HomeMy WebLinkAbout; ; 2006 - 2007 Operating Budget & CIP Part 1; 2006-07-01City of
California
5610
I 8 8
2006-2007
OPERATING BUDGET &
CAPITAL IMPROVEMENT PROGRAM
City of Carlsbad
_ 2006-07 Operating Budget
I and Capital Improvement Program
I
• Mayor
Claude "Buddy" Lewis
City Council
| Matt Hall
Ann Kulchin
I Mark Packard
. Norine Sigafoose
Citv Manager
Raymond R. Patchett
Administrative Services Director
James F. Elliott
I
I
Prepared by the Finance Department
Finance Director
Lisa Irvine
Website: www.carisbadca.gov
I Cover design by; Darin Neves
CITY OF CARLSBAD, CALIFORNIA 2006-2007 BUDGET
i
i
i
i
i
i
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
Strategic Goals A-4
Budget Summary A-20
Personnel Allocations A-21
2006-07 Budget Calendar A-23
Budget Awards A-24
OPERATING BUDGET
Overview B-1
Projected Fund Balances B-15
Revenue Estimates B-17
Budget Expenditure Schedule B-24
Program Summaries
Policy & Leadership Group
Policy and Leadership Group Summary B-28
City Council B-29
City Clerk B-31
City Treasurer B-32
City Manager B-34
Communication B-36
City Attorney B-37
Administrative Services
Administrative Services Summary B-38
Administration B-39
Finance B-40
Human Resources B-42
Records Management B-44
Workers' Compensation B-45
Risk Management B-46
Self-Insured Benefits B-47
Information Technology B-48
Miscellaneous Non-Departmental B-50
Public Safety
Public Safety Summary B-51
Police Department Summary B-52
Administration B-54
Field Operations B-55
CITY OF CARLSBAD, CALIFORNIA 2006-2007 BUDGET
TABLE OF CONTENTS
Public Safety (continued)
Community Services B-56
Canine B-58
Investigations/Field Evidence B-59
Vice/Narcotics B-60
Youth/School Programs B-61
Property and Evidence/Records B-62
Family Services B-63
Task Force B-64
Support Operations B-65
Communications Center B-66
Disaster Preparedness B-67
Various Asset Forfeiture B-68
Community Oriented Policing B-69
Police Grants B-70
Fire Department Summary B-71
Administration B-73
Emergency Operations B-74
Fire Prevention B-75
Weed Abatement B-76
Community Development
Community Development Summary B-77
Administration B-78
Land Use Planning & Planning Commission B-80
Geographic Information System B-82
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-90
Low/Moderate Income Housing Village Area B-92
Redevelopment Operations South Carlsbad Area B-93
Low/Moderate Income Housing South Carlsbad Area B-94
Community Services
Community Services Summary B-95
Library Summary B-96
GeorginaCole Library B-97
Carlsbad City Library (Dove Library) B-98
Genealogy/Local History B-100
Centre de Information B-101
Technical Services B-102
Collection Developments Acquisitions B-103
Media Services B-104
Adult Learning Program B-105
Cultural Arts Summary B-106
Arts Office B-107
-ii-
I CITY OF CARLSBAD, CALIFORNIA 2006-2007 BUDGET
i
i
i
TABLE OF CONTENTS
Community Services (continued)
Sister City B-109
Special Events B-110
Recreation Summary B-111
Park Planning & Recreation Management B-113
Recreation Fee Supported B-115
Recreation-Aquatics B-117
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-131
Park Maintenance B-133
Trails B-135
Facilities Maintenance B-136
Street Tree Maintenance B-138
Median Maintenance B-139
Lighting & Landscape District No. 2 B-140
Vehicle Maintenance B-141
Vehicle Replacement B-143
Carlsbad Golf Course B-144
Street Maintenance B-145
Traffic Signal Maintenance B-147
Street Lighting B-148
Buena Vista Channel Maintenance B-149
Maintenances Operations Summary B-150
Water Operations B-152
Sanitation Operations B-154
Environmental Programs B-156
Solid Waste Management B-157
Storm Water Protection B-158
CAPITAL IMPROVEMENT PROGRAM - OPERATING BUDGET
Overview C-1
Project Evaluation C-2
Capital Projects-The Next Five Years C-3
Capital Projects-Through Buildout C-5
Future Growth and Development C-7
Revenues C-9
Summary C-10
Growth Management Plan C-11
Capital Funds Projected Fund Balances for FY 2005-2006 C-12
Capital Funds Projected Fund Balances for FY 2006-2007 C-13
Capital Revenues Actual and Estimated C-14
Capital Funds Budget Expenditure Schedule C-15
CITY OF CARLSBAD, CALIFORNIA 2006-2007 BUDGET
TABLE OF CONTENTS
Capital Improvement Program (continued)
Detail Schedule of Capital Projects by Category FY 2006-2007 to Buildout C-16
Capital Improvement Program Fund Summary C-32
Glossary of Capital Project Funding Sources C-46
APPENDICES
Planned Major Capital Outlay Items 2006 - 2007 D-1
Out of State Travel Requests 2006 - 2007 D-2
Miscellaneous Statistical Information D-5
Accounting Systems and Budgetary Control D-6
Resolution Adopting the Budget D-7
Gann Limit Resolution D-13
Glossary D-14
-IV-
READER'S GUIDE TO THE BUDGET
i
This budget document has been designed to provide the public concise and readable
information about the City of Carlsbad's 2006-07 budget. The budget is separated into
three major sections: the Overview, the Operating budget, and the Capital Improvement
Program.
Overview
The beginning of the budget document contains the City Manager's transmittal letter and
overview information. The overview information will provide summary data to the reader
for the Operating budget and the Capital Improvement Program, as well as information
on personnel allocations and debt management issues.
Operating Budget
The Operating budget section has seven tabbed sections providing a summary of the
operating budget and budget information for each of the six major service areas. The
summary section begins with an overview of the revenue assumptions and the policies
used to develop the budget. The overview is followed by tables providing detailed
information on fund balances, expenditures, and revenues. The following sections are
separated by major service areas, which are Policy and Leadership Group,
Administrative Services, Public Safety, Community Services, Community Development,
and Public Works. Within these broad categories, the budget is organized on a
departmental basis. Summaries, financial and descriptive, are included for department
groups containing more than one program. The summary page is followed by detailed
program information. Some departments consist of one program only, and thus only
one page is included for them. For each program, a financial history and the 2006-07
budget figures are presented. Also included are narrative statements describing
program activities, associated workload measures or performance objectives, key
achievements for 2005-06, and key goals for 2006-07.
Capital Improvement Program
The Capital Improvement Program (CIP) is located in the back of the budget document.
An overview of the CIP provides general information about the process used in
preparing the budget for capital projects and describes how development information is
used to project future revenues that fund these projects. In addition, major CIP projects
are highlighted and discussed. The next section contains summary revenue and
expenditure tables by funding source and a detailed project expenditure schedule listing
the cost and timing of each future and current CIP project. Following this schedule are
fund summary pages, which list the revenues and detail expenditures by fund, thus
providing cash flow information and annual projected fund balances for each Capital
Improvement Program fund.
Appendices
The Appendices contain a detailed listing of the 2006-07 Planned Major Capital Outlay
items by department. An Out-of-State Travel Detail is presented next. The last section
of the Appendices provides information on the Gann Limit, budget process, accounting
system and budgetary control, the adopted Resolution for the budget, and a glossary.
i
COUNCIL VISION STATEMENTS
Carlsbad City Council
2006
Five-Year Vision Statements
_-^~rtJ'Tr*rd""l£-r^
City Council continues to clarify and pursue the vision of
Carlsbad that reflects the pride and quality of life for all who live,
work, and play here.
Carlsbad...
* Provides a diverse and healthy economic base, provides opportunities for
employment to the residents of Carlsbad, economic vitality to the community,
and the necessary revenues to support City services.
» Policies and decisions implement the General Plan, enforce the Growth
Management Plan, maintain the safety and security of its citizens, and are based
on what is best for Carlsbad.
