HomeMy WebLinkAbout2003-06-03; City Council; 17193 Exhibit 2; Preliminary Operating Budget & CIP 2003-04AB 17,193
6-3-03 CITY CLERK'S OFFICE
(FRONT DESK COPY)
2003-04
and
City of
Preliminary Ope rat i n
CaDitaI Improvement
Carlsbad
g Budget
Proaram
Mayor
Claude "Buddy" Lewis
City Council
Matt Hall
Ramona Finnila
Ann Kulchin
Mark Packard
City Manaqer
Raymond R. Patchett
Ad m i n ist rat ive Services D i rector
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Hildabrand, C.P.A.
Website: www.ci.carlsbad.ca.us
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CITY OF CARLSBAD. CALIFORNIA 2003-2004 PRELIMINARY BUDGET
TABLE OF CONTENTS
Council's Fiveryear Vision Statements .................................................................................................... 1
Organization Chart .................................................................................................................................. ii
Budget Process ..................................................................................................................................... 1 Economic Profile .................................................................................................................................... 2
BUDGET OVERVIEW
Overview ................................................................................................................................................ 7
Projected Fund Balances ..................................................................................................................... 22 Revenue Estimates .............................................................................................................................. 24
Budget Expenditure Schedule .............................................................................................................. 31
Personnel Allocations .......................................................................................................................... 35
PROGRAM SUMMARIES
Policy & Leadership Group Policy and Leadership Group Summary ........................................................................................ 37
City Council ................................................................................................................................... 38
City Clerk ...................................................................................................................................... 39 City Treasurer ............................................................................................................................... 40
City Manager ................................................................................................................................ 42
Communication ............................................................................................................................. 44
City Attorney ................................................................................................................................. 45
Administrative Services
Administrative Services Summary ................................................................................................. 47
Administration ............................................................................................................................... 48
Finance ......................................................................................................................................... 49
Human Resources ........................................................................................................................ 51 Workers' Compensation ................................................................................................................ 53
Risk Management ......................................................................................................................... 54
Health Insurance ........................................................................................................................... 55 Records Management ................................................................................................................... 56
Information Technology ................................................................................................................. 57
Miscellaneous Non-Departmental ................................................................................................. 58
Public Safety
Public Safety Summary ................................................................................................................. 59
Police Department Summary ........................................................................................................ 60
Administration ............................................................................................................................... 62
Field Operations ............................................................................................................................ 63
Community Services ..................................................................................................................... 64
Canine .......................................................................................................................................... 66
Investigations/Field Evidence ........................................................................................................ 67
Vice/N a rcot ics ............................................................................................................................... 68
Youth/School Programs ................................................................................................................ 69
Property and Evidence/Records .................................................................................................... 70
Family Services ............................................................................................................................. 71
Task Force .................................................................................................................................... 72 Support Operations ....................................................................................................................... 73
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CITY OF CARLSBAD. CALIFORNIA 2003-2004 PRELIMINARY BUDGET
TABLE OF CONTENTS
Public Safety (continued) Communications Center ................................................................................................................ 74
Various Asset Forfeiture ................................................................................................................ 75
Bicycle Patrol ................................................................................................................................ 76
Police Grants ................................................................................................................................ 77
Fire Department Summary ............................................................................................................ 78
Ad ministration ............................................................................................................................... 79
Emergency Operations ................................................................................................................. 80
Prevention ..................................................................................................................................... 81
Weed Abatement .......................................................................................................................... 82
Disaster Preparedness .................................................................................................................. 83
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Communitv Development Community Development Summary .............................................................................................. 85
Ad ministration ............................................................................................................................... 86
Land Use Planning & Planning Commission ................................................................................. 88
Geographical Information System ................................................................................................. 90 Economic Development ................................................................................................................ 91
Building Inspection ........................................................................................................................ 92 Housing & Redevelopment Summary ........................................................................................... 93
Afford able Housing ....................................................................................................................... 94
Rental Assistance ......................................................................................................................... 95
Community Development Block Grant .......................................................................................... 96
Redevelopment Operations Village Area ....................................................................................... 97
Low/Moderate Income Housing Village Area ................................................................................. 98
Redevelopment Operations South Carlsbad Area ......................................................................... 99
LowlModerate Income Housing South Carlsbad Area ................................................................. 100
Communitv Services Community Services Summary ................................................................................................... 101
Library Summary ......................................................................................................................... 102
Dove Library ............................................................................................................................... 104
Genealogy/Local History ........................................................... :. ................................................ 106
Centro de Informacion ................................................................................................................. 107
Technical Services ...................................................................................................................... 108
Collection Development & Acquisitions ....................................................................................... 109
Media Services ........................................................................................................................... 1 IO
Adult Learning Program .............................................................................................................. 111
Cultural Arts Summary ................................................................................................................ 112
Arts Office ................................................................................................................................... 113
Sister City ................................................................................................................................... 115
Special Events ............................................................................................................................ 116
Recreation Summary .................................................................................................................. 117
Park Planning & Recreation Management ................................................................................... 119
Recreation Fee Supported .......................................................................................................... 121
Recreation - Aquatics ................................................................................................................. 123
Recreation - Agua Hedionda Lagoon Permits ............................................................................. 125
Recreation Operations ................................................................................................................ 126
Trails ........................................................................................................................................... 128
Senior Programs ......................................................................................................................... 129
Georgina Cole Library ................................................................................................................. 103
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CITY OF CARLSBAD. CALIFORNIA 2003-2004 PRELIMINARY BUDGET
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TABLE OF CONTENTS
Public Works
Public Works Summary ............................................................................................................... 131
Administration ............................................................................................................................. 132
Engineering ................................................................................................................................. 133
Storm Water Protection ............................................................................................................... 135
General Services Summary ........................................................................................................ 137
Park Maintenance ....................................................................................................................... 138
Facilities Maintenance ................................................................................................................. 140
Street Tree Maintenance ............................................................................................................. 142
Median Maintenance ................................................................................................................... 143
Vehicle Maintenance ................................................................................................................... 144
Vehicle Replacement .................................................................................................................. 146
Carlsbad Golf Course .................................................................................................................. 147
Maintenance & Operations Summary .......................................................................................... 148
Street Maintenance ..................................................................................................................... 149
Traffic Signal Maintenance .......................................................................................................... 151
Street Lighting ............................................................................................................................. 152
Buena Vista Channel Maintenance ............................................................................................. 153
Water Operations ........................................................................................................................ 154
Wastewater Operations ............................................................................................................... 156
Solid Waste Management ........................................................................................................... 158
CAPITAL IMPROVEMENT PROGRAM
Overview ........................................................................................................................................... 159
Future Growth and Development ...................................................................................................... 160
Revenues ......................................................................................................................................... 161
Capital Projects ................................................................................................................................. 163
Capital Projects 2003-2004 to Buildout ............................................................................................. 163
Capital Projects - The Next Five Years ............................................................................................ 166
Summary .......................................................................................................................................... 167
Growth Management Plan ................................................................................................................ 168
Detail Schedule of Capital Projects by Category ............................................................................... 170
California Assembly Bill 1600 (AB 1600) ........................................................................................... 169
Capital Funds Projected Fund Balances for FY 2002-2003 ............................................................... 184
Capital Funds Projected Fund Balances for FY 2003-2004 ............................................................... 185
Capital Revenues Actual and Estimated ........................................................................................... 186
Capital Funds Budget Expenditure Schedule ................................................................................... 187
Glossary of Capital Project Funding Sources .................................................................................... 196
Capital Improvement Program Analysis of Available Balances 2003 to Buildout ............................... 188
APPENDICES
Planned Major Capital Outlay Items 2003-2004 ............................................................................. ; .. 199
Out of State Travel Requests 2003-2004 .......................................................................................... 200
Glossary ........................................................................................................................................... 202
Carlsbad City Council ,
2003
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 addressing
governmental issues at the local, state, and national levels.
open government provides for the betterment of the community in a non-partisan
manner while encouraging active citizen participation and involvement with the City
Council, and the City’s Boards and Commissions.
And Carlsbad efficiently and effectively. ..
+ delivers top-quality public services.
+ manages environmental concerns proactively, including:
openspace
water qualitykonservation
beach erosion
air quality
wildlife habitats
resource conservation and waste reduction
+ has a safe and efficient integrated transportation system.
+ maintains Citywide “small town” community spirit.
+ has a community where continuous and life-long learning are supported and
embraced for people of all ages.
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Revised 1-27-03 - Adopted 2-19-03
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2003-04 PRELIMINARY BUDGET
Carlsbad is a full-service City providing the following:
0 Police Department 0 Development services
0 Fire Department, including paramedic Street construction and maintenance
Water delivery system 0 Library and Arts programs
0 Sewer system Recreation programming for all ages
Solid waste services 0 Park lands
0 Housing programs School programs
School programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the importance of quality school facilities and programs to Carlsbad’s
residents. The Council has.
worked closely with the
schools in the past, and
staff continues to meet with
them on a regular basis.
BUDGET PROCESS
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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
earlier in this document.
Through the vision
statements, Council
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
City of Carlsbad 2003-2004 Strategic Goals
Top-Quality Services - Be a city that provides exceptional services on a daily
basis.
Transportation - Provide and support a safe and efficient transportation system
that moves goods, services, and people through Carlsbad.
Balanced Community Development - Be a city that connects community,
place, and spirit through balanced and well-designed land uses.
Parkdopen Spaceflrails - Acquire, develop, and maintain a broad range of
open space and recreational facilities that actively address citizen needs, that are
fiscally responsible, and are consistent with the General Plan and Growth
Management Standards.
water - Ensure, in the most cost-effective manner reliable, water reliability to the
maximum extent practicable, to deliver high-quality potable and reclaimed water
incorporating drought-resistant community principles.
Environmental Management - Be an environmentally sensitive community
by focusing on: clean storm water, sewage collection and treatment, solid waste,
and cost-effective and efficient use of energy including alternative energy sources.
Financial Health - Pursue and implement proactive strategies that provide and
manage fiscal resources effectively.
Communication - Ensure that community members, Council, and staff are well
informed, leading to a more responsive government and a high level of citizen confidence in government.
Learning - Promote and support continuous learning opportunities within the
community and the City organization.
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 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.
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ECONOMIC PROFILE
As the City began budget preparations this year, the news was full of the looming prospect of
war with Iraq and the growing State budget deficit. Now, as the preliminary budget document is
about to go to press, at least one of those topics has been settled. The war has officially been
declared over. However, the growing State budget deficit and the lack of consensus about what
should be done continues to cast a huge shadow over the economic future of the City.
In January, many economists were projecting that if the war was relatively short-lived, an
economic rebound would occur in the latter half of 2003, with the economy picking up speed
into 2004. The war was shorter than many had dared hope; however, the national economy, as
well as the California economy, continues to experience very weak growth. Nationally, retail
sales declined by .l% in April, industrial production fell by 5% for the second month in a row,
and housing starts dropped by 6.8% for the month. But, the news is not all bad. Consumer
confidence picked up in the first part of May according to the University of Michigan’s survey,
and mortgage rates have dropped again to new lows.
In California, the State’s economic performance has generally followed the nation over the past
year: slow and sluggish. The biggest difference is in the distribution of the malaise. Since the
high-tech implosion in 2002, there has been a great difference between the economies in the
Bay Area and the rest of the state. The San Jose area alone lost 16.5% of its jobs between
March 2001 and March 2003, with San Francisco losing 11.1% of its jobs in the same time
frame. These job losses exceeded what the Los Angeles area lost during the deep recession of
the early 1990’s. The State’s tourism industry has also been hard hit, first by the terrorist
attacks in September 2001, then with the war in Iraq, and most recently with the Severe Acute
Respiratory Syndrome (SARS) epidemic.
The outlook for California in the latter half of 2003, according to the State Finance Department, is for job growth to hit an annualized rate of 1.6% and personal income to rise by 3.1 %. For
2004, they are predicting further improvements with job growth showing a 2.1% increase and
personal income up by 4.9%.
Locally, the USD School of Business Administration’s Real Estate Institute states: “The outlook
for the San Diego economy is for weak job growth in 2003, with the unemployment rate likely to
remain above 4% for the rest of the year. The rapid end to the conflict in Iraq is one positive
development, which will allow for the quick return of local military personnel. However, that is
not likely to be enough to offset the negatives of a weak national economy and the adverse
impact of the huge State budget deficit.” Figure 7
So how bad is the State deficit? The Governor’s
“May Revision’’ estimates it at $38.2 billion out
of a general fund budget of $78 billion, or
almost 50% of the total budget, as of May 2003.
Even with approximately $3.6 billion in annual
new taxes anticipated, the Governor’s
Proposed budget will continue to generate
deficits year after year according to the
Legislative Analyst’s Office (see chart). These
deficits would persist even with healthy revenue
growth of 6% annually due to all of the one-time
borrowings and deferrals embedded in the
2003-04 budget plan. For Carlsbad, this means
that the shadow of the State’s budget woes will
be hanging over us for some time to come.
I Persistant Gap Would Reemerge Under Governor‘s Plan
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General Fund (In Billtons)
- Revenues - - Expendrues
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As stated earlier, the San Diego area economy is expected to remain weak for the rest of the
year. The weakness has been evident in some of the more recent data that Carlsbad has
received. Retail sales in the City for the last calendar year grew only 1.1 %, with 4‘h quarter
2001 sales down 2.5% over the same quarter last year. Transient Occupancy Taxes, the City’s
gauge of the tourism industry, are up 1.4% for the fiscal year through March, helped somewhat
by the Superbowl held in San Diego in January and held back by the renovations under way at
one of the City’s larger resorts.
Despite other weaknesses in the economy, Carlsbad’s real estate market has continued strong
Median SFD Home Prices
R I 500
450
400
350
300
250
200
150
100
50
0
1998 1999 2000 2001 2002
throughout the year. The number of
residential permits issued this year is
expected to total 834, just slightly higher
than the previous year. The impediment
to higher development is mainly due to
the 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 $472,000 for calendar
year 2002, an 11% increase from the
previous year. Total assessed values in
the City stand at over $14 billion, double
what they were just five years ago.
Although this accelerated pace will level
out over the next few years, the City still
expects to add about 4,100 more residential units and an additional 4.8 milion square feet of
commerciaMndustriaI development over the next five years. The City’s residential housing stock
is about 80% built out, with approximately 9,000 housing units remaining to develop.
Commercial and industrial development is also an indicator of job growth in the city. Carlsbad’s
employment base grew by over 1,000 jobs per year in the post-recession boom years of the late
1990’s but has been declining since
then. For the 2002 year, the City
added about 670 jobs. Some of the
major businesses in town include
the Gemological Institute of
America, ViaSat, Invitrogen,
Callaway, Taylor Made, Upper
Deck, and many others.
Commercial development has
brought much needed
entertainment and shopping venues
to citizens and visitors alike, as well
as generating additional sales taxes
to help pay for City services.
Carlsbad is home to Car Country
Percentage Growth In bployment
5%
4%
3%
2%
1%
0%
1996 1997 1998 1999 2000 2001 2002
Carlsbad - an auto mall; the Cailsbad Company Stores - a specialty outlet center; Plaza
Camino Real - a regional shopping mall; a Costco center; and a number of other local retail
stores.
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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 8, 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
opened in fall 2002. With these new openings, available hotel rooms in the City total about
3,500.
It is the Council’s goal to ensure 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 ensure that all necessary public facilities were
constructed along with development. It also ensures 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 ensure its financial health is the
development of an Infrastructure Replacement fund. With this fund, the City has begun to set
aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of
maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, when needed, will be performed on streets, parks, and
many facilities for which the City is responsible.
Despite the mild recession and general economic slowdown in the region, state and nation,
Carlsbad’s current economic position is an enviable one. The healthy economy over the past
General Fund Revenues II I Ill too.ooaA 1
90,000
80.000
70,000
6o.ooo
5o.m
40,000
3o.ooo
20.m
10,ooo
94 95 96 97 98 99 00 01 02 03e 04e II I
Property Tax W Sales Tax 0 Transient Occ Tax
Vehicle Lk Fees =All Others =Franchise Taxes
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five years provided additional revenue-
generating sites that allow the City to
continue to provide services despite the
sluggishness of the current economy.
The Carlsbad Company Stores, opened
in late 1997, has continued to expand
and now contributes over $1 million
annually to the City’s sales tax receipts.
The City’s Auto Mall generates almost
$6 million per year in sales taxes for the
City. Legoland, a family theme park,
contributes to the City’s sales tax base
as well as stimulating the development
of new hotels in the area. The effect of
the new development and the demand
for housing in Carlsbad is an increasing
tax base. The five maior revenue
sources for the City: property taxes, sales taxes, TOT, franchise taxes, and vehicle license
fees, are expected to provide $70.2 million, or 78%, of the City’s General fund revenues in
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2004. These taxes and fees are the major source of funding for most of the City’s services and
allow the City to live up to its reputation as one of the premier locations in San Diego County.
For fiscal year 2003-04, the City’s revenue projections reflect a return of consumer confidence
with growth in base sales taxes at about 5%. Housing values are expected to level out, with
some softening in the market, especially in the higher-end homes. Development is predicted at
a rate similar to fiscal year 2003; again the constraint is based on the limited supply, not on the
demand. And finally, tourism is expected to slowly recover over the year, with TOT receipts
possibly reaching 2001’s level by the end of 2004. More information on all of the City’s
revenues and programs can be found in the later sections of this document.
The most significant areas of risk in the forecast for Carlsbad lie with the economy and the State
deficit. If the economy does not pick up in the first half of 2004, sales taxes and TOT are most
susceptible to significant variances from the forecast, although almost all other revenues may
be affected. The consequences of a declining real estate market on property taxes would most
likely not be realized until the following year (fiscal year 2005).
The concern with the State’s budget deficit is about how much of that deficit the City will be
required to fund. The last time the State ran short of money (early 199O’s), they 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), shifting Redevelopment Agency
tax increment to the State (similar to the property tax grab), deferring payment for State
mandated programs, as well as cutbacks in 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.
LOOKING FORWARD
As stated earlier in this document, the City prepares 10-year forecasts for the General fund
each year in order to understand the effects of actions taken today on the City’s future. The
City has experienced remarkable revenue growth over the past 5 to 7 years due to the
development of the majority of its commercial sites. The future will bring a few more
commercial sites but at a much slower pace while residential development will continue for a
number of years. There are also a quite a few City facilities, mainly parks, planned for in the
future to serve the growing population. The new facilities will add operating costs to the City’s
general fund budget as they are completed and opened for use.
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- These factors alone will cause the General fund costs to escalate at a higher rate than inflation.
In addition, there are a number of other factors, mainly rising retirement and health care costs,
which will create upward pressure on expenditures especially over the next five years. These
factors have been incorporated into the General fund forecast shown below and projected over
the next 10 years. While no forecast is ever totally accurate; it does represent a likely scenario
given the assumptions on which it is built.
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This forecast assumes that revenue growth will pick up at a moderate pace in 2004 and
continue at that pace into the future. It adds in known personnel costs, which have been
negotiated with the employee groups. The City has multi-year agreements with all the major
employee groups so the effects can be projected fairly accurately. It assumes 15% increases
in health care costs in the near future but flattening out into the future. It also assumes
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personnel growth (new positions) to remain rather flat at no more than 2% per year. And finally,
it includes estimated operating costs for all capital projects in the timeframes shown in the CIP.
One important point is that this forecast assumes the State does not take any additional
revenues from the City’s general fund.
The results show that the General
fund would operate at a surplus until
2007 at which time the forecast goes
into a deficit and the deficit continues
to grow into the foreseeable future.
The surpluses are caused by the
surge in revenues that occurred over
the past years. The City’s costs are
projected to continue to grow at a
faster pace than revenues so it will
eventually lead into deficits. The red
line makes an assumption that the
State takes about $3.5 million from
General Fund
In thwsands Revenues over Expendltures
$1O,oOo -
,
($5000) -.
($20,000) -
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 I +Based on Budaet Reauirement +Less State take-away I
the City on a permanent basis in fiscal year 2004 (not unlike the events of the early 1990’s).
Under this assumption, the budget would fall into a deficit position by 2006.
Of course, the City does not allow for deficit spending so it will need to balance the budgets in
the out years. This can be done by reducing costs, raising revenues or slowing the addition of
new facilities until the revenues have time to catch up. One of the goals adopted for fiscal year
2004 is to develop a comprehensive look at both the revenue as well as the expense side of the
General fund and to prepare a plan that provides for sustainable economic health for the city of
Carlsbad.
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Operating Budget cf Capital Improvement Program
FY 2003-2004
2003-04 PRELIMINARY OPERATING BUDGET OVERVIEW
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
The preliminary Operating budget for fiscal year 2003-04 totals $1 42.6 million, with revenues for
the year estimated at $147.2 million. General fund revenues are estimated at $90.9 million and
budgeted expenditures are $84.7 million.
PROJECTED ESTIMATED $ YO
$ 88.4 $ 90.9 $ 2.5 2.8%
11.2 11.3 0.1 0.9%
31.5 31 .O (0.5) (1.6%)
12.9 11.3 (1.6) (12.4%)
2.3 2.7 0.4 17.4%
$ 146.3 $ 147.2 $ 0.9 0.6%
CHANGE 2002-03 2003-04 CHANGE
REVENUE
The following table shows the total operating revenues the City anticipates receiving for
2002-03, as well as those estimated for 2003-04.
ESTIMATED I $ %
General Fund
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
VEHICLE LICENSE FEES
DEVELOPMENT REVENUES
ALL OTHER REVENUE
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.
2003-04
$ 26.9
25.1
9.0
3.8
5.3
4.1
16.7
I SIGNIFICANT GENERAL FUND REVENUES I
CHANGE
$ 2.3
1.4
0.4
0.1
0.3
(0.6)
(1 *4)
(In Mllllon
PROJECTED
2002-03
$ 24.6
23.7
8.6
3.7
5.0
5.5
17.3
~OTAL I$ 88.4 $ 90.9 I$ 2.5 I
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This year it is expected that property taxes will grow to $26.9 million, a 9.3% increase over the
past year. Property taxes tend to lag behind 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 2003-04 are based on values as of January 1 , 2003. Sales taxes
react much quicker to changes in the economy and therefore will typically grow faster in a good
economy 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. This
proposition limits the growth in
assessed values (and thus
property taxes) to no more
than 2% per year. The value
upon which the tax is based is
only increased to the full
market value upon the sale of
the property. Thus, property
taxes tend to grow slowly
Property and Sales Tax Growth
In thwsand's
$30,000,
I I
$15,000 -
$1O,OOo -
$5,000
$0
94 95 96 97 98 99 00 01 02 0% 04e
unless there is a significant amount of housing activity. In more recent years, we have seen
robust growth in property taxes due to new developments and a large number of resales within
the City, spurring revaluation of the parcels.
Sales taxes are expected to total $25.1 million for 2003-04, an increase of 5.9% over the
2002-03 projections. These projections assume a base increase of 5% plus additional amounts
Sales Taxes
General Retail ---, 7 Fnnd Products
Construction
3%
for new retail sites locating to the City.
One of the most significant new sites on
the horizon is a retail center in the
southernmost part of the City. This
center may include approximately
190,000 square feet of retail space as
well as restaurants and other
commercial uses.
As can be seen in the accompanying
chart, the City's sales tax base is heavily
weighted in the transportation section:
predominantly new car sales. Thirty- eight percent of the sales taxes received come from this source. After the terrorist attacks in
September 2001, it was thought that new car sales might experience a significant decline. Car
manufacturers and dealers began offering very lucrative deals to keep cars selling. A strong
surge in car sales resulted from the great deals coupled with the lowest interest rates seen in
decades. Sales for new cars began to slacken in the last quarter of 2002, with lower growth
expected through 2003.
Sales tax estimates also include approximately $693,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies to fund public safety services.
The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $9 million for 2003-04, an increase of 4.7% over 2002-03 estimates. TOT is
8
- the one revenue source for the City that was severely affected by the September 2001 terrorism
attacks and has yet to recover.
Transient Occupancy Taxes _-
n
In thousands declined 8%. The recovery from
those events has been stifled by the
$lo,OOO
$a.ooo
Js,ooo
$4,000
9.000
$0
00 01 02 03e 04e
Fiscal Year
4.7% projected in fiscal year 2004. If the projections
levels by the end of 2004.
war in Iraq and the SARS epidemic.
In addition to the national problems,
Carlsbad’s TOT has also remained
low due to the renovation occurring at
one of its premier resorts, the La
Costa Resort and Spa. The resort is
undergoing extensive remodeling and
rebuilding, which has offset any
growth experienced by the other
hotels in the City. Little or no growth
is expected in fiscal year 2003, with
are accurate, TOT will return to the 2001
I
The largest single source decline in General fund revenues for 2003 was in franchise taxes.
Franchise taxes are paid by certain industries that use the City right-of-way to conduct their
businesses. The City currently has franchise agreements for cable TV service, solid waste
services, and gas and electric services. The cable and solid waste franchises have been growing along with the growth in population and changes in their rate structures. These
franchise revenues are projected to grow by about 3% to 5% in fiscal year 2004. The large
decrease in franchise taxes has come from the taxes on gas and electric services, which are
paid by San Diego Gas and Electric (SDG&E).
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be
included in the calculations for
franchise taxes due to
deregulation of the power industry.
The majority of the “in-lieu” taxes
received is 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,
In mill
$6
$5
$4
$3
$2
$1
$0
SDGE Franchise Taxes
Ion‘s
2000 01 02 03e We
more than $12 per thousand cubic feet. In addition, the Encina power plant was operating at a much higher capacity. The combination of these two factors resulted in an increase in franchise
fees to the City of over 100% in each of those years. Prices have now dropped back to more
“normal” levels; therefore, the projection for franchise taxes has ’been reduced back to pre-
energy crisis levels.
9
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 oni population. The City’s revenues from this
source grew by about 10% per year from fiscal year 1998 to fiscal year 2001, but have begun to
slow since then to about 7% to 8% annually. The high growth rate was partly due to Carlsbad’s
increasing population and partly to increasing auto sales statewide. Projections for fiscal year
2004 anticipate VLF growing to $5.3 million, a 7% growth rate, reflecting a recovery statewide in
the upcoming year as well as a 2.6% growth in population 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 occur
months or years before any
structures are actually built.
Development-related revenues
increased coming out of the
recession in the early 1990’s as
development in the City picked
Development Revenues and Permits Issued
- 2,500
-- 2,000
-- 1,500 .g
I $9 1
€
-- 1,000 2
$2 -- 500 --
$1
$0 1 rO
--
PI 97 98 99 2.000 01 02 03e 04e
+Revenues +Residential Permits Issued
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. In fiscal year 2003,
some large master plans pushed the engineering plan check and inspections fees upward to
$2.2 million from their low of $700,000 in 2001, creating the increase in fiscal year 2003.
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 2003-04 fiscal
year, significantly less than the decline the previous year of 56%. Permits issued are expected
to increase slightly in the years after 2004 but will never achieve the levels of the late 1990’s.
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 2003-04 totals
$1 6.7 million, a slight decrease from fiscal year 2002-03.
Business license taxes are closely tied to the health of the economy and show an estimated 5%
growth rate for 2003-04. There are currently about 7,000 licensed businesses in Carlsbad, with
over 2,000 of them based out of the home. Transfer taxes are expected to level out over the
next year, reflecting the softening of the real estate market. Interest income is projected to
decline by 5% due to lower interest rates and the he of some of the fund balance on major
projects as approved on ballot propositions. The City earns about $3.7 million on its General
fund investments every year.
Overall, General fund revenues are expected to grow by about 2.8%, or $2.5 million, in the
upcoming year. Essentially all of the growth is coming from the tax revenues, mainly property
sales and TOT. Although the City had been experiencing revenue growth between 9% and
17% in the late 1990’s, it was not sustainable growth. Much of those increases were due to the
10
opening of new hotels, restaurants, retail centers, and new home development. As the City
matures, it will be increasingly more difficult to produce double-digit growth in revenues. The
2.8% gain projected for fiscal year 2003-04 is respectable given that the CPI is only expected to
grow by 2.4% in 2004. This growth is closer to what may be expected in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $11.3 million, just a slight
increase from 2002-03. The types of programs supported within Special Revenue funds are
those 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 most noteworthy changes in the
Special Revenue funds occurred in three
programs: the Housing Trust, the Buena
Vista Creek Channel Maintenance, and
the CDBG program.
The Housing Trust fund was set up to
Special Revenue Funds
Storm Water
4% 10% Maintenance All Others Protection
CDBG J Districts
Housing
Trust
Section 8/
49%
provide funding for the City’s affordable housing programs. Revenues come from inclusionary
housing fees, interest on cash balances, and payments on affordable housing loans. Most
affordable housing loans are set up so that interest and/or principal payments are only due
when funds are available from the project to make the payments; therefore, they are difficult to
predict. For fiscal year 2003, the City expects to receive about $350,000 in repayments. For
fiscal year 2004, no amounts have been estimated for repayments. Most of the fund’s revenue
decrease is due to this difference.
The Buena Vista Creek Channel Maintenance fund shows $129,000 less in revenue for next
year mainly due to no assessment revenue. The fund has sufficient balances for the work that
needs to be done, so no amounts will be assessed to the property owners for fiscal year 2004.
The other significant increase in estimated revenues was in the CDBG fund, up $569,000 or
64%. The increase is due to the way in which the City receives payments under this grant
program. In order to receive the grant funds, the City must first spend the money and then
request reimbursement from the federal government. Thus, the revenue to be received in fiscal
year 2004 will be to reimburse the City for expenses incurred in the previous years. The
negative balance of $44,000 shown in the fund as of June 30, 2004 represents an estimate of
the expenditures made for which reimbursements have not been paid.
Enterprise fund revenues for 2003-04 are projected at $31 million, down 1.4% or approximately
$400,000. Enterprise funds are similar to a business in that rates are charged to support the
operations that supply the service. Carlsbad Enterprises include the water, 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.
11
Not included in estimated revenues for 2004 is any transfer from the General fund to the Golf
Course fund. The City has been transferring $600,000 per year to this fund to assist in financing
Solid Golf
Waste C~urse 3% \ 0% Sanitation
) 22%
Recycled
Water
7%
Water
68%
a future municipal golf course. For the
upcoming year, the transfer has not been
proposed, as the project is still in the
permitting process with the environmental
agencies. If the project gets the required
environmental approvals and Council
authorizes the project, the appropriate
transfers and loans will be made at that time.
Other changes in the Enterprise funds are the
result of normal fluctuations in operations.
There are no planned rate increases in any of
the Enterprise funds.
Internal Service funds show estimated revenues of $1 1.3 million for 2003-04, a decrease of
$1.5 million, or 12%, over 2002-03 projections. Internal Service funds provide services within
the City itself and include programs such as the self-insurance funds for Workers’
Compensation, Liability and Health Insurance, as well as Information Technology and Vehicle
Maintenance and Replacement. Departments pay for services provided by these funds;
therefore, 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.
There are two main reasons for the change in the revenue estimates for the Internal Service
funds. The most significant is the change in the City’s health plans for its employees. A large
number of City employees will be switching from a self-insured plan to the CalPERS Health
plan. Under the CalPERS plan, premiums for the insurance will be paid directly to CalPERS
and will no longer be shown in this fund. This reduced the revenues to the Health Insurance
fund by $2.2 million.
Offsetting that decrease was an increase of $483,000 in the revenues for the Information
Technology fund. Most of that increase is due to a planned transfer from the General fund to
pay for the hardware needed for the new Computer-Aided Dispatch (CAD) system, also known
as the “91 1’’ system. The system will replace the current 13-year-old system as well as provide
new components that will improve the effectiveness of the City’s police force. More information
on these changes can be found in the section of this letter titled “Expenditures.”
Redevelopment revenues are expected to total $2.7 million in the upcoming year, a 17% or
$344,000 increase over the projections for the previous year. Most of the increase is the result
of additional tax increment to be received from the South Carlsbad Coastal Redevelopment
Area.
Under redevelopment law, tax increment can only be used to repay debt incurred. Thus, the
Redevelopment Agency cannot receive taxes greater than the total of what it expects to incur in
the upcoming year plus that amount incurred to date. For fiscal year 2003, the estimated debt
was not sufficient to receive all of the available tax increment since it was such a new
Redevelopment area. For fiscal year 2004, the Agency estimates that it will have incurred
sufficient debt to receive its full share of the tax increment. Thus, the tax increment should
increase to approximately $631,000 from the $175,000 expected in fiscal year 2003.
Tax increment in the City’s other Redevelopment area (the Village) is expected to increase by
2% to $1.9 million in fiscal year 2004. As with most property in California, the growth in
assessed values (and 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. Unless there is
12
L.
I
significant resale activity or new development, the increment would not be expected to grow
more than 2% per year.
EXPENDITURES
The City’s operating budget for 2003-04 totals $1 42.6 million, which
represents an increase of $2.4 million, or 1.7%, from the adopted 2002-03
budget. This increase is mainly the result of slight increases in the General
fund budget. The changes in each of the City’s programs will be discussed
fully below.
Budaetarv Policies
Budget policies were developed using the “Expenditure Control Budgeting” or ECB process
introduced a few years ago. 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 appropriation should contain sufficient funds to
pay for inflationary increases as well as growth in the customer base. This year the calculated
index was 3.5%. However, due to the state of the economy as mentioned earlier, a “hold the
line” budget approach was taken. Departments were given only a 2% increase in their block
budget and were challenged to use this inprease as well as prior savings to fund the inflationary
and growth increases while maintaining the same level of service.
The outcomes desired from this year’s budget process were:
0 No layoffs
0 No noticeable cuts in services and service levels
0 Identification of new revenue generation opportunities
A balanced budget and a long-term plan for staying in balance
Keeping in mind those outcomes, the following policies were developed:
0 No new programs; other than those already scheduled in the CIP
0 No new positions unless absolutely necessary
0 Block budget increase of 2% plus an additional amount for safety services due to higher
PERS (retirement)’costs.
For the 2003-04 budget, the block was calculated as follows:
= Personnel and Maintenance and Operation costs were calculated using last year’s block
increased by 2%. The calculated index of 3.5% included 1.6% for growth and 1.9% for
inflation. This amount was reduced to 2% to assist in balancing the budget for the
future. . Capital Outlay requests in excess of $10,000 were not included in the block budget.
These one-time items could be requested separately. Approved capital outlay requests
were added to the operating budgets.
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.
13
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.
Budqeted Expenditures
Through the application of these guidelines and policies, the 2003-04 operating budget of
$1 42.6 million was developed. The theme of this year‘s proposed budget is ”preservation” - to
preserve the quality and level of our services while maintaining a balanced budget for now and
in the future. Due to the uncertainties regarding the economy and the State’s budget deficit as
well as significant cost increases looming in the future, management felt the best course of
action was to continue to do what we do well and hold the line on any new items which would
add ongoing commitments to the budget. Thus, this year’s proposed budget maintains the high
level of services Carlsbad’s citizens have come to expect but does not propose any new
enhancements other than those previously planned.
The 2003-04 operating budget proposes 1 25 new full-time and three-quarter-time employees
and the deletion of 2 police positions that were previously funded by grants for a net decrease of
.75. The net increases in hourly staff total approximately 1.85 full-time equivalents (FTE).
These changes will bring the City’s workforce to 646 full and three-quarter-time employees and
147.77 hourly FTE. The new employees are proposed to staff new facilities coming on line in
FY 2004 as described below.
New facilities
The City has a large number of major capital projects scheduled to be built over the next five
years. As the City completes these projects, the costs of maintaining and operating the facilities
are added to the Operating Budget.
Carrillo Ranch Park - The Carrillo Ranch Park will open in summer 2003. Total
costs to operate the park are estimated at $383,400. A recreation manager and
a part-time 1000-hour position were added in the later part of FY 2003 to get
ready for the opening. These recreation positions will create and manage the
interpretive programs, supervise and coordinate exhibit design consultants,
schedule and supervise facility use by renters for special occasions, and perform
the administrative day-to-day operations.
In addition, 1 full-time and 2 part-time 1000-hour positions (2 FTE total) are proposed in the FY
2004 budget to maintain the Carrillo Ranch Park grounds and facilities. Sufficient funding was
also added to cover the heat, lights and other operational costs.
Citvwide Trails Svstem - In 2002, Council authorized 50% of a new park planner to be
dedicated to implementation of a trails program for the City. Since that time, the efforts have
been directed along two paths: 1) the inclusion of trails in new master plans as well as along
circulation element roads and 2) the acceptance of privately owned trails into the Citywide trail
system. Presently, there are 6.5 miles of trails under the City’s jurisdiction, which must be
maintained, and it is anticipated that an additional 6 or more miles will be added in the next
year. While staff is using volunteers to help with the trail maintenance, some City assistance is
needed to keep up an acceptable level of maintenance. Thus, a part-time 1000 position (.5
FTE) is requested in the budget along with funds to do the maintenance work. The total budget
request is $27,175.
14
r-
City Hall CamDus - In December 2001, the City purchased the former Farmers Insurance
Building located at the corner of El Camino Real and Faraday Avenue, the geographic center of
the City. For one year after the purchase, the building was leased back to the former owners
who paid for the operating costs of the building while the City paid for the grounds maintenance
($67,300 in the FY 2003 budget). As of January 2004, the lessee has vacated the building and
the City must now assume the operating costs. Thus, $158,300 has been added to the
proposed budget to pay for the heat, lights and routine building maintenance.
