HomeMy WebLinkAbout; ; 2004-2005 Budget; 2004-07-01
City of Carlsbad
2004-05 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.
CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET
TABLE OF CONTENTS
Reader's Guide to the Budget ................................................................................................................... i
Organization Chart ................................................................................................................................... iv
Council's Five-Year Vision Statements ..................................................................................................... ii
About the City of Carlsbad ....................................................................................................................... 111 ...
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
Proqram Summaries
Policy & Leadership Group
Policy and Leadership Group Summary ........................................................................................ B-29
City Council ................................................................................................................................... 8-30
City Clerk ...................................................................................................................................... B-32
City Treasurer ............................................................................................................................... B-33
City Manager ................................................................................................................................. 8-35 Communication ............................................................................................................................. B-37
City Attorney ................................................................................................................................. 8-38
Ad mi n istrative Services
Administrative Services Summary ................................................................................................. B-39
Administration ............................................................................................................................... B-40
Finance ......................................................................................................................................... B-41
Human Resources ........................................................................................................................ B-43
Records Management ................................................................................................................... B-45
Workers' Compensation ................................................................................................................ B-47
Information Technology ................................................................................................................. B-50
Miscellaneous Non-Departmental ................................................................................................. B-52
Risk Management ......................................................................................................................... 8-48
Health Insurance .......................................................................... ................................................ B-49
Public Safety
Public Safety Summary ................................................................................................................. B-53
Police Department Summary ........................................................................................................ 8-54
Ad ministration ............................................................................................................................... B-56
Field Operations ............................................................................................................................ B-57
Community Services i .................................................................................................................... B-58
Canine .......................................................................................................................................... B-60
CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET
TABLE OF CONTENTS
Public Safety (continued)
Youth/School Programs ................................................................................................................. B-63
Family Services ............................................................................................................................. B-65
Communications Center ................................................................................................................ B-68
Bicycle Patrol ................................................................................................................................ B-70
Police Grants ................................................................................................................................ B-71
Fire Department Summary ............................................................................................................ B-72
Fire Prevention .............................................................................................................................. B-76
Weed Abatement .......................................................................................................................... 8-77
Investigations/Field Evidence ........................................................................................................ B-61
Vice/Narcotics ............................................................................................................................... B-62
Property and Evidence/Records .................................................................................................... 6-64
Task Force .................................................................................................................................... 8-66
Support Operations ....................................................................................................................... 8-67
Various Asset Forfeiture ................................................................................................................ B-69
Administration ............................................................................................................................... B-74
Emergency Operations ................................................................................................................. B-75
Disaster Preparedness ........................................................ : ......................................................... B-78
Communitv Development Community Development Summary ............................................................................................. . B-79
Administration .............................................................................................................................. . B-80
Land Use Planning & Planning Commission ................................................................................. B-82
Geographic Information System .................................................................................................... 8-84
Housing & Redevelopment Summary ........................................................................................... . B-88
Affordable Housing ....................................................................................................................... . B-89
Rental Assistance ......................................................................................................................... B-90
Community Development Block Grant ........................................................................................... B-91
Redevelopment Operations Village Area ....................................................................................... B-93
Low/Moderate Income Housing Village Area ................................................................................. B-95
Redevelopment Operations South Carlsbad Area ............................................... : ......................... B-96
Low/Moderate Income Housing South Carlsbad Area ................ : .................................................. B-97
Economic Development ................................................................................................................ B-86
Building Inspection ........................................................................................................................ B-87
Community Services
Library Summary ......................................................................................................................... 8-100
Carlsbad City Library (Dove Library) ........................................................................................... 8-102
Centro de lnformacion ................................................................................................................. B-105
Community Services Summary ...................................................................................................... B-99
Georgina Cole Library ...................................................................................... .......................... B-1 01
Genealogy/Local History ............................................................................................................. b-104
Technical Services ...................................................................................................................... B-106
Collection Development & Acquisitions ....................................................................................... B-107
Cultural Arts Summary ................................................................................................................ B-110
Sister City .................................................................................................................................... B-113
Recreation Summary .................................................................................................................. B-115
..
Media Services ........................................................................................................................... B-108
Adult Learning Program .............................................................................................................. B-109
Arts Office ................................................................................................................................... B-111
Special Events ............................................................................................................................ B-114
Park Planning & Recreation Management ................................................................................... B-1 17
CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET
TABLE OF CONTENTS
Community Services (continued) Recreation Fee SuoDorted .......................................................................................................... B-119 .. Recreation . Aquatics ................................................................................................................. B-121
Recreation . Agua Hedionda Lagoon Permits ............................................................................. 8-123
Trails B-126
Senior Programs .........................................................................................................................B-127.
Recreation Operations ................................................................................................................ B-124 ...........................................................................................................................................
Public Works
Public Works Summary ............................................................................................................... B-129 Administration ............................................................................................................................ . B-1 30
Engineering ................................................................................................................................. B-132
General Services Summary ........................................................................................................ B-135
Facilities Maintenance ................................................................................................................. 6-1 39
Park Maintenance ....................................................................................................................... B-137
Street Tree Maintenance ............................................................................................................. B-141
Median Maintenance ................................................................................................................... 8-142
Lighting & Landscape District No . 2 ............................................................................................ B-143
Vehicle Replacement .................................................................................................................. B-146
Carlsbad Golf Course .................................................................... : ............................................. 8-147
Maintenance & Operations Summary .......................................................................................... B-148
Street Maintenance ..................................................................................................................... B-150
Vehicle Maintenance ................................................................................................................... 8-144
Traffic Signal Maintenance .......................................................................................................... B-152
Street Lighting ............................................................................................................................. B-153
Water Operations ........................................................................................................................ B-155
Storm Water Protection ............................................................................................................... B-160
Buena Vista Channel Maintenance ............................................................................................. B-I 54
Sanitation Operations .................................................................................................................. B-157 Solid Waste Management ........................................................................................................... 6-1 59
CAPITAL IMPROVEMENT PROGRAM
Overview ............................................................................................................................................... C.1
Future Growth ....................................................................................................................................... C-2
Capital Projects ..................................................................................................................................... C-5
Capital Projects - The Next Five Years ................................................................................................. C-5
Summary .................... :. ...................................................................................................................... C-10
Revenues ............................................................................................................................................. C-3
Capital Projects 2004-2005 to Buildout ................................................................................................. C-8
Growth Management Plan .................................................................................................................. C-10
Capital Funds Projected Fund Balances for FY 2003-2004 ................................................................. C-I 2
Capital Funds Projected Fund Balances for FY 2004-2005 ................................................................. C-13
Capital Funds Budget Expenditure Schedule ..................................................................................... C-15
Detail Schedule of Capital Projects by Category FY 2004-2005 to Buildout ........................................ C-18
Glossary of Capital Project Funding Sources ...................................................................................... C-48
Capital Revenues Actual and Estimated ............................................................................................. C-14
Capital Improvement Program Fund Summary ................................................................................... C-33
CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET
TABLE OF CONTENTS
APPENDICES
Planned Major Capital Outlay Items 2004 . 2005 ................................................................................. D-1
Out of State Travel Requests 2004 - 2005 ........................................................................................... D-2
Miscellaneous Statistical Information .................................................................................................... D-4
Accounting Systems and Budgetary Control ......................................................................................... D-5
Resolution Adopting the Budget ............................................................................................................ D-6
Gann Limit Resolution ......................................................................................................................... D-10
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 2004-05 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.
Operatinq Budqet
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 2004-05 budget figures are presented. Also included are narrative statements
describing program activities, associated workload measures or performance objectives,
key achievements for 2003-04, and key goals for 2004-05.
Capital Improvement Proqram
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 2004-05 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 bhdget, and a glossary.
i
COUNCIL VISION STATEMENTS
Carlsbad . . .
♦ 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, (e.g., water, beach, circulation,
and environmental issues) important to local governments actively involves
addressing governmental issues at the local, state and national levels.
♦ Open government provides for the betterment of the community and encourages
in a non-partisan manner 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 its environment proactively, including:
• Open space
• Wildlife habitats
• Water quality/conservation
• Beach erosion
• Air quality
• Resource conservation and waste reduction
♦ Promotes a safe and efficient integrated transportation system.
♦ Maintains citywide “small town” community spirit.
♦ Provides a community where continuous and life-long learning is supported and
encouraged for people of all ages.
♦ Looks ahead and works to anticipate changes that are required now in order to
make a better future for its citizens.
Carlsbad City Council
2004
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.
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ABOUT THE CITY OF CARLSBAD
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 over two-thirds
developed and is expected to grow from a population
of 92,995 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; 33 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 642 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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City of Carlsbad
To the Honorable Mayor and City Council:
2004-05 BUDGET TRANSMITTAL
I am pleased to submit the 2004-05 Operating Budget and Capital Improvement Program
for the City of Cadsbad. The combined budget totals $200.1 million, with projected
revenues of $206.1 million. Of the total budget, $147.6 million (74%) will be used to
finance the operations of the City, while $52.5 million (26%) 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.
The 2004-05 budget was developed this year with a major emphasis on managing
resources effectively. It maintains the same high level of service Carlsbad’s citizens
have come to expect but does not propose any new enhancements other than those
previously planned. This “hold the line” approach was necessary considering the
condition of the state of California’s budget and its potential impact on the City. Faced
with a multi-billion dollar deficit, the State was looking for a politically acceptable solution
which in the past has meant taking money from counties, cities and special districts to
solve their financial problems. With no legal protections available to cities, the State
could reallocate millions of tax dollars away from the City and into their own coffers.
Such an action could derail years of good financial planning by Carlsbad.
At this time, it appears that the loss to Carlsbad will total somewhere around $4 million
over two years. The good news, though, is that it is only a temporary.reallocation of
taxes. The Governor has committed to placing an initiative on the ballot to constitutionally
protect local government revenues in the years to come. Such protection would give
local governments predictable revenues that they can count on when building their
budgets each year. Long term planning could then be based on reliable estimates of
local economies and not be hampered by unpredictable state budget actions. The
passage of such an initiative would truly be a historic point in the long-standing debate
over fiscal reform between the State and the local governments in California. The
initiative is expected on the ballot in November 2004.
So, with the fate of the fiscal reform unknown, the City’s budget was carefully crafted to
ensure that the City was using its tax dollars effectively. Each program was reviewed to
make sure the budgeted amount was appropriate for the service provided. Overall, the
operating budget has increased 3.4%; however, the increase is due solely to escalating
personnel costs such as health care, workers compensation and retirement. Without
those built in costs, the total operating budget would have declined.
Despite the reductions, the citizens of Carlsbad will still receive top quality service from
its local government. The budget includes funding for over 150 capital improvement
projects; with total costs exceeding $150 million. Due to the City’s growth management
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1200 Carlsbad Village Drive Carlsbad, CA 92008-1989 0 (760) 434-2821 FAX (760) 720-9461 @
program, a significant number of these projects are financed by fees collected from
developers to offset the impacts of .new development. The City’s park system will be
expanded over the next five years with the addition of four new parks. 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.
Despite current budget uncertainties, Carlsbad’s economic position is an enviable one. A
relatively healthy local economy over the past five years provided the stimulus to attract
additional revenue-generating sites to Carlsbad; adding to the City’s strong revenue
base. The demand for housing in the City remains high, with property taxes expected to
increase by up to 10% this year. Carlsbad’s reputation as a tourist destination is also
growing with many new hotels added in the recent past, generating over $9 million in
transient occupancy taxes.
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 $3.8 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 2004-05 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. Balancing the desire to provide top-quality services with slowing revenue
growth and higher service costs will be the City’s challenge in the years to come.
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
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
Policy & Leadership
2%
Admin. Services
8%
Public Safety
17%
Capital Projects
25%
Community Services
8%
Comm. Dev.
8%
Non Dept. &
Contingency
5%
Public Works
11%
Utilities
16%
Taxes
38%
Intergovernmental
6%
Other
1%
Interdepartmental
7%
Licenses & Permits
1%
Charges for Services
5%
Utility Charges
14%
Impact Fees/Special
Taxes
25%Income from
Investments &
Property
3%
CITY OF CARLSBAD
BUDGET HIGHLIGHTS
FISCAL YEAR 2004-05
The 2004-05 budget for all City funds totals $200.1 million, with total revenues estimated
at $206.1 million. The City’s fiscal year runs from July 1 to June 30. The difference
between the estimated revenues and the adopted budget will increase the available
cash on hand (fund balances).
2004-2005
ESTIMATED REVENUES
$206.1 MILLION
WHERE THE MONEY COMES FROM...
WHERE THE MONEY GOES...
2004-2005
ADOPTED BUDGET
$200.1 MILLION
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
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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 $147.6 million and is expected to generate $154.2 million in revenues.
The CIP contains the current year budget allocation of $52.5 million and outlines approximately
159 future projects at a total cost of $466.5 million through buildout of the City. Capital
revenues for the 2004-05 fiscal year are estimated at $51.9 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 2004-05
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.
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.
City of Carlsbad 2004-05 Strategic Goals
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 people, services, and goods throughout Carlsbad.
Balanced Community Development – Be a city that connects community,
place, and spirit and economically sustainable land uses.
Parks/Open Space/Trails – Acquire, develop, and maintain a broad range of
open space and recreational facilities that actively address citizen needs, which are
fiscally responsible, and are consistent with the General Plan and Growth
Management Standards.
Water – Ensure, in the most cost-effective manner, water quality and reliability to
the maximum extent practical, to deliver high quality potable and reclaimed water
incorporating drought-resistant community principles.
Environmental Management – Be an environmentally sensitive community
by focusing on: conservation, 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 support
sustainable economic health and manage fiscal resources effectively.
Communication – Ensure that community members, Council and staff are well
informed, continuing to be a more responsive government and a high level of citizen
confidence in its government
Learning, Culture & Arts – Promote and support continuous learning,
cultural opportunities and the arts within the community and the City organization.
Citizen Connection- Be a city that embraces Community connectivity through
the effective use of technological and interpersonal mediums.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
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ECONOMIC PROFILE
The economy over the past few months has been moving in a positive direction signaling the
return of economic growth as well as job growth in the nation and California. According to
advance estimates released by the Bureau of Economic Analysis, real gross domestic product --
the output of goods and services produced by labor and property located in the United States --
increased at an annual rate of 4.2 percent in the first quarter of 2004. In the fourth quarter, real
GDP increased 4.1 percent.
The major contributors to the increase
in real GDP in the first quarter were
personal consumption expenditures,
equipment and software, government
spending, exports, and private
inventory investment.
Investors also seem to be feeling
more positive about the future
economy, despite the difficult situation
in Iraq and the recent spike in oil
prices. The Federal Reserve’s
statement, issued May 4, was
believed to be pointing towards higher
interest rates in the future. Since the
Fed usually only raises rates in a strong economy with sound fundamentals, it was another
indicator that the economy is on solid footing.
There has also been positive economic performance from California’s economy. Personal
income growth has picked up, growing 4.5% ahead of the previous year as of the end of the 4th
quarter of 2003. Taxable sales have also improved with six consecutive quarters of year over
year growth according to the State department of Finance. Job growth was the one lagging
area in California and recent data suggests that it may be turning around, as well. According to
the Economic Development Department, payroll employment grew by 16,300 jobs from March
to April 2004. This is the second consecutive month that payroll employment has reached an
all-time record high. The unemployment rate was 6.2%, down from 6.6% in March and 6.8% a
year ago. All of these set the stage for a growing California economy; however, most
economists caution that the growth will not be robust and there are still some uncertainties for
the future.
In an overview of the state's economy, UCLA Anderson Forecast Senior Economist Joseph
Hurd states, "California's economy is moving up and out of the trough of recession. We have
seen job growth for a few months - taxable sales are stronger and housing continues to be
strong, both in sales and construction."
Dr. Hurd cautions that the economy still must confront state budget cuts that will reduce public
sector jobs by 25,000 over the next 15 months, surging gasoline prices and a weak dollar, which
make imports more expensive, and high household debt, which will limit new purchases of cars
and other durables for the foreseeable future.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
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LAO Forecast for State of California
As Dr. Hurd noted, the financial woes of the
California government may continue to hold
back the growth of the California economy.
The economic recovery and the actions taken
under Governor Schwarzenegger have
helped to improve the near term outlook for
the state as evidenced by Moody’s upgraded
credit rating for the State in May 2004.
However, according to the Legislative
Analyst’s Office (LAO), the State is still facing
significant deficits in future years. The LAO’s
report states that while the Governor’s plan
would balance the budget in 2004-05, a $6
billion shortfall reappears in 2005-06, growing
to over $6.5 billion in 2006-07 and beyond.
The ongoing budget shortfalls result from the
high reliance in the near term on one-time
savings and loans that will need to be repaid
in the future. It is the LAO’s opinion that the State will not be able to simply “grow its way” out of
the current deficit situation.
The outlook for California in the latter half of 2004, according to the State Finance Department,
is for job growth to hit an annualized rate of .8%, with the low rate attributable to the late
improvement in the labor markets, and personal income growth to rise by 5.4%. For 2005, they
are predicting further improvements with job growth showing a 2.1% increase and personal
income up by 5.6%.
Locally, the San Diego economy has fared better than either the nation or the State. The
region added 5,100 jobs last month, nearly a third of the jobs growth statewide. Due to it’s
diversified economy, San Diego never really felt the jobs loss experienced in other areas of the
State. San Diego County's unemployment rate declined from 4.2% in March to 3.9% in April,
compared to a 5.4% rate nationally and 6.1% in California.
The continuing job growth in San Diego is reflected in growing consumer confidence in the
region. Last month, confidence rose by 3.2%, according to a monthly survey by The San Diego
Union-Tribune, “Consumers are more optimistic about current circumstances than they have
been in nearly two years, although there is continuing pessimism about what the economy will
be like six months down the road.”
Carlsbad’s economy is tied closely to that of the San Diego region. General improvement has
been seen in the past year in almost all areas. Total sales taxes in the City for the last calendar
year grew 6.7%, with the general retail and transportation segments both increasing by almost
10%. Transient Occupancy Taxes, the City’s gauge of the tourism industry, are up 4% for the
fiscal year through April.
Carlsbad’s residential real estate market has continued strong throughout the year. The City
expects to issue 1,198 residential permits this year, slightly higher than the 834 in the previous
year. The impediment to higher development is mainly due to the lack of supply rather than a
lack of demand. However, there are a number of new residential communities in the final
phases of development, which will add significantly to the residential housing stock in Carlsbad.
These include the Calavera Hills project in northeast Carlsbad, with 331 single-family homes
and 358 multi-family units planned; the Villages of La Costa projects known as the Oaks, the
Greens and the Ridge which will add approximately 1,700 single-family and 550 multi-family
units and the Bressi Ranch area with 523 single-family and 100 multi-family units to be
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-7
developed. The completion of these master planned communities will signal the end to the
large-scale residential developments in Carlsbad.
With supply relatively low, housing
prices have continued to escalate.
The median price for single-family
homes in Carlsbad averaged
$561,000 for calendar year 2003, a
17% increase from the previous
year. Total assessed values in the
City stand at over $14 billion,
double what they were just five
years ago. With the new
developments mentioned earlier
starting to sell this year, the City
has projected it will add about
3,700 more residential units and an
additional 5.9 million square feet of
commercial/industrial development
over the next five years. The City’s
residential housing stock is about 85% built out, with approximately 6,800 housing units
remaining to develop.
Commercial and industrial development has been sluggish in the past few years, adding well
under a million square feet per year. This is expected to pick up over the next five years to
average over 1.1 million square feet per year. Some of the major businesses in town include
the Gemological Institute of America, ViaSat, Invitrogen, Callaway, Taylor Made, Upper Deck,
and many others.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for City
services. Carlsbad is home to Car Country Carlsbad – an auto mall; the Carlsbad Company
Stores – a specialty outlet center; Plaza Camino Real – a regional shopping mall; a Costco
center; and the most recent addition; the Forum at Carlsbad - a commercial center with retail
shops, restaurants and other commercial uses.
Development has also enhanced Carlsbad’s reputation as a destination resort for tourism. The
City is host to a major family theme park: Legoland, and has two luxury resorts available for its
visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a
number of other quality hotels and motels in the City with the most recent additions being the
Inns of America, which opened in December 2001, and the Extended Stay America, which
opened in fall 2002. This brings the total available hotel rooms in the City to about 3,500.
It is the Council’s goal to ensure that the City remains in good financial health, and there are a
number of steps the City has taken to attain that goal. One of these is the Growth Management
Plan. This plan was adopted by the citizens to ensure that all necessary public facilities were
constructed along with development. It also ensures that a financing plan is in place to pay for
the facilities prior to the development of the property.
In addition to the Growth Management Plan, the City also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of serving new development and operating new public
facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten-
year operating forecast for the General fund, and a 20+ year Capital Improvement Program. As
part of the Capital Improvement Program, the City annually calculates the amounts needed to
$-
$100
$200
$300
$400
$500
$600
(in 000's)
1999 2000 2001 2002 2003
Median SFD Home Prices in Carlsbad
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-8
pay for the various projects and calculates the anticipated operating budget impacts. In this
way, we can anticipate the effects of development from both a capital and an operating
perspective.
One of the newer initiatives the City has undertaken to ensure its financial health is the
development of an Infrastructure Replacement fund. With this fund, the City has begun to set
aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of
maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, when needed, will be performed on streets, parks, and
many facilities for which the City is responsible.
Despite the slow recovery underway,
Carlsbad’s current economic position
is an enviable one. A relatively
healthy local economy over the past
five years provided additional
revenue-generating sites that allow
the City to continue to provide
services despite the sluggishness of
the recent economy. The Carlsbad
Company Stores, opened in late
1997, has continued to expand and
now contributes over $1.3 million
annually to the City’s sales tax
receipts. The City’s Auto Mall
generates over $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, transient occupancy taxes (TOT), franchise taxes, and vehicle
license fees, are expected to provide $75.4 million, or 77%, of the City’s General fund revenues
in 2005. 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 2004-05, the City’s revenue projections reflect increasing consumer confidence
with growth in base sales taxes at about 5.5%. Housing prices are expected to level out, with
the expected rise in interest rates, especially in the higher-end homes. Development is
predicted to increase as new housing developments come on line in the next year. And finally,
tourism is expected to continue to recover over the year, with TOT receipts finally reaching
2001’s level by the end of 2005. More information on all of the City’s revenues and programs
can be found in the later sections of this document.
The most significant area of risk in the forecast for Carlsbad is in the impact on the City from the
state of California’s budget deficit. The State’s budget for fiscal year 2004 took approximately
$1.5 million from the City’s General fund with the promise to pay the majority of it back in the
future. In the early part of the 1990’s, the State also overspent their budget resulting in a
permanent loss of over $2.5 million from Carlsbad’s General fund in the form of a reallocation of
property taxes. So the precedent of the State taking local revenues on a permanent basis to
solve it’s fiscal problems has been set and thus, threatens the stability of the City’s finances.
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
94 95 96 97 98 99 00 01 02 03 04e
General Fund Revenues
Property Tax Sales Tax Transient Occ Tax Vehicle Lic Fees Franchise Taxes All Others
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-9
In addition, a ballot measure in November authorized what is known as the “Triple Flip”. This is
a complicated method of securing payment for the Deficit Reduction Bonds, which the State is
planning on issuing this year. It essentially results in the temporary swap of a ¼ cent of the
cities’ sales tax in return for property tax. It should have no effect on the amount of tax
revenues the cities receive but it will result in the loss of some interest earnings due to the delay
in the timing of the receipt of the taxes.
The Governor’s May Revision of the 2004-05 budget reflects an agreement worked
out between the Governor and a group of city, county and special district
representatives. The package is to be put on the November ballot as a
constitutional amendment. The main provisions include:
• Permanently reducing the vehicle license fee rate to its current .65% and
provide property taxes to cities and counties to offset the loss on a dollar for dollar basis.
• Cities, counties and special districts are to make a contribution to the State totaling $1.3
billion in both the ‘05 and ‘06 fiscal years.
• Guarantees repayment of the of VLF amounts taken by the State this year in fiscal year ’07.
• Guarantees that the “Triple Flip” will be reversed when the bonds are repaid.
• Provides for mandate relief if the State does not pay the mandated costs.
• Secures the Governor’s commitment to campaign for voter approval of the measure.
If this constitutional amendment passes as proposed, it means that the City of Carlsbad will
lose $1.8 million from the General fund, $220,000 from its Redevelopment Agency and up to
$750,000 from the Water Enterprise in each of the next 2 years. In exchange for this 2-year
“contribution” to the State, the cities will gain protection from further raids on their revenues by
the State. As it is likely that some similar loss will be adopted in the final State budget,
Carlsbad’s estimated revenues have been adjusted downward to reflect the terms of the
proposed agreement.
While it would be preferable for the State to balance its budget without impacting local
government, if the State can limit the effects to those indicated in the proposed agreement and
if the promised revenue protections are achieved, the impact on Carlsbad will be manageable.
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 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 below and projected over the next
ten years. While no forecast is ever totally accurate, it does represent a likely scenario given
the assumptions on which it is built.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-10
This forecast assumes that revenue growth will pick up at a moderate pace in 2005 and
continue into the future. It does assume that the agreement with the Governor is approved;
thus, reflecting decreased property taxes in fiscal year ‘05 and ‘06 and then full revenue receipts
after that time.
To project the expenditures,
it includes all known
personnel costs, most of
which have been negotiated
with the employee groups.
The City has multi-year
agreements with all the
major employee groups so
the effects can be projected
fairly accurately. It assumes
15% increases in health care
costs in the near future,
slowing to 5% in the future.
It also assumes personnel
growth (new positions) to
remain rather flat at no more
than 2% per year. And finally, it includes estimated operating costs for all capital projects in the
timeframes shown in the CIP.
The results show that the General fund would operate at a surplus until 2008, at which time the
forecast goes into a slight deficit and the deficit continues to grow to a maximum of 4% of the
budget by 2014. The surpluses are caused by the surge in revenues that occurred over the
past years. The City’s costs are projected to continue to grow at a faster pace than revenues,
so it will eventually lead into deficits. One of the more significant changes resulting in
expenditure growth in the later years is the projected loss of Transnet revenues, which are used
for street maintenance. Transnet is a ¼ cent additional sales tax collected countywide and used
to improve the transportation systems. The current authorization for the sales tax will end in
2008. SANDAG, the San Diego Association of Governments, is placing a measure on the
November ballot to reauthorize the sales tax for another 40 years. If the measure passes, the
deficits in the future years will be reduced.
Of course, the City does not allow for deficit spending, so it will need to balance the budgets in
the out years. This can be done by reducing costs, raising revenues, or slowing the addition of
new facilities until the revenues have time to catch up. The General fund forecast is a tool
available to the City for managing its fiscal resources effectively and monitoring the
achievement of sustainable economic
health for the City of Carlsbad.
OPERATING BUDGETOPERATING BUDGETOPERATING BUDGETOPERATING BUDGET
Revenue Projections by Fund
The City’s operations are divided into
various funds. Each fund has been
established because of certain
restrictions placed on the use of the
resources received by that fund. Any
unrestricted funds are placed in the
General fund. Estimated revenues for
General Fund
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
(in millions)
Revenues Projected Budget
2004-05 OPERATING REVENUES
BY FUND TYPE
$154.2 MILLION
GENERAL
63%
SPECIAL
REVENUE
6%
ENTERPRISE
21%
INTERNAL
SERVICE
8%
REDEVELOP-
MENT
2%
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-11
the City’s five fund types are shown on the accompanying graph.
General Fund
The fund receiving the largest slice of the revenues is the General fund, with estimated
revenues of $96.1 million. The General fund pays for most of the City services available to City
residents. The majority of the General fund revenues (75%) are derived from taxes. The graph
below illustrates the sources of revenue to the General fund.
Property taxes, at $28.2 million, are the largest General fund revenue. The City receives only
about 13% of the property taxes paid by its citizens. The remainder of the tax goes to the
school districts, the State, and other various agencies.
Sales tax is the second largest source of revenue for the General fund. Sales taxes are
estimated to bring in $26.4 million for the 2004-05 fiscal year. Automobile and department store
sales are the most significant contributors to the category of sales tax.
Transient occupancy taxes (hotel taxes) are estimated at $9.2 million and are the third largest
revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make
up the remaining $8.8 million in tax revenues collected by the City.
Intergovernmental revenues are revenues collected by the State and other governmental
agencies and allocated to the City based on a formula. Examples of intergovernmental
revenues include motor vehicle license fees, State mandated cost reimbursements, and
homeowner’s exemptions. Intergovernmental revenues are estimated at $6.2 million for the
upcoming year.
Licenses and permits account for $2.9 million of the General fund revenues and include building
permits and other development-related permits. Charges for services are estimated to be $7.1
million and include fees for engineering, planning, building, recreation, and ambulance services.
Other revenue sources include charges collected from other departments, fines and forfeitures,
and miscellaneous revenues. Those sources total $4.4 million, or 5%, of the General fund
2004-05 GENERAL FUND REVENUES
$96.1 MILLION
SALES TAX
27%
BUS LIC TAX
3%
LICENSES & PERMITS
3%CHARGES FOR SVCS
7%OTHER REVENUE
5%
TRANSFER TAXES
1%
PROPERTY TAX
30%
INC. FROM INVEST &
PROP
3%
TRANSIENT TAX
10%
FRANCHISE TAX
5%
INTERGOVERNMENTAL
6%
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-12
revenue. Income from investments and property are estimated at $2.9 million, or 3%, of the
total revenues.
Special Revenue Funds
Revenues from Special Revenue funds are estimated at $9.7 million for 2004-05. Funds
collected in this category are legally restricted to specified purposes. Examples of funding
resources include donations, grants, and special assessments. The types of functions
supported with Special Revenue funds include programs such as Section 8 Housing Assistance,
Housing Trust fund, Community Development Block Grants (CDBG), and maintenance and
assessment districts.
Enterprise Funds
Enterprise fund revenues make up the second largest revenue group, totaling $32.8 million.
Enterprise funds operate similar to a business in that they charge fees to cover the cost of their
services. Examples of the City’s enterprises include water and sanitation services and solid
waste management.
Internal Service Funds
Internal Service fund revenues, projected to be $11.9 million, are derived from charges to the
City programs that benefit from the services rendered. The funds collected must be used
specifically to support the internal service. Examples of the City’s Internal Service funds include
Liability, Health Insurance, Information Technology, Workers’ Compensation, and Vehicle
Maintenance and Replacement.
Redevelopment Agency
Redevelopment Agency revenues, estimated at $3.7 million, come mainly from property taxes
collected within the redevelopment area. Carlsbad has two redevelopment areas. The original
area consists of 204 acres located in the downtown “Village Area” of the City. The second area
encompasses the land on which the Encina power plant is located as well as additional parcels
south of the plant. Funds collected within the redevelopment areas must be used to repay the
debt incurred and administration of the Agency.
Operating Budget by Program
The total operating budget for the City equals $147.6 million, which is 3.4% more than the 2003-
04 adopted budget. The operating budget is categorized by major service area (MSA). Five
MSAs that represent the key businesses of the City have been identified. The graph on the next
page shows the operating budget for each of the MSAs.
Total funding allocated for the Policy and Leadership Group for 2004-05 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 $15.7 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 $33.3 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 implementation of the Computer-Aided Dispatch system
will continue into the next fiscal year which will allow for mobile computing,
mapping and automatic vehicle location.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-13
Community Development, with a budget of $15.5 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 $14.9 million, is made up of the
library, recreation, cultural arts, and seniors programs. These programs
are provided to a wide range of people and assist in their education and
cultural development. The on-line registration system will be
implemented this next year for all the recreation classes.
The service area requiring the largest amount of funds is Public Works, with a budget of $54.8
million. Public Works is responsible for the building and maintenance of all of the City’s
infrastructure and facilities and for the provision of utility services. It is comprised of the
engineering, parks, streets, facilities, fleet, water, and sewer departments.
The Non-Departmental and Contingency accounts total $9.7 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 $3.8 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 the same as the amount
adopted in the 2003-04 budget. In total, the contingency account amounts to 2.5% of the
General fund budget.
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad’s Capital Improvement Program (CIP) is a long-range planning document,
2004-05 OPERATING EXPENDITURES
$147.6 MILLION
0
10
20
30
40
50
60
Policy &
Leadership
Admin.
Services
Public Safety Comm. Dev. Comm.
Services
Public
Works
Non Dept &
ContingencyIn millions
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-14
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 2004-05 totals $52.5 million in new appropriations and an
estimated $106.2 million in continuing appropriations. Some of the notable capital projects
which will be worked on next year are described below:
Park Development
• The construction of Alga Norte Park and Aquatic Complex,
located in the southeast quadrant, is scheduled to occur over
the next 2 to 3 years, with the opening of the park planned in
2007. This 33-acre park site will include ball fields, picnic
areas, tot lots, a skate park, a dog park, and an aquatic
complex.
• Construction of Hidden Canyon Park (formerly called Larwin Park) is expected to begin
in the fall of 2004, with completion of the park anticipated in summer 2005. This 22-
acre park will encompass mainly passive uses including trails, picnic areas and tot lots.
• Aviara Community Park is located in the southwest quadrant and is currently under
construction. Amenities will include a ball field, a synthetic turf soccer field, basketball
courts, picnic areas and a tot lot.
• At Stagecoach Park synthetic turf will be used to replace the
existing fields, and at Poinsettia Park a maintenance building will be
constructed to provide a safe storage space, and to provide some
office space for the staff at that location.
• The design of the Pine School park site, located in the northwest
quadrant of the City, should be complete this August, with the park’s opening planned
early in 2006. This park will include a multi-use field, basketball courts, picnic areas and
tot lots, and an ornamental garden.
• The City hopes to begin the initial clearing and
grubbing operation this fall in anticipation of
constructing an 18-hole championship golf course
just north of Palomar Airport Road along College
Boulevard. The targeted opening is Spring 2007.
Civic Projects
• Planning will continue for the eventual construction of a Civic Center and a Public
Works Center. Once a site is chose, design and construction can begin.
• Fire Station No. 6 is currently located on Levante Avenue in La Costa. The station will
be relocated to a permanent location at Rancho Santa Fe Road north of La Costa
Avenue, and the old station will be dismantled.
• State and Federal Grants have been authorized to fund construction of the Coastal Rail
Trail from Oak Street to Tamarack Avenue in the North County Transit District right-of-
way, and from the Poinsettia Train Station to Encinitas city limits.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-15
Streets and Traffic Signals
• The widening and realignment Rancho Santa Fe Road will continue and is expected
to take about 2 years to complete. In addition, next year’s Capital Improvement
Program includes funding to continue the widening along sections of El Camino
Real north of Cougar Lane, and from Tamarack to Chestnut Avenue.
• There are five new traffic signals funded in the next fiscal year at a cost of about
$210,000 each at the following intersections:
• La Costa Avenue/Levante
• Paseo Del Norte/Car Country Drive
• Poinsettia Lane/Blackrail Road
• Poinsettia Lane/El Fuerte
• Tamarack Avenue/Pontiac Drive
• The Street overlay program is ongoing and expected to cost $4 million in the next
fiscal year.
Sewer, Water, and Drainage Facilities
• Expansion of the Encina Treatment Plant will increase capacity to handle the
estimated build-out needs of the City. Carlsbad’s share of the cost is $8.4 million.
• The CIP includes funding for the Vista-Carlsbad Interceptor, which extends from
Oceanside city limits south to the Encina Treatment Plant.
• Rehabilitation of the North Agua Hedionda Interceptor and construction of the
South Agua Hedionda lift station and force main will continue and will provide
sewer service to the areas around the Agua Hedionda Lagoon.
• Construction of the Recycled Water Facility (Phase II) is
complete, and the remaining pipelines for the project are
under construction. The plant is expected to be operational
in 2005. The project will serve the industrial park area, and
increase the City’s water supply and reduce dependence on
external suppliers.
STAFFING
The 2004-05 budget includes a total of 646 permanent positions (both full time and ¾-time
positions) and 147.97 part-time positions (in full-time equivalents). This is a decrease of .34
part-time positions (in full-time equivalents).
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.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-16
The following table identifies the debt the City has issued, the outstanding principal, the 2004-05
principal and interest payments, and the scheduled year of payoff.
City of Carlsbad
Debt Outstanding
Outstanding 2004/05 Final
Repayment Original Principal Payment Payment
Bond Name Source Bond Issue At 6/30/04 P & I FY
1997 Hosp Grove Refunding
Certificates of
Participation
General fund $ 6,595,000 $ 3,360,000 $ 758,476 2009
1996 Refunding Encina JPA
Sewer Expansion Sewer Enterprise $ 1,080,000 $ 7,855,000 $ 939,583 2014
1993 Redevelopment
Tax Allocation
Bonds
Redevelopment $ 5,495,000 $12,840,000 $1,045,979 2024
Subtotals $ 3,170,000 $24,055,000 $2,744,038
2003 College Boulevard–Cannon Rd East
Assessment
District
$11,760,000 $ 11,760,000 $ 151,053 2034
1997 Reassessment District
College & Alga Assessment
District
$ 18,475,000 $ 7,530,000 $ 1,491,802 2012
1997 Carlsbad Ranch
Assessment
District
$ 10,175,438 $ 8,335,000 $733,058 2023
1998 Rancho Carrillo
Assessment
District
$ 19,600,000 $ 17,360,000 $ 1,284,068 2028
Subtotals $ 60,010,438 $44,985,000 $3,659,981
Totals $ 93,180,438 $69,040,000 $6,404,019
Of the total debt outstanding, only $3.4 million will be paid back with General fund monies.
Annual debt service payments from the General fund average approximately $750,000. The
remaining debt will be repaid from water and sewer revenues and from property owners
benefiting from the improvements built with bond proceeds.
In addition to the existing issues, the City is considering using debt to fund several new projects.
These include the following:
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-17
Community Facilities District: In May 1991, the property owners approved a Mello-Roos
financing district, called Community Facilities District No. 1 (CFD). Approximately $115 million
in capital projects will be financed using this mechanism, most of them without the issuance of
debt. The new City of Carlsbad Civic Center is scheduled for construction sometime during the
period of 2006-08. Available CFD cash balances will be used to pay for the design and
construction costs, and if necessary, a bond will be issued to supplement any deficiency. The
project will proceed following a thorough review.
Golf Course Construction: In 1994-95, the City acquired a site for a municipal golf course in the
industrial corridor. Funding for the development of the course may be provided through the use
of COPs or other City-issued debt to be repaid from revenue generated through the operation of
the course. Various development options are being considered; thus, the amount and timing of
any debt issue is unknown.
New Road Construction: In order to assist in the completion of various major road segments,
the City is often asked to form financing districts that will spread the costs of the public
improvement over those properties that are benefiting from the improvements and have them
paid over a period of time. On June 10, 2004 bonds were issued for the financing of College
Boulevard and Cannon Road East, and the City is considering two additional districts at this
time. The requests are to finance the road improvements for the connection of Poinsettia Lane
and El Fuerte, and Melrose Avenue and Faraday Avenue. If the requests are approved by the
City Council, tax-exempt bonds may be issued for these projects over the next year or two
years. Repayment of the bonds will come solely from the property owners within the Financing
Districts. It is not anticipated that the City will have any obligation for the repayment of the
bonds from general City funds.
SUMMARY
The City of Carlsbad has weathered the latest recession with minimal impact
on its residents. There are still a number of uncertainties on the horizon;
however, due to the early planning and foresight by City Council and
residents, the City has a sound economic base from which to grow.
As the population has increased, so have the resources that allow the quality
of life in Carlsbad to be maintained. Despite the recession, the majority of the
City’s base revenues have continued to grow. The increased job
opportunities from the development of the industrial and commercial areas
are creating a higher demand for housing, which will continue to increase the
property taxes. Sales taxes and transient occupancy taxes were boosted by the opening of the
Four Seasons Resort in 1997; the Carlsbad Company Stores, a specialty retail mall, in late 1997
with an expansion in 1999; Legoland in early 1999; as well as growth in other hotels and
restaurants. Although the tourism industry has been slow to recover, 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.
BUDGET SUMMARY
I FISCAL YEAR 2004-05 I
PROJECTED PROJECTED
BALANCE ESTIMATED ADOPTED FUND BALANCE
'ROGRAM AREA JULY 1.2004 REVENUES BUDGET TRANSFERS JUNE 30,2005
OPERATlNG BUDGET
Policy / Leadership Group
hdministrative Services
Public Safety
Zommunity Development
Sommunity Services
Public Works
Von Departmental & Contingencies
$3,668,653
15,727,734
33,389,030
15,458,009
14,931,172
54,769,219
9,703,400
SUBTOTAL OPERATING $128,132.605 $154,191,314 $147,647,217 $0 $134,676,702
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2004-05 $267,705,281 $51.852,086 $52.51 2,664 $287,044,703
2003-04 Continuing Appropriations (1 06,272,087
$1 80,772,616
TOTAL OPERATING AND CAPITAL $415,837,886 $206,043,400 $200,159,881 $0 $315,449,318
I FISCAL YEAR 2003-04 1
I PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE
PROGRAM AREA JULY 1,2003 REVENUES EXPENDITURES TRANSFERS JUNE 30.2004 I OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental & Contingencies
$3,477,214
16,659,687
30,029,823
14,844.578
14,247,463
52,722,917
6,360,191
SUBTOTAL OPERATING $113,381,051 $153,093,427 $138,341,873 $0 $128,132,605
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2003-04 $298,069,678 $72,948.207 $83,332,604 $287.705.281
TOTAL OPERATING AND CAPITAL $41 1,470,729 $226,041,634 $221,674,477 $0 $415,837,886
A-1 8
PERSONNEL ALLOCATIONS FOR 2003-04 AND 2004-05
ADJUSTED OVER
FINAL FINAL (UNDER)
2003-04 BUDGET BUDGET
MAJOR SERVICE AREA 2003-04 2004-05 ALLOCATED
)POLICY AND LEADERSHIP GROUP 1
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY ATTORNEY
ADMINISTRATIVE SERVICES 1
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES 8 WORKERS COMP
)PUBLIC SAFETY 1
POLICE
FIRE
COMMUNITY DEVELOPMENT 1
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES 1
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
)PUBLIC WORKS 1
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE 8 OPERATIONS
1 .oo
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 .oo
2.00
25.00
10.00
48.00
5.00
31 .OO
2.00
6.00
57.00
58.75
73.00
1 .oo
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 .oo
2.00
25.00
10.00
48.00
5.00
31 .OO
2.00
7.00
57.00
57.75
73.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1 .oo
0.00
(1 .OO)
0.00
FULL AND 3/4 TIME LABOR FORCE 646.00 646.00 0.00
, A-1 9
PERSONNEL ALLOCATIONS FOR 2003-04 AND 2004-05 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2003104 2004105 Difference
Full Time Personnel 640.00 640.00 0.00
314 Time Personnel in Full Time Equivalents 6.00 6.00 0.00
Hourly Full Time Equivalent Personnel 148.27 147.93 (0.34)
TOTAL LABOR FORCE 794.27 793.93 (0.34)
LIMITED TERM EMPLOYEES
2003104 2004105 Difference
Management Interns
Building Inspector Intern
Division Chief Overstaff
GIS Intern
2.00 1.50
2.00 2.00
1 .oo 0.00 ,
0.50 0.50
(0.50)
0.00
(1 .OO)
0.00
Planning Technician Intern 1 .oo 1 .oo 0.00
TOTAL LIMITED TERM EMPLOYEES 6.50 5.00 (1 SO)
A-20
2004-05 BUDGET CALENDAR
DECEMBER
JANUARY
FEBRUARY
MARCH
MAY
JUNE
• Request Capital Project (CIP) submittals
• Set budget policies
• Operating revenue is projected for the General fund
• Operating budget manual is distributed to departments
• Budget preparer’s meeting
• Growth projections completed
• Departments submit CIP requests to Engineering
• CIP analysis
• Draft CIP is submitted to department heads
• Leadership Team (LT) reviews CIP
• Departments submit operating budget requests to
Finance
• Finance department analyzes and compiles the
operating budget submittals
• LT reviews operating budget
• Preliminary operating budget is sent to the printer
• CIP Budget Workshop: May 18 Council meeting
• Operating Budget Workshop: June 1 Council meeting
• Citizens Budget Workshop: June 9
• Council adopts final budget including: Operating budget,
Capital Improvement Program, and Annual Spending
Limitation: June 22 Council meeting
Operating Budget * CIP
APRIL
A-21
BUDGET AWARDS
Municipal flnunce Oficers
Certificate of Award
Excellence in Operational Budgeting 2003-04
Presented to
City of Carlsbad
This cehflcate recognizes Meritorious Achievement in Operational Budgeting and reflem a highly professional budget document
The City of Carlsbad was recognized by the California Society of Municipal Finance
Officers (CSMFO) for Excellence in Operational Budgeting for fiscal year 2003-04. The
purpose of this award is to set a high standard of professionalism, which will enhance
the audiences’ understanding of the mechanics of local government and special districts
and to continue to enhance the budget and its process.
