HomeMy WebLinkAbout; ; 2001-2002 Budget; 2001-07-01City of Carlsbad
2001-02 Operating Budget and
Capital Improvement Program
Mayor
Claude “Buddy” Lewis
City Council
Ann Kulchin
Ramona Finnila
Matt Hall
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 Photo: The recently completed Faraday Avenue extension from College to Cannon Road.
CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET
TABLE OF CONTENTS
Reader’s 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 ................................................................................... A-l
2001-02 Budget Highlights.. ............................................................................................ A-3
Budget Summary.. ........................................................................................................ A-14
Personnel Allocations .................................................................................................... A-15
2001-02 Budget Calendar.. ........................................................................................... A-l 7
Budget Awards ............................................................................................................. A-18
OPERATING BUDGET
Overview ......................................................................................................................... B-l
Projected Fund Balances.. ............................................................................................ B-12
Revenue Estimates.. ..................................................................................................... B-14
Budget Expenditure Schedule.. ..................................................................................... B-21
Program Summaries
Policv & Leadership Grouo
Policy and Leadership Group Summary.. ................................................................. B-25
City Council.. ............................................................................................................ B-26
City Clerk ................................................................................................................. B-28
City Treasurer.. ........................................................................................................ B-30
City Manager ........................................................................................................... B-32
Public Information .................................................................................................... B-34
City Attorney ............................................................................................................ B-35
Administrative Services Administrative Services Summary ........................................................................... B-37
Administrative Services Administration .................................................................... B-38
Finance.. .................................................................................................................. B-39
Purchasing ............................................................................................................... B-42
Human Resources ................................................................................................... B-44
Workers’ Compensation.. ......................................................................................... B-47
Risk Management.. .................................................................................................. B-48
Health Insurance.. .................................................................................................... B-49
Records Management ................................................................................ ..‘........... B-50
Information Technology.. .......................................................................................... B-52
Miscellaneous Non-Departmental ............................................................................ B-54
Public Safety Public Safety Summary.. .......................................................................................... B-55
Police Department Summary ................................................................................... B-56
Administration .......................................................................................................... B-59
Field Operations.. ..................................................................................................... B-60
Community Services ................................................................................................ B-61
Canine ..................................................................................................................... B-63
Investigations/Field Evidence.. ................................................................................. B-64
CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET
TABLE OF CONTENTS
Page Two
Public Safetv (Continued)
Vice/Narcotics.. ........................................................................................................ B-65
Juvenile Diversion.. .................................................................................................. B-66
Property and Evidence.. ........................................................................................... B-67
Family Services.. ...................................................................................................... B-68
Task Force ............................................................................................................... B-69
Support Operations.. ................................................................................................ B-70
D.A.R.E.. .................................................................................................................. B-71
Police School Resource Officers .............................................................................. B-72
Communications Center.. ......................................................................................... B-73
Police Records ......................................................................................................... B-74
Various Asset Forfeiture.. ......................................................................................... B-75
Bicycle Patrol .......................................................................................................... B-76
Fire Department Summary.. ..................................................................................... B-77
Administration .......................................................................................................... B-79
Emergency Operations ............................................................................................ B-80
Fire Prevention.. ....................................................................................................... B-81
Weed Abatement.. ................................................................................................... B-82
Disaster Preparedness.. ........................................................................................... B-83
Communitv Develooment
Community Development Summary.. ....................................................................... B-85
Administration .......................................................................................................... B-86
Land Use Planning & Planning Commission ........................................................... B-88
Geographical Information System.. .......................................................................... B-91
Economic Development ........................................................................................... B-92
Building Inspection.. ................................................................................................. B-93
Housing & Redevelopment Summary ...................................................................... B-94
Redevelopment Operations Village Area ................................................................. B-95
Low/Moderate Income Housing Village Area.. .......................................................... B-97
Redevelopment Operations South Carlsbad Area.. .................................................. B-98
Low/Moderate Income Housing South Carlsbad Area.. ............................................ B-99
Rental Assistance .................................................................................................. B-l 00
Affordable Housing ................................................................................................ B-101
Community Development Block Grant ................................................................... B-102
Communitv Services
Community Services Summary.. ............................................................................ B-103
Library Summary.. .................................................................................................. B-104
Georgina Cole Library.. .......................................................................................... B-106
Dove Library .......................................................................................................... B-107
Genealogy/Local History.. ...................................................................................... B-l 09
Centro de Information ........................................................................................... B-1 10
Technical Services.. ............................................................................................... B-l 11
Collection Development & Acquisitions .................................................................. B-l 12
Media Services ...................................................................................................... B-113
Adult Learning Program ......................................................................................... B-114
Cultural Arts Summary.. ......................................................................................... B-115
Arts Office ............................................................................................................... B-l 16
Sister City .............................................................................................................. B-l 18
CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET
TABLE OF CONTENTS
Page Three
Community Services (Continued)
Special Events ....................................................................................................... B-l 19
Recreation Summary ............................................................................................. B-120
Park Planning & Recreation Management ............................................................. B-122
Recreation Fee Supported ..................................................................................... B-124
Recreation - Aquatics.. ........................................................................................... B-126
Recreation - Agua Hedionda Lagoon Permits.. ...................................................... B-128
Recreation Operations ........................................................................................... B-129
Senior Programs .................................................................................................... B-l 31
Public Works
Public Works Summatv . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-133
Public Works Administration.. ................................................................................. B-134
Engineering.. .......................................................................................................... B-136
Storm Water Protection.. ........................................................................................ B-141
General Services Summary ................................................................................... B-143
Park Maintenance.. ................................................................................................ B-145
Facilities Maintenance.. .......................................... . ............................................... B-148
Street Tree Maintenance.. ...................................................................................... B-150
Median Maintenance.. ............................................................................................ B-l 51
Vehicle Maintenance.. ............................................................................................ B-l 52
Vehicle Replacement ............................................................................................. B-l 54
Carlsbad Golf Course.. ........................................................................................... B-155
Maintenance & Operations Summary .................................................................... B-156
Street Maintenance.. .............................................................................................. B-1 58
Traffic Signal Maintenance.. ................................................................................... B-l 60
Street Lighting.. ...................................................................................................... B-161
Buena Vista Channel Maintenance ........................................................................ B-162
Water Operations.. ................................................................................................. B-163
Wastewater Operations.. ........................................................................................ B-165
Solid Waste Management.. .................................................................................... B-167
CAPITAL IMPROVEMENT PROGRAM
Overview.. ................................................................................................................... C-l
Growth Management Plan .......................................................................................... C-9
California Assembly Bill 1600.. .................................................................................. C-IO
Projected Fund Balances .......................................................................................... c-12
Revenues Actual and Estimated ............................................................................... C-14
Budget Expenditure Schedule.. ................................................................................. C-l 5
Detail Schedule of Capital Projects by Category.. ..................................................... C-18
Capital Improvement Program Fund Summaries ...................................................... C-33
Glossary of Capital Project Funding Sources.. .......................................................... C-51
APPENDICES
Planned Capital Outlay Items.. ........................................................................................ D-l
Out of State Travel Requests.. ........................................................................................ D-4
Cohtinuing Appropriations.. ............................................................................................. D-6
Miscellaneous Statistical Information .............................................................................. D-9
CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET
TABLE OF CONTENTS
Page Four
APPENDICES (Continued)
Accounting Systems and Budgetary Control.. ............................................................... D-10
Resolution Adopting the Budget.. .................................................................................. D-l 1
Gann Limit Resolution.. ................................................................................................. D-14
Glossary ....................................................................................................................... D-l 6
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 2001-02 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 2001-02 budget
figures are presented. Also included are narrative statements describing program
activities, associated workload measures or performance objectives, key achievements
for 2000-01 and key goals for 2001-02.
Capital Improvement Program
The Capital Improvement Program (CIP) is located in the back of the budget document.
An overview of the CIP provides general information about the process used in preparing
the budget for capital projects and describes how development information is used to
project future revenues that fund these projects. In addition, major CIP projects are
highlighted and discussed. The next section contains summary revenue and
expenditure tables by funding source and a detailed project expenditure schedule listing
the cost and timing of each future and current CIP project. Following this schedule are
fund summary pages, which list the revenues and detail expenditures by fund, thus
providing cash flow information and annual projected fund balances for each capital
improvement program fund.
Appendices
The Appendices contain a detailed listing of the 2001-02 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 2001-02
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 2001
FIVE-YEAR VISION STATEMENTS
lity 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 effkiently and effectively. . .
. delivers top-quality public services,
. manages environmental concerns proactively, including:
. open space
. water quality/conservation
l beach erosion
0 air quality . resource conservation and waste reduction
. wildlife habitats
l has a safe and efficient integrated transportation system,
. maintains Citywide “small town” community spirit, and
l has a Community where continuous and life-long learning are supported and embraced for
people of all ages.
ii
ABOUT THE CITY OF CARLSBAD
The City of Carlsbad is a unique coastal community located 35 miles north of the City
of San Diego surrounded by mountains, lagoons and the Pacific Ocean. The City is
governed by a five-member City Council
under the 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 83,469 to 120,000 once its 42
square miles are built out. Industries in the area include a major regional shopping
center, 19 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. -
(/ California \
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 the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City operates a redevelopment agency that encompasses 0.4
square miles of the downtown area, as well as a housing authority that provides housing
assistance to 491 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
. 111
L----J L----r L
._--- I
I
c I
= I i: ‘Z .z .z 1 fjE I z:E I s 1 I
I-
L- --1 L- ,-_ 1 1
--1
L- --;
L-
__,,-_ --( ,_- 1 I----: -_,,-- , - - 1 - -,
I , ’ I ’ I’ A. I I I ’ z a I ’ +. ; I c, I-= L
, =T I ’ z~,I.~,;, 2, I E 5 0’
, I 5 .o .z , I = y 0 >:z 31 1 :.; 21
, ;; 2 ( I c - 2, I ,z
/ 1 4 m E, / E’7T
1 3 s =I ’ Lffi ,‘.7,.,-,IE<=rl
Z,<‘E, I $‘$l
I 1. , ’ I ,3 -% -.i ’ 1 .= I 0 ( 1 EI ’ y .-.; I =I ’ ; .L I I ’ , ;-/ ‘A - :. 1 I ’ :. ,I:;? , , I ’ I ’ I
I-----> c ____ “L--: ‘----- I’ - 1 L----
City of Carlsbad
To the Honorable Mayor and City Council:
2001-02 BUDGET TRANSMITTAL
I am pleased to submit the 2001-02 Operating and Capital Improvement Program
budgets for the City of Carlsbad, which total $213.1 million, with projected revenues of
$209.9 million. Of the total budget, $136.5 million (64%) will be used to finance the
operations of the City while $76.5 million (36%) 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 local economy that despite the uncertainties in the
national economic picture the city of Carlsbad is still expecting healthy increases in its major tax revenues. Revenue growth has been unusually strong in the past several
years, and although it is expected to taper off this year, growth is still anticipated in most
of the tax revenues. Carlsbad’s tax base has been assisted to a large extent by the
tourism industry. With the opening of the Four Seasons Resort last year, the Legoland
family theme park in March 1999, the continued expansion of the Carlsbad Company
Stores retail center, and the recent opening of several new hotels and restaurants,
Carlsbad has become a prime tourist destination spot with the second highest level of
transient occupancy tax in the county.
Carlsbad’s reputation for quality has also enhanced its 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 2001-02 budget provides funding for a number of new programs and service
enhancements that will allow the City to meet its goals for the upcoming year. The
focus this year is on capital improvement projects with total appropriations available in
fiscal year 2001-02 expected to exceed $140 million. The development experienced by
the City over the past several years has provided the funding to expand our park system with the addition of several new parks and to begin work on various road segments that
will greatly enhance the transportation system in the City. In order to meet the development schedule for these and many other projects contained in the Capital
Improvement Program, five new positions have been added in the planning, engineering
and park development areas.
The budget also includes funding for a new program aimed at reducing the pollution in
storm water runoff to keep our lagoons and oceans safe. The storm water program will
cost $1.9 million and add over five new positions. The federal government mandates
the requirements of this program; however, they did not provide a method for paying for
it. Thus, staff will be researching potential funding opportunities over the next year.
1200 Carlsbad Village Drive l Carlsbad, CA 92008-1989 l (760) 434-2821 l FAX (760) 720-9461 A-l
The City is also establishing a system to insure that funds are available when needed to
replace its streets, sidewalks and other infrastructure. The city of Carlsbad 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 high cost of major repairs on some
of our older roads. A new fund was established in past years and will be used to
accumulate funds and pay for the replacement of the City’s infrastructure in the future.
This year’s budget includes a $3 million transfer for this program.
As always, the provision of top quality public safety services is essential to achieving
Council’s goals for the City. The needs have been evaluated and the budget
recommends the addition of three new positions to the police department.
Carlsbad has continued to grow and prosper over the years as a result of the vision and
leadership of the City Council. The Council’s commitment to their vision, and their
willingness to provide the funding to achieve it, has resulted in a highly desirable City in
which to live and work. The 2001-2002 operating and capital budgets continue to
provide for a high quality of life for current citizens as well as laying the groundwork so
that future generations will also be able to enjoy the benefits of our community.
I would like to express my appreciation to the City Council for providing the direction and
support which are crucial to the ability of the City to achieve its goals. I would also like to recognize the contributions of the City staff for not only creating a successful
operating plan and capital improvement program; but, also for their commitment to providing top-quality services to all who live, work and play in Carlsbad. Their efforts are
critical to the City’s ultimate success. I offer them my thanks for a job well done. - - .--.._ _, _
RAYMdND R. PATCHEI-T
City Manager
June 19,200l
A-2
CITY OF CARLSBAD BUDGET HIGHLIGHTS
,“$
SpUR c
CITY OF CARLSBAD ‘a
BUDGET HIGHLIGHTS ;
FISCAL YEAR 2001-2002 41
+
CARLSBAD >, .,/
WHERE THE M0NE.Y COMES FROM...
2001-2002
ESTIMATED REVENUES
$209.9 MILLION
Other r( n,
Charges for
Services
“y Utilitv Charges 3%
-13% - / Interdepartmental
w 7%
Licenses & Permits
m
Taxe
31%
Income fro
Investments &
Property
3%
WHERE THE MONEY GOES...
2001-2002
ADOPTED BUDGET
$213.1 MILLION
Policv &
Non Dept. & Public Works
24%
-,
Leadership 30,
” I” 36%
A-3
CITY OF CARLSBAD BUDGET HIGHLIGHTS
The 2001-02 budget for all City funds totals $213.1 million with total revenues estimated
at $209.9 million. The City’s fiscal year runs from July 1 to June 30. Any amounts spent
in excess of the amount of revenue received will decrease the City’s available fund
balance.
The operating budget totals $136.5 million and is expected to generate $135.9 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 2001-02 CIP
contains the current year budget allocation of $76.5 million and outlines approximately
174 future projects at a total cost of $436.2 million through build-out of the City. Capital
revenues for the 2001-02 fiscal year are estimated at $74 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.
c
e
The budget overview on the following pages will provide the reader with a
good understanding of the budget process and the economic profile of the
) city as well as with a broad overview of the services and projects planned
- for the 2001-02 fiscal year. This section also addresses debt management
including a schedule of the outstanding bond issues. More detail on the
City’s numerous programs
and projects can be found
throughout the remainder of
the document.
BUDGET PROCESS
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 and
facilities that can be provided.
Fortunately, due to the
continued growth of the City’s
tax base and the collection of
development fees, Council
was able to add funding in
2001-02 to improve upon the
variety of services and
facilities already being
provided to Carlsbad citizens.
City of Carlsbad 2001 Strategic Goals
Top Quality Services - Become a City that provides
exceptional services on a daily basis.
Transportation -Provide and maintain a multi-modal
transportation system that moves goods, services and people
throughout Carlsbad in a safe and efficient manner that is
coordinated with community development.
Qualiw of Life/Community Develqpment - Develop a
community that promotes quality neighborhoods, established
compatible entertainment and commercial venues and manages
growth by providing an appropriate balance of facilities and
services.
Parks - Provide Parks and Recreation facilities to meet growth
management standards and actively address the priorities of the
citizens of Carlsbad within the CIP budget.
Water - Ensure a 90% reliable, high quality, diversified water
system in the most cost effective manner.
Environmental Management - Promote a clean, pollution-
free, resource-conscious environment.
Finance - Implement proactive strategies that provide and
manage the necessary resources to ensure a high quality of life.
Communication - Ensure that citizens, staff and Council are
well informed, leading to a more responsive government and a
higher level of confidence.
Open Space/Trails - Preserve, enhance and manage an Open
The budget process for the Space and Citywide Trail system that incorporates a
City of Carlsbad begins in comprehensive HMP.
January each year, with a Learning - Promote and support continuous learning
review and update of the City opportunities within the community and the City organization.
Council’s five-year vision statements. I hese statements are ShOWI on the tlrst page Ot
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.
A-4
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.
ECONOMIC PROFILE
The city of Carlsbad has enjoyed significant economic growth over the past few years
along with the rest of the region and the nation. The City’s economy has fully recovered
from the effects of the recession of the early 1990’s as evidenced by the growing
workforce, increased tourism and rising housing prices.
Since 1995, almost 10 million square feet of commercial and industrial space has been
built in the city. This development has brought much needed entertainment and
shopping venues to the citizens and visitors as well
as generating additional sales taxes to help pay for Carlsbad Employment
City services. The development has also enhanced u
Carlsbad’s reputation as a destination resort for 42
tourism. Carlsbad is home to two major resorts: the
Four Seasons Resort at Aviara and the La Costa
Resort & Spa, as well as a number of other quality
zf$fq
31
hotels and motels. In addition, the City is host to a
,998 ,99, 1998 1998
major family theme park: Legoland. Available hotel
rooms in the City now total about 3,200 compared with 2,190 in 1996, a 66% increase.
Commercial and industrial development has also brought some major industries to town
including the Gemological Institute of America, ViaSat, Invitrogen, The Upper Deck and
many others. Commercial/ industrial growth has generated job growth with a resultant
increase in employment in Carlsbad of 20% (between 1995 and 1999).
More jobs, of course, bring with them the need for housing. The job growth in the
Carlsbad region and the City’s reputation for quality has resulted in a strong demand for
housing over the past several years. The City has issued over 8,000 residential building
I
permits since 1996 with median resale housing
Median Home Prices - Resales prices growing by more than 80% in the same time
MO,WO period. Total assessed values in the City stand at
Ioo.wl almost $12 billion, up from $5.9 billion in 1996.
MO.WO Although this accelerated pace is expected to level
2oo.m out over the next few years, the City still expects to
1oo.w add about 4,000 more residential units and an
0 97 additional 5 million square feet of
commercial/industrial development over the next
five years. The City’s residential housing stock is about 75% built out with approximately 10,000 housing units remaining to develop over
the next 20 years.
A-5
Carlsbad’s current economic position is an enviable one. The healthy economy over the
past five years coupled with continued low inflation has kept consumer confidence high ? allowing for increased retail sales and tourism.
The Carlsbad Company Stores, a specialty
outlet center opened in late 1997 has
continued to expand and now contributes over
$1 million annually to the City’s sales tax
receipts. Legoland, the theme park located in
Carlsbad, has also expanded recently.
Legoland contributes to the City’s sales tax
base as well as stimulating the development of
new hotels in the area. The effect of the new
Major Tax Revenues
W Property tax W Sales tax 0 Hotel tax
development and the demand for housing in Carlsbad is an increasing tax base. The
three major revenue sources for the City: property taxes, sales taxes and transient
occupancy taxes (hotel tax), are expected to provide $50.9 million to the City’s General
fund in 2001, growing to $54.7 million in fiscal year 2002. These taxes are the major source of funding for most of the City’s services and allow the City to live up to its
reputation as one of the premier locations in San Diego County.
As with all economic cycles, there are peaks and valleys. The city of Carlsbad has seen
the results of the peaks over the past few years. Indicators are now showing that we
may be heading for a valley. The leading indicators for the San Diego region, as
published by the University of San Diego School of Business Administration fell 1.2
percent in March, which is the latest information available at this time. With this decline,
the Index has fallen or remained unchanged for ten consecutive months. All six of the
components in the Index were down with the largest declines in consumer confidence
and local stock prices. The other components--building permits, initial claims for
unemployment insurance, help wanted advertising, and the outlook for the national
economy-declined by smaller amounts. .
According to the March report, “The outlook for the local economy continues to be for
some difficulty in the second half of 2001. That difficulty is expected to be manifested in
a higher unemployment rate (expected to peak between 3.5 and 4.0%) and weaker
housing and retail sales. Key factors to watch in terms of their impact on the local
economy are the health of the national economy and the impact of the energy crisis
(both gasoline and electricity) during the summer months.“’
Sharp Economic Slowdown Expected
)p‘?,~.‘<,. &.,,’ Fe,‘,.e!.! i‘:“v,:F ,Y c.vc.x-3 ‘%.5‘>:13: I”cd!:.e 5) !?a?! re:
14%
12
10
8
6
4 . 2 . : . _.*
-2. , , . , , . .
Per LAO Ouew~~w of !fle 2007-02 Aday
Revision
Thus, we are heading into the next fiscal year
with some trepidation. In addition to weaknesses
in the local economy, the state of California is
also having budget difficulties, which may impact
local governments. The May revision of the
Governor’s budget reports a $5.7 billion
deterioration in the state’s fiscal condition
brought about mainly by the downturn in the
economy, the dot corn implosion and the energy
crisis. While it’s difficult to tell what the ultimate
impact will be on local governments, the last
recession has demonstrated that if the State
experiences budget shortfalls, it is likely that
local government revenues will also be impacted.
’ USD Index of Leading Economic indicators, March 2001
CITY OF CARLSBAD BUDGET HIGHLIGHTS
During the last recession, the State took over $2.5 million from Carlsbad in the form of a
reallocation of property taxes. These taxes were never allocated back to the City. This time, it is possible that the City may lose some portion of its Vehicle License Fees (VLF).
VLF is collected by the Department of Motor Vehicles on all registered vehicles in the
State of California. It is divided among cities and counties and disbursed to cities mainly
on the basis of population. In the past years, the State gave a tax cut to the citizens of
California by reducing the VLF rate by 67%. At this time, the State is backfilling
(reimbursing) local governments for the loss of this revenue from the State’s general
fund. However, if the State experiences budget shortfalls, they may choose not to fund
the backfill. If this occurs, the City would lose $2.8 million.
As mentioned earlier, California is also in the middle of an energy crisis with rolling
blackouts possible throughout the summer. It appears that there is not enough electricity to go around resulting in skyrocketing electricity and gas prices. Although the
City’s budget has been hit hard by the high costs of these utilities, the larger effect may
be the fallout on other revenue sources. The loss of VLF to the State, cuts in other State
funding, a loss of tourism, decreased consumer spending; all of these may indirectly but
dramatically effect the sales taxes, hotel taxes, business taxes and many other City
revenues. The energy crisis is continuing and at this time it is difficult to say where the
prices may end up and what kind of effect it will have on Carlsbad’s economy.
Despite all of the indicators, a slow down in our local economy has yet to show itself in
any of the City’s revenue streams. Sales taxes are continuing to rise and there have
been no reductions in the number of building permits issued to date. While the short-
term outlook remains uncertain, Carlsbad is positioned well for the future. It is the
Council’s goal to insure that the City remains in good financial health and there are a
number of steps the City has taken to attain that goal. One of these is the growth
management plan. This plan was adopted by the citizen’s to insure that all necessary
public facilities were constructed along with development. It also insures that a
financing plan is in place to pay for the facilities prior to the development of the property.
In addition to the growth management plan, the city also prepares a long-term financial
model for both the capital and operating needs of the City. With a growing city such as
Carlsbad, it is imperative that we plan for the impacts of new development and public
facilities on the Operating budget as well as planning for the capital needed to build
them. Thus, the City prepares a ten-year operating forecast for the General fund and a
20+ year capital improvement program. As part of the capital improvement program,
the City annually calculates the amounts needed to pay for the various projects and
calculates the anticipated operating budget impacts. In this way, we can anticipate the
effects of development from both a capital and an operating perspective.
One of the newer initiatives the City has undertaken to assure its financial health is the
development of an infrastructure replacement fund. With this fund, the City has begun
to set aside money on an annual basis for major maintenance and replacement of its infrastructure. Much of the City’s infrastructure is relatively new; thus, the City has not
felt the full impact of maintenance. By setting aside funds now, the citizens of Carlsbad
can be assured that the proper maintenance and replacement, when needed, will be
performed on the streets, parks and many facilities for which the City is responsible
For fiscal year 2001-02, the City’s revenue projections reflect a reduction in consumer
confidence, slightly increasing housing prices, and continued development, but at a
slower rate than in the past two years. The uncertainty in the economy may show itself
A-7
CITY OF CARLSBAD BUDGET HIGHLIGHTS
in more moderate consumer spending which is expected to slow down the rate of growth
in sales taxes and vehicle license fees as well as in tourisrn which effects the transient
occupancy taxes. More information on all of the City’s revenues and programs can be
found in the later sections of this letter.
OPERATING BUDGET --
Revenue Projections by Fund Tape
The City’s operations are divided into various funds. Each fund has been established
because of certain r restrictions placed on 2001-02 OPERATING REVENlJES the use of the BY FUND TYPE resources received
by that fund. $135.9 MILLION
REDEVELOP-
Estimated revenues INTERNAL
SERVICE MEI’JT
for the City’s five
fund types are shown ENTERPRISE / *%
on the accompanying 22%
graph.
Gc:!;c.p;,! F,;-;j
The fund receiving ERAL
the largest slic#e of 59%
the revenues is the
General fund, with
estimated revenues
of $80.7 million. The
General fund provides funding for the majority of services available to City residents.
The majority of the General fund revenues (77%) are derived from taxes. The graph
below illustrates the sources of revenue to the General fund.
Property taxes, at
$22.5 million, are the
largest General fund
revenue. The city
receives only about
18% of the property
taxes paid by its
citizens. The
remainder of the tax
goes to the school
districts, the state
and other various
agencies.
Sales tax is the
second largest
source of revenue for
the General fund.
Sales taxes are
.
2001-02 GENERAL FUND REVENUES
$80.7 MILLION
LICENSES 8 PERMITS CHARGES FOR
FRANCHISE
PROPERTY
TAXES 28% 4%
1%
estimated to bring in $22.2 million for the 2001-02 fiscal year. Automobile and
department store sales are the most significant contributors to the category of sales tax.
A-8
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Transient occupancy taxes (TOT) are estimated at $10 million and are the third largest
revenue source for the City. Franchise taxes, transfer taxes, and business license taxes
make up the remaining $7.6 million in tax revenues collected by the City.
intergovernmental revenues are revenues collected by the State and other
governmental agencies and allocated to the City based on a formula. Examples of
intergovernmental revenues include motor vehicle license fees, state mandated cost
reimbursements and homeowner’s exemptions. Intergovernmental revenues are
estimated at $5.6 million for the upcoming year.
Licenses and permits account for $1.6 million of the General fund revenues and include building permits and other development related permits. Charges for services are
estimated to be $4.7 million, an 18% decrease from last year, and include fees for
engineering, planning, building, recreation, and ambulance services. Both of these
revenue sources are expected to be less this year not due to economic restraints but
rather because there are simply less new developments ready to build.
Other revenue sources include charges collected from other departments, fines and
forfeitures, and miscellaneous revenues. Those sources total $3.4 million, or 4%, of the
General fund revenue. Income from investments and property are estimated at $3.1
million, or 4%, of the total revenues.
Special Revenue Funds
Revenues from Special Revenue fund are estimated at $10.9 million for 2001-02. 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 such as
Section 8 Housing Assistance, Housing Trust fund, Community Development Block
Grants (CDBG), and maintenance and assessment districts. A new Special Revenue
fund was created this year to account for the Storm Water Protection Program.
Enterprise Funds
Enterprise fund revenues make up the second largest revenue group, totaling $29.9
million. Enterprise funds operate similar to a business in that they charge fees to cover
the cost of their services. Examples of the City’s enterprises include water and
sanitation services and solid waste management.
htet-na/ Service Funds Internal Service fund revenues, projected to be $11.9 million, are derived from charges
to the City programs which benefit from the services rendered. The funds collected
must be used specifically to support the internal service. Examples of the City’s Internal Service funds include Liability, Health Insurance, Records Management, Information
Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement.
R8d8V8/Opn?8nt Ag8nCy Redevelopment Agency revenues, estimated at $2.5 million, come mainly from property
taxes collected within the redevelopment area. Carlsbad has two redevelopment areas.
The original area consists of 204 acres located in the downtown “Village Area” of the
City. The overall goal of the Village area r8d8V8lOpm8nt 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.
A-9
CITY OF CARLSBAD BUDGET HIGHLIGHTS
The second redevelopment area encompasses the land on which the Encina power
plant is located as well as additional parcels south of the plant. Development of a
master plan for this area will begin in the 2001-02 fiscal year. Funds collected within the
redevelopment areas must be used to repay the debt incurred and administration of the
Agency.
Operatins Budqet bv Proaram
The total operating budget for the City equals $136.6 million, which is 5.8% more than
the 2000-01 final budget. The operating budget is categorized by major service area
(MSA). Five MSAs have been identified which represent the key businesses of the City.
The following graph shows the operating budget for each of the MSAs.
I .
2001-02 OPERATING EXPENDITURES
$136.6 M ILLION
Policy& Admin. Public Comm.Dev. Comm. Public Non-Depff
Leadership Services Safety Services Works Conting.
Total funding allocated for the Policy and Leadership Group for 2001-02 is $3.3 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 $15.2 million, includes finance,
records management, human resources, purchasing, information technology, health
insurance, risk management, and workers’ compensation. These departments mainly
provide services to internal City departments. One new position has been added in the
human resources department to staff a pilot “resource pool” program in order to provide
trained clerical support for all departments to use.
Public Safety services are funded at $26.6 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 2001-02 budget
A-IO
CITY OF CARLSBAD BUDGET HIGHLIGHTS
includes three new positions in the police department based upon the anticipated growth
in the City. These positions include a patrol officer, a traffic officer, and a senior police
officer for investigations.
Community Development, with a budget of $14.1 million, provides the services that
guide and oversee the planning and development of Carlsbad as depicted in the City’s
General Plan. The General Plan is the base document that expresses the goals and
public policy relative to future land use. It acts as a “constitution” for development and is
the foundation upon which all land use decisions are based. Also included under
Community Development are the housing and redevelopment programs.
Community Services, with a budget of $13.9 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 2001-02
budget includes two additional park planner positions to assist
with the planning and development of parks over the next five years and well as implementation of a trails program for the city.
The service area requiring the largest amount of funds is Public Works with a budget of
$50.9 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. This
year’s budget includes 5.5 new positions and an additional $1.9
million to fund the new Storm Water Protection Program. This
program was created as a result of the federal mandate to reduce
the pollution in storm water runoff. The building of the majority of
the projects outlined in the $76.5 million Capital Improvement
Program is also a responsibility of this MSA.
The Non-Departmental and Contingency account includes programs not associated with
any particular program and includes 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 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 million. This is slightly lower than the amount adopted in the 2000-01 budget. In
total, the contingency account amounts to 5% of the General fund budget. The
operating budget also includes a $1.5 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.
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 2001-02 totals
$76.5 million. Some of the notable capital projects included in this year’s budget are
described below:
l The acquisition and design of Alga Norte Park located in the southeast
quadrant is planned in 2001-2001. The first phase of development (about
A-11
CITY OF CARLSBAD BUDGET HIGHLIGHTS
20 acres) may include ball fields, soccer fields, tennis courts, picnic areas
and tot lots.
l Construction of Larwin Park and acquisition of additional parkland in the
northeast quadrant are also planned. Larwin Park will be a more passive
park, which will include trails and tot lots, as well as a section for a dog park.
l In the southwest quadrant, construction of Zone 19 Park is scheduled. An
appropriation of $10.5 million is included in the budget for development of
this 24-acre park site, which may include ball fields, basketball and tennis
courts, picnic areas and tot lots, and a community facility.
l Funds are included in the budget to begin planning for the Pine School park
site. An extensive community outreach program with local residents and
various organizations will be implemented to gather public input for the
ultimate design of the park.
l Design of the Coastal Rail Trail will continue. This non-motorized pathway
will be located within the San Diego Northern Railway right-of-way extending
from Oceanside to downtown San Diego and will accommodate bicyclists,
joggers, and roller-bladers. The City expects to receive and additional $1
million in grant funding in 2001-01 to pay for the design.
l The City plans to replace the soccer field at Poinsettia
Park with synthetic turn that is easier and less costly to
maintain, safer, and will allow year-round play. The
total cost is $700,000.
l The 2001-02 CIP includes a portion of the funds needed to complete the
construction of Cannon Road from Faraday Avenue to El Camino Real. This
will complete a major linkage between Interstate 5 east to El Camino Real.
In addition, the widening and re-alignment of Ranch0 Santa Fe Road is
expected to begin.
l Construction of the Public Works Center will begin early in 2002. This
facility will bring together over 170 city employees currently at 4 different
locations together to one location next to the Safety Center on Orion Way.
l A recycled water system is being developed to serve the industrial park
area, and to increase the City’s water supply and reduce dependence on
external suppliers. Funding for the project will come from grants and loans,
which will be repaid from water sales. The project is estimated to cost about
$37 million once complete.
STAFFING
The 2001-02 budget includes a total of 625.25 permanent positions (both full time and
%-time positions) and 142.4 part-time positions (in full-time equivalents). This is an
increase of 25.5 permanent positions and a 1.63 decrease in part-time positions (in full-
time equivalents).
A-12
CITY OF CARLSBAD BUDGET HIGHLIGHTS
As the City develops, the question of financing the necessary infrastructure becomes
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 use of the bond funds is appropriate.
The following table identifies the debt the City has issued, the outstanding principal, the
2001-02 principal and interest payments and the scheduled year of payoff.
City of Carlsbad
Debt Outstanding
jond Name Fund
1997 Hosp Grove Refunding
Certificates of General Participation
Outstanding 2001102 Final
Original Principal Payment Paymen,
Bond Issue at 6/3010-l P&l FY
$ 6,595,OOO $5,055,000 $ 752,285 2009
1997 CMWD Refunding
Certificates of Water Participation Enterprise
1996 Refunding Encina JPA
Sewer Expansion Sewer Enterprise
$ 7,400,000 $3,370,000 $1,220,010 2004
$ 11,080,000 $9,350,000 $ 942,162 2014
1993 Redevelopment
Tax Allocation Redevelopment $ 15,495,OOO $13,865,000 $ 1,046,234 2024 Bonds
Subtotals
I997 Reassessment District
College & Alga Assessment District
$40,570,000 $31,640,000 $3,960,691
$ 18,475,OOO $ 12,680,OOO !§ 2,253,258 2012
997 Carlsbad Ranch
Assessment $ 10,175,438 $9,575,000 $1,022,290 2023 District
I998 Ranch0 Carrillo
Assessment $ 19,600,OOO !$19,280,000 $ 1,462,250 2028 District
Subtotals $48,250,438 $41,535,000 $4,737,798
Totals $ 88,820,438 $73,175,000 $8,698,489
t
A-l3
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Of the total debt outstanding, only $ 5.1 million will be paid back with General fund
monies. Annual debt service payments from the General fund average approximately
$750,000. The remaining debt will be repaid from water and sewer revenues and from
property owners benefiting from the improvements built with bond proceeds.
In addition to the existing issues, the City is considering using debt to fund several new
projects. These include the following:
Community Facilities District: In May 1991, the property owners approved a Mello-Roos
financing district, called Community Facilities District No. 1 (CFD). Approximately $109
million in capital projects will be financed using this mechanism, most of them without
the issuance of debt. The new city of Carlsbad city hall is scheduled for construction
sometime during the period of 2006-2011. Available CFD cash balances will be used to
pay for the design and construction costs, and if necessary, a bond will be issued to
supplement any deficiency. The project will proceed following a thorough review.
Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf
course in the industrial corridor. Funding for the development of the course may be
provided through the use of COPS or other City-issued debt to be repaid from revenue
generated through the operation of the course. Various development options are being
considered. thus, the amount and timing of any debt issue is unknown.
As can be seen from the previous information, the City of Carlsbad is
experiencing a period of solid economic growth that is anticipated to
continue for at least the next year although at a slower pace. As the
City continues to grow, it is evident that the planning and foresight by
the City Council and residents has provided a sound economic base
from which to grow.
Along with the population increases have also come increases in the
resources that allow the quality of life in Carlsbad to be maintained.
Strong growth can be seen in all of the City’s base revenues: property
taxes, sales taxes and transient occupancy taxes. The increased job opportunities from
the development of the industrial and commercial areas is creating a higher demand for
housing which will continue to increase the property taxes. Sales taxes and transient
occupancy taxes are being boosted by the opening of the Four Seasons Resort in 1997;
the Carlsbad Company Stores, a specialty retail mall, in late 1997 with an expansion in
1999; Legoland in early 1999; as well as growth in other hotels and restaurants. In
addition, the development revenues are providing the funding to pay for the services
provided to the building industry and to offset the cost of capital improvements needed
to serve the growing population.
All of these events add to the diversity and strength of Carlsbad’s economic base that
will provide the funding for additional services needed to maintain the quality of life in
Carlsbad. The requests in this year’s budget reflect the anticipated achievement of
Council’s vision and goals for the City. It allocates the available funding in a manner
that proactively plans for the future. This plan will insure top quality services are
provided to all who live, work and play in Carlsbad.
A-14
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02
MAJOR SERVICE AREA
tPOLlCY AND LEADERSHIP GROUP
OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2000-01
2000-01 2001-02 ALLOCATED
I
CITY COUNCIL 1 1
CITY MANAGER 6 6
CITY TREASURER 0.75 0.75
PUBLIC INFORMATION 1 1
CITY CLERK 0 0
CITY ATTORNEY 6 7
ADMINISTRATIVE SERVICES I ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES 81 WORKERS COMP
)PUBLIC SAFETY I
POLICE 138 141 3
FIRE 79.75 79.75 0
)COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
I
~C~MMUNITY SERVICES I
LIBRARY 41.75 46.25 4.5
CULTURAL ARTS 4 4.75 0.75
RECREATION 24 26 2
SENIOR PROGRAM 3 3 0
IPUBLIC WORKS I I 1 ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE 81 OPERATIONS
2 2
8 8
15 15
21 21
2 2
6 6
9 IO
3.75 4 0.25
13 13 0
1 1 0
2 2 0
24 25 1
10 10 0
3 3.5 0.5
48.7 58.7 10
55.75 57.25 1.5
70.3 70.3 0
FULL AND 314 TIME LABOR FORCE 599.75 625.25 25.5
A-15
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (Continued)
ISUMMARY 0F REQUESTED LABOR FORCE BY cATEGoRy I
Full Time Personnel 596 620 24
3/4 Time Personnel in Full Time Equivalents 3.75 5.25 1.5
7000102 ZQQlfQZ Difference
Hourly Full Time Equivalent Personnel 144.03 142.4 -1.63
TOTAL LABOR FORCE 743.76 767.65 23.87
Management Interns 2 2 0
Building Inspector Intern 2 2 0
GIS Intern 0.5 0.5 0
Plannina Intern - front counter 1 1 0
TOTAL LIMITED TERM EMPLOYEES 5.5 5.5 01
A-l 6
2001-02 BUDGET CALENDAR
I DECEMBER
JANUARY
FEBRUARY
MARCH
lAPRlL
u_
JUNE
l Request Capital Project (CIP) submittals
l Set budget policies
l Operating revenue is projected for the General fund
l Operating budget manual is distributed to departments
l Budget preparer’s meeting
l Growth projections completed
l Departments submit CIP requests to Engineering
l CIP analysis
l Draft CIP is submitted to department heads
l Leadership Team (LT) reviews CIP
l Departments submit Operating budget requests to
Finance
l Finance department analyzes and complies the
operating budget submittals
l LT reviews operating budget
l CIP Budget Workshop May 16 Council meeting
l Preliminary operating budget are sent to the printer
l Operating Budget Workshop June 12 Council meeting
l Citizens Budget Workshop June 13
l Council adopts final budget, including: Operating budget,
Capital Improvement Program, and Annual Spending
Limitation June 19 Council meeting
Operating Budget * CIP I
A-17
BUDGET AWARDS
Cali.ornia Sociehj of
43h.micipal3inance Officers
Certificate of Award
Excellence in Operational Budgeting 2000-2002
Preseated to
City of Carlsbad
II Thiscmf~tc ,ecqmia the nchhemmt of&alkM in Opmtimml Bud@tng md ytkts OII outrtrmdq bud+
d-t md the amddym~ byd#ctm~ pmess thmqh which tk bud@ IS mtplemmted
February 26.2001
Dedicated to Excellence in Mnnic&al Finandal Management
JMunicipal3inance -Officers
Certificate of Award
Excellence in Capital Budgeting 2000-2002
Presented to
City of Carl&ad
Thiscmtificatemmgnivrtk ach *t ~fkcrlLacr in Gzpiul JJdptin~ ad n@ts m mdstmding b+ct
domlnrnt and the mderl,wng bdgttq proms through whrch the bud@ is implmmtd.
.’ r., v: ‘. . ,.... .,‘;,.” Fcbruany 262001
p !’ ,- : _ 7;.‘:, c, ‘..
Dedicated to &rcelknce 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 capital budgeting for fiscal year 2000-01. The purpose of these awards is to set a high
standard of professionalism, which will enhance the audiences’ understanding of the mechanics of local government
and special districts and to continue to enhance the budget and its process.
The City of Carlsbad believes that its fiscal year 2000-01 .budget continues to meet the high standards of the CSMFO
program.
A-18
BUDGET AWARDS
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Carlsbad,
California
For the Fiscal Year Beginning
July 1,200O
The Government Finance Officers Association of the United States and Canada (GFOA) has presented an award of
Distinguished Presentation to the City of Carlsbad for its annual budget for fiscal year 2000-01.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a
policy document, as an operations guide, as a financial plan, and as a communication device.
The award is valid for a period of one year only. We believe our current budget continues to conform to program
requirements, and we are submitting it to GFOA to determine its eligibility for another award.
A-l 9
PROGRAM AREA
OPERATING BUDGET
I FISCAL YEAR 2001-02 I
PROJECTED PROJECTED
BALANCE ESTIMATED ADOPTED FUND BALANCE
JULY 1,200l REVENUES BUDGET TRANSFERS JUNE 30,2002
Policy I Leadership Group $3,278,325
Administrative Services 15,213,070
Public Safety 26,572,675
Community Development 141145,488
Community Services 13,936,201
Public Works 50,938,800
Non Departmental & Contingencies 12,479,639 (4,500,OOO)
SUBTOTAL OPERATING $92,522,232 $135,883,398 $136,564,198 ($4,500,000) $87,341,432
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2001-02
2000-01 Continuing Appropriations
$203,752,285 $69,543,457 $76,515,614 $4,500,000 $201,280,128
(67,960,927]
$133,319,201
TOTAL OPERATING AND CAPITAL $296,274,517 $205,426,855 $213,079,812 SO $220,660,633
I FISCAL YEAR 200041 I
PROGRAM AREA
OPERATING BUDGET
BALANCE JULY 112000 ESTIMATED REVENUES
rHuJkC;ltv
ESTIMATED FUND BALANCE EXPENDITURES TRANSFERS JUNE 30.2001
Policy / Leadership Group $2,622,657
Administrative Services 13,524,548
Public Safety 24435,674
Community Development 10,930,043
Community Services 11,617,304
Public Works 44,049,976 (4,300,000)
Non Departmental & Contingencies 10,377,856
SUBTOTAL OPERATING $82,768,817 $131,611,473 $117,558,058 ($4,300,000) $92,522,232
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2000-01 $212,268,137 $47,041,432 $60,057,284 $4,500,000 $203,752,285
TOTAL OPERATING AND CAPITAL 5295036.954 $178.652.905 5177.615342 S2Qct.OQ9 2296.274.517 1
A-20
2001-02 OPERATING BUDGET OVERVIEW
The Operating budget for fiscal year 2001-02 totals $136.5 million with revenues for the year
estimated at $135.9 million. General fund revenues are estimated at $80.7 million and
budgeted expenditures are $80.8 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 2000-
01, as well as those estimated for 2001-02.
I REVENUE SUMMARY
BY FUND TYPE I
(In Millions)
PROJECTED ESTIMATED
FUND 2000-01 2001-02
GENERAL FUND $ 80.3 $ 80.7
SPECIAL REVENUE 9.0 10.9
ENTERPRISE 29.0 29.9
INTERNAL SERVICE 11.2 11.9
REDEVELOPMENT 2.2 2.5
$ %
CHANGE CHANGE
$ 0.4 0.5%
1.9 21.1%
0.9 3.1%
0.7 6.3%
0.3 13.6%
TOTAL I$ 131.7 1 $ 135.9 $ 4.2 3.2%
Revenue estimates for the Operating budget indicate that the City will receive a total of $135.9
million, a $4.2 million increase over the current year projections. The majority of the increase is
in the Special Revenue and Redevelopment funds due to new programs proposed for the
upcoming fiscal year. 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.
I SIGNIFICANT GENERAL FUND REVENUES I (In Mil ions)
PROJECTED ESTIMATED
FUND 2000-01 2001-02
PROPERTY TAX $ 20.3 $ 22.5
SALES TAX 21.1 22.2
TRANSIENT OCC. TAX 9.5 10.0
VEHICLE LICENSE FEES 4.2 4.3
DEVELOPMENT REVENUES 6.5 3.4
ALL OTHER REVENUE 18.7 18.3
TOTAL $ 80.3 $ 80.7
$ %
CHANGE CHANGE
$ 2.2 10.8%
1.1 5.2%
0.5 5.3%
(!:,
2.4%
-47.7%
(0.4) -2.1%
$ 0.4 0.5%
B-l
This year it is expected that property taxes will grow to $22.5 million, just slightly more than the
projected sales taxes. After the recession of the early 1990’s, the City’s sales taxes climbed
quickly back to their former levels while it has taken property taxes much-longer to catch up.
Property taxes tend to lag the rest of the
economy as the tax for the upcoming fiscal Property and Sales Taxes year is based on assessed values from the IWO’S1
previous January. So, the taxes to be
received for fiscal year 2001-02 are based on
values as of January 1, 2001.
Property taxes also have a cap on how fast
they can grow. This is due to Proposition 13.
Proposition 13 was adopted by the State in
1978. The proposition limits the growth in
5,000 _
- 92 93 9~ 95 96 97 98 99 w o1 DZ~
1
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 housing activity.
In more recent years, we have seen robust growth in property taxes due to new developments
and a large number of resales within the City, spurring revaluation of the parcels. The sale of
the Encina power plant, located along the shore in Carlsbad, is another factor contributing to the
rising property taxes. With the deregulation of the power industry, San Diego Gas and Electric
sold the electrical generating plant to Cabrillo Power in March 2000. Since the plant was
previously considered Public Utility property, it was assessed a unitary tax of which the City
received a very small share. Now that it is privately owned, it is locally assessed and taxed
giving the City an estimated $250,000 more in property taxes.
Sales taxes are expected to total $22.2 million for 2001-02, an increase of 5.2% over the 2000-
01 projections. These projections assume a base increase of 4.6% 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
Sales Taxes taxes received come from this source.
New car sales throughout California have
Business to Misc been very strong during the past several
ral Retail years. The projections assume that this
trend will begin to slow down as the
economy softens and consumer
confidence declines. The expansion of
Carlsbad Company Stores, an upscale
Products outlet mall, as well as other new
restaurants and smaller retail sites, will
help to keep Carlsbad’s sales taxes
growing in the upcoming year.
Sales tax estimates also include approximately $660,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies to fund public safety services.
c
*1
The third highest General fund revenue source is Transient Occupancy Taxes
- : (TOT or hotel taxes) estimated at $10 million for 2001-02, an increase of 5.3%
c
ri
over 2000-01 estimates. These projections reflect an increase of 3% in the total / taxes received from our current hotels with additional amounts added for a new
B-2
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
Development Revenues and Building Permits months or years before any structures
are actually built. Development-
s9,ooo 2.5W
ts.ow
related revenues increased coming
s7.cm 2.m out of the recession as development in
ts.m S5.OOQ 1 SW the City picked up and housing
54.ooo
s3.0 1.m demand grew. The City continued to
s2.m 5ca $l.aQ
issue a significant number of building
so 0 permits in 1997 through 1999;
92 93 94 95 98 97 98 99 00 01 02 however, the revenues for planning
and engineering services dropped off;
-Revenues -Res Permits issued thereby, flattening the total
development revenues received.
Based on the citywide growth projections shown in the Capital Improvement Program section of
this document, a 55% decrease in building permit revenue is ,expected for the 2001-02 fiscal
year. This indicates a significant decline in building permit revenues, as there are fewer units
ready to be permitted in Carlsbad. Smaller declines are anticipated in the other development
revenues.
hotel expected to open in 2001-02. The addition of this new facility will bring the total rooms
available in Carlsbad to over 3,200.
Vehicle License Fees (VLF) collected by the City have 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 $4.2 million
in fiscal year 2001. The high growth rate has been partly due to Carlsbad’s increasing
population and partly to increasing auto sales statewide. The City’s projected VLF anticipates
slower growth in the upcoming year due to the uncertainties in the economy and a lower
population increase.
