HomeMy WebLinkAbout; ; 1998-1999 Budget; 1998-07-01City of Car]sba ,
California
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Operating Budget
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Capital Improvement Program
1998-1999
City of Carlsbad
1998-99 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
Administrative Services Director
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Hildabrand, C.P.A.
CITY OF CARLSBAD, CALIFORNIA
1998-99 BUDGET
TABLE OF CONTENTS
How the Budget Document is Organized i
Organization Chart ii
BUDGET OVERVIEW
City Manager's Transmittal Letter 1
1998-99 Budget Highlights 3
Projected Fund Balances 13
Personnel Allocations 14
About the City of Carlsbad 16
CSMFO Budget Awards •. 18
OPERATING BUDGET
Overview 21
Projected Fund Balances 32
Expenditure Schedule 34
Revenue Estimates 38
Departmental Summaries
Policy and Leadership Group
Policy and Leadership Group Summary 45
City Council 46
City Clerk 47
City Treasurer 49
City Manager 51
City Attorney 52
Administrative Services
Administrative Services Summary 53
Finance 54
Purchasing 56
Human Resources 58
Worker's Compensation 60
Risk Management 61
Health Insurance 62
Information Systems 63
Miscellaneous Non-Departmental 65
Public Safety
Public Safety Summary 67
Police Department Summary 68
Police Administration 69
Field Operations 70
Traffic 71
Volunteer Services/Reserve Program 72
TABLE OF CONTENTS
Page Two
Public Safety (continued)
K-9 74
Lagoon Patrol 75
Investigations 76
Vice/Narcotics 77
Juvenile Diversion 78
Property and Evidence 79
Family Services 80
Technical Services 81
DAR.E 82
Crime Prevention 83
Police School Resource Officers 84
Communications Center 85
Police Records 86
Various Asset Forfeiture 87
Bicycle Patrol 88
Fire Department Summary 89
Fire Administration 90
Emergency Operations 91
Fire Prevention 92
Weed Abatement 93
Disaster Preparedness 94
Community Development
Community Development Summary 95
Administration 96
Land Use Planning 97
Planning Commission 98
Geographic Information System 99
Economic Development 100
Building Inspection 102
Housing & Redevelopment Summary '. 103
Redevelopment Operations 104
Redevelopment Debt Service 106
Low/Moderate Income Housing 107
Housing - Rental Assistance 108
Administration Housing Trust Fund 109
Community Development Block Grant 111
Community Services
Community Services Summary 113
Library Summary 114
Administration 115
Adult Services 117
Genealogy/Local History 119
Centra de Information 120
Children's Services 121
Technical Services 122
Collection Development & Acquisitions 124
Media Services 125
Adult Learning Program 126
TABLE OF CONTENTS
Page Three
Community Services (continued)
La Costa Branch 127
Audiovisual Insurance 128
Library Gifts 129
Cultural Arts Summary 130
Arts Office 131
Sister City 133
Arts Special Events 134
Recreation Summary 135
Park Planning & Recreation Management 136
Recreation Fee Supported 138
Recreation -Aquatics 140
Recreation - Agua Hedionda Lagoon 142
Recreation Operations 143
Parks and Recreation Commission 144
Senior Summary 145
Senior Programs 146
Senior Donations 148
Senior Nutrition 149
Public Works
Public Works Summary 150
Public Works Administration 151
Engineering 152
Maintenance Summary 154
Park Maintenance 155
Major Street Maintenance 157
Street Maintenance 158
Facilities Maintenance 160
Traffic Signal Maintenance 161
Street Tree Maintenance 162
Median Maintenance 163
Street Lighting 164
Buena Vista Creek Channel Maintenance 165
Carlsbad Golf Course 166
Vehicle Maintenance 167
Vehicle Replacement 168
Utility Summary 169
Water Operations 170
Recycled Water Operations 171
Sanitation Services 173
Solid Waste Management 174
TABLE OF CONTENTS
Page Four
CAPITAL IMPROVEMENT PROGRAM
Overview 176
Projected Fund Balances 187
Revenue Estimates 189
Budget Expenditure Schedule 190
Current & Future (1998-99 to Buildout) Projects 191
Analysis of Available Balances 201
Glossary of Capital Project Funding Sources 209
APPENDICES
Planned Capital Outlay Items 212
Conference Travel 216
Continuing Appropriations 220
Gann Appropriations Limit 223
Budget Calendar 224
Accounting Systems and Budgetary Control 225
Resolution Adopting the Budget 226
Resolution Adopting the Appropriation Limit 229
Glossary 230
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 major service area such as Policy and Leadership Group,
Administrative Services, Public Safety, Community Services, Community Development,
and Public Works. Within these broad categories, the budget is organized on a
departmental basis. Summaries, financial and descriptive, are included for 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 1998-99 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 1998-99 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 1998-99 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 1998-99
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.
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OVERVIEW
City of Carlsbad
Finance Department
To the Honorable Mayor and City Council:
1998-99 BUDGET TRANSMITTAL
I am pleased to submit the 1998-99 Operating and Capital Improvement Program Budgets for
the city of Carlsbad which total $168.3 million with projected revenues of $172 million. Of the
total budget, $94.3 million (56%) will be used to finance the operations of the City while $74
million (44%) will go towards the construction of capital improvements throughout Carlsbad.
Our goal has been to prepare a comprehensive financial plan for all services, programs, and
capital projects which will assist the Council in the achievement of its vision for Carlsbad.
It is apparent from a review of the revenue picture that the city of Carlsbad has seen a return of
economic prosperity. Revenue growth in almost every area has been strong and is expected to
persist throughout the upcoming year. Commercial development in Carlsbad continues with the
opening of the Four Seasons Resort and the Carlsbad Company Stores, a specialty retail mall,
in 1997. The addition of Legoland in 1999 will spur other commercial development and
strengthen Carlsbad's position as a resort destination.
Carlsbad's reputation for quality has also enhanced it's residential and industrial development.
There is a strong demand for housing in the City creating upward pressure on housing prices
and development of a number of new residential projects. The pace of development in the
industrial corridor has also picked up resulting in the addition of a variety of new jobs to the City.
All of these provide for the economic well being of our citizens as well as providing additional
revenues for the City.
The 1998-99 Budget reflects these improvements in the economy and provides funding for a
number of service enhancements. The new 64,000 square foot library is under construction
and will be opening in summer 1999. Public safety needs have been addressed with the
addition of six new positions in the police department. Other enhancements to services in the
1998-99 budget include improved maintenance to City parks, expansion of youth programs,
additional enrichment classes and a village sidewalk cleaning program. There is also a
substantial amount of funds appropriated to improve the circulation in Carlsbad. This will
ensure that we are 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. Staff has been working to develop a
plan to provide for habitat for endangered species as required by Federal and state agencies;
however, the cost of the plan continues to spiral upward. The ultimate cost to the City could be
as much as $25 million. In addition, the cost to upgrade our emergency communication
systems will now need to be paid from General fund monies due the passage of new legislation.
Despite these threats, Carlsbad, as a City, has continued to grow and prosper. The Council's
work in creating the vision of Carlsbad and then providing the leadership and funding to move
toward that vision has created a very livable City with a solid financial base. The 1998-99
1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 • (760) 434-2867 • FAX (760) 434-8164
1
operating budget and capital improvement program continues to move the City towards its
vision and allows for the achievement of Council's strategic goals for 1998.
I would like to express my appreciation to the City Council for providing the direction and
support which are crucial to the ability of the City to achieve its goals. I would also like to
recognize the contributions of the City staff for not only creating a successful operating plan and
capital improvement program; but, also for their commitment to providing top quality services to
all who live, work and play in Carlsbad. Their efforts are critical to the City's ultimate success. I
offer them all my thanks for a job well done.
RA
City Manager
June 16,1998
CITY OF CARLSBAD
1998-99 BUDGET HIGHLIGHTS
WHERE THE MONEY COMES FROM....
1998-99 TOTAL REVENUES
$172 MILLION
Capital Revenue
$71 42%
Other
$6.2 3%
Interest
$2.5 1%
Inter-
Govern-
mental
$3.6 2%
Taxes
$36.5 21%
Utility Charges
$26 15%
Licenses and
Permits
$4.6 3%
State
Subventions
$3.1 2%
Charges for Inter-
Services Departmental
$7 4%$11.5 7%
WHERE THE MONEY GOES . . .
Capital Projects
$74 42%
1998-99 TOTAL BUDGET I
$168.3 MILLION |
Policy/ Admin.
Leadership Svcs. Public Safety
$2.3 1% $9.2 6% $20.3 13%
Comm.
Development
$10.2 6%
Community
Services
$7.6 5%
Non Dept.&
Contingency
$7.2 4%
Public Works
$37.5 23%
In millions
BUDGET OVERVIEW
The 1998-99 budget for all City funds totals $168.3 million, of which $94.3 million is the
operating budget and $74 million is the capital improvement budget. Operating
revenues total $101 million and capital revenues total $71 million for a total of $172
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 these needs. The 1998-99 CIP contains the current year budget
allocation and outlines approximately 208 future projects at a total cost of $460.4 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 revenue projections
for all fund types followed by a summary of operating expenditures by program. The
operating budget section will conclude with budget balancing actions, staffing
information, and threats to the City's fiscal stability. A discussion of the Capital
Improvement Program makes up the second half of the report with a brief description of
notable projects. It also addresses debt management including a schedule of the
outstanding bond issues.
1998-99 Operating Revenues
by Fund Type
$101 Million
Internal
Service
S8.9
Enterprise
S27.8
Redevelop-
ment
S1.8
OPERATING BUDGET
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.
General Fund
Revenues
The fund receiving the
largest slice of the revenues is the General fund, with estimated revenues of $55.4
million. The General fund provides funding for the majority of services available to City
residents. The majority of the General fund revenues are derived from taxes, which
equal $36.5 million, or 66%, of the total. The following graph illustrates the sources of
revenue to the General fund.
Special Revenue
$7.1
General
S55.4
In Millions
Sales taxes are
the number one
source of
revenue for the
General fund.
Sales taxes are
estimated to bring
in $15.2 million
for the 1998-99
fiscal year which
is 27% of the
General fund
revenues.
Automobile and
department store
sales are
significant
contributors to
the category of
sales tax.
1998-99 General Fund Revenues
$55.4MiIlion
Licenses
Permits
$4.6 8%
Charges for
Services
$7.0 13%
Other
Revenue
$2.7 5%
Sales Tax
$15.2 27%
Transfer Tax
$0.6 1%
Subventions
$3.1 6%
Franchise Tax
$1.6 3%
Transient Tax
$5.8 10%
Interest
$1.5 3%
Property Tax
$13.3 24%
In millions
Property taxes, at $13.3 million, account for 24% of General fund revenues. Transient
occupancy taxes (TOT), at $5.8 million, reflect a 5% increase over the 1997-98
estimate. Franchise taxes and transfer taxes make up the remaining $2.2 million in tax
revenues collected by the City.
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 $3.1 million, or 6%, of the General fund
revenues.
Licenses and permits account for $4.6 million, or 8%, of the General fund revenue and
include building permits and business licenses. Charges for services are estimated to
be $7 million or 13% 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 $2.7 million, or 5%, of the General fund
revenue. Interest earned on funds held and invested by the City total $1.5 million, or
3%, of the total revenues.
Special Revenue Fund Revenues
Special Revenue fund revenues are estimated at $7.1 million for 1998-99. Examples of
funding resources include grants and special assessments. Funds collected in the
category of Special Revenue are legally restricted to specified purposes. The types of
functions supported with Special Revenue funds include programs funded by specific
revenue streams such as Section 8 Housing Assistance, Housing Trust fund,
Community Development Block Grants (CDBG), and maintenance and assessment
districts.
Enterprise Fund Revenues
Revenues from the Enterprise funds make up the second largest revenue, totaling $27.8
million. 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.
Internal Service Fund Revenues
Internal Service fund revenues, projected to be $8.9 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
Redevelopment Agency revenues, estimated to be $1.8 million, come mainly from
property taxes collected within the redevelopment area. Funds collected within the
redevelopment area must be used to repay the debt incurred and administration of the
Agency.
Operating Budget by Program
The total operating budget for the City equals $94.3 million which represents an
increase of $6.8 million compared to the 1997-98 final budget. The operating budget is
categorized by major service area (MSA). Five MSAs were identified during the 1997-
98 organization redesign process which represent the key businesses of the City.
These five areas are governed by the top executives of the City. The graph below
shows the operating budget for each of the MSAs.
1998-99 OPERATING EXPENDITURES
$94.3 MILLION
40.0
Total funding allocated for the Policy and Leadership Group for 1998-99 is $2.3 million.
This MSA encompasses all elected officials and the chief executive offices for the City.
These include the City Council, City Manager, City Clerk, City Attorney, and City
Treasurer.
The Administrative Services MSA, with a budget of $9.2 million, includes finance,
human resources, purchasing, information systems, health insurance, general liability,
and workers' compensation. These departments provide services to internal City
departments.
Public Safety services are funded at $20.3 million and include all the police and fire
programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs,
fire prevention, emergency operations and disaster preparedness. The 1998-99 budget
includes six new positions in the police department based upon the anticipated growth in
the City. These positions will be used in patrol, property and evidence support, lagoon
patrol, juvenile investigation, and technical support.
Community Development, with a budget of $10.2 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. Also included under
Community Development are the housing and redevelopment programs.
Community Services, with a budget of $7.6 million, is made up of the library, recreation,
cultural arts and seniors programs. These programs are provided to a wide range of
people and assist in their education and cultural development. The 1998-99 budget
includes increases in service levels for many of these programs. With a new 64,000
square foot library due to open in the summer of 1999, five additional positions have
been funded as well as an increase in the budget for books and materials. The
expansion of recreation programs includes lifeguard services at Carlsbad High School,
additional enrichment classes, expansion of Triathlon and beach festival, enhancement
of youth programs, and increased hours of operation at the City's community pool.
The service area requiring the largest amount of funds is Public Works with a budget of
$37.5 million. Public works is responsible for the building and maintenance of all of the
City's infrastructure and facilities and for the provision of utility services. It is comprised
of the engineering, parks, streets, facilities, fleet, water and sewer departments. The
building of the majority of the projects outlined in the $74 million Capital Improvement
Program is also a responsibility of this MSA.
The Non-Departmental and Contingency account includes non-departmental programs
(such as community promotions, community contributions and assessment services)
and Council's contingency account. The contingency account is available to Council for
emergencies and unforeseen program needs that arise during the year. The
Contingency account this year is budgeted at approximately $3.9 million, which is $2.4
million higher than the amount adopted in the 1997-98 budget. In total, the contingency
account amounts to 7% of the General fund budget.
Balancing the General Fund Budget
Balancing revenues with the demand for new or increased services is one of the major
challenges faced by the City Council and staff as the budget is developed. Revenues
received by the City set constraints on the amount of services that can be provided.
Fortunately, due to increasing revenues this year, Council was able to add several new
or increased services. The new or increased service levels include: increased police
staffing, increased park maintenance, additional staff for the new Carlsbad library,
expanded recreation programs, improved technology and enhanced safety program.
The increase in revenues has also allowed the City to "undo" some of the actions taken
in past years when revenues were decreasing or stagnant. Funding for the DARE and
Juvenile Diversion programs, as well as the costs of the school resource officers
program, which were funded with asset forfeiture funds in past years, were moved back
to the General fund. In addition, the major street maintenance and repair programs
totaling $552,000 were also moved back to the General fund from the Gas Tax fund.
Staffing
The 1998-99 budget includes a total of 548.25 permanent positions (both full time and
%-time positions) and 111.41 part-time positions (in full-time equivalents). One position,
a fire captain specialist, remains unfunded in the 1998-99 budget.
Threats To Carlsbad's Fiscal Stability
Despite the rosy economic outlook and the strong revenue growth experienced in recent
years, there are some clouds lingering on the horizon in Carlsbad. The most significant
of these are described below:
Vehicle License Fees
There are currently several bills pending in the State Legislature which would abolish or
reduce the vehicle license fees (VLF). Vehicle license fees are paid when you register
your vehicle and were put in place in lieu of personal property tax on automobiles.
These revenues are distributed to cities and counties to offset the amount of personal
property taxes lost.
For 1998-99, the City expects to receive $2.9 million in vehicle license fees. If this fee is
repealed, it is unlikely that the City would be able to replace the tax because of the
constraints of Proposition 13 and recent Proposition 218. If any of these bills were to
pass without the backfill of monies from the State, cuts will be necessary from the
budget presented here in order to maintain a balanced budget.
Regional Communication System
Beginning in 1997 and running through the year 2002, the County, 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 opined that
the CSA charge had to be approved by the voters and the matter was placed before the
citizens in June 1998.
Although a majority of the voters approved the proposition, it did not receive the
required 2/3 vote which was needed to pass the measure. The City has enough
available funds to pay the 1998-99 costs; however, the financing of the future years'
costs must still be determined.
Habitat Management Plan(HMP)
The HMP is a plan that will conserve the habitat throughout the City of Carlsbad for
endangered and threatened species while allowing development to continue. It is linked
to larger, regional efforts having the same objectives. Carlsbad's HMP has not been
approved by the resource agencies and the City is considering whether to continue to
pursue its approval due to substantial costs to implement the program to the resource
agencies satisfaction.
Recent information produced by SANDAG and City staff projects that implementation of
the HMP could result in one-time costs to the City of $25 million to $50 million and
recurring costs of $500,000 per year to maintain the habitat areas. It is uncertain how
the City would be able to finance such a large expense. If the HMP is not approved, it
could significantly impact the ability of the City to develop to its full potential. The fiscal
impact of this alternative on the City's future finances has not yet been evaluated. The
City is continuing to work with the resource agencies on the Habitat Management Plan
in the hope of finding a solution that will be beneficial to its citizen's as well as
satisfactory to the state and federal agencies.
No allocation has been made in the 1998-99 budget for costs related to any of the
above issues. These issues are of major concern to the City and the Council and staff
will be working diligently over the next year to bring them to resolution.
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad's 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 1998-99 totals
$74 million. Some of the notable capital projects included in the 1998-99 budget are
described below:
• Poinsettia Park improvements will continue over the next year with the
addition of new ballfields, soccer field fencing, and a restroom. Costs are
estimated at $450,000 and will come from Public Facility Fees.
• The Public Safety and Service Center is scheduled to be built in 1998-99 with
an appropriation of $4.3 million from CFD#1, and $500,000 from Sewer
Fees. This facility will be located near the Safety Center, and will house the
yard facilities for the streets, parks and utility departments as well as other
public works staff.
• A $6 million appropriation is planned from Sewer Benefit Area fees for the
Vista Carlsbad Sewer Trunkline which extends from Jefferson Street near
Interstate 5, south to the Encina Wastewater Pollution Control Facility. In
addition, the South Agua Hedionda Interceptor will be constructed with an
appropriation of $2.7 million from Sewer Connection Fees.
• Construction of the Municipal Golf Course is expected to begin during 1998-
99, once all the resource agency approvals have been obtained. The total
cost is approximately $14,000,000 which will be paid from bond proceeds.
• The South Carlsbad Village Storm Drain will be constructed along Oak
Avenue to the Agua Hedionda Lagoon.
• Major waterlines will be constructed in the following areas: along the new
sections of Cannon Road, Faraday Avenue, and Poinsettia Lane, as well as
along El Camino Real from Palomar Airport Road south, along Jefferson
Street from Pio Pico to Robinsons-May, and along Carlsbad Boulevard from
the Maerkle Reservoir to El Camino Real. These projects are funded from
Water Connection and Replacement fees.
• Bridge and Thoroughfare District No. 2 was recently formed to fund the
extension of Poinsettia Lane north to Palomar Airport Road, and the
extension of Aviara Parkway east to El Camino Real. An appropriation of
$2.5 million is planned from BTD#2 for this project.
• Several street projects are planned in the industrial corridor which, once
completed, will help to reduce traffic on Palomar Airport Road. These
projects include Cannon Road extension (funded from CFD#1, TransNet, and
Traffic Impact Fees), construction of Faraday Avenue north to Cannon Road
(funded from CFD#1), and widening of Palomar Airport Road from Yarrow
Drive to El Camino Real, and from El Camino Real to Melrose Drive.
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 (COPs) to fund streets, buildings, sewer and water facilities, open space
acquisitions and other infrastructure projects. The City is continually evaluating its
outstanding debt as well as potential future issues to insure that interest costs are kept
at a minimum and the uses of the bond funds are appropriate. During 1997, the City
refinanced approximately $44 million worth of bonds saving the taxpayers and citizens
over $6 million in interest costs over the life of the bonds.
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.
10
City of Carlsbad
Debt Outstanding
Bond Name Fund
Outstanding 1998/99 Final
Original Principal Payment Payment
Bond Issue at 6/30/98 P & I FY
1997 Hosp Grove Refunding
Certificates of Participation General
1997 CMWD Refunding
Certificates of Participation Water Enterprise
1996 Refunding Encina JPA
Sewer Expansion Sewer Enterprise
1993 Redevelopment
Tax Allocation Bonds Redevelopment
Subtotals
1988 Palomar Airport Road
Assessment District
1997 Reassessment District
College & Alga
1997 Carlsbad Ranch
Assessment District
Subtotals
Totals
$ 6,595,000 $6,595,000 $ 793,400 2009
$ 7,400,000 $6,360,000 $1,219,695 2004
$11,080,000 $10,675,000 $ 942,671 2014
$15,495,000 $14,740,000 $1,048,352 2024
$40,570,000 $38,370,000 $4,004,118
Assessment District $5,133,940 $1,555,000 $ 323,563 2004
Assessment District $18,475,000 $18,475,000 $ 905,717 2012
Assessment District $10,175,438 $10,175,438 $ 614,777 2023
$33,784,378 $30,205,438 $1,844,057
$74,354,378 $68,575,438 $5,848,175
Annual debt service payments from the General fund average approximately $800,000.
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
11
the issuance of debt. The new City of Carlsbad City Hall is scheduled for construction
sometime during the period of 2003-2008. Available CFD cash balances will be used to
pay for the design and construction costs, and if necessary, a bond will be issued to
supplement any deficiency. The project will proceed following a thorough review.
Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf
course in the industrial corridor. Funding for the development of the course may be
provided through the use of COPs or other City-issued debt to be repaid from revenue
generated through the operation of the course. Various development options are being
considered, thus, the amount and timing of any debt issue is unknown.
Rancho Carrillo Assessment District: This financing district is scheduled for formation in
late 1998, with the issuance of approximately $22 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
As can be seen from the previous information, the
City of Carlsbad is once again entering a period of
solid economic growth which is anticipated to
continue for at least the next year or two. As the City
expands, it is evident that the planning and foresight
by the City Council and residents has provided a
sound economic base from which to grow.
Along with the population increases have also come increases in the resources which
will allow the City to maintain the quality of life in Carlsbad. Strong growth can be seen
in all of the City's base revenues: property taxes, sales taxes and transient occupancy
taxes. The increased job opportunities from the development of the industrial and
commercial areas is creating a higher demand for housing which will increase the
property taxes. The opening of the Four Seasons Resort in 1997, the Carlsbad
Company Stores, a specialty retail mall, in late 1997, Legoland in 1999, as well as some
smaller hotels and motels, will provide higher TOT revenues and sales taxes. In
addition, the development revenues are providing the funding to pay for the services
provided to the building industry.
All of these events add to the diversity and strength of Carlsbad's economic base which
will provide the funding for additional services needed to maintain the quality of life in
Carlsbad. The requests in this year's budget reflect the anticipated achievement of
Council's vision and goals for the City. It allocates the available funding in a manner
which proactively plans for the future. This plan will insure top quality services are
provided to all who live, work and play in Carlsbad.
12
CITY OF CARLSBAD
BUDGET SUMMARY
PROJECTED FUND BALANCES
FISCAL YEAR 1998-99
PROJECTED
BALANCE
PROGRAM AREA JULY 1 , 1998
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental & Contingencies
SUBTOTAL OPERATING $74,076,255
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1998-99 $141,237,238
1997-98 Continuing Appropriations
TOTAL OPERATING AND CAPITAL $215,313,493
ESTIMATED ADOPTED
REVENUES BUDGET
$2,311,895
9,168,462
20,289,532
10,230,029
7,577,624
37,500,465
7,225,200
$101,026,110 $94,303,207
$70,982,899 $73,978,297
$172,009,009 $168,281,504
PROJECTED
BALANCE
JUNE 30, 1999
$80,799,158
$138,241,840
(46,406,369)
$91,835,471
$172,634,629
FISCAL YEAR 1997-98
PROJECTED
BALANCE
PROGRAM AREA JULY 1 , 1 997
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental & Contingencies
SUBTOTAL OPERATING $61,818,972
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1997-98 $124,078,978
TOTAL OPERATING AND CAPITAL $185,897,950
ESTIMATED ESTIMATED
REVENUES EXPENDITURES
$2,086,704
8,784,239
18,702,953
9,659,870
6,866,178
32,876,402
2,857,675
$94,091,304 $81,834,021
$59,789,401 $42,631,141
$153,880,705 $124,465,162
PROJECTED
BALANCE
JUNE 30, 1998
$74,076,255
$141,237,238
$215,313,493
13
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1997-98 AND 1998-99
MAJOR SERVICE AREA
IPOLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
CITY TREASURER
CITY CLERK
CITY ATTORNEY
(ADMINISTRATIVE SERVICES
INFORMATION SYSTEMS
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES & WORKERS COMP
(PUBLIC SAFETY
POLICE
FIRE
(COMMUNITY DEVELOPMENT
BUILDING INSPECTION
COMM DEVELOPMENT ADMINISTRATION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS
PARK PLANNING AND RECREATION MANAGEMENT
RECREATION
SENIOR PROGRAM
(PUBLIC WORKS
ADMINISTRATION
ENGINEERING
PARK MAINTENANCE
MAINTENANCE & ASSMT DISTRICTS
STREET MAINTENANCE
FACILITIES MAINTENANCE
SOLID WASTE
VEHICLE MAINTENANCE
WATER ENTERPRISE
SANITATION ENTERPRISE
97/98
NUMBER
ALLOCATED
I
1
8
0.75
3.6
5
I
6.4
14
1
5
8
|
122
79
I
13
4.75
1
1
24
10
I
32.5
3
3
15.5
3
I
7
34
18.75
12
20
13
0.75
7
43
13
98/99
FINAL
BUDGET
1
8
0.75
4
5
9
14
2
5
8
128
79
13
4.75
1
2
24
10
32.5
3
3
15.5
3
7.25
37
19.75
12
20
13
0.75
7
43
13
OVER
(UNDER)
1997-98
ALLOCATED
0.4
2.6
1
6
1
0.25
3
1
GRAND TOTAL LABOR FORCE 533 548.25 15.25
14
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1997-98 AND 1998-99
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
97/98
527
6
93.58
626.58
98/99 DIFFERENCE
543 16
5.25 -0.75
111.41 17.83
659.66 33.08
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)
INTERNS
CIS - Housing Element Update
PLANNING - Front Counter
BUILDING - Front Counter
TOTAL
0.5
1.5
O5
2.5
15
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, 25 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 housing
assistance to 503 low income families. The City's literacy program, funded by the General
fund, provides adult education to local area residents. Older Carlsbad residents receive
assistance through the City's senior citizen programs. Also, the City provides major support for
the Convention and Visitors Bureau. Finally, the City also provides financial support to the
hiring center and the Batiquitos Lagoon Foundation.
Miscellaneous Statistical Information 1997-98
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 1/1/98) 73,688
Net Assessed Valuation $ 6,562,080,181
Number of Street Lights 5,318
Miles of Streets 303
Fire Protection:
Number of Stations 6
Number of Firefighters & Officers 72
16
Miscellaneous Statistical Information 1997-98 (Continued)
Police Protection:
Number of Stations 1
Number of Sworn Police Officers 90
Municipal Water District:
Number of Customers 59,500
Number of Water Connections 19,200
Average Daily Consumption 14.2 million gallons
Miles of Lines and Mains 325
Miles of Sewers 145
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 234,302
Total Number of Authorized Full Time City Employees 548
Source: City of Carlsbad,
Finance Department
17
City of Carlsbad
California Society of Municipal Finance Officers (CSMFO) Awards
^ California Society of ^
^Municipal Jinance Officers
Certificate of Award
Excellence in Public Communications 1997-98
Presented to
City of Carlsbad
Multi-Media Presentation
This certificate recognizes the achievement of Excellence in producing a Public Communications document which enhances
general public understanding of city government and encourages citizen participation.
February 23,1998
Dedicated to Excellence in Municipal Financial Management
J^
^ California Society of ^
al Jinance Officers
Certificate of Award
Excellence in Innovation 1997-98
Presented to
City of Carlsbad
Multi-Media Presentation
This certificate recognizes the achievement of Excellence in Innovation and reflects professional understanding and creative
thinking in the budgeting proem to develop a new and resourceful advancement in budgeting.
February 23,1998
Dedicated to Excellence in Municipal Financial Management
18
California Society of
^Municipal Jinance Officers
Certificate of Award
Excellence in Operational Budgeting 1997-98
Presented to
City of Carlsbad
This certificate recognizes the achievement of Excellence in Operational Budgeting and reflects an outstanding budget document
and the underlying budgeting process through abicb the budget is implemented.
February 23,1998
Dedicated to Excellence in Municipal Financial Management
California Society of
ufylunicipal Jinance Officers
Certificate of Award
Excellence in Capital Budgeting 1997-98
Presented to
City of Carlsbad
This certificate recognizes the achievement of Excellence in Capital Budgeting and reflects an outstanding budget document
and the underlying budgeting process through which the budget is implemented.
February 23,1998
FlMBCUi M*M|C*«M
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 1997-98. 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 1998-99 budget continues to meet the high
standards of the CSMFO program.
19
20
od
O>
CfQ
Cd
1998-99 OPERATING BUDGET
Overview
The City of Carlsbad's 1998-99 operating budget totals $94.3 million with revenues for the year
estimated at $101 million. General fund revenues and expenditures are balanced at $55.4
million. The message which follows will summarize the operating revenues and expenditures,
and review the new programs or increases in service levels for the 1998-99 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 economic and budgeting
strategies. The decade began strong with the City in good economic health bolstered by a very
strong housing market. However, by 1992, the City was in the depths of one of the worst
recessions since its incorporation. Property values 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. Then, beginning in 1994-95, the economy began
expanding again bringing with it more jobs, more spending and more construction activity,
especially in Carlsbad.
The careful planning done by the City in the past years is now paying off as we see the
industrial area developing and bringing in new jobs. San Diego County's jobless rate for April
1998 was 3.3% - the fourth lowest in the state. New jobs create the need for housing, and we
have seen the residential housing market spring back from the doldrums of the early 1990's. It
is expected that Carlsbad will issue approximately 1,400 residential building permits this year
compared to 62 in 1991-92. Although this is nowhere near the over 2,500 per year issued in
the late 1980's, it is a significant change. The healthy economy coupled with low inflation has
raised consumer confidence which has resulted in more sales taxes and increased tourism.
The consumer confidence index as reported by the Union-Tribune, rose from 85.9 in April of
1996 to 126.4 in April 1998. All of these together contribute to a robust local economy which
should be able to provide the funds to support the increased demands for City services.
It is expected that the economy will continue at this level throughout fiscal year 1998-99. The
City's revenue projections reflect an expectation of increasing housing prices, level building
activity and continued consumer confidence. They also show some increases in tourism as we
begin to gear up for the opening of the Lego theme park in Carlsbad, a park primarily for
children ages 2-13 based on the Lego building bricks. This theme park should give a boost to
both transient occupancy taxes and sales taxes; although the full effect won't be seen in the
City's revenues until fiscal year 1999-2000. In anticipation of the growth of our City population,
both transient and permanent, staff is recommending some enhancements to our services in
1998-99 to ensure the maintenance of a high quality of life for Carlsbad's residents.
21
Revenue
The following table shows the total operating revenues the City anticipates receiving for 1997-
98, as well as those estimated for 1998-99.
REVENUE SUMMARY
BY FUND TYPE
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
(In Millions)
PROJECTED
1997-98
$53.0
9.0
23.7
8.2
1.8
$95.7
ESTIMATED
1998-99
$55.4
7.1
27.8
8.9
1.8
$101.0
DIFFERENCE
$2.4
-1.9
4.1
0.7
0.0
$5.3
PERCENT
CHANGE
5%
-21%
17%
9%
0%
6%
Revenue estimates for the operating budget indicate that the City will receive a total of $101
million, a $5.3 million increase over the current year projections. The majority of the increase
can be found in the General fund and Enterprise funds. These and other funds will be
discussed in more detail below.
GENERAL FUND
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as 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
1997-98
$12.3
14.1
5.5
7.8
13.3
$53.0
FUND
ESTIMATED
1998-99
$13.3
15.2
5.8
7.3
13.8
$55.4
DIFFERENCE
$1.0
1.1
0.3
-0.5
0.5
$2.4
PERCENT
CHANGE
8%
8%
5%
-6%
4%
5%
22
Sales tax is the single largest revenue source to the General fund representing 28% of the
fund. Sales taxes are estimated at $15.2 million for 1998-99, an increase of 8% or $1.1 million
over the projected 1997-98 receipts. About 3% of the increase is attributed to the expansion
and full year of operations of the Carlsbad Company Stores, a retail center which initially
opened in October 1997. The remaining increase is based on Statewide estimates of expected
growth in sales taxes due to the healthy economy and high consumer confidence. This
estimate also includes approximately $440,000 that is restricted to spending on public safety
services under Proposition 172. Proposition 172 requires that the 1/2 cent increase in California
sales taxes be deposited to State and local public safety trust funds and allocated to local
agencies to fund public safety services.
Although property taxes are often thought of as the major source of revenue
for a municipality, this is no longer true for Carlsbad. Carlsbad's property
taxes suffered some serious losses during the recession due to take-away by
the State and the deflation of real estate values. However, they are still a very
important source of revenue to the City bringing in approximately 24% of the
General fund revenues. This year it is expected that property taxes will grow to $13.3 million, a
$1 million or 8% increase over 1997-98's estimates. By law, the assessed values upon which
property taxes are based are only allowed to increase by 2% per year. The remainder of the
growth is expected to come from new development and the increased value of property which
was devalued during the recessionary times. Recent publications have shown the average
price of housing increasing by as much as 11% in certain parts of Carlsbad.
The next most significant General fund revenue is the Transient Occupancy Tax (TOT or hotel
tax) which is estimated at $5.8 million for 1998-99, an increase of 5% over 1997-98 estimates.
The addition of the Four Seasons Resort at Aviara to the City's inventory of hotel and motel
properties has had a very positive impact on the projections. 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 opened in August 1997. In addition, tourism has been at an all-time
high throughout the San Diego Region. With the healthy economy and the opening of Lego in
spring/summer 1999, it is expected that receipts from the TOT will continue to grow.
Development within Carlsbad saw a sudden upward turn in 1994-95 and has continued to
accelerate since then, although it is still well below that experienced in the late 1980's. One of
the commonly used indicators of building activity is the number of residential permits issued.
As of April 1998, Carlsbad has issued almost double the amount of permits than in the previous
year. Projections for 1998-99 residential permits total approximately 1,400 which is about equal
to the estimate for 1997-98. The 1997-98 development-related revenues, which include
Planning, Engineering and Building Department fees as well as building permits and other
permits and licenses, are expected to total $7.8 million or 19.5% of the total General fund
revenues. The projections for 1998-99 show a 6% decrease in these revenues for a total
combined revenue projection of $7.3 million. The decline is mainly in the Engineering fees.
There were a number of large master plans processed this year and this activity level is not
expected to continue as strong next year. It should also be noted that the license tax on new
construction continues to be a revenue source of the General Capital Construction fund rather
than the General fund. This change was made in fiscal year 1997-98.
All other revenues include franchise taxes, transfer taxes, vehicle license fees, ambulance fees,
recreation fees, and other charges and fees. These revenues totaling $13.8 million are
projected to increase by 4% compared to the current fiscal year. The increases are spread
pretty evenly throughout the various revenue sources and are the result of the overall health of
the economy.
23
Overall, the outlook for the General fund revenues in the upcoming year is very good. All
indicators point to a strong local economy persisting through 1998-99 especially in the building
and tourism industries. However, there is one cloud on the horizon for the
City's General fund revenues. There are currently several bills in the State
legislature which would abolish the vehicle license fees (VLF). Vehicle license
fees are paid when you register your vehicle and were put in place in lieu of
personal property tax on automobiles. The amount allocated to cities was to
offset the amount of personal property taxes lost.
For 1998-99, the City expects to receive approximately $2.9 million in vehicle license fees. Two
of the bills pending in the State legislature would repeal the VLF over a five year period and,
under the current versions, backfill it with sales tax revenue from the State. The other bill would
eliminate all VLF immediately with no source of funds from which local government could offset
the loss of revenues. If these bills were to pass, it is unlikely that the City would be able to
replace the tax because of the constraints of Proposition 13 and the recent Proposition 218.
While two of the proposals have language to backfill cities for the loss of revenue, it is unlikely
that other competing interest for State General fund monies will permit the backfill to happen. If
any of these bills were to pass without the backfill of monies from the State, cuts will be
necessary from the budget presented here in order to maintain a balanced budget.
OTHER FUNDS
Revenues from Special Revenue funds are expected to total $7.1 million, a decrease of $1.9
million from 1997-98. 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), and maintenance assessment
districts. The Gas Tax funds were moved this year from the operating budget to the Capital
Improvement Program which accounts for a decrease of $1.6 million. The other significant
change was in the Citizen's Option for Public Safety (COPS) Grant which provides
supplemental funding for local law enforcement. The grant program was established in 1997-
98; however, it requires an annual appropriation from the State to fund the program. For that
reason, the revenues for the next year of the program have not been shown. The grant has
been used to fund two bicycle patrol officers and there are sufficient revenues available from
the current grants to continue the program into 1998-99.