The 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 an award for our 2004-05 budget.
A-22
2004-05 OPERATING BUDGET OVERVIEW
The Operating Budget for fiscal year 2004-05 totals $147.6 million, with revenues for the year
estimated at $154.2 million. General fund revenues are estimated at $96.1 million and
budgeted expenditures are $90.5 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for
2003-04, as well as those estimated for 2004-05.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2003-04
$ 91.2
12.2
32.5
13.9
3.3
$ 153.1
ESTIMATED
2004-05
$ 96.1
9.7
32.8
11.9
3.7
$ 154.2
$
CHANGE
$ 4.9
(2.5)
0.3
(2.0)
0.4
$ 1.1
%
CHANGE
5.4%
(20.5%)
0.9%
(14.4%)
12.1%
0.7%
Revenue estimates for the Operating budget indicate that the City will receive a total of
$154.2 million, slightly higher than the current year projections. Increases in General fund
revenues, mainly property and sales taxes, offset the declines in the other funds. The decline of
$2.5 million in the Special Revenue funds is due to one-time revenue received in 2003-04 in the
Housing Trust fund for interest and shared appreciation received on loan repayments. The
decline of $2 million in the Internal Service funds is due to a $2.5 million transfer in 2003-04 in
the Workers Compensation fund and the elimination of the Records Management fund. 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
2003-04
$ 26.8
25.1
8.8
5.0
4.0
5.2
16.3
$ 91.2
ESTIMATED
2004-05
$ 28.1
26.4
9.2
4.7
5.3
6.1
16.3
$ 96.1
$
CHANGE
$ 1.3
1.3
0.4
(0.3)
1.1
0.9
(0.0)
$ 4.9
%
CHANGE
5.1%
5.3%
4.8%
(6.7%)
25.4
17.3%
(0.0%)
5.4%
B-1
2004-05 OPERATING BUDGET OVERVIEW
This year it is expected that property taxes will grow to almost $30 million in fiscal year 2005, a
12% increase over the past year. However, the City will only receive $28.1 million of that due to
the reductions proposed in the State of California's budget mentioned earlier in this letter. The
State reduction brings the growth down to 5% for the 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 to be received for
fiscal year 2004-05 are based on values as of January 1, 2004. Sales taxes react much quicker
to changes in the economy and therefore will typically grow faster in a good economy but also
drop off faster as the economy cools.
Property and Sales Tax Growth
01 02 03 (Ma 05*
Property taxes also have a cap on
how fast they can grow. This is due
to Proposition 13. Proposition 13
was adopted by the State in 1978.
This proposition limits the growth in
assessed values (and thus property
taxes) to no more than 2% per year.
The value upon which the tax is
based is only increased to the full
market value upon the sale of the
property. Thus, property taxes tend
to grow slowly unless there is a
significant amount of housing
activity. In more recent years, we have seen robust growth in property taxes due to new
developments, a large number of resales within the City spurring revaluation of the parcels and
double-digit growth in housing prices.
Sales taxes are expected to total $26.4 million for 2004-05, an increase of 5.3% over the 2003-
04 projections. These projections assume a base increase of 5.5% plus additional amounts for
new retail sites locating to the City. The
increase would have been closer to 7% if
not for the impact of the State's budget on
the revenues. As mentioned earlier in this
letter, the "Triple Flip" is essentially a
temporary swap of a % cent of the cities'
sales taxes in return for property tax. The
revenue estimates continue to show this
amount as sales tax since the amount is
reflective of the amount of sales tax the
City would have received. It should have
no effect on the ultimate amount of tax
revenues the City receives but it will result
in a delay in the timing of the receipt of
the taxes. Because of this delay between
years, sales tax receipts for FY05 may be
Sales Taxes by Category
Construction
3%
lower by about $500,000. The details of how the swap will work are still being discussed and
actual receipts may differ.
As can be seen in the above chart, the City's sales tax base is heavily weighted in the
transportation (predominantly new car sales) and retail sectors. These two sectors make up
70% of the City's sales tax base. One of the most significant new sites in Carlsbad is a retail
center in the southernmost part of the City. This center includes approximately 190,000 square
B-2
2004-05 OPERATING BUDGET OVERVIEW
feet of retail space as well as restaurants and other commercial uses. The center opened in
late 2003 with new tenants continuing to move in.
Sales tax estimates also include approximately $700,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies to fund public safety services.
The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $9.2 million for 2004-05, an increase of 4.8% over 2003-04 estimates. TOT
is the one revenue source for the City that was
severely affected by the September 2001
terrorism attacks and has not yet climbed back to
its previous levels.
Transient Occupancy Taxes
02 03 04e
Fiscal Year
05e
SDGE Franchise Taxes
The tourism industry was already beginning to
slow due to the downturn in the national and
regional economies when the terrorist attacks
practically shut down the industry in fall 2001. As
a result, TOT for fiscal year 2002 declined 8%.
The recovery from those events has been stifled
by the war in Iraq, the SARS epidemic and
general sluggishness in the economy. In addition,
Carlsbad's TOT has remained low due to the renovation occurring at one of its premier resorts,
the La Costa Resort and Spa. The resort is undergoing extensive remodeling and rebuilding,
which has offset much of the growth experienced by the other hotels in the City. A large part of
the remodeling has been completed and with the strength in the economy, it is projected that
TOT revenues will finally get back to the pre- 9/11 levels in FY05.
One of the more volatile General fund revenues is the franchise tax. Franchise taxes are paid
by certain industries that use the City right-of-
way to conduct their business. The City
currently has franchise agreements for cable TV
service, solid waste services, and gas and
electric services. The cable and solid waste
franchises have been growing along with the
growth in population and changes in their rate
structures. These franchise revenues are
projected to grow by about 3% to 5% in fiscal
year 2005. The large fluctuations in franchise
taxes has come from the taxes on gas and
electric services, which are paid by San Diego
Gas and Electric (SDG&E).
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an "in-lieu" franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The "in-lieu" tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes due to
deregulation of the power industry. The majority of the "in-lieu" taxes received is attributable to
Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation
of electricity. During the energy crisis in 2000 and 2001, average gas prices soared from about
$3 per thousand cubic feet to, at times, more than $12 per thousand cubic feet. In addition, the
Encina power plant was operating at a much higher capacity. The combination of these two
$6
$5
$4
$3
$2
$1
$0
2000 01 02 03 04e 05e
B-3
2004-05 OPERATING BUDGET OVERVIEW
Monthly Natural Gas Price Forecast
Best Fit Historical
Linear (AECOMTt
factors resulted in an increase in franchise fees to the City of over 100% in FY01 and FY02
(franchise taxes are paid in April for the previous year). Another price spike occurred in 2003 as
can be seen in the price chart. The FY05 forecast
shows a decline of 13% from the previous year.
Vehicle License Fees (VLF) are collected by the
Department of Motor Vehicles when cars or other
vehicles are registered. They are calculated on the
estimated value of the vehicle and are distributed to
cities and counties mainly based on population.
The City's revenues from this source grew by about
10% per year from fiscal year 1998 to fiscal year
2001, but have begun to slow since then to about
7% to 8% annually. Over the past several years,
the State has decreased the VLF paid by
Jl
',/
F«b. 2004, Copyright, http:Jirwww.crMrgysbop.com
Development Revenues and Permits Issued
2,500
taxpayers. This tax break was given in the years when the State was experiencing budget
surpluses. Since VLF is a city and county revenue, the State made up the loss of revenue to
the cities and counties through what is known as the "backfilling" of the loss with State general
fund money. In fiscal year 2004, now faced with large deficits, the State stopped backfilling the
cities and counties. This resulted in a loss of VLF revenue to Carlsbad of over $1 million. The
State has promised to pay back the loss in FY 07. The estimated revenue for fiscal year 2005
is based on a return of full payment of VLF, an increase of approximately 25%.
Development-related revenues include planning, engineering and building permits, and fees
paid by developers to cover the cost of reviewing and monitoring development activities such as
plan checks and inspections. These
revenues are difficult to predict, as
many of the planning and engineering
activities occur months or years before
any structures are actually built.
Development-related revenues
declined slowly from the high of 1998,
but have begun to pick up in the last
few years as several large master
plans have been working their way
through the system. A 17% increase
is expected in the revenues for fiscal
year 2005, with much of the growth
occurring in the building fees as the
projects move into the final stage of
obtaining building permits.
All other revenues include business license taxes, transfer taxes, interest earnings, ambulance
fees, recreation fees, and other charges and fees. The estimate for fiscal year 2004-05 totals
$16.3 million, no change from fiscal year 2003-04.
Business license taxes are closely tied to the health of the economy. Although, the estimate for
fiscal year 2005 shows no increase from the previous year, it is due to some one-time payments
received in FY04 rather than no projected growth in the revenue. Absent the one-time
payments, it is projected to grow by approximately 5%. There are currently about 7,000
licensed businesses in Carlsbad, with over 2,000 of them based out of the home. Transfer
taxes are expected to grow slightly over the next year, reflecting a softening of the real estate
market. Interest income is projected to remain about the same due to the use of some of the
Fiscal Yeargs 99 00 01 02 03 04e 05e
•—•—Revenues •Residential Permits Issued
B-4
2004-05 OPERATING BUDGET OVERVIEW
General fund balance on major projects as approved on the ballot propositions. The City earns
about $2.5 million on its General fund investments every year.
Overall, General fund revenues are expected to grow by about 5.4%, or $4.9 million, in the
upcoming year. Most of the growth is coming from the tax revenues: mainly property, sales and
TOT. Although the City experienced revenue growth between 9% and 17% in the late 1990's, it
was not sustainable growth. Much of those increases were due to the opening of new hotels,
restaurants, retail centers, and new home development. As the City matures, it will be
increasingly more difficult to produce double-digit growth in revenues. The 5.4% gain projected
for fiscal year 2004-05 is respectable given that the CPI is only expected to grow by 2.3% in
2005. This growth is closer to what may be expected in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $9.7 million, a $2.5 million
decrease from 2003-04. The types of programs supported within Special Revenue funds are
those funded by specific revenue streams such as:
• Grants (Section 8 Housing Assistance,
Community Development Block Grants);
• Donations;
• Special fees and assessments (Housing
Trust fund, Maintenance Assessment
Districts).
The most noteworthy changes in the
Special Revenue funds occurred in three
programs: the Housing Trust, the Buena
Vista Creek Channel Maintenance and the
Section 8 Program.
Special Revenue Funds
All Others
CDBG_ 2%
7%
Section 8
64%
Maintenance
Districts
22%
Housing
Trust
5%
The Housing Trust fund was set up to provide funding for the City's affordable housing
programs. Revenues come from inclusionary housing fees, interest on cash balances, and
payments on affordable housing loans. Most affordable housing loans are set up so that
interest and/or principal payments are only due when funds are available from the project to
make the payments; therefore, they are difficult to predict. For fiscal year 2004, the City expects
to receive about $2.7 million in repayments. For fiscal year 2005, no amounts have been
estimated for repayments. Most of the fund's revenue decrease is due to this difference.
The Buena Vista Creek Channel Maintenance fund shows $100,000 more in revenue for next
year, due to the increase in assessment revenue. A five-year maintenance contract was
entered into and the assessments along with the balances in the fund will be used to pay for this
program.
The noteworthy increase in estimated revenues was in the Section 8 Housing program fund, up
$564,000 or 10%. The additional projected revenue is due to a 1% increase in our projected
lease rate for 2004-05 resulting in an increase in grant funds of $567,000.
One other change in the Special Revenue funds in 2004-05 is the recording of the Storm Water
Protection Program in the Solid Waste Enterprise fund rather than in the Special Revenue fund.
During 2003-04 the solid waste fee was increased to include the cost of this program. The
revenue from this fee increase as well as the costs of the Storm Water Protection Program are
now recorded in the Solid Waste Enterprise fund.
B-5
2004-05 OPERATING BUDGET OVERVIEW
Enterprise fund revenues for 2004-05 are projected at $32.8 million, up slightly or $295,000.
Enterprise funds are similar to a business in that rates are charged to support the operations
that supply the service. Carlsbad Enterprises
include the water, recycled water, and
sanitation services; solid waste management;
and the Carlsbad Golf Course. Other
changes in the Enterprise funds are the result
of normal fluctuations in operations. Besides
the increase in the solid waste fee which
occurred during 2003-04, there are no
changes in any of the rate structures
anticipated in next fiscal year and no
significant changes projected for any of the
other revenue sources.
Enterprise Funds
Golf
Solid Course
Waste^ o% Sanitation
7% \ ; 21%Recycled
Water
7%
Water
65%
Internal Service funds show estimated revenues of $11.9 million for 2004-05, a decrease of $2
million, or 14%, over 2003-04 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 several main reasons for the change in the revenue estimates for the Internal Service
funds. The most significant change is in the Workers' Compensation fund. The City is self-
insured for workers' compensation claims. Due to changes in State law and overall increases in
health care costs, the City has seen its workers' compensation claims increase significantly over
the past two years. In order to provide sufficient funds for the payment of current and future
claims, a transfer of $2.5 million from the various funds that use the workers' compensation
services was made during April 2004. That one-time transfer accounts for the majority of the
decrease in revenue estimated in the Internal Service funds for the 2005 fiscal year. Offsetting
that decrease in the Workers' Compensation fund was a $1.2 million increase in
interdepartmental revenues. This is the increase in charges to departments for Workers'
Compensation. These charges have been increased to cover the estimated annual claims and
administration costs.
Another Internal Service fund that had an increase was the General Liability Self-Insurance
fund. Liability claims have exceeded revenues over the past few years; however, the Liability
fund had significant balances to cover this shortfall. Now that these balances have been drawn
down have increased from $650,000 in 2003 to $1.2 million in 2004-05 to cover the estimated
annual claims and administration costs.
The final change to note in the Internal Service funds is that there is no longer a Records
Management Internal Service fund. This fund dissolved and the program costs split between
the Information Technology fund and the General fund.
Redevelopment revenues are expected to total $3.7 million in the upcoming year; a 12.1% or
$417,000 increase over the projections for the previous year. Most of the increase is the result
of additional property taxes to be received from the South Carlsbad Coastal Redevelopment
Area.
Under redevelopment law, property taxes 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
B-6
2004-05 OPERATING BUDGET OVERVIEW
the upcoming year plus that amount incurred to date. For fiscal year 2004, the Agency
estimates that it will have incurred sufficient debt to receive its full share of property taxes. Thus,
the property tax should increase to approximately $911,000 from the $712,000 expected in
fiscal year 2004.
Property taxes in the City's other Redevelopment area (the Village) are expected to increase by
5% to $1.8 million in fiscal year 2005. 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 taxes would not be expected to grow more
than 2% per year.
EXPENDITURES
The City's Operating budget for 2004-05 totals $147.6 million, which
represents an increase of $4.9 million, or 3.4%, from the adopted 2003-04
budget. This increase is mainly the result of personnel cost increases in the
General fund budget, which will be explained in more detail below. The
changes in each of the City's programs will be discussed fully below.
Budgetary Policies
Due to the uncertainty about the State's financial problems and how they may affect the City,
the theme behind this year's budget policies was "managing resources effectively" - to manage
our current resources as effectively as possible so that we are able to deliver the same quality
and level of our services while maintaining a balanced budget for now and in the future. To
achieve that end, the following specific goals were set:
• No layoffs.
• No noticeable cuts in services and service levels.
• 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 in progress or anticipated in the CIP.
• No new positions.
• Budget requests for one-time funding to implement specific goals will be considered.
• Generally, continue to be prudent in your budgeting. Consider cost containment
measures and budget discretionary items at minimum levels.
Over the past three years the "Expenditure Control Budgeting" or ECB process was used.
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 so every year the block was increased for by an index for
growth and inflation. The ECB process was suspended this year in order to tighten up the past
budgets. Every program was scrutinized to determine the true cost of providing the services
and was budgeted at the level deemed necessary to continue to provide the services. The
result was an overall reduction in the majority of the non-personnel accounts. It is expected that
we will return to the ECB process next year using the fiscal year 2004-05 budget as the base.
B-7
2004-05 OPERATING BUDGET OVERVIEW
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.
The 2004-05 budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization:
• The Records Management Program is now being shown within the General fund
rather than as an Internal Service fund. The costs of the software and hardware for
the program have been transferred to the Information Technology Internal Service
fund and those costs will be allocated to users in the Information Technology
charges. The remaining Records Management costs will become General fund
costs and be allocated to other funds through the cost allocation plan.
• The Storm Water Protection Program is now accounted for in the Solid Waste
Enterprise fund rather than as a separate Special Revenue fund. In October 2003,
as the result of the City of Carlsbad Storm Water Pollution Protection Program
Regulatory and Fee Study Report, Council adopted a new rate structure for the City's
solid waste service program to recoup the majority of the Storm Water Pollution
Prevention Program costs. This new rate structure increased both residential and
commercial trash fees. The Storm Water Protection program, which is budgeted at
$1.4 million in 2004-05, was previously funded through a loan from the General fund.
Budgeted Expenditures
Through the application of these guidelines and policies, the 2004-05 Operating budget of
$147.6 million was developed. Due to the uncertainties regarding 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 2004-05 Operating budget proposes no new full-time or three-quarter-time employees. The
net decrease in hourly staff totaled approximately .34 full-time equivalents (FTE). These
changes result in a City workforce of 646 full and three-quarter-time employees and 147.93
hourly FTE.
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. Two
new parks are expected to open near the end of next fiscal year: Hidden
Canyon and Aviara Park. No additional funds have been included in next year's
budget for the maintenance of these parks since the openings will be so close to
the end of the year. The following year's budget will include additional operating costs for a full-
year for both of the parks.
Public Safety
Public safety has always been, and remains, a top Council priority. In
accordance with the budget policies, the Police and Fire departments are not
B-8
2004-05 OPERATING BUDGET OVERVIEW
adding any new positions in fiscal year 2004-05. The current level of staffing is considered
sufficient to maintain the service levels in the departments.
In order to control costs and manage overtime effectively, the Police department is
implementing an overtime management plan. Under the plan, overtime budgets in most
divisions have been reduced by 6% and an overtime contingency account was created to
address any one-time or unusual overtime demands anywhere in the department. This goal of
this plan is to minimize the use of overtime where there may be other options, without
jeopardizing public safety.
The Police will also continue to implement their Public Safety Technology Plan this next year.
This plan replaces the computer-aided dispatch system originally installed in 1986 and will allow
for mobile computing, mapping and automatic vehicle location. Mobile computing will allow
officers to receive calls on their in-car computer and perform other functions such as email and
accessing regional databases while in the car. A computerized map will show the unit's current
location and location of call. The Automatic Vehicle Location is the real-time tracking of police
units with the closest unit to the call being dispatched. These improvements will give us the
tools to manage our officers even more effectively.
A change in the Fire safety area was previously approved by Council and is reflected in the
fiscal year 2005 budget. On July 1, 2003, the City of Carlsbad's Fire Department became a
member of the North County Dispatch Joint Powers Authority (NCDJPA). The NCDJPA was
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 has improved regional
coordination, created operational efficiencies, and improved cross-jurisdictional response times
with the member agencies. The annual cost associated with being a member of the NCDJPA
for year two is estimated to be $260,000, with the City receiving a discount of 20%.
Volunteer Program
A Community Volunteer Coordinator position was hired during fiscal year 2003-04. This
position was designed to create a streamlined way to enable our citizens to connect with
volunteer opportunities. This 'one-stop shop' to involvement will help create a powerful network
to place volunteers within the City and community. Volunteers are a great resource for the City,
and as this program continues to develop over the next year, it is expected that the City will
benefit even more from the use of volunteers.
Technology
The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. During the spring of fiscal
year 2003-04, the Recreation department implemented an on-line class
registration for Aquatic classes. This enabled over 75% of the registrations to
be done via the internet. This not only allows busy moms, dads, seniors, and
everyone else to be able to register for their favorite aquatic class from home,
it also saves staff time previously spent on answering phones, opening mail and processing
checks. The plan for FY05 is to implement the on-line registration for the rest of the recreation
classes. Once fully implemented, it is expected that there will be a noticeable savings in staff
time.
B-9
2004-05 OPERATING BUDGET OVERVIEW
Customer Service
One of Council's goals is top-quality service, which means serving our customers well.
Although there are only a few 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 2005 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. One new exciting
program proposed for next year is the Passport Services program. This program would allow
the public to apply for a passport at a City facility instead of having to drive to the next closest
passport offices in Oceanside or Escondido. The City could accept the application and mail
them to the Department of Passports. The City will receive $30 per passport application
received for providing this service. This service is proposed to be provided using existing staff
and resources. This program will not only provide a new service to our citizens, it will also
generate additional revenue for the City.
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 results of this review was that of the 66 vehicles that met the
replacement criteria outlined in Administrative Order Number 3, only 42 vehicles were selected
for replacement. Of the 42 units selected for replacement, 7 vehicles were downsized.
Connecting Community, Place, and Spirit
A new initiative began in 2003 with the ultimate goal of connecting
community, place, and spirit. The initiative was kicked off with a conference
held in March 2003, which brought together a wide range of community
members as well as City staff to begin a collective dialogue about the future.
Over the past year, the process continued as twelve community focus groups
were held throughout the City, attended by more than 400 citizens, to discuss
the themes generated at the conference. All the information was distilled and
presented in a Council workshop. At the workshop, Council developed their vision for the look
and feel of the City's future civic centers and City government buildings.
Based on the Council's direction, there are several goals included in the 2004-05 budget to
begin the design of the vision. The Centre City Gateway project will be developing a land use
vision and strategy process for the coastal area near the center of the City. The Capital
Improvement Program contains funding for the land use plans for a City/Safety Training facility
and a Public Works center and the 2004-05 operating budget contains $50,000 to begin work on
a conceptual plan for a Civic Center Plaza. Besides designing the hardscape for the City, there
is also $40,000 in the 2004-05 budget to continue the work of community engagement -
continuing the dialogue about what the citizen's want and what they can do together to connect
community, place and spirit in Carlsbad.
Budget by Fund Type
This table below shows the changes in the operating budget for fiscal year 2004-05 compared
to the adopted budget for fiscal year 2003-04.
B-10
2004-05 OPERATING BUDGET OVERVIEW
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2003-04
$ 84.9
9.7
32.6
13.7
1.8
$ 142.7
BUDGET
2004-05
$ 90.5
10.0
31.6
13.4
2.1
$ 147.6
$
CHANGE
$ 5.6
0.3
(1.0)
(0.3)
0.3
$ 4.9
%
CHANGE
6.6%
3.1%
(3.1%)
(2.2%)
16.7%
3.4%
The General fund contains most of the discretionary revenues that finance the basic core of City
services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
General Fund
Total budget for the General fund is $90.5 million, which is 6.6% more than the previous budget
of $84.9 million. As can be seen in the graph below, the increase is mainly due to the increase
in personnel costs. Personnel costs make up approximately 65% of the General fund budget so
any changes in these costs can have a significant effect on the total budget. Personnel costs
are projected to
increase by 14.8% in
2004-05. Due to
labor contracts with
our employee groups,
much of the cost was
previously
determined. With the
exception of a small
increase in capital
outlay, the remaining
accounts had decreases from the previous year.
This next table shows the breakdown of personnel costs for the General fund. Salaries include
full and part-time staff costs and account for $1.7 million of the increase in the General fund.
Benefits make up the remainder of the personnel costs with the largest increases in health
insurance, retirement (PERS), and
workers compensation costs. The
PERS rates have increased due to
the implementation of enhanced
benefits as well as the effect of
investment losses in the plan.
These rates are expected to
increase again the following year
and then level off, provided PERS
investments generate a reasonable
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Thousands)
PERSONNEL
M & O
CAPITAL OUTLAY
TRANSFERS
TOTAL
BUDGET
2003-04
$ 51,162
27,161
313
6,231
$ 84,867
BUDGET
2004-05
$ 58,725
25,788
521
5,430
$ 90,464
$
CHANGE
$ 7,563
(1,373)
208
(801)
$ 5,597
%
CHANGE
14.8%
(5.1%)
66.5%
(12.9%)
6.6%
GENERAL FUND
PERSONNEL COSTS <ln I*"*"*)
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
BUDGET
2003-04
$ 40,679
4,145
4,414
617
1,307
$ 51,162
BUDGET
2004-05
$ 42,408
4,593
8,646
1,709
1,369
$ 58,725
$
CHANGE
$ 1,729
448
4,232
1,0912
62
$ 7,563
%
CHANGE
4.2%
10.8%
95.9%
176.80/
4.7%
14.8%
B-11
2004-05 OPERATING BUDGET OVERVIEW
return. Workers' Compensation, as mentioned earlier, has increased due to an increase in
claims.
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 2004-05
General fund budget, which is consistent with the $2.3 million budgeted in the prior year.
During 2003-04, less than $150,000 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 largest
increase is an $800,000 transfer to the Capital Improvement Program to partially fund the
artificial turf project planned for Stagecoach Park. In addition, the Infrastructure Replacement
fund transfer was increased by $225,000. This amount is budgeted at about 4% of General
fund revenues. The increases were offset by a decrease of approximately $563,000 which was
a transfer from the General fund to the Information Technology fund to help fund the CAD
hardware costs and the transfer from the General fund to the Storm Water Protection Program
Special Revenue fund in the amount of $1.2 million. Both of these items were in the previous
year's budget but are not budgeted in 2004-05.
The remainder of the changes in the recommended General fund budget are relatively minor.
These are addressed below by Major Service Area (MSA).
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
2003-04
$ 3.7
5.4
29.2
6.2
14.3
15.7
8.1
2.3
$ 84.9
BUDGET
2004-05
$ 3.7
6.0
33.1
6.3
14.8
16.9
7.4
2.3
$ 90.5
$
CHANGE
$
0.6
3.9
0.1
0.5
1.2
(0.7)
-
$ 5.6
%
CHANGE
0.0%
11.1%
13.4%
1 .6%
3.5%
7.6%
-8.6%
0.0%
6.6%
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 City Clerk's
budget, which is the result of reductions in Records charges for support to the City Clerk
due to the conversion of Records from an Internal Service fund.
There were minimal changes in the total budget for Administrative Services. The
increase is due to conversion of Records Management budget from an Internal Service
fund to a General fund.
The growth in Public Safety is due mainly to increases in personnel costs.
In the Community Development area, the 1.6% increase is due mainly to personnel cost
increases offset by declines in one-time costs for the "Connecting Community, Place,
and Spirit" program.
B-12
2004-05 OPERATING BUDGET OVERVIEW
• In the Community Services area, the 3.5% increase is mainly due to the personnel cost
increases. The Seniors program shows a 12.9% increase due to the movement of both
revenues and costs for the Senior Daytrippers programs from a Special Revenue fund to
the General fund budget. The costs of this program are 100% offset by revenue so
there is no net cost to the General fund.
• Public Works shows an overall increase of 7.6%. The largest increase is in the
Engineering division. Both plancheck and inspection costs have risen sharply over the
past two years due to development activity. It is expected that once development slows
down, these costs will also decline.
• Capital outlay expenses totaling approximately $521,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10 million, show an increase in anticipated spending of
approximately $325,000, or 3.1%. Most of the increase can be attributed to an increase in
Housing Assistance Payments of $493,000 for the Section 8 program based on a projected 1%
increase in lease rate.
Of special note is the Median Maintenance fund. This is a Citywide Landscape Maintenance
fund, which 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 $309,000 by the end of fiscal
year 2005. A loan from the General fund is included in the budget to cover the shortfall until a
solution can be determined. Staff will present options to Council on Street Lighting and
Landscaping District #1 which includes the medians. The assessments in this District cannot be
increased without a vote of the property owners.
Enterprise funds total $31.6 million, which is a decrease of $1 million, or
3.1%. The most significant change is in the Sanitation budget. The decrease
is due to two special projects in fiscal year 2004. The first was $975,000 for
access hole rehabilitations and the second project was $105,000 for flow
monitoring and video inspections. These were one-time projects.
As part of the ongoing financial management program, the City annually
prepares five-year forecasts for both the Water and Sanitation funds. The forecast for the Water
Enterprise shows that the fund will carry some cash balances forward over the next year as the
construction of the 4 million gallons per day recycled water plant and related water lines is
completed. When that plant goes into service, the operating requirements will be reevaluated.
During the next year, no water rate increases are anticipated.
For the Sanitation fund, the forecast shows that a rate increase in the range of 3-4% will most
likely be needed in 2007-08 to keep the fund balance reserve within the desired range of 40% of
the Operating budget.
The Internal Service fund budgets decreased in total by $265,000, or 2.2%. The Internal
Service funds are self-supporting through user charges. Changes occurred in a number of
these funds:
B-13
2004-05 OPERATING BUDGET OVERVIEW
• The Workers' Compensation fund budget was increased by $895,000 due to changes in
State law and overall increases in health care costs which have caused workers
compensation claims to increase significantly over the past two years.
• The Health Insurance budget shows a decline of $500,000 due to the change from the
self-insured plan to the CalPERS Health Plan effective July 2003. Fiscal year 2003-04
included appropriations to pay for incurred but unreported claims as of June 30, 2003.
As of January 2004, all of the claims from the self-insured plan have been settled and
this budget only includes dental, vision and life insurance costs.
• The Vehicle Replacement fund budget varies from year to year depending on the need
for replacements. A list of the requested vehicle replacements can be found at the end
of this document.
• The Information Technology fund shows a decrease in its budget of $451,000. This is
mainly due to the $853,000 budgeted in FY04 for hardware for the Public Safety
Technology Plan (computer-aided dispatch and related components).
The Redevelopment Agency budgets have increased for 2004-05 by a total of $254,000. This
is mainly due to additional amounts budgeted for the South Carlsbad Redevelopment Area.
Implementation of the Master Plan is beginning, so more of staff's time and consultant time 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 gives 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
B-15
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
SPECIAL REVENUE
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
LLD#2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL/GALLERY DONATIONS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT (2)
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 1,2003
61,447,666
594,639
180,190
137,538
414,501
4,231,427
26,279
116,094
875,691
(68,072)
1,103,154
893,628
14,172
51,090
57,123
178,469
0
1 ,057,579
231,214
5,331
94,223
10,194,270
12,453,950
1,633,871
5,399,577
4,951,124
1,029,856
25,468,378
1,211,510
2,022,498
1,084,542
91,293
388,509
6,317,425
2,960,223
14,076,000
1,104,246
1,685,412
(739,151)
144,230
2,194,737
$113,381,051
ESTIMATED
REVENUES
91,216,000
155,000
140,000
50,000
5,492,000
3,367,750
8,650
115,000
616,408
459,096
923,460
28,027
600
28,000
3,600
29,000
765,461
32,000
7,150
750
10,000
12,231,952
21,640,700
2,090,700
6,804,500
1,857,900
75,000
32,468,800
3,325,000
720,000
920,000
958,000
1,786,000
1,675.000
4,479,500
13,863,500
1,797,978
537,000
735,273
242,924
3,313,175
$153,093,427
ESTIMATED FUND
EXPENDITURES TRANSFERS
79,586,201 370,548
230,000
230,000
130,000
5,873,505
248,774
12,000
115,000
644,815
461,100
1,002,093
70,600
16,000
50,000
10,000
20,000
765,461
50,000
20,000
0
1,000
9,950,348
20,827,346 8,900
2,038,893
7,732,819 6,400
1,311,085
233,510
32,143,653
2,596,429
1,495,051
1,521,636
958,945 (90,348)
1,816,783
828,000
5,475,520 4,500
14,692,364
1,546,043 (300,000)
51,300
347,964
24,000
1,969,307
$138,341,873 $0
PROJECTED
BALANCE
JUNE 30, 2004
73,448,013
519,639
90,190
57,538
32,996
7,350,403
22,929
116,094
847,284
(70,076)
1,024,521
851 ,055
(1,228)
29,090
50,723
187,469
0
1 ,039,579
218,364
6,081
103,223
12,475,874
13,276,204
1,685,678
4,477,658
5,497,939
871,346
25,808,825
1,940,081
1,247,447
482,906
0
357,726
7,164,425
1 ,968,703
13.161,288
1,056,181
2,171,112
(351,842)
363,154
3,238,605
$128,132,605 |
B-16
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
SPECIAL REVENUE
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
LLD#2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT (2)
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 1,2004
73,448,013
519,639
90,190
57,538
32,996
7,350,403
22,929
116,094
847,284
(70,076)
1,024,521
851,055
(1,228)
29,090
50,723
187,469
0
1,039,579
218,364
6,081
103,223
12,475,874
13,276,204
1,685,678
4,477,658
5,497,939
871,346
25,808,825
1,940,081
1,247,447
482,906
0
357,726
7,164,425
1,968,703
13,161,288
1,056,181
2,171,112
(351,842)
363,154
3,238,605
$128,132,605
ESTIMATED
REVENUES
96,076,000
70,000
145,000
0
6,056,728
462,750
8,000
76,000
582,068
435,794
899,371
130,000
73,200
35,000
10,000
20,000
688,111
30,000
7,000
200
13,000
9,742,222
20,980,820
2,320,000
6,961,800
2,426,000
75,000
32,763,620
2,020,000
1,240,000
905,700
0
1,709,076
1,780,911
4,244,400
11,900,087
1,936,055
526,000
936,497
310,833
3,709,385
$154,191,314
ADOPTED FUND
BUDGET TRANSFERS
90,464,488 (335,751)
57,000
233,710
0
6,042,631
256,983
12,000
0
742,682
701,469 335,751
985,400
171,800
28,205
45,596
8,700
0
688,1 1 1
50,000
15,000
3,400
14,000
10,056,687
20,945,004
1,730,385
6,859,054
1,784,312
230,000
31,548,755
2,223,498
1,494,712
1,013,268
0
1,889,696
1,808,000
5,010,367
13,439,541
1,530,922
117,005
435,526
54,293
2,137,746
$147,647,217 $0
PROJECTED
RESERVED BALANCE
BALANCES JUNE 30, 2005
78,723,774
532,639
1,480
57,538
47,093
7,556,170
18,929
192,094
686,670
0
938,492
809,255
43,767
18,494
52,023
207,469
0
(1,000,000) 19,579
210,364
2,881
102,223
11,497,160
13,312,020
2,275,293
4,580,404
6,139,627
716,346
27,023,690
(3,135,000) (1,398,417)
(743,493) 249,242
375,338
0
177,106
(7,137,336) 0
(1,198,200) 4,536
(592,195)
1,461,314
2,580,107
149,129
619,694
4,810,244
$121,462,673
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
2002-03
$24,973,532
25,542,844
8,387,388
3,729,713
2,305,178
1,126,804
66,065,459
5,066,902
1,562,215
6,629,117
986,890
1,055,639
2,042,529
1 ,029,582
707,691
2,220,695
1,316,956
1,440,530
993,896
7,709,350
860,692
4,483,932
2,686,817
650,339
91,128,235
PROJECTED
REVENUE
2003-04
$26,800,000
25,080,000
8,800,000
5,003,000
2,900,000
1,200,000
69,783,000
4,050,000
1,318,000
5,368,000
1 ,000,000
1,000,000
2,000,000
600,000
775,000
1,800,000
1,440,000
1,310,000
1,000,000
6,925,000
930,000
2,910,000
2,600,000
700,000
91,216,000
ESTIMATED
REVENUE
2004-05
$28,156,000
26,410,000
9,220,000
4,670,000
2,900,000
1,230,000
72,586,000
5,080,000
1,140,000
6,220,000
1 ,440,000
1,440,000
2,880,000
600,000
1,120,000
1,500,000
1,500,000
1 ,340,000
1 ,020,000
7,080,000
950,000
2,910,000
2,700,000
750,000
96,076,000
AS%
OF FY 03-04
PROJECTED
5.1%
5.3%
4.8%
-6.7%
0.0%
2.5%
4.0%
25.4%
-13.5%
15.9%
44.0%
44.0%
44.0%
0.0%
44.5%
-16.7%
4.2%
2.3%
2.0%
2.2%
2.2%
0.0%
3.9%
7.1%
5.3%
DIFFERENCE
2003-04 TO
2004-05
1,356,000
1,330,000
420,000
(333,000)
0
30,000
2,803,000
1 ,030,000
(178,000)
852,000
440,000
440,000
880,000
0
345,000
(300,000)
60,000
30,000
20,000
155,000
20,000
0
100,000
50,000
4,860,000
* Interest is calculated on an amortized cost basis.
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
POLICE GRANTS
STATE GRANT
INTEREST
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
TOTAL
HOUSING TRUST FUND
INTEREST
AFFORDABLE HOUSING FEES
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
ACTUAL PROJECTED
REVENUE REVENUE
2002-03 2003-04
62,376 130,000
27,000 25,000
89,376 155,000
174,795 135,000
7,462 5,000
182,257 140,000
80,931 45,000
7,084 5,000
88,015 50,000
2,659 12,000
5,084,652 5,480,000
5,087,31 1 5,492,000
620,397 210,500
647,355 415,550
454,024 2,741,700
1 ,721 ,776 3,367,750
12,591 8,650
12,591 8,650
5,821 50,000
72,045 65,000
77,866 115,000
ESTIMATED
REVENUE
2004-05
50,000
20,000
70,000
140,000
5,000
145,000
0
0
0
10,000
6,046,728
6,056,728
239,000
223,750
0
462,750
8,000
8,000
5,000
71,000
76,000
AS%
OF FY 03-04
PROJECTED
-61 .5%
-20.0%
-54.8%
3.7%
0.0%
3.6%
-100.0%
-100.0%
-100.0%
-16.7%
10.3%
10.3%
13.5%
-46.2%
-100.0%
-86.3%
-7.5%
-7.5%
-90.0%
9.2%
-33.9%
DIFFERENCE
2003-04 TO
2004-05
(80,000)
(5,000)
(85,000)
5,000
0
5,000
(45,000)
(5,000)
(50,000)
(2,000)
566,728
564,728
28,500
(191,800)
(2,741 ,700)
(2,905,000)
(650)
(650)
(45,000)
6,000
(39,000)
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
TREE MAINTENANCE
INTEREST
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
LLD#2
INTEREST
LLD #2 FEES
TOTAL
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
RECREATION DONATIONS
INTEREST
DONATIONS
TOTAL
ACTUAL
REVENUE
2002-03
40,638
502,628
90,000
633,266
0
451,869
0
451,869
49,010
38,590
794,178
881,778
40,235
99,997
140,232
0
0
0
2,769
25,700
28,469
2,532
15,374
17,906
PROJECTED
REVENUE
2003-04
28,000
498,408
90,000
616,408
0
459,096
0
459,096
36,400
38,500
848,560
923,460
28,000
27
28,027
600
0
600
2,500
25,500
28,000
3,000
600
3,600
ESTIMATED
REVENUE
2004-05
28,000
448,068
106,000
582,068
0
411,297
24,497
435,794
31 ,000
28,000
840,371
899,371
30,000
100,000
130,000
1,500
71 ,700
73,200
3,000
32,000
35,000
3,000
7,000
10,000
AS%
OF FY 03-04
PROJECTED
0.0%
-10.1%
17.8%
-5.6%
0.0%
-10.4%
0.0%
-5.1%
-14.8%
-27.3%
-1 .0%
-2.6%
7.1%
370270.4%
363.8%
150.0%
0.0%
12100.0%
20.0%
25.5%
25.0%
0.0%
0.0%
177.8%
DIFFERENCE
2003-04 TO
2004-05
0
(50,340)
16,000
(34,340)
0
(47,799)
24,497
(23,302)
(5,400)
(10,500)
(8,189)
(24,089)
2,000
99,973
101,973
900
71,700
72,600
500
6,500
7,000
0
6,400
6,400
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SENIOR DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
CDBG ENTITLEMENT
INTEREST
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
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2002-03
8,379
18,786
190
27,355
32,906
791,094
824,000
25,000
47,706
72,706
10,495
10,495
4,511
16,439
20,950
235
500
735
10,368,953
PROJECTED
REVENUE
2003-04
5,000
24,000
0
29,000
30,000
735,461
765,461
0
32,000
32,000
7,150
7,150
3,000
7,000
10,000
250
500
750
12,231,952
ESTIMATED
REVENUE
2004-05
5,000
15,000
0
20,000
30,000
658,111
688,111
0
30,000
30,000
7,000
7,000
3,000
10,000
13,000
200
0
200
9,742,222
AS%
OF FY 03-04
PROJECTED
0.0%
-37.5%
0.0%
-31.0%
0.0%
-10.5%
-10.1%
0.0%
-6.3%
-6.3%
-2.1%
-2.1%
0.0%
42.9%
30.0%
-20.0%
-100.0%
-120.0%
-20.4%
DIFFERENCE
2003-04 TO
2004-05
0
(9,000)
0
(9,000)
0
(77,350)
(77,350)
0
(2,000)
(2,000)
(150)
(150)
0
3,000
3,000
(50)
(500)
(550)
(2,489,730)
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
MISC SEWER
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
NON-JURISDICTIONAL FEES
STATE GRANT
TRASH SURCHARGE
OTHER
TOTAL
GOLF COURSE
TRANSFER FROM GENERAL FUND
INTEREST
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2002-03
13,081,345
3,705,974
1,697,040
103,430
105,390
260,709
744,491
3,510
318,987
140,885
153,647
787,507
21,102,915
1 ,090,230
86,223
342,055
652,908
10,297
2,181,713
6,177,845
43,814
257,590
64,557
324,892
129,208
6,997,906
220,565
240,463
41,296
586,574
57,861
0
7,851
1,154,610
600,000
125,230
725,230
32,162,374
PROJECTED
REVENUE
2003-04
13,377,000
3,786,000
1,782,000
103,000
109,000
200,000
689,000
3,500
329,000
140,000
153,200
969,000
21,640,700
1,200,000
85,700
425,000
365,000
15,000
2,090,700
6,200,000
54,500
230,000
55,000
250,000
15,000
6,804,500
206,000
240,000
40,000
600,000
51,900
720,000
0
1,857,900
0
75,000
75,000
32,468,800
ESTIMATED
REVENUE
2004-05
13,387,000
3,868,000
1,871,000
100,000
1 1 1 ,000
175,000
771,920
3,500
338,000
137,000
147,000
71,400
20,980,820
1 ,340,000
102,000
578,000
300,000
0
2,320,000
6,334,000
55,600
236,900
56,000
264,000
15,300
6,961,800
210,000
235,000
40,000
614,000
27,000
1 ,300,000
0
2,426,000
0
75,000
75,000
32,763,620
AS%
OF FY 03-04
PROJECTED
0.1%
2.2%
5.0%
-2.9%
1.8%
-12.5%
12.0%
0.0%
2.7%
-2.1%
-4.1%
-92.6%
-3.1%
1 1 .7%
19.0%
36.0%
-17.8%
-100.0%
1 1 .0%
2.2%
2.0%
3.0%
1 .8%
5.6%
2.0%
2.3%
1 .9%
-2.1%
0.0%
2.3%
-48.0%
80.6%
0.0%
30.6%
0.0%
0.0%
0
0.9%
DIFFERENCE
2003-04 TO
2004-05
10,000
82,000
89,000
(3,000)
2,000
(25,000)
82,920
0
9,000
(3,000)
(6,200)
(897,600)
(659,880)
140,000
16,300
153,000
(65,000)
(15,000)
229,300
134,000
1,100
6,900
1,000
14,000
300
157,300
4,000
(5,000)
0
14,000
(24,900)
580,000
0
568,100
0
0
0
294,820
B-22
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER (OP TRANS IN)
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL/REIMB.