All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees,
recreation fees, and other charges and fees. The estimate for fiscal year 2001-02 totals $18.3
million, a slight decrease from fiscal year 2000-01.
The largest increase in the other revenues is in franchise taxes. Franchise taxes are expected
to increase by 12.7% in the upcoming fiscal year due mainly to events in the power industry.
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes due to
deregulation of the power industry. The majority of the “in-lieu” taxes received are generated by
Cabrillo Power, the operator of the Encina Plant. When the plant belonged to SDG&E, there
were very limited “in-lieu” taxes received. With the change in ownership, the taxes received
from this source have increased significantly.
In addition to the changes in franchise tax calculations and energy providers that came with
deregulation, the state has found itself in an energy crisis with too little supply for the demand.
The result has been skyrocketing gas and electric prices. SDG&E currently has a price cap on
B-3
what they can charge to customers but they are continuing to calculate the difference between
what they charge and the actual costs incurred. Franchise taxes are paid on the amount
collected, not on the actual cost. At this time, it is unknown how or when the excess costs will
be paid back to SDG&E.
With all the uncertainty in the industry, projecting franchise taxes is very difficult. For revenue
estimating purposes, we have assumed a total increase of 17% in fees paid by SDG&E, which
represents a 30% increase in rates and a 3% increase in the “in-lieu” franchise taxes paid.
Business license taxes are closely tied to the health of the economy and show an estimated
4.6% growth rate for 2001-02. The city is continuing an aggressive information and compliance
program that should help to achieve this increase.
Income from investment and property is projected to decrease by 16%. Some of the
decrease in investment income is due to changes in market conditions from one year to the next
and some is from lower projected cash balances. A $400,000 drop in other revenue is also
projected. Other revenue in 2000-01 contained several unusual receipts that are not expected
in the next year.
Overall, the General fund revenues are expected to grow by only .5% in the upcoming year.
The 7% growth in the tax base has been offset mainly by decreases in development revenues.
This is a change from the past five years during which the City experienced revenue growth
between 9 and 17%. Much of the growth was due to the opening of new hotels and retail
outlets, which provided a large boost to the total revenue picture. Next year, there are fewer
new sources of revenue and significantly lower development expected resulting in a much lower
overall rate of growth.
Other Funds
Revenues from Special Revenue funds are expected to total $10.9 million; an increase of $1.9
million from 2000-01. The types of
services supported within Special
Revenue funds include programs Special Revenue Funds
funded by specific revenue streams Storm Water
such as grants (Section 8 Housing
Assistance, Community Development
Block Grants), donations, special fees
and assessments (Housing Trust fund,
Maintenance Assessment districts).
The largest changes in the Special
Revenue funds occurred in three Trust
programs: Storm Water Protection,
Section 8 Housing and the Housing
Trust fund. The Storm Water
Protection program is new this year and was created to respond to federal mandates to reduce
the pollutants in run-off water that flows through the City’s storm drains. More information on
this program can be found in the Expenditures section. There is currently no funding source for
this mandated program; so, it is being funded through an advance from the General fund of $1.9
million. Staff will be working over the next year to find a more permanent method of funding all
the requirements of this program for the future. The Section 8 Housing program received an
additional allocation of 75 vouchers from the federal government resulting in an increase in
grant funds of $1.6 million. The increase from these two programs offset the $1.2 million
Solid Waste- Golf Course
Enterprise Revenues
decrease in the projected Housing Trust fund revenues. The Housing Trust fund receives fees
from developers in assist in the development of affordable housing in Carlsbad. These revenues
are expected to decrease in the upcoming fiscal year as a result of less development activity.
Enterprise fund revenues for 2001-02 are projected at $29.9 million; up 2.8%, or approximately
$800,000. Enterprise funds are similar to a business in that rates are charged to support the
operations that supply the service.
Carlsbad Enterprises include the
water, recycled water and
sanitation services, solid waste
management, and the Carlsbad
Golf Course. The water, recycled
water and sanitation operating
funds all project slightly increasing
revenues for the upcoming year.
The increase is due mainly to
population growth throughout the
City. No change in the rate
I structures is anticipated for next
fiscal year.
Operating revenues to the Golf Course Enterprise fund have decreased this year. The City had
been transferring $600,000 per year to this fund to assist in financing a future municipal golf
course. At this time, the project is stalled in the permitting process with the environmental
agencies. Thus, the transfer is not needed, as there is sufficient money in the fund for the
maintenance of the land.
Internal Service funds show estimated revenues of $11.9 million for 2001-02, an increase of
$800,000, or 7%, over 2000-01 projections. Internal Service funds provide services within the
I 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 $2.5 million in the upcoming year, a 16%
increase. Most of the increase is due to the creation of a new redevelopment area - the South
Carlsbad Coastal Redevelopment Area. The new area is expected to generate approximately
$500,000 in property tax revenue in the upcoming fiscal year.
B-5
EXPENDITURES
The City’s operating budget for 2001-02 totals $136.5 million, which
represents an increase of $7.4 million, or 5.8%, from the current 2000-01
budget. This increase is due to a number of changes within the programs
found in each of the funds. These will be discussed later in this document.
Budaetatv Policies
Budget policies were developed this year under a new process. This new process is generally
known as “Expenditure Control Budgeting” or ECB. Using this new approach, each department
was given a block appropriation containing sufficient funds to provide the current level of
services for the upcoming year. As Carlsbad is a growing city, the block needed to contain
sufficient funds to pay for inflationary increases as well as growth in the customer base.
For the 2001-02 budget, the block was calculated as follows:
= Personnel costs were calculated for all currently authorized positions and then increased
by a growth factor of 6%.
n Maintenance and Operation costs were calculated using last year’s adopted budget
increased by an inflation factor of 5% and a growth factor of 6% for a total of 11%.
m Capital Outlay requests were not included in the block budget. These one-time items
could be requested separately. Approved capital outlay requests were added to the
operating budgets.
Based on the above calculation, the operating budget reflects an average increase of 8% as
compared to the 2000-01 adopted budget. All new positions needed to maintain the same
service levels are funded from the block appropriation. Budgets are not to exceed the block
amounts and no additional appropriations are expected during the year except in the case of a
significant unanticipated event. Any amounts that are unspent at the end of the fiscal year will
be carried forward in their entirety to the new year.
In addition to the block appropriations, budgets requests could be made to implement specific
goals or to operate new facilities. If the request was approved, then the additional funds were
added to the budget.
The 2001-02 budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization:
l The Records Management Program is now being shown as an Internal Service fund rather
than as a program within the General fund. This allows the allocation of the program costs
to the user departments based on usage of the services. In this manner, the City will be
able to provide a more accurate accounting for the costs of each program. The costs for the
Records Management program are allocated to departments based on the number of users
of the system in each department.
l A separate fund for the new Storm Water Protection Program has been created. This will
enable us to track the costs of this program separately. Currently there is no funding source
for this program; therefore, a General fund transfer was made to this fund in the amount of
next years budget. This fund includes all the new costs associated with the program as well
as some existing personnel and maintenance and operation costs for Storm Water
Protection that were previously recorded in the General fund engineering budget.
. The library receives two state grants, PLF and CLSA. In the past, these revenues were
recorded in a Special Revenue fund and the Library budgeted in these funds for library costs
such a books and special supplies. In order to simplify the accounting, the revenues and
expenses were transferred to the General fund in the 2001-02 budget. The amount of the
revenues estimated for 2001-02 is $300,000.
Budget Recommendations
Through the application of these guidelines and policies, the 2001-02 operating budget of
$136.5 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 an aggressive capital projects
schedule, a continued focus on public safety and technology, and the new Storm Water
Protection program.
The 2001-02 operating budget includes 24.5 new full and three-quarter time employees; an
increase of 3.6%. The net decrease in hourly staff, totals approximately 1 .I3 full-time
equivalents (FTE). These changes will bring the total City workforce to 624.25 full and three-
quarter time employees and 142.9 hourly FTE. These and other changes are addressed in
more detail as follows.
Capital Improvement Projects
The City has a large number of major capital improvements scheduled to be built over the next
five years. Many of these are park and street projects as required under the City’s growth
management program. The details of the program can be found in the latter sections of this
document entitled “Capital Improvement Program” (CIP). In order to meet the development
schedule shown in the CIP, five new positions are being proposed.
Park Proiects and Trails - The operating budget includes two Park Planners, a Senior Planner
and a Senior Civil Engineer to assist with the planning and development of parks over the next
five years, including Zone 19 Park, Larwin Park, Alga None Park, Pine School Park and Phase
II of Poinsettia Park. One half of one of the Park Planners will be dedicated to implementation
of a trails program for the City while the remainder of their time will be spent on the park
projects.
Street Proiects - In order to improve traffic flow in our city as it continues
to grow, several large street construction projects are also planned for the
next 5 years. Public Works is responsible for the planning, design and
construction of these projects. Included in the budget is a Deputy Public
Works Director who would serve as the City Engineer. Currently, the
Public Works Director is performing this role.
Public Safety
Public safety has always been a top Council priority. As the population of our City continues to
grow, additional public safety staff is required to maintain the current level of safety services.
There are three new positions included in the budget this year to continue Council’s focus on
public safety. These positions include a patrol officer, a traffic officer, and a senior police officer
B-7
for investigations. The patrol and traffic officers are needed as a result of the increase in
population. The additional senior officer in investigations will allow the unit to address elder
abuse, fraud and ID theft. In the last four years the number of these cases has increased and
the average investigation time of these cases is six months. With the elderly increasing along
with the population, the numbers of these cases are expected to continue to increase.
Storm Water Protection Program
As a result of the federal mandate to reduce the pollution in storm water runoff, and to meet the
requirements of the San Diego Regional Water Quality Control Board (otherwise referred to as
the Storm Water NPDES Permit), the budget includes a new program at a cost of $1.9 million
and an additional 5.5 positions. The new positions include two Maintenance Workers, one
Engineering Technician, two Environmental Specialists and a half time Business Systems
Specialist. The following are the components of this new program included in the budget:
. Evaluation and Control of all existing industrial, commercial, residential and municipal
developed areas or facilities to minimize the short and long-term impacts on receiving
water quality.
= Conducting educational efforts and outreach to the public and focus groups regarding
the new requirements on all the different sectors covered.
. Modifications to the City’s Municipal Code in order to allow of enforcement associated
with the Permit.
. Preparation of funding options for the programs being implemented.
n Review and modifications of all existing Municipal facilities to prevent or reduce the
pollutants in runoff.
n Administration and coordination to meet compliance with the requirements in the Permit.
n Review all Land-Use planning for new development and redevelopment, including
review and revision, as needed, of the General Plan.
Technology
The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. This year’s budget
includes $500,000 for a new automation system for the library. This would
replace the current outdated system with a state of the art system. The
budget also includes $125,000 to continue implementation of the Document
Management System. The Document Management system will reduce the
time it takes staff to research archived documents and eventually allow the
public to access and retrieve public documents electronically. The budget also includes
$40,000 for a Request of Action system which allows the City to respond quicker to requests
from citizens and other customers.
Administrative
As the City grows and new programs are created and existing programs are enhanced, there is
an increase in the need for administrative support. In order to meet this need, the budget
includes an increase of 3.25 full time clerical positions. Two of the positions are in Public
Works, one in Human Resources and the other is an increase from a % time to full time position
in Community Development. The Public Works and Community Development positions will
assist with the document management responsibilities in their departments as well as other
clerical duties.
The Human Resources position will staff a pilot “resource pool” program in order to provide
trained clerical support for all departments to use. This program will provide a floating clerical
B-8
employee available to fill short-term gaps in staffing. Staff will evaluate the effectiveness of the
program after one year to determine the effectiveness and efficiencies of the program.
Budaet by Fund Type
From the discussion above, it can be seen the overall increase in the budget is a combination of
the increases given in the block budget and the new programs and goals mentioned above.
I BUDGET EXPENDITURE SUMMARY
BY FUND TYPE I
(In Mil
BUDGET
FUND 2000-01
GENERAL FUND $ 77.1
SPECIAL REVENUE 8.5
ENTERPRISE 28.5
INTERNAL SERVICE 13.1
REDEVELOPMENT 1.9
TOTAL $ 129.1
ions)
BUDGET $ %
2001-02 CHANGE CHANGE
$ 80.8 $ 3.7 4.8%
10.7 2.2 25.9%
29.8 (A:;) 4.6%
12.9 -1.5%
2.3 0.4 21.1%.
$ 136.5 $ 7.4 5.7%
The discussion below of budgeted expenditures by fund and program will provide more
information about the changes occurring in the budget.
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.
1 GENERAL FUND EXPENDITURES I BY MAJOR SERVICE AREA
(In Mil ms)
PROJECTED ESTIMATED $ %
,FUND 2000-O 1 200 I-02 CHANGE CHANGE
POLICY/LEADERSHIP $ 2.8 $ 3.3 $
ADMINISTRATIVE SERVICES 6.1 5.0 (Y::
17.9%
) -18.0%
PUBLIC SAFETY 24.1 26.4 2.3 9.5%
COMMUNITY DEVELOPMENT 5.6 6.0 0.4 7.1%
COMMUNITY SERVICES 11.6 13.4 1.8 15.5%
PUBLIC WORKS 13.7 14.2
(2
3.6%
NON-DEPARTMENTAL 10.5 8.5 ) -19.0%
CONTINGENCY 2.7 4.0 1.3 48.1%
ITOTAL $ 77.1 $ 80.8 $ 3.7 4.8%
Total budget for the General fund is $80.8 million, which is 4.8% more than the current budget
of $77.1 million. The Council Contingency account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4 million, or approximately 5%, of
the 2001-02 General fund budget. This is a slightly lower percent than the 6% used last year.
In the past, the contingency account was used to fund salary increases granted during the year.
B-9
In 2000-01 these totaled $1.5 million. Using the block budget approach, these increases will be
funded from the block budgets rather than from the Council’s contingency account.
There are several reasons for the changes in the General fund’s budget compared to the 2000-
01 budget in addition to the changes previously discussed. A comparison by Major Service
Area (MSA) is provided below.
. The Policy/Leadership Group includes all elected officials and the City
Manager’s Office. The increase in this area is due to Records
Management costs allocated to the Clerks budget. With the
conversion of Records Management to an Internal Service fund, the
Clerks budget was allocated $175,000 for Records support to the Clerks
department. The Public Information budget was also increased by
$75,000 to fund the City’s 50th anniversary celebration.
. Administrative Services’ $1 .l million decrease is mainly due to the movement of
Records Management to an Internal Service fund. The Records budget totaled over
$1.5 million in 2000-01 and is now shown separately as an Internal Service fund.
. The growth in Public Safety is due mainly to increases in the block budget for inflation
and population growth. All new positions were funded out of the block budget. An
additional $55,000 was added to the Fire budget for implementation of the Automatic
External Defibrillator (AED) Program. This program will place AED’s throughout City
buildings and recreation areas and train city employees on their use. This will allow for
early defibrillation at these locations, which is a vital component in surviving a heart
attack. Last year three of these devices were installed at our libraries and senior center.
The plan this next year is to install 12 of these in various city facilities including: City Hall,
Council Chambers, Faraday Center, Harding Community Center, Oak Street Building,
and the Parks building.
. In the Community Development area, the 7.1% increase is mainly due to the addition of
one Senior Planner and a half time hourly FTE planner.
. A substantial portion of the 15.5% increase in Community Services is due to the transfer
of costs previously recorded in Special Revenue fund (the library’s PLF and CLSA state
grants) to the General fund, the new library automation system, and the addition of the
two park planner positions.
. Public Works shows a slight increase of 3.6%. The reason for such a small increase is
due to the transfer of approximately $200,000 in costs from Engineering to the Storm
Water Protection program. In addition, a one-time cost of $300,000 was included in last
year’s budget for the green LED traffic lights.
. 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 $2.8 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. In addition, due to the uncertainty of the Golf Course project, the
usual $600,000 transfer to this fund was not scheduled for next year.
. Capital outlay expenses totaling approximately $1,311,025 have been included in the
General fund budget.
B-10
Changes In Other Funds
Special Revenue funds, at $10.7 million, show an increase in anticipated spending of
approximately $2.2 million, or 25.9%. The increase is mainly attributable to the new $1.9 million
Storm Water Protection Program fund. Other increases include increases in utility costs in the
Street Lighting budget. Due to the uncertainty of future utility costs, an additional $150,000 was
added to the Street Lighting budget. The Section 8 budget also increased by $1.6 million due to
an additional 75 vouchers received for the next fiscal year. These increase were offset by the
decrease of approximately $400,000 as a result of the transfer of the CLSA and PLF funds to
the General fund.
Enterprise funds total $29.7 million, which is an increase of $1.4 million, or
4.6%. These increases are mainly due to the block budget increases for
inflation and increase customer base. No increase in rates is forecasted for
the next year.
The Internal Service funds budgets decreased in total by $200,000. The
Internal Service funds are self-supporting through user charges. The transfer
of Records Management caused an increase of $945,000 while the Vehicle Replacement
budget decreased by $1.4 million. The Vehicle Replacement budget varies from year to year
depending on the need for replacements. A list of the requested vehicle replacements can be
found at the end of this document.
The Redevelopment Agency budgets have increased for 2001-02 by a total of $425,000. This
is mainly due to an additional $400,000 budgeted for the South Carlsbad Redevelopment Area
master plan. This new redevelopment area, adopted in July 2000, encompasses the Ponto
Area and the Carlsbad Boulevard area from Poinsettia Lane to the southern city limits. Creating
this redevelopment area allows the City to facilitate improvements to the Encina Power Plant,
provides a funding source for the Carlsbad Boulevard realignment and promotes the
redevelopment of underutilized properties in the Ponto area. Development of a master plan will
address land use planning, development standards and design guidelines, public improvements
and miscellaneous redevelopment activities specifically for this area.
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. The increased job
opportunities from the development of the industrial and
commercial areas as well as Carlsbad’s reputation as a quality
city are keeping the demand for housing growing which in turn
increases the property tax base. The opening and expansion
of the Carlsbad Company Stores, the Four Seasons Resort,
Legoland and other commercial ventures enhances Carlsbad’s standing as a destination resort.
The growing tourism industry provides higher transient occupancy taxes (TOT) and sales taxes.
All of these events add to the diversity and strength of Carlsbad’s economic base, which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad. This
year’s budget reflects the anticipated achievement of Council’s vision and goals for the City. It
allocates the available funding in a manner that proactively plans for the future. This plan will
insure top quality services are provided to all who live, work and play in Carlsbad.
B-l 1
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
UNRESERVED
BALANCE
JULY 1,200O
ESTIMATED
REVENUES
PROJECTED
ESTIMATED FUND BALANCE
EXPENDITURES TRANSFERS JUNE 30.2001
GENERAL FUND 44.430.701 80.282,000 70.653.722 l.ooO,~ 55.058.979
ISPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 6
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAlNTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDEG ENTITLEMENTIREHAB
COMMUNITY ACTlVlTY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
406.416 152,480 67,006
230,463 13,743 146,864
35,666 171.4w 65,OCfJ
225,276 3.057.936 3,142,060
4.673.054 2,200.mo 263,595
255.701 17,wo S.ooO
77.974 27.900 21,000
602.594 640,755 463,380
152,634 472,961 530,ooa
1.131,137 663,383 626,647
753,370 41,029 7,176
95.200 196,723 14o.c!m
147,732 145.290 150,000
51,057 38,037 24,940
0 202,451 195,934
151.302 43,wo 96,CilO
2,702 473,215 473,215
1.030.476 70,ca WJOU
249.296 17,oOO 26,684
3,992 2,622 2.900
66.909 103.800 38.515
TOTAL 10.744.377 8952.527 6.803296
ENTERPRISE 1
WATER OPERATIONS 6.724.564 19.205.354 18996,147 6933.791
RECYCLED WATER OPERATIONS 695,765 1,880,355 1.709.718 1,066.422
SEWER OPERATIONS 3.617.630 6460,043 5.493.621 4.764.252
SOLID WASTE MANAGEMENT 2.941.993 744,276 295,968 3.390.301
GOLF COURSE 1.505.267 750,ooo 380,000 1,875,267
TOTAL 15.885.459 29.040.028 26.875.454 18,050,033
IINTERNAL SERVICE
WORKER’S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
I
1.102.267
2.864.258
(213.040)
413,954
4.769.512
1.405,222
10,362.173
IREDEVELOPMENT I
VILLAGE OPERATIONS
VILLAGE DEBT SERVICE
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS
SCCRA LOW/MOD INCOME HOUSING
377.192 264.888 458,381
6wmJ 1.45o.ooa 1,350.ooo
108,915 461.900 110.657
715,980 937,243
997,473 1.102.834
2,768,OOO 2,558,556
1.680,055 1.428,487
1.773.622 1.566.448
3.315,ooo 3.690.978
11.160.130 11.306,548
TOTAL 1346.107 2.178.788 1 .919,038
New fund
491.890
97,342
121,488
141,156
8,789.459
263.701
84,874
959.969
95,595
1.166.473
787,223
153,923
143.022
64,154
6,517
96,302
2,702
1,050,478
237,632
3.714
133,994
12.893608
(1 .@Jww
681,004
1,688.897
(3.598)
New fund
665.522
4.954.686
1.029.244
9.215,755
280,ooo
WWWJ)
483,899
680,ocQ
460.156
New fund
New fund
1.603.857
TOTAL OPERATING FUNDS $62,768,617 $131.611,473 $117.558.058 $0 $96,822,232
B-12
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTEDFUNDBALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1.2001 REVENUES EXPENDITURES TRANSFERS JUNE 30.2002
GENERAL FUND 1 55.058.979 8Q654.000 80.794.237 296,945 55.215.667
24,552
(24.552)
(153,923)
(143,022)
0
509.890
107,342
128.488
89,398
7.521.036
263,701
48.074
930,425
39,240
920,794
827,752
0
0
63.464
13.083
302
2.702
1,050.476
232,632
1,592
73.509
SPECIAL REVENUE I
1,873,190 1.873.190
50,ooo 32,000
185.634 175,634
5,000 0
4.650,604 4,748,914
1,010,000 253.871
12,000 12.000
lO.OW 46,800
646,057 675.601
479,130 535,485
88aQ66 1.108645
42.029 1,500
0 0
0 0
29,000 29,750
202.500 195,934
32,000 128.000
737,668 737,688
85,000 65,000
15900 20,ow
200 2,322
21.oco 81.485
STORM WATER PROTECTION 0
POLICE ASSET FORFEITURE 491.890
COPS GRANT 97,342
LAWENFORCEMENTBLOCKGRANT 121,468
HOUSING SECTION 8 141.156
HOUSING TRUST FUND 6.789,459
LIBRARY ENDOWMENT FUND 263,701
LIBRARY GIFTS/BEQUESTS 84,874
TREE MAINTENANCE 959,969
MEDIAN MAINTENANCE 95,595
STREET LIGHTING 1.168.473
BUENA VISTA CRK CHNL MNT 787,223
STATE GRANTS (CLSA) 153,923
STATE GRANTS (PLF) 143,022
ARTS SPECIAL EVENTS 64,154
SENIOR NUTRITION 8.517
SENIOR DONATIONS 98.302
CDBG ENTlTLEMENTlREHAB 2,702
COMMUNITY ACTIVITY GRANTS 1.050.478
CULTURAL ARTS PROGRAM 237,632
SISTER CITY DONATIONS 3,714
ARTS GENERAL DONATIONS 133,994
TOTAL 12,893.808
IENTERPRISE I
10.926998 10.721.819 12.801.642
WATER OPERATIONS 6.933.791
RECYCLED WATER OPERATIONS 1.068.422
SEWER OPERATIONS 4.764.252
SOLID WASTE MANAGEMENT 3,390.301
GOLF COURSE 1.875.287
20.414441 20.508,996 8,839,236
1.894.801 1,819.980 1,141.243
8.644.714 8,910.298 4.518,666
790,ooo 188,683 3.991.618
110,ooo 345.m 1.640,267
29.853.956 29,772,957 16,131.032 TOTAL 18,050,033
/INTERNAL SERVICE J
WORKER’S COMP SELF INSUR 881,004 669.829
RISK MANAGEMENT 1.688.897 916,825
HEALTH INSURANCE (3.598) 2.645.220
RECORDS MANAGEMENT 0 789.100
VEHICLE MAINTENANCE 665,522 1,491,944
VEHICLE REPLACEMENT 4.954.688 1.690.075
INFORMATION TECHNOLOGY 1,029.244 3.721.212
1 .018,717 532,116
1342,411 1.263.311
2,628,7W 12.922
945,420 (156.320)
1.731.730 425,736
1.064.251 5580,510
4,176.084 574,372
12.907.313 8.232647 TOTAL 9.215.755 11.924.205
IREDEVELOPMENT
VILLAGE OPERATIONS 463,899 61,715 776,282 458,000 227,132
VILLAGE DEBT SERVICE 68o.ooo 1,540.ooo 1.084,oca (458mv 678.000
VlLLAGE LOW/MOD INCOME HOUSING 460.158 415,ooa 113,620 761,538
SCCRA OPERATIONS 0 364.100 364,099 1
SCCRA LOW/MOD INCOME HOUSING 0 123.424 29.871 93,553
TOTAL 1.603.857 2.524.239 2.367.872 1.760.224
TOTAL OPERATING FUNDS $96,622,232 $135.883.398 $136.564.198 SO $96.141.432
B-l 3
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS%
OF FY W-01
PROJECTED
DIFFERENCE
2OW-01 TO
2W1-02
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-W 2Wo-01
ESTIMATED
REVENUE
2001-02
IGENERAL FUND I
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
$16,762.040 $20,291 .Wo
19,493.247 21,130,Wo
8333.196 9.5wooo
2,591.779 3.82O.WO
1,863,514 2,2cQJoo
993.028 l.lW,Wa
$22,5W,WO
22,200,ow
10,ooo.ooo
4,306,Wo
2,300.~
9wmJ
10.9% 2,209.ooo
5.1% 1.070.ooo
5.3% 5w,Wo
12.7% 486,WO
4.6% 1w.ca
-10.0% (11O.of-w
7.3% 4.255,WO 50,036.802 58,041 ,ooa 62.296.‘.XXl
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
3.793.919 4,300,Wo 2.4% 100,ooo 4,2W,WO
1,209.Goo
5.409.ooo
3.4% 41,Wo 1.109,605 1,250.oW
4.903.524 5.55o.cca 2.6% 141,Wo
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES 8 PERMITS
TOTAL LICENSES 8 PERMITS
2,166,584 2,2w,Wo
1.164.267 1.300.Wo
1 W%~
55o.ooo
-54.3% (1,195.m)
-57.7% 175o.Wo)
3ww9 -55.6% (1,945,WQ 3.320.851 1,555.Wo
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
563,372 750,oW
1.421.681 1,-.OfJO
1.114.900 750,Wo
931,045 1,160,Wo
886,477 1.051,m
579.302 599,Wo
450,Wo
690,WO
7w.Wo
1.2CWW
1,078,OW
820,WO
40.0% (3Wmx
-54.0% WJ.‘3W
-6.7% (5ww
3.5% WJW
2.8% 27,WO
3.5% 21 .ooo
5,810,WO
797,000
-18.5% (1.072.CW
-0.9% (7,Ww
5,498,777
770,949
4,738.Wo
79o.oco FINES AND FORFEITURES
2,226,973 3.725.ooO
INCOME FROM INVESTMENTS
AND PROPERTY 3.125.WO -16.1% www
2,W6.923 2.1 w,cco 2.1w,ooo 0.0% 0 INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES 597,693
TOTAL GENERAL FUND 69,362.492 80,282.WO
-44.4% (4W.Wq
80.654.Wo 0.5% 372,WO
B-14
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUE REVENUE REVENUE OF FY W-01 2000-01 TO
REVENUE SOURCE 199940 2wo-01 2cm-02 PROJECTED m1-02
ISPECIAL REVENUE FUNDS I
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND 0 0 1.873.190 0.0% 1.873.190
0 n 1.673.190
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
66.515 120,460 WXJO
22.650 32.000 2o.ooa
-75.1% cJww
-37.5% ~12.cm)
89.165 152,480 -67.2% (102,480)
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
172,316 0 0.0% 175.634 175,634
10.000
185.634
-27.2% (3,743) 13,743 13,239
185.557 13.743 1250.8% 171.691
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
0 156,872 0
4,309 4,936 5mo
0 9.592 0
-100.0% (156,872)
1.3% 64
4,309 171,400 5mO -97.1% (15WW
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
4,694 6,467 10.ooo 54.6% 3,533
l&O,724 3,c45,cco 4ww4 52.4% 1,595,6&l
6.471 6.471 0 -1 00.0% (6.471)
1.451,869 3.057,936 4,650,604 52.1% 1.592.666
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
331 ,017
1,263.336
11.387
370,ow 250,ooo
760,ooo
n
-32.4% U2O.ooo)
-38.8% (461,666) 1,241.686
588.314
2,200,ooo
-100.0% (566,314)
1,010,m -54.1% (l.lW~) 1.605,742
12,676
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
17,000 12,ooo
0
-29.4% (5sw
0.0% 0 150.650 0
163,528 17,ooo 12,ooa -29.4% (5.@w
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
99,652 21,9oa 5,cQo 5,cQo
5,ooo 5,ooo
1o.m 10,ow I
-77.2% V-5.900)
-16.7% (l.ow
-64.2% (17,900)
3,322 6,ooO
102,974 27.900
B-l 5
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY W-01 2000-01 TO
ESTIMATED
REVENUE
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 199950 2000-01
TREE MAINTENANCE
2001-02 PROJECTED 200152
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
38,243
45,561
459,149
55,ooo @-Aooo
45,698 46,OW
458,057 458.057
82.000 82.CiX
9.1% 5wJ
0.7% 302
0.0% 0
0.0% 0
0.8% 5,392
70,ooo
612.953 640.755 646.057
MEDIAN MAINTENANCE
INTEREST 8,712
MEDIAN MAINTENANCE FEES 376,216
OTHER 47,001
TOTAL 431,929
10,ooo 3-m -70.0% (7xw
417,583 428,130 2.5% 10,547
45,378 5.8% 2,622
472.961 479.130 1.3% 6,169
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAINT
57,364 80.000 WXJO 12.5% 10,OW
53,500 38,500 38,500 0.0% 0
602,509 638,560 667,466 4.5% 28,906
90.678 106.323 65.ooO -38.9% (41.323)
804,251 863,383 860.966 -0.3% (2,417)
INTEREST
BUENA VISTA FEES
TOTAL
37,492 41 .ooo 42,000 2.4% l.ooo
561 29 29 0.0% 0
42,029 36.053 41,029 2.4% lP@J
STATE GRANTS (CLSA)
INTEREST
GRANTS
TOTAL
STATE GRANTS (PLF)
3,905 8,ooO
109.065 190.723
0
Moved to GF
-100.0% WW
0.0% (190.723)
” 112,970 198.723 -100.0% (198,723)
INTEREST
GRANTS
TOTAL
6,202 9,4w
136.738 135.890
0
Moved to GF
-lW.o% ww
0.0% f 135.890)
136,946 145.290 0 -100.0% (145.2903
B-16
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED AS% DIFFERENCE
REVENUE REVENUE REVENUE OF FY 00-01 2OCQ-01 TO
REVENUE SOURCE 1999-w 2wo-01 2001-02 PROJECTED 2Wl-02
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
SENIOR NUTRITION
2,787 4.ooo 4,00(3 0.0% 0
19.481 34,037 25.OOC -26.6% (9.037)
22,266 38,037 -23.8% ww
GRANTS 70.989
DONATIONS 91,933
TOTAL 162.922
109,951
92.500
110,om
92.5oa
0.0% loo
0.0% 0
0.0% 49 202.451 202.500
SENIOR DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
CDBG ENTlTLEMENTlREHAB
6,973 12,000
124,108 31 ,M)o
0 83.515
-83.3% WmQ
3.2% (l.fJfm
-1 W.O% (63,515)
-25.6% (11,ow 131.081 43,ooo 32.000
INTEREST
OTHER
GRANT REVENUE
TOTAL
COMMUNITY ACTIVITY GRANTS
15,110 16,600 18.000 -2.7% ew
63,740 49,500 40,ooo -19.2% ww
391.767 405.215 679.688 67.7% 274.473
470.617 473,215 737,608 55.9% 264,473
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
70,coo
7o.ooa
6%~
65.ooo
-7.1% (5mQ)
-7.1% (5!m
INTEREST 13,157 17,ooo 15,WO -11.8% ww
TOTAL 13.157 17.ooo 15.ooo -11.8% c-VW
ARTS GENERAL/GALLERY DONATIONS
INTEREST
DONATIONS
TOTAL
3,652 9.200 6,ooO
29,695 94.400 15,ooo
SISTER CITY DONATIONS
INTEREST
DONATIONS
TOTAL
33,347
0
103,600 21,ow
-34.8% WW
-84.1% V9.4W)
-79.7% @WW
300
2,322
2,822
200
n
0
-33.3% (W
-100.0% (2.322)
-92.4% 6X.3
22.1% 1.974.471 TOTAL SPECIAL REVENUE FUNDS 8,627.299 8,952,527 10.926,998
B-l 7
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED AS% DIFFERENCE
REVENUE OFFYOO-OI 2OCQ-01 TO
2001-02 PROJECTED 2w1-02
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-00 2occ-01
I ENTERPRISE FUNDS 1
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERlY TAXES
NEWACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING 6 PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
12,889,149
3,322,605
0
125,158
96,213
190,484
393,014
237,949
176,829
184,863
439,492
18,061,757
12,537.600
3,338.283
1.450,ooo
125,366
99,163
210,ooo
664,wo
180,COO
87.000
180,COO
248,OOO
-13.5%
0.0%
0.0%
642.1%
0.0%
2.0%
562,400
122,400
0
0
0
(28,393)
0
0
558.660
0
4.960
86,ooo -12.7%
19.205.354
13.100,ooa
3.460.683
1,450,ooa
125,308
99,163
181.607
-KJw
180,ooO
645,669
180,000
252,960
75,060
20,414.441 6.3% 1,209,087
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
1.329382 1 .I 66,720
75,789 105,435
270,565 ~,ooo
45,652 95,ooo
10.165 23.200
0.0% 0
11.7% 12.282
0.0% 0
2.0% ISJ
1.1% 264
1.731,553 1.880355
1.156.720
117,717
5w,ooo
~,~
23,464
1.894.801 0.8% 14,446
SANITATION OPERATIONS
SERVICE CHARGES
IATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
5.330.710 6,056,395
3,076 WOO
65.660 70,ooo
272,753 280,000
48.404 47,646
6,216.889
WJ’J
71,325
~,~
w=
8.644.714
2.7% 169,494
0.0% 0
1.9% 1,325
7.1% 20,ooo
6.0% 2,852
5,710,593 6.460,043 2.9% 184,671
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
NON-JURISDICTIONAL FEES
STATE GRANT
OTHER
TOTAL
129,077
219,836
351,898
47,254
581
240,OW
205,OCO
250,cJca
24,276
~.~
210,ooo
250,OW
0
3ww
790,wa
25.0% ~.~
2.4% 5,909
0.0% 0
25,000 20.0%
748.646 744.278 6.1%
5.m
45.724
GOLF COURSE
TRANSFER FROM GENERAL FUND
INTEREST
TOTAL
6W,OOO @Jab
0 150,000
0
110,oca
110,ocla
-iW.O%
-26.7%
wvw
(40.wo)
750,wo (1) @‘l0.~)
TOTAL ENTERPRISE FUNDS 26.852,549 29,040.028 29.853,956 2.8% 813,928
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS% DIFFERENCE
OFFYW-OI 2900-01 TO
PROJECTED 2001-02
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-W 2000-01
ESTIMATED
REVENUE
2w1-02
1 INTERNAL SERVICE FUNDS -I
WORKERS COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
101,486 125,WO
532,110 536,980
5.870 54.ooo
120,Wa
539,829
1 o.Wa
-4.0% (5ma
0.5% 2,849
-61.5% f44.ooQ1
715.980 669.829 639.466 -8.5% (46,151)
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
180,wo 175.600
727,473 741,825
0 0
-2.8% (5mJ)
2.0% 14.352
0.0% 0
166,322
734,389
8,551
909.262 907.473 916.825 1.0% 9,352
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
OP TRANS IN
TOTAL
20,613
2.214.379
357,696
0
25,WO
2,3W,WO
369.wo
25,WO
2.222,220
396,Wo
0
0.0% 0
3.4% (77,780)
7.9% 2ww
74.Wo
2.592,688 2.768,OW 2.645.220 -4.4% (122.780)
RECORDSMANAGEMENT
INTEREST
INTERDEPARTMENTAL
TOTAL
0
0
0
0
l,ooO 0.0% l.ooO
788,lW 0.0% 788,lW
0 789.100 0.0% 789,100 0
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1.610,704
19,595
1.647
1.518.655
3‘+,~
1,461,944 -3.7% (56.71 I)
30,m -11.8% (4mw
0 -1 00.0% (127.400) 127.400
1,631,856 1,680,055 1,491,944 -11.2% (188,111)
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1,154.738 1347,622
310,Wo
1,390,075
3M).cwJ
0
3.2% 42,453
-3.2% w,ooo) 241,209
7,200
1,403,147
116,600 -100.0% (116.OW
1.773.622 1.690.075 -4.7% W-7)
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
110,oW 75,Wo -31.8% wsw
3,205,WO 3.646.212 13.8% 441,212
0 0 0.0% 0
68,349
2.402,030
1,710
2.472.089 3.721.212 12.3% 466,212
TOTAL INTERNAL SERVICE FUNDS 9548.508 11,160.130 11.924.205 6.9% 764,075
B-l 9
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED AS% DIFFERENCE
REVENUE REVENUE REVENUE OF FY 00-01 2000-01 TO
REVENUE SOURCE 1999-00 2ooc-01 2001-02 PROJECTED 2001-02
IREDEVELOPMENT FUNDS I
VILLAGE OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
146,105 150,888
71,380 67,ooO
12,295 22,ooo
-87.4% (131,888)
-55.2% (37sw
-18.2% (4Kw
19,ocQ
3wcQ
18,000
14,715 L 41.1% (10.285) 2.098 25,000
233,878 264.888
1.5OWW
-89.2% (163.173)
VILLAGE DEBT SERVICE
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
1,337.070
43,645
1.390,ooo
@J,@Jo
0
7.9% 110,ooo
-33.3% GWJOO)
0.0% 0
6.2% woo0
1,502,949
2.003.672 1.45o.ooo
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS
334,269 346.900
115.877 115,ooo
176 0
12.4% 43,100
-78.3% Pww
0.0% 0
-10.2% W.=C’) 450.322 461.900 I-- 364,100
364.100
TAX INCREMENT
TOTAL
0.0% 364,100
0.0% 364.100
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT 0 0 123,424 0.0% 123,424
123,424 r TOTAL 0 0 0.0% 123,424
TOTAL REDEVELOPMENT FUNDS 3,567.072 20176.788 I 2.524,239 16.0% 347.451
ITOTAL OPERATING $116,056,720 $131,611,473 $135,663,396 3.3% s 4,271,925
B-20
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1998-99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
IGENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 211,820 229,049 230,000 254,340
CITY MANAGER 1,218,243 916.869 1,079,741 1,079.741
PUBLIC INFORMATION 0 0 317,173 317,173
CITY CLERK 389.430 201,092 108,370 155,526
CITY ATTORNEY 641,774 704,593 772,557 798,688
CITY TREASURER 107,181 114,715 114.816 147,548
TOTAL POLICY/LEADERSHIP GROUP 2.568.448 2.166.318 2.622.657 2,753,016
ADMINISTRATIVE SERVICES
ADMINISTRATION 9,058 270,700 561,600 626.408
FINANCE 1,235,781 1.299,324 1,491,480 1,643,143
PURCHASING 464,256 429,997 563,753 574,031
HUMAN RESOURCES 997,634 1,081.146 1,278,949 1,739,977
RECORDS MANAGEMENT (1) 0 682,170 1,289,153 1,517,361
TOTAL ADMINISTRATIVE SERVICES 2,706.729 38763.337 5.1a4.935 6,100.920
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
11,728,212 12,876,386 14,446,OOO 14446,143
9.884,791 8.561.067 9.690.804 9.690,811
21,613,003 21.437.453 24,136,804 24,136,954
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 512,386 449,671 497,068 551,950
GEOGRAPHIC INFORMATION 154,853 316,162 269,808 336,645
ECONOMIC DEVELOPMENT 123,083 161,251 190,000 248,301
PLANNING 2,191,903 2.265.048 2,309.948 2,618,744
BUILDING 1.617,352 1,724,911 1,845.311 1 e852.543
TOTAL COMMUNITY DEVELOPMENT 4.599,577 4,917.043 5,112,135 5,608,183
COMMUNITY SERVICES
LIBRARY 3,347,711 4,091,091 6,366,648 6,615,855
CULTURAL ARTS PROGRAM 364,499 489,912 681,221 688,288
SISTER CITY PROGRAM 4,327 5,142 9,155 9,155
PARK PLANNING/RECREATION MGT 455,152 570,139 606,700 693,151
RECREATION 2,402.785 2,219.042 2,938,589 3,114,048
SENIOR PROGRAMS 272.977 339,062 306,038 456,410
TOTAL COMMUNITY SERVICES 6,847,451 7,714,388 10,908,351 11,576,907
%INCR (DEC)
00-01 BUD
TO
01-02 BUD
12.5%
4.9%
33.5%
99.6%
21.8%
3.6%
19.1%
17.5%
4.6%
11.8%
11.5%
-100.0%
-17.4%
10.0%
8.1%
9.2%
-1.3%
-17.1%
-30.1%
15.3%
9.2%
7.7%
21.0%
-5.7%
10.6%
38.4%
6.0%
9.0%
16.0%
B-21
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1998-99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN
ENGINEERING
PARK MAINTENANCE
STREET MAINTENANCE
FACILITIES MAINTENANCE
Major Facility Maintenance (Transfer)
TRAFFIC SIGNAL MAINT
TOTAL PUBLIC WORKS
NON-DEPARTMENTAL
892,420 812,898 510,640 557,013 597,940 7.3%
4,014,459 4,516,502 4.532,435 4,914.493 4J47.807 -1.4%
2,078,123 2.357.397 2,489,522 28771,603 3,028,229 9.3%
2,054,382 2,011,671 2,224.985 2,274,006 2,521,482 10.9%
1,404,510 1,856,329 1,898,972 2,189,126 29552.743 16.6%
200,000 200,000 200,000 200,000 0 -100.0%
319,262 425,493 478,430 820,248 827.280 -23.5%
10.763.158 11.780.090 12.310.984 13.726.689
COMMUNITY PROMOTION (CCVB) 325,356 369,972
BEACH PARKING 27,000 0
COMMUNITY CONTRIBUTIONS 770,000 11,460
HIRING CENTER 78,821 76,673
HOSP GROVE PAYMENT 800,000 800,000
PROPERTY TAX ADMIN FEE 205.351 226,157
DUES 8 SUBSCRIPTIONS 28,652 33,535
MISC I TRANSFERS OUT 75,500 652,949
ASSESSMENT SERVICES 15,349 13.095
INFRASTRUCTURE REPLACE TRANS 0 2.000,000
GOLF COURSE TRANSFER 1,680,000 600,000
TRANSFER TO CIP 0 7.000,000
TRANS TO STORM WATER PGM 0 0
MANAGEMENT INCENTIVE PAY 0 0
MISC EXPENSE 7,460 37,781
370,000 496,176 363,000 -28.6%
36,000 36,000 36,000 0.0%
44.540 44,540 7,660 -82.8%
83,975 85,849 85,849 0.0%
600,000 800,000 800,000 0.0%
240,000 240,000 250,000 4.2%
56,600 56,600 65,800 15.9%
515,549 515,546 0 -100.0%
63,072 63,072 46,000 -27.1%
3.000.000 3,ooo.ooo 3.000,000 0.0%
600,000 600,000 0 -100.0%
4,300,000 4,300,000 1,500,000 -65.1%
0 0 1,673,190 N/A
0 0 460,000 N/A
268,120 275,000 0 -100.0%
TOTAL NON-DEPARTMENTAL 4,011,489 11,821,602 10.377.856 10,512.763
SUBTOTAL GENERAL FUND 53,109,853 63.600,231 70.653,722 74,415,452
CONTlNGENClES 0 0 0 2.848,608
TOTAL GENERAL FUND 53,109.853 63,600,231 70,653,722 77,064,060
2001-02
BUDGET
14.175441
8.487.319
76.806.917
3,987,320
30,794,237
%INCR (DEC)
00-01 BUD
TO
01-02 BUD
3.3%
-19.3%
3.2%
50.5%
4.8%
B-22
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1998-99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
STORM WATER PROTECTION PGM 0
POLICE ASSET FORFEITURE 65,051
COPS FUND 165,593
LAW ENFORCEMENT BLOCK GRANT 84,105
HOUSING SECTION 6 2,878,612
HOUSING TRUST 153,029
AUDIO VISUAL INSURANCE 67.647
LIBRARY ENDOWMENT FUND 0
LIBRARY GIFTS/BEQUESTS 9,899
TREE MAINTENANCE 510,936
MEDIAN MAINTENANCE 401,202
STREET LIGHTING 681,124
BUENA VISTA CRK CHNL MNT 7,048
STATE GRANTS (CLSA) 160,135
STATE GRANTS (PLF) 32,052
ARTS SPECIAL EVENTS 17,443
SENIOR NUTRITION 215.150
SENIOR DONATIONS 61.954
CDBG ENTITLEMENTIREHAB 730,104
COMMUNITY ACTIVITY GRANTS 0
CULTURAL ARTS PROGRAM 60.196
SISTER CITY DONATIONS 600
ARTS GENlGALLERY DONATIONS 6,350
TOTAL SPECIAL REVENUE FUNDS 6,106,230
ENTERPRISE FUNDS I
WATER OPERATIONS 15,550,312
RECYCLED WATER OPERATIONS 1,383,172
SANITATION OPERATIONS 4,405,764
SOLID WASTE MANAGEMENT 128,594
GOLF COURSE 829,971
0
145,582
108,868
111.991
2.632,067
1,487.817
39,174
8.751
48,505
519,858
443,058
760,868
8,924
137,796
147,547
26,594
209,867
120,065
556,294
34.022
33,269
700
21,597
7,800.650
0 0
67,006 135,100
148,864 233,803
85,000 217,649
3.142,060 3.142.060
263,595 287,483
Moved to General I fund
9,000 10,000
21,000 61,566
483,380 599,253
530,000 540,845
826,047 841,500
7,176 292,866
140,000 184,303
150,000 224,000
24,940 28,637
195,934 195,934
98.000 100,000
473,215 1,202,731
50,000 85,426
28,664 28,664
2,900 6,104
1,673,190 0.0%
32,000 -76.3%
175,634 -24.9%
0 -100.0%
4,746.914 51.1%
253,871 -11.7%
38,515
6,803,296
104,958
8,503,084
12,000
48.800
875,601
535,485
1,106,645
1,500
0
0
29,750
195,934
128,000
737,688
65,000
20,000
2,322
81,485
10,721.819 -
20.0%
-24.0%
12.7%
-1 .O%
31.7%
-99.5%
-100.0%
-100.0%
3.9%
0.0%
28.0%
-38.7%
-0.7%
-30.2%
-82.0%
-22.4%
28.1%
17,322,265 18,996,147 19,761,323 20,508,996 3.8%
1,527,161 1,709,718 1,631,604 1.819,980 11.5%
58344.785 5,493,821 6,324.028 6,910,298 9.3%
148,675 295,968 365,996 188,683 -48.4%
344,234 380,000 380,000 345,000 -9.2%
TOTAL ENTERPRISE FUNDS 22,277,813 24.687.140 26.675.454 28.482.951 29.772,957 4.6%
IINTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 754,886 759,144 937,243 954,859 1.018,717 6.7%
RISK MANAGEMENT 669,645 1,080,195 1,102,834 1,238.809 1,342,411 8.4%
HEALTH INSURANCE 2,635,961 2,767.012 28558.558 2.558.558 2,628,700 2.7%
RECORDS MANAGEMENT (1) 0 0 0 0 945,420 100.0%
VEHICLE MAINTENANCE 1,473,342 1,462.277 1,426,487 1.792.365 1,731,730 -3.4%
VEHICLE REPLACEMENT 827,868 1.005,388 1,588,448 2,396,592 1,064,251 -55.6%
INFORMATION TECHNOLOGY 1.652,892 2,276,075 3,690,976 4,146,014 4.176.084 0.7%
TOTAL INTERNAL SERVICE FUNDS 6,014,594 9,352,071 11.306,548 13,067,197
2001-02
BUDGET
12,907,313 -
%INCR (DEC)
00-01 BUD
TO
01-02 BUD
-1.4%
B-23
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
2000-01 00-01 BUD
1996-99 1999-00 ESTIMATED 2000-01 2001-02 TO
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 01-02 BUD
REDEVELOPMENT
VILLAGE OPERATIONS 418,196 2,086,574 458,381 458,381 778,282 69.4%
VILLAGE DEBT SERVICE 1,687,351 1,699,741 1,350,000 1,362,OOO 1.084.000 -20.4%
VILLAGE LOW/MOD INCOME HSNG 75,134 2,128,426 110,657 122,050 113,820 -6.9%
SCCRA OPERATIONS 0 0 0 0 384,099 100.0%
SCCRA LOW/MOD INCOME HSNG 0 0 0 0 29,871 100.0%
TOTAL REDEVELOPMENT 2.180,881 5,912.741 1,919,038 1,942,431 29367,872 21.9%
[TOTAL OPERATING FUNDS 102.179,549 111.353.033 117,558,058 129,059,723 136.564.198 5.6%
(1) Records Management was converted to an Internal Service fund in 2001-02
B-24
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 1,666,027 1,505,677 1,659,278 1,791,730
MAINTENANCE & OPERATIONS 564,538 642,611 1,068,087 1,472,595
CAPITAL OUTLAY 10,216 18,030 25,671 14,000
Public
Information City Council
City Treasurer 13% 9%
City Attorne
30% City Clerk
9%
City Manager
34%
B-25
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 154,764 158,014 171,529 181,550
MAINTENANCE & OPERATIONS 57,055 71,036 82,831 104,489
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL 211,819 229,050 254,360 286,039
FULL,TlME F#&FlQh4S 2”: .’ ill i*, i<r ,y+‘l.. .“i”b5 _iii:Il :___: _:‘:,:‘:,,~‘,_,,, ‘, ,. ‘1 2,” I_ ~,,q&j, T ji,::_:“_jl’je :.“j.l” j’,Q() ; ,I ‘i’: ;g:;;;: ; _L,:jG,j, I._I ,> : , ;&jb;
I~“:; H()URLy/FT’&‘j$~SITJQt;lS ” j’_ ?:_;i ,;‘T . ‘,.5$5 :,::, : _,_ 5.55l ,__:;:,.:_; ‘I ,~.$.MjO
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:
Meetina 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 2001-2002:
Tow Qualitv Services
. Become a City that provides exceptional services on a daily basis.
