HomeMy WebLinkAbout; ; 2000-2001 Budget; 2000-07-01City of Carlsbad
2000-01 Operating Budget and
Capital Improvement Program
Mayor
Claude "Buddy" Lewis
City Council
Matt Hall
Ramona Finnila
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.
Website: www.ci.carlsbad.ca.us
Cover Photos; Top left - Carlsbad neighborhood; Middle - Faraday Building, located at 1635 Faraday,
which houses the City's Community Development, Administrative Services and Public Works
Departments, (photo by Glenn Cormier, In Site Architectural Photography); Bottom Right: Carlsbad's
Poinsettia Park.
CITY OF CARLSBAD, CALIFORNIA
2000-01 BUDGET
TABLE OF CONTENTS
Readers' Guide to the Budget i
Council's Five-Year Vision Statements ii
About the City of Carlsbad iii
Organization Chart iv
BUDGET OVERVIEW
City Manager's Transmittal Letter 1
2000-01 Budget Highlights 3
Projected Fund Balances 13
Economic Profile 14
Personnel Allocations 15
Budget Process 17
2000-01 Budget Calendar 18
CSMFO Budget Awards 19
OPERATING BUDGET
Operating Budget Overview 21
Projected Fund Balances 32
Revenue Estimates 34
Expenditure Schedule 41
Program Summaries
Policy & Leadership Group
Policy & Leadership Group Summary 45
City Council 46
City Clerk 47
City Treasurer 49
City Manager 51
Public Information 53
City Attorney 54
Administrative Services
Administrative Services Summary 55
Administrative Services Administration 56
Finance 57
Purchasing 60
Human Resources 62
Records Management 65
Worker's Compensation 67
Risk Management 68
Health Insurance 69
Information Technology 70
Miscellaneous Non-Departmental 72
TABLE OF CONTENTS
Page Two
Public Safety
Public Safety Summary 73
Police Department Summary 74
Administration 77
Field Operations 78
Traffic 79
Volunteer Program 80
Reserve Officer Program 81
Canine 82
Lagoon Patrol 83
Investigations 84
Vice/Narcotics 85
Juvenile Diversion 86
Property & Evidence 87
Family Services 88
Task Force 89
Support Operations 90
D.A.R.E 91
Crime Prevention 92
Police School Resource Officers 93
Communications Center 94
Police Records 95
Various Asset Forfeiture 96
Bicycle Patrol 97
Fire Department Summary 98
Administration 100
Emergency Operations 101
Fire Prevention 102
Weed Abatement 103
Disaster Preparedness 104
Community Development
Community Development Summary 105
Administration 106
Land Use Planning 108
Geographical Information System 111
Economic Development 112
Building Inspection 113
Housing & Redevelopment Summary 114
Redevelopment Operations 115
Low/Moderate Income Housing 117
Housing - Rental Assistance 118
Affordable Housing 119
Community Development Block Grant 121
Community Services
Community Services Summary 123
Library Summary 124
Georgina Cole Library 126
Dove Library 127
TABLE OF CONTENTS
Page Three
Community Services (continued)
Genealogy/Local History 129
Centre de Information 130
Technical Services 131
Collection Development & Acquisitions 132
Media Services 133
Adult Learning Program 134
Cultural Arts Summary 135
Arts Office 136
Sister City 138
Arts Special Events 139
Recreation Summary 140
Park and Recreation Management 142
Recreation Fee Supported 144
Recreation -Aquatics 146
Recreation - Agua Hedionda Lagoon 148
Recreation Operations 149
Senior Programs 151
Public Works
Public Works Summary 153
Public Works Administration 154
Engineering 155
General Services Summary 159
Park Maintenance 161
Facilities Maintenance 164
Street Tree Maintenance 166
Median Maintenance 168
Vehicle Maintenance 170
Vehicle Replacement 172
Carlsbad Golf Course 173
Maintenance & Operations Summary 174
Street Maintenance 176
Traffic Signal Maintenance 178
Street Lighting 180
Buena Vista Channel Maintenance 182
Water Operations 183
Wastewater Operations 185
Solid Waste 187
CAPITAL IMPROVEMENT PROGRAM
Overview 189
Projected Fund Balances 200
Revenue Estimates 202
Budget Expenditure Schedule 203
Current & Future (2000-01 to Buildout) Projects 204
TABLE OF CONTENTS
Page Four
CAPITAL IMPROVEMENT PROGRAM (continued)
Analysis of Available Balances 212
Glossary of Capital Project Funding Sources 221
APPENDICES
Planned Capital Outlay Items 223
Conference Travel 226
Continuing Appropriations 231
Gann Appropriation Limit 234
Miscellaneous Statistical Information 235
Accounting Systems and Budgetary Control 236
Resolution Adopting the Budget 237
Resolution Adopting the Appropriation Limit 240
Glossary 241
READER'S GUIDE TO THE BUDGET
This budget document has been designed to provide the public concise and readable
information about the City of Carlsbad's 2000-01 budget. The budget is separated into two
major sections: The Operating budget and the Capital Improvement Program.
Transmittal Letter
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.
Operating Budget
The Operating budget section has 7 tabbed sections providing the summary information and
budget information for each of the 7 major service areas. The Operating budget summary
section begins with an overview of the revenue assumptions and the policies used to develop
the budget. The overview is followed by tables providing detailed information on fund balances,
expenditures and revenues. The following sections are separated by major service areas,
which are 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 department groups containing more than one program. The summary page is
followed by detailed program information. Some departments consist of one program only, and
thus only one page is included for them. For each program, a financial history and the 2000-01
budget figures are presented. Also included are narrative statements describing program
activities, associated workload measures or performance objectives, key achievements for
1999-00 and key goals for 2000-01.
Capital Improvement Program
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 2000-01 expenditures. A multi-page table outlining all capital projects follows the
discussion. 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.
Appendices
The Appendices contain a detailed listing of the 2000-01 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 2000-01 budget from the previous year
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, and a glossary.
COUNCIL VISION STATEMENTS
Carlsbad City Council
Year 2000
FIVE-YEAR VISION STATEMENTS
City Council continues to clarify and pursue the
vision of Carlsbad that reflects the pride and
quality of life for all who live, work, and play here.
Carlsbad's...
• diverse and healthy economic base provides opportunities for employment to the residents
of Carlsbad, economic vitality to the community, and the necessary revenues to support City
services,
• policies and decisions implement the General Plan, enforce the Growth Management Plan,
maintain the safety and security of its citizens, and are based on what is best for Carlsbad,
• leadership role in local and regional planning issues actively involves confronting
governmental issues at the local, state and national levels, and
• operates an open government for the betterment of the community in a non-partisan
manner while encouraging active citizen participation and involvement with the City Council,
and the City's Boards and Commissions.
Carlsbad efficiently and effectively...
• delivers top-quality public services,
• manages environmental concerns proactively, including:
• open space
• water quality/conservation
• beach erosion
• air quality
• resource conservation and waste reduction
• wildlife habitats
• has a safe and efficient integrated transportation system,
• maintains Citywide "small town" community spirit, and
• has a Community where continuous and life-long learning are supported and embraced for
people of all ages.
ABOUT THE CITY OF CARLSBAD
Oregon
Pacific
Ocean
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 about two-thirds
developed and is expected to grow from a
population of 82,000 to 120,000 once its 42
square miles are built out. Industries in the
area include a major regional shopping
center, 17 auto dealers, 30 hotels offering
3,134 rooms for tourist lodging, high
technology, multimedia and biomedical
businesses, electronics, golf apparel and
equipment manufacturers, several business and light industry parks, and numerous land
developers building single and multi-family housing in a variety of community settings.
The City provides the full range of services normally associated with a municipality including
police, 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 Municipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to tne 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 578 low income families. The City's literacy program, funded by the General
fund, provides adult education to local area residents. Older Carlsbad residents receive
assistance through the City's senior citizen programs. Also, the City provides major support for
the Convention and Visitors Bureau and the hiring center.
School programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the importance of quality school facilities and programs to Carlsbad's
residents. The Council has worked closely with the schools in the past and staff continues to
meet with them on a regular basis
OVERVIEW
City of Carlsbad
Office of the City Manager
To the Honorable Mayor and City Council:
2000-01 BUDGET TRANSMITTAL
I am pleased to submit the 2000-01 Operating and Capital Improvement Program budgets for
the City of Carlsbad which total $166.1 million, with projected revenues of $122.6 million. Of
the total budget, $116.8 million (69%) will be used to finance the operations of the City while
$51.5 million (31%) will go toward the construction of capital improvements throughout
Carlsbad. Our goal has been to prepare a comprehensive financial plan for all services,
programs, and capital projects which will assist the Council in the achievement of its vision for
Carlsbad.
It is apparent from a review of the revenue picture that the City of Carlsbad is continuing to
experience a period of economic prosperity. Revenue growth in almost every area has been
strong and is expected to persist throughout the coming year. The opening of the Legoland
family theme park in March 1999, the expansion of the Carlsbad Company Stores retail center
in fall 1999, and the recent opening of several new hotels and restaurants has made Carlsbad a
tourist destination spot with the second highest level of transient occupancy tax in the county.
Carlsbad's reputation for quality has also enhanced it's residential and industrial development.
There has been 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 continued 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 to improve City services.
The 2000-01 budget reflects these improvements in the economy and provides funding for a
number of service enhancements. With the opening of the Carlsbad library in September 1999,
and the recent remodel of the Cole library, Carlsbad now has two full-service libraries to serve
its citizens. In addition, these libraries will now be offering Sunday hours. Additional funding for
these enhanced services is included in the budget. Public safety needs have been addressed
with the addition of four new positions to the police department. Other enhancements to
services in the 2000-01 budget include improved maintenance to City infrastructure, and
increased funding for technology and recreation programs. There is also over $16.8 million
appropriated to improve the circulation and road conditions 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.
The City is also establishing a system to insure that funds are available when needed to replace
its streets, sidewalks and other infrastructure. Our City is relatively new so we have not yet
experienced the significant cost of replacing the infrastructure as it ages. We are just beginning
to experience the cost of major repairs on some of our older roads. Staff is developing a
method by which the City will be able to calculate the appropriate amount of funding needed
each year for the replacement program. This year's budget includes a $3 million transfer to this
program.
1
1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 • (760) 434-2821 • FAX (760) 720-9461
Carlsbad has continued to grow and prosper over the years as a result of the vision and
leadership of the City Council. The Council's commitment to their vision, and their willingness
to provide the funding to achieve it, has resulted in a highly desirable City in which to live and
work. The 2000-2001 operating and capital budgets continue to provide for a high quality of life
for current citizens as well as laying the groundwork so that future generations will also be able
to enjoy the benefits of our community.
I would like to express my appreciation to the City Council for providing the direction and
support which are crucial to the ability of the City to achieve its goals. I would also like to
recognize the contributions of the City staff for not only creating a successful operating plan and
capital improvement program; but, also for their commitment to providing top-quality services to
all who live, work and play in Carlsbad. Their efforts are critical to the City's ultimate success. I
offer them my thanks for a job well done.
RAYMOND R. PATCHETT
City Manager
June 27, 2000
CITY OF CARLSBAD #*° ^'
FISCAL YEAR 2000-2001 x rf J
BUDGET HIGHLIGHTS C^L s B*A D
LIVE - WORK - PLAY ~ ENJOY!
The 2000-01 budget for all City funds totals $166.1 million with total revenues estimated
at $169.8 million. The City's fiscal year runs from July 1 to June 30. The amount of
revenue generated in excess of the amount spent will increase the City's available fund
balance.
The Operating budget totals $116.8 million and is expected to generate $122.6 million in
revenues. This budget allocates the resources for the operations of all City programs.
The Capital Improvement Program (CIP) assesses the City's long-term capital needs
and identifies potential revenue sources to meet these needs. The 2000-01 CIP
contains the current year budget allocation of $49.3 million and outlines approximately
180 future projects at a total cost of $427.3 million through build-out of the City. Capital
revenues for the 2000-01 fiscal year are estimated at $47.2 million. The capital projects
include parks, civic facilities, as well as all infrastructure needs anticipated for the future
which are not expected to be constructed by developers.
Balancing City 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 the continued growth of the City's tax base, Council was
able to add funding in 2000-01 to improve upon the variety of services already being
provided to Carlsbad citizens. Many of the changes were anticipated and were the
result of new facilities being built, enhancement of community services, and the
continued focus on public safety and technology.
This year's CIP reflects the continued commitment to constructing the necessary
facilities, in response to the current and anticipated development activity occurring
throughout the City. Projects are continuously evaluated and prioritized to ensure the
City's resources for facilities are allocated based on a well thought-out plan.
The budget overview on the following pages will begin with the Operating
budget and provide information about the estimated revenues by fund type
and the budgeted appropriations by program. It is followed by a discussion
of the staffing levels anticipated for the City for the 2000-01 fiscal year. The
second section of the report provides a summary of the Capital
Improvement Program with a brief description of notable projects. This
section also addresses debt management including a schedule of the outstanding bond
issues.
Licenses and permits account for $2.9 million of the General fund revenues and include
building permits and other development related permits. Charges for services are
estimated to be $5.9 million, and include fees for engineering, planning, building,
recreation, and ambulance services. This is a slight decrease from last year and is due
to the expected leveling off of residential development in the City from the peak years of
1999 and 2000.
Other revenue sources include charges collected from other departments, fines and
forfeitures, and miscellaneous revenues. Those sources total $3.4 million, or 5%, of the
General fund revenue. Income from investments and property are estimated at $2.2
million, or 3%, of the total revenues.
Special Revenue Funds
Special Revenue fund revenues are estimated at $11.3 million for 2000-01. Funds
collected in the category of Special Revenue are legally restricted to specified purposes.
Examples of funding resources include donations, grants and special assessments. The
types of functions supported with Special Revenue funds include programs 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 Funds
Revenues from the Enterprise funds make up the second largest revenue group,
totaling $24.8 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 Funds
Internal Service fund revenues, projected to be $10.3 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 Liability, Health Insurance, Workers' Compensation, and Vehicle
Maintenance and Replacement.
Redevelopment Agency
Redevelopment Agency revenues, estimated at $1.9 million, come mainly from property
taxes collected within the redevelopment area. Carlsbad currently has one
redevelopment area although a second one is in the formation process. The original
area consists of 204 acres located in the downtown "Village Area" of the City. The
overall goal of the Village area redevelopment project is to create a pleasant, attractive,
accessible environment for living, shopping, recreation, civic, cultural and service
functions through the elimination of blighting influences, and through restoration and
new, private/public development forms which preserve and enhance the existing
character of the Village Area and surrounding community. The second redevelopment
area encompasses the land on which the Encina powerplant is located as well as
additional parcels south of the plant. It is anticipated that this area will be formed in July
2000. Funds collected within the redevelopment areas 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 $116.8 million which represents a $4.4
million decrease over the 1999-00 final budget. This decrease is mainly due to a $2.7
million decrease in transfers to capital projects, and $3.5 million for the purchase of the
Tyler Court apartments in 1999-00. The operating budget is categorized by major
service area (MSA). Five MSAs have been identified which represent the key
businesses of the City. These five areas are governed by the top executives of the City.
The following graph shows the operating budget for each of the MSAs.
2000-01 OPERATING EXPENDITURES
$116.8 MILLION
Policy & Admin Public Safety Comm. Dev. Comm. Serv. Public Works Non Dept. &
Leadership Services conting.
Total funding allocated for the Policy and Leadership Group for 2000-01 is $2.4 million.
This MSA encompasses all elected officials and the chief executive offices for the City.
These include the offices of City Council, City Manager, City Clerk, City Attorney, and
City Treasurer.
The Administrative Services MSA, with a budget of $12.9 million, includes finance,
records management, human resources, purchasing, information technology, health
insurance, risk management, and workers' compensation. These departments mainly
provide services to internal City departments. Two new positions have been added in
the budget, one in information technology and one in purchasing. Both of these
additions are the result of the relocation to Faraday.
Public Safety services are funded at $23.1 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 2000-01
budget includes 4 new positions in the police department based
upon the anticipated growth in the City. These positions will be
used in patrol, traffic, community services and vice narcotics.
Community Development, with a budget of $10.8 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 $11.5 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 2000-01 budget
includes increases for the first full year operation of the two
libraries, the addition of Sunday hours in both libraries, and
enhancements to recreation programs as a result of the increase in facility users.
The service area requiring the largest amount of funds is Public Works with a budget of
$42.1 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 $49.3 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, assessment services, transfers to other
funds and Council's contingency account. Included in the non-
departmental group this year is a $3 million transfer to an
infrastructure replacement fund. This program, created last year,
sets aside funds for the replacement of the City's base infrastructure. The contingency
account, which is available to Council for emergencies and unforeseen program needs
that arise during the year, is budgeted at $4.3 million. This is about the same as the
amount adopted in the 1999-00 budget. In total, the contingency account amounts to
6% of the General fund budget.
The operating budget also includes a $4.3 million transfer to the Capital Improvement
Program. The transfer is necessary to pay for various capital projects which are not
funded through any of the capital revenues. Some of these projects include relocating
the police firing range, development of a facilities maintenance program and various
improvements to the City's parks.
Staffing
The 2000-01 budget includes a total of 599.75 permanent positions (both full time and
%-time positions) and 144.03 part-time positions (in full-time equivalents). This is an
increase of 15.25 permanent positions and 7.18 part-time positions (in full-time
equivalents).
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 2000-01 totals
$49.3 million. Some of the notable capital projects included in the 2000-01 budget are
described below:
• Acquisition of the Alga Norte parkland in the southeast quadrant of the City
is planned for the 2000-01 fiscal year, with development of that site in the
years to follow. This 20-acre park may include ball fields, soccer fields, and
other recreational amenities; it is also shown in the CIP as the site where an
additional swimming pool will be constructed. Funding for the land
acquisition is $4.8 million from Park Fees.
• Leo Carrillo Park will receive an additional $3.6 million to complete the
construction of Phase 2, which will allow for public use of the park. This
phase includes construction of picnic facilities, landscaping, and restrooms.
• The South Carlsbad Village Storm Drain will extend from Oak Avenue to the
Agua Hedionda Lagoon along the easterly portion of the Northern San Diego
Railroad right-of-way and will control flooding and standing water along its
route. An additional appropriation of $2.7 million is included in the budget
from Gas Tax and Drainage fee revenue.
• Approximately $1.7 million from Sewer Connection fees will be used to make
next year's debt service payment and fund Carlsbad's share of next year's
costs for Phase 5 expansion of the sewer treatment plant.
• A recycled water system is being developed to serve the industrial park
area. Funding in the amount of $1.2 million will be appropriated from
recycled water revenues.
• Construction of several major street projects are included in the CIP and will
improve the flow of regional and local traffic throughout the City. Projects
which will receive appropriations in 2000-01 include Poinsettia Lane to El
Camino Real, and Rancho Santa Fe Road. Funding is also provided for
preliminary activities relating to the construction of College Boulevard and
Cannon Road east of El Camino Real. In addition, funding for the
reconstruction of many individual roads, particularly in the older sections of
the City, will help maintain the quality of our streets.
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.
The following table identifies the debt the City has issued, the outstanding principal, the
2000-2001 principal and interest payment and the scheduled year of payoff. Of the total
debt outstanding, only $ 5.6 million will be paid back with General fund monies.
City of Carlsbad
Debt Outstanding
Bond Name Fund
Outstanding 2000/01 Final
Original Principal Payment Payment
Bond Issue at 6/30/00 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
$ 6,595,000 $5,570,000 $748,655 2009
$7,400,000 $4,410,000 $1,227,650 2004
$11,080,000 $9,810,000 $942,026 2014
$15,495,000 $14,170,000 $1,042,771 2024
$40,570,000 $33,960,000 $3,961,102
1988 Palomar Airport Road
Assessment District
1997 Reassessment District
College & Alga
1997 Carlsbad Ranch
Assessment District
1998 Rancho Carrillo
Assessment District
Subtotals
Totals
Assessment District $5,133,940 $185,000 $124,969 2004
Assessment District $ 18,475,000 $ 14,040,000 $2,028,464 2012
Assessment District $10,175,438 $9,810,000 $778,098 2023
Assessment District $19,600,000 $19,600,000 $1,350,556 2028
$ 53,384,378 $43,635,000 $4,282,087
$93,954,378 $77,595,000 $8,243,189
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:
10
12
BUDGET SUMMARY
FISCAL YEAR 2000-01
PROJECTED
BALANCE ESTIMATED
PROGRAM AREA JULY 1,2000 REVENUES
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental & Contingencies
SUBTOTAL OPERATING $80,561,149 $122,633,595
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2000-01 $195,581,276 $42,898,637
1999-00 Continuing Appropriations
TOTAL OPERATING AND CAPITAL $276,142,425 $165,532,232
ADOPTED
BUDGET
$2,383,588
12,917,274
23,078,479
10,873,090
11,546,452
42,139,383
9,537,249
$112,475,515
$49,327,967
$161,803,482
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2001
(4,300,000)
($4,300,000) $86,419,229
$4,300,000 $193,451,946
(68,880,260)
$124,571,686
$0 $210,990,915
FISCAL YEAR 1999-00
BALANCE
PROGRAM AREA JULY 1 , 1 999
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental & Contingencies
SUBTOTAL OPERATING $76,886,296
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1999-00 $198,318,369
TOTAL OPERATING AND CAPITAL $275,204,665
ESTIMATED ESTIMATED
REVENUES EXPENDITURES
$2,309,339
11,783,978
22,346,572
14,338,685
9,457,207
39,320,813
5,045,484
$115,276,931 $104,602,078
$43,918,720 $53,655,813
$159,195,651 $158,257,891
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2000
(7,000,000)
($7,000,000) $80,561,149
$7,000,000 $195,581,276
$0 $276,142,425
13
PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01
MAJOR SERVICE AREA
(POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
[ADMINISTRATIVE SERVICES
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES & WORKERS COMP
(PUBLIC SAFETY
POLICE
FIRE
(COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
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 SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
BUDGET
AS OF
6/30/00
I
1
6.75
0.75
0
0
6
|
2
8
14
21
2
5
9
|
134
79.75
I
4.75
13
1
2
24
10
|
40.75
4
3
16
3
I
3
49
51.75
70
FINAL
BUDGET
2000-01
1
6
0.75
1
0
6
2
8
15
21
2
6
9
138
79.75
3.75
13
1
2
24
10
41.75
4
4
20
3
3
48.7
55.75
70.3
OVER
(UNDER)
1999-00
ALLOCATED
0
(0.75)
0
1
0
0
0
0
1
0
0
1
0
4
0
(1)
0
0
0
0
0
1
0
1
4
0
0
(0.30)
4.00
0.30
FULL AND 3/4 TIME LABOR FORCE 584.5 599.75 15.25
15
PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01 (continued)
SUMMARY OF REQUESTED LABOR
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
FORCE BY CATEGORY
1 999/00
580
4.5
136.85
721.35
2000/01
596
3.75
144.03
743.78
Difference
16
(0.75)
7.18
22.43
LIMITED TERM EMPLOYEES
INTERNS
Management Interns
Building Inspector Intern
CIS Intern
Planning Intern - front counter
TOTAL LIMITED TERM EMPLOYEES
1 999/00
2
1
0.5
1.5
5
2000/01
2
2
0.5
1
5.5
Difference
0
1
0
(0.50)
0.5
16
BUDGET PROCESS
City of Carlsbad
2000 Strategic Goals
• Ensure the effective and efficient delivery
of top-quality services to our Community.
• Develop and implement proactive
strategies to ensure the financial health
of the Community and the City.
• Integrate a comprehensive, efficient
transportation system with "quality-of-
life" centered land use decisions.
• Enhance educational opportunities for all
segments of the Community.
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the City
Council's five-year vision
statements. These statements
are shown on the first page of
this budget document.
Through the vision statements,
Council continually defines
and clarifies their vision of
Carlsbad. The strategic goals
for the City are developed
next. The goals further define
the methods used to achieve
the vision and call out areas in
which Council would like to
place special emphasis during
the year. Once these are
developed, staff develops
operational goals based on
Council's direction. These
operational goals are the basis
for the development of the
operating budget.
Carlsbad's operating budget allocates the revenues generated through taxes, fees and other
charges to the various programs and services provided by the City to the community. The
operating budget is a tool that guides the achievement of Council's vision and goals for the City.
It allocates the resources and sets the priorities for all of the programs offered by the City.
Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work and
play.
17
BUDGET AWARDS
</California Society of
^Municipal Jinance Officers
Certificate of Award
Excellence in Operational Budgeting 1999-2000
^
Presented to
City of Carlsbad
mnd n&ecu ma ottttnndinf budgrr
February 28, 2000
Dedicated to Excellence in Municipal Financial Management
California Society of
^Municipal finance Officers
Certificate of Award
Excellence in Public Communication Budgeting
1999-2000
Presented to
City of Carlsbad
Tbu ogmficBir ncofautm in Op J Bvdgm
timugb which the budget it
m highly pm&mmionml budgvt
February 28, 2000
Ctt*.t <tni|«fi
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 operational budgeting and public communication budgeting for Fiscal
Year 1999-00. 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.
19
The City of Carlsbad believes that its Fiscal Year 2000-01 budget continues to meet the high
standards of the CSMFO program.
20
o
-Orn
O
usCOO
Operating Budget Summary
PoHcy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
2000-01 OPERATING BUDGET OVERVIEW
The Operating budget for fiscal year 2000-01 totals $116.8 million with revenues for the year
estimated at $122.6 million. General fund revenues are estimated at $74.3 million and
budgeted expenditures are $71.5 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 1999-
00, as well as those estimated for 2000-01.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
1999-00
$69.4
10.4
23.5
9.5
2.5
$115.3
ESTIMATED
2000-01
$74.3
11.3
24.8
10.2
2.0
$122.6
DIFFERENCE
$4.9
0.9
1.3
0.7
-0.5
$7.3
PERCENT
CHANGE
7.1%
8.7%
5.5%
7.4%
-20.0%
6.3%
Revenue estimates for the Operating budget indicate that the City will receive a total of $122.6
million, a $7.3 million increase over the current year projections. The majority of the increase is
in the General fund and Enterprise funds due to the hearty economy and new construction
throughout the City. 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 they fund basic City services such as police, fire, library, street and
park maintenance and recreation programs. The table below shows a summarized outlook for
the major General fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
REVENUE TYPE
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
VEHICLE LICENSE FEES
DEVELOPMENT RELATED REV.
ALL OTHER REVENUE
TOTAL
PROJECTED
1999-00
$16.9
19.0
7.9
3.6
6.6
15.4
$69.4
ESTIMATED
2000-01
$20.3
20.5
8.8
3.8
5.9
15.0
$74.3
DIFFERENCE
$3.4
1.5
0.9
0.2
-0.7
-0.4
$4.9
PERCENT
CHANGE
20.1%
7.9%
11.4%
5.6%
-10.6%
-2.6%
7.1%
21
This year it is expected that property taxes will grow S25 _»__ property tax
to $20.3 million, just slightly less than the projected «2°
sales taxes. Not too many years ago, property taxes $15
were the primary source of revenue to the City's $10
General fund. However, as the City developed and $5
more commercial development occurred, the growth $o
in the sales tax base greatly outpaced the growth of 1992 1994 1996 1993 2000
property taxes.
This was due, in large part, to Proposition 13. Proposition 13, adopted by the State in 1978,
limits the growth in assessed values (and thus property taxes) to no more than 2% per year.
The value upon which the tax is based is only increased to the full market value upon the sale
of the property. Thus, property taxes tend to grow slowly unless there is a significant amount of
resale activity. One other significant event that held back property tax growth occurred during
the recession in the early 1990's. The State of California took approximately $2.5 million of
Carlsbad property taxes in order to backfill its loss of revenue during the tough economic times.
So far, the State has not returned these funds to Carlsbad or any other city.
In more recent years, we have seen robust growth in property taxes due to new developments
and the large number of resales within the City, spurring revaluation of the parcels. The sale of
the Encina power plant, located along the shore in Carlsbad, is another factor contributing to
the significant jump in property taxes in the upcoming year. With the deregulation of the power
industry, San Diego Gas and Electric sold the electrical generating plant to Cabrillo Power in
March 2000. Since the plant was previously considered Public Utility property, it was assessed
a unitary tax of which the City received a very small share. Now that it is privately owned, it will
be locally assessed and taxed giving the City an estimated $250,000 more in property taxes.
The final assessed value for the plant has not yet been determined, so the amount of taxes the
City eventually receives may vary from the estimate.
Sales taxes are expected to total $20.5 million for 2000-01, an increase of 7.9%, or $1.5
million, over the 1999-00 projections. These projections assume a base increase of 5.2% plus
additional amounts for new retail sites locating to the City. The City's sales tax base is heavily
dependent on new car sales. Thirty-one percent of the sales taxes received come from this
source. New car sales throughout California have been very strong during the past several
years. The projections assume that this trend will continue although at a slightly slower pace.
The expansion of Carlsbad Company Stores, an upscale outlet mall, as well as other new
restaurants and smaller retail sites, are also expected to help keep Carlsbad's sales tax growth
strong in the upcoming year.
Sales tax estimates also include approximately $550,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be deposited to State and Local public safety trust funds and allocated
to local agencies to fund public safety services.
The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $8.8 million for 2000-01; an increase of 11.4% over 1999-
00 estimates. The robust economy and increasing levels of personal income
have boosted tourism in Carlsbad, as in most of California. These projections
reflect an increase of 5% in the total taxes received from our current hotels
with additional amounts added for two new hotels expected to open in 2000-
2001. The addition of these two new facilities will bring the total rooms available in Carlsbad to
over 3,100.
22
Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles on all
registered vehicles in the State of California. They are divided among cities and counties and
disbursed to cities mainly on the basis of population. In the past years, the State gave a tax cut
to the citizens of California by reducing the VLF rate from 2% to 1.65%. This rate is expected
to be further reduced if the California economy remains strong. At this time, the State is
reimbursing Local governments (including cities) for the loss of this revenue, so there is no
negative effect on the City's revenue stream. However, if another recession was to occur, this
situation could change resulting in a loss of some or all of this revenue source. VLF collected
by the City has risen in the past three years at the rate of about 10% per year climbing from
$2.9 million in fiscal year 1998 to an estimated $3.6 million in fiscal year 2000. Much of the
growth has been due to the increasing population in Carlsbad although total VLF collected by
the State has also been growing. The City's projected VLF anticipates growth mainly due to
population increases.
Development-related revenues include planning, engineering and building
permits and fees paid by developers to cover the cost of reviewing and
monitoring development activities such as plan checks and inspections. These
revenues are difficult to predict as many of the planning and engineering
activities happen months or years before any structures are actually built.
These revenues increased coming out of the recession as development in the City picked up
and housing demand grew. The City is continuing to issue a significant number of building
permits; however, the fees for planning and engineering services have dropped off. Based on
the Citywide growth projections shown in the Capital Improvement Program section of this
document, a 10% decrease in permits issued is expected for the 2000-01 fiscal year. This
indicates a decline in the pace of development to a more sustainable rate.
All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees,
recreation fees, and other charges and fees. The estimate for fiscal year 2000-01 totals $15
million; a slight decrease from fiscal year 1999-00. Franchise taxes are expected to bring in
$2.6 million for 2000-01; an increase of 4%, as a result of population increases, rate increases
and the sale of the Encina Power Plant. Business license taxes are closely tied to the health of
the economy and show an estimated 5% growth rate for 2000-01. A $500,000 drop in other
revenue offsets these increases. Other revenue in 1999-00 contained several unusual receipts
that are not expected in the next year.
Overall, the General fund revenues are expected to grow by 7% in the upcoming year, a slightly
lower rate than in the past three years. The past three years have seen revenue growth
between 9 and 13%. Much of this was due to the opening of new hotels and retail outlets,
which provided a large boost to the total revenue picture. Property taxes have also finally
caught up to the market after the numerous reassessments in past years. Next year, there are
fewer new sources of revenue on the horizon resulting in a slightly lower rate of growth.
23
Other Funds
Revenues from Special Revenue funds are expected to total $11.3 million; an increase of
$900,000 from 1999-00. The types of services supported within Special Revenue funds include
programs funded by specific revenue streams such as grants (Section 8 Housing Assistance,
Community Development Block Grants), donations, special fees and assessments (Housing
Trust fund, Maintenance Assessment districts).
Special Revenue Fund
Revenue
FY 2000-01
All
Other
9%
Maintenance
Assessment Districts
17%
Section 8
27%
Infrastructure
Replacement
28%
Housing Trust
13%
Most of the increase in Special Revenue funds is due to a $1 million increase in the money
being set-aside for the Infrastructure Replacement fund. Council created this fund last year to
provide funding for the repair and replacement of the base infrastructure of the City. This
includes everything from streets and sidewalks to public buildings. Our City is relatively new, so
we have not yet experienced the significant costs of replacing our infrastructure as it ages. We
are just beginning to see major repairs needed on some of our older roads. Staff is developing
a method by which the City will be able to calculate the appropriate amount of funding needed
each year for this program. Until an amount can be determined, it is recommended that the
program funding increase to $3 million. This is equal to 4% of the General fund revenues. The
Infrastructure Replacement fund will give the Council the financial ability to deal with the
significant expenses of replacing the City's base infrastructure, as needed.
Other significant changes occurred in the Citizen's Option for Public Safety (COPS). The COPS
grant provides supplemental funding for local law enforcement. This program requires annual
appropriations that usually occur in the middle of the fiscal year. 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. There are sufficient revenues available from the current grants to
continue the program into 2000-01.
Enterprise fund revenues for 2000-01 are projected at $24.8 million; up 5.5%, or approximately
$1.3 million. Enterprise funds are similar to a business in that rates are charged to support the
operations that supply the service. Carlsbad Enterprises include the water and sanitation
services, solid waste management, and the Carlsbad Golf Course. The water, recycled water
and sanitation operating funds all project increasing revenues for the upcoming year. The
increase is due mainly to population growth throughout the City. No change in the rate
structures is anticipated for next fiscal year.
Operating revenues to the Golf Course Enterprise fund of $600,000 represent the transfer of
funds from the General fund to pay for maintenance of the land for the future municipal golf
course. More information about the golf course can be found in the Capital Improvement
Program in the last section of this document.
Internal Service funds show estimated revenues of $10.3 million for 2000-01; an increase of
$800,000, or 8%, over 1999-00 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 Technology and Vehicle
Maintenance and Replacement. Departments pay for services provided by these funds, thus
the rates charged for the services are based on the cost to provide the service. The goal of the
Internal Service funds is to match their budgeted expenses with charges to the departments
after allowing for a certain level of reserves within the fund. Explanations for the changes in
these funds can be found in the next section of this letter titled "Expenditures."
Redevelopment revenues are expected to total $2 million in the upcoming year. Property tax
increment is the main source of income to the redevelopment agency. During the recession of
the early 1990's, some properties were revalued causing the assessed values, and thus taxes,
to decline. Since then, growth in the assessed value has been relatively minor until this past
year. For 1999-00, assessed values in the redevelopment area increased by 10 percent.
Projections for next year show a 7% increase reflecting the continued recovery of value in this
area. Despite the property tax increases, total revenues to the Redevelopment funds are
expected to decline from 1999-00 levels by $500,000. The decrease is mainly due to a one-
time transfer from the General fund in 1999-00 of over $500,000 for the purchase of the Tyler
Court Apartments, an affordable housing complex.
EXPENDITURES
The City's operating budget for 2000-01 totals $116.8 million, which
represents a decrease of $4.4 million, or 3.6%, from the current 1999-00
budget. In addition to a decrease of $2.7 million in transfers to capital
projects, and $3.5 million for the purchase of the Tyler Court Apartments in
1999-00, there are a number of changes within the programs found in each
of the funds. These will be discussed later in this document.
Budgetary Policies
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 1999-00, adjusted for approved salary increases and revised
charges from Internal Service funds.
Departments were also 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 the year 2000.
The budget reflects the following organizational and structural changes, which will continue to
contribute to the overall effectiveness of the organization:
• With the opening of the new Faraday Center in January 2000, staff from utility engineering
and utility billing relocated to this facility from the water district facility. Since they were no
longer performing tasks solely related to water and sewer operations, their budgets were
absorbed by the Engineering and Finance departments. The 2000-01 budget for Finance
and Engineering includes these transferred utility costs. The costs are allocated to the
water and sewer budgets in the form of a charge back, which is reflected in the 2000-01
budget.
25
• The Records Management Program was created in December, 1999. Salaries and costs
related to this program were transferred out of the City Clerk's budget. The Clerk's budget
now includes only the elected City Clerk salary and costs specifically related to the Clerk's
duties.
• A separate cost center for the Public Information Officer has been created and these costs
have been transferred from the City Manager's budget to allow us to better identify the
specific costs associated with providing this type of service.
Operating Budget
Through the application of these guidelines and policies, the 2000-01 operating budget of
$116.8 million was developed. The budget includes funds to enhance the services already
being provided to the community as well as the addition of several new programs. The
majority of the new programs and increases in services are the result of new facilities,
continued focus on public safety and technology, and enhancement of community services.
The 2000-01 operating budget includes 15.25 new full and three-quarter time employees; an
increase of 3%. The net increase in hourly staff totals approximately 7.7 full-time equivalents
(FTE) with most of these going to operating the new library and maintaining service at the Cole
Library. These additions, along with a net decrease of two full-time employees during the 1999-
00 fiscal year due to reorganizations, will bring the total City workforce to 599.75 full and three-
quarter time employees and 143.28 hourly FTE. These and other changes are addressed in
more detail as follows.
New City Facilities
In January 2000, the City consolidated several of its offices into one building located on
Faraday Avenue. This building provides a single location in which to serve the community.
Staff from the Public Works, Community Development and Administrative Services areas are
located at this facility. This has not only allowed us to provide better customer service, but it
has also made it easier for City staff to work together. With a new building come unanticipated
needs. One is in the area of storeroom operations. The storeroom is now the receiving point
for all departments located at Faraday, and the storeroom staff must spend more time
distributing received items throughout the building. The operating budget proposes the
conversion of a part-time storekeeper to full-time in order to meet this increased demand.
In the past, the Information Systems department has been able to share clerical staff with the
Clerk's Office (housed at City Hall). Over the last couple of years, the Information Systems
staff has grown from five to fourteen employees. Now with the department's relocation to
Faraday, additional clerical support has become critical. The operating budget proposes the
addition of an administrative secretary position in Information Systems to help meet this need.
With the opening of the new library and the Faraday facility this past year,
the total City building space has grown by over 130,000 square feet. As a
result, facilities maintenance has experienced a large increase in the
number of service requests and work orders. In order to keep up with the
.maintenance of these new facilities and preserve their attractiveness, the
budget proposes the addition of two building maintenance workers and one
custodian. The custodian will work between Faraday and the two libraries
assisting on-site custodians in addressing minor maintenance problems, routine building
maintenance as well as assisting others in setting up rooms for City functions.
26
Public Safety
Public safety has always been a top Council priority. There are four new positions included in
the budget this year to continue Council's focus on public safety. These positions include two
new patrol officers, a vice narcotics investigator, police lieutenant, and a part-time juvenile
justice program assistant. As the population of our City continues to grow, the need to increase
the Public Safety staff is required to maintain the current level of safety services. The patrol
officers are needed as a result of the increase in population. The additional vice narcotics
investigator will allow the unit to address many of the vice functions that are now placed as a
low priority because of the higher priority narcotics cases. Even though case load has
increased, there have been no positions added to this unit since 1988. The police lieutenant
position is for the traffic and community services divisions. Traffic continues to be a high priority
and community services is a highly visible service. This position would allow better
management of these areas. The part-time juvenile justice program assistant would allow the
program coordinator to handle the increased demand for juvenile justice services.
Another new program for the Police department is the Less-than-Lethal Program. There is an
increasing public expectation that officers have a variety of options when
faced with a situation where less-than-lethal tools can be deployed. This
program includes converting half of the current shotguns in patrol vehicles
to less-than-lethal beanbag shotguns, the purchase of rifles to replace the
shotguns that are being converted, and one "web shot" gun (a gun that
shoots a body-encompassing net) along with the necessary cartridges. The
addition of a variety of less-than-lethal tools can positively impact the public
trust and confidence in local government and provide an enhanced level of service to the
citizens. The cost of this program is $22,600, and will be paid using forfeited funds received as
a result of the department's narcotics enforcement efforts.
Community Services
The City's population is growing at about 5% per year. As the City continues to grow, the
makeup of the citizens is changing. Carlsbad is not a retirement community, as it was once
believed. We are now seeing an influx of families with children moving into the City, especially
in the southern part of the City, where most of the growth is occurring. This continued growth
puts an increased demand on community services.
Last year, the new library in the southern part of the City opened and the Cole Library in the
northern part of the City was remodeled. This next year will be the first full year of operations for
the two libraries. The Library's 2000-01 budget includes an increase of one full-time position
and five hourly FTE positions to meet the demand for services from the two libraries. These
positions were included in the original plan that went to Council in the 1997-98 budget. In
addition, the public continues to request Sunday hours for the libraries. In response to this
request, the 2000-01 budget includes 5.4 hourly full-time equivalents, so the City can offer
Sunday operating hours from 1:OOPM - 5:OOPM at both libraries.
Over the last three years, the Calavera, Stagecoach and
Harding Community Centers have experienced increases in
facility users. In order to keep up with this increase in demand,
part-time staff has been utilized. Two thirds of the recreation
staff are part-time. Due to their need for constant supervision,
the use of part-time personnel is not always as effective
because during the peak use times there is no full-time staff available to supervise these
employees. The budget includes the addition of three full-time recreation specialist positions to
replace part-time positions and provide adequate coverage and supervision at each of the
community centers.
27
The budget also includes additional full-time and part-time salaries for the Stay 'N' Play, Kidz
Camp and Youth Special Event Programs. Next year staff plans to offer the Stay 'N' Play
Program at Magnolia Elementary School and an additional week of Kidz Camp during the
summer. With the increase in these programs, the need for additional full-time staff is
necessary to provide adequate supervision. One recreation specialist position is included in the
budget for these Youth Special Event Programs.
In addition to the program areas in Recreation, the administration and park planning area
budgets include additional staff including the conversion of a part-time clerical position to full-
time and a part-time park planning assistant. Turnover in the clerical position has been
enormous. Hiring a full-time position will create consistency and provide the administrative
secretary with assistance in meeting the increasing workloads of the department. The park
planning assistant will assist the park development coordinator in completing the workload
associated with the new park development projects required by the Growth Management Plan.
Technology
The City continues to enhance its use of technology. This year's budget includes $20,000 for
software and consulting services that will enable citizens to access specific City data contained
in the Geographic Information System (GIS). Once developed, this will become part of the
City's web site.
Three engineering technicians using several hardware-intensive computer programs perform
the AutoCAD support provided by the Engineering Department. These
programs not only interface with the GIS system, but will also be used to
develop the Maintenance Management Program. The current computers
and plotter are several years old and are not optimized for running the
software and operating systems used by the City's GIS department. The
budget includes $67,050 to purchase four workstations, a plotter and the
related AutoCAD and ArcView software upgrades and licenses.
Staff would also like to continue to expand the opportunities for internships within the City in the
next fiscal year by adding an additional building intern. This program was created in last year's
budget and has proven to be very successful. The building intern is recruited from the City's
current employees. This position gives the building department additional staff, without adding
a permanent position, when the demand for department services is high. This program
provides a pool of trained individuals to fill vacancies as they occur. The internships are typically
for a six-month time period.
Other changes in the operating budget include increasing the three-quarter time office specialist
position in the City Manager's Office to full-time, and $39,000 in funding for the "Experience
Carlsbad" employee orientation program.
Budget by Fund Type
From the discussion above, it can be seen that although the total dollars in the budget are not
changing significantly from the previous year, there are major changes in the programs. The
discussion below of budgeted expenditures by fund and program will provide more information
about the changes occurring in the budget.
28
BUDGET EXPENDITURE SUMMARY
(in Millions of Dollars)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
1999-00
73.3
8.6
23.5
l'i.5
4.2
121.1
BUDGET
2000-01
71.5
7.3
24.9
11.3
1.6
116.6
DIFFERENCE
-1.8
-1.3
1.4
-0.2
-2.6
-4.5
PERCENT
CHANGE
-2.5%
-15.0%
6.0%
-1J%
-61T9%
-3.7%
General Fund
The General fund contains most of the discretionary revenues that finance the basic core of
City services. However, this should not diminish the importance of the other operating funds,
as they also contribute to the array of services available within Carlsbad.
Total budget for the General fund is $71.5 million, which is 2.5% less than the current budget of
$73.3 million. The Council Contingency Account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4.3 million, or 6%, of the 2000-01
General fund budget. This is the same percent used last year in determining the contingency
account.
GENERAL FUND
BY MAJOR SERVICE AREA
(In Millions)
MSA
POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
TOTAL
BUDGET
1999-00
$2.4
5.9
22.1
5.5
9.4
13.5
12.1
2.4
$73.3
BUDGET
2000-01
$2.4
4.7
22.8
5.1
10.8
12.0
9.5
4.3
$71.6
DIFFERENCE
$0.0
-1.2
0.7
-0.4
1.4
-1.5
-2.6
1.9
-$1.7
PERCENT
CHANGE
0.0%
-20.3%
3.2%
-7.3%
14.9%
-11.1%
-21.5%
79.2%
-2.3%
There are several reasons for the changes in the General fund budget compared to the 1999-
00 budget, despite the increases in staffing and programs that were previously discussed. A
comparison by Major Service Area (MSA) is discussed below.
• The Policy/Leadership Group includes all elected officials and the City
Manager's Office. Although there was no change in the total appropriations
requested, there was a change in the make-up of this group. As mentioned
earlier, the Records Management Program was created in December 1999
and salaries and costs related to this program were transferred out of the
City Clerk's budget. The Clerk's budget now includes only the elected City
Clerk salary and costs specifically related to the Clerk's duties. This decrease was offset
mainly by an increase in the Public Information budget to allow more outreach to the
citizens about City events. 29
• Administrative Services decreased due to a one-time appropriation included in the 1999-00
budget for the records management system. Last year, Council approved the funding of a
Citywide Records Management Program which will provide quick access to documents and
maps stored in electronic form for use by staff and citizens. The total appropriated in 1999-
00 was $1.3 million. Ongoing costs are approximately $550,000 per year for the staff
support to run the system.