TOTAL
RECORDS MANAGEMENT (2)
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
REVENUE
2002-03
1
56,154
600,231
16,276
672,661
99,833
603,009
34,214
737,056
49,365
2,994,636
3,044,001
25
1 ,030,400
612
1 ,031 ,037
1,466,615
17,840
100,569
1 ,585,024
1 ,429,945
295,315
137,313
1 ,862,573
139,208
3,896,817
569
4,036,594
12,968,946
PROJECTED
REVENUE
2003-04
20,000
750,000
2,555,000
3,325,000
60,000
650,000
10,000
720,000
30,000
890,000
920,000
2,500
955,500
0
958,000
1,675,000
11,000
100,000
1,786,000
1 ,467,000
208,000
0
1,675,000
115,000
3,801,500
563,000
4,479,500
13,863,500
ESTIMATED
REVENUE
2004-05
20,000
2,000,000
0
2,020,000
40,000
1,200,000
0
1,240,000
30,000
875,700
905,700
0
0
0
0
1 ,699,076
10,000
0
1,709,076
1 ,580,91 1
200,000
0
1,780,911
100,000
4,144,400
0
4,244,400
11,900,087
AS%
OF FY 03-04
PROJECTED
0.0%
166.7%
-100.0%
-39.3%
-33.3%
84.6%
-100.0%
72.2%
0.0%
-1.6%
-1.6%
-100.0%
-100.0%
0.0%
-100.0%
1.4%
-9.1%
-100.0%
-107.7%
7.8%
-3.9%
0.0%
6.3%
-13.0%
9.0%
-100.0%
-5.3%
-14.2%
DIFFERENCE
2003-04 TO
2004-05
0
1,250,000
(2,555,000)
(1,305,000)
(20,000)
550,000
(10,000)
520,000
0
-100.0%
(14,300)
(2,500)
(955,500)
0
(958,000)
24,076
(1,000)
(100,000)
(76,924)
113,911
(8,000)
0
105,911
(15,000)
342,900
(563,000)
(235,100)
(1,963,413)
B-23
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
| REDEVELOPMENT FUNDS
VILLAGE OPERATIONS / DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
SCCRA OPERATIONS / DEBT SERVICE
TAX INCREMENT
INTEREST
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2002-03
J
14,388
1,594,511
61,462
273,906
1,944,267
398,628
133,502
532,130
130,955
19,476
150,431
43,652
6,847
43,652
2,670.480
PROJECTED
REVENUE
2003-04
45,755
1,692,000
56,600
3,623
1,797,978
444,000
93,000
537,000
712,273
23,000
735,273
237,424
5,500
242,924
3,313,175
ESTIMATED
REVENUE
2004-05
83,055
1,776,000
73,000
4,000
1,936,055
466,000
60,000
526,000
911,497
25,000
936,497
303,833
7,000
310,833
3,709,385
AS%
OF FY 03-04
PROJECTED
81.5%
5.0%
29.0%
10.4%
7.7%
5.0%
-35.5%
-2.1%
28.0%
8.7%
27.4%
28.0%
27.3%
28.0%
12.0%
DIFFERENCE
2003-04 TO
2004-05
37,300
84,000
16,400
377
138,077
22,000
(33,000)
(11,000)
199,224
2,000
201,224
66,409
1,500
67,909
396,210
TOTAL OPERATING $149,298,988 $153,093,427 $154,191,314 0.7%1.097,887
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
TRAILS MAINTENANCE
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
2001-02
ACTUALS
J
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
0
401,419
1 1 ,888,347
2002-03
ACTUALS
273,21 1
1,023,959
472,185
290,790
880,954
138,606
3,079,705
561,949
2,434,191
1,336,418
0
4,332,558
15,994,680
11,046,901
27,041 ,581
512,251
260,266
177,090
2,989,683
1 ,658,872
5,598,162
7,454,751
664,406
4,256,322
739
558,141
12,934,359
2003-04
ESTIMATED
EXPENDITURES (1)
265,809
1,192,248
635,888
285,400
950,530
147,339
3,477,214
563,763
2,449,541
1,598,802
0
4,612,106
17,515,613
11,924,210
29,439,823
469,716
291 ,079
182,228
3,383,521
1 ,660,987
5,987,531
8,256,927
668,810
4,535,969
46,185
511,572
14,019,463
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
4,61 1 ,663
69,925
697,114
14,252,673
2004-05
ADOPTED
BUDGET
332,403
1 ,228,707
810,970
124,215
1,010,674
161,684
3,668,653
610,743
2,599,435
1 ,983,055
792,656
5,985,889
19,840,247
13,258,073
33,098,320
528,556
296,850
185,073
3,415,121
1,906,938
6,332,538
8,343,338
691,099
4,934,953
76,269
786,817
14,832,476
%INCR (DEC)
03-04 BUD
TO
04-05 BUD
8.6%
5.7%
3.9%
-59.8%
4.0%
-4.3%
-0.8%
-14.1%
-0.1%
-2.3%
12.1%
12.4%
14.3%
13.2%
-17.0%
-4.8%
0.7%
5.7%
5.4%
2.6%
2.2%
-2.9%
7.0%
9.1%
12.9%
4.1%
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
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANS
MANAGEMENT INCENTIVE PAY
LEGAL SERVICES
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MISC/ TRANSFERS OUT
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
2001-02
ACTUALS
492,064
4,312,623
2,145,904
2,692,390
2,272,808
584,348
12,500,137
308,798
65,235
0
83,400
800,000
285,775
46,386
13,923
3,000,000
0
0
0
1,500,000
1,873,190
18,723
7,995,430
69,983,499
0
69,983,499
2002-03
ACTUALS
757,423
5,652,977
2,343,468
3,127,449
2,331,712
502,210
14,715,239
406,220
21,840
0
83,475
800,000
326,069
48,379
15,121
3,500,000
0
109,900
600,000
35,000,000
0
349,361
41,260,365
108,961,969
0
108,961,969
2003-04
ESTIMATED
EXPENDITURES (1)
722,308
5,983,777
2,625,742
3,130,574
2,540,385
737,087
15,739,873
468,135
102,000
0
82,506
800,000
332,000
72,150
35,400
3,605,000
0
250,000
0
0
0
563,000
6,310,191
79,586,201
0
79,586,201
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
0
36,000
85,849
800,000
332,000
72,150
35,400
3,605,000
575,000
250,000
0
0
1,263,800
563,000
8,127,299
82,568,587
2,300,000
84,868,587
™'" g
2004-05
ADOPTED
BUDGET
869,734
6,262,145
2,987,015
3,557,094
2,496,233
720,991
16,893,212
509,100
0
36,000
85,000
800,000
355,000
72,900
35,400
3,830,000
580,000
250,000
0
800,000
0
0
7,353,400
88,164,488
2,300,000
90,464,488
%INCR (DEC)
03-04 BUD
TO
04-05 BUD
8.7%
20.2%
6.5%
0.7%
-4.4%
-7.1%
7.4%
0.0%
-
0.0%
-1.0%
0.0%
6.9%
1.0%
0.0%
6.2%
0.9%
0.0%
-
-
-100.0%
-100.0%
-9.5%
6.8%
0.0%
6.6%
B-26
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
SPECIAL REVENUE FUNDS
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
LLD#2
ARTS SPECIAL EVENTS
SENIOR NUTRITION (3)
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GEN/GALLERY DONATIONS
RECREATION DONATIONS
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT (4)
GOLF COURSE
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
LIABILITY SELF-INSURANCE
HEALTH INSURANCE
RECORDS MANAGEMENT (2)
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2001-02
ACTUALS
5,724
286,734
180,975
3,867,573
185,874
9,875
30,537
0
642,800
533,901
882,780
25,809
0
19,087
207,044
35,557
477,163
57,714
34,144
15
58,120
6,735
7,548,161
18,892,192
1,476,399
6,498,962
983,111
168,967
28,019,631
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
ACTUALS
78,210
180,152
190,410
5,019,097
207,488
11,850
80,326
56,248
674,596
536,782
934,503
88,418
0
60,109
0
25,425
805,721
95,355
5,174
0
19,563
16,969
9,086,396
19,038,158
1,552,164
6,248,394
2,511,923
93,341
29,443,980
2,124,381
1,331,903
2,674,714
905,870
1,644,950
1,140,044
4,082,886
13,904,748
2003-04
ESTIMATED
EXPENDITURES (1)
230,000
230,000
130,000
5,873,505
248,774
12,000
115,000
0
644,815
461,100
1,002,093
70,600
16,000
50,000
0
20,000
765,461
50,000
20,000
0
1,000
10,000
9,950,348
20,827,346
2,038,893
7,732,819
1,311,085
233,510
32,143,653
2,596,429
1,495,051
1,521,636
958,945
1,816,783
828,000
5,475,520
14,692,364
2003-04
ADOPTED
BUDGET
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
0
36,103
0
0
654,408
60,000
20,000
2,000
13,500
0
9,651,971
20,874,869
1,913,117
8,029,909
1,521,511
300,000
32,639,406
1,327,605
1,505,019
1,521,636
1,126,466
1,889,420
873,000
5,461,325
13,704,471
TT1-TJI.-J---LL.- ' "
2004-05
ADOPTED
BUDGET
57,000
233,710
0
6,042,631
256,983
12,000
0
0
742,682
701,469
985,400
171,800
28,205
45,596
0
0
688,111
50,000
15,000
3,400
14,000
8,700
10,056,687
20,945,004
1,730,385
6,859,054
1,784,312
230,000
31,548,755
2,223,498
1,494,712
1,013,268
0
1,889,696
1,808,000
5,010,367
13,439,541
%INCR (DEC)
03-04 BUD
TO
04-05 BUD
-85.9%
27.8%
-100.0%
8.9%
0.3%
100.0%
-100.0%
-
6.4%
38.9%
-15.4%
10446.3%
-
26.3%
0.0%
-
5.2%
-16.7%
-25.0%
70.0%
3.7%
-
4.2%
0.3%
-9.6%
-14.6%
17.3%
-23.3%
-3.3%
67.5%
-0.7%
-33.4%
-100.0%
0.0%
107.1%
-8.3%
-1.9%
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
2001-02
ACTUALS
2,102,507
45,170
63,072
19,345 -
2,230,094
2002-03
ACTUALS
2,286,765
107,646
168,527
16,496
2,579,434
2003-04
ESTIMATED
EXPENDITURES (1)
1,546,043
51,300
347,964
24,000
1,969,307
%INCR (DEC)
2003-04
ADOPTED
BUDGET
1,563,217
98,948
183,528
38,117
1,883,810
2004-05
ADOPTED
BUDGET
1,530,922
117,005
435,526
54,293
2,137,746
03-04 BUD
TO
04-05 BUD
-2.1%
18.2%
137.3%
42.4%
13.5%
TOTAL OPERATING FUNDS 120,133,955 163,976,527 138,341,873 142,748,245 147,647,217 3.4%
(1) Estimated expenditures may exceed Adopted budget since they Include prior year budget carryforwards.
(2) Records Management Internal Service fund was dissolved and the program costs were split between the General fund and the Information
Technology Internal Service fund in FY05.
(3) Senior Nutrition Grant was moved to the General fund in FY03.
(4) Storm Water Protection Program was merged into the Solid Waste Management Enterprise fund during FY04.
B-28
FVC^^iPii
»•»•••
(•••MM~
PROGRAM:
FUND:
PROGRAM GROUP:
POLICY AND LEADERSHIP GROUP
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
1 ,722,364
1,175,315
35,840
2002-03
ACTUAL
1,848,258
1,230,103
1,347
2003-04
BUDGET
2,254,312
1 ,444,584
0
2004-05
BUDGET
2,358,475
1,310,178
0
2,933,51 9| 3,079,708| 3,698,896| 3,668,653
14,75
0,50
17.50
0.50
17.50
0.00
17.50
0.00
Communications
22%
City Treasurer
4%
City Attorney
28%
City Council
City Clerk
3%
City Manager
34%
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
2001-02
ACTUAL
181,710
90,564
0
272,274
1,00
0.00
2002-03
ACTUAL
198,065
75,146
0
273,21 1
1.00
0.00
2003-04
BUDGET
185,710
120,243
0
305,953
1.00
0.00
2004-05
BUDGET
238,406
93,997
0
332,403
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 2004-2005:
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 people, services, and goods
throughout Carlsbad.
Balanced Community Development
• Be a city that connects community, place, and spirit, through balanced and economically sustainable land uses.
Parks/Open Space/Trails
• Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address
citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Water
• Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to
deliver high quality potable and reclaimed water incorporating drought-resistant community principles.
Environmental Management
• Be an environmentally sensitive community by focusing on: conservation, 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 support sustainable economic health and manage fiscal
resources effectively.
Communication
• Ensure that community members, Council, and staff are well informed, continuing to be a more responsive
government, and a high level of citizen confidence in its government.
B-30
PROGRAM: CITY COUNCIL PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
KEY GOALS FOR 2003-04 (continued)
Learning. Culture & Arts
• Promote and support continuous learning, cultural opportunities and the arts within the community and the City
organization.
Citizen Connection
• Be a city that embraces community connectivity through the effective use of technological and interpersonal
mediums.
SIGNIFICANT CHANGES:
None.
B-31
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
2001-02
ACTUAL
1 1 ,364
268,862
0
280,226
0.00
0.00
2002-03
ACTUAL
12,159
278,632
0
290,791
0,00
0.00
2003-04
BUDGET
13,218
295,919
0
309,137
0.00
0.00
2004-05
BUDGET
13,317
110,898
0
124,215
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.
KEY ACHIEVEMENTS FOR 2003-04:
The City Clerk expanded customer service efforts by:
• Responding to Clerk Internet mailbox inquiries immediately throughout the day.
• Providing Council agendas, minutes, resolutions, and ordinances for the public via the Internet DocPub system
allowing citizens to access information instantaneously.
• Saving the citizens and staff time by using digitized equipment for council meetings. We are able to send the
entire specific subject in audio format to the citizens without their needing to leave home or office.
SIGNIFICANT CHANGES:
None.
B-32
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
2001-02
ACTUAL
68,266
46,075
0
114,341
0.75
0.00
2002-03
ACTUAL
73,642
64,964
0
138,606
0.75
0.00
2003-04
BUDGET
77,040
91,910
0
168,950
0.75
0.00
2004-05
BUDGET
90,118
71,566
0
161,684
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-33
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)
FY2001 FY2002 FY2003 FY2004
• Portfolio Balance (millions of $) 367 389 431 450
• Number of Investments in Portfolio 1,734 1,455 1,298 1,227
• Investment Activity
-Transactions per month 266 280 286 225
-Average Buy (millions) $2.80 $3.00 $3.51 $3.56
• Number of Checks Cleared 14,010 14,648 14,925 15,081
KEY GOALS FOR 2004-05:
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-34
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
2001-02
ACTUAL
730,198
342,780
7,795
1 ,080,773
6.00
0.00
2002-03
ACTUAL
766,452
257,507
0
1,023,959
6.00
0.00
2003-04
BUDGET
808,713
354,050
0
1,162,763
6.00
0.00
2004-05
BUDGET
829,607
399,100
0
1 ,228,707
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 2004-2005:
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 people, services, and goods through
Carlsbad.
Balanced Community Development
• Be a city that connects community, place, and spirit, through balanced and economically sustainable land uses.
Parks/Open Space/Trails
• Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address
citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Water
• Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to
deliver high quality potable and reclaimed water incorporating drought-resistant community principles.
B-35
PROGRAM: CITY MANAGER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
KEY GOALS FOR 2004-05 (continued)
Environmental Management
• Be an environmentally sensitive community by focusing on: conservation, 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 support sustainable economic health and manage fiscal
resources effectively.
Communication
• Ensure that community members; Council, and staff are well informed, continuing to be a more responsive
government, and a high level of citizen confidence in its government.
Learning, Culture & Arts
• Promote and support continuous learning, cultural opportunities and the arts within the community and the City
organization.
Citizen Connection
• Be a city that embraces community connectivity through the effective use of technological and interpersonal
mediums.
SIGNIFICANT CHANGES:
None.
B-36
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATION
GENERAL
COMMUNICATION ACCT NO. 0011012
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
235,737
10,511
246,248
1.00
0.00
2002-03
ACTUAL
54,597
417,104
485
472,186
2.75
0.00
2003-04
BUDGET
412,941
367,770
0
780,71 1
2.75
0.00
2004-05
BUDGET
304,140
506,830
0
810,970
2.75
0.00
PROGRAM GROUP DESCRIPTION:
The Communications Program is responsible for helping coordinate the dissemination of information regarding
various City programs. In addition to a Communications Manager, this program includes a Community Volunteer
Coordinator that empowers citizens to connect with volunteer opportunities.
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 2004-05:
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:
• FY04 budget included approximately $150K for temporary help, which will not be used. There is no temporary
help budgeted for FY05.
B-37
PROGRAM:
FUND:
PROGRAM GROUP:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCTNO. 0011210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
730,826
191,297
17,534
939,657
6.00
0.50
2002-03
ACTUAL
743,343
136,750
862
880,955
7.00
0.50
2003-04
BUDGET
756,690
214,692
0
2004-05
BUDGET
882,887
127,787
0
971,382| 1,010,674
7.00
0.00
7.00
0.00
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council's goals to:
• Be a City that connects community, place and spirit, through balanced and economically sustainable lands
uses.
• Ensure that community members; council and staff are well informed, continuing to be a more responsive
government and a high level of citizen confidence in its government.
• Be a City that embraces community connectivity through the effective use of technological and interpersonal
mediums.
• Be an environmentally sensitive community by focusing on conservation, storm water, sewage collection and
treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources.
• Pursue and implement proactive strategies that support sustainable economic health and manage fiscal
resources effectively.
• Promote and support continuous learning, cultural opportunities and the arts within the community and the City
organization.
• Acquire, develop and maintain a broad range of open space and recreational facilities that actively address
citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
• Be a City that provides exceptional services on a daily basis.
• Provide and support a safe and efficient transportation system that moves people, services and goods
throughout Carlsbad.
• Ensure in the most cost-effective manner, water quality and reliability to the maximum extent practical, to
deliver high quality potable and reclaimed water incorporating drought-resistant community principles.
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.
Drafts and reviews all resolutions, ordinances, contracts, bonds, and other legal documents.
KEY GOALS FOR 2004-05:
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.
SIGNIFICANT CHANGES:
None.
B-38
B« ,*»1C'^;I •
-.?'"
• .-. ,,'i
'*, i- '"*!
*•>(!»»'!*WK
%>.
,-«—^•••H«^^SBiMMMf
mmmm%m '7 •••!•tafli mm i ,'? t
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATIVE SERVICES
VARIOUS
ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
4,670,296
9,146,049
116,369
2002-03
ACTUAL
5,034,597
10,298,576
534,346
2003-04
BUDGET
5,510,100
9,826,784
1 ,421 ,552
13,932,714) 15,867,519| 16,758,436
64.00
2.50
66.00
3.75
66.00
3.75
2004-05
BUDGET
6,075,310
9,165,622
1 ,029,602
16,270,534
66.00
3.25
Records
Management Admjn_
Information
Technology
31%
O /O
Health
Insurance
6%
Risk
Management
9%
Finance
19%
Worker's
Comp.
14%
Human
Resources
12%
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
2001-02
ACTUAL
223,433
163,326
0
386,759
2.00
0,00
2002-03
ACTUAL
234,091
327,859
0
561 ,950
2.00
0,00
2003-04
BUDGET
249,396
461,252
0
710,648
2.00
0.00
2004-05
BUDGET
268,180
342,563
0
610,743
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 2004-05:
• 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 leadership and employee development, workplace improvement, and
communications through implementation and support of a number of programs designed to strengthen
leadership skills, enhance employee knowledge, skills and abilities, and enhance the culture of the organization.
• 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.
• The Director is the team leader for the City's cross-functional Desalination team. Working closely with the City
Manager and City Council, the team is responsible for negotiations with both public and private parties
proposing the development of a seawater desalination plant in Carlsbad to assure that the interests of the local
community are properly addressed.
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/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SEWER ENTERPRISE
TOTAL FUNDING
2001-02
ACTUAL
1,701,645
837,860
12,144
2,551,649
27.00
1.50
2,157,099
236,730
157,820
2,551,649
2002-03
ACTUAL
1,806,241
1,042,290
862
2,849,393
28§Q
-*" - - • ,?:£50
2,434,193
242,700
172,500
2,849,393
2003-04
BUDGET
2,085,896
990,902
0
3,076,798
28:00
''-" 2.50
2,601,498
332,700
142,600
3,076,798
2004-05
BUDGET
2,296,241
769,494
76,500
3,142,235
'«y!-28;QO
IT as * -.;,£-,-- ' <• :-,-,; - • • 2.50
2,599,435
380,000
162,800
3,142,235
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-Ranqe Financial Planning and Budget Management
• Prepare ten-year operating forecasts 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.
• Prepare annual cost allocation plan and perform bi-annual review of all City fees and present recommendations
for changes to the City Council.
General Accounting and Reporting
• Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts.
• Prepare checks for City employees and for service and commodity suppliers.
• Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
• Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
• Provide the City Council and City management with timely monthly financial reports.
• Monitor City debt issues to ensure timely payment and identify refinancing opportunities.
• 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.
• Track and renew annual commodity and service contracts. Develop and administer joint agency contracts.
• Assist City departments in the creation and administration of contracts.
Receiving, Messenger, and Mail Services
• Act as shipping and receiving for the Faraday Administration Center.
• Direct disposal of surplus and lost/unclaimed 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 days to issue Monthly Report
• Awards received for CAFR
• Awards received for Annual Budget
• Number of business licenses processed
• Number of account payable checks processed
• Number of manual/electronic payroll checks
issued
• Outstanding debt issues administered
• Number of purchase orders issued
• Dollar amount of purchase orders issued
• Pieces of mail processed
FY2001
16
CSMFO/GFOA
CSMFO Excellence:
Operating/Capital
6,300
17,271
10,012/14,407
$77 million
1,626
$48.2 million
157,482
FY2002
13
GFOA
GFOA Distinguished
Budget Presentation
7,199
14,962
9,863/15,141
$71 million
1,529
$46.6 million
171,258
FY2003
12
Not Available
GFOA Distinguished
Budget Presentation
7,584
15,141
9,169/16,243
$65 million
1674
$60.9 million
161,928
KEY ACHIEVEMENTS FOR 2003-04:
• Enhanced service to City employees by improving access to salary and benefit information and streamlining the
payroll process.
• Assist in creating financing plans that will allow for the development of key road segments throughout the City.
• Developed a balanced budget plan for the next five years to ensure the continued financial health of the City.
As part of the plan, investigated various options for reducing City costs as well as enhancing the revenues.
• Redesigned purchasing systems and structures to 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.
• Began an internal audit program to ensure the integrity of the City's accounting system and the protection of the
City's assets.
KEY GOALS FOR 2004-05:
Top-Quality Services
• Improve the service to citizen's and employees by implementing a customer service center for the department.
• Enhance the ability of the City's staff to track budget and cost data by individual projects and programs.
Parks, Open Space, Trails
• Provide financing for the City's proposed 18-hole golf course.
Financial Health
• Ensure continued financial health of the City by updating the financing plans for the City's circulation system.
• Determine the amounts needed for replacement of the City's infrastructure and equipment and establish policies
for the use of those funds.
• 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 all amounts due to the City are collected through uniform billing and collecting policies and procedures.
SIGNIFICANT CHANGES:
None.
B-42
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
2001-02
ACTUAL
659,673
794,299
7,532
2002-03
ACTUAL
732,456
600,812
3,151
2003-04
BUDGET
772,825
1,256,113
0
2004-05
BUDGET
863,185
1,119,870
0
1,461,504| 1,336,419) 2,028,938| 1,983,055
9,00
0,50
9.00
0.75
<9.00
0.75
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
• Proactive planning and scheduling recruitments for multiple vacancies anticipated in FY 04-05
• Assist departments in job design/redesign efforts to make job classifications more flexible
• Update job classifications
• Implement improved employee selection processes
• Develop competency-based selection tools
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.
• Provide opportunities to practice newly acquired skills on the job (cross-training, job rotation, job shadowing,
mentorship's, internships, etc.).
• Measure and distribute information on the City's employee development efforts
• Participate on Citywide team 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.
Performance Management and Compensation
• 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.
• Provide cross training to Human Resources staff.
• Improve communications about retirement options.
• Continue quarterly labor/management forum.
• Continue to update sections of the Personnel Rules to provide consistency with other internal documents.
B-43
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES
PAGE TWO
ACCTNO. 0011510 THRU 0011550
Five Year Recruitment Trend
"g -ion - - - - -
(A"> iong 1UU
g 80
8 60
* 40 -
1 20
... n
9£
. „_ ^
^ 23 17
64 : 52 56
--"*.-'
—
41
67
^""
- - ...umm
, 20
45
-2000 2000-01 2001-02 2002-03 2003-04
Fiscal Year
D New Hires D Promotions/Transfers
WORKLOAD STATISTICS:
Measures for Classification/ FY 03-04*
Compensation Review
Number of classification descriptions/
positions reviewed, revised or created 22
Measures for Recruitment
Number of applicants processed 3122
Number of recruitments processed 49
Number of eligibles on employment list 371
Number of new hires 45
Number of promotions/transfers 20
* Average recruitment cycle time: 41 working days.
(For period between: 07/01/03 and 06/30/04.)
KEY ACHIEVEMENTS FOR 2003-04:
• Implemented marketing and information efforts to ensure participation in the City Employee Development
program, eg - video for orientation, intranet page, employee development report card.
• Enhanced Human Resources Intranet page with added forms and links.
• Enhanced recruitment and selection process by utilizing 6 new employee selection methods.
• Developed targeted police recruitment that resulted in an increased number of qualified Police Officer
candidates.
• Conducted a Human Resources Customer Service Survey with SBRI.
• Created "Benefits 101 Informational Sessions" to help employees understand their benefits. These sessions will
be a regular part of the Employee Development curriculum.
• Created and distributed City of Carlsbad Benefits Brochure.
• Created Supervisor's Guide to Human Resources Services and Systems. This guide contains links to all of the
HR forms, policies, salary schedules, job descriptions and MOU's.
• Developed and distributed on-line HR/payroll reports for use by supervisors and administrative staff.
• Implemented amendment to CalPERS miscellaneous contract, including employee election.
• Consolidated 457 deferred compensation plans - resulted in a substantial decrease in the administrative fees
• Implemented Paid Family Leave benefit for CCEA-represented employees.
• Implemented new HIPAA Privacy regulations Developed and delivered Workers' Compensation training for
Police and Fire employees.
• Developed an employee beneficiaries database, generated reports and sent out the information to employees to
confirm and/or update the information.
KEY GOALS FOR 2004-05:
Top-Quality Services
• Develop competency-based selection tools to improve the quality of new hires.
• Produce updated Personnel Rules and Municipal Code that comply with current practices and applicable law.
• Participate on citywide communication team.
• Participate on goal to increase volunteer opportunities.
Learning
• Vision for a comprehensive City training facility/facilities.
• Research and implement preventative actions and cost mitigation processes for the City's Workers'
Compensation Program.
• Research leadership development resources and tools and implement a leadership development program with a
pilot group of executives.
• Participate on goal for improving the appearance and effectiveness of information delivery on the city's web site.
• Partner with the Recreation Department to analyze and select alternative recruitment and training methods for
acquisition and retention of aquatics personnel.
SIGNIFICANT CHANGES:
None.B-44
PROGRAM:
FUND:
PROGRAM GROUP:
RECORDS MANAGEMENT
GENERAL
RECORDS MANAGEMENT ACCTNO. 0011610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
488,449
458,819
22,494
969,762
8.00
0,00
2002-03
ACTUAL
505,730
400,141
0
905,871
8,00
0,00
2003-04
BUDGET
530,918
584,048
11,500
1,126,466
8,00
;< 0,00
2004-05
BUDGET
586,350
180,020
26,286
792,656
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 2003-04:
• Development of DMS Policies, Standards, and Procedures, which outlines the requirements for legal and
responsible management of electronically archived records.
• Expansion of Records Management Program to additional departments.
• Analysis of electronic business applications throughout the City, incorporating the electronic applications into the
Records Management Program, and bringing one significant application into compliance.
• Provided access to additional information through the Internet, such as Boards and Commissions minutes and
agendas, and Engineering Geotechnical reports.
KEY GOALS FOR 2004-05:
Top Quality Services
• Review existing information from City Attorney regarding requirements for both PRA (Public Records Act) and
Subpoenas.
• Create resource guide and training program for handling PRA and Subpoenas.
• Educate key (hands-on) personnel in each department.
• Provide resource information to organization via Intranet.
• Analyze options for providing passport services, including cost/benefit analysis, projected income, etc.
• Select recommended method and location for providing passport services (days, times, location).
• Build passport services program: begin federal approval process, plan and obtain training for staff.
• Implement passport acceptance program at one location.
B-45
PROGRAM: RECORDS MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO. 0011610
KEY GOALS FOR 2004-05 (continued):
• Evaluate current policies/procedures for creation, maintenance and retention of electronic files throughout the
City.
• Create revised policies/procedures, which include recommendations for maximum retention.
• Revise Records Management Program (and other policies if necessary) to incorporate these procedures.
SIGNIFICANT CHANGES:
• Program has been transferred from an Internal Service fund to the General fund for FY 05
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
2001-02
ACTUAL
88,452
1,004,641
0
1,093,093
1.00
0.00
2002-03
ACTUAL
83,688
2,040,693
0
2,124,381
1.00
0.00
2003-04
BUDGET
92,901
1,234,704
0
1,327,605
: 1.00
0.00
2004-05
BUDGET
101,735
2,121,763
0
2,223,498
*; "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 = 7.5 (for the period of 07/01/02 - 01/01/03).
KEY GOALS FOR 2004-05:
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.
• Research and implement preventative actions and cost mitigation processes for the City's Workers'
Compensation Program.
SIGNIFICANT CHANGES:
• Due to changes in State law and overall increases in health care costs, the City has seen its worker's
compensations claims increase significantly over the past two years.
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
2001-02
ACTUAL
154,818
1,219,156
0
1 ,373,974
2.00
0.50
2002-03
ACTUAL
163,565
1,168,339
0
1 ,331 ,904
2.00
0.50
2003-04
BUDGET
197,490
1,307,530
0
1 ,505,020
2.00
0.50
2004-05
BUDGET
188,933
1,305,779
0
1,494,712
2.00
0.00
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-lnsurance
• Directs the marketing, renewal, planning, and funding of the insured and self-funded portions of the program;
administers the general liability self-insurance funds.
Claims Management
• Directs and administers the claims management program for property, casualty, and general liability by using a
combination of in-house services and a contract claim administrator.
Loss Prevention/Training
• Provides recommendations and training for various City departments to minimize the risk of loss.
KEY ACHIEVEMENTS FOR 2003-04:
• Development of Homeland Security Assessment - Water Facilities.
KEY GOALS FOR 2004-05:
Top-Quality Services
• Development of Workers Compensation cost reduction program.
• Update of Insurance Requirements Policies.
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 POSITIONe
HOURLY/FTE POSITIONS
2001-02
ACTUAL
54,41 1
2,409,622
0
2,464,033
r,l 0,00
' * 0.00
2002-03
ACTUAL
64,821
2,609,893
0
2,674,714
0,00
0.06
2003-04
BUDGET
81,343
1,440,293
0
1,521,636
0.00
0.00
2004-05
BUDGET
67,468
945,800
0
1,013,268
? 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.
SIGNIFICANT CHANGES:
Maintenance and Operations expenditures have decreased significantly due to CCEA represented employees
changing over to PERS healthcare in FY04. Healthcare cost were paid from this account, now they are paid out of a
payroll trust fund.
B-49
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
2001-02
ACTUAL
1,299,415
2,258,326
74,199
i_ 3,631,940
15.00
0.00
2002-03
ACTUAL
1 ,444,005
2,108,549
530,333
4,082,887
16.00
0.00
2003-04
BUDGET
1,499,331
2,551,942
1,410,052
,_ 5,461,325
16.00
0.00
2004-05
BUDGET
1,703,218
2,380,333
926,816
5,010,367
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:
CY/2003
Total number of help tickets opened for the year 5,284
Average number of help tickets opened per month 440
Percentage of priority-one calls resolved within 60 minutes (benchmark) 84%
Percentage of priority-two calls resolved within 2 hours (benchmark) 98%
Percentage of users rating information technology services as good or 85%
excellent
Total visitors to the City of Carlsbad web site 1,180,020
Subscription Information
Total current number of individual subscribers receiving email
notifications from the City's Internet site 2,053
Email Information
Number of emails that have gone out to Carlsbad recipients 168,705
Top 5 emailed updates:
1. City Council Meeting Agenda 37,819
2. Planning commission Meeting Agenda 22,182
3. Police Press Releases 12,508
4. Swim Complex Facility Schedule 10,372
5. Planning Commission Public hearing Notices 9,439
B-50
PROGRAM: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCTNO. 6401710
WORKLOAD STATISTICS (continued):
Download Information
Number of items downloaded to date 17,857
Top 5 downloads:
1. City Council Meeting Agenda 7,515
2. Police Press Releases 3,924
3. Library Newsletter 949
4. Swim Complex Facility Schedule 874
5. Monthly Building Reports 717
KEY ACHIEVEMENTS FOR 2003-04:
• Technology Disaster Recovery Plan developed
• Implemented the new SIRSI Unicorn Library Automation System.
• Online registration implemented for Recreation swim classes.
• Upgraded 250 staff and public use PC's in the Dove and Cole libraries.
• Implemented an IVR application for the City's utility billing system. Using a touch tone telephone, water and
sewer customers can obtain balance, payment and charge information in an automated fashion 24 hours a day.
• Secure network connection developed and implemented allowing the Carlsbad Fire Department to connect to
the Joint Powers Association (JPA).
• Provided Public access via the Internet to public documents including: agendas, deeds, minutes, ordinances,
resolutions, drawings and maps - all from the City's Document Management System.
• Capital Improvement Construction updates for Engineering, Planning and Master Plans were made accessible
to citizens via the City's web site / Internet.
KEY GOALS FOR 2004-05:
• Implement the key components of the disaster recovery plan.
• Enhance the City's Internet site through active content management.
• Expand online (Internet) facility reservation and class registration to seniors and Library services.
• Implement asset management software and processes to improve IT's ability and capacity to manage
technology assets.
• Assist with development of a Learning Center for Library related services.
• To further secure network access via the Internet the public and private networks were separated.
SIGNIFICANT CHANGES:
None.
B-51
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
GENERAL FUND
Non-Departmental Expenditures
Community Promotion
Community Contributions
Beach Parking
Hiring Center
Dues and Subscriptions
Property Tax, LAFCO, & Other Admin. Fees
Legal Services
Management Incentive Pay
Misc Expenditures
Total Non-Departmental Expenditures
Transfers
Golf Course Contribution
Hosp Grove Debt Service
Infrastructure Replacement Fund
Loan to Storm Water Program
Transfer to Capital Improvement Program
Transfer to IT fund for CAD System Hardware
Misc Transfers Out
Total General Fund Transfers
Total General Fund Non-Departmental
Council Contingencies
Contingencies (Adopted budget)
GENERAL FUND TOTAL
2001-02
ACTUAL
$308,798
65,235
0
83,400
46,386
299,698
0
0
17,421
820,938
0
800,000
3,000,000
1,873,190
1,500,000
0
1,302
7,174,492
7,995,430
3,987,320
$11,982,750
2002-03
ACTUAL
$406,220
21,840
0
83,475
48,379
341,190
0
0
324,443
1,225,547
600,000
800,000
3,500,000
0
35,000,000
0
159,818
40,059,818
41,285,365
2,500,000
$43,785,365
2003-04
ADOPTED
BUDGET
$509,100
0
36,000
85,849
72,150
367,400
250,000
575,000
0
1 ,895,499
0
800,000
3,605,000
1,263,800
0
563,000
0
6,231,800
8,127,299
2,300,000
$10,427,299
2004-05
ADOPTED
BUDGET
$509,100
0
36,000
85,000
72,900
390,400
250,000
580,000
0
1,923,400
0
800,000
3,830,000
0
800,000
0
0
5,430,000
7,353,400
2,300,000
$9,653,400
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants 57,714 95,355 60,000 50,000
B-52
^^•^•1 ^~~~ ^^mmmmmmmmmmmmmmmmmjnmmmmmmmmmmmmmmmmmmmm
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
20,068,719
5,098,962
555,691
25,723,372
222.75
2.65
2002-03
ACTUAL
21,441,253
5,678,976
370,133
27,490,362
229.75
3.67
2003-04
BUDGET
23,338,562
6,386,405
134,000
29,858,967
227.75
4.27
2004-05
BUDGET
27,266,583
6,096,333
26,114
33,389,030
227.75
4.41
Police
60%
B-53
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE
GENERAL
POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
11,689,015
3,409,438
331,096
15,429,549
:: 143.00
1.65
2002-03
ACTUAL
12,595,154
3,596,468
251,838
16,443,460
150:00
2.50
2003-04
BUDGET
14,067,998
4,110,927
84,300
18,263,225
148.00
3.10
2004-05
BUDGET
16,109,843
3,995,000
26,114
20,130,957
148.00
-." • 2.74
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:
2003 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
2003. Priority two (urgent calls) and priority three (calls for
reports) made up over 99 percent of our total call volume. Our
average response time in 2003 to the lowest priority call was
approximately 24 minutes. 0 5 10 15
Minutes
2003 Citizen Satisfaction
In an effort to provide the best service possible to the
community, the Carlsbad Police Department ahs 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 5,000 responses have been received
to date.
100
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.
FBI Index Crimes per 1,000
Population
'98 '99 '00 '01 '02 '03
B-54
PROGRAM: POLICE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
KEY ACHIEVEMENTS 2003-04:
• Enhanced the department's critical incident management capabilities and conducted a full-scale combined
tactical response team and crisis negotiation team drill.
• Partnered with Project Childsafe to provide firearms safety kits to residents.
• Conducted a full-scale emergency drill at the Farmer's building involving City departments, County Hazardous
Incident Response Team, and Metropolitan Medical Strike Team to enhance the City's ability to respond to a
major incident.
• Continued to move forward with plans to replace our computer-aided dispatch system and expand
communications and technology available to officers in the field.
• Improved the ability of patrol officers and communicators to utilize our regional criminal justice system database
through training and testing.
• Revised the city's police beat structure to accommodate growth at build out and to maximize service and help
reduce response times.
• Developed preliminary plans for a replacement police firing range that will need to be relocated due to
development.
• Implemented a comprehensive complaint investigative process including revised directive and policy, training
bulletin, and knowledge-based testing for staff.
• Upgraded evidence processing including the addition of digital camera for evidence photography. Revised
property and evidence manual and procedure including employee training.
• Improved communications within the department as well as within the city to improve the police department's
ability to identify, investigate, and prevent criminal activity.
• Improved tactical response and safety for citizens and officers with armored hostage rescue vehicle fully
equipped and ready for service.
• Revised training delivery methods for state-mandated defensive tactics and firearms training to reduce overtime
costs while maintaining level of skills.
• Revised special event permit process to improve consistency and increase cost efficiency.
KEY GOALS FOR 2004-05
• 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.
• Enhance our ability to identify, investigate, and prevent criminal activity in the community by working with other
City departments.
• Improve computer crime inquiry capabilities of patrol officers and communicators.
B-55
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
322,780
629,584
0
952,364
3.00
0.00
2002-03
ACTUAL
334,297
671,772
0
1 ,006,069
3.00
0.00
2003-04
BUDGET
332,119
755,313
0
1 ,087,432
3.00
0.00
2004-05
BUDGET
459,622
755,126
0
1,214,748
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:
None
B-56
PROGRAM:
FUND:
PROGRAM GROUP:
FIELD OPERATIONS
GENERAL
POLICE ACCT NO. 0012120
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
5,343,637
673,414
49,540
6,066,591
60.00
0.00
2002-03
ACTUAL
5,724,751
650,798
42,982
6,418,531
62.00
0.00
2003-04
BUDGET
6,134,608
764,340
1,800
6,900,748
63.00
0.23
2004-05
BUDGET
7,211,299
885,703
1,800
8,098,802
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)
SIGNIFICANT CHANGES:
None.
CY2000 CY2001
64,366 68,798
8,381 9,050
CY2002 CY2003
66,713 73,963
5.1 5.7
9,527
6.0
9,572
5.3
B-57
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
2001-02
ACTUAL
1,091,875
323,608
75,191
1,490,674
14,00
0.50
2002-03
ACTUAL
1,192,790
319,264
45,876
1,557,930
16.00
0;50
2003-04
BUDGET
1,486,572
415,037
46,800
1 ,948,409
16.00
0.34
2004-05
BUDGET
1,695,260
434,537
0
2,129,797
16.00
0.00
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-58
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:
CY20QO CY2001 CY2002 CY 2003
Injury collisions per mile of roadway .79 .71 .74 0.66
Number of volunteer hours contributed 15,355 14,497 14,000 12,248
SIGNIFICANT CHANGES:
None.
B-59
PROGRAM:
FUND:
PROGRAM GROUP:
CANINE
GENERAL
POLICE ACCTNO. 0012124
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
372,842
83,506
0
456,348
4.00
0.00
2002-03
ACTUAL
378,469
80,720
14,008
473,197
4.00
0.00
2003-04
BUDGET
41 1 ,633
92,618
0
504,251
4.00
0.00
2004-05
BUDGET
474,310
122,221
0
596,531
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:
The FY05 budget has been reallocated to reflect work programs.
B-60
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
2001-02
ACTUAL
1,004,033
214,230
27,324
1,245,587
12.00
0.50
2002-03
ACTUAL
1,077,181
192,553
0
1,269,734
12.00
1.00
2003-04
BUDGET
1,187,023
217,959
0
1 ,404,982
12:00
0.95
2004-05
BUDGET
1,362,846
250,116
0
1,612,962
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.
CY2000 CY2001 CY2002 CY 2Q03
56% 60% 47% 51%
19% 20% 16% 17%
38% 38% 27% 39%
B-61
PROGRAM:
FUND:
PROGRAM GROUP:
VICE/NARCOTICS
GENERAL
POLICE ACCTNO. 0012131
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
478,288
105,268
26,086
609,642
4.00
0.00
2002-03
ACTUAL
530,132
102,256
0
632,388
4,00
0.00
2003-04
BUDGET
611,659
91,445
0
703,104
4.00
0.00
2004-05
BUDGET
669,622
113,260
0
782,882
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:
CY2000
117
CY2001
230
CY2002
305
CY 2003
237
The FY05 budget has been reallocated to reflect work programs.
B-62
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
2001-02
ACTUAL
415,567
128,367
0
543,934
6.00
0.50
2002-03
ACTUAL
449,836
142,017
0
591,853
6.00
0.50
2003-04
BUDGET
463,379
130,315
0
593,694
5.00
0.32
2004-05
BUDGET
529,146
138,690
0
667,836
5.00
0.28
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:
None.
B-63
PROGRAM:
FUND:
PROGRAM GROUP:
PROPERTY AND EVIDENCE/RECORDS
GENERAL
POLICE ACCTNO. 0012133,2145
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
325,281
51,512
998
377,791
7.00
0.15
2002-03
ACTUAL
346,290
49,195
0
395,485
7.00
0,00
2003-04
BUDGET
393,685
62,730
0
456,415
7.00
0.50
2004-05
BUDGET
438,354
70,305
24,314
532,973
7.00
0.50
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:
Police Cases
SIGNIFICANT CHANGES:
None.