Public Safety
Public safety has always been a top Council priority. As the population of our
City continues to grow, additional police staff have been added to maintain the
level of safety services. Last year, the Council added seven new positions. In the
previous year (FY 2002), three officers were added. And in September 2002,
Council approved 2 more officers on a temporary basis for the bicycle patrol
using the COPS grant funds. The intention was to add the 2 positions on a
temporary basis and eventually absorb the positions through attrition into the permanent staffing
count. This year’s budget shows the elimination of those temporary positions. This is a paper
transaction only as the positions are vacant and unfunded at this time.
One very significant project planned for the upcoming year is the result of the completion of the
Public Safety Technology Plan. In addition to replacing an aging computer-aided dispatch
system (the “91 1” system), this comprehensive public safety technology project effectively uses
the best technologies to link street officers and investigators with the most expansive and
effective regional information-sharing network in the nation - ARJlS (Automated Regional
Justice Information System). ARJlS directly supports federal anti-terrorism and anti-crime
efforts by providing a huge amount of information to Federal agencies in a form that can be
efficiently analyzed and shared.
The project has a number of components and, due to its multi-year nature, has been budgeted
predominantly in the Capital Improvement Program (CIP). The total cost is $3.6 million. The
proposed operating budget contains $853,000 for hardware with $563,000 coming from the
General fund and $290,000 from hardware replacement reserves in the Information Technology
fund. There is also $280,000 proposed to be spent from the Asset Forfeiture and other police
grant funds for overtime and other soft costs required for implementation of the project. The
balance of the funding, $2.4 million, is shown in the General Capital Construction fund in the
CIP.
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 $50,000 to bring recreation class registrations into the home of our
citizens. The plan is to implement an on-line registration system so that busy
mom’s, dad’s, senior’s and everyone else will be able to register for their
favorite City class at their computer any time of the day or night.
The budget also includes $100,000 to provide links between the Document Management
System (DMS) and the Geographic Information System (GIs). This project would allow a
person to click on the GIS map for a particular area of the City and obtain all the engineering
documents related to that particular point. This will greatly reduce the amount of time spent by
city staff in locating and viewing documents and ensure they have the appropriate plans for the
work they are doing.
15
--.
Customer Service
One of Council's goals is top quality service, which means serving our customers well.
Although there are no new customer service initiatives funded in the budget this year due to
economic concerns, it does not mean that the City is not continuing its efforts to provide the best
service to our citizens and customers. There are numerous goals proposed for the 2004 fiscal
year that will enhance the service that we provide without costing a lot of extra money. Some of
these include process changes so our services can be provided faster, some involve setting
standards so the service quality can be measured and improvements made where necessary
and others involve improving communications with our citizenry and customers so that everyone
can understand and participate in their City government. Providing opportunities for life-long
learning is another area where no money has been added but improvements are happening.
For 2004, some funding has been shifted in the library so that the Centro De lnformacion can be
opened longer - 11 hours more per week. This will give the Spanish speaking community
longer access to the information provided in this very unique facility.
Cost Savings
With the emphasis this year on controlling costs, a hard look was taken at 'the numbers and
types of vehicles being purchased as replacements for the City's current fleet. Each vehicle
was reviewed to determine the need for replacement at this time as well as whether the
replacement could be a smaller, less costly, more fuel-efficient vehicle without hurting the
effectiveness of the program. The results of this review was that of the 58 vehicles that met the
replacement criteria outlined in Administrative Order Number 3, only 21 vehicles were selected
for replacement. Of the 21 units selected for replacement, nine vehicles were able to be
downsized.
Connecting Community, Place and Spirit
A new initiative began in this year with the ultimate goal of connecting community, place and
spirit. The initiative was kicked off with a conference held in March 2003. The purpose of the
2-1/2 day conference was threefold: First, to explore what we collectively want to become as a
city over the next fifty years; Second, to gather ideas for a new Civic Center and ways to best
use the former Farmer's Insurance property; And third, to begin connecting.
To that end, the City brought together community members from a wide range of community
groups as well as City staff and began a collective dialogue about the future. The conference
was not about deciding on a location for a civic center. It was about understanding what a civic
center for Carlsbad should or could be. The conference was not about reaching a consensus or
agreement on priorities or plans. It was about understanding the range of possibilities, priorities
and desires. And, the conference was not about reaching an end point along a linear process. It
was about creating a starting point for a dialogue; complex, rich, and nonlinear. It was focused
less on what the City should do, and much more on what citizens want and can do together.
The intent is to keep the dialogue and joint effort going indefinitely.
For 2004, the process will continue by distilling the themes from the conference and going back
to the community to see if what we gathered from the conference is representative of the
community at large. From there, a vision for the community will be developed and refined and a
plan proposed to assist the community in achieving its vision. The proposed budget contains
$1 25,000 to fund these activities.
16
Budnet bv Fund Twe
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
.--
BUDGET BUDGET $ OYO
2002-03 2003-04 CHANGE CHANGE
$ 82.8 $ 84.7 $ 1.9 2.3%
10.6 10.9 0.3 2.8%
30.3 31.4 1.1 3.6%
14.8 13.7 (1.1) (7.4%)
1.7 1.9 0.2 11.8%
$ 140.2 !§ 142.6 $ 2.4 1.7%
This table below shows the changes in the operating budget for fiscal year 2003-04 compared
to the adopted budget for fiscal year 2002-03.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE I
BUDGET
FUND 2002-03
POLICY/LEADERSHIP !§ 3.7
ADMINISTRATIVE SERVICES 5.4
PUBLIC SAFETY 28.4
COMMUNITY DEVELOPMENT 6.2
COMMUNITY SERVICES 14.1
NON-DEPARTMENTAL 7.4
PUBLIC WORKS 15.1
CONTINGENCY 2.5
TOTAL $ 82.8
BUDGET $ YO
2003-04 CHANGE CHANGE
$ 3.7 $ 0.0%
5.3 (0.1) -1.9%
29.2 0.8 2.8%
6.2 0.0%
14.3 0.2 1.4%
8.0 0.6 8.1 YO
15.7 0.6 4.0%
2.3 (0.2) -8.0%
$ 84.7 $ 1.9 2.3%
The General fund contains most of the discretionary revenues that finance the basic core of City
services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
General Fund
The Council Contingency account, which is available for unanticipated emergencies or
unforeseen program needs, is budgeted at $2.3 million, or approximately 2.5%, of the 2003-04
General fund budget which is consistent with the $2.5 million budgeted in the prior year. During
2002-03 less than $600,000 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 increase of
17
L -.
approximately $600,000 is due mainly to a $563,000 transfer from the General fund to the
Information Technology fund to help fund the CAD hardware costs and a new budget of
$250,000 to fund citywide litigation costs. Neither of these items were in the previous year’s
budget. In addition, the Infrastructure Replacement fund transfer was increased by $1 05,000.
This amount is budgeted at about 4% of General fund revenues. The increases were offset by
a $600,000 as no amount was budgeted for the transfer to the Golf Course. The Golf Course
fund has sufficient cash to fund its current obligations so no transfer was proposed.
The remainder of the changes in the recommended General fund budget are relatively minor.
These are addressed below by Major Service Area (MSA).
4 The Policy/Leadership Group includes all elected officials and the City
Manager’s Off ice. This budget is essentially the same as last year other
than a decrease in the Communication budget, which is the result of
one-time capital outlay purchases in the prior year. . There were minimal changes in the total budget for Administrative Services. The decline
is due to a one-time charge for a new cash management system in the previous year.
Also, note that the finance and purchasing functions have been combined and are now
shown together under Finance.
0 The growth in Public Safety is due, for the most part, to increases in the block budget for
the increased safety PERS costs. Also the Fire budget had a corresponding decrease
due to a $475,000 one-time payment to pay off of the 800mHz system in the prior year. . In the Community Development area, the .l% decrease is mainly due to some one-time
costs in the previous year, offset by an increase in the amount budgeted for the
“Connecting Community, Place and Spirit” program.
1 In the Community Services area, the 1.3% increase is mainly due to the block budget
increases. In addition, as mentioned earlier, additional money has been budgeted for
the costs associated with the maintenance of the citywide trails and the operating of
Carrillo Ranch Park.
1 Public Works shows an overall increase of 3.8%. This increase is from the block budget
increase as well as the additional funds added to the Parks and Facilities budgets for the
maintenance of new facilities including Carrillo Ranch Park.
1 Capital outlay expenses totaling approximately $31 3,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10.9 million, show an increase in anticipated spending of
approximately $357,000, or 3%. Most of the increase can be attributed to the $250,000
budgeted in Police Asset Forfeiture to be used for temporary help in implementing the new
computer aided dispatch system. In addition, the Storm Water Protection Program fund budget
increased by 15%. This increase is mainly due to increased permit costs and a new database.
Of special note is the Median Maintenance fund. This is a citywide Landscape Maintenance
fund, which collects assessments paid by property owners to pay for the maintenance of the
City’s medians. Using current budget estimates for maintaining current service levels, staff
18
-.
--
anticipates that this fund will run short of cash by approximately $150,000 by the end of fiscal
year 2004. Staff is currently evaluating the options available to Council and will be asking for
Council direction in the near future. The assessments in this District cannot be increased
without a vote of the property owners.
Enterprise funds total $31.4 million, which is an increase of $1 million, or
3.6%. The most significant change is in the Sanitation budget. The proposed
$1.3 million increase is mainly for 2 special projects being proposed for fiscal
year 2004. The first is $975,000 for access hole rehabilitations. This project
will clean and refurbish access holes older than 30 years, or replace if not able
to refurbish. The second project is $105,000 for flow monitoring and video
inspections. This will provide information on current flow rates and the existing I
condition of the Vallecitos and Buena interceptor sewers and access holes.
As part of the on-going financial management program, the City annually prepares five-year
forecasts for both the Water and Sanitation funds. The Water funds forecast shows that the
fund will carry some cash balances forward over the next several years as the construction of
the 4 MGD recycled water plant is completed. When that plant goes into service, the operating
requirements will be re-evaluated. During this time period, no water rate increases are
anticipated.
For the Sanitation fund, the forecast shows that a rate increase in the range of 4-5% will most
likely be needed in the next fiscal year (2004-05) to keep the fund balance reserve within the
desired range of 40% of the operating budget.
The Internal Service funds budgets decreased in total by $1.1 million, or 7%. The Internal
Service funds are self-supporting through user charges. Changes occurred in a number of
these funds: . Worker’s compensation fund budget was increased by $240,000 due to rising health
care costs. . The Health Insurance budget shows a decline of $1.6 million due to the change from the
a self-insured plan to the CalPERS Health plan, mentioned earlier under the Revenues
section. Some appropriations for self-insurance have remained in this fund to pay for
incurred but unreported claims as of fiscal year end. . The Vehicle Replacement fund budget varies from year to year depending on the need
for replacements. As discussed earlier, the decline in this fund was possible due to a
concentrated effort to downsize the City’s fleet. A list of the requested vehicle
replacements can be found at the end of this document.
Information Technology fund shows an increase in its budget of $966,000. This is
mainly due to the $853,000 budgeted in this fund for hardware for the Public Safety
Technology Plan (computer aided dispatch and related components).
The Redevelopment Agency budgets have increased for 2003-04 by a total of $172,000. This
is mainly due to additional amounts budgeted for the South Carlsbad Redevelopment Area.
Work is beginning on the master plan for the area so more of the staff’s time (hence, salaries) is
being spent in this area.
c
SUMMARY
-- The City of Carlsbad has faired well from an economic viewpoint. It is evident that the planning
and foresight by the City Council and residents has provided a sound economic base for the
City. The increased job opportunities from the development of the industrial and commercial - 19
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 and gives it
the revenues needed to provide quality services to the citizens and businesses. All of these
events add to the diversity and strength of Carlsbad’s economic base, which will provide the
funding for additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. 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 provide top quality
services to all who live, work, and play in Carlsbad.
20
.-.
21
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTEDFUNDBALANCES
PROJECTED
FUND JULY 1,2002 REVENUES EXPENDITURES TRANSFERS BALANCES JUNE 30,2003
UNRESERVED - FUND RESERVED BALANCE BALANCE ESTIMATED ESTIMATED
)GENERAL FUND 1
SPECIAL REVENUE 1
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSBEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTREHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
70,704,317
1,222,294
589,178
178.085
234,229
346,287
4,296,363
276,538
118,556
917.022
16,842
1,155,880
841.814
82,730
3,773
176.M
(1 1,454)
1,060,228
225.894
4.596
ARTS GENERAUGALLERY DONATIONS 92,838
TOTAL 11.848.233
/ENTERPRISE 1
WATER OPERATIONS 10.353.437
RECYCLED WATER OPERATIONS 1,375,404
SEWER OPERATIONS 4,602,167
SOLID WASTE MANAGEMENT 4,014,828
GOLF COURSE 1,439,035
TOTAL 21,784,871
INTERNAL SERVICE
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
RECORDSMANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
1,812,090
2,877.068
679,581
(156,110)
442.227
561 0.1 32
2,802,706
13,867,694
REDEVELOPMENT
VILLAGE OPERATIONS I DEBT SVC 1,739,863
VILLAGE LOWMOD INCOME HOUSING 1,199.704
SCCRA OPERATIONS I DEBT SVC 374,801
SCCRA LOWMOD INCOME HOUSING 110.228
TOTAL 3,424,596
88,374,000
1,146.419
65.000
172.000
95.600
5,324,822
1,245,300
12,000
76.000
623,600
456,900
853.175
137,000
17,000
0
25.000
883,000
70,000
10,000
700
21.000
11,234.51 6 c
20,704.1 00
2,487,500
6.633.000
926,000
715,000
31,465,600
670,231
* 730,009
3,137,000
1,030,400
1,599.192
1,754,369
3,960,300
12,881,501 -
1,624.601
440,OOO
221,000
50.000
2,335,601
75,748,129
1,218,729
101.122
154,677
148,323
5,348,824
325,413
6.000
80,283
680,000
581,023
1,050,000
86,090
39,035
3,773
0
1,712,551
95,000
20.000
0
28,832
11,679,675
19,243,574
1,658.624
6,559,430
202,856
181.154
27,845,638
1,606,818
1,614,910
2.937.452
952,410
1,774.674
1,957,151
3,444,400
14.287.815
1.627.798
202,722
170.588
32.370
2,033,478
83,632,188 300,000
1,149.984
553,056
195,408
181,506
322,285
5,216,250
282.538
1 14,273
860.622
(1 07,281)
959.055
892.724
60,695
0
201,540
(841,005)
(1,000,000) 55,228
215.894
5,296
85,006
10,403,074
11 ,81 3,963
2,204,280
4,675,737
4,737,972
1,972,881
25,404.833 4
875.503
1,992,167
879,129
(78,120)
266.745
(6,261,350) (854,WO)
(1.225.000) 1,893,606
4.975.030
(300.000) 1,436,666
1,436,982
425,213
127.858
3,426,719
TOTAL OPERATING FUNDS $121.629.71 1 $146,291,218 $131,592,735 $0 ($8,486,350) $127,841,844 I
22
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTEDFUNDBALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1.2003 REVENUES EXPENDITURES TRANSFERS JUNE 30,2004
GENERAL FUND
/SPECIAL REVENUE I
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTWBEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
83,632,188
1.149.984
553,056
195,408
181,506
322,285
5,216,250
282,538
1 14,273
860,622
(1 07,28 1)
959,055
892,724
60,695
0
201,540
(841
55,228
215.894
5,296
TOTAL
85,006
10,403,074
ENTERPRISE I
WATER OPERATIONS 11.81 3,963
RECYCLED WATER OPERATIONS 2,204,280
SEWER OPERATIONS 4,675,737
SOLID WASTE MANAGEMENT 4,737,972
GOLF COURSE 1.972.881
TOTAL 25,404,833
90,890,000
1,093,950
55.000
167.000
0
5,544,729
810,OOO
12,000
41,500
616,900
457,400
885,080
7,500
15.000
0
20,000
1,451,700
45,000
10,000
2.000
20.000
1 1.254.759
21,023,400
2,181,300
6,682,400
1.041.ooo
110,Ooo
31.038.1 00
84,729,747
1,244,750
403,900
182,915
30,oOo
5,549,702
258.340
6,000
67,620
697,979
504.841
1,165,034
1,629
36,103
0
0
654,408
60,000
20,000
2.000
13.500
10,896,721
20.874.869
1,913.1 17
8,029,909
276.761
300,000
31,394,656
300,000 90,092,441
999,184
204,156
179,493
151.506
317,312
5,769,910
288,538
88,153
779.543
(154.722)
679,101
898,595
39,592
0
221,540
(43.713)
40.228
205,894
5,296
91,506
10,761.1 12
11,962,494
2,472,463
3,328,228
5,502,211
1.782.881
25,048,277
INTERNAL SERVICE
WORKERS COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
RECORDSMANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
875,503
1,992,167
879.129
(78,120)
266,745
1
(=vJw
1,893.606
4,975,030
779,000
737,000
925,000
955.500
1.784.000
1,727,000
4,443.500
11,351 ,000
1,327,605
1,505,019
1,521,626
1,126,466
1,889.420
873.000
5,461,325
13,704,471
326.898
1,224,148
282.493
(249.086)
161,325
0
875,781
2,621,559
~REDEVELOPMENT I
VILLAGE OPERATIONS I DEBT SVC 1,436.666
VILLAGE LOWNOD INCOME HOUSING 1,438,982
SCCRA OPERATIONS I DEBT SVC 425,213
SCCRA LOWIMOD INCOME HOUSING 127,858
1,672,500
367,000
469.200
161.400
TOTAL 3,426,719 2,690,100 -
1,563,217
98,948
183.526
38,117
1,883,810
(300,000) 1,245,949
1,705,034
730,885
251,141
3,933,009
$1 32,456,398 TOTAL OPERATING FUNDS $127,841,844 $147,223,959 $142,609.405 so
23
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
REVENUE SOURCE 2001 -02 2002-03 2003-04
AS % DIFFERENCE
OF FY 02-03 2002-03 TO
PROJECTED 2003-04
900,000
700,000
2.200,000
1.250.000
1,2&1,000
900,000
7,234,000 -
900,MxI
4,350,000
2,800.000
700.000
600,000
580,000
1.500.000
1,320,000
1,310,000
930,000
8,240,000
930,000
3,950,000
2,700,000
700.000
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
GENERAL FUND 1
PROPERTY TAX
. SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
$22,286,366
21,660,902
8,533,329
7,494,684
2,440.387
1,193,198
63,608,868
$26,910,000
25,080,000
9.020.000
3,830.000
2,520,000
$24,600,000
23,660,000
8,566,000
3,693,000
2,400,000
1,097,000
64,016,000
9.4% 2,310,000
6.0% 1,420,000
5.3% 454,000
3.7% 137,000
5.0% 120.000
0.3% 3,000
6.9% 4,444,000
I
,
- INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
4.675.269
1,553.137
6,228,406
5,016,000 5,350.000
1,643.000
8,659,000
6.7% 334,000
-31.2% (513,000)
-2.7% (179,000) I
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES 8 PERMITS
TOTAL LICENSES & PERMITS
1,085,819
912,391
1,998.210
900,000
1,715,000
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
570,283
750,423
1,506,944
1,212,036
1.284263
715,233
8,019,182
-33.3% (300,000)
-1 7.1 % (120,000)
-31.8% (700,000)
5.6% 70.000
2.0% 26,000
3.3% 30,000
-13.7% (994.000) -
897.533 3.3% 30.000 FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY' 4.537.254
-3.6% (100,000) INTERDEPARTMENTAL CHARGES 2,163,257
871.957 0.0% 0 OTHER REVENUE SOURCES
TOTAL GENERAL FUND 86,324,667 2,516,000
Interest is calculated on an amortized cost basis.
24
30.000
25,000
55,000
160,000
7,000
167.000
0
-25.0% (10.000)
0.0% 0 - -15.4% (10,ooO)
-3.0% (5,000)
0.0% 0 - -2.9% (5,000)
-100.0% (80,900)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2001 -02 2002-03
ESTIMATED
REVENUE
2003-04
AS X DIFFERENCE
OF PI 02-03 2002-03 TO
PROJECTED 2003-04
~~ ~ SPECIAL REVENUE FUNDS I
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND 1,873,189
INTEREST 116,497
1,989,686
1,076,419
70,000
1,14641 9
1,023.950
70,000
1,093,950
4.9% (52,469)
0.0% 0
-4.6% (52,469)
POLICE ASSET FORFEITURE
ASSET FORFEITURES 49,650
INTEREST 34.628
40,000
25.ooo
85.000 TOTAL 84,276
COPS GRANT
STATE FUNDING (AB3229) 166,998 165,000
7.000
172,000
INTEREST
TOTAL
16,395
183,393
POLICE GRANTS
STATE GRANT 123.1 62
INTEREST 18,715
OP TRANS IN 7,492
TOTAL 149.369
80,900
9,000
5,700
95,600
-100.0% (9,000)
-100.0% (5,7M))
-100.0% (89.900) --
HOUSING - SECTION 8
INTEREST 2,621
FEDERAL GRANT 3,899.081
OTHER 2,061
TOTAL 3,903,763 -
0
5,324,822
0
5,324,822
0
5,544.729
0
5,544,729
0.0% 0
4.1% 219,907
0.0% 0
4.1% 219,907
HOUSING TRUST FUND
INTEREST 502,215
INCLUSIONARY HOUSING FEES 704.909
OTHER 44,116
TOTAL 1,251,240 I
652.300
570,000
23,000
1,245.300
300,000
510.000
0
81 0,000 ,
-54.0% (352,300)
-10.5% (sO.000)
-100.0% (23.000)
-35.0% (435,300)
LIBRARY ENDOWMENT FUND
INTEREST
TOTAL
16,604
16,604
12.000
12.000 - 12,000
12.000
0.0% 0
0.0% 0 -
LIBRARY GIFTWBEQUESTS
GIFTWEQUESTS
INTEREST
TOTAL
37,000 47.914
6,645
54,559
71.000
5.000
76,000 P
4,500
41,500
25
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2001-02 2002.03
ESTIMATED AS % DIFFERENCE
REVENUE OF PI 02-03 2002-03 TO
2003-04 PROJECTED 2003-04
30,000
37,900
459,000
90,000
61 6,900
0
423,000
34,400
457,400
-14.3% (5.000)
-6.4% (2,600)
0.2% 900
0.0% 0
-1.1% (6.700) -
0.0% 0
0.1% 500
0.0% 0
0.1% 500
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
58,042
0
493.553
82,000
633,595
35,000
40,500
458,100
90,000
623,600
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
0 3.762
444.267
0
448,029
422.500
~,400
456,900
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
73,612
38,500
740,655
0
46,OOO
38,500
703,160
65.515
20,000 -56.5OA (26.000)
0.0% 0
0.1% 840
122,580 87.1% 57,065
3.7% 31,905 TOTAL 852,767 853,175
BUENA VISTA CREEK CHNL MAlNT
INTEREST 50,742
BUENA VISTA FEES 2,163
TOTAL 52,905
-79.7% (29,500)
~100,000)
(129,500)
-100.0%
-94.5%
37.000
100,000
137,000
ARTS SPECIAL EVENTS
L
INTEREST 4,665
DONATIONS 23,225
TOTAL 27.890
3,000
14.000
17,000 -
0.0% 0
-14.3'A (2,000)
-1 1.8% (2,000)
0.0% 0
SENIOR NUTRITION(2) s
GRANTS 110,995
DONATIONS 97.831
TOTAL 208.826
0
n 0.0% 0 1-1 0.0% 0
26
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED
REVENUE
2003-04
6,000
14.000
0
20.000
30,000
797,700
624.000
1,451,700
REVENUE SOURCE
SENIOR DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
AS % DIFFERENCE
OF FY 02-03 2002-03 TO
PROJECTED 2003-04
-14.3% (18000)
-22.2% (4.000)
0.0% 0
-20.0% (5.000)
-9.1% (3.000)
0.0% 797,700
-26.6% (22WW
64.4% 568.700
CDBG ENTITLEMENT/REHAB
ARTS GENERAUGAUERY DONATIONS
INTEREST 275 4,000
951 17,000
1,226 21,000
DONATIONS
TOTAL
SISTER CITY DONATIONS
INTEREST 5,854 200
DONATIONS 8,572 500
OTHER 0 0
TOTAL 14,426 700
TOTAL SPECIAL REVENUE FUNDS 10,447,099 11,234,518
INTEREST
GRANT REVENUE (PRIOR YEARS)
GRANT REVENUE
TOTAL
4,000 0.0% 0
16,000 -5.9% (1 ,000)
20,000 -4.8% (1 ,000)
500 150.0% 300
1,500 200.0% 1 ,m
0 0.096 0
2,000 350.VA 1,300
COMMUNIN ACTlVlTY GRANTS
OPERATING TRANSFER IN
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
ACTUAL PROJECTED
REVENUE REVENUE
2001-02 2002-03
11,168 7,000
25,297 18,000
1,100 0
37,565 25,000
44,724 33.000
0 0
413,549 850,000
458.273 883,000
0 25.m
64.873 45.000
64,873 70,000 -
13.834 10.m _....
13,834 1o.m
-100.0% (25,000)
0.0% 0
45,000 -35.7% 0
10,000 0.VA 0
0.0% 0 -
27
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2001 -02 2002-03
ESTIMATED DIFFERENCE
REVENUE OFFYO2-03 2002-03 TO --
(ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
J
13,674,059
3,483,988
1.540.750
123,080
98.873
167.547
771,099
30.203
241,979
185,084
173.974
608,705 - 21,099,341
13,740,600
3,600,000
1,656.300
120,000
105,000
200,000
525,000
30,200
300.000
179,000
158,000
90,000
20,704,100
14,058,000
3,683,100
1,672,800
116,400
107,100
200,000
428,000
30.200
309,000
173.600
153,200
92,000
21,023,400
1,291 ,000
85.700
548.700
211,000
44,900
2,181,300
6,073,100
28,800
55,900
298,700
56.100
157.600
12,200
6,682,400
180,000
225,000
20,000
586,000
30,000
1,041,000
2.3%
2.3%
1 .O%
-3.0%
2.0%
0.0%
-18.5OA
0.0%
3.0%
-3.0%
-3.0%
2.2%
1.5% -
317,400
83,100
16,500
(3,600)
2,100
0
(97,000)
0
9,000
(5.400)
(4,800)
2,000
319,300
R €CY CLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
1,136,209
78.248
380,184
582,882
10.171
2,187,674
1,244,700
84,000
489,800
625,000
44,000
2,487,500
3.7% 46.300
2.0% . 1,700
12.0% 58,900
-66.2% (414,000)
2.1% 900
-12.3% (306,200)
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
5,818.201
15,000
44,306
273,210
41,059
368,143
0
6,559.919
5,936.000
28.000
55,000
290,oOo
55,000
257,000
12.000
6,633.000
2.3%
2.9%
1.6%
3.0%
2.0%
-38.7%
1.7%
0.7%
137.100
800
900
8,700
1,100
(99,400)
200
49,400
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
NON-JURISDICTIONAL FEES
STATE GRANT
TOTAL
230,600
224,122
24,870
256,204
23,323
759,119
185,000
232,000
35,000
440,000
34,m
926,000 -
-2.TA (5,000)
-3.0% (7.000)
-42.9% (15,000)
33.2% 146,000
-1 1 .8% (4,000)
12.4% 115,000 -
GOLF COURSE
TRANSFER FROM GENERAL FUND
MISCELLANEOUS
INTEREST
TOTAL
600,000
0
115,000
715.000
0
183,729
125,181
308,910
110.000 __I 1 10,000
31,038.100 I -1.4% (427,500) TOTAL ENTERPRISE FUNDS 30,914,963 31,465.600
28
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE 2001-02 2002-03
INTERNAL SERVICE FUNDS
ESTIMATED
REVENUE I ACTUAL PROJECTED
REVENUE REVENUE
2003-04
0
955,500
1,675,000
9,000
100,000
1.784.000
1,467,000
260,000
0
1,727,000 .
WORKERS COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS 12,751,919 12,881,501
LlABlLlPl SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
11,351 ,Ooo
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAUREIME.
TOTAL
RECORDS MANAGEMENT
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OPERATING TRANSFER IN
TOTAL
108.587 70,000
536,690 600,231
186,964 0
832,241 670,231 P
176,949 11 5,000
737,160 600.009
10,300 15,000
924,409 730,009
40.529 37,000
2,712,833 3,100,000
2,753,362 3,137,000
0 0
788.100 1,030.400
174.202 0
962,302 1,030,400 -
1,444,199 1,481,192
25,963 18,000
103,196 100,Ooo
1,573,358 1,599.192
1,398,984 1,464,369
321,918 250,000
185.1 02 40.000
1,906,004 1,754.369
154,031 125,000
3,646.212 3,835,300
0 0
3,800.243 3,960,300
29,000
750,000
87.000
650,000
737,000 I=
3,000 I
922.000
925.000
0
955,500
3,801,500
4,443,500
AS % DIFFERENCE
OF FY 02-03 2002-03 TO
PROJECTED 2003-04
-58.6% (41,000)
0.0% a
25.0% 149,789
16.2% 108,769
-24.4% (28,000)
-100.0% (15,000)
8.3% 49,991
1 .O% 6,991 -______
-91.9% (34.000)
-70.3% -100.0%
-70.5% (2.212.000) --
0.0% 0
-7.3% (74,900)
0.0% 0
-7.3% (74,900)
13.1% 193.808
-50.0% (9,000)
0.0% 0 ..
-36.9% 184,808 -
0.2% 2,631
4.0% 10,000
-100.0% (40,000)
-1 5% (27.389)
-36.8% (46.000)
-0.9% (33.800)
0.0% 563.000
12.2% 483.200 ___c___
-1 1.9% (1,530,501)
c
c
29
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED
REVENUE
2003-04
17,600
1,517,000
43.000
60,000
34,900
0
1,672.500
339,000
ACTUAL PROJECTED
REVENUE REVENUE
REVENUESOURCE m1-02 2002-03
(REDEVELOPMENT FUNDS I
AS k DIFFERENCE
OF FY 02-03 2002-03 TO
PROJECTED 2003-04
-0.5% (85)
2.0% 29,000
0.9% 384
-17.0% (12,300)
772.5% 30.900
0.0% 0
3.0% 47,899
2.1% 7,000
VILLAGE OPERATIONS / DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
ADMINISTRATIVE FEES
INTEREST
OTHER
OPERATING TRANSFER IN
TOTAL
2,690,100
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
15.2% 354,499
SCCRA OPERATIONS I DEBT SERVICE
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
17,054
1,489,901
0
108,746
15.516
0
1,631.217
372,475
109,542
0
482,017
376,202
20,492
50.000
446,694
125,145
4,428
125.1 45
17,685
1,488.000
42,616
72.300
4,000
0
1,624,601 -
332,000
108.OOo
0
440,000
131,000
10,000
80,000
221 ,000
44.000
6,000
50.000 -
2.685.073 2,335,801 TOTAL REDEVELOPMENT FUNDS
-74.1% (80,000)
0.0% 0
-1 6.6% (73,000)
475,000 262.6% 344,000
14,200 42.0% 4,200
-100.0% (80,000)
489,200 2 268,200
156,400 255.5% 1 12,400
-16.7% (1 ,000)
161,400 222.8% 111.400
TOTAL OPERATING $143,123,721 $146,291,216 $147,223,959 0.6% $ 932,741
I
_--
__
L
L
I
30
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
02-03 BUD 2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET GENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 233,983
CITY MANAGER 969,130
COMMUNICATIONS 218,613
CITY CLERK 98,558
CITY ATTORNEY 775,468
CITY TREASURER 114,675
TOTAL POLICYAEADERSHIP GROUP 2,410,427
ADMINISTRATIVE SERVICES
2.5%
2.9%
-9.7%
2.0%
2.0%
2.0%
272,275
1,080,772
246,248
280,226
939,657
114,341
2,93351 9
279,220 298,551
1 , 1 37,204 1,129,967
629,901 864.593
309,200 303,076
921,277 952,336
148,916 165,638
3,425,718 3,714,161
305,953
1,162,763
780,711
309.1 37
971,382
r-
-0.4%
386,758
2,157,099
1,461,503
0
510,655 714,140
2,495,000 2,706,868
1,552,340 1,963,843
0 0
ADMINISTRATION 499,413
FINANCE 1,889,971
HUMAN RESOURCES 1,081,139
RECORDS MANAGEMENT (2) 1,261,230
TOTAL ADMINISTRATIVE SERVICES 4,731,753
-0.5%
-3.9%
3.3%
0.0%
-0.6% =
4.0%
1.3%
2.9%
2,601,498
2,028,938
4.005.360 4,557,995 5,384,851
PUBLIC SAFETY
POLICE 13,841,267 _-
I-
L
14,957,749
10,293,823
25.251 572
16,205,716 16,971,861
11,488,128 11,450,059
27,693,844 ' 28,421,920
17,646,410
FIRE 9,556,920
TOTAL PUBLIC SAFW 23,398,187
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 466,232
GEOGRAPHIC INFORMATION 262,476
ECONOMIC DEVELOPMENT 133,875
PLANNING 2,246,992
BUILDING 1,738,257
TOTAL COMMUNITY DEVELOPMENT 4,847,832
COMMUNITY SERVICES
329,304
273,199
226,252
2,813,766
1,766,613
5,409.1 34
408,220 480,810
244,102 305,658
223,692 250,132
2,819,460 3,267,587
1,672,614 1,873,526
5,368,088 6,177,713
32.4%
2.0%
-26.5%
-1.1%
-3.4%
-0.1%
3,230.939
1,809,656
6,172,702
6,938.523
554,206
3,994,199
LIBRARY 6,266.1 12
CULTURAL ARTS PROGRAM 645,654
RECREATION 3,409,515
SENIOR PROGRAMS 366,497
TOTAL COMMUNITY SERVICES 10,687,778
7,955,809 8,059,193
628,097 710,195
3,919.787 4,558,457
718,115 736,425
13,221,808 14,064,270
8,162,232 1.3%
71 1,739 0.2%
4,681.588 2.7%
-5.3%
1.3%
'401.419
1 1,888,347
31
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
02-03 BUD
TO
03-04 BUD
2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET
---
2003-04
BUDGET
800,032
5,210,161
2,803,465
3,532,676
2,611,249
776.198
PUBLIC WORKS
~ ~ ~~
PUBLIC WORKS ADMlN 488.41 1 492,064
ENGINEERING 4,328,569 4,312,623
FACILITIES MAINTENANCE 2,068,387 2,145.904
PARK MAINTENANCE 2,562,460 2,692,390
STREET MAINTENANCE 2,041,517 2,272.808
TRAFFIC SIGNAL MAINT 743,564 584,348
TOTAL PUBLIC WORKS 12,232,908 12,500.1 37
-0.9%
-1.1%
4.1%
10.2%
4.3%
13.3%
739,866 807,075
5,613,693 5,266,844
2,468,486 2,692.076
2,815,181 3,205,497
2,406,625 2,504,087
652,811 685,355
14,696,662 15,160,934 15,733,781
370,260
36,000
0
85,849
800,000
332,000
72,150
563,000
35,400
3,605.000
0
0
1,263,800
575,000
250.000
0
3.8%
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB)
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
MlSC /TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANS
370,279
0
0
82,583
800,000
255,619
40,993
106,400
15.073
3,000,000
308,798
0
65,235
83,400
800,000
285,775
46,386
1,302
13,923
3,000,000
332,160
0
1 1,235
83,400
800,000
315,000
50,000
0
13,800
3,500,000
600,000
0
1 ,076,419
0
0
363,000
36,000
11,235
85,849
800,000
325,000
62,400
0
58,400
3,500,000
600,000
0
1,076,419
500,000
0
2.0%
0.0%
-100.0%
0.0%
0.0%
2.2%
15.6%
0.0%
-39.4%
3.0%
-100.0%
0.0%
17.4%
15.0%
100.0%
0.0%
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MANAGEMENT INCENTIVE PAY
LEGAL SERVICES
OTHER
TOTAL NON-DEPARTMENTAL
600,000 0
4,300,000 1,500,000
0 1,873,190
0 0
0 0
61,529 17,421 0 0
6,782,014 7,418,303 9,632,476 7,995,430 7,988,459
92,429,747
2,300,000
34,729,747
7.7%
2.6%
-8.0%
2.3%
. ..
-.