Transwortation
. Provide and maintain a multi-modal transportation system that moves goods, services and people throughout
Carlsbad in a safe and efficient manner that is coordinated with community development.
Qualitv of Life/Communitv DeveloDment
. Develop a community that promotes quality neighborhoods, establish compatible entertainment and commercial
venues, and manage growth by providing an appropriate balance of facilities and services.
Parks . Provide Parks and Recreation facilities to meet growth management standards and actively address the
priorities of the citizens of Carlsbad within the CIP budget.
Water
. Ensure a 90% reliable, high quality, diversified water system in the most cost effective manner.
Environmental Manaaement . Promote a clean, pollution-free, resource-conscious environment:
- NPDES
- Sewage collection and treatment
- Solid waste
- Alternative energy
Finance
. Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of
life.
B-26
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL
PAGE TWO
ACCT NO. 0010110
KEY GOALS FOR 2001-2002 (Continued):
Communication
. Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher
level of confidence.
Ooen Spaceflrails
. Preserve, enhance and manage an Open Space and Citywide Trail system that incorporates a comprehensive
HMP.
Learning
. Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
In order to better reflect the cost of this program, Records Management charges have been allocated to this budget.
B-27
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 217,248 95,104 10,360 10,500
MAINTENANCE & OPERATIONS 169,657 97,862 141,966 299,961
CAPITAL OUTLAY 2,525 8,126 3,200 0
GRAND TOTAL 389,430 201,092 155,526 310,461
FUL~TIMEiPOS!TI~N;S”‘i _‘:.i ‘. “1 4.00 I < * "y'iyl;g. !Ji@;&d .:j;i I :) $ : ; ._& i:"z.,g;Jjb f 1 " pm
HOURlY/FTEiP&$TlCNS “%:i. >,<,_ _,_,:_ : ” :,’ O;OO _,< :,: $_I I :d~:l~l’,_f ,., ., , 2 ” s __ &go + , : i,~ _, I’; ;j!iyT-$$;.j() ,! j i <,’ &I IMd
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 Filina 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 Proceedinas
. Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code,
including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission,
Public Improvement Corporation and Industrial Development Authority.
WORKLOAD STATISTICS:
Elections
General
Special
Filings
Campaign Statements
Statement of Economic Interest
Minutes
Council Minutes
CMWD Minutes
H + R Minutes
PIC Minutes
CYII 999
0
0
19 21
436 424
70 101
35 41
11 18
2 1
CY12000
1
0
Claims Filed
CYII 999 CY12000
105 130
Public Hearina Notices 60 39
Ordinances Published 63 29
Meetinas Held
Council 70 101
CMWD Board 35 41
H&R Commission 11 18
Public Improvement Corporation 2 1
B-28
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
PAGE TWO
ACCT NO. 0010210
SIGNIFICANT CHANGES:
The election budget was reduced due to the lack of a General Municipal Election in November 2001. The significant
increase this year is the inclusion of Records Management charges in the budget to cover costs for use of the
document management system and charges for staffing.
B-29
PROGRAM: CASHMANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310
MAINTENANCE & OPERATIONS
,, 2 ;‘: : “,S :‘~;““:::i”‘i:i’o’:oo .j’;,ji!:ll;,i ‘ _._. : ,_ ‘OmI’ : ” o’,tia $_/_ ,, i, ‘: ;. ‘;‘ayob . . . s
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 Manaaement
. Develop projections of cash receipts and cash expenditures from various City and external sources.
. Maintain records of cash receipts and cash disbursements into the Treasury.
. Retrieve daily on-line bank statements and return check listing, verify receipt of anticipated deposits, ensure that
all checks paid by the bank were valid City checks.
. Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
maintained for the anticipated activity of the next day.
. Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by
proper documentation.
. Develop contracts for cost-effective banking, both retail and custody services.
. Arrange for lines of credit and short-term loans as needed.
. Develop, maintain and ensure compliance with all Treasury internal controls.
Investment Manaaement
. 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.
B-30
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES (Continued):
Reportina and Oversiaht
. Develop and present to the City Council monthly reports of investment activities.
. In a timely manner, disclose to the City Council any information that could potentially threaten the safety and
liquidity of the investment pool.
. Develop and present to the City Council annual reports summarizing and analyzing the financial markets and
the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal
years to provide perspective.
. Develop investment data for the City’s Comprehensive Annual Financial Report.
. Develop investment data for the City’s annual financial audit conducted by an independent auditor.
. Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter,
or more frequently as needed.
WORKLOAD STATISTICS: (Est.)
FY 1998 FY 1999 FY 2000 FY2001
. Portfolio Balance (millions of $)
. Number of Investments in Portfolio
. Investment Activity
(transactions per month)
. Number of Checks Cleared
KEY GOALS FOR 2001-02:
267 299 323 360
1,537 1,565 1,712 1,757
294 262 220 226
15,138 14,820 14,639 13,757
Finance
. Anticipate and meet the changing investment needs of the City in order to optimize investment returns,
consistent with maintaining safety of principal, and ensuring sufficient liquidity.
Learning
. 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:
B-31
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
F(j:L;L TIME pOS~f&jj@
HQURLYIFTB ~RCSITIUNS : ‘: ; ? j
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
702,399 604,514 726,700 726,488
180,487 303,969 330,570 403,603
7,691 8,386 22,471 3,000
890,577 916,869 1,079,741 1,133,091
i :; ‘j,: ._ &ofj 1 “, ;“‘jj@ #::j’;‘:‘l’i,::I ij:‘l;: >; ; @j@Gl;‘; 1 I ‘.;‘;,“;I’; I’:_, i i&.i)b
0.0 0,: y:: ’ ,>‘y$d;Q ; “,_” ;_ o,*. ‘-:y .;l:,i I_‘_ ‘.$i&J .
PROGRAM GROUP DESCRIPTION:
The City Managers Office houses the general administrative function of the City. The department’s budget includes
the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services
Major Service Area) and the related support staff. The City Manager is generally responsible for the achievement of
the organization’s goals that support the City Council’s strategic goals.
PROGRAM ACTIVITIES:
Financial
. Promote sound financial practices and a balanced revenue expenditure basis.
Administration . Provide timely and reasonable responses to citizens and customers.
Policv DeVelODRIent
. 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 2001-02:
TOD Qualitv Services
. Become a City that provides exceptional services on a daily basis
Transportation
. Provide and maintain a multi-modal transportation system that moves goods, services and people throughout
Carlsbad in a safe and efficient manner that is coordinated with Community Development.
Qualitv of Lifelcommunitv DeVelODrTWIt
. Develop a community that promotes quality neighborhoods, established compatible entertainment and
commercial venues and manages growth by providing an appropriate balance of facilities and services.
Parks . Provide Parks and Recreation facilities to meet growth management standards and actively address the
priorities of the citizens of Carlsbad within the CIP budget.
B-32
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 0011010
KEY GOALS FOR 2001-02 (Continued)
Water
. Ensure a 90% reliable, high quality, diversified water system in the most cost effective manner.
Environmental Manaaement . Promote a clean, pollution-free, resource-conscious environment:
- NPDES
- Sewage collection and treatment
- Solid waste
- Alternative energy
Finance
. Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of
life.
Communication
. Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher
level of confidence.
Open Space/Trails
. Preserve, enhance and manage an Open Space and Citywide Trail system that incorporates a comprehensive
HMP.
Learning
. Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
None.
B-33
PROGRAM: PUBLIC INFORMATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC INFORMATION ACCT NO. 0011012
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
The Public Information Officer (PIO) is responsible for helping coordinate the dissemination of information regarding
various City programs. The PI0 position and its related costs are housed in the City Manager’s Office, which is
responsible for the general administrative functions of the City.
PROGRAM ACTIVITIES:
Customer Service
. Provide the citizens and customers of Cartsbad with more comprehensive information regarding services and
opportunities available throughout the City.
KEY GOALS FOR 2001-02:
TOD Qualitv Services
. Provide the citizens and customers with information regarding City programs and opportunities.
. Continuously update citizens and customers on the progress of City programs and policies.
Communication
. Create an awareness and on-going celebration of the City’s 50th year anniversary, which will include activities
for all the residents and City staff in partnership with other community organizations.
SIGNIFICANT CHANGES:
Costs were included in this budget for the 50th anniversary celebration.
B-34
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 536,529 591,501 620,258 732,952
MAINTENANCE & OPERATIONS 105,245 111,574 178,430 228,503
CAPITAL OUTLAY 0 1,518 0 11,000
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance and guidance in accomplishing and implementing the Council’s goals to:
. Ensure the effective and efficient delivery of top-quality services to our community
. Develop and implement proactive strategies to ensure the financial health of the community and the City
. Integrate a comprehensive and efficient transportation system, recognizing Carlsbad’s essential role in the
region, with quality-of-life centered land use decisions
. Enhance educational opportunities for all segments of the Community.
PROGRAM 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 and regulations, and City programs.
. Draft and review all resolutions, ordinances, contracts, bonds, and other legal documents.
KEY GOALS FOR 2001-02:
TOP Qualitv Services
To provide quality and timely legal advice to all elected and appointed City officials and all major service areas,
assisting them in making sound legal decisions to carry out the goals of the City Council including:
. 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:
A full time Office Specialist position has been added to assist with the implementation of the Document Management
System and the increase in staff in the City Attorney’s Office.
B-35
B-36
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 2,560,635 3,497,609 4,340,325 4,626,586
MAINTENANCE & OPERATIONS 5,847,160 6,980,977 9,971 ,I 11 9,956,435
CAPITAL OUTLAY 12,319 171,123 672,722 565,050
GRAND TOTAL 8,420,114 10,649,709 14,984,158 15,148,071
FUt;l; ,~~M~~~i'r@@j~r;it!" I,-; 1,' __' a
HO~&Tf/&gPQS;@~~&S __ :;:;iy,
Records
Management Admin. Finance
Information 6%
Technology /
5% 1 1 w.
28 4%
Purchasing
I HeaIr
Human
Resources
-Worker’s
insurance
17%
Risk Comp.
Management 7%
9%
B-37
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110-12
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 210,776 214,583 221,190
MAINTENANCE & OPERATIONS 9,058 55,926 399,824 442,590
CAPITAL OUTLAY 0 3,998 12,000 72,100
GRAND TOTAL 9,058 270,700 626,407 735,880
FUtl.TlM~“l’r,~~lTIONS’i::: ,’ :i_. $I@ : : j i ; :‘j :,;<; ::jj:: 2ipQ iiI; j: ‘: j;_;j:$ 2.00
Ho,#R~.k*,~~lP~SrfiO’NS. j:;j_:_,:_ gj 1, : ; : : fyi,;; 1 i;5jilgio$-j; 1;; ,,j j i j:; /jijjj ,‘: ‘o&j
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.
The Administrative Services departments include Finance, Human Resources, Information Technology, Purchasing,
Records Management, and Risk Management. These departments share a common goal of providing top quality
services to the many customers served by the staff of about 60 employees. Thousands of water customers,
vendors, businesses, and City employees are affected in some way every day by the services and products of the
Administrative Services departments.
The goals of the departments focus on the creation of systems and structures that support the City’s efforts to
provide top quality services. Whether it is a Public Works facility inventory system, the financing of a multi-million
dollar project, or creating better technology systems for the many City computer users, the Administrative Services
departments are engaged and involved in the efforts. More detailed information on each department can be found at
the front of each budget section.
KEY ACHIEVEMENTS FOR 2000-01:
. During 2000-01, a team of employees, including the Administrative Services Director, focused on developing
and growing the Experience Carlsbad program. Experience Carlsbad has become one of the key events for
both new and tenured employees focusing on the City’s mission, vision and values, and introducing the City’s
customer service orientation.
KEY GOALS FOR.2001 -02:
. The Administrative Services Director is charged with assisting the departments within the Major Service Area in
accomplishing their individual goals. The director is also responsible for removal of roadblocks, coordination
between departments with competing or conflicting priorities, resource allocation, and other support efforts.
. Additional emphasis on employee development and communication through the Experience Carlsbad program.
. Continued development of a harassment free workplace.
. Implementation of the Information Technology Strategic Plan and improvement of the cost/benefit analysis
process for IT projects.
. Customer service initiatives. . Compliance with GASB 34 rules (Governmental Accounting Standards Board - Statement No. 34 creates new
standards for financial reporting by government entities including the addition of the cost of infrastructure assets
on the balance sheet).
SIGNIFICANT CHANGES:
None.
B-38
PROGRAM: FINANCE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WASTEWATER ENTERPRISE
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other’s differences; and, consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Lona-Ranae Financial Planninq
. Prepare ten year operating forecasts incorporating various ‘what if” scenarios to facilitate decision-making for
City Council and City departments.
Budaet Manaaement
. 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 the City through timely follow-up of delinquent accounts and use of collection agencies.
. Continue to refine business processes that will improve customer service and increase efficiency.
Accounts Pavable/Pavroll
. Prepare checks for City employees, and service and commodity suppliers.
. Maintain turnaround time of 30 days to process and pay invoices.
General Accountina and Reportinq
. 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 required. . Maintain the data within the financial information systems of the City and provide training to users as needed.
B-39
PROGRAM: FINANCE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: 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:
FY1998 FY1999 FY2000
. Average number of days to issue Monthly
Financial Status Report NIA N/A 19
. Awards received for CAFR CSMFO/GFOA CSMFO/GFOA CSMFO/GFOA
. Awards received for Annual Budget Excellence: Meritorious: Excellence:
Operating and Operating Operating and
Caoital Capital
GFOA
. Number of business licenses processed 5,600 5,616 6,214
. Number of account payable checks N/A N/A 15,176
processed
. Number of payroll checks issued 16,359 11,197 9,452
. Number of electronic payroll checks issued 4,278 11,362 12,204
. Outstandina debt issues administered $96 million $100 million $81 million
KEY ACHIEVMENTS FOR 2000-01:
Expanded public access to City information and improved services by developing an interactive link to business
license information and processing on the City’s web site.
Improved budgeting and forecasting abilities for personnel costs through development of a linked database and
related reports.
Extended the financial planning horizon, reduced budget preparation time and provided efficiency incentives to
City staff by implementing an Expenditure Control Budgeting system.
Improved financial planning and the financial stability of the City by establishing an ongoing financing program
for the replacement of existing and future infrastructure.
Increased revenues to the City and assured fair and consistent treatment of all residents and businesses by
increasing awareness of the City’s ordinances and a focused effort on collecting past due receivables.
Began implementation of the new financial reporting requirements for state and local governments as set forth
by the Governmental Accounting Standards Board, which will improve the understanding of the City’s financial
status. The new financial statements will be generated beginning with fiscal year 2001-02.
Increased education and engagement of citizens through participation in the City’s first Citizens’ Academy.
Enhanced City workforce decision-making ability by providing documentation, training and access to real time
financial information.
Improved the presentation of the Capital Improvement Program document to make it more user-friendly and
easier to understand.
B-40
PROGRAM: FINANCE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE
PAGE THREE
ACCT NO. 0011310
KEY GOALS FOR 2001-02:
Too-Qualitv Services
. Increase the efficiency and effectiveness of accessing information for financial 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.
. Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the
implementation of cycle billing.
Transoortation
. Assist in the development of financial plans that will allow for the development of key road segments throughout
the City.
Financial Health
. Insure continued financial health of the City through additional improvements in the City’s collection efforts.
. 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.
. Insure financial integrity of the City through the development and implementation of an internal audit program.
. Improve efficiencies in the billing and collecting of false alarm penalties by bringing the billing operations in-
house.
SIGNIFICANT CHANGES:
Approximately one (1) part time FTE added to ensure that top quality customer service will continue despite
increases in the customer base.
B-41
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING ACCT NO. 0011410
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 284,440 282,959 333,816 342,640
MAINTENANCE & OPERATIONS MAINTENANCE & OPERATIONS 177,317 143,493 240,215 288,773
CAPITAL OUTLAY 2,499 3,545 0 10,550
GRAND TOTAL 464,256 429,997 574,031I 641,963
‘:‘I? $ !. :I;ip~j%i’r,i:i,$‘~~;; ‘$y”” ‘xI:;:r:,il ‘. sioo~;“‘“‘~~“‘ 5.00 i:,+ __
: : i (: j $:; :sj& ij$;g(j ,$:::+ ,II ‘Y_i;,. j : ;,::~;:&$I~ : :
MISSION STATEMENT:
The Purchasing Department’s mission is to provide top quality service through effective working relationships to
obtain the necessary goods and services in a professional, responsive, timely, and cost effective manner.
PROGRAM ACTIVITIES:
Bids and Quotations
. Update and maintain formal bid and quotation files.
. Prepare and maintain vendor lists by commodities.
. Issue and manage formal bid and quotation processes.
Commoditv/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 the bidding process.
Records Manaqement
. 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.
Surulus 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.
B-42
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
PAGE TWO
ACCT NO. 0011410
PROGRAM ACTIVITIES (Continued):
Messenqer 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 98-99
1,586
$41,521,822
110,000
FY 99-00
1,703
$38,627,055
124,507
FY 00-01 (Estimate)
1,600
$49,500,000
150,000
KEY ACHIEVEMENTS FOR 2000-01:
. 100% of all completed purchase requests were processed within one working day.
. Established two E-Commerce sites for purchase of film and office supplies.
. 95% of customers rated Purchasing services as good or higher in a customer service survey.
. Provided six classes on purchasing and contracting, four classes on the IFAS purchasing module, two classes
on mailing procedures, two classes on online ordering of office supplies, and one class on Internet purchasing
guidelines.
. Updated the City’s Emergency Resources Directory.
KEY GOALS FOR 2001-02:
TOD Qualitv Services . Provide departments with effective and efficient tools to acquire goods and services through the use of
electronic (‘E’) procurement.
. Increase the use of pre-sort mail by 10%.
. Reduce the number of forms in the Central Stores by 5% by placing them on the City’s community computer
system drive or Intranet.
SIGNIFICANT CHANGES:
Expand Purchasing Internet services to provide benefits to City staff and outside customers.
B-43
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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, and Human Resource Svstems
. Proactively consult with departments regarding their staffing and classification needs.
. Attract and retain qualified candidates for City employment and fill job vacancies.
. Maintain 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.
. Conduct Fair labor Standards audit to ensure compliance to the law.
. Participate in consortium testing for positions in Police and Fire.
Traininq . Implement value-based training related to legal compliance topics.
. Conduct annual benefits education program with employees.
. Educate employees on policies and requirements of Department of Transportation (DOT) Program.
. Conduct quarterly management meetings.
. Implement professional growth programs in conjunction with the Carlsbad Academy and career development for
employees.
Administration
. Review and update the City’s Personnel Rules to make them 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. . Implement intranet information for employee access.
Emplover/Emplovee 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.).
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES
WORKLOAD STATISTICS:
Measures for Classification/Compensation Review FY 00-O?*
Number of classification descriptions revised/created 80
Number of positions reviewed 150
Measures for Recruitment
Number of applicants processed 1258
Number of recruitments processed 56
Number of eligibles on employment list 492
Number of new hires 52
Number of promotions/transfers 23
'As of 05/04/01
**Average recruitment cycle time: 53 Days *‘For period between:
12/01/00 & 05/04/01
KEY ACHIEVEMENTS FOR 2000-01:
.
.
. .
.
.
.
.
.
.
.
Transitioned all management employees to CalPERS Health.
Completed negotiations for a 5-year contract with CPOA and 3-year contract with CCEA.
Presented Professional growth day for non-management employees.
Processed 1,497 applicants, for 61 recruitments and hired 55 employees.
Implemented use of online job postings and an online application on the City’s website.
Implemented new version of IFAS HR and Payroll software.
Implemented new applicant tracking system to collect data to streamline administrative processes and support
performance measurement efforts.
Revised the Respectful Workplace Policy and designed training program to be delivered Citywide. Trained all of
the Fire Department and made an abbreviated presentation to Public Works Operations and Maintenance
Division staff.
Conducted a review of 49 of the general employee classifications. Recommended, submitted for approval and
processed, 46 revised class descriptions and salary reallocations affecting 158 employees in Public Works,
Maintenance and Operations, clerical, accounting, Library, and non-sworn Police job families.
Assisted Recreation in reorganization of their department by revising four class descriptions, establishing three
new classifications.
Implemented New ID card system and distributed cards to over 75% of the full-time City employees.
KEY GOALS FOR 2001-02:
.
.
.
.
.
.
.
.
.
.
PAGE TWO
ACCT NO. 0011510 THRU 0011550
Five Year Recruitment Trend
z 120
0 100
8 80
n 3 60
6 40
E 20
6 0
96-97 97-98 98-99 99-00 00-01
Fiscal Year
Toc, Quality Services
Redesign and administer Human Resources Customer Satisfaction Survey to measure needs of the employees
and the organization in order to focus/allocate HR services effectively.
Implement marketing plan to educate employees on HR services and encourage a more effective utilization of
HR services by internal customers (employees). Increase HR visibility and be seen as a customer service
leader in people services.
Partner with departments to analyze organizational structure, position utilization and development of
classification and compensation structure to support staffing needs.
Continue implementation of HRIS/PY, i.e., new versions of the Human Resources/Payroll module.
Review and update the City’s personnel rules to make consistent with other employment-related ordinances,
policies, agreements, and practices.
Consolidate Deferred Compensation to one provider.
Continue enhancements to Human Resources Internet and lntranet web pages to expand information access to
internal and external customers.
Implement pilot job sharing program in Police dispatch unit.
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.
Improve the level of customer service of the Human Resources department through cross training
B-45
PROGRAM: HUMAN RESOURCES PAGE THREE
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
KEY GOALS FOR 2001-02 (Continued)
Learning
. Implement value-based training to ensure the prevention of violence in the workplace. . Continue to implement programs, which result in a City workforce that has the knowledge and skills needed to excel in their jobs and deliver top-quality service to our customers. . Develop employee development policy and standardized curriculum for all City employees.
SIGNIFICANT CHANGES:
An Office Specialist I position has been added to develop a pilot resource pool program.
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 6111520
1998-99 1999-2000 2000-01 200 l-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 59,745 82,848 89,815 79,165
MAINTENANCE & OPERATIONS 695,141 676,296 865,043 939,552
CAPITAL OUTLAY 0 0 0 0
I I
GRAND TOTAL 754,886 759,144 954,858 1 1,018,717
FuLL;,,Tli\llBf~~~~~~NS,., ; “‘I$!;$:” : i~i!‘: +‘ “lsl. _;;_ ;____I_,
H~U~~~~~~~~~~l~l~~~ ;$$;;::
j xi ;ii; ir::iliii’r’r~~,~~:,~~~
g ‘~I’_: j ::_::__:
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 2001-02:
Citv Council Strateaic Goal: . Ensure the effective and efficient delivery of top-quality services to our Community.
TOR Qualitv Services . Implement systems to accurately capture and track occupational disability leave, monitor lost days of work and make recommendations to reduce the number of days an employee is out of the workplace.
Performance Measure . Average lost days per claim = 5.57 (for the period of 07/01/00 - 01/01/01).
SIGNIFICANT CHANGES:
None.
B-47
PROGRAM: RISK MANAGEMENT
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 166,662 139,404 166,809 170,419
MAINTENANCE & OPERATIONS 502,983 940,252 1,072,OOO 1 ,I 71,993
CAPITAL OUTLAY 0 2,484 0 0
GRAND TOTAL 669,645 1,082,140 1,238,809 1,342,412
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:
Litioation Manaaement . The fund is utilized to pay for settlements, costs and defense expenses incurred as the result of general liability
claims made against the City and to pay for related administration and insurance expenses. Risk Management works with the City Attorney’s Office and outside counsel to monitor, control and resolve litigated matters in the areas of property, casualty and general liability.
Insurance/Self-Insurance
. Directs the marketing, renewal, planning and funding of the insured and self-funded portions of the program: administers the general liability self-insurance funds.
Claims Manauement . 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 2000-01:
. Revised internal safety audit system for Public Works. . Developed safety training reports for Public Works. . Developed sewer/water overflow response procedures on liability claims.
KEY GOALS FOR 2001-02:
Too Qualitv Services . A professional liability insurance guide for contract managers. . A written ergonomics program.
SIGNIFICANT CHANGES:
None.
B-48
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES ACCTNO. 6131520
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 61,119 46,440 46,000 54,200
MAINTENANCE & OPERATIONS 2,574,843 2,720,572 2,512,558 2,574,500
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL 2,635,962 2,767,012 2,558,558 2,628,700
~u'L~'hM~l~ab;elyr(0Ns.i:': '+@i:," ;:;ts ,iiS'ii‘tj,:iiii,il;~~~~~~!~~:~~o~oo ,,r,i;irr:~i;i:I,l;~;~~~~~~~~.~~,~~~o :'l'::'l'::l:i"!i";~,~:~~~~~~~o ', ; ,$&;~; i'I 0,&j
~~~~~~/~~,p~~~~~~~~ $‘j: :, ; ‘, “,ll:,,.;;,~;i,;;r.‘j,a 60 ‘, _,, Ii &TJ”Jy i 0 ia& ‘! :.;‘,i:l:i’rl;;:~i~:i!,j i.![flM;ttoti’~‘;.; ;:;;,:;,::. <i ‘L LJc’{: ;: $4 ii* *?‘. ;>bir (:: ‘I, ~g~~:~~‘!” *“91 :“!:t:!,!il:,~$‘,, . 2 ; ; $ I 2 i ; jl$.>$ : ‘<ji< “““” ___ ; tj.aq
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 for the General employees and dental premiums for all
employees.
SIGNIFICANT CHANGES:
None.
B-49
PROGRAM: RECORDS MANAGEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO. 6141610
I I 1998-991 1999-20001 2000-01 I 2001-021
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 220,796 449,942 481,730
MAINTENANCE & OPERATIONS
I
0
I
326,467
I
936,927
I
461,190
I
CAPITAL OUTLAY
WORK PROGRAM:
The Records Management Department is responsible for developing and implementing Citywide records
management and document management programs, and is tasked with maintaining City records in an identifiable and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information. The Records Management Department also provides staff support for the part-time elected City Clerk.
PROGRAM ACTIVITIES:
Records Manaaement . 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 the 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 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.
B-50
PROGRAM: RECORDS MANAGEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: RECORDS MANAGEMENT
WORKLOAD STATISTICS:
Documents processed:
Agendas 118 161
Agenda Bills 559 415
Resolutions 535 441
Ordinances 63 38
Documents to Recorder 546 545
Contracts/Agreements 740 743
Subscriptions to Municipal Code 111 101
Entries Indexed
lmaaes in DMS Conversion
Day Forward Corrections
CY/1999
563,428 563,428
550
Storaae Boxes of Files
Microfiche Boxes
226 12
CY/2000
550
420,000 5,148
2,240
282 12
PAGE TWO
ACCT NO. 6141610
KEY ACHIEVEMENTS FOR 2000-01:
. Document Management System (DMS) installed and operational in two pilot departments: day forward scanning begun. . Back file conversion of City Clerk documents and Engineering drawings have been completed. . Records Retention Schedule and Procedures developed for Citywide use and implemented in pilot departments.
KEY GOALS FOR 2001-02:
. Improve communications and access to information through the application of available technologies. . Improve access to, and management of, City documents through the further implementation of the DMS and begin phase three, which expands functionality and increases the number of users.
. Continue implementation of Records Management Program to organize City Records.
SIGNIFICANT CHANGES:
Records Management has become an Internal Service Fund department, so charges for operation of the DMS and Records Program will be charged to user departments.
B-51
PROGRAM:
FUND:
PROGRAM GROUP:
INFORMATION TECHNOLOGY
INTERNAL SERVICE
INFORMATION TECHNOLOGY ACCT NO. 6401710
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 545,861 946,594 1,141,730 1,217,OlO
MAINTENANCE & OPERATIONS 1 ,I 07,031 1,331,481 2,472,350 2,496,474
CAPITAL OUTLAY 0 0 516,934 462,600
GRAND TOTAL 1,652,892 2,278,075 4,131,014 4,176,084
‘~tj~~~~~~~&@#j$-J~$ ! z’ii,.ji ;;, ,_, ;;.‘;“:iJ;: ::) ‘,,$@$J ;d :,T’_’ :’ I ,‘l:ij+ > : ““’
~~U~L~~~~~~~~~T~~~S~ j (j&j :il
~,,~&~O ,;iii:‘i’:lii;li!i.~~~~:~~,~~~~6,.oo L : i ::ptl’ * j $gj
2 s 2 i $ ‘.‘::$,:$ _! _:_,,: _’ (-j&) : _:; ,‘,,:l!,‘;grr~i,;:~.:~ I__ ) /$j ,;Q;$@ i.::,. ” .‘:,, ,.““’ _,_, , :_ ,_:,,i,;j;,. ,; &~*O,:~. ;&/i;ij :_I ; l&ao
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, workstations, desktop computers, and the Citywide network. . Provide support for all standard City applications.
Telecommunication Suu~ort 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 Svstems Suo~ort . 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 2000-01:
.
.
.
.
.
. Provided Internet access to staff for their internal email.
Increase availability of information to City staff through implementation of Phase 1 of our lntranet site.
Completed Phase 2 of the Document Management System (DMS), increasing the number of users and the types of retrievable documents,
Completed Phase 3 of the City’s website adding more static information, as well as some interactive
components.
Creation of the Information Technology Governance Committee to help guide Carlsbad’s technology decisions.
Deployed a browser based work order system for the Facilities Department.
Put into place a Safety Training database application for Risk Management to track safety training requirements.
Provided staff technology training by creation of the Carlsbad Academy.
Implemented an automated disk imaging system to support the frequent applications change requirements of
the training room PCs. Published a bi-monthly Information Technology Department newsletter.
Developed a network test environment to evaluate new technologies prior to implementation in the production network.
B-52
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY
PAGE TWO
ACCT NO. 6401710
KEY GOALS FOR 2001-02:
Too Qualitv Service . Improve access to and management of City documents through further implementation of a Document Management System (DMS) that meets the needs of system users. Begin Phase Ill, which expands
functionality and increases the number of departments utilizing the system . Further the implementation of the Strategic Technology Plan to ensure effective use of information technology
Citywide. . Upgrade PCs to Windows 2000 operation system Citywide. . Increase ease of access to internal information via implementation of Phase 2 of lntranet site.
SIGNIFICANT CHANGES:
None.
B-53
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001~VARIOUS
150-1310
General Fund
Community Promotion
(Carlsbad Convention
and Visitor’s Bureau)
1998-99 1999-00 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
$325,356 $369,972 $496,176 $363,000
Community Contributions 770,000 11,460 44,540 7,680
Beach Parking 27,000 0 36,000 36,000
Hiring Center 76,821 76,673 85,849 85,849
Dues and Subscriptions 28,652 33,535 56,600 65,600
Property Tax Administration Fee 205,351 226,157 240,000 250,000
Assessment Services 15,349 13,095 63,072 46,000
Misc Expenditures 7,460 37,761 275.000 0
Total Non-Departmental Expenditun 1,455,989 768,653 1,297,237 854,129
Transfers
Misc I Transfers Out 75,500 652,949
Golf Course Contribution 1,680,000 600,000
Hosp Grove Debt Service 800,000 800,000
infrastructure Replacement Fund 0 2,000,000
Transfer to Storm Water Program 0 0
Management Incentive Pay 0 0
Transfer to Capital Improvement Pgm 0 7,000,000
Total General Fund Transfers 2,555,500 11,052,949
Contingencies
Contingencies (Adopted budget) 3,943,700 4,000,000
515,546 0
600,000 0
800,000 800,000
3,000,000 3,000,000
0 1,873,190
0 460,000
4,300,000 1,500,000
9,215,546 7,633,190
4,300,000 3,987,320
GENERAL FUND TOTAL $7.955.189 $15.821.602 $14.812.783 $12.474.639
Carlsbad Community Contributions Fund
Community Activity Grants 0 40,000 60,000 65,000
B-54
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 16,190,744 17,261,191 18,412,638 19,762,090
MAINTENANCE & OPERATIONS 4,079,872 4,145,869 5,606,039 6,382,610
CAPITAL OUTLAY 1,573,033 282,844 587,181 427,975
B-55
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality
service to the community to ensure the preservation of life and property and the maintenance of law and order. In doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion; we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal integrity, common purpose and support of each other as essentials to an effective and productive work environment;
and we provide leadership in our profession as an example for all law enforcement and to guarantee the best possible service to our citizens.
PERFORMANCE/WORKLOAD MEASURES:
2000 Averaoe 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 2000, 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 2000. 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 2000 to the lowest priority call was less than 22 minutes.
Priority f
Priority 2
Priority 3
MINUTES
B-56
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: 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 obtains feedback from citizens who have had contact with our department. Over 4,000 responses have been received to-date.
2000 RESULTS
I I I
911 Dispatcher I 4.5
Officers 4.7
Detectives 4.5
Records 4.5
Administration 4.5
j i 1
1 2 3 4 5
Poor
Crime
Good Excellent
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.
40 , 37.3
30
20
10
0
1997 1998
31.0 28.2
25.1 .‘: : ::! i:: i:i is: 2: ,_ .I ,s 3; :;;li ,1 ‘, ‘; :j :; :> “_ :I _$ ( ___ 1. i _’ , :,.,_ ; _. II :: ‘, ., :,‘,I,
I
1999 2000
FBI Index Crimes per 1,000 Population
B-57
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
KEY ACHIEVEMENTS FOR 2000-01:
PAGE THREE
SUMMARY
.
.
.
.
.
.
.
.
.
.
.
Crime continued to decrease to levels not seen in at least 20 years. The FBI index crime rate for 2000 was 25.1 per 1,000 of population, six percent less than the previous year and the lowest rate in at least 20 years.
Over 35 members of the department participated in the update of the long-range plan including staffing,
technology, facilities, and equipment. Priority one calls are those with 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 FY 2000-2001 we responded on average faster than our goal (5.2 minutes). While priority one calls are the most serious in nature, they make up less than one percent of our
total. Priority two calls (urgent) and priority three calls (calls for reports) made up over 99 percent of our calls. Our average response time in FY 2000-2001 to priority two calls was 11.6 minutes and 22.4 minutes for priority three.
The department continued to move forward with plans to replace our computer-aided dispatch system and
expand communications and technology available to officers in the field.
The Parent Project, a IO-week program to help parents successfully deal with difficult children, was started by the juvenile diversion division.
Former Police Chief Bob Vales retired after over 30 years of law enforcement service. Jim Hawks was selected
as Carlsbad’s new Chief.
The department’s most successful bicycle safety awareness campaign was held. Activities included a bicycle
safety poster contest, awards ceremony and a bike rodeo with over 200 participants.
The department was awarded a local law enforcement block grant to help fund a new field data access project for patrol, briefing room enhancements and drug court support.
The department’s citizen complaint process was improved including training and database development.
The police recruiting and hiring process was improved to increase department staff levels. Included was the production of a department recruitment video and expanded Internet marketing efforts.
The operational capability and readiness of police personnel to respond to an officer-involved shooting or hostage situation was improved and a large scale, multi-unit drill was conducted.
KEY GOALS FOR 2001-02:
TOP Qualitv Services . Maintain or improve citizen satisfaction with police services. . Improve dispatch, records and other communications capabilities by upgrading current systems. . Increase critical incident response capabilities. . Enhance the use of technology and evidence procedures for the investigation, documentation and solving of
crimes.
Transportation . Expand traffic safety education.
Learninq . Improve police employee training efficiency by creating a plan for a well-managed and cost effective training program.
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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 Proarams
. Develop and manage programs which reduce crime, encourage citizen participation and improve Community
safety.
Oraanization . 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:
Majority of increase reflects the creation of a department contingency account to fund unanticipated costs.
B-59
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012120
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 4,272,782 4,642,016 4,691,122 5,162,056
MAINTENANCE & OPERATIONS 648,887 707,273 836,753 786,962
CAPITAL OUTLAY 54,476 58,583 120,524 17,000
I
GRAND TOTAL 4,976,145 5,407,872 5,648,399 5,966,018
‘ADL~,Tl~~~P~$lrrONSi:::;‘. / ‘,jji’; ; : a’I_I_: .‘: ,; i ‘,i$$-jg :,;;_ j, lil:ilr’iii’lils3)~~~~~~~~ ~lBiijii~l!i’iE~~~~~~ i,;‘i::,: j_i p?,; @-J;od _____ :d_$&:+ ‘$M /! *
fgJ~Rl;y/pJ-~jqQsrT;IOWS ; $:;“i:; ; : ‘+ *’ ” oz::i: g ;> ~~::oo .;;:;i;,:;; , ;i,:;g& 1’ 7 I iI: i;i_.,j ,_i_ji_lj gj:;$ ,$$oal 5 : :; ;;‘g :<j!! ; o;o(j
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 emergency and non-emergency services.
. Investigate crimes. . Enforce City ordinances.
ReDOrtS . Take reports including crime, arrest, collisions, incident, citation, and field interview.
ReSDOnSe Time . Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS:
CY1997 CYI 998 CY1999 CY2000
Calls for Service 64,009 67,076 67,284 64,366
Cases 8,950 9,083 8,338 8,381
Average Priority One Response
(in minutes) 5.6 5.6 5.2 5.1
SIGNIFICANT CHANGES:
In order to maintain service levels, one new patrol officer has been added.
B-60
PROGRAM: COMMUNITY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Community Services division includes the following programs:
Traffic
. Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide
accident investigation and traffic safety programs to make the streets and highways safer.
Volunteer Proqram . Provide support to the members of the Police Department and help enhance Community safety and security
through education and crime prevention.
Reserve Proqram
. Provide assistance to the patrol and traffic functions, as well as other divisions within the department by
assignment as transport, cover, or working with officers.
Laaoon Patrol
. Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and
respond to concerns involving Agua Hedionda and the other City lagoons. Maintain order on City’s trail systems
and in the City’s parks.
Crime Prevention
. Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help
reduce the rear of crime through the dissemination of information.
PROGRAM ACTIVITIES:
Traffic
. Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide.
. Conduct accident investigations to document location, time and cause of traffic collisions in order to provide
targeted traffic enforcement.
. Provide data for traffic engineering.
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.
B-61
PROGRAM: COMMUNITY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
ACCT NO. 0012121-23,2125,2142
PROGRAM ACTIVITIES (Continued)
Reserves . Provide special detail assistance to all divisions of the Police Department.
. Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events.
. Provide assistance with follow-up and special investigations for traffic officers and detectives.
Laaoon Patrol . Enforce boating regulations. . Monitor recreational boating operation on Agua Hedionda Lagoon. . Patrol lagoon, trail, and park areas.
. Assist stranded boaters on Aqua Hedionda Lagoon.
Crime Prevention
. Target all groups within the community including crime victims and utilize community forums, surveys, media,
newsletters, and direct mailings.
. Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
security.
WORKLOAD STATISTICS:
CY 1998 CYI 999 CY2000
Injury collisions per mile of roadway 1.35 1.27 1.26
Number of volunteer hours contributed 16,411 14,736 15,355
Hours contributed by reserve officers 2,360 1,491 1,448
SIGNIFICANT CHANGES:
To maintain traffic enforcement levels and traffic volume and miles of roadway increases, one traffic officer has been
added.
B-62
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 345,062 380,472 338,286 352,051
MAINTENANCE & OPERATIONS 66,875 81,167 78,224 82,984
CAPITAL OUTLAY 6,034 6,465 1,600 0
GRAND TOTAL 417,971 468,104 418,110 435,035
‘FU~p-fJp@)#pgji~(~~~~ :‘: !i’!j’ ::: ; /,::; ,_: ,,; )<, sib_ ; 4.60 ,‘_,_ ::.x: + :;L; ~~ii;l;Q,i&ocj3;,*,i~~~~~~:. : ; :“;j.;#;(j~, : : {,‘,/‘i?$$! ; ” ‘;; ;&oo ‘$;$?“> ,+‘Is’$6 j;j,l<_~,y_~
,~~CilliR~~~~FE;r~~~~l~~S: Jim:: ; /’ __ “,’ 5‘:” ‘&&J I>,$_ ) : ‘,‘.;;,;‘; !,. : ,<j .n~q!!ril’~:i , ,, ,XTJJyji;i( $,:<$:_i ::i::;.;&:.;~ ~*ajO~ , 1 ;>yjgrr ( i:l?/y&j-
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance departments 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.
B-63
PROGRAM: INVESTIGATIONS / FIELD EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012126-2130
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
lnvestiaations
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process
property and evidence.
Field Evidence
To collect and process evidence collected in the field by police employees. Evidence may include fingerprints,
photographs, plaster casting, bodily fluids, and other items.
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
CY1997 CY1998 1999 CY CY2000
52% 48% 45% 56%
27% 22% 21% 19%
Property Recovery Rate 37% 26% 26% 38%
SIGNIFICANT CHANGES:
An additional investigator for fraud/identity theft/elder abuse has been added.
B-64
PROGRAM: VICE/NARCOTICS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012131
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 277,029 307,012 420,670 464,579
MAINTENANCE & OPERATIONS 52,573 66,193 76,281 116,102
CAPITAL OUTLAY 3,096 0 39,000 0
GRAND TOTAL 332,698 373,205 535,951 580,681
FUlr;,~jM~osjTICir~,~~’ ‘. :,:$jL ,/ : ,~:,liir:‘:;,;.~i:~~~~~,~~::~ ‘5, 1:> 341 ,,’ :&lhil”$d;. , ii_ il_j_ _j _,_, $ jl ‘& ii<rg .tjs/ i Q’.gQ(j @q$iy$ ir:‘yL ‘:;$@J 4x4 2 (4 i $ :*I I ! i
W~iJdLv,FT~i~~~~j~l~NS~ $;;;.,. ;,: ::;.:,: ,:j::;+:;;;, ;;. jQ,iJgj $,;::i:I;.:,i,;.j ‘_ ,,: : ~‘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:
CYl997 CY1998 CY 1999 CY 2000
Felony and Misdemeanor Arrests 138 123 179 117
SIGNIFICANT CHANGES:
None.
B-65
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012132
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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:
None.
B-66
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012133
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 19,321 44,326 50,040 59,460
MAINTENANCE & OPERATIONS 15,381 13,976 18,412 19,180
CAPITAL OUTLAY 0 5,041 0 0
GRAND TOTAL 34,702 63,343 68,542 78,640 ,., ,_.". ,~~~~~~j~~~SjTl~N~~ j j,$$;,: ,I, ,;
'f#-JU~L.y+/F@~&$@j&.$$ ; ;_:_
: t“:"':';,' ::'i':;":"yj :'&j
k:': _b,g 'I' ':!;t'i';jQi“@$#j
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:
B-67
PROGRAM: FAMILY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
281,824 344,764 331,669 364,665
5,834 9,376 14,910 24,780
3,061 0 0 0
GRAND TOTAL 290,719 354,140 346,579 389,445
,~~~~~j~~~~S~~l~N~, ..iy:i ; .' .__i_: ;:l,;,$";'ji;.i i&;l;;;,j.;...i.. , tG"i>rj;)~~;&@$Q li;iiii~~ili:iii.,~~~~~~~,~~~;~~ : ,~ -"1 “AO(j : ,
1;-loURL~~~~;~osr~~~~s., ::;:i;ii;: I_ ,i_: I $ :;_ il : '.&+ _:p& ;>_:_i : ;..a;&j ]Ij ;::_:_l ',I,:~.:,:i:I""'::~~~d > ,,,__ I
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 related to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
. Investigate and follow-up on crime and incident reports as they relate to all phases of the family.
. Assist in the coordination of diversion, prevention and education activities offered by the department such as
DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and
mentoring at-risk youth.
SIGNIFICANT CHANGES:
None.
B-68
PROGRAM: TASK FORCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012135
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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:
None.
B-99
PROGRAM: SUPPORT ?PERATlONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 364,239 450,818 430,963 462,946
MAINTENANCE & OPERATIONS 486,351 748,863 1,112,459 1 ,I 83,622
CAPITAL OUTLAY 2,511 0 2,278 0
GRAND TOTAL 853,101 1,199,681 1,545,700 1,646,568
~U~~~~Tjhna’P~~~j~~~~, ‘_ ; j ‘, :: : ::;> ,rr:;:;,:;:;,,,:,~li:i::,, ,, (j&o ,, I ; .> ,‘I_, _:_ j’,‘:: ‘i’:.;l$ib(j ;ii;‘:,~ilii;i;li~~;~~l,~,~~~oot~ : ;:;:jji,Sf; , ::&g$
~~~~/~~~~Sl~l~~S,, : gs‘,,: s ~~‘:‘“‘~~~~g)~ ‘: 1’1 .: I‘::.,,,:,:‘,,: __I; Q&-J __ ,:y’__ ;_ ;::t ‘ii.-jot I_:_i:,;,,; i<,g-Jg)
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 departments automated systems such as CAD, ARJIS and the microcomputer
network.
SIGNIFICANT CHANGES:
None.
B-70
PROGRAM: D.A.R.E.
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012141
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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.
B-71
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012143
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 160,966 163,803 155,096 248,723
MAINTENANCE & OPERATIONS 28,234 19,076 25,702 16,641
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL 189,200 182,879 180,798 265,364
FyLt,alM~~~siilbFjsi;i;;: ;::::;:' ,"i'j""":i;ii;gqy5~ :li+&Qa _;._ I'_jil 3:: ;:: ____ 11bb i: I~~~~:~l:.i::,i~:,~~~~~oo i : ; 1,_? ;_,* 131iji a: 3, ),
';:::;I!;!:i i:~tiiii~il:tii;l;:;roi~o <yv;:l':,-;, ,* ,:, O#O(J
,,: , __ _:a; :. ::;$::jrl:i:r$ ( i. j &'_ $&g~@$i~a:;~:~~~~:; ‘: ;:_1 g.00
&3JkLY/F~@&S~~~j~t@ '_ A .M&.l.l I ' ; ! (-fool .: ~'_~_:;,;:_:>; ,, : $"':'oI‘f$) .:r $ ;'$$ <'i :,_ I > _,I : j ,, x
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.
. Conduct follow-up investigations on juvenile and school-related crime. . Serve as a resource for school safety preparedness.
SIGNIFICANT CHANGES:
None.
B-72
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 810,442 887,152 954,960 1,077,468
MAINTENANCE & OPERATIONS 28,781 79,970 92,050 133,270
CAPITAL OUTLAY 3,222 2,007 4,500 0
GRAND TOTAL 842,445 969,129 1,051,510 I,21 0,738
F’U%I~~jlh;i~i’~~lONS~~~~~,,~ 1 i”j;/$$l‘; ,.,.,.,. .,.” .,,.. __ j, ;g!:g;; ii;“Irl~:i~~~5~WI~ gds;y f,F, ” ; “@j&o : ;;;:ii:‘ It i,;,$?gJ 1 , ;
WORK PROGRAM:
Provide Police and Fire communications including answering calls for service and dispatching appropriate
emergency personnel.
PROGRAM ACTIVITIES:
. Provide routine and emergency communications service to Police, Fire and emergency medical programs.
WORKLOAD STATISTICS:
Police Calls for Service
CY1997 CY1998 CY1999 2000 CY
64,009 67,076 67,284 64,366
SIGNIFICANT CHANGES:
None.