• The growth in Public Safety is due mainly to a 5.4% increase in the Police budget as a
result of the four new positions in the 2000-01 budget.
In the Community Development area, the $400,000 decrease is attributable to several
things: the transfer of an office specialist position to Finance with the opening of the
Faraday Center, less costs for software implementation in Geographic Information System
and fewer special studies than the previous year.
The increases in Community Services are for the first full year of operation of the two
libraries, the addition of Sunday hours at the libraries, and enhancements to recreation
programs, as previously explained.
Public Works shows a decrease of $1.5 million in their budget compared to the previous
year. Approximately $400,000 of this decrease is due to budgeted special studies paid by
developers, which are not recurring in 2000-01. Other decreases are due to the $790,000
lump sum payment to PERS for early retirements taken in 1999-00 and reorganization of
personnel in the Public Works divisions.
Non-departmental expenses include payments for debt service, transfers to other funds,
and administrative and other expenses not associated with any one
department. The largest decrease is a $2.7 million decrease in the
amount transferred to capital projects. These funds vary from year-to-
year based on the funding needs for the Capital Improvement
Program. Offsetting this is a $1 million increase in the transfer to the
Infrastructure Replacement fund discussed in the revenue section of this report. The for
the non-department costs are detailed at the end of the Administrative Services area in the
Program Detail section of the budget document.
Capital outlay expenses totaling approximately $652,000 have been included in the General
fund budget.
Changes In Other Funds
Special Revenue funds, at $6.9 million, show a decrease in anticipated spending of
approximately $1.6 million, or 18.6%. The largest decrease is the Housing Trust fund and is
due to a $1 million expenditure in 1999-00 for the purchase of the Tyler Court Apartments. In
addition, no appropriations for the Law Enforcement Block Grant are shown in the 2000-01
budget, as these funds will be appropriated when the grant is received. The 1999-00 budget for
these funds is $142,000. There is also a $643,000 decrease in the Community Development
Block Grant Program compared to the previous year. This represents the appropriations that
were carried from the previous year. The funding for this program has remained relatively
steady at approximately $600,000 to $700,000 per year. The Buena Vista Channel
maintenance budget has been increased by $280,000 for the dredging of the channel in 2000-
01.
30
Enterprise funds total $24.9 million, which is an increase of $1.4 million, or
6%. Water purchases have increased by $500,000 and depreciation by
$200,000 in the potable water and recycled water budgets. Other increases
and decreases in the Enterprise funds are due to the reallocation of Public
Works staff.
The Internal Service funds budgets decreased in total by $236,000 The
Internal Service funds are self-supporting through user charges. The costs of the services are
charged back to departments using them. The Information Technology budget increased due
to an additional $430,000 budgeted to fund the annual cost of replacing personal computers
and the phone system Citywide as they become obsolete. This cost was previously budgeted
in the Capital Improvement Program. A decrease of $500,000 for the Vehicle Replacement
budget as there are less vehicles due for replacement next year. A list of the requested vehicle
replacements can be found at the end of this document. Included in the 2000-01 budget for
Risk Management services is a transfer back to the General and other funds of $1 million, as
the fund has greater reserves than necessary at this time. Expenses for General Liability
claims have been less than expected causing a surplus to develop in the fund over the past
several years.
The Redevelopment Agency budgets have decreased for 2000-01 by a total of $2.6 million,
due to the purchase of the Tyler Court Apartments in 1999-00. Other than this item, the budget
request is approximately the same as in the previous year.
SUMMARY
The City of Carlsbad continues to experience solid economic growth. 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 resources, which will allow the City
to maintain the quality of life in Carlsbad. Strong growth
continues in all of the City's base revenues: property
taxes, sales taxes and transient occupancy taxes (TOT).
The increased job opportunities from the development of
the industrial and commercial areas is creating a higher
demand for housing which is increasing property taxes. The opening and expansion of the
Carlsbad Company Stores and Legoland, as well as other hotels and motels, continues to
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.
This year's budget reflects the anticipated achievement of Council's vision and goals for the
City. It allocates the available funding in a manner which proactively plans for the future. This
plan will insure top quality services are provided to all who live, work and play in Carlsbad.
31
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
SPECIAL REVENUE
INFRASTRUCTURE REPLACEMENT
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSAI
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
CARLSBAD COMMUNITY CONTRIB.
ARTS GENERAL DONATIONS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL
TOTAL OPERATING FUNDS
UNRESERVED
BALANCE ESTIMATED
JULY 1, 1999 REVENUES
39,220,617 69,403,000
0 2,068,000
460,650 70,000
152,546 184,318
142,051 5,000
153,154 2,762,935
6,867,034 1,605,000
0 61,500
102,361 168,000
23,360 93,000
707,079 609,200
163,760 455,500
1,087,774 790,800
724,241 38,029
82,584 155,320
158,490 139,680
54,922 25,500
0 220,000
101,592 126,000
4,205 703,000
1,019,550 52,000
57,402 33,500
12,062,755 10,366,282
6,032,828 15,732,000
693,225 1,199,500
3,506,367 5,235,000
2,341,531 763,900
20,000 600,000
12,593,951 23,530,400
1,221,944 651,000
3,057,045 902,400
(27,396) 2,472,000
243,185 1,702,000
4,580,136 1,327,700
1,123,242 2,477,000
10,198,156 9,532,100
300,927 194,500
957,761 1,819,949
1,552,129 430,700
2,810,817 2,445,149
$76,886,296 $115,276,931
PROJECTED
ESTIMATED FUND BALANCE
EXPENDITURES TRANSFERS JUNE 30, 2000
67,490,530
0
165,000
125,000
1 20,000
2,770,000
1,274,939
45,000
5,000
38,000
463,304
398,891
701,615
9,266
154,150
212,744
26,875
194,805
100,496
700,000
33,050
16,000
7,554,135
16,100,000
1,335,000
5,200,000
205,000
370,000
23,210,000
903,644
605,113
2,456,000
1,239,206
1,216,000
2,738,325
9,158,288
435,407
2,030,923
1,722,795
4,189,125
$111,602,078
41,133,087
2,068,000
365,650
211,864
27,051
146,089
7,197,095
16,500
265,361
78,360
852,975
220,369
1,176,959
753,004
83,754
85,426
53,547
25,195
127,096
7,205
1,038,500
74,902
14,874,902
5,664,828
557,725
3,541,367
2,900,431
250,000
12,914,351
969,300
3,354,332
(11,396)
705,979
4,691,836
861,917
10,571,968
250,000 310,020
(250,000) 496,787
260,034
1,066,841
$0 $80,561,149
J2
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
SPECIAL REVENUE
INFRASTRUCTURE REPLACEMENT
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
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
CARLSBAD COMMUNITY CONTRIB.
ARTS GENERAL DONATIONS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
PROJECTED
BALANCE ESTIMATED
JULY 1, 2000 REVENUES
41,133,087 74,258,000
2,068,000 3,150,000
365,650 35,000
211,864 5,000
27,051 98,923
146,089 3,045,900
7,197,095 1,500,000
16,500 55,500
265,361 13,000
78,360 40,000
852,975 622,500
220,369 472,200
1,176,959 783,500
753,004 39,029
83,754 143,000
85,426 135,000
53,547 28,000
25,195 215,000
127,096 106,000
7,205 717,504
1,038,500 56,000
74,902 34,000
14,874,902 11,295,056
5,664,828 16,834,000
557.725 1,329,700
3,541,367 5,322,500
2,900,431 741,000
250,000 600,000
12,914,351 24,827,200
969,300 636,000
3,354,332 887,400
111,3961 2,475,000
705,979 1,533,655
4,691,836 1,497,622
861,917 3,255,662
10,571,968 10,285,339
310,020 190,000
496,787 1,410,000
260,034 368,000
1,066,841 1,968,000
$80,561,149 $122,633,595
ESTIMATED FUND
EXPENDITURES TRANSFERS
71,591,390 1,000,000
0
22,600
176,960
0
3,141,395
238,875
50,000
10,000
60,000
589,139
527,039
757,524
292,866
168,000
159,000
26,915
195,934
100,000
717,504
60,000
0
7,293,751
16,717,953
1,606,004
6,080,238
167,918
380,000
24,952,113
921,347
1,203,842 (1,000,000)
2,551,301
1,534,605
1,518,523
3,563,727
11,293,345
440,961 280,000
1,082,000 (280,000)
121,955
1,644,916
$116,775,515 $0
PROJECTED
BALANCE
JUNE 30, 2001
44,799,697
5,218,000
378,050
39,904
125,974
50,594
8,458,220
22,000
268,361
58,360
886,336
165,530
1,202,935
499,167
58,754
61,426
54,632
44,261
133,096
7,205
1,034,500
108,902
18,876,207
5,780,875
281,421
2,783,629
3,473,513
470,000
12,789,438
683,953
2,037,890
(87,697)
705,029
4,670,935
553,852
8,563,962
339,059
544,787
506,079
1,389,925
$86,419,229
33
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
1998-99
514,196,095
17,129.474
7,010,249
1,954,185
1,737,850
1,080,646
43,108,499
3,264,818
616,093
3,880,911
2,524,063
1,302,623
3,826,686
853,255
1,656,345
1,700,756
858,112
1,034,345
483,625
6,586,438
804,258
1,992,453
1,933,820
1,190,009
63,323,074
PROJECTED
REVENUE
1999-00
$16,900,000
18,955,000
7,900,000
2,545,000
1,829,000
1,100,000
49,229,000
3,600,000
1 ,049,000
4,649.000
2,180.000
1,027,000
3,207,000
500.000
1,485,000
1,400.000
1,000.000
1,117.000
550,000
6,052,000
816,000
2,350,000
2,100,000
1 ,000,000
69,403,000
ESTIMATED
REVENUE
2000-01
$20,291,000
20,475,000
8,795,000
2,642,000
1,924,000
990,000
55,117,000
3,777,000
888,000
4,665,000
1.962,000
924,000
2,886,000
450,000
1,337,000
1,260,000
1,160,000
1,151,000
567,000
5,925,000
840,000
2,225,000
2,100,000
500,000
74,258,000
AS %
OF FY 99-00
PROJECTED
20.1%
8.0%
11.3%
3.8%
5.2%
-10.0%
12.0%
4.9%
-15.4%
0.3%
-10.0%
-10.0%
-10.0%
-10.0%
-10.0%
-10.0%
16.0%
3.0%
3.1%
-2.1%
2.9%
-5.3%
0.0%
-50.0%
7.0%
DIFFERENCE
1999-00 TO
2000-01
3,391,000
1,520,000
895,000
97,000
95,000
(110,0001
5,888,000
177,000
(161,000)
16,000
(218,000)
(103,000)
1321,000)
(50,000)
1148,0001
(140,000)
160,000
34,000
17,000
(127,0001
24,000
(125,000)
0
(500,0001
4,855,000
34
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
[SPECIAL REVENUE FUNDS
INFRASTRUCTURE REPLACEMENT
INTEREST
TRANSFER FROM GENERAL FUND
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
OTHER
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
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 ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
ACTUAL PROJECTED
REVENUE REVENUE
1998-99 1999-00
0 68,000
0 2,000,000
0 2,068,000
131,697 47,000
21,474 23,000
0 0
153.171 70,000
166,728 172,318
10,021 12,000
176,749 184,318
88,708 0
3,352 5,000
92,060 5,000
10,733 7,000
2,691,549 2,750,000
39,329 5,935
2,741,611 2,762,935
381,075 345,000
2,665,438 1,250,000
6.326 10,000
3,052,839 1,605,000
360 500
65,096 61,000
65,456 61,500
2.361 10,500
100,000 157,500
102,361 168,000
ESTIMATED
REVENUE
2000-01
1 50.000
3,000,000
3,150,000
20,000
1 5,000
0
35,000
0
5,000
5,000
95,923
3,000
98,923
10,000
3,035,900
0
3,045,900
250,000
1,250,000
0
1,500,000
500
55,000
55,500
1 3,000
0
13,000
AS %
OF FY 99-00
PROJECTED
120.6%
50.0%
52.3%
-57.5%
-34.8%
0.0%
-50.0%
-100.0%
-58.3%
-97.3%
0.0%
•40.0%
1878.5%
42.9%
10.4%
•100.0%
10.2%
•27.5%
0.0%
-100.0%
-6.5%
0.0%
-9.8%
•9.8%
23.8%
-100.0%
-92.3%
DIFFERENCE
1999-00 TO
2000-01
82,000
1 ,000,000
1,082,000
(27,000)
(8,0001
0
(35,0001
(172,3181
(7,0001
(179,318)
95,923
(2,000)
93,923
3,000
285,900
(5,935)
282,965
(95,000)
0
(10,000)
(105,000)
0
(6,000)
(6,000)
2,500
(157,500)
(155,000)
35
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
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 (PLFI
INTEREST
GRANTS
TOTAL
ACTUAL
REVENUE
1998-99
3,562
1,082
4,644
32,943
46,636
461,605
70,000
611,184
6,290
390,326
44,928
441 ,544
48,602
53,500
583,939
85,902
771,943
29,701
99,520
129,221
3,191
206,891
210,082
5,140
86,610
91,750
PROJECTED
REVENUE
1999-00
90,000
3,000
93,000
39,000
45,500
454,700
70,000
609,200
7,500
406,500
41,500
455,500
60,000
53,500
604,300
73,000
790,800
38,000
29
38,029
3,700
151,620
155,320
5,400
134,280
139.680
ESTIMATED
REVENUE
2000-01
37,000
3,000
40,000
40,000
45,800
454,700
82,000
622,500
7,500
422,700
42,000
472,200
65.000
38,500
617,300
62.700
783,500
39,000
29
39,029
3,000
1 40.OOO
143,000
5,000
130,000
13S,OOO
AS %
OF FY 99-00
PROJECTED
-58.9%
0.0%
-57.0%
2.6%
0.7%
0.0%
17.1%
2.2%
0.0%
4.0%
1.2%
3.7%
8.3%
-28.0%
2.2%
-14.1%
-0.9%
2.6%
0.0%
2.6%
-18.9%
-7.7%
-7.9%
-7.4%
-3.2%
-3.4%
DIFFERENCE
1999-00 TO
2000-01
(53,000)
0
(53,0001
1,000
300
0
1 2,000
13,300
0
16,200
500
16,700
5,000
(15,000)
13,000
(10,3001
17,300)
1,000
0
1,000
(700)
(11.620)
(12,3201
(400)
(4,280)
14,6801
36
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
SENIOR DONATIONS
INTEREST
DONATIONS
TOTAL
CDBG ENTITLEMENT/REHAB
INTEREST
OTHER
GRANT REVENUE
TOTAL
ARTS GENERAL/GALLERY DONATIONS
INTEREST
DONATIONS
TOTAL
CARLSBAD COMMUNITY CONTRIBTIONS
INTEREST
OP TRANSFER IN
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
1998-99
1,943
27,971
29,914
111,255
103,895
215,150
5,784
66,849
72,633
52,913
0
671,224
724,137
1,990
28,760
30,750
22,694
760,000
782,694
10,499,893
PROJECTED
REVENUE
1999-00
2,500
23,000
25,500
115,000
105,000
220,000
6.000
1 20.000
126,000
15,000
63,000
625,000
703,000
3,500
30,000
33,500
52,000
0
52,000
10,366,282
ESTIMATED
REVENUE
2000-01
2,000
26,000
28,000
110,000
105,000
215,000
6,000
100,000
106,000
0
0
717,504
717,504
4,000
30,000
34,000
56,000
0
56,000
11,295,056
AS %
OF FY 99-00
PROJECTED
-20.0%
13.0%
9.8%
-4.4%
0.0%
-2.3%
0.0%
-16.7%
-15.9%
-100.0%
-100.0%
14.8%
2.1%
14.3%
0.0%
1.5%
7.7%
0.0%
7.7%
9.0%
DIFFERENCE
1999-00 TO
2000-01
1 500)
3,000
2,500
(5.000I
0
(5.000)
0
(20,000)
(20,000)
(15.0001
(63,0001
92,504
14,504
500
0
500
4,000
0
4,000
928,774
37
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW. PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEES
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 (AB939I
NON-JURISDICTIONAL FEES
OTHER
TOTAL
GOLF COURSE
TRANSFER FROM GENERAL FUND
OTHER
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
1998-99
11,895,080
3,147,849
0
123,262
92,436
215,913
681,387
234,423
237,042
165,389
114,323
16,907,104
806,194
72,957
231,525
39,856
4,179
1,154,711
5,464,412
6,009
71,325
463,510
82,506
6,087,762
91,985
212,652
378,070
396
683,103
1,680,000
116,916
1,796,916
26,629,596
PROJECTED
REVENUE
1999-00
10,850,000
3,300,000
0
124,000
90,000
208,000
375,000
250,000
225,000
200,000
110,000
15,732,000
900,000
100,000
1 50,000
49,500
0
1,199,500
4,934,000
6,000
55,000
225,000
1 5,000
5,235,000
147,000
211,000
353,400
52,500
763,900
600,000
0
600,000
23,530,400
ESTIMATED
REVENUE
2000-01
11,200,000
3,339,000
875,000
124,000
93,000
209,000
162,000
235,000
241,000
248,000
108,000
16,834,000
1 ,000,000
105,400
175,000
49,300
0
1,329,700
5,061,000
6,000
70,000
170,500
1 5,000
5,322,500
150,000
211,000
353,000
27,000
741,000
600,000
0
600,000
24,827,200
AS %
OF FY 99-00
PROJECTED
3.2%
1.2%
0.0%
0.0%
3.3%
0.5%
-56.8%
-6.0%
7.1%
24.0%
-1.8%
7.0%
11.1%
5.4%
16.7%
-0.4%
0.0%
10.9%
2.6%
0.0%
27.3%
-24.2%
0.0%
1.7%
2.0%
0.0%
-0.1%
-48.6%
-3.0%
0.0%
0.0%
0.0%
5.5%
DIFFERENCE
1999-00 TO
2000-01
350,000
39,000
875,000
0
3,000
1,000
(213,0001
(15,0001
16,000
48,000
(2,000!
1,102,000
100,000
5,400
25,000
(2001
0
130,200
127,000
0
15,000
(54,500!
0
87,500
3,000
0
(400)
(25,500)
(22,900!
0
0
0
1,296,800
38
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
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
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL PROJECTED
REVENUE REVENUE
1998-99 1999-00
99,777 95,000
504,112 536,000
33,493 20,000
637,382 651,000
147,909 165,000
691,327 737,400
9,765 0
849,001 902,400
7,779 20,000
2,177,376 2,054,000
604,281 398,000
2,789,436 2,472,000
1,677,242 1,600,000
8,347 17,000
1,379 85,000
1,686,968 1,702,000
1,075,573 1,142,700
209,646 185,000
119,201 0
1,404,420 1,327,700
52,301 75,000
1,564,400 2,402,000
2,106 0
1,618,807 2,477,000
8,986,014 9,532,100
ESTIMATED
REVENUE
2000-01
80,000
536,000
20,000
636,000
150,000
737,400
0
887,400
10,000
2,067,000
398,000
2,475,000
1,518,655
1 5,000
0
1,533,655
1.347,622
1 50,000
0
1,497,622
50,000
3,205,662
0
3,255,662
10,285,339
AS %
OF FY 99-00
PROJECTED
-15.8%
0.0%
0.0%
-2.3%
-9.1%
0.0%
0.0%
-1.7%
-50.0%
0.6%
0.0%
0.1%
-5.1%
-11.8%
•100.0%
-9.9%
17.9%
-18.9%
0.0%
12.8%
•33.3%
33.5%
0.0%
31.4%
7.9%
DIFFERENCE
1999-00 TO
2000-01
(15,0001
0
0
(15,0001
115,000)
0
0
(15,0001
(10,0001
1 3,000
0
3,000
(81,3451
(2,0001
(85,0001
(168,345)
204,922
(35,000)
0
169,922
(25,000)
803,662
0
778,662
753,239
39
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
DEBT SERVICE
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
LOW AND MOO INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
1998-99
J
65,485
79,287
2,819
9,465
157,056
1,246,185
43,332
0
1,289,517
311,462
25,553
178
337,193
1,783,766
PROJECTED
REVENUE
1 999-00
137,000
42,000
1 3,000
2,500
194,500
1,274,000
43,000
502,949
1,819,949
318,500
112,000
200
430,700
2.445,149
ESTIMATED
REVENUE
2000-01
138,000
42,000
7,500
2,500
1 90,000
1.370.000
40,000
0
1,410,000
342,500
25,000
500
368,000
1,968,000
AS %
OF FY 99-00
PROJECTED
0.7%
0.0%
-42.3%
0.0%
-2.3%
7.5%
-7.0%
-100.0%
•22.5%
7.5%
-77.7%
150.0%
-14.6%
-19.5%
DIFFERENCE
1 999-00 TO
2000-01
1,000
0
(5,5001
0
(4,5001
96,000
(3,0001
(502,949)
(409,9491
24,000
(87,0001
300
(62,7001
(477,1491
TOTAL OPERATING $111,222.343 $115,276.931 $122,633.595 6.4%7.356.664
40
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
PURCHASING
HUMAN RESOURCES
RECORDS MANAGEMENT
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
PLANNING
BUILDING
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
PARK PLANNING/RECREATION MGT
RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
1997-98 1998-99
ACTUALS ACTUALS
187,979 211,820
829,595 1,218,243
0 0
295,918 389,430
604,001 641,774
100,884 107,181
2,018,377 2,568,448
0 0
1,089,738 1,235,781
414,685 464,256
1,169,301 997,634
0 0
2,650,901 2,697,671
10,430,622 11,728,212
7,597,002 9,884,791
18,027,624 21,613,003
510,016 512,386
142,738 154,853
99,820 123,083
2,215,355 2,191,903
1,267,581 1,617,352
4,235,510 4,599,577
2,769,286 3,347,711
277,983 364,499
6,181 4,327
546,912 455,152
2,075,417 2,402,785
268,196 272,977
5,943,975 6,847,451
1999-00
ESTIMATED
EXPENDITURES
225,000
1,017,406
0
245,502
708,837
112,594
2,309,339
300,988
1,370,099
470,489
1,367,030
1,539,240
5,047,846
12,996,692
8,939,880
21,936,572
564,741
306,846
177,930
2,531,166
1,823,938
5,404,621
4,885,351
514,144
8,855
373,970
2,551,532
330,285
8,664,137
1999-00
BUDGET
241,930
1,085,676
0
245,502
734,840
136,140
2,444,088
319,577
1,560,927
542,500
1,779,035
1,675,438
5,877,477
13,138,217
8,939,880
22,078,097
564,741
346,948
179,600
2,612,150
1,823,938
5,527,377
5,032,910
578,366
9.070
602,068
2,780,329
391,106
9,393,849
%INCR (DEC)
2000-01
BUDGET
248,120
951,012
177,173
139,090
720,645
147,548
2,383,588
551,850
1,480,086
548,129
1,547,902
549,090
4,677,057
13,846,963
8,971,956
22,818,919
456,970
266,526
198,570
2,404,424
1,803,910
5,130,400
6,216,762
585,885
9,155
660,406
2,895,518
408,877
10,776.603
99-00 BUD
TO
00-01 BUD
2.6%
-12.4%
NA
-43.3%
-1.9%
8.4%
-2.5%
72.7%
-5.2%
1.0%
-13.0%
•67.2%
-20.4%
5.4%
0.4%
3.4%
-19.1%
-23.2%
10.6%
-8.0%
-1.1%
-7.2%
23.5%
1.3%
0.9%
9.7%
4.1%
4.5%
14.7%
41
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
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 (CCVBI
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
MISC / TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
MISC EXPENSE
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
1997-98
ACTUALS
86,279
4,174,293
1,854,761
1,660,395
1,303,571
200,000
474,797
9,754,096
256,487
38,100
225,000
75,774
828.521
177,909
13,572
331,952
22,893
0
490,000
0
20,246
2,480,454
45,133,760
0
45,133,760
1998-99
ACTUALS
692,420
4,014,459
2,078,123
2,054,382
1,404,510
200,000
319,262
10,763,156
325,356
27,000
770,000
76,821
800,000
205,351
28,652
75,500
15,349
0
1 ,680,000
0
7,460
4,011,489
53,100,795
0
53,100,795
1999-00
ESTIMATED
EXPENDITURES
691,600
4,554,300
2,404,500
2,150,300
1,653,831
200,000
428,000
12,082,531
520,824
36,000
15,000
80,000
800,000
215,411
30,000
652,949
25,000
2,000,000
600,000
7,000,000
70,300
12,045,484
67,490,530
0
67,490,530
1999-00
BUDGET
691,660
5,109,951
2,668,402
2,441,678
1,857,164
200,000
493,643
13,462,498
520,824
36,000
20,000
80,070
800,000
215,500
50,000
652,949
51,225
2,000,000
600,000
7,000,000
70,300
12,096,868
70,880,254
2,454,243
73,334,497
2000-01
BUDGET
446,585
4,202,690
2,568,364
2,233,137
1,880,612
200,000
436,186
11,967,574
360,000
36,000
0
85,849
800,000
240,000
56,600
0
58,800
3,000,000
600,000
4,300,000
0
9,537,249
67,291,390
4,300,000
71,591,390
%INCR (DEC)
99-00 BUD
TO
00-01 BUD
-35.4%
-17.8%
-3.7%
-8.5%
1.3%
0.0%
-11.6%
-11.1%
•30.9%
0.0%
•100.0%
7.2%
0.0%
11.4%
13.2%
-100.0%
14.8%
50.0%
0.0%
-38.6%
-100.0%
-21.2%
-5.1%
75.2%
•2.4%
42
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
AUDIO VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSAI
STATE GRANTS (PLFI
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
CARLSBAD COMMUNITY CONT.
ARTS GEN/GALLERY 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 TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
1997-98 1998-99
ACTUALS ACTUALS
519,301 65,051
157,455 165,593
46,534 84,105
2,696,750 2,676,612
143,602 153,029
114,172 67,647
0 0
36,471 9,899
508,758 510,936
356,718 401,202
674,175 681,124
7,048 7,048
189,631 160,135
37,583 32,052
18,828 17,443
209,436 215,150
47,486 61,954
751,225 730,104
0 0
870 600
6,516,043 6,039,684
13,729,352 15,550,312
1,174,301 1,363,172
3,609,819 4,405,764
110,482 128,594
215,636 213,854
18,839,590 21,661.696
571,457 754,886
668,422 669,645
2,285,740 2,635,961
1,359,628 1,473,342
759.511 827,868
1,271,268 1,652,892
6,916,026 8,014,594
1999-00
ESTIMATED
EXPENDITURES
165,000
125,000
120,000
2,770,000
1,274,939
45,000
5,000
38,000
463,304
398,891
701,615
9,266
154,150
212,744
26,875
194,805
100,496
700,000
33,050
16,000
7,554,135
16,100,000
1,335,000
5,200,000
205,000
370,000
23,210,000
903,644
605,113
2,456,000
1,239,206
1,216,000
2,738,325
9,158,288
1999-00
BUDGET
258,540
152,227
142,427
3,000,645
1,274,939
57,068
10,000
74,823
559,954
448,944
740,586
9,266
154,151
212,744
29,182
195,606
126,698
1,046,518
40,000
41,555
8,575,873
16,194,226
1,506,285
5,234,234
225,343
370,000
23,530,088
930,340
1,259,693
2,584,491
1,570,865
2,100,709
3,083,398
11,529,496
2000-01
BUDGET
22,600
176,960
0
3,141,395
238,875
50,000
10,000
60,000
589,139
527,039
757,524
292,866
168,000
159,000
26,915
195,934
100,000
717,504
60,000
0
7,293,751
16,717,953
1,606,004
6,080,238
167,918
380,000
24,952,113
921,347
1,203,842
2,551,301
1,534,605
1.518,523
3,563,727
11,293,345
%INCR (DEC)
99-00 BUD
TO
00-01 BUD
-91.3%
16.2%
•100.0%
4.7%
-81.3%
-12.4%
0.0%
-19.8%
5.2%
17.4%
2.3%
3060.7%
9.0%
-25.3%
-7.8%
0.2%
-21.1%
-31.4%
50.0%
-100.0%
-15.0%
3.2%
6.6%
16.2%
•25.5%
2.7%
6.0%
•1.0%
-4.4%
-1.3%
•2.3%
-27.7%
15.6%
-2.0%
43
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL REDEVELOPMENT
1997-98 1998-99
ACTUALS ACTUALS
381,846 418,196
1,679,491 1,687,351
65,185 75,134
2,126,522 2,180,681
1999-00
ESTIMATED
EXPENDITURES
435,407
2,030,923
1,722,795
4,189,125
%INCR (DEC)
1999-00
BUDGET
435,407
2,030,923
1,722,795
4,189,125
2000-01
BUDGET
440,961
1,082,000
121,955
1,644,916
99-00 BUD
TO
00-01 BUD
1.3%
-46.7%
-92.9%
-60.7%
TOTAL OPERATING FUNDS 79,531,941 105,387,185 111,602,078 121,159,079 116,775,515 -3.6%
44
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
1,533,464
476,192
8,721
1998-99
ACTUAL
1,666,027
892,204
10,216
1999-00
BUDGET
1,589,657
810,305
44,126
2000-01
BUDGET
1,566,970
792,918
23,700
2,018,377| 2,568,447| 2,444,088] 2,383,588
18.35
0,50
18.75
0.50
14.50
0.50
14.75
0.50
City
Treasurer
6%
Public
Information
7%
City
Attorney
30%
City Council
10%
City Clerk
6%
City
Manager
41%
45
PROGRAM:
FUND:
PROGRAM GROUP:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCT NO. 0010110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
144,094
43,885
0
1998-99
ACTUAL
154,764
57,055
0
1999-00
BUDGET
159,830
82,100
0
2000-01
BUDGET
165,720
82,400
0
187,979) 211,819] 241,930] 248,120
1,00
0.00
1.00
0.00
1.00
0.00
1.00
0.00
PROGRAM GROUP DESCRIPTION:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the
City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the
needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Meeting Attendance
• Prepare for and attend City Council Meetings, as well as various regional committee and community meetings.
Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence.
KEY GOALS FOR 2000-01:
The City Council has set four Strategic Goals for Fiscal Year 2000-01:
• Ensure the effective and efficient delivery of top-quality services to our Community.
• Develop and implement proactive strategies to ensure the financial health of the Community and the City.
• Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions.
• Enhance educational opportunities for all segments of the Community.
SIGNIFICANT CHANGES:
None.
46
PROGRAM:
FUND:
PROGRAM GROUP:
CITY CLERK
GENERAL
CITY CLERK ACCT NO. 0010210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
183,858
112,060
0
1998-99
ACTUAL
217,248
169,657
2,525
1999-00
BUDGET
104,377
132,999
8,126
2000-01
BUDGET
10,360
125,530
3,200
295,918[ 389,430| 245,502] 139,090
3.60
0,00
4.00
0.00
0.00
0.00
0.00
0.00
PROGRAM GROUP DESCRIPTION:
The City Clerk's Department is responsible for performance of duties as defined in the State Government Code, the
State Elections Code, and the Carlsbad Municipal Code. The Department is also responsible for the provision of
minutes for the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public
Improvement Corporation and Industrial Development Authority.
PROGRAM ACTIVITIES:
Election Administration
• Serve as the City's Election Officer responsible for the administration of all Regular and Special Municipal
Elections, prepare all necessary documents in accordance with the Elections Code, and coordinate with the
Registrar of Voters.
Political Reform Act Filing Administration
• Serve as the City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes
notification of those required to file, provision of appropriate forms, and receipt and review of Campaign
Statements and Statements of Economic Interests.
Record Of Proceedings
• Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code,
including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission,
Public Improvement Corporation, Industrial Development Authority.
WORKLOAD STATISTICS:
CY/1998 CY/1999 CY/1998 CY/1999
Elections
General
Special
Filings
Campaign Statements
Statement of Economic Interest
Minutes
Council Minutes
CMWD Minutes
H + R Minutes
PIC Minutes
1
1
59
390
94
29
13
2
0
0
19
436
70
35
11
2
Claims Filed
Public Hearing Notices
Ordinances Published
Meetings Held
Council
CMWD Board
H&R Commission
Public Improvement Corporation
113
42
24
94
29
13
2
105
60
63
70
35
11
2
47
PROGRAM: CITY CLERK PAGE TWO
FUND: GENERAL H
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210 C' *
SIGNIFICANT CHANGES:
The Clerk's office has been split into two separate programs to better delineate the services being provided. This P|
program now shows only the budget for the elected City Clerk. All other budget items have been moved to the ^
Records Management Program.
The election budget was increased to cover the costs of the General Municipal Election in November, 2000. P|* 4M
Fl
Ml
m
m
U
m
m
m
m
m
$cf
48 p
&l
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM FUND: CITY TREASURER ACCT NO. 0010310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
53,783
47,101
0
1998-99
ACTUAL
55,087
52,094
0
1999-00
BUDGET
58,450
77,690
0
2000-01
BUDGET
58,258
89,290
0
100,884| 107,181) 136,140| 147,548
0.75
0.00
0.75
0.00
0.75
0.00
0.75
0.00
MISSION STATEMENT:
The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad
and all of its agencies, including, among others, the Carlsbad Municipal Water District and the Carlsbad
Redevelopment Agency.
PROGRAM ACTIVITIES:
Cash Management
• Develop projections of cash receipts and cash expenditures from various City and external sources.
• Maintain records of cash receipts and cash disbursements into the Treasury.
• Retrieve daily on-line bank statement and return check listing. Verify receipt of anticipated deposits. Ensure
that all checks paid by the bank were valid City checks.
• Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
maintained for the anticipated activity of the next day.
• Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by
proper documentation.
• Develop contracts for cost-effective banking, both retail and custody services.
• Arrange for lines of credit and short-term loans, as needed.
• Develop, maintain, and ensure compliance with all Treasury internal controls.
Investment Management
• Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for
approval. Incorporate in the investment policy any changes in the City's financial requirements that affect
investments. Ensure compliance with the California Government Code.
• Develop and maintain a pool of investments for the City and its agencies.
• Research daily the financial markets and the financial forecasts.
• Determine daily the type of investments that should be made, considering the current cash position and financial
markets. Determine the dollar amount of the investment and the desired maturity date.
• Solicit telephone bids from approved financial institutions/brokers for available investments.
• Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange
for payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made.
• Maintain record for all investments and investment income.
• Reconcile the custodian's monthly report of investments held with Treasury records.
• Arrange for collateral contracts as required.
49
PROGRAM: CASH MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM FUND: CITY TREASURER ACCT NO. 0010310
PROGRAM ACTIVITIES (continued):
Reporting and Oversight
• Develop and present to the City Council monthly reports of investment activities.
• In a timely manner, disclose to the City Council any information that could potentially threaten the safety and
liquidity of the investment pool.
• Develop and present to the City Council annual reports summarizing and analyzing the financial markets and
the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal
years to provide perspective.
• Develop investment data for the City's Comprehensive Annual Financial Report.
• Develop investment data for the City's annual financial audit conducted by an independent auditor.
• Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter,
or more frequently as needed.
WORKLOAD STATISTICS:Est.
FY 1998 FY 1999 FY 2000
1. Portfolio Balance (millions of $) 267 299 305
2. Number of Investments in Portfolio 1 ,537 1 ,565 1 ,675
3. Investment Activity
(transactions per month) 294 262 185
4. Number of Checks Cleared 15,138 14,820 14,371
KEY GOALS FOR 2000-01 :
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Anticipate and meet the changing investment needs of the City in order to optimize investment returns,
consistent with maintaining safety of principal and ensuring sufficient liquidity.
• Develop, award, and execute new banking and custodial service contracts.
"Enhance educational opportunities for all segments of the Community."
• Offer speaking engagements on City cash management and investments.
• Further develop the Treasury page of the City's web site, informing the community of the mission of the Office of
the Treasury, the City's Investment Policy, and investment activities. Use the web site as a forum to receive and
respond to community comments and questions.
SIGNIFICANT CHANGES:
None.
50
G?
I
I
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
662,784
159,565
7,246
829,595
8.00
0.00
1998-99
ACTUAL
702,399
508,153
7,691
1999-00
BUDGET
685,378
373,298
27,000
1,218,243| 1,085,676
8.00
0.00
6.75
0.00
2000-01
BUDGET
689,947
240,565
20,500
951,012
6.00
0.00
PROGRAM GROUP DESCRIPTION:
The City Manager's Office houses the general administrative function of the City. The department's budget includes
the costs for the City Manager and the Assistant City Manager (who also serves as the head of the Community
Services Major Service Area) and the related support staff. The City Manager is generally responsible for the
achievement of the organization's goals that support the City Council's strategic goals.
PROGRAM ACTIVITIES:
Financial
• Promote sound financial practices and a balanced revenue expenditure basis.
Administration
• Provide timely and reasonable responses to citizens and customers.
Policy Development
• Assist Council in policy development.
PERFORMANCE MEASURES:
The City Manager's Office is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Provide timely responses that result in high customer satisfaction.
• Continuously improve work processes through the use of the best technology, information-sharing, effective
cross-departmental teams, and all City resources.
• Implement innovative, cost-effective delivery of City services via public/public and public/private partnerships;
non-profit organizations; enterprise services; and through regionalization and consolidation.
• Construct, maintain and operate facilities that support top-quality service delivery in conformance with City
budgets and standards.
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Attract and retain target industries, businesses and jobs that result in improved economic health.
• Develop, maintain and enhance high-quality standards in the areas of: development, City services,
communications, and fiscal policies that result in a high quality of life that supports economic health.
51
PROGRAM: CITY MANAGER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCTNO.OOHOIO
KEY GOALS FOR 2000-01 (continued):
"Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions."
• Develop programs and policies in partnership with other local and regional transportation authorities that result
in a fully integrated, efficient, cost-effective transportation system and regional transportation plan.
• Be a catalyst for the development of private sector partnerships and co-creator of solutions that supplement and
complement Transportation Demand Management Systems serving the business, industrial, tourism and
residential areas.
• Implement a multi-modal circulation plan to ensure compliance with the General Plan and City standards.
"Enhance educational opportunities for all segments of the Community."
• Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
• Provide and develop programs that result in a City workforce which has the knowledge and skills needed to
excel on their job.
SIGNIFICANT CHANGES:
The public information officer (PIO) and those related costs have been moved to its own cost center.
52
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC INFORMATION
GENERAL
PUBLIC INFORMATION ACCT NO. 0011012
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
0
0
1998-99
ACTUAL
0
0
0
1999-00
BUDGET
0
0
0
2000-01
BUDGET
72,173
105,000
0
Oj 0| 0| 177,173
0.00
0.00
0.00
0.00
0.00
0.00
1.00
0.00
PROGRAM GROUP DESCRIPTION:
The public information officer (PIO) is responsible for helping coordinate the dissemination of information regarding
various City programs. The PIO position and its related costs are housed in the City Manager's Office, which is
responsible for the general administrative functions of the City.
PROGRAM ACTIVITIES:
Customer Service
• Provide the citizens and customers of Carlsbad with more comprehensive information regarding services and
opportunities available throughout the City.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Provide the citizens and customers with information regarding City programs and opportunities.
• Continuously update citizens and customers on the progress of City programs and policies.
SIGNIFICANT CHANGES:
This is a new cost center. This year the public information officer position and its related costs were moved into its
own cost center to better identify the specific costs associated with this program. These costs were previously
located in the City Manager's budget.
53
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY ACCTNO. 0011210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
488,945
113,581
1,475
1998-99
ACTUAL
536,529
105,245
0
1999-00
BUDGET
581,622
144,218
9,000
2000-01
BUDGET
570,512
150,133
0
604,001] 641,774| 734.840J 720,645
5.00
0.50
5.00
0.50
6.00
0.50
6.00
0.50
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance and guidance in accomplishing and implementing the Council's goals to: 1) ensure
the effective and efficient delivery of top-quality services to our community; 2) develop and implement proactive
strategies to ensure the financial health of the community and the City; 3) integrate a comprehensive and efficient
transportation system, recognizing Carlsbad's essential role in the region, with quality-of-life centered land use
decisions; and 4) enhance educational opportunities for all segments of the Community.
PROGRAM ACTIVITIES:
• The City Attorney's Office provides legal advice and representation to the City Council, Housing and
Redevelopment Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager,
Boards and Commissions and other City offices in order to provide services to the public as required or
permitted by law. The City Attorney is also responsible for assisting in the interpretation, administration and
enforcement of laws, regulations and City programs.
• This office drafts and reviews all resolutions, ordinances, contracts, bonds and other legal documents.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community.
To provide quality and timely legal advice to all elected and appointed City officials, and to all major service areas to
assist them in making sound legal decisions to carry out the goals of the City Council including:
• Implementation of creative legal methods to accomplish strategic and operational goals.
• Offer education and training on relevant law to City staff.
• Manage litigation so that risk/exposure is reduced or minimized to an acceptable level.
SIGNIFICANT CHANGES:
None.
Operating Budget Summary
Policy and leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
2,217,720
5,252,891
0
7,470,611
34.40
1,50
1998-99
ACTUAL
2,567,720
5,831,017
12,319
8,411,056
38.00
• 1.50
1999-00
BUDGET
3,952,866
9,216,366
870,311
14,039,543
61.00
2.00
2000-01
BUDGET
4,151,837
8,722,237
430,200
13,304,274
63.00
1.50
Information
Technology
27%
Records
Management Admin.
4% 4%
Health
Insurance
19%
Finance
14%
Purchasing
4%
Human
Resources
12%
Worker's
Risk Comp.
Management 7%
9%
PROGRAM:
FUND:
ADMINISTRATIVE SERVICES DIRECTOR
GENERAL
PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCTNO. 0011110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GKAND TOTAL
FULLTIME POSITIONS,:,
HOl)RLY/FTE POSITIONS
1997-98
ACTUAL
0
0
0
0
, o.oo
0.00
1998-99
ACTUAL
0
0
0
0
0.00
0.00
1999-00
BUDGET
198,438
100,839
20,300
319,577
2.00
0.00
2000-01
BUDGET
198,980
352,870
0
551,850
2.00
0.00
PROGRAM GROUP DESCRIPTION:
Provide leadership and coordination for Administrative Services programs. This budget includes the cost for the
Administrative Services Director (who is the head of the Administrative Services major service area) and the related
support staff.
KEY GOALS FOR 2000-01:
Support the City Council's goals:
"Ensure the effective and efficient delivery of top-quality services to our Community."
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
"Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions."
"Enhance educational opportunities for all segments of the Community."
• Implement performance measurement systems in all Major Service Areas.
• Implement the "Experience Carlsbad" employee appreciation program.
SIGNIFICANT CHANGES:
The Maintenance and Operations budget was increased to cover costs of power deregulation consulting, airport
noise study, telecommunications policy, futuring conference, and miscellaneous Faraday Building costs.
56
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE ACCTNO. 0011310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WASTEWATER ENTERPRISE
WATER ENTERPRISE
TOTAL FUNDING
1997-98
ACTUAL
744,689
345,049
0
1998-99
ACTUAL
852,274
381,839
1,668
1999-00
BUDGET
1,224,917
624,054
16,100
2000-01
BUDGET
1,219,300
634,786
13,000
1,089,7381 1, 235,781 1 1,865,071] 1,867,086
14.00
0.00
1,089,738
14.00
0.00
1,235,781
21.00
0.00
1,560,927
304,144
21.00
0.00
1,480,086
160,000
227,000
1,089,738| 1,235,781 1 1, 865,071 1 1,867,086
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by utilizing our chief values: maintaining individual and departmental credibility; working together as a
team while respecting each other's differences; and, consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Long-Range Financial Planning
• Prepare ten year operating forecasts incorporating various "what if" scenarios to facilitate decision-making for
City Council and City departments.
Budget Management
• Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the Council's goals.
• Perform bi-annual review of all City fees and present recommendations for changes to Council.
• Prepare annual cost allocation plan to provide an accurate accounting of program costs.
• Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective
decision-making.
Accounts Receivable/Cashiering
• Accurately bill, collect, record and report all City revenues.
• Collect all funds due to the City through timely follow-up of delinquent accounts and use of collection agencies.
• Continue to refine business processes which will improve customer service and increase efficiency.
Accounts Payable/Payroll
• Prepare checks for City employees and service and commodity suppliers.
• Maintain turnaround time of 30 days to process and pay invoices.
General Accounting and Reporting
• Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
• Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
• Provide City management and Council with timely monthly financial reports.
• Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing
disclosure as reguired.
• Maintain the data within the financial information systems of the City and provide training to users, as needed.
57
I
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES (continued):
Assessment District/CFD Administration
• Assist in evaluation and formation of new districts.
• Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information
as required.
• Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
documents and State law.
Audits
• Monitor sales tax audit contract to ensure effectiveness.
• Perform in-house internal control reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS:
FY1997 FY1998 FY1999
1. Average number of days to close books at
month end:
2. Number of business licenses processed:
3. Number of payroll checks issued
4. Number of electronic payroll checks issued
5. Awards received for CAFR
6. Awards received for Annual Budget
7. Outstanding debt issues administered
KEY ACHIEVEMENTS FOR 1999-00:
• Successfully completed the move to the Faraday Center providing a central reception and cashiering counter for
all departments in the building. The new location will provide a greater range of customer services all in one
location.
• Improved customer service for utility billing by implementing new procedures and systems that allow customers
to make payments by credit card or by auto-debit of their account. The new system has also streamlined City
processes by automating many of the previously manual functions.
• Improved the ability of the City staff to access necessary financial information by developing user-friendly
reports and easy access to the reports.
• Enhanced the equity and the ability to collect business license taxes by improving administrative and
enforcement procedures.
• Developed and administered the Community Activities Grant Program. This new program provides a method of
funding ideas generated by citizens and other groups that will enhance the quality of life in Carlsbad.
• Created improved models for forecasting a number of the more significant capital program revenues. These
models will help us determine if sufficient revenues will be received by the time they are needed to construct the
projects. If not, it will give us time to develop other options.
• Improved information needed by Council in setting recreation program fees by developing program level
reporting for the Recreation Department. The department will now be able to provide information on the City's
subsidy levels for each of their programs.
I
I
20
5,079
20,555
0
CSMFO/GFOA
$100 million
15
5,600
16,359
4,278
CSMFO/GFOA
Excellence:
Operating and
Capital
$96 million
10
5,616
11,197
11,362
Not Available
Meritorious:
Operating
$100 million
58
1
I
0
I
I
PROGRAM: FINANCE PAGE THREE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Assist in expanding our services to the public by developing a financing plan for the construction of the Carlsbad
golf course.
