HomeMy WebLinkAbout; ; 1997-1998 Budget; 1997-07-01CITY
CALIF
Cartsbad Sea Wall
Operating Budget
&
Capital Improvement Program
1997-1998
City of Carlsbad
1997-98 Operating Budget and
Capital Improvement Program
Mayor
Claude "Buddy" Lewis
City Council
Ramona Finnila
Matt Hall
Ann Kulchin
Julie Nygaard
City Manager
Raymond R. Patchett
Financial Management Director
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Hildabrand, C.P.A.
CITY OF CARLSBAD, CALIFORNIA
1997-98 BUDGET
TABLE OF CONTENTS
How the Budget Document is Organized i
Organization Chart ii
BUDGET OVERVIEW
City Manager's Transmittal Letter 1
1997-98 Budget Highlights ....3
Projected Fund Balances 15
Personnel Allocations 16
About the City of Carlsbad 24
CSMFO Budget Awards 26
OPERATING BUDGET
Overview 27
Projected Fund Balances 35
Expenditure Schedule 37
Revenue Estimates 41
Departmental Summaries
General Government
Summary 48
City Council 49
City Manager 50
City Clerk 51
City Attorney 53
Finance 54
Cash Management 56
Purchasing 58
Human Resources 60
Worker's Compensation 62
General Liability 63
Health Insurance 64
Information Systems 65
Miscellaneous Non-Departmental 67
Public Safety
Summary 68
Police Department Summary 69
Administration 70
Field Operations 71
Traffic 72
Volunteer Services/Reserve Program 73
Investigations 74
TABLE OF CONTENTS
Page Two
Public Safety (continued)
Vice/Narcotics 75
Juvenile Diversion 76
Property and Evidence 77
Technical Services 78
D.A.R.E 79
Crime Prevention 80
Communications Center 81
Police Records 82
Police School Resource Officers ..83
Various Asset Forfeiture 84
Bicycle Patrol 85
Fire Department Summary 86
Administration 87
Fire Suppression 88
Fire Prevention 89
Emergency Medical Services 90
Weed Abatement 91
Disaster Preparedness 92
Community Development
Summary 93
Administration 94
Geographic Information System 95
Economic Development 96
Engineering 98
Land Use Planning 100
Planning Commission 101
Growth Management/Habitat Management 102
Building Inspection 103
Library/Culture
Summary 104
Administration 105
Adult Services 107
Genealogy/Local History 109
Centre de Information 110
Children's Services 111
Technical Services 112
Collection Development & Acquisitions 113
Media Services 114
Adult Learning Program 115
La Costa Branch 116
Audiovisual Insurance 117
Library Gifts 118
Cultural Arts 119
TABLE OF CONTENTS
Page Three
Library/Culture (continued)
Sister City 121
Arts Special Events 122
Community Services
Summary 123
Administration 124
Parks and Recreation Commission 126
Park Operations 127
Recreation Operations 129
Recreation Fee Supported 130
Recreation - Aquatics 131
Recreation - Agua Hedionda Lagoon 132
Street Maintenance 133
Major Street Maintenance 135
Traffic Signals 136
Facilities Maintenance 137
Senior Programs 138
Senior Nutrition 140
Senior Donations 141
Street Tree Maintenance 142
Median Maintenance 144
Street Lighting 145
Buena Vista Creek Channel Maintenance 146
Solid Waste Management 147
Carlsbad Golf Course 149
Vehicle Maintenance 150
Vehicle Replacement 151
Housing and Redevelopment
Summary 152
Redevelopment Operations 153
Redevelopment Debt Service 155
Low/Moderate Income Housing 156
Housing - Rental Assistance 157
Administration Housing Trust Fund 158
Community Development Block Grant 160
Water and Sanitation
Summary 162
Water Operations 163
Water Reclamation 165
Sanitation Services 166
TABLE OF CONTENTS
Page Four
CAPITAL IMPROVEMENT PROGRAM
Overview 167
Projected Fund Balances 179
Revenue Estimates 181
Budget Expenditure Schedule 183
Current & Future (1997-98 to Buildout) Projects 184
Analysis of Available Balances 196
Glossary of Capital Project Funding Sources 204
APPENDICES
Planned Capital Outlay Items 206
Conference Travel 210
Continuing Appropriations 214
Gann Appropriations Limit 217
Budget Calendar 218
Accounting Systems and Budgetary Control 219
Resolution Adopting the Budget 220
Resolution Adopting the Appropriation Limit 223
Glossary 224
HOW THE BUDGET DOCUMENT IS ORGANIZED
The beginning of the budget document contains the City Manager's transmittal letter and
overview information. The overview information will provide summary data to the reader
for both the operating budget and the capital improvement program, as well as
information on personnel allocations and debt management issues.
The Operating Budget section begins with an overview of the revenue assumptions and
the policies used to develop the budget. The overview is followed by tables providing
detailed information on fund balances, expenditures and revenues. The following
sections are separated by general function such as General Government, Public Safety,
and Community Development. Within these broad categories, the budget is organized
on a departmental basis. Summaries, financial and descriptive, are included for
departments containing more than one program. The summary page is followed by
detailed program information. Some departments consist of one program only, and thus
only one page is included for them. For each program a financial history, and the 1997-
98 budget figures, is presented. Also included are narrative statements describing
program activities and associated workload measures or performance objectives.
The Capital Improvement Program (CIP) is located toward the back of the budget
document. Included is a discussion of the program as a whole, the revenue sources,
project scheduling, and budgeted 1997-98 expenditures. The discussion is followed by
a multi-page table outlining all capital projects. Ongoing projects are identified along
with the amount of funds already appropriated, while future projects contain an
identification of their estimated cost in the planned year of spending. An analysis of
future revenues and cash balances concludes the presentation of the CIP.
The Appendices contain a detailed listing of the 1997-98 Capital Outlay items by
department. Travel detail is presented next, so that Council may review and approve
these requests. Then a listing of the appropriations carried forward into the 1997-98
budget are presented. The last section of the Appendices provides information on the
Gann Limit, Budget Process, Accounting System and Budgetary Control, the Adopted
Resolution for the Budget, the Gann Limit, and a Glossary.
' PARKINI; -AUTiioRrrY -
r | CITIZENS- |
. COMMITTEE TO —
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CUT OF CARLSBAD ORGANIZATION CHART
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. FOUNDATION .
| PARKS AND I
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I COMMISSION I ' fLANNINC '
COMMISSION
I SENIOR CITIZEN 'DESIGN I
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MAYOR
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TREASURERCITY CLERK
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. (* TRUSTEES .
I COMMnTEE I
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j COMMISSION I
• COMMITTEE, i CITY
MANAGER
CITY
ATTORNEY
' PERSONNEL ASSISTANT TO
CITY MANAGER | HISTORIC |
PRESERVATION
I COMMISSION I
COMMUNITY | |
DEVEL. DIR.
FINANCIAL
MGMT. DIR.
ASSISTANT
CITY MANAGER
CARLSBAD
MUNICIPAL
WATER DISTRICT
ENGINEERINGHUMAN
RESOURCES
HOUSING AND
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MANAGEMENTINFORMATION
SYSTEMS
ECONOMIC
DEVELOPMENTCOMMUNITY
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ELECTED COUNCIL APIXMNTKD
lOAKUS ANDCOMMISMONS UlCAKIMtNIS
OVERVIEW
Citv of Carlsbad
Office of the City Manager
m To the Honorable Mayor and City Council:
** 1997-98 BUDGET TRANSMITTALm
I am pleased to submit to you the 1997-98 Operating and Capital Improvement Programm Budgets for the city of Carlsbad which total $149.8 million with projected revenues of $130.5
m million. Of the total budget, $82.6 million (or 55%) will be used to finance the operations of the
City while $67.2 million (45%) will go towards the construction of capital improvements
•* throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan for all
m services, programs, and capital projects which will assist the Council in the achievement of its
vision for Carlsbad.
Development in the city of Carlsbad has been fairly slow over the past eight years due to the
*" implementation of the growth management program in 1986 and the recession of the early 90's.
,. However, this pattern has changed. The return of a stronger economy coupled with a pent-up
demand for new homes and businesses has resulted in increased development activity. With
"* the pace of growth once again accelerating, the Council and citizens want to ensure that the
^ «-, City's service levels will not be impacted. It was with this goal in mind that thel 997-98 budget
""* was developed.
Under the Growth Management Program, new development is planned to ensure that the
*" revenues are available to build the needed libraries, parks and streets to serve the increasing
M population. The 1997-98 CIP reflects the increased development activity by moving forward a
number of projects that had been scheduled for later years. The plans are currently underway
«• for several major projects including a new 64,000 square foot library slated to open in
spring/summer 1999, the Carlsbad Municipal Golf course opening in 1999-2000, the wideningm of La Costa Boulevard beginning in 1997-98 and Phase II of the Public Safety and Service
„,, Center which will begin construction next year.
m The increase in development is also affecting the operating budget as it brings more people to
the City, either as residents, employees or tourists. This results in a need for more police andm fire services, more recreation programming and increased maintenance on the streets as well
i* as a variety of other services. These service needs were anticipated as the 1997-98 budget
was developed.
m Public safety needs have been addressed on two fronts. The police department has formulated
a two-year staffing plan which will address the City's needs for sworn officers over the next 3 to
MM 5 years. The fire department has also been assessing the projected growth of the City to
— determine the impact on their services. The City has already constructed and staffed the 6 fire
stations needed to serve the build out population. The department is now reviewing the level of
„ emergency medical services it provides to ensure adequate services will be available in the
future.m •""-
^*"r In addition, the staffing needs for the new library have been considered and will be added over
** the next two to three years. Other enhancements to services in the 1997-98 budget include
«• staffing Poinsettia park to provide assistance to residents, additional summer camps for the
1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 • (619) 434-2821 • FAX (619) 720-9461m 1
youths of Carlsbad and a street sweeping program that will ensure the City's public parking lots
are kept litter-free. Staff has also evaluated the operating impacts of the new streets, traffic
signals and parks to ensure that we will be able to maintain Carlsbad's quality of life in the
newly developing regions as well as for our current residents and businesses.
As much as we try to plan for every eventuality, there are some events which are difficult to
predict and it's even harder to know how to plan for them. The adoption of Proposition 218 is
one of these. This proposition establishes new rules for the creation of property related taxes
and charges, which affects both existing taxes and charges and the methods by which such
amounts can be assessed in the future. There are two special districts which may be at risk
due to the passage of Proposition 218. They are (1) the 1972 Act Lighting and Landscaping
District, and (2) the County Service Area (CSA) fee for the 800 MHz radio system. The
Lighting and Landscaping district provides for enhanced street lighting, median landscaping and
tree maintenance in certain street right-of-ways. The 800 MHz radio regional communication
system will replace an aging wireless communication system for the public safety/services
departments allowing greatly improved communications between various agencies.
If both of these revenue sources were lost, it could cost the City up to $2,000,000 in 1997-98 to
continue the programs. In order to fund these programs, either the General fund budget would
need to be reduced or another revenue source would have to be found. Although the City
acknowledges the potential threat of Proposition 218, the actual impact will not be known until
implementing legislation is adopted or the issues are litigated. Therefore, the 1997-98 budget
does not reflect any potential impacts from Proposition 218.
Despite the threats of Proposition 218, Carlsbad's financial status continues to improve.
Assessed values have stabilized, sales taxes are on the rise and, with the opening of the Four
Seasons Hotel, the transient occupancy taxes will get a substantial boost. In addition, the
commercial/industrial corridor continues to attract numerous businesses to Carlsbad. One of
Council's vision statements this year is to provide residents with a better quality of life by
making decisions and policies which implement the general plan, enforce the growth
management plan and are based on what is best for Carlsbad. We believe that the 1997-98
operating budget and capital improvement program supports the achievement of this vision.
I would like to express my appreciation to the City Council for providing the leadership and
support which are crucial to the ability of the City to achieve its goals. I would also like to
recognize the contributions of the City staff for not only creating a successful operating plan and
capital improvement program; but, also for their commitment to providing top quality services to
all who live, work and play in Carlsbad. Their efforts are critical to the City's ultimate success. I
offer them all my thanks for a job well done.
RAYMOND R. PATCHETT
City Manager
June 24, 1997
CITY OF CARLSBAD
1997-98 BUDGET HIGHLIGHTS
WHERE THE MONEY COMES FROM.
1997-98 TOTAL REVENUES
$130.5 MILLION
CAPTTAL REVENUE
$44.8 34%
TAXES
$33.2 26%
LICENSES AND
PERMFTS
$2.9 2%
STATE
SUBVENTIONS
-^^^^^^^^^^^^^^^^^•no- $2.8 2%
OTHER"^^*^^H^^^^^^^^^^^^^^P^ \«T n oo/ / ,7J-Z^^^^^^^^^^^^^^^^ x INTER-jio.U £ /o / INTER- CHARGES FOR
(NTEREST GOVERN- U1"11^ CHARGES SERVICES DEPARTMENTAL
S2.9 2% MENTAL $2°'6 16% S5.3 4% S9'6 7%
$5.4 4%
In millions
WHERE THE MONEY GOES....
CAPTTAL PROJECTS
S67.2 45%
In millions
1997-98 TOTAL BUDGET
$149.8 MILLION
HOUSING &
GENERAL GOVT REDEVELOP-
$14.3 10% MENT
$5.6 4%
PUBLIC SAFETY
$18.6 12%
COIWI.
DEVaOPMENT
$7.5 5%
WATERS
SANFTATION
$19.6 13%
CULTURE' SERVICES
RECREATDN $13.6 9%
$3.4 2%
BUDGET OVERVIEW
The 1997-98 budget for all City funds totals $149.8 million, of which $82.6 million is the
operating budget and $67.2 million is the capital improvement budget. Operating
revenues total $85.7 million and capital revenues total $44.8 million for a total of $130.5
million.
The operating budget allocates the resources for the operations of all City programs for
the fiscal year which runs from July 1 to June 30. The Capital Improvement Program
(CIP) assesses the City's long-term capital needs and identifies potential revenue
sources to meet the needs. The 1997-98 CIP contains the current year budget
allocation and outlines approximately 193 future projects at a total cost of $461.9 million.
The capital projects include civic facilities, such as parks and libraries, as well as all
infrastructure needs anticipated for the future which are not expected to be constructed
by developers.
The overview will begin with the operating budget by looking at the revenues and
expenditures by fund type. A summary of operating expenditures by program will be
provided. Next, the General fund will be discussed in detail addressing the revenue
sources and expenditures. The operating budget section will conclude with budget
balancing actions, staffing information, and threats to the General fund. The Capital
Improvement Program is summarized with a brief description of notable projects.
Finally, debt management will be addressed, along with a schedule of the outstanding
bond issues.
OPERATING BUDGET
1997-98 OPERATING REVENUES
BY FUND TYPE
$85.7 MILLION
ENTERPRISE
S21.6
INTTERNAL
SERVICE
S8.4
REDEVELOP-
MENT!
S1.8
SPEC. REVENUE
S9.0
Revenue Projections by
Fund Type
The City's revenues are
divided into various funds.
Each fund has been
established because of some
restriction on the use of
resources received by that
fund. The City's five fund
types are shown on the
accompanying graph.
The single largest revenue
source is the General fund,
with estimated revenues of
$44.9 million. General fund
revenues come from a variety
of sources including property
taxes, sales taxes, transient
occupancy tax, and development-related fees. The General fund provides funding for
the majority of services available to City residents.
The second largest revenue source, totaling $21.6 million, are the Enterprise Funds.
The Enterprise Funds are a group of funds which operate similar to a business in that
they charge fees to cover the cost of their services. Examples of the City's enterprises
include water and sanitation services and solid waste management.
The next group of funds, with estimated revenues of $9.0 million, are the Special
4
GENERAL
$44.9
In millions
Revenue funds. Examples of funding resources include grants and special
assessments. Funds collected in the category of Special Revenue are legally restricted
to specified purposes.
Internal Service fund revenues, projected to be $8.4 million, are derived from charges to
the City programs which benefit from the services rendered. The funds collected must
be used specifically to support the internal service. Examples of the City's Internal
Service funds include Health Insurance, Workers' Compensation, and Vehicle
Maintenance.
Redevelopment Agency revenues, estimated to be $1.8 million, come mainly from
property taxes collected within the redevelopment area. Again, funds collected within
the redevelopment area are applied narrowly, and must be used to repay the debt
incurred and administration of the Agency.
Operating Expenditures by Fund Type
The City's budgeted operating expenditures total $82.6 million and are divided among
the five fund types.
1997-98 OPERATING EXPENDITURES
BY FUND TYPE
$82.6 MILLION
Internal Service Redevelopment
$1.7
Enterprise
Funds
$20.2
General Fund
$44.9
Special
Revenue
$7.5
In millions
General fund expenditures total $44.9 million and will be discussed in detail in the next
section. At $44.9 million the General fund budget is balanced with revenues.
Operating expenditures for Enterprise funds total $20.2 million. These expenditures are
for the Carlsbad Municipal Water District, Sanitation and Solid Waste services, and the
City's municipal golf course.
The budget for Special Revenue funds is $7.5 million. Some examples of the special
revenue funds are Police Asset Forfeiture, Housing Section 8, assessment districts, and
CDBG entitlement/rehabilitation. Six new funds were added this year, the COPS Fund,
Law Enforcement Block Grant, Library Gifts/Bequests, Arts Special Events, Senior
Donations and the Arts General Donations.
The Internal Service funds budget is 3.3 million.
5
These expenditures are for Health
Insurance, Workers' Compensation, General Liability
Maintenance and Replacement, and Information Systems.
Self Insurance, Vehicle
The budget for Redevelopment Agency funds is $1.7 million. Redevelopment Agency
expenses include debt service, low and moderate income housing, and program
administrative costs.
Operating Expenditures by Program
Operating expenses are also totalled by program. At $82.6 million, the operating budget
represents a decrease of $3.1 million compared to the 1996-97 budget. The graph
below divides the operating budget into seven program areas.
1997-98 OPERATING EXPENDITURES
$82.6 MILLION
Total funding allocated for general government services for 1997-98 is $14.3 million, a
decrease of $1.4 million from the 1996-97 budget. The category of general government
includes City Council, administrative departments located at City Hall, non-departmental
programs (such as community contributions and assessment services) and the following
internal service funds: information systems, health insurance, general liability, and
workers' compensation. The general government category also includes the Council's
contingency account which is available to Council for emergencies or unforeseen
program needs that arise during the year. The Contingency account this year is
budgeted at approximately $1.5 million which is $863,000 higher than the unusually low
amount adopted in the 1996-97 budget.
Public Safety services are funded at $18.6 million and include all the police and fire
programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs,
fire suppression, emergency medical services and disaster preparedness. The 1997-98
budget includes seven new positions in the police department based upon the
anticipated growth in the City.
Community Development, with a budget of $7.5 million, provides the services that guide
and oversee the planning and development of Carlsbad as depicted in the City's
General Plan. The General Plan is the base document which expresses the goals and
public policy relative to future land use. It acts as a "constitution" for development and is
the foundation upon which all land use decisions are based.
Library and Culture, with a budget of $3.4 million, provide programs to a wide range of
people and assist in their education and cultural development. In addition to running
one of the most complete libraries in San Diego County, the City also provides
numerous special programs such as adult literacy, a summer arts camp for children and
the award-winning "Centra De Informacion", an outreach program for Spanish-speaking
adults and children.
Community Services provide many services to the citizens of Carlsbad including parks,
streets and facilities maintenance, solid waste management, and a variety of recreation
programs. The budget for these programs totals $13.6 million of which $5.7 million is
devoted to keeping the City streets and facilities in good working order and $3.8 million
is used to operate the park facilities and recreation programs.
Housing and Redevelopment activities support the redevelopment of Carlsbad's Village
Area and the creation of affordable housing within the Village Area and throughout the
City. The Housing and Redevelopment budget totals $5.6 million with the majority of the
funding coming from federal grants and property taxes collected on land within the
Village Area.
The cost for Water and Sanitation services is expected to total $19.6 million for the
1997-98 fiscal year. All of these expenses are paid by the customers using the
services. The City does not have any of its own water sources, thus, it purchases all of
its water from the San Diego County Water Authority. As such, the cost of the water is
largely dictated by the prices set by that agency. Sanitation services are provided
through a joint powers agency (JPA) which operates the Encina wastewater plant.
Carlsbad is one of six north county agencies which participate in that JPA.
GENERAL FUND
General Fund Revenues
The majority of the General fund revenues are derived from taxes, which equal $30.4
million, or 68%, of the total. The following graph illustrates the sources of revenue to the
General fund.
'1997-98 GENERAL FUND REVENUES
I $44.9 MILLION
LICENSES &
PERMITS
$2.9 6%
CHARGES FOR
SERVICES
$5.0 11%
OTHER
$2.4 5%
SUBVENTIONS
$2.8 6%
SALES TAX
$12.6 28%
TRANSFER TAX
$0.4 1%
FRANCHISE TAX
$1.5 3%
TRANSIENT TAX
$4.6 10%
INTEREST
$1.4 3%
PROPERTY TAX
$11.3 25%
In millions
Sales taxes are the number one source of revenue for the General fund. Sales taxes
are estimated to bring in $12.6 million for the 1997-98 fiscal year which is 28% of the
General fund revenues. Automobile and department store sales are significant
contributors to the category of sales tax.
Property taxes, at $11.3 million, account for 25% of General fund revenues. Property
tax revenues have been hard hit due to the decline in assessed property values and the
loss of $2.5 million in annual property taxes to the State of California during fiscal years
1993 and 1994. Transient occupancy taxes (TOT), at $4.6 million, reflect an increase of
$1.1 million over the 1996-97 estimate. There has been a marked increased in TOT
which is expected to continue in 1997-98. Franchise taxes and transfer taxes make up
the remaining $1.9 million in tax revenues collected by the City.
Other revenue sources in the General fund are state subventions, licenses and permits,
charges for services, interest, and other revenue. These categories total $14.5 million
or 32% of the General fund revenues.
State subventions are revenues which are collected by the State and allocated to the
City based on a formula. Examples of subventions include motor vehicle license tax and
home owner's exemption. Subventions total $2.8 million, or 6%, of the General fund
revenues.
Licenses and permits account for $2.9 million, or 6%, of the General fund revenue and
include building permits and business licenses. Charges for services are estimated to
be $5 million or 11% of the total. Charges for services include fees for engineering,
planning, building, recreation, and property rentals.
Other revenue sources include interdepartmental charges, fines and forfeitures, and
reimbursements. Other revenue sources total $2.4 million, or 5%, of the General fund
revenue. Interest earned on funds held and invested by the City represents totals $1.4
million, or 3%, of the total revenues.
8
General Fund Expenditures
The single largest fund in the budget is the General fund, which provides the basic core
of City services. General fund expenditures are balanced with the revenues at $44.9
million reflecting a $1.5 million decrease from the 1996-97 budget. The following graph
depicts the allocations to the seven functional areas within the General fund.
; GENERAL FUND
11997-98 OPERATING BUDGET
! $44.9 MILLION
General
Gov1!
Public
Safety
Comm.
Develop-
ment
Library/
Culture
Comm.
Services
Non-
Depart-
mental
Contingency
The category of General Government contains the administrative departments of the
City such as the City Council, the City Attorney, City Clerk, City Manager's office,
Finance, Purchasing, and Human Resources. General Government expenditures for
1997-98 are $4.6 million, which is $443,000 less than the 1996-97 budget.
The Public Safety budget totals $17.9 million, or 40%, of the General fund. The public
safety budget is 5% higher than the 1996-97 budget, due to the additional personnel for
the police department.
The Community Development budget of $7.5 million represents 17% of the General
fund and is $508,000 lower than the 1996-97 budget. Much of the decrease in
expenditures is due to projects which were completed in fiscal year 1996-97 and will not
continue into 1997-98.
The Library/Culture budget is 4%, or $111,000, higher than the 1996-97 budget at $3.0
million. Library/Culture expenditures represent 7% of the total General fund budget.
The Community Services budget is $8.2 million which is a slight increase, of 0.7%,
from the 1996-97 budget. The Community Services department includes parks,
recreation, senior programs, streets, solid waste, facilities maintenance, vehicle
maintenance and replacement, the municipal golf course, and administration.
The budget for non-departmental expenditures totals $2.2 million which is 5% of the
General fund budget. The non-departmental budget includes the golf course transfer,
the Hosp Grove payment, property tax administration fees, the animal regulation
contract, community promotion, and other specific contracts and fees.
As previously mentioned the Council contingency account is budgeted at approximately
$1.5 million which is $863,000 more than the 1996-97 adopted budget. In total the
contingency account amounts to 3% of the General fund expenditures.
Balancing the Budget
Balancing revenues with the demand for new or increased services is one of the major
challenges faced by the Council and staff as the budget is developed. Revenues
received by the City set constraints on the amount of services that can be provided. This
year the City added several new or increased services and continued to employ
strategies to offset the burden on the General fund. The new or increased service levels
include: increased police staffing, staff for Poinsettia Park, two additional weeks for the
Youth Summer Camp program, and the addition of a City facilities parking lot sweeping
program.
To offset the burden on the General fund, the budget for capital outlay items was limited.
Additionally, the City is maintaining six unfunded positions this year, which are currently
vacant and are expected to be filled in future years. Five of these positions are in the
library and will be needed when the new South Carlsbad library is completed. The other
unfunded position is in the fire department.
Despite the increasing revenues, the City continues to use alternate funding sources to
support former General fund programs. Police asset forfeiture funds are supporting all
non-personnel costs for the DARE and Juvenile Diversion programs, as well as the
costs of the school resource officers program. Major street maintenance and repair
programs are supported through the Gas Tax and TransNet funds
Staffing
The 1997-98 budget includes a total of 532 permanent positions (both full time and %-
time positions) and 91.8 part-time positions (in full-time equivalents). Six positions
remain unfunded in the 1997-98 budget This means that the budgeted work force for
fiscal year 1997-98 is 526 permanent positions and 91.8 part-time. The City's policy is
to staff at a level that will meet the ongoing service demands of the various
departments.
Threats To The General Fund
The passage of Proposition 218 poses a potential threat to the financial resources of the
General fund. The proposition establishes new rules for the imposition of property
related taxes and charges, which affects both existing taxes and charges and methods
by which such amounts can be assessed in the future. Two of the City's assessments
that may be at risk are: (1) the 1972 Act Lighting and Landscaping District, and (2) the
County Service Area (CSA) fee for the 800 MHz radio system.
1972 Act Lighting and Landscaping District-
The 1972 Act district levies approximately $1.4 million in assessments which pay for
street-related maintenance services including lighting, median maintenance, and
maintenance of trees located in the street right-of-way. While the final interpretation is
still uncertain, it appears that Proposition 218 requires public agencies to submit existing
assessments to the property owners for approval in order to continue to collect the
10
assessments. There are four exemptions to this requirement one of which is an
exemption for assessments used to finance the costs of street maintenance and
construction.
Staff believes that the Carlsbad district falls under this exemption based on the existing
definition of street maintenance in the streets and highways code. Therefore, the
Lighting and Landscaping District does not require ratification. However, until there is
clarification from the legislature or courts, the ability to levy these assessments is still at
risk.
County Service Area for the 800 MHz System-
Between 1997 and 2002, the County, the City and several other participating agencies
are planning to install a new radio communications system for all public safety and some
community services operations. The purpose for the system is to develop regional
communications capabilities to cope with potential disasters and major events, to
improve inter-agency and intra-agency communications and to provide the needed
technology for all participants to meet their communications needs in the future.
The City's share of the cost of the system is approximately $5.4 million, plus $100,000
per year in maintenance. The City intended to fund these costs from revenue received
from a County Service Area (CSA) fee on each parcel located in the City. The passage
of Proposition 218 brought the validity of the CSA charge into question and the matter
was reviewed by the City Attorneys and County Counsel. County Counsel has opined
that the CSA charge must be approved by the voters which cannot occur until June
1998 at the earliest, if at all. This means that no assessments will be collected for the
1997-98 fiscal year and the ability to charge an assessment in the future is in question.
Approximately $900,000 is available to Carlsbad from funds previously collected. If the
CSA is not approved by the voters and the City chooses to proceed with the system, the
City would be required to pay the remaining $4.5 million from the General fund. This
could result in a reduction in General fund services.
Although the City of Carlsbad acknowledges the potential threat of Proposition 218, the
actual impact will not be known until implementing legislation is developed. Therefore,
the 1997-98 budget does not factor in any loss of revenue due to Proposition 218.
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program (CIP) is a long-range planning
document which identifies current year projects as well as future capital needs and
sources of revenue. These funds are used for the construction of municipal facilities,
roads, traffic signals and parks. The Capital Improvement Program for 1997-98 totals
$67.2 million. Some of the notable capital projects included in the 1997-98 budget are
described below.
• The initial construction of the South Carlsbad Library is slated for next year, with a
1997-98 appropriation of $16.8 million. This will be funded with Community Facilities
District No. 1 revenues and may include a loan from the Public Facilities fee fund, if
necessary.
• The Carlsbad Municipal Golf Course includes an additional $9.1 million appropriation
for design and construction work. This will be funded through the issuance of bonds.
11
• Once the Interstate 5/La Costa Avenue interchange is complete, the widening of La
Costa Avenue from Interstate 5 to El Camino Real will undergo construction. This is
anticipated to begin next year, with $5 million of Community Facilities District No. 1
funds.
• The acquisition of land for the Business Park Recreational Facility will commence
next year. Park fees generated in zones 5, 13 and 16 will fund the $4 million
appropriation in 1997-98.
• The South Carlsbad Village Storm Drain will receive its final scheduled appropriation
of $3.8 million from TransNet-Local funds.
• In 1997-98, the portion of Palomar Airport Road which fronts the Palomar Airport will
be widened. Next year's appropriation of $3 million will be funded by a county grant
and Public Facilities fees.
• Sewer funding of $1.6 million reflects Carlsbad's share of the funding for the Encina
Wastewater Facility capital improvements and debt service.
• The Cannon Road West extension project is scheduled for an additional $1.3 million
appropriation from the combination of TransNet, Community Facilities District No. 1
and Bridge and Thoroughfare District No. 3 funding.
Debt Management Issues
As the City develops, the question of financing the necessary infrastructure becomes
more and more pervasive. The use of debt has always been a primary issue in the
development of the Capital Improvement Program and the policies to implement the
Growth Management Program.
Over the years, the City has issued millions of dollars of bonds and Certificates of
Participation (COP's) to fund streets, buildings, sewer and water facilities, open space
acquisition and other infrastructure projects. The City is continually evaluating its
outstanding debt as well as potential future issues to insure that interest costs are kept
at a minimum and the uses of the bond funds are appropriate.
The following table identifies the debt the City has issued, the outstanding principal, the
1997-98 principal and interest payment and the scheduled year of payoff. Of the total
debt outstanding, only $6.6 million will be paid back with General fund monies.
12
City of Carlsbad
Debt Outstanding
Bond Name Fund
Outstanding 1997-98 Final
Original Principal Payment Payment
Bond Issue at6/30/97 P&l FY
1988 Hosp Grove
Certificates of Participation
1988CMWD
Certificates of Participation
1996 Refunding Encina JPA
Sewer Expansion
1993 Redevelopment
Tax Allocation Bonds
Subtotals
Assessment Districts
General
Water Enterprise
Sewer Enterprise
Redevelopment
$ 8,690,000 $ 6,615,000 $ 860,985 2009
$14,370,000 $8,160,000 $1,524,982 2004
$11,080,000 $11,080,000 $ 918,179 2014
$15,495,000 $15.005,000 $1.047,659 2024
$49,635,000 $40,860,000 $4,351,805
1986 College Boulevard
Assessment District
1988 Palomar Airport Road
Assessment District
1990 Alga Road
Assessment District
Subtotals
Totals
Assessment District $ 9,570,250 $ 6,180,000 $ 895,135 2007
Assessment District $ 5,133,940 $ 2,800,000 $ 524,988 2004
Assessment District $19.561,248 $14,375,000 $1,641,093 2012
$34,265,438 $23,355,000 $3,061,216
$83,900,438 $64,215,000 $7,413,021
Annual debt service payments from the General fund average approximately $860,000.
The remaining debt will be repaid from water and sewer revenues and from property
owners benefiting from the improvements built with bond proceeds.
In addition to the existing issues, the City is considering using debt to fund several new
projects. These include the following:
Community Facilities District: In May 1991, the City implemented a Mello-Roos
financing district, called Community Facilities District No. 1 (CFD). Approximately $109
million in Capital Projects will be financed using this mechanism, most of them without
the issuance of debt. The new City of Carlsbad City Hall is scheduled for construction
sometime during the period of 2002-2007. Available CFD cash balances will be used to
pay for the design and construction costs, and if necessary, a bond will be issued to
supplement any deficiency. The project will proceed following a thorough review.
Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf
course in the industrial corridor. Funding for the development of the course may be
provided through the use of COP's or other City-issued debt to be repaid from revenue
generated through the operation of the course. Various development options are being
considered, thus, the amount and timing of any debt issue is unknown.
13
Carlsbad Ranch Assessment District: In July 1997, approximately $10.4 million in
bonds will be issued to acquire the completed public improvements to and along
Cannon Road, Palomar Airport Road, Armada Drive and Lego Drive, including street
improvements, street lighting, landscaping, underground improvements, undergrounding
of existing electric utilities, and a pedestrian walkway.
Rancho Carrillo Assessment District: This financing district is scheduled for formation in
1998, with the issuance of approximately $22.7 million in bonds. These bonds will fund
the construction costs of street improvements, storm drains, water and sewer mains,
medians, landscaping and irrigation along Melrose Avenue and Palomar Airport Road,
the relocation of the Vallecitos Water District sewer mains and the riparian mitigation
costs.
SUMMARY
The economy, both locally and throughout the state of California, has pulled out of the
recession of the early 90's and is showing strong steady economic growth. Property
taxes, sales taxes, and hotel taxes (transient occupancy tax) are all projected to
increase in the upcoming year. Development activity is stronger than the City has
experienced in many years.
This economic growth adds to the diversity and strength of the City's financial base
which, in turn, provides funding for the services, programs, and the physical
development of the City. City Council and staff are aware of the importance of being
proactive in response to that growth as evidenced though this fiscal spending plan for
the 1997-98 fiscal year. We believe this budget demonstrates the City's commitment to
providing its citizens with high quality services and a well planned, prosperous
community.
14
CITY OF CARLSBAD
BUDGET SUMMARY
PROJECTED FUND BALANCES
FISCAL YEAR 1997-98
PROJECTED
BALANCE
PROGRAM AREA JULY 1,1997
OPERATING BUDGET
General Government
Public Safety
Community Development
Library/Culture
Community Services
Housing and Redevelopment
Water and Sanitation
SUBTOTAL OPERATING $53,447,739
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1 997-98 $11 6, 1 22,767
1 996-97 Continuing Appropriations
TOTAL OPERATING AND CAPITAL $169,570,506
ESTIMATED ADOPTED FUND
REVENUES BUDGET TRANSFERS
$14,286,879 ($330,000)
$18,555,220
$7,555,963
$3,443,200
$13,624,685
$5,622,596
$19,569,143
$85,709,882 $82,657,686 ($330,000)
$44,788,289 $67,188,845 $330,000
$130,498,171 $149,846,531 $0
PROJECTED
BALANCE
JUNE 30, 1998
$56,169,935
$94,052,211
($32,994,655)
$61,057,556
$117,227,491
FISCAL YEAR 1996-97
PROJECTED
BALANCE
PROGRAM AREA JULY 1 , 1 996
OPERATING BUDGET
General Government
Public Safety
Community Development
Library/Culture
Community Services
Housing and Redevelopment
Water and Sanitation
TOTAL $48,081,974
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1 996-97 $95,332,31 3
TOTAL OPERATING AND CAPITAL $143,414,287
ESTIMATED ESTIMATED FUND
REVENUES EXPENDITURES TRANSFERS
$14,408,849
$17,691,297
$7,750,092
$3,339,140
$14,070,376
$5,652,626
$17,730,608
$86,008,753 $80,642,988 $0
$46,195,131 $25,404,677 $0
$132,203,884 $106,047,665 $0
PROJECTED
BALANCE
JUNE 30, 1997
$53,447,739
$116,122,767
$169,570,506
15
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
Icrnr COUNCIL I
SECRETARY TO CITY COUNCIL
TOTAL CITY COUNCIL
ICITY MANAGER j
CITY MANAGER
ASSISTANT CITY MANAGER
FINANCIAL MANAGEMENT DIRECTOR
ASSISTANT TO CITY MANAGER
SENIOR MANAGEMENT ANALYST
SECRETARY TO CITY MANAGER
ADMINISTRATIVE SECRETARY
TOTAL CITY MANAGER
ICITY TREASURER I
ASSISTANT TO THE TREASURER
TOTAL CITY TREASURER
ICITY CLERK I
ASSISTANT CITY CLERK
DEPUTY CITY CLERK/TECHNICIAN
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
OFFICE SPECIALIST II
TOTAL CITY CLERK
[INFORMATION SYSTEMS I
INFORMATION SYSTEMS DIRECTOR
INFORMATION SYSTEMS MANAGER
SYSTEMS ANALYST
PROGRAMMER/OPERATOR
NETWORK SPECIALIST I
NETWORK SPECIALIST II
ADMINISTRATIVE SECRETARY
TOTAL INFORMATION SYSTEMS
(CITY ATTORNEY |
CITY ATTORNEY
ASSISTANT CITY ATTORNEY
DEPUTY CITY ATTORNEY
SECRETARY TO CITY ATTORNEY
ADMINISTRATIVE SECRETARY
HOURLY FULL TIME EQUIVALENTS
TOTAL CITY ATTORNEY
(FINANCE |
FINANCE DIRECTOR
ASSISTANT FINANCE DIRECTOR
SENIOR MANAGEMENT ANALYST
ACCOUNTING SUPERVISOR
SENIOR ACCOUNTANT
ACCOUNTANT
ACCOUNT CLERK II
ACCOUNTING OFFICE ASSISTANT
ADMINISTRATIVE SECRETARY
TOTAL FINANCE
1996-97
NUMBER
ALLOCATED
1
1
1
1
1
1
1
1
2
8
0.75
0.75
1
1
0.6
1
0
3.6
1
1
1
1
0
1
0.4
5.4
1
1
1
1
1
0
5
1
1
1
2
1
4
2
1
1
14
OVER
(UNDER)
1997-98 1996-97
BUDGET ALLOCATED
1
1
1
1
1
1
1
1
2
8
0.75
0.75
1
1
0.6
1
0
3.6
1
0.4
6.4
1
1
1
1
1
0.5
5.5
1
1
1
2
1
4
3
0
1
14
0
0
0
0
1
1
0.5
0.5
1
-1
0
i
1
I
E
m
m•I
16
1
E
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
|RISK MANAGEMENT I
RISK MANAGER
ADMINISTRATIVE SECRETARY
HOURLY FULLTIME EQUIVALENTS
TOTAL RISK MANAGEMENT
(PURCHASING i
PURCHASING OFFICER
SECRETARY
BUYER
MESSENGER
HOURLY FULL TIME EQUIVALENTS
TOTAL PURCHASING
(HUMAN RESOURCES I
HUMAN RESOURCES DIRECTOR
HUMAN RESOURCES MANAGER
HUMAN RESOURCES ASSISTANT
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL HUMAN RESOURCES
(POLICE I
POLICE CHIEF
SENIOR MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
SECRETARY
POLICE CAPTAIN
POLICE LIEUTENANT
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
COMMUNICATIONS SUPERVISOR
RECORDS SUPERVISOR
COMMUNICATION OPERATOR II
POLICE RECORDS SPECIALIST II
PUBLIC SAFETY SYSTEMS SPECIALIST
JUVENILE JUSTICE PROGRAM COORD
CRIME PREVENTION TECHNICIAN
TRAINING COORDINATOR
TRAFFIC OFFICER
COMMUNITY SERVICES SERGEANT
COMMUNITY SERVICE OFFICER II
COMMUNITY SERVICE OFFICER III
HOURLY FULL TIME EQUIVALENTS
1996-97
NUMBER
ALLOCATED
1
1
0.5
2.5
1
1
2
1
0.5
5.5
1
2
1
1
1
1
0.5
7.5
1
1
1
3
2
5
10
21
46
1
1
13
5
1
1
1
0
0
0
1
1
0.64
1997-98
BUDGET
1
1
0.5
2.5
1
1
2
1
0.5
5.5
1
2
1
1
1
1
0.5
7.5
1
1
1
3
2
5
11
21
48
1
1
13
5
1
1
1
1
1
1
2
1
0.64
OVER
(UNDER)
1996-97
ALLOCATED
0
0
0
1
2
1
1
1
1
TOTAL POLICE 115.64 122.64
17
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
I
IFIRE \
FIRE CHIEF
DIVISION CHIEF
FIRE BATTALION CHIEF
FIRE CAPTAIN
FIRE CAPTAIN SPECIALIST
FIRE ENGINEER
FIRE FIGHTER
PARAMEDIC-FIRE FIGHTER
FIRE PREVENTION OFFICER II
SENIOR MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
SECRETARY
TOTAL FIRE
IBUILDING INSPECTION I
PRINCIPAL BUILDING INSPECTOR
SENIOR BUILDING INSPECTOR
BUILDING INSPECTOR II
CODE ENFORCEMENT OFFICER II
CODE ENFORCEMENT OFFICER I
BUILDING TECHNICIAN II
BUILDING TECHNICIAN I
SENIOR OFFICE SPECIALIST
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL BUILDING INSPECTION
ICOMM DEVELOPMENT ADMINISTRATION |
COMMUNITY DEVELOPMENT DIRECTOR
MUNICIPAL PROJECT MANAGER
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST I
TOTAL COMM DEV ADMINISTRATION
[ECONOMIC DEVELOPMENT I
ECONOMIC DEVELOPMENT MANAGER
TOTAL ECONOMIC DEVELOPMENT
(GEOGRAPHIC INFORMATION |
GEOGRAPHIC INFO SYSTEM COORD
HOURLY FULL TIME EQUIVALENTS
TOTAL GEOGRAPHIC INFORMATION
1996-97
NUMBER
ALLOCATED
1
2
3
18
1
18
6
24
3
1
1
1
79
1
2
3
0
1
12
1
1
1
1
4
1
1
1
0.5
1.5
1997-98
BUDGET
1
2
3
18
1
18
0
30
3
1
1
1
79
1
2
3
1
1
1
1
1
1
1.5
13.5
1
1
1
1.75
4.75
1
1
1
0.5
1.5
OVER
(UNDER)
1996-97
ALLOCATED
-6
6
0
1
0.5
1.5
0.75
0.75
0
0
I
I
I
I
I
I
I
18
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
[ENGINEERING I
CITY ENGINEER
ASSISTANT CITY ENGINEER
TRAFFIC ENGINEER
PRINCIPAL CIVIL ENGINEER
PRINCIPAL CONSTRUCTION INSPECTOR
SENIOR CONSTRUCTION INSPECTOR
SENIOR ENGINEERING INSPECTOR/WD
CONSTRUCTION INSPECTOR II
ASSOCIATE ENGINEER
ENGINEERING TECHNICIAN II
SENIOR MANAGEMENT ANALYST
MANAGEMENT ANALYST
MANAGEMENT ASSISTANT
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
HOURLY FULL TIME EQUIVALENTS
TOTAL ENGINEERING
(GROWTH MANAGEMENT |
SENIOR MANAGEMENT ANALYST
TOTAL GROWTH MANAGEMENT
(PLANNING |
PLANNING DIRECTOR
ASSISTANT PLANNING DIRECTOR
SENIOR MANAGEMENT ANALYST
PRINCIPAL PLANNER
SENIOR PLANNER
ASSOCIATE PLANNER
PLANNING TECHNICIAN II
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
HOURLY FULL TIME EQUIVALENTS
TOTAL PLANNING
(LIBRARY |
LIBRARY DIRECTOR
ASSISTANT LIBRARY DIRECTOR
MANAGEMENT ANALYST
GRAPHIC ARTIST
ACCOUNTING TECHNICIAN
SENIOR CIRCULATION SUPERVISOR
LIBRARY ASSISTANT II
LIBRARY ASSISTANT I
SENIOR LIBRARIAN
LIBRARIAN II
LIBRARIAN I
MEDIA PROGRAM SPECIALIST
COMMUNITY LIBRARY SERVICES SUPERV
LIBRARY SERVICES SPECIALIST
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL LIBRARY
1996-97
NUMBER
ALLOCATED
1
1
1
4
1
2
2
3
12
5
1
1
2
1
4
0
41
1
1
1
1
1
2
4
7
3
1
3
1
24 •,
1
1
1
1
1
1
8
2.75
5
4
1
1
0.75
1
1
1
34
65.5 •-'
1997-98
BUDGET
1
1
1
4
0
2
2
3
10
4
1
1
2
1
4
0.5
37.5 •
1
1
1
1
1
2
4
7
3
1
3
1
24
1
1
1
1
1
1
8
3.75
5
4
1
1
0.75
1
1
1
37.22
69.72
OVER
(UNDER)
1996-97
ALLOCATED
-1
-2
-1
0.5
-3.5
0
0
1
3.22
4.22
19
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
8
(CULTURAL ARTS I
ARTS MANAGER
COMMUNITY ARTS COORDINATOR
ADMINISTRATIVE SECRETARY
HOURLY FULL TIME EQUIVALENTS
TOTAL CULTURAL ARTS
[COMMUNITY SERVICES |
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR
ADMIN SERVICES/PROJECTS MANAGER
SENIOR MANAGEMENT ANALYST
PARK DEVELOPMENT COORDINATOR
ADMINISTRATIVE SECRETARY
SECRETARY
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL ADMINISTRATION
PARK MAINTENANCE
PARK SUPERINTENDENT
PARK SUPERVISOR
PARK MAINTENANCE WORKER III
PARK MAINTENANCE WORKER II
PARK MAINTENANCE SPECIALIST
HOURLY FULL TIME EQUIVALENTS
TOTAL PARK MAINTENANCE
TREE MAINTENANCE
PARK SUPERVISOR
TREE TRIMMER LEADWORKER
TREE TRIMMER II
TREE TRIMMER I
HOURLY FULL TIME EQUIVALENTS
TOTAL TREE MAINTENANCE
MEDIAN MAINTENANCE
PARK SUPERVISOR
PARK MAINTENANCE WORKER II
PARK MAINTENANCE WORKER I
HOURLY FULL TIME EQUIVALENTS
TOTAL MEDIAN MAINTENANCE
RECREATION
RECREATION SUPERINTENDENT
RECREATION SUPERVISOR II
RECREATION SUPERVISOR I
RECREATION SPECIALIST
RECREATION ASSISTANT
AQUATIC SUPERVISOR
AQUATIC SPECIALIST
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL RECREATION
SENIOR PROGRAM
SITE MANAGER
SENIOR COORDINATOR
SECRETARY
HOURLY FULL TIME EQUIVALENTS
TOTAL SENIOR PROGRAM
1996-97
NUMBER
ALLOCATED
1
1
1
0.74
3.74 ,
1
1
1
1 '--
2
1
0.75
0
7.75
1
1
5
9.75
1
4.3
22.05 ,
0.5
2
2
1
1.5
7
0.5
1
1
1
3.5
1
3
3
0
2.25
1
0.75
3
30.78
44.78 .