B-73
PROGRAM: POLICE RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012145
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 240,133 248,594 268,492 293,935
MAINTENANCE & OPERATIONS 126,269 38,489 41,245 42,220
CAPITAL OUTLAY 0 1,575 0 0
GRAND TOTAL 386,402 288,658 309,737 336,155
‘j=Uu Tl ~@$$jj$f$~~~~ ,. ‘$4 j;g >‘,Z,’ i ! ’ j 2:; +:,ii;:, $;: F~,,,ri~r~:.i::i~~~.~~~:~~~oo $.r::,&;::.; :_I :__;,:_ ,.,‘s;@-j *’ :: ,’ ” .;;;;trii; $$,j,oO y_..:_ 5 ::, .>, I_ ~~~~c~~F~E~~~~I’I,~Ns, ’ Wife 1 “” ‘4.h ::s:
“@jg$ : ,i .., .,_ __ ;;, :rii::i~,i~!!‘r:!~(li~lli.lijilI( j * ““1 ‘;l j ‘) ,,&OO i : t’li;i~r!r!sir:ii(:l~~~;,~~ *.i. i : i i C’! ;g$&J !iit!&‘~ ,, ..,,,:,;,i;.,g.!Jo
WORK PROGRAM:
Provide processing, filing, and maintenance of all department law enforcement official records: responsible for data
entry into the ARJIS system and for Statewide reporting of crime information: responsible for public reception,
information and fingerprinting services for the public.
PROGRAM ACTIVITIES:
. Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports.
WORKLOAD STATISTICS:
CY1997 CY1998 CYI 999 CY2000
Police Cases 8,950 9,083 8,338 8,381
SIGNIFICANT CHANGES:
None.
B-74
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE
.
ACCT NO. 1212110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
-~u~~~lM~~~~~~~~~~,~ j ,',j.j;;;: f, ,'_
~O~R~y/~~;~~~~~~~~S :j._ ; "
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
855 6,620 55,426 0
14,461 34,711 78,424 32,000
49,735 104,251 1,250 0
65,051 145,582 135,100 32,000
,; -'. ,;.Q;Qo ; ;,;:i, 2 :,I ‘;: ~:"o;-J~ :+ 'i,~;_ii___ i '
', ; I,.; g;f ;,,;:=Jfj ;t:": :+ji:; ,;_;
Q;oo' ,:_ ;: :'jI,i::'.:;;;':iii:1:!3 ( ‘ji 1 ::ll;..ij*l!,:~"::~:~~~~~Q qy& : "T Q;Qol ';;:;$$y::“:"'.~~ $,!.@@Q _, _:: j$/_, , j I 1
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department’s narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets.
SIGNIFICANT CHANGES:
Included in the 2001-02 appropriation of asset forfeiture funds, is funding for the reconfiguration of the patrol officer
equipment storage bin area, signage for the police vehicle parking lot and lighting/additional furniture for completing
the traffic division relocation project.
B-75
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE ACCT NO. 123XXXX
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
This is the fifth year the City has received funding from the Citizen’s Option for Public Safety (COPS). The City
Council approved the Police Department’s request to use these funds for the continued hiring of two full-time officers
for assignment to the year-round bicycle patrol. 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.
B-76
PROGRAM:
REFUND:
PROGRAM GROUP:
FIRE
GENERAL
FIRE SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 6,903,369 7,136,454 7,561,386 8,047,655
MAINTENANCE & OPERATIONS 1,542,130 1,338,905 1,834,738 2,079,299
CAPITAL OUTLAY 1,439,293 85,708 294,688 344,975
PROGRAM GROUP DESCRIPTION:
The Fire Department’s mission is to enhance the quality of life in our community by delivering exceptional services in
safeguarding lives, property and our environment. We measure our success in accomplishing our mission through
customer surveys, comparative analysis, operational effectiveness and goal accomplishment.
WORKLOAD STATISTICS:
Paramedic Satisfaction Survey Total Incidents By Year
1 I I
I I I
1 2 3 4 5
Not Poor Fair Good Excellent
Acceptable
Customer Service Ratinw The above chart
shows our customer satisfaction level for
emergency medical services for 2000. 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.
KEY ACHIEVEMENTS FOR 2000-01:
1996 1997 1998 1999 2000
4.55 4.68 4.78 4.81 4.72
(Priority 1 average response time in minutes)
Incidents & Response Times: The Fire
Department continues to meet its goal of a five-
minute average response time to priority one calls,
with a 4 minute and 43 second average. The above
chart shows a gradual increase in the number of
incidents over the last five years.
. Implemented a new senior citizen fire and life safety education program.
. Introduced new employee evaluation forms for Fire Department specific positions.
. Implemented engine company and individual performance standards.
. Introduced a new Emergency Medical Services Quality Assurance Program.
B-77
PROGRAM: FIRE
REFUND: GENERAL
PROGRAM GROUP: FIRE
PAGE TWO
SUMMARY
KEY ACHIEVEMENTS FOR 2000-01 (Continued)
. Developed a Fire Department Master Plan.
. Implemented four department-wide performance measures.
. Received delivery of two new Seagraves fire engines.
. Oversaw the removal of 1,400 diseased trees from Hosp Grove.
. Oversaw the completion of a hazard analysis for the City.
. Assisted in developing a response plan for chlorine emergencies at certain City facilities.
. Certified 96 police/dispatchers in First-Aid/CPR, and 148 city employees in First-Aid/CPR/AED and emergency
preparedness.
. In year 2000, responded to 5,322 incidents, including: 3,468 medical aid calls (with 36 patients receiving life-
saving medical intervention); 687 traffic collisions; 243 fire-related calls; and 924 miscellaneous emergencies,
assistance and alarm responses.
KEY GOALS FOR 2001-02:
. Implement an Automatic External Defibrillator program in all major city facilities.
. Develop a Fire Department ten-year financial plan.
. Fully implement an EMS Quality Assurance program.
. Assist CEMAT in developing a City Hazard Mitigation Plan.
. Obtain a permanent site for Fire Station 6.
B-76
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
1998-99 1999-2000 2000-01 200 I-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 278,274 297,491 319,859 342,812
MAINTENANCE & OPERATIONS 518,750 303,582 328,251 637,056
CAPITAL OUTLAY 1,381,065 50,435 123,542 93,050
GRAND TOTAL 2,178,089 651,508 771,652 1,072,918
‘~u~~.tfME:~~~~7~~N8, : 2 i j i $,;,s,: 1:: jP”L ,’ ” ,;;: .:f,,, &;l:‘:i’;.i j ‘>&Q-j &j&g, “z;:” :‘!” 2: i ‘k$75 ; is : : ;;! ::: _:’ > ! 1 iJyp& _i_._<$_>’ jl, ,: ,&& ~“;““g&~rw’r r,i‘il
ti@i;;tF&Y&~~ &X$TK&~ ,‘, .,:I,: I ..,,:rili:,i~“~~l~~sii~;:;a ; js:: 0,&Q .: @.&) _._ .._.. ‘.:l’L.L ,., i i. ’ ::j:::+$::r>$.$ G i $& <$*, fi
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 development and implementation of 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 the 800 MHz Regional Communication System and regional
cooperation on dispatching, training, recruitment and facilities.
SIGNIFICANT CHANGES:
Majority of increase reflects the creation of a department contingency account to fund unanticipated costs.
B-79
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012220
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 6,315,119 6,466,699 6,812,033 7,250,693
MAINTENANCE & OPERATIONS 794,174 868,445 1,141,266 1,146,753
CAPITAL OUTLAY 58,228 27,329 134,650 251,925
GRAND TOTAL 7,167,521 7,362,473 8,087,949 8,649,371
~~~L-Tt~~-~~~l~~u~~~ ,:~ ":!A;$=
"~~~~~~~~~~~~~~',
-IT 'I:
; -.I :,: ',;..
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emernencv Response
Maintain an effective fire and medical emergency response system throughout the City.
l 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.
Traininq
Provide all safety personnel appropriate training in order to enhance their personal safety as well as services
provided to citizens.
. Provide 20 hours of training to all shift personnel on a monthly basis.
. Train personnel to meet individual and company performance standards.
l Provide 24 hours of annual EMS continuing education to all field personnel.
Service
Operations personnel will maintain a positive community profile of service, friendliness and responsiveness.
. Engine companies to participate in public education programs, special community events and code enforcement
inspections on an annual basis.
SIGNIFICANT CHANGES:
None.
B-60
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012225
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Reduce the potential for fire and property loss in the community through Fire Code enforcement and Fire Protection
Engineering.
PROGRAM ACTIVITIES:
Enforcement and Enqineerinq
Provide code enforcement occupancy inspections in existing public buildings and those under construction.
. Provide training and administrative support for engine company code enforcement activities. . Conduct periodic fire inspections in commercial, industrial and multi-family residential buildings.
. Perform code compliance reviews on construction plan submittals within 10 days.
. Perform new construction inspections within 24 hours of request.
. Conduct code compliance inspections in licensed care facilities. . Respond to citizen hazard inquiries and complaints.
SIGNIFICANT CHANGES:
None.
B-81
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012235
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist
. Select 500-I 100 parcels for clearance.
. Obtain City Council approval for abatement.
. Mail notices to property owners.
Hazard Abatement
Ensure effective abatement of hazards identified.
. Inspect all property noticed.
. During May through July, clean all property not previously abated by owners.
. Manage contractor performance and payment system.
. Obtain City Council approval to place abatement costs onto individuals property tax roll in July.
. Submit charges to County Auditor for recovery by property tax billing by August.
SIGNIFICANT CHANGES:
None.
B-82
PROGRAM: DISASTERPREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012240
I- I 1998-99
I
1999-2000
I
2000-01
I
2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS j 22,82:I
CAPITAL OUTLAY
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man caused disasters.
PROGRAM ACTIVITIES:
Traininq 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.
Planninq
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-Aqencv Coordination
. Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
Budget increased to fund the creation of a City Hazard Mitigation Plan.
B-83
B-84
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
Comm. Dev
Building Admin.Geographic
lnwection 5% Information ^^,
21% 5% 2%
B-85
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
0 .‘:.a;aoj a.001 a.ool
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
that live, work, or visit Carlsbad by providing for:
. Development of high quality projects and public facilities.
. Presentation of the local environment.
. Diverse housing, employment and enrichment opportunities.
. 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 that 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 2001-02:
Top Qualitv Services
Provide timely response to inquiries by knowledgeable staff; continue 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 by 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.
. Manage Phase II of Cole Library renovation project.
B-86
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
PAGE TWO
ACCT NO. 0013010
KEY GOALS FOR 2001-02 (Continued):
Finance
. 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 and develop a revised schedule, undertake the remaining design,
entitlement, financing, and construction activities necessary to complete the golf course project.
Learning
. Continue the Community Development Organizational Effectiveness Program, establishing new and innovative
opportunities for involvement by employees at all levels of the organization, with an emphasis on enhanced
training for supervisors and managers in conflict management and time management.
SIGNIFICANT CHANGES:
An upgrade of the Office Specialist I position from % time to full time is included in this budget to assist with the
Document Management System (DMS) in Community Development.
B-87
PROGRAM:
FUND:
PROGRAM GROUP:
LAND USE PLANNING
& PLANNING COMMISSION
GENERAL
PLANNING ACCT NO. 001321010013220
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
The Planning Departments 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.
Review of Development Proiects
. Provide technical support to the Planning Commission and City Council in a timely and efficient manner
regarding the compliance of all development proposals with the City’s zoning, subdivision and environmental
ordinances. Update development standards as needed.
Preparation of Special Studies and Policv Review
. Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council
and Planning Commission regarding policy matters related to planning and development in the City.
Implementation of Growth Manaaement 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.
. Implement the results of the Commercial Study.
. 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.
. Assist in administering the Growth Management Program, including on-going monitoring of activities.
B-88
PROGRAM: LAND USE PLANNING
& PLANNING COMMISSION
PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PLANNING
NUMBER OF PLANNING APPLICATIONS NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY PLANNING COMMISSION CONSIDERED BY CITY COUNCIL
70
60
50
40
30
20
10
0
ml998 q 81999
n 2000
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Applications Considered by Planning Commission: Applications Considered by City Council:
Using 1998 as a base year, 1999 reflected a 635%
increase, while year 2000 activities were up only
228% over 1998. Administrative approvals of PIPS,
Sign Permits/Programs, and Administrative
Variances are not included in the above numbers.
1999/2000 administrative permit applications
shared a slight increase over previous years with
243 in 1998,247 in 1999, and 257 in 2000.
ACCT NO. 001321 O/O01 3220
Twenty-eight applications were forwarded to
Council from the Planning Commission in 1998,
80 in 1999, and 14 in 2000. Key projects included
the updated Housing Element and 2”d
Redevelopment Area.
KEY ACHIEVEMENTS FOR 2000-01:
l Continued process for approval the Habitat Management Plan.
l Completed the commercial study and initiated implementation of City Council policy decisions regarding the
study.
. Participated in the Integrated Transportation Program, related especially to traffic-calming and livable
communities.
. Initiated a training program for the Planning Commission.
KEY DEPARTMENT GOALS FOR 2001-02:
.
.
.
.
.
.
.
.
.
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.
Provide strategic advice regarding land use and long-term planning in 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.
Continue working with the school districts in 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.
Continue the training program for the Planning Commission.
B-99
PROGRAM:
FUND:
PROGRAM GROUP:
LAND USE PLANNING
& PLANNING COMMISSION
GENERAL
PLANNING
PAGE THREE
ACCT NO. 0013210/0013220
SIGNIFICANT CHANGES:
Reclassify vacant Senior Office Specialist position to Management Analyst to provide additional administrative
support. In addition, a Senior Planner and a half-time hourly Planner were added in order to meet the aggressive
scheduling proposed in the Capital Improvement Program.
B-90
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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:
Svstem Develooment . 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. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public
Works staff, using centralized GIS data and GIS software. Because of this increased use of GIS software, total service requests in FY2000 were reduced, before springing back in response to new user demand from Public
Safety and Planning.
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:
FYI 999 FY2000 FY 2001 (Est.)
Number of Service Requests: 245 200 285
KEY GOALS FOR 2001-02:
. Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS technology. . Continue to reduce the cycle time between request and delivery of products/services. . Disseminate GIS capabilities to City staff at the desktop level by implementing an intranet-based GIS.
SIGNIFICANT CHANGES:
Continue to implement software to allow direct access to spatial data from the various geographic information
systems used by the City.
B-91
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510
MAINTENANCE & OPERATIONS
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 Policv . 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.
Real Estate Assets . Coordinate the acquisition, disposal and leasing of City owned real property and the leasing of City utilized real property.
KEY ACHIEVEMENTS FOR 2000-01:
. Completed Urban Entertainment Center report. . Completed Real Estate Asset inventory.
KEY GOALS FOR 2001-02:
. Participate in regional economic development activities and projects. . Identify and monitor progress of development projects that provide economic benefit to the City. . Implement the City of Carlsbad’s Economic Development Strategic Plan. . Coordinate acquisition of real property associated with City Council goals.
SIGNIFICANT CHANGES:
None.
B-92
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1 .::;j‘,:: y ,‘o;so),,,-i..: .::;!i;g$4~:;:q*oq
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. Customer service satisfaction levels for field inspections are also surveyed.
KEY ACHIEVEMENTS FOR 2000-01:
. Issued permits for approximately 1,900 dwelling units . Total value of all construction permits issued (assessed valuation contribution) over $500 million. . Conducted over 70,000 building inspections at a 95% next day service level. . Placed an internship employee and a contract employee in permanent positions with another jurisdiction. . 93% “Very Good” service ratings from 661 ratings for front counter, business licensing, housing and
redevelopment, and field inspection customer comment cards.
KEY GOALS FOR 2001-02:
. Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement calls the next working day. . Continue to develop and implement an internship program for building inspectors. . Provide 80 hours of staff development training for each employee.
SIGNIFICANT CHANGES:
A part-time code enforcement officer position has been funded to keep up with the increase in complaints that are the result of our increasing population.
B-93
PROGRAM: HOUSINGANDREDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 635,886 662,493 679,690 784,469
MAINTENANCE & OPERATIONS 4,780,894 4,892,309 4,820,925 6,950,096
CAPITAL OUTLAY 324,370 4,233,918 1,074,087 371,780
GRAND TOTAL 5,741,150 9,788,720 6,574,702 8,106,345
U~L~l~~~~~~~~~,~~~. ':j;i;;,"' : 1 1 ;f : 1 $ ,i;~iiii:i;i:i.~~i~~~~~~~~o~~o 'z@:;r: _:y ;
~~~~~/~~~~~~~~l~~S j:_ i:iaeii,iri;;i~~~~~~~~~~~~~~~~~~~~,::~,,,;
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing
l Rental Assistance
l Homebuyers Assistance
l New Construction
l Rehabilitation
Enhancing Opportunities
0 Career Development
. Plans
. Innovation
. Goals
Promoting Business Development
l Jobs
l Sales Tax
l New Products
l State Funds
Creatina a Community Spirit
l Transportation
l Education
l Social Services
l Family Self-Sufficiency
Villane Vision
0 Creativity
l Expansions
. Revitalization
. Beautification
Increasing Revenues
l Federal Funds
l Property Tax
Excellent Service
B-94
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
VILLAGE AREA
REDEVELOPMENTAGENCY
HOUSING & REDEVELOPMENT ACCT NO. 6013410/6023412
PERSONNEL
MAINTENANCE 8, OPERATIONS
CAPITAL OUTLAY
1998-99) 1999-2000) 2000-01~ 2001-02)
ACTUAL ACTUAL BUDGET BUDGET
164,869 180,914 175,200 153,410
1,940,678 1,902,452 1,364,945 1,693,712
0 1,702,949 280,235 13,160
2,105,547 3,786,315 1,820,380 1,860,282 ,Qj .:; _,__ ___li _i __l__ 1 ‘ j:;.,:z,..r.‘i:: j;;;’ “fl..;i )i , 5 ,~“.l!iir!12ill~ii~~l~., ;,. ,, ii ti _, ,q,gF, i:“iiv~?Jyy : :‘3 y&J : __j, _, , ‘,p&j :: i’y% ,J’ “‘l”““‘l%;i6 _;_ il.:, ,,: ;.,:;+ ;: 1 3: ii.... ..“. a.__:.. 1. ‘. &(-j 1,: ,,’ jil;_ilj’.&; :jj 3 :_i Q;OO _I,l : j i j ;_: ‘,;a’icsti ;;i.;.y;i;,’ ‘,: i+&) , >lljj
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Villaue Redevelopment Master Plan . Coordination of project development and permit processing. . Implementation of the Facade Improvement Program. . Administration of the Parking-In-Lieu Fee Program. . Property acquisition for future redevelopment projects and facilitation of new development,
Communitv Relations and Public Relations Proqram . Work with the Carlsbad Village Business Association and other business organizations to continue Community awareness and public relations activities on behalf of the Redevelopment Agency. . Continue implementation of the Village Beautification Program through coordination of maintenance efforts in the Village. . Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCE/WORKLOAD MEASURES:
. Process 15 applications for redevelopment permits for improvements to existing structures or new construction projects. . Process 10 sign permit applications. . Process 5 preliminary review applications. . Process 4 Facade/Signage Improvement Grants. . Facilitate the development of at least one “special opportunity project” identified in the Village Redevelopment
Master Plan.
KEY ACHIEVEMENTS FOR 2000-01
. Processed 17 redevelopment permit applications for improvements to existing structures or new construction projects. . Processed 9 sign permit applications. . Processed 7 preliminary review applications. . Processed 5 facade improvement and signage grants totaling $21,058.
B-95
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT ACCT NO. 601341018023412
KEY GOALS FOR 2001-02:
Finance . Process redevelopment permits for all types of projects within the Village Area, which represent high-quality
development or redevelopment of properties and buildings. . Eliminate blighting conditions and influences in the Village Redevelopment Area, specifically in the North State Street area, including existing conditions on North County Transit District (NCTD) property within the railroad
right-of-way, and facilitate new private development through preparation and implementation of a redevelopment strategy for North State Street.
Transportation . Continue implementation of the Village Area Parking Program, which supports public/private partnerships in financing the maintenance and construction of public parking lots in centralized areas and will encourage
visitors to the Village to utilize the public parking areas and to walk to surrounding businesses 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.
SIGNIFICANT CHANGES:
Costs of Redevelopment Agency staff and general maintenance and operations were reallocated among the existing
Village Redevelopment operations budget and a new South Carlsbad Coastal Redevelopment Area operations
budget.
B-96
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 8033420
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proiect Processinu Procedures . Continue development of affordable housing project processing procedures.
Affordable Housino Proiect Coordination
. Assist in the structure and implementation of affordable housing projects.
Affordable Housina Education Proaram . 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 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 2001-02:
TOD Qualitv Services
. Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
Finance . Attract and retain target industries, businesses and jobs that result in improved economic health through the implementation of affordable housing programs which serve to enhance the jobs/housing balance within the Community.
SIGNIFICANT CHANGES:
None.
B-97
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 8103420
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 0 0 45,450
MAINTENANCE & OPERATIONS 0 0 0 318,649
I CAPITAL OUTLAY
I
0
I
0
I
0
I
0
I
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area . Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize excess
property for projects that provide both a private and public benefit. . Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess property that could provide for public recreational facilities and/or development of cultural facilities or other public facilities. . Revitalize, redevelop and/or generally clean-up the Ponto Area. . Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and open space amenities.
PERFORMANCE/WORKLOAD MEASURES:
. Establish a Citizens’ Advisory Committee to work with Staff on development of a Land Use Strategy and Master Plan for the South Carlsbad Coastal Redevelopment Area. . Hire required consultants to assist with development of the Land Use Strategy and Master Plan for the South Carlsbad
Coastal Redevelopment Area. . Initiate development of a Master Plan for South Carlsbad Coastal Redevelopment Area, with assistance of private Consultants and a Citizens’ Advisory Committee.
KEY GOALS FOR 2001-02:
Qualitv of Life/Communitv Development . Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area. . Initiate review of Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal
Redevelopment Area.
SIGNIFICANT CHANGES:
New Budget: Redevelopment Area adopted in July 2000.
B-96
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 8123420
MAINTENANCE 8, OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citv-Wide Affordable Housina Proarams . Affordable Housing Project Coordination for lnclusionary Housing Development. . Affordable Housing Education Activities. . Development of affordable housing programs. . Facilitation of development of new affordable housing projects.
PERFORMANCE/WORKLOAD MEASURES:
. Utilize low and moderate income housing funds to assist with the development and/or construction of at least one (1) new affordable housing project within the city limits of Carlsbad. . Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2001-02:
Qualitv of Life/Communitv Development . Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary Housing Ordinance. . Implement affordable housing programs, which serve to enhance the jobs/housing balance within the community.
SIGNIFICANT CHANGES:
New Budget: Redevelopment Area adopted in July 2000.
B-99
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401/1903403
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 218,697 204,520 224,010 293,728
MAINTENANCE & OPERATIONS 2,458,640 2,627,547 2,917,579 4,432,506
CAPITAL OUTLAY 0 0 471 20,680
I I I
GRAND TOTAL I 2,677,337 2,832,067 3,142,0601 4,746,914
r”lUu;;:T$W?q$&~~$I@lS ‘ , :gj: s , $$$ij*i:M’. ., ._ ‘,$ >+ >“: ‘_..> ‘ i __: i’l,ii3:l: - :r”%~!i:i:: aqT$t~~~ ii2g::$,,,; ; i ‘a! ‘!!~rlw’. ,d ,i< is:: _, ,__ : ‘,.‘3YEQ ,; i; : i ,,~; ;;jj a ,‘,‘,, ~*~aL~,~~Pi’~~ssi96~~ $i:il_; y i:‘;:i!i i,y;:i;;;jiti& ‘tl.aa :;;t;;; T:” ‘$yjr$;;:!f:4;3~. >l 1: ‘:~~O:OO 1 _’ : :__, b, _’ 0.G
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
. Provide federal funding to subsidize rents for 628 extremely-low and very-low income households.
. Assist low-income households in the community to access rental housing that is decent, safe and sanitary.
l Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency (PHA) Plan. . Achieve and maintain a lease rate that effectively utilizes funding allocation.
Familv Self-Sufficiencv . 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,
Communitv Ooportunities Proaram
. 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:
Received an additional 75 vouchers targeted for non-elderly persons with disabilities.
B-l 00
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 103,183 129,701 122,450 129,260
MAINTENANCE & OPERATIONS 49,845 29,577 164,948 117,091
CAPITAL OUTLAY 0 328,340 85 7,520
GRAND TOTAL 153,028 487,618 287,483 253,871
~~~~Tl,~~~~~~~~~~s~:~:~: “#?r’; :;; ili?lti~!l.!is;~r~~~~ zy;gs Icllililsl~~:i3:s;i 5 .__ __I ,: ; qj; !iil~btgtnZllJr”~~~~~~~~~~~~~4~ __.I ., ., Mo~~~il.i;,:i-‘:l::i-i‘i-,r.:,d,oo .~,,~~l.,.~~~~~.bb ii:; i~j,,,~,:i~;j,,;-,i~~~~~~f’i:,.;::” :’ i wl”‘f&; yl@ j j” j
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proarams Provide staff support to implement the various affordable housing programs as set forth within the City’s housing
element including: . Carlsbad Homebuyer Assistance Program (CHAP).
. Mortgage Credit Certificate Program (MCC). . Lease-to-Own Program . Provide staff support to the Housing Commission. . Participate in the San Diego Regional Housing Task Force
Affordable Housino Financial Assistance . Negotiate and prepare financial assistance and loan documents for construction of single and multi-family
affordable housing projects.
lnclusionarv Housina . Implement the lnclusionary Housing Ordinance by providing information to developers, the public and City staff on the requirements of the ordinance. . Negotiate and prepare affordable housing agreements. . Monitor the development and operation of affordable housing developments. EST. EST.
WORKLOAD STATISTICS: 98-99 99-00 oo-01 01-02
. Affordable Housing Units Approved: 429 units 26 units 36 units 286 units
. Affordable Housing Units Construction Starts: 326 units 97 units 92 units 182 units
. Financial Assistance to Affordable Housing Projects: $150,000 $2,216,000 $1,135,000 !$2,860,000
KEY GOALS FOR 2001-02:
Learninq
Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue. . Perform public outreach by making presentations to citizen, business and service groups, serve on regional affordable housing committees and task forces, and make presentations at professional conferences about affordable housing programs and their benefits to the City of Carlsbad
SIGNIFICANT CHANGES
None. B-101
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 3913401-02/
3917000
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 102,596 99,150 100,490 99,297
MAINTENANCE & OPERATIONS 303,138 300,489 309,019 311,261
CAPITAL OUTLAY 324,370 156,655 793,221 327,130
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Communitv Development Block Grant Proqram . Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to identify activities to be included in the consolidated funding plan for the CDBG Program. . Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD) for approval. . Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding. . Monitor activities of grant sub-recipients to ensure that HUD and City requirements are met. . Prepare consolidated annual performance and evaluation report for review and approval by City Council and HUD.
Residential Rehabilitation Prooram . 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 (4) public meetings to review and obtain comments on the City’s CDBG Program. . Conduct selection process to identify a minimum of ten local public service agencies, which should be assisted
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 (4) low to moderate-income families or individuals to
rehabilitate their homes.
KEY ACHIEVEMENTS FOR 2000-01
. Prepared 2000-05 Consolidated Plan for CDBG Program; this was adopted by the City Council and approved by the US. Department of Housing and Urban Development. . Improvement projects were started and/or completed on facilities for the Boys & Girls Club of Carlsbad and Lifeline Community Services.
KEY GOAL FOR 2001-02:
TOR Qualitv Services
. Provide timely responses that result in high customer satisfaction.
SIGNIFICANT CHANGES:
None.
B-102
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
Seniors
6%
Recreation
31%
Cultural Arts
6%
B-103
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 2,335,576 2,907,768 3,989,977 4,482,297
MAINTENANCE & OPERATIONS I,254083 1,571,982 3,102,748 3,583,723
CAPITAL OUTLAY 27,785 69,736 3,000 0
GRAND TOTAL 3,617,444 4,549,486 7,095,725 8,066,020
iTUk& TIME. PU$Tl$?NS __. ,.. 1 : .f( ““‘?‘“$q?&y$j @&;d& : ‘:i ;’ 40,p$ “_ “: ;;ly :: 1”” v&jl ;f5 ’ : ; il’ ;y;! ; :; &A$
~@;Rj??/@E:p;f@~~NS .:f):‘j ‘I i __ _: j’:__ __ ,: .#pJj ,;;t,;,li& I.$jj’li. :_. .;62,88 : <, (i_s,l ye; :)j_: : :_,_; :<. 73.58 69.50
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 2000-01:
Ensure the Effective and Efficient Deliverv of ToD-Qualitv Services to our Communitv . Implemented Sunday hours of I:00 - 5:00 p.m. at both the Dove and Cole Libraries. . Completed a Library user survey to assess customer satisfaction at all three Library facilities. . Completed the interior and exterior renovations at the Cole Library. . Continued to provide a wide variety of lectures, concerts and other programs for the entire community’s
enjoyment. . Completed the development of the Library and Arts Cultural Plan. . Provided the Library catalog online and linked it to the City’s Internet and lntranet sites,
DeWkID and Implement Proactive Strateaies to Ensure the Financial Health of the Communitv and the City . Continued development and support of the Carlsbad Library Foundation. . Continued support of the Friends of the Library efforts to increase hours of operation of the bookstore.
Enhance Educational Opportunities and School Facilities for all Seaments of the Communitv . Updated the Library’s disaster plan. . Promoted the Library’s reading programs throughout local school districts. . Continued to provide and promote computer literacy throughout the community. . Coordinated with local school districts and other local agencies on the development of an annual educational faire at the Dove Library. . Continued to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high
school students. . Developed a self-guided tour brochure to provide photos and information on sites of historic interest in Carlsbad. . Participated in the planning and development of the Carlsbad Citizen’s Academy; teaching members of the
community about how the City organization operates.
KEY GOALS FOR 2001-02:
Top-Qualitv Services . Continue to provide full service at both library facilities on Sundays from I:00 - 5:00 p.m. . Continue the development of a fully networked historical photo database. . Complete the development and implementation of the Library and Arts Cultural Plan.
B-104
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY
PAGE TWO
SUMMARY
KEY GOALS FOR 2001-02 (Continued)
. Provide lectures, concerts and other programs for the entire community’s enjoyment. . Begin the process of selecting a new automated system.
Finance . Continue to develop the Carlsbad Library Foundation. . Continue to support the Friends of the Library efforts to increase hours of operation in the bookstore.
Learninq
. 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.
B-105
PROGRAM: GEORGINA COLE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 001401010014015-1610014035
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL I,21 5,964 385,564 1 ,I 75,806 1,246,424
MAINTENANCE & OPERATIONS 480,854 217,661 560,443 660,705
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL 1,696,818 603,225 1,736,249 1,907,129
.~~~~;~~~~~~~~~~s~ 1:; wi!. !3!_!*pi _’ ; ,; ;;: _! ,” ~“~“~‘~:“~l’@$&j ~~!~~~i!r;iai~~~~~~~~~~~~~? ‘. :,..- -: I _’ j >if@@ @4!,@,C ,‘1T1:1$j,;75 l: ‘)I 3 :$ : 2 i 2;: I“y;i$i I .:$_y 8,) ‘i($ &glt, I ‘t L I ~,Yl II ,, ~~~~~~~~~~~~~~~~~s, b ;i::;:;-1: -,;.-g, “:k : ::‘!,;;:2pp$ I::,, f,;,:_; ,::.,.c, ~.;,#&~ “;$ j : i’i:is,iiI;i’j.iis~~~.i:~i;l:i a; ‘$ ;g&$&~ ~zT$,;$sp,3,iil’ 4 ’ $l’ ”
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 tines,
and track overdue items.
Proaramming . Plan, schedule and develop programs for adults and children. Conduct classroom visits and tours for children
and offer computer and Internet classes for adults.
COk32tiOn DeVelODfYIerIt
. Evaluate the Cole Library collection and select print and non-print materials.
Librarv Manaaement
. Manage Cole Library, staff, volunteers, collection, and facility. Maintain awareness of the community.
PERFORMANCE OBJECTIVES:
. Schedule and supervise staff.
. Hire and train new staff. . 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.
. Respond to the needs of the community.
SIGNIFICANT CHANGES:
Utility costs at both libraries have increased substantially due to higher rates.
B-106
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014069-4095
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Dove Library, located in South Carlsbad, opened in September 1999. Services include print and non-print
materials, reference services, computer labs for adults and children, special programs, an art gallery, the Friends of
the Library bookstore, as well as an auditorium and meeting room.
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 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 library patrons as library members and Internet users and also provides services to
the Homebound Program and participates in the Braille Machine Exchange Program. Circulation staff checks in and
out materials, sorts and shelves library materials and repairs all audio-visual materials for the Carlsbad City Library.
. Register library patrons and Internet users; check out and in, renew, reserve, sort, and shelve library materials;
process and mail overdue, collection and reserve notices; collect fines and fees; rent audio-visual equipment;
and answer the renewal line.
. Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de
Carlsbad, Brighton Gardens, and Carlsbad-by-the-Sea.
. Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes;
exchange and provide repair for malfunctioning machines.
Reference
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, and 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.
B-107
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PAGE TWO
ACCT NO. 0014069-4095
PROGRAM ACTIVITIES (Continued):
Children’s
The Children’s Division serves children from toddler through high school 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 over-the-telephone questions, provide reader’s advisory, library skills instruction,
group tours, and class visits.
. Select new children’s materials, both print and non-print, and provide collection maintenance and stack
organization. There has been an increasingly heavy demand on our collection due to the rapid population
growth in the community.
. Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story
contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage
creativity. Cooperative programs with the Centro de Informacibn provide multi-cultural experiences.
SIGNIFICANT CHANGES:
. 2.5 part-time FTE in various positions have been converted to one full-time librarian and two three-quarter time
Circulation Supervisors in order to provide higher levels of customer service and more efficient use of staff time.
. Utility costs at both libraries have increased substantially due to higher rates.
B-l 08
PROGRAM: GENEALOGY/LOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 49,975 64,993 85,454 125,548
MAINTENANCE & OPERATIONS 412 2,949 10,515 7,940
CAPITAL OUTLAY 0 19,715 0 0
I I
GRAND TOTAL 50,387 87,6571 95,9691 133,488
~~~~~~1~~~~~1~~~~s~~ 3 j_i;_ ! ::l:.j;:lj;:,,,
~~~~~sl~?N~ ;’ %3:;; :
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 20,000 volume collection,
8,000 microfilm rolls, 120,000 microfiche, and 100 compact discs. It is a collection of excellence that draws
researchers from all over the nation.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
General Reference Services . Genealogy and local history staff respond to in-
person and telephone reference requests;
provide individual patrons with general
introduction to the collection: provide 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.
1997-98 1998-99 2000-O 1 1999-00’
Reference Questions:
14,737 15,741 4,958 20,000
Computer Users:
1,411 2,323 854 2,000
In-House Usage:
5,136 22,868 9,068 60,000
Collection DeveloDment Activities
. The staff participate in the Library’s collection
development/acquisitions by completing catalog
checks, preparing order slips, receiving ordered
items, preparing items to send to Technical
Services, and receiving and shelving items from
Technical Services.
1997-98 1998-99 2000-01 1999-00’
Items Added:
626 666 600 1,000
Coordination with NSDCGS
. The North San Diego County Genealogical
Society (NSDCGS) has been a support group for
this collection for 20 years. The division works
with and assists the Society in fund-raising for
the acquisition of materials for the collection and
in instructional programs.
1998 1999 2ooo’ 2001
Programs:
40 41 45 51
* The Genealogy/Local History Section was closed
September 1999 through April 2000 for the Cole
Library remodel
SIGNIFICANT CHANGES:
The conversion of a part-time Librarian to a full-time Senior Librarian to supervise the Division.
B-109
PROGRAM: CENTRO DE INFORMAClbN
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014030
MAINTENANCE 8, OPERATIONS
WORK PROGRAM:
The Centro de Information meets the information needs of Spanish-speaking adults and children in Carlsbad.
Bilingual staff introduces residents to library services, which include Spanish-language print and non-print, bilingual
story hours for children and information and referral services. The Centro de Information staff is actively involved in
the community and work in partnership with schools, community agencies and other City departments to meet the
needs of our diverse community.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Outreach
. The Centro de Information is an active partner in
community activities. The Centro offers a
welcoming and culturally sensitive environment
that enables Spanish-speaking residents to
make use of public library services.
1996-97 1997-98
Individual Patron Visits:
24,006 24,250
Proaramming
. The Centro de Information responds to
community information and educational needs by
providing a variety of adult and children’s
1996-97 1997-98
Program Attendance:
3,922 3,721
1998-99 1999-00
21,584 20,300
1998-99 1999-00
3,700 3,496
programs.
SIGNIFICANT CHANGES:
None.
B-110
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014040
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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 re-binding.
1996-97 1997-98 1998-99 1999-00
Items Cataloged and Processed:
18,901 17,908 22,889 24,581
Items Handled for Binding:
1,624 1,707 1,695 1,561
Database Maintenance
. Adds new items to the on-line database and deletes information of lost or discarded materials.
1996-97 1997-98 1998-99 1999-00
Items Added to Database:
18,901 17,908 22,889 24,581
Items Withdrawn:
13,843 16,059 18,261 12,550
PERFORMANCE OBJECTIVES:
Circulation Svstem 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:
Additional funding has been included to replace the library’s outdated automation system.
B-111
ROGRAM: COLLECTION DEVELOPMENT
& ACQUISITIONS
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: LIBRARY ACCT NO. 0014045114540101
145401111454095
PERSONNEL
MAINTENANCE & OPERATIONS MAINTENANCE & OPERATIONS
CAPITAL OUTLAY CAPITAL OUTLAY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
115,551 129,523 134,052 149,904
558,368 720,602 1,017,128 881,680
27,785 40,509 3,000 0
GENERAL FUND 431,971 508,859 674,3 11 972,784
PLF GRANT FUNDING 32,052 147,548 224,000 0
CLSA GRANT FUNDING 160,135 137,796 184,303 0
AUDIO VISUAL INSURANCE FUND 67,647 39,174 0 0
OTHER SPECIAL REVENUE 9.899 57.257 71.566 58.800
ITOTAL FUNDING I 701,7041 890,634l 1,154,1801 1,031,5841
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Planning
. Develop plans for the collection of Materials.
Budoeting
. Prepare division and library-wide materials
budgets: monitor expenditures for department
and materials.
. Complete revision of materials collection
statements for major subject areas at all
facilities.
. Track material accounts by major subjects.
. Track vendor discounts.
Coordinate Selection of Materials
. Coordinate selection and ordering of print and
non-print materials.
. Coordinate selection and ordering of at least
16,000 new print and non-print materials.
. Continue purchase of materials from Capital fund
for new library and for Cole Library.
SIGNIFICANT CHANGES:
Effective this year, the CLSA and PLF Funds’ revenues and expenditures have been incorporated into the General
fund-Library Collections program.
B-112
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIA SERVICES
GENERAL
LIBRARY ACCT NO. 0014050
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
IH~~R~~~~E~P~S~~IQNS’. _Ij:i_ ,__ , I ,, ,, :_, , :‘_~:“G ,;‘lli:l;i;l,l,.:I,i~:~~~l~:,~ ;:‘:‘$#$&l’; ,i,’ ‘.3,5o, ,j:_ _:(_:;j t,$2f~!:I>::t’:~l,: j _ : : ,;
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: PERFORMANCE MEASURES:
Proarammina Manaaement
. Implement “Meeting Facility Use Policies and
Procedures.” Maintain and analyze the service
delivery system. Monitor work flow, perform
ongoing fee collections and processing, and
provide comprehensive reports. Provide staff
training; assign and supervise part-time support
staff.
Provide two bi-annual comprehensive reports
including inquiries, bookings, income generated
and analysis, and recommendations for service
improvements.
Media Production Develooment
. 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.
Develop programming content plan, facilitate
planning, and produce media materials
accordingly.
Prepare and submit grant applications to help
underwrite production expenses for a series.
lmaae Research & DeVelODrIWIt
. 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.
Refine image database and WEB component.
Catalog, label and package new images as
determined by work order requests.
Input photo catalog images and descriptions into
database.
SIGNIFICANT CHANGES:
Creation of the full-time Office Specialist II is made possible by the conversion of existing part-time positions. This
will provide for consistent quality service delivery without the need for repeated and extensive ongoing training of
short-term employees.
B-113
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014055
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Adult Learning Program is the library’s adult literacy service. The program provides free, multi-dimensional
learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong
learning and decision-making. The program provides literacy services that support positive self-esteem and the
application of traditional and technology-based literacy skills in daily life, at work and in the Community.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Literacv Skill DeVelODrIWIt
. The program provides a variety of learning
experiences including one-to-one tutoring,
computer-assisted instruction and small-group
study. These varieties of learning experiences
are appropriate for each adult learner’s individual
potential and skill needs in basic reading, writing,
math, critical thinking, and general knowledge.
1996-97 1997-98 1998-99 1999-00
Learners Studying:
155 143 127 132
Volunteer Tutors Instructing:
126 102 102 84
Instructional Hours Completed:
5,306 4,735 5,434 6,411
SIGNIFICANT CHANGES:
Replace obsolete curriculum with core curriculum compatible with current computer standards.
B-114
PROGRAM: CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 236,900 288,791 385,639 408,633
0 0 0 0
MAINTENANCE & OPERATIONS 151,838 255,154 407,293 380,129
0 0 0 0
CAPITAL OUTLAY 64,677 32,269 72,874 3,800
PROGRAM DESCRIPTION:
The Arts Office builds a sense of community by advancing the arts through educational, support services and
programs, which reach out to the community to develop cooperative relationships. These relationships provide
meaningful collaborations to develop and strengthen creative abilities and seek the highest quality of urban design
where arts have a significant presence, thereby enriching the lives of all Carlsbad residents.
KEY ACHIEVEMENTS FOR 2000-01:
. Produced 66 events attracting 51,000 people.
. Managed the William D. Cannon Art Gallery with a series of exceptional exhibits attracting 20,000 people.
. Created a model Arts Education Program for gallery exhibitions that served and provided 2,500 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 ($146,000 for FY 2000/2001).
. Funded 85 performances, exhibits and special projects by organizations and schools in Carlsbad serving 20,000
people through the Community Grants Program.
. Provided information services via the City and CONVIS web sites, direct mail, telephone, information line,
distributed programs/newsletters/brochures, and displays at City facilities.
KEY GOALS FOR 2001-02:
TOD Quality Services
. Conduct a community-wide cultural plan in partnership with the Library.
. Generate sponsorship programs, fund-raising activities and collaborative projects.
. Promote, train and utilize volunteers and artists in providing services.
Learninq
. 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.
B-115
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
CULTURAL ARTS ACCT NO. 0014062/0014065/
0014068/l 4740101
1474020
I I 1998-99 1 1999-20001 2000-01~ 2001-02~
PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
229,168 280,177 374,939 396,278
MAINTENANCE & OPERATIONS 139,170 231,332 374,097 350,289
CAPITAL OUTLAY 62,707 32,269 72,874 3,800
GENERAL FUND 364,499 489,912 688,288 648,882
ARTS FUNDING 66,546 53,866 133,622 101,485
TOTAL FUNDING 431.045 543.778 821.910 750.367
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and
performing arts, and create a climate which encourages cultural and artistic development in Carlsbad and to enhance
educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
. Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training for volunteers, artists, arts
organization and gallery docents and attendants.
Proqrams
. Produce eleven jazz concerts in the parks.
. Offer educational programs and classes on arts and culture for children and adults.
. Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations.
. Offer four weeks of summer arts camp and two weeks of Club Pelican.
Information
. Produce a monthly calendar/newsletter.
. Produce Arts Brag, an arts education newsletter.
. Arts Info Line for up-to-date information.
. Provide information, opportunities and resources to artists, citizens and the press.
. Provide educational information on all gallery exhibitions and printed materials for exhibitions.
. Offer arts information on the City’s Internet site.
Planning
. Develop a community cultural plan in partnership with the Carlsbad City Library.
. Assess short and long-range community needs for facilities and resources.
B-116
PROGRAM: ARTS OFFICE
FUND: GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS
PAGE TWO
ACCT NO. 0014062/00140651
0014068/l 4740101
1474020
KEY GOALS FOR 2001-02:
Top Qualitv Services
l Offer community-wide multi-cultural events (Festejando a las Madrecitas, an international multi-cultural festival and
“By Kids, for Kids.”
l Serve on Chamber of Commerce Arts Education Committee.
. Implement arts education long-range plan with Carlsbad and Encinitas school districts.
l Offer programming and resources.
. Develop and strengthen arts organizations and provide cultural opportunities with grant allocations.
l 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.
. Serve on Library Foundation Board.
Qualitv of Life/Communitv Development
. Operate the Cannon Art Gallery with six (6) exhibitions per year and a full complement of associated programs.
. Operate the Sculpture Garden with one (1) exhibition per year.
WORKLOAD MEASURES:
Delivers of Top-Qualitv Services
Arts Office Events/Attendance
Community Grants/Applications/Budget
Community Grant Awards/Activities
New Initiatives Grant/Budget
1997-98 1998-99
43/30,000 44/35,000
12/$16,000 21/$18,000
1 o/75 141120
1999-00
49136,000
20/l 8,000
12/76
2000-01
66151,000
18/l 9,000
16185
l/5,000
Educational Opportunities - Information Services 1997-98 1998-99 1999-00 2000-01
Newsletters (Issues/Distribution) 12/42,000 12148,000 12/50,000 12/50,000
Special Publications (Per Year/Distribution) 9/l 9,000 11/24,000 17186,000 48160,000
Arts Info Line Calls (Monthly) 220 240 240 240
ConVis Arts Office Web Site Hits (Weekly) 348 400
Diverse Economic Opportunities
Grants and Contributions
Earned Income
In-kind Contributions
1997-98 1998-99
$69,000 $74,000
13,800 23,500
1999-00
$89,050
14,500
43,000
2000-01
$181,200
22,000
84,000
SIGNIFICANT CHANGES:
None.
B-117
PROGRAM: SISTER CITY
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001406611464010
I I 1998-991 1999-2000~ 2000-011 2001-02~
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 0 2,425 2,655
MAINTENANCE & OPERATIONS 4,927 5,842 12,834 9,790
CAPITAL OUTLAY 0 0 0 0
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic.
PROGRAM ACTIVITIES:
Coordinate Sister Citv Proaram
l Arrange, host and conduct visits by one (1) student delegation and others as needed.
l Coordinate ongoing cultural and educational exchange projects.
Activelv Pursue the Contribution of Funds for the Sister Citv Prooram.
l Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such
programs.
SIGNIFICANT CHANGES:
None.
B-118
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 7,732 8,614 8,275 9,700
MAINTENANCE 8, OPERATIONS 7,741 17,980 20,362 20,050
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue Performina Arts Proaramming
. 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.
Activelv Pursue the Contribution of Gifts and Funds for the Arts
. Submit request for County Community Enhancement funds and Transient Occupancy Tax (TOT) funding.
. Obtain advertisements for jazz concert fundraising program.
. Assist arts associates in fundraising efforts at jazz concerts.
. Pursue contributions for Festejando a las Madrecitas.
PERFORMANCE MEASURES:
. Presented 10 jazz concerts in four parks with an attendance total of 32,000.
. Raised over $25,000 in fundraising contributions.
l San Diego County TOT funding increased 100% (to $2,000)
SIGNIFICANT CHANGES:
None.
B-119
PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of
current recreation programs and senior activities including youth and adult sports, special events, instructional
classes, facility rentals, aquatics, nutrition, and transportation programs.
Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior
activities, and facilities.
KEY ACHIEVEMENTS FOR 2000-01:
. Prepared and processed Zone 19 Park Master Plan including community outreach and Council approval.
. Prepared an interim use strategy for the Pine School property and facilities that is currently under review by the
City Council.
. Initiated Phase 2 of the Carrillo Ranch Community Park.
. Processed 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 to enhance the Opportunity Grants Scholarship Program to over 50 community children, which
afforded them the opportunity to participate in recreation programs they would not otherwise be able to enjoy.
. Completed Cole Library re-landscaping.
KEY GOALS FOR 2001-02:
Top Qualitv Services . Continue to Implement the use of customer surveys to evaluate and improve customer satisfaction.
. Conduct customer service training for employees.
. Generate sponsorship programs and fundraising activities.
. Promote the use of volunteers in providing City services.
. Maintain a Capital Improvement Program (CIP) 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 Zone 19 Park, Carrillo Ranch Phase 2, Pine School, Larwin Park, and the Stay-N-Play Program.
. Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation.
. Complete and begin implementation of the Recreation Department Strategic Plan.
Finance
. 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,
and the body surfing contest.
B-l 20
PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION
PAGE TWO
SUMMARY
KEY GOALS FOR 2001-02 (Continued):
. 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, and lagoon permits.
Learning . Prepare monthly agendas for Parks and Recreation, and senior commissions that address relevant issues and
inspire community involvement.
. Continually monitor the Citywide interactive web page to display current recreation opportunities over the Internet. . Provide a wide variety of instructional classes for all ages and promote educational classes through distribution of the Carlsbad Community Services and Recreation Guide three times per year. . Provide and encourage a variety of professional training opportunities to all staff members. . Create cross-training opportunities within the Recreation Department and across major service areas where
feasible. . Provide the necessary tools required for employees to perform effectively. . 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.