* Occupies a leadership role in local and regional planning, (e.g., water, beach,
circulation, and environmental issues) important to local governments actively
involved in addressing governmental issues at the local, state and national
levels.
» Provides an open government for the betterment of the community and
encourages, in a non-partisan manner, active citizen participation and
involvement with the City Council and the City's Boards and Commissions.
And Carlsbad Efficiently and Effectively...
* Delivers top-quality public services.
* Manages its environment proactively, including:
. Open space
. Wildlife habitats
• Water quality/conservation
• Beach erosion
• Air quality
. Resource conservation and waste reduction
+ Promotes a safe and efficient integrated transportation system.
* Maintains citywide "small town" community spirit.
* Provides a community where continuous and life-long learning is supported and
encouraged for people of all ages.
* Looks ahead and works to anticipate changes that are required now in order to
make a better future for its citizens.
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
i
ABOUT THE CITY OF CARLSBAD
The City of Carlsbad is a unique coastal community
located 35 miles north of the City of San Diego and
surrounded by mountains, lagoons, and the Pacific
Ocean. The City is governed by a five-member City
Council under the Council/Manager form of
government. Although the "village" dates back more
than 100 years, Carlsbad incorporated in 1952 as a
General Law city. Currently, the City is over two-thirds
developed and is expected to grow from a population
of 98,607 to 117,000 once its 42 square miles are built
out. Industries in the area include a major regional
shopping center; a specialty outlet center; 21 auto
dealers; 34 hotels offering over 3,400 rooms for tourist
lodging; high technology, multimedia and biomedical
businesses; electronics, golf apparel and equipment
manufacturers; several business and light industry
parks; and numerous land developers building single
and multi-family housing in a variety of community
settings.
The City provides the full range of services normally associated with a municipality including
police, fire, parks and recreation, library, planning and zoning, building and engineering, various
maintenance services, and administration. The City provides water services through the
Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as
the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City has a Redevelopment Agency with two active areas: the
Village Redevelopment area that encompasses 0.4 square miles of the downtown area; and the
South Carlsbad Coastal Redevelopment area, which is just south of the Village Redevelopment
area and fronts the Pacific Ocean. The City's Housing Authority administers federal housing
assistance to 622 low-income Carlsbad families. Older Carlsbad residents receive assistance
through the City's senior citizen programs.
School programs and facilities are provided by four different school districts located within the
City boundaries. The City Council has no direct control over these school districts; however, the
Council recognizes the importance of quality school facilities and programs to Carlsbad's
residents. Thus, the Council and staff work with the school districts on a regular basis.
LIVE - WORK - PLAY - ENJOY!
ill
Personnel
Board
Beach
Preservation
Committee
—»
Community
Television
Foundation
Traffic
Safety
Commission
Underground
utilfty Advisory
Committee
Review K*
Board
Housing
Commission
Housing & >
Redevelopment J-
Commission i
Planning i
Commission
POLICE
KEY
Etectod °
Council Appointed. ~i IH
Staff Support "" "
Reporting Relationship—
Program* d3
CITY OF CARLSBAD ORGANIZATION CHART
ELECTORATE
HUMAN
RESOURCES
INFORMATION
TECHNOLOGY
RISK
MANAGEMENT
RECORDS
MANAGEMENT
MAYOR
&
COUNCILD • M". >.
TREA-i ItER/
CITY MANAGER I fl CITY ATTORNEY
Arts
Commission
Sister City
Committee
Historic
Preservation
Commission
Library Board
of
Trustees
Serra Cooperative
Library System
Advisory Board
ENGINEERING
SERVICES
GENERAL
SERVICES
MAINTENANCE &
OPERATIONS
ECONOMIC
DEVELOPMENT
GEOGRAPHIC
INFO SYSTEMS
HOUSING AND
REDEVELOPMENT
PLANNING
LIBRARY
RECREATION
SENIOR
CENTER
Parks & Rec
Commission
ee
PUBLIC
SAFETY
ADMINISTRATIVE
SERVICES: . ~ .. :
FIRE
PVBJJC
WORKS
FINANCE
COMMUNITY
DEVELOPMENT
ADMINISTRATION
COMMUNITY
SERVICES
BUILDING ARTS
Senior
Commission
1
Overview
Office of the City Manager
To the Honorable Mayor and City Council:
2006-07 BUDGET TRANSMITTAL
I am pleased to submit the FY 2006-07 Operating Budget and Capital Improvement
Program for the City of Carlsbad. The combined budget totals $220.6 million, with
projected revenues of $248.7 million. Of the total budget, $171.8 million (78%) will be
used to finance the operations of the City, while $48.8 million (22%) will go toward the
construction of capital improvements throughout Carlsbad. Our goal has been to prepare
a comprehensive financial plan for all services, programs, and capital projects that will
assist the Council in the achievement of its vision for Carlsbad.
The FY 2006-07 budget was developed this year with the emphasis on creating a
sustainable community through fiscal discipline. The City is approaching the build out of
its remaining vacant land and, thus, will be ushering in a new era focusing on maintaining
the City's infrastructure rather than building it. It requires that we provide excellent
services for the developing community today but also insure that the city is poised to
make the transition and address the needs of a fully built out city in the near future. The
FY 2006-07 budget reflects the anticipation of these changes by using methods, such as
temporary staffing, that fulfills the current demand while allowing for a smooth transition
into a maintenance mode in the future.
Overall, the operating budget has increased by 8.5%. The increase is predominately due
to the escalating cost of fuel and additional personnel costs. In addition, the first full year
of cost for operating and maintaining new facilities such as Aviara Park, Pine Park and
Hidden Canyon Park have added to the City's costs. The budget also includes funding
for over 35 capital improvement projects with new appropriations of nearly $49 million.
Added to the work currently underway, the City's capital improvement program for the FY
2006-07 budget year contains approximately $193 million to improve the City's roads,
parks and other infrastructure.
A large portion of the capital program will go to expand the City's recreational venues
with the addition of tennis courts at Poinsettia Park, a new 18-hole championship golf
course, an aquatic center and building a Library Learning Center to permanency house
the Adult Learning and Centra de Informacion programs. Finally, the City is working on
numerous road segments that will greatly enhance its transportation system as well as
water projects that will insure an adequate water supply for Carlsbad's residents and
businesses. A large number of the resources in the operating budget will be dedicated to
meeting the development schedule for these and many other projects contained in the
Capital Improvement Program.
Carlsbad's economic position continues to be an enviable one. A relatively healthy local
economy over the past five years provided the stimulus to attract additional revenue-
generating sites to Carlsbad; adding to the City's strong revenue base. The City's
assessed values are expected to increase by approximately 15% this year. Carlsbad's
reputation as a tourist destination is also growing with many new hotels added in the
recent past, generating over $11 million in transient occupancy taxes.
A-1
1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 • (760) 434-2821 • FAX (760) 720-9461
One of the systems in place to keep the City financially strong is the Infrastructure
Replacement Fund. This fund was set up to ensure that resources are available when
needed to replace the City's streets, sidewalks, buildings and other infrastructure. The
City of Carlsbad is relatively new, so it has not yet experienced the significant cost of
replacing the infrastructure as it ages. We are just beginning to experience the high cost
of major repairs on some of our older roads. The Infrastructure Replacement Fund will
be used to accumulate funds and pay for the replacement of the City's infrastructure as
needed. This year's budget has increased the allocation from 4% to approximately 6.5%
of the General Fund for a total of a $7.2 million allocation for this program.
Over the City's past 50+ years, Carlsbad has continued to grow and prosper as a result
of the vision and leadership of its City Council. The Council's commitment to their vision,
and their willingness to provide the funding to achieve it, has resulted in a highly
desirable City in which to live, work and play. The FY 2006-07 Operating and Capital
Budgets continue to provide for a high quality of life for current citizens, as well as laying
the groundwork so that future generations will also be able to enjoy the substantial
benefits of our community. Continuing to balancing the desire to provide top-quality
services with slowing revenue growth and higher service costs will be the City's
challenge in the years to come.