1
1
1
5.67
0 H 8.67
1997-98
BUDGET
1
1
1
0.7
3.7 -
1
1
1 -
1v
2
1
1
0.5
8.5
1
1
5
9.75
1
4.66
22.41 ,,
0.5
2
2
1
1.5
7 >~
0.5
1
1
1
3.5 y
1
3
3
1
1.5
1
1
4
31.3
46.8
1
1
1
6.25
9.25
OVER
(UNDER)
1996-97
ALLOCATED
-0.04
-0.04
0.25
0.5
0.75
0.36
0.36
0
0
1
-0.75
0.25
1
0.52
2.02
0.58
0.58
8
I
I
I
I
1y
1
3
J
3
i
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
STREET MAINTENANCE
STREET MAINTENANCE SUPERINTENDENT
STREET MAINTENANCE SUPERVISOR
STREET MAINTENANCE WORKER III
STREET MAINTENANCE WORKER II
HOURLY FULL TIME EQUIVALENTS
TOTAL STREET MAINTENANCE
STREET LIGHTING
ADMIN COORDINATOR - SPECIAL DISTRICTS
SENIOR ELECTRICIAN
ELECTRICIAN
ENGINEERING TECHNICIAN II
HOURLY FULL TIME EQUIVALENTS
TOTAL STREET LIGHTING
FACILITIES MAINTENANCE
BUILDING MAINT SUPERINTENDENT
BUILDING MAINT SUPERVISOR
SENIOR BUILDING MAINT WORKER
BUILDING MAINT WORKER II
CUSTODIAN II
CUSTODIAN
HOURLY FULL TIME EQUIVALENTS
TOTAL BUILDING MAINTENANCE
SOLID WASTE
MANAGEMENT ANALYST
TOTAL SOLID WASTE
VEHICLE MAINTENANCE
EQUIPMENT MAINTENANCE SUPERINTENDENT
EQUIPMENT MECHANIC SUPERVISOR
EQUIPMENT MECHANIC II
ACCOUNTING TECHNICIAN
HOURLY FULL TIME EQUIVALENTS
TOTAL FLEET OPERATIONS
TOTAL COMMUNITY SERVICES
| HOUSING AND REDEVELOPMENT |
HOUSING & REDEVELOPMENT DIR
SENIOR MANAGEMENT ANALYST
HOUSING ASSISTANT
MANAGEMENT ANALYST
HOUSING PROGRAM MANAGER
HOUSING SPECIALIST II
HOUSING SPECIALIST I
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
TOTAL HOUSING & REDEVELOPMENT
1996-97
NUMBER
ALLOCATED
1
2
6
11
1
21
1
1
1
1
0
4
1
1
1
2
1
9
0.03
15.03
0.75
0.75
1
1
4
1
0.5
7.5
142.03
1
2
1
1
1
1
1
1
1
10
1997-98
BUDGET
1
2
6
11
1
21
1
1
1
1
1
5
1
1
1
2
1
7
0.03
13.03
0.75
0.75
1
1
4
1
0.5
7.5
144.74
1
2
1
1
1
1
1
1
1
10
OVER
(UNDER)
1996-97
ALLOCATED
0
1
1
-2
-2
0
0
2.71
0
21
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
I
IWATER ENTERPRISE |
WATER OPERATIONS
GENERAL MANAGER
DISTRICT ENGINEER
ADMINISTRATIVE MANAGER
OPERATIONS SUPERINTENDENT
WATER MAINTENANCE SUPERVISOR
MANAGEMENT ANALYST
ASSOCIATE ENGINEER
CONSTRUCTION/MAINT SUPERVISOR
CONSTRUCTION/MAINT WORKER II
ENGINEERING OFFICE ASSISTANT II
ACCOUNTING SUPERVISOR
ACCOUNTING TECHNICIAN
ACCOUNT CLERK II
ACCOUNT CLERK I
ENGINEERING TECHNICIAN I
ENGINEERING TECHNICIAN III
ENGINEERING SECRETARY
EQUIPMENT OPERATOR
FACILITY MAINT LEADWORKER
METER SERVICES WORKER III
METER SERVICES WORKER II
METER SERVICES WORKER I
CROSS CONNECTION CONTROL TECH
SENIOR SYSTEMS OPERATOR
STOREKEEPER
WATER CONSERVATION SPECIALIST
SYSTEMS OPERATOR II
UTILITY WORKER I
UTILITY WORKER II
VALVE MAINTENANCE WORKER
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST I
TOTAL WATER OPERATIONS
RECLAIMED WATER
ENGINEERING TECHNICIAN II
TOTAL RECLAIMED WATER
TOTAL WATER ENTERPRISE
(SANITATION ENTERPRISE I
MAINTENANCE SUPERINTENDENT
SANITATION SUPERVISOR
METER SERVICE WORKER II
UTILITY MAINTENANCE WORKER III
UTILITY WORKER II
SANITATION SYSTEMS OPERATOR III
SANITATION SYSTEMS OPERATOR II
OFFICE SPECIALIST II
TOTAL SANITATION
JGRAND TOTAL LABOR FORCE |
1996-97
NUMBER
ALLOCATED
1
1
1
1
2
1
3
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
1
4
2
2
1
1
2
43 ,,-
1
1 /
44
1
1
2
1
2
1
3
1
12^
609.66
1997-98
BUDGET
1
1
1
1
2
1
3
1
1
1
1
4
0
1
1
1
1
4
2
2
1
1
2
43.
1
1
44
1
1
2
1
2
1
3
1
12
623.8
OVER
(UNDER)
1996-97
ALLOCATED
1
-1
0
0
0
0
14.14
I
I
i
c
I
E
I
1
22
3
i
Ml
3
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98
BY DEPARTMENT AND CLASSIFICATION
1996-97
NUMBER
ALLOCATED
1997-98
BUDGET
OVER
(UNDER)
1996-97
ALLOCATED
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY:
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
518.00
7.50
84.16
609.66
526.00
6.00
91.80
623.80
8
-1.5
7.64
14.14
[PROVISIONAL (LIMITED TERM) EMPLOYEES
FINANCIAL INFORMATION SYSTEM
SENIOR MANAGEMENT ANALYST
(Term began: 4/19/96)
HUMAN RESOURCES
MANAGEMENT ANALYST
(Term began: 1/28/97)
INFORMATION SYSTEMS
SYSTEMS ANALYST
(Term began: 12/10/96)
23
ABOUT THE CITY OF CARLSBAD
The City of Carlsbad is a unique coastal community located 35 miles north of the City of San
Diego surrounded by mountains, lagoons and the Pacific Ocean. The City is governed by a
five member City Council under the Council/Manager form of government. Although the
"village" dates back more than 100 years, Carlsbad incorporated in 1952 as a General Law city.
Currently, the City is only one-half developed and is expected to grow from a population of
70,000 to 135,000 once its 42 square miles are built out. Industries in the area include a major
regional shopping center, 16 auto dealers, 24 hotels offering 2,200 rooms for tourist lodging,
high technology, multimedia and biomedical businesses, electronics, golf apparel and
equipment manufacturers, several business and light industry parks, and numerous land
developers building single and multi-family housing in a variety of community settings.
Carlsbad residents enjoy the benefits of a full service City.
The City provides the full range of services normally associated with a municipality including
police, fire, parks and recreation, library, planning and zoning, building and engineering, various
maintenance services and administration. The City provides water services through the
Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as
the Board of Directors for the Carlsbad Muncipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City operates a redevelopment agency that encompasses 0.4
square miles of the downtown area, as well as a housing authority that provides 495 low and
moderate income families with housing assistance. The City's literacy program, funded by the
General fund, provides adult education to local area residents. Older Carlsbad residents
receive assistance through the City's senior citizen programs. Also, the City provides major
support for the Convention and Visitors Bureau. Finally, the City has reserved over $300,000
for support of the arts, art programs, and the purchases of works of art.
Miscellaneous Statistical Information 1996-97
Date of Incorporation July 16, 1952
Type of City General Law
Form of Government Council/Manager
Area 42.19 sq. miles
Population (CA Dept of Finance Report 1/1/97) 70,099
Assessed Valuation $ 6,278,783,707
Number of Street Lights 5,200
Miles of Streets 230
Fire Protection:
Number of Stations 6
Number of Firefighters & Officers 72
24
Miscellaneous Statistical Information 1996-97 (Continued)
Police Protection:
Number of Stations 1
Number of Sworn Police Officers 88
Municipal Water District:
Number of Customers 58,000
Number of Water Connections 18,200
Average Daily Consumption 13.72 million gallons
Miles of Lines and Mains 325
Miles of Sewers 115
Recreation and Culture:
Number of Parks (Improved and Special Use Areas) 34
Area of Parks (Including Open Space) 433 acres
Number of Pools 1
Number of Libraries 2
Number of Volumes 229,998
Total Number of Authorized Full Time City Employees 526
25
California Society of
Municipal finance Officers
Certificate of Award
Excellence in Operational Budgeting 1996-97
Presented to
City of Carlsbad
Tbii certificate recogmza the achievement of excellence in Operational Budgeting and reflects an outstanding budget document
aid the underlying budgeting procea through nUd> the budget a implemented.
Dedicated to Excellence in Municipal Financial Management 98 r_.
CaCifornia Society of
Municipal finance Officers
Certificate of Award
Excellence in Capital Budgeting 1996-97
Presented to
City of Carlsbad
This certificate recogntzet the achievement of excellence in Capital Budgeting and reflects an outstanding budget document
and the underlying budgeting graces through which the budget u implemented.
rkilrjM. »Wra»t * TtmatU M«Mi»i.l rinHi.i.CSMTO
24. 1997
§6 Dedicated to Excellence in Municipal Financial Management
The City of Carlsbad was recognized by the California Society of Municipal Finance Officers
(CSMFO) for excellence in budgeting for Fiscal Year 1996-97. The purpose of the awards is to
set a high standard of professionalism which will enhance the audiences' understanding of the
mechanics of local government and special districts and to continue to enhance the budget and its
process.
The City of Carlsbad believes that its Fiscal Year 1997-98 budget continues to meet the high
standards of the CSMFO program.
26
o
TdW
Q
aao
£1
1997-98 OPERATING BUDGET
Overview
The City °f Carlsbad's 1997-98 operating budget totals $82.6 million with
revenues for the year estimated at $85.7 million. General fund revenues and
expenditures are balanced at $44.9 million. The message which follows will
summarize the operating revenues and expenditures, and review the new programs or
increases in service levels for the 1997-98 fiscal year. Much of the focus is on the General fund
because it contains discretionary revenues that fund 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 1990's have been a volatile time for the City of Carlsbad's economics and budgeting
strategies. The decade began strong with the City in good economic health bolstered by a very
strong housing market. But the robust economy did not last long. By 1992 the City was in the
depths of one of the worst recessions since its incorporation. Property values had plummeted,
sales taxes dipped and development all but stopped. The state of California was in even worse
shape and chose to balance their budget with cities' and other agencies' revenues. During this
time, the state took over $2.5 million of annual revenues from Carlsbad's General fund making
the situation in Carlsbad even more difficult to manage. However, through careful planning and
prudent financial management, the City weathered the bad times and is now seeing the return
of its financial health.
Most of the City's base tax revenues are once again experiencing growth at a level that is at
least keeping up with inflation. These revenues are very important to the City as they are the
ones relied upon to finance the most basic City services such as public safety and libraries. In
addition, the building industry has sprung to life with both residential and non-residential
markets blossoming. This can be seen in the over $5.4 million of development revenues
expected to be collected this year and in the increased expenditures for the planning, building
and engineering departments. We have also seen the recovery of the tourism industry and,
with the opening of the new Four Seasons Resort, expect both transient occupancy taxes and
sales taxes to get a boost.
The City is expected to continue in good economic health over the upcoming fiscal year. Tax
revenues are projected to grow and development should remain strong although at a slightly
slower pace than in 1996-97. It is also anticipated that the demand for recreation and other
services provided by the City will increase, causing a rise in costs which will be offset by
additional revenues. Due to the growth in the City's base revenues and a steady economic
climate, staff is recommending some enhancements to our services in 1997-98 to ensure the
high quality of life for which Carlsbad is known.
Budgetary Policies
An analysis of the local economy at the beginning of the budget process indicated that the City
should expect little change in revenues for 1997-98, compared to projections for fiscal year
1996-97. This required expenditures to be contained with only small increases for new
programs or services. In order to accomplish this goal, a base budget was established for each
department which excluded any amounts carried over from previous years and was increased
for certain known factors. Each department was given the direction to keep their budgets close
27
to the bottom-line total. In order to arrive at this goal, departments prepared their budgets
within the following guidelines:
> Departments were provided a base budget figure. The base budget was an approximation
of the adopted budget for each department from fiscal year 1996-97, excluding capital
outlay and adjusted as detailed below.
> Base budget figures were adjusted for step increases, approved salary increases, and
revised assessments for Information Systems, Workers' Compensation, Liability Self
Insurance, Vehicle Maintenance and Vehicle Replacement Funds.
> New programs or increases in service levels could be proposed if requested as part of
Council's goal-setting process or mandated at the federal, state, or local level.
> No increase in fees or other charges for services were assumed.
> Capital outlay requests were submitted along with the departmental budgets but were
considered outside of the adjusted base figure.
> Departments were encouraged to use the most effective and efficient service delivery
methods within the base budget.
The use of these guidelines resulted in a 1997-98 operating budget of $82.6 million, a decrease
of $3.0 million from the current 1996-97 budget. Six (6) positions will not be funded in the 1997-
98 budget, down from eleven in the previous year. All of the unfunded positions are in General
fund programs. The Council Contingency account is budgeted at $1,487,765 which is up from
the $625,030 budgeted in the 1996-97 adopted budget. This account is available to the City
Council to address unanticipated emergencies or unforeseen program needs.
Revenue
The following table shows the total operating revenues the City anticipates receiving for 1996-
97, as well as those estimated for 1997-98.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
1996-97
$46.3
9.1
21.8
7.1
1.7
$86.0
ESTIMATED
1997-98
$44.9
9.0
21.6
8.4
1.8
$85.7
DIFFERENCE
-$1.4
-0.1
-0.2
1.3
0.1
-$0.3
% CHANGE
-2.9%
-1.1%
-0.9%
18.3%
5.9%
-0.3%
28
Revenue estimates for the operating budget indicate that the City will receive a total of $85.7
million, approximately a $300,000 decrease over the current year projections. The majority of
the decrease can be found in the General fund. This and other funds will be discussed in detail
later in this report.
GENERAL FUND
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as these resources fund basic City services such as Police, Fire,
Library, Street Maintenance and Park and Recreation programs. The table below shows a
summarized outlook for the major General fund revenues.
SIGNIFICANT REVENUES
TO
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
DEVELOPMENT RELATED REVENUES
ALL OTHER REVENUES
TOTAL GENERAL FUND REVENUE
THE GENERAL
(In Millions)
PROJECTED
1996-97
$11.1
12.1
3.5
5.7
13.9
$46.3
FUND
ESTIMATED
1997-98
$11.3
12.6
4.6
4.0
12.4
$44.9
DIFFERENCE
$0.2
0.5
1.1
-1.7
-1.5
-$1.4
% CHANGE
1.8%
4.1%
31.4%
-29.8%
-10.8%
-2.9%
Sales tax is the single largest revenue source to the General fund representing 28% of the
fund. Sales taxes are estimated at $12.6 million for 1997-98, an increase of 4% or $462,000
over the projected 1996-97 receipts. This estimate includes approximately $377,000 that is
restricted to spending on public safety services under Proposition 172. Proposition 172 required
that the 1/2 cent increase in California sales taxes be deposited to newly created state and local
public safety trust funds and allocated to local agencies to fund public safety services.
Throughout Carlsbad's history, property taxes have typically been the largest source of revenue
for the General fund. However, due to the permanent loss of property taxes to the State and
the deflation of real estate values, property taxes fell from a high of approximately $13.5 million
in 1991-92 to an estimated $11.3 million for fiscal year 1997-98. Property taxes represent 25%
of the total General fund revenue and show a slight increase from the 1996-97 estimate.
Property values have stabilized from their downward movement over the past several years and
we are beginning to see some increases in the total assessed value for the City. Property tax
revenue should follow with about a 2% increase in the upcoming year.
The next most significant General fund revenue is the Transient Occupancy Tax (or hotel tax)
which is estimated at $4.6 million for 1997-98, an increase of 31.4% over 1996-97 estimates.
The City expects the Four Seasons Resort at Aviara to open in fiscal year 1997-98 which
accounts for a large portion of the growth. The Four Seasons Resort is a 336 room, five star
resort located in the southern section of the City next to the well known Aviara golf course. The
resort is expected to open in late July 1997. Additionally, tourism receipts in Carlsbad have
29
been on the upswing in 1996-97 and are expected to continue their growth through 1997-98.
This growth follows three years of relatively flat revenues and is consistent with many other
cities in San Diego County.
Development within Carlsbad saw a sudden upward turn in 1994-95 with growth in revenues of
65% over the previous year. This level of development has been sustained throughout 1995-96
and 1996-97 and is expected to continue at a slower pace in 1997-98. The 1996-97
development related revenues, which include planning, engineering and building department
fees as well as building permits and the license tax on new construction, are expected to come
in approximately $3.0 million higher than originally budgeted. The projections for 1997-98 show
a 31% decrease in these revenues for a total combined revenue projection of $4 million. The
decline is based upon the expectation that development activity will slow down slightly,
compared to 1996-97, and an accounting change which moves the revenue from license tax on
new construction out of the General fund and into the General Capital Construction fund.
These revenues will be used to fund various capital projects in the future.
All other revenues include franchise taxes, transfer taxes, vehicle license fees, ambulance fees,
recreation fees, and other charges and fees. These revenues, of $12.4 million are projected to
decline by 10.8% compared to the current fiscal year. Most of the decline is due to one-time
revenue sources received in 1996-97 which are not expected to continue. These revenue
sources include a reimbursement from the Public Employees Retirement System (PERS) for
overpayments in previous years amounting to $775,000 and a transfer into the General fund
from the General Liability fund of $100,000 due to lower than expected claims.
OTHER FUNDS
Special Revenue fund revenues total $9.0 million which is
essentially the same as projections for 1996-97. The types of
functions supported within Special Revenue funds include
programs funded by specific revenue streams such as Section 8
Housing Assistance, Housing Trust fund, Community
Development Block Grants (CDBG), maintenance assessment
districts, and Gas Tax street maintenance.
Enterprise fund revenues for 1997-98 are projected at $21.6
million, down 0.9% or approximately $143,000 less than 1996-97 projections. Enterprise funds
are similar to a business in that rates are charged to support the operations which supply the
service. No change in the rates for any of the Enterprise funds has been planned. Examples of
Carlsbad Enterprises include the water and sanitation services, and solid waste management.
Water Operations revenue is budgeted at essentially the same levels as 1996-97. Reclaimed
water revenues are projected to decrease in 1997-98 by $75,000 due to a one-time credit from
the Water Authorities. Sanitation fund revenues are estimated at $4.8 million, which is a 1.9%
decline from 1996-97. Service charges for the Sanitation fund are estimated to decline by
$90,000 and account for most of the decrease in revenue.
Operating revenues to the Golf Course enterprise fund of $530,000 represent the transfer of
funds from the General fund. These amounts are needed to pay the taxes, assessments and
maintenance costs on the land purchased for the future municipal golf course. All necessary
land has been purchased and development planning is underway. More information about the
proposed golf course can be found in the Capital Improvement Program.
30
Internal Service funds show an estimated revenue of $8.4 million for 1997-98, an increase of
$1.3 million, or 18% over 1996-97 projections. Internal Service funds provide services within
the City itself and include programs such as the self insurance funds for Workers'
Compensation and Liability Insurance, as well as Health Insurance, Information Systems,
Vehicle Maintenance and Vehicle Replacement. Departments pay for services provided by
these funds. The Internal Service fund demonstrating the largest revenue increase is the
Health Insurance fund, up $953,000 or 62%. The increase appears because the charges to
departments for the past several years have been at a level well below the actual cost. The
Health Insurance fund had a larger reserve than was required and this reserve was being used
to supplement the amounts paid by the funds. As of 1997-98, the reserve is no longer
available, thus rates have gone back up to match the expected health care expenditures.
Information Systems and Vehicle Maintenance revenues have also increased due to increases
in the rates and/or services provided to the departments.
Redevelopment revenues are estimated to be essentially equal to the 1996-97 levels at $1.8
million. The tax increment on property values has not exhibited any signs of growth over the
past four years, and is expected to remain unchanged for 1997-98.
Expenditures
City operating expenditures for 1997-98 total $82.6 million which
represents a decrease of $3.0 million, or 3.5% from the current
1996-97 budget as shown in the table below.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET EXPENDITURE
(In Millions)
BUDGET
1996-97
$46.4
9.0
20.0
8.4
1.8
$85.6
SUMMARY
BUDGET
1997-98
$44.9
7.5
20.2
8.3
1.7
$82.6
DIFFERENCE
-$1.5
-1.5
0.2
-0.1
-0.1
-$3.0
% CHANGE
-3.2%
-16.7%
1.0%
-1.2%
0.0%
-3.5%
GENERAL FUND
General fund expenditures show a $1.5 million, or 3.2% decrease, from the current 1996-97
budget to the 1997-98 budget. Balancing the 1997-98 General fund budget entailed the use of
the following strategies which are profiled below.
> Six (6) positions are not funded. The unfunded positions are vacant and represent no
layoffs of existing staff. The unfunded positions now include five (5) positions in the
Library and a Captain Specialist in the Fire department.
31
> This is the fifth year that alternate funding sources have been used to support some
General fund programs. Police Asset Forfeiture funds are supporting all maintenance
and operation costs of the DARE and Juvenile Diversion programs as well as all costs of
the School Resource Officers program. Major street maintenance and repair programs
are supported through the Gas Tax and TransNet revenues.
> Payment to the Golf Course fund has been included in the General Fund budget for
1997-98 in the amount of $490,000. This had previously been accomplished through
transfers from the General fund balance.
> Capital outlay expenses totaling approximately $447,355 have been funded within the
General fund budget.
*iV»ot'c »-v New Programs and Increased Service Levels
l£\CvV . The General fund had sufficient revenues to support a small increase in
programs and service levels. The following new programs and/or increased
service levels are included in the 1997-98 budget figures. In total, eight new full time
employees are included in the 1997-98 operating budget. Most of these positions are
discussed below.
Increased Police Staffing
As a result of the anticipated growth in the City over the next few years, the Police department
has prepared a long-range staffing plan. The addition of five sworn officers and two non-sworn
staff are included in the 1997-98 budget as part of this plan. The total cost of this request is
approximately $393,000 which funds four positions for the entire year and three positions for
half of the year. The estimated cost includes $50,000 of one-time capital outlay expenditures.
The 1998-99 budget will include a request for three additional employees, 1 sworn and 2 non-
sworn. The projected staffing needs are an estimate with the intent to be proactive rather than
reactive to changing needs.
Poinsettia Park Staffing
Providing staff at the Poinsettia Park, during peak times, will dramatically improve the security
of the park and provide assistance for Carlsbad residents using the park. The 1997-98 budget
request includes $6,200 for staffing Poinsettia Park. Currently, the only staff assigned to the
park are ground maintenance personnel. By assigning Recreation staff to the park, the staff
can help alleviate vandalism, offer minor first aid, resolve disputes, and turn off the ballfield
lights when the fields are not in use.
Increased Youth Summer Camps
The 1997-98 budget adds two more weeks to the Summer Camp programs, for a total cost of
$6,000, due to increased participation. This is a growing program and demand continues to
expand. These camps provide children with fun, friendship, and adventure while providing
parents with a low cost day-care option for the summer. These camps are self-supporting.
City Facilities Parking Lot Sweeping Program
The parking lot sweeping program will ensure that numerous public parking lots are swept on a
regular basis. The 1997-98 budget request includes $25,000 for a City facilities parking lot
sweeping program. This program will assist the City in meeting the goals of the NPDES storm
32
water runoff regulations by decreasing the amount of debris that enters the City's storm drains.
OTHER FUNDS
Special Revenue Funds at $7.5 million show a decrease in anticipated spending of
approximately $1.5 million, or 16.7% which is primarily the result of significant reductions in a
few programs offset by increases in others. The Buena Vista Creek Channel maintenance
expenses decreased by $277,000. During 1996-97, the channel underwent major clearing
which only occurs every four years. Police Asset Forfeiture decreased by $285,000 due to a
reduction in the amount of capital outlay items requested. The Housing Section 8 budget
decreased by $180,000 for housing assistance payments based upon a decrease in revenues
from HUD. The budget request for the Community Development Block Grant program is
$600,000 less than the current 1996-97 budget. Most of this decrease is due to funding which
was brought forward from the previous year to complete projects in 1996-97. Offsetting this is
the $115,000 increase in the Housing Trust budget for staffing, legal services, surveys, and
studies.
Six new funds appear in the budget under the category of Special Revenue Funds. These are
the COPS Fund, Law Enforcement Block Grant, Library Gifts/Bequests, Arts Special Events,
Senior Donations, and Arts General Donations. The COPS grant and the Law Enforcement
grant are new revenue sources that were obtained in 1996-97. The COPS grant provides
funding for two bicycle patrol officers. The Law Enforcement Block Grant was a one-time grant
used to jointly fund a drug court in North County and to purchase new computers at the Safety
Center. The other new funds were previously accounted for as agency funds and are now
included as part of the budget process.
Enterprise Funds total $20.2 million which is an increase of $160,000 or approximately 1%.
Much of the increase is for purchased water costs in Water Operations to fill the Maerkle
Reservoir. Sanitation Operations has a $367,000 decrease in expenditures due to a significant
decrease in Encina Plant Services expense.
Internal Service Funds show a budget decrease of $79,000. The Vehicle Replacement fund
decreased by $654,000 which is the result of an unusually high budget over the last three
years. This occurred as the City has been catching up on purchases which were delayed due
to budget cuts in previous years. The budget for this fund normally fluctuates according to the
vehicles recommended for replacement in any given year.
The budget for Workers' Compensation Self Insurance has increased slightly by $44,000 or
5.1%. Liability Self Insurance has increased by $113,000 due to additional outside legal
expenses. Health Insurance has increased by $295,000 or 13.7% due to increased premium
expense.
The Redevelopment Agency budget has decreased for 1997-98 by $130,000, mainly the result
of a decrease in the interdepartmental costs charged to the Redevelopment Operations budget.
33
Summary
As we enter fiscal year 1997-98, the City is in good
financial health with a bright outlook for the future.
Although the General fund is still relying on some
alternate funding sources to pay for general city
services, that dependence is decreasing every year.
We are once again seeing growth in taxes and licenses
reflecting the strong and diverse economic base of the City. The opening of the Four Seasons
Resort and the continued development in the industrial corridor will bring added jobs and tax
revenues to the City. In addition, a specialty retail mall is under construction and is expected to
open in time for the 1997 Christmas season. Although it is not expected to generate a
significant increase to the sales tax base this year (due to the time it takes to receive the sales
taxes from the State), it will boost the 1998-99 revenues. We also have the opening of
Legoland, a family theme park, coming in 1999-2000 which is expected to enhance the tourism
industry in Carlsbad.
All of these events add to the diversity and strength of Carlsbad's economic base which
supports the high quality services expected by its citizens and businesses. The 1997-98
operating budget provides the means to achieve the Carlsbad vision.
34
FUND
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1996-97
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
JULY 1,1996 REVENUES EXPENDITURES TRANSFERS JUNE 30, 1997
GENERAL FUND
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY GIFTS/BEQUESTS
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GENERAL DONATIONS
ENTERPRISE
WATER OPERATIONS
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE
LIABILITY SELF INSURANCE
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL OPERATING FUNDS
15,376,795
1,064,216
0
0
149,092
2,062,499
48,526
30,277
3.650,074
485,539
81,817
862,485
551,382
147,055
84,248
35,417
0
98,529
12,369
27,097
7,030,215
489,043
3,968,876
87,215
486,500
1,140,927
2,231,844
1,298,638
(13,918)
3,826,918
443,436
52,370
1,352,800
919,693
$48,081,974
46,340,000
150,000
158,748
92,367
3,252,000
955,000
95,800
38,700
1,499,500
534,200
400,400
645,000
105,000
169,000
41,000
25,600
187,292
112,000
647,500
350
14,750,633
1,484,600
4,936,722
86,000
500,000
755,840
1,060,980
1,548,109
1,362,922
1,149,690
1,205,500
113,300
1,250,000
355,000
$86,008,753
44,423,287
752,813
57,054
92,367
3,150,976
110,000
108,100
32,000
473,160
517,000
366,072
670,889
264,500
282,200
53,000
0
178,286
88,000
626,000
0
13,299,109
1,181,270
3,250,229
128,100
470,000
790,262
1,122,414
2,145,500
1,368,150
1,605,400
1,271,200
573,850
1,074,500
117,300
$80,642,988
17,293,508
461,403
101,694
0
250,116
2,907,499
36,226
36,977
4,676,414
502,739
116,145
836,596
391,882
33,855
72,248
61,017
9,006
122,529
33,869
27,447
8,481,739
792,373
5,655,369
45,115
516,500
1,106,505
2,170,410
701,247
(19,146)
3,371,208
377,736
420,000 11,820
(420,000) 1,108,300
1.157,393
$0 $53,447,739
35
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1997-98
FUND
PROJECTED
BALANCE ESTIMATED
JULY 1,1997 REVENUES
PROJECTED
ESTIMATED FUND BALANCE
EXPENDITURES TRANSFERS JUNE 30, 1998
GENERAL FUND 17,293,508 44,947,000 44,947,000
APPROPRIATION FROM FUND BALANCE
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY GIFTS/BEQUESTS
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GENERAL DONATIONS
ENTERPRISE
WATER OPERATIONS
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
LIABILITY SELF INSUR
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL OPERATING FUNDS
461,403
101,694
0
250,116
2,907,499
36,226
36,977
4,676,414
502,739
116,145
836,596
391,882
33,855
72,248
61,017
9,006
122,529
33,869
27,447
8,481,739
792,373
5,655,369
45,115
516,500
1,106,505
2.170,410
701,247
(19,146)
3,371,208
377,736
11,820
1,108,300
1,157,393
$53,447,739
71,550
158,750
0
3,182,000
1,100,000
93,600
36,500
1,525,000
542,600
393,350
647,000
125,000
169,200
41,000
26,200
190,451
102,000
618,150
10,500
14,656,500
1,409,200
4,844,500
174,000
530,000
788,100
1,061,790
2,500,799
1,475,497
1,208,145
1,318,200
113,300
1,300,000
350,000
$85,709,882
500,284
139,181
0
3,075,591
238,983
118,418
11,000
491,181
570,608
386,388
718,918
27,048
203,000
53,000
21,000
189,373
102,000
624,500
10,000
13,807,415
1,455,967
4,305,761
144,116
490,000
908,886
1,238,125
2,448,781
1,328,417
951,403
1 ,467,820
476,561
1,081.000
125,961
$82,657,686
17,293,508
(330,000)
16,963,508
32,669
121,263
0
356,525
3,768,516
11,408
62,477
5,710,233
474,731
123,107
764,678
489,834
55
60,248
66,217
10,084
122,529
27,519
27,947
9,330,824
745,606
6,194,108
74,999
556,500
985,719
1,994,075
753,265
127,934
3,627,950
228,116
360,000 8,559
(360,000) 967,300
1,381,432
$0 $56,169,935
36
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1994-95 THROUGH 1997-98
DEPARTMENT
(GENERAL FUND
GENERAL GOVERNMENT
CITY COUNCIL
CITY MANAGER
CITY CLERK
CITY ATTORNEY
FINANCE
CITY TREASURER
PURCHASING
HUMAN RESOURCES
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
ENGINEERING
PLANNING
GROWTH MANAGEMENT
BUILDING INSPECTION
TOTAL COMMUNITY DEVELOPMENT
LIBRARY/CULTURE
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
TOTAL LIBRARY/CULTURE
1994-95
ACTUALS
163,272
779,608
38,435
450,286
968,880
65,376
333,807
698,617
3,498,281
8,696,674
6,793,846
15,490,520
564,594
136,477
66,811
3,027,248
1,776,213
71,435
733,692
6,376,470
2,400,019
244,588
9,926
2,654,533
1995-96
ACTUALS
176,855
805,256
394,289
511,313
928,481
78,982
360,819
825,912
4,081,907
9,528,510
7,053,852
16,582,362
563,958
157,305
110,548
3,182,877
1,831,291
77,914
854,093
6,777,986
2,467,210
259,232
4,040
2,730,482
1996-97
ESTIMATED
EXPENDITURES
171,328
912,260
% 315,300
580,505
1,084,500
112,900
392,779
1,171,440
4,741,012
9,537,150
7,251,913
16,789,063
554,577
212,269
135,600
3,724,342
1,990,739
79,460
1,053,105
7,750,092
2,561,937
295,103
6,800
2,863,840
1996-97
BUDGET
174,219
912,696
379,546
580,505
1,256,648
115,245
392,864
1,206,923
5,018,646
9,716,507
7,369,332
17,085,839
650,403
219,260
135,600
3,762,242
2,163,917
79,560
1,053,209
8,064,191
2,613,216
295,117
7,050
2,915,383
1997-98
BUDGET
173,983
872,573
330,520
550,664
1,049,610
126,027
446,992
1,024,883
4,575,252
10,355,420
7,560.335
17,915,755
525,994
204,242
124,230
3,528,810
2,070,920
82,696
1,019,071
7,555,963
2,735,003
284,979
6,800
3,026,782
%INCR (DEC)
96-97 BUD
TO
97-98 BUD
-0.1%
-4.4%
-12.9%
-5.1%
-16.5%
9.4%
13.8%
-15.1%
-8.8%
6.6%
2.6%
4.9%
-19.1%
-6.8%
-8.4%
-6.2%
-4.3%
3.9%
-3.2%
-6.3%
4.7%
-3.4%
-3.5%
3.8%
o
37
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1994-95 THROUGH 1997-98
DEPARTMENT
COMMUNITY SERVICES
COMMUNITY SERVICES ADMIN
PARK MAINTENANCE
RECREATION
SENIOR PROGRAMS
STREET MAINTENANCE
FACILITIES MAINTENANCE
Major Facility Maintenance (Transfer)
TRAFFIC SIGNAL MAINT
TOTAL COMMUNITY SERVCIES
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB)
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
AUDIT
PROPERTY TAX ADMIN FEE
ANIMAL REGULATION CONTRACT
DUES & SUBSCRIPTIONS
MISC / TRANSFERS OUT
ASSESSMENT SERVICES
BOND SERVICES
GOLF COURSE TRANSFER
HARMONY GROVE FIRE COST
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES (AS ADOPTED)
TOTAL GENERAL FUND
1994-95
ACTUALS
641,299
1,535,183
1,654,529
232,949
1,504,024
1,116,823
286,163
6,970,971
215,847
36,000
101,300
64,378
798,443
26,430
162,152
119,096
23,167
1,317,321
6,998
4,961
1,800,000
0
4,676,093
39,666,867
0
39,666,867
1995-96
ACTUALS
586,697
1,613,414
1,718,646
234,460
1,394,490
1,230,262
0
314,623
7,092,592
184,255
36,000
0
75,578
793,080
20,095
150,902
138,027
26,774
911,951
9,025
4,993
0
0
2,350,680
39,616,009
0
39,616,009
1996-97
ESTIMATED
EXPENDITURES
646,557
1,752,190
1,718,765
274,116
1,505,044
1,269,992
463,420
310,735
7,940,819
280,260
36,000
10,000
80,000
797,500
45,000
155,000
154,000
30,000
1,883,201
25,000
7,000
475,000
360,500
4,338,461
44,423,287
0
44,423,287
1996-97
BUDGET
652,500
1,891,415
1,735,132
274,736
1,566,294
1,269,992
463,420
310,735
8,164,224
280,260
36,000
160,000
80,000
797,500
82,914
159,800
154,000
30,000
1,883,201
50,000
7,000
475,000
360,500
4,556,175
45,804,458
625,030
46,429,488
1997-98
BUDGET
678,633
1,928,835
1,842,485
300,851
1,555,447
1,347,826
200,000
371,156
8,225,233
211,150
36,000
75,000
80,000
800,000
45,000
185,000
160,000
36,100
0
35,000
7,000
490,000
0
2,160,250
43,459,235
1.487,765
44,947,000
%INCR (DEC)
96-97 BUD
TO
97-98 BUD
4.0%
2.0%
6.2%
9.5%
-0.7%
6.1%
-56.8%
19.4%
0.7%
-24.7%
0.0%
-53.1%
0.0%
0.3%
-45.7%
15.8%
3.9%
20.3%
-100.0%
-30.0%
0.0%
3.2%
-52.6%
-5.1%
138.0%
-3.2%
38
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1994-95 THROUGH 1997-98
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
AUDIO VISUAL INSURANCE
LIBRARY GIFTS/BEQUESTS
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GENERAL DONATIONS
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER OPERATIONS
RECLAIMED WATER
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
LIABILITY SELF INSURANCE
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
TOTAL INTERNAL SERVICE FUNDS
1994-95
ACTUALS
425,154
0
0
3,023,020
0
146,256
0
816,674
503,530
279,718
589,281
3,111
186,234
60,289
0
194,514
0
533,751
0
6,761,532
11,079,051
836,573
4.262,927
116.701
1,687,678
17,982,930
1,050,204
282,270
1,831,993
1,223,451
666,594
1,170,828
6,225,340
1995-96
ACTUALS
267,725
0
0
2,934,973
3,000
138,363
0
1,046,973
508,934
328,006
945,980
4,611
257,248
27,458
0
189,702
0
731,350
0
7,384,323
12,007,874
1,132,909
4,136,530
159,211
314,186
17,750,710
600,222
1,326,746
1,692,776
1,284,387
1,253,857
1,245,494
7,403,482
1996-97
ESTIMATED
EXPENDITURES
752,813
57,054
92,367
3,150,976
110,000
108,100
32,000
473,160
517,000
366,072
670,889
264,500
282,200
53,000
0
178,286
88,000
626,000
0
7,822,417
13,299,109
1,181,270
3,250,229
128,100
470,000
18,328,708
790,262
1,122,414
2,145,500
1,368,150
1,605,400
1,271,200
8,302,926
1996-97
BUDGET
786,668
158,748
92,367
3,258,042
125,514
116,628
56,550
560,869
541,436
405,816
721,142
304,500
291,631
53,000
20,200
178,286
112,000
1,218,729
782
9,002,908
13,467,626
1,269,770
4,684,258
134,816
486,500
20,042,970
865,794
1,125,414
2,153,618
1,368,150
1,605,437
1,304,057
8,422,470
1997-98
BUDGET
500,284
139,181
0
3,075,591
238,983
118,418
11,000
491,181
570,608
386,388
718,918
27,048
203,000
53,000
21,000
189,373
102,000
624,500
10,000
7,480,473
13,807,415
1,455,967
4,305,761
144,116
490,000
20,203,259
908,886
1,238,125
2,448,781
1,328,417
951,403
1,467,820
8,343,432
%INCR (DEC)
96-97 BUD
TO
97-98 BUD
-36.4%
-12.3%
-100.0%
-5.6%
90.4%
1.5%
-80.5%
-12.4%
5.4%
-4.8%
-0.3%
-91.1%
-30.4%
0.0%
4.0%
6.2%
-8.9%
-48.8%
1178.8%
-16.9%
2.5%
14.7%
-8.1%
6.9%
0.7%
0.8%
5.0%
10.0%
13.7%
-2.9%
-40.7%
12.6%
-0.9%
39
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1994-95 THROUGH 1997-98
DEPARTMENT
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL REDEVELOPMENT
1994-95
ACTUALS
601,575
1,465,090
67,730
2,134,395
1995-96
ACTUALS
526,702
1,612,195
98,764
2,237,661
1996-97
ESTIMATED
EXPENDITURES
573,850
1,074,500
117,300
1,765,650
%INCR (DEC)
1996-97
BUDGET
607,146
1,074,700
132,141
1,813,987
1997-98
BUDGET
476,561
1,081,000
125,961
1,683,522
96-97 BUD
TO
97-98 BUD
-21.5%
0.6%
-4.7%
-7.2%
TOTAL OPERATING FUNDS 72,771,064 74,392,185 80,642,988 85,711,823 82,657,686 -3.6%
40
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1997-98
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
TOTAL TAXES
LICENSES AND PERMITS
BUILDING PERMITS
BUSINESS LICENSES
LICENSE TAX-CONSTRUCTION
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
STATE SUBVENTIONS
VEHICLE IN-LIEU
OTHER
TOTAL STATE SUBVENTIONS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
PROPERTY RENTALS
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INTEREST
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
1995-96
$10,895,405
11,542.970
3,406,917
1,447,379
293,378
27,586,049
917,788
1,491,159
67,440
517,957
2,994,344
2,492,251
183,408
2,675,659
890,898
558,621
1,101,618
422,302
787,656
169,577
511,749
4,442,421
335,395
1,401,592
2,054,319
911,699
42,401,478
PROJECTED
REVENUE
1996-97
$11,100,000
12,115,000
3,500,000
1,510,000
360,000
28,585,000
1,000,000
1,400,000
350,000
895,000
3,645,000
2,550,000
200,000
2,750,000
1,350,000
700,000
2,300,000
550,000
810,000
170,000
550,000
6,430,000
330,000
1,400,000
1,750,000
1,450,000
46,340,000
ESTIMATED
REVENUE
1997-98
$11,300,000
12,577,000
4,600,000
1,540,000
360,000
30,377,000
900,000
1,450,000
0
563,000
2,913,000
2,600,000
205,000
2,805,000
900,000
650,000
1,500,000
480,000
840,000
170,000
507,000
5,047,000
330,000
1,425,000
1,650,000
400,000
44,947,000
AS%
OF FY 96-97
PROJECTED
1.8%
3.8%
31.4%
2.0%
0.0%
6.3%
-10.0%
3.6%
-100.0%
-37.1%
-20.1%
2.0%
2.5%
2.0%
-33.3%
-7.1%
-34.8%
-12.7%
3.7%
0.0%
-7.8%
-21.5%
0.0%
1.8%
-5.7%
-72.4%
-3.0%
DIFFERENCE
1996-97 TO
1997-98
200,000
462,000
1,100.000
30,000
0
1,792,000
(100,000)
50,000
(350,000)
(332,000)
(732,000)
50,000
5,000
55,000
(450,000)
(50,000)
(800,000)
(70,000)
30,000
0
(43,000)
(1,383,000)
0
25,000
(100,000)
(1,050,000)
(1,393,000)
o
41
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1997-98
REVENUE SOURCE
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
MISCELLANEOUS
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
HOUSING TRUST FUND
INTEREST
MISCELLANEOUS
INCLUSIONARY HOUSING FEES
TOTAL
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
ACTUAL PROJECTED
REVENUE REVENUE
1995-96 1996-97
14.774 90,000
61,292 60,000
76,066 150,000
0 158,748
0 0
0 158,748
0 83,130
0 9,237
0 92,367
15,430 8,000
2,814,337 3,054,000
109,661 190,000
2,939,428 3,252,000
63,269 100,000
639,158 0
528,038 855,000
1,230.465 955,000
3,728 3,800
100,649 92,000
104,377 95,800
34,800 38,200
0 500
34,800 38,700
ESTIMATED
REVENUE
1997-98
53,000
18,550
71,550
158,750
0
158,750
0
0
0
10,000
2,997,000
175,000
3,182,000
100,000
500,000
500,000
1,100,000
3,600
90,000
93,600
35,000
1,500
36,500
AS%
OF FY 96-97
PROJECTED
-41.1%
-69.1%
-52.3%
0.0%
0.0%
0.0%
-100.0%
-100.0%
-100.0%
25.0%
-1.9%
-7.9%
-2.2%
0.0%
0.0%
-41.5%
15.2%
-5.3%
-2.2%
-2.3%
-84%
200.0%
-5.7%
DIFFERENCE
1996-97 TO
1997-98
(37,000)
(41,450)
(78,450)
2
0
2
(83,130)
(9,237)
(92,367)
2,000
(57,000)
(15,000)
(70,000)
0
500,000
(355,000)
145,000^=^_— =___-^_
(200)
(2,000)
(2,200)
(3,200)
1,000
(2,200)
42
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1997-98
REVENUE SOURCE
GAS TAX
GAS TAX REVENUES
INTEREST
TOTAL
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
MISC REIMBURSEMENT
TOTAL
ACTUAL
REVENUE
1995-96
1,218,310
197,494
1,415,804
20,135
1,316
459,422
66,200
547,073
(540)
378,612
469
378,541
PROJECTED
REVENUE
1996-97
1,279,500
220,000
1,499,500
10,000
0
458,000
66,200
534,200
0
400,400
0
400,400
ESTIMATED
REVENUE
1997-98
1,300,000
225,000
1,525,000
17,000
2,000
457,400
66,200
542,600
5,000
388,000
350
393,350
AS%
OF FY 96-97
PROJECTED
1.6%
2.3%
1.7%
70.0%
0.0%
-0.1%
0.0%
1.6%
0.0%
-3.1%
0.0%
-1.8%
DIFFERENCE
1996-97 TO
1997-98
20,500
5,000
25,500
7,000
2,000
(600)
0
8,400
5,000
(12,400)
350
(7,050)
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
MISC REIMBURSEMENT
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS (CLSA)
INTEREST
MISCELLANEOUS
GRANTS
TOTAL
STATE GRANTS (PLF)
INTEREST
MISCELLANEOUS
GRANTS
TOTAL
52,774
40,100
570,197
419
663,490
25,064
100,110
125,174
10,976
0
170,429
181,405
4,022
0
22,540
26,562
50,000
40,000
550,000
5,000
645,000
5,000
100,000
105,000
9,000
0
160,000
169,000
1,000
0
40,000
41,000
50,000
40,000
552,000
5,000
647,000
25,000
100,000
125,000
9,000
0
160,200
169,200
1,000
0
40,000
41,000
0.0%
0.0%
0.4%
0.0%
0.3%
400.0%
0.0%
19.1%
0.0%
0.0%
0.1%
0.1%
0.0%
0.0%
0.0%
0.0%
0
0
2,000
0
2,000
20,000
0
20,000
0
0
200
200
0
0
0
0—
43
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1997-98
m*"
REVENUE SOURCE
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
SENIOR DONATIONS
INTEREST
DONATIONS
TOTAL
CDBG ENTITLEMENT/REHAB
INTEREST
*""* GRANT REVENUE
-"*"' TOTAL
ARTS GENERAL DONATIONS
INTEREST
DONATIONS
TOTAL
ACTUAL
REVENUE
1995-96
0
29,200
29,200
108,751
80,955
189,706
0
51,150
51,150
324
717,375
717,699
0
0
0
PROJECTED
REVENUE
1996-97
600
25,000
25,600
110,427
76,865
187,292
0
112,000
112,000
500
647,000
647,500
350
0
350
ESTIMATED
REVENUE
1997-98
1,200
25,000
26,200
104,816
85,635
190,451
0
102,000
102,000
150
618,000
618,150
500
10,000
10,500
AS%
OF FY 96-97
PROJECTED
100.0%
0.0%
2.3%
-5.1%
11.4%
1.7%
0.0%
100.0%
100.0%
-70.0%
-4.5%
-4.5%
42.9%
0.0%
2900.0%
DIFFERENCE
1996-97 TO
1997-98
600
0
600
(5,611)
8,770
3,159
0
(10,000)
(10,000)
(350)
(29,000)
(29,350)
150
10,000
10,150
TOTAL SPECIAL REVENUE FUNDS 8,710,940 9,109,457 9,032,851 -0.8%(76,606)
44
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1997-98
REVENUE SOURCE
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST & PORTFOLIO SERVICES
ENGINEERING & PLAN CHECK FEES
CONNECTION FEES
MISCELLANEOUS
TOTAL
RECLAIMED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECLAIMED WATER CREDITS
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS REIMB EXPEND
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS
TOTAL
SOLID WASTE MANAGEMENT
INTEREST & PORTFOLIO SERVICES
GRANTS/REBATES
RECYCLING FEE
MISCELLANEOUS
TOTAL
GOLF COURSE
INTEREST
MISCELLANEOUS
TRANSFER FROM GENERAL FUND
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
1995-96
10.606,835
2,530,750
88,315
57,468
175,003
439,977
95,036
91,572
360,443
14,445,399
893,709
15,734
287,172
26,078
6,623
1,229,316
4,847,333
12,500
76,107
567,483
36,365
5,539,788
5,181
0
98,574
15,897
119,652
37,657
4,534
0
42,191
21,376.346
PROJECTED
REVENUE
1996-97
11,360,873
2,464,698
86,065
1,240
227,334
259,062
62.944
80,000
208,417
14,750,633
1,014,000
31,200
402,300
35,000
2,100
1,484,600
4,689,818
15,050
68,850
159,074
3,930
4,936,722
5,000
0
81,000
0
86,000
25,000
0
475,000
500,000
21.757.955
ESTIMATED
REVENUE
1997-98
11,300,000
2,397,000
86,000
0
220,000
259,000
62,500
72,000
260,000
14,656,500
1,044,000
32,200
290,000
40,000
3,000
1,409,200
4,600,000
15,000
68,000
159,000
2,500
4,844,500
5,000
0
169,000
0
174,000
40,000
0
490,000
530,000
21,614,200
AS%
OF FY 96-97
PROJECTED
-0.5%
-2.8%
-0.1%
-100.0%
-3.2%
0.0%
-0.7%
-10.0%
24.8%
-0.6%
3.0%
3.2%
-27.9%
14.3%
42.9%
-5.1%
-1.9%
-0.3%
-1.2%
-0.1%
-36.4%
-1.9%
0.0%
0.0%
108.6%
0.0%
102.3%
60.0%
0.0%
100.0%
6.0%
-0.7%
DIFFERENCE
1996-97 TO
1997-98
(60,873)
(67,698)
(65)
(1.240)
(7,334)
(62)
(444)
(8,000)
51,583
(94,133)
30,000
1,000
(112,300)
5,000
900
(75,400)
(89,818)
(50)
(850)
(74)
(1,430)
(92,222)
0
0
88,000
0
88,000
15,000
0
15,000
30,000
(143,755)
o
45
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1997-98
S^
REVENUE SOURCE
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
SALE OF PROPERTY
TOTAL
INFORMATION SYSTEMS
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
1995-96
87,097
614,970
191,085
893,152
128,869
926,376
1,200
1,056,445
83,164
1,332,345
328,101
1,743,610
1,347,616
2,480
1,350,096
799,978
212,232
62,847
1,075,057
27,222
1,030,513
(9,233)
1,048,502
7,166,862
PROJECTED
REVENUE
1996-97
80,000
615,840
60,000
755,840
130,000
920,980
10,000
1,060,980
88,165
1,102,944
357,000
1,548,109
1,332,922
30,000
1,362,922
974,690
130,000
45,000
1,149,690
20,000
1,185,500
0
1,205,500
7,083,041
ESTIMATED
REVENUE
1997-98
70,000
668,100
50,000
788,100
140,000
921,790
0
1,061,790
42,000
2,101,799
357,000
2,500,799
1,445,497
30,000
1,475,497
1,033,145
130,000
45,000
1,208,145
20,000
1,298,200
0
1,318,200
8,352,531
AS%
OF FY 96-97
PROJECTED
-12.5%
8.5%
-16.7%
4.3%
7.7%
0.1%
-1000%
0.1%
-52.4%
90.6%
0.0%
61.5%
8.5%
00%
8.3%
6.0%
0.0%
0.0%
5.1%
0.0%
9.5%
0.0%
9.4%
17.9%
DIFFERENCE
1996-97 TO
1997-98
(10,000)
52,260
(10,000)
32,260
10,000
810
(10,000)
810
(46,165)
998,855
0
952,690
112,575
0
112,575
58,455
0
0
58,455
0
112,700
0
112,700
1,269,490
46
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1997-98
REVENUE SOURCE
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
ACTUAL
REVENUE
1995-96
47,648
71,889
INTEREST & PORTFOLIO SERVICES 0
MISCELLANEOUS
TOTAL
DEBT SERVICE
TAX INCREMENT
2,775
122,312
1,170,153
INTEREST & PORTFOLIO SERVICES 1 20,224
TOTAL
LOW AND MOD INCOME HSNG
TAX INCREMENT
1,290,377
292,538
INTEREST & PORTFOLIO SERVICES 45,812
MISCELLANEOUS
TOTAL
TOTAL REDEVELOPMENT FUNDS
2,181
340,531
1,753,220
PROJECTED
REVENUE
1996-97
40,000
71,300
0
2,000
113,300
1,200,000
50,000
1,250,000
300,000
55,000
0
355,000
1,718,300
ESTIMATED
REVENUE
1997-98
40,000
71,300
0
2,000
113,300
1,200,000
100,000
1,300,000
300,000
50,000
0
350,000
1,763,300
AS%
OF FY 96-97
PROJECTED
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100.0%
4.0%
0.0%
-9.1%
0.0%
-1.4%
2.6%
DIFFERENCE
1996-97 TO
1997-98
0
0
0
0
0
0
50,000
50,000
0
(5,000)
0
(5,000)
45,000
o
TOTAL OPERATING $81,408,846 $86,008,753 $85,709,882 -0.4%($298.871)|
47
GENERAL GOVERNMENT
General
Liability
Q°/£*j /o
Workers'
Comp.
