HomeMy WebLinkAbout2002-06-18; City Council; 16798 Exhibit 2; Operating Budget & CIP 2002-03City of Carlsbad
2002-03 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
Photos on Cover: top lee to bonom right: Fire vehicles in front of original fire station (early 196Osj. Twin Inns (1970's). Carlsbad
High School Junior Varsity cheerleaders (1959), Carlsbads Liffle league (1960'sj, Building department Christmas card (1974).
Carlsbad Triathlon professional division swim start (2001). Architectural rendering of Carlsbad City Hall Administration Building
CITY OF CARLSBAD, CALIFORNIA 2002-2003 BUDGET
TABLE OF CONTENTS
Readers Guide to the Budget ................................................................................................................... i
Councils Five-Year Vlslon Statements .................................................................................................... ii
About the City of Carlsbad ..................................................................................................................... iii
Organization Chart ................................................................................................................................. iv
BUDGET OVERVIEW
City Manager's Transmittal Letter ....................................................................................................... A-I
2002 - 03 Budget Highlights ............................................................................................................... A-3
Budget Summary .............................................................................................................................. A-I7
Personnel Allocations ....................................................................................................................... A-I8 2002 -03 Budget Calendar ............................................................................................................... A-20
Budget Awards A-21
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OPERATING BUDGET
Overview ............................................................................................................................................. 8-1
Projected Fund Balances .................................................................................................................. 8-14
Revenue Estimates ........................................................................................................................... 8-16
Budget Expenditure Schedule ........................................................................................................... 8-23
Proaram Summarles
Policv 8 Leadershir, GrouD
Policy and Leadership Group Summary .................................................................................... 8-27
City Council ............................................................................................................................... 8-26
City Clerk .................................................................................................................................. 8-30
City Treasurer ........................................................................................................................... 8-31
City Manager ............................................................................................................................ 8-33 Public Information ..................................................................................................................... 8-35
City Attorney ............................................................................................................................. 8-36
Administrative Services
Administrative Services Summary ............................................................................................. 8-37
Administration ........................................................................................................................... 8-38
Finance ..................................................................................................................................... 8-39
Purchasing ................................................................................................................................ 8-41
Workers' Compensation ............................................................................................................ 8-45
Human Resources .................................................................................................................... 8-43
Risk Management ..................................................................................................................... 8-46
Health Insurance ....................................................................................................................... 8-47
Records Management ............................................................................................................... 8-46
Information Technology ............................................................................................................. 8-50
Miscellaneous Non-Departmental ............................................................................................. 8-52
Public Safety
Public Safety Summary .............................................................................................................. 8-53
Police Department Summary .................................................................................................... 8-54
Administration ........................................................................................................................... 8-57
Community Services ................................................................................................................. 8-59
Field Operations ........................................................................................................................ 8-56
Canine ...................................................................................................................................... 8-61
CITY OF CARLSBAD. CALIFORNIA 2002-2003 BUDGET
TABLE OF CONTENTS
Public Safety (Continued)
InvestigationslField Evidence .................................................................................................... 8-62
VicelNarcotics ........................................................................................................................... 8-63
YouthlSchool Programs ............................................................................................................ 8-64
Family Services ......................................................................................................................... 8-66
Support Operations ................................................................................................................... 8-68
Communications Center ............................................................................................................ 8-69
Various Asset Forfeiture ............................................................................................................ 8-70
Bicycle Patrol ............................................................................................................................ 8-71
Fire Department Summary ........................................................................................................ 8-72
Administration ........................................................................................................................... 8-74
Emergency Operations ............................................................................................................. 8-75
Weed Abatement 8-77
Fire Prevention 8-76
Disaster Preparedness .............................................................................................................. 8-78
Communitv DeveloDment
Community Development Summary .......................................................................................... 8-79
Administration ........................................................................................................................... 8-80
Geographical Information System ............................................................................................. 8-84
Economic Development ............................................................................................................ 8-85
Housing & Redevelopment Summary ....................................................................................... 8-87
Affordable Housing ................................................................................................................... 8-88
Rental Assistance ..................................................................................................................... 8-89
Community Development Block Grant ...................................................................................... B-90
Redevelopment Operations Village Area ................................................................................... 8-91
LowlModerate Income Housing Village Area ............................................................................. 8-93
Redevelopment Operations South Carlsbad Area ..................................................................... 8-94
LowlModerate Income Housing South Carlsbad Area ............................................................... 8-95
Community Services
Community Services Summary ................................................................................................. 8-97
Library Summary ....................................................................................................................... 8-98
Georgina Cole Library ............................................................................................................. 8-100
Dove Library ............................................................. ; ............................................................. 8-101
Technical Services 8-105
Centro de InformaCion 8-104
Collection Development & Acquisitions ................................................................................... 8-106
Media Services ....................................................................................................................... 8-107
Adult Learning Program .......................................................................................................... B-108
Cultural Arts Summary ............................................................................................................ 8-109
Sister City ............................................................................................................................... B-112
Recreation Summary .............................................................................................................. B-114
Property and EvidencelRecords ................................................................................................ 8-65
Task Force ................................................................................................................................ 8-67
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Land Use Planning & Planning Commission ............................................................................. 8-82
Building Inspection .................................................................................................................... 6-86
GenealogylLocal History ......................................................................................................... 8-103
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Arts Office ............................................................................................................................... 8-110
Special Events ........................................................................................................................ 8-1 13
Park Planning & Recreation Management ............................................................................... 8-1 16
Recreation Fee Supported ...................................................................................................... b-118
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CITY OF CARLSBAD. CALIFORNIA 2002-2003 BUDGET
TABLE OF CONTENTS
Communitv Services (Continued)
Recreation -Aquatics ............................................................................................................. B-120
Recreation . Agua Hedionda Lagoon Permits ......................................................................... 8-122
Senior Programs ..................................................................................................................... B-125
Recreation Operations ............................................................................................................ 8-123
Public Works
Public Works Summary ........................................................................................................... 8-127
Administration ......................................................................................................................... 8-128
Engineering ............................................................................................................................. b-130
Storm Water Protection ........................................................................................................... 8-133
General Services Summary .................................................................................................... B-135
Park Maintenance ................................................................................................................... 8-137 ... Facllltles Maintenance ............................................................................................................. 8-139
Street Tree Maintenance ......................................................................................................... 8-141
Median Maintenance ............................................................................................................... 8-142
Vehicle Maintenance ............................................................................................................... 8-143
Vehicle Replacement .............................................................................................................. B-145
Carlsbad Golf Course .............................................................................................................. 8-146
Maintenance & Operations Summary ...................................................................................... 8-147
Traffic Signal Maintenance 8-151
Street Maintenance 8-149
Street Lighting ......................................................................................................................... 8-152
Buena Vista Channel Maintenance ......................................................................................... B-I 53
Water Operations .................................................................................................................... B-154
Wastewater Operations ........................................................................................................... 8-156
Solid Waste Management ....................................................................................................... B-157
................................................................................................................. ......................................................................................................
CAPITAL IMPROVEMENT PROGRAM
Overview ........................................................................................................................................... C-I
Future Growth ................................................................................................................................... C-2
Revenues ......................................................................................................................................... C-3
Capital Projects ................................................................................................................................. C-5
Capital Projects 2002-03 to Buildout ................................................................................................. C-5
Capital Projects . The Next Five Years ............................................................................................ C-8
Summary .......................................................................................................................................... C-9
Growth Management Plan .............................................................................................................. C-IO
California Assembly Bill 1600 (AB 1600) ......................................................................................... C-11
Detail Schedule of Capital Projects by Category ............................................................................. C-12
Capital Funds Projected Fund Balances for FY 2002-2003 ............................................................. C-13
Capital Revenues Actual and Estimated ......................................................................................... C-14
Capital Funds Budget Expenditure Schedule ................................................................................. C-15
Capital Improvement Program Analysis of Available Balances 2002 to Buildout ............................. C-18
Glossary of Capital Project Funding Sources .................................................................................. (2-47 .
i .
CITY OF CARLSBAD, CALIFORNIA 2002-2003 BUDGET
TABLE OF CONTENTS
APPENDICES
Planned Major Capital Outlay Items 2002 - 2003 ............................................................................. D-1
Miscellaneous Statistical Information ................................................................................................ D-6
Accounting Systems and Budgetary Control ..................................................................................... D-7
Resolution Adopting the Budget ......... ; .............................................................................................. D-8
Gann Limit Resolution ..................................................................................................................... D-11
Glossary ......................................................................................................................................... D-13
Out of State Travel Requests 2002 - 2003 ....................................................................................... ~3
READER’S GUIDE TO THE BUDGET
This budget document has been designed to provide the public concise and readable
three major sections: The Overview. the Operating budget and the Capital Improvement
information about the City of Carlsbads 2002-03 budget. The budget is separated into
Program.
Overview
The beginning of the budget document contains the City Manager’s transmittal letter and
overview information. The overview information will provide summary data to the reader
for both the Operating budget and the Capital Improvement Program, as well as information on personnel allocations and debt management issues.
ODeratina Budaet The ODerating budget section has 7 tabbed sections providing the summary information
and budget iiform&ion for each of the 6 major service areas. The Operating budget
summary section begins with an overview of the revenue assumptions and the policies used to develop the budget. The overview is followed by tables providing detailed
separated by major service areas, which are Policy and Leadership Group,
information on fund balances, expenditures and revenues. The following sections are
Administrative Services, Public Safety, Community Services, Community Development,
and Public Works. Within these broad categories, the budget is organized on a
departmental basis. Summaries, financial and descriptive, are included for department
groups containing more than one program. The summary page is followed by detailed
program information. Some departments consist of one program only, and thus only one
page is included for them. For each program, a financial history and the 2002-03 budget figures are presented. Also included are narrative statements describing program
activities, associated workload measures or performance objectives, key achievements for 2001-02 and key goals for 2002-03.
CaDital ImDrovement Program
The Capital Improvement Program (CIP) is located in the back of the budget document. An overview of the CIP provides general information about the process used in preparing the budget for capital projects and describes how development information is
used to project future revenues that fund these projects. In addition, major CIP projects
expenditure tables by funding source and a detailed project expenditure schedule listing
are highlighted and discussed. The next section contains summary revenue and
the cost and timing of each future and current CIP project. Following this schedule are fund summary pages, which list the revenues and detail expenditures by fund, thus providing cash flow information and annual projected fund balances for each capital
improvement program fund.
ADDendices
The ADDendices contain a detailed listing of the 2002-03 Capital Outlay items by
department. Travel detail is presented next, so that Council may review and approve
these requests. The last section of the Appendices provides information on the Gann
Limit, budget process, accounting system and budgetary control, the adopted Resolution
for the budget, and a glossary.
i
COUNCIL VISION STATEMENTS
Carlsbad Citv 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
while encouraging active citizen participation and involvement with the City Council, and the
operates an open government for the betterment of the community in a non-partisan manner
City’s Boards and Commissions.
Carlsbad efficiently and effectively. .
delivers topquality public services,
manages environmental concerns proactively, including:
open space
water qualitylconservation
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 lifelong learning are supported and embraced for
people of all ages.
ii
ABOUT THE CITY OF CARLSBAD
The City of Carlsbad is a unique coastal
community located 35 miles north of the City
of San Diego surrounded by mountains,
lagoons and the Pacific Ocean. The City is
governed by a five-member City Council
under the CouncillManager form of
government. Although the "village" dates
back more than 100 years, Carlsbad
incoroorated in 1952 as a General Law citv.
Currently, the City is about two-thirds
developed and is expected to grow from a
population of 88,000 to 117,000 once its 42
square miles are built out. Industries in the
area include a major regional shopping
center, a specialty outlet Center, 20 auto
dealers, 31 hotels offering 3,300 rooms for
tourist lodging, high technology, multimedia
and biomedical businesses, electronics, golf
apparel and equipment manufacturers,
several business and light industry parks,
and numerous land developers building
single and multi-family housing in a variety of community settings.
The City provides the full range of services normally associated with a municipality including
police, tire, parks and recreation, library, planning and zoning, building and engineering, various
maintenance services and administration. The City provides water services through the
Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as
the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City operates the Village Redevelopment agency that
encompasses 0.4 square miles of the downtown area. The South Carlsbad Coastal
Redevelopment area is just south of the Village Redevelopment area and fronts the Pacific
Ocean. In addition to the redevelopment project areas, the agency operates a housing authority
that provides housing assistance to 578 low income families. The City's literacy program,
funded by the General fund, provides adult education to local area residents. Older Carlsbad
residents receive assistance through the City's senior citizen programs. Also, the City provides
major support for the Convention and Visitors Bureau and the hiring center.
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
iii
~ City of Carlsbad
To the Honorable Mayor and City Council:
2002-03 BUDGET TRANSMITTAL
I am pleased to submit the 2002-03 Operating and Capital Improvement Program
$174.5 million. Of the total budget, $140.2 million (79%) will be used to finance the
budgets for the City of Carlsbad, which total $178.2 million, with projected revenues of
operations of the City while $38 million (21%) will go toward the construction of capital
improvements throughout Carlsbad. Our goal has been to prepare a comprehensive
financial plan for all services, programs, and capital projects, which will assist the Council
in the achievement of its vision for Carlsbad.
As part of the budget process each year, the state of the economy is reviewed to
determine how it may affect the City’s revenues for the upcoming year. The past year
has been a rough one, both financially and emotionally. It began with the nation in a
recession and uncertain as to how long and how deep it would go. This was aggravated
by the tragic events of September llth that, among other things, accelerated the decline
of a tourism industry already feeling the effects of the recession. The drop in tourism
affected both the City’s transient occupancy taxes as well as its sales taxes. Finally, in
the beginning of 2002, the seriousness of the State’s budget deficit began to come to
fading exports, the State is now facing a deficit of about $23.6 billion (30% of its General light. Hard hit by the declines in stock market-related income, soaring energy prices, and
fund). At this time, a State budget has not been adopted. The effect of the imbalance in
the State’s budget on Carlsbad remains as one of the biggest unknowns this year. City
revenues are at risk.
Despite the hardships of the past year, Carlsbad has continued to experience revenue
growth, with a 5.8% increase in the General fund revenues likely for fiscal year ‘02. The
recession has been mild and it appears that a slow recovery has begun. Revenue
growth will be modest in the upcoming year with only a 1% increase projected as the
economy continues on its slow, and sometimes bumpy, recovery.
The 2002-03 budget provides funding for a number of new programs and service
enhancements that will allow the City to meet its goals for the upcoming year. The focus
this year is on the continued implementation of the 177 capital improvement projects with
total appropriations for fiscal year 2002-03 expected to exceed $175 million. The
development experienced by the City over the past several years has provided the
funding to expand the park system with the addition of five new parks under construction
greatly enhance the transportation system in the City. A large number of resources in the
over the next five years. The City will also begin work on various road segments that will
operating budget will be dedicated to meeting the development schedule for these and
many other projects contained in the Capital Improvement Program.
One of the results of new development is higher growth in operating revenues. New
houses and businesses mean more property taxes, greater transient occupancy taxes,
additional business license tax as well as increases in a number of other revenue
sources. These help to offset the cost of providing services to the developments. As
the City builds out and development begins to decline, the growth in operating revenues
1200 Carlsbad Village Drive - Carlsbad, CA 92&36-1989 - (760) 434-2821 FAX (760) 720-9461 @
will also slow. With an aggressive capital improvement program underway, careful
management will be required to insure that the City continues in good financial health as
it adds new facilities and services.
One of the newer systems in place to keep the City financially strong is the Infrastructure
Replacement fund. This system was set up to insure that funds are available when
needed to replace the City's streets, sidewalks and other infrastructure. The city of
Carlsbad is relatively new so it has not yet experienced the significant cost of replacing
the infrastructure as it ages. We are just beginning to experience the high cost of major
repairs on some of our older roads. The Infrastructure Replacement fund will be used to
This year's budget includes a $3.5 million transfer for this program. accumulate funds and pay for the replacement of the City's infrastructure in the future.
As always, the provision of top quality public safety services is essential to achieving
Council's goals for the City. The needs have been evaluated and the budget
recommends the addition of seven new positions to the police department to maintain
Carlsbad's excellent services.
Over the City's past 50 years, Carlsbad has continued to grow and prosper as a result of
the vision and leadership of the City Council. The Council's commitment to their vision,
and their willingness to provide the funding to achieve it, has resulted in a highly
desirable City in which to live and work. The 2002-2003 operating and capital budgets continue to provide for a high quality of life for current citizens as well as laying the
groundwork so that future generations will also be able to enjoy the benefits of our
community.
I would like to express my appreciation to the City Council for providing the direction and
support which are crucial to the ability of the City to achieve its goals. I would also like to
recognize the contributions of the City staff for not only creating a successful operating
plan and capital improvement program; but, also for their commitment to providing top-
quality services to all who live, work and play in Carlsbad. Their efforts are critical to the
City's ultimate success. I offer them my thanks for a job well done.
RAYM~ND R. PATCHETT
City Manager
June 18,2002
A-2
CITY OF CARLSBAD BUDGET HIGHLIGHTS
revenues. This budget allocates the resources for the operations of all City programs. The
Capital Improvement Program (CIP) assesses the City's long-term capital needs and
identifies potential revenue sources to meet these needs. The 2002-03 CIP contains the
current year budget allocation of $38 million and outlines approximately 177 future projects
at a total cost of $353.3 million through build-out of the City. Capital revenues for the
2002-03 fiscal year are estimated at $32.9 million. The capital projects include parks, civic
facilities, as well as all infrastructure needs anticipated for the future which are not
expected to be constructed by developers.
The budget overview on the following pages will provide the reader with a
good understanding of the budget process and the economic profile of the
city as well as with a broad overview of the services and projects planned for
the 2002-03 fiscal year. This section also addresses debt management
including a schedule of the outstanding bond issues. More detail on the
City's numerous programs and projects can be found throughout the
remainder of the document.
BUDGET PROCESS
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the City
Council's five-year vision
statements. These
statements are shown on the
first page of this budget
document. Through the vision
statements, Council
continually defines and
clarifies their vision of
Carlsbad. The strategic goals
for the City are developed
next. The goals further define
the methods used to achieve
the vision and call out areas
in which Council would like to
place special emphasis during
the year. Once these are
developed, staff develops
operational goals based on
Council's direction. These
operational goals are the
basis for the development of
the operating budget.
Carlsbad's operating budget
City of Carlsbad 2002-2003 Strategic Goals
services on a daily basis.
Top Qualip Services - Be a City that provides exceptional
transportation system, which includes public transportation, and which
Transportation - Provide and maintain a multi-modal
moves gwds, services and people through Carlsbad in a safe and
efficient manner that is coordinated with community development.
Balanced Communi@ Development - 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.
Parkdopen Spaceflrails - 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.
recycled water system leading to a drought-resistant community, in the
Water - Ensure reliable, high quality, diversified potable and
most cost effective manner.
Environmental Management - Be an environmentally sensitive
community by focusing on: Clean storm water, sewage collection and
treahnent, solid waste and efficient use of energy including alternative
energy.
Finance - Implement proactive strategies that provide and manage
the necessary resources to ensure a high quality of life.
informed, leading to a more responsive government and a higher level
Communication - Ensure that citizens, staff and Council are well
of confidence in government.
Learning - Promote and support continuous learning opportunities
within the community and the City organization.
allocates the revenues generated through taxes, fees and other charges to the various
programs and services provided by the City to the community. The operating budget is a
tool that guides the achievement of Council's vision and goals for the City. It allocates the
resources and sets the priorities for all of the programs offered by the City. Thus, it is an
integral part of making Carlsbad a wonderful community in which to live, work and play.
A4
CITY OF CARLSBAD BUDGET HIGHLIGHTS
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 by manufacturers in order to keep inventories down. The terrorist attacks on
September 1 further aggravated these factors causing a steep drop off in both business
and pleasure travel. 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 uncertainties early in the year associated with threats of
rolling blackouts. Hardest hit in California was the Bay Area. The San Francisco and San
Jose regions suffered significant job losses during this time period, while most of Southern
California, with the exception of Los Angeles, saw modest job growth. The State
Department of Finance forecasts that the State's 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.
The leading indicators for San Diego rose 1.2 percent in February, which is the latest
For the San Diego region, the worst of the very mild recession seems to be about over.
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 in line with the previous forecast for a rebound in San Diego's
economy in the second half of 2002. The outlook is for continued slowing in the first half of
the year, with the unemployment 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."
City of Carlsbad
Median SFD Home Prices
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
(TOT or hotel taxes) are
depressed as a result of the set
backs in the travel industry. the
City's General fund revenues
CITY OF CARLSBAD BUDGET HIGHLIGHTS
are still expected to grow by 5.8% for the 2001-02 fiscal year. A 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 the operating budget overview.
Without the increase in franchise taxes, the growth would have been 270, 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 tax revenues, with lesser growth in other revenues and declines in
the development related revenues.
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; however, most of the decline was duk to a lack of supply rather than a lack of
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 assessed values in the City stand at over $13 billion, double
what they were just 5 years ago. Although this accelerated pace is expected to level out
over the next few years, the City still expects 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 heiD Day for City
Thousands
Source: CALIFORNIA RETAIL SURVEY
services. Carlsbad is
home to Car Country
Carlsbad - an auto mall,
the Carlsbad Company
Stores - a specialty outlet
center, Plaza Camino Real
- a regional shopping mall,
a Costco center, 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
A-6
CITY OF CARLSBAD BUDGET HIGHLIGHTS
openings, available hotel rooms in the City will total about 3,400. 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.
Despite the evidence of a recovery on the way, it does not look like it will happen soon
enough to help the state of California through its budgetary woes. The May revision of the
Governor's 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
Governor's May Revision recommends eliminating the reimbursement for booking fees
(about $200,000 to Carlsbad), a 3.5% shift of Redevelopment Agency tax increment to the
State (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 population. In the past years, the State gave a tax cut to the citizens of
California by reducing the VLF rate by 67%. At this time, the State is backfilling
(reimbursing) local governments for the loss of this revenue from the State's General fund.
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.
Regardless of what happens at the State level, Carlsbad is positioned well for its future. It
is the Council's goal to insure that the City remains in good financial health and there are a
number of steps the City has taken to attain that goal. One of these is the Growth
Management Plan. This plan was adopted by the 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.
In addition to the Growth Management Plan, the City also prepares a long-term financial
model for both the capital and operating needs of the City. With a growing city such as
Carlsbad, it is imperative that we plan for the impacts of 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 pay for the various projects and calculates the
anticipated operating budget impacts. In this way, we can anticipate the effects of
development from both a capital and an operating perspective.
One of the newer initiatives the City has undertaken to assure its financial health is the
development of an Infrastructure Replacement fund. With this fund, the City has begun to
set aside money on an annual basis for major maintenance and replacement of its
A-7
CITY OF CARLSBAD BUDGET HIGHLIGHTS
revenues include motor vehicle license fees, state mandated cost reimbursements and
homeowner’s exemptions. Intergovernmental revenues are estimated at $6.4 million for
the upcoming year.
Licenses and permits account for $1.6 million of the General fund revenues and include
building permits and other development related permits. Charges for services are
estimated to be $5.3 million, a 7% decrease from last year, and include fees for
engineering, planning, building, recreation, and ambulance services. Development
revenues are expected to be less this year not due to economic restraints but rather
because there are simply less new developments ready to build.
Other revenue sources include charges collected from other departments, fines and
forfeitures, and miscellaneous revenues. Those sources total $4.1 million, or 5%, of the
General fund revenue. Income from investments and property are estimated at $3.7
million, or 4%, of the total revenues.
Special Revenue Funds
Revenues from Special Revenue funds are estimated at $10.6 million for 2002-03. Funds
collected in this category are legally restricted to specified purposes. Examples of funding
resources include donations, grants and special assessments. The types of functions
supported with Special Revenue funds include programs such as Section 8 Housing
Assistance, Housing Trust fund, Community Development Block Grants (CDBG),
maintenance and assessment districts and the Storm Water Protection Program.
Enterprise Funds
Enterprise fund revenues make up the second largest revenue group, totaling $29.8
million. Enterprise funds operate similar to a business in that they charge fees to cover
the cost of their services. Examples of the City’s enterprises include water and sanitation
services and solid waste management.
lnternal Service Funds
Internal Service fund revenues, projected to be $12.7 million, are derived from charges to
the City programs that benefit from the services rendered. The funds collected must be
used specifically to support the internal service. Examples of the City’s Internal Service
funds include Liability, Health Insurance, Records Management, Information Technology,
Workers’ Compensation, and Vehicle Maintenance and Replacement.
Redevelopment Agency
Redevelopment Agency revenues, estimated at $2.6 million, come mainly from property
taxes collected within the redevelopment area. Carlsbad has two redevelopment areas.
The original area consists of 204 acres located in the downtown “Village Area” of the City.
The overall goal of the Village area redevelopment project is to create a pleasant,
attractive, accessible environment for living, shopping, recreation, civic, cultural and
service functions through the elimination of blighting influences, and through restoration
and new, privatelpublic development forms which preserve and enhance the existing
character of the Village Area and surrounding community.
The second redevelopment area encompasses the land on which the Encina power plant
is located as well as additional parcels south of the plant. Development of a master plan
for this area will begin in the 2002-03 fiscal year. Funds collected within the
redevelopment areas must be used to repay the debt incurred and administration of the
Agency.
-
-
-
-
-
A-10
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r"
e
L
CITY OF CARLSBAD BUDGET HIGHLIGHTS
ODeratina Budaet by Proararn
The total operating budget for the City equals $140.2 million, which is 2.7% less than the
2001-02 final budget. The operating budget is categorized by major service area (MSA).
Five MSAs have been identified which represent the key businesses of the City. The
following graph shows the operating budget for each of the MSAs.
$140.2 MILLION I
Policy 8 Admin. Public Comm. Dev. Comm.
Leadership Services Safety Services Works Canting. Non-DepV I Total funding allocated for the Policy and Leadership Group for 2002-03 is $3.7 million.
This MSA encompasses all elected officials and the chief executive offices for the City.
These include the offices of City Council, City Manager, Public Information, City Clerk, City
Attorney, and City Treasurer. A % time Video Production Manager position was added to
expand the City's communication efforts. In addition, a Volunteer Coordinator position
was added to increase the oversight and coordinate the use of volunteers in the City.
The Administrative Services MSA, with a budget of $16.8 million, includes finance, records
management, human resources, purchasing, information technology, health insurance,
risk management, and workers' compensation. These departments mainly provide
services to internal City departments. One new position has been added in the
information technology department to assist with desktop support.
Public Safety services are funded at $28.8 million and include
all the police and fire programs such as police patrol, vicehar-
cotics, juvenile diversion and DARE programs, fire prevention,
emergency operations and disaster preparedness. The 2002-
03 budget includes seven new positions in the police
department mainly based upon the anticipated growth in the
City. These positions include a two patrol officers. a DUI
officer, an ID Thefl Investigator, two communications officers and a special events
coordinator.
A-11
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Community Development, with a budget of $14.3 million, provides the services that guide
and oversee the planning and development of Carlsbad as depicted in the City's General
Plan. The General Plan is the base document that expresses the goals and public policy
relative to future land use. It acts as a "constitution" for development and is the foundation
upon which all land use decisions are based. Also included under Community
Development are the housing and redevelopment programs. A Planning Technician Intern
position was added to provide employees with career growth opportunities and to develop
a pool of qualified in-house candidates to compete for vacant planning technician positions
as they arise.
Community Services, with a budget of $14.3 million, is made up of the library, recreation,
cultural arts and seniors programs. These programs are provided to a wide range of
people and assist in their education and cultural development. The 2002-03 budget
includes the conversion of 1.75 part time positions in the
library to full time. In addition, the Recreation department is
adding an Office Specialist position to staff the front counter
at the Swim Complex and a Management Assistant position
to oversee the development and distribution of the
Community Services Guide. In addition, with the opening of
Carrillo Ranch Park next spring, the budget includes a
contract curator position to manage the programs at this new
facility.
The service area requiring the largest amount of funds is Public Works with a budget of
$52.5 million. Public works is responsible for the building and maintenance of all of the
City's infrastructure and facilities and for the provision of utility services. It is comprised of
the engineering, parks, streets, facilities, fleet, water and sewer departments. Two new
positions have been added in Public Works, a Park Maintenance Worker to staff Poinsettia
Park, and a Office Specialist to assist with the Storm Water Protection Program.
The Non-Departmental and Contingency accounts total $9.9 million and include programs
benefiting the City as a whole such as community promotions, community contributions,
assessment services, transfers to other funds and Council's contingency account.
Included in the non-departmental group is a $3.5 million transfer to the Infrastructure
Replacement fund. This program sets aside funds for the replacement of the City's base
infrastructure. The contingency account, which is available to Council for emergencies
and unforeseen program needs that arise during the year, is budgeted at $2.5 million.
This is lower than the amount adopted in the 2001-02 budget. In total, the contingency
account amounts to 2.5% of the General fund budget.
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad's Capital Improvement Program (CIP) is a long-range planning
document, which outlines the expenditure plan for current and future capital projects and
the corresponding revenues to pay for those expenditures. Projects in the CIP consist
primarily of new construction or major maintenance and replacement of City facilities such
as parks, roads, civic facilities such as libraries, police and fire stations, and sewer, water
and drainage facilities. The Capital Improvement Program for 2002-03 totals $38 million in
new appropriations. Some of the notable capital projects included in this year's budget are
described below:
Park Development
A-12
CITY OF CARLSBAD BUDGET HIGHLIGHTS'
The design of Alga Norte Park located in the southeast quadrant is planned in
2002-2003. The first phase of development (about 20 acres) will include ball
fields, soccer fields, tennis courts, picnic areas and tot lots.
Construction of Larwin Park located in the northeast quadrant is scheduled.
This 22-acre park will encompass mainly passive uses including trails and tot
lots
Aviara Community Park is located in southwest
quadrant. An additional appropriation of $1 million
is included in the budget to begin construction of
this 24-acre park site. The park is planned to
include ball fields, soccer fields, basketball courts,
picnic areas and tot lots, and a community facility.
Funds are included in the budget to begin planning
and design of the Pine School park site which is
located in the northwest quadrant of the City. An
extensive community outreach program with local
residents and various organizations will be implemented to gather public input
for the ultimate design of the park.
.-
Civic Proiects
ADA projects will receive about $326,000 in funding for improvements at
Cannon Park, Holiday Park, and other locations throughout the City.
Design of the Coastal Rail Trail will continue. This non-motorized pathway
will be located within the San Diego Northern Railway right-of-way extending
from Oceanside to downtown San Diego and will accommodate bicyclists,
joggers, and roller-bladers. The City expects to receive and additional
$1 10,000 in grant funding in 2002-03 to pay for the design. B An additional $264,000 will be added to fund the Village Public
Parking Enhancement Program to increase availability of
parking and examine ways to better utilize existing parking in
the downtown area.
Streets and Traffic Signals
Construction of several major street projects is included in the CIP, which,
once constructed, will improve the flow of regional and local traffic throughout
the City. Projects receiving appropriations in 2002-03 include College
Boulevard east of El Camino Real and the Rancho Santa Fe Road
widening and realignment project. In addition, next year's Capital
Improvement Program includes $7.7 million in funding for street maintenance
andlor reconstruction projects.
There are nine new traffic signals funded in the next fiscal year
at a cost of about $1.2 million. In addition, three older traffic
signals along El Camino Real will be replaced at the intersections
of Plaza Drive, Marron Road, and Hosp Way.
A-I3
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Sewer, Water and Drainage Facilities
The Vista-Carlsbad Sewer Interceptor project will receive additional funding
for construction of an interceptor which will be located inside a bridge structure
across the Agua Hedionda Lagoon. In addition, the CIP includes funding for
the rehabilitation of the North Agua Hedionda Interceptor.
The CIP also includes the City’s share of costs for the Encina Sewer
Treatment Plant and related projects to pay for expansion of the sewer
system, flow equalization, and building improvements.
Drainage facilities along the planned College Boulevard and Cannon Road
extensions are included in the budget at a cost of $2.6 million.
Construction of waterlines are included in the CIP for the following locations:
9 College Boulevard from Cannon Road to Carlsbad Village Drive
9 El Camino Real from Cassia to Poinsettia Lane El Camino Real from Faraday Avenue to Cougar Drive . A recycled water system is being
developed to serve the industrial park area,
and to increase the City’s water supply and
reduce dependence on external suppliers.
Funding for the project will come from grants
and loans, which will be repaid from water
sales. The project is estimated to cost about
$37 million once complete. The
appropriations for this project were made
towards the end of 2001-02, and are therefore not included in the total new
appropriations amount.
STAFFING
The 2002-03 budget includes a total of 642.75 permanent positions (both full time and X-
time positions) and 145.67 part-time positions (in full-time equivalents). This is an
increase of 15.5 permanent positions and 3.27 part-time positions (in full-time
equivalents).
DEBT MANAGEMENT ISSUES
The use of debt has always been a primary issue in the development of the Capital
Improvement Program and the policies to implement the Growth Management Program.
Over the years, the City has issued millions of dollars of bonds and Certificates of
Participation (COPS) to fund streets, buildings, sewer and water facilities, open space
acquisitions and other infrastructure projects. The City is continually evaluating its
outstanding debt as well as potential future issues to insure that interest costs are kept at
a minimum and the use of the bond funds is appropriate.
A-14
CITY OF CARLSBAD BUDGET HIGHLIGHTS
The following table identifies the debt the City has issued, the outstanding principal, the
2002-03 principal and interest payments and the scheduled year of payoff.
City of Carlsbad
Debt Outstanding
Outstanding 2002/03 Final
ReDavment Original Principal Payment Paymeni
lond Name ioirce Bondlssue At 6/30/02 Pal FY
1997 HOSD Grove Refunding
Certificates of General fund $ 6,595,000 $4,515,000 $754,351 2009
Participation
1997 CMWD Refunding
-
Certificates of Water $ 7,400,000 $2,295,000 $ 1,219,860 2004 Participation Enterprise
1996 Refunding Encina JPA
Sewer Expansion Sewer $ 11,080,000 $8,870,000 $ 936,199 2014 Enterprise
1993 Redevelopment
Tax Allocation Bonds Redevelopment $ 15,495,000 $13,540,000 $ 1,043,777 2024
Subtotals $40,570,000 $29,220,000 $3,954,187
1997 Reassessment District
College 8 Alga Assessment $18,475,000 $10,805,000 $1,701,111 2012
District
1997 Carlsbad Ranch
Assessment $ 10,175,438 $9,085,000 $751,898 2023 District
1998 Rancho Carrillo
Assessment $ 19,600,000 $ 18,835,000 $ 1,745,619 2028 District
Subtotals $48,250,438 $38,725,000 $4,198,628
Totals $88,820,438 $67,945,000 $8,152,815
Of the total debt outstanding, only $4.5 million will be paid back with General fund monies.
Annual debt service payments from the General fund average approximately $750,000.
The remaining debt will be repaid from water and sewer revenues and from property
owners benefiting from the improvements built with bond proceeds.
In addition to the existing issues, the City is considering using debt to fund several new
projects. These include the following:
Community Facilities District: In May 1991, the property owners approved a Mello-Roos
financing district, called Community Facilities District No. 1 (CFD). Approximately $109
million in capital projects will be financed using this mechanism, most of them without the
issuance of debt. The new city of Carlsbad city hall is scheduled for construction
A-15
CITY OF CARLSBAD BUDGET HIGHLIGHTS
sometime during the period of 2006-201 1. Available CFD cash balances will be used to
pay for the design and construction costs, and if necessary, a bond will be issued to
supplement any deficiency. The project will proceed following a thorough review.
Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf course
in the industrial corridor. Funding for the development of the course may be provided
through the use of COPS or other City-issued debt to be repaid from revenue generated
through the operation of the course. Various development options are being considered,
thus, the amount and timing of any debt issue is unknown.
New Road Construction: In order to assist in the completion of various major road
segments, the City is often asked to form financing districts that will spread the costs of the
public improvement over those properties that are benefiting from the improvements and
have them paid over a period of time. The City is considering three such requests at this
time. The requests are to finance the road improvements for the connection of Poinsettia
Lane and El Fuerte, College Blvd. and Cannon Road, and Melrose Ave. and Faraday Ave.
If the requests are approved by the City Council, tax-exempt bonds may be issued for
these projects over the next three years. Repayment of the bonds will come solely from
the property owners within the Financing Districts. It is not anticipated that the City will
have any obligation for the repayment of the bonds from general City funds.
SUMMARY
The City of Carlsbad has weathered the latest recession with minimal
impact on its residents. There are still a number of uncertainties on the
horizon: however, due to the early planning and foresight by City
Council and residents, the City has a sound economic base from which
to grow.
As the population has increased, so have the resources that allow the
quality of life in Carlsbad to be maintained. Despite the recession, the
majority of the City’s base revenues have continued to grow. The
increased job opportunities from the development of the industrial and
commercial areas is creating a higher demand for housing which will continue to increase
the property taxes. Sales taxes and transient occupancy taxes were boosted by the
opening of the Four Seasons Resort in 1997; the Carlsbad Company Stores, a specialty
retail mall, in late 1997 with an expansion in 1999; Legoland in early 1999; as well as
growth in other hotels and restaurants. Although, the tourism industry declined in the past
year, it is expected that travel will pick back up in the upcoming year. In addition, the
development revenues are providing the funding to pay for the services provided to the
building industry and to offset the cost of capital improvements needed to serve the
growing population.
All of these events add to the diversity and strength of Carlsbad’s economic base that will
provide the funding for additional services needed to maintain the quality of life in
Carlsbad. The requests in this year’s budget reflect the anticipated achievement of
Council’s vision and goals for the City. It allocates the available funding in a manner that
proactively plans for the future. This plan will insure top quality services are provided to all
who live, work and play in Carlsbad.
7
A-I6
BUDGET SUMMARY
I FISCAL YEAR 200243
PROJECTED BALANCE ESTiMATED ADOPTED PROJECTED BALANCE
PROGRAM AREA JULY 1,2042 REVENUES BUDGET TRANSFERS JUNE 30.2043
OPERATING BUDGET
FUND
Administrative Sewices
Policy I Leadership Group
Public Safety
Community Development
Community Sewices
Public Works
Non Departmental 8 Contingencies
$3,714,161
28,834,461
16,778,882
14250,727
14.247209
52,484,180
9,918,303
PITAL IMPROVEMENTPROGRAM
iscal Year2002-03 $251,157,244 $32,868249
001-02 Continuing Appropriations
937,971,744
I FISCAL YEAR 200142 I
PERATING BUDGET
olicy I Leadership Group 53,175,814
dministrative Services 14,296,329
26,957.755
ommunity Development 13.039.477
mmunity SBrVicBS 12.823.895
48,667,092
an Departmental 8 Contingencies 6,647,465 (1,500,000)
CAPITAL IMPROVEMENTPROGRAM
Fiscal Year 2001-02 $244,283,779 $79,015,293 $73,641,828 $1,500,000 $251,157,244
PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03
ADJUSTED OVER
BUDGET
FINAL PRELIMINARY
BUDGET
(UNDER)
2Wl-02
MAJOR SERVICE AREA 2001-02 2002-03 ALLOCATED
POLICY AND LEADERSHIP GROUP I
CITY COUNCIL
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
ClN CLERK
CITY ATTORNEY
]ADMINISTRATIVE SERVICES 1
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
PURCHASING
RISK MANAGEMENT
HUMAN RESOURCES a WORKERS COMP
)PUBLIC SAFETY 1
POLICE
FIRE
COMMUNITY DEVELOPMENT I COMMUNIN DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMEN1
COMMUNITY SERVICES i
CULTURAL ARTS
LIBRARY
RECREATION
SENIOR PROGRAM
lPUBLlC WORKS 1
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE a OPERATIONS
FULL AND 3/4 TIME LABOR FORCE
6
1
0.75
1
0
7
2
6
21
15
6
2
10
143
79.75
3
13
1
2
25
10
46.25
4.75
28
2
3.50
57.25
56.7
70.3
1
0.75
6
2.75
0
7
2
8
21
16
2
10
6
150
79.75
13
3
1
25
2
10
46
4.75
30
2
6.4
56.25
60.2
66.9
0
0
0
1.75
0
0
0
0
1
0
0
0
0
7
0
0
0
0
0
0
0
1.75
0
2
0
2.9
1.5
1
(3 4)
627.25 642.75 15.5
PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2o01/02 2o02/03 Difference
Full Time Personnel 622 636 14
314 lime Penonnel in Full Time Equivalents 5.25 6.75 1.5
Hourly Full lime Equivalent PeMnnel 142.4 145.67 3.27
TOTAL LABOR FORCE 769.65 780.42 18.77
LIMITED TERM EMPLOYEES
INTERNS 2o01/02 2o02/03 Difference
Management Interns 2 2 0
Building Inspeaor lntm 2 2 0
GIS Intern 0.5 0.5 0
Planning Technidan Intern 0 1 1
Planning Intern - front counter 1 0.5 (0.5)
TOTAL LIMITED TIM PYPWYEBS 5.5 6 0.5
A-1 9
2002-03 BUDGET CALENDAR
Request Capital Project (CIP) submittals
Set budget policies
Operating revenue is projected for the General fund
Operating budget manual is distributed to departments
Budget preparer‘s meeting
Growth projections completed
Draft CIP is submitted to department heads
Leadership Team (LT) reviews CIP
Departments submit operating budget requests to
Finance department analyzes and complies the
Finance
operating budget submittals
LT reviews operating budget
CIP Budget Workshop May 14 Council meeting
Preliminary operating budget is sent to the printer
~~~
Operating Budget Workshop June 4 Council meeting
Citizens Budget Workshop June 13
Council adopts final budget including: Operating budget,
Capital Improvement Program, and Annual Spending
Limitation June 18 Council meeting
Operating Budget CIP
A-20
BUDGET AWARDS
Cafifornia Society of
MunicipaCflnunce o&rs
Certificate of Award
Excellence in Operational Budgeting 2001-2002
City of Carlsbad
Presented to
edicated 10 Erccllsncc In Municipal Finad ~ancrg-~,
The City of Carlsbad was recognized by the California Society of Municipal Finance Officers (CSMFO) for Excellence
in Operational Budgeting and Public Communication Budgeting for fiscal year 2001-02. The purpose of these awards
is to set a high standard of professionalism. which will enhance the audiences' understanding of the mechanics of
local government and special districts and to continue to enhance the budget and its process.