I would like to express my appreciation to the City Council for providing the direction and
support that are crucial to the ability of the City to achieve its goals. I would also like to
recognize the contributions of City staff for not only creating a successful operating plan
and Capital Improvement Program, but also for their commitment to providing top-quality
services to all who live, work, and play in Carlsbad. Their efforts are critical to the City's
ultimate success. I offer them my thanks for a job well done.
RAYMOND R. PATCHETT
City Manager
A-2
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i CITY OF CARLSBAD
BUDGET HIGHLIGHTS
FISCAL YEAR 2006-07
WHERE THE MONEY COMES FROM..,
i
i
i
ESTIMATED REVENUES $248.7 MILLION
Intergovernmental
4%
Charges for Services
3%
Other Utility Charges J Interdepartmental
1% ~\ 16% / /~ 5%
Licenses & Permits
1%
Taxes
39%Income from
Investments &
Property
2%
Impact Fees/Special
Taxes
29%
WHERE THE MONEY GOES-
ADOPTED BUDGET $220.6 MILLION
i
i
i
i
Public Works
13%
Non Dept. &
Contingency
5%
Comm. Dev.
7%
Community Services
8%
Utilities
18%
Policy & Leadership
Admin. Services
7%
Public Safety
18%
Capital Improvement
Program
22%
A-3
CITY OF CARLSBAD BUDGET HIGHLIGHTS
The City's budget is comprised of two pieces; the operating budget and the capital improvement
program budget (CIP). The C1P provides the funds to build the parks, roads, buildings, and
other infrastructure of the City while the operating budget provides the money to staff and
operate them. The operating budget totals $171.8 million and is expected to generate $177.8
million in revenues. The CIP contains the current year budget allocation of $48.8 million and
outlines approximately 123 future projects at a total cost of $432.3 million through buildout of the
City. Capital revenues for the 2006-07 fiscal year are estimated at $70.8 million. The capital
projects include parks, civic facilities, as well as all infrastructure needs anticipated for the future
that are not expected to be constructed by developers.
€.
The budget overview on the following pages will provide the reader with a good
understanding of the budget process and the economic profile of the City as well
as with a broad overview of the services and projects planned for the 2006-07
fiscal year. This section also addresses debt management, including a schedule
of the outstanding bond issues. More detail on the City's numerous programs and
projects can be found throughout the remainder of the document.
BUDGET PROCESS
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the City
Council's five-year vision
statements. Through the
vision statements, City
Council defines and clarifies
their vision of Carlsbad. The
City Council also provides
the City with its top 15
priority projects, which
further defines the Council's
vision. The strategic goals
for the City are developed
next. These strategic goals
are reflected in the box on
the right. The strategic goals
further define the methods
used to achieve the vision
and call out areas in which
Council would like to place
special emphasis during the
year. Once these strategic
goals are developed, staff
develops operational goals
based on Council's direction.
These operational goals are
the basis for the
development of the
Operating Budget.
City of Carlsbad Strategic Goals
Balanced Community Development - A city that connects community, place
and spirit, through balanced and economically sustainable land uses.
Citizen Connection And Partnership - A city thai embraces Community
connectivity through the effective use of technological and interpersonal mediums.
Communication - Ensure that community members, Council and staff are well
informed, continuing to be a more responsive government while providing a high level
of citizen confidence in its government.
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.
Learning, Culture & Arts - Promote and support continuous learning, cultural
opportunities and the arts within the community and the City organization.
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.
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.
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.
A-4
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i
i
i
i
Carlsbad's Operating Budget is a tool that guides the achievement of Council's vision, goals and
priority projects for the City. It allocates the resources, and sets the priorities for all of the
programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful
community in which to live, work, and play. In addition, the budget is a fiscally conservative
balanced budget, to effectively sustain the community and essential City services far into the
future.
ECONOMIC PROFILE
The US economy has
experienced steady growth
over the past several years,
however a slow down is
expected in late 2006 and
early 2007. According to
preliminary estimates released
by the Bureau of Economic
Analysis, real gross domestic
product - a measure of
economic activity - increased
4.8% in the first quarter of
2006. In the fourth quarter of
2005, real GDP increased
1.7%. The major contributors to
spending, including spending on
federal government spending and
Quarter-to-Quarter Growth in Real GDP
n .Illlllllli
1 •
2002
i n •
2003
i IV I
2004
Real GDP 9rw#! ij measured at wasonafy adjusted fnmol taxs
I n
2005
the increase in real GDP in the first quarter were consumer
vehicles, business investment in equipment and software,
increased exports.
Despite the steady growth in GDP for the first quarter of 2006, UCLA Anderson Forecast's
Senior Economist David Shulman expects the economy to slow due to higher interest rates, a
relatively flat yield curve, weakness in the housing sector and continued pressure of higher
energy prices on consumer spending. Given this expectation, the UCLA Forecast projects that
the real GDP growth for 2006, 2007 and 2008 will be 3.2%, 2.4% and 3.2% respectively.
The UCLA Forecast is projecting that the housing boom is slowing and is expecting a soft
landing. According to UCLA Forecast, both statistical and anecdotal data suggests that the
housing market is cooling due to higher interest rates and exhaustion of demand. The
international risks to the UCLA Forecast include the price and availability of oil, as well as the
end of the zero interest rate policy of Japan. As the interest rates of Japan's money supply are
increased and the supply of money is tightened, there is no longer "free money" which could
potentially result in fewer investments as well as higher interest rates worldwide.
California's economy is also showing signs of softening. According to UCLA Forecast's
Senior Economist Christopher Thornberg, housing and jobs are two areas that are of concern.
Both sales of homes, as well as residential building permits, are beginning to fall, and the
appreciation of housing is slowing. In addition, the Senior Economist expects reduced home
appreciation, which is expected to slow taxable sales growth as consumers begin to spend less.
Job losses in the construction sector as residential construction and remodeling slow, will also
impact the real estate and mortgage banking industries. It appears that although UCLA
Forecast predicts that jobs may not be increasing, they see indications that the output of
manufacturing jobs is continuing to rise.
According to the UCLA Forecast, personal income in California grew by 4.5% in 2005, for the
second year in a row. However, while personal income is growing, take home pay has not
grown, due to the cost of worker benefits such as health and other forms of insurance, pension
A-5
CITY OF CARLSBAD BUDGET HIGHLIGHTS
plans, and workers' compensation insurance. These benefits have been growing at well over
twice the pace of overall payroll earnings according to UCLA's Senior Economist Thornberg.
The offsetting adjustment to these benefit increases is slower growth in take-home pay. While
take home paying is slowing, growth in taxable sales has been up by 7.5% per year for the last
two fiscal years which may be due to the appreciation in housing values.
The median price of a home in California increased from $225,000 in 2001 to over $450,000
today. This increase in value gave Californians a boost in their income, allowing them to spend
more than they were earning. As the housing industry softens, UCLA Forecast predicts that
taxable sales growth will slow as more Californians begin to save. With respect to California,
UCLA Forecast suggests to, "Look for weak growth starting by the end of this year and lasting
for up to two years."
Locally, the San Diego economy is expected to slow as well, according to several local
economists, including USD economist Alan Gin and Chief Economist for the California
Association of Realtors, Leslie Appleton-Young. When asked about the San Diego housing
market, Alan Nevin, chief economist for the California Building Industry Association said, "I think
the bloom is off the rose, but there is no doom and gloom." Several local economists agree that
despite rising interest rates, a growing inventory of houses for sale, and a slowing number of
houses selling, the county's shortage of housing will prevent prices from dropping steeply.
They also cautioned that with the new lending products that allowed middle-wage consumers to
attain financing for high-priced homes, there may be a small increase in foreclosures and
delinquencies.
USD economist Alan Gin said, "The County's overall economy would outperform the State and
the rest of the nation in 2006." Gin also said he was "concerned that most of the jobs being
created here offered modest salaries". He also cited rising interest rates and high gasoline
prices as concerns for local consumers. "Even so, the housing market will cool but not
collapse", he predicted.
Carlsbad's economy is tied closely to that of the San Diego region, although development
patterns may differ. Carlsbad experienced strong growth in FY 2005-06 in property taxes and
Transient Occupancy Taxes (TOT). Property taxes are expected to grow by over 12% reflecting
the continued escalation in housing prices during FY 2005-06 as well as new development.