Enterprise fund revenues for 1998-99 are projected at $27.8 million, up 17% or approximately
$4 million more than 1997-98 projections. Enterprise funds are similar to a business in that
rates are charged to support the operations which supply the service. Carlsbad Enterprises
include the water and sanitation services, solid waste management, and the Carlsbad Golf
Course. There are no changes in the rates for any of the Enterprise funds planned. The
increase can be attributed mainly to increased water sales and a transfer from the General fund
to the Golf Course fund of $1.7 million as discussed further below.
Water Operations revenue shows an increase of $2.6 million over the 1997-98 projections, of
which $2.5 million is due to higher projected water sales. The increased growth within the City
brings more customers to the Water District thereby causing an increase in the total water sold.
Also, the projected revenue for 1997-98 is lower than normal due to an unusually wet winter
from "El Nino." Recycled water sales and Sanitation fund service charges are also projected to
increase due to increased customers.
Operating revenues to the Golf Course enterprise fund of $1.8 million represent the transfer of
funds from the General fund. These amounts are needed to provide sufficient funds to the golf
course to pay off the special assessments owed for its share of the Palomar Airport Road
Assessment District and to pay for other taxes, assessments and expenses as needed for the
future municipal golf course. All necessary land has been purchased and development
24
planning is underway. More information about the proposed golf course can be found in the
Capital Improvement Program.
Internal Service funds show an estimated revenue of $8.9 million for 1998-99, an increase of
$752,000, or 9% over 1997-98 projections. Internal Service funds provide services within the
City itself and include programs such as the self-insurance funds for Workers' Compensation,
Liability Insurance and Health Insurance, as well as Information 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
$570,000 or 28%. The increase appears because the charges to departments for the past
several years have been at a level 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 1998-99, 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 1997-98 levels at $1.8
million. The tax increment on property values increased only 2% last year. It is expected that
there will be some growth in the tax increment in fiscal year 1998-99, but it is too soon to be
able to project how much.
Expenditures
City operating expenditures for 1998-99 total $94.4 million which
represents an increase of $6.2 million, or 7% from the current
1997-98 budget as shown in the table below.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET EXPENDITURE
(In Millions)
BUDGET
1997-98
$48.1
8.9
20.5
8.9
1.8
$88.2
SUMMARY
BUDGET
1998-99
$55.4
6.3
22.1
8.8
1.7
$94.3
DIFFERENCE
$7.3
-2.6
1.6
-0.1
-0.1
$6.1
PERCENT
CHANGE
15%
-29%
8%
-1%
0%
7%
25
Budgetary Policies
For most of the 1990's, budget policies for the City have, by necessity, been set based on the
amount of revenues projected. Most of the years were plagued by decreasing or flat revenue
projections which provided only enough funds to continue current services or, in some years,
required cut-backs in services. This
is the first time this decade that the
revenues have not been the driving
force behind the budget
City of Carlsbad
1998 Strategic Goals
Ensure the effective and efficient delivery of top-
quality services to our community
Create diverse, broad-based and healthy economic
opportunities
Integrate a comprehensive, efficient transportation
system which moves people, goods and services
Enhance educational opportunities for all segments of
the community.
preparation.
Budget policies this year began with
the assumption that departments
would be allowed to maintain their
"base budget." This is an amount
allocated to each program sufficient
to fund current services at current
levels. The base budget is an
approximation of the adopted
budget for each department for
fiscal year 1997-98, adjusted for
approved salary increases and
revised assessments or charges
from Internal Service funds.
In addition, departments were allowed to submit requests for additional resources. These
requests were considered if the department could show how the outcome of the new program,
or increase in service level, would help to achieve Council's vision of Carlsbad, and fit within
Council's strategic goals for 1998.
The budget also incorporates the organizational and structural changes which have resulted
from the strategic planning initiatives underway in the City. During 1997-98, the City completed
an organizational redesign process which analyzed the City's current
structure and made recommendations for a new design which would contribute to the
effectiveness of the organization. This effort resulted in the creation of five major service areas
defining the key businesses of the City, governed by the top executives of the City. The new
structure is reflected throughout the budget document.
Through the application of these guidelines and policies, the 1998-99 operating budget of
$94.4 million was developed. Only one position remains unfunded in this year's budget, down
from six in the previous year. The Council Contingency account which is available for
unanticipated emergencies or unforeseen program needs is budgeted at $4 million, or 8% of
the 1998-99 budget requests. The budget also includes funds to enhance the services already
being provided to the community as well as the addition of several new programs. The
increased services incorporated into the budget will bring the City closer to achieving Council's
vision and specifically address the achievement of the 1998 strategic goals.
26
GENERAL FUND
General fund expenditures show a $7.3 million, or 15% increase, from the current 1997-98
budget to the 1998-99 budget. In the past, several strategies were used in order to maintain
the same service levels while balancing the General fund expenditures against the projected
revenues. This year it has been possible to "undo" most of those balancing strategies since
sufficient revenues are now available to fund the services. Some of the adjustments made this
year include:
> Only one position, a fire captain specialist, remains unfunded in this budget. Six (6)
positions were not funded in last year's budget. The five positions which were funded
this year are Library positions which will be used to support the new Carlsbad Library on
Dove Street.
> For the past five years, we have used alternate funding sources to support some
General fund programs. This year we have been able to move the maintenance and
operation costs of the DARE and Juvenile Diversion programs as well as all costs of the
School Resource Officers program out of the Police Asset Forfeiture funds and back into
the General fund. It is fortunate that we were able to do that this year as there are no
longer sufficient funds in the Asset Forfeiture fund to support these programs.
In addition, the Major Street Maintenance program totaling $552,000 was also moved
back into the General fund from the Gas Tax fund. Gas Tax funds are once again being
used mainly for new and reconstruction of the streets rather than maintenance.
Transnet funds continue to be used to support about $1.2 million of the pavement
management program each year.
> A $1.7 million advance to the Golf Course fund has been included in the General fund
budget for 1998-99. This will provide sufficient funds to the golf course to pay off the
special assessments owed for its share of Palomar Airport Road and to pay for other
taxes, assessments and expenses as needed for the project.
> Capital outlay expenses totaling approximately $717,000 have been funded within the
General fund budget.
> A new category has been added to the Personnel Allocation tables for interns being
used by the City. An intern position is a temporary position in which individuals just
starting out in their careers can learn the trade and eventually transition into a
permanent position in local government. The use of interns allows the City to augment
its staff for certain short-term projects as well as providing a pool of trained employees
from which vacancies can be filled.
-iiUofV »-^ New Programs and Increased Service Levels
l£\C W . The requests for increases in programs and service levels in the General
fund were considered in light of the Strategic Goals for 1998. In total,
15.25 new full and % time employees are in the 1998-99 operating budget, an increase of
3%. Carlsbad is known for its high level of public service and the budget aims to maintain
or improve upon the current service levels. The new or enhanced program requests are
shown below under the Strategic Goal which they specifically address. Although, it should
be noted that all requests in the budget will assist the City in achieving the first stated goal
of providing effective and efficient top quality services.
27
Strategic Goal: Ensure the effective and efficient delivery of top-quality services to
our community.
Enhanced Police Services
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 to ensure that the services provided to
the citizens will remain at or above their current levels. The addition of three sworn officers
f and three non-sworn staff are included in the 1998-99 budget as part of this
plan. The total cost of this request is approximately $312,000, which funds
four positions for the entire year and two positions for half of the year. The
approval of the staffing requests will allow the Police Department to be
proactive rather than reactive to changing needs.
The Police are also requesting some enhancements to their fleet in order to better utilize
their officers' time. The program is the result of an analysis performed by the department to
determine the optimum ratio of cars to patrol officers. These two factors must be balanced
in order to provide enough vehicles so officers do not waste valuable patrol time waiting for
a car and few enough cars to insure that all receive reasonable use. The request is for a
one-time outlay of $90,000 to purchase three additional police vehicles and $60,750 to
maintain them and provide for their eventual replacement.
One other change in the delivery of Police services in the 1998-99 operating budget is the
assignment of a community services officer to the patrol of the Agua Hedionda Lagoon.
This change will not increase the total complement of personnel allocations in the Police
Department as they will be eliminating a vacant secretary position. The Lagoon Patrol was
previously provided by the Recreation Department through the use of hourly personnel.
The transition to the Police Department will provide better continuity in personnel and
increased hours of coverage on weekends, holidays and in the off season. The outcome
expected is a safer lagoon for the community to enjoy.
Park Maintenance
One of the services provided by the City that greatly contributes to the quality of life in this
community is the Park system. During the recession, park maintenance is one area in
which numerous cuts were made and the slogan "Brown grass is beautiful" was born. With
the return of economic health to the City, it is now possible to upgrade our park
maintenance program to ensure that the quality of our parks is maintained. In addition, the
City is adding new parks which must be maintained including the skateboard park,
landscaping to Leo Carrillo Park and additional facilities to Poinsettia Park. To provide top-
quality service in the maintenance of our parks, an additional parks maintenance worker has
been requested as well as additional funds for hourly personnel. The total additional
requests for upgraded park maintenance and the additional parks is $185,000 of which
$72,000 is for personnel and $113,000 is for supplies and services.
Safety programs
Included in the 1998-99 operating budget is approximately $80,000 in additional funding to
bolster our current safety programming throughout the City. The Risk Management
program is responsible for coordinating the safety programs and has also been managing
the Workers' Compensation program. For fiscal year 1998-99, the management of the
Workers' Compensation program will be moved to the Human Resources Department along
with a management analyst to support the program. This will allow the Risk Management
Department more time to focus on addressing the safety needs of the City and will
consolidate benefit delivery to the employees. The outcome expected is a safer workplace
and community, with a corresponding decrease in claims.
28
Strategic Goal: Create diverse, broad-based and healthy economic opportunities
Although there are no specific new requests in the budget dedicated to the achievement of
this goal, the economic development program, the redevelopment program and many other
programs throughout the Major Service Areas are specifically dedicated to creating
economic opportunities. All departments will continue their efforts to ensure that Carlsbad
maintains a diverse and healthy economic base which provides opportunities for
employment to the residents of Carlsbad and insures economic vitality in the community
and the necessary revenues to support City services.
Strategic Goal: Integrate a comprehensive, efficient transportation system which
moves people, goods and services
Advanced Capital Improvement Program
A large part of this goal will be accomplished through the Capital Improvement Program
(CIP) which anticipates having $120.2 million in project funding for the upcoming year with
much of it focused on improving our transportation systems. Although the CIP funds the
cost of the project, it does not budget for the staff that is necessary to complete the project.
The staffing is budgeted in the operating budget. A request has been included in the 1998-
99 operating budget for three additional positions in the Engineering Department; two
engineering technicians and an associate engineer. These positions are needed in order to
build the projects outlined in the CIP and to maintain services to the development
community.
Strategic Goal: Enhance educational opportunities for all segments of the
community.
New Carlsbad Library
One of the most eagerly-awaited projects in recent years is finally coming to fruition: the
construction of the new Carlsbad Library on Dove Street. This Library will be a 64,000
square foot state-of-the-art facility which will include a 220 seat auditorium and a 2,000
square foot art gallery for traveling art exhibits and productions. It is expected to open in
July 1999. Staffing of the new facility will be handled by existing Main Library staff
augmented by the five positions that have been allocated but vacant and unfunded in
previous years. These positions will require funding for only a portion of the year. In
addition, staff is requesting two information systems positions, one for a full year and one
for half of the year, to provide the necessary technological needs of the new Library
systems. The new Library will have its own minicomputer and software which will be used
to provide the card catalog and checkout services. In addition, it is planned that
approximately 150 personal computers will be housed in the new Library.
With the new Library opening in July 1999, the Main Library will close for remodeling.
During that time, staff is requesting, through the CIP, funds to provide an interim facility to
continue service in the northern part of the City. Additional funds for hourly employees (five
full-time equivalents) are also requested to augment current staff so services can be
maintained during the transition. The total cost of the additional requests to support the
Library services is $245,500 for 1998-99. These funds will ensure that numerous
educational opportunities are available for all segments of the community.
29
Enhanced Recreational Programming
There are a number of enhancements to the recreation programming in the 1997-98
operating budget. Many of the programs will provide increased opportunities for our youth
to participate in educational or sports-oriented activities. The total budget
request for these programs is $201,000, of which $198,000 is expected to be
recovered from program fees. $51,000 of the request is for additional hourly
personnel with the remaining $150,000 for supplies and services. The
additional or enhanced programs include the following:
• $3,600 for lifeguard services to Carlsbad High School physical education classes
• $101,000 for additional enrichment classes
• $17,000 to expand the Triathlon and beach festival
• $14,000 to increase staffing and supplies for the Stay 'N' Play program
• $22,000 to allow increased participation in the Youth Day Camps and Preschool
programs
• $13,000 to enhance the youth sports programs, and
• $30,000 to extend other various recreation activities including increased hours of
operation for the Carlsbad pool.
Throughout the 1998 Strategic Goals, the words effective and efficient are often found.
Improved technology is one way in which the City has increased the productivity of its staff; thus
increasing their effectiveness and efficiency. In order to maintain the support to the City staff in
the use of the technology, two additional technology positions are being requested. The total
request amounts to $122,000. One of the positions will provide service to the Citywide network
which links all of our various locations and provides a very effective communication tool as well
as efficient word processing and other applications. The conversion of the Safety Center
Macintosh Computers to PC's has added 60 computers to the maintenance workload. This
position is needed to maintain the basic level of service to the staff. The other position will
allow for the expansion of the Geographic Information System to address the specific data
needs of all City Departments and make the data available at their desktops. Both of these
positions will provide support to all City staff in the achievement of their goals for 1998.
One program not mentioned above but which may require significant future financing from the
General fund is the Habitat Management Plan (HMP). The HMP is a plan which will conserve
habitat throughout the City of Carlsbad for endangered and threatened species while allowing
development to continue. It is linked to larger, regional efforts having the same objectives.
Carlsbad's HMP has not been approved by the resource agencies and the City is considering
whether to continue to pursue its approval due to the costs. Recent information produced by
SANDAG and City staff projects that implementation of the HMP could result in one-time costs
to the City of $25 million to $50 million and recurring costs of $500,000 per year to maintain the
habitat areas. If the HMP is not approved, it could significantly impact the ability of the City to
develop to its full potential. The fiscal impact of this alternative has not yet been evaluated.
Staff is continuing to work with the resource agencies on the plan; however, it is important to
keep in mind these potential costs when considering items which may impact future budgets for
the City. No allocation has been made in the 1998-99 budget for costs related to the HMP.
CHANGES IN OTHER FUNDS
Special Revenue funds at $6.3 million show a decrease in anticipated spending of
approximately $2.6 million, or 29% which is mainly due to the transfer of programs back to the
General fund and decreases in funding from various Federal and State programs. As
mentioned earlier, $552,000 in street maintenance costs are now being funded from the
General fund rather than the Gas Tax fund. This will allow the Gas Tax receipts to once again
be used to fund construction and reconstruction of streets rather than maintenance. The
budget request from the Police Asset Forfeiture fund has decreased by $623,000 as the
maintenance and operation costs of the DARE and Juvenile Diversion programs as well as all
30
costs of the School Resource Officers program are now being funded from the General fund.
Asset Forfeiture receipts are no longer sufficient to fund these programs. The Housing Section
8 budget decreased by $191,000 for housing assistance payments based upon a decrease in
revenues from HUD.
Enterprise funds total $22.1 million which is an increase of $2 million, or approximately 9%.
Much of the increase is for purchased water costs in Water Operations due to the anticipated
addition of new customers. In addition, the Golf Course fund budget was increased by
$420,000 in order to pay off the balance of the assessments due under the Palomar Airport
Road Assessment District.
Internal Service funds show a budget decrease of $124,000, the majority of which is a reduction
in the Health Insurance fund request. The lower budget is the result of favorable claims
experience in the past and additional funds which were included in 1997-98 budget for
consultant assistance. The Liability Self-Insurance fund increased due to the increased
emphasis being placed on the safety program as described earlier. The Vehicle Replacement
fund budget request represents the cost of vehicles and equipment due for replacement in
1998-99. A list of these requests can be found later in this document.
The Redevelopment Agency budgets have decreased for 1998-99 by a total of $40,000 due
mainly to the decrease in special studies and consultant services planned for 1998-99.
31
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1997-98
FUND
UNRESERVED
BALANCE ESTIMATED
JULY 1, 1997 REVENUES
PROJECTED
ESTIMATED FUND BALANCE
EXPENDITURES TRANSFERS JUNE 30, 1998
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
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
RECYCLED WATER OPERATIONS
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
21,675,226
795,218
126,728
72,337
137,476
4,678,698
40.748
27,762
518,531
91,465
911,166
477,236
89,702
90,209
38,375
0
105,364
7,101
27,055
11,477,700
792,400
5,589,400
1,233,900
2,243,500
1,077,594
2,443,978
132,747
(43,000)
3,885,396
704,276
79,042
1,073,898
1,217,744
$61,818,972
53,016,000
118,400
172,700
3,700
2,822,234
1,312,200
76,000
47,500
554,700
390,400
697,800
130,400
162,000
53,000
26,000
202,564
66,500
618,200
6,700
15,427,800
1,491,800
5,534,400
600,036
615,500
834,900
1,102,890
2,039,300
1,510,730
1,337,300
1,349,550
120,100
1,275,000
375,000
$94,091,304
46,258,890
710,000
112,269
71,000
2,823,234
258,773
110,128
49,100
536,701
399,296
635,376
47,590
228,267
53,000
22,785
202,564
65,000
464,351
10,000
12,859,880
1,363,200
3,848,300
120,991
490,000
850,606
1,190,775
2,171,219
1,330,100
1,253,100
1,658,500
441,775
1,081,000
116.251
$81,834,021
28,432,336
203,618
187,159
5,037
136,476
5,732,125
6,620
26,162
536,530
82,569
973,590
560,046
23,435
90,209
41,590
0
106,864
160,950
23,755
14,045,620
921,000
7,275,500
1,712,945
2,369,000
1,061,888
2,356,093
828
137,630
3,969,596
395,326
360,000 117,367
(360,000) 907,898
1,476,493
$0 $74,076,255
32
FUND
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1998-99
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
JULY 1,1998 REVENUES EXPENDITURES TRANSFERS JUNE 30, 1999
GENERAL FUND
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS FUND
28,432,336
203,618
187,159
LAW ENFORCEMENT BLOCK GRANT 5,037
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY GIFTS/BEQUESTS
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
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HOUSING
TOTAL OPERATING FUNDS
136,476
5,732,125
6,620
26,162
536,530
82,569
973,590
560,046
23,435
90,209
41,590
0
106,864
160,950
23,755
14,045,620
921,000
7,275,500
1,712,945
2,369,000
1,061,888
2,356,093
828
137,630
3,969,596
395,326
117,367
907,898
1,476,493
$74,076,255
55,370,000
50,000
5,000
0
2,883,000
1,250,000
70,000
32,500
550,200
390,500
695,500
131,000
153,000
39,000
21,600
194,000
64,000
606,100
6,500
18,035,200
1,613,500
5,748,000
615,000
1,805,000
802,150
1,061,700
2,609,360
1,553,900
1,310,700
1,589,400
120,300
1,275,000
375,000
$101,026,110
55,369,798
123,000
137,064
0
2,884,117
240,970
63,500
46,500
577,332
429,545
651,656
7,048
175,950
47,900
22,945
194,037
104,000
612,270
11,021
15,161,281
1,500,200
4,305,644
189,278
942,310
893,508
1,325,722
2,305,181
1,403,529
1,216,100
1,645,958
462,508
1,120,000
133,335
$94,303,207
28,432,538
130,618
55,095
5,037
135,359
6,741,155
13,120
12,162
509,398
43,524
1,017,434
683,998
485
81,309
40,245
(37)
66,864
154,780
19,234
16,919,539
1,034,300
8,717,856
2,138,667
3,231,690
970,530
2,092,071
305,007
288,001
4,064,196
338,768
380,000 155,159
(380,000) 682,898
1,718,158
$0 $80,799,158
33
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1995-96 THROUGH 1998-99
DEPARTMENT
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
FINANCE
PURCHASING
HUMAN RESOURCES
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
PLANNING
GROWTH MANAGEMENT
BUILDING
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
PARK PLANNING/RECREATION MGT
RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
1 995-96 1 996-97
ACTUALS ACTUALS
176,855 198,867
805,256 903,568
394,289 336,417
511,313 568,277
78,982 112,087
1,966,695 2,119,216
928,481 1,084,277
360,819 391.747
825,912 991,134
6,048,602 2,467,158
9,528,510 9,657,322
7,053,852 7,234,412
16,582.362 16,891,734
563,958 570,161
157,305 161,627
110,548 101,747
1,831,291 1,921,739
77,914 80,404
854,093 1,076,912
3,595,109 3,912,590
2.467,210 2.534,746
259,232 281,223
4,040 6,619
586,697 679,966
1,718,646 1,998,668
234.460 257,110
5,270,285 5.758,332
1997-98
ESTIMATED
EXPENDITURES
173,000
859,802
329,400
610,072
114,430
2,086,704
1,140,000
449,717
1,323,422
2,913,139
10,061,256
7,748,428
17,809,684
575,000
140,087
104,143
2,279,256
82.000
1,294,000
4,474.486
2,829,456
304,890
6,800
621.880
2,061,375
300,933
6,125,334
1997-98
BUDGET
173,983
893,414
361,520
611,553
126,027
2,166,497
1,141,721
461,546
1,353,424
2,956,691
10,379,622
7,748,433
18,128,055
575,705
224,951
124,230
2,293,057
82,696
1,294,034
4,594,673
2,867,351
304,890
6,800
626,582
2,094,772
308,395
6,208,790
1998-99
BUDGET
210,450
941,145
410,750
612,010
137,540
2,311,895
1,185,647
471,199
1,341,247
2,998,093
11,843,145
8,186,323
20,029,468
519,000
215,612
137,861
2,419,780
0
1.484,576
4,776,829
3,388,588
357,655
7,320
485,517
2,322,761
349,930
6,911,771
%INCR (DEC)
97-98 BUD
TO
98-99 BUD
21.0%
5.3%
13.6%
0.1%
9.1%
6.7%
3.8%
2.1%
-0.9%
1 .4%
14.1%
5.7%
10.5%
-9.8%
-4.2%
11.0%
5.5%
-100.0%
14.7%
4.0%
18.2%
17.3%
7.6%
-22.5%
10.9%
13.5%
11.3%
34
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1995-96 THROUGH 1998-99
DEPARTMENT
PUBLIC WORKS
PUBLIC WORKS ADMIN
ENGINEERING
PARK MAINTENANCE
STREET MAINTENANCE
FACILITIES MAINTENANCE
Major Facility Maintenance (Transfer)
TRAFFIC SIGNAL MAINT
TOTAL PUBLIC WORKS
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB)
BEACH PARKING
COMMUNITY CONTRIBUTIONS
BATIQUITOS LAGOON FOUNDATION
HIRING CENTER
HOSP GROVE PAYMENT
AUDIT
PROPERTY TAX ADMIN FEE
ANIMAL REGULATION CONTRACT
DUES & SUBSCRIPTIONS
MISC/ TRANSFERS OUT
ASSESSMENT SERVICES
GOLF COURSE TRANSFER
HARMONY GROVE FIRE COST
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
1995-96
ACTUALS
0
3,182,877
1,613,414
1,394,490
1,230,262
0
314,623
7,735,666
184,255
36,000
0
0
75,578
793,080
20,095
150,902
138,027
26,774
916,944
9,025
0
0
2,350,680
41,582,704
0
41,582,704
1996-97
ACTUALS
0
3,682,939
1,793,573
1,429,136
1,178,285
212.600
299,487
8,596,020
207,593
35,600
0
0
75,046
797,500
33,550
170,222
144,857
38,916
1,685,574
18,779
470,000
318,533
3,996,170
43,741,220
0
43,741,220
1997-98
ESTIMATED
EXPENDITURES
87,500
4,252,982
1,940,900
1,592,870
1,445,876
200,000
471,740
9,991,868
375,667
36,000
225,000
0
80,000
800,000
45,000
180,000
150,000
36,000
395,453
35,000
490,000
9,555
2,857,675
46,258,890
0
46,258,890
1997-98
BUDGET
87,843
4,317,982
1,976,212
1,614,896
1,445,981
200,000
505,843
10,148,757
375,667
36,000
225,000
0
80,000
800,068
80,054
185,000
160,000
36,100
395,453
35,000
490,000
9.555
2,907,897
47,111,360
961,615
48,072,975
1998-99
BUDGET
684,400
3,788,576
2,398,253
2,129,849
1,528,343
200,000
387,121
11,116,542
243,000
36,000
75,000
20,000
80,000
800,000
55,000
190,000
0
46,500
0
56,000
1,680,000
0
3,281,500
51,426,098
3,943,700
55,369,798
%INCR (DEC)
97-98 BUD
TO
98-99 BUD
679.1%
-12.3%
21.4%
31.9%
5.7%
0.0%
-23.5%
9.5%
-35.3%
0.0%
-667%
0.0%
0.0%
-31 3%
2.7%
-100.0%
28.8%
-100.0%
60.0%
242.9%
12.8%
9.2%
310.1%
15.2%
35
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1995-96 THROUGH 1998-99
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
AUDIO VISUAL INSURANCE
LIBRARY GIFTS/BEQUESTS
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
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
TOTAL INTERNAL SERVICE FUNDS
1995-96
ACTUALS
267,725
0
0
2,934,973
3,000
138,363
0
508,934
328,006
945,980
4,611
257,248
27,458
0
189,702
0
731,350
0
6,337,350
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
ACTUALS
458,152
38,865
21,282
2,838,313
31,532
102,582
41,511
526,886
394,118
646,820
203,786
267,057
38,541
18,345
175,854
29,673
573,556
782
6,407,655
13,060,127
1,055,743
3,899,664
133,869
252,505
18,401,908
783,954
874,475
2,169,937
1,327.544
883,893
1,173,052
7,212,855
1997-98
ESTIMATED
EXPENDITURES
710,000
112,269
71,000
2,823,234
258,773
110,128
49,100
536,701
399,296
635,376
47,590
228,267
53,000
22,785
202,564
65,000
464,351
10,000
6,799,434
12,859,880
1,363,200
3,848,300
120,991
490,000
18,682,371
850,606
1,190,775
2,171,219
1,330,100
1,253,100
1,658,500
8,454,300
1997-98
BUDGET
746,179
148,411
165,559
3,113,401
291,883
129,393
59,673
571,193
398,405
739,836
67,590
228,267
53,000
22,855
203,517
102,456
1,265,814
11,571
8,319,003
13,968,728
1,461,766
4,388,441
169,116
490,000
20,478,051
910,891
1,244,125
2,459,984
1,335,157
1,253,064
1,710,815
8,914,036
1998-99
BUDGET
123,000
137,064
0
2,884,117
240,970
63,500
46,500
577,332
429,545
651,656
7,048
175,950
47,900
22,945
194,037
104,000
612,270
11,021
6,328,855
15,161,281
1,500,200
4,305,644
189,278
942,310
22,098,713
893,508
1,325,722
2,305,181
1,403,529
1,216,100
1,645,958
8,789,998
%INCR (DEC)
97-98 BUD
TO
98-99 BUD
-83.5%
-7.6%
-100.0%
-7.4%
-17.4%
-509%
-22 1%
1.1%
7.8%
-11.9%
-896%
-22.9%
-9.6%
0.4%
-4.7%
1.5%
-51.6%
-4.8%
-23.9%
8.5%
2.6%
-1.9%
1 1 .9%
92.3%
7.9%
-1.9%
6.6%
-6.3%
5.1%
-2.9%
-3.8%
-1.4%
36
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1995-96 THROUGH 1998-99
DEPARTMENT
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL REDEVELOPMENT
1995-96 1996-97
ACTUALS ACTUALS
526,702 539,517
1,612,195 1,093,023
98,764 75,548
2,237.661 1,708,088
1997-98
ESTIMATED
EXPENDITURES
441,775
1,081,000
116,251
1,639,026
%INCR (DEC)
1997-98
BUDGET
548,630
1,081,000
126,163
1,755,793
1998-99
BUDGET
462.508
1,120,000
133,335
1,715,843
97-98 BUD
TO
98-99 BUD
-15.7%
3.6%
5.7%
-2.3%
TOTAL OPERATING FUNDS 75,311,907 77,471,726 81,834,021 87,539,858 94,303,207 7.7%
37
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1998-99
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 LICENSE FEES
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
ACTUAL
REVENUE
1996-97
$11,238,207
12,495,143
3,675,472
1,512,823
465,668
29,387,313
1,262,177
1,510,462
396,529
1,065,484
4,234,652
2,666,452
219,088
2,885,540
1,649,806
943,739
3,013,313
574,692
924,840
183,895
607,117
7,897,402
317,892
1,157,912
INTERDEPARTMENTAL CHARGES 2,042,503
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
2,078,982
50,002,196
PROJECTED
REVENUE
1997-98
$12,300,000
14,120,000
5,500,000
1,580,000
570,000
34,070,000
1,800,000
1,700,000
0
1,012,000
4,512,000
2,800,000
205,000
3,005,000
1,200,000
1,270,000
2,500,000
700,000
1,040,000
170,000
511,000
7,391,000
434,000
1.425,000
1,650,000
529,000
53,016,000
ESTIMATED
REVENUE
1998-99
$13,300,000
15,240,000
5,775,000
1,645,000
580,000
36,540,000
1,800,000
1.800,000
0
1,010,000
4,610,000
2.900,000
210,000
3,110,000
1,200,000
1,250,000
2,000,000
735,000
1,040,000
180,000
585,000
6,990,000
440,000
1,500,000
1,650,000
530,000
55,370,000
AS%
OF FY 97-98
PROJECTED
8,1%
7,9%
5,0%
4.1%
1.8%
7.3%
0.0%
5.9%
0.0%
-0.2%
2.2%
3.6%
2.4%
3.5%
0.0%
-1.6%
-20.0%
5.0%
0.0%
5.9%
14.5%
-5.4%
1 .4%
5.3%
0.0%
0.2%
4.4%
DIFFERENCE
1997-98 TO
1998-99
1,000,000
1,120,000
275,000
65,000
10,000
2,470,000
0
100,000
0
(2,000)
98,000
100.000
5,000
105,000
0
(20,000)
(500,000)
35,000
0
10,000
74,000
(401,000)
6,000
75,000
0
1,000
2,354,000
38
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1998-99
REVENUE SOURCE
[SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
OTHER
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
OTHER
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
ACTUAL PROJECTED
REVENUE REVENUE
1996-97 1997-98
138,372 76,800
50,542 41,600
5,355 0
194,269 118,400
158,748 161,300
6,845 11,400
165,593 172,700
83,130 0
1,252 3,700
84,382 3,700
18,885 18,700
2,688,905 2,703,534
111,800 100,000
2,819,590 2,822,234
160,548 315,000
1,060,440 915,000
1,413,528 82,200
2,634,516 1,312,200
3,135 2,500
91,668 73,500
94,803 76,000
37,863 45,000
1,133 2,500
38,996 47,500
ESTIMATED
REVENUE
1998-99
30,000
20,000
0
50,000
0
5,000
5,000
0
0
0
18,000
2,690,000
175,000
2,883,000
200,000
1,000,000
50.000
1,250,000
2,000
68,000
70,000
30,000
2,500
32,500
AS%
OF FY 97-98
PROJECTED
-60.9%
-51.9%
0.0%
-57.8%
-100.0%
-56.1%
-97.1%
0.0%
-100.0%
-100.0%
-3.7%
-0.5%
750%
2.2%
-36.5%
9.3%
-39.2%
-4.7%
-20.0%
-7.5%
-7.9%
-33.3%
0.0%
-31.6%
DIFFERENCE
1997-98 TO
1998-99
(46,800)
(21,600)
0
(68.400)
(161,300)
(6,400)
(167,700)
0
(3,700)
(3,700)
(700)
(13,534)
75,000
60,766
(115,000)
85,000
(32,200)
(62,200)
(500)
(5,500)
(6,000)
(15,000)
0
(15,000)
39
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1998-99
REVENUE SOURCE
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS (CLSA)
INTEREST
GRANTS
TOTAL
STATE GRANTS (PLF)
INTEREST
GRANTS
TOTAL
ACTUAL
REVENUE
1996-97
20,534
2,750
459,766
66,200
549,250
6,231
392,452
2,255
400,938
47,127
40,100
589,036
13,056
689,319
29,769
99,868
129,637
6,691
203,013
209,704
4,623
39,879
44,502
PROJECTED
REVENUE
1997-98
30,500
1,000
457,000
66,200
554,700
3,900
385,000
1,500
390,400
58,800
53,500
580,000
5,500
697,800
30,400
100,000
130,400
4,000
158,000
162,000
5,000
48,000
53,000
ESTIMATED
REVENUE
1998-99
25,000
2,000
457,000
66,200
550,200
3,200
385,300
2,000
390,500
55,000
53,500
582,000
5,000
695,500
31,000
100,000
131,000
3,000
150.000
153,000
3,000
36,000
39,000
AS%
OF FY 97-98
PROJECTED
-18.0%
100.0%
0.0%
0.0%
-0.8%
-18.0%
0.1%
33.3%
0.0%
-6.5%
00%
0.3%
-9.1%
-0.3%
2.0%
0.0%
0.5%
-25.0%
-5.1%
-5.6%
-40.0%
-25.0%
-26.4%
DIFFERENCE
1997-98 TO
1998-99
(5,500)
1,000
0
0
(4,500)
(700)
300
500
100
(3,800)
0
2,000
(500)
(2,300)
600
0
600
(1,000)
(8,000)
(9,000)
(2,000)
(12,000)
(14,000)
40
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1998-99
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
1996-97
665
20,637
21,302
80,520
95,334
175,854
2,964
36,963
39,927
91
567,430
567,521
741
0
741
PROJECTED
REVENUE
1997-98
2,600
23,400
26,000
107,264
95.300
202,564
6,500
60,000
66,500
200
618,000
618,200
1,700
5,000
6,700
ESTIMATED
REVENUE
1998-99
1,600
20,000
21,600
98,000
96,000
194,000
4,000
60,000
64,000
100
606,000
606,100
1,500
5,000
6,500
AS%
OF FY 97-98
PROJECTED
-38.5%
-14.5%
-16.9%
-8.6%
0.7%
-4.2%
-38.5%
0.0%
-3.8%
-50.0%
-1.9%
-2.0%
-11.8%
0.0%
-3.0%
DIFFERENCE
1997-98 TO
1998-99
(1,000)
(3,400)
(4,400)
(9,264)
700
(8,564)
(2,500)
0
(2.500)
(100)
(12,000)
(12,100)
(200)
0
(200)
TOTAL SPECIAL REVENUE FUNDS 8,860.844 7,460,998 7,141,900 -4.3%(319,098)
41
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1998-99
REVENUE SOURCE
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEE
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
NON-JURISDICTIONAL FEES
OTHER
TOTAL
GOLF COURSE
INTEREST
TRANSFER FROM GENERAL FUND
OTHER
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL PROJECTED
REVENUE REVENUE
1996-97 1997-98
11,387,296 10,800,000
2,730,221 2,832,000
91,870 95,000
70,946 69,900
192,364 204,500
667,349 698,000
188,447 170,400
120,631 175,000
217,777 197,000
120,382 186,000
15,787,283 15,427,800
1.008,690 950,000
32,855 53,500
456,174 425,000
39,629 63,300
4,557 0
1,541,905 1,491,800
5,076,838 5,019,600
10,025 21,000
74,876 68,000
317,927 420,800
5,554 5,000
5,485,220 5,534,400
6,340 84,300
168,211 121,992
131,339 393,744
973,363 0
1,279,253 600,036
75,468 125,500
470,000 490,000
3,896 0
549,364 615,500
24,643,025 23,669,536
ESTIMATED
REVENUE
1998-99
13,300,000
2,900,000
100,000
70,200
210,000
725,000
175,000
180,000
200,000
175,000
18,035,200
1,050,000
53,500
450,000
60,000
0
1,613.500
5,200.000
25,000
68,000
450,000
5,000
5,748,000
85,000
122,000
408,000
0
615,000
125,000
1,680,000
0
1,805.000
27,816,700
AS%
OF FY 97-98
PROJECTED
23.2%
2.4%
5.3%
0.4%
2.7%
3.9%
2.7%
2.9%
1.5%
-5.9%
16.9%
10.5%
0.0%
5.9%
-5.2%
0.0%
8.2%
3.6%
19.1%
0.0%
6.9%
0.0%
3.9%
0.8%
0.0%
3.6%
0.0%
2.5%
-0.4%
242.9%
0.0%
193.3%
17.5%
DIFFERENCE
1997-98 TO
1998-99
2,500,000
68,000
5,000
300
5,500
27,000
4.600
5,000
3,000
(11,000)
2,607,400
100,000
0
25,000
(3,300)
0
121,700
180,400
4,000
0
29,200
0
213,600
700
8
14,256
0
14,964
(500)
1,190,000
0
1,189,500
4,147.164
42
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1998-99
REVENUE SOURCE
INTERNAL SERVICE FUNDS |
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
STATE GRANT
SALE OF PROPERTY
TOTAL
NFORMATION SYSTEMS
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
1996-97
102,223
614,970
828
718,021
210,195
928,851
358
1,139,404
75,323
1,598,252
330,464
2,004,039
1,345,272
(316)
42,111
1,387,067
957,328
198,682
64,800
85,626
1,306,436
35,953
1,199,150
3,158
1,238,261
7,793,228
PROJECTED
REVENUE
1997-98
115,900
668,800
50,200
834,900
174,100
921,790
7,000
1,102,890
27,100
1,667,290
344,910
2,039,300
1,467,830
0
42,900
1,510,730
1,048,700
253,600
0
35,000
1,337,300
51,350
1,298,200
0
1,349,550
8,174,670
ESTIMATED
REVENUE
1998-99
80,000
672,150
50,000
802,150
140,000
921,700
0
1,061,700
25,000
2,253,000
331,360
2,609,360
1,523,900
0
30,000
1,553,900
1,090,700
185,000
0
35,000
1,310,700
25,000
1,564,400
0
1,589,400
8.927.210
AS%
OF FY 97-98
PROJECTED
-31.0%
0.5%
-0.4%
-3.9%
-19.6%
0.0%
-100.0%
-3.7%
-7.8%
35.1%
-3.9%
28.0%
3.8%
0.0%
-30.1%
2.9%
4.0%
-27.1%
0.0%
0.0%
-2.0%
-51.3%
20.5%
0.0%
17.8%
9.2%
DIFFERENCE
1997-98 TO
1998-99
(35,900)
3.350
(200)
(32,750)
(34,100)
(90)
(7,000)
(41,190)
(2,100)
585,710
(13,550)
570,060
56,070
0
(12,900)
43,170
42,000
(68,600)
0
0
(26,600)
(26,350)
266,200
0
239,850
752,540
43
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1998-99
REVENUE SOURCE
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
DEBT SERVICE
TAX INCREMENT
INTEREST
OTHER
TOTAL
LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
1996-97
43,527
71,380
(2,423)
11,912
124,396
1,142,537
82,887
1,105
1,226,529
285,634
75,927
527
362,088
1,713,013
PROJECTED
REVENUE
1997-98
43,800
71,300
2,000
3,000
120,100
1,200,000
75,000
0
1,275,000
300,000
75,000
0
375,000
1,770,100
ESTIMATED
REVENUE
1998-99
44,000
71,300
2.000
3,000
120,300
1,200,000
75,000
0
1,275,000
300,000
75,000
0
375,000
1,770,300
AS%
OF FY 97-98
PROJECTED
0.5%
0.0%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
DIFFERENCE
1997-98 TO
1998-99
200
0
0
0
200
0
0
0
0
0
0
0
0
200
TOTAL OPERATING $93,012,306 $94,091,304 $101,026,110 7.4%$6,934,806
44
POLICY AND LEADERSHIP GROUP
City Attorney
26%
City
Treasurer city council
9%6%
City
Manager
41%
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 1,542,887
$ 341,629
$ 82,177
$ 1,966,693
19.35
0.00
1996-97
ACTUAL
$ 1,606,262
$ 492,892
$ 20,062
$ 2,119,216
18.35
0.00
1997-98
BUDGET
$ 1,526,945
$ 605,798
$ 33,754
1998-99
BUDGET
$ 1,696,254
$ 588,141
$ 27,500
$ 2,166,497| $ 2,311,895
18.35
0.50
18.75
0.50
45
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1995-96
ACTUAL
$ 149,667
27,188
0
1996-97
ACTUAL
$ 165,361
33,506
0
GRAND TOTAL | $ 176,855| $ 198,867
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1.00
0.00
1.00
0.00
1997-98
BUDGET
$ 131,058
42,925
0
1998-99
BUDGET
$ 152,650
57,800
0
$ 173,9831 $ 210,450
1.00
0.00
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:
1. 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.
