HomeMy WebLinkAbout; ; 2005-2006 Budget; 2005-07-01City of Carlsbad
2005-06 Operating Budget
and Capital Improvement Program
Mayor
Claude "Buddy" Lewis
City Council
Matt Hall
Ann Kulchin
Mark Packard
Norine Sigafoose
City Manager
Raymond R. Patchett
Administrative Services Director
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Hildabrand, C.P.A.
Website: www.carlsbadca.gov
Cover design by: Darin Neves
FY 2005 - 2006 Budget & CIP
CITY OF CARLSBAD, CALIFORNIA 2005-2006 BUDGET
TABLE OF CONTENTS
Reader's Guide to the Budget i
Council's Five-Year Vision Statements ii
About the City of Carlsbad iii
Organization Chart iv
BUDGET OVERVIEW
City Manager's Transmittal Letter A-1
2005-06 Budget Highlights A-3
Budget Summary A-20
Personnel Allocations A-21
2003-04 Budget Calendar A-23
Budget Awards A-24
OPERATING BUDGET
Overview B-1
Projected Fund Balances B-16
Revenue Estimates B-18
Budget Expenditure Schedule B-25
Program Summaries
Policy & Leadership Group
Policy and Leadership Group Summary B-29
City Council B-30
City Clerk B-32
City Treasurer B-33
City Manager B-35
Communication B-37
City Attorney B-38
Administrative Services
Administrative Services Summary B-39
Administration B-40
Finance B-41
Human Resources B-43
Records Management B-45
Workers' Compensation B-46
Risk Management B-47
Health Insurance B-48
Information Technology B-49
Miscellaneous Non-Departmental B-51
Public Safety
Public Safety Summary B-52
Police Department Summary B-53
Administration B-55
Field Operations B-56
Community Services B-57
Canine B-59
CITY OF CARLSBAD, CALIFORNIA 2005-2006 BUDGET
TABLE OF CONTENTS
Public Safety (continued)
Investigations/Field Evidence B-60
Vice/Narcotics B-61
Youth/School Programs B-62
Property and Evidence/Records B-63
Family Services B-64
Task Force B-65
Support Operations B-66
Communications Center B-67
Disaster Preparedness B-68
Various Asset Forfeiture B-69
Community Oriented Policing B-70
Police Grants B-71
Fire Department Summary B-72
Administration B-74
Emergency Operations B-75
Fire Prevention B-76
Weed Abatement B-77
Community Development
Community Development Summary B-78
Administration B-79
Land Use Planning & Planning Commission B-81
Geographic Information System B-83
Economic Development B-84
Building Inspection B-85
Housing & Redevelopment Summary B-86
Affordable Housing B-87
Rental Assistance B-88
Community Development Block Grant B-89
Redevelopment Operations Village Area B-91
Low/Moderate Income Housing Village Area B-93
Redevelopment Operations South Carlsbad Area B-94
Low/Moderate Income Housing South Carlsbad Area B-95
Community Services
Community Services Summary B-96
Library Summary B-97
Georgina Cole Library B-98
Carlsbad City Library (Dove Library) B-99
Genealogy/Local History B-101
Centra de Information B-102
Technical Services B-103
Collection Development & Acquisitions B-104
Media Services B-105
Adult Learning Program B-106
Cultural Arts Summary B-107
Arts Office B-10£
Sister City B-110
Special Events B-111
Recreation Summary B-112
Park Planning & Recreation Management B-114
CITY OF CARLSBAD, CALIFORNIA 2005-2006 BUDGET
TABLE OF CONTENTS
Community Services (continued)
Recreation Fee Supported B-116
Recreation -Aquatics B-118
Recreation - Agua Hedionda Lagoon Permits B-120
Recreation Operations B-121
Senior Programs B-123
Public Works
Public Works Summary B-125
Administration B-126
Engineering B-128
General Services Summary B-130
Park Maintenance B-132
Trails B-134
Facilities Maintenance B-135
Street Tree Maintenance B-137
Median Maintenance B-138
Lighting & Landscape District No. 2 B-139
Vehicle Maintenance B-140
Vehicle Replacement B-142
Carlsbad Golf Course B-143
Street Maintenance B-144
Traffic Signal Maintenance B-146
Street Lighting B-147
Buena Vista Channel Maintenance B-148
Maintenance & Operations Summary B-149
Water Operations B-151
Sanitation Operations B-153
Solid Waste Management B-155
Storm Water Protection B-156
CAPITAL IMPROVEMENT PROGRAM
Overview C-1
Project Evaluation C-2
Capital Projects --The Next Five Years C-3
Capital Projects - Through Buildout C-6
Future Growth And Development C-7
Revenues C-9
Summary C-11
Growth Management Plan C-11
Capital Funds Projected Fund Balances for FY 2004-2005 C-12
Capital Funds Projected Fund Balances for FY 2005-2006 C-13
Capital Revenues Actual and Estimated C-14
Capital Funds Budget Expenditure Schedule C-15
Detail Schedule of Capital Projects by Category FY 2005-2006 to Buildout C-16
Capital Improvement Program Fund Summary C-30
Glossary of Capital Project Funding Sources C-44
CITY OF CARLSBAD, CALIFORNIA 2005-2006 BUDGET
TABLE OF CONTENTS
APPENDICES
Planned Major Capital Outlay Items 2005 - 2006 D-1
Out of State Travel Requests 2005 - 2006 D-2
Miscellaneous Statistical Information D-4
Accounting Systems and Budgetary Control D-5
Resolution Adopting the Budget D-6
Gann Limit Resolution D-11
Glossary D-12
Operating Budget
Capital Improvement
Program
2005-06 OPERATING BUDGET OVERVIEW
The Operating budget for fiscal year 2005-06 totals $158.4 million, with revenues for the year
estimated at $162.4 million. General fund revenues are estimated at $104.8 million and
budgeted expenditures are $97.2 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for
2004-05, as well as those estimated for 2005-06.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2004-05
$ 99.5
12.9
32.8
11.9
2.6
$ 159.7
ESTIMATED
2005-06
$ 104.8
9.4
33.4
12.3
2.5
$ 162.4
$
CHANGE
$ 5.3
(3.5)
0.6
0.4
(0.1)
$ 2.7
%
CHANGE
5%
(27%)
2%
3%
(4%)
2%
Revenue estimates for the Operating budget indicate that the City will receive a total of
$162.4 million, a 2% increase over the prior year. Increases in General fund revenues, mainly
property and sales taxes, offset the declines in the other funds. The majority of the decline of
$3.5 million in the Special Revenue funds is due to unscheduled revenue received in 2004-05 in
the Housing Trust fund for interest and shared appreciation on loan repayments. 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
BUSINESS LICENSE TAX
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
PROJECTED
2004-05
$ 28.1
26.6
9.8
5.7
3.0
6.8
19.5
$ 99.5
ESTIMATED
2005-06
$ 37.3
28.7
10.3
5.3
3.2
5.7
14.3
$ 104.8
$
CHANGE
$ 9.2
2.1
0.5
(0.4)
.2
(1.1)
(5.2)
$ 5.3
%
CHANGE
33%
8%
5%
(7%)
7%
(16%)
(27%)
5%
This year it is expected that property taxes will grow to over $39 million, a 13% increase over
the past year. However, the City will only receive $37.3 million of that due to the reductions
adopted in the 2004-05 State of California's budget. The State's budget required cites, counties
and special districts to all "contribute" a portion their property taxes to the State over a two year
period to help fund the State's financial shortfalls. To Carlsbad, that meant a $1.8 million
reduction in property taxes for both the 2004-05 and 2005-06 fiscal years - a total loss of $3.6
B-1
2005-06 OPERATING BUDGET OVERVIEW
million. In addition, the 2004-05 State budget reallocated Property Taxes for Vehicle License
Fees (VLF). Thus, instead of receiving $5 million in VLF, the City now gets additional property
taxes in an equal amount. These amounts will grow at the same rate as the City's assessed
values. Thus, of the $9.2 million increase in property taxes, $3.5 million or 11.6% is due to
growth in the assessed value and $5.7 million is the anticipated VLF-in-lieu for 2005-06.
Property and Sales Tax Growth
Property Taxes
Sales Taxes
96 97 98 00 01 02 03 04 05e OSa
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
2005-06 are based on values as
of January 1, 2005. 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 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 $28.7 million for 2005-06, an increase of 8% over the 2004-05
projections. As can be seen in the accompanying 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 71% of the City's sales tax
base.
Sales Taxes by Category
Food
12%
Construction
4%
L
Msc
" 0%
The sales tax projections assume a
base increase of 5.6% plus additional
amounts for new retail sites locating
in the City. The increase would have
been closer to 6.5% if not for the
implementation of the "Triple Flip"
required under the State's 2004-05
budget. The "Triple Flip" is
essentially a temporary swap of a %
cent of the cities' sales taxes in
return for property tax. It was done
in order to give the State a revenue
source against which they could issue deficit reduction bonds. The City's sales tax estimates
continue to show this amount as sales tax since the amount is reflective of the amount of sales
taxes the City would have received. It should have no effect on the ultimate amount of tax
revenues but it did result in a delay in the timing of the receipt of the taxes; most noticeably in
the first year of the swap (fiscal year 2004-05). Because of this delay between years, sales tax
B-2
2005-06 OPERATING BUDGET OVERVIEW
receipts for FY05 are lower by about $500,000 causing the increase this year to look higher
than the economic reality.
One of the most significant new sites in Carlsbad is a retail center in the southernmost part of
the City called The Forum. This center includes approximately 190,000 square 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 $800,000 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.
Transient Occupancy Taxes
Million's
$12-1
01 03 04
Fiscal Year
05e 06e
The third highest General fund
revenue source is Transient
Occupancy Taxes (TOT or
hotel taxes) estimated at
$10.3 million for 2005-06, an
increase of 5% over 2004-05
estimates. TOT declined after
the September 2001 terrorism
attacks and the mild recession
that followed. Compounding
the decline for Carlsbad was
the renovation occurring at
one of Carlsbad's premier
resorts, the La Costa Resort
and Spa. The resort
underwent extensive remodeling and rebuilding, which offset much of the growth experienced
by the other hotels in the City. The remodeling was complete in 2004-05 and tourism has
rebounded causing TOT revenues to rise.
It's expected that fiscal year 2004-05 will end the year with about $9.8 million in TOT receipts, a
12% increase from 2003-04 and topping the previous high of $9.3 million in FY 2000-01.
Growth is expected to moderate going into FY 2005-06 with a 5% increase projected bringing
total TOT to $10.3 million.
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 5% to 8% 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
SDGE Franchise Taxes
05 06e
B-3
2005-06 OPERATING BUDGET OVERVIEW
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
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 calendar year). Another price spike occurred
in 2003 increasing the FY04 revenues and the high prices continued into FY05. The FY06
forecast shows a decline of 15% from the previous year.
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.
$9
$8
$7
$6
$5
$4
$3
$2
$1
$0
Development Revenues and Permits
Year over Year Percentage T 2,500
- 2,000
- 1,500
- 1,000
--500
~Es.
Fiscal Year 98 99 2,000 01 02 03 04 05e
- Revenues •- Residential Permits
Development-related revenues
declined slowly from the high
of 1998, but have picked up in
the last few years as several
large master-planned projects
were developed. For fiscal
year 2005-06, permits issued
are expected to decline slightly
bringing down the revenue as well. A 15% decline is projected for next year.
Business license taxes are closely tied to the health of the economy and are projected to grow
by approximately 5% in the next year to $3.2 million. There are currently about 8,000 licensed
businesses in Carlsbad, with over 2,000 of them based out of the home.
All other revenues include vehicle license fees, transfer taxes, interest earnings, ambulance
fees, recreation fees, and other charges and fees. The estimate for fiscal year 2005-06 totals
$14.3 million, a $5 million decrease from fiscal year 2004-05 caused mainly by the changes in
vehicle license fees.
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. Over the past several years, the
State has decreased the VLF paid by 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, faced with large deficits, the
State stopped backfilling the cities and counties. This resulted in a loss of VLF revenue to
Carlsbad of about $1.5 million. The State has promised to pay back the loss in FY 2006-07. In
the FY05 budget, the State also ended the need to backfill by exchanging approximately two-
thirds of this revenue source for more property taxes (as noted under the property tax section).
Thus, the City is only expecting to receive about $500,000 annually in VLF from fiscal year
2004-05 forward.
B-4
2005-06 OPERATING BUDGET OVERVIEW
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate.
The tax is 55 cents per $500 of property value and is split equally between the county and the
city. Carlsbad expects to receive $1.2 million in transfer taxes for FY05 and about the same in
FY06. Income from investments and property includes interest earnings as well as rental
income from City-owned land and facilities. It is projected to decline slightly due to a
combination of higher rates but lower balances. The construction of a Municipal Golf Course
will require a loan of approximately $21 million from the General fund. There is also a need to
loan the Median Landscaping fund approximately $225,000. These are discussed in more
detail later in the report. 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%, or $5 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% gain projected
for fiscal year 2005-06 is respectable given that the CPI is only expected to grow by 2.4% in
2006. This growth is closer to what may be expected in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $4 million, a $3 million decrease
from 2004-05. The types of programs
supported within Special Revenue funds
are those funded by specific revenue
streams such as:
Special Revenue
CDBG
7%All Others
4%Maintenance
Districts
22%
Section 8
63%
Housing
Trust
4%
• 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 Section 8 Program, the
Housing Trust, and in the Maintenance Districts.
The Section 8 Housing program fund is funded by grants from the US Department of Housing
and Urban Development (HUD). Carlsbad expects to receive $400,000 less this year as a
result of a change HUD made in its methodology and cuts to the program at the Federal level.
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 2005, the City expects
to receive about $1.8 million in repayments and $1.3 million in fees. For fiscal year 2006, only
$135,000 has been estimated for fees and nothing for repayments, as both of these revenue
sources are uncertain. Most of the fund's revenue decrease is due to this difference.
The last area with significant changes is in the Lighting and Landscaping District. This District
includes the Trees, Medians and Street Lighting. There is a $110,000 decline in revenues in the
B-5
2005-06 OPERATING BUDGET OVERVIEW
Tree Maintenance fund which is mostly due to an accounting change rather than any real
decrease in funding. In previous years, the fund received payment from the General fund for
work done on trees in the City's parks. This year, the expenses are being budgeted in the
General fund thus eliminating the need for the payment. Other declines in the District revenues
are due to budgeting only for the current year assessments whereas the prior year revenues
include the collection of delinquent assessments.
Enterprise fund revenues for 2005-06 are projected at $33.4 million, up by $600,000.
Enterprise funds are similar to a business in that rates are charged to support the operations
that supply the service. Carlsbad Enterprises include the water, recycled water, and sanitation
services; solid waste management; and the Carlsbad Golf Course.
The Water Enterprise fund shows an increase of 2% over the previous year. This anticipates
another wet year in San Diego. No change in the rate structure is being recommended;
although it is likely that one will be needed in the next year or two. The City has not raised the
water rates since 1999. The Recycled water revenues are increasing as a result of the opening
of the new Carlsbad Recycling Facility. The new facility has the ability to generate 4 million
gallons per day of recycled water and will begin operations shortly after the beginning of the
new fiscal year.
A rate increase was approved in the Sanitation Enterprise of 4%. This will raise the base
residential rate from $13 to $13.50 per month. The last rate increase occurred in 1999. The
City has been able to hold down the rate increases due to growth in the City (more residences
and businesses to spread the fixed charges over) as well as through cost management. Even
with the rate increase, Carlsbad's sewer rates are still among the lowest in the region as seen in
the Sewer Rate Comparison chart.
Sev
C ity o f D el M ar
-
Olivenhain M unic ipal Water D istrict
-
Buena Sanitation D istrict*
CityofSolana Beach
C ity o f Vista*
-
C ity of Encinitas*
C ity o f O ceans ide
-
Vallecitos Water D istrict*
Leucadia W a stewaterD istrict*
-
C ity o f C arlsbad*
C ity o f P o way
Authority j
ver Rate Comparison
*•, V'»',f •''''"'''<- ',"• ',':'.'• •,.''•''' .-'./.Q ''•'
• : •••• -y ••.''- .; ""' - .... , " .', -....;
.. -.,, ...... •• .|
-.....,..•-,-. ... ......... -I
i
,..--: .=, . •• - ' |
i
I
,l „,.,,,.,,„ .. |
|
. ^..i,,,, ,.^: .j|
) $ 10 $20 $ 3
|
:•#:,:;*• .-.|
••'-'I
~]
0 $ 40 $ 50
A rate increase was also approved in the Solid Waste fund. The Solid Waste fund contains two
programs: solid waste management and storm water management. A 6% increase in the
residential rate and a 7% increase in the commercial rates are being requested for the solid
waste program. The increase will flow through to the solid waste contractor, Coast Waste
Management. No increase has been given to the contractor since 1997.
B-6
2005-06 OPERATING BUDGET OVERVIEW
The rate increase for the storm water p
of $2.09. With these increases the
effect on most residential bills will be
a total increase of 6% as shown in
the table. The rate increases are
recommended in order to keep up
with the inflationary pressures on the
costs of providing the services.
One other change in the solid waste
revenues is the reallocation of the
non-jurisdictional revenues from the
solid waste fund to the pavement
management program in the Capital
rogram is 14 cents per household for a total monthly cost
Summary of Solid Waste Rate Increases
Residential - Monthly Rates
Current New Increase Increase
Base Rate $13.26 $14.07 $0.81
Storm Water 1.95 2.09 0.14
AB939 0.27 0.28 0.02
Franchise Fee 0.99 1 .06 0.06
Total Bill Amount $16.47 $17.50 $1.04
6.1%
7.2%
6.1%
6.1%
6.2%
Improvement Program. The non-
jurisdictional fees are fees paid by trash haulers for the use of the Palomar Transfer Station,
which the City leases from the County. The fees were initially deposited to the Solid Waste fund
to enable that fund to purchase the Transfer station if and when the County was ready to sell it.
Staff believes that there are now sufficient funds accumulated so the future revenues can be
used to pay for the wear and tear of the City's infrastructure as a result of hosting the Transfer
Station in Carlsbad.
Internal Service funds show estimated revenues of $12.3 million for 2005-06, an increase of
3.6%, over 2004-05 projections. Internal Service funds provide services within the City itself
and include programs such as the self-insurance funds for Workers' Compensation and Liability,
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.
The more significant rate increases occurred in the Workers Compensation fund and Vehicle
Maintenance fund. In both of these funds, costs have been escalating greater than inflation
over the past year or two. For Worker's Compensation, it has been the cost of the claims. In
the Vehicle Maintenance fund, it is mainly due to the cost of fuel. In both of these cases, the
rates were increased in order to cover the costs of the programs. More discussion on the costs
can be found in the Expenditures section of this report.
Redevelopment revenues are expected to total $2.5 million in the upcoming year; a 3%
decrease over the projections for the previous year. Most of the decrease is the result of
reduced assessed values in the South Carlsbad Coastal Redevelopment Area (SCCRA).
The SCCRA was formed in 2000 and is still in the master planning stage. No significant
construction has begun. In addition, the SCCRA's highest valued property, the Encina power
plant has been declining in value. The Encina power plant is an older facility and due to
obsolesces, the State Assessor has been devaluing the plant each year. Based on the latest
estimates from the Assessor, the devaluation of the power plant will bring the base value for the
SCCRA to below the original value when the redevelopment area was formed. This eliminates
all tax increment revenue for the redevelopment area. No tax increment is expected to be
generated until additional investments are made in the power plant or significant redevelopment
construction begins.
Tax increment in the City's other Redevelopment area (the Village) is expected to increase by
5% to $2.8 million in fiscal year 2006. 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
B-7
2005-06 OPERATING BUDGET OVERVIEW
value is only increased to the full market value upon the sale of the property. Unless there is
significant resale activity or new development, the increment would not be expected to grow
more than 2% per year.
EXPENDITURES
The City's Operating budget for 2005-06 totals $158.4 million, which
represents an increase of $10.8 million, or 6.8%, from the adopted 2004-05
budget. The changes in each of the City's programs will be discussed fully
below.
Budgetary Policies
The theme behind this year's budget policies was "effectively managing today's resources for
tomorrow" - to manage our current resources so that we are able to deliver the same quality
and level of our services while maintaining a balanced budget for now and into the future. While
the forecast shows expectations for a balanced budget in the future, the City also has a large
capital program underway which will add additional pressure to the budget. With the inherent
risks of a downturn in the economy coupled with the fiscal problems still being worked on at the
State level, it is important to keep an eye focused on the future to ensure the City stays in good
financial health. To achieve that end, the following policies were set:
• Maintain current service levels.
• No new programs unless already in progress or anticipated in the capital improvement
program.
• Identify new revenue generation opportunities
• Carefully review open positions prior to filling
• New positions will be limited to only those necessary to maintain service levels
• New positions will also be considered if overall cost savings can be achieved
• Budget requests for one-time funding to implement specific goals will be considered.
• Generally, be prudent in your budgeting. Consider cost containment measures and
budget discretionary items at minimum levels.
The City uses an "Expenditure Control Budget" (ECB) process in budgeting. In the ECB
approach, each department is 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. Every year the block is increased by an index for growth and inflation.
No additional appropriations are expected during the year except in the case of a significant
unanticipated event. Any amounts that are unspent at the end of the fiscal year will be carried
forward in their entirety to the new fiscal year.
In the 2004-05 Budget, the block portion of the "Expenditure Control Budget" (ECB) was
reviewed and brought in line with changes that had occurred in the programs and with
efficiencies that were identified during the review. Every program was scrutinized to determine
the true cost of providing the services and budgeted at the level deemed necessary to continue
to provide the services. In the 2005-06 Budget, we have returned to the ECB process using the
fiscal year 2004-05 Budget as the base.
The 2005-06 Budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization:
B-8
2005-06 OPERATING BUDGET OVERVIEW
• The Disaster Preparedness program was moved from the Fire Department to the Police
Department.
• With the decline in activity in the Sister Cities Donation Fund and Arts General
Contributions and Gallery Donations Funds it has been decided to have those funds
transferred to the Arts Sister City General Fund and the Arts General Funds. This will in
no way impact the ability of citizens to donate to these valuable programs, but will
improve our internal effectiveness.
Budgeted Expenditures
Through the application of these guidelines and policies, the 2005-06 Operating Budget of
$158.4 million was developed. The 2005-06 Operating budget proposes 14 new full-time
employees: 6 of these are due to the opening of new facilities, 3 are to enhance public safety, 1
will be creating and maintaining new trails and 4 are related to a conversion of part-time
personnel into full time personnel to improve effectiveness in the Public Works department. The
net decrease in hourly staff totaled approximately .46 full-time equivalents (FTE). These
changes result in a City workforce of 660 full and three-quarter time employees and 147.47
hourly FTE. The staffing changes in each of the City's programs will be discussed fully below.
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.
Three new parks are
planned to open in
2005-06: Aviara,
Hidden Canyon and
Pine.
NEW FACILITIES OPENING
IN 2005-06
Expected Annual 1st Year
Opening Costs Budgeted Costs FTE
Aviara Park
Hidden Canyon
Pine Avenue
Total Parks/Rec.
Recycled Water
Summer 2005
Fall 2005
Summer 2006
Summer 2005
$ 400,000
130,000
150,000
$ 680.000
$ 540,000
$ 370,000
$ 100,000
40.000
$ 510.000
$ 590,000
4.10
0.75
1.25
6.10
2.00
The budget includes 4 new full-time Parks personnel and 2.1 new hourly FTE Recreation
personnel for a total of 6.1 new positions needed to staff the new parks. The 4 new full-time
Parks employees will be maintenance workers required for the up keep of the new parks and
the 2.1 new hourly FTE Recreation employees are needed to staff the activities and programs
that will be offered at the new parks.
The City will also be expanding the miles of trails available to the public in the upcoming year.
Another 8.5 miles of trails will be incorporated into the existing 12.5 miles and enhancements to
existing trails will be made at Lake Calavera. The budget adds a full time maintenance worker
to this program to work with the large volunteer contingent in keeping the trails in good repair.
A new recycled water facility is also scheduled to open in 2005-06. The facility is located at the
site of the Encina Wastewater Facility and will be run mainly through a contract with the Encina
Wastewater Authority (EWA) who operates the wastewater facility. This will provide greater
efficiency than if the City staffed it with its own personnel. Carlsbad will need to add a water
systems operator to read and interpret water devices and calculate and then adjust chemical
dosages and a cross-connection control technician to test all the new connections to the
recycled system. These connections need to be tested on a regular basis to ensure that the
potable water system is not being crossed over into the recycled system.
B-9
2005-06 OPERATING BUDGET OVERVIEW
Public Safety
Public safety has always been, and remains, a top Council priority. After
reviewing the current staffing requirements and the population growth in the City,
it was evident that there was a need to add new Police personnel to maintain the
current service levels in the community.
In 2005-06 two additional Police Corporals will be hired to enhance the
department's ability to provide community-oriented policing. This program puts more officers in
the community so that they can identify potential problems before they happen and develop
long-term solutions when needed. The Police department is also hiring a Crime Analyst to
provide data and statistics allowing for increased efficiencies and smarter policing. Lastly, the
Police department will be adding 3.42 new hourly FTE school crossing guards. School crossing
guards had previously been provided through a contract with a temporary agency. The agency
can no longer provide this service and the Police department believe they can save money and
provide better quality control by using part-time personnel rather than a temporary agency. The
same level of service will be maintained.
The Fire Department will be purchasing and placing into service a new ladder truck in 2005-06.
The "Quint" ladder truck will be replacing an existing fire engine. The truck will provide the
same functionality as the engine but will also provide the additional 100-foot ladder capability.
The new vehicle will provide better service coverage to the citizens of Carlsbad as the City
continues towards buildout.
Top Quality Service
One of Council's goals is top-quality service, which means serving our customers well. The City
is continuing its efforts to provide the best service to our citizens and customers. There are
numerous goals for the 2005-06 fiscal year that investigate potential enhancements to the
services we provide.
One new exciting program being researched for this year is the Library's marketplace service
approach. The marketplace service approach provides a cozy bookstore-style marketing of
collections, consolidation of services and amenities like food and specialty coffee. Another
service related goal for 2005-06 is the Development Process Review (DPR) to be conducted in
the Community Development Division. The DPR will analyze the planning, building, land use
engineering and fire prevention functions to identify potential process improvements,
recommend specific actions to correct problem areas and improve operations. The goal is to
make the Community Development Division more efficient and user-friendly to the citizens.
The Solid Waste Program will also be providing some new services in the next year. A curbside
Household Hazardous (HHW) Collection Program, a Backyard Composting Program and a
special collection event were added to the existing program. These new services would offer
residents the convenience of having HHW materials collected from their residence, backyard
composting training and an event to teach citizens about additional options on disposing of
hazardous and electronic waste.
Finally, the City's new Communications Department continues to define its mission and has
several goals and programs designed to better disseminate information and teach citizens about
the various programs and activities offered in Carlsbad. Examples include a video magazine,
citywide calendars, Community Service Guides, the City Stuff Program and the Citizen's
Connection and Partnership Survey. City Stuff teaches Carlsbad's children about the various
city services and functions of city government. The Citizen's Connection and Partnership
Survey will be a mechanism, through community displays and kiosks in city facilities, to identify
and evaluate opportunities to create a dialogue between the City and the citizens. The dialogue
B-10
2005-06 OPERATING BUDGET OVERVIEW
will provide the necessary feedback to better manage programs and provide the appropriate
services for the citizens.
Increased Efficiencies and Cost Savings
With the emphasis this year on effectively managing resources, several goals will be targeting
increasing efficiencies and cost savings. To improve the efficiency of our existing Public Works
department 7.59 hourly FTE positions will be converted into 4 new full-time Public Works
employees. The full-time employees will experience less turn-over as non-seasonal employees,
have the needed expertise and can receive the required training to provide a more consistent
level of year-round coverage in maintaining existing parks and facilities. Another goal in the
coming year is to review the solid waste needs of the City and identify the types of services and
rate structure that best meets the City's residential, commercial and multi-family requirements.
One exciting and potentially substantial cost savings could come from creating a Business
Improvement District (BID). A BID is a special district in which the participant pays
assessments for certain services to be provided to them. In this case, the idea is to include all
hotel properties in the BID and collect a certain amount per room rented. The funds would then
be used to promote tourism in Carlsbad. In fiscal year 2004-05, following Council's direction,
money was loaned to the Carlsbad Convention and Visitor's Bureau to help fund the creation of
a BID. The money will be repaid when the BID is formed and collections begin. Once formed,
the BID could reduce the amount of money the City contributes to community promotion, which
cost the City over $500,000 in fiscal year 2004-05.
Lastly, as a cost savings, 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 58 vehicles that met the replacement criteria outlined in
Administrative Order Number 3, only 34 vehicles were selected for replacement. Of the 34 units
selected for replacement, 4 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.
Based on the community's input and Council's direction, there is a goal included in the 2005-06
Budget to begin the design of the hardscape (place) portion 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. While the heart of the City may always be the Village area, the
Gateway area is developing into the nerve center containing the commercial and industrial core
of the City. The 2005-06 Operating Budget contains $100,000 to continue work on the land use
planning while the Capital Improvement Program contains funding for the preliminary design of
a City/Safety Training facility, a Public Works center and, ultimately, a Civic Center Plaza.
Besides designing the hardscape for the City, the community will be engaged in the continuing
dialogue about what the citizen's want and what they can do together to connect community,
place and spirit in Carlsbad. An example of this partnership approach to community building
could be seen this year in the request from the Boys and Girls Club of Carlsbad for assistance
in building their new clubhouse. The Council approved a $500,000 grant to the Boys and Girls
Club for a new clubhouse, with the stipulation that they raise $4 from the community for every
$1 that the City contributes. In this way, the community is coming together to meet the
recreational, educational and athletic needs for all Carlsbad children, ages 6 to 18. The 18,000
B-11
2005-06 OPERATING BUDGET OVERVIEW
square foot facility will have a capacity to serve up to 300 children per day and will include a
gymnasium, computer center and art room.
Budget by Fund Type
This table below shows the changes in the operating budget for fiscal year 2005-06 compared
to the adopted budget for fiscal year 2004-05.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2004-05
$90.5
10.0
31.6
13.4
2.1
$147.6
BUDGET
2005-06
$ 97.2
10.1
35.0
13.9
2.2
$ 158.4
$
CHANGE
$ 6.7
0.1
3.4
.5
.1
$ 10.8
%
CHANGE
7.4%
1 .0%
10.8%
3.7%
4.8%
7.3%
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
budgeted expenditures by
fund and program.
General Fund
Total budget for the General fund is $97.2 million, which is 6.7% more than the previous budget
of $90.5 million. As can be seen in the table above, the increase is mainly due to the increase
in personnel costs. Personnel costs make up approximately 66% of the General fund budget
therefore any changes in these costs can have a significant effect on the total budget.
Personnel costs are projected to increase by 9.1% in 2005-06. Due to labor contracts with our
employee groups, much of the cost was previously determined.
This table shows the
breakdown of personnel
costs for the General
fund. Salaries include full
and part-time staff costs
and account for $2.1
million of the increase in
the General fund.
Approximately $640,000
of the additional salary
costs are for the new
positions in 2005/06.
Benefits make up the
remainder of the personnel costs with the largest increase in retirement costs. The City is part
of the Public Employees Retirement System (PERS). PERS rates have increased due to the
implementation of enhanced benefits as well as the effect of investment losses on the plan.
These rates are expected to level off next year provided PERS investments generate a
reasonable return. The City has made all required payments under the terms of its retirement
plan.
GENERAL FUND PERSONNEL COSTS
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
BUDGET
2004-05
$42,408
4,593
8,646
1,709
1,369
$58,725
BUDGET
2005-06
$44,523
4,590
1 1 ,842
1,894
1,196
$64,045
$
CHANGE
$2,114
(3)
3,196
186
(174)
$5,320
%
CHANGE
5.0%
(0.1%)
37.0%
10.9%
(12.7%)
9.1%
B-12
2005-06 OPERATING BUDGET OVERVIEW
M & O stands for Maintenance and Operations. This category contains the budget for all
program expenses other than personnel or capital outlay. The City was able to hold down
increases in these accounts this year by finding more efficient ways of doing business.
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Thousands)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
TOTAL
BUDGET
2004-05
$58,725
25,788
521
5,430
$90,464
BUDGET
2005-06
$64,045
26,705
796
5,650
$97,196
$
CHANGE
$5,320
917
275
220
$6,732
%
CHANGE
9.1%
3.6%
52.8%
4.1%
7.4%
Capital Outlay includes
budgeted equipment
purchases over $1,000.
Capital outlay over $10,000
is further detailed in the
Appendix. These amounts
vary from year to year
depending on the program
needs.
Transfers are amounts
anticipated to be transferred
from the General fund to another fund at the City. The transfers included in this year's budget
are to the following funds:
• $4.2 million to the Infrastructure Replacement fund - for major maintenance and
replacement of City infrastructure. It is based on total revenues and increased by
$420,000 for fiscal year 2005-06.
• $800,000 to the Hosp Grove debt service fund - for debt service on bonds issued to
purchase Hosp Grove. Hosp Grove was originally a grove of Eucalyptus trees. It has
since been developed into a nature park containing trails and a tot lot.
• $600,000 transfer to the General Capital Construction fund (in the CIP) to partially fund
the Library Learning Center. The Center will be the location of the Adult Learning Center
and Centra de Information. It is anticipated that the $600,000 will be repaid from a
donation from the Library Foundation. Last year's budget contained a transfer of
$800,000 to the CIP to fund synthetic turf fields.
Another way of looking at the General fund budget is by program. The chart below compares
the recommended 2005-06 budget to the amounts adopted in the previous year. The significant
changes are noted below.
GENERAL FUND EXPENDITURES
BY MAJOR SERVICE AREAS
(In Millions)
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
TOTAL
BUDGET
2004-05
$ 3.7
6.0
33.1
6.3
14.8
16.9
7.4
2.3 _,
$ 90.5
BUDGET
2005-06
$ 4.1
6.4
35.5
6.6
15.8
18.9
7.6
2.3
$ 97.2
$
CHANGE
$ 0.4
0.4
2.4
0.3
1.0
2.0
0.2
—
$ 6.7
%
CHANGE
10.7%
7.7%
7.2%
3.7%
6.9%
1 1 .8%
-4.6%
0.0%
6.7%
B-13
2005-06 OPERATING BUDGET OVERVIEW
• The Policy/Leadership Group includes all elected officials and the City Manager's Office.
The 10.7% change is mainly due to the increased costs and offerings of the
Communications Department discussed earlier.
• There were minimal changes in the total budget for Administrative Services. The
increase is due to higher PERS costs and tuition reimbursement costs for the City and
reflected in the Human Resources Department.
• The 7.2% growth in Public Safety reflects the new positions in the Police Department as
well as the general increases in personnel costs.
• In the Community Development area, the 3.7% increase is due mainly to personnel cost
and a Business Process Review (BPR) discussed earlier.
• Community Services includes Recreation, Library and the Arts. The 6.9% increase
reflects general personnel increases as well as the additional operating costs of adding
three new parks.
• Public Works shows an overall increase of 11.8%. The largest increase is in the Parks
Maintenance division, again reflecting the increased operating costs of adding three new
parks. The Engineering Division continues to experience increases in costs in both
plancheck and inspection. These costs have risen sharply over the past two years due
to development activity and it is expected that once development slows down, these
costs will also decline.
• Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department. The
decrease is mainly due to the elimination of the amounts paid for community promotion.
With the possibility of a Business Improvement District being formed this year, no
amounts have been included in the preliminary budget for community promotion. This
will be a topic for Council discussion during budget deliberations.
• The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It is budgeted at $2.3
million, or approximately 2.5% of the 2005-06 General fund budget, which is consistent
with the $2.3 million budgeted in the prior year. During 2004-05, Council has authorized
almost all of those funds be spent on emergency repairs on for damages caused by the
2005 storms.
Changes In Other Funds
Special Revenue funds, at $10.1 million, are essentially flat year over year with a slight
increase in street lighting of approximately $150,000 to replace streetlights that have
deteriorated along Carlsbad Boulevard. The COPS Grant has decreased by approximately
$100,000 in 2005/06 reflecting the decreased funding from the State. This program now only
supports one Police officer, a decline of one officer from previous years. The Housing Trust
fund shows an increase of approximately $160,000, which is the result of allocating more staff
time to the City's housing programs.
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 $225,000 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. A loan was also necessary last year for $336,000. A feasibility
study is being conducted by an assessment-engineering firm to review alternatives for funding
B-14
2005-06 OPERATING BUDGET OVERVIEW
lighting and landscaping. The assessments in this District cannot be increased without a vote of
the property owners.