TOT, the City's gauge of the tourism industry, are expected to end the year showing a 10%
gain, with a large part of that coming from the reopening of a major portion of one of Carlsbad's
premiere resorts. Sales taxes should add an additional $1 million for FY 2005-06 due to good
consumer demand after taking into consideration the closing of the Robinsons-May department
store at Plaza Camino Real, as well as a slowing in car sales.
Carlsbad's residential real estate market has continued strong throughout FY 2005-06. The City
expects to issue approximately 1,000 residential permits this year, a decrease from the 1,663 in
the previous year. The number of permits is expected to decline due to a lack of supply and a
slowing economy. There are a number of new residential communities under construction or in
the final phases of development that will add significantly to the residential housing stock in
Carlsbad. Home sales are well under way in the Calavera Hills project in northeast Carlsbad,
with 331 single-family homes and 358 multi-family units planned. The Villages of La Costa
projects known as the Oaks, the Greens and the Ridge are under construction, and will add
approximately 970 single-family and 450 multi-family units. The Bressi Ranch area is also
under construction, with 523 single-family and 100 multi-family units to be developed. And
finally, the Robertson Ranch area, which is expected to contain over 1,000 residential units, is
finishing up its master plan. The completion of these master planned communities will signal an
end to the large-scale residential developments in Carlsbad.
A-6
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i
i
i
i
i
i
i
Median SFD Home Prices
$800
$700
$600
g $400
$300
$200
$100
$0
1999 2000 2001 2002 2003 2004 2005
With supply relatively low, housing
prices have continued to escalate.
The median price for single-family
homes in Carlsbad was $748,000 for
calendar year 2005, a 5.7% increase
from the previous year. The total
assessed values in the City stand at
over $17 billion; an increase of nearly
70% over what they were just five
years ago. With the new
developments mentioned earlier
starting to sell this year, the City has
projected it will add about 2,580 more
residential units and an additional 4.1
million square feet of commercial/industrial development over the next five years. The City's
residential housing stock is about 89% built out, with approximately 5,270 housing units
remaining to develop.
Commercial and industrial development has been averaging $800,000 square feet per year.
This is expected to remain about the same over the next five years to average 820,000 square
feet per year with the large industrial developments of the Forum, Carlsbad Raceway, and Oaks
North. Some of the major companies in town include the Gemological Institute of America,
ViaSat, Invitrogen, Callaway, TaylorMade, Upper Deck, and many others.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for City
services. Carlsbad is home to Car Country Carlsbad - an auto mall; the Carlsbad Premium
Outlets - a specialty outlet center; Plaza Camino Real - a regional shopping mall; a Costco
center; and the most recent addition; the Forum at Carlsbad - a commercial center with upscale
retail shops, restaurants and other commercial uses.
Development has also enhanced Carlsbad's reputation as a destination resort for tourism. The
City is host to a major family theme park: Legoland, and has two luxury resorts available for its
visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a
number of other quality hotels and motels in the City, with the most recent addition being the
West Hotel, which opened in May 2006, bringing the total available hotel rooms in the City to
about 3,400.
For the future, there are several new tourist-serving projects in development. The La Costa
Resort received approval to develop up to 197 commercial resort villas on their site. These are
expected to be phased in over the next several years, adding over $1.4 million in TOT when
completed. Two hotels near the airport have been approved, which would add an additional
249 hotel rooms, bringing in an estimated $500,000 per year in TOT. In addition, a new project
next to Legoland has been approved for 350 hotel rooms and 350 timeshare units. This project
will also be phased in over time, and is expected to generate an additional $1.4 - $1.7 million
per year in TOT.
It is the Council's goal to ensure that the City remains in good financial health, and there are a
number of steps the City has taken to attain that goal. One of these is the Growth Management
Plan. This plan was adopted by the citizens to ensure that all necessary public facilities were
constructed along with development. It also ensures that a financing plan is in place to pay for
the facilities prior to the development of the property.
A-7
CITY OF CARLSBAD BUDGET HIGHLIGHTS
In addition to the Growth Management Plan, the City also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative to plan for the impacts of serving new development and operating new public
facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten-
year operating forecast for the General Fund, and a 20+ year Capital Improvement Program.
As part of the Capital Improvement Program, the City annually calculates the amounts needed
to pay for the various projects, and calculates the anticipated operating budget impacts. In this
way, we can anticipate the effects of development from both a capital and an operating
perspective.
One important initiative the City has undertaken to ensure its financial health, is the
development of an Infrastructure Replacement Fund. With this fund, the City sets aside money
on an annual basis for major maintenance and replacement of its infrastructure. Much of the
City's infrastructure is relatively new; thus, the City has not felt the full impact of maintenance.
By setting aside funds now, the citizens of Carlsbad can be assured that the proper
maintenance and replacement, when needed, will be performed on streets, parks, and many
facilities for which the City is responsible.
General Fund Revenues
100 x
97 06 06e 07e
• Sales tax • Property Tax nTOToVLF BSDGE franchise o Other Franchise
Carlsbad's current
economic position is an
enviable one. A
relatively healthy local
economy over the past
ten years provided
additional revenue-
generating sites that
allow the City to
continue to add new
facilities and services for
the citizens. The City
hosts three regional
shopping areas within
its boundaries: a large
regional mall, an outlet
center and, the latest development, a high-end retail center in the southern part of town called
The Forum. Together, these sites contribute approximately $4.5 million annually to the City's
sales taxes. The City's Auto Mall generates another $6.5 million per year in sales taxes for the
City. Legoland, a family theme park, contributes to the City's sales tax base and stimulates the
development of new hotels in the area. The effect of the new development and the demand for
housing in Carlsbad, is an increasing tax base. The four major revenue sources for the City:
property taxes, sales taxes, transient occupancy taxes (TOT) and franchise taxes, are expected
to provide $79 million, or 77%, of the City's General Fund revenues in FY 2005-06. These
taxes and fees are the major source of funding for most of the City's services, and allow the City
to live up to its reputation as one of the premier locations in San Diego County.
The City's base sales taxes are projected to grow by 4.0%, while year-over-year sales tax
growth is projected to grow by about 9.2% for FY 2006-07, due to one-time adjustments during
FY 2005-06. While the growth in housing prices is expected to moderate as interest rates rise,
there is a lag with the property tax revenue and therefore, according to the County Assessor,
the City should expect assessed values to increase by over 15% in FY 2006-07. New building
permits are predicted to slow slightly as new housing developments come on line and
absorption rates of new homes slows. And finally, tourism is expected to continue to be strong,
with TOT receipts projected to grow by 6% in the future, with the addition of more available
A-8
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i
i
i
rooms. More information on all of the City's revenues and programs can be found in the later
sections of this document.
In addition to the risk of the softening in the housing market or a slow down in the
economy, the State of California's fiscal problems also cast a shadow on the City's
economic future. The State of California has been in a severe fiscal crisis for a
number of years. Through a variety of loans, one-time revenues, interfund
borrowings and raids on city, county and special district funds, the State has been
able to manage its cash flows and stay solvent. However, more drastic measures will be
needed for the State to finally get its budget in balance.
According to the Legislative Analyst's
Office (LAO), the State is facing
significant deficits in future years
despite the stronger revenues seen in
the past several months. The LAO's
report states that the State's 2006-07
budget is using a significant portion of
the fund balance to cover the State's
current operating shortfall, and a $4.5 to
$5 billion shortfall is expected to exist in
fiscal years 2007-08 and 2008-09. The
ongoing budget shortfalls result from
expenditures growing faster than
revenues. The State has balanced its
budget by taking City money in the past,
and there is a risk that the State may
continue this practice in the future.
