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ALIFORNIA
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City of Carlsbad
2003-04 Operating Budget
and Capital Improvement Program
Mayor
Claude "Buddy" Lewis
City Council
Ramona Finnila
Ann Kulchin
Matt Hall
Mark Packard
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
Photos on Cover: Background photo is of Stagecoach Park (photo taken by Tara Lee Torburn). Photo insets top to bottom: Girl on
spring horse at Stagecoach Park, one of the two lions by artist Nikki de Saint Phalle at Poinsettia Park, the Caretaker's House at Leo
Carrillo Ranch Historic Park.
CITY OF CARLSBAD, CALIFORNIA 2003-2004 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-1
2003-04 Budget Highlights A-3
Budget Summary A-18
Personnel Allocations A-19
2003-04 Budget Calendar A-21
Budget Awards A-22
OPERATING BUDGET
Overview B-1
Projected Fund Balances B-16
Revenue Estimates B-18
Budget Expenditure Schedule B-25
Program Summaries
Policy & Leadership Group
Policy and Leadership Group Summary B-29
City Council B-30
City Clerk B-31
City Treasurer B-32
City Manager B-34
Communication B-36
City Attorney B-37
Administrative Services
Administrative Services Summary B-39
Administration B-40
Finance B-41
Human Resources B-44
Workers' Compensation B-47
Risk Management B-48
Health Insurance B-49
Records Management B-50
Information Technology B-51
Miscellaneous Non-Departmental B-53
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
CITY OF CARLSBAD, CALIFORNIA 2003-2004 BUDGET
TABLE OF CONTENTS
Public Safety (continued)
Investigations/Field Evidence B-64
Vice/Narcotics B-65
Youth/School Programs B-66
Property and Evidence/Records B-67
Family Services B-68
Task Force B-69
Support Operations B-70
Communications Center B-71
Various Asset Forfeiture B-72
Bicycle Patrol B-73
Police Grants B-74
Fire Department Summary B-75
Administration B-77
Emergency Operations B-78
Fire Prevention B-79
Weed Abatement B-80
Disaster Preparedness B-81
Community Development
Community Development Summary B-83
Administration B-84
Land Use Planning & Planning Commission B-86
Geographic Information System B-88
Economic Development B-89
Building Inspection B-90
Housing & Redevelopment Summary B-91
Affordable Housing B-92
Rental Assistance B-93
Community Development Block Grant 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
Community Services
Community Services Summary B-101
Library Summary B-102
Georgina Cole Library B-104
Carlsbad City Library (Dove Library) B-105
Genealogy/Local History B-107
Centre de Information B-108
Technical Services B-109
Collection Development & Acquisitions B-110
Media Services B-111
Adult Learning Program B-112
Cultural Arts Summary B-113
Arts Office B-114
Sister City B-116
Special Events B-117
Recreation Summary B-118
Park Planning & Recreation Management B-120
CITY OF CARLSBAD, CALIFORNIA 2003-2004 BUDGET
TABLE OF CONTENTS
Community Services (continued)
Recreation Fee Supported B-122
Recreation -Aquatics B-124
Recreation - Agua Hedionda Lagoon Permits B-126
Recreation Operations B-127
Trails B-129
Senior Programs B-130
Public Works
Public Works Summary B-133
Administration B-134
Engineering B-136
Storm Water Protection B-139
General Services Summary B-141
Park Maintenance B-143
Facilities Maintenance B-145
Street Tree Maintenance B-147
Median Maintenance B-148
Vehicle Maintenance B-149
Vehicle Replacement B-151
Carlsbad Golf Course B-152
Maintenance & Operations Summary B-153
Street Maintenance B-155
Traffic Signal Maintenance B-157
Street Lighting B-158
Buena Vista Channel Maintenance B-159
Water Operations B-160
Wastewater Operations B-162
Solid Waste Management B-164
CAPITAL IMPROVEMENT PROGRAM
Overview C-1
Future Growth C-2
Revenues C-3
Capital Projects C-5
Capital Projects 2003-2004 to Buildout C-5
Capital Projects -The Next Five Years C-8
Summary C-9
Growth Management Plan C-10
California Assembly Bill 1600 (AB 1600) C-11
Capital Funds Projected Fund Balances for FY 2002-2003 C-12
Capital Funds Projected Fund Balances for FY 2003-2004 C-13
Capital Revenues Actual and Estimated C-14
Capital Funds Budget Expenditure Schedule C-15
Detail Schedule of Capital Projects by Category FY 2003-2004 to Buildout C-18
Capital Improvement Program Fund Summary C-33
Glossary of Capital Project Funding Sources C-47
CITY OF CARLSBAD, CALIFORNIA 2003-2004 BUDGET
TABLE OF CONTENTS
APPENDICES
Planned Major Capital Outlay Items 2003 - 2004 D-1
Out of State Travel Requests 2003-2004 D-2
Miscellaneous Statistical Information D-4
Accounting Systems and Budgetary Control D-5
Resolution Adopting the Budget D-6
Gann Limit Resolution D-9
Glossary D-11
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 2003-04 budget. The budget is separated into
three major sections: the Overview, the Operating budget, and the Capital Improvement
Program.
Overview
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 seven tabbed sections providing the summary
information and budget information for each of the six 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 2003-04 budget figures are presented. Also included are narrative statements
describing program activities, associated workload measures or performance objectives,
key achievements for 2002-03, and key goals for 2003-04.
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 2003-04 Planned Major Capital Outlay
items by department. An Out-of-State Travel Detail is presented next, so that Council
may review and approve these requests. 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
2003
Five-Year Vision Statements
City Council continues to clarify and pursue the
vision of Carlsbad that reflects the pride and quality
of life for all who live, work, and play here.
Carlsbad's...
* diverse and healthy economic base provides opportunities for employment to
the residents of Carlsbad, economic vitality to the community, and the
necessary revenues to support City services.
* policies and decisions implement the General Plan, enforce the Growth
Management Plan, maintain the safety and security of its citizens, and are
based on what is best for Carlsbad.
* leadership role in local and regional planning issues actively involves
addressing governmental issues at the local, state, and national levels.
» open government provides for the betterment of the community in a non-
partisan manner while encouraging active citizen participation and
involvement with the City Council, and the City's Boards and Commissions.
And Carlsbad efficiently and effectively...
* delivers top-quality public services.
» manages environmental concerns proactively, including:
* open space
* water quality/conservation
* beach erosion
* air quality
* resource conservation and waste reduction
* wildlife habitats
* has a safe and efficient integrated transportation system.
* maintains Citywide "small town" community spirit.
* has a community where continuous and life-long learning are supported and
embraced for people of all ages.
ABOUT THE CITY OF CARLSBAD
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The City of Carlsbad is a unique coastal
community located 35 miles north of the City
of San Diego and 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 90,271 to 117,000 once
its 42 square miles are built out. Industries in
the area include a major regional shopping
center; a specialty outlet center; 21 auto
dealers; 32 hotels offering 3,500 rooms for
tourist lodging; high technology, multimedia
and biomedical businesses; electronics, golf
apparel and equipment manufacturers;
several business and light industry parks; and
numerous land developers building single and
multi-family housing in a variety of community
settings.
The City provides the full range of services normally associated with a municipality including
police, fire, parks and recreation, library, planning and zoning, building and engineering, various
maintenance services, and administration. The City provides water services through the
Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as
the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City has a Redevelopment Agency with two active areas: the
Village Redevelopment area that encompasses 0.4 square miles of the downtown area; and the
South Carlsbad Coastal Redevelopment area, which is just south of the Village Redevelopment
area and fronts the Pacific Ocean. In addition to the redevelopment project areas, the agency
operates a housing authority that provides housing assistance to 630 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. The City also 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. The City Council has no direct control over these school districts; however, the
Council recognizes the importance of quality school facilities and programs to Carlsbad's
residents. Thus, the Council and staff work with the school districts on a regular basis.
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To the Honorable Mayor and City Council:
2003-04 BUDGET TRANSMITTAL
I am pleased to submit the 2003-04 Operating Budget and Capital Improvement Program
for the City of Carlsbad. The combined budget totals $202.3 million, with projected
revenues of $185 million. Of the total budget, $142.7 million (70%) will be used to
finance the operations of the City, while $59.6 million (30%) 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 that will
assist the Council in the achievement of its vision for Carlsbad.
As the City began budget preparations this year, the prospect of war with Iraq, its effect
on the economy, and the growing State budget deficit were uppermost in our minds.
Thus, the budget could not be prepared without first considering the condition of the
regional, state, and national economies. What happens at these levels affects both the
amount of money the City receives and the services it must provide.
The economy, both locally and nationally, has continued to show only sluggish growth,
which means that the City's revenues may also continue to lag. Revenues to the
General fund are projected to increase only 2.8% in the next fiscal year - significantly
lower than the double-digit growth seen in the late 1990's. Thus, the economy remains a
concern; however, the growing State budget deficit is even more alarming. With a deficit
of over $38 billion expected this year, the inability of the State legislators to agree upon a
solution casts a huge shadow over the economic future of the City. Over $50 million of
City revenues are controlled in some manner by the State - putting them at risk. Past
history has shown us that many State legislators are willing to take cities' money to
balance the State's budget.
In addition to concerns from the revenue side of the budget picture, there are also
concerns over the increasing costs of doing business. The City is a service organization
with over 40% of its operating costs in personnel. Thus, the price of insurance, health
care, and retirement has a significant effect on the cost of the City's services. Balancing
the desire to provide top-quality services with slowing revenue growth and higher service
costs will be the City's challenge for the years to come.
Despite the slower growth, Carlsbad's position is an enviable one. The demand for
housing in the City remains strong, with property taxes expected to increase by 9% this
year. Carlsbad continues to expand its reputation as a tourist destination with many new
hotels added in the recent past, generating close to $9 million in transient occupancy
taxes. In addition, commercial development from the late 1990's has augmented the
growth of the City's sales tax receipts. These three sources provide 40% of the City's
operating funds. In addition, the healthy growth over the past years has provided other
revenue-generating venues, which allow the City to provide quality services despite the
sluggishness of the economy.
A-1
The 2003-04 budget provides for a "hold the line" approach. It maintains the same high
level of services Carlsbad's citizens have come to expect but does not propose any new
enhancements other than those previously planned. This includes the continued
implementation of the 153 capital improvement projects, with total appropriations for
fiscal year 2003-04 expected to exceed $160 million. A significant portion of the capital
funds collected from development will go toward the expansion of the park system with
the addition of four new parks over the next five years. Although the community centers
for these parks may be delayed if operating funds are not available, the parklands will be
developed to provide more sports fields, tot lots, and other amenities for citizens to enjoy.
In the upcoming year, the City will also be working on numerous road segments that will
greatly enhance its transportation system. A large number of resources in the operating
budget will be dedicated to meeting the development schedule for these and many other
projects contained in the Capital Improvement Program.
One of the systems in place to keep the City financially strong is the Infrastructure
Replacement fund. This system was set up to ensure that funds are available when
needed to replace the City's streets, sidewalks, and other infrastructure. The City of
Carlsbad is relatively new, so it has 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. The Infrastructure Replacement fund 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 $3.6 million transfer for this program.
Over the City's past 50 years, Carlsbad has continued to grow and prosper as a result of
the vision and leadership of its City Councils. 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 2003-04 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 that are crucial to the ability of the City to achieve its goals. I would also like to
recognize the contributions of City staff for not only creating a successful operating plan
and Capital Improvement Program, but also for their commitment to providing top-quality
services to all who live, work, and play in Carlsbad. Their efforts are critical to the City's
ultimate success. I offer them my thanks for a job well done.
RAYMOND R. PATCHETT
City Manager
June 17,2003
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
The City's budget is comprised of two pieces; the operating budget and the capital
improvement program budget (CIP). The CIP provides the funds to build the parks,
roads and buildings in the City while the operating budget provides the money to staff
them and operate them. The operating budget totals $142.7 million and is expected to
generate $147.2 million in revenues. The CIP contains the current year budget
allocation of $59.6 million and outlines approximately 153 future projects at a total cost
of $403.6 million through buildout of the City. Capital revenues for the 2003-04 fiscal
year are estimated at $37.8 million. The capital projects include parks, civic facilities, as
well as all infrastructure needs anticipated for the future that are not expected to be
constructed by developers.
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 2003-04 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
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the
City Council's five-year
vision statements. These
statements are shown
earlier in this document.
Through the vision
statements, Council defines
and clarifies their vision of
Carlsbad. The strategic
goals for the City are
developed next. The goals
further define the methods
used to achieve the vision
and call out areas in which
Council would like to place
special 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.
City of Carlsbad 2003-2004 Strategic Goals
Top-Quality Services — Be a city that provides exceptional services on
a daily basis.
Transportation — Provide and support a safe and efficient transportation
system that moves goods, services, and people through Carlsbad.
Balanced Community Development - Be a city that connects
community, place, and spirit through balanced and well-designed land uses.
Parks/Open Space/Trails - Acquire, develop, and maintain a broad
range of open space and recreational facilities that actively address citizen
needs, that are fiscally responsible, and are consistent with the General Plan
and Growth Management Standards.
Water — Ensure, in the most cost-effective manner reliable, water
reliability to the maximum extent practicable, to deliver high-quality potable
and reclaimed water incorporating drought-resistant community principles.
Environmental Management — Be an environmentally sensitive
community by focusing on: clean storm water, sewage collection and
treatment, solid waste, and cost-effective and efficient use of energy
including alternative energy sources.
Financial Health — Pursue and implement proactive strategies that
provide and manage fiscal resources effectively.
Communication — Ensure that community members, Council, and staff
are well informed, leading to a more responsive government and a high level
of citizen confidence in government.
Learning — Promote and support continuous learning opportunities
within the community and the City organization.
Carlsbad's operating budget is a tool that guides the achievement of Council's vision
and goals for the City. It allocates the resources and sets the priorities for all of the
programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful
community in which to live, work, and play.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
ECONOMIC PROFILE
As the City began budget preparations this year, the news was full of the looming
prospect of war with Iraq and the growing State budget deficit. Now, as the budget
document is about to go to press, at least one of those topics has been settled. The war
has officially been declared over. However, the growing State budget deficit and the
lack of consensus about what should be done continues to cast a huge shadow over the
economic future of the City.
In January, many economists were projecting that if the war was relatively short-lived,
an economic rebound would occur in the latter half of 2003, with the economy picking up
speed into 2004. Although the war was shorter than many had dared hope, the national
economy and the California economy continue to experience weak growth. Nationally,
retail sales declined by .1% in April, industrial production fell by .5% for the second
month in a row, and housing starts dropped by 6.8% for the month. But the news is not
all bad. Consumer confidence picked up in the first part of May according to the
University of Michigan's survey, and mortgage rates have dropped again to new lows.
In California, the State's economic performance has generally followed the nation over
the past year: slow and sluggish. The biggest difference is in the distribution of the
malaise. Since the high-tech implosion in 2002, there has been a great difference
between the economies in the Bay Area and the rest of the state. The San Jose area
alone lost 16.5% of its jobs between March 2001 and March 2003, with San Francisco
losing 11.1% of its jobs in the same time frame. These job losses exceeded what the
Los Angeles area lost during the deep recession of the early 1990's. The State's tourism
industry has also been hard hit, first by the terrorist attacks in September 2001, then
with the war in Iraq, and most recently with the Severe Acute Respiratory Syndrome
(SARS) epidemic.
The outlook for California in the latter half of 2003, according to the State Finance
Department, is for job growth to hit an annualized rate of 1.6% and personal income to
rise by 3.1%. For 2004, they are predicting further improvements, with job growth
showing a 2.1% increase and personal income up by 4.9%.
Locally, the USD School of Business Administration's Real Estate Institute states: "The
outlook for the San Diego economy is for weak job growth in 2003, with the
unemployment rate likely to remain above 4% for the rest of the year. The rapid end to
the conflict in Iraq is one positive development, which will allow for the quick return of
local military personnel. However, that is not likely to be enough to offset the negatives
of a weak national economy and the
adverse impact of the huge State budget
deficit."
So how bad is the State deficit? The
Governor's "May Revision" estimates it at
$38.2 billion out of a general fund budget
of $78 billion, or almost 50% of the total
budget, as of May 2003. Even with
approximately $3.6 billion in annual new
taxes anticipated, the Governor's
proposed budget will continue to
generate deficits year after year
according to the Legislative Analyst's
Office (see chart). These deficits would
persist even with healthy revenue growth
Figure 7
Persir-tnnt Gap Would Rcenieicje Under Governor'j. Plan
General Fund
(In Billions)
Per LAO "Overview of the May Revision"
A-5
CITY OF CARLSBAD BUDGET HIGHLIGHTS
City's Auto Mall generates almost $6 million per year in sales taxes for the City.
Legoland, a family theme park, contributes to the City's sales tax base as well as
stimulating the development of new hotels in the area. The effect of the new
development and the demand for housing in Carlsbad is an increasing tax base. The
five major revenue sources for the City - property taxes, sales taxes, TOT, franchise
taxes, and vehicle license fees - are expected to provide $70.2 million, or 78%, of the
City's General fund revenues in 2004. These taxes and fees are the major source of
funding for most of the City's services and allow the City to live up to its reputation as
one of the premier locations in San Diego County.
For fiscal year 2003-04, the City's revenue projections reflect a return of consumer
confidence with growth in base sales taxes at about 5%. Housing values are expected
to level out, with some softening in the market, especially in the higher-end homes.
Development is predicted at a rate similar to fiscal year 2003; again the constraint is
based on the limited supply, not on the demand. And finally, tourism is expected to
slowly recover over the year, with TOT receipts possibly reaching 2001's level by the
end of 2004. More information on all of the City's revenues and programs can be found
in the later sections of this document.
The most significant areas of risk in the forecast for Carlsbad lie with the economy and
the State deficit. If the economy does not pick up in the first half of 2004, sales taxes
and TOT are most susceptible to significant variances from the forecast, although
almost all other revenues may be affected. The consequences of a declining real estate
market on property taxes would most likely not be realized until the following year (fiscal
year 2005).
The concern with the State's budget deficit is about how much of that deficit the City will
be required to fund. The last time the State ran short of money (early 1990's), they took
over $2.5 million from Carlsbad in the form of a reallocation of property taxes. These
taxes were never allocated back to the City. The Governor's May Revision recommends
eliminating the reimbursement for booking fees (about $200,000 to Carlsbad), shifting
Redevelopment Agency tax increment to the State (similar to the property tax grab),
deferring payment for State-mandated programs, as well as cutbacks in other State
grant programs. While it would be preferable for the State to balance its budget without
impacting local government, if the State can limit the effects to only those indicated in
the May Revision, the impact on Carlsbad will be minimal. The danger is that these will
not be enough and that further assaults on City revenue sources will occur.
LOOKING FORWARD
As stated earlier in this document, the City prepares ten-year forecasts for the General
fund each year in order to understand the effects of actions taken today on the City's
future. The City has experienced remarkable revenue growth over the past five to
seven years due to the development of the majority of its commercial sites. The future
will bring a few more commercial sites but at a much slower pace, while residential
development will continue for a number of years. There are also quite a few City
facilities - mainly parks - planned for in the future to serve the growing population. The
new facilities will add operating costs to the City's General fund budget as they are
completed and opened for use.
These factors alone will cause the General fund costs to escalate at a higher rate than
inflation. In addition, a number of other factors - mainly rising retirement and health
care costs - will create upward pressure on expenditures, especially over the next five
years. These factors have been incorporated into the General fund forecast shown
A-8
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Total funding allocated for the Policy and Leadership Group for 2003-04 is $3.7 million.
This MSA encompasses all elected officials and the chief executive offices for the City.
These include the offices of City Council, City Manager, Communication, City Clerk, City
Attorney, and City Treasurer.
The Administrative Services MSA, with a budget of $16.3 million, includes finance,
records management, human resources, purchasing, information technology, health
insurance, risk management, and workers' compensation. These areas mainly provide
services to internal City departments.
Public Safety services are funded at $29.8 million and include
all of the police and fire programs such as police patrol,
vice/narcotics, juvenile diversion and DARE programs, fire
prevention, emergency operations, and disaster
preparedness. The 2003-04 budget includes funding for the
replacement of the aging Computer-Aided Dispatch system
(the "911" system). The total cost of this system is
$3.6 million and is budgeted predominantly in the Capital Improvement Program due to
its multi-year nature.
Community Development, with a budget of $14.5 million, provides the services that
guide and oversee the planning and development of Carlsbad as depicted in the City's
General Plan. The General Plan is the base document 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 $14.4 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 2003-04
budget includes $72,000 for an on-line system to bring recreation class registration into
the homes of our citizens. Through some shifting of funding, the library will be able to
have the Centre De Informacion opened 11 hours more per week.
The service area requiring the largest amount of funds is
Public Works, with a budget of $53.5 million. Public Works is
responsible for the building and maintenance of all of the
City's infrastructure and facilities and for the provision of utility
services. It is comprised of the engineering, parks, streets,
facilities, fleet, water, and sewer departments. One new full-
time and two part-time positions have been added in Public
Works to maintain the Carrillo Ranch Park grounds and
facilities.
The Non-Departmental and Contingency accounts total $10.4 million and include
programs benefiting the City as a whole such as community promotions, community
contributions, assessment services, transfers to other funds, and Council's contingency
account. Included in the non-departmental group is a $3.6 million transfer to the
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 $2.3 million. This is slightly lower than the amount adopted in the 2002-03 budget.
In total, the contingency account amounts to 2.5% of the General fund budget.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad's Capital Improvement Program (CIP) is a long-range planning
document, which outlines the expenditure plan for current and future capital projects and
the corresponding revenues to pay for those expenditures. Projects in the CIP consist
primarily of new construction or major maintenance and replacement of City facilities
such as parks, roads, civic facilities such as libraries, police and fire stations, and sewer,
water, and drainage facilities. The Capital Improvement Program for 2003-04 totals
$59.6 million in new appropriations. Some of the notable capital projects included in this
year's budget are described below:
Park Development
• The design of Alga Norte Park, located in the
southeast quadrant, is scheduled to begin in
2003-04. The first phase of development (about
20 acres) will include ball fields, picnic areas and
tot lots, a skate park, and a dog park. Funding for
design of the swimming pool at Alga Norte Park
is also planned for 2003-04. An additional
appropriation of $12 million will be appropriated for construction of the park.
• Construction of Larwin Park, located in the northeast quadrant, is
scheduled next year. This 22-acre park will encompass mainly passive uses
including trails and tot lots.
• Aviara Community Park is located in the
southwest quadrant. Construction will begin
on this 24-acre park site. The park is planned
to include a ball field, a soccer field,
basketball courts, and open play and picnic
areas. The community facility is not
scheduled for construction at this time.
The master plan is complete and design of the
Pine School park site, located in the northwest
quadrant of the City, will begin. This park will
include a multi-use field, basketball courts, picnic
areas and tot lots, and an ornamental garden.
Civic Projects
• Funding for the first phase of the Lake Calavera Trails is included. This
project includes a master plan and construction of approximately five miles
of trails throughout the Lake Calavera development area, located in the
northeast quadrant of the City.
• The lighting at Chase Field will be replaced, at a total cost of $185,500.
An additional $92,000 will be added to fund the Village Public
Parking Enhancement Program to increase availability of
parking and examine ways to better utilize existing parking in
the downtown area.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
Streets and Traffic Signals
• Street projects receiving appropriations in 2003-04 include the Rancho
Santa Fe Road widening and realignment project, which will receive an
additional $16.7 million. In addition, next year's Capital Improvement
Program includes $2 million for widening along sections along El Camino
Real from Rancho Carlsbad to Sunny Creek Road and north of Cougar
Drive.
• There are four new traffic signals funded in the next fiscal
year at a cost of about $575,000.
• The Carlsbad Boulevard Encinas Creek Bridge is 90 years
old and requires complete replacement. The CIP budget for
next year includes funds for design of the bridge replacement
project.
• Street overlay projects are expected to cost $2.4 million.
Sewer. Water, and Drainage Facilities
• The CIP includes funding for the rehabilitation of the North Agua Hedionda
Interceptor and for construction of the South Agua Hedionda lift station
and force main.
• The CIP also includes the City's share of costs for the Encina Sewer
Treatment Plant and related projects to pay for expansion of the sewer
system flow equalization and building improvements. The total cost for next
year is $4.3 million.
• An additional $745,000 will be appropriated to fund the Lake Calavera
Reservoir improvements. These improvements are required in order to
comply with the federal dam requirements.
• 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. The
appropriations for this project were made
toward the end of 2001-02, and are therefore not included in the total new
appropriations amount.
STAFFING
The 2003-04 budget includes a total of 646 permanent positions (both full time and
%-time positions) and 147.77 part-time positions (in full-time equivalents). This is a
decrease of .75 permanent positions and an addition of 1.85 part-time positions (in full-
time equivalents).
A-14
CITY OF CARLSBAD BUDGET HIGHLIGHTS
DEBT MANAGEMENT ISSUES
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 ensure 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
2003-04 principal and interest payments, and the scheduled year of payoff.
Bond Name
City of Carlsbad
Debt Outstanding
Outstanding 2003/04 Final
Repayment Original Principal Payment Payment
Source Bond Issue At 6/30/03 P & I FY
1997 Hosp Grove Refunding
Certificates of General fund $ 6,595,000 $3,950,000 $754,800 2009
Participation
1997 CMWD Refunding
Certificates of Water
Participation Enterprise
1996 Refunding Encina JPA
Sewer Expansion Sewer
Enterprise
$7,400,000 $1,175,000 $1,226,700 2004
$11,080,000 $8,375,000 $936,258 2014
1993 Redevelopment
Tax Allocation Bonds Redevelopment $15,495,000 $13,200,000 $1,045,404 2024
Subtotals $40,570,000 $26,700,000 $3,963,162
1997 Reassessment District
Colleges Alga Assessment $18,475,000 $9,635,000 $1,595,923 2012
District
1997 Carlsbad Ranch
1998 Rancho Carrillo
Subtotals
Totals
Assessment $10,175,438 $8,840,000 $745,450 2023
District
Assessment $ 19,600,000 $ 18,075,000 $ 1,296,578 2028
District
$48,250,438 $36,550,000 $3,637,951
$88,820,438 $63,250,000 $7,601,113
A-15
CITY OF CARLSBAD BUDGET HIGHLIGHTS
well as growth in other hotels and restaurants. Although the tourism industry declined in
the past year, it is expected that travel will pick back up in the upcoming year. 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 ensure that top-quality services are
provided to all who live, work, and play in Carlsbad.
A-17
BUDGET SUMMARY
FISCAL YEAR 2003-04
PROJECTED
BALANCE
PROGRAM AREA JULY 1 , 2003
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental & Contingencies
SUBTOTAL OPERATING $101,328,194
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2003-04 $285,855,688
2002-03 Continuing Appropriations
TOTAL OPERATING AND CAPITAL $387,1 83,882
ESTIMATED ADOPTED FUND
REVENUES BUDGET TRANSFERS
$3,698,896
16,343,135
29,858,967
14,516,962
14,397,896
53,505,090
10,427,299
$147,223,959 $142,748,245 $0
$37,848,370 $59,608,618
$185,072,329 $202,356,863 $0
PROJECTED
BALANCE
JUNE 30, 2004
$105,803,908
$264,095,440
(105,614,939)
$158,480,501
$264,284,409
FISCAL YEAR 2002-03
BALANCE
PROGRAM AREA JULY 1 , 2002
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental & Contingencies
SUBTOTAL OPERATING $121,629,711
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2002-03 $248,396,341
TOTAL OPERATING AND CAPITAL $370,026,052
ESTIMATED ESTIMATED
REVENUES EXPENDITURES
$3,425,718
15,113,985
28,097,966
14,788,354
13,399,731
49,889,967
6,877,014
$146,291,218 $131,592,735
$71,414,062 $68,954,715
$217,705,280 $200,547,450
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2003
($35,000,000) $101,328,194
$35,000,000 $285,855,688
$0 $387,183,882
A-18
PERSONNEL ALLOCATIONS FOR 2002-03 AND 2003-04
MAJOR SERVICE AREA
IPOLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY ATTORNEY
(ADMINISTRATIVE SERVICES
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
IPUBLIC SAFETY
POLICE
FIRE
(COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
(PUBLIC WORKS
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
ADJUSTED
FINAL
BUDGET
2002-03
1
1.00
6.00
2.75
0.75
0.00
7.00
|
2.00
8.00
16.00
28.00
2.00
10.00
I
150.00
79.75
|
3.00
13.00
1.00
2.00
25.00
10.00
I
48.00
4.75
31.00
2.00
I
6.00
57.00
57.75
73.00
ADOPTED
BUDGET
2003-04
1.00
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
28.00
2.00
10.00
148.00
79.75
3.00
13.00
1.00
2.00
25.00
10.00
48.00
5.00
31.00
2.00
6.00
57.00
58.75
73.00
OVER
(UNDER)
2002-03
ALLOCATED
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(2.00)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.25
0.00
0.00
0.00
0.00
1.00
0.00
FULL AND 3/4 TIME LABOR FORCE 646.75 646.00 (0.75)
A-19
PERSONNEL ALLOCATIONS FOR 2002-03 AND 2003-04 (Continued)
SUMMARY OF REQUESTED LABOR
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
FORCE BY CATEGORY
2002/03
640.00
6.75
145.92
792.67
2003/04
640.00
6.00
147.77
793.77
Difference
0.00
(0.75)
1.85
1.10
LIMITED TERM EMPLOYEES
INTERNS
Management Interns
Building Inspector Intern
Division Chief
GIS Intern
Planning Technician Intern
TOTAL LIMITED TERM EMPLOYEES
2002/03
2.00
2.00
1.00
0.50
1.00
6.50
2003/04
2.00
2.00
1.00
0.50
1.00
6.50
Difference
0.00
0.00
0.00
0.00
0.00
0.00
A-20
BUDGET AWARD
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Carlsbad
California
For the Fiscal Year Beginning
July 1, 2002
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 2002-03.
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-22
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2003-04 OPERATING BUDGET OVERVIEW
The Operating budget for fiscal year 2003-04 totals $142.7 million, with revenues for the year
estimated at $147.2 million. General fund revenues are estimated at $90.9 million and
budgeted expenditures are $84.8 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for
2002-03, as well as those estimated for 2003-04.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2002-03
$ 88.4
11.2
31.5
12.9
2.3
$ 146.3
ESTIMATED
2003-04
$ 90.9
11.3
31.0
11.3
2.7
$ 147.2
$
CHANGE
$ 2.5
0.1
(0.5)
(1.6)
0.4
$ 0.9
%
CHANGE
2.8%
0.9%
(1.6%)
(12.4%)
17.4%
0.6%
Revenue estimates for the Operating budget indicate that the City will receive a total of
$147.2 million, essentially equal to the current year projections. Increases in General fund
revenues, mainly property and sales taxes, offset the declines in the other funds. The decline of
$1.6 million in the Internal Service funds is due to changes in the Health Insurance plans. More
information on the City's revenue sources can be found in the discussion below.
General Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest, as they fund basic City services such as police, fire, library, street and
park maintenance, and recreation programs. The table below shows a summarized outlook for
the major General fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
VEHICLE LICENSE FEES
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
PROJECTED
2002-03
$ 24.6
23.7
8.6
3.7
5.0
5.5
17.3
$ 88.4
ESTIMATED
2003-04
$ 26.9
25.1
9.0
3.8
5.3
4.1
16.7
$ 90.9
$
CHANGE
$ 2.3
1.4
0.4
0.1
0.3
(1.4)
(0.6)
$ 2.5
%
CHANGE
9.3%
5.9%
4.7%
2.7%
6.0%
(25.5%)
(3.5%)
2.8%
This year it is expected that property taxes will grow to $26.9 million, a 9.3% increase over the
past year. Property taxes tend to lag behind the rest of the economy, as the tax for the
upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes
B-1
2003-04 OPERATING BUDGET OVERVIEW
rate structures anticipated in next fiscal year and no significant changes projected for any of the
other revenue sources.