Qualitv of LifelCommunitv Development . Monitor and annually report on the status of the parks performance standard of the Growth Management Plan.
Open Spacenrails . Assist in the processing of a Citywide trail master plan for Council consideration to ultimately develop a Citywide
trails program. . Support and assist where possible the volunteer trails development program.
Parks . Process the Zone 19 Park Master Plan through appropriate review and initiate the development of plans,
specifications and bidding process. . Initiate and monitor Phase II development of Carrillo Ranch. . Prepare and process master plan for development of Larwin Park. . Initiate the master planning process for Alga Norte Park. . Implement Council direction relative to the future use of the Pine School site. . Identify and evaluate potential sites for acquisition of 1 O-l 5 acres of park property in the northeast quadrant. . Continue to evaluate development strategies for the Zone 5 corridor industrial recreation park site.
B-121
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING
& RECREATION MANAGEMENT
GENERAL FUND
COMMUNITY SERVICES ACCT NO. 001451010014545
I I 1998-99) 1999-2000) 2000-01~ 2001-021
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 350,776 358,017 414,066 528,913
MAINTENANCE & OPERATIONS 104,377 195,066 277,435 386,852
CAPITAL OUTLAY 0 20,811 7,350 50,000
GRAND TOTAL 455,153 573,894 698,851 965,765
FlllL ‘__ !I’$ ..., ,. __,.. _:;, i ,. ‘j”:‘:::?j*r il”~~?’ :“‘;i ., i I > :y,:,:_ :, i .,
ii;:’ ;
-,.1.: ‘.“““‘l.“.‘!ii~~~~~,~~~;g8 ,~ ; “_ ‘_1? “!::);ii:.j*, ” _;_ A60 :j:.:,_::: ,, ,i,‘,‘i,:;&og
HQ&i&y&y(E ~~tJSlyg)& ,rlr:!,,rli:ij::!:.,:: ; j o;g8 : 3 ,’ :‘:\ 3 .,j ..i’a’iq& 1:; ;;;;j: ‘;,*;!;&$j
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 26 full-time positions and 40 hourly/full-time equivalent positions, which operate 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
B-l 22
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING PAGE TWO
& RECREATION MANAGEMENT
GENERAL FUND
COMMUNITY SERVICES ACCT NO. 001451010014545
PROGRAM ACTIVITIES (Continued):
Park Acquisition, Planninu and/or Develooment
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. . Implement Phase II of the Carrillo Ranch Master Plan. . Coordinate and monitor the Capital Improvement Program (CIP) 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. . Process the Zone 19 Park Site Master Plan.
. Initiate the Alga Norte park master plan process.
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/or play in Carlsbad. . Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. . Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. . Prepare and distribute the Community Services & Recreation Guide three (3) times per year. . Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
Two (2) Park Planners have been added to assist with trails and park projects.
B-l 23
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515.0014521-28
MAINTENANCE & OPERATIONS
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 programs for all ages, preschool to seniors, including
program design, planning, implementation and evaluation.
. Review proposals and negotiate contracts with . Conduct fee market studies on an ongoing basis. instructors. l Coordinate with school districts for youth and teen . Schedule facilities for programs. programming. . Prepare and distribute marketing materials. . Recruit, train and reward volunteers. . Evaluate programs and analyze data on an ongoing l Generate program sponsors.
basis. . Utilize sports professionals to enhance program . Prepare financial and revenue reports. quality.
. Research and implement program opportunities. . Provide scholarships for Carlsbad resident youths.
WORKLOAD MEASURES:
Estimate
1999-00 2000-01
Enrichment Classes
Conducted 1,500 1,650
Enrolled 16,600 16,600
Revenue $429,650 460,000
DavtriDDers
Trips Conducted 40 41
Participants 884 900
Revenue $46,113 47,000
Ezz Participants 45 53 654 1,020 Revenue $47,593 62,800
Projected
2001-02
1,650
16,600 470,000
41
920 47,600
63 1,210 72.000
Youth SDOItS
Teams Participants Spectators Revenue
Adult SD0l-k Teams Participants
Spectators Revenue
1999-00
90 62 75 1,550 1,000 1,200 17,000 12,000 15,000 $54,040 60,000 65,000
238 320 325 3,100 4,900 5,000 21,000 30,000 30,000 $78,370 82,000 85,000
Estimate Projected
2000-01 2001-02
B-l 24
PROGRAM:
FUND:
PROGRAM GROUP:
1998-99
Preschool Classes Conducted 166
Enrolled 1,853 Revenue $85,700
Fields Maintained 14
Estimate Projected
1999-00 2000-01
166 167 1,900 1,900
111,100 117,770
14 14
Stav ‘n’ Plav Weeks
Participants
Revenue
30 30 30
725 900 900 $1,000 $1,500 $1,500
RECREATION FEE SUPPORTED PAGE TWO
GENERAL
RECREATION ACCT NO. 0014515,0014521-28
1998-99
Special Events Events Participants
Revenue
8 9 9 15,560 23,030 28,250 $60,540 64,000 69,000
Communitv Volunteers
Volunteers 1,410 Hours 9.570
Kids Camp
Camps Participants
Revenue
11 12 12 990 1,020 1,050
$83,000 $90,500 $95,500
Estimate Projected 2000-01 1999-00
1,460 1,460 9,600 9,600
KEY GOALS FOR 2001-02:
TOD Qualitv Services . Conduct customer service training for all staff to broaden their knowledge and improve service delivery.
. Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
Finance . Recruit, train and recognize volunteers through an annual awards program in order to improve service quality 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.
l Promote cooperative fundraising projects like “Clean Sweep” to provide volunteer assistance in the Community and raise funds for scholarship programs.
Leaminq . 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:
None.
B-125
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 243,457 277,994 281,124 287,249
MAINTENANCE & OPERATIONS 91,319 113,411 122,793 147,236
CAPITAL OUTLAY 27,822 12,677 132,800 78,600
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
1999-00
Estimate
2000-01
Projected
2001-02
Instructional Lessons Lane/Hours Classes Conducted
Registered Resident Registered Non-Resident Revenue
2,354 2,300 2,300 233 233 233 1,422 1,535 1,535
$39,5E $40.0;:
Carlsbad Hiah School P.E.
Lane/Hours Participation 843 840 840 2,350 2,300 2,300
Recreation and Lao Swim
Lane/Hours Daily Admissions
l Youth
l Adult
l Season Pass Administration
l Revenue
19,318 19,000 19,000
5,818 5,500 5,500 7,135 7,005 7,005 16,149 17,000 17,100 $57,752 $55,500 $55,500
B-126
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
WORKLOAD STATISTICS (Continued):
Carlsbad Swim Masters
Lane/Hours Participation
Revenue
Aauatic Exercise
Lane/Hours Participation
Revenue
Carlsbad Hiah School Teams
Lane/Hours Participation
Revenue
North Coast Aquatics
Lane/Hours Participation
Revenue
North Shore Aauatics lAoe GrOUD Water Polo)
Lane/Hours Participation
Revenue
Actual Estimate Projected 1999-oo* 2000-01 2001-02
3,650 3,565 3,565
13,300 12,990 12,990
$38,852 $35,000 $35,000
262 250 250
1,336 1,200 1,200 $4,826 $3,800 $3,800
4,3577 4,330 4,330
8,515 8,500 8,500
$10,624 $11,000 $11,000
3,000 3,000 3,000
10,808 10,600 10,600 $6,690 $7,000 $7,000
1,232 1,200 1,200
2,024 1,800 1,800
$5,128 $2,900 $3,400
PAGE TWO
ACCT NO. 0014520
KEY GOALS FOR 2001-02:
TOD Qualitv Services . Maintain the safety of the Swim Complex by coordinating the replacement/repair of the pool shell/lining and
minimizing aquatic program impacts. . Implement the “Aquatic Trainee” program to help ensure continued qualified staffing of aquatic programs. . Monitor customer satisfaction by distribution and analysis of surveys.
SIGNIFICANT CHANGES:
None.
B-l 27
PROGRAM:
FUND:
DEPARTMENT:
RECREATION - AGUA HEDIONDA
LAGOON PERMITS
GENERAL
RECREATION ACCT NO. 0014530
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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: WORKLOAD STATISTICS:
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.
Laaoon Clean-Up Proaram
Coordinate and oversee bi-annual Lagoon Clean-Up Days (June/October).
l Annual Permits
l Daily Permits
l Revenue
Estimated Projected 99-00 00-01 01-02
381 390 390 299 200 250
$27,000 $16,000 $16,000
SIGNIFICANT CHANGES:
None.
B-128
PROGRAM:
FUND:
DEPARTMENT:
RECREATION OPERATIONS
GENERAL
RECREATION ACCT NO. 0014!540,0014541,
0014542,0014543
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 373,439 503,452 655,390 710,909
MAINTENANCE & OPERATIONS 192,539 130,549 145,519 205,464
CAPITAL OUTLAY 2,181 38,076 65,664 93,800
I I
GRAND TOTAL 568,1591 672,077 866,5731 1,010,173
~~~~~~~~~~~~~~~~ ; y$;;; $$j,
~~~R~~~~~!~~Sl~lO~S ;!ii;$’ j;j:;$,, i
_; j :‘j j<,j ~~:;;i’ii’gijtr i,;‘:.~;lli;;:;;,d’ ‘Bb~~~:i:i:j:i,i. :,; ; ; &,OO : $;$JfJE pjg,y,“,j @y$qj~ y..i$’ ; ,: !$. 2; t, L,i$ _:s ..,,_, ____ _._, j i i;:~.i.‘i”‘;iii!‘iil’~~~~~~~~~~~~~,~~~ ; ; 1: ‘f‘f -13 ,,, 963f _:_ _>j : I i;: :, ,: :_+ /“Dib3 Xl’ ’ ‘)j”ih; )I
WORK PROGRAM:
This division provides operational support for the Recreation Department including the operation of three community centers and City facilities used by a variety of City departments and the general public for recreational use and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by the
City and school districts serving the Carlsbad population.
PROGRAM ACTIVITIES:
Information and Enrollment Services Staff provides information and registration services to the public on Recreation Department programs and facilities. . Enroll participants via phone, mail and in-person for classes, special events and sports leagues. . 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:
. Reservations processed:
. Number of Facility Users: . Revenue:
. Number of Fields Maintained:
1999-00
3,250
798,230
$102,120
17
Estimate 2000-01
3,310
824,800
$111,000
17
Projected
2001-02
3,430
830,000
$117,000 17
B-129
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
ACCT NO. 0014!!40,0014541,
0014542,0014543
KEY GOALS FOR 2001-02:
TOD Qualitv Services . Conduct customer service training for employees to broaden their knowledge and improve service delivery
skills. . Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. . Monitor and maintain the Capital Replacement Program to provide safe, top-quality, equipment at all recreation
facilities and conform to City budget standards. . Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
ensure customer satisfaction of Carlsbad field users.
Qualitv of Life . Prepare and distribute a marketing packet, which promotes Carlsbad hotels, restaurants, amenities, and City
facilities to all non-resident athletic groups that use Recreation Department facilities. . Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and competitive alternative to private sector facilities.
SIGNIFICANT CHANGES:
None.
B-l 30
PROGRAM: SENIOR PROGRAMS
FUND: GENERAL/SPECIAL REVENUE ACCT NO. 0014570,1434587,
PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXX
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 266,671 273,468 293,676 303,440
MAINTENANCE & OPERATIONS 279,359 374,639 455,549 518,079
CAPITAL OUTLAY 4,050 20,906 3,118 0
GRAND TOTAL 550,080 669,013 752,343 821,519
FUU. T]M~#J$%r;i@$& ._ _,_’ i :: i,:,j*: :,I ::,, 1: :;:Ir j ; c&JJ ,:i; I jf$i<$‘! ~:::W, ; : j :,I”” : :r : a _i;i_ .,I ) L :,~ii r3*00 :_; ,‘%!::i __, y$jfli,‘rf; 1’ ::; ;!;g&)
~O~~~~~~T~~~~S~~l~~S ‘:;I”‘2 2,: j ,’ _>_j i I _; : ‘_:: ;::6$2 ;:j!::! ::: _:, __IIj :’ ,_.
6,52 :,<,:,; 1:; Ic::::% %,%
s., $_>&_~_‘_~ 6&g i$jii:/ijl&: “: ::;$oo
GENERAL FUND 272,977 339,061 456,409 497,585
DONATIONS 61,953 120,065 100,000 128,000
NUTRITION GRANT 215,150 209,887 195,934 195,934
TOTAL 550,080 669,013 752,343 821,519
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 and coordinate computer classes to teach the basics of computers (i.e., “Windows”).
. Continue computer lab with open hours for seniors to drop in and receive training and technical advice.
. Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc. . Provide ongoing information and referral to Community resources.
. Provide ongoing classes in computer usage (e-mail, Internet, etc.).
Recreation Offer excursions, special events and activities of particular interest to the mature adult, which promote social interaction. . Continue the development of programs/groups that appeal to people with similar interests, i.e., Walking Group, PC
Users Groups, Writers Groups, Discussion Groups, etc.
. Provide day trips to local attractions.
. Provide after hours and evening events six times per year.
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 and cholesterol testing. . Flu shots. . Provide a minimum of four “special” health screenings, i.e., skin cancer, hearing, podiatry, cholesterol, etc. . Continue offering body conditioning, exercise and dance for seniors.
B-l 31
PROGRAM: SENIOR PROGRAMS
FUND: GENERAL/SPECIAL REVENUE ACCT NO. 0014570,1434567,
PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXX
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.
SIGNIFICANT CHANGES:
None.
B-l 32
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
W Adtin
1%
Engineering
Services
16%
Maintenance &
Operations
63%
General Services
20%
B-l 33
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 597,448 456,073 342,786 354,424
MAINTENANCE & OPERATIONS 94,973 143,583
I
202,227
I
243,516
I
CAPITAL OUTLAY
WORK PROGRAM:
Provide leadership and coordination for Public Works programs; plan resources and facilities: manage all budget, fiscal and personnel matters; coordinate programs with local, State and Federal governments and support City boards, committees and commissions. Public Works includes Engineering Services, Solid Waste Management,
Traffic Signal Maintenance, General Services (Parks Maintenance, Facilities Maintenance, Fleet Maintenance,
Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water Operations, Recycled Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, Street Lighting, and Solid Waste Management).
PROGRAM ACTIVITIES:
Budqet Preparation . Coordinate department budget activities.
Performance Mananement . Prepare goal documentation for Public Works major service area.
Strateqic Planning . Implement strategic plan and Public Works programs to meet current and long-range goals.
Maintenance Mananement and Qualitv Control . Continue development of comprehensive systems inventory, maintenance standards and work reporting system.
KEY ACHEIVEMENTS FOR 2000-01:
.
.
.
Initiated Storm Water Protection Program in response to San Diego Regional Water Quality Control Board
Permit #2001-01. Completed Performance Measurement data collection; presented State of Effectiveness Report; developed work
plan to address areas identified for organizational improvement.
Completed recommendations for a warehouse program that will provide the maintenance of an appropriate
quantity of materials needed to deliver top-quality services to the community. Completed Citywide Resource Guide and implemented customer service training program.
Fully implemented Injury & Illness Prevention Program.
Achieved 25% reduction in lost workdays due to injuries as compared to previous fiscal year.
Assisted in the selection of a computerized Request for Action System; completed report and recommendations for City Council review.
Initiated Administrative Design across Public Works to establish consistency in business practices.
Successfully conducted Public Works portion of Carlsbad Citizen’s Academy.
Initiated Public Works New Employee Orientation System.
Received final approvals and 50% design of Public Works Center.
B-134
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION
PAGE TWO
ACCT NO. 0016010
KEY GOALS FOR 2001-02:
Too-Qualitv Services . Design a monthly reporting system to reflect the performance of the entire Public Works major service area. . Standardized system to track resource allocation and scheduled progress of all Public Works capital projects. . Complete design for new Public Works Center, award contract, and begin construction. . Design a program for efficient and effective operations of the future Public Works warehouse. . Design a program for efficient and effective operations of the future Customer Service Center. . Increase efficiency in the provision of maintenance services of Public Works assets and reduction of overall infrastructure lifecycle costs.
Communication . Design a comprehensive public information and education program for the Public Works major service area.
SIGNIFICANT CHANGES:
A half-time Office Specialist has been added to assist with administrative functions currently performed by temporary staff.
B-l 35
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES ACCT NO. 0015710/5X15770
1998-99 1999-2000 2000-01 2001-02
1 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 23748,204 3,395,803 3,790,364 4,152,917
I ivlAlNTENANCE & OPERATIONS 1220,135 1,735,632 2,012,047 1,873,990
I CAPITAL OUTLAY 46,120 108,785 86,802 169,900
GENERAL FUND
I
4,014,459 4,516,502 4,914,493 4847,807
WASTEWATER ENTERPRISE 343,420 674,500
WATER ENTERPRISE 723,718 631,300 674,500
TOTAL FUNDING 4,014,459 5,240,220 5,889,213 6,196,807
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 ADMIN.
& 7% PLANNING
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, and provide accurate records filed in a
standardized and efficient manner.
Develooment 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.
B-l 36
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES
PAGE TWO
ACCT NO. 0015710/5X15710
PROGRAM ACTIVITIES (Continued):
Planninq and Proqrams
. 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,
growth management monitoring, special districts program, and facility mapping.
Desion
. Design Citywide capital projects including roadways, storm water, potable water, recycled water, and sewer
systems; 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, traffic signal plans, review project
submittals, provide interdepartmental coordination of various issues, and staff to the Traffic Safety Commission.
Construction Manaqement 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 3/01; Projected through 6/01
Plancheck - # of Sheets Plancheck - # of Revisions Projects in Review
FY 98.99 FY 99-01 FY 00-01 FY 98-99 FY 99-00 FY OO*Ol FY 98.99 FY 99-00 FY 00-01
B-l 37
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES
PAGE THREE
ACCT NO. 001571015x15710
WORKLOAD STATISTICS (Continued):
Total Capital Improvement Program Appropriations
FY 98-99 FY 99-00 FY 00-01 FY 01-02
KEY ACHIEVEMENTS FOR 2000-01:
Develoument Services . Implemented recommended business Plan improvements for development project processing.
. Implemented weekly training/information sharing for project engineers and front counter staff.
. Completed update of Counter Processes Procedure Manual.
. Improved monitoring of development project turn around times through use of a new computer system. This
system is also being used to judge the impacts of the new procedures from the Business Plan.
. The Community Development team has finished its report and recommendations for Livable Communities.
. Developed and implemented Engineering Technician Intern Program.
lnsoection
l Ensured timely completion of grading improvement projects by maintaining an overall effectiveness rating of
90% on quality control assessments.
. Developed program to assess successful implementation of field inspection policies and procedures.
Desion
. Developed financial plan for Phase II Recycled Water Project.
. Faraday Extension: completed draft of environmental document and initiated public review and commend
period.
Transportation
. Completed Residential Traffic Management Program Report & Recommendations.
Planninq & Proarams
. Completed 80% of street improvement inventory.
. Received all resource agency permits for the Ranch0 Santa Fe Road project this year.
. Completed the scanning of over 80,000 maps and plans into the Document Management System (DMS).
. Capital Improvement Project (CIP) Development process and manual completed.
B-l 38
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES
PAGE FOUR
ACCT NO. 0015710/5x15710
KEY ACHIEVEMENTS FOR 2000-01 (Continued)
All Divisions
. A comprehensive Project Engineer’s Manual was developed and rolled out to staff; Engineers were taught and
tested on the information.
. Completed redesign of digital records filing system and prepared hard copy records for conversion to Records
Management System.
. Developed new capital project financial reports and completed revisions to existing financial reports; developed
procedures for use of these reports within the Engineering Department that will help monitor capital projects for
anticipated cost over-runs.
Proiects that have Started Construction
. South Carlsbad Village Storm Drain.
. VistaXarlsbad Interceptor Sewer Replacement.
. Slurry seal.
. Seawall stairway repairs.
. Cannon Road Transmission Main.
. College Boulevard Waterline.
. Palmer Water Sewer Extension.
. South Agua Hedionda Interceptor.
. El Fuerte 30” Water Line.
Continuina Construction Proiects . Chinquapin Lift Station. . Cannon Road Reach 2, Faraday Avenue to El Camino Real.
. Poinsettia Lane - Reach F and Reach G.
. Foxes Landing Lift Station Force Main and l-5 waterline project started.
Proiects that have Completed Construction
. Marcario Canyon Bridge.
. Palomar Airport Road Widening - 1 project started (ECR to Melrose Drive).
. Palomar Airport Road/El Camino Real Intersection.
KEY GOALS FOR 2001-02:
Top-Qualitv Services
. Improve budgetary estimates for the costs to construct, maintain and operate Public Works infrastructure.
. Continue Phase III of Records Management System and implementation of Document Management System.
TratXtDOrtatiOn
. Implement Integrated Transportation Program:
- Regional transportation system priorities.
- Local transit objectives and programs.
- Industrial transportation management.
- Tourist transportation needs.
- Traffic signal timing coordination strategic plan.
- Inventory of traffic control devices. . Identify priority Capital Improvement Projects (CIP) and ensure their timely completion:
- Ranch0 Santa Fe Road.
- Poinsettia Lane.
- Faraday/Melrose financing district.
- College Boulevard/Cannon Road East Financing District.
- Coastal Rail Trail.
Ooen Space
. Complete design phase of Coastal Rail Trail.
B-l 39
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES
PAGE FIVE
ACCT NO. 0015710/5x15710
KEY GOALS FOR 2001-02 (Continued)
Qualitv of Life
. Review and update Growth Management Plan and Water and Sewer Master Plan
Water
. Manage and oversee major design elements of the Phase II Recycled Water Program to ensure the completion
of major milestones necessary to secure funding and water rate rebates.
. Develop water quality measures and recommendations for operation and treatment of Maerkle Reservoir.
. Identify priority Capital Improvement Projects (CIP) and ensure their timely completion:
- VistaKarlsbad Interceptor Sewer Replacement.
- South Carlsbad Village Storm Drain.
- South Agua Hedionda Interceptor Phase II.
- South Agua Hedionda Lift Station.
- Agua Hedionda North Sewer.
SIGNIFICANT CHANGES:
Four new positions are included: Deputy Public Works Director/City Engineer; Senior Civil Engineer; Engineering
Technician II; Office Specialist II; 5 FTE has been transferred into Engineering from Street Lighting; Environmental
Project Manager was transferred to the new Storm Water Protection Program: net total increase of 3.5 FTE.
B-140
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. I!545710
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Provide leadership and coordination for Public Works programs related to storm water protection from pollution; plan
resources and facilities; manage all budget, fiscal and enforcement matters: coordinate programs with local, State
and Federal governments and support City boards, committees and commissions.
PROGRAM ACTIVITIES:
Industrial. Commercial, Residential and Municioal; Data Manaaement/GIS Proarams
The components of the program include inspections of the facilities at least yearly, sampling and testing of storm water,
education using outreach materials, and enforcement of noncompliance sites. The number of Industrial sites is
approximately 300 and an estimated 3,000 commercial business will need to be assessed and catalogued.
This program will generate of significant amount of data requiring storage and management for easy retrieval,
reporting, and application to a GIS System. Therefore, this goal also includes the costs to allow the implementation
of data management for this component of the program.
Education/Outreach and Public Participation
The Permit requires the City conduct educational efforts and outreach to the public and focus groups regarding the new
requirements to all the different sectors. The Permit specifies in Sections F.l .d and F.2.j. that educational efforts should be
focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city
contractors on the requirements imposed on all municipal facilities and operations. External outreach efforts are to educate
Planning Project Applicants, Developers, Contractors, Property Owners, Citizens and Community Planning Groups.
Additional Educational efforts are outlined in Section F.4 of the permit by specifying the target communities of the outreach
and topics to be covered. The Permit also specifies that the City and all Committees must include the Public by allowing
participation and input into local and regional programs.
Municioal Facilities
The Permit requires that all existing Municipal facilities be reviewed and modified, as needed, to prevent or reduce
the pollutants in runoff. The evaluation includes review of: Pollution Prevention practices, identifying all sources of
pollutants, implementing Best Management Practices and Maintaining all Storm Sewer System facilities and
structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal
facilities. These requirements are found in Sections F.3.a of the Permit.
Plannina & Construction
The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This
requirement is found in section F.l of the Permit and includes a complete review and revision, as needed, of the
General Plan. Construction activities in the City are also subject to new standards and requirements as directed in
the Permit. This includes any necessary revisions to the City’s Grading Ordinance as described in Section F.2 of the
Permit.
B-l 41
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION
PAGE TWO
ACCT NO. 1545710
PROGRAM ACTIVITIES (Continued)
Lectal Authoritv
This goal and budget allows for the required modiications to the City’s Municipal Code in order to allow for enforcement
associated with the Permit. This requirement is described in section D of the Pennit.
Fiscal Analysis
The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs
being implemented. This goal and budget will allow the City to hire a specialized consultant to prepare funding
options for the programs. The requirement is described in Section F.8 of the Permit.
KEY GOALS FOR 2001102:
Environmental Manaaement . National Pollutant Discharge Elimination System Urban Storm Water Permit No. 2001-01
- Implement land development policies and practices that encourage protection and enhancement of
receiving waters and other environmentally sensitive areas.
- Develop a comprehensive multi-year public Education, Outreach and Training Plan.
- Conduct a fiscal analysis of the Storm Water Protection Program.
- Implement legal authority requirements in order to comply with mandates.
- Establish data management and geographic information system tools to record, track, monitor and report
the effectiveness of the City’s Storm Water Protection Program.
- Establish and maintain the Storm Water Protection Program as a high performing division through
performance measurement.
SIGNIFICANT CHANGES:
This is the first year of the Storm Water Protection Program budget. The budget was established for the coordinated
management of the various programs that support compliance with Urban Storm Water Permit No. 2001-01 issued
by the San Diego Regional Water Quality Control Board. All of the positions and funding for this budget are new to
support this new program.
B-142
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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:
Vehicle
Replace 13%
Trees 7 Median 5%
Vehicle -Z
Maintenance 18%
KEY ACHIEVEMENTS FOR 2000-01:
Park Maintenance
. Installed new playground equipment at Calavera Park. . Completed Americans with Disabilities Act (ADA) requirements at Cannon and Holiday Parks.
. Implemented Maintenance Management System. . Coordinated an Eagle Scout Project at Hosp Grove.
Street Tree Maintenance
. Implemented new procedures and guidelines for planting and removing street trees. . Provided staff support and input on the Citizen’s Committee to Study the City’s Street Tree Policy. . Completed the initial phase of the Tree Resource Conservation and Reforestation Plan for Charleen Circle.
. Removed fewer trees than in the past three years as a result of the City’s new Street Tree Policy.
. Planted nearly 200 trees in valid planting sites.
B-l 43
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
SUMMARY
KEY ACHIEVEMENTS FOR 2000-01 (Continued)
Median Maintenance
. Began maintaining additional medians at:
- Faraday between Cannon and Camino Hills.
- El Camino Real between Aviara and Arenal.
- Poinsettia between Aviara and Palomar Airport Road.
- El Camino Real between Palomar Airport Road and Camino Vida Robles.
Facilities Maintenance
. Installed a Computerized Maintenance Management System.
. Remodeled the Arts Office.
. Installed new roofs at Stagecoach and Calavera Community Centers.
. Remodeled City Hall public restroom. . Purchased and installed an Uninterruptible Power System (UPS) at the Safety Center.
Vehicle Maintenance
. Installed 2 new hoists in the shop.
. Improved production for larger vehicles.
Vehicle Reolacement
. Replaced 24 vehicles scheduled for replacement in the City’s fleet.
. Purchased 7 additional vehicles that were approved in the Capital Outlay Budget.
KEY GOALS FOR 2001-02:
Tov Qualitv Services
. Develop a plan that will improve operational efficiency for street trees (pruning activities) and for park
maintenance (litter removal).
. Identify and implement opportunities for improvement through the performance measurement system.
. Establish an inventory replacement program for Facilities Maintenance.
Environmental Manaoement
. Develop a plan to reduce vehicle source emissions.
. Develop a comprehensive community forest management plan.
Leaning
. Provide flexibility, growth opportunities and increase efficiencies in General Services and
Maintenance/Operations by establishing a cross-training program.
B-144
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020
I I 1998-99 1 1999-2000~ 2000-01~ 2001-021
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 957,574 1 ,011,992 1,073,343 1,153,420
MAINTENANCE & OPERATIONS 1,021,528 1,319,343 1,655,640 1,733,809
CAPITAL OUTLAY 99,021 26,062 42,820 141,000
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:
Benchmark
100% of safety work orders are addressed within 24 hours of being identified/reported. “Addressed” means a
safety work order will be inspected and assigned a course of action and any immediate safety hazard resolved.
Result
100% of safety work orders were addressed within 24 hours of being identified/reported.
Benchmark
90% of surveys returned indicate the quality of service by Parks maintenance at “Very-Good” to ‘Excellent” in all
survey categories.
Result
A Citywide public opinion survey indicated that 89.9% of respondents rated the condition of parks as
good/excellent.
Benchmark
Carlsbad annual park maintenance cost per square foot is in the lowest one-third when compared to other cities
in San Diego County.
Result
Of the fifteen cities surveyed, Carlsbad ranked seventh in the lowest maintenance cost per acre at $8,090.
PROGRAM ACTIVITIES:
Turf and Landscaoe 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.
B-l 45
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 0015020
PROGRAM ACTIVITIES (Continued)
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. Cleaning, restocking, sanitizing, painting, and plumbing repairs comprise the duties of this
activity. Also associated with this activity is litter control; all parks, beach accesses and beach areas are
cleaned 4 plus times weekly to remove all litter and service all trash receptacles.
Court/FieldTTot 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 rakinglleveling, sand roto tilling, play equipment inspection and
repair, and the necessary documentation of such actions.
lrriaation 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.
Ooen Soace Maintenance
. Provide maintenance activities to City-owned open space, l-5 Interchange and areas of additional maintenance
responsibilities. Duties include trash removal, clean-up and weed abatement.
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%
B-146
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE THREE
ACCT NO. 0015020
PROGRAM ACTIVITIES (Continued)
NUMBER OF COURTS/FIELDS/TOT LOTS MAINTAINED
28
30
25
20
15
10
5
0
Tennis Ball Fields Tot Lots Basketball Soccer
SIGNIFICANT CHANGES:
None.
B-147
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060
1998-99 1999-2ooo 2009-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 643,573 773,726 909,647 1,160,390
MAINTENANCE & OPERATIONS 661,361 859,860 1,2!3,789 1,301,353
CAPITAL OUTLAY 99,576 22,743 24,689 91,000
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:
. Benchmark
90% of internal surveys returned indicate the overall quality of service by Facilities Maintenance at Very Good”
to “Excellent” in all survey categories.
Result
65% of internal surveys returned indicated the overall quality of service by Facilities Maintenance are Very
Good” to ‘Excellent” in all survey categories.
. Benchmark
Carlsbad maintenance cost per square foot is in the lowest one-third when compared to other cities in San
Diego County.
Result
Of the ten cities that responded to the survey, Carlsbad ranked third in the lowest cost per square foot at $2.01.
PROGRAM ACTIVITIES:
Buildina Maintenance
. Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance
program for major mechanical systems, roofing and painting.
Custodial Services . Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and
contract services in the smaller buildings.
Contract Maintenance . Prepare and administer contracts for all building maintenance services, i.e., HVAC, plumbing, electrical,
construction projects, and custodial services.
B-146
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 0015060
WORKLOAD STATISTICS:
Total Building Space Maintenance Custodial Services
50
= 40
5 30
g 20
g 10
SIGNIFICANT CHANGES:
In-House
None.
B-l 49
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023
I I 1998-991 1999-20001 2000-011 2001-02~
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 296,255 280,604 338,739 354,620
MAINTENANCE & OPERATIONS 214,680 236,834 257,025 320,981
CAPITAL OUTLAY 0 2,218 3,489 0
I I
GRAND TOTAL 510,935 519,656 599,253 675,601
F;ilt;t~lME”~~~in~~~,~~~~~ : &‘> :’ ” :_‘; :I:: !I; ‘$&‘~$$~(J ‘:,: i,;i * ; ,’ ‘j “,$!$J8’ ! i j_;j, >! :;i;J j ,$5;m : :‘j :‘, ~;,.;‘~~‘$;rj _ ; j;&$+#$
~UU~~~~~~~~S~~~~~, 2;: )’ ;I; j:i_;_; j Fr’;,i ;I *j(J : i : ‘,” f;78Jf~ ;<; ; ,‘: _,: i:+i_; ,;I 2 00 i,,: :!$I I :, _:j,;:_ ” i. _.i, _._ j ,_/ ‘,: +:. :g: ; %f”i$ I,., ,.
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 orders/requests, removes trees and plants over 100 trees. This year we will be planting close to 200 trees
to help meet the Council’s tree policy.
Contractual Tree Maintenance . This program provides an on-going program for contracting, administering and overseeing the street tree
maintenance program beyond the scope of the division.
Weed Abatement . This program involves the treatment of undeveloped right-of-way and open space areas for weed growth
removal. The activities include herbicide application and cultural practices to eliminate weed growth.
WORKLOAD STATISTICS:
770 795 827
n FY99
Cl FYOO
0 FYOI
Work Orders Trimmed Removed Planted
SIGNIFICANT CHANGES:
None.
B-l 50
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024
. .
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 168,533 177,009 218,408 202,125
MAINTENANCE & OPERATIONS 232,668 263,828 322,290 333,360
CAPITAL OUTLAY 0 2,218 148 0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL I 401,201 443,055 5408461 535,485
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape
improvement areas.
PROGRAM ACTIVITIES:
Medians . Maintain weekly 56 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, coordination of sidewalk pressure wash, and related duties with streetscape improvements.
WORKLOAD STATISTICS:
Acres Maintained
SIGNIFICANT CHANGES:
None.
B-151
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060
MAINTENANCE 81 OPERATIONS
CAPITAL OUTLAY
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, per 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 279 vehicles and 134 other pieces of equipment.
PERFORMANCE MEASURES:
. Benchmark
90% of scheduled preventive maintenance work orders are completed within 48 hours from the time the vehicle is delivered to the shop.
Result 84% of scheduled preventive maintenance work orders were completed within 48 hours from the time the
vehicle was delivered to the shop.
. Benchmark
90% of internal surveys returned indicate the quality of service by fleet services/operations at “Very-Good” to “Excellent” in all service categories.
Result 71% internal surveys returned indicate the quality of service by fleet services/operations are Very-Good” to “Excellent” in all service categories.
PROGRAM ACTIVITIES:
Reoair 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.
B-l 52
PAGE TWO
ACCT NO. 6205060
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
PROGRAM ACTIVIES (Continued)
Fuel and Oil . Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies;
maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad
Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina
Wastewater Authority: monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
900
600
700
600
500
400
300
200
100
0 Preventative Shop Repairs Vendor Repairs Emerg. Road
Maintenance Repairs
GALLONS OF FUEL USED
300
250
200
g 150
L 100
50
0
FY99 FYOO FYOI FY02
+-City l-l --I#- Other
SIGNIFICANT CHANGES:
None.
B-l 53
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061
I I 1998-991 1999-20001 2000-01 I 2001-02l
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 0 0 0
MAINTENANCE & OPERATIONS 97,523 108,251
CAPITAL OUTLAY 827,868 1,005,368 2,299,069 956,000
I I
GRAND TOTAL 827,868 1,005,368 2,396,592 1,064,251 ,,,,. ( .,._ ii ‘FULL f[;M@ji@$$@@~N$& : W: ,: ,: ,““jjl)l:’ ““’ Ii $jjJ@ :!ieiiiiF~ig;,~l:i: ;o‘;ij(j
~~~R~y~~~~lGNs”
z j : ‘_ i $8 : Q&y’ :~ibiiiil!‘i:i’il~~~l~~,~~,~~O$o;,
“!‘+ _: i pi’ ; ,‘,‘_ ,“Z ‘yjy&~ ‘i~:pfij~; ; j_ jj;-jfj 2;: ‘_j “(: j : ::i:: j l ;o,jo ; < !_: 1 ;yi’i;‘i’,s& g&g,‘,
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City’s motorized rental fleet with a value
of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3, the development of proper specifications to suit users needs, the outfitting of new units
before being placed into service and preparing replaced units for sale at auction or to interested public agencies or special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and
ensures a more cost effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance . Calculate future acquisition costs for units 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 Disoosal . 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:
450-
400.
350.
300.
250.
200.
150.
720 421 4
410
100
50
0
VehlEquip Acquired VehlEquip Disposed Total Units
SIGNIFICANT CHANGES:
Due to the lag time in ordering vehicles, large amounts are carried forward at year-end, which explains the large
decrease from the prior year.
B-154
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001
T 1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 0 0 0
MAINTENANCE & OPERATIONS 829,971 344,234 380,000 345,000
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL 829,971 344,234 380,000 345,000
$U&xJ$$E @$@fiJ@$~ ,jj :‘c”,j’ .gy’.$ ‘I_$_$” *;;;? i y jltiZ,._; ; ,: ?, j.; ,~6~~b’riia.i;i,r,~,~ :__ ” I : :_Y ‘.&Jo
~@J~~~/fE&~~~@+$J$~~ : ;$!;I_, ,t ;$$)@J ,r:;i; ,; : ;._ ,_,:, ,~~I& ,; :_,_ $ ,‘; :_; ! @@;@o
WORK PROGRAM:
Community Services and Park Development will assist the Project Oversight Committee in developing a municipal
golf course.
PROGRAM ACTIVITIES:
Continued Land Manaaement Plan . Maintain the proposed golf course property to
retain the viability of the project development.
Develop Golf-Related Commercial Concepts
Proiect Processing . Continue environmental processing through USF&W, CDF&G and the Coastal Commission.
PERFORMANCE OBJECTIVES:
Land Management Program: - Prevent further encroachment of existing
habitat. - identify and eliminate insignificant patches of habitat.
- Remove unprotected and insignificant native vegetation from project footprint.
Analyze the potential for commercial uses on the
golf course.
Preparation, review and analysis of proposed golf course plan.
Retain environmental consultant and process EIR.
Process approvals for the golf course.
Meet with Golf Course Steering Committee on a regular basis.
SIGNIFICANT CHANGES:
None.
B-l 55
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 4,647,347 4,768,611 4,103,757 4,427,775
MAINTENANCE & OPERATIONS 18,910,317 20,997,126 25348,707 25,870,099
CAPITAL OUTLAY 951,993 190,428 91,386 246,950
GRAND TOTAL I 24,509,6571 25,956,165 29,543,850) 30544,824
FfJf& ~~~&.~@$I@$Js,l~,,i; I$%‘~ ; $1 i’,,:,,;,i;i..:;,;~:.i;:.i~~~~~~~l~:l~~l~ j,i_: y;i,yJ :_ ‘; .; ‘_f,:(:_ti_ :i,,i$f$3()t : ‘, y&-&g$J~
ji.@&&‘/~@j&-j~~&& i,;,i3j:_’ ‘, 1 ;, ,q:,;,.;;;;,* I,.,,, ,i, ,, .~.~~lrrssafr,~,~~~~~,~~~~~~ >’ ,: ; y&j 8 t -:j ?I, ‘,“‘,;,pJol ( ,: : ‘~‘;:‘$!‘$:l~~~j~soj
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
Op_erations
Recycled
WATER
OPERATIONS
B-155
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE 8, OPERATIONS
PAGE TWO
SUMMARY
KEY ACHIEVEMENTS FOR 2000-01:
Utilitv Operations . Developed detailed standard operating procedures for the operation of water and sanitation pump stations
during extended power outages.
. Purchased a nine (9) acre site for Phase Ii of Carlsbad’s Recycled Water Project. . A risk management plan was developed and approved by the City and State of California for the safe operation
of chlorine facilities at Maerkie Dam. . installed an ammonia anaiyzer at Maerkle Dam to improve disinfection and water quality reliability. . Ail sanitation and water operators received training in hazardous material response with special training in
chlorine emergencies.
Construction/Maintenance
. Ail construction/maintenance staff was trained in trench rescue, which prepared them to assist safety personnel
in the event of an emergency. . All construction/maintenance staff was trained and certified in Traffic Control Flagging.
Utilitv Services . Began implementation of a radio-frequency meter reading pilot program.
- It is expected that this new technology will greatly enhance meter reading efficiency and effectiveness. . Worked cooperatively with the City’s Finance Department to successfully implement a new utility billing software program. . All meter services staff were trained and certified in Traffic Control Flagging.
Street Maintenance . Completed Cannon Park ADA improvements in conjunction with Parks and Water. . installed bus stop benches at 61 locations. . Completed Grand Avenue sidewalk improvements between the railroad tracks and Carisbad Boulevard.
Traffic Sional Maintenance . Installed battery powered back up at two major intersections to maintain flash operation during power outages. . installed ambient audible pedestrian crossing signal at Carlsbad Village Drive and Valley in compliance with ADA requirements. . Retrofitted existing incandescent green indications for improved visibility, improved safety and reduced energy
costs. . Added westbound advanced head at Carlsbad Village Drive and Monroe for increased visibility and safety.
. Relocated westbound advanced detector loops for increased intersection performance and to decrease motorist
delays.
Solid Waste Manaaement . Began installation of thermoplastic storm drain markings.
B-157
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation efficiency of the roadway system.
PERFORMANCE MEASURES:
Roadway Cost Efficiency: Measure under development.
Roadway Safety:
. Benchmark 100% of roadway segments meet CalTrans collision rates.
Results 95% of Carlsbad’s roadway segments meet CalTrans collision rates.
Roadway Circulation:
. Benchmark Travel times on Palomar Airport Road and on El Camino Real as measured June 2000.
Results Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December 2000.
Roadway Rideability:
. Benchmark An average Pavement Condition Index (PCI) of 80 with a minimum PCI of 70. Measurement: Average PCI of 75 as measured in most recent survey, 1997-98.
PROGRAM ACTIVITIES:
Contract Manaaement . Contract Management consists of contract design, inspection, and support.
Roadside Maintenance . Roadside Maintenance activities consist of weed abatement, litter pick-up, debris hauling, cement repair, and guardrail maintenance.
Drainaae Svstem Maintenance . The cleaning of brow ditches, catch basins, drainageways, and gutters.
Citv Sian Maintenance . Fabricate, install and maintain ail traffic, street name and special signs throughout the City.
B-158
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
ACCT NO. 0016355
PROGRAM ACTIVITIES (Continued)
Asohalt . 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.
WORKLOAD STATISTICS
PW STREET MAINTENANCE 2000 STAFF HOUR TOTALS
‘ainting
q Misc Maintenance 42 ?COL ? Contrac ices I”.“” I” I 10.70%
:t Management
7.32% Eustomer Serv
18.63% LS Signs n ncn,
SIGNIFICANT CHANGES:
None.
B-159
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE 8, OPERATIONS ACCT NO. 0016370
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Maintain the City’s traffic signal system.
PROGRAM ACTIVITIES:
Customer Reauests . Respond to traffic signal repair requests.
Contract Administration . Administer traffic signal maintenance agreement.
USA Markouts . Mark underground utilities in coordination of the Dig Alert system.
Inspection/Construction Coordination . Coordinate and inspect the installation and modification of traffic signals.
WORKLOAD STATISTICS:
PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS
Inspection I n Miscellaneous Contract Admin Coordination 5.60%
6.82% 1 12.93% I
I fB!i Customer Requests
39.88%
1 29.24% q Special Projects
5.54%
SIGNIFICANT CHANGES:
Large decrease is the result of a one-time appropriation in prior year for purchase of green LED traffic signals.
B-160
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357
I I 1998-991 1999-20001 2006-01 I 2001-021
PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
234,936 231,484 203,769 178,290
MAINTENANCE 8, OPERATIONS 439,666 528,823 637,731 874,355
CAPITAL OUTLAY 6,523 581 0 56,000
GRAND TOTAL 681,125 760,888 841,500 I,108645
p&t; &If$jjE gcJql$[ar;J&i. ‘. : “:“I!;; i:lj$i/iii‘;‘; ‘(
‘&&@,y/@~~~~~~~~s~ ( ,~“;;if;;$ : _:
WORK PROGRAM:
Maintain the City’s street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Customer Reauests . 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 Reoair . Perform night surveillance to identify and schedule needed repairs.
Svstem Uuarades . Installation of technological advances.
WORKLOAD STATISTICS:
n Special n Inspection
Projects /Coordination
Repair
22% W USA harkouts
19% l
SIGNIFICANT CHANGES: None.
B-161
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are
assessed annually and the revenues are placed in a fund to cover the costs of major dredging of the creek, which could occur every four years. The last major clearing was completed in March of 1997.
PROGRAM ACTIVITIES:
l Administration of the Buena Vista Channel Maintenance District, monitoring revenues and calculating fees. . Monitoring and periodic clearing of the overgrowth and silt within the channel.
WORKLOAD STATISTICS:
. Because the dredging of the channel only occurs every four years, there are no statistics available and no performance measures have been identified for this program.
KEY GOALS FOR 200-l-02:
Tou Qualitv Services . Evaluate alternative strategies following drainage studies in light of up scaled environmental clearances/mitigation measures to ensure desired drainage patterns.
SIGNIFICANT CHANGES:
No dredging of the channel planned for budget year.
B-l 62
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
I I 1998-991 1999-2000 1 2000-011 2001-02~
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 2,556,587 2,781,958 1,926,047 2,247,115
MAINTENANCE & OPERATIONS 13,787,842 15,093,947 17,719,080 18,318,461
CAPITAL OUTLAY 569,053 79,823 63,500 35,900
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as treated water from the Metropolitan Water District and the San Diego County Water Authority.
PERFORMANCE/WORKLOAD MEASURES:
Water Quality . 98% of bacteria samples free of coliform bacteria as adopted by the City’s Performance Measurement Team. The State requirement is that less than 5 percent of all samples collected during any month are total coliform-
positive.
Fiscal Number Total Total Percent Year
1995-96
Collected
1,316
Positive
4
Bacteria-Free
1,312
Bacteria-Free
98.0%
1996-97 1,349 6 1,343 98.1%
1997-98 1,354 1 1,353 99.2% 1998-99 1,428 3 1,425 99.0%
1999-00 1,615 1 1,614 99.9%
Water Reliability
. Annual number of hours per mile of distribution line that a water main is out of service will not exceed a total of
.05 hours in a year. This benchmark was established at baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Total
Year Hours
Miles
Distribution
Hours/Mile
Distribution
1998-99 18
Lines
350
Line
.05 1999-00 17 400 .04
Water Deliverv Efficiency . Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA recommends that the loss after treatment be maintained at 10% or less.
Fiscal Water Year
1996-97
Loss
2.08% 1997-98 2.66% 1998-99 4.87% 1999-00 5.36%
B-l 63
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (Continued)
. Total number of staff hours to deliver an acre-foot of water will not exceed 3.3 hours per acre-foot. This
benchmark was established at baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Staff Hours Year
1996-97
Per Acre-Foot
3.1 1997-98 3.3
1998-99 3.3 1999-00 2.9
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.
WORKLOAD STATISTICS:
Water Service Turn-
On/Off 9.6%FE
Operations/System Maintenance
26% FTE I Flow Control Station
Water Use Data Collection 40.5% FTE -
Maintenance - 7.9% FTE
Valve Maintenance , 9.5% FTE
SIGNIFICANT CHANGES:
None.
B-164
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 717,073 664,728 817,334 694,540
MAINTENANCE & OPERATIONS 3,325,292 3,924,852 4,415,277 4,752,208
CAPITAL OUTLAY 363,399 55,205 7,997 49,050
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District (CMWD), 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 WORKLOAD MEASURES:
Sewer Svstem Reliability . Annual number of stoppages not to exceed 1.2 per IO miles of sewer mains per year.
Fiscal Year 1998-99
Total Stopuanes
26
Total Miles of Mains 213
Stoppages per 10 Miles 1.2 1999-00 8 213 0.4
. Annual number of spills not to exceed 1.3 per 10 miles of sewer mains per year.
Fiscal Total Total Miles of Spills Year 1998-99 Spills 28 Mains 213 oer 10 Miles 1.3
1999-00 11 213 0.5
Sewer Cost Efficiency . Annual cost of service per million gallons of sewage will not exceed $1,028. This benchmark was established at baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Year Expenses Flow - mgd
Annual Flow
Wmg
1995-l 996 1996-1997 1997-1998 1998-1999 1999-2000 $2,278,165.00 $2,404,019.00 $2,364,962.00 $2,244,652.00 $2,233,201.00 4.68 4.85 5.10 5.98 6.34 1,708.20 1,770.25 1,861.50 2,182.70 2,314.10
$1,334.00 $1,358.00 $1,270.00 $1,028.00 $965.00
B-l 65
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE.
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
ACCT NO. 5116310
WORKLOAD STATISTICS:
Sewer Main Cleaning
13.1% FTE
Sewer Lateral Main
Sewer Lateral Main
SIGNIFICANT CHANGES:
None.
B-l 66
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management
programs through recycling, source reduction, cornposting, solid waste transfer, and other non-traditional programs.