LAO Forecast for
Figure 2
The 2006-07 Budget
General Fund Condition
State of California
[UMSiwJ
Prior-year fund balance
Revenues and transfers
Total resources available
Expenditures
Endng fund balance
Encumbrances
1 Rjnania
Budget Stsbillzrtion Account
Reserve for Economic Uncertainties
2005-06
$g,sii
02.749
$1 02.260
02.730
$9,530
521
19,000
—
$9.009
2006-07
10,530
94,354
3103,884 |
101,261
32,623
521
32,102 I
$472
$1,630
In FY 2003-04, the State took
approximately $1.5 million in Vehicle License Fees from the City's General Fund with the
promise to pay it back in the future. The repayment was made in FY 2005-06. In November
2003, a ballot measure was passed authorizing what is known as the "Triple Flip". This is a
complicated method of securing payment for the Deficit Reduction Bonds, issued by the State to
balance their budget. It is essentially a temporary swap of a V* cent of the local government's
sales tax in return for property tax. It should have no effect on the amount of tax revenues the
local governments receive, but it will result in the loss of some interest earnings due to the delay
in the timing of the receipt of the taxes.
As a result of the continued attacks on local government's revenues, a coalition of cities,
counties and special districts were successful in placing a measure on the November 2004
ballot to put some protections in place for local governments. The measure was approved by
the voters and included the following provisions:
• Permanently reducing the vehicle license fee (VLF) rate to its current .65%, and provide
property taxes to cities and counties to offset the loss on a dollar for dollar basis.
• Guaranteed repayment in Fiscal Year 2007 of the VLF amounts taken by the State.
• Guarantees that the "Triple Flip" will be reversed when the bonds are repaid.
• Prevents the Legislature from reducing the combined property tax shares of cities, special
districts, and counties, except to borrow the funds on a temporary basis to address a
"severe state fiscal hardship".
• Provides for mandate relief if the State does not pay the mandated costs.
A-9
r CITY OF CARLSBAD BUDGET HIGHLIGHTS
In order to garner support for the measure, cities, counties and special districts agreed to a
contribution to the State totaling $1.3 billion in both the 2005 and 2006 fiscal years. The City of
Carlsbad's contribution was $1.8 million from the General Fund for fiscal years 2004-05 and
2005-06 and $219,000 and $293,000 from its Redevelopment Agency in fiscal years 2004-05
and 2005-06 respectively. The $1.8 million is anticipated to be restored to the City in FY 2006-
07.
Looking Forward
As stated earlier in this document, the City prepares ten-year forecasts for the General Fund
each year in order to understand the effects of actions taken today on the City's future. The
City has experienced remarkable revenue growth over the past ten years due to the
development of the majority of its commercial sites. The future will bring a few more
commercial sites but at a slower pace, while residential development will continue for a number
of years. There are also several City facilities - mainly parks and civic facilities - planned in the
future to serve the growing population. The new facilities will add operating costs to the City's
General Fund budget as they are completed and opened for use.
General Fund
•REVENUES •TOTAL BUDGET
These factors alone will cause the
General Fund costs to escalate at
a higher rate than inflation. In
addition, a few other factors, such
as rising health care costs, have
created upward pressure on
expenditures, especially over the
past several years. These factors
have been incorporated into the
General Fund forecast shown
below and projected over the next
ten years. While no forecast is
ever totally accurate, it does
represent a likely scenario given
the assumptions on which it is
built.
This forecast assumes that revenue growth will continue at a moderate pace in FY 2006-07 and
into the future. The expenditure projections include the known personnel costs, including the
multi-year agreements with most of the major employee groups. The City is expected to
negotiate a new contract with the Carlsbad Firefighters' Association in FY 2006-07.
The forecast assumes 15% increases in health care costs in the near future, slowing to 5% in
the future. It also assumes personnel growth (new positions) to remain rather flat at no more
than 2% per year. Cost of living increases between 3% and 5% have been added to personnel
costs. Pension plan costs are anticipated to remain at current levels. It assumes that the
contribution from the General Fund to the Infrastructure Replacement Fund is increased to 6.5%
of General Fund revenues. This is an increase from last year's forecast assumption of 4% in FY
2007 and 5% from FY 2008 and beyond. And finally, it includes estimated operating costs for
all capital projects in the timeframes shown in the Capital Improvement Program (CIP). One of
the biggest assumptions in the forecast is that services remain the same. No new services
have been anticipated, although growth in current services to match the growing population has
been incorporated.
The results show that the General Fund is balanced into the future, with a slight surplus in each
year of less than 5%. This achieves the goal set out by Council to maintain a balanced budget.
A-10
I
I
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i
Forecast Comparision
Y07
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16
The situation was different a
few years ago when the
forecast projected that the
City was headed for deficits
unless corrective measures
were taken. For the past
two years, Council and staff
have worked to bring the
forecast back into balance.
Through a combination of
enhancing revenue sources
and finding more efficient
methods of providing
services (and with the help
of a diverse local economy),
the City was able to turn the
forecast around from
heading into deficits to a
healthy balance.
One of the more significant revenue enhancements that occurred in November 2004 was the
passage of the reauthorization of Transnet revenues. Transnet is a % cent additional sales tax
collected countywide and used to improve the transportation systems. The current authorization
for the sales tax was to end in 2008. SANDAG, the San Diego Association of Governments,
placed a measure on the November 2004 ballot to reauthorize the sales tax for another 40
years. The measure passed, providing the City $1.5 million in annual taxes to be spent on
street repair, maintenance and construction.
The ability to understand the future impacts of both changes in revenue sources as well as
program needs, is crucial to ensure that the City has the funds available to make its future plans
come true. The General Fund forecast is a tool that helps the City achieve the goal of
managing its fiscal resources effectively and monitoring the achievement of sustainable
economic health for the City of Carlsbad.
i
i
i
i
i
i
OPERATING BUDGET
Revenue Projections by
Fund
The City's operations are
divided into various funds.
Each fund has been
established because of certain
restrictions placed on the use
of the resources received by
that fund. Any unrestricted
funds are placed in the General
Fund. Estimated revenues for
the City's five fund types are
shown on the accompanying
graph.
2006-07 OPERATING REVENUES
BY FUND TYPE
$177.8 MILLION
ENTERPRISE
22%
SPECIAL
REVENUE
5%
INTERNAL REOEVELOP-
SERVICE MENT
8% / 2%
GENERAL
63%
A-11
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Genera/ Fund
The fund receiving the largest slice of the revenues is the General Fund, with estimated
revenues of $112.2 million. The General Fund pays for most of the City services available to
City residents. The majority of the General Fund revenues (85%) are derived from taxes. The
graph below illustrates the sources of revenue to the General Fund.
2006-07 GENERAL FUND REVENUES
$112.2 MILLION
SALES TAX
26%
TRANSFER T.
1%PROPERTY TAX
39%
CHARGES FOR SVCS
/ 6%
BUS LIC TAX LICENSES & PERMITS
' 3%/ 'BOTHER REVENUE
A% INTERGOVERNMENTAL
RANCHISE TAX
5%
TRANSIENT TAX
11%
INC. FROM INVEST &
PROP
3%
Property taxes, at $43.8 million, are the largest General Fund revenue. The City receives only
about 17% of the property taxes paid by its citizens. The remainder of the tax goes to the
school districts, the State, and other various agencies.
Sales tax is the second largest source of revenue for the General Fund. Sales taxes are
estimated to bring in $29.0 million for the 2006-07 fiscal year. Automobile and department store
sales are the most significant contributors to the category of sales tax.
Transient occupancy taxes {hotel taxes) are estimated at $11.8 million and are the third largest
revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make
up the remaining $9.9 million in tax revenues collected by the City.
Intergovernmental revenues are revenues collected by the State and other governmental
agencies and allocated to the City based on a formula. Examples of intergovernmental
revenues include motor vehicle license fees, State mandated cost reimbursements, and
homeowner's exemptions. Intergovernmental revenues are estimated at $1.7 million for the
upcoming year.
Licenses and permits account for $1.7 million of the General Fund revenues and include
building permits and other development-related permits. Charges for services are estimated to
be $6.9 million and include fees for engineering, planning, building, recreation, and ambulance
services.
Other revenue sources include charges collected from other departments, fines and forfeitures,
and miscellaneous revenues. Those sources total $4.1 million. Income from investments and
property are estimated at $3.3 million, or 3%, of the total revenues.