Not included in estimated revenues for 2004 is any transfer from the General fund to the Golf
Course fund. The City has been transferring $600,000 per year to this fund to assist in financing
a future municipal golf course. For the upcoming year, the transfer has not been proposed, as
the project is still in the permitting process with the environmental agencies. If the project
receives the required environmental approvals and Council authorizes the project, the
appropriate transfers and loans will be made at that time.
Other changes in the Enterprise funds are the result of normal fluctuations in operations. There
are no planned rate increases in any of the Enterprise funds.
Internal Service funds show estimated revenues of $11.3 million for 2003-04, a decrease of
$1.5 million, or 12%, over 2002-03 projections. Internal Service funds provide services within
the City itself and include programs such as the self-insurance funds for Workers'
Compensation, Liability and Health Insurance, as well as Information Technology and Vehicle
Maintenance and Replacement. Departments pay for services provided by these funds;
therefore, the rates charged for the services are based on the cost to provide the service. The
goal of the Internal Service funds is to match their budgeted expenses with charges to the
departments after allowing for a certain level of reserves within the fund.
There are two main reasons for the change in the revenue estimates for the Internal Service
funds. The most significant is the change in the City's health plans for its employees. A large
number of City employees will be switching from a self-insured plan to the CalPERS Health
plan. Under the CalPERS plan, premiums for the insurance will be paid directly to CalPERS
and will no longer be shown in this fund. This reduced the revenues to the Health Insurance
fund by $2.2 million.
Offsetting that decrease was an increase of $483,000 in the revenues for the Information
Technology fund. Most of that increase is due to a planned transfer from the General fund to
pay for the hardware needed for the new Computer-Aided Dispatch (CAD) system, also known
as the "911" system. The system will replace the current 13-year-old system as well as provide
new components that will improve the effectiveness of the City's police force. More information
on these changes can be found in the section of this letter entitled "Expenditures."
Redevelopment revenues are expected to total $2.7 million in the upcoming year, a 17% or
$344,000 increase over projections for the previous year. Most of the increase is the result of
additional tax increment to be received from the South Carlsbad Coastal Redevelopment Area.
Under redevelopment law, tax increment can only be used to repay debt incurred. Thus, the
Redevelopment Agency cannot receive taxes greater than the total of what it expects to incur in
the upcoming year plus that amount incurred to date. For fiscal year 2003, the estimated debt
was not sufficient to receive all of the available tax increment since it was such a new
Redevelopment area. For fiscal year 2004, the Agency estimates that it will have incurred
sufficient debt to receive its full share of the tax increment. Thus, the tax increment should
increase to approximately $631,000 from the $175,000 expected in fiscal year 2003.
Tax increment in the City's other Redevelopment area (the Village) is expected to increase by
2% to $1.9 million in fiscal year 2004. As with most property in California, the growth in
assessed values (and property taxes) is limited to no more than 2% per year. The assessed
value is only increased to the full market value upon the sale of the property. Unless there is
significant resale activity or new development, the increment would not be expected to grow
more than 2% per year.
B-6
2003-04 OPERATING BUDGET OVERVIEW
EXPENDITURES
The City's Operating budget for 2003-04 totals $142.7 million, which
represents an increase of $2.5 million, or 1.8%, from the adopted 2002-03
budget. This increase is mainly the result of slight increases in the General
fund budget. The changes in each of the City's programs will be discussed
fully below.
Budgetary Policies
Budget policies were developed using the "Expenditure Control Budgeting" or ECB process
introduced a few years ago. Using this approach, each department was given a block
appropriation containing sufficient funds to provide the current level of services for the upcoming
year. As Carlsbad is a growing city, the block appropriation should contain sufficient funds to
pay for inflationary increases as well as growth in the customer base. This year the calculated
index was 3.5%. However, due to the state of the economy, as mentioned earlier, a "hold the
line" budget approach was taken. Departments were given only a 2% increase in their block
budget and were challenged to use this increase as well as prior savings to fund the inflationary
and growth increases while maintaining the same level of service.
The outcomes desired from this year's budget process were:
• No noticeable cuts in services and service levels.
• No layoffs.
• Identification of new revenue generation opportunities.
• A balanced budget and a long-term plan for staying in balance.
Keeping in mind those outcomes, the following policies were developed:
• No new programs, other than those already scheduled in the CIP.
• No new positions unless absolutely necessary.
• Block budget increase of 2% plus an additional amount for safety services due to higher
PERS (retirement) costs.
For the 2003-04 budget, the block was calculated as follows:
• Personnel and Maintenance and Operation costs were calculated using last year's block
increased by 2%. The calculated index of 3.5% included 1.6% for growth and 1.9% for
inflation. This amount was reduced to 2% to assist in balancing the budget for the future.
• Capital Outlay requests in excess of $10,000 were not included in the block budget.
These one-time items could be requested separately. Approved capital outlay requests
were added to the operating budgets.
Budgets were not to exceed the block amounts and no additional appropriations are expected
during the year except in the case of a significant unanticipated event. Any amounts that are
unspent at the end of the fiscal year will be carried forward in their entirety to the new fiscal
year.
In addition to the block appropriations, budget requests could be made to implement specific
goals or to operate new facilities. If the request was approved, the additional funds were added
to the budget.
B-7
2003-04 OPERATING BUDGET OVERVIEW
Budgeted Expenditures
Through the application of these guidelines and policies, the 2003-04 Operating budget of
$142.7 million was developed. The theme of this year's proposed budget is "preservation" - to
preserve the quality and level of our services while maintaining a balanced budget for now and
in the future. Due to the uncertainties regarding the economy and the State's budget deficit as
well as significant cost increases looming in the future, management felt the best course of
action was to continue to do what we do well and hold the line on any new items that would add
ongoing commitments to the budget. Thus, this year's proposed budget maintains the high level
of services Carlsbad's citizens have come to expect but does not propose any new
enhancements other than those previously planned.
The 2003-04 Operating budget proposes 1.25 new full-time and three-quarter-time employees
and the deletion of two police positions that were previously funded by grants, for a net
decrease of .75. The net increases in hourly staff total approximately 1.85 full-time equivalents
(FTE). These changes will bring the City's workforce to 646 full and three-quarter-time
employees and 147.77 hourly FTE. The new employees are proposed to staff new facilities
coming on line in fiscal year 2004 as described below.
New Facilities
The City has a large number of major capital projects scheduled to be built over the next five
years. As the City completes these projects, the costs of maintaining and operating the facilities
are added to the Operating budget.
Carrillo Ranch Park - The Carrillo Ranch Park will open in summer 2003. Total
costs to operate the park are estimated at $383,400. A recreation manager and
a part-time 1,000-hour position were added in the later part of fiscal year 2003 to
get ready for the opening. These recreation positions will create and manage
the interpretive programs, supervise and coordinate exhibit design consultants,
schedule and supervise facility use by renters for special occasions, and perform
the administrative day-to-day operations.
In addition, one full-time and two part-time 1,000-hour positions (two FTE total) are proposed in
the fiscal year 2004 budget to maintain the Carrillo Ranch Park grounds and facilities. Sufficient
funding was also added to cover the heat, lights, and other operational costs.
Citywide Trails System - In 2002, Council authorized 50% of a new park planner to be
dedicated to implementation of a trails program for the City. Since that time, the efforts have
been directed along two paths: (1) the inclusion of trails in new master plans as well as along
circulation element roads, and (2) the acceptance of privately owned trails into the Citywide trail
system. Presently, there are 6.5 miles of trails under the City's jurisdiction, which must be
maintained, and it is anticipated that an additional 6 or more miles will be added in the next
year. While staff is using volunteers to help with the trail maintenance, some City assistance is
needed to keep up an acceptable level of maintenance. Thus, a part-time 1,000-hour position
(.5 FTE) is requested in the budget along with funds to do the maintenance work. The total
budget request is $27,175.
City Hall Campus - In December 2001, the City purchased the former Farmers Insurance
Building located at the corner of El Camino Real and Faraday Avenue, the geographic center of
the City. For one year after the purchase, the building was leased back to the former owners,
who paid for the operating costs of the building while the City paid for the grounds maintenance
B-8
2003-04 OPERATING BUDGET OVERVIEW
($67,300 in the fiscal year 2003 budget). As of January 2004, the lessee has vacated the
building and the City must now assume the operating costs. Thus, $75,000 has been added to
the proposed budget to pay for the heat, lights, and routine building maintenance.
Public Safety
Public safety has always been, and remains, a top Council priority. Although
there is not a significant amount of new money proposed in this year's Operating
budget for public safety, improvements are under way.
One very significant project planned for the upcoming years is implementation of
the Public Safety Technology Plan. In addition to replacing an aging Computer-
Aided Dispatch system (the "911" system), this comprehensive public safety technology project
uses the best technologies to link street officers and investigators with the most expansive and
effective regional information-sharing network in the nation - ARJIS (Automated Regional
Justice Information System). ARJIS directly supports federal anti-terrorism and anti-crime
efforts by providing a huge amount of information to federal agencies in a form that can be
efficiently analyzed and shared.
The project has a number of components and, due to its multi-year nature, has been budgeted
predominantly in the Capital Improvement Program (CIP). The total cost is $3.6 million. The
proposed Operating budget contains $853,000 for hardware, with $563,000 coming from the
General fund and $290,000 from hardware replacement reserves in the Information Technology
fund. There is also $280,000 proposed to be spent from the Asset Forfeiture and other police
grant funds for overtime and soft costs required for implementation of the project. The balance
of the funding, $2.4 million, is shown in the General Capital Construction fund in the CIP.
Another area to receive increased attention next year is the safety and preservation of
Carlsbad's open spaces. With the emergence of sensitive environmental trusts and preserve
areas, along with the development of the Citywide trail system, the Off-Road Law Enforcement
(ORLE) team has experienced an increase in complaints and calls for service. The ORLE team
provides a unique off-road service through both enforcement and education. During off-road
patrols, officers contact numerous people for a variety of violations such as driving off-road,
illegal dumping of vehicle parts and debris, trespassing, illegal camping, vandalism, drug/alcohol
violations, and abandoned vehicles. This year's budget requests the purchase of five
motorcycles (two replacements and three new) and related equipment, which will be funded
75% from the Abandoned Vehicle Abatement (AVA) fund and 25% from Police Asset Forfeiture
funds. With the added motorcycles, staff will be able to patrol more frequently and adequately
respond to off-road complaints.
As the population of our City continues to grow, additional police staff has been added to
maintain the level of safety services. Last year, Council added seven new positions. In the
previous year (fiscal year 2002), three officers were added. And in September 2002, Council
approved two more officers on a temporary basis for the bicycle patrol using the COPS grant
funds. The intention was to eventually absorb the temporary positions through attrition into the
permanent staffing count. This year's budget shows the elimination of those temporary
positions. This is a paper transaction only, as the positions are vacant and unfunded at this
time.
A change in the Fire safety area was previously approved by Council and is reflected in the
fiscal year 2004 budget. On July 1, 2003, the City of Carlsbad's Fire Department will become a
member of the North County Dispatch Joint Powers Authority (NCDJPA). The NCDJPA was
B-9
2003-04 OPERATING BUDGET OVERVIEW
formed in July 1984 and currently includes members from the cities of Encinitas, San Marcos,
Solana Beach, Vista, and the Rancho Santa Fe Fire District. An immediate advantage will be
the ability of the NCDJPA to dispatch the closest unit(s) to an emergency scene regardless of
jurisdictional boundaries. The City believes joining the NCDJPA will also improve regional
coordination, create operational efficiencies, and improve cross-jurisdictional response times
with the member agencies. The annual cost associated with being a member of the NCDJPA is
estimated to be $256,000, with the City receiving a discount of 30%, 20%, and 10% in years
one, two, and three respectively.
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 $72,000 to bring recreation class registrations into the homes of our
citizens. The plan is to implement an on-line registration system so that busy
moms, dads, seniors, and everyone else will be able to register for their
favorite City class at their computer any time of the day or night.
The budget also includes $100,000 to provide links between the Document Management
System (DMS) and the Geographic Information System (GIS). This project would allow a
person to click on the GIS map for a particular area of the City and obtain all of the engineering
documents related to that particular point. This will greatly reduce the amount of time spent by
City staff in locating and viewing documents and will ensure that they have the appropriate
plans for the work they are doing.
Customer Service
One of Council's goals is top-quality service, which means serving our customers well.
Although there are no new customer service initiatives funded in the budget this year due to
economic concerns, it does not mean that the City is not continuing its efforts to provide the best
service to our citizens and customers. There are numerous goals proposed for the 2004 fiscal
year that will enhance the service we provide without costing a lot of extra money. Some of
these include process changes so our services can be provided faster. Some involve setting
standards so the service quality can be measured and improvements made where necessary,
and others involve improving communications with our citizenry and customers so that everyone
can understand and participate in their City government. Providing opportunities for lifelong
learning is another area where no money has been added but improvements are happening.
For 2004, some funding has been shifted in the library so that the Centre De Information can be
opened longer - 11 hours more per week. This will give the Spanish-speaking community
longer access to the information provided in this very unique facility.
Cost Savings
With the emphasis this year on controlling costs, a hard look was taken at the numbers and
types of vehicles being purchased as replacements for the City's current fleet. Each vehicle
was reviewed to determine the need for replacement at this time as well as whether the
replacement could be a smaller, less costly, more fuel-efficient vehicle without hurting the
effectiveness of the program. The result of this review was that of the 58 vehicles that met the
replacement criteria outlined in Administrative Order Number 3, only 21 vehicles were selected
for replacement. Of the 21 units selected for replacement, 9 vehicles could be downsized.
B-10
2003-04 OPERATING BUDGET OVERVIEW
General Fund
Total budget for the General fund is $84.8 million, which is 2.4 % more than the previous budget
of $82.8 million. The increase is mainly due to the 2% increase given to departments in their
block budget.
GENERAL FUND EXPENDITURES
BY MAJOR SERVICE AREA
(In Millions)
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
TOTAL
BUDGET
2002-03
$ 3.7
5.4
28.4
6.2
14.1
15.1
7.4
2.5
$ 82.8
BUDGET
2003-04
$ 3.7
5.3
29.2
6.2
14.3
15.7
8.1
2.3
$ 84.8
$
CHANGE
$
(0.1)
0.8
0.2
0.6
0.7
(0.2)
$ 2.0
%
CHANGE
0.0%
-1 .9%
2.8%
0.0%
1.4%
4.0%
9.5%
-8.0%
2.4%
The Council Contingency account, which is available for unanticipated emergencies or
unforeseen program needs, is budgeted at $2.3 million, or approximately 2.5% of the 2003-04
General fund budget, which is consistent with the $2.5 million budgeted in the prior year.
During 2002-03, less than $600,000 of the contingency account was used.
Non-departmental expenses include payments for debt service, transfers to other funds, and
administrative and other expenses not associated with any one department. The increase of
approximately $600,000 is due mainly to a $563,000 transfer from the General fund to the
Information Technology fund to help fund the CAD hardware costs and a new budget of
$250,000 to fund Citywide litigation costs. Neither of these items was in the previous year's
budget. In addition, the Infrastructure Replacement fund transfer was increased by $105,000.
This amount is budgeted at about 4% of General fund revenues. The increases were offset by
$600,000, as no amount was budgeted for the transfer to the Golf Course. The Golf Course
fund has sufficient cash to fund its current obligations, so no transfer was proposed.
The remainder of the changes in the recommended General fund budget are relatively minor.
These are addressed below by Major Service Area (MSA).
• The Policy/Leadership Group includes all elected officials and the City
Manager's Office. This budget is essentially the same as last year other
than a decrease in the Communication budget, which is the result of
one-time capital outlay purchases in the prior year.
• There were minimal changes in the total budget for Administrative Services. The decline
is due to a one-time charge for a new cash management system in the previous year.
Also, note that the finance and purchasing functions have been combined and are now
shown together under Finance.
• The growth in Public Safety is due, for the most part, to increases in the block budget for
the increased safety PERS costs. Also the Fire budget had a corresponding decrease
due to a $475,000 one-time payment to pay off of the 800mHz system in the prior year.
B-12
2003-04 OPERATING BUDGET OVERVIEW
• In the Community Development area, the .1% decrease is mainly due to some one-time
costs in the previous year, offset by an increase in the amount budgeted for the
"Connecting Community, Place, and Spirit" program.
• In the Community Services area, the 1.3% increase is mainly due to the block budget
increases. In addition, as mentioned earlier, additional money has been budgeted for
the costs associated with the maintenance of the Citywide trails and the operating of
Carrillo Ranch Park.
Public Works shows an overall increase of 3.8%. This increase is from the block budget
increase as well as the additional funds added to the Parks and Facilities budgets for the
maintenance of new facilities including Carrillo Ranch Park.
• Capital outlay expenses totaling approximately $313,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10.9 million, show an increase in anticipated spending of
approximately $357,000, or 3%. Most of the increase can be attributed to the $250,000
budgeted in Police Asset Forfeiture to be used for temporary help in implementing the new
Computer-Aided Dispatch system. In addition, the Storm Water Protection Program fund
budget increased by 15%. This increase is mainly due to increased permit costs and a new
database.
Of special note is the Median Maintenance fund. This is a Citywide Landscape Maintenance
fund that collects assessments paid by property owners to pay for the maintenance of the City's
medians. Using current budget estimates for maintaining current service levels, staff anticipates
that this fund will run short of cash by approximately $150,000 by the end of fiscal year 2004.
Staff is currently evaluating the options available to Council and will be asking for Council
direction in the near future. The assessments in this District cannot be increased without a vote
of the property owners.
Enterprise funds total $31.4 million, which is an increase of $1 million, or
3.6%. The most significant change is in the Sanitation budget. The proposed
$1.3 million increase is mainly for two special projects being proposed for
fiscal year 2004. The first is $975,000 for access hole rehabilitations. This
project will clean and refurbish access holes older than 30 years, or replace if
not able to refurbish. The second project is $105,000 for flow monitoring and
video inspections. This will provide information on current flow rates and the
existing condition of the Vallecitos and Buena interceptor sewers and access holes.
As part of the ongoing financial management program, the City annually prepares five-year
forecasts for both the Water and Sanitation funds. The Water funds forecast shows that the
fund will carry some cash balances forward over the next several years as the construction of
the 4 MGD recycled water plant is completed. When that plant goes into service, the operating
requirements will be reevaluated. During this time period, no water rate increases are
anticipated.
For the Sanitation fund, the forecast shows that a rate increase in the range of 4% to 5% will
most likely be needed in the next fiscal year (2004-05) to keep the fund balance reserve within
the desired range of 40% of the Operating budget.
B-13
2003-04 OPERATING BUDGET OVERVIEW
The Internal Service funds budgets decreased in total by $1.1 million, or 7%. The Internal
Service funds are self-supporting through user charges. Changes occurred in a number of
these funds:
• The Workers' Compensation fund budget was increased by $240,000 due to rising
health care costs.
• The Health Insurance budget shows a decline of $1.6 million due to the change from the
self-insured plan to the CalPERS Health Plan, mentioned earlier under the Revenues
section. Some appropriations for self-insurance have remained in this fund to pay for
incurred but unreported claims as of fiscal year-end.
• The Vehicle Replacement fund budget varies from year to year depending on the need
for replacements. As discussed earlier, the decline in this fund was possible due to a
concentrated effort to downsize the City's fleet. A list of the requested vehicle
replacements can be found at the end of this document.
• The Information Technology fund shows an increase of $966,000 in its budget. This is
mainly due to the $853,000 budgeted in this fund for hardware for the Public Safety
Technology Plan (Computer-Aided Dispatch and related components).
The Redevelopment Agency budgets have increased by a total of $172,000 for 2003-04. This
is mainly due to additional amounts budgeted for the South Carlsbad Redevelopment Area.
Work is beginning on the master plan for the area, so more of staffs time (hence, salaries) is
being spent in this area.
SUMMARY
The City of Carlsbad has fared well from an economic viewpoint. It is evident that the planning
and foresight by the City Council and residents have provided a sound economic base for the
City. 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 continued opening and expansion
of the commercial ventures enhance Carlsbad's standing as a destination resort and give it the
revenues needed to provide quality services to the citizens and businesses. All of these events
add to the diversity and strength of Carlsbad's economic base, which will provide the funding for
additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. This year's budget reflects the
anticipated achievement of Council's vision and goals for the City. It allocates the available
funding in a manner that proactively plans for the future. This plan will provide top-quality
services to all who live, work, and play in Carlsbad.
B-14
2003-04 OPERATING BUDGET OVERVIEW
B-15
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL/GALLERY DONATIONS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
UNRESERVED
BALANCE
JULY 1,2002
70,704,317
1 ,222,294
589,178
178,085
234,229
346,287
4,296,363
276,538
118,556
917,022
16,842
1,155,880
841,814
82,730
3,773
176,540
(11,454)
1 ,080,228
225,894
4,596
92,838
1 1 ,848,233
10,353,437
1,375,404
4,602,167
4,014,828
1 ,439,035
21,784,871
1,812,090
2,877,068
679,581
(156,110)
442,227
5,610,132
2,602,706
13,867,694
1 ,739,863
1,199,704
374,801
110,228
3,424,596
$121,629,711
ESTIMATED
REVENUES
88,374,000
1,146,419
65,000
172,000
95,600
5,324,822
1 ,245,300
12,000
76,000
623,600
456,900
853,175
137,000
17,000
0
25,000
883,000
70,000
10,000
700
21 ,000
11,234,516
20,704,100
2,487,500
6,633,000
926,000
715,000
31 ,465,600
670,231
730,009
3,137,000
1,030,400
1,599,192
1 ,754,369
3,960,300
12,881,501
1,624,601
440,000
221,000
50,000
2,335,601
$146,291,218
ESTIMATED FUND
EXPENDITURES TRANSFERS
75,746,129 (35,000,000)
300,000
1,218,729
101,122
154,677
148,323
5,348,824
325,413
6,000
80,283
680,000
581,023
1 ,050,000
86,090
39,035
3,773
0
1,712,551
95,000
20,000
0
28,832
1 1 ,679,675
19,243,574
1 ,658,624
6,559,430
202,856
181,154
27,845,638
1,606,818
1,614,910
2,937,452
952,410
1,774,674
1,957,151
3,444,400
14,287,815
1,627,798 (300,000)
202,722
170,588
32,370
2,033,478
$131,592,735 ($35,000,000)
PROJECTED
RESERVED BALANCE
BALANCES JUNE 30, 2003
48,632,188
1,149,984
553,056
195,408
181,506
322,285
5,216,250
282,538
114,273
860,622
(107,281)
959,055
892,724
60,695
0
201,540
(841,005)
(1,000,000) 55,228
215,894
5,296
85,006
10,403,074
11,813,963
2,204,280
4,675,737
4,737,972
1 ,972,881
25,404,833
875,503
1,992,167
879,129
(78,120)
266,745
(6,261,350) (854,000)
(1,225,000) 1,893,606
4,975,030
1 ,436,666
1,436,982
425,213
127,858
3,426,719
($8,486,350) $92,841,844
B-16
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
PROJECTED
BALANCE
JULY 1,2003
48,632,188
1,149,984
553,056
195,408
181,506
322,285
5,216,250
282,538
114,273
860,622
(107,281)
959,055
892,724
60,695
0
201,540
(841,005)
55,228
215,894
5,296
85,006
10,403,074
11,813,963
2,204,280
4,675,737
4,737,972
1,972,881
25,404,833
875,503
1,992,167
879,129
(78,120)
266,745
(854,000)
1 ,893,606
4,975,030
1,436,666
1 ,436,982
425,213
127,858
3,426,719
$92,841 ,844
ESTIMATED
REVENUES
90,890,000
1,093,950
55,000
167,000
0
5,544,729
810,000
12,000
41,500
616,900
457,400
885,080
7,500
15,000
0
20,000
1,451,700
45,000
10,000
2,000
20,000
1 1 ,254,759
21,023,400
2,181,300
6,682,400
1,041,000
110,000
31,038,100
779,000
737,000
925,000
955,500
1 ,784,000
1 ,727,000
4,443,500
11,351,000
1 ,672,500
367,000
489,200
161,400
2,690,100
$147,223,959
ADOPTED FUND
BUDGET TRANSFERS
84,868,587 300,000
1 ,244,750
403,900
182,915
30,000
5,549,702
256,340
6,000
67,620
697,979
504,841
1,165,034
1,629
36,103
0
0
654,408
60,000
20,000
2,000
13,500
10,896,721
20,874,869
1,913,117
8,029,909
276,761
300,000
31 ,394,656
1 ,327,605
1,505,019
1,521,636
1,126,466
1 ,889,420
873,000
5,461,325
13,704,471
1,563,217 (300,000)
98,948
183,528
38,117
1,883,810
$142,748,245 $0
PROJECTED
BALANCE
JUNE 30, 2004
54,953,601
999,184
204,156
179,493
151,506
317,312
5,769,910
288,538
88,153
779,543
(154,722)
679,101
898,595
39,592
0
221,540
(43,713)
40,228
205,894
5,296
91,506
10,761,112
11,962,494
2,472,463
3,328,228
5,502,211
1,782,881
25,048,277
326,898
1,224,148
282,493
(249,086)
161,325
0
875,781
2,621,559
1 ,245,949
1 ,705,034
730,885
251,141
3,933,009
$97,317,558
B-17
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY-
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
2001-02
Zl
$22,286,368
21,660,902
8,533,329
7,494,684
2,440,387
1,193,198
63,608,868
4,675,269
1,553,137
6,228,406
1,085,819
912,391
1,998,210
570,283
750,423
1,506,944
1,212,036
1 ,264,263
715,233
6,019,182
897,533
4,537,254
2,163,257
871,957
86,324,667
PROJECTED
REVENUE
2002-03
$24,600,000
23,660,000
8,566,000
3,693,000
2,400,000
1 ,097,000
64,016,000
5,016,000
1 ,643,000
6,659,000
815,000
900,000
1,715,000
900,000
700,000
2,200,000
1 ,250,000
1,284,000
900,000
7,234,000
900,000
4,350,000
2,800,000
700,000
88,374,000
ESTIMATED
REVENUE
2003-04
$26,910,000
25,080,000
9,020,000
3,830,000
2,520,000
1,100,000
68,460,000
5,350,000
1,130,000
6,480,000
680,000
750,000
1,430,000
600,000
580,000
1 ,500,000
1,320,000
1,310,000
930,000
6,240,000
930,000
3,950,000
2,700,000
700,000
90,890,000
AS%
OF FY 02-03
PROJECTED
9.4%
6.0%
5.3%
3.7%
5.0%
0.3%
6.9%
6.7%
-31.2%
-2.7%
-16.6%
-16.7%
-16.6%
-33.3%
-17.1%
-31.8%
5.6%
2.0%
3.3%
-13.7%
3.3%
-9.2%
-3.6%
0.0%
2.9%
DIFFERENCE
2002-03 TO
2003-04
2,310,000
1 ,420,000
454,000
137,000
120,000
3,000
4,444,000
334,000
(513,000)
(179,000)
(135,000)
(150,000)
(285,000)
(300,000)
(120,000)
(700,000)
70,000
26,000
30,000
(994,000)
30,000
(400,000)
(100,000)
0
2,516,000
* Interest is calculated on an amortized cost basis.
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SPECIAL REVENUE FUNDS
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND
INTEREST
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
POLICE GRANTS
STATE GRANT
INTEREST
OP TRANS IN
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
ACTUAL
REVENUE
2001-02
I]
1,873,189
116,497
1,989,686
49,650
34,626
84,276
166,998
16,395
183,393
123,162
18,715
7,492
149,369
2,621
3,899,081
2,061
3,903,763
502,215
704,909
44,116
1,251,240
16,604
16,604
47,914
6,645
54,559
PROJECTED
REVENUE
2002-03
1,076,419
70,000
1,146,419
40,000
25,000
65,000
165,000
7,000
172,000
80,900
9,000
5,700
95,600
0
5,324,822
0
5,324,822
652,300
570,000
23,000
1 ,245,300
12,000
12,000
71,000
5,000
76,000
ESTIMATED
REVENUE
2003-04
1 ,023,950
70,000
1 ,093,950
30,000
25,000
55,000
160,000
7,000
167,000
0
0
0
0
0
5,544,729
0
5,544,729
300,000
510,000
0
810,000
12,000
12,000
37,000
4,500
41,500
AS%
OF FY 02-03
PROJECTED
-4.9%
0.0%
-4.6%
-25.0%
0.0%
-15.4%
-3.0%
0.0%
-2.9%
-100.0%
-100.0%
-100.0%
-100.0%
0.0%
4.1%
0.0%
4.1%
-54.0%
-10.5%
-100.0%
-35.0%
0.0%
0.0%
-47.9%
-10.0%
-45.4%
DIFFERENCE
2002-03 TO
2003-04
(52,469)
0
(52,469)
(10,000)
0
(10,000)
(5,000)
0
(5,000)
(80,900)
(9,000)
(5,700)
(89,900)
0
219,907
0
219,907
(352,300)
(60,000)
(23,000)
(435,300)
0
0
(34,000)
(500)
(34,500)
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
SENIOR NUTRITION(2)
GRANTS
DONATIONS
TOTAL
ACTUAL
REVENUE
2001 -02
58,042
0
493,553
82,000
633,595
3,762
444,267
0
448,029
73,612
38,500
740,655
0
852,767
50,742
2,163
52,905
4,665
23,225
27,890
110,995
97,831
208,826
PROJECTED
REVENUE
2002-03
35,000
40,500
458,100
90,000
623,600
0
422,500
34,400
456,900
46,000
38,500
703,160
65,515
853,175
37,000
100,000
137,000
3,000
14,000
17,000
0
0
0
ESTIMATED
REVENUE
2003-04
30,000
37,900
459,000
90,000
616,900
0
423,000
34,400
457,400
20,000
38,500
704,000
122,580
885,080
7,500
0
7,500
3,000
12,000
15,000
0
0
0
AS%
OF FY 02-03
PROJECTED
-14.3%
-6.4%
0.2%
0.0%
-1.1%
0.0%
0.1%
0.0%
0.1%
-56.5%
0.0%
0.1%
87.1%
3.7%
•79.7%
-100.0%
-94.5%
0.0%
-14.3%
-11.8%
0.0%
0.0%
0.0%
DIFFERENCE
2002-03 TO
2003-04
(5,000)
(2,600)
900
0
(6,700)
0
500
0
500
(26,000)
0
840
57,065
31,905
(29,500)
(100,000)
(129,500)
0
(2,000)
(2,000)
0
0
0
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SENIOR DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
CDBG ENTITLEMENT/REHAB
INTEREST
GRANT REVENUE (PRIOR YEARS)
GRANT REVENUE
TOTAL
COMMUNITY ACTIVITY GRANTS
OPERATING TRANSFER IN
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
ARTS GENERAL/GALLERY DONATIONS
INTEREST
DONATIONS
TOTAL
SISTER CITY DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2001-02
11,168
25,297
1,100
37,565
44,724
0
413,549
458,273
0
64,873
64,873
13,834
13,834
275
951
1,226
5,854
8,572
0
14,426
10,447,099
PROJECTED
REVENUE
2002-03
7,000
18,000
0
25,000
33,000
0
850,000
883,000
25,000
45,000
70,000
10,000
10,000
4,000
17,000
21,000
200
500
0
700
11,234,516
ESTIMATED
REVENUE
2003-04
6,000
14,000
0
20,000
30,000
797,700
624,000
1,451,700
0
45,000
45,000
10,000
10,000
4,000
16,000
20,000
500
1,500
0
2,000
1 1 ,254,759
AS%
OF FY 02-03
PROJECTED
-14.3%
-22.2%
0.0%
-20.0%
-9.1%
0.0%
-26.6%
64.4%
-100.0%
0.0%
-35.7%
0.0%
0.0%
0.0%
-5.9%
-4.8%
150.0%
200.0%
0.0%
350.0%
0.2%
DIFFERENCE
2002-03 TO
2003-04
(1,000)
(4,000)
0
(5,000)
(3,000)
797,700
(226,000)
568,700
(25,000)
0
0
0
0
0
(1,000)
(1,000)
300
1,000
0
1,300
20,243
B-21
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
NON-JURISDICTIONAL FEES
STATE GRANT
TOTAL
GOLF COURSE
TRANSFER FROM GENERAL FUND
MISCELLANEOUS
INTEREST
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2001 -02
J
13,674,059
3,483,988
1 ,540,750
123,080
98,873
167,547
771 ,099
30,203
241,979
185,084
173,974
608,705
21,099,341
1,136,209
78,248
380,184
582,862
10,171
2,187,674
5,818,201
15,000
44,306
273,210
41,059
368,143
0
6,559,919
230,600
224,122
24,870
256,204
23,323
759,119
0
183,729
125,181
308,910
30,914,963
PROJECTED
REVENUE
2002-03
13,740,600
3,600,000
1,656,300
120,000
105,000
200,000
525,000
30,200
300,000
179,000
158,000
90,000
20,704,100
1,244,700
84,000
489,800
625,000
44,000
2,487,500
5,936,000
28,000
55,000
290,000
55,000
257,000
12,000
6,633,000
185,000
232,000
35,000
440,000
34,000
926,000
600,000
0
115,000
715,000
31,465,600
ESTIMATED
REVENUE
2003-04
14,058,000
3,683,100
1,672,800
116,400
107,100
200,000
428,000
30,200
309,000
173,600
153,200
92,000
21,023,400
1,291,000
85,700
548,700
211,000
44,900
2,181,300
6,073,100
28,800
55,900
298,700
56,100
157,600
12,200
6,682,400
180,000
225,000
20,000
586,000
30,000
1,041,000
0
0
110,000
110,000
31,038,100
AS%
OF FY 02-03
PROJECTED
2.3%
2.3%
1 .0%
-3.0%
2.0%
0.0%
-18.5%
0.0%
3.0%
-3.0%
-3.0%
2.2%
1.5%
3.7%
2.0%
12.0%
-66.2%
2.1%
-12.3%
2.3%
2.9%
1.6%
3.0%
2.0%
-38.7%
1 .7%
0.7%
-2.7%
-3.0%
-42.9%
33.2%
-11.8%
12.4%
-100.0%
0.0%
-4.4%
(1)
-1.4%
DIFFERENCE
2002-03 TO
2003-04
317,400
83,100
16,500
(3,600)
2,100
0
(97,000)
0
9,000
(5,400)
(4,800)
2,000
319,300
46,300
1,700
58,900
(414,000)
900
(306,200)
137,100
800
900
8,700
1,100
(99,400)
200
49,400
(5,000)
(7,000)
(15,000)
146,000
(4,000)
115,000
(600,000)
0
(5,000)
(605,000)
(427,500)
B-22
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL/REIMS.