SUBTOTAL GENERAL FUND 67,941,361 69,983,499 75,746,129 80,342,152
CONTINGENCIES 0 0 0 2,500,000
TOTAL GENERAL FUND 67,941,361 69,983,499 75,746,129 82,842,152
32
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET
SPECIAL REVENUE FUNDS I
STORM WATER PROTECTION PGM 0
POLICE ASSET FORFEITURE 36,497
COPS FUND 146,268
POLICE GRANTS 79,929
HOUSING SECTION 8 3,185,288
HOUSING TRUST 176,351
LIBRARY ENDOWMENT FUND 8,873
LIBRARY GIFTWBEQUESTS 21,024
LIBRARY STATE GRANTS 299,837
TREE MAINTENANCE 547,653
MEDIAN MAINTENANCE 529,532
STREET LIGHTING 843,737
BUENA VISTA CRK CHNL MNT 7,176
ARTS SPECIAL EVENTS 19,199
SENIOR NUTRITION (3) 210,762
SENIOR DONATIONS 87,860
CDBG ENTITLEMENT/REHAB 524,192
COMMUNllY ACTIVITY GRANTS 49,351
CULTURAL ARTS PROGRAM 22,808
SISTER CITY DONATIONS 2,860
ARTS GEWGALLERY DONATIONS 38.537
TOTAL SPECIAL REVENUE FUNDS 6,837,734
ENTERPRISE FUNDS I
WATER OPERATIONS 17,874,678
RECYCLED WATER OPERATIONS 1,315,999
SANITATION OPERATIONS 6,018,104
SOLID WASTE MANAGEMENT 260,656
GOLF COURSE 144,330
767,391
5,724
286,734
180,975
3,867,573
185,874
9,875
30,537
0
642,800
533,901
882,780
25,809
19,087
207,044
35,557
477,163
57,714
34,144
15
58,120
7,541,426
18,892,192
1,476,399
6,498,962
215.720
168,967
1,218,729
101,122
154,677
148,323
5,348,824
325,413
6.000
80,283
0
680,000
581,023
1,050,000
86,090
39,035
3,773
0
1,712,551
95,000
20,000
0
28,832
11,679,675
19,243,574
1,658,624
6,559,430
202,856
181,154
TOTAL ENTERPRISE FUNDS 25,613,767
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE 952,286
RISK MANAGEMENT 792.1 13
HEALTH INSURANCE 2,343,084
RECORDS MANAGEMENT (2) 0
VEHICLE MAINTENANCE 1,566,803
VEHICLE REPLACEMENT 1,079,331
INFORMATION TECHNOLOGY 2,937,523
27,252,240
1,093,092
1,373,974
2,464,031
969,761
1,640,651
1,179,122
3,631,939
27,845,638
1,606.81 8
1,614,910
2,937,452
952,410
1,774,674
1,957,151
3,444,400
TOTAL INTERNAL SERVICE FUNDS 9,671,140
1,076,419
65,000
347,541
0
5,335,989
255,163
12,000
95,307
0
727.159
577,780
1,139,441
1,590
31,632
0
0
769.892
60.500
20,000
4,000
20,000
10,539,413
21,113,828
1,904,416
6,768,912
223,410
300,000
30.31 0,566
1,083,799
1,487.459
3,083,952
1,182,687
1,823,291
1,667,000
4,495,634
12.352.570 14.287.81 5 14,823,822
33
2003-04
BUDGET
1,244,750
403,900
182,915
30,000
5,549,702
256,340
6.000
67,620
0
697,979
504,841
1,165,034
1,629
36.1 03
0
0
654,408
60.000
20,000
2,000
13,500
10,896,721
20,874,869
1,913,117
8,029,909
276,761
300,000
31,394,656
1.327.605
1,505,019
1,521,636
1,126,466
1,889,420
873.000
5,461,325
13,704,471
%INCR (DEC)
02-03 BUD
TO
03-04 BUD
15.6%
521.4%
-47.4%
100.0%
4.0%
0.5%
-50.0%
-29.1 %
0.0%
-4.0%
-12.6%
2.2%
2.5%
14.1%
0.0%
0.0%
-15.0%
-0.8%
0.0%
-50.0%
-32.5%
3.4%
-1.1%
0.5%
18.6%
23.9%
0.0%
3.6%
22.5%
1.2%
-50.7%
-4.8%
3.6%
-47.6%
21.5%
-7.6%
2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET I REDEVELOPMENT I
VILLAGE OPERATIONS /DEBT SVC 2,221,511 2,102,507 1,627,798 1,501.860
VILLAGE LOW/MOD INCOME HSNG 74,014 45,170 202,722 89,692
SCCRA OPERATIONS I DEBT SVC 33,807 63,072 170,588 97,512
TOTAL REDEVELOPMENT 2,329.332 2,230,094 2,033,478 1,711,970
SCCRA LOWNOD INCOME HSNG 0 19,345 32.370 22,906
(1) Estimated expenditures may exceed Adopted budget since they include prior year budget canyforwards.
(2) Records Management was converted to an Internal Service fund in 2001 -02.
(3) Senior Nutrition Grant was moved to the General fund in 2002-03.
02-03 BUD
2003-04 TO
BUDGET 03-04 BUD
1,563,217 4.1%
98,948 10.3%
183.528 88.2%
38,117 66.4%
1,883,810 10.0%
34
PERSONNEL ALLOCATIONS FOR 2002-03 AND 2003-04
ADJUSTED OVER
FINAL PRELIMINARY (UNDER)
2002-03 BUDGET BUDGET
MAJOR SERVICE AREA 2002-03 2003-04 ALLOCATED
IPOLICY AND LEADERSHIP GROUP I I I CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY AlTORNEY
]ADMINISTRATIVE SERVICES i
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
)PUBLIC SAFETY 1
POLICE
FIRE
rCOMMUNlTY DEVELOPMENT I
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
)COMMUNITY SERVICES I
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
)PUBLIC WORKS I
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
1 .oo
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
28.00
2.00
10.00
150.00
79.75
3.00
13.00
1 .oo
2.00
25.00
10.00
48.00
4.75
31 .OO
2.00
6.00
57.00
57.75
73.00
1 .oo
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
28.00
2.00
10.00
148.00
79.75
3.00
13.00
1 .oo
2.00
25.00
10.00
48.00
5.00
31 .OO
2.00
6.00
57.00
58.75
73.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(2.00)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.25
0.00
0.00
0.00
0.00
1 .oo
0.00
FULL AND 3/4 ?ME LABOR FORCE 646.75 646.00 (0.75)
- 35
--
LLIMITED TERM EMPLOYEES
INTERNS 2002/03 2003/04 Differencc
PERSONNEL ALLOCATIONS FOR 2002-03 AND 2003-04 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2002/03 2003/04 Difference
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents I 640.00 640.00
6.75 6.00
0.00
(0.75
Hourly Full Time Equivalent Personnel 145.92 147.77 1.85
TOTAL LABOR FORCE 792.67 793.77 1.10
Management Interns
Building Inspector Intern
Division Chief
GIS Intern
Planning Technician Intern
2.00 2.00 0.00
2.00 2.00 0.00
1 .oo 1 .oo 0.00
0.50 0.50 0.00
1 .oo 1 .oo 0.00
I
I Plannina Intern - front counter 0.50 0.50 0.00 -
TOTAL LIMITED TERM EMPLOYEES 7.00 7.00 0.00
L
36
I-
-
Opera fing Budge? & Capifal Improvemen f Program
Fy 2003-2004
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARl OUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
1,570,075 1,722,362 2,148,680 2,254,312
806,257 1,175,316 1,485,481 1,444,584
34,095 35,841 80,000 0
37
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 167,610 181,710 191,988
MAINTENANCE & OPERATIONS 66,373 90,565 106,563
CAPITAL OUTLAY 0 0 0
GRAND TOTAL 233.983 272,275 298.551
PROGRAM GROUP DESCRIPTION:
As the legislative body of the City, the City Council establishes the policies and regulatory ordinances under which
the City operates. The City Council has defined goals and objectives to guide the allocation of City resources to
meet the needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Meetinq Attendance
Prepare for and attend City Council meetings, as well as various regional committee and community meetings.
Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence.
KEY GOALS FOR 2003-2004:
Top-Qualitv Services
TransDortation/Circulation
Be a city that provides exceptional services on a daily basis.
Provide and support a safe and efficient transportation system that moves goods, services, and people through
Carls bad.
Be a city that connects community, place, and spirit, through balanced and well-designed land uses.
Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address
citizen needs that are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Ensure, in the most cost-effective manner, water reliability to the maximum extent practicable, to deliver high-
quality potable and reclaimed water incorporating drought-resistant community principles.
Be an environmentally sensitive community by focusing on: clean storm water, sewage collection and treatment,
solid waste, and cost-effective and efficient use of energy, including alternative energy sources.
Pursue and implement proactive strategies that provide and manage fiscal resources effectively.
Balanced Community Development
Parks/Open Spacenrails
Water
Environmental Manaqement
Financial Health
Communication
Ensure that community members, Council, and staff are well informed, leading to a more responsive
Learning
government and a high level of citizen confidence in government.
Promote and support continuous learning opportunities within the community and the City organization.
SIG NI Fl CANT CHANGES :
None.
2003-04
BUDGET
18571 0
120,243
0
305.953
38
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0010210
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
10,456 11,363 13,010 13,218
85,360 268,863 290,066 295,919
2,742 0 0 0
GRAND TOTAL 98,5581 280,2261 303,076 I 309,137
PROGRAM GROUP DESCRIPTION:
The City Clerk is the City’s Elections Official, Legislative Administrator, and Records Manager. As Elections
Official, the City Clerk administers State and local procedures through which local government representatives are
selected. The Clerk assists candidates in meeting their legal responsibilities before, during, and after an election.
As a Legislative Administrator, the City Clerk assists in the decision-making process of the local legislature. The
Clerk prepares the legislative agenda, verifies that legal notices have been posted and published, and completes
necessary arrangements so that the City Council may conduct an effective meeting.
As Records Manager, the City Clerk oversees the preservation and protection of the public record. By statute, the
Clerk is required to maintain and index the Minutes, Ordinances, and Resolutions adopted by the legislative body.
The Clerk also ensures that records are readily available for the public.
The City Clerk is an elected position.
SIGNIFICANT CHANGES:
None.
39
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 61,257 68,266
ACCT NO. 001 031 0
2003-04 2002-03
BUDGET BUDGET
70,888 77,040
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
53,418 46,075 94,750 91,910
0 0 0 0
1 14.675 1 14.341 165.638 168.950
MISSION STATEMENT:
The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad
and all of its agencies including, among others, the Carlsbad Municipal Water District and the Carlsbad
Redevelopment Agency.
PROGRAM ACTIVITIES:
Cash Manauement
Investment Manaaement
Develop projections of cash receipts and cash expenditures from various City and external sources.
Maintain records of cash receipts and cash disbursements into the Treasury.
Retrieve daily on-line bank statements and return check listing, verify receipt of anticipated deposits, ensure that
all checks paid by the bank were valid City checks.
Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
maintained for the anticipated activity of the next day.
Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by
proper documentation.
Develop contracts for cost-effective banking, both retail and custody services.
Arrange for lines of credit and short-term loans as needed.
Develop, maintain, and ensure compliance with all Treasury internal controls.
Develop and maintain the City’s Investment Policy and present annually, or as necessary, to the City Council for
approval. Incorporate in the Investment Policy any changes in the City’s financial requirements that affect investments. Ensure compliance with the California Government Code.
Develop and maintain a pool of investments for the City and its agencies.
Research daily the financial markets and the financial forecasts.
Determine daily the type of investments that should be made, considering the current cash position and financial
markets. Determine the dollar amount of the investment and the desired maturity date.
Solicit telephone bids from approved financial institutions/brokers for available investments.
Evaluate investment alternatives and effect investment purchases. for payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made.
Maintain record for all investments and investment income.
Reconcile the custodian’s monthly report of investments held with Treasury records.
Arrange for collateral contracts as required.
Prepare trade authorizations and arrange
40
c
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES (continued):
ReDortina and Oversiaht
Develop and present to the City Council monthly reports of investment activities.
In a timely manner, disclose to the City Council any information that could potentially threaten the safety and
liquidity of the investment pool.
Develop and present to the City Council annual reports summarizing and analyzing the financial markets and
the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal
years to provide perspective.
Develop investment data for the City’s Comprehensive Annual Financial Report.
Develop investment data for the City’s annual financial audit conducted by an independent auditor.
Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter,
or more frequently as needed.
0
W 0 R KLOAD STAT1 STlCS : (Est.)
FY 2000 FY2001 FY2002 FY2003
Portfolio Balance (millions of $) 323 367 389 41 0
0 Number of Investments in Portfolio 1,712 1,734 1,455 1,300
Investment Activity 220 266 280 251
(transactions per month)
0 Number of Checks Cleared 14,639 14,010 14,648 14,805
KEY GOALS FOR 2003-04:
Finance
0 Anticipate and meet the changing investment needs of the City in order to optimize investment returns,
consistent with maintaining safety of principal, and ensuring sufficient liquidity.
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.
Learning
0
0
SIGNIFICANT CHANGES:
None.
41
PROGRAM: CITY MANAG E R
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 689,626 730,197 769,646
MAINTENANCE & OPERATIONS 248,151 342,779 360,321
CAPITAL OUTLAY 31,353 7,796 0
GRAND TOTAL 969.130 1.080.772 1.129.967
ACCT NO. 001 101 0
2003-04
BUDGET
808,713
354,050
0
1.1 62.763
PROGRAM GROUP DESCRIPTION:
The City Manager’s Office houses the general administrative function of the City. The department’s budget includes
the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services
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
Policy Development
Provide timely and reasonable responses to citizens and customers.
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:
TOR Quality 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 and people through Carlsbad in a safe and efficient manner that is coordinated
with community development.
Balanced Communitv DeveloDment
Be a community that promotes community spirit, quality neighborhoods, establishes compatible residential and
commercial uses, including entertainment venues, and manages growth by providing an appropriate balance of facilities and services.
Parks/ORen SRacelTrails
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.
42
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 001 101 0
KEY GOALS FOR 2002-03 (Continued)
Water
Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant
community, in the most cost effective manner.
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.
Environmental Manaaernent
Finance
0 Implement proactive strategies that provide and manage fiscal resources effectively to ensure a high quality of
life.
Communication
Ensure that citizens, Council and staff are well informed, leading to a more responsive government and a high
level of citizen confidence in government.
Promote and support continuous learning opportunities within the community and the City organization.
Learninq
SIGNIFICANT CHANGES:
None.
43
PROGRAM: COMMUNICATION
FUND: GENERAL
PROGRAM GROUP: COMMUNICATION
PERSONNEL
ACCT NO. 0011012
ACTUAL ACTUAL BUDGET BUDGET
0 0 395,984 412,941
I 2000-01 I 2001 -021 2002-03 I 2003-041
21 8,613
0
235,737
1031 1
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
388,609
80,000
367,770
0
I I I I
GRANn TOTAI I 218.6131 246.2481 864.5931 780.71 1
PROGRAM GROUP DESCRIPTION:
The Communications Manager is responsible for helping coordinate the dissemination of information regarding
various City programs. The Communications Manager position and its related costs are housed in the City
Manager's Office, which is responsible for the general administrative functions of the City.
P R 0 G RAM ACT1 VlTl ES :
Customer Service
Provide the citizens and customers of Carlsbad with more comprehensive information regarding services and
opportunities available throughout the City.
KEY GOALS FOR 2003-04:
Too-Qualitv Services
Communication
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.
Create a comprehensive approach to Citywide communications. Assist in implementing the City Council's
Communication Strategic Goal.
SIGNIFICANT CHANGES:
None.
44
PROGRAM : CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY
PERSONNEL
ACCT NO. 001 121 0
2000-01 2001 -02 2002-03 2 0 0 3 - 0 4
ACTUAL ACTUAL BUDGET BUDGET
641,126 730,826 707,164 756,690
134,342
0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
191,297
17,534
245,172
0
214,692
0
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council’s goals to:
Ensure the effective and efficient delivery of top-quality services to our community through the City Council.
Develop and implement proactive strategies to ensure the financial health of the community and the City.
Integrate a comprehensive and efficient transportation system, recognizing Carlsbad’s essential role in the
region, with quality-of-life-centered land use decisions.
Enhance educational opportunities for all segments of the community.
PROGRAM ACTlVlTl ES:
The City Attorney’s Office provides legal advice and representation to the City Council, Housing and
Redevelopment Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager,
Boards and Commissions, and other City offices in order to provide services to the public as required or
permitted by law. The City Attorney is also responsible for assisting in the interpretation, administration, and
enforcement of laws and regulations, and City programs.
Draft and review all resolutions, ordinances, contracts, bonds, and other legal documents.
KEY GOALS FOR 2003-04:
Top-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.
Implement creative legal methods to accomplish strategic and operational goals.
Offer education and training on relevant law to City staff.
Manage litigation so that risk/exposure is reduced or minimized to an acceptable level.
SIGNIFICANT CHANGES:
None.
45
46
c
c
c
Operaiing Budge i & Capiial Improvement Program
Fy 2003-2004
PROGRAM: AD M I N I STRAT WE SERVICES
FUND: VARl OU S
PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
47
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 001 1 1 10-1 2
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
215,197 223,433 239,790 249,396
239,626 163,325 429,350 461,252
44,590 0 45,000 0
499.41 3 386.758 714.140 710.648
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, funding for the Strategic Change Team, a diverse
group of City employees that works with the City’s Leadership Team on ways to improve the organization, falls in this
area.
The Administrative Services departments include Finance, Human Resources, Information Technology, 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 2003-04:
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 Administrative Services staff.
The Director is responsible for furthering employee development, workplace improvement, and communication
through implementation of the Experience Carlsbad program, supporting the employee development teams, and
supporting the respectful workplace and safe workplace education efforts.
As a member of project teams, the Director is responsible for the creation of financing programs that support the
City’s capital improvement efforts, including major road projects, water projects, parks, open space, and trails.
As part of the Leadership Team, the Director is the spokesperson for Administrative Services issues with the top
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.
48
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 1,534,182 1,701,644
ACCT NO. 001 131 0
2002-03 2003-04
BUDGET BUDGET
1,853,898 2,085,896
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
727,932 837,860 1,268,170 990,902
14,856 12,145 0 0
I WATER ENTERPRISE I 227,0001 236,730 I 242,700 I 332,700 I
SEWER ENTERPRISE
TOTAL FUNDING
160,000 157,820 172,500 142,600
2,276,970 2,551,649 3,122,068 3,076,798
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other’s differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES: ., Lonq-Ranqe Financial Planninq and Budqet Manaqement
Prepare ten-year operating forecasts incorporating various “what if“ scenarios to facilitate decision-making for
the City Council and City departments.
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council’s goals.
Perform bi-annual review of all City fees and present recommendations for changes to the City Council.
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Monitor and report on revenues and expenditures monthly to ensure budgetary integrity and facilitate effective
decision-making.
General Accountinu and Reportinq
Accurately bill, collect, record, and report all City revenues.
Collect all funds due the City through timely follow-up of delinquent accounts and use of collection agencies.
Prepare checks for City employees and for service and commodity suppliers.
Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and the City Council with timely monthly financial reports.
Monitor City debt issues to ensure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
Monitor sales tax audit contract to ensure effectiveness.
Perform in-house internal control reviews as needed.
Assessment DistrictKommunity Facilities District (CFD) Administration
Purchasing
Assist in evaluation and formation of new districts.
Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information.
Provide administration of CFDs and assessment districts as required by formation documents and State law.
Issue and manage formal bid and quotation processes.
Track and renew annual commodity and service contracts.
Develop and administer joint agency contracts.
Assist City departments in the creation and administration of contracts.
Publish Public Works contracts, maintain plan logs, and manage the bidding process.
49
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
Awards received for CAFR
Average number of days to issue
Monthly Financial Status Report
Awards received for Annual Budget
PROGRAM ACTIVITIES (continued):
Receivina. Messenaer. and Mail Services
0
0
Act as shipping and receiving for the Faraday Administration Center.
Purchase and distribute office supplies for City departments.
Direct disposal of surplus and IosUunclaimed Police property.
Collect outgoing City mail and apply postage.
Sort and distribute all incoming City mail.
FY2000 FY2001 FY2002
19 16 13
CSMFOlGFOA CSMFOlGFOA Not Available
Excellence: Excellence: Distinguished Operating and Operating and Budget
Capital Capital Presentation
WORKLOAD AND PERFORMANCE INDICATORS:
Number of business licenses processed I 6,214
PAGE TWO
ACCT NO. 0011310
6,300 7,199
Number of account payable checks 15,176 I 17,271 14,962
processed
Number of payroll checks issued
Number of electronic payroll checks 0
9,452 10,012 9,863
12,204 14,407 15,141
FY 99-00
issued
FY 00-01
I
FY 01 -02
Number of purchase orders issued
Dollar amount of purchase orders issued
Pieces of mail processed
KEY GOALS FOR 2003-04:
1,703 1,626 1,529 $38,627,055 $48,197,538 $46,557,451 124,507 157,482 171,258
Ton-Qualitv Services
0
Increase the number of cashiering sites available to our customers, provide more timely information, and
streamline processes through the implementation of a Citywide cash management and reporting system.
Enhance customer service to City employees by improving access to salary and benefit information and
streamlining the payroll process.
Assist in creating financing plans that will allow for the development of key road segments throughout the City.
Ensure continued financial health of the City through developing a balanced budget plan for the next five years.
This includes a review of the City’s revenue base as well as analyzing the future operating costs for the City.
Establish purchasing systems and structures that support the accomplishment of the City’s mission while
ensuring that the City is receiving best value on all of its purchases of goods and services.
Ensure the integrity of the City’s accounting system and the protection of the City’s assets through the
implementation of an internal audit program.
TransDortation/Circulation
0
Financial Health
0
S IG N I Fl CANT C HANG E S :
The finance and purchasing functions were shown separately in previous years. These functions are now combined
under this program.
50
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 001 151 0 THRU 001 1550
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 2001 -02 2002-03 2 0 0 3 - 0 4
ACTUAL ACTUAL BUDGET BUDGET
607,169 659,672 703,520 772,825
472,387 794,300 1,253,323 1,256,113
1,583 7,531 7,000 0
MISSION STATEMENT:
People are our priority ... We take care of the people who take care of Carlsbad.
PROGRAM ACTIVITIES:
Recruitment, Selection, Staffinq
Balance the competing interests of conducting internal and external recruitments.
Assist departments in job designhedesign efforts to make job classifications more flexible (Public Works job
classifications).
Update job classifications to keep current with new requirements (certification for Water Department
classifications). Target specific community populations for non-traditional jobs (“home-grown” recruiting in local schools for
Police Department talent).
0 Implement improved employee selection processes.
Work with the Finance Department to clarify the mission/vision for the Purchasing Division.
Volunteer/Communitv Coordinator Responsibilities
0
EmDlovee Development
Human Resources Revenue Generation
WorWLife Balance
0
Incorporate the duties of the volunteer/community coordinator into the Human Resources Department and
facilitate the organized deployment of volunteers into various City departments.
Conduct a volunteer fair to expose City employees to internal and external volunteer opportunities.
Continue to provide job-centered training and employee development opportunities for employees. Focus in the
areas of effective supervision, leadership, and career advancement.
Develop supervisor’s training manual to supplement supervisory training efforts.
Provide opportunities to practice newly acquired skills on the job (cross-training, job rotation, job shadowing, mentorships, internships, etc.).
Obtain a system to efficiently manage and organize the City’s employee development efforts (Learning Management System).
Participate on Citywide team to set a vision for a City training facility.
Develop relationships with educational institutions in the area and develop employee development partnerships with other agencies.
Open up our employee development classes to “paying customers” from other governmental agencies and/or to
companies in the surrounding area if classes are not full.
Serve on Citywide Budget Forecast team.
Continue to promote lunchtime “brown-bag’’ wellness seminars on various topics.
Partner with the SCT to explore opportunities for on-site childcare.
Serve as a model for flexible staffing arrangements (job sharing, flexible work hours, etc.).
51
PROGRAM: HUMAN RESOURCES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510THRU 0011550
Performance Manaqement and ComDensation
e Increase the capability of supervisors to deliver constructive feedback to employees.
e Research alternatives to the current performance appraisal form used to evaluate CCEA-represented
em p I o ye es .
e Audit the Performance Management and Compensation System for management employees to ensure salaries
are competitive in the San Diego survey market and rewards are equitably delivered.
Continue to serve on Citywide customer service committee.
Continue to improve internal Human Resources systems and processes.
Add dependents to the Human Resources database.
Provide cross-training to Human Resources staff.
Improve communications about retirement options.
Conduct audit of employee benefit programs (HR BPR).
Begin to update sections of the Personnel Rules to provide consistency with other internal documents.
New timecard reporting module implemented on the IFAS system.
Improve Emplovee Relations and EmDlovee Aliqnment with the Orqanization’s Goals
e
e
e
e
e
e Institute labodmanagement forum.
e
e
Plan for Significant Increase in Retirements
e Succession Planning:
e
o
Transfer institutional knowledge from future retirees to existing staff (“Carlsbad Alumni” program).
Provide best-practices template/process for MSA’s to use.
WORKLOAD STATISTICS:
Measures for Classification/ - . -. FY 02-03’ Five-Year Recruitment Trend I
Compensation Review
Number of classification descriptions 10
revisedkreated
Number of positions reviewed 16
Measures for Recruitment
Number of applicants processed 2,390
Number of recruitments processed 48
Number of eligibles on employment list 269
Number of new hires 57
Number of promotions/transfers 40
**Average recruitment cycle time: 42.8 working days.
KEY GOALS FOR 2003-04:
Top-Qualitv Services
’As of 05/09/03.
(For period between: 07/01/01 and 06/30/02.)
120
100 a
0 80 e a
v1 60
6 40
U
0 - Q
W E 20
0
98-99 99-2000 2000-01 2001 -02 2002-03
0 New Hires
Audit employee benefits (excluding health and retirement). Develop training program for employees that results
in an increased knowledge and understanding of their benefits.
Enhance customer service by improving access to payroll information and streamlining the payroll process.
e Develop a resource to effectively orient new supervisors to HR services and systems.
e Produce updated Personnel Rules and Municipal Code that comply with current practices and applicable law.
Enhance Police Officer recruiting process through a strategic plan designed to improve the quality and diversity
of Police Department applicants.
Develop staffing options aimed at utilization of retirees to support alternative staffing throughout the
organization.
Learn inq
e Implement Employee Development Plan Citywide.
e Implement basic features of a Citywide Learning Management System to support the Employee Development
Program.
e Vision for a comprehensive City training facility/facilities.
SIGNIFICANT CHANGES:
None.
52
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 11 520
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 71,836 88,452
2002-03 2003-04
BUDGET BUDGET
95,152 92,901
IMAINTENANCE & OPERATIONS I 880,4501 1,004,6401 988,6471 1,234,7041
CAPITAL OUTLAY
O/ O1 OI O/
MISSION STATEMENT:
People are our priority ... We promote the development, well-being, and success of employees and the organization.
PROGRAM ACTIVITIES:
Workers’ ComDensation Claims and Administration
This fund is utilized to provide payment for medical, indemnity, and defense expenses incurred as the result of
occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses.
PERFORMANCE MEASURE:
Average lost days per claim = 3.6 (for the period of 07/01/02 - 01/01/03).
KEY GOALS FOR 2003-04:
Top Qualitv Services
Continue to improve systems to accurately capture and track occupational disability leave, monitor lost days of
work, share data with management, and make recommendations to reduce the number of days an employee is
out of the workplace.
SIGNIFICANT CHANGES:
AB 749 became effective 01 /01/03. This bill contains benefit increases for employees who receive workers’
compensation benefits. As a result of this bill, workers’ compensation premiums and insurance rates have
increased.
53
PROGRAM: RISK MANAGEMENT
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
2000-01 2001 -02 2002-03 2003-04
BUDGET BUDGET
149,712 154,818 186,073 197,490
642,400 1,219,156 1,301,386 1,307,529
0 0 0 0
792.1 12 1.373.974 1.487.459 1.505.01 9
ACTUAL ACTUAL
PROGRAM GROUP DESCRIPTION:
Risk Management administers the funding of the self-insured and insured portions of the program; manages the
administration of property and general liability claims; works in conjunction with the City Attorney's Office and outside counsel to monitor, control, and resolve litigated matters; and provides training for various departments to minimize
the risk of future losses.
PROGRAM ACTlVlTl ES:
Litiuation Manauement
0 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 property,
casualty, and general liability.
Insurance/Self-Insurance
0 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 Manauement
Directs and administers the claims management program for property, casualty, and general liability by using a
combination of in-house services and a contract claim administrator.
Loss Preventionnraining
0 Provides direction, programs, and training for various City departments to minimize the risk of future losses.
KEY GOALS FOR 2003-04:
Top-Quality Services
0
0
Development of a Citywide Learning Management System.
Homeland Security Assessment - Water Facilities.
SIGNIFICANT CHANGES:
None.
54
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES
PERSONNEL
ACCT NO. 6131520
ACTUAL ACTUAL BUDGET BUDGET
53,885 54,410 57,452 81,343
I I 2000-01 I 2001 -02 I 2002-031 2003-04 I
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2,289,199 2,409,621 3,026,500 1,440,293
0 0 0 0
MISSION STATEMENT:
People are our priority ... We promote the development, well-being, and success of employees and the organization.
PROGRAM ACTIVITIES:
This fund is used to pay dental, vision, and life insurance premiums for all employees and the $16 PERS retiree
contribution.
SIGNIFICANT CHANGES:
As a result of the negotiation process, the CCEA bargaining unit will be moving from the self-insured plan to Cal
PERS Health Plan. Premiums will be paid directly to CalPERS thus they are not budgeted in this fund.
55
PROGRAM:
FUND:
PROGRAM GROUP:
ACTUAL
436,582
RECORDS MANAGEMENT
INTERNAL SERVICE
RECORDSMANAGEMENT
ACTUAL BUDGET BUDGET
488,448 522,700 530,918
ACCT NO. 6141610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 I 2001 -02 I 2002-03 I 2003-041
745,9851 458,8191 651,9871 584,0481
78,663 22,493 8,000 1 1,500
GRAND TOTAL I 1,261,2301 969,761 I 1,182,6871 1 ,126,466
PROGRAM DESCRIPTION:
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 City Clerk.
PROGRAM ACTIVITIES:
Records Manaaement
Continue implementation of the Citywide Records Management Program and Document Management System
(DMS).
Maintain City records in an identifiable and accessible manner in fulfillment of public, legal, and historical
requirements for preserving and storing information.
Administrative Support Activities
Provide staff support for City Clerk functions such as elections, the Public Records Act, noticing, processing
documents for recordation, and updating the Municipal Code.
Assist the public and City staff by providing information such as minutes, agendas, ordinances, resolutions,
deeds, and other critical documents.
KEY GOALS FOR 2003-04:
Final implementation phase of Records Management Program to organize City records.
Continued and enhanced use of Document Manaaement Svstem (Drovidina documents. maDs. and Dlans in " . electronic format).
SIGNIFICANT CHANGES:
None.
56
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401 71 0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
PROGRAM ACTIVITIES:
Provide resources that will support departments in the performance of work tasks through technology.
Computer Support Services
Ensure that all City computers remain operational with minimum downtime.
Guarantee availability and security of City network computer resources available to both staff and the public.
Provide support for all standard City applications.
Ensure that the City is receiving best value for technology goods and services provided by outside vendors.
Telecommunication Support Services
Ensure that the City’s telecommunication network and its associated equipment remain operational with
New Systems Su~port
minimum downtime.
Provide the necessary support for all telephone and data communication equipment.
Meet the information needs of the users and encourage the appropriate use of computers and communication
technology to increase productivity and enhance communication.
Increase citizen access to City services through the use of technology.
WORKLOAD STATISTICS:
IT Help Desk Services CYl2002
Average number of help tickets opened per month
Total number of help tickets opened for the year
Percentage of users rating information technology services as excellent
Percentage of priority-one calls resolved within 45 minutes (benchmark)
Percentage of priority-two calls resolved within 180 minutes (benchmark)
561 6,739
9 6 O/o
85%
95%
KEY GOALS FOR 2003-04:
Establish a plan to provide access to critical electronic data in the event of a disaster.
In conjunction with the Library, enhance Library technology services through the installation a new library
automation system.
Increase application performance and expand data storage capacity by replacing the City’s primary application
server.
Expand service to the public by implementing an online registration and facility reservation system.
Improve management of electronic records stored in primary business applications by further development of
electronic records retention schedules.
Increase Internet access speed and improve reliability by the addition of second Internet connection.
Improve internal email manageability and reliability by consolidating email services.
SIGNIFICANT CHANGES:
Capital Outlay budget includes $853,000 for computer-aided dispatch hardware.
57
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
150-1 31 0
GENERAL FUND
Non-Departmental
Community Promotion
(Carlsbad Convention
and Visitor's Burehu)
Community Contributions
Beach Parking
Hiring Center
Dues and Subscriptions
Property Tax, LAFCO, & Other Admin. Fees
Legal Services
Misc Expenditures
I
Total Non-Departmental Expenditures
Transfers
Golf Course Contribution
Hosp Grove Debt Service
Infrastructure Replacement Fund
Loan to Storm Water Program
Management Incentive Pay
Transfer to Capital Improvement Program
Transfer to IT fund for CAD System Hardware
Misc I Transfers Out
I
Total General Fund Transfers
Council Contingencies
Contingencies (AUopted budget)
2002-03
2000-01 2001 -02 ADOPTED 2003-04
BUDGET ACTUAL ACTUAL BUDGET
$370,279 $308,798 $363,000 $370,260
0 65,235 11,235 0
0 0 36,000 36,000
82,583 83,400 85,849 85,849
40,993 46,386 62,400 72,150
270,692 299,698 383,400 367,400
0 0 0 250.000
61,529 17,421 0 0
826,076 820,938 941,884 1.1 81,659
600,000 0 600,000 0
800,000 800,000 800,000 800,000
3,000,000 3,000,000 3,500,000 3,605,000
0 1,873,190 1,076,419 1,263,800
0 0 500,000 575,000
4,300,000 1,500,000 0 0
0 0 0 563,000
106,400 1,302 0 0
8,806,400 7,174,492 6,476,419 6,806,800
4,300,000 3,987,320 2,500,000 2,300,000
GENERAL FUND TOTAL $1 3,932,476 $1 1,982,750 $9,918,303 $1 0,288,459
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants 49,351 57,714 60,500 60,000
58
Operaiing Budget & Capital Improvemen f Program
FY 2003-2004
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
SUMMARY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
18,557,392 20,068,706 21,477,379 23,338,562
6,386,405 4,750,252 5,100,595 6,553,027
353,237 555,686 804,056 134,000
59
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 10,731,244 11,689,003
MAINTENANCE & OPERATIONS 3,169,108 3,411,069
CAPITAL OUTLAY 203,609 331,092
SUMMARY
2002-03 2003-04
BUDGET BUDGET
13,018,758 14,067,998
4,209,645 4,110,927
156,000 84,300
-
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality
service to the community to ensure the preservation of life and property and the maintenance of law and order. In
doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity, and compassion;
we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal
integrity, common purpose and support of each other as essentials to an effective and productive work environment;
and we provide leadership in our profession as an example for all law enforcement and to guarantee the best
possible service to our citizens.
PERFORMANCENVORKLOAD MEASURES:
Priority # 1
2
3
2002 Averacle ResDonse Times Priority one calls are those in which there is an
immediate threat to life or property. Our goal is to
minutes or less. Priority one calls made up less than
two (urgent calls) and priority three (calls for reports)
calls made up over 99 percent of our total call
volume. Our average response time in 2002 to the
lowest priority call was approximately 24 minutes.
respond to all priority one calls in an average of six
one percent of our total call volume in 2002. Priority
I I
91 1 Dispatcher
Patrol Officers
Detectives
Records
2002 Citizen Satisfaction
In an effort to provide the best service possible to the
community, the Carlsbad Police Department has
been surveying victims of crime since 1991. This
survey helps the department measure satisfaction and obtains feedback from citizens who have had contact with our department. Over 4,000 responses
have been received to date.
0 5 10 15 20
MINUTES
I Administration I
25
4.5
4.6
4.4
4.5
4.4
1 2 3 4 5
Poor Good Excellent
60
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
SUMMARY
PERFORMANCWORKLOAD MEASURES (continued):
Crime 40
The Police Department measures crime with
the FBI index crimes. FBI index crimes include
homicide, rape, robbery, aggravated assault, burglary, larcenyhheft, and motor vehicle theft. 30
20
10
0
1998 1999 2000 2001 2002
FBI Index Crimes per 1,000 Population
KEY GOALS FOR 2003-04:
ToD-Qualitv Service
0
0
0
Communication
Enhance critical incident management capabilities of the Tactical Response Team and the Crisis
Negotiation Team.
Improve the property and evidence system.
Improve the level of service delivered to our citizens and employees regarding our complaint investigation
process.
Improve police response and information capabilities through implementation of a new computer-aided
dispatch and mobile computer system.
Improve response times with beat realignment.
Enhance our ability to identify, investigate, and prevent criminal activity in the community by working with
other City departments.
Improve computer crime inquiry capabilities of patrol officers and communicators.
Learninq
0
61
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0012110
591,989 629,583 1,024,546 755,313
0 0 0 0
WORK PROGRAM:
Develop and administer functions and programs that support the City’s and the Police Department’s statement of
values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Proqrams
a Develop and manage programs that reduce crime, encourage citizen participation, and improve community
safety.
Orqanization
a
Division Support
a
Leadership
a Provide department staff with the knowledge and training cess
Assist staff with individual and group development.
Provide support to divisions to assist with meeting goals.
SIGNIFICANT CHANGES:
ry to carry out the dep rtment’s mission.
Decrease in Maintenance and Operation budget is due to transfer of contingency funds to help fund other police
programs.
62
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 0012120
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
4,927,952 5,343,636 5,499,226 6,134,608
679,149 673,413 728,052 764,340
95,896 49,540 46,000 1,800
5.702.997 6.066.589 6.273.278 6.900.748
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement, and special
enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service
Investigate crimes.
Enforce City ordinances.
Reports
Respond to calls for emergency and non-emergency services.
Take reports including crime, arrest, collisions, incident, citation, and field interview.
Response Time
Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS: ---~ CY1 999 CY2000 CY2001 CY2002
Calls for Service 67,284 64,366 68,798 66,713
Cases 8,338 8,381 9,050 9,527
Average Priority One Response
(in minutes)
SIGNIFICANT CHANGES:
5.2 5.1 5.7 6.0
One DARE officer was transferred to Field Operations due to decreased school district requests for DARE services.