46
PROGRAM:
FUND:
PROGRAM GROUP:
CITY CLERK
GENERAL
CITY CLERK ACCT NO. 0010210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 202,849
115,073
76,366
$ 394,288
4.60
0.00
1996-97
ACTUAL
$ 208,630
110,884
16,903
$ 336,417
3.60
0.00
1997-98
BUDGET
$ 193,520
161,000
7,000
$ 361,520
3.60
0.00
1998-99
BUDGET
$ 232,720
168,030
10,000
$ 410,750
4.00
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. The City Clerk's Department Staff also provides support for the
Information Systems Department.
PROGRAM ACTIVITIES:
Election Services: Serve as the City's Election
Officer responsible for conducting Municipal Elections.
WORKLOAD MEASURES:
CY/1996
1. Elections:
General
Special
CY/1997
0
0
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 87
Statements of
Economic Interest 342
1. Council Minutes:75
1. Claims Filed: 106
2. Public Hearing Notices: 68
3. Ordinances Published: 46
38
340
76
116
39
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
CMWD Board
H&R Commission
Public Improvement Corp
75
27
76
25
7
1
(continued)
47
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
PAGE TWO
ACCT NO. 0010210
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
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 provide for maintenance
of the Municipal Code on the Internet; 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
documents.
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:
1. Documents Processed:
Agendas 75 76
Agenda Bills 525 573
Resolutions 444 726
Ordinances 46 46
Documents to Recorder 322 558
Contracts/Agreements 306 351
Subscriptions to Muni. Code 98 98
1. Copies:
1. Entries Indexed:
2. Storage:
Boxes of Files
Micro Boxes
520,594 536,682
821
153
12
500
214
12
Budget request includes an increase in salaries to cover the cost associated to move a .4 administrative secretary
from Information Systems to the City Clerk. Also, additional amounts have been budgeted to cover the election
expense for November 98 election.
48
PROGRAM:
FUND:
PROGRAM GROUP:
CASH MANAGEMENT
GENERAL
CITY TREASURER ACCT NO. 0010310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1995-96
ACTUAL
$ 46,075
32,907
0
1996-97
ACTUAL
$ 56,119
55,968
0
1997-98
BUDGET
$ 53,897
72,130
0
1998-99
BUDGET
$ 62,160
75,380
0
GRAND TOTAL | $ 78,982] $ 112,08?! $ 126,027| $ 137,540
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
0.75
0.00
0.75
0.00
0.75
0.00
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 the City's investment
policy and to all state statutes governing 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 affect 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)
49
PROGRAM:
FUND:
PROGRAM GROUP:
CASH MANAGEMENT
GENERAL
CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES:
Recordkeeping: Develop and maintain records for
all investments and investment income. Verify
receipt and correctness of investments made.
Reporting: Develop and prepare monthly and
annual reports to the City Council regarding cash
management and investment activities; develop
investment data for the Comprehensive Annual
Financial Report.
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 and
ensure payment is accurate and timely.
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 Comprehensive
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.
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:
Budget request includes an additional amount to cover the cost of a consultant to assist with a request for proposal
for banking services.
50
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 703,657
95,787
5,811
$ 805,255
8.00
0.00
1996-97
ACTUAL
$ 715,624
187,944
0
1997-98
BUDGET
$ 678,488
200,172
14,754
$ 903,5681 $ 893,414
8.00
0.00
8.00
0.00
1998-99
BUDGET
$ 743,760
188,385
9,000
$ 941,145
8.00
0.00
WORK PROGRAM:
The City Manager coordinates the implementation of City Council policies and goals in a way which earns respect in
the community by providing services in a responsive, open, and efficient manner.
PROGRAM ACTIVITIES:
Financial: Promote sound financial practices and a
balanced revenue expenditure base.
Administration: Provide timely and reasonable
responses to citizens and customers.
Policy Development:
development.
Assist Council in policy
PERFORMANCE OBJECTIVES:
1. Submit a balanced budget to the City Council.
Provide quarterly fiscal updates to the Council.
1. 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.
51
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 440,639
70,674
0
$ 511,313
5.00
0.00
1996-97
ACTUAL
$ 460,528
104,590
3,159
$ 568,277
5.00
0.00
1997-98
BUDGET
$ 469,982
129,571
12,000
$ 611,553
5.00
0.50
1998-99
BUDGET
$ 504,964
98,546
8,500
$ 612,010
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:
Budget request includes the reclassification of the current Deputy City Attorney to Assistant City Attorney.
52
ADMINISTRATIVE SERVICES
Non-
departmental
20%
Human
Resources
Risk
Management
8%
Workers'
Comp.
5%
Purchasing
3% .Finance
7%
Council
Contingency
25%
Health
Insurance
14%
Information
Systems
10%
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 1,938,899
4,787,591
253,960
1996-97
ACTUAL
$ 2,096,211
5,364,769
7,596
$ 6,980,450] $ 7,468,576
33.40
1.24
33.40
1.50
1997-98
BUDGET
$ 2,327,509
6,450,970
318,027
$ 9,096,506
34.40
1.50
1998-99
BUDGET
$ 2,653,835
6,319,627
195,000
$ 9,168,462
38.00
1.50
53
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL
FINANCE ACCT NO. 0011310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 683,274
241,975
3,231
$ 928,480
14.00
0.00
1996-97
ACTUAL
$ 718,308
362,860
3,109
$ 1 ,084,277
14.00
0.00
1997-98
BUDGET
$ 796,610
345,111
0
$ 1,141,721
14.00
0.00
1998-99
BUDGET
$ 872,670
312,977
0
$ 1,185,647
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-Ranqe Financial Planning: Assist in pro-
viding long-range financial planning services,
including long-range operating revenue and expense
forecasts.
1.
(continued)
Prepare ten year operating forecasts incorpo-
rating various "what if scenarios to be used in
long-range planning.
54
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL
FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES:
Accounts Receivable: Bill and collect revenue for
the City; including business license, parking citations,
and emergency response billings.
PERFORMANCE OBJECTIVES:
1. Increase collection of receivables through timely
follow-up of delinquent accounts and use of
collection agency.
2. Select and implement new business license
system to provide better management
information and increased collection of revenues.
Accounts Payable: Assemble and pay the debts of
the City, including payroll. Satisfy requirements of
taxing agencies.
1. Maintain turnaround time of 30 days to process
and pay invoices.
General Accounting and Reporting: Prepare and
maintain accurate financial records; including grants,
capital projects, enterprise funds, assessment
districts, investments, fixed assets, and agency
funds.
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.
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. 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.
SIGNIFICANT CHANGES:
None.
55
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING ACCT NO. 0011410
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 240,728
116,920
3,171
$ 360,819
5.00
0.50
1996-97
ACTUAL
$ 246,191
145,556
0
$ 391,747
5.00
0.50
1997-98
BUDGET
$ 249,592
211,954
0
$ 461,546
5.00
0.50
1998-99
BUDGET
$ 274,388
196,811
0
$ 471,199
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:PERFORMANCE OBJECTIVES:
Bids and Quotations: Request and process bids,
quotations and proposals for supplies, services and
equipment.
1. Update and maintain formal bid and quotation
files.
2. Prepare and
commodities.
maintain vendor's list by
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.
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)
56
PROGRAM:
FUND:
PROGRAM GROUP:
PURCHASING
GENERAL
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 Citywide Presort Program with the
County. Provide guidance on mail-related needs to
all departments.
SIGNIFICANT CHANGES:
None.
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.
57
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 431,960
389,246
4,707
1996-97
ACTUAL
$ 516,911
469,736
4,487
1997-98
BUDGET
$ 598,041
740,383
15,000
$ 825,91 3| $ 991,134[ $ 1,353,424
7.00
0.24
7.00
0.50
7.00
0.50
1998-99
BUDGET
$ 594,830
731,117
15,300
$ 1,341,247
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:
responsive service to our
customers.
To deliver high quality,
internal and external
Goal: To achieve measurable improvements in the
quality of our service, while staying connected to our
customers.
Employee/Labor Relations: To participate in
productive negotiations and foster mutually beneficial
relationships with both represented and
unrepresented City employees.
Goal: To reach agreement in negotiations with the
City's bargaining groups and to reduce
employer/employee relations problems in the
workplace.
PERFORMANCE OBJECTIVES:
1. Continue to proactively consult with departments
regarding their staffing needs. Attract and retain
qualified candidates for City employment and fill
job vacancies in a timely manner.
2. Update current management job classification
descriptions.
3. Update Summary Plan Descriptions (SPDs) for
all employee health insurance plans.
4. Transition the Workers' Compensation function
from the Risk Management Department to the
Human Resources Department. Educate Human
Resources staff and develop plan to integrate
Workers' Compensation with current Human
Resources Department activities and programs.
5. Develop and implement ongoing internal and
external customer satisfaction feedback system
for all major HR services.
1. Coordinate timetable for meeting and conferring
with four employee associations simultaneously.
2. Confer with City departments to identify areas of
concern with current Memoranda of
Understanding.
3. Meet and confer with employee associations to
communicate City Council direction and
authority; share employee interests with City
Council.
4. Consult with employees concerning employee
relations concerns and provide direction on City
policy.
(continued)
58
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES
PROGRAM ACTIVITIES:
Employee/Labor Relations (continued):
System Analysis: To aggressively review and
redesign Human Resources systems.
Goal: To evaluate the effectiveness and efficiency of
every major organizational Human Resources-related
system.
Employee Development: To support organizational
development and training efforts throughout the City.
Goal: To increase the knowledge, skills, and abilities
of City employees.
PAGE TWO
ACCT NO. 0011510 THRU 0011550
PERFORMANCE OBJECTIVES:
5. Assist departments in responding to outside
regulatory agencies (Department of Fair Employ-
ment and Housing, Equal Opportunity
Commission, etc.)
1. Partner in the Business Process Review (BPR)
of the employment services function. Initiate
review of the City's Personnel Rules in
conjunction with the BPR recommendations and
implement improved retirement/employment
process.
2. Continue to implement Human Resources
Information System (HRIS) to create more
streamlined and effective systems. Educate
Human Resource staff on system capabilities.
3. Streamline system for handling industrial/non-
industrial leaves of absence to ensure
compliance with federal and state mandates.
1. Develop and conduct follow-up training in
support of Performance Management and
Compensation System for management
employees.
2. Oversee the procurement and delivery of
tuition reimbursement.
3. Develop and implement employee development
training on topics including:
Value of a Harassment and Discrimination-Free
Workplace
Value of a Drug and Alcohol-Free Workplace
4. Continue to coordinate quarterly management
meetings.
5. Conduct annual benefits education meeting with
employees.
SIGNIFICANT CHANGES:
None.
59
PROGRAM:
FUND:
PROGRAM GROUP:
WORKERS' COMPENSATION
SELF-INSURANCE
WORKERS' COMPENSATION ACCT NO. 6111520
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 73,396
526,826
0
1996-97
ACTUAL
$ 77,644
706,310
0
1997-98
BUDGET
$ 79,058
831,833
0
$ 600,222| $ 783,954) $ 910,891
1.00
0.00
1.00
0.00
1.00
0.00
1998-99
BUDGET
$ 83,670
809,838
0
$ 893,508
1.00
0.00
WORK PROGRAM:
Human Resources will begin administering the funding of the insured and self-insured funded portions of the
program, managing the administration of claims for Workers' Compensation benefits, and working with the City
Attorney's Office and outside counsel to monitor, control and resolve litigated claims.
PERFORMANCE OBJECTIVES:
Continue to enhance communications with em-
ployees, medical care providers and third party
administrators.
PROGRAM ACTIVITIES:
Workers' Compensation Claims: The fund is 1.
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:
The Workers' Compensation Program is now being administered by the Human Resources Department rather than
by Risk Management.
60
PROGRAM:
FUND:
PROGRAM GROUP:
RISK MANAGEMENT
GENERAL LIABILITY SELF-INSURANCE
RISK MANAGEMENT ACCT NO. 6121930
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 50,155
1,276,591
0
$ 1,326,746
1.00
0.50
1996-97
ACTUAL
$ 43,535
830,940
0
1997-98
BUDGET
$ 66,572
1,177,553
0
1998-99
BUDGET
$ 153,379
1,172,343
0
$ 874,475| $ 1,244,125| $ 1,325,722
1.00
0.50
1.00
0.50
2.00
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 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:PERFORMANCE OBJECTIVES:
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. Risk Management works with
the City Attorney's Office and outside counsel to
monitor, control, and resolve litigated matters in the
areas of property, casualty, and general liability.
Insurance/Self Insurance: Directs the marketing,
renewal, planning and funding of the insured and self-
funded portions of the program; administers the
General Liability Self-Insurance funds.
Claims Management: Directs and administers the
claims management program for property, casualty
and general liability by utilizing a combination of in-
house services and contract claim administration.
Loss Prevention/Training: Provides direction,
programs and training for various City departments
to minimize the potential risk of future losses.
SIGNIFICANT CHANGES:
1. Provide necessary support to the City Attorney's
Office and outside counsel.
1. Reduce the level of loss 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.
Personnel costs are higher to reflect the total Risk Management personnel budget, which was previously divided
between the Liability and Workers' Compensation funds. The Workers' Compensation Program is now being
administered by the Human Resources Department. Additional personnel will be used to implement a loss
prevention program.
61
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 6131520
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 58,711
1,634,065
0
$ 1,692,776
0.00
0.00
1996-97
ACTUAL
$ 62,358
2,107,579
0
$ 2,169,937
0.00
0.00
1997-98
BUDGET
$ 82,500
2,377,484
0
$ 2,459,984
0.00
0.00
1998-99
BUDGET
$ 76,400
2,228,781
0
$ 2,305,181
0.00
0.00
WORK PROGRAM:
This fund is used to pay health insurance premiums.
SIGNIFICANT CHANGES:
None.
62
PROGRAM:
FUND:
PROGRAM GROUP:
INFORMATION SYSTEMS
INTERNAL SERVICE
INFORMATION SYSTEMS ACCT NO. 6401710
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 400,675
601,968
242,851
$ 1,245,494
5.40
0.00
1996-97
ACTUAL
$ 431,264
741,788
0
$ 1,173,052
5.40
0.00
1997-98
BUDGET
$ 455,136
766,652
303,027
$ 1,524,815
6.40
0.00
1998-99
BUDGET
$ 598,498
867,760
179,700
$ 1,645,958
9.00
0.00
WORK PROGRAM:
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 (CIS)
• Over 350 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.
3.
1.
Guarantee availability of hardware maintenance
for all the City's mini computers, workstations,
micro computers and the Citywide network.
Provide prompt, courteous and effective software
support for all standard City software and applica-
tions developed in-house.
Ensure that the City's telecommunication network
and its associated equipment remain operational
with minimum downtime.
Provide necessary support for all telephone and
data communication usage.
(continued)
63
PROGRAM: INFORMATION SYSTEMS PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION SYSTEMS ACCT NO. 6401710
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
New Systems Support: Continue implementation of 1. Meet the informational needs of the users and
new applications on the HP 9000 UNIX Server. These encourage the appropriate use of computers and
applications replace outdated applications on the communication technology to increase produc-
HP 3000/70, which along with being outdated, are not tivity and enhance communication.
year 2000 compliant. These include Permits, Water
Billing, Business Licenses, Work Orders, and Fleet
Maintenance. Also continue implementation of
applications and services according to user needs,
which requires an analysis of the function being
performed, determination of appropriate platform for
compatibility, research of available solutions, and
installation.
SIGNIFICANT CHANGES:
Additional staff includes two positions to support the new Library and one position to better support desktop
computing Citywide (including the Safety Center). Costs for a .4 administrative secretary were moved from
Information Systems to City Clerk. Maintenance and operations contains $107,000 to upgrade major desktop
productivity applications and to implement call accounting.
64
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
0013520-8540 Community Promotion $184,255 $207,593 $375,667 $243,000
(Carlsbad Convention
and Visitor's Bureau)
0019002-8540 Community Contributions 0 0 225,000 75,000
0019002-8540 Batiquitos Lagoon Foundation 000 20,000
0019002-7550 Beach Parking 36,000 35,600 36,000 36,000
0013025 Hiring Center 75,578 75,046 80,000 80,000
0019003-9999 Hosp Grove Debt Service 793,080 797,500 800,068 800,000
0019003-7556 Animal Regulation Contract* 138,027 144,857 160,000 0
0019003-7711 Dues and Subscriptions 26,774 38,916 36,100 46,500
0019003-9999 Misc / Transfers Out 911,951 1,685,574 395,453 0
0019003-9999 Golf Course Contribution 0 470,000 490,000 1,680,000
0019003-7435 Property Tax Administration 150,902 170,222 185,000 190,000
Fee
0019003-7490 Assessment Services 14,018 18,779 35,000 56,000
0019003-7400 Audit 20,095 33,550 80,054 55,000
0019004 Harmony Grove Fire 0 318,533 9,555 0
0019008 Contingencies (Budget request) 544,000 625,030 1,787,765 3,943,700
TOTAL $2,894,680 $4,621,200 $4,695,662 $7,225,200
* Animal Regulation was moved to the police budget in 1998/99.
65
66
PUBLIC SAFETY
Police
60%
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 13,773,085
2,776,577
300,426
$ 16,850,088
189.00
0.99
1996-97
ACTUAL
$ 13,157,427
2,778,999
124,235
$ 16,060,661
194.00
0.64
1997-98
BUDGET
$ 14,760,420
3,749,992
502,788
$ 19,013,200
201.00
0.64
1998-99
BUDGET
$ 15,787,506
4,234,576
267,450
$ 20,289,532
207.00
2.26
67
PROGRAM: POLICE
FUND: VARIOUS
PROGRAM GROUP: POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 7,754,376
1,906,812
135,047
$ 9,796,235
110.00
0.99
1996-97
ACTUAL
$ 7,940,187
1,990,234
117,694
$ 10,048,115
115.00
0.64
1997-98
BUDGET
$ 8,515,506
2,470,319
278,942
$ 11,264,767
122.00
0.64
1998-99
BUDGET
$ 9,119,813
2,807,496
175,900
$ 12,103,209
128.00
2.26
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 of and visitors to Carlsbad.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
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
concerns and needs, maintain positive relationship
with community, and develop programs responsive to
community needs.
SIGNIFICANT CHANGES
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; two sergeant positions in
Field Operations; one non-sworn position for Lagoon Patrol; one sworn position in Family Services, a lead
communicator, and a property evidence technician. They are also deleting a secretary position.
68
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 257,778
325,774
0
$ 583,552
3.00
0.00
1996-97
ACTUAL
$ 261,643
288,467
4,887
$ 554,997
3.00
0.00
1997-98
BUDGET
$ 251,245
329,792
5,358
$ 586,395
3.00
0.00
1998-99
BUDGET
$ 264,995
510,747
3,500
$ 779,242
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
knowledge and training necessary to carry out the
department's mission.
SIGNIFICANT CHANGES:
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.
The animal services contract was transferred to this budget in 1998/99 from miscellaneous non-departmental
expenses.
69
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012120
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 4,037,030
613,177
6,099
$ 4,656,306
53.00
0.00
1996-97
ACTUAL
$ 4,002,790
700,045
9,956
$ 4,712,791
53.00
0.00
1997-98
BUDGET
$ 4,116,500
751,132
0
$ 4,867,632
57.00
0.00
1998-99
BUDGET
$ 4,074,910
792,106
90,000
$ 4,957,016
55.67
0.00
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:
CY1996CY1995
1. Calls for Service:
55,127
1. Reports:
9,389
1. Response Times:
5.6 min.
63,495
9,613
5.8 min.
CY1997
64,009
8,950
5.8 min.
Four positions and related expenses have been transferred to the new K-9 Program. Two new sergeant positions
are included in budget request.
70
PROGRAM: TRAFFIC
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 538,393
121,804
0
$ 660,197
8.00
0.00
1996-97
ACTUAL
$ 522,256
131,421
32,959
$ 686,636
8.00
0.00
1997-98
BUDGET
$ 623,202
167,507
0
$ 790,709
9.00
0.00
1998-99
BUDGET
$ 668,015
172,494
6,000
$ 846,509
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:
None.
WORKLOAD MEASURES:
CY19<CY1995
1. Total Collisions:
786 746
1. Number of Hit and Run Investigations:
105 153
2. Hit and Run Cases Cleared:
94% 93%
775
131
92%
71
PROGRAM: VOLUNTEER SERVICES/RESERVE PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012122 THRU 0012123
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 3,244
216
0
$ 3,460
0.00
0.00
1996-97
ACTUAL
$ 2,800
7,695
0
$ 10,495
0.00
0.00
1997-98
BUDGET
$ 7,000
41,725
0
$ 48,725
0.00
0.00
1998-99
BUDGET
$ 6,800
56,427
0
$ 63,227
0.00
0.00
WORK PROGRAM:
To provide support for the members of the Police
through education and crime prevention.
PROGRAM ACTIVITIES:
Senior Volunteer Patrol Program:
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.
Department and to enhance community safety and security
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 homebound.
1. Provide general clerical assistance.
2. Provide assistance with special assignments
and projects.
WORKLOAD MEASURES:
1. Number of hours contributed by senior patrol
and in-house volunteers: CY1997: 13,729.
1. Provide special detail assistance to all
Divisions of the Police Department.
2. Provide service to spring and fall faires,
Oktoberfest, marathon, and other special
events.
3. Provide assistance to detectives and traffic
officers with follow-up and special
investigations.
72
PROGRAM: VOLUNTEER SERVICE/RESERVE PROGRAM PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012122 THRU 0012123
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Patrol and Traffic: (continued) 1. Number of hours of service contributed by
reserve officers:
CY1996 CY1997
6,000 2,078
SIGNIFICANT CHANGES:
None.
73
PROGRAM: K-9
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
$ 0
0.00
0.00
1996-97
ACTUAL
$ 0
0
0
$ 0
0.00
0.00
1997-98
BUDGET
$ 0
0
0
$ 0
0.00
0.00
1998-99
BUDGET
$ 319,300
77,800
0
$ 397,100
4.00
0.00
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate
hidden suspects while providing greater officer safety through the use of trained police dogs.
PROGRAM ACTIVITIES:
Maintain order/deter crime: Enforce laws throughout the City. Provide K-9 coverage on each patrol watch. Patrol
remote areas using 4x4 vehicles.
Education: Provide K-9 demonstrations to schools and civic groups throughout the year to show capabilities of
police K-9 teams.
SIGNIFICANT CHANGES:
These expenses were previously budgeted within Field Operations.
74
PROGRAM:
FUND:
PROGRAM GROUP:
LAGOON PATROL
GENERAL
POLICE ACCT NO. 0012125
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
1996-97
ACTUAL
$ 0
0
0
1997-98
BUDGET
$ 0
0
0
$ Oj $ J)| $ 0
0.00
0.00
0.00
0.00
0.00
0.00
1998-99
BUDGET
$ 30,434
8,750
0
$ 39,184
0.33
0.50
WORK PROGRAM:
Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and
response to concerns involving Batiquitos and Buena Vista Lagoons. Maintain order on City's trail systems and in
City's parks.
PROGRAM ACTIVITIES:
Maintain Order: Enforce boating regulations. Monitor recreational boat operation. Patrol designated areas. Assist
stranded boaters.
Education: Interact with boating public, educate regarding proper boating operations and regulations.
SIGNIFICANT CHANGES:
The Police Department will be responsible for public safety on Agua Hedionda Lagoon effective July 1, 1998. This
task was previously handled by part-time personnel from Parks and Recreation. To accomplish this, the Police
Department will use a civilian community service officer. This full-time position will also patrol other recreational
areas such as parks, trails, and other lagoons with about one-third of their time attributed to lagoon patrol. During
the peak summer season, the full-time employee will be assisted by part-time help. Parks and Recreation will
continue to issue lagoon permits.
75
PROGRAM: INVESTIGATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012130
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 1,130,620
193,405
0
$ 1,324,025
15.00
0.00
1996-97
ACTUAL
$ 1,134,973
175,186
30,433
$ 1,340,592
16.00
0.15
1997-98
BUDGET
$ 1,185,802
209,677
0
$ 1,395,479
17.00
0.15
1998-99
BUDGET
$ 967,130
198,617
0
$ 1,165,747
13.00
0.90
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:
CY1995 CY1996 CY1997
1. No. of Reports:
1,346 1,489 1,567
1. Clearance Rates:
43%
13%
48%
18%
1. Property Recovery Rates:
33% 33%
52%
27%
37%
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:
Three positions were transferred to Family Services and one secretary position was eliminated. Hourly salaries were
increased by .75 FTE's.
76
PROGRAM:
FUND:
PROGRAM GROUP:
VICE/NARCOTICS
GENERAL
POLICE ACCT NO. 0012131
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 254,810
22,625
0
$ 277,435
3.00
0.00
1996-97
ACTUAL
$ 313,610
59,582
0
$ 373,192
3.00
0.00
1997-98
BUDGET
$ 302,260
26,840
0
$ 329,100
3.00
0.00
1998-99
BUDGET
$ 314,475
47,830
2,900
$ 365,205
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 violation 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:
1. Arrests: 112 116
1. Other:221 264 89
77
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL/ASSET FORFEITURE
PROGRAM GROUP: POLICE ACCT NO. 0012132/1212132
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ASSET FORFEITURE
TOTAL FUNDING
1995-96
ACTUAL
$ 50,468
48,010
20,541
$ 119,019
1.00
0.00
51,059
67,960
$ 119,019
1996-97
ACTUAL
$ 54,427
49,682
0
$ 104,109
1.00
0.00
54,741
49,368
$ 104,109
1997-98
BUDGET
$ 55,700
97,379
0
$ 153,079
1.00
0.00
55,700
97,379
$ 153,079
1998-99
BUDGET
$ 58,920
83,917
0
$ 142,837
1.00
0.00
142,837
0
$ 142,837
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:
CY1995 CY1996 CY1997
1. Number of Juvenile participants:
218 256 286
Maintenance and operations previously budgeted with Asset Forfeiture funds. These funds have been transferred
back to the General fund.
78
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012133
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1995-96
ACTUAL
$ 45,978
4,495
0
1996-97
ACTUAL
$ 50,128
13,791
0
1997-98
BUDGET
$ 53,880
18,193
0
GRAND TOTAL |$ 50,473[ $ 63,91 9| $ 72,073
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
0.00
0.49
0.00
0.49
0.00
0.49
1998-99
BUDGET
$ 99,598
19,791
0
$ 119,389
1.00
0.50
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.
PERFORMANCE OBJECTIVES:
1. Perform annual audit/inventory.
1. Dispose of all acquired property and evidence
within three years.
SIGNIFICANT CHANGES:
Included in budget is a new property and evidence tech position.
79
PROGRAM:
FUND:
PROGRAM GROUP:
FAMILY SERVICES
GENERAL
POLICE ACCT NO. 0012134
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
1996-97
ACTUAL
$ 0
0
0
1997-98
BUDGET
$ 0
0
0
$ 0| $ 0| $ 0
0.00
0.00
0.00
0.00
0.00
0.00
1998-99
BUDGET
$ 276,241
16,760
3,000
$ 296,001
4.00
0.00
WORK PROGRAM:
To provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes related to juvenile offenders and domestic violence incidents. To provide coordination of the
criminal justice process as it relates to prevention and education, diversion, and enforcement.
PROGRAM ACTIVITIES:
Enforcement: Investigate and follow-up on crime and incident reports as they relate to all phases of the family.
Diversion. Prevention and Education: Assist in the coordination of diversion, prevention, and education activities
offered by the department such as DARE, GUIDE, Juvenile Justice Panel, the Police Athletic League, parenting
skills classes, recreation activities for children after school, and mentoring "at-risk" youth.
SIGNIFICANT CHANGES:
The personnel and M & O expenses for this program have been transferred from general investigations. An
additional juvenile investigator position is also included in budget request.
80
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 279,740
368,436
0
$ 648,176
4.00
0.00
1996-97
ACTUAL
$ 330,520
407,434
37,258
$ 775,212
4.00
0.00
1997-98
BUDGET
$ 347,834
407,512
0
$ 755,346
5.00
0.00
1998-99
BUDGET
$ 426,463
489,813
7,000
$ 923,276
6.00
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 systems such as CAD,
ARJIS, and the microcomputer network.
SIGNIFICANT CHANGES:
Included in budget request is an additional network specialist position.
PERFORMANCE OBJECTIVES:
1. Recruit personnel to maintain staffing levels.
81
PROGRAM:
FUND:
PROGRAM GROUP:
D.A.R.E.
GENERAL/ASSET FORFEITURE
POLICE ACCT NO. 0012141/1212141
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ASSET FORFEITURE
TOTAL FUNDING
1995-96
ACTUAL
$ 135,729
7,612
20,901
1996-97
ACTUAL
$ 138,587
9,257
0
1997-98
BUDGET
$ 142,071
13,888
0
$ 164.242J $ 147,844| $ 155,959
2.00
0.00
146,902
17,340
$ 164,242
2.00
0.00
144,066
3,778
$ 147,844
2.00
0.00
142,071
13,888
$ 155,959
1998-99
BUDGET
$ 141,450
14,510
$ 155,960
2.00
0.00
155,960
0
$ 155,960
WORK PROGRAM:
Assist elementary and junior high school students in recognizing and resisting the pressures exerted on them to
experiment with drugs.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
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:
1. Reach 3,000 - 4,000 students per year at nine
elementary schools and one junior high school.
1. Attend parent-teacher meetings, provide work-
shops for parents and teachers, and participate
in various community and school activities.
Maintenance and operation expenses previously funded through Asset Forfeiture will now be paid by the General
fund.
82
PROGRAM:
FUND:
PROGRAM GROUP:
CRIME PREVENTION
GENERAL
POLICE ACCT NO. 0012142
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 40,566
1,804
0
$ 42,370
1.00
0.00
1996-97
ACTUAL
$ 40,589
16,685
0
$ 57,274
1.00
0.00
1997-98
BUDGET
$ 41,916
39,178
0
$ 81,094
1.00
0.00
1998-99
BUDGET
$ 43,530
41,624
0
$ 85,154
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.
83
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012143
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
$ 0
0.00
0.00
1996-97
ACTUAL
$ 115,199
0
2,201
1997-98
BUDGET
$ 154,929
24,988
24,709
1998-99
BUDGET
$ 151,990
25,150
0
$ 117,400|$ 204,626| $ 177,140
2.00
0.00
2.00
0.00
2.00
0.00
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:
All expenses associated with the School Resource Officer Program have been transferred to this General fund
account. Prior year amounts were actually budgeted in Asset Forfeiture and are shown here for comparison
purposes only.
84
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 697,900
30,041
0
$ 727,941
14.00
0.50
1996-97
ACTUAL
$ 718,352
28,064
0
$ 746,416
14.00
0.00
1997-98
BUDGET
$ 812,165
48,646
0
$ 860,811
14.00
0.00
1998-99
BUDGET
$ 882,853
60,510
3,000
$ 946,363
15.00
0.36
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 emer-
gency medical programs.
PERFORMANCE OBJECTIVES:
1. Calls for Service:
55,127
CY1996 CY1997
63,495 64,009
SIGNIFICANT CHANGES:
Budget request includes a new lead communicator position and .36 FTE's hourly positions.
85
PROGRAM: POLICE RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012145
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 235,085
121,529
0
$ 356,614
6.00
0.00
1996-97
ACTUAL
$ 217,993
100,380
0
$ 318,373
6.00
0.00
1997-98
BUDGET
$ 268,937
125,550
0
$ 394,487
6.00
0.00
1998-99
BUDGET
$ 255,645
146,150
0
$ 401,795
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:
CY1995
9,389
86
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE ACCT NO. 121/122 VARIOUS
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 47,035
47,884
87,506
1996-97
ACTUAL
$ 0
0
0
1997-98
BUDGET
$ 10,216
164,926
245,698
1998-99
BUDGET
$ 0
62,500
60,500
$ 182,425) $ Oj $ 420,840| $ 123,000
0.00
0.00
0.00
0.00
0.00
0.00
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 software and programming for crime mapping, and repairs to the Police
fitness equipment and Safety Center building enhancemnts.
Capital outlay items include a replacement vehicle for vice narcotics, and a vehicle for the proposed juvenile
investigator.
SIGNIFICANT CHANGES:
None.
87
PROGRAM:
FUND:
PROGRAM GROUP:
BICYCLE PATROL
COPS GRANT
POLICE ACCT NO. 1232110/1232120
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
1996-97
ACTUAL
$ 36,320
2,545
0
$ 0| $ 38,865
0.00
0.00
2.00
0.00
1997-98
BUDGET
$ 141,849
3,386
3,177
1998-99
BUDGET
$ 137,064
0
0
$ 148,4121 $ 137,064
2.00
0.00
2.00
0.00
WORK PROGRAM:
This is the second year the City has received 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.
88
PROGRAM:
FUND:
PROGRAM GROUP:
FIRE
GENERAL
FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 6,018,709
869,765
165,379
$ 7,053,853
79.00
0.00
1996-97
ACTUAL
$ 5,217,240
788,765
6,541
$ 6,012,546
79.00
0.00
1997-98
BUDGET
$ 6,244,914
1,279,673
223,846
$ 7,748,433
79.00
0.00
1998-99
BUDGET
$ 6,667,693
1,427,080
91,550
$ 8,186,323
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 prevention 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:
None.
89
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 191,130
119,417
24,344
$ 334,891
3.00
0.00
1996-97
ACTUAL
$ 198,208
116,047
3,653
$ 317,908
3.00
0.00
1997-98
BUDGET
$ 271,847
214,744
130,306
$ 616,897
3.00
0.00
1998-99
BUDGET
$ 264,341
259,738
21,500
$ 545,579
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.
PERFORMANCE OBJECTIVES:
1. Implement and support Department specific
vision, mission, and values.
2. Continue supervisory training seminars for all
fire captains.
3. Facilitate team building programs for all mem-
bers of the management team.
1. Oversee a departmentwide self-assessment
process to serve as a basis for the development
of a departmental long-term strategic plan.
2. Monitor development under the Growth Manage-
ment Program toward scheduling the relocation
of Fire Stations 3 and 6.
3. Participate in the San Diego County Unified
Disaster Council and Hazardous Materials Re-
sponse, Joint Powers Authorities.
4. Coordinate departmental information systems.
5. Participate in regional planning activities:
-MHz Regional Communication System
-Study feasibility of a North County Regional
Training Facility
SIGNIFICANT CHANGES:
None.
90
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012220
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 5,519,637
630,475
139,843
$ 6,289,955
71.00
0.00
1996-97
ACTUAL
$ 4,720,147
534,782
2,888
$ 5,257,817
71.00
0.00
1997-98
BUDGET
$ 5,640,210
842,254
48,040
$ 6,530,504
71.00
0.00
1998-99
BUDGET
$ 6,038,371
918,189
70,050
$ 7,026,610
71.00
0.00
WORK PROGRAM:
Respond to citizen requests for assistance in a timely
personnel.