6%
Non-
departmental
15%
General
Gov't Depts.
33%
Health
Insurance
17%
Information
Systems
10%
Council
Contingency
10%
V--
PROGRAM: GENERAL GOVERNMENT
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CONTINGENCY
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 3,306,428
9,137,661
343,000
65,580
$ 12,852,669
52.00
1.82
1995-96
ACTUAL
$ 3,481,786
7,479,900
544,000
336,137
$ 11,841,823
52.75
1.24
1996-97
BUDGET
$ 3,771,169
11,040,609
625,030
211,926
$ 15,648,734
51.75
1.50
1997-98
BUDGET
$ 3,809,354
8,732,660
1,487,765
257,100
$ 14,286,879
52.75
2.00
48
m
PROGRAM:
FUND:
DEPARTMENT:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCT NO. 0010110
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 140,286
22,986
0
$ 163,272
1.00
0.00
1995-96
ACTUAL
$ 149,667
27,188
$ 176,855
1.00
0.00
1996-97
BUDGET
$ 142,810
31,409
0
$ 174,219
. 1.00
0.00
1997-98
BUDGET
$ 131,058
41,725
1,200
$ 173,983
1.00
0.00
WORK PROGRAM:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the
City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the
needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Meeting Attendance: Prepare for and attend
Council meetings, as well as various committee and
community meetings. Respond to the needs and
requests of the residents of Carlsbad, through
personal contact and correspondence.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
As the legislative body of the City, the Council
establishes the policies and regulatory ordi-nances
under which the City operates. The Council has
defined goals and objectives to guide the allocation of
City resources to meet the needs of the community
through the policy development process.
m
m
1i
49
PROGRAM: CITY MANAGER
FUND: GENERAL
DEPARTMENT: CITY MANAGER ACCTNO.0011010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 677,542
90,267
11,799
$ 779,608
8
0
1995-96
ACTUAL
$ 703,657
95,787
5,811
$ 805,255
8
0
1996-97
BUDGET
$ 714,071
196,625
2,000
$ 912,696
8
0
1997-98
BUDGET
$ 698,388
167.185
7,000
$ 872,573
8
0
WORK PROGRAM:
The City Manager coordinates City operations in a manner which meets the Council Goal of earning the support and
respect of its citizens by providing services in a responsive, open and efficient manner.
PROGRAM ACTIVITIES:
Financial: Coordination of activities with fiscal
impact to ensure sound financial practices and a
balanced revenue expenditure base.
Administration: Assist Council in meeting annual
goals.
Policy Development: Assist Council in policy devel-
opment.
PERFORMANCE OBJECTIVES:
1. Submit a balanced budget to the City Council.
Provide quarterly fiscal updates to the Council.
1. Accomplish objectives set forth by each City
department. Conduct the City in a professional
and ethical manner and continue pursuing
excellence based on the strategic values.
Coordinate efforts to respond to requests for
action. (Review, referral, and response.)
1. Provide accurate, timely information, develop
potential policy alternatives and provide
professional recommendations to Council.
SIGNIFICANT CHANGES:
None.
50
PROGRAM: CITY CLERK
FUND: GENERAL
DEPARTMENT: CITY CLERK ACCT NO. 0010210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 6,815
31,620
0
$ 38,435
6.00
0.00
1995-96
ACTUAL
$ 202,849
115,073
76,366
$ 394,288
4.60
0.00
1996-97
BUDGET
$ 227,799
135,863
15,884
$ 379,546
3.60
0.00
1997-98
BUDGET
$ 193,520
130,000
7,000
$ 330,520
3.60
0.00
WORK PROGRAM:
The City Clerk's Department is responsible for performance of duties as defined in the Government Code and the
Carlsbad Municipal Code, as well as for reprographics, records management activities, and the provision of minutes
for the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public Improvement
Corporation, and Industrial Development Authority.
PROGRAM ACTIVITIES:
Election Services: Serve as the City's Election
Officer responsible for conducting Municipal Elections.
WORKLOAD MEASURES:
CY/1995
1. Elections:
General
Special
0
0
CY/1996
1
1
Fair Political Practices Commission (FPPC)
Filings: Serve as City's Filing Officer for all filings
required by the Political Reform Act of 1974. This
includes receipt and review of Campaign Statements
and Statements of Economic Interest.
Council Meeting Record of Proceedings: Keep an
accurate record of proceedings of the legislative body
as required by the Government Code.
Administrative Services: Maintain City records
which includes filing of records and certification of
copies, publishing ordinances and notices of public
hearings, and receiving all claims filed.
1. Filings:
Campaign Statements 63
Statements of
Economic Interest 326
1. Council Minutes: 86
1. Claims Filed: 134
2. Public Hearing Notices: 48
3. Ordinances Published: 41
87
342
75
106
68
46
Support Services: Serve as Secretary to the Public
Improvement Corporation, Water Board, and Industrial
Development Authority. Also serve as Recording
Secretary to the Housing and Redevelopment Com-
mission.
1. Meetings Held:
Council 86
CMWD Board 24
H&R Commission 12
Parking Authority 0
75
27
8
1
(continued)
51
PROGRAM:
FUND:
DEPARTMENT:
CITY CLERK
GENERAL
CITY CLERK
PAGE TWO
ACCT NO. 0010210
PROGRAM ACTIVITIES:
Support Services: Assist public and City depart-
ments with requests for information; provide research
services concerning Council action since City in-
corporation on 7-16-52; provide maintenance and
quarterly supplement service for subscriptions to the
Carlsbad Municipal Code and subscriptions to the City
Council agendas and minutes; prepare and post
agendas in accordance with "Brown Act" for Council,
CMWD Board, and H&R Commission meetings;
process, index, and file all Council Meeting docu-
ments.
Duplication Equipment: Keep the City Hall copy
machine operational by provision of key operator
services, supplies, and current maintenance agree-
ment.
Records Management Services: Maintain City
records in an identifiable and accessible manner in
order to fulfill public, legal, and historical requirements
for preservation and storage of information.
SIGNIFICANT CHANGES:
WORKLOAD MEASURES:
CY/1995 CY/1996
1. Documents Processed:
Agendas 86 75
Agenda Bills 557 525
Resolutions 393 444
Ordinances 41 46
Documents to Recorder 306 322
Contracts/Agreements 204 306
Subscriptions to Muni. Code 93 98
1. Copies:
1. Entries Indexed:
2. Storage:
Boxes of Files
Micro Boxes
554,661 520,594
1,065
137
10
821
153
12
Two employees retired and are replaced with one full-time and one hourly employee. Election funds decreased since
there will not be a regular municipal election in 1997-98
52
PROGRAM:
FUND:
DEPARTMENT:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCT NO. 0011210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 399,332
45,996
4,958
$ 450,286
5.00
0.00
1995-96
ACTUAL
$ 440,639
70,674
0
$ 511,313
5.00
0.00
1996-97
BUDGET
$ 452,664
126,641
1,200
$ 580,505
5.00
0.00
1997-98
BUDGET
$ 469,982
68,682
12,000
$ 550,664
5.00
0.50
WORK PROGRAM:
The City Attorney is the Chief Legal Officer of the City, responsible for providing legal advice and representation to
the City Council, Housing and Redevelopment Commission, Boards and Commissions, Carlsbad Municipal Water
District, 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 administration and enforcement of laws, regulations and City
programs.
PROGRAM ACTIVITIES:
The City Attorney provides quality legal services to the City Council, City Manager, and department heads, as well
as to the Carlsbad Municipal Water District, Parking Authority, Housing Commission, and all other boards and
commissions. This office drafts resolutions and ordinances, and reviews ordinances, contracts, bonds and other
legal documents.
SIGNIFICANT CHANGES:
None.
53
x,,»
PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE ACCT NO. 0011310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 732,544
231,470
4,866
$ 968,880
14.00
0.00
1995-96
ACTUAL
$ 683,274
241,975
3,231
$ 928,480
14.00
0.00
1996-97
BUDGET
$ 763,372
490,276
3,000
$ 1,256,648
14.00
0.00
1997-98
BUDGET
$ 792,110
257,500
0
$ 1,049,610
14.00
0.00
WORK PROGRAM:
The Finance Department pays the expenses and collects the revenue for the City, maintains accurate and timely
financial records, and provides necessary information on financial status and forecasts to the City Council, City
Manager, all City departments and the public. In addition, the Finance Department is responsible for coordinating
the annual budget process for both the operating budget and the capital improvement program and it participates in
the creation and on-going administration of all new financing programs including fee programs and debt offerings.
PROGRAM ACTIVITIES:
Budget Management: Develop an annual budget
identifying operating and capital programs and their
costs for future years.
PERFORMANCE OBJECTIVES:
1. Prepare annual capital and operating budgets
which include program activity and output
measures or performance objective statements.
2. Perform annual review of all City fees and
present recommendations for changes to
Council.
3. Monitor and report on revenues and
expenditures monthly to insure budgetary
integrity.
Assessment District/CFD Administration: Provide
financial management of 1911 and 1913/15 Act
Assessment and Mello-Roos Districts.
1. Assist in evaluation and formation of new
districts.
2. Issue bonds for initial capital projects when
required.
3. Monitor contracts for day-to-day administration of
CFD and all assessment districts as required by
formation documents and State law.
Long-Range Financial Planning: Assist in pro-
viding long-range financial planning services,
including long-range operating revenue and expense
forecasts.
(continued)
Update and present results of fiscal impact
analysis of General Plan.
Prepare ten year operating forecasts incorpora-
ting various "what if scenarios to be used in long
range planning.
54
PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE
PROGRAM ACTIVITIES:
Accounts Receivable: Bill and collect revenue for
the City; including business license, parking citations,
and emergency response billings.
Accounts Payable: Assemble and pay the debts of
the City, including payroll. Satisfy requirements of
taxing agencies.
PAGE TWO
ACCT NO. 0011310
PERFORMANCE OBJECTIVES:
1. Increase collection of receivables through timely
follow-up of delinquent accounts and use of
collection agency.
2. Implement new accounts receivable and cash
receipting system to provide better management
information and increased collection of revenues.
1. Maintain turnaround time of 30 days to process
and pay invoices.
2. Reduce City-wide staff time for processing of
payables by 30%.
1m
mm
m
General Accounting and Reporting: Prepare and
maintain accurate financial records; including grants,
capital projects, enterprise funds, assessment
districts, investments, fixed assets, and agency
funds.
Audits: Reviews records of businesses in City that
support business license, franchise fees, sales taxes
and TOT revenue. Perform compliance reviews and
internal audits of City departments.
1. Meet the financial reporting needs of manage-
ment through better access and training on the
financial information system.
2. Provide City management and Council with
timely monthly financial reports.
1. Implement new business license inventory
system to identify businesses operating without a
license and bring them into compliance.
2. Monitor sales tax audit contract to ensure
effectiveness.
3. Perform in-house internal control reviews as
needed.
I
C»
•
P
+
P
SIGNIFICANT CHANGES:
None.to
•
55
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 0010310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 25,766
38,008
1,602
$ 65,376
0.00
0.75
1995-96
ACTUAL
$ 46,075
32,907
0
$ 78,982
0.75
0.00
1996-97
BUDGET
$ 51,025
64,220
0
$ 115,245
0.75
0.00
1997-98
BUDGET
$ 53,897
72,130
0
$ 126,027
0.75
0.00
WORK PROGRAM:
The office of the City Treasurer will perform the duties and responsibilities set forth in the California Government
Code, the Carlsbad Municipal Code, and the Investment Policy adopted by resolution of the City Council.
PROGRAM ACTIVITIES:
Cash Management: Develop cash flow projections
as accurately as possible; maintain record of receipts
and disbursements into the Treasury; ensure
appropriate balances in the general checking
account; ensure sufficient cash to pay warrants
signed by legally designated person as well as meet
biweekly payroll; project for debt service payments
and ensure sufficient liquidity; arrange for cost-
effective banking relations (retail and custodial);
arrange for a short-term borrowing program if
necessary. Perform all City wires.
Investment Management: Provide professional
management of the City's investment portfolio
investing all inactive funds as authorized by the City
Council while conforming to all state statutes govern-
ing the investment of public funds. Ensure safety and
liquidity of all cash funds and investment accounts.
PERFORMANCE OBJECTIVES:
1. Gather information regarding forecasted cash
receipts and disbursements from various City
and external sources.
2. Receive and track actual daily cash deposits;
transfer funds between various investment
accounts to optimize earned interest.
3. Encourage, set up and perform wire transfers for
large dollar disbursements to better project
inactive cash available for investment.
4. Develop request for bids for banking services;
evaluate bids and initiate action to award
contract; monitor adequacy and cost of banking
services; arrange for line of credit.
1. Endeavor to invest all inactive funds at all times;
determine amount, type, and term of investment
to best complement the City's portfolio ensuring
compliance with the Investment Policy.
2. Solicit telephone bids from financial institutions/
brokers; evaluate and effect investment; arrange
for payment, delivery, and safekeeping of
investments; inform unsuccessful bidders of the
investment made.
3. Arrange for collateralization contracts as re-
quired.
(continued)
56
PROGRAM:
FUND:
DEPARTMENT:
CASH MANAGEMENT
GENERAL
CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES:
Recordkeeolna: Develop and maintain records for
all investments and investment income. Verify
receipt and correctness of investments made.
PERFORMANCE OBJECTIVES:
1. Maintain data base of cash projections, invest-
ments, interest rates, interest income, trans-
actions and market values. Reconcile bank's
monthly report of safekeeping with data compiled
throughout the period.
2. Calculate interest income to be received
ensure payment is accurate and timely.
Reporting: Develop and prepare monthly and
annual reports to the City Council regarding cash
management and investment activities; develop
investment data for the Annual Financial Report.
Administrative Duties: Develop agenda, convene,
conduct, and record proceedings of the Investment
Review Committee; develop and submit annually, or
as required, a statement of investment policy to the
City Council. Maintain and ensure compliance with
Treasury Department Internal Controls.
and
3. Verify accuracy of transfer and trade confirma-
tions with investments made.
1. Provide City Council with timely monthly reports
of investment activities, related to investment
policy requirements. Additionally, disclose other
pertinent information that could potentially
threaten the safety and liquidity of the investment
portfolio.
2. Provide City Council with annual report reviewing
past fiscal year and projecting portfolio
performance for next fiscal year.
3. Develop from investment data base information
required for the annual audit and Annual
Financial Report.
1. Treasurer will act as the chairman of the
Investment Review Committee.
2. Present to the Investment Review Committee at
least quarterly, a portfolio review, current market
overview, and cash management status. Seek
the opinions of the group on any miscellaneous
issues.
3. Review the City's investment policy with the
Investment Review Committee; develop recom-
mendations to modify; ensure compliance with
the California Government Code.
SIGNIFICANT CHANGES:
Includes funding for an investment software package that will assist the Treasurer's office in analyzing and tracking
investments.
57
PROGRAM: PURCHASING
FUND: GENERAL
DEPARTMENT: PURCHASING ACCT NO. 0011410
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 224,530
109,277
0
$ 333,807
5,00
0.50
1995-96
ACTUAL
$ 240,728
116,920
3,171
$ 360,819
5.00
0.50
1996-97
BUDGET
$ 241,829
151,035
0
$ 392,864
5.00
0.50
1997-98
BUDGET
$ 246,092
170,900
30,000
$ 446,992
5.00
0.50
WORK PROGRAM:
The City Council goal for Administration is a government that earns the support and respect of its citizens by
providing services in a responsive, open and efficient manner. The Purchasing Department obtains necessary
goods and services of the desired quality, in a timely manner and at fair and reasonable prices. The Purchasing
Department is also responsible for mail and messenger services, records management and the disposal of surplus
property.
PROGRAM ACTIVITIES:
Bids and Quotations: Request and process bids,
quotations and proposals for supplies, services and
equipment.
Product/Service and Public Works Contracts:
Provide administrative support and guidance for
product/service annual contracts and public works
contracts.
Records Management: Manage the records storage
program for off-site storage. Provide records man-
agement guidance to City departments.
Central Stores: Provide ordering, receiving, storing
and delivery of office and special supplies.
PERFORMANCE OBJECTIVES:
1. Update and maintain formal bid and quotation
files.
2. Prepare and maintain Vendor's List by
commodities.
3. Maintain the minority and women-owned
businesses file.
1. Track and renew annual product and service
contracts.
2. Develop new annual contracts, as needed.
3. Maintain current Contractor's list by classifica-
tions.
4. Develop and administer joint agency contracts.
1. Review and update present policies and pro-
cedures.
2. Assist departments in transferring records to
commercial storage facilities, as requested.
1. Begin new "Just in Time" office supply contract.
2. Train departments in new procedures for
ordering, receiving and payment.
3. Revise Stores Catalog and procedures to reflect
new reduced inventory.
(continued)
58
PROGRAM: PURCHASING
FUND: GENERAL
DEPARTMENT: PURCHASING
PAGE TWO
ACCT NO. 0011410
PROGRAM ACTIVITIES:
Surplus Property: Manage the transfer and disposal
of City property and lost/unclaimed Police property.
Messenger and Mail Service: Provide twice-daily
inter-departmental mail service to City facilities, and
daily pick-up, posting/delivery of U.S. mail to City
Hall. Facilitate the City-wide Presort Program with
the County. Provide guidance on mail related needs
to all departments.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Maintain inventory of surplus City property and
direct surplus property to requesting departments
as it becomes available.
2. Direct disposal of surplus and lost/unclaimed
police property as needed.
1. Act as liaison with Postal Service. Alert City Staff
to requirements to improve deliverability.
2. Review inter-departmental services, making
necessary adjustments.
3. Reduce overall postage costs for mail services,
encouraging the use of pre-sort of first-class
mail.
The budget request includes a Commodity/Service Code software package. The software provides a coding system
which will assist the Purchasing department in registering and maintaining vendor files, tracking vendor
performance, capturing purchase history, and developing specification files for bids and quotations.
I
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m
59
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
DEPARTMENT: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 400,703
297,914
0
$ 698,617
7.00
0.07
1995-96
ACTUAL
$ 431,960
389,246
4,707
$ 825,913
7.00
0.24
1996-97
BUDGET
$ 551,703
648,020
7,200
$ 1,206,923
7.00
0.50
1997-98
BUDGET
$ 546,041
478,842
0
$ 1,024,883
7.00
0.50
WORK PROGRAM:
Provide professional services to the City, as an organization, in support of human resource development, human
resource management, and the human resource environment.
PROGRAM ACTIVITIES:
Human Resources Service: To deliver high quality,
responsive service to our internal and external
customers.
Goal: To achieve measurable improvements in the
quality of our service, as perceived by our customers
and ourselves.
Interdepartmental Support: To increase partner-
ships within the organization.
Goal: To work collaboratively across functional
boundaries throughout the organization on HR-
related issues.
PERFORMANCE OBJECTIVES:
1. Develop and communicate a summary of HR
staff roles and responsibilities.
2. Contract out classification and job design to
maximize timely delivery of service.
3. Develop and implement an on-going internal and
external customer satisfaction feedback system
for all major HR services.
4. Initiate review of Personnel Rules in conjunction
with the Business Process Improvement Recom-
endations.
5. Develop and implement employee development
trainings on topics including:
• Value of harassment and Discrimination Free
Workplace.
• Value of a Drug and Alcohol Free Workplace.
• Gender Communication in the Workplace.
6. Develop and implement Management Training
Series: Performance Planning; Goal Setting and
Feedback; Annual Performance Review Training;
Compensation Management Introductory Train-
ing.
1. Review and revise Hourly Employee Compensa-
tion System with user departments.
2. Conduct annual training for Boards and Com-
mission members.
3. Implement improved recruitment/employment
process.
(continued)
60
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
DEPARTMENT: HUMAN RESOURCES
PROGRAM ACTIVITIES:
System Analysis: To aggressively review and
redesign Human Resources systems.
Goal: To evaluate the effectiveness and efficiency of
every major organizational HR-related system.
Communication: To "over-communicate" with the
organization.
Goal: To provide every employee with HR-related
information they need in a timely manner.
SIGNIFICANT CHANGES:
None.
PAGE TWO
ACCT NO. 0011510 THRU 0011550
PERFORMANCE OBJECTIVES
1. Conduct review of Management Performance
Appraisal and Compensation System.
2. Design and implement Human Resources Infor-
mation System (HRIS) to create more
streamlined and effective systems.
3. Partner in the Business Process Review of
employment services.
1. Continue to coordinate Quarterly Management
Meetings.
2. Establish a Human Resources "community
folder" on the City-wide network.
3. Introduce a Human Resources newsletter.
4. Conduct an annual benefits, education and
communication meeting with employees.
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61 B5353'i
PROGRAM: WORKERS' COMPENSATION
FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT NO. 6111920
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 74,683
975,521
0
$ 1,050,204
1.00
0.00
1995-96
ACTUAL
$ 73,396
526,826
0
$ 600,222
1.00
0.00
1996-97
BUDGET
$ 73,180
792,614
0
$ 865,794
1.00
0.00
1997-98
BUDGET
$ 79,058
829,828
0
$ 908,886
1.00
0.00
WORK PROGRAM:
Risk Management administers the funding of the insured and self-insured funded portions of the program, manages
the administration of claims for Workers' Compensation benefits, works with the City Attorney's Office and outside
counsel to monitor, control and resolve litigated claims, and provides training for various departments in order to
minimize the potential risk of future losses.
PROGRAM ACTIVITIES:
Workers' Compensation Claims: The 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 ex-
penses.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Continue to enhance communications with em-
ployees, medical care providers and third party
administrators.
62
PROGRAM: GENERAL LIABILITY
FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT NO. 6121930
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 44,216
235,578
2,476
$ 282,270
1.00
0.50
1995-96
ACTUAL
$ 50,155
1,276,591
0
$ 1,326,746
1.00
0.50
1996-97
BUDGET
$ 64,114
1,058,300
3,000
$ 1,125,414
1.00
0.50
1997-98
BUDGET
$ 64,572
1,173,553
0
$ 1,238,125
1.00
0.50
WORK PROGRAM:
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 in the areas of property, casualty and general liability, and
provides training for various departments to minimize the potential risk of future losses.
PROGRAM ACTIVITIES:
Litigation Management: The fund is utilized to pay
for settlements, costs and defense expenses incurred
as the result of general liability claims made against
the City, and to pay for related administration and
insurance expenses.
Insurance/Self Insurance: Directs the marketing,
renewal, planning and funding of the insured and self-
funded portions of the program; administers the
general liability self insurance funds.
Claims Management: Directs and administers the
claims management program for property, casualty
and general liability by utilizing a combination of in-
house services and third party contract administra-
tion.
Loss Prevention/Training: Provides direction,
programming and training for various City depart-
ments in order to minimize the potential risk of future
losses.
PERFORMANCE OBJECTIVES:
1. Provide necessary support to the City Attorney's
office and outside counsel.
1. Reduce the level of risk exposure by continuing
to search for sources of coverage through
traditional markets and any other available
sources.
1. Continue to enhance communication with
employees, medical care providers and third
party administrators.
1. Support Loss Prevention Committee with loss
information and proposals for new loss
prevention programs.
SIGNIFICANT CHANGES:
Based on historic expenditures, the budget for outside legal services was increased.
63
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
DEPARTMENT: HUMAN RESOURCES ACCT NO. 6131520
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
1,831,993
0
$ 1,831,993
0.00
0.00
1995-96
ACTUAL
$ 58,711
1,634,065
0
$ 1,692,776
0.00
0.00
1996-97
BUDGET
$ 82,500
2,071,118
0
$ 2,153,618
0.00
0.00
1997-98
BUDGET
$ 82,500
2,366,281
0
$ 2,448,781
0.00
0.00
WORK PROGRAM:
This fund is used to pay health insurance premiums.
SIGNIFICANT CHANGES:
Addition of Sharp Health Plan as HMO provider effective 1/1/97.
64
PROGRAM:
FUND:
DEPARTMENT:
INFORMATION SYSTEMS
INTERNAL SERVICE
INFORMATION SYSTEMS ACCT NO. 6401710
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 580,011
550,938
39,879
$ 1,170,828
4.00
0.00
1995-96
ACTUAL
$ 400,675
601,968
242,851
$ 1,245,494
5.40
0.00
1996-97
BUDGET
$ 406,102
718,313
179,642
$ 1,304,057
5.40
0.00
1997-98
BUDGET
$ 452,136
815,784
199,900
$ 1,467,820
6.40
0.00
WORK PROGRAM:
In support of Council Administration Goal IV: Provide resources that will support departments in the performance of
work tasks through computer automation and telecommunication services. Strive to increase citizen access to City
services through the use of technology.
PROGRAM ACTIVITIES:
Computer Support Services: Maintain hardware and
software on all City computers. These include:
• Two HP3000 mini computers. One used for
general City applications utilized by all
departments and another used for cataloging and
circulation by the Library.
• One HP9000 UNIX server used for the Financial
Information System and other general City used
applications.
• Two HP720 UNIX workstations used for the City's
Geographic Information System (GIS)
• Over 300 micro computers and the wide area
network components linking these micro
computers.
• Backup support to the Safety Center for a DEC
mini computer running Computer Aided Dispatch
and their micro computer network.
Telecommunication Support Services: Maintain the
voice and data telecommunications networks for all
City facilities. This includes all additions and modifica-
tions to:
• PBX and voice mail systems
• Over 350 communication circuits
• Approximately 500 phone instruments
• 780 voice mail boxes
PERFORMANCE OBJECTIVES:
1. Ensure that all City computers remain operational
with minimum downtime.
2. Guarantee availability of hardware maintenance
for all the City's mini computers, workstations,
micro computers and the Citywide network.
3. Provide effective software support for standard
City software and applications developed in-
house.
2.
Ensure that the City's telecommunication network
and it's associated equipment remain operational
with minimum downtime.
Provide necessary support for all telephone and
data communication usage.
(continued)
65
PROGRAM:
FUND:
DEPARTMENT:
INFORMATION SYSTEMS
INTERNAL SERVICE
INFORMATION SYSTEMS
PAGE TWO
ACCT NO. 6401710
PERFORMANCE OBJECTIVES:
1. Meet the informational needs of the users and
encourage the appropriate use of computers and
communication technology to increase produc-
tivity and enhance communication.
PROGRAM ACTIVITIES:
New Systems Support: Continue implementation of
the Financial Information System, the new permitting
system, and associated applications. Implement new
and enhance existing applications and services
according to user needs, which requires an analysis of
the function being performed, determination of
appropriate platform for compatibility and research of
available solutions.
SIGNIFICANT CHANGES:
The Help Desk position was converted from a temporary to a permanent full-time position. Budget request includes
an upgrade to the communication links to remote sites. Maintenance & Operation includes $186,000 to assist with
the purchase of computers for the new South Carlsbad Library.
66
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
1994-95 1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET BUDGET
0019001 Community Promotion
(Carlsbad Convention
and Visitor's Bureau)
0019002-8540 Community Contributions
0019002-7550 Beach Parking
$215,847 $184,255 $280,260 $211,150
0013050 Hiring Center
0019003-9999 Hosp Grove Debt Service
0019003-7556 Animal Regulation Contract
0019003-7711 Dues and Subscriptions
101,300 0 160,000 75,000
36,000 36,000 36,000 36,000
64,378 75,578 80,000 80,000
798,443 793,080 797,500 800,000
119,096 138,027 154,000 160,000
23,167 26,774 30,000 36,100
0019003-9999
0019003-9999
0019003-7435
0019003-8910
0019003-7490
0019003-7400
0019004
0019008
Misc / Transfers Out
Golf Course Contribution
Property Tax Administration
Fee
Bond Service
Assessment Services
Audit
Harmony Grove Fire
Contingencies (Budget request)
TOTAL
1,317
1,800
162
4
6
26
343
$5,019
,321
,000
,152
,961
,998
,430
0
,000
,093
911
150
4
9
20
544
$2,894
,951
0
,902
,993
,025
,095
0
,000
,680
1,883,201
475,
159,
7,
50,
82,
360,
625,
$5,181,
000
800
000
000
914
500
030
205
0
490,000
185,000
7,
35,
45,
1,487,
$3,648,
000
000
000
0
765
015
67
PUBLIC SAFETY
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 13,166,739
2,551,724
197,211
$ 15,915,674
189.00
0.49
1995-96
ACTUAL
$ 13,773,085
2,776,577
300,426
$ 16,850,088
189.00
0.99
1996-97
BUDGET
$ 14,234,328
3,211,371
585,556
$ 18,031,255
194.00
0.64
1997-98
BUDGET
$ 14,717,830
3,649,490
187,900
$ 18,555,220
201.00
0.64
68
PROGRAM: POLICE
FUND: VARIOUS
DEPARTMENT: POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 7,239,151
1,771,353
111,324
$ 9,121,828
-« 110:00
0.49
1995-96
ACTUAL
$ 7,754,376
1,906,812
135,047
$ 9,796,235
- 110.00
0.99
1996-97
BUDGET
$ 8,040,618
2,195,640
425,665
$ 10,661,923
* ,115,00
0.64
1997-98
BUDGET
$ 8,483,322
2,428.863
82,700
$ 10,994,885
«i22.00
0.64
WORK PROGRAM:
To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and within the
framework of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe
environment for residents and visitors of Carlsbad.
PROGRAM ACTIVITIES:
Operations Division: Provide response to emer-
gency and non-emergency calls for service, proactive
patrol to deter crime, traffic services to enforce laws
and reduce accidents, and services with assistance
of the Reserve Officer Program.
Investigations Division: Provide follow-up and in-
vestigation of crimes, diversion of juvenile offenders,
enforcement of vice/narcotics violations and prepare
court cases for prosecution.
Technical Services Division: Provide support to all
divisions in the form of communications, records,
crime prevention, training and recruitment, the DARE
program, and technological development.
Community Relations: Monitor community con-
cerns and needs, maintain positive relationship with
community, and develop programs responsive to
community needs.
SIGNIFICANT CHANGES
PERFORMANCE OBJECTIVES:
1. Maintain a six minute or less response time City
wide for Priority One calls.
1. Investigate and follow-up crimes and incident
reports.
1. Maintain crime prevention activities in the
community, including Neighborhood Watch
and community presentations.
2. Maintain 2 full-time DARE officers for drug abuse
education in elementary and junior high schools.
1. Continue citizen survey program.
2. Continue positive relationship with media, pro-
vide Business Liaison services, and expand
community relations activities.
3. Maintain Citizen "Ride-Along" program.
The budget includes seven new positions: One non-sworn position in Technical Services; three sworn and one non-
sworn positions in Field Operations; one sworn officer irr the Traffic division; and one sworn Sergeant in
Investigations.
69
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 249,117
418,089
0
$ 667,206
3.00
0.00
1995-96
ACTUAL
$ 257,778
325,774
0
$ 583,552
3.00
0.00
1996-97
BUDGET
$ 253,582
331,605
0
$ 585,187
3.00
0.00
1997-98
BUDGET
$ 249,745
330,923
0
$ 580,668
3.00
0.00
WORK PROGRAM:
Develop and administer functions and programs that support the City's and 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 Programs: Develop and manage programs
which reduce crime, encourage citizen participation,
and improve community safety.
Organizational Development: Assist staff with indi-
vidual and group development.
Division Support: Provide support to department
divisions to assist with meeting goals.
Leadership: Provide department staff with the know-
ledge and training necessary to carry out the depart-
ment's mission.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Provide staff members with program develop-
ment and problem analysis concepts.
2. Request and support personnel and programs as
needed to meet goals of the department.
3. Assure department's budgetary responsibility.
1. Enroll five employees in "Investment in Excel-
lence" training.
1. Enhance resources for divisions such as
management information systems, statistical
analysis, and program management and analy-
sis.
1. Enhance communications among staff and divi-
sions; reinforce department's and City's State-
ment of Values.
70
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012120
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 3,663,555
528,608
4,000
$ 4,196,163
S3.00
0.00
1995-96
ACTUAL
$ 4,037,030
613,177
6,099
$ 4,656,306
53.00
0.00
1996-97
BUDGET
$ 3,921,806
659,208
0
$ 4,581,014
53.00
0.00
1997-98
BUDGET
$ 4,116,500
743,251
0
$ 4,859,751
57.00ffoo
WORK PROGRAM:
Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to the
community. Enforce laws and ordinances, preserve the peace and provide for protection of life and property through
proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service: Respond to calls for service for
emergency and non-emergency services. Investigate
crimes and enforce City ordinances.
Reports: Respond to calls for service. Take crime
reports, investigate crimes, and self initiate
investigations of crimes and incidents.
Response Time: Respond to Priority One (emer-
gency) calls for service in less than six minutes.
SIGNIFICANT CHANGES:
WORKLOAD MEASURES:
CY1994 CY1995
1. Calls for Service:
54,078 55,127
1. Reports:
9,355
1. Response Times:
5.6 min.
9,389
5.6 min.
CY1996
63,495
9,613
5.8 min.
The budget includes four new positions: One Community Services Sergeant, one Community Services Officer II,
and two Police Officers.
71
PROGRAM: TRAFFIC
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012121
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 467,179
109,726
0
$ 576,905
8.00
0.00
1995-96
ACTUAL
$ 538,393
121,804
0
$ 660,197
8.00
0.00
1996-97
BUDGET
$ 556,534
131,056
2,270
$ 689,860
8.00
0.00
1997-98
BUDGET
$ 623,202
163,245
0
$ 786,447
9.00
0.00
WORK PROGRAM:
To provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. To
provide accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES:
Enforcement Profile: Maintain a high profile of
traffic enforcement in order to reduce traffic collisions
Citywide.
Accident Investigation: Conduct accident investi-
gations to document location, time, and cause of
traffic accidents in order to provide targeted traffic
enforcement.
SIGNIFICANT CHANGES:
The budget includes one new Traffic Officer.
WORKLOAD MEASURES:
CY1994 CY1995 CY1996
1. Total Collisions:
715 786 746
1. Number of Hit and Run Investigations:
119 105 153
2. Hit and Run Cases Cleared:
95% 94% 93%
72
PROGRAM: VOLUNTEER SERVICES/RESERVE PROGRAM
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012122 THRU 0012123
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 3,646
284
0
i_ $ 3,930
0.00
0.00
1995-96
ACTUAL
$ 3,244
216
0
$ 3,460
0.00
0.00
1996-97
BUDGET
$ 7.000
22,900
0
$ 29,900
0.00
0.00
1997-98
BUDGET
$ 7,000
41,725
0
$ 48,725
0.00
0.00
WORK PROGRAM:
To provide support for the members of the Police department and to enhance community safety and security through
education and crime prevention.
PROGRAM ACTIVITIES:
Senior Volunteer Patrol Program
PERFORMANCE OBJECTIVES
1. Conduct crime prevention patrols.
2. Assist with traffic control.
3. Assist with special events.
4. Assist crime prevention unit.
5. Provide visitations for home-bound.
In-House Volunteer Program
Patrol and Traffic: 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.
SIGNIFICANT CHANGES:
None.
1. Provide general clerical assistance.
2. Provide assistance with special assignments and
projects.
1. Provide special detail assistance to all divisions
of the Police department.
2. Provide service to spring and fall faires,
Octoberfest, marathon, and other special events.
3. Provide assistance to detectives and traffic
officers with follow-up and special investigations.
4. Assist with local and regional DUI enforcement
activities.
WORKLOAD MEASURES:
1. Number of hours of service contributed by
Reserve Officers:
CY1995 CY1996
3,700 6,000
73
V...
PROGRAM: INVESTIGATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012130
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 1,041,094
158,740
0
$ 1,199,834
14.00
0.00
1995-96
ACTUAL
$ 1,130,620
193,405
0
$ 1,324,025
15.00
0.00
1996-97
BUDGET
$ 1,126,591
188,579
21,800
$ 1,336,970
16.00
0.15
1997-98
BUDGET
$ 1,187,002
207,091
0
$ 1,394,093
17.00
0.15
WORK PROGRAM:
To provide follow up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. To provide coordination of the criminal justice process, to recover property and to process
property and evidence.
PROGRAM ACTIVITIES:
Investigations: Investigate and follow-up on crime
and incident reports.
WORKLOAD MEASURES:
CY1994 CY1995
1. No. of Reports:
1,530 1,546 1,486
Case Closures: Clearance rates for FBI Index
crimes for:
• Violent Crimes - includes homicide, rape, robbery
and aggravated assault.*
• Property Crimes - includes burglary, larceny theft
and motor vehicle theft.*
Property Recovery: Dollar value of property re-
covered as a percentage of dollar value of all
property stolen.
• This rate is the proportion of crime cases cleared
by charging a suspect or by identification of an
offender who cannot be arrested (exceptional
clearance).
SIGNIFICANT CHANGES:
The budget includes one new Sergeant.
1. Clearance Rates:
22%
9%
43%
13%
48%
18%
1. Property Recovery Rates:
30% 33%33%
74
PROGRAM: VICE/NARCOTICS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012131
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 250,388
19,602
0
$ 269,990
3.00
0.00
1995-96
ACTUAL
$ 254,810
22,625
0
$ 277,435
3.00
0.00
1996-97
BUDGET
$ 298,418
25,640
0
$ 324,058
3.00
0.00
1997-98
BUDGET
$ 302,260
26,840
0
$ 329,100
3.00
0.00
WORK PROGRAM:
To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of those
responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to identify and
arrest those responsible for violations of laws concerning prostitution, gambling, liquor laws and other illegal
activities.
PROGRAM ACTIVITIES:
Felony and Misdemeanor Narcotics Arrests: The
arrest of suspects for felony and misdemeanor
narcotics and other violations.
Other Activities: Includes crime cases, citations,
juvenile contacts and field interviews.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
CY1994 CY1995 CY1996
1. Arrests: 149 112 116
1. Other:82 221 264
75
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL/ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 0012132/1212132
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ASSET FORFEITURE
TOTAL FUNDING
1994-95
ACTUAL
$ 46,245
30,461
0
$ 76,706
2.00
0.00
$ 7,475
$ 69,231
$ 76,706
1995-96
ACTUAL
$ 50,468
48,010
20,541
$ 119,019
1.00
0.00
$ 51,059
$ 67,960
$ 119,019
1996-97
BUDGET
$ 56,469
82,890
0
$ 139,359
1.00
0.00
$ 56,469
$ 82,890
$ . 139,359
1997-98
BUDGET
$ 55,700
97,379
0
$ 153,079
1.00
0.00
$ 55,700
$ 97,379
$ 153,079
WORK PROGRAM:
To provide juvenile diversion services and programs.
PROGRAM ACTIVITIES:
Juvenile Diversion: The diversion of juveniles, both
delinquent and pre-delinquent, within and prior to the
criminal justice system for rehabilitative opportunities.
SIGNIFICANT CHANGES:
WORKLOAD MEASURES:
CY1994 CY1995 CY1996
1. Number of Juvenile participants:
245 218 256
The GUIDE (Greater Understanding Through Intervention, Diversion and Education) Program has increased 25% to
accommodate increased service demands.
76
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012133
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 47,003
344
0
$ 47,347
0.00
0.49
1995-96
ACTUAL
$ 45,978
4,495
0
$ 50,473
0.00
0.49
1996-97
BUDGET
$ 53,020
12,345
0
$ 65,365
0.00
0.49
1997-98
BUDGET
$ 53,880
18,193
0
$ 72,073
0.00
0.49
WORK PROGRAM:
Responsible for processing, retention, disposal, and security of all property and evidence obtained or seized by
Carlsbad Police.
PROGRAM ACTIVITIES:
Property and Evidence: Physically maintain and
accurately track all property and evidence.
Disposal of Property: Return property to lawful
owners; dispose of property according to law.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Perform annual audit/inventory.
1. Dispose of all acquired property and evidence
within three years.
77
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012140
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 1,279,162
448,662
0
$ 1,727,824
25.00
0.00
1995-96
ACTUAL
$ 279,740
368,436
0
$ 648,176
4.00
0.00
1996-97
BUDGET
$ 323,648
362,696
0
$ 686,344
4.00
0.00
1997-98
BUDGET
$ 347,834
403,012
0
$ 750,846
5.00
0.00
WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination and personnel
recruitment.
PROGRAM ACTIVITIES:
Training & Personnel: Coordinate all department
training, recruit new employees, organize testing
programs and conduct P.O.S.T. mandated pre-
employment investigations.
Information Systems: Maintain and develop the
department's automated programs such as CAD,
ARJIS, and the microcomputer network.
SIGNIFICANT CHANGES:
The budget includes one new Training Coordinator.
PERFORMANCE OBJECTIVES:
1. Recruit personnel to maintain staffing levels.
1. Develop and upgrade program for the CAD
system and the microcomputer network.
78
PROGRAM: D.A.R.E.
FUND: GENERAL/ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 0012141/1212141
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ASSET FORFEITURE
TOTAL FUNDING
1994-95
ACTUAL
$ 151,442
8,281
0
$ 159,723
2.00
0.00
$
$ 159,723
$ 159,723
1995-96
ACTUAL
$ 135,729
7,612
20,901
$ 164,242
2.00
0.00
$ 146,902
$ 17,340
$ 164,242
1996-97
BUDGET
$ 144,530
14,990
0
$ 159,520
2.00
0.00
$ 144,530
$ 14,990
$ 159,520
1997-98
BUDGET
$ 142,071
13,888
0
$ 155,959
2.00
0.00
$ 142,071
$ 13,888
$ 155,959
WORK PROGRAM:
Assist elementary and junior high school students in recognizing and resisting the pressures exerted on them to
experiment with drugs.
PROGRAM ACTIVITIES:
Student Education: Provide drug abuse prevention
instruction to all Carlsbad Unified School District
schools including elementary and junior high schools.
Community Education: Assist schools and parents
with drug abuse prevention programs.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Reach 3,000 - 4,000 students per year at 9
elementary schools and 1 junior high school.
1. Attend parent-teacher meetings, provide work-
shops for parents and teachers, and participate
in various community and school activities.
79
v,.,-
PROGRAM:
FUND:
DEPARTMENT:
CRIME PREVENTION
GENERAL
POLICE ACCT NO. 0012142
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$ 40,566
1,804
0
$ 42,370
1.00
0.00
1996-97
BUDGET
$ 39,553
41,108
0
$ 80,661
1.00
0.00
1997-98
BUDGET
$ 41,916
39,178
0
$ 81,094
1.00
0.00
WORK PROGRAM:
To help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and to
help reduce the fear of crime through the dissemination of information..
PROGRAM ACTIVITIES:
Programs: Target all community groups including
crime victims. Activities include community forums,
community surveys, media, newsletters, and direct
mailings.
Create and implement education and awareness
programs that reduce the threat of crime and
enhance safety and security. Programs include:
Neighborhood Watch, rape prevention, personal
safety, home and commercial environmental design,
vehicle theft and burglary prevention, children's
programs, senior's programs, fraud prevention,
violence prevention, and drug abuse prevention.
SIGNIFICANT CHANGES:
None.
80
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012144
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$ 697,900
30,041
0
$ 727,941
14.00
0.50
1996-97
BUDGET
$ 715,800
42,775
0
$ 758,575
14.00
0.00
1997-98
BUDGET
$ 812,165
48,200
0
$ 860,365
14.00
0.00
WORK PROGRAM:
Provide Police and Fire Communications, including answering calls for service and dispatching, appropriate emer-
gency personnel.
PROGRAM ACTIVITIES:
Communications: Provide routine and emergency
communications service to police, fire and emergency
medical programs.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Calls for Service:
CY1994 CY1995 CY1996
54,078 55,127 63,495
81
PROGRAM: POLICE RECORDS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0012145
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$ 235,085
121,529
0
$ 356,614
6.00
0.00
1996-97
BUDGET
$ 252,614
124,960
0
$ 377,574
6.00
0.00
1997-98
BUDGET
$ 268,937
125,550
0
$ 394,487
6.00
0.00
WORK PROGRAM:
Provide processing, filing and maintenance of all department official records. Responsible for data entry into the
ARJIS system and for statewide reporting of crime information. Responsible for public reception, information and
fingerprinting.
PROGRAM ACTIVITIES:
Records: Process Police records including arrests,
crime cases, citations, traffic collisions, and incident
reports.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Number of Reports:
CY1994
9,355
CY1995 CY1996
9,389 9,613
82
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 1212143
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$
0
0
$
0.00
0.00
1996-97
BUDGET
$ 120,868
7,740
23,500
$ 152,108
2.00
0.00
1997-98
BUDGET
$ 144,929
24,988
0
$ 169,917
2.00
0.00
i
I
P
WORK PROGRAM:
Maintain order in and around schools to deter crime through enforcement and to create positive interaction among
students, citizens, and educators.
PROGRAM ACTIVITIES:
Maintain Order: Enforce laws on school campuses
located within the City of Carlsbad.
Education: Educate staff and students regarding
laws pertaining to schools, child abuse, and law
enforcement in general.
SIGNIFICANT CHANGES:
None.
ml
«t
Pi
Ml
83
m
i
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 121 VARIOUS
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 40,320
48,556
107,324
$ 196,200
0.00
0.00
1995-96
ACTUAL
$ 47,035
47,884
87,506
$ 182,425
0.00
0.00
1996-97
BUDGET
$ 26,191
139,394
371,095
$ 536,680
0.00
0.00
1997-98
BUDGET
$
136,400
82,700
$ 219,100
0.00
0.00
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets.
Maintenance & Operation expenses include special investigative supplies for Vice/Narcotics, new weapons and
holsters for sworn personnel, mining the police range to remove lead, the purchase of bullet proof vests, and other
various expenses.
Capital outlay items include two police vehicles, two computers, three lap top computers, a voice stress analyzer, a
workstation, and a portable multimedia projector.
84
PROGRAM:
FUND:
DEPARTMENT:
BICYCLE PATROL
COPS GRANT
POLICE ACCT NO. 1232110
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$
0
0
$
0.00
0.00
1996-97
BUDGET
$ 143,994
7,754
7,000
$ 158,748
2.00
0.00
1997-98
BUDGET
$ 130,181
9,000
0
$ 139,181
2.00
0.00
WORK PROGRAM:
The City received $158,748 in funding per Senate Agenda Bill No. 3229 (Brulte) Citizens Option for Public Safety
(COPS). The City Council approved the Police department's request to use these funds for the hiring of two full-time
officers for the assignment to year-round bicycle patrol. Previously, the bicycle patrol was only seasonally staffed
during the summer months. The bicycle patrol members will patrol in the beach and downtown areas, as well as
other areas as required for special enforcement.
PROGRAM ACTIVITIES:
The patrol will direct attention to minor drug, alcohol, skateboarding, loitering, and noise complaints in the downtown
and beach areas of the City, as well as other areas as needed.
SIGNIFICANT CHANGES:
None.
85
PROGRAM: FIRE
FUND: GENERAL
DEPARTMENT: FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 5,927,588
780,371
85,887
$ 6,793,846
79.00
0.00
1995-96
ACTUAL
$ 6,018,709
869,765
165,379
$ 7,053,853
79.00
0.00
1996-97
BUDGET
$ 6,193,710
1,015,731
159,891
$ 7,369,332
79.00
0.00
1997-98
BUDGET
$ 6,234,508
1,220,627
105,200
$ 7,560,335
79.00
0.00
WORK PROGRAM:
To maintain a high and safe level of Fire and Paramedic services, maintain the highest standards for courteous
service and responsiveness, provide educational opportunities to the public, and provide equipment and training to
department personnel that will enhance their safety as well as the services provided to the public.
PROGRAM ACTIVITIES:
To accomplish this program, the Fire Department provides a force trained and equipped to provide firefighting,
emergency medical, rescue, fire pre-vention and disaster preparedness and response services. The Fire
Department coordinates with other City departments and external agencies in an effort to optimize the use of
resources in emergency response and disaster planning.
SIGNIFICANT CHANGES:
Expansion of Advanced Life Support (ALS) Emergency Medical Support capability.
86
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 188,987
111,353
11,107
$ 311,447
3.00
0.00
1995-96
ACTUAL
$ 191,130
119,417
24,344
$ 334,891
3.00
0.00
1996-97
BUDGET
$ 194,807
117,602
110,791
$ 423,200
3.00
0.00
1997-98
BUDGET
$ 265,441
203,257
15,000
$ 483,698
3.00
0.00
WORK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination: Provide program direction and plan-
ning for all divisions.
Planning: Provide a planning interface with other
City departments and regional agencies in order to
facilitate improved fire services.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Continue supervisory training seminars for all
Fire Captains.
2. Facilitate team building programs for all mem-
bers of the management team.
1. Monitor development under the Growth Manage-
ment Program toward scheduling the relocation
of Fire Stations 3 and 6.
2. Participate in the San Diego County Unified
Disaster Council and Hazardous Materials Re-
sponse, Joint Powers Authorities.
3. Coordinate departmental information systems.
4. Participate in regional planning activities:
• MHz Regional Communication System.
• Study feasibility of joining the North County
Dispatch JPA.
• Study feasibility of a North County Regional
Training facility.