TOTAL
RECORDS MANAGEMENT
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OPERATING TRANSFER IN
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL PROJECTED
REVENUE REVENUE
2001-02 2002-03
108,587 70,000
536,690 600,231
186,964 0
832,241 670,231
176,949 115,000
737,160 600,009
10,300 15,000
924,409 730,009
40,529 37,000
2,712,833 3,100,000
2,753,362 3,137,000
0 0
788,100 1,030,400
174,202 0
962,302 1,030,400
1,444,199 1,481,192
25,963 18,000
103,196 100,000
1,573,358 1,599,192
1 ,398,984 1 ,464,369
321,918 250,000
185,102 40,000
1 ,906,004 1 ,754,369
154,031 125,000
3,646,212 3,835,300
0 0
3,800,243 3,960,300
12,751,919 12,881,501
ESTIMATED
REVENUE
2003-04
29,000
750,000
0
779,000
87,000
650,000
0
737,000
3,000
922,000
925,000
0
955,500
0
955,500
1 ,675,000
9,000
100,000
1 ,784,000
1 ,467,000
260,000
0
1 ,727,000
79,000
3,801,500
563,000
4,443,500
11,351,000
AS%
OF FY 02-03
PROJECTED
-58.6%
25.0%
0.0%
16.2%
-24.4%
8.3%
-100.0%
1 .0%
-91 .9%
-70.3%
-70.5%
0.0%
-7.3%
0.0%
-7.3%
13.1%
-50.0%
0.0%
-36.9%
0.2%
4.0%
• -100.0%
-1.6%
-36.8%
-0.9%
0.0%
12.2%
-11.9%
DIFFERENCE
2002-03 TO
2003-04
(41 ,000)
149,769
0
108,769
(28,000)
49,991
(15,000)
6,991
(34,000)
-100.0%
(2,212,000)
0
(74,900)
0
(74,900)
193,808
(9,000)
0
184,808
2,631
10,000
(40,000)
(27,369)
(46,000)
(33,800)
563,000
483,200
(1,530,501)
B-23
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
REDEVELOPMENT FUNDS
VILLAGE OPERATIONS/ DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
ADMINISTRATIVE FEES
INTEREST
OTHER
OPERATING TRANSFER IN
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS / DEBT SERVICE
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2001 -02
17,054
1,489,901
0
108,746
15,516
0
1,631,217
372,475
109,542
0
482,017
376,202
20,492
50,000
446,694
125,145
4,428
125,145
2,685,073
PROJECTED
REVENUE
2002-03
17,685
1,488,000
42,616
72,300
4,000
0
1,624,601
332,000
108,000
0
440,000
131,000
10,000
80,000
221 ,000
44,000
6,000
50,000
2,335,601
ESTIMATED
REVENUE
2003-04
17,600
1,517,000
43,000
60,000
34,900
0
1 ,672,500
339,000
28,000
0
367,000
475,000
14,200
0
489,200
156,400
5,000
161,400
2,690,100
AS%
OF FY 02-03
PROJECTED
-0.5%
2.0%
0.9%
-17.0%
772.5%
0.0%
3.0%
2.1%
-74.1%
0.0%
-16.6%
262.6%
42.0%
-100.0%
2
255.5%
-16.7%
222.8%
15.2%
DIFFERENCE
2002-03 TO
2003-04
(85)
29,000
384
(12,300)
30,900
0
47,899
7,000
(80,000)
0
(73,000)
344,000
4,200
(80,000)
268,200
112,400
(1,000)
1 1 1 ,400
354,499
TOTAL OPERATING $143,123,721 $146,291,218 $147,223,959 0.6% $932,741
B-24
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
HUMAN RESOURCES
RECORDS MANAGEMENT (2)
TOTAL ADMINISTRATIVE SERVICES
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
PLANNING
BUILDING
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
2000-01
ACTUALS
J
233,983
969,130
218,613
98,558
775,468
114,675
2,410,427
499,413
1,889,971
1,081,139
1,261,230
4,731 ,753
13,841,267
9,556,920
23,398,187
466,232
262,476
133,875
2,246,992
1 ,738,257
4,847,832
6,266,112
645,654
3,409,515
366,497
10,687,778
2001-02
ACTUALS
272,275
1 ,080,772
246,248
280,226
939,657
114,341
2,933,519
386,758
2,157,099
1,461,503
0
4,005,360
14,957,749
10,293,823
25,251,572
329,304
273,199
226,252
2,813,766
1,766,613
5,409,134
6,938,523
554,206
3,994,199
401,419
11,888,347
2002-03
ESTIMATED
EXPENDITURES (1)
279,220
1,137,204
629,901
309,200
921,277
148,916
3,425,718
510,655
2,495,000
1,552,340
0
4,557,995
16,205,716
11,488,128
27,693,844
408,220
244,102
223,692
2,819,460
1,672,614
5,368,088
7,955,809
628,097
3,919,787
718,115
13,221,808
2002-03
ADOPTED
BUDGET
298,551
1,129,967
864,593
303,076
952,336
165,638
3,714,161
714,140
2,706,868
1 ,963,843
0
5,384,851
16,971,861
11,450,059
28,421,920
480,810
305,658
250,132
3,267,587
1 ,873,526
6,177,713
8,059,193
710,195
4,558,457
736,425
14,064,270==^^^=
2003-04
ADOPTED
BUDGET
305,953
1,162,763
780,71 1
309,137
971 ,382
168,950
3,698,896
710,648
2,601,498
2,028,938
0
5,341,084
17,646,410
11,595,742
29,242,152
636,600
31 1 ,772
183,735
3,230,939
1 ,809,656
6,172,702
8,162,232
711,739
4,681,588
697,114
14,252,673
%INCR (DEC)
02-03 BUD
TO
03-04 BUD
2.5%
2.9%
-9.7%
2.0%
2.0%
2.0%
-0.4%
-0.5%
-3.9%
3.3%
0.0%
-0.8%
4.0%
1 .3%
2.9%
32.4%
2.0%
-26.5%
-1.1%
-3.4%
-0.1%
1.3%
0.2%
2.7%
-5.3%
1.3%
B-25
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
PUBLIC WORKS
PUBLIC WORKS ADMIN
ENGINEERING
FACILITIES MAINTENANCE
PARK MAINTENANCE
STREET MAINTENANCE
TRAFFIC SIGNAL MAINT
TOTAL PUBLIC WORKS
NON-DEPARTMENTAL
COMMUNITY PROMOTION
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
MISC / TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MANAGEMENT INCENTIVE PAY
LEGAL SERVICES
OTHER
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
2000-01
ACTUALS
488,41 1
4,328,569
2,068,387
2,562,460
2,041,517
743,564
12,232,908
370,279
0
0
82,583
800,000
255,619
40,993
106,400
15,073
3,000,000
600,000
4,300,000
0
0
0
61,529
9,632,476
67,941,361
0
67,941,361
2001-02
ACTUALS
492,064
4,312,623
2,145,904
2,692,390
2,272,808
584,348
12,500,137
308,798
0
65,235
83,400
800,000
285,775
46,386
1,302
13,923
3,000,000
0
1,500,000
1,873,190
0
0
17,421
7,995,430
69,983,499
0
69,983,499
2002-03
ESTIMATED
EXPENDITURES (1)
739,866
5,613,693
2,468,486
2,815,181
2,406,625
652,811
14,696,662
332,160
0
11,235
83,400
800,000
315,000
50,000
0
13,800
3,500,000
600,000
0
1,076,419
0
0
0
6,782,014
75,746,129
0
75,746,129
2002-03
ADOPTED
BUDGET
807,075
5,266,844
2,692,076
3,205,497
2,504,087
685,355
15,160,934
363,000
36,000
11,235
85,849
800,000
325,000
62,400
0
58,400
3,500,000
600,000
0
1,076,419
500,000
0
0
7,418,303
80,342,152
2,500,000
82,842,152
2003-04
ADOPTED
BUDGET
800,032
5,210,161
2,803,465
3,532,676
2,611,249
776,198
15,733,781
509,100
36,000
0
85,849
800,000
332,000
72,150
563,000
35,400
3,605,000
0
0
1,263,800
575,000
250,000
0
8,127,299
82,568,587
2,300,000
84,868,587
%INCR (DEC)
02-03 BUD
TO
03-04 BUD
-0.9%
-1.1%
4.1%
10.2%
4.3%
13.3%
3.8%
40.2%
0.0%
-100.0%
0.0%
0.0%
2.2%
15.6%
0.0%
-39.4%
3.0%
-100.0%
0.0%
17.4%
15.0%
100.0%
0.0%
9.6%
2.8%
-8.0%
2.4%
B-26
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
SPECIAL REVENUE FUNDS
STORM WATER PROTECTION PGM
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
LIBRARY STATE GRANTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENIOR NUTRITION (3)
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GEN/GALLERY DONATIONS
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT (2)
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2000-01
ACTUALS
0
36,497
146,268
79,929
3,185,288
176,351
8,873
21,024
299,837
547,653
529,532
843,737
7,176
19,199
210,762
87,860
524,192
49,351
22,808
2,860
38,537
6,837,734
17,874,678
1,315,999
6,018,104
260,656
144,330
25,613,767
952,286
792,113
2,343,084
0
1,566,803
1,079,331
2,937,523
9,671,140
2001-02
ACTUALS
767,391
5,724
286,734
180,975
3,867,573
185,874
9,875
30,537
0
642,800
533,901
882,780
25,809
19,087
207,044
35,557
477,163
57,714
34,144
15
58,120
7,541 ,426
18,892,192
1 ,476,399
6,498,962
215,720
168,967
27,252,240
1,093,092
1,373,974
2,464,031
969,761
1,640,651
1,179,122
3,631,939
12,352,570
2002-03
ESTIMATED
EXPENDITURES (1)
1,218,729
101,122
154,677
148,323
5,348,824
325,413
6,000
80,283
0
680,000
581 ,023
1 ,050,000
86,090
39,035
3,773
0
1,712,551
95,000
20,000
0
28,832
1 1 ,679,675
19,243,574
1 ,658,624
6,559,430
202,856
181,154
27,845,638
1,606,818
1,614,910
2,937,452
952,410
1 ,774,674
1,957,151
3,444,400
14,287,815
2002-03
ADOPTED
BUDGET
1,076,419
65,000
347,541
0
5,335,989
255,163
12,000
95,307
0
727,159
577,780
1,139,441
1,590
31,632
0
0
769,892
60,500
20,000
4,000
20,000
10,539,413
21,113,828
1,904,416
6,768,912
223,410
300,000
30,310,566
1,083,799
1 ,487,459
3,083,952
1,182,687
1,823,291
1,667,000
4,495,634
14,823,822
2003-04
ADOPTED
BUDGET
1 ,244,750
403,900
182,915
30,000
5,549,702
256,340
6,000
67,620
0
697,979
504,841
1,165,034
1,629
36,103
0
0
654,408
60,000
20,000
2,000
13,500
10,896,721
20,874,869
1,913,117
8,029,909
276,761
300,000
31 ,394,656
1 ,327,605
1,505,019
1 ,521 ,636
1,126,466
1,889,420
873,000
5,461,325
13,704,471
%INCR (DEC)
02-03 BUD
TO
03-04 BUD
15.6%
521 .4%
-47.4%
100.0%
4.0%
0.5%
-50.0%
-29.1%
0.0%
-4.0%
-12.6%
2.2%
2.5%
14.1%
0.0%
0.0%
-15.0%
-0.8%
0.0%
-50.0%
-32.5%
3.4%
-1.1%
0.5%
18.6%
23.9%
0.0%
3.6%
22.5%
1 .2%
-50.7%
-4.8%
3.6%
-47.6%
21.5%
-7.6%
B-27
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HSNG
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
2000-01
ACTUALS
2,221,511
74,014
33,807
0
2,329,332
2001-02
ACTUALS
2,102,507
45,170
63,072
19,345
2,230,094
2002-03
ESTIMATED
EXPENDITURES (1)
1 ,627,798
202,722
170,588
32,370
2,033,478
%INCR (DEC)
2002-03
ADOPTED
BUDGET
1,501,860
89,692
97,512
22,906
1,711,970
2003-04
ADOPTED
BUDGET
1,563,217
98,948
183,528
38,117
1,883,810
02-03 BUD
TO
03-04 BUD
4.1%
10.3%
88.2%
66.4%
10.0%
TOTAL OPERATING FUNDS 112,393,334 119,359,829 131,592,735 140,227,923 142,748,245 1.8%
(1) Estimated expenditures may exceed Adopted budget since they include prior year budget carryforwards.
(2) Records Management was converted to an Internal Service fund in 2001-02.
(3) Senior Nutrition Grant was moved to the General fund in 2002-03.
B-28
LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
':;-&fv ;#
PROGRAM:
FUND:
PROGRAM GROUP:
POLICY AND LEADERSHIP GROUP
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
1 ,570,075
806,257
34,095
2,410,427
14.75
0.50
2001-02
ACTUAL
1,722,362
1,175,316
35,841
2,933,519
14.75
0.50
2002-03
BUDGET
2,148,680
1,485,481
80,000
3,714,161
17.50
0.00
2003-04
BUDGET
2,254,312
1,444,584
0
3,698,896
17.50
0.00
Communications
21%
City Treasurer
5%
City Attorney
26%
City Council
City Clerk
8%
City Manager
32%
B-29
PROGRAM:
FUND:
PROGRAM GROUP:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCT NO. 0010110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
167,610
66,373
0
233,983
1.00
0.00
2001-02
ACTUAL
181,710
90,565
0
272,275
1.00
0.00
2002-03
BUDGET
191,988
106,563
0
298,551
1.00
0.00
2003-04
BUDGET
185,710
120,243
0
__ 305,953
1.00
0.00
PROGRAM GROUP DESCRIPTION:
As the legislative body of the City, the City Council establishes the policies and regulatory ordinances under which
the City operates. The City Council has defined goals and objectives to guide the allocation of City resources to
meet the needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Meeting Attendance
• Prepare for and attend City Council meetings, as well as various regional committee and community meetings.
Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence.
KEY GOALS FOR 2003-2004:
Top-Quality Services
• Be a city that provides exceptional services on a daily basis.
Transportation/Circulation
• Provide and support a safe and efficient transportation system that moves goods, services, and people through
Carlsbad.
Balanced Community Development
• Be a city that connects community, place, and spirit, through balanced and well-designed land uses.
Parks/Open Space/Trails
• Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address
citizen needs that are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Water
• Ensure, in the most cost-effective manner, water reliability to the maximum extent practicable, to deliver high-
quality potable and reclaimed water incorporating drought-resistant community principles.
Environmental Management
• Be an environmentally sensitive community by focusing on: clean storm water, sewage collection and treatment,
solid waste, and cost-effective and efficient use of energy, including alternative energy sources.
Financial Health
• Pursue and implement proactive strategies that provide and manage fiscal resources effectively.
Communication
• Ensure that community members, Council, and staff are well informed, leading to a more responsive
government and a high level of citizen confidence in government.
Learning
• Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
None.
B-30
PROGRAM:
FUND:
PROGRAM GROUP:
CITY CLERK
GENERAL
CITY CLERK ACCT NO. 0010210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
10,456
85,360
2,742
98,558
0.00
0.00
2001-02
ACTUAL
1 1 ,363
268,863
0
280,226
0.00
0.00
2002-03
BUDGET
13,010
290,066
0
303,076
0.00
0.00
2003-04
BUDGET
13,218
295,919
0
309,137
0,00
0.00
PROGRAM GROUP DESCRIPTION:
The City Clerk is the City's Elections Official, Legislative Administrator, and Records Manager. As Elections
Official, the City Clerk administers State and local procedures through which local government representatives are
selected. The Clerk assists candidates in meeting their legal responsibilities before, during, and after an election.
As a Legislative Administrator, the City Clerk assists in the decision-making process of the local legislature. The
Clerk prepares the legislative agenda, verifies that legal notices have been posted and published, and completes
necessary arrangements so that the City Council may conduct an effective meeting.
As Records Manager, the City Clerk oversees the preservation and protection of the public record. By statute, the
Clerk is required to maintain and index the Minutes, Ordinances, and Resolutions adopted by the legislative body.
The Clerk also ensures that records are readily available for the public.
The City Clerk is an elected position.
SIGNIFICANT CHANGES:
None.
B-31
PROGRAM:
FUND:
PROGRAM GROUP:
CASH MANAGEMENT
GENERAL
CITY TREASURER ACCT NO. 0010310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
61,257
53,418
0
114,675
0,75
0.00
2001-02
ACTUAL
68,266
46,075
0
114,341
0.75
0.00
2002-03
BUDGET
70,888
94,750
0
2003-04
BUDGET
77,040
91,910
0
165,638| 168,950
0.75
0.00
0.75
0.00
MISSION STATEMENT:
The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad
and all of its agencies including, among others, the Carlsbad Municipal Water District and the Carlsbad
Redevelopment Agency.
PROGRAM ACTIVITIES:
Cash Management
• Develop projections of cash receipts and cash expenditures from various City and external sources.
• Maintain records of cash receipts and cash disbursements into the Treasury.
• Retrieve daily on-line bank 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 Management
• Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for
approval. Incorporate in the Investment Policy any changes in the City's financial requirements that affect
investments. Ensure compliance with the California Government Code.
• Develop and maintain a pool of investments for the City and its agencies.
• Research daily the financial markets and the financial forecasts.
• Determine daily the type of investments that should be made, considering the current cash position and financial
markets. Determine the dollar amount of the investment and the desired maturity date.
• Solicit telephone bids from approved financial institutions/brokers for available investments.
• Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange
for payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made.
• Maintain record for all investments and investment income.
• Reconcile the custodian's monthly report of investments held with Treasury records.
• Arrange for collateral contracts as required.
B-32
PROGRAM: CASH MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310
PROGRAM ACTIVITIES (continued):
Reporting and Oversight
• Develop and present to the City Council monthly reports of investment activities.
• In a timely manner, disclose to the City Council any information that could potentially threaten the safety and
liquidity of the investment pool.
• Develop and present to the City Council annual reports summarizing and analyzing the financial markets and
the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal
years to provide perspective.
• Develop investment data for the City's Comprehensive Annual Financial Report.
• Develop investment data for the City's annual financial audit conducted by an independent auditor.
• Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter,
or more frequently as needed.
WORKLOAD STATISTICS: (Est)
FY 2000 FY2001 FY2002 FY2003
• Portfolio Balance (millions of $) 323 367 389 410
• Number of Investments in Portfolio 1,712 1,734 1,455 1,300
Investment Activity 220 266 280 251
(transactions per month)
• Number of Checks Cleared 14,639 14,010 14,648 14,805
KEY GOALS FOR 2003-04:
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:
None.
B-33
PROGRAM:
FUND:
PROGRAM GROUP:
CITY MANAGER
GENERAL
CITY MANAGER ACCT NO. 0011010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
689,626
248,151
31,353
2001-02
ACTUAL
730,197
342,779
7,796
2002-03
BUDGET
769,646
360,321
0
2003-04
BUDGET
808,713
354,050
0
969,130[ 1,080,772^ 1,129,967| 1,162,763
6.00
0.00
6.00
0.00
6.00
0.00
6.00
0.00
PROGRAM GROUP DESCRIPTION:
The City Manager's Office houses the general administrative function of the City. The department's budget includes
the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services
Major Service Area), and the related support staff. The City Manager is generally responsible for the achievement of
the organization's goals that support the City Council's strategic goals.
PROGRAM ACTIVITIES:
Financial
• Promote sound financial practices and a balanced revenue expenditure basis.
Administration
• Provide timely and reasonable responses to citizens and customers.
Policy Development
• Assist the City 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 2003-2004:
Top-Quality Services
• Be a city that provides exceptional services on a daily basis.
Transportation/Circulation
• Provide and support a safe and efficient transportation system that moves goods, services, and people through
Carlsbad.
Balanced Community Development
• Be a city that connects community, place, and spirit, through balanced and well-designed land uses.
Parks/Open Space/Trails
• Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address
citizen needs that are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
B-34
PROGRAM: CITY MANAGER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
KEY GOALS FOR 2003-04 (continued)
Water
• Ensure, in the most cost-effective manner, water reliability to the maximum extent practicable, to deliver high-
quality potable and reclaimed water incorporating drought-resistant community principles.
Environmental Management
• Be an environmentally sensitive community by focusing on: clean storm water, sewage collection and treatment,
solid waste, and cost-effective and efficient use of energy, including alternative energy sources.
Financial Health
• Pursue and implement proactive strategies that provide and manage fiscal resources effectively.
Communication
• Ensure that community members, Council, and staff are well informed, leading to a more responsive
government and a high level of citizen confidence in government.
Learning
• Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
None.
B-35
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATION
GENERAL
COMMUNICATION ACCT NO. 0011012
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
218,613
0
218,613
1.00
0.00
2001-02
ACTUAL
0
235,737
10,511
246,248
1.00
0.00
2002-03
BUDGET
395,984
388,609
80,000
864,593
2.75
0.00
2003-04
BUDGET
412,941
367,770
0
780,711
2,75
0.00
PROGRAM GROUP DESCRIPTION:
The Communications Manager is responsible for helping coordinate the dissemination of information regarding
various City programs. The Communications Manager position and its related costs are housed in the City
Manager's Office, which is responsible for the general administrative functions of the City.
PROGRAM ACTIVITIES:
Customer Service
• Provide the citizens and customers of Carlsbad with more comprehensive information regarding services and
opportunities available throughout the City.
KEY GOALS FOR 2003-04:
Top-Quality 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 a comprehensive approach to Citywide communications. Assist in implementing the City Council's
Communication Strategic Goal.
SIGNIFICANT CHANGES:
None.
B-36
PROGRAM:
FUND:
PROGRAM GROUP:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCTNO. 0011210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
641,126
134,342
0
775,468
. 6.00
0,50
2001-02
ACTUAL
730,826
191,297
17,534
939,657
6.00
0.50
2002-03
BUDGET
707,164
245,172
0
952,336
7.00
0.00
2003-04
BUDGET
756,690
214,692
0
971,382
7.00
0.00
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council's goals to:
• Ensure the effective and efficient delivery of top-quality services to our community through the City Council.
• Develop and implement proactive strategies to ensure the financial health of the community and the City.
• Integrate a comprehensive and efficient transportation system, recognizing Carlsbad's essential role in the
region, with quality-of-life-centered land use decisions.
• Enhance educational opportunities for all segments of the community.
PROGRAM 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 2003-04:
Top-Quality Services
To provide quality and timely legal advice to all elected and appointed City officials and all major service areas,
assisting them in making sound legal decisions to carry out the goals of the City Council including:
• Develop a strategic plan for the City Attorney's Office.
• Implement creative legal methods to accomplish strategic and operational goals.
• Offer education and training on relevant law to City staff.
• Manage litigation so that risk/exposure is reduced or minimized to an acceptable level.
SIGNIFICANT CHANGES:
None.
B-37
B-38
M. jHBBfcUf, af^^u jT* ifc
* • *«'; *
tvs • tV
POLICY AND LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
,•» . ' *> |»
, - >?*%
00MMIDNITY DEVEHOeMENm
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATIVE SERVICES
VARIOUS
ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
4,225,249
7,778,816
139,692
12,143,757
63,00
1,60
2001-02
ACTUAL
4,670,291
9,146,047
116,368
13,932,706
64.00
2.50
2002-03
BUDGET
5,046,706
11,544,776
542,100
2003-04
BUDGET
5,510,100
9,826,783
1,421,552
17,133,582[ 16,758,435
66,00
3,75
66,00
3.75
Information
Technology
35%
Records
Management
7%
Health
Insurance
9%
Admin.
4%
Risk
Management
9%
Finance
16%
Human
Resources
12%
Workers'
Comp.
8%
B-39
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
ADMINISTRATIVE SERVICES ACCTNO. 0011110-12
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
215,197
239,626
44,590
499,413
2,00
0.00
2001-02
ACTUAL
223,433
163,325
0
386,758
2.00
0.00
2002-03
BUDGET
239,790
429,350
45,000
714,140
2.00
0.00
2003-04
BUDGET
249,396
461,252
0
710,648
2.00
0.00
PROGRAM GROUP DESCRIPTION:
The Administrative Services Director provides leadership and coordination for the Administrative Services
departments that form the support structures for the City of Carlsbad. This budget includes the cost for the
Administrative Services Director and related support staff, special projects supporting organizational development,
and certain special purpose programs and studies. Additionally, funding for the Strategic Change Team, a diverse
group of City employees that works with the City's Leadership Team on ways to improve the organization, falls in this
area.
The Administrative Services departments include Finance, Human Resources, Information Technology, Records
Management, and Risk Management. These departments share a common goal of providing top-quality services to
an assorted range of internal and external customers.
The goals of these departments focus on the creation of systems and structures that support the top-quality service,
fiscally responsible management of our resources, employee development and learning, streamlining processes and
procedures, and construction of the infrastructure that serves the citizens of Carlsbad. More information on the
goals, achievements, workload statistics, and programs within each Administrative Services department can be
found on the following budget summary pages.
KEY GOALS FOR 2003-04:
• The Administrative Services Director is responsible for assisting each department in the accomplishment of its
goals. The Director's primary role is to remove roadblocks, coordinate department efforts, deal with competing
priorities, assist with resource allocation, and provide leadership and support for Administrative Services staff.
• The Director is responsible for furthering employee development, workplace improvement, and communication
through implementation of the Experience Carlsbad program, supporting the employee development teams, and
supporting the respectful workplace and safe workplace education efforts.
• As a member of project teams, the Director is responsible for the creation of financing programs that support the
City's capital improvement efforts, including major road projects, water projects, parks, open space, and trails.
• As part of the Leadership Team, the Director is the spokesperson for Administrative Services issues with the top
leadership of the City. With the other members of the Leadership Team, the Director is responsible for the
creation of an organization that can carry out the City Council's policy direction.
SIGNIFICANT CHANGES:
None.
B-40
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE ACCTNO. 0011310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FIE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SEWER ENTERPRISE
TOTAL FUNDING
2000-01
ACTUAL
1,534,182
727,932
14,856
2001-02
ACTUAL
1,701,644
837,860
12,145
2002-03
BUDGET
1,853,898
1,268,170
0
2003-04
BUDGET
2,085,896
990,902
0
2,276,970| 2,551,649| 3,122,068| 3,076,798
27.00
0,50
1,889,970
227,000
160,000
27.00
: 1.50
2,157,099
236,730
157,820
28.00
2.50
2,706,868
242,700
172,500
28.00
2.50
2,601,498
332,700
142,600
2,276,970] 2,551,649| 3,122,068| 3,076,798
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other's differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Long-Range Financial Planning and Budget Management
• Prepare ten-year operating forecasts incorporating various "what if scenarios to facilitate decision-making for
the City Council and City departments.
• Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council's goals.
• Perform bi-annual review of all City fees and annual review of the cost allocation plan.
• Monitor and report on revenues and expenditures monthly to ensure budgetary integrity and facilitate effective
decision-making.
General Accounting and Reporting
• Accurately bill, collect, record, and report all City revenues.
• Prepare checks for City employees and for service and commodity suppliers.
• Prepare and maintain finance records and documents including the Comprehensive Annual Financial Report in
conformity with generally accepted accounting principles and applicable legal and contractual provisions.
• Monitor City debt issues to ensure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
• Perform in-house internal control reviews as needed.
Assessment District/Community Facilities 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.
• Provide administration of CFDs and assessment districts as required by formation documents and State law.
Purchasing
• Issue and manage formal bid and quotation processes including publishing Public Works contracts, maintaining
plan logs, and managing the bidding process.
• Develop and administer joint agency contracts, annual commodity and service contracts.
Receiving. Messenger, and Mail Services
• Act as shipping and receiving for the Faraday Administration Center.
• Purchase and distribute office supplies for City departments.
• Direct disposal of surplus and lost/unclaimed Police property.
• Collect outgoing City mail and apply postage. Sort and distribute all incoming City mail.
B-41
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE
PAGE TWO
ACCTNO. 0011310
WORKLOAD AND PERFORMANCE INDICATORS:
Average number of days to issue Monthly Financial
Status Report
Awards received for CAFR
Awards received for Annual Budget
Number of business licenses processed
Number of account payable/payroll checks processed
Number of electronic payroll checks issued
Outstanding debt issues administered
FY 2000
19
CSMFO/GFOA
Excellence:
Operating and
Capital
6,214
24,628
12,204
$81 million
FY 2001
16
CSMFO/GFOA
Excellence:
Operating and
Capital
6,300
27,283
14,407
$77 million
FY 2002
13
Not Available
Distinguished
Budget
Presentation
7,199
24,825
15,141
$71 million
Number of purchase orders issued
Dollar amount of purchase orders issued
Pieces of mail processed
FY 2000
1,703
$38,627,055
124,507
FY 2001
1,626
$48,197,538
157,482
FY 2002
1,529
$46,557,451
171,258
KEY ACHIEVEMENTS FOR 2002-03:
• Improved forecasting techniques for revenues and expenditures in the City's General fund to provide more
accurate forecasts.