• Expand public access to City information via implementation of interactive business license information, and E-
commerce for business licenses on the City's web site.
• Increase the efficiency and effectiveness of accessing information for position budgeting, forecasting, and
reporting.
• Increase the number of cashiering sites available to our customers, provide more timely information and
streamline processes through the selection of a Citywide cashiering system.
• Expand customer access to utility billing account information via implementation of an interactive voice
response system.
• Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the
implementation of cycle billing.
• Streamline processing of human resource information by upgrading the Human Resources module of our
financial system.
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Expand the financial planning horizon and reduce budget preparation time by implementing a two-year budget
process.
• Improve financial planning and improve the financial stability of the City by establishing an ongoing financing
program for the replacement of existing and future infrastructure.
"Enhance educational opportunities for all segments of the Community."
• • Improve the understanding of the City's financial status by implementing the new financial reporting
requirements for State and Local governments as set forth by the Governmental Accounting Standards Board.
• Increase education and engagement of citizens through a Citizens' Academy.
• Enhance City workforce decision-making ability by providing documentation, training, and access to real time
financial information.
• Improve communication of financial information by making improvements to the Capital Improvement Program
document.
SIGNIFICANT CHANGES:
Temporary services reduced as there are no system implementations planned.
59
PROGRAM:
FUND:
PROGRAM GROUP:
PURCHASING
GENERAL
PURCHASING ACCTNO. 0011410
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
264,367
150,318
0
414,685
5.00
0.50
1998-99
ACTUAL
284,440
177,317
2,499
464,256
5.00
0.50
1999-00
BUDGET
293,652
244,848
4,000
542,500
5.00
1.00
2000-01
BUDGET
317,528
230,601
0
548,129
6.00
0.50
MISSION STATEMENT:
The Purchasing Department's mission is to obtain necessary goods and services for City departments of desired
quality, in a timely manner, and at fair and reasonable prices.
PROGRAM ACTIVITIES:
Bids and Quotations
• Update and maintain formal bid and quotation files.
• Prepare and maintain vendor lists by commodities.
• Issue and manage formal bid and quotation processes.
Commodity/Service Contracts
• Track and renew annual commodity and service contracts.
• Develop new annual contracts.
• Develop and administer joint agency contracts.
• Assist City departments in the creation and administration of contracts.
Public Works Contracts
• Maintain current contractor's list by classifications.
• Publish Public Works contracts, maintain plan logs, and manage bidding process.
Records Management
• Assist departments in transferring records to City storage facilities.
• Administer the records storage program at the City warehouse.
Central Stores
• Review and update Stores Catalog for items carried in Central Stores.
• Act as shipping and receiving for the Faraday Administration Center.
• Purchase and distribute office supplies for City departments.
Surplus Property
• Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes
available.
• Direct disposal of surplus and lost/unclaimed Police property.
60
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
PAGE TWO
ACCTNO. 0011410
PROGRAM ACTIVITIES (continued):
Messenger and Mail Service
Act as liaison with U. S. Postal Service.
Alert City staff to postal requirements to improve deliverability.
Review and update inter-departmental services.
Reduce postage costs by the use of pre-sort of first-class mail.
Collect outgoing City mail and apply postage.
Maintain postage usage records by department/program.
Sort and distribute all incoming City mail.
WORKLOAD STATISTICS:
Number of Purchase
Orders Issued
Dollar Amount of
Purchase Orders
Issued
City Hall Number of
Pieces of Mail
Processed
FY 97-98
1,771
$38,800,000
106,434
FY 98-99
1,586
$41,521,822
110,000
FY 99-00 (Estimate)
1,615
$36,100,000
128,950
KEY ACHIEVEMENTS FOR 1999-00:
• Provided eight training classes in purchasing and contracting procedures, and six IFAS training classes in the
purchasing module.
• Developed guidelines for E-Commerce purchases by City staff.
• Revised the Purchasing Policies and Procedures Manual.
• Updated the City's Emergency Resources Directory.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Increase our purchasing services by expanding vendor relationships and web sites.
• Implement a pilot training class for the use of the Internet for purchasing.
• Maintenance of a twenty-day schedule from the time of City Council award of a Public Works contract to the
execution of the contract.
SIGNIFICANT CHANGES:
Addition of a storekeeper position to expand mail services and central receiving/shipping at the new Faraday facility.
61
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES ACCTNO. 0011510 THRU 0011550
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1997-98
ACTUAL
562,431
606,870
0
1998-99
ACTUAL
597,619
391,863
8,152
GRAND TOTAL | 1,169,3011 997,634
FULL TIME POSITIONS :« •
HOURLY/FTE POSITIONS
7.00
0.50
7.00
0.50
1999-00
BUDGET
602,688
1,161,347
15,000
2000-01
BUDGET
594,600
953,302
0
1,779,0351 1,547,902
8.00
0.50
8.00
0.50
MISSION STATEMENT:
People are our priority...we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
Benefits
• Implement ongoing internal and external customer satisfaction feedback system for all major HR services.
Employment: Recruitment, Classification, Compensation, Human Resource Systems
• Proactively consult with departments regarding their staffing and classification needs.
• Attract and retain qualified candidates for City employment and fill job vacancies.
• Maintain up-to-date classification and compensation structure.
• Conduct follow-up training in support of Performance Management and Compensation System for management
employees.
• Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness
of the system.
Training
• Implement value-based training.
• Conduct annual benefits education program with employees; transition to new health insurance provider(s), if
appropriate.
• Educate employees on policies and requirements of Department of Transportation Program.
• Conduct quarterly management meetings.
Administration
• Review and update the City's Personnel Rules to make consistent with other employment-related ordinances,
policies, agreements and practices.
• Continue enhancements on the Human Resources web page to expand information access to internal and
external customers.
• Administer DOT Program for commercial drivers.
Employer/Employee Relations
• Coordinate timetable for meeting and conferring with employee associations.
• Confer with City departments to identify areas of concern with current Memoranda of Understanding.
• Meet and confer with employee associations to communicate City Council direction and authority; share
employee interest with City Council.
• Consult with employees concerning employee relations concerns and provide direction of City policy.
• Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing,
EEOC, etc.).
62
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES
PAGE TWO
ACCTNO. 0011510 THRU 0011550
WORKLOAD STATISTICS.
Measures for Classification Review FY 99-00*
Number of classification descriptions revised/created 70
Number of positions reviewed 100
Measures for Recruitment
Number of applicants processed 1591
Number of recruitments processed 47
Number of eligibles on employment list 334
Number of new hires 74
Number of promotions/transfers 23
* As of 3/1/00
KEY ACHIEVEMENTS FOR 1999-00:
Five Year Recruitment Trend
(Fiscal Year)
130)
0)Uo
O
Q.
ELLJ
100
80
60
40
20
n
O Promo/Trans [
O Hires '
14
52
24
79
*/-. * " , |(( ] '
,;> > ,
-29
48
•
23J
74-
95-96 96-97 97-98 98-99 99-00
Negotiated three year contract with general employees.
Implemented a modified grievance and discipline procedure with CCEA.
Processed decision to transition management employees to Cal PERS Health Insurance Program.
Established Carlsbad University to provide technology training to City employees.
Audited internal processes related to non-occupational and occupational disability leaves of absence.
Documented procedures for coordination of State, Federal, and City mandated rules concerning leaves of
absence.
Conducted customer satisfaction survey of HR Department services. Developed marketing plan to improve
utilization of HR services by City employees.
Completed Y2K testing and implemented upgrades to the IFAS System.
Conducted 58 recruitments, processed 1,848 applications, resulting in qualifying 242 eligibles for department
interviews.
Processed the hiring, orientation, and payroll recordkeeping for 88 new employees and promotions/transfers of
25 employees to new positions.
Implemented posting job announcements and the employment application on the City's website for public
access.
Conducted Department of Transportation Drug and Alcohol Program Refresher training to employees and
supervisors.
Conducted 50 job reviews and salary studies resulting in creating 10 new classifications, revising 36 class
descriptions, reallocating salaries of 4 classifications, reclassifying 8 positions (additional Public Works
reallocations are pending).
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
Enhance The Effectiveness Of Our Partnerships And Stay Connected To Our Customers
• Communicate results of survey research to HR Department Staff. Develop marketing plan to educate
employees on HR services and encourage a more effective utilization of HR services by internal customers
(employees).
• Revise the health benefits program; communicate and deliver training regarding health insurance plan design
changes.
• Partner with departments to analyze organizational structure, position utilization, 'and development of
classification and compensation structure to support staffing needs.
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES
PAGE THREE
ACCTNO. 0011510 THRU 0011 550
KEY GOALS FOR 2000-01 (continued):
Continue Redesigning and Implementing Systems
• Continue implementation of HRIS/PY, i.e., new versions of the Human Resources/Payroll module and Click,
Drag, and Drill (reporting software).
• Review and update the City's personnel rules to make consistent with other employment-related ordinances,
policies, agreements, and practices.
• Coordinate all disability benefits into one integrated system.
• Continue enhancements to web Human Resources web page to expand information access to internal and
external customers.
• Establish Position Control automated system to track and forecast salary, benefit, and position vacancy
information.
Build Organizational Capacity
• Implement value-based training to ensure a drug and alcohol-free workplace.
• Implement value-based training to ensure the prevention of violence in the workplace.
• Continue to implement programs which result in a City workforce which has the knowledge and skill needed to
excel in their jobs and deliver top-quality service to our customers.
• Implement Experience Carlsbad orientation program.
Deliver Core Human Resources Services Effectively
• Continue process improvement in the following areas: Benefits, Workers' Compensation, Recruitment,
Classification, HR Systems, Employer/Employee Relations, Administration and Change, Training, Payroll,
Record Keeping, and Human Resources Planning.
_
™
SIGNIFICANT CHANGES:
None.
Im
64
PROGRAM: RECORDS MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO.0011610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
0
0
1998-99
ACTUAL
0
0
0
1999-00
BUDGET
284,763
1,106,675
284,000
2000-01
BUDGET
432,090
105,600
11,400
0| OL 1,675,438| 549,090
0.00
0.00
0.00
0.00
8.00
0.00
8.00
0.00
WORK PROGRAM:
The Records Management Department is responsible for developing and implementing Citywide records
management and document management programs, and is tasked with maintaining City records in an identifiable
and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information.
The Records Management Department also provides staff support for the part-time elected City Clerk.
PROGRAM ACTIVITIES:
Records Management
• Develop and implement Citywide Records Management Program and document management system.
• Maintain City records in an identifiable and accessible manner in fulfillment of public, legal, and historical
requirements for preserving and storing information.
Administrative Support Activities
• Provide staff support for part-time elected City Clerk.
• Take necessary precautions to ensure the City's compliance with the requirements of the "Brown Act" open
meeting law.
• Take necessary precautions to ensure that requirements for public hearing noticing are met.
• Provide maintenance and quarterly supplement service to the Carlsbad Municipal Code, and maintenance of the
Code on the Internet.
• Provide subscription service for City Council agendas and minutes.
• Assist the public and City departments with requests for information; providing research services concerning
Council action since City incorporation on July 16, 1952, providing copies upon request, and providing copy
certification services.
Maintain the City Hall Xerox 5885, by provision of key operator services, supplies, and current maintenance
agreement.
65
PROGRAM:
FUND:
PROGRAM GROUP:
RECORDS MANAGEMENT
GENERAL
RECORDS MANAGEMENT
PAGE TWO
ACCT NO.0011610
WORKLOAD STATISTICS:
Documents processed:
Agendas
Agenda Bills
Resolutions
Ordinances
Documents to Recorder
Contracts/Agreements
Subscriptions to Municipal Code
Copies
Entries Indexed
Storage
Boxes of Files
Microfiche Boxes
CY/1998
138
570
468
24
659
688
111
443,156
638
226
12
KEY ACHIEVEMENTS FOR FY 1999-00:
CY/1999
118
559
535
63
546
740
111
563,428
550
226
12
• Document Management System (DMS) installed and operational in the two pilot departments.
• Back file conversion of City Clerk documents and Engineering drawings have been initiated.
• Records Retention Schedule and Procedures have been developed for Citywide use.
KEY GOALS FOR FY 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Improve communications and access to information through the application of available technologies.
« Develop and implement a Citywide document management system.
SIGNIFICANT CHANGES:
The Records Management Department was established in December, 1999.
Four new positions were authorized, and four positions were transferred from the City Clerk budget.
Other budgeted items were also increased to accommodate the new employees.
I
i
i
o
66 I
PROGRAM:
FUND:
PROGRAM GROUP:
WORKERS' COMPENSATION
SELF INSURANCE
WORKERS' COMPENSATION ACCT NO. 6111520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS •
1997-98
ACTUAL
85,806
485,651
0
1998-99
ACTUAL
59,745
695,141
0
1999-00
BUDGET
86,690
843,650
0
2000-01
BUDGET
84,400
836,947
0
571.457J 754,886| 930,340| 921,347
1.00
0.00
1.00
0.00
1.00
0.00
1.00
0.00
MISSION STATEMENT:
People are our priority...we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
Workers' Compensation Claims and Administration
• This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of
occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
Enhance the effectiveness of our partnerships and stay connected to our customers.
• Revise health benefits program; communicate and deliver training regarding health insurance plan design
changes.
Continue redesigning and implementing systems.
• Continue implementation of HRIS/PY, i.e., new version of the Human Resources/Payroll module and new
version of Click, Drag and Drill (reporting software).
SIGNIFICANT CHANGES:
None.
67
PROGRAM:
FUND:
PROGRAM GROUP:
RISK MANAGEMENT
GENERAL LIABILITY SELF-INSURANCE
RISK MANAGEMENT ACCT NO. 6121930
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1997-98
ACTUAL
43,41 1
625,011
0
GRAND TOTAL 668,422
FULLTIME POSITIONS,, V
HOURLY/FTE POSITIONS ,
1.00
0.50
1998-99
ACTUAL
166,662
502,983
0
1999-00
BUDGET
157,055
1,100,154
2,484
669,645| 1,259,693
Z,'' • • ^ 2.00
0.50
2.00
0.50
2000-01
BUDGET
155,809
1 ,048,033
0
1,203,842
2.00
0.50
PROGRAM GROUP DESCRIPTION:
Risk Management administers the funding of the self-insured and insured portions of the program, manages the
administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside
counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize
the risk of future losses.
PROGRAM ACTIVITIES:
Litigation Management
• The fund is utilized to pay for settlements, costs and defense expenses incurred as the result of general liability
claims made against the City, and to pay for related administration and insurance expenses. 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-lnsurance
• 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 a contract claim administrator.
Loss Prevention/Training
• Provides direction, programs and training for various City departments to minimize the risk of future losses.
KEY ACHIEVEMENTS FOR FY 1999-00:
• Developed internal safety audit system for Public Works.
• Developed safety training database for Public Works.
• In coordination with Economic Development, completed an evaluation of the acquisition of Palomar Airport.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community"
• Enhance employee safety and reduce the City's exposure to loss by ensuring compliance with OSHA's illness
and injury prevention program requirements and other health and safety regulations.
"Create diverse broad-based economic opportunities to ensure the financial health of the Community and
the City."
• Compile liability claim statistics to identify any areas for focused loss prevention efforts.
SIGNIFICANT CHANGES:
None.
68
PROGRAM:
FUND:
PROGRAM GROUP:
HEALTH INSURANCE
INTERNAL SERVICE
HUMAN RESOURCES ACCTNO. 6131520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1997-98
ACTUAL
64,813
2,220,927
0
GRAND TOTAL 2,285,740
FULL TIME POSITIONS, <
HOURLY/FTE POSITIONS
. 0.00
0.00
1998-99
ACTUAL
61,119
2,574,843
0
1999-00
BUDGET
41,500
2,542,991
0
2000-01
BUDGET
46,000
2,505,301
0
2,635,962j 2,584,491 1_ 2,551,301
0.00
0.00
0.00
0.00
0.00
0.00
MISSION STATEMENT:
People are our priority...we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
• This fund is used to pay health insurance premiums.
SIGNIFICANT CHANGES:
None.
69
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
452,203
819,065
0
1998-99
ACTUAL
545,861
1,107,031
0
1999-00
BUDGET
1,063,163
1,491,808
528,427
2000-01
BUDGET
1,103,130
2,054,797
405,800
1,271,268] 1,652,892| 3,083,398| 3,563,727
6.40
0.00
9.00
0.00
14.00
0.00
15.00
0.00
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through technology.
PROGRAM ACTIVITIES:
Computer Support Services
• Ensure that all City computers remain operational with minimum downtime.
• Guarantee availability of hardware for all the City's mini computers, work stations, desktop computers and the
Citywide network.
• Provide support for all standard City applications.
Telecommunication Support Services
• Ensure the City's telecommunication network and its associated equipment remain operational with minimum
downtime.
• Provide the necessary support for all telephone and data communication equipment.
New Systems Support
• Meet the information needs of the users and encourage the appropriate use of computers and communication
technology to increase productivity and enhance communication.
• Increase citizen access to City services through the use of technology.
KEY ACHIEVEMENTS FOR FY 1999-00:
• Survived Y2K!
• Improved communication capabilities of several outlying facilities by connecting them to the Citywide voice and
data network.
• Technology for the Faraday Building, Cole Library, and Dove Library.
• Increased the level of technical support to City staff through implementation of out-sourced "help desk" services.
• Citywide upgrade to MS Office 2000.
• Implemented Novell ZENworks to streamline desktop computer management, and to ease network
administration.
• Upgraded City telephone network.
70
PROGRAM: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710
KEY GOALS FOR FY 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
Improve access to and management of City documents through the implementation of a Document Management
System (DMS) that meets the needs of system users.
• Complete Phase I, resulting in the implementation of systems and conversion of data for the records and
engineering departments.
• Begin Phase II, which expands functionality and increases the number of departments utilizing the system.
Expand public access to City information via implementation of Phase 3 of the City's website.
• Additional static information, as well as some interactive components (on-line employment applications, geo
data, engineering inspections).
• E-Commerce (business licenses).
SIGNIFICANT CHANGES:
Staffing changes include the addition of an administrative secretary position to perform clerical duties.
Depreciation budget was increased by $430,000 to reflect the annual cost of replacing personal computers and the
telephone system Citywide as they become obsolete.
71
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
150-1310
General Fund
Community Promotion
(Carlsbad Convention
and Visitor's Bureau)
Community Contributions
Beach Parking
Hiring Center
Dues and Subscriptions
Property Tax Administration Fee
Assessment Services
Misc Expenditures
Total Non-Departmental Expenditures
Transfers
Misc / Transfers Out
Golf Course Contribution
Hosp Grove Debt Service
Infrastructure Replacement Fund
Transfer to Capital Improvement Pgm.
Total General Fund Transfers
Contingencies
Contingencies (Adopted budget)
GENERAL FUND TOTAL
1997-98
ACTUAL
$256,487
225,000
38,100
75,774
13,572
177,909
22,893
20,246
829,981
331,952
490,000
828,521
0
0
1,650,473
1,787,765
$4,268,219
1998-99
ACTUAL
$325,356
770,000
27,000
76,821
28,652
205,351
15,349
7,460
1,455,989
75,500
1,680,000
800,000
0
0
2,555,500
3,943,700
$7,955,189
2000-01
BUDGET
$520,824
20,000 *
36,000
80,070
50,000
215,500
51,225
70,300
1,043,919
652,949
600,000
800,000
2,000,000
7,000,000
11,052,949
4,000,000
$16,096,868
2001-02
BUDGET
$360,000
0
36,000
85,849
56,600
240,000
58,800
0
837,249
0
600,000
800,000
3,000,000
4,300,000
8,700,000
4,300,000
$13,837,249
"Carlsbad Community Contributions Fund
Community Contributions 0 0 40,000 60,000
72
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS ,,
HOURLY/FTE POSITIONS
1997-98
ACTUAL
14,817,386
3,450,735
316,382
18,584,503
201.00
0.64
1998-99
ACTUAL
16,190,744
4,079,872
1,573,033
1999-00
BUDGET
17,094,804
4,788,128
605,931
2000-01
BUDGET
17,497,712
5,121,767
399,000
21,843,649| 22,488, 863| 23,018,479
207.00
- 2.26
213.75
2.90
217.75
2.43
Police
61%
73
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS,; :.;
HOURLY/FTE POSITIONS
1997-98
ACTUAL
8,492,941
2,306,170
188,390
10,987,501
122
0.64
1998-99
ACTUAL
9,287,375
2,537,742
133,740
1999-00
BUDGET
10,054,903
3,170,448
323,633
11,958,857] 13,548,984
,, , 128
2.26
134
1.9
2000-01
BUDGET
10,383,824
3,463,849
198,850
14,046,523
' , 138
1.43
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality
service to the community to ensure the preservation of life and property and the maintenance of law and order. In
doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion;
we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal
integrity, common purpose, and support of each other as essential to an effective and productive work environment;
and we provide leadership in our profession as an example for all law enforcement and to guarantee the best
possible service to our citizens.
PERFORMANCE /WORKLOAD MEASURES:
1999 Average Response Times
Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all
priority one calls in an average of six minutes or less. In 1999, we responded on average faster to priority one calls
than our goal. Priority one calls made up less than one percent of our total call volume in 1999. Priority two (urgent
calls) and priority three (calls for reports) calls made up over 99 percent of our total call volume. Our average
response time in 1999 to the lowest priority call was less than 21 minutes.
Priority 1
Priority 2
Priority 3
5.2
10.4
20.5
10 15 20 25
MINUTES
74
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE
GENERAL
POLICE
PAGE TWO
SUMMARY
PERFORMANCE / WORKLOAD MEASURES (continued):
Citizen Satisfaction
In an effort to provide the best service possible to the community, the Carlsbad Police Department has
been surveying victims of crime since 1991. This survey helps the department measure satisfaction and
obtain feedback from citizens who have had contact with our department. Over 4,000 responses have
been received to-date.
1999 RESULTS
|
911 Dispatcher 4.4
Officers
Detectives
Rec^H^-.>^ '' .;-:-.: ~
1 ' <• * .-:>-• A ^ ^!' ,. , v -'
Administration
4.4
4.4
4.6
1 2 3 4 £
oor Good Exce
4.7
Crime
The Police Department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbery,
aggravated assault, burglary, larceny/theft, and motor vehicle theft.
30
90
10
0
„** .'
31.0
- ;
28.2
1997 1998 1999
FBI Index Crimes Per 1,000 Population
75
PROGRAM: POLICE PAGE THREE
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
KEY ACHIEVEMENTS FOR FY 1999-00:
• Crime continued to decrease to levels not seen in at least 20 years and was four percent lower than the
previous year. When population is taken into account, the FBI index crime rate for 1999 was 28.2 crimes per
1,000 population; nine percent less than the previous year, the lowest rate in at least 20 years, and likely the
lowest on record. The 1999 crime rate was less than half of what it was ten years earlier.
• The third Senior Volunteer Patrol Academy was held. The senior volunteer patrol augments the department's
regular patrol division by assisting with traffic control, citizen education, and other duties.
• Over 40 members of the department participated in the update of the long-range plan including staffing,
technology, facilities, and equipment.
• Laptops were issued to every member of the patrol division. This will help prepare them for the new computer-
aided dispatch system and mobile field reporting that will be implemented in the next one to two years.
• Cal-Photo, a statewide web-based, secure law enforcement Internet system that allows officers to search,
retrieve, and view suspect photos by PC computer, became operational.
• The Police Department took over the City's lagoon patrol duties and expanded the program to include public
education and patrol of the City's lagoon trails.
• Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all
priority one calls in an average of six minutes or less. In 1999, we responded on average faster to priority one
calls than our goal (5.2 minute average). Priority one calls made up les than one percent of our total call volume
in 1999. Priority two calls (urgent calls) and priority three calls (calls for reports) made up over 99 percent of our
total call volume. Our average response time in 1999 to priority two calls was 10.4 minutes, and 20.5 minutes to
priority three.
• In order to provide the best service possible to the community, the Police Department has been surveying crime
victims since 1991. The survey helps the department measure satisfaction and obtain feedback from citizens
who have had contact with our department. On a scale of 1 through 5 with 1 being poor and 5 being excellent,
customers rated our dispatchers 4.4, patrol 4.7, detectives 4.4, records 4.4, and administration 4.6.
KEY GOALS FOR 2000-01:
"Ensure tha effective and efficient delivery of top-quality services to our Community."
• Develop and maintain department response standards which achieve high customer satisfaction.
• Acquire and utilize best communications and information technology.
• Encourage innovation and the cost-effective delivery of police services through public/private partnerships,
regionalization, volunteerism, and community outreach programs.
• Plan, construct, and maintain police facilities which meet the public safety needs of the community.
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Provide a level of safety that promotes economic income and development and reduces fear of crime.
"Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions."
• Provide resources and expertise to promote safe and efficient transportation systems.
"Enhance educational opportunities for all segments of the Community."
• Maintain, develop, and enhance programs aimed at informing and educating the Community regarding public
safety.
• Provide continual training and educational opportunities which promote professional and personal growth,
enhance safety and service, and exceed compliance with POST standards.
• Continue cooperative programs to include DARE, School Resource Officers, GUIDE, Juvenile Justice Panel,
and to identify future needs.
76
PROGRAM: POLICE ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
273,753
343,782
5,550
1998-99
ACTUAL
303,633
525,024
5,625
1999-00
BUDGET
286,675
523,170
4,500
2000-01
BUDGET
282,854
582,107
0
623,085| 834,282| 814,3451 864,961
3.00
0.00
3.00
0.00
. 3.00
0.00
3.00
0.00
WORK PROGRAM:
Develop and administer functions and programs that support the City's and the Police Department's statement of
values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Programs
• Develop and manage programs which reduce crime, encourage citizen participation, and improve Community
safety.
Organization
• Assist staff with individual and group development.
Division Support
• Provide support to divisions to assist with meeting goals,
Leadership
• Provide department staff with the knowledge and training necessary to carry out the department's mission.
SIGNIFICANT CHANGES:
None.
77
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCTNO. 0012120
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULbTIME POSITIONS, *>
HOURLY/FTE POSITIONS
1997-98
ACTUAL
4,336,970
787,677
0
1998-99
ACTUAL
4,272,782
648,887
54,476
1999-00
BUDGET
4,508,630
748,931
130,202
2000-01
BUDGET
4,641,869
836,753
52,000
5,124,647J_ 4,976,145] 5,387,763| 5,530,622
57.00
0.00
55.00
0.00
57.00
0.00
59.00
0.00
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special
enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service
• Respond to calls for service for emergency and non-emergency services.
• Investigate crimes.
• Enforce City ordinances.
Reports
• Take reports including crime, arrest, collisions, incident, citation, and field interview.
Response Time
• Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS:
Calls for Service
Cases
Average Priority One Response
(in minutes)
CY1997
64,009
8,950
5.6
CY1998
67,076
9,083
5.6
CY1999
67,284
8,338
5.2
SIGNIFICANT CHANGES:
In order to maintain service levels, two new patrol officers, and one patrol vehicle have been added.
78
PROGRAM: TRAFFIC
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
558,550
149,794
0
708,344
9.00
0.00
1998-99
ACTUAL
688,381
167,207
5,980
1999-00
BUDGET
725,171
199,828
8,500
861,568| 933,499
9.00
0.00
10.00
0.00
2000-01
BUDGET
872,081
211,763
96,500
1,180,344
11.00
0.00
WORK PROGRAM:
Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide
accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES:
• Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide.
• Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide
targeted traffic enforcement.
WORKLOAD STATISTICS:
CY1997 CY1998 CY1999
Total Collisions 775 784 764
Hit and Run Investigations 131 106 117
SIGNIFICANT CHANGES:
A Police Lieutenant has been added to help increase citizen satisfaction and quality of service in the Traffic and
Community Services Divisions.
79
PROGRAM: VOLUNTEER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012122
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
19,136
0
1998-99
ACTUAL
0
31,592
0
1999-00
BUDGET
2,050
33,500
0
2000-01
BUDGET
2,070
35,160
0
19.136J 31,592| 35,5501 37.230
o.oo
0.00
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
Provide support to the members of the Police Department and help enhance Community safety and security through
education and crime prevention.
PROGRAM ACTIVITIES:
Senior Volunteer Patrol
• Conduct crime prevention patrols.
• Assist with traffic control and special events.
• Conduct education activities in the community.
• Provide regular contact for homebound citizens.
In-House Volunteers
• Provide general clerical assistance.
• Provide data entry assistance.
• Contact crime victims.
• Provide assistance with special assignments and projects.
WORKLOAD STATISTICS:
Number of hours contributed
SIGNIFICANT CHANGES:
None.
CY1998 CY1999
16,411 14,736
PROGRAM: RESERVE OFFICER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012123
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/REPOSITIONS
1997-98
ACTUAL
2,570
2,724
0
1998-99
ACTUAL
2,636
2,108
0
1999-00
BUDGET
4,760
18,630
0
2000-01
BUDGET
3,400
10,100
0
5,294| 4,744[ 23,390| 13,500
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
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.
PROGRAM ACTIVITIES:
• Provide special detail assistance to all divisions of the Police Department.
• Provide service to Spring and Fall fairs, Oktoberfest, marathon, and other special events.
• Provide assistance with follow-up and special investigations for traffic officers and detectives.
WORKLOAD STATISTICS:
Hours contributed by reserve officers
SIGNIFICANT CHANGES:
None.
QY1997
2,078
CY1998
2,360
CY1999
1,491
81
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSmONSr
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
0
0
0
, t , 0.00
0.00
1998-99
ACTUAL
345,062
66,875
6,034
417,971
. 4.00
0.00
1999-00
BUDGET
334,446
71,094
6,465
2000-01
BUDGET
338,286
78,224
1,600
412,005| 418,110
4.00
0.00
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:
• Enforce laws throughout the City.
• Provide canine coverage on each patrol watch.
• Patrol remote areas using 4x4 vehicles.
• Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of
Police canine teams.
SIGNIFICANT CHANGES:
None.
82
PROGRAM: LAGOON PATROL
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012125
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
0
0
0
0.00
0.00
1998-99
ACTUAL
29,154
14,289
0
1999-00
BUDGET
61,696
13,690
0
2000-01
BUDGET
60,761
13,881
0
43,443] 75,386| 74,642
1.00
0.50
1.00
0.50
1.00
0.50
WORK PROGRAM:
Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond
to concerns involving Agua Hedionda and the other City lagoons. Maintain order on City's trail systems and in the
City's parks.
PROGRAM ACTIVITIES:
• Enforce boating regulations.
• Monitor recreational boating operation on Agua Hedionda Lagoon.
• Patrol lagoon, trail, and park areas.
• Assist stranded boaters on Agua Hedionda Lagoon.
SIGNIFICANT CHANGES:
None.
83
PROGRAM: INVESTIGATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012130
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
1,204,691
195,096
0
1,399,787
17.00
0.15
1998-99
ACTUAL
1,082,756
200,467
0
1999-00
BUDGET
1,127,355
206,217
2,500
2000-01
BUDGET
839,421
193,790
2,000
1,283,223| 1,336,072) 1,035,211
13.00
' 0.90
14.00
0.90
.:' 11.00
0.50
WORK PROGRAM:
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process
property and evidence.
CY1997 CY1998 CY1999
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
Property Recovery Rate
SIGNIFICANT CHANGES:
Three investigators previously budgeted in this division have been transferred to a new Task Force Division
(0012135) to better reflect functionality and increase accountability.
52%
27%
37%
48%
22%
26%
45%
21%
26%
84
PROGRAM: VICE/NARCOTICS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012131
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
274,590
20,892
0
295,482
3.00
0.00
1998-99
ACTUAL
277,029
52,573
3,096
1999-00
BUDGET
321,909
67,924
0
332,698) 389,833
3.00
0.00
3.00
0.00
2000-01
BUDGET
420,670
76,281
39,000
535,951
4.00
0.00
WORK PROGRAM:
Enforce the laws relating to vice and narcotics violations. Identify and assist in the prosecution of those responsible
for the use, distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those
responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities.
WORKLOAD STATISTICS:
Felony and Misdemeanor Arrests
CY1997
138
CY1998
123
CY1999
179
SIGNIFICANT CHANGES:
Additional vice narcotics investigator added to allow the unit to address many of the vice functions that are now
placed as a low priority because of the higher priority narcotics cases.
85
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012132
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS.
HOURLY/FTE POSITIONS
1997-98
ACTUAL
58,155
18
0
1998-99
ACTUAL
61,229
61,583
0
1999-00
BUDGET
61,800
107,277
0
2000-01
BUDGET
71,677
86,027
0
58,173| 122,812) 169,077} 157,704
1.00
0.00
1.00
0.00
1.00
0.00
1.00
0.30
WORK PROGRAM:
Provide juvenile diversion services and programs to all age levels of youth within the City of Carlsbad, both
delinquent and pre-delinquent and within and prior to the criminal justice system.
SIGNIFICANT CHANGES:
A part-time juvenile justice program assistant has been added to allow the program coordinator to handle increased
demand for juvenile justice services.
86
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012133
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
46,295
12,455
0
1998-99
ACTUAL
19,321
15,381
0
1999-00
BUDGET
46,883
20,075
30,000
2000-01
BUDGET
47,940
18,412
0
58,750] 34,702]_ 96,958| 66,352
0.00
0.49
1.00
0.50
1.00
0.50
1.00
0.13
WORK PROGRAM:
Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by
the department.
PROGRAM ACTIVITIES:
• Physically maintain and accurately track all property and evidence.
• Return property to lawful owners.
• Dispose of property according to law.
SIGNIFICANT CHANGES:
None.
87
PROGRAM: FAMILY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
0
0
1998-99
ACTUAL
281,824
5,834
3,061
1999-00
BUDGET
292,682
14,439
0
0| 290,7191 307,121
0.00
0.00
4.00
0.00
4.00
0.00
2000-01
BUDGET
331,669
14,910
0
346,579
4.00
0.00
WORK PROGRAM:
Provide follow-up investigation leading to the identification and apprehension of persons responsible for the
commission of crimes relating to juvenile offenders, juvenile victims, and domestic violence incidents. Provide
coordination of the criminal justice process as it relates to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
• Investigate and follow-up on crime and incident reports as they relate to all phases of the family.
• Assist in the coordination of diversion, prevention, and education activities offered by the department such as
DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and
mentoring at-risk youth.
SIGNIFICANT CHANGES:
None.
PROGRAM: TASK FORCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012135
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS •
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
0
0
1998-99
ACTUAL
0
0
0
1999-00
BUDGET
0
0
0
2000-01
BUDGET
243,933
2,425
0
0| 0| 0| 246,358
0.00
0.00
0.00
0.00
0.00
0.00
3.00
0.00
WORK PROGRAM:
Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto
Theft Task Force, and Narcotics Task Force.
SIGNIFICANT CHANGES:
Expenses associated with these task forces were previously budgeted in the Investigations Division (0012130). A
separate division has been created for the task forces to better reflect functionality and enhance accountability.
89
PROGRAM: SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS-
HOURLY/FTE POSITIONS
1997-98
ACTUAL
337,321
394,530
0
1998-99
ACTUAL
364,239
486,351
2,511
731,851]_ 853,101
5.00
0.00
6.00
0.00
1999-00
BUDGET
450,526
830,790
3,000
2000-01
BUDGET
425,923
1,063,455
0
1,284,316} 1,489,378
6.00
0.00
6.00
0.00
WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination, and personnel
recruitment and hiring.
PROGRAM ACTIVITIES:
• Coordinate all department training.
• Recruit new employees.
• Organize testing programs and conduct POST mandated pre-employment investigations.
• Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer
network.
SIGNIFICANT CHANGES:
Information Systems charges have increased by $220,000 to cover the cost of replacing personal computers as they
become obsolete.
90
PROGRAM: D.A.R.E.
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012141
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS •
HOURLY/FTE POSITIONS
1997-98
ACTUAL
138,206
160
0
1998-99
ACTUAL
139,759
14,023
0
1999-00
BUDGET
209,780
25,468
34,500
2000-01
BUDGET
204,612
18,645
0
[ 138,366| 153,782] 269,748| 223,257
2.00
0.00
2.00
0.00
3.00
0.00
3.00
0.00
WORK PROGRAM:
Assist elementary and junior high school students in recognizing and resisting the pressures of drug use through
education.
PROGRAM ACTIVITIES:
• Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high
schools.
• Assist schools and parents with drug abuse prevention programs.
SIGNIFICANT CHANGES:
None.
91
PROGRAM: CRIME PREVENTION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012142
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
40,146
47,694
0
L_ 87,840
1.00
0.00
1998-99
ACTUAL
43,814
45,570
0
89,384
1.00
0.00
1999-00
BUDGET
44,690
41,441
0
86,131
1.00
0.00
2000-01
BUDGET
44,490
41,059
0
85,549
1.00
0.00
WORK PROGRAM:
Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help
reduce the fear of crime through the dissemination of information.
PROGRAM ACTIVITIES:
• Target all groups within the community including crime victims and utilize community forums, surveys, media,
newsletters, and direct mailings.
• Create and implement education and awareness programs that reduce the threat of crime and enhance safety
and security.
SIGNIFICANT CHANGES:
None.
92
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012143
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
830
0
0
1998-99
ACTUAL
160,966
28,234
0
1999-00
BUDGET
158,736
18,280
0
2000-01
BUDGET
155,096
25,702
0
830[ 189,2001 1 77,01 6| 180,798
2.00
0.00
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 a positive interaction among
students, citizens, and educators.
PROGRAM ACTIVITIES:
• Maintain order and enforce laws on school campuses located within the City of Carlsbad.
• Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement, in general.
SIGNIFICANT CHANGES:
None.
93
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
715,473
30,806
0
1998-99
ACTUAL
810,442
28,781
3,222
746,279| 842,445
14.00
0.00
15.00
0.36
1999-00
BUDGET
953,028
81,983
2,007
2000-01
BUDGET
954,960
92,050
4,500
1 ,037,018| 1,051,510
16.00
0.00
16.00
0.00
WORK PROGRAM:
Provide Police and Fire communications including answering calls for service and dispatching appropriate
emergency personnel,
PROGRAM ACTIVITIES:
• Provide routine and emergency communications service to Police, Fire, and emergency medical programs.
WORKLOAD STATISTICS:
CY1997 CY1998 CY1999
Police Calls for Service 64,009 67,076 67,284
SIGNIFICANT CHANGES:
None.
94
PROGRAM: POLICE RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012145
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/ETE POSITIONS
1997-98
ACTUAL
206,324
106,557
0
1998-99
ACTUAL
240,133
126,269
0
1999-00
BUDGET
263,183
38,306
1,500
2000-01
BUDGET
267,662
41,245
0
312,881] 366,402) 302.989J 308,907
6.00
0.00
6.00
0.00
6.00
0.00
6.00
0.00
WORK PROGRAM:
Provide processing, filing, and maintenance of all department law enforcement official records. Responsible for data
entry into the ARJIS system and for Statewide reporting of crime information. Responsible for public reception,
information, and fingerprinting services for the public.
PROGRAM ACTIVITIES:
• Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports.
WORKLOAD STATISTICS:
CY1997 CY1998 CY1999
Police Cases 8,950 9,083 8,338
SIGNIFICANT CHANGES:
None.
95
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE ACCT NO. 1212110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
151,059
185,402
182,840
519,301
0.00
1 f, 0.00
1998-99
ACTUAL
855
14,461
49,735
65,051
0.00
0.00
1999-00
BUDGET
52,000
106,081
100,459
2000-01
BUDGET
9,600
11,750
1,250
258,540| 22,600
0.00
0.00
0.00!^ , o.oo
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets.
SIGNIFICANT CHANGES:
Maintenance and operation/capital includes funding for "less-than-lethal" equipment programs such as web shot
guns, bean bag rounds, and rifles to replace all shotguns which will be converted to bean bag guns. Also included is
overtime for training.
96
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE ACCT NO. 123XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS,
HOURLY/FTE POSITIONS •
1997-98
ACTUAL
148,008
9,447
0
1998-99
ACTUAL
163,360
2,233
0
1999-00
BUDGET
148,903
3,324
0
2000-01
BUDGET
164,850
10,110
2,000
157,455| 165,593) 152,227) 176,960
2.00
,0.00
": 2.00
> 0.00
2.00
0.00
. 2.00
• > 0.00
WORK PROGRAM:
This is the fourth year the City has received funding per Assembly 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 continued
hiring of two full-time officers for assignment to the year-round bicycle patrol. Prior to the first year of the grant, the
bicycle patrol was only seasonally staffed during the summer months. The bicycle patrol members patrol the beach
and downtown areas as well as other areas as required for special enforcement.
PROGRAM ACTIVITIES:
The patrol will direct attention to minor drug, alcohol, skateboarding, loitering, and noise complaints in the downtown
and beach areas of the City as well as other areas as needed.
SIGNIFICANT CHANGES:
None.
97
PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
6,324,445
1,144,565
127,992
7,597,002
79.00
0.00
1998-99
ACTUAL
6,903,369
1,542,130
1,439,293
9,884,792
79.00
0.00
1999-00
BUDGET
7,039,901
1,617,680
282,298
2000-01
BUDGET
7,113,888
1,657,918
200,150
8,939,879[ 8,971,956
79.75
1.00
79.75
1.00
MISSION STATEMENT:
The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in
safeguarding lives, property, and our environment. We measure our success in accomplishing our mission through
customer surveys, comparative analysis, operational effectiveness and goal accomplishment.
WORKLOAD STATISTICS:
Paramedic Satisfaction Survey
I I I
Total Incidents By Year
1 2
Unacceptable Poor Satisfactory
1995 1996 1997 1998 1999
Priority 1 average response times in minutes:
4.42 4.55 4.68 4.78 4.81
Customer Service Ratings: The above chart
shows our customer satisfaction level for
emergency medical services for 1999. The results
show that our paramedics continue to live up to
the department's reputation for treating all
patients as we would our own family.
Incidents & Response Times:The Fire
five-Department continues to meet its goal of a
minute average response time to priority one calls,
with a 4 minute and 49 second average. The above
chart shows a gradual increase in both number of
incidents and response time over the last five
years.
98
PROGRAM: FIRE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
KEY ACHIEVEMENTS FOR FY 1999-00:
• Completed a comprehensive self-assessment of Fire Department operations that will serve as the basis for
developing a department strategic plan.
• Developed a recommendation to restrict the use of single point access to residential development when the
development is located in close proximity to an off-site hazard.
• Provided leadership for City's Y2K emergency preparedness planning.
• Implemented a fire safety classroom education program that reached all third graders in the City.
• In conjunction with the Police Department, completed the selection of the preferred vendor for upgrading the
City's Computer-Aided Dispatch system.
• Developed and implemented a department Values, Mission, and Vision (VMV) statement and a process to
incorporate the VMV into department operations.
• Certified 62 firefighters and 30 other City employees in trench rescue.
• Certified 214 City employees in CPR.
• In 1999, responded to 4,823 incidents, including: 3,096 medical aid calls (with 22 patients receiving life-saving
medical intervention), 594 traffic collisions, 256 fire-related, 877 miscellaneous emergencies, assistance and
alarm responses.
KEY GOALS FOR FY 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Oversee the purchase and implementation of a new computer-aided dispatch system for public safety that will
maximize the full capabilities of our 800MHz communication system.
• Continue to work with the other major service areas in implementing a Citywide performance measurement
system that will achieve desired outcomes through selective measurement and benchmarking practices.
• Finalize a Fire Department Strategic Plan based on a comprehensive self-assessment process.
"Enhance educational opportunities for all segments of the Community."
• Increase the opportunity for seniors to participate in the fire safety public education programs.
99
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
235,460
213,613
82,502
1998-99
ACTUAL
278,274
518,750
1,381,065
1999-00
BUDGET
303,415
318,868
161,608
2000-01
BUDGET
296,690
332,751
80,000
531,575| 2,178,089j_ 783,891 1 709,441
3.00
0.00
3.00
0.00
3.75
0.00
3.75
0.00
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination
Provide program direction and planning for all divisions.
• Implement and support Fire Department specific values, mission, and vision.
• Continue supervisory training and seminars for all Fire captains.
• Facilitate team building programs for all members of the management team.
• Promote increased communications and participation at all levels within the department.
Planning
Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire
services.
• Continue to oversee the department-wide self-assessment process and develop a department strategic plan.
• Monitor development under the Growth Management Program toward scheduling the relocation of Fire Stations 3 & 6.
• Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
• Coordinate department information systems.
• Participate in regional planning activities, including 800 MHz Regional Communication System and continue
studying the feasibility of a North County Regional Training Facility.
SIGNIFICANT CHANGES:
None.
100
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCTNO. 0012220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
5,741,674
722,826
45,490
1998-99
ACTUAL
6,276,906
815,814
58,228
1999-00
BUDGET
6,316,560
1,040,431
87,927
2000-01
BUDGET
6,413,708
1,079,532
99,650
6,509,990| 7,150,948[ 7,444,91 8| 7,592,890
71.00
0.00
, 71.00
0.00
71.00
0.00
71.00
0.00
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emergency Response
Maintain an effective fire and medical emergency response system throughout the City.
• Maintain fire apparatus, equipment, and facilities at a high level of readiness.
• Maintain an average response time of five minutes or less to priority one fire and medical calls for service.
Training
Provide all safety personnel appropriate training in order to enhance their personal safety as well as enhancing the
services provided to citizens.
• Provide technical training to all shift personnel on a monthly basis.
• Train personnel to meet individual and company performance standards.
• Provide 24 hours of EMS continuing education to all field personnel.
Service
Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness.
• Engine companies to participate in public education programs, special community events, and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
None.
101
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012225
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS J
HOURLY/FTE POSITIONS
1997-98
ACTUAL
347,311
39,625
0
1998-99
ACTUAL
348,189
32,392
0
386,936) 380,581
5.00
0.00
5.00
0.00
1999-00
BUDGET
419,926
41,587
18,500
2000-01
BUDGET
403,490
46,085
20,500
426,4391 470,075
5.00
1.00
5.00
1.00
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 enforcement occupancy inspections in existing public buildings and those under construction.
• Provide training and administrative support for engine company code enforcement activities.
• Conduct periodic fire inspections in commercial, industrial, and multi-family residential buildings.
• Perform code compliance reviews on construction plan submittals within 10 calendar days.