Enterprise funds total $35 million, which is an increase of $3.5 million, or
11%. The most significant change is in the water and recycled water budgets.
The increase is due to the new recycled water facility scheduled to open in
2005-06 and the two 2 new full-time Public Works personnel required to staff
the recycled water distribution system and help implement the Phase II
Recycled Water Program.
The Solid Waste Management fund is requesting a 20% increase, or $320,000, in funding due
to a one-time goal to negotiate a new solid waste contract, a loan repayment and some
additional street sweeping costs.
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
water lines related to the recycled water plant are completed. No water rate increases are
anticipated for fiscal year 2005-06 but may be needed in the following year. For the Sanitation
fund, the forecast shows that a rate increase is necessary and thus, a 4% increase is being
recommended as discussed earlier in the revenue section.
The Internal Service fund budgets increased by approximately $450,000, or 3.4%. The Internal
Service funds are self-supporting through user charges. Changes occurred in a number of
these funds:
• The Workers' Compensation fund budget was increased by $193,000 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 2005-06
workers compensation costs are estimated to increase 10% over 2004-05 costs. With
these increased costs, a transfer of approximately $300,000 was made from the City's
Health Insurance Fund, which has sufficient balances, to partially cover the increases in
workers compensation costs.
• The Health Insurance budget shows a decline of $72,000 due to the change from the
self-insured plan to the CalPERS Health Plan effective July 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 Maintenance and Replacement fund budgets vary from year to year
depending on the need for vehicle maintenance and replacements. It is budgeted at
$367,000 more than the previous year. 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 $328,000. This is
mainly due to decreases in one time capital spending.
The Redevelopment Agency budgets have essentially remained at the same levels in 2005-06.
B-15
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO VEHICLE REPLACEMENT
TOTAL
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
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 ESTIMATED
JULY 1 , 2004 REVENUES
59,352,012 99,542,000
59,352,012 99,542,000
418,731 56,500
71,968 140,000
89,167 17,800
441,141 6,252,735
9,221,479 3,376,597
19,422 7,000
104,075 68,000
807,839 596,472
(138,635) 446,655
1,022,998 922,201
849,918 125,000
13,413 71,210
24,351 45,300
81,525 27,500
181,600 17,000
45,157 626,247
1,012,967 36,700
218,463 6,000
5,881 200
109,886 10,000
14,601,346 12,849,117
13,118,191 21,217,546
4,264,072 2,220,795
5,821,365 6,800,000
5,828,181 2,525,115
1,794,887 60,000
30,826,696 32,823,456
2,930,498 2.126,512
1,520,680 1,255,000
825,489 850,000
113,209 1,722,000
7,429,866 1,712,300
3,589,948 4,250,400
16,409,690 11,916,212
3,283,245 1,883,054
2,157,134 499,500
810,313 168,622
363,640 60,375
6,614,332 2,611,551
$127,804,076 $159,742,336
ESTIMATED FUND
EXPENDITURES TRANSFERS
89,747,969 119,967
(335,701)
(410,000)
89,747,969
88,795
21 1 ,968
88,200
6,409,823
3,577,185
10,350
62,869
872,394
715,000 335,701
1,124,073
183,995
41,082
42,652
13,000
6,000
671,404
49,600
15,141
0 (6,081)
6,000 (113,886)
14,189,531
20,525,157
2,206,050
7,960,745
1 ,635,483
95,893
32,423,328
2,086,026
1,047,883
861 ,000
1 ,860,000
828,000 410,000
5,400,000
12,082,909
3,890,472
77,746
528,119
41,934
4,538,271
$152,982,008 $0
PROJECTED
BALANCE
JUNE 30, 2005
69,266,010
(335,701)
(410,000)
68,520,309
386,436
0
18,767
284,053
9,020,891
16,072
109,206
531,917
(71,279)
821,126
790,923
43,541
26,999
96,025
192,600
0
1 ,000,067
209,322
0
0
13,476,666
13,810,580
4,278,817
4,660,620
6,717,813
1,758,994
31,226,824
2,970,984
1,727,797
814,489
(24,791)
8,724,166
2,440,348
16,652,993
1 ,275,827
2,578,888
450,816
382,081
4,687,612
$0 $134,564,404 ]
B-16
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
IGENERALFUND
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO GOLF COURSE FUND
TOTAL
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
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 ESTIMATED
JULY 1 , 2005 REVENUES
68,520,309 104,785,000
68,520,309 104,785,000
386,436 56,500
0 135,000
18,767 0
284,053 5,854,088
9,020,891 390,000
16,072 8,000
109,206 45,000
531,917 485,515
(71,279) 411,187
821,126 905,120
790,923 127,500
43,541 127,839
26,999 35,200
96,025 22,500
192,600 17,000
0 691,549
1 ,000,067 30,000
209,322 7,000
0 0
0 0
13,476,666 9,348,998
13,810,580 21,577,099
4,278,817 2,427,329
4,660,620 7,279,135
6,717,813 2,095,657
1 ,758,994 20,000
31 ,226,824 33,399,220
2,970,984 2,295,240
1.727,797 1,335,000
814,489 875,000
(24,791) 1,919,190
8,724,166 1,772,080
2,440,348 4,150,600
16,652,993 12,347,110
1,275,827 1,954,054
2,578,888 560,000
450,816 12,000
382,081 8,000
4,687,612 2,534,054
$134,564,404 $162,414,382
ADOPTED FUND
BUDGET TRANSFERS
97,196,286
(225,000)
(21,000,000)
97,196,286
89,200
135,000
0
5,980,915
417,983
12,000
0
653,298
564,612 225,000
1,177,027
104,600
63,571
37,446
22,500
170,000
637,549
30,000
28,000
0
0
10,123,701
22,244,186
2,644,807
7,703,159
2,295,447
125,000
35,012,599
2,416,866 300,000
1 ,786,631
941 ,500 (300,000)
2,069,676
1,995,000
4,682,332
13,892,005
1,737,357
94,396
278,517
36,917
2,147,187
$158,371,778 ($21,000,000)
PROJECTED
RESERVED BALANCE
BALANCES JUNE 30, 2006
76,109,023
(225,000)
(21,000,000)
54,884,023
353,736
0
18,767
157,226
8,992,908
12,072
154,206
364,134
296
549,219
813,823
107,809
24,753
96,025
39,600
54,000
(1 ,000,000) 67
188,322
0
0
1 1 ,926,963
13,143,493
4,061 ,339
4,236,596
6,518,023
1 ,653,994
29,613,445
(2,908,891) 240,467
(580,732) 695,434
447,989
(175,277)
(5,000,000) 3,501,246
(1,190,000) 718,616
5,428,475
1,492,524
(2,651,516) 392,976
184,299
353,164
2,422,963
($13,331,139) $104,275,869 |
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
2003-04
$26,960,253
25,571,192
8,813,426
5,027,425
2,871,715
1 ,587,200
70,831,211
4,124,672
1,593,189
5,717,861
1,282,126
1 ,046,398
2,328,524
774,297
877,060
2,012,762
1 ,448,387
1,396,117
1,075,308
7,583,931
936,406
1 ,476,749
2,604,355
1,479,371
92,958,408
PROJECTED
REVENUE
2004-05
$28,074,000
26,598,000
9,836,000
5,719,000
3,030,000
1 ,230,000
74,487,000
5,449,000
1,318,000
6,767,000
1,800,000
1,200,000
3,000,000
800,000
1,216,000
1 ,800,000
1,350,000
1,508,000
1,104,000
7,778,000
900,000
3,010,000
2,600,000
1 ,000,000
99,542,000
ESTIMATED
REVENUE
2005-06
$37,272,000
28,653,000
10,279,000
5,326,000
3,200,000
1,231,000
85,961,000
503,000
1,144,000
1,647,000
1 ,650,000
1,100,000
2,750,000
600,000
1,115,000
1 ,270,000
1,419,000
1 ,551 ,000
1,136,000
7,091,000
926,000
2,960,000
2,700,000
750,000
104,785,000
AS%
OF FY 04-05
PROJECTED
32.8%
7.7%
4.5%
-6.9%
5.6%
0.1%
15.4%
-90.8%
-13.2%
-75.7%
-8.3%
-8.3%
-8.3%
-25.0%
-8.3%
-29.4%
5.1%
2.9%
2.9%
-8.8%
2.9%
-1 .7%
3.9%
-25.0%
5.3%
DIFFERENCE
2004-05 TO
2005-06
9,198,000
2,055,000
443,000
(393,000)
170,000
1,000
1 1 ,474,000
(4,946,000)
(174,000)
(5,120,000)
(150,000)
(100,000)
(250,000)
(200,000)
(101,000)
(530,000)
69,000
43,000
32,000
(687,000)
26,000
(50,000)
100,000
(250,000)
5,243,000
* Interest is calculated on an amortized cost basis.
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
ISPECIAL 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
FEDERAL GRANT
INTEREST
TOTAL
HOUSING TRUST FUND
AFFORDABLE HOUSING FEES
FEDERAL GRANT
INTEREST
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
ACTUAL
REVENUE
2003-04
1
155.974
951
156,925
134,514
0
134,514
34,408
0
34,408
5,749,564
1,943
5,751,507
488,590
544,503
75,996
4,495,273
5,604,362
2,209
2,209
64,597
0
64,597
PROJECTED
REVENUE
2004-05
50,000
6,500
56,500
140,000
0
140,000
17,800
0
17,800
6,250,735
2,000
6,252,735
1 ,290,000
7,464
280,000
1,799,133
3,376,597
7,000
7,000
66,000
2,000
68,000
ESTIMATED
REVENUE
2005-06
50,000
6,500
56,500
135,000
0
135,000
0
0
0
5,852,088
2,000
5,854,088
135,000
5,000
250,000
0
390,000
8,000
8,000
43,000
2,000
45,000
AS%
OF FY 04-05
PROJECTED
0.0%
0.0%
0.0%
-3.6%
0.0%
-3.6%
-100.0%
0.0%
-100.0%
-6.4%
0.0%
-6.4%
-89.5%
-33.0%
-10.7%
-100.0%
-88.5%
14.3%
14.3%
-34.9%
0.0%
-33.8%
DIFFERENCE
2004-05 TO
2005-06
0
0
0
(5,000)
0
(5,000)
(17,800)
0
(17,800)
(398,647)
0
(398,647)-
(1,155,000)
(2,464)
(30,000)
(1,799,133)
(2,986,597)
1,000
1,000
(23,000)
0
(23,000)
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
TREE MAINTENANCE
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
OTHER
INTEREST
TOTAL
STREET LIGHTING
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL
BUENA VISTA CREEK CHNL MAINT
BUENA VISTA FEES
INTEREST
TOTAL
LLD#2
LLD #2 FEES
INTEREST
TOTAL
ARTS SPECIAL EVENTS
DONATIONS
INTEREST
TOTAL
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL
ACTUAL
REVENUE
2003-04
461 .393
127,911
6,881
1,040
597,225
420,019
34,378
0
454,397
700,207
186,215
7,465
9,401
903,288
23
6,699
6,722
0
536
536
21,475
0
21 ,475
33,041
633
33,674
PROJECTED
REVENUE
2004-05
466,672
106,000
23,800
0
596,472
421 ,700
24,497
458
446,655
713,634
173,655
3,212
31,700
922.201
100,000
25,000
125,000
70,885
325
71,210
45,000
300
45,300
23,800
3,700
27,500
ESTIMATED
REVENUE
2005-06
466,415
0
19,100
0
485,515
411,187
0
0
411,187
703,160
172,460
0
29,500
905,120
100,000
27,500
127,500
127,639
200
127,839
35,000
200
35,200
20,000
2,500
22,500
AS%
OF FY 04-05
PROJECTED
-0.1%
-100.0%
-19.8%
0.0%
-18.6%
-2.5%
-100.0%
-100.0%
-7.9%
-1.5%
-0.7%
-100.0%
-6.9%
-1 .9%
0.0%
10.0%
2.0%
80.1%
-38.5%
79.5%
-22.2%
-33.3%
-22.3%
-16.0%
0.0%
-18.2%
DIFFERENCE
2004-05 TO
2005-06
(257)
(106,000)
(4,700)
0
(110,957)
(10,513)
(24,497)
(458)
(35,468)
(10,474)
(1,195)
(3,212)
(2,200)
(17,081)
0
2,500
2,500
56,754
(125)
56,629
(10,000)
(100)
(10,100)
(3,800)
0
(5,000)
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SENIOR DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL
CDBG ENTITLEMENT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
COMMUNITY ACTIVITY GRANTS
MISC INCOME
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
ARTS GENERAL/GALLERY DONATIONS (2)
DONATIONS
INTEREST
TOTAL
SISTER CITY DONATIONS (2)
DONATIONS
INTEREST
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2003-04
19.732
1,581
1,473
22,786
615,638
61,930
75,773
753,341
0
8,133
8,133
1,729
1,729
6,924
912
7,836
500
50
550
14,560,214
PROJECTED
REVENUE
2004-05
10,000
6,000
1,000
17,000
626,247
0
0
626,247
4,700
32,000
36,700
6,000
6,000
7,000
3,000
10,000
200
0
200
12,849,117
ESTIMATED
REVENUE
2005-06
10,000
6,000
1,000
17,000
637,549
34,000
20,000
691,549
0
30,000
30,000
7,000
7,000
0
0
0
0
0
0
9,348,998
AS%
OF FY 04-05
PROJECTED
0.0%
0.0%
0.0%
0.0%
1.8%
0.0%
0.0%
10.4%
-100.0%
-6.3%
-18.3%
16.7%
16.7%
-100.0%
-100.0%
-100.0%
-100.0%
0.0%
-100.0%
-27.2%
DIFFERENCE
2004-05 TO
2005-06
0
0
0
0
1 1 ,302
34,000
20,000
65,302
(4.700)
(2,000)
(2,000)
1,000
1,000
(7,000)
(3,000)
(10,000)
(200)
0
(200)
(3,500,119)
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 OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
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
OTHER
INTEREST
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2003-04
I
13.695,505
3,632,556
1,843,110
107,565
104,032
219,279
478,103
304,296
173,488
89,403
1,129,269
21 ,776,606
1,121,164
118,134
385,298
408,966
2,033,562
6,096,801
48,966
188,133
56,933
235,555
63,389
6,689,777
162,956
283,765
39,888
639,775
27,509
0
0
1,153,893
0
16,326
16,326
31,670,164
PROJECTED
REVENUE
2004-05
13,939,200
3,711,019
1 ,935,266
104,338
106,113
250,000
470,000
375,000
168,283
85,827
72,500
21,217,546
1,200,000
100,000
477,180
443,615
2,220,795
6,334,000
21,000
150,000
63,000
202,000
30,000
6,800,000
165,000
275,000
40,000
620,000
25,051
1,400,064
0
2,525,115
15,000
45,000
60,000
32,823,456
ESTIMATED
REVENUE
2005-06
14,031,199
3,791,177
2,032,029
101,208
108,235
255,000
552,423
386,250
163,235
82,394
73,949
21 ,577,099
1 ,536,762
128,063
696,300
66,204
2,427,329
6,843,212
21,785
154,500
65,355
194,283
0
7,279,135
218,057
286,000
41,600
0
0
1 ,550,000
0
2,095,657
0
20,000
20,000
33,399,220
AS%
OF FY 04-05
PROJECTED
0.7%
2.2%
5.0%
-3.0%
2.0%
2.0%
17.5%
3.0%
-3.0%
-4.0%
2.0%
1.7%
28.1%
28.1%
45.9%
-85.1%
9.3%
8.0%
3.7%
3.0%
3.7%
-3.8%
-100.0%
7.1%
32.2%
4.0%
4.0%
-100.0%
-100.0%
10.7%
0.0%
-17.0%
-100.0%
-55.6%
(1)
1.8%
DIFFERENCE
2004-05 TO
2005-06
91,999
80,158
96,763
(3,130)
2,122
5,000
82,423
1 1 ,250
(5,048)
(3,433)
1,449
359,553
336,762
28,063
219,120
(377,411)
206,534
509,212
785
4,500
2,355
(7,717)
(30,000)
479,135
53,057
11,000
1,600
(620,000)
(25.051)
149,936
0
(429,458)
(15,000)
(25,000)
(40,000)
575,764
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/REIMS.
TOTAL
RECORDS MANAGEMENT (1)
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OPERATING TRANSFER IN
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
2003-04
J
13,725
3,250,216
53,368
3,317,309
5,673
651 ,068
20,099
676,840
3,287
2,906,134
2,909,421
0
923,071
0
923,071
1,589,612
85,890
1,675,502
1 ,463,766
62,182
74,241
1,600,189
26,295
3,888,912
620,769
4,535,976
15,638,308
PROJECTED
REVENUE
2004-05
95,000
1,999,630
31 ,882
2,126,512
40,000
1 ,200,000
15,000
1,255,000
0
850,000
850,000
0
0
0
0
1,699,000
23,000
1 ,722,000
1 ,508,000
200,000
4,300
1,712,300
106,000
4,144,400
0
4,250,400
11,916,212
ESTIMATED
REVENUE
2005-06
95,000
2,200,240
0
2,295,240
40,000
1,285,000
10,000
1 ,335,000
0
875,000
875,000
0
0
0
0
1,899,190
20,000
1,919,190
1,572,080
200,000
0
1,772,080
100,000
4,050,600
0
4,150,600
12,347,110
AS%
OF FY 04-05
PROJECTED
0.0%
10.0%
-100.0%
7.9%
0.0%
7.1%
-33.3%
6.4%
0.0%
2.9%
2.9%
0.0%
0.0%
0.0%
0.0%
11.8%
-13.0%
11.5%
4.3%
0.0%
-100.0%
3.5%
-5.7%
-2.3%
0.0%
-2.4%
3.6%
DIFFERENCE
2004-05 TO
2005-06
0
200,610
(31,882)
168,728
0
85,000
(5,000)
80,000
0
-100.0%
25,000
0
0
0
0
200,190
(3,000)
197,190
64,080
0
(4,300)
59,780
(6,000)
(93,800)
0
(99,800)
430,898
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
2003-04
39,434
1,734,557
20,717
12,916
1,807,624
433,639
100,667
534,306
712,273
21 ,202
733,475
237,424
4,647
242,071
3,317,476
PROJECTED
REVENUE
2004-05
83,054
1 ,758,000
22,000
20,000
1,883,054
439,500
60,000
499,500
143,622
25,000
168,622
47,875
12,500
60,375
2,611,551
ESTIMATED
REVENUE
2005-06
83,054
1,846,000
20,000
5,000
1,954,054
460,000
100,000
560,000
0
12,000
12,000
0
8,000
8,000
2,534,054
AS%
OF FY 04-05
PROJECTED
0.0%
5.0%
-9.1%
-75.0%
3.8%
4.7%
66.7%
12.1%
-100.0%
-52.0%
-92.9%
-100.0%
-36.0%
-86.8%
-3.0%
DIFFERENCE
2004-05 TO
2005-06
0
88,000
(2,000)
(15,000)
71,000
20,500
40,000
60,500
(143,622)
(13,000)
(156,622)
(47,875)
(4,500)
(52,375)
(77,497)
TOTAL OPERATING $158,144,570 $159,742,336 $162,414,382 1.7%2,672,046
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 (1)
TOTAL ADMINISTRATIVE SERVICES
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
PLANNING
BUILDING
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
2002-03
ACTUALS
273,211
1,023,959
472,185
290,791
880,955
138,606
3,079,707
561,950
2,434,193
1,336,419
0
4,332,562
16,038,113
11,003,474
27,041,587
512,252
260,266
177,090
2,989,687
1,658,873
5,598,168
7,454,753
664,409
4,255,580
558,142
12,932,884
2003-04
ACTUALS
286,353
1,129,686
595,310
269,054
937,889
163,718
3,382,010
506,966
2,579,645
1,475,974
0
4,562,585
18,333,703
12,149,739
30,483,442
476,278
289,161
173,627
3,505,566
1,622,392
6,067,024
7,916,003
661,922
4,551,325
586,029
13,715,279
2004-05
ESTIMATED
EXPENDITURES
322,057
1,314,111
795,810
145,177
1,042,762
157,853
3,777,770
610,000
2,547,800
1,915,040
763,096
5,835,936
20,850,000
12,928,892
33,778,892
557,183
229,369
165,661
2,969,760
1,496,107
5,418,080
8,372,176
776,899
4,934,000
785,137
14,868,212
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
19,972,533
13,125,787
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
786,817
14,756,207
2005-06
ADOPTED
BUDGET
360,861
1,333,318
937,031
122,070
1,135,883
173,113
4,062,276
643,147
2,781,202
2,195,416
828,401
6,448,166
21,874,208
13,612,016
35,486,224
741,849
321,692
226,517
3,246,272
2,031,119
6,567,449
8,861,081
767,022
5,263,482
884,317
15,775,902
%INCR (DEC)
04-05 BUD
TO
05-06 BUD
8.6%
8.5%
15.5%
-1.7%
12.4%
7.1%
10.7%
5.3%
7.0%
10.7%
4.5%
7.7%
9.5%
3.7%
7.2%
40.4%
8.4%
22.4%
-4.9%
6.5%
3.7%
6.2%
11.0%
6.7%
12.4%
6.9%
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations.
(1) 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.
(2) Arts General Donation and Sister City Donation funds were dissolved and the program revenue and costs were moved to the Arts General fund .
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
TRAILS MAINTENANCE
TOTAL PUBLIC WORKS
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX AND OTHER ADMIN
DUES & SUBSCRIPTIONS
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
2002-03
ACTUALS
757,423
5,795,740
2,343,468
3,127,448
2,331,712
502,211
739
14,858,741
406,220
21,840
0
83,475
800,000
341,190
48,379
3,500,000
0
109,900
600,000
35,000,000
0
374,361
41,285,365
109,129,014
0
109,129,014=* ^=^=
2003-04
ACTUALS
752,433
5,724,009
2,800,154
3,434,194
2,479,551
577,644
63,796
15,831,781
468,135
112,000
0
83,084
800,000
357,643
43,210
3,605,000
0
272,282
0
0
0
568,540
6,309,894
80,352,015
0
80,352,015
2004-05
ESTIMATED
EXPENDITURES
855,586
6,460,163
3,016,250
3,660,000
2,405,000
765,000
76,000
17,237,999
420,281
47,000
0
83,799
800,000
390,000
70,000
3,830,000
0
50,000
0
800,000
0
40,000
6,531,080
87,447,969
2,300,000
89,747,969
2004-05
ADOPTED
BUDGET
869,734
6,262,145
2,987,015
3,557,094
2,496,233
720,991
76,269
16,969,481
509,100
0
36,000
85,000
800,000
390,400
72,900
3,830,000
580,000
250,000
0
800,000
0
0
7,353,400
88,164,488
2,300,000
90,464,488
2005-06
ADOPTED
BUDGET
956,235
6,774,725
3,116,747
4,437,758
2,670,829
828,287
170,968
18,955,549
84,670
501,500
36,000
85,000
800,000
420,400
73,150
4,250,000
500,000
250,000
0
600,000
0
0
7,600,720
94,896,286
2,300,000
97,196,286
%INCR (DEC)
04-05 BUD
TO
05-06 BUD
9.9%
8.2%
4.3%
24.8%
7.0%
14.9%
124.2%
11.7%
-83.4%
-
0.0%
0.0%
0.0%
7.7%
0.3%
11.0%
-13.8%
0.0%
-
-25.0%
-
-
3.4%
7.6%
0.0%
7.4%
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
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
ARTS SPECIAL EVENTS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS (2)
ARTS GALLERY DONATIONS (2)
RECREATION DONATIONS
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
[INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
LIABILITY SELF-INSURANCE
HEALTH INSURANCE
RECORDS MANAGEMENT (1)
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2002-03
ACTUALS
78,211
180,153
190,411
5,019,097
207,489
11,850
80,327
674,596
536,783
934,504
88,418
0
60,109
25,425
805,723
95,355
5,174
0
19,566
16,970
9,030,161
19,038,158
1,552,164
6,248,394
2,511,923
93,341
29,443,980
2,124,381
1,331,904
2,674,714
905,871
1,644,951
1,140,045
4,082,887
13,904,753
2003-04
ACTUALS
65,597
242,736
41,487
5,724,867
2,843,955
9,066
76,312
665,078
523,055
983,443
50,431
17,124
47,690
19,654
713,751
52,745
14,480
0
1,615
4,429
12,097,515
20,656,334
1,762,349
7,174,898
2,263,022
53,917
31,910,520
2,496,721
1,171,663
2,945,620
983,010
1,904,927
1,146,100
4,273,326
14,921,367
2004-05
ESTIMATED
EXPENDITURES
88,795
211,968
88,200
6,409,823
3,577,185
10,350
62,869
872,394
715,000
1,124,073
183,995
41,082
42,652
6,000
671,404
49,600
15,141
0
6,000
13,000
14,189,531
20,525,157
2,206,050
7,960,745
1,635,483
95,893
32,423,328
2,086,026
1,047,883
861,000
0
1,860,000
828,000
5,400,000
12,082,909
2004-05
ADOPTED
BUDGET
57,000
233,710
0
6,042,631
256,983
12,000
0
742,682
701,469
985,400
171,800
28,205
45,596
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
2005-06
ADOPTED
BUDGET
89,200
135,000
0
5,980,915
417,983
12,000
0
653,298
564,612
1,177,027
104,600
63,571
37,446
170,000
637,549
30,000
28,000
0
0
22,500
10,123,701
22,244,186
2,644,807
7,703,159
2,295,447
125,000
35,012,599
2,416,866
1,786,631
941,500
0
2,069,676
1,995,000
4,682,332
13,892,005
%INCR (DEC)
04-05 BUD
TO
05-06 BUD
56.5%
-42.2%
-
-1.0%
62.7%
0.0%
-
-12.0%
-19.5%
19.4%
-39.1%
125.4%
-17.9%
-
-7.3%
-40.0%
86.7%
-100.0%
-100.0%
158.6%
0.7%
6.2%
52.8%
12.3%
28.6%
-45.7%
11.0%
8.7%
19.5%
-7.1%
-
9.5%
10.3%
-6.5%
3.4%
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations.
(1) 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.
(2) Arts General Donation and Sister City Donation funds were dissolved and the program revenue and costs were moved to the Arts General fund .
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
2002-03
ACTUALS
2,286,766
107,647
168,527
16,497
2,579,437
2003-04
ACTUALS
1,977,189
51,324
298,553
22,661
2,349,727
2004-05
ESTIMATED
EXPENDITURES
3,890,472
77,746
528,119
41,934
4,538,271
%INCR (DEC)
2004-05
ADOPTED
BUDGET
1,530,922
117,005
435,526
54,293
2,137,746
2005-06
ADOPTED
BUDGET
1,737,357
94,396
278,517
36,917
2,147,187
04-05 BUD
TO
05-06 BUD
13.5%
-19.3%
-36.1%
-32.0%
0.4%
TOTAL OPERATING FUNDS 164,087,345 141,631,144 152,982,008 147,647,217 158,371,778 7.3%
B-28
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Poicy/Grou
V
PROGRAM:
FUND:
PROGRAM GROUP:
POLICY AND LEADERSHIP GROUP
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$1,848,257
1,230,103
1,347
$3,079,707
77.50
0.50
2003-04
ACTUAL
$2,193,946
1,168,784
19,280
$3,382,010
77.50
0.00
2004-05
BUDGET
$2,358,475
1,310,178
0
$3,668,653
77.50
0.00
2005-06
BUDGET
$2,672,512
1,389,764
0
$4,062,276
77.50
0.00
Communications
23%
City
Treasurer-
4%
City
Attorney
28%
City
Council
9%
City
Manager
33%
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
2002-03
ACTUAL
$198,065
75,146
0
$273,211
1.00
0.00
2003-04
ACTUAL
$208,928
77,425
0
$286,353
1.00
0.00
2004-05
BUDGET
$238,406
93,997
0
$332,403
1.00
0.00
2005-06
BUDGET
$278,591
82,270
0
$360,861
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 2005-2006:
Top-Quality Services
• 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
• 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 2005-06 (continued)
Learning, Culture & Arts
• Promote and support continuous learning, cultural opportunities and the arts within the community and the City
organization.
Citizen Connection
• 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
2002-03
ACTUAL
$12,159
278,632
0
$290,791
0.00
0.00
2003-04
ACTUAL
$13,671
252,474
2,909
$269,054
0.00
0.00
2004-05
BUDGET
$13,317
110,898
0
$124,215
0.00
0.00
2005-06
BUDGET
$15,218
106,852
0
$122,070
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 2004-05:
Continued Customer Service Efforts:
• Post weekly agenda items and public notices on website for enhanced public access.
• Provide agendas, minutes, resolutions, and ordinances to the public via the Internet DocPub system to allow
citizen access to historic information instantaneously.
• Respond to Clerk Internet mailbox inquiries immediately throughout the day
• Provide enhanced recording of City council Meetings by using digitized equipment for use by staff and citizens.
New Customer Service Efforts:
• Implementation of Passport Acceptance Program.
• Redesign of City Clerk web page to improve ease of use for customers.
• Update Municipal code relating to Council Procedures, to incorporate current practice and technological
improvements.
KEY GOALS FOR 2005-06:
• Revision of Agenda Bill Manual to incorporate changes and reflect current practices.
• Evaluation of Public Hearing procedures in order to streamline process and provide cost savings.
• Provision of training to staff responsible for public hearings and agenda bills
• Continued provision of Passport Acceptance Service.
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
2002-03
ACTUAL
$73,642
64,964
0
$138,606
0.75
0.00
2003-04
ACTUAL
$81,252
82,466
0
$163,718
0.75
0.00
2004-05
BUDGET
$90,118
71,566
0
$161,684
0.75
0.00
2005-06
BUDGET
$102,028
71,085
0
$173,113
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 FY2005
• Portfolio Balance (millions of $) 367 389 431 472 520
• Number of Investments in Portfolio 1,734 1,455 1,298 1,244 1445
• Investment Activity
-Transactions 266 280 286 230 227
-Average Buy (millions) $2.80 $3.00 $3.51 $3.68 $3.73
• Number of Checks Cleared 14,010 14,648 14,925 14,762 14,658
KEY GOALS FOR 2005-06:
Financial Health
• 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, Culture & Arts
• 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
2002-03
ACTUAL
$766,452
257,507
0
$1,023,959
6.00
0.00
2003-04
ACTUAL
$854,016
275,587
83
$1,129,686
6.00
0.00
2004-05
BUDGET
$829,607
399,100
0
$1,228,707
6.00
0.00
2005-06
BUDGET
$948,553
384,765
0
$1,333,318
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 bas's.
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 2005-2006:
Top-Quality Services
• 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
• 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 recreaiional 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 2005-06 (continued)
Environmental Management
• 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 aris within the community and the City
organization.
Citizen Connection & Partnership
• 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
2002-03
ACTUAL
$54,596
417,104
485
$472,185
2.75
0.00
2003-04
ACTUAL
$234,602
344,420
16,288
$595,310
2.75
0.00
2004-05
BUDGET
$304,140
506,830
0
$810,970
2.75
0.00
2005-06
BUDGET
$324,826
612,205
0
$937,031
2.75
0.00
PROGRAM GROUP DESCRIPTION:
The Communications Program is responsible for helping coordinate the dissemination of information regarding
various City programs; as well as, a Video Production Manager that produces 4 video magazines, including the State
of the City Address. 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 policies,
services and opportunities available throughout the City.
KEY GOALS FOR 2005-06:
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.
• Provide training to staff on communications issues.
Communication
• Create a comprehensive strategy to citywide communications. Assist in implementing the City Council's
Communication Strategic Goal.
SIGNIFICANT CHANGES:
Additional funds are included in FY06 budget for Cable Re-Franchisement agreement legal costs.
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
2002-03
ACTUAL
$743,343
136,750
862
$880,955
7.00
0.50
2003-04
ACTUAL
$801,477
136,412
0
$937,889
7.00
0.00
2004-05
BUDGET
$882,887
127,787
0
$1,010,674
7.00
0.00
2005-06
BUDGET
$1,003,296
132,587
0
$1,135,883
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.
• A City that embraces community connectivity through the effective use of technological and interpersonal
mediums.
• 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.
• A City that provides exceptional services on a daily basis.
And to:
• 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.
• 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.
• 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.
This office drafts and reviews all resolutions, ordinances, contracts, bonds, and other legal documents.
KEY GOALS FOR 2005-06:
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
Aclmiin orvcs
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATIVE SERVICES
VARIOUS
ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$5,034,597
10,298,576
534,346
$15,867,519
66.00
3.75
2003-04
ACTUAL
$5,467,097
10,891,769
549,359
$16,908,225
66.00
3.75
2004-05
BUDGET
$6,075,310
9,165,622
1,029,602
$16,270,534
66.00
3.25
2005-06
BUDGET
$6,584,283
9,796,112
360,500
$16,740,895
65.00
3.25
Information Technology
28%
Health Insurance
6%
Records Management ... .
5% 4%Finance
19%
Human
Resources
13%
Risk
Management
11%
Worker's Compensation
14%
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
2002-03
ACTUAL
$234,091
327,859
0
$561,950
2.00
0.00
2003-04
ACTUAL
$260,485
246,481
0
$506,966
2.00
0.00
2004-05
BUDGET
$268,180
342,563
0
$610,743
2.00
0.00
2005-06
BUDGET
$298,727
344,420
0
$643,147
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 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 2005-06:
• 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 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 direct'on.
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
2002-03
ACTUAL
$1,806,241
1,042,290
862
$2,849,393
28.00
2.50
$2,434,193
242,700
172,500
$2,849,393
2003-04
ACTUAL
$1,965,932
1,064,209
24,804
$3,054,945
28.00
2.50
$2,579,645
332,700
142,600
$3,054,945
2004-05
BUDGET
$2,296,241
769,494
76,500
$3,142,235
28.00
2.50
$2,599,435
380,000
162,800
$3,142,235
2005-06
BUDGET
$2,447,707
798,895
0
$3,246,602
27.00
2.50
$2,781,202
325,800
139,600
$3,246,602
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other's differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Long-Range Financial Planning and Budget Management
• Prepare ten-year operating forecasts incorporating various "what-if scensrios to facilitate decision-making for
the City Council and City departments.
• Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council's goals.
• Perform bi-annual review of all City fees and annual cost allocation plan
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.
• 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 and 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 number of days to issue Monthly
Financial Status Report
• Awards received for CAFR
• Awards received for Annual Budget
• Number of business licenses processed
• Number of account payable checks processed
• Number of payroll checks issued
• Number of electronic payroll checks issued
• Outstanding debt issues administered
• Number of purchase orders issued
• Dollar amount of purchase orders issued
• Pieces of mail processed
FY2002
13
GFOA
GFOA
Distinguished
Budget
Presentation
7,199
14,962
9,863
15,141
$71 million
1,529
$47 million
171,258
FY2003
12
GFOA
GFOA
Distinguished
Budget
Presentation
7,584
15,141
9,169
16,243
$65 million
1,674
$61 million
161,928
FY2004
14
Not Available
GFOA
Distinguished
Budget
Presentation
8,634
14,870
8,394
16,317
$71 million
1,324
$84 million
173,491
KEY ACHIEVEMENTS FOR 2004-05:
• Improved the service to citizen's and employees by implementing a customer service center for the department.
• Enhanced the ability of the City's staff to track budget and cost data by individual projects and programs.
• Developed financing solutions for the City's proposed 18-hole golf course.
• Determined the amounts needed for replacement of the City's infrastructure and equipment and established
policies for the use of those funds.
• Updated purchasing systems and structures to better 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.
• Developed uniform billing and collecting policies and procedures to ensure all amounts due to the City are
collected.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Provide more effective and efficient service to customers by improving the cash handling and refund processes.
• Improve service to taxpayers by clarifying and streamlining the tax administration process.
Financial Health
• Plan for the strategic implementation of technology as it relates to the City's integrated financial and personnel
management systems.
• Improve the effectiveness of, and streamline the development of, the annual Capital Improvement Program.
• Improve the communication of financial information and keep up to date with industry standards by
implementing the latest standards set by the Government Accounting Standards Board.
SIGNIFICANT CHANGES:
One fulltime FTE for a Purchasing Buyer has been transferred to the Public Works Construction Division to better
align services and facilitate workflow.
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
2002-03
ACTUAL
$732,456
600,812
3,151
$1,336,419
9.00
0.75
2003-04
ACTUAL
$795,120
680,854
0
$1,475,974
9.00
0.75
2004-05
BUDGET
$863,185
1,119,870
0
$1,983,055
9.00
0.75
2005-06
BUDGET
$944,326
1,251,090
0
$2,195,416
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 05-06.
• Assist departments in job design/redesign efforts to make job classifications more flexible.
• Review and Update job classifications.
• Implement improved employee selection processes.
Employee Development
• Continue to provide job-centered training and employee development opportunities for employees. Focus in the
areas of effective supervision, communication, and career development.