• Determined the future needs of the City's lighting and landscape districts and investigated options.
• Studied alternatives for financing the costs of the storm water program and made recommendation.
• Reduced costs for storage and warehousing by over $50,000 per year by consolidating facilities and
implementing direct paper shipments.
• Negotiated and obtained approval of acquisition agreements to acquire certain key road segments upon the
completion by the developers.
• Implemented new reporting standards for the City resulting in a more informative document for users of the
City's financial statements (according to Governmental Accounting Standards Board Statement No. 34)
KEY GOALS FOR 2003-04:
Top-Quality Services
• Increase the number of cashiering sites available to our customers, provide more timely information, and
streamline processes through the implementation of a Citywide cash management and reporting system.
• Enhance customer service to City employees by improving access to salary and benefit information and
streamlining the payroll process.
Transportation/Circulation
• Assist in creating financing plans that will allow for the development of key road segments throughout the City.
Financial Health
• Ensure continued financial health of the City through developing a balanced budget plan for the next five years.
This includes a review of the City's revenue base as well as analyzing the future operating costs for the City.
• Establish purchasing systems and structures that support the accomplishment of the City's mission while
ensuring that the City is receiving best value on all of its purchases of goods and services.
• Ensure the integrity of the City's accounting system and the protection of the City's assets through the
implementation of an internal audit program.
B-42
PROGRAM: FINANCE PAGE THREE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
SIGNIFICANT CHANGES:
The finance and purchasing functions were shown separately in previous years. These functions are now combined
under this program.
B-43
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES ACCTNO. 0011510 THRU 0011550
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
607,169
472,387
1,583
2001-02
ACTUAL
659,672
794,300
7,531
2002-03
BUDGET
703,520
1,253,323
7,000
1,081,139| 1,461,503| 1,963,843
8.00
0.50
9.00
0.50
9,00
0.75
2003-04
BUDGET
772,825
1,256,113
0
2,028,938
9.00
0.75
MISSION STATEMENT:
People are our priority...We take care of the people who take care of Carlsbad.
PROGRAM ACTIVITIES:
Recruitment, Selection, Staffing
• Balance the competing interests of conducting internal and external recruitments.
• Assist departments in job design/redesign efforts to make job classifications more flexible (Public Works job
classifications).
• Update job classifications to keep current with new requirements (certification for Water Department
classifications).
• Target specific community populations for non-traditional jobs ("home-grown" recruiting in local schools for
Police Department talent).
• Implement improved employee selection processes.
• Work with the Finance Department to clarify the mission/vision for the Purchasing Division.
Volunteer/Community Coordinator Responsibilities
• Incorporate the duties of the volunteer/community coordinator into the Human Resources Department and
facilitate the organized deployment of volunteers into various City departments.
• Conduct a volunteer fair to expose City employees to internal and external volunteer opportunities.
Employee Development
• Continue to provide job-centered training and employee development opportunities for employees. Focus in the
areas of effective supervision, leadership, and career advancement.
• Develop supervisor's training manual to supplement supervisory training efforts.
• Provide opportunities to practice newly acquired skills on the job (cross-training, job rotation, job shadowing,
mentorships, internships, etc.).
• Obtain a system to efficiently manage and organize the City's employee development efforts (Learning
Management System).
• Participate on Citywide team to set a vision for a City training facility.
Human Resources Revenue Generation
• Develop relationships with educational institutions in the area and develop employee development partnerships
with other agencies.
• Open up our employee development classes to "paying customers" from other governmental agencies and/or to
companies in the surrounding area if classes are not full.
• Serve on Citywide Budget Forecast team.
Work/Life Balance
• Continue to promote lunchtime "brown-bag" wellness seminars on various topics.
• Partner with the SCT to explore opportunities for on-site childcare.
• Serve as a model for flexible staffing arrangements (job sharing, flexible work hours, etc.).
B-44
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES
PAGE TWO
ACCT NO. 0011510 THRU 0011550
Performance Management and Compensation
• Increase the capability of supervisors to deliver constructive feedback to employees.
• Research alternatives to the current performance appraisal form used to evaluate CCEA-represented
employees.
• Audit the Performance Management and Compensation System for management employees to ensure salaries
are competitive in the San Diego survey market and rewards are equitably delivered.
Improve Employee Relations and Employee Alignment with the Organization's Goals
• Continue to serve on Citywide customer service committee.
• Continue to improve internal Human Resources systems and processes.
• Add dependents to the Human Resources database.
• Provide cross-training to Human Resources staff.
• Improve communications about retirement options.
• Conduct audit of employee benefit programs (HR BPR).
• Institute labor/management forum.
• Begin to update sections of the Personnel Rules to provide consistency with other internal documents.
• New timecard reporting module implemented on the IFAS system.
Plan for Significant Increase in Retirements
• Succession Planning:
o Provide best-practices template/process for MSA's to use.
• Transfer institutional knowledge from future retirees to existing staff ("Carlsbad Alumni" program).
Five Year Recruitment Trend
0)(/>
8
fin
0)
o"o 9n
29
48
'22
64
ptl
52
17
56
41
67
—
98-99 99-2000 2000-01 2001-02 2002-03
D Promotions/Transfers
D New Hires
Fiscal Year
WORKLOAD STATISTICS.
Measures for Classification/ FY 02-03
Compensation Review
Number of classification descriptions 10
revised/created
Number of positions reviewed 16
Measures for Recruitment
Number of applicants processed 2,963
Number of recruitments processed 63
Number of eligibles on employment list 338
Number of new hires 67
Number of promotions/transfers 41
** Average recruitment cycle time: 42.8 working days.
(For period between: 07/01/01 and 06/30/02.)
KEY ACHIEVEMENTS FOR 2002-03:
• Developed a strategic plan that allows the Human Resources Department to continually identify and implement
opportunities for improvement.
• Developed 10-year forecast for personnel costs.
• Created and promoted organization-wide recognition events for employees including: Dunk N' Run, Employee
Appreciation Month, Taste of International Food Fest, Health Expo, Professional Growth Day, and the Education
Fair.
• Completed negotiations with CCEA for a five-year contract and with CPOA for a two-year extension.
• Expanded the Employee Development program to include a catalog, a training calendar, a measurement
system, and a Citywide team of training liaisons.
• Continued to provide job-centered training and employee development opportunities for employees, focused in
the areas of effective supervision, leadership, and career advancement.
• Transitioned CCEA employees to the CalPERS health system.
• Created a beneficiary database and report to remind employees whom they designated as beneficiaries of their
City benefits.
• Provided 12 HR IS IN sessions, monthly opportunities for a one-on-one session with a Deferred Compensation
specialist, and a Benefits Newsletter to help employees understand their City-sponsored benefits.
B-45
PROGRAM: HUMAN RESOURCES PAGE THREE
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
KEY ACHIEVEMENTS FOR 2002-03 (continued):
• Streamlined Resource Center processes to improve customer service, and increase automation and accuracy
via technology.
• Processed 2963 applicants, 63 recruitments, 67 new hires, 25 promotions, and 16 reclassifications.
• Amended City policy to extend paid benefits for employees serving in active military duty.
• Assisted departments in job design/redesign efforts to make job classifications more flexible.
• Updated job classifications to keep current with new requirements (Certification for Water Department
Classifications).
• Implemented improved employee selection processes and aligned employee selection processes with the Core
Competencies.
• Enhanced the Human Resources website with job opportunity subscription service.
• Teamed with the Fire Department to develop a Succession Planning Model and a Succession Planning Action
Plan.
• Met and conferred with CCEA on an updated Drug and Alcohol Policy for Commercial Drivers and processed
the new policy as an administrative order.
KEYGOALS FOR 2003-04:
Top-Quality Services
• Audit employee benefits (excluding health and retirement). Develop training program for employees that results
in an increased knowledge and understanding of their benefits.
• Enhance customer service by improving access to payroll information and streamlining the payroll process.
• Develop a resource to effectively orient new supervisors to HR services and systems.
• Produce updated Personnel Rules and Municipal Code that comply with current practices and applicable law.
• Enhance Police Officer recruiting process through a strategic plan designed to improve the quality and diversity
of Police Department applicants.
• Develop staffing options aimed at utilization of retirees to support alternative staffing throughout the
organization.
Learning
• Implement Employee Development Plan Citywide.
• Implement basic features of a Citywide Learning Management System to support the Employee Development
Program.
• Vision for a comprehensive City training facility/facilities.
SIGNIFICANT CHANGES:
None.
B-46
PROGRAM:
FUND:
PROGRAM GROUP:
WORKERS' COMPENSATION
SELF INSURANCE
WORKERS' COMPENSATION ACCTNO. 6111520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
71,836
880,450
0
952,286
1.00
- 0.00
2001-02
ACTUAL
88,452
1 ,004,640
0
2002-03
BUDGET
95,152
988,647
0
2003-04
BUDGET
92,901
1,234,704
0
1 ,093,092 1 1 ,083,799 1 1 ,327,605
too
0.00
1.00
0.00
1,00
0.00
MISSION STATEMENT:
People are our priority...We promote the development, well-being, and success of employees and the organization.
PROGRAM ACTIVITIES:
Workers' Compensation Claims and Administration
• This fund is utilized to provide payment for medical, indemnity, and defense expenses incurred as the result of
occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses.
PERFORMANCE MEASURE:
• Average lost days per claim = 3.6 (for the period of 07/01/02 - 01/01/03).
KEY GOALS FOR 2003-04:
Top-Quality Services
• Continue to improve systems to accurately capture and track occupational disability leave, monitor lost days of
work, share data with management, and make recommendations to reduce the number of days an employee is
out of the workplace.
SIGNIFICANT CHANGES:
AB 749 became effective 01/01/03. This bill contains benefit increases for employees who receive workers'
compensation benefits. As a result of this bill, workers' compensation premiums and insurance rates have
increased.
B-47
PROGRAM:
FUND:
PROGRAM GROUP:
RISK MANAGEMENT
GENERAL LIABILITY SELF-INSURANCE
RISK MANAGEMENT ACCT NO. 6121930
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
149,712
642,400
0
2001-02
ACTUAL
154,818
1,219,156
0
792,112| 1,373,974
2.00
0.50
2-00
0.50
2002-03
BUDGET
186,073
1,301,386
0
1,487,459
2.00
0.50
2003-04
BUDGET
197,490
1,307,529
0
1,505,019
2,00
0.50
PROGRAM GROUP DESCRIPTION:
Risk Management administers the funding of the self-insured and insured portions of the program; manages the
administration of property and general liability claims; works in conjunction with the City Attorney's Office and outside
counsel to monitor, control, and resolve litigated matters; and provides training for various departments to minimize
the risk of future losses.
PROGRAM ACTIVITIES:
Litigation Management
• The fund is used for settlements, costs, and defense expenses incurred as the result of general liability claims
against the City, and for related administration and insurance expenses. Risk Management works with the City
Attorney's Office and outside counsel to monitor, control, and resolve litigated matters in the areas of property,
casualty, and general liability.
Insurance/Self-Insurance
• Directs the marketing, renewal, planning, and funding of the insured and self-funded portions of the program;
administers the general liability self-insurance funds.
Claims Management
• Directs and administers the claims management program for property, casualty, and general liability by using 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 2002-03:
• Developed a service - lateral responsibility policy.
• Implemented the records retention program.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Development of a Citywide Learning Management System.
• Homeland Security Assessment - Water Facilities.
SIGNIFICANT CHANGES:
None.
B-48
PROGRAM:
FUND:
PROGRAM GROUP:
HEALTH INSURANCE
INTERNAL SERVICE
HUMAN RESOURCES ACCTNO. 6131520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS :
HOURLY/FTE POSITIONS
2000-01
ACTUAL
53,885
2,289,199
0
2,343,084
0.00
0.00
2001-02
ACTUAL
54,410
2,409,621
0
2,464,031
0.00
0.00
2002-03
BUDGET
57,452
3,026,500
0
3,083,952
0.00
: 0.00
2003-04
BUDGET
81,343
1 ,440,293
0
1,521,636
0.00
0.00
MISSION STATEMENT:
People are our priority...We promote the development, well-being, and success of employees and the organization.
PROGRAM ACTIVITIES:
This fund is used to pay dental, vision, and life insurance premiums for all employees and the $16 PERS retiree
contribution.
SIGNIFICANT CHANGES:
As a result of the negotiation process, the CCEA bargaining unit will be moving from the self-insured plan to Cal
PERS Health Plan. Premiums will be paid directly to CalPERS thus they are not budgeted in this fund.
B-49
PROGRAM:
FUND:
PROGRAM GROUP:
RECORDS MANAGEMENT
INTERNAL SERVICE
RECORDS MANAGEMENT ACCTNO. 6141610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
436,582
745,985
78,663
1,261,230
,8,00
0.00
2001-02
ACTUAL
488,448
458,819
22,493
969,761
8,00
0.00
2002-03
BUDGET
522,700
651,987
8,000
1,182,687
8.00
0.00
2003-04
BUDGET
530,918
584,048
1 1 ,500
1,126,466
8.00
0.00
PROGRAM DESCRIPTION:
The Records Management Department is responsible for developing and implementing Citywide records
management and document management programs, and is tasked with maintaining City records in an identifiable
and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information.
The Records Management Department also provides staff support for the City Clerk.
PROGRAM ACTIVITIES:
Records Management
• Continue implementation of the Citywide Records Management Program and Document Management System
(DMS).
• Maintain City records in an identifiable and accessible manner in fulfillment of public, legal, and historical
requirements for preserving and storing information.
Administrative Support Activities
• Provide staff support for City Clerk functions such as elections, the Public Records Act, noticing, processing
documents for recordation, and updating the Municipal Code.
• Assist the public and City staff by providing information such as minutes, agendas, ordinances, resolutions,
deeds, and other critical documents.
KEY ACHIEVEMENTS FOR 2002-03:
• Improved communication and access to information through the application of available technologies, such as
providing current agendas and agenda bills on the Internet.
• Improved access to, and management of, City documents through the further implementation of the DMS, and
completed phase three, which expanded functionality and increased the number of users.
• Continued implementation of the Records Management Program to organize City records.
KEY GOALS FOR 2003-04:
• Final implementation phase of Records Management Program to organize City records.
• Continued and enhanced use of Document Management System (providing documents, maps, and plans in
electronic format).
SIGNIFICANT CHANGES:
None.
B-50
PROGRAM:
FUND:
PROGRAM GROUP:
INFORMATION TECHNOLOGY
INTERNAL SERVICE
INFORMATION TECHNOLOGY ACCTNO. 6401710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
1,156,686
1 ,780,837
0
2,937,523
15.00
0.00
2001-02
ACTUAL
1,299,414
2,258,326
74,199
3,631,939
15.00
0.00
2002-03
BUDGET
1,388,121
2,625,413
482,100
4,495,634
16,00
0.00
2003-04
BUDGET
1,499,331
2,551,942
1,410,052
5,461,325
16.00
0.00
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through technology.
PROGRAM ACTIVITIES:
Computer Support Services
• Ensure that all City computers remain operational with minimum downtime.
• Guarantee availability and security of City network computer resources available to both staff and the public.
• Provide support for all standard City applications.
• Ensure that the City is receiving best value for technology goods and services provided by outside vendors.
Telecommunication Support Services
• Ensure that the City's telecommunication network and its associated equipment remain operational with
minimum downtime.
• Provide the necessary support for all telephone and data communication equipment.
New Systems Support
• Meet the information needs of the users and encourage the appropriate use of computers and communication
technology to increase productivity and enhance communication.
• Increase citizen access to City services through the use of technology.
WORKLOAD STATISTICS:
IT Help Desk Services
Average number of help tickets opened per month
Total number of help tickets opened for the year
Percentage of users rating information technology services as excellent
Percentage of priority-one calls resolved within 45 minutes (benchmark)
Percentage of priority-two calls resolved within 180 minutes (benchmark)
KEY ACHIEVEMENTS FOR 2002-03:
CY/2002
561
6,739
96%
85%
95%
Deployed 250 new and upgraded 250 existing PC's to Windows 2000.
Integrated the ITGC process into the organization to ensure appropriate review of proposed technology
solutions.
Enhanced the City of Carlsbad web site by providing:
o Subscription Service - Patrons can subscribe to 58 published documents and receive e-mail
notification when the documents have been updated.
o On-Line Employment - Complete employment information was made available on-line, including job
descriptions, salary schedules, and benefits information.
B-51
PROGRAM: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCTNO. 6401710
KEY ACHIEVEMENTS FOR 2002-03 (continued):
• Expanded the use of the Request for Action system by increasing the number of staff using the system, as well
as the types of issues that can be tracked.
• Streamlined network user and group management by implementing technology to synchronize our multiple
directories.
• Assisted in acquisition and implementation of the Maintenance Management System for the Streets
Department.
• Improved public access to the Document Management System (DMS) by providing access to certain document
classes via the Internet.
• Participated in the selection of a new library automation system.
• Selected a new help desk provider.
• Upgraded voice systems at Harding, Housing, and Oak Street sites.
• Selected and implemented a standard report writer for Citywide use.
KEY GOALS FOR 2003-04:
• Establish a plan to provide access to critical electronic data in the event of a disaster.
• In conjunction with the Library, enhance Library technology services through the installation a new library
automation system.
• Increase application performance and expand data storage capacity by replacing the City's primary application
server.
• Expand service to the public by implementing an online registration and facility reservation system.
• Improve management of electronic records stored in primary business applications by further development of
electronic records retention schedules.
• Increase Internet access speed and improve reliability by the addition of second Internet connection.
• Improve internal email manageability and reliability by consolidating email services.
SIGNIFICANT CHANGES:
Capital Outlay budget includes $853,000 for computer-aided dispatch hardware.
B-52
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
150-1310
GENERAL FUND
Non-Departmental
Community Promotion
Community Contributions
Beach Parking
Hiring Center
Dues and Subscriptions
Property Tax, LAFCO, & Other Admin. Fees
Legal Services
Misc Expenditures
Total Non-Departmental Expenditures
Transfers
Golf Course Contribution
Hosp Grove Debt Service
Infrastructure Replacement Fund
Loan to Storm Water Program
Management Incentive Pay
Transfer to Capital Improvement Program
Transfer to IT fund for CAD System Hardware
Misc / Transfers Out
Total General Fund Transfers
Council Contingencies
Contingencies (Adopted budget)
GENERAL FUND TOTAL
2000-01
ACTUAL
$370,279
0
0
82,583
40,993
270,692
0
61,529
826,076
600,000
800,000
3,000,000
0
0
4,300,000
0
106,400
8,806,400
4,300,000
$13,932,476
2001-02
ACTUAL
$308,798
65,235
0
83,400
46,386
299,698
0
17,421
820,938
0
800,000
3,000,000
1,873,190
0
1,500,000
0
1,302
7,174,492
3,987,320
$11,982,750
ADOPTED
BUDGET
$363,000
11,235
36,000
85,849
62,400
383,400
0
0
941 ,884
600,000
800,000
3,500,000
1,076,419
500,000
0
0
0
6,476,419
2,500,000
$9,918,303
ADOPTED
BUDGET
$509,100
0
36,000
85,849
72,150
367,400
250,000
0
1 ,320,499
0
800,000
3,605,000
1,263,800
575,000
0
563,000
0
6,806,800
2,300,000
$10,427,299
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants 49,351 57,714 60,500 60,000
B-53
B-54
HA \ '
"- * '•> w
v
, , ,
'OPERATING- BUDGETUMMAR
*;#*,.. .'"
^POLICY AND LJEADERSHIP GROUP •' '
ADMINISTRATIVE SERVICES
•%f^
#?"% :»'
,-.<W>
gQMMIUNITOfSERVICES
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
18,557,392
4,750,252
353,237
2001-02
ACTUAL
20,068,706
5,100,595
555,686
2002-03
BUDGET
21 ,477,379
6,553,027
804,056
2003-04
BUDGET
23,338,562
6,386,405
134,000
23,660,881 1 25,724,987] 28,834,462| 29,858,967
217.75
2.43
222.75
2.65
229.75
3.67
227.75
4.27
B-55
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE
GENERAL
POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL Tiyg POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
10,731,244
3,169,108
203,609
14,103,961
138,00
, 1.43
2001-02
ACTUAL
1 1 ,689,003
3,411,069
331 ,092
15,431,164
143,00
1.65
2002-03
BUDGET
13,018,758
4,209,645
156,000
17,384,403
150.00
2,50
2003-04
BUDGET
14,067,998
4,110,927
84,300
18,263,225
148.00
3.10
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:
2002 Average Response Times
Priority one calls are those in which there is an
immediate threat to life or property. Our goal is to
respond to all priority one calls in an average of six
minutes or less. Priority one calls made up less than
one percent of our total call volume in 2002. 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 2002 to the
lowest priority call was approximately 24 minutes.
0 5 10 15 20 25
MINUTES
Pr/o1 -
2
3
rity #
6.0
,tl'sr •
23,7
2002 Citizen Satisfaction
In an effort to provide the best service possible to the
community, the Carlsbad Police Department has
been surveying victims of crime since 1991. This
survey helps the department measure satisfaction
and obtains feedback from citizens who have had
contact with our department. Over 4,000 responses
have been received to date.
1
Poor
3
Good
911 Dispatcher
Patrol Officers
Detectives
Records
Administration
4.5
4.6
4.4
4.5
4.4
4 5
Excellent
B-56
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE
GENERAL
POLICE
PAGE TWO
SUMMARY
PERFORMANCE/WORKLOAD MEASURES (continued):
Crime
The Police Department measures crime with
the FBI index crimes. FBI index crimes include
homicide, rape, robbery, aggravated assault,
burglary, larceny/theft, and motor vehicle theft.
40
30
20
1 0
0 4
31 .0
28.2
25.1
22.3 23-4
1998 1999 2000 2001 2002
FBI Index Crimes per 1,000 Population
KEY ACHIEVEMENTS FOR 2002-03:
• Reduced the total number of vehicle collisions in Carlsbad by 11% in 2002 compared to 2001. This decrease
included reductions in both injury and non-injury accidents.
• Provided public access to the Megan's Law Department of Justice web site at the Carlsbad Safety Center.
Citizens are now able to easily access sex offender information on-line.
• Increased citizens' availability to information about police services with new communication tools such as a free
police news subscription service as well as neighborhood crime statistics via the City of Carlsbad web page.
• Analyzed short-term and long-term staffing, equipment, technology, and facilities needs for the Police
Department.
• Developed a facility site report and conceptual plan for a new police shooting range.
• Conducted a thorough review and update of Police Department directives.
• Installed new "Livescan" technology that replaced the old inked fingerprinting with computerized, digitized
fingerprinting that takes only seconds to send to the Department of Justice instead of days.
• Participated in a full-scale terrorism exercise at the Encina Water Pollution Control Facility. Approximately 75
City and Encina staff members participated in the exercise to increase coordination between the City's
Emergency Operations Center and field responders, while simulating a terrorist attack at the facility.
• Helped to address the growing problem of high-tech identity theft by contributing a full-time investigator to the
newly formed regional task force for identity theft.
• Continued to move forward with plans to replace our computer-aided dispatch system and expand
communications and technology available to officers in the field.
• Helped improve the safety of local children by providing "Lock-Down Training" for the first time ever to school
district personnel.
• Conducted truancy, skateboarding, tobacco, alcohol, and curfew sweeps. A first-ever tobacco controlled buy
operation was conducted to reduce the availability of cigarettes to minors in an effort to reduce teen smoking.
• Analyzed risk and claims to minimize potential City liability and trained police staff on risk reduction.
• Added lasers to the lethal force alternatives inventory.
• Entered into a grant-funded pilot project giving officers in the field wireless access to law enforcement
information via a hand-held device or laptop computer.
B-57
PROGRAM: POLICE PAGE THREE
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
KEY GOALS FOR 2003-04:
Top-Quality Service
• Enhance critical incident management capabilities of the Tactical Response Team and the Crisis
Negotiation Team.
• Improve the property and evidence system.
• Improve the level of service delivered to our citizens and employees regarding our complaint investigation
process.
• Improve police response and information capabilities through implementation of a new computer-aided
dispatch and mobile computer system.
• Improve response times with beat realignment.
Communication
• Enhance our ability to identify, investigate, and prevent criminal activity in the community by working with
other City departments.
Learning
• Improve computer crime inquiry capabilities of patrol officers and communicators.
B-58
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
323,563
591,989
0
2001-02
ACTUAL
322,779
629,583
0
2002-03
BUDGET
310,807
1,024,546
0
2003-04
BUDGET
332,119
755,313
0
915,552| 952,362| 1,335,353| 1,087,432
3.00
0.00
3.00
0.00
3.00
0.00
3.00
0.00
WORK PROGRAM:
Develop and administer functions and programs that support the City's and the Police Department's statement of
values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Programs
• Develop and manage programs that reduce crime, encourage citizen participation, and improve community
safety.
Organization
• Assist staff with individual and group development.
Division Support
• Provide support to divisions to assist with meeting goals.
Leadership
• Provide department staff with the knowledge and training necessary to carry out the department's mission.
SIGNIFICANT CHANGES:
Decrease in Maintenance and Operation budget is due to transfer of contingency funds to help fund other police
programs.
B-59
PROGRAM:
FUND:
PROGRAM GROUP:
FIELD OPERATIONS
GENERAL
POLICE ACCT NO. 0012120
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
4,927,952
679,149
95,896
5,702,997
59.00
0,00
2001-02
ACTUAL
5,343,636
673,413
49,540
6,066,589
60.00
0.00
2002-03
BUDGET
5,499,226
728,052
46,000
6,273,278
62.00
0.00
2003-04
BUDGET
6,134,608
764,340
1,800
6,900,748
63,00
0.23
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.
Reports
• Take reports including crime, arrest, collisions, incident, citation, and field interview.
Response Time
• Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS:
Calls for Service
Cases
Average Priority One Response
(in minutes)
CY1999
67,284
8,338
5.2
CY2000
64,366
8,381
5.1
CY2001
68,798
9,050
5.7
CY2002
66,713
9,527
6.0
SIGNIFICANT CHANGES:
One DARE officer was transferred to Field Operations due to decreased school district requests for DARE services.
B-60
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
GENERAL
POLICE ACCT NO. 0012121-23, 2125, 2142
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
971,551
304,575
10,058
1,286,184
13-00
0.50
2001-02
ACTUAL
1,091,874
323,607
75,190
1,490,671
14.00
0.50
2002-03
BUDGET
1,399,963
390,397
55,500
1,845,860
16.00
0.50
2003-04
BUDGET
1,486,570
415,037
46,800
1 ,948,407
16.00
0.34
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 Program
• Provide support to the members of the Police Department and help enhance community safety and security
through education and crime prevention.
Reserve Program
• Provide assistance to the patrol and traffic functions, as well as other divisions within the department by
assignment as transport, cover, or working with officers.
Lagoon 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 fear 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 PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE ACCTNO. 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.
Lagoon 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:
CY1999 CY2000 CY2001 CY2002
Injury collisions per mile of roadway 1.27 1.26 1.4 1.36
Number of volunteer hours contributed 14,736 15,355 14,497 N/A
Hours contributed by reserve officers 1,491 1,448 1,661 N/A
SIGNIFICANT CHANGES:
None.
B-62
PROGRAM:
FUND:
PROGRAM GROUP:
CANINE
GENERAL
POLICE ACCTNO. 0012124
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
344,336
85,273
0
429,609
4,00
0,00
2001-02
ACTUAL
372,841
83,506
0
456,347
4,00
0.00
2002-03
BUDGET
374,242
84,140
0
458,382
4.00
0.00
2003-04
BUDGET
411,633
92,618
0
504,251
4.00
0.00
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate
hidden suspects while providing greater officer safety through the use of trained police dogs.
PROGRAM ACTIVITIES:
• Enforce laws throughout the City.
• Provide canine coverage on each patrol watch.
• Patrol remote areas using 4x4 vehicles.
• Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of police
canine teams.
SIGNIFICANT CHANGES:
None.
B-63
PROGRAM:
FUND:
PROGRAM GROUP:
INVESTIGATIONS/FIELD EVIDENCE
GENERAL
POLICE ACCT NO. 0012126-2130
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
880,022
187,869
0
1,067,891
11.00
0.50
2001-02
ACTUAL
1,004,033
214,228
27,324
1,245,585
12.00
0.50
2002-03
BUDGET
1,098,242
203,820
0
2003-04
BUDGET
1,187,024
217,959
0
1,302,062 1 1,404,983
12.00
-'.; too
12.00
0.95
WORK PROGRAM:
Investigations
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process property
and evidence.
Field Evidence
Collect and process evidence collected in the field by police employees. Evidence may include fingerprints,
photographs, plaster casting, bodily fluids, and other items.
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
Property Recovery Rate
SIGNIFICANT CHANGES:
None.
CY1999
45%
21%
26%
CY2000
56%
19%
38%
CY2001 CY2002
60%
20%
38%
47%
16%
27%
B-64
PROGRAM:
FUND:
PROGRAM GROUP:
VICE/NARCOTICS
GENERAL
POLICE ACCTNO. 0012131
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
367,070
76,196
44,091
487,357
4.00
0.00
2001-02
ACTUAL
478,287
105,268
26,086
609,641
4,00
0,00
2002-03
BUDGET
565,798
80,705
0
646,503
4.00
0,00
2003-04
BUDGET
611,659
91,445
0
703,104
4.00
0.00
WORK PROGRAM:
Enforce the laws relating to vice and narcotics violations. Identify and assist in the prosecution of those responsible
for the use, distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those
responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities.
WORKLOAD STATISTICS:
Felony and Misdemeanor Arrests
SIGNIFICANT CHANGES:
CY1999
179
CY2000
117
CY2001
230
CY2002
305
Includes overtime for tactical response team training and operations.
B-65
PROGRAM:
FUND:
PROGRAM GROUP:
YOUTH/SCHOOL PROGRAMS
GENERAL
POLICE ACCT NO. 0012132,41,43
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
444,023
93,770
26,149
563,942
8.00
0.30
2001-02
ACTUAL
415,565
128,366
0
543,931
6.00
0.50
2002-03
BUDGET
502,667
163,735
0
666,402
6.00
0.50
2003-04
BUDGET
463,379
130,315
0
593,694
5.00
0.32
WORK PROGRAM:
Police School Resource Officers
Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among
students, citizens, and educators.
Juvenile Diversion
Provide juvenile diversion services and programs to all age levels of youth within the City of Carlsbad, both
delinquent and pre-delinquent, and within and prior to the criminal justice system.
PROGRAM ACTIVITIES:
Police School Resource Officers
• Maintain order and enforce laws on school campuses located within the City of Carlsbad.
• Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement in general.
• Conduct follow-up investigations on juvenile and school-related crime.
• Serve as a resource for school safety preparedness.
SIGNIFICANT CHANGES:
The DARE position has been transferred to the Field Operations Division due to a decrease in school district DARE
requests.
B-66
PROGRAM:
FUND:
PROGRAM GROUP:
PROPERTY AND EVIDENCE/RECORDS
GENERAL
POLICE ACCTNO. 0012133,2145
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
uni IDI v/r*re DnQiTirMiic
2000-01
ACTUAL
311,784
54,675
554
367,013
7.00
A -11
2001-02
ACTUAL
325,281
51,514
998
377,793
7.00
A 4K
2002-03
BUDGET
366,573
66,965
0
433,538
7.00
n nn
2003-04
BUDGET
393,686
62,730
0
456,416
7.00
. n RA
WORK PROGRAM:
Property and Evidence
Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by
the department.