CY2000
8,381
CY2001
9,050
CY2003
9,572
B-64
PROGRAM:
FUND:
PROGRAM GROUP:
FAMILY SERVICES
GENERAL
POLICE ACCTNO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
321,980
16,279
0
338,259
4.00
0,00
2002-03
ACTUAL
381,063
21,668
0
402,731
4.00
0.00
2003-04
BUDGET
412,005
27,000
0
439,005
4.00
0.00
2004-05
BUDGET
474,281
23,823
0
498,104
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
GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk
youth.
SIGNIFICANT CHANGES:
None.
B-65
PROGRAM:
FUND:
PROGRAM GROUP:
TASK FORCE
GENERAL
POLICE ACCTNO. 0012135
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
292,642
4,551
0
297,193
3.00
0.00
2002-03
ACTUAL
348,746
11,089
23,039
382,874
4.00
0.00
2003-04
BUDGET
419,331
21 ,725
0
2004-05
BUDGET
476,502
22,490
0
441.056J 498,992
4.00
0.00
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-66
PROGRAM:
FUND:
PROGRAM GROUP:
SUPPORT OPERATIONS
GENERAL
POLICE ACCTNO. 0012140
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
462,362
1 ,040,067
0
1 ,502,429
6.00
0.00
2002-03
ACTUAL
512,038
1,088,043
1,949
1 ,602,030
6.00
0.50
2003-04
BUDGET
548,959
1,205,150
0
1,754,109
6.00
0.50
2004-05
BUDGET
670,243
977,579
0
1 ,647,822
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.
• Implement/install new technology.
SIGNIFICANT CHANGES:
The FY05 budget has been reallocated to reflect work programs.
B-67
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATIONS CENTER
GENERAL
POLICE ACCTNO. 0012144
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
992,596
84,343
0
1,076,939
16,00
0,00
2002-03
ACTUAL
1,139,487
122,375
0
1,261,862
18.00
0.00
2003-04
BUDGET
1 ,282,000
131,205
0
1,413,205
18.00
0.26
2004-05
BUDGET
1,416,938
141,860
0
1 ,558,798
18.00
0.28
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:
CY2000 CY2001 CY2002 CY2003
Police Calls for Service 64,366 68,798 66,713 73,963
SIGNIFICANT CHANGES:
None.
B-68
PROGRAM:
FUND:
PROGRAM GROUP:
VARIOUS
ASSET FORFEITURE
POLICE ACCTNO. 1212110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
3,534
2,189
0
5,723
0.00
0.00
2002-03
ACTUAL
498
59,665
18,048
78,211
0.00
0.00
2003-04
BUDGET
210,000
158,200
35,700
403,900
0.00
0.00
2004-05
BUDGET
0
57,000
0
57,000
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 2004-05 appropriation is funding for digital cameras and supplies to update the field evidence
program, bullet-absorbent blocks for the police shooting range bullet trap system, and computer hardware and
software for a patrol vehicle voice recognition pilot project.
B-69
PROGRAM:
FUND:
PROGRAM GROUP:
BICYCLE PATROL
COPS GRANT
POLICE ACCTNO. 123XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
256,287
15,825
14,622
286,734
4,00
0.00
2002-03
ACTUAL
173,974
6,179
0
180,153
4.00
0,00
2003-04
BUDGET
175,025
7,890
0
182,915
2.00
0.00
2004-05
BUDGET
231 ,420
2,290
0
233,710
2.00
0.00
WORK PROGRAM:
This is the eighth 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:
None.
B-70
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
2001-02
ACTUAL
5,311
36,695
137,335
179,341
0.00
0,00
2002-03
ACTUAL
5,602
78,874
105,936
190,412
0.00
0.00
2003-04
BUDGET
0
30,000
0
30,000
0.00
0.00
2004-05
BUDGET
0
0
0
0
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.
SIGNIFICANT CHANGES:
These grants will be appropriated when the amount of the grant is known.
B-71
PROGRAM:
REFUND:
PROGRAM GROUP:
FIRE
GENERAL
FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
8,379,704
1,689,524
224,595
10,293,823
79,75
1,00
2002-03
ACTUAL
8,846,099
2,082,508
118,295
11,046,902
79,75
1.17
2003-04
BUDGET
9,270,564
2,275,478
49,700
11,595,742
79,75?
1.17
2004-05
BUDGET
11,156,740
2,101,333
0
13,258,073
79,75
1.67
PROGRAM GROUP DESCRIPTION:
The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in
safeguarding iives, 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
1999 2000 2001 2002 2003
(As rated on a five-point scale of
very poor, poor, fair, good, and excellent.)
Customer Service Ratings: The above chart Incidents & Response Times: The Fire
shows our customer satisfaction level for Department reached the incident scene 82% of
emergency medical services for fiscal year the time in five minutes or less. This did not
2002-03. The results show that our achieve our goal of arriving on scene in five
paramedics continue to live up to the minutes or less 90% of the time,
department's standard for treating all patients,
as we would want our own family treated.
KEY ACHIEVEMENTS FOR 2003-04:
• Became a member of the North County Dispatch JPA for fire dispatching services, operationalized dispatch, and
related services to conform with other JPA-member agencies.
• Participated in functional consolidation, or "Boundary Dropping" agreement and operations to essentially "erase
boundaries between six North County Fire Agency jurisdictions to improve fire, rescue and emergency medical
services. Boundary Dropping creates better, faster response times and allows participating agencies to share
equipment, resources and training. The six participating North County Fire Agencies include the cities of
Carlsbad, Vista, Encinitas, Solana Beach and Del Mar, and the Rancho Santa Fe Fire Protection District.
B-72
PROGRAM: FIRE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
KEY ACHIEVEMENTS FOR 2003-04 (continued):
• Coordinated a multi-casualty drill at Legoland with over 65 participants from six agencies.
• Coordinated a multi-casualty radiological bomb incident drill at the Farmer's Building involving the San Diego
County Metropolitan Medical Strike Team (MMST), City of Carlsbad, San Diego County Hospitals, and the
American Red Cross.
• Awarded a Regional fire Training Videoconferencing grant to implement simultaneous regional fire training.
• Enhanced service delivery by entering into an ambulance automatic aid Agreement with surrounding North
County fire Agencies.
KEY GOALS FOR 2004-05:
• Proceed with the relocation of Fire Station 6 in the southeast section of the City.
• Installation and implementation of Regional Fire Training Videoconferencing System.
• Reconfigure the existing Fire Department Budget to a program-based budget and reorganize Fire Service
delivery to incorporate program-based budgeting.
• Create efficiencies with surrounding North County Fire Agencies in service and cost containment through
regionalization.
• Conduct a Fire furniture, tools and equipment audit, identify a replacement value and establish a replacement
schedule.
B-73
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
404,856
383,329
2,599
790,784
:- ~-: " -3,75
0.00
2002-03
ACTUAL
416,375
833,996
0
1,250,371
3.75
0.00
2003-04
BUDGET
374,540
687,410
0
1,061,950
-:--"-- A&75
0,00
2004-05
BUDGET
426,966
361,790
0
788,756
• •-"- --.-^'<---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.
• 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.
• Participate in regional planning activities, including cooperation and coordination of dispatching, training,
recruitment, and facilities.
SIGNIFICANT CHANGES:
The FY05 budget was reallocated based on work programs.
B-74
PROGRAM:
FUND:
PROGRAM GROUP:
EMERGENCY OPERATIONS
GENERAL
FIRE ACCTNO. 0012220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
7,625,912
1,067,699
221,996
8,915,607
71.00
0.00
2002-03
ACTUAL
7,999,685
1,100,792
116,497
9,216,974
71.00
0.00
2003-04
BUDGET
8,398,492
1 ,264,942
49,700
9,713,134
71.00
0.00
2004-05
BUDGET
10,095,978
1 ,486,857
0
1 1 ,582,835
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 fire, rescues, 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-75
PROGRAM:
FUND:
PROGRAM GROUP:
PREVENTION
GENERAL
FIRE ACCT NO. 0012225
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
348,936
32,258
0
381,194
5.00
1.00
2002-03
ACTUAL
430,039
88,432
0
518,471
5.00
1.17
2003-04
BUDGET
497,532
61,920
0
559,452
5.00
1.17
2004-05
BUDGET
586,410
86,138
0
672,548
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:
None.
B-76
PROGRAM:
FUND:
PROGRAM GROUP:
WEED ABATEMENT
GENERAL
FIRE ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
87,655
0
87,655
0.00
0.00
2002-03
ACTUAL
0
17,658
0
17,658
0.00
0.00
2003-04
BUDGET
0
136,227
0
136,227
0.00
0.00
2004-05
BUDGET
0
81,648
0
81,648
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-77
PROGRAM:
FUND:
PROGRAM GROUP:
DISASTER PREPAREDNESS
GENERAL
FIRE ACCT NO. 0012240
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
118,583
0
118,583
0.00
0.00
2002-03
ACTUAL
0
41,630
1,798
43,428
0.00
0.00
2003-04
BUDGET
0
124,979
0
124,979
0.00
0.00
2004-05
BUDGET
47,386
84,900
0
132,286
0.00
0.50
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-Aqencv Coordination
• Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
An hourly position was added to this program in lieu of using a consultant to assist in the disaster preparedness
plans.
B-78
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
4,153,241
7,924,703
91 ,899
2002-03
ACTUAL
4,663,338
8,495,550
755,667
12,169,843| 13,914,555
54.00
3.00
54.00
4.14
2003-04
BUDGET
5,140,067
9,119,936
256,959
14,516,962
54.00
4.14
2004-05
BUDGET
5,536,063
9,362,610
559,336
15,458,009
54.00
4.14
Comm. Dev
Building Admin. Geographic
Economic Inspection 4% Information
Development 12%
1%
Redevelop-
ment
17%
Planning
22%
Housing
Section 8
40%
CDBG Housing Trust
4%2%
B-79
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013010-12
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
223,950
103,516
1,838
329,304
3.00
0,00
2002-03
ACTUAL
281,409
215,817
15,026
512,252
! > =- "^-"^csi i/ u
i ^-^sJSi^-v. -
0,00
2003-04
BUDGET
301,165
332,335
3,100
636,600
3,00
0.00
2004-05
BUDGET
320,476
208,080
0
528,556
s^ • ' 3.00
0.00
MISSION STATEMENT:
We are committed to helping people build a strong community by guiding and facilitating high quality projects,
preserving the environment, providing for diverse housing and employment, and marinating a strong 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 2003-04:
• Secured California Coastal Commission approval of HMP/Golf Course - August 2003.
• Processing of numerous projects in the approved Villages of La Costa and Bressi Ranch Master Plans.
• Anastassi project on Carlsbad Blvd. Between Christiansen and Beech under construction.
• North State Street Vision Statement complete.
• New banners installed in the Village.
• Process several changes to zoning ordinance including new housing regulations for seniors and amending
second dwelling unit ordinance.
• Community Development Strategic Plan
• Assisted Public Works in processing a number of CIP's including Larwin Park, Aviara Community park, Water
Reclamation Plan and Water/Sewer master plan.
KEY GOALS FOR 2004-05:
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.
Ponto Land Use Strategy Implementation Program.
Desalination Project Review.
Balanced Community Development
• Implement Habitat Management Plan (HMP).
• Develop South Carlsbad Coastal Redevelopment Area (SCCRA) land use strategies for areas 1 and 2.
• 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.
• Continue implementation of the land use vision for North State Street.
B-80
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010-12
KEY GOALS FOR 2004-05 (continued):
Parks/Open Space/Trails
• Implement comprehensive open space management.
Environmental Management
• Continue to be stewards of the environment by implementing the California Environmental Quality Act (CEQA).
Communication
• Additional emphasis on General Plan/Growth Management Plan communication outreach.
• Continue to enhance the Construction Update portion of the City's website.
Learning
• Continuity of Community Development leadership through Strategic Planning.
SIGNIFICANT CHANGES:
None.
B-81
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
2001-02
ACTUAL
1,910,678
892,970
10,117
2,813,765
25.00
2,00
2002-03
ACTUAL
2,134,690
559,638
0
2,694,328
25.00
- 2.00
2003-04
BUDGET
2,424,545
806,394
0
3,230,939
25.00
2.00
2004-05
BUDGET
2,585,733
747,928
81,460
3,415,121
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-82
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
Applications Considered by
Planning Commission:
Using 2001 as a base year, 2002
reflected a 7% decrease, while year
2003 activities were down 12% from
2001. Administrative approvals
increased, with 198 in 2003 compared
to previous years, with 187 in 2002 and
191 in 2001. In addition, Staff
responded to 74 Preliminary Reviews in
2003.
IstQtr 2ndQtr 3rd Qtr 4th Qtr
KEY ACHIEVEMENTS FOR 2003-04:
• Completed entitlement of numerous residential subdivisions in the Villages of La Costa, Bressi Ranch, and the
Calavera Hills Master Plans.
• Obtained Coastal Commission approval of the Habitat Management Plan and the Municipal Golf Course.
• Processed numerous Conditional Use Permits for city capital projects including parks, sewer and water projects.
• Initiated the preparation of an Environmental Impact Report for the proposed Carlsbad Desalination Project.
• Continued processing of the Robertson Ranch Master Plan.
KEY GOALS FOR 2004-05:
• 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.
• Continue implementation of the Bressi Ranch Master Plan.
• Process the Robertson Ranch Master Plan, the La Costa Town Square Shopping Center and other major
projects submitted for review.
• Enhance Planning Department information available on the web site.
• Implementation of the Habitat Management Plan (HMP) and the Open Space Management Plan.
SIGNIFICANT CHANGES:
None.
B-83
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
2001-02
ACTUAL
190,338
82,862
0
273,200
2.00
0.00
2002-03
ACTUAL
211,097
49,169
0
260,266
2,00
0.50
2003-04
BUDGET
219,228
82,846
9,698
311,772
2.00
0,50
2004-05
BUDGET
249,825
47,025
0
296,850
2.00
0.50
MISSION STATEMENT:
The Carlsbad Geographic Information System (CIS) 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. We continue 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 and Planning Department 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
280
FY2002
382
FY2003
387
FY2004(Est.)
400
KEY ACHIEVEMENTS FOR 2003-04:
• Upgraded the GIS system with new database software and hardware for more reliable and efficient operations.
• Enhanced the interactive GIS map available to city staff with extra data layers and tutorial information;
conducted eight training classes for staff.
• Began ongoing support of the City's Stormwater Program to assess impact of commercial land uses on
environmentally sensitive areas.
• Assumed responsibility for address maintenance for the Carlsbad Fire Department's emergency dispatch
system.
• Handled a 10% increase in requests for GIS services and products over the last fiscal year, with no increase in
labor resources.
KEY GOALS FOR 2004-05:
• Develop a GIS Service Plan to better serve the GIS needs of the City and residents of Carlsbad.
• Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS
technology.
• Continue to reduce the cycle time between request and delivery of products/services.
• Disseminate GIS capabilities to City staff at the desktop level by implementing an Intranet-based GIS.
B-84
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCTNO.OOISSIO
KEY GOALS FOR 2004-05 (continued):
• Develop the capability to search for and select information in the Document Management System (DMS) by
selecting areas of interest on an interactive map.
• Continue to offer training to all city staff on the use of City's Intranet-based GIS.
• Begin the maintenance of the geofile for the new police computer-aided dispatch system.
SIGNIFICANT CHANGES:
None.
B-85
PROGRAM:
FUND:
PROGRAM GROUP:
ECONOMIC DEVELOPMENT
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013510
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS v
HOURLY/FTE POSITIONS
2001-02
ACTUAL
114,563
111,689
0
226,252
"-'" " "' H.OQ
0.00
2002-03
ACTUAL
120,962
56,128
0
177,090
1,00
0,00
2003-04
BUDGET
124,744
58,991
0
183,735
f 1.00
0.00
2004-05
BUDGET
141,998
43,075
0
185,073
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 2003-04:
• Acquisition of properties adjacent to Pine School.
• Acquisition of Carlsbad Unified School District Admin Offices.
• Acquisition of Girls Club Facility.
KEY GOALS FOR 2004-05:
• 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:
None.
B-86
PROGRAM:
FUND:
PROGRAM GROUP:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCTNO. 0013610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS :/
HOURLY/FTE POSITIONS
2001-02
ACTUAL
949,229
814,349
3,035
1,766,613
" 13.00
1.00
2002-03
ACTUAL
1,095,209
542,574
21,090
1,658,873
• ''.^fifcao
'—TOO
2003-04
BUDGET
1,192,240
617,416
0
1,809,656
7 13,00
1.00
2004-05
BUDGET
1,295,585
611,353
0
1,906,938
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 2003-04:
Issued permits for $220 million in various types of construction projects.
Performed 38,000 various building inspections - 96% the next working day.
Final inspection on 550 dwelling units.
Answered 2,500 incoming calls for information at Code Enforcement.
Proactively removed 1,000 illegal signs from the right of way.
Performed 5,000 Code Enforcement inspections.
Handled 1,000 open Code Enforcement cases.
KEY GOALS FOR 2004-05:
• 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.
• Develop performance measures for cost and customer satisfaction.
SIGNIFICANT CHANGES:
Increase in amount budgeted for building plan check services due to projected decrease in building permits
B-87
PROGRAM:
FUND:
DEPARTMENT:
HOUSING AND REDEVELOPMENT
VARIOUS
HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
764,483
5,919,317
76,909
6,760,709
10.00
0.00
2002-03
ACTUAL
819,971
7,072,224
719,551
8,611,746
10.00
0.64
2003-04
BUDGET
878,145
7,221,954
244,161
8,344,260
10.00
0.64
2004-05
BUDGET
942,446
7,705,149
477,876
9,125,471
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-88
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
2001-02
ACTUAL
131,273
54,602
0
185,875
1.47
0.00
2002-03
ACTUAL
132,665
74,330
494
207,489
1.47
0,17
2003-04
BUDGET
134,360
121,980
0
256,340
1,47
0.17
2004-05
BUDGET
135,662
121,321
0
256,983
1.32
0,07
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 2004-05:
01-02
EST.
02-03
EST.
03-04
EST.
04-05
286 units 154 units 100 units 244 units
182 units 180 units 141 units 165 units
$2,860,000 $3,130,000 $1,860,000 $3,690,000
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-89
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING & REDEVELOPMENT ACCT NO. 1903401
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
289,420
3,578,153
0
3,867,573
4.80
0.00
2002-03
ACTUAL
311,937
4,705,629
1,531
5,019,097
4.93
0.30
2003-04
BUDGET
348,415
5,201,287
0
5,549,702
4.93
0.30
2004-05
BUDGET
378,117
5,664,514
0
6,042,631
4.93
0.30
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 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.
KEY ACHIEVEMENTS FOR 2003-04:
• Maintained a 90% lease rate.
SIGNIFICANT CHANGES:
None.
B-90
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT BLOCK GRANT
CDBG ENTITLEMENT
HOUSING & REDEVELOPMENT ACCT NO. 39ixxxx
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FUU TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
99,557
302,257
75,350
477,164
1.18
0.00
2002-03
ACTUAL
102,896
301,791
401,036
805,723
1.11
0.00
2003-04
BUDGET
112,400
297,847
244,161
2004-05
BUDGET
93,892
116,343
477,876
654,408| 688,111
1.11
0.00
0.86
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 4 public meetings to review and obtain comments on the City's CDBG Program.
• Conduct selection process to identify a minimum of 10 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.
PROJECTS AUTHORIZED BY COUNCIL FOR 2004-05:
COMMUNITY HOUSING WORKS
BROTHER BENNO CENTER
COMMUNITY RESOURCE CENTER
LIFELINE COMMUNITY SERVICES
NORTH COUNTY FOOD BANK
NORTH COUNTY HEALTH SERVICES
BROTHER BENNO FOUNDATION
CATHOLIC CHARITIES/LA POSADA
SOLUTIONS FOR CHANGE
YMCA OZ
WOMEN'S RESOURCE CENTER
BOYS AND GIRLS CLUB/TEEN SCENE
FROM THE INSIDE OUT
LIFELINE/AFTER SCHOOL PROGRAM
LIFELINE/INCOME TAX CREDIT PROGRAM
MAAC
MEALS ON WHEELS
450,000
5,000
5,000
7,425
5,000
7,425
7,425
7,425
5,000
5,000
5,000
5,000
4,850
5,000
5,000
5,000
5,000
B-91
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 39ixxxx
KEY ACHIEVEMENTS FOR 2003-04:
• Provided funding assistance to 17 nonprofit organizations.
• Exceeded compliance guidelines for timely expenditure of funds.
KEY GOALS FOR 2004-05:
Learning, Culture & Arts
• Carlsbad City Library Learning Center
SIGNIFICANT CHANGES:
None.
B-92
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
2001-02
ACTUAL
162,366
1,938,584
1,559
2,102,509
1.56
0.00
2002-03
ACTUAL
162,604
1,855,044
269,118
2,286,766
1.51
0.17
2003-04
BUDGET
164,367
1,398,850
0
1,563,217
1.51
0.17
2004-05
BUDGET
178,619
1 ,352,303
0
1 ,530,922
1.69
0.07
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 10 sign permit applications.
• Process 5 preliminary review applications.
• Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
KEY ACHIEVEMENTS FOR 2003-04:
• Processed 12 applications for redevelopment permits for improvements to existing structures or new
construction.
• Processed 26 sign permit applications.
• Processed 11 preliminary review applications.
• Processed 7 applications for A-Frame signs and outdoor displays.
• Extended life of the Village Redevelopment Plan by one year.
• Established a repayment agreement between the City Council and Housing and Redevelopment Commission to
repay existing debt owed to the City.
• Amended the Village Redevelopment Implementation Plan to include additional projects
• Established an agreement with the City to loan the Redevelopment Agency $14.4 million for future
redevelopment projects to be repaid with future tax increment funds.
B-93
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412
KEY GOALS FOR 2004-05:
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 actions outlined in the Redevelopment Operations Strategy to address the land use and
administration/organizational structure strategies following the July 2007 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
None.
B-94
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8033420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
28,247
16,924
0
45,171
0.38
0.00
2002-03
ACTUAL
32,559
27,904
47,184
107,647
0.37
0.00
2003-04
BUDGET
39,776
59,172
0
98,948
0.37
0.00
2004-05
BUDGET
43,014
73,991
0
117,005
0.40
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 3 requests for financial assistance through the Housing Policy Team.
• Use existing low-income and moderate-income housing funds to develop property for an affordable housing
project in, the Village Redevelopment Area.
• Participate in at least 3 outreach programs, professional conferences, and/or citizen and business groups on
affordable housing.
KEY GOALS FOR 2004-05:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
None.
B-95
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
41,795
21 ,278
0
63,073
0.50
0.00
2002-03
ACTUAL
64,241
104,130
156
168,527
0.46
0.00
2003-04
BUDGET
60,271
123,257
0
183,528
0.46
0.00
2004-05
BUDGET
81,198
354,328
0
435,526
0.54
0.20
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:
• Implement land use vision for planning area three.
KEY ACHIEVEMENTS FOR 2003-04:
• Completed the final draft of the Ponto Beachfront Village Vision Plan.
KEY GOALS FOR 2004-05:
Balanced Community Development
• Facilitate the development of one project identified by the vision study for planning area three.
SIGNIFICANT CHANGES:
Includes funding to begin the land use strategy for planning areas 1 and 2.
B-96
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
2001-02
ACTUAL
1 1 ,825
7,519
0
19,344
0.11
0.00
2002-03
ACTUAL
13,069
3,396
32
16,497
0.15
0.00
2003-04
BUDGET
18,556
19,561
0
38,117
0.15
0.00
2004-05
BUDGET
31,944
22,349
0
54,293
0.28
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 (1) new affordable housing project within the city limits of Carlsbad.
• Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2004-05:
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-97
B-98
;it*-"H>'"? 4f,f ' ' \,f, n f£#<$•>'4'+.vttt"tU!«> ..ife.'I^A . «,l * ' «, , •'H . ' I* ^Ik.j4^k, K-
L&
W
', (t ,f* k .1 il.-1 .,„ ra
»»'«J X
%•
•\-^
*%j i
^=».7^^!
: *s9-M.k-*- •"•:,
Kt-lr-,
-V,;'-!
^^**w—^ " ' %^
ISIi^tfliKilHiliVIISfHjKViflliiliBaKBBaBKBii**^*11*
mmman
nwmn:$m ~ ..• 1*
• 1 ^|« ,::• • '^pupimicaisukxmim. <; w»:wS' U's Mil!!,;'! Jams «sJa?sfeiii
»«'wh«iI/«,SW"t ;>''! -1!
; «i
r^'^^a '}>' i V,
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
7,255,780
4,704,574
329,108
2002-03
ACTUAL
7,975,626
5,055,052
122,366
2003-04
BUDGET
8,845,366
5,541 ,863
10,667
2004-05
BUDGET
9,730,072
5,201,100
0
12,289,462) 13,153,044) 14,397,896| 14,931,172
80.00
120.66
85.75
120.41
86.00
120.66
86.00
120.66
Recreation
34%
Seniors
5%
Cultural Arts
5%
Library
56%
B-99
PROGRAM:
FUND:
PROGRAM GROUP:
LIBRARY
VARIOUS
LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
4,180,464
2,709,988
88,484
6,978,936
45.25
69.51
2002-03
ACTUAL
4,476,181
3,001,772
68,977
7,546,930
48.00
67,25
2003-04
BUDGET
4,948,542
3,281,643
5,667
8,235,852
48.00
67.25
2004-05
BUDGET
5,399,010
2,956,328
0
8,355,338
48.00
67.25
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 2003-04:
• Developed new security plans and conducted training.
• Established a teen area in the Dove Library.
• Developed plans for a children's garden.
• Implemented new library automation system.
• Began planning a library learning center.
• Added new databases with remote access.
• Continued development and support of the Carlsbad Library Foundation.
• Continued support of the Friends of the Library efforts to increase fund raising.
• 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.
KEY GOALS FOR 2004-05:
Top-Quality Services
• Implement new technology based on library services and technology plan.
• Open new learning center.
• Improve Library web presence.
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 Dove Library.
• Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high
school students.
B-100
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
2001-02
ACTUAL
1,104,090
558,093
0
1,662,183
11,75
23.20
2002-03
ACTUAL
1,189,890
550,970
28,875
1 ,769,735
12.50
22.70
2003-04
BUDGET
1,338,720
539,210
0
1 ,877,930
12.50
21.90
2004-05
BUDGET
1,449,730
621 ,620
0
2,071,350
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 collection and select print and non-print materials, and computer databases.
Library Management
• 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 operation.
• 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-101
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
2001-02
ACTUAL
2,024,552
1,181,497
63,429
3,269,478
20,50
34:70
2002-03
ACTUAL
2,140,456
1,346,642
19,307
3,506,405
, 21.50
33.70
2003-04
BUDGET
2,337,730
1,575,899
0
3,913,629
r 21,50
33.70
2004-05
BUDGET
2,555,950
1,218,813
0
3,774,763
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, and 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.
• 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-102
PROGRAM: CARLSBAD CITY LIBRARY PAGE TWO
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCTNO. 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,
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 child-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-103
PROGRAM:
FUND:
PROGRAM GROUP:
GENEALOGY/LOCAL HISTORY
GENERAL
LIBRARY ACCTNO. 0014025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
104,551
6,613
5,306
116,470
0.00
3.00
2002-03
ACTUAL
145,462
18,182
0
163,644
1.00
2.75
2003-04
BUDGET
155,652
1 1 ,250
0
166,902
1.00
2.75
2004-05
BUDGET
170,300
11,810
0
182,110
1.00
2.75
WORK PROGRAM:
The Genealogy/Local History Division, located at the Cole Library, provides reference and instructional assistance to
the public. The division head manages the selection, classification, and organization of a 20,000-volume collection,
8,000 microfilm rolls, 120,000 microfiche, and 100 compact discs. It is a collection of excellence that draws
researchers from all over the nation.
PROGRAM ACTIVITIES:
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:
2000-01 2001-02 2002-03 2003-04
Reference Questions:
20,520 24,927 21,500 22,000
Computer Users:
1,524 3,049 4,544 5,000
In-House Usage:
59,435 51,449 41,844 35,000
2000-01 2001-02 2002-03 2003-04
Items Added:
1,016 802 899 900
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.
2001
Programs:
48
2002
48
2003
56
2004
60
SIGNIFICANT CHANGES:
None.
B-104
PROGRAM:
FUND:
PROGRAM GROUP:
CENTRO DE INFORMACION
GENERAL
LIBRARY ACCTNO. 0014030
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
98,215
4,982
1,727
104,924
1,00
1.11
2002-03
ACTUAL
105,482
2,478
0
107,960
1.00
1.40
2003-04
BUDGET
123,940
14,760
0
138,700
1.00
1.70
2004-05
BUDGET
132,080
17,510
0
149,590
1.00
1.70
WORK PROGRAM:
The Centre 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, bilingual
story hours for children, and information and referral services. The Centra de Informacion staff is actively involved in
the community and work in partnership with schools, community agencies, and other City departments to meet the
needs of our diverse community.
PROGRAM ACTIVITIES:
Outreach
• The Centre de Informacion is an active partner in
community activities. The Centra offers a
welcoming and culturally sensitive environment
that enables Spanish-speaking residents to
make use of public library services.
Programming
• The Centra de Informacion responds to
community information and educational needs by
providing a variety of adult and children's
programs.
SIGNIFICANT CHANGES:
None
WORKLOAD STATISTICS:
1999-00 2000-01 2001-02 2002-03
Individual Patron Visits:
20,300 20,328 19,240 21,883
1999-00 2000-01 2001-02 2002-03
Program Attendance:
3,496 3,288 3,581 3,779
B-105
PROGRAM:
FUND:
PROGRAM GROUP:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCTNO. 0014040
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
461,477
87,116
1,206
2002-03
ACTUAL
460,865
88,064
0
2003-04
BUDGET
513,220
117,200
0
2004-05
BUDGET
556,940
122,760
0
549,799| 548,929| 630,420| 679,700
7,00
2.50
7.00
2.50
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:
1999-00 2000-01 2001-02
Items Cataloged and Processed:
24,581 30,753
Items Handled for Binding:
1,561 2,273
1999-00 2000-01
Items Added to Database:
24,581 30,753
Items Withdrawn:
12,550 11,783
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.
44,853
2,048
2001-02
44,853
20,005
2002-03
35,937
2,156
2002-03
35,397
31,831
B-106
PROGRAM:
FUND:
PROGRAM GROUP:
COLLECTION DEVELOPMENT & ACQUISITIONS
GENERAL/SPECIAL REVENUE
LIBRARY ACCTNO. 0014045/14540107
1454011 /1454095/175XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
OTHER SPECIAL REVENUE
TOTAL FUNDING
2001-02
ACTUAL
136,075
780,905
16,816
933,796
2.00
1.00
893,384
40,412
933,796
2002-03
ACTUAL
140,018
916,442
10,577
1,067,037
2.00
0.50
974,860
92,177
1,067,037
2003-04
BUDGET
168,930
952,970
0
1,121,900
2.00
1.00
1 ,048,280
73,620
1,121,900
2004-05
BUDGET
185,020
897,180
0
1 ,082,200
2.00
1.00
1 ,070,200
12,000
1 ,082,200
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES:
Planning
• Develop plans for the collection of materials.
Budgeting
• Prepare division and library-wide materials
budgets; monitor expenditures for department
and materials.
Coordinate Selection of Materials
• Coordinate selection and ordering of print and
non-print materials.
Incorporate New Technology
• Change to Sirsi Acquisitions module.
SIGNIFICANT CHANGES:
None.
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 using
the Sirsi Acquisitions module.
B-107
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIA SERVICES
GENERAL
LIBRARY ACCTNO. 0014050
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
141,127
45,960
0
187,087
2.00
2.60
2002-03
ACTUAL
173,327
38,247
10,218
221,792
2.00
2.10
2003-04
BUDGET
181,500
36,770
5,667
223,937
2.00
2.10
2004-05
BUDGET
206,730
29,400
0
236,130
2.00
2.10
WORK PROGRAM:
The Library's Media Division provides a wide range of professional event management services and related activities
in support of programs staged 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 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.
Foster quality programs. Produce and provide
program recordings for fifteen 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%.
1. 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-108
PROGRAM:
FUND:
PROGRAM GROUP:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCTNO. 0014055
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
110,377
44,822
0
155,199
1.00
1.40
2002-03
ACTUAL
120,681
40,747
0
161,428
1.00
1.60
2003-04
BUDGET
128,850
33,584
0
162,434
1.00
1.60
2004-05
BUDGET
142,260
37,235
0
179,495
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:
1999-00 2000-01 2001-02 2002-03
Learners Studying:
132 122
Volunteer Tutors Instructing:
84 104
Instructional Hours Completed:
6,411 7,228
120
78
7,203
126
84
7,719
SIGNIFICANT CHANGES:
1. Move to Learning Center anticipated during 2004-2005.
2. Projected drop in the California Library Literacy Services State grant from $29K in FY04 to $15K in FY05
B-109
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS
VARIOUS
CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
360,158
289,829
15,584
665,571
4.75
2.23
2002-03
ACTUAL
421,535
317,999
9,724
749,258
4.75
2,75
2003-04
BUDGET
426,794
356,548
0
783,342
: 5,00
2.50
2004-05
BUDGET
494,175
274,920
0
769,095
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 2003-04:
• Produced 62 events attracting approximately 46,500 people.
• Presented five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden,
attracting over 25,000 visitors.
• Moved the Arts Education Coordinator position from three-quarter time to a full-time position.
• Continued to present the Three-Part-Art arts education program (for three exhibitions), which combines lesson
workbooks, guided exhibit tours, and creative workshops. Approximately 5,000 Carlsbad students and adult
chaperones served.
• Raised more than $20,000 for the FY 04-05 Three-Part-Art program.
• Presented four Family Open Studio events (hands-on art activities associated with gallery exhibitions), attracting
over 500 participants.
• Awarded 17 Community Arts Grants: 7 in the Organizations/Artist Partnerships category; 10 in the Arts
Education category, resulting in the community presentation of more than 90 performances, exhibits, and
special projects.
• Partnered with San Diego Opera, Independent Film Society, and Carlsbad Library on a variety of public
programs.
• Hosted 10 youth from Sister City, Futtsu, Japan.
• Provided information services via the City website, direct mail, telephone, programs, and brochures.
KEY GOALS FOR 2004-05:
Top-Quality Services
• Strengthen the infrastructure of the Arts Office through development of new 3-year strategic plan.
• Expand fund-raising activities and collaborative projects.
• Promote, train, and utilize volunteers and artists in providing services for Arts Office programs.
• Prepare Collection Management Plan for the City's public art holdings.
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.
Citizen Connection
• Conduct community town forums focused on arts and culture issues.
B-110
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
CULTURAL ARTS ACCTNO. 0014062/0014065/
0014067-68/14740XX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ARTS FUNDING
TOTAL FUNDING
2001-02
ACTUAL
351,386
273,625
15,584
640,595
4.75
2,12
548,332
92,263
640,595
2002-03
ACTUAL
411,204
264,299
9,724
685,227
-:x '4,75
2,64
660,487
24,740
685,227
2003-04
BUDGET
412,390
322,994
0
735,384
5,00
2.39
701,884
33,500
735,384
2004-05
BUDGET
477,448
233,475
0
L 710,923
5.00
2.39
681,923
29,000
710,923
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 enhancing
educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
• Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training for volunteers, artists, arts
organizations, and gallery docents and attendants.
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, three (3) 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
• Revise and update the Arts Office's 3-year strategic plan.
B-111
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
CULTURAL ARTS
PAGE TWO
ACCT NO. 0014062/0014065/
0014067-68/14740XX
KEY GOALS FOR 2004-05:
Top-Quality Services
• 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.
• 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 two (2) exhibitions per year.
Learning, Culture & Arts
• Offer community-wide multi-cultural events (Festejando a las Madrecitas, an international multi-cultural festival
and "By Kids, for Kids."
• Produce a jazz souvenir program.
• Offer 4 "Art at Jazz" hands-on art activities for children during the jazz concerts.
WORKLOAD MEASURES:
Delivery of Top-Quality Services 2000-01 2001-02 2002-03 2003-04
Arts Office Events/Attendance 66/51,000 42/39,000 44/57,000 45/60,000
Community Grants Awards/Applications/Budget 18/19,000 16/19,000 13/19,000 17/24,000
Educational Opportunities - Information Services 2000-01 2001-02 2002-03 2003-04
Newsletters (Issues/Distribution) 12/50,000 12/50,000 12/50,000 8/50,000
Special Publications (Per Year/Distribution) 48/60,000 52/58,000 20/48,200 16/32,000
Arts Info Line Calls (Monthly) 240 250 220 240
Diverse Economic Opportunities 2000-01 2001-02 2002-03 2003-04
Grants and Contributions $181,200 $68,950 $47,000 66,344
SIGNIFICANT CHANGES:
None.
B-112
PROGRAM:
FUND:
PROGRAM GROUP:
SISTER CITY
GENERAL/SPECIAL REVENUE
CULTURAL ARTS ACCTNO. 0014066/0464010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SISTER CITY DONATIONS
TOTAL FUNDING
2001-02
ACTUAL
0
5,890
0
5,890
0.00
0.11
5,874
15
5,889
2002-03
ACTUAL
0
3,922
0
3,922
0.00
0.11
3,992
0
3,992
2003-04
BUDGET
3,301
8,554
0
1 1 ,855
0.00
0.11
9,855
2,000
1 1 ,855
2004-05
BUDGET
3,301
9,275
0
12,576
0.00
0.11
9,176
3,400
12,576
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-113
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
2001-02
ACTUAL
8,772
10,314
0
19,086
0.00
0.00
2002-03
ACTUAL
10,331
49,778
0
60,109
0.00
0.00
2003-04
BUDGET
11,103
25,000
0
36,103
0.00
0.00
2004-05
BUDGET
13,426
32,170
0
45,596
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.
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-114
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION
GENERAL/SPECIAL REVENUE
RECREATION SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
2,715,158
1,704,757
225,040
4,644,955
30.00
48.92
2002-03
ACTUAL
3,077,910
1,735,281
43,665
4,856,856
• -^'5>«^3:QEl:
'"""""" 50.41P
2003-04
BUDGET
3,470,030
1,903,672
5,000
5,378,702
33.00
' WSV~rS0.91
2004-05
BUDGET
3,836,887
1,969,852
0
5,806,739
K- 33,00
"'-' 50,91
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live, work, and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of
current recreation programs, and senior activities including youth and adult sports, special events, instructional
classes, facility rentals, aquatics, nutrition, and transportation programs.
Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior
activities, and facilities.
KEY ACHIEVEMENTS FOR 2003-04:
• Completed the Master Plan and bid process for Hidden Canyon Community Park.
• Acquired Carlsbad Unified School districts interest in the former administrative building adjacent to the Senior
Center at 801 Pine Avenue.
• Awarded the bid for development of Aviara Community Park ground breaking for park construction held in April
2004.
• Process design plans and specifications for the Northwest Quadrant Community Park and Alga Norte
Community Park.
• Initiated online registration for Recreation Programs and Aquatic Programs.
• Implement a sportsmanship program for all city sponsored recreation programs and outside organizations using
Carlsbad sports fields and facilities.
• Completed a 5-year budget forecast of recreation programming for current and future facilities.
• Received numerous awards for the planning and development efforts of Carrillo Ranch, including recognition
from California Parks and Recreation Society, Home and Garden TV, and the National Trust for Historic
Preservation.
• Assumed ownership and maintenance responsibility for an additional four-miles of the citywide trail system.
• Completed redesign of the future golf course. Received project approval from the California Coastal
Commission and secured required permitting from the California Department of Fish and Game.
KEY GOALS FOR 2004-05:
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.
• Update 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.
B-115
PROGRAM: RECREATION PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2004-05 (continued):
• Implement and monitor online Registration at: www.CarlsbadConnect.org for classes, camps, aquatics & more.
• Provide adult sports league registration, standing and game information at: www.CarlsbadSports.org.
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.
• Provide the necessary tools required for employees to perform effectively.
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.
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.
• Complete construction at Aviara Community Park.
• Complete construction of Hidden Canyon Community Park.
• Process the master planning requirements for Alga Norte Park.
• Secure acquisition of 10-15 acres of park property in the Northeast Quadrant.
• Complete design and specifications for the Northwest Quadrant Community Park. Complete bid process, award
contract and begin construction.
B-116
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING
& RECREATION MANAGEMENT
GENERAL FUND/SPECIAL REVENUE
COMMUNITY SERVICES ACCT NO. 0014510/0014545
1404515.14945XX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2001-02
ACTUAL
606,557
299,188
13,930
919,675
7,00
0.25
912,940
6,735
919,675
2002-03
ACTUAL
723,845
285,437
8,382
1,017,664
7,00
OI75
1 ,000,694
16,970
1,017,664
2003-04
BUDGET
722,675
354,060
0
1,076,735
7^50
0.00
1,076,735
0
1,076,735
2004-05
BUDGET
842,752
307,040
0
1,149,792
7.50
0.00
1,141,092
8,700
1,149,792
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 approximately $4.5 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-117
PROGRAM: PARK PLANNING PAGE TWO
& RECREATION MANAGEMENT
FUND: GENERAL FUND/SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545
1404515.14945XX
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.
• Coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park
development projects.
• Complete the park design process for the Pine School property, bid the project, and begin construction.
• 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.
• Complete the Alga Norte park design process, prepare bid documents.
• Continue 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-118
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
2001-02
ACTUAL
760,940
817,415
0
1 ,578,355
10.00
24.29
2002-03
ACTUAL
959,281
881,780
1,870
1,842,931
10.00
24.64
2003-04
BUDGET
1,074,011
815,886
0
1 ,889,897
8.25
22.13
2004-05
BUDGET
1,149,515
875,202
0
2,024,717
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. "We create community through people, parks &
programs."
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, family and 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.
Actuals
2002-03
Estimated
2003-04
Projected
2004-05
Enrichment Classes
Conducted
Enrolled
Revenue
Dayt rippers
Trips Conducted
Participants
Revenue
Camps
Camps
Participants
Revenue
1,650
16,700
$427,000
8
350
$23,000
80
1,550
$152,000
1,650
16,700
$427,000
10
425
$35,000
73
1,280
$111,000
1,650
16,700
$538,000
10
430
$36,000
75
1,400
130,000
Youth Sports
Teams
Participants
Spectators
Revenue
Adult Sports
Teams
Participants
Spectators
Revenue
Actuals
2002-03
64
1,100
14,000
$36,000
328
5,100
30,000
$85,000
Estimated
2003-04
70
1,150
15,000
$36,500
330
5,150
30,000
$92,000
Projected
2004-05
70
1,150
15,000
$35,500
332
5,200
30,100
$95,000
B-119
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014515,0014521-28
WORKLOAD MEASURES (continued):
Actuals
2002-03
Pre-school Classes
Conducted 177
Enrolled 1,900
Revenue $139,046
Estimate
2003-04
Projected
2004-05
Actuals
2002-03
Estimate
2003-04
Projected
2004-05
184
2,024
$146,160
184
1,900
$157,122
Special Events
Events
Participants
Revenue
7
25,000
$85,000
10
28,000
$104,000
10
28,000
122,000
17
Fields
Maintained
Stay 'n' Play
Weeks
Participants
Revenue
KEY GOALS FOR 2004-05:
17
36
7,200
$2,245
36
4,680
$15,512
36
4,680
$15,480
Kids Camp
Camps
Participants
Revenue
Community Volunteers
19 Volunteers 1,200 1,300 1,600
Hours 10,500 11,000 17,000
12 12 12
1,500 1,500 1,500
$118,238 $123,500 $123,520
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.
• Respond to the needs of the citizens for program activities and cost savings.