PROGRAM ACTIVITIES:
Emergency Response: Maintain an effective fire
and medical emergency response system 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.
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 five minutes
or less to priority one fire and medical calls for
service.
1. Provide technical training to all shift personnel on
a monthly basis.
2. Develop seven individual performance standards.
3. Develop three company performance standards.
4. Provide 24 hours EMS continuing education to all
field personnel.
Service: Operations personnel will maintain a
positive community profile of service, friendliness,
and responsiveness.
1. Engine companies to participate in public educa-
tion programs, special community events, and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
For budgeting purposes Suppression and EMS have been combined under one Emergency Operations Program.
91
PROGRAM:
FUND:
PROGRAM GROUP:
FIRE PREVENTION
GENERAL
FIRE ACCT NO. 0012225
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 307,942
31,509
0
$ 339,451
5.00
0.00
1996-97
ACTUAL
$ 298,885
32,051
0
$ 330,936
5.00
0.00
1997-98
BUDGET
$ 332,857
37,193
17,500
$ 387,550
5.00
0.00
1998-99
BUDGET
$ 364,981
37,243
0
$ 402,224
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
construction plan submittals within 10 calendar
days.
4. Perform new construction inspections within 24
hours of request.
1. Conduct fire safety education programs 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.
92
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
34,790
0
1996-97
ACTUAL
$ 0
52,281
0
1997-98
BUDGET
$ 0
1 1 1 ,464
0
$ 34, 790 1 $ 52,281 1 $ 111,464
0.00
0.00
0.00
0.00
0.00
0.00
1998-99
BUDGET
$ 0
151,200
0
$ 151,200
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.
1. Inspect all property noticed.
2. In May through July clean all property not
previously abated by owners.
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.
SIGNIFICANT CHANGES:
Budgeted services include maintenance of 75 acres of Hosp Grove and unusually dense growth of vegetation on
vacant private parcels, and special abatement activities on City owned parcels adjacent to El Camino Real between
Chestnut and Tamarack Avenues.
93
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012240
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
53,574
1,192
1996-97
ACTUAL
$ 0
53,604
0
54,766| $ 53,604
0.00
0.00
0.00
0.00
1997-98
BUDGET
$ 0
74,018
28,000
$ 102,018
0.00
0.00
1998-99
BUDGET
$ 0
60,710
0
$ 60,710
0.00
0.00
WORK PROGRAM:
To exercise and improve coordination plans that enable
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-Aqencv Planning: Continue the involvement
of other agencies in the planning process providing
coordination with City plans.
Carlsbad to effectively utilize its resources in responding to,
PERFORMANCE OBJECTIVES:
1. Conduct training and exercises with City
Emergency Operations Center staff on disaster
plan elements.
2. Provide basic emergency response training to all
City employees.
1. Lead City disaster financial recovery efforts.
2. Maintain City Emergency Plan.
SIGNIFICANT CHANGES:
None.
94
COMMUNITY DEVELOPMENT
Economic
Development
1%
Redevelop-
ment
17%
Bu,lding Comm-."geographic
Inspection Admin. ,nformatlon
1 5%
Housing
Section 8
28%
Planning
24%
CDBG
6%
Housing
Trust
2%
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 3,109,304
6,356,297
36,490
$ 9,502,091
51.00
1.63
1996-97
ACTUAL
$ 3,199,697
6,221,438
181,421
$ 9,602,556
51.00
2.50
1997-98
BUDGET
$ 3,408,041
6,730,901
882,621
$ 11,021,563
53.75
3.00
1998-99
BUDGET
$ 3,825,549
6,130,169
274,311
$ 10,230,029
54.75
3.00
95
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013015
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 321,186
242,772
0
$ 563,958
4.00
0.00
1996-97
ACTUAL
$ 301,678
268,483
0
$ 570,161
4.00
0.00
1997-98
BUDGET
$ 323,854
245,851
6,000
$ 575,705
4.75
0.00
1998-99
BUDGET
$ 347,990
171,010
0
$ 519,000
4.75
0.00
WORK PROGRAM:
Coordinate, guide and direct Building, Planning, Economic Development, Geographic Information Systems, Housing
and Redevelopment, Municipal Projects (Golf Course and Library projects) 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 accom-
plishing City Council goals and objectives.
Communication: Facilitate increased communica-
tion between City departments, the community and
outside agencies.
SIGNIFICANT CHANGES:
None.
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 Develop-
ment 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 organiza-
tions and City staff in initiating and implementing
programs which provide social benefit to the
local population.
96
PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 0013210
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 1,517,745
341,002
21,740
$ 1,880,487
24.00
1.00
1996-97
ACTUAL
$ 1,545,124
421,430
5,969
1997-98
BUDGET
$ 1,562,448
783,905
0
$ 1,972,523| $ 2,346,353
24.00
1.00
24.00
1.00
1998-99
BUDGET
$ 1,767,933
608,447
12,000
$ 2,388,380
24.00
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.
PROGRAM ACTIVITIES:
Implementation of General Plan: Ensure that all
new planning programs and development projects
comply with the General Plan.
PERFORMANCE OBJECTIVES:
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 pro-
cedures to establish more efficient systems.
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:
A new associate planner position has been exchanged for a vacant senior management analyst position (previously
in Growth Management). This new position will assist with additional workload from the Coastal Permit Authority
recently assumed by the City. Additional amounts have been included in budget request for Housing Element
Update. 1.5 FTE intern positions are included in request.
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.
97
PROGRAM: PLANNING COMMISSION
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 0013220
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 17,046
11,671
0
$ 28,717
0.00
0.00
1996-97
ACTUAL
$ 17,202
12,418
0
$ 29,620
0.00
0.00
1997-98
BUDGET
$ 17,300
12,100
0
$ 29,400
0.00
0.00
1998-99
BUDGET
$ 17,300
14,100
0
$ 31,400
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.
PROGRAM ACTIVITIES:
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.
Implementation of Growth Management Plan:
Review projects for compliance with Growth
Management Plan.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
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.
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.
98
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 84,068
62,148
1 1 ,089
$ 157,305
1.00
0.50
1996-97
ACTUAL
$ 82,567
79,060
0
$ 161,627
1.00
0.50
1997-98
BUDGET
$ 87,737
111,206
26,007
$ 224,950
1.00
0.50
1998-99
BUDGET
$ 169,262
46,350
0
$ 215,612
2.00
0.50
WORK PROGRAM:
Continue to provide GIS services to all City Departments and citizen groups to facilitate economic development,
development processing, environmental protection, and data compilation efforts. Maintain the data base of the
Geographic Information System. 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 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) Facilitate the creation of an infrastructure
management system for Public Works MSA.
Database Maintenance: Maintain the parcel base-
map and streetmap for changes in parcel boundaries
and/or assessor parcel numbers and streets.
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. Continue the automation of all major stream
courses and drainage basins in the City.
3. Assess, specify, and facilitate the creation of
various databases for infrastructure
management.
1. Maintain the parcel and street centerline base-
map to reflect all changes in land ownership,
parcel subdivision/splits.
2. Maintain the vegetation basemap to reflect all
changes to the natural land cover from develop-
ment/mitigation measures.
SIGNIFICANT CHANGES:
Creation of a GIS analyst position to assist with further GIS implementation within the City as well as a .5 FTE intern
to assist with the implementation.
99
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: ECONOMIC DEVELOPMENT ACCT NO. 0013510
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 56,705
53,843
0
$ 110,548
1.00
0.00
1996-97
ACTUAL
$ 88,946
12,801
0
$ 101,747
1.00
0.00
1997-98
BUDGET
$ 86,685
37,545
0
$ 124,230
1.00
0.00
1998-99
BUDGET
$ 97,876
39,985
0
$ 137,861
1.00
0.00
WORK PROGRAM:
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 and regional efforts to
address issues affecting Carlsbad's economic
stability and growth.
2. Evaluate the City's current business base and
identify economic trends and demographics
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 business and market database.
3. Evaluate joint marketing opportunities to promote
utilization of the airport and transit stations by
residents, business visitors, and tourists.
(continued)
100
PROGRAM: ECONOMIC DEVELOPMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: ECONOMIC DEVELOPMENT ACCT NO. 0013510
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Public Relations and Education Strategy: Provide 1. Conduct and participate in public relations
opportunities for increased local business and citizen events with various segments of the business
awareness of economic goals and activities. 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.
101
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 563,503
290,590
0
$ 854,093
11.00
0.13
1996-97
ACTUAL
$ 613,628
457,239
6,045
$ 1,076,912
11.00
1.00
1997-98
BUDGET
$ 721,214
570,070
2,750
$ 1,294,034
13.00
1.50
1998-99
BUDGET
$ 812,730
611,846
60,000
$ 1,484,576
13.00
1.50
WORK PROGRAM:
Maintain safe City standards by improving the overall quality of field inspection and project processing. Provide support
to the public through timely response to citizen inquiries, 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.
3. Maintain Building Department coverage of the front
counter at all times.
4. Respond to all customer 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, customer
service, quality control, and handouts.
7. Provide an average of ten working days turnaround
for building permit applications.
1. Provide "next day" building inspections for 95
percent of inspection requests.
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 schedule opportunities for inspection
personnel to attend training seminars.
5. Produce quarterly Code Enforcement Reports.
SIGNIFICANT CHANGES:
Addition of a 0.5 FTE intern to assist with front counter operations.
102
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 549,051
$ 5,354,271
3,661
$ 5,906,983
10.00
0.00
1996-97
ACTUAL
$ 550,552
$ 4,970,007
169,407
$ 5,689,966
10.00
0.00
1997-98
BUDGET
$ 608,803
4,970,224
847,864
$ 6,426,891
10.00
0.00
1998-99
BUDGET
$ 612,458
4,638,431
202,311
$ 5,453,200
10.00
0.00
103
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410/8013411
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 182,790
340,908
3,004
1996-97
ACTUAL
$ 204,064
335,453
0
$ 526,702| $ 539,517
2.00
0.00
2.00
0.00
1997-98
BUDGET
$ 137,664
407,966
3,000
$ 548,630
1.90
0.00
1998-99
BUDGET
$ 155,025
307,483
0
$ 462,508
1.95
0.00
WORK PROGRAM:
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:
Redevelopment Master Plan: Implement Rede-
velopment Project Area Master Plan.
PERFORMANCE OBJECTIVES:
1. Facilitate the development of at least one "special
opportunity project" from the 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-
struction projects.
5. Develop permit and policy handbook for process-
ing redevelopment projects.
6. Implement Parking-ln-Lieu Fee Study and new
Parking Policy.
7. Acquire or assist in acquiring site for one (1)
upscale infill residential development.
8. Develop and implement two (2) Village Beauti-
fication Programs.
(continued)
104
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: 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.
SIGNIFICANT CHANGES:
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 the
Village Business Association to discuss benefits
to village businesses as related to Village Com-
muter Rail Station.
Staffing costs increased due to a reallocation of staff to the Housing Trust fund (.05 FTE).
105
PROGRAM: REDEVELOPMENT DEBT SERVICE
FUND: REDEVELOPMENT DEBT SERVICE
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8023412
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
1,612,195
0
$ 1,612,195
0.00
0.00
1996-97
ACTUAL
$ 0
1,631,500
0
$ 1,631,500
0.00
0.00
1997-98
BUDGET
$ 0
1,081,000
0
$ 1,081,000
0.00
0.00
1998-99
BUDGET
$ 0
1,120,000
0
$ 1,120,000
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 1998-99.
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.
106
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 62,831
35,933
0
$ 98,764
1.75
0.00
1996-97
ACTUAL
$ 39,452
36,096
0
$ 75,548
1.25
0.00
1997-98
BUDGET
$ 47,561
78,602
0
$ 126,163
0.80
0.00
1998-99
BUDGET
$ 57,040
76,295
0
$ 133,335
0.90
0.00
WORK PROGRAM:
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 procedures clearly
to development 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 increased due to a reallocation of staff to this program.
107
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING AND REDEVELOPMENT ACCT NO. 1903401 THRU 1903403
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 224,402
2,709,914
657
$ 2,934,973
4.50
0.00
1996-97
ACTUAL
$ 207,558
2,630,755
0
$ 2,838,313
4.50
0.00
1997-98
BUDGET
$ 219,500
2,893,901
0
1998-99
BUDGET
$ 196,367
2,687,750
0
$ 3,113,401| $ 2,884,117
4.00
0.00
3.70
0.00
WORK PROGRAM:
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 disabled, and "families"
as defined under U. S. Department of Housing and Urban Development (HUD) criteria.
PROGRAM ACTIVITIES:
Section 8 Rental Assistance Program: Continue
administration of HUD Voucher and Certificate Rental
Assistance Programs.
Family Self-Sufficiency Program: Continue admini-
stration of HUD-mandated Family Self-Sufficiency
(FSS) Program for existing Section 8 Rental Assis-
tance participants.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
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 assisted housing units meet HUD
housing quality standards.
4. Continue annual recertification of existing
participants to ensure their compliance with
housing program criteria.
1. Administer outreach and participant selection
activities.
2. Conduct participant orientation and needs as-
sessments.
3. Establish Contracts of Participation to outline
goals to be achieved by thirty (30) participants.
4. Assist participants with accessing supportive
service providers.
108
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
3,000
0
1996-97
ACTUAL
$ 21,157
10,375
0
1997-98
BUDGET
$ 113,517
178,366
0
1998-99
BUDGET
$ 113,945
127,025
0
$ 3,000| $ 31,532| $ 291,883) $ 240,970
0.00
0.00
0.75
0.00
1.65
0.00
1.95
0.00
WORK PROGRAM:
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 six (6) Affordable Housing Agreements.
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)
109
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT
PAGE TWO
ACCTNO. 1333421
PROGRAM ACTIVITIES:
Develop and Implement Housing Element Pro-
gram and Policies: Develop and administer first-
time homebuyer and rental rehabilitation programs.
PERFORMANCE OBJECTIVES:
1. Implement the Carlsbad Homebuyer Assistance
Program and originate twenty (20) first-time
home buyer loans.
2. Identify, evaluate and assist at least one (1)
selected rental rehabilitation project.
Affordable Housing Education Program: Direct
educational programs for citizens, businesses and
government agencies interested in affordable
housing.
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.
4. Provide homebuyer education courses through
the CHAP.
SIGNIFICANT CHANGES:
None.
110
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT/REHABILITATION
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1353401/3913401-02,7000
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL PROJECTS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 79,028
652,321
0
$ 731,349
1.75
0.00
1996-97
ACTUAL
$ 78,321
325,828
169,407
$ 573,556
1.50
0.00
1997-98
BUDGET
$ 90,561
330,389
844,864
1998-99
BUDGET
$ 90,081
319,878
202,311
$ 1 ,265,814| $ 612,270
1.65
0.00
1.50
0.00
WORK PROGRAM:
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, consult-
ants, 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)
111
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
FUND: CDBG ENTITLEMENT/REHABILITATION
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1353401/3913401/3913402
PROGRAM ACTIVITIES:
Residential Rehabilitation Program:
(continued)
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
3. Monitor services implementation and/or
rehabilitation activities and maintain records
for compliance with federal regulations.
4. Approve and coordinate work payment
releases.
5. Audit County of San Diego.
112
COMMUNITY SERVICES
Park Planning/
Rec Mgt
6%
Recreation ^^
31%Cultural Arts
5%
Library
49%
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 3,963,987
1,751,644
29,063
1996-97
ACTUAL
$ 4,184,473
2,172,442
76,568
1997-98
BUDGET
$ 4,326,287
2,602,266
90,969
$ 5,744,694| $ 6,433,483] $ 7,019,522
58.90
68.86
57.93
71.19
57.00
77.56
1998-99
BUDGET
$ 4,556,048
2,832,756
188,820
$ 7,577,624
57.00
87.89
113
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1995-96
ACTUAL
$ 1 ,949,287
802,629
0
GRAND TOTAL | $ 2,751,916
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
32.50
33.89
1996-97
ACTUAL
$ 2,016,418
939,167
28,852
1997-98
BUDGET
$ 2,147,938
1,131,728
58,017
$ 2,984,437L $ 3,337,683
31.50
34.00
32.50
37.22
1998-99
BUDGET
$ 2,381,015
1,311,523
29,900
$ 3,722,438
32.50
42.30
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.
114
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014010/0014069
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
PLF GRANT FUNDING
TOTAL FUNDING
1995-96
ACTUAL
$ 318,723
220,577
0
$ 539,300
6.00
2.49
$ 527,739
$ 11,561
$ 539,300
1996-97
ACTUAL
$ 320,142
216,055
0
1997-98
BUDGET
$ 312,178
343,897
4,817
1998-99
BUDGET
$ 371,050
447,933
0
$ 536,197] $ 660,892) $ 818,983
6.00
1.46
$ 524,322
$ 11,875
$ 536,197
6.00
1.88
$ 645,892
$ 15,000
$ 660,892
6.00
1.41
$ 818,983
$ 0
$ 818,983
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:PROGRAM OBJECTIVES:
Budget Preparation: Prepare department budget;
process invoices, warrants and requisitions; monitor
expenditures; maintain fiscal records.
1. Monitor and distribute account balances to all
division.
2. Refine automated fund accounting and on-order
information.
Community Relations: Manage programs, exhibits,
graphic arts, City and Library web site, and all
external public relations.
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)
115
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PAGE TWO
ACCT NO. 0014010/0014069
PROGRAM ACTIVITIES:
Internal Management: Provide leadership for the
Library's divisions.
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.
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. Develop a new walking tour map and guide to
Carlsbad's historic sites.
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.
SIGNIFICANT CHANGES:
1. The new main Library is expected to open in the summer of 1999. Two new allocated, unfunded, positions are
requested: 1) management analyst (community relations), and 2) graphic artist.
2. Utility costs increased to cover up to three months occupancy in a much larger new facility.
3. Water account transferred from PLF Grant to Administration to consolidate with other utilities and to make PLF
Grant available to help support new technology acquisitions.
116
PROGRAM: ADULT SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014016
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 500,918
122,552
0
$ 623,470
8.00
17.75
1996-97
ACTUAL
$ 525,365
113,837
2,212
$ 641,414
8.00
18.20
1997-98
BUDGET
$ 618,204
135,185
21,459
$ 774,848
8.00
18.08
1998-99
BUDGET
$ 690,885
147,660
0
$ 838,545
8.00
20.80
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 overdue notices. Pages sort and shelve books, straighten
stacks, service book drops.
PROGRAM ACTIVITIES:
Reference Services: Respond to in-person and tele-
phone reference questions; provide Library
instruction classes and tours; select new and
replacement materials; give book talks for community
groups.
WORKLOAD MEASURES:
1994-95 1995-96
1. Reference Questions:
2. Reserves:
88,310 85,441
20,599 24,418
Information Desk: Direction and referral questions.
InterLibrarv Loan: Send to and receive from other
libraries requests for books, microfilm, and photo-
copies.
Periodicals: Manage a collection of 417 magazines
and 49 newspapers, and related backfiles.
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.
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
audio-visual equipment.
Classes, Tours, Book Talks:
56 66
Information Desk Questions:
N/A 8,136
InterLibrary Loans:
1,527 1,258
Periodical Requests:
74,368 69,267
Computer Searches:
343 647
Circulation Totals:
821,028 758,674
71,988
26,843
57
7,680
1,378
61,943
1,845
731,934
(continued)
117
PROGRAM: ADULT SERVICES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014016
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1994-95 1995-96 1996-97
Patron Maintenance: Register and issue cards to all •). New registrations:
Library users; collect fines & fees.
20,599 10,186 9,548
SIGNIFICANT CHANGES:
With the opening of the new main Library in the summer of 1999, staffing will be needed for the expanded
information desk, new computer lab, job and career center, and Sunday hours.
118
PROGRAM: GENEALOGY/LOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 81,459
1,020
0
$ 82,479
1.00
0.95
1996-97
ACTUAL
$ 85,296
980
0
$ 86,276
0.00
1.03
1997-98
BUDGET
$ 50,320
1,100
3,461
$ 54,881
0.00
2.00
1998-99
BUDGET
$ 51,950
650
0
$ 52,600
0.00
2.00
WORK PROGRAM:
The Genealogy/Local History Division provides reference and instructional assistance to the public. The Division
Head manages the selection, classification, and organization of a collection of 18,000 volumes, 7,500 microfilm rolls,
112,000 microfiche and 200 CDs. 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:
None.
1. Develop 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.
119
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014030
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 48,745
4,988
0
$ 53,733
0.75
0.72
1996-97
ACTUAL
$ 54,733
3,829
0
$ 58,562
0.75
0.96
1997-98
BUDGET
$ 63,288
3,887
3,980
$ 71,155
0.75
1.12
1998-99
BUDGET
$ 66,870
2,770
0
$ 69,640
0.75
1.11
WORK PROGRAM:
The Centra de Informaci6n 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 Informacibn 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 Centra 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:
1994-95 1995-96 1996-97
1. Individual Patron Visits:
23,021 24,018 24,006
1. Program Attendance:
4,391 3,693 3,922
120
PROGRAM: CHILDREN'S SERVICES DIVISION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCOUNT NO. 0014035
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 167,022
31,784
0
$ 198,806
2.00
3.56
1996-97
ACTUAL
$ 173,744
31,611
0
$ 205,355
2.00
3.52
1997-98
BUDGET
$ 169,728
46,640
0
L $ 216,368
2.00
3.52
1998-99
BUDGET
$ 176,940
51,340
0
$ 228,280
2.00
4.54
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.
WORKLOAD MEASURES:
1995-96 1996-97 1997-98
1. Reference Questions, Readers Advisory, Library
Skills Classes:
23,947 24,140 23,541
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 multicultural
experiences.
SIGNIFICANT CHANGES:
1. Print and Non-Print Circulation:
221,563 238,429 221,471
1. Program Attendance:
10,184 11,056 11,014
2. Summer Reading Programs (3 locations):
1,209 1,745 1,781
3. Cooperative Multicultural Programs with Arts
Office:
2,400 3,600 2,417
1. The new Library will be open on Sundays, so additional staff will be necessary to manage new services.
2. The new Library will be offering a children's computer lab which expands computer services to include
Internet access, word processing, and CD ROM software.
121
PROGRAM:
FUND:
PROGRAM GROUP:
TECHNICAL SERVICES
GENERAL/PLF GRANT
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
1995-96
ACTUAL
$ 317,159
69,257
0
$ 386,416
7.00
1.48
$ 370,519
$ 15,897
$ 386,416
1996-97
ACTUAL
$ 322,308
60,120
5,194
$ 387,622
7.00
1.48
$ 360,956
$ 26,666
$ 387,622
1997-98
BUDGET
$ 336,853
75,686
3,000
$ 415,539
7.00
2.00
$ 377,539
$ 38,000
$ 415,539
1998-99
BUDGET
$ 405,460
114,560
29,900
$ 549,920
7.00
2.25
$ 502,020
$ 47,900
$ 549,920
WORK PROGRAM:
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.
WORKLOAD MEASURES:
1994-95 1995-96
1. Items Cataloged and Processed:
17,270 16,784
2. Items Handled Binding:
1,911 1,767
Database Maintenance: Adds new items to the on-
line database and deletes information for lost or
discarded materials.
1. Items Added to Database:
17,270 16,784 18,901
2. Items Withdrawn:
9,974 7,692 13,843
Circulation System and On-line Catalog: Operates
the Library's INLEX 3000 System, including all soft-
ware related activities, writes instructions, and trains
staff on new features.
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.
(continued)
122
PROGRAM: TECHNICAL SERVICES PAGE TWO
FUND: GENERAL/PLF GRANT
PROGRAM GROUP: LIBRARY ACCTNO. 0014040/1814001
SIGNIFICANT CHANGES:
Increases in both personnel and maintenance and operations due to:
1. Request that an unfunded vacancy be funded and filled.
2. Request for additional part time hours (.25 FTE).
3. Transfer of funds from other programs to this program.
123
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERAL/CLSA STATE GRANT
PROGRAM GROUP: LIBRARY ACCTNO.0014045/1804001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
CLSA STATE GRANT
TOTAL FUNDING
1995-96
ACTUAL
$ 102,248
259,240
0
$ 361,488
2.00
0.00
104,240
257,248
$ 361,488
1996-97
ACTUAL
$ 99,682
268,569
0
$ 368,251
2.00
0.00
101,194
267,057
$ 368,251
1997-98
BUDGET
$ 103,881
230,152
2,200
$ 336,233
2.00
0.00
107,966
228,267
$ 336,233
1998-99
BUDGET
$ 115,790
320,240
0
$ 436,030
2.00
0.61
260,080
175,950
$ 436,030
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 Librarywide 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, interim facility and remodeled Cole
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.
2. Begin purchase of materials from Capital fund
for new Library.
SIGNIFICANT CHANGES:
1. Added .61 FTE (hourly employee).
2. Shifted audio expense, previously funded by Audio-Visual Insurance, to the General fund due to a decline in
audio-visual revenue.
3. Shifted dues and subscriptions expense, previously funded by CLSA, to the General fund due to a decline
in CLSA revenue.
124
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014050
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 71,460
7,530
0
$ 78,990
1.00
0.44
1996-97
ACTUAL
$ 72,939
8,130
21,446
$ 102,515
1.00
0.49
1997-98
BUDGET
$ 81,271
11,838
7,100
$ 100,209
1.00
0.98
1998-99
BUDGET
$ 91,590
9,790
0
$ 101,380
1.00
1.25
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 communication 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. The new Library Program involves the management of all auditorium uses,
including: facilities, event development and production.
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 Spirit 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. 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 300 work order requests for
media-related services.
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. Input photo catalog data.
1. Create media materials for such special
presentations as ground breaking event for the
new Library, public information projects,
employee recognition, etc.
Reference Support: Manage new Library auditorium
and programming.
SIGNIFICANT CHANGES:
None.
125
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014055
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 93,621
25,587
0
$ 119,208
2.00
0.00
1996-97
ACTUAL
$ 105,768
28,569
0
$ 134,337
2.00
0.00
1997-98
BUDGET
$ 110,570
27,037
0
$ 137,607
2.00
0.78
1998-99
BUDGET
$ 82,000
27,100
0
$ 109,100
2.00
0.88
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 literacy skills for independent lifelong
learning and decision making. The program provides literacy 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:
1994-95 1995-96 1996-97
1. Learners Assessed for Skills at Entry:
69 55 59
1. Matches and Rematches of Learners with Tutors
(one-to-one and small groups):
139
2. Learners Studying:
134
82
145
122
155
3. Volunteer Tutors Instructing:
97 95 126
4. Instructional Hours Completed:
4,985 5,228 5,306
126
PROGRAM: LA COSTA BRANCH
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014060
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 247,932
60,094
0
$ 308,026
2.75
6.50
1996-97
ACTUAL
$ 256,441
63,374
0
$ 319,815
2.75
6.86
1997-98
BUDGET
$ 301,645
69,240
10,000
$ 380,885
3.75
6.86
1998-99
BUDGET
$ 328,480
79,480
0
$ 407,960
3.75
7.45
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.
WORKLOAD MEASURES:
1994-95 1995-96 1996-97
1. Reference Questions:
26,545 29,479 29,044
Circulation: Circulate print and non-print materials
to children and adults, handle patron registration,
collect fees and fines, and track overdue items.
1. Circulation:
262,926 272,215 269,893
Collection Development: Evaluate the Branch col-
lection and select print and non-print materials.
Programming: Plan, schedule and develop pro-
grams for children. Conduct classroom visits and
tours.
Library Management: Manage Branch Library, staff,
volunteers, collection, and facility. Maintain aware-
ness of community.
1. Total Items in Collection:
49,619 52,843 55,981
1. Program Attendance:
2,525 3,436 2,648
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.
SIGNIFICANT CHANGES:
None.
127
PROGRAM: AUDIO-VISUAL INSURANCE
FUND: A-V INSURANCE
PROGRAM GROUP: LIBRARY ACCT NO. 1414070
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
138,363
0
1996-97
ACTUAL
$ 0
102,582
0
$ 138,363| $ 102,582
0.00
0.00
0.00
0.00
1997-98
BUDGET
$ 0
129,393
0
$ 129,393
0.00
0.00
1998-99
BUDGET
$ 0
63,500
0
$ 63,500
0.00
0.00
WORK PROGRAM:
Special Revenue fund to support Library audio-visual collection development, replacement and related supplies,
processing, and equipment.
PROGRAM ACTIVITIES:
Collection Development: Evaluate, select, and
order new and replacement audio-visual materials.
PERFORMANCE OBJECTIVES:
1. Select, order, and process at least 800 new
videotapes.
SIGNIFICANT CHANGES:
Due to a decrease in revenues, the costs for audio materials, processing services, and supplies were shifted to the
General fund.
All available revenues will be used to purchase videotapes.
128
PROGRAM:
FUND:
PROGRAM GROUP:
LIBRARY GIFTS
LIBRARY GIFTS/BEQUESTS
LIBRARY ACCT NO. 1454010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
$ 0
0.00
0.00
1996-97
ACTUAL
$ 0
41,511
0
$ 41,511
0.00
0.00
1997-98
BUDGET
$ 0
57,673
2,000
$ 59,673
0.00
0.00
1998-99
BUDGET
$ 0
46,500
0
$ 46,500
0.00
0.00
WORK PROGRAM:
To accept gifts, bequests, and donations to the Library.
PROGRAM ACTIVITIES:
Fund Raising:
PERFORMANCE OBJECTIVES:
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.
Expenditures are for books, publications, and supplies. An additional $500, received through a State grant, will be
used to fund a State Sesquicentennial Discussion Group Program in March 1999. This event will be coordinated
with the Historic Preservation Committee, the Arts Commission, and the Historical Society.
129
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS
VARIOUS
CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
1995-96
BUDGET
$ 190,687
69,728
2,858
1996-97
ACTUAL
$ 191,703
100,258
15,008
1997-98
BUDGET
$ 195,684
150,432
0
$ 263,273| $ 306,969| $ 346,116
3.00
0.50
263,273
0
3.00
0.74
306,187
782
3.00
0.70
334,545
11,571
1998-99
BUDGET
$ 213,737
185,204
0
$ 398,941
3.00
0.70
387,920
11,021
$ 263,273| $ 306,969] $ 346,1 16| $ 398,941
130
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND/ARTS GENERAL DONATIONS
CULTURAL ARTS ACCT NO. ooi4065/ooi4068/i4740io
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ARTS GENERAL DONATIONS
TOTAL FUNDING
1995-96
ACTUAL
$ 189,239
67,136
2,858
$ 259,233
3.00
0.50
$ 259,233
$ 0
1996-97
ACTUAL
$ 191,258
75,739
15,008
1997-98
BUDGET
$ 190,384
124,506
0
$ 282,005| $ 314,890
3.00
0.74
$ 281,223
$ 782
3.00
0.70
$ 304,890
$ 10,000
1998-99
BUDGET
$ 208,292
159,363
0
$ 367,655
3.00
0.70
$ 357,655
$ 10,000
$ 259,233d $ 282,005| $ 314,8901 $ 367,655]
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:
Implement Arts Programs: Provide a variety of
quality cultural programs, including all forms of visual
and performing arts to all Carlsbad residents.
(continued)
PERFORMANCE OBJECTIVES:
1. Art in Public Places Program:
- Temporary exhibit of local artist's artwork
- I-5 corridor - landscape/design concept
- Batiquitos Lagoon
- Municipal Golf Course
- Martin Brown Park
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
Photography and Arts After-School Programs.
5. Develop and strengthen the arts organizations
and provide cultural opportunities with grant
allocations ($16,000).
6. Provide community programming through
grants with local organizations.
131
PROGRAM: ARTS OFFICE PAGE TWO
FUND: GENERAL FUND/ARTS GENERAL DONATIONS
PROGRAM GROUP: CULTURAL ARTS 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.
SIGNIFICANT CHANGES:
None.
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.
3. Explore funding for the gallery.
1. Complete revised cultural facilities plan.
2. Prepare art gallery to open July 1999.
3. Work with Parks to landscape sculpture garden
for late 1998 opening.
4. Partner with school districts for creative arts
camps, multicultural festival, visiting artists,
artists in residence and an arts education plan.
5. Partner with Batiquitos Lagoon Foundation for
environmental arts camps.
6. Partner with the flower fields for Arts in Bloom
Festival.
7. Partner with Arts Associates and Friends of the
Carlsbad Library to present annual
cultural/lecture series.
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
possible.
132
PROGRAM:
FUND:
SISTER CITY
GENERAL / SISTER CITY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014066/1464010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SISTER CITY DONATIONS
TOTAL FUNDING
1995-96
ACTUAL
$ 1,448
2,592
0
1996-97
ACTUAL
$ 0
6,619
0
1997-98
BUDGET
$ 0
8,371
0
$ 4,040| $ 6,619[ $ 8,371
0.00
0.00
4,040
0
$ 4,040
0.00
0.00
6,619
0
$ 6,619
0.00
0.00
6,800
1,571
$ 8,371
1998-99
BUDGET
$ 0
8,341
0
$ 8,341
0.00
0.00
7,320
1,021
$ 8,341
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu,
PROGRAM ACTIVITIES:
Program Coordination: Coordinate Sister City Pro-
gram. Actively pursue the contribution of funds for
Sister City Program
Fund Raising: Actively pursue the contribution of
funds for Sister City Program.
Japan and Karlovy Vary, Czechoslovakia.
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.
SIGNIFICANT CHANGES:
None.
133
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
1996-97
ACTUAL
$ 445
17,900
0
1997-98
BUDGET
$ 5,300
17,555
0
$ 0| $ 18,345| $ 22,855
0.00
0.00
0.00
0.00
0.00
0.00
1998-99
BUDGET
$ 5,445
17,500
0
$ 22,945
0.00
0.00
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts
PROGRAM ACTIVITIES:
Performing Arts Programming: Continue perform-
ing arts programming.
Fund Raising: Actively pursue the contribution of
gifts and funds for the arts.
programs to all Carlsbad residents.
PERFORMANCE OBJECTIVES:
1. Present 10 jazz concerts in three quadrants.
2. Partner with the flower fields to present one to
two concerts at the flower fields.
1. Produce 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:
None.
134
PROGRAM: RECREATION
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 1,590,332
688,806
26,205
$ 2,305,343
20.40
28.74
1996-97
ACTUAL
$ 1,739,258
907,475
32,708
$ 2,679,441
20.43
30.78
1997-98
BUDGET
$ 1,721,906
977,356
22,092
$ 2,721,354
18.50
33.39
1998-99
BUDGET
$ 1,655,869
993,489
158,920
$ 2,808,278
18.50
38.27
135
PROGRAM: PARK PLANNING AND REC MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014510
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 433,124
148,581
4,657
1996-97
ACTUAL
$ 447,020
226,475
6,471
$ 586,362| $ 679,966
6.40
0.00
6.43
0.00
1997-98
BUDGET
$ 369,798
252,084
0
$ 621,882
3.00
0.50
1998-99
BUDGET
$ 342,689
138,128
0
$ 480,817
3.00
0.98
WORK PROGRAM:
The Park Planning and Recreation Management Division focuses its work program on efforts which insure that top
quality park facilities and recreation programs are developed and sustained for the benefit of those that live, work,
and play in Carlsbad. Accordingly, the purpose of this division is to facilitate the goal of the Parks and Recreation
Commission and City Council to implement the parks and recreation element of the General Plan by effectuating
current and future park planning and development projects and by managing the implementation and performance of
recreation programs.
PROGRAM ACTIVITIES:
Park Acquisition. Planning and/or Development:
Ensure adequate park acquisition, development, and
rehabilitation in order to meet the park performance
standards of the Growth Management Program, current
community needs, and recreational trends.
Parks & Recreation Commission:
Provide staff support to facilitate the effectiveness
of the Parks and Recreation Commission in its goal
to implement the parks and recreation element and
advise City Council on associated matters.
PERFORMANCE OBJECTIVES:
1. Monitor and implement existing park
agreements.
2. Coordinate the development of the
Skateboard Park.
3. Begin the implementation of the Carrillo
Ranch Master Plan I Development.
4. Coordinate with other City Departments
and the construction contractor for the
Phase 1A development of Poinsettia
Community Park.
5. Coordinate and monitor the Capital
Improvement Program budget submittals
for current and future park development
projects.
6. Pursue the acquisition and development
of the industrial recreation facility
7. Provide staff support for the develop-
ment of the Municipal Golf Course.
1. Prepare Parks and Recreation Com-
mission Agendas and conduct Com-
mission meetings which address
relevant issues within the area of the
Commission's purview.
(continued)
136
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING AND REC MANAGEMENT PAGE TWO
GENERAL
RECREATION ACCT NO. 0014510
PROGRAM ACTIVITIES:
Parks & Recreation Commission:
(continued)
Recreation Programs:
Manage the implementation, performance, and
adequacies of recreation programs.
Administrative Services:
Provide the required administrative support to a division
with 18.5 full-time positions, 34.5 hourly/full-time
equivalent positions, which operates with a budget of
approximately $2.5 million.
PERFORMANCE OBJECTIVES:
2. Implement and/or process recommend-
ations of the Commission for consider-
ation by the City Council.
3. Initiate and staff special committees of
the Commission requiring more detailed
review of issues relating to park facilities,
recreation programs, landscapes, street
trees, and open space.
4. Conduct Commission workshops to
improve the expertise and effectiveness
of the Commission.
1. Provide a wide variety of recreational
programs and special events for all
segments of the population that live,
work and play in Carlsbad.
2. Evaluate the effectiveness of recreation
programs through the use and review of
participant surveys.
3. Maintain the self-sustaining percentage
of recreational programs as recom-
mended by the City Council.
4. Prepare and distribute the recreation
brochure three (3) times per year.