87
PROGRAM: FIRE SUPPRESSION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 0012220
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 4,463,856
463,763
74,780
$ 5,002,399
59.00
0.00
1995-96
ACTUAL
$ 4,563,184
515,582
129,843
$ 5,208,609
59.00
0.00
1996-97
BUDGET
$ 4,734,578
570,868
5,100
$ 5,310,546
59.00
0.00
1997-98
BUDGET
$ 4,707,926
643,316
40,500
$ 5,391,742
59.00
0.00
WORK PROGRAM:
Respond to citizen requests for assistance in a timely
personnel.
PROGRAM ACTIVITIES:
Response Levels: Maintain a high and safe level of
safety services throughout the City.
Training: Provide all safety personnel appropriate
training in order to enhance their personal safety as
well as enhancing the services provided to the
citizens.
Service: Operations personnel will maintain a
positive community profile of service, friendliness,
and responsiveness.
SIGNIFICANT CHANGES:
None.
manner with appropriate equipment and properly trained
PERFORMANCE OBJECTIVES:
1. Maintain fire apparatus, equipment and facilities
at a high level of readiness.
2. Maintain an average response time of 5 minutes
or less to Priority 1 fire and medical calls for
service.
1. Provide technical training to all shift personnel on
a monthly basis.
2. Continue to develop and review standard
operating procedures conforming to national
safety guidelines.
1. Engine companies to participate in public educa-
tion programs, special community events and
code enforcement inspections on an annual
basis.
88
PROGRAM: FIRE PREVENTION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 0012225
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 311,896
28,529
0
$ 340,425
5.00
0.00
1995-96
ACTUAL
$ 307,942
31,509
0
$ 339,451
5.00
0.00
1996-97
BUDGET
$ 337,069
36,644
0
$ 373,713
5.00
0.00
1997-98
BUDGET
$ 328,857
37,193
17,500
$ 383,550
5.00
0.00
WORK PROGRAM:
Manage the potential for fire loss in the community through fire code enforcement and public education
activities which increase citizen awareness of fire and life safety practices.
PROGRAM ACTIVITIES:
Enforcement and Engineering: Provide code en-
forcement occupancy inspections in existing public
buildings and those under construction.
Education: Conduct and participate in informative
programs for the general public on disaster prepared-
ness and fire safety.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Provide training and administrative support for
engine company code enforcement agency.
2. Conduct fire inspections in all City buildings and
high-risk occupancies annually.
3. Perform code compliance reviews on an
anticipated 700 construction plan submittals.
4. Perform 1,000 new construction and follow-up
inspections.
1. Conduct fire safety education programs for 2nd
and 4th grades in all schools within the City,
public and private.
2. Provide community safety educational programs
which foster self-help and reliance in preparing
for and in the handling of emergencies.
3. Provide fire safety education programs during fire
prevention week and at various community
events.
89
PROGRAM: EMERGENCY MEDICAL SERVICES
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 0012230
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 962,849
99,748
0
$ 1,062,597
12.00
0.00
1995-96
ACTUAL
$ 956,453
114,893
10,000
$ 1,081,346
12.00
0.00
1996-97
BUDGET
$ 927,256
152,798
44,000
$ 1,124,054
12.00
0.00
1997-98
BUDGET
$ 932,284
182,351
4,200
$ 1,118,835
12.00
0.00
WORK PROGRAM:
Provide paramedic level emergency medical care to the City, meeting or exceeding the guidelines of State and
County agencies.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Response Levels: Maintain a high and safe level of
safety services throughout the City.
1. Provide paramedic service meeting the San
Diego County criteria for paramedic level care.
Training: Provide all safety personnel appropriate
training in order to enhance their personal safety
while also enhancing the services provided to the
citizens.
1. Audit paramedic requirements set by State and
County regulatory agencies quarterly.
2. Provide technical training to all personnel on a
monthly basis.
3. Operate a Quality Improvement Program for all
medical calls for service.
SIGNIFICANT CHANGES:
Paramedic service delivery capability is now available on all six fire engines and both ambulances. Previously,
paramedic services were provided on two fire engines and two paramedic ambulances.
90
PROGRAM: WEED ABATEMENT
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
20,208
0
$ 20,208
0.00
0.00
1995-96
ACTUAL
$
34,790
0
$ 34,790
0.00
0.00
1996-97
BUDGET
$
73,519
0
$ 73,519
0.00
0.00
1997-98
BUDGET
$
91,050
0
$ 91,050
0.00
0.00
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
1. Select 900-1100 parcels for clearance.
2. Obtain City Council approval for abatement.
3. Mail notices to property owners in May.
Hazard Identification: Identify and serve notice to
owners of properties on which fire hazards exist or
are likely to exist.
Hazard Abatement: Assure abatement of hazards
on property identified in activity number 1.
SIGNIFICANT CHANGES:
1. Inspect all property noticed.
2. Clean all property not abated by owners in June
and July.
3. Manage contractor performance and payment
system.
4. Obtain City Council approval to place abatement
costs onto individuals property tax roll in July.
5. Submit charges to county auditor for recovery by
property tax billing by August.
Budgeted services include maintenance of 75 acres of Hosp Grove and unusually dense growth of vegetation on
vacant parcels.
91
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 0012240
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
56,770
0
$ 56,770
0.00
0.00
1995-96
ACTUAL
$
53,574
1,192
$ 54,766
0.00
0.00
1996-97
BUDGET
$
64,300
0
$ 64,300
0.00
0.00
1997-98
BUDGET
$ ' -
63,460
28,000
$ 91,460
0.00
0.00
WORK PROGRAM:
To exercise and improve coordination plans that enable Carlsbad to effectively utilize it's resources in responding to,
and recovering from natural or manmade disasters.
PROGRAM ACTIVITIES:
Training and Education: Conduct classroom and
simulation training sessions for all key City staff
members.
Inter-Agency Planning: Continue the involvement
of other agencies in the planning process providing
coordination with City plans.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Conduct training and exercises with City
Emergency Operations Center staff on disaster
plan elements.
92
I
•
1
m
mt
m
Ml
•I
M
E
B
COMMUNITY DEVELOPMENT
Building Comm. Dev.
Inspection Admin Geographic
Growth 13% Information
Management —--.—^^ 3%
1%
^^^^^^^BB^^^Eng i i
Planning
27% _^_^
Engineering
Economic 47%
Development
2%
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 4,792,659
1,546,032
37,778
$ 6,376,469
82.00
0.30
1995-96
ACTUAL
$ 5,032,318
1,690,843
54,824
$ 6,777,985
82.00
1.63
1996-97
BUDGET
$ 5,138,932
2,921,760
3,500
$ 8,064,192
82.00
2.50
1997-98
BUDGET
$ 5,258,916
2,274,742
22,305
$ 7,555,963
79.75
3.50
93
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013015
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 365,017
199,576
0
$ 564,593
4.00
0.00
1995-96
ACTUAL
$ 321,186
242,772
0
$ 563,958
4.00
0.00
1996-97
BUDGET
$ 294,714
355,689
0
$ 650,403
4.00
0.00
1997-98
BUDGET
$ 323,854
202,140
0
$ 525,994
4.75
0.00
WORK PROGRAM:
Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Economic Development,
Geographic Information Systems and Housing and Redevelopment Departments in the implementation and
fulfillment of their work programs. Support and assist the City Manager, City Council and various City Boards and
Commissions. Provide a high level of communication and service to the community, service organizations,
developers and other agencies.
PROGRAM ACTIVITIES:
Coordination: Coordinate, guide, and direct all
Community Development Departments in accomp-
lishing City Council goals and objectives.
Communication: Facilitate increased communica-
tion between City departments, the community and
outside agencies.
PERFORMANCE OBJECTIVES:
1. Continue quarterly review of all interdepart-
mental goals and objectives.
2. Coordinate the activities of all Community
Development departments at the Development
Processing Counter.
3. Provide support and direction to all Community
Development Departments involved with
achievement of the City's affordable housing,
growth management and economic development
goals.
1. Conduct periodic meetings and workshops to
assist Community Development staff and various
Commissions in understanding the development
process, and pertinent laws and regulations.
2. Encourage departmental and interdepartmental
meetings which allow Community Development
staff to participate in problem identification and
resolution.
3. Act as a liaison between community organiz-
ations and City staff in initiating and implemen-
ting programs which provide social benefit to the
local population.
SIGNIFICANT CHANGES:
Budget includes a new three-quarter-time Office Specialist I position.
94
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 0013020
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 78,110
58,367
0
$ 136,477
1.00
0.20
1995-96
ACTUAL
$ 84,068
62,148
11,089
1996-97
BUDGET
$ 84,370
131,390
3,500
$ 157,305] $ 219,260
1.00
0.50
1.00
0.50
1997-98
BUDGET
$ 86,737
95,200
22,305
$ 204,242
1.00
0.50
WORK PROGRAM:
In support of Council Goal I, continue to provide GIS services to all City Departments and citizen groups to facilitate
economic development, development processing, environmental protection, and data compilation efforts; in support
of Council Goal II, maintain the data base of the Geographic Information System; in support of Council Goal VIII,
continue to improve efficiencies of City staff by providing access to the GIS for the non-technical user.
PROGRAM ACTIVITIES:
System Development: Continue to work with user
departments to determine and plan out the use of the
GIS for more effective and efficient use of geographic
data.
Database Development: Add the following data
layers to the GIS:
1) Administrative unit data to the GIS database,
including CFD boundaries, fee benefit areas,
assessment districts.
2) Various natural resource information including
stream courses and drainage basins.
3) Sewer and water facility date from the Carlsbad
Municipal Water District.
Database Maintenance: Maintain the parcel base-
map and streetmap for changes in parcel boundaries
and/or assessor parcel numbers and streets.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Meet on a regular basis with GIS User
Committee to develop requirements for GIS
users. Disseminate information on GIS concepts
and acquire information on user needs through
direct contact with department staff.
1. Continue the automation of all assessment
districts, fee benefit areas and the boundaries of
CFD No. 1.
2.
3.
1.
2.
Continue the automation of all major
courses and drainage basins in the City.
stream
Continue the acquisition and import of sewer and
water facilities data from the Carlsbad Municipal
Water District.
Maintain the parcel and street centerline base-
map to reflect all changes in land ownership,
parcel subdivsion/splits.
Maintain the vegetation basemap to reflect all
changes to the natural land cover from develop-
ment/mitigation measures.
95
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCTNO.0013030
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
66,811
0
$ 66,811
1.00
0.00
1995-96
ACTUAL
$ 56,705
53,843
0
$ 110,548
1.00
0.00
1996-97
BUDGET
$ 81,420
54,180
0
$ 135,600
1.00
0.00
1997-98
BUDGET
$ 86,685
37,545
0
$ 124,230
1.00
0.00
WORK PROGRAM:
In support of Council Goal IV and V: To plan, organize and direct the implementation of the City's comprehensive
Economic Development Strategic Plan, and incorporate McClellan Palomar Airport and the City's transit stations into
the community and economic development efforts.
PROGRAM ACTIVITIES:
Land Use Strategy: Develop and implement land
use and infrastructure strategies, consistent with the
General Plan, that enhance and promote economic
development in Carlsbad.
Public Policy Strategy: Develop sound policies and
strategies that encourage quality business develop-
ment and expansion, preserve quality of life, and
consider the fiscal needs of the City.
Economic Resources Strategy: Identify resources,
opportunities and areas of economic focus and
establish programs to optimize the positive effects
they have on the community.
Promotion and Marketing Strategy: Develop a plan
that focuses on attracting desirable businesses and
industries to the City and supports tourism.
PERFORMANCE OBJECTIVES:
1. Evaluate new and unique economic development
opportunities throughout the City and develop
implementation strategies and recommendations,
where appropriate.
1. Provide assistance to companies expanding their
local operations or those interested in relocating
to Carlsbad.
2. Evaluate new and existing policies, practices and
standards to ensure compatibility with economic
goals and objectives.
1. Participate in local efforts to address issues
affecting Carlsbad's economic stability and
growth.
2. Evaluate the City's current business base and
identify economic trends pertinent to Carlsbad's
continuing economic development.
1. Develop and maintain promotional materials.
2. Work with local and regional agencies, and real
estate and business groups to maintain a
comprehensive market database.
3. Evaluate joint marketing opportunities to promote
utilization of the airport and transit stations by
residents, business visitors, and tourists.
(continued)
96
PROGRAM:
FUND:
DEPARTMENT:
ECONOMIC DEVELOPMENT
GENERAL
COMMUNITY DEVELOPMENT
PAGE TWO
ACCT NO. 0013030
PROGRAM ACTIVITIES:
Public Relations and Education Strategy: Provide
opportunities for increased local business and citizen
awareness of economic goals and activities.
PERFORMANCE OBJECTIVES:
1. Conduct local roundtable events with various
segments of the business community.
2. Provide information to various groups and the
media that highlight the City's economic
development efforts.
3. Meet with local industry executives regarding the
City and resources available to them.
SIGNIFICANT CHANGES:
None.
97
PROGRAM: ENGINEERING
FUND: GENERAL
DEPARTMENT: ENGINEERING ACCTNO.0013110
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 2,371,305
633,551
22,392
$ 3,027,248
41.00
0.10
1995-96
ACTUAL
$ 2,472,065
688,817
21,995
$ 3,182,877
41.00
0.00
1996-97
BUDGET
$ 2,489,407
1,272,835
0
$ 3,762,242
41.00
0.00
1997-98
BUDGET
$ 2,537,028
991,782
0
$ 3,528,810
37.00
0.50
WORK PROGRAM:
This Work Program has been developed to support the City Council's goals (including Goal VIII for Community
Development) to maintain safe City standards by improving the overall quality of field inspection, project processing,
and front counter operations. The Engineering Division provides engineering services to the public and other City
departments by preparing and processing design and construction documents. The department is also responsible
for ensuring that development and public improvements are properly designed and constructed without jeopardizing
public safety or the well being of the community.
PROGRAM ACTIVITIES:
ADMINISTRATION
Coordination Function: Coordinate and direct all
divisions to ensure accomplishment of City Council
Goals and Objectives.
Administrative and Clerical Support Function:
Provide administrative and clerical support to all other
divisions.
Management Reporting System Function: Ensures
that Management Reporting System is accurately
maintained and generates all reports on schedule.
Record Keeping Function: Provides accurate
records filed in a standardized and efficient manner.
DEVELOPMENT
Land Use Development Review: Provides compre-
hensive engineering input to the Planning Depart-
ment for all Land Use Development applica-tions
within statutory time limits and divisional goals.
Engineering Plancheck: Process all engineering
development plans and maps in a professional
manner maintaining high quality and meeting
production goals.
PERFORMANCE OBJECTIVES:
1. Maintain review process to ensure all manage-
ment objectives are completed within established
time frame.
1. Continue to provide services in an accurate and
timely manner.
1. Develop reporting systems for managing pro-
jects, setting fee schedules and development
permit processing.
1. Review and revise filing procedures.
1. Complete 65% of land use reviews within sixteen
(16) days of assignment. Finalize land use
review conditions for 90% of all PIP applications
in no more than 25 cumulative days of in-house
review.
1. Complete 90% of 1st checks within thirty (30)
days. Complete 90% of all other checks within
fourteen (14) days. Complete 90% of 1st checks
for economic development projects within twenty-
one (21) days. Complete 90% of all other
economic development planchecks within ten
(10) days.
(continued)
98
PROGRAM: ENGINEERING
FUND: GENERAL
DEPARTMENT: ENGINEERING
PAGE TWO
ACCT NO. 0013110
PROGRAM ACTIVITIES:
Developmental Services: Ensures all Engineering
questions related to land development are answered
in a timely and friendly manner
TRANSPORTATION AND CAPITAL PROJECTS
Investigations: Reviews, analyzes and reports on a
wide variety of traffic issues, concerns, complaints
and inquiries.
Continuing Operations: Maintains up-to-date re-
cords of collision reports, speed surveys, traffic
counts and assists in maintaining optimum traffic
signal operations.
PERFORMANCE OBJECTIVES:
1. Return all phone messages within 24 hours.
Provide complete engineering coverage of front
counter and make initial contact with all citizen/
customers within 5 minutes of their arrival.
1. Complete investigations within a timely manner
(2-4 weeks). Follow up on recommendations by
issuing work orders, proposals for CIP considera-
tion or developer obligations.
1 .
1 .
Update speed surveys prior to expiration and in
accordance with vehicle code; log, pin and file
collision reports within two weeks of receiving
them; conduct traffic counts on an as-needed
basis; and respond to traffic signal problems on a
same-day basis.
Complete reviews in a timely manner to maintain
department goals for plancheck services. Pro-
vide immediate response to inter-department
needs and concerns.
Project Reviews: Reviews traffic control plans,
signing and stripping plans and traffic signal plans.
Reviews project submittals for good transportation
planning concepts. Provides inter-department coordi-
nation on various issues on an as-needed basis.
Coordination: Coordinates the design, construction,
and inspection of the City's Capital Improvement Pro-
gram. Provides safe, efficient, and economical in-
spection services for all projects within the City
through a combined and comprehensive inspection
program.
Construction and Inspection: Provides a thorough
inspection of all projects through the application of
clear, concise, and uniform construction management
practices and policies. Assists in construction quality
control.
SIGNIFICANT CHANGES:
Four vacant, unfunded positions were eliminated. The positions were: One Principal Civil Engineer - Traffic; one
Engineering Technician II; and two Associate Engineers. .Contract consultant plan check and inspection services
have increased to meet demand for services as a result of development and capital projects.
Thoroughly and efficiently scope all capital pro-
jects. Direct the design and construction of
public projects. Provide support and assistance
to clients and City departments through a coordi-
nated Capital Program.
1. Complete inspections in a timely manner.
99
PROGRAM: LAND USE PLANNING
FUND: GENERAL
DEPARTMENT: PLANNING ACCT NO. 0013210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 1,386,923
346,444
15,386
$ 1,748,753
23.00
0.00
1995-96
ACTUAL
$ 1,444,296
336,537
21,740
$ 1,802,573
23.00
1.00
1996-97
BUDGET
$ 1,493,976
640,541
0
$ 2,134,517
23.00
1.00
1997-98
BUDGET
$ 1,484,632
556,888
0
$ 2,041,520
23.00
1.00
WORK PROGRAM:
Implement the goals and policies of the City's General Plan and ensure that all development projects comply with all
City zoning, subdivision, environmental ordinances and the Growth Management ordinance (Council Goals I, II and
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Implementation of General Plan: Ensure that all
new planning programs and development projects
comply with the General Plan.
Review of Development Projects: Provide
technical support to the Planning Commission and
City Council in a timely and efficient manner re-
garding the compliance of all development proposals
with the City's zoning, subdivision and environmental
ordinances. Update development standards as
needed.
Policy Review: Provide advice to the City Council
and Planning Commission regarding all policy matters
relating to land use and long-range planning in the
City. Provide staff support to citizens' committees
and task forces as directed.
Implementation of Growth Management Plan:
Ensure that all development complies with the per-
formance standards of the Growth Management Plan.
SIGNIFICANT CHANGES:
None.
1. Implement programs contained in the Updated
General Plan.
2. Prepare annual report regarding progress in
implementing General Plan.
1. Ensure timely processing/review of projects in
the City.
2. Continue to review project processing proce-
dures to establish more efficient systems.
1. Continue processing projects within the Carlsbad
Ranch Specific Plan.
2. Continue to address issues related to endan-
gered species/habitat management.
1. Administer the Growth Management Program,
including on-going monitoring of activities.
100
PROGRAM: PLANNING COMMISSION
FUND: GENERAL
DEPARTMENT: PLANNING ACCT NO. 0013220
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 17,317
10,143
0
$ 27,460
0.00
0.00
1995-96
ACTUAL
$ 17,046
11,671
0
$ 28,717
0.00
0.00
1996-97
BUDGET
$ 17,300
12,100
0
$ 29,400
0.00
0.00
1997-98
BUDGET
$ 17,300
12,100
0
$ 29,400
0.00
0.00
WORK PROGRAM:
Advise the City Council on all matters relating to land use, growth management, and implementation of the City's
General Plan (Council Goals I, II and III).
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Implementation of the General Plan: Review all
development projects and long-range planning pro-
grams for compliance with the General Plan.
Review of Development Projects: Review and
approve/deny development projects brought before
Commission, in compliance with all City zoning, sub-
division and environmental ordinances. Provide
recommendations to the City Council on projects
requiring Council approval.
1. Make advisory recommendations to the City
Council regarding implementation and updating
of the General Plan.
2. When needed, provide recommendations to the
Council regarding policy issues that affect long-
range planning for the City.
1. Provide timely recommendations to the City
Council when the Planning Department has
completed its review of a development project for
compliance with the General Plan and all zoning,
subdivision and environmental ordinances.
2. Provide a forum for public input into the review of
development projects.
3. Provide clear, concise findings to the City
Council to support the recommendations of the
Commission.
Implementation of Growth Management Plan:
Review projects for compliance with Growth
Management Plan.
1. Provide reports to the City Council on the Local
Facilities Management Plans once staff has
completed detailed review.
2. Review annual Capital Improvement Program
(CIP) for consistency with Growth Management
Plan.
SIGNIFICANT CHANGES:
None.
101
PROGRAM: GROWTH MANAGEMENT/HABITAT MANAGEMENT
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCTNO. 0013040
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 65,891
5,544
0
$ 71,435
1.00
0.00
1995-96
ACTUAL
$ 73,449
4,465
0
$ 77,914
1.00
0.00
1996-97
BUDGET
$ 70,580
8,980
0
$ 79,560
1.00
0.00
1997-98
BUDGET
$ 74,616
8,080
0
$ 82,696
1.00
0.00
WORK PROGRAM:
Implement, monitor and update the City's Growth Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Preparation and Implementation of Local Facili-
ties Management Plans: Work with other City
Departments, property owners and their consultants
to complete the Local Facilities Management Plans
for those zones where a plan has not been adopted
and to implement the provisions of adopted plans,
including Financing Plans and amendments where
necessary.
Monitoring: Monitor the growth activity in the City
and assess the impacts on public facilities for each of
the eleven public facilities.
Coordination with Finance Department: Work with
Finance Department on Mello-Roos District, Zone
Financing Plans, Fiscal Impact of the General Plan,
and the Capital Improvement Program.
Public Information: Provide Growth Management
information to the public and staff.
Inter-City Departments: Work with other City
departments to facilitate the most cost efficient
mitigation for habitat impacts of City capital projects.
Compliance: Assist property owners in complying
with Federal and State permit requirements.
SIGNIFICANT CHANGES:
None.
1. Review and process Local Facilities Manage-
ment Plans for Zones 10, 17, and 25 when
property owners are ready to proceed.
1. Distribute monthly status report.
1. Process Financing Plans for Zones 14, 15, and
18 when property owners are ready to proceed.
1. Meet regularly with Planning and Engineering
staff to answer questions on implementation of
Growth Management requirements.
1. Initiate Federal/State permitting for municipal golf
course.
2. Provide technical support to Engineering
department in permitting for Cannon Road
Reaches 1 and 2.
1. Adopt formal guidelines for processing of 4(d)
permits for coastal sage scrub.
2. Coordinate processing of 4(d) permits for private
projects in accordance with adopted guidelines.
102
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
DEPARTMENT: BUILDING INSPECTION ACCT NO. 0013610
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 508,096
225,596
0
$ 733,692
11.00
0.00
1995-96
ACTUAL
$ 563,503
290,590
0
$ 854,093
11.00
0.13
1996-97
BUDGET
$ 607,165
446,045
0
$ 1,053,210
11.00
1.00
1997-98
BUDGET
$ 648,064
371,007
0
$ 1,019,071
12.00
1.50
WORK PROGRAM:
Fulfill City Council Goal VIII: To maintain safe City standards by improving the overall quality of field inspection and
project processing. And to provide support to the public through timely response to citizen inquires, issuing building
permits, providing plan check services, and enforcing City Codes and ordinances.
PROGRAM ACTIVITIES:
Building Services: Ensure all building related ques-
tions are answered in a timely and pleasant manner.
Process all plans, maintaining a superior quality re-
view. Issue all building permits.
Building Inspection: Provide field inspection and
code enforcement for all building construction and
non-conforming uses.
PERFORMANCE OBJECTIVES:
1. Answer all phone inquiries within 24 hours.
2. Provide cross-training for field inspectors and front
office personnel to improve technical expertise at
the counter and flexibility for counter staff cover-
age.
3. Maintain Building Department coverage of the front
counter at all times.
4. Respond to citizen inquiries as they occur.
5. Continue to provide development assistance to new
and expanding businesses through the City's
Business Assistance Program.
6. Continue to review processing procedures and front
counter operations to improve efficiency and
customer service, and quality control.
1. Provide "next day" building inspections.
2. Conduct field inspections of all construction projects
to ensure compliance with the City's adopted
Codes.
3. Respond to citizen inquiries in a timely manner.
4. Provide opportunities for inspection personnel to
attend training seminars and ensure all Field
Inspectors are certified.
5. Continue to improve Code Enforcement tracking
system.
SIGNIFICANT CHANGES:
Budget includes a new Building Technician I position and an hourly Building Inspector.
103
LIBRARY / CULTURE
Sister . ..^ , , AudioCultural City „. ,Visual Ins.
sA» °'2% »•«
Library
87.2%
PROGRAM: LIBRARY/CULTURE
FUND: VARIOUS
DEPARTMENT: LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYAFTE POSITIONS
1994-95
ACTUAL
$ 2,066,793
937,029
43,490
$ 3,047,312
35 50
34.68
1995-96
ACTUAL
$ 2,139,974
1,010,720
2,858
$ 3,153,552
35.50
34.39
1996-97
BUDGET
$ 2,223,056
1,167,365
63,753
$ 3,454,174
34.50
34.74
1997-98
BUDGET
$ 2,283,622
1,146,578
13,000
$ 3,443,200
35.50
37.92
WORK PROGRAM:
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.
104
PROGRAM: ADMINISTRATION
FUND: GENERAUPLF GRANT
DEPARTMENT: LIBRARY ACCT NO. 0014010/0014069/1814001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FOIL TIME POSITIONS
HOURty/FTE POSITIONS
GENERAL FUND
PLF GRANT FUNDING
TOTAL FUNDING
1994-95
ACTUAL
$ 310,540
201,265
9,782
$ 521,587
6.00
2.75
$ 509,144
$ 12,443
$ 521,587
1995-96
ACTUAL
$ 318,723
220,577
0
$ 539,300
6,00
2.49
$ 527,739
$ 11,561
$ 539,300
1996-97
BUDGET
$ 299,868
230,722
0
$ 530,590
6,00
1.46
$ 515,590
$ 15,000
$ 530,590
1997-98
BUDGET
$ 309,178
339,350
0
$ 648,528
6.00
1.88
$ 633,528
$ 15,000
$ 648,528
WORK PROGRAM:
Provide leadership for the library and its nine divisions; plan for the growth of resources and facilities; manage all
budget and fiscal matters; and coordinate relations with local and State government, the Library Board, the Friends
of the Library, and the Serra Cooperative Library System.
PROGRAM ACTIVITIES:
Budget Preparation: Prepare department budget;
process invoices, warrants and requisitions; monitor
expenditures; maintain fiscal records.
PERFORMANCE OBJECTIVES:
1. Monitor and distribute account balances to all
division.
2. Refine automated fund accounting and on-order
information.
Strategic Planning: Continue strategic planning
process to meet library's long-range goals through
the year 2000.
Community Relations: Manage programs, exhibits,
graphic arts, City and Library web site, and all
external public relations.
1. Develop detailed action plans for strategic
objectives.
1. Work closely with local media to promote the
library.
2. Sponsor at least one adult program and two
exhibits per month.
3. Produce flyers, newsletters, and other graphics
for the library and other City departments.
4. In cooperation with the Friends of the Library,
raise at least $25,000 through book and
magazine sales.
5. Design and manage City web site.
Reports and Grants: Handle grants and reports at
local and State levels.
1. Prepare detailed monthly statistics on library use.
2. Write annual reports for State and local use.
3. Manage grants supported by State and local
funding.
(continued)
105
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL/PLF GRANT
LIBRARY
PAGE TWO
ACCT NO. 0014010/0014069/1814001
PROGRAM ACTIVITIES:
Internal Management: Provide leadership for the
library's divisions and for the Cultural Arts office.
Historic Preservation Education: Participate in and
promote public education pertaining to historic areas
and sites.
Plaque Program: Recognize historic sites by
identifying various sites with numbered plaques that
will eventually be part of a historical tour.
Review of Environmental Documents: Review the
EIR Cultural Resource Reports.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Supervise the library's nine (9) divisions.
2. Manage facilities and resources.
3. Develop policies and procedures for all library
operations.
1. Continue to distribute the informational preserva-
tion brochure.
2. Develop community activities and programs to
promote historic preservation.
3. Work with Carlsbad schools and Carlsbad
Historical Society to sponsor educational pro-
grams on local history.
1. The Historic Preservation Commission will evalu-
ate criteria for identification of historic sites to be
considered for the plaque program.
1. The Historic Preservation Commission will act in
an advisory capacity to staff in the review of
development plans affecting historic resources
as required by CEQA.
Includes utilities previously paid for with CLSA funds due to a decrease in CLSA revenue. The Historic Preservation
Program is now included in Library Administration. Previously, this program was part of the Community
Development department.
106
PROGRAM: ADULT SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014016
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 505,973
118,976
0
$ 624,949
8.00
17.80
1995-96
ACTUAL
$ 500,918
122,552
0
$ 623,470
8.00
17.75
1996-97
BUDGET
$ 571,415
130,567
11,700
$ 713,682
8.00
18.20
1997-98
BUDGET
$ 591,804
121,800
0
$ 713,604
8.00
18.08
WORK PROGRAM:
Librarians assist the public with information needs, provide instruction in the use of resources and perform research
for local business, government, and the public. Clerks help the public with check out and check in of library
materials, registration of borrowers; sending reserve and over due notices. Pages sort and shelve books, straighten
stacks, service book drops.
PROGRAM ACTIVITIES:
Reference Services: Respond to in-person and tele-
phoned reference questions; provide library
instruction classes and tours; select new and
replacement materials; give book talks for community
groups. (Council Goals I, II, V)
Information Desk: Direction and referral questions.
Intel-library Loan: Send to and receive from other
libraries requests for books, microfilm, and photo-
copies. (Council Goals I, V)
Periodicals: Manage a collection of 585 magazines
and 49 newspapers, and related backfiles. (Council
Goals I, V)
Computer Services: Provide public instruction in the
use of self-service computer data bases including the
Internet. Continue to index the Carlsbad Journal/Sun
and The North County Times, Carlsbad Edition using
computer software. (Council Goals I, II, V)
Circulation: Check out and check in all print and
non print materials; renew materials; sort and shelve
returned materials; track overdue and lost items; rent
audiovisual equipment. (Council Goals I, V)
WORKLOAD MEASURES:
1993-94 1994-95 1995-96
1. Reference Questions:
79,844 88,310 85,441
2. Classes, Tours, Book Talks
N/A 56 66
1. Information Desk Questions:
N/A N/A 8,136
1. Interlibrary Loans:
1,457 1,527 1,258
1. Periodical Requests:
79,102 74,368 69,267
1. Computer Searches:
375 343 647
Circulation Totals:
800,411 821,028 758,674
(continued)
107
PROGRAM: ADULT SERVICES PAGE TWO
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014016
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1993-94 1994-95 1995-96
Patron Maintenance: Register and issue cards to all 1. New registrations:
library users; collect fines & fees. (Council Goals I, V)
20,130 20,599 10,186
SIGNIFICANT CHANGES:
Addition of new public service information desk and public access to the Internet.
108
PROGRAM: GENEALOGY/LOCAL HISTORY
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014025
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 79,855
1,297
0
$ 81,152
1.00
0.95
1995-96
ACTUAL
$ 81,459
1,020
0
$ 82,479
1.00
0.95
1996-97
BUDGET
$ 92,263
1,080
3,900
$ 97,243
0.00
1.03
1997-98
BUDGET
$ 46,120
1,100
0
$ 47,220
0.00
2.00
WORK PROGRAM:
The Genealogy/Local History Division provides information service, instructional assistance, and research services
to the public. The Division Head manages the selection, classification, and organization of a collection of 45,000
volumes. It is a collection of excellence that draws researchers from all over Southern California.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephone reference requests; provide library
instruction and tours; give talks to visiting Southern
California groups.
PERFORMANCE OBJECTIVES:
1. Register 11,000 researchers.
2. Process 15,000 inquiries.
3. Plan and hold orientations for visiting groups.
Coordination with NSDCGS: The North San Diego
County Genealogical Society has acted as a support
group for this collection for 20 years. This division
will coordinate with and assist NSDCGS with fund
raisers, acquisition of materials, program planning,
and training of researchers.
SIGNIFICANT CHANGES:
1. Develop bi-monthly training classes for beginning
genealogists.
2. Plan and assist with six major fund raisers.
3. Advise a NSDCGS committee on selection of
materials for proper collection development.
The Senior Librarian retired in January 1997. Now staffing with hourly employees.
109
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014030
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 20,743
0
0
$ 20,743
0.75
0.00
1995-96
ACTUAL
$ 48,745
4,988
0
$ 53,733
0.75
0.72
1996-97
BUDGET
$ 54,300
5,958
3,503
$ 63,761
0.75
0.96
1997-98
BUDGET
$ 60,888
3,390
0
$ 64,278
0.75
1,12
WORK PROGRAM:
The Centre de Informacion meets the information needs of Spanish-speaking adults and children in Carlsbad.
Bilingual staff introduce residents to library services, which include print and non-print Spanish-language and
bilingual story hours for children, and information and referral services. The Centra de Informaci6n staff are actively
involved in the community and work in partnership with schools and other community agencies to meet the needs of
our diverse community.
PROGRAM ACTIVITIES:
Outreach: The Centre de Informacion is an active
partner in community activities. The Centra offers a
welcoming and culturally sensitive environment that
enables Spanish-speaking residents to make use of
public library services.
Programming: The Centra de Informacion responds
to community information and educational needs by
providing a variety of adult and children's programs.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1993-94 1994-95 1995-96
1. Individual Patron Visits:
17,761 23,021 24,018
1. Program Attendance:
4,199 4,391 3,693
110
PROGRAM: CHILDREN'S SERVICES DIVISION
FUND: GENERAL
DEPARTMENT: LIBRARY ACCOUNT NO. 0014035
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 166,900
31,170
2,337
$ 200,407
2.00
3.98
1995-96
ACTUAL
$ 167,022
31,784
0
$ 198,806
2.00
3.56
1996-97
BUDGET
$ 164,814
31,702
0
$ 196,516
2.00
3.52
1997-98
BUDGET
$ 164,928
41,400
0
$ 206,328
2.00
3.52
WORK PROGRAM:
The Children's Library serves children from preschool through Senior High and introduces young people to the
wonders of reading. The Division also assists teachers and adult students in education, child development and
children's literature.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephone questions, provide reader's advisory,
library skills instruction, group tours, and class visits.
Collection Development: Select new materials,
both print and non-print, and provide collection
maintenance and stack organization. There has
been an increasingly heavy demand on collection
activities due to limited hours and closures at other
libraries.
Program Activities: Includes Summer Reading
Club, special holiday and seasonal events, annual
short story contest, spelling bee, pet show, and
cultural enrichment programs. Introduces children to
literature and encourages creativity. Cooperative
programs with the Centra provide multi-cultural
experiences.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1994-95 1995-96 1996-97
1. Reference Questions, Readers Advisory, Library
Skills Classes:
24,034 23,947 24,140
1. Print and Non-Print Circulation:
221,552 221,563 238,429
1. Program Attendance:
9,505 10,184 11,056
2. Summer Reading Programs (3 locations):
1,027 1,209 1,745
3. Cooperative Multicultural Programs with Arts
Office:
1,500 2,400 3,600
111
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL/PLF GRANT
DEPARTMENT: LIBRARY ACCT NO. 0014040/1814001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
PLF GRANT FUNDING
TOTAL FUNDING
1994-95
ACTUAL
$ 314,576
79,873
27,798
$ 422,247
7.00
1.48
$ 374,401
$ 47,846
$ 422,247
1995-96
ACTUAL
$ 317,159
69,257
0
$ 386,416
7.00
1.48
$ 370,519
$ 15,897
$ 386,416
1996-97
BUDGET
$ 326,979
73,475
6,150
$ 406,604
7.00
1.48
$ 368,604
$ 38,000
$ 406,604
1997-98
BUDGET
$ 333,253
71,100
3,000
$ 407,353
7.00
2.00
$ 369,353
$ 38,000
$ 407,353
WORK PROGRAM:
In support of Council Goal II, the Technical Services Division catalogs and prepares library materials for public use;
maintains the library's online database; and manages the library's automated circulation system, online catalog, and
related automated operations. The California Public Library Fund Act provides an annual per capita grant to public
library jurisdictions provided they meet the maintenance of effort requirement (no cuts in general fund support from
the previous fiscal year).
PROGRAM ACTIVITIES:
Processing: Catalogs and processes both
purchased items and gifts. Repairs damaged
materials and arranges for binding and rebinding.
Database Maintenance: Adds new items to the
online database and deletes information for lost or
discarded materials.
WORKLOAD MEASURES:
1993-94 1994-95 1995-96
1. Items Cataloged and Processed:
17,567 17,270 16,784
2. Items Handled Binding:
2,346 1,911 1,767
1. Items Added to Database:
17,567 17,270 16,784
2. Items Withdrawn:
10,507 9,974 7,692
Circulation System and Online Catalog: Operates
the library's INLEX 3000 System, including all soft-
ware related activities, writes instructions, and trains
staff on new features.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. To ensure system availability (up time) at least
99% of hours the library is open.
2. To conduct two training sessions for staff
following INLEX software updates.
112
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERAL/CLSA STATE GRANT
DEPARTMENT: LIBRARY ACCTNO.0014045/1804001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
CLSA STATE GRANT
TOTAL FUNDING
1994-95
ACTUAL
$ 101,409
187,828
0
$ 289,237
2.00
0.00
$ 103,003
$ 186,234
$ 289,237
1995-96
ACTUAL
$ 102,248
259,240
0
$ 361,488
2.00
0.00
$ 104,240
$ 257,248
$ 361,488
1996-97
BUDGET
$ 102,529
293,141
0
$ 395,670
2.00
0.00
$ 104,039
$ 291,631
$ 395,670
1997-98
BUDGET
$ 103,881
204,885
0
$ 308,766
2.00
0.00
$ 105,766
$ 203,000
$ 308,766
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all mater-
ials budgets. Order and receive all print and non-print materials. This program is partially funded by the California
State Library (CLSA) grant. CLSA revenue is received for loans of materials to non-residents.
PROGRAM ACTIVITIES:
Planning: Develop plans for the collection of mater-
ials.
Budgeting: Prepare division and library-wide mater-
ials budgets; monitor expenditures for department
and materials.
Coordinate Selection of Materials: Coordinate se-
lection and ordering of print and non-print materials.
PERFORMANCE OBJECTIVES:
1. Update plan for materials collection at the new
library.
1. Track material accounts by major subjects.
2. Track vendor discounts.
1. Coordinate selection and ordering of at least
10,000 new print and non-print materials.
SIGNIFICANT CHANGES:
Shifted utility expense, previously funded by the CLSA grant, to the General fund due to a decline in revenue.
113
PROGRAM: MEDIA SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014050
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 70,223
8,883
0
$ 79,106
1.00
0.47
1995-96
ACTUAL
$ 71,460
7,530
0
$ 78,990
1.00
0.44
1996-97
BUDGET
$ 72,700
8,595
23,500
$ 104,795
1.00
0.49
1997-98
BUDGET
$ 79,471
11,000
0
$ 90,471
1.00
0.98
WORK PROGRAM:
The Library's Media Services Division provides a wide range of professional media related productions in support of
the Library, other City departments, and Council's communications needs. Services include: photographic, video,
audio, publication, news release, slide-sync programs, and developing and maintaining locally relevant stock image
collections of current and historic media.
PROGRAM ACTIVITIES:
Public Information Media: Produce City related
photographic, video, and audio information for
distribution in public presentations, newspapers,
magazines, pamphlets, brochures, local publications,
and Community television. Specific examples
include: Library Video Magazine with introductions by
the Director, regular contributions of newsworthy
photographs for inclusion in the Spirii of Love, Library
Link, and monthly Library calendar newsletters.
Image Research & Development: Maintain an
indexed City image storage and retrieval system for
slides, prints, negatives, video, audio, etc. (28,000
slides and 8,000 prints). Continue migration for
conversion to digitized photographic processes with
eventual computerized storage, retrieval and circula-
tion systems, analysis and proposal for necessary
staffing and capital outlay components for accom-
plishments. Integrate systems into new Library.
Media Production Development: Provide audio,
video, and photographic media services for the
preservation and documentation of such locally
significant information as construction of capital
improvement projects, i.e., new Library, oral histories,
historical photographs, etc.
PERFORMANCE OBJECTIVES:
1. Complete over 450 work order requests for
media related services.
Reference Support:
position.
Help fill in for vacant reference
1. Catalog, label and package over 20,000 new
individual images per year.
2. Develop Library programming plan, and audi-
torium use policies and procedures.
3. Prepare budget proposals for image archive
project. Implement once funding is obtained.
1. Create media materials for such special
presentations as ground breaking event for the
new Library, public information projects, etc.
1. Provide over 10 hours per week of reference
service at branch, and other associated
professional Librarian duties.
SIGNIFICANT CHANGES:
None.
114
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014055
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 92,853
26,802
0
$ 119,655
2.00
0.00
1995-96
ACTUAL
$ 93,621
25,587
0
$ 119,208
2.00
0.00
1996-97
BUDGET
$ 108,316
31,782
0
$ 140,098
2.00
0.00
1997-98
BUDGET
$ 109,370
25,600
0
$ 134,970
2.00
0.78
WORK PROGRAM:
The Adult Learning Program is the library's adult literacy service. The program provides free, multidimensional
learning experiences that enable English-speaking adults to develop basic literary skills for independent lifelong
learning and decision making. The program provides literary services that support positive self-esteem and the
application of new literacy skills in daily life, at work, and in the community.
PROGRAM ACTIVITIES:
Individual Assessment and Planning: The pro-
gram conducts a thorough assessment of each adult
learner's literacy skills and develops an appropriate
individual learning plan.
Literacy Skill Development: The program provides
a variety of learning experiences, including one-to-
one tutoring, computer-assisted instruction, and
small-group study, which are appropriate for each
adult learner's skill needs in basic reading, writing,
math, critical thinking, and general knowledge.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1993-94 1994-95 1995-96
1. Learners Assessed for Skills at Entry:
68 69 55*
1. Matches of Learners with Tutors (one-to-one and
small groups):
82 139 82*
2. Learners Studying:
133 134
3. Volunteer Tutors Instructing:
113 97
4. Instructional Hours Completed:
4,505 4,985
145
95
5,228
A limited number of new learners and tutors were
admitted to the program while existing tutor/
learner pairs were retrained to use new
curriculum.
115
PROGRAM: LA COSTA BRANCH
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014060
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 227,025
58,399
2,035
$ 287,459
2.75
6.75
1995-96
ACTUAL
$ 247,932
60,094
0
$ 308,026
2.75
6.50
1996-97
BUDGET
$ 245,848
63,040
0
$ 308,888
2.75
6.86
1997-98
BUDGET
$ 290,245
69,240
10,000
$ 369,485
3.75
6.86
WORK PROGRAM:
The Branch Library provides services for South Carlsbad. These services include print and non-print materials,
reference services, special programs for children, and monthly changes in exhibits and displays.
PROGRAM ACTIVITIES:
Reference: Assist patrons in using the library,
answer reference questions, reserve specific titles
and request materials from other libraries (Council
Goal II).
Circulation: Circulate print and non-print materials
to children and adults, handle patron registration,
collect fees and fines, and track overdue items
(Council Goal II).
Collection Development: Evaluate the Branch col-
lection and select print and non-print materials
(Council Goal II).
Programming: Plan, schedule and develop pro-
grams for children. Conduct classroom visits and
tours (Council Goal II).
Library Management: Manage Branch Library, staff,
volunteers, collection, and facility. Maintain aware-
ness of community.
SIGNIFICANT CHANGES:
Includes one new Library Assistant position.
WORKLOAD MEASURES:
1993-94 1994-95
Reference Questions:1.
27,137 26,545 29,479
1. Circulation:
237,334 262,926 272,215
1. Total Items in Collection:
43,903 49,619 52,843
1. Program Attendance:
877 2,525 3,436
PERFORMANCE OBJECTIVES:
1. Schedule and supervise staff.
2. Hire and train new staff.
3. Prepare monthly narrative and statistical
summary of operation.
4. Actively maintain a current, topical print and non-
print collection.
5. Maintain a safe and efficient facility.
6. Survey the needs of and interact with the
members of the community.
116
PROGRAM: AUDIOVISUAL INSURANCE
FUND: AV INSURANCE
DEPARTMENT: LIBRARY ACCT NO. 1414070
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
146,256
0
$ 146,256
0.00
0.00
1995-96
ACTUAL
$
138,363
0
1996-97
BUDGET
$
116,628
0
$ 138,363| $ 116,628
0.00
0.00
0.00
0.00
1997-98
BUDGET
$
118,418
0
$ 118,418
0.00
0.00
WORK PROGRAM:
Special revenue fund to support library audiovisual collection development, replacement and related supplies,
processing, and equipment.
PROGRAM ACTIVITIES:
Collection Development: Evaluate, select, and
order new and replacement audiovisual materials.
PERFORMANCE OBJECTIVES:
1. Select, order, and process at least 800 new
videotapes.
SIGNIFICANT CHANGES:
None.
117
PROGRAM: LIBRARY GIFTS
FUND: LIBRARY GIFTS/BEQUESTS
DEPARTMENT: LIBRARY ACCT NO. 1454010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$
0
0
$
0.00
0.00
1996-97
BUDGET
$
56,550
0
$ 56,550
0.00
0.00
1997-98
BUDGET
$
11,000
0
$ 11,000
0.00
0.00
WORK PROGRAM:
To accept gifts, bequests, and donations to the Library. Meets Council Cultural Goal III (Pursue Funding Sources).
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Fund Raising 1. Solicit gifts from citizens, businesses, and
community organizations.
2. Work with the Friends of the Library to plan
annual support budget for the library.
Acquire Materials
SIGNIFICANT CHANGES:
1. Manage gift funds and plan for current and future
acquisitions of needed materials and equipment
not available through the regular library budget.
This is the first year this fund has been included in the budget. Expenditures are for books, publications and
supplies.
118
PROGRAM: CULTURAL ARTS
FUND: GENERAL/ARTS GENERAL DONATIONS
DEPARTMENT: LIBRARY ACCT NO. 0014065/0014068/1474010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ARTS GENERAL DONATIONS
TOTAL FUNDING
1994-95
ACTUAL
$ 176,696
66,354
1,538
$ 244,588
3.00
0.50
$ 244,588
$
$ 244,588
1995-96
ACTUAL
$ 189,239
67,136
2,858
$ 259,233
3.00
0.50
$ 259,233
$
$ 259,233
1996-97
BUDGET
$ 184,024
96,875
15,000
$ 295,899
3.00
0.74
$ 295,117
$ 782
$ 295,899
1997-98
BUDGET
$ 189,184
105,795
0
$ 294,979
3.00
0.70
$ 284,979
$ 10,000
$ 294,979
WORK PROGRAM:
Implement the goals and policies of the City Council and General Plan to plan, develop and promote the visual and
performing arts and create a climate which encourages cultural and artistic development in Carlsbad, as well as
encouraging opportunities through partnership with schools.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Implement Arts Programs: Provide a variety of
quality cultural programs, including all forms of visual
and performing arts to all Carlsbad residents.
1. Art in Public Places Program:
- Temporary exhibit of local artist's artwork
- I-5 corridor - landscape/design concept
- Complete P.A. Plan
- Develop sculpture garden at 2955 Elmwood
- Batiquitos Lagoon
2. Provide educational opportunities and family
events for all citizens:
- Visiting Artists Series (two artists/art groups
in community residencies)
- Festejando a las Madrecitas
- Provide arts programming in the schools
when possible
- Four week creative arts summer camp
- Five year arts education strategic plan
3. Continue performing arts programming:
- Jazz concerts (ten concerts in four
quadrants)
- One international multicultural festival
- Arts in Bloom festival at the Flower Fields
4. Coordinate YES TO ART, Youth at Risk Art Pro-
gram.
5. Develop and strengthen the arts organizations
and provide cultural opportunities with grants
allocations ($14,200).
(continued)
119
PROGRAM:
FUND:
DEPARTMENT:
CULTURAL ARTS PAGE TWO
GENERAL/ARTS GENERAL DONATIONS
LIBRARY ACCT NO. 0014065/0014068/1474010
PROGRAM ACTIVITIES:
Develop Funding Sources: Actively pursue the
contribution of gifts and funds for the Arts.
Obtain Cultural Facilities: Support the acquisition
and development of cultural facilities.
Communicate With Other Agencies: Provide arts
facilities, opportunities and information through part-
nerships with schools and the business community.
Creative Arts Camp: Provide quality cultural pro-
grams in the visual and performing arts, and
encourage opportunities through partnership with
schools.
PERFORMANCE OBJECTIVES:
1. Submit grant applications to State and Federal
funding agencies when applicable and request
local funding support for appropriate projects.
2. Produce a summer concerts program.
1. Complete Arts Office strategic plan.
2. Hold one training and one public workshop.
3. Continue to search for temporary amphitheater,
theater and visual art display space.
1. Information Services: Produce a monthly news-
letter/calendar, send information to artists and
others on opportunities for development. Provide
resource information to the schools and produce
ARTS BRAG.
2. Meet regularly with the Chamber of Commerce's
Education Committee, Arts Associates, and other
arts/civic organizations.
3. Provide arts programming in schools when possi-
ble.