PERFORMANCE MEASURES:
Customer Satisfaction . 83.3% rate solid waste services as “Good” or “Excellent”.
Cost Efficiency . Residential rates (adjusted for City fees) are second lowest in the County.
Diversion . 1999 Diversion rate as reported to the California Integrated Waste Management Board: 42%.
PROGRAM ACTIVITIES:
AB 939 . Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. As required, prepare
and submit reports and documents.
Solid Waste . Ensure collection and disposal of solid waste generated in Carlsbad; coordinate activities with regional groups;
administer and monitor the solid waste services contract; and review reports and rate requests from authorized collector.
RecvclinulDiversion . 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.
SIGNIFICANT CHANGES:
Large decrease is the result of a one-time appropriation in the prior year for solid waste disposal consultant services.
B-167
B-l 68
CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
Overview
Discussion of development projects, future fee estimates, and review of major capital projects planned in the next 5 years . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-l
Growth Management Plan
Overview of the city’s Growth Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-9
California Assembly Bill 1600
Description of Assembly Bill 1600 which set forth the process to establish developer
fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-l 0
Projected Fund Balances
Projects the estimated revenues, expenditures and fund balances for years ending
June 30, 2001 and 2002 for each funding source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-12
Revenues Actual and Estimated
1997-98 to 2001-02 ,.,....................................,.....,...........................,.....,...................... c-14
Budget Expenditure Schedule
1998-99 to 2001-02 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-l 5
Detail Schedule of Capital Projects by Category
Fiscal years 2001/2001 to buildout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-18
Capital Improvement Program Fund Summaries
Cash flow summary for each fund showing revenues and expenditures by project.
General Capital Construction Fund (GCC). .............................................................. C-33
Infrastructure Maintenance & Replacement (IM&R). ................................................ C-34
Golf Course Fund .................................................................................................... c-34
Public Facility Fee Fund (PFF). ................................................................................ C-35 Zone 5,13,16 Park Fee Fund (Zone 5) .................................................................... C-36
Park in Lieu Funds (PIL NW) ................................................................................... C-36
Park in Lieu Funds (PIL NE) .................................................................................... C-36 Park in Lieu Funds (PIL SW) ................................................................................... C-37
Park in Lieu Funds (PIL SE) .................................................................................... C-37 Traffic Impact Fee Fund (TIF). ................................................................................. C-38
TransNet-Local ........................................................................................................ C-38 TransNeffHighway ................................................................................................... C-39
Surface Transportation Program (STP) Funds.. ....................................................... C-39 Local Transportation Funds (TDA). .......................................................................... C-39 State Grants ............................................................................................................ C-40
County Grants ......................................................................................................... C-40 Assessment Districts .............................................................................................. C-40 Bridge and Thoroughfare District No. 2 (BTD No. 2, Aviara-Poinsettia) ................... C-41 Bridge and Thoroughfare District No. 3 (BTD No. 3, Cannon Road West). .............. C-41
Community Facilities District No. 1 (CFD#l). ........................................................... C-42 Ranch0 Santa Fe Road Project Fund (CFD#2). ....................................................... C-42 Federal Grants ........................................................................................................ c-43 Planned Local Drainage Area Fees Fund (PLDA). ................................................... C-43
CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
Page Two
Capital Improvement Program Fund Summaries (Continued)
Sewer Benefit Area Fees Fund (SBA) ...................................................................... c-43 Sewer Connection Fee Fund ................................................................................... c-44 Sewer Replacement Fund ....................................................................................... C-45 Recycled Water Fund .............................................................................................. C-46 Water Connection Fee Fund.. .................................................................................. C-46 Water Replacement Fund ........................................................................................ C-47 Redevelopment Bonds Fund.. .................................................................................. C-48 Gas Tax Fund .......................................................................................................... C-48 Other Revenues.. ..................................................................................................... C-49
Glossary of Capital Project Funding Sources
Description of each funding source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-51
OVERVIEW
The City of Carlsbad Capital Improvement Program (CIP) is a planning document which
incorporates the current budget for capital projects with future planned revenues and
expenditures. The CIP is a financial plan for capital improvements; it is not a commitment for
spending. No authorization to spend funds is given until the City Council adopts the proposed
budget and appropriates the funds for the following fiscal year. The CIP is also a tool available
to Council and staff, to weigh resource availability with the demand for facilities.
What is a CIP project ? Projects, which are included in the CIP are generally defined as any construction (or reconstruction) of major infrastructure or buildings that are located on or in the
ground. The total cost of constructing a CIP project is added to the City’s inventory of major infrastructure and buildings upon completion.
The 2001-2002 Capital Improvement Program provides
$76.5 million in new appropriations with projected
revenues totaling $74 million. Development of the city
creates 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 that 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. This years CIP reflects the Council’s continued commitment to
constructing the necessary facilities, in response to the current and anticipated development
activity occurring throughout the City.
Projects are continuously evaluated and prioritized to ensure the City’s resources for facilities
are allocated based on a well thought-out plan. The projects were prioritized based on the
following criteria:
: Prbject”Ranking Criteria
1. Needed now for growth management. (Also includes mandates
and health and safety related projects).‘
2. Needed soon for growth management compliance.
3. Needed now for other standards (example: ball field j standards). I
4. Needed soon for other standards.
5. Basic infrastructure.
6. Other (example: timing or funding opportunity).
GROWTH PROJECTIONS
Several assumptions about the rate and type of growth were made in order to project the
revenues that result from development. These assumptions can change from year to year to correlate with the economic climate.
Every year, City staff evaluates all existing developments and compares the projects to the
buildout capacity of the City using adopted general plans. Existing building activity and
estimates of how remaining net developable land might develop are then used to prepare future
C-l
growth projections. This information is compiled and reviewed by the Planning, Building and
Engineering Departments; the Finance Department overlays the economic forecast.
Residential development is expected to slow over the coming years. This slow down is not
projected based on economic constraints, but rather on the development schedules of the
remaining vacant parcels. Residential development for 2000-2001 was projected at 1,065
building permits; however, recent estimates anticipate about 1,800 units to be permitted by the
end of the current fiscal year. Construction is expected to decrease to about 800 units per year
for the next five years.
Residential Units Trend 1985 to 2006
Permits Issued
3000
2500
2000
1500
1000
500
0
In contrast, non-residential development remains strong, and this is expected to continue for
the next 5 years. Projects include several commercial/retail developments located in or near
the areas where most of the residential development has occurred or is planned over the next
several years. In addition, a variety of other projects are planned including industrial
development, hotels, and health care facilities.
The following table shows the number of residential units and non-residential square feet of
development used in calculating estimated revenues for 2001-2002 and subsequent years to
buildout.
Projected Development
Residential and Non-Residential Construction
2002-2003 916 1,183,482
2003-2004 992 1,215,672
2004-2005 825 1,146,040
2005-2006 625 871,000
Years 6-l 0 2,898 5,865,111
Years 1 I-2020 2,667 3,189,420
Total Future 9,510 14,056,894
c-2
REVENUES
Revenues for Capital Projects from now until buildout total $534.7 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.
Funding Sources 2001-2002 to Buildout
Total Revenue = $534.7 million
250
200
150
100
50
0
Development Special Water/Sewer Other
Fees Districts Replacement
Approximately 44% of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the City’s annual growth in dwelling units and
commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF),
Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Community Facilities District and
Bridge and Thoroughfare Benefit District revenues comprise 12% of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 15% of total revenues, and
the remaining 29% are related to Federal & State grants, license tax on new construction, the
County sales tax program (TransNet), contributions from other agencies, and possible special
districts which may be formed to fund major road projects. Since the funding for these roads
has not been determined, the associated revenue has been included in this “other” category.
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues. The mix of multi-family and single- family residential units is assumed to be 35% and 65% respectively and reflects the anticipated
mix of residential development for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $154,000 per multi-family dwelling unit,
and $240,800 per single-family dwelling unit. A building permit valuation of $38 per square foot of construction is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF),
the number of average daily trips was computed for each type of
development use. A multi-family residential dwelling unit is assigned
eight trips per day and a single-family unit is assigned ten trips per day.
Each residential trip is valued at the current TIF of $92. The trips-per-
day value for commercial and industrial buildings are averaged at 32 trips per 1,000 square feet of development, although the actual volume of trips generated by commercial/industrial building can vary widely depending on the ultimate land use. The value
assigned to each commercial/industrial trip is $37.
c-3
2001-2002 CAPITAL IMPROVEMENT PROGRAM
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 Ranch0 Santa Fe Road and Olivenhain Road, but
has not yet been formally established. A prepayment program is in place to enable
development to proceed within this proposed district.
There are two existing Bridge and Thoroughfare Fee Districts (BTD) 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 5 to El Camino Real. Two additional financing
districts may be formed to fund College Boulevard and Cannon Road extensions east of El Camino Real, and Melrose Drive and Faraday Avenue extensions.
CAPITAL PROJECTS
The following two sections provide summary expense and revenue data, as well as a
description of the major capital projects. The first section contains information through buildout,
and the second section focuses on the next five years.
CAPITAL PROJECTS 2001-2002 TO BUILDOUT
The CIP for 2001-2002 to buildout outlines approximately 174 future projects at $436.2 million.
CIP Proiect Statistics
Type of Project Quantity Total Cost
Streets/Circulation 62 $128,854,783
Parks 23 70,693,890
Sewer 31 76,779,150
Water 35 61,182,370
Facilities/Civic 11 59,879,600
Drainage 12 19,180,121
Other (loans)
Total Future
N/A 19,675,548
174 $436,245,462
Expenditures by Category
2001/2002 to buildout
Total = $436.2 million
Civic Drainage Parks Sewer Water Streets Loans
c-4
2001-2002 CAPITAL IMPROVEMENT PROGRAM
The largest expenditure category is for street and traffic signal construction
projects, which total $128.9 million or 29.5% of all future projects. Included in
this category is construction of several major roadways, which will add east-
west connections and improve the flow of regional traffic as well as local traffic
throughout the City. Several of these roads will provide additional routes to
the neighboring cities of Oceanside, Vista and San Marcos.
Major street projects in the 2001-2002 to Buildout CIP:
l Faraday Avenue and Melrose Drive Extensions east of El Camino Real
l Poinsettia Lane to El Camino Real
l Poinsettia Lane east of El Camino Real
l Cannon Road to El Camino Real
l Cannon Road and College Boulevard East of El Camino Real
l Ranch0 Santa Fe Road to San Marcos and Encinitas
Proposed Major Road Projects
- NEW ROAD PROJECTS
lt++t-t RALROAD
The second largest expenditure category is for park projects, which total $70.7
million, or 16.2%. Park projects include acquisition and/or development of
acreage within all quadrants of Carlsbad. Future park projects include:
B L Northwest Quadrant Northeast Quadrant
NW Quadrant Park (Pine School) Larwin Park
Community Facility (Pine School)
Cannon Lake Park
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II Alga Norte Park & Swimming Pool
Zone 19 Park Leo Carrillo Park
In addition, Veteran’s Memorial Park, a loo-acre site, which is centrally located in the City of
Carlsbad, and a business park recreational facility located in the industrial area is planned.
Environmental permits are continuing to be processed for the City’s 250-acre golf course
located in the industrial corridor directly south of the future Veterans Memorial Park.
Development is currently on hold pending coastal commission review.
Sewer projects are the third largest expenditure category and total almost $76.8 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.
Water projects total about $61.2 million (14%) 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, El Fuerte, and along El Camino Real. In addition, the City plans to build a recycled water facility at a cost of
approximately $33 million, over half of the total planned expenditures.
Construction of City facilities such as libraries, administrative facilities, and police and fire
facilities total $59.9 million, or 13.7% of the total planned capital expenditures to buildout.
Exterior improvements to the Cole library were made this
year and are almost complete. 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 next
fiscal year (2001-2002). A new City Hall is planned for construction in the future; the timing and location have not been determined.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of Capital Projects (2001-2002 to Buildout) following this narrative.
C-6
CAPITAL PROJECTS -THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below; their locations
can be seen on the map in the previous section.
l Streets - Several large street construction projects are planned for the next 5 years. The extensions of Cannon Road and Poinsettia Lane to El Camino Real are located west
of El Camino Real and are being constructed primarily as a result of residential developments in those areas. College Boulevard and Cannon Road extensions to the
east and north, as well as Faraday Avenue and Melrose Drive extensions, are located east of El Camino Real and will alleviate traffic on Palomar Airport Road. The widening
and realignment of Ranch0 Santa Fe will improve regional and local traffic flow
generated in the southern part of the City.
l Zone 19 Park - Construction is scheduled to begin next year 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.
l Larwin Park - Larwin Park is located on a 22-acre site in the
northeast quadrant of the City. Plans for development of this
park include constructing trails, a tot lot, and other amenities. In
addition, a portion of this land will be used as a dog park.
l Alqa Norte Park - This park site consists of 30
acres in the Southeast Quadrant and may
include amenities such as ball fields, soccer
fields, tennis courts, picnic areas, tot lots,
restrooms and parking facilities. The purchase
of the land may occur next fiscal year, with design and construction in the years to follow.
l 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.
l Pine School Park - Prior to development of this ‘I-acre site, an extensive community
outreach program with local residents and various organizations will be implemented to
gather public input for the ultimate design.
l Public Works Center - Design of a new Public Works Center is underway, and
construction is expected to begin 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.
l Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary
facility in the southeast quadrant of Carlsbad. Relocation of this station to a permanent facility along the east side of Ranch0 Santa Fe Road is scheduled to occur concurrent
with the road alignment project. This fire station is required to ensure a five-minute
response time within the southeast part of the City as development in that area occurs.
c-7
2001-2002 CAPITAL IMPROVEMENT PROGRAM
l Drainaqe 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 also planned within the next five years.
l 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 partially funded by the City of Vista.
Hedionda Creek
l Waterlines - Several major water lines are scheduled for construction within the next five years:
- along El Camino Real from Cassia to Poinsettia Lane
- along El Fuerte from Poinsettia Lane to Palomar Airport Road
- along Poinsettia Lane from El Camino Real to the “D” Reservoir - along College Boulevard from Maerkle Reservoir to Agua
l Recvcled Water Proqram - The city plans to construct a recycled water facility to
increase the supply of water and reduce dependence on external suppliers.
SUMMARY
The. proposed 2001-2002 to Buildout CIP is being driven by the City’s commitment to insure that facilities are available to service the developing areas as well as the current residents.
Carlsbad’s philosophy has been to build quality capital facilities, which meet, and at times exceed Growth Management standards. Phasing projects over a period of years to match
funding availability and maximizing the use of available resources are methods used in order to
meet the needs of Growth Management. The 2001-2002 to Buildout Capital Improvement
Program reflects the commitment of Carlsbad’s Council and staff to continue providing its
residents with a better quality of life.
C-8
2001-2002 CAPITAL IMPROVEMENT PROGRAM
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative
- Wastewater Treatment
- Circulation
- Fire
- Schools
- Water Distribution
- Library
- Parks
- Drainage
- Open Space
- Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the
adopted performance standards, as development occurs. Unless each of the eleven public
facility standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital
Improvement Program. The detailed level of planning required by Growth Management has
allowed Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital improvements through buildout of the City. The timing of construction of facilities is governed
by the rate of development and the 11 performance standards. New public facilities often
require additional staffing and other resources, which affects the Operating Budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2001-2002 CIP, compliance with the Growth Management
Plan is assured.
c-9
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.
c-10
C-l 1
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2000-2001
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT & REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,18 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETIHIGHWAY
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#P POINS. LN-AVIARA PKWY
BTD#J CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
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
JULY I,2000 ESTIMATED ESTIMATED JUNE 30,200l
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
BALANCE REVENUES EXPENDITURES LOANS 8 OTHER BALANCE
8,253,717 5,222,827 2,308,215 (2,970,OOO) 8,198,329
2,058,779 3,208,465 0 0 5,265,244
479,621 0 376,l IO 0 103,511
31,401,751 8,386,776 11,814,908 (685,997) 27,487,622
395,100 184,677 9,126 0 570,651
209,360 142,326 4,403 (200,000) 147,283
1,170,315 136,561 0 0 1,306,878
1,500,495 433,988 0 (1,000,000) 934,483
2,646,662 342,009 0 2,250,OOO 5,238,671
5,403,510 1,634,690 1,344,479 (1,000,000) 4,693,721
7,909,656 1,827,250 6,300,060 0 3,436,846
1,035,881 49,505 431,641 0 653,745
1,407,794 70,715 739,708 0 738,801
215,021 0 43,800 0 171,221
77,846 614,686 68,609 0 623,923
580,822 544,334 0 0 1,125,156
644,446 32,128 9,478 0 667,096
1,045,959 660,987 1,141,559 1,500,000 2,065,387
38487,747 169,671 766,916 0 2,890,502
32,007,137 10,109,602 4,338,501 (127,211) 37,651,027
18,867,813 988,394 1,533,636 0 16,320,571
0 28,874 25,431 0 1,443
6,843,611 718,128 1,316,844 0 6,244,895
5,082,590 423,291 1,020,000 0 4,485,881
26,072,128 4,094,740 9,645,062 (942,026) 19,579,780
15,006,392 2,791,Oll 33303,746 0 14,493,657
3,644,806 412,047 119,432 (159,527) 33777,894
6,086,404 3,385,068 1 ,I 39,097 968,774 9,301,149
22,222,273 3,226,565 1,981,105 (2,196,424) 21,271,309
886,868 41,856 68,020 0 860,704
6,279,629 1,609,107 3,808,210 (1,000,000) 3,080,526
1,346,004 55,154 946,649 (90,128) 364,381
TOTAL 212.268.137 51.541.432 54.404.745 (5.652.539) 203.752.285
c-12
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2001-2002
JULY 1.2001
PROJECTED ESTIMATED
FUND BALANCE REVENUES
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT 8 REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETROCAL
TRANSNET/HIGHWAY
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#k3 CANNON ROAD WEST
CFD #1
CFD #2
FEDERAL GRANTS
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
8,198,329
5,265,244
103,511
27,487,622
570,651
147,283
1,306,876
934,483
5,238,671
4,693,721
3,436,846
653,745
738,801
171,221
623,923
1,125,156
667,096
2,065,387
2,890,502
378651,027
16,320,571
1,443
8,244,895
4,485,881
19,579,780
14,493,857
3,777,894
9,301,149
21,271,309
880,704
3,080,528
0
4,600,OOO
0
1,845,203
131,614
65,239
137,773
408,653
88,886
563,948
1,069,867
905,000
0
0
200,000
(81,018
0
59,400
0
4,221,523
3,101,646
862,000
324,527
210,600
9,598,291
1,300,000
37,040,000
1,500,306
3,193,ooo
0
1,550,000
364,381 1,151,ooo
TOTAL 203.752.285 74.043.457
2000-2001
CONTINUING NEW
APPROPR. APPROPR.
8,293,249 286,600
0 2,218,500
103,511 0
10,060,367 13,537,890
12,636 0
0 0
50,000 500,000
219,100 0
4,800,OOO 0
3,386,711 60,000
2,097,585 1,200,000
375,082 905,000
500,291 0
113,365 0
7,260 813,000
500,000 0
458,290 0
1,403,207 0
196,160 1,500,000
19474,848 14,835,OOO
5,905,386 11,317,673
1,443 862,000
1,549,070 1,131,621
2,824,404 0
3,775,102 4,110,439
4,183,224 3,313,354
1,249,017 9,073,527
5,888,783 2,274,808
7,261,121 8,395,202
708,695 0
2,513,500 1,030,000
69,520 1,151,000
67.960.927 76.515.614
2001-2002 JUNE 30,2002
TOTAL CIP PROJECTED
APPROPR. BALANCE
6,579,849 1,618,480
2,218,500 7,646,744
103,511 0
23,598,257 5,734,567
12,636 689,629
0 212,522
550,000 894,650
219,100 1,122,036
4,800,OOO 527,557
3,446,711 1,810,959
3,297,585 1,209,128
1,280,082 278,663
500,291 238,510
113,365 57,856
820,280 3,683
500,000 544,138
458,290 208,806
1,403,207 721,580
1,696,160 1,194,342
16,309,848 25,562,702
17,223,059 2,199,158
863,443 0
2,680,691 3,888,731
2,824,404 1,872,077
7,885,541 21,290,530
7,476,578 8,317,079
10,322,544 30,495,350
8,163,591 2,637,864
13,656,323 10,807,986
708,695 152,009
3,543,500 1,087,026
1,220,520 294,861
144.476.541 133.319.201
c-13
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
1997-98 1998-99 1999-2000 2000-2001 2001-2002
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT 8. REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 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
CFD #I
CFD #2
FEDERAL GRANTS
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
3,000,585 0
N/A 2,056,779 3,208,465
79,365. 299,443 0
4,618,487 9,802,551 8,386,776
701,492 251,326 184,677
283,688 178,334 142,326
44,222 93,634 136,561
403,682 346,922 433,988
278,736 505,336 342,009
1,101,838 2,045,988 1,834,690
1,155,361 8,248,042 1,827,250
103 1,030,781 49,505
520,948 1,256 0
237,167 60,903 70,715
189,854 80,458 0
2,596,708 341,082 614,686
277,695 392,844 544,334
269,106 17,402,714 32,128
2,289,588 508,690 660,987
26,238 732,389 169,671
10,676,209 13.675.926 10,109,602
6,085,033 7,881,331 986,394
421,036 63,526 26,874
883,504 955,131 718,128
253,024 429,837 423,291
2,823,755 6,020,054 4,094,740
2,014,974 7,635,353 2,791 ,011
593,808 2,091,983 412,047
2,266,441 4,182,167 3,385,068
2,185,341 10,683,240 3,226,565
127,079 112,219 41,856
1,471,758 1,621,261 1,609,107
1,352,547 426,600 55,154
TOTAL CAPITAL FUNDS 49,227,405 70,438,176 101,206,217 51,541,432 74,043,457
1,581,221
N/A
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
15,184,782
2,247,234
79,745
1,061,677
452,181
5,200,226
1,750,325
1,073,366
3,738,617
2,506,152
254,554
I,61 0,823
2,471,355
1,048,117 5,222,827
4,600,OOO
0
1,845,203
131,614
65,239
137,773
406,653
88,886
563,948
1,069,867
905,000
0
0
0
200,000
(81,018)
0
59,400
0
4,221,523
3,101,646
862,000
324,527
210,600
9,596,291
1,300,000
37,040,000
1,500,306
3,193,ooo
0
1,550,000
1,151,000
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
c-14
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1998-I 999 TO 2001-2002
1998-99 1999-2000 2000-2001 (1)
FUND ACTUAL ACTUAL ESTIMATED
GENERAL CAPITAL CONST. 1,137,693 1,822,728 5,278,215
INFRASTRUCTURE MAINT 81 REPL 0 0 0 0 2,218,500 2,218,500
GOLF COURSE 768,416 1,114,278 376,110 103,511 0 103,511
PUBLIC FACILITIES FEE 474,493 2,339,380 12,300,905 10,060,387 13,537,890 23,598,257
ZONE 5,13,18 PARK FEE 28,638 4,330,562 9,126 12,638 0 12,636
PILAREA 1 NW 0 0 204,403 0 0 0
PIL AREA 2 NE 0 0 0 50,000 500,000 550,000
PIL AREA 3 SW 3,449 18,900 1 ,ooo,ooo 219,100 0 219,100
PIL AREA 4 SE 0 0 (2,250,OOO 4,800,OOO 0 4,800,OOO
TRAFFIC IMPACT FEE 926,582 1,656,187 2,344,479 3,386,711 60,000 3,446,711
TRANSNET/LOCAL 1,751,812 2,520,005 6,300,060 2,097,585 t ,200,000 3,297,585
TRANSNET/HIGHWAY 1,732,856 905,021 431,641 375,082 905,000 1,280,082
TRANSNET/BIKE 0 27,603 0 0 0 0
TRANSNETISTP 0 0 739,708 500,291 0 500,291
TDA 13,684 160,468 43,800 113,365 0 113,365
STATE GRANTS 74,694 280,296 68,609 7,260 813,000 820,260
COUNTY GRANTS 35,816 1,670,154 0 500,000 0 500,000
ASSESSMENT DISTRICTS 9,994,978 11,924,563 9,478 458,290 0 458,290
BTD#2 POINS. LN-AVIARA PKWY 589,053 1,213,557 (358,441 1,403,207 0 1,403,207
BTD#J CANNON ROAD WEST 246,276 742,315 766,916 196,160 1,500,000 1,696,180
CFD #I 53235,076 16,748,124 4,465,712 I,4748848 14,635,OOO 16,309,848
CFD #2 670,688 3,661,865 1,533,636 5,905,388 11,317,673 17,223,059
FEDERAL GRANTS 79,475 6,834 25,431 1,443 862,000 863,443
PLANNED LOCAL DRAINAGE 255,507 917,040 1,318,844 1,549,070 1,131,621 2,680,691
SEWER BENEFIT AREA (C-D-E-F) 98,843 466,244 1,020,000 2,824,404 0 2,824,404
SEWER CONNECTION 1,395,oOO 2,085,199 10,587,088 3,775,102 4,110,439 78885,541
SEWER REPLACEMENT 608,373 721,280 3,303,746 4,163,224 3,313,364 71476,578
WATER - RECYCLED WATER 115,641 322,818 278,959 1,249,017 9,073,527 10,322,544
WATER CONNECTION 2,595,405 2,698,172 170,323 5,888,783 2,274,606 8,163,591
WATER REPLACEMENT 1,937,045 1,388,764 4,177,529 7,261,121 6,395,202 13,656,323
REDEVELOPMENT BONDS 540,536 10,733 68,020 708,695 0 708,695
GAS TAX 343,806 533,719 4,808,210 2,513,500 1,030,000 3,543,500
OTHER 1,122,720 2,588,302 1,036,777
TOTAL CAPITAL FUNDS 32.776.555 82.875.111 60.057.284
2000-2001 2001-2002 2001-2002
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
6,293,249 288,800 6,579,849
89,520 1 ,I 51,000 1,220,520
67.960.927 76.615.614 144.476541
(1) 2000-2001 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
c-15
C-16
c-17
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2002 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
CIVIC PROJFCTS
AFRICANS WITH DlSABlLlTES
38311 ADA - CANNON PARK GCC 48,000 30,000
34411 ADA - MISCELLANEOUS FACILITY MODIFICATIONS GCC 600,000 411.963
35701 ADA - NORTHWEST QUADRANT PARKS GCC 50,000 34.803
35231 ADA - PEDESTRIAN RAMPS TIF 801.400 787.489
STRATIVF FACII ITIFS
35711 CITY BOUNDARY SURVEY AND MONUMENTATION GCC 150,000 146,703
CITY HALL CFD#l 26,812,OOO
35721 PUBLIC WORKS CENTER CFD#l 10,493,000 926,718
35722 PUBLIC WORKS CENTER WATER REPL 4,600,OOO
36551 PUBLIC WORKS CENTER SEWER REPL 2,200,000
POI ICF 8 FIRF FACll I-Ii&i
36851 POLICE & FIRE CAD IMPLEMENTATION GCC 2,000,000 204,573
36871 800 MHZ DATA BACKBONE GCC 221,WQ
36951 POLICE 8 FIRE TRAINING FACILITY FEASIBILIlY STUDY GCC 45,000
FIRE STATION # 3 RELOCATION PFF 895,000
36881 FIRE STATION #5 STORAGE BUILDING/RESTROOMS GCC 216,600 7,463
FIRE STATION #6 - (PERMANENT) PFF 875,000
36861 POLICE TRAINING RANGE - RELOCATION GCC 950,000 91,952
COLE LIBRARY EXPANSION (35%) CFWl 4,6oa,ooo
COLE LIBRARY EXPANSION (65%) PFF 8.320,OOO
33841 COLE LIBRARY REMODEL PFF 2,332,882 2,116,198
33701 SOUTH CARLSBAD LIBRARY COLLECTION PFF 400,000 312,933
32441 SOUTH CARLSBAD LIBRARY CONSTRUCTION CFC#l ia,a68,518 16,324,168
b¶lSCF’ ’ ANFOUS PR-
34553 COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT
34552 COASTAL RAIL TRAIL (TSM GRANT) - PROJECT STUDY REPORT
CFD#l ADMINISTRATION
34691 OPPORTUNISTIC SAND PROGRAM
34692.93 OPPORTUNISTIC SAND PROGRAM
36341 PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
NMI SENIOR CENTER COURTYARD LANDSCAPING
FED GRNT 1,568,OOO
ST GRANT 392,000
CFWI 1,540.000
GCC 65,542
ST GRANT 138,898
GCC 390,000
GCC 30,000
766,557
191,970
35,542
103,668
277,101
36541 BUSINESS IMPROVEMENT DISTRICT STUDY REDVL BONDS 25,000 24.047
35081 DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY REDVL BONDS 85,000 10,000
35591 FACADE IMPROVEMENT AND SIGNAGE PROGRAM REDVL BONDS 174.288 92,103
36511 VILLAGE AREA STREET FURNITURE AND PLANTERS REDVL BONDS 75,000 16,481
36501 VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM REDVL BONDS 495,215 0
36531 VILLAGE PUBLIC RELATIONS CAMPAIGN REDVL BONDS 30,000 15,177
SUBTOTAL CIVIC PROJECTS 90.275.321 24.927.609
FACILIUESMAINTFNANCE
35101 ASBESTOS SURVEY GCC 40,000 7,518
36921 CALAVERA COMMUNITY CENTER ROOF REPLACEMENT GCC 82.000 60.000
38321 CALAVERA HILLS CENTER - OFFICE EXPANSION GCC 25,000 0
36941 FIRE STATION #5 ROOF REPLACEMENT GCC 50,000 0
38331 HARDING CENTER - FANS GCC 10,000 0
38341 HARDING CENTER - KITCHEN REMODEL GCC 20,000 7,650
35161 MISCELLANEOUS FACILITIES MAINTENANCE GCC 434,020 374,437
36381 SAFETY CENTER - BUILDING IMPROVEMENTS GCC 50,000 i a.382
35761 SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT GCC 165,000 13,014
C-18
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2008-2011 2011 +
18,000
188,037
15,197
13,911
3.297 I I
541.282 I
28,612,OOO
9.025.000
4.800,OOO
2,200,000
1.795.427
221,000
45,000
127,537
858.048
al ,600
875,000
895,000
216,664
87.067
4,608,000
8,320,OOO
544.348 I
800.000
I 30,000
7.230 1 28.000
953
55,000
82,185
58.519
495,215
14,823
5.503.112 17.1O4.600 110,000 985.000 110,000 1.005.000 40,090.000 440.000
32.484
2.000 I
25,000
50,000
10.000
12,350
59,583
31,618
151,986
c-19
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXP/ENC
36421 SENIOR CENTER - RECOAT ROOF GCC 25,000 4,658
35151 SENIOR CENTER FLOOR REPLACEMENT GCC 65.000 24,893
36911 STAGECOACH COMMUNITY CENTER ROOF REPLACEMENT GCC 74,000 72,000
35771 VARIOUS FACILITIES ROOF REHABILITATION GCC 50,000 13,040
36851 WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE WATER REPL 20,000 3,034
SUBTOTAL FACILITIES MAINTENANCE 1,090.020 598,624
35781 BUSINESS PARK RECREATIONAL FACILITY ZONE 5 7,020,474 4,381,838
30721 CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE 5,810,405 5,706,894
38351 LARWlN PARK - DOG PARK GCC 38,000 13
VETERAN’S MEMORIAL PARK CFC#l 16,129.OOO
CANNON LAKE PARK (6.7 ACRES) PFF 947,000
36351 CHASE FIELD BATHROOM/SNACK BAR BLDG REPL GCC 190.000 11.150
NEW PLAYGROUND EQUIPMENT - HOLIDAY PARK IMBR 85,000
HOSP GROVE/BUENA VISTA LAGOON REC’L IMPROVEMENTS PIL-NW 2,9ao,ooo
36961 KRUGER HOUSE PRE-SCHOOL TOT LOT GCC 35,000
35191 MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES GCC 70.000 53,191
PARK SITE DEVELOPMENT - PINE SCHOOL PFF 2,250,OoO
PARK DEVELOPMENT - PINE SCHOOL COMMUNITY FACILITY PFF 4,646,OW
35071 SWlM COMPLEX SANITATION SYSTEM GCC 140.000 5.015
ST QUAQRANT PARKS
LARWIN COMMUNITY PARK (22.3 ACRES) PIL-NE 550,000
PARK RESTORATION AND ACQUISITION PIL-NE 535,000
36981 PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK PFF 4,550,000
38011 PARK SITE DEVELOPMENT (15 ACRES) PIL-NE 3.000.000
SOUTHW’-T QUALIRANT PARKS
PARK RESTORATION AND ACQUISITION PIL-SW 1,410,000
36491 AVIARA REIMBURSEMENT AGREEMENT PIL-SW 238,000 18,900
33481 POINSElTIA COMMUNITY PARK - PHASE I & IA PFF 5,393,749 5,393,749
POlNSElTlA COMMUNITY PARK - PHASE II PFF 7,200.000
38361 POINSETTIA COMMUNITY PARK - SOCCER FIELD STAIRS GCC 85,000
NEW POINSElTlA COMMUNITY PARK - SYNTHETIC SOCCER FIELD IMBR 700,000
36991 ZONE 19 COMMUNITY PARK - PHASE I (24.25 ACRES) PFF 6,161,890 131,510
ZONE 19 COMMUNITY PARK - PHASE II (COMMUNITY FACILITY) PFF 4,836,000
(*) ZONE 19 COMMUNITY PARK - $1.725.000 UC FROM A VlARA LAND ASSOCIATES IS AVAlLABLE IF NEEDED TO CONSTRUCT PHASE I
ST CllJmNT PARKS
ALGA NORTE PARK-LAND DEDICATION 0
38371 ALGA NORTE LAND ACQUISITION PIL-SE 4,aoo,ooo
ALGA NORTE PARK - PHASE I (30 ACRES) PFF a,250,000
ALGA NORTE PARK - PHASE II (50 METER POOL) PFF 5,300.000
34561 LEO CARRILLO PARK - PHASE I PFF 950,000 751,306
34561 LEO CARRILLO PARK - PHASE II PFF 3,992,ooo 411,670
LEO CARRILLO PARK - PHASE Ill PFF 1,703,000
35791 STAGECOACH PARK DRAIN (LOWER LEVEL) GCC 15,000
36411 STAGECOACH PARK BALLFIELD DRAINAGE SYSTEM GCC 78,000 57,119
38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY GCC 25,000
SUBTOTAL PARK PROJECTS 100,111,5i8 16,922,355
DRAINA- PROJFCTS
38041 AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA “C”) PLD 290,000
BTC+t COLLEGE BLVD/CANNON RD REACH 3 DRAINAGE FACILITIES PLD 2,600.000
c-20
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2002 TO BUILD OUT
BALANCE YEAR? YEAR2 YEAR3 YEAR4 YEAR5 YEARa-10 BUILDOUT
FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011 +
20,342
5,107 35,000
2,000
36,980
16,966
458.398 35.000 0 0 0 0 0 0
2.828.000
35,987
178.850
a,o64,000 8,065,000
947,000
134.985
700,000 200,000 1,350,000
400,000 4,248,OOO
50,000 500,000
535,000
2,625,OOO 1,925,ooo
3.000,000
1,410,000
219,100
85.000
600,000 6,600,000
388,490 5,661,890
4,a36,000
4,800,000
198,694
3,580,330
15,000
20,681
25,000
12.495.273
250,000 250,000
14,687,890 a50,ooo
7,750.000
5,300,000
1,703,000
13,346,OOO 600,000 6,600,000 13,364,ooo 21,266,OOO
290,000 I 2,600,000
c-21
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2002 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
36391 BATIQUITOS DR STORMDRAIN OUTLET CHANNEL GCC 50.000 5,400
38241 CARLSBAD BLVD STORM DRAIN REPLACEMENT IMBR 80,000
COLLEGE BOULEVARD STORM DRAIN fREIMB./PLDA “B”) PLD 2.100.000
33381 DRAINAGE CHANNEL AND DESILTATIO; BASIN/CANNON RD (PLDA “8”) PLD 1,120,000 287,235
36225 FARADAY/MELROSE DRAINAGE FACILITIES (PLDA “B”) PLD 1,200,000 68,379
1M DRAIN REPLACEMENT IM&R I 28,500
R DRAINAGE FACILITIES PLD 10,936,000
PLD 150.000
NEW LA COSTA AVENUE STOF
MISCELLANEOUS MASTE
NEW MASTER PLAN UPDATE
36811 MISCELLANEOUS ROAD SUBDRAINS
36812 MISCELLANEObs KUALJ WJMJKAINS
MISCELLANEOUS ROAD SUBDRAINS _. .- __--. - .._
PARK DRIVE AN ID TAMARACK AVENUE STORM DRAIN fPLDA “B7
GAS TAX
e&c;
IM&R
PLD
.-_,___
10 000 ARR
zuu,uuu
275 000 -. -._-_
500 nnn ..-- -. -. -. _ . \. --. - , -- ---,---
35281 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNET-LOC 4,700,000 4,700,442
35282 SOUTH CARLSBAD VILLAGE STORM DRAIN GAS TAX 3,400,000 3,235,726
35284 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNETlSTP 1,240.000 739,709
35283 SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA “B”) PLD 1,160,000 733,695
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMBIPLDA “B”) PLD 1,279,000
38391 TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS GCC 30,000
36901 TORREJON PLACE STORM DRAIN RELINING GCC 80,000
SUBTOTAL DRAINAGE PROJECTS 31.528.500 9.771.024
SEWFR PROJFC’CS
WATFR POI 1 UUQN CONTD
34891 BUILDING IMPROVEMENTS SEWER CONN I ,787,249 479,562
34111 CAPITAL ACQUISITIONS - UNIT I SEWER CONN 3,290,987 394,618
36691 CAPITAL PLANNING /SERVICES SEWER REPL 1,855,512 71,077
COGENERATION REHABILITATION SEWER REPL 581,447
36681 FLOW EQUALIZATION PROJECT SEWER CONN 5,648,518 35.053
PHASE IV EXPANSION - DEBT SERVICE SEWER CONN I 3,082.i a3
38071 PHASE V EXPANSION SEWER CONN 11,892,762 95.728
38061 PHASE V EXPANSION - INTERIM CAPACITY SEWER CONN 222,298 150.189
34491 PLANT REHABILITATION SEWER REPL 2.983,947 1 ,I&+,827
36701 PUMP STATION INTERFACES SEWER REPL 42,649 25,000
36661 TECHNOLOGY MASTER PLAN SEWER CONN 1,160,942 149,939
R COI 1 f=Cw
35811 AVENIDA ENCINAS GRAVITY SEWER SEWER REPL 175,000
33221 BUENA VISTA LIFT STATION SEWER CONN 502.132 245,211
BUENA VISTA LIFT STATION PUMP ADDITION SEWER CONN 233,000
CARLSBAD TRUNK SEWER REACHES VCTIA, VCTIB, VCTIC (SBA “A”) SEW BENEF 455,000
34941 CHINQUAPIN SEWAGE LIFT STATION SEWER REPL 450,ooo 449.437
36224 FARADAY AVENUE - ORION TO MELROSE SEWER SEWER REPL 110,200 110,200
34951 FOREST GRAVITY SEWER SEWER REPL 800,000 19,652
36561 FOXES SEWAGE LIFT STATION UPGRADE SEWER REPL 2,ia5,000 2,163,463
NEW HOME PLANT LIFT STATION SEWER REPL 285,000
LA COSTA MEADOWS SEWER EXTENSION SEWER REPL 175,000
LA GOLONDRIA SEWER EXTENSION SEWER REPL 150,000
NIGHTSHADE GRAVITY SEWER EXTENSION SEWER CONN 150.000
35371 NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION SEWER REPL 1,4a7,600 31,259
NEW NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO REAL/KELLY SEWER REPL 720,000
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTIA SEWER REPL 1,533.200
35381 NORTH BATIQUITOS INTERCEPTOR REHABILITATION SEWER REPL 1 ,ooo,ooo 928
38091 NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS SEWER REPL 332,000
35391 PALMER WAY SEWER EXTENSION SEWER REPL 125,000 70,472
38101 POINSETTIA LANE SEWER RELOCATION SEWER REPL 400,000 7,740
NEW POINSElTlA SEWAGE LIFT STATION ODORlNOlSE ABATEMENT SEWER REPL 221,800
34511 SEWER ACCESS HOLE REHABILITATION SEWER REPL 2,800,000 73,322
38081 SEWER CONNECTION FEE UPDATE SEWER CONN 15,000 8,816
38401 SEWER LIFT STATION REPAIRS AND UPGRADES SEWER REPL 235.380 28.391
c-22
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
44,600
80,000
2,100,000
632,765
1.131,621
128,500
10,936,OOO
150,000
9,562
200,000
275,000
500,000
(442)
164,274
500,291
426.305
1.279.000
30,000 I
60.000
2,577,355 1,535,121 2,750,OOO 60,000 0 0 500,000 14,315,ooo
213,752 1,093,935
65,283 144,543 124,050 124,050 124,050 124,050 657,866 1,512.475
177,361 112,099 112,099 112,099 112,099 52,101 276,135 630,422
259,016 322,431
197,743 2,542,735 2,670,967
942,161 936,199 936,256 939,561 936,394 49671,045 3,720,547
694,131 7,467,610 3,435,093
72,109
256,090 66,967 74,430 74,430 74,430 74,430 394,479 603,844
636 17,013
191,261 375,127 444,595
175,000
256,921
233,000
100.000 355,000
563
280,348 1 500,000
I 35.000 250,000
50,000 125,000
50,000 100,000
50,000 100,000
618,741 837.600
100,000 620,000
158,000 1,375,200
399,072 600,000
34,800 297,200
54,528
392.260
21,700 200,100
726,678 100.000 100,000 100,000 100,000 100,000 500,000 1 ,ooo,ooo
8.184
C-23
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
34521 SEWER LINE REFURBISHMENTS/REPLACEMENT SEWER REPL 7,868,182 643,249
NEW SEWER MASTER PLAN UPDATE SEWER CONN 181,000
33241 SEWER MONITORING PROGRAM SEWER CONN 587,138 65,960
35831 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II SEW BENEF 5,561,493 1,104,272
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II (VISTA) OTHER 610.000
38281 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE Ill SEW BENEF 2,100,000 466,817
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE Ill (VISTA) OTHER 600,000
38551 VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY TRANSNET-LOC 695,880 644,680
34921 VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12) SEWER CONN 6,250,OOO 83,943
31821 VISTA/CARLSBAD INTERCEPTOR REACH VCSA, 58 TO VC1 IA SEWER CONN 129223,433 10,574,970
31822 VISTA/CARLSBAD INTERCEPTOR REACH VCSA, 58 TO VC1 1A SEWER REPL 702,020 543,172
VISTA/CARLSBAD INTERCEPTOR REACH VC1 1B SEWER CONN 2,900,000
VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 SEWER CONN 10,200,000
NEW VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 SEWER REPL 327,075