The City of Carlsbad believes that its fiscal year 2002-03 budget continues to meet the high standards of the CSMFO
program.
1 'I
I
1
A-22
2002-03 OPERATING BUDGET OVERVIEW
The Operating budget for fiscal year 2002-03 totals $140.2 million with revenues for the year
estimated at $141.6 million. General fund revenues are estimated at $86 million and budgeted
expenditures are $82.8 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 % $
FUND
GENERAL FUND $
SPECIAL REVENUE
$ 86.0 $ 85.2 0.8
10.7
0.9%
ENTERPRISE
10.6
29.3 (0.1) -0.9%
29.7
INTERNAL SERVICE 12.0
0.4 I .4%
12.7 0.7
REDEVELOPMENT 2.5
5.8%
0.1 2.6
1.4% $ 1.9 $ 141.6 $ 139.7 TOTAL
4.0%
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 Selvice
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 table below shows a summarized outlook for
the major General fund revenues.
2001 -02 2002-03 CHANGE CHANGE
SIGNIFICANT GENERAL FUND REVENUES
(In Millions) I PROJECTED I ESTIMATED I $ %
ALES TAX
RANSIENT OCC. TAX
EHICLE LICENSE FEES
$
2001-02
22.5
21.9
8.6
7.4
4.6
4.6
15.6
1 2'!j
16.2
CHANGE
$ 1.9
CHANGE
8.4%
7.3%
6.5%
OTAL .97 $ .6 $ 86.0 $ 85.2
B-1
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
on how fast they can grow.
This is due to Proposition 13.
Proposition 13 was adopted by
the State in 1978. The
proposition limits the growth in
assessed values (and thus 1 i property taxes) to no more 1 than 2% Der Year. The value 1 $10,000
$15,000 ,
I
upon which the tax is based is 1 1 55,000 ' only increased to the full 1 the market property. value upon Thus, the property sale of 1 $0 11 93 94 95 96 sr 98 9s 00 01 02e 03e
taxes tend to grow slowly unless there is a significant amount of housing activity.
and a large number of resales within the City, spurring revaluation of the parcels. The sale of
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
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
giving the City an estimated $250,000 more in property taxes. During the past year, the State
received a very small share. Now that it is privately owned, it is locally assessed and taxed
to the State, thus putting it back into the unitary system. Unless legislative action is taken, the
Board of Equalization modified one of their rules to revert assessment of the power plant back
this time, which will allow the state to assess the power plant but still distribute the taxes based
modified rule will become effective on January 1, 2003. There is a bill pending in the Senate at
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
16% \ , General Res
30%
Food Prcdudr
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.
1 As can be seen in the accompanying 1 chart, the City's sales tax base is heavily ' which is predominantly new car sales.
weighted In the transportation section,
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,
thus, car manufacturers and dealers began offering very lucrative deals to keep car sales up.
The effect has been a strong surge in car sales resulting in continued growth in the City's sales
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 hiahest General fund revenue source is Transient OccuDancv Taxes (TOT or hotel
taxes) estimated at $9.2 million for 2002-03,
an increase of 7% over 2001-02 estimates.
TOT is the one revenue source for the City
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
Transient Occupancy Taxes
I" thavundr
A
99 00 01 OZe 03e
FIIcaIVear
projected-growth to $9.2 million will just bring
TOT back up 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 3,400.
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 TV service, solid waste
growing along with the growth in population and changes in their rate structures. These services, and gas and electric services. The cable and solid waste franchises have been
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 1 Diego Gas and Electric (SDG&E). SDGE Franchise Taxes
Fiscal Year J
SDG&E pays franchise taxes for
the use of the public land over
which they transport gas and electricity. The City also receives
an "in-lieu'' franchise tax based on
the value of gas and electricity
transported on SDG&E lines but
The "in-lieu'' tax captures the
purchased from another source.
franchise taxes on gas and
electricity that is transported using public lands but which would not otherwise be included in the
calculations for franchise taxes due to deregulation of the power industry. The majority of the
“in-lieu’’ taxes received are 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
and 2001, average gas prices soared from about $3 per thousand cubic feet to, at times, more
than $12 per thousand cubic feet. In addition, the Encina power plant was operating at a much
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
slightly stronger growth, at about 8%, reflecting a recovery statewide in the upcoming year as
well as continued population increases in Carlsbad.
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.
Development-related revenues increased coming out of the recession as development in the
City picked up and housing demand grew. The City continued to issue a significant number of
building permits in 1997 through 1999; however, the revenues for planning and engineering
services dropped off; thereby,
flattening the total development
revenues received. Based on the
citywide growth projections shown
in the Capital Improvement
Program section of this document,
a 19% decrease in building permit
revenue is expected for the 2002-
03 fiscal year, significantly less
than the decline the Drevious vear
Development Revenues and Permits Issued
$9
._ E $4 = $3
$2 500
of 56%. Permits issued are
expected to increase slightly in the 97 98 99 2.000 01 02e 03e
*.
0
years after 2003 but wili never
achieve the levels of the late “Revenues -Residential Penits issued
1990’s. I 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
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
Housing Assistance, Community
Development Block Grants), donations,
special fees, and assessments (Housing
Trust fund, Maintenance Assessment
districts).
The largest changes in the Special
Revenue funds occurred in two
programs: Storm Water Protection and
the Section 8 Housing. The Storm
Water Protection program was created
to respond to federal mandates to
that flows through the City’s storm
reduce the pollutants in run-off water
drains. There is currently no funding
I Special Revenue Funds
Storm Water
All Others Protection
I I 8%
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
permanent method of funding all the requirements of this program. More information on the
program can be found in the section of this letter titled “Expenditures.”
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 .I 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.
Enterprise fund revenues for 2002-03 are projected at $29.7 million, up 1.7% or approximately
$500,000. Enterprise funds are similar to a business in that rates are charged to support the
Enterprise Revenues I
Golf I
"
I J
operations that supply the-service. Carlsbad
Enterprises include the water, recycled water
and sanitation services, solid waste
management, and the Carlsbad Golf Course.
There are no changes in any of the rate
structures anticipated in next fiscal year and
no significant changes projected for any of the
other revenue sources.
Included in the estimated revenues for the
Golf Course fund is a $600,000 transfer from
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 Droiect was stalled in the Derrnittina
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 the estimated revenues of $12.7 million for 2002-03, an increase
the City itself and include programs such as the self-insurance funds for Workers'
of $700,000, or 5.8%, over 2001-02 projections. Internal Service funds provide services within
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 81). which would allow the distribution of the taxes to remain
the General fund is important, it is vital to the feasibility of the newly adopted South Carlsbad
at the local level rather than on the unitary tax formulas. While the effect of this legislation on
the SCCRA. which encompasses the power plant property and the properties south to the Ponto
Coastal Redevelopment Area (SCRRA). The power plant is one of the largest tax generators in
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
-
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 $140.2 million, which .:,. represents a decrease of $3.8 million, or 2.7%, from the current 2001-02
budget. This decrease is due to a number of changes within the programs
found in each of the funds. These will be discussed later in this document.
Budaetarv Policies
Budget policies 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 inflationaty increases as well as growth in the customer
base.
For the 2002-03 budget, the block was calculated as follows:
9 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%. - Capital Outlay requests in excess of $10,000 were not included in the block budget.
were added to the operating budgets.
These one-time items could be requested separately. Approved capital outlay requests
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
goals or to operate new facilities. If the request was approved, the additional funds were added
to the budget.
The 2002-03 budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization: . 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
Revenue fund. In order to simplify the accounting, the revenues and expenses were
transferred to the General fund in the 2002-03 budget. The amount of the revenues
estimated for 2002-03 is $202,000.
Budqeted Expenditures
Through the application of these guidelines and policies, the 2002-03 operating budget of
$140.2 million was developed. The budget includes funds to enhance the services already
being provided to the community, as well as the addition of several new programs. The
majority of the new programs and increases in services are the result of new facilities,
maintenance of existing facilities, and a continued focus on public safety, technology, and
customer service.
The 2002-03 operating budget includes 15.5 new full-time and three-quarter-time employees, an
equivalents (FTE). These changes will bring the total City workforce to 642.75 full and three-
increase of 2.5%. The net increase in hourly staff, totals approximately 3.27 full-time
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
these facilities are added to the Operating Budget. This next year Carrillo Ranch Park will be
years. As the City completes some of these projects, the costs of maintaining and operating
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
the curator. Both of these positions are proposed to be two-year limited term positions. During
operations. In addition, a part-time 1000-hour position has been added to assist
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
the site development and the building maintenance have been included in the 2002-03
association dues, landscaping, minor repairs, etc. Both the costs of the initial planning work for
operating budget.
Maintenance of Existing Facilities
additional resources for Poinsettia Park and Hosp Grove Park.
In order to provide better maintenance of our existing facilities, next year's budget includes
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
Public safety has always been a top Council priority. As the population of our
City continues to grow, additional public safety staff is required to maintain the
current level of safety services. There are seven new positions included in the
budget this year to continue Council's focus on public safety. These positions
the County's Identity (ID) Theft Task Force, two Communications Officers and a
include a two Patrol Officers, a DUI Officer, a Senior Police Officer to serve on
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.
r-
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 a4~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
staff to research archived documents. The plan for fiscal year 2002-03 is to implement public
access to the DMS. This will allow the public to access and retrieve City documents
electronically. The budget also includes an additional $55,000 for continued implementation of
the Request for 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
employees help cover peak periods (such as summer programs), are available to cover nights
and weekend hours, and are a very valuable resource to these departments. In order to train
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
be available to work evenings and weekends and will offer the needed supervisory skills,
Library to full-time. These positions, which include a Librarian and a Circulation Supervisor, will
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 bv Fund Type BUDOET MPENDITURE SUMWRY
BY FUNDTYPE
This table shows the E-,,, changes in the operating
% $ BUDGET BUDGET
CWGE CHANGE 2002-03 2001-02
budget for fiscal year 2002- spEclAL RMNUE 03 compared to the current ~SE
budget for fiscal year 2001-
02. The General fund
~~SERJCE
discretionary revenues that
contains most of the
(In MIIIlonr)
$ 84.4 -1.9% $ (1.6) $ 82.8 12.8
14.6
30.2 -17.2% (2.2) 10.6
30.3
14.8
0.1 0.3%
0.2 1.4%
FE0E”ENT 2.1 1.7 (0.4) -19.0%
$ 144.1 $ 140.2 $ (3.9) -2.7%
B-10
finance the basic core of City services. However, this should not diminish the importance of the
other operating funds, as they also contribute to the array of services available within Carlsbad.
The remainder of this section will provide more information about the proposed budgeted
expenditures by fund and program.
General Fund
Total budget for the General fund is $82.8 million, which is 1.9 % less than the previous 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
BUDGET BUDGET
CHANGE 2002-03 2001-02
% $
CHANGE FUND
POLICY/LEADERSHIP $
ADMINISTRATIVE SERVICES
$ 3.7 $ 3.3 0.4
5.5
12.1%
PUBLIC SAFETY 26.9
5.4 (0.1) -2.0%
28.4
COMMUNITY DEVELOPMENT
1.5 5.6%
COMMUNITY SERVICES 14.3
6.3
-1.9% $ (1.6) $ 82.8 $ 84.4 TOTAL
-34.2% (1.3)
-16.9% (1.5) 3.8 CONTINGENCY
8.9
-1.4%
-1.9% (0.3) 15.1 15.4 (0.2) 14.1
PUBLIC WORKS
-1.6% (0.1) 6.2
NON-DEPARTMENTAL 7.4
2.5
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
account was budgeted less this year since, under the Expenditure Control budget approach,
fewer budget increases are requested. During 2001-02 less than $200,000 of the contingency
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 Policy/Leadership 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
reduced by $40,000 as a result of the Poinsettia Park synthetic turf project. This project,
due to be completed in the Fall of 2002, is estimated to reduce water costs by
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
budget is mainly comprised of ongoing costs of the program. Another decrease is the result of
the transfer of the $200,000 Senior Nutrition program to the General fund. There was also a
$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.
E; 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.
B-I2
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 Carlsbad
Redevelopment Area master plan. The remaining funds are consistent with the previous year.
SUMMARY
As the City of Carlsbad enters its 50m year, it is evident that the %,h*b
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.
-
B-13
CITY OF CARLSBAD
PR(LIECTED FUND BALANCES
OPERATING FUNDS
UNRESERVED PROJECTED
FUN0
BMANCE
JULY 1.2001
ESTIMATED ESTIMATED FUND BALANCE
REVENUES EXPENDINRES TRANSFERS JUNE30.2002
IGENERAL FUND
SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSINGSECTION 8
HOUSINGTRUSTFUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEOUESTS
TREE MAINTENANCE
MEDlAN MAINTENANCE
STREETLIGHTING
BUENAVISTACRKCHNL MNT
ARTS SPEClAL EVENTS
LIBRARY GWTS (CLSA.PLF)
SENIOR NUTRITION
SENIORDONATIONS
CDBG ENTlTLEMENTlREHAB
COMMUNITYACTNITYGRANTS
CULNRALARTS PROGRAM
SISTER CITY DONATIONS
60.908547
518.119
0
409.771
137,489
6iS7.070
310,097
269.809
94.534
926.227
1,185,893
102.714
814.716
3W.701
73.927
174,452
1.991
1,868
1,073,069
246,204
3.365
ARTS GENERAUWLERY DONATIONS
TOTAL 12.108670
138.532
I ENTERPRISE I
WATER OPERATIONS 9.430.567
RECYCLED WATER OPERATIONS 1.147.608
SEWEROPERATIONS 5,386,008
SOLID WASTE MANAGEMENT 3.468314
MLFCOURSE
21.139.958
1,707,461
TOTAL
LINTERNU SERVICE
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
907.192
HEALTH INSURANCE
2,324,401
74.922
VEHICLE MPIINTENANCE
RECORDSMANAGEMENT 0
399.809
VEHICLEREPLACEMENT 5,009,331
INFORhWTIONlECHNOLCGY 2.179.465
TOTAL 10,895.120
IREDEVELOPMENT
VILLAGE OPERATIONS I DEBT SVC
VILLAGE LWYlMW INCOME HOUSING
SCCRA OPERATWNSIDEBTSVC
SCCRA LOWNOD INCOME HWSING
1,098,421
(1 19.973)
0
0
978.448 TOTAL
85.195.000 74.141.982
1.873.190
70.m
895.500
62,000
181.ow 263.164
4,240,718
a5.m
980.000 282221
12.m
18.150
627.982 604.409
452.827 607.471
643.069
40,029
750.000
3.461
750,000
0
23,000 26.687
190.000 178,893
963,000
28.000 136.200
55,000
961.980
57,713
11,000 35.m
1.150 965
4.260.wO
81.921
12,000
29.160
10,729,289
13.500
18,749,000
2.275.000
6.157.wO
685.m
29,256,000
110.000
649.829
631 825
2.689.m
1,548,409
788.100
1,700,075
3.746.m
11,983,458
1,806.201
364.000
452.029
111.507
2636.737
56.000
9.924071
19,573,381
1,628.134
6,809,100
266,013
28.526.528
250.000
926.296
2,264,903
1,088,888
1,019,380
1.592.706
1.400.000
4.403.500
12.686.671
1.560.884
1W.309
90.819
17,483
1,829475
€64.162 72,625,527
977.890
526.119
327.607
134.410
5.964.849
319.379
289.809
949.800
105.544
1.278.962
48.070
104.747
70.240
0
66.252
13.098
2.ea8
1.070.358
222.204
3.670
(364.162)
12.549626
94,032
9.806.186
1,794.474
6.033.908
3,687,301
21.889.330
1,567.461
2.127.358
630.726
489.239
(231,2801
356.613
6.309.406
10.202.907
1,521,365
~300.000) 643.7%
291.720
153.208
1.585.710
97.044
TOTAL OPERATING FUNOS 1106.030143 1139,710.464 $127,107,827 $0 $118.633.100
6-14
CITYOFCARLSBAD
PRWECl'ED FUND BALANCES
OPERATING FUNDS
PROJECTED
BALANCE ESTIMATED FUND WLANCE ESTIMATED
PROJECTED
FUND JULY 1.2O02 RNENUES EXPENDITURES TRANSFERS JUNE 30. 2w3
IGENERAL FUND
ISPEUAL REVENUE J
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAWENFORCEMENTBLOCKGRANT
HOUSING SECTION S
HOUSINGTRUSTFUND
LIBRARY ENDOWMENTFUND
LIBRARY GIFTSBEOUESTS
TREE MAINTENANCE
MED!AN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LIBRARY GRANTS (CLSA.PLF)
ARTS SPECWL EVENTS
SENIOR DONATIONS
SENIOR NUTRITION
CDBGENTmEMENTIREHAB
CWMUNINACTNITYGRANTS
CULTURAL ARTS PROGRAM
SISTER ClTY DONATIONS
72.625.527
977.690
526.119
327.507
134,410
5.964.64s
319,379
269.809
949.800
105.544
1,278,662
48.070
104.747
0
70.240
86,252
13.098
2.888
1,070356
222.204
3.670
TOTAL
ARTS GENERAL DONATIONS
12,549,626
94.032
~~~~~ ENTERPRISE ~~
WATER OPERATIONS
RECYCLED WATER OPERATIONS
9,606,186
1,794474
SEWER OPERATIONS 6,033,908
SMlD WASTE MANAGEMENT 3.867.301
TOTAL
GOLF COURSE
21.869.330
1,567,461
]INTERNAL SERVICE I
WORKER'S COMP SELF INSUR 830,725
RISKMANAGEMENT
HEALTH MSURANCE
RECORDSMANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
2.127.336
1231.5801
463239
365.513
5,309,406
TOTAL
INFORMATION TECHNOLOGY
10.202.907
1.621.965
IREDEVELOPMENT
VILLAGE OPERATIONS I DEBT SVC 843.736
VILLAGE LOWIMW INCOME HOUSING m.m8
SCCRA OPERATIONS /DEBT SVC
SCCRA LOWMOD INCOME HOUSING
291.720
97.044
1.385.710 TOTAL
86.041WO
1.126.419
55.000
167.W
5.324.822
7,WO
s1o.m
24.000
12,000
537.043
870.824
140,000
2sMIo
0
25.004
0
770.WO
50.000
10.000
1.500
837,720
82.842.152
1,076,419
347.541
66.000
6.335.989
0
265.163
12.0W
96.307
727.169
1.139.441
677.780
1.590
31.632
0
0
789.892
0
BO.%€
20,000
4,000
10.612.128
16.000
10,539,413
20.w
1s.6m.m 21.113.828
6.585.000
2.155,WO 1.904.416
6.768.912
676.000 223.410
29.750.000
715,WO
30,310,666
300,000
700231 l.Mu.799
7W.009 1,487,459
3.041.945 3,083,952
1.030.400 1.1S2.687
1,661,192
1,704,369
1.82329291
1.667.000
IZ.S63,446
3.93530
14.823.822
4,495.634
1.624.601 1.501.850
475.500
374.030 89.692
97.512
2,593,601
119.500
1.711.970
22.906
300,wO 76,124,375
1,027,690
516.119
147,086
308,212
141.410
6.519.686
269.809
860.361
34.237
7.333
1,010,145
243.157
0
66.806
13.098
91.252
1,059856
2,996
212204
1,070
12,622,341
90,032
8.112.358
2.045.058
4.849.996
4.318681
21,308.764
1,982,461
1.339.888
247.158
447.232
1383.5671
5.346.775
83,414
8.042.631
961.631
[300.000) 666.479
437616
869.708
193.838
1.967.341
TOTAL OPERATING FUNDS $118.633.100 5141.660.175 $140,227,923 So $120.065.362
B-15
OPERARNG FUNDS
CITY OF CARLSBAD
REVENUE EmMATES
ACTUAL PROJECTED ESTIMATED As% DIFFERENCE
REVENUE REVENUE
REVENUE SOURCE
REVENUE OF FY 0142 200142 TO
200041 m142 PROJECTED 200243 200243
GENERAL FUND I
TAXES
PROPERTYTAX $19,657,514 $22.500.000
SALES TAX 21.184728 21.030.WO
TRANSIENTTAX 9269.484
FRANCHISE TAX 3,815,978 7.382.000 4.197.000
BUSINESS LICENSE TAX 2.300.387 2,460.000
TRANSFER TAX 1,098,037
2,598,000 5.8% 138.000
1.000.000
57.435.104
1.097.000
83,872,000 64,943,000 .. 1.7% 1.071.000
$24.370.000
7.1% 1,553,000 23,483,000
8.3% 1.870.000
(3.188.000) 43.2%
898.000 7.0% 8.800.000 0.198.000
TOTAL TAXES
9.7% 97.000
INTERGOVERNMENTAL
VEHICLE LICENSE FEES 4,318,128 4.800.000 7.4% 4.942.000 342,000
OTHER 1.228.720
TOTAL INTERGOVERNMENTAL 5.544.848
1.338.000
5.938.000
1,484,000 10.9% 146.000
8,428,000 488.000
LICENSES AND PERMITS
BUILDING PERMITS 2,102,477 1,005,000 815,000 -18.9% l190.000~
OTHER LICENSES 6 PERMITS 1.308.679
TOTAL LICENSES a PERMITS 3,409.156 1.905.000
9OO.WO -18.9%
-18.9%
(170,000)
(380.000)
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
820,456
1,420,181
580.000
890.000 580.000
800.000
-18.8% (130.000)
3.8% 20,000
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
8M.384 1.400.000 1.000.000 -28.8% (400,000)
1.443.504
1,132,480 1.250.000 1.284.000 2.7% u 00"
58.000 1258.000
OTHERCHARGESORFEES 889,823
TOTAL CHARGES FOR SERVICES 8,170,808 5,740,000
820,000 . 838,000 2.9% 18,000
5.338.000 -7.0% (402.000)
INCOME FROM INVESTMENTS
(225.000)
INTERDEPARTMENTAL CHARGES 200.000
DTHERREMNUESOURCES 50.000
B-16
L
OPERATING FUNDS
UlY OF CARLSBAD
REVENUE ESITMATES
ACTUAL
REVENUE
PROJECTED As% DIFFERENCE ESTIMATED
REVENUE REVENUE OF FY 0142 2w142 TO
REVENUE SOURCE 200041 200142 PROJECTED 200243 200243
/SPECIAL REVENUE FUNDS
r-
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND 0 1,873,180 I 1,076,419 I 42.5% (796,771)
INTEREST 0
0 1,873,100
0.0% M.OOO
59.9% (796,771) "
POLICE ASSET FORFEITURE
ASSETFORFEITURES 88,727 45,000 30.000 53.3% (15.000)
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
26.299
115.026
25.000
70.000
0.0%
-21.4%
0
(15.000)
0
11,752
1 1.752
167.000
14.000
181,000
160.000 4.2% (7,000)
(7.000)
-7.7% (14,000)
7.000 40.0% -
LAW ENFORCEMENT BLOCK GRANT
STATE GRANT 156.872 67.429
INTEREST 4.111 7.000
OP TRANS IN
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
HOUSING TRUST FUN0 - "
INCLUSIONARY HOUSING FEES
INTEREST
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
-
0 -100.0%
7.000
(67.420)
0.0% 0
170.575
9,592
81.921
-100.0% (7.492)
-91.5% (67,429)
6.870 0
4.250.000
0
3,270,108 4.250.000
3.243.766
19,672
524.320 250,000
1,856,056
5.548
730.000
0
2,586,822 980,000
15.461 12.000
0 I 0.0% 0
25.3%
0.0%
26.3%
1,074,822
0
1,074,822
30.1%
20.0%
(220.000)
0.0% 0
-17.4% (170,000)
50.000
0.0% 0
15.461
0
12.000
0.0% 0
0
LIBRARY GIFTSBEQUESTS
GIFTSBEQUESTS
INTEREST
TOTAL
21.621
4,601
27.000
2.160
21.000 -22.2% (6.000)
26222 29.180 -17.7% (5.180)
38.0% 840
6-1 7
CIlYOFURLSBID
REVENUE ESnMATES
OPERATING FUNDS
ACTUAL PROJECTED AS % DIFFERENCE ESTIMATED
REVENUE REVENUE
PROJECTED 2002-03 200243 2W1 2001-02
OF M 0142 200142TO REVENUE
385,629 0
-100.0% (3.4811 0 417,606 3,461
-100.0% (3.4611 0 31,977 3.461
0.0% 0 0
* -~
77.785 50.000 4.0% (2.0001 48,000
45.616 78.661
10.2% 42.379 459,700 465.882 417.321
49.1% (38,6411 40,020
REVENUE SOURCE
LIBRARY STATE GRANTS (CLSA. PLF)
GRANTS
TOTAL
INTEREST
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE -
INTEREST
MEDIAN MAINTENANCE FEES
TOTAL
OTHER
STREET LIGHTING
p_
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAINT
P
INTEREST
BUENA VISTA FEES
TOTAL
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
SENIOR NUTRITIDN(2)
GRANTS
DONATIONS
TOTAL
82,000 82.000 9.8% 8,000
671.283 627.982 9.738
13.543 3,000 3.000 0.0% 0 I 418.996 417.321 498.161 19.4% 80,840
47.114 32,506 10.4% 3,376
479.613 452,827 18.6% 84,216 -
105.260 65.000 -7.7% (6.0001
36,499 38,500 0.0% 0
635,191 674,612 4.7% 31.997
119.542 84,957 0.9% 558
898,492 843.069 3.3% 27,555
68.502 40.000 0.0% 0
99,971
99,971 68.524
22
40,029
29 344727.6%
249.8% >
5,255 3,000 0.0% 0
42.068
36.813 20.000 25.0% 5,WO
23.000 21.7% 5.WO -
110.716 100.000 0.0% 100
102,036
212.752 190.000
9O.OW 0.0% (90,000)
-100.0% (190,000)
QTY OF CARISBAD .
REVENUE ESTIMATES
OPERATING FUNDS
ACNAL PROJECTED As% DIFFERENCE ESTIMATED
REVENUE REVENUE REVENUE OF FY 01-32 200142 TO
REVENUE SOURCE
SENIOR DONATIONS
20wd1 200162 PROJECTED 200243 200243
INTEREST
DONATIONS
13,890 8,000
34,110
37.5% 5.000 (3.000)
20,000 0.0% 0 20.000
OTHER
TOTAL 111,090
63.090
28.000
0.0% 0
-10.7% (3.000)
CDBG ENTITLEMENTREHAB
INTEREST 17.703
OTHER
25,000
52.598 23.000
GRANT REVENUE 452,891 -22.4% (2os.ooo) 915,000
TOTAL 523.282 963.000 -20.0% (193.000)
20.000 -20.0%
40,000 73.9%
(5.000)
17,000
COMMUNITYACTIVIN GRANTS
INTEREST
TOTAL
91,942 55,000
81.942 55.000 4.1%
50,000 4.1%
50,000
(5.000)
(5.WO)
CULNRAL ARTS PROGRAJJ
INTEREST 21.931 11.000
TOTAL
10,000
21,931 11.000 10,000 -9.1% (1.000)
(1,000)
ARTS GENERAUGALLERY DONATIONS
INTEREST 11,820 5.000 4.000 -20.0% 11.0001
DONATIONS 94,341
TOTAL 106.161 13.500
..
i
12,000 41.2%
16,000
3.500
18.5% 2.500
SISTER CITY DONATIONS
INTEREST 329 200 0
DONATIONS
OTHER
TOTAL
2,322
300
2.951
1,300 36.8% 350
0
38.8% 350
0.0%
1.150
TOTAL SPECW REVENUE FUNDS 9,643,671 10,729,289 -1.1% (117.161) 10,612,128 r
B-I 9
CrrY OF CARISBAD
REVENUE EmMATES
OPERATING FUNDS
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 200041 IENTERPRISE FUNDS
200142
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTYTAXES
NEWACCOUNTCHARGES
BACK-FLOW PROGRAM FEES
PENALTYFEES
INTEREST
12.047.253 12.550.000
3,498,140 3,580,000
1,371.335 1,385,000
129.633 129,000
98.736
184,415
100.000
190.000
817,528 639.000
127.617 29.000
84.704 300.000
196,479 181.000
167.757 162.000
ENGINEERING a PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL 18.882.943
159,346
19,749,000
504.000
RECYCLE0 WATER
WATER SALES 1.078.229 1,191.000
READY-TOSERVE CHARGE
RECYCLED WATER CREDITS
80.962 82.000
284.341
INTEREST
517.000
108.161 470.000
OTHER
TOTAL 1,567,821
16.128
2,275,000
15.000
SANITATION OPERATIONS
SERVICE CHARGES 5,826,616
LATERAL CONNECTIONS 27.500
PRE-TREATMENTCHARGES
ENGINEERING OVERHEAD 236.964
PENALTY FEES
INTEREST
51.578
485.649
OTHER 14.512
TOTAL 6,496,298
5,800,000
28.000
53.479 54.500
253.000
48.500
260,000
13,000
6.457.000 -
SOLID WASTE MANAGEMENT
INTEREST 278.533 184.000
PENALTY FEES
RECYCLING FEES (AB9381 227,297 224,000
NON-JURISDICTIONAL FEES
26.000
STATE GRANT
208,000
OTHER
23.000
TOTAL 785.752 665.000
0
0
255.453
24.276
193
>
GOLF COURSE
TRANSFER FROM GENERAL FUND
INTEREST
TOTAL
600,000 0
219.250 110.000
819,250 110.000 - ~
TOTAL ENTERPRISE FUNDS 28352.064 29,256,000
BdO
ESTIMATED
REVENUE
200243
12.843.000
3.66d.000
1399,000
129,000
103.000
680.000
180.000
28.000
309.000
176,000
158.000
19,620,000
(49.000
1,274,000
84,000
555.000
227,000
2.155.WO
15,000 -
5,938,000
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
675.000
0
600.000
715,000
115.0W
29.750.000
AS % DIFFERENCE
OF FY 0142 200142TO
PROJECTED 200243
2.3% 293.000
2.4% 84.000
1.0%
0.0%
14.000
0
4.3%
3.0% 3.000
6.4% 41.000
(10,000)
-3.5% (1.0001
3.0% 9.000
-2.8% (5,000)
-2.5% (4.0001
-109.7% (553.000)
6.7% - (128.000)
7.0% 83.000
2.4% 2,000
7.4% 38,000
-51.7% (243.000)
0.0% 0
-5.3% (120.0001 -
2.3% 136,000
2.1% 600
2.0% 1,100
2.8% 7.000
1.0% 900
.&9% (18,000)
3.1% 400
2.0% 128.000
~
0.5%
3.6%
1.wo
-3.9%
8,000
(1.0001
1.0% 2,000
0.0% 0
0.0% 0
1.5% 10.000 -
0.0% 600.000
4.6% 5,000
6 605,000
1.7% 494.000
-
OPERATING FUNDS
QTY OF CARLSBAD
REVENUE ESnMATES
ACTUAL
REVENUE
PROJECTED
REVENUE REVENUE OF FY 0102
DIFFERENCE
200102 TO
REVENUE SOURCE 2w001 200142 I 200203 I PROJECTED
~IMERNAL SERVICE FUNDS j 200203
WORKERS COUP SELF-INSURANCE
INTEREST 166,302 110.000 I 100.000 I -9.1% (10.000)
OTHER
INTERDEPARTMENTAL 536,979 539.829 800,231 11.2%
0.0%
80,402
TOTAL 757.210 649,829 700.231 50.402
0 53.929
O*C"l 7.8%
LIABILITYSELF-INSURANCE
INTEREST 238.822 150.000 I 100.000 I 33.3% (50.000)
INTERDEPARTMENTAL
OTHER
TOTAL 1.231.935 891.825 -21.5% (191.818)
0
727,473 741.826 49.1% (141.816)
265.840 0 0.0% -
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAVRElM0. 2,565,651 2,645220
OPERATING TRANSFER IN 74.000 0
TOTAL 2,669,938 2,689.220 14.0%
0.0%
30.287 24.000 -16.7% (4.000)
14.2% -100.0%
372.725
0.0% -
RECORDSMANAGEMENT
INTEREST
INTERDEPARTMENTAL
TOTAL
0 0 0.0%
0 788.100 30.7%
0 788.100 30.7% 242,300
0
242,300 -
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,386,182 1.428.409 I 1,481.192 13.7% 52.783
INTEREST
OTHER 148.850
43.940
100,000
M.000 I 20,wo 0.0% 0
50.000 (50.000)
OPERATINGTRANSFER IN
TOTAL
47.400
1806,172 1.548.409
0.0% 0
45.3% 2.783
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
1,344,083
426,402
1.460.075
240,000
1.464.389
240,000
0.3% 4.294
0.0% 0
OTHER
TOTAL 2,139,810
389,125
1.700.075 O2 11 0.3%
0.0% 0
4,294
INFORMATION TECHNOLOGY
INTEREST 158.325 100.000
5.2% 189,300 3,835,300 3,205,000 3,646,000 INTERDEPARTMENTAL
0.0% 0 100.000
OTHER
TOTAL 3.401.640
38.315
3.748.000
0.0% 0
5.1% 189.300
TOTAL INTERNAL SERVICE FUNDS 11.808.505 11.993.458 5.8% 869.988 12,863,446
6-21
UTY OF CAWBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED DIFFERENCE
REVENUE REVENUE REVENUE OF FY 0142 200142 TO
REVENUE SOURCE 200041 200142 PROJECTED 200243 IREDEVELOPMENT FUNDS I 200243
RENTAL INCOME 178,404
TAX INCREMENT 1.645.726 33.000
ADMINISTRATIVE FEES 66.416
INTEREST 52.022 (10.600)
OTHER 37.124
OPERATING TRANSFER IN
TOTAL
TAX INCREMENT 393,823 10.000
INTEREST 130.465 0
OTHER 0
TOTAL 527,440 10.000
SCCRA OPERATlONSIDEBTSERVlCE
TAX INCREMENT
INTEREST
TOTAL
TAX INCREMENT
INTEREST
TOTAL
TOTAL OPERATING $133,634,861 $139,710,484 $141,660,175 1.4% $ 1,949,691 I
8-22
Crry OF CARLSBAD
OPERATZNG FUNDS
BUDGET EXPENDITURE SCHEDULE
199940 200001 ESTIMATED 200142
zW142
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
]GENERAL FUND
POLICY AND LEADERSHIP GROUP
ClN COUNCIL 229.049 233.983 283.151
ClN MANAGER 918,869 969.130 1,146,982
288.734
PUBLIC INFORMATION 0 218.613
1.171.971
CIN CLERK
323,545
201,092
378.236
98,558 274.640
ClN ATTORNEY
321.932
704.593 775.468 1.005.701 1.018.697
CINTREASURER 114.715 114,675
TOTAL POLICYLEADERSHIP GROUP 2.166.318 - 141.795
2,410.427
155.529
3.175.814 3.336.099
ADMINISTRATIVE SERVICES
ADMINISTRATION 270,700 499.413 473.381
FINANCE 1.299.324
761.424
PURCHASING 429,997
1.385.831 1,747.000
504.140
1,928,048
618.052
HUMAN RESOURCES 1,081.146 1.081.139 1.707.217
664,878
RECORDS MANAGEMENT (1)
2.177.120
682.170
TOTAL ADMINISTRATIVE SERVICES 3,763,337
1261,230 0 0
4,731,753 4,545,650 5,529270 -
PUBLIC SAFETY
POLICE 12,876,387 13.641.267 16,092,318 16,092.318
FIRE 8,561,067 9,558.920
21,437,454
10,455,273 10.834.138
23.398.187 26.547.591 28.926.456 TOTAL PUBLIC SAFETY "
COMMUNITY DEVELOPMENT
CWMUNIN DEVEL ADMlN 449.671 466.232
GEOGRAPHIC INFORMATION
402.336
316.162
504.522
ECONOMIC DEVELOPMENT
262,476
161.252
277.993 335.559
133.875 183,328
PLANNING
223.406
2,265,048 2.246.992 2,817,780 3,225,019
COMMUNIN SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
RECREATION
SENIOR PROGRAMS
4.175.824 6.266.112 7,214,932 8321.550
495.054 645.654 637.308
3,138,029
721.333
3,409,515 4.078.321 4.549.385
339.062 366.497 429.440 467.w
12.380.001 14279.714 TOTAL COMMUNITY SERVICES 8.145.969 10,887,778 -
-
200243
BUDGET -
298,551
1,129,967
864.593
303,076
952.336
165.638
3.714.161
- -
714.140
2.016,098
690,770
1.963.843
0
5,384,851
- -
16,971,661
E
!8.421.920 =
480.810
305.658
250.132
3.267.587
1,873.526
6,177,713
- -
8.059.193
710.195
4,556.457
736,425
4.064270
- -
0142 BUD
TO
0243 BUD
3.4%
3.6%
128.6%
5.9%
8.6%
6.5%
11.3% -
8.2%
4.7%
3.9%
-9.8%
0.0%
-2.8%
5.5%
5.6%
5.7%
4.7%
4.9%
12.0%
i.3%
4.8%
-2.6%
-5.4%
-1.5%
0.2%
51.1%
-1.5%
8-23
QTYOFCARLSBAD
OPERA'RNG FUNDS
BUDGET EXPENDITURE SCHEDULE
m1-02
199940 2m41 ESTIMATED 200102
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
~
PUBLIC WORKS ADMlN 612,698 488.411 510,738 637.915
ENGINEERING 4.516.502 4.326.589 4.929.358 5.328.591
PARK MAINTENANCE 2,357,397 2.562.460 2,893.051 3,410,005
STREET MAINTENANCE 2.011.672 2,041.517 2,368,886 2,710.977
FACILITIES MAINTENANCE 1.856.328 2,068,387 2.330.wO 2.579.527
%INCR (DEC)
TRAFFIC SIGNAL MINT 425,493 743.564 610.345 698.632
11.780.091 12232,908 13.640.378 15.365.651 TOTAL PUBLIC WORKS -
NON-DEPARTMENTAL
COMMUNIN PROMOTION (CCVB) 369.972 370.279 496.000 507.959
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTYTAX ADMlN FEE
DUES a SUBSCRIPTIONS
MISCITRANSFERSOUT
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MANAGEMENT INCENTIVE PAY
0
11,460
76.673
8W.m
226.157
33.535
852,049
13.095
2.wo.000
800,wO
f.OOO.WO
0
0
0
0
82.583
8W.m
255.619
40.993
106.400
15.073
3.wO.000
600,000
4,300,000
0
0
0
62,000
63.975
600.000
271,000
40,000
0
20.m
3,000,000
0
1.500.000
1.073.?90
0
36.000
82.120
85.849
800,000
250,WO
65.600
0
46,WO
3,000.000
0
1.500.000
1.873.190
97.020
OTHER 37,761 81.529 1.300 442.794
11.821.602 9.632.476 8.147.465 8.786.532 TOTAL NON-DEPARTMENTAL "
SUBTOTAL GENERAL FUND 64.031.815 67,941,561 74,141,862 80.567.126
CONTINGENCIES 0 0 0 3,614,590
TOTAL GENERAL FUND 64.031.815 67.941.381 74.141.982 84,381,716 "
-
239203
BUDGET -
807,075
5.266.844
3,205.497
2.504.087
2,692,075
685,355
15.160.934
- -
363.000
36.W
11.235
85,849
800,wo
325.000
62,400
0
58.400
3.500.W
600,000
0
1,016,419
m.wo
0
7.418.303
- -
80.342.152
2,500.ow
82.842.152
0102 BUD
TO
02-03 BUD
-
-
28.5%
-1.2%
5.0%
-7.8%
4.4%
-1.9%
-1.3%
-
-
-28.5%
0.0%
-
-86.3% -
0.0%
0.0%
3.0%
4.9%
0.0%
27.0%
100.0%
16.7%
-100.0%
42.5%
415.4%
0.0%
-15.6%
0.3%
34.5%
-1.8% -
6-24
M OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDllURE SCHEDULE
Mol02
199940 200001 ESTIMATED 200142
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
STORM WATER PROTECTION PGM
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEOUESTS
LIBRARY STATE GRANTS (3)
AV INSURANCE FUND (3)
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL NENTS
SENIOR NUTRITION (2)
SENIOR DONATIONS
CDBG ENTITLEMENTIREHAB
COMMUNIN AUIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
0
145.582
106.888
111,991
2.832.067
487.618
8.751
48.506
285,344
39.174
519,656
443.055
780.888
8.924
28.594
209.887
120.065 556.294
34,022
33.289
700
0
38,497
146,268
7982Q
3.185.288
176.351
8.873
21,024
299.837
0
547,653
529.532
043,737
7.176
19,199
210.762
87.860
524.192
49.351
22,808
2.860
ARTS GENIGALLERY DONATIONS 21,597
TOTAL SPECIAL REVENUE FUNDS
38,537
6.800.852 6,837.734
[ENTERPRISE FUNDS I
WATER OPERATIONS 17,322.285 17.874.678
RECYCLED WATER OPERATIONS 1.527.181 1.315.999
SANITATION OPERATIONS 5,344.785 6.018.104
SOLID WASTE MANAGEMENT 148.676 280.656
GOLF COURSE 196.059 144,330
TOTAL ENTERPRISE FUNDS 24.538.966 25,813,767 -
~NTERNAL SERVICE FUNDS 1
WORKERS COMPSELFINSURANCE 759.144
RISK MANAGEMENT
HEALTH INSURANCE
1.082.140
2.767.012
RECORDS MANAGEMENT (1) 0
VEHICLE MAINTENANCE 1,462,277
VEHICLE REPLACEMENT 1.005.368
INFORMATION TECHNOLOGY 2.278.075
TOTAL INTERNAL SERVICE FUNDS 9.354.016
..