• Perform new construction inspections within 24 hours of request.
• Conduct code compliance inspections in licensed care facilities.
• Respond to citizen hazard inquiries and complaints.
SIGNIFICANT CHANGES:
None.
102
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
94,031
0
94,031
0.00
0.00
1998-99
ACTUAL
0
152,550
0
152,550
0.00
0.00
1999-00
BUDGET
0
156,134
0
2000-01
BUDGET
0
126,250
0
156,134| 126,250
0.00
0.00
0.00
0.00
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
• Select 900-1100 parcels for clearance.
• Obtain City Council approval for abatement.
• Mail notices to property owners in May.
Hazard Abatement
Ensure effective abatement of hazards identified.
• Inspect all property noticed.
• During May through July, clean all property not previously abated by owners.
• Manage contractor performance and payment system.
• Obtain City Council approval to place abatement costs onto individuals property tax roll in July.
• Submit charges to County Auditor for recovery by property tax billing by August.
SIGNIFICANT CHANGES:
None.
103
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCTNO. 0012240
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
74,470
0
74,470
.0.00
0.00
1998-99
ACTUAL
0
22,624
0
1999-00
BUDGET
0
60,660
14,263
2000-01
BUDGET
0
73,300
0
22,624| 74,923| 73,300
- 0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man caused disasters.
PROGRAM ACTIVITIES:
Training and Education
Conduct classroom and simulation training sessions for all key City staff members.
• Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements.
• Continue providing basic emergency response training to all City employees.
Planning
Develop a strategic plan to improve Citywide emergency preparedness.
• Reorganize emergency plan.
• Update hazard vulnerability analysis.
• Restructure the emergency management administrative team.
• Coordinate program efforts to ensure future certification of the City by FEMA as a "Disaster Resistant
Community."
Inter-Agency Coordination
• Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
None.
104
Operating Budget Summary
Policy and Leadership Croup
Administrative Services
Public Safety
Community Development
Community Services
Public; Works
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
3,361,113
6,223,418
369,078
1998-99
ACTUAL
3,773,091
6,217,537
349,374
9,953,609) 10,340,002
53.75
, 3.00
, 54.75
. ,3.00
1999-00
BUDGET
3,944,862
6,813,159
4,280,583
2000-01
BUDGET
4,052,371
6,506,193
314,526
15,038,604| 10,873,090
53.75
1.50
53.75
1.50
Building
Inspection
17%
Economic
Development
2%
Redevelop-
ment
17%
Comm. Dex . .GeographicAdmin. , ,Information
5/0 2%
Planning
22%
Housing
Section 8
29%
Housing Trust
CDBG 2%
7%
105
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCTNO. 0013010-0013025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
330,154
176,849
3,013
1998-99
ACTUAL
378,200
127,230
6,956
1999-00
BUDGET
345,740
169,701
49,300
2000-01
BUDGET
321,310
135,660
0
510,016] 512,386| 564,741] 456,970
4.75
0.00
4.75
0.00
3.75
, 0.00
3.75
11 v 0.00
MISSION STATEMENT:
The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and
respect for diversity. We enhance the health, safety, welfare and the quality of life for people at all economic levels
who live, work or visit Carlsbad by providing for:
• development of high quality projects and public facilities,
• preservation of the local environment,
• diverse housing, employment and enrichment opportunities, and
• a strong and stable economic base.
PROGRAM ACTIVITIES:
Coordination
• Continue quarterly review of all interdepartmental goals and objectives.
• Coordinate the activities of all Community Development Departments at the development processing counter.
• Provide support and direction to all Community Development Departments involved with achievement of the
City's Affordable Housing, Growth Management and Economic Development goals.
Communication
• Conduct periodic meetings and workshops to assist Community Development staff and various commissions in
understanding the development process, and pertinent laws and regulations.
• Encourage departmental and interdepartmental meetings which allow the Community Development staff to
participate in problem identification and resolution.
• Act as a liaison between community organizations and City staff in initiating and implementing programs which
provide social benefit to the local population.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
Provide timely response to inquiries by knowledgeable staff; continuing to measure customer satisfaction with
service delivery through the use of user surveys, and user feedback from customers to improve service delivery.
Examples are:
• respond to 95% of field inspection requests the next working day,
• develop performance measurement program,
• average 24-hour response on code enforcement for non-health and safety calls (average same day response
for all others),
• manage relocation of Police training range, and
• manage Phase II of Cole Library renovation project.
106
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013025
KEY GOALS FOR 2000-01 (continued):
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Develop a strategy for obtaining wildlife agency permits, utilizing either the Habitat Management Plan or
individual single-project permitting (depending on Council policy direction) for all City projects and selected high
priority private projects which have been identified by the City Council.
• Reassemble the project design team, develop a revised schedule, and undertake the remaining design,
entitlement, financing, and construction activities necessary to complete the golf course project.
"Enhance educational opportunities for all segments of the Community."
• Continue the Community Development Organizational Effectiveness Program, establishing new and innovative
opportunities for involvement by employees at all levels of the organization, with emphasis on enhanced training
for supervisors and managers in conflict management and time management.
SIGNIFICANT CHANGES:
Office Specialist position transferred to Finance upon the opening of the Faraday Center.
107
PROGRAM:
FUND:
PROGRAM GROUP:
LAND USE PLANNING & PLANNING COMMISSION
GENERAL
PLANNING ACCT NO. 0013210/0013220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
1,545,533
669,822
0
1998-99
ACTUAL
1,695,030
487,482
9,391
1999-00
BUDGET
1,805,780
789,080
17,290
2000-01
BUDGET
1,800,950
603,474
0
2,215,355] 2,191,903] 2,612,150] 2,404,424
24.00
1.00
24.00
1.00
24.00
1.00
24.00
1.00
MISSION STATEMENT:
The Planning Department's mission is to guide the planned physical development of the City in a manner that
preserves the quality of life for its citizens.
PROGRAM ACTIVITIES:
Implementation of General Plan
• Ensure that all new planning programs and development projects comply with the General Plan.
Preparation of Special Studies and Policy Review
• Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council
and Planning Commission regarding the compliance of all development proposals with the City's zoning,
subdivision and environmental ordinances. Update development standards as needed.
Review of Development Projects
• Provide technical support to the Planning Commission and City Council in a timely and efficient manner
regarding the compliance of all development proposals with the City's zoning, subdivision and environmental
ordinances. Update development standards as needed.
Implementation of Growth Management Plan
• Ensure that all development complies with the performance standards of the Growth Management Plan.
PERFORMANCE OBJECTIVES:
• Implement programs contained in the updated General Plan.
• Complete the update of the Housing Element.
• Complete the Carlsbad Boulevard Realignment Study and the Commercial Study.
• Continue to address issues relating to endangered species, and implementation of the Habitat Management
Plan.
• Ensure timely processing/review of projects in the City.
• Continue to review project processing procedures.
• Administer the Growth Management Program, including on-going monitoring of activities.
108
PROGRAM:
FUND:
PROGRAM GROUP:
LAND USE PLANNING
GENERAL
PLANNING
PAGE TWO
ACCT NO. 0013210/0013220
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY PLANNING COMMISSION
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY CITY COUNCIL
70 n
60
50.
40.
30.
20.
10.
0
40
35
30
25
20
15
10
r
IstQtr 2ndQtr 3rd Qtr 4th Qtr
qrt • ftpid • fcpi
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Applications Considered by City Council: Fifteen
applications were forwarded to Council from the
Planning Commission in 1997, 28 in 1998, and 80 in
1999. The increase is due in part to the Commercial
Visitor/Serving Overlay Zone and reflects an over
400% increase in activity level over the two-year
period from 1997-1999.
Applications Considered by Planning Com-
mission: The numbers reflect a 46% increase for
1998 over 1997, and a 164% for 1999 over 1997.
Administrative approvals of PIPs, Sign
Permits/Programs, and Administrative Variances are
not included in the above numbers. 1998/99
administrative permit applications were constant,
while there was a 38% increase from 1997-1998
(176 in 1997, 243 in 1998, and 247 in 1999).
KEY ACHIEVEMENTS FOR FY 1999-00:
• City Council approved the Habitat Management Plan. Federal and State permits are now being processed.
• Completed the citizen survey relating to future commercial development. City Council is now formulating new
policies.
• Approval granted for residential projects within the Poinsettia Properties Development, which is the first Transit-
Oriented Development (TOD) in the City.
• Participated in the Integrated Transportation Program, especially related to traffic-calming and livable
communities.
KEY DEPARTMENT GOALS FOR FY 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Ensure top-quality services to our customers and citizens.
• Ensure that all development projects comply with City planning codes and policies.
• Continue to review all procedures and systems to ensure the timely processing of all applications, particularly
ones that create economic opportunities. Determine the effectiveness of the preliminary review process.
• Provide strategic advice regarding land use and long-term planning in the City. Present the results of the Infill
Projects report to the City Council.
"Create diverse, broad-based economic strategies in ensure the financial health of the Community and the
City,
• Revise General Plan policies to reflect City Council decisions on the Commercial Land Use Study.
• Continue the processing of the Villages of La Costa Master Plan, Bressi Ranch Master Plan, and the Carlsbad
Oaks North Industrial Park.
109
I
PROGRAM: LAND USE PLANNING PAGE THREE
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 0013210/0013220
KEY DEPARTMENT GOALS FOR FY 2000-01 (continued):
"Enhance educational opportunities and school facilities for all segments of the Community."
• Continue working with the school districts, providing land use and long-term planning information to assist the
districts in school location decisions.
• Enhance Planning Department information available on the web site.
SIGNIFICANT CHANGES:
None.
I
I
I
i
110
J
W
1
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCTNO. 0013310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1997-98
ACTUAL
90,372
49,225
3,141
1998-99
ACTUAL
104,475
50,378
0
GRAND TOTAL 142,738) 154,853
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1,00
0.50
2.00
0.50
1999-00
BUDGET
162,757
162,593
21,598
346,948
2.00
0.00
2000-01
BUDGET
167,056
99,470
0
266,526
2.00
0.00
MISSION STATEMENT:
The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments, and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
System Development
• Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient
use of the City's spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS
staff, we are able to more effectively expand the GIS program to enable various City staff to use GIS
technology.
Database Development
• Continue adding data layers to the enterprise-wide GIS, particularly in the areas of Public Works-related
infrastructure (street lights, street trees, assessment districts, signage, traffic signals, etc.)
Database Maintenance
• Maintain the various layers within the GIS by keeping them accurate and current.
WORKLOAD STATISTICS:
FY1998 FY1999 FY 2000 (Est.)
Number of Service Requests: 229 245
KEY ACHIEVEMENTS FOR 1999-00:
275
• Continued involvement in the creation of the Public Works Management System database, including installation
of the GIS software and training of staff on data entry.
• Updated all address information in the GIS.
• Installed GIS software and trained full-time and part-time Public Works and Community Services staff in its use.
• Processed over 275 service requests from 16 departments within all five major service areas.
KEY GOALS FOR FY 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community"
• Participate in the development of a Public Works Maintenance Management System utilizing GIS technology.
• Continue to reduce the cycle time between request and delivery of products/services.
• Disseminate GIS capabilities to City staff at the desktop level by implementing a spatial data warehouse for all
users of geographic data.
SIGNIFICANT CHANGES:
Software will continue to be implemented to allow direct access to all spatial data from the various geographic
information systems used by the City. 11 \
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1997-98
ACTUAL
91,488
8,332
0
1998-99
ACTUAL
111,513
11,570
0
1999-00
BUDGET
100,610
78,990
0
2000-01
BUDGET
123,650
74,920
0
GRAND TOTAL j 99,820| 123,0831 179,600] 198,570
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
, 1.00
0.00
1.00
0.00
1.00
0.00
1.00
0.00
MISSION STATEMENT:
Plan, organize and direct the implementation of the City's Economic Strategic Plan, and Real Estate Asset Program.
PROGRAM ACTIVITIES:
Land Use
• Develop and implement land use and infrastructure strategies consistent with the General Plan, that enhance
and promote economic development in Carlsbad.
Public Policy
• Develop sound policies and strategies that encourage quality business development and expansion, preserve
quality of life and consider the fiscal needs of the City.
Economic Resources
• Identify resources, opportunities and areas of economic focus. Establish programs to epitomize the positive
effects they have on the Community.
Promotion and Marketing
• Support public and private activities that focus on attracting desirable businesses and industries to the City, and
supports local tourism.
Public Relations and Education
• Provide opportunities for increased organizational, local business and citizen awareness of demographics and
economic goals and activities.
PERFORMANCE/WORKLOAD MEASURES:
• Number of economic development presentations made annually to local organizations.
KEY ACHIEVEMENTS FOR 1999-00:
• Completed the Tourism Impact Assessment Study.
KEY GOALS FOR 2000-01:
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Develop and coordinate Carlsbad's Business Attraction and Retention Program.
• Participate in regional economic development activities and projects.
• Identify and monitor progress of development projects that provide economic benefit to the City.
• Implement the City of Carlsbad's Economic Development Strategic Plan.
• Develop Real Estate Asset Inventory.
SIGNIFICANT CHANGES:
Additional funding for Real Estate Asset Management.
112
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION ACCTNO. 0013610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
722,626
542,227
2,728
1998-99
ACTUAL
847,987
760,708
8,657
1999-00
BUDGET
903,150
912,588
8,200
2000-01
BUDGET
971,456
832,454
0
1,267,581| 1,617,352| 1,823,938| 1,803,910
13.00
1.50
13.00
1.50
13.00
0.50
13.00
0.50
WORK PROGRAM:
The Building Department reviews applications for building permits, routes applications to applicable departments,
issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The
department also provides code enforcement services for the City for zoning, housing, building, and other Municipal
Code violations.
PROGRAM ACTIVITIES:
• Receipt of building permit applications, coordination of building permit approvals, issuance of building permits,
inspection of new and remodeled structures, and related code enforcement activities.
PERFORMANCE MEASURES:
• The department tracks inspections per day per field inspector and a number of other statistical reports
associated with workloads. Code enforcement has produced a quarterly report and will be revising the format of
this report to reflect ICMA recommended performance measurements for code enforcement.
KEY ACHIEVEMENTS FOR 1999-00:
• Facilitated and organized the move and opening of the Faraday Center.
• Issued permits for 1,800 (projected to June 30) dwelling units during FY1999-00.
• Performed over 70,000 field inspections.
• Three major hotels completed.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls the next working day.
"Enhance educational opportunities and school facilities for all segments of the Community."
• Continue to develop and implement an internship program for building inspectors.
• Provide 80 hours of staff development training for each employee.
SIGNIFICANT CHANGES:
Funding provided for an additional intern. The Intern Inspector Program will continue to train in-house City
employees for a career in building inspection.
113
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
580,940
4,776,963
360,196
1998-99
ACTUAL
635,886
4,780,169
324,370
1999-00
BUDGET
626,825
4,700,207
4,184,195
2000-01
BUDGET
667,949
4,760,215
314,526
5,718,099) 5,740,425| 9,511,227) 5,742,690
10.00
0.00
10.00
0.00
10.00
0.00
10.00
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing
• Rental Assistance
• Homebuyers Assistance
• New Construction
• Rehabilitation
Enhancing Opportunities
• Career Development
• Plans
• Innovation
• Goals
Promoting Business Development
• Jobs
• Sales Tax
• New Products
• State Funds
Creating a Community Spirit
• Transportation
• Education
• Social Services
• Family Self-Sufficiency
Village Vision
• Creativity
• Expansions
• Revitalization
• Beautification
Increasing Revenues
• Federal Funds
• Property Tax
Excellent Service
.14
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410/8023412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
146,553
1,914,784
0
1998-99
ACTUAL
164,869
1,940,678
0
1999-00
BUDGET
154,030
1,363,377
948,923
2,061,337] 2,105,547] 2,466,330
1.90
0.00
1.95
0.00
2.20
0.00
2000-01
BUDGET
166,200
1,356,761
0
1,522,961
2.20
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Village Redevelopment Master Plan
• Coordination of project development and permit processing.
• Implementation of the Facade Improvement Program.
• Administration of the Parking-ln-Lieu Fee Program.
• Property acquisition for future redevelopment projects and facilitation of new development.
Community Relations and Public Relations Program
• Work with the Carlsbad Village Business Association and other business organizations to continue Community
awareness and public relations activities on behalf of the Redevelopment Agency.
• Implement the Village Beautification Program through coordination of maintenance efforts in the Village.
• Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCE/WORKLOAD MEASURES:
• Process fifteen (15) redevelopment permit applications for improvements to existing structures or new
construction projects.
• Process ten (10) sign permit applications.
• Process five (5) preliminary review applications.
• Process four (6) Facade/Signage Improvement Grants.
• Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
• Provide quarterly updates on the on-going maintenance efforts of the Village Beautification Program.
KEY ACHIEVEMENTS FOR FY 1999-00:
• Processed 20 redevelopment permit applications for improvements to existing structures or new construction
projects.
• Processed 30 sign permit applications.
• Processed 5 preliminary review applications.
• Processed 9 facade improvement and signage grants totaling $48,440.88.
115
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCTNO. 8013410/8023412
KEY GOALS FOR FY 2000-01:
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Process redevelopment permits of all types for projects within the Village Area which represent high-quality
development or redevelopment of properties and buildings.
• Implement a program to attract and retain desired businesses based on the results of the resident/customer
survey conducted by SANDAG.
"Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions."
• Implement the Village Area Parking Program which supports public/private partnerships in financing the
maintenance and construction of public parking lots in centralized areas and encourage visitors to the Village to
utilize the public parking areas and to walk to surrounding businesses and/or tourist activities.
• Develop a program to identify impediments to full utilization of all existing public parking lots and coordinate
required improvements to eliminate any impediments.
• Complete and implement the Transportation Corridor Master Plan within the Village which supports transit-
oriented development.
SIGNIFICANT CHANGES:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court Apartments.
Ml
m
116
I
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCTNO. 8033420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
37,312
27,873
0
1998-99
ACTUAL
46,541
28,593
0
1999-00
BUDGET
46,600
76,195
1,600,000
2000-01
BUDGET
54,799
67,156
0
65,185] 75, 134 1 1,722,795) 121,955
0.80
0,00
0.90
0.00
0.65
0.00
0.90
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Project Processing Procedures
• Continue development of affordable housing project processing procedures.
Affordable Housing Project Coordination
• Assist in the 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 / WORKLOAD MEASURES:
Process at least three (3) requests for financial assistance through the Housing Policy Team.
Use existing low and moderate income housing funds to purchase property for an affordable housing project in,
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition
or acquisition of existing units and rehabilitation.
• Participate in at least three (3) outreach programs, professional conferences, and/or citizen and business
groups on affordable housing.
KEY GOALS FOR 2000-01 :
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Attract and retain target industries, businesses and jobs that result in improved economic health through the
implementation of affordable housing programs which serve to enhance the jobs/housing balance within the
Community.
SIGNIFICANT CHANGES:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court Apartments.
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1903401/1903403
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
216,477
2,480,273
0
1998-99
ACTUAL
218,697
2,457,915
0
1999-00
BUDGET
203,885
2,796,760
0
2,696,750| 2,676,612] 3,000,645
4.00
, 0.00
3.70
, 0.00
3.50
0.00
2000-01
BUDGET
224,010
2,917,385
0
3,141,395
3.50
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
• Provide federal funding to subsidize rents for 503 very-low and low income households.
• Assist low-income households in the community to access rental housing that is decent, safe and sanitary.
• Ensure program is being administered in compliance with federal regulations, federal guidelines and the
Carlsbad Administrative Plan.
• Achieve and maintain a lease rate that effectively utilizes funding allocation.
Family Self-Sufficiency
• Designed to enable unemployed, under-employed or under-educated low income families to achieve economic
independence from welfare.
• Assist families in identifying barriers to becoming self-sufficient.
• Provide guidance to the family to establish a five year goal and plan.
• Coordinate needed support services and act as an advocate on behalf of the client.
Community Opportunities Program
• Collaborative effort among several local housing agencies.
• Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
emphasizing housing opportunities in neighborhoods of choice.
• Participate in ongoing implementation of program changes and marketing of the program to participants and
owners in Carlsbad.
PERFORMANCE/WORKLOAD MEASURES:
• Achieve and maintain a lease rate utilizing 90-95% of allocated funds.
• Update and revise Administrative Plan to adopt changes in federal regulations.
• Expand rental assistance knowledge by conducting Community workshops, providing owner and participant
newsletters and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
None.
118
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCTNO. 1333421
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
86,475
57,127
0
1998-99
ACTUAL
103,183
49,845
0
1999-00
BUDGET
120,240
154,699
1,000,000
2000-01
BUDGET
122,450
116,425
0
143,602] 153,028[ 1,274,9391 238,875
1.65
0.00
1.95
0.00
2.15
0.00
2.15
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Programs
• Provide staff support to implement the various affordable housing programs as set forth within the City's housing
element including:
• Carlsbad Homebuyer Assistance Program (CHAP).
• Mortgage Credit Certificate Program (MCC).
• Single and multi-family residential rehabilitation programs.
• Provide staff support to the Housing Commission.
Affordable Housing Financial Assistance
• Negotiate and prepare financial assistance and loan documents for construction of single and multi-family
affordable housing projects.
Inclusionary Housing
• Implement the Inclusionary Housing Ordinance by providing information to developers, the public and City staff
on the requirements of the ordinance.
• Negotiate and prepare affordable housing agreements.
• Monitor the development and operation of affordable housing developments.
WORKLOAD STATISTICS:
1. Affordable Housing Units Approved:
2. Affordable Housing Units Construction Starts:
3. Financial Assistance to Affordable Housing Projects:
KEY ACHIEVEMENTS FOR 1999-00:
97-98 98-99
Est,
99-00
257 units 429 units 26 units
35 units 326 units 97 units
$1,235,000 $150,000 $2,216,000
Completed the Carrillo Ranch Affordable Apartment Project (116 Units).
Completed the Cherry Tree Walk Townhome Project, the City's first for sale, affordable housing project (42
units).
119
PROGRAM:
FUND:
PROGRAM GROUP:
AFFORDABLE HOUSING
HOUSING TRUST FUND
HOUSING AND REDEVELOPMENT
PAGE TWO
ACCTNO. 1333421
KEY GOALS FOR 2000-01:
"Enhance educational opportunities for all segments of the Community."
Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
• Perform public outreach by making presentations to citizen, business and service groups, serve on regional
affordable housing committees and task forces, and make presentations at professional conferences about
affordable housing programs and their benefits to the City of Carlsbad
SIGNIFICANT CHANGES:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court Apartments.
120
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 3913401-02, 3917000
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
94,123
296,906
360,196
1998-99
ACTUAL
102,596
303,138
324,370
1999-00
BUDGET
102,070
309,176
635,272
2000-01
BUDGET
100,490
302,488
314,526
751,225[ 730,104| 1,046,518] 717,504
1.65
0.00
1.50
0.00
1.50
0.00
1.25
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Community Development Block Grant Program
• Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
identify activities to be included in the consolidated funding plan for the CDBG Program.
• Prepare consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD)
for approval.
• Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding.
• Monitor activities of grant subrecipients to ensure that HUD and City requirements are met.
• Prepare consolidated annual performance and evaluation report for review and approval by City Council and
HUD.
Residential Rehabilitation Program
• Administer program in cooperation with the County of San Diego to allow rehabilitation of residences owned by
low and moderate income families or individuals.
PERFORMANCE MEASURES:
• Hold four public meetings to review and obtain comments on the City's CDBG Program.
• Conduct selection process to identify a minimum of ten local public service agencies which should be assisted
with funding through the CDBG Program.
• Monitor grant sub recipients and maintain documentation necessary to meet federal guidelines to continue
receiving CDBG funds.
• Assist in providing grants and/or loans to at least four low to moderate income families or individuals to
rehabilitate their homes.
KEY ACHIEVEMENTS FOR FY 1999-00:
• Prepared 2000-01 Consolidated Plan for CDBG Program, which was adopted by the City Council and approved
by the U. S. Department of Housing and Urban Development.
• Improvement projects were started and/or completed on facilities for the Boys and Girls Club of Carlsbad,
Lifeline Community Services, and Catholic Charities (La Posada de Guadalupe).
• Conducted monitoring visits with all 15 CDBG subrecipients to provide assistance and ensure compliance with
regulations related to the operation of federally funded programs.
KEY GOAL FOR FY 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Provide timely responses that result in high customer satisfaction.
SIGNIFICANT CHANGES:
None.
121
122
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
4,178,283
2,361,839
58,331
1998-99
ACTUAL
4,641,741
2,705,057
71,883
6,598,453] 7,418,681
57.00
77.54
65.00
87.90
1999-00
BUDGET
6,279,438
3,714,947
302,415
2000-01
BUDGET
6,736,695
4,714,432
95,325
10,296,800] 11,546,452
66.75
111.70
72.75
123.35
Recreation
31%
Seniors
6%
Cultural Arts
5%
Library
58%
PROGRAM:
FUND:
PROGRAM GROUP:
LIBRARY
VARIOUS
LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
2,064,278
1,038,801
44,065
1998-99
ACTUAL
2,335,576
1,254,083
27,785
3,147,144| 3,617,444
32,50
37.20
38.50
42.31
1999-00
BUDGET
3,766,231
1,722,116
53,351
2000-01
BUDGET
3,940,352
2,723,410
0
5,541,698] 6,663,762
40.75
62.88
41.75
73.58
PROGRAM DESCRIPTION:
The Carlsbad City Library provides educational, informational and recreational services for all community residents;
provides both print and non-print resources that respond to the interests and needs of a diverse population; provides
convenient access and adequate space for users and resources; and promotes a broad awareness of the library and
its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the
pursuit of knowledge.
KEY ACHIEVEMENTS FOR 1999-00:
• Began the development of a Cultural Plan for the Library and the Arts Office.
• Successfully moved into and opened a new library facility.
• Successfully orchestrated the renovation, re-dedication, and re-opening of the Georgina Cole Library.
• Updated the systemwide Library Disaster Plan.
• Established a planning team composed of Library staff and Genealogical Society members to investigate the
optimum use of space in the new Cole Library.
• Completed a long-range plan for Genealogy services and resources at the Cole Library.
• Provided the upgrade of the Library catalog for access on the Internet.
• Developed policies, procedures and fees for use of the Library meeting rooms and facilities.
• Established a Library Foundation to solicit corporate gifts, private bequests, and donations.
• Began an innovative joint cooperative effort in teen literacy between the Adult Learning Program and Carlsbad
High School.
• Provided a comprehensive Library services section to the City web site.
• Began a monthly Library staff newsletter.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Begin the expansion of services to provide full service at both library facilities on Sundays from 1-5PM.
• Continue the development of a fully networked historical photo database.
• Complete the development of the Library and Arts Cultural Plan.
• In coordination with the Historic Preservation Commission, the Historical Society, and the Carlsbad Convention
and Visitors Bureau, develop a top-quality walking tour brochure that includes photos, maps, and information on
sites of historic interest in Carlsbad.
• Provide lectures, concerts, and other programs for the entire community's enjoyment.
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Continue to develop the Carlsbad Library Foundation.
• Continue to support the Friends of the Library efforts to increase hours of operation in the bookstore.
124
PROGRAM: LIBRARY PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
KEY GOALS FOR 2000-01 (continued):
"Enhance educational opportunities for all segments of the Community."
• Participate in district-wide orientation programs for teachers as well as monthly school-based teacher meetings.
• Coordinate with local school districts on the development of a brochure for teachers outlining services and
resources the library can provide to students.
• Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high
school students.
• Promote the library's reading programs throughout local school districts.
• Continue to provide and promote computer literacy throughout the Community.
125
PROGRAM:
FUND:
GEORGINA COLE LIBRARY
GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014010/0014015-16/0014035
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
1,065,654
508,971
22,007
1,596,632
. 16.00
23.48
1998-99
ACTUAL
1,215,964
480,854
0
1999-00
BUDGET
805,583
251,856
0
2000-01
BUDGET
1,107,661
511,460
0
1,696,818] 1,057.439| 1,619,121
16.00
26.75
9.75
18.69
10.75
26.51
WORK PROGRAM:
The Cole Library provides services for North Carlsbad. These services include print and non-print materials,
reference services, genealogy and local history, special programs for children, and monthly changes in exhibits and
displays.
PROGRAM ACTIVITIES:
Reference
• Assist patrons in using the library, answer reference questions, reserve specific titles and request materials from
other libraries.
Circulation
• Circulate print and non-print materials to children and adults, handle patron registration, collect fees and fines,
and track overdue items.
Programming
• Plan, schedule and develop pro-grams for children. Conduct classroom visits and tours.
Collection Development
• Evaluate the Cole Library collection and select print and non-print materials.
Library Management
• Manage Cole Library, staff, volunteers, collection and facility. Maintain awareness of Community.
PERFORMANCE OBJECTIVES:
• Schedule and supervise staff.
• Hire and train new staff.
• Prepare a monthly narrative and statistical summary of operation.
• Actively maintain a current, topical print and non-print collection.
• Maintain a safe and efficient facility.
• Survey the needs of and interact with the members of the Community.
SIGNIFICANT CHANGES:
Addition of circulation supervisor and five part time FTE's to meet the increased service for the first complete year of
operations for two full-service libraries. In addition, Sunday hours have been added.
126
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014070-4095
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS/-
HOURLY/FTE POSITIONS
1997-98
ACTUAL
293,159
70,915
9,801
373,875
3.75
6.86
1998-99
ACTUAL
343,044
78,558
0
1999-00
BUDGET
1,831,070
525,848
7,627
2000-01
BUDGET
1,854,957
1,115,440
0
421,602] 2,364,545] 2,970,397
3.75
7.45
19.00
33.25
19.00
35.78
WORK PROGRAM:
The Dove Library, located in South Carlsbad, opened in September 1999.
PROGRAM ACTIVITIES:
Administration
Administration provides leadership for the Carlsbad City Library system; plans for the growth of resources and
facilities; manages all budget and fiscal matters; and coordinates relations with Local and State government, the
Library Board, the Friends of the Library, the Carlsbad Library Foundation, and the Serra Cooperative Library
System.
• Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; maintain fiscal
records.
• Manage programs, exhibits, graphic arts, and all external public relations.
• Handle grants and reports at Local and State levels.
• Provide leadership for the library's divisions.
• Participate in and promote public education pertaining to historic areas and sites.
• Recognize historic sites by identifying various sites with numbered plaques that will eventually be part of a
historical tour.
Circulation
The Circulation Division registers all library patrons as library members and Internet users. The Circulation staff
checks in and out materials, sorts and shelves all library materials. The division also provides services to the
Homebound Program and participates in the Braille Machine Exchange Program.
• Register library patrons and Internet users. Check out and in, renew, reserve, sort, and shelve library materials.
Process and mail overdue, collection and reserve notices. Collect fines and fees.
• Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de
Carlsbad, and Carlsbad-by-the-Sea.
• Enroll visually impaired patrons in the Braille Institute. Order and provide talking book machines and tapes.
Exchange and provide repair for malfunctioning machines.
Reference
Reference Librarians assist the public with information needs, provide instruction in the use of resources and
perform research for local business, government, and the public. Reference support staff checks in and organizes
library materials such as periodicals, pamphlets and maps for public use.
• Respond to in-person and telephone reference questions; provide instruction classes and tours: select new and
replacement materials; facilitate book discussions.
• Provide directional information and answer basic reference questions.
• Manage a collection of 340 magazines and 32 newspapers and related back files.
• Provide public instruction in the use of computer data bases, the Internet, and other software programs available
in the lab and the job and career center.
127
ttf
m.
PROGRAM: DOVE LIBRARY PAGE TWO
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014070-4095
PROGRAM ACTIVITIES (continued):
Childrens
The Children's Division serves children from preschool through junior 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.
• Respond to in-person and telephone questions, provide reader's advisory, library skills instruction, group tours,
and class visits.
• Select new Children's materials, both print and non-print, and provide collection maintenance and stack
organization. There has been an increasingly heavy demand on collection activities due to limited hours and
closures at other libraries.
• Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story
contest, spelling bee, pet show, and cultural enrichment programs. Introduce children to literature and
encourage creativity. Cooperative programs with the Centra provide multi-cultural experiences.
SIGNIFICANT CHANGES:
This is the first full year of operation for both the newly-renovated Cole Library in North Carlsbad, and the new
Library in the south. Full year workload statistics will be available next budget year. Funds have been allocated to
update the Cultural Plan for the Library and the Arts Office. Part-time salaries and utilities have been increased to
offer library services at both libraries on Sundays from 1-5PM. Information System charges have been increased
$400,000 to cover the annual cost of replacing personal computers as they become obsolete. There was a
significant increase in the number of personal computers with the opening of the new library.
Im
128 ii
PROGRAM: GENEALOGY/LOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCTNO. 0014025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
43,616
1,100
3,461
1998-99
ACTUAL
49,975
412
0
1999-00
BUDGET
74,460
6,846
19,715
2000-01
BUDGET
85,454
9,530
0
48,177| 50,387) 101,021) 94,984
0.00
2.00
0.00
2.00
0.00
2.49
0.00
2.74
WORK PROGRAM:
The Genealogy/Local History Division, located at the Cole Library, provides reference and instructional assistance
to the public. The division head manages the selection, classification, and organization of a 19,000 volume
collection, 7,500 microfilm rolls, 117,000 microfiche and 200 compact discs. It is a collection of excellence that
draws researchers from all over the nation.
PROGRAM ACTIVITIES:
General Reference Services: Genealogy and local
history staff respond to in-person and telephone
reference requests; provide individual patrons with
general introduction to the collection, instruction on
the use of OPAC and other finding aids, instruction
on the use of various equipment including personal
computers, microfilm/fiche readers and printers.
WORKLOAD STATISTICS:
1997-98 1998-99 1999-00*
Reference Questions:
14,737 15,741 4,958
Registered Researchers:
10,711 9,680 3,872
Computer Users:
1,411 2,323 854
In-House Usage:
5,136 22,868 9,068
Collection Development Activities: Staff participates
in collection development/acquisitions by completing
catalog checks, preparing order slips, receiving
ordered items, preparing items to send to Technical
Services, receiving and shelving items from Technical
Services.
Items Added:
1997-98 1998-99 1999-00*
626 666 600
Coordination with NSDCGS: The North San Diego
County Genealogical Society has been a support
group for this collection for 20 years. Members of the
Society provide volunteer assistance in the division.
The division works with and assists the Society in
fund-raising for the acquisition of materials for the
collection and in instructional programs.
SIGNIFICANT CHANGES:
None.
1998 1999 2000*
Volunteer Hours 1,705 1,968 250
Programs: 40 41 45
Genealogy/Local History Section was closed
September 1999 through April 2000 for Cole
Library remodel.
129
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014030
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
63,205
5,015
0
1998-99
ACTUAL
71,413
3,509
0
68,220| 74,922
0.75
1.12
0.75
1.12
1999-00
BUDGET
87,937
2,974
0
2000-01
BUDGET
90,240
2,700
0
90,911 1 92,940
1.00
1.11
1.00
1.11
WORK PROGRAM:
The Centra de Informacion meets the information needs of Spanish-speaking adults and children in Carlsbad.
Bilingual staff introduce residents to library services, which include print and non-print Spanish-language, bilingual
story hours for children, and information and referral services. The Centra de Informacion staff are actively involved
in the community and work in partnership with schools, community agencies, and other City departments, to meet
the needs of our diverse community.
PROGRAM ACTIVITIES:
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.
WORKLOAD STATISTICS:
1996-97 1997-98 1998-99
1. Individual Patron Visits:
24,006 24,250 21,584
1. Program Attendance:
3,922 3,721 3,700
SIGNIFICANT CHANGES:
None.
130
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCTNO. 0014040
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1997-98
ACTUAL
325,123
36,300
0
1998-99
ACTUAL
380,649
95,420
0
1999-00
BUDGET
407,050
123,046
0
2000-01
BUDGET
415,730
114,100
0
GRAND TOTAL | 361,422| 476,069| 530,096| 529,830
FULL TIME POSITIONS
HOURLY/FTE POSITIONS ,
. 7.00
2.00
7.00
2.25
7.00
2.00
7.00
2.00
WORK PROGRAM:
The Technical Services Division catalogs and prepares library materials for public use; maintains the library's on-line
database, manages the library's automated circulation system, on-line catalog, and related automated programs.
PROGRAM ACTIVITIES:WORKLOAD STATISTICS:
Processing: Catalogs and processes both purchased
items and gifts. Repairs damaged materials and arranges
for binding and rebinding.
Database Maintenance: Adds new items to the on-line
database and deletes information of lost or discarded
materials.
PERFORMANCE OBJECTIVES:
1996-97 1997-98 1998-99
1. Items Cataloged and Processed:
18,901 17,908 22,889
2. Items Handled Binding:
1,624 1,707 1,695
1. Items Added to Database:
18,901 17,908 22,889
2. Items Withdrawn:
13,843 16,059 18,261
Circulation System and On-Line Catalog
Operates the library's INLEX 3000 System, including all software-related activities, writes instructions, and trains
staff on new features.
• Ensure system availability at least 99 percent of the hours the library is open.
• Conduct four training sessions for staff following installation of new DRA and INLEX software.
SIGNIFICANT CHANGES:
None.
131
PROGRAM:
FUND:
PROGRAM GROUP:
COLLECTION DEVELOPMENT AND ACQUISITIONS
GENERAL/SPECIAL REVENUE
LIBRARY ACCT NO. 0014045/1804001/1454010/1814001/1414070
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
PLF GRANT FUNDING
CLSA GRANT FUNDING
AUDIO VISUAL INSURANCE FUND
OTHER SPECIAL REVENUE
TOTAL FUNDING
1997-98
ACTUAL
104,206
379,577
2,140
485,923
: *2,oo
0.00
108,065
37,584
188,631
114,172
37,471
485,923
1998-99
ACTUAL
115,551
558,368
27,785
701,704
•:'•* : • 8.00
0.61
431,971
32,052
160,135
67,647
9,899
701,704
1999-00
BUDGET
318,021
755,998
24,500
1,098,519
2,00
0.96
589,733
212,744
154,151
57,068
84,823
1,098,519
2000-01
BUDGET
134,052
895,500
0
1,029,552
2,00
! 0.96
582,552
159,000
168,000
50,000
70,000
1,029,552
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES:
Planning: Develop plans for the collection of
Materials.
Budgeting: Prepare division and library-wide
materials budgets; monitor expenditures for
department and materials.
Coordinate Selection of Materials: Coordinate
selection and ordering of print and non-print
materials.
SIGNIFICANT CHANGES:
PERFORMANCE MEASURES:
1. Begin revision of materials collection statements
for major subject areas at all facilities.
1. Track material accounts by major subjects.
2. Track vendor discounts.
1. Coordinate selection and ordering of at least
16,000 new print and non-print materials.
2. Continue purchase of materials from Capital fund
for new library and for Cole Library.
Personnel costs are lower than the prior year because the prior year required additional staff time for the ordering of
materials for the opening of the new library. Effective 7/1/00 the Audio Visual Insurance fund will be closed out and
the estimated revenues and budgeted expenditures for this budget will be added to the General fund.
132
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014050
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS,
HOURLY/FTE POSITIONS
1997-98
ACTUAL
74,588
11,745
6,656
92,989
1.00
0.96
1998-99
ACTUAL
77,924
9,360
0
1999-00
BUDGET
153,000
23,056
1,509
87,284| 177,565
1.00
1.25
1.00
3.50
2000-01
BUDGET
161,440
28,520
0
189,960
1.00
3.60
WORK PROGRAM:
The library's Media Services Division provides a wide range of professional media-related activities in support of the
library, other City departments, and the City Council's communication needs. Tasked with managing the new
auditorium and meeting room, responsibilities now include overseeing operations, scheduling and providing
technical support for City and community organizations using these facilities. Services include: presentation
technology support, video, and cable television program production.
PROGRAM ACTIVITIES:
Programming Management: Implement "Meeting
Facility Use Policies and Procedures." Set-up and
analyze the service delivery system. Monitor work
flow, perform ongoing fee collections and processing,
and provide comprehensive reports. Provide staff
training, assigning and supervising part-time support
staff.
Media Production Development: Produce video,
photographic and audio media programs featuring
such locally significant information as: South
Carlsbad City Council and Quadrant Meeting
cablecasts, library special events, City community
programs, documentation of capital improvement
projects, growth and development.
PERFORMANCE MEASURES:
1. Provide two bi-annual comprehensive reports
including inquiries, bookings, income generated
and analysis, and recommendations for service
improvements.
1. Develop programming content plan, facilitate
planning, and produce media materials
accordingly.
2. Prepare and submit grant applications to help
underwrite production expenses for a series.
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 towards
conversion to digitized photographic processes with
eventual computerized storage, retrieval and
circulation systems, and integrate systems into
network.
SIGNIFICANT CHANGES:
Part-time salaries are added for Sunday hours.
1. Refine image database and WEB component.
2. Catalog, label and package new images as
determined by work order requests.
3. Input photo catalog images and descriptions into
database.
133
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCTNO. 0014055
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
94,727
25,178
0
119,905
2.00
0.78
1998-99
ACTUAL
81,056
27,602
0
1999-00
BUDGET
89,110
32,492
0
2000-01
BUDGET
90,818
46,160
0
108,658} 121,602| 136,978
2.00
0.88
1.00
0.88
1.00
0.88
WORK PROGRAM:
The Adult Learning Program is the library's adult literacy service. The program provides free, multi-dimensional
learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong
learning and decision-making. The program provides literacy services that support positive self-esteem and the
application of traditional and technology-based literacy skills in daily life, at work, and in the Community.
PROGRAM ACTIVITIES:
Individual Assessment and Planning: The program
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 individual potential and skill needs in basic
reading, writing, math, critical thinking, and general
knowledge.
WORKLOAD STATISTICS:
1996-97 1997-98 1998-99
1. Learners Assessed for Skills at Entry:
59 41 45
1. Matches and Rematches of Learners with Tutors
(one-to-one and small groups):
122 79 78
2. Learners Studying:
155 143 127
3. Volunteer Tutors Instructing:
126 102 102
4. Instructional Hours Completed:
5,306 4,735 5,434
SIGNIFICANT CHANGES:
Replaced obsolete curriculum with core curriculum compatible with current computer standards.
134
PROGRAM: CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
195,737
108,125
0
1998-99
ACTUAL
236,900
151,838
4,481
1999-00
BUDGET
312,750
308,545
38,000
2000-01
BUDGET
344,790
270,920
6,245
303,862) 393,219| 659,295] 621,955
3.00
0.70
3.00
0.70
4.00
1.78
4.00
2.66
PROGRAM DESCRIPTION:
The Arts Office advances the arts through educational and support services and programs, reaches out to the
community to develop cooperative relationships and provide meaningful collaborations to develop and strengthen
their creative abilities, and seeks the highest quality of urban design where arts have a significant presence, thereby
enriching the lives of all Carlsbad residents.
KEY ACHIEVEMENTS FOR 1999-00:
• Produced 49 events attracting 36,000 people.
• Opened the William D. Cannon Art Gallery with a series of exceptional exhibits attracting 9,000 people between
October and December.
• Created a model Arts Education Program for the inaugural gallery exhibit which served 1,200 Carlsbad students
with classroom lesson workbooks, guided exhibit tours, and creative workshops.
• Significantly increased fundraising for gallery operations and arts education while sustaining levels of
fundraising for all other Arts Office programs.
• Funded 83 performances, exhibits, and special projects by organizations and schools in Carlsbad serving
17,300 people through the Community Grants Program.
• Provided information services via City and CONVIS web sites, direct mail, telephone, info line, distributed
programs/newsletters/brochures, and Kiosk display.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality, cost-effective services to our Community."
• Conduct a community-wide cultural plan in partnership with the Library.
• Generate sponsorship programs and fund-raising activities and collaborative projects.
• Promote, train, and utilize volunteers and artists in providing services.
"Enhance educational opportunities for all segments of the Community."
• Continue to implement arts education community/school long-range planning with all school districts serving
Carlsbad.
• Continue to implement gallery arts education services for children and adults.
• Offer community-wide opportunities including multi-cultural events and educational opportunities for children and
adults.
135
PROGRAM: ARTS OFFICE
FUND: GENERAL FUND/ARTS GENERAL/GALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO. ooi4062/ooi4065/ooi4068/
1474010/1474020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ARTS GENERAL DONATIONS
TOTAL FUNDING
1997-98
ACTUAL
189,992
87,991
0
1998-99
ACTUAL
229,168
139,170
2,511
1999-00
BUDGET
306,290
275,631
38,000
277,983| 370,849| 619,921
3.00
0.70
277,983
277,984
,3.00
, . 0.70
364,499
6,350
4.00
• 1,78
578,366
41,555
555,967] 370,849| 619,921
2000-01
BUDGET
334,090
245,550
6,245
585,885
••y1,: ;" •••:' "4.00
• ..->•'• •••V2.55
585,885
0
585,885
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual
and performing arts, and create a climate which encourages cultural and artistic development in Carlsbad, and to
enhance educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
"Develop programs that support life-long learning and result in an informed, knowledgeable and involved public
through citizen engagement."
Volunteers
• Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training for volunteers, artists, and arts
organization, gallery docents and attendants.
Programs
• Produce ten jazz concerts in the parks.
• Offer educational programs and classes on arts and culture for children and adults.
• Bring a minimum of two visiting artists to the community.
• Offer four weeks of summer arts camp and two weeks of Club Pelican.
• Coordinate YES TO ART, youth at risk programs after school.
Information
• Produce a monthly calendar/newsletter.
• Produce Arts Brag; an arts education newsletter.
• Arts Info Line - for up-to-date information.
• Provide information/opportunities/resources to artists, citizens, and the press.
• Provide educational information on all gallery exhibitions and printed materials for exhibitions.
Planning
• Develop a community cultural plan in partnership with the Carlsbad City Library.
136
PROGRAM: ARTS OFFICE PAGE TWO
FUND: GENERAL FUND/ARTS GENERAL/GALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCTNO. 0014062/0014065/0014068/
1474010/1474020
KEY GOALS FOR 2000-01:
"Collaborate with school districts serving Carlsbad to accomplish mutually set goals that meet the community's
needs."
• Offer community-wide multi-cultural events (Festejando a las Madrecitas, and international multi-cultural festival,
"By Kids, for Kids."
• Serve on Chamber of Commerce Arts Education Committee.