• Implement Leadership Development Programs including, executive coaching, assessment tools, and
educational resources
• Consult with departments on customized training and organizational development programs
• Obtain a system to efficiently manage and organize the City's employee development efforts (Learning
Management System).
• 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
• Increase the capability of supervisors to deliver constructive feedback to employees.
• Research alternatives to the current performance appraisal form used to evaluate CCEA-represented
employees.
• Audit the Performance Management and Compensation System for management employees to ensure salaries
are competitive in the San Diego survey market and rewards are equitably delivered.
Improve Employee Relations and Employee Alignment with the Organization's Goals
• Continue to serve on citywide customer service and communications committees.
• 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
WORKLOAD STATISTICS:
Measures for
Classification/Compensation Review: FY 04-05
Number of classification descriptions/ positions
reviewed, revised or created 20
Measures for Recruitment
Number of applicants processed 2675
Number of recruitments processed 67
Number of eligibles on employment list 278
Number of new hires 50
Number of promotions/transfers 28
KEY ACHIEVEMENTS FOR 2004-05:
PAGE TWO
ACCT NO. 0011510 THRU 0011550
Five Year Recruitment Trend
"S 120in8 100oo fin
Q.in
<li
^a.Eui
60
40
20
0
[23
52
17
56
41
67
I
20
45
i
28
50
D Promotions/Transfers
D New Hires
2000-01 2001-02 2002-03 2003-04 2004-05
Fiscal Year
• Created an injury management toolbox for prevention of Workers' Compensation injuries, including a list of
preventative actions and cost mitigation processes, and implementation of the toolbox at all levels of the
organization.
• Decreased Workers' Compensation costs and lost working days due to Workers' Compensation injuries through
"return to work" programs.
• Participated in developing transitional staffing and organizational strategies for Public Works Department
workforce planning and implemented facets of the plan including the development of Public Works Inspector,
Maintenance Aide and Storekeeper classifications.
• Created a menu of leadership development resources and tools for executive leaders and piloted a group of five
high level managers using the resources of this program.
• Developed a competency-based behavioral interview question database resource and competency-based
behavioral interview training program for employees. The training program was delivered to a core group of
employees and has been incorporated into the citywide training program.
• Produced updated Personnel Rules and updated the relevant sections of the Municipal Code to comply with
current practices and applicable law.
• Developed a vision for a comprehensive City training facility.
• Partnered with the Recreation Department and analyzed, recommended ana implemented alternative
recruitment and training methods for acquisition and retention of aquatics personnel.
• Implemented new selection and assessment tools in the employee recruitment and selection process.
• Helped Planning Department pilot assessment tools for in-house development programs.
Implemented of new training and development programs and created a training partnership with Cal State
University San Marcos.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Update the Human Resources Department Strategic Plan
• Streamline work processes in the Human Resources Department
• Participate on citywide communication team.
• Research requirements for a Learning Management System to support the Employee Development Program.
• Planning and design for City training facility.
• Revise Employee Orientation/Experience Carlsbad Program
• Design employee development targeted at Public Works Maintenance Workers
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
2002-03
ACTUAL
$505,730
400,141
0
$905,871
8.00
0.00
2003-04
ACTUAL
$549,338
429,885
3,787
$983,010
8.00
0.00
2004-05
BUDGET
$586,350
180,020
26,286
$792,656
8.00
0.00
2005-06
BUDGET
$648,661
179,740
0
$828,401
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 2004-05:
• Development of Public Records Act Guidelines, training program, and Administrative Order, and provision of
training regarding requirements for compliance with requests for information under the Public Records Act.
• Incorporation of document Management System (DMS) Policies, Standards and Procedures, outlining the
requirements managing electronically archived records into the Records Management Program.
• Analysis of desktop applications throughout the city and creation of guidelines for proper management of
records created and maintained oy these applications.
• Establishment of Governing Board, containing members from all Major Service Areas, to oversee the operation
of the Document Management System.
• Expansion of the Records Management Program to additional departments.
KEY GOALS FOR 2005-06:
Top Quality Services
• Collaborate with City Attorney's Office to review existing requirements and create guidelines and training
program regarding requirements for compliance with Subpoenas.
• Creation and implementation of DMS Master Plan, to ensure that the system is utilized to its fullest capabilities
and to ensure system security and accuracy.
• Implement guidelines and procedures for management of electronic records on the desktop.
• Educate key (hands-on) personnel in each department.
• Provide resource information to organization via Intranet.
SIGNIFICANT CHANGES:
None.B-45
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
2002-03
ACTUAL
$83,688
2,040,693
0
$2,124,381
1.00
0.00
2003-04
ACTUAL
$88,575
2,408,146
0
$2,496,721
1.00
0.00
2004-05
BUDGET
$101,735
2,121,763
0
$2,223,498
1.00
0.00
2005-06
BUDGET
$124,566
2,292,300
0
$2,416,866
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 = 10.8 (for the period of 07/01/03 - 06/30/04).
KEY GOALS FOR 2005-06:
Top Quality Services
• Continue to improve systems to 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.
• Implement programs developed by cost reduction goal team.
SIGNIFICANT CHANGES:
None.
B-46
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
2002-03
ACTUAL
$163,565
1,168,339
0
$1,331,904
2.00
0.50
2003-04
ACTUAL
$174,967
996,696
0
$1,171,663
2.00
0.50
2004-05
BUDGET
$188,933
1,305,779
0
$1,494,712
2.00
0.00
2005-06
BUDGET
$210,994
1,575,637
0
$1,786,631
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.
Loss Prevention/Training
• Provides recommendations and training for various City departments to minimize the risk of loss.
KEY ACHIEVEMENTS FOR 2004-05:
Top-Quality Services
• Development of Workers' Compensation Cost Reduction Program.
• Update of Insurance Requirements and Guidelines for Implementation.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Development of property damage liability guidelines.
• Development of film production policy and agreement for use of city facilities.
SIGNIFICANT CHANGES:
None.
B-47
PROGRAM:
FUND:
PROGRAM GROUP:
HEALTH INSURANCE
INTERNAL SERVICE
HUMAN RESOURCES ACCTNO. 6131520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$64,821
2,609,893
0
$2,674,714
0.00
0.00
2003-04
ACTUAL
$113,706
2,831,914
0
$2,945,620
0.00
0.00
2004-05
BUDGET
$67,468
945,800
0
$1,013,268
0.00
0.00
2005-06
BUDGET
$0
941,500
0
$941,500
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, and life insurance premiums for all employees.
SIGNIFICANT CHANGES:
Beginning in 2004-05, the city is no longer self-insured for health benefits. Health Insurance premiums are deducted
directly thru payroll.
B-48
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
2002-03
ACTUAL
$1 ,444,005
2,108,549
530,333
$4,082,887
16.00
0.00
2003-04
ACTUAL
$1,518,974
2,233,584
520,768
$4,273,326
16.00
0.00
2004-05
BUDGET
$1,703,218
2,380,333
926,816
$5,010,367
76.00
0.00
2005-06
BUDGET
$1,909,302
2,412,530
360,500
$4,682,332
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.
• Expand the use of the asset management software and processes which improves IT's ability and capacity to
manage and track technology assets
• Assist with the design, development and expansion of City facilities. Including: a Learning Center for Library
related services, Alga Norte Park and Fire Station #6.
• Enhance the City's Internet and Intranet sites for improved communication with City staff and visitors
• Evaluate web filtering solutions in an effort to secure the City's Internet browsing / Internet business experience
and to limit risk to the City's computer resources.
WORKLOAD STATISTICS:
IT Help Desk Services CY/2004
Total number of help tickets opened for the year 5,423
Average number of help tickets opened per month 452
Percentage of urgent priority resolved within 1 hour (benchmark) 85%
Percentage of high priority calls resolved within 3 hours (benchmark) 97%
Percentage of users rating information technology services as good excellent 89%
KEY ACHIEVEMENTS FOR 2004-05:
To minimize impacts to technology-dependent services the selection and configuration of an alternate data
center has begun. Redundant financial and utility billing systems have been installed at the alternate site and
data is being synchronized nightly. In the event of a Faraday disaster, access can be redirected to the alternate
site. More systems are due to be replicated next fiscal year.
The Department of Justice required increased security for all safety service related networks. To comply with the
DOJ regulations the Safety Center network required an extensive redesign.
Library patron Internet access was improved this year by splitting the City's staff access from the Library
patrons'. This was done by redirecting all staff Internet access through centralized devices located at the
Faraday Data Center. Library patrons use the Internet access located at the Dove Library.
B-49
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE TWO
KEY ACHIEVEMENTS FOR 2004-05 (Continued):
• An improved email handling system has been selected. The City receives approximately 6,000 pieces of email
each day - roughly 45% of which is spam or junk mail. To protect the City email system from unwanted email,
dangerous worms and viruses the enhanced system will be implemented first quarter fiscal year 05-06.
• To improve accountability and management of City IT assets from acquisition to disposal an asset management
solution has been selected. Implementation of the asset management solution and consistent IT asset
management practices are due next fiscal year.
• As part of a team goal for 2004-2005, the Internet site has undergone a complete face lift, including a "new"
user friendly name, CarlsbadCA.gov, and re-organization from department specific information to citizen
oriented information, City Hall, Residents, Businesses, and Visitors. In addition to updating over 1500 pages,
the team has also incorporated several enhancements, including changes to the calendar, directions to City
facilities, and a completely re-designed home page.
• Implemented Checkfree electronic bill pay. Previously, water bills paid by customers using their internet
banking service were paid with paper checks from Checkfree Corp. Now, we electronically process the
payments, eliminating the paper checks.
• Replaced 235 PC's/laptops, 60 monitors and over 20 printers this fiscal year.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Implement the key components of the disaster recovery plan.
• Enhance the City's Internet site through active content management.
• Improve the security and stability of all City systems through the implementation of Internet content filtering and
desktop protection strategies.
• 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.
SIGNIFICANT CHANGES:
None.
B-50
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
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
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
35,000,000
0
159,818
40,059,818
41,285,365
2,500,000
$43,785,365
2003-04
ACTUAL
$468,135
112,000
0
83,084
43,210
357,643
272,282
0
5,540
1,341,894
0
800,000
3,605,000
0
563,000
0
4,968,000
6,309,894
2,300,000
$8,609,894
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
800,000
0
0
5,430,000
7,353,400
2,300,000
$9,653,400
2005-06
ADOPTED
BUDGET
$84,670
501,500
36,000
85,000
73,150
420,400
250,000
500,000
0
1,950,720
0
800,000
4,250,000
600,000
0
0
5,650,000
7,600,720
2,300,000
$9,900,720
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants 95,355 52,745 50,000 30,000
B-51
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$21,441,253
5,678,976
370,133
$27,490,362
229.75
3.67
2003-04
ACTUAL
$25,120,938
5,559,395
152,929
$30,833,262
227.75
4.27
2004-05
BUDGET
$27,266.583
6,096,333
26,114
$33,389,030
227.75
4.41
2005-06
BUDGET
$29,515,640
6,038,984
155,800
$35,710,424
230.75
8.01
Police
62%
B-52
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE
GENERAL
POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$12,595,154
3,638,098
253,636
$16,486,888
150.00
2.50
2003-04
ACTUAL
$14,819,580
3,754,939
109,004
$18,683,523
148.00
3.10
2004-05
BUDGET
$16,157,229
4,079,900
26,114
$20,263,243
148.00
3.24
2005-06
BUDGET
$17,951,522
3,991,086
155,800
$22,098,408
151.00
6.84
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:
2004 Citizen Satisfaction
In an effort to provide the best service possible to
the community, the Carlsbad Police Department
has been surveying victims of crime since 1991.
This survey helps the department measure
satisfaction and obtains feedback from citizens
who have had contact with our department. Over
6,000 responses have been received to date.
FBI Index Crimes Per 1,000
Population
Citizen Satisfaction
Records
Detectives
911 Dispatcher
Patrol Officers
79%
85%
87%
90°/
50 100
30 -
20 -
10 -
n .
24.2 24.8
-v.
25.8 27.3
„
25.9
2000 2001 2002 2003 2004
Community Perception of Crime
The Police Department measures citizens'
perceptions of crime. How safe do you feel
walking alone in your neighborhood? Percent
responding "very safe" on survey.
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.
Community Perception of Crime
Night
Day
| 43%
I 36%
1 88%
] 66% I
20 40 60 80 100
D Benchmark O Carlsbad
B-53
PROGRAM: POLICE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
KEY ACHIEVEMENTS FOR 2004-05:
• Installed a new computer-aided dispatch system and patrol vehicle mobile computer system to improve police
response, communication and information capabilities.
• Became the first city in the county to receive wireless 9-1-1 calls directly into the Police Communications Center,
providing a better response to callers in an emergency.
• Reduced the potential effects of natural or man-made disasters by identifying critical assets in the City of
Carlsbad, conducting site surveys, and planning protection procedures.
• Developed a training program for police supervisors in areas such crime scene management, internal affairs, use
of force and liability, high risk - low frequency incidents, problem-oriented policing, directed patrol, and unified
command for major incidents.
• Implemented procedures to improve the crime clearance rate.
• Conducted a department-wide review and reorganized various functions to increase efficiency and effectiveness.
• Improved Communications Center service by developing operations protocols as well as training and testing for
implementation.
• Enhanced the community policing program to more effectively deal with chronic and long-term problems in the
community.
• Developed plans for a replacement police firing range that will need to be relocated due to development.
KEY GOALS FOR 2005-06
Top-Quality Service
• Enhance critical incident management capabilities of the Tactical Response Team and the Crisis
Negotiation Team.
• Improve the property and evidence system.
• Improve the level of service delivered to our citizens and employees regarding our complaint investigation
process.
• Improve police response and information capabilities through implementation of a new computer-aided
dispatch and mobile computer system.
• Improve response times with beat realignment.
Communication
• Enhance our ability to identify, investigate, and prevent criminal activity in the community by working with
other City departments.
Learning
• Improve computer crime inquiry capabilities of patrol officers and communicators.
B-54
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$334,297
671,772
0
$1,006,069
3.00
0.00
2003-04
ACTUAL
$368,764
683,653
0
$1,052,417
3.00
0.00
2004-05
BUDGET
$459,622
755,126
0
$1,214,748
3.00
0.00
2005-06
BUDGET
$518,385
774,564
0
$1 ,292,949
4.00
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:
1 position has been added for a Crime Analyst to provide data and analysis to enhance the effectiveness and
productivity of the Patrol and Investigation functions.
B-55
PROGRAM:
FUND:
PROGRAM GROUP:
FIELD OPERATIONS
GENERAL
POLICE ACCT NO. 0012120
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$5,724,751
650,798
42,982
$6,418,531
62.00
0.00
2003-04
ACTUAL
$6,566,458
733,452
9,325
$7,309,235
63.00
0.23
2004-05
BUDGET
$7,211,299
885,703
1,800
$8,098,802
63.00
0.23
2005-06
BUDGET
$8,213,649
897,920
67,800
$9,179,369
67.00
0.00
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement, and special
enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service
• Respond to calls for emergency and non-emergency services.
• Investigate crimes.
• Enforce laws and 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)
PERFORMANCE/WORKLOAD MEASURES:
2004 Average Response Times 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
2004. Priority two (urgent calls) and priority three (calls for
reports) made up over 99 percent of our total call volume.
SIGNIFICANT CHANGES: ° s 10 « 20 25
Minutes
A Community Services Officer III position previously in the
Lagoon Patrol has moved to this budget to provide support for
Patrol by taking reports and collecting evidence. 2 Police Corporals have been added to the Community-Oriented
Policing program. This program provides solutions for long-term issues in the community. A Police Officer
previously budgeted in COPS Grant moved to Field Operations. The move was driven by reduced funding in the
COPS Grant. A part-time 0.23 FTE has been transferred to the Communications Center to provide additional
coverage.
CY2000
64,366
8,381
5.1
CY2001
68,798
9,050
5.7
CY2002
66,713
9,527
6.0
CY2003
73,963
9,572
5.3
CY2004
73,667
9,525
5.1
Priority 1
Priority 2
Priority 3
5.1
11.4
23.5
B-56
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
2002-03
ACTUAL
$1,192,790
319,264
45,876
$1,557,930
16.00
0.50
2003-04
ACTUAL
$1,563,589
348,534
46,56-"
$1,958,684
16.00
0.34
2004-05
BUDGET
$1,695,260
434,537
0
$2,129,797
16.00
0.00
2005-06
BUDGET
$1,790,054
304,670
0
$2,094,724
75.00
3.42
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 safei.
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. Provide genera! coverage and respond to concerns
involving Agua Hedionda and the other City lagoons.
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-57
PROGRAM: COMMUNITY SERVICES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142
PROGRAM ACTIVITIES (continued)
Reserves
• Provide special detail assistance to all divisions of the Police Department.
• Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events.
• Provide assistance with follow-up and special investigations for traffic officers and detectives.
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:
CY2002 CY2003 CY2004
Injury collisions per 1,000 population 4.0 4.6 4.2
Number of volunteer hours contributed 14,000 12,248 13,284
Numberof Crime Prevention 964 1,153 1,081
Programs/Services for citizens
SIGNIFICANT CHANGES:
The equivalent of 3.42 positions have been added for part-time school crossing guards. Crossing guards were
previously contracted with an outside service. Hiring the part time crossing guards will provide the same service levels
at a reduced cost. A Community Services Officer III has been moved to Field Operations to provide support for Patrol
by taking reports and collecting evidence.
B-58
PROGRAM:
FUND:
PROGRAM GROUP:
CANINE
GENERAL
POLICE ACCTNO. 0012124
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$378,469
80,720
14,008
$473,197
4.00
0.00
2003-04
ACTUAL
$444,267
88,442
0
$532,709
4.00
0.00
2004-05
BUDGET
$474,310
122,221
0
$596,531
4.00
0.00
2005-06
BUDGET
$514,525
109,660
0
$624,185
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.
• Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of police
canine teams.
SIGNIFICANT CHANGES:
None.
B-59
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
2002-03
ACTUAL
$1,077,181
192,553
0
$1,269,734
12.00
1.00
2003-04
ACTUAL
$1,291,875
208,919
0
$1,500,794
12.00
0.95
2004-05
BUDGET
$1 ,362,846
250,116
0
$1,612,962
12.00
0.95
2005-06
BUDGET
$1,738,483
256,057
0
$1,994,540
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.
Special Events Overtime
Provide traffic and crowd control at various special events throughout the City.
Tactical Response Team
Assist in the preservation of all life and ensure a safe resolution to critical incidents such as barricaded suspects and
armed threats. Serve high-risk search warrants. Ensure the immediate ability of advanced lifesaving treatment to
any injured persons with specially trained fire department paramedics.
Program Activities Include:
• Conduct monthly training for team members
• Respond to critical incidents
• Serve high-risk search warrants
• Work with hostage negotiators to establish communication with suspects and negotiate peaceful surrenders.
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
Property Recovery Rate
SIGNIFICANT CHANGES:
CY2000
56%
19%
38%
CY2001
60%
20%
38%
CY2002
47%
16%
27%
CY2003
51%
17%
39%
CY2004
69%
26%
36%
Overtime expenses throughout the department associated with special events have been consolidated into a new
special events account. Overtime for the Tactical Response Team was previously budgeted within the Vice Narcotics
Division.
B-60
PROGRAM:
FUND:
PROGRAM GROUP:
VICE/NARCOTICS
GENERAL
POLICE ACCTNO. 0012131
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$530,132
102,256
0
$632,388
4.00
0.00
2003-04
ACTUAL
$576,376
107,10?
0
$683,479
4.00
0.00
2004-05
BUDGET
$669,622
113,260
0
$782,882
4.00
0.00
2005-06
BUDGET
$570,284
93,480
0
$663,764
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
CY2003
237
CY2004
112
Overtime for the Tactical Response Team previously budgeted in this program has been moved to
Investigations/Field Evidence.
B-61
PROGRAM:
FUND:
PROGRAM GROUP:
YOUTH/SCHOOL PROGRAMS
GENERAL
POLICE ACCT NO. 0012132,2143
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$449,836
142,017
0
$591,853
6.00
0.50
2003-04
ACTUAL
$513,762
128,815
0
$642,577
5.00
0.32
2004-05
BUDGET
$529,146
138,690
0
$667,836
5.00
0.28
2005-06
BUDGET
$575,582
109,125
0
$684,707
5.00
0.44
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:
250 part-time hours (0.16 FTE) have been added to supplement the GUIDE (Greater Understanding through
Intervention, Diversion, and Education) program by providing services to all elementary and middle schools.
B-62
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
2002-03
ACTUAL
$346,290
49,195
0
$395,485
7.00
0.00
2003-04
ACTUAL
$397,113
63,91?
0
$461,025
7.00
0.50
2004-05
BUDGET
$438,354
70,305
24,314
$532,973
7.00
0.50
2005-06
BUDGET
$489,241
61,770
0
$551,011
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
CY2002
9,527
CY2003
9,572
CY2004
9,525
B-63
PROGRAM:
FUND:
PROGRAM GROUP:
FAMILY SERVICES
GENERAL
POLICE ACCTNO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$381,063
21,668
0
$402,731
4.00
0.00
2003-04
ACTUAL
$439,092
26,198
0
$465,290
4.00
0.00
2004-05
BUDGET
$474,281
23,823
0
$498,104
4.00
0.00
2005-06
BUDGET
$525,347
24,745
0
$550,092
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-64
PROGRAM:
FUND:
PROGRAM GROUP:
TASK FORCE
GENERAL
POLICE ACCTNO. 0012135
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$348,746
1 1 ,089
23,039
$382,874
4.00
0.00
2003-04
ACTUAL
$403,347
17,236
0
$420,583
4.00
0.00
2004-05
BUDGET
$476,502
22,490
0
$498,992
4.00
0.00
2005-06
BUDGET
$508,048
21,090
0
$529,138
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-65
PROGRAM:
FUND:
PROGRAM GROUP:
SUPPORT OPERATIONS
GENERAL
POLICE ACCTNO. 0012140
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$512,038
1,088,043
1,949
$1,602,030
6.00
0.50
2003-04
ACTUAL
$617,099
1,087,735
3,395
$1,708,229
6.00
0.50
2004-05
BUDGET
$670,243
977,579
0
$1 ,647,822
6.00
0.50
2005-06
BUDGET
$700,268
1,149,879
0
$1,850,147
5.50
1.00
WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination, internal affairs,
and personnel recruitment and hiring.
PROGRAM ACTIVITIES:
• Coordinate all department training.
• Recruit new employees.
• Organize testing programs and conduct POST mandated pre-employment investigations.
• Investigate citizen complaints.
• Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer
network.
• Implement/install new technology.
SIGNIFICANT CHANGES:
A .5 Full Time Emergency Preparedness/Training Officer has been moved from Support Operations to Disaster
Preparedness to develop and manage emergency preparedness and hazard mitigation programs. A .5 Hourly FTE
has been moved from Disaster Preparedness to Support Operations to provide training and support.
B-66
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATIONS CENTER
GENERAL
POLICE ACCTNO. 0012144
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$1,139,487
122,375
0
$1,261,862
18.00
0.00
2003-04
ACTUAL
$1,389,841
138,766
C
$1,528,607
18.00
0.26
2004-05
BUDGET
$1,416,938
141,860
0
$1,558,798
18.00
0.28
2005-06
BUDGET
$1,621,435
137,275
0
$1,758,710
18.00
0.51
WORK PROGRAM:
Provide Police and Fire communications including answering calls for service and dispatching appropriate
emergency personnel.
PROGRAM ACTIVITIES:
• Provide routine and emergency communications service to Police, Fire, and emergency medical programs.
WORKLOAD STATISTICS:
Police Calls for Service
SIGNIFICANT CHANGES:
CY2000 CY2001 CY2002 CY2003 CY2004
64,366 68,798 66,713 73,963 73,667
A Hourly FTE of 0.23 was moved from Field Operations to the Communications Center to provide additional support
and coverage.
B-67
PROGRAM:
FUND:
PROGRAM GROUP:
DISASTER PREPAREDNESS
GENERAL
POLICE ACCT NO. 0012146
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$0
41,630
1,798
$43,428
0.00
0.00
2003-0"
ACTUAL
$69
53,774
16,230
$70,073
0.00
0.00
2004-05
BUDGET
$47,386
84,900
0
$132,286
0.00
0.50
2005-06
BUDGET
$52,796
48,076
0
$100,872
0.50
0.00
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man-caused disasters.
PROGRAM ACTIVITIES:
Training and Education
• Conduct classroom and simulation training sessions for all key City staff members.
• Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements.
• Continue providing basic emergency response training to all City employees.
Inter-Agency Coordination
• Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
This program has been moved from the Fire Department to the Police Department. A .5 Full Time Emergency
Preparedness/Training Officer has been moved from Support Operations to Disaster Preparedness to develop and
manage emergency preparedness and hazard mitigation programs. A .5 Hourly FTE has been moved from Disaster
Preparedness to Support Operations to provide training and support.
B-68
PROGRAM:
FUND:
PROGRAM GROUP:
VARIOUS
ASSET FORFEITURE
POLICE ACCTNO. 1212110,1222110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$498
59,665
18,048
$78,211
0.00
0.00
2003-04
ACTUAL
$0
34,378
31,219
$65,597
0.00
0.00
2004-05
BUDGET
$0
57,000
0
$57,000
0.00
0.00
2005-06
BUDGET
$0
1,200
88,000
$89,200
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 2005-06 appropriation is funding for ballistic vests and helmets for Vice Narcotics and Task Force
Officers, Pole-mount radar display units, California Narcotics Officers' Conference for Narcotics Task Force
detective, laser speed measuring devices for traffic enforcement, and a fully-equipped surveillance vehicle.
B-69
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY-ORIENTED POLICING
COPS GRANT
POLICE ACCTNO. 123XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$173,974
6,179
0
$180,153
4.00
0.00
2003-04
ACTUAL
$237,985
4,751
0
$242,736
2.00
0.00
2004-05
BUDGET
$231,420
2,290
0
$233,710
2.00
0.00
2005-06
BUDGET
$133,425
1,575
0
$135,000
1.00
0.00
WORK PROGRAM:
This is the ninth year the City has received funding from the Citizen's Option for Public Safety (COPS). The
community-oriented policing program focuses on long-term solutions to problems in the community that often impact
more than just crime.
PROGRAM ACTIVITIES:
• Identify problems & causes.
• Develop short-term and long-term solutions.
• Work in cooperation with citizens, community groups and other agencies.
SIGNIFICANT CHANGES:
A Police Officer previously budgeted in COPS Grant moved to Field Operations. The move was driven by reduced
funding in the COPS Grant and increasing costs of personnel.
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
2002-03
ACTUAL
$5,601
78,874
105,936
$190,411
0.00
0.00
2003-04
ACTUAL
$9,942
29,271
2,274
$41,487
0.00
0.00
2004-05
BUDGET
$0
0
0
$0
0.00
0.00
2005-06
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. 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
2002-03
ACTUAL
$8,846,099
2,040,878
116,497
$11,003,474
79.75
1.17
2003-04
ACTUAL
$10,301,358
1 ,804,456
43,925
$12,149,739
79.75
1.17
2004-05
BUDGET
$11,109,354
2,016,433
0
$13,125,787
79.75
1.17
2005-06
BUDGET
$11,564,118
2,047,898
0
$13,612,016
79.75
1.17
PROGRAM GROUP DESCRIPTION:
The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in
safeguarding lives, property, and our environment. We measure our success in accomplishing our mission through
customer surveys, comparative analysis, operational effectiveness, and goal accomplishment.
WORKLOAD STATISTICS:
Paramedic Satisfaction Survey
Percentage Good/Excellent
Total Incidents By Year
Response Time
Competence
Courtesy
Transportation"1
(As rated on a five-point scale of
very poor, poor, fair, good, and excellent.)
Customer Service Ratings: The above chart
shows our customer satisfaction level for
emergency medical services for fiscal year
2003-04. The results show that our
paramedics continue to live up to the
department's standard for treating all patients,
as we would want our own family treated.
2000 2001 2002 2003 2004
Incidents & Response Times: The Fire
Department reached the incident scene 87% of
the time in eight minutes or less. This did not
achieve our goal of arriving on scene in eight
minutes or less 90% of the time.
KEY ACHIEVEMENTS FOR 2004-05:
• Proceeded 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.
• Created 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-72
PROGRAM: FIRE PAGE TWO
REFUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
KEY GOALS FOR 2005-06:
Top-Quality Services
• Proceed with the construction phase of relocation of Fire Station No. 6 in the southeast section of the City.
• Conduct feasibility study for relocation of Fire Station No.3.
• Research and analyze fire special operations resource deployment and training, develop an implementation
plan to restructure emergency operations to institutionalize fire special operations.
• Conduct analysis of Fire Region-Specific Study and Carlsbad Fire-Specific Ptudy, identify critical
recommendations and develop implementation action plans for emergency operations-related issues.
• Create and implement an electronic tracking system to monitor all Emergency Medical Services (EMS)
operating requirements to ensure continuous compliance with all federal, state and regional mandates.
• Continue design and development of Fire Training Center in conjunction with Police Shooting Range.
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
2002-03
ACTUAL
$416,375
833,996
0
$1,250,371
3.75
0.00
2003-04
ACTUAL
$411,380
347,607
0
$758,987
3.75
0.00
2004-05
BUDGET
$426,966
361,790
0
$788,756
3.75
0.00
2005-06
BUDGET
$449,365
295,822
0
$745,187
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 relates 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:
None.
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
2002-03
ACTUAL
$7,999,685
1,100,792
116,497
$9,216,974
71.00
0.00
2003-04
ACTUAL
$9,364,654
1,372,967
43,925
$10,781,546
71.00
0.00
2004-05
BUDGET
$10,095,978
1,486,857
0
$11,582,835
7100
0.00
2005-06
BUDGET
$10,512,016
1,574,811
0
$12,086,827
7100
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 eight minutes or less, 90% of the time, to fires, 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, frienaiiness, 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
2002-03
ACTUAL
$430,039
88,432
0
$518,471
5.00
1.17
2003-04
ACTUAL
$525,324
68,324
0
$593,648
5.00
1.17
2004-05
BUDGET
$586,410
86,138
0
$672,548
5.00
1.17
2005-06
BUDGET
$602,737
96,665
0
$699,402
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
2002-03
ACTUAL
$0
17,658
0
$17,658
0.00
0.00
2003-04
ACTUAL
$0
15,558
0
$15,558
0.00
0.00
2004-05
BUDGET
$0
81,648
0
$81,648
0.00
0.00
2005-06
BUDGET
$0
80,600
0
$80,600
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 identified hazards.
• Inspect all noticed property.
• 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 through property tax billing by August.
SIGNIFICANT CHANGES:
None.
B-77
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$4,663,338
8,790,909
755,667
$14,209,914
54.00
4.14
2003-04
ACTUAL
$5,008,741
12,375,697
314,886
$17,699,324
54.00
4.74
2004-05
BUDGET
$5,536,063
9,362,610
559,336
$15,458,009
54.00
4.14
2005-06
BUDGET
$6,073,514
9,239,367
438,202
$15,751,083
54.00
4.64
Economic
Development-
1%
Redevelopment
14%
Com Dev
Building Admin
Inspection §°/0
Planning
21%
Geographic
Information
Systems
2%
Section 8
37%
Housing
Trust
3%
B-78
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013010-12
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$281,409
215,817
15,026
$512,252
3.00
0.00
2003-04
ACTUAL
$305,391
170,437
450
$476,278
3.00
0.00
2004-05
BUDGET
$320,476
208,080
0
$528,556
3.00
0.00
2005-06
BUDGET
$459,940
281,909
0
$741,849
4.00
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 maintaining 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 2004-05:
• Secured California Coastal Commission Coastal Development Permit for the HMP/Golf Course.
• Processed numerous projects in the approved Villages of La Costa, Bressi Ranch Master Plan and Cantarini
Ranch.
• Anastassi project on Carlsbad Blvd. Between Christiansen and Beech under construction.
• North State Street vision statement complete.
• Community Development Strategic Plan implementation.
• 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 2005-06:
Top-Quality Services
• Respond to 95% of field inspection requests by the next working day.
• Develop performance measures for all departments and participate in the Performance Measurement Resource
Team.
• Average 24-hour response by Code Enforcement for non-health and safety calls for service.
• Participate Desalination Project Review.
• Streamline Conditional Use Permit (CUP) process.
• Development Process Review Audit.
• Downtown wants and needs study.
• Redevelopment Standards Amendment.
Balanced Community Development
• Implement Habitat Management Plan (HMP).
• Implement South Carlsbad Coastal Redevelopment Area (SCCRA) land use strategy for Ponto Beachfront
Village Vision Plan.
• Implement affordable housing projects in Village redevelopment area and SE quadrant.
• Continue implementation of the land use vision for North State Street.
• Continue to prepare Land Use Strategy for Centre City Gateway.
B-79
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010-12
KEY GOALS FOR 2005-06 (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
• Continue to enhance the Construction Update portion of the City's website.
Learning
• Continuity of Community Development leadership through Strategic Planning.
SIGNIFICANT CHANGES:
Transferred a Senior Management Analyst position from the Planning department to more accurately reflect duties.
B-80
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
2002-03
ACTUAL
$2,134,690
854,997
0
$2,989,687
25.00
2.00
2003-04
ACTUAL
$2,409,855
1,095,711
0
$3,505,566
25.00
2.00
2004-05
BUDGET
$2,585,733
747,928
81,460
$3,415,121
25.00
2.00
2005-06
BUDGET
$2,734,070
512,202
0
$3,246,272
24.00
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-81
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 2002 as a base year, 2003
reflected a 5% decrease, while year
2004 activities were up 32% from 2002.
Administrative approvals increased,
with 200 in 2004 compared to previous
years, with 198 in 2003 and 187 in
2002. In addition, Staff responded to
93 Preliminary Reviews in 2004 an
increase compared to 74 in 2003.
IstQtr 2ndQtr 3rd Qtr 4th Qtr
KEY ACHIEVEMENTS FOR 2004-05:
• Completed entitlement of numerous residential subdivisions in the Villages of La Costa Master Plan, the Bressi
Ranch, specific Plan and the Cantarini Ranch/Holly Springs Project.
• Processed numerous Conditional Use Permits for city capital projects including parks, sewer and water projects.
• Continued preparing an Environmental Impact Report for the proposed Carlsbad Desalination Project.
• Continued processing of the Robertson Ranch Master Plan.
• Completed entitlement of the Carlsbad Ranch Resort site and the La Costa Hotel Spa.
KEY DEPARTMENT GOALS FOR 2005-06:
Top Quality Services
• 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 Villages of La Costa 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.
• Assist Housing & Redevelopment in processing the Ponto Area vision plan.
SIGNIFICANT CHANGES:
Transferred a Senior Management Analyst position to the Community Development Administration to more
accurately reflect duties.
B-82
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
2002-03
ACTUAL
$211,097
49,169
0
$260,266
2.00
0.50
2003-04
ACTUAL
$230,643
58,518
0
$289,161
2.00
0.50
2004-05
BUDGET
$249,825
47,025
0
$296,850
2.00
0.50
2005-06
BUDGET
$268,732
52,960
0
$321,692
2.00
0.50
MISSION STATEMENT:
The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
System Development
• Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient
use of the City's spatial and spatially-related data. 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.
Database Maintenance
• Maintain the various layers within the GIS by keeping them accurate and current.
WORKLOAD STATISTICS:
Number of Service Requests:
FY2002 FY2003 FY2004 FY2005(Est.)
382 387 418 450
KEY ACHIEVEMENTS FOR 2004-05:
• 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.
• Continue ongoing support of the City's Storm Water 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.
KEY GOALS FOR 2005-06:
Top Quality Services
• Develop a GIS application to track the status of land in Carlsbad.
• 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.
• 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.
• Continue the maintenance of the geofile for the new police computer-aided dispatch system.
SIGNIFICANT CHANGES:
None.B-83
PROGRAM:
FUND:
PROGRAM GROUP:
ECONOMIC DEVELOPMENT
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013510
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$120,962
56,128
0
$177,090
1.00
0.00
2003-04
ACTUAL
$131,125
42,502
C
$173,627
1.00
0.00
2004-05
BUDGET
$141,998
43,075
0
$185,073
1.00
0.00
2005-06
BUDGET
$157,879
68,638
0
$226,517
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 2004-05:
• Acquisition of property adjacent to Pine School
• Negotiation of new leases - generating annual revenue of $466,108 annually.
KEY GOALS FOR 2005-06:
Financial Health
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.
Negotiation of leases and property management.
SIGNIFICANT CHANGES:
None.