Learning
• Collaborate with school districts to provide City and school facilities for youth programs including teen dances,
Stay 'N' Play and Grad Nile.
• 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:
• Special events promote the target issues addressed in the Department's Strategic Plan,
promoting strong families and safe places to gather, with an emphasis on teens.
• On-line registration for aquatics classes in Spring 2004 and enrichment classes Fall 2004.
They include
B-120
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AQUATICS
GENERAL
RECREATION ACCTNO. 0014520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
294,796
107,175
149,033
551,004
2.00
7.25
2002-03
ACTUAL
340,500
123,889
436
464,825
3.00
6.89
2003-04
BUDGET
334,899
138,892
0
473,791
2.47
7.50
2004-05
BUDGET
358,070
132,969
0
491 ,039
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. The pool was 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
Actual
2002-03
Estimate
2003-04
Projected
2004-05
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
2,410
250
1,106
56
$43,100
925
2,477
18,830
5,770
9,196
20,794
$54,183
2,420
270
1,510
56
$50,500
1,400
3,500
18,200
6,200
8,900
20,000
$66,000
2,250
270
1,510
56
$50,500
1,400
3,500
18,200
6,200
8,900
20,100
$66,000
B-121
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 (Girls Age Group Water Polo)
Lane/Hours
Participation
Revenue
Carlsbad Water Polo (Boys Age Group Water Polo)
Lane/Hours
Participation
Revenue
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
Actual
2002-03
3,448
12,476
$40,522
188
807
$2,770
4,865
6,676
$26,797
2,833
8,572
$7,082
159
239
$603
725
1,488
$10,307
Estimate
2003-04
3,000
12,500
$40,200
0
0
$0
3,750
7,000
$27,000
2,800
8,500
$12,000
$100
$100
$500
1,000
2,550
$5,000
Projected
2004-05
3,400
12,500
$42,600
0
0
$0
4,000
7,500
$27,000
2,800
8,500
$14,000
100
100
$500
1,000
2,550
$5,000
KEY GOALS FOR 2004-05:
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:
None.
B-122
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
2001-02
ACTUAL
10,236
1,523
0
1 1 ,759
0.00
0.50
2002-03
ACTUAL
4,188
1,538
0
5,726
0.00
0,50
2003-04
BUDGET
24,408
3,332
0
27,740
0.53
0.00
2004-05
BUDGET
27,940
2,712
0
30,652
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.
Snug Harbor launches 400.
WORKLOAD STATISTICS:
• Annual Permits
• Daily Permits
• Revenue
Actual
2002-03
290
240
$18,500
Estimated
2003-04
Projected
2004-05
290 200
240 2400
$18,500 $16,000
SIGNIFICANT CHANGES:
None.
B-123
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION OPERATIONS
GENERAL
RECREATION ACCTNO. 0014540,0014541,
0014542,0014543, 0014544
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
731 ,945
146,121
62,077
940,143
8.00
9.63
2002-03
ACTUAL
770,783
147,961
22,660
941 ,404
10.00
10.13
2003-04
BUDGET
947,816
190,684
5,000
1,143,500
11.80
13.28
2004-05
BUDGET
1 ,054,379
193,074
0
1 ,247,453
11.80
13.28
WORK PROGRAM:
This division provides operational support for the Recreation Department, including the operation of Leo Carillo
Ranch Historic Park, 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, online, and in-person for classes, special events, and sports leagues.
• Collect and account for program revenue.
• Provide ongoing information and referral to the community.
• Online registration will be available for Aquatics in the summer, enrichment classes and facility rentals in the fall.
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.
• Staff is dedicated to providing excellent customer service as well as promoting "good sportsmanship" during all
programs and events.
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:
(Aviara will have 2 fields)
Actual
2001-02
3,282
970,000
$120,963
17
Actual
2002-03
3,200
1,100,000
$128,000
17
Estimate
2003-04
3,200
1,400,000
$175,000
17
Projected
2004-05
3,264
1,428,000
$180,250
19
B-124
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014540,0014541,
0014542,0014543, 0014544
KEY GOALS FOR 2004-05:
Top-Quality Services
• Review and build upon 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.
• Encourage and educate our volunteers to meet the needs of the citizens of Carlsbad at our facilities and events.
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:
• Synthetic turf was installed at the Poinsettia Community Park soccer field and will make that site available for
year-round play.
B-125
PROGRAM:
FUND:
PROGRAM GROUP:
TRAILS
GENERAL
RECREATION / GENERAL SERVICES ACCTNO. 0015023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
0
0
0
0.00
0.00
2002-03
ACTUAL
739
0
0
739
0.00
0.00
2003-04
BUDGET
53,525
16,400
0
69,925
0.50
0.50
2004-05
BUDGET
61,050
15,219
0
76,269
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:
None.
B-126
PROGRAM:
FUND:
PROGRAM GROUP:
SENIOR PROGRAMS
GENERAL/SPECIAL REVENUE
RECREATION ACCTNO. 0014570-0014574
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE: DONATIONS
SPECIAL REVENUE: GRANTS
TOTAL
2001-02
ACTUAL
310,684
333,335
0
644,019
3.00
7.00
401,419
35,557
207,043
2002-03
ACTUAL
278,574
294,676
10,317
583,567
3.00
7.50
558,142
25,425
0
2003-04
BUDGET
312,696
384,418
0
2004-05
BUDGET
343,181
443,636
0
697,114| 786,817
1.95
7.50
697,114
0
0
644,019| 583,567] 697,114
1.95
7.50
786,817
0
0
786,817
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-127
PROGRAM: SENIOR PROGRAMS PAGE TWO
FUND: GENERAL/SPECIAL REVENUE ACCTNO. 0014570-0014574
PROGRAM GROUP: RECREATION
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.
Senior Center Operations
• Over 30,000 seniors walk through its doors on an annual basis. Some participate in the activities provided including
the Nutrition program. It provides an opportunity for lifelong learning, a safe place to gather, and promotes a healthy
lifestyle.
Transportation
• The transportation program provides an open door to the community servicing over 9,000 Carlsbad seniors who have
no other means of transportation. The program allows seniors to attend medical appointments. Over 20 participants
are picked up daily to participate in the Nutrition program.
Congregate
• The congregate population participating in the Nutrition program exceeds 30,000 dinners annually. A hot, nutritiously
balanced meal is provided along with socialization, music, and fun! Meals are served Monday through Friday and
exclude all holidays except Thanksgiving. An average of 125 seniors participate daily.
Home Meal
• The Home Meal program provides a hot lunch to over 10,000 homebound seniors throughout Carlsbad. Over 20
volunteer drivers provide the transportation to get these meals delivered.
Fee Supported
• This new organizational design allows us to offer programs and services for a fee. Over 50 trips are scheduled
accommodating over 2,250 adventurous seniors. Enrichment classes, seminars, and other learning opportunities on
topics pertinent to the concerns and interests of the aging population.
SIGNIFICANT CHANGES:
None.
B-128
\mmmmm av£HR WHSSP"*^ • •
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
12,236,371
28,327,195
1 ,423,467
41 ,987,033
189.75
13.60
2002-03
ACTUAL
13,217,353
29,820,397
1 ,542,467
44,580,217
193.85
14.20
2003-04
BUDGET
14,480,883
35,843,163
1,072,745
51,396,791
194.75
15.45
2004-05
BUDGET
16,276,309
34,046,010
2,271,100
52,593,419
194.75
15.45
Maintenance & Operations
58%
PW Admin
2%Engineering Services
14%
General Services
23%
Storm Water Protection
3%
B-129
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
2001-02
ACTUAL
361,950
130,114
0
492,064
3,50
0.00
2002-03
ACTUAL
548,763
208,660
0
757,423
6,40
0.00
2003-04
BUDGET
574,135
225,897
0
800,032
V-< -,'^6.30
0.00
2004-05
BUDGET
668,601
201,133
0
869,734
^ i 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, and Street Lighting.
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 2003-04:
• Implemented second phase of the Computerized Maintenance Management System.
• Continued second year of Service Plan Strategy that actively identifies possible cost-saving opportunities and
ideas for improvement.
• Further developed Benchmarking Program into the Public Works Performance Measurement Program.
B-130
PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
KEY GOALS FOR 2004-05:
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 Environmental Programs.
SIGNIFICANT CHANGES:
None.
B-131
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
2001-02
ACTUAL
3,935,758
1,670,682
55,183
5,661,623
52.20
1.001
4,312,623
674,500
674,500
5,661,623
2002-03
ACTUAL
4,135,843
2,299,441
30,528
6,465,812
""•"-': -"^70
•---~ -1;Q$
5,652,977
349,519
463,316
6,465,812
2003-04
BUDGET
4,469,154
1,624,508
0
6,093,662
51.20
100
5,210,161
503,596
379,905
2004-05
BUDGET
5,063,532
2,296,293
0
7,359,825
51.10
1.00
6,262,145
625,000
472,680
6,093,662| 7,359,825
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, preparation of construction
documents and performing transportation studies. The department is also responsible for ensuring that private
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 improvement projects including parks, roadways, storm water systems, domestic and
recycled water systems, and sewer systems; develop and maintain programs in pavement management,
markouts, water resource development, domestic water and recycled water systems, sewer systems, and storm
water systems. For each of these programs, Design provides a variety of services including planning, water
quality investigations, technical engineering 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. Assist in maintaining optimum
traffic signal operations. Review traffic control plans, signing and striping plans, and traffic signal plans; review
development project submittals; provide interdepartmental coordination of various issues; and staff the Traffic
Safety Commission.
B-132
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 construction 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
DNew
D Carry Forward
FYOO-01 FY01-02 FY 02-03 FY 03-04 (Est.)
KEY ACHIEVEMENTS FOR 2003-04:
Rancho Santa Fe Road South from Olivenhain Road to Encinitas completed.
Slurry seal overlay and reconstruct 20 miles of City streets.
El Fuerte Road south of Palomar Airport Road under construction.
Completed 4 mgd Carlsbad Water Recycling Facility.
Completed Poinsettia Lane Reach C.
Completed Poinsettia Lane Reach F&G.
Poinsettia Lane East of El Camino Real under construction.
Cannon Road Reach 3 and College Boulevard Reach C nearing completion.
Faraday Avenue Extension from Orion to Melrose design completed.
El Camino Real Widening Cougar to Jackspar under design.
Jefferson Street sidewalk under construction.
Completed Rancho Santa Fe Road Phase I (La Costa Avenue to San Elijo Road).
Rancho Santa Fe Road Phase II under construction.
Bressi Ranch mass grading is nearing completion. Tentative maps for all residential subdivisions are approved.
Villages of La Costa at the Oaks and at the Greens under construction.
Kelly Core Area completed with many homes built.
Buena Vista Creek Channel EIR design completed.
Twin D Pump Station under construction.
Foussat well abandonment completed.
El Camino Real transmission main Cassia to Palomar Airport Road design completed.
El Camino Real Sewer (Tamarack to Chestnut) under construction.
Mahr Reservoir improvements design completed.
Recycled Water pipelines: Poinsettia, Alga, Melrose, El Camino Real, Industrial Parks, Cannon, College, Bressi
Ranch, Paseo del Norte, under construction.
Encina Flow Equalization Tanks and Pump Station under construction.
B-133
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 0015710/5x15710
KEY ACHIEVEMENTS FOR 2003-04 (continued):
Batiquitos Lift Station Phase I design completed.
Cannon Road Lift Station under construction.
Fire Station No. 5 storage building and skate park restroom under construction.
Completion of sewer and drainage master plan and fee program updated.
Establishment of financing program to fund City's Storm Water Pollution Protection Activities.
Designed seven traffic signals.
KEY GOALS FOR 2004-05:
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 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 El Camino Real Transmission Main Replacement (Faraday to Cougar).
• Construct Cannon Road Lift Station.
• Construct Forest Avenue Sewer.
• Begin construction of Lake Calavera Improvements.
Planning and Programs
• Completion of GIS inventory for Storm Drain, Sewer and Parks Facilities.
• Completion of Traffic Impact Fee Update.
• Initiation of Drainage Master Plan at planned local Drainage Area Fee program update.
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:
• Plan check and Inspections have risen sharply over the past two years, due to development activity.
B-134
PROGRAM:
FUND:
PROGRAM GROUP:
GENERAL SERVICES
VARIOUS
GENERAL SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/RE POSITIONS
2001-02
ACTUAL
3,205,353
4,590,139
1,208,246
9,003,738
.->:S7,25
12,10
2002-03
ACTUAL
3,508,808
4,657,402
1,394,422
9,560,632
58,25
12.45
2003-04
BUDGET
3,965,545
5,721,491
914,345
10,601,381
59.25
--^----^3.85
2004-05
BUDGET
4,448,356
5,344,705
2,151,100
11,944,161
60.25
13.85
PROGRAM GROUP DESCRIPTION:
The City's General Services Department is responsible for the preventative maintenance and repair of parks, school
athletic fields, City buildings and vehicles, public street trees, and medians.
PROGRAM ACTIVITIES:
Vehicle
Replacement 9%
Vehicle
Maintenance 19%
Trees 7%Medians 5%
Parks 33%
Facilities 27%
KEY ACHIEVEMENTS FOR 2003-04:
Parks Maintenance
Replaced the asphalt basketball court with concrete at Cannon Park.
Installed new synthetic turf and stairways at Poinsettia Park.
Completed structural repairs to the shelter covering the stagecoach ruins at Stagecoach Park.
Replaced two picnic wood trellis shade covers.
Installed a new stairway access to Stagecoach Tennis Courts.
Finished repairing and refurbishing the downtown fountain.
Street Tree Maintenance
• Completed installing a new irrigation system at Hosp Grove.
• Implemented a Pilot Tree Pruning Program.
• Pruned approximately 1,500 trees.
• Planted 300 trees and performed clean-up activities as part of the Management & Rehabilitation Plan for Hosp
Grove.
B-135
PROGRAM: GENERAL SERVICES PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
KEY ACHIEVEMENTS FOR 2003-04 (continued):
Median Maintenance
• Executed a city wide median maintenance contract.
Facilities Maintenance
Completed roof repairs at the Calavera Community Center and Kruger House.
Finished applying new exterior paint at Harding Community Center.
Installed a new HVAC unit at Harding Community Center.
Executed a new preventive maintenance and repair contract for the City HVAC system.
Installed a new HVAC unit at Safety Center dispatch to provide uninterrupted services.
Executed a city wide window cleaning and maintenance contract.
Executed a city wide carpet and upholstery cleaning contract.
Executed a building electrical maintenance contract.
Implemented a maintenance cost savings program by replacing live plants with silk plants.
Vehicle Maintenance
• Implemented a Pilot Mobile Mechanic Program.
• Designed and distributed a report card system informing customers of the work performed on their vehicle.
• Finished installing fuel island containment basins.
• Ninety eight percent (98%) of fleet vehicles are available for use.
Vehicle Replacement
• Fifty-eight vehicles met the replacement criteria. Of the 58 vehicles, 21 were replaced in the new City's fleet.
Eight of the 21 vehicles were downsized.
• Purchased one hybrid vehicle.
• Purchased three off-road motorcycles and two compact pick up trucks that are additions to the City's fleet.
KEY GOALS FOR 2004-05:
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.
Begin pilot program to increase downtown maintenance activities.
Installation of synthetic turf at fields 1 and 2 of Stagecoach Park.
Complete safety modifications, renovations and upgrades at various city facilities.
Improve response times for low priority work orders in facilities.
Implement a program that replaces obsolete equipment on a regular scheduled basis.
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-136
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
1,183,714
1 ,490,283
18,394
2,692,391
20.15
7,35
2002-03
ACTUAL
1,301,296
1,631,238
194,914
3,127,448
21,35
7.15
2003-04
BUDGET
1,610,422
1 ,872,459
49,795
3,532,676
23.75
9.85
2004-05
BUDGET
1,857,150
1,699,944
0
3,557,094
24.75
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
Ninety percent (90%) of ratings are at or above 7 on a 10-point scale.
Result
Eighty-three percent (83%) of ratings were at or above 7 on a 10-point scale.
• Benchmark
The annual park maintenance cost per acre will not exceed $9,692.
Result
The annual park maintenance cost per acre is $10,305.
• Benchmark
Ninety percent (90%) of respondents rate park maintenance as good or excellent on the City of Carlsbad public
opinion survey report.
Result
Ninety-four percent (94%) of respondents rated park maintenance as good to excellent on the City of Carlsbad
public opinion survey report.
• Benchmark
Ninety percent (90%) of customers rate park maintenance as good or excellent on the City of Carlsbad
Recreation survey.
Result
Eighty-five percent (85%) of customers rate park maintenance as good or excellent on the City of Carlsbad
Recreation survey
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.
B-137
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCTNO. 0015020
PROGRAM ACTIVITIES (continued)
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.
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
Q- E
SIGNIFICANT CHANGES:
The Associate Engineer position was transferred from the Engineering Department budget to the Parks Maintenance
budget to fund a new Parks Superintendent position.
B-138
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
979,530
1,165,241
1,133
2,145,904
20.40
1.50
2002-03
ACTUAL
1 ,090,623
1,195,532
57,313
2,343,468
20.60
2.05
2003-04
BUDGET
1,255,868
1,526,047
21,550
2,803,465
20.60
3.00
2004-05
BUDGET
1 ,376,690
1,419,325
191,000
2,987,015
20.60
3.00
WORK PROGRAM:
Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to
the community.
PERFORMANCE MEASURES:
• Benchmark
Ninety percent (90%) of ratings are at or above 7 on a 10-point scale.
Result
Eighty-nine percent (89%) of ratings were at or above 7 on a 10-point scale.
• Benchmark
Carlsbad Facilities maintenance cost per square foot will be in the lowest one-fourth of government institutions
($6.57 or less).
Result
Carlsbad Facilities maintenance cost per square foot is $5.66.
• Benchmark
Ninety percent (90%) of internal surveys returned indicate overall service by Facilities Maintenance as good to
excellent in all survey categories.
Result
Eighty-three percent (83%) of internal surveys returned indicated the overall service by Facilities Maintenance
as good to excellent in all survey categories.
• Benchmark
Ninety percent (90%) of Emergency work orders completed within 24 hours; ninety percent (90%) of High
Priority work orders completed within 72 hours; ninety percent (90%) of Medium Priority work orders completed
within 20 days; ninety percent (90%) of Low Priority work orders completed within 30 days.
Results
Ninety-seven (97%) of Emergency work orders completed within 24 hours; ninety-eight percent (98%) of High
Priority work orders completed within 72 hours; ninety-two percent (92%) of Medium Priority work orders
completed within 20 days; seventy-four percent (74%) of Low Priority work orders completed within 30 days.
B-139
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:
Total Work Orders
1,188
Facilities Maintenance Services
708 66%
In-House
FY03 FY04(Est)
34%
Contract
SIGNIFICANT CHANGES:
None.
B-140
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 fOSITfONS
2001-02
ACTUAL
374,930
267,871
0
642,801
5.90
1.75
2002-03
ACTUAL
391,218
283,378
0
674,596
5.90
1.75
2003-04
BUDGET
373,972
324,007
0
697,979
5.40
0.75
2004-05
BUDGET
417,887
324,795
0
742,682
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:
1457
350
Trimmed Removed Planted
SIGNIFICANT CHANGES:
Implemented a new Pilot Tree Pruning Program to assess the effectiveness, quality, customer service and cost of
grid pruning the City's trees.
B-141
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
2001-02
ACTUAL
190,742
343,159
0
533,901
2.90
1.50
2002-03
ACTUAL
202,602
334,181
0
2003-04
BUDGET
139,994
364,847
0
536,783| 504,841
2.50
1.50
1.60
0.25
2004-05
BUDGET
148,774
400,595
152,100
701 ,469
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
90%
Contract
10%
In-House
SIGNIFICANT CHANGES:
Funds are included in FY05 budget to replace drip irrigation system on College Avenue, between El Camino Real
and Palomar Airport Road, with an above ground sprinkler system.
B-142
PROGRAM:
FUND:
PROGRAM GROUP:
LIGHTING & LANDSCAPING DISTRICT No. 2
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCTNO. 164XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL HIVE POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
0
0
2002-03
ACTUAL
0
0
0
2003-04
BUDGET
0
0
0
2004-05
BUDGET
0
28,205
0
0| 0| 0| 28,205
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
Lighting & Landscaping District No. 2 is for new developments in the City. It is to pay for the costs of streetlights,
street trees and medians within those areas.
PROGRAM ACTIVITIES:
Each development within District No. 2 will be considered a separate zone, with their own assessment based on the
costs for that particular area of the City. The first four zones in District No. 2 are Calavera Hills II, Kelly Ranch, the
Oaks South, and the Thompson/Tabata developments.
SIGNIFICANT CHANGES:
This is the first year for Lighting & Landscaping District No. 2.
B-143
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE MAINTENANCE
INTERNAL SERVICE
GENERAL SERVICES ACCTNO. 6205060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
476,437
1,154,618
9,597
1,640,652
7.90
0,00
2002-03
ACTUAL
523,069
1,119,732
2,150
1,644,951
7.90
0.00
2003-04
BUDGET
585,289
1,274,131
30,000
1,889,420
7.90
0.00
2004-05
BUDGET
647,855
1,241,841
0
1 ,889,696
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 332 vehicles and 131 other pieces of
equipment.
PERFORMANCE MEASURES:
• Benchmark
Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 24 hours from the
time the vehicle is delivered to the shop.
Result
Seventy percent (70%) of scheduled preventative maintenance work orders were completed within 24 hours
from the time the vehicle was delivered to the shop.
• Benchmark
Ninety percent (90%) of fleet units are available to meet City needs.
ResultI I^J^H,
Ninety-eight percent (98%) of fleet units are available to meet City needs.
• Benchmark
Ninety percent (90%) of internal surveys returned indicate overall service by fleet Maintenance as good to
excellent in all survey categories.
Result
Eighty-eight percent (88%) of internal surveys returned indicated the overall service by fleet Maintenance as
good to excellent in all survey categories.
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.
B-144
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE MAINTENANCE
INTERNAL SERVICE
GENERAL SERVICES
PAGE TWO
ACCTNO. 6205060
PROGRAM ACTIVITIES (continued)
Auto Parts
• Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or
through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the
automated management system.
Fuel and Oil
• Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies;
maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad
Unified School District, San Dieguito Union High School District, Cannon Pacific Services, and Encina
Wastewater Authority; monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
833 909 900
Preventative
Maintenance
610 600
300
Shop Repairs Vendor Repairs
SIGNIFICANT CHANGES:
• Implementation of a Pilot Mobile Mechanic Program to perform maintenance activities on heavy-duty vehicles.
• Designed and distributed a report card system informing customers of the work performed on their vehicle.
B-145
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE REPLACEMENT
INTERNAL SERVICE
GENERAL SERVICES ACCTNO. 6215061
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIIVE POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
0
1,179,122
1,179,122
0.00
0,00
2002-03
ACTUAL
0
0
1,140,045
1,140,045
0.00
0.00
2003-04
BUDGET
0
60,000
813,000
873,000
0.00
0.00
2004-05
BUDGET
0
0
1,808,000
1,808,000
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:
411 442 413
Vehicle/Equipment Vehicle/Equipment
Acquired Disposed
Total Units
SIGNIFICANT CHANGES:
Of the 66 units that met the replacement criteria outlined in Administrative Order No. 3, only 42 vehicles were
selected for replacement in FY04. Of the 42 units selected for replacement, seven vehicles were downsized.
B-146
PROGRAM:
FUND:
PROGRAM GROUP:
CARLSBAD GOLF COURSE
ENTERPRISE
GENERAL SERVICES ACCTNO. 5725001
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
168,967
0
2002-03
ACTUAL
0
93,341
0
168,967| 93,341
0
0
0
0
2003-04
BUDGET
0
300,000
0
2004-05
BUDGET
0
230,000
0
300,000) 230,000
0
0
0
0
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
• Complete 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.
Process approvals for the golf course.
Meet with Golf Course Steering Committee on an
as-needed basis.
B-147
PROGRAM:
FUND:
PROGRAM GROUP:
MAINTENANCE & OPERATIONS
VARIOUS
MAINTENANCE & OPERATIONS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
4,377,166
21,569,654
115,395
26,062,215
70,30::
0,50
2002-03
ACTUAL
4,568,580
22,016,620
107,543
26,692,743
,^/6EQO
-"-0.7S
2003-04
BUDGET
4,921,439
27,590,927
144,600
32,656,966
: 69.90
0.20
2004-05
BUDGET
5,559,262
25,345,519
120,000
31,024,781
.„--<? "' ''69.80
r 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 2003-04:
Water & Sanitation Operations
• Operated 18 sewer lift stations averaging 3.2 mgd of sewage pumped without a failing that resulted in a sewage
spill or contamination of the environment.
• Irrigated approximately 900 acres with recycled water at 89 sites.
• Averaged about 1.6 mgd of recycled water in lieu of potable water.
• Delivered 18.4 mgd of potable water while meeting all the health standards established by State and Federal
governments.
B-148
PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY ACHIEVEMENTS 2003-04 (continued):
Construction/Maintenance
• Maintained 232 miles of sewer mains.
• High-pressure cleaned approximately 120 miles of sewer main lines.
• Responded to 47 sewer main line stoppages.
• Rodded or repaired 28 sewer service laterals.
• Repaired or replaced 58 water services.
• Operated and maintained 1,240 valves and 548 fire hydrants.
Utility Services
• Installed, maintained and read an additional 504 new water meters; the total number of water meters in the
system now exceeds 24,500.
• Conducted 487 inspections of new water and sewer service installations.
• Exchanged 933 old or defective water meters to improve accuracy of water usage data.
Street Maintenance
• Completed over 26,600 sq. ft. of cement repairs.
• Cleaned 110 linear feet of brow ditches.
• Cleaned and/or inspected 2,000 catch basins.
• Cleaned over 5,000 linear feet of drainage ways.
• Repaired over 13,000 sq. ft. of trenches.
• Refreshed/Re-striped over 107 passenger-miles of prime and major arterial street stripes.
Traffic Signal Maintenance
• Conducted over 250 street light repairs.
• Responded to over 500 service requests.
• Installed 6 battery backups at critical intersections.
• Replaced 5 damaged cabinets.
KEY GOALS FOR 2004-05:
Water
• Develop a Supervisory Control and Data Acquisition (SCADA) Master Plan that (1.) ensures water reliability to
the maximum extent possible in order to deliver high quality potable and reclaimed water to our customers, and
(2.) ensures a safe and reliable conveyance of wastewater and implement revised operational procedures for
each division that will identify new opportunities for efficiencies through task consolidation, process
improvement, and/or contracting.
• Develop a plan to utilize Mission Basin water rights and abandon wells no longer functional.
Top Quality Services
• Develop Wastewater Capacity, Management, Operation, and Maintenance (CMOM) Program consistent with
EPA Guidelines and integrate with Performance Measurement Program.
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-149
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
MAINTENANCE & OPERATIONS ACCTNO. 0016355
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
1,113,009
1,159,799
0
2,272,808
2125
0.00
2002-03
ACTUAL
1,161,701
1,166,652
3,359
2,331,712
19.50
0.00
2003-04
BUDGET
1 ,202,41 1
1,408,838
0
2,611,249
19.50
0.00
2004-05
BUDGET
1,391,051
1,105,182
0
2,496,233
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:
• Benchmark
Cost per mile of roadway will not exceed $9,756 per street-mile.
Results
Cost per mile of roadway equaled $8,722 in 2003.
Roadway Safety:
• Benchmark
One hundred percent (100%) of roadway segments meet CalTrans collision rates.
Results
Eighty-Two percent (82%) of Carlsbad's roadway segments meet CalTrans collision rates.
Roadway Circulation:
• Benchmark
Travel times on Palomar Airport Road and on El Camino Real will not exceed baseline rates collected in June
2000.
Results
Travel time decreased on both Palomar Airport Road and El Camino Real when measured in June 2003.
Roadway Service Delivery:
• Benchmark
1. 90% of all scheduled maintenance activities are completed;
2. 90% of roadway ratings are at or above 7 on a 10 point scale;
3. An average overall roadway condition index (OCI) of 80, including a target of 100% of roadways
scoring a minimum of 70 or higher.
Results
These are new measures that will be reported on next fiscal year.
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.
B-150
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 0016355
PROGRAM ACTIVITIES (continued)
Drainage System Maintenance
• The cleaning of brow ditches, catch basins, drainageways, and gutters.
City Sign Maintenance
• Fabricate, install, and maintain all traffic, street name, and special signs throughout the City.
Asphalt
• Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching.
Painting
• Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull
nose painting.
WORKLOAD STATISTICS
PW STREET MAINTENANCE 2003 STAFF HOUR TOTALS
Painting
9.85%
Asphalt
11.30%
Misc Maintenance
16.06%
Signs
2.57%
Contract Management
11.3%
Drainage
21.26%
Customer Services
8.4%
Roadside
19.26%
SIGNIFICANT CHANGES:
None.
B-151
PROGRAM:
FUND:
PROGRAM GROUP:
TRAFFIC SIGNAL MAINTENANCE
GENERAL
MAINTENANCE & OPERATIONS ACCTNO. 0016370
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TINE POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
60,617
425,661
98,070
2002-03
ACTUAL
61,527
399,765
40,919
2003-04
BUDGET
63,145
593,053
120,000
2004-05
BUDGET
70,161
530,830
120,000
584,348| 502,211 1 776,198| 720,991
0.95
0.00
0.95
0.00
0.95
0.00
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%
B Contract Admin
4.64% • USA Markouts
8.04%
i Inspection /
Coordination
1.88%
D Special Projects
6.1%
B Customer Requests
54.54%
SIGNIFICANT CHANGES:
None.
B-152
PROGRAM:
FUND:
PROGRAM GROUP:
STREET LIGHTING
MAINTENANCE ASSESSMENT
MAINTENANCE & OPERATIONS ACCTNO. 1626357
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
WLL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
164,014
704,556
14,210
882,780
2.85
0.00
2002-03
ACTUAL
144,936
789,568
0
934,504
2.50
0.00
2003-04
BUDGET
154,805
1,010,229
0
1,165,034
1.85
0.00
2004-05
BUDGET
156,002
829,398
0
985,400
1.65
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:
I Special Projects
6.1
Inspection/ D Miscellaneous
Coordination 4%
5%
• System Upgrades
8.4%
H Circuits
1.2%
D Surveillances
Repair
15.18%
D Customer
Requests
39.2%
USA Markouts
19%
SIGNIFICANT CHANGES:
None.
B-153
PROGRAM:
FUND:
PROGRAM GROUP:
BUENA VISTA CHANNEL MAINTENANCE
MAINTENANCE ASSESSMENT
MAINTENANCE & OPERATIONS ACCTNO. 1636312
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
0
25,809
0
25,809
0.00
0.00
2002-03
ACTUAL
1,034
87,384
0
88,418
0.00
0.00
2003-04
BUDGET
0
1,630
0
1,630
0.00
0.00
2004-05
BUDGET
8,600
163,200
0
171,800
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, maintaining healthy channel.
WORKLOAD STATISTICS:
• Clear one-fifth of the north side of the channel every year.
• 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.
• Remove exotic growth and replant native vegetation as necessary.
KEY GOALS FOR 2004-05:
• Clearing will occur in 2004 under the renegotiated environmental permits. Permits allow for clearing of one-fifth
of the channel length outside the coastal zone each year. The clearing will only affect the north half of the
channel.
SIGNIFICANT CHANGES:
A five-year maintenance contract was entered into for the clearing of the channel. Fiscal Year 05 budget is for one
year of the five-year contract.
B-154
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
2,315,047
15,218,241
0
17,533,288
30.00
0.50
2002-03
ACTUAL
2,459,420
15,441,559
53,028
17,954,007
34.60
0.50
2003-04
BUDGET
2,506,467
18,552,223
0
21,058,690
34.30
0.00
2004-05
BUDGET
2,833,259
17,944,130
0
20,777,389
34.25
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 percent of the City (70,000 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
2002-03
Number
Collected
1,428
1,615
1,725
1,719
1,719
Total
Positive
3
1
3
1
1
Total
Bacteria-Free
1,425
1,614
1,722
1,718
1,718
Percent
Bacteria-Free
99.0%
99.9%
99.8%
99.9%
99.9%
B-155
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Water Service Delivery
• Annual number of hours per mile of distribution line that a water main is out of service should be zero.
Fiscal
Year
1998-99
1999-00
2000-01
2001-02
Total
Hours
18
17
0
0
Miles
Distribution Lines
350
400
410
431
Hours/Mile
Distribution Line
.05
.04
0.00
0.00
Water Cost
• Annual water loss not to exceed six percent as set by the California Department of Water Resources.
Distribution system losses commonly range between 6% and 15%. The American Water Works Association
recommends that the loss after treatment be maintained at 10% or less.
Fiscal
Year
1998-99
1999-00
2000-01
2001-02
2002-03
Water
Loss
4.87%
5.36%
4.29%
4.24%
5.18%
Total annual expenditures per acre-foot of water delivered.
Fiscal
Year
1998-99
1999-00
2000-01
2001-02
2002-03
Cost per
Acre-Foot
$811
$795
$808
$793
$828
WORKLOAD STATISTICS:
Water Use Data
Collection
30.1%
Water Service Turn •
Off/On
13.3%
Fire Hydrant
Replacement/Repair
1.98%Fire Hydrant
Maintenance
1.29%
Daily
Operations/System
Maintenance
23.4%
Flow Control Station
Valve Maintenance Maintenance
5.68% 3.46%
SIGNIFICANT CHANGES:
None.
B-156
PROGRAM:
FUND:
PROGRAM GROUP:
SANITATION OPERATIONS
SANITATION ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5116310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
669,030
3,881,548
0
4,550,578
15.00
0.00
2002-03
ACTUAL
666,097
3,987,541
10,237
4,663,875
11.20
0.25
2003-04
BUDGET
894,041
5,848,763
24,600
6,767,404
12.70
0.00
2004-05
BUDGET
995,589
4,487,985
0
5,483,574
12.85
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 System Service Delivery
• Annual number of spills will be zero gallons per mile of sewer mains per year.
Fiscal Year
1999-00
2000-01
2001-02
2002-03
Reportable
Gallons Spilled
1,300
1,125
7,835
7,550
Total Miles of
Mains
212
212
212
212
Spills per Mile
6.1
5.3
36.9
32.5
Sewer Cost Efficiency
• Annual cost of service per million gallons of sewage will not exceed $2,199. This benchmark was established at
baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Year
1999
2000
2001
2002
2003
Expenses
$4,042,365
$4,667,311
$4,930,388
$5,030,578
$4,670,575
Annual Flow
(MG)
2,183
2,314
2,373
2,278
2,493
$/MG
$1,852
$2,017
$2,078
$2,208
$1,873
B-157
PROGRAM:
FUND:
PROGRAM GROUP:
SANITATION OPERATIONS
SANITATION ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5116310
WORKLOAD STATISTICS:
Sewer Main
Cleaning
14.15% FTE
Sewer Lateral Main
Stoppage
1.33% FTE
Sewer Lateral Main
Maintenance
4.36% FTE
Sewer Lateral Main
Research
3.99% FTE
SIGNIFICANT CHANGES:
None.
B-158
PROGRAM:
FUND:
PROGRAM GROUP:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5206375
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
55,449
154,040
3,115
212,604
0.25
0.00
2002-03
ACTUAL
73,865
144,151
0
2003-04
BUDGET
100,570
176,191
0
21 8,01 6| 276,761
0.25
0.00
0.60
0.20
2004-05
BUDGET
104,600
284,794
0
389,394
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 2002 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. Provide outreach and education of all solid waste programs.
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:
None.
B-159
PROGRAM:
FUND:
PROGRAM GROUP:
STORM WATER PROTECTION
SOLID WASTE ENTERPRISE
STORM WATER PROTECTION ACCTNO. 5215710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2001-02
ACTUAL
356,144
366,606
44,643
767,393
6,50
0.00
2002-03
ACTUAL
455,359
638,274
9,974
1,103,607
': 8.50
0.00
2003-04
BUDGET
550,610
680,340
13,800
1,244,750
8,10
0.40
2004-05
BUDGET
536,558
858,360
0
1,394,918
; :^7,30
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.2J that educational efforts should
be focused internally 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 Co-permittees 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 an adequate funding mechanism be in place to cover the costs associated with the programs
being implemented. During 03-04, the council adopted a solid waste fee increase to fund the storm water program.
B-160
PROGRAM: STORM WATER PROTECTION PAGE TWO
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 5215710
KEY ACHIEVEMENTS FOR 2003-04:
• Prepared and submitted Carlsbad's Jurisdictional Urban Runoff Management Plan (JURMP) annual report to the
Regional Water Quality Control Board.
• Continued the Outreach and Education Program for Storm Water, which included additions to the Internet Web
page, operation of the Storm Water reporting Hotline, 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. A coordinated outreach effort combining the City's storm
water program, water conservation, and solid waste/recycling program was initiated (environmental programs).
• Complaint investigations continued as a routine program component, and all investigations are tracked and
documented in the SuiteResponse Request for Action system.
• Environmental Programs Manager and staff participated in regional workgroups and meetings including Co-
permittee Management, Monitoring Workgroup, Outreach Workgroup, Legislative Technical Advisory
Committee, Data Management, Watershed workgroup, and Program Assessment.
• 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 continues to be implemented to track inspection activities at
industrial, commercial and municipal facilities.
• Storm water inspectors conducted hundreds of inspections of industrial and commercial facilities. UCSD interns
have assisted with inspections, data entry and outreach.
• Prepared and submitted the Carlsbad Watershed Urban Runoff Management Plan (WURMP) Annual Report
with the other jurisdictions in the Carlsbad Hydrologic Unit.
KEY GOALS FOR 2004-05:
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.
JURMP Effectiveness Assessment
• Develop an assessment program to evaluate the effectiveness of the City's Jurisdictional Urban Runoff
Management Program.
Coordinate Spill Response, Cleanup & Reimbursement
• To protect the environment and ensure cost recovery through a coordinated response to spills and releases of
potentially hazardous materials.
NPDES BMP Database
• Develop a comprehensive database of existing and proposed permanent storm water BMPs.
Agua Hedionda Lagoon Water Quality Enhancement Program
• Develop a monitoring program and strategy to improve water quality in the Agua Hedionda Lagoon.
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:
The Storm Water Pollution Prevention Plan Check and Inspection is performed by Engineering Department Staff,
and 1 FTE position was transferred to Engineering to perform this service.
B-161
B-162
2004-2005 CAPITAL IMPROVEMENT PROGRAM
OVERVIEW
The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document
that outlines the expenditure plan for future capital projects and the corresponding revenues to
pay for those expenditures. The CIP is a financial planning document, not a commitment for
spending. Spending authorization is given only at the time the City Council formally adopts the
proposed budget, and, at that time, funds are only appropriated for the following fiscal year.
The information shown in subsequent years is being provided to provide the most
comprehensive snapshot of all the known future facilities the City of Carlsbad plans to construct.
What is the definition of a CIP project? Projects that are
shown in the CIP are generally defined as any construction (or
reconstruction/replacement) of major infrastructure such as
streets, libraries, parks, fire stations and administrative facilities,
water, sewer and drainage facilities, and other facilities that are
located on or in the ground. In most cases, the total construction
cost of each of these assets is recorded and tracked as part of
the City's inventory of capital infrastructure assets and other City-owned property.
The 2004-2005 Preliminary Capital Improvement Program outlines $52.5 million in new
appropriations to provide additional continued funding for the continuation of existing projects as
well as funding for new projects. Projected revenues during the fiscal year are estimated at
$51.9 million. Revenues are collected as building permits are issued, and as the need for
facilities arises, the money is used to fund the new facilities. As the City continues to grow and
develop, there is a corresponding increase in the demand for development-related services and
new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule
that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth Management
Plan in 1986. The Growth Management Plan states that unless a standard level of facilities is
available to meet new demands resulting from the City's growth, development cannot proceed.
This Plan is the foundation for making decisions about the timing and prioritization of the capital
projects under consideration. A discussion of the City's Growth Management Plan is located at
the end of this report. This year's CIP reflects the Council's continued commitment to
constructing the necessary facilities, in response to the current and anticipated development
activity occurring throughout the City.
In addition to prioritizing projects based on growth management, projects are continuously
evaluated and prioritized to ensure the City will have the funds to operate the facilities as well as
construct them. Thus, the CIP and the Operating Budget are integral parts of the total City
financing plan. Projects are reviewed on an annual basis by the CIP Review Committee and
subsequently by the City's management and City Council. The Review Committee begins the
project view by determining the need of a project based on the following criteria:
Project Ranking Criteria
1. Is the project required to ensure the health and safety of the citizens, as the result
of a legal mandate, or to maintain compliance with the City's Growth Management
Plan? Are operating funds available to operate the facility?
2. Is the project needed soon for growth management compliance?
3. Is the project needed now for other City standards (example: ball field standards)?
4. Is the project needed soon for other City standards?
5. Does the project complete or provide part of the basic infrastructure (example: a
linking road segment)?
6. Are there other reasons to construct the project (example: timing or funding
opportunity, public demand)?
C-1
2004-2005 CAPITAL IMPROVEMENT PROGRAM
Additional review of proposed projects relates to the overall timing of projects, the funding
availability, an analysis of engineering cost estimates, and the requirement for City resources.
FUTURE GROWTH AND DEVELOPMENT
In order to estimate future revenues from development, several assumptions about the rate and
type of future development need to be made. These assumptions can change from year to year
and correlate with the economic climate.
Every year, City staff evaluates all existing and future development projects and compares this
information to the buildout capacity of the City using adopted general plans. Information about
existing development activity combined with estimates of how remaining
net developable land might develop are then summarized to prepare
future projections about when and where residential and non-residential
development will occur. Finance Department staff then prepare
cash flow schedules using existing fund balances combined with
future estimated fee revenues paid by those developments, and
compares these balances of available funds to the expenditure
plan to ensure that funding will be sufficient for construction of the
planned capital projects as shown in the CIP. In addition to
evaluating whether or not capital funds are sufficient, significant
operating cost impacts and availability of staff resources are also used to evaluate the timing of
projects. Where funding discrepancies occur, alternative financing methods and project timing
are again evaluated and recommendations are made to resolve the discrepancies. This year's
proposed CIP reflects staff's recommendation to move out the construction of Poinsettia Park
(Phase II) as well as the relocation of Fire Station No. 3 (Chestnut Avenue location). Moving
these two projects out will provide sufficient funding for projects in the next 5 years. During this
time an evaluation of the remaining projects in this fee program can occur.
Residential development is expected to remain fairly steady over the next few years. The
number of annual building permits issued is expected to decrease when compared to the
previous five-year period. An additional 6,800 units are remaining before the City is
predominantly built out, and the development schedules of the remaining vacant parcels is
driving the timing of those future units, rather than economic or market conditions. Residential
development for 2003-2004 is projected at 1,200 units, and construction is expected to average
about 740 units per year over the next five years, as compared to an average of over 1,300 units
per year for the previous five-year period.
Residential Units Trend 1999 to 2009
Permits Issued
2500
2000
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
C-2
2004-2005 CAPITAL IMPROVEMENT PROGRAM
The amount of non-residential development is also expected to remain fairly steady and actually
increase over the next five years. The average annual square feet of non-residential
development for the past 5 years was about 675,000. This year, |
the estimate is for 273,000 square feet, but the average annual
development next 5-year period is more than 1,100,000 square
feet per year. Projects include several neighborhood
commercial/retail developments located in or near the areas
where most of the residential development has recently occurred
or where new development is planned over the next several years.
In the southeast quadrant, commercial projects include retail and
restaurants, a theater, and a daycare and church. Sunny Creek Plaza is a planned commercial
development located east of El Camino Real at College Boulevard next to the Sunny Creek
residential neighborhood, and the Bressi Ranch area will include 130,000 square feet of
commercial development. Other commercial developments are planned at Calavera Hills and at
Poinsettia Shores; at the La Costa Resort plans include construction of 184,000 square feet of
commercial living units. Industrial development consists of various new office and industrial
projects, as well as expansion of existing projects at Kelly Corporate Center, Callaway Golf, GIA,
and Legoland.