1. Conduct a four (4) week Summer Arts Camp for
children in grades 2 through 6 in partnership with
the Carlsbad Unified School District.
SIGNIFICANT CHANGES:
Includes the Creative Arts Camp, which is a fee-based program. Expenses will be offset by revenue.
120
PROGRAM: SISTER CITY
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014066
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
9,926
0
$ 9,926
0.00
0.00
1995-96
ACTUAL
$ 1,448
2,592
0
$ 4,040
0.00
0.00
1996-97
BUDGET
$
7,050
0
$ 7,050
0.00
0.00
1997-98
BUDGET
$
6,800
0
$ 6,800
0.00
0,00
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia.
PROGRAM ACTIVITIES:
Program Coordination: Coordinate Sister City Pro-
gram. Actively pursues the contribution of funds for
Sister City program
Fund Raising: Actively pursues the contribution of
funds for Sister City Program.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Arrange and conduct visits by one (1) student
delegation and others as needed.
2. Coordinate ongoing arts and culture exchange
projects.
1. Coordinate committee programs including fund
raisers, festivals, and scholarship exchange pro-
grams and raise funds for such programs, and
raise funds for such programs.
121
PROGRAM: ARTS SPECIAL EVENTS
FUND: ARTS SPECIAL FUNDS
DEPARTMENT: LIBRARY ACCT NO. 1484010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$
0
0
$
0.00
0.00
1996-97
BUDGET
$
20,200
0
$ 20,200
0.00
0.00
1997-98
BUDGET
$ 5,300
15,700
0
$ 21,000
0.00
0.00
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Performing Arts Programming: Continue perform-
ing arts programming.
Fund Raising: Actively pursue the contribution of
gifts and funds for the arts.
PERFORMANCE OBJECTIVES:
1. Present 10 jazz concerts in four quadrants.
2. Present 2 to 3 brown bag luncheon concerts in
the community.
1. Product and distribute Summer Jazz Program as
a fund-raiser.
2. Submit request for County Community Enhance-
ment funds and TOT funding.
3. Assist Arts Associates in fund-raising efforts at
jazz concerts.
SIGNIFICANT CHANGES:
This is the first year this fund has been included in the budget.
122
COMMUNITY SERVICES
Vehicle Golf Comm. Svc.
Vehicle
Maintenance
10%
Replacement Course
7% 4%
Solid Waste
1%
Recreation
14%
Streets
30%
Senior
Programs
4%
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 5,233,103
7,046,211
772,907
$ 13,052,221
101.50
39.53
1995-96
ACTUAL
$ 5,341,867
6,129,305
1,657,267
$ 13,128,439
101.25
39.80
1996-97
BUDGET
$ 5,542,044
7,342,597
1,698,535
$ 14,583,176
97.25
44.78
1997-98
BUDGET
$ 5,668,212
6,819,523
1,136,950
$ 13,624,685
97.00
47.74
WORK PROGRAM:
The Community Services Department was established in 1994 and has emerged as a broad based department. The
department's delivery of service to Carlsbad residents, business owners, commercial/industries, and tourist/visitors
has not only remained uninterrupted, but it's effectiveness and efficiency has continued to mature and improve. The
Community Services Department internally strives to work productively with other City departments to the end that all
customer services provided in Carlsbad meet the highest standard of excellence.
The operational success of this department comes as a result of it's work programs, its ability to consistently perform
program activities and accomplish performance objectives in order to achieve Carlsbad's City Council Goals
established for Recreation and Public Works.
GOALS:
Recreational Goals:
1.
2.
3.
4.
Provide a variety of quality recreational programs
and facilities within fiscal resources to all
Carlsbad residents and other participants.
Pursue the contribution of gifts and funds for
Historical, Senior and Recreational/Open Space
programs.
Support the acquisitions and development
regional parks and recreational facilities.
of
Continue to provide recreational facilities while
encouraging opportunities through partnerships
with schools and the business community.
Public Works Goals:
1. Provide a high level of maintenance for
infrastructure.
2. Maintain safe and efficient circulation and utility
systems.
3. Promote cost effective solid waste management
programs through recycling, source reduction,
composting, solid waste transfer, and other non
traditional programs.
4. Cooperate with other cities and agencies in the
provision of solid waste management and storm
drain pollution education.
5. Maintain a clean city through the removal of litter
and graffiti.
123
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0015010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 509,381
123,829
7,980
$ 641,190
8.00
0.00
1995-96
ACTUAL
$ 433,124
148,581
4,657
$ 586,362
6.40
0.00
1996-97
BUDGET
$ 439,998
205,534
6,268
$ 651,800
6.43
0.00
1997-98
BUDGET
$ 437,183
236,750
0
$ 673,933
6.88
0.50
WORK PROGRAM:
Administer operations of the Community Services Department in a manner which focuses upon achieving the
established City Council Goals for Public Works and Cultural/Recreational. Accordingly, this Divisions function is to
provide guidance, direction, and administrative support for the future planning and current operation of park and
recreation facilities, senior facilities and programming, street maintenance, solid waste management, City-wide
facilities management, fleet operations and assessment funding programs for street trees, median maintenance,
street lighting and the Buena Vista Channel. Provide staff support to the Parks and Recreation Commission, Senior
Commission and Carlsbad Community Television Foundation.
PROGRAM ACTIVITIES:
Operations: Plan, organize and direct community
service programs. Develop and implement proce-
dures and policies for efficient operation of the
department.
Personnel Services: Recommend and process
personnel appointments, promotions, and disciplinary
actions. Provide on-going support to management
and miscellaneous employees. Implement the
services of contractual, part-time, court release,
juvenile diversion, County probation, and conserva-
tion corps where appropriate.
Budget Management: Coordinate the preparation of
all division budgets and ensure that all budgets
comply with City policies, procedures, and Council
goals and objectives.
Contract Services: Implement, supervise and co-
ordinate contractually provided services. - -
PERFORMANCE OBJECTIVES:
1. Maintain timely processing of work orders and
special project requests and address citizen
concerns.
2. Conduct surveys and perform research and sta-
tistical analysis on administrative, personnel and
operational matters.
1. Process personnel requests.
2. Track personnel evaluation to ensure timely
completion.
3. Monitor 1,000 hour limit for part-time staff.
1. Prepare departmental budget.
2. Monitor and evaluate expenditures and revenue
enhancement opportunities; maintain fiscal re-
cords.
3. Coordinate departmental purchases.
4. Maintain self sustaining percentages for recrea-
tional programming.
1. Manage contracts in a timely manner.
2. Prepare "contracts pertaining to community
services, including refuse collection, recycling,
graffiti control, tree trimming, median mainte-
nance, street sweeping, and recreational pro-
gram classes contracts.
(continued)
124
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 0015010
PROGRAM ACTIVITIES:
Training and Safety: Provide training in work
related areas, and motivate employees to enhance
their job skills and overall knowledge of department
and City-wide activities.
Park Acquisition and Development: Ensure
adequate park acquisition and development in order
to meet the park performance standards as identified
in the Growth Management Program. Provide
additional park enhancement development projects
where appropriate.
Maintain Contemporary Park Facilities and Recre-
ation/Senior Programs:
Benefit Assessments: Provide administration
guidance and direction for all special districts.
Solid Waste: Support the City Manager's Office in
seeking the most cost-effective disposal of refuse.
Franchise Administration: Maintain the most bene-
ficial agreements for the City.
PERFORMANCE OBJECTIVES:
1. Develop a Strategic Plan for the Community
Services Department.
2. Review and process all training requests.
3. Distribute current safety information to emp-
loyees.
4. Conduct regular safety meetings and inspec-
tions.
5. Conduct quarterly staff meetings for supervisors.
6. Conduct informational staff meetings for all emp-
loyees a minimum of once per year.
1. Monitor and implement existing park agree-
ments.
2. Coordinate park development plans between City
departments, park development architects, com-
missions, and community residents.
3. Coordinate development plans for the Poinsettia
Park site (Phase I A).
4. Coordinate Master Plan process for Carrillo
Ranch.
1. Prepare and present relevant issues for consi-
deration by the Parks and Recreation Com-
mission and Senior Commission at monthly
meetings.
2. Provide staff support for Commission subcom-
mittees addressing park and open space issues
and recreation and senior programs.
3. Provide staff support for development of a
municipal golf course.
1. Maintain efficient, cost-effective operation of
Benefit Assessment Districts.
• Street Lighting District
• Median Maintenance
• Street Tree Maintenance
• Buena Vista Channel
1. Consistently analyze and evaluate the most cost-
efficient means to dispose of solid waste and to
maximize our diversion efforts in meeting AB 939
goals.
1. To update and improve all City franchises to
maximize the service and return to the City.
SIGNIFICANT CHANGES:
None.
125
PROGRAM:
FUND:
DEPARTMENT:
PARKS AND RECREATION COMMISSION
GENERAL
COMMUNITY SERVICES ACCT NO. 0015011
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
109
0
$ 109
0.00
0.00
1995-96
ACTUAL
$
335
0
$ 335
0.00
0.00
1996-97
BUDGET
-
700
0
$ 700
0.00
0.00
1997-98
BUDGET
$
4,700
0
$ 4,700
0.00
0.00
WORK PROGRAM:
Provide recommendations in an advisory capacity to the City Council on matters pertaining to the current operations
and future planning of park facilities and recreational programming. Provide recommendations to City staff in an
effort to ensure effective and efficient operation of park facilities and recreation programs.
PROGRAM ACTIVITIES:
Commission Meetings: Hold Parks and Recreation
Commission meetings once monthly to address
relevant issues as they pertain to the community.
Review Community Issues: Establish appropriate
subcommittees and/or provide Commission represen-
tation to address and evaluate specific areas re-
quiring in-depth review of relative community issues..
Education: Continually improve commission credi-
bility and effectiveness in formulating recommenda-
tions on community concerns.
PERFORMANCE OBJECTIVES:
1. Review, discuss, and recommend action on
parks and recreation issues based upon staff
and community input, Council policy, and Parks
and Recreation Element Goals and Objectives
2. In an advisory capacity, recommend appropriate
action on parks and recreation issues necessi-
tating Council direction.
1. Provide Commission representation on the
Skateboard Committee.
2. Represent the Parks and Recreation Com-
mission on the Subcommittee to examine Street
Tree policies.
3. Represent the Parks and Recreation Com-
mission on the Carrillo Ranch Development
Committee.
4. Represent the Parks and Recreation Com-
mission on the Golf Course Steering Committee.
5. Evaluate and make recommendations to the City
Council on the NW Quadrant Park Enhancement
issues.
1. Provide and attend annual Parks and Recreation
Commission Workshop.
2. Meet and confer with appropriate City staff
regarding issues of discussion.
3. Provide and attend tours of community park
sites, recreation programs, and special events.
4. Maintain executive members in California Park
and Recreation Society.
SIGNIFICANT CHANGES:
Includes cost for a Minutes Clerk which was previously paid by the Information Systems department and
reinstatement of membership in the California Parks and Recreation Society.
126
PROGRAM:
FUND:
DEPARTMENT:
PARK OPERATIONS
GENERAL
COMMUNITY SERVICES ACCTNO.0015020
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 821,881
699,926
13,376
$ 1,535,183
18.75
0.50
1995-96
ACTUAL
$ 823,987
789,427
0
$ 1,613,414
17.35
2.50
1996-97
BUDGET
$ 868,940
991,475
31,000
$ 1,891,415
17.35
4.30
1997-98
BUDGET
$ 876,727
996,908
55,200
$ 1,928,835
17.35
4.66
WORK PROGRAM:
Maintain, preserve and enhance 280+ acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of 8 Community Parks and 26 Special Use Areas. Manage
over 600 acres of open space/undeveloped areas and provide services to other departments as well as community
groups.
PROGRAM ACTIVITIES:
Turf and Landscape Maintenance: Direct manage-
ment of 92+ acres of turf and 144+ acres of landscap-
ing. Duties include mowing, fertilization, renovation,
replanting, trimming, pesticide application, raking
leaves/debris, turf sweeping, weeding, cultivation
edging, aerating, reseeding, irrigation programming/
maintenance and equipment maintenance.
WORKLOAD MEASURES:
1. Turf Acres Maintained:
80
2. Landscape Acreage Maintained:
128 133
3. Picnic Areas:
17 19
135
19
Restroom Maintenance/Litter Control/Picnic Area
Services: Inspect, maintain, clean, paint and repair
13 separate restroom facilities (as well as 8 portable
units) 5+ times per week. The duties of this activity
include cleaning, restocking, sanitizing, painting and
plumbing repairs. 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.
Court/Field/Tot Lot Maintenance: Maintain 25
tennis courts (21 lighted), 13 basketball courts, 16
soccer fields, and 23 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 playing
surface inspections. In addition, this.activity includes
weekly maintenance of all tot lots in the City. This
includes sand raking/leveling, sand rototilling and
play equipment inspection, repair and the necessary
documentation of such actions.
1. Rest Stations Maintained:
Permanent 12 13
Portable 7 7
2. Trash Receptacles Serviced:
375 408
1. Tennis Courts Maintained:
19 21
2. Ballfields Maintained:
22
3. Tot Lots Maintained:
23
10
4. Basketball Courts Maintained:
11 12
5.
(continued)
127
Soccer Fields Maintained.
12 14
13
8
410
22
24
10
14
14
PROGRAM: PARK OPERATIONS PAGE TWO
FUND: GENERAL i
DEPARTMENT: COMMUNITY SERVICES ACCTNO.0015020 ^ "•^/
PROGRAM ACTIVITIES: WORKLOAD MEASURES: M
1995-96 1996-97 1997-98
Irrigation Maintenance: Maintain all landscape 1. irrigation Measures/No, of Controllers: j
irrigation systems of City facilities. This includes *"ft7 Q^ Q''!programming over 93 different controllers with over °' so ao
1,240 valves. Duties include replacement, repair •*
trouble shooting and now data entry/programming via 2- lrrigation Measures/No, of Valves:9 i r O 9 44 Art A *}A f\ t ICn •"--**the centralized irrigation system. 1-100 1-240 1-260 l*
Open Space Maintenance: Provide maintenance 1. Number of Acres: *^
activities to City-owned open space, I-5 interchange, 457 470 470 M
and areas of additional maintenance responsibilities.
Duties include trash removal, clean up and weed
abatement. ™
Ml
Miscellaneous Maintenance/Repair and Special 1. Approximate Time Spent on Activities:
Request: These activities, which are difficult to mea- 12% 12% 12% M
sure, include repair and upgrading to park structures, I
facilities, play equipment and fencing, and the install- ««
ation of play equipment, bleachers, drinking foun-
tains, soccer goals, trash enclosures, concrete work, m
and painting projects. These additional activities also
include special projects and requests by the com- **
munity for turf installation, sculpture installations, ^^
various redevelopment requests and community **
garden needs. s**" —
SIGNIFICANT CHANGES:
None. -
mm
m
m
Ml128 ^
PROGRAM:
FUND:
DEPARTMENT:
RECREATION OPERATIONS
GENERAL
COMMUNITY SERVICES ACCT NO. 0015035
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 258,916
70,070
0
$ 328,986
4.00
10.21
1995-96
ACTUAL
$ 280,658
70,738
2,493
$ 353,889
4.00
9.96
1996-97
BUDGET
$ 285,033
87,645
12,990
$ 385,668
4.00
10.08
1997-98
BUDGET
$ 323,221
96,247
3,450
$ 422,918
5.00
10.38
WORK PROGRAM:
Recreation Operations provides administrative support for the Recreation Division and for operating each of the
three Community Centers and other City and school facilities used by the Department, the City and the public for
recreational use and meetings.
PROGRAM ACTIVITIES:
Information and Enrollment Service: Office
Specialists meet and talk with the public to provide
information on Recreation Division services, including
programs and facilities. They enroll participants in-
person, by phone and by mail-in registration for
classes, adult excursions, special events, and sports
leagues, and collect and account for revenue,
preparing deposits and delivering them to City Hall.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. Reservations Processed:
2,870 3,060 3,090
2. Number of Facility Users:
590,000 625,380 639,730
3. Revenue:
$81,500 $87,510 $95,690
Facilities Operation Service: The Recreation
Supervisor schedules facilities, use of parks, meeting
rooms, athletic fields, tennis courts, and assigns/
supervises Facility Attendants. Facility Attendants
assist in showing sites, complete applications,
perform set-up and take-down of tables and chairs for
meetings, open and close buildings, and perform
general clean-up and minor maintenance.
SIGNIFICANT CHANGES:
The budget adds one new Office Specialist II position.
1. Number of Fields Maintained:
26 28 29
129
PROGRAM:
FUND:
DEPARTMENT:
RECREATION FEE SUPPORTED
GENERAL
COMMUNITY SERVICES ACCT NO. 0015036
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 574,484
399,609
29,928
$ 1,004,021
8.25
11.70
1995-96
ACTUAL
$ 653,295
388,385
10,608
$ 1,052,288
8.25
12.57
1996-97
BUDGET
$ 625,778
392,599
5,000
$ 1,023,377
8.25
13.90
1997-98
BUDGET
$ 696,059
370,650
0
$ 1,066,709
8.50
14.34
WORK PROGRAM:
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and
interests of the community through fee-supported programs on a 60% self-sustaining basis.
PROGRAM ACTIVITIES:
Instructional Classes: Provides year round classes
for all ages, pre-school to seniors, taught by qualified
contract instructors at various sites in Carlsbad.
Davtrippers: Offers both one day and multi-day trips
for adults. A trained Tour Guide assists those on the
trip to enjoy social and cultural events in Southern
California.
Sports Programs: Provides a variety of seasonal
sports, coaching, and competition including adult
slow-pitch softball, basketball, track and field, and
volleyball.
Special Events/After-School Programs: Offers a
variety of special events for youth, teens and adults
including Easter Egg Hunts, Halloween Carnivals,
Triathlon, camps, and golf clinics. The "Stay N' Play,"
an after-school special activities program, is conduc-
ted at Pine School. Volunteers are included in a high
percentage of Recreation Division programs including
youth basketball, Triathlon and special events.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
Estimated
1.
1.
2.
1.
2.
1.
2.
1994-95
Enrichment Classes:
Conducted 1,175
Enrolled 11,516
Revenue:
Daytrippers:
Trips Conducted 32
Participants 814
Camps:
No. of Camps
Participants
Revenue:
Youth Sports:
Teams 90
Participants 1 ,760
Spectators 1 1 ,500
Revenue
Adult Sports:
Teams 265
Participants 3,291
Spectators 27,000
Special Events:
Events 17
Participants 1 1 ,900
Revenue
Community Volunteers:
Volunteers 630
Hours 6,200
1995-96
1,119
11,100
$384,460
28
695
13
538
$27,682
66
864
13,185
$35,937
257
3,673
27,000
11
13,800
$80,700
650
6,500
1996-97
1,125
11,200
$385,000
28
720
26
922
$52,730
93
1,190
17,170
$40,000
293
3,971
28,000
14
16,500
$97,000
650
6,500
130
PROGRAM: RECREATION - AQUATICS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCTN0.0015042
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 200,587
84,319
2,703
$ 287,609
1.75
5.28
1995-96
ACTUAL
$ 199,162
75,265
8,447
$ 282,874
1.75
5.20
1996-97
BUDGET
$ 200,208
84,477
6,700
$ 291,385
1.75
5.78
1997-98
BUDGET
$ 217,763
85,520
14,800
$ 318,083
2.00
5.56
WORK PROGRAM:
Aquatics provides for the operation of an attractive and safe Swim Complex that offers a comprehensive program of
instruction, competition, and recreational swimming on 50% self-sustaining basis.
PROGRAM ACTIVITIES:
Lessons/Training: Provide instruction in swimming
skills for all ages and abilities; provide education and
training to the general public and City employees in
first-aid, cardiopulmonary resuscitation (CPR), and
basic rescue skills; serve as a North County certifica-
tion/training site for men and women who wish to
qualify for employment at Carlsbad Swim Complex or
similar pools.
Fun and Fitness: Provide opportunities for recrea-
tional swimming and fitness lap swimming.
Competitive Swim Programs: Provide opportunities
for competitive swim instruction and coached work-
outs for youth and adults as a contract service; co-
ordinate and schedule high school use of the pool for
boys' and girls' swim teams and water polo activities.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1.
1.
2.
1.
2.
Instructional Lessons:
Lane/Hours 1 ,805
Classes 224
Participation
-Resident 1,370
- Non-Resident 208
Recreation and Lap Swim:
Lane/Hours 12,844
Daily Admissions:
- Youth 6,546
- Adult 6,839
Season Pass
Admissions 18,095
Aqua X:
Lane/Hours 230
Participation 1 , 251
Carlsbad Swim Master:
Lane/Hours 3,776
Participation 1 1 ,727
North Coast Aquatics:
Lane/Hours 4,346
Participation 12,666
2,265
268
1,498
174
14,787
7,429
8,493
20,421
235
2,382
3,698
1 1 ,870
3,335
9,689
2,200
260
1,450
170
14,500
7,325
8,000
20,100
230
2,000
3,600
11,850
3,300
9,500
3. Carlsbad H.S. (P.E., Swim & Water Polo Teams)
Lane/Hours 2,389 4,062 9,600
Participation 5,260 7,336 8,300
131
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0015044
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 23,382
10,531
0
$ 33,913
0.00
1.06
1995-96
ACTUAL
$ 24,093
5,502
0
$ 29,595
0.00
1.01
1996-97
BUDGET
$ 25,645
9,057
0
$ 34,702
0.00
1.02
1997-98
BUDGET
$ 25,875
8,900
0
$ 34,775
0.00
1.02
WORK PROGRAM:
Provides for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or
eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provides a
communications link with dispatch during the seasonal heavy use period of six to nine months on the water.
PROGRAM ACTIVITIES:
Permits: Issue annual lagoon use permits. Verify
and monitor DMV registration. Observe and docu-
ment boating traffic and use activity.
Education and Enforcement: Provide education
regarding boating laws and special conditions on the
lagoon. Enforce and ensure compliance with boating
and lagoon use laws. Effectively respond to vessel
emergencies, accidents or injuries and requests for
aid. Place and maintain regulatory buoys and signs.
Maintenance: Remove debris and hazards from the
water surface, shoreline and public accesses,
maintain patrol boat, motor, trailer, and associated
equipment.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1. Applications:
2. Annual Permits:
3. Daily Permits
4. Revenue:
1. Patrol Contacts/Observation:
3,390 4,720
1994-95
440
:s: 272
101
$16,130
1995-96
440
290
125
$21,360
Estimated
1996-97
430
300
145
$21,000
4,850
132
V,,
PROGRAM:
FUND:
DEPARTMENT:
STREET MAINTENANCE
GENERAL
COMMUNITY SERVICES ACCT NO. 0015055
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 996,932
485,291
21,801
$ 1,504,024
23.00
0.00
1995-96
ACTUAL
$ 860,821
530,355
3,313
$ 1,394,489
18.00
0.00
1996-97
BUDGET
$ 835,553
705,091
25,650
$ 1,566,294
15.00
1.00
1997-98
BUDGET
$ 830,532
676,215
48,700
$ 1,555,447
15.00
i.OO
WORK PROGRAM:
The Street Maintenance Division's major program is Street and Roadside Maintenance, scheduled and performed to
provide a high level of maintenance for infrastructure and maintained to insure safe and efficient circulation and
utility systems (City Council Goal II - Public Works).
PROGRAM ACTIVITIES:
Roadside Maintenance: Roadside Maintenance
activities consist of litter pick-up, debris hauling,
sidewalk repair and guardrail maintenance.
PERFORMANCE OBJECTIVES:
The County Honor Camp crew will pick up over
300 cubic yards of litter from City right-of-way.
This program is supervised by City staff (funded
by Solid Waste).
Continue maintenance and repair of 25,263 lineal
feet of guardrail as needed.
Recycle concrete and asphalt.
Repair 15,000 square feet of curb, gutter and
sidewalk (trip hazards) to minimize liability claims
(funded by Gas Tax).
3.
4.
Drainage System Maintenance: Maintain, clean,
and repair the City's drainage system.
Street Sweeping:
City Sign Maintenance: Fabricate, install and main-
tain all traffic street name and special signs
throughout the City. Respond to Traffic Engineering
work orders and special sign requests. Conduct
visual and retro-reflectometer once a year in
conjunction with the Division's Safety Inspection
Program.
1.
1.
2.
3.
Annually schedule the cleaning and maintenance
of 3,200 catch basins. Work will be completed
from August through October to ensure proper
flow and run-off during winter storms.
Schedule annual cleaning of 20,105 lineal feet of
open drainage channel. Work will be scheduled
from August through October.
Administer and monitor street sweeping contract
for 1,185 miles of public roadways (funded in
Gas Tax budget).
Maintain and repair, as needed, the 7,000 signs
throughout the City.
Fabricate and install 600 traffic, street name and
special order signs.
Timely response to Traffic Engineering work
orders.. v
Annually conduct visual and reflectivity tests on
1,449 warning and 3,159 regulatory signs to
insure proper and safe signage throughout the
City.
(continued)
133
PROGRAM:
FUND:
DEPARTMENT:
STREET MAINTENANCE
GENERAL
COMMUNITY SERVICES
PROGRAM ACTIVITIES:
City Sign Maintenance (continued)
Road Surface Maintenance: Maintain 555 lane
miles of paved roadways throughout the City. This
maintenance program insures that the City's road
system is properly maintained and safe for travel.
Traffic Safety Pavement Striping Program: Ensure
proper delineation and direction for safe passage on
City streets. Maintain and refresh all line strips,
crosswalks, pavement messages, colored curb and
City facilities parking areas. Respond to Traffic
Engineering work orders and special requests from
various City departments.
Miscellaneous Maintenance and Repair Program:
Monitor unscheduled work activities that the Street
Division performs annually; this program accounts for
6,600 staff hours.
SIGNIFICANT CHANGES:
None.
PAGE TWO
ACCT NO. 0015055
PERFORMANCE OBJECTIVES:
5. Maintain all traffic control devices used for
construction, repair and emergencies.
1. Several methods of asphalt repair applications
are used to apply 4,000 tons of asphalt annually
(funded by Gas Tax): skin patching, utility cut
repair, leveling with asphalt, and base
replacement
1. Annually refresh striping on 225 pass miles on
"prime" roadways, 166 pass miles on "major"
roadways, 128 pass miles on "secondary"
roadways, and 53 pass miles on "residential"
roadways.
2. Annually refresh 189 crosswalks, including
school crossings.
3. Annually refresh 3,000 pavement markings.
4. Annually refresh 15,000 linear feet out of 35,349
linear feet colored curbs.
5. Refresh City facilities parking areas, as needed.
6. Respond in a timely manner to work orders from
Traffic Engineering and special requests from
various City Departments.
1. Emergency response, citizen's complaints, storm
patrol, safety and training, special events, and
seawall cleaning.
pto
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—
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PI
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134
wm
E
PROGRAM: MAJOR STREET MAINTENANCE
FUND: GAS TAX
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1525001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 2,537
796,876
17,261
$ 816,674
0.00
0.00
1995-96
ACTUAL
$ 156,844
840,130
50,000
$ 1,046,974
5.00
0.00
1996-97
BUDGET
$ 215,000
345,869
0
$ 560,869
5.00
0.00
1997-98
BUDGET
$ 220,181
271,000
0
$ 491,181
5.00
0.00
WORK PROGRAM:
Provide a high level of maintenance for infrastructure and maintain safe and efficient circulation and utility systems.
PROGRAM ACTIV4TIES:
Street Sweeping: Sweep 1,185 curb miles of
Carlsbad streets.
Cement Repairs: Annually repair and replace
broken and raised curbs, gutters and sidewalks.
Asphalt Repairs: Extend life of streets and provide
a smooth and safe driving surface.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Sweep all residential streets twice each month.
2. Sweep all downtown village streets three times
each week.
3. Sweep all commercial and major arterial streets
twice per month.
1. 250 linear feet of curb and gutter per year.
2. 25,000 square feet of sidewalk per year.
1. Leveling with asphalt.
2. Base replacement.
3. Skin patching.
4. Repair utility cuts.
5. Crack fill.
135
PROGRAM:
FUND:
DEPARTMENT:
TRAFFIC SIGNALS
GENERAL
COMMUNITY SERVICES ACCT NO. 0015070
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 19,459
266,704
0
$ 286,163
0.50
0.00
1995-96
ACTUAL
$ 18,445
296,178
0
$ 314,623
0.50
0.00
1996-97
BUDGET
$ 20,310
290,425
0
$ 310,735
0.50
0.00
1997-98
BUDGET
$ 20,940
342,716
7,500
$ 371,156
0.50
0.00
WORK PROGRAM:
Meet the following Council goals through maintenance of the City's traffic signal system: Goal I — Provide a high
level of maintenance for infrastructure.
Goal II — Maintain safe and efficient circulation and utility systems.
Goal III — Maintain a clean city through the removal of litter and graffiti.
PROGRAM ACTIVITIES:
Operations: Perform plan checking and field
monitoring during construction of new traffic signals
for conformance with City and CalTrans standards.
Coordinate with Traffic Engineer on signal timing
adjustments. Coordinate Underground Service Alert
mark-outs for all existing signal systems.
Maintenance: Perform monthly check of Opticoms
(emergency preempt equipment) now installed at all
signalized intersections and coordinate repairs if
necessary. Provide monthly inspection of all traffic
signal systems through a comprehensive mainten-
ance contract and miscellaneous agreements with
the State of California Department of Transportation.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. City Owned and Maintained Signals:
64 65 71
2. CalTrans Owned and Maintained Signals:
999
3. City Owned and CalTrans Maintained:
477
4. Total Signals within the City:
77 81 87
Administration: Administer traffic signal mainten-
ance agreement.
SIGNIFICANT CHANGES:
Budget includes 14 new traffic signals.
136
PROGRAM:
FUND:
DEPARTMENT:
FACILITIES MAINTENANCE
GENERAL
COMMUNITY SERVICES ACCT NO. 0015060
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 526,178
575,000
15,645
$ 1,116,823
15.00
0.03
1995-96
ACTUAL
$ 500,383
700,822
29,058
$ 1,230,263
15.00
0.03
1996-97
BUDGET
$ 544,985
1,170,936
17,491
$ 1,733,412
15.00
0.03
1997-98
BUDGET
$ 544,426
889,400
114,000
$ 1,547,826
13.00
0.03
WORK PROGRAM:
Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to
the community.
PROGRAM ACTIVITIES:
Building Maintenance: Perform repairs and alter-
ations as required to maintain and operate City
facilities at a professional level. Perform emergency
repairs to eliminate hazards or unsanitary conditions
and to 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.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. Total Building Space Maintained (Sq. Ft.):
333,632 333,728 333,728
1. Total Custodial Space Maintained (In-House):
246,176 184,447 161,820
2. Total Custodial Space Maintained (Contract):
23,875 85,700 108,327
Contract Maintenance: Prepare and administer
contracts for all building maintenance services (i.e.
HVAC, plumbing, electrical), construction projects,
and custodial services.
Property Management: Negotiate, prepare and
administer acquisition and revenue leases by City.
Act as liaison with property owners to ensure facilities
meet City requirements.
1. Total Custodial Space Maintained (Other):
63,581 63,581 63,581
1. Total Leased Space:
19,680 19,680 19,680
SIGNIFICANT CHANGES:
Two vacant, unfunded, custodian positions were eliminated.
Funding is included to purchase seven emergency power generators for key City facilities.
137
PROGRAM:
FUND:
DEPARTMENT:
SENIOR PROGRAMS
GENERAL
COMMUNITY SERVICES ACCT NO. 0015065
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 174,655
58,294
0
$ 232,949
2.00
3.50
1995-96
ACTUAL
$ 173,938
60,522
0
$ 234,460
2.00
3.58
1996-97
BUDGET
$ 182,622
92,114
0
$ 274,736
2.00
3.50
1997-98
BUDGET
$ 195,044
99,807
6,000
$ 300,851
2.00
4.23
WORK PROGRAM:
Provide a broad range of activities/services designed to address the many needs and varied interest of Carlsbad's
older adults.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Personal Assistance: Plan, coordinate and sched-
ule activities/services intended to assist Seniors in
maintaining independent lifestyles.
Recreation Opportunities: Plan, coordinate, and
schedule a variety of recreational opportunities to
address the varied interests of the older population.
Social Interaction: Provide an environment and
opportunity for older people to meet and interact with
their peers.
1. Schedule a no cost/low cost health screening
intended to educate Seniors and detect potential
health risks: skin cancer, glaucoma, podiatry,
Blood pressure, hearing, etc. Offer Flu Shot
Clinic.
2. Arrange for the ongoing provision of personal
management services (legal assistance, tax
preparation, insurance counseling, personal
counseling, and drivers training).
3. Provide information and referral on other com-
munity services and resources available to older
adults.
4. Increase Seniors' exposure and knowledge of
services/programs which foster their indepen-
dence.
1. Offer a minimum of 12 day trips annually to local
attractions.
2. Offer a wide variety of opportunities for Seniors
with diverse interests (i.e., classes in art, exer-
cise, and languages; lectures in financial plan-
ning, travel, etc.; and dances, discussion groups,
and cards and games).
1. Encourage the development of groups of people
sharing similar interests (i.e., P. C. Users, books
writing, billiards, and current events.
2. Provide volunteer opportunities where Seniors
can provide a service to their community while
meeting new people, etc.
continued
138
PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES
PAGE TWO
ACCT NO. 0015065
PROGRAM ACTIVITIES:
Social Interaction (continued)
Increase Revenues: Develop a strategy to increase
revenues.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
3. Maintain the open atmosphere of the lounge
where people can drop in to chat and have a cup
of coffee.
4. Develop Computer Lab where Seniors can gain
exposure to computers.
1. Where feasible, develop a reasonable fee struc-
ture for activities/programs previously offered at
no cost.
139
PROGRAM: SENIORS
FUND: SENIOR NUTRITION
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1915001 THRU 1915003
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 52,506
137,199
4,809
$ 194,514
1.00
5.25
1995-96
ACTUAL
$ 59,743
129,959
0
$ 189,702
1.00
2.15
1996-97
BUDGET
$ 61,630
116,656
0
$ 178,286
1.00
2.17
1997-98
BUDGET
$ 61,715
127,658
0
$ 189,373
1.00
2.02
WORK PROGRAM:
Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 years of
age and older.
PROGRAM ACTIVITIES:
Noon Lunch: Provide a nutritionally balanced noon
lunch for persons 60 years of age or older.
Home Meals: Deliver a hot meal and sandwich to
homebound persons 60 years of age or older in
Carlsbad.
Transportation: Provide transportation for Carlsbad
Seniors to the lunch program, medical appointments,
and shopping.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. Hot Meals: 35,396
1. Hot Meals: 12,243
1. One Way Trips: 6,000
35,396 32,000
12,243 10,800
6,000 6,000
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140
PROGRAM: SENIOR PROGRAMS
FUND: SENIOR DONATIONS
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1435067/1445067
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$
0
0
$
0.00
0.00
1996-97
BUDGET
$
112,000
0
$ 112,000
" 0.00
0.00
1997-98
BUDGET
$
102,000
0
$ 102,000
0.00
0.00
WORK PROGRAM:
Continue to raise funds to support activities/programs at the Carlsbad Senior Center.
SIGNIFICANT CHANGES:
None.
141
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1605023
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 317,776
178,146
7,608
$ 503,530
5.50
1.50
1995-96
ACTUAL
$ 300,752
208,182
0
$ 508,934
5.90
1.50
1996-97
BUDGET
$ 318,653
222,783
0
$ 541,436
5.88
1.50
1997-98
BUDGET
$ 316,550
254,058
0
$ 570,608
5.89
1.50
WORK PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space areas, and
trees at all City facilities.
PROGRAM ACTIVITIES:
Street Trees: The Division Program provides main-
tenance for over 21,000 trees on City right-of-ways.
The maintenance consists of pruning, planting,
removal and root pruning. The division annually
responds to 500+ Street Tree work order/requests,
removes 50+ trees, and plants over 100 trees.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. No. of Work Orders/Citizen Requests Completed:
550 567 587
2. No. of Trees Trimmed:
700 719 715
3. No. of Trees Removed:
28 35 30
4. No. of Trees Planted:
39 52 47
I
1
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ft
Contractual Tree Maintenance: Provides an on
going program for contracting, administering and
overseeing Street Tree maintenance program beyond
the scope of this division.
Weed Abatement: This program involves the treat-
ment of undeveloped right-of-way and open space
areas for weed growth removal. The activities
include herbicide application, and cultural practices to
eliminate weed growth.
1. No. of Trees Pruned:
88 95 92
1. No. of Right-of-Way Miles Treated/Maintained:
55 55 55
2. No. Gallons of Mixed Herbicide Applied:
2,250 2,640 2,760
-f
tt
Hosp Grove Maintenance: Program currently in-
volves quarterly maintenance of Hosp Grove. Work
consists of clean-up, recruiting volunteer and grant
assistance and removing hazardous trees.
1. No. of Probation Hours:
0 0
2. No. ofVolunteer/CCC Hours:
0 0
3. No. of Regular Hours:
800 1,200 300
(continued)
142
PROGRAM: STREET TREE MAINTENANCE PAGE TWO
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1605023
PROGRAM ACTIVITIES:
Miscellaneous Maintenance: Currently the Tree
division performs 600 hours of miscellaneous work
consisting of installation of Christmas decorations,
flags and banners for Spring/Fall Faire, Christmas
Tree recycling, assistance with Spring clean-up,
various work for other departments and assistance
with community volunteer programs.
SIGNIFICANT CHANGES:
None.
143
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1615024
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 97,310
182,408
0
$ 279,718
1.50
0.50
1995-96
ACTUAL
$ 140,783
187,223
0
$ 328,006
2.90
0.80
1996-97
BUDGET
$ 165,076
217,741
22,999
$ 405,816
2.89
1.00
1997-98
BUDGET
$ 164,079
222,309
0
$ 386,388
2.68
1.00
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment Landscape
improvement areas.
PROGRAM ACTIVITIES:
Medians: Maintain on a weekly basis 44+ 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 an on
going program for contracting, administering and
overseeing median maintenance for 20+ acres of City
medians.
Streetscape Maintenance: Maintain approximately
7.5 acres of high maintenance areas including planter
boxes, downtown fountain, landscape pockets, and
parking lots. Maintenance activities consist of litter
control, weed control, pruning, planting, pesticide/
fertilizer application, irrigation repair/adjustment, park-
ing lot sweeping, fountain maintenance, and related
duties with the Streetscape improvements.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. Acres Maintained:
48
1. Acres Maintained:
1. Acres Maintained:
34
48 48
35.5 36
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PROGRAM:
FUND:
DEPARTMENT:
STREET LIGHTING
MAINTENANCE ASSESSMENT
COMMUNITY SERVICES ACCT NO. 1625057
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 189,163
400,118
0
$ 589,281
3.50
0.00
1995-96
ACTUAL
$ 217,144
406,474
322,362
$ 945,980
4.00
0.00
1996-97
BUDGET
$ 242,960
478,182
0
$ 721,142
4.00
0.00
1997-98
BUDGET
$ 245,613
473,305
0
$ 718,918
4.00
1.00
WORK PROGRAM:
Meet the following Council goals by maintaining a safe, modern street lighting system:
Goal I — Provides a high level of maintenance for infrastructure.
Goal II — Maintains safe and efficient circulation and utility systems.
PROGRAM ACTIVITIES:
Maintenance and Operations: Oversee the main-
tenance and operations of the City Street lighting
system. Coordinate between citizens and SDG&E for
the maintenance of utility owned street lights within
the City. Coordinate between developers and
SDG&E for energizing new lighting systems. Provide
expertise to City inspectors during inspection of
lighting systems. Coordinate Underground Service
Alert markouts for various City departments and
perform markouts for street light and traffic signal
systems. Maintain as-built records of City street light
system for future maintenance. Perform routine night
surveillance. Incorporate street light numbering
system. Check proposed improvement plans for con-
formance with City standards regarding street light,
storm drain, and traffic signal systems. Coordinate
with Planning, Engineering, and Engineer's of work to
ensure that departmental needs are met.
Administration: Prepare annual audit of City's street
lighting assessment. Administer Buena Vista Chan-
nel Maintenance Assessment District and Lighting
and Landscaping District No. 1. Continue mapping
and updating expenditure and reassess-ments for the
Lighting and Landscaping District.
SIGNIFICANT CHANGES:
One hourly full-time equivalent (FTE) employee is budget to assist staff in maintaining existing programs, managing
existing workloads, maintaining customer satisfaction, and ensuring service levels are consistent with Carlsbad's
standards.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. SDG&E owned and maintained street lights:
681 678 0
2. City owned and maintained street lights:
3,992 4,066 5,264
3. Total Street Lights:
4,673 4,744 5,264
4. Total Street Light Repairs:
891 511 579
5. Total Electrical Markouts:
2,154 1,704 4,082
6. Total Emergency Traffic Signal Repairs:
642 255 342
145
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1635012
Ml
m
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
3,111
0
$ 3,111
0.00
0.00
1995-96
ACTUAL
$
4,611
0
1996-97
BUDGET
$
304,500
0
$ 4,611 1 $ 304,500
0.00
0.00
0.00
0.00
1997-98
BUDGET
$
27,048
0
$ 27,048
0.00
0.00
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 an accumulated total of $100,000. The monies are placed in a fund to cover the costs of major
dredging of the creek, which could occur every four years.
PROGRAM ACTIVITIES:
Administration -Community Services Dept:
Administer the Buena Vista Channel Maintenance
Assessment District.
Operations - Engineering Dept: Monitoring and
periodic clearing of the overgrowth and silt within the
channel area.
SIGNIFICANT CHANGES:
The second major channel clearing under the Assessment Program was completed in March of 1997.
m
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146
PROGRAM:
FUND:
DEPARTMENT:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
COMMUNITY SERVICES ACCT NO. 5205075
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 44,816
71,885
0
$ 116,701
0.75
0.00
1995-96
ACTUAL
$ 69,759
88,520
931
$ 159,210
1.20
0.00
1996-97
BUDGET
$ 68,296
66,520
0
$ 134,816
1.20
0.00
1997-98
BUDGET
$ 75,118
68,998
0
$ 144,116
1.20
0.00
WORK PROGRAM:
The Solid Waste Division of the Community Services Department promotes cost effective solid waste management
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs.
PROGRAM ACTIVITIES:
AB 939: Implement components of Source Reduc-
tion and Recycling Element (SRRE) and Household
Hazardous Waste Element (HHWE). Coordinate acti-
vities with County-wide Technical Advisory Com-
mittee. Prepare and submit reports and documents
as required.
Solid Waste: Ensure collection and disposal of solid
waste generated in Carlsbad. Coordinate activities
with regional groups. Prepare and administer the
solid waste services contract. Review reports from
authorized collector.
Recycling/Diversion: Prepare and administer
recycling contract. Prepare State and County grant
applications. Attend regional recycling meetings and
coordinate City efforts with other agencies.
PERFORMANCE OBJECTIVES:
1. Ensure compliance with mandates of SRRE and
HHWE by timely implementation of programs.
2. Prepare annual Solid Waste Enterprise Fund
Budget.
3. Review/comment on relevant legislation and
regulations.
4. Attend meetings as necessary.
Review and update solid waste services contract
as necessary. Prepare RFP and related docu-
ments or renegotiate contract, as required.
Review Solid Waste Services Rate Structure and
establish rates annually.
Review/update Municipal Code.
Attend meetings as necessary.
3.
4.
1.
2.
3.
Composting: Administer yard waste pick-up
program.
Research and apply for appropriate grant oppor-
tunities.
Coordinate and monitor recycling programs in
conjunction with the authorized collector.
Monitor and promote office paper recycling to
Carlsbad businesses in accordance with County
Technical Assistance Program Grant guidelines.
Serve as liaison to outside agencies, City staff,
and public on recycling issues.
Evaluate and implement new recycling/diversion
programs as appropriate, i.e., mixed paper
collection.
Keep abreast of recycling trends.
1. Administer and monitor the Yard Waste Collec-
tion Program.
2. Keep abreast of composting trends.
(continued)
147
PROGRAM:
FUND:
DEPARTMENT:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 5205075
PROGRAM ACTIVITIES:
Household Hazardous Waste: Provide for safe
collection and disposal of household hazardous
waste.
Public Information: Develop public information
materials related to solid waste program. Develop
school and community group programs.
In-House Recycling: Coordinate the recycling
program of materials collected at City facilities.
Litter: Provide for litter collection services in
conjunction with the Streets division.
Recycling Market Development: Support efforts to
develop local markets for recycled materials. Repre-
sent City on North County Recycling Market Develop-
ment Zone.
PERFORMANCE OBJECTIVES:
If required, develop household hazardous waste
collection program.
Coordinate collection events with County staff,
as appropriate.
Ensure staff support for collection events.
Attend meetings as necessary.
3.
4.
1.
2.
3.
4.
5.
Prepare correspondence, press releases, and
brochures for all new solid waste programs.
Continue recycling and anti-litter presentations to
schools and community groups.
Prepare Spanish language materials.
Develop and distribute household hazardous
waste educational materials.
Coordinate efforts with authorized collector and/
or other agencies when feasible.
1. Monitor in-house recycling program.
2. Add materials to in-house recycling program as
appropriate.
3. Prepare annual report of recycled product usage.
1. Fund the Honor Camp Crews which will continue
to be administered by the Streets division.
1. Attend meetings as necessary.
2. Keep abreast of market trends.
P
mt
SIGNIFICANT CHANGES:
None.
•:
148 i
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
DEPARTMENT: COMMUNITY SERVICE ACCT NO. 5725001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
1,687,678
0
$ 1,687,678
0.00
0.00
1995-96
ACTUAL
$
314,186
0
$ 314,186
0.00
0.00
1996-97
BUDGET
$
486,500
0
$ 486,500
0.00
0.00
1997-98
BUDGET
$
490,000
0
$ 490,000
0.00
0.00
WORK PROGRAM:
Community Services, Park Development, will assist the
course.
PROGRAM ACTIVITIES:
Continue Land Management Plan: Maintain the
proposed golf course property to retain the viability of
the project development.
Develop Golf Related Commercial Concepts:
Project Processing: Begin environmental process-
ing through USF&W, CDF&G, Coastal Commission.
Project Oversight Committee" in developing a municipal golf
PERFORMANCE OBJECTIVES:
1. "Land Management Program":
a. Prevent further encroachment of existing
habitat.
b. Identify and eliminate insignificant patches
of habitat.
c. Remove unprotected and insignificant
native vegetation form project footprint.
1. Analyze the potential for commercial uses on the
golf course.
1. Preparation, review and analysis of proposed
golf course plan.
2. Retain environmental consultant and process
EIR.
3. Process approvals for the golf course.
4. Meet with Golf Course Steering Committee on a
regular basis.
SIGNIFICANT CHANGES:
None.
149
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 6205060
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 423,141
788,611
11,699
$ 1,223,451
8.00
0.00
1995-96
ACTUAL
$ 428,936
855,451
0
$ 1,284,387
8.00
0.50
1996-97
BUDGET
$ 441,357
885,293
41,500
$ 1,368,150
7.00
0.50
1997-98
BUDGET
$ 417,186
911,231
0
$ 1,328,417
7.00
0.50
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 operate this division. The
program involves all facets of vehicle repair, maintenance and parts, ensures that adequate supplies of fuel and oil
are available to operating Departments, maintains a City owned and operated vehicle wash, administers the
collection and disposal of hazardous waste collected by City department, and oversees the collection of used oil and
batteries from citizens of Carlsbad and disposes of same in accordance with County and State regulations. The fleet
is comprised of 230 vehicles and 128 other pieces of equipment.
PROGRAM ACTIVITIES:
Repair and Maintenance: Provide routine preven-
tive maintenance and repairs for the fleet; inspect
vehicles required for the Biannual Inspection of
Terminals (B.I.T). and smog programs; sublet repairs
to vendors as necessary; make road calls for units
disabled in the field.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1.
2.
3.
4.
5.
Preventive
Maintenance:
BIT Inspections:
Smog Inspections:
Shop Repairs:
Vendor Repairs:
632
72
86
790
215
Auto Parts: Secure needed items for the mainte-
nance and repair of the fleet through cooperative
buying with other cities or through State Net
Discount; provide a perpetual inventory and
automatically reorder quantities through the
automated management system.
Fuel and Oil: Secure the necessary fuel and lubri-
cating oil stocks through cooperative buying contracts
with other agencies; maintain sufficient stock on hand
for emergen-cies; continue to supply fuels and
lubricating oils to the Carlsbad Unified School District,
R.F. Dickson & Co., and Encina Wastewater
Authority; monitor fuel tanks in accor-dance with
State and County regulations.
SIGNIFICANT CHANGES:
None.
6. Emergency Road
Repairs:
1. Parts Items in
Inventory:
2. Dollar Amount
in Inventory:
41
690
72
90
765
264
66
610
85
95
760
260
65
19,159 7,863 8,300
$72,513 $52,218 $58,500
1. Gallons of Fuel
Used-City: 215,179 224,700 238,000
2. Gallons of Fuel -
Used-Other: 26,485 28,800 22,000
p
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PROGRAM:
FUND:
DEPARTMENT:
VEHICLE REPLACEMENT
INTERNAL SERVICE
COMMUNITY SERVICES ACCT NO. 6215061
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
26,497
640,097
$ 666,594
0.00
0.00
1995-96
ACTUAL
$
28,459
1,225,398
$ 1,253,857
0.00
0.00
1996-97
BUDGET
$
76,500
1,528,937
$ 1,605,437
0.00
0.00
1997-98
BUDGET
$
64,103
887,300
$ 951,403
0.00
O'.OO
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, the outfitting of new units
before being placed into service and preparing replaced units for sale at auction or to interested public agencies or
special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and
ensures a more cost effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance: Calculate future acquisition
costs for units in the rental fleet and establish an
average replacement charge by unit class.
Specification Writing: Write specifications for the
purchase of replacement units combining the needs
of the users and economic reality of the City.