952.286
792.113
2.343.086
0
l.W.803
1.079.331
2.937.523
9.671.142 -
895,500
82.000
263,lM
85,WO
4,240.718
282.221
12.0w
18.150
0
0
604.409
507.471
750.000
750,000
28.687
178.893
136,200
961.980
57.713
35,000
965
1.873.189
130.602
263.164
217.006
4,754,778
282.221
12.wo
106.280
0
0
676.260
535.634
1.124.106
751,500
33,566
197.925
136.2w
1.419.299
65,000
48,000
5.566
%.OW 147,904
9,924.071 12,780.200 -
19,573.381 20.735.913
1.628.134 1.662.132
6,809,100 7.136.902
266,013 234,448
250.ow 349.750
28.526.828 30,179,145
928.295 1,018,717
1.088.888 1,358,375
2.254.903 2.628.700
1,019,380 1,090.w4
1,592,705 1.786.105
1.400.000 1,540,171
4.403.500 5,185.167
12.685.671 14,608.239 -
8-25
-
200243
BUDGET -
1,076.41
65.W
347.54
5.335.98
255.16
12.00
95.30 ,
727.13
577,781
1.139.44
1,591
31.63. ,
I
769,89:
60.W
20,001
4.OM - XI.W(
10,539.41: I=
21.113,8U
1.904.41l
6.768.91:
223,41(
300.0CH
30.310.561
- -
1,083,791
1.4.37.45s
3.083.95:
1.182.681
1,823,291
1.667.Wc
4.495.63
14.823.822
- -
%INCR (DEC)
0142 BUD
TO
0243 BUD
-42.5%
50.2%
32.1%
-100.0%
12.2%
-9.6%
0.0%
-10.3%
0.0%
0.0%
7.5%
7.9%
1.4%
-99.8%
6.8%
-100.0%
-100.0%
45.8%
-8.9%
68.3%
-28.1%
-86.5%
-17.5%
1.8%
14.6%
-5.2%
-24.1%
-14.2%
0.4% -
6.4%
9.4%
17.3%
8.5%
2.1%
8.2%
-13.3%
1.5% -
CITY OF CAWBAD
OPERATING FUNDS
BUDGET EXPENDTTURE SCHEDULE
2201-02
198960 2w0-01 ESTIMATED x101-02
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET IREDEVELOPMENT
VILLAGE OPERATIONS I DEBT SVC 3.788.315 2,221,511 1.560.884 1.594.361
VILLAGE LOWIMOD INCOME HSNG 2.126.426 74.014 90,819 113,772
SCCRA OPERATIONS I DEBT SVC 0 0 160.308 364,089
SCCRALOWMOD INCOME HSNG 0 0 17.463 29.871
TOTAL REDEVELOPMENT 5,912.741 2.295.525 1,829.475 2.102.103
%INCR (DEC)
0142 BUD
2002-03 I
6.8%
-21.2%
-73.2%
-23.3%
-18.6%
ITOTAL OPERATING FUNDS 110,638.390 112,359.529 127.107.827 144,051,403 140.227.923 -2.7%
(1) Recorda Management ws converted to an Internal Service fund in 2001-02.
(2) Senbr Nutrition Grant ws moved to the General fund in 200263.
(3) The revenues and expenses forthese pwrams wre transferred to the General fund.
6-26
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
r I 1999-2000 I 2000-01 I 2001-021 2002-03) ACTUAL^ ACTUAL/ BUDGETI BUDGET
PERSONNEL 2,148,680 1,823.388 1,570,077 1,505,677
MAINTENANCE &OPERATIONS
80,000 14,000 34,095 18,030 CAPITAL OUTLAY
1,485,481 1,498,711 806,255 642.61 1
Public
Information City
23% 8%
City Manager
31 %
City Treasurer
4%
City Attorney City Clerk
26% 8 Yo
8-21
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
1999-2000
ACTUAL
2001 -02 2000-01
BUDGET BUDGET ACTUAL
2002-03
PERSONNEL I 158,0141 167.61 1 I 184,2451 191.988
MAINTENANCE & OPERATIONS
APITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the
needs of the community through the policy development process.
PROGRAM ACTIVITIES:
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 Carisbad through personal contact and correspondence.
KEY GOALS FOR 2002-2003:
TOD Qualitv Services
Be a City that provides exceptional services on a daily basis
TransDortation
Provide and SUDDOII a multi-modal reaional and local transwrtation svstem. which includes Dublic transoort. and
which moves goods, services and people through Carlsbad in a saie and efficient manne; that is coordinated
with community development.
Balanced Communitv Develooment
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.
ParksIODen SoaceKrails
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 Pian and Growth Management Standards.
- Water Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant
community, in the most cost effective manner.
Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and
Environmental Manaaement
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.
B-28
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL
PAGE TWO
ACCT NO. 0010110
KEY GOALS FOR 2002-2003 (Continued):
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.
Learnina
SIGNIFICANT CHANGES:
None.
6-29
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210
1999-2000
290,066 31 1.432 85,360 97,862 MAINTENANCE & OPERATIONS
BUDGET
13,010 10,500 10,456 95.1 04 PERSONNEL
BUDGET
2002-03 2001 -02
ACTUAL ACTUAL
2000-01
CAPITAL OUTLAY I 8.1261
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 City's Election Officer, responsible for the administration of all Regular and Special Municipal Elections, prepare all necessary documents in accordance with the Elections Code and coordinate with the
Registrar of Voters.
Political Reform Act Filing Administration
Serve as the City's Filing Ofhcer for all filings required by the Political Reform Act of 1974. This includes
Statements and Statements of Economic Interests. notification of those required to file, provision of appropriate forms and receipt and review of Campaign
Record Of Proceedinas
Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code,
including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission,
Public Improvement Corporation and Industrial Development Authority.
WORKLOAD STATISTICS:
cY/2000 CY/2001 CY/2000 CY/2001 " Elections Claims Filed General 1 130 111
Special 0 0 Public Hearina Notices 39 45
0
Filin(ls
Campaign Statements
Statement of Economic Interest 424
21
428
20 Ordinances Published 29 52
Minutes
CMWD Minutes
Council Minutes
PIC Minutes
H + R Minutes
SIGNIFICANT CHANGES:
None.
101 93 Council
Meetinas Held
41 27 CMWD Board 101 41 27 93
18 12 H&R Commission 18
1 0 Public Improvement Corporation 1 12
0
~
6-30
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310
1999-2000
ACTUAL
2001-02 2000-01
56,544
ACTUAL
66,440 61,257
BUDGET
70,888
BUDGET
2002-03
PERSONNEL
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:
Develop projections of cash receipts and cash expenditures from various City and external sources.
Cash Manaaement . 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 all are signed by authorized personnel and are supported by
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 ail Treasury internal controls.
Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for
Investment Manaaement
approval. incorporate in the investment policy any changes in the City's financial requirements that affect
investments. Ensure compliance with the California Government Code.
all checks paid by the bank were valid City checks.
maintained for the anticipated activity of the next day.
proper documentation.
Research daily the financial markets and the financial forecasts.
Develop and maintain a pool of investments for the City and its agencies.
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.
8-31
PROGRAM: CASHMANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES (Continued):
ReDOriinQ and Oversioht
Develop and present to the City Council monthly reports of investment activities.
In a timely manner, disclose to the City Council any information that could potentially threaten the safety and
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 Cis Comprehensive Annual Financial Report.
Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter,
Develop investment data for the City‘s annual financial audit conducted by an independent auditor.
or more frequently as needed.
WORKLOAD STATISTICS: “ Fy2001 Fy2002 (Est.)
Portfolio Balance (millions of $) 299 323 367
Number of Investments in Porlfolio 1,565
390
1,712 1,734
262 220 266 1,463 265
Number of Checks Cleared 14,820 14,639 14,010 14,437
Investment Activity (transactions per month)
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.
Leamina
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.
8-32
..
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
1999-2000
ACTUAL
2000-01 2001 -02 2002-03
ACTUAL
769,646 745.1 57 689,626 604,514 PERSONNEL
BUDGET BUDGET
I 2002-031 I 2001-021 2000-01 I 1999-20001
ACTUAL
769,646 745.1 57 689,626 604,514 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE & OPERATIONS
0 3,000 31,353 8,386 CAPITAL OUTLAY
360,321 423,814 248,151 303,969
PROGRAM GROUP DESCRIPTION:
The City Manager's Gffice 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 Major Service Area) and the related support staff. The City Manager is generally responsible for the achievement of
the organization's goals that support the City Council's strategic goals.
PROGRAM ACTIVITIES:
Financial - Promote sound financial practices and a balanced revenue expenditure basis.
Administration
Provide timely and reasonable responses to citizens and customers
Policv Development
Assist Council in policy development.
PERFORMANCE MEASURES:
The City Manager's Office is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
Be a City that provides exceptional services on a daily basis
Transportation
Provide and support a multi-modal regional and local transportation system, which includes public transport. and
which moves goods, services end people through Carlsbad in a safe and efficient manner that is coordinated
with community development.
Balanced Communitv Development
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.
Parkdopen Space/Trails
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
8-33
PROGRAM: CITY MANAGER FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 0011010
KEY GOALS FOR 2002-03 (Continued)
g&r
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.
Gommunication
Ensure that citizens. Council and staff are well informed, leading to a more responsive government and a high
level of citizen confidence in government.
Leaminq
Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
None,
8-34
PROGRAM: PUBLIC INFORMATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC INFORMATION ACCT NO. 001 1012
1999-2000
0
ACTUAL
2002-03
ACTUAL
2001 -02 2000-01
BUDGET
68,400 0
BUDGET
395,984 PERSONNEL
MAINTENANCE & OPERATIONS
80,000 0 0 0 CAPITAL OUTLAY
388,609 309,836 218,613 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:
Provide the citizens and customers of Carlsbad with more comprehensive information regarding services and
Customer Service
opportunities available throughout the City.
KEY GOALS FOR 2002-03:
Too Qualitv Services
Provide the citizens and customers with information regarding City programs and opportunities
Continuously update citizens and customers on the progress of City programs and policies.
Communication
Create a comprehensive approach to Citywide communications.
SIGNIFICANT CHANGES:
converted to a Communication Manager and a % time Video Production Manager was added. Costs were also
in order to improve the City3 ability to Communicate with citizens, the Public Information Officer position was
included in this budget to allow public internet access to the Document Management System.
the City.
In addition. a Volunteer Coordinator Position was added to increase the oversight and coordination of volunteers in
8-35
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY ACCTNO. 0011210
1999-2000
BUDGET
2001 -02
ACTUAL ACTUAL
2000-01 2002-03
BUDGET
PERSONNEL 591,501 641,127 748,646 707,164
MAINTENANCE B OPERATIONS 11 1,574 134,341 260,051 245,172
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
Integrate a comprehensive and efficient transportation system, recognizing Carlsbad's essential role in the
Develop and implement proactive strategies to ensure the financial health of the community and the City
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.
Draft and review all 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.
6-36
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY
19942000
5,046,706 4,679,050 4,225,250 3,497,609
BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001" 2000-01
PERSONNEL
MAINTENANCE & OPERATIONS
542,l 00 856,200 139,176 171,123 CAPITAL OUTLAY
11.514.776 11,670,533 7,779,333 6,980,977
Records
Management Admin. Finance
information 7% 4%. 12%
Insurance Risk
9%
18% Management 6%
B-37
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110-12
1999-2000 2001 -02 2000-01
ACTUAL
45,000 74,665 44,590 3,998 CAPITAL OUTLAY
429,350 459,318 239,626 55,926 MAINTENANCE & OPERATIONS
BUDGET
239,790 227,441 215,197 210.776 PERSONNEL
2002-03
BUDGET ACTUAL
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 staff.
The Director is also responsible for furthering employee development, workplace improvement and
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.
8-38
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE ACCTNO. 0011310
1999-2000
1,448,990 1,422,119 1,221,516
BUDGET BUDGET ACTUAL
967,205 PERSONNEL
ACTUAL
2002-03 2001 -02 2000-01 I 2002-031 I 2001-021 2000-01 I 1999-2ooot
ACTUAL BUDGET
1,448,990 1,422,119 967,205 PERSONNEL
ACTUAL BUDGET
1,221,516
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
982,308 884,654 538,971 322,498
0 13,825 12,344 9,621
ISEWER ENTERPRISE I I ..
160.000~ 157.8201 172.5001
.. ..
WATER ENTERPRISE
~ ~.
227.0001 236,7301 242,700
TOTAL FUNDING I 1,299,3241 1,772,831 1 2,320,5981 2.431.298
~~~I ~ ~ -
MISSION STATEMENT:
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
other's differences; and, consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Prepare ten year operating forecasts incorporating various khat iP scenarios to facilitate decision-making for
Lona-Range Financial Plannina and Budaet Manaaement
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
Perform bi-annual review of all City fees and present recommendations for changes to Council.
Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
City Council and City departments.
alignment with the Council's goals.
decision-making.
Accounts ReceivablelPavable. Pavroll and Cashierinq
Collect all funds due the City through timely follow-up of delinquent accounts and use of collection agencies.
Accurately bill, collect, record, and report all City revenues.
Prepare checks for City employees, and service and commodity suppliers.
Maintain turnaround time of 30 days to process and pay invoices.
General Accountina and Reoortinq
Prepare and maintain finance records and documents in conformity with generally accepted accounting
Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and Council with timely monthly financial reports.
Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing
principles and applicable legal and contractual provisions.
disclosure as required.
&&
Perform in-house internal control reviews as needed.
Monitor sales tax audit contract to ensure effectiveness.
Assessment DistricUCFD Administration
Assist in evaluation and formation of new districts.
Provide administration of CFDs and assessment districts as required by formation documents and State law.
Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information.
B-39
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
WORKLOAD AND PERFORMANCE INDICATORS:
. Average number of days to issue Monthly
Awards received for CAFR
Awards received for Annual Budget Excellence: Excellence: Meritorious:
Financial Status Report 19 NIA 16
CSMFOIGFOA CSMFOIGFOA CSMFOIGFOA
Operating
Capital Operating and
GFOA Capital
Operating and
Number of business licenses processed 5,616
15.176 NIA Number of account Davable checks
6,214 6,300
17.271 .. processed
Number of payroll checks issued
11.362 Number of electronic payroll checks issued 11,197 I I
Outstanding debt issues administered
12.204 14~407
9,452 10,012
KEY ACHIEVMENTS FOR 2001-02:
Increased the efficiency and effectiveness of accessing information for financial reporting.
Increased the efficiency of utility bill processing and timelier receipt of utility account revenue through the
Improved the City’s collection efforts by implementing new processes and contracting for additional assistance
Prepared the City for implementation of the new financial reporting requirements for state and local
implementation of cycle billing.
in collecting all revenue owed to the City.
governments as set forth by the Governmental Accounting Standards Board by preparing pro forma statements
Developed and began implementation of an internal audit program to enhance the financial integrity of the City.
under the new rules.
Achieved efficiencies in the billing and collecting of false alarm penalties by bringing the billing operations in-
house.
KEY GOALS FOR 2002-03:
ToD-Qualitv Services
Increase the number of cashiering sites available to our customers, provide more timely information and
Prepare a strategic plan for the use of city-owned properly that will provide the space and facilities necessaly to
streamline processes through the selection of a Citywide cashiering system.
encourage the achievement of the Community vision.
TransDortation
Assist in creating financing 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
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
Evaluate the financial impacts of locating a seawater desalinization plant in Carlsbad.
and expenditures in the City‘s General fund.
assets.
lighting and landscape districts and alternatives for financing the costs of the storm water program.
SIGNIFICANT CHANGES:
Additional funds have been added for a citywide cashiering system.
B-40
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING ACCT NO. 001 1410
1999-2000
ACTUAL
2001-02 2000-01 2002-03
ACTUAL BUDGET
312,666 363,545
BUDGET
PERSONNEL 282,959 404,908
MAINTENANCE & OPERATIONS
0 11,200 2,512 3,545 CAPITAL OUTLAY
285,862 289,933 188,961 143,493
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
Prepare and maintain vendor lists by commodities.
Update and maintain formal bid and quotation files.
Issue and manage formal bid and quotation processes,
CommoditvIService Contracts
Track and renew annual commodity and service contracts.
Develop new annual 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
Records Manaoement
Assist departments in transferring records to City storage facilities.
Administer the records storage program at the City warehouse.
Central Stores
Review and update Stores Catalog for items carried in Central Stores
Act as shipping and receiving for the Faraday Administration Center.
Purchase and distribute office supplies for City departments.
Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes
SurDlus ProDertv
available.
Direct disposal of surplus and lost/unclaimed Police property.
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:
(Est) FY 99-00 FY 00-01 FY 01 -02
Number of Purchase Orders Issued 1,703
Dollar Amount of Purchase Orders Issued
1,626
$38,627,055 $48,197,538 $55,000,000
1,600
Pieces of Mail Processed 124,507 157,482 175,000
KEY ACHIEVEMENTS FOR 2001-02:
99.6% of all completed purchase requests were processed within one working day.
90% of customers rated purchasing services as good or higher in a customer service survey.
Established a new €-commerce site for purchase of maintenance, repair and industrial supplies.
on mailing procedures, one class on online ordering of supplies and two classes on Internet purchasing
Provided nine classes on purchasing and contracting, four classes on the IFAS purchasing module, four classes
guidelines.
Updated the Cily's Emergency Resources Directory.
Negotiated contract for City Library and photocopy vending services.
Participation on selection committee which established new County wide office supply contract.
Converted three central stores paper forms to electronic forms available on the Intranet.
Negotiated office furniture contract to be used by the City and other agencies in the County.
KEY GOALS FOR 2002-03:
TOR Qualitv Services
improve contract management as well as track and create reports required by changes in the Purchasing
Ordinance.
Provide Purchasing Web pages with frequently requested, highly accurate and timely information for our internal and external customers.
Receive the Achievement of Excellence in Procurement Award for 2002.
9 Increase the number of annual contracts for goods and setvices by 10%.
SIGNIFICANT CHANGES:
Addition of hourly positions to provide support and coverage for mail service and central stores and to improve contract management.
8-42
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
AINTENANCE & OPERATIONS
APITAL OUTLAY
MISSION STATEMENT:
People are our priori ty... We take care of the people who take care of Carlsbad
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 upto-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.
Traininq . 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 quarterly management meetings. . Conduct Citywide workshops on employee orientation and City policies.
Administration
Continue enhancements on the Human Resources web page and City's intranet to expand information access
Administer DOT Program for commercial drivers.
Implement Citywide employee appreciation events.
EmDloverIEmDlovee Relations
Coordinate timetable for meeting and conferring with employee associations.
Confer with City departments to identify areas of concern with current Memoranda of Understanding. . Meet and confer with employee associations to communicate City Council direction and authority: share
Consult with employees and departments concerning employee relations concerns and provide direction of City . Assist departments in responding to outside regulatoiy agencies (Department of Fair Employment 8 Housing.
Participate in Citywide wmmittees 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.
8-43
PROGRAM: HUMAN RESOURCES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: HUMANRESOURCES ACCT NO. 0011510THRU 0011550
WORKLOAD STATISTICS: - i Five Year Recruitment Trend
Measures for Classification/ FY 01-02'
Compensation Review
Number of classification descriptions 20 revisedlcreated
Number of positions reviewed 30
Measures for Recruitment
Number of applicants processed 2,370
Number of recruitments processed 41
Number of eligibles on employment list 422
Number of new hires 56
Number of promotions/transfers 17
"Average recruitment cycle time: 40.2 Working Days
'As of 04/15/02
(For period between: 12/01/00 & 05/04/01)
KEY ACHIEVEMENTS FOR 2001-02:
k
0 0
D
120
g 100
2 % 8 40
80
60
- i? 20 w 0
97-98 98-99 99-00 00-01 01-02
7 QPromoflrans Fiscal Year
OHires
Processed 2755 amlicants, 46 recruitments, 61 new hires and 24 Dromotions.
.
Reorganized depa'iment - Appointed new Human Resources Director, hired new Human Resources Manager,
hired new clerical staff and created Resource Center and Business Partner structure.
Updated departments' mission statement.
Published HR Newsletter, as well as developed and distributed HR Brochure.
Implemented "Office Partner Program" to address clerical coverage issues during absences.
Enhanced the HR website. including new content such as salary schedules, benefits information, Memoranda of
Implemented 'HR is in" off site mobile services program.
Understanding and job descriptions.
Enhanced employee development by offering Professional Growth Day, Conflict Resolution Skills for
Supervisors & Respectful Workplace training.
Created and promoted organization wide recognition events for employees including: ice cream social, beach
fun run, Employee Appreciation Month, Taste of Carlsbad, and Health Expo.
Conducted HR Customer Satisfaction Survey and developed action plan.
Completed negotiations with CFA for a 5-year contract.
implemented a job-sharing program for the Police Communications Unit.
Updated Drug & Alcohol Policy for Commercial Drivers and conducted annual training for supervisors and employees.
Developed a new Workplace Safety Policy and trained 51% of all full-time and part-time employees.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
A strategic plan that allows the Human Resources Department to continually identify and implement
A IO-year forecast model that projects future personnel costs, major operational costs and capital costs.
Action plan to conduct a Business Process Review (EIPR) 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
opportunities for improvement.
processes to improve efficiency within the HR Resource Center.
and long-term strategies for implementation.
opportunities for professional development.
- EmDlovee develoDment Droaram aimed at develoDina the core comoetencies that are imoortant to the
Learnina
organization. .- ."
A critical evaluation of and strategic plan for a citywide Learning Management System.
SIGNIFICANT CHANGES:
None. 8-44
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 11520
1999-2000
BUDGET
71,836
BUDGET
95,152 79,165 82,848 PERSONNEL
2002-03 2001 -02
ACTUAL ACTUAL
2000-01
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’ Compensation Claims and Administration
This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of
occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses.
PERFORMANCE MEASURE:
Average lost days per claim = 5.4 (for the 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.
PROGRAM: RISK MANAGEMENT
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
1999-2000
BUDGET
149,712
BUDGET
186,073 170,190 139,404 PERSONNEL
2002-03 2001 -02
ACTUAL ACTUAL
2000-01
MAINTENANCE & OPERATIONS
0 0 0 2,484 CAPITAL OUTLAY
1,301,386 1,189,185 642,400 940,252
PROGRAM GROUP DESCRIPTION:
administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside Risk Management administers the funding of the self-insured and insured portions of the program, manages the
the risk of future losses.
counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize
PROGRAM ACTIVITIES:
Litigation Management
The fund is used for settlements. costs and defense expenses incurred as the result of general liability claims
against the City, and for related administration and insurance expenses. Risk Management works with the City
Attorney's Office and outside counsel to monitor, control and resolve litigated matters in the areas of properly, casualty and general liability.
InsuranceISelf-Insurance
Directs the marketing, renewal, planning and funding of the insured and self-funded portions of the program;
administers the general liability self-insurance funds.
Claims Management
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.
Provides direction, programs and training for various City departments to minimize the risk of future losses.
Loss PreventionfTraininq
KEY ACHIEVEMENTS FOR 2001-02:
Developed a citywide ergonomics program.
Implemented revisions to the professional services contract insurance requirements,
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.
8-46
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 6131520
1999-2000 2001-02 2000-01
ACTUAL BUDGET BUDGET ACTUAL
PERSONNEL 46,440
0 0 0 0 CAPITAL OUTLAY
3,026,500 2,574,500 2,289,200 2,720,572 MAINTENANCE & OPERATIONS
57,452 54,200 53,886
2002-03
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
.. .
PROGRAM: RECORDS MANAGEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: RECORDSMANAGEMENT ACCT NO. 6141610
I I 1999-20001 2000-01 1 2001-021 2002-031 ACTUAL^ ACTUAL^ BUDGETI BUDGET
PERSONNEL I 220,7961 436,5821 486,2301 522,700
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
651,987 547,474 745.985 326,467
1,182.687 1,090,004 1,261,230 682,171 GRAND TOTAL
8,000 56,300 78,663 134,908
FULL TIME POSITIONS 8.00 8.00 ., ' ,., . 8.00
' .- " '0.00 ., 0.00 0.00 0.00 HOURLY/FTE POSITIONS
'L; ..6;00
WORK PROGRAM:
The Records Management Department is responsible for developing and implementing Citywide records
management and document management programs, and is tasked with maintaining City records in an identifiable
and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information.
The Records Management Department also provides staff support for the part-time elected City Clerk.
PROGRAM ACTIVITIES:
Records Manaaement
Continue imDlementation of the Citvwide Records Management Program and Document Management System . . . (DMS).
requirements for preserving and storing information. Maintain City records in an identifiable and accessible manner in fulfillment of public, legal and historical
Administrative SUDDO~~ Activities
Provide staff support for the pari-time elected City Clerk, including the 2002 General Municipal election.
Ensure the City'scompliance 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.
8-48
PROGRAM: RECORDSMANAGEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: RECORDS MANAGEMENT
WORKLOAD STATISTICS:
Documents processed:
Agendas Agenda Bills
Resolutions
Ordinances Documents to Recorder
Subscriptions to Municipal Code
ContractsIAgreements
Copies
Imaaes in DMS
Conversion Dav Forward
CY/2000
415
161
441
38
545
743 101
563,428
420,000
5.148 Cohections 2;240
Stora4e
Microfiche Boxes Boxes of Files 282
12
PAGE TWO
ACCT NO. 6141610
cY/2001
621 125
414
52
472 307
106
51.378
0 229,905 2,527
284
12
KEY ACHIEVEMENTS FOR 2001-02:
Document Management System (DMS) installed and operational and utilized by approximately 260 users
Records Retention Schedule and Procedures developed for citywide use and implemented Phase 2 and 3 in
citywide.
departments.
KEY GOALS FOR 2002-03:
Improve communication and provide access to information through the application of available technologies.
Improve access to. and management of, City documents through the fulther 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.
6-49
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710
1999-2000
BUDGET
1,368,121 1,217,010 1,156,666 946,594 PERSONNEL
BUDGET ACTUAL ACTUAL
2002-03 2001-02 2000-01
MAINTENANCE & OPERATIONS
482,100 678,951 (516) 0 CAPITAL OUTLAY
2,625,413 3,289,206 1,781,353 1,331,481
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through technology.
PROGRAM ACTIVITIES:
Comwter SUDOO~~ Services
Ensure that all City computers remain operational with minimum downtime.
Guarantee availability of hardware for all the City's mini computers, workstations, desktop computers, and the
Provide support for all standard City applications.
Telecommunication SUDDO~~ Services
Ensure the City's telecommunication network and its associated equipment remain operational with minimum
Provide the necessaly support for all telephone and data communication equipment.
New Svstems SUIJDO~~
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 ACHIEVEMENTS 2001-02:
Citywide network.
downtime.
. .
. .
Deployed an enterprise back-up system to backup data from servers' citywide to a central tape libraly at Faraday.
Implemented a Request for Action system that allows the City to provide quick and effective response to citizen calls for service.
Improved staff access to key information by continued enhancement of the intranet. adding budget and Human
Began rollout of Windows 2000 PC's.
Resources information links.
Formalized the Information Technology project request process through the Information Technology
Governance Committee (ITGC) to further the effective use of technology.
increasing general users and deploying several public access terminals.
Increased access to the Document Management System (DMS) by adding Purchasing department documents,
Separating our internal network into separate networks for staff and public.
Provided for a more secure internal computing environment by:
Deploying a more capable and scalable firewall infrastructure.
Implementing email virus scanning and attachment blocking.
Improved public printing at the libraries with the implementation of a new coin operated printing system.
Improved reporting functions of IFAS through the additional CDD reports and users.
8-50
PROGRAM: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710
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
150-1 31 0
GENERAL FUND
Non-Departmental
Community Promotion
(Carlsbad Convention
and Visitor's Bureau)
1999-00 2000-01 2001-02 2002-03
' ACTUAL ACTUAL BUDGET BUDGET
$369,972 $370,279 $507,959 $363,000
Community Contributions 11,460 0 82,120 11,235
Beach Parking 0 0 36,000 36,000
Hiring Center 76,673 82,583 85,649 65,849
Dues and Subscriptions 33,535 40,993 65,600 62.400
Property Tax, LAFCO. 8 Other Admin. Fees 239,252 270,692 296,000 383,400
Mise Expenditures 37,761 61,529 0 0
Total Non-Departmental Expenditures 768,653 626,076 1.073.528 941.884
Transfers
Golf Course Contribution 600,000 600,000 0 600,000
Hosp Grove Debt Service 800,000 600,000 600,000 800.000
Infrastructure Replacement Fund 2,000.000 3,000,000 3,000,000 3,500,000
Transfer to Storm Water Program 0 0 1,873,190 1,076,419
Management Incentive Pay (Adopted budget) 0 0 460,000 500,000
Transfer to Capital Improvement Program 7,000,000 4,300,000 1,500,000 0
Misc I Transfers Out 652,949 106.400 0 0
Total General Fund Transfers 10.400.000 8,700,000 7,633,190 6,476,419
Contingencies
Contingencies (Adopted budget) 4,000,000 4,300,000 3,967,320 2,500.000
GENERAL FUND TOTAL $15,166,653 $13,626,076 912,694,038 $9,918,303
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants 34,022 49,351 65,000 60,500
6-52
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1999-2000 2002-03 2001 -02 2000-01
ACTUAL ACTUAL BUDGET BUDGET
17,261,191 18,557,392 19,948.868
804,056 550,777 337,609 282,844 CAPITAL OUTLAY
6,553,027 6,820,577 4,685,951 4,145,869 MAINTENANCE & OPERATIONS
21,477,378 PERSONNEL
B-53
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
AINTENANCE & OPERATIONS
APITAL OUTLAY
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality
service to the community to ensure the preservation of life and property and the maintenance of law and order. In
doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion:
we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal
and we provide leadership in our profession as an example for all 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.
PERFORMANCEWORKLOAD MEASURES:
2001 Averaqe ResDonse Times Priority #
Priority one calls are those in which there is an
immediate threat to life or property. Our goal is to I
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 3
priority three (calls for reports) calls made up over 99
percent of our total call volume. Our average ! 1 response time in 2001 to the lowest priority call was
approximately 22 minutes. 0 5 io 15 20
-
.. . 1 ,o: ,i., 5, 7,
,. . . ,. , 2 'y: . , ',:. '~, 11:7.:: ,, . ,
.. ", ,., Z,'. .,~ . ~;:,&;&;; .:; ,; ,,,. -, ' ,, .
7
MINUTES
Citizen Satisfaction
community, the Carlsbad Police Department has
In an effort to provide the best service possible to the
been surveying victims of crime since 1991. This
survey helps the department measure satisfaction
contact with our department. Over 4,000 responses
and obtains feedback from citizens who have had
have been received to-date.
1 ::; 911 Dispatcher
Detectives
Records
Administration
1 2 3 4 5
Poor Good Excellent
8-54
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
SUMMARY
PERFORMANCENORKLOAD MEASURES (Continued):
Crime The Police Department measures crime with the
FBI index crimes. FBI index crimes include 40
homicide, rape, robbery, aggravated assault. burglary, larceny/theft, and motor vehicle theft 30
20
10
0
FBI Index Crimes per 1,000 Population
KEY ACHIEVEMENTS FOR 2001-02: .
. .
.
. . . . .
. .
Crime continued to decrease to levels not seen in at least 20 years. When population is taken into
what it was 10 years earlier.
account, the FBI index crime rate for 2001 was likely the lowest on record and less than half of
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
The School Resource Officer program was expanded to include middle schools. The School
average faster to priority one calls than our goal (5.7 minutes).
enforcement and to create positive interaction between the department, students, parents, and
Resource Officer program places an officer in our local schools to deter crime through
school staff.
The Police Department‘s juvenile diversion division offered a new series of classes for parents
with difficult children. “The Parent Project” series of classes was such a success, three
subsequent classes were offered including one in Spanish.
The “Every 15 Minutes” program - to teach youth the dangers of drinking and driving - was
conducted for the first time at La Costa Canyon High School.
To meet emerging crime trends, a new detective was trained to target financial crimes against the
elderly.
The department presented a new parent awareness seminar, “Juvenile Drug Trends.” for
Carlsbad community groups and schools concerning juvenile drug trends, the influence of music,
and gang recruitment techniques.
The department continued to move forward with plans to replace our computer-aided dispatch
system and expand communications and technology available to officers in the field.
The department was awarded a local law enforcement block grant to help fund participation in the
Simon Weisenthal Musetim’s “Tools for Tolerance” program, enhancements to the department‘s
hostage negotiation response, an additional radar trailer to monitor speeding in neighborhoods,
A comprehensive review of unsolved, old violent crime cases was conducted to determine viability
and drug court support.
A citywide drill to increase critical incident capability was held.
of DNA evidence.
B-55
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE THREE
SUMMARY
The department worked in conjunction with local schools to develop plans for police response to
The efficiency of police officer training was improved with the development of a well-managed and
A new program focusing on traffic safety education in the secondary schools was implemented.
school incidents.
cost effective training plan.
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.
Maintain or improve citizen satisfaction with investigative selvices.
Update long-range plan for staffing, equipment, and technology.
Finance
Reduce time lost due to injuries through voluntary fitness/wellness program.
Communication
Expand police department communications with the public
ExQand traffic safety education in local schools.
8-56
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
1999-2000 2002-03 2001-02 2000-01
ACTUAL
310,807 312,010 323,563 294.487 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE &OPERATIONS
0 0 0 4,897 CAPITAL OUTLAY
1,024,546 1,225,033 591.989 459,542
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 Pmarams . lop and manage programs, which reduce crime, encourage citizen participation and improve Community
safety.
Oraanization . Assist staff with individual and group development
Division SUDDO~~ . Provide support to divisions to assist with meeting goals.
LeadershiD . Provide department staff with the knowledge and training necessary to carry out the department's mission
SIGNIFICANT CHANGES:
None
. ..
8-57
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012120
- 1999-2000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
PERSONNEL 4,642,016 4,927,952 5,499,226 5,184,798
MAINTENANCE &OPERATIONS
46,000 43,967 95.896 58,583 CAPITAL OUTLAY
728,052 786,962 679,149 707,273
WORK PROGRAM:
enforcement to the community. Enforce laws and ordinances, preserve the peace and provide for the protection of Respond to calls for service and provide emergency services, preventative patrol. traffic enforcement and special
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service
Respond to calls for emergency and non-emergency services .. . Investigate crimes. . Enforce City ordinances.
&p&
Take reports including crime. arrest, collisions, 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
PROGRAM: COMMUNITY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142
1999-2000
1,399,963 1,207,724 971,551 824,191 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001-02 2000-01
MAINTENANCE 8, 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 Proaram
Provide support to the members of the Police Department and help enhance Community safety and security
through education and crime prevention.
Reserve Proaram
Provide assistance to the patrol and traffic functions, as well as other divisions within the department by
assignment as transport, cover, or working with officers.
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
Assist with traffic control and special events.
Conduct crime prevention patrols.
Conduct education activities in the community. . Provide regular contact for homebound citizens
Provide general clerical assistance.
In-House Volunteers
Provide data entry assistance.
Contact crime victims.
Provide assistance with special assignments and projects
targeted traffic enforcement.
8-59
PROGRAM: COMMUNITY SERVICES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142
PROGRAM ACTIVITIES (Continued)
Reserves
Provide special detail assistance to all divisions of the Police Department.
Provide assistance with follow-up and special investigations for traffic officers and detectives
Provide service to the spring and fall fairs, Oktoberfest. marathon, and other special events.
Laooon Patrol
Enforce boating regulations.
Monitor recreational boating operation on Agua Hedionda Lagoon
Assist stranded boaters on Aqua Hedionda Lagoon.
Patrol lagoon, trail, and park areas.
Target all groups within the community including crime victims and utilize community forums, surveys, media,
Crime Prevention
newsletters. and direct mailinas. ~~ ~ ~. I Create and implement education and awareness programs that reduce the threat of crime and enhance safety and security.
WORKLOAD STATISTICS:
CY1998 CY1999 CY2000 CY2001
lnjuly collisions 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 1,448 1,661
SIGNIFICANT CHANGES:
Addition of a traffic 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.
B-60
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001 -02 2002-03
BUDGET
PERSONNEL 380,472 344,336 352,051 374,242
MAINTENANCE & OPERATIONS 81,167 85,273 82,984 84,140
CAPITAL OUTLAY 6,465 0 0 0
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate
hidden suspects while providing greater officer safety through the use of trained Police dogs.
PROGRAM ACTIVITIES:
Enforce laws throughout the City.
Patrol remote areas using 4x4 vehicles.
Provide canine coverage on each patrol watch.
Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities Of
Police canine teams.
SIGNIFICANT CHANGES:
None.
B-61
PROGRAM: INVESTIGATIONS I FIELD EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012126-2130
1999-2000
ACTUAL ACTUAL BUDGET
2001-02 2000-01 2002-03
BUDGET
PERSONNEL 1,160,726 880.022 1,027,408 1,098,241
MAINTENANCE &OPERATIONS 222,490 187,869 21 5,338 203.820
CAPITAL OUTLAY 2,730 0 27,500 0
WORK PROGRAM:
Investigations
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. Provide coordination of the criminal justice'process; recover stolen properly: process properly and evidence.
Field Evidence
To collect and process evidence collected in the field by police employees. Evidence may include fingerprints,
photographs, plaster casting, bodily fluids, and other items.
WORKLOAD STATISTICS:
CY1998 CY1999 CY2000
Violent Crime Clearance Rate 48% 45% 56%
Properly Crime Clearance Rate 22% 21% 19%
Properly Recovery Rate 26% 26% 38%
SIGNIFICANT CHANGES:
Part-time assistance has been added to handle the increase in evidence processing
8-62
PROGRAM: VlCElNARCOTlCS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012131
1999-2000 2002-03 2001 -02 2000-01
ACTUAL
565,798 464,579 367,070 307,012 PERSONNEL
BUDGET BUDGET ACTUAL
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
Felony and Misdemeanor Arrests 123 179 117 230
SIGNIFICANT CHANGES:
Includes overtime for tactical response team training and operations.
8-63
PROGRAM: YOUTH I SCHOOL PROGRAMS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012132,41,43
1999-2000 2002-03 2001-02 2000-01
ACTUAL
502,667 484,175 444,023 406,974 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE & OPERATIONS
0 193 26,149 7,187 CAPITAL OUTLAY
163,735 161,980 93,770 99,789
WORK PROGRAM:
Police School Resource Officers
Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among
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.
Assist elementary and junior high school students in recognizing, and resisting, the pressures of drug use through
education.
D.A.R.E
PROGRAM ACTIVITIES:
PS
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
schools.
SIGNIFICANT CHANGES:
School District.
One DARE officer position was converted to a School Resource Officer position at the request of Carlsbad Unified
8-64
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 292,920 311,784 353,395 366.573
MAINTENANCE & OPERATIONS 52,465 54,675 61,960 66,965
CAPITAL OUTLAY 6,616 554 998 0
WORK PROGRAM:
Prooertv and Evidence Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by
the department.
Provide processing, filing, and maintenance of all depaltment law enforcement official records; responsible for data
ently into the ARJlS system and for Statewide reporting of crime information; responsible for public reception,
information and fingerprinting services for the public.
Records
PROGRAM ACTIVITIES:
Propertv and Evidence
Phvsicallv maintain and accurately track all property and evidence
Return property to lawful owners.. - Dispose of property according to law.
Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports.
WORKLOAD STATISTICS:
cy1998 cy1999 cy2001
Police Cases 9,083 8,338 8,381 9,050
SIGNIFICANT CHANGES:
None.
6-65
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
CAPITAL OUTLAY
9,376
0 0 0 0
25,600 24,780 7,476
WORK PROGRAM:
commission of crimes relating to juvenile offenders, juvenile victims and domestic violence incidents. Provide
Provide follow-up investigation leading to the identification and apprehension of persons responsible for the
coordination of the criminal justice process as it related to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
Investigate and follow-up on crime and incident reports as they relate to all phases of the family. . Assist in the coordination of diversion, prevention and education activities offered by the department such as DARE, GUIDE. Juvenile Justice Panel, parenting skills classes, activities for children after school. and
mentoring at-risk youth.
SIGNIFICANT CHANGES:
None
B-66
PROGRAM: TASK FORCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012135
I I 199420001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL^ BUDGETI BUDGET
PERSONNEL 373,196 275,092 314.666 0
MAINTENANCE &OPERATIONS
CAPITAL OUTLAY
0
0
13,610 5,995 0
29,530 0 0
WORK PROGRAM:
Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto
Theft Task Force, Narcotics Task Force, and ID Theft Task Force.
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.
8-61
PROGRAM: SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001 -02 2002-03
BUDGET
PERSONNEL 450,818 452,361 467,925 51 1,073
MAINTENANCE & OPERATIONS 748,863 908,854 1,212,777 1,243,545
CAPITAL OUTLAY 0 2,280 25 4,000
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.
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001 -02 2002-03
BUDGET
PERSONNEL 887,152 900,296 1,077,468 1,290,372
MAINTENANCE &OPERATIONS 79,970 82,960 133,270 139,030
CAPITAL OUTLAY 2,007 1,279 0 1,500
am I 70
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.
8-69
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE ACCT NO. 1212110
1999-2000
BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
7,000 55,426 270 6,620 PERSONNEL
BUDGET
MAINTENANCE & OPERATIONS
20,000 0 7,674 104,251 CAPITAL OUTLAY
38,000 75,176 28,553 34,711
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets.
SIGNIFICANT CHANGES:
Included in the 2002-03 appropriation is funding for the reconfiguration of the community services -traffic lieutenant area, an extra set of patrol vehicle equipment to reduce down-time when a patrol car is taken out of service, and equipment and training for a taser lethal force alternative program.
8-70
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE ACCT NO. 123XXXX
1999-2000
ACTUAL
2001 -02 2000-01
106,585
ACTUAL
2002-03
340,041
BUDGET
249,316 142.800
BUDGET
PERSONNEL
MAINTENANCE & 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.
PROGRAM: FIRE
REFUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
19942000
8,458,621 8,072,836 7,826,148 7,136,454 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001-02 2000-01
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2,343,382 2,367,672 1,581.144 1,338,905
648,056 393,630 149,628 85,708
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 Not Poor Fair Good Excellent 1997 1998 1999 2000 2001 4.55 4.68 4.78 4.81 4.98
Acceptable (Priority 1 average response time in minutes)
Customer Service Ratings: The above chart
shows our mstnmer satisfaction level for
Incidents 8, ReSDOnSe Times: The Fire
DeDartment average response time in 2001 was
emergency medical services for fiscal year 2000-01. The results show that our paramedics
continue to live up to the department's standard
for treating all patients as we would want our
own family treated.
__ ~ ~~ ~ ~ ~ ~ ~ 4.98 minutes and we reached the scene of priority one incidents 79% of time in five minutes
or less. This achieves our average response time
goal but not our overall goal of arriving on scene
in five minutes or less 90% of the time.
KEY ACHIEVEMENTS FOR 2001-02: . Developed a Fire Department IO-year Financial Plan.
Received delively of three new medic units (ambulances).
Assisted in conducting a Critical IncidentIEmergency Operations Center drill.
Hired andlor promoted fourteen personnel. . Completed the installation of Automatic External Defibrillators in all major city facilities and certified employees . Received certification of our Rescue Unit at the Medium Rescue level by the state Office of Emergency
at each facility on their use.