B-84
PROGRAM:
FUND:
PROGRAM GROUP:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCTNO. 0013610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$1,095,209
542,574
21,090
$1,658,873
13.00
1.00
2003-04
ACTUAL
$1,107,966
514,426
0
$1,622,392
13.00
1.00
2004-05
BUDGET
$1,295,585
611,353
0
$1 ,906,938
73.00
1.00
2005-06
BUDGET
$1,445,989
585,130
0
$2,031,119
73.00
1.50
WORK PROGRAM:
The Building Department reviews applications for building permits, routes applications to applicable departments,
issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The
department also provides code enforcement services for the City for zoning, housing, building, and other Municipal
Code violations.
PROGRAM ACTIVITIES:
• Receipt of building permit applications, coordination of building permit approvals, issuance of building permits,
inspection of new and remodeled structures, and related code enforcement activities.
PERFORMANCE MEASURES:
• The department tracks inspections per day, per field inspector, and a number of other statistical reports
associated with workloads. 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 2004-05:
• Issued permits for $370 million in various types of construction projects.
• Performed 52,000 various building inspections - 94% the next working day.
• Final inspection on 1400 dwelling units.
• Answered 2,500 incoming calls for information at Code Enforcement.
• Proactively removed 1,000 illegal signs from the right of way.
• Performed 5,600 Code Enforcement inspections
• Handled 1,000 open Code Enforcement cases.
KEY GOALS FOR 2005-06:
Top Quality Services
• Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls the next working day.
• Increase number and type of over-the-counter building permits issued.
• Provide 40 hours of staff development training for each employee.
• Analyze and improve upon performance measures.
• Improve building inspection experience for all clients.
SIGNIFICANT CHANGES:
During FY 2004-2005, City Council approved the addition of a 0.50 Hourly FTE Building Inspector to cover the
increase in building inspections.
B-85
PROGRAM:
FUND:
DEPARTMENT:
HOUSING AND REDEVELOPMENT
VARIOUS
HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$819,971
7,072,224
719,551
$8,611,746
10.00
0.64
2003-04
ACTUAL
$823,761
10,494,103
314,436
$11,632,300
10.00
0.64
2004-05
BUDGET
$942,446
7,705,149
477,876
$9,125,471
10.00
0.64
2005-06
BUDGET
$1 ,006,904
7,738,528
438,202
$9,183,634
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-86
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
2002-03
ACTUAL
$132,665
74,330
494
$207,489
1.47
0.17
2003-04
ACTUAL
$153,265
2,690,690
0
$2,843,955
1.47
0.17
2004-05
BUDGET
$135,662
121,321
0
$256,983
1.32
0.07
2005-06
BUDGET
$281,250
136,733
0
$417,983
3.13
0.06
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.
Inclusionarv 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 Completed:
• Financial Assistance to Affordable Housing Projects:
KEY GOALS FOR 2005-06:
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
No new positions, however individuals were reallocated between programs within the program group to better reflect
current workloads. More staff time is now spent on the Housing Trust Program, which increased the personnel
budget in this program for 2005-06.
Actual
02-03
154 units
69 units
$0
Actual
03-04
100 units
50 units
$2,070,000
EST.
04-05
244 units
165 units
$3,060,000
EST.
05-06
350 units
67 units
$2,350,000
B-87
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
2002-03
ACTUAL
$311,937
4,705,629
1,531
$5,019,097
4.93
0.30
2003-04
ACTUAL
$335,033
5,389,834
0
$5,724,867
4.93
0.30
2004-05
BUDGET
$378,117
5,664,514
0
$6,042,631
4.93
0.30
2005-06
BUDGET
$340,410
5,640,505
0
$5,980,915
3.75
0.30
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
• Provide federal funding to subsidize rents for 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 98% 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 2004-05:
• Provided rental assistance to 666 very low and extremely low-income households.
SIGNIFICANT CHANGES:
No new positions, however individuals were reallocated between programs within the program group to better reflect
current workloads. Less staff time is now spent on the Section 8 program, which decreased the personnel budget in
this program for 2005-06.
Funding from the Housing & Urban Development Department for the Section 8 program was cut for the 2005-06
budget year. No new households will be added to the program and other measures may be taken to reduce the
future program costs.
B-88
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT BLOCK GRANT
CDBG ENTITLEMENT
HOUSING & REDEVELOPMENT ACCTNO. 39ixxxx
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$102,896
301,791
401,036
$805,723
1.11
0.00
2003-04
ACTUAL
$90,085
309,230
314,436
$713,751
1.11
0.00
2004-05
BUDGET
$93,892
116,343
477,876
$688,111
0.86
0.00
2005-06
BUDGET
$84,385
114,962
438,202
$637,549
0.71
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 2005-06
Brother Benno Center $5,000
Community Resource Center $5,000
Interfaith Community Services $5,000
North County Food Bank $5,000
North County Health Services $8,478
Brother Benno Foundation $7,000
Casa De Amparo $5,000
Catholic Charities/La Posada $9,478
Women's Resource Center $7,000
Boys And Girls Club/Teen Scene $8,000
From The Inside Out $6,478
Lifeline/After School Program $8,000
Meals On Wheels $6,000
Boys And Girls Club Facility Impvmts $15,000
Teri Inc., Fire Sprinkler System $12,115
City Of Carlsbad Library Learning Ctr $191,986
Affirmed Housing Group $696,977
Total $1,001,512
B-89
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. 391 xxxx/3917000
KEY ACHIEVEMENTS 2004-05:
• Provided funding assistance to 16 nonprofit organizations.
• Met compliance requirements for timely expenditure of funds.
SIGNIFICANT CHANGES:
None.
B-90
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
2002-03
ACTUAL
$162,604
1,855,044
269,118
$2,286,766
1.51
0.17
2003-04
ACTUAL
$149,282
1,827,907
0
$1,977,189
1.51
0.17
2004-05
BUDGET
$178,619
1,352,303
0
$1,530,922
1.69
0.07
2005-06
BUDGET
$166,689
1,570,668
0
$1,737,357
1.56
0.08
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 2004-05:
• Contracted for a Retail Analysis and Demand/Desire Study for the Village Redevelopment Area.
• Completed initial review of development standards and identified areas for consideration of revisions to assist in
encouraging development.
• Completed conceptual design study for Village Green at corner of Grand and State Streets.
• Extended effectiveness date of Village Redevelopment Area by additional two years; expiration in July, 2009.
• Processed 12 sidewalk sign/outdoor display permits; 5 administrative redevelopment permits; 1 minor
redevelopment permit; and 11 major redevelopment permits.
B-91
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. 8013410/8023412
KEY GOALS FOR 2005-06:
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.
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 2008 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
None.
B-92
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
2002-03
ACTUAL
$32,559
27,904
47,184
$107,647
0.37
0.00
2003-04
ACTUAL
$35,395
15,929
0
$51,324
0.37
0.00
2004-05
BUDGET
$43,014
73,991
0
$117,005
0.40
0.00
2005-06
BUDGET
$36,788
57,608
0
$94,396
0.29
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 Po!;cy 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 ACHIEVEMENTS FOR 2005-06:
• Completed Ponto Beachfront Village Vision Plan.
• Completed environmental review for amendment to SCCRA Plan to include provisions for construction of
Desalination Plant and requirements for redevelopment permits.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
None.
B-93
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
2002-03
ACTUAL
$64,241
104,130
156
$168,527
0.46
0.00
2003-04
ACTUAL
$45,942
252,611
0
$298,553
0.46
0.00
2004-05
BUDGET
$81,198
354,328
0
$435,526
0.54
0.20
2005-06
BUDGET
$75,688
202,829
0
$278,517
0.41
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 2004-05:
• Completed Ponto Beachfront Village Vision Plan.
• Completed environmental review for amendment to SCCRA Plan to include provisions for construction of
Desalination Plant and requirements for redevelopment permits.
KEY GOALS FOR 2005-06:
Balanced Community Development
• Facilitate the development of one project identified by the vision study for planning area three.
SIGNIFICANT CHANGES:
The assessed values in the South Carlsbad Coastal Redevelopment Area declined from $398 million in FY04 to
$278 million in FY05 and are expected to decline further in FY06 to less than the original values when the
redevelopment area was formed. This reduction in assessed values caused current values to drop below base
values for FY 2005-06. The decline is mainly due to the lower values assigned to the Encina Power plant. Since the
revenue to the area is based on the excess of the current assessed values over the original assessed values, it is
likely that the South Carlsbad Area will not receive any property tax revenue in FY 2005-06. Budgeted expenses will
come from accumulated balances.
B-94
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
2002-03
ACTUAL
$13,069
3,396
32
$16,497
0.15
0.00
2003-04
ACTUAL
$14,759
7,902
0
$22,661
0.75
0.00
2004-05
BUDGET
$31,944
22,349
0
$54,293
0.28
0.00
2005-06
BUDGET
$21,694
15,223
0
$36,917
0.15
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citywide Affordable Housing Programs
• Affordable Housing Project Coordination for Inclusionary Housing Development.
• Affordable Housing Education Activities.
• Development of affordable housing programs.
• Facilitation of development of new affordable housing projects.
PERFORMANCE/WORKLOAD MEASURES:
• Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at
least one (1) new affordable housing project within the city limits of Carlsbad.
• Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2005-06:
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-95
Sots
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$7,974,887
5,055,052
122,366
$13,152,305
85.75
120.41
2003-04
ACTUAL
$8,574,055
5,162,626
151,844
$13,888,525
86.00
120.16
2004-05
BUDGET
$9,669,022
5,185,881
0
$14,854,903
85.50
120.16
2005-06
BUDGET
$10,435,514
5,585,714
24,620
$16,045,848
85.50
123.01
Recreation
33%
Seniors
7%
Cultural Arts
5%
Library
55%
B-96
PROGRAM:
FUND:
PROGRAM GROUP:
LIBRARY
VARIOUS
LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$4,476,181
3,001,772
68,977
$7,546,930
48.00
67.25
2003-04
ACTUAL
$4,830,417
3,150,606
20,358
$8,001,381
48.00
67.25
2004-05
BUDGET
$5,399,010
2,956,328
0
$8,355,338
48.00
67.25
2005-06
BUDGET
$5,918,923
2,929,538
24,620
$8,873,081
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 2004-05:
Telephone notification system purchased.
Print/PC management system selected.
Email notification implemented.
Remodel of children's Garden completed.
Schulman auditorium Audio/Video upgrade completed.
Cole Library landscaping project completed.
Library Learning Center design completed
Library employee training program established.
Balanced Scorecard developed.
Staff reorganization completed.
First "Carlsbad Reads Together" program completed.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Implement new technology to enhance customer service.
• Begin construction of the Library Learning Center.
• Continue to improve the Library's web presence.
• Replace Cole Library heating and air conditioning system.
Learning, Culture & Arts
• Implement staff training and development program.
• Plan and hold a "Carlsbad Reads Together" program.
Communication
• Implement a balanced scorecard.
• Improve internal communication.
• Develop a Library marketing plan.
B-97
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
2002-03
ACTUAL
$1,189,890
550,970
28,875
$1,769,735
12.50
22.70
2003-04
ACTUAL
$1,316,137
513,523
6,390
$1,836,050
12.50
2190
2004-05
BUDGET
$1,449,730
621,620
0
$2,071,350
12.50
21.90
2005-06
BUDGET
$1,543,560
546,610
0
$2,090,170
11.50
21.35
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 in-person and via
telephone, reserve specific titles, and request materials from other libraries.
• Provide computer and Internet classes for adults.
• Select books for the collection.
• Facilitate book clubs.
Circulation
• Circulate print and non-print materials to all library patrons; register borrowers; collect fees and fines; track
overdue items; administer services to homebound patrons.
Children's Services
• Support information needs of patrons from toddlers to teens.
• Plan, schedule, and conduct programs for teens, and children.
• Provide classroom visits and tours for children and groups.
• Answer reference questions and readers' advisory inquiries.
• Provide computers for research, homework, and internet use.
Cole Library Management
• Manage the Georgina Cole Library staff, facility, volunteers, and collection. Maintain awareness of the
community's needs and coordinate operations with other City departments.
SIGNIFICANT CHANGES:
A separate graphics program was created and one full time staff was moved from this program to graphics.
B-98
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
2002-03
ACTUAL
$2,140,456
1 ,346,642
19,307
$3,506,405
2150
33.70
2003-04
ACTUAL
$2,288,071
1,179,757
1,503
$3,469,33''
21.50
33.70
2004-05
BUDGET
$2,555,950
1,218,813
0
$3,774,763
2150
33.70
2005-06
BUDGET
$2,599,010
1,212,663
1,500
$3,813,173
20.50
32.10
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 and participates in the Braille Machine Exchange Program. Staff
manages the circulation, sorting and shelving of 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; and locate library materials for patrons. 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-99
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 skills. 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:
A separate graphics program was created and one full time staff was moved from this program to graphics.
B-100
PROGRAM:
FUND:
PROGRAM GROUP:
GENEALOGY/LOCAL HISTORY
GENERAL
LIBRARY ACCTNO. 0014025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$145,462
18,182
0
$163,644
1.00
2.75
2003-04
ACTUAL
$161,026
1 1 ,009
0
$172,035
1.00
2.75
2004-05
BUDGET
$170,300
11,810
0
$182,110
1.00
2.75
2005-06
BUDGET
$192,833
9,530
0
$202,363
1.00
2.85
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 22,000-volume collection,
9,000 microfilm rolls, 150,000 microfiche, and 200 compact discs. It is a collection of excellence that draws
researchers from all over the nation.
PROGRAM ACTIVITIES:
General Reference Services
• Genealogy and local history staff respond to in-
person and telephone reference requests;
provide individual patrons with 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:
2001-02 2002-03 2003-04 2004-05
Reference Questions:
24,927 21,500 22,000
Computer Users:
3,049 4,544 5,000
In-House Usage:
51,449 41,844
2001-02
Items Added:
802
35,000
2002-03 2003-04
899 900
15,000
5,000
30,000
2004-05
800
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.
2002
Programs:
48
2003
56
2004 2005
60 60
SIGNIFICANT CHANGES:
None.
B-101
PROGRAM:
FUND:
PROGRAM GROUP:
CENTRO DE INFORMACION
GENERAL
LIBRARY ACCTNO. 0014030
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$105,482
2,478
0
$107,960
1.00
1.40
2003-04
ACTUAL
$116,723
19,016
0
$135,739
1.00
1.70
2004-05
BUDGET
$132,080
17,510
0
$149,590
1.00
1.70
2005-06
BUDGET
$150,400
32,310
0
$182,710
1.00
1.70
WORK PROGRAM:
The Centra de Informacion is a branch library that meets the information needs of Spanish-speaking library patrons.
Bilingual staff introduces residents to library services, which include Spanish-language and bilingual print and non-
print materials, reading programs for children, as well as 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 Centra de Informacion is an active partner in
community activities. The Centra offers a
welcoming and culturally sensitive environment
that enables Spanish-speaking residents to
make use of public library services.
Programming
• The Centra de Informacion responds to
community information and educational needs by
providing a variety of adult and children's
programs.
SIGNIFICANT CHANGES:
None.
WORKLOAD STATISTICS:
2000-01 2001-02 2002-03 2003-04
Individual Patron Visits:
20,328 19,240 21,883 22,752
2000-01 2001-02 2002-03 2003-04
Program Attendance:
3,288 3,581 3,779 3,214
B-102
PROGRAM:
FUND:
PROGRAM GROUP:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCTNO. 0014040
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$460,865
88,064
0
$548,929
7.00
2.50
2003-04
ACTUAL
$458,836
394,320
0
$853,156
7.00
2.50
2004-05
BUDGET
$556,940
122,760
0
$679,700
7.00
2.50
2005-06
BUDGET
$613,710
126,200
0
$739,910
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:
2000-01 2001-02 2002-03
Items Cataloged and Processed:
30,753 44,853 35,937
Items Handled for Binding:
2,273 2,048
2000-01 2001-02
Items Added to Database:
30,753 44,853
Items Withdrawn:
11,783 20,005
PERFORMANCE OBJECTIVES:
Integrated Library System (Includes Circulation System and On-Line Catalog)
• Manage the Library's integrated library software, including the catalog interface.
• Coordinate installation of annual software upgrades.
• Generate daily, monthly, and annual statistical and system management reports.
SIGNIFICANT CHANGES:
None.
2,156
2002-03
35,397
31,831
2003-04
30,482
1,932
2003-04
30,482
22,722
B-103
PROGRAM:
FUND:
PROGRAM GROUP:
COLLECTION DEVELOPMENT & ACQUISITIONS/GRAPHICS
GENERAL/SPECIAL REVENUE
LIBRARY ACCTNO. 0014045/0014060/
145401X/1454095/175XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
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
ACTUAL
$158,441
964,281
7,379
$1,130,101
2.00
1.00
$1,044,723
85,378
$1,130,101
2004-05
BUDGET
$185,020
897,180
0
$1,082,200
2.00
100
$1,070,200
12,000
$1,082,200
2005-06
BUDGET
$428,700
934,890
2,270
$1,365,860
4.00
2.75
$1,353,860
12,000
$1,365,860
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.
Weeding
• Keep collection current by removing outdated
and unused materials.
PERFORMANCE MEASURES:
• Write materials collection statements for
children's 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.
• Institute system-wide weeding plan to keep
collections current.
SIGNIFICANT CHANGES:
The library has centralized their graphics function and allocated graphics staff to this program.
B-104
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIA SERVICES
GENERAL
LIBRARY ACCTNO. 0014050
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$173,327
38,247
10,218
$221,792
2.00
2. 10
2003-04
ACTUAL
$199,924
32,525
5,086
$237,535
2.00
2.10
2004-05
BUDGET
$206,730
29,400
0
$236,130
2.00
2.70
2005-06
BUDGET
$232,280
40,355
20,850
$293,485
2.00
2.30
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, scheduling, training, and providing technical support for patrons and other user groups.
Management duties include: recruiting 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.
PERFORMANCE MEASURES:
Provide two biannual comprehensive reports
indicating usage breakdowns, income generated,
and analysis and recommendations for service
improvements.
Develop and maintain technical systems repair
punch list to operational standards.
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 a significant percentage.
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.
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:
Additional funds have been budgeted to replace audio visual equipment in the Sohulman Auditorium.
B-105
PROGRAM:
FUND:
PROGRAM GROUP:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCTNO. 0014055
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$120,681
40,747
0
$161,428
1.00
1.60
2003-04
ACTUAL
$131,259
36,175
0
$167,434
1.00
1.60
2004-05
BUDGET
$142,260
37,235
0
$179,495
1.00
1.60
2005-06
BUDGET
$158,430
26,980
0
$185,410
1.00
1.70
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:
2000-01
Learners Studying:
122
2001-02 2002-03
120
Volunteer Tutors Instructing:
104 78
Instructional Hours Completed:
7,228 7,203
126
84
7,719
2003-04
116
73
6,546
SIGNIFICANT CHANGES:
None.
B-106
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS
VARIOUS
CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$421,535
317,999
9,724
$749,258
4.75
2.75
2003-04
ACTUAL
$480,377
245,330
0
$725,707
5.00
2.50
2004-05
BUDGET
$494,175
274,920
0
$769,095
5.00
2.50
2005-06
BUDGET
$535,507
296,961
0
$832,468
5.00
3.25
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 2004-05:
• Produced 65 events attracting approximately 50,000 people.
• Presented five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden, attracting over
30,000 visitors.
• Continued to present the Three-Part-Art arts education program (for three exhibitions), this combines lesson workbooks,
guided exhibit tours, and creative workshops. Approximately 6,100 Carlsbad students and adult chaperones served.
• Raised more than $37,000 for the FY04-05 Three-Part-Art program, including an Institute for Museum and Library
Services "Museums for America" grant. The only such grant awarded in San Diego County.
• Presented five Family Open Studio events (hands-on art activities associated with gallery exhibitions), attracting over
1,200 participants.
• Awarded Community Arts Grants: 9 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, San Dieguito Performing Arts Association, and Carlsbad Library on a variety of public
programs.
• Hosted 11 youth from Sister City, Futtsu, Japan.
• Provided information services via the City website, direct mail, telephone, programs, and brochures.
• Presented Folk Life Day, a one-day family event celebrating folk art of various cultures, attracting more than 900
participants.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Strengthen the infrastructure of the Arts Office through development and implementation 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.
• Revise and update the Public Art Master Plan.
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.
Citizen Connection
• Conduct a series of programs that continues the dialogue begun with the community in 2005 with the town meetings on the
arts.
• Develop a "yellow pages" style guide to art resources available within the community.
B-107
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND
CULTURAL ARTS ACCT NO. 0014062/0014065/
0014067-68/142XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2002-03
ACTUAL
$411,204
264,299
9,724
$685,227
4.75
2.64
$660,487
24,740
$685,227
2003-04
ACTUAL
$466,332
209,420
0
$675,752
5.00
2.39
$659,657
16,095
$675,752
2004-05
BUDGET
$477,448
233,475
0
$710,923
5.00
2.39
$681,923
29,000
$710,923
2005-06
BUDGET
$521,311
264,321
0
$785,632
5.00
2.57
$757,632
28,000
$785,632
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; to create a climate that encourages cultural and artistic development in Carlsbad; and to
enhance educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
• Utilize volunteers for mailings, gallery events, jazz concerts, etc.
organizations, and gallery docents and attendants.
Provide training for volunteers, artists, arts
Programs
• Produce eleven (11) jazz concerts in the parks during the Summer 2006 season.
• 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 six (6) times per year.
• Produce ArtsBrag, an arts education newsletter four (4) times a year.
• 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, update, and begin to implement the Arts Office's new 3-year strategic plan.
B-108
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND
CULTURAL ARTS
PAGE TWO
ACCT NO. 0014062/0014065/
0014067-68
KEY GOALS FOR 2005-06:
Top-Quality Services
• Revise and update the Public Art Master Plan.
• Develop and strengthen arts organizations and provide cultural opportunities through Community Arts Grants
Program.
• 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 Friends of the Arts with fundraising efforts.
• Serve on Library Foundation Board.
Citizen Connection
• Develop a "yellow pages" style guide of art resources available in the community.
Balanced Community Development
• Operate the Cannon Art Gallery with five (5) exhibitions per year.
• Operate the Sculpture Garden with one (1) exhibition per year.
Learning. Culture & Arts
• Offer community-wide multi-cultural events (Festejando a las Madrecitas, Multicultural Arts Festival and Folk Life
Day).
• 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
Arts Office Events/Attendance
Community Grants Awards/Budget
Educational Opportunities - Information Services
Newsletters (Issues/Distribution)
Special Publications (Per Year/Distribution)
Arts Info Line Calls (Monthly)
Diverse Economic Opportunities
Grants and Contributions
2000-01
66/51 ,000
18/19,000
2000-01
12/50,000
48/60,000
240
2000-01
$181,200
2001-02
42/39,000
16/19,000
2001-02
12/50,000
52/58,000
250
2001-02
$68,950
2002-03
44/57,000
13/19,000
2002-03
12/50,000
20/48,200
220
2002-03
$47,000
2003-04
45/60,000
17/24,000
2003-04
8/50,000
16/32,000
240
2003-04
66,344
SIGNIFICANT CHANGES:
The Arts General and Gallery Donations funds have been moved into the General Fund.
B-109
PROGRAM:
FUND:
PROGRAM GROUP:
SISTER CITY
GENERAL FUND
CULTURAL ARTS ACCTNO. 0014066
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2002-03
ACTUAL
$0
3,922
0
$3,922
0.00
0.11
$3,922
0
$3,922
2003-04
ACTUAL
$0
2,265
0
$2,26C
0.00
0.11
$2,265
0
$2,265
2004-05
BUDGET
$3,301
9,275
0
$12,576
0.00
0.11
$9,176
3,400
$12,576
2005-06
BUDGET
$0
9,390
0
$9,390
0.00
0.00
$9,390
0
$9,390
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:
The Sister City Special Revenue fund has been moved into the General Fund.
B-110
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
2002-03
ACTUAL
$10,331
49,778
0
$60,109
0.00
0.00
2003-04
ACTUAL
$14,045
33,645
0
$47,690
0.00
0.00
2004-05
BUDGET
$13,426
32,170
0
$45,596
0.00
0.00
2005-06
BUDGET
$14,196
23,250
0
$37,446
0.00
0.68
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue Performing Arts Programming
• During the Summer 2006 season, present eleven (11) jazz concerts in city parks.
• Produce and distribute jazz concert sponsor-funded program.
Actively Pursue the Contribution of Gifts and Funds for the Arts
• Obtain advertisements for jazz concert program.
• Assist Friends of the Arts in fundraising efforts at jazz concerts.
PERFORMANCE MEASURES:
• During the Summer 2005 season, present eleven (11) jazz concerts in city parks with an attendance total of
33,000+.
• Raise over $25,000 in fundraising contributions.
SIGNIFICANT CHANGES:
Jazz concerts moved out of Magee Park due to overcrowding. Hourly FTE's reflect part time staff used for jazz
concerts.
B-111
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION
GENERAL/SPECIAL REVENUE
RECREATION SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$3,077,171
1,735,281
43,665
$4,856,117
33.00
50.41
2003-04
ACTUAL
$3,263,261
1 ,766,690
131,486
$5,161,437
33.00
50.41
2004-05
BUDGET
$3,775,837
1,954,633
0
$5,730,470
32.50
50.41
2005-06
BUDGET
$3,981,084
2,359,215
0
$6,340,299
32.50
52. 51
PROGRAM GROUP DESCRIPTION:
With the guidance from the City Council and assistance from various city departments, the Recreation Department
provides diversified recreation facilities and programs for all ages of the population that live, work, and/or recreate 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. The department also operates several community
centers/gymnasiums and the Leo Carrillo Historic Park site.
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 2004-05:
• Completed the Master Plan and bid process for Hidden Canyon Community Park.
• 90% project completion of Aviara Community Park.
• Completed bid process and began development for Pine Ave Community Park.
• Completed first year operation of online registration for Recreation Programs and Aquatic Programs.
• Continue to monitor the sportsmanship program for all city sponsored recreation programs and outside
organizations using Carlsbad sports fields and facilities.
• Assumed ownership and maintenance responsibility for an additional 3.5 miles of the citywide trails system.
• Applied for and received approximately $225,00 in grant awards from HGTV, and the National Park Service for
Restoration work at Carrillo Ranch.
• Significant progress towards development of the Municipal Golf Course was completed, including, Phase I
Environmental Site Work, Final Design Modification per the Coastal Development Permit, Construction
Document Design package for Advertisement of Construction Bid, and the selection committee identified and
recommended a Golf Course Operator.
KEY GOALS FOR 2005-06:
Top-Quality Services
• Continue to implement the use of customer surveys to evaluate and improve customer satisfaction.
• Generate sponsorship programs and fundraising activities.
• Promote the use of volunteers in providing City services.
• Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation.
• 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-112
PROGRAM: RECREATION PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2005-06 (continued):
Financial Health
• Provide recreational activities, facilities, and other special events that support local businesses and enhance
transient occupancy taxes and sales tax revenue, such as the triathlon, sport tournaments, and swim meets.
• Prepare marketing packet promoting Carlsbad's facilities and distribute to prospective user groups.
• Develop a naming rights policy.
Learning
• Prepare monthly agendas for Parks and Recreation, and for senior commissions that address relevant issues
and inspire community involvement.
• 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 Department and across major service areas where feasible.
• Develop an employee orientation program.
Parks/Open Space/Trails
• Continue to develop 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.
• Complete construction of Pine Avenue Community Park.
• Advertise for bids and award construction contracts for the Municipal Golf Course
B-113
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
2002-03
ACTUAL
$723,845
285,437
8,382
$1,017,664
7.00
0.75
$1,000,694
16,970
$1,017,664
2003-04
ACTUAL
$715,782
276,956
35,715
$1,028,453
7.50
0.00
$1,024,024
4,429
$1,028,453
2004-05
BUDGET
$842,752
307,040
0
$1,149,792
7.50
0.00
$1,141,092
8,700
$1,149,792
2005-06
BUDGET
$862,020
369,633
0
$1,231,653
7.50
0.00
$1,209,153
22,500
$1,231,653
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 51 hourly/full-
time equivalent positions.
• 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-114
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 construction process for the Pine Avenue Community Park.
• Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfields.
• Provide staff support for the development of the municipal golf course.
• Complete development of the Aviara Community Park and initiate its first year of operation.
• Complete the Alga Norte park design process.
• Process the actions required to create a Citywide Trail System (land acquisition, maintenance system,
development, volunteers, etc.).
• Complete the construction of Hidden Canyon Community Park.
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-115
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
2002-03
ACTUAL
$959,281
881,780
1,870
$1,842,931
10.00
24.64
2003-04
ACTUAL
$928,955
860,406
32,864
$1,822,225
8.25
22. 13
2004-05
BUDGET
$1,149,515
875,202
0
$2,024,717
8.25
22.73
2005-06
BUDGET
$1,213,592
988,340
0
$2,201,932
8.20
27.75
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing an approximate 60% 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 scholar-hips for Carlsbad resident youths.
Actuals
2003-04
Estimated
2004-05
Projected
2005-06
Enrichment Classes
Conducted
Enrolled
Revenue
Daytrlppers
Trips Conducted
Participants
Revenue
Camps
Camps
Participants
Revenue
1,650
16,700
$427,000
10
425
$35,000
73
1,280
$111,000
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
2003-04
70
1,150
15,000
$36,500
330
5,150
30,000
$92,000
Estimated
2004-05
70
1,150
15,000
$36,500
330
5,150
30,000
$92,000
Projected
2005-06
70
1,150
15,000
$35,500
332
5,200
30,100
$95,000
B-116
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014515,0014521-28
WORKLOAD MEASURES (continued):
Actuals
2003-04
Estimate
2004-05
Projected
2005-06
Actuals
2003-04
Estimate
2004-05
Projected
2005-06
Pre-school Classes
Conducted
Enrolled
Revenue
184
2,024
$146,160
184
1,900
$157,122
194
1,900
$150,000
Special Events
Events
Participants
Revenue
10
28,000
$104,000
10
28,000
$122,000
10
28,000
$122,000
Fields
Maintained
Stay 'n' Play
Weeks
Participants
Revenue
17
36
4,680
$15,512
19
36
4,680
$15,480
Community Volunteers
21 Volunteers 1,300 1,600 1,600
Hours 11,000 17,000 17,000
36
4,480
$0
Kids Camp
Camps
Participants
Revenue
12
1,500
$123,500
12
1,500
$123,520
12
1,500
$133,000
KEY GOALS FOR 2005-06:
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.
• New customer survey cards and evaluate of citizen and staff suggestions for improvement.
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
• 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:
None.
B-117
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AQUATICS
GENERAL
RECREATION ACCTNO. 0014520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$340,500
123,889
436
$464,825
3.00
6. 89
2003-04
ACTUAL
$340,867
125,562
5,452
$471,881
2.47
7.50
2004-05
BUDGET
$358,070
132,969
0
$491 ,039
2.47
7.50
2005-06
BUDGET
$379,440
142,534
0
$521,974
2.47
7.40
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.
PROGRAM ACTIVITIES:
Lessons/Training
Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities. These programs provide
the foundation on which all other aquatic programs build. Provide education and training to the general public and
City employees in first aid, CPR, AED, 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 by offering such courses as the
Lifeguard Academy, Water Safety Instructor and Lifeguard Training Instructor.
Fun and Fitness
Provide opportunities for recreational swimming, fitness lap swimming, which assist participants maintain physical
fitness and health, and family-oriented aquatic special events.
Competitive Aquatic Programs
Provide opportunities for competitive swim instruction and coached workouts for youth and adults as a contract
service; coordinate and schedule Carlsbad High School use of the pool for physical education, boys and girls swim
teams and water polo teams. These programs also assist participants maintain physical fitness and health, as well
as providing a source of social interaction and community pride.
WORKLOAD STATISTICS:
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
Actual
2002-03
2410
250
1,106
56
$43,100
925
2,477
18,830
5,770
9,196
20,794
$54,183
Actual
2003-04
2,729
283
1,830
75
$68,587
1,390
3,515
17,942
6,453
9,201
18,686
$76,159
Estimate
2004-05
2,700
265
1,590
75
$72,000
1,500
3,700
18,000
6,800
9,200
20,000
$78,000
Projected
2005-06
2,700
320
1,950
85
$72,000
1,500
3,700
18,000
6,800
9,200
20,100
$78,000
B-118
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION-AQUATICS
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014520
WORKLOAD STATISTICS (continued):
Carlsbad Swim Masters
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
2002-03
3,448
12,476
$40,522
4,865
6,676
$26,797
2,833
8,572
$7,082
159
239
$603
725
1,488
$10,307
Actual
2003-04
3,233
10,134
$38,993
3,534
8,275
$24,900
2,705
9,526
$12,024
227
314
$748
1,558
2,848
$8,585
Estimate
2004-05
3,400
11,200
$42,000
4,000
8,200
$27,000
2,800
9,500
$13,000
$250
$320
$1,000
1,600
2,700
$8,000
Projected
2005-06
3,400
11,200
$42,000
4,000
8,500
$27,000
2,800
9,500
$14,000
$250
$320
$1,000
1,600
2,700
$8,000
KEY GOALS FOR 2005-06:
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-119
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
2002-03
ACTUAL
$4,188
1,538
0
$5,726
0.00
0.50
2003-04
ACTUAL
$23,625
1,050
0
$24,675
0.53
0.00
2004-05
BUDGET
$27,940
2,712
0
$30,652
0.53
0.00
2005-06
BUDGET
$30,400
2,183
0
$32,583
0.53
0.00
WORK 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:
Actual Estimated Projected
2003-04 2004-05 2005-06
Annual Permits
Daily Permits
Revenue
336
314
$21,468
320
310
$25,000
320
310
$30,000
SIGNIFICANT CHANGES:
None.
B-120
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
2002-03
ACTUAL
$770,783
147,961
22,660
$941,404
10.00
10.13
2003-04
ACTUAL
$957,343
196,480
54,697
$1,208,520
11.80
13.28
2004-05
BUDGET
$1,054,379
193,074
0
$1,247,453
11.80
13.28
2005-06
BUDGET
$1,085,133
212,707
0
$1,297,840
10.80
15.86
WORK PROGRAM:
This division provides operational support for the Recreation Department, including the operation of Leo Carillo Ranch
Historic Park, three community centers and gymnasiums, 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.
• Customer service and revenue have improved with the success of online registration.
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, community parks, and other special use 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 and promoting "good sportsmanship" during all programs
and events.
• Improved facility rental processing and condition of rental facilities and picnic areas.
Supervision
Supervisory staff coordinates operations of the Community Centers/Gymnasiums 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.
• The quality of the workforce has improved with a more comprehensive training program.
B-121
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCTNO. 0014540,0014541,
0014542, 0014543, 0014544
WORKLOAD MEASURES:
Actual Actual Estimate Projected
2002-03 2003-04 2004-05 2005-06
• Reservations Processed: 3,200 3,200 3,200 3,264
• Number of Facility Users: 1,100,000 1,100,000 1,400,000 1,428,000
• Revenue: $128,000 $128,000 $175,000 $180,250
• Number of Fields Maintained: 17 17 17 21
(Aviara will have 2 fields)
KEY GOALS FOR 2005-06:
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:
Additional synthetic turf fields are being installed at Stagecoach Park. Aviara Community Park is expected to open in
Summer 2005, Hidden Canyon will open in the Fall of 2005 and Pine Avenue Park is expected to open in early
Summer 2006. The opening of the new parks will require the addition of 6.1 full time equivalent employees and the
annual cost of the staff will be approximately $590,000.
B-122
PROGRAM:
FUND:
PROGRAM GROUP:
SENIOR PROGRAMS
GENERAL/SPECIAL REVENUE
RECREATION ACCT NO. 0014570-0014574.143XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2002-03
ACTUAL
$278,574
294,676
10,317
$583,567
3.00
7.50
$558,142
25,425
$583,567
2003-04
ACTUAL
$296,689
306,236
2,758
$605,683
1.95
7.50
$586,029
19,654
$605,683
2004-05
BUDGET
$343,181
443,636
0
$786,817
1.95
7.50
$786,817
0
$786,817
2005-06
BUDGET
$410,499
643,818
0
$1,054,317
3.00
7.50
$884,317
170,000
$1,054,317
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, Excel, Word, 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.).
• Provide programming in evenings and on weekends to accommodate the rising baby-boomer population.
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, tai chi, laughter therapy, and dance for seniors.
B-123
PROGRAM: SENIOR PROGRAMS PAGE TWO
FUND: GENERAL/SPECIAL REVENUE ACCT NO. 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 9,000 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 lunches 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:
Enrichment classes are being offered in early evening and weekends to encourage the working baby-boomer population
to participate. A fulltime Recreation Supervisor, reallocated from within the Recreation Division for the nutrition program,
will allow for a higher quality of service focusing on the expansion of the transportation program, more efficient monitoring
of nutritional needs of seniors and more consistency in the planning of special holiday luncheons, entertainment and
increasing participation.