A-12
I
I
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i
I
i
Special Revenue Funds
Revenues from Special Revenue funds are estimated at $9.7 million for 2006-07. Funds
collected in this category are legally restricted to specified purposes. Examples of funding
resources include donations, grants, and special assessments. The types of functions
supported with Special Revenue funds include programs such as Section 8 Housing Assistance,
Housing Trust fund, Community Development Block Grants (CDBG), and maintenance and
assessment districts.
Enterprise Funds
Enterprise fund revenues make up the second largest revenue group, totaling $38.9 million.
Enterprise funds operate similar to a business in that they charge fees to cover the cost of their
services. Examples of the City's enterprises include water and sanitation services and solid
waste management.
Internal Service Funds
Internal Service fund revenues, projected to be $14.0 million, are derived from charges to the
City programs that benefit from the services rendered. The funds collected must be used
specifically to support the internal service. Examples of the City's Internal Service funds include
Liability, Health Insurance, Information Technology, Workers' Compensation, and Vehicle
Maintenance and Replacement.
Redevelopment Agency
Redevelopment Agency revenues, estimated at $3.0 million, come mainly from property taxes
collected within the redevelopment area. Carlsbad has two redevelopment areas. The original
area consists of 204 acres located in the downtown "Village Area" of the City. The second area
encompasses the land on which the Encina power plant is located as well as additional parcels
south of the plant. Funds collected within the redevelopment areas must be used to repay the
debt incurred and administration of the Agency.
Operating Budget by Program
The total operating budget for the City equals $171.8 million, which is 8.5% more than the 2005-
06 adopted budget. The operating budget is categorized by major service area (MSA). Five
MSAs that represent the key businesses of the City have been identified. The graph on the next
page shows the operating budget for each of the MSAs.
Total funding allocated for the Policy and Leadership Group for 2006-07 is $4.5 million. This
MSA encompasses all elected officials and the chief executive offices for the City. These
include the offices of City Council, City Manager, Communication, City Clerk, City Attorney, and
City Treasurer.
The Administrative Services MSA, with a budget of $17.3 million, includes finance, records
management, human resources, purchasing, information technology, health insurance, risk
management, and workers' compensation. These areas mainly provide services to internal City
departments.
Public Safety services are funded at $39.5 million and include all of the police
and fire programs such as police patrol, vice/narcotics, juvenile diversion and
DARE programs, fire prevention, emergency operations, and disaster
preparedness. The implementation of the Computer-Aided Dispatch system
will continue into the next fiscal year which will allow for mobile computing,
mapping and automatic vehicle location.
A-13
CITY OF CARLSBAD BUDGET HIGHLIGHTS
2006-07 OPERATING EXPENDITURES
Community Development, with a budget of $15.9 million, provides the services that guide and
oversee the planning and development of Carlsbad as depicted in the City's General Plan. The
General Plan is the base document that expresses the goals and public policy relative to future
land use. It acts as a "constitution" for development and is the foundation upon which all land
use decisions are based. Also included under Community Development are the housing and
redevelopment programs.
Community Services, with a budget of $16.7 million, is made up of the
library, recreation, cultural arts, and seniors programs. These programs
are provided to a wide range of people and assist in their education and
cultural development. The on-line registration system will be
implemented this next year for all the recreation classes.
connect
The service area requiring the largest amount of funds is Public Works, with a budget of $66.5
million. Public Works is responsible for the building and maintenance of all of the City's
infrastructure and facilities and for the provision of utility services. It is comprised of the
engineering, parks, streets, facilities, fleet, water, and sewer departments.
The Non-Departmental and Contingency accounts total $11.4 million and include programs
benefiting the City as a whole such as community promotions, community contributions,
assessment services, transfers to other funds, and Council's contingency account. Included in
the non-departmental group is a $7.2 million transfer to the Infrastructure Replacement Fund.
This program sets aside funds for the replacement of the City's base infrastructure. The
contingency account, which is available to Council for emergencies and unforeseen program
needs that arise during the year, is budgeted at $2.3 million. This is the same as the amount
adopted in the 2005-06 budget. In total, the contingency account amounts to 2.2% of the
FY2006-07 General Fund budget.
STAFFING
The 2006-07 Operating budget includes 22 new full time employees: 12 are to enhance public
safety, 3 in the City's Information Technology Department to maintain systems, 1 conversion in
Finance to improve internal efficiencies, 1 in the Communication Department to coordinate and
increase outreach with the citizens of Carlsbad, 1 conversion in Community Development and
finally 4 in Public Works to service levels. The net decrease in hourly staff totaled 2.35 Full
A-14
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Time Equivalents (FTE). These changes result in a City workforce of 682 full and three-quarter
time employees and 145.12 hourly FTE. The staffing changes in each of the City's programs
are discussed more fully in the following sections.
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad's Capital Improvement Program (CIP) is a long-range planning document,
which outlines the expenditure plan for current and future capital projects and the corresponding
revenues to pay for those expenditures. Projects in the CIP consist primarily of new
construction or major maintenance and replacement of City facilities such as parks, roads, civic
facilities such as libraries, police and fire stations, and sewer, water, and drainage facilities. The
Capital Improvement Program for 2006-07 totals $48.8 million in new appropriations and an
estimated $143.7 million in continuing appropriations. Some of the notable capital projects
include the following:
Park Development
• The Alga Norte Park and Aquatic Center consists of 30
acres in the Southeast Quadrant with planned amenities that
include ball fields, soccer fields, picnic areas, tot lots, a skate
park, a dog park, restrooms and 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. A swimming pool complex
was one of the projects approved by the voters through
Proposition C in 2002. Construction is scheduled to begin in
Fiscal Year 07-08. The park is expected to cost $15.9 million
and the aquatic center is estimated at $23.3 million.
• The Carlsbad Municipal Golf Course is an 18-hole championship golf course on
property located north of Palomar Airport Road
along College Boulevard. Grading and landscaping
has begun and the targeted opening is summer
2007. The estimated costs for building and start up
expenses are $51.3 million. The project will include
a 23,000 sq. ft. clubhouse and the total course
length will be 6,850 yards. Half of the 400-acre
Carlsbad Municipal Golf Course will be preserved
for habitat and will help tie together more than
1,000 acres of Open Space in the central part of
the city.
• The 1sl 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 $1.6 million.
• A 20,000 square foot community facility and gymnasium are planned for the Pine ParK
Community Center. The facility will include basketball, volleyball, gymnastics, multi-
purpose rooms, meeting rooms, a teen center and office space. Design of this $9.0
million facility is expected to begin in the 2009-10 fiscal year.
A-15
CITY OF CARLSBAD BUDGET HIGHLIGHTS
• Phase II of this 42-acre Poinsettia Park Community Center 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 total cost
is expected to be approximately $14.1 million. The construction of seven tennis courts
are scheduled to begin in 2006-07 and the remainder of the project will be completed
in 2011-12.
The City Council remains committed to the Citywide Trails Program with approximately
21 miles of trails available to the citizens of Carlsbad. In 2006 the Coastal Rail Trail
opened. The newest portion of the Rail Trail is approximately .7 miles long. The Rail
Trail will eventually extend the entire length of Carlsbad and be part of a County-wide
trail system.
Civic Projects
• The Public Works Center will include offices, shops, a yard, warehouse and parking to
accommodate the Public Works Department. Initial estimates put the cost at
approximately $26.4 million.
• The Safety Training Center 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.
• The Library Learning Center will provide a permanent location for the Adult Learning
and the Centra de Informaci6n 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 $6.1 million.
. 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 help ensure the five-
minute response time. The new station is budgeted as a
6,200 square foot facility and the cost is projected at $6.6
million.
Streets
• The Faraday Avenue and Melrose Drive Extensions east of El Camino Real
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 project will 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 was completed in FY2005-06 and it will be the mechanism
for the issuance and repayment of the debt.
• Work has begun on the construction of the missing link of College Boulevard from
Cannon Road south to El Camino Real. It 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.