Records
Provide processing, filing, and maintenance of all department law enforcement official records; responsible for data
entry into the ARJIS system and for statewide reporting of crime information; responsible for public reception,
information, and fingerprinting services for the public.
PROGRAM ACTIVITIES:
Property and Evidence
• Physically maintain and accurately track all property and evidence.
• Return property to lawful owners.
• Dispose of property according to law.
Records
• Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports.
WORKLOAD STATISTICS:
CY1999
8,338
CY2000
8,381
CY2001
9,050Police Cases
SIGNIFICANT CHANGES:
Part-time hours have been added to process Livescan fingerprint requests for the public.
CY2002
9,527
B-67
PROGRAM:
FUND:
PROGRAM GROUP:
FAMILY SERVICES
GENERAL
POLICE ACCTNO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FT E POSITIONS
2000-01
ACTUAL
350,550
7,476
0
2001-02
ACTUAL
321,979
16,278
0
2002-03
BUDGET
379,558
25,600
0
2003-04
BUDGET
412,005
27,000
0
358,026) 338.257L 405,1 58| 439,005
4,00
0.00
4.00
0.00
4.00
0.00
4.00
0.00
WORK PROGRAM:
Provide follow-up investigation leading to the identification and apprehension of persons responsible for the
commission of crimes relating to juvenile offenders, juvenile victims, and domestic violence incidents. Provide
coordination of the criminal justice process as it relates to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
• Investigate and follow up on crime and incident reports as they relate to all phases of the family.
• Assist in the coordination of diversion, prevention, and education activities offered by the department such as
DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and
mentoring at-risk youth.
SIGNIFICANT CHANGES:
None.
B-68
PROGRAM:
FUND:
PROGRAM GROUP:
TASK FORCE
GENERAL
POLICE ACCTNO. 0012135
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
314,666
0
0
314,666
3*00
0.00
2001-02
ACTUAL
292,641
4,551
0
297,192
3.00
0,00
2002-03
BUDGET
373,196
13,610
29,000
2003-04
BUDGET
419,331
21,725
0
415,806) 441,056
4.00
o;oo
4.00
: . 0.00
WORK PROGRAM:
Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto
Theft Task Force, Narcotics Task Force, and ID Theft Task Force.
SIGNIFICANT CHANGES:
None.
B-69
PROGRAM:
FUND:
PROGRAM GROUP:
SUPPORT OPERATIONS
GENERAL
POLICE ACCTNO. 0012140
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
452,361
908,854
2,280
2001-02
ACTUAL
462,362
1,040,067
0
2002-03
BUDGET
511,073
1,243,545
4,000
2003-04
BUDGET
548,959
1,205,150
0
1,363,495| 1,502,429| 1,758,618| 1,754,109
; ,• . 6,00
0.00
6.00
0.00
6.00
0.50
6.00
: 0.50
WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination, and personnel
recruitment and hiring.
PROGRAM ACTIVITIES:
• Coordinate all department training.
• Recruit new employees.
• Organize testing programs and conduct POST mandated pre-employment investigations.
• Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer
network.
SIGNIFICANT CHANGES:
None.
B-70
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATIONS CENTER
GENERAL
POLICE ACCTNO. 0012144
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
900,296
82,960
1,279
984,535
16.00
0.00
2001-02
ACTUAL
992,596
84,342
0
1,076,938
16.00
0.00
2002-03
BUDGET
1,290,372
139,030
1,500
1 ,430,902
18,00
0.00
2003-04
BUDGET
1,282,000
131,205
0
1,413,205
18.00
0.26
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:
CY1999 CY2000 CY2001 CY2002
Police Calls for Service 67,284 64,366 68,798 66,713
SIGNIFICANT CHANGES:
None.
B-71
PROGRAM:
FUND:
PROGRAM GROUP:
VARIOUS
ASSET FORFEITURE
POLICE ACCTNO. 1212110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
270
28,553
7,674
2001-02
ACTUAL
3,533
2,189
0
2002-03
BUDGET
7,000
38,000
20,000
2003-04
BUDGET
210,000
158,200
35,700
36,497| 5,722| 65,000| 403,900
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets.
SIGNIFICANT CHANGES:
Included in the 2003-04 appropriation is funding for temporary help during the implementation of the new computer-
aided dispatch system, a vehicle for the special events coordinator, state-recommended training for the tactical
response team, K-9 equipment, a photo line-up color printer, lethal force alternatives munitions, minor modifications
for the hostage rescue vehicle, and reconfiguration of the watch commander's office and patrol field equipment
room.
B-72
PROGRAM:
FUND:
PROGRAM GROUP:
BICYCLE PATROL
COPS GRANT
POLICE ACCTNO. 123XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
142,800
3,468
0
146,268
2.00
0.00
2001-02
ACTUAL
256,286
15,824
14,622
286,732
4.00
0.00
2002-03
BUDGET
340,041
7,500
0
347,541
4.00
0.00
2003-04
BUDGET
175,025
7,890
0
182,915
: 2.00
0.00
WORK PROGRAM:
This is the seventh year the City has received funding from the Citizen's Option for Public Safety (COPS). The City
Council approved the Police Department's request to use these funds for the continued hiring of two full-time officers
for assignment to the year-round bicycle patrol. The bicycle patrol members patrol the beach and downtown areas
as well as other areas as required for special enforcement.
PROGRAM 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:
Deletion of two Police Officer positions that were previously paid with COPs grant funds.
B-73
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE GRANTS
SPECIAL REVENUE
POLICE ACCTNO. 124-125XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
64,301
15,628
2001-02
ACTUAL
5,310
38,333
137,332
2002-03
BUDGET
0
0
0
79,929| 180,975| 0
0,00
0.00
0.00
0.00
0.00
0,00
2003-04
BUDGET
0
30,000
0
30,000
0.00
0.00
WORK PROGRAM:
The Local Law Enforcement Block Grant (LLEBG) program is funded through the Department of Justice. This is the seventh
year that Carlsbad has requested and received funding. These are one-time funds to be used only to enhance, and not
replace, law enforcement budgets within specific program areas. A 10% cash match is required.
The California Law Enforcement Equipment Program (CLEEP) provides one-time funds that can be used only to enhance, not
replace, law enforcement budgets for the purchase of high-technology equipment. This is the third year that Carlsbad has
received these funds.
SIGNIFICANT CHANGES:
None.
B-74
PROGRAM:
REFUND:
PROGRAM GROUP:
FIRE
GENERAL
FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FT! POSITIONS
2000-01
ACTUAL
7,826,148
1,581,144
149,628
9,556,920
79.75
1.00
2001-02
ACTUAL
8,379,703
1,689,526
224,594
10,293,823
79,75
1.00
2002-03
BUDGET
8,458,621
2,343,382
648,056
11,450,059
79.75
1.17
2003-04
BUDGET
9,270,564
2,275,478
49,700
11,595,742
79.75
1.17
PROGRAM GROUP DESCRIPTION:
The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in
safeguarding lives, property, and our environment. We measure our success in accomplishing our mission through
customer surveys, comparative analysis, operational effectiveness, and goal accomplishment.
WORKLOAD STATISTICS:
Paramedic Satisfaction Survey
Percentage Good/Excellent
Total Incidents By Year
Response Time
Competence
Courtesy
I I
Transportation
I I I I
(As rated on a five-point scale of
very poor, poor, fair, good, and excellent.)
1998 1999 2000 2001 2002
Customer Service Ratings: The above chart
shows our customer satisfaction level for
emergency medical services for fiscal year
2001-02. The results show that our paramedics
continue to live up to the department's standard
for treating all patients as we would want our
own family treated.
Incidents & Response Times: The Fire
Department reached the scene of priority one
incidents 79% of the time in five minutes or less.
This did not achieve our goal of arriving on scene
in five minutes or less 90% of the time.
B-75
PROGRAM: FIRE PAGE TWO
REFUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
KEY ACHIEVEMENTS FOR 2002-03:
• Became a member of the North County Dispatch JPA for fire dispatching services.
• Coordinated a multi-casualty drill at Legoland with over 70 participants from eight agencies.
• Completed construction of temporary fire training props at the Calavera Wastewater Treatment Plant.
• Put into service one new Seagraves fire engine.
• Published a Fiftieth Anniversary book on the history of the Fire Department.
• Held a First Anniversary Remembrance Ceremony in honor of those who died from the terrorist attacks on
September 11, 2001.
• Launched two new public education programs: Sparky the Fire Dog and Watch the Water campaign.
• Assisted in developing new regional standards and training protocols for ladder and ventilation standards.
KEY GOALS FOR 2003-04:
• Develop a Fire Department Strategic Plan.
• Integrate the North County Dispatch JPA Records Management System into the Fire Department's operations.
• Develop a Fire Department Five-Year Budget Plan and explore potential revenue generation opportunities.
B-76
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
321,922
365,984
34,561
722,467
••• . 3.75
0,00
2001-02
ACTUAL
404,856
383,328
2,599
790,783
3.75
0.00
2002-03
BUDGET
339,593
836,109
556,456
1,732,158
3.75
0.00
2003-04
BUDGET
374,540
687,410
0
1,061,950
3.75
0.00
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination
Provide program direction and planning for all divisions.
• Implement and support Fire Department specific values, mission, and vision.
• Support and facilitate department managers in accomplishing their goals.
• Facilitate team-building programs for all members of the management team.
• Promote increased communications and participation at all levels within the department.
Planning
Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire
services.
Continue to oversee the implementation of the department's strategic plan.
Monitor development under the Growth Management Program as it related to the relocation of Fire Stations 3 and 6.
Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
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:
Decrease in Maintenance and Operation budget is due to transfer of contingency funds to fund other fire programs.
B-77
PROGRAM:
FUND:
PROGRAM GROUP:
EMERGENCY OPERATIONS
GENERAL
FIRE ACCTNO. 0012220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
7,096,237
1,013,885
94,975
8,205,097
71 .00
0,00
2001-02
ACTUAL
7,625,911
1,067,704
221,995
8,915,610
TfiOO
0.00
2002-03
BUDGET
7,624,930
1,198,405
90,000
8,913,335
71,00
0.00
2003-04
BUDGET
8,398,492
1 ,264,942
49,700
9,713,134
71.00
0.00
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emergency Response
Maintain an effective fire and medical emergency response system throughout the City.
• Maintain fire apparatus, equipment, and facilities at a high level of readiness.
• Maintain a response time of five minutes or less, 90% of the time, to priority one fire and medical calls for
service.
Training
Provide all safety personnel appropriate training in order to enhance their personal safety as well as services
provided to citizens.
• Provide 20 hours of training to all shift personnel on a monthly basis.
• Train personnel to meet individual and company performance standards.
• Provide 24 hours of annual EMS continuing education to all field personnel.
Service
Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness.
• Engine companies to participate in public education programs, special community events, and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
None.
B-78
PROGRAM:
FUND:
PROGRAM GROUP:
PREVENTION
GENERAL
FIRE ACCT NO. 0012225
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
407,989
44,840
20,092
472,921
5.00
1.00
2001-02
ACTUAL
348,936
32,258
0
381,194
5.00
1.00
2002-03
BUDGET
494,098
50,690
0
2003-04
BUDGET
497,532
61,920
0
544,788 1 559,452
5.00
....... .j 1?
5.00
1.17
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 Engineering
Provide code enforcement occupancy inspections in existing public buildings and those under construction.
Provide training and administrative support for engine company code enforcement activities.
Conduct periodic fire inspections in commercial, industrial, and multi-family residential buildings.
Perform code compliance reviews on construction plan submittals within 10 days.
Perform new construction inspections within 48 hours of request.
Conduct code compliance inspections in licensed care facilities.
Respond to citizen hazard inquiries and complaints.
SIGNIFICANT CHANGES:
The Fire Prevention Division will take over the overall management of our Public Education program (from
Emergency Operations).
B-79
PROGRAM:
FUND:
PROGRAM GROUP:
WEED ABATEMENT
GENERAL
FIRE ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
96,883
0
2001-02
ACTUAL
0
87,654
0
2002-03
BUDGET
0
137,250
0
2003-04
BUDGET
0
136,227
0
96,883[ 87,654| 137,250| 136,227
0,00
0.00
0,00
0,00
* 0,00
0.00
0.00
0.00
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
• Select 500-1,100 parcels for clearance.
• Obtain City Council approval for abatement.
• Mail notices to property owners.
Hazard Abatement
Ensure effective abatement of hazards identified.
Inspect all property noticed.
During May through July, clean all property not previously abated by owners.
Manage contractor performance and payment system.
Obtain City Council approval to place abatement costs onto individuals' property tax roll in July.
Submit charges to County Auditor for recovery by property tax billing by August.
SIGNIFICANT CHANGES:
None.
B-80
PROGRAM:
FUND:
PROGRAM GROUP:
DISASTER PREPAREDNESS
GENERAL
FIRE ACCT NO. 0012240
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
59,552
0
59,552
0,00
0.00
2001-02
ACTUAL
0
118,582
0
118,582
0.00
0.00
2002-03
BUDGET
0
120,928
1,600
122,528
0.00
0.00
2003-04
BUDGET
0
124,979
0
124,979
0.00
0.00
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man-caused disasters.
PROGRAM ACTIVITIES:
Training and Education
Conduct classroom and simulation training sessions for all key City staff members.
• Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements.
• Continue providing basic emergency response training to all City employees.
Planning
Develop a strategic plan to improve Citywide emergency preparedness.
• Develop a Hazard Mitigation plan.
• Restructure the emergency management administrative team.
• Coordinate program efforts to ensure that Carlsbad is a "Disaster Resistant Community."
Inter-Agency Coordination
• Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
None.
B-81
B-82
>s' ' N* « V. '• > ;
if*OPERATING;BUDGET|SUMMARY
?>'
PbLICY AND LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIiyE POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
4,085,696
6,806,519
170,780
11,062,995
53,75
150
2001-02
ACTUAL
4,153,238
7,924,703
91,897
2002-03
BUDGET
4,811,481
9,038,214
401,032
2003-04
BUDGET
5,140,067
9,119,936
256,959
12,169,838| 14,250,727) 14,516,962
54,00
3.00
54,00
4.14
54.00
' • 4.14
Comm. Dev
Building Admin.
Economic Inspection 4%
Development 12%
1%
Redevelop-
ment
17%
Information
2%
Planning
22%CDBG Housing
5o/0 Trust
2%
Housing
Section 8
39%
B-83
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013010-12
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
329,846
128,393
7,993
466,232
3,75
0.00
2001-02
ACTUAL
223,949
103,517
1,838
329,304
3.00
0.00
2002-03
BUDGET
273,744
192,040
15,026
480,810
• ;..;... MQ;
0.00
2003-04
BUDGET
301,165
332,335
3,100
636,600
3.00
0.00
MISSION STATEMENT:
The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and
respect for diversity. We enhance the health, safety, welfare, and quality of life for people at all economic levels that
live, work, or visit Carlsbad by providing for:
• Development of high-quality projects and public facilities.
• Preservation of the local environment.
• Diverse housing, employment, and enrichment opportunities.
• A strong and stable economic base
PROGRAM ACTIVITIES:
The Community Development Director assists departments within its Major Service Area (MSA) in accomplishing
individual goals. The Director also removes roadblocks, coordinates between departments with competing or
conflicting priorities, and manages resource allocation and other support efforts.
KEY ACHIEVEMENTS FOR 2002-03:
• Excess Dwelling Unit Citizens Committee.
• Completion of Ponto Land Use Strategy Work Plan.
• Desalination Project Negotiations.
• Formulation of new commercial design principles.
• Processing of all remaining tentative maps in the Calavera Hills Master Plan.
• Processing of numerous projects in the recently approved Villages of La Costa and Bressi Ranch Master Plans.
• Anastassi project on Carlsbad Blvd. between Christiasnsen and Beech approved, building permits issued, and
grading commenced.
• 21 unit condo project on Laguna between Roosevelt and State Streets in the building permit stage.
• Carlsbad Self-Storage is under construction at Tyler Street at Pine Avenue and Walnut intersection.
• North State Street Vision Statement complete.
• New banners installed in the Village.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Respond to 95% of field inspection requests by the next working day.
• Develop performance measures for all departments.
• Average 24-hour response by Code Enforcement for non-health and safety calls for service.
• Participate in the Carlsbad Emergency Management Administrative Team (CEMAT).
• Participate in the Performance Measurement Resource Team.
B-84
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010-012
KEY GOALS FOR 2003-04 (continued):
Balanced Community Development
• Implement Habitat Management Plan (HMP).
• Develop South Carlsbad Coastal Redevelopment Area (SCCRA) land use strategies.
• Educate participants in the Section 8 homeownership program.
• Continue to implement the "Connecting Community, Place, and Spirit" community-building project.
• Increase City-owned and -controlled parking in the Village redevelopment area.
• Implement affordable housing project in the Village redevelopment area.
• Develop a land use vision for North State Street.
Parks/Open Space/Trails
• Comprehensive and qualitative open space management.
Environmental Management
• Community and City environmental consciousness.
Communication
• Additional emphasis on General Plan/Growth Management Plan communication outreach.
Learning
• Continuity of Community Development leadership through Strategic Planning.
SIGNIFICANT CHANGES:
Additional funds have been budgeted to develop a comprehensive civic facilities plan.
B-85
PROGRAM:
FUND:
PROGRAM GROUP:
LAND USE PLANNING
& PLANNING COMMISSION
GENERAL
PLANNING ACCT NO. 0013210/0013220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
1,825,764
420,829
399
2001-02
ACTUAL
1,910,677
892,973
10,116
2002-03
BUDGET
2,286,680
980,907
0
2003-04
BUDGET
2,424,545
806,394
0
2,246,992| 2,813,766| 3,267,587| 3,230,939
24.00
1,00
25.00
2.00
25.00
2.00
25.00
2.00
MISSION STATEMENT:
The Planning Department's mission is to help guide the planned physical development of the City in a manner that
preserves the quality of life for its citizens.
PROGRAM ACTIVITIES:
Review of Development Projects
• Provide technical support to the Planning Commission and City Council in a timely and efficient manner
regarding the compliance of all development proposals with the City's zoning, subdivision, and environmental
ordinances. Update development standards as needed. Ensure the efficient processing, including
environmental clearance for City CIP projects.
Preparation of Special Studies and Policy Review
• Prepare special studies relating to land use as directed by the City Council. Provide advice to the City Council
and Planning Commission regarding policy matters related to planning and development in the City.
Implementation of General Plan and Growth Management Plan
• Ensure that all new planning programs and development projects comply with the performance standards of
the Growth Management Plan.
Customer Service/Public Information
• Provide the highest level of customer service at the front counter in terms of providing zoning information,
general public information, and the processing of administrative permits.
PERFORMANCE OBJECTIVES:
• Ensure timely processing/review of private and public projects in the City.
• Continue to proactively address issues relating to land use and development in the City.
• Assist in implementing and administering the General Plan and Growth Management Program.
B-86
PROGRAM:
FUND:
PROGRAM GROUP:
LAND USE PLANNING
& PLANNING COMMISSION
GENERAL
PLANNING
PAGE TWO
ACCT NO. 0013210/0013220
Number of Planning Applications Considered
by the Planning Commission
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Applications Considered by
Planning Commission:
Using 2000 as a base year, 2001
reflected a 138% increase, while year
2002 activities were up 120% over
2000. Administrative approvals of
PIPs, Sign Permits/Programs, and
Administrative Variances are not
included in the above numbers.
Administrative approvals continued to
drop, with 187 in 2002 compared to
previous years, with 191 in 2001 and
257 in 2000.
KEY ACHIEVEMENTS FOR 2002-03:
• Completed processing of Bressi Ranch and the Carlsbad Oaks Industrial Park.
• Continued processing of the Habitat Management Plan through the coastal and wildlife agencies.
• Assisted in processing numerous municipal projects through the review process.
• Implemented new Livable Communities Program.
KEY GOALS FOR 2003-04:
• Ensure top-quality services to our customers and citizens.
• Ensure that all development projects comply with City planning codes and policies.
• Continue to review all procedures and systems to ensure the efficient processing of all projects.
• Provide strategic advice regarding land use and long-term planning in the City.
• Initiate the processing of the Robertson Ranch Master Plan and the La Costa Town Square Shopping Center.
• Enhance Planning Department information available on the web site.
• Continue to seek approval of the Habitat Management Plan (HMP) by State and federal agencies.
SIGNIFICANT CHANGES:
None.
B-87
PROGRAM:
FUND:
PROGRAM GROUP:
GEOGRAPHIC INFORMATION SYSTEM
GENERAL
COMMUNITY DEVELOPMENT ACCT NO. 0013310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
173,545
84,675
4,256
2001-02
ACTUAL
190,338
82,861
0
2002-03
BUDGET
201,418
104,240
0
2003-04
BUDGET
219,228
82,846
9,698
262,476| 273,1 99| 305,658| 311,772
2.00
0,00
2.00
0,00
2.00
0.50
2.00
0.50
MISSION STATEMENT:
The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
System Development
• Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient
use of the City's spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS
staff, we continue to be able to effectively expand the GIS program to enable various City staff to use GIS
technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public
Works staff, using centralized GIS data and GIS software.
Database 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, storm water facilities, etc.)
Database Maintenance
• Maintain the various layers within the GIS by keeping them accurate and current.
WORKLOAD STATISTICS:
Number of Service Requests:
FY2001 FY2002 FY2003 (Est.)
280 382 390
KEY ACHIEVMENTS FOR 2002-03:
• Successfully implemented a central database of geographic information for access by all City staff.
• Through department-specific trainings, increased the usage rate of the Intranet-based GIS interactive map.
KEY GOALS FOR 2003-04:
• 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 continuing the implementation and
enhancement of the Intranet-based GIS viewer.
• Develop the capability to search for and select information in the Document Management System (DMS) by
selecting areas of interest on a computer screen.
SIGNIFICANT CHANGES:
None.
B-88
PROGRAM:
FUND:
PROGRAM GROUP:
ECONOMIC DEVELOPMENT
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013510
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
109,612
24,263
0
2001-02
ACTUAL
114,563
111,689
0
2002-03
BUDGET
113,337
136,795
0
2003-04
BUDGET
124,744
58,991
0
133,875| 226,252| 250,132) 183,735
1.00
0,00
1.00
0.00
1.00
0.00
1.00
0.00
MISSION STATEMENT:
Plan, organize, and direct the implementation of the City's Economic Strategic Plan and Real Estate Asset Program.
PROGRAM ACTIVITIES:
Land Use
• Develop and implement land use and infrastructure strategies consistent with the General Plan that enhance
and promote economic development in Carlsbad.
Public Policy
• Develop sound policies and strategies that encourage quality business development and expansion, preserve
quality of life, and consider the fiscal needs of the City.
Economic Resources
• Identify resources, opportunities, and areas of economic focus. Establish programs to optimize 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
support 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 2002-03:
• Acquisition of properties adjacent to City Hall.
• Completion of Tourism Strategies.
• Acquisition of properties adjacent to Pine School.
• Completion of Connecting Community, Place, and Spirit Learning Conference.
KEY GOALS FOR 2003-04:
• 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.
• Civic Center facilities planning.
SIGNIFICANT CHANGES:
Decrease in budget is due to one-time studies budgeted in the prior year.
B-89
PROGRAM:
FUND:
PROGRAM GROUP:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCTNO. 0013610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
952,126
786,131
0
2001-02
ACTUAL
949,229
814,349
3,035
2002-03
BUDGET
1,147,437
709,089
17,000
2003-04
BUDGET
1,192,240
617,416
0
1,738,257| 1, 766,61 3| 1,873,526| 1,809,656
13,00
0.50
13.00
1.00
13.00
1.00
13.00
1,00
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.
• The code enforcement monthly report tracks the number of days it takes to close various complaint categories.
KEY ACHIEVEMENTS FOR 2002-03:
Issued permits for $250 million in various types of construction projects.
Performed 50,000 various building inspections - 96% the next working day.
Final inspection on 850 dwelling units.
Answered 2,500 incoming calls for information at Code Enforcement.
Proactively removed 650 illegal signs from the right of way.
Performed 5,000 Code Enforcement inspections.
Handled 1,000 open Code Enforcement cases.
KEY GOALS FOR 2003-04:
• Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls the next working day.
• Continue to develop and implement an internship program for building inspectors.
• Provide 40 hours of staff development training for each employee.
SIGNIFICANT CHANGES:
Decrease in amount budgeted for building plan check services due to projected decrease in building permits to be
issued in 2003-04.
B-90
PROGRAM:
FUND:
DEPARTMENT:
HOUSING AND REDEVELOPMENT
VARIOUS
HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
694,803
5,362,228
158,132
6,215,163
10.00
0.00
2001-02
ACTUAL
764,482
5,919,314
76,908
6,760,704
10.00
0.00
2002-03
BUDGET
788,865
6,915,143
369,006
8,073,014
10,00
: 0.64
2003-04
BUDGET
878,145
7,221,954
244,161
8,344,260
10.00
0.64
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing
• Rental Assistance
• Homebuyers Assistance
• New Construction
• Rehabilitation
Enhancing Opportunities
• Career Development
• Plans
• Innovation
• Goals
Promoting Business Development
• Jobs
• Sales Tax
• New Products
• State Funds
Creating a Community Spirit
• Transportation
• Education
• Social Services
• Family Self-Sufficiency
Village Vision
• Creativity
• Expansions
• Revitalization
• Beautification
Increasing Revenues
• Federal Funds
• Property Tax
Excellent Service
B-91
PROGRAM:
FUND:
PROGRAM GROUP:
AFFORDABLE HOUSING
HOUSING TRUST FUND
HOUSING AND REDEVELOPMENT ACCTNO. 1333421
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
131,798
41,007
3,546
176,351
•• 2.16
0.00
2001-02
ACTUAL
131,273
54,601
0
185,874
1.47
0.00
2002-03
BUDGET
125,314
128,424
1,425
255,163
1.47
0.17
2003-04
BUDGET
134,360
121,980
0
256,340
1,47
0.17
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Programs
Provide staff support to implement the various affordable housing programs as set forth within the City's housing
element including:
• Mortgage Credit Certificate Program (MCC).
• Provide staff support to the Housing Commission.
• Participate in the San Diego Regional Housing Task Force.
Affordable Housing Financial Assistance
• Negotiate and prepare financial assistance and loan documents for construction of single- and multi-family
affordable housing projects.
Inclusionary Housing
• Implement the Inclusionary Housing Ordinance by providing information to developers, the public, and City staff
on the requirements of the ordinance.
• Negotiate and prepare affordable housing agreements.
• Monitor the development and operation of affordable housing developments.
WORKLOAD STATISTICS:
• Affordable Housing Units Approved:
• Affordable Housing Units Construction Starts:
• Financial Assistance to Affordable Housing Projects:
KEY GOALS FOR 2003-04:
00-01
36 units
92 units
EST.
01-02
286 units
182 units
EST.
02-03
154 units
180 units
EST.
03-04
100 units
141 units
$1,135,000 $2,860,000 $3,130,000 $1,860,000
Learning
Develop, maintain, and enhance programs that result in an informed, knowledgeable, and involved public through
enhanced community dialogue.
• Perform public outreach by making presentations to citizen, business, and service groups; serve on regional
affordable housing committees and task forces; and make presentations at professional conferences about
affordable housing programs and their benefits to the City of Carlsbad.
SIGNIFICANT CHANGES
None.
B-92
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING & REDEVELOPMENT ACCT NO. 1903401
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
gyjLL-TWE-P0SITION,&t':/- '
•WQURLWFfE RQSlllQN$«> f - - - ' " '
2000-01
ACTUAL
217,715
2,947,873
19,700
2001-02
ACTUAL
289,420
3,578,153
0
2002-03
BUDGET
323,361
5,007,973
4,655
2003-04
BUDGET
348,415
5,201,287
0
3,185,288| 3,867,573[ 5,335,989| 5,549,702
'--".- -':. -" 3.50
• " , o;oo
-.'•":*--• ^'f%M
-v; .^^^fifo
;':•*•::'.•;-- ;•=:,"• 4=93
-•• ; -.---•• "o.30
if£rC^"4J93
•w"»--- ™"J3JO
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section Eight Tenant-Based Rental Assistance
• Provide federal funding to subsidize rents for 703 extremely low-income and very low-income households.
• Assist low-income households in the community to access rental housing that is decent, safe, and sanitary.
• Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
• Achieve and maintain a lease rate that effectively utilizes funding allocation.
Family Self-Sufficiency
• Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic
independence from welfare.
• Assist families in identifying barriers to becoming self-sufficient.
• Provide guidance to the family to establish a five-year goal and plan.
• Coordinate needed support services and act as an advocate on behalf of the client.
PERFORMANCE/WORKLOAD MEASURES:
• Maintain a Section Eight Management Assessment Program (SEMAP) ranking of "standard performer" or "high
performer."
• Achieve and maintain a lease rate utilizing 95% of allocated funds.
• Update and revise Administrative Plan to adopt changes in federal regulations.
• Expand rental assistance knowledge by conducting community workshops, providing owner and participant
newsletters, and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
None.
B-93
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT BLOCK GRANT
CDBG ENTITLEMENT
HOUSING & REDEVELOPMENT ACCT NO. 3913401-02/
3917000
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
102,951
299,357
121,884
2001-02
ACTUAL
99,556
302,257
75,350
524,192| 477,163
1,25
0.00
1.18
G.OO
2002-03
BUDGET
103,162
306,179
360,551
2003-04
BUDGET
112,400
297,847
244,161
769,892] 654,408
1,11
0.00
1.11
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Community Development Block Grant Program
• Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
identify activities to be included in the consolidated funding plan for the CDBG Program.
• Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development
(HUD) for approval.
• Ensure that documentation is maintained to meet guidelines established by HUD for continued CDBG funding.
• Monitor activities of grant sub-recipients to ensure that HUD and City requirements are met.
• Prepare consolidated annual performance and evaluation report for review and approval by City Council and
HUD.
PERFORMANCE MEASURES:
• Hold four public meetings to review and obtain comments on the City's CDBG Program.
• Conduct selection process to identify a minimum of ten local public service agencies that should be assisted
with funding through the CDBG Program.
• Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines to continue
receiving CDBG funds.
KEY ACHIEVEMENTS FOR 2002-03:
• Acquired property for development of affordable housing at 2578 Roosevelt Street.
• Completed improvement projects on facilities for the La Posada de Guadalupe Homeless Shelter.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Provide timely responses that result in high customer satisfaction.
SIGNIFICANT CHANGES:
None.
B-94
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT ACCTNO. 8013410/8023412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
188,206
2,023,455
9,850
2,221,511
'-; . . 2,20
0,00
2001-02
ACTUAL
162,365
1,938,584
1,558
2002-03
BUDGET
140,812
1,359,623
1,425
2003-04
BUDGET
164,367
1,398,850
0
2,102,507| 1,501,860) 1,563,217
1.56
0.00
1;51
0.17
'•- •;,.-., -1.51
• •• • :•' " 0.17
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Village Redevelopment Master Plan
• Coordination of project development and permit processing.
• Administration of the Parking-ln-Lieu Fee Program.
• Property acquisition for future redevelopment projects and facilitation of new development.
Community Relations and Public Relations Program
• Work with the Carlsbad Village Business Association and other business organizations to continue community
awareness and public relations activities on behalf of the Redevelopment Agency.
• 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 ten sign permit applications.
• Process five preliminary review applications.
• Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
KEY ACHIEVEMENTS FOR 2002-03:
• Initiated code enforcement efforts resulting in the processing of:
o 19 applications for A-frame/sidewalk signs; and
o 23 applications for outdoor display permits.
• Major redevelopment permits processed this year resulted in the approval of:
o 86 condominium units (14 of which are affordable to families earning no more than 80% of the San Diego
area median income for family size);
o 3,200-square-foot fast food restaurant;
o 148,000 square-foot self-storage facility;
o 6,172-square-foot commercial office/retail use;
o 10,490-square-foot office building; and
o The substantial addition and rehabilitation of an existing veterinary hospital.
B-95
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. 8013410/8023412
KEY ACHIEVEMENTS FOR 2002-03 (continued):
• Processed 15 sign permit applications.
• Processed two preliminary review applications.
• Implemented the Village Parking Plan to remove impediments or otherwise enhance existing public
parking lots within the Village Redevelopment Area.
KEY GOALS FOR 2003-04:
Financial Health
• Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings.
• Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private
commercial and/or mixed-use development on North State Street.
Transportation/Circulation
• Acquire additional property for the construction of public parking lots in the Village Area.
Balanced Community Development (also affects Financial Health goal)
• Implement the various actions outlined in the Redevelopment Operations Strategy to address the financing and
land use strategies following the July 2006 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
None.
B-96
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING - VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 8033420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
54,133
16,729
3,152
2001-02
ACTUAL
28,247
16,923
0
2002-03
BUDGET
32,408
56,904
380
2003-04
BUDGET
39,776
59,172
0
74,014| 45,170| 89,692| 98,948
0.90
0.00
0.38
0.00
0.37
0.00
: 0.37
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Project Processing Procedures
• Continue development of affordable housing project processing procedures.
Affordable Housing Project Coordination
• Assist in the structure and implementation of affordable housing projects.
Affordable Housing Education Program
• Direct educational programs for citizens, businesses, and government agencies interested in affordable
housing.
PERFORMANCE/WORKLOAD MEASURES:
• Process at least three requests for financial assistance through the Housing Policy Team.
• Use existing low-income and moderate-income housing funds to purchase property for an affordable housing
project in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or
acquisition of existing units and rehabilitation.
• Participate in at least three outreach programs, professional conferences, and/or citizen and business groups on
affordable housing.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
None.
B-97
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8103420/8113412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
33,807
0
2001-02
ACTUAL
41,795
21,277
0
2002-03
BUDGET
50,580
46,457
475
2003-04
BUDGET
60,271
123,257
0
33,807| 63,072| 97,512| 183,528
0,00
0.00
0.50
0.00
0.46
0.00
0.46
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area
• 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:
• Complete land use concept and draft design guidelines for planning area three.
• Hold public meetings to gather citizen input regarding the specific plan.
KEY GOALS FOR 2003-04:
Balanced Community Development
• Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area.
SIGNIFICANT CHANGES:
None.
B-98
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8123420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
0
0
0
0,00
0,00
2001-02
ACTUAL
1 1 ,826
7,519
0
19,345
0.11
0.00
2002-03
BUDGET
13,228
9,583
95
22,906
035
, 0.00
2003-04
BUDGET
18,556
19,561
0
38,117
•,/••• ,• , . 0.15
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citywide Affordable Housing Programs
• Affordable Housing Project Coordination for Inclusionary Housing Development.
• Affordable Housing Education Activities.
• Development of affordable housing programs.
• Facilitation of development of new affordable housing projects.
PERFORMANCE/WORKLOAD MEASURES:
• Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at
least one new affordable housing project within the city limits of Carlsbad.
• Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2003-04:
Balanced Community Development
• Continue to assist private developers to provide affordable housing as required by the City's Inclusionary
Housing Ordinance.
• Implement affordable housing programs that serve to enhance the jobs/housing balance within the community.
SIGNIFICANT CHANGES:
None.
B-99
B-100
-iA' '
•MM
-•o, - . •
ilPtD>l_iCY AND LEADERSHIP GROUP• *- ' ' '
ADMINISTRATIVE SERVICES
•#-W • 7f »•JL , i
Sl&£
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
6,315,466
4,897,699
186,373
11,399,538
7Z75
123.35
2001-02
ACTUAL
7,255,766
4,687,058
339,902
12,282,726
80,00
120.66
2002-03
BUDGET
8,308,170
5,734,431
204,608
14,247,209
85.75
120.41
2003-04
BUDGET
8,845,366
5,541,863
10,667
14,397,896
86,00
120.66
Recreation
33%
Seniors
5%
Cultural Arts
5%
Library
57%
B-101
PROGRAM:
FUND:
PROGRAM GROUP:
LIBRARY
VARIOUS
LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
3,657,162
2,907,332
31,352
2001-02
ACTUAL
4,180,459
2,709,995
88,481
6,595,846| 6,978,935
41.75
73,58
45.25
69.51
2002-03
BUDGET
4,750,173
3,318,813
97,514
8,166,500
•.<....• 48.00
"••"• -67.25
2003-04
BUDGET
4,948,542
3,281,643
5,667
8,235,852
48.00
87.25
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 2002-03:
Top-Quality Services
• Completed a library security review.
• Continued to provide a wide variety of lectures, concerts, and other programs for the entire community's
enjoyment.
• Developed a library volunteer program with a part-time coordinator and Citywide volunteer coordination.
• Selected a new integrated, automated library system.
• Completed the installation of new high-quality public vend copiers in all library facilities.
• Implemented a homework assistance program.
Financial Health
• 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.
Learning
• Planned and implemented Carlsbad's 50th Anniversary Celebration.
• 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.
B-102
PROGRAM: LIBRARY PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
KEY GOALS FOR 2003-04:
Top-Quality Services
• Develop a plan that provides options for enhanced Library security.
• Complete installation and migration to the new automated Library system.
• Design a new Library services plan that provides for improved use of technology and a more effective
organizational structure.
• Continue to provide a wide variety of lectures, concerts, and other programs for the entire community.
Communication
• Participate in a new Citywide Communications Committee, which will guide and coordinate the City's
communication efforts throughout the community.
Learning
• Continue to promote the Library's reading programs throughout local school districts.
• Continue to provide and promote computer literacy throughout the community.
• Coordinate with local school districts and other local agencies on the development of an annual educational
faire at the Carlsbad City Library.
• Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high
school students.
B-103
PROGRAM:
FUND:
PROGRAM GROUP:
GEORGINA COLE LIBRARY
GENERAL
LIBRARY ACCT NO. 0014010/0014015-16/0014035
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
1,018,749
553,837
23,210
1,595,796
10.75
26.51
2001-02
ACTUAL
1,104,088
558,090
0
1,662,178
11.75
23,20
2002-03
BUDGET
1 ,299,290
547,595
38,880
1,885,765
12.50
22,70
2003-04
BUDGET
1,338,720
539,210
0
1,877,930
12.50
21.90
WORK PROGRAM:
The Georgina Cole Library, located in North Carlsbad, is designed to provide the community with print and non-print
materials for adults and children, with special collections in genealogy and local history. Reference services, on-line
access to resources, special programs for all ages, and monthly exhibits offered by local residents are provided.
PROGRAM ACTIVITIES:
Reference
• Assist patrons in using the library and on-line resources, answer reference questions, reserve specific titles, and
request materials from other libraries.
Circulation
• Circulate print and non-print materials to children, adults, and homebound patrons; register borrowers; collect
fees and fines; track overdue items.
Programming
• Plan, schedule, and conduct programs for adults, teens, and children. Provide classroom visits and tours for
children and adult computer and Internet classes.
Collection Development
• Evaluate the Georgina Cole Library collection and select print and non-print materials, and computer databases.
Administration
• Manage the Georgina Cole Library staff, volunteers, collection, and facility. Maintain awareness of the
community and coordinate operations with other City departments.
PERFORMANCE OBJECTIVES:
• Schedule and supervise staff.
• Hire and train new staff.
• Prepare a monthly narrative and statistical summary of operations.
• Actively maintain a current, topical print and non-print collection.
• Maintain a safe and efficient facility.
• Respond to the needs of the community.
• Work cooperatively with all departments of the City as necessary.
SIGNIFICANT CHANGES:
None.
B-104
PROGRAM:
FUND:
PROGRAM GROUP:
CARLSBAD CITY LIBRARY
GENERAL
LIBRARY ACCTNO. 0014069-4095
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
1,750,511
1,260,709
7,463
3,018,683
19,00
35.78
2001-02
ACTUAL
2,024,551
1,181,509
63,428
3,269,488
20,50
34.70
2002-03
BUDGET
2,259,670
1,635,058
35,379
2003-04
BUDGET
2,337,730
1,575,899
0
3,930,107] 3,913,629
21.50
33.70
21.50
33,70
WORK PROGRAM:
The Carlsbad City Library is located in South Carlsbad. These services include print and non-print materials,
reference services, computer labs for adults and children, special programs, an art gallery, 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 plaques that will eventually be part of a historical tour.
Circulation
The circulation division registers Library patrons as library members and Internet users and participates in the Braille
Machine Exchange Program. Circulation staff checks in and out materials, sorts and shelves library materials, and
repairs all audio-visual materials for the Carlsbad City Library system.
• Register library patrons and Internet users; check out and in, renew, reserve, sort, and shelve library materials;
process and mail overdue, collection, and reserve notices; collect fines and fees; rent audio-visual equipment;
answer the renewal line; and repair audio-visual materials.
• Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes; and
exchange and provide repair for malfunctioning machines.
Reference
Reference Librarians assist the public with information needs; provide instruction in the use of resources; and
perform research for the public, local business, and government. Reference support staff provides interlibrary loan
service; updates reference sources; staffs public service desks; and offers a range of book clubs.
• Librarians respond to in-person, telephone, and email reference questions; provide instruction classes and
tours; select books and other materials; and facilitate book clubs.
• Information Desk staff provides directional information and answers basic reference questions.
• Periodicals staff manages a collection of 340 magazines and 32 newspapers and related back files.
• Computer lab staff provides access to the Internet and other software programs.
• Young Adult Services staff develops programs and activities that encourage and support library use by teens.
B-105
PROGRAM: CARLSBAD CITY LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014069-4095
PROGRAM ACTIVITIES (continued):
Children's
The Children's Division serves youth from toddler age through high school with their information needs and
development of reading. The Division also assists parents, teachers, and adult students through parent resources,
access to children's literature, and professional literature on reading development.
• Respond to in-person and telephone questions; provide readers' advisory assistance, library skills instruction,
and group tours.
• Provide programs that introduce children to literature, including story times, the Summer Reading Program, and
events highlighting literature such as National Children's Book Week; offer cultural enrichment programs as well
as special holiday, seasonal, puppetry, and craft activities that promote learning and link to literature.
• Work with other youth-oriented organizations to promote library services and outreach to the community,
including an open house for educators, homework zone (offering after-school volunteer homework assistance),
and education opportunities.
• Provide youth and parent access to Internet resources and technology services. The Leichtag Family
Foundation Computer Lab offers Internet access as well as age-appropriate introductory sessions on word
processing, typing, presentation, and publishing skills.
SIGNIFICANT CHANGES:
None.
B-106
PROGRAM:
FUND:
PROGRAM GROUP:
GENEALOGY/LOCAL HISTORY
GENERAL
LIBRARY ACCTNO. 0014025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
82,405
9,047
0
91,452
0.00
2.74
2001-02
ACTUAL
104,551
6,612
5,306
116,469
0.00
3.00
2002-03
BUDGET
164,283
13,980
4,849
183,112
1.00
• '•• ''• -2.75
2003-04
BUDGET
155,652
11,250
0
166,902
1,00
2.75
WORK PROGRAM:
The Genealogy/Local History Division, located at the Georgina Cole Library, provides reference and instructional
assistance to the public. The division head manages the selection, classification, and organization of a 20,000-
volume collection, 8,000 microfilm rolls, 120,000 microfiche, and 100 compact discs. It is a collection of excellence
that draws researchers from all over the nation.
PROGRAM ACTIVITIES:
General Reference Services
• Genealogy and local history staff respond to in-
person and telephone reference requests;
provide individual patrons with a general
introduction to the collection; provide instruction
on the use of OPAC and other finding aids, and
instruction on the use of various equipment
including personal computers, microfilm/fiche
readers, and printers.
Collection Development Activities
• The staff participates in the Library's collection
development/acquisitions by completing catalog
checks, preparing order slips, receiving ordered
items, preparing items to send to Technical
Services, and receiving and shelving items from
Technical Services.
WORKLOAD STATISTICS:
1999-00* 2000-01 2001-02 2002-03
Reference Questions:
4,958 20,520 24,927 25,000
Computer Users:
854 1,524 3,049 4,300
In-House Usage:
9,068 59,435 51,449 45,000
1999-00* 2000-01 2001-02 2002-03
Items Added:
600 1,016 802 900
Coordination with NSDCGS
• The North San Diego County Genealogical
Society (NSDCGS) has been a support group for
this collection for 30 years. The division works
with and assists the Society in fund-raising for
the acquisition of materials for the collection and
in instructional programs.
2000*
Programs:
45
2001
48
2002
48
2003
50
*The Genealogy/Local History Section was closed
September 1999 through April 2000 for the Georgina
Cole Library remodel.
SIGNIFICANT CHANGES:
None.
B-107
PROGRAM:
FUND:
PROGRAM GROUP:
CENTRO DE INFORMACION
GENERAL
LIBRARY ACCTNO. 0014030
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
91,345
2,255
0
93,600
1.00
1,11
2001-02
ACTUAL
98,215
4,981
1,726
2002-03
BUDGET
1 1 1 ,540
2,720
0
104,922 1 114,260
1.00
1.11
1.00
1.40
2003-04
BUDGET
123,940
14,760
0
138,700
1.00
1.70
WORK PROGRAM:
The Centra de Informacion meets the information needs of Spanish-speaking adults and children in Carlsbad.
Bilingual staff introduces residents to Library services, which include Spanish-language print and non-print materials,
bilingual story hours for children, and information and referral services. The Centra de Informacion staff is actively
involved in the community and works in partnership with schools, community agencies, and other City departments
to meet the needs of our diverse community.
PROGRAM ACTIVITIES:
Outreach
• The Centra de Informacion is an active partner in
community activities. The Centra offers a
welcoming and culturally sensitive environment
that enables Spanish-speaking residents to
make use of public library services.
Programming
• The Centra de Informacion responds to
community information and educational needs by
providing a variety of adult and children's
programs.
WORKLOAD STATISTICS:
1998-99 1999-00 2000-01 2001-02
Individual Patron Visits:
21,584 20,300 20,328 19,240
1998-99 1999-00 2000-01 2001-02
Program Attendance:
3,700 3,496 3,288 3,581
SIGNIFICANT CHANGES:
FTE increase from 1.4 to 1.7 to provide an additional 11 hours of services per week to patrons.
B-108
PROGRAM:
FUND:
PROGRAM GROUP:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCTNO. 0014040
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
401,682
130,494
0
532,176
?.oo
2.00
2001-02
ACTUAL
461,477
87,116
1,206
549,799
7.00
2.50
2002-03
BUDGET
480,850
117,620
0
2003-04
BUDGET
513,220
117,200
0
598,470| 630,420
7,00
2.50
7,00
2.50
WORK PROGRAM:
The Technical Services Division catalogs and prepares Library materials for public use; maintains the Library's on-
line database; and manages the Library's automated circulation system, on-line catalog, and related automated
programs.
PROGRAM ACTIVITIES:
Processing
• Catalogs and processes both purchased items
and gifts. Repairs damaged materials and
arranges for binding and re-binding.
Database Maintenance
• Adds new items to the on-line database and
deletes information of lost or discarded materials.
WORKLOAD STATISTICS:
1998-99 1999-00 2000-01
Items Cataloged and Processed:
22,889 24,581
Items Handled for Binding:
1,695 1,561
1998-99 1999-00
Items Added to Database:
22,889 24,581
Items Withdrawn:
18,261 12,550
30,753
2,273
2000-01
30,753
11,783
2001-02
44,853
2,048
2001-02
44,853
20,005
PERFORMANCE OBJECTIVES:
Integrated Library System (Includes Circulation System and On-Line Catalog)
• Manage the Library's integrated Library software, including the catalog interface.
• Coordinate installation of annual software upgrades.
• Generate daily, monthly, and annual statistical and system management reports.
SIGNIFICANT CHANGES:
None.
B-109
PROGRAM:
FUND:
PROGRAM GROUP:
COLLECTION DEVELOPMENT
& ACQUISITIONS
GENERAL/SPECIAL REVENUE
LIBRARY ACCT NO. 0014045/14540101
1454011/1454095
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
STATE GRANTS
OTHER SPECIAL REVENUE
TOTAL FUNDING
2000-01
ACTUAL
123,500
884,410
679
2001-02
ACTUAL
136,075
780,906
16,815
2002-03
BUDGET
147,200
925,615
1,142
2003-04
BUDGET
168,930
952,970
0
1,008,589| 933,796| 1,073,957| 1,121,900
. -. • - 2m
0.96
678,855
299,837
29,897
2.00
•"' 1.00
893,384
0
40,412
1,008,589| 933,796
2,00
0,50
966,650
0
107,307
1,073,957
2,00
1.00
1 ,048,280
0
73,620
1,121,900
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for all City Libraries. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES:
Planning
• Develop plans for the collection of materials.
Budgeting
• Prepare division and library-wide materials
budgets; monitor expenditures for department
and materials.
Coordinate Selection of Materials
• Coordinate selection and ordering of print and
non-print materials.
Incorporate New Technology
• Change to Sirsi Acquisitions module.
PERFORMANCE MEASURES:
Write materials collection statements for
reference areas at all facilities.
Track material accounts by major subjects.
Track vendor discounts.
Coordinate selection and ordering of at least
16,000 new print and non-print materials.
Develop new procedures for acquisitions.
Train staff to use new Sirsi Acquisitions module,
and new procedures.
SIGNIFICANT CHANGES:
Increase from .5 FTE hourly to 1.0 FTE to manage the increased workload caused by the change to the Sirsi
Acquisitions system.
B-110
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIA SERVICES
GENERAL
LIBRARY ACCTNO. 0014050
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
101,727
27,264
0
128,991
1.00
3.60
2001-02
ACTUAL
141,126
45,959
0
187,085
2.00
2.60
2002-03
BUDGET
163,780
43,640
14,543
221,963
2.00
2.10
2003-04
BUDGET
181,500
36,770
5,667
223,937
2.00
2.10
WORK PROGRAM:
The Library's Media Division provides a wide range of professional event management services and related activities
to support programs at the Library's facilities. Tasked with managing the Schulman Auditorium and Gowland Meeting
Room, responsibilities include: overseeing operations, marketing of facilities and services, program development,
and scheduling and providing technical support for patrons and other user groups. Management duties include:
staffing, use policy development, use analysis reports, fee collection, and fiscal management. A wide range of event
service is provided, including: theater lighting, sound reinforcement, presentation technology and multi-media
support, computer and video display. Other related production services enable events to reach broader community
audiences via circulation library collections, cable TV, and the Internet.
PROGRAM ACTIVITIES:
Programming Management
• Implement "Meeting Facility Use Policies and
Procedures." Maintain and analyze the service
delivery system. Monitor workflow, perform ongoing
fee collections, process and provide comprehensive
reports. Provide ongoing staff training, and assign
and supervise part-time support staff.
Programming Development
• Facilitate quality community programming featuring
such locally significant events as Children's Series,
Spring and Fall Concert Series, Film Series, Opera
Series, Author Talks, etc. Provide technical support
and production recordings to enable wider and
repeated distribution of program content.
Management of Locally Produced Library Media
Collections
• Acquisition and creation of locally produced media
materials including: digital imagery, photographic
prints, video and audio recordings. Refining
procedural processes and accountability and fee
recovery systems. Provide improved workflow for
duplication, labeling, and database digital storage
with related web development and Intranet access.
SIGNIFICANT CHANGES:
None.
PERFORMANCE MEASURES:
1. Provide two biannual comprehensive reports
indicating usage breakdowns, income generated,
and analysis and recommendations for service
improvements.
1.
2.
1.
Foster quality programs. Produce and provide
program recordings for 15 events. Facilitate,
plan, and provide technical support for events.
Develop revenue generation opportunities, fee
recovery, special grant proposals and
partnerships to help underwrite operational
expenses by >25%.
Complete work order requests for Library Media
Services to be included in biannual report.
2. Identify significant additions and uses of Library
Media Materials.
B-111
PROGRAM:
FUND:
PROGRAM GROUP:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCTNO. 0014055
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
87,243
39,316
0
2001-02
ACTUAL
110,376
44,822
0
126,559| 155,198
1,00
0.88
1.00
1,40
2002-03
BUDGET
123,560
32,585
2,721
2003-04
BUDGET
128,850
33,584
0
158,866 1 162,434
1,00
1.60
1,00
1.60
WORK PROGRAM:
The Adult Learning Program is the Library's adult literacy service. The program provides individualized instruction in
fundamental reading and writing skills to English-speaking adults and, in a partnership with Carlsbad High School, to
selected high school students. Tutoring by trained volunteers, integration of technology throughout the curriculum,
and small group study encourage the development of positive self-esteem and the practical application of literacy
skills in the home, workplace, and community.
PROGRAM ACTIVITIES:
Literacy Skill Development
• The program provides reading and writing
learning experiences that are appropriate for
each learner's literacy needs, life situation, and
goals.
WORKLOAD STATISTICS:
1998-99
Learners Studying:
127
Volunteer Tutors Instructing:
102 84
Instructional Hours Completed:
5,434 6,411
1999-00 2000-01
132 122
104
7,228
2001-02
120
78
7,203
SIGNIFICANT CHANGES:
None.
B-112
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS
VARIOUS
CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
372,600
326,867
29,591
2001-02
ACTUAL
360,160
279,028
26,384
729,058| 665,572
4.00
2,66
4,75
2,23
2002-03
BUDGET
397,799
375,626
12,402
2003-04
BUDGET
426,794
356,548
0
785,827| 783,342
4,75
• '- ' 2,75
5.00
2.50
PROGRAM DESCRIPTION:
The Arts Office builds a sense of community in Carlsbad by offering a wide range of performing and visual arts
programs, youth and family educational activities, artist support services, and publications. These programs and
services, designed to engage and enrich the individual and the community, strive to encourage lifelong learning in
the arts and to make the arts and culture an accessible and integral part of the community's life.
KEY ACHIEVEMENTS FOR 2002-03:
• Produced 69 events attracting 45,300 people.
• Managed the Cannon Art Gallery with several exhibits attracting 18,800 people.
• Continued the Three-Part-Art arts education program for gallery exhibitions that combined lesson workbooks,
guided exhibit tours, and creative workshops for 4,412 Carlsbad students.
• Presented four Family Open Studios (an integral hands-on arts activity associated with Cannon Art Gallery
exhibitions), attracting 280 participants.
• Continued fund-raising for the Three-Part-Art programs ($22,500 raised in fiscal year 2002-03).
• Funded 93 performances, exhibits, and special projects by organizations and schools in Carlsbad serving
16,000 people through the Community Arts Grants program.
• Installed a new exhibit in the Sculpture Garden.
• Revamped and improved the Arts Info Line.
• Provided information services via the City website, direct mail, telephone, programs, and brochures.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Strengthen the infrastructure of the Arts Office through new policies and procedures.
• Expand fund-raising activities and collaborative projects
• Promote, train, and utilize volunteers and artists in providing services for Arts Office programs.
Learning
• Continue to work with school districts serving Carlsbad on arts education.
• Continue to implement gallery arts education services for children and adults.
• Offer community-wide opportunities including multi-cultural events and educational opportunities for children and
adults.
• Fund-raise for arts education programs at the gallery.
B-113
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
CULTURAL ARTS ACCTNO. 0014062/0014065/
0014068/14740XX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURO7FTE POSITIONS
GENERAL FUND
ARTS FUNDING
TOTAL FUNDING
2000-01
ACTUAL
365,371
304,501
29,591
699,463
4.00
2.55
638,118
61,345
699,463
2001-02
ACTUAL
351,388
262,824
26,384
2002-03
BUDGET
384,805
343,326
12,402
640,596| 740,533
4.75
2.12
548,327
92,264
640,591
4.75
2.64
700,533
40,000
740,533
2003-04
BUDGET
412,390
322,994
0
735,384
5.00
2,39
701,884
33,500
735,384
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to plan, develop, and promote the visual
and performing arts, and create a climate that encourages cultural and artistic development in Carlsbad enhances
educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
• Utilize volunteers for mailings, gallery events, jazz concerts, etc.
organizations, and gallery docents and attendants.
Provide training for volunteers, artists, arts
Programs
• Produce eleven (11) jazz concerts in the parks.
• Offer educational programs on arts and culture for children and adults.
• Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations.
• Offer four (4) weeks of summer arts camp, two (2) weeks of Club Pelican, and four (4) weeks of Band Camp.
Information
• Produce a calendar/newsletter.
• Produce ArtsBrag, an arts education newsletter.
• Arts Info Line for up-to-date information.
• Provide information, opportunities, and resources to artists, citizens, and the press.
• Provide educational information on three (3) gallery exhibitions and printed materials for exhibitions.
• Offer arts information on the City's Internet site.
Planning
• Assess short- and long-range community needs for facilities and resources.
B-114
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
CULTURAL ARTS
PAGE TWO
ACCTNO. 0014062/0014065/
0014068/14740XX
KEY GOALS FOR 2003-04:
Top-Quality Services
• Offer community-wide multi-cultural events (Festejando a las Madrecitas, an international multi-cultural festival and
"By Kids, for Kids."
• Serve on Chamber of Commerce Arts Education Committee.
• Develop and strengthen arts organizations and provide cultural opportunities with grant allocations.
• Generate sponsorship and fund-raising activities for the Gallery, Arts Office programs, and arts education
programs.
• Submit grant applications to State and federal funding agencies when appropriate.
• Produce a jazz program.
• Assist Arts Associates with fund-raising efforts.
• Serve on Library Foundation Board.
Balanced Community Development
• Operate the Cannon Art Gallery with five/six (5/6) exhibitions per year.
• Provide staff assistance with the volunteer "Plein Air" event.
• Operate the Sculpture Garden with one (1) exhibition per year.
WORKLOAD MEASURES:
Delivery of Top-Quality Services 1999-00 2000-01 2001-02 2002-03
Arts Office Events/Attendance 49/36,000 66/51,000 42/39,000 44/57,000
Community Grants Awards/Applications/Budget 20/18,000 18/19,000 16/19,000 13/19,000
New Initiatives Grant/Budget 1/5,000 1/1,200 0
Educational Opportunities - Information Services 1999-00 2000-01 2001-02 2002-03
Newsletters (Issues/Distribution) 12/50,000 12/50,000 12/50,000 12/50,000
Special Publications (Per Year/Distribution) 17/86,000 48/60,000 52/58,000 20/48,200
Arts Info Line Calls (Monthly) 240 240 250 220
Diverse Economic Opportunities 1999-00 2000-01 2001-02 2002-03
Grants and Contributions $89,050 $181,200 $68,950 $47,000
SIGNIFICANT CHANGES:
Converted the 3/4-time Community Arts Education Coordinator position to full-time and reduced part-time by a like
amount. Reorganization will increase efficiency for the Arts Office.
B-115
PROGRAM:
FUND:
PROGRAM GROUP:
SISTER CITY
GENERAL/SPECIAL REVENUE
CULTURAL ARTS ACCTNO. 0014066/1464010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SISTER CITY DONATIONS
TOTAL FUNDING
2000-01
ACTUAL
0
10,396
0
10,396
0,00
0.11
7,536
2,860
10,396
2001-02
ACTUAL
0
5,889
0
5,889
0.00
0.11
5,874
15
5,889
2002-03
BUDGET
2,862
10,800
0
13,662
0.00
d.11
9,662
4,000
13,662
2003-04
BUDGET
3,301
8,554
0
11,855
0.00
0.11
9,855
2,000
1 1 ,855
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic.
PROGRAM ACTIVITIES:
Coordinate Sister City Program
• Arrange, host, and conduct visits by one (1) student delegation and others as needed.
• Coordinate ongoing cultural and educational exchange projects.
Actively Pursue the Contribution of Funds for the Sister City Program
• Coordinate programs including fund-raisers, festivals, and scholarship exchange programs, and raise funds for
such programs.
SIGNIFICANT CHANGES:
None.
B-116
PROGRAM:
FUND:
PROGRAM GROUP:
SPECIAL EVENTS
SPECIAL REVENUE FUND
CULTURAL ARTS ACCTNO. 1484010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
7,229
1 1 ,970
0
2001-02
ACTUAL
8,772
10,315
0
2002-03
BUDGET
10,132
21,500
0
2003-04
BUDGET
11,103
25,000
0
19,199| 19,087| 31,632| 36,103
. 0.00
0.00
0.00
0.00
0.00
0;00
0.00
0.00
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue Performing Arts Programming
• Present eleven (11) jazz concerts in four (4) quadrants.
• Produce and distribute jazz concert sponsor-funded program.
• Present annual Mother's Day Festejando a las Madrecitas at Holiday Park.
Actively Pursue the Contribution of Gifts and Funds for the Arts
• Submit request for County Community Enhancement funds and Transient Occupancy Tax (TOT) funding.
• Obtain advertisements for jazz concert program.
• Assist Arts Associates in fundraising efforts at jazz concerts.
PERFORMANCE MEASURES:
• Presented eleven (11) jazz concerts in four (4) parks with an attendance total of 33,000+.
• Raised over $25,000 in fundraising contributions.
SIGNIFICANT CHANGES:
None.
B-117
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION
GENERAL/SPECIAL REVENUE
RECREATION SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
2,285,704
1,663,500
125,430
2001-02
ACTUAL
2,715,147
1,698,035
225,037
2002-03
BUDGET
3,160,198
2,039,992
94,692
4,074,634| 4,638,219) 5,294,882
27.00
47.11
30,00
48,92
: 33,00
50,41
2003-04
BUDGET
3,470,030
1,903,672
5,000
5,378,702
: 33.00
50,91
PROGRAM 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 2002-03:
• Completed the public review planning process for the Northwest Quadrant Park, approved by the City Council.
• Completed the public review planning process for Alga Norte Community Park, approved by the City Council.
• Dedicated several miles to the Citywide trail system from previously owned private developments.
• Completed Phase 2 development of Carrillo Ranch. Will allow for public visitation.
• Implemented the initial stages of the Recreation Department Strategic Plan and conducted a Recreation
Conference for all full-time and part-time employees to engage the plan.
KEY GOALS FOR 2003-04:
Top-Quality 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 the CIP Budget.
• Enhance service delivery through effective location and development of recreation facilities and programs such
as Aviara Community Park, Northwest Quadrant Community Park, Larwin Park, and the Citywide Trails System.
• Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation.
• Continue implementation of the Recreation Department Strategic Plan.
• Maintain an active role in supporting areas of mutual benefit between City and school districts, i.e., Joint Use
Agreements for use and maintenance of activity playfields and Community Swim Complex.
• Initiate first-year operation of Carrillo Ranch Community Park.
B-118
PROGRAM: RECREATION PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2003-04 (continued):
Financial Health
• Provide recreational activities, facilities, and other special events that support local businesses and enhance
transient occupancy taxes (TOT) and sales tax revenue, such as the triathlon, sport tournaments, and swim
meets.
• Prepare marketing packet promoting Carlsbad's public/private facilities and distribute to prospective user
groups.
• Provide a wide variety of revenue-generating quality recreation opportunities to the public, i.e., special events,
youth and adult sports, educational classes, aquatic programs, day-trippers, lagoon permits, and facility rentals.
Learning
• Prepare monthly agendas for Parks and Recreation, and for senior commissions that address relevant issues
and inspire community involvement.