63
PROGRAM: COMMUNITY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
971,551 1,091,874 1,399,963 1,486,570
304,575 323,607 390,397 41 5,037
10,058 75,190 55,500 46,800
I I I I
GRAND TOTAL I 1.286.1 841 1.490.671 I 1.845.8601 1.948.407
WORK PROGRAM:
The Community Services division includes the following programs:
Traffic
rn Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide
accident investigation and traffic safety programs to make the streets and highways safer.
Volunteer Proqram
rn Provide support to the members of the Police Department and help enhance community safety and security
through education and crime prevention.
Reserve Proaram
rn 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.
Laqoon Patrol
rn 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
rn Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education, and help
reduce the fear of crime through the dissemination of information.
PROGRAM ACTIVITIES:
Traffic
Senior Volunteer Patrol
0 Conduct crime prevention patrols.
rn
rn
rn
In-House Volunteers
rn Provide general clerical assistance.
Provide data entry assistance.
rn Contact crime victims.
Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide.
Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide
targeted traffic enforcement.
Provide data for traffic engineering.
Assist with traffic control and special events.
Conduct education activities in the community.
Provide regular contact for homebound citizens.
Provide assistance with special assignments and projects.
64
. .-
I
PROGRAM: COMMUNITY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
ACCT NO. 0012121-23,2125,2142
PROGRAM ACTIVITIES (continued)
Reserves
0
0
0
Provide special detail assistance to all divisions of the Police Department.
Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events.
Provide assistance with follow-up and special investigations for traffic officers and detectives.
Laaoon Patrol
0 Enforce boating regulations.
0
0
0
Crime Prevention
0
0
Monitor recreational boating operation on Agua Hedionda Lagoon.
Patrol lagoon, trail, and park areas.
Assist stranded boaters on Aqua Hedionda Lagoon.
Target all groups within the community including crime victims, and utilize community forums, surveys, media,
newsletters, and direct mailings.
Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
security.
WORKLOAD STATISTICS:
Injury collisions per mile of roadway
Number of volunteer hours contributed
Hours contributed by reserve officers
SIGNIFICANT CHANGES:
None.
CY1 999
1.27
14,736
1,491
CY2000
1.26
15,355
1,448
CY2001 CY2002
1.4 1.36
14.497
1,661
65
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 344,336 372,841 374,242
ACCT NO. 0012124
2 0 0 3 - 0 4
BUDGET
41 1,633
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
85,273 83,506 84,140 92,618
0 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.
Provide canine coverage on each patrol watch.
Patrol remote areas using 4x4 vehicles.
Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of police
canine teams.
SIGNIFICANT CHANGES:
None.
66
PROGRAM: INVESTIGATIONS/FIELD EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001 21 26-21 30
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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 property; process property
and evidence.
Field Evidence
Collect and process evidence collected in the field by police employees.
photographs, plaster casting, bodily fluids, and other items.
Evidence may include fingerprints,
WORKLOAD STATISTICS: ~-~~ CY 1999 CY2000 CY2001 CY2002
Violent Crime Clearance Rate 45% 56% 60% 47%
Property Crime Clearance Rate 21 % 19% 20% 16%
Property Recovery Rate 26% 3 8 '/o 38% 27%
SIGNIFICANT CHANGES:
None.
67
PROGRAM: VICUNARCOTICS
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
ACCT NO. 0012131
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
367,070 478,287 565,798 61 1,659
76,196
44,091
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
105,268
26,086
80,705
0
91,445
0
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:
CY1 999 CY2000 CY2001 CY2002
Felony and Misdemeanor Arrests 179 117 230 305
SIGNIFICANT CHANGES:
Includes overtime for tactical response team training and operations.
68
PROGRAM: YOUTH/SCHOOL PROGRAMS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001 21 32,41,43
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 444,023 41 5,565
2002-03 2 0 0 3 - 0 4
BUDGET BUDGET
502,667 463,379
MAINTENANCE & OPERATIONS 93,770 128,366 163,735 130,315
I CAPITAL OUTLAY I 26,1491
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 predelinquent, and within and prior to the criminal justice system.
PROGRAM ACTIVITIES:
Police School Resource Officers
Maintain order and enforce laws on school campuses located within the City of Carlsbad.
Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement in general.
Conduct follow-up investigations on juvenile and school-related crime.
Serve as a resource for school safety preparedness.
SIGNIFICANT CHANGES:
The DARE position has been transferred to the Field Operations Division due to a decrease in school district DARE
requests.
69
PROGRAM: PROPERTY AND EVIDENCE/RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001 21 33,2145
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
31 1,784 325,281 366,573 393,686
MAINTENANCE & OPERATIONS 66,965 54,675 51,514 62,730
lCAPITAL OUTLAY I 5541 9981 OI
WORK PROGRAM:
Propertv and Evidence Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by the department.
Records
Provide processing, filing, and maintenance of all department law enforcement official records; responsible for data
entry into the ARJlS system and for statewide reporting of crime information: responsible for public reception,
information, and fingerprinting services for the public.
PROGRAM ACTIVITIES:
Property and Evidence
Records
0
W 0 R KLOAD STATISTICS:
Physically 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.
CY1 999 CY2000 CY2001 CY2002
Police Cases 8,338 8,381 9,050 9,527
SIGNIFICANT CHANGES:
Part-time hours have been added to process Livescan fingerprint requests for the public.
70
PROGRAM: FAMILY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE
I I 2000-01 I 2001 -021 2002-03 I 2003-041
ACCT NO. 0012134
PERSONNEL
2002-03 2003-04 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
350,550 321,979 379,558 41 2,005 PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
350,550 321,979 379,558 41 2,005
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
7,476 16,278 25,600 27,000
0 0 0 0
Provide follow-up investigation leading to the identification and apprehension of persons responsible for the
commission of crimes relating to juvenile offenders, juvenile victims, and domestic violence incidents. Provide
coordination of the criminal justice process as it relates 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.
71
PROGRAM: TASK FORCE
FUND: GENERAL
PROGRAM GROUP: POLICE
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 314,666 292,64 1 373,196
MAINTENANCE & OPERATIONS 0 4,551 13,610
CAPITAL OUTLAY 0 0 29,000
ACCT NO. 0012135
2003-04
BUDGET
41 9,331
21,725
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:
None.
72
PROGRAM: SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 452,361 462,362 51 1,073
MAINTENANCE & OPERATIONS 908,854 1,040,067 1,243,545
CAPITAL OUTLAY 2,280 0 4,000
ACCT NO. 0012140
2003-04
BUDGET
548,959
1,205,150
0
WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination, and personnel
recruitment and hiring.
PROGRAM ACTIVITIES:
Coordinate all department training.
Recruit new employees.
Organize testing programs and conduct POST mandated pre-employment investigations.
Maintain and develop the department’s automated systems such as CAD, ARJIS, and the microcomputer
network.
SIGNIFICANT CHANGES:
None.
73
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001 2144
PERSONNEL
2001 -02 2002-03 2003-04 2000-01
ACTUAL ACTUAL BUDGET BUDGET
900,296 992,596 1,290,372 1,282,000
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
139,030 131,205 82,960 84,342
1,279 0 1,500 0
Provide Police and Fire communications including answering calls for service and dispatching appropriate
emergency personnel.
PROGRAM ACTIVITIES:
WORKLOAD STATISTICS:
Provide routine and emergency communications service to Police, Fire, and emergency medical programs.
CY1 999 CY2000 CY2001 CY2002
Police Calls for Service 67,284 64,366 68,798 66,713
SIGN I FlCANT CHANGES :
None.
74
PROGRAM: VAR 10 US
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE
~ ___~~~
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 1212110
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
270 3,533 7,000 21 0,000
28,553 2,189 38,000 158,200
7,674 0 20,000 35,700
36.497 5.722 65.000 403,900
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:
lncluded in the 2003-04 appropriation is funding for temporary help during the implementation of the new computer-
aided dispatch system, a vehicle for the special events coordinator, state-recommended training for the tactical
response team, K-9 equipment, a photo line-up color printer, lethal force alternatives munitions, minor modifications
for the hostage rescue vehicle, and reconfiguration of the watch commander’s office and patrol field equipment
room.
75
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 123XXXX
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
142,800 256,286 340,041 175,025
3,468 15,824 7,500 7,890
0 14,622 0 0
WORK PROGRAM:
This is the seventh 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. The bicycle patrol members patrol the beach and downtown areas,
as well as other areas as required for special enforcement.
PROGRAM ACTlVlTl ES:
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:
Deletion of two Police Officer positions that were previously paid with COPS grant funds.
76
PROGRAM: POLICE GRANTS
FUND: SPECIAL REVENUE
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 124-1 25XXXX
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 5,310 0 0
64,301 38,333 0 30,000
15,628 137,332 0 0
79.929 180.975 0 30.000
FULL TIME POSITIONS
HOURLYlFTE POSITIONS
- -.- -
0.00 0.00 0.00 OtOO
0.00 0.00 0.00 0.00
WORK PROGRAM:
The Local Law Enforcement Block Grant (LLEBG) program is funded through the Department of Justice. This is the seventh
year that Carlsbad has requested and received funding. These are one-time funds to be used only to enhance, and not
replace, law enforcement budgets within specific program areas. A 10% cash match is required.
The California Law Enforcement Equiument Program (CLEEP) provides one-time funds that can be used only to enhance, not
replace, law enforcement budgets for the purchase of high-technology equipment. This is the third year that Carlsbad has
received these funds.
SIGNIFICANT CHANGES:
None.
77
PROGRAM: FIRE
REFUND: GENERAL
PROGRAM GROUP: FIRE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
SUMMARY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
9,270,564 7,826,148 8,379,703 8,458,62 1
1,581,144 1,689,526 2,343,382 2,275,478
149,628 224,594 648,056 49,700
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
Percentage Good/Excellent
Total Incidents By Year
t 2000 2001 2002
(As rated on a five-point scale of
very poor, poor, fair, good, and excellent.)
Customer Service Ratinqs: The above chart Incidents & Response Times: The Fire
shows our customer satisfaction level for Department reached the scene of priority one
emergency medical services for fiscal year incidents 79% of the time in five minutes or less.
2001-02. The results show that our paramedics This did not achieve our goal of arriving on scene
continue to live up to the department’s standard in five minutes or less 90% of the time.
for treating all patients as we would want our
own family treated.
KEY GOALS FOR 2003-04:
Develop a Fire Department Strategic Plan.
Integrate the North County Dispatch JPA Records Management System into the Fire Department’s operations.
Develop a Fire Department Five-Year Budget Plan and explore potential revenue generation opportunities.
78
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 001 221 0
1999-2000 2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET BUDGET
297,491 321,922 344,009 339,593
31 0,434 365,984 744,194 836,109
50,435 34,561 99,089 556,456
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTlVlTl ES:
Coordination
Provide program direction and planning for all divisions.
Planning
Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire
services.
Coordinate department information systems.
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.
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 and 6.
Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
Participate in regional planning activities, including the 800 MHz Regional Communication System and regional cooperation on dispatching, training, recruitment, and facilities.
SIGNIFICANT CHANGES:
Decrease in Maintenance & Operation budget is due to transfer of contingency funds to fund other fire programs.
79
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 7,096,237 7,625,911
MAINTENANCE & OPERATIONS 1,013,885 1,067,704
CAPITAL OUTLAY 94,975 221,995
ACCT NO. 0012220
2002-03 2003-04
BUDGET BUDGET
7,624,930 8,398,492
1,198,405 1,264,942
90,000 49,700
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emerpencv Response
Maintain an effective fire and medical emergency response system throughout the City.
Maintain fire apparatus, equipment, and facilities at a high level of readiness.
Maintain a response 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.
Service
Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness.
Engine companies to participate in public education programs, special community events, and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
None.
80
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 0012225
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
407,989 348,936 494,098 497,532
44,840 32,258 50,690 61,920
20,092 0 0 0
472.92 1 381.194 544.788 559.452
WORK PROGRAM:
Reduce the potential for fire and property loss in the community through Fire Code enforcement and Fire Protection
Engineering.
PROGRAM ACTIVITIES:
Enforcement and Ensineerinq
Provide code enforcement occupancy inspections in existing public buildings and those under construction.
Provide training and administrative support for engine company code enforcement activities.
Conduct periodic fire inspections in commercial, industrial, and multi-family residential buildings.
Perform code compliance reviews on construction plan submittals within 10 days.
Perform new construction inspections within 48 hours of request.
Conduct code compliance inspections in licensed care facilities.
Respond to citizen hazard inquiries and complaints.
SIGNIFICANT CHANGES:
The Fire Prevention Division will take over the overall management of our Public Education program (from
Emergency Operations).
81
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE
PERSONNEL
ACCT NO. 001 2235
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
96,883
0
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
Select 500-1,100 parcels for clearance.
Obtain City Council approval for abatement.
Mail notices to property owners.
Hazard Abatement
Ensure effective abatement of hazards identified.
Inspect all property noticed.
During May through July, clean all property not previously abated by owners.
Manage contractor performance and payment system.
Obtain City Council approval to place abatement costs onto individuals’ property tax roll in July.
Submit charges to County Auditor for recovery by property tax billing by August.
SIGNIFICANT CHANGES:
None.
82
PROGRAM: DISASTERPREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0012240
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 0
59,552 1 18,582 120,928 124,979
0 0 1,600 0
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man-caused disasters.
PROGRAM ACT1 VI TI ES :
Trainincl and Education
Conduct classroom and simulation training sessions for all key City staff members.
Planninq
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 that Carlsbad is a “Disaster Resistant Community.”
Inter-Apencv Coordination
Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements.
Continue providing basic emergency response training to all City employees.
Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
None.
83
84
r-
,--
Operating Budget & Capiiaf Improvement Program
FY 2003-2004
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARlO US
PROGRAM GROUP: VARIOUS
2002-03 2000-01 2001 -02
ACTUAL ACTUAL BUDGET
PERSONNEL 4,085,696 4,153,238 4,811,481
SUMMARY
2003-04
BUDGET
5,140,067
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
6,806,519 7,924,703 9,038,214 9,119,936
170,780 91,897 401,032 256,959
85
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 001 301 0-1 2
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
329,846 223,949 273,744 301,165
128,393 10331 7 192,040 332,335
7,993 1,838 15,026 3,100
MISSION STATEMENT:
The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and
respect for diversity. We enhance the health, safety, welfare, and quality of life for people at all economic levels that
live, work, or visit Carlsbad by providing for:
Development of high-quality projects and public facilities.
Preservation of the local environment.
Diverse housing, employment, and enrichment opportunities.
A strong and stable economic base
PROGRAM ACTlVlTl ES:
The Community Development Director assists departments within its Major Service Area (MSA) in accomplishing
individual goals. The Director also removes roadblocks, coordinates between departments with competing or
conflicting priorities, and manages resource allocation and other support efforts.
KEY GOALS FOR 2003-04:
ToD-Qualitv Services
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 service.
Participate in the Carlsbad Emergency Management Administrative Team (CEMAT).
Participate in the Performance Measurement Resource Team.
Balanced Communitv Develoument
Implement Habitat Management Plan (HMP).
Develop South Carlsbad Coastal Redevelopment Area (SCCRA) land use strategies.
Educate participants in the Section 8 homeownership program.
Continue to implement the “Connecting Community, Place, and Spirit” community-building project.
Increase City-owned and -controlled parking in the Village redevelopment area.
Implement affordable housing project in the Village redevelopment area.
Develop a land use vision for North State Street.
86
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
KEY GOALS FOR 2003-04 (continued):
ParkdODen SDacemrails
0
Environmental Manaaement
Comprehensive and qualitative open space management.
Community and City environmental consciousness.
Communication
Additional emphasis on General Plan/Growth Management Plan communication outreach.
Learninq
0 Continuity of Community Development leadership through Strategic Planning.
SIGNIFICANT CHANGES:
Additional funds have been budgeted to develop a comprehensive civic facilities plan.
PAGE TWO
ACCT NO. 001 301 0-12
87
PROGRAM: LAND USE PLANNING
FUND: GENERAL
& PLANNING COMMISSION
PROGRAM GROUP: PLANNING ACCT NO. 001 321 0/0013220
PERSONNEL
MAINTENANCE & OPERATIONS
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
1,825,764 1,910,677 2,286,680 2,424,545
420,829 892,973 980,907 806,394
CAPITAL OUTLAY 3991 10,116 0
M lSSl0 N STATEMENT:
The Planning Department’s mission is to help guide the planned physical development of the City in a manner that
preserves the quality of life for its citizens.
PROGRAM ACTlVlTl ES:
Review of Develoument Proiects
Provide technical support to the Planning Commission and City Council in a timely and efficient manner
regarding the compliance of all development proposals with the City’s zoning, subdivision, and environmental
ordinances. Update development standards as needed. Ensure the efficient processing, including
environmental clearance for City CIP projects.
Preparation of Special Studies and Policy Review
Prepare special studies relating to land use as directed by the City Council. Provide advice to the City Council
and Planning Commission regarding policy matters related to planning and development in the City.
Imulementation of General Plan and Growth Manaaement Plan
0 Ensure that all new planning programs and development projects comply with the performance standards of
the Growth Management Plan.
Customer Service/Public Information
Provide the highest level of customer service at the front counter in terms of providing zoning information,
general public information, and the processing of administrative permits.
PERFORMANCE OBJECTIVES:
Ensure timely processing/review of private and public projects in the City.
Continue to proactively address issues relating to land use and development in the City.
Assist in implementing and administering the General Plan and Growth Management Program.
aa
PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING
& PLANNING COMMISSION
Number of Planning Applications Considered
by the Planning Commission
60
50
40
30
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
PAGE TWO
ACCT NO. 001321 0/0013220
Applications Considered by
Planning Commlssion:
Using 2000 as a base year, 2001
reflected a 138% increase, while year
2002 activities were up 120% over
2000. Administrative approvals of
PIPS, Sign Permits/Programs, and
Administrative Variances are not
included in the above numbers.
Administrative approvals continued to
drop, with 187 in 2002 compared to
previous years, with 191 in 2001 and
257 in 2000.
KEY DEPARTMENT GOALS FOR 2003-04:
0
0
0
0
0
Ensure top-quality services to our customers and citizens.
Ensure that all development projects comply with City planning codes and policies.
Continue to review all procedures and systems to ensure the efficient processing of all projects.
Provide strategic advice regarding land use and long-term planning in the City.
Initiate the processing of the Robertson Ranch Master Plan and the La Costa Town Square Shopping Center.
Enhance Planning Department information available on the web site.
Continue to seek approval of the Habitat Management Plan (HMP) by State and federal agencies.
SIGNIFICANT CHANGES:
None.
89
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
I I 2000-01 I 2001 -02 I 2002-031 2003-041
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
173,545 190,338 201,418 21 9,228 PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
173,545 190,338 201,418 21 9,228
MISS ION STATE M E NT :
The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and
disseminates GIS processing capabilities to appropriate City departments.
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM ACTIVITIES:
Svstem Development
0 Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient
use of the City’s spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS
staff, we continue to be able to effectively expand the GIS program to enable various City staff to use GIS
technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public
Works staff, using centralized GIS data and GIS software.
Database DeveloDment
Continue adding data layers to the enterprise-wide GIs, particularly in the areas of Public Works-related
infrastructure (street lights, street trees, assessment districts, signage, traffic signals, storm water facilities, etc.)
Database Maintenance
0 Maintain the various layers within the GIS by keeping them accurate and current.
84,675 82,861 104,240 82,846
4,256 0 0 9,698
WORKLOAD STATISTICS: -- FY2001 FY2002 FY2003 (Est.)
Number of Service Requests: 280 382 390
KEY GOALS FOR 2003-04:
0 Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS technology.
Continue to reduce the cycle time between request and delivery of products/services.
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
selecting areas of interest on a computer screen.
SIGNIFICANT CHANGES:
None.
90
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 109,612 1 14,563 1 13,337
MAINTENANCE & OPERATIONS 24,263 11 1,689 136,795
CAPITAL OUTLAY 0 0 0
MISSION STATEMENT:
Plan, organize, and direct the implementation of the City’s Economic Strategic Plan and Real Estate Asset Program.
2003-04
BUDGET
124,744
58,991
0
PROGRAM ACTIVITIES:
Land Use
Develop and implement land use and infrastructure strategies consistent with the General Plan that enhance
and promote economic development in Carlsbad.
Develop sound policies and strategies that encourage quality business development and expansion, preserve
quality of life, and consider the fiscal needs of the City.
Identify resources, opportunities, and areas of economic focus. Establish programs to optimize 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
support local tourism.
Public Policy
Economic Resources
Public Relations and Education
Provide opportunities for increased organizational, local business, and citizen awareness of demographics and
economic goals and activities.
Real Estate Assets
Coordinate the acquisition, disposal, and leasing of City-owned real property and the leasing of City-utilized real
property.
KEY GOALS FOR 2003-04:
Civic Center facilities planning.
Participate in regional economic development activities and projects.
Identify and monitor progress of development projects that provide economic benefit to the City.
Implement the City of Carlsbad’s Economic Development Strategic Plan.
Coordinate acquisition of real property associated with City Council goals.
SIGNIFICANT CHANGES:
Decrease in budget is due to one-time studies budgeted in the prior year
91
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BU I LDI NG INSPECTION
PERSONNEL
ACCT NO. 001 361 0
ACTUAL ACTUAL BUDGET BUDGET
952,126 949,229 1 ,147,437 1,192,240
1 2000-01 I 2001 -021 2002-031 2003-04
MAINTENANCE 8. OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
786,131 81 4,349 709,089 61 7,416
0 3,035 17,000 0
1.738.257 1.766.61 3 1.873.526 1.809.656
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:
0 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:
0
0
The department tracks inspections per day, per field inspector, and a number of other statistical reports
associated with workloads. Customer service satisfaction levels for field inspections are also surveyed.
The code enforcement monthly report tracks the number of days it takes to close various complaint categories.
KEY GOALS FOR 2003-04:
0
0
0
Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls the next working day.
Continue to develop and implement an internship program for building inspectors.
Provide 40 hours of staff development training for each employee.
SIGNIFICANT CHANGES:
Decrease in amount budgeted for building plan check services due to projected decrease in building permits to be
issued in 2003/04.
92
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
~ 2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
694,803 764,482 788,865 878,145
5,362,228 5,919,314 6,915,143 7,221,954
158,132 76,908 369,006 244,161
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing
Rental Assistance
Homebuyers Assistance
New Construction
Rehabilitation
Enhancinq Opportunities
Career Development
Plans
Innovation
Goals
Promotinq Business Development
Jobs
Sales Tax
New Products
StateFunds
Creatinq a Communitv Spirit
Transportation
Education
Social Services
Family Self-Sufficiency
Villaqe Vision
Creativity
Expansions
Revitalization
Beautification
lncreasinq Revenues
Federal Funds
Property Tax
Excellent Service
93
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
M I SS ION STATE M E NT :
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
131,798 131,273 125,314 134,360
41,007 54,601 128,424 121,980
3,546 0 1,425 0
Helping people achieve their dreams.
P R 0 GRAM ACT1 V IT1 ES :
Affordable Housina Proarams
Provide staff support to implement the various affordable housing programs as set forth within the City’s housing
element including:
Affordable Housina Financial Assistance
Mortgage Credit Certificate Program (MCC).
Provide staff support to the Housing Commission.
Participate in the San Diego Regional Housing Task Force.
Negotiate and prepare financial assistance and loan documents for construction of single- and multi-family
affordable housing projects.
Implement the lnclusionary Housing Ordinance by providing information to developers, the public, and City staff
on the requirements of the ordinance.
Negotiate and prepare affordable housing agreements.
Monitor the development and operation of affordable housing developments.
lnclusionaw Housina
WORKLOAD STATISTICS:
EST. EST. EST.
o0-01 01-02 02-03 03-04
Affordable Housing Units Approved: 36 units 286 units 154 units 100 units
Affordable Housing Units Construction Starts: 92 units 182 units 180 units 141 units
Financial Assistance to Affordable Housing Projects: $1,135,000 $2,860,000 $3,130,000 $1,860,000
KEY GOALS FOR 2003-04:
Learninq 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.
94
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
21 7,715 289,420 323,361 348,415
2,947,873 3,578,153 5,007,973 5,201,287
19,700 0 4,655 0
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section Eiqht Tenant-Based Rental Assistance
0
Familv Self-Sufficiencv
Provide federal funding to subsidize rents for 703 extremely low-income and very low-income households.
Assist low-income households in the community to access rental housing that is decent, safe, and sanitary.
Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
Achieve and maintain a lease rate that effectively utilizes funding allocation.
Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic
independence from welfare.
Assist families in identifying barriers to becoming self-sufficient.
Provide guidance to the family to establish a five-year goal and plan.
Coordinate needed support services and act as an advocate on behalf of the client.
PERFORMANCWORKLOAD MEASURES:
0
0
Maintain a Section Eight Management Assessment Program (SEMAP) ranking of “standard performer” or “high
performer.”
Achieve and maintain a lease rate utilizing 95% of allocated funds.
Update and revise Administrative Plan to adopt changes in federal regulations.
Expand rental assistance knowledge by conducting community workshops, providing owner and participant
newsletters, and conducting owner outreach presentations.
SIG NI Fl CANT CHANGES:
None.
95
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 391 3401 -02/
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
102,951 99,556 103,162 1 12,400
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
302,257
75,350
299,357
121,804
306,179
360,551
297,847
244,161
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Communitv Development Block Grant Proaram
rn
rn
rn
rn
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
identify activities to be included in the consolidated funding plan for the CDBG Program.
Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development
(HUD) for approval.
Ensure that 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
HUD.
PERFORMANCE MEASURES:
rn
rn
rn
Hold 4 public meetings to review and obtain comments on the City’s CDBG Program.
Conduct selection process to identify a minimum of 10 local public service agencies that should be assisted with
funding through the CDBG Program.
Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines to continue
receiving CDBG funds.
KEY GOALS FOR 2003-04:
Top-Qualitv Services
Provide timely responses that result in high customer satisfaction.
SIGNIFICANT CHANGES:
None.
96
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412
VILLAGE AREA
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
188,206 162,365 140,812 164,367
MAINTENANCE & OPERATIONS 2,023,455 1,938,584 1,359,623 1,398,850
CAPITAL OUTLAY
GRAND TOTAL
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Villaue Redevelopment 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.
Communitv Relations and Public Relations Prouram Work with the Carlsbad Village Business Association and other business organizations to continue community
awareness and public relations activities on behalf of the Redevelopment Agency. Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village.
Work with NCTD to resolve parking and land-use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCENVORKLOAD MEASURES:
Process 15 applications for redevelopment permits for improvements to existing structures or new construction
projects.
Process 10 sign permit applications.
Process 5 preliminary review applications.
Facilitate the development of at least one “special opportunity project” identified in the Village Redevelopment
Master Plan.
9,850 1,558 1,425 0
2.221.51 1 2.102.507 1.501.860 1.563.21 7
KEY GOALS FOR 2003-04:
Financial Health
Transportation/Circulation
Balanced Communitv Development (also affects Financial Health goal)
Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings.
Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private
commercial and/or mixed-use development on North State Street.
Acquire additional property for the construction of public parking lots in the Village Area.
Implement the various actions outlined in the Redevelopment Operations Strategy to address the financing and
land use strategies following the July 2006 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
None.
97
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
VILLAGE AREA
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 54,133 28,247 32,408
MAINTENANCE & OPERATIONS 16,729 16,923 56,904
CAPITAL OUTLAY 3,152 0 380
2003-04
BUDGET
39,776
59,172
0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proiect Processina Procedures
Affordable Housina Proiect Coordination
Affordable Housina Education Proaram
Continue development of affordable housing project processing procedures.
Assist in the structure and implementation of affordable housing projects.
Direct educational programs for citizens, businesses, and government agencies interested in affordable
housing.
PERFORMANCENVORKLOAD MEASURES:
Process at least 3 requests for financial assistance through the Housing Policy Team.
Use existing low-income and moderate-income housing funds to purchase property for an affordable housing
project in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or
acquisition of existing units and rehabilitation.
Participate in at least 3 outreach programs, professional conferences, and/or citizen and business groups on
affordable housing.
KEY GOALS FOR 2003-04:
Top-Quality Services
Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
0 rd i nance.
SIGNIFICANT CHANGES:
None.
98
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412
SOUTH CARLSBAD AREA
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 41,795 50,580 60,271
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
33,807 21,277 46,457 123,257
0 0 475 0
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area
0
0
0
Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could
provide for public recreational facilities and/or development of cultural facilities or other public facilities.
Revitalize, redevelop, and/or generally clean up the Ponto Area.
Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and
open space amenities.
PERFORMANCENVORKLOAD MEASURES:
0 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 2003-04:
Balanced Community Development
0 Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area.
SIGNIFICANT CHANGES:
None.
99
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
SOUTH CARLSBAD AREA
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 81 23420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 11,826 13,228 18,556
0 7,519 9,583 19,561
0 0 95 0
0 19.345 22.906 38.1 17
MISS ION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citywide Affordable Housino Proclrams
Affordable Housing Education Activities.
Affordable Housing Project Coordination for lnclusionary Housing Development.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCENVORKLOAD MEASURES:
Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at
least one (1) new affordable housing project within the city limits of Carlsbad.
Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2003-04:
Balanced Comrnunitv Development
Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary
Housing Ordinance.
Implement affordable housing programs that serve to enhance the jobs/housing balance within the community.
SIGN I FlCANT CHANGES:
None.
100
Operaiing Budgei & Capiial Improvement Program
FY 2003-2004
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
2000-01
ACTUAL
PERSONNEL 6,315,466
MAINTENANCE i3 OPERATIONS 4,897,699
SUMMARY
2001 -02 2002-03 2003-04
ACTUAL BUDGET BUDGET
7,255,766 8,308, I 70 8,845,366
4,687,058 5,734,431 5,541,863 I CAPITAL OUTLAY
101
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY
ACTUAL
3,657,162
SUMMARY
ACTUAL BUDGET BUDGET
4,180,459 4,750,173 4,948,542 PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
2000-01 1 2001 -021 2002-031 2003-04 I
2,907,332 2,709,995 3,318,813 3,281,643
31,352 88,481 97,514 5,667
PROGRAM DESCRIPTION:
The Carlsbad City Library provides educational, informational, and recreational services for all community residents;
provides both print and non-print resources that respond to the interests and needs of a diverse population: provides
convenient access and adequate space for users and resources; and promotes a broad awareness of the library and
its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the
pursuit of knowledge.
KEY GOALS FOR 2003-04:
Top-Quality Services
Complete installation and migration of the new automated library system.
Continue to provide a wide variety of lectures, concerts, and other programs for the entire community's
enjoyment.
Communication
Participate in a new Citywide Communications Committee, which will guide and coordinate the City's
communications efforts throughout the community.
Transform the current Community Services Brochure to include a quarterly City newsletter.
Continue to research methods to use current cablecast capabilities to communicate with citizens.
Complete Carlsbad's 50th Anniversary Celebration.
Learning
Continue to promote the Library's reading programs throughout local school districts.
Continue to provide and promote computer literacy throughout the community.
Coordinate with local school districts and other local agencies on the development of an annual educational
faire at the Dove Library.
Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high
school students.
Continue participation in the Carlsbad Citizen's Academy, teaching members of the community about how the
City organization operates.
102
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 1,018,749 1 ,104,088
MAINTENANCE & OPERATIONS 553,837 558,090
CAPITAL OUTLAY 23,210 0
WORK PROGRAM:
2002-03 2003-04
BUDGET BUDGET
1,299,290 1,338,720
547,595 539,210
38,880 0
The Cole Library, located in North Carlsbad, is designed to provide the community with print and non-print materials
for adults and children, with special collections in genealogy and local history. Reverence services, on-line access to
resources, special programs for all ages, and monthly exhibits offered by local residents are provided.
PROGRAM ACTIVITIES:
Reference
Assist patrons in using the library and on-line resources, answer reference questions, reserve specific titles, and
request materials from other libraries.
Circulation
Circulate print and non-print materials to children, adults, and homebound patrons; register borrowers; collect
fees and fines: track overdue items.
Proqramming
Plan, schedule, and conduct programs for adults, teens, and children. Provide classroom visits and tours for
children and adult computer and Internet classes.
Collection Development
Libratv Manaclement
Evaluate the Cole Library collection and select print and non-print materials, and computer databases.
Manage the Cole Library staff, volunteers, collection, and facility. Maintain awareness of the community and
coordinate operations with other City departments.
PERFORMANCE OBJECTIVES:
Schedule and supervise staff.
Hire and train new staff.
Prepare a monthly narrative and statistical summary of operation.
Actively maintain a current, topical print and non-print collection.
Maintain a safe and efficient facility.
Respond to the needs of the community.
Work cooperatively with all departments of the City as necessary.
SIGNIFICANT CHANGES:
None.
103
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 1,750,511 2,02435 1 2,259,670
ACCT NO. 0014069-4095
2003-04
BUDGET
2,337,730
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1,260,709 1,181,509 1,635,058 1,575,899
7,463 63,428 35,379 0
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, and the Friends of the Library bookstore, as well as an auditorium and meeting room.
PROGRAM ACTlVlTl ES:
Administration Administration provides leadership for the Carlsbad City Library system; plans for the growth of resources and
facilities; manages all budget and fiscal matters; and coordinates relations with local and State government, the
Library Board, the Friends of the Library, the Carlsbad Library Foundation, and the Serra Cooperative Library
System.
Prepare department budget; process invoices, warrants, and requisitions; monitor expenditures; maintain fiscal
records.
Manage programs, exhibits, and all external public relations.
Handle grants and reports at local and State levels.
Provide leadership for the Library's divisions.
Participate in and promote public education pertaining to historic areas and sites.
Recognize historic sites by identifying various sites with plaques that will eventually be part of a historical tour.
Circulation The circulation division registers Library patrons as library members and Internet users 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;
answer the renewal line; and repair audio-visual materials.
Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes; and
exchange and provide repair for malfunctioning machines.
0
Reference
Reference Librarians assist the public with information needs: provide instruction in the use of resources; and
perform research for the public, local business, and government. ' Reference support staff provides interlibrary loan
service; updates reference sources: staffs public service desks; and offers a range of book clubs. Librarians respond to in-person, telephone, and email reference questions; provide instruction classes and
tours; select books and other materials; and facilitate book clubs.
Information Desk staff provides directional information and answers basic reference questions.
Periodicals staff manages a collection of 340 magazines and 32 newspapers and related back files.
Computer lab staff provides access to the Internet and other software programs.
Young Adult Services staff develops programs and activities that encourage and support library use by teens.
104
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PAGE TWO
ACCT NO. 0014069-4095
PROGRAM ACTIVITIES (continued):
Children’s
The Children’s Division serves children from toddler age through high school and introduces young people to the
wonders of reading. The Division also assists parents, teachers, and adult students through (child development)
parent resources, access to children’s literature and professional literature on child development through reading.
Respond to in-person and over-the-telephone questions; provide reader‘s advisory, library skills instruction, group
tours, and class visits.
Select new children’s materials, both print and non-print, and provide collection maintenance and stack organization.
Provide annual programs that introduce children to literature and encourage creativity. These include:
0 Summer Reading Program
0
0 Short story contest
0 Spelling bee
0 Cultural enrichment programs
0 Whale Art Contest
Special holiday and seasonal events
Cooperative programs/outreach to community include:
0
Open House for educators promoting library services and educational programming
Public Works Week info fair
Local schools Read Aloud and Writing contest judging
Homework Zone (after-school volunteer homework assistance)
Scout education on library services
Support youth and parent lntemet access and research. The Leichtag Family Foundation Computer Lab offers age-
appropriate introductory sessions on Word, PowerPoint, and typing, and sponsors a Newsletter Club. The Lab
strives to promote safe web sites and other educational resources.
SIGNIFICANT CHANGES:
None.
105
2000-01
ACTUAL
PERSONNEL 82,405
MAINTENANCE & OPERATIONS 9,047
CAPITAL OUTLAY 0
WORK PROGRAM:
2001 -02 2002-03 2003-04
ACTUAL BUDGET BUDGET
104,551 164,283 155,652
6,612 13,980 1 1,250
5,306 4,849 0
~~~~
The Genealogy/Local History Division, located at the Cole Library, provides reference and instructional assistance to
the public. The division head manages the selection, classification, and organization of a 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:
General Reference Services
0 Genealogy and local history staff respond to in-
person and telephone reference requests:
provide individual patrons with a general
introduction to the collection; provide instruction
on the use of OPAC and other finding aids, and instruction on the use of various equipment
including personal computers, microfilm/fiche
readers, and printers.
Collection Development Activities
0 The staff participates in the Library’s collection
development/acquisitions by completing catalog
checks, preparing order slips, receiving ordered
items, preparing items to send to Technical
Services, and receiving and shelving items from
Technical Services.
Coordination with NSDCGS
0 The North San Diego County Genealogical
Society (NSDCGS) has been a support group for
this collection for 30 years. The division works with and assists the Society in fund-raising for the acquisition of materials for the collection and
in instructional programs.
WORKLOAD STATISTICS:
---___ 1999-00* 2000-01 2001 -02 2002-03
Reference Questions:
4,958 20,520 24,927 25,000
Computer Users:
In-House Usage:
854 1,524 3,049 4,300
9,068 59,435 51,449 45,000
~ 1999-00* ~~~ 2000-01 2001 -02 2002-03
Items Added:
600 1,016 802 900
P rog rams:
45 48 48 50
*The Genealogy/Local History Section was closed
September 1999 through April 2000 for the Cole
Library remodel
SIGNIFICANT CHANGES:
None.