8-72
PROGRAM: FIRE
REFUND: GENERAL
PROGRAM GROUP: FIRE
PAGE TWO
SUMMARY
KEY GOALS FOR 2002-03:
Determine the feasibility of utilizing the inactive treatment facility on Tamarack Avenue as a multi-use training
Evaluate the need and means for providing additional or modified ambulance sewices in the City. . Continue to proceed with the relocation of Fire Station 6 in the southeast section of the City.
facility.
8-73
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
1999-2000
339,593 344,009 321,922 297,491 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE & OPERATIONS
556,456 99,089 34,561 50,435 CAPITAL OUTLAY
836,109 744,194 365,984 310,434
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
Planninp
services.
Provide a planning interface with other City departments and regional agencies in order to facilitate im )pro\ red 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 & 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.
0-74
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012220
1999-2000 2002-03 2001 -02 2000-01
ACTUAL BUDGET BUDGET ACTUAL
PERSONNEL 6,466,699
90,000 291,541 94,975 27,329 CAPITAL OUTLAY
1 ,I 98.405 1,206,846 1,013,885 868,445 MAINTENANCE & OPERATIONS
7,624,930 7,270,343 7,096,237
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emeraencv Reswnse Maintain an effective fire and medical emergency response system throughout the City
Maintain fire apparatus, equipment and facilities at a high level of readiness
Maintain a resDonse time of five minutes or less. 90% of the time, to priority one fire and medical calls for
service
Training Provide all safety personnel appropriate training in order to enhance their personal safety as well as services provided to citizens.
Provide 20 hours of training to all shift personnel on a monthly basis.
Train personnel to meet individual and company performance standards.
Provide 24 hours of annual EMS continuing education to all field personnel.
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
8-75
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012225
1999-2000
ACTUAL
2001 -02 2000-01 2002-03
ACTUAL BUDGET BUDGET
372,264 407,989 494,098 458,484 PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
32,484
0 3,000 20,092 2,136
50,690 155,190 44,840
WORK PROGRAM:
Reduce the potential for fire and properly 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.
Perform code compliance reviews on construction plan submittals within 10 days.
Conduct periodic fire inspections in commercial, industrial and multi-family residential buildings.
Perform new construction inspections within 24 hours of request.
Conduct code compliance inspections in licensed care facilities.
Respond to citizen hazard inquiries and complaints.
SIGNIFICANT CHANGES:
The addition of a part-time Hosp Grove Forest Rehabilitation Officer to assist in implementing the Hosp Grove
Management and Rehabilitation Plan.
B-76
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012235
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
137,250 136,304 96,883 73,178
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Select 500-1 100 parcels for clearance.
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
Obtain City Council approval for abatement.
Mail notices to property owners.
Hazard Abatement
Ensure effective abatement of hazards identified.
Inspect all property noticed.
During May through July, clean all property not previously abated by owners.
Manage contractor performance and payment system.
Obtain City Council approval to place abatement costs onto individuals property tax roll in July. . Submit charges to County Auditor for recovery by property tax billing by August.
SIGNIFICANT CHANGES:
None
8-77
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012240
1999-2000
0 0 0 0 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE & OPERATIONS
1,600 0 0 5,808 CAPITAL OUTLAY
120,928 125,138 59,552 54,364
" ."X
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man caused disasters.
PROGRAM ACTIVITIES:
Conduct classroom and simulation training sessions for all key City staff members.
Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements . Continue providing basic emergency response training to all City employees.
Plannina
Develop a strategic plan to improve Citywide emergency preparedness.
Develop a Hazard Mitigation plan.
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-Aaencv Coordination
SIGNIFICANT CHANGES:
None
8-76
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
AINTENANCE 8, OPERATIONS
APITAL OUTLAY
Building Admin.
Comm. Dev Geographic
Inspection 4% Information Economic
Section 8
Housing
34%
21 % 5% Trust
2%
"
..
6-79
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010
1999-2000 2002-03 2001-02 2000-01
ACTUAL BUDGET BUDGET ACTUAL
PERSONNEL 359.888
15,026 54,470 7,993 1,423 CAPITAL OUTLAY
192,040 182.838 128,393 88,360 MAINTENANCE & OPERATIONS
273,744 267,214 329,846
MISSION STATEMENT:
The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and
that live, work, or visit Carlsbad by providing for:
respect for diversity. We enhance the health, safety, welfare, and the quality of life for people at all economic levels . Development of high quality projects and public facilities.
Preservation of the local environment.
Diverse housing, employment and enrichment opportunities.
A strong and stable economic base
PROGRAM ACTIVITIES:
The Community Development Director assists departments within its Major Sewice 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:
TOD Qualitv Sewices
Respond to 95% of field 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 sewice.
Participate in the Carlsbad Emergency Management Administrative Team (CEMAT).
Participate in Performance Measurement Resource Team.
Balanced Communitv DeveloDment
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
Educate participants in the Section 8 homeownership program.
Conduct a comprehensive facility analysis for City administration.
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.
B-80
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
KEY GOALS FOR 2002-03 (Continued):
ParkslODen SDaceKrails
Northeast park site acquisition.
Comprehensive and qualitative open space management,
Batiquitos Lagoon maintenance administration.
Community and City environmental consciousness.
Environmental Manaaement
Communication
Additional emphasis on employee development and communication skills.
Continuity of Community Development leadership through succession planning.
Learnin4
SIGNIFICANT CHANGES:
None.
PAGE TWO
ACCT NO. 0013010
PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 001321010013220
& PLANNING COMMISSION
1999-2000
BUDGET BUDGET ACTUAL ACTUAL
2001-02 2000-01 2002-03
PERSONNEL 1,731,671 1,825,764
0 165,520 399 19,181 CAPITAL OUTLAY
980,907 998,468 420,829 514,196 MAINTENANCE & OPERATIONS
2,286,680 2,061,031
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:
ImDlementation of General Plan
Ensure that ail 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. subdivision and environmental
PreDaration of SDecial 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.
Ensure that all development complies with the performance standards of the Growth Management Plan.
ImDlementation of Growth Manaaement 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.
8-82
PAGE TWO PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 001321010013220
& PLANNING COMMISSION
Number of Planning Applications Considered by the Planning Commission:
70
60
50
40
30
20
10
0 IstQtr ZndQtr 3rdQtr 4thQtr
nzooo
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
PermitsiPrograms, and Administrative Variances are not included in the above
numbers. Administrative approvals
dropped significantly compared to previous years with 247 in 1999. 257 in 2000. and 191 in 2001.
KEY ACHIEVEMENTS FOR 2001-02:
Completed processing of Villages of La Costa and the Calavera Hills Master Plans.
9 Continued processing of the Habitat Management Plan.
Participated in the preparation of the Livable Communities Program including the update of the P.D. Ordinance.
Completed the Comprehensive amendmenffupdate of the sign ordinance.
Completed a training program for the planning Commission.
KEY DEPARTMENT GOALS FOR 2002-03:
Ensure topquality services to our customers and citizens. . Ensure that ail development projects comply with City planning codes and policies.
Continue to review all procedures and systems to ensure the timely processing of all applications, particularly
Provide strategic advice regarding land use and long-term planning in the City.
Continue the processing of the Bressi Ranch Master Plan, and the Carlsbad Oaks North Industrial Park.
Enhance Planning Department information available on the web site.
Continue to seek approval of the Habitat Management Plan (HMP) by the Coastal Commission and the wildlife
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.
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
1999-2000 2002-03 2001-02 2000-01
ACTUAL BUDGET BUDGET ACTUAL
PERSONNEL 163.61 1
0 809 4,256 21,464 CAPITAL OUTLAY
104,240 149,150 84,675 131,087 MAINTENANCE & OPERATIONS
201.41 8 185,600 173,545
MISSION STATEMENT:
The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and
disseminates GIS processing capabilities to aopropriate City departments.
PROGRAM ACTIVITIES:
Svstem DeveloDment
Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient use of the City's spatial and spatially-related data. With the addition of a GIs Applications Specialist to the GiS
technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public staff, we continue to be able to effectively expand the GIS program to enable various City staff to use GIS
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.
Continue adding data layers to the enterprise-wide GIS, particularly in the areas of Public Works-related
Database DeveloDment
infrastructure (street lights, street trees, assessment districts, signage, traffic signals, storm water facilities, etc.)
Database Maintenance . Maintain the various layers within the GIS by keeping them accurate and current
WORKLOAD STATISTICS:
" FYZOOO FY 2001 FY2002 (Est.)
Number of Service Requests: 200 280 350
KEY ACHIEVMENTS FOR 2001-02:
Successfully implemented a central data base of geographic information for access by all city staff.
Through department-specific trainings, increased the usage rate of the intranet-based GIS interactive map.
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 delivery of products/seNices.
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
City's street address database.
8-04
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510
1999-2000 2002-03
ACTUAL
2001 -02 2000-01
103,057
ACTUAL BUDGET
11 3,906 109,612
BUDGET
113,337 PERSONNEL
MAINTENANCE &OPERATIONS
CAPITAL OUTLAY
58,195
0 0 0 0
136.795 109,500 24,263
MISSION STATEMENT:
Plan, organize and direct the implementation of the Cityk 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.
Economic Resources
Identify resources, opportunities and areas of economic focus. Establish programs to epitomize the positive
effects they have on the Community.
Promotion and Marketinq
Support public and private activities that focus on attracting desirable businesses and industries to the City, and
supports local tourism.
Public Relations and Education
Provide opportunities for increased organizational. local business and citizen awareness of demographics and
economic goals and activities.
Real Estate Assets
Coordinate the acquisition, disposal and leasing of City owned real property and the leasing of City utilized real
property.
KEY ACHIEVEMENTS FOR 2001- 02:
Acquisition of Farmers Insurance Building.
Acquisition of properties adjacent to Pine School
Completion of Tourism Study.
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 Carlsbad's Economic Development Strategic Plan.
Civic Center facilities planning.
Coordinate acquisition of real property associated with City Council goals.
SIGNIFICANT CHANGES:
Additional funds have been budgeted to conduct a facilities needs analysis.
6-85
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610
1999-2000
1,147,437 1,116,738 952,126 884,880 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE 8 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.
associated with workloads. Customer service satisfaction levels for field inspections are also surveyed.
KEY ACHIEVEMENTS FOR 2001-02:
Issued permits for $273 million in various types of construction projects.
Performed 50,000 various bldg inspections - 96% the next working day.
Final inspection on 1500 dwelling units.
Answered 2000 incoming calls for information at Code Enforcement.
Proactively removed 2000 illegal signs from the right of way.
Performed 5000 code enforcement inspections. . Handled 1000 open code enforcement cases.
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.
calls the next working day.
SIGNIFICANT CHANGES:
None.
8-86
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001-02 2002-03
BUDGET
PERSONNEL 662,493 694,803 784,469 788,865
MAINTENANCE & OPERATIONS
369,006 1,052,785 158,132 4,233,918 CAPITAL OUTLAY
6,915,143 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
Enhancina Opportunities
Career Development . Plans
Innovation
Goals
Promotinq Business Development
Jobs
Sales Tax
New Products
state Funds
Creatina a Communitv SDirit
Transpodation
Education
Social Services
Family Self&fficiency
Villaae Vision
Creativity
Expansions
Revitalization
Beautification
Federal Funds
Property Tax
Excellent Service
8-87
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001-02 2002-03
BUDGET
PERSONNEL 129,701 131,798 129,260 125,314
MAINTENANCE & OPERATIONS
1,425 7,691 3,546 328,340 CAPITAL OUTLAY
128,424 145,270 41,007 29.577
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
implement the lnclusionary Housing Ordinance by providing information to developers, the public and City staff
Negotiate and prepare affordable housing agreements.
Monitor the development and operation of affordable housing developments.
on the requirements of the ordinance.
WORKLOAD STATISTICS: EST. EST.
99-00 o0-01 01-02 02-03
Affordable Housing Units Approved: 26 units 36 units 286 units 154 units Affordable Housing Units Construction Starts: 97 units 92 units 182 units 180 units Financial Assistance to Affordable Housing Projects: $2,216,000 $1,135,000 $2,860,000 $3,220,000
KEY GOALS FOR 2002-03:
Leamina
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.
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401
1999-2000
323,361 293,728 217,715 204,520 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
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.
Administrative Plan, and the Public Housing Agency (PHA) Plan.
Familv Seif-Sufficiency
Desianed to enable UnemDloved. under-emDloved or under-educated low-income families to achieve economic ._. ..
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.
inde6endence from welfare.
Communih, Owortunities Proaram
Collaborative effort among several local housing agencies.
Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
Participate in ongoing implementation of program changes and marketing of the program to participants and
emphasizing housing opportunities in neighborhoods of choice.
owners in Carlsbad.
PERFORMANCEMlORKLOAD 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
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 3913401421 3917000
19942000
103,162 99,297 102,951 99,150 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001-02 200001
MAINTENANCE &OPERATIONS
360,551 1,001,541 121,884 156,655 CAPITAL OUTLAY
306,179 318,461 299,357 300,489
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Communitv DeveloDment Block Grant Proaram
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
Prepare 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 ACHIEVEMENTS 2001-02:
Identified potential property to purchase for development of affordable housing.
Improved projects were started andlor completed on facilities for the La Posada de Guadalupe Homeless
Shelter.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
Provide timely responses that result in high customer satisfaction,
SIGNIFICANT CHANGES:
None
B-90
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENTAGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412
VILLAGE AREA
1999-2000
ACTUAL
2001 -02 2000-01
BUDGET
153,410 188,206
BUDGET
180,914
ACTUAL
2002-03
140,812 PERSONNEL
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:
lmdementation of the Carlsbad Viliaae Redeveloument Master Plan
Coordination of project development and permit processing. Administration of the Parking-In-Lieu Fee Program.
Property acquisition for future redevelopment projects and facilitation of new development
Work with the Carlsbad Village Business Association and other business organizations to continue Community
Communitv Relations and Public Relations Proaram - 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
awareness and public relations activities on behalf of the Redevelopment Agency.
the Village.
Station and surrounding properties.
PERFORMANCEWORKLOAD MEASURES:
Process 15 applications for redevelopment permits for improvements to existing structures or new construction
Process 10 sign permit applications.
projects.
Process five (5) preliminary review applications. Facilitate the development of at least one “special opportunity projecr‘ identified in the Village Redevelopment
Master Plan.
KEY ACHIEVEMENTS FOR 2001-02:
Processed 15 applications for redevelopment permits for improvements to existing structures or new
construction projects.
Processed 4 preliminary review applications. Processed 11 sign permit applications. . Developed the Village Parking Plan for removing impediments or otherwise enhancing existing public parking lots within Village Redevelopment Area to improve utilization rates. Created a development plan for future redevelopment of the southwest corner of State St. and Grand Ave. to assist with the elimination of blighting infiuences on North State St.
B-91
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/80~341z
VILLAGE AREA
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 andlor tourist
activities. . Execute the Village parking Plan (created last year) for removing impediments or othewise 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 Area following the July 2006 expiration of the Redevelopment Plan.
Balanced Communitv Development (also affects Finance Goal)
SIGNIFICANT CHANGES:
None
6-92
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
VILLAGE AREA
1999-2000 2002-03 2001 -02 2000-01
ACTUAL
32,408 50,374 54,133 48,208 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE & OPERATIONS
2,045,974 CAPITAL OUTLAY
56,904 60,426 16,729 32,244
380 2,972 3,152
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Proiect Processing Procedures
Continue development of affordable housing project processing procedures,
Affordable Housing Proiect Coordination
Assist in the structure and implementation of affordable housing projects.
Affordable Housing Education Proararn . 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 properly 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.
6-93
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412
SOUTH CARLSBAD AREA
1 I 1999-2000 I 2000-01 I 2001 -02 I 2002-031 ACTUAL^
0) 0) PERSONNEL
ACTUAL1 BUDGETI BUDGET
45,450) 50.580
MAINTENANCE &OPERATIONS
475 2,350 0 0 CAPITAL OUTLAY
46,457 316,299 0 0
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
ImDlement RedeveloDment Plan for South Carlsbad Coastal RedeveloDment Area
excess properly for projects that provide both a private and public benefit.
Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess properly that could
provide for public recreational facilities andlor development of cultural facilities or other public facilities.
Revitalize. redevelop andlor generally clean-up the Ponto Area.
Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and
open space amenities.
PERFORMANCEMORKLOAD 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 2002-03:
Balanced Communitv Develooment
Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area,
Initiate review of Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal Redevelopment Area.
SIGNIFICANT CHANGES:
None.
6-94
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
SOUTHCARLSBADAREA
1999-2000
ACTUAL ACTUAL
2002-03 2001 -02 2000-01
13,228 12,950 0 0 PERSONNEL
BUDGET BUDGET
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
9,583 16,451 0 0
95 470 0 0
MISSION STATEMENT:
Helping people achieve their dreams
PROGRAM ACTIVITIES:
Implement Citv-Wide Affordable Housina Proarams
Affordable Housina Proiect Coordination for lnclusionary Housing Development " Affordable Housing Education Activities.
Development of affordable housing programs. . facilitation of development of new affordable housing projects
PERFORMANCEMORKLOAD MEASURES:
Utilize low and moderate income housing funds to assist with the development andlor construction of at least
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,
6-95
6-96
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1999-2000
8,298,170 7,719,598 6,315,466 5,342,170 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001-02 2000-01
MAINTENANCE & OPERATIONS 3,360,592 4,897,699 6,822.763
204,608 424,792 186,373 228,980 CAPITAL OUTLAY
5.744,431
Seniors
5%
6%
8-97
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
PERSONNEL 2,907,768 3,657,162 4,750,173 4,504,051
MAINTENANCE & OPERATIONS
97,514 82,466 31,352 69,736 CAPITAL OUTLAY
3,318,813 4,053.31 1 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 ACHIEVEMENTS FOR 2001 - 02:
Continued Sunday hours of 1-5 PM at both the Dove and Cole Libraries
Continued to provide a wide variety of lectures, concerts and other programs for the entire community's
Completed the Library and Arts Cultural Plan. Provided the library catalog online, linked to the City3 website, provided online databases as well as 2417
Began the process of selecting a new automated library catalog system.
Completed the installation of new. high quality public vend copiers in all library facilities.
_Finance
enjoyment.
reference services.
Continued development and support of the Carlsbad Library Foundation.
Continued support of the Friends of the Library efforts to increase hours of operation of the bookstore
Cearnlna
Published a new book, Windows on the Past: An illustrated History of Carlsbad, California, to commemorate the
Planned and implemented Carlsbad's 5Olh Anniversaly Celebration.
Promoted the library's reading programs throughout local school districts.
Continued 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
Continued to foster cooperation with the Carisbad Unified School District in providing literacy instruction to high
Participated in the continuing planning and development of the Carlsbad Citizens Academy, teaching members
5Olh anniversary of Carlsbad's city hood.
faire at the Dove Library.
school students.
of the community about how the City organization operates.
B-98
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY
PAGE TWO
SUMMARY
KEY GOALS FOR 2002-03:
Too-Quaiitv Services
Complete installation and migration of the new automated library system
Conhue 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 Carisbad 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.
Leamina
Continue to promote the Libraly'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 Carlsbad 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.
B-99
PROGRAM: GEORGINA COLE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 001401010014015-16lOO14035
1999-2000 2002-03 2001 -02 2000-01
ACTUAL
1,299,290 1,249,494 1,018,749 385,564 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE & 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 print and non-print materials to children and adults, handle patron registration, collect fees and fines. and track overdue items.
Prooramminq
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 Development . Evaluate the Cole Library collection and select print and non-print materials.
Libraw Manaaement
Manage Cole Library, staff, volunteers, collection, and facility. Maintain awareness of the community.
PERFORMANCE OBJECTIVES:
Schedule and supervise staff.
Hire and train new staff.
Actively maintain a current, topical print and non-print collection.
Prepare a monthly narrative and statistical summary of operation.
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.
8-100
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 00140694095
19942000
2,259,670 2,130,429 1,750,511 1,660,333 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE & OPERATIONS 485,561 1,260,709 1,713,633
35,379 63,929 7.463 8.003 CAPITAL OUTLAY
1,635,058
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 mom.
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 Sema 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.
Circulation
The circulation division registers library patrons as library members and Internet users and also provides services to
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;
and answer the renewal line.
Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de
Carlsbad. Brighton Gardens, and Carlsbad-by-the-Sea.
Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes;
exchange and provide repair for malfunctioning machines.
Reference
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
records.
replacement materials, and facilitate book discussions.
in the lab and the job and career center.
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 Children's
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 reader's advisory, library skills instruction,
Select new children's materials, both print and non-print, and provide collection maintenance and stack
group tours, and class visits.
organization. There has been an increasingly heavy demand on our collection due to the rapid population
growth in the community.
Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story
contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage
Supports youth and parent Internet access and research. The lab offers age appropriate introductory sessions
creativity. Cooperative programs with the Centro de Informacion provide multi-cultural experiences.
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
SIGNIFICANT CHANGES:
service and more efficient use of staff time in the Children's division of the Dove Librarv. One (1 .O) part-time position has been converted to one full-time librarian in order to provide higher levels of customer
8-102
PROGRAM: GENEALOGYlLOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
1999-2000
164,283 125,548 82,405 64,993 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE 8 OPERATIONS
4,849 5,306 0 19,715 CAPITAL OUTLAY
13,980 8,295 9,047 2,949
WORK PROGRAM:
The GeneaiogyILocai 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
includino Dersonal comouters. micmfilmlfiche
2,600
"" 1998-99 1999-00' 2000-01 2001-02
15,741 .4,958 20,520 23,000
~ ~~ I ,~~ readers and printers.
Collection DeveloDment Activities
The staff DarticiDate in the Librarv's collection
in-House Usage:
22,868 9,068 59,435 60,000
~__~- 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 Services, and receiving and shelving items from
Technical Services.
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 "The GenealogyILocal History Section was closed in instructional programs. September 1999 through April 2000 for the Cole
1999- 2000* 2001 2002
41 45 48 50
Library remodel
SIGNIFICANT CHANGES:
Increase is due to full year funding for the Senior Librarian that was added in January 2002.
B-103
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014030
1999-2000 2001-02 2000-01
ACTUAL
2002-03
ACTUAL BUDGET
86,238
BUDGET
91,345 11 1,540 94,659 PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2,974
0 1,727 0 0
2,720 4,254 2,255
WORK PROGRAM:
The Centro de Informacion 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 Informacion 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
The Centro de Inforrnacion is an active partner in "" 1997-98 1998-99 1999-00 2000-01
community activities. The Centro offers a Individual Patron Visits:
that enables Spanish-speaking residents to
welcoming and culturally sensitive environment 24,250 21,584 20,300 20,328
make use of public library services.
Proararnminq
The Centro de Informacion responds to
"" 1997-98 1998-99 1999-00 2000-01
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.
8-104
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:
Catalogs and processes both purchased items
Processinq
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.
WORKLOAD STATISTICS:
"1999-00
Items Cataloged and Processed: 17,908 22,889 24,581
Items Handled for Binding:
1,707 1,695 1,561
1997-98 1998-99 1999-00
Items Added to Database:
17.908 22,889 24.581
Items Withdrawn: 16.059 18,261 12,550
2000-01
30,753
2,273
2000-01
30,753
11,783
PERFORMANCE OBJECTIVES:
Circulation System and On-Line Catalog
Operates the Library's integrated library system, including all software-related activities, writes instructions, and
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.
trains staff on new features.
SIGNIFICANT CHANGES:
None.
8-105
PROGRAM: COLLECTION DEVELOPMENT
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: LIBRARY ACCT NO. 0014045/14!54010/
8 ACQUISITIONS
1454011/1454095
1999-2000
ACTUAL ACTUAL BUDGET
2001-02 2000-01 2002-03
BUDGET
PERSONNEL 129,523 123,500 149.904 147,200
MAINTENANCE & OPERATIONS 720,602 884,410 958,904 925,615
CAPITAL OUTLAY 40,509 679 7,512 1,142
STATE GRANTS
AV INSURANCE FUND I 2851344 39.174 I
OTHER SPECIAL REVENUE
TOTAL FUNDING I 890,634 I 1,008,589 I 1,116,320 I 1,073,957
57,257 I 29,8971 118,2801 107,307
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Develop plans for the collection of Materials. Plan for collection space needs for the ne (5) years.
xi fi\ re
Write materials collection statements for reference areas at all facilities. Budaetinq
Prepare division and libraly-wide materials
budgets; monitor expenditures for department Track material accounts by major subjects.
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.
6-106
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014050
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001 -02 2002-03
BUDGET
PERSONNEL 103,589 101,727 176,760 163,780
MAINTENANCE & OPERATIONS
14,543 0 0 1,509 CAPITAL OUTLAY
43,640 45,279 27,264 13,672
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
technical support for City and community organizations using these facilities. Services include presentation
auditorium and meeting room, responsibilities now include overseeing operations, scheduling and providing
technology support. video and cable television program production.
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Proorammina Manaaement
Implement "Meeting Facility Use Policies and . Procedures." Maintain and analyze the service delivery system. Monitor work flow, perform ongoing fee collections and processing, and provide comprehensive reports. Recruit,
training, and assign and supervise part-time
interview, hire hourly staff, provide ongoing
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.
Prooram Creation 8 Distribution
Further define service level expectations among .
Library and City departments for video program .
production and distribution via available cable .
televisions channels, web and intranet streaming,
technologies. Conduct research, gather
library circulation, and other appropriate
pertinent information, define infrastructure requirements, identify, detail, and pian various implementation options.
SIGNIFICANT CHANGES:
None.
Provide two bi-annual comprehensive reports
and analysis, and recommendations for service including inquiries, bookings, income generated
imorovements.
Develop programming content plan, facilitate
accordingly.
planning, and produce media materials
underwrite production expenses for a series. Prepare and submit grant applications to help
Conduct interviews.
Choose data, interview, and report
Interview stakeholders.
8107
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014055
1999-2000
ACTUAL ACTUAL
2000-01 2001 -02 2002-03
BUDGET
123,560 1 14,248 87,243 90,079 PERSONNEL
BUDGET
MAINTENANCE & OPERATIONS 29,064 39,316 44,934 32,585
CAPITAL OUTLAY 0 2,721 0 0
WORK PROGRAM:
The Adult Learning Program is the library's adult literacy service. The program provides free, multi-dimensional
learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong learning and decision-making. The program provides literacy services that support positive self-esteem and the application of traditional and technology-based literacy skills in daily life, at work and in the Community.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Literacv Skill DeveloDment
The program provides a variety of learning
experiences including one-to-one tutoring,
computer-assisted instruction and small-group
Learners Studying:
study. These varieties of learning experiences are appropriate for each adult learner's individual
potential and skill needs in basic reading, writing,
Volunteer Tutors Instructing:
math, critical thinking, and general knowledge.
"" 1997-98 1998-99 1999-00 2000-01
143 127 132 122
102 102 84 104
Instructional Hours Completed:
4,735 5,434 6,411 7,228
SIGNIFICANT CHANGES:
None.
B-108
PROGRAM: CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS SUMMARY
1999-2000
ACTUAL
2001 -02 2000-01
288,791
ACTUAL
2002-03
422,156 372,600
BUDGET
397,799
BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
12,402 32,799 29,591 33,269 CAPITAL OUTLAY
375,626 501,414 326,867 255,154
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
where arts have a significant presence, thereby enriching the lives of all Carlsbad residents. meaningful collaborations to develop and strengthen creative abilities and seek the highest quality of urban design
KEY ACHIEVEMENTS FOR 2001-02:
Produced 42 events attracting 39,000 people.
Managed the William D. Cannon Art Gallery with a series of exceptional exhibits attracting 21,000 people.
9 Continued the Arts Education Program for gallery exhibitions that served and provided 7,026 Carlsbad students
Continued fundraising for gallery operations and arts education while sustaining levels of fundraising for all other
Funded 56 performances, exhibits and special projects by organizations and schools in Carlsbad serving 14,500
Provided information services via the City and CONVIS web sites, direct mail, telephone, information line,
Completed the Strategic Cultural Plan.
with classroom lesson workbooks, guided exhibit tours and creative workshops.
Arts Office programs ($66,450 for FY 200112002).
people though the Community Grants Program.
distributed programslnewslelters/brochures. and displays at City facilities.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
Implement the goals and obiectives of the Strateaic Cultural Plan.
Generate sponsorship programs, fund-raising activities and collaborative projects
Promote, train and utilize volunteers and artists in providing services.
Learnincl
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.
"
.. .
6-1 09
PROGRAM: ARTS OFFICE
FUND: GENERAL FUNDlARTS GENERAL/
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/0014065/
GALLERY DONATIONS
0014068/147xxW
142XXXX
1999-2000
ACTUAL ACTUAL
2000-01 2001-02 2002-03
BUDGET
384,805 409,851 365,371 280,177 PERSONNEL
BUDGET
MAINTENANCE 8. OPERATIONS
12,402 32,799 29,591 33,269 CAPITAL OUTLAY
343,326 464,464 304,501 231,332
IGENERAL FUND I 489.9121 638,1181 711.2101 700.5331
ARTS FUNDING 54.8661 61 ;3451 195,9041 40,000
TOTAL FUNDING I 544,778) 699,463) 907,114) 740,533
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and performing arts, and create a climate which encourages cultural and artistic development in Carlsbad and to enhance
educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
Utilize volunteers for mailings. gallery events. jazz concerts. etc. Provide trainina for volunteers. artists. arts " organizations and gallery docents and attendants.. "
Proarams
Produce eleven jazz concerts in the parks. - Offer educational programs on arts and culture for children and adults.
Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations.
Offer four (4) weeks of summer arts camp, two (2) weeks of Club Pelican, and four (4) weeks of Band Camp.
Produce a monthly calendarhewsletter.
Information
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.
"
Assess short and long-range community needs for facilities and resources.
8-110
PROGRAM: ARTS OFFICE PAGE TWO
FUND: GENERAL FUNDlARTS GENERAU
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062100140651
GALLERY DONATIONS
0014068114740101
1474020
KEY GOALS FOR 2002-03:
. . . . . . . . . . . .
TOD Qualitv Services
Offer communitv-wide multi-cultural events (Festeiando a las Madrecitas. an international multi-cultural festival and ~
"By Kids, for Kids."
Serve on Chamber of Commerce Arts Education Committee.
Continue to work with Carkbad and Encinitas school districts implementing arts education programs.
Offer programming and resources.
Offer a grant initiative program to celebrate neighborhoods through the arts.
Develop and strengthen arts organizations and provide cultural opportunities with grant allocations.
Submit grant applications to State and Federal funding agencies when appropriate.
Generate sponsorship and fund-raising activities for the Gallery, Arts Office Programs, and arts education programs.
Produce a jazz program.
Assist Arts Associates with fund-raising efforts.
Serve on Library Foundation Board.
the City.
Implement objectives of Cultural Arts Strategic Plan in arts education, and awareness of arts and cultural resources in
Operate the Cannon Art Gallery with six (6) exhibitions per year.
Qualitv of Life/Communitv DeveloDment
Provide staff assistance with the community festival, Artsplash.
Operate the Sculpture Garden with one (1) exhibition per year.
WORKLOAD MEASURES:
Arts Ofice EventdAttendance
Delivew of ToD-Qualitv Services 1998-99 1999-00 44/35,000 49/36.000 2000-01 66/51,000 4Z39,OOO
2o01-02
Community Grants Awards/Applications/Budget 21/$18,000 20/18,000 18/19,000 16/19,000
New Initiatives GranUBudget 1/5,000 1/1,200
Educational ODDortunities - Information SeWiCeS 1998-99 1999-00 2000-01 2o01-02
Newsletters (IssueslDistribution) 12/48.000 12/50,000 12/50,000 12/50,000 Special Publications (Per YearlDistribution)
Arts Info Line Calls (Monthly)
11/24,000 17/86,000
240 240 48/60,000 240 52158,000 250
Diverse Economic ODDortunities Grants and Contributions
1998-99
$74,000
1999-00 2000-01
$89,050
2o01-02
$181,200 $68,950
SIGNIFICANT CHANGES:
None
B-1 I1
PROGRAM: SISTER CITY
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014066/1464010
1999-2000
BUDGET BUDGET ACTUAL
0 PERSONNEL
ACTUAL
2002-03 2001-02 2000-01
0 2,655 2,862
MAINTENANCE & OPERATIONS 5,842 10,396
0 0 0 0 CAPITAL OUTLAY
10,800 13,034
SISTER CITY DONATIONS 700 I 2,8601 5,5661 4,000
TOTAL FUNDING 5,8421 10,3961 15.6891 13.662
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic.
PROGRAM ACTIVITIES:
Arrange, host and conduct visits by one (1) student delegation and others as needed.
Coordinate Sister Citv Proaram
Coordinate ongoing cultural and educational exchange projects.
Activelv Pursue the Contribution of Funds for the Sister Citv Proaram.
Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such
programs.
SIGNIFICANT CHANGES:
None.
B-112
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010
1999-2000
BUDGET
7,229
BUDGET
10,132 9,650 8.614 PERSONNEL
ACTUAL ACTUAL
2002-03 2001-02 2000-01
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
17,980
0 0 0 0
21,500 23,916 11,970
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Present 11 jazz concerts in four (4) quadrants.
Continue Performino Arts Proclramminq
Produce and distribute jazz concert fundraising program.
Present annual Mother's Day Festejando a las 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:
Raised over $25,000 in fundraising contributions.
Presented 11 jazz concerts in four (4) parks with an attendance total of 33,000.
SIGNIFICANT CHANGES:
None.
8-113
PROGRAM: RECREATION
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
NTENANCE & OPERATIONS
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
current recreation programs and senior activities including youth and adult sports, special events, instructional
live, work andlor play in Carisbad. The Department is responsible for planning future park sites and the operation of
classes, facility rentals, aquatics, nutrition. and transportation programs.
Staff resources also support the Parks B Recreation Commission and Senior Commission, both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape. recreation programs, senior
activities, and facilities.
KEY ACHIEVEMENTS FOR 2001-02:
Prepared and processed the Lalwin Park Master Plan including community out reach and Parks B Recreation
Implemented an interim use strategy for Pine School and completed the required Hazardous Building Material
Initiated Phase 2 of the Carillo Ranch Community Park.
Received council endorsement of a strategic plan for the Recreation Department.
9 Continued to enhance the Opportunity Grants Scholarship Program to over 50 community children, which afforded them the opportunity to participate in recreation programs they would not othelwise be able to enjoy.
Presented a funding strategy for the implementation of a citywide trails program.
Completed the design phase for the Aviara Community Park.
Commission and City Council Approval.
surveys 8 prepared bidding documents for structure demolition.
KEY GOALS FOR 2002-03:
Too 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.
Maintain a Capital Improvement Program (CIP) that provides for development of recreation facilities.
Promote the use of volunteers in providing City services.
Annually revise CIP Budget.
Enhance service delivery through effective location and development of recreation facilities and programs such
as Aviara Community Park, Carrillo Ranch Phase 2, Pine School, Lawin 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, i.e., Joint Use
Agreements for use and maintenance of activity playfields and Community Swim Complex.
6-114
PROGRAM: RECREATION
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION
PAGE TWO
SUMMARY
KEY GOALS FOR 2002-03 (Continued):
Finance
Provide recreational activities. faciliies and other special events, which support local business and enhance
transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, and swim
Prepare marketing packet promoting Carlsbad's public/private facilities and distribute to prospective user
meets.
Provide a wide variety of revenue generating quality recreation opportunities to the public, Le., special events,
groups.
youth and adult sports, educational classes, aquatic programs. day-trippers, lagoon permits, and facility rentals.
LeaminR
Prepare monthly agendas for Parks and Recreation, and senior commissions that address relevant issues and
Continually monitor the Citywide interactive web page to display current recreation opportunities over the
Provide a wide variety of instructional classes for all ages and promote educational classes through distribution
Provide and encourage a variety of professional training opportunities to all staff members.
Create cross-training opportunities within the Recreation Department and across major service areas where
Provide the necessary tools required for employees to perform effectively.
Balanced Communitv DeveloDment
Monitor and annually report on the status of the parks performance standard of the Growth Management Plan
inspire community involvement.
Internet.
of the Carlsbad Community Services and Recreation Guide three times per year.
feasible.
and the implementation progress report for the Parks and Recreation element of the General Plan.
Implementation of a Citywide Trails Master Plan, including acquisition and development.
ParkS/ODen SDaceTTrails
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 Lamin Park.
Initiate the master planning process for Pine School.
. Continue the master planning requirements for Alga Norte Park.
Secure acquisition of 10-15 acres of park property in the northeast quadrant.
..
B-115
PROGRAM: PARK PLANNING
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 001451010014545
& RECREATION MANAGEMENT
1999-2000 2002-03 2001 -02 2000-01
ACTUAL
721.91 1 622.587 394,475 358.01 7 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE &OPERATIONS
CAPITAL OUTLAY
561,970 622,341 194,231 195,066
8.300 16,582 1 1,466 20.81 1
WORK PROGRAM:
The Park Planning and Recreation Management Division provides administrative support for the City's ongoing recreation
programs and park development efforts. The Division also provides staff support to the Parks and Recreation
Commission which acts in an advisory capacity to the City Council to insure that top-quality park facilities and recreation
programs are developed and sustained for the benefit of those who live, work andlor 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 Cornmission workshops to improve the expertise and effectiveness of the Commission.
Administrative Services
time eouivalent oositions. which ooerate with a budaet of amroximately 4.6 million.
Provide the required administrative support to a division with 32 full-time positions and approximately 50 hourlyffull-
Maintain timely processing Af special project-requests, citizen concerns. departmental reports. City Council
agenda bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and
objectives, budget administration for expenditures and revenue generation.
Recommend and process personnel appointments, promotions, assignments and disciplinary action when
warranted. Provide on-going support to management, general and part-time employees. Implement the
services of contractual employees.
..
Facilitate a customer service training and orientation program for all new department employees
Implement and maintain the strategic planning process for the Recreation Department.
0-116
PAGE MI0 PROGRAM: PARK PLANNING
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545
& RECREATION MANAGEMENT
PROGRAM ACTIVITIES (Continued):
Park Acauisition. Plannina andlor DeVelODment
Ensure adequate park acquisition. development and rehabilitation in order to meet the park performance standards
of the Growth Management Program. Provide for current and future community needs by addressing changing
recreation trends.
Monitor and implement existing park agreements.
Construct phase II of the Carrillo Ranch Master Plan.
Coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park
Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfields.
Initiate the park planning process for the Pine School property.
Provide staff support for the development of the municipal golf course.
Develop the Aviara Community Park site Master Plan.
Complete the Alga Norte park master plan process.
Process the actions required to create a Citywide Trail System (land acquisition, maintenance system,
development projects.
development, volunteers, etc.).
Recreation Proarams Manage the implementation, performance and adequacies of recreation programs
Eovide a wide variety of recreation programsand special events for all segments of the population who live, . Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys.
Maintain a self-sustaining percentage of recreational programs as recommended by the City Council.
Prepare and distribute the Community Services & Recreation Guide three (3) times per year.
Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to
work and/or play in Carlsbad.
sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
None.
8-117
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28
1999-2000
ACTUAL
2001 -02 2000-01
722.1 75
ACTUAL
2002-03
BUDGET
827,639 735.129
BUDGET
994,956 PERSONNEL
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 andlor play in Carlsbad.
PROGRAM ACTIVITIES:
day camps, and after school programs.
Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth
The fee-supported division provides year around recreational programs for all ages, preschool to seniors, including
program design, planning, implementation and evaluation.
Review proposals and negotiate contracts with
Schedule facilities for programs. Prepare and distribute marketing materials.
Evaluate programs and analyze data on an ongoing
Prepare financial and revenue reports.
Research and implement program opportunities.
instructors.
basis.
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
Recruit, train and reward volunteers.
Generate program sponsors.
Utilize sports professionals to enhance program
Provide scholarships for Carlsbad resident youths.
programming.
quality.
Estimate 2o01-02 Projected 2o02-03
Enrichment Classes Conducted 1,650 1,620 Enrolled 16,600 16,200 1,650 Teams 62 65 70
16,700 Participants Revenue $447.842 404,000 405,000 Spectators 12,000 13,000 1.000 1,050 1,100 15,000 Revenue $36,000 32,000 36,000
Davtrimers
Trips Conducted Participants 876 34 32 900 350 Teams 8 Adult S~0rt.s
Revenue $44,566 45,000 23,000 Participants 320
4,900
325 328
Spectators
5,000 5,100
30,000 30,000 Revenue 30,000 $86,470 86,500 86,500
Youth S~orts
Camps 39
Participants 50 793 1,080 53 1,280 Revenue $92,800 98,000 97,000
PROGRAM: RECREATION FEE SUPPORTED PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28
2000-01 2001-02 - Estimate Projected 2000-01 2001-02 2002-03 Estimate Projected
Preschool Classes Conducted 166 Enrolled 1.900 22.030 24.050 167 1 .goo 167 Events 1.900 Particioants 9 10 27.650 11 Special Events
~ ~ ~~
Revenue $112;652 117;766 122;650 Revenue $611940 82;ooo 65,000 ,~ ~ ~
Communitv Volunteers
Hours
Maintained 14 14 14 Volunteers 1,170
8,200 10,100
1,190
10,200
1,220
Stav 'n' Play Weeks 30 32 32 Kids Camp
Participants 725
Revenue $1,000 $1,250
800 $1,500 Participants 850 Camps
1.045
11 13
1,235 1,625
13
Revenue $82,600 $123,000 $162,000
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 life-ling ikarning 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.
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
Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
dances, Stay 'N' Play and Grad Nite.
brochure.
SIGNIFICANT CHANGES:
5/2002.
The increase in personnel costs is to fund the Recreation reorganization that was approved by Council in
B-119
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
1999-2000
325,004 290,215 280,515 277,994 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE & OPERATIONS 113,411 148,222 124,953
32,000 153,884 103,651 12,677 CAPITAL OUTLAY
132,450
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:
Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities; provide education and Lessonsnraininq
training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County
certiicationltraining 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
LaneIHours
Classes Conducted
Registered, Resident Registered, Non-Resident Revenue
Carlsbad Hish School P.E.