Development estimates provide the data and basis for estimating future fee revenues, which are
calculated by multiplying each applicable development fee by the estimated number of dwelling
units and/or square feet of construction expected during each year. The following table shows
the number of residential units and non-residential square feet of development used in
calculating estimated revenues for 2004-2005 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
Year
2003-2004 current
2004-2005
2005-2006
2006-2007
2007-2008
2008-2009
Years 6-10
Years 11 -buildout
Total Future
Units Square Feet
1,198
1,355
1,025
815
131
373
1,991
1,116
6,806
273,336
765,312
1 ,383,740
1 ,505,003
1,152,053
1 ,082,072
5,263,610
2,398,336
13,550,126
REVENUES
Revenues for Capital Projects from now until buildout total $443 million and are segregated into
five major categories: (1) fees generated by development in
Carlsbad, (2) special district fees and taxes (Community Facilities
Districts and Bridge and Thoroughfare Benefit Districts), (3)
Water and Sewer replacement reserves, (4) infrastructure
replacement funds (other than sewer and water), and (5) other
sources including grants, bond issues, and contributions from
other agencies.
C-3
2004-2005 CAPITAL IMPROVEMENT PROGRAM
Funding Sources 2004-2005 to Buildout
Total Revenue = $476 million
In Millions
160/
Approximately 30% of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the City's annual growth in dwelling units and
commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF),
Traffic Impact Fees (TIF), Park-ln-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such
as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 9% of
the total. Water and Sewer replacement revenues generated by user fees equal approximately
21% of total revenues, and are used to pay for replacement of existing water and sewer
facilities. Infrastructure Replacement revenues (14%) are transfers from the City's General Fund
which are being set aside to pay for replacement and major maintenance of capital facilities
other than sewer and water facilities. The remaining 26% consists of revenues from other
agencies and includes federal and State grants, the County sales tax program (TransNet),
Redevelopment agency revenue, Golf Course funding, and contributions from Cities and other
agencies.
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues. The mix of multi-family and single-family
residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of
residential development for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $156,025 per multi-family dwelling unit,
and $240,800 per single-family dwelling unit. A building permit valuation of $38 per square foot
of construction is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of development use. A multi-family residential dwelling
unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each
residential trip is valued at the current TIF of $98. The trips-per-day value for commercial and
industrial buildings are averaged at 23 trips per 1,000 square feet of development, although the
actual volume of trips generated by commercial/industrial building can vary widely depending on
the ultimate land use. The value assigned to each commercial/industrial trip is $40.
CFD No. 1 is a Citywide district established to finance various civic facilities required under the
City's Growth Management Plan. CFD No. 2 is proposed to fund Rancho Santa Fe Road and
Olivenhain Road, but has not yet been formally established. A prepayment program is in place
C-4
2004-2005 CAPITAL IMPROVEMENT PROGRAM
to enable development to proceed within this proposed district.
Park-in-Lieu Fees are collected for the
purchase and development of parkland
within each quadrant of the City, and
the fees are based on the acquisition
cost of parkland. Projects in the CIP
funded with Park-in-Lieu Fees include future park site
acquisition, development and restoration.
There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by
property owners to finance specific road construction projects located within each of the district
boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. Although
construction of this project is complete, revenues collected from future development within the
district will be used to repay an advance that provided interim funding to complete the project.
CAPITAL PROJECTS
The following two sections provide information about the major capital projects. The first section
focuses on projects planned in the next five years, and the second section contains an overview
of the entire expenditure plan through buildout of the City.
CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below. Their locations
can be seen on the map following this section.
• Streets - Several street construction projects are planned for the next five years.
Completion of the final segment of the widening and realignment of Rancho Santa Fe Road
will improve regional and local traffic flow generated in the southern part of the City.
Projects constructed by developers (funding not shown in the CIP) are
College Boulevard and Cannon Road extensions to the east and north,
Faraday Avenue and Mel rose Drive extensions, and the extension of
Poinsettia Lane and completion of El Fuerte. These roads are located
east of El Camino Real and will alleviate traffic on Palomar Airport Road.
Financing districts are in the formation process to provide funding for
College Boulevard and Cannon Road extensions east of El Camino Real, the Melrose Drive and
Faraday Avenue extensions, and the Poinsettia Lane extension and construction of El Fuerte
east of El Camino Real. City staff is currently working with property owners with pending
developments in those areas to assist in the formation of those financing districts.
Replacement of the Carlsbad Boulevard Encinas Creek Bridge is planned in the next five years.
In addition, there are several street widening projects planned along El Camino Real. The
pavement overlay program is expected to cost about $3.3 million per year. Local streets are
overlayed approximately every 7 years.
C-5
2004-2005 CAPITAL IMPROVEMENT PROGRAM
Major Future Road Projects
JLHl.
-i LEGEND:
-H- RAILROAD
- NEW ROAD PROJECTS
• Alga Norte Park and Aquatic Center - This park site consists of
30 acres in the Southeast Quadrant and planned amenities include
ball fields, soccer fields, picnic areas, tot lots, a skate park, a dog
park, and restrooms and parking facilities, and an aquatic center.
Construction is phased over the next several years.
Pine School Park - Development of this park, located in the Northwest Quadrant
is planned in the next five years. The master plan is complete, and the facility
will include a multi-use field, basketball courts, picnic areas, tot lots and an
ornamental garden area.
• Stagecoach Park Synthetic Turf - Funding is included for the installation of
approximately 5 acres of synthetic turf on outfield areas of fields 2 and 3 at
Stagecoach Park.
• Carlsbad Municipal Golf Course - The City has plans are to construct an 18-hole
championship golf course on property located north of Palomar Airport Road along College
Boulevard. An initial "clearing and grubbing" operation is expected to take place in the Fall of
C-6
2004-2005 CAPITAL IMPROVEMENT PROGRAM
2004, and formal grading is expected to begin in September 2005. The targeted opening is
Spring 2007.
• Lake Calavera Trails Master Plan and Construction - Funds for development of a Master
Plan and construction of a public multi-use, recreational trail system are planned on property
located at Lake Calavera in the northeast quadrant of the City. The project includes utilizing
volunteers to construct approximately 2.5 miles of the proposed 5 miles of trails.
• Civic Center and Public Works Center - Preliminary planning for a Civic Center and a Public
Works Facility has begun. The Civic Center will consolidate administrative operations and
facilities into a more centralized location. Staff, citizens and members of the business
community have been participating in a visioning process to determine what the needs are - for
the citizens and for the City as an organization. Once the process is complete, a site will be
chosen, and design and construction can begin.
• Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary facility in
the southeast quadrant of Carlsbad. Relocation of this station to a permanent facility along the
east side of Rancho Santa Fe Road is scheduled to occur concurrent with the road alignment
project. This fire station is required to ensure a five-minute response time within the southeast
part of the City as development in that area occurs.
• Vista/Carlsbad Interceptor - The completed section of the Vista/Carlsbad Interceptor project
involved installation of a new and upgraded sewer trunk line through the downtown portion of
Carlsbad to the Encina Water Pollution Control Facility. The remaining sections of the project,
extending from the Encina Facility to the Agua Hedionda Lift Station, are scheduled in the next
five years. This project is required to handle buildout flows and replace deteriorated pipeline,
and is partially funded by the City of Vista. Construction is currently underway and will continue
for several more years.
• Water Lines - Several major water lines are scheduled for construction within the next five
years:
Cannon Road east of El Camino Real
Carlsbad Boulevard - south of Avenida Encinas
College Boulevard - various sections
El Fuerte from Poinsettia Lane to Palomar Airport Road
Faraday Avenue extension
Melrose Drive from Palomar Airport Road to Faraday
Recycled Water Program - Construction of the Recycled Water Facility will continue over the
next year. This $41 million project includes construction of a four-million-gallons-per-day
treatment plant, distribution pipelines, a flow equalization storage facility, and pump stations.
Construction of the treatment plant is complete as of end of April 2004; however, timing of the
plant operations is dependent upon completion of Encina's Flow Equalization project. It is
estimated this project will be complete in April 2005, at which time the recycling facility will
become operational. The pipelines will also be completed by that time, and the pump stations
and Mahr Reservoir will become operational around July 2005.
C-7
2004-2005 CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS 2004-2005 TO BUILDOUT
The CIP for 2004-2005 to buildout outlines approximately 159 future projects at $466 million.
CIP Projects - All Future Projects
Type of Project
Civic Facilities
Streets/Circulation
Parks
Sewer
Water
Drainage
Other (loans)
Total Future
Quantity
19
54
16
25
40
5
N/A
159
Total Cost
$96,593,215
94,173,115
92,140,808
60,111,078
39,589,701
16,253,524
67,615,990
$466,477,431
Construction of City facilities such as libraries and administrative facilities, police and fire
facilities, and projects funded with Proposition C allocations (open space and trails, a swimming
pool, a safety training facility, and contributions towards the unfunded portions of Cannon Road
east of College) total $97 million of the total planned capital expenditures to buildout. The
Capital Improvement Program includes funding to construct a new Civic Center and Public
Works Center, and to reconstruct and expand the Cole Library.
Funding is also provided for the relocation of Fire Station #3 located at
Chestnut and El Camino Real, and the construction and relocation of
Fire Station #6 to a location along Ranch Santa Fe Road.
Approximately 20% of future expenditures, $94 million, is planned for street and traffic signal
construction projects. Included in this category is construction of major roadways that will add
east to west and north to south connections and provide additional routes to the neighboring
cities of Oceanside, Vista, and San Marcos. Sections of these roads are already under
construction by developers. The future street projects anticipated in the City include:
• Faraday Avenue and Melrose Drive Extensions east of El Camino Real (*) - The
formation of CFD No. 3 is targeted for August 2004, and construction of the road and
improvements is planned in the years subsequent to the formation.
• Poinsettia Lane east of El Camino Real (*) - The City and Property owners have
formed the Poinsettia Lane East Assessment District No. 2002-01 for the purpose of
financing the construction of certain street and other improvements.
• Cannon Road and College Boulevard East of El Camino Real (*) - An assessment
district has been formed and Council authorized the issuance of bonds to provide
funding for the improvements in May 2004.
(*) These roads will be constructed by developers that are required to build them in conjunction
with their development projects in those areas. Funding provided by the aforementioned
financing districts is therefore not included in the CIP.
Additional roadway projects include replacement of the Carlsbad Boulevard Encinas Creek
C-8
2004-2005 CAPITAL IMPROVEMENT PROGRAM
Bridge, several road-widening projects, and over $60 million for future pavement overlay.
Additional traffic signals are expected to cost approximately $5 million.
The third largest expenditure category is for park and recreational facility construction and
acquisition projects, which total $92 million, or 20%. Park projects planned within all quadrants
of the City are listed below in addition to the estimated year of construction:
Northeast Quadrant
Hidden Canyon Park 2004-05
Northwest Quadrant
NW Quadrant Park (Pine School) 2004-05
Community Facility (Pine School) 2010-14
Cannon Lake Park 2015-20
Hosp Grove-Buena Vista Lagoon Recreational Improvements 2015-20
Southwest Quadrant
Poinsettia Park Phase II 2010-14
Aviara Community Park 2004-05
Aviara Community Facility 2010-14
Southeast Quadrant
Alga Norte Park 2005-06
Alga Norte Aquatic Center 2005-06
Leo Carrillo Park Phase III 2015-20
Citywide Park and Recreational Projects
Municipal Golf Course 2005-06
Business Park Recreational Facility 2015-2020
Veteran's Memorial Park 2010-2020
Sewer projects are expected to cost $60 million, which includes over $40 million in sewer
replacement projects. Funding is also provided for the repayment of bonds for the expansion of
the Encina Wastewater Facility, and the Encina Water Pollution Control Facility projects.
Future water projects total about $40 million (8.5%) and include construction of
new waterlines, both potable and recycled, concurrent with new development.
Some of the major areas in which these installations or upgrades are planned
include segments of College Boulevard and El Fuerte, and along El Camino Real.
Replacement of existing potable and recycled waterlines is also included in this
category, and additional reservoirs are planned to increase storage for ultimate demands.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2004-2005 to Buildout) following this narrative.
Following the schedule of funded CIP projects is a list of projects for which no funding has been
identified at this time. Staff is investigating possible outside funding sources, such as federal
and State grants.
Unfunded Projects
• El Camino Real Widening from Cassia Road to Camino Vida Roble
• Palomar Airport Road Widening and Bridge Reconstruction
• Poinsettia Lane - Reach "E"
• Cannon Road - Reach 4 - College to City Limits
C-9
2004-2005 CAPITAL IMPROVEMENT PROGRAM
SUMMARY
The proposed 2004-2005 to Buildout CIP is being driven by the City's commitment to ensure that
facilities are available to service the developing areas as well as the current residents.
Carlsbad's philosophy has been to build quality capital facilities, which meet, and at times
exceed, Growth Management standards. Phasing projects over a period of years to match
funding availability for construction and operations is often used to meet the needs of Growth
Management. The 2004-2005 to Buildout Capital Improvement Program reflects the commitment
of Carlsbad's Council and staff to continue providing its residents with a better quality of life.
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established to manage development within the City by linking residential,
commercial, and industrial development directly to standards for availability of public services
and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Library
- Wastewater Treatment - Parks
- Circulation - Drainage
- Fire - Open Space
- Schools - Sewer Collection
- Water Distribution
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed
Carlsbad's Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed by
the rate of development and the eleven performance standards. New public facilities often
require additional staffing and other resources, which affects the Operating Budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2004-2005 CIP, compliance with the Growth Management
Plan is assured.
C-10
C-11
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2003-2004
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANE/AVIARA PKWV
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5, 13, 16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL
JULY 1,2003
UNRESERVED
BALANCE
652,205
5,078,146
3,304,294
32,973,206
26,472,040
4,521,749
47,224,449
1,390,000
67,587
316,217
10,844,364
2,226,222
719,956
1,747,320
1,300,790
1,445,177
667,453
7,951,336
33,992,248
1,397,050
1,106,000
5,154,252
32,266,072
18,972,792
305,389
7,783,846
42,352
1,880,369
8,059,803
358,132
10,093,861
14,725,000
13,050,001
298,089,678
ESTIMATED
REVENUES
334,300
2,870,247
42,213
5,090,033
10,471,582
2,700,901
1,955,370
0
1,969,499
5,637
4,022,503
43,106
54,092
52,934
582,541
257,875
700,025
1,094,823
5,498,664
0
0
2,039,522
2,450,964
4,236,406
3,240
952,059
698
35,484
3,453,321
6,558
2,600,991
24,427,256
3,536,722
81,489,565
ESTIMATED
EXPENDITURES
323,968
1,134,518
1,222,341
147,424
27,791,687
713,327
2,620,615
949,406
155,905
0
449,151
50,913
452
25,473
0
0
0
149,156
12,177,050
15,205
5
4,142,920
570,461
1,778,312
0
99,246
20,248
70,131
5,619,422
87,082
950,478
15,757,760
946,106
77,968,762
ESTIMATED
DEBT SERVICE
LOANS & OTHER
218,779
0
1,000,000
331,309
0
0
0
0
0
0
0
0
0
0
704,000
1,000,000
0
0
0
0
0
0
936,256
1,500,000
158,560
0
0
0
0
0
2,030,428
3,862,078
2,163,790
13,905,200
JUNE 30, 2004
PROJECTED
BALANCE
443,758
6,813,875
1,124,166
37,584,506
9,151,935
6,509,323
46,559,204
440,594
1,881,181
321,854
14,417,716
2,218,415
773,596
1,774,781
1,179,331
703,052
1,367,478
8,897,003
27,313,862
1,381,845
1,105,995
3,050,854
33,210,319
19,930,886
150,069
8,636,659
22,802
1,845,722
5,893,702
277,608
9,713,946
19,532,418
13,476,827
287,705,281
C-12
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2004-2005
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANE/AVIARA PKWV
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5, 13, 16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
^DEVELOPMENT VILLAGE
DEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL
JULY 1, 2004
PROJECTED
BALANCE
443,758
6,813,875
1,124,166
37,584,506
9,151,935
6,509,323
46,559,204
440,594
1,881,181
321,854
14,417,716
2,218,415
773,596
1,774,781
1,179,331
703,052
1,367,478
8,897,003
27,313,862
1,381,845
1,105,995
3,050,854
33,210,319
19,930,886
150,069
8,636,659
22,802
1,845,722
5,893,702
277,608
9,713,946
19,532,418
13,476,827
287,705,281
ESTIMATED
REVENUES
0
2,148,660
0
7,336,242
28,781
2,519,687
2,430,854
0
1,870,000
0
3,713,150
986,854
85,364
459,985
151,235
491,095
461,097
1,951,925
5,903,080
0
0
716,106
1,818,348
2,200,000
0
1,395,075
120,000
0
3,019,678
0
2,855,013
6,792,997
2,396,860
51,852,086
2003-2004
CONTINUING
APPROPR.
357,751
1,397,831
30,177
64,895
7,510,696
4,206,837
3,537,986
90,205
1,866,004
0
669,905
451,693
0
1,660,251
0
0
216,005
4,619,040
22,923,882
1,845
254,995
1,786,616
7,512,096
10,094,863
0
2,414,634
21,137
1,753,831
3,918,699
220,749
4,593,610
16,545,052
7,550,802
106,272,087
NEW
APPROPR.
0
1,190,000
925,000
210,000
0
805,000
9,033,800
350,000
1,870,000
35,000
1,037,000
1,041,854
0
0
0
0
550,000
1,365,524
6,158,308
1,380,000
851,000
0
12,309,941
2,406,014
0
1,937,708
120,000
0
3,963,000
0
853,500
159,527
3,960,488
52,512,664
2004-2005
TOTAL CIP
APPROPR.
357,751
2,587,831
955,177
274,895
7,510,696
5,011,837
12,571,786
440,205
3,736,004
35,000
1,706,905
1,493,547
0
1,660,251
0
0
766,005
5,984,564
29,082,190
1,381,845
1,105,995
1,786,616
19,822,037
12,500,877
0
4,352,342
141,137
1,753,831
7,881,699
220,749
5,447,110
16,704,579
11,511,290
158,784,751
JUNE 30, 2005
PROJECTED
BALANCE
86,007
6,374,704
168,989
44,645,853
1,670,020
4,017,173
36,418,272
389
15,177
286,854
16,423,961
1,711,722
858,960
574,515
1,330,566
1,194,147
1 ,062,571
4,864,364
4,134,752
0
0
1,980,344
15,206,630
9,630,009
150,069
5,679,391
1,665
91,891
1,031,681
56,859
7,121,848
9,620,836
4,362,397
180,772,616
C-13
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANE/AVIARA PKWV
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5, 13, 16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL CAPITAL FUNDS
2000-2001
ACTUAL
REVENUES
99,664
1,196,818
294,547
13,431,776
1,817,868
2,058,987
5,470,004
0
17,008
1,593,186
3,415,471
328,364
197,908
107,109
299,488
575,018
327,437
818,567
11,200,696
65,394
0
1,193,530
6,273,019
3,517,708
216,490
2,274,739
0
85,482
2,186,597
127,491
4,746,830
652,387
4,159,407
69,570,013
2001-2002
ACTUAL
REVENUE
1,254,130
3,850,521
200,151
8,150,245
3,268,765
2,078,795
4,278,498
0
342,827
1,070,012
3,676,384
146,865
108,709
532,417
282,916
538,255
979,445
1,177,836
6,741,413
130,718
0
800,554
9,472,325
3,171,976
7,941
1,242,674
0
52,570
2,508,640
70,313
2,546,628
16,722,716
3,457,473
79,153,030
2002-2003
ACTUAL
REVENUE
196,887
926,437
404,647
6,500,700
14,050,018
1,851,118
36,905,004
600,000
208,914
244,735
4,114,930
1,098,283
64,865
245,976
1,520,779
475,468
9,593
739,807
6,436,638
18,552
146,305
1,308,913
4,855,445
3,115,527
302,968
1,762,612
113,689
1,205,103
2,878,396
15,933
2,192,288
6,869,702
4,667,424
106,047,656
2003-2004
ESTIMATED
REVENUE
334,300
2,870,247
42,213
5,090,033
10,471,582
2,700,901
1,955,370
0
1 ,969,499
5,637
4,022,503
43,106
54,092
52,934
582,541
257,875
700,025
1,094,823
5,498,664
0
0
2,039,522
2,450,964
4,236,406
3,240
952,059
698
35,484
3,453,321
6,558
2,600,991
24,427,256
3,536,722
81,489,565
2004-2005
ESTIMATED
REVENUE
0
2,148,660
0
7,336,242
28,781
2,519,687
2,430,854
0
1,870,000
0
3,713,150
986,854
85,364
459,985
151,235
491,095
461,097
1,951,925
5,903,080
0
0
716,106
1,818,348
2,200,000
0
1 ,395,075
120,000
0
3,019,678
0
2,855,013
6,792,997
2,396,860
51,852,086
Note: Revenues include interfund loans and transfers in.
C-14
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANE/AVIARA PKWV
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5, 13, 16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
DEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL CAPITAL FUNDS
2001-2002
ACTUAL
1,136,432
1,169,980
133,140
17,048,549
1,100,912
1,874,437
1,475,917
81,387
342,827
2,449,474
842,691
296,300
3,868
204,833
424,109
624,978
130,995
394,569
5,954,871
497,112
0
332,469
9,321 ,046
2,081,600
146,114
193,236
0
113,126
5,470,554
699,451
2,494,192
533,672
1,643,575
59,882,858
2002-2003
ACTUAL
398,374
1,089,644
366,929
563,394
6,849,077
3,069,646
702,114
93,341
208,510
475,336
1,290,712
199,220
14,447
59,593
366,504
4,379,059
0
574,220
3,758,660
53,069
0
1,219,939
2,337,279
955,688
136,933
402,011
70,104
128,474
1 ,030,601
486,421
1,839,043
9,973,773
3,155,390
46,247,505
2003-2004
ESTIMATED
542,747
1,134,518
2,222,341
478,733
27,791,687
713,327
2,620,615
949,406
155,905
0
449,151
50,913
452
25,473
704,000
1,000,000
0
149,156
12,177,050
15,205
5
4,142,920
1,506,717
3,278,312
158,560
99,246
20,248
70,131
5,619,422
87,082
2,980,906
19,619,838
3,109,896
91,873,962
2003-2004
CONTINUING
APPROPR.
357,751
1,397,831
30,177
64,895
7,510,696
4,206,837
3,537,986
90,205
1,866,004
0
669,905
451,693
0
1,660,251
0
0
216,005
4,619,040
22,923,882
1,845
254,995
1,786,616
7,512,096
10,094,863
0
2,414,634
21,137
1,753,831
3,918,699
220,749
4,593,610
16,545,052
7,550,802
106,272,087
2004-2005
NEW
APPROPR.
0
1,190,000
925,000
210,000
0
805,000
9,033,800
350,000
1,870,000
35,000
1,037,000
1,041,854
0
0
0
0
550,000
1,365,524
6,158,308
1,380,000
851,000
0
12,309,941
2,406,014
0
1,937,708
120,000
0
3,963,000
0
853,500
159,527
3,960,488
52,512,664
2004-2005
TOTAL CIP
APPROPR.
357,751
2,587,831
955,177
274,895
7,510,696
5,011,837
12,571,786
440,205
3,736,004
35,000
1,706,905
1,493,547
0
1,660,251
0
0
766,005
5,984,564
29,082,190
1,381,845
1,105,995
1,786,616
19,822,037
12,500,877
0
4,352,342
141,137
1,753,831
7,881,699
220,749
5,447,110
16,704,579
11,511,290
158,784,751
C-15
C-16
C-17
Final 2004-05 Capital Improvement Program
PROJ.
ID
38311
35721
35722
36551
36851
36881
39011
36861
32441
34553
34554
34556
36341
NEW
NEW
36501
36531
38961
39411
38841
39421
38971
39431
36381
35761
38611
39361
39371
38981
39441
39241
36651
PROJECT TITLE
CIVIC PROJECTS
AMERICANS WITH DISABILITES ACT (ADA) PROJECTS
ADA - CANNON PARK
ADMINISTRATIVE FACILITIES
CIVIC CENTER
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
POLICE & FIRE FACILITIES
POLICE & FIRE CAD IMPLEMENTATION
FIRE STATION #3 RELOCATION
FIRE STATION #5 STORAGE BUILDING/RESTROOMS
FIRE STATION #6 (PERMANENT)
CITY SAFETY TRAINING FACILITY
LIBRARY FACILITIES
COLE LIBRARY EXPANSION (35%)
COLE LIBRARY EXPANSION (65%)
SOUTH CARLSBAD LIBRARY POST OCCUPANCY
MISCELLANEOUS CITYWIDE PROJECTS
COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT
COASTAL RAIL TRAIL (TEA-21)
COASTAL RAIL TRAIL
COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT
CFD#1 ADMINISTRATION
PROPOSITION C PROJECTS
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
SENIOR CENTER - CUSD ACQUISITION
SENIOR CENTER - CUSD ACQUISITION
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
VILLAGE PUBLIC RELATIONS CAMPAIGN
SUBTOTAL CIVIC PROJECTS
FACILITIES MAINTENANCE
BEACH ACCESS STAIRS REPLACEMENT
CALAVERA COMMUNITY CENTER SIDING
CHASE FIELD LIGHTING IMPROVEMENTS
COLE LIBRARY HVAC REPLACEMENT
HOLIDAY PARK - RESTROOM IMPROVEMENTS
LAGUNA RIVIERA PARK RESTROOM REPLACEMENT
SAFETY CENTER - BUILDING IMPROVEMENTS
SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT
SENIOR CENTER COURTYARD LANDSCAPING
STAGECOACH PARK PICNIC SHELTER
STAGECOACH PARK SYNTHETIC TURF
SWIM COMPLEX - FILTRATION/HEATING RENOVATIONS
TOT LOT IMPROVEMENTS
VARIOUS FACILITY CONCRETE REPAIRS
WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE
SUBTOTAL FACILITIES MAINTENANCE
PARK PROJECTS
CITYWIDE PARKS
BUSINESS PARK RECREATIONAL FACILITY
FUND
GCC
CFD#1
CFD#1
WATER REPL
SEWER REPL
GCC
PFF
GCC
PFF
GCC
CFD#1
PFF
CFD#1
FED GRNT
FED GRNT
TRANSNET/BIKE
GCC
CFD#1
GCC
GCC
REDVL VILLAGE
GCC
REDVL VILLAGE
REDVL VILLAGE
IRF
IRF
IRF
IRF
IRF
IRF
GCC
GCC
GCC
GCC
GCC
IRF
IRF
IRF
WATER REPL
ZONES
TOTAL
BUDGET
70,500
21,284,000
10,950,757
4,830,000
2,310,000
2,459,500
2,400,000
316,600
3,600,500
950,000
5,200,000
8,320,000
56,355
4,044,194
1,157,187
231,488
110,000
1,210,000
29,636,000
404,992
1,380,000
815,000
851,215
50,000
102,638,288
300,000
60,000
300,000
800,000
387,200
170,000
50,000
200,000
30,000
100,000
1,600,000
263,300
162,000
192,000
20,000
4,634,500
2,626,000
PRIOR
EXP/ENC
50,420
1,500,757
1,798,722
313,067
50,275
41,238
55,455
1,465,377
90,351
581
281,263
48,155
5,695,661
4,890
30,339
14,500
18,382
54,086
6,221
248,340
3,034
379,792
C-18
Final 2004-05 Capital Improvement Program
BALANCE
FORWARD
YEAR1
2004-2005
YEAR 2
2005-2006
YEAR 3
2006-2007
YEAR 4
2007-2008
YEARS
2008-2009
YEAR 6-10
2010-2014
BUILDOUT
2015-2020
20,080
660,778
3,533
225
908,762
900
1,014,570
851,434
21,137
109,419
123,729
1,845
3,716,412
45,110
269,661
147,700
31,618
145,914
23,779
14,960
192,000
16,966
887,708
10,642,000 10,642,000
100,000 9,350,000
4,830,000
2,310,000
2,400,000
3,550,000
5,200,000
8,320,000
1,564,247
305,753
120,000
110,000 110,000 110,000 110,000 110,000 550,000 110,000
29,636,000
1,380,000
815,000
851,215
7,945,000 16,600,000 10,752,000 10,752,000 110,000 46,957,215 110,000
250,000
60,000
40,000 760,000
225,000
170,000
100,000
1,600,000
162,000
2,382,000 985,000 ...
2,626,000
C-19
Final 2004-05 Capital Improvement Program
PROJ.
ID
39721
38661
NEW
38022
38561
36981
38011
36991
36491
39451
38641
38372
39251
34561
33381
38041
36241
36363
36363
36225
39341
39051
38721
36811
36812
36813
35281
35282
35284
35283
38391
PROJECT TITLE
CARLSBAD MUNICIPAL GOLF COURSE
LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION
VETERAN'S MEMORIAL PARK
NORTHWEST QUADRANT PARKS
CANNON LAKE PARK (6.7 ACRES)
HOSP GROVE/BUENA VISTA LAGOON REC'L IMPROVEMENTS
PARKLAND ACQUISITION
PARK SITE DEVELOPMENT - PINE
PARK SITE DEVELOPMENT - PINE COMMUNITY BUILDING
NORTHEAST QUADRANT PARKS
HIDDEN CANYON PARK (22.3 ACRES)
PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK
PARK SITE DEVELOPMENT (15 ACRES)
SOUTHWEST QUADRANT PARKS
AVIARA COMMUNITY PARK (24.25 ACRES) *
AVIARA COMMUNITY PARK COMMUNITY BUILDING
AVIARA REIMBURSEMENT AGREEMENT
PARK RESTORATION AND ACQUISITION
POINSETTIA COMMUNITY PARK - PHASE II
POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER FIELD
SOUTHEAST QUADRANT PARKS
ALGA NORTE PARK - PHASE I (30 ACRES)
ALGA NORTE PARK - PHASE II (POOL)
ALGA NORTE PARK - PHASE II (POOL) PROP C FUNDS
LEO CARRILLO PARK - PHASE I & II
LEO CARRILLO PARK - PHASE III
PARK RESTORATION AND ACQUISITION
SUBTOTAL PARK PROJECTS
DRAINAGE PROJECTS
AGUA HEDIONDA CHANNEL (PLDA "B")
AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C")
CARLSBAD BLVD STORM DRAIN REPLACEMENT
COLLEGE BLVD/CANNON RD (BJ AND CALAVERA CR. CHANNEL)
COLLEGE BLVD/CANNON RD (BASIN BJB - REIMB./PLDA "B")
COLLEGE BLVD. BRIDGE FACILITY BL (REIMB./PLDA "B")
COLLEGE BLVD.STORM DRAIN FACILITY BL (REIMB./PLDA "B")
FARADAY/MELROSE DRAINAGE FACILITIES (PLDA "B")
GABIANO LANE STORM DRAIN MODIFICATION
HIGHLAND DRIVE STORM DRAIN
MASTER PLAN UPDATE
MISCELLANEOUS MASTER DRAINAGE FACILITIES
MISCELLANEOUS ROAD SUBDRAINS
MISCELLANEOUS ROAD SUBDRAINS
MISCELLANEOUS ROAD SUBDRAINS
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B")
SOUTH CARLSBAD VILLAGE STORM DRAIN
SOUTH CARLSBAD VILLAGE STORM DRAIN
SOUTH CARLSBAD VILLAGE STORM DRAIN
SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "B")
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLD/
TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS
SUBTOTAL DRAINAGE PROJECTS
FUND
GOLF COURSE
GCC
CFD#1
PFF
PIL-NW
PIL-NW
PFF
PFF
PIL-NE
PFF
PIL-NE
PFF
PFF
PIL-SW
PIL-SW
PFF
IRF
PFF
PFF
GCC
PFF
PFF
PIL-SE
PLD
PLD
IRF
PLD
PLD
PLD
PLD
PLD
GAS TAX
PLD
PLD
PLD
GAS TAX
GCC
IRF
PLD
TRANSNET-LOC
GAS TAX
TRANSNET/STP
PLD
PLD
GCC
TOTAL
BUDGET
29,988,000
412,500
18,336,000
2,058,000
1,280,000
600,000
6,199,000
3,885,000
1,758,000
4,550,000
4,000,000
10,700,000
3,675,000
238,000
2,300,000
8,505,000
763,992
13,829,308
5,936,000
5,364,000
6,163,000
2,100,000
800,000
136,066,800
1,260,500
290,000
80,000
2,500,000
1,089,663
1,783,000
275,861
300,000
35,000
256,600
254,000
10,936,000
10,000
200,000
275,000
500,000
4,700,000
3,078,249
1,561,751
1,160,000
1,279,000
76,400
31,901,024
PRIOR
EXP/ENC
897,795
1,034,256
97,749
482
9,761,180
21,995
763,518
1,493,457
6,149,333
20,219,765
539,530
74,626
31,975
22,234
438
4,674,012
2,935,726
1,341,002
733,695
70,029
10,423,267
C-20
Final 2004-05 Capital Improvement Program
BALANCE
FORWARD
YEAR1
2004-2005
YEAR 2
2005-2006
YEAR 3
2006-2007
YEAR 4
2007-2008
YEARS
2008-2009
YEAR 6-10
2010-2014
BUILDOUT
2015-2020
90,205
85,000
4,167,744
1,660,251
4,549,518
938,820
216,005
474
11,484,543
500,000
13,667
23,706,227
720,970
215,374
2,500,000
300,000
224,625
231,766
9,562
200,000
25,988
142,523
220,749
426,305
6,371
5,224,233
350,000 28,650,000
15,000 312,500
9,168,000 9,168,000
2,058,000
1,280,000
600,000
997,000
3,885,000
4,000,000
3,675,000
2,300,000
400,000 8,105,000
851,308
5,436,000
5,364,000
2,100,000
800,000
7,977,308 34,398,500 - - - 25,433,000 24,332,000
80,000
1,089,663
1 ,783,000
275,861
35,000
10,936,000
275,000
500,000
1,279,000
1,755,524 .... 2,283,000 12,215,000
C-21
Final 2004-05 Capital Improvement Program
PROJ.
ID
34892
34112
36681
38071
36701
38851
36661
36662
NEW
33221
38911
36224
34951
36561
38731
39511
38741
35371
35381
38091
38101
38751
NEW
38401
39271
33241
39521
PROJECT TITLE
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
BUILDING IMPROVEMENTS
CAPITAL ACQUISITIONS/REPLACEMENT/REHAB
FLOW EQUALIZATION PROJECT
PHASE IV EXPANSION - DEBT SERVICE
PHASE V EXPANSION
PUMP STATION INTERFACES
STAFFING/PROF. SERVICES AND MISC.
TECHNOLOGY ENHANCEMENT
TECHNOLOGY ENHANCEMENT
SEWER COLLECTION SYSTEM
AVENIDA ENCINAS GRAVITY SEWER
BUENA VISTA LIFT STATION FORCE MAIN
BUENA VISTA LIFT STATION
CARLSBAD TRUNK SEWER REACHES VCT1A, VCT1B, VCT1C (SBA ",
EL CAMINO REAL SEWER - CHESTNUT TO TAMARACK
FARADAY AVENUE - ORION TO MELROSE SEWER
FOREST GRAVITY SEWER
FOXES SEWAGE LIFT STATION UPGRADE
HOME PLANT LIFT STATION
LA COSTA MEADOWS SEWER EXTENSION
LA GOLONDRIA SEWER EXTENSION
NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EAST SEGMENT
NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1 A
NORTH BATIQUITOS INTERCEPTOR REHABILITATION
NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS
POINSETTIA LANE SEWER RELOCATION
POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT
REMOVE EXISTING LIFT STATIONS
SEWER LIFT STATION REPAIRS AND UPGRADES
SEWER LINE REFURBISHMENTS/REPLACEMENT
SEWER MASTER PLAN/CONNECTION FEE UPDATE
SEWER MONITORING PROGRAM
SEWER MONITORING PROGRAM
3828/3583 SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN
38551
34921
38861
39491
31821
31822
38671
39501
33762
33761
39541
NEW
38421
NEW
NEW
38921
NEW
VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY
VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (\
VISTA/CARLSBAD INTERCEPTOR REACH VC11B
VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15
VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC1 1 A
VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC1 1 A
VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 AND 2
VISTA/CARLSBAD INTERCEPTOR REHAB REACHE 3
SUBTOTAL SEWER PROJECTS
WATER DISTRIBUTION SYSTEM
"D" RESERVOIR - PHASE II
"D" RESERVOIR -PHASE II
"D" RESERVOIR - BLACKRAIL ROAD IMPROVEMENTS
AVIARA PARKWAY AT PLUM TREE
CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATC
CANNON ROAD EAST OF EL CAMINO REAL
CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS
COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DF
COLLEGE BOULEVARD - CANNON TO BADGER LANE
COLLEGE BOULEVARD (16" LINE TO CANNON ROAD)
FUND
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
SEWER CONN
SEWER REPL
SEWER REPL
SEWER CONN
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
SEW BENEF
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
OTHER
SEWER REPL
SEWER REPL
SEWER REPL
SEWER CONN
SEWER REPL
SEW BENEF
TRANSNET-LOC
SEWER CONN
SEWER CONN
SEWER CONN
SEWER CONN
SEWER REPL
SEWER REPL
SEWER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
TOTAL
BUDGET
3,046,926
6,921,963
2,557,571
10,267,567
8,358,850
30,836
3,428,406
633,717
1,189,595
236,250
1 ,244,000
256,921
455,000
450,000
110,200
900,000
2,185,000
585,000
210,000
600,000
620,000
3,630,000
1,633,200
1,100,000
607,000
400,000
266,800
630,000
280,380
5,100,000
320,000
200,475
320,000
8,827,415
695,880
6,250,000
3,549,000
10,200,000
12,223,433
702,020
752,075
2,570,000
104,545,480
5,163,800
1,721,200
182,500
397,000
405,000
687,400
765,500
700,000
645,200
421,000
PRIOR
EXP/ENC
74,322
204,301
682,097
218,073
27,830
33,121
472,576
449,957
50,425
117,913
2,078,625
326,363
515,632
8,051
219,002
167,242
203,221
161,000
7,040,799
645,887
89,076
5,530
10,833,519
353,172
13,100
24,990,834
50,740
C-22
Final 2004-05 Capital Improvement Program
BALANCE
FORWARD
YEAR1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2010-2014 2015-2020
2,972,604
132,150
1,875,474
633,777
3,006
91,331
161,141
256,921
43
59,775
682,087
106,375
35,000
293,637
3,114,368
991 ,949
112,998
232,758
221,800
32,159
300,000
39,475
1,786,616
49,993
260,924
2,894,470
1,389,914
348,848
363,975
19,443,568
649,260
318,568 223,290 223,290 223,290 223,290 1,629,605 3,744,179
939,581 936,394 933,944 935,506 937,169 4,656,782 928,191
7,507,000
227,446 241,898 204,683 161,265 130,253 692,737 1,645,672
248,100 262,270 679,225
236,250
1,244,000
100,000 355,000
100,000
550,000
50,000 160,000
600,000
158,000 1,475,200
100,000
275,000
45,000
60,000 60,000 80,000 430,000
45,000
300,000 300,000 300,000 300,000 300,000 1,500,000 1,800,000
320,000
20,000 20,000 20,000 20,000 20,000 100,000 120,000
769,360 5,130,640
24,000 625,000
500,000 4,700,000 5,000,000
375,000
2,570,000
14,715,955 13,155,222 8,701,467 1,820,061 1,965,712 9,161,394 10,591,267
5,163,800
1,721,200
182,500
397,000
50,000 355,000
687,400
765,500
645,200
421,000
C-23
Final 2004-05 Capital Improvement Program
PROJ.
ID
36631
39551
NEW
34461
NEW
38441
38431
39111
39121
38161
39131
NEW
36223
NEW
39031
38211
NEW
NEW
NEW
NEW
NEW
39041
38231
38221
35311
34791
39102
39101
35851
NEW
NEW
NEW
NEW
NEW
36581
NEW
38781
38581
39231
39561
39151
38531
39001
36641
PROJECT TITLE
COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIOND/
CRESTVIEW DRIVE TRANSMISSION MAIN
DEMOLITION OF WATER FACILITIES AT PAJAMA DRIVE
DESALINATION GROUNDWATER/SEAWATER STUDY
EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH
EL CAMINO REAL BETWEEN COLLEGE AND JACKSPAR
EL CAMINO REAL CROSSING AT KELLY DRIVE
EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY Dl
EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUG/
EL CAMINO REAL/CARLSBAD VILL DR PIPELINE REPL.
ELFUERTE - NORTH OF LOKER
EL FUERTE - ALGA ROAD TO POINSETTIA LANE
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD
EL FUERTE AND CORINTIA STREET
FARADAY AVENUE - ORION TO MELROSE WATERLINE
FARADAY AVENUE EXTENSION
FOUSSAT ROAD WELL ABANDONMENT
LAKE CALAVERA RESERVOIR IMPROVEMENTS
MAERKLE PUMP STATION IMPROVEMENTS
MAERKLE PUMP STATION IMPROVEMENTS
MAERKLE RESERVOIR STORAGE (TAP #2)
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDI
MASTER PLAN UPDATE
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS STORAGE TANK REPAIRS
MISCELLANEOUS WATER RESERVOIR FENCING
OCEANSIDE INTERTIE UPGRADE
PALOMAR AIRPORT - NORTH OF OWENS
PAR/ECR PUMP STATION
PAR/ECR PUMP STATION
POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR
POINSETTIA LANE - EL CAMINO REAL TO SKIMMER CT
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
POINSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE
PRESSURE REDUCING STATION - SYCAMORE CREEK
PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE
RANCHO CARRILLO OVERSIZING/EXTENSION
RANCHO SANTA FE RD PIPELINE REPLACEMENT
SAN MARCOS BOULEVARD WEST OF SDCWA
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
TAP RESERVOIR EXTERIOR PAINTING
WATER OPERATIONS WATER PUMP PROJECT
WATER SYSTEM INTERTIE CONNECTION
SUBTOTAL WATER DISTRIBUTION SYSTEM
FUND
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
TOTAL
BUDGET
2,762,100
130,000
60,000
649,860
3,225,000
624,900
94,000
214,300
710,000
50,000
148,750
2,000,000
1,141,000
135,000
97,210
647,600
202,500
2,675,000
675,000
675,000
1 1 ,475,000
618,000
43,200
719,500
1 ,655,900
170,000
110,000
100,000
150,000
607,500
607,500
2,700,000
203,100
394,000
309,000
185,700
185,600
322,000
101,300
250,000
90,000
773,000
2,656,000
300,000
120,000
55,000
400,000
53,307,120
PRIOR
EXP/ENC
190,200
109,917
1,028,369
11,739
55,823
506,314
214,362
24,500
13,012
38,475
7,408
72,627
1,545,331
71,913
55,375
663,027
1,240
34,774
4,695,146
RECYCLED WATER PROJECTS
NEW
35861
39141
34871
36753
38881
38901
38871
CHESTNUT AVENUE RECYCLED WATER LINE
DEBT SERVICE ON STATE LOAN
I-5 RECYCLED WATER TRANSMISSION LINE
PASEO DEL NORTE RECYCLED PIPELINE REPLACEMENT
PUMP STATION REMOVAL
RECYCLED WATER PH II - FACILITY
RECYCLED WATER PH II - FLOW EQUALIZATION
RECYCLED WATER PH II - MAHR RESERVOIR IMPROV.