5. Monitor, evaluate, and implement the
fee structure for recreation programs
and facility rentals in an effort to secure
a sustainable competitive advantage
over the private sector for similar
services.
1. Recommend and process personnel
appointments, promotions, assignments,
and disciplinary actions. Provide ongoing
support to management, general and
part-time employees. Implement the
services of contractual employees.
2. Maintain timely processing of special
project requests, departmental reports,
and City Council Agenda Bills. Address
citizen concerns. Prepare and monitor
departmental goals and objectives,
budget administration for expenditures
and revenues.
SIGNIFICANT CHANGES:
None.
137
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION ACCT NO. 0014515
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 653,295
388,385
10,608
$ 1,052,288
8.25
12.57
1996-97
ACTUAL
$ 720,782
479,020
9,803
$ 1,209,605
8.25
13.90
1997-98
BUDGET
$ 764,209
520,832
3,558
$ 1,288,599
8.50
16.23
1998-99
BUDGET
$ 749,799
541,910
28,170
$ 1,319,879
8.50
19.24
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, preschool 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 NT Play,"
an after-school special activities program, is
conducted at Pine School. Volunteers are included in
a high percentage of Recreation Division Programs
including youth basketball, triathlon, and special
events.
WORKLOAD MEASURES:
1.
1.
2.
1.
2.
1.
2.
1996-97
Enrichment Classes:
Conducted 1 ,249
Enrolled 13,659
Revenue: $446,480
Daytrippers:
Trips Conducted 28
Participants 710
Revenue: $43,559
Camps:
No. of Camps 24
Participants 1025
Revenue $74,425
Youth Sports:
Teams 75
Participants 1,415
Spectators 15,000
Revenue $58,082
Adult Sports:
Teams 282
Participants 4,030
Spectators 28,000
Revenue $80,830
Special Events:
Events 12
Participants 7,790
Revenue $59,800
Community Volunteers:
Volunteers 440
Hours 8,830
1997-98
1,300
13,800
$450,000
29
730
$45,000
28
1200
$76,000
105
1,500
22,000
$59,000
304
4,350
30,500
$91,000
11
7,000
$56,000
500
9,500
Estimated
1 998-99
1,300
13,880
$460,000
30
740
$46,000
30
1400
$77,000
105
1,540
23,000
$60,000
318
4,600
32,500
$95,400
12
7,500
$56,000
525
10,000
(continued)
138
PROGRAM: RECREATION FEE SUPPORTED PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCTNO.OOUSIS
SIGNIFICANT CHANGES:
Additional amounts are included in budget request to upgrade the Recreation brochure as well as additional hourly
salaries to expand triathlon beach festival, youth sports programs and various recreation programs.
139
PROGRAM: RECREATION - AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 199,162
75,265
8,447
$ 282,874
1.75
5.20
1996-97
ACTUAL
$ 211,797
97,546
4,657
$ 314,000
1.75
5.78
1997-98
BUDGET
$ 223,513
86,448
15,084
$ 325,045
2.00
5.66
1998-99
BUDGET
$ 243,828
102,290
1 1 1 ,400
$ 457,518
2.00
6.42
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 a 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 Carlsbad High School use of
the pool for boys' and girls' swim teams and water
polo activities.
WORKLOAD MEASURES:
Estimated Projected
1996-97 1997-98 1998-99
1. Instructional Lessons:
Lane/Hours 2,151
Classes 255
Participation
- Resident 1,498
-Non-Resident 174
1. Recreation and Lap Swim:
Lane/Hours 14,845
Daily Admissions:
- Youth 7,429
- Adult 8,493
Season Pass
Admissions 20,421
2.
1.
2.
3.
2,200
260
1,450
170
2,200
260
1,450
170
14,500 14,500
7,325
8,000
7,325
8,000
20,100 20,200
Aqua X:
Lane/Hours
Participation
230
1,591
Carlsbad Swim Master:
Lane/Hours 3,795
Participation 12,450
North Coast Aquatics:
Lane/Hours 3,444
Participation 9,924
235
1,590
3,600
12,500
3,300
9,500
230
1,590
3,600
12,500
3,300
9,500
Carlsbad H.S. (P.E., Swim & Water Polo Teams)
Lane/Hours 3,950 4,600 4,600
Participation 7,222 7,300 7,300
(continued)
140
PROGRAM: RECREATION - AQUATICS PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCTNO.0014520
SIGNIFICANT CHANGES:
Budget includes additional hourly salaries to expand hours of operation to include Sunday (October - February) and
an additional week of summer, and for lifeguard services to Carlsbad High School physical education classes.
141
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON (PERMITS)
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014530
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 24,093
5,502
0
$ 29,595
0.00
1.01
1996-97
ACTUAL
$ 29,291
5,507
0
$ 34,798
0.00
1.02
1997-98
BUDGET
$ 27,915
8,900
0
$ 36,815
0.00
1.02
1998-99
BUDGET
$ 13,963
3,080
0
$ 17,043
0.00
0.50
WORK PROGRAM:
Provides for the Agua Hedionda Lagoon Permits Program. All vessels on the water are required to obtain a valid
City use permit. The permits clerk supports this function.
PROGRAM ACTIVITIES:
Permits: Issue annual lagoon use permits. Verify
and monitor DMV Registration. Document and
categorize boating use activity. Publish and distribute
information regarding use, rules, and regulations of
the lagoon. Provides administrative support for the
lagoon patrol officers.
WORKLOAD MEASURES:
1. Applications: 440
2. Annual Permits: 285
3. Daily Permits 151
4. Observations: 4,850
Estimated
1997-E
REVENUE
Lagoon Clean-Up Program:
oversee bi-annual Lagoon
(June/October).
Coordinate and
Clean-Up Days
$27,700
Projected
1998-99
450
275
150
4,925
$28,000
SIGNIFICANT CHANGES:
In the Agua Hedionda Lagoon budget, $14,800 in hourly lagoon patrol specialist salaries and benefits have been
transferred to the Police Department's budget. In addition, $6,535 has been reduced and reallocated to the Police
Department in the Maintenance and Operations Accounts. This amount is used for the purchase and upkeep of
buoys, boat repairs, and miscellaneous lagoon supplies.
14?
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014540
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 280,658
70,738
2,493
$ 353,889
4.00
9.96
1996-97
ACTUAL
$ 330,368
98,120
11,777
$ 440,265
4.00
10.08
1997-98
BUDGET
$ 336,471
104,392
3,450
$ 444,313
5.00
9.98
1998-99
BUDGET
$ 305,590
203,381
19,350
$ 528,321
5.00
11.13
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, special events, sports leagues, and collect
and account for revenue, preparing deposits and
delivering them to City Hall.
WORKLOAD MEASURES:
Estimated
1996-97 1997-98 1998-99
1. Reservations Processed:
3,240 3,420 3,460
2. Number of Facility Users:
639,410 650,140 660,000
3. Revenue:
$108,650 $109,820 $110,790
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. Facility
attendants also provide baseball field maintenance
for community sports groups.
SIGNIFICANT CHANGES:
None.
1. Number of Fields Maintained:
29 29 31
143
PROGRAM:
FUND:
PROGRAM GROUP:
PARKS AND RECREATION COMMISSION
GENERAL
COMMUNITY SERVICES ACCT NO. 0014545
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
335
0
1996-97
ACTUAL
$ 0
807
0
1997-98
BUDGET
$ 0
4,700
0
1998-99
BUDGET
$ 0
4,700
0
$ 335J $ 807| $ 4,700| $ 4,700
0.00
0.00
0.00
0.00
0.00
0.00
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 a month 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.
SIGNIFICANT CHANGES:
None.
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. Represent the Parks and Recreation Com-
mission on the Subcommittee to examine Street
Tree Policies.
2. Represent the Parks and Recreation Com-
mission on the Carrillo Ranch Development
Committee.
3. Represent the Parks and Recreation Com-
mission on the Golf Course Steering Committee.
4. 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.
144
PROGRAM: SENIORS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 233,681
190,481
0
$ 424,162
3.00
5.73
1996-97
ACTUAL
$ 237,094
225,542
0
$ 462,636
3.00
5.67
1997-98
BUDGET
$ 260,759
342,750
10,860
1998-99
BUDGET
$ 305,427
342,540
0
$ 614,369| $ 647,967
3.00
6.25
3.00
6.62
145
PROGRAM:
FUND:
PROGRAM GROUP:
SENIOR PROGRAMS
GENERAL
SENIOR PROGRAMS ACCT NO. 0014570
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1995-96
ACTUAL
$ 173,938
60,522
0
1996-97
ACTUAL
$ 179,325
77,784
0
GRAND TOTAL | $ 234,460| $ 257,109
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2.00
3.58
2.00
3.50
1997-98
BUDGET
$ 199,044
99,807
9,544
1998-99
BUDGET
$ 240,242
109,688
0
$ 308,395| $ 349,930
2.00
4.23
2.00
4.60
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:
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.
PERFORMANCE OBJECTIVES:
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 36 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.; dances, discussion groups,
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)
146
PROGRAM:
FUND:
PROGRAM GOUP:
SENIOR PROGRAMS
GENERAL
SENIOR PROGRAMS
PAGE TWO
ACCT NO. 0014570
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.
147
PROGRAM: SENIOR PROGRAMS
FUND: SENIOR DONATIONS
PROGRAM GROUP: SENIOR PROGRAMS ACCT NO. 1434567/1444567
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
$ 0
0.00
0.00
1996-97
ACTUAL
$ 0
29,673
0
$ 29,673
0.00
0.00
1997-98
BUDGET
$ 0
102,456
0
$ 102,456
0.00
0.00
1998-99
BUDGET
$ 0
104,000
0
$ 104,000
0.00
0.00
WORK PROGRAM:
Continue to raise funds to support activities/programs at the Carlsbad Senior Center.
SIGNIFICANT CHANGES:
None.
148
PROGRAM: SENIOR NUTRITION
FUND: SENIOR NUTRITION
PROGRAM GROUP: SENIOR PROGRAMS ACCT NO. 1914501 THRU 1914503
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 59,743
129,959
0
$ 189,702
1.00
2.15
1996-97
ACTUAL
$ 57,769
118,085
0
$ 175,854
1.00
2.17
1997-98
BUDGET
$ 61,715
140,487
1,316
$ 203,518
1.00
2.02
1998-99
BUDGET
$ 65,185
128,852
0
$ 194,037
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:
1. Hot Meals:
35,396
12,243
35,396 32,000
12,243 10,800
1. One-Way Trips: 6,000 6,000 6,000
149
PUBLIC WORKS
Utility
FW Admin
Golf Course Engineering
3% 10%
Maintenance
22%
Vehicle
Replacement
Vehicle Maint
4%
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 8,773,920
20,426,131
1,659,074
$ 30,859,125
174.85
5.33
1996-97
ACTUAL
$ 8,759,401
19,021,583
1,011,269
$ 28,792,253
170.82
8.33
1997-98
BUDGET
$ 9,477,426
23,876,550
1,690,857
$ 35,044,833
168.50
10.19
1998-99
BUDGET
$ 10,451,248
25,265,217
1,557,700
$ 37,274,165
172.75
15.76
150
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS ADMINISTRATION
GENERAL
PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
0
0
$ 0
0.00
0.00
1996-97
ACTUAL
$ 0
0
0
$ 0
0.00
0.00
1997-98
BUDGET
$ 0
0
0
$ 0
7.00
0.00
1998-99
BUDGET
$ 589,900
94,500
0
$ 684,400
7.25
0.00
WORK PROGRAM:
Provide leadership and coordination for Public Works Programs; plan resources and facilities; manage all budget
fiscal and personnel matters; coordinate programs with local, State and Federal Governments and support City
Boards, Committees, and Commissions. Public Works Administration includes: Engineering, Streets Maintenance,
Parks Maintenance, Facilities Maintenance, Fleet Maintenance, CMWD (Water, Recycled Water & Sanitation),
Buena Vista Channel Maintenance, Median Maintenance, Solid Waste Management, Street Tree Maintenance and
Traffic Signal Maintenance.
PROGRAM ACTIVITIES:
Budget Preparation: Coordinate department
budget activities.
Strategic Planning: Develop Strategic Plan
and Public Works identity to meet current
and long-range goals.
Maintenance Management and Quality Control:
Design a comprehensive systems inventory,
maintenance standard, and work reporting system.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Assure timely submittal of all department
and program budgets.
2. Monitor expenditures for compliance with
adopted budgets.
3. Develop and maintain budget reporting
programs.
1. Develop vision, mission, and goals.
2. Coordinate activities to develop a
Public Works identity.
1. Identify program and system goals.
2. Develop data requirements.
3. Develop maintenance standards.
4. Design reports and monitoring system.
This is a first-year Administration budget established for the coordinated management of the various departments,
functions, and programs within Public Works. This program was created during the City reorganization in mid-year
1997/98. Three positions and their related budgets for the second half of the year were transferred to this program
from Community Services Administration. For the 1998/99 budget four positions were transferred from Engineering.
In addition, a .25 management analyst position is included in request.
151
PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: ENGINEERING ACCT NO. 0015710
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 2,472,065
688,817
21,995
$ 3,182,877
41.00
0.00
1996-97
ACTUAL
$ 2,554,671
1,121,358
6,910
$ 3,682,939
41.00
0.00
1997-98
BUDGET
$ 2,644,028
1,561,589
3,795
$ 4,209,412
38.00
0.50
1998-99
BUDGET
$ 2,604,130
1,141,746
42,700
$ 3,788,576
37.00
0.50
WORK PROGRAM:
This Work Program has been developed to support the City Council's goals to maintain safe City standards by
improving the overall quality of field inspection, project processing, and front counter operations. The Engineering
Department provides engineering services to the public and other City Departments by preparing and processing
design and construction documents. The Department is also responsible for ensuring that development and public
improvements are properly designed and constructed without jeopardizing public safety or the well being of the
community.
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.
LAND DEVELOPMENT
Land Use Development Review: Provides compre-
hensive engineering input to the Planning Depart-
ment for all land use development applications 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 1s' 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)
152
PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: ENGINEERING
PAGE TWO
ACCT NO. 0015710
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 rec-
ords 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. 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.
1. Complete reviews in a timely manner to maintain
department goals for plancheck services. Pro-
vide immediate response to inter-department
needs and concerns.
Thoroughly and efficiently scope all capital proj-
ects. 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.
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 positions have been transferred to Public Works Administration.
A total of three new positions are being requested. One of these positions, an engineering technician I, is needed to
maintain existing service levels, and will replace a temporary employee in the Land Development Section. The
remaining two requests consist of one associate engineer, and one engineering technician II position for the
Planning and Design Section. These two positions are needed to maintain program goals.
Capital outlay requests are for the Engineering Department's share of a program to upgrade the front counter area.
Computers and associated office equipment are also being requested for the three newly-requested positions.
153
PROGRAM: MAINTENANCE
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 3,019,159
3,963,402
404,733
$ 7,387,294
68.65
4.83
1996-97
ACTUAL
$ 3,074,518
3,761,375
85,842
1997-98
BUDGET
$ 3,244,048
4,361,478
245,781
$ 6,921,735]$ 7,851,307
65.62
7.83
64.82
9.19
1998-99
BUDGET
$ 3,481,548
4,429,499
198,100
$ 8,109,147
64.75
14.76
154
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
MAINTENANCE ACCT NO. 0015020
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 823,987
789,427
0
$ 1,613,414
17.35
2.50
1996-97
ACTUAL
$ 843,932
903,561
45,274
$ 1,792,767
17.35
4.30
1997-98
BUDGET
$ 901,727
1,016,366
58,119
$ 1,976,212
18.75
4.66
1998-99
BUDGET
$ 1,011,078
1,258,175
129,000
$ 2,398,253
19.75
7.23
WORK PROGRAM:
Maintain, preserve and enhance 286+ acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of eight Community Parks and 26 Special Use Areas.
Manage over 625 acres of open space/undeveloped areas and provide services to other departments as well as
community groups.
PROGRAM ACTIVITIES:
Turf and Landscape Maintenance: Direct manage-
ment of 98+ acres of turf and 138+ 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:
90
1996-97 1997-98
92
2. Landscape Acreage Maintained:
133 135
3. Picnic Areas:
19 19
1998-99
98
138
19
Restroom Maintenance/Litter Control/Picnic Area
Services: Inspect, maintain, clean, paint and repair
14 separate restroom facilities (as well as 9 portable
units) 5+ times per week. Clean, restock, sanitize,
paint, and plumbing repairs make up the duties of this
activity. Also associated with this activity is litter
control. All parks, beach accesses and beach areas
are cleaned 4+ times weekly to remove all litter and
service all trash receptacles.
Court/Field/Tot Lot Maintenance: Maintain 25
tennis courts (22 lighted), 15 basketball courts, 14
soccer fields, and 26 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 paying
surface inspections. In addition, this activity includes
weekly maintenance of all tot lots in the City. This
includes sand raking/leveling, sand rototilling, play
equipment inspection, repair, and the necessary
documentation of such actions.
1. Rest Stations Maintained:
Permanent 13
Portable 7
2. Trash Receptacles Serviced:
408
1. Tennis Courts Maintained:
21
13
410
2. Ballfields Maintained:
23
3. Tot Lots Maintained:
10
4. Basketball Courts Maintained:
12
5. Soccer Fields Maintained.
14
(continued)
22
24
10
14
14
14
9
440
22
26
10
15
14
155
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
MAINTENANCE
PAGE TWO
ACCT NO. 0015020
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
1996-97 1997-98 1998-99
1. Irrigation Measures/No, of Controllers:
93 95 95
2. Irrigation Measures/No, of Valves:
1,240 1,260
1. Number of Acres:
470 470
1,340
495
1. Approximate Time Spent on Activities:
12% 12%12%
Irrigation Maintenance: Maintain all landscape
irrigation systems of City facilities. This includes
programming over 95 different controllers with over
1,340 valves. Duties include replacement, repair,
trouble shooting and now, data entry/programming
via the centralized irrigation system.
Open Space Maintenance: Provide maintenance
activities to City-owned open space, I-5 Interchange,
and areas of additional maintenance responsibilities.
Duties include trash removal, clean up and weed
abatement.
Miscellaneous Maintenance/Repair and Special
Request: These activities, which are difficult to
measure, include repair and upgrading to park
structures, facilities, play equipment, fencing, the
installation of play equipment, bleachers, drinking
fountains, soccer goals, trash enclosures, concrete
work, and painting projects. These additional
activities also include special projects and requests
by the community for turf installation, sculpture
installations, various redevelopment requests, and
community garden needs.
SIGNIFICANT CHANGES:
The Parks Division has added one new full-time position and 2.57 hourly positions. The new programs initiated two
years ago (Poinsettia, Downtown and Safety Center upgrade, l-5/Poinsettia Interchange and tennis/basketball court
enhancement) will continue. Funding is requested to purchase equipment which will make park operations more
productive and efficient. These items are a turf tractor and a mid-size mower.
156
PROGRAM: MAJOR STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE ACCT NO. 0015053/1525001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GAS TAX REVENUE
GENERAL FUND
1995-96
ACTUAL
$ 156,844
840,130
50,000
1996-97
ACTUAL
$ 154,001
301,309
0
1997-98
BUDGET
$ 220,181
311,170
0
$ 1,046,974|$ 455,310|$ 531,351
5.00
0.00
1,046,974
0
5.00
0.00
455,310
0
5.00
0.00
491,181
0
1998-99
BUDGET
$ 220,870
338,650
0
$ 559,520
5.00
0.00
0
559,520
WORK PROGRAM:
Provide a high level of maintenance for infrastructure and maintain safe and efficient circulation and utility systems.
PROGRAM ACTIVITIES:
Street Sweeping: Sweep 1,240 curb miles of
Carlsbad streets.
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.
SIGNIFICANT CHANGES:
Assume responsibility from Engineering for the annual cement replacement contract.
Gas Tax revenue was used to fund major street maintenance for years prior to 1998/99 which are shown here for
comparison purposes. Starting in 1998/99 Gas Tax revenue will be used to fund Capital Improvement Projects and
the General fund will fund the Major Street Maintenance budget.
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.
157
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
MAINTENANCE ACCT NO. 0015055
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 860,821
530,355
3,313
$ 1 ,394,489
18.00
0.00
1996-97
ACTUAL
$ 846,305
562,347
17,922
$ 1 ,426,574
15.00
1.00
1997-98
BUDGET
$ 830,532
733,991
50,373
$ 1,614,896
15.00
1.00
1998-99
BUDGET
$ 890,580
661,149
18,600
$ 1 ,570,329
15.00
3.50
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.
PROGRAM ACTIVITIES:
Roadside Maintenance: Roadside maintenance
activities consist of litter pick-up, debris hauling,
sidewalk repair and guardrail maintenance.
Drainage System Maintenance: Maintain,
and repair the City's drainage system.
clean,
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.
PERFORMANCE OBJECTIVES:
1. 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).
2. Continue maintenance and repair of 25,263 lineal
feet of guardrail as needed.
3. Recycle concrete and asphalt.
4. Repair 15,000 square feet of curb, gutter and
sidewalk (trip hazards) to minimize liability claims
(funded by Gas Tax).
1. Annually schedule the cleaning and maintenance
of 3,400 catch basins. Work will be completed
from August through October to ensure proper
flow and run-off during winter storms.
2. Schedule annual cleaning of 20,105 lineal feet of
open drainage channel. Work will be scheduled
from August through October.
1. Administer and monitor street sweeping contract
for 1,210 miles of public roadways (funded in
Gas Tax budget).
1. Maintain and repair, as needed, the 7,250 signs
throughout the City.
2. Fabricate and install 700 traffic, street name and
special order signs.
3. Timely response to Traffic Engineering work
orders.
(continued)
158
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE
PAGE TWO
ACCT NO. 0015055
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
City Sign Maintenance (continued)
Road Surface Maintenance: Maintain 610 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.
4. Annually conduct visual and reflectivity tests on
1,500 warning and 3,250 regulatory signs to
ensure proper and safe signage throughout the
City.
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 235 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.
Miscellaneous Maintenance and Repair Program: 1. Emergency response, citizen's complaints, storm
Monitor unscheduled work activities that the Street patrol, safety and training, special events, and
Division performs annually; this program accounts for sea wall cleaning.
6,600 staff hours.
SIGNIFICANT CHANGES:
Increase part-time staff to help meet increased workload. The elimination of the temporary help funding offset this
increase.
159
PROGRAM:
FUND:
DEPARTMENT:
FACILITIES MAINTENANCE
GENERAL
MAINTENANCE ACCT NO. 0015060
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 500,383
700,822
29,058
$ 1 ,230,263
15.00
0.03
1996-97
ACTUAL
$ 507,925
666,389
3,971
$ 1,178,285
15.00
0.03
1997-98
BUDGET
$ 544,426
778,429
123,127
$ 1,445,982
13.00
0.03
1998-99
BUDGET
$ 596,930
899,913
31,500
$ 1,528,343
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
1997-981995-96 1996-97
1. Total Building Space Maintained (Sq. Ft.):
333,728 333,728 333,728
1. Total Custodial Space Maintained (In-House):
184,447 161,820 184,447
2. Total Custodial Space Maintained (Contract):
85,700 108,327 85,700
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:
Replace audio-visual system at the Safety Center Conference Center and install uninterrupted power supply (UPS)
at Community Development.
160
PROGRAM:
FUND:
PROGRAM GROUP:
TRAFFIC SIGNAL MAINTENANCE
GENERAL
MAINTENANCE ACCT NO. 0015070
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 18,445
296,178
0
$ 314,623
0.50
0.00
1996-97
ACTUAL
$ 20,772
278,694
0
$ 299,466
0.50
0.00
1997-98
BUDGET
$ 20,940
473,194
1 1 ,708
$ 505,842
0.50
0.00
1998-99
BUDGET
$ 35,910
336,211
15,000
$ 387,121
0.50
0.50
WORK PROGRAM:
Maintain the City's traffic signal system. Provide a high level of maintenance for infrastructure. Maintain safe and
efficient circulation and utility systems. 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 mainte-
nance contract and miscellaneous agreements with
the State of California Department of Transportation.
WORKLOAD MEASURES:
Estimated
1995-96 1996-97 1997-98
1. City Owned and Maintained Signals:
65 71 81
2. CalTrans Owned and Maintained Signals:
9 9 12
3. City Owned and CalTrans Maintained:
777
4. Total Signals within the City:
81 87 93
Administration: Administer traffic signal mainte-
nance agreement.
SIGNIFICANT CHANGES:
Includes cost increases associated with the addition of 14 new traffic signals throughout the year. Costs have been
pro-rated based on estimated turn-on dates for each intersection. In addition, an additional .5 maintenance worker is
being requested to assist with the increased workload due to the increase in the number of traffic signals.
161
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE ACCT NO. 1605023
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 300,752
208,182
0
$ 508,934
5.90
1.50
1996-97
ACTUAL
$ 307,051
219,835
0
$ 526,886
5.88
1.50
1997-98
BUDGET
$ 316,550
254,643
0
$ 571,193
5.89
1.50
1998-99
BUDGET
$ 324,620
252,712
0
$ 577,332
5.00
1.50
WORK PROGRAM:
The Street Tree Division provides maintenance to all trees in the public right-of-way, parks, open space areas, and
at City facilities.
PROGRAM 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
1995-96 1996-97 1997-98
1. No. of Work Orders/Citizen Requests Completed:
567 587 950
2. No. of Trees Trimmed:
719 715 694
3. No. of Trees Removed:
35 30 44
4. No. of Trees Planted:
52 47 130
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.
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.
SIGNIFICANT CHANGES:
1. No. of Trees Pruned:
95 92 85
1. No. of Right-of-Way Miles Treated/Maintained:
55 55 55
2. No. Gallons of Mixed Herbicide Applied:
2,640 2,760 3,200
1. No. of Probation Hours:
000
2. No. of Volunteer/CCC Hours:
000
3. No. of Regular Hours:
1,200 300 260
None.
162
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIAN MAINTENANCE
MAINTENANCE ASSESSMENT
MAINTENANCE ACCT NO. 1615024
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 140,783
187,223
0
$ 328,006
2.90
0.80
1996-97
ACTUAL
$ 164,948
210,495
18,675
$ 394,118
2.89
1.00
1997-98
BUDGET
$ 164,079
234,326
0
$ 398,405
2.68
1.00
1998-99
BUDGET
$ 174,370
255,175
0
$ 429,545
2.50
1.00
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to redevelopment landscape
improvement areas.
1. Acres Maintained:
PROGRAM ACTIVITIES:
Medians: Maintain on a weekly basis 48+ 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 38+ acres of City
medians.
Streetscape Maintenance: Maintain approximately
eight acres of high maintenance areas including
planter boxes, downtown fountain, pond, landscape
pockets, and parking lots. Maintenance activities
consist of litter control, weed control, pruning,
planting, pesticide/ fertilizer application, irrigation
repair/adjustment, parking lot sweeping, fountain
maintenance, and related duties with the Streetscape
improvements.
SIGNIFICANT CHANGES:
The budget reflects increases due to new medians that are coming on-line.
WORKLOAD MEASURES:
Estimated
1995-96 1996-97 1997-98
48 48 48
1. Acres Maintained:
1. Acres Maintained:
35 36 38
163
PROGRAM:
FUND:
PROGRAM GROUP:
STREET LIGHTING
MAINTENANCE ASSESSMENT
MAINTENANCE ACCT NO. 1625057
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 217,144
406,474
322,362
$ 945,980
4.00
0.00
1996-97
ACTUAL
$ 229,584
414,962
0
$ 644,546
4.00
0.00
1997-98
BUDGET
$ 245,613
491,769
2,454
$ 739,836
4.00
1.00
1998-99
BUDGET
$ 227,190
420,466
4,000
$ 651 ,656
4.00
1.00
WORK PROGRAM:
Maintain a safe, modern street lighting system. Provide a high level of maintenance for infrastructure. Maintain safe
and efficient circulation and utility systems.
PROGRAM ACTIVITIES:
Maintenance and Operations: Oversee the
maintenance 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
work with Planning, Engineering, and engineers to
ensure that departmental needs are met.
Administration: Prepare annual audit of City's street
lighting assessment. Administer Buena Vista
Channel Maintenance Assessment District and
Lighting and Landscaping District No. 1. Continue
mapping and updating expenditure and
reassessments for the Lighting and Landscaping
District.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
Estimated
1995-96 1996-97 1997-98
1. SDG&E Owned and Maintained Street Lights:
678 0 0
2. City Owned and Maintained Street Lights:
4,066 4,808 5,433
3. Total Street Lights:
4,744 4,808 5,433
4. Total Street Light Repairs:
511 881 968
5. Total Electrical Markouts:
1,704 4,611 6,012
6. Total Emergency Traffic Signal Repairs:
255 537 456
164
PROGRAM:
FUND:
PROGRAM GROUP:
BUENA VISTA CHANNEL MAINTENANCE
MAINTENANCE ASSESSMENT
MAINTENANCE ACCT NO. 1635012
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
4,611
0
$ 4,611
0.00
0.00
1996-97
ACTUAL
$ 0
203,783
0
1997-98
BUDGET
$ 0
67,590
0
1998-99
BUDGET
$ 0
7,048
0
$ 203,783] $ 67,590| $ 7,048
0.00
0.00
0.00
0.00
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. The second major clearing was completed in March of
1997.
PROGRAM ACTIVITIES:
Administration - Special Projects:
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:
None.
165
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: CARLSBAD GOLF COURSE ACCT NO. 5725001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
314,186
0
$ 314,186
0.00
0.00
1996-97
ACTUAL
$ 0
252,505
0
$ 252,505
0.00
0.00
1997-98
BUDGET
$ 0
490,000
0
$ 490,000
0.00
0.00
1998-99
BUDGET
$ 0
942,310
0
$ 942,310
0.00
0.00
WORK PROGRAM:
Community Services, Park Development, will assist the "Project Oversight Committee" in developing a municipal golf
course.
PROGRAM ACTIVITIES:
Continue Land Management Plan: Maintain the
proposed golf course property to retain the viability of
the project development.
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 from 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:
Included in this budget is an additional $420,000 to pay off the Palomar Airport Road Assessments.
Develop Golf-Related Commercial Concepts:
Project Processing: Begin environmental proces-
sing through USF&W, CDF&G, Coastal Commission.
166
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: VEHICLE MAINTENANCE ACCT NO. 6205060
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 428,936
855,451
0
$ 1,284,387
8.00
0.50
1996-97
ACTUAL
$ 442,895
884,649
0
$ 1,327,544
7.00
0.50
1997-98
BUDGET
$ 417,186
917,971
0
$ 1,335,157
7.00
0.50
1998-99
BUDGET
$ 451,010
906,519
46,000
$ 1 ,403,529
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 133 other pieces of equipment.
PROGRAM ACTIVITIES:
Repair and Maintenance: Provide routine preven-
tive maintenance and repairs for the fleet; inspect
vehicles required for the Bi-annual Inspection of
Terminals (B.I.T.) and smog programs; sublet repairs
to vendors as necessary; make road calls for units
disabled in the field.
PERFORMANCE OBJECTIVES:
Estimated Projected
1996-97 1997-98 1998-99
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 emergencies; continue to supply fuels and
lubricating oils to the Carlsbad Unified School District,
Cannon Pacific Services, and Encina Wastewater
Authority; monitor fuel tanks in accordance with State
and County regulations.
SIGNIFICANT CHANGES:
None.
1. Preventive
Maintenance:
2. B.I.T. Inspections:
3. Smog Inspections:
4. Shop Repairs:
5. Vendor Repairs:
6. Emergency Road
Repairs:
1. Parts Items in
Inventory:
2. Dollar Amount
in Inventory:
621
46
72
745
298
67
725
50
70
675
350
65
730
50
70
670
350
60
4,044 4,200 4,500
$54,205 $61,500 $65,000
1. Gallons of Fuel
Used-City: 234,717 250,000 260,000
2. Gallons of Fuel
Used-Other: 22,679 35,000 38,000
167
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: VEHICLE REPLACEMENT ACCT NO. 6215061
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 0
28,459
1,225,398
$ 1,253,857
0.00
0.00
1996-97
ACTUAL
$ 0
56,363
827,530
$ 883,893
0.00
0.00
1997-98
BUDGET
$ 0
107,896
1,145,168
$ 1,253,064
0.00
0.00
1998-99
BUDGET
$ 0
64,100
1,152,000
$ 1,216,100
0.00
0.00
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value
of $5,000 or greater. This includes the determination of the economic life of individual units set forth in
Administrative Order No. 3, the development of proper specifications to suit user's needs, the outfitting of new units
before being placed into service and preparing replaced units for sale at auction or to interested public agencies or
special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and
ensures a more cost effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance: Calculate future acquisition
costs for units 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.
PERFORMANCE OBJECTIVES:
Estimated Projected
1996-97 1997-98 1998-99
1. Vehicles/Equipment
Acquired: 40
1. Vehicles/Equipment
Disposed: 36
1. Total Units in
Fleet:355
43
46
353
38
38
353
168
PROGRAM: UTILITY
FUND: VARIOUS
PROGRAM GROUP: UTILITY SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 2,853,760
14,575,816
6,948
$ 17,436,524
57.20
0.00
1996-97
ACTUAL
$ 2,687,317
12,945,333
90,987
$ 15,723,637
57.20
0.00
1997-98
BUDGET
$ 3,108,321
16,436,616
273,113
$ 19,818,050
57.20
0.00
1998-99
BUDGET
$ 3,324,660
17,686,543
118,900
$ 21,130,103
56.75
0.00
169
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: UTILITY ACCT NO. 5016310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 2,180,949
9,824,082
2,843
1996-97
ACTUAL
$ 1,888,131
8,709,081
25,847
$ 12,007,874] $ 10,623,059
43.00
0.00
40.20
0.00
1997-98
BUDGET
$ 2,151,731
11,622,138
194,858
$ 13,968,727
38.65
0.00
1998-99
BUDGET
$ 2,255,070
12,853,711
52,500
$ 15,161,281
38.65
0.00
WORK PROGRAM:
To provide water and service to 59,600 City/District customers; operate and maintain 325 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), 18,800 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. Implement large meter replacement program.
3. Implement radio-signal meter reading pilot
program.
4. Secure Water Board approval of Water Master
Plan update.
1. Provide and/or present water conservation and
educational programs.
(continued)
170
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: UTILITY
PAGE TWO
ACCT NO. 5016310
PROGRAM ACTIVITIES:
Water Storage & Supply: (continued)
PERFORMANCE OBJECTIVES:
2. Publish and mail quarterly "Waterline" newsletter.
3. Continue water education programs for all
elementary school grade levels.
4. Coordinate and participate in special events and
public information programs.
5. Continue investigation of sea water/ground
water desalination program.
SIGNIFICANT CHANGES:
Budget includes funding for an additional 2,000 acre-feet of purchased water to accommodate growth in the number
of water customers.
171
PROGRAM: RECYCLED WATER OPERATIONS
FUND: ENTERPRISE
PROGRAM GROUP: UTILITY ACCT NO. 5026310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 63,912
1,068,997
0
$ 1,132,909
1.00
0.00
1996-97
ACTUAL
$ 108,777
956,036
2,232
$ 1,067,045
1.65
0.00
1997-98
BUDGET
$ 225,879
1,059,677
6,210
1998-99
BUDGET
$ 334,010
1,156,190
10,000
$ 1 ,291,766| $ 1,500,200
4.35
0.00
4.35
0.50
WORK PROGRAM:
To operate and maintain one pump station, two 1.25 million gallon reservoirs, 15 miles of reclaimed water lines, and
110 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.
Inter-Agency Coordination:
PERFORMANCE OBJECTIVES:
1. Continue preventive maintenance program of
reclaimed water system.
2. Continue valve maintenance program.
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 Master Plan.
1. Develop Phase II of Recycled Water System.
SIGNIFICANT CHANGES:
None.
172
PROGRAM: SANITATION SERVICES
FUND: SANITATION ENTERPRISE
PROGRAM GROUP: UTILITY ACCT NO. 5116310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 539,140
3,594,217
3,174
$ 4,136,531
12.00
0.00
1996-97
ACTUAL
$ 611,638
3,225,116
62,908
1997-98
BUDGET
$ 655,593
3,660,803
72,045
$ 3,899,662[ $ 4,388,441
14.15
0.00
13.00
0.00
1998-99
BUDGET
$ 714,030
3,535,214
56,400
$ 4,305,644
13.00
0.00
WORK PROGRAM:
To operate and maintain approximately 145 miles of City-owned sanitary sewer collection mains, 14,100 sewer
service connections equaling 40 miles of sewer laterals, 15 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.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Continue preventive maintenance program of
wastewater system.
1. Install telemetry equipment in two wastewater
pump stations.
2. Secure Water Board approval for Wastewater
Master Plan Update.
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.
173
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: UTILITY ACCT NO. 5206375
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96
ACTUAL
$ 69,759
88,520
931
$ 159,210
1.20
0.00
1996-97
ACTUAL
$ 78,771
55,100
0
$ 133,871
1.20
0.00
1997-98
BUDGET
$ 75,118
93,998
0
$ 169,116
1.20
0.00
1998-99
BUDGET
$ 47,850
141,428
0
$ 189,278
0.75
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
activities with Countywide 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.
4.
5.
1.
2.
3.
4.
1.
2.
3.
Prepare and submit annual report to CIWMB.
Review/comment on relevant legislation and
regulations.
Attend meetings as necessary.
Administer and monitor solid waste services
contract.
Review solid waste services rate structure and
establish rates annually.
Coordinate quarterly bulky item collection events.
Attend meetings as necessary.
Research and apply for appropriate grant oppor-
tunities.
Coordinate and monitor recycling programs in
conjunction with the authorized collector.
Coordinate annual telephone book and
Christmas Tree recycling campaigns.
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.