LaneIHours
Participation
Actual 2000-01 Estimate 2o01-02 Projected 2o02-03
2.268 2,250
233 225
1,422 1,495 85
2,300 233
94
1,535
$38,213 $38,290 $42,000 90
2,126 852 2,030 664 2,100 840
Recreation and Lap Swim
LaneIHours Daily Admissions 18.985 16,425 16,715
Youth 5,818 5,400 5,500
Adult 7,135 6.000 7,005
Season Pass Administration 16,149 16,000 17.1 00
Revenue $56,861 $51,900 $55.500
8-120
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
WORKLOAD STATISTICS (Continued):
Carlsbad Swim Masters
LanelHours
Participation
Revenue
Aouatic Exercise
LanelHours Participation
Revenue
Carlsbad Hioh School Teams
Lane/Hours
Participation
Revenue
North Coast Aouatics
Participation
LaneIHours
Revenue
North Shore Aauatics (Aae G~UD Water Polo)
LanelHours Participation Revenue
Carlsbad Water Polo (Bovs Aoe Group Water
polo) Lane/Hours
Revenue Participation
KEY GOALS FOR 2002-03:
Actual Estimate 2000-01 2o01-02
3.617 3.228
$37,178
11 :a37
$33,678
10:652
1,336 230 210
1,200
$4,826 $3,800
4,453 3,841 7,677 $17,464 6,677 $15,964
2.735 2.537
8;631 7,976
$6,200 $5,610
1,126 1,000
1.356 1.200
$4;506 $4;200
1.560 1.250
$4,500 2:055 , 900 $2,900
PAGE TWO
ACCT NO. 0014520
Projected 2o02-03
3,565
11.900
$35,000
1,200
230
$3,800
3,900
6.600 $15,500
2.500
$6,200
7,900
1,000 1,200 $4,500
1,560
2,055 $4,500
TOR Qualitv Services Be a city that provides exceptional aquatic services, programs, and facilities on a daily basis.
Learnina . 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 Office Specialist I1 position will be added to the staff the front counter of the Swim Complex,
PROGRAM: RECREATION - AGUA HEDIONDA
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014530
LAGOON PERMITS
1999-2000
PERSONNEL
ACTUAL ACTUAL
2001 -02 2000-01
BUDGET
10,838
BUDGET
15,302 27,427 10,505
2002-03
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
3,576 3,373 3,139 1,655
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:
Permits Issue annual lagoon use permits, verify and monitor 2000-01 2001-02 2002-03 Estimated Projected
DMV registration, and coordinate with the Police
Department to publish and distribute information
regarding use, rules and regulations of the lagoon. Annual Permits 350 365
Daily Permits 350
289
Revenue
293 280
Laaoon Clean-up Prooram $22,375 $23,900 $22,500
Coordinate and oversee bi-annual Lagoon Clean-Uo Days (June/October).
"__
SIGNIFICANT CHANGES:
None.
8-122
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014540,0014541,
0014542,0014543
1999-2000
ACTUAL
2001 -02 2000-01 2002-03
ACTUAL BUDGET BUDGET
760,803 PERSONNEL I 503,4521 578,3871 718.3621
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 Carlsbad population.
PROGRAM ACTIVITIES:
Information and Enrollment Services
Staff provides information and registration services to the public on Recreation Department programs and facilities.
Enroll participants via phone, mail and in-person for classes, special events and sports leagues.
Provide ongoing information and referral to the Community.
Collect and account for program revenue.
Facilities Overation
Staff coordinates public use of recreational facilities
Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts.
Staff coordinates classes, meetings, dedications. and other functions at Community centers and additional City
Crews maintain ballfields at school sites and Community centers and other park areas.
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:
Estimate 2000-01 Projected 2o01-02 Reservations processed: 2o02-03
3,152
Number of Facility Users: 3,060
964,980
3,090
950,000
Revenue: 1,050,000
$110,660 $123,000
Number of Fields Maintained: 17 17 17 $128,000
8-123
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
ACCT NO. 0014540,0014541,
0014542,0014543
KEY GOALS FOR 2002-03:
TOD Quality 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 life-long learning opportunities, and build a
Conduct customer service training for employees to broaden their knowledge and improve service delivery
stronger community.
Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
skills.
Monitor and maintain the Capital Replacement Program to provide safe, top-quality, equipment at all recreation
service delivery.
Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
facilities and conform to City budget standards.
ensure customer satisfaction of Carlsbad field users.
Prepare and distribute a marketing packet, which promotes Carlsbad hotels, restaurants, amenities, and City
Balanced Community DeVelODment
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 enhanpe the administration of departmental operations.
B-124
PROGRAM: SENIOR PROGRAMS
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION
ACCT NO. 0014570,1434567,
1444567,191XXX
19942ooo
ACTUAL
2000-01
ACTUAL
2001-02
BUDGET
2002-03
BUDGET
PERSONNEL 273,468 286.360 307,161 332,222
MAINTENANCE &OPERATIONS 374,639 378,759 506,210 376,203
CAPITAL OUTLAY 20,906 0 8,200 28,000
DONATIONS
GRANTS
120,065
209,887
87,860 136,200 0
210,762 197,925 0
TOTAL 736,425 821,571 665,119 669,013
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 (Le.. "Windows").
Continue computer lab with open hours for seniors to drop in and receive training and technical advice.
Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc.
Provide ongoing information and referral to Community resources.
Provide ongoing classes in computer usage (e-mail, Internet. etc.).
Offer excursions, special events and activities of particular interest to the mature adult, which promote social interaction.
Recreation
Continue the development of programs/groups 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 (i.e., the Coaster, Trolley,
Users Groups, Writers Groups, Discussion Groups, etc.
etc.).
Personalized Assistance
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
Offer tax assistance to over 500 seniors.
Arrange for assistance with health insurance decisions.
Arrange for free legal advice for over 200 seniors.
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.
Continue offering body conditioning, exercise yoga, and dance for seniors.
Provide a minimum of four "special" health screenings, Le., skin cancer, hearing, podiatly, cholesterol, etc
8-125
PROGRAM: SENIOR PROGRAMS
FUND: GENERALEPECIAL REVENUE
PROGRAM GROUP: RECREATION 1444567,191XXX
ACCT NO. 0014570,1434567,
PROGRAM ACTIVITIES (Continued):
Senior Grants
Provide a minimum of $30,000 in nutritious lunches
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 Coordinates all operations of the senior center: staffing. volunteer recruitment, facility rentals, and grants management.
After-hours facility rentals.
Staff scheduiing.
Volunteer recruitment and training.
Budget management.
Senior Commission.
SIGNIFICANT CHANGES:
Effective 7/1/2002 the Senior Nutrition Grant revenues and expenditures have been incorporated into the General fund
budget.
8-126
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
19942Ooo
13,486,327 12,555,292 11,033,212 10,797,482 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE & OPERATIONS 26,208,276 27,872,957 36,942,006
1,933,167 2,225,129 1,261,737 1,369,366 CAPITAL OUTLAY
35,016,486
2% 1 no/"
General Services
21 %
Maintenance
Operations
torm Water
Rotection
65% 2%
8-12?
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001 -02 2002-03
BUDGET
PERSONNEL 456,073 337,905 365,349 527,904
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
279,171 260,566 150,506 143,583
0 12,000 0 13,042
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
Traffic Signal Maintenance, General Services (Parks Maintenance, Facilities Maintenance, Fleet Maintenance, boards, committees and commissions. Public Works includes Engineering Services, Solid Waste Management,
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.
Budaet PreDaration
Prepare goal documentation for Public Works major service area.
Performance Manaaement
Strateaic Planninq
Implement strategic plan and Public Works programs to meet current and long-range goals,
Maintenance Manaaement and Qualitv Control
Continue development of comprehensive systems inventory, maintenance standards and work reporting system.
KEY ACHIEVEMENTS FOR 2001- 02:
Designed a comprehensive public information an education program for the Public Works MSA.
Implemented an organizational designed to ensure consistency of business practices and quality control across
Designed and implemented an executive reporting system reflecting the performance of the entire Public Works
Implemented a benchmarking partnership program for incorporation into the Public Works performance
Completed 100% design of Public Works Center.
Completed implementation of automated RFA System in Maintenance and Operations.
the department.
MSA.
measurement program.
8-128
PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE MI0
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCTN0.0016010
KEY GOALS FOR 2002-03:
TOD Qualitv Services . Request for Action (RFA) System: Continue Citywide rollout of the RFA System that allows the City to provide
Computerized Maintenance Management System (CMMS): Increased efficiency in the provision of maintenance
quick and effective response to citizen calls for service.
services of Public Works assets and reduction of overall lifecycle 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
Performance Measurement: A Public Works performance measurement program that includes effective
progress of all Capital Improvement Projects in the City.
. Public Works Maintenance Classification Series: A maintenance classification structure that allows for flexibility
measures, solid benchmarks and stable benchmarking partners.
of job assignments and provides opportunities for professional development.
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.
8-129
PROGRAM: ENGINEERING
FUND: GENERAWATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571015X15710
1999-2000 2002-03 2001 -02 2000-01
ACTUAL BUDGET BUDGET ACTUAL
PERSONNEL 3,395,803
1,735,632 MAINTENANCE & OPERATIONS
4,154,789 4,126,200 3,793.381
0 184.241 44,791 108,785 CAPITAL OUTLAY
1,924,890 2,367,150 1,455,847
ISEWER ENTERPRISE I I 343.4201 674.5001 349.5191
WATER ENTERPRISE 723.7181 623,0301 674,5001 463,316
TOTAL FUNDING 5,240,2201 5,295,0191 6,677,591 I 6,079,679
~~~~~~~~~~~~~~ ~~~
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 Department provides services to the public and other City departments through
preparation and processing of design and construction documents and performing transportation studies.
The department is also responsible for ensuring that development and public improvements are properly
designed, constructed, and inspected while maintaining public safety and the well-being of the community.
PROGRAM ACTIVITIES:
Administration . Coordinate and direct all divisions to ensure accomDlishment of Citv Council Goals and Obiectives.
provide administrative and clerical support to all divisions, ensurethat the management reporting
system is accurately maintained and generates all reports on schedule, and provide accurate records
filed in a standardized and efficient manner.
DeveloDment Services
Provide comprehensive engineering input for all land use development applications, process
engineering development plans and maps in a professional manner maintaining high-quality and
a timely and friendly manner.
meeting production goals, ensure engineering questions related to land development are answered in
Coordinate the preparation of the annual update to the City’s Buildout Capital Improvement Program,
Plannina and Proarams
districts to fund major public improvements. Administer and coordinate engineering activities for the
update existing facility impact fee programs and assist developers with the formation of finance
facility mapping.
beach erosion, lagoon dredging, growth management monitoring, special districts program, and
Desian
Design Citywide capital projects including roadways, storm water, potable water, recycled water, and
water systems, recycled water systems, sewer systems, and storm drain systems. For each of these
sewer systems; develop and maintain programs in five (5) areas including water resources, domestic
programs, Design provides a variety of services including planning, water supply and quality
monitoring, technical assistance, mapping, and facility location.
B-I 30
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING PAGE TWO
GENERAWATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCT NO. 001571015X15710
PROGRAM ACTIVITIES (Continued):
TransDortation
Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns,
complaints, and inquiries. Maintain records of collision reports, speed surveys, traffic counts, and
assists in maintaining optimum traffic signal operations. Review traffic control plans, signing and
striping plans, traffic signal plans. review project submittals, provide interdepartmental coordination of
various issues, and staff the Traffic Safety Commission.
Construction Manaaement 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:
Total Capital Improvement Program Appropriations
FY 99-00 FY 00-01 FY 01-02 FY 02-03
(Est.)
KEY ACHIEVEMENTS FOR 2001-02: . . . . . . . . . . .
Rancho Santa Fe Road under construction (Oiivenhain RoadlEncinitas).
Cannon Road West Reach 1 completed.
Faraday Avenue completed.
Chinquapin Sewer Lifl Station completed.
Foxes Landing Sewer Lifl Station completed.
Purchased 9.0 acres parcels of land for the Carlsbad Water Recycling Facility.
Overlay and reconstruct 7 miles of City streets.
Developed the Carlsbad Residential Traffic Management Program and received City Council approval.
Developed Livable Streets Program.
El Fuerte 30” Water Line
Poinsettia Lane Bridge &Waterlines
KEY GOALS FOR 2002-03:
TransDortation
Continue work toward the construction of major road projects including: CannonlCollege,
Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane.
8131
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERALWATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571015x15710
KEY GOALS FOR 2002-03 (Continued):
Complete permitting and design of Coastal Rail
ParkslODen SDace/Trails
Trail in preparation for construction in FY04
Water . Construct Carlsbad recycled water facility, recycled water transmission pipelines and pump stations to
Update Water Master Plans per growth management data to ensure that the current planned facilities
distribute water from the Phase I1 recycled water program.
are adequate for the existing rate of growth and future build-out.
Environmental Manaaement . Update Storm Drain 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.
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
that program.
Development Services staff were allocated to Storm Water Protection to reflect the work they support for
B-132
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 1545710
1999-2000
ACTUAL
2000-01 2001-02 2002-03
ACTUAL
0 0 PERSONNEL
BUDGET BUDGET
544,997 248,397
MAINTENANCE & OPERATIONS 0 0 1,582,510 531,422
CAPITAL OUTLAY 0 0 42,282 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 "PermiY')
issued by the San Diego Regional Water Quality Control Board.
PROGRAM ACTIVITIES:
Industrial. Commercial, Residential and MuniciDal: Data ManaaemenVGlS Programs
The components of these programs indude inspection ofthe faciliis ai least yeariy, sampling and testing of storm water,
education using outreach materials, and enforcement of non-compliance sites. The number of Industrial sites that will be
inspected is approjmately 188.
The Permit also reauires the City conduct educational effolts and outreach to the public and focus grouDs regarding the new
EducationIOutreach and Public Particbation
focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city requirements to all ihe differentsectors. The Permit specifies in Sections F.l .d and F.2.j. that edu&tionai efforts Hhould be
contractors on he requirements imposed on all municipal facilities and operations.
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 Copermittees must include the Public by allowing
participation and input in local and regional programs.
MuniciDal Facilities
The Permit requires that all existing Municipal facilities be reviewed and modified, as needed, to prevent or reduce
the pollutants in runoff. This evaluation includes review of: Pollution Prevention practices, identifying all sources of
structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal
pollutants, implementing Best Management Practices and Maintaining all Storm Sewer System facilities and
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 Planning &Construction
reouirement is found in section F.l of the Permit and includes a comolete review and revision. as needed. of the bneral Plan. Construction activities in the City are also subject to new standards and requirements as directed in the Permit.
The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs
Fiscal Analvsis
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.
8-133
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION
PAGE TWO
ACCT NO. 1545710
KEY ACHIEVEMENTS FOR 2001-02: . . .
. .
. . . . . . . . . . . . .
Prepared and submitted Cadsbad's Jurisdictional Urban Runoff Management Plan (JURMP)
Revised applicable Municipal Code Sections to satisfy NPDES Order 2001-01 and developed an Enforcement
Response Plan.
a Memorandum of Understanding for long-term implementation of NPDES Order 2001-01 programs and
Environmental Programs Manager and Deputy City Attorney collaborated with Regional Copermittees to develop
requirements.
Completed Fiscal Analysis (Phase I) to determine long-term funding for the Storm Water Program
enhancements and Best Management Practices brochures for residents and businesses. Conducted public Initiated Outreach and Education Program for Storm Water with the addition of an Internet Web page, HOT Line
workshops, professional workshops and responded to requests for speaking engagements.
Hiring of Senior Environmental Specialist and Environmental Specialist II completed.
City staff training on Storm Water Protection was successfully initiated and continues.
Environmental Program Staff completed Code Enforcement Training at Miramar College (POST 832)
Response Software.
Response system to track complaints or referrals on potential storm water violations was initiated using Suit
Complaint investigations established as a routine program to solve illegal discharge incidents.
Environmental Programs Manager participated in regional workgroups and committees to represent the City's
interests: Committee Budget Committee Chair: 303(d) Workgroup member; Monitoring Subcommittee member.
City staff participated in the establishment of the North County Outreach group.
City staff audited all municipal facilities and implemented Best Management Practices to reduce pollutants to the
receiving waters.
City's General Plan and associated Plans were amended to meet the requirements of NPDES Order 2001-01.
Environmental Program staff initiated coastal outfall bacteriological monitoring during wet weather season 2001,
Data management system initiated to track industrial and commercial facilities requiring inspection,
City staff initiated survey of the storm drainage system to verify inventory.
Permanent storm drain maintenance crew established in the Street Division of the Public Works Department.
KEY GOALS FOR 2002-03:
Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and
Environmental Manaaement
treatment, solid waste, and efficient use of energy including alternative energy.
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)
state agencies.
List Water Quality Strategy and Monitoring Plan to support the de-listing of coastal lagoons by regional and
Implement multi-year Public Education. Outreach and Training activities in order to meet the requirements of Outreach, Education. and Public Particbation
components of public outreach: Best Management Practices, external and internal training, and residential Carisbad Jurisdictional Urban Runoff Management Plan (JURMP). The activities are to include limited
audiences.
SIGNIFICANT CHANGES:
This is the second year of the Storm Water Protection Program budget. An Office Specialist II position 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.
B-134
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
1999-2000
BUDGET
PERSONNEL
BUDGET ACTUAL ACTUAL
2002-03 2001-02 2000-01
2,720,590 2,815,191 3,379,058 3,610,297
MAINTENANCE &OPERATIONS 4,060,942
1,671,500 1,714,084 1,151,461 1,058,609 CAPITAL OUTLAY
571 1,006 5,784,314 4,531,844
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% Facilities 26%
KEY ACHIEVEMENTS FOR 2001-02:
Planted nearly 200 five gallon trees at La Costa Canyon Park.
Parks Maintenance
Completed Dog Park.
Competed Zone 5 (Carlsbad's Industrial Park located at Faraday Avenue and Camino Hills Drive)
Improved safely standards to the tot lot at Poinsettia Park.
Street Tree Maintenance
Planted 400 trees in the public right of way.
Trimmed over 1,100 trees.
Completed the City's Community Forest Management Plan.
Responded to over 900 street tree work orderhequests for action from citizens
8-135
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
KEY ACHIEVEMENTS FOR 2001-02 (Continued):
Began maintaining newly landscaped medians on Carlsbad Blvd at Poinsettia.
Median Maintenance
Furnished and installed a new emergency chlorine SCNbber at Carlsbad Swim Complex.
Facilities Maintenance
Remodeled the Snack Bar/Restroom Facility at Chase Field.
Constructed a concrete enclosure for the emergency chlorine scrubber at the Carlsbad Swim Complex.
Completed improvements to comply with the Americans with Disabilities Act (ADA) standards at Heritage Hall,
Furnished and installed a new room at Fire Station No. 5.
Installed a new pool shell at the Carlsbad Swim Complex.
100% of emergency work orders were completed within 24 hours.
Vehicle Maintenance
100% of all internal surveys returned indicated the quality of service by fleet operations are "Good to Excellent"
the Granary Building and at the Magee Park Restrooms.
in all service cateaories. " Implemented a vehicle "loaner" program to staff to use when their vehicles are in the garage for preventative
maintenance services.
Vehicle Reolacement
Replaced 20 vehicles scheduled for replacement in the Cityk fleet.
Purchased 4 additional vehicles that were approved in the Capital Outlay Budget.
KEY GOALS FOR 2002-03:
TOR Qualitv 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 perlormance.
Improve operational efficiencies by developing programs/plans to improve proficiencies identified by the department's Maintenance Management Program. . Achieve Fleet's pelformance measurement benchmark for completed scheduled 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.
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.
B-136
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
1,051,111 1,011,992 PERSONNEL
2002-03
1,310,584 1 ,I 58,882
BUDGET BUDGET
MAINTENANCE & OPERATIONS
0 154,351 35,586 26,062 CAPITAL OUTLAY
1,894,913 2,096,776 1,475,763 1,319,343
WORK PROGRAM:
at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas.
Maintain, preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes
Community groups. Also included is the maintenance of an additional 13 acres of landscapelhardscape at the
Manage over 625 acres of open spacelundeveloped areas and provide services to other departments as well as
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.
Benchmark
all customer service survey categories
Ninety percent (90%) of customers rate Park Maintenance services as "Good" or "Excellen? (4 on a 1-5 scale) in
&%!!
(Condition of Facilities)
Parks Division
Rating (Percent of ResDonses)
"Good or "Excellen?
Tot LotdPlaygrounds Sports FieldslCourts 4.4
4.3 Picnic Areas 4.3
LandscapinglFields 4.2
Restrooms 4.1
91%
89%
86%
82% 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.
8-137
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 0015020
PROGRAM ACTIVITIES (Continued)
Inspect, maintain, clean. paint, and repair 16 separate restroom facilities (as well as eight portable units) 5 plus
Restroom MaintenancelLitter ControllPicnic Area Services
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.
Maintain 26 tennis courts (21 lighted), 17 basketball Courts, 16 soccer fields, and 26 softballlbaseball fields. All
CouriJFieldrrot Lot Maintenance
Off, fence inspections/repairs, and paving surface inspections. In addition, this activity includes weekly
athletic courts are cleanedlinspected on a weekly basis. Duties involve washing down, sweeping off, blowing
maintenance of all tot lots. This includes sand rakinglieveiing. sand roto tilling, play equipment inspection and repair, and the necessary documentation of such actions.
Maintain all facility landscape irrigation systems. This includes programming over 100 different controllers, with
Irrigation Maintenance
over 1,396 vaives. Duties include replacement, repair, trouble shooting, and data entry1 programming using the
centralized irrigation system.
Provide maintenance activities to Citydwned open space, and areas of additional maintenance responsibilities.
Oven SDace Maintenance
Duties include trash removal, clean-up and weed abatement.
Miscellaneous Maintenance/ReDair 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
enciosures. 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
Dark maintenance activities.
Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of
WORKLOAD STATISTICS:
COURTSlFlELDSfrOT LOTS
NUMBER OF
MAINTAINED
26
TURF 8 LANDSCAPE
MAINTENANCE
Picnic Area
7%
Landscape 55%
SIGNIFICANT CHANGES:
Addition of a Park Maintenance Worker I to continue maintenance at Poinsettia Park, previously performed by
temporary employees.
8-138
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060
MAINTENANCE &OPERATIONS
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
Ninety percent (90%) of internal surveys returned indicate the overail quality of service by Facilities Maintenance
at "Very Good to 'Excellent" in all survey categories.
&&t 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
&&t
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.
PROGRAM ACTIVITIES:
Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Buildino Maintenance
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel andlor
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
program for major mechanical systems, roofing and painting.
relocation of staff andlor office furnishings as required. Implement and manage a preventative maintenance
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, Le., HVAC, plumbing, electrical, construction projects, and custodial services.
8-139
PROGRAM: FACILITIES MAINTENANCE PAGE MI0
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060
WORKLOAD STATISTICS:
Total Building Space Maintenance Custodial Services
23%
FYOZ FY03 77%
In-House
SIGNIFICANT CHANGES:
Addition of 1,100 part time hours to assist with the increase in work orders
8-140
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023
1999-2000
384,242 354,620 285,276 280,604 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE 8 OPERATIONS 236,834 256,752 321,491
0 149 5,625 2,218 CAPITAL OUTLAY
342,917
WORK PROGRAM:
The Street Tree Division provides maintenance to all trees in the public right-of-way, and provides maintenance services in Carlsbad's 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
over 900 street tree work ordersfrequests. removes approximately 25 trees and plants over 400 trees annually
consists of pruning, planting, watering, removing, replacing, and root pruning. The division annually responds to
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
Work Orders
1.146
Trimmed Removed Planted
SIGNIFICANT CHANGES:
Implementation of the Community Forest Management Plan.
8-141
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024
19992000
ACTUAL
2000-01
BUDGET ACTUAL
2001" 2002-03
BUDGET
PERSONNEL 177,009 208,189 202,125 206.814
MAINTENANCE €4 OPERATIONS 263.828 321,343 333,360 370,966
(CAPITAL OUTLAY I 2.2181
WORK PROGRAM:
improvement areas.
Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape
PROGRAM ACTIVITIES:
Medians
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.
Contractual Median Maintenance
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, pesticidelfertilizer application, irrigation repairladjustment. parking lot sweeping, fountain maintenance. and related duties with Streetscape improvements.
WORKLOAD STATISTICS:
Acres Maintained
SIGNIFICANT CHANGES:
None.
B-142
..
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060
NTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery
Fleet Operations is an Internal Service fund within the City. which provides continuous repair and maintenance
system based on a per milelhour charge by class of vehicle generate revenues to this department. This program
to operating departments, administers the collection and disposal of hazardous waste generated by City involves all facets of vehicle repair, maintenance and parts, ensures adequate supplies of fuel and oil are available
departments. and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in
accordance with County and State regulations. The fleet is comprised of 280 vehicles and 127 other pieces of
equipment.
PERFORMANCEMEASURES:
Benchmark
Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 46 hours from the
time the vehicle is delivered to the shop.
Result
48 hours from the time the vehicle was delivered to the shop. Seventy-five point six percent (75.6%) of scheduled preventive maintenance work orders were completed within
Benchmark
90% of internal surveys returned indicate the quality of service by fleet servicesloperations at "Good" to
"Excellen? in all service categories.
Result
One hundred percent (100%) of internal surveys returned indicate the quality of service by fleet
servicesloperations are "Good" to 'ExcellenY' in all service categories.
PROGRAM ACTIVITIES:
Provide routine preventative maintenance and repairs for the fleet: inspect vehicles required for the Biannual
Reoair and Maintenance
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.
8143
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 6205060
PROGRAM ACTIVIES (Continued)
Fuel and Oil
Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad
Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina
Wastewater Authority: monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
1000
800
600
400
200
0
380 370
210 214 220
Preventative Shop Repairs Vendor Emerg. Road
Maintenance Repairs Repairs
SIGNIFICANT CHANGES:
None.
B-144
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061
1999-2000 2000-01
ACTUAL ACTUAL BUDGET
2001-02 2002-03
BUDGET
PERSONNEL 0 0 0 0
MAINTENANCE & OPERATIONS 0 0 108,251 60,000
CAPITAL OUTLAY 1,005,368 1,079,331 1,431,920 1,607,000
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the Cityk motorized rental fleet with a value
of $5,000 or greater. This includes the determination of the economic life of individual units set forth in
Administrative Order No. 3, the development of proper specifications to suit user's needs, the outfitting of new units
before being placed into service and preparing replaced units for sale at auction or to interested public agencies or special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and
ensures a more cost effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance
Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average
replacement charge by unit class.
Specification Writing
Write specifications for the purchase of replacement units combining the needs of the users and economic
reality of the City.
in partnership with the Purchasing Department, buy replacement units through the public bid process or in
Purchase and Disposal
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:
500-
400.
300-
200.
100
n ".
VehiclelEquipment VehiclelEquipment
Acquired Disposed
402 407 410
Total Units
SIGNIFICANT CHANGES:
None.
6-1 45
..
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001
MAINTENANCE & OPERATIONS
APITAL OUTLAY
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 Manaaement Plan
Maintain the proposed golf course property to
retain the viability of the project development.
Land Management Program: . Prevent further encroachment of existing
Remove unprotected and insignificant native
habitat.
vegetation from project footprint.
Proiect Processinq Preparation, review and analysis of proposed
Continue environmental processing through golf course plan. USFBW, CDF&G and the Coastal Commission. Retain environmental consultant and process
Process approvals for the golf course.
Meet with Golf Course Steering Committee on an
EIR.
as needed basis.
SIGNIFICANT CHANGES:
None.
8-146
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
PERSONNEL 4,225,016 4,086,735 4,648,340 4,436,288
I 2002-031 I 2001-021 2000-01 I 1999-20001
ACTUAL
4,648,340 4,436,288 4,086,735 4,225,016 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE & OPERATIONS
261,667 272,522 65,485 188,930 CAPITAL OUTLAY
26,569,997 26,947,466 21,733,760 20,268,119
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 Street Maintenance
Recycled
WATER OPERATIONS
Street Lighting
Traffic Signals
kSolid Waste
KEY ACHIEVEMENTS FOR 2001-02:
Received approval and permit amendment from the State Department of Health Services to perform a water
Utilitv Operations
Worked cooperatively with the City's Finance Department to begin reading and billing water customers in Cycles, treatment pilot program using chlorine dioxide at Maerkle Reservoir.
water use.
and achieved significant reductions between when consumption occurs and when a customer is notified of his
spill or contamination of the environment.
and Federal governments.
. Operated 17 sewer lift stations averaging 3.0 mgd of sewage pumped without a failure that resulted in a sewage
Delivered over 20,000 acre feet of potable water, while meeting all the health standards established by the State . Irrigated approximately 835 acres of landscape at 82 use sites with recycled water.
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY ACHIEVEMENTS FOR 2001-02 (Continued):
StreetIConstructionlMaintenance
Implemented the NPDES Municipal Facilities Component to prevent or reduce pollutants in runoff from all
Eliminated a defective (private) lift station and converted it to a gravity system.
Assisted in the development of the Area 5 park site.
Street Maintenance
Implemented the NPDES Municipal Facilities Component to prevent or reduce pollutants in runoff from all
Assisted in the development of the Area 5 park site.
Traffic Sianal Maintenance
Completed conversion to Video Detection Traffic Signal Control Activation at College Boulevard and Faraday
Painted traffic heads at 6 intersections.
installed 10 battery backups at critical intersections.
Completed conversion of traffic signal indicators from 8" to standard 12" LED.
Completed conversion of old SDGBE service point to meet new standard service point meter service
municipal land use areas and activities.
municipal land use areas and activities.
Avenue.
connection.
Street Liahtinq
Converted approximately 25 street lights to flat glass lurninar
Solid Waste Manaaement
Achieved a 59% solid waste diversion rate for reporting year 2000.
Teamed with the City Manager's Oftice on negotiation of, and received approval from Council on, a new transfer
station and disposal services agreement as part of development of a long-term solid waste strategy.
KEY GOALS FOR 2002-03:
Too Qualitv Services
Improve operational efficiencies in PW Maintenance & Operations by increasing efficiencies in productivity for
Develop a STANDARDS OF CARE program for the field operations of the Public Works MSA and an evaluation
the work activity designated by each PW O&M Supervisor within their Efficiency Goal.
program to monitor and ultimately measure our performance.
Ensure effective and efficient collection. disposal and recycling of municipal solid waste generated in the City of
Environmental Manaaement - Prevent or reduce pollutants in runoff from all municipal land use areas and activities by continuing implemented
Carisbad.
BMP's and evaluating their effectiveness.
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
PERSONNEL 1,000,374 1,026,962 1,171,632 1,186,803
MAINTENANCE & OPERATIONS
4,310 6,232 7,513 39,844 CAPITAL OUTLAY
1,328,145 1,517,942 1,007,042 971,454
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.
Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December
2000.
Results
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 activities consist of weed abatement, litter pick-up, debris hauling, cement repair, and
Roadside Maintenance
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.
8149
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE IL OPERATIONS
PAGE TWO
ACCT NO. 0016355
PROGRAM ACTIVITIES (Continued)
AsDhalt Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching.
Paintincl
Consists of grafffti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting.
WORKLOAD STATISTICS
PW STREET MAINTENANCE 2001 STAFF HOUR TOTALS
16.06% 11.3% Customer Services
Roadside
19.26% sqnr
2.57%
SIGNIFICANT CHANGES:
None.
Drainage
21.26%
B-I 50
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016370
NTENANCE &OPERATIONS
APlTAL OUTLAY
WORK PROGRAM:
Maintain the City’s traffic signal system.
PROGRAM ACTIVITIES:
Customer Reauests
Respond to traffic signal repair requests.
Contract Administration
Administer traffic signal maintenance agreement.
USA Markouts
Mark underground utilities in coordination of the Dig Alert system.
Coordinate and inspect the installation and modification of traffic signals
InsuectionlConstruction Coordination
WORKLOAD STATISTICS:
PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS
mCustorner Requests I
40.11% .USA Ma!kOutS
special Pmjects 35.59%
3.13%
SIGNIFICANT CHANGES:
None.
B-151
PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357
1999-2000
ACTUAL
2001-02 2000-01 2002-03
ACTUAL BUDGET BUDGET
231,484 202,609 186,630 178,290 PERSONNEL
MAINTENANCE &OPERATIONS
0 56.000 0 581 CAPITAL OUTLAY
952,811 889,816 641,128 528,823
WORK PROGRAM:
Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Respond to street light repair requests.
Customer Reouests
Troubleshoot or repair of underground circuits and associated equipment.
USA Markouts Mark underground utilities in coordination with the dig alert system.
Surveillance and ReDair
Perform night surveillance to identify and schedule needed repairs.
Svstem UDarades Installation of technological advances.
WORKLOAD STATISTICS:
w lnspclioni
Coordination mSpecial Projects
4% UMiscellaneous
mSyslern Upgrades 4%
3% 7
23.21%
Repair .USA Mar+a~ls]
19% Requests
38.07%
SIGNIFICANT CHANGES: None.
B-152
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312
1999-2000
BUDGET
0
BUDGET
0 0 0 PERSONNEL
2002-03 2001-02
ACTUAL ACTUAL
2000-01
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1,590 751,500 7,176 8,924
0 0 0 0
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are
assessed annually 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 Sewices
Evaluate alternative strategies following drainage studies in light of up-scaled environmental
clearanceslmitigation measures to ensure desired drainage patterns.
SIGNIFICANT CHANGES:
No dredging of the channel planned for budget year.
6-153
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. ~016310/50~6310
1999-2000 2002-03 2001-02 2000-01
ACTUAL BUDGET BUDGET ACTUAL
PERSONNEL 2,238,360
205,801 46,937 53,676 78,326 CAPITAL OUTLAY
18,823,128 18,266,778 15,300,675 14,727,211 MAINTENANCE & OPERATIONS
2,390,299 2,249,715 2,160,295
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.
PROGRAM ACTIVITIES:
Administration . Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities;
maintain oavroll records and time card administration; coordinate interdepartmental and interagency
communications .,
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to insure safe and efficient distribution and collection systems.
Water ODerations
Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and
disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations.
Cross Connection Control
Implements and enforces cross connection control of potable and recycled water systems to ensure a safe supply of potable water, and compliance with State and Federal regulations.
Meter Services
Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers and assist Construction and
Maintenance operations.
PERFORMANCEIWORKLOAD 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 1997-98 1,354 1,353 99.2%
1,343
1
98.1%
1998-99 1,428
1999-00
3
1,615 1
1,425 99.0%
1,614
2000-01
99.9%
1,725 3 1.722 99.8%
8-154
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE &OPERATIONS ACCTNO. 501631015026310
PERFORMANCEMlORKLOAD MEASURES (Continued)
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 Total Hours Distribution Lines Distribution Line
1998-99 18 350
1999.00
.05 17 400
2000-01
.04
0 410 0.00
Miles Hours/Mile
Water Deliverv Efficiency
Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use
in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA
recommends that the loss after treatment be maintained at 10% or less.
Fiscal Year Water
1996-97
LOSS
1997-98 2.08% 2.66% 1998-99 4.87% 1999-00
2000-01 4.29%
5.36%
Cost of Service
Fiscal Delivered cost of
Year (AC.-FT.) Selvice
Cost for AC.-FT.
1999-00
Delivered
20,069
2000-01
$18,393,999 $916.54
21,135 $19,375,900 $916.77
WORKLOAD STATISTICS:
Water Service Turn- Operations/System
Daily
Off/On ~~i~~~~~~~~ Flow Control Station
9% 15% Maintenance
20,.
Water Use Data Collection Valve Maintenance
29% 21%
Maintenance
Fire Hydrant x. placemenVRepair
Fire Hydrant
18% 5%
SIGNIFICANT CHANGES:
Several positions were allocated to water from sewer to accurately reflect the work performed for each program
B-I55
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE &OPERATIONS ACCT NO. 5116310
1999-2000
BUDGET ACTUAL ACTUAL
2000-01 2001-02 2002-03
BUDGET
664,730 588,775 764,731 694,540
MAINTENANCE & OPERATIONS 3,562,581 3,881.613 4,765,143 4,735,862
CAPITAL OUTLAY 55,204 6,300 53,500 4,296
PERSONNEL
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. Sewage is treated by the Encina Wastewater Treatment Plant, a facility jointly
owned by the Cities of Carlsbad and Vista, the Leucadia County Water District, the Vallecitos Water District, the
Buena Vista Sanitation District, and the Encinitas Sanitary District..
PERFORMANCE MEASURES:
Sewer Svstem Reliability
Total Gallons Spilled Benchmark
895,651
1999-00
895,651
2000-01
Total Feet of Mains 2,116,992 765,600 765,600
Total Gallons per Foot 1.17 1.17 765,600
2.77
Sewer Cost Efficiency
1997-98 1998-99 1999-00 2000-01 Fiscal Year Expenses
Flow - mgd $2,364,962.00 $2,244,852.00 $2,233.201.00 $2,308,593.00 5.10 5.98 Annual Flow 1,861.50 6.34 6.50
$/mg $1,270.00
2.182.70
$1,028.00
2,314.10
$965.00
2,372.50
$973.06
WORKLOAD STATISTICS:
Sewer Lateral Main
Stoppage
4.9% FTE
Sewer Lateral Main
Research
3.9% FTE
SIGNIFICANT CHANGES:
None
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02
PERSONNEL
2002-03
0 0 0 0 CAPITAL OUTLAY
149,747 224,928 207,568 87,359 MAINTENANCE & OPERATIONS
BUDGET
73,663 69,520 53,088 61,317
BUDGET
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 (El .5%) rate solid waste Services as "Good or '"Excellent".
Customer Satisfaction
Residential rates (adjusted for City fees) are third lowest in the County.
Cost Efficiency
Year 2000 Diversion rate as reported to the California integrated Waste Management Board: fifty-eight percent
Diversion
(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 Advisoly 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 Services contract; and review reports and rate requests from authorized
RecvclinaIDiversion
Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional
programs. recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling
SIGNIFICANT CHANGES:
Additional funds have been budgeted to perform a rate study in fiscal year 2002-2003,
..
6-1 51
8-158
2002-2003 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 $38 million in new
appropriations and projected revenues during the fiscal year are estimated at $32.9 million. As
the City continues to grow and develop, there is a corresponding increase in thedemand 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 GrowthManagement 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 current and
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:
citizens] or to comply with growth management -or legal
mandates?
2. Is the project needed soon for growth management
compliance?
3. Is the project needed now for other City standards
(example: ball field standards)?
4. Is the project needed soon for other City standards?
5. Does the project complete or provide part of the basic
infrastructure (example; a linking'road segment)?
timing or funding opportunity)?
6. Are there other reasons to construct the project (example:
C-l
2002-2003 CAPITAL IMPROVEMENT PROGRAM
FUTURE GROWTH AND DEVELOPMENT
In order to estimate future revenues from development, several assumptions about the rate and
type of growth need to be made. These assumptions can change from year to year and
correlate with the economic climate.
Every year, City staff evaluates all existing and future development projects and compares these
projects to the buildout capacity of the City using adopted general plans. Information about
existing building activity combined with estimates of how remaining net developable land might
develop are then summarized to prepare future projections 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 to 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
GROWTH MANAGEMENT IMPLEMENTED ACTUAL I ESTIMATED
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, and estimates 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
c-2
2002-2003 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
Residential Non-Residential
Year
2001-2002 current 733 817,829
2002-2003 648 663,794
2003-2004 1,112 912,633
2004-2005 1,001 962,393
2005-2006 964 974,510
2006-2007 925 1,034,120
Years 6-10 2,505 6,258,156
Years 1 I-buildout 2,718 3,030,842
Total Future 9,873 13,836,448
REVENUES
Revenues for Capital Projects from now until buildout total $427 million and may be segregated
into five 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, 4) Infrastructure Maintenance and Replacement
transfers from the General Fund, and 5) other sources including grants, bond issues, and
contributions from other agencies.
Funding Sources 2002-2003 to Buildout
Total Revenue = $427 million
Development Special WaterlSewer Infrastructure Other
Fees Districts Replacement Maintenance Agencies
Approximately 38% 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),
c-3
2002-2003 CAPITAL IMPROVEMENT PROGRAM
Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such
as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 12% of
the total. Water and Sewer replacement revenues generated by user fees equal approximately
6% 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, and equal 22% of future estimated revenues. The remaining 22% consist of
revenues from other agencies 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 Traffic Impact Fees (TIF), the
number of average daily trips was computed for each type of
development use. A multi-family residential dwelling unit is assigned
eight trips per day and a single-family unit is assigned ten trips per day.
Each residential trip is valued at the current TIF of $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 commerciallindustrial 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
this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has
revenues, since some projects previously funded from these sources are now funded through
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
auadrant of the Citv. The fees are based on the acauisition cost of Darkland. 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.
2002-2003 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
Faraday Avenue extensions. City staff is currently working with property owners with pending
developments in those areas to assist in the formation of those financing districts.
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 $353.3 million.
CIP Project Statistics
Type of Project Quantity Total Cost
StreetslCirculation 81 $1 15,380,662
Parks 16 63,804,200
Sewer 29 74,200,402
Water 31 25,960,937
FacilitieslCivic 13 37,562,700
Drainage 7 17,749,000
Other (loans) NlA 18,675,548
Total Future 177 $353,333,449
~~
Expenditures by Category
2002/2003 to buildout
Total = $353 million
120
100
80
60
40
20
0
Civic hainage Parks Sewer Water Streets Loans
c-5
2002-2003 CAPITAL IMPROVEMENT PROGRAM
The largest expenditure category is for street and traffic signal construction projects. which total
$1 15.4 million or 32.7% 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
Proposed Major Road Projects
C-6
2002-2003 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 VistalCarlsbad
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 $63.8 million, or 18.1%.
Park projects include acquisition andlor 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 111
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 (7.3%). 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 $37.6 million, or
10.6% 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.
C-7
2002-2003 CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below; their locations
can be seen on the map in the previous section.
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 Communitv 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 Camino 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.
Alga 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 It - Within the next five years, development of the final phase of
Poinsettia Park is scheduled. Plans include a community center/gymnasium. 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. 3 and 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. Fire Station No. 3 located in the northeast quadrant of the City, will be relocated
east towards Calavera Hills to better serve the growth in that area.
Drainage Facilities - Funding for the construction of drainage facilities along College
Blvd. and Cannon Road are scheduled next fiscal year.