B-124
Dublic rks
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$13,218,092
31,103,205
402,422
$44,723,719
793.85
14.21
2003-04
ACTUAL
$14,980,719
32,624,253
154,969
$47,759,941
795.25
75.95
2004-05
BUDGET
$16,337,359
34,061,229
2,271,100
$52,669,688
795.25
75.95
2005-06
BUDGET
$18,240,098
37,066,727
2,894,707
$58,201,532
207.25
8.56
Maintenance &
Operations
50%
PW Admin
2%
Engineering
Services
13%
Environmental
Programs
4%
General
Services
31%
B-125
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
2002-03
ACTUAL
$548,763
208,660
0
$757,423
6.40
0.00
2003-04
ACTUAL
$533,788
218,645
0
$752,433
6.30
0.00
2004-05
BUDGET
$668,601
201,133
0
$869,734
6.30
0.00
2005-06
BUDGET
$765,893
190,342
0
$956,235
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 Administration, Engineering Services, Environmental
Programs (Storm Water Protection, Solid Waste Management), General Services (Parks Maintenance, Facilities
Maintenance, Trails Maintenance, Fleet Maintenance, Fleet Replacement, Median Maintenance, Street Tree
Maintenance, Street Maintenance, Traffic Signal maintenance, and Street Lighting), 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 2004-05:
• Continued third 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.
• Coordinated data tracking and reporting of costs associated with the 2005 Winter Storms for ultimate
reimbursement from Federal Agencies.
• Coordinated implementation of a number of maintenance agreements for the operations of the Public works
organization.
• Assumed the responsibility for Public Works Contracting for the entire City; developed simplified processes and
performance measures to track results.
B-126
PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
KEY ACHIEVEMENTS FOR 2004-05 (continued):
• Completed staffing projections for Public Works maintenance needs to build-out of the city.
• Participated in Citywide team to develop options for the future site of the Public Works Center.
KEY GOALS FOR 2005-06:
Communication
• Public Works Education and Outreach: Increase citizen awareness about Public Works, educate them on what
we do and how well we do it, ano improve our image.
• Public Works Website: Enhancement of website Environmental Programs.
SIGNIFICANT CHANGES:
A full time Management Analyst position has been reclassified to a Storekeeper position and that position has been
reallocated to several other Public Works departments. In addition a full-time FTE for a Buyer has been transferred to
Public Works from Finance to better align services and facilitate workflow.
B-127
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
SANITATION ENTERPRISE
TOTAL FUNDING
2002-03
ACTUAL
$4,135,843
2,442,204
30,528
$6,608,575
5170
1.00
$5,795,740
349,519
463,316
$6,608,575
2003-04
ACTUAL
$4,591,800
1,942,085
0
$6,533,885
5120
100
$5,724,009
461,630
348,246
$6,533,885
2004-05
BUDGET
$5,063,532
2,296,293
0
$7,359,825
5110
100
$6,262,145
625,000
472,680
$7,359,825
2005-06
BUDGET
$5,520,076
2,320,008
0
$7,840,084
51.60
0.50
$6,774,725
639,215
426,144
$7,840,084
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation,
water supply, sewer collection, storm water control, parks, and general engineering, project management, front
counter operations, and construction inspection. The Engineering Department provides services to the public and
other City departments through preparation and processing of planning, design, and construction documents and
performing transportation studies. The department is also responsible for ensuring that private development and
public improvements are properly designed, constructed, and inspected while maintaining public .
PROGRAM ACTIVITIES:
Administration
• Coordinate and direct all divisions accomplish 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 domestic and recycled water systems, and sewer
systems; perform markouts, water resource development, domestic water and recycled water systems, sewer
systems, and 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.
Construction Management and Inspection
• Perform construction management, administration, and inspection for private grading agreements, development
improvement agreements, and capital improvement, ensure construction of high-quality improvements; and
minimize inconvenience to the public while ensuring safe work sites.
B-128
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5x15710
KEY ACHIEVEMENTS FOR 2004-05:
• Slurry seal overlay and reconstruct 20 miles of City streets
• El Fuerte Road south of Palomar Airport Road completed.
• Poinsettia Lane East of El Camino Real completed.
• Cannon Road Reach 3 and College Boulevard Reach C completed.
• Jefferson Street sidewalk completed.
• Completed Rancho Santa Fe Road Phase I (La Costa Avenue to San Elijo Road).
• Bressi Ranch mass grading is completed. Tentative maps for all residential subdivisions are approved.
• Villages of La Costa at the Oaks and at the Greens completed.
• Kelly Core Area completed.
• Buena Vista Creek Channel EIR construction completed..
• Encina Flow Equalization Tanks and Pump Station completed.
• Highland Drive storm drain replant completed.
• Master Drainage Plan Basin BJB completed.
• CIS Inventory for storm drains, sewer, medians, and park facilities completed.
• Batiquitos Lift Station Phase I completed.
• Designed four traffic signals.
KEY GOALS FOR 2005-06:
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.
Water and Sewer
• Begin operation of the 4 MGD recycled water facility.
• Complete construction of Mahr Reservoir Improvements and begin Lake Calavera improvements.
Planning and Programs
Completion of GIS inventory for water, recycled water, curbs, sewers, street sign, sidewalks, and bridges.
Completion of Traffic Impact Fee Update
Completion of Drainage Master Plan. Planned local Drainage Area Fee program update.
Establish Poinsettia Lane Reach "E" Financing Program.
Completion of Beach Attendance Economic Study.
Establish College Blvd., Reach "A" Financing Program.
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:
Plancheck and Inspections are expected to fall moderately due to a decrease in the size of development projects
and more in-house plan checking.
B-129
PROGRAM:
FUND:
PROGRAM GROUP:
GENERAL SERVICES
VARIOUS
GENERAL SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$4,877,711
8,153,432
298,655
$13,329,798
8120
12.46
2003-04
ACTUAL
$5,596,543
8,897,471
154,969
$14,648,983
82.05
14.35
2004-05
BUDGET
$6,126,620
7,825,334
2,271,100
$16,223,054
82.85
14.35
2005-06
BUDGET
$6,883,152
8,141,614
2,848,007
$17,872,773
91.95
7.26
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, medians, trails, and City streets.
PROGRAM ACTIVITIES:
Traffic
Street Signals 4%
Lights 7%
Trails 1%
Streets 18%
Medians 4%
Trees 5%
Vehicle
Replacement 8%
KEY ACHIEVEMENTS FOR 2004-05:
Parks 25%
Facilities 16%
Vehicle
Maintenance 10%
Facilities
Remodel of the City Council Chambers.
Remodel of the Safety Center Dispatch Center.
Enlarge and renovate the Stagecoach Recreation Center Reception area.
Renovate and refurbish the Magee Barn.
Relocated the Stay 'n Play and Information de Centra centers.
Streets
• Extensive repair and cleanup during Winter storms - Larger jobs included the La Costa Ave. mud flow
clean up and drainage repair; Jefferson street repair; repairs to Carlsbad Boulevard, and Poinsettia at
Cassia; and El Camino Real drainage
• Completed Emergency Asphalt repair contract.
Traffic Signals
• Energized 11 traffic signals and de-energized 1 traffic signal
• Installed Polara (talking) pedestrian push buttons at Carlsbad Village Dr. & Jefferson as a test location
Street Lighting
• Removed 8 mast arms & fixtures pending replacement of poles due to deterioration along Carlsbad Blvd
B-130
PROGRAM: GENERAL SERVICES PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
Fleet
• After close evaluation of the 64 units, which met the replacement criteria, only 40 were recommended for
replacement in FY 2005. Three units were recommended for removal and 7 units were downsized.
• Expanded Mobile Mechanic program to repair Vactor and sweeper.
• Added Fleet Representative on the Fire Apparatus/MICU committee.
Parks Maintenance
• Commenced & completed maintenance of the Hosp Grove - Rotary Picnic Area/Trailhead.
• Resurfaced tennis courts, basketball court, & installed retention wall at Stagecoach Park.
• Installed new concrete walkway, picnic tables, and benches at Laguna Riviera Park.
• Upgraded tot lot equipment at several parks in order to ensure compliance with A.D.A.
• Participated in remedial repairs related to winter storms at Poinsettia & Leo Carrillo Parks.
• Reviewed landscape plans/specs for 3 new park sites and various facility enhancements.
• Coordinated installation of new gates and plant/irrigation modifications at beach accesses.
• Assisted with replacement of concrete walkways and trash receptacles at several parks.
• Achieved Park approval ratings of over 90% on two Maintenance Assessment Programs.
Trees
• Developed and commenced a street tree block-by-block maintenance pruning program.
• Coordinated Arbor Day tree planting & 'give-away' event with San Diego Regional Energy.
• Coordinated tree planting & 'give-away' event with SDG&E and the US Forest Service.
• Responded to approximately 600 requests for street tree pruning, planting, or removals.
• Participated in removing dead trees from Hosp Grove, part of the forest management plan.
Medians
• Administered & inspected contract for over 40 acres of medians landscape maintenance.
• Performed selective irrigation repair and replanting in medians of several major streets.
Trails
• Participated in several Trail Volunteer Work Days, including Earth Day at Rancho Carrillo.
• Addressed winter storm erosion of trails at Rancho Carrillo, La Costa Cyn, & Hosp Grove.
KEY GOALS FOR 2005-06:
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.
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-131
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$1,301,296
1,631,238
194,914
$3,127,448
2135
7.15
2003-04
ACTUAL
$1,652,154
1,775,218
6,822
$3,434,194
23.75
9.85
2004-05
BUDGET
$1,857,150
1,699,944
0
$3,557,094
24.75
9.85
2005-06
BUDGET
$2,187,749
1,930,709
319,300
$4,437,758
37.30
4.34
WORK PROGRAM:
Maintain, preserve, and enhance 295 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 19 acres at Leo Carrillo Ranch Park.
PERFORMANCE MEASUREMENTS:
Overall Ratings
• Benchmark
Ninety percent (90%) of ratings are at or above 7 on a 10-point scale.
Result
Ninety-four percent (94%) of ratings were at or above 7 on a 10-point scale.
Cost Per Acre
• Benchmark
The annual park maintenance cost per acre will not exceed $10,051.
Result
The annual park maintenance cost per acre is $11,078.
Public Opinion Survey
• Benchmark
Ninety percent (90%) of respondents rate park maintenance as good or excellent on the City of Carlsbad public
opinion survey report.
Result
Ninety-two percent (92%) of respondents rated park maintenance as good to excellent on the City of Carlsbad
public opinion survey report.
Recreation Survey
• Benchmark
Ninety percent (90%) of customers rate park maintenance as good or excellent on the City of Carlsbad
Recreation survey.
Result
Eighty-eight percent (88%) 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 102 acres of turf and 193 acres of landscaping. Duties include mowing, fertilization,
renovation, re-planting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding cultivation,
edging, aerating, re-seeding, irrigation programming maintenance and basic repair, equipment maintenance,
and contract administration for landscape services.
B-132
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
15,000-,
10,000
5,000
0
5585
_
9481
1
12373
756
C t 0) o.2 => °- "55 ^
5571
1
D)C
68% Developed Parkland
19% Other
13% School Fields
SIGNIFICANT CHANGES:
Hidden Canyon Park, Pine Avenue Park and Aviara Park will be open to the public in FY06. Four new Park
Maintenance Worker positions have been added to maintain these additional parks. In addition, the FY06 budget
includes the conversion of 5.76-part time FTE's to 3 full time FTE's.
B-133
PROGRAM:
FUND:
PROGRAM GROUP:
TRAILS
GENERAL
GENERAL SERVICES ACCTNO. 0015023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$739
0
0
$739
0.00
0.00
2003-04
ACTUAL
$49,176
14,620
0
$63,796
0.50
0.50
2004-05
BUDGET
$61,050
15,219
0
$76,269
0.50
0.50
2005-06
BUDGET
$128,206
42,762
0
$170,968
150
0.50
WORK PROGRAM:
Community Services and Park maintenance 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.
• Trail improvements in accordance with Trail
Master Plan.
Project Processing
• Continue processing acceptance agreements
from previously rejected Irrevocable Offers of
Dedication (IOD) for the citywide trail easements.
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.
SIGNIFICANT CHANGES:
Increase of trails by 8 miles with the addition of Villages of La Costa, the Greens, Calavera Hills, Carlsbad Oaks
North and Commuter Rail trails.
Added one trails maintenance worker and increased funding to cover additional trails maintenance.
B-134
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$1,090,623
1,195,532
57,313
$2,343,468
20.60
2.06
2003-04
ACTUAL
$1,277,837
1 ,409,502
112,815
$2,800,154
20.60
3.00
2004-05
BUDGET
$1,376,690
1,419,325
191,000
$2,987,015
20.60
3.00
2005-06
BUDGET
$1,515,601
1,419,146
182,000
$3,116,747
21.45
1.17
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:
Overall Ratings
• Benchmark
Ninety percent (90%) of ratings are at or above 7 on a 10-point scale.
Result
Ninety-seven percent (97%) of ratings were at or above 7 on a 10-point scale.
Cost Per Square Foot
• Benchmark
Carlsbad Facilities maintenance cost per square foot will be in the lowest one-fourth of government institutions
($6.39 or less).
Result
Carlsbad Facilities maintenance cost per square foot is $6.41.
Internal Surveys
• Benchmark
Ninety percent (90%) of internal surveys returned indicate overall service by Facilities Maintenance as good to
excellent in all survey categories.
Result
Ninety-five percent (95%) of internal surveys returned indicated the overall service by Facilities Maintenance as
good to excellent in all survey categories.
Work Orders
• 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-three percent (93%) of High
Priority work orders completed within 72 hours; ninety-five percent (95%) of Medium Priority work orders
completed within 20 days; eighty-eight percent (88%) of Low Priority work orders completed within 30 days.
B-135
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).
WORKLOAD STATISTICS:
Total Work Orders
2,000 -|
1,500-
1,000 -
500-
n -
1,194 1250
FY04 FY05 (EST.)
SIGNIFICANT CHANGES:
FY06 budget includes the conversion of 1.83 part time FTE's to 1 full time Custodian.
B-136
PROGRAM:
FUND:
PROGRAM GROUP:
STREET TREE MAINTENANCE
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCTNO. 1605023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$391,218
283,378
0
$674,596
5.90
7.75
2003-04
ACTUAL
$401,210
263,868
0
$665,078
5.40
0.75
2004-05
BUDGET
$417,887
324,795
0
$742,682
5.40
0.75
2005-06
BUDGET
$413,624
239,674
0
$653,298
5.70
0.75
WORK PROGRAM:
The Street Tree Division provides maintenance to all approved street 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 approximately 10,000 trees on City right-of-ways. All aspects of
tree maintenance included planting, pruning, watering, root pruning, removing and replacing. The division
annually responds to over 600 street tree work orders/requests, and provides storm, or other emergency
assistance as necessary.
Contractual Tree Maintenance
• This program provides ongoing contracting, administering, and overseeing of the street tree maintenance
requirements that are beyond the scope of the division's regular staff.
Street Tree Block Pruning
• This program creates a cyclical schedule for tree trimming in the public right-of-way in order to focus on
preventive maintenance.
WORKLOAD STATISTICS:
1767
Trimmed
SIGNIFICANT CHANGES:
The maintenance of Park trees has been moved to the Parks budget.
B-137
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
2002-03
ACTUAL
$202,602
334,181
0
$536,783
2.50
1.50
2003-04
ACTUAL
$142,796
380,259
0
$523,055
1.60
0.25
2004-05
BUDGET
$148,774
400,595
152,100
$701 ,469
1.60
0.25
2005-06
BUDGET
$152,368
412,244
0
$564,612
160
0.00
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and redevelop landscape improvement
areas.
PROGRAM ACTIVITIES:
Contractual Median Maintenance
• Provide ongoing program for contracting, administering, and overseeing median maintenance for approximately
40 acres of City medians. Maintenance includes litter control, weed control, pruning, pesticide application,
removals, replanting and irrigation repair/adjustment.
Streetscape Maintenance
• Maintain approximately three (3) acres of high profile areas including downtown medians and landscaped
pockets/islands. Maintenance activities consist of litter control, weed control, pruning, pesticide/fertilizer
application, removals, replantings, irrigation repair/adjustment, and related duties.
WORKLOAD STATISTICS:
Acres Maintained
93%
Contract
SIGNIFICANT CHANGES:
None.
7%
In-House
B-138
PROGRAM:
FUND:
PROGRAM GROUP:
LIGHTING & LANDSCAPING DISTRICT No. 2
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCTNO. 164XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$0
0
0
$0
0.00
0.00
2003-04
ACTUAL
$0
17,124
0
$17,124
0.00
0.00
2004-05
BUDGET
$0
28,205
0
$28,205
0.00
0.00
2005-06
BUDGET
$0
63,571
0
$63,571
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 tneir 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:
Two new zones were added to the district, Zone 5 Palomar Forum and Zone 6 Bressi Ranch.
B-139
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
2002-03
ACTUAL
$523,069
1,119,732
2,150
$1,644,951
7.90
0.00
2003-04
ACTUAL
$607,059
1,288,764
9,104
$1 ,904,927
7.90
0.00
2004-05
BUDGET
$647,855
1,241,841
0
$1,889,696
7.90
0.00
2005-06
BUDGET
$712,495
1,357,181
0
$2,069,676
7.60
0.50
WORK PROGRAM:
Fleet Operations is an Internal Service fund within the City, which provides continuous repair and maintenance
service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery
system based on a per-mile/hour charge by class of vehicle generate revenues to this department. This program
involves all facets of vehicle repair, maintenance, and parts; ensures that adequate supplies of fuel and oil are
available to operating departments, and administers the collection and disposil of hazardous waste generated by
City departments. The 'in-service' fleet is comprised of 257 vehicles and 123 other pieces of equipment.
PERFORMANCE MEASURES:
Work Orders
• Benchmark
90% of scheduled preventive maintenance work orders are completed within 24 hours from the time the vehicle
is delivered to the shop.
Result
77% of scheduled preventative maintenance work orders were completed within 24 hours from the time the
vehicle was delivered to the shop.
Unit Availability
• Benchmark
95% of fleet units are available to meet City needs.
Result
97% of fleet units are available to meet City needs.
Internal Surveys
• Benchmark
90% of internal surveys returned indicate overall service by fleet Maintenance as good to excellent in all survey
categories.
Result
97% 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-140
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 to Encina Wastewater Authority;
monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
lOOOn 9°9 874
Preventative
Maintenance
Shop Repairs Vendor Repairs
SIGNIFICANT CHANGES:
None.
B-141
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE REPLACEMENT
INTERNAL SERVICE
GENERAL SERVICES ACCTNO. 6215061
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$0
1,140,045
0
$1,140,045
0.00
0.00
2003-04
ACTUAL
$0
1,146,100
0
$1,146,100
0.00
0.00
2004-05
BUDGET
$0
0
1,808,000
$1,808,000
0.00
0.00
2005-06
BUDGET
$0
0
1,995,000
$1,995,000
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 Finance 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:
442 423
400-
350
300
250
200
150
100
50
0-
20 4252 30 42 50
/ ^^— — -j< , ^ / ^? -^
A T" — \ y~f^- — I \ w~
1
I
Vehicle/Equipment Vehicle/Equipment Total Units (in
Acquired Disposed service)
DFY03
DFY04
D FY05(Est.)
SIGNIFICANT CHANGES:
Of the 58 units that met the replacement criteria outlined in Administrative Order No. 3, only 34 vehicles were
selected for replacement in FY06. Of the 34 units selected for replacement, 4 vehicles were downsized.
B-142
PROGRAM:
FUND:
PROGRAM GROUP:
CARLSBAD GOLF COURSE
ENTERPRISE
GENERAL SERVICES ACCTNO. 5725001
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$0
93,341
0
$93,341
0.00
0.00
2003-04
ACTUAL
$0
53,917
0
$53,917
0.00
0.00
2004-05
BUDGET
$0
230,000
0
$230,000
0.00
0.00
2005-06
BUDGET
$0
125,000
0
$125,000
0.00
0.00
WORK PROGRAM:
Community Services and Park Development will assist the Project Oversight Committee in developing a municipal
golf course.
PROGRAM ACTIVITIES:
Continued Land Management Plan
• Maintain the proposed golf course property to
retain the viability of the project development.
Project Processing
• Complete environmental processing through
USF&W, CDF&G, and the Coastal Commission.
SIGNIFICANT CHANGES:
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.
Construction of an 18-hole municipal golf course is expected to begin this year. Project costs are shown in the
Capital Improvement Program. Operating funds are budgeted for security services and assessment district payments
on the land.
B-143
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0016355
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$1,161,701
1,166,652
3,359
$2,331,712
19.50
0.00
2003-04
ACTUAL
$1,237,310
1,236,152
6,089
$2,479,551
19.50
0.00
2004-05
BUDGET
$1,391,051
1,105,182
0
$2,496,233
19.50
0.00
2005-06
BUDGET
$1,527,373
1,141,606
1,850
$2,670,829
20.20
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 $5,305 per street-mile.
Results
Cost per mile of roadway equaled $5,469 in 2004.
Roadway Safety:
• Benchmark
100% of roadway segments meet CalTrans collision rates.
Results
85% 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 increased 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
1. 82% of all scheduled street striping and pavement marking activities were completed in FY 2004.
2. 95% of roadway ratings scored at or above 7 on a 10-point scale in FY 2004.
3. 92% of the average overall roadway condition index scored 70 or higher in FY 2004.
B-144
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCTNO. 0016355
PROGRAM ACTIVITIES (continued)
Contract Management
• Contract Management consists of contract design, inspection, and support.
Roadside Maintenance
Roadside Maintenance activities consist of weed abatement, litter pickup, debris hauling, cement repair, and
guardrail maintenance.
Drainage System Maintenance
• The cleaning of brow ditches, catch basins, drainageways, and gutters.
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
STREET MAINTENANCE - PERCENT OF TOTAL WORKLOAD IN 2004
Misc Maintenance
19%
Contract Management
12%
Painting
2%
Asphalt
12%
Signs
1%
SIGNIFICANT CHANGES:
None.
Customer Services
10%
Koadside
20%
Drainage
23%
B-145
PROGRAM:
FUND:
PROGRAM GROUP:
TRAFFIC SIGNAL MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0016370
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$61,527
399,765
40,919
$502,211
0.95
0.00
2003-04
ACTUAL
$66,705
510,939
0
$577,644
0.95
0.00
2004-05
BUDGET
$70,161
530,830
120,000
$720,991
0.95
0.00
2005-06
BUDGET
$77,984
549,446
200,857
$828,287
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:
TRAFFIC SIGNALS MAINTENANCE - PERCENT OF TOTAL WORKLOAD IN 2004
Miscellaneous
26%
Inspection / Coordination
1%
Contract USA
Admin Markouts
5%Special Projects
8%
Customer Requests
57%
SIGNIFICANT CHANGES:
None.
B-146
PROGRAM:
FUND:
PROGRAM GROUP:
STREET LIGHTING
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCTNO. 1626357
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$144,936
789,568
0
$934,504
2.50
0.00
2003-04
ACTUAL.
$162,296
801,008
20,139
$983,443
185
0.00
2004-05
BUDGET
$156,002
829,398
0
$985,400
1.65
0.00
2005-06
BUDGET
$167,752
860,275
149,000
$1,177,027
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:
STREETLIGHTING M AINTENANCE-PERCBfT OF TOTAL WORKLOAD IN 2004
Miscellaneous
Inspection/
Coordination 5%
Special FVojects
7%
4%
System Upgrades
9%
Circuits 1%
Surveillance &
Repair 16%
Customer Requests
37%
USA Markouts 19%
SIGNIFICANT CHANGES:
Capital outlay includes the removal and replacement of 24 street lights on Carlsbad Boulevard.
B-147
PROGRAM:
FUND:
PROGRAM GROUP:
BUENA VISTA CHANNEL MAINTENANCE
MAINTENANCE ASSESSMENT
BUENA VISTA CHANNEL MAINTENANCE ACCTNO. 1636312
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$1,034
87,384
0
$88,418
0.00
0.00
2003-04
ACTUAL
$8,813
41,618
0
$50,431
0.00
0.00
2004-05
BUDGET
$8,600
163,200
0
$171,800
0.00
0.00
2005-06
BUDGET
$10,600
94,000
0
$104,600
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.
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 was the
first year of the five-year contract.
B-148
PROGRAM:
FUND:
PROGRAM GROUP:
MAINTENANCE & OPERATIONS
VARIOUS
MAINTENANCE & OPERATIONS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$3,125,517
19,429,100
63,265
$22,617,882
45.80
0.75
2003-04
ACTUAL
$3,612,606
20,861,323
0
$24,473,929
47.00
0.00
2004-05
BUDGET
$3,828,848
22,432,115
0
$26,260,963
47. 10
0.00
2005-06
BUDGET
$4,344,254
24,877,439
46,700
$29,268,393
49.50
0.00
PROGRAM GROUP DESCRIPTION:
This department is responsible for preventive maintenance, repair, and operations of City and water district
infrastructure including City water and sanitation systems.
PROGRAM ACTIVITIES:
Sanitation Operations
21%
Recycled Water
7%
KEY ACHIEVEMENTS FOR 2004-05:
Water & Sanitation Operations
• Irrigated approximately 970 acres with recycled water at 96 sites.
• Averaged about 1.6 mgd of recycled water in lieu of potable water.
• Delivered 18.9 mgd of potable water while meeting all the health standards established by State and Federal
governments.
• Operated 17 sewer lift stations averaging 7.64 mgd of sewage pumped without a failing that resulted in a
sewage spill or contamination of the environment.
Construction/Maintenance
• Maintained 235 miles of sewer mains.
• High-pressure cleaned approximately 120 miles of sewer main lines.
• Responded to 45 sewer main line stoppages
• Rodded or repaired 35 sewer service laterals
• Repaired or replaced 58 water services.
• Operated and maintained 1,531 valves and 618 fire hydrants
Utility Services
• Installed, maintained and read an additional 1,402 new water meters; the toial number of water meters in the
system now exceeds 25,900.
• Responded to a total of 14,267 requests for service involving water usage and billing.
• Exchanged 580 old or defective water meters to improve accuracy of water usage data.
B-149
PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY GOALS FOR 2004-05:
Top Quality Services/Environmental Management
• Design a Standard Operating Procedure Manual to capture specific maintenance and emergency activities for
Maintenance and Operations to insure knowledge transfer and continuity of services for all employees and
trainees.
• Enhance planning and management of Water Operations, Sanitation Operaiions, and Construction Maintenance
through implementation of an automated work management system.
• Improve operation efficiency in Sanitation Operations by increasing productivity within existing resources in
"Station Facility Maintenance."
• Improve operational efficiency in Water Operations by increasing productivity within existing resources in "Water
Storage and Distribution System Maintenance."
B-150
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$2,459,420
15,441,559
53,028
$17,954,007
34.60
0.50
2003-04
ACTUAL
$2,761,099
17,457,953
0
$20,219,052
34.30
0.00
2004-05
BUDGET
$2,833,259
17,944,130
0
$20,777,389
34.25
0.00
2005-06
BUDGET
$3,179,073
19,645,205
46,700
$22,870,978
35.75
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 (78,000 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:
Construction Maintenance
• Provide water and wastewater maintenance, scheduled and performed to orovide 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
2003-04
Number
Collected
1,428
1,615
1,725
1,719
1,719
1,752
Total
Positive
3
1
3
1
1
1
Total
Bacteria-Free
1,425
1,614
1,722
1,718
1,718
1,751
Percent
Bacteria-Free
99.0%
99.9%
99.8%
99.9%
99.9%
99.9%
B-151
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
Fiscal Total Miles
Year Hours Distribution Lines
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
18
17
0
0
0
0
350
400
410
431
431
434
out of service should be
Hours/Mile
Distribution Line
.05
.04
0.00
0.00
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. Also included are the total annual
expenditures per are-foot of water delivered.
Fiscal
Year
1999-00
2000-01
2001-02
2002-03
2003-04
Water
Loss
5.36%
4.29%
4.24%
5.18%
6.1%
Cost per
Acre-Foot
$795
$808
$793
$828
$920
WORKLOAD STATISTICS:
WATER OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2004
Valve Fire HydrantFlow Control
Station
Maintenance
4%
Daily Op's
System
Maintenanc
22%
Routine Water
Quality
Samples
13%
Maintenance
1%
Maintenance
3%
Fire Hydrant
Replacement/
Repair
1%
Other Misc
Maintenance
56%
SIGNIFICANT CHANGES:
Two new full time positions have been added for the operation of the Recycled Water Plant. Several other
adjustments were made to FTE allocations to more appropriately reflect time spent on Water Operations.
Operating budget increase of $588,245 for Recycled Water Facility operations that includes 2 new positions, 2
vehicles, and M&O costs (primarily Encina Operating Expenses of Plant). One-time costs are $49,700 and ongoing
costs are $538,545.
B-152
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
2002-03
ACTUAL
$666,097
3,987,541
10,237
$4,663,875
11.20
0.25
2003-04
ACTUAL
$851,507
3,403,370
0
$4,254,877
12.70
0.00
2004-05
BUDGET
$995,589
4,487,985
0
$5,483,574
12.85
0.00
2005-06
BUDGET
$1,165,181
5,232,234
0
$6,397,415
13.75
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
2003-04
Reportable
Gallons Spilled
1,300
1,125
7,835
7,550
209
Total Miles of
Mains
212
212
212
232
235
Spills per Mile
6.1
5.3
36.9
32.5
0.89
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
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
Expenses
$4,042,365
$4,667,311
$4,930,388
$5,030,578
$4,670,575
$5,602,873
Annual Flow
(MG)
2,183
2,314
2,373
2,278
2,493
2,789
$1,852
$2,017
$2,078
$2,208
$1,873
$2,009
B-153
PROGRAM:
FUND:
PROGRAM GROUP:
SANITATION OPERATIONS
SANITATION ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5116310
WORKLOAD STATISTICS:
SANITATION OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2004
Station Maintenance
22%
Sewer Main Cleaning
16%
Station Operations
30%
Other Misc.
Maintenance 26%
Sewer Lateral Main
Maintenance
6%
SIGNIFICANT CHANGES:
None.
B-154
PROGRAM:
FUND:
PROGRAM GROUP:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
ENVIRONMENTAL PROGRAMS ACCTNO. 5206375
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$73,865
144,151
0
$218,016
0.25
0.00
2003-04
ACTUAL
$101,245
298,270
0
$399,515
0.60
0.20
2004-05
BUDGET
$104,600
284,794
0
$389,394
0.60
0.20
2005-06
BUDGET
$117,394
517,394
0
$634,788
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
• Eighty-seven point six percent (87.6%) rate solid waste services as "Good" or "Excellent."
• Eight-one point five percent (81.5%) rate the solid waste recycling collection service as "Good" or "Excellent."
Cost Efficiency
• Residential and commercial rates (adjusted for City fees) are the lowest when compared to our benchmark
partners.
Diversion
• Year 2003 Diversion rate as reported to the CA Integrated Waste Management Board: forty-eight percent (48%).
PROGRAM ACTIVITIES:
AB 939 Diversion Requirements
• Implement the waste reduction and recycling components of the Source Reduction and Recycling Element (SRRE)
and Household Hazardous Waste Element (HHWE) to comply with state mandated AB939 diversion requirements.
Coordinate activities with Countywide Technical Advisory Committee. As required, prepare, and submit annual
diversion reports to the state.
Solid Waste
• Administer and monitor the solid waste contract. Review tonnage and revenue reports from authorized collector
for accuracy. Coordinate solid waste activities with the Countywide Technical Advisory Committee. Provide
outreach and education to the public about the solid waste programs.
• Ensure proper collection and disposal of solid waste generated in the city.
Recycling/Diversion
• Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional recycling
meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling programs.
KEY ACHIEVEMENTS 2004-05:
• Completed rate study and prepared recommendation to Council; increase adopted for the 2005-06 budget.
• Analyzed current solid waste and recycling services for both residential and commercial customers and developed
enhanced options for Council consideration.
SIGNIFICANT CHANGES:
Additional funds have been budgeted in FY06 for solid waste contract renegotiation consultant costs,
recommended the introduction of several new and/or enhanced programs:
• Curbside Household Hazardous Waste Collection ($74,800).
• Backyard Composting Program ($22,000).
• Two Special Collection Events for Household Hazardous Waste and Electronic Waste ($70,000).
B-155
Staff
PROGRAM:
FUND:
PROGRAM GROUP:
STORM WATER PROTECTION
SOLID WASTE ENTERPRISE
ENVIRONMENTAL PROGRAMS ACCTNO. 5215710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2002-03
ACTUAL
$455,359
638,274
9,974
$1,103,607
8.50
0.00
2003-04
ACTUAL
$535,924
364,841
0
$900,765
8.10
0.40
2004-05
BUDGET
$536,558
858,360
0
$1,394,918
7.30
0.40
2005-06
BUDGET
$598,729
925,930
0
$1,524,659
7.30
0.60
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 Manaqement/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 65). High-priority commercial sites and medium- to low-priority industrial sites are inspected as
needed (over 1,000).
Education/Outreach and Public Participation
The Permit also requires the City to conduct educational efforts and outreach to the public and focus groups regarding the
new requirements to all the different sectors. The Permit specifies in Sections F.1.d and F.2.J that educational efforts should
be focused 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 that an adequate funding mechanism be in place to cover the costs associated with the
programs being implemented. The City Council adopted an increase to the Solid Waste Service Fee and new
development processing fees to fund the majority of the Storm Water Protection Program. The requirement is
described in Section F.8 of the Permit.
B-156
PROGRAM: STORM WATER PROTECTION PAGE TWO
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5215710
PERFORMANCE MEASURES:
Customer Satisfaction
• 90.5% of high priority incidents dispatched within 30 minutes
• 61.1% of survey respondents reporting that they had heard or seen messages regarding ways to prevent water
pollution.
Cost Efficiency
• Cost per business inspected: $96.37.
• Cost per outfall monitored: $353.59.
• Outreach cost per capita: $0.24.
• Cost per catch basin: $42.10.
Service Delivery
• 58.3% of monthly sampling events achieved a "good" rating.
KEY ACHIEVEMENTS FOR 2004-05:
• 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 a coordinated outreach effort
combining the City's storm water program, water conservation, and solid waste/recycling programs. Continued
operation of the Storm Water reporting Hotline, and developing Best Management Practices brochures for
residents and businesses. Participated in public workshops, Coastal Cleanup Day and other public events, and
responded to requests for speaking engagements.
• City staff training on Storm Water Protection continues. The establishment of the Storm Water Committee helps
the City to coordinate job specific storm water training for employees.
• 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, Watershed workgroup, and Program
Assessment.
• City staff continued to participate in the North County Storm Water Program. This outreach and education
group is developing a strategic plan for outreach. The group continues to collaborate on the development of
printed materials and participation at outreach events.
• 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. Two UCSD
interns have assisted with inspections, data entry and outreach.
• City staff continues to survey the storm drainage system to verify inventory for input into GIS.
• Prepared and submitted the Carlsbad Watershed Urban Runoff Management Plan (WURMP) Annual Report
with the other jurisdictions in the Carlsbad Hydrologic Unit.
• City staff continues to implement the City SUSMP (Standard Urban Storm Water Mitigation Plan) with
requirements for New Development.
KEY GOALS FOR 2004-05:
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.
SIGNIFICANT CHANGES:
Increase part-time intern program from 0.40 to 0.60 in order to bring previously contracted monitoring services in-
house.
B-157
V
2005-2006 CAPITAL IMPROVEMENT PROGRAM
OVERVIEW
The City of Carlsbad 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 budget, and,
at that time, funds are only appropriated for the following fiscal year. The information shown in
subsequent years is to provide the most comprehensive snapshot of all the known future facilities
the City of Carlsbad plans to construct.
The 2005-2006 Capital Improvement Program outlines $88.7 million in
new appropriations to provide additional funding for the continuation of
existing projects as well as funding for new projects. Projected
revenues during the fiscal year are estimated at $119.1 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.
The remainder of the report explains the process and the results of the City's plans for its capital
facilities. With the exception of one funding source, there are sufficient revenues projected to
build the projects listed in the CIP. A large increase in the cost of construction materials has
occurred over the past 2 years pushing up the cost of all of the City's projects. This cost
escalation has raised the projected shortfall in the Public Facilities Fees (PFF) at build out of the
City from the $1.5 million projected last year to $4.8 million this year. While this is not an
immediate problem, it is an indication that the City may not have the money to build all of the
projects listed under the PFF program.