RECYCLED WATER PH II - PIPELINES
WATER REPL
RECL WATER
RECL WATER
WATER REPL
RECL WATER
RECL WATER
RECL WATER
RECL WATER
RECL WATER
394,000
1,561,648
140,000
660,000
400,000
12,000,018
3,536,000
1,790,000
19,810,500
19,595
30,880
1 1 ,799,809
989,645
402,662
10,518,325
C-24
Final 2004-05 Capital Improvement Program
BALANCE
FORWARD
YEAR1
2004-2005
YEAR 2
2005-2006
YEAR 3
2006-2007
YEAR 4
2007-2008
YEAR 5
2008-2009
YEAR 6-10
2010-2014
BUILDOUT
2015-2020
3,034,800
50,000
600,083
50,000
148,750
971,631
820,000
85,471
94,177
1,888,686
385,638
111,525
67,592
2,373
1,154,669
250,087
250,000
34,625
109,973
200,000
118,760
55,000
365,226
11,498,326
2,762,100
30,000 100,000
60,000
649,860
624,900
94,000
164,300
321,000
135,000
647,600
52,500
280,000
675,000
675,000
1 1 ,475,000
618,000
43,200
719,500
400,000 400,000 255,900
145,500
96,988
100,000
532,500
532,500
203,100
394,000
309,000
185,700
185,600
101,300
2,656,000
100,000
4,813,988 2,092,200 855,000 2,665,200 12,375,500 10,924,760 3,387,000
629,120
200,209
2,546,355
1,387,338
9,292,175
394,000
159,527 159,527 159,527 159,527 159,527 764,013
120,405
400,000
C-25
Final 2004-05 Capital Improvement Program
PROJ.
ID
38891
38931
33691
33692
33693
38941
39161
39021
39061
38461
39171
39181
38811
39311
38621
38991
38001
38451
36461
36211
NEW
39381
36441
39351
39391
39461
38491
38821
34061
39401
PROJECT TITLE
RECYCLED WATER PH II - PUMP STATIONS
SUBTOTAL RECYCLED WATER PROJECTS
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
TRAP SIG - ALGA ROAD AND CAZADERO
TRAP SIG - ALGA ROAD AND XANA WAY
TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO RE
TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO RE
TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO RE
TRAP SIG - CALLE BARCELONA AND PASEO ALISO
TRAP SIG - CALLE BARCELONA AND PASEO AVELLANO
TRAP SIG - CAMINO DE LOS COCHES AND CALLE ACERVO
TRAP SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE
TRAP SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAP SIG - CANNON ROAD AND CAR COUNTRY
TRAP SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAP SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS
TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVE
TRAP SIG - CARLSBAD BOULEVARD AND OAK AVENUE
TRAP SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR
TRAP SIG - CARLSBAD VILLAGE DRIVE AND CHATHAM RD.
TRAP SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA
TRAP SIG - COLLEGE BOULEVARD AND EL CAMINO REAL
TRAP SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE
TRAP SIG - COLLEGE BOULEVARD AND TAMARACK SOUTH
TRAP SIG - COLLEGE BOULEVARD AND TAMARACL NORTH
TRAP SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY
TRAP SIG - EL CAMINO REAL AND POINSETTIA LANE
TRAP SIG - EL CAMINO REAL CORRIDOR STUDY
TRAP SIG - FARADAY AND CANNON ROAD
TRAP SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRAP SIG - FARADAY AVENUE AND ORION STREET
TRAP SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAP SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAP SIG - LA COSTA AVENUE AND ESFERA STREET
TRAP SIG - LA COSTA AVENUE AND LEVANTE
TRAP SIG - LA COSTA AVENUE/NUEVA CASTILLA
TRAP SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAP SIG - MONROE STREET AND HOSP WAY
TRAP SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
TRAP SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAP SIG - POINSETTIA LANE AND BLACKRAIL ROAD
TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAP SIG - POINSETTIA LANE AND EL FUERTE STREET (REIMB)
TRAP SIG - POINSETTIA LANE AND MELROSE DRIVE
TRAP SIG - POINSETTIA LANE AND PASEO ESCUELA
TRAP SIG - POINSETTIA LANE AND SNAPDRAGON DR
TRAP SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTI
TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAP SIG - TAMARACK AVE. AND PONTIAC DRIVE
TRAP SIG - TAMARACK AVE. AND VALLEY STREET
TRAP SIG - TAMARACK AVENUE AND GARFIELD STREET
SUBTOTAL TRAFFIC SIGNAL PROJECTS
STREET PROJECTS
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROt
FUND
RECL WATER
GAS TAX
GCC
TIP
ASMT DIST
GCC
GCC
GCC
GCC
PFF
PFF
PFF
GCC
PFF
PFF
GCC
GAS TAX
GCC
GCC
GAS TAX
PFF
PFF
PFF
GCC
TRANSNET-LOC
PFF
GCC
PFF
GCC
TIP
GAS TAX
GCC
GAS TAX
GCC
GCC
PFF
GCC
PFF
GAS TAX
GCC
GCC
PFF
PFF
GAS TAX
GAS TAX
PFF
GCC
GCC
GCC
PFF
TIP
TOTAL
BUDGET
3,816,900
44,109,066
185,000
235,270
30,000
602,649
160,000
188,074
185,000
190,000
185,000
185,000
150,000
176,400
185,000
185,000
185,000
185,000
210,000
210,000
80,000
185,000
185,000
188,178
210,000
1,200,000
204,250
29,000
125,000
185,000
185,000
210,000
185,000
185,000
210,000
185,000
185,000
185,000
250,000
210,000
210,000
185,000
210,000
185,000
210,000
190,000
185,000
125,000
210,000
185,000
185,000
10,293,821
870,000
PRIOR
EXP/ENC
697,925
24,458,841
182,069
10,505
355,834
176,609
3,890
166,173
3,390
4,042
77,659
1,500
156,169
89,969
179,818
67,554
9,653
125,033
3,390
3,890
233
1,617,380
C-26
Final 2004-05 Capital Improvement Program
BALANCE
FORWARD
YEAR1
2004-2005
YEAR 2
2005-2006
YEARS
2006-2007
YEAR 4
2007-2008
YEARS
2008-2009
YEAR 6-10
2010-2014
BUILDOUT
2015-2020
3,118,975
17,174,172 159,527 1,073,932 159,527 159,527 159,527 764,013 0
53,201
19,495
246,815
160,000
11,465
186,110
150,000
10,227
206,610
205,958
2,341
186,678
53,831
1,110,031
24,432
29,000
57,446
140,347
124,967
206,610
186,110
124,767
3,496,441
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
60,000
185,000
185,000
210,000
185,000
185,000
185,000
210,000
210,000
185,000
210,000
185,000
185,000
210,000
185,000
185,000
1,110,000 185,000 185,000 - - 3,515,000 185,000
870,000
C-27
Final 2004-05 Capital Improvement Program
PROJ.
ID
36731
39221
35951
36741
39331
31842
31841
31844
31845
38141
34371
39471
39191
38541
36171
35571
36362
38791
36071
36431
39091
39081
NEW
NEW
39571
39291
36222
35931
38521
34011
39481
38111
36671
36791
38681
36892
38601
31906
39071
38801
38831
39531
39281
38951
PROJECT TITLE
BTD#2/POINSETTIA LANE - REACH C
BTD#2/POINSETTIA LANE - REACH E (PARTIAL FUNDING)
BTD#2/POINSETTIA LANE - REACHES A & B AND AVIARA PKWY
BTD#2/POINSETTIA LANE - REACHES F & G
BTD#3 CANNON ROAD - EL CAMINO TO FROST (REIMS.)
BTD#3 CANNON ROAD - FROST TO FARADAY (REIMB.)
BTD#3 CANNON ROAD WEST
BTD#3 CANNON ROAD WEST
BTD#3 CANNON ROAD WEST
CANNON ROAD REACH 4B
CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE
CARLSBAD BLVD. AT BREAKWATER ROAD - LEFT TURN LANE
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVE
CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY
CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMEN
CARLSBAD BOULEVARD RETROFIT OVER SDNR
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO
CARLSBAD VILLAGE DRIVE WIDENING
COLLEGE BLVD REACH A AND CANNON REACH 4A
COLLEGE/CANNON ASSESSMENT DISTRICT
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE
EL CAMINO REAL AND FARADAY AVENUE
EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD
EL CAMINO REAL MEDIANS
EL CAMINO REAL MEDIANS - LA COSTA
EL CAMINO REAL WIDENING - RHO CSBD DR TO SUNNY CR RD (LC
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAI
EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DR (LO
EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE (LOAN)
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT /
EL CAMINO REAL WIDENING - S CHESTNUT/S ALGA
FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS
FARADAY AVENUE MITIGATION - SOUTH OF CANNON
I-5 AND LA COSTA AVENUE AUXILLARY LANES
MELROSE DRIVE AND ALGA ROAD
OLIVENHAIN ROAD WIDENING MITIGATION MONITORING
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD
PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCT
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM
POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAI
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS
RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS
RANCHO SANTA FE ROAD NORTH - PHASE I
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
RANCHO SANTA FE ROAD SOUTH
SIDEWALK/STREET CONSTRUCTION PROGRAM
SIDEWALK/STREET CONSTRUCTION PROGRAM
TRAFFIC MONITORING PROGRAM
UNDERGROUND DIST. 17 - HARDING, ROOSEVELT
SUBTOTAL STREET PROJECTS
FUND
BTD#2
BTD#2
BTD#2
BTD#2
BTD#3
BTD#3
TRANSNET-HWY
CFD#1
TIF
TRANSNET-HWY
TIF
REDVL SCCRDA
REDVL SCCRDA
FED GRNT
PFF
GCC
GAS TAX
TRANSNET-LOC
TIF
TIF
OTHER
ASMT DIST
TIF
TIF
TIF
PFF
PFF
TRANSNET-LOC
TIF
TRANSNET-LOC
TRANSNET-LOC
TIF
TIF
OTHER
CFD#1
CFD#1
TIF
CFD#2
TIF
ASMT DIST
REDVL SCCRDA
TIF
TRANSNET-LOC
GAS TAX
IRF
ST GRANT
ASMT DIST
TIF
CFD#2
CFD#2
CFD#2
CFD#2
TIF
TIF
TIF
GCC
TOTAL
BUDGET
3,122,900
3,790,000
7,274,823
1,841,090
925,000
5,675,009
4,660,000
6,534,601
1,160,000
1,761,000
210,725
155,000
451,000
1,804,000
1,237,177
105,000
1,830,000
1,100,000
2,000,000
1,260,000
1,713,000
425,000
320,000
881,000
250,000
1,759,500
90,500
1,800,000
450,000
959,000
493,000
1,382,708
522,115
1,021,826
5,500,000
1,500,000
480,000
15,000
160,000
292,000
500,000
525,000
23,989,348
39,621,088
7,500,000
1,089,065
72,432
1,870,000
3,800,000
26,284,656
18,419,000
1,350,000
834,259
3,126,822
1,210,611
509,800
198,484,055
PRIOR
EXP/ENC
3,012,924
4,226,487
101,571
4,644,832
4,390,699
6,534,267
788,846
276,470
57,173
5
1,448,083
401,185
183,950
336,065
32,570
124,158
1,703,805
736,183
5,436,339
10,000
279,999
9,511,671
553,661
1 ,054,065
62,432
44,303
25,806,992
16,496,665
56,552
126,822
88,438,774
C-28
Final 2004-05 Capital Improvement Program
BALANCE
FORWARD
YEAR1
2004-2005
YEAR 2
2005-2006
YEARS
2006-2007
YEAR 4
2007-2008
YEAR 5
2008-2009
YEAR 6-10
2010-2014
BUILDOUT
2015-2020
109,976
548,336
739,519
30,177
269,301
334
371,154
1,484,530
153,552
254,995
105,000
381,917
698,815
166,050
88,935
635,342
90,500
96,195
522,115
285,643
63,661
5,000
12,001
480,000
1,937,677
3,137,427
0
10,000
3,755,697
477,664
1 ,922,335
1,350,000
777,707
90,61 1
21,052,166
350,000 3,440,000
2,500,000
1 ,000,000
925,000
600,000 400,000
155,000
196,000
1,804,000
1,237,177
2,000,000
1,260,000
55,000 1,308,000
320,000
140,000 708,430
250,000
150,000 850,000
450,000
959,000
493,000
1,382,708
1,500,000
480,000
160,000
500,000
45,000
3,470,000 2,600,000 2,500,000 2,600,000 1,370,000
500,000 600,000 800,000 800,000 2,230,000 15,000,000 16,000,000
2,500,000 5,000,000
35,000
1,870,000
300,000 300,000 300,000 300,000 300,000 1,500,000
70,000 70,000 70,000 70,000 70,000 350,000 420,000
509,800
9,276,508 7,390,430 5,229,000 3,770,000 3,970,000 22,637,177 36,720,000
C-29
Final 2004-05 Capital Improvement Program
PROJ.
ID PROJECT TITLE FUND
TOTAL
BUDGET
PRIOR
EXP/ENC
LOANS TO OTHER FUNDS
GAS TAX LOAN BTD#2
GAS TAX LOAN TO BTD#3 CANNON ROAD WEST
GCC LOAN TO BTD#2
GCC LOAN TO CANNON/COLLEGE
GCC LOAN TO FARADAY/MELROSE
GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES
GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION
GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION
GENERAL FUND LOAN TO PIL-SW / POINSETTIA PARK
GENERAL FUND LOAN TO SCCRDA FOR ENCINAS BRIDGE
GENERAL FUND TO GOLF COURSE FUND
PHASE II LOAN TO RECYCLED WATER
SEWER REPL TO SEW BENEF FOR LIFT STATION PUMP
SEWER REPL TO SEW BENEF FOR S AGUA HEDIONDA INTERCEPT
WATER REPLACEMENT TO WATER CONNECTION
SUBTOTAL FUTURE LOANS TO OTHER FUNDS
GAS TAX
GAS TAX
GCC
GCC
GCC
GCC
GCC
GCC
OTHER
OTHER
OTHER
WATER REPL
SEWER REPL
SEWER REPL
WATER REPL
2,643,344
1,000,000
840,000
200,000
790,854
320,000
860,000
1,250,000
550,000
451,000
17,737,200
14,500,000
7,592
5,270,000
3,000,000
49,419,990
2,643,344
1,000,000
840,000
200,000
790,854
320,000
860,000
1,250,000
550,000
255,000
2,737,200
14,500,000
7,592
5,270,000
31,223,990
LOAN REPAYMENTS
BTD#2 REPAYMENT TO GAS TAX FUND
BTD#2 REPAYMENT TO GCC
BTD#3 CANNON ROAD WEST TO GAS TAX FUND
CANNON/COLLEGE TO GCC
FARADAY/MELROSE TO GCC
GOLF COURSE FUND TO GENERAL FUND
PIL-SW TO GF FOR POINSETTIA PARK
PIL-NW TO GCC FOR MADISON ST PROPERTY PURCHASES
PIL-NW TO GCC FOR PINE SCHOOL ACQUISITION
PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION
RECYCLED WATER TO WATER REPLACEMENT
SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP
SOUTH CARLSBAD RDA REPAYMENT TO GENERAL FUND
WATER CONNECTION TO WATER REPLACEMENT
SUBTOTAL LOAN REPAYMENTS
GRAND TOTAL ALL FUNDED PROJECTS
BTD#2
BTD#2
BTD#3
OTHER
OTHER
GOLF COURSE
PIL-SW
PIL-NW
PIL-NW
PIL-SE
RECL WATER
SEW BENEF
SEW BENEF
REDVL SCCRDA
WATER CONN
2,643,344
840,000
1,000,000
200,000
790,854
17,737,200
550,000
320,000
860,000
1,250,000
14,500,000
5,270,000
7,592
451,000
3,000,000
49,419,990
784,820,134
0
212,143,450
UNFUNDED PROJECTS
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION 10,500,000
EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE 4,026,000
POINSETTIA LANE - REACH "E"7,910,000
CANNON ROAD - REACH 4 - COLLEGE TO CITY LIMITS 14,172,000
TOTAL UNFUNDED PROJECTS 36,608,000
C-30
Final 2004-05 Capital Improvement Program
BALANCE
FORWARD
YEAR1
2004-2005
YEAR 2
2005-2006
YEAR 3
2006-2007
YEAR 4
2007-2008
YEARS
2008-2009
YEAR 6-10
2010-2014
BUILDOUT
2015-2020
0
196,000
15,000,000
3,000,000
196,000 15,000,000 - - 3,000,000
0
106,199,253
2,643,344
840,000
1,000,000
200,000
790,854
17,737,200
550,000
320,000
860,000
1,250,000
7,250,000 7,250,000
2,000,000 3,270,000
7,592
451,000
3,000,000
2,180,854 8,310,000 10,500,000 320,000 - 1,000,000 27,109,136
52,512,664 99,190,284 36,381,994 19,486,788 21,580,739 122,675,559 114,649,403
C-31
C-32
Overview
i BMti «»«II!!IISJ| Sfc ^Schedule of CapitaI Projects
T 1 !.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
ASSESSMENT DISTRICTS
IGINNING FUND BALANCE (1)
REVENUES
DEVELOPERS ASSESSMENTS
TOTAL REVENUES
CAPITAL PROJECTS
COLLEGE/CANNON ASSESSMENT DISTRICT
PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE
POINSETTTA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
* TRAP SIG - AVIARA PARKWAY-POINSETT1A LANE TO EL CAMINO REAL
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
425,000
292,000
72,432
602,649
1,392,081
N/A
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++
86,007 86,007 86,007 86,007 86,007 86,007
00000 0
00000 0
00000 0
86,007 86,007 86,007 86,007 86,007 86,007
BTD NO. 2 AVIARA PARKWAY - POINSETTIA
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
BTD#2 REPAYMENT TO GAS TAX FUND
BTD#2 REPAYMENT TO GCC
T>#2/POINSETT1A LANE - REACH C
. D#2/POINSETTIA LANE - REACH E (PARTIAL FUNDING)
BTD#2/POINSETTIA LANE - REACHES A & B AND AVIARA PKWY
BTD#2/POINSETTIA LANE - REACHES F & G
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
LANE
PRIOR
YEARS
N/A
N/A
0
0
3,122,900
0
4,774,823
841,090
8,738,813
N/A
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009
5,416,044 6,374,704 7,507,857 7,621,860 7,621,860
2,148,660 1,133,153 114,003 0 0
2,148,660 1,133,153 114,003 0 0
840,000
350,000
1,190,000 0000
6,374,704 7,507,857 7,621,860 7,621,860 7,621,860
BUILDOUT
2009++
7,621,860
5,113,620
5,113,620
2,643,344
3,440,000
2,500,000
1,000,000
9,583,344
3,152,136
BTD NO. 3 CANNON ROAD WEST
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
BTD#3 CANNON ROAD - EL CAMINO TO FROST (REIMS.)
BTD#3 CANNON ROAD - FROST TO FARADAY (REIMB.)
* BTD#3 CANNON ROAD WEST TO GAS TAX FUND
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
4,675,009
0
4,675,009
N/A
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009
1,093,989 168,989 727,195 730,113 1,114,853
0 558,206 602,918 384,740 384,740
0 558,206 602,918 384,740 384,740
925,000
600,000
925,000 0 600,000 0 0
168,989 727,195 730,113 1,114,853 1,499,593
BUILDOUT
2009++
1,499,593
1,574,841
1,574,841
400,000
1,000,000
1,400,000
1,674,434
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources. C-33
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
COMMUNITY FACILITIES DISTRICT NO.
IGINNING FUND BALANCE (1)
REVENUES
DEVELOPER SPECIAL TAXES
TOTAL REVENUES
CAPITAL PROJECTS
* BTD#3 CANNON ROAD WEST
CFD#1 ADMINISTRATION
CIVIC CENTER
* COLE LIBRARY EXPANSION (35%)
FARADAY AVENUE MITIGATION - SOUTH OF CANNON
1-5 AND LA COSTA AVENUE AUXILLARY LANES
* PUBLIC WORKS CENTER
SOUTH CARLSBAD LIBRARY POST OCCUPANCY
VETERAN'S MEMORIAL PARK
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
1 (CFD 1)
PRIOR
YEARS
N/A
N/A
6,534,601
0
0
0
5,500,000
0
1,500,757
56,355
0
13,591,713
N/A
YEAR1
2004-2005
37,519,611
7,336,242
7,336,242
110,000
100,000
210,000
44,645,853
YEAR 2
2005-2006
44,645,853
4,888,711
4,888,711
110,000
9,350,000
9,460,000
40,074,564
YEAR 3
2006-2007
40,074,564
3,829,559
3,829,559
110,000
10,642,000
10,752,000
33,152,123
YEAR 4 YEAR 5
2007-2008 2008-2009
33,152,123 25,125,664
2,725,541 2,834,136
2,725,541 2,834,136
110,000 110,000
10,642,000
10,752,000 110,000
25,125,664 27,849,800
BUILDOUT
2009++
27,849,800
6,601,597
6,601,597
660,000
5,200,000
1,500,000
18,336,000
25,696,000
8,755,397
RANCHO SANTA FE ROAD PROJECT (CFD 2)
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER SPECIAL TAXES/OTHER AGENCIES
TOTAL REVENUES
CAPITAL PROJECTS
OLJVENHAIN ROAD WIDENING MITIGATION MONITORING
RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS
RANCHO SANTA FE ROAD NORTH - PHASE I
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
RANCHO SANTA FE ROAD SOUTH
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
15,000
3,800,000
26,284,656
18,419,000
1,350,000
49,868,656
N/A
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++
1,641,239 1,670,020 1,728,984 2,419,130 2,830,130 3,078,380
28,781 58,964 690,146 411,000 248,250 628,900
28,781 58,964 690,146 411,000 248,250 628,900
0 00000
1,670,020 1,728,984 2,419,130 2,830,130 3,078,380 3,707,280
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-34
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GAS TAX FUND
'GINNING FUND BALANCE (1)
REVENUES
GAS TAXES
LOAN REPAYMENTS
TOTAL REVENUES
CAPITAL PROJECTS
CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT
GABIANO LANE STORM DRAIN MODIFICATION
GAS TAX LOAN BTD#2
GAS TAX LOAN TO BTD#3 CANNON ROAD WEST
* MISCELLANEOUS ROAD SUBDRAINS
* PAVEMENT MANAGEMENT PROGRAM
* SOUTH CARLSBAD VILLAGE STORM DRAIN
TRAP SIG - ALGA ROAD AND CAZADERO
TRAP SIG - CARLSBAD BOULEVARD AND OAK AVENUE
TRAP SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA
TRAP SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAP SIG - LA COSTA AVENUE AND ESFERA STREET
TRAP SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAP SIG - POINSETTIA LANE AND PASEO ESCUELA
TRAP SIG - POINSETTIA LANE AND SNAPDRAGON DR
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,830,000
0
2,643,344
1,000,000
10,000
3,691,088
3,078,249
0
0
80,000
150,000
0
0
210,000
190,000
12,882,681
N/A
YEAR1
2004-2005
2,302,486
1,650,000
869,687
2,519,687
35,000
500,000
60,000
210,000
805,000
4,017,173
YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009++
4,017,173 4,932,173 5,697,173 6,697,173 6,517,173
1,700,000 1,750,000 1,800,000 1,850,000 23,510,000
000 200,000 3,643,344
1,700,000 1,750,000 1,800,000 2,050,000 27,153,344
600,000 800,000 800,000 2,230,000 31,000,000
185,000
185,000
185,000
785,000 985,000 800,000 2,230,000 31,185,000
4,932,173 5,697,173 6,697,173 6,517,173 2,485,517
GENERAL CAPITAL CONSTRUCTION (GCC)
BEGINNING FUND BALANCE (1)
REVENUES
LOAN REPAYMENTS & OTHER
TOTAL REVENUES
CAPITAL PROJECTS
ADA - CANNON PARK
* ALGA NORTE PARK - PHASE II (POOL) PROP C FUNDS
CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY
CITY SAFETY TRAINING FACILITY
* COASTAL RAIL TRAIL -CORRIDOR ENHANCEMENT
FIRE STATION #5 STORAGE BUILDING/RESTROOMS
GCC LOAN TO BTD#2
GCC LOAN TO CANNON/COLLEGE
GCC LOAN TO FARADAY/MELROSE
GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES
GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION
GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION
LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION
* MISCELLANEOUS ROAD SUBDRAINS
POLICE & FIRE CAD IMPLEMENTATION
* PROPOSITION C PROJECTS
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
SAFETY CENTER - BUILDING IMPROVEMENTS
SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT
* SENIOR CENTER - CUSD ACQUISITION
SENIOR CENTER COURTYARD LANDSCAPING
TAGECOACH PARK PICNIC SHELTER
AGECOACH PARK SYNTHETIC TURF
TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS
TRAF SIG - ALGA ROAD AND XANA WAY
(continued on next page)
PRIOR
YEARS
N/A
N/A
70,500
0
105,000
950,000
110,000
316,600
840,000
200,000
790,854
320,000
860,000
1,250,000
85,000
200,000
2,459,500
0
404,992
50,000
200,000
0
30,000
0
0
76,400
235,270
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++
43,021,218 36,418,272 37,165,772 38,415,772 38,735,772 38,735,772
2,430,854 1,060,000 1,250,000 320,000 0 0
2,430,854 1,060,000 1,250,000 320,000 0 0
5,364,000
15,000 312,500
29,636,000
815,000
100,000
1,600,000
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-35
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
CAPITAL PROJECTS (continued from previous page)
TRAP SIG - AVIARA PARKWAY-POINSETTTA LANE TO EL CAMINO REAL
TRAP SIG - CALLE BARCELONA AND PASEO ALJSO
, RAF SIG - CAMINO DE LOS COCHES AND CALLE ACERVO
TRAP SIG - CANNON ROAD AND CAR COUNTRY
TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVE
TRAP SIG - CARLSBAD VILLAGE DRIVE AND CHATHAM RD.
TRAP SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR
TRAP SIG - COLLEGE BOULEVARD AND TAMARACL NORTH
TRAP SIG - EL CAMINO REAL CORRIDOR STUDY
TRAP SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRAP SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAP SIG - LA COSTA AVENUE AND LEVANTE
TRAP SIG - LA COSTA AVENUE AND NUEVA CASTILLA
TRAP SIG - MONROE STREET AND HOSP WAY
TRAP SIG - POINSETTIA LANE AND BLACKRAIL ROAD
TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAP SIG - TAMARACK AVE. AND PONTIAC DRIVE
TRAP SIG - TAMARACK AVE. AND VALLEY STREET
UNDERGROUND DIST. 17 - HARDING, ROOSEVELT
160,000
188,074
0
190,000
176,400
0
210,000
210,000
210,000
29,000
0
0
0
0
0
0
0
125,000
0
0
0
11,052,590
N/A
185,000
185,000
185,000
185,000
210,000
185,000
185,000
210,000
185,000
210,000
185,000
509,800
9,033,800 312,500 000 31,116,000
36,418,272 37,165,772 38,415,772 38,735,772 38,735,772 7,619,772
GOLF COURSE FUND
BEGINNING FUND BALANCE (1)
"VENUES
_JLF COURSE REVENUE
TOTAL REVENUES
CAPITAL PROJECTS
CARLSBAD MUNICIPAL GOLF COURSE
GOLF COURSE FUND TO GENERAL FUND
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
988,000
0
988,000
N/A
YEAR1
2004-2005
350,389
0
0
350,000
350,000
389
YEAR 2
2005-2006
389
28,650,000
28,650,000
28,650,000
28,650,000
389
YEARS YEAR 4 YEARS BUILDOUT
2006-2007 2007-2008 2008-2009 2009++
389 389 389 389
000 17,737,200
000 17,737,200
17,737,200
000 17,737,200
389 389 389 389
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-36
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GRANTS - FEDERAL
iGINNING FUND BALANCE (1)
REVENUES
TEA 21 TEA (COASTAL RAIL TRAIL)
TEA 21 CMAQ (COASTAL RAIL TRAIL)
HBBR GRANT (RANCHO SANTA FE ROAD)
TOTAL REVENUES
CAPITAL PROJECTS
* CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT
* COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT
* COASTAL RAIL TRAIL CTEA-21)
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
2,479,947
851,434
3,331,381
N/A
YEAR1
2004-2005
15,177
305,753
1 ,564,247
1,870,000
1,564,247
305,753
1,870,000
15,177
YEAR 2 YEAR 3 YEAR 4
2005-2006 2006-2007 2007-2008
15,177 15,177 15,177
1,804,000
1,804,000 0 0
1,804,000
1,804,000 0 0
15,177 15,177 15,177
YEAR 5 BUILDOUT
2008-2009 2009++
15,177 15,177
0 0
0 0
15,177 15,177
GRANTS - STATE
BEGINNING FUND BALANCE (1)
REVENUES
GRANT REVENUE
TOTAL REVENUES
CAPITAL PROJECTS
VEMENT MANAGEMENT PROGRAM
JTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,054,065
1,054,065
N/A
YEAR1
2004-2005
321,854
0
0
35,000
35,000
286,854
YEAR 2 YEAR 3
2005-2006 2006-2007
286,854 286,854
0 0
0 0
0 0
286,854 286,854
YEAR 4
2007-2008
286,854
0
0
0
286,854
YEARS
2008-2009
286,854
0
0
0
286,854
BUILDOUT
2009++
286,854
0
0
0
286,854
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-37
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R)
"GINNING FUND BALANCE (1)
REVENUES
GENERAL FUND TRANSFER
TOTAL REVENUES
CAPITAL PROJECTS
BEACH ACCESS STAIRS REPLACEMENT
CALAVERA COMMUNITY CENTER SIDING
CARLSBAD BLVD STORM DRAIN REPLACEMENT
CHASE FIELD LIGHTING IMPROVEMENTS
COLE LIBRARY HVAC REPLACEMENT
HOLIDAY PARK - RESTROOM IMPROVEMENTS
LACUNA RIVIERA PARK RESTROOM REPLACEMENT
* MISCELLANEOUS ROAD SUBDRAINS
* PAVEMENT MANAGEMENT PROGRAM
POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER HELD
SWIM COMPLEX - FILTRATION/HEATING RENOVATIONS
TOT LOT IMPROVEMENTS
VARIOUS FACILITY CONCRETE REPAIRS
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
50,000
0
0
300,000
0
162,200
0
0
0
763,992
263,300
0
192,000
1,731,492
N/A
YEAR 1 YEAR 2
2004-2005 2005-2006
13,747,811 16,423,961
3,713,150 3,824,545
3,713,150 3,824,545
250,000
60,000
80,000
40,000 760,000
225,000
170,000
275,000
162,000
1,037,000 985,000
16,423,961 19,263,506
YEAR 3 YEAR 4 YEARS BUILDOUT
2006-2007 2007-2008 2008-2009 2009++
19,263,506 23,202,786 27,260,246 31,439,429
3,939,281 4,057,459 4,179,183 45,700,000
3,939,281 4,057,459 4,179,183 45,700,000
7,500,000
000 7,500,000
23,202,786 27,260,246 31,439,429 69,639,429
OTHER
BEGINNING FUND BALANCE (1)
•VENUES
,cNERAL FUND TRANSFERS/LOANS
TOTAL REVENUES
CAPITAL PROJECTS
CANNON/COLLEGE TO GCC
COLLEGE BLVD REACH A AND CANNON REACH 4A
FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS
FARADAY/MELROSE TO GCC
GENERAL FUND LOAN TO PIL SW - POINSETTIA PARK
GENERAL FUND LOAN TO SCCRDA FOR ENCINAS BRIDGE
GENERAL FUND TO GOLF COURSE FUND
REMOVE EXISTING LIFT STATIONS
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
350,000
1,021,826
0
550,000
255,000
2,737,200
0
4,914,026
N/A
YEAR1
2004-2005
1,766,722
986,854
986,854
55,000
790,854
196,000
1,041,854
1,711,722
YEAR 2
2005-2006
1,711,722
15,060,000
15,060,000
200,000
1,308,000
15,000,000
60,000
16,568,000
203,722
YEAR 3
2006-2007
203,722
60,000
60,000
60,000
60,000
203,722
YEAR 4 YEAR 5
2007-2008 2008-2009
203,722 203,722
80,000 0
80,000 0
80,000
80,000 0
203,722 203,722
BUILDOUT
2009++
203,722
430,000
430,000
430,000
430,000
203,722
PARK FEE ZONES 5,13,16
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
REVENUES
DEVELOPER FEES
TOTAL REVENUES N/A
CAPITAL PROJECTS
BUSINESS PARK RECREATIONAL FACILITY 0
TOTAL PROJECT EXPENDITURES 0
1DING FUND BALANCE N/A
YEAR1
2004-2005
773,596
85,364
85,364
0
858,960
YEAR 2
2005-2006
858,960
137,544
137,544
0
996,504
YEAR 3
2006-2007
996,504
197,551
197,551
0
1,194,054
YEAR 4
2007-2008
1,194,054
143,751
143,751
0
1,337,805
YEARS
2008-2009
1,337,805
143,751
143,751
0
1,481,556
BUILDOUT
2009++
1,481,556
1,440,592
1,440,592
2,626,000
2,626,000
296,148
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-38
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
PARK-IN-LIEU NE
^GINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
HIDDEN CANYON PARK (22.3 ACRES)
PARK SITE DEVELOPMENT (15 ACRES)
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,758,000
0
1,758,000
N/A
YEAR1
2004-2005
114,530
459,985
459,985
0
574,515
YEAR 2
2005-2006
574,515
191,105
191,105
0
765,620
YEAR 3
2006-2007
765,620
453,319
453,319
0
1,218,939
YEAR 4
2007-2008
1,218,939
191,105
191,105
0
1,410,043
YEARS
2008-2009
1,410,043
191,105
191,105
0
1,601,148
BUILDOUT
2009++
1,601,148
2,481,309
2,481,309
4,000,000
4,000,000
82,457
PARK-IN-LIEU NW
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
HOSP GROVE/BUENA VISTA LAGOON RECL IMPROVEMENTS
PARKLAND ACQUISITION
PIL=NW TO GCC FOR MADISON ST PROPERTY PURCHASES
PIL-NW TO GCC FOR PINE SCHOOL ACQUISITION
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
0
0
0
0
N/A
YEAR1
2004-2005
1,179,331
151,235
151,235
0
1,330,566
YEAR 2
2005-2006
1,330,566
109,720
109,720
860,000
860,000
580,286
YEARS
2006-2007
580,286
269,851
269,851
0
850,138
YEAR 4
2007-2008
850,138
62,273
62,273
320,000
320,000
592,411
YEARS
2008-2009
592,411
121,581
121,581
0
713,992
BUILDOUT
2009++
713,992
1,619,108
1,619,108
1,280,000
600,000
1,880,000
453,101
PARK-IN-LIEU SE
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
PARK RESTORATION AND ACQUISITION
PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
0
0
N/A
YEAR1
2004-2005
703,052
491,095
491,095
0
1,194,147
YEAR 2
2005-2006
1,194,147
491,095
491,095
0
1,685,242
YEAR 3
2006-2007
1,685,242
457,763
457,763
1,250,000
1,250,000
893,005
YEAR 4
2007-2008
893,005
0
0
0
893,005
YEARS
2008-2009
893,005
0
0
0
893,005
BUILDOUT
2009++
893,005
0
0
800,000
800,000
93,005
PARK-IN-LIEU SW
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
AVIARA REIMBURSEMENT AGREEMENT
PARK RESTORATION AND ACQUISITION
OIL SW TO GF FOR POINSETTIA PARK
)TAL PROJECT EXPENDITURES
PRIOR
YEARS
N/A
N/A
238,000
0
0
238,000
N/A
YEAR1
2004-2005
1,151,473
461,097
461,097
550,000
550,000
1,062,570
YEAR 2
2005-2006
1,062,570
298,880
298,880
0
1,361,450
YEAR 3
2006-2007
1,361,450
32,222
32,222
0
1,393,672
YEAR 4
2007-2008
1,393,672
2,222
2,222
0
1,395,895
YEARS
2008-2009
1,395,895
2,222
2,222
0
1,398,117
BUILDOUT
2009++
1,398,117
988,857
988,857
2,300,000
2,300,000
86,974
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-39
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
PLANNED LOCAL DRAINAGE AREA FEES (PLDA)
•^GINNING FUND BALANCE (1)_
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
AGUA HEDIONDA CHANNEL (PLDA "B")
AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C")
COLLEGE BLVD. BRIDGE FACILITY BL (REIMB./PLDA "B")
COLLEGE BLVD.STORM DRAIN FACILITY BL (REIMB./PLDA "B")
COLLEGE BLVD/CANNON RD (BASIN BJB - REIMB./PLDA "B")
COLLEGE BLVD/CANNON RD (BJ AND CALAVERA CR. CHANNEL)
FARADAY/MELROSE DRAINAGE FACILITIES (PLDA "B")
HIGHLAND DRIVE STORM DRAIN
MASTER PLAN UPDATE
MISCELLANEOUS MASTER DRAINAGE FACILITIES
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B")
* SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "B")
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA "B")
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,260,500
290,000
0
0
0
2,500,000
300,000
256,600
254,000
0
0
1,160,000
0
6,021,100
N/A
YEAR 1 YEAR 2
2004-2005 2005-2006
4,277,963 4,864,364
1,951,925 1,419,895
1,951,925 1,419,895
275,861
1,089,663
1,365,524 0
4,864,364 6,284,259
YEAR 3 YEAR 4 YEARS BUILDOUT
2006-2007 2007-2008 2008-2009 2009+ +
6,284,259 7,469,419 7,916,473 8,469,225
1,185,160 447,054 552,752 6,966,960
1,185,160 447,054 552,752 6,966,960
1,783,000
10,936,000
500,000
1,279,000
000 14,498,000
7,469,419 7,916,473 8,469,225 938,185
PUBLIC FACILITY FEE FUND (PFF)
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
PROP 12 AND PROP 40 GRANT FUNDS
TOTAL REVENUES
.PITAL PROJECTS
ALGA NORTE PARK - PHASE I (30 ACRES)
* ALGA NORTE PARK - PHASE II (POOL)
AVIARA COMMUNITY PARK (24.25 ACRES) *
AVIARA COMMUNITY PARK COMMUNITY BUILDING
CANNON LAKE PARK (6.7 ACRES)
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
* COLE LIBRARY EXPANSION (65%)
EL CAMINO REAL MEDIANS
EL CAMINO REAL MEDIANS - LA COSTA
FIRE STATION #3 RELOCATION
FIRE STATION #6 - (PERMANENT)
LEO CARRILLO PARK - PHASE I & II
LEO CARRILLO PARK - PHASE III
PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK
PARK SITE DEVELOPMENT - PINE
PARK SITE DEVELOPMENT - PINE COMMUNITY BUILDING
POINSETTIA COMMUNITY PARK - PHASE II
TRAP SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE
TRAP SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAP SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE
TRAF SIG - COLLEGE BOULEVARD AND TAMARACK SOUTH
TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE
TRAF SIG - FARADAY AND CANNON ROAD
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET (REIMS)
TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTH)
\F SIG - TAMARACK AVENUE AND GARFIELD STREET
/TAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
12,978,000
500,000
10,700,000
0
0
0
0
759,500
90,500
0
50,500
6,163,000
0
4,550,000
5,202,000
0
0
0
0
150,000
0
0
0
0
188,178
204,250
125,000
0
250,000
0
0
0
0
41,910,928
N/A
YEAR 1 YEAR 2
2004-2005 2005-2006
4,389,980 4,134,752
5,903,080 5,197,810
0 0
5,903,080 5,197,810
851,308
5,436,000
150,000
3,550,000
997,000
400,000
210,000
6,158,308 5,436,000
4,134,752 3,896,562
YEAR 3 YEAR 4 YEARS BUILDOUT
2006-2007 2007-2008 2008-2009 2009+ +
3,896,562 8,397,788 11,566,279 13,984,233
4,501,225 1,551,741 2,417,954 18,963,887
0 1,616,750 0 0
4,501,225 3,168,491 2,417,954 18,963,887
3,675,000
2,058,000
1,237,177
8,320,000
850,000
2,400,000
2,100,000
3,885,000
8,105,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
185,000
000 34,480,177
8,397,788 11,566,279 13,984,233 (1,532,056)
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-40
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
REDEVELOPMENT - VILLAGE
EGINNING FUND BALANCE (1)
REVENUES
TAX INCREMENT AND LOANS
TOTAL REVENUES
CAPITAL PROJECTS
* SENIOR CENTER - CUSD ACQUISITION
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
VILLAGE PUBLIC RELATIONS CAMPAIGN
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
0
50,000
50,000
N/A
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++
1,380,000 0000 0
0 0000 851,215
0 0000 851,215
1,380,000
851,215
1,380,000 0 000 851,215
0 0000 0
REDEVELOPMENT - SCCRDA
BEGINNING FUND BALANCE (1)
REVENUES
TAX INCREMENT AND LOANS
TOTAL REVENUES
CAPITAL PROJECTS
CARLSBAD BLVD. AT BREAKWATER ROAD - LEFT TURN LANE
* CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION
SOUTH CARLSBAD RDA REPAYMENT TO GENERAL FUND
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
255,000
0
0
255,000
N/A
YEAR1
2004-2005
851,000
0
0
155,000
196,000
500,000
851,000
0
YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009++
0000 0
0 000 451,000
0 000 451,000
451,000
0 000 451,000
0000 0
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-41
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
SEWER BENEFIT AREA FEES (SBA)
EGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
CARLSBAD TRUNK SEWER REACHES VCT1A, VCT1B, VCT1C (SBA "A")
SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP
SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
0
0
8,827,415
8,827,415
N/A
YEAR 1 YEAR 2 YEAR 3
2004-2005 2005-2006 2006-2007
1,264,238 1,980,344 2,892,870
716,106 912,526 799,240
716,106 912,526 799,240
2,000,000
0 0 2,000,000
1,980,344 2,892,870 1,692,110
YEAR 4
2007-2008
1,692,110
341,790
341,790
100,000
100,000
1,933,900
YEARS
2008-2009
1,933,900
341,790
341,790
355,000
355,000
1,920,690
BUILDOUT
2009++
1,920,690
3,546,846
3,546,846
3,270,000
7,592
3,277,592
2,189,944
*
*
*
*
*
*
SEWER CONNECTION FEE FUND
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
OTHER AGENCY CONTRIBUTIONS (VISTA)
TOTAL REVENUES
CAPITAL PROJECTS
BUENA VISTA LIFT STATION
BUENA VISTA LIFT STATION FORCE MAIN
•=LOW EQUALIZATION PROJECT
PHASE V EXPANSION
SEWER MONITORING PROGRAM
TECHNOLOGY ENHANCEMENT
VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12
VISTA/CARLSBAD INTERCEPTOR REACH VC11B
VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15
VISTA/CARLSBAD INTERCEPTOR REACH VC5A, SB TO VC11A
VISTA/CARLSBAD INTERCEPTOR REHAB REACHE 3
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
256,921
0
2,557,571
0
851,850
200,475
633,717
350,000
2,900,000
0
12,223,433
0
19,973,967
YEAR1
2004-2005
25,698,223
1,318,348
500,000
1,818,348
939,581
7,507,000
769,360
24,000
500,000
2,570,000
12,309,941
N/A 15,206,630
YEAR 2
2005-2006
15,206,630
1,394,588
4,115,250
5,509,838
936,394
5,130,640
625,000
4,700,000
11,392,034
9,324,434
YEAR 3 YEAR 4 YEAR 5
2006-2007 2007-2008 2008-2009
9,324,434 8,682,743 8,415,754
1,177,003 668,518 650,686
4,115,250 0 0
5,292,253 668,518 650,686
933,944 935,506 937,169
5,000,000
5,933,944 935,506 937,169
8,682,743 8,415,754 8,129,271
BUILDOUT
2009++
8,129,271
4,585,018
0
4,585,018
1,244,000
5,584,973
6,828,973
5,885,316
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources. C-42
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
SEWER REPLACEMENT FUND
EGINNING FUND BALANCE (1)
REVENUES
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUES
CAPITAL PROJECTS
AVENIDA ENdNAS GRAVITY SEWER
BUILDING IMPROVEMENTS
CAPITAL ACQUISmONS/REPLACEMENT/REHAB
EL CAMINO REAL SEWER - CHESTNUT TO TAMARACK
FARADAY AVENUE - ORION TO MELROSE SEWER
FOREST GRAVITY SEWER
FOXES SEWAGE LIFT STATION UPGRADE
HOME PLANT LIFT STATION
LA COSTA MEADOWS SEWER EXTENSION
LA GOLONDRIA SEWER EXTENSION
NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT
NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EAST SEGMENT
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A
NORTH BATTQUITOS INTERCEPTOR REHABILITATION
NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS
POINSETTIA LANE SEWER RELOCATION
POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT
* PUBLIC WORKS CENTER
PUMP STATION INTERFACES
SEWER LIFT STATION REPAIRS AND UPGRADES
SEWER LINE REFURBISHMENTS/REPLACEMENT
SEWER MASTER PLAN/CONNECTION FEE UPDATE
* SEWER MONITORING PROGRAM
WER REPL TO SEW BENEF FOR LIFT STATION PUMP
jEWER REPL TO SEW BENEF FOR S AGUA HEDIONDA INTERCEPTOR
STAFFING/PROF. SERVICES AND MISC.