Purchase and Disposal: In partnership with the
Purchasing Department, buy replacement units
through the public bid process or in cooperation with
other public agencies through cooperative purchasing
programs. Arrange for the public auction of replaced
units or sell them to other interested public agencies
or special districts.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
Estimated
1994-95 1995-96 1996-97
1. Vehicles/Equipment
Acquired: 58
1. Vehicles/Equipment
Disposed: 40
1. Total Units in
Fleet:356
23
26
353
38
33
358
151
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HOUSING & REDEVELOPMENT
Low & Mod
Income Hsng
Debt Service 2%
19%
Redev.
Operations
8%Housing
Section 8
56%
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 569,196
$ 4,842,760
279,210
$ 5,691,166
10.00
0.00
1995-96
ACTUAL
$ 549,051
$ 5,354,271
3,661
$ 5,906,983
10.00
0.00
1996-97
BUDGET
$ 597,971
$ 5,815,301
3,000
$ 6,416,272
10.00
0.00
1997-98
BUDGET
$ 607,803
5,014,793
0
$ 5,622,596
10.00
0.00
152
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 8013410/8013411
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 205,613
391,739
4,223
$ 601,575
3.00
0.00
1995-96
ACTUAL
$ 182,790
340,908
3,004
$ 526,702
2.00
0.00
1996-97
BUDGET
$ 151,027
453,119
3,000
$ 607,146
2.00
0.00
1997-98
BUDGET
$ 136,664
339,897
0
$ 476,561
1.90
0.00
WORK PROGRAM:
In support of Council Goal VI: Enrich and revitalize the Redevelopment Area for the benefit and enjoyment of the
entire City. The Redevelopment Agency will redefine and develop innovative programs that promote and increase
economic development and revitalize the Redevelopment Project Area.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Redevelopment Master Plan: Implement Rede-
velopment Project Area Master Plan.
1. Facilitate the development of at least one "special
opportunity project" from Master Plan.
2. Process four (4) Facade/Signage Improvement
Grants
3. Accomplish targeted outreach to two (2) new busi-
nesses and/or developers.
4. Process 15 permits for improvement or new con-
structions projects.
5. Develop permit and policy handbook for process-
ing redevelopment projects.
6. Complete analysis and make recommendation on
implementation of a shuttle/transit service for link
between Village and other key locations in City.
7. Implement Parking-ln-Lieu Fee Study and new
Parking Policy.
8. Coordinate construction of additional parking at
Village Commuter Rail Station and identify third
access.
9. Acquire or assist in acquiring site for one (1)
upscale infill residential development.
10. Hire architect to design construction plans for the
Roosevelt Street Beautification Project; CVD to
Walnut Avenue.
11. Develop and implement two (2) Village Beauti-
fication Programs.
(continued)
153
PROGRAM:
FUND:
DEPARTMENT:
REDEVELOPMENT OPERATIONS
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT
PAGE TWO
ACCT NO. 8013410/8013411
PROGRAM ACTIVITIES:
Community Awareness and Public Relations Pro-
gram: Continue community awareness and public
relations activities.
PERFORMANCE OBJECTIVES:
1. Continue community awareness and public
relations activities on behalf of the Redevelop-
ment Agency with the Carlsbad Village Business
Association.
2. Develop agenda and hold a workshop with Village
Business Association to discuss benefits to
Village businesses as related to Village Com-
muter Rail Station.
SIGNIFICANT CHANGES:
Funds are included in this year's budget to study a shuttle/transit system to link the Village with other key locations in
the City. Interdepartmental charges decreased by $121,000.
154
PROGRAM: REDEVELOPMENT DEBT SERVICE
FUND: REDEVELOPMENT DEBT SERVICE
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 8023412
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
1,465,090
0
$ 1,465,090
0.00
0.00
1995-96
ACTUAL
$
1,612,195
0
$ 1,612,195
0.00
0.00
1996-97
BUDGET
$
1,074,700
0
$ 1,074,700
0.00
0.00
1997-98
BUDGET
$
1,081,000
0
$ 1,081,000
0.00
0.00
WORK PROGRAM:
To make annual interest payments on the 1993 Tax Allocation Bonds along with other charges and payments using
bond proceeds as required of the Redevelopment Agency during FY 1997-98.
PROGRAM ACTIVITIES:
Bond Interest Payments: Process payments on
principal and interest amounts due.
Property Tax Administration Charges: Process
payment to San Diego County for administration and
collection of property taxes on behalf of Agency.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Complete payments on bond interest principal
amounts in a timely fashion as required under
issuance criteria.
1. Complete payment to County of San Diego in
accordance with billing invoice from County.
155
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 49,484
18,246
0
$ 67,730
1.00
0.00
1995-96
ACTUAL
$ 62,831
35,933
$ 98,764
1.75
0.00
1996-97
BUDGET
$ 91,926
40,215
0
$ 132,141
1.25
0.00
1997-98
BUDGET
$ 47,561
78,400
0
$ 125,961
0.80
0.00
WORK PROGRAM:
In support of Council Goal VII: To provide mixed housing for all economic segments of the population. The
Low/Mod Income Housing Program will develop innovative programs that will promote and develop projects to
increase the number of affordable housing units throughout the City of Carlsbad.
PROGRAM ACTIVITIES:
Affordable Housing Project Processing Proce-
dures: Continue development of affordable housing
project processing procedures.
Affordable Housing Projects Coordination: Assist
in structure and implementation of affordable housing
projects.
Affordable Housing Education Program: Direct
educational programs for citizens, businesses and
government agencies interested in affordable
housing.
PERFORMANCE OBJECTIVES:
1. Continue to identify areas for improvement.
2. Coordinate solutions with City staff.
3. Communicate new procedure clearly to develop-
ment community.
1. Identify possible projects, both inside and outside
Redevelopment Area.
2. Conduct initial general information meeting(s)
with interested developers.
3. Conduct preliminary reviews in coordination with
Planning and Engineering Departments.
4. Process formal Application from developer.
5. Award funds for rehabilitation of one (1) Rental
Rehabilitation Project.
1. Provide affordable housing updates for presenta-
tion at quarterly City Council Quadrant Meetings,
as appropriate.
2. Attend training workshops and seminars.
3. Conduct general information meetings with
interested citizens.
SIGNIFICANT CHANGES:
Staffing costs decreased due to a reallocation of staff to the Housing Trust fund. Maintenance & Operation
expenses increased for legal services, surveys, and studies.
156
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 1903401 THRU 1903403
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 228,369
2,788,459
6,192
$ 3,023,020
4.50
0.00
1995-96
ACTUAL
$ 224,402
2,709,914
657
$ 2,934,973
4.50
0.00
1996-97
BUDGET
$ 222,779
3,035,263
0
$ 3,258,042
4.50
0.00
1997-98
BUDGET
$ 219,500
2,856,091
0
$ 3,075,591
4.00
0.00
WORK PROGRAM:
In support of Council Goal VII: To provide mixed housing services for all economic segments of the population, as
outlined in the Housing Element. The Rental Assistance Program will provide access for very low income persons to
adequate housing within an affordable rental range. The City of Carlsbad Housing Authority is committed to provide
decent, safe and sanitary housing to those identified as very-low income in the categories of elderly, handicapped
and disable, and "families" as defined under U. S. Department of Housing and Urban Development (HUD) criteria.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Section 8 Rental Assistance Program: Continue
administration of HUD Voucher and Certificate Rental
Assistance Programs.
1. Take applications from waiting list to qualify
applicants for Voucher or Certificate rental
assistance program.
2. Achieve and maintain a lease rate for Section 8
Program which utilizes 90% of funding allocation.
3. Ensure that housing units used meet HUD
housing quality standards.
4. Continue annual processing of existing tenants
to ensure their compliance with housing program
criteria.
Family Self-Sufficiencv Program: Continue admini-
stration of HUD-mandated Family Self Sufficiency
(FSS) Program for existing Section 8 Rental Assis-
tance participants.
1. Administer outreach and participant selection
activities.
2. Conduct participant orientation and needs ass-
essments.
SIGNIFICANT CHANGES:
None.
3. Establish Contracts of Participation to outline
goals to be achieved by thirty (30) participants.
4. Assist participants with supportive service pro-
viders.
157
PROGRAM: ADMINISTRATION
FUND: HOUSING TRUST FUND
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
ACTUAL
$
3,000
0
$ 3,000
0.00
0.00
1996-97
BUDGET
$ 45,199
80,315
0
$ 125,514
0.75
0.00
1997-98
BUDGET
$ 113,517
125,466
0
$ 238,983
1.65
0.00
WORK PROGRAM:
In support of Council Goal VII: To provide mixed housing for all economic segments of the population, as outlined in
the Housing Element. The Housing Trust fund will support innovative programs that will promote and develop
projects to increase the number of affordable housing units throughout the City of Carlsbad.
PROGRAM ACTIVITIES:
Affordable Housing Project Coordination and
Development: Assist in the processing and develop-
ment of affordable housing projects.
PERFORMANCE OBJECTIVES:
1. Assist in the development of 176 units through
start of construction.
2. Coordinate project processing with other City
departments.
3. Inform developers of inclusionary housing obli-
gations and assist in the development of
compliance strategies.
4. Develop and evaluate financial assistance strate-
gies.
5. Perform staff liaison functions to the Housing
Commission.
6. Process inclusionary housing projects, with exe-
cution of eight (8) Affordable Housing Agree-
ments.
7. Monitor and enforce at least ten (10) Affordable
Housing Agreements.
8. Identify site opportunities and engage a devel-
oper in development of six (6) affordable single
family infill homes.
9. Cooperate in development of Regional Coopera-
tive Strategy for addressing needs of homeless.
10. Develop Housing Policy recommendation regard-
ing financial assistance.
(continued)
158
PROGRAM:
FUND:
DEPT:
ADMINISTRATION
HOUSING TRUST FUND
HOUSING AND REDEVELOPMENT
PAGE TWO
ACCT NO. 1333421
ift
PI
PROGRAM ACTIVITIES:
Develop and Implement Housing Element Pro-
gram and Policies: Develop and administer first
time homebuyer and rental rehabilitation programs.
Affordable Housing Education Program: Direct
educational programs for citizens, businesses and
government agencies interested in affordable
housing.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Develop and implement a Homeownership
Secondary Financing Program.
2. Issue Mortgage Credit Certificates to 15 first-time
home buyers.
3. Implement the Carlsbad Homebuyer Assistance
Program and originate ten (10) first-time home
buyer loans.
4. Identify, evaluate and assist at least one (1)
selected rental rehabilitation project.
1. Provide affordable housing updates for presenta-
tion at quarterly City Council Quadrant meetings.
2. Attend training workshops and seminars.
3. Conduct general information meetings with
interested citizens on housing issues.
Adjustments have been made to increase the use of this budget as a financial resource to ensure the successful
production of affordable housing for the entire City of Carlsbad. The total operating costs more appropriately
address the resources required to implement the City's Inclusionary Housing Ordinance.i
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159
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT/REHABILITATION
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 1353401/3913401/3913402
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 85,730
179,226
268,795
$ 533,751
1.50
0.00
1995-96
ACTUAL
$ 79,028
652,321
0
$ 731,349
1.75
0.00
1996-97
BUDGET
$ 87,040
1,131,689
0
$ 1,218,729
1.50
0.00
1997-98
BUDGET
$ 90,561
533,939
0
$ 624,500
1.65
0.00
WORK PROGRAM:
In support of Council Goal VII: To develop and monitor a program of projects/services which benefit low/moderate
income households within the community. The Community Development Block Grant Program will provide mixed
housing for all economic segments of the population, as outlined in the Housing Element and the Consolidated plan.
It will also develop and monitor a program of projects/services which benefit low and moderate income households
within the community.
PROGRAM ACTIVITIES:
Project Development: Ensure the development of
projects/services which meet the guidelines set forth
for CDBG funding by the U.S. Department of Housing
and Urban Development (HUD).
Project Monitoring: Ensure that project/service
meets the requirements for the CDBG program.
Residential Rehabilitation Program: Administer
Residential Rehabilitation Program in cooperation with
the County of San Diego.
PERFORMANCE OBJECTIVES:
1. Conduct public meetings/hearings to solicit and
approve proposed projects for CDBG program.
2. Prepare guidelines that assist the public and staff
to develop viable projects that meet HUD criteria.
3. Meet with citizens, community groups, consul-
tants, contractors and other City staff members
to develop projects.
1. Monitor service implementation and/or construc-
tion, and maintain records for Federal wage com-
pliance and other HUD regulations.
2. Approve and coordinate work payment releases.
3. Process contract amendments and agreements.
4. Audit non-profit organizations receiving CDBG
funds from the City.
5. Implement a Fair Housing Education Program to
eliminate barriers to fair housing choice in the
City.
1. Advertise and promote availability of program;
maintain program "interest list."
2. Coordinate with County of San Diego and bank on
processing of appropriate program loans to assist
six (6) very low and low income qualified families
with the rehabilitation of their homes.
(continued)
160
m
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
FUND: CDBG ENTITLEMENT/REHABILITATION
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 1353401/3913401/3913402
PROGRAM ACTIVITIES:
Residential Rehabilitation Program:
(continued)
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
3. Analyze feasibility of identifying a project area
within the Old Carlsbad Neighborhood for a
residential rehabilitation demonstration project.
4. Monitor services implementation and/or rehabili-
tation activities and maintain records for com-
pliance with federal regulations.
5. Approve and coordinate work payment releases.
6. Audit County of San Diego.
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161
WATER & SANITATION
Sanitation
Services
22%
Reclaimed
Water
7%
Water
Operations
71%
PROGRAM: WATER AND SANITATION SERVICES
FUND: VARIOUS
DEPARTMENT: WATER DISTRICT SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 2,707,619
13,415,693
55,239
$ 16,178,551
56.00
0.00
1995-96
ACTUAL
$ 2,784,001
14,487,296
6,017
$ 17,277,314
56.00
0.00
1996-97
BUDGET
$ 2,960,013
16,279,473
182,168
$ 19,421,654
56.00
0.00
1997-98
BUDGET
$ 3,033,203
16,338,740
197,200
$ 19,569,143
56.00
0.00
162
PROGRAM:
FUND:
DEPARTMENT:
WATER OPERATIONS
WATER ENTERPRISE
WATER DISTRICT ACCT NO. 5016310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 2,161,985
8,879,908
37,158
$ 11,079,051
43.00
0.00
1995-96
ACTUAL
$ 2,180,949
9,824,082
2,843
$ 12,007,874
43.00
0.00
1996-97
BUDGET
$ 2,204,798
11,155,768
107,060
$ 13,467,626
40.20
0.00
1997-98
BUDGET
$ 2,151,731
11,535,884
119,800
$ 13,807,415
38.15
0.00
WORK PROGRAM:
To provide water and service to 56,000 City/District customers; operate and maintain 300 miles of transmission and
distribution pipelines, 11 reservoirs totaling 51.5 million gallons of storage capacity and Maerkle Reservoir with a
capacity of 600 acre feet (or 195 million gallons), 17,600 water meters, 2,700 fire hydrants and to administer billing,
meter reading, engineering, public information and water conservation activities.
PROGRAM ACTIVITIES:
Infrastructure Maintenance: Provide a high level of
maintenance for infrastructure.
Circulation and Utility Systems: Maintain safe and
efficient circulation and utility systems.
Water Storage & Supply: Promote measure which
increases water storage and supply while improving
water quality, and promoting the Carlsbad Water
Ethic which encourages water conservation by all
customers.
PERFORMANCE OBJECTIVES:
1. Continue preventive maintenance program of
water system.
2. Continue valve maintenance and fire hydrant
maintenance programs.
3. Continue annual inspection and maintenance of
all District pressure regulating stations.
1. Secure Water Board approval for Water
Resource Development Plan.
2. Continue process of retrofitting three-inch and
larger meters to accommodate test equipment
and verify meter reading accuracy.
3. Implement large meter testing program.
4. Implement radio-signal meter reading.
5. Continue with installation of confined space signs
in all fire protection vaults.
6. Install touch-read meter systems in all fire
protection vaults.
1. Install lining and cover for Maerkle Reservoir.
2. Provide and/or present water conservation and
educational programs.
(continued)
163
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
DEPARTMENT: WATER DISTRICT
PAGE TWO
ACCT NO. 5016310
PROGRAM ACTIVITIES:
Water Storage & Supply: (continued)
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
3. Publish and mail quarterly "Waterline" newsletter.
4. Continue water education programs for all
elementary school grade levels.
5. Coordinate and participate in special events and
public information programs.
6. Prepare and implement the response plan for the
annual San Diego County Water Authority
Aqueduct Shutdown and Temporary Water
Shortage maintenance activities.
7. Develop seawater/groundwater desalination pro-
gram.
8. Prepare Water Resources Management Devel-
opment Plan.
Revised personnel allocations between Water Operations, Reclaimed Water, and Sanitation services to more
accurately reflect the time spent by personnel in these areas. Increased purchased water expense to fill the
Maerkle Reservoir.
164
PROGRAM: WATER RECLAMATION
FUND: RECLAMATION ENTERPRISE
DEPARTMENT: WATER DISTRICT ACCT NO. 5026310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 54,936
781,637
0
$ 836,573
1.00
0.00
1995-96
ACTUAL
$ 63,912
1,068,997
0
$ 1,132,909
1.00
0.00
1996-97
BUDGET
$ 88,730
1,181,040
0
$ 1,269,770
1.65
0.00
1997-98
BUDGET
$ 225,879
1,224,088
6,000
$ 1,455,967
4.35
0.00
WORK PROGRAM:
To operate and maintain one pump station, two 1.25 million gallon reservoirs, 15 miles of reclaimed water lines, and
60 reclaimed water meters.
PROGRAM ACTIVITIES:
Infrastructure Maintenance: Provide a high level of
maintenance for infrastructure.
Circulation and Utility Systems: Maintain safe and
efficient circulation and utility systems.
Interagencv Coordination:
PERFORMANCE OBJECTIVES:
1. Continue preventive maintenance program of
reclaimed water system.
2. Continue valve maintenance and fire hydrant
maintenance programs.
3. Continue annual inspection and maintenance of
all District pressure regulating stations.
1. Continue Cross Connection Control Program.
2. Secure Water Board approval for Reclaimed
Water Resource Development Plan.
1. Develop Phase II.
SIGNIFICANT CHANGES:
Revised personnel allocations between Water Operations, Reclaimed Water, and Sanitation services to more
accurately reflect the time spent by personnel in these areas.
165
PROGRAM: SANITATION SERVICES
FUND: SANITATION ENTERPRISE
DEPARTMENT: WATER DISTRICT ACCT NO. 5116110
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1994-95
ACTUAL
$ 490,698
3,754,148
18,081
$ 4,262,927
12.00
0.00
1995-96
ACTUAL
$ 539,140
3,594,217
3,174
$ 4,136,531
12.00
0.00
1996-97
BUDGET
$ 666,485
3,942,665
75,108
$ 4,684,258
14,15
0.00
1997-98
BUDGET
$ 655,593
3,578,768
71,400
$ 4,305,761
13.50
0.00
WORK PROGRAM:
To operate and maintain approximately 115 miles of City-owned sanitary sewer collection mains, 14,000 sewer
service connections equaling 40 miles of sewer laterals, 13 City-owned lift stations, and the payment for operation of
Encina Wastewater Treatment plant.
PROGRAM ACTIVITIES:
Infrastructure Maintenance: Provide a high level of
maintenance for infrastructure.
Circulation and Utility Systems: Maintain safe and
efficient circulation and utility systems.
PERFORMANCE OBJECTIVES:
1. Continue preventative maintenance program of
wastewater system.
1. Install telemetry equipment in two wastewater
pump stations.
2. Secure Water Board approval for Wastewater
Resource Development Plan.
3. Design and construct safety improvements and
repairs to two sewage lift stations to bring up to
safety code.
4. Continue sewer television manhole inspection
program.
SIGNIFICANT CHANGES:
Revised personnel allocations between Water Operations, Reclaimed Water, and Sanitation services to more
accurately reflect the time spent by personnel in these areas.
166
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1997-98 CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital improvement Program (CIP) is a planning document which
incorporates the current budget for capital projects with future planned revenues and
expenditures. The 1997-98 Capital Improvement Program totals $67.2 million, an increase of
$39.4 million from the 1996-97 adopted budget of $27.8 million. Much of this increase is due to
the expected construction of the Carlsbad Municipal Golf Course and South Carlsbad Library
projects. Projected revenues for the 1997-98 program total $45.1 million, a decrease of $1.1
million from the 1996-97 estimates. Decreased state grants and Community Facilities District
revenues are the main reason for this decrease.
Carlsbad's revenues have shown signs of economic recovery since 1994-95, with the most
noticeable increase in revenues related to the building
industry. Capital improvement revenues are anticipated
to be 112% higher in 1996-97 than 1994-95. Since the
rate of development growth in any year is difficult to
predict, the 1997-98 projections were prepared with
cautious optimism. It is expected that development will
continue at a strong pace through 97-98; although at a
level below that of 96-97.
Of course, as development increases within the City,
there comes a corresponding increase in the demand for
development-related services and new facilities. In
addition, the City's growth management plan requires that a standard level of facilities be
available to meet the new demands or development cannot proceed. The CIP reflects the
increase in demand with a more aggressive plan. Total capital projects for 97-98 have almost
doubled from the 96-97 adopted budget. However, despite the increase in revenues, many
projects will still need to be built in phases and future projects evaluated to ensure adequate
funding will be available.
As Carlsbad continues to grow and prosper, the CIP is one of the tools available to Council to
address the issue of funding availability weighed against the demand for facilities. It also
ensures that the necessary infrastructure and facilities will be built on a schedule that meets or
exceeds the needs of Carlsbad's citizens and businesses as demonstrated through the growth
management standards. This report and the accompanying CIP documents and schedules
reflect the actions taken to fulfill these needs.
A discussion of the City's Growth Management Plan can be found at the end of this report.
167
FUTURE CAPITAL IMPROVEMENTS
Revenues
Revenues for Capital Projects from now until buildout total $436.9 million and
may be segregated into three major categories: 1) fees generated by
development in Carlsbad, 2) special district fees and taxes (Community
Facilities Districts and Bridge & Thoroughfare Districts), and 3) other sources
including grants, bond issues, depreciation replacement reserves, and letters
of credit. Approximately 46% of all capital revenues are received as a result of development,
and are dependent upon assumptions made about the City's annual growth in dwelling units
and commercial/industrial square feet. Development revenues include Public Facilities Fees
(PFF), Traffic Impact Fees (TIF), Park-ln-Lieu fees (PIL), Planned Local Drainage (PLD) fees,
Water Major Facility Fees (MFF), and Sewer Connection charges. Community Facilities District
and Bridge & Thoroughfare District revenues comprise 24% of the total. The remaining 30% of
revenues are related to federal & state grants, license tax on new construction, the County
sales tax program (Transnet), San Diego Gas & Electric funding, sewer and water replacement
revenues generated by user fees, and various other sources.
Funding Sources
Total Revenue = $436.9 million
Special
Districts
24%
Other
30%
Development
46%
Growth Assumptions
Several assumptions about the rate and type of growth were made in order to
project the revenues which result from development. Growth assumptions were
made and continue to change in correlation with the economic climate.
Residential and non-residential development information was compiled by the
Planning and Engineering Departments, and the Finance Department overlaid
the economic forecast.
Residential development for 1996-97 was conservatively projected at 320
building permits, however, recent estimates anticipate over 600 units by the end
168
of the fiscal year. This rate of growth is expected to decrease in 1997-98 with 374 units
projected. Fiscal years 96 and 97 saw a significant increase in residential development as
there were a number of projects ready to build which were waiting for the housing market to
recover. A dip in the number of units is expected in 1997-98 as new projects move through the
planning and early development stages. Then, in 1998-99 and thereafter annual growth in
residential units is expected to level out at a rate of 700 to 1,100 units per year.
Non-residential development projections are expected to remain high over the next two years
as the Carlsbad Ranch project builds out with the projected square footage dropping off after
the completion of that area. Carlsbad Ranch encompasses over 2.9 million square feet of
commercial and industrial properties. The Gemological Institute of America and the National
Association of Music Merchants have both completed the move of their headquarters to the
area in 1996-97. A 300,000 square foot specialty outlet center is currently under construction
and expected to open in late 1997. This will be followed with the opening of the Lego family
theme park, a park primarily for children ages 2-13 based on the Lego building bricks, in 1999-
2000. Also in the Carlsbad Ranch project area are sites for a community hotel, a resort hotel
and a research and development business park.
The following table shows the number of residential units used in calculating estimated
revenues for 1997-98 and subsequent years to buildout. The total number of residential units
projected at buildout is 54,600, with approximately 22,700 remaining to be built from this point
forward. Non-residential construction estimates are shown in projected square feet.
1997-98 CIP Growth Assumptions
Residential Non-Residential
Year
97-98
98-99
99-2000
2000-01
2001-02
Years 6-10
Years 11-2030
Total Future
Units Square Feet
374
743
906
805
792
4,887
14,230
22,737
997,000
836,000
590,000
569,000
510,000
4,398,000
9,454,000
17,354,000
Development rates fell dramatically in 1991-92 due to the recession which brought construction
almost to a halt. In 1994-95 residential development began to increase, reflecting the
recovering economy and the strengthening of the housing industry in Carlsbad. The increase in
1995 was due in large part to the construction of Villa Loma, a 344-unit affordable housing
project. Current projections show development continuing at a rate of 700 to 1,100 units per
year for the next 10 years.
169
Residential Units Trend
I 400 H Units
Year
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified above. The following information delineates how those assumptions were applied to
predict future development revenues.
Calculation of Future Fees
The mix of multi-family and single-family residential units was assumed to be 30% and 70%
respectively and reflects the anticipated mix of residential development
shown in current plans for each Local Facilities Management Zone. The
building permit valuation used for computing Public Facilities fees was
$89,500 per multi-family dwelling unit, and $153,000 per single-family
dwelling unit. The mix of commercial and industrial development is
based on actual projections in each category this year, with office space
included in the commercial category. A blended building permit valuation
of $38 per square foot of construction was 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 use. A multi-family residential dwelling unit was
assigned seven and a half trips per day and a single-family unit was assigned ten trips per day.
Each residential trip was valued at the current TIF fee of $84. The trips-per-day value for
commercial and industrial buildings was averaged at 25 trips per 1,000 square feet of
development, although the actual volume of trips generated by commercial/industrial building
can vary widely depending on the ultimate land use. The value assigned to each
commercial/industrial trip was $34, the current TIF fee.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, as some projects previously funded from these sources are now funded through this
CFD. CFD No. 2 is 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 district. An assessment district is to fund roads through the Carlsbad
Ranch area of Zone 13 and is still in the formation stage.
There are two Bridge & Thoroughfare Fee Districts (BTD No. 2 and BTD No. 3). BTD No. 3
(Cannon Road West) is to fund portions of Cannon Road from Interstate 5 to El Camino Real.
BTD No. 2 (Poinsettia Lane - Aviara Parkway) is to finance the construction of Poinsettia Lane
170
between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport
Road and Poinsettia Lane. Several reimbursement or prepayment agreements are in place so
that developers can construct portions of the roadways in advance of formal adoption of the fee
program, and thus, proceed with their development projects.
Expenditures
CIP PROJECTS BY CATEGORY 1997/98 TO BUILDOUT
Water $36.8
Sewer
Streets & Signals
$131.7
$71.8
The CIP for 1997-98 to
buildout outlines
approximately 193
future projects at a
total cost of $461.9
million. The largest
expenditure category
is for street, traffic
signal and interchange
projects at $131.7
million or 28.5% of the
total. Included are the
construction of
arterials and roadways
as well as the widening
of some existing
streets such as La
Costa Avenue and
Rancho Santa Fe
Road. The easterly
extension of Cannon
Road began in 1995-96 and will continue for the next few years. Construction on the La Costa
Avenue widening project will begin in 1997-98, as soon as the La Costa Avenue interchange
project is completed. Work on Rancho Santa Fe Road between Questhaven and Melrose is
expected to begin in 1998-99.
The second largest expenditure category is for park projects totaling $86.2 million, or 18.7% of
the total planned capital expenditures. Park projects include development of acreage within all
quadrants of Carlsbad including Poinsettia Park, Veterans Memorial Park, Larwin Park, Leo
Carnllo Park, Business Park recreational facility, a skateboard park, community centers in the
northwest and southwest quadrants and the Carlsbad Municipal Golf Course.
$86.2
Dollars in Millions
Parks
Civic & Fac
Mamt.
$71.9
171
Civic and facilities maintenance projects represent the third largest level
of expenditures at $71.9 million (15.6%), and include construction of the
South Carlsbad Library and a new City Hall, the expansion and
remodeling of the existing Cole Library, various Americans with
Disabilities Act projects, the Public Safety and Service Center expansion
and the re-roofing, painting, repair and refurbishment of various City
facilities. Any facility maintenance project equal to or exceeding $25,000
is shown as a separate line item, while all others are grouped together as
one project.
The fourth largest level of expenditures at $71.8 million, or 15.5% of the
total planned capital expenditures, is sewer projects. Sewer projects
include the construction of the South Agua Hedionda interceptor, the
Vista/Carlsbad trunk line interceptor, cleaning and refurbishment of
existing sewer lines and access holes, the repayment of bonds for the
expansion of the Encina Wasterwater Facility, and the Encina parallel ocean outfall and
cogeneration projects.
Water projects total $36.8 million (8%) and include the second phase of the "D" Reservoir
improvements, reclaimed and potable pipelines, and repayment of loans for water projects.
Specific timing and cost estimates for all capital projects are identified in the Current and Future
(1997-98 to Buildout) Projects schedule following the narrative.
Project construction is reliant upon the availability of capital and operating funds in addition to
established growth management standards requirements for facilities. Wherever project
scheduling changes were proposed, compliance with the Growth Management Plan and
funding availability were evaluated. In the past, selected park and street projects were
scheduled in phases to defer costs and balance CIP expenditures with projected revenues.
With the increased development in Carlsbad during the past year and increased estimates for
the future, construction of projects has been accelerated. Following is a discussion of some of
the major projects planned for the next five years.
• South Carlsbad Library - Funding for the new South Carlsbad Library is currently
available utilizing Community Facilities District No. 1 (CFD #1) revenues. The
construction of the library has been on hold since the recession and is now scheduled to
begin in 1997-98; the opening is expected in Spring/Summer of 1999. The Cole Library
is scheduled to close and undergo extensive remodeling upon the completion and
opening of the new library. This is currently scheduled for 1999-2000. A short-term loan
from the Public Facilities Fees fund has been scheduled in the CIP in 1997-98. If the
loan is necessary, it is anticipated that it will be repaid within 4 years.
• Carlsbad Municipal Golf Course - The City completed the fin??' land
acquisition for its 250 acre golf course to be constructed in the industrial
corridor directly south of the future Veterans Memorial Park. Initial
construction is slated for 1997-98. The City Council has selected
Casper-Nash and Associates as the architect and Raven Golf
Management as the developer. Consulting agreements have just been entered into with
these two firms, as well as Tetra Tech to initiate the golf course design, golf course
development and environmental field studies.
172
Streets - The timing of a number of street and water projects has been accelerated to
facilitate the development of the Carlsbad Ranch project and increased residential
development. Some of these projects will help alleviate traffic impacts on Palomar
Airport Road and Cannon Road by providing alternative east/west connections. One
such project is the construction of the Faraday Road extension from Cannon Road to
Koll Property. This is anticipated to undergo construction in 1999-2000. The widening
and realignment of Rancho Santa Fe Road between Questhaven and Melrose was been
moved up, and is now planned for 1998-99. The construction of Cannon Road West
from I-5 to El Camino Real will continue on course to begin in 1998-99. Two large road
widening projects will begin in 1997-98: La Costa Avenue between I-5 and El Camino
Real, and Palomar Airport Road between Yarrow and El Camino Real.
Public Safety and Service Center - Phase II of the Public Safety and
Service Center has been moved up from 2001 to 1998-99 in order to
meet growth need requirements. This phase includes construction of
a purchasing warehouse, general offices and yard facilities for the
Community Services Departments and Utilities and Maintenance
Departments.
Larwin Community Park - This 22.3 acre site will begin construction in 1999-2000.
Park development will consist of limited grading and construction of two tennis courts, a
tot-lot, rest rooms, a picnic area, a level turf area, a
parking lot and a trail system.
Leo Carrillo Park - The master plan of Leo Carrillo
Park is underway and is expected to be completed in
1997-98, with initial park development slated for
1997-98. In order to protect the park land and the
historic buildings located there, funds have been
budgeted to construct a fence, and do some initial
grading and building maintenance. The remaining
development of phase one of two phases is
scheduled to begin construction in 2001-02 on this
10.5 acre site. Park development will consist of
rehabilitation to existing structures, landscaping,
parking lots, rest rooms, walkways, large group picnic facilities and tot-lots. The general
theme for this park will be passive in nature with the option for interpretive programming.
Business Park Recreational Facility - The City will undertake land acquisition for this
25.8 acre park facility in 1997-98, just south of the Carlsbad Service and Safety Center
and east of El Camino Real. Initial construction is slated for 2000-01, with design work
in 1999-2000. Proposed park amenities include baseball and soccer fields, basketball
and handball courts, volleyball, picnic area, jogging trails and parking.
Skateboard Park - A skateboard park will undergo construction in 1997-98 on the
southern portion of a site between Fire Station #5 and the parking area for the
conference center at the Carlsbad Public Safety and Service Center. Proposed
amenities at this 40,000 square foot park include fencing, lighting, bleachers and a
25,000 square foot skateboard surface.
173
Poinsettia Park - Phase I was completed in 1997 and consists of three lighted tennis
courts, a children's play area, a picnic area, a trail system, parking, restroom/snack bar
and, partial completion of a multi-purpose baseball/softball field and lighted soccer field.
Phase IA will begin construction in 1997-98 with the completion of the baseball/softball
field and the building of a restroom facility. Phase I! of three phases is scheduled to
begin construction in 2002-07 on this 42 acre park. This phase will include an enclosed
soccer field, tot-lots, picnic areas, rest rooms, a tennis complex and parking.
• South Agua Hedionda Interceptor - In 1998-99, construction of an interceptor sewer
including a sewage lift station and forcemain is planned. This project will provide sewer
service to those areas generally tributary to the south side of the Agua Hedionda
Lagoon.
1997-98 CAPITAL IMPROVEMENT PROJECTS
There are approximately 71 capital projects totaling $67.2 million for 1997-98. These projects
are categorized as shown below. Appropriations of approximately $33 million for ongoing
capital projects which remain unspent at the end of FY 1996-97 will be added to the new 1997-
98 CIP appropriations for a total 1997-98 CIP appropriation of $100.1 million.
Proposed 1997/98 Capital Improvement Projects
Water $3.6
Drainage
$3.9
Traffic Signals
$0.5
Streets $13.8
Dollars in Millions
Civic Projects
Civic projects total 30.3% or $20.4 million of the 1997-98 capital appropriation. The largest
appropriation is $16.8 million for the South Carlsbad Library construction funded with
Community Facilities District No. 1 funds. Other projects in this category include the design of
the Public Safety and Service Center, the Coastal Rail Trail feasibility study, the South Carlsbad
Library collection purchase, the Financial Information System implementation, and ADA
modifications at various locations throughout the City.
174
Park Projects
Park construction projects are 21.8% of the total 1997-98 expenditures at $14.6 million. The
largest appropriation is $9.1 million for the Carlsbad Municipal Golf Course to be funded by a
bond issue in 1997-98. Land will be purchased for the construction of the Business Park
recreational facility, for approximately $4 million. Phase IA of Poinsettia Park will undergo
construction in 1997-98 at a cost of $500,000 funded by Public Facility Fees. Some initial
construction of Leo Carrillo Park will be initiated in 1997-98 at a cost of $700,000. Additionally,
a skateboard park will be built adjacent to the Public Safety and Service Center.
Street Projects
Street construction projects are 20.5% of the total 1997-98 expenditures at $13.8 million. The
largest appropriation is $5 million for La Costa Avenue widening from Pireaus (I-5) to El Camino
Real funded with Community Facilities District No. 1 funds. The Palomar Airport Road widening
project is scheduled for an additional $2.5 million appropriation from a county grant and
$500,000 from Public Facilities Fees. Additional appropriations for the construction of Cannon
Road West total $1.3 million.
Drainage Projects
Drainage projects are 5.9% of the total 1997-98 expenditures at $3.9 million. This is almost
exclusively for the continued construction of the South Carlsbad Village Storm Drain funded by
Transnet-Local funds.
Water Projects
The water category, including reclaimed water, is 5.4% of the total 1997-98 CIP with
appropriations of $3.6 million. The Cannon Road Transmission Main will undergo construction
in the amount of $1.2 million. The Poinsettia Lane Water Line between El Camino Real and "D"
Reservoir will require $550,000 of funding during 1997-98. Another $1.7 million is scheduled for
debt service payments on previous potable and reclaimed water projects.
Sewer Projects
Sewer funding of $1.6 million reflects Carlsbad's share of costs for the Encina Wastewater
Facility capital improvements, and includes payment of debt for its recent expansion. The
construction of the Vista/Carlsbad Trunk Line will continue with another $1 million, and the
initial design of the South Agua Hedionda Interceptor is scheduled for a $500,000 appropriation
in 1997-98.
Traffic Signals and I-5 Interchanges
Other categories in the CIP include traffic signal projects and I-5 Interchanges. The traffic
signals to receive funding in 1997-98 are located at the following intersections: Alga Road and
Melrose Drive, Aviara Parkway and Poinsettia Lane, Cannon Road and I-5, Cannon Road and
Paseo Del Norte, College Boulevard and Aston Avenue and Palomar Airport Road and Hidden
Valley Road. There are no additional appropriations scheduled for I-5 interchange projects.
Unfunded Projects
The City has identified $15.1 million in projects for which there is currently no source of funding.
These projects are listed at the end of the Current and Future (1997-98 to Buildout) Projects
schedule. Several street projects were added this year, and they will continue to be evaluated
as their importance increases.
175
SUMMARY
The 1997-98 to Buildout CIP presents a more aggressive plan for new facilities than has been
seen in Carlsbad for a number of years. It is being driven by the increased pace of
development and the need to insure that facilities are available to service the developing areas
as well as the current residents. Significant progress continues on the traffic circulation projects
in response to and in anticipation of current and future development within the City. Both the
Palomar Airport Road and the Poinsettia Lane at I-5 interchanges are complete. The La Costa
Avenue interchange and Olivenhain Road Widening projects are currently under construction.
Other major circulation projects scheduled for construction include Cannon Road West,
Poinsettia Lane-Aviara Parkway, and the widening of La Costa Avenue and Palomar Airport
Road. The Carlsbad Boulevard Shore Protection Wall is currently under construction, Phase
One of Poinsettia Park is complete, and the long awaited construction of the South Carlsbad
Library is scheduled to begin this next fiscal year.
Restoration to the wetlands at Batiquitos Lagoon began in 1994-95 and is now essentially
complete. This wetland restoration project included dredging the lagoon to restore fish and
wildlife habitat, constructing a channel and offshore jetties to restore full tidal flushing, and
providing nesting areas for .various species of birds.
In the early to mid 90's, Carlsbad had to make some significant project scheduling changes as
the effects of the slow economy were felt on the revenue stream. Lack of funds caused the City
to rethink how it could accomplish building its capital projects. Now with the recovery in full
swing, scheduling adjustments reflect the increase in development activity and corresponding
increase in revenues. The current fee structure is working in conjunction with the growth
management plan as evidenced by the availability of revenue to fund the increased pace of
capital projects. Carlsbad's philosophy has been to build quality capital facilities which meet,
and at times exceed, growth management standards. Practices such as phasing projects over
a period of years to match funding availability as well as maximizing the use of available
balances have been implemented when necessary in order to meet the needs of Carlsbad's
citizens. The 1997-98 to Buildout Capital Improvement Program reflects the commitment of
Carlsbad's Council and staff to providing its residents with a better quality of life.
176
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 - Library
- Wastewater Treatment - Parks
- Circulation - Drainage
- Fire - Open Space
- Schools - Sewer Collection
- Water Distribution
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 1997-98 CIP, compliance with the Growth Management
Plan is assured.
177
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.
> 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.
> 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.
> Fee 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.
> 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.
178
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1996-97
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIABTD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
JULY1, 1996
UNRESERVED
BALANCE
2,701,053
323,178
580,228
11,305,451
2,315,316
2,101,941
772,555
253,478
859,918
0
2,021,382
473,657
125,263
1,941
941,899
127,849
114,456
1,329,229
1,753,462
15,688,263
5,205,469
471,046
1,265,756
0
0
3,616,701
331,033
13,387,245
6,756,582
522,821
4,535,538
8,628,409
2,426,079
3,727,940
667,175
95,332,313
ESTIMATED
REVENUES
2,680,836
9,962
2,266,913
2,805,950
470,272
147,330
21,368
137,431
280,572
0
837,054
2,568,981
1,115,692
513,748
(99,394)
264,717
2,582,168
267,752
0
7,759,050
7,721,625
12,813
2,391,886
1,038,609
0
541,287
162,098
1,707,285
1,538,013
325,727
1,884,452
917,558
93,017
1,400,000
1,830,359
46,195,131
ESTIMATED
CAPITAL
EXPENDITURES
2,620,399
86,576
55,436
1,409,040
0
0
0
135,229
0
0
(378,769)
799,441
493,349
498,066
0
257,950
2,526,898
74
416,396
1,603,035
219,374
32,970
7,500
386,089
0
74
0
172,763
143,000
83,741
2,744,602
3,219,721
0
0
2,183,255
19,716,209
ESTIMATED
DEBT SERVICE
& OTHER
942,838
0
486,500
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
188,063
0
15,872
7,500
0
0
0
0
1,106,842
0
160,000
1,280,851
843,972
95,161
560,869
0
5,688,468
JUNE 30, 1997
PROJECTED
BALANCE
1,818,652
246,564
2,305,205
12,702,361
2,785,588
2,249,271
793,923
255,680
1,140,490
0
3,237,205
2,243,197
747,606
17,623
842,505
134,616
169,726
1,596,907
1,337,066
21,656,215
12,707,720
435,017
3,642,642
652,520
0
4,157,914
493,131
13,814,925
8,151,595
604,807
2,394,537
5,482,274
2,423,935
4,567,071
314,279
116,122,767
179
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1997-98
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2NE
PIL AREA 3 SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
""""-NON ROAD WEST BTD#3
^vISETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
JULY1, 1997
PROJECTED
BALANCE
1,818,652
246,564
2,305,205
12,702,361
2,785,588
2,249,271
793,923
255,680
1,140,490
0
3,237,205
2,243,197
747,606
17,623
842,505
134,616
169,726
1,596,907
1,337,066
21,656,215
12,707,720
435,017
3,642,642
652,520
0
4,157,914
493,131
13,814,925
8,151,595
604,807
2,394,537
5,482,274
2,423,935
4,567,071
314,279
116,122,767
ESTIMATED
REVENUES
1,830,352
0
9,110,000
1,601,282
1,236,708
45,806
0
99,225
177,188
0
734,606
6,453,680
680,000
120,000
0
0
209,690
941,065
0
8,565,611
1,448,969
874,270
358,400
600,000
0
258,918
150,000
2,679,947
1,200,000
175,000
2,631,973
2,025,000
0
910,600
0
45,118,289
1996-97
CONTINUING
APPROPR.
1,601,797
115,806
2,283,191
1,767,685
0
0
0
169,446
0
0
2,871,517
2,108,142
684,252
0
0
121,942
80,915
49,386
851,824
6,172,880
2,571,080
13,626
0
332,520
0
1,119,885
0
2,990,864
1,396,203
250,000
1,486,681
2,612,279
1,239,377
7,000
96,357
32,994,655
NEW
APPROPR.
1,435,700
5,000
9,110,000
8,237,000
4,000,000
0
0
0
0
0
732,000
6,453,680
680,000
120,000
0
0
209,690
2,480,000
0
23,242,973
0
421,000
790,000
920,000
0
0
502,000
2,228,820
655,000
300,000
3,013,985
1,221,997
0
430,000
0
67,188,845
1997-98
TOTAL CIP
APPROPR.
3,037,497
120,806
11,393,191
10,004,685
4,000,000
0
0
169,446
0
0
3,603,517
8,561,822
1,364,252
120,000
0
121,942
290,605
2,529,386
851,824
29,415,853
2,571,080
434,626
790,000
1,252,520
0
1,119,885
502,000
5,219,684
2,051,203
550,000
4,500,666
3,834,276
1,239,377
437,000
96,357
100,183,500
JUNE 30, 1998
PROJECTED
BALANCE
611,507
125,758
22,014
4,298,958
22,296
2,295,077
793,923
185,459
1,317,678
0
368,294
135,055
63,354
17,623
842,505
12,674
88,811
8,586
485,242
805,973
11,585,609
874,661
3,211,042
0
0
3,296,948
141,131
11,275,188
7,300,392
229,807
525,844
3,672,998
1,184,558
5,040,671
217,922
61,057,556
180
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1997-98
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5, 13 & 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
BTD#3 CANNON ROAD WEST
BTD#2 POINS. LN-AVIARA PKWY
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL CAPITAL FUNDS
1993-94
ACTUAL
REVENUES
970,364
16,922
105,934
1,524,573
94,639
94,594
28,462
10,781
39,132
0
326,558
147,848
15,427
373,964
255,862
512,989
916,396
212,305
76,417
3,016,253
2,427,995
0
0
0
0
372,044
0
976,197
4,067,123
942,840
876,179
2,304,313
119,137
0
1,245,651
22,070,899
1994-95
ACTUAL
REVENUES
1,010,273
17,457
109,308
2,266,914
1,940,278
102,202
31,349
36,066
48,832
0
481,029
22,535
9,667
1,351
43,438
5,604
642,181
232,371
160,693
6,433,487
573,940
101,163
0
1,180,179
0
655,752
0
1,331,031
811,481
40,606
1,341,224
1,231,779
501,656
0
436,484
21,800,330
1995-96 (1)
ACTUAL
REVENUE
2,888,993
20,454
42,191
3,172,700
375,038
271,399
234,755
12,911
68,857
0
772,544
24,122
8,503
97
660,599
82,683
213,661
253,417
1 ,037,967
7,279,245
3,017,345
408,294
1,265,756
165,994
0
488,794
0
2,669,428
1,233,895
230,676
2,442,896
1,107,737
133,308
1,415,803
542,320
32,542,382
1996-97 (1)
ESTIMATED
REVENUE
2,680,836
9,962
2,266,913
2,805,950
470,272
147,330
21,368
137,431
280,572
0
837,054
2,568,981
1,115,692
513,748
(99,394)
264,717
2,582,168
267,752
0
7,759,050
7,721,625
12,813
2,391,886
1,038,609
0
541,287
162,098
1,707,285
1,538,013
325,727
1,884,452
917,558
93,017
1,400,000
1,830,359
46,195,131
1997-98 (1)
ESTIMATED
REVENUE
1,830,352
0
9,110,000
1,601,282
1,236,708
45,806
0
99,225
177,188
0
734,606
6,453,680
680,000
120,000
0
0
209,690
941,065
0
8,565,611
1,448,969
874,270
358,400
600,000
0
258,918
150,000
2,679,947
1,200,000
175,000
2,631,973
2,025,000
0
910,600
0
45,118,289
(1) INCLUDES INTERFUND LOANS OR TRANSFERS.
181
CITY OF CARLSBAD
CAPITAL FUNDS
DETAIL REVENUE ESTIMATES FOR FY 1997 - 98
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
«£fD*2
.NNON ROAD WEST BTD#3
ifOlNSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
FUND OR
DEVELOPER LOAN OR DEPRECIATION
FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER
200,000 150,352 950,000 530,000
9,110,000
1,601,282
336,708 900,000
45,806
99,225
177,188
734,606
6,453,680
680,000
120,000
209,690
941,065
182,917 4,982,694 3,400,000
1,230,000 218,969
874,270
358,400
600,000
258,918
150,000
1,079,947 1,600,000
1,200,000
175,000
1,731,972 900,000
725,000 1,300,000
910,600
8,861,239 14,071,974 2,120,076 2,550,000 14,310,000 3,205,000
TOTAL
REVENUES
1,830,352
0
9,110,000
1,601,282
1,236,708
45,806
0
99,225
177,188
0
734,606
6,453,680
680,000
120,000
0
0
209,690
941,065
0
8,565,611
1,448,969
874,270
358,400
600,000
0
258,918
150,000
2,679,947
1,200,000
175,000
' 2,631,972
2,025,000
0
910,600
0
45,118,289
182
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1994-1995 TO 1997-1998
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13 & 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
BTD#3 CANNON ROAD WEST
BTD#2 POINS. LN-AVIARA PKWY
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL CAPITAL FUNDS
1994-95
ACTUAL
2,075,369
0
402,518
509,117
0
0
0
0
0
0
1,184,874
94,066
108,296
3,336
0
107,849
77,135
0
170,662
4,207,512
176,252
0
0
1,179,861
0
457,678
0
2,527,891
360,178
1,142,457
2,761,251
845,176
1,342,328
0
908,619
20,642,425
1995-96
ACTUAL
1,711,165
33,838
677,135
3,217,822
0
0
0
0
0
0
103,225
23
60,060
0
0
107,128
911,459
540
952,074
2,298,482
855,711
37,532
0
166,312
0
29,466
0
1,069,181
369,356
386,632
2,377,234
969,498
14,130
1,054,472
797,240
18,199,715
1996-97 (1)
ESTIMATED
3,563,237
86,576
541,936
1,409,040
0
0
0
135,229
0
0
(378,769)
799,441
493,349
498,066
0
257,950
2,526,898
74
416,396
1,791,098
219,374
48,842
15,000
386,089
0
74
0
1,279,605
143,000
243,741
4,025,453
4,063,693
95,161
560,869
2,183,255
25,404,677
1996-97
CONTINUING
APPROPR.