106
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
PROGRAM GROUP: LIBRARY
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 91,345 98,215
ACCT NO. 0014030
2002-03 2003-04
BUDGET BUDGET
11 1,540 123,940
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2,255 4,981 2,720 14,760
0 1,726 0 0
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 ~~~~ 1998-99 1999-00 2000-01 2001 -02
0 The Centro de lnformacion is an active partner in community activities. The Centro offers a Individual Patron Visits:
welcoming and culturally sensitive environment 21,584 20,300 20,328 19,240
that enables Spanish-speaking residents to
make use of public library services.
1998-99 1999-00 2000-01 2001 -02 Proqramminq -~___-
0 The Centro de Informacion responds to
community information and educational needs by providing a variety of adult and children’s 3,700 3,496 3,288 3,581
programs.
Program Attendance:
SIGNIFICANT CHANGES:
FTE increase from 1.4 to 1.7 to provide an additional 11 hours of services per week to patrons.
107
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY
2000-01
ACTUAL
401,682 PERSONNEL
ACCT NO. 0014040
2001 -02 2002-03 2003-04
ACTUAL BUDGET BUDGET
461,477 480,850 51 3,220
87,116
1,206
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
11 7,620 1 17,200
0 0
130,494
0
WORK PROGRAM:
The Technical Services Division catalogs and prepares library materials for public use; maintains the library’s on-line
database; and manages the library’s automated circulation system, on-line catalog, and related automated
programs.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Processing 1998-99 1999-00 2000-01
0 Catalogs and processes both purchased items
and gifts. Repairs damaged materials and Items Cataloged and Processed:
arranges for binding and re-binding. 22,889 24,581
Items Handled for Binding:
Database Maintenance 1,695 1,561
0 Adds new items to the on-line database and
deletes information of lost or discarded materials. 1998-99 1999-00
Items Added to Database:
22,889 24,581
Items Withdrawn:
18,261 12,550
PERFORMANCE OBJECTIVES:
lnteqrated Librarv System (Includes Circulation System and On-Line Cataloq)
0
0
0
Manage the Library’s integrated library software, including the catalog interface.
Coordinate installation of annual software upgrades.
Generate daily, monthly, and annual statistical and system management reports.
30,753
2,273
2000-01
30,753
11.783
2001 -02
44,853
2,048
2001 -02
44,853
20,005
SIGNIFICANT CHANGES:
None.
108
PROGRAM: COLLECTION DEVELOPMENT
FUND: GENERAUSPECIAL REVENUE
& ACQUISITIONS
PROGRAM GROUP: LIBRARY ACCT NO. 001 4045/1454010/
145401 111 454095
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 123,500 136,075 147,200
MAINTENANCE & OPERATIONS 884,410 780,906 925,615
CAPITAL OUTLAY 679 16,815 1,142
2 0 0 3 - 0 4
BUDGET
168,930
952,970
0
STATE GRANTS I 299,8371
OTHER SPECIAL REVENUE
TOTAL FUNDING
29,897 40,412 107,307 73,620
1,008,589 933,796 1,073,957 1,121,900
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:
Planning
Develop plans for the collection of materials. 0
Buduetinq
Prepare division and library-wide materials 0
0 budgets; monitor expenditures for department
and materials.
Coordinate Selection of Materials
Coordinate selection and ordering of print and 0
non-print materials.
Incorporate New Technoloqy
Change to Sirsi Acquisitions module.
SIGNIFICANT CHANGES:
Write materials collection statements for
reference areas at all facilities.
Track material accounts by major subjects
Track vendor discounts.
Coordinate selection and ordering of at least
16,000 new print and non-print materials.
Develop new procedures for acquisitions.
Train staff to use new Sirsi Acquisitions module,
and new procedures.
Increase from .5 FTE hourly to 1 .O FTE to manage the increased workload caused by the change to the Sirsi
Acquisitions system.
109
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 001 4050
2000-01 2001 -02 2002-03 2003-04
BUDGET BUDGET
101,727 141,126 163,780 181,500
27,264 45,959 43,640 36,770
0 0 14,543 5,667
128.991 187.085 22 1.963 223.937
ACTUAL ACTUAL
WORK PROGRAM:
The Library’s Media Division provides a wide range of professional event management services and related activities
in support of programs staged at the Library’s facilities. Tasked with managing the Schulman Auditorium and
Gowland Meeting Room, responsibilities include: overseeing operations, marketing of facilities and services,
program development, and scheduling and providing technical support for patrons and other user groups.
Management duties include: staffing, use policy development, use analysis reports, fee collection, and fiscal
management. A wide range of event service is provided, including: theater lighting, sound reinforcement,
presentation technology and multi-media support, computer and video display. Other related production services
enable events to reach broader community audiences via circulation library collections, cable TV, and Internet.
PROGRAM ACTlVlTl ES:
Proaramminq Manaaement
Implement “Meeting Facility Use Policies and
Procedures.” Maintain and analyze the service
delivery system. Monitor workflow, perform ongoing
fee collections, process and provide comprehensive
reports. Provide ongoing staff training, and assign and supervise part-time support staff.
Proaramminq Development
Facilitate quality community programming featuring
such locally significant events as Children’s Series,
Spring and Fall Concert Series, Film Series, Opera
Series, Author Talks, etc. Provide technical support
and production recordings to enable wider and repeated distribution of program content.
Manaqement of Locally Produced Libraw Media
Collections
Acquisition and creation of locally produced media
materials including: digital imagery, photographic
prints, video and audio recordings. Refining
procedural processes and accountability and fee
recovery systems. Provide improved workflow for
duplication, labeling, and database digital storage
with related web development and lntranet access.
SIGNIFICANT CHANGES:
PERFORMANCE MEASURES:
1.
1.
2.
1.
2.
Provide two biannual comprehensive reports
indicating usage breakdowns, income generated,
and analysis and recommendations for service
improvements.
Foster quality programs. Produce and provide
program recordings for fifteen events. Facilitate,
plan, and provide technical support for events.
Develop revenue generation opportunities, fee
recovery, special grant proposals and partnerships to help underwrite operational expenses by >25%.
Complete work order requests for Library Media
Services to be included in biannual report.
Identify significant additions and uses of Library
Media Materials.
None.
I10
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 87,243 11 0,376
MAINTENANCE & OPERATIONS 39,316 44,822
CAPITAL OUTLAY 0 0
GRAND TOTAL 126.559 155.198
WORK PROGRAM:
2002-03 2003-04
BUDGET BUDGET
123,560 128,850
32,585 33,584
2,721 0
158.866 162.434
The Adult Learning Program is the Library's adult literacy service. The program provides individualized instruction in
fundamental reading and writing skills to English-speaking adults and, in a partnership with Carlsbad High School, to selected high school students. Tutoring by trained volunteers, integration of technology throughout the curriculum,
and small group study encourage the development of positive self-esteem and the practical application of literacy
skills in the home, workplace, and community.
PROGRAM ACTlVlTl ES: WORKLOAD STATISTICS:
Literacy Skill Development -~~ 1998-99 1999-00 2000-01
each learner's literacy needs, life situation, and 127 132 122
The program provides reading and writing learning experiences that are appropriate for Learners Studying:
goals. Volunteer Tutors Instructing:
102 84 104
Instructional Hours Completed:
5,434 6,411 7,228
2001 -02
120
78
7,203
SIGNIFICANT CHANGES:
None.
111
PROGRAM: CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS
PERSONNEL
SUMMARY
ACTUAL ACTUAL BUDGET BUDGET
372,600 360,160 397,799 426,794
I I 2000-01 I 2001 -021 2002-031 2003-041
279,028
26,384
375,626 356,548
12,402 0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
326,867
29,591
PROGRAM DESCRIPTION:
The Arts Office builds a sense of community in Carlsbad by offering a wide range of performing and visual arts
programs, youth and family educational activities, artist support services, and publications. These programs and
services, designed to engage and enrich the individual and the community, strive to encourage lifelong learning in
the arts and to make the arts and culture an accessible and integral part of the community’s life.
KEY GOALS FOR 2003-04:
Top-Qualitv Services
Strengthen the infrastructure of the Arts Office through new policies and procedures.
Expand fund-raising activities and collaborative projects
Promote, train, and utilize volunteers and artists in providing services for Arts Office programs.
Learninq
a
a
Continue to work with school districts serving Carlsbad on arts education.
Continue to implement gallery arts education services for children and adults.
Offer community-wide opportunities including multi-cultural events and educational opportunities for children and
adults.
Fund-raise for arts education programs at the gallery.
112
PROGRAM: ARTS OFFICE
FUND: GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001 4062/0014065/
001 4068/14740XX
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
365,371 351,388 384,805 412,390
MAINTENANCE & OPERATIONS
ARTS FUNDING
TOTAL FUNDING
304,501
61,345 92,264 40,000 33,500
699,463 640,591 740,533 735,384
262,824
29,591 I 26,384 I 12,4021 I CAPITAL OUTLAY
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to plan, develop, and promote the visual and
performing arts, and create a climate that encourages cultural and artistic development in Carlsbad enhances educational
opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
Utilize volunteers for mailings, gallery events, jazz concerts, etc.
organizations, and gallery docents and attendants.
Provide training for volunteers, artists, arts
P roq rams
0
0
Information
Produce a calendar/newsletter.
0
Planning
Produce eleven (1 1) 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 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 three (3) 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.
113
--
PROGRAM: ARTS OFFICE
FUND: GENERAL FUND/ARTS GENERAU
PROGRAM GROUP: CULTURAL ARTS
GALLERY DONATIONS
KEY GOALS FOR 2003-04:
PAGE TWO
ACCT NO. 001 4062/0014065/
001 4068/14740XX
-. ToD-Quality Services
Offer community-wide multicultural events (Festejando a las Madrecitas, an international multi-cultural festival and
"By Kids, for Kids."
Serve on Chamber of Commerce Arts Education Committee.
Develop and strengthen arts organizations and provide cultural opportunities with grant allocations.
Generate sponsorship and fund-raising activities for the Gallery, Arts Office programs, and arts education programs.
Submit grant applications to State and federal funding agencies when appropriate.
Assist Arts Associates with fund-raising efforts.
Serve on Library Foundation Board.
Operate the Cannon Art Gallery with fivelsix (516) exhibitions per year.
Provide staff assistance with the volunteer "Plein Air" event.
Operate the Sculpture Garden with one (1) exhibition per year.
0
0
0 Produce a jazz program.
0
0
Balanced Communitv DeveloDment
0
0
0
WORKLOAD MEASURES:
Delivew of ToD-Qualitv Services 1999-00 2000-01 2001 -02 2002-03
Arts Office EventslAttendance 49136,000 66151,000 42139,000 44157,000
Community Grants AwardsIApplicationslBudget 2011 8,000 1811 9,000 1611 9,000 1311 9,000
New Initiatives GranVBudget 115,000 111,200 0
Educational ODDortunities - Information Services 1999-00 2000-01 2001 -02 2002-03
Newsletters (IssuesIDistribution) . 12/50,000 12/50,000 12150,000 12/50,000
Special Publications (Per YearlDistribution) 17186,000 48160,000 52/58,000 20148,200
Arts Info Line Calls (Monthly) 240 240 250 220
Diverse Economic ODDortunities
Grants and Contributions
SIGNIFICANT CHANGES:
1999-00 2000-01 2001 -02 2002-03
$89,050 $1 81,200 $68,950 $47,000
Converted the 314-time Community Arts Education Coordinator position to full-time and reduced part-time by a like
amount. Reorganization will increase efficiency for the Arts Office.
114
PROGRAM: SISTER CITY
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001 4066/1464010
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 0 2,862 3,301
MAINTENANCE & OPERATIONS 10,396 5,889 10,800 8,554
SISTER CITY DONATIONS
TOTAL FUNDING
ICAPITAL OUTLAY I
2,860 15 4,000 2,000
10,396 5,889 13,662 11,855
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic.
PROGRAM ACTIVITIES:
Coordinate Sister Citv Proaram
Arrange, host, and conduct visits by one (1) student delegation and others as needed.
Coordinate ongoing cultural and educational exchange projects.
Actively Pursue the Contribution of Funds for the Sister City Proaram
Coordinate programs including fund-raisers, festivals, and scholarship exchange programs, and raise funds for
such programs.
SIGNIFICANT CHANGES:
None.
115
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 7,229 8,772 10,132
MAINTENANCE & OPERATIONS 11,970 10,315 21,500
CAPITAL OUTLAY 0 0 0
GRAND TOTAL 19.199 19.087 31.632
ACCT NO. 148401 0
2003-04
BUDGET
11,103
25,000
0
36.103
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue Performinq Arts Prouramminq
Actively Pursue the Contribution of Gifts and Funds for the Arts
Present eleven (1 1) jazz concerts in four (4) quadrants.
Produce and distribute jazz concert sponsor-funded program.
Present annual Mother’s Day Festejando a las Madrecitas at Holiday Park.
Submit request for County Community Enhancement funds and Transient Occupancy Tax (TOT) funding.
Obtain advertisements for jazz concert program.
Assist Arts Associates in fundraising efforts at jazz concerts.
PERFORMANCE MEASURES:
Presented eleven (1 1) jazz concerts in four (4) parks with an attendance total of 33,000+.
Raised over $25,000 in fundraising contributions.
SIGNIFICANT CHANGES:
None.
116
PROGRAM:
FUND:
PROGRAM GROUP:
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 2,285,704 2,715,147 3,160,198
MAINTENANCE & OPERATIONS 1,663,500 1,698,035 2,039,992
CAPITAL OUTLAY 125,430 225,037 94,692
GRAND TOTAL 4.074.634 4.638.21 9 5.294.882
RECREATION
GENERAUSPECIAL REVENUE
RECREATION
2003-04
BUDGET
3,470,030
1,903,672
5,000
5,378,702
SUMMARY
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live, work, and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of current recreation programs and senior activities including youth and adult sports, special events, instructional
classes, facility rentals, aquatics, nutrition, and transportation programs.
Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior
activities, and facilities.
KEY GOALS FOR 2003-04:
Top-Qualitv Services
Financial Health
Continue to implement the use of customer surveys to evaluate and improve customer satisfaction.
Conduct customer service training for employees.
Generate sponsorship programs and fundraising activities.
Promote the use of volunteers in providing City services.
Maintain a Capital Improvement Program (CIP) that provides for development of recreation facilities.
Annually revise the CIP Budget.
Enhance service delivery through effective location and development of recreation facilities and programs such
as Aviara Community Park, Northwest Quadrant Community Park, Larwin Park, and the Citywide Trails System.
Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation.
Continue 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.
Initiate first-year operation of Carrillo Ranch Community Park.
Provide recreational activities, facilities, and other special events that support local businesses and enhance
transient occupancy taxes (TOT) and sales tax revenue, such as the triathlon, sport tournaments, and swim
meets.
Prepare marketing packet promoting Carlsbad’s public/private facilities and distribute to prospective user
groups.
Provide a wide variety of revenue-generating quality recreation opportunities to the public, i.e., special events,
youth and adult sports, educational classes, aquatic programs, day-trippers, lagoon permits, and facility rentals.
Prepare monthly agendas for Parks and Recreation, and for senior commissions that address relevant issues
and inspire community involvement.
Continually monitor the Citywide interactive web page to display current recreation opportunities over the
Internet.
Provide a wide variety of instructional classes for all ages and promote educational classes through distribution
of the Carlsbad Community Services and Recreation Guide three times per year.
Provide and encourage a variety of professional training opportunities to all staff members.
Create cross-training opportunities within the Recreation Department and across major service areas where
feasible.
Provide the necessary tools required for employees to perform effectively.
0
Learning
117
I PROGRAM: RECREATION
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION
PAGE TWO
SUMMARY
KEY GOALS FOR 2003-04 (continued):
Balanced Communitv Develooment
Monitor and annually report on the status of the parks performance standard of the Growth Management Plan
and the implementation progress report for the Parks and Recreation element of the General Plan.
Parks/ODen Soaceflrails
0
0
0
0
Implement a Citywide Trails Master Plan, including acquisition and development.
Support and assist, where possible, the volunteer trails development program.
Begin Aviara Community Park construction.
Complete Phase 2 development of Carrillo Ranch and open the facility for public visitation.
Begin construction of Larwin Park.
Process the master planning requirements for Alga Norte Park.
Continue with the design process for Pine School.
Secure acquisition of 10-1 5 acres of park property in the Northeast Quadrant.
118
PROGRAM: PARK PLANNING
FUND: GENERAL FUND
& RECREATION MANAGEMENT
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 001451 0/0014545
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
394,475 606,556 721,911 722,675
194,231 292,452 383,568 354,060
1 1,466 13,930 8,300 0
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 ensure that top-quality park facilities and recreation
programs are developed and sustained for the benefit of those who live, work, and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Parks and Recreation Commission
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal
to implement the intent of the Parks and Recreation element of the General Plan and advise the City Council on
associated matters.
Prepare Parks and Recreation Commission Agendas and conduct meetings that address relevant issues,
encourage public input, and foster public education on matters of parks and recreation and other associated
civic matters.
Implement and/or process recommendations by the Commission for City Council consideration.
Provide staff support to committees of the Commission which require more detailed review of issues relating to
park development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and
guidelines.
Conduct Commission workshops to improve the expertise and effectiveness of the Commission.
Administrative Services
Provide the required administrative support to a division with 33 full-time positions and approximately 50 hourly/full-
time equivalent positions, which operate with a budget of $4.7 million.
Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council
agenda bills, resolutions, and ordinances. Prepare and monitor departmental and individual goals and budget
administration for expenditures and revenue generation.
Recommend and process personnel appointments, promotions, assignments, and disciplinary action when
warranted. Provide ongoing support to management, general, and part-time employees. Implement the services of contractual employees.
Implement and maintain the strategic planning process for the Recreation Department.
Facilitate a customer service training and orientation program for all new department employees
I19
PROGRAM: PARK PLANNING PAGE TWO
FUND: GENERAL FUND
& RECREATION MANAGEMENT
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545
PROGRAM ACTIVITIES (continued):
Park Acauisition, Plannina. and/or 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.
0
0
e
e
e
Monitor and implement existing park agreements.
Complete Phase 2 of the Carrillo Ranch Master Plan and stage the park dedication ceremonies.
Coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park
development projects.
Continue the park design process for the Pine School property.
Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfields.
Provide staff support for the development of the municipal golf course.
Develop the Aviara Community Park site Master Plan.
Continue the Alga Norte park design process.
Process the actions required to create a Citywide Trail System (land acquisition, maintenance system,
development, volunteers, etc.).
Recreation Proarams
Manage the implementation, performance, and adequacies of recreation programs.
0
0
Provide a wide variety of recreation programs and special events for all segments of the population who live,
work, and/or play in Carlsbad.
Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys.
Maintain a self-sustaining percentage of recreational programs as recommended by the City Council.
Prepare and distribute the Community Services & Recreation Guide three (3) times per year.
Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to
sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
-.
-I.
None.
120
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28
I 2000-01 I 2001 -02 I 2002-031 2003-041
PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
735,129 760,933 994,956 1,074,011
MAINTENANCE & OPERATIONS 783,2001 817,431 I 91 0,179 81 5,886
CAPITAL OUTLAY I 4,5771
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing self-sustaining fee-supported programs for all segments of the
population, including those that live, work, and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth
day camps, after school programs, and youth and family services.
The Fee Supported Division provides year-round recreational programs for all ages, preschool to seniors, including
program design, planning, implementation, and evaluation.
Schedule facilities for programs.
Review proposals and negotiate contracts with
instructors.
Prepare and distribute marketing materials.
Evaluate programs and analyze data on an ongoing
basis.
Prepare financial and revenue reports.
Research and implement program opportunities.
WORKLOAD MEASURES:
Estimate 2001 -02 2002-03
Enrichment Classes
Conducted 1,620 1,650
Enrolled 16,200 16,700
Revenue $556,976 $427,000
Davtriwers
Trips Conducted 32 8
Participants 900 350
Revenue $44,566 $23,000
CamDs
Camps 47 50
Participants 793 1,080
Revenue $0 $111,000
Projected 2003-04
1,650
16,700 $427,000
10
425
$35,000
50
1,280
$1 11,000
rn
Generate program sponsors.
Conduct fee market studies on an ongoing basis.
Coordinate with school districts for youth and teen
programming.
Recruit, train, and reward volunteers.
Utilize sports professionals to enhance program
quality.
Provide scholarships for Carlsbad resident youths.
Youth S~orts
Teams
Participants Spectators Revenue
Ad u It Sports
Teams
Participants
Spectators Revenue
2001 -02
58
1,050 13,000
$32,000
325
5,000
30,000 $85,000
Estimate
2002-03
64
1,100
14,000 $36,000
328
5,100
30,000 $85,000
Projected
2 0 0 3 - 0 4
70
1,150
15,000 $36,500
330
5,150
30,000
$92,000
121
PROGRAM: RECREATION FEE SUPPORTED PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28
WORKLOAD MEASURES (continued):
Estimate Projected -- 2001 -02 2002-03 2003-04
Estimate Projected
2001-02 2002-03 2003-04
Pre-school Classes Special Events
Conducted 167 177 184 Events 9 7 10
Enrolled 1,900 1,900 2,024 Participants 25,500 25,000 28,000 Revenue $126,523 $139,046 $146,160 Revenue $75,000 $85,000 $87,000
Fields
Maintained 17 17
Community Volunteers
17 Volunteers 1.190 1,200 1.300
Hours 8,200 10;500 11;000
Participants 6,840 7,200 7,200 Camps 12 12 12
Stay ‘n’ Play Weeks 36 36 36 KidsCamD
Revenue $1,845 $2,245 $15,512 Participants 1,200 1,500 1,500
Revenue $109,922 $1 18,238 $1 18,238
KEY GOALS FOR 2003-04:
Top Qualitv Services
Continue 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 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.
Financial Health
Recruit, train, and recognize volunteers through an annual awards program in order to improve service quality
and reduce program costs.
Recruit and maintain program sponsors to promote local businesses and reduce operational costs.
Provide a wide variety of revenue-generating quality recreation opportunities that support local businesses and
enhance transient occupancy taxes (TOT) and sales tax opportunities.
Promote cooperative fundraising projects such as “Clean Sweep” to provide volunteer assistance in the
community and raise funds for scholarship programs.
Learninq
Collaborate with school districts to provide City and school facilities for youth programs including teen dances,
Stay ‘N’ Play and Grad Nite.
Promote educational classes and programs for the community through the Community Services brochure.
Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
SIGNIFICANT CHANGES:
Modest fee increases for the Stay ‘N’ Play after-school program and the Kidz Camp programs will be
implemented this year as a means of offsetting the rising costs of providing those programs and providing the
number of field trips.
The number of preschool classes at Stagecoach Park on Monday, Wednesday, and Friday has increased in an
effort to meet rising demand.
A number of special events have been added, deleted, or modified as a means of promoting the target issues
addressed in the Department’s Strategic Plan. They include promoting strong families and safe places to
gather, with an emphasis on teens.
--.
.-.
-.
122
PROGRAM: RECREATION - AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
PERSONNEL
ACCT NO. 001 4520
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
280,515 294,795 349,004 334,899
CAPITAL OUTLAY 103,651 149,032 32,000
I I I I
GRAND TOTAL I 532.3881 551.001 I 534.0561 473.791
WORK PROGRAM:
The Aquatics Program provides for the operation of an attractive and safe community swim complex, which offers
comprehensive instruction and training, competition, and recreational swimming to all segments of the population
who live, work, and/or visit in Carlsbad. Note that workload measures for 2001-02 were impacted by a pool closure
of 51 days (03/01/02 - 4/22/02). The pool is also expected to be closed 11/10/03 - 12/07/03,
PROGRAM ACTlVlTl ES:
Lessons/Traininq
Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities; provide education and
training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County
certification/training 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
Lane/Hours
Classes Conducted
Registered, Resident
Registered, Non-Resident
Revenue
Carlsbad Hiqh School P.E.
LanetHours
Participation
Recreation and Lap Swim
LaneIHours
Daily Admissions
Youth
Adult
Season Pass Administration
Revenue
Actual
2001 -02
2,053
241
1,508
36
$36,500
664
1,661
16,228
6,269
8,061
17,189
$50,296
Estimate
2002-03
2,250 242 1,510
36
$36,500
800
2.030
17,200
6,400
8,200
17,200
$55,000
Projected
2003-04
2,250
242
1,510
36
$50,500
740
2,200
17,000
6,200
8,000
17,100
$66,000
123
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
WORKLOAD STATIST1 CS (continued):
Carlsbad Swim Masters
Lane/Hours
Participation
Revenue
Aauatic Exercise Lane/Hours Participation
Revenue
Carlsbad Hiah School Teams
Lane/Hours
Participation
Revenue
North Coast Aauatics
Lane/Hours
Participation
Revenue
North Shore Aauatics (Aae Grow Water Polo) Lane/Hours Participation
Revenue
Carlsbad Water Polo (Bovs Aae Grow Water
polo)
Lane/Hours
Participation
Revenue
Actual 2001 -02
2,933
10,927 $35,474
199
1,068
$3,558
3,947 6,636 $21,007
2,210
7,668
$6,238
81 8 522
$2,696
1,047 4,327 $7,210
Estimate 2002-03
3,228
12,500 $37,200
21 0
1,200
$3,900
4,300 7,500 $24,000
2,800
9,450
$6,800
200 100 $400
1,250 4,400 $7,300
PAGE TWO
ACCT NO. 0014520
Projected
2003-04
3,165 1 1,900 $42,600
200
1,200 $4,700
4,000 7,000 $28,800
2,650 9,000 $9,600
0
0
$0
1,000 4,200 $8,400
KEY GOALS FOR 2003-04:
TOD Qualitv Services
0 Be a city that provides exceptional aquatic services, programs, and facilities on a daily basis.
Learning
0
0
Promote and support continuous aquatic and safety training opportunities within the community and the City
organization.
Continue the “Aquatic Trainee” program to help ensure continued qualified staffing of aquatic programs.
SIGNIFICANT CHANGES:
Fee increases are being proposed in all programs and rentals of the facility to offset rising program costs.
--
124
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 10,838 10,235 1,302
MAINTENANCE & OPERATIONS 3,139 1,522 4,719
CAPITAL OUTLAY 0 0 0
6.021 GRAND TOTAL 13.977 11.757
WORK PROGRAM:
2003-04
BUDGET
24,408
3,332
0
27.740
Provides for the Agua Hedionda Lagoon Permits Program. This program reduces the City’s liability exposure by
requiring all vessels to obtain a valid City use permit. Aquatics staff now provides support to this function.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Permits Estimated Projected
DMV registration, and coordinate with the Police
Department to publish and distribute information Annual Permits 304 290 290
regarding use, rules, and regulations of the lagoon. Daily Permits 256 240 240
Revenue $20,096 $1 8,500 $1 8,500
2001 -02 2002-03 2003-04 Issue annual lagoon use permits, verify and monitor -~~
SIGNIFICANT CHANGES:
The Lagoon Permits Program is now being conducted from the Community Swim Complex by Aquatics staff. The
real cost of providing this service is being reflected by allocating a portion of the Office Specialist II, Aquatic
Specialist, and Aquatic Supervisor salaries and benefits to reflect their proportionate share of the work activity. Revenues are expected to continue to be flat due to lagoon use restrictions related to Caulerpa taxifolia algae.
125
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014540,001 4541,
001 4542,001 4543
PERSONNEL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
578,387 731,944 760,803 947,816
MAINTENANCE t? OPERATIONS I 155,9491 146,1201 212,271 I 190,684)
CAPITAL OUTLAY 5,736 62,075
I
26,392 5,000
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.
0
0
Facilities Operation
Staff coordinates public use of recreational facilities.
Enroll participants via phone, mail, and in-person for classes, special events, and sports leagues.
Collect and account for program revenue.
Provide ongoing information and referral to the community.
Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums, and tennis courts.
Crews maintain ball fields at school sites and Community Centers and other park areas.
Staff coordinates classes, meetings, dedications, and other functions at Community Centers and additional City
facilities.
Attendants attend to customer service issues and provide general clean-up and associated maintenance at
facilities.
Supervision
Supervisory staff coordinates operations of the Community Centers and satellite facilities.
Staff recruitment and development.
Provides staff training.
Serves as liaison to various community organizations and Citywide committees.
Responds to customers’ concerns and requests.
WORKLOAD MEASURES:
Estimate Projected
Reservations Processed: 3,282 3,200 3,200
Number of Facility Users: 970,000 1,100,000 1,400,000
Revenue: $1 20,963 $1 28,000 $1 75,000
Number of Fields Maintained: 17 17 17
2001 -02 2002-03 2003-04
126
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 001 4540,001 4541 ,
001 4542,001 4543
KEY GOALS FOR 2003-04:
TOD-QUalitv Services
Begin the initial
enhance access
phases to implement the Recreation Department’s Strategic Plan. The Strategic Plan will
to open space, provide safe places to gather, create life-long learning opportunities, and build a
stronger community.
Conduct customer service training for employees to broaden their knowledge and improve service delivery
skills.
Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
Monitor and maintain the Capital Replacement Program to provide safe, top-quality equipment at all recreation
facilities and conform to City budget standards.
Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
ensure customer satisfaction of Carlsbad field users.
0
Balanced Communitv DeveloDment
Prepare and distribute a marketing packet that promotes Carlsbad hotels, restaurants, amenities, and City
facilities to all non-resident athletic groups that use Recreation Department facilities.
Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and
competitive alternative to private sector facilities.
SIGN1 FlCANT CHANGES:
A Recreation Area Manager position was added during 2002-03 to staff Leo Carrillo Park.
Synthetic turf is being installed at the Poinsettia Community Park soccer field and will make that site available
for year-round play.
127
PROGRAM: TRAl LS
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 0
ACCT NO. 0015023
2003-04
BUDGET
53,525
MAINTENANCE & OPEWTIONS
CAPITAL OUTLAY
0 0 0 16,400
0 0 0 0
WORK PROGRAM:
Community Services and Park Development will assist the trails committee in developing and maintaining the
Citywide trails program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Trail Maintenance Plan
0 Maintain existing and proposed Citywide trails Maintain existing trails in accordance with trail
Assist and monitor trail volunteers in the
Trail Manaqement and Maintenance Proqram
with the assistance of trail volunteers. maintenance plan.
maintenance and construction of Citywide trails.
Proiect Processing
Continue processing acceptance agreements
from previously rejected Irreversible Offers of
Dedication (IOD) for the Citywide trail
easements.
SIGN I Fl CANT CHANGES:
This is a new budget to fund materials and tools for the maintenance of the trails as well as a part-time position to
oversee the maintenance of the trails and 50% of a Park Planner.
128
PROGRAM: SENIOR PROGRAMS
FUND: GENERAUSPECIAL REVENUE ACCT NO. 0014570,1434567,
PROGRAM GROUP: RECREATION 1444567,191 XXX
2000-01 2001 -02 2002-03
BUDGET
PERSONNEL 286,360 31 0,684 332,222
MAINTENANCE & OPERATIONS 378,759 333,336 376,203
CAPITAL OUTLAY 0 0 28,000
ACTUAL ACTUAL
2003-04
BUDGET
31 2,696
384,418
0
SPECIAL REVENUE: DONATIONS I 87,8601 35,5571
SPECIAL REVENUE: GRANTS
TOTAL
21 0,762 207,043 0 0
665,119 644,020 736,425 697,114
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:
Educat ionllearninq
Arrange for classes, seminars, and other learning opportunities on topics pertinent to the concerns and interests of the
aging population and coordinate computer classes to teach the basics of computers (i.e., “Windows”).
0- 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.).
Recreation
Offer excursions, special events, and activities of particular interest to the mature adult, which promote social interaction.
Continue the development of programs/groups that appeal to people with similar interests, i.e., Walking Group, PC Users Groups, Writers Groups, Discussion Groups, etc.
Provide day trips to local attractions, utilizing rented buses as well as public transportation (i.e., the Coaster, Trolley,
etc.).
Personalized Assistance
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
Offer tax assistance to over 500 seniors.
Arrange for free legal advice for over 200 seniors.
Arrange for assistance with health insurance decisions.
Health Services
Arrange for screenings, services, classes, and lectures that promote healthy living.
Flu shots.
Monthly blood pressure checks, glucose and diabetes testing, and cholesterol testing.
Provide a minimum of four “special” health screenings, Le., skin cancer, hearing, podiatry, cholesterol, etc.
Continue offering body conditioning, exercise yoga, and dance for seniors.
129
PROGRAM: SENIOR PROGRAMS
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION
PAGE TWO
ACCT NO. 001 4570,1434567,
1444567,191 XXX
-
PROGRAM ACTIVITIES (continued):
Senior Grants
0
0
0
Provide a minimum of 30,000 nutritious lunches.
Provide a minimum of 10,000 delivered meals to the homes of Carlsbad's frail seniors.
Provide over 8,500 rides to seniors who have limited means of getting to the Senior Center, shopping, medical visits,
and other necessary appointments.
Provide nutrition education and special events focused on lunchtime activities.
Administration -_ Coordinate all operations of the Senior Center: staffing, volunteer recruitment, facility rentals, and grants management.
After-hours facility rentals.
0 Staff scheduling.
0 Volunteer recruitment and training. -.
Budget management.
0 Senior Commission.
-_ SIGNIFICANT CHANGES:
An increase in the Senior Center facility rental fees is proposed for fiscal year 2003-04. Fees have not increased since
1989, and rental increases will be comparable to those rates for other City facilities and will help cover increasing costs. -
130
Operating Budget & Capital Improvement Prugram
FY 2003-2004
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
SUMMARY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
1 1,033,208 12,236,361 13,486,327 14,480,883
28,952,290 29,506,318 3501 6,486 35,843,162
182,406 244,343 1,933,167 1,072,745
131
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 337,905 361,950
MAINTENANCE & OPERATIONS 150,506 130,114
CAPITAL OUTLAY 0 0
GRANn TOTAI 488.41 1 492.064
WORK PROGRAM:
Provide leadership and coordination for Public Works programs; plan resources and facilities; manage all budget,
fiscal, and personnel matters; coordinate programs with local, State and federal governments; and support City
boards, committees and commissions. Public Works includes Engineering Services, Environmental Programs
(Storm Water Protection, Solid Waste Management), General Services (Parks Maintenance, Facilities Maintenance,
Fleet Maintenance, Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water
Operations, Recycled Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, Street Lighting, and Solid Waste Management).
PROGRAM ACTIVITIES:
2002-03 2003-04
BUDGET BUDGET
527,904 574,135
279,171 225,897
0 0
807.075 800.032
Budoet Preparation and Manaoement
Coordinate department budget activities.
Performance Measurement
Strateaic Planninq
Maintenance Manaqement and Quality Control
Continue development of comprehensive systems inventory, maintenance standards, and work reporting
system.
Education and Outreach
Coordinate a variety of outreach activities including Public Works Week, Water Awareness Month, Citizens’
Academy, etc.
Outreach and education related to storm water and other specialized areas as needed.
KEY GOALS FOR 2003-04:
Prepare and report on quarterly activities.
Coordinate benchmarking partnerships with other cities and agencies.
Collect, analyze, and report data from both the benchmarking partners and the Public Works Department.
Encourage an environment of continuous improvement and learning.
Implement strategic plan and Public Works programs to meet current and long-range goals.
Take active role in development of Service Plan.
Communication
Public Works Education and Outreach: Increase citizen awareness about Public Works, educate them on what
we do and how well we do it, and improve our image.
Public Works Website: Enhancement of website for Public Works and Planning.
SIGNIFICANT CHANGES:
None.
132
PROGRAM: ENGINEERING
FUND: GENERAWATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001 571 015x1 571 0
2000-01 2001 -02 2002-03 2003-04’
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 3,793,381 3,935,757 4,154,789 4,469,154
MAINTENANCE & OPERATIONS 1,456,847 1,670,683 1,924,890 1,624,508
CAPITAL OUTLAY 44,791 55,183 0 0
GENERAL FUND
WATER ENTERPRISE
SEWER ENTERPRISE
TOTAL FUNDING
I I I I
GRAND TOTAL I 5.295.0191 5.661.6231 6.079.6791 6.093.662
4,328,569 4,312,623 5,266,844 5,210,161
343,420 674,500 349,519 503,596
623,030 674,500 463,316 379,905
5,295,019 5,661,623 6,079,679 6,093,662
WORK PROGRAM:
The Engineering Department supports the City Council’s goals by providing high-quality service in transportation,
water supply, sewer collection, storm water control, parks, and general 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 planning, 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.
P R 0 G RAM ACTlV IT1 ES :
Administration
0 Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives, provide
administrative and clerical support to all divisions, ensure that the management reporting system is accurately
maintained and generates all reports on schedule, and provide accurate records filed in a standardized and
efficient manner.
Provide comprehensive engineering input for all land use development applications; process engineering development plans and maps in a professional manner, maintaining high-quality and meeting production goals;
ensure engineering questions related to land development are answered in a timely and friendly manner.
Coordinate the preparation of the annual update to the City’s Buildout Capital Improvement Program, update
existing facility impact fee programs, and assist developers with the formation of finance districts to fund major
public improvements. Administer and coordinate engineering activities for beach erosion, lagoon dredging,
growth management monitoring, special districts program, and facility mapping.