• Implement arts education long-range plan with Carlsbad and Encinitas school districts.
• Offer programming and resources.
"Implement innovative, cost-effective delivery of City services via private/public, public/private partnerships; non-
profit organizations."
• Develop and strengthen arts organizations and provide cultural opportunities with grant allocations.
• Offer a grant initiative program to celebrate neighborhoods through the arts.
• Generate sponsorship and fund-raising activities for the Gallery and Arts Office Programs.
• Submit grant applications to State and Federal funding agencies when appropriate.
• Produce a jazz program.
• Assist arts associates with fund-raising efforts.
"Construct, maintain and operate facilities that support top-quality service delivery."
• Operate the Cannon Art Gallery with six exhibitions per year and a full complement of associated programs.
• Operate programs at Pine School, when available.
WORKLOAD MEASURES:
Delivery of Top-Quality Services
Arts Office Events/Attendance
Community Grants/Applications/Budget
Community Grant Awards/Activities
Educational Opportunities:
Information Services
Newsletters: # Issues/Distribution
Special Publications: # Per Year/Distribution
Arts Info Line Calls Per Month
ConVis Arts Office Web Site # of Hits (weekly)
Diverse Economic Opportunities
Grants and Contributions
Earned Income
In-kind Contributions
SIGNIFICANT CHANGES:
None.
1997/98
43/30,000
12/$16,000
10/75
12/42,000
9/19,000
220
$69,000
13,800
1998/99
44/35,000
21/$18,000
14/120
12/48,000
11/24,000
240
$74,000
23,500
1999/00
49/36,000
20/18,000
12/76
12/50,000
17/86,000
240
348
$89,050
14,500
43,000
137
PROGRAM: SISTER CITY
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: CULTURAL ARTS ACCTNO. 0014066/1464010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS >
HOURLY/FTE POSITIONS , f.;.
GENERAL FUND
SISTER CITY DONATIONS
TOTAL FUNDING
1997-98
ACTUAL
0
7,051
0
7,051
0.00
0.00
6,181
870
1998-99
ACTUAL
0
4,927
0
1999-00
BUDGET
0
10,192
0
2000-01
BUDGET
2,425
6,730
0
4,927| 10,192| 9,155
0.00
0.00
4,327
600
0.00
. o.oo
9,070
1,122
0.00
0.11
9,155
7,051 1 4,927| 10,192| 9,155
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia.
PROGRAM ACTIVITIES:
Coordinate Sister City Program.
• Arrange, host and conduct visits by one (1) student delegation and others as needed.
• Coordinate ongoing arts and cultural exchange projects.
Actively pursue the contribution of funds for the Sister City Program.
• Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such
programs.
SIGNIFICANT CHANGES:
None.
138
PROGRAM:
FUND:
PROGRAM GROUP:
SPECIAL EVENTS
SPECIAL REVENUE FUND
CULTURAL ARTS ACCTNO. 1484010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS,
HOURLY/FTE POSITIONS
1997-98
ACTUAL
5,745
13,083
0
1998-99
ACTUAL
7,732
7,741
1,970
1999-00
BUDGET
6,460
22,722
0
2000-01
BUDGET
8,275
18,640
0
18,828| 17.443J 29,182) 26,915
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue performing arts programming
• Present ten (10) jazz concerts in four quadrants.
• Produce and distribute jazz concert fundraising program.
• Present annual Mother's Day Festejando a las Madrecitas at Holiday Park.
Actively pursue the contribution of gifts and funds for the arts
• Submit request for County Community Enhancement funds and Transient Occupancy Tax (TOT) funding.
• Obtain advertisements for jazz concert fundraising program.
• Assist arts associates in fundraising efforts at jazz concerts.
• Pursue contributions for Festejando a las Madrecita.s.
PERFORMANCE MEASURES:
• Presented ten (10) jazz concerts in three (3) parks with an attendance total of over 30,000.
• Raised over $25,000 in fundraising contributions.
SIGNIFICANT CHANGES:
None.
139
PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS .--
HOURLY/FTE POSITIONS
1997-98
ACTUAL
1,670,400
942,523
9,406
1998-99
ACTUAL
1,802,594
1,019,777
35,567
1999-00
BUDGET
1,911,456
1,279,670
191,271
2000-01
BUDGET
2,167,291
1,299,553
89,080
2,622, 329| 2,857,938] 3,382, 397| 3,555,924
A, 18,50
> 33.39
18.50
38.27
19.00
40.52
, 24.00
40.59
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of
current recreation programs and senior activities including youth and adult sports, special events, instructional
classes, facility rentals, aquatics, nutrition and transportation programs.
Staff resources also support the Parks & Recreation Commission and Seniors Commission, both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities
and facilities.
KEY ACHIEVEMENTS FOR 1999-00:
• Secured the acquisition of the Pine School property through the development and approval of a sale and lease
agreement with the Carlsbad Unified School District.
• Prepared an interim use strategy for the Pine School property and facilities which is currently under review by
City staff prior to consideration by the City Council.
• Completed Phase 1A development of Poinsettia Community Park.
• Completed Phase 1A of Carrillo Ranch Community Park.
• Celebrated the tenth anniversary of the Carlsbad Senior Center Facility, and secured the services of the new
and improved meal catering service for the nutrition program.
• Developed a new computer lab for the Carlsbad Senior Center, including Internet access.
• Initiated the development of a strategic plan for the Recreation Department, including extensive survey of the
Carlsbad population concerning the recreation and park facilities available to them.
• Continued the Volunteer Trails Development Program within Hosp Grove.
• Expanded the Opportunity Grants Scholarship Program to over 50 community children which afforded them the
opportunity to participate in recreation programs they would not otherwise be able to enjoy.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Continue to Implement the use of customer surveys to evaluate and improve customer satisfaction where
necessary.
• Conduct customer service training for employees.
• Generate sponsorship programs and fundraising activities.
• Promote the use of volunteers in providing City services.
• Maintain a Capital Improvement Program that provides for development of recreation facilities.
• Annually revise CIP Budget.
• Enhance service delivery through effective location and development of recreation facilities and programs such
as Poinsettia Park Phase IA, Carrillo Ranch Phase IA, Pine School, Stay-N-Play Program.
• Develop standards for current and future facilities which maintain top-quality, cost-effective delivery for
recreation.
• Revise the Parks and Recreation element to include the park site amenity goals and guidelines.
• Complete the Recreation Department Strategic Plan.
140
PROGRAM: RECREATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2000-01 (continued):
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Provide recreational activities, facilities and other special events which support local business and enhance
transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, swim meets,
body surfing contest.
• Prepare marketing packet promoting Carlsbad's public/private facilities and distribute to prospective user
groups.
• Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e., special events,
youth and adult sports, educational classes, aquatic programs, day trippers, lagoon permits.
"Integrate a comprehensive, efficient transportation system with quality of life-centered land use decisions."
• Sponsor and promote the use of shuttle services for appropriate public/private events, i.e., senior services,
triathlon, jazz concerts, Carlsbad 5000, San Diego Marathon.
• Support the Volunteer Trails Development Program.
"Enhance educational opportunities for all segments of the Community."
• Prepare monthly agendas for parks and recreation, and senior commissions which address relevant issues and
inspire Community involvement.
• Provide and encourage professional training opportunities for commission members.
• Continually monitor the Citywide interactive web page to display current recreation opportunities over the
Internet.
• Provide a wide variety of instructional classes for all ages. Promote educational classes through distribution of
Carlsbad Community Services and Recreation Guide three times per year.
• Provide and encourage a variety of professional training opportunities to all staff members.
• Create cross-training opportunities within the Recreation Department and across major service areas where
feasible.
• Provide the necessary tools required for employees to perform effectively.
• Maintain an active role in supporting areas of mutual benefit between City and school districts., i.e., Joint Use
Agreements for use and maintenance of activity playfields and Community Swim Complex.
141
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING & RECREATION MANAGEMENT
GENERAL FUND
COMMUNITY SERVICES ACCTNO: 0014510/0014545
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS, , :
HOURLY/FTE POSITIONS .
1997-98
ACTUAL
335,391
211,521
0
1998-99
ACTUAL
350,776
104,377
0
1999-00
BUDGET
355,680
243,588
2,800
2000-01
BUDGET
387,671
265,385
7,350
546,912| 455,153| 602,068] 660,406
3.00
V, ,;<0,50
,. , 3.00
0.98
3.00
0.98
; . 4.00
0.75
WORK PROGRAM:
The Park Planning and Recreation Management Division provides administrative support for the City's ongoing recreation
programs and park development efforts. The Division also provides staff support to the Parks and Recreation
Commission which acts in an advisory capacity to the City Council to insure that top-quality park facilities and recreation
programs are developed and sustained for the benefit of those who live, work and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Parks and Recreation Commission
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to
implement the intent of the Parks and Recreation Element of the General Plan and advise the City Council on associated
matters.
• Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues,
encourage public input and foster public education on matters of parks and recreation and other associated civic
matters.
• Implement and/or process recommendations by the Commission for City Council consideration.
• Provide staff support to committees of the Commission which require more detailed review of issues relating to park
development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and guidelines.
• Conduct Commission workshops to improve the expertise and effectiveness of the Commission.
Administrative Services
Provide the required administrative support to a division with 24 full-time positions and 40 hourly/full-time equivalent
positions which operates with a budget of approximately 3.6 million.
• Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council agenda
bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and objectives, budget
administration for expenditures and revenue generation.
• Recommend and process personnel appointments, promotions, assignments and disciplinary action when warranted.
Provide on-going support to management, general and part-time employees. Implement the services of contractual
employees.
• Complete and implement the strategic planning process for the Recreation Department.
• Implement a customer service training and orientation program for all new department employees.
142
PROGRAM: PARK PLANNING & REC MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO: 0014510/0014545
PROGRAM ACTIVITIES (continued):
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. Provide for current and future community needs by addressing changing recreation
trends.
• Monitor and implement existing park agreements.
• Monitor use of the newly constructed Skateboard Park.
• Implement Phase II of the Carrillo Ranch Master Plan.
• Coordinate and monitor the Capital Improvement Program budget submittals for current and future park development
projects.
• Initiate the park planning process for the newly-acquired industrial park site and the Pine School property. Facilitate
the acquisition of acreage in the Northeast Quadrant to provide additional activity playfields.
• Provide staff support for the development of the municipal golf course.
Recreation Programs
Manage the implementation, performance, and adequacies of recreation programs.
• Provide a wide variety of recreation programs and special events for all segments of the population who live, work
and play in Carlsbad.
• Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys.
• Maintain a self-sustaining percentage of recreational programs as recommended by the City Council.
• Prepare and distribute the Community Services & Recreation Guide three (3) times per year.
• Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to
sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
Part-time salaries have been increased to hire a .5 part-time park planning assistant to assist the park development
coordinator on the overwhelming number of park development-related issues.
A senior office specialist position has been added to replace the temporary clerical staff. This change will create
consistency and enable the department to better meet the increasing clerical workload.
143
PROGRAM:
FUND:
DEPARTMENT:
RECREATION FEE SUPPORTED
GENERAL
RECREATION ACCT NO. 0014515, 0014521,0014522,0014523,
0014524, 0014525, 0014526, 0014527, 0014528
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL-.TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
758,487
514,935
3,461
1,276,883
8,50
16.23
1998-99
ACTUAL
821,926
629,914
5,564
1999-00
BUDGET
740,851
756,617
70,246
2000-01
BUDGET
843,670
772,520
4,570
1,457,404] 1, 567,714] 1,620,760
8.50
19.24
9.00
21.11
,? , -•• 10.00
22.46
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing self-sustaining fee-supported programs for all segments of the
population including those that live, work and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth
day camps and after school programs.
The fee supported division provides year around recreational
program design, planning, implementation and evaluation.
• Review proposals and negotiate contracts with •
instructors. •
• Schedule facilities for programs.
• Prepare and distribute marketing materials. •
• Evaluate programs and analyze data on an ongoing •
basis. •
• Prepare financial and revenue reports.
• Research and implement program opportunities. •
WORKLOAD STATISTICS:
Estimate Projected
1998-99 1999-00 2000-01
Enrichment Classes
# Conducted 1,500 1,650 1,650
# Enrolled 16,600 16,600 16,600
Revenue $503,140 460,000 470,000
Davtrippers
# Trips Conducted 39 39 39
# Participants 1,453 1,490 1,490
Revenue $58,865 59,000 59,500
Camps
# Camps:
# Participants:
Revenue
45
654
$47,593
17
735
52,210
17
790
54,900
Pre-school Classes
# Conducted 165 171 180
# Enrolled 1,853 1,900 1,995
Revenue $84,182 $89,055 $96,179
programs for all ages, preschool to seniors, including
Conduct fee market studies on an ongoing basis.
Coordinate with school districts for youth and teen
programming.
Recruit, train and reward volunteers.
Generate program sponsors.
Utilize sports professionals to enhance program
quality.
Provide scholarships for Carlsbad resident youths.
Youth Sports
# Teams
# Participants
# Spectators
Revenue
1998-99
90
1,550
17,000
$54,040
Estimate
1999-00
90
1,550
17000
58,640
Projected
2000-01
90
1,550
17,000
60,000
Adult Sports
# Teams
# Participants
# Spectators
Revenue
300
4,500
30,000
$88,036
312
4,800
30,000
90,000
320
4,800
30,000
91,000
Special Events
# Events
# Participants
Revenue
9
5,795
$14,550
Community Volunteers
# Volunteers 1,410
# Hours 9,570
7
5,505
12,550
1,460
9,600
8
7,030
11,000
1,460
9,600
144
PROGRAM:
FUND:
DEPARTMENT:
RECREATION FEE SUPPORTED PAGE TWO
GENERAL
RECREATION ACCT NO. 0014515,0014521,0014522,0014523,
0014524, 0014525, 0014526, 0014527, 0014528
Estimate Projected
1998-99 1999-00 2000-01
Estimate Projected
1998-99 1999-00 2000-01
Fields
Maintained
Stay 'n' Play
# Weeks
# Participants
Revenue
14
28
525
$400
14
30
725
$1,000
14
30
900
$1,500
Kids Camp
# Camps
# Participants
Revenue
10
850
$68,000
11
990
$83,000
12
1,020
$90,500
KEY GOALS FOR FY 2000/01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Conduct customer service training for all staff to broaden their knowledge and improve service delivery.
• Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
"Develop and implement proactive strategies to ensure the financial health of the Community and the City."
• Recruit, train and recognize volunteers through an annual awards program in order to improve service quality
and reduce program costs.
• Recruit and maintain program sponsors to promote local businesses and reduce operational costs.
• Provide a wide variety of revenue generating quality recreation opportunities which support local businesses
and enhance transient occupancy taxes (TOT) and sales tax opportunities.
• Promote cooperative fundraising projects like "Clean Sweep" to provide volunteer assistance in the Community
and raise funds for scholarship programs.
"Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions."
• Evaluate the logistics of providing shuttle services for appropriate recreation special events.
• Through advertisements, promote the use of public transportation as a method of access to the Skateboard
Park.
"Enhance educational opportunities for all segments of the Community."
• Collaborate with school districts to provide City and school facilities for youth programs including teen
dances, Stay 'N' Play and Grad Nite.
• Promote educational classes and programs for the Community through the community services
brochure.
• Provide skateboard safety education classes at skateboard facility.
• Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
SIGNIFICANT CHANGES:
A full-time recreation specialist position has been added for youth special events to provide a more
effective level of supervision, reduce overtime and part-time salaries, and improve safety for the youth
participants.
145
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION-AQUATICS
GENERAL
RECREATION ACCT NO. 0014520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
226,736
101,948
2,400
331,084
2.00
5.66
1998-99
ACTUAL
243,457
91,319
27,822
1999-00
BUDGET
258,172
109,220
113,800
2000-01
BUDGET
275,010
108,950
30,800
362,598| 481,192| 414,760
2.00
6.42
2.00
6.80
2.00
7.25
WORK PROGRAM:
The Aquatics Program provides for the operation of an attractive and safe community swim complex which offers
comprehensive instruction and training, competition and recreational swimming to all segments of the population
who live, work, and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Lessons/Training
Provide instruction in general aquatic, swimming and diving skills for all ages and abilities; provide education and
training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County
certification/training site for men and women wishing to qualify for employment at public swimming pools.
Fun and Fitness
Provide opportunities for recreational swimming, fitness lap swimming, and family-oriented aquatic special events.
WORKLOAD STATISTICS:
Actual
1998-99*
Estimate
1999-00
Projected
2000-01
Instructional Lessons
Lane/Hours
Classes Conducted
Registered:
- Resident
- Non-Resident
Revenue
CHSP.E.
Lane/Hours
Participation
Recreation and Lap Swim
Lane/Hours
Daily Admissions
Youth
Adult
Season Pass Administration
Revenue
1,873
233
1,422
94
$39,875
546
1,421
15,351
5,818
7,135
16,149
$47,979
2,300
233
1,535
90
$39,900
746
2,015
17,990
5,500
7,005
17,000
$48,500
2,300
233
1,535
90
$40,000
786
2,015
17,990
5,500
7,005
17,100
$50,000
146
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION-AQUATICS
GENERAL
RECREATION
PAGE TWO
ACCT NO. 0014520
WORKLOAD STATISTICS (continued):
Actual Estimate Projected
1998-99* 1999-00 2000-01
Carlsbad Swim Masters
Lane/Hours 3,279 3,565 3,565
Participation 10,738 12,190 12,190
Revenue $32,489 $33,000 $33,000
Aquatic Exercise
Lane/Hours 218 244 250
Participation 982 1,200 1,200
Revenue $4,826 $3,800 $3,800
Carlsbad High School Teams
Lane/Hours 3,687 4,330 4,000
Participation 6,609 7,825 7,500
Revenue $10,624 $11,000 $11,000
North Coast Aquatics
Lane/Hours 2,996 3,110 3,110
Participation 8,641 10,600 10,600
Revenue $6,690 $7,000 $7,000
North Shore Aquatics (Age Group Water Polo)
Lane/Hours 1,154 1,433 1,433
Participation 1,482 1,815 1,815
Revenue $5,128 $2,900 $3,400
• Pool closed 9/1/98-10/10/98
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
Provide timely responses that result in high customer satisfaction.
• Based on the experience and data collected from the 98-99 aquatic survey responses, develop and distribute a
patron questionnaire which is user-friendly, less time-consuming for the patron, and focuses on patron
impressions of staff.
• Launch a campaign to increase swim complex patron awareness of "behind the scenes" staff projects and goals
which insure the efficient delivery of top-quality aquatic services. The end result will be patrons who better
understand the administration of aquatic services, and are better able to give valuable feedback.
Construct, maintain and operate facilities that support top-quality service delivery in conformance with City budgets
and standards.
« Research additional opportunities for aquatic facilities and programming in the City of Carlsbad; include analysis
of impact on budget and personnel.
• Develop a five-year proactive maintenance plan for the swim complex with emphasis on overhaul of major
operational components.
• Develop a program to increase the quantity and quality of seasonal staff recruits. The end result will be an
aquatics staff able to maintain the delivery of top-quality services.
SIGNIFICANT CHANGES:
None.
147
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON PERMITS
FUND: GENERAL
DEPARTMENT: RECREATION ACCTNO. 0014530
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS ,
HOURLY/FTE POSITIONS
1997-98
ACTUAL
35,348
7,564
0
42,912
0.00
1.02
1998-99
ACTUAL
12,996
1,628
0
1999-00
BUDGET
13,620
3,078
2,725
2000-01
BUDGET
13,850
3,370
0
14,624| 19,423] 17,220
0.00
0.50
0.00
0.50
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. Coordinate with the Police
Department to publish and distribute information
regarding use, rules, and regulations of the lagoon.
Lagoon Clean-Up Program
Coordinate and oversee bi-annual Lagoon Clean-Up
Days (June/October).
SIGNIFICANT CHANGES:
None.
WORKLOAD STATISTICS:
1. Annual Permits:
2. Daily Permits:
3. Revenue:
Estimated Projected
98-99 99-00 00-01
236 250 250
145 135 135
$27,700 $16,000 $16,000
148
PROGRAM:
FUND:
DEPARTMENT:
RECREATION OPERATIONS
GENERAL
RECREATION ACCT NO. 0014540, 0014541,0014542,0014543
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
314,438
106,555
3,545
1998-99
ACTUAL
373,439
192,539
2,181
1999-00
BUDGET
543,133
167,167
1,700
2000-01
BUDGET
647,090
149,328
46,360
424,538| 568,159) 712,000) 842,778
-.' ,: 5.00
9.98
5.00
11.13
5.00
11.13
8.00
9.63
WORK PROGRAM:
This division provides operational support for the Recreation Department including: the operation of three
community centers, City facilities used by a variety of City departments and the general public for recreational use
and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by
the City and school districts serving the Carlsbad population.
PROGRAM ACTIVITIES:
Information and Enrollment Services
Staff provides information and registration services to the public on Recreation Department programs and facilities.
• Enroll participants via phone, mail, and in-person for classes, special events, and sports leagues.
• Collect and account for program revenue.
• Provide ongoing information and referral to the Community.
Facilities Operation
Staff coordinates public use of recreational facilities.
• Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts.
• Crews maintain ballfields at school sites and Community centers.
• Staff coordinates classes, meetings, dedications, and other functions at Community centers and other City
facilities.
• Attendants perform general clean-up and associated maintenance at facilities.
Supervision
Supervisory staff coordinates operations of the Community centers and satellite facilities.
• Staff recruitment and development.
• Provides staff training.
• Serves as liaison to various Community organizations and Citywide committees.
• Respond to customers concerns and requests.
WORKLOAD MEASURES:
1. Reservations processed:
2. Number of Facility Users:
3. Revenue:
4. Number of Fields Maintained:
1998-99
3,250
777,460
$108,760
15
Estimate
1999-00
3,390
836,160
$112,500
17
Projected
2000-01
3,500
852,080
$115,000
17
149
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014540, 0014541, 0014542, 0014543
KEY GOALS FOR 2000/01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Conduct customer service training for employees to broaden their knowledge and improve service delivery
skills.
• Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
• Monitor and maintain the Capital Replacement Program to provide safe, top-quality equipment at all recreation
facilities and conform to City budget standards.
• Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
ensure customer satisfaction of Carlsbad field users.
"Develop and implement proactive strategies to ensure the financial health of the community and the City."
• Prepare and distribute a marketing packet which promotes Carlsbad hotels, restaurants, amenities, and City
facilities to all non-resident athletic groups that use Recreation Department facilities.
• Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and
competitive alternative to the private sector.
SIGNIFICANT CHANGES:
Three full-time recreation specialists have been added to provide adequate coverage and supervision of each of the
Community centers. This was partially offset by the reduction of 1.5 hourly full-time employees.
150
PROGRAM:
FUND:
PROGRAM GROUP:
SENIOR PROGRAMS/SPECIAL REVENUE
GENERAL ACCT NO. 0014570, 1434567,
SENIOR PROGRAMS 1444567, 191XXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
DONATIONS
NUTRITION GRANT
TOTAL
1997-98
ACTUAL
247,868
272,390
4,860
1998-99
ACTUAL
266,671
279,359
4,050
1999-00
BUDGET
289,001
404,616
19,793
2000-01
BUDGET
284,262
420,549
0
525,1 18| 550,080| 713,410] 704,811
3.00
6.25
268,196
47,486
209,436
5.00
6.62
272,977
61,953
215,150
3.00
6.52
391,106
126,698
195,606
3.00
6.52
408,877
100,000
195,934
525,1 18| 550,080| 713,410| 704,811
WORK PROGRAM:
To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and
provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area.
PROGRAM ACTIVITIES:
Education
Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of
the aging population. Coordinate computer classes to teach the basics of computers (i.e., "Windows").
• Develop computer lab with open hours for seniors to drop in and receive training and technical advice.
• Provide seminars on financial planning, long-term care, estate planning, personal safety, etc.
• Provide on-going information and referral to Community resources.
Recreation
Offer excursions, special events and activities of particular interest to the mature adult which promote social
interaction.
• Continue the development of programs/groups that appeal to people with similar interests, i.e., Walking Group,
PC Users Group, Writers Group, Discussion Group, etc.
• Provide day trips to local attractions.
• Provide a minimum of six Sunday afternoon dances.
Personalized Assistance
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
• Offer tax assistance to over 500 seniors.
• Arrange for free legal advice for over 200 seniors.
• Arrange for assistance with health insurance decisions.
Health Services
Arrange for screenings, services, classes and lectures that promote healthy living.
• Monthly blood pressure checks, glucose and diabetes testing, cholesterol test.
• Flu shots.
• Provide a minimum of four "special" health screenings, i.e., skin cancer, hearing, podiatry, cholesterol, etc.
• Continue offering body conditioning for seniors.
151
PROGRAM: SENIOR PROGRAMS PAGE TWO
FUND: GENERAL ACCT. NO 0014570,1434567,
PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXXX
PROGRAM ACTIVITIES (continued):
Administration
Coordinates all operations of the senior center; staffing, volunteer recruitment, facility rentals and grants
management.
• After-hours facility rentals.
• Staff scheduling.
• Volunteer recruitment and training.
• Budget management.
• Senior Commission.
PERFORMANCE MEASURES:
Estimate Projected
1998-99 1999-00 2000-01
Participation
Dances 2,000 2,500 2,800
Health Screenings 1,200 1,750 2,500
Day Trips 1,400 2,000 2,000
Personal Assistance 1,100 1,300 1,500
SIGNIFICANT CHANGES:
None.
152
Operating Budget Summary
Policy arid leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
9,216,935
21,765,112
777,475
1998-99
ACTUAL
10,538,397
23,563,395
2,024,578
1999-00
BUDGET
11,291,415
27,913,894
2,713,456
2000-01
BUDGET
10,881,410
29,084,243
1,586,730
31,759,522| 36,126,370] 41,918,765| 41,552,383
158.02
10.19
161,75
16.26
177.75
18.25
177.75
14.75
MISSION STATEMENT:
The Public Works Team is dedicated to providing exceptional services to our customers with integrity and pride in a
manner that supports and enhances the quality of life for all who live, work, and play in Carlsbad.
PROGRAM ACTIVITIES:
PW Admin Engineering
1 % Services
13%
Maintenance
& Operations
64%
General
Services
22%
153
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS ADMINISTRATION
GENERAL
PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS.
HOURLY/FTE POSITIONS , •'!> ,
1997-98
ACTUAL
66,122
897
19,260
1998-99
ACTUAL
597,448
94,973
0
1999-00
BUDGET
512,479
155,280
23,901
2000-01
BUDGET
282,715
163,870
0
86,279| 692,421 [ 691,660| 446,585
7.00
\ 0.00
7.25
0.00
4.00
0.00
3.00
, :. - O.OO:
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 Services, General
Services and Maintenance & Operations work groups.
PROGRAM ACTIVITIES:
Budget Preparation
• Coordinate department budget activities.
Performance Management
• Prepare goal documentation for the Public Works major service area.
Strategic Planning
• Implement strategic plan and Public Works programs to meet current and long-range goals.
Maintenance Management and Quality Control
• Continue development of comprehensive systems inventory, maintenance standards and work reporting
system.
KEY ACHIEVEMENTS FOR 1999-00:
• Implemented the Workplace Illness and Injury Prevention Program for Public Works.
• Developed Performance Measures for each Division within Public Works. Initiated data collection where
possible and benchmarked against other public agencies.
• Implemented Maintenance Management Program.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Plan for new Public Works Facility developed.
• Develop communications tools for internal and external uses.
SIGNIFICANT CHANGES:
One position has been transferred to other Public Works accounts,
approximately $150,000 for one-time PERS early retirement payment.
In addition, prior year budget includes
154
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/ENTERPRISE
ENGINEERING SERVICES ACCTNO. 00157XX/5XX5710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY7FTE POSITIONS
GENERAL FUND
WASTEWATER ENTERPRISE
WATER ENTERPRISE
TOTAL FUNDING
1997-98
ACTUAL
2,677,578
1,492,920
3,795
1998-99
ACTUAL
2,748,204
1,220,135
46,120
1999-00
BUDGET
3,774,656
2,139,249
134,865
2000-01
BUDGET
3,604,412
1,472,981
53,000
4,174,293| 4,014,459| 6,048,770| 5,130,393
38.00
; 0,50
4,174,293
37.00
•••fe 0,50
4,014,459
4,174,293| 4,014,459
51.00
0,50
5,109,951
938,819
: 48.70
1.00
4,202,690
327,703
600,000
6,048, 770| 5,130,393
WORK PROGRAM:
The Engineering Department continues 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:
CONSTRUCTION MGMT
&
INSPECTION
20%
ADMIN.
7%
TRANSPORTATION
14%
PLANNING
&
PROGRAMS
12%
DESIGN
25%
DEVELOPMENT
SERVICES
22%
Administration
• Coordinate and direct all divisions to ensure
accomplishment of City Council Goals and
Objectives, provide administrative and clerical
support to all divisions, ensure that the
management reporting system is accurately
maintained and generates all reports on
schedule, provides accurate records filed in a
standardized and efficient manner.
Development Services
• Provide comprehensive engineering input for all
land use development applications, process
engineering development plans and maps in a
professional manner maintaining high-quality and
meeting production goals, ensure engineering
questions related to land development are
answered in a timely and friendly manner.
155
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/ENTERPRISE
ENGINEERING SERVICES
PAGE TWO
ACCTNO. 00157XX/5XX5710
PROGRAM ACTIVITIES (CONTINUED):
Planning And Programs
• Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update
existing facility impact fee programs and assist developers with the formation of finance districts to fund major
public improvements, administer and coordinate engineering activities for the beach erosion, lagoon dredging,
and traffic modeling programs, the special districts program, administer and coordinate all Public Works efforts
in regard to facility mapping and records management.
Design
• Design Citywide capital projects including roadways, water resources and sewer; develop and maintain
programs in five (5) areas including water resources, domestic water systems, recycled water systems, sewer
systems, and National Pollutant Discharge and Elimination Systems (NPDES). For each of these programs,
Design provides a variety of services including planning, water supply, and quality monitoring, technical
assistance, mapping and facility location.
Transportation
• Review, analyze and report on a wide variety of transportation issues, concerns, complaints and inquiries.
Maintain records of collision reports, speed surveys, traffic counts, and assists in maintaining optimum traffic
signal operations. Review traffic control plans, signing and striping plans and traffic signal plans, review project
submittals, provide interdepartmental coordination of various issues, and staff to the Traffic Safety Commission.
Construction Management And Inspection
• Perform construction management, administration, and inspection for private grading agreements, development
improvement agreements, and capital improvement projects through the application of uniform practices and
policies, ensure construction of high-quality improvements, minimize inconvenience to the public while ensuring
safe work sites.
WORKLOAD STATISTICS:
DEVELOPMENT SERVICES ACTIVITY
Actual through 4/00; Projected through 6/00
Plancheck - # of Sheets Plancheck - # of Revisions 2000
1500
1000
500
0
Projects in Review
| O Plancheck a Land Use Review
•"*-W-**P '1 *~-™~
'
FY 97-98 FY 98-99 FY 99-00 FY 97-98 FY 98-99 FY 99-00 FY 97-98 FY 98-99 FY 99-00
156
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/ENTERPRISE
ENGINEERING SERVICES
PAGE THREE
ACCTNO. 00157XX/5XX5710
WORKLOAD STATISTICS (CONTINUED):
Total Capital Improvement Program
Appropriations
200,000,000
03 Carry Forward
FY 97-98 FY 98-99 FY 99-00 FY 00-01
KEY ACHIEVEMENTS FOR 1999-00:
• The Inspection Division hired two full-time construction inspectors through the successful internship program
and two Construction Managers to replace Senior Inspectors.
• Development Services completed a Business Plan Review and established modified procedures to improve
customer service.
• Palomar Corridor Transportation Pilot Program: Sponsored "Ride, Don't Walk Week"; created "Commuter
Connections in Carlsbad" brochure; processed transportation survey regarding commute patterns, workplace
amenities, etc.; designed "Mobile Services Yellow Pages"; sponsored "Bike to Work Day" pit stop on Palomar
Airport Road; developed zip code map of employee addresses to assist in advanced planning; held twice
monthly meetings.
• Completed preliminary design for the Phase II Recycled Water System.
• Completed final design for the Vista/Carlsbad Interceptor Sewer Replacement and South Carlsbad Village
Storm Drain.
• Initiated construction on Foxes Landing Lift Station Force Main and I-5 waterline project; Faraday Street
Improvement; Chinquapin Lift Station; Palomar Airport Road Widening - one project started (ECR to Melrose
Drive); Palomar Airport Road/ El Camino Real Intersection.
• Completed construction on Poinsettia Park; Faraday rough grading; La Costa Avenue widening; Palomar Airport
Road widening - one project completed (at Yarrow); I-5 water transmission main crossing; Faraday Avenue
Road Improvements from Cannon Road to Industrial Park (includes water, sewer and recycled water pipeline);
Santa Fe II Transmission main relocation; Cannon Road from Lego Drive to Faraday Avenue (bridge work
complete; road projected to be open by the end of Summer 2000); Poinsettia Lane - Reach A: Aviara Parkway
to Black Rail Road.
157
PROGRAM: ENGINEERING PAGE FOUR
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 00157XX/5XX5710
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Identify priority Capital Improvement Projects and ensure their timely completion:
Rancho Santa Fe Road
Poinsettia Lane
Faraday West
Palomar Airport Road from El Camino Real to Melrose
Faraday/Melrose financing district
College Boulevard/Cannon Road East Financing District
South Carlsbad Village Storm Drain
South Aqua Hedionda Interceptor Phase II
• Complete inventory system of street improvements.
• Maintain development project review and plan check turnaround goals.
• Continue development of Phase II of Recycled Water Program and development of local water resources
programs.
• Complete Residential Traffic Management Committee recommendations and present to Council.
• Continue Phase II of Records Management system.
• Develop plan for Livable Communities.
"Integrate a comprehensive efficient transportation system with qualify of life-centered land use decisions."
• Implement Integrated Transportation Program:
Regional transportation system priorities.
Local transit objectives and programs.
Industrial transportation management.
Tourist transportation needs.
"Enhance educational opportunities for all segments of the Community."
• Develop intern program for Engineering Technician classification and continue intern program for Construction
Inspector classification.
SIGNIFICANT CHANGES:
Allocations related to Utility Engineering are now included in the Engineering operating budget. Two positions have
been transferred to Streets and Parks, and .3 transferred to Street Lighting, resulting in a net decrease of 2.3
positions.
One request for additional resources is being proposed for AutoCAD/GIS hardware and software upgrades.
158
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
2,314,351
3,194,196
550,035
6,058,582
47.32
7.69
1998-99
ACTUAL
2,545,398
3,337,970
1,026,465
6,909,833
47.25
10.26
1999-00
BUDGET
2,907,847
4,463,391
2,204,799
9,576,037
51.75
10.75
2000-01
BUDGET
2,914,701
4,590,451
1,493,130
8,998,282
55.75
13.25
PROGRAM GROUP DESCRIPTION:
The City's General Services Department is responsible for the preventative maintenance and repair of parks, school
athletic fields, City buildings and vehicles, public street trees and medians.
PROGRAM ACTIVITIES:
Trees 6%Median 6%
Vehicle
Replace 18%
Vehicle
Maintenance 19%
Parks 28%
Facilities 23%
KEY ACHIEVEMENTS FOR 1999-00:
C.I.P. Projects
Stagecoach Park Infield Drainage
Tennis Court Lighting Upgrades
Centralized Wireless Remote Lighting Control System
Holiday Park Tot Lot Sidewalk Improvements
Emergency Generator at Fleet & Senior Center
Playground Equipment Upgrade at Calavera Park
Cannon Park ADA Accommodations
Magee Park Restroom Upgrades
Chase Field/Snack Bar Restroom Renovation
Housing & Redevelopment Restroom Upgrades (ADA)
Heritage Hall ADA Improvements
City Hall Renovations
Status
Complete.
Construction underway. Complete by July
2000.
Complete.
Design complete.
Construction complete by July 2000.
Complete.
Contract awarded.
Construction complete by September 2000.
Design complete.
Construction complete by July 2000.
Design complete.
Construction complete by September 2000.
Preliminary design complete. CUP pending.
Complete.
Design Complete.
Construction complete by Sept/Oct 2000.
Complete.
159
PROGRAM: GENERAL SERVICES PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
KEY ACHIEVEMENTS FOR 1999-00 (continued):
Policies, Procedures & Ordinances
• With assistance from a citizens' committee, developed a comprehensive Street Tree Policy that addresses tree
planting, removal, replacement, maintenance, as well as heritage trees and an appeal process.
• Rewrote the City's Tree Ordinance (Chapter 11.12) to include key features that would enhance the Street Tree
Policy, such as developing a Master Tree List and a Community Forest Management Plan, updating the City's
Uniform Street Tree Planting Map, and additional penalties for deliberately damaging trees.
New Property Leases and License Agreements
• Adult Learning Center (Colonial Mall).
• Ken Grody Ford of Carlsbad (Car Country Park).
• Carlsbad Equity Properties (Housing & Redevelopment Office).
• Cox Communication Cellular Site at the Safety Center.
• The Village Grille.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Implement revised Street Tree Policy.
• Create a Community Forest Management Plan.
• Implement Maintenance Management Program for Fleet and Facilities.
• Complete Hosp Grove Park Improvements.
160
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS .
1997-98
ACTUAL
890,902
916,248
47,611
1998-99
ACTUAL
957,574
1,021,528
99,021
1999-00
BUDGET
1,123,211
1,424,735
120,456
2000-01
BUDGET
1,066,014
1,476,920
25,430
1,854, 761 1 2,078,123] 2,668,402] 2,568,364
18.75
• , 4.66
19.75
7,23
19.75
7.50
20.15
7,75
WORK PROGRAM:
Maintain, preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas.
Manage over 625 acres of open space/undeveloped areas and provide services to other departments as well as
Community groups.
PERFORMANCE MEASUREMENTS:
• Safety work orders are addressed within 24 hours.
• Achieve high customer satisfaction level for maintaining City parks.
• Demonstrate fiscally responsible use of tax dollars towards park maintenance.
PROGRAM ACTIVITIES:
Turf and Landscape Maintenance
• Direct management of 103 acres of turf and 148 acres of landscaping. Duties include mowing, fertilization,
renovation, re-planting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding cultivation,
edging, aerating, re-seeding, irrigation programming maintenance and equipment maintenance.
Restroom Maintenance/Litter Control/Picnic Area Services
• Inspect, maintain, clean, paint, and repair 16 separate restroom facilities (as well as eight portable units) 5 plus
times per week. Clean, restock, sanitize, paint and plumbing repairs, comprise the duties of this activity. Also
associated with this activity is litter control; all parks, beach accesses and beach areas are cleaned 4 plus times
weekly to remove all litter and service all trash receptacles.
Court/Field/Tot Lot Maintenance
• Maintain 28 tennis courts (21 lighted), 17 basketball courts, 16 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. This includes sand raking/leveling, sand roto tilling, play equipment inspection and
repair, and the necessary documentation of such actions.
Irrigation Maintenance
• Maintain all facility landscape irrigation systems. This includes programming over 95 different controllers, with
over 1,340 valves. Duties include replacement, repair, trouble shooting and data entry/ programming using 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.
161
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCT NO. 0015020
PROGRAM ACTIVITIES (continued):
Miscellaneous Maintenance/Repair and Special Requests
• These activities, which are difficult to measure, include repair and upgrading park structures, facilities, play
equipment and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals, trash
enclosures, concrete work, and painting projects. These additional activities also include special projects and
requests by the Community for turf installation, sculpture installation, various redevelopment requests and
Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of
park maintenance activities.
WORKLOAD STATISTICS:
TURF & LANDSCAPE MAINTENANCE
Picnic Area
7%
Landscape
55°/c
NO. OF COURTS/FIELDS/TOT LOTS MAINTAINED
26
15
Tennis Ball Fields Tot Lots Basketball Soccer
PROGRAM: PARK MAINTENANCE PAGE THREE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020
KEY ACHIEVEMENTS 1999-00:
• Replaced Elm Wall on Carlsbad Village Drive.
• Accepted the maintenance responsibilities for the two fields and the restroom at Poinsettia Park.
• Coordinated an Eagle Scout Project that required installing new sod at Fire Station #4.
• Coordinated an Eagle Scout Project that required the installation of a new access walkway on the north end of
Poinsettia Park.
• Alleviated standing water in the children's garden at the Dove Library.
• Installed a water reclamation filter at Poinsettia Park.
• Assisted Hospice with tree planting at Poinsettia Park.
SIGNIFICANT CHANGES:
This year's budget reflects an increase in maintenance activities at Poinsettia Park-Phase IA. The Management
Analyst position assigned to General Services was transferred from the Public Works Administration budget to the
Park Maintenance budget (20%). Reallocated 20% of Public Works Manager to other General Service Operating
Budget. There are also funds to cover the cost of landscape maintenance at the Dove Library, Faraday, and slope
maintenance at Carrillo Ranch.
163
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES ACCT NO. 0015060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS, -
HOURLY/FTE POSITIONS " ' - ,
1997-98
ACTUAL
559,967
700,691
42,913
1998-99
ACTUAL
643,573
661,361
99,576
1999-00
BUDGET
819,112
1,026,873
11,178
2000-01
BUDGET
898,355
957,857
24,400
1,303,571 1 1,404,510] 1,857,163[ 1,880,612
,13.00
0.03
13.00
0.03
17.00
0.50
20.40
1.00
WORK PROGRAM:
Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to
the Community.
PERFORMANCE MEASURES:
• The average time to complete priority 1 and priority 2 work orders.
• Achieve a high level of customer satisfaction that facilities are well maintained.
• Demonstrate fiscally responsible use of tax dollars allocated to facilities maintenance.
PROGRAM ACTIVITIES:
Building Maintenance
• Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance
program for major mechanical systems, roofing and painting.
Custodial Services
• Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and
contract services in the smaller buildings.
Contract Maintenance
• Prepare and administer contracts for all building maintenance services, i.e., HVAC, plumbing, electrical,
construction projects, and custodial services.
Property Management
• Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as liaison with property
owners to ensure facilities meet City requirements.
164
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCT NO. 0015060
WORKLOAD STATISTICS:
Total Building Space Maintenance Custodial Services
466 483 21%
Contract
FY99 FYOO FY01
79%
In-House
KEY ACHIEVEMENTS FOR 1999-00:
Implemented a new custodial contract.
Cole Library Remodel - 2nd Phase (painting, carpeting, furniture, etc.).
Selected a computer software vendor for a Computerized Maintenance Management System (CMMS).
Remodeled the Safety Center Crime Lab.
Repaired flood damage at the Senior Center.
Removed lead paint and repainted the Railroad Depot.
Constructed a new deck at the Magee House.
Coordinated the clean-up and furniture accumulation at Las Paimas.
SIGNIFICANT CHANGES:
Two building maintenance workers were added to accommodate the increase in building space maintenance. One
roaming custodian was added to assist with custodian duties at high-use facilities such as Faraday, the Dove and
Cole Libraries. The management analyst position assigned to General Services was transferred from the Public
Works Administration budget to the personnel budget for Facilities Maintenance (20%). The Public Works Manager
overseeing this department was added to the personnel budget for Facilities Maintenance at 20% effort.
165
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCTNO. 1605023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS :
HOURLY/FTE POSITIONS
1997-98
ACTUAL
285,047
223,710
0
1998-99
ACTUAL
296,255
214,680
0
508,757| 510,935
5.89
1.50
,: .5.00
1.50
1999-00
BUDGET
295,760
264,194
0
559,954
5.50
1.25
2000-01
BUDGET
332,114
257,025
0
589,139
* -.->" -. -5.90
2.00
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
• This division program provides maintenance 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 plus street tree
work order/requests, removes 50 plus trees, and plants over 100 trees.
Contractual Tree Maintenance
• This program provides an on-going program for contracting, administering and overseeing the street tree
maintenance program beyond the scope of the division.
Weed Abatement
• This program involves the treatment of undeveloped right-of-way and open space areas for weed growth
removal. The activities include herbicide application, and cultural practices to eliminate weed growth.
WORKLOAD STATISTICS:
1,328 1,285
Work Orders Trimmed
166
PROGRAM: STREET TREE MAINTENANCE PAGE TWO
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023
KEY ACHIEVEMENTS 1999-00:
• Completed inventory of irrigation materials and equipment as part of the City's Maintenance Management
Program.
• Planted 115 trees of various sizes and species within the right-of-way and park land.
• Assisted Hospice with large tree planting and time capsule at Dove Library.
• Renovated several parkway planters in the downtown area.
• Planted 36" box willow tree at Carrillo Ranch in dedication to the Kindle Family.
SIGNIFICANT CHANGES:
The management analyst position assigned to General Services was transferred from the Public Works
Administration budget to the Street Tree Maintenance Budget (20%).
167
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIAN MAINTENANCE
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCT NO. 1615024
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
146,406
210,312
0
1998-99
ACTUAL
168,533
232,668
0
356,718|_ 401,201
2.68
1.00
2.50
1.00
1999-00
BUDGET
178,420
270,524
0
2000-01
BUDGET
214,178
312,861
0
448,944| 527,039
2.50
1.00
2.90
2.00
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape
improvement areas.
PROGRAM ACTIVITIES:
Medians
• Maintain weekly 55 plus 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 on-going program for contracting, administering and overseeing median maintenance for 43 plus 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 streetscape improvements.
WORKLOAD STATISTICS:
Acres Maintained
44%
Contract
56%
In-House
168
PROGRAM: MEDIAN MAINTENANCE PAGE TWO
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024
KEY ACHIEVEMENTS 1999-00:
• Maintained an additional five acres of median landscaping.
• Completed inventory of irrigation materials and equipment as part of the City's Maintenance Management
Program.
• Initiated Median Mulch Program to help maintain moisture and reduce weed growth.
SIGNIFICANT CHANGES:
The management analyst position assigned to General Services was transferred from the Public Works
Administration budget to the Median Maintenance Budget (20%).
169
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/RTE POSITIONS
1997-98
ACTUAL
432,029
927,599
0
1998-99
ACTUAL
479,463
993,879
0
1999-00
BUDGET
491,344
1,009,521
70,000
2000-01
BUDGET
404,040
1,108,265
22,300
1,359,6281 1,473,342) 1,570,8651 1,534,605
7,00
0.50
7.00
0.50
7,00
0.50
,, 6.40
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 this department. This program
involves all facets of vehicle repair, maintenance and parts, ensures that adequate supplies of fuel and oil are
available to operating departments, administers the collection and disposal of hazardous waste generated by City
departments, and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in
accordance with County and State regulations. The fleet is comprised of 249 vehicles and 128 other pieces of
equipment.