1,601,797
115,806
2,283,191
1,767,685
0
0
0
169,446
0
0
2,871,517
2,108,142
684,252
0
0
121,942
80,915
49,386
851,824
6,172,880
2,571,080
13,626
0
332,520
0
1,119,885
0
2,990,864
1,396,203
250,000
1,486,681
2,612,279
1,239,377
7,000
96,357
32,994,655
1997-98
NEW
APPROPR.
1,435,700
5,000
9,110,000
8,237,000
4,000,000
0
0
0
0
0
732,000
6,453,680
680,000
120,000
0
0
209,690
2,480,000
0
23,242,973
0
421,000
790,000
920,000
0
0
502,000
2,228,820
655,000
300,000
3,013,985
1,221,997
0
430,000
0
67,188,845
1997-98
TOTAL CIP
APPROPR.
3,037,497
120,806
11,393,191
10,004,685
4,000,000
0
0
169,446
0
0
3,603,517
8,561,822
1,364,252
120,000
0
121,942
290,605
2,529,386
851,824
29,415,853
2,571,080
434,626
790,000
1,252,520
0
1,119,885
502,000
5,219,684
2,051,203
550,000
4,500,666
3,834,276
1,239,377
437,000
96,357
100,183,500
c
(1) 1996-97 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
183
II II 11 II II 11 11 II 11 • i II til! II II II f! II
CITY OF CARLSBAD CAPITAL IMPROVENENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
CIVIC PROJECTS
AMERICANS WITH DISABILITES ACT (ADA) PROJECTS
35201 ADA - CADENCIA PARK GCC 20,000 20,000
34771 ADA - LA COSTA CANYON PARK GCC 27,179 15,179 12.000
34411 ADA - MISCELLANEOUS FACILITY MODIFICATIONS GCC 600,000 59,183 140,817
ADA - NORTHWEST QUADRANT PARKS GCC 50,000
35231 ADA - PEDESTRIAN RAMPS TIP 1,000,000 25,000
35131 ADA - PEDESTRIAN SIGNAL PUSH BUTTONS GCC 30.000 30,000
ADMINISTRATIVE FACILITIES
CITY BOUNDARY SURVEY AND MONUMENTATION GCC 100.000
CITY HALL CFD#1 23,331,000
FINANCIAL INFORMATION SYSTEM GCC 260,000
32901 LAS PALMAS PURCHASE PFF 2,345,896 2,228,424 472
35141 PC UPGRADES AND REPLACEMENT GCC 1,905,000 30,000
PUBLIC SERVICE CENTER CFD#1 3,700.000
PUBLIC SERVICE CENTER SEW CONN 500,000
TELECOMMUNICATIONS EQUIPMENT GCC 2,250,000
"^ FIRE FACILITIES
? FIRE STATION # 3 - (RELOCATION) PFF 750.000
FIRE STATION #6 - (PERMANENT) L/C 375,000
FIRE STATION #6 - (PERMANENT) PFF 378,750
LIBRARY FACILITIES
COLE LIBRARY EXPANSION CFD#1 4,000.000
COLE LIBRARY EXPANSION PFF 8,660,000
33841 COLE LIBRARY REMODEL PFF 1,873,862 108,116 174,996
33921 SOUTH CARLSBAD LIBRARY SHELVING PFF 650.000 650,000
33701 SOUTH CARLSBAD LIBRARY COLLECTION PFF 400,000 3,583 46,417
32441 SOUTH CARLSBAD LIBRARY CONSTRUCTION CFD*1 20,991,916 4,080,030 68,913
MISCELLANEOUS PROJECTS
34292 BATIOUITOS LAGOON ENHANCEMENT GCC 3.371,533 3,247,390 124,143
COASTAL RAIL TRAIL TRANSNET/BIKE 120,000
COASTAL RAIL TRAIL (APCD GRANT) STGRNT 184,000
34553 COASTAL RAIL TRAIL (CMAQ) FED GRNT 768.000 435,480 332,520
34553 COASTAL RAIL TRAIL (ISTEA GRANT) FED GRNT 600,000
34552 COASTAL RAIL TRAIL (TSM GRANT) STGRNT 192,000 119,325 72,675
CFD »1 ADMINISTRATION CFD#1 2,530,000
34691 OPPORTUNISTIC SAND PROGRAM GCC 35.542 24.731 811
34692 OPPORTUNISTIC SAND PROGRAM STGRNT 10,000 4,960 5,040
35561 PURCHASE FUTURE MITIGATION CREDITS GCC 210.000 210,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 I BUILDOUT
1997-98 1998-99 1999-2000 2000-2001 2001-2002 2002-2007| 2007-2020 )
j
I
100,000 150,000 150,000
50,000
250,000 250,000 250.000 225,000
15,000 45.000 40,000
23,331,000
260,000
117,000
125,000 125.000 125.000 125,000 125,000 625,000 625,000
840.000 2.860,000
500,000
150,000 150.000 150,000 150,000 150.000 750,000 750,000
20.000 730,000
375,000
378,750
4,000,000
8,660.000
1,590,750
350,000
16,842.973
120,000
184,000
600.000
110.000 110.000 110.000 110,000 110.000 550,000 1.430.000
10,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
PUBLIC ART PROJECTS
33361 PUBLIC ART - BATIQUITOS LAGOON PUB ART 75,000 75,000
33521 PUBLIC ART - 1-5 INTERCHANGES PUB ART 30,000 27,533 2,467
33522 PUBLIC ART - 1-5 INTERCHANGES GCC 125,000 124,523 477
34841 PUBLIC ART - MASTER PLAN PUB ART 2,500 2,500
33541 PUBLIC ART - MAXTON BROWN PARK PUB ART 25,000 5,123 19,877
33531 PUBLIC ART - SEAWALL PUB ART 30,000 30,000 0
33351 PUBLIC ART - SOUTH CARLSBAD LIBRARY PUB ART 170,000 155,657 14,343
34851 PUBLIC ART- TEMPORARY ART EXHIBITION PUB ART 15,000 8,381 1,619
REDEVELOPMENT PROJECTS
' 34361 AFFORDABLE HOUSING LAND ACQUISITION REDVL BONDS 400,000 400,000
FACADE IMPROVEMENT AND SIGNAGE PROGRAM REDVL BONDS 75,000 75,000
34351 ROOSEVELT BLOCK PROJECT REDVL BONDS 444,351 104,974 339.377
34341 TRANSIT STATION - SPECIALTY COMMERCIAL CENTER REDVL BONDS 425.000 425.000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
1997-98 1998-99 1999-2000 | 2000-2001 2001-2002 2002-2007 2007-2020
5,000
SUBTOTAL CIVIC PROJECTS 84,036,529 10,782,592 3,299,464 20,128,973 4,190,000 2,415,750 610,000 405,000 26,739.750 15,465.000
— k FACILITIES MAINTENANCE
00 35101 ASBESTOS SURVEY GCC 40,000 40,000
01 CHASE PARK RESTROOM/SNACKBAR REROOF GCC 33,000
CITY COUNCIL CHAMBERS REFURBISHMENT GCC 60,000
35181 CITY HALL REFURBISHMENT GCC 88,003 84,650 3,353
COMMUNITY DEVELOPMENT REMODEL GCC 50.000
35441 COMMUNITY DEVELOPMENT REROOF GCC 95,797 95,077 720
35091 FIRE STATION # 3 RENOVATION GCC 45,000 45,000
FLEET MAINTENANCE - CAR WASH AND FUEL ISLAND ROOF GCC 50,000
35161 MISCELLANEOUS CITY FACILITY MAINTENANCE PROJECTS GCC 1.689.039 3,107 30,232
MISCELLANEOUS WATER FACILITY MAINTENANCE PROJECTS REPLCMT 18,000
SAFETY CENTER CONFERENCE ROOM UPGRADES (CONSULTANT) GCC 10.000
35151 SENIOR CENTER FLOOR REPLACEMENT GCC 30,000 30.000
35211 SENIOR CENTER SEWER LINE REPLACEMENT GCC 15,000 15,000
35551 STAGECOACH PARK SNACK BAR FIRE RESTORATION GCC 7,000 7.000
35121 SWIM COMPLEX PARKING LOT RECONSTRUCTION GCC 80.000 6,532 73,468
VARIOUS FACILITIES ROOF REHABILITATION GCC 50.000
33,000
60.000
50,000
50.000
85.700 170.000 200,000 200,000 200.000 800.000
3,000 15,000
10,000
50,000
SUBTOTAL FACILITIES MAINTENANCE 2.360.839 189,366 244.773 258,700 268,000 200.000 200.000 200,000 800,000 0
PARK PROJECTS
CITYWIDE PARKS
BUSINESS PARK RECREATIONAL FACILITY ZONES 6,700,000
35401 CARLSBAD MUNICIPAL GOLF COURSE GCF 13,473,390 2.080,199 2.283,191
SKATEBOARD PARK GCC 330,000
VETERAN'S MEMORIAL PARK CFD#1 14.140.000
4.000,000 150.000 2.550.000
9,110.000
330,000
7,070,000 7,070,000
i j ii i j 11 mm im KB O• i ij mm mm mm Omm
I I I I I I I 1 1 1 I I 1 I 1 1 ! I I I 1 1 1 I 1 i f 1 I • 1 1 I I I I 1
f ,
CITY OF CARLSBAD CAPITAL IMPROVENENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ
NO
35191
35111
35071
34311
<wk
00
O)3344
35541
33481
33481
PROJECT TITLE
PARK MAINTENANCE
CHERRY AVENUE STAIRWAY RECONSTRUCTION
MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES
OCEAN STREET BEACH ACCESS RECONSTRUCTION
STAGECOACH PARK DRAIN
SWIM COMPLEX SANITATION SYSTEM
SWIM COMPLEX SOLAR HEATING SYSTEM RENOVATION
NORTHWEST QUADRANT PARKS
AGUA HEDIONDA LAGOON LAND DEDICATION (10 ACRES)
CANNON LAKE PARK (67 ACRES)
COMMUNITY CENTER
HOSP GROVE PARK
HOSPGROVE/BUENA VISTA LAGOON DEVELOPMENT (ALT II)
PARK RESTORATION AND ACQUISITION
PARK SITE ACQUISITION (7 ACRES)
PARK SITE DEVELOPMENT (7 ACRES)
NORTHEAST QUADRANT PARKS
LARWN COMMUNITY PARK (22 3 ACRES)
PARK RESTORATION AND ACQUISITION
PARK SITE ACQUISITION (15 ACRES)
PARK SITE DEVELOPMENT (15 ACRES)
SOUTHWEST QUADRANT PARKS
PARK RESTORATION AND ACQUISITION
POINSETTIA COMMUNITY PARK (L/C REPAYMENT)
POINSETTIA COMMUNITY PARK - PHASE i
POINSETTIA COMMUNITY PARK - PHASE IA
POINSETTIA COMMUNITY PARK - PHASE II
POINSETTIA COMMUNITY PARK - PHASE III
ZONE 19 COMMUNITY PARK - PHASE 1
ZONE 19 COMMUNITY PARK - PHASE I (15 ACRES)
ZONE 19 COMMUNITY PARK - PHASE II (9.25 ACRES)
ZONE 19 COMMUNITY PARK - PHASE III (COMMUNITY CENTER)
ZONE 19 COMMUNITY PARK (L/C REPAYMENT)
FUND
TRNSNT/LOCL
GCC
GCC
GCC
GCC
GCC
PFF
PFF
ST GRNT
PIL-NW
PIL-NW
PIL-NW
PFF
PFF
PIL-NE
PIL-NE
PIL-NE
PIL-SW
PIL-SW
PFF
PFF
PFF
PFF
PFF
L/C
PFF
PFF
PFF
APPROP EXP/ENC APPROP
TOTAL PRIOR CONT
150.000
50.000 25.000
40,000 40,000
15,000
70,000 70.000
95,000
0
947,000
3,535,000
3,200 3,200
3,355,000
1,500,000
2,380,000
990.000
2,090,000
2,150,000
2,625,000
2,100,000
3,130,000
304.675 135,229 169,448
4,341,977 4.341,977
679,457 219,457
2,484.000
3,977,000
433.500
1,725,000
1,308,000
3,535,000
1.725,000
YEAR 1 I YEAR 2 I YEAR 3 I YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
1997-98 1 1998-99 1 1999-2000 | 2000-2001 2001-2002 2002-2007 2007-2020
150.000
25,000
15,000
95.000
947.000
3.535,000
3,355.000
1.500,000
2,380.000
990.000
200.000 1.890.000
2,150.000
2,625,000
2,100.000
3,130,000
460,000
2,484,000
3.977.000
433,500
1.725,000
1.308.000
3.535,000
1,725,000
CITY OF CARLSBAD CAPITAL IMPROVENENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ
NO PROJECT TITLE
SOUTHEAST QUADRANT PARKS
ALGA NORTH PARK-LAND DEDICATION
ALGA NORTE PARK - PHASE I (19 ACRES)
ALGA NORTE PARK - PHASE II (15.52 ACRES)
ALGA NORTE PARK - PHASE HI-COMMUNITY CENTER
34561 LEO CARRILLO PARK - PHASE IA (10.5 ACRES)
LEO CARRILLO PARK - PHASE IB (10.5 ACRES)
LEO CARRILLO PARK - PHASE II (16 4 ACRES)
PARK RESTORATION AND ACQUISITION
SUBTOTAL PARK PROJECTS
DRAINAGE PROJECTS
HARDING STREET AND MAGNOLIA AVENUE STORM DRAIN
MISCELLANEOUS MASTER DRAINAGE FACILITIES
34781 PARK DRIVE SLOPE/DRAINAGE STUDY
35281 SOOTH CARLSBAD VILLAGE STORM DRAIN
35051 STATE STREET STORM DRAIN REPAIR
— ». 33381 DRAINAGE CHANNEL AND DESILTATION BASIN/CANNON ROAD
00 SUBTOTAL DRAINAGE PROJECTS
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
348(1 BUILDING IMPROVEMENTS
34111 CAPITAL ACQUISITIONS - UNIT 1
34481 COGENERATION PROJECT
34901 PARALLEL OCEAN OUTFALL
PHASE IV EXPANSION - DEBT SERVICE
PHASE V EXPANSION
34491 PUNT REHABILITATION
FUND
PFF
PFF
PFF
PFF
PFF
PFF
PIL-SE
GAS TAX
PLD
GCC
TRNSNT/LOCL
GAS TAX
PLD
SEW CONN
SEW CONN
SEW CONN
SEW CONN
SEW CONN
SEW CONN
SEWREPL
APPROP EXP/ENC
TOTAL PRIOR
0
2,545.000
1,697,000
3,535.000
950,000 158,707
1.300,000
1,150.000
4,300,000
95,859,199 6,716,112
100.000
19,425,000
17,000 343
4,700,000
77.000
1,120,000 115
25.439,000 458
60,000
1.404,485 169.474
381.152 353,398
10,553.128 96,920
25.869,552 6.124.300
10.744.600
3,604.696 78,601
APPROP
CONT
91.293
YEAR 1 YEAR 2 I YEAR 3 YEAR 4 YEAR 5 I YEAR 6-10 I BUILDOUT
1997-98 1998-99 1 1999-2000 2000-2001 2001-2002| 2002-2007| 2007-2020
400,000 2.145.000
1,697,000
3.535,000
700,000
1,300.000
1,150.000
4,300,000
2.901,587 14.640,000 445,000 2,040,000 2.550,000 1,300,000 15,869,000 49,397,500
16.657
940.000
7,000
1.119.885
100,000
19.425,000
3.760,000
70.000
2,083,542 3,930.000 00000 19.425,000
25,000
28,011
27,754
31,528
188,399
35,000
67.000 60.000 60.000 60.000 60,000 300.000 600,000
8,680 498,000 9,920,000
1,108.820 1,106,426 1,106.210 1,104,198 1,100.000 5.504.656 8.716.944
8.680 528.240 10.207.680
355,000 335,048 291.648 136,400 136.400 682,000 1.401,200
o 11 mm omm ij i i i i ii 11 i m ft
1 II II 11 II II 11 II 11 II if ii II II II t* ' i II
CITY OF CARLSBAD CAPITAL IMPROVENENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
SEWER COLLECTION SYSTEM
34921 AGUA HEDIONDA LIFT STATION SEWCONN 2.325.000 200.000
33221 BUENA VISTA LIFT STATION SEWCONN 502.132 245,211 256.921
BUENA VISTA LIFT STATION PUMP ADDITION SEWCONN 233,000
34941 CHINQUAPIN SEWAGE LIFT STATION SEWREPL 300.000 250,000
34951 FOREST SEWAGE GRAVITY LINE SEWREPL 250.000 250.000
LEUCADIA FORCEMAIN EXTENSION SEW REPL 300.000
35371 NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION SEWREPL 150.000
35381 NORTH BATIQUITOS INTERCEPTOR REHABILITATION SEWREPL 163.000
NORTH BATIQUITOS SEWAGE FORCEMAIN REPLACEMENT SEWREPL 150,000 150,000
35391 PALMER WAY SEWER EXTENSION SEWREPL 125,000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE I SEW BENEF 555.000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE I (VISTA) OTHER 70,000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II SEW BENEF 3,890.000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II (VISTA) OTHER 610,000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III SEW BENEF 2.100.000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III (VISTA) OTHER 600.000
_k 34911 SEWAGE LIFT STATION ELIMINATION STUDY SEWCONN 50.000
0034511 SEWER ACCESS HOLE REHABILITATION SEWREPL 3,000,000 34,009 165,991
00 34521 SEWER LINE REFURBISHMENTS/REPLACEMENT SEWREPL 8.550,000 58.187 391.813
33241 SEWER MONITORING PROGRAM SEWCONN 549,075 26,663 62,412
SIMSBURY AND TERRAMAR LIFT STATION REPAIRS SEW REPL 100.000
31821 VISTA/CARLSBAD TRUNK LINE INTERCEPTOR SEWCONN 6.709,939 560,701 2.359,238
34804 WATER RESOURCES MASTER PLAN SEWCONN 50,000 50,000 0
YEAR 1 YEAR 2 YEAR 3 YEAR 4
1997-98 1998-99 1999-2000 2000-2001
50.000
50,000 250.000
150,000
163,000
125.000
125,000 430,000
70,000
377,000 2,000,000 1.487,000 26.000
610.000
300,000 1.800.000
600,000
50,000
100.000 300,000 100,000 100,000
0 300.000 300,000 300.000
20,000 20,000 20,000 20,000
100.000
1,000,000 2,790,000
SUBTOTAL SEWER PROJECTS 83,949,759 7,797,464 4,387,067 3.385,820 8,166,834 3.664.858 4,756,596
YEAR 5 YEAR 6-10 BUILDOUT
2001-2002 2002-2007 2007-2020
2,125,000
233,000
100,000 500,000 1,600,000
300,000 1,500,000 5,400,000
20,000 100.000 260,000
2,212,400 19,267.896 30,310.824
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROPJI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 I YEAR 6-10 BUILDOUT
NO PROJECT TITLE FUND TOTAL PRIOR CONTfl 1997-98 1998-99 1999-2000 2000-2001 2001-2002) 2002-2007 2007-2020
WATER DISTRIBUTION SYSTEM
35491 DESALINATION INVESTIGATION PROGRAM REPLCMT 49,860 49,860
33762 "D" RESERVOIR- PHASE I MFC 2,600,000 2,398.807 201.193
33761 "D' RESERVOIR - PHASE I REPLCMT 877,800 700,846 176,954
33762 "D" RESERVOIR - PHASE II MFC 3.984,500
33761 "D" RESERVOIR - PHASE II REPLCMT 1.328,000
'D- RESERVOIR TO PALOMAR OAKS WAY MFC 250,000
580 ZONE SECONDARY SUPPLY MFC 256,000
680 ZONE SUPPLY MFC 550,000
AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT ROAD MFC 495,000
35341 CANNON ROAD TRANSMISSION MAIN MFC 1.278,000 100.000
CARLSBAD BOULEVARD -MANZANO DRIVE TO AVENIDA ENCINAS MFC 133.000
CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS REPLCMT 142.000
CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT ROAD MFC 150,000
COLLEGE BOULEVARD- MAERKLE RESERVOIR TO EL CAMINO REAL REPLCMT 2.340,000
COLLEGE BOULEVARD (33" LINE TO CANNON ROAD) MFC 421.000
COLLEGE BOULEVARD (CANNON TO TAP) MFC 550,000
COLLEGE BOULEVARD EXTENSION AT EL CAMINO REAL MFC 183,375
-^ COLLEGE BOULEVARD NORTH TO OCEANSIDE REPLCMT 410.000
OO 35321 DAVIS AVENUE PIPELINE REPLACEMENT REPLCMT 100,000 25,000
® 344*1 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH REPLCMT 750.000 50.000
EL CAMINO REAL CROSSING AT KELLY DRIVE MFC 94,000
EL CAMINO REAL TRANSMISSION MAIN REPLCMT 300,000
EL FUERTE - ALGA ROAD TO POINSETTIA LANE MFC 1 ,335.750
EL FUERTE -FARADAY TO MAERKLE RESERVOIR MFC 330,000
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD MFC 820,000
EL FUERTE - NORTH OF LOKER MFC 148.750
35M1 ELM & "E" RESERVOIR RECOATING AND REPAIR REPLCMT 340,000 340.000
INTERSTATE 5 CROSSING MFC 307,500
35331 JEFFERSON STREET - PIO PICO TO ROBINSONS-MAY MFC 267,375 1,128 266.247
33882 MAERKLE RESERVOIR LINING AND COVERING MFC 3.276.000 2,601,941 674.059
33881 MAERKLE RESERVOIR LINING AND COVERING REPLCMT 4,524.000 2.798.716 1.725.284
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE REPLCMT 604.000
35311 OCEANSIDE INTERTIE UPGRADE REPLCMT 100.000 0
34791 PALOMAR AIRPORT - NORTH OF OWENS MFC 75,000 0
31668 PALOMAR AIRPORT ROAD - EL CAMINO REAL TO BUSINESS PARK DR MFC 1,250.000 1.004.818 245,182
31665 PALOMAR AIRPORT ROAD - EL CAMINO REAL TO BUSINESS PARK DR REPLCMT 1,250,000 1,004,818 245,182
POINSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE MFC 80,500
POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR MFC 555,000
POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL MFC 1 ,808,750
34421 POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD MFC 375,000 0
POINSETTIA LANE (TO THE 375 H.G. ZONE) MFC 72.000
POINSETTIA LANE (TO THE 375 H.G. ZONE) REPLCMT 328,000
POINSETTIA LANE (TO THE 550 H.G. ZONE) MFC 58,700
POINSETTIA LANE (TO THE 550 H.G. ZONE) REPLCMT 267,300
PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD MFC 250.000
PRESSURE REGULATING STATION PROJECT #19 MFC 250000o o
3.984.500
1,328,000
250.000
256,000
550,000
495,000
1.178,000
133.000
142,000
150.000
340.000 2.000,000
421,000
550,000
183.375
410.000
75,000
700,000
94,000
50.000 250,000
1.335.750
330.000
820.000
148,750
307.500
604.000
100,000
75,000
80,500
555.000
1,808,750
375,000
72,000
328.000
58.700
267.300
250,000
250.000
Omm i j L J i j i « i j 1,1 im mm mm mm »i * i •* *i mm mm i • I
fill I 1 I 1 1 iiii iililllilililiritl
CITY OF CARLSBAD CAPITAL IMPROVENENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ
NO. PROJECT TITLE
35301 TRI-AGENCY PIPELINE EROSION PROTECTION
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%)
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%)
WATER SYSTEM INTERTIE CONNECTION
SUBTOTAL WATER DISTRIBUTION SYSTEM
RECLAIMED WATER PROJECTS
DEBT SERVICE ON STATE LOAN
34861 INDUSTRIAL PARK SYSTEM
I-5 RECLAIMED WATER TRANSMISSION LINE
34871 PUMP STATION UPGRADE
35351 RECOAT RECLAIMED WATER TANKS
SUBTOTAL RECLAIMED WATER PROJECTS
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
TRAF SIG - ALGA ROAD AND MELROSE DRIVE
33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
— k 33892 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
55 35Q1 1 TRAF SIG - AVIARA PARKWAY AND FOUR SEASONS POINToTRAF SIG - AVIARA PARKWAY AND POINSETTIA LANE
TRAF SIG - CAMINO DE LOS COCH6S AND LA COSTA AVENUE
TRAF SIG - CAMINO VIOA ROBLE AND YARROW DRIVE
35261 TRAF SIG - CANNON ROAD AND I-5 (SEE I-5 AND CANNON ROAD PROJECT)
FUND
REPLCMT
REPLCMT
MFC
REPLCMT
RECL WATER
RECL WATER
RECL WATER
RECL WATER
RECL WATER
PFF
TIF
ASMT DIST
ASMT DIST
PFF
PFF
PFF
APPROP EXP/ENC APPROP
TOTAL PRIOR CONT
150.000 0
1,953.315 243.972
10.254,895 1,280,851
400,000
YEAR 1 YEAR 2 I YEAR 3
1997-98 1998-99| 1999-2000
150.000
243,997 244,020 243,964
1,280.985 1,281.103 1.280.808
200,000 200.000
48,674.370 12.035,897 4,098,961 3,332,982 3,340,123 6,424,397
2,846,000 160,000
1,000,000 0
140,000 0
400.000
250,000 250,000
160,000 160,000 160,000
100.000
140,000
400,000
4,636,000 160,000 250,000 300.000 160.000 660.000
110.000
30,000 31 29.969
440.000 351 439.649
125.000 109.018 15,982
125,000
110,000
100,000
35251 TRAF SIG - CANNON ROAD AND PASEO DEL NORTE (SEE CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE)
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
PFF
PFF
110,000
125,000
TRAF SIG - CANNON ROAD AND FARADAY AVE (SEE FARADAY ROAD EXTENSION STREET PROJECT)
TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS
3481 1 TRAF SIG - CARLSBAD VILLAGE DRIVE AND TAMARACK AVENUE
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE
35221 TRAF SIG - COLLEGE BOULEVARD AND ASTON AVENUE
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE
PFF
PFF
PFF
GCC
PFF
PFF
110,000
110,000
110,000
105.000 5.000
115,000
100,000
35241 TRAF SIG - EL CAMINO REAL AND CANNON ROAD (SEE CANNON ROAD WEST STREET PROJECT)
34831 TRAF SIG - EL CAMINO REAL AND OLIVENHAIN ROAD (SEE OLIVEHAIN ROAD WIDENING)
TRAF SIG - EL CAMINO REAL AND CALLE BARCELONA
TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE
TRAF SIG - FARADAY AVENUE AND ORION STREET
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAF SIG - PALOMAR AIRPORT ROAD AND HIDDEN VALLEY ROAD
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
34821 TRAF SIG - POINSETTIA LANE AND BATIQUITOS DRIVE
TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET
TRAF SIG - POINSETTIA LANE AND MELROSE DRIVE
34061 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAF SIG • RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTH)
PFF
PFF
TIF
PFF
PFF
PFF
PFF
PFF
PFF
GCC
PFF
110.000
125.000
100,000
110,000
125,000
125,000
110.000 9,950 100,050
125.000
125,000
125,000 233 124,767
110,000
110,000
125,000
110,000
100,000
110.000
125,000
125,000
110.000
YEAR 4 YEAR 5 YEAR 6-10
2000-2001 2001-2002 2002-2007
244,552 244.000 488,810
1,283.896 1,280,000 2.567.252
2,504,448 3,641.500 13,296,062
160,000 160,000 800.000
900,000
1,060.000 160.000 800.000
110.000
100,000
110.000
125,000
110,000
110,000
115,000
125,000
110,000
125,000
BUILDOUT
2007-2020 I
0
1,086.000
1.086.000
100.000
100.000
125,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ
NO.
34541
35461
34531
34371
35251
31841
31844
31842
35241
_»,3184
CD
— *•
34441
35531
31881
35081
31882
31663
31661
33271
34091
34092
32151
34662
34663
MM
PROJECT TITLE
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET
TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE
SUBTOTAL TRAFFIC SIGNAL PROJECTS
STREET PROJECTS
ALT KARLSBAD SIDEWALK IMPROVEMENTS
ARENAL ROAD RECONSTRUCTION
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD
AVIARA PARKWAY - COBBLESTONE ROAD TO PLUM TREE ROAD
AVIARA PARKWAY - POINSETTIA LANE TO PALOMAR AIRPORT ROAD
AVIARA PARKWAY/POINSETTIA LANE BTD#2 FORMATION COSTS
BIKE MASTER PLAN
CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE
CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE TRAFSIGNAL
CANNON ROAD WEST
CANNON ROAD WEST
CANNON ROAD WEST
CANNON ROAD WEST-TRAFFIC SIGNAL (ECR/CANNON)
CANNON ROAD WEST - ECR INTERSECTION
CARLSBAD BOULEVARD AND CANNON ROAD WIDENING
CARLSBAD BOULEVARD BIKE LANE
CARLSBAD BOULEVARD BRIDGE REPLACEMENT OVER SDNR
CARLSBAD BOULEVARD BRIDGE REPLACEMENT OVER SDNR
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
CARLSBAD BOULEVARD U-TURN AT POINSETTIA LANE
CARLSBAD RANCH ASSESSMENT DISTRICT FORMATION
CARLSBAD VILLAGE DRIVE WIDENING
COLLEGE BOULEVARD ASSESSMENT DISTRICT
DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY
EL CAMINO REAL AND PALOMAR AIRPORT ROAD EAST WIDENING
EL CAMINO REAL AND PALOMAR AIRPORT ROAD EAST WIDENING (VAR )
EL CAMINO REAL AND PALOMAR AIRPORT ROAD EAST WIDENING (SM)
EL CAMINO REAL AND CAMINO VIDA ROBLE
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE
EL CAMINO REAL AND FARADAY AVENUE
EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD
EL CAMINO REAL MEDIANS
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE
FARADAY AVENUE EXTENSION - SOUTH OF CANNON ROAD
FARADAY AVENUE EXTENSION - TRAFFIC SIGNAL AT CANNON ROAD
HIDDEN VALLEY ROAD
HIDDEN VALLEY ROAD
LA COSTA AVENUE WIDENING - PIREAUS STREET TO EL CAMINO REAL
MELROSE DRIVE AND ALGA ROAD
OLIVENHAIN ROAD WIDENING
OLIVENHAIN ROAD WIDENING
O
Hi 19 Hi (• II
FUND
PFF
PFF
TRNSNT/LOCL
GAS TAX
TIF
BTD*2
BTD»2
BTD»2
TDA
TIF
PFF
TRNSNT/HWY
CFD»1
BTD»3
PFF
TIF
TIF
GAS TAX
TRNSNT/LOCL
ST GRNT
PFF
GAS TAX
ASMT DIST
TIF
ASMT DIST
GCC
TIF
OTHER
OTHER
TIF
TIF
TIF
TIF
PFF
TIF
TIF
CFDH1
PFF
GCC
TRNSNT/LOCL
CFD»1
TIF
CFD*2
TRANSNET/BIKE
I * ff 1
APPROP
TOTAL
110.000
110,000
3,435.000
20.000
150,000
870.000
2,000.000
1.817.500
47.500
50,000
435.000
110,000
3.450,000
3,950,000
3,750,000
125.000
700,000
2,000,000
15,000
1,100,000
1,900,000
1.250.000
55,000
76,588
1.260.000
8,872,804
65,000
1,593,818
6.427,480
2,212,407
320,000
320,000
710,000
250.000
1,700,000
450.000
1,502,000
3,500,000
110.000
630,000
120.001
6,314,000
480,000
1.500,000
270,000
i mm
EXP/ENC
PRIOR
119,583
1,205
7,500
48,058
6,032
654.755
30.766
51,374
70,675
8,574,992
1.008.252
6,427,480
2,068,369
119,196
371.626
62.220
825,841
1,111.857
270,000
O§ fl
APPROPfl YEAR 1 YEAR 2 | YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT I
CONTB 1997-98 1998-99J 1999-2000 2000-2001 2001-2002| 2002-2007 2007-2020 1
|| 110,000
|| 110,000
715,417 460,000 125,000 330,000 0 0 1,250.000 435,000
18,795
0
1.942
93,968
60,000
684,245
739.234
13,626
125,000
125,000
5.913
297.812
65,000
585,566
0
144.038
72.804
258,374
57,781
488,159
388,143
0
150,000
870,000
200,000 1.800.000
500,000 69.300 69,300 69.300 69,300 346,500 693,800
40,000
335,000
50.000
680.000 1.431.000
200,000 2.980,000
421,000 2,264,000 1,000,000
100,000 600,000
2,000.000
15,000
500,000 600,000
1,900,000
1.125,000
55,000
1,260,000
320.000
320,000
710,000
250.000
100,000 1,600,000
450.000
1.310,000
250.000 250,000 3,000,000
110,000
5,000,000
480,000
O
1 » II I. 1 t 1 t, 1 11 19 i 1 I
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ
NO.
34661
34831
34011
32861
32862
35271
3390
*• 34151
^35521
3190
31908
33911
33912
33913
33161
35031
PROJECT TITLE
OLIVENHAIN ROAD WIDENING (ENCINITAS)
OLIVENHAIN ROAD AND EL CAMINO REAL - TRAFFIC SIGNAL
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD
PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE
PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL FUERTE
PALOMAR AIRPORT ROAD WIDENING - YARROW DRTO EL CAMINO REAL
PALOMAR AIRPORT ROAD WIDENING - YARROW DRTO EL CAMINO REAL
PALOMAR AIRPORT ROAD WIDENING - YARROW DR TO EL CAMINO REAL
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION
PALOMAR AIRPORT RD/EL CAMINO REAL GRADE SEPARATION STUDY
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROJECT (NORTHWEST QUADRANT)
PAVEMENT MANAGEMENT PROJECT (NORTHEAST QUADRANT)
POINSETTIA LANE RAILROAD BRIDGE WIDENING
POINSETTIA LANE - AVIARA PARKWAY TO EL CAMINO REAL (CONSTR )
POINSETTIA LANE - AVIARA PARKWAY TO EL CAMINO REAL (REIM )
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN)
RANCHO CARRILLO ASSESSMENT DISTRICT FORMATION
RANCHO SANTA FE ROAD CFD*2 FORMATION
RANCHO SANTA FE ROAD NORTH - PHASE I
RANCHO SANTA FE ROAD NORTH - PHASE I
RANCHO SANTA FE ROAD NORTH - PHASE II
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
RANCHO SANTA FE ROAD SOUTH (TO ENCINITAS)
SIDEWALK/STREET CONSTRUCTION PROGRAM
SIDEWALK/STREET CONSTRUCTION PROGRAM
SIDEWALK/STREET CONSTRUCTION PROJECT #3
SIDEWALK/STREET CONSTRUCTION PROJECT *3
SIDEWALK/STREET CONSTRUCTION PROJECT #4
SIDEWALK/STREET CONSTRUCTION PROJECT #4 (SLTPP)
SIDEWALK/STREET CONSTRUCTION PROJECT #4
TRAFFIC MONITORING PROGRAM
UNDERGROUND UTILITY DISTRICT NO. 16 (MONROE ST/CHESTNUT AVE)
UNDERGROUND UTILITY DISTRICT NO 17 (ROOSEVELT STREET)
UNDERGROUND UTILITY DISTRICT NO 18 (HARDING STREET)
UNDERGROUND UTILITY DISTRICT NO 19 (VALLEY STREET)
SUBTOTAL STREET PROJECTS
FUND
OTHER
PFF
TIF
ASMT DIST
TRNSNT/LOCL
PFF
GCC
COUNTY
PFF
GAS TAX
TRNSNT/LOCL
GAS TAX
TRNSNT/LOCL
TRNSNT/LOCL
PFF
BTD#2
BTD*2
TIF
ASMT DIST
CFD*2
CFD#1
CFD#2
CFD#2
FED GRNT
CFD»2
TIF
TRNSNT/LOCL
TIF
TRNSNT/LOCL
TDA
ST GRNT
TRNSNT/LOCL
TIF
GCC
SDG&E
SDG&E
SDG&E
APPROP
TOTAL
1,800,000
125,000
160.000
,280.000
610,000
500,000
67,500
2,530.000
7.200,000
40.000
12,600,000
13,200.000
1,200.000
1.000,000
2,000.000
4,617,000
1.500.000
1,870.000
50,000
19,354
5,700.000
9,332,000
8,088.400
8,141,600
3.109,000
6.200.000
4,200.000
738,804
600.000
120,000
25,690
300,000
1,074,764
150.000
700.000
550,000
350.000
161,228,210
EXP/ENC
PRIOR
1,799,562
180.053
22,739
614
8.940
45.403
19.354
203,063
436,210
565,814
409,071
10,783
25,411,804
APPROP
CONT
438
125.000
99.947
44,761
49,386
1,057,380
4.597
0
2.182,937
302.594
34,186
120.000
7.693
139,217
YEAR 1 YEAR 2 YEAR 3 YEAR 4 I YEAR 5 YEAR 6-10 I BUILDOUT I
1997-98 1998-99 1999-2000 2000-2001 1 2001-2002 2002-200?! 2007-2020 1
160,000
60,000 550.000
500.000
2,480,000
750,000 6,450,000
40,000
1,000,000 1,000,000 1.000,000 1,200,000 6.000,000 2.400,000
13.200,000
133,680
1.000.000
300,000 1,700,000
250,000 2,000,000 2,367,000
1,500,000
1,870.000
5,700,000
500,000 8,832.000
5,702,400
320,000 5.821.600
3,109,000
400.000 400,000 1,000,000 4,400,000
500.000 500.000 200,000 200.000 2,000.000 800,000
25,690
300,000
47.000 47,000 47,000 47.000 47,000 235,000 188,000
700,000
550.000
350,000
8,393.536 13.752.370 13,591,300 15,972.900 8.218.700 19.557,300 18,031,500 38,298,800
CITY OF CARLSBAD CAPITAL IMPROVENENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROPI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
NO PROJECT TITLE FUND TOTAL PRIOR CONTfl 1997-98 1998-99 1999-2000 2000-2001 2001-2002 2002-2007 2007-2020
FREEWAY INTERCHANGE PROJECTS
34382 I-5 AND CANNON ROAD CFD*1 500,000 600 499,400
34381 I-5 AND CANNON ROAD TIP 1,750,000 66,078 1,683.922
35261 I-5 AND CANNON ROAD - TRAFFIC SIGNAL PFF 200.000 50.000
32191 I-5 AND LA COSTA AVENUE CFD#1 9,745.645 4,324,338 3,921,307
32192 I-5 AND LA COSTA AVENUE OTHER 21.881 21,881
32682 I-5 AND PALOMAR AIRPORT ROAD TRNSNT/HWY 9,453 9,446 7
32683 I-5 AND PALOMAR AIRPORT ROAD CFD#1 2,814,000 2.370,209 443.791
32892 I-5 AND POINSETTIA INTERCHANGE CFD#1 5,597,685 5,597,685 0
150,000
1,500,000
SUBTOTAL INTERSTATE 5 OVERPASS PROJECTS 20,638,664 12,368,356 6,620,308 150,000 00000 1.500,000
(D
00
i t i
II II ( I II II II II t 1 II (I II II II II II II I I ,' I II
( v )
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
PROJ
NO.
_!.
CO
•^
PROJECT TITLE
LOANS TO OTHER FUNDS
TRANSNET/LOCAL TO COUNTY FOR PAR/ECR
PFF TO CFD #1 FOR SOUTH CARLSBAD LIBRARY
GAS TAX LOAN TO BTD#3 FOR CANNON RD WEST
WATER REPLACEMENT TO MFC
FIRE STATION #5
POINSETTIA PARK LAND
IND'L PARK SYSTEM - LOAN TO RECL WATER
SEWER REPL TO SEW BENEF FOR S AQUA HEDIONDA INTERCEPTOR
PFF TO PARK 5 FOR ZONE 5, 13, 16 PARK FACILITY
LA COSTA ENVIRON MITIGATION
SUBTOTAL FUTURE LOANS TO OTHER FUNDS
LOAN REPAYMENTS
SD COUNTY TO TRANSNET/LOCAL - PAR/ECR
CFO f 1 TO PFF FOR SOUTH CARLSBAD LIBRARY
BTD»3 REPAY LOAN TO GAS TAX FUND
MFC TO WATER REPLACEMENT (CANNON RD)
PFF TO GCC - FIRE STATION #5
PIL-SW TO GF - POINSETTIA PARK LAND
TIF TO GCC - LA COSTA ENVIRON MITIGATION
SBA C.D.E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
ZONE 5 TO PFF FOR ZONE 5, 13. 16 PARK FACILITY
RECL WATER TO REPLACEMENT
SUBTOTAL LOAN REPAYMENTS
GRAND TOTAL ALL FUNDED PROJECTS
FUND
TRNSNT/LOCL
PFF
GAS TAX
REPLCMT
GCC
GCC
REPLCMT
SEW REPL
PFF
GCC
COUNTY
CFD#1
BTD#3
MFC
PFF
PIL-SW
TIF
SEW BENEF
ZONES
RECL WATER
APPROP EXP/ENC APPRO?) YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 I YEAR 6-10 BUILDOUT
IIITOTAL PRIOR CONTJI 1997-98 1998-99 1999-2000 | 2000-2001 2001-2002| 2002-2007| 2007-2020
700,000
3,400,000
1,350,000
3,000,000 2,100,000
950.000 950,000
2,550.000 2,550,000
2.755,000 1.605,000
5,500,000
3,150.000
750,000 750,000
700,000
3.400,000
1,350,000
900.000
1,150,000
2,200,000 1,700,000 1,600,000
900,000 2,250,000
24,105,000 7,955,000 0 5,900,000 3,550,000 2,850,000 3.850.000 000
700,000
3,400,000
1,350.000
3.000.000
950.000
2.550.000
750.000
5.500,000
3.150,000
2,755,000
200,000 200.000 300.000
2,000,000 1.400,000
1,350.000
3,000,000
950,000
1.000.000 1,550,000
750,000
750,000 4,750.000
1,300.000 1,850,000
2.755.000
24,105,000 0 0 950,000 200,000 2,950.000 1,700,000 1.000,000 6.600,000 10,705,000
578.467,570 83.536.632 32.994,655 67.188.845 34,038,257 37,507,905 25.449,744 28,476,200 102,654.208 166.623,124
PROJ
NO.PROJECT TITLE
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1997-98 TO BUILDOUT) PROJECTS
APPROP EXP/ENC APPROP|| YEAR 1 I YEAR 2 I YEAR 3 I YEAR 4 I YEAR 5 I YEAR 6-10 I BUILDOUT
TOTAL PRIOR CONTl| 1997-981 1998-991 1999-2000 I 2000-20011 2001-2002| 2002-2007[ 2007-2020
UNFUNDED PROJECTS
CO
Ol
ALGA ROAD MEDIANS
CARLSBAD BOULEVARD REALIGNMENT (ISTEA)
EL FUERTE STREET WIDENING FROM CORINTIA STREET TO LUCIERNAGA STREET
HOLIDAY PARK IRRIGATION RENOVATION
LAKESHORE GARDENS SOUNDWALL
LINDA LANE STREET REPAIR
ADAMS STREET REPAIR - BASSWOOD STREET TO CHESTNUT AVENUE
CHARLEEN CIRCLE REPAIR
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO VISTA
SIDEWALK IMPROVEMENTS - CASSIA DRIVE TO DOVE LANE
STREETSCAPE SIDEWALK REHABILITATION
50M SWIMMING POOL AT ALGA NORTE PARK
TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVENUE
TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET
TRAF SIG - LA COSTA AVENUE AND ROMERIA STREET
TRAF SIG - ALGA ROAD AND CAZADERO DRIVE
TRAF SIG - CARLSBAD BOULEVARD AND CHESTNUT AVENUE
TRAF SIG - CARLSBAD BOULEVARD AND OAK DRIVE
TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENITA DE ANITA
TRAF SIG - CHESTNUT AVENUE AND PIO PICO
TRAF SIG - LA COSTA AVENUE AND CADENCIA STREET
TRAF SIG - LA COSTA AVENUE AND VIEJA CASTILLA
TRAF SIG - CARLSBAD VILLAGE DRIVE AND VALLEY STREET
485,000
7,500.000
58,000
95,000
25,000
100,000
100.000
100,000
2,000,000
60.000
240.000
3,000,000
110.000
110,000
125,000
125.000
110.000
110.000
100,000
125.000
125,000
125.000
125.000
TOTAL UNFUNDED PROJECTS 15,053,000
II II II II f I II II 11 II II II II II II II II f I I 1 f 1
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
(YEAR 2 1998 - 99
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/98
611,507
125,758
22,014
4,298,958
22,296
2,295,077
793,923
185,459
1,317,678
0
368,294
135,055
63,354
17,623
842,505
12,674
88,811
8,586
485,242
805,973
11,585,609
874,661
3,211,042
0
0
3,296,948
141,131
11,275,188
7,300,392
229,807
525,844
3,672,998
1,184,558
5,040,671
217,922
61,057,556
REVENUE
290,000
0
0
2,389,404
205,127
243,243
70,875
180,023
134,663
0
830,162
2,200,000
1,431,000
0
0
0
0
221,618
0
6,080,577
1,588,750
1,445,700
950,000
0
0
453,133
2,350,000
2,405,890
1,200,000
175,000
2,573,357
2,025,000
0
900,000
70,000
30,413,522
EXPENDITURES
818,000
0
0
2,025,000
0
0
0
0
0
0
897,000
2,200,000
1,431,000
0
0
0
0
200,000
0
6,200,000
500,000
2,264,000
1,769,300
0
0
0
2,430,000
4,543,786
3,823,048
160,000
1,606,103
1,749,020
0
1,350,000
70,000
34,036,257
ENDING
83,507
125,758
22,014
4,663,362
227,423
2,538,320
864,798
365,481
1,452,340
0
301,456
135,055
63,354
17,623
842,505
12,674
88,811
30,204
485,242
686,550
12,674,359
56,361
2,391,742
0
0
3,750,081
61,131
9,137,292
4,677,344
244,807
1,493,099
3,948,978
1,184,558
4,590,671
217,922
57,434,821
196
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
|YEAR 1 1997 - 98
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIABTD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/97
216,855
130,758
22,014
10,934,676
2,785,588
2,249,271
793,923
86,234
1,140,490
0
365,688
135,055
63,354
17,623
842,505
12,674
88,811
1,547,521
485,242
15,483,335
10,136,640
421,391
3,642,642
320,000
0
3,038,029
493,131
10,824,061
6,755,392
354,807
907,856
2,869,995
1,184,558
4,560,071
217,922
83,128,112
REVENUE
1,830,352
0
9,110,000
1,601,282
1,236,708
45,806
0
99,225
177,188
0
734,606
6,453,680
680,000
120,000
0
0
209,690
941,065
0
8,565,611
1,448,969
874,270
358,400
600,000
0
258,918
150,000
2,679,947
1,200,000
175,000
2,631,973
2,025,000
0
910,600
0
45,118,289
EXPENDITURES
1,435,700
5,000
9,110,000
8,237,000
4,000,000
0
0
0
0
0
732,000
6,453,680
680,000
120,000
0
0
209,690
2,480,000
0
23,242,973
0
421,000
790,000
920,000
0
0
502,000
2,228,820
655,000
300,000
3,013,985
1,221,997
0
430,000
0
67,188,845
ENDING
611,507
125,758
22,014
4,298,958
22,296
2,295,077
793,923
185,459
1,317,678
0
368,294
135,055
63,354
17,623
842,505
12,674
88,811
8,586
485,242
805,973
11,585,609
874,661
3,211,042
0
0
3,296,948
141,131
11,275,188
7,300,392
229,807
525,844
3,672,998
1,184,558
5,040,671
217,922
61,057,556
197
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
| YEAR 3 1999 -2000
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PILAREA2NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFDUM
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD *2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
I
BEGINNING
BAL 7/1/99
83,507
125,758
22,014
4,663,362
227,423
2,538,320
864,798
365,481
1,452,340
0
301,456
135,055
63,354
17,623
842,505
12,674
88,811
30,204
485,242
686,550
12,674,359
56,361
2,391,742
0
0
3,750,081
61,131
9,137,292
4,677,344
244,807
1,493,099
3,948,978
1,184,558
4,590,671
217,922
57,434,821
REVENUE
850,000
0
0
4,616,772
142,000
243,243
70,875
350,123
134,663
0
776,530
2,100,000
0
0
0
0
1,900,000
232,699
0
5,814,383
1,537,500
95,700
260,630
5,821,600
0
374,295
1,850,000
2,397,892
1,200,000
1,325,000
2,722,133
2,025,000
0
900,000
0
37,741,038
EXPENDITURES
665,000
0
0
5,045,750
150,000
0
0
0
0
0
1,047,000
2,100,000
0
0
0
0
1,900,000
200,000
0
5,110,000
0
0
1,869,300
5,821,600
0
0
1,787,000
1,186,210
2,391,648
660,000
3,788,433
3,785,964
0
0
0
37,507,905
ENDING
268,507
125,758
22,014
4,234,384
219,423
2,781,563
935,673
715,604
1,587,003
0
30,986
135,055
63,354
17,623
842,505
12,674
88,811
62,903
485,242
1,390,933
14,211,859
152,061
783,072
0
0
4,124,376
124,131
10,348,974
3,485,696
909,807
426,799
2,188,014
1,184,558
5,490,671
217,922
57,667,955
198
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
(YEAR 4 2000 - 2001
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIABTD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
I
BEGINNING
BAL 7/1/2000
268,507
125,758
22,014
4,234,384
219,423
2,781,563
935,673
715,604
1,587,003
0
30,986
135,055
63,354
17,623
842,505
12,674
88,811
62,903
485,242
1,390,933
14,211,859
152,061
783,072
0
0
4,124,376
124,131
10,348,974
3,485,696
909,807
426,799
2,188,014
1,184,558
5,490,671
217,922
57,667,955
REVENUE
400,000
0
0
3,755,885
2,379,567
123,201
70,875
357,210
134,663
0
719,812
1,200,000
0
0
0
0
0
244,334
0
5,429,502
1,647,976
85,700
260,630
0
700,000
317,833
1,750,000
1,468,716
1,200,000
175,000
2,451,469
2,025,000
0
900,000
1,210,000
29,007,373
EXPENDITURES
475,000
0
0
2,350,000
2,550,000
0
0
0
0
0
672,000
1,200,000
0
0
0
0
0
300,000
0
1,510,000
5,702,400
0
69,300
0
700,000
0
1,826,000
1,184,196
2,136,400
1,060,000
1,414,596
1,089,852
0
0
1,210,000
25,449,744
ENDING
193,507
125,758
22,014
5,640,269
48,990
2,904,764
1,006,548
1,072,814
1,721,665
0
78,798
135,055
63,354
17,623
842,505
12,674
88,811
7,237
485,242
5,310,435
10,157,435
237,761
974,402
0
0
4,442,209
48,131
10,633,495
2,549,296
24,807
1,463,672
3,123,162
1,184,558
6,390,671
217,922
61,225,584
199
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
(YEAR 5 2001 - 2002
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
I
BEGINNING
BAL 7/1/2001
193,507
125,758
22,014
5,640,269
48,990
2,904,764
1,006,548
1,072,814
1,721,665
0
78,798
135,055
63,354
17,623
842,505
12,674
88,811
7,237
485,242
5,310,435
10,157,435
237,761
974,402
0
0
4,442,209
48,131
10,633,495
2,549,296
24,807
1,463,672
3,123,162
1,184,558
6,390,671
217,922
61,225,584
REVENUE
475,000
0
0
2,283,606
130,047
126,360
70,875
364,298
134,663
0
675,960
1,400,000
0
0
0
0
0
218,982
0
4,239,655
1,814,224
85,700
260,630
0
0
324,202
150,000
1,402,868
1,200,000
175,000
2,376,156
2,025,000
0
900,000
0
20,833,224
EXPENDITURES
475,000
0
0
1,320,000
0
0
0
1,000,000
0
0
447,000
1,400,000
0
0
0
0
0
0
0
5,810,000
11,941,000
0
69,300
0
0
0
0
1,676,000
536,400
160,000
3,397,500
244,000
0
0
0
28,476,200
ENDING
193,507
125,758
22,014
6,603,875
179,037
3,031,124
1,077,423
437,111
1,856,328
0
307,758
135,055
63,354
17,623
842,505
12,674
88,811
226,219
485,242
3,740,090
30,659
323,461
1,165,732
0
0
4,766,411
198,131
10,360,363
3,212,896
39,807
442,328
4,904,162
1,184,558
7,290,671
217,922
53,582,608
200
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
(YEAR 6-10 2002 - 2007
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
I
BEGINNING
BAL 7/1/2002
193,507
125,758
22,014
6,603,875
179,037
3,031,124
1,077,423
437,111
1,856,328
0
307,758
135,055
63,354
17,623
842,505
12,674
88,811
226,219
485,242
3,740,090
30,659
323,461
1,165,732
0
0
4,766,411
198,131
10,360,363
3,212,896
39,807
442,328
4,904,162
1,184,558
7,290,671
217,922
53,582,608
REVENUE
2,175,000
0
0
16,255,487
1,150,004
592,313
1,128,330
2,065,298
884,520
375,000
4,856,023
8,000,000
0
0
0
0
0
0
0
28,056,272
9,342,371
290,500
1,303,150
0
900,000
2,893,427
600,000
9,750,690
6,750,000
875,000
15,833,091
13,125,000
0
4,500,000
0
131,701,475
EXPENDITURES
2,175,000
0
0
11,127,750
1,300,000
2,380,000
0
1,550,000
0
375,000
4,435,000
8,000,000
0
0
0
0
0
0
0
30,951,000
0
0
2,346,500
0
900,000
0
750,000
16,585,896
2,682,000
800,000
13,465,252
2,830,810
0
0
0
102,654,208
ENDING
193,507
125,758
22,014
11,731,612
29,041
1,243,436
2,205,753
952,409
2,740,848
0
728,780
135,055
63,354
17,623
842,505
12,674
88,811
226,219
485,242
845,362
9,373,030
613,961
122,382
0
0
7,659,839
48,131
3,525,156
7,280,896
114,807
2,810,168
15,198,352
1,184,558
11,790,671
217,922
82,629,874
201
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
J2007 to Buildout
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PILAREA2NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFDJM
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIABTD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/2007
193,507
125,758
22,014
11,731,612
29,041
1,243,436
2,205,753
952,409
2,740,848
0
728,780
135,055
63,354
17,623
842,505
12,674
88,811
226,219
485,242
845,362
9,373,030
613,961
122,382
0
0
7,659,839
48,131
3,525,156
7,280,896
114,807
2,810,168
15,198,352
1,184,558
11,790,671
217,922
82,629,874
REVENUE
1,375,000
0
0
26,079,766
1,827,662
4,098,803
4,713,188
2,375,730
1,759,118
1,725,000
13,295,195
3,200,000
0
0
0
0
0
0
0
14,535,019
2,247,521
1,737,430
3,127,560
0
0
12,833,131
5,650,000
18,637,272
1,550,000
3,790,000
2,295,773
405,000
0
14,850,000
0
142,108,167
EXPENDITURES
1,375,000
0
0
36,887,500
1,850,000
4,855,000
6,875,000
3,130,000
4,300,000
1,725,000
11,488,000
3,200,000
0
0
0
0
0
0
0
14,000,000
0
2,350,000
3,060,800
0
0
19,425,000
4,750,000
21,909,624
8,401,200
3,841,000
0
0
0
13,200,000
0
166,623,124
ENDING
193,507
125,758
22,014
923,878
6,703
487,239
43,941
198,139
199,965
0
2,535,975
135,055
63,354
17,623
842,505
12,674
88,811
226,219
485,242
1,380,380
11,620,551
1,391
189,142
0
0
1,067,970
948,131
252,805
429,696
63,807
5,105,941
15,603,352
1,184,558
13,440,671
217,922
58,114,917
202
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1997 TO BUILDOUT
(GRAND TOTALS ALL YEARS
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BALANCE
216,855
130,758
22,014
10,934,676
2,785,588
2,249,271
793,923
86,234
1,140,490
0
365,688
135,055
63,354
17,623
842,505
12,674
88,811
1,547,521
485,242
15,483,335
10,136,640
421,391
3,642,642
320,000
0
3,038,029
493,131
10,824,061
6,755,392
354,807
907,856
2,869,995
1,184,558
4,560,071
217,922
83,128,112
TOTAL
REVENUE
7,395,352
0
9,110,000
56,982,202
7,071,115
5,472,968
6,125,018
5,791,905
3,359,475
2,100,000
21,888,287
24,553,680
2,111,000
120,000
0
0
2,109,690
1,858,698
0
72,721,018
19,627,311
4,615,000
6,521,000
6,421,600
1,600,000
17,454,941
12,500,000
38,743,275
14,300,000
6,690,000
30,883,954
23,655,000
0
23,860,600
1,280,000
436,923,088
TOTAL
EXPENDITURES
7,418,700
5,000
9,110,000
66,993,000
9,850,000
7,235,000
6,875,000
5,680,000
4,300,000
2,100,000
19,718,000
24,553,680
2,111,000
120,000
0
0
2,109,690
3,180,000
0
86,823,973
18,143,400
5,035,000
9,974,500
6,741,600
1,600,000
19,425,000
12,045,000
49,314,532
20,625,696
6,981,000
26,685,869
10,921,643
0
14,980,000
1,280,000
461,936,283
ENDING
193,507
125,758
22,014
923,878
6,703
487,239
43,941
198,139
199,965
0
2,535,975
135,055
63,354
17,623
842,505
12,674
88,811
226,219
485,242
1,380,380
11,620,551
1,391
189,142
0
0
1,067,970
948,131
252,805
429,696
63,807
5,105,941
15,603,352
1,184,558
13,440,671
217,922
58,114,917
203
GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES
Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment
District bonds. Projects include street construction and improvements to Alga Road, Palomar
Airport Road and College Boulevard, Carlsbad Ranch, and La Costa Downs.