(continued)
174
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: UTILITY
PAGE TWO
ACCT NO. 5206375
PROGRAM ACTIVITIES:
Recycling/Diversion: (continued)
Composting: Administer yard waste pick-up
program.
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.
PERFORMANCE OBJECTIVES:
6. Evaluate and implement new recycling/diversion
programs as appropriate, i.e., mixed paper
collection.
7. Keep abreast of recycling trends.
1. Administer and monitor the Yard Waste Collec-
tion Program.
2. Review yard waste processing site proposals.
3. Keep abreast of composting trends.
1. Negotiate, administer, and monitor contract for
Household Hazardous Waste Program.
2. Coordinate collection events with County staff,
as appropriate.
3. Ensure staff support for collection events.
4. Attend meetings as necessary.
1. Prepare correspondence, press releases, and
brochures for all new solid waste programs.
2. Continue recycling and anti-litter presentations to
schools and community groups.
3. Prepare Spanish language materials.
4. Develop and distribute household hazardous
waste educational materials.
5. 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.
Litter: Provide for litter collection services in 1. Fund the honor camp crews which will continue
conjunction with the Streets Division. to be administered by the Streets Division.
Recycling Market Development: Support efforts to 1. Attend meetings as necessary,
develop local markets for recycled materials. Repre-
sent City on North County Recycling Market Develop- 2. Keep abreast of market trends,
ment Zone.
SIGNIFICANT CHANGES:
Funding of $75,000 for participation in the region's Household Hazardous Waste Program, previously funded via the
landfill tip fee, is requested in this budget submittal.
In-House Recycling: Coordinate the recycling
program of materials collected at City facilities.
175
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3
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1998-99 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. Most noticeable in this years CIP is the City's ability to fund accelerated
construction of several projects, particularly those related to major street improvements
throughout the City. This opportunity to fund more projects due to increased revenues is a
direct result of strong recovery in the building industry which exceeded previous expectations.
The 1998-99 Capital Improvement Program totals $74 million, an increase of $6.8 million from
the 1997-98 adopted budget of $67.2 million. Most of this increase can be attributed to major
street construction projects throughout the City. Projected revenues for the 1998-99 program
total $71 million, an increase of $25.9 million from the 1997-98 estimates. The rise in projected
revenue is a result of increased development, bond proceeds for construction of the Carlsbad
Municipal Golf Course, and contributions from the City of Vista for the Vista/Carlsbad
Interceptor project. It is expected that development will continue at a strong pace through 98-99
and in the years to follow.
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 continued aggressive plan.
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 are built on a schedule that meets or exceeds the needs of
Carlsbad's citizens and businesses as prescribed by the City's 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.
GROWTH PROJECTIONS
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, Building and Engineering Departments, and the Finance Department
overlaid the economic forecast.ft
./-
This past year, City staff and San Diego Association of Governments studied the
buildout capacities of the City using adopted general plans, estimates of existing
development, and estimates of how remaining net developable land might develop. The result
of this analysis was a reduction in the total number of units at buildout from 54,600 to 48,000,
which more closely reflects numbers provided in the January 7, 1998 Housing Unit Capacities
176
report prepared by San Diego Association of Governments. The following table shows the
number of residential units used in calculating estimated revenues for 1998-99 and subsequent
years to buildout. Approximately 16,900 units are expected to be built from this point forward.
Non-residential construction estimates are shown in projected square feet.
1998-99 CIP Growth Assumptions
Residential Non-Residential
Year
1998-1999
1999-2000
2000-2001
2001-2002
2002-2003
Years 6-10
Years 11-2030
Total Future
Units Square Feet
1,439
1,360
1,311
1,173
904
5,044
5,645
16,876
1,303,000
818,000
724,000
498,000
803,000
3,886,000
5,825,000
13,857,000
Residential development for 1997-98 was conservatively projected at 375 building permits,
however, recent estimates anticipate over 1400 units by the end of the fiscal year. This rate of
growth is expected to remain fairly constant with 1439 units projected in 1998-99. Annual
growth in residential units is expected to average about 1100 units per year for the next 5 to 10
years.
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 Carlsbad Company Stores, a 300,000 square foot
specialty outlet center opened 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.
Residential Units Trend
1985 to 2003
Permits Issued
3000
2500
2000-
1500-
1000-
500-
0
ACTUAL ESTIMATED
CO CO 00 CO CO 0) 0> 0> 01 01 0) 0> 01 0) 0>0) 0) 01 0) 0) 01 0) 01 0) 0) 0) 01 0) 0) 0)
177
REVENUES
Revenues for Capital Projects from now until buildout total $479 million and
may be segregated into four major categories: 1) fees generated by
development in Carlsbad, 2) special district fees and taxes (Community
Facilities Districts and Bridge & Thoroughfare Districts), 3) Water and Sewer
depreciation replacement reserves, and 4) other sources including grants,
bond issues, and contributions from other agencies. Approximately 43.6% 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 Connection Fees (MFF), and
Sewer Connection charges. Community Facilities District and Bridge & Thoroughfare District
revenues comprise 16.5% of the total. Water and Sewer replacement revenues generated by
user fees equal approximately 17.9% of the total revenues, and the remaining 22% are related
to federal & state grants, license tax on new construction, the County sales tax program
(Transnet), San Diego Gas & Electric funding, and contributions from other agencies.
Funding Sources 1998-99 to Buildout
Total Revenue = $479 million
Other 22%
Development
43.6%
Water/Sewer
Replacement
17.9%
Special
Districts
16.5%
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to predict future development revenues.
The mix of multi-family and single-family residential units was assumed to be 20% and 80%
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 $175,000 per single-family
dwelling unit. The mix of commercial and industrial development is
178
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 eight trips per day and a single-family unit was assigned ten trips per day. Each
residential trip was valued at the current TIF of $85. The trips-per-day value for commercial
and industrial buildings was averaged at 30 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.
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 proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district.
There is one new and one proposed Bridge & Thoroughfare Fee District included in this year's
CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed this year to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
is proposed to fund portions of Cannon Road from Interstate 5 to El Camino Real. 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.
CAPITAL PROJECTS
Project construction is reliant upon the availability of capital and operating funds in addition to
established growth management standard 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 couple of years and increased
estimates for the future, construction of projects has been accelerated.
CAPITAL PROJECTS 1998-99 TO BUILDOUT
The CIP for 1998-99 to buildout outlines approximately 208 future projects at a total cost of
$460.4 million. The largest expenditure category is for street, traffic signal and interchange
projects at $130 million or 28.2% 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. Construction on the La Costa Avenue widening project began in 1997-
98, following completion of the La Costa Avenue project. Work on Rancho Santa Fe Road
between Questhaven and Melrose is expected to begin in 1998-99, as well as the extension of
Poinsettia Lane from Aviara Parkway to El Camino Real.
The second largest expenditure category is for park projects totaling $87.5 million, or 19% 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
179
Carrillo Park, a Business Park recreational facility, a skateboard park, community centers in the
northwest and southwest quadrants and the Carlsbad Municipal Golf Course.
The third largest level of expenditures at $86.9 million, or 18.9% 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
Wastewater Facility, and the Encina parallel ocean outfall and
cogeneration projects.
Civic and facilities maintenance projects represent the fourth largest level
of expenditures at $71.3 million (15.5%), 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, Public
Works/Community Development Administrative Offices, 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.
Water projects total $35.4 million (7.7%) 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
(1998-99 to Buildout) Projects schedule following the narrative.
CIP Expenditures by Category
1998-99 to Buildout
Total Expenditures = $460.4 million
Parks
Drainage 19.0%
5.1%
Civic
15.5%
Other
5.6%
Water
7.7%
Sewer
18.9%
Streets
28.2%
180
CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
• South Carlsbad Library -Construction of the South Carlsbad Library began this year with
the opening anticipated 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.
• Carlsbad Municipal Golf Course - Initial construction is slated for 1998-99
for the City's 250 acre golf course located in the industrial corridor
directly south of the future Veterans Memorial Park.
• Streets - Several large street construction projects are planned for the
next 5 years. The extension of Cannon Road West from I-5 to El Camino Real will
continue, and Faraday Avenue south of Cannon road is scheduled for construction in
1998-99. In addition, the extension of Poinsettia Lane from Aviara Parkway to Casia will
begin in 1998-99. A direct benefit of completing these major streets will be to alleviate
traffic on Palomar Airport Road. Two major road widening projects began in 1997-98:
La Costa Avenue between I-5 and El Camino Real, and Palomar Airport Road between
Yarrow and El Camino Real. The widening of Rancho Santa Fe Road between
Questhaven and Melrose is scheduled to begin in the year 1999-2000.
• Civic Facilities - Phase II of the Public Safety and Service Center is
scheduled for 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. In addition, the CIP
includes funds to lease and/or purchase a building which will be used
for Public Works, Community Development, and Administrative offices to meet the
growing space needs of these service areas.
• Larwin Community Park - This 22.3 acre site is scheduled for construction in 1999-
2000. Park development may include 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 complete, and the development of phase two
is scheduled to begin in 2001-2002 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 interpretative programming.
• Business Park Recreational Facility - The City is
planning land acquisition for this park in late 1997-98
or early 1998-99. Initial construction is slated for 2000-2001, with design work
preceding construction in 1999-2000. Amenities may include baseball and soccer fields,
basketball and handball courts, volleyball, a picnic area, jogging trails and parking.
181
• Skateboard Park - The skateboard park located between Fire Station #5 and the parking
area for the conference center at the Public Safety and Service Center should begin
construction in 1998-99. Amenities at this 40,000 square foot site include fencing,
lighting, bleachers, and a 25,000 square foot skateboard surface.
• Poinsettia Park - In 1998-99 the completion of Phase 1A will add two baseball/Softball
fields, a restroom facility, and fencing around the existing soccer field.
• 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.
• Vista/Carlsbad Interceptor - This $17 million project involves installation of a new and
upgraded sewer trunk line through the downtown portion of Carlsbad to the Encina
Water Pollution Control Facility.
CAPITAL PROJECTS 1998-99
There are approximately 104 capital projects totaling $74 million for 1998-99. These projects
are categorized and shown below. Appropriations of approximately $46.4 million for ongoing
capital projects which remain unspent at the end of FY 1997-98 will be added to the new 1998-
99 CIP appropriations for a total 1998-99 CIP appropriation of $120.4 million.
1998-99 CIP Expenditures by Category
Total Expenditures = $74 million
Parks
19.0%
Other
10.5%
Drainage
5.3%
Civic
10.0%
Water
9.4%
Sewer
18.1%
Streets
27.7%
Street & Traffic Signal Projects
Street construction projects are 27.7% of the total 1998-99 expenditures at $20.5 million. The
largest appropriation is $6.8 million for Cannon Road West, which will extend from Interstate 5
west to El Camino Real when complete. This $18 million project is primarily funded from
182
Transnet Highway Taxes ($4.2 million), CFD #1 revenues ($6.5 million) and Bridge and
Thoroughfare District Fees ($7.0 million). The project to extend Faraday Avenue is scheduled
for a $3.3 million appropriation from the CFD#1 fund, and the Poinsettia Lane extension project
will receive an additional $2.6 million from Bridge and Thoroughfare District Fees. Once
completed, this road will extend east to El Camino Real from its existing intersection at Aviara
Parkway.
There are five traffic signals planned in 1998-99 are located at the following intersections:
Carlsbad Village Drive and Donna Drive, Carlsbad Village Drive and Valley Street, El Camino
Real and Calle Barcelona, Faraday Avenue and Priestly Drive, and Palomar Airport Road and
Melrose Drive. There are no additional appropriations scheduled for I-5 interchange projects.
Park Projects
Park construction projects are 19% of the total 1998-99 expenditures at $14.1 million. The
largest appropriation is $13.2 million for the Carlsbad Municipal Golf Course to be funded by a
bond issue. In addition, during 1998-99 Phase IA of Poinsettia Park will undergo additional
construction.
Sewer Projects
Sewer funding of $13.4 million reflects Carlsbad's share of costs for the Encina Wastewater
Facility capital improvements, and two major interceptor projects. The construction of the
Vista/Carlsbad Interceptor will continue with another $6.8 million towards the installation of a
new and upgraded sewer trunk line. The South Agua Hedionda Interceptor project is scheduled
to receive an additional appropriation of $2.7 million in 1998-99, and will provide sewer service
to those areas generally to the south side of Agua Hedionda Lagoon.
Civic Projects
Civic projects total 10% or $7.4 million of the 1998-99 capital appropriation. The largest
appropriation is $3.8 million for the Public Safety and Service Center. Other projects in this
category include design for the Cole Library remodel, the Financial Information System
implementation, and ADA modifications at various locations throughout the City.
Water Projects
The water category, including reclaimed water, is 9.4% of the total 1998-99 CIP with
appropriations of $7 million. The Cannon Road Transmission Main will receive an additional
$800,000, and water lines totaling almost $1.8 million are scheduled along Poinsettia Lane in
conjunction with the road construction project. Another $1.4 million is scheduled for debt service
payments on previous potable and reclaimed water projects.
Drainage Projects
Drainage projects are 5.3% of the total 1998-99 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. This project will construct a storm drain system (primarily within the
Northern San Diego Railroad right-of-way) to carry storm water from the area bounded by
Carlsbad Village Drive, Highland Drive, Garfield Street and Agua Hedionda Lagoon.
183
SUMMARY
The 1998-99 to Buildout CIP continues to reflect an aggressive plan for new facilities. 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. The I-5 interchange at La Costa Avenue is complete, and
the La Costa Avenue widening to El Camino Real is underway. Other major circulation projects
under construction or scheduled in the next year include Cannon Road West, Poinsettia Lane-
Aviara Parkway, and the extension of Faraday Avenue. Funding for the Public Service Center
is included in the 1998-99 CIP, and the construction of the Carlsbad Municipal Golf Course
should begin.
The current fee structure is working in conjunction with the growth management plan as
evidenced by the availability of revenue to fund the increased need for 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
1998-99 to Buildout Capital Improvement Program reflects the commitment of Carlsbad's
Council and staff to providing its residents with a better quality of life.
184
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 1998-99 CIP, compliance with the Growth Management
Plan is assured.
185
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.
> Fees collected by a city or county must be spent or committed to a project within a five
year period. Funds are viewed to be committed if they are programmed to be spent on
a specific project(s). If the money is not spent, findings must be made describing the
continuing need for that money each fiscal year after the five years have 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 Improvement 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.
186
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
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
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
JULY1, 1997
UNRESERVED
BALANCE
2,633,473
315,481
2,243,545
14,638,029
3,016,808
2,385,629
816,776
355,934
1,138,654
0
3,088,381
842,883
(374,299)
24,823
1,179,066
66,589
112,773
1,606,663
1,422,447
22,822,712
11,304,215
479,780
3,471,999
(266)
0
4,479,721
542,734
14,942,223
8,583,931
869.452
4,954,331
7,899,739
2,325,280
4,750,106
1,139,366
124,078,978
ESTIMATED ESTIMATED JUNE 30, 1998
ESTIMATED CAPITAL DEBT SERVICE PROJECTED
REVENUES EXPENDITURES & OTHER BALANCE
1,720,999
10,738
573,155
7,551,332
1,155,242
181,649
46,527
603,599
452,342
0
2,389,333
4,546,370
3,278,127
878
67,078
314,114
155,938
267,916
0
14,237,303
4,454,497
266,787
(122,658)
299,854
0
1,159,953
177,592
4,697,425
280,956
579,444
4,927,905
762,931
79,835
1,546,746
3,125,493
59,789,401
1,480,947
64,525
1,766,123
545,286
39,942
0
0
3,449
0
0
811,562
2,032,218
2,495,484
0
0
7,649
38,834
36,253
151,830
17,831,752
936,342
29,520
182,239
105,166
0
92,068
104,789
802,143
733,688
10,627
1,690,998
1,834,895
536,787
42,316
3,173,643
37,581,075
785,165
0
490,000
0
0
0
0
0
0
0
0
0
0
0
0
0
133,023
0
124,000
138,776
0
15,872
40,000
0
0
0
0
1,106,820
0
160,000
1,280,985
243,997
77
531,351
0
5,050,066
2,088,360
261,694
560,577
21,644,075
4,132,108
2,567,278
863,303
956,084
1,590,996
0
4,666,152
3,357,035
408,344
25,701
1,246,144
373,054
96,854
1,838,326
1,146,617
19,089,487
14,822,370
701,175
3,127,102
194,422
0
5,547,606
615,537
17,730,685
8,131,199
1,278,269
6,910,253
6,583,778
1.868,251
5,723,185
1,091,216
141,237,238
187
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1998-99
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
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIABTD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
JULY 1, 1998
PROJECTED
BALANCE
2,088,360
261,694
560,577
21,644,075
4,132,108
2,567,278
863,303
956,084
1,590,996
0
4,666,152
3,357,035
408,344
25,701
1,246,144
373,054
96,854
1,838,326
1,146,617
19,089,487
14,822,370
701,175
3,127,102
194,422
0
5,547,606
615,537
17,730,685
8,131,199
1,278,269
6,910,253
6,583,778
1,868,251
5,723,185
1,091,216
141.237,238
ESTIMATED
REVENUES
1,925,000
0
15,000,000
5,036,875
387,200
334,152
141,120
386,610
186,690
0
1,613,029
7,490,000
743,000
0
0
0
0
221,618
0
8,969,923
1,736,750
600,509
416,183
0
0
224,090
3,025,000
10,956,060
1,200,000
250,000
4,444,089
4,125,000
0
1,500,000
70,000
70,982,899
1997-98
CONTINUING
APPROPR.
1,392,211
116,118
560,577
4,249,577
3,960,058
0
0
0
0
0
2,096,581
2,469,231
293,451
0
0
352,329
80,757
1,792,946
926,547
9,683,465
1,867,825
420,571
536,916
192,140
0
1,027,407
397,211
5,185,575
1,272,890
389,882
2,856,650
2,285,700
301,878
844,684
853,192
46,406,369
NEW
APPROPR.
1,897,000
20,000
15,000,000
1,554,750
0
0
0
238,000
0
0
2,817,000
8,210,000
743,000
0
0
0
0
0
0
11,664,600
500,000
0
2,600,000
0
0
0
2,665,000
9,241,846
4,521,581
160,000
6,441,869
2,510,451
1,550,000
1,573,200
70,000
73,978,297
1998-99
TOTAL CIP
APPROPR.
3,289,211
136,118
15,560,577
5,804,327
3,960,058
0
0
238,000
0
0
4,913,581
10,679,231
1,036,451
0
0
352,329
80,757
1,792,946
926,547
21 ,348,065
2,367,825
420,571
3,136,916
192,140
0
1,027,407
3,062,211
14,427,421
5,794,471
549,882
9,298,519
4,796,151
1,851,878
2,417,884
923,192
120,384,666
JUNE 30, 1999
PROJECTED
BALANCE
724,149
125,576
0
20,876,623
559,250
2,901,430
1,004,423
1,104,694
1,777,686
0
1,365,601
167,804
114,893
25,701
1,246,144
20,725
16,097
266,998
220,070
6,711,345
14,191,295
881,113
406,369
2,282
0
4,744,290
578,326
14,259,324
3,536,728
978,387
2,055,823
5,912,627
16,373
4,805,301
238,024
91,835,471
188
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 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
BTD#3 CANNON ROAD WEST
BTD#2 POINS. LN-AVIARA PKWY
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER BENEFIT AREAS (C,D,E,F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL CAPITAL FUNDS
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
REVENUES
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)
ACTUAL
REVENUE
3,000,585
18,033
79,365
4,618,487
701 ,492
283,688
44,222
403,682
278,736
0
1,101,838
1,155,361
103
520,948
237,167
189,854
2,596,708
277,695
269,106
10,676,209
6,085,033
26,238
2,289,588
421,036
0
863,504
253,024
2,823,755
2,014,974
593,808
2,266,441
2,185,341
127,079
1,471,758
1,352,547
49,227,405
1997-98(1)
ESTIMATED
REVENUE
1,720,999
10,738
573,155
7,551,332
1,155,242
181,649
46,527
603,599
452,342
0
2,389,333
4,546,370
3,278,127
878
67,078
314,114
155,938
267,916
0
14,237,303
4,454,497
266,787
(122,658)
299,854
0
1,159,953
177,592
4,697,425
280,956
579,444
4,927,905
762,931
79,835
1,546,746
3,125,493
59,789,401
1998-99(1)
ESTIMATED
REVENUE
1,925,000
0
15,000,000
5,036,875
387,200
334,152
141,120
386,610
186,690
0
1,613,029
7,490,000
743,000
0
0
0
0
221,618
0
8,969,923
1,736,750
600,509
416,183
0
0
224,090
3,025,000
10,956,060
1,200,000
250,000
4,444,089
4,125,000
0
1,500,000
70,000
70,982,899
(1) INCLUDES INTERFUND LOANS OR TRANSFERS.
189
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1995-1996 TO 1998-1999
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 DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL CAPITAL FUNDS
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
ACTUAL
3,068,165
26,780
252,506
1,285,908
0
0
0
301 ,226
0
0
275,234
786,134
499,666
498,066
0
251,114
2,516,379
261
279,582
3,540,881
255,722
17,505
83,345
421,302
0
484
0
1,334,650
187,625
151,251
2,447,648
2,170,009
20,795
462,810
602,662
21,737,710
1997-98(1)
ESTIMATED
2,266,112
64,525
2,256,123
545,286
39,942
0
0
3,449
0
0
811,562
2,032,218
2,495,484
0
0
7,649
171,857
36,253
275,830
17,970,528
936,342
45,392
222,239
105,166
0
92,068
104,789
1,908,963
733,688
170,627
2,971,983
2,078,892
536,864
573,667
3,173,643
42,631,141
1997-98
CONTINUING
APPROPR.
1,392,211
116,118
560,577
4,249,577
3,960,058
0
0
0
0
0
2,096,581
2,469,231
293,451
0
0
352,329
80,757
1,792,946
926,547
9,683,465
1,867,825
420,571
536,916
192,140
0
1 ,027,407
397,211
5,185,575
1,272,890
389,882
2,856,650
2,285,700
301,878
844,684
853,192
46,406,369
1998-99
NEW
APPROPR.
1,897,000
20,000
15,000,000
1,554,750
0
0
0
238,000
0
0
2,817,000
8,210,000
743,000
0
0
0
0
0
0
11,664,600
500,000
0
2,600,000
0
0
0
2,665,000
9,241,846
4,521,581
160,000
6,441,869
2,510,451
1,550,000
1,573,200
70,000
73,978,297
1998-99
TOTAL CIP
APPROPR.
3,289,211
136,118
15,560,577
5,804,327
3,960,058
0
0
238,000
0
0
4,913,581
10,679,231
1,036,451
0
0
352,329
80,757
1,792,946
926,547
21,348,065
2,367,825
420,571
3,136,916
192,140
0
1,027,407
3,062,211
14,427,421
5,794,471
549,882
9,298,519
4,796,151
1,851,878
2,417,884
923,192
120,384,666
(1) 1997-98 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
190
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 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 25 19,975
NEW ADA - CANNON PARK GCC 48,000
34771 ADA - LA COSTA CANYON PARK GCC 27,179 15,179 12,000
34411 ADA - MISCELLANEOUS FACILITY MODIFICATIONS GCC 600,000 183,433 116,567
35701 ADA - NORTHWEST QUADRANT PARKS GCC 50,000 50,000
35231 ADA - PEDESTRIAN RAMPS TIF 1,000,000 47,386 227,614
35131 ADA - PEDESTRIAN SIGNAL PUSH BUTTONS GCC 30,000 30,000
ADMINISTRATIVE FACILITIES
35711 CITY BOUNDARY SURVEY AND MONUMENTATION GCC 100.000 15,000
CITY HALL CFD#1 26,019,000
FINANCIAL INFORMATION SYSTEM GCC 311,000
35141 PC UPGRADES AND REPLACEMENT (ANNUAL) GCC 4,025,000
35721 PUBLIC SERVICE CENTER CFD#1 4168000 840000
PUBLIC SERVICE CENTER SEWER CONN 500,000
NEW PUBLIC WORKS/COMMUNITY DEVELOPMENT ADMIN OFFICES PFF 9,400,000
35961 TELECOMMUNICATIONS EQUIPMENT (ANNUAL) GCC 3,580,000 130,000
FIRE FACILITIES
->. FIRE STATION #3 -(RELOCATION) PFF 875,000
" FIRE STATION #6 - (PERMANENT) PFF 875,000
LIBRARY FACILITIES
COLE LIBRARY EXPANSION CFD#1 4,505,000
COLE LIBRARY EXPANSION PFF 8,660,000
33841 COLE LIBRARY REMODEL PFF 1,873,862 191,731 91,381
NEW INTERIM LIBRARY FACILITY PFF 250,000
33921 SOUTH CARLSBAD LIBRARY SHELVING PFF 650,000 650,000
33701 SOUTH CARLSBAD LIBRARY COLLECTION PFF 400000 3,583 396,417
32441 SOUTH CARLSBAD LIBRARY CONSTRUCTION CFD#1 20,991,916 14,384,602 6,607,314
MISCELLANEOUS PROJECTS
34292 BATIQUITOS LAGOON ENHANCEMENT GCC 3,371,532 3,268,981 102,551
34553 COASTAL RAIL TRAIL (CMAQ) FED GRNT 768,000 575,860 192,140
34552 COASTAL RAIL TRAIL (TSM GRANT) ST GRANT 192000 116416 75,584
CFD #1 ADMINISTRATION (ANNUAL) CFD#1 2,420,000
34691 OPPORTUNISTIC SAND PROGRAM GCC 35,542 24.731 10,811
34692 OPPORTUNISTIC SAND PROGRAM ST GRANT 10,000 5,200 4,800
NEW REMOVAL OF SPLIT PAVILION GCC 140,000
NEW PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM GCC 350,000
YEAR1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008 2009-2020
48,000
150,000 150,000
250,000 250,000 225,000
45,000 40.000
26,019,000
233,000 78,000
175,000 175,000 175,000 175,000 175,000 875,000 2,275.000
3,328,000
500,000
100,000 930,000 930,000 930,000 930,000 4,650,000 930,000
150,000 150,000 150,000 150,000 150,000 750,000 1,950,000
20,000 855.000
875,000
4.505,000
8,660,000
349,750 1,241,000
50,000 200,000
110,000 110,000 110,000 110,000 110,000 550,000 1,320,000
140,000
150,000 100,000 100,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
PUBLIC ART PROJECTS
33361 PUBLIC ART - BATIQUITOS LAGOON PUBLIC ART 75,000 75,000
33521 PUBLIC ART -I-5 INTERCHANGES PUBLIC ART 30,000 28,939 1,061
33522 PUBLIC ART - 1-5 INTERCHANGES GCC 125,000 112,071 12,929
34841 PUBLIC ART - MASTER PLAN PUBLIC ART 2,500 120 2,380
33541 PUBLIC ART - MAXTON BROWN PARK PUBLIC ART 25,000 5,123 19,877
33351 PUBLIC ART - SOUTH CARLSBAD LIBRARY PUBLIC ART 170,000 155,657 14,343
34851 PUBLIC ART - TEMPORARY ART EXHIBITION PUBLIC ART 415,000 11,543 3,457
REDEVELOPMENT PROJECTS
NEW BUSINESS IMPROVEMENT DISTRICT STUDY REDVL BONDS 25,000
35081 DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY REDVL BONDS 65,000
35591 FACADE IMPROVEMENT AND SIGNAGE PROGRAM REDVL BONDS 74,288 25,002 49,286
NEW OAK STREET PROPERTY -FEASIBILITY STUDY REDVL BONDS 30,000
34351 ROOSEVELT BLOCK PROJECT REDVL BONDS 356,051 104,974 251,077
34341 TRANSIT STATION - SPECIALTY COMMERCIAL CENTER REDVL BONDS 513,300 511,785 1,515
NEW VILLAGE AREA STREET FURNITURE AND PLANTERS REDVL BONDS 50,000
NEW VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM REDVL BONDS 900,000
NEW VILLAGE PUBLIC RELATIONS CAMPAIGN REDVL BONDS 30,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008 2009-2020
20.000 20,000 20,000 20.000 20.000 100,000 200,000
25,000
65,000
30,000
50,000
900,000
30,000
-*• SUBTOTAL CIVIC PROJECTS 99,132,170 19,802,341 9,973,079 6,850,750 3,444,000 1,758,000 1,385,000 1,405,000 34,674,000 19,840,000
ro
FACILITIES MAINTENANCE
35101 ASBESTOS SURVEY GCC 40,000 1,175 38,825
35731 CITY COUNCIL CHAMBERS REFURBISHMENT GCC 72,100 69,866 2,234
35091 FIRE STATION # 3 RENOVATION GCC 45,000 45,000
NEW FLEET MAINTENANCE -INSTALL FIBER OPTIC LINK TO CITY NE GCC 40.000
35161 MISCELLANEOUS CITY FACILITY MAINTENANCE PROJECTS GCC 1,731,979 57,787 63,192
35751 MISCELLANEOUS WATER FACILITY MAINTENANCE PROJECTS WATER REPL 18,000 2,719 281
NEW SAFETY CENTER - BUILDING IMPROVEMENTS GCC 50,000
35761 SAFETY CENTER -CONFERENCE CENTER REFURBISHMENT GCC 165,000 10,000
NEW SENIOR CENTER - RECOAT ROOF GCC 25,000
35151 SENIOR CENTER FLOOR REPLACEMENT GCC 30,000 30,000
35211 SENIOR CENTER SEWER LINE REPLACEMENT GCC 15,000 6,673 8,327
35551 STAGECOACH PARK SNACK BAR FIRE RESTORATION GCC 17,000 14,990 2,010
35121 SWIM COMPLEX PARKING LOT RECONSTRUCTION GCC 113,375 113,344 31
35771 VARIOUS FACILITIES ROOF REHABILITATION GCC 50,000 50,000
NEW WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE WATER REPL 20,000
40,000
211.000 200,000 200,000 200,000 200,000 600,000
15.000
50,000
155,000
25,000
20,000
SUBTOTAL FACILITIES MAINTENANCE 2,432,454 276,554 239,900 516,000 200,000 200,000 200,000 200.000 600,000 0
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROPJI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
NO PROJECT TITLE FUND TOTAL PRIOR CONT|| 1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008 2009-2020
PARK PROJECTS
CITYWIDE PARKS
35781 BUSINESS PARK RECREATIONAL FACILITY ZONE 5 6,700,000 39,942 3,960,058
21/35401 CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE 17,770,483 3,975,106 560,577
35971 SKATEBOARD PARK GCC 330,000 68,988 261,012
VETERAN'S MEMORIAL PARK CFD#1 15,769,000
NORTHWEST QUADRANT PARKS
AGUA HEDIONDA LAGOON LAND DEDICATION (10 ACRES) 0
CANNON LAKE PARK (6 7 ACRES) PFF 947,000
NEW CHASE FIELD BATHROOM/SNACK BAR BLDG REPL GCC 125,000
36121 CHERRY AVENUE STAIRWAY RECONSTRUCTION TRANSNET-LOC 100,000 100,000
COMMUNITY CENTER PFF 3,535,000
34311 HOSP GROVE PARK ST GRANT 172,000 171,627 373
HOSP GROVE/BUENA VISTA LAGOON DEVELOPMENT (ALT II) PIL-NW 3,355,000
NEW KRUGER HOUSE PRE-SCHOOL TOT LOT GCC 25,000
35191 MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES GCC 50,000 19,049 30,951
35111 OCEAN STREET BEACH ACCESS RECONSTRUCTION GCC 65,000 20,788 44,212
PARK RESTORATION AND ACQUISITION PIL-NW 1,090000
PARK SITE ACQUISITION (7 ACRES) PIL-NW 2,380,000
^ PARK SITE DEVELOPMENT (7 ACRES) PFF 990000
°is071 SWIM COMPLEX SANITATION SYSTEM GCC 70,000 70,000
NORTHEAST QUADRANT PARKS
LARWIN COMMUNITY PARK (22 3 ACRES) PFF 2,090,000
PARK RESTORATION AND ACQUISITION PIL-NE 1,335,000
PARK SITE ACQUISITION (15 ACRES) PIL-NE 2,625,000
PARK SITE DEVELOPMENT (15 ACRES) PIL-NE 2,100,000
SOUTHWEST QUADRANT PARKS
PARK RESTORATION AND ACQUISITION PIL-SW 2,710,000
AVIARA REIMBURSEMENT AGREEMENT PIL-SW 238000
33481 POINSETTIA COMMUNITY PARK -PHASE I & 1A PFF 5,471,434 4356,151 665,283
POINSETTIA COMMUNITY PARK - PHASE II PFF 6,461,000
ZONE 19 COMMUNITY PARK MASTER PLAN/DESIGN- PHASE I (• PFF 433500
ZONE 19 COMMUNITY PARK -PHASE I (15 ACRES) PFF 1,725,000
ZONE 1 9 COMMUNITY PARK - PHASE II (9,25 ACRES) PFF 1 ,308,000
ZONE 19 COMMUNITY PARK -PHASE III (COMMUNITY CENTER) PFF 3,535.000
C) ZONE 19 COMMUNITY PARK - $1 725,000 L/C FROM AVIARA LAND ASSOCIATES IS AVAILABLE IF NEEDED TO CONSTRUCT PHASE 1
SOUTHEAST QUADRANT PARKS
ALGA NORTE PARK-LAND DEDICATION 0
ALGA NORTE PARK - PHASE 1 (50 METER POOL) PFF 5,300,000
ALGA NORTE PARK - PHASE II (20 ACRES) PFF 2,828,000
ALGA NORTE PARK -PHASE 111(10 ACRES) PFF 1,414,000
34561 LEO CARRILLO PARK -PHASE I PFF 950,000 222,854 727,146
250,000 2,450,000
13,234,800
7,884,500 7,884,500
947,000
125,000
3,535,000
3,355,000
25,000
1,090,000
2,380,000
990,000
200,000 1.890,000
1,335,000
2,625,000
2.100,000
2,710,000
238,000
450,000
2,484,000 3,977,000
433,500
1,725,000
1,308,000
3,535.000
750,000 4,550,000
2,828,000
1,414,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
LEO CARRILLO PARK - PHASE II PFF 3,764,000
LEO CARRILLO PARK - PHASE III PFF 1,622,000
PARK RESTORATION AND ACQUISITION PIL-SE 3,365,000
NEW STAGECOACH PARK BALLFIELD DRAINAGE SYSTEM GCC 78,000
YEAR 1 YEAR 2 YEAR 3
1998-99 1999-2000 2000-2001 20
VEAR4 YEARS YEAR 6-10 BUILDOUT
01-2002 2002-2003 2003-2008 2009-2020
375,000 3,389000
1,622,000
3,365 000
28,000 25,000 25,000
SUBTOTAL PARK PROJECTS 102,826,417 8,874,505 6,419,612 14,075,800 500000 4,740000 3389000 0 18655500 46172000
DRAINAGE PROJECTS
NEW BATIQUITOS DR STORMDRAIN OUTLET CHANNEL GCC 50,000
NEW CARLSBAD BLVD STORM DRAIN REPLACEMENT GAS TAX 80,000
NEW COLLEGE BOULEVARD STORM DRAIN (REIMB./PLDA "B") PLD 2,100,000
33381 DRAINAGE CHANNEL AND DESILTATION BASIN/CANNON RD (PL PLD 1,120,000 92,593 1,027,407
35801 HARDING STREET AND MAGNOLIA AVENUE STORM DRAIN GAS TAX 100,000 100,000
NEW MADISON STREET STORM DRAIN (PLDA "A") PLD 200,000
MISCELLANEOUS MASTER DRAINAGE FACILITIES PLD 15,846,000
NEW MOUNTAIN VIEW DRIVE STORM DRAIN STUDY GAS TAX 8,000