SUBTOTAL SEWER PROJECTS 107.493.027 19.899.947
TFR ~TRIRUTION SYSTEM
33762 “D” RESERVOIR - PHASE II WATER CONN 3,984,500
33761 “D” RESERVOIR - PHASE II WATER REPL 1,328,OOO
580 ZONE SECONDARY SUPPLY WATER CONN 256,000
680 ZONE SUPPLY WATER CONN 550,000
38411 AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT ROAD WATER CONN 495,000
38421 CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR WATER CONN 250,000
35341 CANNON ROAD WEST TRANSMISSION MAIN WATER CONN 29864,457 2,333.929
35991 CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS WATER CONN 133,000
CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS WATER REPL 142,000
38181 CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT ROAD WATER CONN 150,000
36631 COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CREEK WATER REPL 2,340,OOO
COLLEGE BOULEVARD (33” LINE TO CANNON ROAD) WATER CONN 421,000
COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE WATER CONN 550,000
38171 COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA CREEK WATER CONN 183,375 9,591
35321 DAVIS AVENUE PIPELINE REPLACEMENT WATER REPL 153,170 114,334
34461 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH WATER REPL 3,225,OOO 165,577
EL CAMINO REAL CROSSING AT KELLY DRIVE WATER CONN 94.000
38431 EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE WATER REPL 650,000
NEW EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSETTIA WATER CONN 835,800
38441 EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE WATER CONN 250,000
35932 FARADAY AVENUE WATERLINE WATER REPL 325,000 276,245
36223 FARADAY AVENUE - ORION TO MELOROSE WATERLINE WATER CONN 97,210 97,210
38161 EL FUERTE - ALGA ROAD TO POINSETTIA LANE WATER CONN 2.000,000 415,025
EL FUERTE - FARADAY TO MAERKLE RESERVOIR WATER CONN 330,000
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD WATER CONN 820,000
EL FUERTE - NORTH OF LOKER WATER CONN 148,750
36571 FARADAY AVENUE - CANNON RD TO CARLSBAD RESEARCH CTR WATER CONN 510,000 281,148
FOUSSAT ROAD WELL ABANDONMENT WATER REPL 150,000
38211 LAKE CALAVERA RESERVOIR IMPROVEMENTS WATER REPL 1,650,OOO 87,769
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE WATER REPL 604,000
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS WATER REPL 1,400,000
38231 MISCELLANEOUS STORAGE TANK REPAIRS WATER REPL 170.000
38221 MISCELLANEOUS WATER RESERVOIR FENCING WATER REPL 110,000 7,435
35311 OCEANSIDE INTERTIE UPGRADE WATER REPL 100,000
NORTH AGUA HEDIONDA TRANSMISSION MAIN WATER CONN 130,000
34791 PALOMAR AIRPORT - NORTH OF OWENS WATER CONN 150,000 11,157
36581 POINSETTIA LANE- FROM “D” RESERVOIR TO AMBROSIA LANE WATER CONN 322,000 85,397
35851 POINSETTIA LANE - EL CAMINO REAL TO “D” RESERVOIR WATER CONN 2,700,OOO 176.426
POINSElTlA LANE - EL FUERTE TO EL CAMINO REAL WATER CONN 2,800,OOO
34421 POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD WATER CONN 375,000 24,420
PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD. WATER CONN 250,000
38241 SANTA FE II TRANSMISSION MAIN RELOCATION WATER REPL 560.000 509.222
C-24
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
924.933 I 300.000 300.000 300.000 300.000 300.000 1500.000 3.300.000
I 181.000
141.178 1 20.000 20.000 20.000 100.000 220.000
2.291.221 I 2.166.000
810.000
533,183 1,100,000
600,000
51,200
266,057 769,360 5,130,640
1,648,463
158.848
300,000 2,800,OOO
500,000 4,700,000 5,000,000
327,075
10,813,930 5,223,793 1 14,778,023 1 4.911.495 1 13,200,800 1 6,961,975 1 11.837,657 1 19.865.407
3,964,500
1,328,OOO
256,000
550,000
495,000
50,000 200,000
530,528
133,000
142,000
150,000
2,340,ooo
421,000
550,000
173,764
38,836
3 &-Xl A23
I a4 nnn
50,000 200,000
48,755
I ,584,975
25,000 305,000
820,000
1AR 75n
150,000
62.231 1 1,500.000
604,000 I 600,000 800.000
100,000
30,000 100,000
63,843 75,000
236,603
2,523,574
2,800,OOO
350,580
250,000
778 50,000
C-25
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2002 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
35491 SEAWATER DESALINATION PROGRAMS WATER REPL 649.860 35.040
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT WATER REPL 120,000
38191 TAP NO. 2 RESERVOIR WATER CONN 1.750,000 6,000
38531 TAP RESERVOIR EXTERIOR PAINTING WATER REPL 70,000
35301 TRI-AGENCY PIPELINE EROSION PROTECTION WATER REPL 150,000
38201 WATER CONNECTION FEE UPDATE WATER CONN 15,000 12,956
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%) WATER REPL 586,652
WATER CERTIFICATE OF PARTICIPATION [COP) PAYMENTS 184%) WATER CONN 3.079.918
38641 WATER SYSTEM INTERTIE CONNECTION WATER REPL 400,000 33,876
SUBTOTAL WATER DISTRIBUTION SYSTEM 41 s378.692 43682,757
RFCYCl FD WATFR PROJFCTS
DEBT SERVICE ON STATE LOAN RECL WATER 2,199,750
34861 INDUSTRIAL PARK SYSTEM RECL WATER 1,179,539 279,539
35861 l-5 RECYCLED WATER TRANSMISSION LINE RECL WATER 140,000 19,595
38291 RECYCLED LINE - POINSETTIA BRIDGE RECL WATER 240,000 24,420
36751 RECYCLED WATER PROG-PHASE II RECL WATER 32,909,000 566,968
36752 RECYCLED WATER PROG-PHASE II WATER REPL 4,000,000 1,289.377
34871 PUMP STATION UPGRADE RECL WATER 400,000
SUBTOTAL RECYCLED WATER PROJECTS 41.068.289 2.199.899
ClRCUt ATION SYSTW
JMFFIC SIGNAl PRaJFCTQ
38451 TRAF SIG - EL CAMINO REAL CORRIDOR STUDY GCC 29,000
35871 TRAF SIG -ALGA ROAD AND MELROSE DRIVE PFF 110,000 39,500
TRAF SIG - ALGA ROAD AND CAZADERO GAS TAX 125,000
NEW TRAF SIG - ALGA ROAD AND XANA WAY GCC 125,000
33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL .- ..-.- TIF 30 nnn __,___ In 290 .-9
33692 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMII _- _- _- UO REAL ASMT I-MST ._.. - _ MO nnn -, - - - in7 -.892
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE --. . ..- -. ___.. . ..-..-- PFF iin nnn -, - - -
TRAF SIG - CAMINO VIDA ROBLE Al _- __ __ _- _ -_ __ _ - ND YARROW DRIVE PFF i no nnn - -, - - -
35251 TRAF SIG - CANNON RD/PASEO DEL NORTE (SEE CANNON RD WIDll-5 TO PASEO DEL NORTE) 0
TRAF SIG - CANNON ROAD AND AVENlDA ENCINAS -...-..- .._.. -._ PFF iin nnn -, - - -
TRAF SIG - CANNON ROAD AND CC----- ---_- _. . . _- )I I FGF ROllI FVARD PFF I 7.5 nnn .-_,___
TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STREET PROJ 0
TRAF SIG - CARLSBAD BOULEVARD AND AVENlnA FNClNAS PFF iin nnn - 38461 TRAF SIG - CARLSBAD BOULEVARD AND CHER.. . . ._ _ RY AVF Gl-!C --- inn nnn - -, - - -
TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE GAS TAX 125,000
TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET GAS TAX 130,000
TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVFNlnA I-II= ANITA ._-._.-..- -..._ . . . GAS TAX -. . - . I . Rn nnn --,---
38471 TRAF SIG - CARLSBAD VILLAGE DRIVE AND I _. _ . . ._ PDNTIAC GCC --- t-35 nnn --,--- 2,550
TRAF SIG - CARLSBAD VILLAGE DRIVE SIGNAL TIMING UPGRADE GAS TAX 12.100
34811 TRAF SIG - CARLSBAD VILLAGE DRIVE AND TAMARACK AVFN .._.. .-..UE PFF 110,000
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VII LLAGE DRIVE PFF 110,000
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL PFF 115,000
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE PFF 100,000
NEW TRAF SIG - COLLEGE BOULEVARD AND TAMARACK GCC 100,000
38001 TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE PFF 125,000 0
36461 TRAF SIG - FARADAY AND CANNON ROAD PFF 125,000 95,701
TRAF SIG - FARADAY AVENUE AND ORION STREET TIF 100,000
36211 TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE GAS TAX 125,000 8,091
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD GCC 110,000
TRAF SIG - LA COSTA AVENUElNUEVA CASTlLlA GCC 85.000
TRAF SIG - MELROSE DRIVE AND LA C.nSTA AVFNl It= .--- . . . . . . -._-- PFF . . iin nnn -, - - -
38441 TRAF SIG - PALOMAR AIRPORT ROI __ . __ __ _____. .___ __ __ _ - PD AND MFI RDSF DRIVE PFF 250 nnn -__,___
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR GAS TAX i25.000
TRAF SIG - POINSETTIA LANE AND tw.~ti~~ I IN& KUALJ tiLLi 3-l .tz3
TRAF SIG - POINSETTIA U 4NE AND EL FUERTE STREET _ ~_ __ PFF 125,000
TRAF SIG - POINSElTIA LANE AND ME ILROSE DRIVE PFF 125.000
C-26
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2W2 TO BUILD OUT
BALANCE YEAR6-10 BUILDOUT
FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
614,820
20,000 100,000
144,000 100,000 1,500,000
70,000
150,000
u44
195,202 195.176 196,272
I 1.024.808 l-024.682 1.030.428
366.124 1
IO,4221315 3,070,010 4,395,410 3565,700 400,000 100,000 14,742,500 0
900,000
120,405
215.580
159,527 159,527 159,527 159,527
BH to Update this >>
159,527 797,635 604,460
I
13,032 1 6,914,OOO 19,339,ooo 1,570,000 2.486,OOO
2.710.623 1
, 3,959,640 1 9,073,527 19,498,527 2,129.527 2,645,527 159,527 797,635 604,480
29.000
70,500
125,000
125,000
19,710
337,106
110,000
100,000
110,000
125,000
110,000
100,000
125,000
130,000
80,000
82,450
12,100
110,000
110,000
115,000
100,000
100,000
125,000
14,299 15,000
100,000
116,909
110,000
85,000
110,000
125,000 125,000
125.000
31.625
125.000
125,000
C-27
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2002 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC
38491 TRAF SIG - POINSETTIA LANE AND PASEO ESCUELA GAS TAX 122,000
TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR GAS TAX 125,000
34061 TRAF SIG - RANCH0 SANTA FE ROAD AND QUESTHAVEN ROAD GCC 125,000 233
TRAF SIG - RANCH0 SANTA FE ROAD AND MELROSE DRIVE (SOUTH) PFF 110,000
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET PFF 110,000
TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE PFF 110,000
SUBTOTAL TRAFFIC SIGNAL PROJECTS 4,619,725 259,257
36371 ALGA ROAD MEDIANS GCC 70,000 69,119
ALGA ROAD MEDIANS IMBR 1,030,000
36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST GAS TAX 654,000 132,021
34162 AVENIDA ENCINAS EXTENSION OTHER 622,000 615,220
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD TIF 670,000
35461 BTDX2/AVIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD BTD#P 1,656,500 532,297
35951 BTD#2/POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD BTD#2 7,098,OOO 3.238.609
35952 BTD#2/POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD PFF 500.000
36731 BTD#2/POINSElTIA LANE - REACH “C” BTD#S 2,291,ooo 669,842
36741 BTD#2/POINSEllIA LANE - REACH ES “E,F,G” BTW2 5987,000 68,345
31841 BTD#3 CANNON ROAD WEST TRANSNET-HWY 4,400,000 4,344,656
31844 BTD#3 CANNON ROAD WEST CFD#l 6,534.600 6,244.266
31845 BTD#3 CANNON ROAD WEST TIF 1,160.OOO 745,691
31842 BTD#3 CANNON ROAD WEST TR SIGNAL ECR/CANNON BTM 7,050,ooo 3,189,840
36821 CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN) GCC
36362 COLLEGE BLVD EAST 0~ &CANNON ROAD REACH 3
100,000 13,201
OTHER 12,087,221 179,481
38141 COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3 TRANSNET-HWY 1,455,ooo 230,262
36361 COLLEGE BLVD/CANNON ROAD DISTRICT FORMATION (LOAN) GCC
36221 FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (iOAN)
507.779 157,786
GAS TAX 255,610 254,708
36222 FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS OTHER 14,790,854 790,854
35981 MELROSE DRIVE EXTENSION - PRELIMINARY DESIGN (LOAN) GCC 60,000 57,972
34371 CANNON ROAD WIDENING FROM l-5 TO PASEO DEL NORTE TIF 210,725 58,395
35251 CANNON ROAD WIDENING FROM l-5 TO PASEO DEL NORTE TRAFSIGNAL PFF 165,000 95,281
35571 CARLSBAD BOULEVARD RETROFIT OVER SDNR TRANSNET-LOC 1 ,100,000 504,342
38501 CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING GCC 17,900
38502 CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING (HBRR) FED GRNT 62,000
34441 CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE PFF 1,362,177 16,272
38541 CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY GCC 105,000
36171 CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT GAS TAX 1,830,OOO 30,009
35921 CARLSBAD BOULEVARD U-TURN AT POINSElTlA LANE GAS TAX 75,000 23,740
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO TIF 2,000,000
CARLSBAD VILLAGE DRIVE WlDENlNG TIF 1,260,OOO
38511 CHESTNUT AVENUE WALL GCC 100,000 14,750
38121 EL CAMINO REAL AND CAMINO VIDA ROBLE TIF 400.000 81.743
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE TIF 32O;OOO
36071 EL CAMINO REAL AND FARADAY AVENUE TIF 710,000 29,570 EL CAMlNO REAL AT AV,A-. - _ _.^_._ . . . . . -. _^ _ - _.L 250.000 -- -. .- .- .-. _. _. .KA t’AKKWAY/ALtiA KUAU I It- --_,__-
36431 EL CAMINO REAL MEDIANS PFF I ,850,ooo 93,937
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD TIF 450,000
33271 EL CAMINO REAL WIDENING -TAMARACK AVENUE TO CHESTNUT AVE. TIF 2,024,708 119,885
35931 FARADAY AVENUE EXTENSION - SOUTH OF CANNON ROAD CFWl 5,500,000 5,401,116
36251 HIGHLAND DRIVE WIDENING AND SIDEWALK STUDY GAS TAX 60,000
l-5 AND LA COSTA AVENUE AUXILLARY LANES CFWl 1,500,000
36721 LA COSTA AVENUE SIDEWALKS GCC 150,000
MELROSE DRIVE AND ALGA ROAD TIF 460,000
36801 MONROE STREET SIDEWALK GAS TAX 225,000 22,289
38841 OCEAN STREET IMPROVEMENTS GAS TAX 170,000 9,985
38521 OLIVENHAIN ROAD WIDENING MITIGATION MONITORING CFD#2 15.000
36031 ORION STREET FROM ECR TO FARADAY GCC 660,000 218.227
36032 ORION STREET FROM ECR TO FARADAY COUNTY 500,000
C-26
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
122.000
125,000
124.767 i
110.000
I 110,000
110.000 I 1.166.843 1 115,000 702,000 0 0 0 1 J16.625 560,000
881
I 1.030.000
21.979 I 500.000
6.780 1
870.000
20.203 1 1.104.000
571,191 2,307,OOO 981,000
500,000
336,158 1,291,000
481,655 250,000 5,167,OOO
55,344
290.334
196,160 1 1,500.000 500,000 1,664,OOO
86.799 1 I
62,740 1 11,845,ooo
319.738 1 905.000
349.993 I
904
14,000,000
2,028
152,330
69,719
595,658
17,900
62,000
108,728 1,237,177
105,000
1,429,991 370,000
51,260
2,000,000
1,260,OOO
85,250
318,257
320.000
680,430 1
I 250.000
306.063 1 150.000 150.000 150.000 150.000 850.000
450.000
522,115
98,884
60,000
150,000
1,382,708
1,500,000
460.000
202,711 1
15 160,000
15,000
441,773
500,000
c-29
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
PROJECT TOTAL PRIOR
JOB KEY PROJECT TITLE FUND BUDGET EXP/ENC
36761 PALOMAR AIRPORT ROAD/EL CAMINO REAL TURN LANES (LOAN) TIF 1 ,ooo,ooo 272,857
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD TIF 160,000
34011 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE ASMT DIST 280,000 158,818
38111 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE TIF 480,000
36021 PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL FUERTE TRANSNET-LOC 610,000 545,505
36022 PALOMAR AIRPORT ROAD WlDENlNG - EL CAMINO REAL TO EL FUERTE GCC 590,000 588,576
PALOMAR AIRPORT ROAD WlDENlNG AND BRIDGE RECONSTRUCTION PFF 7,200,OOO
36181 PARKING - CARLSBAD BOULEVARD AT PONTO BEACH GAS TAX 150,000 125,510
36671 PAVEMENT MANAGEMENT PROGRAM TRANSNET-LOC 16,549,347 2,364,601
36791 PAVEMENT MANAGEMENT PROGRAM GAS TAX 14,861,401 42,096
PAVEMENT MANAGEMENT PROGRAM ST GRANT 585,000
38891 POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM GCC 100,000
35511 POINSETTIA LANE RAILROAD BRIDGE WlDENlNG PFF 2,ooo.ooo 445,187
POINSETTIA LANE WlDENlNG (PASEO DEL NORTE TO BATIQUITOS LN) TIF i,a70,000
35521 RANCH0 SANTA FE ROAD CFC#2 FORMATION CFlX2 19,354 2,691
NEW RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS CFlX2 2,631,OOO
NEW RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS OTHER 1,151,ooo
RANCH0 SANTA FE ROAD NORTH - PHASE I CFWI 5,700,000
31906 RANCH0 SANTA FE ROAD NORTH - PHASE I CFD&?. 18,773,900 7,322,304
RANCH0 SANTA FE ROAD NORTH - PHASE II (BRIDGE) FED GRNT 5,82i,600
RANCH0 SANTA FE ROAD SOUTH (TO ENCINITAS) CFD#2 3.109,000
SIDEWALWSTREET CONSTRUCTION PROGRAM (35601,33911) TIF 6,938,8&l 686,647
SIDEWALWSTREET CONSTRUCTION PROGRAM(35602,33912,36711) TRANSNET-LOC 4,757,887 1,755,959
33913 SIDEWALWSTREET CONSTRUCTION PROJECT(33913,36081) TDA 236,200 122,835
38131 TRAFFIC IMPACT FEE STUDY TIF 70,000 68,337
33181 TRAFFIC MONITORING PROGRAM TIF 1,204,764 600,078
36052 VILLAGE AREA SIDEWALK AND CURB RECONSTRUCTION REDVL BONDS 71,785 69,785
SUBTOTALSTREETPROJECTS 189.653.116 43.425.895
LOANREPAYMENIS
GOLF COURSE FUND TO GENERAL FUND GOLF COURSE FUND TO GENERAL FUND
RTlX2 REPAYMENT TO GEN BTlX2 REPAYMENT TO GENERAL FUND
BTD#2 REPAYMENT TO GAS TAX FUND D#2 REPAYMEP
- W3 CANNON ROAD WE: BTW3 CANNON ROAD WEST TO GAS TAX FUND
PIL-SW TO GF - POINSETTIA PARK LAND PIL-SW TO GF - POINSETTIA PARK LAND
PIL-NW TO GF FOR PINE SCHOOL ACQUISITION PIL-NW TO GF FOR PINE SCHOOL ACQUISITION
PIL=NW TO GF FOR MADISON ST PROPERTY PURCHASES PIL=NW TO GF FOR MADISON ST PROPERTY PURCHASES
PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION
SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP
COLLEGE/CANNON TO GF JTOGF
FARADAYIMELROSE TO GF FARADAYIMELROSE TO GF
RECYCLED WATER TO WATER REPLACEMENT RECYCLED WATER TO WATER REPLACEMENT ’ ’
LOAN FROM WATER REPLACEMENT FUND LOAN FROM WATER REPLACEMENT FUND
SUBTOTAL LOAN REPAYMENTS
GRAND TOTAL ALL FUNDED PROJECTS
GOLF COURSE GOLF COURSE
BTLht2
BTD#2
BTD#3
PIL-SW PIL-SW
PIL-NW PIL-NW
PIL-NW PIL-NW
PIL-SE PIL-SE
SEW BENEF SEW BENEF
SEW BENEF SEW BENEF
OTHER OTHER
OTHER OTHER
RECL WATER RECL WATER
WATER CONN WATER CONN
2,737,200
500,000
1 ,ooo,ooo
2,000,000
1.55o.ooo 1.550,ooo
860,000 860,000
220,000 220,000
2,250,OOO 2,250,OOO
3,770,ooo 3,770,ooo
42,494 42,494
350,000 350,000
790,854 790,854
1,605,OOO 1,605,OOO
2.000.000 2,000,000
19.675,548 0
646,569,304 142,362,915
c-30
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2002 TO BUILD OUT
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
777 1AR I
480,000 1
1 A74 1 .( .-.
I 750,000 6.450.000
24,490 1
19384,746 1 1.200.000 1.200,000 1.200.000 1.200,000 1.200.000 6.800.000
419,305 1 0 600,000 600,000 13,200.OOO
I 585.000
100,000
1,554,813
16,463
5,873,923
2.631,OOO
1 ,I 51 .ooo
5,700,000
5,577,673
3.109.000
5,821,600
I ,870,ooo
52,157 400,000 400,000 400,000 400,000 1,000,000 3,600.OOO
1,928 500,000 500,000 500.000 500,000 1 .ooo,ooo
113,365
1,663
4,666 60,000 60,000 60,000 60,000 60.000 300,000
2.000 0 ~,~..
20,566,063 I 24.690.673 8,731,600 2.910.000 17,692.708 2.160.000 29,170.177 40.306.000
0
67.960.927
1 ,ooo,ooo
1 ,ooo,ooo
76.515.614
1 ,ooo,ooo
1 ,ooo,ooo
52.615.560
550,000
550,000
28.477.722
790,654
790,854
35.439.889
1 ,ooo,ooo
1,000,000
17.986.502
0
112.318.594
2,737.200
500,000
1 ,ooo,ooo
2,000,000
860,000
220,000
2,250,OOO
3.770,ooo
42,494
350,000
1,605,OOO
15,334,694
112.691.581
c-31
C-32
GENERAL CAPITAL CONSTRUCTION (GCC)
BEGINNING FUND BALANCE
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT
YEARS 201)1-2002 2002-2003 2003-2004 2W2005 2005-2006 2006++
WA 1,905,080 1,618,480 1,493,480 3,493,480 1,493,480 1,493,480
GENERAL FUND TRANSFER
TOTAL REVENUES
ADA - CANNON PARK
ADA - MISCELLANEOUS FACILITY MODIFICATIONS
ADA - NORTHWEST QUADRANT PARKS
CITY BOUNDARY SURVFf AND MONUMENTAlTON
POLICE & FIRE CAD IMPLEMENTATION
800 MHZ DATA BACKBONE
POLICE & FIRE TRAINING FACIW FEASIBILITY STUDY
FIRE STATION #5 STORAGE BUILDING/RESTROOMS
POLICE TRAINING RANGE - RELCCATION
* OPPORTUNISTIC SAND PROGRAM
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
SENIOR CENTER COURTYARD LANDSCAPING
ASBESTOS SURVEY
CAIAVERA COMMUNITY CENTER ROOF REPLACEMENT
CAIAVERA HILLS CENTER - OFFICE MPANSION
FIRE STATION #5 ROOF REPLACEMENT
HARDING CENTER - FANS
HARDING CENTER - KITCHEN REMODEL
MISCELLANEOUS FACILlTIES MAINTENANCE
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
LARWIN PARK - DOG PARK
CHASE FIELD BATHROOM/SNACK BAR BLDG REPL
KRUGER HOUSE PRESCHOOL TOT LOT
MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES
SWIM COMPLM SANITATION SYSTEM
POINSElTIA COMMUNITY PARK - SOCCER FIELD STAIRS
STAGECOACH PARK DRAIN (LOWER LEVEL)
STAGECOACH PARK BALLFIELD DRAINAGE SYSTEM
STAGECOACH PARK - TENNIS ACCESS WALKWAY
BATIQUITOS DR STORMDRAIN OUTLET CHANNEL
* MISCELLANEOUS ROAD SUBDRAINS
TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS
TORREJON PLACE STORM DRAIN RELINING
TRAF SIG - EL CAMINO REAL CORRIDOR STUDY
TRAF SIG - ALGA ROAD AND XANA WAY
TRAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE
TRAF SIG - CARISBAD VILLAGE DRIVE AND PONTIAC
TRAF SIG - COLLEGE BOULEVARD AND TAMARACK
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAF SIG - LA COSTA AVENUE/NUEVA CASTILLA
TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAF SIG - RANCH0 SANTA FE ROAD AND QUESTHAVEN ROAD
L ALGA ROAD MEDIANS
CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN)
COLLEGE BLVD/CANNON ROAD DISTRICT FORMATION (LOAN)
MELROSE DRIVE EXTENSION - PREUMINARY DESIGN (LOAN)
k CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING
CARLSBAD BOULEVARD PEDESTRIAN ACCESS SllJDY
CHESTNUT AVENUE WALL
LA COSTA AVENUE SIDEWALKS
ORION STREET FROM ECR TO FARADAY
WA 0 0
4ap
6ocmx 50,Occ
150,OOC
w3%~
221,wc
45,Ooc 135,oOc
950,ooc
35,542 390,Ooc
0
40,000
62,000 25,G'X
50,OOc 10,ooc
20,OOc 434,020
50,oOc
165,000 25,000
30,Oal 74,000
50,000
36,000 190,ooo
25,000
70,000 140,000
85,OOa 15,000
78,cm 25,000
50,000 200,000
30,OOu
am 29,ow
0 0
85,000
0 0
0
0
125,000 70,000
1M),ooO 507,779
We 17,900
105,000
lOO,O#O 150,000
660,000
0 0
0 0
0 0
0 0
0 0
0 0
0 0 81,600 0
0 0
30,ooo 0 0 0
30,m 0
0 0 0 0
0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0
35,000 0 0 0
0 0 0 0 0 0
lO,coO 0 0 0
0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0
0 0 0 0
0 125,Mlo
0 0 0 0
100,000 0 0 0 0 0
0 0 0 0
0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0
0 0 0 0 L PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL FUERTE 590,wo
POINSITI-IA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM lOQ,OOJJ
TOTAL PROJECT EXPENDITURES 5,148,699
ENDING FUND BALANCE WA
0 0 0 0 0 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
100,000 0
0
110,000 85/X0 31,625
0
0 0 0 0 0
0
0 0 0 0
0 0 0 0 0 0
286,600 125,000 0 0 0 326,625
1,618/480 1,493,480 1,493,480 1,493,480 1p93#480 $166,855
* Project has multiple funding sources.
c-33
INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&I
PRIOR
YEARS
BEGINNING FUND BALANCE WA
.I
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
5,265,244 7,646,744 14746,744 13,766,744 16,866,744 19,966,744
REVENUES
GENERAL FUND TRANSFER 4,500,000 3,000,000 3,000,000 3,000,000 3,000,OOO 42,000,OOO
LICENSE TAX ON NEW CONSTRUCI-ION 100,000 100,000 100,000 100,000 100,000 1,500,000
TOTAL REVENUES WA 4,600,OOO 3,lQ4000 3,lQ4000 3,104000 3,104000 43,500,000
m
PLAYGROUND EQUIPMENT - HOLIDAY PARK 0
POINSElTIA COMMUNITY PARK - SYNTHETIC SOCCER FIELD 0
CAR&BAD BLVD STORM DRAIN REPLACEMENT 0
IA COSTA AVENUE STORM DRAIN REPLACEMENT 0
* MIWXLANEOUS ROAD SUBDRAINS 0
* ALGA ROAD MEDIANS 0
TOTAL PROJECT EXPENDITURES 0
65,000 0 0 0 0 0
700,000 0 0 0 0 0
0 0 80,000 0 0 0 126,500 0 0 0 0 0 275,000 0 0 0 0 0
1,030,000 0 0 0 0 0 2,218,500 0 a~ 0 0 0
ENDING FUND BALANCE WA 1 7,646,744 14746,744 13,766,744 14866,744 19,966,744 63,466,744
GOLF COURSE FUND
PRIOR 1 YEAR1 YEAR2 YEAR3 YEAR 4 YEAR 5 BuILDolrr I
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 0 0 0 0 0 0
REVENUES
GOLF COURSE REVENUE 0 0 0 0 0 2,737,200
TOTAL REVENUES WA 0 0 0 0 0 2,737,200
CfiPmAL MC!lECE
CAP.LSBAD MUNICIPAL GOLF COURSE 5,816,683
GOLF COURSE FUND TO GENERAL FUND
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE WA I 0 0 0 0 0 0 I
0 0 0 0 0 0 I 0 0 0 0 0 0 2,737,200
5,816,683 0 0 0 0 0 &737,200 I
l Project has multiple funding sources.
C-34
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
PUBLIC FACILITY FEE FUND (PFF)
PRIOR
YEARS
BEGINNING FUND BALANCE WA
REVENUES
DEVELOPER FEES
LAS PALMAS BUILDING LEASE REVENUE
TOTAL REVENUES
FIRE STATION # 3 RELOCATION
FIRE STATION #6 - (PERMANENT)
* COLE LIBRARY MPANSION (65%)
COLE LIBRARY REMODEL
SOUTH CARLSBAD LIBRARY COLLECTION
CANNON LAKE PARK (6.7 ACRES)
PARK SITE DEVELOPMENT - PINE SCHOOL
PARK DEVELOPMENT - PINE SCHOOL COMMUNITY FACILITY
PARK SITE ACQUISIIION (15 ACRES) NE QUADRANT PARK
POINSETTIA COMMUNITY PARK - PHASE I & 1A
POINSETTIA COMMUNITY PARK - PHASE II
ZONE 19 COMMUNIlY PARK - PHASE I (24.25 ACRES)
ZONE 19 COMMUNITY PARK - PHASE II (COMMUNITY FACILITY)
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
TRAF SIG - ALGA ROAD AND MELROSE DRIVE
TRAF SIG - CAMINO DE LOS COCHES AND iA COSTA AVENUE
TRAF SIG - CAMINO VIDA ROBLE AND YARROW DRIVE
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAF SIG - CARiSBAD BOULEVARD AND AVENIDA ENCINAS
TRAF SIG - CARiSBAD VILLAGE DRIVE AND TAMARACK
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL
WA
0 0
0
2,332,862 400,000
0
0
0
2,625,OOO
5,471,434
0
500,000
0 0
0
950,000
3,992,ooo
0
110,000
0 0
0
0
0
110,000
0
0
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSID 0
TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE 125,000
TRAF SIG - FARADAY AND CANNON ROAD 110,000
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE 0
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE 125,000 TRAF SIG - POINSITI-IA LANE AND EL FUERTE STREET 0
TRAF SIG - F0INSEil-IA LANE AND MELROSE DRIVE 0
TRAF SIG - RANCH0 SANTA FE ROAD AND MELROSE DRIVE (SOUTH) 0
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET 0
TRAF SIG -TAMARACK AVENUE AND HIGHLAND DRIVE 0
* BTD#Z/POINSmA LANE - AVIARA PKWY TO BLACK RAIL ROAD 500,000
CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE TRAFSIGN 165,000
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE 125,000
EL CAMINO REAL MEDIANS 400,000
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSi-RUCiION 0
POINSETTIA LANE RAILROAD BRIDGE WIDENING 2,000,000
TOTAL PROJECT EXPENDITURES 20,041,296
ENDINGFUNDBAIANCE WA
YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
17,427,255 5,734,568 8,259,280 (1,159,773) 3,283,371 105,728
1,532,951 3,324,970 4,614,215 4,841,903 3,952,066 33,323,791
312,252 324,742 337,732 351,241 365,291 5,657,676
4,317,357 38,981,467 1,845,203 3,649,712 4,951,947 5,193,145
0 0 0 0 895,000 0 0 0 875,000 0 0 0
0 0 0 0 0 8,320,OOO 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 947,ooo 700,000 200,000 1,350,OOo 0 0 0
0 400,000 4,246,OOO 0 0 0
1,925,OOo 0 0 0 0 0
0 0 0 0 0 0
0 0 0 600,000 6,600,OOO 0
5,661,890 0 0 0 0 0
4,836,OOO 0 0 0 0 0 250,000 250,000 7,750,ooo 0 0 0 0 0 0 0 0 5,300,000 0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 1,703,OOo
0 0 0 0 0 0
0 0 0 0 0 110,000 0 0 0 0 0 lOO,ooO 0 0 0 0 0 110,000
0 0 0 0 0 125,000 0 0 0 0 0 110,000
0 0 0 0 0 0
0 0 0 0 0 110,000
0 0 0 0 0 115,000 0 0 0 0 0 100,000 0 0 0 0 0 0
15,000 0 0 0 0 0
0 0 0 0 0 110,000 0 125,000 0 0 0 0 0 0 0 0 0 125,000
0 0 0 0 0 125,000 0 0 0 0 0 110,000
0 0 0 0 0 110,000
0 0 0 0 0 110,000
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 1,237,177 150,000 150,000 150,000 150,000 0 850,000 0 0 0 0 0 7,2~,000
0 0 0 0 0 0
13,537,890 1,125,ooo 14,371,oQo 754000 7,495,OW 27,127,177
5,734,568 8,259,280 (1,159,773) 3,283,371 105,726 11,960,018
l Project has multiple funding sources.
c-35
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
ZONE 5,13,16 PARK FEES
PRIOR YEAR 1 YEAR 2 YEAR3 YEAR 4 YEAR5 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 558,015 889,629 888,873 l,OO8,873 1,14&673 1,31&673
DEVELOPER FEES 131,614 199,244 120,000 133,800 168,000 1,524,852
TOTAL REVENUES WA 131,614 199,244 120,000 133,800 168,DOO 1,524,852
BUSINESS PARK RECREATIONAL FACILIlY 0 0 0 0 0 0 2,626,OOO
TOTAL PROJECT EXPENDITURES 0 0 0 0 0 0 2,626,OOO
ENDING FUND BALANCE WA 689,629 888,873 1,008,873 $142,673 1,310,673 209,525
PARK IN LIEU AREA 1 NW (PIL NW)
PRIOR YEAR 1 YEAR2 YEAR 3 YEAR4 YEAR 5 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 147,283 212,522 423,065 856,014 1,466,886 2077,758
DEVELOPER FEES 65,239 210,543 432,948 610,872 610,872 2,903,127
TOTAL REVENUES WA 65,239 210,543 432948 610,872 610,872 $903,127
1
HOSP GROVE/BUENA VISTA LAGOON RECL IMPROVEMENlS 0 0 0 0 0 0 2,980,ooo
PIL-NW TO GF FOR PINE SCHOOL ACQUISITION 0 0 0 0 0 0 B60,OOO
PIL=NW TO GF FOR MADISON ST PROPERM PURCHASES 0 0 0 0 0 0 220,000
TOTAL PROJECT EXPENDITURES 0 0 0 0 0 a 4,06o,OO6
ENDING FUND BALANCE WA 212,522 423,065 856,014 1,466,886 2,Q77,758 920,885
PARK IN LIEU AREA 1 NE (PIL NE)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 1,256,876 894,649 1,316,858 2,027,946 2,494,597 2,961,249
DEVELOPER FEES 137,773 422,209 711,088 466,652 466,652 4,662,071
TOTAL REVENUES WA 137,773 422,209 711,088 466,652 466,652 4,662,071
4
LARWIN COMMUNIlY PARK (22.3 ACRES) 0 500,000 0 0 0 0 0
PARK RESTORATION AND ACQUISmON 0 0 0 0 0 0 535,000
PARK SITE DEVELOPMENT (15 ACRES) 0 0 0 0 0 0 3,000,000
TOTAL PROJECT EXPENDITURES 0 5QO,OaO 0 0 0 0 3,535,ooa
ENDING FUND BALANCE WA 894,649 1,316,858 2,027,946 2,494,597 2,961,249 4,066,320
* Project has multiple funding sources. C-36
PARKIN LIEUAREAlSW(PILSW)
PRIOR YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUI-
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 715,383 1,122,036 793,126 938,659 1,298$X7 1,445,309
REVENUg
DEVELOPER FEES 406,653 671,089 695,533 359,988 146,662 797,752
TOTAL REVENUES WA 406,653 671,089 695,533 359,988 146,662 797,752
PARK RESTORATION AND ACQUISITION 0 0 0 0 0 0 1,410,000
AVIARA REIMBURSEMENT AGREEMENT 238,000 0 0 0 0 0 0
PIL-SW TO GF - POINSm PARK LAND
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
0 0 1,000,000 550,000 0 0 0
238,000 0 1,ooo,000 550,006 0 0 1,414ow
WA $122,036 793,126 938,659 1,298,647 lfI45,309 833,061
PARKINLIEUAREAlSE(PILSE)
PRIOR YEAR 1 YEAR2 YEAR 3 YEAR4 YEAR 5 BUILDOUT
YEAR5 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 438,671 527,557 565,334 603,110 646,887 678,663
REVENUES
DEVELOPER FEES
TOTAL RRlENUES
88,666 37,777 37,777 37,777 37,777 1,511,063
WA 88,686 37,777 37,777 37,777 37,777 1,511,063
CAPITAL Pa
ALGA NOR-I-E IAND ACQUISITION 4,600,000 0 0 0 0 0 0
PIL-SE TO GF FOR ALGA NORTE IAND ACQUISIlION 0 0 0 0 0 0 2,250,OOO
TOTAL PROJECT EXPENDITURES 4,8W,BOB 0 0 0 0 0 2J50,wo
ENDING FUND BALANCE WA 527,557 565,334 603,110 640,887 678,663 (66,274)
l Project has multiple funding sources. c-37
TRAFFIC IMPACT FEES (TIF)
BEGINNING FUND BALANCE
PRIOR YEAR1 YEAR2 YEAR3 YEAR 4 YEAR 5 BUILDDLIT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
WA 1,307,010 1,810,958 2,523,249 3,442,138 2,970,774 3,593,250
REVENUE
DEVELOPER FEES 563,948 1,172,290 1,378,890 1,371,343 1,082,476 10,106,370
MISC. REIMBURSEMENTS 357,000
TOTAL REVENUES WA 563,948 1,172,290 1,378,890 1,371,343 1,082,476 14463,370
W’RAL PROJECLS
ADA - PEDESTRIAN RAMPS 801,400 0 0 0 0 0 0
TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 30,000 0 0 0 0 0 0
TRAF SIG - FARADAY AVENUE AND ORION STREET 0 0 0 0 0 100,000
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD 0 0 0 0 0 870,000
* BTD#3 CANNON ROAD WEST 1,160,OOO 0 0 0 0 0 0
CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE 210,725 0 0 0 0 0 0
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZ’ANO 0 0 0 0 0 2,000,000
CARLSBAD VILLAGE DRIVE WIDENING 0 0 0 0 0 1,260,OOO
EL CAMINO REAL AND CAMINO VIDA ROBLE 400,000 0 0 0 0 0 0
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE 0 0 0 0 0 320,000
EL CAMINO REAL AND FARADAY AVENUE 710,000 0 0 0 0 0 0
EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD 0 0 0 0 0 250,000
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD 0 0 0 0 0 450,000
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE. 642,000 0 0 0 1,382,708 0 0
MELROSE DRIVE AND ALGA ROAD 0 0 0 0 0 480,000
PALOMAR AIRPORT ROAD/EL CAMINO REAL TURN LANES (LOAN) 1,000,000 0 0 0 0 0 0
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD 0 0 0 0 0 160,000
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE 480,000 0 0 0 0 0 0
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN 0 0 0 0 0 1,870,OOO
* SIDEWALKJXREET CONSTRUCTION PROGRAM (35601,339ll) 738,804 0 400,000 400,000 400,000 400,000 4,600,OOO
TRAFFIC IMPACT FEE STUDY 70,000 0 0 0 0 0 0
TRAFFIC MONITORING PROGRAM 604,764 60,000 60,000 60,000 60,000 60,000 300,000
TOTAL PROJECT EXPENDITURES 4,245,568 60,ow 46D,wo 460,DW 1,842,708 460,WO 12,664OW
ENDING FUND BALANCE WA 1,810,958 2#523,249 3,442,138 2,970,774 3,593,250 1,396,620
TRANSNET-LOCAL
PRIOR YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
YEARS 2001-2Gil2 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 1,339,261 1,209,128 1,309,128 1,309,128 1,309,128 1,309,128
REVENUES
TRANSPORTATION TAXES 1,069,867 1,800,000 1,700,000 1,700,OOO 1,700,000 7,800,000
TOTAL REVENUES WA 1,069,867 1,8W,OOO 1,7W,OOO 1,7W,WO l,7W,OO6 7,800,OW
CAPITAL PRQJ!ECE
* SOUIH CARLSBAD VILLAGE STORM DRAIN 4,700,000 0 0 0 0 0 0
VISTAKARLSBAD INTERCEPTOR - PAVEMENT OVERLAY 695,880 0 0 0 0 0 0
CARLSBAD BOULEVARD RETROFIT OVER SDNR 1,100,000 0 0 0 0 0 0
* PALOMAR AIRPORT ROAD WIDENING EL CAMINO REAL TO EL FUERTE - 610,000 0 0 0 0 0 0
* PAVEMENT MANAGEMENT PROGRAM 3,749,347 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,800,000
* SIDEWALK/SrREET CONSIRUCTION PROGRAM(35602,33912,36711) 1,757,887 0 500,000 500,000 500,000 500,000 1,000,000
TOTAL PROJECT EXPENDITURES 12,613,114 1,2w,ow 1,7w,wo 1,7w,OOo 1,7w,OOO 1,704000 7,8W,OW
ENDING FUND BALANCE WA 1,209,128 1,309,128 1,3W,l28 1,309,128 1,309,128 1,309,128
l Project has multiple funding sources. C-38
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
TRANSNET/HIGHWAY
PRIOR 1 YEAR 1 YEAR2 YEAR3 YEAR 4 YEAR 5 BUIu)oUT
YEARS 1 2001-2clo2 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 278,663 278,663 278,663 278,663 278,663 278,663
PNEWES
TRANSNET REVENUE 0 0 0 0 0 0
TOTAL REVENUES WA 0 0 0 0 0 0
* BTD#3 CANNON ROAD WEST 4,400,oOO
* COLLEGE BLVD EAST OF ECRJCANNON ROAD REACH 3 550,000
TOTAL PROJECT EXPENDnllR6S 4,950,wo 0 0 0 0 a 0
ENDING FUND BALANCE WA 278,663 278,663 278,663 278,663 278,663 278,663
SURFACE TRANSPORTATION PROGRAM (STP)
PRIOR YEAR 1 YEAR2 YEAR3 YEAR 4 YEAR 5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 238,510 238,510 238,510 238,510 238,510 238,510
9-P REVENUE 0 0 0 0 0 0
TOTAL RNENUES WA 0 0 0 0 0 0
* SOUTH CARLSBAD VILLAGE SrORM DRAIN 1,240,ooo
TOTAL PRDJECT EXPENDITURES 1,240,wo 0 0 0 0 0 0
ENDING FUND BALANCE WA 238,510 238,510 238,510 238,510 238,510 238,510
I LOCAL TRANSPORATAnON FUNDS (TDA)
PRIOR 1 YEAR 1 YEAR2 YEAR3 YEAR 4 YEAR5 BUILDOUT I
I- I BEGINNING FUND BALANCE YEARS WA 2001-2002 57,856 2002-2003 57,856 2003-2004 57,856 2004-2005 57,856 2005-2006 57,856 2006++ 57,856
0 0 0 0 0 0
WA 0 0 0 0 0 0 I TDA GRANT
TOTAL REVENUES
* SIDEWALK/Sl-REET CONSIRUCIION PROJECr(33913,36081) 236,200
TOTAL PROJECT UCPENDITURES 236,200 0 0 0 0 0 0 I I ENDING FUND BALANCE WA 57,856 57,856 57,856 57,856 57,856 57,856 I
* Project has multiple funding sources. c-39
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
STATE GRANTS
PRIOR
YEARS
BEGINNING FUND BALANCE WA
REVENUES
GRANT REVENUE
TOTAL REVENUES WA
200,000 0 0 0 0 0
2w,ooo 0 0 0 0 0
* COASTAL RAIL TRAIL (TSM GRANT) - PROJECT 5lUDY REPORT 192,000 200,000 0 0 0 0 0
* OPPORNNISI-IC SAND PROGRAM 110,898 28,000 0 0 0 0 0
* PAVEMENT MANAGEMENT PROGRAM 0 585,000 0 0 0 0 0
TOTAL PROJECT EXPENDITURES 302,898 813,DOO 0 0 0 0 0
ENDING FUND BALANCE WA 3,663 3,663 3,663 3,663 3,663 3,663
YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
616,663 3,663 3,663 3,663 3,663 3,663
COUNTY GRANTS
PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 625,156 544,138 544,138 544,138 544,138 S44,138
I
GRANT REVENUE (LOAN REIMBURSEMENT)
TOTAL REVENUES
ORION SIREET FROM ECR TO FARADAY
TOTAL PROJECT EXPENDmRES
(81,018) 0 0 0 0 0
WA (81,018) 0 0 0 0 0
500,000 0 0 0 0 0 0
5w,DDo 0 0 0 0 0 0
ENDING FUND BALANCE WA 544,138 S44,138 544,138 544,138 544,138 544,138
ASSESSMENT DISTRICTS
PRIOR 1 YEAR1 YEAR2 YEAR 3 YEAR4 YEAR5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 208,806 208,806 208,806 208,866 208,806 208,806
DEVELOPERS ASSESSMENIS 0 0 0 0 0 0
TDTM REVENUES WA 0 0 0 0 0 0
TRAF SIG - AVIARA PARKWAY+OINSElTIA LANE TO EL CAMINO REAL 440,000 I 0 0 0 0 0 0
PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE 280,000 0 0 0 0 0 0
TOTAL PROJECT EXPENDITURES 720,000 0 0 0 0 0 0
ENDING FUND BALANCE WA 1 208,806 208,806 208,806 208,806 208,806 208,806
l Project has multiple funding sources. c-40
BTD NO. 2 AVIARA PARKWAY - POINSElTIA LANE
PRIOR 1 YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOLil
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 662,180 721,580 1,627,003 2,720,203 3,771,763 5,227,003
REVENUES
DEVELOPER FEES 59,400 905,423 1,093,200 1,051,560 1,455,240 7,913,576
TOTAL REVENUES WA 59,400 805,423 1,093,200 1,051,560 1,455,248 7,913,576
CAPTTAI PROJECTS
BTD#Z/AvIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD
* BTD#2/POINSEITIA LANE - AVIARA FKWY TO BLACK RAIL ROAD
BTD#2/POINSEtTIA LANE - REACH “c”
BTD#2/POINSEllIA LANE - REACH ES “E,F,G
BTD#2 REPAYMENT TO GENERAL FUND
BTD#2 REPAYMENT TO GAS TAX FUND
TOTALPRDJECTEXPENDITURES
552,500 0 0 0 0 0 1,104,OOO
3,810,000 0 0 0 0 0 3,288,OOO
1,000,000 0 0 0 0 0 1,291,ooo
550,000 0 0 0 0 0 5,437,oOO
0 0 0 0 0 0 500,000
0 0 0 0 0 0 1,000,000
5,912,5DO 0 0 0 0 0 12,628,OW
ENDING FUND BALANCE WA 1 721,580 1,627,003 2720,203 3,771,763 5,227,003 520,579
BTD NO. 3 CANNON ROAD WEST
PRIOR 1 YEAR1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILCOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNINGFUNDBAIANCE WA 2694,342 1,184,342 1,418,249 1,514,249 1,661,449 1,816,329
DEVELOPER FEES 0 223,907 96,000 147,200 154,880 3,153,920
TOTAL REVENUES WA 0 223,907 96,000 147,200 154,880 3,153,920
BTD#3 CANNON ROAD WEST TR SIGNAL ECF$Z4NNON 3,386,oOO 1,500,000 0 0 0 0 2,164,OOo
REPAY LOAN TO GAS TAX FUND
TOTAL PROJECT EXPENDITURES
0 0 0 0 0 0 2,000,OuO
$386,808 1,508,ooo 0 0 0 0 4,164,wo
ENDING FUND BALANCE WA 1 1,194,342 1,418,249 1,514,249 1,661,449 1,816,329 806,249
* Project has multiple funding sources. c-41
COMMUNIW FACIWl’IES DISTRICT NO. 1 (CFD 1)
PRlOR YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BAIANCE WA 36,176,179 25,562,702 31,578,550 a###### 43,804,072 45,478,900
REVENUG
DEVELOPER SPECIAL TAXES 4,221,523 6,125,848 6,177,641 6,267,880 1,784,828 7,480,781
TOTAL REVENUES WA 4,221,523 4125,848 6,177,641 6,267,880 1,784,828 7,480,781
CITY HALL 0 0 0 0 0 0 26,612,OOO
* PUBLIC WORKS CENTER 1,468,OOO 9,025,ooo 0 0 0 0 0
* COLE LIBRARY EXPANSION (35%) 0 0 0 0 0 0 4,608,OOO
SOUTH CARISBAD LIBRARY CONSTRUCTION 18,868,516 0 0 0 0 0 0
CFD#l ADMINISTRA-fTON 0 110,000 110,000 110,000 110,000 110,000 990,000
VETERAN’S MEMORIAL PARK 0 0 0 0 0 0 16,129,OOO
* BTD#3 CANNON ROAD WEST 6,534,600 0 0 0 0 0 0
FARADAY AVENUE EXTENSION - SOLDH OF CANNON ROAD 5,500,oOO 0 0 0 0 0 0
I-5 AND LA COSTA AVENUE AUXILLARY LANES 0 0 0 0 0 0 1,500,000
* RANCH0 SANTA FE ROAD NORTH - PHASE I 0 5,700,OOO 0 0 0 0 0
TOTAL PROJECT EXPENDITURES 32,371,116 14,835,ODO 110,000 110,900 110,000 110,OW 49,839,OOO
ENDING FUND BALANCE WA 25,562,702 31,578,550 37,646,191 ####### 45,478,9W 3,120,680
RANCH0 SANTA FE ROAD PROJECT (CFD 2)
PRIOR YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 10,415,185 $199,158 4,X52,330 6,402,330 6,402,330 6,402,330
BFVENUES
DEVELOPER SPECIAL TAXES 64,646 120,172 0 0 0 9,541,713
GRANTS 2,000,000 0 2,250,OOO 0 0 0
OTHER AGENCY CONTRIBUTIONS 1,037,000 1,833,OOO 0 0 0 0
TOTAL REVENUES WA 3,101,646 1,953,172 2#250,000 0 0 9,541,713
OLIVENHAIN ROAD WIDENING MITIGATION MONITORING 15,000 0 0 0 0 0 0
* RANCH0 SANTA FE ROAD CFD#2 FORMATION 19,354 0 0 0 0 0 0
* RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS 0 2,631,OOO 0 0 0 0 0
* RANCH0 SANTA FE ROAD NORTH - PHASE I 13,196,227 5,577,673 0 0 0 0 0
* RANCH0 SANTA FE ROAD SOUTH (TO ENCINITAS) 0 3,109,cO0 0 0 0 0 0
TOTAL PROJECT EXPENDrl-URES 13,230,581 l&317,673 0 0 0 0 0
ENDING FUND BALANCE WA 2,199,158 4,152,330 6,402,330 6,402,330 6,402,330 15,944,043
l Project has multiple funding sources. c-42
FEDERAL GRANTS
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 0 0 0 0 0 0
REVENUES
HBBR GRANT REVENUE (RANCH0 SANTA FE ROAD) 0 5,821,600 0 0 0 0
CMAQ &TEA GRANT REVENUE (RAIL TRAIL) 800,000 0 0 0 0 0
OTHER GRANT REVENUE 62,000 0 0 0 0 0
TOTAL REVENUE5 WA 862JmD 5,821,6DD 0 0 0 0
CAPITA' WDKIS
* COASTAL RAIL TRAIL (CMAQ) - PROJECT SIUDY REPORT 768,000 800,000 0 0 0 0 0
* CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING (HBRR) 0 62,000 0 0 0 0 0
* RANCH0 SANTA FE ROAD NORTH - PHASE II (BRIDGE) 0 0 5,821,600 0 0 0 0
TOTAL PROJECT EXPENDITURES 768,000 86&Wo 5,821,600 0 0 0 0
ENDING FUND BALANCE WA 0 0 0 0 0 0
PLANNED LOCAL DRAINAGE AREA FEES (PLDA)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNINGFUNDBAIANCE WA 4,695,825 3,888,731 1‘997,550 3,494,648 4,663,861 5,752,063
DEVELOPER FEES 324,527 858,819 1,497,098 1,169,212 1,088,202 9,084,539
TOTAL RNENUE5 WA 324,527 858,819 1,497,098 1,169,212 1,088,202 9,OB4,539
AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA “C) 290,000 0 0 0 0 0 0
BTD#4 COLLEGE BLVD/CANNON RD REACH 3 DRAINAGE FACILITIES 0 0 2,600,OOO 0 0 0 0
COLLEGE BOULEVARD STORM DRAIN (REIMB./PLDA “B”) 0 0 0 0 0 0 2,100,000
DRAINAGE CHANNEL AND DESILTATION BASIN/CANNON RD (PLDA “B”) 1,120,000 0 0 0 0 0 0
FARADAY/MELROSE DRAINAGE FACILITIES (PLDA “B”) 68,379 1,131,621 0 0 0 0 0
MISCELLANEOUS MASTER DRAINAGE FACILITIES 0 0 0 0 0 0 10,936,OOO
MASi-ER PLAN UPDATE 0 0 150,000 0 0 0 0
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA “B”) 0 0 0 0 0 0 500,000
* SOUTH CARLSBAD VILLAGE SrORM DRAIN (PLDA “B”) 1,160,OOO 0 0 0 0 0 0
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA “B 0 0 0 0 0 0 1,279,OOo
TOTAL PROJECT EXPENDITURES 2638,379 1,131,621 2#75o,WD 0 0 0 14,815,WO
ENDING FUND BALANCE WA 1888,731 1,997,550 3,494,648 4,663,861 5,752,063 21,602
SEWER BENEFm AREA FEES (SBA)
PRIOR YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR 5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-200s 2005-2006 2006++
BEGINNING FUND BALANCE WA 1,661,477 1,872,077 2,302,677 2,707,437 3,w7,437 3,052#437
DEVELOPER FEES 210,600 430,600 404,760 400,000 400,000 11,300,000
TOTAL RNENUES WA 210,600 430,600 404,760 400,ow 400,000 11,300,000
PROJECTS
CARLSBAD TRUNK SEWER REACHES VCTIA, VCrlB, VCTIC (SBA “A”) 0 0 0 100,000 355,000 0
@ SOUTH AGUA HEDIONDA INTERCEPrOR PHASE II 3,395,495 0 0 0 0 0 2,166,OOO
@ WJTH AGUA HEDIONDA INTERCEPTOR PHASE III 1,000,000 0 0 0 0 0 1,100,000
SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEFTOR 0 0 0 0 0 3,770,ooo
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP 0 0 0 0 0 42,494
TOTAL PROJECT EXPENDITURE5 4,395,495 0 0 0 lW,OW 355,000 7,078,494
ENDING FUND BALANCE WA 1,872,077 2,302,677 2,707,437 3,007,437 3,052,437 7,273,943
l Project has multiple funding sources. c-43
SEWER CONNECTION FEE FUND
BEGINNING FUND BALANCE
REVENUES
DEVELOPER FEES
OTHER AGENCY CONTRIBUTIONS
TOTAL REVENUE5
PRlOR
YEARS
WA
WA
CAPITAL Pm
BUILDING IMPROVEMENTS
CAPITAL ACQUISlTIONS - UNIT I
FLOW EQUALIZATION PROJECT
PHASE IV EXPANSION - DEBT SERVICE
PHASE V EXPANSION
PHASE V EXPANSION - INTERIM CAPACITY
TECHNOLOGY MASTER PLAN
BUENA VISTA LIFT STATION
BUENA VISTA LIFT STATION PUMP ADDITION
NIGHTSHADE GRAVLTY SEWER EXTENSION
SEWER CONNECTION FEE UPDATE
SEWER MASTER PLAN UPDATE
SEWER MONITORING PROGRAM
VISIAjCARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12
VISTAKARLSBAD INTERCEPTOR REACH VCSA, 58 TO VCIIA
VISTA/CARLSBAD INTERCEPTOR REACH VCllB
VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 - TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE N/A . 21,290,530 14,049,502 19,764,530 10,908,054 4294,270 2,835,930
693,314
479,900
232,796
0
789,859
222,298 341,220
502,132
0
0
15,000
0
169,075
350,000
12,223,433
0
0
16,019,027
YEAR1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
15,804,678 21,290,530 14,049,502 19,764,530 10,908,054 4294,270
1,269,720 2,380,966 2,514,694 2,157,795 1,466,660 14,782,398
8,326,571 2,600,OOO 5600,000 0 0 0
9,596,291 4,980,966 8,114,694 4157,795 1,466,660 14,782,398
0
144,543
2,542,735
942,161
0
0
0
0
0
0
0
181,000
0
0
0
300,000
0
1,093,935 0 0 0 0
124,050 124,050 124,050 124,050 2,170,343
0 0 0 0 2,870,987
936,199 936,256 939,581 936,394 8,391,592
7,467,810 0 0 0 3,435,093
0 0 0 0 0
0 0 0 0 819,722
0 0 0 0 0
0 0 0 0 233,000
0 50,000 100,000 0 0
0 0 0 0 0
0 0 0 0 0
0 20,000 20,000 20,006 320,000
0 769,360 5,130,640 0 0
0 0 0 0 0
2,600,OOO 0 0 0 0
0 500,000 4,700,OOO 5,000,OOO 0
4,110,439 12,221,994 2,399,666 11,014,271 6,080,444 18,240,737
l Project has multiple funding sources. C-44
SEWER REPLACEMENT FUND
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 14330,433 8,317,079 7,061,050 5,849,221 5,06$692 5,836,161
RNENUFS
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUES WA
* PUBUC WORKS CENTER
CAPITAL PLANNING /SERVICES
COGENERATION REHABILITATION
PiANT REHABILITATION
PUMP STATION INTERFACES
AVENIDA ENCINAS GRAVITY SEWER
CHINQUAPIN SEWAGE LIFT SrATION
FARADAY AVENUE - ORION TO MELROSE SEWER
FOREST GRAVrrY SEWER
FOXES SEWAGE LIFT STATION UPGRADE
HOME PLANT LIFT STATION
IA COSTA MEADOWS SEWER EXTENSION
IA GOLONDRIA SEWER EXi-ENSION
NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION
NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO REAL/KEL
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTIA
NORTH BATIQUITOS INTERCEPTOR REHABILITATION
NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS
PALMER WAY SEWER EXTENSION
POINSEi-I-IA LANE SEWER RELOCATION
POINSEi-i-IA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT
SEWER ACCESS HOLE REHABILITATION
SEWER LIFT STATION REPAIRS AND UPGRADES
SEWER UNE REFURBISHMENTS/REPLACEMENT
VISTA/CARLSBAD INTERCEPTOR REACH VCSA, 58 TO VCllA
VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3
TOTAL PROJECT EXPENDITURES 9,547,231
ENDING FUND BALANCE WA
C
248,458
0
1,420,917
25,636
a
450,000
110,200
300,000
2,185,ooa
a
0
0
650,000 0
0
400,000
0
125,000
400,000
0
800,000 180,000
1,550,oOa
702,020
0
1,300,000 1,300,000 1,3oo,ooo 1,300,000 1,300,000 20,800,000
0 0 0 0 0 3,812,494
1,300,000 1,300,000 l,3W,OW 1,300,000 1,3W,W0 24,612,494
2,200,000 0 0
112,099 112,099 112,099
0 0 0
66,987 74,430 74,430
17,013 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 35,000 250,000
0 0 50,000
0 0 50,000
0 837,600 0
100,000 620,000 0
0 158,000 1,375,200
0 0 0
3wJ'J 297,200 0
0 0 0
0 0 0
0 21,700 200,100
100,000 100,000 100,000
55,380 0 0
300,000 300,000 300,000
0 0 0
0
112,099
0
74,430
0
175,000 0
0
500,000
0
0
125,000
100,000 0
0
0
600,000
0
0
0
0 100,000
0
300,000
0
0
0 0
52,101 906,557
0 581,447
74,430 1,198,323
0 0
0 0
0 0
0 0 0 0
0 0
0 0
0 0
0 0
0 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
100,000 1,500,OOO 0 0
300,000 4,800,OOO
0 0
327,075 0 0 0 0
3,313,354 $556,029 2,511,829 2,086,529 526,531 8,986,327
8,317,079 7,061,050 5,849,221 5,062,692 5,836,161 21,462,328
* Project has multiple funding sources. c-45
RECYCLED WATER FUND
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 2,528,877 34495,350 11,146,823 9,167,296 6,671,769 4712,242
RNENUES
TRANSFER FROM OPERATING FUND 150,000 150,000 150,000 150,000 200,000 3,000,000
LOANS & OTHER 36,890,OOO 0 0 0 0 0
TOTAL REVENUES WA 37,D4D,ooo 150,000 150,wo 150,cmo 2w,cm 3,ow,ow
DEBT SERVICE ON STATE LOAN 0 159,527 159,527 159,527 159,527 159,527 1,402,115
INDUSTRIAL PARK SYSTEM 1,179,539 0 0 0 0 0 0
I-5 RECYCLED WATER TRANSMISSION UNE 14o,oBa 0 0 0 0 0 0
RECYCLED UNE - FOINSEIl-IA BRIDGE 240,000 0 0 0 0 0 0
* RECYCLED WATER PROG-PHASE II 600,000 8,914,OOO 19,339,ooo 1,570,000 2,486,OOO 0 0
PUMP STATION UPGRADE 0 0 0 400,000 0 0 0
RECYCLED WATER TO WATER REPLACEMENT 0 0 0 0 0 0 1,6B5,000
TOTAL PROJECT EXPENDrWRES 2J59,539 9,073,527 19,498,527 2,129,527 2,645,527 159,527 3,w7,115
ENDING FUND BALANCE WA 34495,350 11,146,823 9,167,296 4671,769 6,712,242 4705,127
WATER CONNECI-ION FEE FUND
PRIOR YEAR 1 YEAR 2 YEAR3 YEAR 4 YEAR 5 BUILDDUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 3,412,366 2,637,864 916,056 2,138,217 4,660,564 5,536,190
DEVELOPER FEES 1,500,306 2,328,424 3,121,589 2,822,347 1,975,627 18,595,921
TOTAL REVENUES WA 1,500,306 2,328,424 3,121,589 $822,347 l,975,627 18,595,921
. * “D” RESERVOIR - PHASE II 0 0 0 0 0 0 3,984,500
580 ZONE SECONDARY SUPPLY 0 0 0 0 0 0 256,000
680 ZONE SUPPLY 0 0 0 0 0 0 550,000
AVTARA PARKWAY- POINSEFi-IA LANE TO PALOMAR AIRPORT ROAD 0 0 0 495,000 0 0 0
CAIAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR 0 0 0 50,000 200,000 0 0
CANNON ROAD WEST TRANSMISSION MAIN 2,864,457 0 0 0 0 0 0
* CAR&BAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENUNAS 0 0 0 0 0 0 133,000
CARISBAD BLVD - SOUTH OF PALOMAR AIRPORT ROAD 0 150,0oa 0 0 0 0 0
COLLEGE BOULEVARD (33” UNE TO CANNON ROAD) 0 0 421,000 0 0 0 0
COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE 0 0 550,000 0 0 0 0
COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA CREEK 183,375 0 0 0 0 0 0
EL CAMINO REAL CROSSING AT KELLY DRIVE 0 0 0 94,000 0 0 0
EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSETTIA 0 0 835,800 0 0 0 0
EL CXMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE 50,000 0 0 200,000 0 0 0
FARADAY AVENUE - ORION TO MELOROSE WATERLINE 97,210 0 0 0 0 0 0
EL FUERTE - ALGA ROAD TO POINSEFFIA LANE 2,000,000 0 0 0 0 0 0
EL FUERTE - FARADAY TO MAERKLE RESERVOIR 0 25,000 0 0 0 0 305,000
EL FUERTE - POIN!Xi-TIA LANE TO PALOMAR AIRPORT ROAD 0 0 820,000 0 0 0 0
EL FUERTE - NORTH OF LOKER 0 0 148,750 0 0 0 0
FARADAY AVENUE - CANNON RD TO CARLSBAD RESEARCH Cm 510,000 0 0 0 0 0 0
NORTH AGUA HEDIONDA TRANSMISSION MAIN 0 0 0 30,000 100,000 0 0
PALOMAR AIRPORT - NORTH OF OWENS 75,000 75,000 0 0 0 0 0
POINSElTIA LANE- FROM “D” RESERVOIR TO AMBROSIA LANE 322,000 0 0 0 0 0 0
POINSETTIA LANE - EL CAMINO REAL TO “D” RESERVOIR 2,700,OOO 0 0 0 0 0 0
POINSElTIA LANE - EL FUERTE TO EL CAMINO REAL 0 0 0 0 0 0 2,800,OOO
POINSElTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD 375,000 0 0 0 0 0 0
PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD 0 0 250,000 0 0 0 0
TAP NO. 2 RESERVOIR 150,000 0 0 0 0 100,000 1,500,ooo
WATER CONNECTION FEE UPDATE 15,000 0 0 0 0 0 0
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%) 0 1,024,808 1,024,682 1,030,428 0 0 0
LOAN FROM WATER REPLACEMENT FUND 0 1,000,000 0 0 0 1,000,000 0
TOTAL PROJECT EXPENDmURES 9,342,042 2274,808 4,050,232 1,899,428 300,000 l,lW,OOO 9,528,5W
ENDING FUND BALANCE WA 2,637,864 916,056 2,138,217 4,660,564 5,536,190 14,603,612
l Project has multiple funding sources. C-46
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
WATER REPLACEMENT FUND
PRIOR
YEARS
BEGINNING FUND BALANCE WA
REVENUES
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUE5 WA
CAPITAL PROJECTS
* PUBUC WORKS CENTER
WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE
* “D” RESERVOIR - PHASE II
* CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENUNAS
COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CRE
DAVIS AVENUE PIPEUNE REPLACEMENT
EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH
ELCAMINO REAL TRANSMISSION MAINFROM FARADAYTOCOUGARD
FARADAY AVENUE WATERUNE
FOUSSAT ROAD WELL ABANDONMENT
LAKE CALAVERA RESERVOIR IMPROVEMENTS
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE
MISCELLANEOUS PIPEUNE REPLACEMENT PROJECTS
MISCELLANEOUS STORAGE TANK REPAIRS
MISCELLANEOUS WATER RESERVOIR FENCING
OCEANSIDE INTERTIE UPGRADE
SANTA FE II TRANSMISSION MAIN RELOCATION
SEAWATER DESALINATION PROGRAMS
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
TAP RESERVOIR DG-ERIOR PAINTING
TRI-AGENCY PIPEUNE EROSION PROTECTION
* WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%)
WATER SYSTEM INTERTIE CONNECTION
* RECYCLED WATER PROG-PHASE II
TOTAL PROJECT EXPENDITURE5
0 4,600,OOO 0 0 0 0 0 20,000 0 0 0 0 0 0
0 0 0 0 0 0 1,328,OOO 0 0 0 0 0 0 142,000
0 0 0 0 0 0 w4w@3 153,170 0 0 0 0 0 0
3,225,OOO 0 0 0 0 0 0 50,000 0 0 600,000 0 0 0 325,000 0 0 0 0 0 0
0 0 0 150,000 0 0 0
150,000 1,500,000 0 0 0 0 0
0 0 0 0 0 0 604,000
0 0 0 600,000 0 0 8wJofJ 120,000 50,000 0 0 0 0 0
110,000 0 0 0 0 0 0 0 0 0 100,000 0 0 0 509,998 50,000 0 0 0 0 0 649,860 0 0 0 0 0 0
0 0 0 20,000 100,ooo 0 0 70,000 0 0 0 0 0 0 0 0 150,000 0 0 0 0 0 195,202 195,178 196,272 0 0 0 400,000 0 0 0 0 0 0
4,000,000
9,783,028
ENDING FUND BALANCE WA
YEAR 1 YEAR2 YEAR3 YEAR4 YEAR 5 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
14,010,188 10,807,986 12,699,668 13,314,993 15,542,222 18,963,471
2,193,OOo 2,236,860 2,281,597 2,327,229 2,421,249 36,000,OOO
1,000,000 0 0 0 1,000,000 1,605,OOO
3,193,ow 2236,860 2#281,597 2327,229 3,421,249 37,605,ow
0 0 0 0 0 0
6,395,202 345,178 1,666,272 lW,ooo 0 5,214,000
10,807,986 12,699,668 13,314,993 15,542,222 18,963,471 S&354,471
l Project has multiple funding sources. c-47
REDEVELOPMENT BONDS
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2crBl-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 152#09 15&DD9 i52#m 152#09 15~099 152#09
BOND PROCEEDS 0 0 0 0 0 0
TOTAL REVENUES WA 0 0 0 0 0 0
CAPITAL WiDECIS
BUSINESS IMPROVEMENT DISI-RICT STUDY
DOWNTOWN mEET LIGHTING ENHANCEMENT SI-UDY
FACADE IMPROVEMENT AND SIGNAGE PROGRAM
VILIAGE AREA Si-REET FURNITURE AND PLANTERS
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
VILLAGE PUBLIC RELATIONS CAMPAIGN
VILLAGE AREA SIDEWALK AND CURB RECONSI-RUCIION
TOTAL PROJECT EXPENDmJRES
25,000 0 0 0 0 0 0
65,000 0 0 0 0 0 0
174,288 0 0 0 0 0 0
75,000 0 0 0 0 0 0
495,215 0 0 0 0 0 0
30,000 0 0 0 0 0 0
71,785 0 0 0 0 0 0
71,785 0 0 0 0 0 0
ENDING FUND BAIANCE WA 1 15$m9 152#J9 157$D6 152#009 15$cm9 152#D6
GAS TAX FUND
BEGINNING FUND BALANCE
REVENUES
DEVELOPER FEES
LOAN REPAYMENTS
TOTAL REVENUE5
* MISCELLANEOUS ROAD SUBDRAINS
* SOUTH CARISBAD VILLAGE SroRM DRAIN
TRAF SIG - ALGA ROAD AND CAZADERO
TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE
TRAF SIG - CARLSBAD BOULEVARD AND STATE SI-RElEr
TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA
TRAF SIG - CARLSBAD VILLAGE DRIVE SIGNAL TIMING UPGRADE
TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAF SIG - POINSElTIA LANE AND PASEO ESCUEIA
TRAF SIG - POINSEITIA LANE AND SNAPDRAGON DR
ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST
* FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN)
CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT
CARLSBAD BOULEVARD U-TURN AT POINSEll-IA LANE
HIGHLAND DRIVE WIDENING AND SIDEWALK STUDY
MONROE SIREEl- SIDEWALK
OCEAN SI-REET IMPROVEMENTS
PARKING - CARLSBAD BOULEVARD AT PONTO BEACH
* PAVEMENT MANAGEMENT PROGRAM
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE WA 1,087,626 $635,026 2,685,026 4,385,626 6,135,026 22,755,626
PRIOR YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2cQ6++
WA 567,026 1,087,026 1,635,026 2,685,026 4,385,626 4135,026
WA
1,BOO;OCK
0
0
0
0
12,100
125,000
0
0
0
154,000
120,000 1,100,000
75,000
60,000
225,000
10,000
150,000
461,401 0 600,000 600,000 0 0 13,200,OOO
4,30&501 1,030,000 1,05~w6 800,ooD 0 0 13,580,666
1,550,Bclo 1,6BB,ooO 1,650,OBt.l 1,7Bo,ooo 1,750,BBO 27,2BB,ooO
0 0 0 0 0 3,000,000
1,55o,ow WQWQQ 1,65O,DD6 1,7oo,DD6 1,75D,DOD 30,2W,DD6
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 125,000
0 125,BBB 0 0 0 0
0 0 0 0 0 130,000 0 80,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 125,000
0 122,000 0 0 0 0 0 125,000 0 0 0 0
500,000 0 0 0 0 0
0 0 0 0 0 0
370,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
160,000 0 0 0 0 0
0 0 0 0 0 0
l Project has multiple funding sources. C-48
OTHER REVENUES
PRIOR 1 YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDGUT
YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++
BEGINNING FUND BALANCE WA 294,861 294,861 294,861 294,861 104,007 m4,007
OTHER AGENCIES 1,151,ooo 0 0 0 0 1,210,000
DEVELOPER FUNDING 0 0 0 14,600,OOO 0 12,200,000
TOTAL REVENUES WA 1,151,000 0 0 14,6oo,ooo 0 13,410,000
EAWA’ PROJECIS
* SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II (VISTA)
* SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III (VISTA)
* AVENIDA ENCINAS EXTENSION
* COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3
* FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS
* RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS
* COLLEGE/CANNON TO GF
* FARADAY/MELROSE TO GF
TOTAL PROJECT MPENDITURES
0
0
622,000
242,222
790,854
0
0
0
1,655,076
0 0 0 0 0 610,000
0 0 0 0 0 600,000
0 0 0 0 0 0
0 0 0 0 0 ll,B45,000
0 0 0 14,oOB,ooo 0 0
1,151,ooo 0 0 0 0 0
0 0 0 0 0 350,000
0 0 0 790,854 0 0
1,151,ooo 0 0 14,790,854 0 13,405,000
ENDING FUND BALANCE WA 294,861 294,861 294,861 lo4,W7 lo4,W7 109,007
l Project has multiple funding sources. c-49
c-50
I GLOSSARY 0F CAPITAL PROJECT FUNDING SOURCES I
Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment
District bonds. Projects include street construction and improvements to Alga Road and College
Boulevard.
Bridge and Thoroughfare Districts - Bridge and Thoroughfare District No. 3 developer fees to
partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 developer
fees to partially fund the Poinsettia Lane and Aviara Parkway street construction project.
CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic
projects, l-5 interchanges, and road segments.
CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening
and other improvements to Ranch0 Santa Fe Road.
County Grants (COUNTY) - County contributions partially fund Orion Street from El Camino Real
to Faraday.
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the Bridge on Ranch0 Santa Fe Road North.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City’s General Fund., are used to fund various municipal and other capital
projects.
Golf Course - The Golf Course Enterprise Fund is used to pay for construction of the City’s
Municipal Golf Course.
Infrastructure Maintenance and Replacement Fund - Receipt of license taxes on new
construction and annual transfers from the General Fund pay for major maintenance and
replacement of the City’s infrastructure.
Other - Contributions from other agencies or nearby cities fund projects including the Vista-
Carlsbad Sewer Interceptor and South Agua Hedionda Interceptor construction.
Park in Lieu (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.
c-51
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.
m - 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.
C-52
CrrY OF CARLSBAD
PLANNED MAJOR CAPlTAL OUTLAY mMS 2001-02
0011010 CITY MANAGER Laptop (for Council Chambers) 1 3,000
Subtotal City Manager 3,000
0011210 CITY ATTORNEY Color Printer 1 1,000
Modular Furniture 2 10,000 Subtotal City Attorney 11,000
0011410 PURCHASING Postage Machine &Accounting System 1 10,000
Subtotal Purchasing 10,000
0011510 HUMAN RESOURCES Laser Printer 1 2,500 Subtotal Human Resources 2,500
0012120 POLICE FIELD OPERATIONS 800 MHz radio : 5,000
Laptop Computer 5,000
Xerox replacement machine 1 7,000 Subtotal Police Operations 17.000
0012121 TRAFFIC Computer 1 2,500
800 MHz radio 1 5,000
Patrol motorcycle 2 26,000 Subtotal Police Field Operations 33,500
0012220 FIRE EMERGENCY OPERATIONS
0012125 POLICE LAGOON PATROL 800 MHz for patrol boat 1 5,000 Subtotal Police Lagoon 5,000
0012130 INVESTIGATIONS 800 MHz handheld 1 5,000
Unmarked police sedan 1 20,000 Computer 1 2,500
Subtotal Police Investigations 27,500
Upgrade Existing Life Pak 12s blood pressure monitors 3 8,700
Upgrade Existing Life Pak 12s pulse oximeter 1 1,575
Life Pak 12 4 88,000
Life Pak 12 battery support systems 6 11,400
VHF Mobile King radio 1 1,200
VHF portable radios 6 6,600 Motorola six bay 800MHz radio chargers 3 5,400
Thermal Imaging Camera 1 18,500
Automatic External Defibrillator 12 38,400 Remodel Fire Station 5 Captain’s Office 1 10,000 Subtotal Fire Emergency Operations 189,775
0013010 COMMUNITY DEVELOPMENT ADMIN Computer 1 2,500 Subtotal Community Development Admin 2,500
0013210 PLANNING Computer 2 5,000 Subtotal Planning 5,000
0013610 BUILDING Computer 1 2,500
Subtotal Building 2,500
0014065 ARTS OFFICE Apple computer with 21/21” Monitor and Magic Scan Scanner 1 3,800
Subtotal Arts 3,800
0014520 AQUATICS Replacement sump pump 2 8,000
Replacement of Swim Pool shell/lining 1 65,000 Self-contained Breathing Apparatus 2 5,600
Subtotal
0014510 PARK PLANNING AND RECREATION MGT. Playground equipment 50,000
Subtotal Park Planning and Recreation Mgt. 50,000
0014541 RECREATION. OPERATIONS - STAGECOACH Vinyl covered wall pads 1 6,400 Slope fold curtain 1 23,000 Subtotal Operations - Stagecoach 29,400
0014542 RECREATION OPERATIONS - CAtAVERA Electric Power winch with Glass Side Basketball backboard (pair) 2 29,000
Subtotal Operations - Calavera 29,000
D-l
CITY OF CARLSBAD
PLANNED MAJOR CAPmAL OUTLAY ITEMS 2001-02
OrQ Key Department 0015020 PARK MAINTENANCE
0015060 FACILITIES MAINTENANCE
Item Description Playground EquipmenVrubberized surfacing - Calavera Playground Equipmenbrubberized surfacing - La Costa Canyon Park
PiayQrOUnd Equipment/rubberized surfacing - Stagecoach Accessible rubberize surfacing - LaQuna Riviera Park Subtotal Parks Maintenance
Audio System at Faraday Generator enclosure for City Hall Subtotal Facilities Maintenance
QtY cost 1 30,000 1 40,000 40,000 : 12,000 122,000
I 70,000 1 15,000 85,000
0015710 ENGINEERING
0016370 TRAFFIC SIGNAL MAINTENANCE
New copier lease Laptop Computer Computer Calle Barcelona Guardrail La Costa Canyon stairway/handrail replacement Melrose Drive Guard Rail Solandra Drive Guard Rail Subtotal Engineering
Emergency battery back-up system upgrade Video detection system for College/Faraday Signal pole replacement - Avenida EncinaslPalomar Subtotal Traffic Signal Maintenance
26,400 : 10,000 1 2,500 1 21,000 1 55,000 1 29,100 1 12,800 156,800
10 50,000 1 30,000 1 20,000 100,000
00111 IO ADMINISTRATIVE SERVICES 0011510 HUMAN RESOURCES 0012210 FIRE ADMINISTRATION 0012210 FIRE ADMINISTRATION 0014541 RECREATION. OPERATIONS - STAGECOACH 0014542 RECREATION OPERATIONS - CALAVERA 0014543 RECREATION OPERATIONS - HARDING 0015020 PARK MAINTENANCE 0015060 FACILITIES MAINTENANCE 0015710 ENGINEERING 0016355 STREET MAINTENANCE
Existing Xerox Lease 1 72,100 Existing Xerox Lease 1 14,800 Annual 800 MHz backbone system payment 1 80,000 Existing Xerox Lease 1 12,200 Existing Xerox Lease 1 11,600 Existing Xerox Lease 1 11,900 Existing Xerox Lease 1 11,900 Existing Xerox Lease 1 19,000 Existing Xerox Lease I 6,000 Existing Xerox Lease 1 8,100 Existing Xerox Lease 1 6,000 Subtotal Existing Leases 253,600
rOTA GENtRAL FUND $1,217,4/5 1
Spe~siFu#o~iilii~~~~~~~~~~~~~~~~~~~~:::::::::::::::::~~~~~~~~:~~~~~~:~~~~~~~:::::~ ..,..._. . . . . . . . . . . . .
Computer Printer GIS station/monitor GIS DC system Computer Workstation Digital camera Office furniture Vehicles Automated field samplers Sample storage refrigerator
4 11,500 2 3,000 1 7,000 10,000 : 10,000 2 2,000 15,000 z 54,000 2 10,000 1 8,000 130,500
1625057 STREET LIGHT MAINTENANCE Ranch0 Carlsbad light pole replacement program 14 56,000 Subtotal Street Light Maintenance 56,000
5016310 WATER OPERATIONS Transportable vacuum system 1 20,000 Computer 1 2,500 Self contained breathing apparatus 4 13,400 Subtotal Water Operations 35,900
5116310 SANITATION Soil Compaction Rammer 1 3,000 Trailer mounted cable rodding machine 1 20,000 4000 pound winch 1 6,500 Self contained breathing apparatus 3 10,050 Scott .%A-Pak 4.5-10 1 1,700 Stainless Steel Modular enclosure 1 5,600 Subtotal Sanitation 49,050
D-2
CrrY OF CARLSBAD
PLANNED MAJOR CAPrrAL OUTLAY ITEMS 2001-02
Org Key Department 6205060 VEHICLE MAINTENANCE Item Description Qty cost Portable turf equipment hoist I 8,000 Overhead product reels 1 15,000 Subtotal Vehicle Maintenance 23,000
6215061 VEHICLE REPLACEMENT Police patrol vehicles Intermediate sedan Minivan Compact pick-up trucks 314 ton pick-up trucks Compact pick-up truck 1 ton utility truck Truck - Patch Truck - Stencil Fire truck
168,000 18,000 21,000 36,000 50,000 21,000 28,000 92,000 75,000 380,000 45.000 I 1 22;ooo 956,000
Skiploader Chipper Subtotal Vehicle Replacement
6141610 RECORDS MANAGEMENT
Color Printer
Computer Scan station
Subtotal Records Management 2
1 2,500
5;ooo 1
17,500
10.000
6401710 INFORMATION TECHNOLOGY Replace phone systems at Oak, Harding, and Housing Network storage Replace PC’s and printers Network switches (desktop) Network switches (fiber) Application/database sewers Web servers Data center monitor sharing switch SNMP modules Additional Internet firewall Additional Internet connection Subtotal Information Services
45,000 6,000 300,000 7,000 9,600 18,000 12,000 12,000 7,600 10.000
6401710 INFORMATION TECHNOLOGY Existing Xerox Leasa 1 13,400 6205060 VEHICLE MAINTENANCE Existing Xerox Lease 1 13,000 8013410 REDEVELOPMENT Existing Xerox Lease 1 47,000 Subtotal Existing Leases 73,400
1 To~~L-Ds $1,764#1bO 1
* Due to a change in accounting for leases, copier leases are now recorded as capital leases and the entire cost of the lease is being budgeted. In the past only the current year lease payments were budgeted.
D-3
CITV OF CARLBBAD
OUT OF STATE TRAVEL REQUEtXB 2001-2002 I I
CITY CLERK IIMC Annual Conference 1 San Antonio, TX 2,500
Election Center Training 1 New Orleans, LA 2,600
5,100
0010310 CITY TREASURER Municipal Treasurers’ Assoc of US/CAN Conference 1 Vancouver, B.C. 1,400
1,400
0011010 CITY MANAGER Transforming Local Government Group
ICMA Best Practices Conference
lCMA Annual Conference
Legislative Meetings with Council (2 trips)
innovation Group Meetings
0011110 ADMiNISTRATIVE SERVICES ADMIN Legislative Meetings with Council
ICMA Annual Conference
ICMA Performance Measurement Conference
Innovation Group Conference
Innovation Group Forum Meetings (quarterly)
0011112 STRATEGIC CHANGE TEAM Environmental Research 3 Out of State 650
Innovations Group Annual Conference 3 Out of State 4,300
4,950
0011210 CITY ATTORNEY Int’l Municipal Lawyers’ Association Annual Conference
Int’l Municipal Lawyers’ Assoc Mid-Year Conference
1 New Orleans, LA 2,375
1 Washington, DC 1,600
4,175
0011310 FINANCE GFOA Advanced Government Finance Institute 1 Madison, WI 2,050
Bi-Tech User Group Conference 2 Out of State 2,000
GFOA - Internal Auditing for Governmetns Conference 1 Portland, OR 1,100
GFOA - Financial Planning and Forecasting Conference I Phoenix, AZ 900
GFOA Conference I Out of State 1,300
7,350
0011410 PURCHASING Innovation Groups National Purchasing Alliance (3 trips) 1 Out of State 4,500
4,500
0011510 HUMAN RESOURCES IPMA International Conference 1 Out of State 2,500
Organizational Development Network Conference 1 Out of State 1,500
BcTech Software User Group Conference 2 Out of State 2,500
Western Intergovernmental Personnel Assessment Council 3 Las Vegas, NV 3,000
Conference related to integrated disability mgmt. 1 Seattle, WA 1 .ooo
NPelra 1 Out of State 2,500
13,000
0012130 POLICE INVESTIGATIONS For suspect and/or witness interviews Out of State I 1,200
1,200
0012131 POLICE VICE/NARCOTICS For suspect and/or witness interviews Out of State 1,000
1,000
0012140 POLICE SUPPORT OPERATIONS CAD User Conference 3 Reno. NV 2,400
2,400
0012210 FIRE ADMINISTRATION International Fire Chiefs’ Conference
Executive Fire OWcer Symposium lnnovatton Groups Regional Conference
1 New Orleans, LA 1,250
1 Emmitsburg, MD 1,225
2 Reno, NV 1,050
3,525
0012220 EMERGENCY OPERATIONS EMS Today Conference 2 Kansas Cly, MO 1,350
Southern Area Fire Equipment Rescue Conference 1 Reno, NV 950
2,300
Cl-W OF CARLSBAD
OUT OF STATE TRAVEL REQUESTS 2001-2002
#OF BUDGET
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION REQUEST
0013210 PLANNING APA National Conference 1 Chicago, IL 4,000
Reno, NV 1 Reno, NV 1,700
5,700
0013610 BUILDING INSPECTION Int’l Conf of Eldg Officials Annual Business Mtg 1 Cincfnatti, OH 1,000 Sierra “Permits” Annual Conference 1 Reno, NV 1,000
2,000
0014045 COLLECTION DEVELOPMENT Public Library Association National Conference 1 Phoenix, AZ 1,000
1,000
0014062 GALLERY American Association of Museums Conference 1 Dallas, TX 1,200
1,200
0014065 ARTS OFFICE American for the Arts National Conferecne 1 Nashville, TN 2,000
2,000
0014070 DOVE LIBRARY ADMINISTRATION Public Library Association National Conference 1 Phoenix, AZ 1,000
American Library Association Annual Conference I Atlanta, GA 1,400
2,400
0014510 PARK PLANNING & REC MGMT American Society of Landscape Architects 1 Montreal, Canada 1,700
1,700
0014570 SENIOR PROGRAMS National Council on Aging Conference 1 Denver, CO 1,500
1,500
0015710 ENGINEERING Permits Plus 1 Out of State 900
2001 Institute of Transportation Engineers 1 Allbuquerque. NM
I
1,100
Water Environmental Federation Conference 1 Atlanta, GA 1.500
American Membrane Technology Association Conference 1 Charleston. SC I 11500
5,000
0016010 PUBLIC WORKS ADMIN APWA Conference 1 Out of State I 3,500
3,500
5016310 WATER OPERATIONS Permits Plus Conference 1 Reno. NV 1,100
1,100
6111520 WORKERS COMPENSATION Workers Comp Seminars 3 Out of State 7.300
7,300
6141610 RECORDS MANAGEMENT Annual ARMA Conference 1 Montreal, Canada
AIIM Annual Conference 1 New York, NY
6401710 INFORMATION TECHNOLOGY lnterop
Permits Users Conference
Brainshare - Novel Conference
Internet World
NEC Users Conference
Filenet Users Conference
Harris Users Conference
Help Desk Users Conference
BiTech Users Conference
Las Vegas, NV
Reno. NV
Satl Lake City, UT
Unknown
Unknown
Unknown
Unknown
Unknown
Unknown
ITOTAL OTHER FUNDS 95 6G"
1,500
4,000
5,500
2,400
1,250
2.600
2,400
4,500
2.550
1.300
2,400
2,150
21,750
D-5
CONTINUING APPROPRIATIONS
2000-01 TO 200142
PURPOSE
c=itv
Editing and reprint of the Carlsbad Municipal Code 11,000
Chairs
Legal services for Habitat Management Plan, City vs Bohn, telecommunications, and LEGD
1,200
34,500
Completion of Records Department redesign/remodel 15,000
Installation and integration services necessary for the upgrade of the DMS Panagon software version 5.2. 30,000
Network components for secure public access to the DMS 85,000
Office furniture for fire administrative offices
Fire Dept 50th Anniversary Annual
Hepatitis C testing
Pike poles reconfiguration for use on new engines
Wood to construct roof prop and cover for Fire Station 5 storage facility
Fire Station No. 5 office remodel
Storage racks for Fire station 5 storage facility
Rehabilitation of Hosp Grove
5,000
4,000
5,000
1,000
6,000
5,000
3,000
106,000
Systems furniture 12.000
DMS indexing and scanning 30,000
Residential Traffic Management Program 15,000
Systems furniture 25,000
Auto CAD upgrades for Design staff, 4 workstations 12,000
GIS peripheral equipment upgrades 5,000
Storage cabinets and files 10,000
Developer deposits 194,815
Concrete replacement contract 125,000
Thermoplastic contract 50,000
Implementation of Street Tree Policy program 120,000
Facilities
Replace generator at City Hall 23,000
Legal services to complete Senior Center condominium conversion 10,000
Completion and printing of Strategic Plan 12,500
Supplies for Triathlon which is being held one month later this year 4,000
Literacy Scholarship Account 3,058
New lease on public vend copiers 300,000
Staff copier leases 70,000
D-6
CONTINUING APPROPRIATIONS
DEPARTMENT/PURPOSE
Completion and printing of Cultural Plan. 5,000
Non - Deoarlmental
Batiquitos Lagoon Foundation 15,440
Subtotal General Fund 1.353513
Police Asset Forfeiture
Available year-end balance 106,173
COPS Grant
Available year-end balance, Bicycle Patrol
Law Enforcement Block Grant
Available year-end balance
Cultural Arts - Sister City
Available year-end balance, delegation visits
Art Gallerv Donations
Available year-end balance, for art exhibits
Recreation Donations
Available year-end balance; for park improvements 3,853
Available year-end balance; for triathlon and luau festival 14,676
Available year-end balance; for youth sports uniforms and T-shirts 1.395
Librarv Donations
Available year-end balance
Librarv Literacv Grants
Available year-end balance
Misc. State Grants
Available year-end balance
Flower Fields Foundation
Available year-end balance
CDBG
Available year-end balance
Water Operations
Asphalt repairs
Valve adjustments
Sewer Maintenance
Asphalt Repairs
Manhole adjustments
Televise North Agua Hedionda sewer line
Solid Waste
Used Oil Grant
Allied Negotiations/consultant
108,233
139,235
3.244
53,202
37,612
16.351
14,890
68.000
329,079
40,000
20,000
10.000
15,000
75,000
67,000
30,000
D-7
CONTINUING APPROPRIATIONS
2000-01 TO 2001-02
DEPARTMENT/PURPOSE
Vehicle Maintenance
AMOUNT
Computerized maintenance management system for fleet 47,400
Information Technoloqy
Various computer software
Windows 2000 upgrade
PC replacements.
Email virus scanning software and equipment
Tape library software, equipment and professional services
Hardware maintenance costs
176,000
100.000
190,000
16,000
135,000
95,000
Subtotal Other Funds 1.912,343
Grand Total 3.265,856
D-8
MISCELLANEOUS STATISTICAL INFORMATION 2001-02
Date of Incorporation Type of City
Form of Government
Area
Population (CA Dept of Finance Report Ol/Ol/Ol)
Net Assessed Valuation
Streets:
Number of Street Lights Miles of Streets
Fire Protection:
Number of Stations
Number of Firefighters & Officers
Police Protection:
Number of Stations
Number of Sworn Police Officers
Municipal Water District:
Number of Customers Number of Water Connections
Average Daily Consumption (in Millions of Gallons)
Miles of Lines and Mains
Miles of Sewers
Recreation and Culture:
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 625.25
July 16,1952 General Law
Council/Manager 42.19 sq. miles
83,469 $10,490,115,729
6,138 281.33
6
73
1
103
70,000 23,000
18.8
400
149
34
205
1,634 1 2
276,185
Source: City of Carlsbad, Finance Department
D-9
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The City’s accounting system is designed around a few basic principles.
1.
2.
3.
4.
5.
6.
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).
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.
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.
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.
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.
Controls on the use and transfers of budget funds are outlined in the adopted budget
resolution in the appendix of this document.
D-10
1
2
3
4
5
6
i
a
9
10
II
12
13
14
15
16
17
'18
19
20
21
22
23
24
25
26
27
28
RESOLUTION NO. 7001-176
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 2001102 FOR THE
CITY OF CARLSBAD AND ESTABLISHING .
CONTROLS ON CHANGES IN APPROPRIATIONS
FOR THE VARIOUS FUNDS
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for fiscal year 2001-02 and
’ has held such public hearings as are necessary prior to adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan Consistency
for all projects receiving an allocation of funds for fiscal year 2001-02 on May 2, 2001 pursuant
to Planning Commission Resolution No. 4555,
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That certain documents now on file in the office of the City Clerk of the City of
Cansbad entitled, “City of Carlsbad, 2001-02 Operating Budget and 2001-02 to Buildout Capital
Improvement Program - Preliminary” as amended in accordance with Exhibits A through D
attached hereto and incorporated by reference herein, is hereby adopted as the Operating and
Capital Improvement Budgets for the City of Carlsbad for the fiscal year 2001-02.
2. That the amounts reflected as estimated revenues for fiscal year 2001-02 as
shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2001-02.
3. That the amounts designated as the 2001-02 Budget request in Exhibits A and 6
are hereby appropriated to the department or fund for which they are designated, and such
appropriation shall not be increased except ,as provided herein.
4. That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided herein.
Ill
D-l 1
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorired unless sufficient funds have
been appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
. . . . III. The City Manager may delegate the authority to make budget
transfers.
iv. The City Manager may authorite budget adjustments involving
offsetting revenues and expenditures; the City Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue
which is designated for said specific purpose.
V. The City manager may authorize budget adjustments to increase the
appropriations for the Sanitation Fund operating budget in an amount equal to the increases in
costs of Carlsbad’s share of the Encina Wastewater Authority’s budget, as approved by the
EWA Board.
vi. The City Council must authorize all transfers of funds from the
budgeted Contingency Account.
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 authorized
permanent personnel positions above the level identified in Exhibit C.
D. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
I//
JII D-12
1
2
3
4
5
6
7.
8
9
10
11
12
13
14
15
16
17
18
19
20
-21
22
23 4 ,4
25
26
27
28
1 6. That the legal level of budgetary control is the fund level. Budgets may not
legally be exceeded at the fund level without appropriate authorization by the Cii Council.
7. That all appropriations for Capital Improvements Projects remaining unexpended
at June 30,2001, are hereby appropriated for such capital projects for the’2001-02 fiscal year.
8. That interest earned on grants may be appropriated during the year and all
appropriations for grants remaining unexpanded at June 30, 2001, ,are hereby appropriated for
the 2001-02 fiscal year.
9. That 2000-01 appropriations in the approximate amount of $3,180,488 are
hereby continued into 2001-02 for the purposes shown in Exhibit D.
16. All appropriations for outstanding encumbrances as of June 30, 2001, are
hereby continued into 2001-02 for such contracts or obligations.
11. That budgeted appropriations for fiscal year 2000-01 in the Planned Local
Drainage Funds are hereby increased by $143,883 from the various fund balances to write off
uncollectible or erroneous accounts.
PASSED, APPROVED AND ADOPTED at a regular meeting of the city Council on
the 19th day of June 3 2001, by the following vote, to wit:
AYES: Council Members Le and Hall.
NOES: None.
ABSENT: None.
CLAUDE A. LEWIS, Mayor
Exhibit A includes: Projected Fund Balances, Budget Expenditure Schedule, and Revenue Estimates which can be found in the OVerView section of the budget. - 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 0 is the Continuing Appropriations schedule which is located in the Appendix of the budget.
D-13
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19.
20
21
22
23
24
25
26
27
28
RESOLUTION NO. 2001-177
A RESOLUTION OF THE Cl-l-Y COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 200142
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF
THE CALIFORNIA STATE CONSTlT’UTlON 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 2001-02 appropriation limit of two hundred fifty-seven million, four hundred
seventy-three thousand, four hundred eighty-six dollars ($257,473,486) 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 19th day of JUMP , 2001, by the following vote, to wit:
AYES: Council Members Lewis, Kulchin, Finnila, Nyg 73 d, and Hall.
NOES: None.
ABSENT: None -
CLAUDE A. LEWIS, Mayor
ATTEST: A
! LORRAINE WOOD, City Clerk D-14
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 II 1 allows the City to annually choose among the
following options for calculating its Gann Limit:
& Population growth of Carlsbad, OR
p 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 2001-02 Limit were:
9 Population growth in Carlsbad, AND
9 Growth in non-residential new construction
The formula is outlined below:
2000-01 Expenditure Limit $225815,416
% Carlsbad Population Growth 1.0175
Growth in non-residential new construction x 1.1205
Net Increase Factor 1.1402
2001-02 Limit (2000-01 Limit X Factor) $257,473,486
Current Appropriation of Proceeds of Taxes
(Subject to the Limit)
$67,867,799
The spending limit for the City of Carlsbad for 2001-02 is $257.5 million with appropriations of
“proceeds of taxes” of $67.9 million. The result of the calculation provides the City with an
operating margin of $189.6 million.
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.
Beninninq/Endinn 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.
Budaet: 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 $5,000 or more (or $1,000 for electronic
equipment) and an estimated useful life of more than one year, such as automobiles, and office
furniture, which appear in the Operating Budget.
Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as
enterprise funds and internal service funds.
Debt Service: The payment of principal and interest on borrowed funds such as bonds.
Department: An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund: A fund type established to account for the total costs of selected
governmental facilities and services 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.
@: A general term used for any charge levied by government for providing a service or
permitting an activity.
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad’s fiscal
year is July 1 to June 30.
D-16
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.
Contributions of cash or other assets from another governmental agency to be used or Grant:
expended for a specified purpose, activity or facility.
Growth Manaaement Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Mananement Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
Inter-fund 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 Budnet: The annual appropriation of funds for on-going program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Operatino Costs: Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project.
Personnel: Costs associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses,
interest, and grants during the fiscal year.
Special Revenue Funds: A fund which collects revenues that are restricted by the City, State,
or Federal Government as the method to which they may be spent.
D-l 7
INDEX
A
About the City of Carlsbad, iii
Accounting Systems and Budgetary Control, D-l 0
Administrative Services Summary, B-37
Adult Learning Program, B-l 14
Arts Office, B-l 16
Arts Special Events, B-l 19
Asset Forfeiture - Various, B-75
B
Bicycle Patrol, B-76
Budget Awards, A-l 6
Budget Process, A-4
Buena Vista Creek Channel Maintenance, B-162
Building Inspection, B-93
C
Calendar, A-l 7
California Assembly Bill 1600, C-IO
Canine, B-63
Capital Improvement Program, C Section
Capital Improvement Projects 2001-02, C-18
Capital Outlay Items, D-l
Capital Projects to Buildout, C-18
Cash Management, B-30
Centro de Information, B-l 10
Cole Library, B-106
CIP Budget Expenditure Schedule, C-15
CIP Projected Fund Balances, C-12
CIP Revenue Estimates, C-14
City Attorney, B-35
City Clerk, B-28
City Council, B-26
City Manager, B-32
City Manager’s Transmittal Letter, A-l
Collection Development & Acquisitions, B-l 12
Communications Center, B-73
Community Development Administration, B-86
Community Development Block Grant, B-102
Community Development Summary, B-85
Community Services Summary, B-103
Continuing Appropriations, D-6
Cultural Arts Summary, B-l 15
D
D.A.R.E,B-71
Debt Management Issues, A-l 3
Disaster Preparedness, B-83
Dove Library, B-107
E
Economic Development, B-92
Economic Profile, A-5
Emergency Operations, B-80
Engineering, B-l 36
Expenditures CIP, C-15
Expenditure Schedule, B-21
F
Facilities Maintenance, B-148
Field Evidence, B-64
Field Operations, B-60
Finance, B-39
Fire Administration, B-79
Fire Department Summary, B-77
Fire Prevention, B-81
Fund Balances, A-14, B-12, C-33
G
Gann Appropriations Limit, D-14
Genealogy/Local History, B-l 09
General Fund, A-8, B-l
General Services Summary, B-143
Geographic Information System, B-91
Glossary - Capital Projects, C-51
Glossary, D-16
Golf Course, B-l 55
Growth Projections, C-l
Growth Management Plan, C-9
H
Health Insurance, B-49
Highlights, A-3
Housing - Rental Assistance, B-100
Housing and Redevelopment Summary, B-94
Housing Trust Fund Administration, B-101
Human Resources, B-44
I
Information Technology, B-52
Investigations, B-64
J
Juvenile Diversion, B-66
L
Land Use Planning, B-88 Library Summary, B-104
Low/Moderate Income Housing, B-97
M
Maintenance & Operations Suumary, B-156 Media Services, B-l 13 Median Maintenance, B-l 51
Miscellaneous Non-Departmental, B-54
N
New Programs, B-7
0
Operating Budget Overview, B-21 Operating Expenditures, B-21
Organization Chart, iv Other Funds, B-4, Bll
P
Park Maintenance, B-145
Parks and Recreation Commission, B-122 Park Planning & Recreation Mgt., B-122
Personnel Allocations, A-l 5 Police Administration, B-59 Police Summary, B-56
Policy & Leadership Summary, B-25
Property and Evidence, B-67 Public Information, B-34 Public Safety Summary, B-55 Public Works Administration, B-134
Public Works Summary, B-133 Purchasing, B-42
R
Readers Guide to the Budget, i Records Management, B-50
Recreation - Agua Hedionda Lagoon, B-128
Recreation - Aquatics, B-126
Recreation Fee Supported, B-124 Recreation Operations, B-129 Recreation Summary, B-120 Redevelopment Operations Village Area, B-95
Redevelopment Operations SCCRA, B-98 Resolutions, D-l 1, D-14 Revenues - Capital Projects, C-14
Revenue Estimates, B-14 Revenue Projections - General Fund, A-8, B-14
Revenue Projections - Operating, A-8, B-14
Risk Management, B-48
S
Sanitation Services, see wastewater
School Resource Officers, B-72
Senior Programs, B-l 31 Sister City, B-l 18
Solid Waste Management, B-167 Staffing, A-l 5
Statistical Information, D-9 Strategic Goals, A-4 Street Lighting, D-161
Street Maintenance, B-l 58 Street Tree Maintenance, B-l 50 Summary, A-14, A-20
Support Operations- Police, B-70
T
Task Force, B-69
Technical Services - Library, B-l 11
Traffic Signals, B-160 Travel, D-4
V
Vehicle Maintenance, B-l 52
Vehicle Replacement, B-l 54 Vice/Narcotics, B-65
W
Wastewater Operations, B-l 65
Water Operations, B-l 63 Weed Abatement, B-82 Worker’s Compensation, B-47