PERFORMANCE MEASURES:
• Achieve a high percentage of preventative maintenance (PM) work orders completed when scheduled.
• Achieve a high percentage of units on the road.
• Achieve a high level of customer satisfaction.
• Completing maintenance and/or repair jobs more efficiently than industry standards.
PROGRAM ACTIVITIES:
Repair and Maintenance
• Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual
Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as necessary; make road calls for
units disabled in the field.
Auto Parts
• Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or
through State net discount; provide a perpetual inventory and automatically reorder quantities through the
automated management system.
Fuel and Oil
• Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies;
maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad
Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina
Wastewater Authority; monitor fuel tanks in accordance with State and County regulations.
70
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 6205060
WORKLOAD STATISTICS:
690 700
H
O
U
R
S
Preventative Shop Repairs Vendor Emerg. Road
Maintenance Repairs Repairs
Gallons of Fuel Used
FY98 FY99 FYOO FY01
KEY ACHIEVEMENTS 1999-00:
• Finished compiling a parts numbering system that will be used as part of an inventory computer software system
for the new centralized warehouse and the City's Maintenance Management Program.
SIGNIFICANT CHANGES:
The management analyst assigned to General Services was transferred from the Public Works Administration
budget to the Vehicle Maintenance budget (20%). The Public Works Manager was transferred from the Park
Maintenance budget to the Vehicle Maintenance budget (20%).
171
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE REPLACEMENT
INTERNAL SERVICE
GENERAL SERVICES ACCT NO. 6215061
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
0
459,511
459,511
,, 0,00
0.00
1998-99
ACTUAL
0
0
827,868
827,868
0.00
0.00
1999-00
BUDGET
0
97,544
2,003,165
2000-01
BUDGET
0
97,523
1,421,000
2,100,709] 1,518,523
0.00
0.00
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 costing $5,000 or more in the rental fleet and establish an average
replacement charge by unit class.
Specification Writing
• Write specifications for the purchase of replacement units combining the needs of the users and economic
reality of the City.
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.
WORKLOAD STATISTICS:
367 377 377
Veh/Equip Acquired Veh/Equip Disposed Total Units
KEY ACHIEVEMENTS FOR 1999-00:
• Replaced 60 vehicles scheduled for replacement in the City's fleet.
• Purchased 17 additional vehicles that were approved in the Capital Outlay Budget.
SIGNIFICANT CHANGES:
None.172
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
215,636
0
1998-99
ACTUAL
0
213,854
0
1999-00
BUDGET
0
370,000
0
2000-01
BUDGET
0
380,000
0
215,636J 213,854] 370,000) 380,000
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
Community Services and 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.
Develop Golf-Related Commercial Concepts:
Project Processing: Begin environmental proces-
sing through USF&W, CDF&G, Coastal Commission.
SIGNIFICANT CHANGES:
None.
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.
173
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
4,158,884
17,077,099
204,385
1998-99
ACTUAL
4,647,347
18,910,317
951,993
1999-00
BUDGET
4,096,433
21,155,974
349,891
2000-01
BUDGET
4,079,582
22,856,941
40,600
21,440,368| 24,509,657] 25,602,298| 26,977,123
65.70
2.00
70.25
5.50
71.00
7.00
70.30
0.50
PROGRAM GROUP DESCRIPTION:
This department is responsible for preventive maintenance, repair, and operations of City and water district
infrastructure including City streets, water and sanitation systems, and management of the City's Solid Waste
Program.
PROGRAM ACTIVITIES:
Wastewater
Operations
Street
Maintenance
Recycled Water Street Lighting
Traffic Signals
Solid Waste
WATER
OPERATIONS
174
Operating Budget Summary
Policy and leadership Croup
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY ACHIEVEMENTS FOR 1999-00:
Operations:
• Completion of the Federal and State-mandated Process Safety Management/Risk Management Program for the
chlorine facilities at Maerkle Dam.
• Sanitation Operations Crew completed 24 hours of HAZWOPER training for emergency chlorine response to
assist Water Operations, if necessary.
• Sanitation Operations successfully operated 16 sewer lift stations without mishap or sewer spill.
• Water Operations delivered 19,000 acre feet of water, meeting all Federal, State and City standards.
Construction/Maintenance
• Maintained 145 miles of sewer main collection system and increased sewer main cleaning by 39% from last
year.
• 100% of the Construction/Maintenance staff was trained in trench rescue, to assist safety personnel in
emergency situations.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
Maintenance Management System
• Full implementation of a public works maintenance management including performance standards and inventory
data.
Performance Measurement Program
• Full implementation of performance measurement program including tracking of all identified measures and
performing benchmark analysis.
"Enhance educational opportunities for all segments of the Community."
Safety Program
• Ongoing implementation of safety program including training and committee oversight.
175
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 0016355
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
876,652
740,910
42,833
1998-99
ACTUAL
1,040,334
1,008,737
5,310
^ 1,660,395) 2,054,381
15.00
1.00
20.00
3.50
1999-00
BUDGET
1,087,327
1,325,361
28,990
2000-01
BUDGET
1,059,730
1,165,807
7,600
2,441, 678| 2,233,137
21.25
3.00
21.25
0.00
WORK PROGRAM:
The Street Maintenance Division's performs street and roadside maintenance to maximize the safety and circulation
efficiency of the roadway system.
PERFORMANCE MEASURES:
• Roadway Safety
• Roadway Circulation Efficiency
• Roadway Cost Efficiency
PROGRAM ACTIVITIES:
Contract Management: Contract Management consists of contract design, inspection, and support.
Roadside Maintenance: Roadside Maintenance activities consist of weed abatement, litter pick-up, debris hauling,
cement repair and guardrail maintenance.
Drainage System Maintenance: The cleaning of brow ditches, catch basins, drainageways, and gutters.
City Sign Maintenance: Fabricate, install and maintain all traffic, street name and special signs throughout the City.
Asphalt: Consists of crack sealing, surface patching, trench repair, base replacement and pothole patching.
Painting: Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and
bull nose painting.
PW Street Maintenance
1999 Staff Hour Totals
Miscellaneous
Painting
Asphalt
Customer
Seruce
Roadside
Drainage
Contract
Management
Signs
PROGRAM: STREET MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355
KEY ACHIEVEMENTS FOR 1999-00:
• Installed access ramps at entrance to Lakeshore Gardens in compliance with ADA requirements.
• Replaced deteriorating handrail pickets along upper Carlsbad Boulevard walkway between cold water jetty and
Tamarack Avenue.
SIGNIFICANT CHANGES:
Various positions were reallocated to more accurately reflect the workload distribution. Hourly positions were
replaced with temporary help. The budget for Major Street Maintenance was incorporated into the Street
Maintenance budget this year.
177
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 0016370
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
25,566
449,231
0
474,797
0.50
0.00
1998-99
ACTUAL
28,877
282,677
7,708
1999-00
BUDGET
37.290
430,853
25,500
2000-01
BUDGET
52,920
371,266
12,000
319,262| 493,643| 436,186
0.50
0.50
0.00
0.50
0.95
0.00
WORK PROGRAM:
Maintain the City's traffic signal system.
PERFORMANCE MEASURES:
• Roadway Safety
• Roadway Circulation Efficiency
• Roadway Cost Efficiency
PROGRAM ACTIVITIES:
Customer Requests: Respond to traffic signal repair requests.
Contract Adminjstratign: Administer traffic signal maintenance agreement.
USA Markquts: Mark underground utilities in coordination of the Dig Alert system.
Inspection/Construction Coordination: Coordinate and inspect the installation and modification of traffic signals.
WORKLOAD STATISTICS:
PW Traffic Signals
1999 Staff Hour Totals
Contract
Administration
9%
USA Markouts
11%
Special
Projects
2%
Customer
Requests
78%
PROGRAM: TRAFFIC SIGNAL MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0015370
KEY ACHIEVEMENTS FOR 1999-00:
• Installed battery power back-up at three major intersections to maintain flash operation during power outages.
• Installed audible pedestrian crossing signal at ECR and Chestnut in compliance with ADA requirements.
SIGNIFICANT CHANGES:
Various positions were reallocated to more accurately reflect the workload distribution.
The budget for electricity was increased by $35,000, based on the most recent expenditures and anticipated signals
to come on-line in the upcoming year. Budgeted $20,000 for the design of the detector lead-in cable installation at
El Camino Real and Plaza Drive/Marron Road.
179
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 1626357
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TO TAL
FULL TIME POSITIONS <•
HOURLY/FTE POSITIONS
1997-98
ACTUAL
235,890
438,285
0
674,175
4.00
1.00
1998-99
ACTUAL
234,936
439,666
6,523
681,125
4.00
1.00
1999-00
BUDGET
231,600
508,986
0
740,586
4.00
1.00
2000-01
BUDGET
202,501
555,023
0
757,524
2.85
0.00
WORK PROGRAM:
Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system.
PERFORMANCE MEASURES:
• Roadway Safety.
• Roadway Circulation Efficiency.
• Roadway Cost Efficiency.
PROGRAM ACTIVITIES:
Customer Requests
• Respond to street light repair requests.
Circuits
• Troubleshoot or repair of underground circuits and associated equipment.
USA Markouts
• Mark underground utilities in coordination with the dig alert system.
Surveillance and Repair
• Perform night surveillance to identify and schedule needed repairs.
System Upgrades
• Installation of technological advances.
WORKLOAD STATISTICS:
Public Works Street Lighting
Staff Hour Totals
1999
Customer Requests
USA Markouts
Surveillance & Repair
Circuits
System Upgrades
Special Projects
Inspection/Coordination
1.09
.09
.04
.03
.03
.02
.01
180
PROGRAM: STREET LIGHTING PAGE TWO
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357
KEY ACHIEVEMENTS FOR 1999-00:
• Completed installation of bird repellent devices on street lights along Carlsbad Blvd.
• Upgraded street lighting near the mall to reduce light pollution.
• Completed street light inventory system.
• Annual processing for the Lighting and Landscaping Assessment District.
SIGNIFICANT CHANGES:
Various positions were allocated to more accurately reflect the workload distribution. The electricity budget was
increased by $70,000, based on the most recent expenditures and anticipated lights to come on-line in the upcoming
year.
181
PROGRAM:
FUND:
PROGRAM GROUP:
BUENA VISTA CHANNEL MAINTENANCE
MAINTENANCE ASSESSMENT
MAINTENANCE & OPERATIONS ACCTNO. 1636312
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
0
7,048
0
7,048
0.00
0.00
1998-99
ACTUAL
0
7,048
0
7,048
0.00
0.00
1999-00
BUDGET
0
9,266
0
9,266
0.00
0.00
2000-01
BUDGET
0
292,866
0
292,866
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. The revenues are placed in a fund to cover the costs of major dredging of the creek, which
could occur every four years. The last major clearing was completed in March of 1997.
PROGRAM ACTIVITIES:
• Administration of the Buena Vista Channel Maintenance District, monitoring revenues, calculating fees.
• Monitoring and periodic clearing of the overgrowth and silt within the channel.
WORKLOAD STATISTICS:
• Because the dredging of the channel only occurs every four years, there are no statistics available and no
performance measures have been identified for this program.
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient delivery of top-quality services to our Community."
• Complete dredging during FY 2000-01.
• Preparations will begin for a five-year maintenance contract consisting of a major dredging and periodic
monitoring.
SIGNIFICANT CHANGES:
Dredging of the channel will take place during this fiscal year.
182
PROGRAM:
FUND:
PROGRAM GROUP:
WATER/ OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATION ACCT NO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND 1 OTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
2,327,089
12,455,777
120,787
1998-99
ACTUAL
2,556,587
13,787,842
569,053
1999-00
BUDGET
1,917,111
14,309,521
230,916
2000-01
BUDGET
1,897,981
15,580,476
18,500
14,903,653| 1b,913,482| 16,457,548| 17,496,957
32.00
0.00
32.00
0.50
32.00
0.50
30.00
0.50
WORK PROGRAM:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PERFORMANCE MEASURES:
• Water Quality: Achieve high quality water free of pathogenic organisms.
• Water delivery efficiency.
• Water system reliability.
PROGRAM ACTIVITIES:
Administration
• Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities;
maintain payroll records and time card administration; coordinate interdepartmental and interagency
communications.
Construction Maintenance
• Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to insure safe and efficient distribution and collection systems.
Water Operations
• Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and
disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations.
Cross Connection Control
• Implements and enforces cross connection control of potable and recycled water systems to ensure a safe
supply of potable water, and compliance with State and Federal regulations.
Meter Services
• Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers and assist Construction and
Maintenance operations.
183
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
ACCT NO. 5016310
WORKLOAD STATISTICS:
Daily
Operations/System
Maintenanc
26% FTE Water Use Data
Collection
40.5% FTE
low Control Station
Maintenance
7.9 % FTE
Fire Hydrant
Maintenance
10.4% FTE
Valve Maintenance / Fire Hydrant
;*• 9,5% FTE / RepL/Repair
10.2% FTE
SIGNIFICANT CHANGES:
Decrease in personnel is due to reallocation of personnel to Sewer Operations.
Increase in maintenance and operations is due to a $500,000 increase in purchased water, a $200,000 increase in
depreciation.
184
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 5116310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
614,822
2,954,231
40,765
1998-99
ACTUAL
717,073
3,325,292
363,399
1999-00
BUDGET
738,935
4,430,814
64,485
2000-01
BUDGET
809,200
4,780,835
2,500
3,609,8181 4,405, 764J 5,234,234( 5,592,535
• 13.00
0.00
13.00
0.00
13.00
0.00
15.00
0.00
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, operates and maintains the City-
owned sanitary sewer collection system which covers approximately 65% of the geographic area of the City.
Payments are made to the Encina Wastewater Treatment Plant to cover the City's share of operating costs for
treatment of its sewage.
PERFORMANCE MEASURES:
• Sewer system efficiency.
• Sewer operations cost efficiency.
• An environmentally sound sewer system.
PROGRAM ACTIVITIES:
• Provide operation and maintenance of the sewer pump stations to ensure efficient elimination of the City's
wastewater. Measures include:
Sewer lateral main stoppage.
Sewer lateral main research.
Sewer lateral main maintenance.
Sewer lateral main repair and installation.
Sewer main cleaning.
Access hole inspection.
Access hole maintenance and repair.
185
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5116310
WORKLOAD STATISTICS:
Sewer Lateral Main
Stoppage
4.9% FTE
Sewer Lateral Mai
Maintenance
2.7% FTE
SIGNIFICANT CHANGES:
Increase in personnel is due to reallocation of staff from Water Operations
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1997-98
ACTUAL
78,865
31,617
0
1998-99
ACTUAL
69,540
59,055
0
1999-00
BUDGET
84,170
141,173
0
2000-01
BUDGET
57,250
110,668
0
110,482| 128,595| 225,343| 167,918
1.20
0.00
0.75
0.00
0.75
2.00
0.25
0.00
WORK PROGRAM:
The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs.
PERFORMANCE MEASURES:
• Customer Satisfaction.
• Cost Efficiency.
• Diversion.
PROGRAM ACTIVITIES:
AB939
• Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste
Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. 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.
Administer and monitor the solid waste services contract. Review reports and rate requests 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. Coordinate and monitor all recycling
programs.
KEY ACHIEVEMENTS FOR 1999-00:
• Reduced roll-off service rates by 33.2 percent.
SIGNIFICANT CHANGES:
Funding for 0.5 management analyst was transferred to the Street Maintenance budget.
187
n
22
5!
TJ
73
O
m
m
2-I
"D
50
O
2000-2001 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
INTRODIJCTION
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. This year's CiP reflects the continued commitment to constructing the necessary
facilities, in response to the current and anticipated development activity occurring throughout
the City. Projects are continuously evaluated and prioritized to ensure the City's resources for
facilities are allocated based on a well thought-out plan. The 2000-2001 Capital Improvement
Program totals $49.3 million, with projected revenues totaling $47.2 million. Although
development remains strong during this current fiscal year, we expect to see numbers declining
over the next several years.
Along with development, there comes a corresponding
demand for development-related services and new
facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds the
need, the citizens of Carlsbad adopted a Growth
Management Plan in 1986. The Growth Management Plan
requires a standard level of facilities is available to meet
the new demands, or development cannot proceed. A
discussion of the City's Growth Management Plan is
located at the end of this report.
The CIP is also a tool available to Council and staff, to weigh resource availability with the
demand for facilities. This report and the accompanying CIP documents and schedules reflect
these actions.
GROWTH PROJECTIONS
Several assumptions about the rate and type of growth were made in order
to project the revenues that 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; the Finance
Department overlaid the economic forecast.
Every year, City staff evaluates all existing developments and compare the ~k
projects to the buildout capacities of the City using adopted general plans.
Existing building activity and estimates of how remaining net developable
land might develop were used to prepare future growth projections.
The following table shows the number of residential units used in calculating estimated
revenues for 2000-2001 and subsequent years to buildout. Staff expects that approximately
12,710 units will be built from this point forward. Non-residential construction estimates are
shown in projected square feet.
2000-2001 CIP Growth Assumptions
Residential Non-Residential
Year
1999-2000 current
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
Years 6-10
Years 11-2020
Total Future
Units Square Feet
1,500+
1,065
1,104
937
799
834
3,184
4,787
12,710
1,134,771
509,010
478,130
337,158
469,963
693,864
4,411,086
5,982,054
12,881,265
Residential development for 1999-2000 was projected at 1,250 building permits. Recent
estimates anticipate over 1,500 units by the end of the current fiscal year. Construction of
residential units is expected to decrease to about 950 units per year for the next five years.
Residential Units Trend
1985 to 2005
Non-residential development is also expected to decline significantly following the completion of
several major projects in the Carlsbad Ranch area. Anticipated non-residential projects planned
in the next few years include several commercial/retail developments located in or near the
areas where most of the residential development has occurred over the past several years.
REVENUES
Revenues for Capital Projects from now until buildout total $428.3 million and
may be segregated into four major categories: 1) fees generated by
development in Carlsbad, 2) special district fees and taxes (Community
Facilities Districts and Bridge and Thoroughfare Benefit Districts), 3) Water
and Sewer replacement reserves, and 4) other sources including grants, bond
issues, and contributions from other agencies. Approximately 47.9% of all capital
revenue is received as a result of development, and is dependent upon assumptions made
190
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. Existing and proposed Community Facilities District and Bridge and
Thoroughfare Benefit District revenues comprise 22.4% of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 10% of total revenues, and
the remaining 19.7% are related to Federal & State grants, license tax on new construction, the
County sales tax program (Transnet), and contributions from other agencies.
Funding Sources 2000-2001 to Buildout
Total Revenue = $428.3 million
Other
19.7%
... . . ^ , -\ Water/Sewer
Deve^en, ^ J ^ Rep.ece.en,
Special Districts
22.4%
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues.
The mix of multi-family and single-family residential units is assumed to be 35% and 65%
respectively and reflects the anticipated mix of residential development
for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $89,500 per multi-
family dwelling unit, and $175,000 per single-family dwelling unit. A
building permit valuation of $38 per square foot of construction is used to
calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of development use. A multi-family residential dwelling
unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each
residential trip is valued at the current TIF of $87. The trips-per-day value for commercial and
industrial buildings are averaged at 32 trips per 1,000 square feet of development, althoughthe
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 is $35, the current
TIF.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, since some projects previously funded from these sources are now funded through
this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district.
191
There are two existing and two proposed Bridge and Thoroughfare Fee Districts included in this
year's CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
was formed to fund portions of Cannon Road from Interstate 5to El Camino Real. BTD No. 4 is
being considered as the financing mechanism for College Boulevard and Cannon Road
extensions east of El Camino Real, and BTD No. 5 is being considered for the funding of
Melrose Drive and Faraday Avenue extensions.
CAPITAL PROJECTS
Project construction is reliant upon the availability of capital and operating funds in addition to
established Growth Management requirements for facilities. Wherever project-scheduling
changes were proposed, projects were evaluated and prioritized, using compliance with the
Growth Management Plan as the most important factor. One of the City Council goals is to
"integrate a comprehensive efficient transportation system with quality of life-centered land use
decisions". In conjunction with this goal, and as a result of the prioritization and ranking process,
street construction projects continue to receive the highest priority, with the primary focus on
improving traffic flow in the industrial corridor of the City.
CAPITAL PROJECTS 2000-2001 TO BUILDOUT
The CIP for 2000-2001 to buildout outlines approximately 180 future projects at a total cost of
$427 million.
CIP Expenditures by Category
2000-2001 to Buiidout
Total Expenditures = $427 million
Drainage
5.1%
Civic
15.4%
Parks
17.0%Other
6.8%
Water
8.3%
Sewer
16.1%
Streets
31.3%
The largest expenditure category is for street and traffic signal construction projects, which total
$133.9 million, or 31.3%. Included is the construction of several major roadways which will add
east-west connections and improve the flow of regional traffic as well as local traffic throughout
192
the City. Several of these roads will provide additional routes to the neighboring cities of
Oceanside, Vista and San Marcos.
The following is a list of major street projects in the 2000-2001 to Buildout CIP:
• Faraday Avenue to Cannon Road
• Faraday Avenue and Melrose Drive Extensions east of El Camino Real
• Poinsettia Lane to El Camino Real
• Poinsettia Lane east of El Camino Real
• Cannon Road to El Camino Real
• Cannon Road and College Boulevard East of El Camino Real
• Rancho Santa Fe Road to San Marcos and Encinitas
The second largest expenditure category is for park projects, which total $72.5 million, or 17%.
Park projects include acquisition and/or development of acreage within all quadrants of
Carlsbad. Future park projects include:
Northwest Quadrant Northeast Quadrant
Park Development
Larwin Park Development
Park Development
Community Center
Cannon Lake Park Development
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant
Poinsettia Park Phase II
Zone 19 Park Development
Zone 19 Park Community Center
Southeast Quadrant
Alga Norte Park
Alga Norte Pool
Leo Carrillo Park Development
In addition, a business park recreational facility in the industrial area is planned, as well as the
Carlsbad Municipal Golf Course.
The cost estimates for several of the park projects were increased based on an analysis of
recent park construction and land acquisition costs. As a result, projected revenues from the
existing park fee programs will not be sufficient build several of the planned parks at the current
standards. Thus, staff will be evaluating the fee programs for possible revisions, and may also
need to consider other revenue sources or changes in project scope so that project costs match
available funding.
Sewer projects are the third largest expenditure category and total almost $68.8 million.
Projects include the construction of the South Agua Hedionda interceptor, the Vista/Carlsbad
trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the
repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina parallel
ocean outfall and cogeneration projects. The largest of these projects is the Vista/Carlsbad
interceptor; construction will occur along Jefferson Street from Interstate 5 to Oak Avenue and
along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way, and is
expected to span over several years.
193
Construction and maintenance of City facilities such as libraries, administrative
facilities and police and fire facilities total $65.8 million, or 15.4% of the total
planned capital expenditures. The interior of the Cole Library underwent
renovation during the current fiscal year, and re-opened on April 15th. Next
fiscal year, exterior improvements to the Cole library will be made. The Capital
Improvement Program includes funds to reconstruct and expand this facility in
future years. The Public Works Center is currently under design, and
construction is expected to begin in the following fiscal year (2001-2002). A new City Hall is
planned for construction in the future; the timing and location have not been determined.
Water projects total about $35.4 million (8.4%) and include reservoir construction and
improvements and recycled and potable pipelines. Some of the major areas in which these
installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane,
El Fuerte, and along El Camino Real.
Specific timing and cost estimates for all capital projects are identified in the Current and Future
(2000-2001 to Buildout) Projects schedule following the narrative.
CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
• Public Works Center - Design of a new Public Works Center is underway, and
construction is expected to occur during 2001-2002. This facility will be located next to
the Safety Center and will include a warehouse, general offices, and yard facilities for the
Public Works Departments.
• Carlsbad Municipal Golf Course - Environmental permits are
currently being processed for the City's 250 acre golf course "~~
located in the industrial corridor directly south of the future
Veterans Memorial Park. Once approved, development of the golf
course will proceed. A financing plan for the golf course is being
developed, and will be incorporated into the Capital Improvement
Program at a later date.
• Redevelopment Projects - Enhancements to the Village
Redevelopment Area include a Facade Improvement and Signage
Program that will offer grants to business and/or property owners to
make exterior improvements to existing buildings and update
signage for the building/business. Another redevelopment program
is the Village Parking Program, which includes acquisition of land
for future public parking, and improvements to existing parking lots.
• Streets - Several large street construction projects are planned for the next 5 years as
shown on the following map. The extensions of Cannon Road and Poinsettia Lane to
El Camino Real and Faraday Avenue to Cannon Road are all located west of El
Camino Real and are being constructed primarily as a result of residential developments
in those areas. College Boulevard and Cannon Road extensions to the east and
north, as well as Faraday Avenue and Melrose Drive extensions, are located east of El
Camino Real and will alleviate traffic on Palomar Airport Road. The widening and
realignment of Rancho Santa Fe will improve regional and local traffic flow generated in
the southern part of the City.
194
Proposed Major Road Projects
NEW ROAD PROJECT
RAILROAD
N'
Leo Carrillo Park - Phase II of Leo Carrillo Park involves continued
development and restoration, which may include park infrastructure
(sewer and water lines), building rehabilitation, paved access and
parking, restroom facilities and walkways. Completion of this phase will
allow for public use of the park, and is required to meet the growing
demands of the area. The general theme for this park will be passive in
nature with the option for interpretive programming.
Zone 19 Park - Construction is expected to begin in approximately two
years on this 24-acre site located in the southwest quadrant north of
Poinsettia Lane and west of El Camino Real. This park may include ball
fields, soccer/football fields, basketball and tennis courts, tot lots, and
picnic areas.
Alga Norte Park - This park will include the development of 30
acres in the Southeast Quadrant with amenities such as ball
fields, soccer fields, tennis courts, picnic areas, tot lots,
restrooms and parking facilities. The
purchase of the land may occur next fiscal
year, with design and construction in the
years to follow.
Poinsettia Park Phase II - Within the next five years, development of the
final phase of Poinsettia Park is scheduled. Amenities may include a
community center/gymnasium, an enclosed soccer field, tot lots, picnic
areas, a tennis complex, and additional parking.
Drainage Facilities - Construction of the South Carlsbad Village Storm Drain from Oak
Avenue to the Agua Hedionda Lagoon along the easterly portion of the northern San
Diego railroad right-of-way will control flooding and standing water along its route. Major
drainage facilities, which coincide with the construction of two major roadway projects,
College Blvd./Cannon Road and Faraday Avenue/Melrose Drive extensions, are planned
within the next five years.
Vista/Carlsbad Interceptor- The Vista/Carlsbad Interceptor project involves installation of
a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the
Encina Water Pollution Control Facility. The interceptor will run along Jefferson Street
from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west
side of the railroad right-of-way. This project is required to handle buildout flows and
replace deteriorated pipeline, and is funded in part by the City of Vista.
Waterlines - Several major water lines are scheduled for construction
within the next five years:
along El Camino Real from Palomar Airport Road south
along El Fuerte from Alga Road to Poinsettia Lane
along Poinsettia Lane from El Camino Real to the "D" Reservoir
along College Boulevard from Maerkle Reservoir to Agua Hedionda
Creek
SUMMARY
The proposed 2000-2001 to Buildout CIP is being driven by the continued pace of development
and the need to insure that facilities are available to service the developing areas as well as the
current residents. Progress is being made to construct major traffic circulation projects in
response to current and future development.
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 resources, have
been implemented in order to meet the needs of Growth Management. The 2000-2001 to
Buildout Capital Improvement Program reflects the commitment of Carlsbad's Council and staff
to continue providing its residents with a better quality of life.
196
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 11 performance standards. New public facilities often require
additional staffing and other resources, which affects the Operating Budget. Facilities such as
community centers, parks, and fire stations have been constructed and opened to the public
under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2000-2001 CIP, compliance with the Growth Management
Plan is assured.
197
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1. A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds
not only from the General fund, but also each classification of fee as well.
3. Fees collected by a city or county must be spent or committed to a project within a five-year
period. Funds are viewed to be committed if they are programmed to be spent on a specific
project(s). If the money is not spent, findings must be made describing the continuing need
for that money each fiscal year after the five years has expired. The City of Carlsbad
commits the revenues from these fees through its Capital Improvement Program budget.
This budget, which is adopted by the City Council, sets forth the City's Capital expenditure
program from the current year to projected build out of the City. The expenditure plan is
updated annually as part of the City's budget process.
4. Refunds must be made only if the City cannot make the required findings. At this time, no
refunds are due because the City's Capital Improvement Program commits all AB 1600 fees
to projects to be constructed both in the current year and in the future.
[98
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 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
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
* BTD#4 COLLEGE/CANNON
* BTD#5 FARADAY/MELROSE
CFD#1
CFD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-D-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
JULY 1, 1999
UNRESERVED
BALANCE
3,801,665
267.408
2,926,559
29,239,513
112,730
2,771,479
980,407
1,006,857
2,345,063
4.325.516
8.922.114
1,329.564
0
1.338,349
294,148
118,548
586,724
3,385,600
2,394,049
2,515,002
0
0
29,701,665
16,542,626
6,838
0
6,202,931
3,430,997
23,046.361
14,039,956
3.635,664
7,595,549
17,910,023
2,234,836
5,104,467
205,161
198,318,369
ESTIMATED
REVENUES
8.729,213
7,217
87,499
6,355,387
304,479
288.043
280,134
293,268
210,009
1,434,171
1,656.964
598,562
5
38,122
7,496
2,216,462
173,777
0
86,847
2,298,907
999
790,854
7,844,334
593,182
163,526
0
1,073,212
563,217
4,098,319
2,378,433
422,963
3,923,054
2,352,942
41,351
1,599,949
5.824
50,918,720
ESTIMATED
CAPITAL
EXPENDITURES
2,893,672
37,320
1,146,691
6,997.839
6,382
3,689,483
0
0
0
471,416
3,098.472
1.227,409
0
0
91,840
57,550
73,868
2,454,780
1,550,094
2,345,576
67,852
0
13,626,070
813,049
25,509
0
208,117
1,062,446
153.774
295.571
597,773
1.427,526
1.335,553
156,890
563,678
5,624
46.481,824
ESTIMATED
DEBT SERVICE
LOANS & OTHER
(1,810,826)
0
0
(141,000)
0
860,000
0
0
0
0
0
0
0
0
0
(2,197.899)
0
0
0
0
92,221
0
(158.060)
0
0
0
0
1,000.000
(940.37M
(1,000,000)
(159,527)
(3,126,858)
1,884,408
(1,276,077)
(200,000)
0
(7.173,989)
JUNE 30. 2000
PROJECTED
BALANCE
7,826.380
237,305
1,867,367
28,456,061
410,827
230.039
1.260,541
1 300,125
2,555,072
5,288,271
7,480,606
700,717
5
1,376,471
209,804
79,561
686,633
930,820
930,802
2,468,333
25,368
790,854
23,761,869
16,322,759
144,855
0
7,068.026
3,931,768
26,050,535
15,122,818
3,301,327
6,964,219
20,811,820
843,220
5,940,738
205,361
195.581.276
* PROPOSED DISTRICTS.
199
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2000-2001
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PI L AREA 1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-D-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL
JULY 1, 2000
PROJECTED
BALANCE
7,826,380
237,305
1,867,367
28,456,061
410,827
230,039
1,260,541
1,300,125
2,555,072
5,288,271
7,480,606
700,717
5
1,376,471
209,804
79,561
686,633
930,820
930,802
2,468,333
25,368
790,854
23,761,869
16,322,759
144,855
0
7,068,026
3,931,768
26,050,535
15,122,818
3,301,327
6,964,219
20,811,820
843,220
5,940,738
205,361
195.581,276
ESTIMATED
REVENUES
4,600,000
0
0
3,364,020
199,772
62,010
55,650
289,380
2,263,913
922,331
1,900,000
0
0
0
0
0
544,334
0
1 ,700,000
49,600
0
0
5,104,967
0
5,883,600
0
675,796
430,600
9,840,372
1,300,000
150,000
4,107,193
2,193,000
0
1,562,100
0
47,198,637
1999-00
CONTINUING
APPROPR.
5,766,252
107,930
706,303
7,608,334
34,418
10,517
150,000
219,100
0
4,557,128
6,042,551
502,006
0
1,240,000
157,486
68,069
0
787,800
826,120
15,925
22,883
790,854
2,876,987
2,260,105
135,637
0
1,762,021
3,533,558
10,835,203
5,923,019
400,645
4,648,906
2,485,599
397,214
4,000,083
7,607
68,880,260
NEW
APPROPR.
4,815,900
20,000
0
5,417,000
0
0
150,000
1,000,000
4,800,000
67,000
1,200,000
0
0
0
0
0
500,000
0
1,650,000
0
0
0
610,000
5,717,400
5,883,600
0
910,000
0
1,765,781
1,236,544
1,059,527
3,910,476
5,116,424
378,215
3,120,100
0
49,327,967
2000-01
TOTAL CIP
APPROPR.
10,582,152
127,930
706,303
13,025,334
34,418
10,517
300,000
1,219.100
4,800,000
4,624,128
7,242,551
502,006
0
1,240,000
157,486
68,069
500,000
787,800
2,476,120
15,925
22,883
790,854
3,486,987
7,977,505
6,019,237
0
2,672,021
3,533,558
12,600,984
7,159,563
1,460,172
8,559,382
7,602,023
775,429
7,120,183
7,607
118,208,227
JUNE 30, 2001
PROJECTED
BALANCE
1,844,228
109,375
1,161,064
18,794,747
576,181
281,532
1,016,191
370,405
18,984
1,586,474
2,138,055
198,711
5
136,471
52,318
11,492
730,967
143,020
154,682
2,502,008
2,485
0
25,379,848
8,345,254
9,218
0
5,071,801
828,810
23,289,922
9,263,255
1,991,155
2,512,030
15,402,797
67,791
382,655
197,754
124,571,687
201
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 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
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-D-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL CAPITAL FUNDS
1996-97
ACTUAL
REVENUES
3,000,585
18,033
79,365
4,618,487
701,492
283,688
44,222
403,682
278,736
1,101,838
1,155,361
103
520,948
237,167
189,854
2,596,708
277,695
269,106
2,289,588
26,238
0
0
10,676,209
6,085,033
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
ACTUAL
REVENUES
1,581,221
18,471
289,482
8,562,805
1,203,795
207,517
69,997
326,350
701,093
1,691,916
4,103,007
3,310,960
1,524
98,380
321,253
45,414
293,629
9,494,392
213,180
291,424
0
0
15,184,782
2,247,234
79,745
0
1,061,677
452,181
5,200,226
1,750,325
1,073,366
3,738,617
2,506,152
254,554
1,610,623
2,471,355
70,456,647
1998-99
ACTUAL
REVENUE
1,048,117
13,358
299,443
9,802,551
251,326
178,334
93,634
346,922
505,336
2,045,988
8,248,042
1,030,781
1,256
60,903
80,458
341,082
392,844
17,402,714
508,690
732,389
0
0
13,675,926
7,881,331
63,526
0
955,131
429,837
6,020,054
7,635,353
2,091,983
4,182,167
10,683,240
112,219
1,621,261
426,600
99,162,796
1999-2000
ESTIMATED
REVENUE
8,729,213
7,217
87,499
6,355,387
304,479
288,043
280,134
293,268
210,009
1,434,171
1,656,964
598,562
5
38,122
7,496
2,216,462
173,777
0
86,847
2,298,907
999
790,854
7,844,334
593,182
163,526
0
1,073,212
563,217
4,098,319
2,378,433
422,963
3,923,054
2,352,942
41,351
1,599,949
5,824
50,918,720
2000-2001
ESTIMATED
REVENUE
4,600,000
0
0
3,364,020
199,772
62,010
55,650
289,380
2,263,913
922,331
1,900,000
0
0
0
0
0
544,334
0
1,700,000
49,600
0
0
5,104,967
0
5,883,600
0
675,796
430,600
9,840,372
1,300,000
150,000
4,107,193
2,193,000
0
1,562,100
0
47,198,637
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
2U2
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1997-1998 TO 2000-2001
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-D-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL CAPITAL FUNDS
1997-98
ACTUAL
1,137,693
19,705
768,416
474,493
28,638
0
0
3,449
0
926,582
1,751,812
1,732,856
0
0
13,684
74,694
35,816
9,994,978
589,053
246,276
0
0
5,235,076
670,688
79,475
0
255,507
98,843
1,395,000
608,373
115,641
2,595,405
1,937,045
540,536
343,806
1,122,720
32,796,260
1998-99
ACTUAL
1,822,728
60,197
1,114,278
2,339,380
4,330,562
0
0
18,900
0
1,656,187
2,520,005
905,021
27,603
0
160,468
280,296
1,670,154
11,924,563
1,213,557
742,315
0
0
16,748,124
3,661,865
6,834
0
917,040
466,244
2,085,199
721,280
322,818
2,698,172
1,388,764
10,733
533,719
2,588,302
62,935,308
1999-00(1)
ESTIMATED
4,704,498
37,320
1,146,691
7,138,839
6,382
2,829,483
0
0
0
471,416
3,098,472
1,227,409
0
0
91,840
2,255,449
73,868
2,454,780
1,550,094
2,345,576
(24,369)
0
13,784,130
813,049
25,509
0
208,117
62,446
1,094,145
1,295,571
757,300
4,554,384
(548,855)
1,432,967
763,678
5,624
53,655,813
1999-2000
CONTINUING
APPROPR.
5,766,252
107,930
706,303
7,608,334
34,418
10,517
150,000
219,100
0
4,557,128
6,042,551
502,006
0
1,240,000
157,486
68,069
0
787,800
826,120
15,925
22,883
790,854
2,876,987
2,260,105
135,637
0
1,762,021
3,533,558
10,835,203
5,923,019
400,645
4,648,906
2,485,599
397,214
4,000,083
7,607
68,880,260
2000-2001
NEW
APPROPR.
4,815,900
20,000
0
5,417,000
0
0
150,000
1,000,000
4,800,000
67,000
1,200,000
0
0
0
0
0
500,000
0
1,650,000
0
0
0
610,000
5,717,400
5,883,600
0
910,000
0
1,765,781
1,236,544
1,059,527
3,910,476
5,116,424
378,215
3,120,100
0
49,327,967
2000-2001
TOTAL CIP
APPROPR.
10,582,152
127,930
706,303
13,025,334
34,418
10,517
300,000
1,219,100
4,800,000
4,624,128
7,242,551
502,006
0
1,240,000
157,486
68,069
500,000
787,800
2,476,120
15,925
22,883
790,854
3,486,987
7,977,505
6,019,237
0
2,672,021
3,533,558
12,600,984
7,159,563
1,460,172
8,559,382
7,602,023
775,429
7,120,183
7,607
118,208,227
(1) 1999-2000 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
203
PROPOSED CAPITAL IMPROVEMENT PROGRAM
2000-2001 TO BUiLDOUT
PROJ
NO
35201
34771
34411
35701
35231
35711
35721
35722
36551
36471
36472
36851
36871
36951
36881
36861
K;cJ>
33841
33921
33701
32441
34553
34552
34691
34692
36341
33361
34841
33541
33351
34851
36541
35081
35591
36521
36511
36501
36531
PROJECT TITLE
CIVIC PROJECTS
AMERICANS WITH DISABILITES ACT IADAI PROJECTS
ADA -CADENCIA PARK
ADA - CANNON PARK
ADA - LA COSTA CANYON PARK
ADA - MISCELLANEOUS FACILITY MODIFICATIONS
ADA - NORTHWEST QUADRANT PARKS
ADA - PEDESTRIAN RAMPS
ADMINISTRATIVE FACILITIES
CITY BOUNDARY SURVEY AND MONUMENTATION
CITY HALL
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
FARADAY BUILDING
FARADAY BUILDING - FURNITURE
POLICE t FIRE FACILITIES
POLICE i FIRE CAD IMPLEMENTATION
800 MHZ DATA BACKBONE
POLICE S FIRE TRAINING FACILITY FEASIBILITY STUDY
FIRE STATION * 3 RELOCATION
FIRE STATION *5 STORAGE BUILDING/RESTROOMS
FIRE STATION *6 - (PERMANENT)
POLICE TRAINING RANGE - RELOCATION
LIBRARY FACILITIES
COLE LIBRARY EXPANSION (35%)
COLE LIBRARY EXPANSION (65%)
COLE LIBRARY REMODEL
SOUTH CARLSBAD LIBRARY SHELVING
SOUTH CARLSBAD LIBRARY COLLECTION
SOUTH CARLSBAD LIBRARY CONSTRUCTION
MISCELLANEOUS PROJECTS
COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT
COASTAL RAIL TRAIL (TSM GRANT) - PROJECT STUDY REPORT
CFD#1 ADMINISTRATION
OPPORTUNISTIC SAND PROGRAM
OPPORTUNISTIC SAND PROGRAM
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
PIIHLIC ART PROJECTS
PUBLIC ART - BATIQUITOS LAGOON
PUBLIC ART - MASTER PLAN
PUBLIC ART - MAXTON BROWN PARK
PUBLIC ART - SOUTH CARLSBAD LIBRARY
PUBLIC ART- TEMPORARY ART EXHIBITION
REDEVELOPMENT PROJECTS
BUSINESS IMPROVEMENT DISTRICT STUDY
DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY
FACADE IMPROVEMENT AND SIGNAGE PROGRAM
OAK STREET PROPERTY - FEASIBILITY STUDY
VILLAGE AREA STREET FURNITURE AND PLANTERS
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
VILLAGE PUBLIC RELATIONS CAMPAIGN
FUND
GCC
GCC
GCC
GCC
GCC
TIF
GCC
CFDUM
CFD«1
WATER REPL
SEWER CONN
PFF
GCC
GCC
GCC
GCC
PFF
GCC
PFF
GCC
CFDUM
PFF
PFF
PFF
PFF
CFD*1
FEDGRNT
ST GRANT
CFD#1
GCC
ST GRANT
GCC
PUBLIC ART
PUBLIC ART
PUBLIC ART
PUBLIC ART
PUBLIC ART
REDVL BONDS
REDVL BONDS
REDVL BONDS
REDVL BONDS
REDVL BONDS
REDVL BONDS
REOVL BONDS
APPROP
TOTAL
16,970
48,000
25,749
600,000
50.000
775,000
1 50,000
26,612,000
8,368,000
1,700,000
500,000
12,559,900
1.525,000
2,000.000
221,000
45,000
895,000
135,000
675,000
950,000
4,608.000
8,320,000
2,132,862
650,000
400,000
20,991.916
768.000
192,000
1,650,000
35,542
110,898
390,000
75,000
2,500
25,000
170.000
135,000
25.000
65,000
174.288
30,000
75,000
495,215
30,000
EXP/ENC
PRIOR
16,970
25,749
347,081
25.205
532.396
13,100
908,793
4,333,101
1,120,922
200,000
91,936
1.058.513
639,459
146,985
18.238,739
632,363
160,720
32,289
74,109
246,896
120
5,123
168,120
46,207
16,500
56,825
30,000
572
15,177
APPROP YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
CONT 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2010 2010-2020
0
0
252,919
24,795
242,604
136,900
59,207
126,799
404,078
1.800,000
221,000
45,000
135,000
408,064
1,074,349
10,541
253,015
2,753,177
135.637
31.280
3,253
36,789
3,104
75.000
2.380
19,877
1.880
8.793
8,500
65,000
17,463
0
49,428
242,000
14,823
48.000
26612000
500.000 5500000 1,400,000
1,700,000
500,000
900,000 900,000 900.000 900,000 900000 3,600000
895,000
875,000
450,000
4 608 000
8320,000
110,000 110,000 110,000 110,000 110000 550000 550,000
140,000
20,000 20,000 20,000 20,000
100,000
25,000
253,215
Page 1
1
PROJ
NO
\ \( \ II 11 11 11 11 I
\ f PROPO
PROJECT TITLE FUND
SUBTOTAL CIVIC PROJECTS
FACILITI^ I^IAINTENANCE
35101 ASBESTOS SURVEY
36921
36971
NEW
35731
36941
NEW
NEW
3S161
36381
35761
36421
35151
36911
35771
36651
35781
30721/35401
NEW
O 35971Ui
36351
36961
35191
38021
35071
36981
38011
36491
33481
NEW
36991
0
CALAVERA COMMUNITY CENTER ROOF REPLACEMENT
CALAVERA COMMUNITY CENTER SLOPE FOLD GYM CURTAIN
CALAVERA HILLS CENTER - OFFICE EXPANSION
CITY COUNCIL CHAMBERS REFURBISHMENT
FIRE STATION #5 ROOF REPLACEMENT
HARDING CENTER - FANS
HARDING CENTER - KITCHEN REMODEL
MISCELLANEOUS CITY FACILITY MAINTENANCE PROJECTS
SAFETY CENTER - BUILDING IMPROVEMENTS
SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT
SENIOR CENTER - RECOAT ROOF
SENIOR CENTER FLOOR REPLACEMENT
STAGECOACH COMMUNITY CENTER ROOF REPLACEMENT
VARIOUS FACILITIES ROOF REHABILITATION
WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE
SUBTOTAL FACILITIES MAINTENANCE
PARK PROJECTS
CITYWIDE PARKS
BUSINESS PARK RECREATIONAL FACILITY
CARLSBAD MUNICIPAL GOLF COURSE
LARWIN PARK - DOG PARK
SKATEBOARD PARK
VETERAN'S MEMORIAL PARK
NORTHWEST QUADRANT PARKS
AGUA HEDIONDA LAGOON LAND DEDICATION (10 ACRES)
CANNON LAKE PARK (67 ACRES)
CHASE FIELD BATHROOM/SNACK BAR BLDG REPL
HOSP GROVE/BUENA VISTA LAGOON REC'L IMPROVEMENTS
KRUGER HOUSE PRE-SCHOOL TOT LOT
MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES
PARK SITE ACQUISITION (7 ACRES) PINE SCHOOL
PARK SITE DEVELOPMENT - PINE SCHOOL
PARK DEVELOPMENT • PINE SCHOOL COMMUNITY CENTER
SWIM COMPLEX SANITATION SYSTEM
NORTHEAST QUADRANT PARKS
LARWIN COMMUNITY PARK (22.3 ACRES)
PARK RESTORATION AND ACQUISITION
PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK
PARK SITE DEVELOPMENT (15 ACRES)
SOUTHWEST QUADRANT PARKS
PARK RESTORATION AND ACQUISITION
AVIARA REIMBURSEMENT AGREEMENT
POINSETTIA COMMUNITY PARK - PHASE I* 1A
POINSETTIA COMMUNITY PARK - PHASE II
POINSETTIA COMMUNITY PARK - SOCCER FIELD STAIRS
ZONE 19 COMMUNITY PARK - PHASE 1 (24.25 ACRES)
ZONE 19 COMMUNITY PARK - PHASE II (COMMUNITY CENTER)
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
WATER REPL
ZONES
GOLF COURSE
GCC
GCC
CFD*1
PFF
GCC
PIL-NW
GCC
GCC
PIL-NW
PFF
PFF
GCC
PIL-NE
PIL-NE
PFF
PIL-NE
PIL-SW
PIL-SW
PFF
PFF
GCC
PFF
PFF
SED CAPITAL 11^ CEMENT PROGRAM ^ f
2000-2001 TO BUILOOUT
APPROP EXP/ENC APPROP YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILOOUT
TOTAL PRIOR CONT 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2010 2010-2020
99.602.840 29.183.970
40.000 7,516
62,000
20,000 15.162
25,000
72,058 72.058
50,000
10.000
20,000
4,234,020 248.282
50.000 18.382
165,000 13,014
25.000 4,658
30.000 350
74.000
50,000 13,040
20,000 3,034
4.947.078 393,496
7,026.000 4,365,582
5.507.683 4,801 ,380
36.000
490.649 490,649
16.129.000
0
947,000
190.000 16.673
2.980,000
25.000
50.000 17.918
3,700,000 3,689,483
1.914.000
4.040.000
140.000
2.090,000
535,000
2,625,000
3.000.000
1,410,000
238.000 18.900
5,471.434 5,470,922
7,200,000
85.000
4.898.000
3.030.000
8.662.655
32,484
62,000
4.838
50.000
42.738
31.618
151.986
20,342
29,650
74,000
36.960
16,966
553,582
34.418
706.303
143.327
25.000
32.084
10.517
140.000
2.625.000
150,000
219.100
512
250.000
ZONE (9 COMMUNITY PARK - SI, 726,000 UC FROM AVIARA LAND ASSOCIATES IS AVAILABLE IF NEEDED TO CONSTRUCT PHASE 1
SOUTHEAST QUADRANT PARKS
2,546,215 8.730.000 1,030,000 1.905.000 1.010.000 44,585,000 1.950.000
25.000
10.000
20,000
145,000 200.000 200,000 200.000 200,000 1.000,000 2.000,000
200.000 200.000 200,000 200.000 200,000 1,000,000 2.000.000
2.626,000
36.000
8.064.000 8,065.000
947.000
30.000
2,980.000
150.000 150.000 1.614.000
4.040.000
2.090.000
535.000
150,000 2.700,000
1.410,000
600,000 6,600.000
85.000
250,000 4.398.000
3.030.000
Page 2
PROPOSED CAPITAL IMPROVEMENT PROGRAM
2000-2001 TO BUILDOUT
PROJ
NO.