34781 PARK DRIVE SLOPE/DRAINAGE STUDY GCC 33,000 20,723 12,277
35281 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNET-LOC 4,700,000 441,178 498,822
35051 STATE STREET STORM DRAIN REPAIR GAS TAX 77,000 596 76,404
NEW TAMARACK AND ECR STORM DRAIN AND SILT BASIN (REIMB IP PLD 1,279,000
50,000
80,000
2,100,000
40,000 160,000
15,846,000
8,000
3,760,000
1,279,000
SUBTOTAL DRAINAGE PROJECTS 25,593,000 555,090 1,714,910 3,898,000 40,000 160,000
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
34891 BUILDING IMPROVEMENTS SEWER CONN 693,314 26,082 33,918
34111 CAPITAL ACQUISITIONS -UNIT I SEWER CONN 1,416,591 234,926 29,559
34481 COGENERATION PROJECT SEWER CONN 381,152 369,283 11,869
34901 PARALLEL OCEAN OUTFALL SEWER CONN 10,544,448 117,592 10,856
PHASE IV EXPANSION - DEBT SERVICE SEWER CONN 18,808,432
PHASE V EXPANSION SEWER CONN 10,735,920
34491 PLANT REHABILITATION SEWER REPL 3,616.229 378,074 243,926
SEWER COLLECTION SYSTEM
34921 AGUA HEDIONDA LIFT STATION SEWER CONN 2,325,000 200,000
33221 BUENA VISTA LIFT STATION SEWER CONN 502,132 245.211 256,921
BUENA VISTA LIFT STATION PUMP ADDITION SEWER CONN 233,000
34941 CHINQUAPIN SEWAGE LIFT STATION SEWER REPL 350,000 2,910 297,090
34951 FOREST SEWAGE GRAVITY LINE SEWER REPL 250,000 250,000
NEW FOXES SEWAGE LIFT STATION UPGRADE SEWER REPL 400,000
35811 LEUCADIA FORCEMAIN EXTENSION SEWER REPL 100,000 50,000
35371 NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION SEWER REPL 1,275,000
35381 NORTH BATIQUITOS INTERCEPTOR REHABILITATION SEWER REPL 800,000
35391 PALMER WAY SEWER EXTENSION SEWER REPL 125,000
34911 SEWAGE LIFT STATION ELIMINATION STUDY SEWER CONN 50,000
34511 SEWER ACCESS HOLE REHABILITATION SEWER REPL 3000,000 74041 225,959
34521 SEWER LINE REFURBISHMENTS/REPLACEMENT SEWER REPL 8,700,000 494,085 105,915
000 19,225,000
633,314
72,106 60,000 60,000 60,000 60,000 300,000 540.000
496,000 9,920,000
1,116,426 1,116,210 1,114,196 1,110,000 1,110,000 5,554,656 7,686,944
528,240 10,207,680
346,581 291,648 136,400 136,400 136,400 682,000 1.264,800
50,000 100,000 1,975,000
233,000
50,000
400,000
50,000
150,000 200,000 200,000 200,000 200,000 325,000
200,000 200,000 200,000 200,000
125,000
50,000
300,000 100,000 100,000 100,000 100,000 500,000 1,500,000
300,000 300,000 300,000 300,000 300,000 1,500,000 5,100,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
33241 SEWER MONITORING PROGRAM SEWER CONN 549,075 26,663 82,412
35841 SIMSBURY AND TERRAMAR LIFT STATION REPAIRS SEWER REPL 100,000 100,000
35821 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE I SEWBENEF 725,000 104,789 20,211
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE I (VISTA) OTHER 70,000
35831 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II SEWBENEF 4,645,000 377,000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II (VISTA) OTHER 610,000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III SEWBENEF 2,100,000
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III (VISTA) OTHER 600,000
NEW SOUTH AGUA HEDIONDA INTERCEPTOR REACHES SAHT2B & S SEWBENEF 565000
31821 VISTA/CARLSBAD INTERCEPTOR REACH VC5A, SB TO 9 SEWER CONN 5.218,400 658.360 4,560,040
31821 VISTA/CARLSBAD TRUNK LINE INTERCEPTOR (VC5B TO VC9) SEWER CONN 615,939 615939
VISTA/CARLSBAD INTERCEPTOR REACH VC10 AND VC11A SEWER CONN 3900000
VISTA/CARLSBAD INTERCEPTOR REACH VC11B SEWER CONN 2,900,000
VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 SEWER CONN 10,200,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008 2009-2020
20,000 20,000 20,000 20,000 20,000 100,000 240,000
600,000
70,000
2,000,000 1,487,000 781,000
610,000
300.000 1,800,000
600,000
65,000 500,000
3,900,000
2,900,000
1,000,000 9,200,000
SUBTOTAL SEWER PROJECTS 97104632 3347955 6855676 13,398,427 5,674,858 17,096,596 2,622,400 1,926,400 19,642,896 26.539,424
WATER DISTRIBUTION SYSTEM
35491 DESALINATION INVESTIGATION PROGRAM WATER REPL 49,860 2 793 47,067
33762 "D" RESERVOIR - PHASE II WATER CONN 3,984,500
33761 "D" RESERVOIR - PHASE II WATER REPL 1 328 000
"D1 RESERVOIR TO PALOMAR OAKS WAY WATER CONN 250,000
580 ZONE SECONDARY SUPPLY WATER CONN 256000
680 ZONE SUPPLY WATER CONN 550000
AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT R WATER CONN 495,000
35341 CANNON ROAD TRANSMISSION MAIN WATER CONN 2078000 107925 1170,075
35991 CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCIN WATER CONN 198,085 65,085
CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIOA ENCIN WATER REPL 142,000
CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT ROAD WATER CONN 1 50,000
COLLEGE BOULEVARD- MAERKLE RESERVOIR TO EL CAMINO WATER REPL 2,340,000
COLLEGE BOULEVARD (33" LINE TO CANNON ROAD) WATER CONN 421 ,000
COLLEGE BOULEVARD (CANNON TO TAP) WATER CONN 550,000
COLLEGE BOULEVARD EXTENSION AT EL CAMINO REAL WATER CONN 183,375
COLLEGE BOULEVARD NORTH TO OCEANSIDE WATER REPL 410,000
35321 DAVIS AVENUE PIPELINE REPLACEMENT WATER REPL 100,000 100,000
34461 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH WATER REPL 750,000 50,000
EL CAMINO REAL CROSSING AT KELLY DRIVE WATER CONN 94,000
EL CAMINO REAL TRANSMISSION MAIN WATER REPL 300,000
EL FUERTE -ALGA ROAD TO POINSETTIA LANE WATER CONN 1,335,750
EL FUERTE - FARADAY TO MAERKLE RESERVOIR WATER CONN 330,000
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD WATER CONN 820,000
EL FUERTE - NORTH OF LOKER WATER CONN 148,750
35291 ELM & "E" RESERVOIR RECOATING AND REPAIR WATER REPL 340,000 340,000
NEW FARADAY AVENUE - CANNON RD TO CARLSBAD RESEARCH CT WATER CONN 510,000
INTERSTATE 5 CROSSING WATER CONN 307,000
35331 JEFFERSON STREET - PIO PICO TO ROBINSONS-MAY WATER CONN 590,000 11,316 256,059
3,984,500
1.328,000
250,000
256,000
550,000
495,000
800.000
133,000
142,000
150,000
340,000 2,000,000
421,000
550.000
183,375
410,000
700,000
94,000
50 000 250,000
1 335 750
330,000
820,000
148,750
510000
307000
322,625
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
33882 MAERKLE RESERVOIR LINING AND COVERING WATER CONN 3,276,000 2613946 662054
33881 MAERKLE RESERVOIR LINING AND COVERING WATER REPL 4.524,000 2.989.588 1,534.412
MARRON ROAD - PRESSURE REGULATING STATION TO OCEAN WATER REPL 604,000
NEW MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS WATER REPL 1,400,000
35311 OCEANSIDE INTERTIE UPGRADE WATER REPL 100,000
34791 PALOMAR AIRPORT - NORTH OF OWENS WATER CONN 75,000
31666 PALOMAR AIRPORT ROAD -EL CAMINO REAL TO BUSINESS PA WATER CONN 1,250,000 1,036,538 213,462
31665 PALOMAR AIRPORT ROAD -EL CAMINO REAL TO BUSINESS PA WATER REPL 1.250,000 1,036,538 213,462
POINSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE WATER CONN 322,000
35851 POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR WATER CONN 1 , 1 00,000 555,000
POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL WATER CONN 1,808,750
34421 POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEV WATER CONN 375,000
POINSETTIA LANE (TO THE 375 HG ZONE) WATER CONN 127,000
POINSETTIA LANE (TO THE 375 H.G. ZONE) WATER REPL 523,000
POINSETTIA LANE (TO THE 550 H.G ZONE) WATER CONN 58,700
POINSETTIA LANE (TO THE 550 H G ZONE) WATER REPL 267,300
PRESSURE REGULATING STATION - CANNON ROAD AND COLL WATER CONN 250,000
PRESSURE REGULATING STATION PROJECT #19 WATER CONN 250,000
35301 TRI-AGENCY PIPELINE EROSION PROTECTION WATER REPL 150,000
„ 34522 WATER LINE REPLACEMENT - N BATIQUITOS WATER REPL 55,000 54,522 478
\ WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16 WATER REPL 1,173,819
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84 WATER CONN 6,162.546
WATER SYSTEM INTERTIE CONNECTION WATER REPL 400,000
YEAR 1 YEAR 2 YEARS YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008 2009-2020
604,000
600,000 800,000
100,000
75,000
322,000
545,000
1,808,750
375,000
127,000
523,000
58,700
267,300
250,000
250,000
150,000
195.151 195,592 196,424 195,202 195,178 196,272
1,024.544 1,026,858 1,031,226 1,024,808 1,024,682 1,030,428
200,000 200,000
SUBTOTAL WATER DISTRIBUTION SYSTEM 44,513,435 7,918,251 5,142,069 6,817,320 6,041,575 2,077,650 3,830,010 1,219,860 11,466,700 0
RECYCLED WATER PROJECTS
DEBT SERVICE ON STATE LOAN RECL WATER 2,526,000
34861 INDUSTRIAL PARK SYSTEM RECL WATER 1,000,000
35861 I-5 RECYCLED WATER TRANSMISSION LINE RECL WATER 140,000 140,000
34871 PUMP STATION UPGRADE RECL WATER 400.000
35351 RECOAT RECYCLED WATER TANKS RECL WATER 250,000 118 249,882
160,000 160,000 160,000 160,000 160,000 800,000 926,000
100,000 900,000
400,000
SUBTOTAL RECYCLED WATER PROJECTS 4,316,000 118 389,882 160,000 660,000 1,060,000 160,000 160,000 800,000 926,000
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
35871 TRAF SIG -ALGA ROAD AND MELROSE DRIVE PFF 110,000 110,000
NEW TRAF SIG - ALGA ROAD AND CAZADERO GAS TAX 125,000
33692 TRAF SIG - AVIARA PARKWAY AND BLACK RAIL ROAD ASMT DIST 110,000 110,000
33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMIN TIF 30,000 6,330 23,670
33692 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMIN ASMT DIST 330,000 1,641 328,359
35011 TRAF SIG - AVIARA PARKWAY AND FOUR SEASONS POINT ASMT DIST 125,000 108,673 16,327
35881 TRAF SIG - AVIARA PARKWAY AND POINSETTIA LANE PFF 125,000 125,000
TRAF SIG- CAMINO DE LOS COCHES AND LA COSTA AVENUE PFF 110,000
TRAF SIG - CAMINO VIDA ROBLE AND YARROW DRIVE PFF 100.000
35261 TRAF SIG - CANNON ROAD AND I-5 (SEE I-5 AND CANNON ROAD PROJECT)
125,000
110.000
100,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
35251 TRAP SIG - CANNON ROAD AND PASEO DEL NORTE (SEE CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE)
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS PFF 1 1 0.000
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD PFF 125,000
TRAF SIG - CANNON ROAD AND FARADAY AVE (SEE FARADAY ROAD EXTENSION STREET PROJECT)
TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS PFF 110000
NEW TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE GAS TAX 125000
NEW TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET GAS TAX 130000
NEW TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA GAS TAX 80 000
NEW TRAF SIG - CARLSBAD VILLAGE DRIVE AND DONNA DR GAS TAX 125,000
NEW TRAF SIG - CARLSBAD VILLAGE DRIVE AND VALLEY STREET GAS TAX 125,000
34811 TRAF SIG - CARLSBAD VILLAGE DRIVE AND TAMARACK AVENU PFF 110000
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DR PFF 1 1 0,000
35221 TRAF SIG - COLLEGE BOULEVARD AND ASTON AVENUE GCC 123240 118481 4,759
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL PFF 115000
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN 0 PFF 1 00,000
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 PFF 1 1 0 000
TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE PFF 125,000
TRAF SIG - FARADAY AVENUE AND ORION STREET TIP 100000
NEW TRAF SIG- FARADAY AVENUE AND PRIESTLY DRIVE GAS TAX 125000
CO 36111 TRAF SIG- LA COSTA AVENUE AND ROMERIA GAS TAX 125000 125,000
^ 36131 TRAF SIG- LA COSTA AVENUE AND VIEJA CASTILLA GAS TAX 125,000 125,000
36101 TRAF SIG -LA COSTA AVENUE AND CADENCIA GAS TAX 120000 120,000
TRAF SIG- MELROSE DRIVE AND LA COSTA AVENUE PFF 110,000
35891 TRAF SIG - PALOMAR AIRPORT ROAD AND HIDDEN VALLEY RO PFF 125000 125,000
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE PFF 125,000
NEW TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR GAS TAX 125000
34821 TRAF SIG -POINSETTIA LANE AND BATIQUITOS DRIVE PFF 110,000 109,186 814
TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET PFF 125,000
TRAF SIG - POINSETTIA LANE AND MELROSE DRIVE PFF 125,000
NEW TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR GAS TAX 125,000
34061 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD GCC 125,000 233 124,767
TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (S PFF 1 10 000
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET PFF 1 10,000
TRAF SIG -TAMARACK AVENUE AND HIGHLAND DRIVE PFF 110,000
YEAR1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10
1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008
BUILDOUT
2009-2020
110,000
125,000
110,000
125,000
130,000
80,000
125,000
125000
110,000
110,000
115,000
100,000
1100OO
125,000
100,000
125000
110,000
125,000
125,000
125,000
125.000
125,000
110000
110,000
110,000
SUBTOTAL TRAFFIC SIGNAL PROJECTS 4908240 344544 1338,696 610.000 220,000 0 80.000 250,000 1,505,000
STREET PROJECTS
36031 ACCESS ROAD THROUGH COAST WASTE MANAGEMENT GCC 205,000 173,244 31,756
34541 ALT KARLSBAD SIDEWALK IMPROVEMENTS TRANSNET-LOC 20,000 1,205 18,795
NEW ALGA ROAD MEDIANS GCC 500.000
NEW ALGA RD STREET LIGHTING - ECR TO EL FUERTE ST GAS TAX 204,000
35901 ARENAL ROAD RECONSTRUCTION GAS TAX 150,000 40,500 109,500
AVENIDA ENCINAS WIDENING -SOUTH OF PALOMAR AIRPORT TIF 870,000
560,000
70 000 430,000
204,000
870,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
35951 BTD#2/POINSETTIA LANE -AVIARA PKWY TO BRIGANTINE (INCL BTD#2 1,750,000 250,000
BTDS2/POINSETTIA LANE - BRIGANTINE TO BLACK RAIL ROAD BTD#2 1 ,050,000
NEW BTD#2/POINSETTIA LANE -BLACK RAIL ROAD TO ZONE 19 BOU BTD#2 1,000,000
BTD#2/POINSETTIA LANE - ZONE 1 9 TO EL CAMINO REAL BTD#2 2,874,000
35461 BTD#2/AVIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTO BTD#2 1,355,200 265,584 286,916
BTD#2/AVIARA PKWY - COBBLESTONE RD TO PLUM TREE ROA BTD#2 1,374,100
34531 BIKE MASTER PLAN TDA 50,000 42,302 7,698
34371 CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE TIF 435,000 39,874 395,126
35251 CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE TR PFF 165,000 112 109,888
31841 CANNON ROAD WEST TRANSNET-HWY 4,193,000 3,156,549 293.451
31844 CANNON ROAD WEST CFD#1 6,534,600 568,023 401,977
31842 CANNON ROAD WEST BTD#3 6,962,000 65,429 420,571
35241 CANNON ROAD WEST-TRAFFIC SIGNAL (ECR/CANNON) PFF 180,000 125,000
31845 CANNON ROAD WEST - ECR INTERSECTION TIF 1,160,000 100,000
CARLSBAD BOULEVARD AND CANNON ROAD WIDENING TIF 2,000,000
35911 CARLSBAD BOULEVARD BIKE LANE GAS TAX 35,000 37 34,963
35571 CARLSBAD BOULEVARD BRIDGE REPLACEMENT OVER SDNR TRANSNET-LOC 1,100,000 1,694 498,306
CARLSBAD BOULEVARD BRIDGE REPLACEMENT OVER SDNR ST GRANT 1 ,900,000
34441 CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE PFF 1,250,000 1,351 123,649
35921 CARLSBAD BOULEVARD U-TURN AT POINSETTIA LANE GAS TAX 75,000 1,183 73,817
CARLSBAD BOULEVARD REALIGNMENT STUDY GAS TAX 200,000
CARLSBAD VILLAGE DRIVE WIDENING TIF 1,260,000
31881 COLLEGE BOULEVARD MEDIAN REPAIRS ASMT DIST 297,670 473 297,197
NEW COLLEGE BOULEVARD SLOPE GAS TAX 30,000
NEW COLLEGE BLVD& CANNON RD REACH ES 3 &4- FINANCING ST GCC 100,000
NEW DRAINAGE DITCH HAZARD ELIMINATION STUDY GAS TAX 20,000
31662 EL CAMINO REAL AND PALOMAR AIRPORT ROAD EAST WIDENI TIF 1.593,818 1,588,334 5,484
31661 EL CAMINO REAL AND PALOMAR AIRPORT ROAD EAST WIDENI OTHER 2,212,407 1,739,348 473,059
EL CAMINO REAL AND CAMINO VIDA ROBLE TIF 320,000
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE TIF 320,000
36071 EL CAMINO REAL AND FARADAY AVENUE TIF 710,000
EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD TIF 250,000
EL CAMINO REAL MEDIANS PFF 1,700,000
EL CAMINO REAL WIDENING -LA COSTA AVENUE TO ARENALR TIF 450,000
33271 EL CAMINO REAL WIDENING -TAMARACK AVENUE TO CHESTN TIF 1,502,000 119,280 72,720
35931 FARADAY AVENUE EXTENSION - SOUTH OF CANNON ROAD CFD#1 3,500,000 194,456 55.544
FARADAY AVENUE EXTENSION - TRAFFIC SIGNAL AT CANNON PFF 110,000
NEW FARADAY AVENUE - ORION WAY TO MELROSE DRIVE GAS TAX 120,000
34092 HIDDEN VALLEY ROAD TRANSNET-LOC 120,000 62,220 57,780
NEW HIGHLAND DRIVE WIDENING AND SIDEWALK STUDY GAS TAX 60,000
32151 LA COSTA AVENUE WIDENING -PIREAUS STREET TO EL CAMIN CFD#1 6,314,000 6,312,619 1,381
32152 LA COSTA AVENUE WIDENING -PIREAUS STREET TO EL CAMIN OTHER 2,338,336 1,977,429 360,907
MELROSE DRIVE AND ALGA ROAD TIF 480,000
35981 MELROSE DRIVE EXTENSION - PRELIMINARY DESIGN GCC 50.000 5,109 44,891
34662 OLIVENHAIN ROAD WIDENING CFD#2 1769435 1,470,951 298,484
YEAR 1 YEAR 2 YEAR 3
1998-99 1999-2000 2000-2001 20
1,500,000
YEAR 4 YEARS YEAR 6-10 BUILDOUT
01-2002 2002-2003 2003-2008 2009-2020
1,050,000
1.000,000
100,000 2,774.000
802,700
1,374,100
55,000
743,000
4,976,600 588.000
412.000 400,000 4,000,000 1,664,000
55,000
1,060,000
2,000.000
600,000
1,900,000
1,125,000
200,000
1,260,000
30,000
100,000
20,000
320,000
320,000
710,000
250,000
150,000 100,000 1,450,000
450,000
1,310,000
3,250,000
110,000
120,000
60,000
480,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
CD
PROJ APPROP EXP/ENC APPROP
NO, PROJECT TITLE FUND TOTAL PR|OR CON1
34661 OLIVENHAIN ROAD WIDENING (ENCINITAS) OTHER 1,800,000 1,800.000
34831 OLIVENHAIN ROAD AND EL CAMINO REAL -TRAFFIC SIGNAL PFF 125,000 125000
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD TIF 160,000
34011 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE ASMT DIST 280,000 158,818 121182
36021 PALOMAR AIRPORT ROAD WIDENING -EL CAMINO REAL TO EL TRANSNET-LOC 610,000 157,519 22481
32863 PALOMAR AIRPORT ROAD WIDENING -YARROW DRTO EL CAM PFF 375,000 375000
32861 PALOMAR AIRPORT ROAD WIDENING - YARROW DRTO EL CAM GCC 67,500 59,430 8,070
32862 PALOMAR AIRPORT ROAD WIDENING -YARROW DRTO EL CAM COUNTY 1.830,000 37,054 1,792,946
3286 PALOMAR AIRPORT ROAD WIDENING - YARROW DR TO EL CAM TRANSNET-LOC 700,000
36091 PALOMAR AIRPORT ROAD WIDENING- YARROW DR TO ECR (Bl TDA 125,000 125,000
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTR PFF 7,200,000
35941 PALOMAR AIRPORT RD/EL CAMINO REAL GRADE SEPARATION GAS TAX 40,000 40,000
NEW PARKING - CARLSBAD BOULEVARD AT PONTO BEACH GAS TAX 150,000
PAVEMENT MANAGEMENT PROGRAM TRANSNET-LOC 1 4 500 000
PAVEMENT MANAGEMENT PROGRAM GAS TAX 13,200,000
35271 PAVEMENT MANAGEMENT PROJECT (NORTHWEST QUADRANT TRANSNET-LOC 1,366,320 1,329,173 37,147
35581 PAVEMENT MANAGEMENT PROJECT (NORTHEAST QUADRANT) TRANSNET-LOC 1,000,000 13,551 986,449
NEW PAVEMENT MANAGEMENT - SEACREST DR RECONSTRUCTION GAS TAX 253,600
NEW PAVEMENT MANAGEMENT - CHARLEEN CIRCLE RECONSTRUC GAS TAX 120,100
NEW PAVEMENT MANAGEMENT- EL FUERTE ST RECONSTRUCTION GAS TAX 96,700
NEW PAVEMENT MANAGEMENT - CREST DRIVE RECONSTRUCTION GAS TAX 260,000
NEW PAVEMENT MANAGEMENT - GIBRALTER ST EMERGENCY ACCE GAS TAX 60,000
35511 POINSETTIA LANE RAILROAD BRIDGE WIDENING PFF 2,000.000 300,000
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUI TIF 1,870,000
34151 RANCHO CARRILLO ASSESSMENT DISTRICT FORMATION ASMT DIST 179,203 125,721 53,482
35521 RANCHO SANTA FE ROAD CFD#2 FORMATION CFD#2 19,354 19,354
RANCHO SANTA FE ROAD NORTH - PHASE I CFD#1 5,700,000
RANCHO SANTA FE ROAD NORTH - PHASE I CFD#2 9,332,000
31906 RANCHO SANTA FE ROAD NORTH - PHASE II CFD#2 8,088,400 836,014 1,549,986
RANCHO SANTA FE ROAD NORTH -PHASE II (BRIDGE) FED GRNT 5,821,600
RANCHO SANTA FE ROAD SOUTH (TO ENCINITAS) CFD#2 3,109,000
NEW SCHOOL ZONE FLASHING BEACONS GAS TAX 40,000
SIDEWALK/STREET CONSTRUCTION PROGRAM TIF 6,200,000
35601 SIDEWALK/STREET CONSTRUCTION PROGRAM 97-98 TIF 150,000 86,939 63,061
SIDEWALK/STREET CONSTRUCTION PROGRAM TRANSNET-LOC 3,500,000
33911 SIDEWALK/STREET CONSTRUCTION PROJECT #3 TIF 588,804 588,804 0
33912 SIDEWALK/STREET CONSTRUCTION PROJECT #3 TRANSNET-LOC 1,500,000 650,551 249,449
33913 SIDEWALK/STREET CONSTRUCTION PROJECT KM TDA 190,600 6,569 184,031
SIDEWALK/STREET CONSTRUCTION PROJECT #4 (SLTPP) ST GRANT 0
NEW SIDEWALK/STREET CONSTRUCTION PROJECT #5 TRANSNET-LOC 555,000
36081 SIDEWALK/STREET CONSTRUCTION PROJECT #5 TDA 35,600 35,600
NEW SIDEWALK/STREET CONSTRUCTION PROJECT #6 TRANSNET-LOC 945,000
33161 TRAFFIC MONITORING PROGRAM TIF 1,074,764 454,908 8,856
36051 VILLAGE AREA SIDEWALK AND CURB RECONSTRUCTION GAS TAX 40,000 40,000
36052 VILLAGE AREA SIDEWALK AND CURB RECONSTRUCTION REDVL BONDS 450.000
YEAR1 YEAR 2 YEARS YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008 2009-2020
160,000
430000
700,000
750,000 6,450.000
150,000
1700000 1200000 1,200,000 1,200,000 1,200,000 6,000,000 2,000,000
13,200,000
53,200 200,400
36,300 83,800
96,700
40,000 220,000
60,000
1,700.000
1,870,000
5,700,000
500,000 8,832,000
5,702.400
5,821,600
3,109,000
40,000
400,000 400,000 400,000 1.000,000 4,000,000
500.000 500,000 2,500,000
600,000
135,000 420,000
365,000 80,000 500,000
47,000 47,000 47,000 47,000 47.000 235.000 141,000
450,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1998-99 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO PROJECT TITLE FUND TOTAL PRIOR CONT
35031 UNDERGROUND UTILITY DISTRICT NO 16 (MONROE ST/CHEST GCC 150,000 99,936 50,064
UNDERGROUND UTILITY DISTRICT NO .17 (ROOSEVELT STREE SDG&E 700,000
UNDERGROUND UTILITY DISTRICT NO 18 (HARDING STREET) SDG&E 550,000
UNDERGROUND UTILITY DISTRICT NO 19 (VALLEY STREET) SDG&E 350,000
YEAR 1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
1998-99 1999-2000 2000-2001 2001-2002 2002-2003 2003-2008 2009-2020
700,000
550,000
350,000
SUBTOTAL STREET PROJECTS 160,678,111 24,232,293 11,136,018 19,916,800 14,827,800 9,049,400 19,788,000 2,147,000 23,261,800 36,319,000
FREEWAY INTERCHANGE PROJECTS
34382 I-5 AND CANNON ROAD CFD#1 500,000 57,646 442.354
34381 I-5 AND CANNON ROAD TIF 1,750,000 549,949 1,200,051
35261 I-5 AND CANNON ROAD -TRAFFIC SIGNAL PFF 200,000 200.000
32191 I-5 AND LA COSTA AVENUE CFD#1 9,745,646 7,286,490 959,156
32192 I-5 AND LA COSTA AVENUE OTHER 21,881 2,655 19,226
32683 I-5 AND PALOMAR AIRPORT ROAD CFD#1 2,814,000 2,438,260 375,740
1,500,000
SUBTOTAL INTERSTATE 5 OVERPASS PROJECTS 15,031,527 10,335,000 3,196,527 000000 1.500,000
LOANS TO OTHER FUNDS
GCC TO TRANSNET LOCAL GCC 520,000 520,000
GENERAL FUND TO GOLF COURSE FUND GCC 1,765,200 1,765,200
WATER REPLACEMENT TO WATER CONNECTION WATER REPL 2,100,000 2,100,000
POINSETTIA PARK LAND (GENERAL FUND) GCC 2,550,000 2.550,000
IND'L PARK SYSTEM - LOAN TO RECYCLED WATER WATER REPL 2,105.000 1,605,000
SEWER REPL TO SEW BENEF FOR S AGUA HEDIONDA INTERC SEWER REPL 6,100,000
ZONE 5 INDUSTRIAL PARK - LOAN FROM PFF TO ZONE 5 PFF 1,750,000
LA COSTA ENVIRON MITIGATION GCC 750,000 750,000
500,000
2,600,000 1,500,000 2,000,000
1,750,000
SUBTOTAL FUTURE LOANS TO OTHER FUNDS 17,640,200 9,290,200 0 2,600,000 1,500,000 4,250,000 0000
LOAN REPAYMENTS
GOLF COURSE FUND TO GENERAL FUND GOLF COURSE 1,765,200
TRANSNET LOCAL TO GCC TRANSNET-LOC 520.000
WATER CONNECTION TO WATER REPLACEMENT (CANNON R WATER CONN 2,100,000
PIL-SW TO GF- POINSETTIA PARK LAND PIL-SW 2,550,000
TIF TO GCC - LA COSTA ENVIRON MITIGATION TIF 750,000
SBA C.D.E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPT SEW BENEF 6,100.000
RECYCLED WATER TO WATER REPLACEMENT RECL WATER 2,105,000
ZONE 5 INDUSTRIAL PARK - REPAY LOAN TO PFF ZONE 5 1 ,750,000
1,765,200
520,000
2,100,000
2,550,000
750,000
6,100,000
2,105,000
1,750.000
SUBTOTAL LOAN REPAYMENTS 17,640,200 0 0 5,135,200 000 2,550.000 0 9,955.000
GRAND TOTAL ALL FUNDED PROJECTS 591,816.386 84,976,851 46,406,369 73,978.297 33,108,233 40,391.646 31,454,410 9,858,260 110.605,896 161,036,424
UNFUNDED PROJECTS AMOUNT
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO VISTA 2,000,000
TOTAL UNFUNDED PROJECTS 2,000.000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998TOBUILDOUT
| YEAR 1 1998-99
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PILAREA2 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 DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/98
696,149
145,576
0
17,394,498
172,050
2,567,278
863,303
956,084
1,590,996
0
2,569,571
887,804
114,893
25,701
1,246,144
20,725
16,097
45,380
220,070
9,406,022
12,954,545
280,604
2,590,186
2,282
0
4,520,199
218,326
12,545,110
6,858,309
888,387
4,053,603
4,298,078
1,566,373
4,878,501
238,024
94,830,869
REVENUE
1,925,000
0
15,000,000
5,036,875
387,200
334,152
141,120
386,610
186,690
0
1,613,029
7,490,000
743,000
0
0
0
0
221,618
0
8,969,923
1 ,736,750
600,509
416,183
0
0
224,090
3,025,000
10,956,060
1 ,200,000
250,000
4,444,089
4,125,000
0
1,500,000
70,000
70,982,899
EXPENDITURES
1,897,000
20,000
15,000,000
1,554,750
0
0
0
238,000
0
0
2,817,000
8,210,000
743,000
0
0
0
0
0
0
1 1 ,664,600
500,000
0
2,600,000
0
0
0
2,665,000
9,241,846
4,521,581
160,000
6,441,869
2,510,451
1,550,000
1,573,200
70,000
73,978,297
ENDING
724,149
125,576
0
20,876,623
559,250
2,901,430
1,004,423
1,104,694
1,777,686
0
1,365,601
167,804
114,893
25,701
1,246,144
20,725
16,097
266,998
220,070
6,711,345
14,191,295
881,113
406,369
2,282
0
4,744,290
578,326
14,259,324
3,536,728
978,387
2,055,823
5,912,627
16,373
4,805,301
238,024
91,835,471
(1) BEGINNING BALANCE ON 7/1/98 IS NET OF CONTINUING APPROPRIATIONS.
201
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
(YEAR 2 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
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/99
724,149
125,576
0
20,876,623
559,250
2,901,430
1,004,423
1,104,694
1,777,686
0
1,365,601
167,804
114,893
25,701
1,246,144
20,725
16,097
266,998
220,070
6,711,345
14,191,295
881,113
406,369
2,282
0
4,744,290
578,326
14,259,324
3,536,728
978,387
2,055,823
5,912,627
16,373
4,805,301
238,024
91,835,471
REVENUE
900,000
0
0
4,462,812
188,360
304,668
161,700
382,200
88,200
0
1,250,639
2,300,000
0
0
0
0
1,900,000
232,699
0
7,296,647
105,239
104,160
242,000
5,821,600
0
661,721
1,925,000
6,893,399
1,200,000
250,000
4,001,631
2,025,000
0
1,550,000
0
44,247,675
EXPENDITURES
1,373,000
20,000
0
5,616,000
250,000
0
0
0
0
0
297,000
2,300,000
0
0
0
0
1,900,000
0
0
698,000
0
412,000
0
5,821,600
0
40,000
2,287,000
2,296,210
2,591,648
660,000
3,453,983
2,587,592
0
504,200
0
33,108,233
ENDING
251,149
105,576
0
19,723,435
497,610
3,206,098
1,166,123
1 ,486,894
1,865,886
0
2,319,240
167,804
114,893
25,701
1,246,144
20,725
16,097
499,697
220,070
13,309,992
14,296,534
573,273
648,369
2,282
0
5,366,011
216,326
18,856,513
2,145,080
568,387
2,603,471
5,350,035
16,373
5,851,101
238,024
102,974,913
202
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998TOBUILDOUT
(YEAR 3 2000 - 2001
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
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/2000
251,149
105,576
0
19,723,435
497,610
3,206,098
1,166,123
1,486,894
1,865,886
0
2,319,240
167,804
114,893
25,701
1,246,144
20,725
16,097
499,697
220,070
13,309,992
14,296,534
573,273
648,369
2,282
0
5,366,011
216,326
18,856,513
2,145,080
568,387
2,603,471
5,350,035
16,373
5,851,101
238,024
102,974,913
REVENUE
650,000
0
0
4,257,048
1 ,968,396
67,158
164,640
536,550
226,380
0
1,163,935
1 ,700,000
0
0
0
0
0
244,334
0
6,456,015
1,068,737
2,000,000
197,360
0
700,000
642,848
2,400,000
1,937,404
1,200,000
500,000
3,758,816
2,025,000
0
1,600,000
1,210,000
36,674,621
EXPENDITURES
698,000
20,000
0
5,045,000
2,450,000
0
0
0
0
0
672,000
1,700,000
0
0
0
0
0
0
0
110,000
5,702,400
400,000
0
0
700,000
160,000
2,581,000
12,369,196
2,936,400
1 ,060,000
1,031,226
1,546,424
0
0
1,210,000
40,391,646
ENDING
203,149
85,576
0
18,935,483
16,006
3,273,256
1,330,763
2,023,444
2,092,266
0
2,811,175
167,804
114,893
25,701
1,246,144
20,725
16,097
744,031
220,070
19,656,007
9,662,871
2,173,273
845,729
2,282
0
5,848,859
35,326
8,424,721
408,680
8,387
5,331,061
5,828,611
16,373
7,451,101
238,024
99,257,888
203
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998TOBUILDOUT
(YEAR 4 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
TRANS NET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANS NET/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 DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
I
BEGINNING
BAL 7/1/2001
203,149
85,576
0
18,935,483
16,006
3,273,256
1,330,763
2,023,444
2,092,266
0
2,811,175
167,804
114,893
25,701
1,246,144
20,725
16,097
744,031
220,070
19,656,007
9,662,871
2,173,273
845,729
2,282
0
5,848,859
35,326
8,424,721
408,680
8,387
5,331,061
5,828,611
16,373
7,451,101
238,024
99,257,888
REVENUE
650,000
0
0
3,715,499
49,600
229,320
216,090
431,900
154,350
0
944,929
1,700,000
0
0
0
0
0
218,982
0
5,476,562
3,190,224
389,880
716,400
0
0
470,403
400,000
1,770,415
1 ,200,000
160,000
3,371,093
2,025,000
0
1,650,000
0
29,130,647
EXPENDITURES
525,000
20,000
0
4,319,000
0
0
0
0
0
0
447,000
1,700,000
0
0
0
0
0
0
0
5,810,000
11,941,000
0
0
0
0
0
0
1,686,000
936,400
160,000
2,834,808
995,202
0
80,000
0
31,454,410
ENDING
328,149
65,576
0
18,331,982
65,606
3,502,576
1,546,853
2,455,344
2,246,616
0
3,309,104
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
19,322,569
912,095
2,563,153
1,562,129
2,282
0
6,319,262
435,326
8,509,136
672,280
8,387
5,867,346
6,858,409
16,373
9,021,101
238,024
96,934,125
204
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998TOBUILDOUT
(YEAR 5 2002 - 2003
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2 NE
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
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
I
BEGINNING
BAL 7/1/2002
328,149
65,576
0
18,331,982
65,606
3,502,576
1,546,853
2,455,344
2,246,616
0
3,309,104
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
19,322,569
912,095
2,563,153
1,562,129
2,282
0
6,319,262
435,326
8,509,136
672,280
8,387
5,867,346
6,858,409
16,373
9,021,101
238,024
96,934,125
REVENUE
525,000
0
0
3,153,428
165,622
230,958
216,090
271,950
20,580
0
1,002,932
1,700,000
0
0
0
0
0
0
0
4,840,467
64,974
95,728
783,600
0
0
704,306
400,000
1,741,859
1 ,200,000
160,000
2,884,720
2,025,000
0
1,700,000
0
23,887,214
EXPENDITURES
525,000
20,000
0
950,000
0
0
0
2,550,000
0
0
447,000
1 ,700,000
0
0
0
0
0
0
0
110,000
0
0
0
0
0
0
0
1,190,000
736,400
160,000
1 ,024,682
195,178
0
250,000
0
9,858,260
ENDING
328,149
45,576
0
20,535,410
231,228
3,733,534
1,762,943
177,294
2,267,196
0
3,865,036
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
24,053,036
977,069
2,658,881
2,345,729
2,282
0
7,023,568
835,326
9,060,995
1,135,880
8,387
7,727,384
8,688,231
16,373
10,471,101
238,024
110,963,080
205
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998TOBUILDOUT
(YEAR 6-10 2003 - 2008
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5, 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
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/2003
328,149
45,576
0
20,535,410
231,228
3,733,534
1,762,943
177,294
2,267,196
0
3,865,036
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
24,053,036
977,069
2,658,881
2,345,729
2,282
0
7,023,568
835,326
9,060,995
1,135,880
8,387
7,727,384
8,688,231
16,373
10,471,101
238,024
110,963,080
REVENUE
3,100,000
55,000
0
17,191,514
976,408
1,248,156
1,461,180
1,813,980
321,930
0
5,205,823
8,500,000
0
0
0
0
0
0
0
16,778,589
237,667
1,535,105
2,788,320
0
900,000
4,571,748
2,000,000
10,536,318
6,000,000
800,000
2,854,376
10,125,000
0
8,500,000
0
107,501,113
EXPENDITURES
2,225,000
100,000
0
18,221,000
0
2,380,000
0
0
0
0
4,435,000
8,500,000
0
0
0
0
0
0
0
34,453,500
0
4,000,000
3,226,800
0
900,000
0
0
16,635,896
3,007,000
800,000
8,928,428
2,538,272
0
255,000
0
110,605,896
ENDING
1,203,149
576
0
19,505,924
1,207,635
2,601,690
3,224,123
1,991,274
2,589,126
0
4,635,859
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
6,378,124
1,214,737
193,986
1,907,249
2,282
0
11,595,316
2,835,326
2,961,417
4,128,880
8,387
1,653,332
16,274,959
16,373
18,716,101
238,024
107,858,296
206
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
|2008 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
CFD#1
CFD#2
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
|
BEGINNING
BAL 7/1/2008
1,203,149
576
0
19,505,924
1,207,635
2,601,690
3,224,123
1,991,274
2,589,126
0
4,635,859
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
6,378,124
1,214,737
193,986
1,907,249
2,282
0
11,595,316
2,835,326
2,961,417
4,128,880
8,387
1,653,332
16,274,959
16,373
18,716,101
238,024
107,858,296
REVENUE
4,000,000
200,000
0
18,789,121
542,364
1,844,388
2,837,100
721,770
776,160
1,725,000
7,461,843
2,000,000
0
0
0
0
0
0
0
9,859,169
395,000
1,518,504
1,233,460
0
0
8,732,558
10,000,000
16,035,874
21,700,000
3,031,000
868,276
29,730,000
0
22,100,000
0
166,101,588
EXPENDITURES
4,225,000
200,000
0
38,082,500
1,750,000
4,445,000
6,060,000
2,710,000
3,365,000
0
10,331,000
2,000,000
0
0
0
0
0
0
0
15,209,500
0
1,664,000
2,774,000
0
0
19,225,000
6,100,000
18,674,624
7,864,800
3,031,000
0
0
0
13,325,000
0
161,036,424
ENDING
978,149
576
0
212,545
(0)
1,078
1,223
3,044
286
1 ,725,000
1,766,702
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
1,027,793
1,609,737
48,490
366,709
2,282
0
1,102,874
6,735,326
322,667
17,964,080
8,387
2,521,609
46,004,959
16,373
27,491,101
238,024
112,923,460
207
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
[GRAND TOTALS ALL YEARS
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2 NE
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
CANNON ROAD WEST BTD#3
POINSETTIA BTD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
I
BEGINNING
BALANCE
696,149
145,576
0
17,394,498
172,050
2,567,278
863,303
956,084
1,590,996
0
2,569,571
887,804
114,893
25,701
1,246,144
20,725
16,097
45,380
220,070
9,406,022
12,954,545
280,604
2,590,186
2,282
0
4,520,199
218,326
12,545,110
6,858,309
888,387
4,053,603
4,298,078
1,566,373
4,878,501
238,024
94,830,869
TOTAL
REVENUE
11,750,000
255,000
15,000,000
56,606,296
4,277,950
4,258,800
5,197,920
4,544,960
1,774,290
1,725,000
18,643,131
25,390,000
743,000
0
0
0
1 ,900,000
917,633
0
59,677,372
6,798,592
6,243,886
6,377,323
5,821,600
1 ,600,000
16,007,675
20,150,000
49,871,329
33,700,000
5,151,000
22,183,002
52,080,000
0
38,600,000
1,280,000
478,525,758
TOTAL
EXPENDITURES
11,468,000
400,000
15,000,000
73,788,250
4,450,000
6,825,000
6,060,000
5,498,000
3,365,000
0
19,446,000
26,110,000
743,000
0
0
0
1,900,000
0
0
68,055,600
18,143,400
6,476,000
8,600,800
5,821,600
1,600,000
19,425,000
13,633,000
62,093,772
22,594,229
6,031,000
23,714,996
10,373,119
1,550,000
15,987,400
1,280,000
460,433,166
ENDING
978,149
576
0
212,545
(0)
1,078
1,223
3,044
286
1,725,000
1,766,702
167,804
114,893
25,701
1,246,144
20,725
16,097
963,013
220,070
1,027,793
1,609,737
48,490
366,709
2,282
0
1,102,874
6,735,326
322,667
17,964,080
8,387
2,521,609
46,004,959
16,373
27,491,101
238,024
112,923,460
208
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.