• Continually monitor the Citywide interactive web page to display current recreation opportunities over the
Internet.
• Provide a wide variety of instructional classes for all ages and promote educational classes through distribution
of the Carlsbad Community Services and Recreation Guide three times per year.
• Provide and encourage a variety of professional training opportunities to all staff members.
• Create cross-training opportunities within the Recreation Department and across major service areas where
feasible.
• Provide the necessary tools required for employees to perform effectively.
Balanced Community Development
• Monitor and annually report on the status of the parks performance standard of the Growth Management Plan
and the implementation progress report for the Parks and Recreation element of the General Plan.
Parks/Open Space/Trails
• Implement a Citywide Trails Master Plan, including acquisition and development.
• Support and assist, where possible, the volunteer trails development program.
• Begin Aviara Community Park construction.
• Complete Phase 2 development of Carrillo Ranch and open the facility for public visitation.
• Begin construction of Larwin Park.
• Process the master planning requirements for Alga Norte Park.
• Continue with the design process for Pine School.
• Secure acquisition of 10-15 acres of park property in the Northeast Quadrant.
B-119
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING
& RECREATION MANAGEMENT
GENERAL FUND
COMMUNITY SERVICES ACCT NO. 0014510/0014545
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
394,475
194,231
1 1 ,466
600,172
4.00
0.75
2001-02
ACTUAL
606,556
292,452
13,930
912,938
7.00
0,25
2002-03
BUDGET
721,911
383,568
8,300
1,113,779
7.00
0.75
2003-04
BUDGET
722,675
354,060
0
1,076,735
7.50
0,00
WORK PROGRAM:
The Park Planning and Recreation Management Division provides administrative support for the City's ongoing
recreation programs and park development efforts. The Division also provides staff support to the Parks and
Recreation Commission, which acts in an advisory capacity to the City Council to ensure that top-quality park
facilities and recreation programs are developed and sustained for the benefit of those who live, work, and/or play in
Carlsbad.
PROGRAM ACTIVITIES:
Parks and Recreation Commission
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal
to implement the intent of the Parks and Recreation element of the General Plan and advise the City Council on
associated matters.
• Prepare Parks and Recreation Commission Agendas and conduct meetings that address relevant issues,
encourage public input, and foster public education on matters of parks and recreation and other associated
civic matters.
• Implement and/or process recommendations by the Commission for City Council consideration.
• Provide staff support to committees of the Commission which require more detailed review of issues relating to
park development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and
guidelines.
• Conduct Commission workshops to improve the expertise and effectiveness of the Commission.
Administrative Services
Provide the required administrative support to a division with 33 full-time positions and approximately 50 hourly/full-
time equivalent positions, which operate with a budget of $4.7 million.
• Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council
agenda bills, resolutions, and ordinances. Prepare and monitor departmental and individual goals and budget
administration for expenditures and revenue generation.
• Recommend and process personnel appointments, promotions, assignments, and disciplinary action when
warranted. Provide ongoing support to management, general, and part-time employees. Implement the services
of contractual employees.
• Implement and maintain the strategic planning process for the Recreation Department.
• Facilitate a customer service training and orientation program for all new department employees
B-120
PROGRAM: PARK PLANNING PAGE TWO
& RECREATION MANAGEMENT
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545
PROGRAM ACTIVITIES (continued):
Park Acquisition, Planning, and/or Development
Ensure adequate park acquisition, development, and rehabilitation in order to meet the park performance standards
of the Growth Management Program. Provide for current and future community needs by addressing changing
recreation trends.
• Monitor and implement existing park agreements.
• Complete Phase 2 of the Carrillo Ranch Master Plan and stage the park dedication ceremonies.
• Coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park
development projects.
• Continue the park design process for the Pine School property.
• Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfields.
• Provide staff support for the development of the municipal golf course.
• Develop the Aviara Community Park site Master Plan.
• Continue the Alga Norte park design process.
• Process the actions required to create a Citywide Trail System (land acquisition, maintenance system,
development, volunteers, etc.).
Recreation 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:
None.
B-121
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION ACCT NO. 0014515, 0014521-28
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
735,129
783,200
4,577
1,522,906
. 10.00
22.46
2001-02
ACTUAL
760,933
817,431
0
1,578,364
10.00
24.23
2002-03
BUDGET
994,956
910,179
0
1,905,135
, 10.00
24.64
2003-04
BUDGET
1,074,011
815,886
0
1,889,897
8.25
22.13
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing self-sustaining fee-supported programs for all segments of the
population, including those that live, work, and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth
day camps, after school programs, and youth and family services.
The Fee Supported Division provides year-round recreational programs for all ages, preschool to seniors, including
program design, planning, implementation, and evaluation.
• Review proposals and negotiate contracts with
instructors.
• Schedule facilities for programs.
• Prepare and distribute marketing materials.
• Evaluate programs and analyze data on an ongoing
basis.
• Prepare financial and revenue reports.
• Research and implement program opportunities.
WORKLOAD MEASURES:
Conduct fee market studies on an ongoing basis.
Coordinate with school districts for youth and teen
programming.
Recruit, train, and reward volunteers.
Generate program sponsors.
Utilize sports professionals to enhance program
quality.
Provide scholarships for Carlsbad resident youths.
2001-02
Enrichment Classes
Conducted 1 ,620
Enrolled 16,200
Revenue $556,976
Davtrippers
Trips Conducted 32
Participants 900
Revenue $44,566
Camps
Camps 47
Participants 793
Revenue $0
Estimate
2002-03
1,650
16,700
$427,000
8
350
$23,000
50
1,080
$111,000
Projected
2003-04
1,650
16,700
$427,000
10
425
$35,000
50
1,280
$111,000
Youth Sports
Teams
Participants
Spectators
Revenue
Adult Sports
Teams
Participants
Spectators
Revenue
2001-02
58
1,050
13,000
$32,000
325
5,000
30,000
$85,000
Estimate
2002-03
64
1,100
14,000
$36,000
328
5,100
30,000
$85,000
Projected
2003-04
70
1,150
15,000
$36,500
330
5,150
30,000
$92,000
B-122
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014515,0014521-28
WORKLOAD MEASURES (continued):
2001-02
Pre-school Classes
Conducted 167
Enrolled 1,900
Revenue $126,523
Estimate
2002-03
Projected
2003-04 2001-02
Estimate
2002-03
Projected
2003-04
177
1,900
$139,046
184
2,024
$146,160
Special Events
Events
Participants
Revenue
9
25,500
$75,000
7
25,000
$85,000
10
28,000
$87,000
17
Fields
Maintained
Stay 'n' Play
Weeks
Participants
Revenue
KEY GOALS FOR 2003-04:
17
36
6,840
$1,845
36
7,200
$2,245
36
7,200
$15,512
Kids Camp
Camps
Participants
Revenue
Community Volunteers
17 Volunteers 1,190 1,200 1,300
Hours 8,200 10,500 11,000
12 12 12
1,200 1,500 1,500
$109,922 $118,238 $118,238
Top-Quality Services
• Continue to implement the Recreation Department's Strategic Plan. The Strategic Plan will enhance access to
open space, provide safe places to gather, create life-long learning opportunities, and build a stronger
community.
• Conduct customer service training for all staff to broaden their knowledge and improve service delivery.
• Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
Financial Health
• Recruit, train, and recognize volunteers through an annual awards program in order to improve service quality
and reduce program costs.
• Recruit and maintain program sponsors to promote local businesses and reduce operational costs.
• Provide a wide variety of revenue-generating quality recreation opportunities that support local businesses and
enhance transient occupancy taxes (TOT) and sales tax opportunities.
• Promote cooperative fundraising projects such as "Clean Sweep" to provide volunteer assistance in the
community and raise funds for scholarship programs.
Learning
• Collaborate with school districts to provide City and school facilities for youth programs including teen dances,
Stay 'N' Play and Grad Nite.
• Promote educational classes and programs for the community through the Community Services brochure.
• Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
SIGNIFICANT CHANGES:
• Modest fee increases for the Stay 'N' Play after-school program and the Kidz Camp programs will be
implemented this year as a means of offsetting the rising costs of providing those programs and providing the
number of field trips.
• The number of preschool classes at Stagecoach Park on Monday, Wednesday, and Friday has increased in an
effort to meet rising demand.
• A number of special events have been added, deleted, or modified as a means of promoting the target issues
addressed in the Department's Strategic Plan. They include promoting strong families and safe places to
gather, with an emphasis on teens.
B-123
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AQUATICS
GENERAL
RECREATION ACCTNO. 0014520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
280,515
148,222
103,651
532,388
2.00
7.25
2001-02
ACTUAL
294,795
107,174
149,032
551,001
2.00
7.25
2002-03
BUDGET
349,004
153,052
32,000
534,056
3.00
6.89
2003-04
BUDGET
334,899
138,892
0
473,791
.'.••••2.47
7.50
WORK PROGRAM:
The Aquatics Program provides for the operation of an attractive and safe community swim complex, which offers
comprehensive instruction and training, competition, and recreational swimming to all segments of the population
who live, work, and/or visit in Carlsbad. Note that workload measures for 2001-02 were impacted by a pool closure
of 51 days (03/01/02 - 4/22/02). The pool is also expected to be closed 11/10/03 - 12/07/03.
PROGRAM 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
2001-02
Estimate
2002-03
Projected
2003-04
Instructional Lessons
Lane/Hours
Classes Conducted
Registered, Resident
Registered, Non-Resident
Revenue
Carlsbad High School P.E.
Lane/Hours
Participation
Recreation and Lap Swim
Lane/Hours
Daily Admissions
• Youth
• Adult
• Season Pass Administration
• Revenue
2,053
241
1,508
36
$36,500
664
1,661
16,228
6,269
8,061
17,189
$50,296
2,250
242
1,510
36
$36,500
800
2,030
17,200
6,400
8,200
17,200
$55,000
2,250
242
1,510
36
$50,500
740
2,200
17,000
6,200
8,000
17,100
$66,000
B-124
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION-AQUATICS
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014520
WORKLOAD STATISTICS (continued):
Carlsbad Swim Masters
Lane/Hours
Participation
Revenue
Aquatic Exercise
Lane/Hours
Participation
Revenue
Carlsbad High School Teams
Lane/Hours
Participation
Revenue
North Coast Aquatics
Lane/Hours
Participation
Revenue
North Shore Aquatics (Age Group Water Polo)
Lane/Hours
Participation
Revenue
Carlsbad Water Polo (Boys Age Group Water
Polo)
Lane/Hours
Participation
Revenue
KEY GOALS FOR 2003-04:
Top-Quality Services
• Be a city that provides exceptional aquatic services, programs, and facilities on a daily basis.
Learning
• Promote and support continuous aquatic and safety training opportunities within the community and the City
organization.
• Continue the "Aquatic Trainee" program to help ensure continued qualified staffing of aquatic programs.
SIGNIFICANT CHANGES:
Fee increases are being proposed in all programs and rentals of the facility to offset rising program costs.
Actual
2001-02
2,933
10,927
$35,474
199
1,068
$3,558
3,947
6,636
$21,007
2,210
7,668
$6,238
818
522
$2,696
1,047
4,327
$7,210
Estimate
2002-03
3,228
12,500
$37,200
210
1,200
$3,900
4,300
7,500
$24,000
2,800
9,450
$6,800
200
100
$400
1,250
4,400
$7,300
Projected
2003-04
3,165
11,900
$42,600
200
1,200
$4,700
4,000
7,000
$28,800
2,650
9,000
$9,600
0
0
$0
1,000
4,200
$8,400
B-125
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AGUA HEDIONDA
LAGOON PERMITS
GENERAL
RECREATION ACCTNO. 0014530
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
10,838
3,139
0
13,977
0.00
0,50
2001-02
ACTUAL
10,235
1,522
0
11,757
0,00
0.50
2002-03
BUDGET
1,302
4,719
0
6,021
0.00
0.50
2003-04
BUDGET
24,408
3,332
0
27,740
0,53
0.00
WORK PROGRAM:
Provides for the Agua Hedionda Lagoon Permits Program. This program reduces the City's liability exposure by
requiring all vessels to obtain a valid City use permit. Aquatics staff now provides support to this function.
PROGRAM ACTIVITIES:
Permits
Issue annual lagoon use permits, verify and monitor
DMV registration, and coordinate with the Police
Department to publish and distribute information
regarding use, rules, and regulations of the lagoon.
SIGNIFICANT CHANGES:
WORKLOAD STATISTICS:
Estimated Projected
2001-02 2002-03 2003-04
• Annual Permits 304 290 290
• Daily Permits 256 240 240
• Revenue $20,096 $18,500 $18,500
The Lagoon Permits Program is now being conducted from the Community Swim Complex by Aquatics staff. The
real cost of providing this service is being reflected by allocating a portion of the Office Specialist II, Aquatic
Specialist, and Aquatic Supervisor salaries and benefits to reflect their proportionate share of the work activity.
Revenues are expected to continue to be flat due to lagoon use restrictions related to Caulerpa taxifolia algae.
B-126
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION OPERATIONS
GENERAL
RECREATION ACCTNO. 0014540,0014541,
0014542, 0014543
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
578,387
155,949
5,736
740,072
8.00
9.63
2001-02
ACTUAL
731,944
146,120
62,075
940,139
8.00
9.63
2002-03
BUDGET
760,803
212,271
26,392
999,466
10.00
••' 10.13
2003-04
BUDGET
947,816
190,684
5,000
1,143,500
11.80
13.28
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 ball fields at school sites and Community Centers and other park areas.
• Staff coordinates classes, meetings, dedications, and other functions at Community Centers and additional City
facilities.
• Attendants attend to customer service issues and provide general clean-up and associated maintenance at
facilities.
Supervision
Supervisory staff coordinates operations of the Community Centers and satellite facilities.
• Staff recruitment and development.
• Provides staff training.
• Serves as liaison to various community organizations and Citywide committees.
• Responds to customers' concerns and requests.
WORKLOAD MEASURES:
Reservations Processed:
Number of Facility Users:
Revenue:
Number of Fields Maintained:
2001-02
3,282
970,000
$120,963
17
Estimate
2002-03
3,200
1,100,000
$128,000
17
Projected
2003-04
3,200
1,400,000
$175,000
17
B-127
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCTNO. 0014540,0014541,
0014542, 0014543
KEY GOALS FOR 2003-04:
Top-Quality Services
• Begin the initial phases to implement the Recreation Department's Strategic Plan. The Strategic Plan will
enhance access to open space, provide safe places to gather, create life-long learning opportunities, and build a
stronger community.
• Conduct customer service training for 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.
Balanced Community Development
• Prepare and distribute a marketing packet that promotes Carlsbad hotels, restaurants, amenities, and City
facilities to all non-resident athletic groups that use Recreation Department facilities.
• Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and
competitive alternative to private sector facilities.
SIGNIFICANT CHANGES:
• A Recreation Area Manager position was added during 2002-03 to staff Leo Carrillo Park.
• Synthetic turf is being installed at the Poinsettia Community Park soccer field and will make that site available
for year-round play.
B-128
PROGRAM:
FUND:
PROGRAM GROUP:
TRAILS
GENERAL
RECREATION / GENERAL SERVICES ACCT NO. 0015023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
0
0
0
0.00
0.00
2001-02
ACTUAL
0
0
0
0
0.00
0.00
2002-03
BUDGET
0
0
0
0
0.00
0.00
2003-04
BUDGET
53,525
16,400
0
69,925
0.50
0.50
WORK PROGRAM:
Community Services and Park Development will assist the trails committee in developing and maintaining the
Citywide trails program.
PROGRAM ACTIVITIES:
Trail Maintenance Plan
• Maintain existing and proposed Citywide trails
with the assistance of trail volunteers.
PERFORMANCE OBJECTIVES:
Trail Management and Maintenance Program
• Maintain existing trails in accordance with trail
maintenance plan.
• Assist and monitor trail volunteers in the
maintenance and construction of Citywide trails.
Project Processing
• Continue processing acceptance agreements
from previously rejected Irreversible Offers of
Dedication (IOD) for the Citywide trail
easements.
SIGNIFICANT CHANGES:
This is a new budget to fund materials and tools for the maintenance of the trails as well as a part-time position to
oversee the maintenance of the trails and 50% of a Park Planner.
B-129
PROGRAM:
FUND:
PROGRAM GROUP:
SENIOR PROGRAMS
GENERAL/SPECIAL REVENUE
RECREATION
ACCT NO. 0014570,1434567,
1444567,191XXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE: DONATIONS
SPECIAL REVENUE: GRANTS
TOTAL
2000-01
ACTUAL
286,360
378,759
0
665,119
3.00
6.52
366,497
87,860
210,762
2001-02
ACTUAL
310,684
333,336
0
644,020
3,00
7.00
401 ,420
35,557
207,043
2002-03
BUDGET
332,222
376,203
28,000
736,425
3.00
7.50
736,425
0
0
2003-04
BUDGET
312,696
384,418
0
697,114
1,95
7.50
697,114
0
0
665,119| 644,020| 736,425| 697,114
WORK PROGRAM:
To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and
provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area.
PROGRAM ACTIVITIES:
Education/Learning
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, utilizing rented buses as well as public transportation (i.e., the Coaster, Trolley,
etc.).
Personalized Assistance
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
• Offer tax assistance to over 500 seniors.
• Arrange for free legal advice for over 200 seniors.
• Arrange for assistance with health insurance decisions.
Health Services
Arrange for screenings, services, classes, and lectures that promote healthy living.
• 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 yoga, and dance for seniors.
B-130
PROGRAM: SENIOR PROGRAMS PAGE TWO
FUND: GENERAL/SPECIAL REVENUE ACCT NO. 0014570,1434567,
PROGRAM GROUP: RECREATION 1444567,191XXX
PROGRAM ACTIVITIES (continued):
Senior Grants
• Provide a minimum of 30,000 nutritious lunches.
• Provide a minimum of 10,000 delivered meals to the homes of Carlsbad's frail seniors.
• Provide over 8,500 rides to seniors who have limited means of getting to the Senior Center, shopping, medical visits,
and other necessary appointments.
• Provide nutrition education and special events focused on lunchtime activities.
Administration
Coordinate all operations of the Senior Center: staffing, volunteer recruitment, facility rentals, and grants management.
• After-hours facility rentals.
• Staff scheduling.
• Volunteer recruitment and training.
• Budget management.
• Senior Commission.
SIGNIFICANT CHANGES:
An increase in the Senior Center facility rental fees is proposed for fiscal year 2003-04. Fees have not increased since
1989, and rental increases will be comparable to those rates for other City facilities and will help cover increasing costs.
B-131
B-132
...-.aw •••-..'.-,.. «....vr«- ^\»-'a?'., ;. ».,<f""9 »*•-;*' »F . .'.:V*?»%'-1wHi"*
OPERATING ;BUDGETJSUMMARY
" ' '
:. . . . , •.. .
POHICY AND LEADERSHIP GROUP'
t-m
ADMINISTRATIVE SERVICES
'-«.
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
11,033,208
28,952,290
182,406
2001-02
ACTUAL
12,236,361
29,506,318
244,343
40,167,904] 41,987,022
177.75
14.75
189.75
13.60
2002-03
BUDGET
13,486,327
35,016,486
1,933,167
2003-04
BUDGET
14,480,883
35,843,162
1 ,072,745
50,435,980) 51,396,790
193.75
13.95
194.75
14.95
Maintenance
Operations
67%
PW Admin
1%
Engineering
Services
10%
General Services
20%
Storm Water
Protection
2%
B-133
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS ADMINISTRATION
GENERAL
PUBLIC WORKS ADMINISTRATION ACCTNO. 0016010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
337,905
150,506
0
488,411
3.00
0.00
2001-02
ACTUAL
361,950
130,114
0
492,064
3.50
0,00
2002-03
BUDGET
527,904
279,171
0
2003-04
BUDGET
574,135
225,897
0
807,075| 800,032
6,40
" 0,00
6.30
0,00
WORK PROGRAM:
Provide leadership and coordination for Public Works programs; plan resources and facilities; manage all budget,
fiscal, and personnel matters; coordinate programs with local, State and federal governments; and support City
boards, committees and commissions. Public Works includes Engineering Services, Environmental Programs
(Storm Water Protection, Solid Waste Management), General Services (Parks Maintenance, Facilities Maintenance,
Fleet Maintenance, Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water
Operations, Recycled Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic
Signal Maintenance, Street Lighting, and Solid Waste Management).
PROGRAM ACTIVITIES:
Budget Preparation and Management
• Coordinate department budget activities.
• Prepare and report on quarterly activities.
Performance Measurement
• Coordinate benchmarking partnerships with other cities and agencies.
• Collect, analyze, and report data from both the benchmarking partners and the Public Works Department.
• Encourage an environment of continuous improvement and learning.
Strategic Planning
• Implement strategic plan and Public Works programs to meet current and long-range goals.
• Take active role in development of Service Plan.
Maintenance Management and Quality Control
• Continue development of comprehensive systems inventory, maintenance standards, and work reporting
system.
Education and Outreach
• Coordinate a variety of outreach activities including Public Works Week, Water Awareness Month, Citizens'
Academy, etc.
• Outreach and education related to storm water and other specialized areas as needed.
KEY ACHIEVEMENTS FOR 2002-03:
• Implemented the first phase of the Computerized Maintenance Management System.
• Implemented the Public Information and Education Program for the Public Works MSA.
• Utilized current inventory levels and applied future growth estimates to project infrastructure needs over the next
five years and beyond to build-out. Completed staffing projections based on this analysis and identified staffing
needs in correlation with infrastructure growth estimates.
• Implemented a Service Plan Strategy that actively identifies possible cost-saving opportunities and ideas for
improvement.
• Incorporated the Benchmarking Program into the Public Works Performance Measurement Program.
B-134
PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
KEY GOALS FOR 2003-04:
Communication
• Public Works Education and Outreach: Increase citizen awareness about Public Works, educate them on what
we do and how well we do it, and improve our image.
• Public Works Website: Enhancement of website for Public Works and Planning.
SIGNIFICANT CHANGES:
None.
B-135
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCT NO. 0015710/5x15710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SEWER ENTERPRISE
TOTAL FUNDING
2000-01
ACTUAL
3,793,381
1 ,456,847
44,791
5,295,019
48.70
1.00
4,328,569
343,420
623,030
5,295,019
2001-02
ACTUAL
3,935,757
1 ,670,683
55,183
5,661 ,623
52.20
1.00
4,312,623
674,500
674,500
2002-03
BUDGET
4,154,789
1,924,890
0
6,079,679
51.70
1.00
5,266,844
349,519
463,316
5,661 ,623| 6,079,679
2003-04
BUDGET
4,469,154
1 ,624,508
0
6,093,662
51.20
1.00
5,210,161
503,596
379,905
6,093,662
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation,
water supply, sewer collection, storm water control, parks, and general engineering, project management, front
counter operations, and construction inspection. The Engineering Department provides services to the public and
other City departments through preparation and processing of planning, design, and construction documents and
performing transportation studies. The department is also responsible for ensuring that development and public
improvements are properly designed, constructed, and inspected while maintaining public safety and the well-being
of the community.
PROGRAM ACTIVITIES:
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.
Development Services
• Provide comprehensive engineering input for all land use development applications; process engineering
development plans and maps in a professional manner, maintaining high-quality and meeting production goals;
ensure engineering questions related to land development are answered in a timely and friendly manner.
Planning and Programs
• Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update
existing facility impact fee programs, and assist developers with the formation of finance districts to fund major
public improvements. Administer and coordinate engineering activities for beach erosion, lagoon dredging,
growth management monitoring, special districts program, and facility mapping.
Design
• Design Citywide capital projects including parks, roadways, storm water, domestic water, recycled water, and
sewer systems; develop and maintain programs in water resources, domestic water systems, recycled water
systems, sewer systems, and storm drain systems. For each of these programs, Design provides a variety of
services including planning, water supply and quality monitoring, technical assistance, mapping, and facility
location.
Transportation
• Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and
inquiries. Maintain records of collision reports, speed surveys, and traffic counts, and assist in maintaining
optimum traffic signal operations. Review traffic control plans, signing and striping plans, and traffic signal
plans; review project submittals; provide interdepartmental coordination of various issues; and staff the Traffic
Safety Commission.
B-136
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING PAGE TWO
GENERAL/WATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCTNO. 0015710/5x15710
PROGRAM ACTIVITIES (continued):
Construction Management and Inspection
• Perform construction management, administration, and inspection for private grading agreements, development
improvement agreements, and capital improvement projects through the application of uniform practices and
policies; ensure construction of high-quality improvements; and minimize inconvenience to the public while
ensuring safe work sites.
WORKLOAD STATISTICS:
Total Capital Improvement Program Appropriations
$180,000,000
$160,000,000
$140,000,000 '
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
• New
D Carry Forward
FYOO-01 FY01-02 FY 02-03 FY 03-04 (Est.)
KEY ACHIEVEMENTS FOR 2002-03:
Rancho Santa Fe Road Reach under construction (Olivenhain Road/Encinitas).
Slurry seal overlay and reconstruct 22 miles of City streets.
Vista/Carlsbad Interceptor Reach 5-11 completed.
Orion Street extension completed.
Poinsettia and Stagecoach Park Stairway Replacement completed.
South Agua Hedionda Forcemain completed.
Sandshell Lift Station completed.
Chestnut Avenue Parkway Improvements completed.
El Fuerte extension under construction.
4 mgd Carlsbad Water Recycling Facility under construction.
Cannon Road West Reach 2 completed.
Poinsettia Lane Reach C under construction.
Poinsettia Lane Reach F under construction.
Cannon Road Reach 3 under construction.
College Boulevard Reach C under construction.
Paseo Del Norte Intersection Turn Lanes completed.
Alga Road Median, Road and Sidewalks completed.
Rancho Santa Fe Road Phase I under construction (La Costa Avenue/San Elijo Road)
Bressi Ranch under construction.
Villages of La Costa at the Oaks and at the Greens under construction.
Kelly Core Area under construction.
Time-based traffic signal coordination on Palomar Airport Road and on El Camino Real completed.
Update Traffic Signal Coordination Timing on Carlsbad Village Drive between State Street and Harding Street.
B-137
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 0015710/5x15710
KEY GOALS FOR 2003-04:
Transportation/Circulation
• Continue work toward the construction of major road projects including: College Reach A, Cannon Reach 4,
Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane Reach E.
Parks/Open Space/Trails
• Complete permitting and design of Coastal Rail Trail in preparation for construction in FY2004.
• Jefferson Street Sidewalks under construction.
Water
• Construct Carlsbad recycled water facility, recycled water transmission pipelines, and pump stations to distribute
water from the Phase II recycled water program.
Construct El Camino Real Transmission Main Replacement (Cassia to Palomar Airport Road).
Construct La Costa Avenue and Palomar Airport and Sunnyhill Storm Drain.
Construct El Camino Real Transmission Main Replacement (Faraday to Cougar).
Reservoir Security Fence and Painting.
Begin construction of Cannon Road Lift Station.
Begin construction of Forest Avenue Sewer.
Complete design of Lake Calavera Improvements.
Environmental Management
• Update Storm Drain Master Plans per the growth management data and National Pollutant Discharge
Elimination System (NPDES) requirements and determine if the current planned facilities and Planned Local
Drainage Area fees are adequate for the existing rate of growth and future buildout.
SIGNIFICANT CHANGES:
None.
B-138
PROGRAM:
FUND:
PROGRAM GROUP:
STORM WATER PROTECTION
SPECIAL REVENUE
STORM WATER PROTECTION ACCTNO. 1545710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
0
0
2001-02
ACTUAL
356,143
366,606
44,642
0| 767,391
0.00
0.00
6.50
0.00
2002-03
BUDGET
544,997
531,422
0
2003-04
BUDGET
550,610
680,340
13,800
1,076,419| 1,244,750
8.50
0.00
8.10
0.40
WORK PROGRAM:
Provide leadership and coordination for Public Works programs related to storm water protection from pollution; plan
resources and facilities; manage all budget, fiscal, and enforcement matters; coordinate programs with local, State
and federal governments and support City boards, committees, and commissions; ensure compliance with the
National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No. 2001-01 (the "Permit")
issued by the San Diego Regional Water Quality Control Board.
PROGRAM ACTIVITIES:
Industrial. Commercial, Residential and Municipal: Data Management/GIS Programs
The components of these programs include inspection of the prioritized facilities, sampling and testing of storm water,
education using outreach materials, and enforcement of non-compliant sites. High-priority municipal and industrial facilities
are inspected annually (over 100). High-priority commercial sites and medium- to low-priority industrial sites are inspected
as needed (over 1,000).
Education/Outreach and Public Participation
The Permit also requires the City to conduct educational efforts and outreach to the public and focus groups regarding the
new requirements to all the different sectors. The Permit specifies in Sections F.1 .d and F.2.J that educational efforts should
be focused on City staff as well as externally. Outreach to municipal staff is intended to inform and educate employees and
City contractors on the requirements imposed on all municipal facilities and operations.
Additional educational efforts are outlined in Section F.4 of the Permit by specifying the target communities of the outreach
and topics to be covered. The Permit also specifies that the City and all Copermittees must include the public by allowing
participation and input in local and regional programs.
Municipal Facilities
The Permit requires that all existing municipal facilities be reviewed and modified, as needed, to prevent or reduce
the pollutants in runoff. This evaluation includes review of: Pollution Prevention practices, identifying all sources of
pollutants, implementing Best Management Practices, and Maintaining all Storm Sewer System facilities and
structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal
facilities. These requirements are found in Section F.S.a of the Permit.
Planning & Construction
The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This
requirement is found in section F.1 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.
Fiscal Analysis
The Permit requires that an adequate funding mechanism be in place to cover the costs associated with the
programs being implemented. This will be an ongoing effort to identify funding options and maintain those funding
options in future years in a manner that will consistently support these programs. The requirement is described in
Section F.8 of the Permit.
B-139
PROGRAM: STORM WATER PROTECTION PAGE TWO
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 1545710
KEY ACHIEVEMENTS FOR 2002-03:
• Prepared and submitted Carlsbad's Jurisdictional Urban Runoff Management Plan (JURMP) annual report.
• Continued the Outreach and Education Program for Storm Water, which included additions to the Internet web
page, HOT Line enhancements (Spanish option), and Best Management Practices brochures for residents and
businesses. Conducted public workshops, participated in Coastal Cleanup Day and other public events, and
responded to requests for speaking engagements.
• City staff training on Storm Water Protection continues.
• Complaint investigations continued as a routine program component, and all investigations are documented and
tracked in the RFA system.
• Environmental Programs Manager and staff participated in regional workgroups and meetings, including
Copermittee Management, Monitoring Workgroup, Outreach Workgroup, Legislative Technical Advisory
Committee, Data Management, Watershed Workgroup, and Program Assessment.
• City staff continued to participate in the North County Outreach group. This group developed educational
brochures and posters, and is developing a watershed awareness phone survey.
• Conducted Coastal and Lagoon outfall bacteriological monitoring (year-round program) and the Dry Weather
Field Screening and Analytical Monitoring program (D-Max Engineering).
• The Permits Plus data management system was implemented to track inspection activities at industrial,
commercial, and municipal facilities.
• Storm water inspectors conducted hundreds of inspections of industrial and commercial facilities. Two UCSD
interns were added to assist with inspections and data entry.
• City staff completed the survey of the storm drainage system to verify inventory for input into CIS.
• Prepared and submitted the Carlsbad Watershed Urban Runoff Management Plan (WURMP) with the other
jurisdictions in the Carlsbad Hydrologic Unit.
• City staff drafted the City's Standard Urban Storm Water Mitigation Plan (SUSMP).
KEY GOALS FOR 2003-04:
Environmental Management
• Be an environmentally sensitive community by focusing on: clean storm water; sewage collection and treatment;
solid waste; and cost-effective and efficient use of energy, including alternative energy sources.