A-16
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i
i
i
i
i
i
i
i
i
i
i
• The Street Overlay program is ongoing and expected to cost $3.3 million in the next
fiscal year. In FY2006-07 a new Concrete Repair program was initiated. This
$250,000 per year program will be a companion program to the pavement management
program. It will insure that curbs, gutters and sidewalks are also properly maintained. By
allocating the funding both pavement and concrete replacements can be accomplished
at the same time. This will help maximize efficiencies and reduce inconvenience to the
citizens.
Sewer, Water, and Drainage Facilities
• Reaches 3, 11, 13 to 15, and the Agua Hedionda lift station of the Vista/Carlsbad
Interceptor are scheduled over the next five years. This project is required to handle
buildout flows and replace deteriorated pipeline. It is partially funded by the City of Vista
and the total estimated costs are currently $28.9 million.
• 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
DEBT MANAGEMENT ISSUES
The use of debt has always been a primary issue in the development of the Capital
Improvement Program and the policies to implement the Growth Management Program. Over
the years, the City has issued millions of dollars of bonds and Certificates of Participation
(COPs) to fund streets, buildings, sewer and water facilities, open space acquisitions, and other
infrastructure projects. The City is continually evaluating its outstanding debt as well as
potential future issues to ensure that interest costs are kept at a minimum and the use of the
bond funds is appropriate.
The table on the following pages identifies the debt the City has issued, the outstanding
principal, the 2006-07 principal and interest payments, and the scheduled year of payoff.
Of the approximately $106 million of debt outstanding, only $2.1 million will be paid back with
General Fund monies. Annual debt service payments from the General Fund average
approximately $750,000. The remaining debt will be repaid from water and sewer revenues and
from property owners benefiting from the improvements built with bond proceeds. The City has
no obligation to advance funds to the Assessment districts if the property owners do not pay.
A-17
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Bond Name
Repayment
Source
City of Carlsbad
Debt Outstanding
Outstanding
Original Bond Principal At
Issue 6/30/06
2006/07
Payment
P&l
Final
Payment
FY
1997 Hosp Grove Refunding
Certificates of
Participation
1996 Refunding
Enclna JPA
Tax Allocation
Bonds
1993 Redevelopment
Tax Allocation
Bonds
CFD #3 2006
Special Tax
Bonds
Subtotals
2005 Polnsettla Lane
East
General Fund
Sewer Enterprise
Redevelopment
Redevelopment
Special District
Assessment
District
$ 6,595,000 $ 2,105,000
$ 11.080,000 $ 6,730,000
$ 15,495,000 $ 12,065,000
$ 11.490,000 $ 11,490,000
$ 44,660,000 $ 32,390,000
$ 33,085,000 $ 33,085,000
$ 751,820
$ 933,944
$1,044,240
$ 474,903
$3,204,907
$2,162,951
2009
2014
2024
2036
2035
2003 College Boulevard-Cannon Road
1997 Reassessment
District
College & Alga
1997 Carlsbad Ranch
•
1998 Rancho Carrillo
Subtotals
Totals
Assessment
District
Assessment
District
Assessment
District
Assessment
District
$ 11,760,000 $ 11,585,000
$ 18,475,000 $ 4,430,000
S 10,175,438 $ 7,735,000
$ 19.600.000 $ 16,535,000
$ 93,095,438 $ 73,370,000
$ 137,755,438 $ 105,760,000
$ 846,083
$ 863,764
$ 717,193
$1,274,740
$5,864,730
$9,069,637
2034
2012
2023
2028
A-18
CITY OF CARLSBAD BUDGET HIGHLIGHTS
i
i
i
i
i
i
i
In addition to the existing issues, the City will be using debt to fund the new 18 Hole
Championship Golf Course. The Council has appropriated funds to build an 18-hole
championship golf course on property located north of Palomar Airport Road along College
Boulevard. The golf course playing areas are near completion, construction of the clubhouse
has begun and the targeted opening is Summer 2007. Funding for the development of the
course is provided through the issuance of tax-exempt bonds and advances from the City's
General Fund. Bonds will be repaid from revenue generated through the operation of the
course with repayment of the majority of the advances occurring after the bonds are retired.
The City expects to back the bonds with the full faith and credit of the City's General Fund.
SUMMARY
The City of Carlsbad continues to fare well from an economic viewpoint. It is
evident that the planning and foresight by the City Council and residents have
provided a sound economic base for the City. The increased job
opportunities from the development of the industrial and commercial areas, as
well as Carlsbad's reputation as a quality city, are keeping the demand for
housing growing, which in turn increases the property tax base. The
continued opening and expansion of the commercial ventures enhance
Carlsbad's standing as a destination resort and gives it the revenues needed
to provide quality services to the citizens and businesses. All of these events
add to the diversity and strength of Carlsbad's economic base, which will provide the funding for
additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. This year's budget reflects the
anticipated achievement of Council's vision and goals for the City. It allocates the available
funding in a manner that proactively plans for the future. This plan will provide top-quality
services to all who live, work, and play in Carlsbad.
i
i A-19
BUDGET SUMMARY
FISCAL YEAR 2006-07
PROJECTED
BALANCE ESTIMATED
PROGRAM AREA JULY 1 , 2006 REVENUES
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works (including utilities)
Non Departmental & Contingencies
Golf Course
SUBTOTAL OPERATING $129,766,114 $177,836,062
CAPfTAL IMPROVEMENT PROGRAM
Fiscal Year 2006-07 $244,369,767 $70,824,902
2005-06 Continuing Appropriations
TOTAL OPERATING AND CAPITAL $374,135,881 $248,660,964
ADOPTED
BUDGET
$4,453,776
17,282,920
39,459,768
15,870,443
16,718,176
66,500,158
11,476,350
$171,761,591
$48,801,144
$220,562,735
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2007
(5,000,000)
($5,000,000) $130,840,585
$5,000,000 $271 ,393,525
(143,734,829)
$127,658,696
$0 $258,499,281
FISCAL YEAR 2005-06
PROJECTED
BALANCE
PROGRAM AREA JULY 1, 2005
OPERATING BUDGET
Policy/ Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works (including utilities)
Non Departmental & Contingencies
Golf Course
SUBTOTAL OPERATING $158,647,977
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2005-06 $336,561 ,785
2004-05 Continuing Appropriations
TOTAL OPERATING AND CAPITAL £495,209,762
ESTIMATED ESTIMATED
REVENUES EXPENDITURES
$4,271 ,653
15,991,611
37,622,630
19,652,896
16,463,300
62,921,243
7,354,900
50,000
$165,746,370 $164,328,233
$127,043,474 $110,185,347
$292,789,844 $274,513,580
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2006
(30,300,000)
($30,300,000) $1 29,766,1 1 4
$30,300,000 $383,719,912
(139,350,145)
$244,369,767
$0 $374,135,881
A-20
PERSONNEL ALLOCATIONS FOR 2005-06 AND 2006-07
i
i
i
MAJOR SERVICE AREA
(POLICY AND LEADERSHIP GROUP |
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY ATTORNEY
(ADMINISTRATIVE SERVICES |
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
(PUBLIC SAFETY |
POLICE
FIRE
[COMMUNITY DEVELOPMENT |
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING & CODE ENFORCEMENT
ECONOMIC DEVELOPMENT & REAL PROPERTY MGMT
GEOGRAPHIC INFORMATION SYSTEMS
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES ]
LIBRARY
CULTURAL ARTS
RECREATION & SENIOR PROGRAMS
(PUBLIC WORKS |
ADMINISTRATION & ENVIRONMENTAL PROGRAMS
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
FULL AND 3/4 TIME LABOR FORCE
FINAL
BUDGET
2004-05
1.00
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
28.00
2.00
10.00
148,00
79.75
3.00
13.00
1.00
2.00
25.00
10.00
48.00
5.00
32.50
14.20
51.10
82.85
47.10
646.00
FINAL
BUDGET
2005-06
1.00
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
27.00
2.00
10.00
151.00
79.75
4.00
13.00
1.00
2.00
24.00
10-00
48.00
5.00
32.50
14.20
51.60
91.95
49.50
660.00
FINAL
BUDGET
2006-07
1.00
6.00
3.75
0.75
0.00
7.00
2.00
8.00
19.00
28.00
2.00
10.00
156.00
86.75
4.00
13.00
1.00
3.00
24.00
10.00
48.00
5.00
32.50
15.20
51.60
94.95
49.50
682.00
2006-07
CHANGES
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
3.00
1.00
0.00
0.00
5.00
7.00
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
1.00
0.00
3.00
0.00
22.00
i
A-21
PERSONNEL ALLOCATIONS FOR 2005-06 AND 2006-07 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
2004/05
640.00
6.00
147.93
793.93
2005/06
654.00
6.00
147.47
807.47
2006/07
676.00
6.00
145.12
827.12
Difference
22.00
0.00
(2.35)
19.65
LIMITED TERM EMPLOYEES
Management Interns
Legal Intern
Building Inspector Intern
Building Inspector Limited Term
QIS Intern
Planning Technician Intern
TOTAL LIMITED TERM EMPLOYEES
2004/05
1.50
0.00
2.00
0.00
0.50
1.00
5.00
2005/06
1.50
0.50
0.00
2.00
0.50
1.00
5.50
2006/07
1.50
0.50
0.00
2.00
0.50
1.00
5.50
Difference
0.00
0.00
0.00
0.00
0.00
0.00
0.00
A-22
1
•
1
1
•
1
1
I
1
1
1
2006-07 BUDGET CALENDAR
DECEMBER
JANUARY
FEBRUARY
MARCH
APRIL
MAY
• Request Capital Project (CIP) submittals
• Set budget policies
• Operating revenue is projected for the General fund
• Operating budget manual is distributed to departments
• Budget preparer's meeting
• Growth projections completed
• Departments submit CIP requests to Engineering
• CIP analysis
• Draft CIP is submitted to department heads
• Leadership Team (LT) reviews CIP
• Departments submit operating budget requests to
Finance
• Finance Department analyzes and compiles the
operating budget submittals
• LT reviews operating budget
• Preliminary operating budget is sent to the printer
• CIP Budget Workshop: May 16 Council meeting
1^B
1
JUNE • Operating Budget Workshop: June 6 Council meeting
• Citizens Budget Workshop: June 15
• Council adopts final budget including: Operating budget,
Capital Improvement Program, and Annual Spending
Limitation: June 20 Council meeting
1 .