* TECHNOLOGY ENHANCEMENT
* VISTA/ CARLSBAD INTERCEPTOR REACH VC5A, SB TO VC11A
* VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 AND 2
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
3,046,926
336,451
450,000
110,200
800,000
2,185,000
35,000
0
0
3,630,000
620,000
0
1,000,000
332,000
400,000
221,800
0
30,836
235,380
300,000
0
0
7,592
5,270,000
124,452
0
702,020
377,075
20,214,732
N/A
YEAR1
2004-2005
9,836,023
2,200,000
0
2,200,000
318,568
100,000
550,000
50,000
100,000
275,000
45,000
45,000
300,000
20,000
227,446
375,000
2,406,014
9,630,009
YEAR 2
2005-2006
9,630,009
2,200,000
0
2,200,000
223,290
160,000
600,000
158,000
2,310,000
300,000
20,000
241,898
4,013,188
7,816,821
YEAR 3 YEAR 4 YEAR 5
2006-2007 2007-2008 2008-2009
7,816,821 9,309,298 10,804,743
2,200,000 2,200,000 2,200,000
2,000,000 0 0
4,200,000 2,200,000 2,200,000
236,250
223,290 223,290 223,290
1,475,200
300,000 300,000 300,000
20,000 20,000 20,000
204,683 161,265 130,253
248,100
2,707,523 704,555 673,543
9,309,298 10,804,743 12,331,200
BUILDOUT
2009++
12,331,200
24,200,000
3,277,592
27,477,592
5,373,784
3,300,000
320,000
220,000
2,338,409
941,495
12,493,688
27,315,104
TDA - LOCAL TRANSPORATATION FUNDS
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
REVENUES
TDA GRANT
TOTAL REVENUES N/A
CAPITAL PROJECTS
TOTAL PROJECT EXPENDITURES 0
ENDING FUND BALANCE N/A
YEAR 1 YEAR 2
2004-2005 2005-2006
150,069 150,069
0 0
0 0
0 0
150,069 150,069
YEAR 3
2006-2007
150,069
0
0
0
150,069
YEAR 4
2007-2008
150,069
0
0
0
150,069
YEARS
2008-2009
150,069
0
0
0
150,069
BUILDOUT
2009++
150,069
0
0
0
150,069
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources. C-43
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
TRAFFIC IMPACT FEES (TIP)
EGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
MISC. REIMBURSEMENTS
TOTAL REVENUES
CAPITAL PROJECTS
AVENIDA ENCINAS WIDENING - SOLTTH OF PALOMAR AIRPORT ROAD
* BTD#3 CANNON ROAD WEST
CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO
CARLSBAD VILLAGE DRIVE WIDENING
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE
EL CAMINO REAL AND FARADAY AVENUE
EL CAMINO REAL AT AVIARA PARKWAY/ ALGA ROAD
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD
EL CAMINO REAL WIDENING - S CHESTNUT/S ALGA
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE.
MELROSE DRIVE AND ALGA ROAD
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN)
* SIDEWALK/STREET CONSTRUCTION PROGRAM
* SIDEWALK/STREET CONSTRUCTION PROGRAM
* TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAF SIG - FARADAY AVENUE AND ORION STREET
TRAFFIC MONITORING PROGRAM
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
1,160,000
210,725
0
0
0
32,570
0
0
522,115
0
0
0
480,000
0
834,259
126,822
30,000
0
90,611
3,487,102
N/A
YEAR 1 YEAR 2 YEAR 3
2004-2005 2005-2006 2006-2007
6,222,025 5,679,392 6,281,248
1,395,075 1,680,286 1,648,903
000
1,395,075 1,680,286 1,648,903
140,000 708,430
1,382,708
45,000
300,000 300,000 300,000
70,000 70,000 70,000
1,937,708 1,078,430 370,000
5,679,392 6,281,248 7,560,151
YEAR 4 YEAR 5 BUILDOUT
2007-2008 2008-2009 2009++
7,560,151 8,159,106 8,847,139
968,955 1,058,034 7,811,543
0 0 357,000
968,955 1,058,034 8,168,544
870,000
2,000,000
1,260,000
320,000
250,000
450,000
480,000
160,000
1,870,000
300,000 300,000 1,500,000
185,000
70,000 70,000 770,000
370,000 370,000 10,115,000
8,159,106 8,847,139 6,900,683
TRANSNET/ BICYCLE
BEGINNING FUND BALANCE (1)
REVENUES
TRANSNET REVENUE
TOTAL REVENUES
CAPITAL PROJECTS
* COASTAL RAIL TRAIL
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
111,488
111,488
N/A
YEAR1
2004-2005
1,665
120,000
120,000
YEAR 2 YEAR 3
2005-2006 2006-2007
1,665 1,665
0 0
0 0
YEAR 4 YEAR 5
2007-2008 2008-2009
1,665 1,665
0 0
0 0
BUILDOUT
2009++
1,665
0
0
120,000
120,000
1,665
0 0
1,665 1,665
0 0
1,665 1,665
0
1,665
TRANSNET/HIGHWAY
BEGINNING FUND BALANCE (1)
REVENUES
TRANSNET REVENUE
TOTAL REVENUES
CAPITAL PROJECTS
* BTD#3 CANNON ROAD WEST
CANNON ROAD REACH 4B
TOTAL PROJECT EXPENDITURES
-NDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
4,660,000
1,761,000
6,421,000
N/A
YEAR 1 YEAR 2 YEAR 3
2004-2005 2005-2006 2006-2007
91,891 91,891 91,891
000
000
000
91,891 91,891 91,891
YEAR 4 YEAR 5
2007-2008 2008-2009
91,891 91,891
0 0
0 0
0 0
91,891 91,891
BUILDOUT
2009++
91,891
0
0
0
91,891
(1) Equal to projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-44
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
TRANSNET-LOCAL
EGINNING FUND BALANCE (1)
REVENUES
TRANSPORTATION TAXES
TOTAL REVENUES
CAPITAL PROJECTS
CARLSBAD BOULEVARD RETROFIT OVER SDNR
EL CAMINO REAL WIDENING - RHO CSBD DR TO SUNNY CR RD (LOAN)
EL CAMINO REAL WIDENING - USA STREET TO CRESTVIEW DR (LOAN)
EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE (LOAN)
* PAVEMENT MANAGEMENT PROGRAM
* SOUTH CARLSBAD VILLAGE STORM DRAIN
TRAF SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY
VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,100,000
1,800,000
0
0
11,449,348
4,700,000
1,200,000
695,880
20,945,228
N/A
YEAR 1
2004-2005
1,975,003
3,019,678
3,019,678
493,000
3,470,000
3,963,000
1,031,681
YEAR 2
2005-2006
1,031,681
2,550,000
2,550,000
2,600,000
2,600,000
981,681
YEAR 3
2006-2007
981,681
3,609,000
3,609,000
959,000
2,500,000
3,459,000
1,131,681
YEAR 4
2007-2008
1,131,681
2,450,000
2,450,000
2,600,000
2,600,000
981,681
YEARS
2008-2009
981,681
1,193,154
1,193,154
1,370,000
1,370,000
804,835
BUILDOUT
2009++
804,835
0
0
0
804,835
TRANSNET - SURFACE TRANSPORTATION PROGRAM (STP)
BEGINNING FUND BALANCE (1)
REVENUES
STP REVENUE
TOTAL REVENUES
4PITAL PROJECTS
JUTH CARLSBAD VILLAGE STORM DRAIN
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,561,751
1,561,751
N/A
YEAR 1 YEAR 2 YEAR 3
2004-2005 2005-2006 2006-2007
56,859 56,859 56,859
000
000
000
56,859 56,859 56,859
YEAR 4 YEAR 5
2007-2008 2008-2009
56,859 56,859
0 0
0 0
0 0
56,859 56,859
BUILDOUT
2009++
56,859
0
0
0
56,859
(1) Equal to the projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources. C-45
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
WATER - MAJOR FACILITY FEE FUND
'GINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
* "D" RESERVOIR - PHASE II
CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR
CANNON ROAD EAST OF EL CAMINO REAL
COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE
COLLEGE BOULEVARD - CANNON TO BADGER LANE
COLLEGE BOULEVARD (16" LINE TO CANNON ROAD)
EL CAMINO REAL BETWEEN COLLEGE AND JACKSPAR
EL CAMINO REAL CROSSING AT KELLY DRIVE
EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE
EL FUERTE - NORTH OF LOKER
EL FUERTE - ALGA ROAD TO POINSETTIA LANE
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD
FARADAY AVENUE - ORION TO MELROSE WATERLINE
FARADAY AVENUE EXTENSION
* MAERKLE PUMP STATION IMPROVEMENTS
MAERKLE RESERVOIR STORAGE (TAP #2)
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE
MASTER PLAN UPDATE
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY
PALOMAR AIRPORT - NORTH OF OWENS
* PAR/ECR PUMP STATION
POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR
POINSETTIA LANE - EL CAMINO REAL TO SKIMMER CT
* POINSETTIA LANE - SKIMMER CT TO CASSIA
"OINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
;INSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE
PRESSURE REDUCING STATION - SYCAMORE CREEK
PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD.
RANCHO CARRILLO OVERSIZING/EXTENSION
WATER CONNECTION TO WATER REPLACEMENT
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
0
0
700,000
0
0
0
0
50,000
148,750
2,000,000
820,000
97,210
0
0
0
0
0
0
150,000
75,000
2,700,000
0
0
0
322,000
0
250,000
90,000
0
7,402,960
N/A
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++
5,120,336 7,121,849 8,561,240 10,447,916 9,372,275 1,908,138
2,855,013 2,856,091 2,241,676 936,659 4,010,862 10,586,988
2,855,013 2,856,091 2,241,676 936,659 4,010,862 10,586,988
5,163,800
50,000 355,000
687,400
645,200
421,000
624,900
94,000
164,300
321,000
647,600
675,000
11,475,000
618,000
43,200
719,500
532,500
203,100
309,000
185,700
101,300
3,000,000
853,500 1,416,700 355,000 2,012,300 11,475,000 10,924,000
7,121,849 8,561,240 10,447,916 9,372,275 1,908,138 1,571,126
WATER - RECYCLED WATER FUND
BEGINNING FUND BALANCE (1)
REVENUES
LOANS & GRANTS
TOTAL REVENUES
CAPITAL PROJECTS
DEBT SERVICE ON STATE LOAN
1-5 RECYCLED WATER TRANSMISSION LINE
PUMP STATION REMOVAL
RECYCLED WATER PH II - FACILITY
RECYCLED WATER PH II - FLOW EQUALIZATION
RECYCLED WATER PH II - MAHR RESERVOIR IMPROV.
RECYCLED WATER PH II - PIPELINES
RECYCLED WATER PH II - PUMP STATIONS
RECYCLED WATER TO WATER REPLACEMENT
TOTAL PROJECT EXPENDITURES
NDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
19,595
0
12,000,018
3,536,000
1,790,000
19,810,500
3,816,900
0
40,973,013
N/A
YEAR1
2004-2005
2,987,366
6,792,997
6,792,997
159,527
159,527
9,620,836
YEAR 2
2005-2006
9,620,836
7,795,625
7,795,625
159,527
120,405
400,000
7,250,000
7,929,932
9,486,529
YEAR 3
2006-2007
9,486,529
160,000
160,000
159,527
7,250,000
7,409,527
2,237,002
YEAR 4
2007-2008
2,237,002
160,000
160,000
159,527
159,527
2,237,475
YEARS
2008-2009
2,237,475
160,000
160,000
159,527
159,527
2,237,948
BUILDOUT
2009++
2,237,948
765,000
765,000
764,013
764,013
2,238,935
(1) Equal to the projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources. C-46
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
WATER REPLACEMENT FUND
;GINNING FUND BALANCE (i)
REVENUES
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUES
CAPITAL PROJECTS
"D" RESERVOIR - BLACKRAIL ROAD IMPROVEMENTS
* "D" RESERVOIR - PHASE II
AVIARA PARKWAY AT PLUM TREE
CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS
CHESTNUT AVENUE RECYCLED WATER LINE
COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CREEK
CRESTVIEW DRIVE TRANSMISSION MAIN
DEMOLITION OF WATER FACILITIES AT PAJAMA DRIVE
DESALINATION GROUNDWATER/SEAWATER STUDY
EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH
EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE
EL CAMINO REAL/CARLSBAD VILL DR PIPELINE REPL.
EL FUERTE AND CORINTIA STREET
FOUSSAT ROAD WELL ABANDONMENT
LAKE CALAVERA RESERVOIR IMPROVEMENTS
* MAERKLE PUMP STATION IMPROVEMENTS
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS STORAGE TANK REPAIRS
MISCELLANEOUS WATER RESERVOIR FENCING
OCEANSIDE INTERTIE UPGRADE
* PAR/ECR PUMP STATION
PASEO DEL NORTE RECYCLED PIPELINE REPLACEMENT
PHASE II LOAN TO RECYCLED WATER
UNSETTIA LANE - SKIMMER CT TO CASSIA
OINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
* PUBLIC WORKS CENTER '.
RANCHO SANTA FE RD PIPELINE REPLACEMENT
SAN MARCOS BOULEVARD WEST OF SDCWA
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
TAP RESERVOIR EXTERIOR PAINTING
WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE
WATER OPERATIONS WATER PUMP PROJECT
WATER REPLACEMENT TO WATER CONNECTION
WATER SYSTEM INTERTIE CONNECTION
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
0
0
0
0
0
0
0
0
0
3,225,000
710,000
50,000
0
150,000
2,395,000
0
600,000
24,500
13,012
0
75,000
660,000
14,500,000
0
0
0
773,000
0
200,000
120,000
20,000
55,000
0
400,000
23,970,512
N/A
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++
5,926,025 4,362,397 8,154,494 17,391,723 19,140,072 17,699,572
2,396,860 2,441,597 2,487,229 2,401,249 2,460,000 31,420,000
0 7,250,000 7,250,000 0 0 3,000,000
2,396,860 9,691,597 9,737,229 2,401,249 2,460,000 34,420,000
182,500
1,721,200
397,000
765,500
394,000
2,762,100
30,000 100,000
60,000
649,860
135,000
52,500
280,000
675,000
400,000 400,000 255,900
145,500
96,988
100,000
532,500
394,000
185,600
4,830,000
2,656,000
100,000
3,000,000
3,960,488 5,899,500 500,000 652,900 3,900,500 6,387,760
4,362,397 8,154,494 17,391,723 19,140,072 17,699,572 45,731,812
(1) Equal to the projected fund balance less any continuing appropriations.
(*) Project has multiple funding sources.C-47
GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES |
Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment
District bonds. Projects include street construction and improvements to Alga Road, College
Boulevard, and the proposed Poinsettia Lane East district.
Bridge and Thoroughfare Districts - Bridge and Thoroughfare District No. 3 developer fees to
partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 developer
fees to partially fund the Poinsettia Lane and Aviara Parkway street construction project.
CFD #1 - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic
projects, I-5 interchanges, and road segments.
CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening
and other improvements to Rancho Santa Fe Road.
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the Carlsbad Boulevard Encinas Creek Bridge Replacement.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City's General Fund, are used to fund various municipal and other capital
projects.
Golf Course - The Golf Course Enterprise fund is used to pay for construction of the City's
Municipal Golf Course.
Infrastructure Replacement Fund - Annual transfers from the General fund pay for major
maintenance and replacement of the City's infrastructure.
Other - Sources include revenues related to pending financing districts such as College-Cannon
and Faraday-Melrose, or contributions from other agencies.
Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and
development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL
Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE.
Planned Local Drainage (PLD) - Drainage facilities necessitated by growth are paid from
developer Planned Local Drainage Fees.
Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
Sewer Benefit Area Fees (SEW BENEF) - Development fees collected for the construction and
improvement of interceptor systems located within specific Benefit Areas.
Sewer Connection (SEWER CONN) - Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
C-48
Sewer Replacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and pays
for repair and replacement of the City's existing sewer system.
State Grants (ST GRANT) - State Grants include funding for the Coastal Rail Trail and Traffic
Congestion Relief Funds.
Tax Increment Bond (REDVL VILLAGE) - Property taxes generated by increases in assessed
values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and
finance land acquisition and project construction in the downtown Village district.
Tax Increment (REDVL SCCRDA) - Property taxes generated by increases in assessed values
in the South Carlsbad Coastal Redevelopment project area. Funds are used to pay for project
construction and land acquisition in the south Carlsbad district.
TDA - City street and bicycle projects receive funding from Transportation Development Act
sales tax receipts.
Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (TRNSNT/BIKE. /HWY. /LOCAL. /STP) - Receipts of County Sales Taxes allocated by
the San Diego Regional Transportation Commission finance various bicycle, freeway
interchange, and local road improvement projects.
Water Connection (WATER CONN) - Development fees include Major Facility Fees used to fund
expansion of water lines and various water projects.
Water Replacement (WATER REPL) - Water Replacement funds are included in water utility
rates and pay for the repair and replacement of existing water lines and facilities.
Water Recycled (RECL WATER) - Revenues used to fund Recycled Water projects, including
Federal and State grants and loans for construction of the Phase II facility, pipelines, flow
equalization, and reservoir improvements.
Zone 5. 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management
Zones 5, 13, and 16 to fund the proposed Business Park Recreational Facility in the City's
industrial corridor.
C-49
C-50
Org Key Department
CITY OF CARLSBAD
PLANNED MAJOR CAPITAL OUTLAY ITEMS 2004-2005
Item Description Qty Cost
GENERAL FUND
0011310 FINANCE
001 1 61 0 RECORDS MANAGEMENT
0012145 POLICE RECORDS
0013210 PLANNING
0015060 FACILITIES
001 6370 PUBLIC WORKS - TRAFFIC SIGNAL MAINT.
TOTAL GENERAL FUND
OTHER FUNDS
1 61 5024 LANDSCAPE MAINTENANCE - MEDIANS
TOTAL LANDSCAPE MAINTENANCE - MEDIANS
6215061 VEHICLE REPLACEMENT
TOTAL VEHICLE REPLACEMENT
6401710 INFORMATION TECHNOLOGY
TOTAL INFORMATION TECHNOLOGY
TOTAL OTHER FUNDS
Panini payment processing machine
Subtotal Finance
Xerox Copier
Subtotal Records Management
Xerox Copier
Subtotal Police Records
Xerox Copier
Subtotal Planning
Roof Replacement at Train Depot
Safety Center HVAC Roof Packages
80 Ton Carrier Chiller - Safety Center
Picnic Shelter - Calavera Park
Replace Carrier Package Heat pumps at City Council Chambers
Subtotal Facilities
Emeraencv Battery backup system - traffic sianals
Subtotal Public Works - Traffic Signal Maintenance
Replace drip irrigation system with above ground sprinkler system
Subtotal Landscape Maintenance Medians
Sedan, Hybrid
Sedan, Police
Sedan, Intermediate
Pickup Truck, Compact
Pickup Truck, 1/2 Ton
Pickup Truck, 3/4 Ton
Motorcycle, Full Size
Truck, Fire Engine
Truck, Fire Brush Rig
Truck, 1 Ton
Truck, 5 cu yd Dump
Truck, 10cuyddump
Truck, Patch
Truck, Aerial
Mobilized Radarboard
Tractor, Small
Mower, Riding Large
Subtotal Vehicle Replacement
Replacement printers: HP Network laser printers
Analog port cards to Safety Center PBX
Replacement monitors - CRTs with LCDs
Server replacement
Annual replacement of desktop hardware
Subtotal Information Technology
1
1
1
1
1
4
1
1
4
15
1
1
8
8
6
1
5
3
1
1
1
1
1
1
1
1
1
1
42
30
1
60
12
215
76,500
76,500
26,286
26,286
24,314
24,314
81,460
81,460
45,000
25,000
65,000
40,000
16,000
191,000
120,000
120,000
$519,560
152,100
152,100
$152,100 |
21,000
240,000
144,000
120,000
20,000
120,000
36,000
380,000
280,000
28,000
60,000
92,000
72,000
110,000
15,000
15,000
55,000
1 ,808,000
$1,808,000 |
50,356
21,275
28,770
114,215
243,250
457,866
$457,866 |
$2,417,966
GRAND TOTAL $2,937,526
D-1
CITY OF CARLSBAD
OUT-OF-STATE TRAVEL REQUESTS 2004-05
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
#OF
PEOPLE DESTINATION
04-05
BUDGET
REQUEST
GENERAL FUND
0010110
0010210
0010310
0011010
0011012
0011110
001 1 1 1 1
0011210
0011310
0011510
0011610
0012110
0012120
0012130
0012131
0012140
0012225
0013010
0013310
0013510
0014025
CITY COUNCIL
CITY CLERK
CITY TREASURER
CITY MANAGER
COMMUNICATIONS
ADMINISTRATIVE SERVICES ADMIN
SPECIAL PROJECTS
CITY ATTORNEY
FINANCE
HUMAN RESOURCES
RECORDS MANAGEMENT
POLICE ADMINISTRATION
POLICE FIELD OPERATIONS
POLICE INVESTIGATIONS
POLICE VICE/NARCOTICS
POLICE SUPPORT OPERATIONS
FIRE PREVENTION
COMMUNITY DEVELOPMENT
GEOGRAPHIC INFO. SYSTEMS
ECONOMIC DEVELOPMENT
LIBRARY/GENEALOGY
Innovation Groups, Transforming Local Gov't Conference
Legislative Meetings
Sister City
IIMC Annual Conference
Municipal Treasurers' Assoc of US/CAN Conference
Innovation Groups, Transforming Local Gov't Conference
ICMA Best Practices Conference
Innovation Groups Advisory Meetings
Legislative Meetings
Sister City
National League of Cities
Innovation Groups Board Meetings
Cable Research Trips
National Association of Broadcasters Conference
Innovation Groups, Transforming Local Gov't Conference
Innovation Groups Forum Meetings (quarterly)
ICMA Annual Conference
Innovation Groups.Transforming Local Gov't Conference
IMLA Annual Conference
IMLA Mid- Year Conference
Nat'l College of DA's - Government Civil Practice
GFOA Conference
Software Users Conference
Western Region Intergovernmental Personnel Asmnt Assoc.
IPMA National Conference
AIIM Annual Conference
MER Annual Conference
International Association of Chiefs of Police Annual Conf.
FBI National Academy
Out of state travel for suspect and/or witness interviews
Out of state travel for suspect and/or witness interviews
CAD Users Conference
Origin & Cause Fire Investigation Training
National Fire Protection Association Annual Conference
ULI Conference
Local Government Commission-Smart Growth
Urban & Regional Information System Association Conf.
ULI Conference
Federation of Genealogical Societies Annual Conference
5
2
2
1
1
3
3
2
6
1
2
4
4
3
1
1
1
10
1
1
1
1
3
1
1
1
1
1
1
TBD
TBD
2
2
1
1
1
1
1
1
Sarasota County, FL
Washington, D.C.
Europe
St. Paul, MN
Las Vegas, NV
Sarasota County, FL
Out of State
Out of State
Washington, D.C.
Europe
Washington, D.C.
Out of State
Out of State
Las Vegas, NV
Sarasota County, FL
Out of State
Minneapolis, MN
Sarasota County, FL
San Antonio, TX
Washington, DC
Tuscon, AZ
Out of State
Out of State
Las Vegas, NV
Phoenix, AZ
Philadelphia. PA
Chicago, IL
Philadelphia, PA
Quantico, VA
TBD
TBD
Atlanta, GA
Las Vegas, NV
Out of State
New York, NY
Miami, FL
Reno, NV
New York, NY
Austin, TX
7,500
2,000
3,000
12,500
2,000
2,000
1,260
1,260
4,500
4,000
2,000
3,500
2,000
4,000
3,000
23,000
4,000
3,500
7,500
1,500
1,800
1,900
5,200
15,000
15,000
1,600
1,900
1,850
5,350
1,300
2,750
4,050
500
2,500
3,000
2,700
2,700
5,400
1,500
1,500
975
975
750
750
400
400
2,500
2,500
1,000
1,000
2,000
3,000
1,500
4,500
1,290
1,290
3,000
3,000
1,350
1,350
D-2
ORG KEY DEPARTMENT
CITY OF CARLSBAD
OUT-OF-STATE TRAVEL REQUESTS 2004-05
TRAVEL DESCRIPTION
#OF
PEOPLE DESTINATION
04-05
BUDGET
REQUEST
GENERAL FUND
0014040 LIBRARYATECHNICAL SERVICES
0015020 PARKS MAINTENANCE
0015710 ENGINEERING
001 601 0 PUBLIC WORKS ADMIN.
001 6355 STREET MAINTENANCE
0016370 TRAFFIC SIGNALS
TOTAL GENERAL FUND
Sirsi Users Group Conference
Hansen Maintenance Mgmt. Software User Conference
CA-NV American Water Works Assoc. Spring Conference
Permits Plus Users Conference
Hansen Maintenance Mgmt. Software User Conference
National Conference for Water Reuse
APWA Conference
Hansen Maintenance Mgmt. Software User Conference
Hansen Maintenance Mgmt. Software User Conference
Hansen Maintenance Mgmt. Software User Conference
1 St. Louis, MO
1 Tahoe/Reno, NV
1 Las Vegas, NV
1 Out of State
1 Tahoe/Reno, NV
1 Phoenix, AZ
1 Atlanta, GA
1 Tahoe/Reno, NV
1 Tahoe/Reno, NV
1 Tahoe/Reno, NV
2,000
2,000
1,650
1,650
2,000
1,000
1,650
2,000
6,650
3,000
1,650
4,650
1,650
1,650
1,650
1,650
$120,775
OTHER FUNDS
1 605023 LANDSCAPE MAINT. - TREES
161 5024 LANDSCAPE MAINT. - MEDIANS
5016310 WATER OPERATIONS
502631 0 RECYCLED WATER OPERATIONS
5116310 SANITATION OPERATIONS
6401 71 0 INFORMATION TECHNOLOGY
TOTAL OTHER FUNDS
GRAND TOTAL OUT OF STATE TRAVEL
Hansen Maintenance Mgmt. Software User Conference
Hansen Maintenance Mgmt. Software User Conference
Colorado River Water Users Association
AWWA Spring Conference
2004 Itron Users' Conference
Tri-City Water/Sewer Conference
CA-NV American Water Works Assoc. Spring Conference
Tri-State Water/Sewer Seminar
Western Regional Backflow Conference
Harris Utility Billing Conference
Tri-State Water/Sewer Conference
Brainshare
BiTech Users Conference
Sirsi Users Conference
Harris Utility Billing Conference
Novell Advisor Summit
Interop
Web Development Conf
Novell Training
Management Conference
Hansen Maintenance Mgmt. Software User Conference
1
1
1
2
2
1
2
2
2
1
1
1
1
1
1
1
1
1
3
2
1
Tahoe/Reno, NV
Tahoe/Reno, NV
Las Vegas, NV
Las Vegas, NV
Boca Raton, FL
Laughlin, NV
Las Vegas, NV
Laughlin, NV
Las Vegas, NV
Out of State
Laughlin, NV
Salt Lake City, UT
Seattle, WA
St. Louis, MO
Out of State
Las Vegas, NV
Las Vegas, NV
Out of State
Out of State
Out of State
Tahoe/Reno, NV
1,650
1,650
1,650
1,650
1,500
2,000
4,000
1,500
9,000
1,750
1,750
1,500
5,000
1,500
1,500
3,000
3,200
1,500
1,600
2,500
2,000
2,300
2,600
7,500
4,000
1,650
28,850
$49,150
$169,925
D-3
MISCELLANEOUS STATISTICAL INFORMATION 2004-05
Date of Incorporation July 16, 1952
Type of City General Law
Form of Government Council/Manager
Area 42.19 sq. miles
Population (CA Dept of Finance Report 1/1/04) 92,995
Net Assessed Valuation 14,303,050,347
Streets:
Number of Street Lights 6,432
Miles of Streets 293
Fire Protection:
Number of Stations 6
Number of Firefighters & Officers 73
Police Protection:
Number of Stations 1
Number of Sworn Police Officers 107
Water System:
Number of Customers 79,050
Number of Water Connections 24,560
Average Daily Consumption (in Millions of Gallons) 18.4
Miles of Lines and Mains 431
Sewer System:
Number of Customers 60,450
Number of Water Connections 19,800
Average Daily Flows (in Millions of Gallons) 6.83
Miles of Sewers 232
Recreation and Culture:
Number of Parks 39
Acres of Parks (Improved Community & Special Use Areas) 295
Acres of Open Space (Special Resource Areas & General City-Owned Open Space) 490
Number of Pools 1
Number of Libraries 2
Number of Materials in Library Collections 353,339
Total Number of Authorized Full-Time City Employees 646
Source: City of Carlsbad, Finance Department
D-4
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1. The City is not one single entity. It is the total of many entities, each with its separate
function and legal restrictions on the use of resources. In the private sector, a corporation
may have many "subsidiaries" which make up the parent corporation; in the public sector,
a city government may have a variety of "funds" that provide the basis for separately
recording the financial data related to a specific entity. A fund is an accounting entity with
a complete set of self-balancing accounting records. Each fund has been established
because of some restriction on the use of resources received by that fund. This report
includes the transactions of all entities over which the City Council of the City of Carlsbad
have authority (as defined by the Governmental Accounting Standards Board).
2. The City's accounting system operates on a modified accrual basis for all governmental
type funds. Governmental funds include the General, Special Revenue, Debt Service,
and Capital Projects funds. A modified accrual system is one where (a) revenues are
recognized when they are both measurable and collectable within the accounting period,
or soon enough after the end of the period to pay liabilities of the period; and
(b) expenditures, other than principal and interest on long-term debt, are recorded when
liabilities are incurred.
3. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the
accrual method of accounting. Revenues are recognized in the period earned and
expenses are recognized in the period incurred.
4. Internal controls exist with the accounting system to ensure safety of assets from
misappropriation, unauthorized use or disposition, and to maintain the accuracy of
financial record keeping. These internal controls must be established consistent with the
sound management practices based on the cost/benefit of the controls imposed. The cost
of a control should not be excessive in relation to its benefit as viewed by City
management. The internal controls in existence within the City's system are sufficient to
ensure, in all material aspects, both the safety of the City's assets and the accuracy of the
financial record keeping system.
5. Budgetary control is maintained through monthly reports on all revenue and expenditure
accounts as well as special reports summarizing the financial position of the City. The
City Council has authority to control the budget through adoption of a formal budget at the
beginning of each year and by amending the budget as necessary throughout the year.
Expenditures should not exceed budgeted figures. All appropriations expire at year-end
unless specifically carried into the new fiscal year by Council actions. The Carlsbad
Municipal Code requires that the Financial Management Director prepare annually the
budget for the City Manager showing estimated revenues and expenditures.
6. Controls on the use and transfers of budget funds are outlined in the adopted budget
resolution in the appendix of this document.
D-5
1 RESOLUTION NO. 2004-195
2
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
3 . CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
4 PROGRAM FOR THE FISCAL YEAR 2004-05 FOR THE CITY
OF CARLSBAD AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR THE VARIOUS FUNDS.
6
7 WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
8 proposed final Operating Budget and Capital Improvement Program for fiscal year 2004-05 and
has held such public hearings as are necessary prior to adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan Consistency for
11 all projects receiving an allocation of funds for fiscal year 2004-05 on May 5, 2004 pursuant to
Planning Commission Resolution No. 5600.
13 NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Carlsbad,
California, as follows:
1. That certain documents now on file in the office of the City Clerk of the City of
16 Carlsbad entitled, "City of Carlsbad, 2004-05 Operating Budget and 2004-05 to Buildout Capital
Improvement Program - Preliminary" as amended in accordance with Exhibits A through C
18 attached hereto and incorporated by reference herein, is hereby adopted as the Operating and
Capital Improvement Budgets for the City of Carlsbad for the fiscal year.
20 2. That the amounts reflected as estimated revenues for fiscal year 2004-05 as
21 shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2004-05.
3. That the amounts designated as the 2004-05 Budget request in Exhibits A and B
are hereby appropriated to the department or fund for which they are designated, and such
24 appropriation shall not be increased except as provided herein.
25 4. That total appropriations for each fund may only be increased or decreased by
26 the City Council by passage of a resolution amending the budget except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
28 funds:
D-6
Page 2 of Resolution # 2004-195
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between departments
within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget transfers
and adjustments.
iv. The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in an appropriation for a
specific purpose where the appropriation is offset by unbudgeted revenue, which is designated
for said specific purpose.
v. The City Manager may authorize budget adjustments to increase the
appropriations for the Sanitation Fund operating budget in an amount equal to the increases in
costs of Carlsbad's share of the Encina Wastewater Authority's budget, as approved by the
EWA Board.
vi.The City Manager may authorize budget adjustments to increase the
appropriations for Workers Compensation and liability funds operating budget in an amount
equal to the increases in costs of claims expenses.
vii.The City Council must authorize all transfers of funds from the budgeted
Contingency Account.
B. The City Manager may authorize emergency out of state travel for public
safety or emergency services purposes.
C. The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit C.
D. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
6. That the legal level of budgetary control is the fund level. Budgets may not legally be
D-7
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Page 3 of Resolution # 2004-195
exceeded at the fund level without appropriate authorization by the City Council.
7. That all appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2004, are hereby appropriated for such capital projects for the 2004-05 fiscal year.
8. That interest earned on grants may be appropriated during the year and all
appropriations for grants remaining unexpended at June 30. 2004, are hereby appropriated for
the 2004-05 fiscal year.
9. That all appropriations in the Operating Budget remaining unexpended at June 30,
2004, are hereby appropriated to the 2004-05 fiscal year Operating Budget.
10. That all appropriations for outstanding encumbrances as of June 30, 2004, are
hereby continued into 2004-05 for such contracts or obligations.
PASSED, APPROVED AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 22nd day of _June , 2004 by the following vote, to wit
AYES: Council Members Lewis, Finnila, Kulchin, Hall and Packard
NOES: None
ABSENT: None
ATTEST:
(SEAL)
Exhibit A includes: (1) Projected Fund Balances, Budget Expenditure Schedule, and Revenue Estimates which can be
found in the Overview section of the budget, . _,-•,,,,
Exhibit B includes the Projected Fund Balances, Budget Expenditure Schedule, Revenue Estimates, and Capital and
Future Projects schedules which are located in the Capital Improvement Program section of the budget.
Exhibit C is the Personnel Allocations which are included in the Overview section of the budget.
D-8
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RESOLUTION NO.2004-196
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE
2004-05 APPROPRIATION LIMIT AS REQUIRED BY
ARTICLE XIIIB OF THE CALIFORNIA STATE
CONSTITUTION AND STATE LAW
WHEREAS, Article XIIIB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of
each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the City Council of the City of Carlsbad, California, does hereby establish
and adopt the 2004-05 appropriation limit of one hundred fourty-two million, five hundred eight
thousand, eight hundred thirty-eight dollars ($142,508,838) as computed in Exhibit A attached
hereto.
2. That the City Clerk is directed to publish this Resolution in a newspaper of
general circulation.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council on
the 22nd day of Jung , 2004, by the following vote, to wit:
/?AYES: Council Members Lew^/finnila, Kulchin/yfia^l and Packard
MI
NOES: None
ABSENT: None
ATTEST:
RRAINE M. WOOD, City Clerk (Seal)
28
D-9
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
The revenues which are subject to the Limitation are those considered "proceeds of taxes." The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2004-05 Limit were:
> Population growth in Carlsbad, AND
> Growth in non-residential new construction
The formula is outlined below:
2003-04 Expenditure Limit (Revised) $134,693,483
% Carlsbad Population Growth 1.0244
Growth in California per capita income X 1.0328
Net Increase Factor 1.0580
2003-04 Limit (2002-03 Limit X Factor) $142.508.838
Current Appropriation of Proceeds of Taxes $77,451,439
(Subject to the Limit)
The spending limit for the City of Carlsbad for 2004-05 is $142.5 million, with appropriations of
"proceeds of taxes" of $77.5 million. The result of the calculation provides the City with an
operating margin of $65.0 million.
D-10
GLOSSARY
Appropriation - A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation - A dollar value placed on real estate or other property by San Diego
County as a basis for levying property taxes.
Balanced Budget - A budget in which planned expenditures do not exceed planned funds
available.
Beginning/Ending Fund Balance - Unencumbered resources available in a fund from the
prior/current year after payment of the prior/current year expenses.
Bond - A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Budget - An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds that can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program - A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay - Equipment (fixed assets) with a value $1,000 or more and an estimated useful
life of more than one year, such as automobiles and office furniture, which appear in the
Operating budget.
Cost Allocation - A method used to charge General fund overhead costs to other funds, such as
Enterprise funds and Internal Service funds.
Debt Service - The payment of principal and interest on borrowed funds such as bonds.
Department - An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance - A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund - A fund type established to account for the total costs of selected
governmental facilities and services that are operated similar to private enterprises. These
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure - The actual spending of funds set aside by appropriation for identified goods and
services.
Fee - A general term used for any charge levied by government for providing a service or
permitting an activity.
Fiscal Year - A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is from July 1 to June 30.
D-11
Fund - A set of interrelated accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance - The amount of financial resources available for use.
General Fund - The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General fund include
Fire, Library, and the City Manager's Office.
Grant - Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity, or facility.
Growth Management Plan - A comprehensive approach to land-use planning ensuring
controlled and managed growth within the City, while providing designated public facilities.
Growth Management Standards - Standards for acceptable service levels that have been
established for eleven public facility categories.
Interfund Transfers - Payments from one fund to another fund, primarily for work or services
provided.
Internal Service Fund - A fund that provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service funds include Fleet
Maintenance, Information Systems, and Workers' Compensation Insurance.
Maintenance and Operation - A general category used for classifying expenditures for materials,
supplies, and services that are normally used within the fiscal year.
Operating Budget - The annual appropriation of funds for ongoing program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Operating Costs - Estimated expenses that can be expected to occur following the construction
of a Capital Improvement Project.
Personnel - Costs associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues - Amount of funds received from the collection of taxes, fees, permits, licenses,
interest, and grants during the fiscal year.
Special Revenue Funds - A fund that collects revenues that are restricted by the City, State, or
federal government as the method by which they may be spent.
D-12
INDEX
About the City of Carlsbad, iii
Accounting Systems and Budgetary Control, D-5
Administrative Services Summary, B-39
Adult Learning Program, B-109
Arts Office, B-111
Arts Special Events, B-114
Asset Forfeiture - Various, B-69
Economic Development, B-86
Economic Profile, A-5
Emergency Operations, B-75
Engineering, B-132
Expenditure Schedule, B-25
B
Bicycle Patrol, B-70
Budget Awards, A-22
Budget Process, A-4
Buena Vista Creek Channel Maintenance, B-154
Building Inspection, B-87
Facilities Maintenance, B-139
Field Evidence, B-61
Field Operations, B-57
Finance, B-41
Fire Administration, B-74
Fire Department Summary, B-72
Fire Prevention, B-76
Fund Balances, B-16, C-13
Calendar, A-21
Canine, B-60
Capital Improvement Program, C Section
Capital Improvement Projects 2004-05, C-18
Capital Outlay Items, D-1
Capital Projects, C-5
Carlsbad City Library, B-102
Cash Management, B-33
Centra de Informacion, B-105
Cole Library, B-101
CIP Budget Expenditure Schedule, C-15
CIP Projected Fund Balances, C-12/13
CIP Revenue Estimates, C-14
City Attorney, B-38
City Clerk, B-32
City Council, B-30
City Manager, B-35
City Manager's Transmittal Letter, A-1
Collection Development & Acquisitions, B-107
Communications, B37
Communications Center, B-68
Community Development Administration, B-80
Community Development Block Grant, B-91
Community Development Summary, B-79
Community Services Summary, B-99
Cultural Arts Summary, B-110
Gann Appropriations Limit, D-10
Genealogy/Local History, B-104
General Fund, A-10, B-1
General Services Summary, B-135
Geographic Information System, B-84
Glossary - Capital Projects, C-48
Glossary, D-11
Golf Course, B-147
Growth Projections, C-2
Growth Management Plan, C-10
H
Health Insurance, B-49
Highlights, A-3
Housing - Rental Assistance, B-90
Housing and Redevelopment Summary, B-88
Housing Trust Fund Administration, B-89
Human Resources, B-43
Debt Management Issues, A-15
Disaster Preparedness, B-78
Dove Library, B-102
Information Technology, B-50
Investigations, B-61
Juvenile Diversion, B-63, B65
INDEX
Land Use Planning, B-82
Library Summary, B-100
Low/Moderate Income Housing-Village, B-95
Low/Moderate Income Housing-SCCRA, B-97
M
Maintenance & Operations Summary, B-148
Media Services, B-108
Median Maintenance, B-142
Miscellaneous Non-Departmental, B-52
N
New Programs, B-8
Operating Budget Overview, B-1
Operating Expenditures, B-25
Organization Chart, iv
Other Funds, B-5, B-13
Recreation Operations, B-124
Recreation Summary, B-115
Redevelopment Operations Village Area, B-93
Redevelopment Operations SCCRA, B-96
Resolutions, D-6
Revenues - Capital Projects, C-3
Revenue Estimates, B-18
Revenue Projections - General Fund, A-11, B-18
Revenue Projections - Operating, A-10, B-18
Risk Management, B-48
Sanitation Operations, B157
School Resource Officers, B-63
Senior Programs, B-127
Sister City, B-113
Solid Waste Management, B-159
Staffing, A-19
Statistical Information, D-4
Strategic Goals, A-4
Street Lighting, B-153
Street Maintenance, B-150
Street Tree Maintenance, B-141
Summary, A-17, A-18
Support Operations- Police, B-67
Storm Water Protection, B160
Park Maintenance, B-137
Parks and Recreation Commission, B-120
Park Planning & Recreation Mgt., B-120
Personnel Allocations, A-19
Police Administration, B-56
Police Grants, B-71
Police Summary, B-54
Policy & Leadership Summary, B-29
Property and Evidence, B-64
Public Safety Summary, B-53
Public Works Administration, B-130
Public Works Summary, B-129
Purchasing, B-41
R
Readers Guide to the Budget, i
Records Management, B-45
Recreation - Agua Hedionda Lagoon, B-123
Recreation - Aquatics, B-121
Recreation Fee Supported, B-119
Task Force, B-66
Technical Services - Library, B-106
Traffic Signals, B-152
Trails, B-126
Travel, D-2
V
Vehicle Maintenance, B-144
Vehicle Replacement, B-146
Vice/Narcotics, B-62
w
Wastewater Operations, see Sanitation Op's.
Water Operations, B-155
Weed Abatement, B-77
Worker's Compensation, B-47
Youth/School Programs, B63