BR & TH Dist -(BID #2 and #3) 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 Alga Road street construction project.
CFD #1 - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic
projects, I-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 Palomar Airport Road
improvements adjacent to McClellan/Palomar Airport.
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 and the receipt of license taxes on new construction, are
used to fund various municipal capital projects.
Golf Course (GCF) - The Golf Course Enterprise Fund is used to pay for construction of the
City's Municipal Golf Course.
Letters of Credit (L/C) - Letters of Credit from developers help to finance various park
development projects.
Other - Contributions from other agencies or nearby cities fund projects including the South
Agua Hedionda Interceptor construction, and several street improvements.
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 Drainage (PLD) - Drainage facilities necessitated by growth are paid from
developer Planned Local Drainage Fees.
Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
204
Public Art (PUB ART) - The General Fund contributes 1% of General Capital Construction
(GCC) project appropriations to fund Public Art projects.
SDG&E - San Diego Gas & Electric Company installs underground utilities within the City
boundaries.
Sewer Benefit Area Fees (SEW BENEF) - Development fees collected for the construction and
improvement of interceptor systems located within specific Benefit Areas.
Sewer Connection (SEW CONN) - Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEW 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 GRNT) - State Grants include State and Local Transportation Funds for
various street improvements.
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. /STP) - Receipts of County Sales Taxes allocated
by the San Diego Regional Transportation Commission finance various bicycle, freeway
interchange, and local road improvement projects.
Water - Major Facility (MFC) - Development fees include Major Facility Fees used to fund
expansion of water lines and various water projects.
Water - Replacement (REPLCMT) - Water Replacement funds are included in water utility rates
and pay for the repair and replacement of existing water lines and facilities.
Water - Reclaimed Water (RECL WATER) - Reclaimed 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.
205
APPENDICES ""I
Org Key Department
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1997-98
Item Description Qty Cost
[GENERAL FUND |
0010110 CITY COUNCIL
0010210 CITY CLERK
0011010 CITY MANAGER
0011210 CITY ATTORNEY
0011410 PURCHASING
TOTAL GENERAL GOVERNMENT
0012210 FIRE ADMINISTRATION
0012220 FIRE SUPPRESSION
0012225 FIRE PREVENTION
0012230 FIRE EMERGENCY MEDICAL
0012240 DISASTER PREPAREDNESS
TOTAL FIRE
0013020 GEOGRAPHIC INFO. SYS.
COMMUNITY DEVELOPMENT
Lateral file cabinets
Subtotal City Council
Audio recording machine
Subtotal City Clerk
Furniture for the reception area in the City Council/
City Manager's office
Subtotal City Manager
Systems furniture
Copy machine
Subtotal City Attorney
Systems furniture
Carpet
Subtotal Purchasing
Modular office furniture
Subtotal Fire Administration
Battery charger/analyzer
OPTICOM receiver
Breathing apparatus
PASS automatic firefighter locating device
Breathing app. cylinders
Subtotal Fire Suppression
Modular workstations
Furnishings for new work stations
Padded mat
Subtotal Fire Prevention
Battery charger/conditioner
Subtotal Fire Emergency Medical
Telephone auto dialing system for emergency info.
Subtotal Disaster Preparedness
GIS Computer workstation
Subtotal GIS
2
1
1
1
1
5
3
1
1
5
30
14
2
2
1
3
1
1
1,200
1,200
7,000
7,000
7,000
7,000
6,000
6,000
12,000
25,000
5,000
30,000
$57,200
15,000
15,000
1,300
4,000
12,500
15,000
7,700
40,500
11,200
4,800
1,500
17,500
4,200
4,200
28,000
28,000
$105,200
22,305
22,305
$22,305
206
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1997-98
Org Key Department
001-4040 TECH SERVICES
001-4070 LA COSTA BRANCH
TOTAL LIBRARY
0015020 PARK OPERATIONS
0015035 RECREATION
0015042 AQUATICS
0015055 STREET MAINTENANCE
0015060 FACILITIES MAINTENANCE
0015065 SENIOR PROGRAM
0015070 TRAFFIC SIGNAL MAINTC.
TOTAL COMMUNITY SERVICES
Item Description
Pentium OCLC cataloging workstation
Subtotal Tech Services
Pentium computer with CD ROM and modem
DeskJet printers
Subtotal La Costa Branch
Aerifier (tow behind)
Field groomer/leveler
Turf sweeper
Turf utility vehicle
Fertilizer spreader
E-T 1 irrigation controller
Subtotal Parks Operations
Uneven parallel bars
Standard high bar
Subtotal Recreation Operations
Storage shed
Insulating pool blanket/covers
PVC lockers for patron's storage
Subtotal Aquatics
Trailer-mounted flashing arrow sign board
Concrete grinding machine
Root & stump grinder with trailer
Truck-mounted flashing arrow sign board
Metric pavement legend stencils
Computer
Color camm plus vinyl cutter/color printer
Subtotal Street Maintenance
Emergency generator for Fire Station #5
Steel storage shed
Blueprint copy machine
Emergency power generators for key City facilities
Subtotal Facilities Maintenance
Systems furniture
Subtotal Senior Program
Traffic signal controller cabinet w/rack and plug-ins
Subtotal Traffic Signal Maintenance
Qty
1
3
2
1
1
1
1
1
6
1
1
2
5
24
2
1
1
1
1
1
1
1
1
1
7
1
1
Cost
3,000
3,000
9,000
1,000
10,000
$13,000
4,900
6,000
15,800
15,000
3,900
9,600
55,200
2,150
1,300
3,450
2,400
7,900
4,500
14,800
13,000
3,700
12,000
4,000
7,000
2,500
6,500
48,700
14,000
3,000
8,000
89,000
114,000
6,000
6,000
7,500
7,500
$249,650
| TOTAL GENERAL FUND $447,355 |
207
Org Key Department
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1997-98
Item Description Qty Cost
[SPECIAL FUNDS
1212110 POLICE ADMINISTRATION
1212121 POLICE FIELD OPERATIONS
1212130 POLICE INVESTIGATIONS
Modular workstation
Subtotal Police Administration
Vehicle with police package and radio
Subtotal Police Field Operations
Voice stress analyzer
Vehicle with radio
Computer
Subtotal Police Investigations
1212140 POLICE TECHNICAL SERVICES Lap top computers
Computer
Portable multimedia projector
TOTAL ASSET FORFEITURE
Subtotal Police Investigations
1
1
1
1
1
3
1
1
6,000
6,000
23,500
23,500
10,000
21,500
2,600
34,100
12,000
2,600
4,500
19,100
$82,700
5016310 WATER OPERATIONS 1/2-ton Pickup Truck, V-8
Pentium PC with 17" monitor
Pentium PC MMX computer
Line Printer with 8 mb SIMM memory upgrade
Automated remittance processing system
Electronic postage meter
Automatic meter read equipment
Vertical map files
Movable storage files
Camcore road plates and shoring
Spread spectrum radios
Utility payment drop box
Subtotal Water Operations
5026310 RECLAIMED WATER OPERATIONS
Gas detectors
5116110 SANITATION
TOTAL WATER ENTERPRISE
Subtotal Reclaimed Water Operations
Pentium PC with 17" monitor (replacement)
Line Printer with 8 mb SIMM memory upgrade
Trailer mounted sewer rodder
Hydraulic vertical shoring
Sewage flow meters
Sewage pump "channel monster"
Gas detectors
Utility payment drop box
Lift station auto dialers
Subtotal Sanitation
1
1
1
1
1
1
1
2
1
4
4
1
3
1
1
1
2
2
1
3
1
2
16,500
3,200
2,500
3,800
20,400
5,100
35,000
3,000
13,500
8,000
5,800
3,000
119,800
6,000
6,000
3,200
3,800
15,000
2,000
12,000
22,000
6,000
3,000
4,400
71,400
$197,200
6215061 VEHICLE REPLACEMENT
TOTAL VEHICLE REPLACEMENT
Police patrol vehicles
Police utility vehicles - dog
Full size motorcycle
Intermediate sedans
Full size vans
Compact van
Utility vehicles
1/2 ton pickup trucks
3/4 ton pickup trucks
1 ton flatbed utility truck
10 cu yd dump truck
Boat & trailer
Paver
7
3
2
8
2
1
2
6
3
1
1
1
1
189,000
93,000
32,000
128,000
38,000
16,000
45,000
100,800
70,500
25,000
85,000
25,000
40,000
$887,300
208
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1997-98
Org Key Department Item Description
6401710 INFORMATION SYSTEMS NT/Fax server
Council notebook computers
Remote network access
File server upgrades
Safety Center wide area network upgrades
Network cable upgrade for main library
Network cable upgrade for CMWD
Redundant T1 link
Replace file servers
TOTAL INFORMATION SYSTEMS
Qty
1
3
1
1
1
1
1
1
2
Cost
15,000
9,600
46,500
5,400
53,400
7,100
12,200
37,000
13,700
$199,900
| TOTAL SPECIAL FUNDS $1,367,100
| GRAND TOTAL $1,814,455
m
m
e
s
e
Pit
i
E
m
m
m
P
M
C
P
in
209
CITY OF CARLSBAD
CONFERENCE TRAVEL 1997-98
ACCT NO DEPARTMENT
GENERAL FUND
0010110 CITY COUNCIL
0011010 CITY MANAGER
0010210 CITY CLERK
0011210 CITYATTORNEY
0011310 FINANCE
0010310 CITY TREASURER
0011410 PURCHASING
0011510 HUMAN RESOURCES
0012110 POLICE ADMINISTRATION
TRAVEL DESCRIPTION
#OF
PEOPLE DESTINATION
League of CA Cities Annual Conference
Mayor and Council Members Executive Forum
League of California Quarterly Dinner Meetings
League of CA Cities Policy Comm. Meetings
National League of Cities Conference
Meetings with Legislators in St. & Fed. Capitals
California Groundwater Tour
League of CA Cities City Mgr's. Conference
League of CA Cities Annual Conference
League of CA Cities Financial Mgmt Seminar
CCMA/MMASC Meetings
CSMFO Annual Conference
ICMA Annual Conference
Legislative Trips to State Capital
Legislators Meetings with Council Members
Innovations Group Meetings
CCAC Annual Conference
League of CA Cities Election Law Seminar
League of CA Cities Annual Conference
League of CA Cities Employee Relations
League of CA Cities City Attorneys' Meeting
League of CA Cities Planners Institute
SD Imperial Cnty City Attorney's Assoc Meetings
SD Imperial Cnty City Attorney's Spring Seminar
SD Imperial Cnty City Attorney Monthly Meetings
National Institute of Municipal Law Officers
Habitat Management Meetings
PARSAC
IMLA Mid- Year Meeting
ADA Workshop
League Conference Attendance
CSMFO Conference
CA Municipal Business Tax Conference
CA Municipal Business Tax Meetings
Local Chapter CSMFO and CWIG Meetings
GFOA Adv. Institute
Muni Treasurer's Assn of US & Canada - Ann Conf
LAIF Briefing
Monthly CA Assn of Public Pruchasing Officers
Annual Purchasing Officer's Conference
CALPELRA Annual Conference
Organizational Development Network Conference
League of California Cities
Misc Professional and Community Meetings
California Police Chiefs Association Conference
S.D. County Police Chiefs'/Sheriff s Association
S D, County Police Chiefs'/Sheriff's Annual Workshop
International Association of Chiefs of Police
League of CA Cities Annual Conference
Cal Chiefs Training Committee Meetings
210
5
2
5
1
2
1
1
2
3
1
4
1
1
1
1
1
1
1
2
1
2
1
1
3
1
2
2
1
1
1
1
2
1
2
1
1
1
1
1
1
San Francisco
Monterey
San Diego County
Sacramento
Washington DC
Sacramento
Sacramento/San Jose
SUBTOTAL CITY COUNCIL
Santa Barbara
San Francisco
Monterey
San Diego
Newport Beach
Vancouver
Sacramento
Washington, DC
Colorado Springs, CO
SUBTOTAL CITY MANAGER
Central California
Monterey
SUBTOTAL CITY CLERK
San Francisco
Monterey
Monterey
Monterey
Sacramento
Palm Springs
San Diego
Phoenix, AZ
Sacramento
Sacramento
Unknown
San Diego
SUBTOTAL CITYATTORNEY
Monterey
Newport Beach
California
Various
San Diego
Madison, Wl
SUBTOTAL FINANCE
Chicago, IL
Sacramento
SUBTOTAL CITY TREASURER
SD County
Glendale
SUBTOTAL PURCHASING
Monterey
Unknown
California
Local
SUBTOTAL HUMAN RESOURCES
California
S.D County
Borrego
Orlando, FL
San Francisco
Various
SUBTOTAL POLICE ADMIN
97-98
CONFERENCE
TRAVEL
REQUEST
4,575
1,160
600
600
4,050
1,440
620
13.045
1,530
2,185
755
550
900
1,355
1,650
1,700
1,175
11,800
925
775
1,700
1,800
600
1.410
715
350
610
288
1,285
300
300
1,500
44
9,202
1,700
1.400
600
250
650
1,000
5,600
1,380
300
1,680
300
700
1,000
2.000
1,000
2,000
2.000
7,000
695
120
300
1,350
1.245
500
4,210
CITY OF CARLSBAD
CONFERENCE TRAVEL 1997-98
ACCT NO
0012120
0012130
0012131
0012140
0012210
0012220
0012225
0013010
0013020
0013030
0013110
0013210
0013610
0014010
0014030
0014035
DEPARTMENT
POLICE OPERATIONS
POLICE INVESTIGATIONS
POLICE VICE/NARCOTICS
POLICE TECHNICAL SERVICES
FIRE ADMINISTRATION
FIRE SUPPRESSION
FIRE PREVENTION
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFO SYSTEM
ECONOMIC DEVELOPMENT
ENGINEERING
PLANNING
BUILDING INSPECTION
LIBRARY ADMINISTRATION
LIBRARY CENTRO
LIBRARY CHILDREN'S
TRAVEL DESCRIPTION
Court Mileage Reimbursements
FBI National Academy
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
PRC (CAD system) Annual Conference
Misc travel expenses for background investigations
California Fire Chiefs Association Conference
California Fire Chiefs Quarterly Meetings
Annual League of CA Cities Conference
International Assoc of Fire Chiefs Annual Conference
League of CA Cities - Fire Chiefs' Conference
League of CA Cities - Fire Chiefs Admin. Committee
Executive Fire Officer Symposium
Southern Calif. Fire Equip. Research Meetings
NFPA Standards Task Force Meeting
Fire Instructors Workshop
CA Fire Chiefs' Fire Prevention Conference
Fire Prev./Comm Ed Meetings & Workshops
League of CA Cities Annual Conference
ERSI/GIS User Conference
Arc/Info Regional Conference
League of California Cities
CALED Conference
Miscellaneous - In State
Miscellaneous - Out of State
League of CA Cities - Public Works Conference
Beach Erosion Committee (CSBPA)
American Planning Association State Conference
ICBO Annual Business Meeting
CALBO Annual Business Meeting
California Library Association Annual Conference
American Library Association Annual Conference
League of CA Cities Community Services Conference
California Library Association Legislative Day
Books in Spanish Conference
SERRA Mtos - Travel and Meeting Expenses
211
#OF
PEOPLE
1
1
1
1
1
1
1
1
1
1
4
1
1
1
1
1
1
4
4
1
1
1
1
1
1
1
1
3
DESTINATION
S.D. County
Quantico, VA
SUBTOTAL OPERATIONS
Various (ind. out of state)
SUBTOTAL INVESTIGATIONS
Various (ind. out of state)
TOTAL POLICE VICE/NARCOTICS
Unknown
Various (ind. out of slate)
SUBTOTAL POLICE TECH. SERVICES
California
California
California
Dallas. TX
Monterey
California
Emmitsburg, MD
SUBTOTAL FIRE ADMIN
Clark Co., NV & Phoenix, AZ
Unknown
San Jose
SUBTOTAL FIRE SUPPRESSION
Monterey
S D County
SUBTOTAL FIRE PREVENTION
San Francisco
SUBTOTAL COMM DEVEL ADMIN
Visalia
Lake Arrowhead
SUBTOTAL GEO. INFO SYS
San Francisco
S. California
Various
Various
SUBTOTAL ECONOMIC DEVEL
S. California
Unknown
SUBTOTAL ENGINEERING
No. California
SUBTOTAL PLANNING
Phoenix, AZ
Costa Mesa
SUBTOTAL BUILDING INSPCTN
Pasadena
Washington, DC
S Lake Tahoe
Sacramento
SUBTOTAL LIBRARY ADMIN
San Diego
SUBTOTAL CENTRO
San Diego County
SUBTOTAL CHILDREN'S
97-98
CONFERENCE
TRAVEL
REQUEST
2,000
1,500
3,500
3,000
3,000
2,000
2,000
1,200
1,000
2,200
1,000
535
404
1,150
609
468
425
4,591
1.470
600
2,960
5,030
1,000
100
1,100
945
945
1,115
688
1,803
920
975
3,100
5,000
9,995
1,300
600
1,900
1,450
1.450
1,400
950
2,350
BOO
1,150
775
350
3,075
100
100
360
360
CITY OF CARLSBAD
CONFERENCE TRAVEL 1997-98
ACCT NO
0014040
0014045
0014050
0014065
0014066
0015010
0015020
0015065
0015055
0015060
DEPARTMENT
TECHNICAL SERVICES
COLLECTION DEVELOPMENT
MEDIA SERVICES
ARTS OFFICE
SISTER CITY
COMMUNITY SERVICES ADM
PARKS LANDSCAPE
SENIOR PROGRAM
STREET MAINTENANCE
FACILITIES MAINTENANCE
TRAVEL DESCRIPTION
INLEX Users Group Annual Conference
California Library Association Conference
Annual CLA Conference
California Library Association Annual Meeting
League of CA Cities Comm Svcs Conferences
League of CA Cities Comm Svcs Meetings
Americans for the Arts Annual Conference
Sister Cities International Annual Conference
CA Park and Recreation Society Annual Conference
NATO Officers & Advisors Conference
National Recreation & Park Association
American Society of Landscape Architects Annual Conf.
CA Parks & Recreation Conference
American Society on Aging Conference
National Association of Multi-purpose Program Providers
Maintenance Superintendent's Conference
IFMA Monthly Meetings
IFMA International Conference
IFMA Regional Leadership Conference
IRWA Property Management Meetings
if OF
PEOPLE
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
DESTINATION
Monterey
Pasadena
SUBTOTAL TECH SERVICES
Pasadena
SUBTOTAL COLLECTION DEV.
S. California
SUBTOTAL MEDIA SERVICES
San Francisco/S. Lake Tahoe
N. California
Denver, CO
SUBTOTAL CULTURAL ARTS
San Diego
SUBTOTAL SISTER CITY
Long Beach
Tucson, AZ
Salt Lake City, UT
Atlanta, GA
SUBTOTAL COMM'TY SVCS ADM
Long Beach
SUBTOTAL PARK LANDSCAPE
San Francisco
Tampa, FL
SUBTOTAL SENIOR PROGRAM
Concord
SUBTOTAL STREET MAINT
San Diego
Dallas, TX
Phoenix, AZ
San Diego
SUBTOTAL FACILITIES MAINT
TOTAL GENERAL FUND
OTHER FUNDS
1903401/03
1333421
1625057
3913401
5016310
HUD SECTION 8 RENTAL
ASSISTANCE
AFFORDABLE HOUSING TRUST
STREET LIGHTING
COMM DEVELOPMENT
BLOCK GRANT
WATER DISTRICT
HAEDA Quarterly Information Meetings
Affordable Housing Project-Related Travel
Misc IES and ITS Seminars and Meetings
Cal-SLA Annual Meeting
Regional CDBG Administrators Meetings
Community Housing Resource Board Meetings
ACWA Fall '97 Conference
ACWA Spring '98 Conference
AWWA Fall '97 Conference
AWWA Spring '98 Conference
Electrical Power & Research Institute Conference
American Desalting Association Biennial Conf. & Expo
San Diego Water Works Meetings
P & M Meetings
Annual Itron Users Conference
Reuse Legislative Committee Meetings
212
2
2
2
1
3
3
3
3
1
1
4
2
2
1
Los Angeles
SUBTOTAL SECTION 8 HOUSING
San Francisco/Los Angeles
SUBTOTAL HOUSING TRUST FUND
S California
S California
SUBTOTAL STREET LIGHTING
San Diego
San Diego
SUBTOTAL BLOCK GRANT
Long Beach
Monterey
Long Beach
Costa Mesa
San Jose
San Antonio, TX
Local
Local
Detroit, Ml
Sacramento
SUBTOTAL WATER DISTRICT
97-98
CONFERENCE
TRAVEL
REQUEST
1,200
620
1,820
200
200
15
15
1,625
250
750
2,625
400
400
900
1,100
1,200
500
3,700
700
700
900
1,110
2,010
3,320
3,320
300
1,700
600
100
2,700
$116,126
684
684
600
600
900
700
1,600
50
100
150
1,420
1.450
1,125
710
415
415
296
1,184
947
2,038
10.000
CITY OF CARLSBAD
CONFERENCE TRAVEL 1997-98
ACCT NO DEPARTMENT
5026310 RECLAIMED WATER
5116110 SANITATION
6121930 RISK MANAGEMENT
6401710 INFORMATION SYSTEMS
8013410/11 REDEVELOPMENT
OPERATIONS
8033420 LOW/MODERATE INCOME
TRAVEL DESCRIPTION
Water Reuse Meetings
San Diego Water Reclamation Quarterly Meetings
California Water Environment Assoc. Conference
PARSAC Board of Directors Meetings
PARMA Conference
ERSI Arc Info Users Conference
Netwohd/lnterop Technologies Conference
Netware Users Conference
Permit Users Conference
Government Technology Conference
BiTech Users Conference
CA Redevelopment Association Annual Conference
Nonprofit Fed. for Hsg/Cornm Dev. Annual Conference
Affordable Housing Advisory Council Meetings
California Coastal Commission Hearing
National NAHRO Summer Conference
Housing Development Workshop-Nat'! Dev. Council
#OF
PEOPLE
2
2
4
1
1
1
1
1
1
1
2
1
3
1
1
1
1
DESTINATION
Local
Local
SUBTOTAL RECLAIMED WATER
Los Angeles
SUBTOTAL SANITATION
Unknown
Local
SUBTOTAL RISK MANAGEMENT
San Diego
Las Vegas, NV
Orange County
Visalia
Sacramento
California
SUBTOTAL INFO SYSTEMS
Monterey
SUBTOTAL REDEVELOPMENT
San Diego
San Francisco
Monterey
Out of State
San Francisco
SUBTOTAL LOW/MODERATE
TOTAL OTHER FUNDS
97-98
CONFERENCE
TRAVEL
REQUEST
200
400
600
2,300
2,300
1,510
140
1,650
200
1,550
200
850
1,000
1,000
4,800
1,180
1,180
180
1,800
900
950
1,320
5,150
$28,714
GRAND TOTAL TRAVEL $144,840
213
CONTINUING APPROPRIATIONS
1996-97 TO 1997-98
DEPARTMENT/PURPOSE AMOUNT
City Manager
Municipal report on Parks & Recreation brochure $2,255
City Attorney
Defense costs 22,800
City Clerk
Records management/imaging project 20,000
Human Resources
Provisional management analyst
Administrative services for recruitments in process
45,000
15,000
Fire
Complete Mac/PC computer conversion
Harmony Grove fire citizen's report
Weed abatement contract
116,200
14,000
34,895
Community Development
Training classes and consultants 10,000
Geographic Information Systems
Contract to map and automate detailed special area maps 10,000
Engineering
NPDES dry weather testing
Public education for the storm water program
SANDAG program
Segregation of assessments
18,600
22,100
6,700
5,000
Librar
Library materials
Adult learning scholarship funds
14,400
840
Streets
Cross gutter replacement
Thermo plastic crosswalk, legends, & arrow replacement
Sandblast painted lines
Storm drain cleaning at end of Batiquitos Drive
25,000
39,000
2,500
11,000
214
CONTINUING APPROPRIATIONS
1996-97 TO 1997-98
DEPARTMENT/PURPOSE AMOUNT
Facilities Maintenance
Safety Center public address system 16,000
Community Assistance
Community contributions 150,000
Subtotal General Fund $601,290
Police Asset Forfeiture
Capital equipment and special supplies 232,330
Law Enforcement Block Grant
Mac/PC computer conversion 71,100
Housing Trust Fund
Legal services 20,000
Audio-Visual Insurance
Audio-visual materials 9,500
Library Gifts/Bequests
Library materials 5,200
Audio-visual materials 1,700
Cultural Arts - Sister City
Delegation visits 1,571
Parks & Recreation
Irrigation repairs 2,126
Tree plantings 1,000
Landscape enhancements 1,000
Triathlon and luau festival expenses 3,027
Recreation special events supplies 3,958
Library - State Grants
Library materials 20,710
Arts - State Grants
Community arts support and outside services 16,045
215
CONTINUING APPROPRIATIONS
1996-97 TO 1997-98
DEPARTMENT/PURPOSE AMOUNT
Federal Grants - Section 8 Housing
Consultant services for Family Self-Sufficiency program 20,000
Misc. Federal Grants
Available year-end balance 124,225
Community Development Block Grant
Community contributions 1,563
Various Community Projects 518,079
Water Operations
Hardware/software for the Itron meter reading system 25,000
Sewer Maintenance
Sewer collection system rehabilitation program 20,000
Fleet Replacement
Capital purchases 136,500
Information Systems
Inter-facility telephone and data communication lines 9,530
Consultant for conversion of eMail and calendar systems 17,000
Software for eMail and calendar system conversion 16,000
Outside service to upgrade City telephone systems 72,000
Redevelopment Operations
Parking utilization and in-lieu fee study for Village area 1,000
Trolley/shuttle feasibility study 20,000
Street banners in the Village area 5,000
Subtotal Other Funds $1,375,164
Grand Total Continuing Appropriations $1,976,454
216
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 •
creates a restriction on the amount of revenue which can be appropriated in any fiscal year. •
The revenues which are subject to the Limitation are those considered "proceeds of taxes."
The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on
population growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the City. •
The factors used to calculate the 1997-98 Limit were:
> Population growth in Carlsbad, AND
> Growth in California per capita income.
The formula is outlined below:
1996-97 Expenditure Limit $1 14,872,674 »
m% Carlsbad Population Growth 1 .0275
Growth in California per capita income X 1.0467 p
Net Increase Factor 1.0755 ^
1997-98 Limit (1996-97 Limit X Factor) $123.547.140 _w
Current Appropriation of Proceeds of Taxes $32,888,408
The spending limit for the City of Carlsbad for 1997-98 is $123.5 million with appropriations of re
"proceeds of taxes" of $32.9 million. The result of the calculation provides the City with an
operating margin of $90.6 million.
Pm
m
to
217 Pi
Budget Calendar
DECEMBER
JANUARY
FEBRUARY
MARCH/APRIL
MAY
JUNE
• Request CIP project submittals.
• Operating revenue is projected for the General Fund.
• Budget policies set.
• Departments submit CIP requests to Engineering.
• Operating budget preparation manual is distributed to departments.
• Draft CIP is submitted to Department Heads.
• Departments submit Operating budget requests to Finance.
• Finance department analyzes and compiles the budget submittals.
• Preliminary revenue estimates and budget documents are submitted to the
City Manager.
• City Manager and Leadership Team conduct budget reviews.
• City Manager and Leadership Team review revenue forecasts.
• City Manager and Leadership Team conduct budget reviews.
• CIP Budget Workshop (Council meeting).
• Citizens Budget Workshop
• Preliminary budget documents are sent to the printer.
• Operating Budget Workshop (Council meeting).
• Public hearings on Operating and Capital Improvement Program budgets to
solicit citizen feedback regarding the budgets.
• Council adopts final budget, including: Operating Budget, Capital
Improvement Program, and Annual Spending Limitation.
218
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1) The City is not one single entity. It is the total of many entities, each with its
separate function and legal restrictions on the use of resources. In the private
sector, a corporation may have many "subsidiaries" which make up the parent
corporation; in the public sector, a city government may have a variety of "funds"
that provide the basis for separately recording the financial data related to a specific
entity. A fund is an accounting entity with a complete set of self-balancing
accounting records. Each fund has been established because of some restriction on
the use of resources received by that fund. This report includes the transactions of
all entities over which the City Council of the City of Carlsbad has authority (as
defined by the Governmental Accounting Standards Board.)
2) The City's accounting system operates on a modified accrual basis for all
governmental type funds. Governmental funds include the General, Special
Revenue, Debt Service, and Capital Projects Funds. A modified accrual system is
one where (a) revenues are recognized when they are both measurable and
collectable within the accounting period, or soon enough after the end of the period
to pay liabilities of the period; and (b) expenditures, other than principal and interest
on long-term debt, are recorded when liabilities are incurred.
3) The proprietary fund types (the Enterprise Funds and the Internal Service Funds)
use the accrual method of accounting. Revenues are recognized in the period
earned and expenses are recognized in the period incurred.
4) Internal controls exist within the accounting system to ensure safety of assets from
misappropriation, unauthorized use or disposition, and to maintain the accuracy of
financial record keeping. These internal controls must be established consistent
with sound management practices based on the cost/benefit of the controls
imposed. The cost of a control should not be excessive in relation to its benefit as
viewed by City management. The internal controls in existence within the City's
system are sufficient to ensure, in all material aspects, both the safety of the City's
assets and the accuracy of the financial record keeping system.
5) Budgetary control is maintained through monthly reports on all revenue and
expenditure accounts as well as special reports summarizing the financial position of
the City. The City Council has authority to control the budget through adoption of a
formal budget at the beginning of each year and by amending the budget as
necessary through the year. Expenditures should not exceed budgeted figures. All
appropriations expire at the year end unless specifically carried into the new fiscal
year by Council actions. The Carlsbad Municipal Code requires that the Financial
Management Director annually prepare the budget for the City Manager showing
estimated revenues and expenditures.
6) Controls on the use and transfers of budget funds are outlined in the adopted budget
resolution in the Appendix of this document.
219
1 ij RESOLUTION NO. _i7^5_18
2 ii A RESOLUTION OF THE CITY COUNCIL OF THE CITY
'j! OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
3 OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 1997-98 FOR THE
4 ji CITY OF CARLSBAD AND ESTABLISHING CONTROLS
ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
5 j! FUNDS
6 I!II
7 j| WHEREAS, the City Council of the City of Carlsbad, California has
ij
g | reviewed the proposed final Operating Budget and Capital Improvement
;j
g |j Program for fiscal year 1997-98 and has held such public hearings as are
10
11
12
13
14
15
16
i|
necessary prior to adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of Carlsbad, California, as follows:
1. That certain documents now on file in the office of the City Clerk
of the City of Carlsbad entitled, "City of Carlsbad, 1997-98 Operating Budget and
1997-98 to Buildout Capital Improvement Program - Preliminary" as amended in
accordance with Exhibits A through D attached hereto and incorporated by
17 reference herein, is hereby adopted as the final Operating and Capital
18 Improvement Budgets for the City of Carlsbad for the fiscal year 1997-98.
19 2. That the amounts reflected as estimated revenues for fiscal year
20 1996-97 as shown in Exhibits A and B are hereby adopted as the final budgeted
21 revenues for 1996-97.
22 3. That the amounts designated as the 1997-98 Budget request in
23
Exhibits A and B are hereby appropriated to the department or fund for which
24
they are designated, and such appropriation shall not be increased except as
25
provided herein.
26
4. That total appropriations for each fund may only be increased or
27
decreased by the City Council by passage of a resolution amending the budget.
28
220
1 5. That the following controls are hereby placed on the use and
2 transfers of budget funds:
3 A. No expenditure of funds shall be authorized unless sufficient
4 funds have been appropriated by the City Council or City Manager as described
below.
6 i. The City Manager may authorize all transfers of funds from
7 account to account within any department.
8 ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate to department heads the
authority to make budget transfers within their own departments.
12 iv. The City Manager may authorize budget adjustments
13
involving offsetting revenues and expenditures; the City Manager may authorize
14
increases in an appropriation for a specific purpose where the appropriation is
15
offset by unbudgeted revenue which is designated for said specific purpose.
16
v. The City Council must authorize all transfers of funds from17
the budgeted Contingency Account.18
B. The City Manager may authorize emergency out of statei y
travel for public safety or emergency services purposes.
21 C. The City Council must authorize any increase in the number
22 of authorized permanent personnel positions above the level identified in Exhibit
23 C. The City Manager may authorize the hiring of temporary or part time staff as
24 necessary, within the limits imposed by the controls listed above.
25 6. That the legal level of budgetary control is the fund level. Budgets
26 may not legally be exceeded at the fund level without appropriate authorization
27 by the City Council.
28
221
7. That all appropriations for Capital Improvements Projects
remaining unexpended at June 30, 1997 are hereby appropriated for such capital
projects for the 1997-98 fiscal year.
4 8. That 1996-97 appropriations in the approximate amount of
5 $1,976,454 are hereby continued into 1997-98 for the purposes shown in Exhibit
6 D. All appropriations for outstanding encumbrances as of June 30, 1997, are
hereby continued into 1997-98 for such contracts or obligations.
o 9. That a transfer of $330,000 from the General fund balance to the
g
General capital construction fund for fiscal year 1997-98 is authorized.
10 10. That the reimbursement for business mileage will be set at the
11 rate established from time to time by the IRS (as of June 1997, the business
12
mileage reimbursement is $0.315 per mile.)
13
PASSED, APPROVED AND ADOPTED at a regular meeting of the
14
City Council on the 24th day of JUNE 1997, by the following vote, to
15
wit:
16
AYES: Council Members Lewis, Finnila, Nygaard, Kulchin, Hall
17
NOES: None18
ABSENT: None* y
20 voi-rtnrse A- i tM^ier- Mayor
21 ATTEST:
22 ' AA ^i JJ O
23 ALETHA L. RAUTENKRANZ, City Clerk \ (SEAL)
24 n
Exhibit A includes: (1) Projected Fund Balances, Budget Expenditure Schedule, and Revenue Estimates
25 which can be found in the Overview section of the budget, and (2) the Planned Capital Outlay Items which
can be found in the Appendix.
- 26
Exhibit B includes the Projected Fund Balances, Revenue Estimates, Budget Expenditure Schedule, and
Capital and Future Projects schedules which are located in the Capital Improvement Program section of the
budget.
OO
Exhibit C is the Personnel Allocations which are included in the Appendix of the budget.
Exhibit D is the Continuing Appropriations schedule which is located in the Appendix of the budget.
222
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
RESOLUTION NO. 97-519
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA ESTABLISHING THE 1997-98
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF
THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XIIIB of the California State Constitution requires that
governments annually establish a limit on the appropriation of proceeds of taxes;
and
WHEREAS, State law requires that this limit be presented to the
governing body of each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a
newspaper of general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That the City Council of the City of Carlsbad, California, does hereby
establish and adopt the 1997-98 appropriation limit of one hundred twenty-three
million, five hundred and forty-seven thousand, one hundred and forty dollars
($123,547,140) as computed in Exhibit A attached hereto.
2. That the City Clerk is directed to publish this Resolution in a
newspaper of general circulation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City
Council on the 2^th day of June , 1997, by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Nygaard, Kulchin, and Hall
NOES: None
ABSENT: None
ATTEST:
X.
ALETHA L. RAUTENKRANZ, City Clerk \ (SEAL)
Exhibit A is the Gann Appropriations Limit which is detailed in the Appendix of the budget.
223
GLOSSARY
Appropriation: A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation: A dollar value placed on real estate or other property by San Diego
County as a basis for levying property taxes.
Balanced Budget: A budget in which planned expenditures do not exceed planned funds
available.
Beginning/Ending Fund Balance: Unencumbered resources available in a fund from the
prior/current year after payment of the prior/current year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the original
investment, plus interest, by a specified future date.
Budget: An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds which can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program: A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and with an estimated
useful life of more than one year, such as automobiles, and office furniture, which appear in the
Operating Budget.
Cost Allocation: A method used to charge General Fund overhead costs to other funds, such
as enterprise funds and internal service funds.
Debt Service: The payment of principal and interest on borrowed funds such as bonds.
Department: An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund: A fund type established to account for the total costs of selected
governmental facilities and services which are operated similar to private enterprises. These
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation for identified goods and
services.
Fee: A general term used for any charge levied by government for providing a service or
permitting an activity.
224
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July, 1 to June, 30.
Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Community Services, 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 Management Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Management Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
Interfund Transfers: Payments from one fund to another fund, primarily for work or services
provided.
Internal Service Fund: A fund which provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service Funds include Fleet
Maintenance, Information Systems, and Workers' Compensation Insurance.
Maintenance and Operation: A general category used for classifying expenditures for
materials, supplies and services which are normally used within the fiscal year.
Operating Budget: The annual appropriation of funds for on-going program costs, which
include salaries, benefits, maintenance, operation, and capital outlay items.
Operating Costs: Estimated expenses which can be expected to occur following the
construction of a Capital Improvement Project.
Personnel: Costs associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses,
interest, and grants during the fiscal year.
Special Revenue Funds: A fund which collects revenues that are restricted by the City, State,
or Federal Government as the method to which they may be spent.
225
About the City of Carlsbad, 24
Accounting Systems and Budgetary Control, 219
Adult Learning Program, 115
Adult Services, 107
Analysis of Available Balances, 196
Arts Special Events, 122
Asset Forfeiture - Various, 84
Audiovisual Insurance, 117
Economic Development, 96
Emergency Medical Services, 90
Engineering, 100
Expenditures CIP, 171
Expenditure Schedule, 37, 183
B
Balancing the Budget. 10
Bicycle Patrol, 85
Budget Awards, 26
Budgetary Policies. 27
Buena Vista Creek Channel Maintenance. 146
Building Inspection. 103
Facilities Maintenance, 137
Field Operations, 71
Finance, 54
Fire Administration, 87
Fire Summary, 86
Fire Prevention, 89
Fire Suppression, 88
Fund Balances, 35, 179
Future Fees Calculation, 170
c
Calendar. 218
California Assembly Bill 1600. 178
Capital Improvement Program, 11, 167
Capital Improvement Projects 1997-98, 174
Capital Outlay Items. 206
Capital Projects to Buildout, 184
Cash Management. 56
Centre de Information. 110
Children's Services. 111
CIP Budget Expenditure Schedule. 183
CIP Projected Fund Balances. 179
CIP Revenue Estimates. 181
City Attorney. 53
City Clerk. 51
City Council. 49
City Manager. 50
City Manager's Transmittal Letter. 1
Collection Development & Acquisitions. 113
Communications Center. 81
Community Development Administration, 94
Community Development Block Grant. 160
Community Development Summary', 93
Community Services. 123-151
Community Services Administration. 124
Community Services Summary. 123
Continuing Appropriations. 214
Crime Prevention. 80
Cultural Arts. 119
Gann Appropriations Limit, 217
Genealogy/Local History, 109
General Fund, 7
General Government, 48-67
General Government Summary, 48
General Liability, 63
Geographic Information System, 95
Glossary - Capital Projects, 204
Glossary, 224
Golf Course, 149
Growth Assumptions, 168
Growth Management/Habitat Management. 102
Growth Management Plan 177
H
Health Insurance, 64
Highlights. 3
Housing - Rental Assistance, 157
Housing and Redevelopment, 152-161
Housing and Redevelopment Summary, 152
Housing Trust Fund - Administration, 158
How the Budget Document is Organized, i
Human Resources, 62
D
D.A.R.E. 79
Debt Management Issues. 12
Disaster Preparedness. 92
Information Systems, 65
Investigations, 74
J
Juvenile Diversion. 76
p
La Costa Branch, 116
Land Use Planning, 100
Library Gifts, 118
Library/Culture, 104-122
Library/Culture Administration, 105
Library/Culture Summary, 104
Low/Moderate Income Housing, 156
M
Major Street Maintenance, 135
Media Services, 114
Median Maintenance, 144
Miscellaneous Non-Departmental, 67
TV
New Programs, 32
_
Overview, 4
Operating Budget Overview, 27
Operating Expenditures. 5, 31, 37
Organization Chart, ii
Other Funds. 10,33
Park Operations, 127
Parks and Recreation Commission. 126
Personnel Allocations, 16
Planning Commission. 101
Police Administration. 70
Police Summary, 69
Property' and Evidence. 77
Public Safety, 68-92
Public Safety Summary, 68
Purchasing, 58
R
Records. 82
Recreation - Agua Hedionda Lagoon, 132
Recreation - Aquatics, 131
Recreation Fee Supported, 130
Recreation Operations, 129
Redevelopment Debt Service, 155
Redevelopment Operations, 153
Reserve Program • See Volunteer Services
Resolution, 220,223
Revenues - Capital Projects, 168
Revenue Estimates, 41, 181
Revenue Projections - General Fund, 29
Revenue Projections - Operating, 4, 28
Sanitation Services, 166
School Resource Officers, 83
Senior Donations, 141
Senior Nutrition, 140
Senior Programs, 138
Sister City, 121
Solid Waste Management, 147
Staffing, 10
Statistical Information, 24
Street Lighting, 145
Street Maintenance, 133
Street Tree Maintenance, 142
Summary, 14,34, 176
Technical Services - Library, 112
Technical Services - Police, 78
Threats to the General Fund. 10
Traffic, 72
Traffic Signals, 136
Travel, 210
V
Vehicle Maintenance. 150
Vehicle Replacement, 151
Vice/Narcotics, 75
Volunteer Services/Reserve Program, 73
w
Water and Sanitation, 162-166
Water and Sanitation Summary, 162
Water Operations, 163
Water Reclamation, 165
Weed Abatement, 91
Worker's Compensation, 62
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