Storm Water Performance Measurement
• Ensure storm water protection services are delivering the appropriate services for the best value with the highest
level of customer satisfaction.
Environmental Education and Outreach
• Develop and implement a comprehensive environmental education and outreach program for storm water, solid
waste, and water conservation that meets all requirements mandated by laws and agreements and utilizes
resources efficiently through collaboration.
SIGNIFICANT CHANGES:
None.
B-140
PROGRAM:
FUND:
PROGRAM GROUP:
GENERAL SERVICES
VARIOUS
GENERAL SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
2,815,191
5,611,175
72,130
2001-02
ACTUAL
3,205,350
5,769,260
29,124
2002-03
BUDGET
3,610,297
5,711,006
1,671,500
2003-04
BUDGET
3,965,545
5,721,491
914,345
8,498,496] 9,003,734| 10,992,803| 10,601,381
55.75
13,25
57.25
12.10
58.25
12.45
59.25
13.35
PROGRAM GROUP DESCRIPTION:
The City's General Services Department is responsible for the preventative maintenance and repair of parks, school
athletic fields, City buildings and vehicles, public street trees, and medians.
PROGRAM ACTIVITIES:
Trees 7%Medians 5%
Vehicle
Replacement 9%
Vehicle
Maintenance 19%
Parks 33%
Facilities 27%
KEY ACHIEVEMENTS FOR 2002-03:
Parks Maintenance
• Installed new playground equipment at six park sites to comply with Americans with Disabilities Act (ADA) and
safety regulations.
• Completed renovations at La Costa Canyon Park restroom facility that included new roof, flooring, and exterior
painting.
• Replaced two damaged/aged light standards at Chase Field.
• Replaced the wooden stairwell with concrete steps at La Costa Canyon Park.
• Began pilot program to increase downtown maintenance activities.
Street Tree Maintenance
• Planted 300 trees in the public right-of-way.
• Removed 2,000 trees as part of the Management & Rehabilitation Plan for Hosp Grove.
• Planted 900 trees and performed clean-up activities as part of the Management & Rehabilitation Plan for Hosp
Grove.
• Pruned 625 trees.
B-141
PROGRAM: GENERAL SERVICES PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
KEY ACHIEVEMENTS FOR 2002-03 (continued):
Median Maintenance
• Began maintaining newly landscaped medians on Cannon Road.
Facilities Maintenance
• Installed new carpet at the Safety Center.
• Installed a new camera surveillance system at the Safety Center.
• Finished applying new exterior paint at Calavera Community Center.
• Installed a new roof at the Senior Center.
• Remodeled the front counter at the Carlsbad Swim Complex.
• Completed renovations at the Magee Barn.
• Installed a new security system at the Farmers Insurance Building.
• Upgraded the lighting system at Dove Library.
• Remodeled the Farmers Insurance Claim Building to be used for surplus storage.
Vehicle Maintenance
• Procured four electric vehicles.
• Implemented new Computerized Maintenance Management System.
• Ninety-seven percent (97%) of scheduled preventive maintenance work orders were completed within 48 hours
from the time the vehicle was delivered to the shop.
Vehicle Replacement
• Fifty-six vehicles met the replacement criteria. Of the 56 vehicles, 21 were replaced in the City's fleet. Nine of
the 21 vehicles were downsized.
• Purchased three additional vehicles that were approved in the Capital Outlay Budget.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Fully implement the Computerized Maintenance Management System (CMMS) into the Parks Maintenance and
Street Trees and Median Divisions. Includes the creation and revision of written work order administrative
procedures, and training of appropriate administrative and field staff on the CMMS.
• Develop and implement pilot programs for each division that will identify new opportunities for efficiencies either
through consolidation, process improvement, and/or contracting.
• Achieve Facilities performance measurement benchmark for completing priority three and priority four work
orders by implementing the Action Plan in the 2003 State of Effectiveness Report.
Environmental Management
• Reduce energy usage by 3% and fuel consumption by 1% (3,000 gallons) to improve air quality that will ensure
a higher quality of life in the community.
B-142
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
1,051,111
1,475,763
35,586
2,562,460
20,15
7.75
2001-02
ACTUAL
1,183,714
1,490,282
18,394
2,692,390
20.15
7.35
2002-03
BUDGET
1,310,584
1,894,913
0
3,205,497
21.35
7.15
2003-04
BUDGET
1,610,422
1,872,459
49,795
3,532,676
23.75
9.85
WORK PROGRAM:
Maintain, preserve, and enhance 315 acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of eight community parks and 26 special use areas.
Manage over 625 acres of open space/undeveloped areas and provide services to other departments as well as
community groups. The total acreage of park sites maintained includes 20 acres at Leo Carrillo Ranch Park.
PERFORMANCE MEASUREMENTS:
• Benchmark
One hundred percent (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. Ninety percent (90%) of safety work orders were resolved within 72 hours after being
addressed.
Result
One hundred percent (100%) of safety work orders were addressed within 24 hours of being identified/reported.
Thirty-one percent (31%) were resolved within 72 hours after being addressed.
• Benchmark
Ninety percent (90%) of customers rate the condition of developed parks as good to excellent.
Result
Ninety-one percent (91%) of customers rate the condition of developed parks as good to excellent.
PROGRAM ACTIVITIES:
Turf and Landscape Maintenance
• Direct management of 112 acres of turf and 203 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, equipment maintenance, and contract
administration for landscape services.
Restroom Maintenance/Litter Control/Picnic Area Services
• Inspect, maintain, clean, paint, and repair 9 separate restroom facilities (as well as 8 portable units) 7 days per
week. Cleaning, restocking, sanitizing, painting, and plumbing repairs comprise the duties of this activity. Also
associated with this activity is litter control. All parks, beach accesses, and beach areas are cleaned 4+ times
weekly to remove all litter and service all trash receptacles.
B-143
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCTNO. 0015020
PROGRAM ACTIVITIES (continued)
Court/Field/Tot Lot Maintenance
• Maintain 22 tennis courts, 14 basketball courts, 16 soccer fields, and 30 Softball/baseball fields. All athletic
courts are cleaned/inspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence
inspections/repairs, and paving surface inspections. In addition, this activity includes weekly maintenance of all
tot lots in the City. This includes sand raking/leveling, sand rototilling, play equipment inspection and repair, and
the necessary documentation of such actions.
Irrigation Maintenance
• Maintain all landscape irrigation systems of City facilities. This includes programming over 103 different
controllers, with over 1,476 valves. Duties include replacement, repair, trouble shooting, and data
entry/programming using the centralized irrigation system.
Open Space Maintenance
• Provide maintenance activities to City-owned open space 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:
Maintenance Activities Performed
(Total Hours)
Sites Maintained
26% Other 21% School
Fields
15,000-,
10,000
5,000
n.
10,350
9,400
3,700
J I—
^fS.
4,300
3,100
— n 1 1 1
53% Developed Parkland
SIGNIFICANT CHANGES:
Several positions were reallocated from other areas to Public Works to better reflect the work performed. One full-
time Park Maintenance Worker position and one part-time FTE was added to maintain Leo Carrillo Park.
B-144
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
843,069
1,194,399
30,919
2001-02
ACTUAL
979,529
1,165,241
1,133
2,068,387| 2,145,903
20.40
1.00
20.40
1.50
2002-03
BUDGET
1,191,669
1,435,907
64,500
2,692,076
20.60
2.05
2003-04
BUDGET
1,255,868
1,526,047
21 ,550
2,803,465
20.60
2.50
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
Ninety percent (90%) of internal surveys returned indicate the overall quality of service by Facilities Maintenance
as good to excellent.
Result
Eighty-one percent (81%) of internal surveys returned indicated the overall quality of service by Facilities
Maintenance as good to excellent.
• Benchmark
Ninety percent (90%) of priority one work orders completed within 24 hours; ninety percent (90%) of priority two
work orders completed within 72 hours; ninety percent (90%) of priority three work orders completed within 20
days; ninety percent (90%) of priority four work orders completed within 30 days.
Result
Ninety-seven percent (97%) of priority one work orders completed within 24 hours; ninety-seven percent (97%)
of priority two work orders completed within 72 hours; eighty-four percent (84%) of priority three work orders
completed within 20 days; eighty-two percent (82%) of priority four work orders completed within 30 days.
• Benchmark
Carlsbad maintenance cost per square foot does not exceed $4.85. This benchmark was established based on
information reported in the baseline year (2000) and has been adjusted annually by the San Diego Consumer
Price Index (2001 = 5.73%; 2002 = 2.95%).
Result
Fiscal Year
2000
2001
2002
Expenditures
$1,833,587*
$2,037,475
$2,144,771
Total
Square Feet
411,607
403,527
403,527
Cost per
Square Foot
$4.45
$5.05
$5.32
Benchmark
$4.45
$4.78**
$4.92
* Figures revised to include custodial expenditures.
** Benchmark adjusted by an additional 1.47% due to market salary adjustments in addition to standard COLA.
B-145
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCTNO. 0015060
PROGRAM ACTIVITIES:
Building Maintenance
• Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance
program for major mechanical systems, roofing, and painting.
Custodial Services
• Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and
contract services in the smaller buildings.
Contract Maintenance
• Prepare and administer contracts for all building maintenance services (i.e., HVAC, plumbing, electrical,
construction projects, and custodial services).
Property Management
• Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as liaison with property
owners to ensure facilities meet City requirements.
WORKLOAD STATISTICS:
1,500
1,000
500
0
Total Work Orders
1,242
Facilities Maintenance Services
980 66%
In-House
FY02 FY03 (Est.)
34%
Contract
SIGNIFICANT CHANGES:
None.
B-146
PROGRAM:
FUND:
PROGRAM GROUP:
STREET TREE MAINTENANCE
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCTNO. 1605023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL. TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
285,276
256,752
5,625
2001-02
ACTUAL
374,929
267,871
0
2002-03
BUDGET
384,242
342,917
0
547,653| 642,800| 727,159
5.90
2.00
5.90
1.75
5.90
• 1.75
2003-04
BUDGET
373,972
324,007
0
697,979
5.40
0.75
WORK PROGRAM:
The Street Tree Division provides maintenance to all trees in the public right-of-way, and provides maintenance
services in Carlsbad's downtown Village, beach accesses, open space areas, and at City facilities.
PROGRAM ACTIVITIES:
Street Trees
• This division program provides maintenance for over 15,000 trees on City right-of-ways. The maintenance
consists of pruning, planting, watering, removing, replacing, and root pruning. The division annually responds to
over 900 street tree work orders/requests, removes approximately 25 trees, and plants over 400 trees annually
to help meet the City Council's tree policy.
Contractual Tree Maintenance
• This program provides an ongoing program for contracting, administering, and overseeing the street tree
maintenance program beyond the scope of the division.
WORKLOAD STATISTICS:
1,146
400
300
Trimmed Removed Planted
SIGNIFICANT CHANGES:
Fifty percent (50%) of a Tree Trimmer II position was transferred to the Parks Maintenance budget
B-147
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIAN MAINTENANCE
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCTNO. 1615024
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
208,189
321,343
0
529,532
2.90
2.00
2001-02
ACTUAL
190,742
343,159
0
533,901
2.90
1.50
2002-03
BUDGET
206,814
370,966
0
577,780
2.50
1.50
2003-04
BUDGET
139,994
364,847
0
504,841
1.60
0.25
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and redevelop landscape improvement
areas.
PROGRAM ACTIVITIES:
Medians
• Maintain on a weekly basis over 56 acres of landscaped medians. Maintenance includes trash pick-up, weed
control pruning, planting, pesticide application, removals, replanting, and irrigation repair/adjustment.
Contractual Median Maintenance
• Provide ongoing program for contracting, administering, and overseeing median maintenance for over 43 acres
of City medians.
Streetscape Maintenance
• Maintain approximately eight (8) acres of high-maintenance areas including planter boxes, downtown fountain,
pond, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control,
pruning, planting, pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain
maintenance, and related duties with Streetscape improvements.
WORKLOAD STATISTICS:
Acres Maintained
80%
Contract
20%
In-House
SIGNIFICANT CHANGES:
Two positions (.90%) were reallocated to the Parks budget to more accurately reflect the work performed.
B-148
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE MAINTENANCE
INTERNAL SERVICE
GENERAL SERVICES ACCTNO. 6205060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2000-01
ACTUAL
427,546
1,139,257
0
2001-02
ACTUAL
476,436
1,154,618
9,597
2002-03
BUDGET
516,988
1,306,303
0
2003-04
BUDGET
585,289
1,274,131
30,000
GRAND TOTAL | 1,566,803| 1, 640,651 1 1, 823,291 1 1,889,420
FULL TIME POSITIONS
HQURLY/FTE POSITIONS
6,40
0.50
,7,90
0.00
7,90
0.00
7.90
0.00
WORK PROGRAM:
Fleet Operations is an Internal Service fund within the City, which provides continuous repair and maintenance
service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery
system based on a per-mile/hour charge by class of vehicle generate revenues to this department. This program
involves all facets of vehicle repair, maintenance, and parts; ensures that adequate supplies of fuel and oil are
available to operating departments; administers the collection and disposal of hazardous waste generated by City
departments; and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in
accordance with County and State regulations. The fleet is comprised of 287 vehicles and 129 other pieces of
equipment.
PERFORMANCE MEASURES:
• Benchmark
Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 48 hours from the
time the vehicle is delivered to the shop.
Result
Ninety-seven percent (97%) of scheduled preventative maintenance work orders were completed within 48
hours from the time the vehicle was delivered to the shop.
• Benchmark
Ninety percent (90%) of internal surveys returned indicate the overall quality of service by Fleet Maintenance as
good or excellent.
Result
Eighty-one percent (81%) of internal surveys returned indicated the overall quality of service by Fleet
Maintenance as good or excellent.
PROGRAM ACTIVITIES:
Repair and Maintenance
• Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual
Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for
units disabled in the field.
Auto Parts
• Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or
through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the
automated management system.
B-149
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE MAINTENANCE
INTERNAL SERVICE
GENERAL SERVICES
PAGE TWO
ACCTNO. 6205060
PROGRAM ACTIVITIES (continued)
Fuel and Oil
• Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies;
maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad
Unified School District, San Dieguito Union High School District, Cannon Pacific Services, and Encina
Wastewater Authority; monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
841 833 870
230
Prevents tive
Maintenance
Shop Repairs Vendor Repairs
SIGNIFICANT CHANGES:
None.
B-150
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE REPLACEMENT
INTERNAL SERVICE
GENERAL SERVICES ACCTNO. 6215061
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
1 ,079,331
0
1,079,331
0.00
0,00
2001-02
ACTUAL
0
1,179,122
0
1,179,122
; o.oo
0.00
2002-03
BUDGET
0
60,000
1,607,000
1,667,000
0.00
0.00
2003-04
BUDGET
0
60,000
813,000
873,000
0.00
0.00
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value
of $5,000 or greater. This includes the determination of the economic life of individual units set forth in
Administrative Order No. 3; the development of proper specifications to suit users' needs; outfitting of new units
before being placed into service; and preparing replaced units for sale at auction or to interested public agencies or
special districts. The replacement of units enables the City to meet clean air requirements of the San Diego Basin
and ensures a more cost-effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance
• Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average
replacement charge by unit class.
Specification Writing
• Write specifications for the purchase of replacement units combining the needs of the users and economic
reality of the City.
Purchase and Disposal
• In partnership with the Purchasing Department, buy replacement units through the public bid process or in
cooperation with other public agencies through cooperative purchasing programs. Arrange for the public
auction of replaced units or sell them to other interested public agencies or special districts.
WORKLOAD STATISTICS:
402 411 415
Vehicle/Equipment Vehicle/Equipment
Acquired Disposed
Total Units
SIGNIFICANT CHANGES:
Of the 58 units that met the replacement criteria outlined in Administrative Order No. 3, only 21 vehicles were
selected for replacement in FY04. Of the 21 units selected for replacement, nine vehicles were downsized.
B-151
PROGRAM:
FUND:
PROGRAM GROUP:
CARLSBAD GOLF COURSE
ENTERPRISE
GENERAL SERVICES ACCTNO. 5725001
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
144,330
0
144,330
0,00
0.00
2001-02
ACTUAL
0
168,967
0
168,967
0.00
0.00
2002-03
BUDGET
0
300,000
0
300,000
. 0.00
0.00
2003-04
BUDGET
0
300,000
0
300,000
0,00
0.00
WORK PROGRAM:
Community Services and Park Development will assist the Project Oversight Committee in developing a municipal
golf course.
PROGRAM ACTIVITIES:
Continued Land Management Plan
• Maintain the proposed golf course property to
retain the viability of the project development.
Project Processing
• Continue environmental processing through
USF&W, CDF&G, and the Coastal Commission.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
• Land Management Program:
• Prevent further encroachment of existing
habitat.
• Remove unprotected and insignificant native
vegetation from project footprint.
• Pay taxes and assessments on land held for
development.
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 an
as-needed basis.
B-152
PROGRAM:
FUND:
PROGRAM GROUP:
MAINTENANCE & OPERATIONS
VARIOUS
MAINTENANCE & OPERATIONS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
4,086,731
21,733,762
65,485
25,885,978
70.30
: 0.50
2001-02
ACTUAL
4,377,161
21,569,655
115,394
26,062,210
70.30
0.50
2002-03
BUDGET
4,648,340
26,569,997
261,667
31,480,004
68.90
0.50
2003-04
BUDGET
4,921 ,439
27,590,926
144,600
32,656,965
69.90
0.20
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:
Sanitation Operations
Recycled Water
Street Maintenance
Street Lighting
Traffic Signals
Water Operations
KEY ACHIEVEMENTS FOR 2002-03:
Street Maintenance
• Installed 2 pedestrian access ramps on Calle Acervo in front of school.
• Installed 2 pedestrian access ramps on the 5300 block of Paseo del Norte.
• Installed 100 feet of 5-foot sidewalk and 1 pedestrian access ramp on Basswood Avenue at Donna Drive.
• Installed class II base material footpath along Avenida Encinas between the Poinsettia Coaster Station and the
Embarcadero Lane entrance.
• Installed ground water leach system and curb drain boxes on Palenque Street.
• Installed drainage system, asphalt berm, and asphalt pavement in front of 3265 Highland Drive.
• Installed drainage system, asphalt berm, and asphalt pavement on Crest Drive.
• Repaired 12-foot storm drain from top of slope to existing outfall on Buena Vista Circle.
• Installed new 5-foot sidewalk between Cacatua Street and Unicornio Street on El Fuerte Street.
• Installed new asphalt pavement on tot lot at Kruger House.
• Installed class II material parking lot, drainage pipe and cover, and asphalt approach at Zone 5 Park.
• Removed dirt planter areas, capped with cement, and restriped parking stalls in the Police Department vehicle
parking lot.
B-153
PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY ACHIEVEMENTS FOR 2002-03 (continued):
Traffic Signal Maintenance
• Painted traffic heads at 5 intersections.
• Installed 6 battery backups at critical intersections.
• Replaced deteriorated cabinet at Avenida Encinas and San Lucas.
• Installed video detection for NB and NBL at El Camino Real and La Costa Avenue.
• Installed video detection at College and Faraday.
• Replaced malfunctioning cabinet at El Camino Real and Kelly.
• Replaced damaged cabinet at Carlsbad Village Drive and Pontiac.
• Replaced malfunctioning cabinet at Palomar Airport Road and Palomar Oaks Way.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Develop and implement revised operational procedures for each division that will identify new opportunities for
efficiencies through task consolidation, process improvement, and/or contracting.
• Begin pilot program for roadway striping and crack sealing operations to enhance the "rideability" of Carlsbad
streets.
• Fully implement the Computerized Maintenance Management System (CMMS) in the Construction/Maintenance
Division. Includes revisions to existing work order administrative procedures, and training of appropriate
administrative and field staff on the CMMS.
• Implement Threshold "T" Valve installations at all sites that require backflow testing. Use of this equipment will
minimize and/or eliminate interruptions of water service to customers during annual testing.
Environmental Management
• Prevent or reduce pollutants in runoff from all municipal land use areas and activities by continuing implemented
storm drain and sewer collection BMP's and evaluating their effectiveness.
B-154
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
MAINTENANCE & OPERATIONS ACCTNO. 0016355
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY^FTE POSITIONS
2000-01
ACTUAL
1,026,961
1,007,043
7,513
2001-02
ACTUAL
1,113,009
1,159,799
0
2,041, 51 7| 2,272,808
-21.25
0,00
21,25
0.00
2002-03
BUDGET
1,171,632
1,328,145
4,310
2003-04
BUDGET
1,202,411
1,408,838
0
2,504,087| 2,611,249
19.50
0.00
19,50
: 0.00
WORK PROGRAM:
The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation
efficiency of the roadway system.
PERFORMANCE MEASURES:
Roadway Cost Efficiency:
• Benchmark
Cost per mile of roadway will not exceed $5,878 per street-mile.
Results
Cost per mile of roadway equaled $5,598 in 2001-02.
Roadway Safety:
• Benchmark
One hundred percent (100%) of roadway segments meet CalTrans collision rates.
Results
Ninety-five percent (95%) of Carlsbad's roadway segments meet CalTrans collision rates.
Roadway Circulation:
• Benchmark
Travel times on Palomar Airport Road and on El Camino Real as measured June 2000.
Results
Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December
2002.
Roadway Rideability:
• Benchmark
Average Pavement Condition Index (PCI) in the 70-85 range.
Measurement: Average PCI of 75 as measured in most recent survey, 1997-98.
PROGRAM ACTIVITIES:
Contract Management
• Contract Management consists of contract design, inspection, and support.
Roadside Maintenance
• Roadside Maintenance activities consist of weed abatement, litter pickup, debris hauling, cement repair, and
guardrail maintenance.
Drainage System Maintenance
• The cleaning of brow ditches, catch basins, drainageways, and gutters.
B-155
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 0016355
PROGRAM ACTIVITIES (continued)
City Sign Maintenance
• Fabricate, install, and maintain all traffic, street name, and special signs throughout the City.
Asphalt
• Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching.
Painting
• Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull
nose painting.
WORKLOAD STATISTICS
PW STREET MAINTENANCE 2002 STAFF HOUR TOTALS
Painting
9.85%
Asphalt
11.30%
Misc Maintenance
16.06%
Contract Management
11.3%
Signs
2.57%Drainage
21.26%
Customer Services
8.4%
Roadside
19.26%
SIGNIFICANT CHANGES:
None.
B-156
PROGRAM:
FUND:
PROGRAM GROUP:
TRAFFIC SIGNAL MAINTENANCE
GENERAL
MAINTENANCE & OPERATIONS ACCTNO. 0016370
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
55,005
688,559
0
743,564
0.95
Q.QO=
2001-02
ACTUAL
60,616
425,663
98,069
584,348
0,95
0.00
2002-03
BUDGET
61,385
578,714
45,256
685,355
0.95
0.00
2003-04
BUDGET
63,145
593,053
120,000
776,198
0.95
0.00
WORK PROGRAM:
Maintain the City's traffic signal system.
PROGRAM ACTIVITIES:
Customer Requests
• 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
I Miscellaneous
23.6%
H Contract Admin
4.64% • USA Markouts
8.04%
03 Inspection /
Coordination
1.88%
D Special Projects
6.1%
D Customer Requests
54.54%
SIGNIFICANT CHANGES:
None.
B-157
PROGRAM:
FUND:
PROGRAM GROUP:
STREET LIGHTING
MAINTENANCE ASSESSMENT
MAINTENANCE & OPERATIONS ACCTNO. 1626357
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TOE POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
202,608
641,129
0
843,737
- - -. 2.85
0.00
2001-02
ACTUAL
164,014
704,556
14,210
2002-03
BUDGET
186,630
952,811
0
882,780| 1,139,441
2.85
0.00
2.40
0.00
2003-04
BUDGET
154,805
1,010,229
0
1,165,034
1.85
0.00
WORK PROGRAM:
Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Customer Requests
• Respond to street light repair requests.
Circuits
• Troubleshoot or repair of underground circuits and associated equipment.
USA Markouts
• Mark underground utilities in coordination with the Dig Alert system.
Surveillance and Repair
• Perform night surveillance to identify and schedule needed repairs.
System Upgrades
• Installation of technological advances.
WORKLOAD STATISTICS:
B Inspection/ D Miscellaneous
Coordination 4%
• Special 6%
Projects
6.1B System
Upgrades
8.4%
B Circuits
1.2%
D Surveillances
Repair
15.18%
SIGNIFICANT CHANGES:
None.
D Customer
Requests
39.2%
I USA Markouts
19%
B-158
PROGRAM:
FUND:
PROGRAM GROUP:
BUENA VISTA CHANNEL MAINTENANCE
MAINTENANCE ASSESSMENT
MAINTENANCE & OPERATIONS ACCT NO. 1636312
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
0
7,176
0
2001-02
ACTUAL
0
25,809
0
2002-03
BUDGET
0
1,590
0
2003-04
BUDGET
0
1,629
0
7,176| 25,809| 1,590| 1,629
0.00
0.00
0,00
0,00
: 0.00
0,00
0.00
0.00
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are
assessed annually and the revenues are placed in a fund to cover the costs of major dredging of the creek, which
could occur every four years. The last major clearing was completed in March of 1997.
PROGRAM ACTIVITIES:
• Administration of the Buena Vista Channel Maintenance District, monitoring revenues and calculating fees.
• Monitoring and periodic clearing of the overgrowth and silt within the channel.
WORKLOAD STATISTICS:
• Because the dredging of the channel only occurs every four years, there are no statistics available and no
performance measures have been identified for this program.
KEY GOALS FOR 2003-04:
Top-Quality Services
• Evaluate alternative strategies following drainage studies in light of up-scaled environmental
clearances/mitigation measures to ensure desired drainage patterns.
SIGNIFICANT CHANGES:
Periodic cleaning of the overgrowth and silt that impedes the free flow of water in the creek channel will be done
using carryforward budget.
B-159
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
2,160,295
15,300,675
53,676
17,514,646
30,00
0.50
2001-02
ACTUAL
2,315,045
15,218,240
0
2002-03
BUDGET
2,390,299
18,823,128
205,801
17,533,285| 21,419,228
30.00
0.50
34.60
0.25
2003-04
BUDGET
2,506,467
18,552,223
0
21,058,690
34.30
0.00
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85% of the City (66,300 customers). The District purchases 100% of its potable water as treated
water from the Metropolitan Water District and the San Diego County Water Authority.
PROGRAM ACTIVITIES:
Administration
• Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities;
maintain payroll records and time card administration; coordinate interdepartmental and interagency
communications.
Construction Maintenance
• Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to ensure safe and efficient distribution and collection systems.
Water Operations
• Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and
disinfection activities; collect water quality samples to ensure compliance with State and federal regulations.
Cross-Connection Control
• Implement and enforce cross-connection control of potable and recycled water systems to ensure a safe supply
of potable water, and compliance with State and federal regulations.
Meter Services
• Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers; and assist construction and
maintenance operations.
PERFORMANCE/WORKLOAD MEASURES:
Water Quality
• Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
month are total coliform-positive.
Fiscal
Year
1998-99
1999-00
2000-01
2001-02
Number
Collected
1,428
1,615
1,725
1,719
Total
Positive
3
1
3
1
Total
Bacteria-Free
1,425
1,614
1,722
1,718
Percent
Bacteria-Free
99.0%
99.9%
99.8%
99.9%
B-160
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
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.
Fiscal
Year
1998-99
1999-00
2000-01
2001-02
Water Delivery Efficiency
Total
Hours
18
17
0
0
Miles
Distribution Lines
350
400
410
431
Hours/Mile
Distribution Line
.05
.04
0.00
0.00
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
Year
1998-99
1999-00
2000-01
2001-02
Water
Loss
4.87%
5.36%
4.29%
4.24%
Total annual expenditures per acre-foot of water delivered.
Fiscal
Year
1998-99
1999-00
2000-01
2001-02
Cost per
Acre-Foot
$852
$877
$902
$883
WORKLOAD STATISTICS:
Water Use Data
Collection
30.1%
Fire Hydrant
Replacement/Repair
1.98%Fire Hydrant
Maintenance
1.29%
Water Service Turn •
Off/On
13.3%
Daily
Operations/System
Maintenance
23.4%
Flow Control Station
Valve Maintenance Maintenance
5.68% 3.46%
SIGNIFICANT CHANGES:
None.
B-161
PROGRAM:
FUND:
PROGRAM GROUP:
WASTEWATER OPERATIONS
WASTEWATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5116310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
'ACTUAL
588,774
3,881,612
4,296
4,474,682
15.00
0.00
2001-02
ACTUAL
669,029
3,881,548
0
4,550,577
15.00
0,00
2002-03
BUDGET
764,731
4,735,862
6,300
5,506,893
11,20
0.25
2003-04
BUDGET
894,041
5,848,763
24,600
6,767,404
12,70
0.00
PROGRAM GROUP DESCRIPTION:
The City of Carlsbad operates and maintains a sanitary sewer collection system, which covers approximately 65% of
the geographic area of the City. Sewage is treated by the Encina Wastewater Treatment Plant, a facility jointly owned
by the Cities of Carlsbad and Vista, the Leucadia County Water District, the Vallecitos Water District, the Buena Vista
Sanitation District, and the Encinitas Sanitary District.
PERFORMANCE MEASURES:
Sewer Line Integrity
• Annual number of spills not to exceed 1.17 gallons per foot of sewer mains per year.
Fiscal Year
1999-00
2000-01
Gallons Spilled
895,651
2,116,992
Total Feet of
Mains
765,600
765,600
Spills per Foot
1.77
2.77
Sewer Cost Efficiency
• Annual cost of service per million gallons of sewage will not exceed $1,028. This benchmark was established at
baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Year Expenses
Flow - mgd
Annual Flow
$/mg
1997-98
$2,364,962.00
5.10
1,861.50
$1,270.00
1998-99
$2,244,652.00
5.98
2,182.70
$1,028.00
1999-00
$2,233,201.00
6.34
2,314.10
$965.00
2000-01
$2,308,593.00
6.24
2,372.50
$973.00
B-162
PROGRAM:
FUND:
PROGRAM GROUP:
WASTEWATER OPERATIONS
WASTEWATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5116310
WORKLOAD STATISTICS:
Sewer Main
Cleaning
14.15% FTE
Sewer Lateral
Main Maintenance
4.36% FTE
Sewer Lateral
Main Stoppage
1,33% FTE
Sewer Lateral
Main Research
3.99% FTE
SIGNIFICANT CHANGES:
None.
B-163
PROGRAM:
FUND:
PROGRAM GROUP:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
MAINTENANCE AND OPERATIONS ACCTNO. 5206375
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2000-01
ACTUAL
53,088
207,568
0
260,656
0,25
0.00
2001-02
ACTUAL
55,448
154,040
3,115
212,603
0.25
0.00
2002-03
BUDGET
73,663
149,747
0
223,410
0.25
0.00
2003-04
BUDGET
100,570
176,191
0
276,761
0.60
0.20
WORK PROGRAM:
The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs.
PERFORMANCE MEASURES:
Customer Satisfaction
• Seventy-nine point five percent (79.5%) rate solid waste services as "Good" or "Excellent."
Cost Efficiency
• Residential rates (adjusted for City fees) are the lowest in the County.
Diversion
• Year 2001 Diversion rate as reported to the California Integrated Waste Management Board: fifty-five percent
(55%).
PROGRAM ACTIVITIES:
AB939
• 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.
Recycling/Diversion
• Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional
recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling
programs.
SIGNIFICANT CHANGES:
.35 FTE was reallocated to this budget from Public Works Administration to better reflect actual staff time required to
support Solid Waste programs.
B-164