Several changes were required in this year's CIP to keep the deficit in PFF from increasing any
further. The changes, as reflected in the accompanying documents, include:
• Move the Hosp Grove/Buena Vista Lagoon improvements project to the unfunded list. This
action will free up $1.3 million of Park-in-Lieu funds that can be used towards the Pine Street
Park community center;
• Move the Cannon Lake Park project to the unfunded project list. This relieves the PFF fund of
$2.2 million in obligations;
• Use all undesignated Park-in-Lieu funds (a total of $4.1 million) as a funding source for park
projects rather than using PFF as originally planned;
• Move the estimated construction date for Aviara Park community center out into the 2015 to
build-out time frame.
These changes allow the PFF fund to remain balanced until sometime after 2015. It is important
to remember that the projections attempt to estimate revenues for over 15 years into the future.
The actual revenues may be more or less depending on many factors including the rate of
development, building valuations, interest rates and construction costs. The $4.8 million deficit
represents approximately 10% of all the future PFF revenue to be collected. If the projections are
accurate, it means that the City may have to either cut back on the proposed projects or find
alternative funding sources for the projects.
C-1
2005-2006 CAPITAL IMPROVEMENT PROGRAM
Despite the changes in the Parks programs, it is still anticipated that the City will meet all of its
growth management standards. This reflects the Council's continued commitment to construct
the facilities as needed to serve the current and anticipated development occurring throughout the
City.
PROJECT EVALUATION
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. 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 a staff Review Committee and subsequently by the City's executive management
and City Council. The Review Committee begins the process 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. Does the project complete or provide part of the basic infrastructure (example: a
linking road segment)?
5. Are there other reasons to
opportunity, public demand)?
construct the project (example: timing or funding
If the project meets the criteria listed above, then it is subject to additional review including an
analysis of engineering cost estimates, a review of the funding availability, the overall timing of
project, and the availability of City resources.
Engineering News Record
Annual Building Percentage Increases
Due to the recent volatility in construction costs, all capital projects costs were updated to reflect
the latest increases in materials costs.
This was done through either a
detailed review of the cost
components, or, in cases where the
project is only in its conceptual stages,
by increasing the total cost by the
Engineering News Record (ENR)
index. As seen in the chart, building
cost increases have risen over the past
several years with a 3.2% increase in
2003 and a 9.7% increase in 2004.
The ENR is forecasting that annual
inflation for building costs will dip back
to 3.5% in 2005, although the cost of
certain materials may grow higher.
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
.«*#>
C-2
2005-2006 CAPITAL IMPROVEMENT PROGRAM
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.
THE NEXT FIVE YEARS...
PARK PROJECTS
The City has planned a number of park projects over the next 5 years which will enhance the
recreational opportunities for Carlsbad's residents and allow the City to meet the standards for
park acreage as set forth in the growth management plan. Some of the more significant projects
are listed below.
• Alga Norte Park and Aquatic Center - This park site consists of 33 acres in the Southeast
Quadrant with planned amenities that include ball fields, picnic areas, tot lots, a skate park, a dog
park, restrooms, parking facilities, and an aquatic center. The
aquatic center will include a 50-meter competition pool, a 12-lane
instructional pool and a therapy pool as well as a water play area
complete witn 2 water slides. A swimming pool complex was one of«au^aa»»4, the projects approved by the voters through Proposition C in 2002.
Construction is scheduled to begin in Fiscal Year 05-06. The park is
expected to cost $12.6 million and the aquatic center is estimated at
$17.9 million.
• Carlsbad Municipal Golf Course - The City has plans to construct an 18-hole championship
golf course on property located north of Palomar Airport Road along College Boulevard. Formal
grading is expected to begin in September 2005. The targeted opening is Summer 2007. An
additional $36.8 million is appropriated in this year's CIP for the construction of the course that
includes a 23,000 square foot clubhouse.
• Senior Center Expansion - The 1st floor area of the existing Senior Center will be remodeled
to include additional amenities for the senior community. These may include items such as an
exercise rooms, art room, TV room, multi-purpose room, game room, health screening room and
a computer room. The 2nd floor will be remodeled to house City offices. The estimated cost for
the renovation is just under $1 million.
• Pine Park Community Center - Plans are to construct a 20,000 square foot community
facility/gymnasium. The facility will include basketball, volleyball, gymnastics, multi-purpose
rooms, meeting rooms, a teen center and office space. Design of this $7.6 million facility is
expected to begin in the 2008-09 fiscal year.
• Poinsettia Park Community Center - Phase II of this 42-acre park includes amenities such as
a community facility/gymnasium, enclosed soccer field, tot lot, picnic areas, tennis complex
including a clubhouse and stadium court and additional parking. The cost is expected to be
approximately $11.6 million and the design will be in two phases. The first phase will begin in
2005-06 and will include 7 tennis courts. The remainder of the park will begin design in fiscal year
2009-10.
• Lake Calavera Trails Construction - Funds for the 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 expects to use volunteers to construct approximately 2.5 miles
of the proposed 5 miles of trails.
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
CIVIC FACILITIES
Civic facilities include a variety of facilities from which the City can offer its services to the public.
Many of these are still in the preliminary design stage and will be further defined over the next
year or two.
• Civic Center - Preliminary planning for a Civic Center has begun. The Civic Center will
consolidate City administrative operations and facilities into a more centralized location. It also
may include a variety of other services and recreational opportunities for citizens and visitors.
Council, 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.
• Public Works Center - The project is for the construction of the Public Works Center and
associated improvements. It includes offices, shops, a yard, warehouse and parking to
accommodate the Public Works department. Initial estimates put the cost at approximately $22
million.
• Safety Training Center - With the construction of the City's municipal golf course in the next
year, it is necessary to relocate the Police department's shooting range, which is currently located
on the golf course property. In addition, there is a need for specialized training facilities for other
public safety purposes. This project was authorized under Proposition C, which was approved in
2002. Preliminary design work is underway. The facility may include a fire training tower,
residential training prop, outdoor seating pavilion, fire administration building with classroom and
storage facilities, in addition to the shooting range.
• Library Learning Center - This project is to provide a permanent location for the Adult
Learning and the Centre de Informacion programs. The existing building adjacent to Holiday Park
will be remodeled and a second story, approximately 5,000 square feet, will be added for a total
cost of $3.1 million.
• 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 6,200 square foot
permanent facility along the east side of Rancho Santa Fe
Road is scheduled to occur concurrent with the road
alignment project. Total cost is projected at $5.4 million. 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.
• Fire Station No. 3 Relocation - Fire Station No. 3 is currently located at the corner of Chestnut
and Catalina. As the City grows eastward, relocation of this station is needed to ensure the five-
minute response time. The new station is budgeted as a 6,200 square foot facility sited next to
Calavera Hills Community Park. The suitability of this location is currently under review.
STREET PROJECTS
Traffic congestion is one of the top concerns among citizens according to the City's latest public
opinion survey. To help improve the flow of traffic throughout Carlsbad and to keep the City's
streets in top condition, there are a number of street projects expected to be completed in the next
five years. Some of the larger ones include:
• Faraday Avenue and Melrose Drive Extensions east of El Camino Real - This project
encompasses the extension of Melrose Drive from Palomar Airport Road to the Carlsbad/Vista
city limits and the extension of Faraday Avenue from Orion Way to Melrose Drive in Vista. The
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
project would include the reconstruction of a portion of existing Melrose Drive in the City of Vista
and the construction of a bridge over the Agua Hedionda Creek along Faraday Avenue. This
project is being built by the developers in the area and reimbursed from the proceeds of a bond
issue. The formation of a Community Facilities District is underway and will be the mechanism for
the issuance and repayment of the debt.
• Poinsettia Lane East of El Camino Real - This project, located along the future alignment of
Poinsettia Lane from El Camino Real east to El Fuerte Street, will complete another east/west
arterial linkage from Melrose Drive to Interstate 5. The project is expected to be complete and
open to the public in mid-2005. It was funded through an assessment district that issued debt and
will be repaid from assessments placed on the property.
• College Boulevard and Cannon Road - Ultimate construction of the missing link of College
Boulevard from Cannon Road south to El Camino Real is the goal of this project. It also includes
a 1,200-foot section of Cannon Road east of the College/Cannon intersection. The financing
program for this section of road is under discussion and will need to be resolved before
construction can begin.
• Pavement Management - A street can last a lifetime if it is properly maintained. Applying seals
and overlays when roadways are beginning to show signs of distress can minimize the more
expensive repair/reactive maintenance activities. The proactive approach consists of the
scheduled application of a seal or overlay once every seven years. By using the proactive
approach the City can efficiently maintain over 330 miles of public roadways at an annual cost of
approximately $3.3 million dollars.
WATER/ SEWER PROJECTS
Although the City's water and sewer projects may not be the most discussed projects in the
community, they are vital to the health and welfare of its citizens. Most new lines are built and
paid for by developers. As the City ages, the number of these projects will grow as it becomes
necessary to repair and replace the lines that are being built today.
• Vista/Carlsbad Interceptor - Reaches 13 to 15 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.
• 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
Faraday Avenue extension
Melrose Drive from Palomar Airport Road to Faraday
• Recycled Water Program - Construction of the Recycled Water Facility is complete. This
$45 million project included construction of a four-million-gallons-per-day treatment plant,
distribution pipelines, a flow equalization storage facility, and pump stations. Although the
construction of the treatment plant is complete, timing of the plant operations is dependent upon
completion of Encina's Flow Equalization project. The facility will be tested during the last few
months of fiscal year 2004-05 and should begin operations shortly thereafter. The pipelines will
also be completed by that time, and the pump stations and Mahr Reservoir will become
operational around July 2006.
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS THROUGH BUILDOUT
The CIP for 2005-2006 to buildout outlines approximately 154 future projects at $445 million.
CIP Projects -All Future Projects
Type of Project
Civic Facilities
Streets/Circulation
Parks
Sewer
Water
Drainage
Other (loans)
Total Future
Quantity
16
47
15
24
44
8
N/A
154
Total Cost
$92,983,532
92,671,786
108,000,080
61,142,365
39,408,765
15,805,150
35,284,198
$445,295,876
The largest expenditure category is for park and recreational facility construction and acquisition
projects, which total $108 million, or 24%. Park projects planned within all quadrants of the City
are listed below in addition to the fiscal year design and/or construction is expected to begin.
More detail follows on specific projects not discussed earlier in this report.
PARK PROJECTS BY QUADRANT
Northwest Quadrant
Pine Avenue Park: 2005
Pine Avenue Park Community Building: 2008-09
Northeast Quadrant
Hidden Canyon Park: 2005
Southwest Quadrant
Poinsettia Park Community Building: 2009-10
Aviara Community Building: 2015-20
Southeast Quadrant
Alga Node 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
• Aviara Community Facility - Located in the southwest quadrant of the city, this project includes
the construction of an 18,000 square foot community facility that would include meeting and
activity rooms, as well as park offices.
• Leo Carrillo Park Phase III - This park was once part of the original
2,538 acre working rancho, home to actor Leo Carrillo, his wife Edith, and
their daughter Antoinette. It is located in the southwest quadrant,
approximately one mile south of Palomar Airport Road. Initial restoration
was completed and the park opened to the public in 2003. Future work
includes renovation of the barn into a small theatre, restoration of the
Cantina, Equipment Shed, Blacksmith Shop, Carriage House, and Water
Tank. A botanical garden, picnic areas, and trails will also be added to
enhance the visitor's experience of the ranch.
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
• Veterans Memorial Park - This project is located south and east of Agua Hedionda Lagoon
adjacent to the future City Golf Course. The Master Plan includes the following improvements:
community leisure needs, open space interpretive area, parking and maintenance facility. Other
suggested uses for this park include an amphitheater complex, sports complex, conference center
and numerous other active/passive recreation amenities.
Construction of Civic facilities such as libraries, administrative facilities, police and fire facilities
total $93 million of the total planned capital expenditures to buildout. Approximately 21% of future
expenditures are 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. Additional
roadway projects include replacement of the Carlsbad Boulevard Encinas Creek Bridge, several
road-widening projects, and over $53 million for future pavement overlay. Additional traffic
signals are expected to cost approximately $6 million.
Sewer and drainage projects are expected to cost $77 million, which includes over $26 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 $39 million (9%) 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 (2005-2006 to Buildout) following this narrative.
UNFUNDED PROJECTS
The City has identified the following projects, which at this time have no identifiable funding
sources. The City will investigate obtaining possible outside funding such as federal and State
grants, loans, or other financing sources.
• 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
• Cannon Lake Park (6.7 Acres)
• Hosp Grove/Buena Vista Lagoon Improvements
FUTURE GROWTH AND DEVELOPMENT
There are a variety of revenues that are used to fund the capital projects. 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 private 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
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
might develop are then summarized to prepare future projections about when and where
residential and non-residential development will occur. Finance Department staff prepare cash
flow schedules using current fund balances combined with future estimated fees paid by those
developments, then compares the available funds to the expenditure plan to ensure that funding
will be sufficient for construction of the capital projects as planned 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.
Residential development is expected to taper off in the future. The number of annual building
permits issued is projected to decline compared to the previous five-year period. The
development schedules of the remaining vacant parcels is driving the timing of the future units,
rather than economic or market conditions. An additional 5,700 units are remaining before the City
is predominantly built out.
Residential development for 2004-2005 is projected at 1,350 units with an average about 665
units per year over the next five years. This is compared to an average of over 1,230 units per
year for the previous five-year period. The decline is due to the dwindling supply of developable
land, rather than a lack of demand.
Residential Units Trend 2000 to 2010
Permits Issued
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
In contrast to the residential trends, the amount of non-residential development is projected to
increase over the next five years. The average annual square feet of non-
residential development for the past 5 years was about 671,000. This
year, the estimate is for 936,000 square feet, and the average annual
development for the next 5-year period is approximately 900,000 square
feet per year. Projects include several neighborhood commercial/retail
developments located in or near the areas where most of the residential
development has 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 302,000 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, GIA, and Legoland. Development
estimates provide the data and basis for estimating future fee revenues, which are calculated by
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
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 2005-2006 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
Year
2004-2005 current
2005-2006
2006-2007
2007-2008
2008-2009
2009-2010
Years 6-10
Years 11 -buildout
Total Future
Units Square Feet
1352
920
537
257
810
800
1,324
1,019
5,667
672,630
936,596
774,304
1,186,177
950,782
649,112
4,963,632
5,235,508
14,696,111
REVENUES
Revenues for Capital Projects from now until buildout total $554 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.
Funding Sources 2005-2006 to Buildout
Total Revenue = $554 million
In Millions
175^150
125
100
75
50
25
0
Approximately 29% 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 commer-
cial/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 (CFD) and Bridge and Thoroughfare Benefit Districts (BTD)
comprise 10% of the total. Water and Sewer replacement revenues generated by user fees equal
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
approximately 22% of total revenues, and are used to pay for replacement of existing water and
sewer facilities. Infrastructure Replacement revenues, equal to 16%, are transfers from the City's
General Fund which are being set aside to pay for replacement of major capital facilities other
than sewer and water facilities. The remaining 23% 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 $166,900 per multi-family dwelling unit, and $257,600
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 2005-06 TIF of $107. 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 $43.
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 to fund Rancho Santa Fe Road and Olivenhain
Road, but has not yet been formally established. A prepayment program is in place to enable
development to proceed within this proposed district.
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.
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2005-2006 CAPITAL IMPROVEMENT PROGRAM
SUMMARY
The 2005-2006 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 2005-
2006 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 all 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 2005-2006 CIP, compliance with the Growth Management
Plan is assured.
C-11
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2004-2005
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKW1!
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 1,2004
UNRESERVED
BALANCE
5,832,41 1
1,157,268
38,080,792
19,930,878
6,903,575
48,073,313
1,600,000
0
84,540
14,716,199
13,040,113
783,731
1,894,709
1,142,313
511,094
721,969
8,420,796
36,602,314
0
254,995
6,466,942
32,217,913
20,482,974
78,467
8,793,432
108,094
1,875,529
8,189,943
299,076
9,675,797
6,826,292
16,777,433
311,542,902
ESTIMATED
REVENUES
1,402,844
46,190
6,314,839
5,396,033
1,849,277
3,887,920
1,474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754,780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003,410
0
1,503,512
2,763
51,771
3,354,282
8,447
3,380,811
12,550,000
2,813,109
99,309,316
ESTIMATED
EXPENDITURES
140,112
156,867
80,078
18,761,325
2,029,704
2,716,952
2,596,691
1 ,877,622
83,780
746,368
591,288
0
1 ,695,972
0
0
0
792,498
15,545,770
0
24,462
3,734,51 1
2,553,151
1,244,460
0
651,303
24,628
733,843
5,686,380
22,633
252,556
18,959,058
3,553,052
85,255,064
ESTIMATED
DEBT SERVICE
LOANS & OTHER
840,000
0
99,289
2,177,379
0
0
95,893
0
0
0
84,660
0
0
0
0
550,000
0
39,699
0
169,144
0
939,581
0
73,792
39,130
0
0
0
0
0
0
0
5,108,567
JUNE 30, 2005
PROJECTED
BALANCE
6,255,143
1,046,591
44,216,264
4,388,207
6,723,148
49,244,281
381,738
642,378
2,154
18,363,575
43,685,455
884,332
251 ,089
1,249,348
1,265,874
576,745
9,787,329
28,480,390
0
260,814
3,366,874
30,882,551
22,241,924
4,675
9,606,511
86,229
1,193,457
5,857,845
284,890
12,804,052
417,234
16,037,490
320,488,587
C-12
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2005-2006
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKW\
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 1,2005
PROJECTED
BALANCE
6,255,143
1,046,591
44,216,264
4,388,207
6,723,148
49,244,281
381,738
642,378
2,154
18,363,575
43,685,455
884,332
251,089
1,249,348
1,265,874
576,745
9,787,329
28,480,390
0
260,814
3,366,874
30,882,551
22,241,924
4,675
9,606,511
86,229
1,193,457
5,857,845
284,890
12,804,052
417,234
16,037,490
320,488,587
ESTIMATED
REVENUES
1,178,922
36,608
4,215,847
10,970,579
1,650,000
790,854
36,803,000
0
0
4,250,000
791,986
96,910
21,383
149,905
1,416,637
710,991
1,419,895
6,250,768
815,000
0
591,569
7,500,148
2,460,000
100,000
1,377,861
150,000
0
2,528,000
0
2,061,334
20,586,144
10,160,723
119,085,066
2004-2005
CONTINUING
APPROPR.
349,884
485,447
137,862
5,329,093
3,161,248
10,462,590
24,358
565,240
0
960,845
39,425,840
0
99,892
0
0
219,100
4,096,796
22,096,142
0
260,350
1,257,113
11,726,268
11,382,471
0
3,108,099
81,293
1,024,189
3,401,142
0
3,365,821
7,249,413
9,079,649
139,350,145
NEW
APPROPR.
0
0
3,079,362
0
992,000
7,909,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
9,007,500
715,000
0
0
5,687,615
3,098,326
100,000
1,288,430
150,000
0
2,600,000
0
1,352,600
7,250,000
2,773,005
2005-2006
TOTAL CIP
APPROPR.
349,884
485,447
3,217,224
5,329,093
4,153,248
18,371,790
36,827,358
565,240
0
3,960,695
42,316,680
0
99,892
0
0
219,100
4,096,796
31,103,642
715,000
260,350
1,257,113
17,413,883
14,480,797
100,000
4,396,529
231,293
1,024,189
6,001,142
0
4,718,421
14,499,413
11,852,654
88,696,728 228,046,873
JUNE 30, 2006
PROJECTED
BALANCE
7,084,181
597,752
45,214,887
10,029,693
4,219,900
31,663,345
357,380
77,138
2,154
18,652,880
2,160,761
981,241
172,581
1,399,253
2,682,511
1,068,637
7,110,428
3,627,517
100,000
464
2,701,330
20,968,815
10,221,127
4,675
6,587,843
4,936
169,268
2,384,703
284,890
10,146,965
6,503,965
14,345,559
211,526,779
j&f***.
C-13
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWA
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
2001-2002
ACTUAL
REVENUE
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
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
ACTUAL
REVENUE
2,082,421
-
4,724,143
4,691,448
1,785,785
558,927
0
361,048
52,028
3,946,110
10,915,062
47,366
125,004
514,627
30,554
35,582
1,241,432
5,224,343
7,547
245,691
557,429
1,813,446
4,198,825
78,572
975,812
110,471
14,861
4,120,403
1,479
3,064,296
9,009,877
2,877,307
63,411,896
2004-2005
ESTIMATED
REVENUE
1,402,844
46,190
6,314,839
5,396,033
1,849,277
3,887,920
1,474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754,780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003,410
0
1,503,512
2,763
51,771
3,354,282
8,447
3,380,811
12,550,000
2,813,109
99,309,316
2005-2006
ESTIMATED
REVENUE
1,178,922
36,608
4,215,847
10,970,579
1,650,000
790,854
36,803,000
0
0
4,250,000
791,986
96,910
21,383
149,905
1,416,637
710,991
1,419,895
6,250,768
815,000
0
591,569
7,500,148
2,460,000
100,000
1,377,861
150,000
0
2,528,000
0
2,061,334
20,586,144
10,160,723
119,085,066
Note: Revenues include interfund loans and transfers in.
C-14
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
FUND
BTDS2 - POINSETTIA LANeAVIARA PKW>
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
2002-2003
ACTUAL
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
8,325,047
3,155,390
44,598,779
2003-2004
ACTUAL
1,371,674
1,228,385
385,960
11,832,529
509,878
1,959,899
394,043
361,452
291,454
336,293
593,270
452
18,626
704,000
0
0
957,271
2,885,404
877,633
0
937,912
2,212,199
1,604,260
160,780
147,986
45,776
64,266
4,180,696
69,533
2,720,043
10,516,313
501,338
47,869,325
2004-2005
ESTIMATED
980,112
156,867
179,367
20,938,704
2,029,704
2,716,952
2,692,584
1,877,622
83,780
746,368
675,948
0
1,695,972
0
0
550,000
792,498
15,585,469
0
193,606
3,734,511
3,492,732
1,244,460
73,792
690,433
24,628
733,843
5,686,380
22,633
252,556
18,959,058
3,553,052
90,363,631
2004-2005
CONTINUING
APPROPR.
349,884
485,447
137,862
5,329,093
3,161,248
10,462,590
24,358
565,240
0
960,845
39,425,840
0
99,892
0
0
219,100
4,096,796
22,096,142
0
260,350
1,257,113
11,726,268
11,382,471
0
3,108,099
81,293
1,024,189
3,401,142
0
3,365,821
7,249,413
9,079,649
139,350,145
2005-2006
NEW
APPROPR.
0
0
3,079,362
0
992,000
7,909,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
9,007,500
715,000
0
0
5,687,615
3,098,326
100,000
1,288,430
150,000
0
2,600,000
0
1,352,600
7,250,000
2,773,005
88,696,728
2005-2006
TOTAL CIP
APPROPR.
349,884
485,447
3,217,224
5,329,093
4,153,248
18,371,790
36,827,358
565,240
0
3,960,695
42,316,680
0
99,892
0
0
219,100
4,096,796
31,103,642
715,000
260,350
1,257,113
17,413,883
14,480,797
100,000
4,396,529
231,293
1,024,189
6,001,142
0
4,718,421
14,499,413
11,852,654
228,046,873
C-15
Final 2005-06 Capital Improvement Program
PROJ.
ID
40001
35721
35722
36551
36851
36881
39011
36861
40011
40012
37711
34553
34554
34556
34557
39601
40021
40022
39261
36341
36501
38961
38841
39421
47001
38971
39431
36381
35761
38611
39361
39371
39441
39241
PROJECT TITLE
CIVIC PROJECTS
ADMINISTRATIVE FACILITIES
CIVIC CENTER
CITY ADMIN TRAINING FACILITY (PRE-DESIGN)
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)
PUBLIC SAFETY TRAINING FACILITY
LIBRARY FACILITIES
LIBRARY EXPANSION (COLE)
LIBRARY EXPANSION (COLE)
LIBRARY EXPANSION (LEARNING CENTER - ADVANCE)
LIBRARY EXPANSION (LEARNING CENTER - ADVANCE)
LIBRARY EXPANSION (LEARNING CENTER)
MISCELLANEOUS CITYWIDE PROJECTS
PROPOSITION C PROJECTS
COASTAL RAIL TRAIL (CMAQ)
COASTAL RAIL TRAIL
COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT
COASTAL RAIL TRAIL
BICYCLE MASTER PLAN
PEDESTRIAN MASTER PLAN
PEDESTRIAN MASTER PLAN
CFD#1 ADMINISTRATION
OPPORTUNISTIC SAND
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
SUBTOTAL CIVIC PROJECTS
FACILITIES MAINTENANCE
BEACH ACCESS STAIRS REPLACEMENT
CHASE FIELD LIGHTING IMPROVEMENTS
COLE LIBRARY HVAC REPLACEMENT
REPAIR RECOATING GUARDRAIL PAR BRIDGE AT CARLSBAD BLVD
HOLIDAY PARK - RESTROOM IMPROVEMENTS
LACUNA 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
TOT LOT IMPROVEMENTS
VARIOUS FACILITY CONCRETE REPAIRS
SUBTOTAL FACILITIES MAINTENANCE
FUND
CFD#1
GCC
CFD#1
WATER REPL
SEWER REPL
GCC
PFF
GCC
PFF
GCC
CFD#1
PFF
GCC
CFD#1
OTHER
GCC
FED GRNT
TRANSNET/BIKE
GCC
OTHER
TRANSNET/BIKE
TDA
GCC
CFD#1
OTHER
GCC
REDVL VILLAGE
IRF
IRF
IRF
GCC
IRF
IRF
GCC
GCC
GCC
GCC
GCC
IRF
IRF
TOTAL
BUDGET
24,051,000
100,000
13,325,750
5,877,500
2,810,000
2,312,228
3,166,400
316,600
5,400,000
950,000
4,378,600
9,400,000
600,000
1 ,497,398
958,163
22,711,000
4,113,784
221,801
110,000
184,176
150,000
100,000
150,000
1,100,000
57,240
404,992
850,000
105,296,632
517,500
300,000
1,264,600
130,000
530,808
260,000
157,540
200,000
30,000
100,000
1,600,000
259,500
256,265
5,606,213
PRIOR
EXP/ENC
1,158,266
-
-
1,839,047
-
316,330
338,259
74,184
-
382,361
3,548,544
140,508
.
-
.
54,747
298,082
-
8,150,328
55,794
281,403
63,900
16,278
3,488
125,922
54,268
21,206
.
68,000
_
256,265
946,524
C-16
Final 2005-06 Capital Improvement Program
BALANCE YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
FORWARD 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2015 2015-2020
78,036
.
.
473,181
-
270
3,262,241
875,816
-
383,816
565,240
81,293
110,000
184,176
-
2,493
106,910
-
6,123,472
244,206
18,597
-
289,530
166,512
31,618
145,732
8,794
100,000
1,532,000
162,000
-
2,698,989
24,051,000
100,000
1,471,964 10,617,484
5,877,500
2,810,000
264,120 2,902,280
1 ,799,500
4,378,600
9,400,000
600,000
1,497,398
191,986
22,71 1 ,000
150,000
100,000
150,000
110,000 110,000 110,000 110,000 110,000 550,000
850,000
6,170,848 19,414,984 374,120 27,063,280 110,000 24,111,000 13,778,600
217,500
1,200,700
130,000
225,000
90,000
97,500
1,960,700 --....
C-17
Final 2005-06 Capital Improvement Program
PROJ.
ID
39721
45001
45002
38661
38022
38561
36981
38011
36991
36491
39451
38372
39251
39252
45011
33381
38041
36241
36363
36363
36225
39341
39051
39052
66001
38721
36811
66011
66021
PROJECT TITLE
PARK PROJECTS
CITYWIDE PARKS
BUSINESS PARK RECREATIONAL FACILITY
CARLSBAD MUNICIPAL GOLF COURSE
SENIOR CTR EXPANSION - 1ST FLOOR
SENIOR CTR EXPANSION - 2ND FLOOR
LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION
VETERAN'S MEMORIAL PARK
NORTHWEST QUADRANT PARKS
PARKLAND ACQUISITION
PINE AVENUE PARK - PHASE 1
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
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 COMMUNITY PARK COMMUNITY BUILDING
AVIARA REIMBURSEMENT AGREEMENT
POINSETTIA COMMUNITY PARK - PHASE II
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 III
LEO CARRILLO PARK - PHASE III
LEO CARRILLO PARK - EROSION CONTROL
LEO CARRILLO - HISTORIC BARN (50% GRANT)
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") (FEMA + PLD)
COLLEGE BLVD. BRIDGE FACILITY BL (REIMB./PLDA "B")
FARADAY/MELROSE DRAINAGE FACILITIES (PLDA "B")
GABIANO LANE STORM DRAIN MODIFICATION
HIGHLAND DRIVE STORM DRAIN
HIGHLAND DRIVE STORM DRAIN
HIGHLAND DRIVE - BETWEEN PINE & BASSWOOD
MASTER PLAN UPDATE
MISCELLANEOUS MASTER DRAINAGE FACILITIES
MISCELLANEOUS ROAD SUBDRAINS
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B")
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA "B")
CYNTHIA LANE STORM DRAIN
LA COSTA AVE STORM DRAIN REPLACEMENT
SUBTOTAL DRAINAGE PROJECTS
FUND
ZONES
GOLF COURSE
REDVL VILLAGE
GCC
GCC
CFD#1
PIL-NW
PFF
PIL-NW
PFF
PIL-NE
PFF
PIL-NE
PFF
PFF
PIL-SW
PIL-SW
PFF
PFF
PFF
GCC
PFF
PIL-SE
GCC
GCC
PLD
PLD
IRF
PLD
PLD
PLD
PLD
GAS TAX
PLD
GCC
GCC
PLD
PLD
GAS TAX
PLD
PLD
IRF
IRF
TOTAL
BUDGET
2,967,400
39,784,200
615,000
329,000
497,000
20,719,680
600,000
7,082,000
1,400,000
6,192,000
1,886,766
4,550,000
4,000,000
10,700,000
5,444,000
1,925,000
238,000
11,645,000
12,561,308
6,708,000
1 1 ,239,000
1 ,900,000
800,000
180,000
395,070
154,358,424
1,260,500
290,000
80,000
2,778,833
830,910
1 ,783,000
300,000
35,000
450,600
199,000
240,000
454,933
10,936,000
485,000
500,000
1,279,000
100,000
492,150
22,494,926
PRIOR
EXP/ENC
2,956,842
19,829
-
6,653,689
-
-
1,786,874
482
-
9,970,232
-
-
18,900
-
800,873
500,000
237,310
-
-
-
22,945,031
547,676
154,058
-
280,555
788,168
.
-
.
429,734
197,000
-
68,789
-
438
_
-
2,466,418
C-18
Final 2005-06 Capital Improvement Program
BALANCE YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
FORWARD 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2015 2015-2020
24,358
80,171
-
428,311
-
-
99,892
4,549,518
-
729,768
-
-
219,100
-
1 1 ,760,435
-
5,126,690
-
-
395,070
23,413,313
712,824
135,942
80,000
2,498,278
42,742
-
300,000
35,000
20,866
2,000
-
386,144
-
9,562
-
4,223,358
2,967,400
36,803,000
615,000
329,000
397,000
10,359,840 10,359,840
600,000
1,400,000
539,000 5,653,000
4,000,000
5,444,000
1,925,000
1,000,000 844,000 9,801,000
6,208,000
5,875,000
1,900,000
800,000
180,000
51,407,000 - - 539,000 8,497,000 20,160,840 27,396,240
1,783,000
43,200 196,800
10,936,000
475,000
500,000
1,279,000
100,000
492,150
1,110,350 196,800 - - - 2,283,000 12,215,000
C-19
Final 2005-06 Capital Improvement Program
PROJ.
ID
58001
58011
58021
58031
33221
36224
34951
38731
39511
55001
38741
35371
35381
38091
38101
38751
38401
55031
55041
PROJECT TITLE
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
BUILDING IMPROVEMENTS
CAPITAL ACQ/REPL/REHAB AND STAFFING
FLOW EQUALIZATION PROJECT
PHASE IV EXPANSION - DEBT SERVICE
PHASE V EXPANSION
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 "A")
FARADAY AVENUE - ORION TO MELROSE SEWER
FOREST GRAVITY SEWER
HOME PLANT - PIPELINE REPLACEMENT
HOME PLANT LIFT STATION REHABILITATION
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 - Reimb
POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT
SEWER LIFT STATION REPAIRS AND UPGRADES
SEWER LINE REFURBISHMENTS/REPLACEMENT
SEWER MASTER PLAN/CONNECTION FEE UPDATE
SEWER MONITORING PROGRAM
3828/3583 SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN
34921
38861
39491
38671
39501
55011
55021
33762
33761
39541
39321
38421
50001
38921
VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12)
VISTA/CARLSBAD INTERCEPTOR REACH VC1 1 B
VISTA/CARLSBAD INTERCEPTOR REACH VC1 3 TO VC1 5
VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 AND 2
VISTA/CARLSBAD INTERCEPTOR REPLACEMENT REACH 3
BUENA INTERCEPTOR SEWER IMPROVEMENTS
TERRAMAR LIFT STATION EMERGENCY GENERATOR
SUBTOTAL SEWER PROJECTS
WATER DISTRIBUTION SYSTEM
"D" RESERVOIR - PHASE II
"D" RESERVOIR - PHASE II
"D" RESERVOIR - BLACKRAIL ROAD IMPROVEMENTS
"D" RESERVOIR IMPROVEMENTS
AVIARA PARKWAY AT PLUM TREE
CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR
CANNON ROAD EAST OF EL CAMINO REAL - Reimb
CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS
COLLEGE BOULEVARD - CANNON RD TO CARLSBAD VILLAGE DR - Reimb
COLLEGE BOULEVARD - CANNON TO BADGER LANE
COLLEGE BOULEVARD (ECR TO CANNON ROAD) - Reimb
FUND
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
SEWER CONN
SEWER REPL
SEWER CONN
SEWER CONN
SEW BENEF
SEWER REPL
SEWER REPL
SEWER REPL
SB/VER 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 CONN
SEW BENEF
SEWER CONN
SEWER CONN
SEWER CONN
SEWER REPL
SEWER CONN
SEWER REPL
SEWER REPL
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
TOTAL
BUDGET
3,046,926
13,100,824
2,557,571
9,327,985
11,796,787
266,963
1,376,800
632,132
503,600
110,200
900,000
440,000
650,000
283,000
654,000
620,000
4,177,750
1,781,220
1,199,000
607,000
400,000
283,800
1 ,360,380
5,644,600
354,200
330,000
8,827,415
8,775,000
3,549,000
13,000,000
830,975
2,570,000
2,340,000
198,000
102,495,128
5,715,200
1,905,000
182,500
156,000
439,400
448,200
760,800
847,200
1,300,000
714,100
466,000
PRIOR
EXP/ENC
193,666
2,149,298
2,557,571
-
1,679,274
-
629,271
-
50,425
134,545
-
-
-
339,680
650,725
-
24,309
317,500
282,212
206,585
23,631
-
7,570,302
89,076
44,169
-
44,672
-
16,986,911
.
8,151
130,294
.
.
.
-
1,260,663
.
-
C-20
Final 2005-06 Capital Improvement Program
BALANCE YEAR 1 YEAR 2 YEAR 3
FORWARD 2005-2006 2006-2007 2007-2008
2,853,260
773,840
.
_
7,313,292
-
2,861
-
59,775
765,455
440,000
50,000
-
280,320
2,979,275
-
1,075,691
289,500
117,788
40,000
373,795
576,369
-
-
1,257,113
1,030,284
2,879,831
500,000
707,403
-
24,365,852
-
174,349
25,706
-
-
-
-
39,337
.
-
YEAR 4 YEARS YEAR 6-10 BUILDOUT
2008-2009 2009-2010 2010-2015 2015-2020
743,676 696,777 889,670 500,572 541,162 3,335,206 3,470,623
936,394 933,944 935,506 937,169 933,006 4,651,966
2,804,221
266,963
1,376,800
100,000 403,600
650,000
160,000 73,000
654,000
547,750
114,220 1,667,000
99,000
243,800
80,000
330,000 330,000 330,000
100,000 100,000 500,000
330,000 330,000 1,650,000 1,744,600
354,200
22,000 22,000 22,000 22,000 22,000 110,000 110,000
100,640 7,555,000
625,000
1,300,000 11,200,000
78,900
70,000 500,000 2,000,000
460,000 1,880,000
25,000 173,000
8,785,941 16,754,344 12,079,176 4,293,341 1,926,168 10,601,372 6,702,023
5,715,200
1,905,000
439,400
50,000 398,200
760,800
847,200
714,100
466,000
C-21
Final 2005-06 Capital Improvement Program
PROJ.