Design Citywide capital projects including parks, roadways, storm water, domestic water, recycled water, and sewer systems; develop and maintain programs in water resources, domestic water systems, recycled water
systems, sewer systems, and storm drain systems. For each of these programs, Design provides a variety of
services including planning, water supply and quality monitoring, technical assistance, mapping, and facility
location.
Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts, and assist in maintaining
optimum traffic signal operations. Review traffic control plans, signing and striping plans, and traffic signal
plans; review project submittals; provide interdepartmental coordination of various issues; and staff the Traffic
Safety Commission.
DeveloDment Services
0
Planninu and Proarams
0
Desiun
TransDortation
0
133
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERALNVATER & SEWER ENTERPRISE
PROGRAM GROUP: EN GIN EERl NG SERVICES ACCT NO. 001 571 0/5X15710
PROGRAM ACTlVlTl ES (continued):
Construction Manaqement and InsDection
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: and minimize inconvenience to the public while
ensuring safe work sites.
W 0 R KLOAD STATIST1 CS:
Total Capital Improvement Program Appropriations
$1 80,000,000
$160,000,000
$1 40,000,000
$1 20,000,000
$100,000,000
$80,000,000
$40,000,000
$20,000,000
$0
$60,000,000
H New
0 Carry Forward ____
FYOO-01 FY 01 -02 FY 02-03 FY 03-04 (Est.)
KEY GOALS FOR 2003-04:
TransDortation/Circulation
Continue work toward the construction of major road projects including: College Reach A, Cannon Reach 4,
Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane Reach E.
Parks/Ouen SuaceTTrails
Complete permitting and design of Coastal Rail Trail in preparation for construction in FY2004.
Jefferson Street Sidewalks under construction.
Water
Construct Carlsbad recycled water facility, recycled water transmission pipelines, and pump stations to distribute .. .. water from the Phase Ilrecycled water program.
Construct El Camino Real Transmission Main Replacement (Cassia to Palomar Airport Road).
Construct La Costa Avenue and Palomar Airport and Sunnyhill Storm Drain.
Construct El Camino Real Transmission Main Replacement (Faraday to Cougar).
Reservoir Security Fence and Painting.
Begin construction of Cannon Road Lift Station.
Begin construction of Forest Avenue Sewer.
Complete design of Lake Calavera Improvements.
Environmental Manaaement
Update Storm Drain Master Plans per the growth management data and National Pollutant 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 buildout.
SIGNIFICANT CHANGES:
None.
134
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 154571 0
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 0 356,143 544,997
MAINTENANCE & OPERATIONS 0 366,606 531,422
CAPITAL OUTLAY 0 44,642 0
GRAND TOTAL 0 767.391 1.076.41 9
2003-04
BUDGET
550,610
680,340
13,800
1.244.750
WORK PROGRAM:
Provide leadership and coordination for Public Works programs related to storm water protection from pollution; plan
resources and facilities; manage all budget, fiscal, and enforcement matters; coordinate programs with local, State
and federal governments and support City boards, committees, and commissions: ensure compliance with the
National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No. 2001 -01 (the “Permit”)
issued by the San Diego Regional Water Quality Control Board.
PROGRAM ACTIVITIES:
Industrial. Commercial, Residential and Municipal; Data ManaaemenVGIS Proarams
The components of these programs include inspection of the prioritized facilities, sampling and testing of storm water,
education using outreach materials, and enforcement of non-compliant sites. High-priority municipal and industrial facilities
are inspected annually (over 100). High-priority commercial sites and medium- to low-priority industrial sites are inspected
as needed (over 1,000).
Education/Outreach and Public Participation
The Permit also requires the City to conduct educational efforts and outreach to the public and focus groups regarding the
new requirements to all the different sectors. The Permit specifies in Sections F.l .d and F.2.j that educational efforts should
be focused on City staff as well as externally. Outreach to municipal staff is intended to inform and educate employees and
City contractors on the 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.
Municipal 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
pollutants, implementing Best Management Practices, and Maintaining all Storm Sewer System facilities and structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal
facilities. These requirements are found in Section F.3.a of the Permit.
Plannina & Construction
The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This requirement is found in section F.l of the Permit and includes a complete review and revision, as needed, of the
General Pian. Construction activities in the City are also subject to new standards and requirements as directed in
the Permit.
Fiscal Analvsis
The Permit requires that an adequate funding mechanism be in place to cover the costs associated with the
programs being implemented. This will be an ongoing 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.
135
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION
KEY GOALS FOR 2003-04:
PAGE TWO
ACCT NO. 154571 0
Environmental Manaaement
Be an environmentally sensitive community by focusing on: clean storm water; sewage collection and treatment;
solid waste; and cost-effective and efficient use of energy, including alternative energy sources.
Ensure storm water protection services are delivering the appropriate services for the best value with the highest
level of customer satisfaction.
Storm Water Performance Measurement
.
Environmental Education and Outreach
Develop and implement a comprehensive environmental education and outreach program for storm water, solid
waste, and water conservation that meets all requirements mandated by laws and agreements and utilizes
resources efficiently through collaboration.
SIGNIFICANT CHANGES:
None.
136
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 2,815,191 3,205,350 3,610,297
MAINTENANCE & OPERATIONS 5,611,175 5,769,260 5,711,006
CAPITAL OUTLAY 72,130 29,124 1,671,500
SUMMARY
2003-04
BUDGET
3,976,320
5,737,891
91 4,345
GRAND TOTAL 8.498.496 9.003.734 10.992.803 10.628.556
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:
Medians 5% Trees 7%
KEY GO S FOR 20
ToD-Qualitv Services
Facllities 27%
3-04:
Fully implement the Computerized Maintenance Management System (CMMS) into the Parks Maintenance and
Street Trees and Median Divisions. Includes the creation and revision of written work order administrative
procedures, and training of appropriate administrative and field staff on the CMMS.
Develop and implement pilot programs for each division that will identify new opportunities for efficiencies either
through consolidation, process improvement, and/or contracting.
Achieve Facilities performance measurement benchmark for completing priority three and priority four work orders by implementing the Action Plan in the 2003 State of Effectiveness Report.
Begin pilot program to increase downtown maintenance activities.
Environmental Manaaement
Reduce energy usage by 3% and fuel consumption by 1 Yo (3,000 gallons) to improve air quality that will ensure
a higher quality of life in the community.
137
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PERSONNEL
ACCT NO. 0015020
ACTUAL ACTUAL BUDGET BUDGET
1,051,111 1,183,714 1,310,584 1,610,422
I I 2000-01 I 2001 -021 2002-031 2003-041
CAPITAL OUTLAY 35,586 18,394 49,795
WORK PROGRAM:
Maintain, preserve, and enhance 31 5 acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of eight community parks and 26 special use areas.
Manage over 625 acres of open space/undeveloped areas and provide services to other departments as well as
community groups. The total acreage of park sites maintained includes 20 acres at Leo Carrillo Ranch Park.
PERFORMANCE MEASUREMENTS:
Benchmark
One hundred percent (1 OOYo) of safety work orders are addressed within 24 hours of being identifiedkeported.
“Addressed’ means a safety work order will be inspected and assigned a course of actionand any immediate
safety hazard resolved. Ninety percent (90%) of safety work orders were resolved within 72 hours after being
addressed.
Result
One hundred percent (100%) of safety work orders were addressed within 24 hours of being identifiedheported.
Thirty-one percent (31 Yo) were resolved within 72 hours after being addressed.
Benchmark
Ninety percent (90%) of customers rate the condition of developed parks as good to excellent.
Result
Ninety-one percent (91 Yo) of customers rate the condition of developed parks as good to excellent.
PROGRAM ACTlVlTl ES :
Turf and LandscaDe Maintenance
Direct management of 112 acres of turf and 203 acres of landscaping. Duties include mowing, fertilization,
renovation, re-planting, trimming, pesticide application, raking leaveddebris, turf sweeping, weeding cultivation,
edging, aerating, re-seeding, irrigation programming maintenance, equipment maintenance, and contract
administration for landscape services.
Restroom Maintenance/Litter Control/Picnic Area Services
Inspect, maintain, clean, paint, and repair 9 separate restroom facilities (as well as 8 portable units) 7 days 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+ times
weekly to remove all litter and service all trash receptacles.
138
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 0015020
PROGRAM ACTIVITIES (continued)
CourVFieldmot Lot Maintenance
Maintain 22 tennis courts, 14 basketball courts, 16 soccer fields, and 30 softball/baseball fields. All athletic
courts are cleaned/inspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence
inspections/repairs, and paving surface inspections. In addition, this activity includes weekly maintenance of all
tot lots in the City. This includes sand raking/leveling, sand rototilling, play equipment inspection and repair, and
the necessary documentation of such actions.
lrripation Maintenance
Maintain all landscape irrigation systems of City facilities. This includes programming over 103 different
controllers, with over 1,476 valves. Duties include replacement, repair, trouble shooting, and data
entry/programming using the centralized irrigation system.
Provide maintenance activities to City-owned open space and areas of additional maintenance responsibilities.
Duties include trash removal, clean-up, and weed abatement.
These activities, which are difficult to measure, include repair and upgrading park structures, facilities, play
equipment, and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals,
trash enclosures, concrete work, and painting projects. These additional activities also include special projects and requests by the community for turf installation, sculpture installation, various redevelopment requests, and
community garden needs. The total amount of time spent on these activities amounts to approximately 12% of
park maintenance activities.
Open Space Maintenance
Miscellaneous Maintenance/Repair and SDecial Reauests
0
WORKLOAD STATISTICS:
Maintenance Activities Performed
(Total Hours)
Sites Maintained
15,0001 10.350
53% Developed Parkland
SIGNIFICANT CHANGES:
Several positions were reallocated from other areas to Public Works to better reflect the work performed.
time Park Maintenance Worker position and one part-time FTE was added to maintain Leo Carrillo Park. One full-
139
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 843,069 979,529
MAINTENANCE & OPERATIONS 1 ,194,399 1 ,165,241
CAPITAL OUTLAY 30,919 1,133
ACCT NO. 0015060
2002-03 2003-04
BUDGET BUDGET
1,191,669 1,255,868
1,435,907 1,526,047
64,500 21,550
Fiscal Year
2000
2001
2002
WORK PROGRAM:
Total Cost per
Expenditures Square Feet Square Foot Benchmark
$2,037,475 403,527 $5.05 $4.78**
$2,144,77 1 403,527 $5.32 $4.92
$1,833,587* 41 1,607 $4.45 $4.45
Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to
the community.
PERFORMANCE MEASURES:
Benchmark
Ninety percent (90%) of internal surveys returned indicate the overall quality of service by Facilities Maintenance
as good to excellent.
Result Eighty-one percent (81 %) of internal surveys returned indicated the overall quality of service by Facilities Maintenance as good to excellent.
Benchmark
Ninety percent (90%) of priority one work orders completed within 24 hours; ninety percent (90%) of priority two
work orders completed within 72 hours; ninety percent (90%) of priority three work orders completed within 20
days; ninety percent (90%) of priority four work orders completed within 30 days.
Result
Ninety-seven percent (97%) of priority one work orders completed within 24 hours; ninety-seven percent (97%) of priority two work orders completed within 72 hours; eighty-four percent (84%) of priority three work orders
completed within 20 days; eighty-two percent (82%) of priority four work orders completed within 30 days.
Benchmark
Carlsbad maintenance cost per square foot does not exceed $4.85. This benchmark was established based on
information reported in the baseline year (2000) and has been adjusted annually by the San Diego Consumer
Price Index (2001 = 5.73%; 2002 = 2.95%).
140
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCT NO. 001 5060
PROGRAM ACTIVITIES:
Buildincl Maintenance
Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing, and painting.
Custodial Services
Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and
contract services in the smaller buildings.
Contract Maintenance
Prepare and administer contracts for all building maintenance services (i.e., HVAC, plumbing, electrical,
construction projects, and custodial services).
Property Manaclement
Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as liaison with property
owners to ensure facilities meet City requirements.
WORKLOAD STATISTICS:
1.5001
Total Work Orders
1,242
I- ~
1,000
500
0
Facilities Maintenance Services
FY02 FY03 (Est.)
SIGNIFICANT CHANGES:
None.
141
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 2001 -02 2002-03 2 0 0 3 - 0 4
ACTUAL ACTUAL BUDGET BUDGET
285,276 374,929 384,242 373,972
256,752 267,871 342,917 324,007
5,625 0 0 0
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 ACTlVlTl ES:
Street Trees
This division program provides maintenance for over 15,000 trees on City right-of-ways. The maintenance
consists of pruning, planting, watering, removing, replacing, and root pruning. The division annually responds to
over 900 street tree work orders/requests, removes approximately 25 trees, and plants over 400 trees annually
to help meet the City Council’s tree policy.
This program provides an ongoing program for contracting, administering, and overseeing the street tree
maintenance program beyond the scope of the division.
Contractual Tree Maintenance
W 0 R KLO AD STATISTICS:
1,146
1200
1000
800
600
400
200
0
400
Trimmed Removed Planted
SIGNIFICANT CHANGES:
50% of a Tree Trimmer II position was transferred to the Parks Maintenance budget
142
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 161 5024
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 208,189 190,742 206,814
2003-04
BUDGET
139,994
MAINTENANCE & OPERATIONS
TAL OUTLAY
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and redevelop landscape improvement
areas.
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 repair/adjustment.
Contractual Median Maintenance
Provide ongoing program for contracting, administering, and overseeing median maintenance for over 43 acres
of City medians.
StreetscaDe Maintenance
Maintain approximately eight (8) acres of high-maintenance areas including planter boxes, downtown fountain,
pond, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticide/fertilizer application, irrigation repaidadjustment, parking lot sweeping, fountain maintenance, and related duties with streetscape improvements.
WORKLOAD STATISTICS:
20% Acres Maintained
SIGN I FlCANT CHANGES:
Two positions (.go%) were reallocated to the Parks budget to more accurately reflect the work performed.
143
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 6205060
1,139,257 1 ,I 54,618 1,306,303 1,274,131
0 9,597 0 30,000
WORK PROGRAM:
Fleet Operations is an Internal Service fund within the City, which provides continuous repair and maintenance
service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery
system based on a per-mile/hour charge by class of vehicle generate revenues to this department. This program
involves all facets of vehicle repair, maintenance, and parts; ensures that adequate supplies of fuel and oil are
available to operating departments; administers the collection and disposal of hazardous waste generated by City
departments; and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in
accordance with County and State regulations. The fleet is comprised of 287 vehicles and 129 other pieces of
equipment.
PERFORMANCE MEASURES:
Benchmark Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 48 hours from the
time the vehicle is delivered to the shop.
Result
Ninety-seven percent (97%) of scheduled preventative maintenance work orders were completed within 48
hours from the time the vehicle was delivered to the shop.
0 Benchmark
Ninety percent (90%) of internal surveys returned indicate the overall quality of service by Fleet Maintenance as
good or excellent.
Result
Eighty-one percent (81 %) of internal surveys returned indicated the overall quality of service by Fleet
Maintenance as good or excellent.
PROGRAM ACTIVITIES:
ReDair and Maintenance
Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual
Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for
units disabled in the field.
Auto Parts
Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or
through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the
automated management system.
144
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 6205060
PROGRAM ACTIVITIES (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
900
800
700
600
500
400
300
200
100
0
Preventative Shop Repairs Vendor Repairs
Ma i nte na nce
W FYO1
0 FY02
FY03 (Est.)
SIGNIFICANT CHANGES:
None.
145
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061
PERSONNEL
MAINTENANCE & OPERATIONS
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 0
1,079,331 1,179,122 60,000 60,000
O/
CAPITAL OUTLAY 1,607,000 81 3,000
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value
of $5,000 or greater, This includes the determination of the economic life of individual units set forth in
Administrative Order No. 3; the development of proper specifications to suit users' needs; 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 replacement of units enables 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.
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
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.
Specification Writing
0
Purchase and Disposal
0
WORKLOAD STATISTICS:
450
400
350
300
250
200
150
100
50
0
Vehicle/Equiprnent Vehicle/Equipment Total Units
Acquired Disposed
SIGNIFICANT CHANGES:
Of the 58 units that met the replacement criteria outlined in Administrative Order No. 3, only 21 vehicles were
selected for replacement in FY04. Of the 21 units selected for replacement, nine vehicles were downsized.
146
2000-01 2001 -02 2002-03
ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 0
MAINTENANCE & OPERATIONS 144,330 168,967 300,000
CAPITAL OUTLAY 0 0 0
WORK PROGRAM:
2003-04
BUDGET
0
300,000
0
Community Services and Park Development will assist the Project Oversight Committee in developing a municipal
golf course.
P ROG RAM ACT1 VI TI E S : PERFORMANCE OBJECTIVES:
Continued Land Manaqement Plan Land Management Program:
0 Maintain the proposed golf course property to Prevent further encroachment of existing
habitat.
Remove unprotected and insignificant native
vegetation from project footprint.
Pay taxes and assessments on land held for
development.
retain the viability of the project development.
Proiect Processinq
Continue environmental processing through Preparation, review, and analysis of proposed
Retain environmental consultant and process
USF&W, CDF&G, and the Coastal Commission. golf course plan.
EIR.
Process approvals for the golf course.
Meet with Golf Course Steering Committee on an as-needed basis.
SIGN I FI CANT CHANGES:
None.
147
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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 ACTlVlTl ES:
Water Operations
148
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE 8t OPERATIONS ACCT NO. 0016355
IMAINTENANCE & OPERATIONS I 1,007,0431 1,159,7991 1,328,1451 1,408,8381
CAPITAL OUTLAY 7,513 4,310
O1
WORK PROGRAM:
The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation
efficiency of the roadway system.
PERFORMANCE MEASURES:
Roadway Cost Efficiency:
Benchmark
Cost per mile of roadway will not exceed $5,878 per street-mile.
Results
Cost per mile of roadway equaled $5,598 in 2001 -02.
Roadway Safety:
Benchmark One hundred percent (1 00%) of roadway segments meet CalTrans collision rates.
Results Ninety-five percent (95%) of Carlsbad’s roadway segments meet CalTrans collision rates.
Roadway Circulation:
Benchmark Travel times on Palomar Airport Road and on El Camino Real as measured June 2000.
Results Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December 2002.
Roadway Rideability:
Benchmark
Averaae Pavement Condition Index (PCI) in the 70-85 ranae.
Measurement: Average PCI of 75 as measured in most recent survey, 1997-98.
PROGRAM ACTIVITIES:
Contract Manaaement
Roadside Maintenance
Contract Management consists of contract design, inspection, and support.
Roadside Maintenance activities consist of weed abatement, litter pickup, debris hauling, cement repair, and
guardrail maintenance.
Drainaae System Maintenance
The cleaning of brow ditches, catch basins, drainageways, and gutters.
149
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
ACCT NO. 001 6355
PROGRAM ACTlVlTl ES (continued)
Citv Sicln Maintenance
Fabricate, install, and maintain all traffic, street name, and special signs throughout the City.
Asphalt
Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching.
Paintinq
Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting.
WORKLOAD STATISTICS
PW STREET MAINTENANCE 2002 STAFF HOUR TOTALS
Misc Maintenance Contract Management
16.06% 1 1.3%
Customer Services
Paintin!
9.85%
Asphall
11.30%
2.57% Drainage
21.26%
8.4%
Roadside
19.26%
SIGNIFICANT CHANGES:
None.
150
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016370
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Maintain the City’s traffic signal system.
PROGRAM ACTIVITIES:
Customer Requests
Contract Administration
0
USA Markouts
0
InsDection/Construction Coordination
0
Respond to traffic signal repair requests.
Administer traffic signal maintenance agreement.
Mark underground utilities in coordination of the Dig Alert system.
Coordinate and inspect the installation and modification of traffic signals.
WORKLOAD STATISTICS:
PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS
Bl Contract Admin
4.64% m USA Markouts W Miscellaneous
Customer Requests
54.54%
SIGNIFICANT CHANGES:
None.
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
202,608 164,014 186,630 154,805
641,129 704,556 952,811 1,010,229
0 14,210 0 0
843.737 882.780 1.139.441 1.165.034
WORK PROGRAM:
Maintain the City’s street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Customer Requests
Circuits
USA Markouts
Surveillance and ReDair
Svstem Umrades
Installation of technological advances.
Respond to street light repair requests.
Troubleshoot or repair of underground circuits and associated equipment.
Mark underground utilities in coordination with the Dig Alert system.
Perform night surveillance to identify and schedule needed repairs.
WORKLOAD STATISTICS:
8 Inspection/ OMiscellaneous
Coordination 4%
556
8 Special Projects
6.1
BSystem Upgrades
8.4% A
OCircuit:
1 2%
OSurveillance & Rep
15 1 8%
8USA Markouts
19%
ustorner Requests
39.2%
SIGNIFICANT CHANGES:
None.
152
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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 2003-04:
TOR-Qualitv Services
0 Evaluate alternative strategies following drainage studies in light of up-scaled environmental
clearances/mitigation measures to ensure desired drainage patterns.
SIGNIFICANT CHANGES:
Periodic cleaning of the overgrowth and silt that impedes the free flow of water in the creek channel will be done
using carryforward budget.
153
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE t? OPERATIONS ACCT NO. 50163i0/5026310
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 2,160,295 2,315,045
MAINTENANCE & OPERATIONS 15,300,675 1521 8,240
CAPITAL OUTLAY 53,676 0
2002-03 2003-04
BUDGET BUDGET
2,390,299 2,506,467
18,823,128 18,552,223
205,80 1 0
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 payroll records and time card administration: coordinate interdepartmental and interagency
communications.
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to ensure safe and efficient distribution and collection systems.
Water Operations
Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and
disinfection activities; collect water quality samples to ensure compliance with State and federal regulations.
Cross-Connection Control
Implement and enforce 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.
PERFORMANCEMlORKLOAD MEASURES:
Water Qualitv
Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City’s Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
month are total coliform-positive.
Fiscal Number Total Total Percent Year Collected Positive Bacteria-Free Bacteria-Free
1998-99 1,428 3 1,425 99.0%
1999-00 1,615 1 1,614 99.9%
2001 -02 1,719 1 1,718 99.9%
2000-01 1,725 3 1,722 99.8%
154
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERFORMANCWORKLOAD MEASURES (continued)
Water Reliabilitv
Annual number of hours per mile of distribution line that a water main is out of service will not exceed a total of
.05 hours in a year.
Fiscal Total Miles Hours/Mile
Year Hours Distribution Lines Distribution Line
1998-99 18 350 .05
1999-00 17 400 .04
2000-01 0 41 0 0.00
2001 -02 0 431 0.00
Water Delivew 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. AWWA
recommends that the loss after treatment be maintained at 10% or less.
Distribution system losses commonly range between 6% and 15%.
Fiscal Water Year Loss
1998-99 4.87% 1999-00 5.36%
2000-01 4.29%
2001 -02 4.24%
Total annual expenditures per acre-foot of water delivered.
Fiscal Cost per
Year Acre-Foot
1998-99 $852
WORKLOAD STATISTICS:
Water Use Data
1999-00 $877
2000-01 $902
2001 -02 $883
Water Service Turn -
OfflOn
13.3%
. flow Control Station Maintenance , ,29yo Valve Maintenance Maintenance
5.68% 3.46%
SIGNIFICANT CHANGES:
None.
155
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTE WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310
2000-01
ACTUAL
PERSONNEL 588,774
MAINTENANCE & OPERATIONS 3,881,612
CAPITAL OUTLAY 4,296
2001 -02 2002-03 2003-04
ACTUAL BUDGET BUDGET
894,041
3,881,548 4,735,862 5,848,763
0 6,300 24,600
669,029 764,731
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 Line lnteqrity
Annual number of spills not to exceed 1 .I 7 gallons per foot of sewer mains per year.
Total Feet of Fiscal Year Gallons Spilled Mains Spills per Foot
1999-00 895,651 765,600 1.77
2000-01 2,116,992 765,600 2.77
Sewer Cost Efficiency
Annual cost of service per million gallons of sewage will not exceed $1,028. This benchmark was established at
baseline level and will be reviewed and revised, if necessary, annually.
1997-98 1998-99 1999-00 2000-01
Fiscal Year Expenses $2,364,962.00 $2,244,652.00 $2,233,201 .OO $2,308,593.00 Flow - mgd 5.10 5.98 6.34 6.24
Annual Flow 1,861 50 2,182.70 2,314.10 2,372.50
$/mg $1,270.00 $1,028.00 $965.00 $973.00
I56
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
ACCT NO. 5116310
W 0 R KLO AD STATIST1 CS :
Sewer Main
14.1 5% FTE
Sewer Lateral Main
Stoppage
1,33% FTE
wer Lateral Main
Research Sewer Lateral Main
Maintenance
4.36% FTE 3.99% FTE
SIGNIFICANT CHANGES:
None.
157
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
53,088 55,448 73,663 100,570
207,568 154,040 149,747 176,191
0 3,115 0 0
WORK PROGRAM:
The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs.
PERFORMANCE MEASURES:
Customer Satisfaction
Seventy-nine point five percent (79.5%) rate solid waste services as “Good or “Excellent.”
Cost Efficiency
Residential rates (adjusted for City fees) are the lowest in the County.
Diversion
Year 2001 Diversion rate as reported to the California Integrated Waste Management Board: fifty-five percent
(55%).
PROGRAM ACTIVITIES:
AB 939
Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste
Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. As required, prepare
and submit reports and documents.
Solid Waste
Ensure collection and disposal of solid waste generated in Carlsbad; coordinate activities with regional groups:
administer and monitor the solid waste services contract; and review reports and rate requests from authorized
collector.
RecvclindDiversion
Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional
Coordinate and monitor all recycling recycling meetings and coordinate City efforts with other agencies.
programs.
SIGNIFICANT CHANGES:
.35 FTE was reallocated to this budget from Public Works Administration to better reflect actual staff time required to
support Solid Waste programs.
158
Operating Budget & Capital Improvement Program
FY 2003-2004
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
OVERVIEW
The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document
that 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, and City-owned property.
The 2003-2004 Preliminary Capital Improvement Program outlines $55.5 million in new
appropriations, and projected revenues during the fiscal year are estimated at $37.8 million. As
the City continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad
adopted a Growth Management Plan in 1986. The Growth Management Plan states that unless
a standard level of facilities is available to meet new demands resulting from the City’s growth,
development cannot proceed. This Plan is the foundation for making decisions about the timing
and prioritization of the capital projects under consideration. A discussion of the City’s Growth
Management Plan is located at the end of this report. This year’s CIP reflects the Council’s
continued commitment to constructing the necessary facilities, in response to the 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 will have the funds to operate the facilities as well as
construct them. Thus, the CIP and the Operating Budget are integral parts of the total City
financing plan.
Projects in this CIP document were prioritized based on the following criteria:
1. Is the project required to ensure the health and safety of
the citizens, as the result of a legal mandate, or to maintain
compliance with the City’s Growth Management Plan? Are
operating funds available to operate the facility?
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 proiect complete or provide part of the basic
infrastructure (example:’ a linking’road segment)?
6. Are there other reasons to construct the project (example:
timing or funding opportunity, public demand)?
159
2003-2004 PRELIMINARY 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 cash flow estimates combining
existing fund balances with future estimated fee revenues paid by
those developments, and compares these balances 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, significant operating cost impacts and availability of staff
resources are also used to evaluate the timing of projects. Where funding discrepancies occur,
alternative financing methods and project timing are again evaluated and recommendations are
made to resolve the discrepancies. As a direct result of this type of evaluation, the
recommendation was made to schedule the park development occurring in the next five years so
that no more than one park would open each year.
Residential development is expected to remain fairly steady over the next few years, with
anticipated development at lower levels when compared to the previous five-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 2002-2003 is projected
at 834 building permits, and construction is expected to average about 835 units per year over
the next five years, as compared to an average of over 1500 units per year for the previous five-
year period.
Residential Units Trend 1986 to 2008
GROWTH MANAGEMENT IMPLEMENTED F-SllMATFO I ACTllAl I
I I I I
Non-residential development is also expected to remain fairly steady. The average annual
square feet of non-residential development for the past 5 years was about 1,045,000. This year,
the estimate is for 633,000 square feet, and estimates for the next 5 years are approximately
980,000 square feet per year. Projects include several commerciaVretail developments located in or near the areas where most of the residential development has occurred or is planned over
160
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
the next several years. Projects planned in the next five years include restaurants, hotels and
timeshares, shopping centers, churches, assisted living facilities, a movie theater, and various
other industrial and commercial development projects. Development estimates provide the data
and basis for estimating future fee revenues, which are calculated by multiplying each applicable
development fee by the estimated number of dwelling units and/or square feet of construction
expected during each year.
The following table shows the number of residential units and non-residential square feet of
development used in calculating estimated revenues for 2003-2004 and subsequent years to
buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential Year Units Square Feet
2002-2003 current 834 632,601
2003-2004 71 5 508,260
2004-2005 1,096 900,885
2005-2006 855 1,074,395
2006-2007 883 1,204,283
2007-2008 627 1,212,284
Years 6-10 2,530 6,234,975
Years 1 1 -buildout 1,494 2,132,693
Total Future 8,200 13,267,775
REVENUES
Revenues for Capital Projects from now until buildout total $434.1 million and are 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 replacement funds (other than
sewer and water), and (5) other sources including grants, bond issues, and contributions from
other agencies.
Funding Sources 2003-2004 to Buiidout
Total Revenue = $434.1 million
In Millions
$1 80
$160
$140
Millions
$1 80
$160
$140
$120
$100
$80
$60
$40
$20
$0 Development Special Water/Sewer Infrastructure Other Agencies
Fees Districts Replacement Replacement
-- Development Special Water/Sewer Infrastructure Other Agencies
Fees Districts Replacement Replacement
161
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Approximately 37% 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
commerciaVindustria1 square feet. Development revenues include Public Facilities Fees (PFF),
Traffic Impact Fees (TIF), Park-ln-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such
as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 10% of
the total. Water and Sewer replacement revenues generated by user fees equal approximately
22% of total revenues, and are used to pay for replacement of existing water and sewer
facilities. Infrastructure Maintenance revenues (1 6%) are transfers from the City’s General Fund
which are being set aside to pay for replacement and major maintenance of capital facilities
other than sewer and water facilities. The remaining 15% consists of revenues from other
agencies and includes federal and State grants, the County sales tax program (TransNet), and
contributions from Cities and other agencies.
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 Ma
ment 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 $96. The trips-per-day value for commercial and
industrial buildings are averaged at 32 trips per 1,000 square feet of development, although the
actual volume of trips generated by commercial/industriaI building can vary widely depending on
the ultimate land use. The value assigned to each commerciaMndustria1 trip is $39.
CFD No. 1 is a Citywide district established to finance various civic facilities required under the
City’s Growth Management Plan. CFD No. 2 is proposed to fund Rancho Santa Fe Road and
Olivenhain Road, but has not yet been formally established. A prepayment program is in place
to enable development to proceed within this proposed district.
Park-in-Lieu Fees are collected for the purchase and development of parkland within each
quadrant of the City, and the fees are based on the acquisition cost of parkland. Projects in the
CIP funded with Park-in-Lieu Fees include development of Larwin
Park and future park development in the NE Quadrant, and Hosp
Grove/Buena Vista Lagoon recreational improvements.
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. Although
construction of this project is complete, revenues collected from future development within the
district will be used to repay an advance that provided interim funding to complete the project.
162
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Three additional financing districts are in the formation process to provide
funding for College Boulevard and Cannon Road extensions east of El
Camino Real, the Melrose Drive and Faraday Avenue extensions, and
the Poinsettia Lane extension east of El Camino Real. 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 and information about
the major capital projects. The first section contains an overview of the entire expenditure plan
through buildout of the City, and the second section focuses on the next five years.
CAPITAL PROJECTS 2003-2004 TO BUILDOUT
The CIP for 2003-2004 to buildout outlines approximately 149 future projects at $365.6 million.
Of all the capital projects the City has planned for the future, approximately 28% of the
expenditures will be for street and traffic signal construction projects, which total $1 01.3 million.
Included in this category is construction of several major roadways that will add east to west and
north to south connections and provide additional routes to neighboring cities.
CIP Projects - All Future Projects
Type of Project Quantity Total Cost
Streets/Circulation 66 $101,325,115
Parks 15 70,988,910
Sewer 21 64,212,750
Water 34 24,007,818
Facilities/Civic 7 53,663,743
Drainage 6 15,170,000 -
Other (loans) N/A 36,199,590
Total Future 149 $365,567,926
Expenditures by Category
2003/2004 to buildout
Total = $365.6 million
In Millions
$120fl I
$100
$80
$60
$40
$20
$0
Civic Drainage Parks Sewer Water Streets Loans
163
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
The following is a list of major street projects in the 2003-2004 to Buildout CIP:
0
0
0
0
(*) These roads will be constructed by developers that are required to build them in
conjunction with their development projects in those areas. Funding for these roads is
therefore not included in the CIP.
Faraday Avenue and Melrose Drive Extensions east of El Camino Real (*)
Poinsettia Lane east of 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
CITY OF CARLSBAD
ClRCULA TlON PLAN
PACIFIC
OCEAN
164
r-
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
The second largest expenditure category is for park construction and acquisition projects, which
total $71 million, or 19.4%. Park projects are planned within all quadrants of the City and
include:
Northwest Quadrant Northeast Quadrant
NW Quadrant Park (Pine School)
Community Facility (Pine School)
Cannon Lake Park
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Larwin Park
Southwest Quadrant
Poinsettia Park Phase II
Aviara Community Park
Aviara Community Facility
Southeast Quadrant
Alga Norte Park
Swimming Pool at Alga Norte
Leo Carrillo Park Phase Ill
-=-&---
In addition to the quadrant based parks shown above, a centrally located park is planned for
construction on a 100-acre site, and a recreational facility located in the industrial area is also
scheduled in the future.
Sewer projects are the third largest expenditure category and total $64.2 million. Included is
construction of the South Agua Hedionda Lift Station and Force Main, construction of the North
Agua Hedionda interceptor, continued construction of the Vista/Carlsbad trunk line interceptor,
and refurbishment and replacement of existing sewer lines. In addition, funding is provided for
the repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina
Water Pollution Control Facility projects.
Construction of City facilities such as libraries and administrative
facilities, and police and fire facilities total $53.7 million, or 14.7%
of the total planned capital expenditures to buildout. The Capital
Improvement Program includes funding to construct a new Civic
Center and Public Works Center, and to reconstruct and expand the Cole Library. Funding is also provided for the relocation of
Fire Station #3 located at Chestnut and El Camino Real, and the
construction and relocation of Fire Station #6 to a location along Ranch Santa Fe Road.
-
-
- A new Computer Aided Dispatch (CAD) will replace the existing 13-year-old CAD and implement
an 800 MHz radio data communication system. The primary purpose of the CAD system is to
enable the police and fire departments to provide timely response to emergency incidents. The
total cost of the project is $3.6 million, of which $2.4 million is appropriated through the CIP, with
the remaining funds appropriated in the City’s Operating budget.
Water projects total about $24 million (6.6%) and include construction of new
waterlines, both potable and recycle, concurrent with new development. Some of
the major areas in which these installations or upgrades are planned include
segments of College Boulevard, El Fuerte, and along El Camino Real.
Replacement of potable and recycled waterlines is also included in this category.
--.-.
--
-
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2003-2004 to Buildout) following this narrative. ____
Following the schedule of funded CIP projects is a list of projects for which no funding has been
identified at this time. The unfunded projects are the Encinas Creek Bridge Replacement,
Widening along El Camino Real, completion of the construction of Poinsettia Lane to El Camino
Real and construction of the northern section of Cannon Road at College Boulevard.
165
2003-2004 PRELIMINARY 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 five years. The
extension of Poinsettia Lane and completion of El Fuerte are planned when development in
that region begins. The widening and realignment of Rancho Santa Fe Road will improve
regional and local traffic flow generated in the southern part of the City.
Projects constructed by developers (funding not shown in the CIP) are College Boulevard and Cannon Road extensions to the east and north, as well as Faraday Avenue and Melrose Drive extensions. These roads are located east of El Camino Real and will alleviate traffic on
Palomar Airport Road.
0 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.
0 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. Construction and completion of this park is
expected to occur next fiscal year.
Alsa 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.
0
Poinsettia Park is scheduled. soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
Poinsettia Park Phase II - Within the next five years, development of the final phase of
Plans include a community centerlgymnasium, an enclosed
0 Pine School Park - Development of this park, located in the Northwest Quadrant is planned
in the next five years. The master plan is complete, and the facility will include ballfields, picnic
areas, tot lots and a botanical garden area.
0 Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary facility in
the southeast quadrant of Carlsbad. Relocation of this station to a permanent facility along the
east side of Rancho Santa Fe Road is scheduled to occur concurrent with the road alignment
project. This fire station is required to ensure a five-minute response time within the southeast part of the City as development in that area occurs.
0 Vista/Carlsbad InterceDtor - The completed section of the Vista/Carlsbad Interceptor project
involved installation of a new and upgraded sewer trunk line through the downtown portion of
Carlsbad to the Encina Water Pollution Control Facility. The remaining sections of the project,
extending from the Encina Facility to the Agua Hedionda Lift Station, are scheduled in the next
five years. 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.
1 66
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
0 Water Lines - 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
Poinsettia Lane from El Camino Real to “D” Reservoir
Recvcled Water Proqram - The City is constructing a recycled water facility, which includes
construction of a treatment plant, pipelines, pump stations, flow equalization, and improvements
to Mahr Reservoir. The project will 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 2003-2004 to Buildout CIP is being driven by the City’s commitment to ensure 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 for construction and operations is often used to meet the needs of Growth
Management. The 2003-2004 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.