34561
34561
35791
36411
NEW
38041
36391
36241
33381
36225
38031
36931
36811
^3681 2
O34781
35281
35282
35284
35283
35051
NEW
36901
34891
34111
36691
36681
38071
38081
34491
36701
36661
35811
33221
PROJECT TITLE ,
ALGA NORTE PARK-LAND DEDICATION
ALGA NORTE LAND ACQUISITION
ALGA NORTE PARK - PHASE I (30 ACRES)
ALGA NORTE PARK - PHASE II (50 METER POOL)
LEO CARRILLO PARK - PHASE I
LEO CARRILLO PARK - PHASE II
LEO CARRILLO PARK - PHASE III
PARK RESTORATION
STAGECOACH PARK DRAIN (LOWER LEVEL)
STAGECOACH PARK BALLFIELD DRAINAGE SYSTEM
STAGECOACH PARK - TENNIS ACCESS WALKWAY
SUBTOTAL PARK PROJECTS
DRAINAGE PROJECTS
APPIAN ROAD SLOPES - REGRADE
AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "CT
BTD*4 COLLEGE BLVD/CANNON RD REACH 3 DRAINAGE FACILITIES
BATIQUITOS DR STORMDRAIN OUTLET CHANNEL
CARLSBAD BLVD STORM DRAIN REPLACEMENT
COLLEGE BOULEVARD STORM DRAIN (REIMB /PLDA -BT
DRAINAGE CHANNEL AND OESILTATION BASIN/CANNON RD (PLDA 'B')
FARADAY/MELROSE DRAINAGE FACILITIES (PLDA -at
HIDDEN VALLEY STORM DRAIN REIMBURSEMENT (PLDA "C")
LA COSTA AVENUE DRAINAGE BASIN STUDY
MISCELLANEOUS MASTER DRAINAGE FACILITIES
MISCELLANEOUS ROAD SUBDRAINS
MISCELLANEOUS ROAD SUBDRAINS
PARK DRIVE SLOPE/DRAINAGE STUDY
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA •&•)
SOUTH CARLSBAD VILLAGE STORM DRAIN
SOUTH CARLSBAD VILLAGE STORM DRAIN
SOUTH CARLSBAD VILLAGE STORM DRAIN
SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "BT
STATE STREET STORM DRAIN REPAIR
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB /PLDA "B-)
TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS
TORREJON PLACE STORM DRAIN REUSING
SUBTOTAL DRAINAGE PROJECTS
SFWFR PROJECTS
FMCINA WATER POLLUTION CONTROL FACILITY
BUILDING IMPROVEMENTS
CAPITAL ACQUISITIONS - UNIT I
CAPITAL PLANNING /SERVICES
FLOW EQUALIZATION PROJECT
PHASE IV EXPANSION • DEBT SERVICE
PHASE V EXPANSION
PHASE V EXPANSION - INTERIM CAPACITY
PLANT REHABILITATION
PUMP STATION INTERFACES
TECHNOLOGY MASTER PLAN
SFWER COLLECTION SYSTEM
AVENIDA ENCINAS GRAVITY SEWER
BEECH AVENUE SEWER LINE
BUENA VISTA LIFT STATION
BUENA VISTA LIFT STATION PUMP ADDITION
CARLSBAD TRUNK SEWER REACHES VCT1A. VCT1 B, VCT1C (SBA 'AT
FUND
PIL-SE
PFF
PFF
PFF
PFF
PFF
PIL-SE
GCC
GCC
GCC
GAS TAX
PLD
PLD
GCC
GAS TAX
PLD
PLD
PLD
PLD
GCC
PLD
GAS TAX
GCC
GCC
PLD
TRANSNET-LOC
GAS TAX
TRANSNET/STP
PLD
GAS TAX
PLD
GCC
GCC
SEWER CONN
SEWER CONN
SEWER REPL
SEWER CONN
SEWER CONN
SEWER CONN
SEWER CONN
SEWER REPL
SEWER REPL
SEWER CONN
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
SEW BENEF
APPROP
TOTAL
0
4.800.000
6.060.000
5.300,000
950.000
3.992,000
1,703.000
400.000
15.000
76.000
25.000
97.060.766
120.000
290,000
2.600,000
50.000
80,000
2.100.000
1.120.000
1.200.000
370.000
60.000
11.086.000
10.000
200.000
33,000
500,000
4.700.000
3.400.000
1.240.000
1.160,000
77.000
1.279.000
30.000
80.000
31.785,000
693.314
2.162.020
1.519.860
5.251.652
14.024.209
6.563.360
222.298
4.044.575
25.636
1.223.464
175,000
150.000
502.132
233.000
455.000
EXP/ENC
PRIOR
750,784
292.845
54.387
19.969.521
330.858
5.500
438
25.524
639,536
62,051
7.000
1,070.907
410.712
319.649
22,225
11,723
20,665
14,759
852,975
25,000
27,052
245.211
APPROP YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6- 10
CONT 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2010
199.216
82.155
15.000
23.613
4.656.245
290.000
50.000
789,142
68.379
364.500
9.562
7.476
4.060.464
1.600.000
1.240.000
250,000
14,949
73,000
8,817.472
282.602
83.339
138,739
221.073
42.352
207.539
443.892
636
314.166
150.000
256.921
BUILDOUT
2010-2020
4.800.000
250.000 250.000 5.560.000
5.300.000
3.617.000
1.703.000
400.000
25,000
8,993.000 4.648,000 1.000.000 12,310.000 1.614.000 16,064,000 27.826.000
120,000
2.600.000
80.000
2.100.000
1,131.621
60,000
11.086.000
200,000
500,000
1.600,000
910.000
1.279,000
30.000
2,940,000 1.331.621 2.660,000 0 0 500.000 14,465.000
76,913 74.430 74,430 74.430 74.430 405.644
87,494 83.407 83.407 83.407 52.101 283.951
978.755
685.129
2.243.805 2.775.051
942.026 942.161 936.199 939.256 939.581 4.676.020 4.651.966
726,842 5,793.501
124,050 124.050 124.050 124.050 124.050 676.073 1.451.385
389,021 493.223
25,000
50,000 100.000
233.000
100.000 355.000
..^II II II II II II ; > I 1
1 I 1 " 1 11 11 II 11 11 11 I'll 11 11 11 11
I y PROPOSED CAPITAL ^ CEMENT PROGRAM
2000-2001 TO BUILDOUT
PROJ APPROP EXP/ENC APPROP YEAR 1 YEAR 2 YEAR 3
NO PROJECT TITLE FUND TOTAL PRIOR CONT 2000-2001 2001-2002 2002-2003
34941
36224
34951
36561
35371
35381
38091
35391
38101
34911
34511
38081
NEW
34521
33241
35821
35831
35841
34921
31821
c
33762
33761
35341
35991
38181
36631
38171
35321
34461
35932
36223
38161
CHINQUAPIN SEWAGE LlfT STATION
FARADAY AVENUE - ORION TO MELROSE SEWER
FOREST GRAVITY SEWER
FOXES SEWAGE LIFT STATION UPGRADE
LA COSTA MEADOWS SEWER EXTENSION
LA GOLONDRIA SEWER EXTENSION
NIGHTSHADE GRAVITY SEWER EXTENSION
NORTH AGUA HEDIONDA JNTERCEPTOR REHABILITATION
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A
NORTH BATIOUITOS INTERCEPTOR REHABILITATION
NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS
PALMER WAY SEWER EXTENSION
POINSETTIA LANE SEWER RELOCATION
SEWAGE LIFT STATION ELIMINATION STUDY
SEWER ACCESS HOLE REHABILITATION
SEWER CONNECTION FEE UPDATE
SEWER LIFT STATION REPAIRS AND UPGRADES
SEWER LINE REFURBISHMENTS/REPLACEMENT
SEWER MONITORING PROGRAM
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE I
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II
SOUTH AGUA HEDIONDAJ.NTERCEPTOR PHASE II (VISTA)
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III (VISTA)
TERRAMAR LIFT STATION REPAIRS
VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12)
VISTA/CARLSBAD INTERCEPTOR REACH VC5A, SB TO VC1 1A
VISTA/CARLSBAD INTERCEPTOR REACH VC11B
VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15
SUBTOTAL SEWER PROJECTS
WATER DISTRIBUTION SYSTEM
"D" RESERVOIR • PHASE II
•D" RESERVOIR - PHASE II
•D- RESERVOIR TO PALOMAR OAKS WAY
580 ZONE SECONDARY SUPPLY
680 ZONE SUPPLY
AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT ROAD
CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR
CANNON ROAD WEST TRANSMISSION MAIN
CARLSBAD BOULEVARD • MANZANO DRIVE TO AVENIDA ENCINAS
CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIOA ENCINAS
CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT ROAD
COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CREEK
COLLEGE BOULEVARD (33" LINE TO CANNON ROAD)
COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE
COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA CREEK
DAVIS AVENUE PIPELINE REPLACEMENT
EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH
EL CAMINO REAL CROSSING AT KEUY DRIVE
EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE
EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE
FARADAY AVENUE WATERLINE
FARADAY AVENUE - ORION TO MELOROSE WATERLINE
EL FUERTE - ALGA ROAD TO POINSETTIA LANE
EL FUERTE - FARADAY TO MAERKLE RESERVOIR
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD
EL FUERTE - NORTH OF LOKER
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER CONN
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER CONN
SEWER REPL
SEWER CONN
SEWER REPL
SEWER REPL
SEWER CONN
SEW BENEF
SEWBENEF
OTHER
SEW BENEF
OTHER
SEWER REPL
SEWER CONN
SEWER CONN
SEWER CONN
SEWER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER CONN
450.000
110.200
800.000
2,065.000
175.000
150.000
150.000
1.440.000
300,000
1,000.000
100.000
125.000
400.000
6,350
2,800.000
15,000
180.000
7.550.000
569.075
798,506
5,561.494
610.000
2.100,000
600,000
100.000
6,250,000
10,734,339
2,900.000
10.200.000
95.505.484
3.984.500
1.328,000
250.000
256.000
550.000
495.000
250.000
2.078.000
133,000
142,000
150,000 •
2,340.000
421.000
550.000
183.375
153.170
3.225,000
94,000
650,000
250,000
325,000
97.210
2.000.000
330.000
820.000
148,750
9.463
19.653
135.833
48.460
66
6.350
73,323
5.718
643,155
26.663
798.506
861.936
10.495
83,596
1,705,228
6.378,416
1,916,859
24,315
114.976
280.672
390.537
110.200
280,347
1.929.167
601.540
399.934
125.000
30.000
626,677
9.282
606.845
122.412
0
2,533.558
1.000.000
89,505
266.404
9.029,111
20.291,780
161,141
183,375
103,855
685,024
44,328
97.210
1,335.750
1 1 1 1 1 1 1
( j
YEAR 4 YEAR 5 YEAR 6- 10 BUILDOUT j
2003-2004 2004-2005 2005-2010 2010-2020 |
50,000
500.000 :
i,
50.000 125.000 1
50.000 100.000 1
50.000 100.000 |
790,000
50.000 250.000
600.000
100.000
370.000
100.000 100.000 100.000 100.000 100.000 500.000 1.100.000
180,000
300.000 300.000 300.000
20.000 20.000 20,000
300.000 300.000 1.500,000 3,300,000
20,000 20,000 100,000 220.000 J
2.166.000 :
610.000
1.100.000
600,000
300,000 5,600,000
2,900,000
500,000 4.700.000
3.002.325 13.181.354 8,483.086
5.000,000
12.963.143 2.310.162 11.538,760 17.356.458
3.984,500
1 .328.000
50,000 200,000
256.000
550.000
495,000
20,000 30.000 200,000
133.000
142.000
150.000
1.340.000 1.000.000
421.000
550.000
25.000
2.425.000
94.000
50.000 600.000
50.000 200.000
664.250
330.000
820.000
148.750
Pano A
PROPOSED CAPITAL IMPROVEMENT PROGRAM
2000-2001 TO BUILOOUT
PROJ
NO
36571
36591
35331
38211
38231
38221
35311
34791
31665
31666
36581
35851
34421
36611
36612
36621
36622
38241
35491
NS8191
OC NEW
35301
38201
36641
34861
35861
32155
36751
34871
NEW
35871
33691
33692
35011
35881
35261
35251
PROJECT TITLE
FARADAY AVENUE - CANNON RD TO CARLSBAD RESEARCH CTR
FOUSSAT ROAD WELL ABANDONMENT
INTERSTATE 5 CROSSING
JEFFERSON STREET - PIO PICO TO ROBINSONS-MAY
LAKE CALAVERA RESERVOIR IMPROVEMENTS
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS STORAGE TANK REPAIRS
MISCELLANEOUS WATER RESERVOIR FENCING
OCEANSIDE INTERTIE UPGRADE
NORTH AGUA HEDIONDA TRANSMISSION MAIN
PALOMAR AIRPORT - NORTH OF OWENS
PALOMAR AIRPORT ROAD - EL CAMINO REAL TO BUSINESS PARK DR
PALOMAR AIRPORT ROAD - EL CAMINO REAL TO BUSINESS PARK DR
POINSETTIA LANE- FROM *D* RESERVOIR TO AMBROSIA LANE
POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR
POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL
POINSETTIA LANE • PASEO DEL NORTE TO CARLSBAD BOULEVARD
POINSETTIA LANE (TO THE 375 H.G. ZONE)
POINSETTIA LANE (TO THE 375 H.G. ZONE)
POINSETTIA LANE (TO THE 550 H G ZONE)
POINSETTIA LANE (TO THE 550 H.G. ZONE)
PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD.
SANTA FE II TRANSMISSION MAIN RELOCATION
SEAWATER DESALINATION/MISSION BASIN GROUNDWATER PROGRAMS
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
TAP NO 2 RESERVOIR
TAP RESERVOIR EXTERIOR PAINTING
TRI-AGENCY PIPELINE EROSION PROTECTION
WATER CONNECTION FEE UPDATE
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%)
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%)
WATER SYSTEM INTERTIE CONNECTION
SUBTOTAL WATER DISTRIBUTION SYSTEM
RECYCLEP WATER PROJECTS
DEBT SERVICE ON STATE LOAN
INDUSTRIAL PARK SYSTEM
1-5 RECYCLED WATER TRANSMISSION LINE
LA COSTA AVE WIDENING-PIRAEUS TO ECR
RECYCLED WATER PROG-PHASE II-DESIGN REPORT
PUMP STATION UPGRADE
SUBTOTAL RECYCLED WATER PROJECTS
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
TRAF SIG - EL CAMINO REAL CORRIDOR STUDY
TRAF SIG - ALGA ROAD AND MELROSE DRIVE
TRAF SIG - ALGA ROAD AND CAZADERO
TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAF SIG - AVIARA PARKWAY AND FOUR SEASONS POINT
TRAF SIG - AVIARA PARKWAY AND POINSETTIA LANE
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAF SIG - CAMINO VIOA ROBLE AND YARROW DRIVE
TRAF SIG - CANNON ROAD AND 1-5 (SEE 1-5 AND CANNON ROAD PROJECT)
TRAF SIG - CANNON RD/PASEO DEL NORTE (SEE CANNON RD WID/l-5 TO PASEO DEL NORTE)
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS
FUND
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER REPL
RECL WATER
RECL WATER
RECL WATER
RECL WATER
RECL WATER
RECL WATER
GCC
PFF
GAS TAX
TIF
ASMT DIST
ASMT DIST
PFF
PFF
PFF
PFF
PFF
I B
•
APPROP
TOTAL
510.000
150,000
950.000
615.910
1.350,000
604,000
1.400,000
170.000
110.000
100,000
130,000
150.000
1.041.298
1,041,298
322.000
2,700.000
2.800.000
375,000
127,000
523.000
58.700
267.300
250.000
510.000
949.860
120.000
1.750,000
70,000
150.000
15.000
783.076
4,111,144
400.000
45,808,591
2.199,750
1,179.539
140,000
44,000
600.000
400,000
4,563.289
29,000
110,000
125,000
30.000
440.000
125.000
138.078
110.000
100,000
0
0
110.000
, ,']m » 1
EXP/ENC
PRIOR
274.701
222,455
612.198
4,620
1.041.298
1.041,298
54.545
71.223
75.533
519.133
44.297
261,267
185.653
3,191
6,000
11,610
25,490
6.791.332
19,595
44,000
599.299
662.894
39.500
15.130
94.032
100.459
132.568
1 ]
•
APPROP
CONT
235.299
677.545
3,714
150.000
70.000
110,000
100,000
70,380
267,455
1.028.777
375.000
51.467
3.867
14.403
6.033
324.347
346.669
144.000
150.000
3.390
374.510
7,117.539
279.539
120.405
0
701
400.645
70.500
14.870
345,988
24.541
5.510
1 1
YEAR 1 YEAR 2
2000-2001 2001-2002
150.000
50,000
1.200,000
50.000 50,000
75,000
1,600.000
250.000
300.000 300.000
20.000
70.000
196.424 195,202
1.031.226 1.024.808
7.026.900 5,210.010
159,527 159,527
900,000
1.059,527 159.527
29.000
I II • I
YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
2002-2003 2003-2004 2004-2005 2005-2010 2010-2020
604.000
600.000 800,000
30,000 100.000
2.800.000
100,000
100,000 1.500.000
195,178 196.272
1.024.662 1.030,428
3,159.860 4.356,700 100.000 12.046.250 0
159,527 159.527 159,527 797.635 604.480
400.000
159,527 559.527 159,527 797.635 604.480
125.000
110.000
100.000
110.000
(
V m I' I If », I>9e5| |
I 1 I
PROJ
NO.
| * 1 II 11 11 11 1c /
PROJECT TITLE
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
i i i i * i i i i ( i i i • i i i i i r • i i
PROPOSED CAPITA!^ ^WEMENT PROGRAM \ /
2000-2001 TO BUILDOUT
i
APPROP EXP/ENC APPROP YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6- 10 BUILDOUT j
FUND TOTAL PRIOR CONT 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2010 2010-2020 |
PFF
TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STREET PROJECT)
NEW
36191
36201
36202
34811
NEW
NEW
35221
35241
36451
38001
36211
NEW
36101
NEW
C85891
36441
34061
34541
36371
36161
35901
34162
35461
35951
36731
36741
31841
31844
31845
35241
TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS
TRAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE
TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE
TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET
TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA
TRAF SIG - CARLSBAD VILLAGE DRIVE AND DONNA OR
TRAF SIG - CARLSBAD VILLAGE DRIVE AND VALLEY STREET
TRAF SIG - CARLSBAD VILLAGE DRIVE AND VALLEY STREET
TRAF SIG - CARLSBAD VILLAGE DRIVE AND TAMARACK AVENUE
TRAF SIG - CARLSBAD VILLAGE DRIVE AND PONTIAC
TRAF SIG - CARLSBAD VILLAGE DRIVE SIGNAL TIMING UPGRADE
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE
TRAF SIG - COLLEGE BOULEVARD AND ASTON AVENUE
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE
TRAF SIG - EL CAMINO REAL AND CANNON ROAD (SEE CANNON ROAD WEST STREET PROJECT)
TRAF SIG - EL CAMINO REAL AND CALLE BARCELONA
TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE
TRAF SIG - FARADAY AVENUE AND ORION STREET
TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAF SIG - LA COSTA AVENUE/CADENCIA.ROMERIA.VC
TRAF SIG - LA COSTA AVENUE/NUEVA CASTILLA
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAF SIG - PALOMAR AIRPORT ROAD AND HIDDEN VALLEY ROAD
TRAF SIG • PALOMAR AIRPORT ROAD AND MELROSE DRIVE
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET
TRAF SIG - POINSETTIA LANE AND MELROSE DRIVE
TRAF SIG - POINSETTIA LANE AND PASEO ESCUELA
TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR
TRAF SIG - RANCHO SANTA FE ROAD AND OUESTHAVEN ROAD
TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTH)
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET
TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE
SUBTOTAL TRAFFIC SIGNAL PROJECTS
STREET PROJECTS
ALT KARLSBAD SIDEWALK IMPROVEMENTS
ALGA ROAD MEDIANS
ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST
ALTISMA WAY MEDIAN IMPROVEMENT
ARENAL ROAD RECONSTRUCTION
AVENIDA ENCINAS EXTENSION
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD
BTDHI2/AVIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD
BTD02/POINSETTIA LANE - AV1ARA PKWY TO BLACK RAIL ROAD
BTD»2/POINSETTIA LANE - REACH 'C'
BTD»2/POINSETTIA LANE - REACH ES "E.F.G"
BTD#2/POINSETTIA LANE (LOAN)
BTD*2/POINSETTIA LANE
BTD*3 CANNON ROAD WEST
BTO*3 CANNON ROAD WEST
BTD»3 CANNON ROAD WEST
BTD»3 CANNON ROAD WEST - ECR INTERSECTION
PFF
GCC
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GCC
PFF
GCC
GAS TAX
PFF
GCC
PFF
PFF
PFF
PFF
TIF
GAS TAX
GCC
GAS TAX
GCC
PFF
PFF
PFF
GAS TAX
GCC
PFF
PFF
GAS TAX
GAS TAX
GCC
PFF
PFF
PFF
TRANSNET-LOC
GCC
GAS TAX
GCC
GAS TAX
OTHER
TIF
BTD*2
BTD»2
BTDD2
BTD»2
BTD*2
PFF
TRANSNET-HWY
CFD»1
TIF
PFF
125.000
0
110.000
85.000
125.000
130.000
80.000
125.000
125.000
37.700
110.000
65.000
12.100
110.000
123.240
115.000
100.000
0
110,000
125.000
100,000
125,000
110,000
370.000
85,000
110,000
125.000
250.000
125.000
31.625
125.000
125.000
130.000
125.000
125.000
110.000
110.000
110.000
5.541.743
20.000
950.000
654.000
100.000
168.600
622,000
670.000
1.656.500
6.098.000
2.291.000
5,987,000
1.000,000
500.000
4.400.000
6.534.600
1.160.000
180.000
6,923
0
116,286
1,500
8.021
341.191
233
855.845
1,205
67,406
72.893
162.231
614.392
547,689
2,156.400
630.421
101,670
4.395,912
6.469.997
56.457
131
125,000
118,077
37,700
110,000
6.952
110,000
123,500
116.979
28.809
125.000
125.000
124,767
1.613,173
18.795
2.594
81.107
6.569
7,608
4,611
3.600
369.579
448.330
4,068
64,603
1.103,543
179.669
125.000 1
t
110.000 i
85.000 i
125.000 !
130.000 [
60.000 i
i
\
Ii
85.000
12,100 :
110,000 i
115,000 i
100.000 i
1
100.000 .
110.000
85.000
110.000
-';,
125.000
125.000 -
31.625 >
125.000 •-
125.000 i
8.000 122,000
125,000
110.000
110.000
110.000
219.100 343.625 375.000 0 0 1.575.000 560,000 |
880,000
500,000
100,000
870,000
1.104.000
650,000 2,307,000 981.000
1 .291 .000 I
250000 5.187.000 |
1,000,000 I
500,000
Page 6
PROPOSED CAPITAL IMPROVEMENT PROGRAM
2000-2001 TO BUILDOUT
PROJ
NO.
31842
36821
36362
38141
36361
36221
35981
34371
35251
35911
35912
35571
36831
34441
NEW
36171
35921
NEW
31881
36321
18121
*^*
•-SBO?!
36431
33271
35931
36461
36251
36721
36801
36641
36031
36032
36761
34011
38111
36021
36022
36181
36671
36791
36231
36261
36891
35511
35521
PROJECT TITLE -
BTD»3 CANNON ROAD WEST TR SIGNAL ECR/CANNON
BTDK4 CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN)
BTDK4 COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3
BTD« COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3
BTCSM COLLEGE BLVD/CANNON ROAD DISTRICT FORMATION (LOAN)
BTDK5 FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN)
BTDH5 FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS
BTDH5 MELROSE DRIVE EXTENSION - PRELIMINARY DESIGN (LOAN)
CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE
CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE TRAFSIGNAL
CARLSBAD BOULEVARD BIKE LANE
CARLSBAD BOULEVARD WkE LANE
CARLSBAD BOULEVARD BRIDGE REPLACEMENT OVER SDNR
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING (HBRR)
CARLSBAD BOULEVARD HANDRAILS
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY
CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT
CARLSBAD BOULEVARD U-TURN AT POINSETTIA LANE
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO
CARLSBAD VILLAGE DRIVE WIDENING
CHESTNUT AVENUE WALL
COLLEGE BOULEVARD MEDIAN REPAIRS
DRAINAGE DITCH HAZARD ELIMINATION STUDY
EL CAMINO REAL AND CAMINO VIDA ROBLE
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE
EL CAMINO REAL AND FARADAY AVENUE
EL CAMINO REAL AT AV1ARA PARKWAY/ALGA ROAD
EL CAMINO REAL MEDIANS
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE
FARADAY AVENUE EXTENSION - SOUTH OF CANNON ROAD
FARADAY AVENUE EXTENSION - TRAFFIC SIGNAL AT CANNON ROAD
HIGHLAND DRIVE WIDENING AND SIDEWALK STUDY
LA COSTA AVENUE SIDEWALKS
MELROSE DRIVE AND ALGA ROAD
MONROE STREET SIDEWALK
OCEAN STREET IMPROVEMENTS
OLIVENHAIN ROAD WIDENING MITIGATION MONITORING
ORION STREET FROM ECR TO FARADAY
ORION STREET FROM ECR TO FARADAY
PALOMAR AIRPORT ROAD/EL CAMINO REAL TURN LANES (LOAN)
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD
PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL FUERTE
PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL FUERTE
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION
PARKING - CARLSBAD BOULEVARD AT PONTO BEACH
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT - EL FUERTE.CHARLEEN.SEACREST
PAVEMENT MANAGEMENT - GIBRALTER ST EMERGENCY ACCESS
POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
POINSETTIA LANE RAILROAD BRIDGE WIDENING
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN)
RANCHO SANTA FE ROAD CFD02 FORMATION
. 1^ , I . 1 . . .
FUND
BTD*3
GCC
BTDH
TRANSNET-HWY
GCC
GAS TAX
BTD»5
GCC
TIF
PFF
GAS TAX
TDA
TRANSNET-LOC
GCC
FED GRNT
GAS TAX
PFF
GCC
GAS TAX
GAS TAX
TIF
TIF
GCC
ASMT DIST
GAS TAX
TIF
TIF
TIF
TIF
PFF
TIF
TIF
CFD»1
PFF
GAS TAX
GCC
TIF
GAS TAX
GAS TAX
CFB*2
GCC
COUNTY
TIF
TIF
ASMT DIST
TIF
TRANSNET-LOC
GCC
PFF
GAS TAX
TRANSNET-LOC
GAS TAX
GAS TAX
GAS TAX
GCC
PFF
TIF
CFD»2
1 1 I 1 •I 1 1 I
APPROP
TOTAL
7,050.000
100.000
11.937,221
1.455.000
507,779
120,000
14.790.854
60,000
210.725
165.000
35.000
53.500
1.100,000
17.900
62.000
100.000
1.362.177
105,000
1.100,000
75.000
2.000.000
1,260,000
100,000
297.670
20,000
400.000
320.000
710,000
250,000
1,850,000
450,000
2,024,708
5,500,000
110,000
60,000
150,000
460,000
225.000
170.000
15,000
380.000
500.000
1,000.000
160.000
260,000
480,000
610,000
590.000
7.200.000
150.000
16.968.320
15.050.000
425,400
150.000
100.000
2.000.000
1.870.000
19.354
f
I B ,,
• *
EXP/ENC
PRIOR
3.370.075
13.200
t>9.J38
52.082
107.779
11.814
57.972
52.547
95.282
34.934
53.500
584.155
16.273
26.657
23.740
1,561
17,800
29,570
93.937
119,885
5,500.000
99.324
3,700
193.668
93134
158,818
237.738
1,130
49.639
3.665.835
2.655
74.363
98,512
207.816
10.312
)
APPROP
CONT
15.925
68.800
22,863
497.918
106.186
790.854
2,028
158.176
69.716
66
515.845
100,000
108,727
873.343
51.260
296.109
2.200
400.000
680,430
156.063
522.115
10,676
60,000
150.000
121.300
10.000
186.312
906.886
121.182
480.000
372.262
588.870
100.361
502.485
47.345
351.037
51,468
100,000
1,792,184
9,042
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6- 10 BUILDOUT j
2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2010 2010-2020
2.000,000 1.664.000 I
11.845.000 1
905.000 J
400.000 f
i
14.000.000
17.900
62.000
1.237.177
105.000
200,000
2,000.000
1.260.000
100.000
320.000
250.000
150.000 150.000 150.000 150.000 150.000 850.000
450,000
1 .382,708
480.000
100.000
160.000
15.000
500.000
160.000
750,000 6.450.000
1,200,000 1.200.000 1,200,000 1.200.000 1.200.000 6.000.000 800,000 1
600,000 600.000 600.000 13.200.000 i
j
1.870,000
J \
II I 1 . 1 11 1 i 11 1
PROJ
NO PROJECT TITLE
RANCHO SANTA FE ROAD NORTH - PHASE 1
31806 RANCHO SANTA FE ROAD NORTH • PHASE 1
31906 RANCHO SANTA FE ROAD NORTH -PHASE II
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
RANCHO SANTA FE ROAD SOUTH (TO ENCINITAS)
36291 SCHOOL ZONE FLASHING BEACONS
SIDEWALK/STREET CONSTRUCTION PROGRAM (35601.33911)
SIDEWALK/STREET CONSTRUCTION PROGRAM(35602.33S12.3671 1)
33913 SIDEWALK/STREET CONSTRUCTION PROJECT(33913.36081)
38131 TRAFFIC IMPACT FEE STUDY
33161 TRAFFIC MONITORING PROGRAM
36052 VILLAGE AREA SIDEWALK AND CURB RECONSTRUCTION
SUBTOTAL STREET PROJECTS
FREEWAY INTERCHANGE PROJECTS
I-5 AND LA COSTA AVENUE AUXILLARY LANES
SUBTOTAL INTERSTATE 5 OVERPASS PROJECTS
LOANS TO OTHER, FUNDS
GENERAL FUND TO GOLF COURSE FUND
GENERAL FUND LOAN TO'BTD#2
GAS TAX LOAN BTD*2
GAS TAX FUND TO BTD*3 CANNON ROAD WEST
POINSETTIA PARK LAND (GENERAL FUND)
GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION
GCC LOAN TO PIL-NE QUADRANT PARK
i— GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION
GCC LOAN TO 8TD*4 - COLLEGE/CANNON
GCC LOAN TO BTD*5 - FARADAY AVENUE
IND'L PARK SYSTEM - LOAN TO RECYCLED WATER
LOAN TO WATER CONNECTION FUND
SEWER REPL TO SEW BENEF FOR S AQUA HEDIONDA INTERCEPTOR
SUBTOTAL FUTURE LOANS TO OTHER FUNDS
LOAN REPAYMENTS
GOLF COURSE FUND TO GENERAL FUND
BTD»2 REPAYMENT TO GENERAL FUND
BTD»2 REPAYMENT TO GAS TAX FUND
BTD»3 CANNON ROAD WEST TO GAS TAX FUND
PIL-SW TO GF - POINSETTIA PARK LAND
PIL-NW TO GCC FOR PINE SCHOOL ACQUISITION
PIL-NE TO GCC FOR NE QUADRANT PARK
PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION
SBA C.D.E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
BTD#4 TO GCC - COLLEGE/CANNON
BTDK5 TO GCC - FARADAY AVENUE
RECYCLED WATER TO WATER REPLACEMENT
LOAN FROM WATER REPLACEMENT FUND
SUBTOTAL LOAN REPAYMENTS
GRAND TOTAL ALL FUNDED PROJECTS
Jill
PROP
FUND
CFD»1
CFD*2
CFO»2
FED GRNT
CFD»2
GAS TAX
TIF
TRANSNET-LOC
TDA
TIF
TIF
REDVL BONDS
CFDH1
GCC
GCC
GAS TAX
GAS TAX
GCC
GCC
GCC
GCC
GCC
GCC
WATER REPL
WATER REPL
SEWER REPL
GOLF COURSE
BTD*2
BTD*2
BTD»3
PIL-SW
PIL-NW
PIL-NE
PIL-SE
SEW BENEF
BTD*4
BTD»5
RECL WATER
WATER CONN
DSED CAPITAL lky EMENT PROGRAM ^ /
2000-2001 TO bufLOOUT
APPROP EXP/ENC APPROP YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
TOTAL PRIOR CONT 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2010 2010-2020
5.700.000
13,071,500 5,242.764 2.251.063
5,702.400
5.821.600
3.109,000
40.000 17.555 22.445
6.938.804 699.920 38.884
4.760,722 1,188,022 572,700
236,200 78,714 157,486
70,000 47.984 2.016
1.074.764 550.142 7.622
71.785 71.785 0
184.521.283 36.402.655 16,767,170
1,500.000
1 .500.000 0 0
2,737,200 2,737.200
500,000
1.000.000
2.000,000 2.000.000
2.550.000 2.550.000
860.000 860.000
1,500.000
2.250.000
200,000 200.000
790,854 790,154
1,605,000 1.605.000
2,000,000
3,770,000 3,770,000
21.763.054 14,513,054 0
2,737,200
500.000
1,000,000
2.000,000
2,550,000
860,000
1.500.000
2.250.000
3,770,000
200,000
790,854
1,605.000
2.000.000
21.763.054 0 0
5,700.000
5,577.673
5,702.400
5.821.600
3.109.000
400,000 400.000 400,000 1.000.000 4,000,000
500,000 500.000 500.000 1.500.000
20.000
47.000 47.000 47.000 47.000 47.000 235,000 47,000
0
16,590,900 18,048,673 2.897, 000 3.777,000 17.679,708 30.305,177 40,053,000
1,500.000
000000 1,500.000
500.000
1.000.000
1.500,000
2,250.000
'
2,000.000
5.750.000 1.500.000 00000
2.737,200
500.000
1.000.000
2.000.000
1,000.000 1.000.000 550.000
860,000
1.500,000
2,250.000
3.770,000
200.000
790.854
1 .605.000
1.000,000 1,000,000
1.000,000 1.000.000 2,500.000 550.000 790.854 1,500,000 14,422.200
614.382.182 118,222.090 68,880.261 || 49,327.967 54,352,810 22,464.473 36,621.370 23.864251 119911822 120.737,138
Page 8
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
(YEAR 1 2000 - 2001
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
TRAFFIC IMPACT FEE
TRANS NET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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
2,060,128
129,375
1,161,064
20,847,727
376,409
219,522
1,110,541
1,081,025
2,555,072
731,143
1,438,055
198,711
5
136,471
52,318
11,492
686,633
143,020
104,682
2,452,408
2,485
0
20,884,882
14,062,654
9,218
0
5,306,005
398,210
15,215,332
9,199,799
2,900,682
2,315,313
18,326,221
446,006
1,940,655
197,754
126,701,016
REVENUE
4,600,000
0
0
3,364,020
199,772
62,010
55,650
289,380
2,263,913
922,331
1,900,000
0
0
0
0
0
544,334
0
1,700,000
49,600
0
0
5,104,967
0
5,883,600
0
675,796
430,600
9,840,372
1,300,000
150,000
4,107,193
2,193,000
0
1,562,100
0
47,198,637
EXPENDITURES
4,815,900
20,000
0
5,417,000
0
0
150,000
1,000,000
4,800,000
67,000
1,200,000
0
0
0
0
0
500,000
0
1,650,000
0
0
0
610,000
5,717,400
5,883,600
0
910,000
0
1,765,781
1,236,544
1,059,527
3,910,476
5,116,424
378,215
3,120,100
0
49,327,967
ENDING
1,844,228
109,375
1,161,064
18,794,747
576,181
281,532
1,016,191
370,405
18,984
1,586,474
2,138,055
198,711
5
136,471
52,318
1 1 ,492
730,967
143,020
154,682
2,502,008
2,485
0
25,379,848
8,345,254
9,218
0
5,071,801
828,810
23,289,922
9,263,255
1,991,155
2,512,030
15,402,797
67,791
382,655
197,754
124,571,687
(1) BEGINNING BALANCE ON 7/1/2000 IS NET OF CONTINUING APPROPRIATIONS.
212
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
JYEAR 2 2001 - 2002
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5, 13, 16 PARK FEE
PILAREA 1 NW
PILAREA2NE
PIL AREA 3 SW
PILAREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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
1,844,228
109,375
1,161,064
18,794,747
576,181
281,532
1,016,191
370,405
18,984
1,586,474
2,138,055
198,711
5
136,471
52,318
1 1 ,492
730,967
143,020
154,682
2,502,008
2,485
0
25,379,848
8,345,254
9,218
0
5,071,801
828,810
23,289,922
9,263,255
1,991,155
2,512,030
15,402,797
67,791
382,655
197,754
124,571,687
REVENUE
2,100,000
0
0
3,445,638
100,000
125,570
1,746,251
528,675
55,650
922,600
2,000,000
905,000
0
0
0
0
(81,018)
0
688,367
200,680
1,200,000
0
5,053,105
4,250,000
0
0
877,653
430,600
1,916,941
1,300,000
150,000
2,965,229
2,236,860
0
1,600,000
0
34,717,801
EXPENDITURES
1,831,625
20,000
0
5,808,000
0
0
0
0
0
47,000
1,200,000
905,000
0
0
0
0
0
0
0
0
0
0
11,310,000
8,686,673
0
0
1,131,621
100,000
12,973,897
607,457
159,527
3,694,808
4,215,202
0
1,662,000
0
54,352,810
ENDING
2,112,603
89,375
1,161,064
16,432,385
676,181
407,102
2,762,442
899,080
74,634
2,462,075
2,938,055
198,711
5
136,471
52,318
11,492
649,949
143,020
843,049
2,702,688
1,202,485
0
19,122,953
3,908,581
9,218
0
4,817,833
1,159,410
12,232,966
9,955,798
1,981,628
1,782,451
13,424,455
67,791
320,655
197,754
104,936,678
213
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
|YEAR 3 2002 - 2003
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
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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
2,112,603
89,375
1,161,064
16,432,385
676,181
407,102
2,762,442
899,080
74,634
2,462,075
2,938,055
198,711
5
136,471
52,318
11,492
649,949
143,020
843,049
2,702,688
1,202,485
0
19,122,953
3,908,581
9,218
0
4,817,833
1,159,410
12,232,966
9,955,798
1,981,628
1,782,451
13,424,455
67,791
320,655
197,754
104,936,678
REVENUE
600,000
0
0
2,907,200
71,200
327,103
215,644
499,459
55,650
736,157
1,700,000
0
0
0
0
0
0
0
723,300
311,847
10,645,000
0
4,377,231
0
0
0
866,683
430,600
4,634,143
1,300,000
150,000
3,159,107
2,281,597
0
1,650,000
0
37,641,920
EXPENDITURES
260,000
20,000
0
2,175,000
0
0
0
1,000,000
0
447,000
1,700,000
0
0
0
0
0
0
0
500,000
0
0
0
110,000
0
0
0
2,600,000
355,000
6,080,629
2,047,457
159,527
2,524,682
1,635,178
0
850,000
0
22,464,473
ENDING
2,452,603
69,375
1,161,064
17,164,586
747,381
734,205
2,978,086
398,539
130,284
2,751,231
2,938,055
198,711
5
136,471
52,318
1 1 ,492
649,949
143,020
1,066,349
3,014,535
11,847,485
0
23,390,184
3,908,581
9,218
0
3,084,516
1,235,010
10,786,480
9,208,341
1,972,101
2,416,876
14,070,874
67,791
1,120,655
197,754
120,114,125
214
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
|YEAR 4 2003 - 2004
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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 7/1/2003
2,452,603
69,375
1,161,064
17,164,586
747,381
734,205
2,978,086
398,539
130,284
2,751,231
2,938,055
198,711
5
136,471
52,318
1 1 ,492
649,949
143,020
1,066,349
3,014,535
11,847,485
0
23,390,184
3,908,581
9,218
0
3,084,516
1,235,010
10,786,480
9,208,341
1,972,101
2,416,876
14,070,874
67,791
1,120,655
197,754
120,114,125
REVENUE
100,000
0
0
2,634,678
3,604
325,553
215,644
314,423
23,651
752,730
1,700,000
0
0
0
0
0
0
0
562,484
636,230
200,000
0
3,810,077
70,690
0
0
865,605
404,760
7,307,501
1,300,000
150,000
2,690,655
2,327,229
0
1,700,000
0
28,095,513
EXPENDITURES
1,080,000
20,000
0
14,235,000
0
0
0
550,000
0
447,000
1,700,000
0
0
0
0
0
0
0
0
0
0
0
110,000
0
0
0
0
0
11,730,686
1,232,457
559,527
2,560,428
1,796,272
0
600,000
0
36,621,370
ENDING
1,472,603
49,375
1,161,064
5,564,264
750,986
1,059,757
3,193,730
162,961
153,935
3,056,961
2,938,055
198,711
5
136,471
52,318
11,492
649,949
143,020
1,628,833
3,650,765
12,047,485
0
27,090,261
3,979,271
9,218
0
3,950,122
1,639,770
6,363,295
9,275,884
1,562,574
2,547,102
14,601,831
67,791
2,220,655
197,754
111,588,268
213
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000TOBUILDOUT
(YEAR 5 2004 - 2005
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
TRAFFIC IMPACT FEE
TRANS NET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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 7/1/2004
1,472,603
49,375
1,161,064
5,564,264
750,986
1,059,757
3,193,730
162,961
153,935
3,056,961
2,938,055
198,711
5
136,471
52,318
1 1 ,492
649,949
143,020
1,628,833
3,650,765
12,047,485
0
27,090,261
3,979,271
9,218
0
3,950,122
1,639,770
6,363,295
9,275,884
1,562,574
2,547,102
14,601,831
67,791
2,220,655
197,754
111,588,268
REVENUE
890,854
0
0
2,881,941
42,737
325,553
215,644
240,686
23,651
924,853
1,700,000
0
0
0
0
0
0
0
425,640
151,528
0
15,000,000
4,185,722
55,239
0
0
738,073
400,000
1,684,730
1,300,000
200,000
2,453,045
2,421,249
0
1,750,000
0
38,011,145
EXPENDITURES
200,000
0
0
2,664,000
0
0
0
0
0
1,829,708
1,700,000
0
0
0
0
0
0
0
0
0
0
14,790,854
110,000
0
0
0
0
0
1,034,011
1,276,151
159,527
100,000
0
0
0
0
23,864,251
ENDING
2,163,457
49,375
1,161,064
5,782,204
793,723
1,385,310
3,409,374
403,648
177,587
2,152,106
2,938,055
198,711
5
136,471
52,318
1 1 ,492
649,949
143,020
2,054,473
3,802,293
12,047,485
209,146
31,165,982
4,034,510
9,218
0
4,688,195
2,039,770
7,014,014
9,299,733
1,603,047
4,900,148
17,023,080
67,791
3,970,655
197,754
125,735,161
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
(YEAR 6-1 02006 -2010
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2 NE
PIL AREA 3 SW
PILAREA4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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 7/1/2005
2,163,457
49,375
1,161,064
5,782,204
793,723
1,385,310
3,409,374
403,648
177,587
2,152,106
2,938,055
198,711
5
136,471
52,318
11,492
649,949
143,020
2,054,473
3,802,293
12,047,485
209,146
31,165,982
4,034,510
9,218
0
4,688,195
2,039,770
7,014,014
9,299,733
1,603,047
4,900,148
17,023,080
67,791
3,970,655
197,754
125,735,161
REVENUE
4,100,000
0
0
16,457,629
603,337
798,379
1,263,255
936,311
395,115
4,737,052
7,500,000
0
0
0
0
0
0
0
3,212,068
1,252,637
0
0
13,402,775
762,133
0
1,600,000
3,582,779
2,000,000
8,157,153
3,500,000
1,000,000
11,888,467
4,000,000
0
8,500,000
0
99,649,090
EXPENDITURES
1,195,000
0
0
21,227,177
0
0
4,200,000
0
0
3,125,000
7,500,000
0
0
0
0
0
0
0
3,848,000
2,000,000
11,845,000
0
39,834,000
0
0
0
500,000
0
8,578,736
2,960,024
797,635
9,172,250
2,874,000
0
255,000
0
119,911,822
ENDING
5,068,457
49,375
1,161,064
1,012,657
1,397,059
2,183,689
472,629
1,339,959
572,702
3,764,158
2,938,055
198,711
5
136,471
52,318
11,492
649,949
143,020
1,418,541
3,054,930
202,485
209,146
4,734,757
4,796,643
9,218
1,600,000
7,770,973
4,039,770
6,592,431
9,839,709
1,805,412
7,616,365
18,149,080
67,791
12,215,655
197,754
105,472,430
217
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
[2011 toBuildout
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
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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 7/1/20 11
5,068,457
49,375
1,161,064
1,012,657
1,397,059
2,183,689
472,629
1,339,959
572,702
3,764,158
2,938,055
198,711
5
136,471
52,318
11,492
649,949
143,020
1,418,541
3,054,930
202,485
209,146
4,734,757
4,796,643
9,218
1,600,000
7,770,973
4,039,770
6,592,431
9,839,709
1,805,412
7,616,365
18,149,080
67,791
12,215,655
197,754
105,472,430
REVENUE
4,310,000
0
2,000,000
16,552,207
1,303,977
1,714,630
2,790,848
254,599
2,101,020
6,907,276
800,000
0
0
0
0
0
0
0
7,082,220
1,528,177
0
0
8,931,586
546,219
0
0
7,003,318
10,070,260
10,744,761
13,070,000
2,200,000
16,189,394
4,000,000
0
21,700,000
1,210,000
143,010,492
EXPENDITURES
2,000,000
0
2,737,200
17,355,000
2,626,000
3,840,000
2,625,000
1,410,000
2,650,000
9,917,000
800,000
0
0
0
0
0
0
0
8,272,000
3,664,000
200,000
0
11,515,000
0
0
0
14,465,000
7,036,000
6,343,944
6,536,514
2,209,480
0
0
0
13,325,000
1,210,000
120,737,138
ENDING
7,378,457
49,375
423,864
209,864
75,036
58,318
638,476
184,558
23,722
754,434
2,938,055
198,711
5
136,471
52,318
11,492
649,949
143,020
228,761
919,107
2,485
209,146
2,151,344
5,342,862
9,218
1 ,600,000
309,291
7,074,030
10,993,249
16,373,195
1,795,932
23,805,759
22,149,080
67,791
20,590,655
197,754
127,745,783
218
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
JGRAND 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
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTD#5 FARADAY/MELROSE
CFD#1
CFD#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
BALANCE
2,060,128
129,375
1,161,064
20,847,727
376,409
219,522
1,110,541
1,081,025
2,555,072
731,143
1,438,055
198,711
5
136,471
52,318
11,492
686,633
143,020
104,682
2,452,408
2,485
0
20,884,882
14,062,654
9,218
0
5,306,005
398,210
15,215,332
9,199,799
2,900,682
2,315,313
18,326,221
446,006
1,940,655
197,754
126,701,016
TOTAL
REVENUE
16,700,854
0
2,000,000
48,243,314
2,324,627
3,678,797
6,502,935
3,063,533
4,918,650
15,902,999
17,300,000
905,000
0
0
0
0
463,316
0
14,394,079
4,130,699
12,045,000
15,000,000
44,865,462
5,684,281
5,883,600
1,600,000
14,609,907
14,166,820
44,285,601
23,070,000
4,000,000
43,453,090
19,459,935
0
38,462,100
1,210,000
428,324,598
TOTAL
EXPENDITURES
11,382,525
80,000
2,737,200
68,881,177
2,626,000
3,840,000
6,975,000
3,960,000
7,450,000
15,879,708
15,800,000
905,000
0
0
0
0
500,000
0
14,270,000
5,664,000
12,045,000
14,790,854
63,599,000
14,404,073
5,883,600
0
19,606,621
7,491,000
48,507,684
15,896,604
5,104,750
21,962,644
15,637,076
378,215
19,812,100
1,210,000
427,279,831
ENDING
7,378,457
49,375
423,864
209,864
75,036
58,318
638,476
184,558
23,722
754,434
2,938,055
198,711
5
136,471
52,318
1 1 ,492
649,949
143,020
228,761
919,107
2,485
209,146
2,151,344
5,342,862
9,218
1,600,000
309,291
7,074,030
10,993,249
16,373,195
1,795,932
23,805,759
22,149,080
67,791
20,590,655
197,754
127,745,783
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 -(BTD #2, #3, and proposed BTD#4 and #5) Bridge and
Thoroughfare District No. 3 developer fees to partially fund Cannon Road improvements. Bridge
and Thoroughfare District No. 2 developer fees to partially fund the Poinsettia Lane and Aviara
Parkway street construction project. Proposed BTD#4 would be used to finance College
Boulevard east of El Camino Real and a section of Cannon Road, and BTD#5 would be used for
Faraday/Melrose extensions.