ID
50011
39551
34461
50021
38441
38431
39111
39121
38161
39131
36223
39031
38211
39041
38231
38221
35311
34791
39102
39101
38781
38581
39231
39561
39151
38531
39001
36641
PROJECT TITLE
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 BETWEEN COLLEGE AND JACKSPAR
EL CAMINO REAL CROSSING AT KELLY DRIVE
EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE
EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE
EL CAMINO REAL/CARLSBAD VILL DR PIPELINE REPL.
EL FUERTE - NORTH OF LOKER - Reimb
EL FUERTE - ALGA ROAD TO POINSETTIA LANE - Reimb
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD - Reimb
EL FUERTE AND CORINTIA STREET
FARADAY AVENUE - ORION TO MELROSE WATERLINE - Reimb
FARADAY AVENUE EXTENSION - Reimb
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 OCEANSIDE
MASTER PLAN UPDATE
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY - Reimb
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 SKIMMER CT (Reimb)
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"
PRESSURE REDUCING STATION - SYCAMORE CREEK
PRESSURE REGULATING STATION - CANNON AND COLLEGE - Reimb
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 REPL
WATER CONN
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
TOTAL
BUDGET
3,615,000
143,900
60,000
719,260
3,225,000
691,600
104,000
470,000
774,100
65,000
148,750
2,000,000
1,141,000
149,400
97,210
716,800
202,500
3,693,100
747,100
747,100
12,700,300
684,000
47,800
796,300
1,809,800
161,000
120,400
110,700
150,000
997,350
990,350
224,800
436,100
342,000
205,500
205,400
112,100
250,000
93,700
773,000
3,001,000
332,000
132,700
60,900
439,000
57,621,420
PRIOR
EXP/ENC
-
.
-
-
2,079,344
-
-
.
109,089
-
-
1,028,641
-
-
11,739
-
142,696
574,030
-
-
-
-
-
.
214,362
-
13,257
-
147,344
40,627
75,256
.
-
.
-
-
.
250,000
55,375
663,027
257,986
-
6,233
.
34,774
7,102,888
RECYCLED WATER PROJECTS
NEW
52001
39141
CHESTNUT AVENUE RECYCLED WATER LINE
ECR/TAMARACK PUMP STATION REMOVAL
I-5 RECYCLED WATER TRANSMISSION LINE
PASEO DEL NORTE RECYCLED PIPELINE REPLACEMENT
WATER REPL
WATER REPL
WATER REPL
WATER REPL
436,100
76,500
133,305
727,200
_
.
.
480,102
C-22
Final 2005-06 Capital Improvement Program
BALANCE YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
FORWARD 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2015 2015-2020
.
_
60,000
.
1,145,656
-
-
50,000
600,911
50,000
148,750
971,359
1,141,000
-
85,471
-
59,804
2,100,970
-
-
-
-
-
-
385,638
-
96,743
-
2,656
892,623
857,994
-
.
-
-
-
-
-
34,625
109,973
2,398,014
300,000
113,767
55,000
365,226
12,265,572
.
-
-
179,898
495,000 360,000 2,760,000
30,000 113,900
719,260
691,600
104,000
420,000
64,100
15,000
149,400
716,800
492,600 525,500
747,100
747,100
12,700,300
684,000
47,800
796,300
400,000 400,000 409,800
161,000
10,400
110,700
64,100
57,100
224,800
436,100
342,000
205,500
205,400
112,100
3,700
345,000
32,000
12,700
5,900
39,000
3,482,400 1,801,500 6,375,300 13,810,800 - 11,407,360 1,375,600
436,100
76,500
133,305
67,200
C-23
Final 2005-06 Capital Improvement Program
PROJ.
ID
34871
36753
38881
38901
38871
38891
PROJECT TITLE
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
SUBTOTAL RECYCLED WATER PROJECTS
FUND
WATER REPL
RECL WATER
RECL WATER
RECL WATER
RECL WATER
RECL WATER
TOTAL
BUDGET
442,700
12,165,018
4,093,279
2,346,000
21,852,521
4,918,574
47,191,197
PRIOR
EXP/ENC
-
11,407,981
3,295,184
282,088
19,801,813
3,338,913
38,606,081
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
33692
33693
63001
39161
39021
63011
38461
39171
38991
63021
38001
63031
63041
36211
NEW
39381
36441
39351
39391
39461
38821
34061
39401
63051
TRAF SIG - ALGA ROAD AND CAZADERO
TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAF SIG - AVIARA PKWY AND CAMINO DE LAS ONDAS- REIMB
TRAF SIG - CALLE BARCELONA AND PASEO AVELLANO
TRAF SIG - CAMINO DE LOS COCHES AND CALLE ACERVO
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAF SIG - CAMINO VIDA ROBLE AND YARROW DRIVE
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAF SIG - CARLSBAD BLVD & TAMARACK SIGNAL REPAIRS
TRAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE
TRAF SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DR - Reimb
TRAF SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY
TRAF SIG - EL. CAMINO REAL AND CHESTNUT SIGNAL REPAIRS
TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE
TRAF SIG - EL CAMINO REAL AND TAMARACK SIGNAL REPAIRS
TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRAF SIG - FARADAY AVENUE AND ORION STREET
TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAF SIG - LA COSTA AVENUE AND ESFERA STREET
TRAF SIG - LA COSTA AVENUE AND LEVANTE
TRAF SIG - LA COSTA AVENUE/NUEVA CASTILLA
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAF SIG - MONROE STREET AND HOSP WAY
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAF SIG - POINSETTIA LANE AND BLACKRAIL ROAD
TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET (REIMB)
TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR
TRAF SIG - RANCHO SANTA FE ROAD AND CALLE JUNIPERO
TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAF SIG - TAMARACK AVE. AND PONTIAC DRIVE
TRAF SIG - TAMARACK AVE. AND VALLEY STREET
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET
VIDEO DETECTION CONVERSION
SUBTOTAL TRAFFIC SIGNAL PROJECTS
GAS TAX
OTHER
GCC
GCC
GCC
GCC
PFF
PFF
PFF
PFF
IRF
GCC
GCC
PFF
TRANSNET-LOC
IRF
PFF
IRF
GCC
TIF
GAS TAX
GCC
GAS TAX
GCC
GCC
PFF
GCC
PFF
GAS TAX
GCC
GCC
PFF
GAS TAX
PFF
GCC
GCC
GCC
PFF
GAS TAX
210,000
863,000
260,000
105,000
210,000
190,000
185,000
185,000
150,000
210,000
230,000
185,000
210,000
210,000
1,311,000
206,000
204,250
141,000
185,000
210,000
210,000
185,000
190,000
210,000
185,000
185,000
210,000
250,000
210,000
210,000
185,000
210,000
190,000
210,000
125,000
210,000
185,000
210,000
1,850,000
11,080,250
-
335,798
-
-
156,848
-
-
-
-
-
187,050
-
90,283
179,318
-
.
9,653
-
.
3,890
-
-
.
125,033
4,211
3,919
.
.
155,929
-
233
3,931
.
_
1,256,096
C-24
Final 2005-06 Capital Improvement Program
BALANCE YEAR 1 YEAR 2
FORWARD 2005-2006 2006-2007
.
757,037
798,095
2,063,912
2,050,708
1,579,661
7,429,311
YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
2007-2008 2008-2009 2009-2010 2010-2015 2015-2020
442,700
643,205 436,100 76,500 ....
-
267,202
160,000
-
33,152
-
.
150,000
.
-
22,950
.
1,220,717
24,932
-
-
200,347
.
.
206,110
.
-
-
124,967
205,789
206,081
-
210,000
34,071
-
124,767
206,069
-
.
3,397,154
210,000
260,000
100,000
105,000
210,000
185,000
185,000
210,000
230,000
185,000
210,000
206,000
141,000
185,000
210,000
185,000
190,000
185,000
185,000
210,000
185,000
210,000
185,000
210,000
517,000 67,000 277,000 247,000 307,000 435,000
1,409,000 67,000 467,000 607,000 307,000 2,990,000 580,000
C-25
Final 2005-06 Capital Improvement Program
PROJ.
ID PROJECT TITLE FUND
TOTAL
BUDGET
PRIOR
EXP/ENC
STREET PROJECTS
39221
31842
38141
39471
60001
39191
38541
35571
36362
38791
36071
36431
39091
39201
39571
39291
36222
35931
38111
NEW
60011
36791
36892
38601
31906
39071
38801
60021
60031
38951
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD
BTD#2/POINSETTIA LANE - REACH E (PARTIAL FUNDING)
BTD#2/POINSETTIA LANE - REACHES A,B,C,F,G & AVIARA PKWY REIMB
BTD#3 CANNON ROAD - FROST TO FARADAY (REIMB.)
CANNON ROAD REACH 4B
CARLSBAD BLVD. AT BREAKWATER ROAD - LEFT TURN LANE
CARLSBAD BLVD. AT STATE ST - INTERSECTION ENHANCEMENT DESIGN
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY
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 - LA COSTA AVENUE TO ARENAL ROAD
EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DR (LOAN)
EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE (LOAN)
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE.
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
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
PARK DRIVE, MARINA TO COVE
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM
POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN)
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
TRAFFIC MONITORING PROGRAM
UNDERGROUND DIST. 17 - HARDING, ROOSEVELT
SUBTOTAL STREET PROJECTS
TIF
BTD#2
BTD#2
BTD#3
TRANSNET-HWY
REDVL SCCRDA
REDVL VILLAGE
REDVL SCCRDA
FED GRNT
PFF
GCC
TRANSNET-LOC
TIF
TIF
OTHER
OTHER
TIF
TIF
TIF
PFF
PFF
TIF
TRANSNET-LOC
TRANSNET-LOC
TIF
TIF
OTHER
CFD#1
CFD#1
TIF
TIF
TIF
GCC
TRANSNET-LOC
GAS TAX
OTHER
OTHER
TIF
CFD#2
CFD#2
CFD#2
CFD#2
TIF
TIF
GCC
983,000
9,450,000
1,320,729
6,260,226
1,761,000
243,150
100,000
41,453
1,804,000
1,398,000
105,000
1,100,000
2,260,000
1,423,000
1,713,000
10,314,481
320,000
881,000
282,000
1,869,500
90,500
508,000
959,000
493,000
1,382,708
522,115
1,021,826
5,500,000
2,000,000
542,000
160,000
525,000
145,627
56,210,348
4,701,088
11,809,000
28,932,793
2,113,000
3,800,000
26,406,243
18,419,000
1,350,000
3,834,259
1,210,611
509,800
216,775,457
-
116
4,774,779
736,811
21,481
2,772
-
-
99,591
405,574
-
-
383,140
843,929
-
141,958
-
144,030
.
.
-
161,708
-
-
769,81 1
5,440,174
-
-
-
20,299
13,764,641
2,024,609
89,067
-
58,650
26,328,031
16,909,469
1,350,000
563,010
63,897
-
75,097,547
C-26
Final 2005-06 Capital Improvement Program
BALANCE YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10
FORWARD 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2015
-
349,884
485,447
1,024,189
221,669
38,681
-
.
5,409
694,426
-
.
21,860
9,470,552
.
30,612
-
765,470
90,500
-
-
331,292
1,382,708
522,115
252,015
59,826
-
-
-
504,701
1,154,707
2,676,479
28,843,726
-
3,741,350
78,212
1,509,531
-
571,249
96,714
509,800
55,433,124
BUILDOUT
2015-2020
983,000
9,100,000
1 ,320,729
600,000 400,000
100,000
1,804,000
1,398,000
2,260,000
1,423,000
1,308,000
320,000
708,430
282,000
960,000
508,000
959,000
2,000,000
542,000
160,000
145,627
2,600,000 2,500,000 2,600,000 2,648,000 2,813,000 14,065,000 14,065,000
600,000 800,000 800,000 952,000 787,000 3,935,000 3,935,000
2,113,000
300,000 300,000 300,000 300,000 300,000 1,200,000
70,000 70,000 70,000 70,000 70,000 350,000 350,000
5,686,430 5,229,000 5,719,627 3,970,000 3,970,000 21,803,000 39,866,729
C-27
Final 2005-06 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 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
GCC LOAN TO PIL-SW FOR AVIARA PARK
PHASE II LOAN TO RECYCLED WATER
SEWER REPL TO SEW BENEF A FOR CARLSBAD TRUNK SEWER
WATER REPLACEMENT TO WATER CONNECTION
SUBTOTAL FUTURE LOANS TO OTHER FUNDS
GAS TAX
GAS TAX
GCC
GCC
GCC
GCC
GCC
SEWER REPL
SEWER REPL
WATER REPL
2,643,344
1,400,000
790,854
320,000
1,080,000
1,250,000
305,000
14,500,000
5,670,000
3,000,000
30,959,198
2,643,344
1,000,000
790,854
320,000
860,000
1,250,000
14,500,000
5,270,000
26,634,198
LOAN REPAYMENTS
BTD#2 REPAYMENT TO GAS TAX FUND
BTD#3 CANNON ROAD WEST TO GAS TAX FUND
FARADAY/MELROSE TO GCC
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
PIL-SW TO GCC FOR AVIARA PARK
RECYCLED WATER TO WATER REPLACEMENT
SBA A TO SEWER REPLACEMENT FOR CARLSBAD TRUNK SEWER
SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
WATER CONNECTION TO WATER REPLACEMENT
SUBTOTAL LOAN REPAYMENTS
GRAND TOTAL ALL FUNDED PROJECTS
UNFUNDED PROJECTS
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION
CANNON LAKE PARK (6.7 ACRES)
HOSP GROVE/BUENA VISTA LAGOON REC'L IMPROVEMENTS
EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE
POINSETTIA LANE - REACH "E"
CANNON ROAD - REACH 4 - COLLEGE TO CITY LIMITS
TOTAL UNFUNDED PROJECTS
BTD#2
BTD#3
OTHER
PIL-NW
PIL-NW
PIL-SE
PIL-SW
RECL WATER
SEW BENEF
SEW BENEF
WATER CONN
2,643,344
1,400,000
790,854
320,000
1,080,000
1,250,000
305,000
14,500,000
400,000
5,270,000
3,000,000
30,959,198
784,838,043
-
10,500,000
2,243,000
1,280,000
4,026,000
2,040,000
14,172,000
34,261,000
-
200,192,022
C-28
Final 2005-06 Capital Improvement Program
BALANCE YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
FORWARD 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2015 2015-2020
-
-
139,350,145
400,000
220,000
305,000
400,000
3,000,000
400,000 - 3,400,000 220,000 305,000
2,643,344
1,400,000
790,854
320,000
1,080,000
1,250,000
305,000
7,250,000 7,250,000
400,000
2,000,000 3,270,000
3,000,000
8,040,854 10,500,000 - - - 1,400,000 11,018,344
88,696,728 54,799,728 25,091,723 53,683,421 15,030,168 95,061,572 112,932,536
C-29
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
SINNING FUND BALANCE (1)
"SB- "
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
BTD#2 REPAYMENT TO GAS TAX FUND
BTD#2/POINSETTIA LANE - REACH E (PARTIAL FUNDING)
BTD#2/POINSETTIA LANE - REACHES A,B, C F & G & AVIARA PKWY
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
350,000
350,000
N/A
YEAR1
2005-2006
5,905,259
1,178,922
1,178,922
7,084,181
YEAR 2 YEAR 3
2006-2007 2007-2008
7,084,181 8,019,443
935,262
935,262
8,019,443 8,019,443
YEAR 4 YEAR 5
2008-2009 2009-2010
8,019,443 8,019,443
532,344
532,344
8,019,443 8,551,787
BUILDOUT
2010++
8,551,787
4,516,584
4,516,584
2,643,344
9,100,000
1,320,729
13,064,073
4,298
BTD NO. 3 CANNON ROAD WEST
BEGINNING FUND BALANCE (1)
REVENUES
GAS TAX LOAN TO BTD#3 CANNON ROAD WEST
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
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
5,260,226
-
5,260,226
N/A
YEAR1
2005-2006
561,144
36,608
36,608
-
597,752
YEAR 2
2006-2007
597,752
400,000
13,440
413,440
600,000
600,000
411,192
YEAR 3 YEAR 4
2007-2008 2008-2009
411,192 502,500
91,308
91,308
-
502,500 502,500
YEARS
2009-2010
502,500
1,249,160
1,249,160
-
1,751,660
BUILDOUT
2010++
1,751,660
2,212,729
2,212,729
400,000
1,400,000
1,800,000
2,164,389
(1) Equal to projected fund balance less any continuing appropriations.C-30
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
COMMUNITY FACILITIES DISTRICT NO. 1
GINNING FUND BALANCE (1)
"**&**-"
REVENUES
DEVELOPER SPECIAL TAXES
TOTAL REVENUES
CAPITAL PROJECTS
CMC CENTER
PUBLIC WORKS CENTER
LIBRARY EXPANSION (COLE)
LIBRARY EXPANSION (LEARNING CENTER - ADVANCE)
CFD#1 ADMINISTRATION
VETERAN'S MEMORIAL PARK
FARADAY AVENUE MITIGATION - SOUTH OF CANNON
1-5 AND LA COSTA AVENUE AUXILLARY LANES
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
(CFD 1)
PRIOR
YEARS
N/A
N/A
-
1,236,302
-
-
-
-
5,500,000
-
6,736,302
N/A
YEAR1
2005-2006
44,078,402
4,215,847
4,215,847
1,471,964
1,497,398
110,000
3,079,362
45,214,887
YEAR 2
2006-2007
45,214,887
3,459,807
3,459,807
10,617,484
110,000
10,727,484
37,947,210
YEAR 3
2007-2008
37,947,210
2,596,510
2,596,510
110,000
110,000
40,433,721
YEAR 4
2008-2009
40,433,721
2,365,595
2,365,595
24,051,000
110,000
24,161,000
18,638,316
YEARS
2009-2010
18,638,316
2,744,384
2,744,384
110,000
110,000
21,272,700
BUILDOUT
2010++
21,272,700
6,378,003
6,378,003
-
-
4,378,600
-
550,000
20,719,680
-
2,000,000
27,648,280
2,422
RANCHO SANTA FE ROAD PROJECT (CFD 2)
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER SPECIAL TAXES/OTHER AGENCIES
TOTAL REVENUES
CAPITAL PROJECTS
RANCHO SANTA FE ROAD AND OUVENHAIN IMPROVEMENTS
^RANCHO SANTA FE ROAD NORTH - PHASE I
^^ ICHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
Hl"»*NCHO SANTA FE ROAD SOUTH
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
3,800,000
26,406,243
18,419,000
1,350,000
49,975,243
N/A
YEAR1
2005-2006
(940,886)
10,970,579
10,970,579
10,029,693
YEAR 2
2006-2007
10,029,693
7,082,750
7,082,750
17,112,443
YEAR 3
2007-2008
17,112,443
2,923,046
2,923,046
20,035,489
YEAR 4
2008-2009
20,035,489
1,564,150
1,564,150
21,599,639
YEAR 5 BUILDOUT
2009-2010 2010++
21,599,639 21,978,889
379,250 615,000
379,250 615,000
21,978,889 22,593,889
(1) Equal to projected fund balance less any continuing appropriations.C-31
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GAS TAX FUND
" "GINNING FUND BALANCE (1)
REVENUES
GAS TAXES
LOAN REPAYMENTS
TOTAL REVENUES
CAPITAL PROJECTS
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
TRAP SIG - ALGA ROAD AND CAZADERO
TRAP SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAF SIG - LA COSTA AVENUE AND ESFERA STREET
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR
VIDEO DETECTION CONVERSION
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
35,000
2,643,344
1,000,000
10,000
4,701,088
210,000
-
210,000
190,000
-
8,999,432
N/A
YEAR1
2005-2006
3,561,900
1,650,000
-
1,650,000
475,000
-
517,000
992,000
4,219,900
YEAR 2
2006-2007
4,219,900
1,700,000
-
1,700,000
400,000
67,000
467,000
5,452,900
YEAR 3
2007-2008
5,452,900
1,750,000
-
1,750,000
190,000
277,000
467,000
6,735,900
YEAR 4 YEAR 5 BUILDOUT
2008-2009 2009-2010 2010++
6,735,900 8,288,900 9,831,900
1,800,000 1,850,000 19,250,000
3,643,344
1,800,000 1,850,000 22,893,344
-
-
-
-
-
210,000
-
-
-
-
247,000 307,000 435,000
247,000 307,000 645,000
8,288,900 9,831,900 32,080,244
GOLF COURSE FUND
BEGINNING FUND BALANCE (1)
REVENUES
BOND PROCEEDS
ADVANCES
i^^TAL REVENUES
CAPITAL PROJECTS
CARLSBAD MUNICIPAL GOLF COURSE
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
2,981,200
2,981,200
N/A
YEAR 1 YEAR 2
2005-2006 2006-2007
357,380 357,380
15,000,000
21,803,000
36,803,000
36,803,000
36,803,000
357,380 357,380
YEAR 3 YEAR 4 YEARS BUILDOUT
2007-2008 2008-2009 2009-2010 2010++
357,380 357,380 357,380 357,380
.
.
-
-
-
357,380 357,380 357,380 357,380
(1) Equal to projected fund balance less any continuing appropriations.C-32
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GENERAL CAPITAL CONSTRUCTION (GCC)
***" GINNING FUND BALANCE (1)
REVENUES
LOAN REPAYMENTS & OTHER
TOTAL REVENUES
CAPITAL PROJECTS
CITY ADMIN TRAINING FACILITY (PRE-DESIGN)
POLICE & FIRE CAD IMPLEMENTATION
FIRE STATION #5 STORAGE BUILDING/RESTROOMS
PUBLIC SAFETY TRAINING FACILITY
LIBRARY EXPANSION (LEARNING CENTER - ADVANCE)
PROPOSITION C PROJECTS
COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
REPAIR RECOATING GUARDRAIL PAR BRIDGE AT CARLSBAD BLVD
SAFETY CENTER - BUILDING IMPROVEMENTS
SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT
SENIOR CENTER COURTYARD LANDSCAPING
STAGECOACH PARK PICNIC SHELTER
STAGECOACH PARK SYNTHETIC TURF
SENIOR CTR EXPANSION - 2ND FLOOR
LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION
ALGA NORTE PARK - PHASE II (POOL) PROP C FUNDS
LEO CARRILLO PARK - EROSION CONTROL
LEO CARRILLO - HISTORIC BARN (50% GRANT)
HIGHLAND DRIVE STORM DRAIN
HIGHLAND DRIVE - BETWEEN PINE & BASSWOOD
TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAF SIG - AVIARA PKWY AND CAMINO DE LAS ONDAS- REIMB
TRAF SIG - CALLE BARCELONA AND PASEO AVELLANO
TRAF SIG - CAMINO DE LOS COCHES AND CALLE ACERVO
_-4RAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE
\F SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR
V.rRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAF SIG - LA COSTA AVENUE AND LEVANTE
TRAF SIG - LA COSTA AVENUE/NUEVA CASTILLA
TRAF SIG - MONROE STREET AND HOSP WAY
TRAF SIG - POINSETTIA LANE AND BLACKRAIL ROAD
TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAF SIG - TAMARACK AVE. AND PONTIAC DRIVE
TRAF SIG - TAMARACK AVE. AND VALLEY STREET
PEDESTRIAN MASTER PLAN
CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY
PARK DRIVE, MARINA TO COVE
UNDERGROUND DIST. 17 - HARDING, ROOSEVELT
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
GCC LOAN TO PIL-SW FOR AVIARA PARK
TOTAL PROJECT EXPENDITURES
PRIOR
YEARS
N/A
N/A
-
2,312,228
316,600
950,000
-
-
110,000
404,992
-
157,540
200,000
30,000
100,000
1,600,000
-
100,000
5,364,000
-
395,070
199,000
-
160,000
190,000
-
210,000
-
210,000
-
-
210,000
125,000
210,000
-
-
105,000
-
509,800
790,854
320,000
860,000
1,250,000
-
17,390,084
N/A
YEAR1
2005-2006
38,781,691
790,854
790,854
100,000
600,000
130,000
329,000
397,000
5,875,000
180,000
43,200
105,000
150,000
7,909,200
31,663,345
YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT
2006-2007 2007-2008 2008-2009 2009-2010 2010++
31,663,345 32,716,545 32,570,918 32,470,918 32,250,918
1,250,000 - - - 1,400,000
1,250,000 - - - 1,400,000
-
-
-
-
22,711,000
-
-
-
-
-
-
-
-
-
-
-
-
196,800
100,000
-
210,000
-
185,000
-
185,000
185,000
-
185,000
210,000
185,000
-
185,000
-
-
145,627
-
-
220,000
-
305,000
196,800 145,627 100,000 220,000 24,546,000
32,716,545 32,570,918 32,470,918 32,250,918 9,104,918
(1) Equal to projected fund balance less any continuing appropriations.C-33
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GRANTS - FEDERAL
GINNING 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)
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
4,113,784
4,113,784
N/A
YEAR1 YEAR 2 YEAR 3 YEAR 4
2005-2006 2006-2007 2007-2008 2008-2009
77,138 77,138 77,138 77,138
1,804,000
YEAR 5 BUILDOUT
2009-2010 2010++
77,138 77,138
1,804,000
1,804,000
1,804,000
77,138 77,138 77,138 77,138 77,138 77,138
GRANTS - STATE
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
REVENUES
GRANT REVENUE
TOTAL REVENUES N/A
CAPITAL PROJECTS
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE N/A
YEAR1 YEAR 2 YEARS YEAR 4 YEARS BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
2,154 2,154 2,154 2,154 2,154 2,154
2,154 2,154 2,154 2,154 2,154 2,154
(1) Equal to projected fund balance less any continuing appropriations.C-34
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
INFRASTRUCTURE MAINTENANCE
""""""•GINNING FUND BALANCE (1)
%*••'REVENUES
GENERAL FUND TRANSFER
TOTAL REVENUES
CAPITAL PROJECTS
BEACH ACCESS STAIRS REPLACEMENT
CARLSBAD BLVD STORM DRAIN REPLACEMENT
CHASE FIELD LIGHTING IMPROVEMENTS
COLE LIBRARY HVAC REPLACEMENT
CYNTHIA LANE STORM DRAIN
HOLIDAY PARK - RESTROOM IMPROVEMENTS
LA COSTA AVE STORM DRAIN REPLACEMENT
LACUNA RIVIERA PARK RESTROOM REPLACEMENT
TOT LOT IMPROVEMENTS
TRAF SIG - .ECR AND CHESTNUT SIGNAL REPAIRS
& REPLACEMENT (IM&R
PRIOR
YEARS
N/A
N/A
300,000
80,000
300,000
63,900
-
305,808
-
170,000
162,000
-
TRAF SIG - CARLSBAD BLVD & TAMARACK SIGNAL REPAIRS
TRAF SIG - ECR AND TAMARACK SIGNAL REPAIRS
VARIOUS FACILITY CONCRETE REPAIRS
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
-
256,265
1,637,973
N/A
YEAR 1 YEAR 2
2005-2006 2006-2007
17,402,730 18,652,880
4,250,000 4,498,000
4,250,000 4,498,000
217,500
1,200,700
100,000
225,000
492,150
90,000
97,500
206,000
230,000
141,000
2,999,850
18,652,880 23,150,880
YEAR 3 YEAR 4 YEARS BUILDOUT
2007-2008 2008-2009 2009-2010 2010++
23,150,880 27,823,880 32,765,880 38,001,880
4,673,000 4,942,000 5,236,000 64,336,000
4,673,000 4,942,000 5,236,000 64,336,000
-
-
-
-
-
-
-
-
-
-
27,823,880 32,765,880 38,001,880 102,337,880
OTHER
BEGINNING FUND BALANCE (1)
REVENUES
GENERAL FUND TRANSFERS/LOANS
,»*TrAL REVENUES
CAPITAL PROJECTS
LIBRARY EXPANSION (LEARNING CENTER)
COASTAL RAIL TRAIL
OPPORTUNISTIC SAND
TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
COLLEGE BLVD REACH A AND CANNON REACH 4A
COLLEGE/CANNON ASSESSMENT DISTRICT
FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS
PAVEMENT MANAGEMENT PROGRAM
POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
FARADAY/MELROSE TO GCC
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
766,177
184,176
57,240
603,000
405,000
10,314,481
1,021,826
-
28,932,793
-
42,284,693
N/A
YEAR1
2005-2006
4,259,615
791,986
791,986
191,986
1,308,000
600,000
790,854
2,890,840
2,160,761
YEAR 2
2006-2007
2,160,761
800,000
800,000
800,000
800,000
2,160,761
YEAR 3
2007-2008
2,160,761
800,000
800,000
800,000
800,000
2,160,761
YEAR 4
2008-2009
2,160,761
952,000
952,000
260,000
952,000
1,212,000
1,900,761
YEARS
2009-2010
1,900,761
787,000
787,000
787,000
787,000
1,900,761
BUILDOUT
2010++
1,900,761
7,870,000
7,870,000
-
-
-
-
-
-
7,870,000
-
7,870,000
1,900,761
PARK FEE ZONES 5,13,16
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
BUSINESS PARK RECREATIONAL FACILITY
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
N/A
YEAR1
2005-2006
884,332
96,910
96,910
981,241
YEAR 2
2006-2007
981,241
89,423
89,423
1,070,664
YEAR 3
2007-2008
1,070,664
192,651
192,651
1,263,315
YEAR 4
2008-2009
1,263,315
96,075
96,075
1,359,390
YEARS
2009-2010
1,359,390
84,479
84,479
1,443,869
BUILDOUT
2010++
1,443,869
1,639,649
1,639,649
2,967,400
2,967,400
116,118
(1) Equal to projected fund balance less any continuing appropriations.C-35
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
1,886,766
1,886,766
N/A
YEAR1
2005-2006
151,197
21,383
21,383
172,581
YEAR 2
2006-2007
172,581
555,963
555,963
728,544
YEARS
2007-2008
728,544
342,131
342,131
1,070,675
YEAR 4
2008-2009
1,070,675
1,539,590
1,539,590
2,610,265
YEARS
2009-2010
2,610,265
1,154,693
1,154,693
3,764,958
BUILDOUT
2010++
3,764,958
6,468,418
6,468,418
4,000,000
4,000,000
6,233,376
PARK-IN-LIEU NW
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
LOAN FROM GCC
TOTAL REVENUES
CAPITAL PROJECTS
PARKLAND ACQUISITION
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
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
N/A
YEAR1
2005-2006
1,249,348
149,905
149,905
1,399,253
YEAR 2
2006-2007
1,399,253
256,981
256,981
1,656,234
YEAR 3
2007-2008
1,656,234
449,716
449,716
2,105,950
YEAR 4
2008-2009
2,105,950
142,767
142,767
2,248,717
YEARS
2009-2010
2,248,717
292,672
220,000
512,672
600,000
1,400,000
2,000,000
761,389
BUILDOUT
2010++
761,389
3,533,483
3,533,483
320,000
1,080,000
1,400,000
2,894,872
PARK-IN-LIEU SE
y***"^.
»W
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
LEO CARRILLO PARK - PHASE III
PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
N/A
YEAR1
2005-2006
1,265,874
1,416,637
1,416,637
2,682,511
YEAR 2
2006-2007
2,682,511
523,888
523,888
1,250,000
1,250,000
1,956,399
YEAR 3
2007-2008
1,956,399
1,956,399
YEAR 4
2008-2009
1,956,399
1,956,399
YEARS
2009-2010
1,956,399
1,956,399
BUILDOUT
2010++
1,956,399
800,000
800,000
1,156,399
PARK-IN-LIEU SW
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
AVIARA COMMUNITY PARK COMMUNITY BUILDING
AVIARA REIMBURSEMENT AGREEMENT
PIL-SW TO GCC FOR AVIARA PARK
TOTAL PROJECT EXPENDITURES
PRIOR
YEARS
N/A
N/A
238,000
238,000
N/A
YEAR1
2005-2006
357,645
710,991
710,991
1,068,637
YEAR 2
2006-2007
1,068,637
481,122
481,122
1,549,759
YEAR 3
2007-2008
1,549,759
144,337
144,337
1,694,095
YEAR 4
2008-2009
1,694,095
85,533
85,533
1,779,628
YEARS
2009-2010
1,779,628
5,346
5,346
1,784,974
BUILDOUT
2010++
1,784,974
2,678,536
2,678,536
1,925,000
305,000
2,230,000
2,233,510
(1) Equal to projected fund balance less any continuing appropriations.C-36
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
PLANNED LOCAL DRAINAGE AREA FEES (PLDA)
' "GINNING FUND BALANCE (i)_
**§***«*'
REVENUES
DEVELOPER FEES
TOTAL REVENUES
CAPITAL PROJECTS
AGUA HEDIONDA CHANNEL (PLDA "B")
AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C")
COLLEGE BLVD/CANNON RD (BJ AND CALAVERA CR. CHANNEL)
COLLEGE BLVD/CANNON RD (BASIN BJB - REIMB./PLDA "B") (FEMA + PLD)
COLLEGE BLVD. BRIDGE FACILITY BL (REIMB./PLDA "B")
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")
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
2,778,833
830,910
-
300,000
450,600
454,933
-
-
6,365,776
N/A
YEAR1
2005-2006
5,690,533
1,419,895
1,419,895
-
7,110,428
YEAR 2
2006-2007
7,110,428
1,185,160
1,185,160
-
8,295,588
YEAR 3 YEAR 4
2007-2008 2008-2009
8,295,588 8,742,642
447,054 552,752
447,054 552,752
-
8,742,642 9,295,394
YEAR 5 BUILDOUT
2009-2010 2010++
9,295,394 9,800,058
504,664 6,447,264
504,664 6,447,264
_
-
-
-
1,783,000
-
10,936,000
500,000
1,279,000
14,498,000
9,800,058 1,749,322
PUBLIC FACILITY FEE FUND (PFF)
BEGINNING FUND BALANCE (1)
REVENUES
DEVELOPER FEES
PROP 12 AND PROP 40 GRANT FUNDS
TOTAL REVENUES
CAPITAL PROJECTS
V*iRE STATION #3 RELOCATION
FIRE STATION #6 (PERMANENT)
LIBRARY EXPANSION (COLE)
PINE AVENUE PARK - PHASE I
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK
AVIARA COMMUNITY PARK (24.25 ACRES) *
AVIARA COMMUNITY PARK COMMUNITY BUILDING
POINSETTIA COMMUNITY PARK - PHASE II
ALGA NORTE PARK - PHASE I (30 ACRES)
ALGA NORTE PARK - PHASE II (POOL)
LEO CARRILLO PARK - PHASE III
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAF SIG - CAMINO VIDA ROBLE AND YARROW DRIVE
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DR - Reimb
TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET (REIMB)
TRAF SIG - RANCHO SANTA FE ROAD AND CALLE JUNIPERO
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
EL CAMINO REAL MEDIANS
EL CAMINO REAL MEDIANS - LA COSTA
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
.
3,600,500
7,082,000
4,550,000
10,700,000
-
12,561,308
500,000
-
150,000
204,250
-
250,000
210,000
-
-
-
909,500
90,500
40,808,058
N/A
YEAR1
2005-2006
6,384,248
4,634,018
1,616,750
6,250,768
1,799,500
1,000,000
6,208,000
9,007,500
3,627,517
YEAR 2
2006-2007
3,627,517
2,911,988
-
2,911,988
-
6,539,505
YEAR 3 YEAR 4
2007-2008 2008-2009
6,539,505 8,411,220
2,135,835 4,194,766
-
2,135,835 4,194,766
264,120 2,902,280
539,000
264,120 3,441,280
8,411,220 9,164,706
YEAR 5 BUILDOUT
2009-2010 2010++
9,164,706 6,546,847
3,879,141 18,912,262
-
3,879,141 18,912,262
-
9,400,000
-
5,653,000
-
-
5,444,000
844,000 9,801,000
-
-
1,900,000
185,000
185,000
-
210,000
210,000
-
185,000
-
-
210,000
210,000
1,398,000
960,000
-
6,497,000 30,298,000
6,546,847 (4,838,892)
(1) Equal to projected fund balance less any continuing appropriations.C-37
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
REDEVELOPMENT - VILLAGE
SINNING FUND BALANCE (1)
%•*•••
REVENUES
TAX INCREMENT AND LOANS
TOTAL REVENUES
CAPITAL PROJECTS
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
SENIOR CTR EXPANSION - 1ST FLOOR
CARLSBAD BLVD. AT STATE ST - INTERSECTION ENHANCEMENT DESIGN
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
-
-
-
-
N/A
YEAR 1 YEAR 2 YEAR 3
2005-2006 2006-2007 2007-2008
100,000 325,000
815,000 225,000
815,000 225,000
615,000
100,000
715,000
100,000 325,000 325,000
YEAR 4 YEAR 5 BUILDOUT
2008-2009 2009-2010 2010++
325,000 325,000 325,000
850,000
850,000
850,000
-
-
850,000
325,000 325,000 325,000
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
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
243,150
41,453
284,603
N/A
YEAR 1 YEAR 2 YEAR 3
2005-2006 2006-2007 2007-2008
464 464 464
.