167
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
- Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed
Carlsbad's Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed by
the rate of development and the eleven performance standards. New public facilities often
require additional staffing and other resources, which affects the Operating Budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2003-2004 CIP, compliance with the Growth Management
Plan is assured.
168
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600), which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1. A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds
not only from the General fund, but also each classification of fee as well.
3. Fees collected by a city or county must be spent or committed to a project within a five-year
period. Funds are viewed to be committed if they are programmed to be spent on a
specific project(s). If the money is not spent, findings must be made describing the
continuing need for that money each fiscal year after the five years has expired. The City
of Carlsbad 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.
169
PRELIMINARY - DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2003/2004 TO BUILD OUT -
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPlENC
CIVIC PROJECTS -
AMERICANS WITH DlSABlLlTES ACT (ADA) PROJECTS
3831 1 ADA - CANNON PARK GCC 70,500 25,699
ADMINISTRATIVE FACILITIES -
CIVIC CENTER CFD#I 20,270,000
35721 PUBLIC WORKS CENTER CFD#I 10,493,000 1,500,757
35722 PUBLIC WORKS CENTER WATER REPL 4,600.000
36551 PUBLIC WORKS CENTER SEWER REPL 2,200,000
POLICE & FIRE FACILITIES
36851 POLICE & FIRE CAD IMPLEMENTATION GCC 2,423,500 937,633
36951 POLICE & FIRE TRAINING FACILITY FEASIBILITY STUDY GCC 45,000 25,873 -
22,392 36881 FIRE STATION #5 STORAGE BUILDING/RESTROOMS GCC
3901 1 FIRE STATION #6 - (PERMANENT) PFF 1,705,500 25,500
36861 POLICE TRAINING RANGE - RELOCATION GCC 950,000 41,238
FIRE STATION #3 RELOCATION PFF 1,404,000
316,600
LIBRARY FACILITIES
COLE LIBRARY EXPANSION (35%) CFWI 4,608,000
COLE LIBRARY EXPANSION (65%) PFF 8,320,000
32441 SOUTH CARLSBAD LIBRARY POST OCCUPANCY CFWI 94,187 29,709
- MISCELLANEOUS PROJECTS
34553 COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT FED GRNT 1,628.51 5 1,597,840
34554 COASTAL RAIL TRAIL TRANSNETIBIKE I 1 1,488 107,514
34556 COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT GCC 1 10,000
CFWI ADMINISTRATION CFWl 1,320,000
36341 PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM GCC 404,992 275,763
3861 1 SENIOR CENTER COURTYARD LANDSCAPING GCC 30,000
- REDEVELOPMENT PROJECTS
3651 1 VILLAGE AREA STREET FURNITURE AND PLANTERS REDVL BONDS 95,000 80,922
36501 VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM REDVL BONDS 851,215 0
36531 VILLAGE PUBLIC RELATIONS CAMPAIGN REDVL BONDS 50,000 47,027 -
SUBTOTAL CIVIC PROJECTS 62.1 01,497 4,717,867
FACILITIES MAINTENANCE -
35101 ASBESTOS SURVEY GCC 40,000 12,916
38321 CALAVERA HILLS CENTER - OFFICE EXPANSION GCC 25,000 1,227
38331 HARDING CENTER - FANS GCC 10,000 6,280
38341 HARDING CENTER - KITCHEN REMODEL GCC 20,000 7,650 --
35771 MISCELLANEOUS ROOF REHAB GCC 50.000 16,284
36381 SAFETY CENTER - BUILDING IMPROVEMENTS GCC 50.000 18,382
54,086 35761 SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT GCC 200,000
36422 SENIOR CENTER - RECOAT ROOF IRF 240,000
351 51 SENIOR CENTER FLOOR REPLACEMENT GCC 65,000 24,893
36651 WATER DISTRICT - REPAIWREPLACE CONCRETE ENTRANCE WATER REPL 20,000 3.034
SUBTOTAL FACILITIES MAINTENANCE 720,000 144,752
-
-
PARK PROJECTS
CITYWIDE PARKS BUSINESS PARK RECREATIONAL FACILITY ZONE 5 2,626.000 -
5,625,346 30721 CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE 5,810,406
NEW LAKE CALAVERA TRAILS MASTER PLANCONSTRUCTION GCC 412,500
VETERANS MEMORIAL PARK CFD#I 16.1 29.000
NORTHWEST QUADRANT PARKS
38961 BEACH ACCESS IMPROVEMENTS IRF 50.000
CANNON LAKE PARK (6.7 ACRES) PFF 1,960,000 -
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2009-201 3 2014-2020 I
.-
1,283,367 - 19.127
-
44.801
8,992,243
4,600,000
2,200,000
202,500
1.404.000
I 10.1 35.000 10.1 35.000 -
25,000
908,762 - 1,655,000
294.208 1
--
185,060
2,626,000
85.000 15.000 312.500
4,608,000
8.320.000 .-
..
64,478
-
30,675
3.974
~ ~~ 110,000
110,000 110,000 110,000 110.000 I1 0,000 550,000 220,000 -_
129 229
- 2,973 I
3,719,887 I 404,500 27,692,243 11,649.000 110,000 11 0,000 13,478,000 220,000
- 27,084
23.773 I
3,720
.- 12,350
33,716
145,914
240,000
40.107
16,966 I
575,248 I
I 8,064,000 8,065,000
50.000
1.960.000 --.
171
PROJECT
JOB KEY PROJECT TITLE
PRELIMINARY - DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2003/2004 TO BUILD OUT
TOTAL PRIOR
FUND BUDGET EXP/ENC _.~ ~
36351 CHASE FIELD BATHROOMISNACK BAR BLDG REPL GCC 190.000 48,835
38631 HOLIDAY PARK - PLAYGROUND EQUIPMENT I RF 85.000 85.000
NEW CHASE FIELD LIGHTING IMPROVEMENTS I RF 185,500
38971 HOLIDAY PARK - RESTROOM IMPROVEMENTS IRF 162,200 14,500
36961 KRUGER HOUSE PRE-SCHOOL TOT LOT GCC 35,000 35,000
38022 PARK SITE DEVELOPMENT - PINE SCHOOL PFF 5,200,000 768,915
9.447 38981 SWIM COMPLEX - FILTRATIONIHEATING RENOVATIONS I RF
HOSP GROVWBUENA VISTA LAGOON REC'L IMPROVEMENTS PIL-NW 2,980,000
PARK SITE DEVELOPMENT - COMMUNITY BUILDING PFF 3,700,000
172.000
NORTHEAST QUADRANT PARKS
38561 LARWIN COMMUNITY PARK (22.3 ACRES) PIL-NE 1.340.000 91.619
36981 PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK PFF 4,550,000 3,642
3801 1 PARK SITE DEVELOPMENT (15 ACRES) PIL-NE 6,300,000
SOUTHWEST QUADRANT PARKS
AVIARA COMMUNITY PARK COMMUNITY BUILDING PFF 3,500,000
238,000
PARK RESTORATION AND ACQUISITION PIL-sw 2.700.000
36991 AVIARA COMMUNITY PARK (24.25 ACRES) PFF 10.700,OOO I ,687,873
27,696 36491 AVIARA REIMBURSEMENT AGREEMENT PIL-sw
SOUTHEAST QUADRANT PARKS
38372 ALGA NORTE PARK - PHASE I 130 ACRES) PFF 12.97a.000 20.918 ~
ALGA NORTE PARK - PHASE II (50 METER POOL) PFF 5,936,000
LEO CARRILLO PARK - PHASE 111 PFF 2.000.000
34561 LEO CARRILLO PARK - PHASE I & II PFF 6,163,000 5,759,536
35791 STAGECOACH PARK DRAIN (LOWE
38381 STAGE
SUBTC
DRAINAGE PROJECTS
38041 AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C") PLD 290,000 78,706
36241 CARLSBAD BLVD STORM DRAIN REPLACEMENT IRF 80,000
36363 COLLEGE BLVDKANNON RD REACH 3 DRAINAGE FACILITIES PLD 2.600.000 ~
210,963 38791 COLLEGEKANNON ASSESSMENT DISTRICT ASMT DlST
33381 AGUA HEDIONDA CHANNEL (PLDA "8") PLD 1,260.500 478,040
39051 HIGHLAND DRIVE STORM DRAIN PLD 256.600
500.000
COLLEGE BOULEVARD STORM DRAIN (REIMBJPLDA "8") PLD 2,100.000
36225 FARADAYNELROSE DRAINAGE FACILITIES (PLDA "B") PLD 1,200.000 0
38651 LA COSTA AVENUE STORM DRAIN REPLACEMENT IRF 314.202 54,283
38721 MASTER PLAN UPDATE PLD 254,000 10,841
3681 1 MISCELLANEOUS ROAD SUBDRAINS GAS TAX 10.000 438
MISCELLANEOUS MASTER DRAINAGE FACILITIES PLD 10,936,000
~~ ~
36812 MISCELLANEOUS ROAD SUBDRAINS GCC 200,000
36813 MISCELLANEOUS ROAD SUBDRAINS IRF 275,000
PLD 500.000
35281 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNET-LOC 4,700,000 4.673.942
2,935,726
35284 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNETISTP 1 .561 .753 1.335.761
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B")
35282 SOUTH CARLSBAD VILLAGE STORM DRAIN GAS TAX 3,078,249
35283 SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "6") PLD 1,160,000 733.695
1.279.000
38391 TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS GCC 30.000 I 1,400
36901 TORREJON PLACE STORM DRAIN RELINING GCC 80.000
SUBTOTAL DRAINAGE PROJECTS 32,665,304 10,523,795
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMBJPLDA "8") PLD
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
I 1,799 3,046,926 34892 BUILDING IMPROVEMENTS SEWER REPL
1 72
141,165
.- 185,500
- 147,700
._
I 113R3RI I 120.000
2,980,000
I ~~ ~~ .- 4.546.358 I
~ ~~ 831.085
- 152,753
10,310.017 I (1,297,890) -
I 3.500.000
3,600,000
3,700,000
9,800
~ 210,304
2,700,000 .- 600.000 7.500.000
2,600,000
289,037 _--
,-
2.1 00.000
8
8
_- 9,562
200,000
0
I
275.000
I
929,082 I 12,028,000
I 500.000 5.436.000
18,600
80.000
6,971,509
~ .- 403,464
15.000
2,000,000
0 355,000 0 0 0 500.000 14,315.000
~ 61
19,050,391 I 11,130,410 15.000 4,512,500 7,500,000 500.000 20,700,000 26,631,000 ._
,_ 211,294 I I 80.000
782,460
1,200,000
256.600
259,919
243,159
10.936.000
500,000
_- 26,058
142.523
225,992
426,305
1.279.000 ---
173
PRELIMINARY - DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2003/2004 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
615,490 650.665 341 11 CAPITAL ACQUISITIONS/REPLACEMENT SEWER CONN
341 12 CAPITAL ACQUlSlTlONSIREPLACEMENT/REHAB SEWER REPL 2,567.240
36691 CAPITAL PLANNING /SERVICES SEWER REPL 351,653 268.385
36681 FLOW EQUALIZATION PROJECT SEWER CONN 2,681,914 186,728
36682 FLOW EQUALIZATION PROJECT SEWER REPL 2,542,542
PHASE IV EXPANSION - DEBT SERVICE SEWER CONN 11,203,823
38071 PHASE V EXPANSION SEWER CONN 12,350,801 123,035
34491 PLANT REHABILITATION SEWER REPL 1,742,973 1,300,506
36701 PUMP STATION INTERFACES SEWER REPL 30,836 27.830 -
36661 TECHNOLOGY UPGRADE SEWER CONN 509,376 343,390
36662 TECHNOLOGY UPGRADE SEWER REPL 515,093
STAFFINGIPROF. SERVICES SEWER REPL 1,056,825
WATER DISTRIBUTION SYSTEM -
174
35,175
181 ,I 13
83,268
1,848.221
--
728,815
442,467
3,006
153.581
-
I
78
~ 256,921
233,000 -
100,000 355,000
402,684
59,775
676.028 ,-
155,338 223,538 209,148 372,150 223,290 1,202,663
646,965
936,256 939,581 936,394 933,944 935,506 4,665,533 1,856,609
2,542.542
11,498,951
124,452 151,341 151,341 101,721 101,721 426,249
248,100 266,993
12,405
154.504
115.103
35,000
+
608.288
250,000
50,000 125.000
50,000 100,000
50,000 100,000
326,314
19,907
231 -857
.-
- 1,155,989
398.854
2,042,400
600.000
158,000 1,375.200
348,848 I -- I
21,700 - 157.140
1,520.776
0
0 - 475
572,66 1
37,644
255,039
2,856.396
1.421 -679
.-
370,330 I
15,925,365 I 11.9O4.731 15,060,771 13,657,227 6,975,915 1,580,517 10,936,980 4,096,609
7 I 3,984,500 1.328.000
200,100
300,000 300,000 300,000 300,000 300,000 1,500,000 2,100,000
140,000 20,000 20,000 20,000 20,000 20,000 100,000
4,431.921
769,360 5,130,640
500,000 4,700.000 5,000,000
-.
..~..~. .
256,000
550,000
50.000 200.000
175
~~ 269.898
I
649,143
c-
133,000
142,000
421,000
2,340,000
PRELIMINARY - DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2003/2004 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
NEW FUTURE PUMP STATION - GRADING WATER REPL 75,000
NEW FUTURE PUMP STATION - GRADING WATER CONN 75,000
NEW EL CAMINO REAUCARLSBAD VlLL DR PIPELINE REPL. WATER REPL 50.000
EL CAMINO REAL CROSSING AT KELLY DRIVE WATER CONN 94.000
34461 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH WATER REPL 3,225,000 175,000
38441 EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE WATER CONN 250.000
38771 EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSETTIA WATER CONN 835,800
98,986 710,000 38431
38161 EL FUERTE -ALGA ROAD TO POINSETTIA LANE WATER CONN 2,000,003 1,028.517
38691 EL FUERTE - FARADAY TO MAERKLE RESERVOIR WATER CONN 330,000
WATER CONN 820,000
36223 FARADAY AVENUE - ORION TO MELOROSE WATERLINE WATER CONN 97,210 11.739 -
39031 FOUSSAT ROAD WELL ABANDONMENT WATER REPL 150.000 17 240
EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE WATER REPL
EL FUERTE - NORTH OF LOKER WATER CONN 148,750 -_
EL FUERTE - POlNSElTlA LANE TO PALOMAR AIRPORT ROAD
.~
405,720 3821 1 LAKE CALAVERA RESERVOIR IMPROVEMENTS WATER REPL 2,395,000
604,000
39041 MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS WATER REPL 1.400.000 190,062
38231 MISCELLANEOUS STORAGE TANK REPAIRS WATER REPL 170.000 24,500
13.012 38221 MISCELLANEOUS WATER RESERVOIR FENCING WATER REPL
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE WATER REPL
110.000
NORTH AGUA HEDIONDA TRANSMISSION MAIN WATER CONN 130,000
35311 OCEANSIDE INTERTIE UPGRADE WATER REPL 100,000
34791 PALOMAR AIRPORT - NORTH OF OWENS WATER CONN 150,000 23,862
NEW PASEO DEL NORTE RECYCLED PIPELINE REPLACEMENT WATER REPL 660.000
35851 POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR WATER CONN 2,700,000 681,575
WATER CONN 2,800,000
34421 POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD WATER CONN 375.000 194.231
36581 POINSETTIA LANE- FROM "D' RESERVOIR TO AMBROSIA LANE WATER CONN 322,000 71.913
38781 PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD. WATER CONN 250,000
38581 RANCHO CARRILLO OVERSIZINGEXTENSION WATER CONN 90,000 55,375
35491 SEAWATER DESALINATION PROGRAMS WATER REPL 649.860 31,370
38191 TAP NO. 2 RESERVOIR WATER CONN 1,606,000 6,000
38531 TAP RESERVOIR EXTERIOR PAINTING WATER REPL 120.000 552
35301 TRI-AGENCY PIPELINE EROSION PROTECTION WATER REPL
POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL
WATER REPL 300,000 TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
150,000
WATER REPL 196.272 WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%)
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%) WATER CONN 1,030,428
39001 WATER OPERATIONS WATER PUMP PROJECT WATER REPL 55,000
36641 WATER SYSTEM INTERTIE CONNECTION WATER REPL 400,000 34,774
38703 WATERISEWER MASTER PLAN UPDATE WATER REPL 223.670 217,295
38704 WATERISEWER MASTER PLAN UPDATE WATER CONN 48.420 44.294 .~ .~
SUBTOTAL WATER DISTRIBUTION SYSTEM 38,865,372 5.971,435
RECYCLEDWATERPROJECTS
DEBT SERVICE ON STATE LOAN RECL WATER 1,721,175
140,000 19,595 35861 1-5 RECYCLED WATER TRANSMISSION LINE RECL WATER
38291 RECYCLED LINE - POINSETTIA BRIDGE RECL WATER 240,000 157.797
36753 RECYCLED WATER PH I1 - TREATMENT FACILITY RECL WATER 14,827,517 11,396,687
2,465,350 38871 RECYCLED WATER PH I1 - PIPELINES RECL WATER 15,800,000
38881 RECYCLED WATER PH II - FLOW EQUALIZATION RECL WATER 2,970,000 316,264
38891 RECYCLED WATER PH II - PUMP STATIONS RECL WATER 2,600.000 550.428
38901 RECYCLED WATER PH II - MAHR RESERVOIR IMPROV. RECL WATER 2,000.000 397.600
34871 PUMP STATION REMOVAL RECL WATER 400.000
SUBTOTAL RECYCLED WATER PROJECTS 40.698.692 15.303.721
-- .
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
TRAF SIG - ALGA ROAD AND CAZADERO GAS TAX 150,000
38931 TRAF SIG - ALGA ROAD AND XANA WAY GCC 150.000 3,870
33691 TRAF SIG - AVIARA PARKWAY-POINSETIA LANE TO EL CAMINO REAL TIF 30,000 10.505
33692 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL ASMT DlST 603.000 370.420
33693 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL GCC 160,000
176
A BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2009-2013 . 2014-2020
~~~ 61 1,014
971,486
25.000
- -_
50.000
148,750
305,000
820.000
94,000
3.050.000
- 1,244,280
I 9.938
745,000
400.000 400.000 400.000
604,000
~ -.. - 85,471 I
132,760 I
618.490
0
200,000 100.000
100.000 100.000 I .400.000
145,500
96,988
30.000 100.000
1,602,400
23,153.391
I 100,000 I
400,000
159,527 159,527 679,932 159.527 159,527 797,635 125,905
2,018,425 I _- I 2.800.000
250,087
I 250.000
34.625
11 9,448
150.000
196.272 "_ 1,030,428
55,000
365.226 - 6,375 I I 4,126 I
11,127,699 I 4,400,450 1,135,800 1,787,488 600,000 1,400,000 12,442,500 0
125,905 159,527 159,527 159,527 159,527 159.527 797,635
120,405
82.203
3.430.830 I I
13,334,650
2,653,736
2.049.572
19,495 I
222,580 I 10.000
177
PROJECT
JOB KEY PROJECT TITLE
PRELIMINARY - DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200312004 TO BUILD OUT
TOTAL PRIOR
FUND BUDGET EXP/ENC
38941 TRAF SIG - CALLE BARCELONA AND PASEO ALISO GCC 150.000 3,080
150.000 GCC
NEW TRAF SIG - CAMINO DE LOS COCHES AND CALLE ACERVO GCC 125,000
PFF 150,000
150,000 PFF
0
TRAF SIG - CALLE BARCELONA AND PASEO AVELLANO
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAF SIG - CAMINO VlDA ROBLE AND YARROW DRIVE
TRAF SIG - CANNON RDlPASEO DEL NORTE GEE CANNON RD WID/I-5 TO PASEO DEL NORTE) 35251
150,000
150.000
39021 TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS PFF
39061 TRAF SIG - CANNON ROAD AND CAR COUNTRY GCC 125,000 3,080
PFF TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STREET PROJ
TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS
0
PFF 11 0,000
38461 T-RAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE GCC 150,066
GAS TAX 150,000
150,000 GAS TAX
150.000 GCC
TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE
TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET
TRAF SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR NEW
TRAF SIG - CARLSBAD VILLAGE DRIVE AND CHATHAM RD. GCC 150.000
3881 1 TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA GAS TAX 80,000
150,000 TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL PFF
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE PFF 150,000
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE PFF 150,000
2,680 150,000 38621 TRAF SIG - COLLEGE BOULEVARD AND TAMARACK GCC
38991 TRAF SIG - EL CAM. REAUPIAZNMARRONMOSP WY TRANSNET-LOC 1,200.000 89,969
38001 TRAF SIG - EL CAMINO REAL AND POINSE-TTIA LANE PFF 204,250 0
38451 TRAF SIG - EL CAMINO REAL CORRIDOR STUDY GCC 29,000
36461 TRAF SIG - FARADAY AND CANNON ROAD PFF 125.000 67,554
TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE GCC 150,000
TRAF SIG - FARADAY AVENUE AND ORION STREET TIF 150,000
150,000 TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE GAS TAX
150,000 TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD GCC
TRAF SIG - LA COSTA AVENE AND CALLE MADERO GCC 150,000
TRAF SIG - LA COSTA AVENUWNUEVA CASTILLA GCC 150,000
150,000 TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE PFF
150,000 TRAF SIG - MONROE STREET AND HOSP WAY GCC
150,000 TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR GAS TAX
NEW TRAF SIG - POINSETTIA LANE AND BLACKRAIL ROAD GCC 150,000
TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD GCC 150,000
150,000 TRAF SIG - POlNSElTlA LANE AND EL FUERTE STREET (REIMB)
TRAF SIG - POINSETTIA LANE AND MELROSE DRIVE PFF 150,000
38491 TRAF SIG - POINSETTIA LANE AND PASEO ESCUELA GAS TAX 150,000
9,653 3621 1
36441 TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE PFF 250,000 125,033
PFF
38821 TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR GAS TAX 125.000
TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTH) PFF 150,000
34061 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD GCC 125,000 233
TRAF SIG - TAMARACK AVE. AND PONTIAC DRIVE GCC 150.000
TRAF SIG -TAMARACK AVENUE AND HIGHLAND DRIVE PFF 150,000
SUBTOTAL TRAFFIC SIGNAL PROJECTS 8.691.250 686.077
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD TIF 870.000
35951 BTD#2/POINSElTIA LANE - REACHES A & B AND AVIARA PKWY BTWn 7,274,825 4.290.724
36731 BTDKYPOINSElTIA LANE - REACH C BTWn 3,122,900 2,005,945
36741 BTDKYPOINSETTIA LANE - REACHES F & G BTD#2 1,841,090 91,090
31841 BTD#3 CANNON ROAD WEST TRANSNET-HWY 4.660.000 4.386.809
BTDKYPOINSETTIA LANE - REACH E (PARTIAL FUNDING) BTW 3.790.000
.. ..
6,527,126
31845 BTD#3 CANNON ROAD WEST TIF 1,160,000 788,847
31844 BTD#3 CANNON ROAD WEST CFD#I 6,534,601
31842 BTW3 CANNON ROAD - EL CAMINO TO FROST (REIMB.) BTD#3 925,000
178
146,920
-..
-
121.920 I
I 150.000
150,000
150.000
150,000
125,000
~
-
80,000
150.000
150,000
147.320
110,000
150,000
150,000
150,000
150,000
150,000
150.000
1,110,031
204,250
29.000
I
57,446
150.000
150.000
150,000
150,000
140,347
484.101
1 .I 16,955
0
273,191
7.475
I ~~ ~~ 150,000 I
a7o.000
2,500,000
1,000,000
3,790,000
750.000
150,000
150,000
124.967
150.000
150,000
150,000
125,000
124,767
150,000
150,000
150,000
150,000 I. 150,000 3,120.173 I 575,000 600,000 3,410,000 300,000
1lA I
.-
371.153
925.000
179
PRELIMINARY - DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2003/2004 TO BUILD OUT
PROJECT TOTAL PRIOR
EXP/ENC BUDGET JOB KEY PROJECT TITLE FUND
31842 BTD#3 CANNON ROAD - FROST TO FARADAY (REIMB.) BTD#3 5,886.000 4,822,800
38141 CANNON ROAD REACH 3,4 TRANSNET-HWY 550,000 277,345
34371 CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE TIF 210.725 58.395
NEW CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT REDVL BONDS 451,000
NEW CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT FED GRNT 1,804,000
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE PFF 1,237,177
38541 CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY GCC 105.000
35571 CARLSBAD BOULEVARD RETROFIT OVER SDNR TRANSNET-LOC 1.100,000 389,418
36171 CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT GAS TAX 1.830.000 1,499,437
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO TIF 2,000,000
CARLSBAD VILLAGE DRIVE WIDENING TIF 1,260,000
103,876 99,374 3851 1 CHESTNUT AVENUE WALL GCC
36362 COLLEGE BLVD EAST OF ECRKANNON ROAD REACH 3 OTHER 350,000 189,120
38121 EL CAMINO REAL AND CAMINO VlDA ROBLE TI F 448,032 438,662
36071 EL CAMINO REAL AND FARADAY AVENUE TIF 710.000 32.570
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE TI F 320,000
EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD TIF 250.000
NEW EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE (LOAN) TRANSNET-LOC 323,000
NEW EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DR (LOAN) TRANSNET-LOC 959.000
MELROSE DRIVE AND ALGA ROAD TIF 480,000
36841 OCEAN STREET IMPROVEMENTS GAS TAX 169.999 26,504
38521 OLlVENHAlN ROAD WIDENING MITIGATION MONITORING CFD#2 15.000
36031 ORION STREET FROM ECR TO FARADAY GCC 772.908 720.942
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD TIF 160,000
3401 1 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE ASMT DlST 292,000 158,818
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION PFF 7.200.000 ..
381 11 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE TIF 480.000
36671 PAVEMENT MANAGEMENT PROGRAM TRANSNET-LOC 22.449.347 4.860.031
36791 PAVEMENT MANAGEMENT PROGRAM GAS TAX 23,931.088 226.302
38681 PAVEMENT MANAGEMENT PROGRAM ST GRANT 914.065 582,864
36892 POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM ASMT DlST 86.180 62,432
2,064.1 86 3551 1 POINSETTIA LANE RAILROAD BRIDGE WIDENING PFF 2,159,358
1,870,000
38601 RANCHO SANTA FE ROAD AND OLlVENHAlN IMPROVEMENTS CFD#2 3,800,000 41.487
31906 RANCHO SANTA FE ROAD NORTH - PHASE I CFD#2 26.225.244 25.072.076
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATlQUlTOS LN) TIF
39071 RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE) CFD#2 18,600,000 100,718
38801 RANCHO SANTA FE ROAD SOUTH CFD#2 1,350,000
35601 SIDEWALWSTREET CONSTRUCTION PROGRAM (35601,3391 I ) TIF 7,073,522 262,442
3391 1 SIDEWALWSTREET CONSTRUCTION PROGRAM(33913) TDA 200,600 132,758
38831 SIDEWALWSTREET CONSTRUCTION PROGRAM TIF 400,000 41,309
38131 TRAFFIC IMPACT FEE STUDY TIF 70,000 69,958
33161 TRAFFIC MONITORING PROGRAM TIF 1,989,764 71 7,093
38951 UNDERGROUND DIST. 17 - HARDING. ROOSEVELT GCC 509.800
SUBTOTALSTREETPROJECTS 187,427.995 69,016,604
LOANS TO OTHER FUNDS
GENERAL FUND TO GOLF COURSE FUND GCC 2,737.200 2,737,200
GCC LOAN TO BTD#2 GCC 840,000 500,000
GENERAL FUND LOAN TO PIL SW - POINSETTIA PARK GCC 550,000 550,000
GAS TAX LOAN BTD#2 GAS TAX 2,471,944 2,471,944
GAS TAX LOAN TO BTD#3 CANNON ROAD WEST GAS TAX 2,000,000 2,000.000
GAS TAX LOAN TO CANNON/COLLEGE GAS TAX 200,000 200,000
GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION GCC 860.000 860.000
180
-
BALANCE
300,000
560,900
522,115 - 319,862
66.805
BUILDOUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10
1,670,000
150,000 150,000 850,000
450,000
1,382,708
FORWARD 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2009-2013 2014-2020
63,200 I 1,000,000
272.655 I I
121,182
152,330
255,000 196,000
1.804.000
160,000
750.000 6.450.000
12,000
.- 1,237,177
105,000
330.563
231,201 - 23.748
95.172
710.582 I I
100,000
- I
2,589,513
I .I 53.168 .-
I 2,000,000
1 260 000
1,870,000
1,169.000
~~ 4,502 - 160,880
9.370
2,999,282
1,350,000
11,080
67,842
358,691
42
250,000 -
323,000
959.000
15,500,000
400,000 400,000 400,000 400,000 400,000 2,000,000 2,800,000
7 82,671
21,971,276
I 1,500,000
150,000 I
70,000 70,000 70,000 70,000 70.000 350,000 490,000
509,800
23,179,000 6,827.708 3,757,230 4,529,000 2,770,000 16,387,177 38,990,000
143,495
15,000
51.966
- I 1
181
PR€UM/NARY - DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2003/2004 TO BUILD OUT -_
TOTAL PRIOR PROJECT
JOB KEY PROJECT TITLE FUND BUDGET WPIENC
320,000 GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES
GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION GCC 2.250.000 2.250.000
GCC 320,000
..
GCC LOAN TO FARADAYIMELROSE GCC 790,854 790.854
PHASE II LOAN TO RECYCLED WATER WATER REPL 14,500,000 14,500,000
~~ LOAN TO WATER CONNECTION FUND WATER REPL 1 .ooo.ooo I .ooo.ooo - ,.
SEWER REPL TO SEW BENEF FOR LIFT STATION PUMP SEWER REPL 7,592 7,592
NEW GENERAL FUND LOAN TO SC RDA FOR ENCINAS BRIDGE GCC 451,000
NEW SEWER REPL TO SEW BENEF FOR S AGUA HEDIONDA INTERCEPTOR SEWER REPL 5.270 000 3.770 000 ~ ~ .. , . -- -
31,957,590 - SUBTOTAL FUTURE LOANS TO OTHER FUNDS 34,248,590
LOAN REPAYMENTS
~
GOLF COURSE FUND TO GENERAL FUND GOLF COURSE 2,737,200
BTDW REPAYMENT TO GCC BTDW 840,000
BTD#2 REPAYMENT TO GAS TAX FUND BTMn 2,471,944
BTD#3 CANNON ROAD WEST TO GAS TAX FUND BTDR 2,000,000
CANNONICOLLEGE TO GAS TAX FUND OTHER 200.000
PIL-NW TO GCC FOR PINE SCHOOL ACQUISITION PIL-NW 860,000
320.000 PIL=NW TO GCC FOR MADISON ST PROPERTY PURCHASES
2,250,000 PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION
PIL-NW
PIL-SE
PIL SW TO GF FOR POINSElTIA PARK PIL-SW 550.000
SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SEW BENEF 5,270,000
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SEW BENEF 7,592
FARADAYIMELROSE TO GCC OTHER 790.854
RECYCLED WATER TO WATER REPLACEMENT RECL WATER 14,500,000
SOUTH CARLSBAD RDA REPAYMENT TO GENERAL FUND REDVL BONDS 451,000
LOAN FROM WATER REPLACEMENT FUND WATER CONN I .ooo.ooo
SUBTOTAL LOAN REPAYMENTS 34,248,590 0 -
GRAND TOTAL ALL FUNDED PROJECTS 648,046,626 176,523,761
UNFUNDEDPROJECTS
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT 1,804,000
EL CAMINO REAL WIDENING -CASSIA RD TO CAMINO VlDA ROBLE 4,026,000
POlNSElTlA LANE - REACH "E" 7,910,000
15,700,000 CANNON ROAD - REACH 4 - COLLEGE TO CITY LIMITS
TOTAL UNFUNDED PROJECTS 29,440,000
182
- BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2003-2004 2004-2005 20052006 2006-2007 2007-2008 2009-2013 2014-2020
I 1
0
255,000 196,000
1,500,000
I .755.000 196.000
.- 2,737,200
840,000
2.471.944
2,000,000
200,000
860,000
320,000
1,000,000 1,250,000
.-
~ 550,000
.I- 5,270,000
7.592
2,737,200
840,000
2.471.944
. _-
790.854
7,250,000 7,250,000
451 .OOO
105,614,939 I 55,508,618 60,632,903 44,473,377 19,874,442 6,720,044 80,652,292 97,706,250
~~
0
183
1,000,000
2,000,000 8,590,854 8,430,000 200,000 2,000.000 13,027.736
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2002-2003
FllND
ASSESSMENT DISTRICTS
BTDW - POINSETTIA LANElAVlARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNETlHlGHWAY
TRANSNETILOCAL
TRANSN ET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
JULY 1.2002
UNRESERVED
BALANCE
638,828
5,242,780
3,277.966
32,840,436
19,479,021
5,702,319
11,651,993
573,776
583.595
0
548.01 1
8,125,748
1,695,604
672.929
1,570.613
175,390
5,269,556
1,640,454
7,813,100
31,190,858
904,567
5,360,713
29,942.626
16,810,162
160,642
6,477,423
0
832,601
6,285,696
818,466
9,793,899
18,750.292
ESTIMATED
REVENUES
404,932
405,989
115,620
3.851,475
1 1,825,757
1,790.461
379,613
0
234,896
467,070
76,721
3,820,014
1.043.063
72,895
208,843
1,628.250
463,724
65,354
634,321
5,443,498
12,312
364,094
4,191,500
1,912,829
141,413
1,312,045
31 1,577
1 ,159.177
2,677,910
19,365
2,586,844
20,762,310
ESTIMATED
CAPITAL
EXPENDITURES
404,943
1,273,861
1,760,328
6,642,339
7,320,192
3,365,824
1,072,789
170,049
133,558
422,168
249,914
259,184
219,836
14,447
61.954
949
4,378,073
1,548
618,495
5,478,340
60,176
2,131,267
2.392.789
917.651
147,904
500,837
171,592
180,288
1,676,068
557,937
852,972
15,029,563
ESTIMATED
DEBT SERVICE
LOANSBOTHER
165,000
(2,685,008)
0
(45,000)
0
(200,000)
10,000
(218.667)
0
0
0
0
(350,000)
0
0
0
0
(1,000,000)
0
0
0
0
(1 94,230)
0
0
0
0
0
0
0
(996,721 )
(405,000)
JUNE 30,2003
PROJECTED -
BALANCE 803,817
1,689,900
1,633,258
30,004,572
23,984,586
10,968,817
185,060
684,933
374.818
11,686,578
2,168,831
731,377
1,717,502
1,802,691
1,355,207
704.260
7,828,926
31,156,016
3,593.540
31 .547,107
17,805,340
154,151
7.288.631
139.985
1,811,490
7,287,538
279,894
10,531,050
24,078,039 -
-
3,926,956 -
44,902 -_
-
856,703 -
-.
-
WATER - REPLACEMENT 13,566.277 1,913,790 2,866,002 (584,852) 12,029,213
TOTAL 248,396,341 70,297,662 61,333,837 (6,504,478) 250,855,688
184
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FORM 2003-2004
-
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANUAVIARA PKWY
-BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
-
GRANTS - COUNTY
-GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 DRAIN%
PUBLIC FACILITIES FEE - REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY - TRANSNET/LOCAL
TRANSNETBTP
- TDA
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
JULY 1,2003
PROJECTED
BALANCE
803,817
1,689.900
30,004,572
23,984,586
3,926,956
185,060
684,933
44,902
1 1,686.578
731,377
1,717,502
1,802,691
1,355,207
704,260
7,828,926
31,156.016
856,703
3,593,540
31,547.1 07
17,805,340
154,151
139,985
1,811,490
7,287.538
279.894
10,531,050
24.078.039
I ,633,258
10,968,817
374,818
2,168,831
7,288,631
ESTIMATED
REVENUES
0
1,195,982
101,250
3,604,962
1.576,242
2,519,687
1,000,000
0
0
0
0
3,605,000
0
73,331
115,651
264,436
814,419
604,497
3,525,454
651,000
1,749,725
1,637,216
1,400,000
0
796,052
0
0
3,693,000
0
1,758.153
3,737,276
28,177
-- WATER - REPLACEMENT 12,029,213 3,396,860
TOTAL 250,855,688 37,848,370
656,547
1,601,056
63.200
138,758
8,106,963
2,777,644
4,790,080
185,060
0
30,675
231,201
850,494
480,742
0
1,128,381
0
0
210,304
5.71 9.81 8
18,237.74 I
776,266
572,66 1
7,556,302
7.758,758
67,842
1,526,947
3,974
545,846
7,073.631
225,992
4,915,168
23,153,391
2002-2003
CONTINUING NEW
APPROPR. APPROPR.
22.000
750,000
0
110.000
16,669,000
750.000
957,500
0
0
0
100,000
195,300
0
0
120,000
0
1,000,000
0
0
10,880,l IO
347,000
4,431,921
1,615.626
7,357,184
0
950,000
0
0
3,693,000
0
3,074,178
159.527
6,229,497 2,326,272
105.614,939 55,508,618
2003-2004
TOTAL CIP
APPROPR.