VistdCarlsbad Interceptor- The Vista/Carlsbad Interceptor project involves installation of
a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the
C-0
2002-2003 CAPITAL IMPROVEMENT PROGRAM
Encina Water Pollution Control Facility. There are three phases left to complete this
project: the Agua Hedionda Lift Station, an interceptor in the Agua Hedionda bridge
structure, and interceptor from the Agua Hedionda Lagoon to the Encina Water Pollution
Control Facility. 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 Proqram - 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
Program reflects the commitment of Carlsbad's Council and staff to continue providing its
residents with a better quality of life.
... .
"
.. .
."
c-9
2002-2003 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.
c-I 0
2002-2003 CAPITAL IMPROVEMENT PROGRAM
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600l
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1. A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds
not only from the General fund, but also each classification of fee as well.
3. Fees collected by a city or county must be spent or committed to a project within a five-year
period. Funds are viewed to be committed if they are programmed to be spent on a specific
project(s). If the money is not spent, findings must be made describing the continuing need
for that money each fiscal year after the five years has expired. The City of Carlsbad
commits the revenues from these fees through its Capital Improvement Program budget.
This budget, which is adopted by the City Council, sets forth the City's Capital expenditure
program from the current year to projected build out of the City. The expenditure plan is
updated annually as part of the City's budget process.
4. Refunds must be made only if the City cannot make the required findings. At this time, no
refunds are due because the City's Capital Improvement Program commits all AB 1600 fees
to projects to be constructed both in the current year and in the future.
c-I 1
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY2001-2002
JULY 1.2001
UNRESERVED ESTIMATED
ESTIMTED ESTIMATED JUNE 30.2002
CAPITAL DEBT SERVlCE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
ASSESSMENT DISTRICTS 596.858 16,668 123.280 0 490,246
BTW2 - POlNSElTlA LANWA'JIARA PKWY
BTW3 - CANNON ROAD WEST
CFD X2 - RANCHO SANTA FE ROAD
CFD X1 - ClTWYlDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCNRE MAINTS REPL
OTHER
PARK FEE ZONES 5.13.16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAING
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER CONNECTION
SEWER BENEFITAREAS
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETMIGHWAY
TRANSNETIBIKE
TRANSNETlSTP
TRANSNETILOCAL
WATER -RECYCLED WATER
WATER. MOR FACILITY
2,582.427
3,243,453
41,947,966
17,525,663
6,995,282
8.863.347
1,187,465
346,734
11,059
5,406,673
1.926.602
575.836
886,007
1,262,116
5,406,109
315.391
818,040
30.751.803
7,108,290
922,226
5.062.896
30.043.610
15.953.333
5.367.590
188.304
0
900.902
9.263.257
1,449,577
10,811,420
3,835,005
579.115
103,265
5,918,573
1,065,538
1,796.655
3.a92.720
0
38.389
815.148
3.354978
791.622
515.974
436.254
160,590
369,488
173,671
1,774,079
290,775
5,102,603
20.226
8,798.731
371.173
2,365.171
1,174,330
27,422
2w.000
251,548
28,861
44,127
34.320.300
2.755.738
1333,041
949,761
17,869.178
5.556.478
1.634.098
2.399.299
129.864
0
683.718
2,426.173
1.033.915
660.61 1
16.871
3.644
402.372
177.606
129.447
947.100
7,504.950
57,989
389,809
9,072,874
2.915.378
236,288
145,408
172,550
7,232,324
230.239
1.624.338
852.139
1,691.221
1.471.944
0
0
0
(1471,944)
0
(300,000)
0
0
0
0
0
0
(192,150)
(568,387)
(19.427)
661,522
0
0
0
0
(942,161)
0
0
0
0
300,000
0
(2.024.808)
0
(131.024)
3,683,725
1.513.678
29,997,361
16,957,103
10,356,768
1,763,515
216,870
925,854
292,051
142,489
7,727,736
741,370
1,489,349
732,782
263.080
4,833.807
1,640,890
28,349,456
7.935.269
884,463
5,044,062
28,827.306
15,403,126
70,318
6,305,632
699.524
27,450
2,582,481
€41.585
36.333.060
9.918.012
WATER - REPLACEMENT 22,728.736
TOTAL
2.961.560
244,283.779 80.515.293
804.798
71,230.211 (2.411.617)
24,366.646
251.157.244
2.128248
c-12
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2002-2003
JULY 1.2002
PROJECTED ESTIMATED
BALANCE REVENUES FUND
ASSESSMENT DISTRICTS 490.246
BTWZ - POINSETTIA LANUAVIARA PKW 3,683,725
c
1,620,701
BTWM -CANNON ROAD WEST 1.513.678
CFD 111 - CIWDE
135.25:
29,997,361
CFD #2 - RANCHO SANTA FE ROAD
3,870.751
GAS TAX
16,957,103
1,763,515 2.469.681
I
GENERAL CAPITAL CONST. 10,356,768 c
GOLF COURSE
GRANTS -COUNTY
216,870 t
GRANTS -FEDERAL
925,854 I
GRANTS -STATE
INFRASTRUCTURE MINT 8 REPL 7,727.736
OTHER
PARK FEE ZONES 5.13.16
741,370
PARK-IN-LIEU NE
PARK-IN-LIEU NW 263.080 32,619
PARK-IN-LIEU SE 4,833,807
PARK-IN-LIEU SW 1,640,890
86,664
8.869
PLANNED LOCAL DRAING
PUBLIC FACILITIES FEE
7,935,269
28,349.456
603,266
3,397,914
REDEVELOPMENT BONOS 884.463
SEWER BENEFITAREAS 5,044,062
0
400,000
SEWER CONNECTION 28,827306
SEWER REPLACEMENT
1,977,500
15,403.126 1,400,000
TRAFFIC IMPACT FEE
TDA 70.318 70,000
TRANSNETlBlKE
929.395
27.450 0
TRANSNETIHIGHWAY 699.524
TRANSNETILOCAL
1.211.000
2.582.481 4,600.000
TRANSNETISTP
WATER - MAJOR FACILITY 9.916.012
541.565 0
817,740
WATER - RECYCLED WATER
WATER - REPLACEMENT
36,333,060
24.366.846
160.000
TOTAL 251,157,244
3,841,860
32,868,249
142,469 t
292,051 c
3.600.00C
1.151.00~
141,794 732,782
1,489,349 342.21 I
6.305.632
CONTlNUlNG
2001-2002
NEW
APPROPR. APPROPR.
335.010 153,000
468.584
130,535
14.871.611
16,137.578
1,308,410
4.731.143
216,870
0
0
110.000
0
1,699,687
1,338,300
0
0 0
50,167 229,065
0
814.400
1,151,000
533,128 870.000
5.000
0 0
4.622.393 0
126,149
1,184,585
11,349
13,000
219,100 1,000,000
2,679,281 2,854,000
3,050,000
304,000
0
7,302.881
3,132,599
70,000
470.000
0
364.212 1,471,000
813.258 6,300.000
319,614 0
2,662,107
33,431,004 2,124,527
12.116.382
137,213,712 37.971.744
1260.178
18,463,451
580,335
2,660,211
6,269.259
7,615,973
68.849
2,082.593
27,450
4.762.008
2002-2003
TOTAL CIP
APPROPR.
488.01C
468.58'
130.53:
14,981,611
16.137.57t
3,008,091
6,069.44:
216.87C
c
126.14s
279,232
1,798,986
18,000
1203.128
0
4,622,393
1,219.100
1,162.346
5,533,281
21,513,451
884.335
2.660.211
13.572.150
10.748.572
2.552.593
138.849
27.450
7,113,268
1,835,212
319.814
35,555,531
7,424.1 15
13,376,560
175.185.456
JUNE 30,2003
PROJECTED
BALANCE
4.835.841
2.236
1.518.395
18,886,509
1,225,105
819.525
4.287325
925.854
0
16.340
9.528.751
12.819
730.021
856.576
295,699
628.433
298.078
3,005,254
430,679
10.233.919
128
2.783.851
17,232.656
6,054.554
4,682,434
1,469
75.312
0
321.751
69.213
3.31 1,637
937,529
108,840,037
14.832.146
c-13
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
ASSESSMENTDISTRICTS 9.494.392 17 402 714 99.664 16.668 0 ~~ ~
BTDW - POINSETTIA LANElAVlARA PW
BTW3 - CANNON ROAD WEST
CFD 112 - RANCHO SANTA FE ROAD
CFD #I - ClPNVlDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS -COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE MINT a REPL
OTHER
PARK FEE ZONES 5.13.16
PARK-IN-LIEU NE
PARK-IN-LIEU SE
PARK-IN-LIEU NW
PARK-IN-LIEU SW
PLANNED LOCAL DRAING
REDEVELOPMENT BONDS
PUBLIC FACILITIES FEE
SEWER BENEFITAREAS
SEWER CONNECTiON
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETIBIKE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNETISTP
WATER -MAJOR FACILITY
WATER - RECYCLED WATER
..
213,180
15,164,782
291,424
2,247,234
1,610,623
1,581,221
289,482
293,629
79,745
45,414
NIA
2,471.355
1.203.795
89,997
207.517
701,093
326.350
8,562.805
1,061,677
254,554
452,181
5200.226
1,750,325
1.691.916
321.253
3,310,960
1,524
,
508,690
13.675.926
732.389
7.881.331
1,621,261
1,048,117
299,443
392,844
63.526
2,056.779
341,082
251.326
426,600
178,334
93.634
505.356
346.922
9,802.551
955,131
429.837
112.219
7.835.353
2,045,988
6.020.054
80,458
1.030.781
1.256
1,196.818
13,431,776
2,058.987
1.817.868
5,470,004
821,023
0
17,008
1.593.186
3,415.471
294,547
328,364
197,908
299,488
107.109
575.018
327.437
11.200.696
818,567
65,394
6,273,019
1.193.530
3,517,708
216,490
2,274,739
85.482
0
579,115
5.918.573
103,266
1,065,538
3,892,720
1,795,655
38.389
0
791.622
815.148
3.354.978
515,974
436,254
160,590
369,488
173.671
290.775
1,774,079
5,102,603
20.226
371,173
8,798.731
2,365.171
1,174,330
27.422
200.000
28.861
1,620,700
135.252
3,870.758
0
2,489,687
0
0
0
0
0
3.600.000
1,151,000
141,794
342,211
32.619
88,664
8.889
3,397,914
603.286
0
1,977,500
400.000
1.400.000
70.000
929.395
0
1.211.000
4.103.007 I 8.248.042 2.186.597
127.491 98,380 60.903
251.548
44.127
3.738.617 4.182.167 4,746.830 2.961.560
1,073.366
4,600.000
0
3.841.860
2,091,983 652.387 2,755,738 817.740
WATER - REPLACEMENT
TOTAL CAPiTAL FUNDS
2,508,152
49227,405
10,683,240 4,159.407
101,206,217 69.570.013
34,320,300
80,515,293 32,868,249
160,000
Note: Revenues include interiund loans and Pansfen
C-14
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1999-2000 2000-2001 2001-2002 (1)
FUND ACTUAL ACTUAL ESTIMATED
ASSESSMENT DISTRICTS 11,924,563 84,523 123.280
BTD112 - POINSEniA LANUAVIARA PW
CFD #l - ClTYWlDE
BTW3 -CANNON ROAD WEST
CFD 112 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS -COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE MAlNT 8 REPL
OTHER
PARKFEEZONES 5.13.16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PUBLIC FACILITIES FEE
PLANNED LOCAL DRAING
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER REPLACEMENT
SEWER CONNECTION
TRAFFIC IMPACT FEE
TDA
TRANSNETIBIKE
TRANSNETIHIGHWAY
TRANSNETILOCAL
TRANSNETISTP
WATER -MAJOR FACILITY
WATER -RECYCLED WATER
1,213,557
742,315
16,748,124
3,661,865
1.822.728
533,719
1.114.278
1.670.154
6.834
280.2%
2,588,302
0
4,330,562
0
0
18.900
0
917,040
2,339,380
10,733
2.085.199
466.244
721.280
160,468
1,656,187
27.603
905.021
2,520.005
2,698,172
0
322.818
1,129,000
499.500
2,979.486
946.720
1,812,074
258.440
805,291
200.000
36,228
17.008
0
392,320
10.184
408.402
0
0
0
655.081
9,156,779
756,933
43,316
1,587.897
2,389,869
129.000
1,225,108
209.467
0
718.530
1.862.247
68.047
166.387
(522,183
17.869.178
1,833,041
7.028.422
1.634.098
2.399299
129.864
683.718
300,000
2,426,173
1,033,915
660,611
3.644
421,799
209,021
745,973
(532,075
947.100
7.504.950
389.809
57.989
10,015.035
2,915,379
236.288
145,408
230.239
172.550
6.932.324
852.139
3,649,146
1.822.245
WATER - REPLACEMENT
TOTAL CAPITAL FUNDS
1,386,764
62,875,111 29.955.502 73,641,828
1,323,450 1,407,665
(1) 2001-2002 estimated ammt indudes actual expendihlres and encumbrances.
2001-2002
CONTINUING
2002.2003 2002-2003
APPROPR.
NEW
APPROPR.
TOTAL CIP
APPROPR.
335.010 153.000 488.010
468.584 0
130,535
14,871.611
0
110,000
16,137,578 0
1,699,687
1,338,300
216.870 0
0 0
0
50,167 229,065
614,400
1.308.410
4,731,143
126,149
1,184,585
11.349 1,151,000
13,000 5,000
670,000
0
4,622,393 0
219,100 l,Wo,OW
2,854,ow
M4,WO
0
7,302,881
3,132,599
70,000
2,062,593 470,000
0
1,471,000
6,3W,OOO
0
4.762.W8 2,662,107
2.124.527
533,128
0
2,679.281
18,463,451 3,050,WO
560,335
2,660,211
6,269,269
7,615,973
68,849
27.450
364.212
813.266
319,814
33.431.004
468.584
130.535
14.981.611
16,137.578
3,008.097
6,069.443
216.870
126,149
0
Z79.232
1,798,085
1,162,349
18.WO
1,203,128
0
4.622393
1.219.100
21.513.451
5.533.281
884.335
2,660,211
13,572,150
10,748.572
138,849
2.552.593
27.450
7.113.268
1,835,212
319,814
35.555.531
7.424.115
.. ..
12,116,382
137213,712 37,971.7u
1,260,378
175.185.456
13,376,560
C-15
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
PROJECT
JOB KEY PROJECT TITLE BUDGET EXPENC FUND
TOTAL PRIOR
CIVIC PROJECTS
AMERICANS WITH DISABILITES ACT iAOAl PROJECTS
3831 1 ADA. CANNON PARK
NEW HOLIDAY PARK - RESTROOM IMPROVEMENTS
GCC 70,500 25,699
IM&R
GCC 3441 1 ADA - MISCELLANEOUS FACILITY MODIFICATIONS
162.200
741,000 543.615
ADMINISTRATIVE FACILITIES
36851 POLICE 8 FIRE CAD IMPLEMENTATION
36951 POLICE &FIRE TRAINING FACILITY FEASIBILITY STUDY
POLICE 8 FIRE FACILITIES
GCC 2,221,000 864,822
GCC 45.000 27,500
PFF 895,000
GCC 216.600 17,483
PFF
GCC
FIRE STATION # 3 RELOCATION
36881 FIRE STATION t)5 STORAGE BUILDING/RESTROOMS
FIRE STATION #6 - (PERMANENT)
36861 POLICE TRAINING RANGE - RELOCATION
1,025,000
950.000 91.952
LIBRARY FACILITIES
COLE LIBRARY EXPANSION (35%)
COLE LIBRARY EXPANSION (65%)
CFW(1 4.608.000
PFF 8,320,000
PFF 32441 SOUTH CARLSBAD LIBRARY
33701 SOUTH CARLSBAD LIBRARY CFD#I 14,450,995
396.417 393.483
14,353,672
MISCELLANEOUS PROJECTS
34553 COASTAL RAIL TRAIL (CMAC!) - PROJECT STUDY REPORT
34554 COASTAL RAIL TRAIL
FED GRNT 1,568.000 1,441,851
TRANSNET/BlKE 200,000 172,550
110.000
CFWI 1,430,000
NEW COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT GCC
CFWl ADMINISTRATION
34691 OPPORTUNISTIC SAND PROGRAM
34692.93 OPPORTUNISTIC SAND PROGRAM
GCC 65.542 46.175
ST GRANT 138,898 113,175
GCC
GCC
390,000 275,763 36341 PUBLIC WORKS INVENTORY AND FAC MAlNT PROGRAM
3861 1 SENIOR CENTER COURTYARD LANDSCAPING 30,000
REDEVELOPMENTPRWECTS
FACILITIES MAINTENANCE
35101 ASBESTOS SURVEY
38321 CALAVERA HILLS CENTER - OFFICE EXPANSION
3RMl HARnlNr: CFNTFR - FAUS
GCC 40,000 12,916
GCC 25.000 1,227
CP,. I" on" " "
38341 HARDING CENTER -KITCHEN REMODEL
- - " . . .. .. ._ . . . - - -. . . -, . , , , , ._ ""I I","""
3516/77 MISCELLANEOUS FACILITIES MAINTENANCE
GCC 20.000 7.650
GCC 506,561 471,267
GCC 50,000 18,382
GCC 200.000 54,456
36381 SAFETY CENTER - BUILDING IMPROVEMENTS
35761 SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT
36422 SFNlOR CFNTFR. RFCOAT ROOF Ih1LD Iln n"n
PARKPROJECTS
GITYW
35781 BUSINESS PARK RECREATIONAL FACILITY
30721 CARLSBAD MUNICIPAL GOLF COURSE
VETERANS MEMORIAL PARK
IDE PARKS
ZONE 5 2,644,000
GOLF COURSE 5,810.405 5,593,535
CFWI 16.129.000
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10
FORWARD 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012
BUILDOUT
2012 +
22.301
162.200
22.500
141.000 56,385
10,135.000 10.135.000
4,600,000
9.015.403
2,200.000
1,356.178
17.500
199,117
895,000
858.048
25.000 1,000,000
.~ 4.608.000
2.934
97,323
8,320,000
~~ 27.450
110.000
110.000 110.000 110.000 110.000 110,000 550,000 330.000
19,367
1c 711
114,237 I
Iln "",, I
55.000
495.215
15,022
15,098
20.000
264,000
20.000
19,348,450 874,700 110,000 11,245,000 11,140,000 110,000 13,478,000 330,000
23.773
27.084
10.000
12.350
35.294
110,542
31.616
35.000
240.000
40.107
307.734
16.966
275,000
13,000 5.000 2,626,000
8,064.000 8,065,000
216.670
c-19
DETAIL SCHEDULE OF CAPITAL PROJECTS EY CATEGORY
FISCAL YEARS 200212003 TO BUlW OUT
PROJECT
JOB KEY PROJECT TITLE
TOTAL
BUDGET FUND
PRIOR
EXPENC
NORTHWEST QUADRANT PARKS
NEW BEACH ACCESS IMPROVEMENTS lM8R
CANNON LAKE PARK (6.7 ACRES)
36351 CHASE FIELD BATHROOMISNACK BAR BLDG REPL
38631 HOLIDAY PARK - PLAYGROUND EQUIPMENT
50,WO
PFF 947,000
GCC
lM&R
190,000 48,835
HOSP GROVEBUENAVISTA LAGOON REC'L IMPROVEMENTS PIL-NW
85.000
2.980.000
36961 KRUGER HOUSE PRE-SCHOOL TOT LOT GCC
35191 MISCELLANEOUS BEACH ACCESS REPAlRSlUPGRADES
35.000
GCC
38022 PARK SITE DEVELOPMENT - PINE SCHOOL
70,000 58,548
PFF 6,896,000 189,990
IM8R 162.200 NEW SWIM COMPLEX - FlLTRATlONlHEATlNG RENOVATIONS
38561 LARWIN COMMUNITY PARK (22.3 ACRES)
NORTHEAST QUADRANT PARKS
PARK RESTORATION AN0 ACQUISITION PIL-NE
PIL-NE 1,220,000 16,872
36981 PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK
4.500.000
PFF 4,550.000
3801 1 PARK SITE DEVELOPMENT (15 ACRES) PIL-NE 3,000,000
38371 ALGA NORTE LAND ACQUISITION
38372 ALGA NORTE PARK - PHASE I (30 ACRES)
SOUTHEAST QUADRANT PARKS
PIL-SE 4,800,WO 177.607
PFF 8,250.000 13,499
PFF 5,936,000
PFF 5,568,000 5,054,348
35791 STAGECOACH PARK DRAIN (LOWER LEVEL)
PFF 1,703,000
GCC
38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY GCC
15,000
25,000
ALGA NORTE PARK - PHASE II (50 METER POOL)
34561 LEO CARRILLO PARK - PHASE I 8 II
LEO CARRILLO PARK - PHASE 111
SUBTOTAL PARK PROJECTS 98,486,495 12,075,299
6.581
DRAINAGE PROJECTS
c-20
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 4 YEAR 5 YEAR 6-10
FORWARD
YEAR 3
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012
BUILDOUT
2012 +
5o.m
I (147 """
141.165 I
85,000 I
I ? mn nnn
35,000 I
11,452 I
510,010 I 900.000 5,296,000
I <C?.l""
533.128 670,000
4,550,000
4.500.000
3.000,000
10.116.395 1,ow.ow
219.100
2,700,000
600,000 6,600,UW
75,311
GO" C""
4,622.393
236,501 700,000 7,300.000
5,936,000
CI1 Cril
I
I c ,Inn I
1,703,000
22,606.996
18,419
3,487,200 12,596.000 600.000 6,600,000 14.000,OOO 25,521,000
280,400
2,6M),OW
80.000
I) I"" "no
112,331 I I
! 10.936.000
9M """ I 9.562 I
275.000 I I <"n nnn I
.E" 914 I 30.457 1
319,814 I
426.305 I I 1,279,000
80,000
18,600
3,889,319 2,854,000 80,000 500.000 14,315,000
c-21
DETAIL SCHEDULE OF CAPlTAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
Den ICrr TOTAL PRIOR . .._I".
JOB KEY PROJECT TITLE FUND BUDGET
SEWER PROJECTS
WPENC
34891 BUILDING IMPROVEMENTS SEWER CONN 1,787,249 486.916
36691 CAPITAL PLANNING /SERVICES
34111 CAPITAL ACQUISITIONS - UNIT I SEWER CONN 3,415,037 525,624
SEWER REPL 1.910.023 235,524
SEWER REPL
36681 FLOW EQUALIZATION PROJECT SEWER CONN
SEWER CONN
8.189.252 41,329
38071 PHASE V EXPANSION SEWER CONN 11,692,762 76,453
13,082,183
38061 PHASE V EXPANSION -INTERIM CAPACITY SEWER CONN
34491 PLANT REHABILITATION
222,297
SEWER REPL 2.908.523
157,995
1,113,297
36701 PUMP STATION INTERFACES
36661 TECHNOLOGY MASTER PLAN
SEWER REPL 59.662
SEWER CONN 1.160.942 312.661
25,000
ENCINAWATER POLLUTION CONTROL FACILITY
COGENERATION REHABILITATION 581,447
PHASE IV EXPANSION - DEBT SERVICE
WATER DISTRIBUTION SYSTEM
33762 "D" RESERVOIR - PHASE II WATER CONN 3,984,500
33761 "D' RESERVOIR - PHASE II WATER REPL 1,328,000
580 ZONE SECONDARY SUPPLY WATER CONN 256.000
680 ZONE SUPPLY
3W11 AVIARA PARKWAY- POlNSETTlA LANE TO PALOMAR AIRPORT ROAD
WATER CONN
WATER CONN
550.000
38421 CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR
495,000
WATER CONN 250,000
35341 CANNON ROAD WEST TRANSMISSION MAIN WATER CONN 2,864,457 2,257,707
c-22
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10
FORWARD 2002.2003 2003-2004 20042005 20052006 2006-2007 2007-2012
BUILDOUT
2012 +
206.398
96.820
1,093,935
267.445 112.099 112,099 112,099 112,099 52,101 276,135
259,016
2,870,987
124.050 124.050 124.050 124.050 124,050 657,868 1,512,475
630.422
322,431
2,734,201 2,542.735
942.161 936.199 936,256 939.581 936.394 4,671.045 3,720,547
713,406 7.467.810 3,435,093
232.196 66.987 74,430 74,430 74,430 74.430 394.479 803.844
375.127 444,595
64,302
17.649
28.559
17,013
175.000
256.921
100,000 355,000
233.000
408.890
563
C-23
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
TOTAL PRIOR
RECYCLED WATER PROJECTS
34861 INDUSTRIAL PARK SYSTEM
DEBT SERVICE ON STATE LOAN RECL WATER 1,880,702
35861 1-5 RECYCLED WATER TRANSMISSION LINE
RECL WATER 1,179,539
RECL WATER
316.328
38291 RECYCLED LINE - POINSETTIA BRIDGE RECL WATER
140,OW 19.595
36751 RECYCLED WATER PH II RECL WATER
240,OW 157.797
600,000
36753 RECYCLE0 WATER PH II -TREATMENT FACILITY
584.285
38871 RECYCLED WATER PH I1 - PIPELINES
RECL WATER
RECL WATER
12,860,000
15,800,000 1.519.rz4
38881 RECYCLED WATER PH II - FLOW EQUALIZATION
38891 RECYCLED WATER PH I1 - PUMP STATIONS
RECL WATER
RECL WATER
36752 RECYCLED WATER PROG-PHASE II
2,600,000 806
WATER REPL 4.W0,OOO
RECL WATER
2.9ro.ooo
34871 PUMP STATION UPGRADE
z.wr6r
SUBTOTAL RECYCLED WATER PROJECTS 42,670.241
400.000
4,987,302
C-24
DETAlL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
BALANCE
FORWARD
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012
BUILDOUT
2012 +
133,000
142.000
50,000
51.625 172,674
500.000
421.000
7 I"" """
3,050,195 I
I 0" nnn
I
942.120 I 148,750
25.000 I 305,000
I 117" nnn
200,000 400.000 400,000 400,000
604,000
145.500
98.055
Rn nnn rnn nnn
180.769 I
1Cn no7 I
I
144,000 I 20,000 100,000
100.000 100.000 1.400.000
I
t.024.682
195.178 196,272
1,030,426 I <.E. nnn
365.226
22.374
10,650,191
4.126
3,922,265 4,155,450 400,000 500.000 500,000 13,842,500
159,527 159.527 159.527 159.527 159.527 797,635
663.21 1
120,405
82,203
285.432
1,611,233
35.042237
400,000
519.527 559,527 159,527 159,527 159.527 797,635 285,432
(2-25
PROJECT
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
TOTAl PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
~~
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
TRAF SIG -ALGA ROAD AND CAZADERO GAS TAX
NEW TRAF SIG - ALGA ROAD AND XANA WAY
150.000
GCC 150,000
TIF
ASMT DlST
33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
33692 TRAF SIG . AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
33693 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
30.000 10,290
593,000 226.172
NEW TRAF SIG - CALLE BARCELONA AND PASEO ALlSO
NEW TRAF SIG - CALLE BARCELONA AND PASEO AVELLANO
GCC 170.000
GCC 150,oW
GCC 150,000
PFF 150,000
PFF 125,000
0
PFF 150,000
PFF 150.000
0
PFF 110.000
125,000
150,000
150,000
150,000
GAS TAX 80.000
GCC 158,550 123,429
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL
12,100
PFF
12,000
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRNE
115,000
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE
PFF 110.000
PFF 100.000
GCC 150,000
TRANSNET-LOC 1.200,000
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAF SIG - CAMINO VlDA ROBLE AND YARROW DRIVE
35251 TRAF SIG - CANNON RDIPASEO DEL NORTE (SEE CANNON RD WIDll-5 TO PASEO DEL NORTE)
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STREET PRO,
TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS
38461 TRAF SIG . CARLSBAD BOULEVARD AND CHERRY AVE GCC
TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE GAS TAX
TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET GAS TAX
GCC NEW TRAF SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD.
TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA
38471 TRAF SIG - CARLSBAD VILLAGE DRIVE AND PONTIAC
38481 TRAF SIG - CARLSBAD VILLAGE DRIVE TIMING UPGRADE GAS TAX
38621 TRAF SIG - COLLEGE BOULEVARD AND TAMARACK
NEW TRAF SIG - EL CAM. REAUPLAWMARRONIHOSP WY
38001 TRAF SIG - EL CAMINO REAL AND POINSEPIA LANE
38451 TRAF SIG - EL CAMINO REAL CORRIDOR STUDY
36461 TRAF SIG - FARADAY AND CANNON ROAD
PFF 204.250 0
GCC 29,000
PFF 125,000 67.554
GCC 125,000
TIF 150.000
NEW TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRAF SIG - FARADAY AVENUE AND ORION STREET
36211 TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE GAS TAX
GCC
GCC
TRAF SIG - LA COSTA AVENUHNUEVA CASTILLA GCC
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD
150,000 8,091
150,000
125,000
125,000
PFF 150,000
GCC
PFF
150,000
250,000 125,000
NEW TRAF SIG - LA COSTA AVENE AND CALLE MADERO
NEW TRAF SIG - MONROE STREET AND HOSP WAY
36441 TRAF SIG - PALOMAR AIRPORT ROAD AN0 MELROSE DRIVE
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAC 91G. DnlNSFTTld t ANF ANn FlRl,2&NTlNF RnAn
GAS TAX 125.000 m-r 1, f9CI -.- , -...".....I...-....-I "-
TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET
_. I ,"-
38591 TRAF SIG - POINSETTIA LANE AND MELROSE DRNE
38491 TRAF SIG - POlNSETTlA LANE AND PASEO ESCUELA
PFF 150.000
PFF
GAS TAX
244,676 119.676
150.000
GAS TAX 125,000
PFF 150.000
GCC
GCC
125,000 233
125,000
GCC 125,000
PFF 150.000
PFF 150,000
7 am m
TRAF SIG - POlNSETTlA LANE AND SNAPDRAGON DR
TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRNE (SOUTH)
34061 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
NEW TRAF SIG - TAMARACK AVE. AND PONTIAC DRIVE
NEW TRAF SIG . TAMARACK AVE. AND VALLEY STREET
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET
TRAF SIG -TAMARACK AVENUE AND HIGHLAND DRIVE
SIIRTCIT&II TRAFFIC SIGNA1 PRO.lFCTS
STREET PROJECTS
36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST
36371 ALGA ROAD MEDIANS
36372 ALGA ROAD MEDIANS IM&R
GAS TAX 656.358 553,870
GCC 70,000 69,556
1,030,000 1,012,346
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD
35461 BTWAVlARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD
35951 BTWZPOINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD
35952 BTW2POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD
36731 BTWZPOINSETTIA LANE - REACH "c'
3674 1 BTD#ZPOINSETTIA LANE - REACH ES 'E,F,G"
TIF
BTDt-2
870.000
1,611,500 501,588
BTW2 7.098.000 3,809,779
PFF
BTW2
1,822,070 32,636
2,291,000 999.638
BTW2 5,987,000 87,911
C-26
DETAIL SCHEDULE OF CAFTTAL PROJECTS BY CATEGORY
FISCAL YEARS 200Z2003 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD
YEAR 4
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012
150,000
19,710
213.828
170,000
153,000
150 nnn
I 150.000
,E" """
I 125,000
I 150.000
150.000 1
I 110.000
,?C nnn
I 150,000
I 150,000
*" """ 150,000
I 110,000
100.000
100,000 I I 4 ?"" """ 50,000
29,000 I
57 AAR I
I 125,000
150.000
I 4En nnn
116,909 I 25,000
I 125,000
125.000 I Ivl nnn
I "I I I)* nnn
150.000
I
9. CIIC
125,000
I ,w """ 125,000
I 125,000
4s" """
124,767 I I 49E. nnn
I 125,000
4C" n"n
901.131 2,378,000 300.000 275,000 2.991.625 425.000
150.000
102,488
I 870,000
5.912 I
4 70" "1" I
221 I 1.104.000
2.307.000 981.000
I.IVU.",
462,089 I 362 I 1,291,000
250.000 5,187,000
C-27
PROJECT
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
TOTAL
JOB KEY
PRIOR
EXPIENC PROJECT TITLE FUND
31841 BTWJ CANNON ROAD WEST
31844 BTM CANNON ROAD WEST CFWI
31845 BTW3 CANNON ROAD WEST
31842 BTW3 CANNON ROAD WEST TR SIGNAL ECWCANNON
36821 CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN)
34371 CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE
38501 CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING
34441 CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
38541 CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY
36171 CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT
35571 CARLSBAD BOULEVARD RETROFIT OVER SDNR
BUDGET
TRANSNET-HWY 4,660.WO 4,356,387
6.534.600 6,534,600
TIF 1,160,000 788,847
BTW3 7,050,oM) 4,755,465
100,000 14,284 GCC
TIF
GCC
PFF
17.900
GCC 105.000
GAS TAX 1,830.000
210.725 58,395
1,253.449 16,272
TRANSNET-LOC
1,499,437
1,100.000 387,632
GAS TAX 75,000 23,740
TIF
3851 1 CHESTNUT AVENUE WALL
36362 COLLEGE BLVD EAST OF ECWCANNON ROAD REACH 3
GCC 103,875 14.986
38141 COLLEGE BLVD EAST OF ECWCANNON ROAD REACH 3,4 TRANSNET-HWY
OTHER 12.195.000 338,651
36361 COLLEGE BLVDICANNON ROAD DISTRICT FORMATION (LOAN)
1.761.000 229.401
38121 EL CAMINO REAL AND CAMINO VlDA ROBLE
GCC 505,421 156.366
TIF 400,000 95.105
TIF 320.000
TIF 710.000 32,570
NEW EL CAMINO REAL IMPROVEMENTS TRANSNET-LOC
TIF 250,000
3,200,000
PFF
TIF
1.850.000
450,000
93,937
TIF 2,024,708 119,885
255.610 209,853
14,790,854 790,854
130,000 63,258
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO
35921 CARLSBAD BOULEVARD U-TURN
TIF 2,000,000
CARLSBAD VILLAGE DRIVE WIDENING 1,260,000
EL CAMINO REAL AN0 CARLSBAD VILLAGE DRNE
36071 EL CAMINO REAL AN0 FARADAY AVENUE
EL CAMINO REAL AT AVIARA PARKWAYIALGA ROAD
36431 EL CAMINO REAL MEDIANS
EL CAMINO REAL WIDENING. LA COSTA AVENUE TO ARENAL ROAD
36221 FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN)
33271 EL CAMINO REAL WIDENING -TAMARACK AVENUE TO CHESTNUT AVE.
GAS TAX
36222 FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS OTHER
35931 FARADAY AVENUE MITIGATION - SOUTH OF CANNON CFWtl
CFD#I
GCC
1.500.000
150.000
TIF 480.000
170,000 26,429
746.505
500.000 500,000
160.000
280.000 158.818
1-5 AND LA COSTA AVENUE AUXILLARY LANES
36721 LA COSTA AVENUE SIDEWALKS
MELROSE DRNE AND ALGA ROAD
36841 OCEAN STREET IMPROVEMENTS
38521 OLNENHAIN ROAD WIDENING MITIGATION MONITORING CFW2
36031 ORION STREET FROM ECR TO FARADAY
36032 ORION STREET FROM ECR TO FARADAY
GAS TAX
15.000
GCC 772,908
COUNTY
TIF
ASMT DlST
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD
34011 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION PFF
381 11 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
36671 PAVEMENT MANAGEMENT PROGRAM
36791 PAVEMENT MANAGEMENT PROGRAM
38681 PAVEMENT MANAGEMENT PROGRAM
36891 POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
35511 POlNSETTlA LANE RAILROAD BRIDGE WIDENING
7,200,000
TIF 480,000
TRANSNET-LOC 19,849,348 4,930.625
GAS TAX 15.731.088 117,475
ST GRANT 814,065 560.556
GCC 1w.000 40.000
PFF 2.131.358 2,104.592
TIF
CFD#2
NEW RANCHO SANTA FE ROAD AND OLNENHAIN IMPROVEMENTS OTHER
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIOUITOS LN)
38601135521 RANCHO SANTA FE ROAD AND OLlVENHAlN IMPROVEMENTS
1.870.000
2,638891 7.103
1,151.000
31904 RANCHO SANTA FE ROAD NORTH - PHASE I
31906 RANCHO SANTA FE ROAD NORTH. PHASE I
CFWI 5,700,000 7,857
CFD#2 21.882.900 8,391.910
FED GRNT
TIF
TDA 270,300
70.000
1,364,764
509.800
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
3560 SIDEWALWSTREETCONSTRUCTION PROGRAM (35601.33911)
3391 SIDEWALWSTREET CONSTRUCTION PROGRAM(33913.36081)
36711 SIDEWALWSTREET CONSTRUCTION PROGRAM(33913.36081)
38131 TRAFFIC IMPACT FEE STUDY TIF
33161 TRAFFIC MONITORING PROGRAM TIF
NEW UNDERGROUND DlST. 17 - HARDING. ROOSEVELT GCC
5.821.600
6.538.804 715,384
131.451
603.557 603.037
67.559
655.665
TRANSNET-LOC
SUBTOTAL STREET PROJECTS 186,494,253 47,412,215
C-28
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2002/2003 TO BUILD OUT
BALANCE
FORWARD
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012
BUILDOUT
2012 +
43,613 I 260,000
"I
371.153 [
130.535 I 500,000 1.664.000
65.716 I
~~~ ~ ~~ 17.900 r I
,"C """ I
1237.177
I
CI 9-n I 2,000,000
88,889
1 1,349
320,599 1.211,ooo
1,260,000
11,845,000
Iln nCC
I I 300.000 1.500.000 1.400.000
"".I""
456.063 I 150.000 150.000 150,000 85c.000 I 450.000
522.115 I 1,382,706
I * " ,,nn ,,""
45,757 I
I"","""
121,162
750.000 6,450,000
16.723
480.000
4,800,000
343,926 1.469.667
229.065 24.444
1,700.000 1.900,OOO 2,100,000 2,100,000 2,300,000
26.766
60,000
600,000 13,200,000
1.670.000
2,631,566
1.151.000
5.692.143
13,490,990
23,420
68.649 70.000
5,621,600
400,000 400,000 400,000 400,000 400,000 600,000 3,200,000
2,441
9,099 70,000 70.000 70,000 70.000 70.000 350,000
509.600
30.071.001 10,620.552 10,721,600 17,902,706 2,570,000 3,970,000 23,460,177 39,746,000
C-29
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
PROJECT
JOB KEY PROJECT TITLE BUDGET EXPlENC FUND
TOTAL PRIOR
LOAN REPAYMENTS
GOLF COURSE FUND TO GENERAL FUND
BTW REPAYMENT TO GENERAL FUND
BTDW REPAYMENT TO GAS TAX FUND
BTWI;!
BTW
BTD#3 CANNON ROAD WEST TO GAS TAX FUND BTD#3
PIL-SW TO GF - POINSETTIA PARK LAND PIL-SW
PIL-NW TO GF FOR PINE SCHOOL ACQUISITION PIL-NW
PlL=NW TO GF FOR MADISON ST PROPERTY PURCHASES PIL-NW
PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION PIL-SE
SEA C.D,E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP
GOLF COURSE 2.737.200
500.000
1.000.000
2,000.000
1.5M.000
860,000
220.000
2.250.000
SEW BENEF 3,770,000
SEW BENEF 42,494
SUBTOTAL LOAN REPAYMENTS 16,675,548 0
GRAND TOTAL ALL FUNDED PROJECTS 632,010,436 141,463,275
C-30
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3
FORWARD Mo2-2003 2003-2004 2004-2005 2005-2006 20062007
YEAR 4 YEAR 5 YEAR 610
2007-2012
BUILDOUT
2012 + I I
I
3 Mn nnn
500,000
I
1.000." 550,000
2.000.000
I 220.000
I 3,770,000
1,000,000 1,250,000
L? dad
I 70" *X"
350.000
I 1,605,000
I "M """
01 2,605,000 2,340,854 1,080,000 1,000,000 2,000.000 9,649,694
137,213.712 37,971,744 39,365,265 41.684.484 34,530,327 7,346,502 82,927,594 109,507,533
C-31
C-32
CAPlTAL IMPROVEMENT PROGRAM FUND SUMMARY
ASSESSMENT DISTRICrS I PNOR 1 YEARl YEAR 2 YEAR3 YEAR4 YEARS BUILDOUT I YEARS I
BEGINNING FUND BAUNCE (1)
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007++
NIA 155,236 2,236 2,236 2,236 2,236 2,236
TOTAL REVENUES
DEVELOPERS ASSESSMENTS
NIA
0
0
0
0
0
0
0
0
0
0 0
0
Iu PXTN PROIECTS
PALOMAR AIRPORT ROAD MmGATlON MAINTENANCE 280.000 0 n n n n I ~~ * TF!AF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CdMINO REAL 440,000 153,000
~~,...
TOTAL PROIECT EXPENDITURES
0
720,000 153,000 0 0 0
0 0 0
0
0
0
ENDING FUND BAUNCE
BTD NO. 2 AVIARA PARKWAY - POINSEmA LANE
PRIOR
YEARS
YEAR 1
2002-2003 2003-2004 2OW-2005 2005-2006 201)6-2007 2007++
YEAR 2 YEAR3 YEAR4 YEARS BUILDOUT
BEGINNING FUND BAUNCE (1) NIA 3,215,141 4,835,841 5,888,341 7,320,386 8,628,066 9,295756
I TOTALREVENUES
DEVELOPER FEES
NIA 1,620,700 1,052,500 1,431,045 1,307,680 667,690 3,831,079
1,620,700 1,052,500 1,432,WS 1,307,680 667,690 3,831,079
BTD12IAVWQ4 PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD
WPITN PROJEEII
507,500 0 0 0 0 0 1.1w.Wo * BTDY~IWINSETTIA LANE - AWVIARA PKWY m BLA~ RAIL ROAD 3,810,000
BTD121WINSEITIA LANE - REAM "C"
BTDt2lWINSETTIA LANE. REI\M ES "E,F,G"
BTM2 REPAYMENT TO E45 TAX FUND
0 0 0 0 0 3,288,000
1,000,000 0 0 0 0 0 1,291,000
550.000 0
0
0 0
0 0 0 0
0 0 5,437,000
0 1,ooo.wo
BTDX2 REPAYMENTTO GENERAL FUND
TOTAL PROIECT EXPENDITURES
01
~.