Bridge and Thoroughfare Districts -(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 - 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.
209
Public 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 (SEWER BENEF) - Development fees collected for the construction
and improvement of interceptor systems located within specific Benefit Areas.
Sewer Connection (SEWER CONN) - Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and pays
for repair and replacement of the City's existing sewer system.
State Grants (ST GRANT) - State Grants include 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 Connection (WATER CONN) - Development fees include Major Facility Fees used to
fund expansion of water lines and various water projects.
Water Replacement (WATER REPL) - Water Replacement funds are included in water utility
rates and pay for the repair and replacement of existing water lines and facilities.
Water Recycled (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.
210
211
APPENDICES
Org Key Department
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Item Description Qty Cost
[GENERAL FUND |
0010210 CITY CLERK
0011010 CITY MANAGER
0011210 CITY ATTORNEY
0011510 HUMAN RESOURCES
Filing/Shelving system for City Clerks Vault
Subtotal City Clerk
Video Projector
Subtotal City Manager
Modular Office Furniture
Scanner
Subtotal City Attorney
Employee ID Equipment (Camera, Printer, Software, etc.)
Modular storage cabinets
Computer - add'l staff in Workers Comp
Modular Office Furniture - add'l staff in Workers Comp
Telephone - add'l staff in Workers Comp
Subtotal Human Resources
1
1
1
1
1
1
1
1
1
| TOTAL LEADERSHIP GROUP & ADMINISTRATIVE SERVICES
0012110 POLICE ADMINISTRATION
0012120 POLICE FIELD OPERATIONS
0012121 POLICE FIELD OPERATIONS
0012131 POLICE INV SERV-VICE/NARC
0012134 POLICE INVEST/FAMILY SVCS
0012140 POLICE TECHNICAL SERVICES
0012144 POLICE COMM CENTER
0012210 FIRE ADMINISTRATION
0012220 FIRE SUPPRESSION
| TOTAL PUBLIC SAFETY
0013610 BUILDING INSPECTION
0013210 PLANNING - LAND USE
| TOTAL COMMUNITY DEVELOPMENT
Color laser printer
Subtotal Police Administration
Patrol Vehicles
Subtotal Police Operations
Traffic "Stalker" radar units
Subtotal Police Field Operations
Digital tape recorder
Undercover Transmitting cell phone & battery
Subtotal Police Vice Narcotics investigations
Computer
Subtotal Police Investigative/Family Services
Computer
Modular Office Furniture
Subtotal Police Technical Services
Replacement Laser printer HP5SI with network card
Subtotal Police Communications Center
Modular office furniture for EMS office at Fire Station 5
Modular office furn. for Prevention's Admin Sec'y & Reception
Subtotal Fire Administration
Low pressure airbag
Lite shield shoring system
Brass water intake valves for apparatus
Lifepak 12 (less $2750 for trade in)
Lifepak 12
Opticom intersection controller ($8500-4000 carryover)
Industrial floor scrubber/cleaner
Computer based CD-ROM - Emergency Incident Simulator
Subtotal Fire Suppression
Modular furniture system
Subtotal Building Inspection
Modular Office Furniture
Computer
Subtotal Planning
1
3
4
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
10,000
10,000
9,000
9,000
7,500
1,000
8,500
7,000
1,300
2,500
4,000
500
15,300
$42,800 |
3,500
3,500
90,000
90,000
6,000
6,000
1,750
1,150
2,900
3,000
3,000
3,000
4,000
7,000
3,000
3,000
6,500
15,000
21,500
1,200
10,000
8,800
17,500
20,250
4,500
3,800
4,000
70,050
$206,950 |
60,000
60,000
9,000
3,000
12,000
$72,000 |
212
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Org Key Department Item Description
0013110 ENGINEERING ADMIN Modular Office Furniture
Computer
Inspector vehicle
Subtotal Engineering Admin
0015020 PARK MAINTENANCE Medium size ride-on mower w/ 48" recycling deck
Turf tractor 4 U.H.D.
Rear mounted flail mower deck
Park playground equipment upgrades
Sports lighting management program
Subtotal Parks Maintenance
0015055 STREET MAINTENANCE Drain cleaning machine - purchase from Sanitation
Gas detectors
Subtotal Street Maintenance
0015060 FACILITIES MAINTENANCE Electric floor scrubber
40 KVA UPS (ComDev)
Subtotal Facilities Maintenance
0015070 TRAFFIC SIGNAL MAINT. Emergency traffic control response trailer
Subtotal Traffic Signal Maintenance
| TOTAL PUBLIC WORKS
0014540 RECREATION OPERATIONS Fencing to meet fire code requirements
PA system for special events
Modular Office furniture at Harding Center
Modular seating Calvera Hills Comm Center (45 piece set)
Subtotal Recreation Operations
Qty_
1
3
1
1
1
1
1
1
1
2
1
1
2
1
1
1
1
Cost
12,000
7,700
23,000
42,700
19,000
26,000
4,000
44,000
36,000
129,000
15,000
3,600
18,600
3,500
28,000
31,500
15,000
15,000
$236,800 |
1,400
2,500
8,600
6,850
19,350
0014515 REC FEE SUPPORTED Computer
RecWare Software (Activity registration, Facility
Reservation, League Scheduling, Training & Installation, etc.)
Subtotal Recreation Fee Supported
0014520 AQUATICS Vacuum pump
Swim Complex Solar Heating System
Butterfly valve assembly for main drains
Auto/Remote operable pool vacuum
CPR training mannequin
Subtotal Aquatics
TOTAL COMMUNITY SERVICES
TOTAL GENERAL FUND
2
1
1
1
1
1
1
5,370
22,800
28,170
4,500
95,000
3,400
6,000
2,500
111,400
$158,920 |
$717,470 |
213
Org Key Department
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Item Description Qty Cost
ISPECIAL FUNDS
12121 10/ POLICE ASSET FORFEITURE
1222110
| TOTAL ASSET FORFEITURE
1625057 LIGHTING DISTRICT
| TOTAL LIGHTING DISTRICT
1814001 STATE GRANT LIBRARY PLF
| TOTAL STATE GRANT LIBRARY PLF
5016310 WATER OPERATIONS
5026310 RECLAIMED WATER OPERATIONS
| TOTAL WATER ENTERPRISE
5116310 SANITATION
| TOTAL SANITATION
Vehicle - Vice Narcotics
Vehicle - Family Services
Laser Printer
Computers
Subtotal Police Administration
Underground service locator
Subtotal Lighting District
1 1 Drawer microfilm cabinet
Motorized 35-mm Microfilm reader
Triumph 4810 Semi-automatic paper cutter
CD-ROM Tower w/ 7 drives incl tax
CD Net
Subtotal State Grant Library Lit PLF
Laptop Computer (replacement)
Computer w/21" monitor (new)
Color Printer
Scanner w/document feeder
Large format plain paper copier
Wireless modems
30732" Telemetry monitor
Gas detectors
Transportable vacuum system
Flashing arrow signs
Western Mule bumper-mounted crane
Subtotal Water Operations
Trench safety equipment trailer
Subtotal Reclaimed Water Operations
Laptop computer (new)
Automatic letter opener
Sewage flow meters
Lift station dialers (replacements)
Air compressor, truck mounted
Hoist system for confined spaces
Asphalt/Concrete saw w/ trailer
Gas detectors
Subtotal Sanitation
1
1
1
2
1
2
4
1
1
1
1
1
1
1
1
4
1
5
1
1
1
1
1
1
3
2
1
1
1
1
30,000
25,000
1,500
4,000
60,500
$60,500 |
4,000
4,000
$4,000 |
2,800
14,000
4,800
7,650
650
29,900
$29,900 |
4,500
4,000
1,000
1,500
7,500
5,400
3,500
7,500
9,000
6,000
2,600
52,500
10,000
10,000
$62,500 |
4,500
1,500
18,000
4,400
2,500
19,000
5,000
1,500
56,400
$56,400 |
214
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Org Key Department Item Description
6205060 FLEET VEHICLE MAINT Five-gas emissions analyzer
6215061 VEHICLE REPLACEMENT Police patrol vehicles
Intermediate sedans
Utility vehicles
1/2 ton pickup trucks
3/4 ton pickup trucks
1 ton flatbed utility truck
Senior citizens bus
High pressure hydraulic sewer cleaning machine
Large equipment trailers
Medium equipment trailer
Small equipment trailer
Roller
Sweeper - sea wall
Turf truck
Olathe sweeper
Gang mower
Stump cutter /trailer
Subtotal Vehicle Replacement
| TOTAL VEHICLE MAINT & REPLACEMENT
6401710 INFORMATION SYSTEMS Ethernet switches (City Hall, Safety Center, and ComDev)
File server City Hall (Replace)
Dual processor upgrade to HP9000
Miscellaneous network upgrades
Upgrade Fire Stations phone systems
Connect Senior Center voice and data systems to City Hall
Computer & phone
Modular Office Furniture
Subtotal Information Services
| TOTAL INFORMATION SYSTEMS
| TOTAL SPECIAL FUNDS
Qty
1
13
2
2
1
3
4
1
1
2
1
3
1
1
1
1
1
1
17
1
1
1
6
1
3
Cost
46,000
351,000
36,000
60,000
20,000
72,000
100,000
70,000
210,000
36,000
13,000
30,000
35,000
40,000
9,000
18,000
40,000
12,000
1,152,000
$1,198,000 |
50,800
16,900
22,500
10,700
39,000
16,200
9,600
14,000
179,700
$179,700 I
$1,591,000 |
GRAND TOTAL $27308,470
215
CITY OF CARLSBAD
CONFERENCE TRAVEL 1998-99
ORG KEY DEPARTMENT
IGENERAL FUND
0010110 CITY COUNCIL
0011010 CITY MANAGER
0010210 CITY CLERK
0011210 CITY ATTORNEY
0011310 FINANCE
0010310 CITY TREASURER
0011410 PURCHASING
TRAVEL DESCRIPTION
#OF
PEOPLE DESTINATION
League of CA Cities Annual Conference
Natl League of Cities Annual Conf & Mtgs w/Legislators
Meetings with State Legislators
League of CA Cities Annual Conference
League of CA Cities - Manager's Conference
National League of Cities Conference
CALPERLA Annual Conference
ICMA Annual Conference
CSMFO Annual Conference
Innovations Group Annual Conference
Innovations Group Quarterly Operations Committee Mtg
CCAC Annual Conference
HMC Annual Conference
League of CA Cities Election & New Law Seminar
Association of California Water Agencies
Infl Municipal Lawyers' Association Annual Meeting
Int'l Municipal Lawyers' Assoc Mid-Year Meeting
League of CA Cities Annual Meeting
League Employee Relations Seminar
League City Attorney's Spring Conference
League Planners Institute
SDICCAA Spring Meeting
League Financial Mgt. Conference
CSMFO Conference
CMBTA Conference
Bi-Tech User Group Conference
Revenue Officer Conference
3riefing of Local Agency Investment Fund (LAIF)
Municipal Treasurers' Assoc of US/CAN Conference
Annual CAPPO Conference
0011510/ HUMAN RESOURCES CALPERLA Annual Conference
00 1 1 550 Organizational Development Network Conference
League of California Cities Conference
University Associates Training Conference
Bi-Tech Software User Group Conference
University Assoc. Internship Program in Org & HR Dev
Workers Comp Seminars
Conference-Related Expenses for Other City Staff
0012110 POLICE ADMINISTRATION Cal Chiefs Annual Conference
League of CA Cities Annual Conference
ntemational Association of Chiefs of Police
0012130 POLICE INVESTIGATIONS Suspect and/or Witness Interviews
0012131 POLICE VICE/NARCOTICS Suspect and/or Witness Interviews
0012140 POLICE TECHNICAL SERVICES Misc Travel Expenses for Background Investigations
Annual PRC Conference
5
2
1
3
1
1
1
1
1
1
1
1
1
1
1
1
1
2
1
2
1
3
1
1
1
2
1
1
1
1
2
1
2
1
1
1
Varies
Varies
1
1
1
Varies
Vanes
1
1
Long Beach
Washington, DC
Sacramento
Long Beach
California
Washington, DC
Monterey
Orlando, FL
California
Clearwater, FL
Out of State
Northern California
Ottawa, Canada
Monterey
Sacramento
Miami Beach. FL
Washington, D. C,
Long Beach
San Diego
Monterey
Long Beach
Palm Springs
San Diego
Northern California
California
Las Vegas, NV
California
Sacramento
Salt Lake City. UT
Sacramento
Monterey
out of state
California
California
Las Vegas, NV
Phoenix, AZ & Santa Fe, NM
Vanous (incl out of state)
Vanous
California
San Francisco
Salt Lake City, UT
Various (incl out of state)
Vanous (incl. out of state)
Various (incl out of state)
Unknown
98-99
CONFERENCE
TRAVEL
REQUEST
3,500
4,500
400
8,400
2.250
900
1,850
1,150
1,700
900
1,700
3.000
13,450
900
1,900
800
3,600
350
1,3OO
1,500
1,800
600
1,410
715
700
8,375
800
1.650
700
1,600
750
5,500
300
1,500
1,800
1,000
1,000
2,400
1,000
2,000
1,000
600
5,975
2,000
3,600
18,575
700
1,250
1,200
3,150
1,000
1,000
2.000
2.000
1.000
1,200
2,200
216
CITY OF CARLSBAD
CONFERENCE TRAVEL 1998-99
ORG KEY DEPARTMENT
0012142 CRIME PREVENTION
0012145 POLICE RECORDS
0012210 FIRE ADMINISTRATION
0012220 FIRE SUPPRESSION
0012225 FIRE PREVENTION
0013010 COM DEV ADMIN
TRAVEL DESCRIPTION
CCPOA Annual Regional Training Conference
CCPOA Annual Statewide Training Conference
CLEARS Conference
CCUG Conference
California Fire Chiefs Association Conference
International Fire Chiefs' Conference
League of CA Cities Fire Chiefs' Conference
League of CA Cities Fire Chiefs' Admin Comm
Quarterly Fire Chiefs Meetings
Annual League of Cities Conference
Executive Fire Officer Symposium
Municipal Mgmt Assist of So CA Annual Conference
Governance of Change Annual Conference
Fire Instructors Workshop
Fall Symposium (CFCA Training Officers)
South Area Fire Equipment Research
South Area Fire Equipment Research
Journal of Emerg Medical Services Conference
CA Chiefs' Fire Prevention Officers' Assn Conference
League of CA Cities
Vahous Conferences or Meetings
*OF
PEOPLE
1
1
1
1
1
1
1
1
1
1
1
1
1
4
2
1
1
2
1
1
1
DESTINATION
California
Sacramento
Palm Springs
Los Angeles
California
Kansas City. MO
Monterey
California
San Diego County
California
Emmitsburg, MD
San Diego
Clearwater, FL
San Jose
Fresno
Clark County, NV
Phoenix, AZ
Denver, CO
Monterey
Long Beach
California
98-99
CONFERENCE
TRAVEL
REQUEST
350
650
1,000
800
800
1.600
1.000
1,150
610
470
540
405
425
150
1.250
6,000
3,160
1,510
815
815
1,200
7.500
1,100
1,100
950
1.050
2,000
0013310 GEOGRAPHIC INFO SYSTEM
0013510 ECONOMIC DEVELOPMENT
0015710 ENGINEERING ADMIN
0013210 PLANNING
0013610 BUILDING INSPECTION
0014010 LIBRARY ADMINISTRATION
0014040 TECHNICAL SERVICES
CA/NV/HI Arc/Info Users Conference
League of CA Cities
CALED Conference
Miscellaneous - In State
Miscellaneous - Out of State
Miscellaneous - Local/So California
Permits Plus
American Shore & Beach Protection Assn Conf
League of CA Cities Conference
ITE District 6 Annual Meeting
American Planning Association State Conference
Int'l Conf of Bldg Officials Annual Business Mtg
Annual Business Meeting
Sierra "Permits" Annual Conference
League of CA Cities Community Services Conference
League of CA Cities Annual Conference
CA Library Assoc Annual Conference
Amencan Library Assoc Annual Conference
INLEX Users Group Annual Conference
California Library Association Conference
Training on New Library System Software
1
1
1
4
4
1
2
1
1
1
1
1
1
1
1
1
1
2
2
2
Sacramento
Long Beach
Northern California
California
Out of State
Local
Out-of-State
Santa Monica
California
San Jose
1 No California
San Diego
Santa Rosa
Reno, NV
Monterey
Long Beach
Oakland
New Orleans, LA
Monterey
Oakland
Unknown
1.550
1,550
820
1,125
3.100
5,000
1.100
11,145
1,800
600
1.300
800
4,500
1,500
1,5OO
500
750
1,000
2,250
800
800
700
1,100
3,400
1,200
800
1.000
3.000
217
CITY OF CARLSBAD
CONFERENCE TRAVEL 1998-99
ORG KEY
0014045
0014055
0014065
0014510
0014515
0014520
0014570
0015020
0015055
0015060
DEPARTMENT
COLLECTION DEVELOPMENT
ADULT LEARNING
ARTS OFFICE
PARK PLANNING & REC MGMT
RECREATION-FEE SUPPORTED
AQUATICS
SENIOR PROGRAMS
PARK MAINTENANCE
STREET MAINTENANCE
FACILITIES MAINTENANCE
TRAVEL DESCRIPTION
Annual CLA Conference
So CA Library Literacy Network Annual Conf & Retreat
League of CA Cities Comm Svcs Conference
League of CA Cities Annual Conference
Qrtrly Community Service Meetings
CA Assembly of Local Arts Agencies Annual Conference
American Society of Landscape Architects Annual Conf
CA Parks and Recreation Sodety Annual Conference
League of CA Comm Svcs Conference
IEG, Inc., Sponsorship Conference
California Parks and Recreation Annual Conference
American Society on Aging Conference
National Council on Aging Conference
CA Parks & Recreation Society State Conference
Maintenance Superintendent's Conference
IFMA International Conference
IFMA Regional Conference
#OF
PEOPLE
1
1
1
1
1
1
1
1
3
1
1
1
2
1
3
1
1
DESTINATION
Oakland
Lake Arrowhead
Monterey
Long Beach
Northern California
California
Portland. OR
Santa Clara
Monterey
Chicago, IL
San Diego
Orlando, FL
San Diego
Santa Clara
Santa Rosa
Chicago, IL
Western U.S.
TOTAL GENERAL FUND
98-99
CONFERENCE
TRAVEL
REQUEST
500
500
300
300
850
750
300
300
2.200
800
775
2,850
4,425
1,900
1.900
150
150
1.195
575
1,770
1.200
1,200
2.800
2,800
1,700
600
2,300
133,140
OTHER FUNDS
1333421
1625057
5016310
5026310
5116110
5206375
6121930
AFFORDABLE HOUSING TRUST Affordable Housing Project-Related Travel
Affordable Housing Project-Related Travel/Site Visits
STREET LIGHTING Cal-SLA Annual Meeting
WATER OPERATIONS ACWA Fall Conference
ACWA Spring Conference
AWWA Fall Conference
AWWA Spnng Conference
American Desalting Association Conf & Expo
Itron Users Group Conference
RECLAIMED WATER Water Reuse Meetings
WASTEWATER OPERATIONS California Water Environment Assoc Conference
SOLID WASTE MMASC Annual Conference
RISK MANAGEMENT PARSAC Board of Directors Meetings
PARMA Conference
3
2
2
3
3
4
4
1
2
1
4
1
1
1
San Diego/Los Angeles
San Francisco/Los Angeles
Southern California
Palm Springs
South Lake Tahoe
Reno, NV
Ontano
Wtlliamsburg, VA
Baltimore, MD
Sacramento
Ontano
San Diego
Sacramento
Local
350
400
750
1,600
1,600
2,300
2,700
2,500
1.000
1.100
1,500
11,100
4,800
4,800
2,000
2,000
400
400
1,510
140
1,650
218
CITY OF CARLSBAD
CONFERENCE TRAVEL 1998-99
ORG KEY DEPARTMENT
6205060 VEHICLE MAINTENANCE
6401710 INFORMATION SYSTEMS
8013410 REDEVELOPMENT
OPERATIONS
8033420 LOW/MODERATE INCOME
HOUSING
TRAVEL DESCRIPTION
Maintenance Superintendents' Staff Conference
Interop
Netware Users Conference
Permits Users Conference
Government Technology Conference
Brainshare - Novel Conference
BiTech Users Conference
CA Redevelopment Association Annual Conference
Economic Development/Finance Training
Misc. Meetings and Workshops
Affordable Housing Advisory Council Qtrty Meeting
National NAHRO Summer Conference
Housing Development Workshop-Nat'l Dev, Council
California Coastal Commission Hearings
#OF
PEOPLE DESTINATION
1 Unknown
1 Las Vegas. NV
1 San Diego
1 Reno, NV
1 Sacramento
1 Salt Lake City, UT
2 Las Vegas, NV
1 Monterey
1 San Francisco
2 LA/San Diego
1 San Francisco
1 Out of State
1 San Francisco
1 Monterey
TOTAL OTHER FUNDS
98-99
CONFERENCE
TRAVEL
REQUEST
650
650
1,900
200
1.000
1,000
2,800
2,350
9.250
300
200
100
600
900
300
200
600
2.000
34,800
GRAND TOTAL TRAVEL 167,940
219
CONTINUING APPROPRIATIONS
1997-98 TO 1998-99
AMOUNT
City Manager
Lobby office furniture $5,300
City Attorney
Legal services for habitat management plan
Xerox copier lease
14,622
5,684
City Clerk
Citywide records management/imaging project
New recording equipment
52,563
3,800
Finance
Long range planning for department 9,600
Purchasing
NIGP Commodity Code System 5,000
Human Resources
Provisional management analyst
Strategic planning/goal setting and team building
Pulsetaker survey
Systemics contract
15,350
14,700
15,000
33,100
Fire
OPTICOM traffic control device
Weed abatement charges
Organization development consultant
Complete Mac/PC computer conversion
Printing of Harmony Grove fire citizen's report
CEMAT emergency dialer
Office furniture remodel project for 2 Fire prevention inspectors
Color guard flags
4,000
5,000
9,896
15,389
3,300
28,000
16,000
1,100
Geographic Information Systems
Technical GIS consulting
GIS computer workstation upgrade
12,174
22,866
Engineering
City's portion of the stormwater permit
Sand replenishing and SANDAG programs
Developer deposits for condemnation projects
36,362
22,000
29,862
220
CONTINUING APPROPRIATIONS
1997-98 TO 1998-99
AMOUNT
Library - Historical preservation
Heritage tree inventory 1,000
Arts
Arts camp salaries and supplies 950
Streets
Thermo plastic crosswalk, legends, & arrow replacement 22,000
Subtotal General Fund $ 404,618
Police Asset Forfeiture
New police range 25,000
Law Enforcement Block Grant
Available year-end balance; Mac/PC conversion 29,000
Cultural Arts - Sister City
Available year-end balance, delegation visits 1,571
Recreation
Available balance; for triathlon and luau festival 4,555
Available balance; for recreation special events 958
Street Lighting
Annual assessment fee for Cal-SLA services 2,000
Misc. Federal Grants
Available year-end balance 124,536
CDBG
Available year-end balance 22,266
Available year-end balance 351,716
Water Operations
Automatic meter reading (AMR) equipment 35,000
NCWA calendars 2,500
CM vouchers 1,500
Sewer Maintenance
Televising & evaluating sewer collection system 55,000
Manhole adjustment after street overlay 10,000
Sewer collection system rehab, program study 20,000
221
CONTINUING APPROPRIATIONS
1997-98 TO 1998-99
AMOUNT
Fleet Replacement
Replacement water truck 60,000
Replacement paver 40,000
Information Systems
Permits Plus report writing and year 2000 compliance assessment 31,256
Desktop faxing 16,000
Redundant T-1 link between Las Palmas & Safety Center 27,000
Citywide remote access 68,000
CMWD voice and data network infrastructure upgrade 18,000
Subtotal Other Funds $ 945,858
Grand Total $ 1,350,476
222
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 itsGann 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 1998-99 Limit were:
> Population growth in Carlsbad, AND
> Growth in non-residential new construction
The formula is outlined below:
1997-98 Expenditure Limit $147,944,956
% Carlsbad Population Growth 1.0512
Growth in non-residential new construction X 1.0457
Net Increase Factor 1.0992
1998-99 Limit (1997-98 Limit X Factor) $162.626,837
Current Appropriation of Proceeds of Taxes $39,662,602
The spending limit for the City of Carlsbad for 1998-99 is $162.6 million with appropriations of
"proceeds of taxes" of $39.7 million. The result of the calculation provides the City with an
operating margin of $122.9 million.
223
Budget Calendar
DECEMBER
JANUARY
• Request CIP project submittals.
• Operating revenue is projected for the General Fund.
• Budget policies set.
FEBRUARY
MARCH/APRIL
MAY
JUNE
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.
224
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.
225
22
23
24
25
26
27
28
RESOLUTION NO. 98-191
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 1 998-99 FOR THE
CITY OF CARLSBAD AND ESTABLISHING CONTROLS
ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
FUNDS
6 WHEREAS, the City Council of the City of Carlsbad, California has
7 reviewed the proposed final Operating Budget and Capital Improvement
Program for fiscal year 1998-99 and has held such public hearings as are
9 necessary prior to adoption of the final budgets.
10 WHEREAS, the Planning Commission made a finding of General Plan
11
Consistency for all projects receiving an allocation of funds for fiscal year 1998-
12
99 on May 6, 1998 pursuant to Planning Commission Resolution No. 4269,
13
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
14
of Carlsbad, California, as follows:
15
1 . That certain documents now on file in the office of the City Clerk
16
of the City of Carlsbad entitled, "City of Carlsbad, 1 998-99 Operating Budget and
1998-99 to Buildout Capital Improvement Program - Preliminary" as amended in18
accordance with Exhibits A through D attached hereto and incorporated by
reference herein, is hereby adopted as the final Operating and Capital
Improvement Budgets for the City of Carlsbad for the fiscal year 1 998-99.
2. That the amounts reflected as estimated revenues for fiscal year
1997-98 as shown in Exhibits A and B are hereby adopted as the final budgeted
revenues for 1997-98.
3. That the amounts designated as the 1998-99 Budget request in
Exhibits A and B are hereby appropriated to the department or fund for which
they are designated, and such appropriation shall not be increased except as
226
provided herein.1
4. That total appropriations for each fund may only be increased or2
decreased by the City Council by passage of a resolution amending the budget3
except as provided herein.4
5. That the following controls are hereby placed on the use and
transfers of budget funds:
•7
8
9
10
11
12
13
A. No expenditure of funds shall be authorized unless sufficient
funds have been appropriated by the City Council or City Manager as described
below.
i- The City Manager may authorize all transfers of funds from
account to account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
jjj. The City Manager may delegate to department heads the
authority to make budget transfers within their own departments.
iv. The City Manager may authorize budget adjustments
involving offsetting revenues and expenditures; the City Manager may authorize
increases in an appropriation for a specific purpose where the appropriation is
19 offset by unbudgeted revenue which is designated for said specific purpose.
20 v. The City Council must authorize all transfers of funds from
21 the budgeted Contingency Account.
22 B. The City Manager may authorize emergency out of state
23
travel for public safety or emergency services purposes.
24
C. The City Council must authorize any increase in the number
25
of authorized permanent personnel positions above the level identified in Exhibit
26
C. The City Manager may authorize the hiring of temporary or part time staff as
27
necessary, within the limits imposed by the controls listed above.
28
227
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16 PASSED, APPROVED AND ADOPTED at a regular meeting of the City
1 7A' Council on the 16 day of June 1998, by the following vote, to wit
26
28
6. That the legal level of budgetary control is the fund level. Budgets
may not legally be exceeded at the fund level without appropriate authorization
by the City Council.
7. That all appropriations for Capital Improvements Projects
remaining unexpended at June 30,1998 are hereby appropriated for such capital
projects for the 1998-99 fiscal year.
8. That 1997-98 appropriations in the approximate amount of
$1,350,476 are hereby continued into 1998-99 for the purposes shown in Exhibit
D. All appropriations for outstanding encumbrances as of-June 30, 1998, are
hereby continued into 1998-99 for such contracts or obligations.
9. That an additional $12,000 be appropriated to COPs grant budget
for 1997-98 budget as grant funds were received but not appropriated.
10. That the reimbursement for business mileage will be set at the
rate established from time to time by the IRS (as of June 1998, the business
mileage reimbursement is $0.325 per mile.)
18
NOES: None
AYES: Council Members LeVLs, Finnila, Nygaard, HaJ^]B Kulchin
19"
20 ABSENT: None
2l"
22
23 ATTEST:
24
ALETHA L RAUTENKRANZ, City Clerkx (SEAL)
25
Exhibit A includes: (1) Projected Fund Balances, Budget Expenditure Schedule, and Revenue Estimates 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.
27 Exhibit B includes the Projected Fund Balances, Budget Expenditure Schedule, Revenue Estimates, and Capital and
Future Projects schedules which are located in the Capital Improvement Program section of the budget.
Exhibit C is the Personnel Allocations which are included in the Overview section of the budget.
Exhibit D is the Continuing Appropriations schedule which is located in the Appendix of the budget.
228
2
8
10
11
RESOLUTION NO. 98-192
13
14
16
13
20
21
22
23
28
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA ESTABLISHING THE 1998-99
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 1998-99 appropriation limit of one hundred sixty-two million,
six hundred and twenty-six thousand, eight hundred and thirty seven dollars
($162,626,837) 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 16 day of June , 1998, by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Nygaar^pall & Kulchin
NOES: None
ABSENT: None
24
25 M
ATTEST:
26
27*• ' U^t-o^Wy^ S-^ . i >ff rf if rfii'rrYl' ', {7,-f \
ALETHA L. RAUTENKRANZ, City Cleck / (SEAL)
Exhibit A is the Gann Appropriation Limit which is detailed in the Appendix of the budget
229
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 tobuildout.
Capital Outlay: Equipment (fixed assets) with a value $500 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.
230
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.
231
INDEX E
A
About the City of Carlsbad, 16
Accounting Systems and Budgetary Control, 225
Administrative Services Summary, 53
Adult Learning Program, 126
Adult Services, 117
Analysis of Available Balances, 201
Arts Special Events, 134
Asset Forfeiture - Various, 87
Audiovisual Insurance, 128
B
Balancing the Budget, 7
Bicycle Patrol, 88
Budget Awards, 18
Budgetary Policies, 26
Buena Vista Creek Channel Maintenance, 165
Building Inspection, 102
c
Calendar, 224
California Assembly Bill 1600, 186
Capital Improvement Program, 9, 11, 176
Capital Improvement Projects 1998-99, 179
Capital Outlay Items, 212
Capital Projects to Buildout, 191
Cash Management, 49
Centra de Information, 120
Children's Services, 121
CIP Budget Expenditure Schedule, 190
CIP Projected Fund Balances, 187
CIP Revenue Estimates, 189
City Attorney, 52
City Clerk, 47
City Council, 46
City Manager, 51
City Manager's Transmittal Letter, 1
Collection Development & Acquisitions, 124
Communications Center, 85
Community Development Administration, 96
Community Development Block Grant, 111
Community Development Summary, 95
Community Services, 113-149
Community Services Summary, 113
Continuing Appropriations, 220
Crime Prevention, 83
Cultural Arts, 130
D
D.A.R.E, 82
Debt Management Issues, 10
Disaster Preparedness, 94
Economic Development, 100
Emergency Operations, 91
Engineering, 152
Expenditures CIP, 190
Expenditure Schedule, 35, 25
F
Facilities Maintenance, 160
Field Operations, 70
Finance, 54
Fire Administration, 90
Fire Department Summary, 89
Fire Prevention, 92
Fund Balances, 13,33, 187
Future Fees Calculation, 178
G
Gann Appropriations Limit, 223
Genealogy/Local History, 119
General Fund, 22
Geographic Information System, 99
Glossary - Capital Projects, 209
Glossary, 230
Golf Course, 166
Growth Projections, 176
Growth Management Plan 185
H
Health Insurance, 62
Highlights, 3
Housing - Rental Assistance, 108
Housing and Redevelopment, 103-109
Housing and Redevelopment Summary, 103
Housing Trust Fund - Administration, 109
How the Budget Document is Organized, i
Human Resources, 58
Information Systems, 63
Investigations, 76
J
Juvenile Diversion, 78
L
La Costa Branch, 127
Land Use Planning, 97
Library Gifts, 129
Library Summary, 114
Library Culture Administration, 115
Low/Moderate Income Housing, 107
M
Resolution, 226, 227
Revenues - Capital Projects, 189
Revenue Estimates, 38, 22
Revenue Projections - General Fund, 38, 22
Revenue Projections - Operating, 3, 38
Risk Management, 61
Major Street Maintenance, 157
Media Services, 125
Median Maintenance, 163
Miscellaneous Non-Departmental, 65
N
New Programs, 27
~o
Overview, 4
Operating Budget Overview, 21
Operating Expenditures, 25, 34
Organization Chart, ii
Other Funds, 24
Park Maintenance, 155
Parks and Recreation Commission, 144
Park Planning & Recreation Mgt., 136
Personnel Allocations, 14
Police Administration, 69
Police Summary, 68
Property and Evidence, 79
Public Safety, 67-94
Public Safety Summary, 67
Public Works Administration, 151
Public Works Summary, 150
Purchasing, 56
R
Records, 86
Recreation - Agua Hedionda Lagoon, 142
Recreation - Aquatics, 140
Recreation Fee Supported, 138
Recreation Operations, 143
Recreation Summary, 135
Redevelopment Debt Service, 106
Redevelopment Operations, 104
Reserve Program • See Volunteer Services
s
Sanitation Services, 173
School Resource Officers, 84
Senior Donations, 148
Senior Nutrition, 149
Senior Programs, 146
Sister City, 133
Solid Waste Management, 174
Staffing, 8
Statistical Information, 16
Strategic Goals, 26
Street Lighting, 164
Street Maintenance, 158
Street Tree Maintenance, 162
Summary, 13, 184
T
Technical Services - Library, 122
Technical Services - Police, 81
Threats to the General Fund, 24
Traffic, 71
Traffic Signals, 161
Travel, 216
V
Vehicle Licence Fees (VLF), 24
Vehicle Maintenance, 167
Vehicle Replacement, 168
Vice/Narcotics, 77
Volunteer Services/Reserve Program, 72
w
Water and Sanitation, 169-174
Water and Sanitation Summary, 169
Water Operations, 170
Weed Abatement, 93
Worker's Compensation, 60