678,547
2,351,056
63,200
248,758
24,775,963
3.527,644
5,747,580
985,060
0
30,675
331,201
1,045,794
480,742
0
1,248.381
0
1,000,000
210.304
5,719,818
29,117,851
1,123,266
5.004.582
9,171,928
15,115,942
67,842
2,476.947
3,974
545,846
1 0,766,63 I
225,992
7,989,346
23,312,918
8,555,769
161,123,557
JUNE 30,2004
PROJECTED
BALANCE
125,270
534,826
1,671,308
33,360,777
784,865
2,91a,999
6,221.237
0
684,933
14,227
43,617
14.245.784
1,688,089
759,553
542.452
I ,918.342
619.643
1,308,375
2,713,605
5.563.619
384,437
338,683
24,012,395
4,089.398
86.309
5.607.736
136.01 1
1,265,644
213.907
53.902
4.299.857
4,502,397
127,580,501
6,870,304
185
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
2002-2003 2003-2004 1999-2000 2000-2001 2001-2002
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
REVENUE FUND REVENUES REVENUES REVENUE REVENUE
ASSESSMENT DISTRICTS 17,402,714 99,664 I ,254,130 404,932 0
BTD#2 - POINSETTIA LANEIAVIARA PKWY 508.690
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNETKTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
732,389
13,675,926
7,881,331
1,621,261
1,048,117
299,443
392,844
63,526
341,082
2,056,779
426,600
251,326
93,634
178,334
505,336
346,922
955.131
9,802,551
112,219
429,837
6,020,054
7,635,353
80,458
2,045,988
1,256
1,030.781
8,248,042
60.903
4,182,167
2,091,983
1,196,818
294.547
13.431,776
1,817,868
2,058,987
5,470,004
0
821.023
17,008
1,593,186
3,415,471
328,364
197,908
107.1 09
299,488
575,018
327.437
818,567
11.200.696
65,394
1,193,530
6,273,019
3,517.708
2 16,490
2,274.739
0
85.482
2.1 86,597
127,491
4,746,830
652,387
3,850,521
200,151
8.150.245
3,268.765
2,078,795
4,278,498
0
290,318
342,827
1,070,012
3,676,384
146.865
108,709
532,417
282,916
538,255
979,445
1,177,836
6,741,413
130,718
800,554
9,472.325
3,171,976
7.941
1,242,674
0
52,570
2,508,640
70,313
2,546,628
16,722,716
405,989
11 5,620
3,851,475
11,825,757
1,790.461
379,613
0
234,896
467,070
76,721
3,820,014
1,043,063
72,895
208,843
1,628,250
463,724
65,354
634,321
5.443,498
12,312
364,094
4,191,500
1,912,829
141,413
1,312,045
31 1,577
1,159,177
2,677,910
19,365
2,586,844
20,762,310
1,195,982
101,250
3,604,962
1,576,242
2,519,687
1,000,000
0
0
0
0
3,605,000
0
28,177
73,331
11 5,651
264,436
814,419
604,497
3,525.454
651,000
1,749,725
1,637,216
1,400,000
0
796,052
0
0
3.693,OOO
0
1,758,153
3,737,276
WATER - REPLACEMENT 10,683,240 4.1 59,407 3,457,473 1,913,790 3,396,860
TOTAL CAPITAL FUNDS 101,206,217 69,570,013 79,153,030 70,297,662 37,848,370
Note: Revenues include interfund loans and transfers.
186
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
-
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANE/AVIARA PW
..-BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
-GENERAL CAPITAL CONST.
-
,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 BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNETETP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
-
- TDA
--TRANSNET/LOCAL
2000-2001
ACTUAL
84,523
1,129,000
499.500
2.979.486
946.720
258,440
1,812,074
805,291
200,000
17,008
36,228
0
392,320
10.184
0
408,402
0
0
655,081
9,156,779
43.316
756,933
1,587,897
2,389,869
129.000
1,225,108
0
209,467
718,530
68,047
1,862,247
166.387
2001-2002
ACTUAL
1,136,432
1,169,980
133,140
17,048,549
1,100,912
1,874.437
1,475,917
81,387
666.442
342,827
2,449,474
842,691
296,300
3,868
204,833
424,109
624,978
130,995
394,569
5,954,871
497.112
332,469
9,321,046
2,081,600
146.114
193,236
0
113,126
5,470,554
699,451
2,494,192
533,672
2002-2003 (1 )
ESTIMATED
239.943
3,958,869
1,760,328
7,320,192
3,565.824
1,062,789
388,716
133,558
422.168
249,914
259,184
569,836
14,447
61,954
949
4,378,073
1,001,548
618.495
5,478.340
60.176
2.1 31,267
2.587.01 9
917,651
147.904
500,837
171,592
180,288
1,676,068
557,937
1,849,693
15.434563
6,687,339
--WATER - REPLACEMENT 1,407,665 1,643.575 3,450,854
TOTAL CAPITAL FUNDS 29.955.502 59,882,858 67,838,315
2003-2004
TOTAL CIP
APPROPR.
2002-2003 2003-2004
CONTINUING NEW
APPROPR. APPROPR.
656,547 22,000
1,601,056
63,200
138.758
8,106,963
2,777.644
4,790,080
185,060
0
30,675
231,201
850,494
480,742
0
1,128,381
0
0
210,304
5,719,818
18,237.741
776.266
572,661
7,556,302
7,758,758
67,842
1,526,947
3,974
545,846
7,073,631
225.992
4,915,168
23,153,391
750,000
0
11 0,000
16,669,000
750,000
957,500
0
0
0
100,000
195,300
0
0
120,000
0
1,000,000
0
0
10,880,110
347,000
4,431,921
1,615,626
7,357,184
0
950,000
0
0
3,693,000
0
3,074,178
159,527
678.547
2,351,056
63,200
248,758
24,775,963
3,527,644
5,747,580
185,060
0
30,675
331,201
1,045,794
480,742
0
1,248,381
0
1,000,000
210.304
5.71 9,818
29,117.851
1,123,266
5,004,582
9,171,928
15,115,942
67,842
2,476,947
3,974
545,846
10,766,631
225,992
7,989,346
23,312,918
8,555,769
105,614,939 55,508,618 161,123.557
6,229,497 2,326,272
-(I) 2002-2003 estimated amount includes actual expenditures and encumbrances.
-
c
187
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2003 TO BUILDOUT
PtAR 1 2003 - 2004 1 BEGINNING
FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING
125,270 ASSESSMENT DISTRICTS 147,270 0 22,000
BTD#2 - POINSETTIA LANWAVIARA PKWY 88.844 1,195,982 750,000 534,826
BTD#3 - CANNON ROAD WEST 1,570,058 101,250 0 1,671,308
CFD #I - CITYWIDE 29,865,814 3,604,962 110,000 33,360,777
CFD #2 - RANCHO SANTA FE ROAD 15,877,623 1,576,242 16,669,000 784,865
GAS TAX 1 ,I 49,312 2,519,687 750,000 2,918.999
GENERAL CAPITAL CONST. 6,178,737 1,000,000 957,500 6,221,237
GOLF COURSE 0 0 0 0
GRANTS -COUNTY 684,933 0 0 684,933
GRANTS - FEDERAL 14,227 0 0 14,227
GRANTS - STATE 143,617 0 100,000 43,617
INFRASTRUCTURE REPLACEMENT 10,836,084 3,605,000 195,300 14,245,784
1,688,089 OTHER 1,688,089 0 0
PARK FEE ZONES 5.13.16 731,377 28,177 0 759,553
PARK-IN-LIEU NE 589,121 73,331 120,000 542,452
PARK-IN-LIEU NW 1,802,691 11 5,651 0 1,918,342
PARK-IN-LIEU SE 1,355,207 264,436 1,000,000 619,643
PLANNED LOCAL DRAING 2,109,108 604,497 0 2,713,605
PUBLIC FACILITIES FEE 12,918,275 3,525,451 10,880.1 10 5,563,619
REDEVELOPMENT BONDS 80,437 651,000 347,000 384,437
SEWER BENEFIT AREAS 3,020,879 1,749,725 4,431,921 338,683
SEWER CONNECTION 23,990,805 1,637,216 1,615,626 24,012,395
TDA 86,309 0 0 86,309
TRAFFIC IMPACT FEE 5,761,684 796,052 950,000 5,607,736
TRANSNET/BIKE 136,011 0 0 136.01 1
TRAN SN ET/H I G H WAY 1,265,644 0 0 1,265,644
TRANSNETLOCAL 213,907 3,693.000 3,693,000 213,907
TRANSNET/STP 53,902 0 0 53,902
WATER - MAJOR FACILITY 5,615,882 1,758,153 3,074,178 4,299,857
WATER - RECYCLED WATER 924,648 3,737,276 159,527 4,502,397
WATER - REPLACEMENT 5,799,716 3,396,860 2,326,272 6,870,304
TOTAL 145,240,749 37,848,370 55,508,618 127,580,501
PARK-IN-LIEU SW 493,956 814,419 0 I ,308,375
SEWER REPLACEMENT 10,046,582 1,400,000 7,357,184 4,089,398
(1) Beginning balance on 7/1/2003 is net of continuing appropriations.
188
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAllABLE BALANCES
2003 TO BUILDOUT
EAR 2 2004 - 2005 I BEGINNING - FUND BAL 7/1/2004 REVENUE EXPENDITURES ENDING
125,270 ASSESSMENT DISTRICTS 125,270 0 0
BTD#2 - POlNSElTlA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
-
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE I
GRANTS - COUNTY
GRANTS - FEDERAL - GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER CONNECTION
SEWER REPLACEMENT
TDA _- TRAFFIC IMPACT FEE
TRANSNET/BlKE
TRANSNET/HlGHWAY
TRANSNET/LOCAL
TRANSNET/STP
-
- SEWER BENEFIT AREAS
-
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
534,826
1,671,308
33,360,777
784,865
2,918,999
6,221,237
0
684,933
14.227
43,617
14,245,784
1,688,089
759,553
542,452
1,918,342
61 9,643
1,308,375
2,713,605
5,563,619
384,437
338,683
24,012,395
4,089,398
86,309
5,607,736
136,011
1,265,644
213,907
53,902
4,299,857
4,502,397
2,561,800
243,626
6,048.156
959,972
1,700,000
790,854
0
0
1,804,000
0
3,713,150
0
143,364
506,650
252,059
375,543
594,426
1,289,876
5,354,827
200,000
619,448
2,795,095
1,400,000
0
1,310,337
0
0
1,900,000
0
2,710,275
151 60,000
0
925,000
19,237,243
0
150,000
51 1,000
0
0
1,804,000
0
355,000
790,854
0
0
0
0
550,000
0
1,955,000
196,000
100,000
13,777.892
3,382.879
0
1,852,708
0
0
1,900,000
0
885,800
7,409.527
3,096,626
989,934
20,171,690
1.744,837
4,468,999
6,501,091
0
684,933
14,227
43,617
17,603,934
897,235
902,917
1,049,102
2,170,401
995,186
1,352,801
4,003,481
8,963,446
388,437
858,131
13,029,597
2,106,519
86,309
5,065,365
136,011
1,265,644
213,907
53,902
6,124,333
12,252,870 -- WATER - REPLACEMENT 6,870,304 9,691,597 4,850,000 11,711,901
TOTAL 127,580,501 62,125,056 60,632.903 129,072,653
189
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2003 TO BUILDOUT
PtAR 3 2005 - 2006 i
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANEIAVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNEnBlKE
TRANSNET/H I GH WAY
TRANSNETILOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
BEGINNING
BAL 7/1/2005
125,270
3,096,626
989,934
20,171,690
1,744,837
4,468,999
6,501,091
0
684,933
14,227
43,617
17,603,934
897,235
902,917
1,049,102
2,170,401
995.186
1,352,801
4,003,481
8,963,446
388,437
858,131
13,029,597
2,106,519
86,309
5,065,365
136,011
1,265,644
213,907
53,902
6,124,333
12,252,870
REVENUE
0
400,850
379,638
4,429,564
14,026
1,750,000
1,180,000
0
0
0
0
3,824,545
0
172,367
539,982
180,889
375,543
345,545
1,292,998
4,603,286
200,000
933,409
6,112,208
1,500,000
0
1,300,451
0
0
2,100,000
0
2,301,487
2,160,000
EXPENDITURES
0
0
0
10,245,000
0
0
822,300
0
0
0
0
0
0
0
0
1,180,000
0
0
0
5,604,000
0
355,000
10,887,034
2,415,193
0
1,147,430
0
0
2,100,000
0
1,045,000
7,929,932
ENDING
125,270
3,497.476
1,369,572
14,356,253
1,758,863
6,218,999
6,858,791
0
684.933
14,227
43,617
21,428,479
897,235
1,075,284
1,589,085
1 ,I 71,290
1,370,729
1,698,346
5,296,479
7,962,732
588,437
1,436,540
8,254,772
1,191,326
86,309
5,218,386
136,Ol I
1,265,644
21 3,907
53,902
7,380,819
6,482,93a
WATER - REPLACEMENT 11.71 1,901 9,737,229 742,488 20,706,642
TOTAL 129,072,653 45,834,018 44,473,377 130,433,294
I90
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2003 TO BUILDOUT
2o06 - 2007 i BEGINNING - FUND BAL 7/1/2006 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 125,270 0 0 125,270
BTD#2 - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
7
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE c
GRANTS - COUNTY
GRANTS - FEDERAL - GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
7 PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER CONNECTION
SEWER REPLACEMENT
TDA - TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNETIHIGHWAY
TRANSNET/LOCAL
TRANSNETKTP
c
- SEWER BENEFIT AREAS
c
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
3,497,476
1,369,572
14,356,253
1,758,863
6,218,999
6,858,791
0
684,933
14,227
43,617
21,428,479
897,235
1,075,284
1,589,085
1,171,290
1,370,729
1,698,346
5,296,479
7,962,732
588,437
1,436,540
8,254,772
1,191,326
86,309
5,218,386
136.01 1
1,265,644
213,907
53,902
7,380,819
6,482,938
394,000
231,592
4,495,271
16,500
1,800,000
0
0
0
0
0
3,939,281
0
21 1,750
713,310
180,889
537,760
2,222
1,347,482
4,842,764
200,000
929,531
6,290,201
1,400,000
0
1.41 3,292
0
0
3,059,000
0
2,544,857
160,000
0
1,000,000
110,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
7,500,000
0
0
5,953,944
1,021,971
0
470,000
0
0
3,059,000
0
200,000
159,527
3,891,476
601,164
18,741,524
1,775,363
8,018,999
6,858,791
0
684,933
14,227
43,617
25,367.759
897,235
1,287,034
2,302,395
1,352,180
1,908,490
1,700,569
6,643,961
5,305,496
788,437
2,366,071
8,591,029
1,569,355
86,309
6,161,678
136,011
1,265,644
213,907
53,902
9,725,677
6,483,411
WATER - REPLACEMENT 20,706,642 2,401,249 400,000 22,707,891
TOTAL 130,433.294 37.1 10,952 19,874,442 147,669,804 -
191
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2003 TO BUILDOUT
PEAR 5 2007 - 2008 1 BEGINNING
FUND BAL 7/1/2007 REVENUE EXPENDITURES ENDING
125.270 ASSESSMENT DISTRICTS 125,270 0 0
BTW - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNEnLOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
3,891,476
601,164
18,741,524
1,775,363
8,018,999
0
684,933
14,227
43,617
25,367,759
897,235
1,287,034
2,302,395
1,352,180
1,908,490
1,700,569
6,643,961
5,305,496
788,437
2,366,071
8,591,029
1,569,355
86,309
6,161,678
136,011
1,265,644
213,907
53,902
9,725,677
6,a58,791
6,4a3,41 I
843,160
180,562
4,149,401
0
2,050,000
0
0
0
0
0
4,057,459
0
197,950
639,979
180,889
42,221
2,222
1,067,726
3,884,268
200,000
741,368
1,656,748
1,400,000
0
1,269,252
0
0
2,300,000
0
1,930,459
160,000
0
0
110,000
0
0
0
0
0
0
0
0
200,000
0
0
0
0
0
0
500,000
0
0
955,506
625,011
0
470,000
0
0
2,300,000
0
1,400,000
159,527
4.734,636
781,726
22,780,926
1,775,363
10,068,999
0
684,933
14,227
43.617
29,425,219
697,235
1,484,984
2,942,374
1,533,069
1,950,710
1,702,791
7,711,687
8,689,764
988,437
3,107,439
9,292,271
2,344,344
86,309
6,960,930
136,011
1,265,644
213,907
53,902
10,256,135
6.a~a.791
6,483,884
WATER - REPLACEMENT 22,707,891 2,460,000 0 251 67,891 TOTAL 147,669,804 29,413,665 6,720,044 170,363.425
192
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAJLABLE BALANCES
2003 TO BUILDOUT
PEAR *0°* - 2013 I BEGINNING
FUND BAL 7/1/2008 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 125,270 0 0 125,270
BTDW - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETIBI KE
TRANSNEnHlGHWAY
TRANSNET/LOCAL
TRANSNETSTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
4,734,636
781,726
22,780,926
1,775,363
10,068,999
6,858,791
0
684,933
14,227
43.61 7
29,425,219
697,235
1,484,984
2,942.374
1,533,069
1,950,710
1,702.791
7,711,687
8,689,764
988,437
3.1 07,439
9,292,271
2,344,344
86,309
6,960,930
136,011
1,265,644
21 3,907
53,902
10,256,135
6,483,884
4,460,655
1,754,389
977,638
0
11,500,000
0
0
0
0
0
20,500,000
0
1,061,244
1,399,955
951,893
86,664
573,315
3,267,444
17,502,807
200,000
2,227,868
2,632,564
7,000,000
0
6,121,660
0
0
2,600,000
0
1,988,983
800,000
0
2,000,000
13,222,000
0
7,700,000
1,350,000
0
0
0
0
0
0
0
0
0
0
0
500,000
24,553.177
.O
0
4,998,533
5,938,447
0
4,550,000
0
0
2,600,000
0
8,028,500
797,635
9,195,291
536,115
10,536,564
1,775,363
13,868,999
5,508,791
0
684,933
14,227
43.617
49,925,219
697,235
2,546,228
4,342,328
2,484,963
2,037,374
2,276,105
10,479,131
1,639,394
1,188,437
5,335,307
6,926,302
3,405,897
86,309
8,532,590
136,011
1,265,644
213,907
53,902
4,216,618
6,486,249
WATER - REPLACEMENT 25,167,891 12,800,000 4,414,000 33,553,891
TOTAL 170,363,425 100,407,078 80,652,292 190,118,211
193
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2003 TO BUILDOUT
013 to Buildout i BEGINNING
FUND BAL 7/1/2013 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 125,270 0 0 125,270
BTDR - POlNSElTlA LANE/AVIARA PKWY 9,195,291 1,630,950 10,601,944 224,297
BTD#3 - CANNON ROAD WEST 536,115 1,071,900 0 1,608,015
CFD #I - CITYWIDE 10,536,564 780,467 9,785,000 1,532,031
CFD #E - RANCHO SANTA FE,ROAD 1,775.363 0 0 1,775,363
GAS TAX 13,868,999 16,471,944 14,150,000 16,190,943
GENERAL CAPITAL CONST. 5,508,791 2,090,000 0 7,598,791
GOLF COURSE 0 2,737,200 2,737,200 0
GRANTS - COUNTY 684,933 0 0 684,933
GRANTS - FEDERAL 14,227 0 0 14,227
GRANTS - STATE 43,617 0 0 43,617
INFRASTRUCTURE REPLACEMENT 49,925,219 29,400,000 0 79,325.219
OTHER 697,235 0 0 697,235
PARK FEE ZONES 5,13,16 2,546,228 280,154 2,626.000 200,381
PARK-IN-LIEU NE 4,342,328 1,974,658 6,300,000 16,987
PARK-IN-LIEU NW 2,484,963 1,094,233 2,980,000 599.1 95
PARK-IN-LIEU SE 2,037,374 0 1,250,000 787,374
PARK-IN-LIEU SW 2,276,105 424,431 2,700,000 536
PLANNED LOCAL DRAING 10,479.1 31 3,921,702 14,315,000 85,833
PUBLIC FACILITIES FEE 1,639,394 11,458,930 11,410,000 1,688,324
REDEVELOPMENT BONDS 1,188.437 200,000 451,000 937,437
SEWER BENEFIT AREAS 5,335,307 1,672.41 3 5,277,592 1,730,128
SEWER CONNECTION 6,926,302 125,148 1,996,609 5,054,841
SEWER REPLACEMENT 3,405,897 23,090,086 2,100,000 24.395,983
TDA 86,309 0 0 86,309
TRAFFIC IMPACT FEE 8,532,590 2,814,820 8,900,000 2,447,411
TRANSNETIBIKE 136,011 0 0 136,Ol I
TRANSNET/HIGHWAY 1,265,644 0 0 1,265,644
TRANSNETILOCAL 213,907 0 0 213,907
TRANSNETlSTP 53,902 0 0 53,902
WATER - MAJOR FACILITY 4,216,618 388,522 0 4,605,140
WATER - RECYCLED WATER 6,486.249 1,120,000 125,905 7,480,344
WATER - REPLACEMENT 33,553,891 18,620,000 0 52,173,891
TOTAL 190,118,211 121,367,557 97,706,250 213,779,518
194
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2003 TO BUILDOUT
BEGINNING TOTAL TOTAL fl
FUND BALANCE REVENUE EXPENDITURES ENDING
125,270 ASSESSMENT DISTRICTS 147,270 0 22,000
BTD#2 - POINSETTIA LANEIAVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
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 BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/B I KE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNETISTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
88,844
1,570,058
29,865,814
15,877,623
1,149.31 2
6,178,737
0
684.933
14.227
143,617
10,836,084
1,688,089
731,377
589,121
1,802,691
1,355,207
493,956
2,109,108
12,918,275
80.437
3,020,879
23,990,805
10,046,582
86,309
5,761,684
136.01 1
1,265,644
21 3,907
53,902
5,615,882
924,648
11,487,397
3,962,957
24,485,459
2,566,740
37,791,631
5,060,854
2,737,200
0
1,804,000
0
69,039,435
0
2,095,005
5,847,866
2,956,504
I ,682,168
2,756,580
12,791,725
51,172,336
1,851,000
8,873,762
21,249.1 80
37,190,086
0
15,025,864
0
0
15,652,000
0
13,622,736
23,297,276
11,351,944
3,925,000
52,819,243
16,669,000
22,750,000
3,640,800
2,737,200
0
1,804,000
100,000
550,300
990,854
2,626,000
6,420,000
4,160,000
2,250,000
3,250,000
14,815,000
62,402,287
994,000
10,164,513
40,185,144
22,840,685
0
18,340,138
0
0
15,652,000
0
14,633,478
16,741,580
224,297
1,608,015
1,532,031
1,775,363
16,190,943
7,598,791
0
684.933
14.227
43,617
79,325,219
697,235
200,381
16.987
599.195
787,374
536
85,833
1,688,324
937,437
1,730,128
5,054,841
24,395,983
86,309
2,447,411
136,011
1,265,644
213,907
53,902
4,605,140
7,480,344
WATER - REPLACEMENT 5,799,716 59,106,935 12,732,760 52,173,891 TOTAL 145,240,749 434,106,695 365,567,926 21 3,779,518
195
I GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES I
Assessments Districts (ASMT DlST) - Capital projects financed by the issuance of Assessment
District bonds. Pr.ojects include street construction and improvements to Alga Road and College
Boulevard.
Bridqe and Thorouuhfare 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.
County Grants (COUNTY) - County contributions partially fund Orion Street from El Camino Real
to Faraday. -
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the Bridge on Rancho Santa Fe Road North. -.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City's General Fund, are used to fund various municipal and other capital
projects.
-
Golf Course - The Golf Course Enterprise fund is used to pay for construction of the City's
Municipal Golf Course.
Infrastructure Replacement Fund - Receipt of license taxes on new construction and annual
transfers from the General fund pay for major maintenance and replacement of the City's
infrastructure.
Other - Contributions from other agencies or nearby cities fund projects including the Vista-
Carlsbad Sewer Interceptor and South Agua Hedionda Interceptor construction.
Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and
development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL
Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE.
Planned Local Drainaqe (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.
Sewer Benefit Area Fees (SEWER BENEF) - Development fees collected for the construction
and improvement of interceptor systems located within specific Benefit Areas.
196
Sewer Connection (SEWER CONN) - Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and pays
for repair and replacement of the City’s existing sewer system.
State Grants (ST GRANT) - State Grants include funding for the Coastal Rail Trail and Carlsbad
Boulevard Bridge replacement.
Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in assessed
values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and
finance land acquisition and project construction in the downtown Village district.
TDA - City street and bicycle projects receive funding from Transportation Development Act
sales tax receipts.
Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (TRNSNT/BIKE. /HWY, /LOCAL, lSTP) - 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 CONN) - Development fees include Major Facility Fees used to fund
expansion of water lines and various water projects.
Water Replacement (WATER REPL) - Water Replacement funds are included in water utility
rates and pay for the repair and replacement of existing water lines and facilities.
Water 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.
197
198
Opera fin9 Budget tf Capital Improvemen f f?rogram
FY 2003- 2004
I
c
CITY OF CARLSBAD
PLANNED MAJOR CAPITAL OUTLAY ITEMS 2003-2004
OrgKey Department Item Descrlption atv cost JB6IWRLyIJIRqJD I
0012121 POLICE - TRAFFIC Motorcycle, Full Size, New 2 23,400
Motorcycle, Full Size, Replacemen 2 23,400 Subtotal Poli -Traffic 46,800
Motorcycle, Full Size, New 2 23,400
Motorcycle, Full Size, Replacemen 2 23,400 Subtotal Poli -Traffic 46,800
0012220 FIRE - EMERGENCY OPERATIONS Thermal imagiryl mraf 1 11,cGQ
11.000 Subtotal Fire - Emergency Operations
I TOTAL PUBLIC SAFETY $57,800 1
0015020 PARKS MAINTENANCE New trailer at Parks Yard 1 49,795
Subtdal Parks Maintenanc6 49,795
0015060 FACILITIES MAINTENANCE Light duty pickup truck for Public Works Supervisor 1 21,550
Subtotal Facilities Maintenam 21,550
0016370 PUBLIC WORKS ~ TRAFFIC SIGNAL MAIM. Emeraencv Ballew backup svslern ~ traffic sianal: 15 120,000
120,000 Subldal Public Works - Trans Signal Maintenancc
)TOTAL PUBLIC WORKS $191,345 I
-GENERAL FUND $249 , 145 1
LOTHER FUNDS I
1212110 POLICE ASSETFORFEITURE Motorcycle, Full Size, New 1 11,700
Subtotal Police Asset Forfeiture 31,700 Sedan - Spadal Events Coordinatoi 1 20,000
]TOTAL POLICE ASSET FORFEITURE 531,700 1
1545710 STORMWATER Automatic fire hose washer and loading table 1 13,800
Subtotal Slormwalei 13.800
]TOTAL STORMWATER 513,800 I
5116310 SANITATION OPERATIONS Ford Ranger, 1E-ton pickup truck 1 24,600
Subtotal Sanitation Operations 24,600
I TOTAL SANl-rA-l ION OPERATIONS $24,600 1
6205060 VEHICLE MAINTENANCE Fuel pump upgrades mandated by SWRCE 3 30,000
Subtotal Vehicle Maintenancf 30,000
[ TOTAL VEHICLE MAINTENANCE u0.000~
6215061 VEHICLE REPLACEMENT Sedan, Hybrid 1 21.000
Pickup Truck. Compact 3 60,m
Pickup Truck, 112 Ton 1 20,000 Pickup Truck, 34 Ton 1 24,000
Truck. 1 T Flatbed 3 84.000
Sedan, Police 6 156.000
Sedan, Intermediate 2 36.000
TN&, Fire 1 380,000
Mower, Riding Large 1 32.000 Subtotal Vehicle Raplacemen1 813,000
1 TOTAL VEHICLE REPLACEMENT $813,000 1
6401710 INFORMATION TECHNOLOGY Report sewer to run enterprise report appliitior
CAD Hardware & Equipmenl
Application Sewer for OMS - GIS Goal 4%
Groupwise cluster sewers
Annual replacement of desklop hardwan Sewer reDlacernenl
1 10,000 1 853,000
1 10,OOo 2 18.822 2M) 262.910 9 77,580
Replace &e database sewei 1 146,540 Subtotal Information Technolog\ 1378,852
51,378,852j ]TOTAL INFORMATION TECHNOLOGY
1 99
_.__ ~
CITY OF CARLSBAD
OUT-OF-STATE TRAVEL REQUESTS 2003.04
0010210 CITYCLERK IlMC Annual Conference 1 Whistler, British Columbia Election Center Training 1 TED
001031 0 CITY TREASURER Municipal Treasurers' Assoc of USCAN Conference 1 LasVe~as,NV
0011010 CITYMANAGER Innovation Groups.Transforming Local Gov't Conference 3 Reno,NV
ICMA Best Practices Conference 3 Outof State
Innovation Groups Advisory Meetings 2 Out of Slate
Legislative Meetings 6 Washington, D.C.
iCMA Annual Meeting 3 North Carolina
National League of Cities 2 Washington, D.C.
Innovation Groups Board Meetings 4 Outof State
0011012 COMMUNICATIONS (PIO) Cable Research Trips 4 Out of State
National Association of Broadcasters Conference 3 LasVegas, NV
001 11 10 ADMINISTRATIVE SERVICES ADMIN Innovation Groups.Transforming Local Gov't Conference 1 Reno, NV Innovation Groups FONm Meetings (quarterly) 1 Western Uniied States
#OF
2.500
2,500 5,000
1.400
1,400
4,500
4.000 2.500 3.500
2.500
4,000
3,500
24.500
4,000
3.500 7,500
1 ,000 1,720
2,720
n BUDGET
~ 001 11 12 STRATEGIC CHANGE TEAM Innovation Groups.Transforming Local Goa Conference 3 RenFNV
Research Training Trips 4 Outof State
001 1210 CITY ATTORNEY IMLA Annual Conference 1 Minneapolis, MN
IMLA Mid-Year Conference 1 Washington, DC
Nat'l College of DA's - Government Civil Practice 1 Outof State
0010110 CITY COUNCIL
3,000 1,700
4,700
1,500
1,800
1,200 4,500
lnnwation Groups, Transforming Local Gw't Conference 4 Reno,NV
Legislative Meetings 5 Washington. D.C. National League of Cities
0012131 POLICE VICWNARCOTICS Out of state travel for suspect andror witness interviews TBD TBD
0012140 POLICE SUPPORT OPERATIONS CAD Users Conference 4 Dallas, TX
0012210 FIRE ADMINISTRATION International Fire Chief's Conference 1 Dallas, TX
Innovation Groups. Transforming Local Gdt Conference 1 Reno, NV
0013010 COMMUNITY DEVELOPMENT American Planning Association Conference 1 Washington. D.C.
Conference (TBD) 1 TBD
1 ,000
1 ,ooo
5,000
5,000
1.500
1 ,000 2.500
2,000
1,500
3,500
I I 2,000 2 Reno, NV 001 11 11 ADMIN SERVICES - SPECIAL PROJ. Innovation Groups,Transforming Local Gov't Conference
2,000
0013210 PLANNING American Planning Association Conference 1 Washington. D.C. Permlts Plus Users Conference 1 LasVegas,NV
I 2,000 1 ,m
3,m
0012110 POUCE ADMINISTRATION International Asscciation of Chiefs of Police Annual Conf. 1 Philadelphia, PA I 1,500 1.500
0013310 GEOGRAPHIC INFO. SYSTEMS Hansen Maintenance Mgmt. Software User Conference 1 LasVegas,NV
0013610 BUILDING INSPECTION International Code Council Annual Business Meeting 1 Nashville,TN
Permits Plus Users Conference 1 LasVeqas. NV
0014025 LIBRARY/GENEALOGY Federation of Genealogical Societies Annual Conference 1 Orlando, FL
0014040 LlBRARY/TECHNiCAL SERVICES Sirsi Users Group Conference 1 St. Louis, MO 1 St. Louis, MO
0014070 LIBRARY Ski Users Group Conference 1 St. Louis, MO
Slrsi training in use of 3rd party report writing software
Public Library Association Annual Conference 2 Seattle, WA
200
I
0012120 POLICE FIELD OPERATIONS FBI National Academy 1 QuantiW,VA I 1,500 1,500
1,350
1,350
1 ,000 1,200
2,200
1,300
1.300
1.500
1,500
3,000
1,500
3.000 4,500
I
0012130 POLICE INVESTIGATIONS Out of state travel for suspect andlor witness interviews TBD TBD I 1,200 1,200
CITV OF CARLSBAD
OUT-OF-STATE TRAVEL REQUESTS 200344
I OF
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0014510 PARK PLANNING & REC MGMT American Society of Landscape Architects Conference 1 New Orleans, LA
0015020 PARKS MAINTENANCE Hansen Maintenance Mgmt. Software User Conference 1 Las Vegas, NV
0015710 ENGINEERING American Water Works Association Annual Conference 1 Orlando. FL
CA-NV American Water Works Assoc. Spring Conference 1 LasVegas,NV
American Membrane Technolcgy ASSOC. Conference 1 Boulder, CO
Permits Plus Users Conference 1 LaJVegas.NV
American Society of Civil Engineers Pipelines Conference 1 Baltimore, MD
lnnwation Groups, Transforming Local Gov't Conference 1 Reno,NV
0016010 PUBLIC WORKSADMIN. Permits Plus Users Conference 1 Las Vegas, NV
Hansen Maintenance Mgmt. Software User Conference 1 LasVeaas, NV
0016355 STREET MAINTENANCE Hansen Maintenance Mgmt. Software User Conference 2 LasVegas,NV
.
BUDGET
REQUEST
1,900.
1.900
1,350 ,
1,350
2.500
1 ,000 1.500
1 ,OOo
2.OOO
1 ,000
9,000
1,200
1.350
2,550
2.700
2,700 --
I
1605023 LANDSCAPE MAINT. -TREES Hansen Maintenance Mgmt. Soflware User Conference 1 LasVegas.NV
1615024 LANDSCAPE MAINT. -MEDIANS Hansen Maintenance Mgmt. Software User Conference 1 LasVegas, NV
5016310 WATER OPERATIONS Colorado River Water Users Association 1 LasVegas.NV
Permits Plus Users Conference 1 LasVegas.NV
Harris Utility Billing Conference 1 0rlando.FL
CA-NV American Water Works Assoc. Spring Conference 2 LasVegas.NV
c
1,350
1,350
1,350
1,350
1 ,000
1 ,OOo
2,000
2,000
6.000
5026310 RECYCLED WATER OPERATIONS ltron User Conference 1 Tucson,AZ
CA-NV Amerlcan Water Works Assoc. Spring Conference 2 LasVegas.NV
Trl-State WaterISewer Seminar 2 Laughlin, NV
Western Regional Backflow Conference 2 LasVegas, NV
5116310 SANITATION OPERATIONS Harris Utility Billing Conferem 1 0rlando.FL
Trl-State WaterlSewer Conference 2 Laughlin, NV
6141610 RECORDS MANAGEMENT ARMA Annual Conference 1 Boslon.MA
MER Conference 1 Chicago, IL
1,800
2,000
1 ,000
2,100
6,900
2.000
1 .ooo
3.000
2,000
2.OOO
4,000
.-
~ ~~ ~ 6401710 INFORMATION TECHNOLOGY lnterop
Permits Plus Users Conference
Erainshare
RFA Users Copnference
EiTech Users Conference
AllM Conference
Sirsi Users Conference
NEAX Users Conference
Harris Utility Billing Conference
Hansen Maintenance Mgmt. Software User Conference
Nwell Advisor Summit
Management Conference
TNdi
1
1
2
1
2
1
1
1
1
1
3
1
2
Las Vegas. NV
Las Vegas, NV
Salt Lake City, UT
Out of State
Chicago IL
Out of State
St. Louis, MO
Oul of State
Orlando, FL
Las Vegas. NV
Out of State
Colorado
Out of Slate
1,100
3,200
3,500
4.000
32,200
TOTAL OTHER FUNDS I 554,800
GRAND TOTAL TRAVEL
201
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.
Beqinninq/Endinq Fund Balance - Unencumbered resources available in a fund from the
priorkurrent year after payment of the priorkurrent year expenses.
Bond - A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Budqet - An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds that can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
CaDital Improvement Proqram - A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay - Equipment (fixed assets) with a value $1,000 or more and an estimated useful
life of more than one year, such as automobiles and office furniture, which appear in the
Operating budget.
Cost Allocation - A method used to charge General fund overhead costs to other funds, such as
Enterprise funds and Internal Service funds.
Debt Service - The payment of principal and interest on borrowed funds such as bonds.
Department - An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance - A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund - A fund type established to account for the total costs of selected
governmental facilities and services that 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 from July 1 to June 30.
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Fund - A set of interrelated accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance - The amount of financial resources available for use.
General Fund - The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General fund include
Fire, Library, and the City Manager's Office.
Grant - Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity, or facility.
Growth Manaqement Plan - A comprehensive approach to land-use planning ensuring
controlled and managed growth within the City, while providing designated public facilities.
Growth Manaqernent Standards - Standards for acceptable service levels that 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 that provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service funds include Fleet
Maintenance, Information Systems, and Workers' Compensation Insurance.
Maintenance and Operation - A general category used for ctassifying expenditures for materials,
supplies, and services that are normally used within the fiscal year.
Operatins Buduet - The annual appropriation of funds for ongoing program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Operatins Costs - Estimated expenses that 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 that collects revenues that are restricted by the City, State, or
federal government as the method by which they may be spent.
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