YEAR 4 YEAR 5 BUILDOUT
2008-2009 2009-2010 2010++
464 464 464
451,000
451,000
-
464 464 464
-
464 464 451,464
(1) Equal to projected fund balance less any continuing appropriations.C-38
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
SEWER REPLACEMENT FUND
•*"" "GINNING FUND BALANCE (i)
REVENUES
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUES
CAPITAL PROJECTS
PUBLIC WORKS CENTER
BUILDING IMPROVEMENTS
CAPITAL ACQUISITIONS/REPLACEMENT/REHAB
PUMP STATION INTERFACES
STAFFING/PROF. SERVICES AND MISC.
TECHNOLOGY ENHANCEMENT
AVENIDA ENCINAS GRAVITY SEWER
FARADAY AVENUE - ORION TO MELROSE SEWER
FOREST GRAVITY SEWER
HOME PLANT - PIPELINE REPLACEMENT
HOME PLANT LIFT STATION REHABILITATION
LA COSTA MEADOWS SEWER EXTENSION
LA COLON DRIA SEWER EXTENSION
NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EAST SEGMENT
NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A
NORTH BATIQUITOS INTERCEPTOR REHABILITATION
NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS
POINSETTIA LANE SEWER RELOCATION - Reimb
POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT
SEWER LIFT STATION REPAIRS AND UPGRADES
SEWER LINE REFURBISHMENTS/REPLACEMENT
SEWER MASTER PLAN/CONNECTION FEE UPDATE
VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 AND 2
BUENA INTERCEPTOR SEWER IMPROVEMENTS
TERRAMAR LIFT STATION EMERGENCY GENERATOR
PHASE II LOAN TO RECYCLED WATER
/""""' -VER REPL TO SEW BENEF A FOR CARLSBAD TRUNK SEWER
V^TAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
-
3,046,926
2,540,404
30,836
351,898
-
-
110,200
900,000
440,000
-
50,000
-
620,000
3,630,000
-
1,100,000
607,000
400,000
40,000
580,380
600,000
752,075
-
14,500,000
5,270,000
35,569,719
N/A
YEAR1
2005-2006
10,859,453
2,460,000
-
2,460,000
-
467,273
276,403
160,000
654,000
547,750
99,000
330,000
78,900
460,000
25,000
3,098,326
10,221,127
YEAR 2
2006-2007
10,221,127
2,521,500
2,000,000
4,521,500
2,810,000
442,474
254,303
266,963
650,000
73,000
114,220
243,800
-
330,000
1,880,000
173,000
7,237,760
7,504,867
YEAR 3
2007-2008
7,504,867
2,584,538
-
2,584,538
738,974
150,696
1,667,000
80,000
330,000
2,966,670
7,122,735
YEAR 4
2008-2009
7,122,735
2,649,151
-
2,649,151
385,187
115,385
100,000
330,000
400,000
1,330,572
8,441,314
YEARS
2009-2010
8,441,314
2,715,380
-
2,715,380
423,803
117,359
100,000
330,000
971,162
10,185,532
BUILDOUT
2010++
10,185,532
27,153,800
3,670,000
30,823,800
-
-
5,563,828
-
1,242,001
-
-
-
-
-
-
-
-
-
-
-
-
-
-
500,000
3,394,600
354,200
-
-
-
-
-
11,054,629
29,954,703
TDA - LOCAL TRANSPORTATION FUNDS
BEGINNING FUND BALANCE (1)
REVENUES
TDA GRANT
TOTAL REVENUES
CAPITAL PROJECTS
PEDESTRIAN MASTER PLAN
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
-
-
N/A
YEAR1
2005-2006
4,675
100,000
100,000
100,000
100,000
4,675
YEAR 2
2006-2007
4,675
-
-
-
4,675
YEAR 3
2007-2008
4,675
-
-
-
4,675
YEAR 4
2008-2009
4,675
-
-
-
4,675
YEARS
2009-2010
4,675
-
-
-
4,675
BUILDOUT
2010++
4,675
-
-
-
-
4,675
(1) Equal to projected fund balance less any continuing appropriations.C-39
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
TRAFFIC IMPACT FEES (TIF)
- "GINNING FUND BALANCE (i)
REVENUES
DEVELOPER FEES
MISC. REIMBURSEMENTS
TOTAL REVENUES
CAPITAL PROJECTS
SIDEWALK/STREET CONSTRUCTION PROGRAM
TRAP SIG - FARADAY AVENUE AND ORION STREET
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD
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 - TAMARACK AVENUE TO CHESTNUT AVE.
EL CAMINO REAL WIDENING - S CHESTNUT/S ALGA
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)
TRAFFIC MONITORING PROGRAM
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,134,259
-
-
-
-
-
172,570
-
-
1,382,708
522,115
-
-
525,000
-
160,611
3,897,263
N/A
YEAR1
2005-2006
6,498,412
1,377,861
-
1,377,861
300,000
210,000
708,430
70,000
1,288,430
6,587,843
YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOLTT
2006-2007 2007-2008 2008-2009 2009-2010 2010+ +
6,587,843 7,210,879 7,996,013 8,943,980 9,634,711
993,035 1,155,135 1,317,967 1,060,731 10,008,825
357,000
993,035 1,155,135 1,317,967 1,060,731 10,365,825
300,000 300,000 300,000 300,000 1,200,000
-
983,000
2,260,000
1,423,000
320,000
-
282,000
508,000
-
-
542,000
160,000
-
2,113,000
70,000 70,000 70,000 70,000 700,000
370,000 370,000 370,000 370,000 10,491,000
7,210,879 7,996,013 8,943,980 9,634,711 9,509,536
TRANSNET/BICYCLE
BEGINNING FUND BALANCE (1)
"""•VENUES
^^ANSNET REVENUE
TOTAL REVENUES
CAPITAL PROJECTS
BICYCLE MASTER PLAN
COASTAL RAIL TRAIL
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
221,801
221,801
N/A
YEAR 1 YEAR 2
2005-2006 2006-2007
4,936 4,936
150,000
YEAR 3 YEAR 4 YEARS BUILDOUT
2007-2008 2008-2009 2009-2010 2010++
4,936 4,936 4,936 4,936
150,000 .....
150,000
150,000
4,936 4,936 4,936 4,936 4,936 4,936
TRANSNET/HIGHWAY
BEGINNING FUND BALANCE (1)
REVENUES
TRANSNET REVENUE
TOTAL REVENUES
CAPITAL PROJECTS
CANNON ROAD REACH 4B
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
1,761,000
1,761,000
N/A
YEAR 1 YEAR 2
2005-2006 2006-2007
169,268 169,268
YEAR 3 YEAR 4 YEARS BUILDOUT
2007-2008 2008-2009 2009-2010 2010++
169,268 169,268 169,268 169,268
169,268 169,268 169,268 169,268 169,268 169,268
(1) Equal to projected fund balance less any continuing appropriations.C-40
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
TRANSNET-LOCAL
""'GINNING FUND BALANCE (1)
REVENUES
TRANSPORTATION TAXES
PRIOR
YEARS
N/A
TOTAL REVENUES N/A
CAPITAL PROJECTS
TRAP SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY 1,311,000
CARLSBAD BOULEVARD RETROFIT OVER SDNR 1,100,000
EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DR (LOAN)
EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE (LOAN) 493,000
PAVEMENT MANAGEMENT PROGRAM 14,919,348
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
17,823,348
N/A
YEAR1
2005-2006
2,456,703
2,528,000
2,528,000
2,600,000
2,600,000
2,384,703
YEAR 2
2006-2007
2,384,703
2,764,000
2,764,000
959,000
2,500,000
3,459,000
1,689,703
YEAR 3
2007-2008
1,689,703
2,915,000
2,915,000
2,600,000
2,600,000
2,004,703
YEAR 4
2008-2009
2,004,703
2,648,000
2,648,000
2,648,000
2,648,000
2,004,703
YEARS
2009-2010
2,004,703
2,813,000
2,813,000
2,813,000
2,813,000
2,004,703
BUILDOUT
2010++
2,004,703
28,130,000
28,130,000
28,130,000
28,130,000
2,004,703
TRANSNET - SURFACE TRANSPORTATION
BEGINNING FUND BALANCE (1)
REVENUES
STP REVENUE
TOTAL REVENUES
CAPITAL PROJECTS
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PROGRAM (STP)
PRIOR
YEARS
N/A
N/A
N/A
YEAR1
2005-2006
284,890
YEAR 2
2006-2007
284,890
YEAR 3
2007-2008
284,890
YEAR 4
2008-2009
284,890
YEARS
2009-2010
284,890
BUILDOUT
2010++
284,890
284,890 284,890 284,890 284,890 284,890 284,890
(1) Equal to the projected fund balance less any continuing appropriations.C-41
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 - Reimb
COLLEGE BOULEVARD - CANNON RD TO CARLSBAD VILLAGE DR - Reimb
COLLEGE BOULEVARD - CANNON TO BADGER LANE
COLLEGE BOULEVARD (ECR TO CANNON ROAD) - Reimb
EL CAMINO REAL BETWEEN COLLEGE AND JACKSPAR
EL CAMINO REAL CROSSING AT KELLY DRIVE
EL CAMINO REAL TRANSMISSION MAIN - USA STREET TO KELLY DRIVE
EL FUERTE - NORTH OF LOKER - Reimb
EL FUERTE - ALGA ROAD TO POINSETTIA LANE - Reimb
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD - Reimb
FARADAY AVENUE - ORION TO MELROSE WATERLJNE - Reimb
FARADAY AVENUE EXTENSION - Reimb
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 - Reimb
PALOMAR AIRPORT - NORTH OF OWENS
PAR/ECR PUMP STATION
POINSETTIA LANE - EL CAMINO REAL TO SKIMMER CT (Reimb)
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
PRESSURE REDUCING STATION - SYCAMORE CREEK
PRESSURE REGULATING STATION - CANNON AND COLLEGE - Reimb
RANCHO CARRILLO OVERSIZING/EXTENSION
WATER CONNECTION TO WATER REPLACEMENT
1TAL PROJECT EXPENDITURES
" ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
-
1,300,000
-
-
-
-
50,000
148,750
2,000,000
1,141,000
97,210
-
-
-
-
-
-
150,000
933,250
-
-
-
-
250,000
90,000
-
6,160,210
N/A
YEAR 1 YEAR 2 YEAR 3
2005-2006 2006-2007 2007-2008
9,438,231 10,146,965 10,897,087
2,061,334 1,266,123 1,111,980
2,061,334 1,266,123 1,111,980
50,000 398,200
760,800
714,100
466,000
104,000
420,000
716,800
796,300
64,100
3,700
1,352,600 516,000 2,625,400
10,146,965 10,897,087 9,383,668
YEAR 4 YEAR 5 BUILDOLTT
2008-2009 2009-2010 2010++
9,383,668 1,460,640 2,940,520
4,777,273 1,479,880 10,734,075
4,777,273 1,479,880 10,734,075
5,715,200
-
-
-
-
691,600
-
-
-
-
-
-
747,100
12,700,300
684,000
47,800
-
-
-
224,800
342,000
205,500
112,100
-
-
3,000,000
12,700,300 - 11,770,100
1,460,640 2,940,520 1,904,495
WATER - RECYCLED WATER FUND
BEGINNING FUND BALANCE (1)
REVENUES
LOANS & GRANTS
CONNECTION FEES
TOTAL REVENUES
CAPITAL PROJECTS
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
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
12,165,018
4,093,279
2,346,000
21,852,521
4,918,574
-
45,375,392
N/A
YEAR1
2005-2006
(6,832,179)
20,336,144
250,000
20,586,144
7,250,000
7,250,000
6,503,965
YEAR 2 YEAR 3
2006-2007 2007-2008
6,503,965 88,111
634,146
200,000
834,146
7,250,000
7,250,000
88,111 88,111
YEAR 4 YEAR 5 BUILDOUT
2008-2009 2009-2010 2010++
88,111 88,111 88,111
-
-
-
-
-
-
-
-
-
88,111 88,111 88,111
(1) Equal to the projected fund balance less any continuing appropriations.C-42
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
WATER REPLACEMENT FUND
"•GINNING FUND BALANCE (1)
REVENUES
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUES
CAPITAL PROJECTS
ECR/TAMARACK PUMP STATION REMOVAL
1-5 RECYCLED WATER TRANSMISSION LINE
PUMP STATION REMOVAL
PUBLIC WORKS CENTER
"D" RESERVOIR - PHASE II
"D" RESERVOIR - BLACKRAIL ROAD IMPROVEMENTS
"D" RESERVOIR IMPROVEMENTS
AVIARA PARKWAY AT PLUM TREE
CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS
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
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
NCHO SANTA FE RD PIPELINE REPLACEMENT
,,N MARCOS BOULEVARD WEST OF SDCWA
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
TAP RESERVOIR EXTERIOR PAINTING
WATER OPERATIONS WATER PUMP PROJECT
WATER SYSTEM INTERTIE CONNECTION
CHESTNUT AVENUE RECYCLED WATER LINE
PASEO DEL NORTE RECYCLED PIPELINE REPLACEMENT
WATER REPLACEMENT TO WATER CONNECTION
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
PRIOR
YEARS
N/A
N/A
-
-
-
-
-
182,500
156,000
-
-
-
-
60,000
-
3,225,000
710,000
50,000
-
202,500
2,675,000
-
600,000
-
110,000
-
933,250
-
-
773,000
2,656,000
300,000
120,000
55,000
400,000
-
660,000
-
13,868,250
N/A
YEAR1
2005-2006
6,957,841
2,910,723
7,250,000
10,160,723
133,305
442,700
-
495,000
64,100
15,000
492,600
400,000
161,000
10,400
57,100
345,000
32,000
12,700
5,900
39,000
67,200
2,773,005
14,345,559
YEAR 2
2006-2007
14,345,559
3,210,660
7,250,000
10,460,660
5,877,500
360,000
525,500
400,000
436,100
7,599,100
17,207,119
YEAR 3
2007-2008
17,207,119
3,557,165
-
3,557,165
76,500
-
439,400
2,760,000
30,000
409,800
110,700
3,826,400
16,937,884
YEAR 4 YEAR 5 BUILDOUT
2008-2009 2009-2010 2010++
16,937,884 16,447,520 20,132,202
3,620,136 3,684,682 40,772,609
3,000,000
3,620,136 3,684,682 43,772,609
-
-
-
1,905,000
-
-
-
847,200
-
113,900
-
719,260
-
-
-
149,400
-
-
747,100
-
-
-
-
436,100
205,400
-
-
-
-
-
-
-
-
3,000,000
4,110,500 - 4,012,860
16,447,520 20,132,202 59,891,951
(1) Equal to the projected fund balance less any continuing appropriations.C-43
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-44
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 willage 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.
0-45
Appendice
CITY OF CARLSBAD
PLANNED MAJOR CAPITAL OUTLAY ITEMS 2005-2006
Org Key
GENERAL
0012120
0015020
0015060
0016370
Department
fUNO;;; ;; :;:;:;:;:;:;:;:;:;:;:;:;:;:;:;:;: :;:;:;:;:;;;
POLICE/FIELD OP'S
PARKS
FACILITIES
TRAFFIC SIGNAL MAINTENANCE
Item Description
Police vehicle equipment packagerlight bar, in car radio, GPS, etc.
800 MHz handheld radios
Subtotal Police Field Op's
Roofing Repair Storage Block House & Gazebo @ Holiday Park
Shade Structure La Costa Canyon
Picnic Table/Bench Replacements
Stagecoach tennis court windscreen replacement & lighting equip.
3/4 Ton Truck ( includes SOOMhz Radio and light bar ) - Hidden Canyon
1/2 Ton Truck ( includes SOOMhz Radio and light bar ) - Aviara
Mower - Aviara
Backstops @ Calavera Fields 1 & 2
Compact Truck
Turf Cart - Pine
Subtotal Parks
Fire Station #5 Exterior wall water proofing
Heritage Hall re-roof
Fire Station #3 Re-roof & rebuild fascia
Swim complex re-roof
HVAC Calavera Hills Community Center
HVAC Roof Package Stagecoach Community Center
Arts Office re-roof
Subtotal Facilities
Traffic signal battery back up systems
Type II Cabinet replacements
Pedestrian push buttons ADA compliant
Conduit repair on Cannon and Carlsbad Blvd.
Subtotal Traffic Signal Maintenance
Qty
2
2
1
1
26
1
1
1
1
2
1
1
1
1
1
1
1
1
1
15
8
256
1
TOTAL GENERAL FUND
Cost
iiiiii:ii;:;i;i;i;i;i;i;iii|
52,000
11,000
63,000
75,000
60,000
32,500
32,000
28,100
25,100
25,000
24,000
21,550
15,000
338,250
35,000
30,000
30,000
25,000
24,000
20,000
18,000
182,000
120,000
38,790
22,067
20,000
200,857
$784,107
:QTHERIFy(4PS:;:;:;:;:;:::;:::;:;:;:;:;:;:;:;;;:;:;:;:;:^
1212110
1626357
5026310
6215061
6401710
POLICE ASSET FORFEITURE
STREET LIGHT MAINTENANCE FUND
RECYCLED WATER
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
Surveillance Van
Subtotal Police Asset Forfeiture
24 New Street Lights on Carlsbad Blvd.
Subtotal Street Light Maintenance Fund
1/2 Ton Truck( includes SOOMhz Radio and light bar )
Truck, Compact
Subtotal Recycled Water
Sedan, Police
Ambulances
Ladder Truck (Quint)
Sedan, Intermediate
Sedan, K9
5 CU Yd Dump Truck
Sedan, Fullsize
Sedan, Intermediate, Police
Mower, Special
1/2 Ton Truck
1 Ton Utility Truck
1 Ton flatbed Truck
1 Ton, Dump Truck
SUV, Intermediate 4x4
3/4 Ton Truck
Sedan, Hybrid
Subtotal Vehicle Replacement
PC Replacement
Replacement printers: HP Network laser printers
Replacement monitors
Microsoft SQL database server
Subtotal Information Technology
1
24
1
1
11
2
1
3
2
1
2
3
2
2
1
1
1
1
1
1
35
220
37
60
1
TOTAL OTHER FUNDS
50,000
50,000
149,000
149,000
25,100
20,000
45,100
330,000
300,000
825,000
72,000
60,000
60,000
56,000
54,000
42,000
40,000
30,000
28,000
28,000
25,000
24,000
21,000
1,995,000
254,829
51,828
24,244
21,163
352,064
$2,591,164
GRAND TOTAL $3,375,271
Major Capital Outlay only includes items over $10,000
D-1
CITY OF CARLSBAD
OUT-OF-STATE TRAVEL REQUESTS 2005-06
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
#OF
PEOPLE DESTINATION
05-06
BUDGET
REQUEST
GENERAL FUND
0010110
0010310
0011010
0011012
0011013
0011110
0011112
0011210
0011310
0011510
0011610
0012110
0012120-26
0012130
0012131
0012140
0012146
0012225
0012220
0013010
0013210
CITY COUNCIL
CITY TREASURER
CITY MANAGER
COMMUNICATIONS
VOLUNTEERS
ADMINISTRATIVE SERVICES
STRATEGIC CHANGE TEAM
CITY ATTORNEY
FINANCE
HUMAN RESOURCES
RECORDS MANAGEMENT
POLICE ADMINISTRATION
POLICE FIELD OPERATIONS
POLICE INVESTIGATIONS
POLICE VICE/NARCOTICS
POLICE SUPPORT OPERATIONS
DISASTER PREPAREDNESS
FIRE PREVENTION
FIRE - EMERGENCY OPERATIONS
COMMUNITY DEVELOPMENT
PLANNING
Innovation Groups, Transforming Local Gov't Conference
Legislative Meetings
Association of Public Treasurers US & Can. Annual Conf.
Innovation Groups.Transforming Local Gov't Conference
ICMA Best Practices Conference
Innovation Groups Advisory Meetings
Legislative Meetings
National League of Cities
ICMA Annual Conference
CCCMA
NATOA Conference
American Volunteer Association Conference
Innovation Groups - Forum Meetings
Innovation Groups.Transforming Local Gov't Conference
ICMA
Innovation Groups.Transforming Local Gov't Conference
IMLA Annual Conference
IMLA Mid- Year Conference
Nat'l College of DA's - Government Civil Practice
GFOA 2006 Conference
Integrated Financial/HR Windows Based Systems Goal
Software Users Conference
Western Region Intergovernmental Personnel Asmnt Assoc.
Linkage
CalPelra Board Meeting
IPMA National Conference
AIIM Annual Conference
ARMA Annual Conference
MER Annual Conference
International Association of Chiefs of Police Annual Conf.
FBI National Academy
International Assoc. Identification Forensic Conference
Out of state travel for suspect and/or witness interviews
Out of state travel for suspect and/or witness interviews
California Narcotics Officers Assoc. Conference
Out of state travel for background investigations
IAEM Annual Conference
NEMA Conference
Contingency Planning West Conference
National Fire Protection Association Annual Conference
Weapons of Mass Destruction Training
American Planning Association
International Council of Shopping Centers
APA Conference
D-2
5
2
1
3
3
2
5
2
2
2
3
1
1
1
1
1
1
1
1
1
3
3
1
3
1
1
1
1
1
1
1
1
TBD
TBD
2
1
1
1
1
1
6
1
1
2
Dayton, OH
Washington, D.C.
Chicago, IL
Dayton, OH
Out of State
Michigan
Washington, D.C.
Washington, D.C.
Out of State
Out of State
Washington, D.C.
Out of State
Western US
Dayton, OH
Minneapolis, MN
Dayton, OH
Savannah, GA
Washington, DC
Santa Fe, NM
Montreal, Quebec
Out of State
Out of State
Arizona
Out of State
Arizona
Las Veqas, NV
Philadelphia, PA
Chicago, IL
Chicago, IL
Miami, FL
Quantico, VA
Dallas, TX
TBD
TBD
Reno, NV
Out of State
Phoenix, AZ
Out of State
Las Vegas, NV
Out of State
Out of State
San Antonio, TX
Las Vegas, NV
San Antonio, TX
6,000
2,000
8,000
1,987
1,987
3,750
4,000
2,000
5,000
2,000
3,000
19,750
2,000
4,500
6,500
1,700
1,700
1,800
1,500
1,900
5,200
1,500
1,500
1,800
1,900
1,800
5,500
1,300
3,550
2,100
6,950
600
8,000
2,000
1,600
12,200
2,500
2,500
2,700
7,700
1,500
1,500
975
1,400
2,375
1,000
1,000
400
2,000
2,400
1,000
1,000
1,500
1,200
1,800
4,500
1,000
1,000
0
0
1,700
1,300
3,000
3,400
3,400
ORG KEY DEPARTMENT
CITY OF CARLSBAD
OUT-OF-STATE TRAVEL REQUESTS 2005-06
TRAVEL DESCRIPTION
#OF
PEOPLE DESTINATION
05-06
BUDGET
REQUEST
GENERAL FUND
0013310
0013510
0014040
0014050
0014062
0014065
0014070
0014510
0014520
0014527
0015710
0016010
GEOGRAPHIC INFO. SYSTEMS
ECONOMIC DEVELOPMENT
LIBRARYrTECHNICAL SERVICES
LIBRARY MEDIA SERVICES
CULTURAL ARTS GALLERY
CULTURAL ARTS
DOVE LIBRARY ADMIN
PARK PLANNING & MANAGEMENT
RECREATION-AQUATICS
RECREATION-FEE SUPPORTED
ENGINEERING
PUBLIC WORKS ADMIN.
Urban & Regional Information System Association Conf.
International Council of Shopping Centers
Sirsi Users Group Conference
Library Programming Awards NATOA Conference
American Association of Museums Conference
Americans for the Arts Annual Convention
Public Library Association
Sirsi Superconference
American Society of Landscape Architects Conference
National Recreation and Parks Association Aquatics Conf.
World Waterpark Association Annual Conference
IEG Annual Conference
AWWA CA NV Section Fall Conference
AWWA National Conference
Annual District 6 Institute of Transportation Engineers
Permits Pluss Annual Conference
APWA Conference
1
1
1
1
1
1
2
1
2
3
3
1
2
1
1
1
1
Kansas City, MO
Las Vegas, NV
Nashville, TN
Washington, DC
Boston, MA
Out of State
Boston, MA
Nashville, TN
Ft. Lauderdale, FL
Austin, TX
Las Vegas, NV
Chicago, IL
Reno, NV
San Antonio, TX
Kalispell, MT
Out of State
Minneapolis, MN
TOTAL GENERAL FUND
1,200
1,200
1,300
1,300
1,700
1,700
1,280
1,280
1,600
1,600
800
800
4,200
1,600
5,800
3,300
3,300
2,325
1,725
4,050
3,900
3,900
2,800
2,200
1,700
1,200
7,900
3,000
3,000
$132,992
| OTHER FUNDS
1212110 POLICE -ASSET FORFEITURE
5016310 WATER OPERATIONS
5026310 RECYCLED WATER OPERATIONS
5206375 SOLID WASTE
6401710 INFORMATION TECHNOLOGY
TOTAL OTHER FUNDS
GRAND TOTAL OUT OF STATE TRAVEL
Narcotics Officers Association Annual Conference
Colorado River Water Users Association
AWWA Spring Conference
Itron Users' Conference
Itron Custom Crystal Report Training
Harris Utility Billing Conference
Hansen Software Conference
American Backflow Prevention Conference
Tri-State Water/Sewer Seminar
Western Regional Backflow Conference
NRC Congress & Expo
Brainshare
BiTech Users Conference
Sirsi Users Conference
Harris Utility Billing Conference
TechLearn
Web Development Conf
Management Conference
1 Reno, NV
1 Las Vegas, NV
2 Reno, NV
2 Dallas, TX
1 Spokane, WA
1 Out of State
2 Out of State
1 Lk Buena Vista, FL
1 Stateline, NV
1 Las Vegas, NV
1 Minneapolis, MN
1 Salt Lake City, UT
1 Seattle, WA
1 St. Louis, MO
1 Out of State
1 Las Vegas, NV
1 Out of State
2 Out of State
1,200
1,200
1,000
1,500
4,600
2,000
2,300
2,700
14,100
500
500
500
1,500
3,600
3,600
2,300
1,500
1,600
2,500
2,100
2,600
4,000
16,600
$37,000
$169,992
D-3
MISCELLANEOUS STATISTICAL INFORMATION 2005-06
Date of Incorporation July 16,1952
Type of City General Law
Form of Government Council/Manager
Area 42.19sq. miles
Population (CA Dept of Finance Report 1/1/05) 95,146
Net Assessed Valuation 15,741,121,590
Streets:
Number of Street Lights 6,445
Miles of Streets 295
Fire Protection:
Number of Stations 6
Number of Firefighters & Officers 73
Police Protection:
Number of Stations 1
Number of Sworn Police Officers 1 09
Water System:
Number of Customers 83,400
Number of Water Connections 25,900
Average Daily Consumption (in Millions of Gallons) 19.1
Miles of Lines and Mains 434
Sewer System:
Number of Customers 62,570
Number of Sewer Connections 20,500
Average Daily Flows (in Millions of Gallons) 7.64
Miles of Sewers 254
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) 625
Number of Pools 1
Number of Libraries 2
Number of Materials in Library Collections 373,998
Total Number of Authorized Full-Time City Employees 660
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
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RESOLUTION NO. 2005-196
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 2005-06 FOR THE CITY
OF CARLSBAD AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR THE VARIOUS FUNDS.
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for fiscal year 2005-06 and
has held such public hearings as are necessary prior to adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan Consistency for
all projects receiving an allocation of funds for fiscal year 2005-06 on May 4, 2005 pursuant to
Planning Commission Resolution No. 5896.
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
Carlsbad entitled, "City of Carlsbad, 2005-06 Operating Budget and 2005-06 to Buildout Capital
Improvement Program - Preliminary" as amended in accordance with Exhibits 3-A through 3-C
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.
2. That the amounts reflected as estimated revenues for fiscal year 2005-06 as
shown in Exhibits 3-A and 3-B are hereby adopted as the budgeted revenues for 2005-06.
3. That the amounts designated as the 2005-06 Budget request in Exhibits 3-A and
3-B are hereby appropriated to the department or fund for which they are designated, and such
appropriation shall not be increased except as provided herein.
4. That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
funds:
D-6
Page 2 of Resolution # 2005-196
1 A. No expenditure of funds shall be authorized unless sufficient funds have
2 been appropriated by the City Council or City Manager as described below.
3 i. The City Manager may authorize all transfers of funds from account to
4 account within any department.
5 ii. The City Manager may authorize transfers of funds between
6 departments within the same fund in an amount up to $100,000 per transfer.
7 iii. The City Manager may delegate any of the authority given to him under
8 this resolution.
9 iv. The City Manager may authorize budget adjustments involving offsetting
10 revenues and expenditures; the City Manager may authorize increases in an appropriation for a
11 specific purpose where the appropriation is offset by unbudgeted revenue, which is designated
12 for said specific purpose.
13 v. The City Manager may authorize the transfer of appropriations between
14 accounts and/or capital projects up to $1,000,000 for the costs associated with the Encina
15 Wastewater Facility (Encina) as authorized by the Encina Wastewater Authority's staff and/or
16 Board. Any increase to the total appropriations for Encina's operating budget and capital
17 program must be approved by the City Council.
18 vi. The City Manager may authon'ze budget adjustments to increase the
19 appropriations for Workers Compensation and Liability funds operating budget in an amount
20 equal to the increases in costs of claims expenses.
21 vii. The City Council must authorize all transfers of funds from the Council's
22 Contingency Account.
23 B. The City Manager may authorize emergency out of state travel for public
24 safety or emergency services purposes.
25 C. The City Council must authon'ze any increase in the number of authorized
26 permanent personnel positions above the level identified in Exhibit 3-C.
27 D. The City Manager may authorize the hiring of temporary or part time staff as
28 necessary, within the limits imposed by the controls listed above.
D-7
Page 3 of Resolution # 2005-196
1 6. That the legal level of budgetary control is the fund level. Budgets may not legally be
2 exceeded at the fund level without appropriate authorization by the City Council.
3 7. That interest earned on grants may be appropriated during the year for the purpose
4 for which the grant was received.
5 8. That all appropriations in the Operating Budget and in Capital Improvement Program
6 remaining unexpended at June 30, 2005, are hereby appropriated to the 2005-06 fiscal year
7 9. That the Finance Director is authorized to make the following budget adjustments to
8 the Encina Capital Projects in the 2004-05 fiscal year:
9 Encina Building Improvements $ 1,287,442
Encina Capital and Staffing (315,381)
Encina Flow Equalization 119,020
11 Encina Phase V Expansion (1.655.498)
12 Total Budget Decrease $ (564.417)
13 10. That all appropriations for outstanding encumbrances as of June 30, 2005, are
14 hereby continued into 2005-06 for such contracts or obligations.
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Page 4 of Resolution # 2005-196
PASSED, APPROVED AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 21st day of JUNE , 2005 by the following vote, to wit:
AYES: Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
layer
ATTEST:
LORRAINE M. WOOD,
(SEAL)
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RESOLUTION NO. 2005-197
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE
2005-06 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 2005-06 appropriation limit of one hundred fifty-three million, nine hundred thirty-
eight thousand, forty-seven dollars ($153,938,047) as computed in Exhibit 6-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 21st day of JUNE . 2005, by the following vote, to wit:
AYES: Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
. LEWIS, Mayor
ATTEST:
LORRAINE M. WOOD, City CleVk<SEAL>7
D-10
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 2005-06 Limit were:
> Population growth in Carlsbad, AND
> Growth in California per capita income
The formula is outlined below:
2004-05 Expenditure Limit $142.508.838
% Carlsbad Population Growth 1.0262
Growth in California per capita income X 1.0526
Net Increase Factor 1.0802
2005-06 Limit (2004-05 Limit X Factor) $153.938.047
Current Appropriation of Proceeds of Taxes $87,065,832
(Subject to the Limit)
The spending limit for the City of Carlsbad for 2005-06 is $153.9 million, with appropriations of
"proceeds of taxes" of $87.1 million. The result of the calculation provides the City with an
operating margin of $66.8 million.
D-11
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-12
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-13
INDEX
About the City of Carlsbad, iii
Accounting Systems and Budgetary Control, D-5
Administrative Services Summary, B-39
Adult Learning Program, B-106
Arts Office, B-108
Arts Special Events, B-111
Asset Forfeiture - Various, B-69
Economic Development, B-84
Economic Profile, A-5
Emergency Operations, B-75
Engineering, B-128
Expenditure Schedule, B-25
fi
Budget Awards, A-24
Budget Process, A-4
Buena Vista Creek Channel Maintenance, B-148
Building Inspection, B-85
Calendar, A-23
Canine, B-59
Capital Improvement Program, C Section
Capital Improvement Projects 2005-06, C-16
Capital Outlay Items, D-1
Capital Projects, C-3
Carlsbad City Library, B-99
Cash Management, B-33
Centra de Information, B-102
Cole Library, B-98
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-104
Communications, B-37
Communications Center, B-67
Community Development Administration, B-79
Community Development Block Grant, B-89
Community Development Summary, B-78
Community-Oriented Policing, B-70
Community Services-Police, B-57
Community Services Summary, B-96
Cultural Arts Summary, B-107
Facilities Maintenance, B-135
Family Services, B-64
Field Evidence, B-60
Field Operations, B-56
Finance, B-41
Fire Administration, B-74
Fire Department Summary, B-72
Fire Prevention, B-76
Fund Balances, B-16, C-12
Gann Appropriations Limit, D-11
Genealogy/Local History, B-101
General Fund, A-10, B-1
General Services Summary, B-130
Geographic Information System, B-83
Glossary - Capital Projects, C-44
Glossary, D-12
Golf Course, B-143
Growth Projections, C-7
Growth Management Plan, C-11
H
Health Insurance, B-48
Highlights, A-3
Housing - HUD Section 8, B-88
Housing and Redevelopment Summary, B-86
Housing Trust Fund Administration, B-87
Human Resources, B-43
Debt Management Issues, A-17
Disaster Preparedness, B-68
Dove Library, see Carlsbad City Library
Information Technology, B-49
Investigations, B-60
Juvenile Diversion, B-62, B-64
INDEX
Land Use Planning, B-81
Library Summary, B-97
Lighting & Landscape District No. 2, B-139
Low/Moderate Income Housing-Village, B-93
Low/Moderate Income Housing-SCCRA, B-95
Recreation Operations, B-121
Recreation Summary, B-112
Redevelopment Operations Village Area, B-91
Redevelopment Operations SCCRA, B-94
Resolutions, D-6
Revenues - Capital Projects, C-9
Revenue Estimates, B-18
Revenue Projections - General Fund, A-12, B-18
Revenue Projections - Operating, A-11, B-18
Risk Management, B-47
M
Maintenance & Operations Summary, B-149
Media Services, B-105
Median Maintenance, B-138
Miscellaneous Non-Departmental, B-51
N
New Programs, B-8
Operating Budget Overview, B-1
Operating Expenditures, B-25
Organization Chart, iv
Other Funds, B-5, B-14
Sanitation Operations, B-153
School Resource Officers, B-63
Senior Programs, B-123
Sister City, B-110
Solid Waste Management, B-155
Special Events-Cultural Arts, B-111
Staffing, A-21
Statistical Information, D-4
Strategic Goals, A-4
Street Lighting, B-147
Street Maintenance, B-144
Street Tree Maintenance, B-137
Summary, A-19, A-20
Support Operations- Police, B-66
Storm Water Protection, B-156
Park Maintenance, B-132
Parks and Recreation Commission, B-114
Park Planning & Recreation Mgt., B-114
Personnel Allocations, A-21
Police Administration, B-55
Police Grants, B-71
Police Summary, B-53
Policy & Leadership Summary, B-29
Property and Evidence, B-63
Public Safety Summary, B-52
Public Works Administration, B-126
Public Works Summary, B-125
Purchasing, B-41
Readers Guide to the Budget, i
Records Management, B-45
Recreation - Agua Hedionda Lagoon, B-120
Recreation - Aquatics, B-118
Recreation Fee Supported, B-116
Task Force, B-65
Technical Services - Library, B-103
Traffic Signals, B-146
Trails, B-134
Travel, D-2
Vehicle Maintenance, B-140
Vehicle Replacement, B-142
Vice/Narcotics, B-61
w
Wastewater Operations, see Sanitation Op's.
Water Operations, B-151
Weed Abatement, B-77
Worker's Compensation, B-46
Youth/School Programs, B-62