0
0 5,867,500
0
0
0 0
0
0 500,000
0 0 12,620,000 .I ENDING FUND BALANCE
BTD NO. 3 CANNON ROAD WEST
PRlOR 1 YEARl YEAR 2 YEAR3 YEAR4 YEARS BUILOCU I YEARS I
BEGINNING FUND BALANCE (1)
2002-2003 2003-2oW 2004-2005 2005-2006 2006-2007 2007++
NIA 1,383,143 1,518,395 1,713,047 1,855,607 2,007,407 2,094,263
KwwEs
DEVELOPER FEES
TOTAL REVENUES NlA 135,252 194,652 142,560 151.800 86,856 3,198,360
135,252 194,652 142,560 151,800 86,856 3,198,360
* BTD13 CANNON ROAD WEST TR SIGNAL ECPJCANNON
-
REPAY LOAN TO GAS TU FUND
TOTAL PROlECT EXPENDITURES
4.886.000 Io 0 0 0 0 2,164,000
4,886,Wo
01
0
0
0
0
0
0
0
0
0 4,164,000
0 2,wO.ow
ENDING FUND BAUNCE
* Project has multiple funding sources. c-33
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
COMMUNITY FACILmES DImCT NO. 1 (CFD 1)
PNOR I YEAR1 YEAR 2 YEAR 3 YE&R 4 YEAR 5 BUILC€IW
YEARS I
BEGINNING FUND BALANCE (1) NIA
2W2-2003 2W3-2oW 2w4-2W5 M05-2W6 Mo6-2W7
15,125,750 18.886,M8 14,602,500 18,819,191 12,866,466 16,733,287
2007tt
DNELOPER 5PEClALTKC5
TOTAL REVENUES
aPTTAL PRW
BTD13 CANNON ROAD WE54
CFDtl ADMINlSrRATION
CITY HALL
COLE UBRARY EXPANSION (35%)
FARADAY AVENUE MITIGATION. SOnH OF CANNON
1-5 AND lA COSTA AVENUE AWLMY LANES
PUBUC WORKS ENER
50UW CARLSBAD UWARY
RANCHO SANTA FE ROAD NORTH - PHASE I
VETERANS MEMOWL PARK
TOTAL PROJECT EXPENDNRES
3,870,758
NIA 3,870,758 5,825,992 4,461,691 4,292275 3,976,821 13,050,671
5,825,992 4,461,691 4,292,215 3,976,621 13,050,671 j 6.534.600
ll0,WO
130,wO
10,493,WO
14,450,995
5.700,WO
0
37,308,595 110,000
ll0.WO
0
110.000
0
110.000
0
0 10,135,OW 10,135,WO
0 0 0
0 0
0
0
0
0
0
0
0
0
0 0
0 0
0
0
110.000 10,245,000 10,245,000
0 0
0
110,000
0
880,OW
0 0
0 4,606,000
0
0 1,500,000
0
0
0
0
0
0
0
0 16,129,000
110,000 23,117,wo
ENDING FUND BALANCE NIA 18,11116,508 24,602,500 18,819,191 12,866,466 16,793,287 6,666,958
RANCHO SANTA FE ROAD PROJECT (CFD 2)
YEARS
PRIOR
2002-2003 2003-2004 20042005 2005-2CC6 2W6-2WI
YEAR 1 YEAR 2 YEW? 3 YEAR 4 YEAR 5 BulLWLlT
2007++
BEGINNING FUND BAIANCE (1) NIA 819,525 819,525 852551 981,843 981.843 981,843
EEYEwEi
TOTAL REYENUES
DEVELOPER SPEClAL TAXES
NIA 0 33,026 129,291 0
0 33.026 129,291 0 0 2.347349
0 2347,949 I -
* RANCHO %MA FE ROAD AND OUVENHAlN IMPROVEMENTS
OUVENHAlN ROAD WlDENlNG MmGATION MONITORING
2,638,691
15.000 0
0
0
0
0
0
0
0
0
0 I * mcno SAMA FE ROAD NORTH - PME 1
TOTAL PROlECT EXPENDNRES 24,536,591
21,882,900 I
0
0
0
0
0
0
0
0
0
0
0
0
ENDING FUND BALANCE NIA 819,525 852551 981,843 981,843 981,S43 3,329,792
(I) qual to the pmjscted fund balance less anv continuing appmpriations.
* Project has multiple funding sources c-34
CAPnAL IMPROVEMENT PROGRAM FUND SUMMARY
GAS TAX FUND
PRIOR
YEAR5
BEGINNING FUND BALANCE (1) NIA t
DEVELOPER FEES
LOAN REPAYMENE
TOTAL REVENUES
ALGA RD STREET UGHnNG - AUCANTE ROAD TO EL FUERTE ST
WPITAL PROlECII
CARLSBAD BOULEVARD REALIGNMENT - PHASE 1 REIMBURSEMENT
CARLSBAD BOULEVARD U-TURN
FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN)
GAS TAX FUND TO BTD113 CANNON ROAD WE3
GA.5 TAX LOAN BTDIt2
' MISCELLANEOUS ROAD SUBDWNS
' PAVEMENT MANAGEMENT PRCGRAM
OCEAN STREET IMPROVEMENTS
: somn CAWBAD VILLAGE STORM DRAIN
TRAF SIG - ALGA ROAD AND CdZADERO
TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE
TRAF SIG - CAU34.D VILLAGE DRIVE AND AVENIDA DE ANKA
TRAF SIG - CARLSBAD BOULEVIUU) AND STATE STREET
TRAF SIG - CARISBAD VILLAGE DRIVE TIMING UPGRADE
TFL4F SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAF SIG - PASEO DEL NORTE AND CAR COUNRY DR
TRAF SlG - WINSm LANE AND PASEO -LA
TRAF 51G - POINSETTIA LANE AND SNAPDRAGON DR
TOTAL PROJECT EXPENDITURES
ENDING FUND BAIANCE
NIA
656.358
1,830,000
75,W
2.W0.000
1,000.0W
170,W
1O.W
461,401
3.4w,W
255,610
0
0
0
0
125.000
12,100
0
0
0
9,995,469 - NlA
YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 0u1LDOm
2002-2003 2W3-2CC4 20W-2005 2005-2006 2W-2W7 2W7++
455,105 1,225,105 2,125,105 3,675,105 5,425,105 7,225,105
2,469.687 1,650,OW 1,700,wO 1,750,000 1.8W.W 27,W.W
0 0 0 0 0 3.WO.W
2469,687 1,650,000 1,700,000 1,750,000 1,800,000 30,OW.WO
0 0
0 0
0
0
0 0 0
0
0
0
0
0 0
0
0 0 0
0 0
0 0 0
0 0 0 0 0 0
0
0
0 0
0 0
0 0 0
0 0 0
0 0
1.469.687 W0,OW
0 0 0 0
0
0 0 0
0 0 13.2W.m
0
0 0 0
0
0
0 150,WO
0 0 0 150.m
0
0 0 0 0 150,oM)
0
0
80,W 0 0 0 0
0 0 0
0
25.m
0
0
0 0 0
0
0
0
0
0 15o.m 0
0 0
0
0 0
1,699,687 750,000 150.000
0
0
0
0 0
125.m
0 0
0
0 13,625,000
0 125.W
GENERAL CAPITAL CONSTRUCrfON (GCC)
BEGINNING FUND BALANCE (1)
&Yw!Es
GENERAL FUND TRANSFER
TOTAL REVENUES -
ADA - CANNON PARK
ADA - MISCELLANEOUS FACIUW MODIFICATIONS
ALGA ROAD MEDIANS
ASBE305 SURVEY
CAlAVERA HILLS CENTER - OFFICE WANSION
CANNON ROAD mcn 4 (EL CWINO REALTO OCEANSIDE - LOAN)
WBAD BOULEVARD PEDESTRIAN ACCESS SNDY
CARISBAD BOULWARD ENUNAS CREEK NUDGE MUNG
CWE FIELD MTHROOM/SNACK BAR BLDG REPL
CHESNIJ AVENUE WALL
COASTAL RAIL TWlL - CORRIDOR ENHANCEMENT
COLLEGE BLVD/UWWN ROAD DISTRICT FORMATION (LOW)
FIRE STATION #S STORAGE BUILDING/RESTRWM5
GCC LOAN TO COLLEGYCANNON
GCCLOANTOFARADAYIMELROSE
GCC LOAN TO PIL-NW FOR PINE SCHODL ACQUlsmON
GCC LOAN TO PIL-SE FOR ALGA NORE LAND ACQUISITION
GENERAL FUND LOAN TO 0TD#2
GENERAL FUND TO GOLF COURK FUND
GCC LOAN TO PIL-NW FOR MADISON ST PROPERM PuRcnAsEs
(contmued on next page)
YEARS
PRIOR
NIA
RIA
6W.W
48.m
70.m
40,oOc
1W.W
25,OM:
17.m
105.W
190,ow
103,875
505.421
0
216,600
350,000
790.854
220,ow
m,m
2,250,000
2,737,200
5W.W
0 0
0 0
0 0
0 0
0 0
0 0
141.W
22.5W
0
0
0
0
0
0
0
0
ll0,WO
0
0
0
0
0
0
0
0
0
0 0
0 0
0
0
0
0
0 0
0
0 0
0
0
0
0 0
0 0
0 0 0
0
0
0
0 0
0
0 0
0
0 0
0
0 0
0
0 0
0
0
0 0
0
0
0 0
0 0 0
0 0 0
0
0
0 0
0 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
* Project has multiple funding sources. c-35
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY - HARDING CENTER - KITCHEN REMODEL
HARDING CENTER - FWS
KRUGER HOUSE PRE-XHOOL TOT LOT
LA COSTA AVENUE SIDEWAW
MIXELLANEOUS BEAM ACCESS REPAIRS/UPGPADES
MISCELLANEOUS FACILmES MAINENANCE ' MISCELLANEOUS ROAD SUBDRAINS ' OPPORTUNlmCSANDPROGRAM ' ORION STREET FROM EtR TO FARADAY
WINSEmA COMMUNTY PARK - SOCCER FIELD STAIRS
WINSm LANE EI\sT OF EL WINO REAL FINANCING PROGRAM
POINSETTU\ PARK LANO (GENEWV FUND)
POLICE & FIRE CAD IMPLEMENTATION
POUCE & FIRE TRAlNlNG FACILITY FEASIBILITY STUDY
PUBLIC WOW INVEWORY AND FAC MAIM PROGRAM
POLICE TRAINING RANGE - RELOCATION
SAFEIY CENTER - CONFERENCE CENTER REFURBISHMENT
%FEW CENER - BUILDING IMPROVEMENTS
SENIOR CENTER FLOOR REPLACEMENT
SENIOR CENER COURMARD LANDSCAPING
STAGECOACH PARK - TENNIS ACCESS WALKWAY
STAGECOACH PARK DRAIN (LOWER LEVEL)
TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS
TORREJON PLACE STORM DRAIN RELINING
TRAF 5IG - ALGA ROAD AND WWA WAY
TRAF SIG - AVlARA PARKWAY-POINSETTIA LANE TO EL MINO REAL
TRAF SIG - WE BARCELONA AND PASEO AUM
TRAF SIG - CALLE BARCELONA AND PASEO AVELLANO
TRAF SIG . CARISBAD BOULEVARD AND CHERRY AVE
TRAF SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD.
TRAF SIG - CARLSBAD VILLAGE DRNE AND POmAC
TRAF SIG - COLLEGE BOULEVARD AND TAMARACK
TRAF SIG - EL WINO REAL CORRIDOR 5WDY
TRAF SIG - FARADAY AM. AND CAMINO HILL5 DRNE
TRAF SIG - LA COSTA AVENE AND CALLE MADERO
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAF SIG - LA COSTA AVENUVNUEVA CAmU
TRAF SIG - MONROE XREET AND HOSP WAY
TRAF SIG - POINSETTIA ME AND BRIMNE ROAD
TRAF SIG - RANCHO SNTA FE ROAD AND QUESHAVEN ROAD
TRAF SIG - TAMARACK AVE. AND VAUEY SIRE-
TRAF SIG - TAMARACK AVE. AND F0NW.C DM
UNDERGROUND DIST. 17 - HARDING, ROOSEVELT -
17,
20.m 1o.m
150.m
35.m
506.561
70,OOC
200.m
65.54:
772,90€
85.m
1,550,OK
100,w(
2,221.m
950,WC
390,W
165.W
50,W
30,OW
65.000
25,000
30.W
15.030
80,W
0
0
0
0
0
0
158,550
1W.W
29.W
0
0
0
0
0
125,W
0
0
0
45,OOC
I
I
I
I
I
I
!
I
I
I
I
I
I
I
I
I ,
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
35,WO
0
0
0
0
0
0
0
150.W
170,WO
150,000
0
0
0
0
50.W
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
150,OW
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
125,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
150,000
125,000
0
0
0
0 5w.m 0 0
773,411 1,338,300 150,000 125,000
0
0
0
0 1,106,625
0
NIA 4,207,325 4,137.325 4,012,325 4,012,325 4,0n,3~ 2,905,700
125.W
0
150,000
125,WO
125,WO
150,000
31,625
0
0
125.W
GOLF COURSE FUND
NOR I YEAR1 YEAR 2 YEAR 3 YEAR4 YEAR5 BUILDOUT
BEGINNING FUND BALANCE (1)
YEARS I
N/A
2002-2003 2W3-2w4 2w42W5 2005-2W6 2W2007 2007Ct
0 0 0 0 0 0
BEYEWES
GOLF COURSE REMNUE
TOTAL REVENUES -
CARISBAD MUNICIPAL GOLF COURSE
REPAY LOAN TO GENERAL FUND
TOTAL PROJECT EXPENDITURES
NIA
0
0
0
0
0
0
0
0 0 2,737,100
0 2,737,200
5,810,405
0 2.737.200
0 0 0 0 0 2,737,200 5,810,405
0 0 0 Lr 0 0
0 0 0 0 0
ENDING FUND BALANCE N/A 0 0 0 0 0 0
* Prqecl has multiple funding swrm?s. C-36
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GRANTS - COUNTY
~~~
PRIOR I YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILwCrr
BEUNNING FUN0 BALANCE (1)
YEARS I
NIA 925.054 925,054 925.054 925,054 925.854 925,054
2002-2003 2003-2004 2w4-2005 2005-2006 2006-2007 2007++
REVENUES
GRANT RMNUE (LOAN REIMBURSEMENO
TOTAL REVENUES
WP-AL PROlEm * ONON STREn FROM ECR TO FARADAY
TOTAL PROIECT EXPENDITURES
NlA
0
0
0
0
0
0
0
0
0
0 0
0
500.000 0
500,000
0
0 0
0 0
0 0 0
0
0
0
GRANTS - FEDERAL
NOR
YEARS
NIA BEGINNING FUNO BALANCE (1)
HW GRANT RMNUE (RANCHO SNTA FE ROAD)
REVENUES
CMAQ &EA GRANT REMNUE (RAIL TRAIL)
OMER GRANT REVENUE
TDTAL REVENUES NIA
c"wxm
COASTAL RAIL TRAIL (CMAQ) - PROIECT SlUDY REPOR1
RANCHO MA E ROAD NORM - PHASE I1 (BRIDGE)
TOTAL PRWECT EXPENDITURES
1,568.00
1,560,wl
ENDING FUND BALANCE NIA
YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007++
16,340 16,340 16,340 16,340 16,340 16,340
0
0 5,821,600
0
0
0
0
0
0 0
0 0
0 0
0 S,82l,wo
0
0
0
0
0
0 0
0
0 0 0 0 0 0
0 5,821,600 0
0 5,021,600 0 0
0
0
0
0
0
16,340 16,340 16,340 16,340 16,340 16,340
GRANTS - STATE
PRIOR
YEAm
BEGINNING FUNO BALANCE (1) NIA
BEY!sYs
GRAM REVENUE
TOTAL REVENUES -
li OPWRTLINISnC SAND PROGRAM ' PAVEMENT MANAGEMENT PROGRAM
TDTAL PRWECT EXPENDITURES
NIA
138.898
723,090
585,rn
ENDING FUNO BALANCE NIA
YEAR 1 YEAR 2 YEAR3 YEAR4 YEARS BUILWW
2002-2003 2003-2W4 2004-2005 2005-2006 2006-2007 2007++
~~
241,004 12,019 12,019 12,819 12,019 12,019
0 0
0 0
0
0
0 0
0 0 0
0
229,065
0 0 0 0 0 0
0 0
229.065
0
0 0 0 0 0
0
12,019 12,019 12,019 12,819 12,019 12,019
0
* Project has multiple funding sources. e-37
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
INFRASTRUCWRE MAINTENANCE & REPLACEMENT (I
PRIOR
BEGINNING FUND BAUNCE (1)
YEARS
NIA
lqBmg&s
GENERAL FUND TRANSFER
LICENSE TAX ON NEW CONSTRUITION
TOTAL REVENUES
ALGA ROAD MEDIANS
FAPrrAL PRWEm
BEACH ACE55 IMPROVEMENTS
C4RLSW.D BLVD SORM DMN REPLACEMEM
HOUDAY PARK - PLAYGROUNO EQUIPMENT
HOUDAY PARK - RESTRWM IMPROVEMENTS
LA COSTA AVENUE STORM DMN REPLAEMEM
MISCELLANEOUS ROAD 5UBDMNS
POINSEIXA COMMUNITY PARK - SYNTHETIC MCCER FIELD
SENIOR CENTER - RECOAT RM)F
5WIM COMPLEX - FILTWTlON/HEATlNG RENOVATIONS
TOTAL PROJECT EXPENDITURES
1,030,000
0
85.000
0
0
275,WO
128,500
7W.WO
0
0
2,218,500
ENDING FUND BALANCE NIA
W
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILWUT
M02-2W3 2W3-20W 2004-2005 2WS-2w6 2W62W7 2007++
6,543,151 9,528,751 13,215,073 17,102,950 21,321,141 25,625,186
3,500.W 3,666,322 3,867,877
1W.W 100.MK1 100,OW 1w.m 1.5W.WO
4,038,191
1w.000
4,2W,W5 71,372,107
3,600,000 3,766,322 3,967,877 4,138,191 4,304,045 72,072,107
50,000
0 0 0 0
0
0
0
0
0 0 0
0 80,000
0
0
0 0
0 0 0
162,200 0 0
0 0 0
0 0
0
0
0 0
0
0
0
0
0
0
0
0 0
0
0
0
240.w
0
0 0 0 0
0
0
0
162,200 0 0 0 0
0 0 0 0
0
614,400 00,000
9,528,751 13,215,073 17,182,950 21,321,141 25,625,186 90,497,293
OTHER REVENUES
PRIOR
2002-2003 2W3-20W 2w4-2005 2W5-2006 2w6-2007 YEARS
YEAR 1 YEAR 2 YEAR 3 w4 YEAR 5 BUILDOUT
BEGINNING FUND BAUNCE (1) NIA 730,021 730,021 730,021 939,167 939,167 939,167
2007++
EwErm€s
OTHER AGENCIES
DWELOPER FUNDING
TDTAL REVENUES
1,151.MK1 0 0 0 0 0
NIA 1,151,000 0 15,000,000 0 0 11,845,000
0 11.845.000 0 0 15.MK1.000 0 -
COLLEGE BLVD EAST OF EWWNON ROAD PEACH 3 350,OW
COLLEGE/@.NNON TO GF
0 0 0 0 11,845,WO 0
0
FAR4OAY AVENUE AND MELROSE DRIVE MENSON5 790,854 0
0 0 0 0 3m.m
0 14,WO,WO
FARADAY/MELROSE TO GF
0
0 0
0 0
R4NCHO SIWTA FE ROAD AND OUVENHNN IMPROVEMENTS
0 790,854 0 0 0
0 1.151.W
TOTAL PROlECT EXPENOmRES 1,140,854 1,151,000
0
0 14,790,854
0
0
0 0
0 12,195,000
0
0
ENDING FUND BAUNCE N/A I 730,021 730,021 939,167 939.167 939,167 589,167
PARK FEE ZONES 5,13,16
PRIOR
2002-Mo3 2W3-2W4 2004-2W5 2005-2006 2WS-2007 YEARS
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 8UIux)UT
2W7++
BEGINNING FUND BAUNCE (1) NlA 719.702 856,576 1,003,845 1,162,1162 1,272,062 1,442,862 I Rn!wu€s
DEVELOPER FEE5
TOTAL REVENUES -
TOTAL PRWECT EXPENDINRES
BUSINESS PARK RECREATIONAL FACILKY
141.794
NIA I 147,268
141,794
159,017
147,260 159,017
11O.W 1M.m
110,000 170,oao 1,603,495
1,603,495
13,wO
13,000
5.m
5,000
0
0
0
0
0
0
0
0 2,626,WO
2,626.W
I ENDING FUND BAUNCE NIA I 856,576 1,003,845 1,162,862 1,272,062 1,444,862 420,356
c-38
CAPlTAL IMPROVEMENT PROGRAM FUND SUMMARY
[-PARK-IN-LIEU NE
PRIOR I YEAR1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT I YEARS 1
BEGINNING FUND BALANCE (1)
2002-2003 20032004 20M2005 2005-2006 2006-2007 2007++
NIA 956,221 628,432 870,646 1,512,848 2,079,496 2,635,034
DEVELOPER FEES
TOTAL REVENUES
VENUES
342,211
NIA 342,211 242214 642,201 566,648 555,538 4,879,841
242,214 692,201 566,648 555,538 4,879,841
I sam%wum
LARWIN COMMUNrrY PARK (22.3 ACnES)
PARK RESTORATION AND ACQUISITlON I PARK SlTE DEVELOPMENT (1s ACRES)
TOTAL PROlECTEXPENDnlIRES
550,000
0
670,000 0 0 0
0 0 0
0 0
0 4,500.m
0
550,000 670,000
0
0
0
0
0
0 0 7,500,000
0 3,000,000
ENDING FUND BALANCE
-
-
PARK-IN-LIEU NW
PRIOR
YEARS
YEAR 1 YEAR 2
2002-2003 2003-2004 2W-2005 2005-2006 2006-2007 2007++
YEAR3 YEAR4 YEAR 5 BUlLm
BEGINNING FUND BALANCE (1) NIA 263.” 295,699 580,378 1,013,326 464,133 1,015,697
!%EYEWE
DEVELOPER FEES
TOTAL RNENUES NIA
32.619 284,678 432,948 530.807 551,564 2,538,382
32,619 284,678 432,948 530,807 551,564 2,538,382 -
HD5P GROWBUENA VETA LAGCON RECL IMPROVEMENIT 0
TOTAL PROJECT EXPENDnlIRES
PIL-NW TO GF FOR PlNE SCHOOL ACQUlSlllON
PIL=NW TO GF FOR MADISON Sr PROPERTY PURCHASES
0 0 0 0
0
0
0
0 2,380,000
0 0 0 220.000 0 0
0 0
0 0
0 smpw 0 0
0 1,080,000 0 2,980,000
ENDING FUND BALANCE I PARK-IN-LIEU SE
PRIOR I YEAR1 YEAR 2 EAR3 YEAR4 YEAR5 BUILDOUT I I YEARS I
BEGINNING FUND BALANCE (1)
2002-2003 2003-2W4 2W4-2005 2005-2006 2CW-2007 2007++
NIA 1 211.414 298,078 335,854 595,846 966.949 338.W I I tm!ENYE
DEVELOPER FEES I TOTALRNENUES NIA
86.664
86,664 37,777 259,992 371,099 371.099 679.978
37,777 259,992 371.W9 371,099 679,978 -
ALGA NORTE LAND ACQUISITION 4,800,000
PtL-SE TO GF FOF! ALGA NORTE LAND ACQUISITION 0
0 0 0 0 0 0
TOTAL PROJECT EXPENDITURES
0 0
4,800,000
0
0 0 0 0 1,Ooo,Ow 1.250,oOo
0 1,000,000 1,250.m
ENDING FUND BALANCE
PARK-IN-LIEU SW
PRIOR
YEARS
YEAR 1
2002-2003 2003-2W 2OW-2005 2005-2006 2006-2007 2007++
YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT
BEGINNING FUND BAIANCE (1) NIA 1,421.790 430,679 868,442 798,427 1,167,303 1,385.074
TOTAL REVENUE5 -
AVIIUUI REIMBURSEMENT AGREEMENT
PAW RESTORATION AN0 ACQUlSmON
TOTAL PROJECT EXPENOnlIRES
REPAYMEKT TO GF - WINS- PARK LAND
8.889
NIA I 8,889 437,764 479,984 368,877 217,771 1,314,959
437.764 479.904 368,877 217,771 1,314,959
238,000
0
0 0
0 0
0
0
0
0
0 0
0 2.700,wO
0 I 1,000,000
238,wo 1,000,wo
0 55o.m
0 550.000
0
0
0
0 2,700,000
0
ENDING FUND BALANCE
(1) Equal to the pmieaed fund balance lar any continuing appmpdatbnr.
* Projed has multiple funding sources. c-39
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
~~ PLANNED LOCAL DRAINAGE AREA FEES (PLDA)
PRIOR I YEAR1 YEAR 2 YEAR3 YEAR4 EAR5 BUIWOUT
BEGINNING FUND BALANCE (1)-
YEARS I 2002-2003 2W3-2004 2004-2005 2W5-2w6 2W2007 2007++
NIA 5,155,988 3,005,254 4J68,430 5,308,139 6,493,626 7,357,864
TOTAL REVENUES
DEVELOPER FEES 603,266 1,163,185 1,139,701 1,185,487 864.238
NIA 603,256 1,163,185 1,139,701 1,185,487 864,238 7,843.991
7.843392
AVlARA PARWAYSTORM DRAIN REIMWRSEMENT(PLDA'C1
CAPITAL PRO-
290,WO 0 0 0 0 0
COLLEGE BLVDICANNON RD REACH 3 DRAINAGE FACILITIES
COLLEGE BOULEVARD STORM DRAIN (REIMBJPLDA '8") 0
0 0 0 0
DRAINAGE CHANNEL AND DESILTATION W3lNICANNON RD (PLlM "6") 1,260,459
0 0 0 0
FARADAYIMELROSE DRAINAGE FACIWES (FWA "87
0 0 0 0
MASER PMN UPDATE
1,200.m 0 0 0 0
0 254.m 0 0
0
MIXEUANEOUS MASER DRAINAGE FACILITIES
0
0
0
PAW DRNE AND TAMARACK AVENUE STORM DWUN (FWA 'B") 0
0 0 0 0
WUlH CARLSBAO VILLAGE STORM DRAIN (FWA -67 1.160,wO
0 0 0 0
TAMARACK AND ECR STORM DUN AND SILT. WN (REIMB./PWA 'W
0 0 0 0
mTALPROlECTEXPENDMRE5
0 0
0 0 0
0
0
0
0 2,600.m
0
0
0
0
0
0 0
3,910,459 L854.000
0
0
2.1w.m
0
0
10,936.000
0
500.000
0
1,279,000
14,815,000
ENDING FUND BALANCE
PUBLIC FACILITY FEE FUND IPFFl ..
PRIOR YEAR 1 YEAR2
YEAS 2002-2W3 2003-2004 2004-2005 2005-2% 20S2007 2007++
YEAR3 YEAR4 YEAR5 BUlLDOLlT
BEGINNING FUND BALANCE (1) NIA
rw€M!Es
DEVELOPER FEES
TOTALREVENUES
LA5 PALMAS BUILDING LESE REVENUE
ALGA NORTE PARK - PME I (30 ACRES)
CAPITAL PRO-
ALGA NORTE PARK - PHASE I1 (50 MEER WOL)
AV7AP.A COMMUNm PhRK (24.25 ACRES) *
BTDtUFUINSETTIA LANE. AWQA PKWY TO BLACK RAIL ROAD
CdNNON LAKE PARK (6.7 ACRES)
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
COLE UBWY UPANSON (65%)
EL CAMINO REAL MEDIANS
FIRE STATION I 3 RELOCATION
FIRE STATION #6 - (PERMANENT)
LEO CARRILLC PARK - PHAY I & I1
LEO CARRILLO PAM - PHAY ID
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSWJCTION
PARK SITE ACWSmON (15 ACRES) NE QUADRANT PARK
PARK SITE DEVELOPMENT - PINE XHOOL
POINSETU COMMUNm PARK - PHA5E Il
SWM CARLSBAO LIBRARY
FUINSETlLA LANE RAILROAD BRlDGE WIDENING
TluF SIG - CAMINO M LO5 toMES AND LA CWA AVENUE
TRAF SIG - WINO VlDA ROBLE AND YARROW DRIVE
TRAF SIG - MNON ROAD AND AVENIDA ENCINA5
TRAF 51G - CPRLSBAD BOULEVARD AND AVENIDA ENCINAS
TRAF SIC - CANNON ROAD AND COLLEGE BWLEVARD
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL
TluF SIG - COLLEGE BWLEVARD AN0 c/\RLsBAD VlLUGE DRNE
TR*F SIG - COLLEGE BOULEVARD AND LAKE BWLEVARDIOCEANSIDE
TRW SIG - EL CAMIN0 REAL AN0 WINSETU LAN€
TPdF SIG - FAWAY AND CANNON ROAD
TRAF SIG - MELROSE DRIYE AND LA COSTA AVENUE
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
Ti7AF SIG - FVINS!3lU LANE AND EL FUERTE STREET
TR*F SIG - RANCHO UNTA FE ROAD AND MELROSE OWE (yxlm)
TRAf SIG - POIN- LANE AND MELROSE DUNE
TQAF SIG -TAMARACK AVENUE AND GARFIELD STREET
TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE
TDTUPROlECTEXPENDMRE5
3,085,662 5,089,060 4,709.251 4,578,581 4,483,470 16,195,729
312,252
1111 3,397,914 5,4113,802 5,046.9S3 4,~29,822 4,848,761 11,853,405
324,742 337.732 351,241 365,291 5,657,676
250,wO
0
10,997,890
1,822,070
16,272
0
0
550.000
0
0
5,568,000
0
0
4,550,000
7W.W
0
2,131,358
396,417
0
0
0
0
0
0
0
0
2~25~
125,wO
125.W
0
119,676
0
0
0
700,WO
0
1,000,000
0
0
0
150.W
0
0
25,W
0
0
0
0 9w.m 0
0
0
0
0
150,000
0
0
0
0
0
0
0
125.W
0
0
0
0
0
7,300,W
0
0
0
0
0
0
15o.m
0
0
0
0
0
0
5,296,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
150.000
l,W,OW
0
0
0
0
0
6W.000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
895.000
0
0
0
0
0
6.600.wO
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5,936,000
0
0
0
1,237,177
947.000
8,320,000
850.m
0
0
0
7,200,wO
1,703.wO
0
0
0
0
150.000
0
125,000
0
110.m 150,000
110.m 1w.w0
0
0
150.m
0
150.m
15o.wo 125,000
150.000
115.wO
0 0 0 0 0 0
0 27,928,177
150,wO
27,555,933 J,OW,OW 11746,OW 1,750,000 7,495,000
ENDING NND BALANCE
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
REDEVELOPMENT BONDS
YEARS
PRIOR
BEGINNING FUND BALANCE (1) NIA
R€ma!E
TOTAL REVENUES
BOND PROCEEDS
NIA
CAPITAL PROEQs
DOWNTOWN STREW UGHTING ENHANCEMENT STUDY
VILLAGE AREA STREET FURNIWRE AND PLANERS
65,m
75,002
VILLAGE PUBLIC PARKING ENHANCEMENT PROGPdM
VILIAGE PUBLIC RELATIONS CAMPAIGN
495,215
30,OW
TOTAL PROlECT EXPENDITURES 665,215
ENDING FUND SALAIYCE NIA
.
2W2-2W3 2W3-2w4 2004-2OQ5 2W5-2w6 2006-2007 2W7++
304,1211 128 1211 1211 128 128
0
0
0
0
0
0
0
0
0
0
0
0
20,wo
0
0
0
0
0 0 0 0
0
264.m 0
0 0
0 0
20.m 0
0
0
0
0
0 0 0
0
0
0
0
1211 128 128 1211 128 1211
304,000
SEWER BENEFIT AREA FEES (SEA)
PRlOR I YEAR1 YEAR 2 YEUl3 YEAR4 YEAR5 WILw(TT
BEGINNING FUND BALANCE (1)
YEARS I
NIA
Mo2-zW3 2003-20% 2W2W5 2W5-2006 2006-2(107 2W7++
2,383,851 2,783,851 3,183,851 3,4113,851 3,528,851 3.9m.851
BEyEyS
DOlELOFFR FEES
TDTAL REVENUES NIA 400.000 4oo.m 4w.000 4oo.m ~,OOO 10.9w.000
4w.m 4W.ow 4w.m m,m 4w.ow 10,m.m -
SEA C,D,E,F m SEW REPL FOR s AGUA HEDIONDA INTERCEPTOR
CARISSAD TRUNK SWER REACHES VCTlA. VCTlB, VCTlC (SBA "A7 0 0 0 1W.WO 355.m 0
0
0
0 0 0 0 0 3,770,000
0 0 0 0 0 0 42,494
4,395,494 0 0 0 0
0 0 100,WO 355,000 0 7,078,494
0 3.2ffi.wO
58A H TO SEWER REPLACEMENT MR UFT STATION PUMP
SOuTn AGUA HfDIONDA UFT STATION AND FORCE MAIN
TOTAL PROJECT EXPENDITURES 4,395,494
ENDING FUND BALANCE
SEWER CONNECTfON FEE FUND
PRlOR
YEARS
YEAR 1
2002-2w3 2w3-2024 2W2w5 2ws-2w6 2006-2W7 2w7++
YW 2 YEAR3 YEAR4 YEAR5 BUILDW
BEGXNNING FUND BAUNCE (1) NIA 22,558,037 1Y,232,656 10,105,709 9,425,373 4,893,319 5,796,015
l3EmUEs
DEVELOPER FEES
OMER AGENCY CONTRIBCmONS rnm REVENUES -
WENA VISTA UFT STATION
WENA VISTA LIFT STATION PUMP ADDITION
WIWING IMPROVEMEN%
WEN ACQUISmONS - UNX I
I 777SW 1,421,112 2,319,330 2,182,217 1,983,140 15,652,230 I 1,2w,m 5w.m 3.6W.W 4,sW.OW 0
NIA l,977,5M) 1,92l,112 5,919,330 6,782,217 1,983,140 15,652,230
0
502,132
0
0
0
0
0
0
0
0
0 233.000
0
693,314 1,093,935 0 0 0
624,444 124,050 124,050 124,050 124,050 124,050 2,170,343
0 0
NIGHEMDE GRAVlTY SEWER MENSION
FLOW EQUAUZATION F'ROIECT
PW N EXPANSION - DEBT SERVICE
PHASE V EXPANSION
PHASE V EXPANSION - IhmRlM CAPAUlY
WER CONNECnON FEE UPDATE
' WER PIAN UPDATE
WER MONrrORlNG PRCGWM
TECHNOLOGY MASER PLAN
VIsTIvcARLsBI\D INTERCEPTOR AGUA HEDIONDA UFT STAlION PC12
VISTNCARLsBI\D INTERCEPTOR REACH VCllB
VISTNWsnO INTERCEPTOR REACH VC13 TO VC15
VISTAICAPLSBAD INTERCEPTCR REACH WA, 58 TO VCllA
TOTAL PROlECT EXPENDITURES -
2,775,530 I 2,542,735
0 0 0
0
942,161
0 7,467,810
936.199
367 1 2,SW.W: 1
500.000
19,250,065 7,302,881 9,0411,059
12,223,433
0
50,m 1w.m 0
936,256 939,581
0
0
15,W 0 0 0 0
0
222,297
0
0 0 0
0 0 0
0 20.m 20,WO 20.m
0 0 0 0
0 769,360 5,130,640 0 0
4,700,wO 5,OWpW
6,599,666 11,314,271
0 0
205,698
207,138
341,220
350.m 0
0
0
936,394
0
0
0
0
20,ow
0
0
0
0
0
1,080pU
2,870,987
8,391,592
0
3,435,093
0
0
0
3w.m
819,722
0
0
0
0
1~,no,737
ENDING FUND BIUNCE NIA
CAPITAL IMPROVEMENT PRaGkAM FUND SUMMARY
L
~~ ~~ SEWER REPLACEMENT FUND ~~
PRIOR
YEARS
NIA BEGINNING FUND BALANCE (1)
ilEm!um WFER FROM OPERATING FUND
LOANREPAYMENTS
REVENUES
AVENIDA ENCINAS GRAVITY SEWER
SAPITAL
WXAL FiANNINC /SERVICES
CHINQUAPIN LIFT STATION
COGENERATION REHABILITATION
EL WINO REAL SEWER - CHESTNUTTO TAMARACK
FARADAY AVENUE. ONON TO MELROSE SEWER mRm GRAVITY SEWER
FOXES SEWAGE LIFT STATION UPGRADE
HOME PLANT LIFT STATION
LA COSTA MEADOWS SEWER EXTENSION
LA GOLONDRIA SEWER EXTENSION
NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAM. REAVKELLY
NORTH AGUA HEDIONDA INTERCEPTOR REWBIUTATION
NORTH AGUA HEDIONDATRUNK SEWER REACH NAHTlA
NORTH BATIQU~OS INTERCEPTOR REHABIUTATION
NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS
PALMER WAY SEWER MNSION
PLANT REHABILITATION
WINSETTI/\ LANE SEWER RELOCATION
WINSETTI/\ SEWAGE LIFT STATION ODOWNOISE ABATEMEM
PUMP STATION INTEWACES
PUBLIC WORKS CENTER
SEWER ACCESS HOLE REHABILITATION
SEWER LIFT STATION REPAlRS AND UPGRADES ~~ ~ ~~
SEWER UNE REFURBIWMEKTSIREPLACEMEKT
SEWER MASER PlAh UPDATE
~ ~~~ ~
SEWER REPL TO SEW BENEF FOR LIFT STATION PUMP
YISTAJCARLSW INTERCEPTOR REACH VCSA, 58 TO VCllA
TDTAL PRDJECT EXPENDITURES
VISTAJCARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3
SEWER REPL TO SEW EENEF mR s AGUA HEDIONOA INERCEPTOR
NIA
c
450,ON
502,961
c
420,ooc
300.W
110,zoc
2,185,ooC
C
0
0
750.W
0
m,ooc 0
34.m
125.W
1,345,493
4Oo.W
2.2w.ow
0
w,ow 42,649
1,868,182
235,380
98,792
42,494
3.770." ~. . 702,020
17,210fl54
327,075
ENDING FUND BALANCE NIA
YEAR1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUr
2~2.2~3 2~3.20~ 2004-2005 2~5.2~6 2W6-2W7 2W7++
7,787,153 6,054,554 5,659,925 4,998,196 5,586,667
6'460,136 I
0 0 0 0
1pW.WO 1,400,000 1,400,000 1,400,000 1,400,000 9,812,494
0
175,000
ll2,W
0
0
0
0
5W.OW
0
35,000
0
0
620,000
837,600
0
297,2W
0
0
66,987
21.700
0
17,013
0
0
300,000
0
0
0
100,"
n
112,099
0
0
0
0
0
0
0
0
0
0
0
158.000
6W.000
0
0
74,430
0
0
0
2s0,oOo
200.100
100,wo
0
300,Mo
0
0
0
0
112,099
0 0
112,WS
0 0
0
0 0
0
0 0
0
0
0
0
0 0
50,000 125,OW
50,OW 100,wo
0 0
0
1,375,209
0
0
0
0
0
0
74.430
0
74.430
0
0
0
0
0
0
0
1w,ooo 0 0
100,ow
0
3W.WO 300,030
0
0 0
0 0
0 0
0 n
52,101
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
74,430
0
0
0
0
1w.000
a
0
300,WO
0
0
0
906s57 I 0
581,447
0
0
0
0
0
0
0
0
0
1,198,323
0
0
0
0
1,m,wo
4,5W,WO
0
0
50.W 0 0 0 0
0
3,132,599 1,794,629 2,061,729 811,529 526,531 8,586,327
0
0
0
n
TDA - LOCAL TRANSPORATATION FUNDS
PRlOR
2002-2003 2003-2004 2004-2W5 2w5-2W6 2006-2007 2W7t+ YEARS
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUr
BEGINNING FUND BALANCE (1) NIA 1,469 1,469 1,469 1,469 1,469 1,469
TDA GRAKT
EmErUEs
TOTAL REVENUES NIA
70,wO
70.000
0
0
0
0
0
0
0
0 0
0
I WPnALPRRlECTr * SIDEWAWSmEETCONSIRUCN F'RCGw\M(33913,36081) 200.3W 70,wO
200,300 70,000 TOTAL PRDlECT EXPENDITURES
0
0
0 0
0 0
0
0
0
0 I ENDING FUND BALANCE NIA 1,469 1,469 1,469 1,469 1,469 1,469
fProject has multiple funding sources. c-42
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
TRAFFIC IMPACT FEES (TIF)
PRIOR
YEAR5
NIA BEGINNING FUND BALANCE (1)
REVENUE5
DEVELOPER FEES
TOTAL REVENUE5
MIS. REIMBURSEMENTS
WmAL PRO1 ECTS
AVENIOA ENCINAS WIDENING - MUW OF PALOMAR AIRFWRT ROAD
' ETD#3 CANNON ROAD WEST
CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE
CARLSBAD BOULEVARD WIDENING - CdNNON TO MANZANO
uIRL581\D VILLAGE OWE WIDENING
EL WINO REAL AND CAMlNO VIDA ROBLE
EL WINO REAL AND CWLSB/\D VILLAGE DRIVE
EL WINO REAL AND FARADAY AVENUE
EL CAMINO REAL WIDENING - LA CO-A AVENUE TO ARENAL ROAD
EL CAMINO REAL AT AW PARKWAYIALGA ROAD
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNW AVE.