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, and Orion Street from El Camino Real to
Faraday.
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the Bridge on Rancho Santa Fe Road North.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City's General Fund and the receipt of license taxes on new construction, are
used to fund various municipal and other capital projects.
Golf Course - The Golf Course Enterprise Fund is used to pay for construction of the City's
Municipal Golf Course.
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.
221
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 funding for the Coastal Rail Trail and Carlsbad
Boulevard Bridge replacement.
Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in assessed
values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and
finance land acquisition and project construction in the downtown Village district.
TDA - City street and bicycle projects receive funding from Transportation Development Act
sales tax receipts.
Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (TRNSNT/BIKE, /HWY. /LOCAL, /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) - Recycled Water is purified wastewater to be used for
irrigation purposes.
Zone 5, 13, 16 Park Fee (ZONE 5)- Fees paid by development in Local Facilities Management
Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City's
industrial corridor.
APPENDICES
Org Key Department
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 2000-01
Item Description Qty Cost
[GENERAL FUND
0010210
001 1010
0011310
0011610
CITY CLERK
CITY MANAGER
FINANCE
RECORDS MANAGEMENT
Confercorder
Subtotal City Clerk
Computer
Intermediate Sedan
Subtotal City Manager
Folder/Stuffer
Subtotal Finance
Capital lease for copier - previously approved
Subtotal Records Management
| TOTAL LEADERSHIP GROUP & ADMINISTRATIVE SERVICES
0012120
0012121
0012124
0012130
0012131
0012144
0012210
0012220
0012225
| TOTAL
0014065
0014510
0014515
POLICE FIELD OPERATIONS
TRAFFIC
POLICE CANINE
INVESTIGATIONS
POLICE VICE/NARCOTICS
POLICE COMMUNICATIONS CENTER
FIRE ADMINISTRATION
FIRE EMERGENCY OPERATIONS
FIRE PREVENTION
PUBLIC SAFETY
ARTS OFFICE
RECREATION ADMINISTRATION
RECREATION FEE SUPPORTED
800 MHz radio
Ballistic shields
Patrol vehicle
Laptop
Laser printer
Subtotal Police Operations
Modular furniture for 10 employees
800 MHz radio
Patrol vehicle
Computer
800 MHz radio
Compact pick-up for abandoned vehicle program
Subtotal Police Field Operations
Bite suit
Subtotal Police Canine
Digital/still video camera
Subtotal Police Investigations
Hand held video camera
800 MHz radio
Patrol vehicle
Computer
Subtotal Police Vice Narcotics
Replacement shredder
Chairs for communications center
Subtotal Police Communications Center
Annual 800 MHz backbone system payment
Subtotal Fire Administration
Computer
Portable video projector
Laptop
Bendix-King portable programmable radios
800 MHz radio
Ambulance gurney
Portable monitor (new engine)
Gas blower (new engine)
Brass intake valves (new enginel
David Clark headsets
Circular saw
Minicutter
High pressure air bag set
Automatic External Defibrillator
Life Pak 1 2 monitor
Subtotal Fire Emergency Operations
4 door sedan
Computer
Subtotal Fire Prevention
Color laser printer
21" monitor
Subtotal Arts
Computer
Capital lease for copier - previously approved
Subtotal Recreation Administration
21 " monitor
Subtotal Recreation Fee Supported
1 3,200
3,200
1 2,500
1 18,000
20,500
13,000
13,000
1 1 1 ,400
1 1 ,400
$48,100 |
2 12,000
2 2,500
1 31,000
2 5,000
1 1,500
52,000
1 35,000
1 4,000
1 31,000
1 2,500
1 4,000
1 20,000
96,500
1 1,600
1,600
1 2,000
2,000
1 1,500
1 4,000
1 31,000
1 2,500
39,000
1 1,500
3 3,000
4,500
1 80,000
80,000
2 5,000
1 8,500
1 3,000
5 5,500
6 22,000
1 3,000
1 3,000
1 1,650
2 3,000
2 6,000
1 2,000
1 1 ,400
1 8,000
3 9,600
1 18,000
99,650
1 18,000
1 2,500
20,500
$395,750 |
1 4,745
1 1,500
6,245
1 2,500
1 4,850
7,350
1 1,500
1,500
223
Org Key Department
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 2000-01
Item Description Oty Cost
0014520 AQUATICS
0014523 RECREATION - YOUTH SPECIAL EVENTS
0014541 RECREATION. OPERATIONS - STAGECOACH
0014542 RECREATION OPERATIONS - CALAVERA
0014543 RECREATION OPERATIONS - HARDING
| TOTAL COMMUNITY SERVICES
0015020 PARK MAINTENANCE
0015060 FACILITIES MAINTENANCE
0015710 ENGINEERING
0016355 STREET MAINTENANCE
0016370 TRAFFIC SIGNAL MAINTENANCE
| TOTAL PUBLIC WORKS
| TOTAL GENERAL FUND
{SPECIAL FUNDS
1232130 POLICE COPS FUND
| TOTAL COPS
1210000 POLICE ASSET FORFEITURE
| TOTAL ASSET FORFEITURE
5016310 WATER OPERATIONS
| TOTAL WATER ENTERPRISE
5116310 SANITATION
| TOTAL SANITATION
6205060 VEHICLE MAINTENANCE
Enclosed lifeguard tower
Spectator shade structure
107' fixed PVC fencing and 24' portable
Automatic pool cleaning system
Replacement pool insulating blankets
Replacement main circulating pump
Subtotal Aquatics
Computer with printer
Subtotal Recreation Youth Special Events
Replacement fair play Scoreboard
Modular Furniture
Modular Seating unit
Capital lease for copier - previously approved
Subtotal Operations - Stagecoach
Gym wall matting
Modular furniture
Capital lease for copier - previously approved
Subtotal Operations - Calavera
Modular furniture
Capital lease for copier - previously approved
Subtotal Operations - Harding
Hand held irrigation remote control
Portable generator
Concrete BBQs
ADA compliant drinking fountain
Weather monitoring device
Subtotal Parks Maintenance
Color laser printer
Truck
Windsor wave wide-area vacuum
Subtotal Facilities Maintenance
CAD computer workstations
Plotter
Sign post driver
Subtotal Street Maintenance
Emergency battery back-up
Subtotal Traffic Signal Maintenance
I
Bicycles
Subtotal COPS Fund
Webshot gun
Transportable vacuum system
Metal locator
Self contained breathing apparatus
Chlorine analyzer
Subtotal Water Operations
Computer
Subtotal Sanitation
Tire machine
Wheel balancer
MIG welder with aluminum spool gun
Capital lease for copier -previously approved
Scan tool
1
1
1
1
5
1
1
2
1
1
1
1
2
1
3
1
3
1
5
4
2
1
1
2
4
1
1
3
2
1
1
1
2
1
1
1
1
1
1
1
7,000
4,500
2,800
5,000
8,000
3,500
30,800
3,070
3,070
2,200
1,500
3,200
4,080
10,980
4,300
6,000
4,080
14,380
15,000
6,000
21,000
$95,325 |
6,030
2,500
7,500
5,000
4,400
25,430
3,000
17,000
4,400
24,400
40,000
1 3,000
53,000
7,600
7,600
12,000
12,000
$122,430 |
$661,605 |
2,000
2,000
$2,000 |
1,250
1,250
$1,250 |
9,000
1,500
5,000
3,000
18,500
$18,500 |
2,500
2,500
$2,500 |
6,000
5,500
3,800
3,500
3,500
224
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 2000-01
Org Key Department Item Description
Subtotal Vehicle Maintenance
6215061 VEHICLE REPLACEMENT Police patrol vehicles
Intermediate sedan
Utility vehicles
1/2 ton pick-up trucks
3/4 ton pick-up trucks
Compact pick-up truck
4x4 compact pick-up truck
1 ton flatbed utility truck
Large aerial truck
Mobile intensive care unit
Backhoe
Fire truck
Large riding mower
Subtotal Vehicle Replacement
| TOTAL VEHICLE MAINT & REPLACEMENT
6401710 INFORMATION TECHNOLOGY Replace network switch
Network switch
Replace network server
Network server
Replace computers and printers
Tape library
Color laser printer
Laptop computer
Large monitor (Faraday computer room)
Computer
Computer room racks
Subtotal Information Services
TOTAL INFORMATION TECHNOLOGY
TOTAL SPECIAL FUNDS
Qty
6
1
1
3
2
2
1
1
1
3
1
1
1
4
4
2
1
140
1
1
1
1
1
1
Cost
22,300
144,000
18,000
25,000
60,000
44,000
36,000
21,000
28,000
110,000
450,000
65.000
375,000
45,000
1,421,000
$1,443,300
3,400
18,000
28,900
16,000
280,000
36,000
7,000
6,000
1,600
2,500
6,400
405,800
$405,800
$1,873,350
GRAND TOTAL $2,534,955
225
CITY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 2000-2001
ORG KEY DEPARTMENT
[GENERAL FUND
00101 10 CITY COUNCIL
0010210 CITY CLERK
0010310 CITY TREASURER
0011010 CITY MANAGER
001 1 1 1 0 ADMINISTRATIVE SERVICES ADMIN
0011210 CITY ATTORNEY
0011310 FINANCE
0011410 PURCHASING
001 1 5 1 0 HUMAN RESOURCES
0011550
# OF
TRAVEL DESCRIPTION PEOPLE DESTINATION
,-.-,...
League of CA Cities Annual Conference 5
Meetings with Federal Legislators 4
Meetings with State Legislators (4trips) 2
Transforming Local Government 2
Local Government Annual Conference 2
CCAC Annual Conference 1
IIMC Annual Conference 1
League of CA Cities Election & New Law Seminar 1
Briefing of Local Agency Investment Fund (LAIF) 1
Municipal Treasurers' Assoc of US/CAN Conference 1
League of CA Cities City Manager's Conference 3
League of CA Cities Annual Conference 3
League of CA Cities Divisional Conference 1
Transforming Local Government Group 3
ICMA Best Practices Conference 2
ICMA Annual Conference 1
Legislative Trips to Sacramento (8 trips) 1
Legislative Meetings with Council (2 tripsl 1
Innovation Group Meetings 4
League of CA Cities City Manager's Conference 1
Transforming Local Government 1
Legislative Trips to State Capital (2 trips) 1
ICMA Annual Conference 1
ICMA Performance Measurement Conference 1
Innovation Group Conference 1
Innovation Group Meetings (2) 1
CALPELRA 1
Association of California Water Agencies 12 meetings) 1
Int'l Municipal Lawyers' Association Annual Conference 1
Int'l Municipal Lawyers' Assoc Mid-Year Conference 1
League of CA Cities Annual Meeting 2
League Employee Relations Seminar 1
League City Attorney's Conference 2
League Planners Institute 1
League Continuing Education Workshop/Conflict of Interest 1
SDICCAA Spring Meeting 4
Liebert/Cassidy/Whitmore Johnson Employment 1
League Redevelopment Conference 1
League Financial Mgt. Conference 2
CSMFO Conference 2
CMBTA Conference 1
Revenue Officer Conference 1
Bi-Tech User Group Conference 2
GFOA Conference 1
Annual CAPPO Conference 1
CALPERLA Annual Conference 3
Organizational Development Network Conference 2
League of California Cities Conference 2
University Associates Training Conference 1
Bi-Tech Software User Group Conference 1
Western Intergovernmental Personnel Assessment Council 1
Western Intergovernmental Personnel Assessment Council 1
Western Intergovernmental Personnel Assessment Council 1
Public Sector Employment Law Conference 2
EEOC/Tech-Assist. Seminar 2
Conference related expenses for other City Staff Varies
226
Anaheim
Washington, DC
Sacramento
Out of State
Northern California
Central California
Kansas City, MO
Monterey
Sacramento
Cleveland, OH
Monterey
Anaheim
Huntington Beach
Out of State
Out of State
Cincinnati, OH
Sacramento
Washington, DC
In / Out of State
Monterey
Santa Clara
Sacramento
Out of State
Out of State
Out of State
Out of State
Monterey
Sacramento
Miami, FL
Washington, DC
Anaheim
Northern California
Monterey
Monterey
San Francisco
Palm Springs
San Francisco
Monterey
Southern California
Northern California
California
California
Out of State
Out of State
Napa
Monterey
Out of State
California
California
Out of State
Oakland
Central California
Southern California
San Francisco
Los Angeles
Varies
00-01
CONFERENCE
TRAVEL
REQUESTS
3,000
7,000
2,400
2,600
1,500
16,500
1,000
2,000
1,000
4,000
400
1,200
1,600
1,800
1,600
500
2,000
2,500
1,500
2,000
3,000
5,000
19,900
800
1,300
400
1,400
1,200
1,200
1,500
800
8,600
1,200
2,200
1,950
1,950
800
1,000
1,000
500
1,400
1,400
700
14,100
1,600
1,600
800
700
1,950
1,300
7,950
2,000
2,000
3,600
2,500
2,000
1,000
1,500
1,000
1,000
1,500
2,500
600
3,600
20,800
CITY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 2000-2001
' ORG KEY DEPARTMENT TRAVEL DESCRIPTION
it OF
PEOPLE DESTINATION
0011610
0012110
0012120
0012130
0012131
0012133
0012134
0012135
0012140
0012141
0012142
0012144
0012145
0012210
0012220
0012225
RECORDS MANAGEMENT
POLICE ADMINISTRATION
POLICE FIELD OPERATIONS
POLICE INVESTIGATIONS
POLICE VICE/NARCOTICS
POLICE PROPERTY AND EVIDENCE
POLICE FAMILY SERVICES
POLICE TASK FORCES
POLICE SUPPORT OPERATIONS
POLICE DARE
CRIME PREVENTION
COMMUNICATION CENTER
POLICE RECORDS
FIRE ADMINISTRATION
EMERGENCY OPERATIONS
FIRE PREVENTION
Annual ARMA Conference
Cal Chiefs Annual Conference
League of CA Cities Annual Conference
International Association of Chiefs of Police
FBI National Academy
FBI National Academy CA Chapter Re-Training conference
Homicide Investigators Conference
Arson Investigators Conference
California Narcotics Officers Association Annual Conference
CAPE Annual Conference
California Sexual Assault Investigators Association Annual Con
California Juvenile Officers Association
California Gang Conference
CAD User Conference
California Police Training Officer's Conference
DARE State Conference
CCPOA Annual Regional Training Conference
CCPOA Annual Statewide Training Conference
California National Emergency Number Association
CLEARS 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 Chief's Meetings
Annual League of Cities Conference
Executive Fire Officer Symposium
Municipal Mgmt Assist of So CA Annual Conference
Innovation Groups Regional Conference
Fire Instructors Workshop
Fall Symposium (CFCA Training Officers!
South Area Fire Equipment Research
South Area Fire Equipment Research
South Area Fire Equipment Research
Journal of Emerg Medical Services Conference
TeleStaff Users Group Conference
CA Chiefs' Fire Prevention Officers' Assn Conference
1 Las Vegas, NV
1 Ontario
1 California
4 San Diego
1 Quantico, VA
3 Monterey
1 Reno, NV
1 San Luis Obispo
2 Sacramento
1 Newport Beach
1 Shell Beach
1 Fresno
1 Anaheim
unk Unknown
1 Northern California
1 Los Angeles
1 Long Beach
Lake Tahoe
1 Long Beach
1 San Diego
California
Dallas, TX
Monterey
California
San Diego
California
Emmitsburg, MD
Palm Springs
2 California
4 Sacramento
2 Fresno
1 Clark County, NV
1 Phoenix, AZ
1 Reno, NV
2 Unknown
1 California
1 Monterey
1,300
1,300
700
1,250
1,000
2,950
1,500
1,700
3,200
550
650
1,200
2,000
2,000
550
550
550
600
1,150
750
750
1,000
1,500
2,500
400
400
350
650
1.000
650
650
800
800
1,000
1,150
610
470
540
405
1,125
400
1,000
6,700
5,250
1,600
775
775
850
1,200
700
11,150
1,100
1,100
0012240 DISASTER PREPAREDNESS California emergency Service Association Annual Conference California
227
CITY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 2000-2001
ORG KEY
0013010
0013210
0013220
0013310
0013510
0013610
0014030
0014035
0014040
0014045
0014055
0014062
0014070
0014076
0014095
0014065
0014066
DEPARTMENT
COM DEV ADMIN
PLANNING
PLANNING COMMISSION
GEOGRAPHIC INFO. SYSTEM
ECONOMIC DEVELOPMENT
BUILDING INSPECTION
LIBRARY -CENTRO
COLE CHILDREN'S
TECHNICAL SERVICES
COLLECTION DEVELOPMENT
ADULT LEARNING
GALLERY
S. LIBRARY ADMINISTRATION
S. LIBRARY -REFERENCE SERVICES
S. LIBRARY -CHILDREN'S SERVICES
ARTS OFFICE
SISTER CITY
TRAVEL DESCRIPTION
League of CA Cities
Various Conferences or Meetings
American Planning Association National Conference
Permits Plus User Group Conference
Planning Commission Institute Annual Conference
Arc/Info Users Conference
URiSA California GIS Conference
League of CA Cities
CALED Conference
Int'l Conf of Bldg Officials Annual Business Mtg
Annual Business Meeting
Sierra "Permits" Annual Conference
CA Library Assoc Annual Conference
California Library Association Conference
American Library Association Mid-Winter
American Library Association Annual Meeting
INLEX Users Group Annual Conference
California Library Association Conference
DRA Users Conference
California Library Association Conference
So CA Library Literacy Network Annual Conf & Retreat
American Association of Museums Conference
CA Library Association Annual Conference
League of CA Cities Annual Conference
Library Administration and Management Association
American Library Association Annual Conference
CA Library Association Annual Conference
Patricia Beatty Committee Annual Meeting
Americans for the Arts Annual Conference
League of CA Cities Comm Svcs Conference
CA Assembly of Local Arts Agencies Annual Conference
Annual Sister City Conference
H OF
PEOPLE
1
1
1
1
7
1
1
1
1
1
1
1
1
1
1
1
2
2
2
1
1
1
1
1
1
1
2
1
1
1
1
4
DESTINATION
Anaheim
Various
East Coast
Reno, NV
Monterey
San Francisco
Sacramento
Anaheim
Northern California
San Francisco
Sacramento
Reno, NV
Santa Clara
Santa Clara
Washington, DC
San Francisco
Monterey
Santa Clara
St. Louis, MO
Santa Clara
Lake Arrowhead
St. Louis, MO
Santa Clara
Palm Springs
Anaheim
San Francisco
Santa Clara
Santa Clara
New York, NY
Monterey
California
Southern California
00-01
CONFERENCE
TRAVEL
REQUESTS
1,300
1,000
2,300
3,500
1,600
5,100
8,500
8,500
630
600
1,230
900
1,200
2,100
1,000
1,000
1,000
3,000
690
690
690
2,500
1,000
4.190
1,000
690
2,800
4,490
690
690
300
300
1.200
1,200
690
800
800
1,200
3,490
690
690
690
690
1,400
850
300
2,550
750
750
CITY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 2000-2001
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
# OF
PEOPLE DESTINATION
0014510 PARK PLANNING & REC MGMT
0014515 RECREATION FEE ADMINISTRATION
0014520 AQUATICS
0014540 RECREATION OPERATIONS
0014570 SENIOR PROGRAMS
0015020 PARK MAINTENANCE
0015060 FACILITIES MAINTENANCE
0015710 ENGINEERING ADMIN/UTILITY
001 601 0 PUBLIC WORKS ADMIN
0016355 STREET MAINTENANCE
CA Parks and Recreation Society Annual Conference
League of CA Comm Svcs Conference
National Race Directors Conference
California Parks and Recreation Annual Conference
National Recreation and Parks Association Conference
California Parks and Recreation Society Conference
National Council on Aging Conference
American Society on Aging Conference
CA Parks & Recreation Society State Conference
University of CA Park & Recreation Administrators Institute
MMASC Annual Conference
MSA Conference
IFMA Regional Conference
Permits Plus
ESRI Annual Conference
CalGis
CSBPA Annual Conference
AWWA Fall 99 Conference
AWWA Spring 2000 Conference
Water Reuse Association Conference
Association of California Water Agencies - Fall Conference
Association of California Water Agencies - Spring Conf.
Water Environmental Federation Conference
American Desalting Assoc. Conference & Exposition
League Conference -March
League Conference -October
MMASC - Annual Conference
APWA Conference
Maintenance Superintendent's Conference
1 Sacramento
3 Southern California
1 San Diego
1 Northern California
1 San Diego
5 Sacramento
1 Washington, DC
1 New Orleans, LA
1 Santa Clara
1 Monterey
1 Palm Springs
1 Los Angeles
2 Monterey
1 Out of State
2 California
3 Palm Springs
3 California
3 Anaheim
3 Palm Springs
1 California
1 Anaheim
1 South Lake Tahoe
1 Anaheim
1 Lake Tahoe, NV
1 Southern California
1 San Jose
1 Palm Springs
1 Out of State
1 Los Angeles
TOTAL GENERAL FUND
QTHEft FlHMOS
1333421 AFFORDABLE HOUSING TRUST
1626357 STREET LIGHTING
3913401 CDBG
Affordable Housing Project-Related Travel
Cal-SLA Annual Meeting
Cal-SLA Conference
Consolidated Plan report Training
HUD Training
' '. ." • -", •% ' • > „
5 Southern California
1 San Diego
1 Monterey
1 Southern California
1 Los Angeles
00-01
CONFERENCE
TRAVEL
REQUESTS
875
2,650
5,025
400
400
500
500
800
3,080
3,880
1,650
1,450
3,100
500
600
1,100
1,000
500
1,200
2,700
900
500
500
500
2,000
2,000
800
800
800
800
800
10,400
1,400
1,400
310
3,500
6,610
1,000
1,000
210,525
750
750
350
850
1,200
150
150
300
229
CITY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 2000-2001
ORG KEY DEPARTMENT
5016310 WATER OPERATIONS
5116110 WASTEWATER OPERATIONS
5206375 SOLID WASTE
6111520 WORKERS COMPENSATION
6121930 RISK MANAGEMENT
6401710 INFORMATION TECHNOLOGY
8013410 REDEVELOPMENT
OPERATIONS
8033420 LOW/MODERATE INCOME
HOUSING
TRAVEL DESCRIPTION
ACWA Fall Conference
ACWA Spring Conference
AWWA Fall Conference
AWWA Spring Conference
Water Reuse Committee Meetings
Colorado River Water Users Association Conference
Permits Plus Conference
California Water Environment Assoc. Conference
MMASC Annual Conference
Workers Comp Seminars
CAMEL Annual Meeting
PARMA Conference
Interop
Permits Users Conference
Government Technology Conference
Brainshare - Novel Conference
Internet World
NEC Users Conference
Project Manager Conference
Harris Users Conference
BiTech Users Conference
CA Redevelopment Association Annual Conference
Redevelopment Institute
Misc. Meetings and Workshops
Affordable Housing Advisory Council Qtrly Meeting
National NAHRO Summer Conference
Housing Development Workshop-Nat'l Dev. Council
California Coastal Commission Hearings
* OF
PEOPLE DESTINATION
3 Anaheim
3 South Lake Tahoe
3 Sacramento
3 Anaheim
1 Sacramento
1 Las Vegas, NV
1 Reno, NV
4 Northern California
1 Palm Springs
3 Denver, CO
1 San Diego
2 Northern California
1 Las Vegas, NV
1 Reno, NV
1 Sacramento
1 Salt Lake City, UT
1 Unknown
1 Unknown
1 Unknown
1 Unknown
2 Unknown
2 Southern California
1 Southern California
2 Southern California
3 San Francisco
1 San Francisco
1 San Francisco
1 Monterey
TOTAL OTHER FUNDS
GRAND TOTAL TRAVEL
00-01
CONFERENCE
TRAVEL
REQUESTS
900
2,000
2,000
900
4,800
2,500
1,000
14,100
3,500
3,500
600
600
3,000
3,000
150
750
900
2,000
1,000
1,000
2,500
1,200
2,200
1,800
1,350
2,000
15,050
250
200
100
550
1,650
950
400
950
3,950
43,900
S 254,425
230
UUN IINUINU AHKKUHKIAI IONS
1999-00 TO 2000-01
DEPARTMENT/PURPOSE
Citv Clerk
Editing and reprint of the Carlsbad Municipal Code
AMOUNT
11,000
Citv Attorney
Legal services for Habitat Management Plan, LEGO, second Redevelopment
area & affordable Housing agreements
Finance
Out of state visit to Bitech client
Revenue audits
30,000
950
15,000
Purchasing
NIGP Commodity Code System 4,000
Records Management
Document Management System software, training and computer hardware
Clerks/Records redesign remodel
folder/inserter machine
301,638
33,500
4,000
Eire
Systems Furniture for phase II of office remodel
Various emergency operations equipment(hose, protective equipment, etc)
Vehicle for training officer position that is not yet filled
Storage racks for Fire station 5 storage facility not yet complete
Fire Station No. 5 office remodel
Office furniture for Deputy Fire Marshall position that is not yet filled
6,800
34,400
25,000
3,000
11,000
10,800
Community Development Administration
Systems Furniture for Faraday
Public Works Administration
Systems Furniture for Faraday
Engineering
Residential traffic management program
Systems furniture for engineering inspection
Engineering - Developer funded
Developer deposits for condemnation projects
Aquatics
Solar heating system renovation
44,600
12,000
15,000
20,000
415,796
102,000
Recreation
Strategic planning project
Filing and storage items
Office furniture for remodel project
15,000
2,500
15,000
Library - Adult learning
Literacy Scholarship Account 1,258
Library - Historical preservation
Historic tree inventory and management program 4,400
Non - Departmental
Batiquitos Lagoon Foundation 15,440
2J1
CONTINUING APPROPRIATIONS
1999-00 TO 2000-01
DEPARTMENT/PURPOSE AMOUNT
Subtotal General Fund 1,154.082
Police Asset Forfeiture
Available year-end balance
COPS Grant
Available year-end balance, Bicycle Patrol
Law Enforcement Block Grant
Available year-end balance
Cultural Arts - Sister Citv
Available year-end balance, delegation visits
Art Gallery Donations
Available year-end balance, for art exhibits
Recreation Donations
Available year-end balance; for park improvements
Available year-end balance; for triathlon and luau festival
Available year-end balance; for youth sports uniforms and T-shirts
Library Literacy Grants
Available year-end balance
Misc. State Grants .
Available year-end balance
Misc. Federal Grants
Available year-end balance
CDBG
Available year-end balance
Water Operations
One ton super duty flatbed/hydraulic valve operator
Water Engineering
Scanning existing drawings onto CD-ROM for automated retrieval
AutoCAD land development software (4 workstations)
File cabinets for engineering library
Sewer Maintenance
Televising & evaluating sewer collection system
Vehicle Replacement
Mid size off-road motorcycle
93,520
48.634
18.030
422
27,405
3,853
5,217
1,545
5,818
8,158
127,797
366,075
45,000
19,800
12,000
10,000
75,000
9,000
CONTINUING APPROPRIATIONS
1999-00 TO 2000-01
EXHIBIT D
DEPARTMENT/PURPOSE
Crane truck
2 full size sport utility vehicles
3 truck bodies
8 patrol units outfits
Wheel loader
Berm machine
Olathe seeder
AMOUNT
90,000
60,000
19,250
41,250
55,000
6,000
7,000
Information Technology
Various computer software
Various training
4 additional training room personal computers
Projector for Faraday conference room
Network management workstation
Internal web server
70,000
21,500
10,000
12,500
8,500
15,000
Subtotal Other Funds 1,293,274
Grand Total 2,447,356
233
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
The revenues which are subject to the Limitation are those considered "proceeds of taxes." The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2000-01 Limit were:
> Population growth in Carlsbad, AND
> Growth in non-residential new construction
The formula is outlined below:
1999-00 Expenditure Limit $198,089,168
% Carlsbad Population Growth 1.0578
Growth in non-residential new construction X 1.0777
Net Increase Factor 1.1400
2000-01 Limit (1999-00 Limit X Factor) $225.815.416
Current Appropriation of Proceeds of Taxes $58,088,831
(Subject to the Limit)
The spending limit for the City of Carlsbad for 2000-01 is $225.8 million with appropriations of
"proceeds of taxes" of $58.1 million. The result of the calculation provides the City with an
operating margin of $167.7 million.
MISCELLANEOUS STATISTICAL INFORMATION 2000-01
Date of Incorporation
Type of City
Form of Government
Area
Population (CA Dept of Finance Report 1/1/00)
Net Assessed Valuation
Streets:
Number of Street Lights
Miles of Streets
Fire Protection:
Number of Stations
Number of Firefighters & Officers
July 16, 1952
General Law
Council/Manager
42.19 sq. miles
82,030
$8,890,683,170
5,985
279
6
73
Police Protection:
Number of Stations
Number of Sworn Police Officers
Municipal Water District:
Number of Customers
Number of Water Connections
Average Daily Consumption
Miles of Lines and Mains
Miles of Sewers
Recreation and Culture:
Number of Parks
Acres of Parks (Improved Community & Special Use Areas)
Acres of Open Space (Special Resource Areas & General
City-Owned Open Space)
Number of Pools
Number of Libraries
Number of Volumes
Total Number of Authorized Full-Time City Employees
1
100
69,700
21,840
18.3 million gallons
350
145
34
205
1,634
1
2
245,798
599.75
Source: City of Carlsbad,
Finance Department
235
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1. The City is not one single entity. It is the total of many entities, each with its separate
function and legal restrictions on the use of resources. In the private sector, a corporation
may have many "subsidiaries" which make up the parent corporation; in the public sector, a
city government may have a variety of "funds" that provide the basis for separately
recording the financial data related to a specific entity. A fund is an accounting entity with a
complete set of self-balancing accounting records. Each fund has been established
because of some restriction on the use of resources received by that fund. This report
includes the transactions of all entities over which the City Council of the City of Carlsbad
have authority (as defined by the Governmental Accounting Standards Board).
2. The City's accounting system operates on a modified accrual basis for all governmental
type funds. Governmental funds include the General, Special Revenue, Debt Service, and
Capital Projects funds. A modified accrual system is one where (a) revenues are
recognized when they are both measurable and collectable within the accounting period, or
soon enough after the end of the period to pay liabilities of the period; and (b) expenditures,
other than principal and interest on long-term debt, are recorded when liabilities are
incurred.
3. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the
accrual method of accounting. Revenues are recognized in the period earned and
expenses are recognized in the period incurred.
4. Internal controls exist 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 throughout the year.
Expenditures should not exceed budgeted figures. All appropriations expire at year-end
unless specifically carried into the new fiscal year by Council actions. The Carlsbad
Municipal Code requires that the Financial Management Director prepare annually the
budget for the City Manager showing estimated revenues and expenditures.
6. Controls on the use and transfers of budget funds are outlined in the adopted budget
resolution in the appendix of this document.
236
RESOLUTION NO. 2000-209
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 2000-01 FOR THE
CITY OF CARLSBAD AND ESTABLISHING CONTROLS
ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
4 FUNDS
5
WHEREAS, the City Council of the City of Carlsbad, California has
reviewed the proposed final Operating Budget and Capital Improvement Program
3 for fiscal year 2000-01 and has held such public hearings as are necessary prior to
9 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 2000-01
12 on May 17, 2000 pursuant to Planning Commission Resolution No. 4555,
13 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That certain documents now on file in the office of the City Clerk of
16 the City of Carlsbad entitled, "City of Carlsbad, 2000-01 Operating Budget and
2000-01 to Buildout Capital Improvement Program - Preliminary" as amended in
18
accordance with Exhibits A through D attached hereto and incorporated by
19
reference herein, is hereby adopted as the Operating and Capital Improvement
20
Budgets for the City of Carlsbad for the fiscal year 2000-01.
21
2. That the amounts reflected as estimated revenues for fiscal year
22
2000-01 as shown in Exhibits A and B are hereby adopted as the budgeted
23
re venues for 2000-01.24
3. That the estimated revenues for fiscal year 1998-99 are hereby
revised as shown in Exhibits A and B.
4. That the amounts designated as the 2000-01 Budget request in
23 Exhibits A and B are hereby appropriated to the department or fund for which they
237
are designated, and such appropriation shall not be increased except as provided
1
herein.
2
5. That total appropriations for each fund may only be increased or3
decreased by the City Council by passage of a resolution amending the budget
,. except as provided herein.
6. That the following controls are hereby placed on the use and
transfers of budget funds:
8 A. No expenditure of funds shall be authorized unless sufficient
9 funds have been appropriated by the City Council or City Manager as described
10 below.
11 i. The City Manager may authorize all transfers of funds from
12 account to account within any department.
ii. The City Manager may authorize transfers of funds between
14 departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget
transfers.
iv. The City Manager may authorize budget adjustments involving
18 offsetting revenues and expenditures; the City Manager may authorize increases in
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an appropriation for a specific purp' ,e where the appropriation is offset by
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unbudgeted revenue which is designated for said specific purpose.
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v. The City Council must authorize all transfers of funds from the
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budgeted Contingency Account.
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B. The City Manager may authorize emergency out of state travel
for public safety or emergency services purposes.
C. The City Council must authorize any increase in the number of
27 authorized permanent personnel positions above the level identified in Exhibit C.
28 D. The City Manager may authorize the hiring of temporary or part
238
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A-^EWIS, Mayor
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time staff as necessary, within the limits imposed by the controls listed ibove.
7. 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.
8. That all appropriations for Capital Improvements Projects remaining
unexpended at June 30, 2000, are hereby appropriated for such capital projects for
the 2000-01 fiscal year.
9. That all appropriations for grants remaining unexpended at June 30,
2000, are hereby appropriated for the 2000-01 fiscal year.
10. That 1999-00 appropriations in the approximate amount of
$2,447,356 are hereby continued into 2000-01 for the purposes shown in Exhibit D.
All appropriations for outstanding encumbrances as of June 30, 2000, are hereby
continued into 2000-01 for such contracts or obligations.
11. That the 2000-01 estimated revenues and budget appropriations be
transferred from the Audio Visual Insurance Special Revenue fund to the General
fund, that any remaining balance in the Special Revenue fund as of June 30, 2000
16 be transferred to the General fund and that the Special Revenue fund be closed out.
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PASSED, APPROVED AND ADOPTED at a regular meeting of the City
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Council on the 27th day of june , 2000, by the following vote, to wit:
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AYES: Council Members Lewis, Hall, Finnila, Nygaa/3, and Kulchin.
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NOES' None.
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ABSENT: None.. ., . ....
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ATTEST:
- -CORRAINfe M. WOOD, City Clerk (SEAL)
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. 239
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.
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RESOLUTION NO. 2000-210
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA ESTABLISHING THE 2000-01
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 2000-01 appropriation limit of two hundred twenty five
million, eight hundred fifteen thousand, four hundred sixteen dollars ($225,815,416)
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 27th day of Jupe , 2000, by the following vote, to
wit:
AYES: Council Members Lewis, Hall, Finnila, Nygaard, and Kulchin.
NOES: None.
ABSENT: None.
'CLAUDE A. LEWIS, Mayor
ATTEST:
LORRAINE ^OOD, City Clerk 240 (SEAL)
Exhibit A is the Gann Appropriation Limit which is detailed in the Appendix of the budget.
GLOSSARY
Appropriation: A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation: A dollar value placed on real estate or other property by San Diego
County as a basis for levying property taxes.
Balanced Budget: A budget in which planned expenditures do not exceed planned funds
available.
Beginning/Ending Fund Balance: Unencumbered resources available in a fund from the
prior/current year after payment of the prior/current year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Budget: An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds which can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program: A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and with an estimated
useful life of more than one year, such as automobiles, and office furniture, which appear in the
Operating Budget.
Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as
enterprise funds and internal service funds.
Debt Service: The payment of principal and interest on borrowed funds such as bonds.
Department: An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund: A fund type established to account for the total costs of selected
governmental facilities and services which are operated similar to private enterprises. These
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation for identified goods and
services.
Fee: A general term used for any charge levied by government for providing a service or
permitting an activity.
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July 1 to June 30.
241
Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Library, and the City Manager's Office.
Grant: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth 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.
242
INDEX E
A
About the City of Carlsbad, iii
Accounting Systems and Budgetary Control, 236
Administrative Services Summary, 55
Adult Learning Program, 134
Analysis of Available Balances, 212
Arts Office, 136
Arts Special Events, 139
Asset Forfeiture - Various, 96
B
Bicycle Patrol, 97
Budget Awards, 19
Budget Process, 17
Buena Vista Creek Channel Maintenance, 182
Building Inspection, 113
c
Calendar, 18
California Assembly Bill 1600, 198
Canine, 82
Capital Improvement Program, 8, 13, 189
Capital Improvement Projects 2000-01, 204
Capital Outlay Items, 223
Capital Projects to Buildout, 204
Cash Management, 49
Centre de Informacion, 130
Cole Library, 126
CIP Budget Expenditure Schedule, 203
CIP Projected Fund Balances, 200
CIP Revenue Estimates, 202
City Attorney, 54
City Clerk, 47
City Council, 46
City Manager, 51
City Manager's Transmittal Letter, I
Collection Development & Acquisitions, 132
Communications Center, 94
Community Development Administration, 106
Community Development Block Grant, 121
Community Development Summary, 105
Community Services Summary, 123
Continuing Appropriations, 231
Crime Prevention, 92
Cultural Arts Summary, 135
Economic Development, 1 12
Economic Profile, 14
Emergency Operations, 101
Engineering, 155
Expenditures CIP, 203
Expenditure Schedule, 41
F
Facilities Maintenance, 164
Field Operations, 78
Finance, 57
Fire Administration, 100
Fire Department Summary, 98
Fire Prevention, 102
Fund Balances, 13,32,212
Future Fees Calculation, 191
G
Gann Appropriations Limit, 234, 240
Genealogy/Local History, 129
General Fund, 5, 21
General Services Summary, 159
Geographic Information System, 111
Glossary - Capital Projects, 221
Glossary, 24!
Golf Course, 174
Growth Projections, 1 89
Growth Management Plan, 197
H
Health Insurance, 69
Highlights, 3
Housing - Rental Assistance, 118
Housing and Redevelopment Summary, 1 14
Housing Trust Fund - Administration, 119
Human Resources, 62
Information Technology, 70
Investigations, 84
J
D Juvenile Diversion, 86
D.A.R.E, 91
Debt Management Issues, 9
Disaster Preparedness, 104
Dove Library, 127
L
Lagoon Patrol, 83
Land Use Planning, 108
Library Gifts, 132
Library Summary, 124
Low/Moderate Income Housing, 117
M
Maintenance & Operations Suumary, 174
Media Services, 133
Median Maintenance, 168
Miscellaneous Non-Departmental, 72
N
New Programs, 26
_
Overview, 4
Operating Budget Overview, 21
Operating Expenditures, 41
Organization Chart, iv
Other Funds, 24
Park Maintenance, 161
Parks and Recreation Commission, 142
Park Planning & Recreation Mgt., 142
Personnel Allocations, 15
Police Administration, 77
Police Summary, 74
Policy & Leadership Summary, 45
Property and Evidence, 87
Public Information, 53
Public Safety Summary, 73
Public Works Administration, 154
Public Works Summary, 153
Purchasing, 60
R
Readers Guide to the Budget, i
Records Management, 65
Recreation - Agua Hedionda Lagoon, 148
Recreation - Aquatics, 146
Recreation Fee Supported, 144
Recreation Operations, 149
Recreation Summary, 140
Redevelopment Operations, 1 15
Reserve Program , 81
Resolutions, 237, 240
Revenues - Capital Projects, 202
Revenue Estimates, 34
Revenue Projections - General Fund, 34, 21
Revenue Projections - Operating, 3, 34
Risk Management, 68
s
Sanitation Services, see wastewaler
School Resource Officers, 93
Senior Programs, 151
Sister City, 138
Solid Waste Management, 187
Staffing, 8
Statistical Information, 235
Strategic Goals, 17
Street Lighting, 180
Street Maintenance, 176
Street Tree Maintenance, 166
Summary, 11, 31, 196
Support Operations- Police, 90
T
Task Force, 89
Technical Services - Library, 131
Traffic, 79
Traffic Signals, 178
Travel, 226
V
Vehicle Maintenance, 170
Vehicle Replacement, 172
Vice/Narcotics, 85
Volunteer Program, 80
w
Wastewater Operations, 1 85
Water Operations, 193
Weed Abatement, 103
Worker's Compensation, 67