MELROSE DRNE AND ALGA ROAD
PALOMAR AIRWRT ROAD AND WLLEGE BOULNARD
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
POINSm LANE WIDENING (PAY0 DEL NORTE TO BATIQUTTOS LN
SlDEWAWSTREET CONSTRUCnON PROGRAM (35601,33911)
TRAF SIG - AW PARKWAY-WINSETTIA LANE TO EL CAMINO REAL
TRAF SIG - FARADAY AVENUE AND ORlON STREm
TRAFFIC IMPACT FEE SNDY
TRAFFIC MONITORlNG PROGRAM
TDTAL PROJECT EXPENDITURES
NIA
1.160,~
0
210,725
0
0 4w,wO
0
710,W
0
642,000
0
0
0
0
0
738,801
30.W
0
70.m
664,764
4,626,293
ENDING FUND BALANCE - NIA
YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR 5 BUILDOUT
2002-2003 2003-2004 204-2005 2W5-2w6 2w6-2007 2007++
4,223.039 4,682,434 5,029,033 4,508368 5,308,285 6,059,051
929,395 1,296,599 1,332.643 1,269,317 1,220,767 9,596,594
0 0 0 0 0 357,000
929,395 1,296,599 1,332643 1,269,317 1,220,767 9,953,594
0 0 0 0
0 0
0
0
0 0 0
0
0 0
0
0
0 0
0
0 0 0
0
0
0
0
0
0
0 0 0
0
0
0
0
0 0
0 0
0 0
0 0
0
0
0 0 0 0 0
0 0 1,382,708
0 0
0 0
0
0
0
0
0
0
0
0
480,oOO 0
0
0
0 0 0 0
0
4w.W 4w.m m,ow 4w.W W,WO
0
0 0
0 0
0 0
0 0
0
0
870.W
0
z.m,wo
0
1,260.m
0
320.W
2m.0w
0
450,000
480,030
0
lM),MO
1.870,MO
0
3.8w.m
150.W
0
0
70,000
0
70.W 70.m 70.W
470,000 950,000 1,852708 470,000 470.000 11,960,000
70,wO 350.W
.~ ~ ~
0 0 0 0
4,68&434 5,029,033 4,508,968 5,308,285 6,059,051 4,052645
I TRANSNETlBICYCLE I PRlOR I YEM1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT I YEARS I
BEGINNING FUND BALANCE (1)
2002-2033 2033-2W 2W2W5 2005-2w6 2006-2007 2007++
NIA 0 0 0 0 0 0
TRANSNET REVENUE
TOTAL REVENUES
!m!Ecum
I - * OJASrAl WULTRAIL
TOTAL PROlEcT EXPENDITURES
NIA
0
0
0
0
0
0
0
0
0
0 0
0
200.000
2w.m
0
0
0
0
0
0
0
0
0
0
0
0
ENDING NND BALANCE
TRANSNETIHIGHWAY
PRIOR I YEAR1 YEAR 2 YW3 YEAR4 YEARS BUILDOW
BEGINNING FUND BALANCE (1)
YEARS I
NIA 335,312 75.312 75,312 75,312 75,312 75,312
2002-2003 2w3-20W 2W2W5 2W5-2006 2006-2007 2007++
TRANSNET REVENUE
TOTAL REVENUES NIA 1,ZltOW
I 1,211.m 0
0
0
0
0
0
0
0 0
0
* BTDt3 CANNON ROAD WEST
-
COLLEGE END EAFT OF EWCANNON ROAD REACH 3.4 550,wO
1,471,000 TOTAL PROJECT EXPENDITURES 4,950,000
1,211.wO
~.4w.W 2w.m 0 0 0 0 0
0
0
0
0
0 0
0 0 0
0
ENDING FUND BALANCE
(1) Equal 0 the projected fund balance le% an), oostiinuing appropriations.
* Project has multiple funding sources. c43
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
~~ ~~~ TRANSNET-LOCAL
PRIOR
YEARS
YEAR1 YEAR 2 YEAR3 YEAR4 YEARS BUILDOUT
2002-2003 2003-2w4 2w4-2005 2005-2006 2006-2W7 2W7++
BEGINNING FUNO BWCE (1) NIA 1,769,213 69,213 69,213 69,213 69,213 69,213
TRANSPORTATION TAXES
TOTAL REVENUE5
!3wmu€s
NIA 4,600,000 3,200,000 1,900,000 2,100,000 3,500,000 2,300,000
4,500,000 3,2W,WO 1.9W.000 2.100,~ 3,500,000 2,300,000
CARLSBAD BOULEVARD RETROFIT OVER SDNR
EL CAMINO RW IMPROVEMENTS
PAVEMENT MANAGEMEKT PROGRAM
0 0 1.4w.000
4,949,348 4,800,OW 1.7W.WO 1.9W.000 2.1W.000 2,100,000 2,300,000
0
SIDEWAWSTREETCONSTRUCnON PRCGRAM(33913.36081)
SOUTH CARLSBAD VlLIAGE STORM DRAIN
603.557 0 0 0 0 0 0
TRAF SIG - EL CAM. RWPV\ZA/MARRON/HOSP WY
0 0 0 0 0
YISTAJCARLSBAD INTERCEPTOR - PAVEMEKT OVERLAY
0 0 0 0
TOTAL PROlECT EXPENDITURES
0 0 0 0 0
12,048,785 6,300,000 3,200,000 1,900,000 2,100,000 3,500,000 2,300,000
ENOING FUND BAIANCE NIA 69,213 69,213 69,213 69,213 69,213 69,213
PROlEm
1,100,ow 0 0 0 0 0 0
300,OW 1,500,000
4,700,OW 0
1,200,000
0 695,880
0
I TRANSNET - SURFACE TRANSPORTATION PROGRAM (STP)
PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR4 YEARS BUILDOUT I YEARS I
BEGINNING FUNO BALANCE (1)
2002-2003 2003-2W4 2004-2005 2005-2006 2006-2007 2W7++
NIA 321,751 321,751 321,751 321,751 321,751 321,751
BD!mYEs
SIP REVENUE
TOTAL REVENUES -
TOTAL PROlECl EXPENDrNRES
SOUTH CARISBAD YILLAGE STORM DRAIN
NlA
0
0
0
0
0
0
0
0
0
0 0
0
1,240.m
1,240,000
0
0
0
0
0
0
0
0
0
0
0
0
ENOING FUNO BALANCE NIA 321,751 321,751 321,751 321,751 321,751 321,751
* Project has multiple funding sources C-44
CAPnAL IMPROVEMENT PROGRAM FUND SUMMARY
WATER - MNOR FACILITY FEE FUND
PRIOR I YEAR1 YM 2 YEAR3 YEAR4 YEAR5 WIW
BEGINNING FUND BALANCE (I)
YEARS I 2002-2003 2003-2oW 20042005 2005-2006 2006-2007 2007++
NIA I 5,156,004 3,311,637 1,727,190 3.7.30.501 5,665398 8,091,572
EEKy#Es
TOTAL REVENUES
DEVELOPER FEES
UPlTAL PROJECTS
'D" RESERVOIR - PHAK I1
580 ZONE SECONDARY SUPPLY
680 ZONE SUPPLY
AVlARA PARKWAY- FQINSm LANE TO PALOMAR AIRWRT ROAD
WVERA HILL5 WATER BWmR STATION STANDBY GENERATMI
CANNON ROAO WEST TRANSMISSION MAIN
CARLSBAO BWLEVARD - MANZANO DRM TO AVENIDA ENCINAS
CUGE BWLEVARO - EL CAMIND REAL TO AGM HEOIONDA CREEK
COUEGE BWWARO - CANNON ROAD TO WBAO VILlAGE DRlVE
COLLEGE BOULEVARD (33' UNE TO CANNON ROAO)
EL CAMINO REAL CROSSING AT KELLY OWE
ELCAMIN0 REALTRANSMISSION MAIN - USA STREETTO KELLY DRlV ~~ ~~~ ~
EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO WIN5ElTA
EL FUERTE - NORTH OF LOKER
~~
EL FuulTE -ALGA RQ4D TO ffllffi~ LANE
EL FUERTE - FARADAY TO MAERKLE RESERVOIR
EL WERE - WIN- LANE TO PALWR AIRPORT ROAO
FARADAY AVENUE -ORION TO MELORUSE WATEWNE
INEMATE 5 CRUSSlNG
LOAN FROM WATER REWCEMENT FUND
NORM AGUA HEDIONDA TRANSMISSION MAlN
PALOMAR AIRPORT - NORTH OF OWENS
WINSm LANE - EL CAMINO REALTO "D" RESERVOIR
FOINSElTM LANE - EL FUERTE TO EL CAMINO REAL
WINSEmA WE - PASEO DEL NORTE TO CARLSBAO BOULEVARD
mINsEmA LANE- FROM -0- RESERVOIR m AMBRO~A WE
RANCHO CAWLLO OMRSIZING/MTENSlON
PRESSURE REGULATING STAllON -CANNON ROAD /\NO COLLEGE BLV
TAP NO. 2 RESERVOIR
NIA 817.740 1,704,731 2,803,311 b530.897 2,530,173 8,715,041
817,740 1,704,731 2,803,311 2,530,897 2,530,173 8,715,041
0
0
0
0
2.864.457
0
0
50,wo
183,375
0
50,000
0
0
0
2,mPw 25.m
97.210
0
982.000
0
0
15O.m
2,700,WO
0
375.m
322,000
0
90,000
150.000 n
0
0
0
0
0
0
500.000
0
51,625
0
0
0
835,800
0
0
0
0
0
0
0
0
0
0
0
0
250.W
0
0
1,024,682
0
0
0
495.000
0
50,000
0
0
0
421.W
0
200.000 44.m
148,750
0
0
0
820.000
0
0
30.000
0
0
0
0
0
0
0
0
1,030,428
0
0 0
0 0
0
0
0
0 0 0
0 0
200.000 0 0
0 0 0
0 0
0
0
0
0 0
0 0
0 0
0 0
0
0
0 0
0
0
0 0
0 0
0
0
0
0 0
0
0
0 0
0
0
0
0
0
0
0
1,WO,m 0 100,wO
0
0
0 0 0
0
0
0 0 0
0 0
0 0 0
0
0
0 0
0 0
0 0
0
0 1oo.m 100,W n n n
3,984,500
256.000
550,000
0
0
0
133,000
0
0
0
0
0
0
0
0
305,000
0
0
0
0
0
0
2.m.000
0
0
0
0
0
1,400,000
0
TOTAL PROJECT UPENDITURES 10,070,187 I 2,66
ENDING FUND BALANCE NIA 1 3,311,637 1,727,190 3,230,501 5,661,3911 9,091,572 7,378,112
WATER - RECYCLED WATER FUND PRlm YEAR 1
YfAPS 2032-2003 2w3-2" 20042005 2005-2w6 2006-2007 2007++
YEAR 2 YEAR3 YEAR4 YEAR5 WILCCUT
BEGINNING FUND BALANCE (1) NlA 2,902,055 937,529 538,002 538,475 538,948 539,421
B€Y€tws
TRANSFER FROM OPERATING FUND
LOANS OTHER
TOTAL REYENUES -
DEBT SERVICE ON STATE LOAN
1-5 RECYCLED WATER TRANSMISSION UNE
INOUSrrmV PARK MSEM
PUMP STATION UPGRADE
RECYCLED UNE - FQINSEmR BRIDGE
RECYCLED WATER PH I1
RECYCLED WATER PH I1 - MPEUNES
RECYCLED WATER PH I1 - FLOW EQWLIZATION
RECYCLED WATER PH n - WMP STATION^
RECYCLED WATER TO WATER REPLACEMENT
RECYCLED WATER PH I1 - TREATMENT FACILIlY
TOTAL PROJECT EXPENDITURES
ENDING FUND BAIANCE
lM),WO 1w.m 160,WO lw.m 1m.m 1,120.m
0 0 0 0 0 0
NIA 160,oOo 160,000 160,wo 160,000 160,M)o 1,120,oOo
0 159,527 159,527 159,527 159.527 159.527 1,083,067
1.179.539
0
140,m 0 0 0 0 0
0
0
0 0 n 4M.m 0 0 0 0
0 0 0
2,970,wO 0 0 0 0 0
15.8W.WO
2.MyI.m
0
0
0 0
0 0
0
0
0
0
0
12.5W.WO 360,wO
0 1.M15.W
.~. 0 0
0 0
0
0
0
0
0
0
36,029,539 2,124,527 559,527 159,527 159.527 159,527 5083,067
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
WATER REPLACEMENT FUND
PRIOR
YEARS 2002-2003 2W3-2w4 2CC42W5 2W5.2w6 10062007 2007++
YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 BuILwLrr
BEGINNING FUND BAIANCE (1) NIA 12,250,464 14,832J46 16,247,471 19,474,700 19.315949 19215.949
R€!EruE
TRANSFER FROM OPERATING FUND
LOAN REPAYMEhT
TOTAL REVENUES
"D" RESERVOIR. PW I1
SAPTTAL PROlEm
CARISBAD BOULEVARD - MANZANO DRNE TO AVENIOA ENCINAS
C
COLLEGE BLVD - MAERKLE REYRVOIR TO AGUA HEOlONDA CREEK
0
EL WINO REAL - PALOMAR AIRPORT ROAD SOUTH
0
3,225,OW
EL VIMlNO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR OR 50.000 n mussAT ROAD WELL ABANDONMENT
IND'L PARK SYSTEM - LOAN TO RECYCLED WATER
LAKE WVERA RESERVOIR IMPROVEMENTS
LOAN TO WATER CONNECTION FUND
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE
MISCELLANEOUS PlPEUNE REPLACEMENT PROJECTS
MISCELLANEOUS SORAGE TANK REPAlRS
MISCELLANEOUS WATER RESERVOIR FENCING
OCEANSIDE INTERTIE UPGRADE
PUBLIC WORKS CENTER
RECYCLED WATER PROG-PHASE I1
SEAWATER DESAUNATION PROGRAM5
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
TAP RESERVOIR EXTERIOR PAINTING
TRI-AGENCY PIPEUNE EROSION FROTECnON
WATER CERTIFICATE OF PARTICIPATION (ClJP) PAYMENTS (16%)
WATER DISRICI - REPAIWREFUCE CONCRETE ENTRANCE
WATER OPERATIONS WATER WMP PROJECT
WATER NSTEM INTERTIE CONNECTION
TOTAL PROlECT EXPENDITURES
WATEW5WER MASTER PLAN UPDATE
ENDING FUND BALANCE
1.6a5.000 I
2,236,860 2,281,597 2,327,229 241,249 3W.W
1,605,wO 0 l,wo,WO 0 0
3,841,860 1,281,597 3,327,229 141,249 300,000
0
0
0
0
0
0 0 0 0 1,328,000
0 0
0 0
0
0
0 142,000
0 0 2,340,wO
0
610.000
150,000
0 0 0 0
0 0 0
0
0
0
0 0
0 0
0 0 0
0
0
0
0
0
170,000
4,600,000
0
4,000,000
€49.860
0
70.030
0
20,000
0
0
4w.000
ll0,wo
200,000
0
0
0
0
0
0
0
195.178
0
55.m
0
0
900.000
0
0
1W.000
0
0
0
20,000
0
150,000
196.272
0
0
0
0
0
0
0
0
0
0
100.000
0
0
0
0
0
0
400.000
0
0
0
0
0
0
0
0
0
0
0
0
0
4w.003
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
124,580 I 0 0 0 0 0 0
17,674,440 1,260,178 866,272 100.000 400.000 400,000 4,414,000
*Project has multiple funding sources. C-46
IGLOSSARY OF CAPITAL PROJECT FUNDING SOURCES I
Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment
District bonds. Projects include street construction and improvements to Alga Road and College
Boulevard.
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 8, 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 (PILI - 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.
C-47
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 pari 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.
- 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 Recvcled (RECL WATER) - Recycled Water is purified wastewater to be used for
irrigation purposes.
Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management
Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City's
industrial corridor.
C-46
PUNNED MOR CAPITAL OUllAY ITEMS 2002-2003
crry OF uRL5BAD
::/:/::::.:.: .... .............................. ... ....... . .,., , , ;.:.:..::.:.::.:..I :.::.:.:.::.:.::: Item DeScnption QW Cost i
0011410 PURCHASING Furniture for sCanning 8 document management swtem workstation 1 15.000 15,000 suwotai Purchasing
5
0012120 POLICE FIELD OPERATIONS Ma&& wlice sedan with police packam 1 32,000 32,000
0012121 TRAFFIC Marked police Sedan wilh police Waae 1 40.000 40,000
22,000 22.000
0012220 EMERGENCY OPERATIONS Thermal lmaqlna Camera 1 16.m0 16,500
Subtotal Police Operations
Subtotal Poiice Fieid Operations
0012135 TASK FORCES Unmarked wiice sedan with radio 1 SubtotaiTaSk Foes
r
Ftll 11125q
0013010 COMMUNITY DEVELOPMENT ADMiN ScaniReadPrinl machine foT micmfische reading1 print in^ 1 15,026 15.026
0013610 BUlLDiNG Subwmpan sedan for wde enforcBment officer 1 17.0.30 17.000
132,w
Subtotal Community Devebprnent Admin
Subtotal Building
0014010 COLE LIBRARY - ADMlN Modular hvniture for reference staff and manaqer. 1 25.000 25.W
0014065 ARTS OFFICE Xemr wpier Wnh facsimile unit 1 12,402 12.402
Subtotal Cole Library Mmin
Subtolal Arts
001~m AQUATICS Customer COmterlRBCeDtioniSt works~ace 1 29.000
29.000
12,392 12,392
0014.543 RECREATION OPERATIONS - HARDiNG Svstems furniture far metion area 1 14.0.30 Subtotal Opmation~ - Hardino 14.000
Subtotal Aquatics
0014541 RECREATION. OPERATIONS - STAGECOACH Svatams fumlture far wwwisds 0RCe 1 Subtotal Operations . Stasscoach
CES 192794 I
0016370 TRAFFIC SIGNAL MAINTENANCE Ememern BatterybaCk-up svrtem 6 Sublold Tank Sinai Maintenam 42.023 42.023
0012210 FIRE ADMINISTRATION 800 MHz lease pawff Subtotal Existing Leases 554.456 554.456
1w,m
1213110 POLICE ASSET FORFEITURE Poke palm car equipment uackaqe 1 m.ooo 20,000 %
120,m
5016310 WATER OPERATIONS Xemx wpier (waterisewer staring wstl Ucddatdreplace obsolete lone telemetry mmmunicatlon eauiement 1 12.601
26 193.746 206,349 Subtotal Water Operations
5116310 SANITATION Xemx wpier ( waterlm" sham cost) 1 see ame Subtotal Sanltetwn 0
"
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CTryoFURLsBID
PUNNED WOR MAL OVluY ITEMS 2002-2003
Ow KW Depament Item Descrimn QW cost
6215061 VEHICLE REPLACEMENT Sedan - inleMiate Sedan - Police sw . full Iize SW . intermediate Minivan Motmwle -full size Mdom - all tenain Twck - mmpaa pickup Truck - ln ton pickup TN& - 314 tan pickup Truck.Irn"Ratbed T~~k-ltonutlUW TNck - 10 CY. Yd dump Twk - patch Tmk - paint large TNUCk -6m Radarbaaad. moMle Compmsscr. trailer mounted Steam &mer, trailer mounted Tractor. Small Mower. Special
2 9 36.000 23o.m
2 2 76.000 52,000 3 63.WO 1 12,000
2 16.000 3 54.000
3 60.000
6 144,000 1 28.000 2 60,WO 1 92.000
1 60.000
1 170,000
1 380.0W 1 15,000 1 13.000 1 8,000 1 I 15.000 21,000
Subtotal Vehicle Replacement 1.607.WO
$1,6W,d88l
6401710 INFORMATION TECHNOLOGY Replace all 3Com muten wim Cisco mutes 15 95.000 20 12,000 1 20,000 1 11.000
3 15,OW 16.0W 200 261,000 1 %OW
l 6.WO 1 17.W 459.000
Sewer hard doves Replace 6k sewer for Faraday netWOlX IntBmet cachlng device NetwDrk attached storage (NAS) Netwotdwb sewen Replan, PCP andlor ptimen Web sewer TesVTraining wwer Inlemet vim scanniw device
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Subtotal lnfwmation Techmlogy
LOGY w59,oq
12292,349 I
$3,141,148
D-2
- 0010110 CITYCOUNCIL Meetings wilh Federal Legislalam 4 Washington, DC I 7,000 I
InnovatDn Gmups,Transfoming L-1 Govr Conference 5 Plano.TX
12,000
5,000
1 COIUmbUS. OH 1 Balimore. MD. San Antonio. TX 2.500 2,000
0010210 CITYCLERK - llMC Annual Conference
Electlbn CenlerTrainmg
4,500
I 0010310 CITYTREASURER Municipal Treawrem' Asoc of USICAN Conference 1 Washington 0. C. 1.400 - I 1,400
0011010 CITYMANAGER Innovation Gmupo,Transfoming Local GovY Conference 3 PlanqTX
4 Tacoma, WA 5,500
3 PennSylvania 5.000
3.500
19,000
5,000
1 Pennryivania 1,940
1 WeOtern United Stales 1.720 - 3,660
001 11 1 ADMlN SERVICES - Special Pmjects Innovalan Gmupr.Tranrfoming Local Gav'l Conference 8 Plan0,lx 16.400 16.400
ICMA Best practices conference
ICMA Annual conferenc* - Legklfiive Meetings 10 Washington. DC
001 1110 ADMINISTRATNE SERVICES ADMlN ICMAAnnual Conference
IG Forum Meetings (qualterly)
- 0011112 STRATEGICCHANGETEAM Innovation Gmups,Transfoming Local GovY Conference 3 Piano. TX
1.700 4 out Of state 4,300 Research Training Trips
5,000
IMLA Mu-Year Conference
IMLA Annual Conference 1 Denver, co
Narl College Of DA'o. GovY Civil Practlce 1 ParkClty, UT
1.500
1,200
4.500
1.800 - 0011210 CITYATTORNEY
1 Washington. DC
0011310 FINANCE GFOAConferencs - sofMare users conference 1 Outofstate 3 Outofstate 2,750
1.300
4.050
001 1410 PURCHASiNG Innovation Gmupr Nalibnal Purchasing Alliance (3 trips) 1 Undelemined 4.500 4,500
7
0011510 HUMAN RESOURCES Disability ManagementEmpbyerCaalitan (DMEC) 1 San Antonio. TX
Society for Human Resource Managemen1 (SHRM)
Linkage CeMcala Program 2 ValMUI LOCaliOm
2,000
8.000
1,400 - 11.400
1 Orlando. FL
0012110 POLICEADMINISTRATION lnr! ~l~oclatan ofchefr of POI^ (ACP) conference 1 Minneapolis, MN
1.200 - 0012130 POLICE INVESTIGATIONS ForsuspeRandlorwivIess interviews Unknown
1.500 1.500
1.650 0012141 DARE Natsoill DARE Conference 3 Las Vegas, NV
3,000
3.000 0012140 POLICE SUPPORT OPERATIONS CAD User Conference 3 Reno.NV
1,000 1,000 0012131 POLICEVICEINARCOTICS For 6uspeR andlorwitness interview$ Unknown
1,200
1,500
1,500 0012210 FIRE ADMINISTRATION intemalimnal Fire Chiiw Conference 1 Kansas Cw, MO
1.650
-
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I 3.050
- 0012220 EMERGENCY OPERATIONS Southem Area Fire EquQment Res~e Conference 1 Reno.NV
Fire lnvesl~atbn Trainvrg Seminar 3 Las Vegas. NV 800
2,250
I 0012225 FIRE - PREVENTION Nstmnal Fire Academy. ExecutiYe Dwsbpment 1 Emrnilsbum. MD - 1.250 I 1.250
0013010 COMMUNIRDEVELOPMENT InnOYatlOnD Gmup School of Leadership & Change 7 Various Destinatbns
ULI C0"fere"CB APA Nalanal Conference 1 Denver. CO
13.950
2.500
10,950
2.500 - 1 TBD
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OUT OF =ATE TRAVEL REQUESrS 2002-2003
CrTYOFuRwrO
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0013210 PLANNING APA Nalbnal Conference
1 OF
REQUEST
BUDGET
permits Plus usen conference 2 Denver. CO
1 Reno.NV 4.000
2.000
6.000
0013310 GEOGRAPHIC INFO, SYSTEMS URlSAAnnual MeBtlng 1 Chtaga. IL __ 2,100 2,100
2,600
1 Varbur - TBD 1.000
0013510 ECONOMIC DEVELOPMENT ULI Real Esrate School 1 Westem United Staler
ULI WonshoD
Economk Deiebpmenl -Am&" Viiil FacuW Site Visits
ULI Annual Conference
2 Varbus -TED
1 VB~~US-TBD 1 - vams. out Of *le 10,000
16,100
I 0013610 BUILDINGINSPECTION lnt'l Conf Of Bldg OWmk Annual Business Mg 1 Fort Worth. TX
Sera 'Permlr' Annual Conference 1 Reno,NV 1,000
2,000
-
1,000
I 0014062 GALLERY Amencan Asroc. of Museums Conference 1 New York. NY I 1.700
1.700 -
I 0014055 ARTS OFFICE American for the ARs National Conferecna 1 Powand, OR 2.500 I 2.50 I 0014070 LIBRARY Amekan LLbraV Assocbtan Annual Conference 1 Tomnta, Canada 1,200 --
I 1,200
I 001451o PARK PLANNING a REC MGMT Arne-an Soclety of Landscape Architecb 1 New Oriems. LA 1,900 I I~900
0014570 SENIOR PROGRAMS National COunCl an Agm Conference 1 Washinolo" D. c. 1.650 1,650
,~ ~ ~ -
0015710 ENGINEERING AWWA Fall Conference I RenaNV
Amerran Membrane Technology Associalim Conference
Permits PIUS use18 conference
1 Chariestoton, SC
ASCE 2002 Pipelines Conference
1,500
0016010 PUBLIC WORKS ADMIN APWA Conference 1 Kansas CW. MO
2,000 6.400
I Cleveland, OH
900 1 Reno.NV
165,560 ITOTAL GENERAL FUND
3.500 3,500
2,000 -
-
5016310 WATER OPERATIONS Coblado River Water Usen Associalbn 1 Las Vegas. NV
1,250
1,100
3,750
1.300 -
7.400
-
ACWA Spring Conference
PBrmL PI"* u*en conference
AWWA Fall Conference
1 Lake Tahoe. NV
1 Reno.NV
3 Rmo.NV
5026310 RECYCLED WATER OPERATIONS American Backnow Preveminn Associaton 1 Las Vegar. NV
hm" user Conference I Ft. Lauderdale, FL
1.100
3.550
2.450 -
5116310 SANITATIONOPERATIONS Ham UIW Billing Conference 1 Lao Vegar. NV 1,100
Tr6StaIe WatedSewer Seminar 2 Laughlin. NV - 1.700
2,800
6141610 RECORDSMANAGEMENT Annual ARMA Conference 1 New Orleans. LA
AllM Annual Conference 1 New Yon, NY
MER Conference
2.00
3.500 -
I Chrago. IL 1,500
7.000 -
D-4
tnlemp
Perms PiUS users Conference
internet World
Erainshare
Online Learning Conference
Pmjen Leadership Conference
CbOS conference
FibNET Users Conference
AllM Conference
Lbrary conference
ORG KEY DEPARTMENT TRAVEL DESCRtPTiON PEOPLE DESTINATION
t OF
6401710 iNFORMATtON TECHNOLOGY Tivoli Disaster Recovery 1 Colorado springs, co
1 Las Vsgar. NV
I Reno.NV
I TED
2 Salt Lake CW. Utah
1 TBD
1 Viiolra. Canada
1 TED
I Washington 0. C.
1 NewYon,NY
NEC Usen Conference
1 TED
2 TED
Ham usen conference 1 TBD
I L 32,100 2,000
REQUEST
BUDGET
3.500
2.300
1.100
1,500
5,400
2.500
1.500
2.200
2.4W
2,200
4.500
1.000
TOTAL DMER FUNDS 55,850
GRAND TOTAL TRAVEL $ 221,410
D-5
MISCELLANEOUS STATISTICAL INFORMATION 2002-03
Date of Incorporation
Type of City
Form of Government
Area
Population (CA Dept of Finance Report 01/01/02)
Net Assessed Valuation
Streets:
Number of Street Lights
Miles of Streets
Fire Protection:
Number of Stations
Number of Firefighters & Officers
Police Protection:
Number of Stations
Number of Sworn Police Officers
Municipal Water District:
Number of Customers
Number of Water Connections
Average Daily Consumption (in Millions of Gallons)
Miles of Lines and Mains
Miles of Sewers
Recreation and Culture:
Acres of Parks (Improved Community & Special Use Areas)
Number of Parks
Acres of Open Space (Special Resource Areas & General
Number of Libraries
Number of Pools
Number of Volumes
City-Owned Open Space)
Total Number of Authorized Full-Time City Employees
Source: City of Carlsbad. Finance Department
July 16, 1952
General Law
CounciVManager
42.19 sq. miles
88,000
1 1,850,678,972
6,138
255
6
73
1
109
75,000
24,300
17.6
400
149
37
214
490
2
1
280,458
642.75
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1. The City is not one single entity. It is the total of many entities, each with its separate
function and legal restrictions on the use of resources. In the private sector, a corporation
may have many "subsidiaries" which make up the parent corporation: in the public sector,
a city government may have a variety of "funds" that provide the basis for separately
recording the financial data related to a specific entity. A fund is an accounting entity with
a complete set of self-balancing accounting records. Each fund has been established
because of some restriction on the use of resources received by that fund. This report
includes the transactions of all entities over which the City Council of the City of Carlsbad
have authority (as defined by the Governmental Accounting Standards Board).
2. The City's accounting system operates on a modified accrual basis for all governmental
type funds. Governmental funds include the General, Special Revenue, Debt Service,
and Capital Projects funds. A modified accrual system is one where (a) revenues are
recognized when they are both measurable and collectable within the accounting period,
or soon enough after the end of the period to pay liabilities of the period; and (b)
expenditures, other than principal and interest on long-term debt, are recorded when
liabilities are incurred.
3. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the
accrual method of accounting. Revenues are recognized in the period earned and
expenses are recognized in the period incurred.
4. Internal controls exist with the accounting system to ensure safety of assets from
misappropriation, unauthorized use or disposition, and to maintain the accuracy of
financial record keeping. These internal controls must be established consistent with the
sound management practices based on the cost'benefit of the controls imposed. The cost
of a control should not be excessive in relation to its benefit as viewed by City
management. The internal controls in existence within the City's system are sufficient to
ensure, in all material aspects, both the safety of the City's assets and the accuracy of the
financial record keeping system.
5. Budgetary control is maintained through monthly reports on all revenue and expenditure
accounts as well as special reports summarizing the financial position of the City. The
City Council has authority to control the budget through adoption of a formal budget at the
beginning of each year and by amending the budget as necessary throughout the year.
Expenditures should not exceed budgeted figures. All appropriations expire at year-end
unless specifically carried into the new fiscal year by Council actions. The Carlsbad
Municipal Code requires that the Financial Management Director prepare annually the
budget for the City Manager showing estimated revenues and expenditures.
6. Controls on the use and transfers of budget funds are outlined in the adopted budget
resolution in the appendix of this document.
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213
RESOLUTION NO. 2o02-180
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 2002-03 FOR THE
CONTROLS ON CHANGES IN APPROPRIATIONS CITY OF CARLSBAD AND ESTABLISHING
FOR THE VARIOUS FUNDS
WHEREAS, the City Council of the Cii of Carlsbad. California has revlewd the
proposed final Operating Budget and Capital Improvement Program for fiscal year 2002-03 and
has held such public hearings as are newssa!y prior to adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan Consistency
for all projects receiving an allocation of funds for fiscal year 2002-03 on May 1,2002 pursuant
to Planning Commission Resolution No. 5189.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That certain documents now on file in the office of the City Clerk of the Cii of
Carlsbad entitled, "City of Carlsbad, 2002-03 Operating Budget and 2002-03 to Buildout Capitel
Improvement Program - Preliminarf as amended in accordance with Exhibits A through C
attached hereto and incorporated by reference herein, is hereby adopted as the Operating and
Capital Improvement Budgets for the City of Carisbad for the fiscal year 2002-03.
2. That the amounts reflected as estimated revenues for fiscal year 2002-03 as
shown in Exhibits A and B are hereby adopted as the budgeted revenues for 200203.
3. That the amounts designated as the 200243 Budget request in Exhibits A and B
are hereby appropriated to the department or fund for which they are designated, and such
appropriation shall not be increased except as provided herein.
4. That total appropriations for each fund may only be increased or deaeased by
the City Council by passage of a resolution amending the budget except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No exDenditure of funds shall be authorized unless suffident funds have
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Page 2 of Resolution # 2002-180
been appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of, funds between
departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget transfen
and adjustments.
iv. The City Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue,
which is designated for said speciffc purpose.
v. The City manager may authorize budget adjustments to increase the
appropriations for the Sanitation Fund operating budget in an amount equal to the increases in
costs of Carlsbad's share of the Encina Wastewater Authority's budget, as approved by the
EWA Board.
vi. The City manager may authorize budget adjustments to increase the
appropriations for the Workers Compensation and Liability funds operating budget in an amount
equal to the increases in costs of claims expenses.
vii. The City Council must authorize all transfers of knds from the
budgeted Contingency Account.
B. The City Manager may authorize emergency out of state travel for pubik
safety or emergency services purposes.
C. The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit C.
D. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
6. That the legal level of budgetary control is the fund level. Budgets may not
legally be exceeded at the fund level without appropriate authorization by the City Council.
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Page 3 of Resolution # 2002-180
7. That all appropriations for Capital Improvement Pmjects remaining unexpended
at June 30,2002. are hereby appropriated for such capital projects for the 2002-03 fiscal year.
8. That interest earned on grants may be appropriated during the year and all
appropriations for grants remaining unexpended at June 30,2002, am hereby appropriated for
the 2002-03fiscal year.
9. That ail appropriations in the Operaling Budget remaining unexpended at June
30,2002. are hereby appropriated to the 2002-03 flscal year Operating Budget
10. That ail appropriations for outstanding encumbrances as of June 30. 2002, are
hereby continued into 2002-03 for such contracts or obligations.
11. That budgeted appropriations for fiscal year 2001-02 in the nonGenera1 funds.
as shown in Exhibit D, are hereby increased by $75,900 from the various fund balancas to pay
2001-02 management incentive pay.
12. That interest earnings on TransnetsTp funds (estimated at $321.751) be
appropriated to the South Carlsbad Village Storm Drain Project with an offsetting deaease in
appropriations from other funding sources of the project.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City CoUndl0n
the 18th day Of JUNE ,2002, by the following vote, to wit
AYES Council Members Lewis. Kulchin, Firmila, 1Yygaard. Ball
NOES: None
ABSENT: None
LORRAINE M. WOOD, Clty Clerk
xhhibi+A indudes: (1) Projected Fund Balances, Budget Expenditure Schedule, and Renmue Estimates which can be lund in me overwew xhibit B indudes the Pmjected Fund Balances. Budget Expenditure Schedule. Revenue Estimates. and Capital and . section of me budget,
uture Pmjecls schedules which are located in the Capital improvement Pmgtam section of the budget. xhibit C is the Personnel Aliccations which are induded in the overview section of the budget.
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RESOLUTION NO. 2002-181
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 2002-03
THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XlllB of the California State Constitution requires that
governments annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of
each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad.
California, as follows:
1. That the City Council of the City of Carlsbad. California, does hereby establish
and adopt the 2002-03 appropriation limit of two hundred eighty-six million, three hundred
seventy thousand, thirty-five dollars ($266,370,035) as computed in Exhiblt A attached hereto.
2. That the City Clerk is directed to publish this Resolution in a newspaper of
general circulation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on
the 18th day of JUNE ,2002, by the following vote, to wit:
AYES: Council Members Lewis. Kulchin, Finnila, Nygaard, Ball
NOES: None
ABSENT: None
CLAUDE A."LEWIS, Mayor
D-I I
CITY OF CARLSBAO
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation Imposed by Proposition 4 and modified by Proposition 111
The revenues which are subject to the Limitation are those considered 'proceeds of taxes." The
creates a restriction on the amount of revenue which can be appmpriated in any flscal year.
growth and inflation.
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
followlng options for calculating its Gann Limit:
The major change made by Proposition 11 1 allows the City to annually choose among the
N Population growth of Carlsbad, OR
> Growth in California per capita income, OR
N Population growth within San Diego County, AND
> Growth in non-residential assessed valuation due to new cunstruction in the City.
The factors used to calculate the 2002-03 Umit were:
> Population growth in Carlsbad, AND > Growth in non-residential new construction
The formula is outlined below:
2001-02 Expenditure Limit $257,473,406
% Carlsbad Population Growth
Growth in non-residential new construction
Net Increase Factor X 1.0548
1 .ow
1.1122
2002-03 Limit (2001-02 Limit X Factor) $286.370.035
Current ApproprlaUon of Proceeds of Taxes (Subject to the Limit) $74,660.740
The spending limit for the City of Carlsbad for 200243 is $286.4 million with appropriations of "proceeds of taxes' of $74.7 million. The resuli of the calwlailon provides the City with an operating margin of $21 1.7 million.
D-12
GLOSSARY
Appropriation: A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation: A dollar value placed on real estate or other property by San Diego
County as a basis for levying property taxes.
Balanced Budqet: A budget in which planned expenditures do not exceed planned funds
available.
BeqinninolEndina Fund Balance: Unencumbered resources available in a fund from the
prior/current year after payment of the prior/current year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
w: An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds which can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement 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 ofice 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.
Entemrise Fund: A fund type established to account for the total costs of selected
governmental facilities and services which are operated similar to private enterprises. These
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation for identified goods and
services.
_. Fee: A general term used for any charge levied by government for providing a service or permitting an activity.
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July 1 to June 30.
D-I 3
- Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Library, and the City Manager’s Office.
m: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth Manaaement Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Manaaement Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
Interfund Transfers: Payments from one fund to another fund, primarily for work or services
provided.
Internal Service Fund: A fund which provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service Funds include Fleet
Maintenance, Information Systems, and Workers’ Compensation Insurance.
Maintenance and Ooeration: A general category used for classifying expenditures for materials,
supplies and services which are normally used within the fiscal year.
ODeratina Budaet: The annual appropriation of funds for on-going program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Ooeratinq 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.
D-14
A
About the City of Carlsbad, iii
Accounting Systems and Budgetary Control, D-7
Administrative Services SUmmary, 6-37
Adult Learning Program, 6-108
Ark Dffice, 6-1 10
Arts Special Events, 5113
Asset Forfeiture - Various, 6-70
B
Bicycle Patrol, 571
Budget Awards, A-21 Budget Process, A-4 Buena Vista Creek Channel Maintenance, 6-153 Building Inspection. 586
C
Calendar, A-20 California Assembly Bill 1600, C-11
Canine, 6-61
Capital Improvement Program, C Section
Capital Improvement Projects 2002-03. C-18
Capital Outlay Items, D-1 Capital Projects to Buildout. C-5 Cash Management, 6-31
Centm de Informaci6n. 6-104
Cole Library, 5100
CIP Budget Expenditure Schedule, C-15 CIP Projected Fund Balances, C13 CIP Revenue Estimates, C-14 Citv Attorney. 6-36 Ci& Clerk, 530 Citv Council, 6-28
Ci& Manager, 6-33
City Manager's Transmittal Letter, A-I Collection Development 8 Acquisitions, 5106 Communications Center, 6-69
Community Development Administration, 6-80
Community Development Block Grant, 6-90
Community Development Summary, 6-79
Community Services Summary, 6-97 Cultural Arts Summary. 6-109
D
DA.R.E, 564 Debt Management Issues, A-14
Disaster Preparedness, 6-76 Dove Library. 5101
E
Economic Development, 6-85
Economic Profile, A-5 Emergency Operations, 6-75
Engineering, 6-130
Expenditure Schedule, 6-23
F
Facilities Maintenance, 5139
Field Evidence, 6-62
Field Operations, 6-56
Finance, 6-39
Fire Administration, 6-74 Fire Department Summary. 6-72
Fire Prevention, 6-76
Fund Balances, A-14, 6-14, C-13
G
Gann Appropriations Limit, D-I 1
Genealogy/Local History. 6-103
General Fund, A-9,B-1 General Services Summary, 6-135 Geographic Information System, 6-84
Glossary - Capital Projects, C-47
Glossary, D-13 Golf Course, 6-146 Growth Projections, C-2 Growth Management Plan, C-10
- H
Health Insurance, 6-47 Highlights, A-3 Housing - Rental Assistance, 6-69 Housing and Redevelopment Summary. 6-87 Housing Trust Fund Administration, 6-86
Human Resources, 6-43
I
Information Technology, 6-50
Investigations. 6-62
J
Juvenile Diversion, 6-64
INDEX
L
Land Use Planning, 8-82
Library Summary, 8-98
Low/Moderate Income Housing-Village, E93 LowlModerate Income Housing-SCCRA, 8-95
M
Maintenance &Operations Sumary. E147
Media Services, 8-107 Median Maintenance, E142
Miscellaneous Nan-Departmental, 8-52
N
New Programs, 8-8
0
Operating Budget Overview, El
Operating Expenditures, 8-23
Organization Chart, iv
Other Funds, 8-5, E12
P
Park Maintenance, 8-137
Parks and Recreation Commission, E1 16
Personnel Allocations. A-I6 Park Planning & Recreation Mgt.. 8-116
Police Administration, 8-57
Police Summary, E54
Policy 8 Leadership Summary, 8-27
Properly and Evidence, 8-65 Public Information, 6-35
Public Safely Summary, E53 Public Works Administration, 8-128
Public Works Summary. 8-127 Purchasing, E41
R
Readers Guide to the Budget. i
Records Management, 8-48
Recreation - Agua Hedionda Lagoon, 8-122
Recreation - Aquatics, E120
Recreation Operations, 8-123
Recreation Fee Supported, E118
Recreation Summary, 8-1 14
Redevelopment Operations Village Area, 8-91
Resolutions, D-0. D-I 1 Redevelopment Operations SCCRA. E94
Revenues - Capital Projects, C-3
Revenue Estimates, 8-16
Revenue Projections - General Fund, A-9, 8-16 Revenue Projections - Operating, A-9, 8-16
Risk Management, 8-46
Sanitation Services, see wastewater School Resource Officers, 8-64 Senior Programs, 8-125
Sister City. E1 12
Solid Waste Management. 8-157 - Staffing, A-16
Statistical Information. D-6 Strategic Goals, A-4 Street Lighting, D-152
Street Tree Maintenance, 8-141 Street Maintenance, 8-149
Summary, A-16, A-17
Support Operations- Police, 8-68
Task Force, 8-67
Traffic Signals, E151
Technical Services - Library. 8-105
Travel, D-3
V
Vehicle Maintenance, 5143
Vehicle Replacement, 8-145 Vice/Narcotics, E63
W
Wastewater Operations, E156
Water Operations, 8-154 Weed Abatement, 8-77 Worker‘s Compensation, 8-45