Operating Budget * CIP
1
A-23
1
^ California Society of
^Municipal ^finance Officers
Certificate of Award
For
Excellence in Operating Budgeting
Fiscal Year 2005-2006
The California Society of Municipal Finance Officers (CSMFO) proudly presents this certificate to
The City of Carlsbad
For meeting the criteria established to achieve the EXCELLENCE A WARD in the OPERATING BUDGET CATEGORY.
February 23, 2006
o.
President C^gnes Walker, Chair
Budgeting & Financial Management
California Society of
(^Municipal finance Officers
Certificate of Award
For
Excellence in Public Communications
Fiscal Year 2005-2006
^ The California Society of Municipal Finance Officers (CSMFO) proudly presents this certificate totji
The City of Carlsbad
For meeting the criteria established to achieve the EXCELLENCE A WARD in the PUBLIC COMMUNICATIONS CATEGORY.
February 23, 2006
^4-^- - s-
President CAgnes Walker, Chair
Budgeting & Financial Management
>
en
California Society of
(^Municipal finance Officers
Certificate of Award
For Being Voted
The Most Distinguished Budget Cover
Fiscal Year 2005-2006
The California Society of Municipal Finance Officers (CSMFO) proudly presents this certificate to
The City of Carlsbad
February 23, 2006
President 6fgnes Walker, Chair
Budgeting & Financial Management
Operating Budget
Capital Improvement Program
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
2006-2007 OPERATING BUDGET OVERVIEW
The Operating budget for Fiscal Year 2006-07 totals $171.8 million, with revenues for the year
estimated at $177.8 million. General Fund revenues are estimated at $112.2 million and
budgeted expenditures are $106.4 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for
2005-06, as well as those estimated for 2006-07.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2005-06
$ 103.1
11.3
35.2
13.1
3.1
$ 165.8
ESTIMATED
2006-07
$ 112.2
9.7
38.9
14.0
3.0
$ 177.8
$
CHANGE
$ 9.1
(1-6)
3.7
.9
(0.1)
$ 12.0
0%
CHANGE
9%
(14%)
11%
7%
(3%)
7%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $177.8
million, a 7% increase over the prior year. Increases in General Fund revenues, mainly property
and sales taxes, as well as growth in the Enterprise funds, offset the declines in some of the
other funds. The majority of the decline of $1.6 million in the Special Revenue funds is due to
unscheduled revenue received in 2005-06 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 that follows.
General Fund
General Fund revenues are reflective 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. A summary of projected General Fund revenues is
shown below.
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
2005-06
$ 36.2
26.6
11.1
5.4
3.2
5.7
14.9
$ 103.1
ESTIMATED
2006-07
$ 43.8
29.0
11.8
5.5
3.2
4.7
14.2
$ 112.2
$
CHANGE
$ 7.6
2.4
0.7
0.1
0
(1.0)
(-7)
$ 9.1
%
CHANGE
21%
9%
6%
2%
0%
(18%)
(5%)
9%
B-1
2006-2007 OPERATING BUDGET OVERVIEW
This year it is expected that property taxes will grow to over $43 million, a 21% increase over
the past year. This includes a 15% estimated increase in assessed valuation as provided by the
County Assessor in May 2006, as well as the return of $1.8 million from the State of California,
after taking this amount away from the City for the last two years. As mentioned earlier,
beginning in FY 2004-05 State budget provided local governments additional Property Taxes in
exchange for the Vehicle License Fees (VLF). Therefore, instead of receiving approximately $5
million in VLF in FY 2005-06, the City now gets additional property taxes in an equal amount.
These amounts will continue to grow at the same rate as the City's assessed values.
Property and Sales Tax Growth
97 98 99 00 01 02 03 04 05 06e 07e
Sales Tax Property Tax
a good economy, but also drop off faster as the economy cools.
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
2006-07 are based on
values as of January 1,
2006. Sales taxes react
much quicker to changes in
the economy and therefore
will typically grow faster in
Property taxes on existing properties 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 a 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 $29.0 million for FY 2006-07, an increase of 9% over the FY
2005-06 projections. These projections assume a base increase of 4.0% over the FY 2005-06
projections, after adjusting the FY 2005-06 estimate fpr_a_one-time 'Triple Flip" adjustment by
the State, as well as a sales
tax adjustment to refund
overpaid taxes to a major
business within Carlsbad.
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
Sales Tax by Category
Business
14%
Transportation
37%
Construction
3%
B-2
2006-2007 OPERATING BUDGET OVERVIEW
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).
One of the most significant new sites in Carlsbad which is having a positive affect on the City's
sales tax, 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.
As can be seen in the chart on the previous page, the City's sales tax base is heavily weighted
in the transportation (predominantly new car sales) and retail sectors. These two sectors make
up approximately 70% of the City's sales tax base.
Sales tax estimates also include approximately $845,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies, to fund public safety services.
The third highest General Fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $VK 8 million for 2006-07, an increase of 6% over 2005-06 estimates. TOT
declined after theTransient Occupancy Taxes 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
resort
extensive
and rebuilding, which
offset much of the
growth experienced by
j~r
02 03 04
Fiscal Year
05 06e 07e
Spa. The
underwent
remodeling
the other hotels in the City. The remodeling was completed in 2004-05, and tourism has
rebounded causing TOT revenues to rise.
It is expected that Fiscal Year 2005-06 will end the year with about $11.1 million in TOT
receipts, a 10% increase from 2004-05. Growth is expected to be moderate going into FY
2006-07, with 3% assumed for the base growth. In addition to the base growth, the West Hotel,
located at Cannon Court, opened in May 2006 with 86 rooms. The combination of the base
growth and the new hotel results in a 6% growth over FY 2005-06 projections. The estimated
TOT for FY 2006-07 is projected to be $1 1 .8 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 remain relatively fiat in FY 2006-07. 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).
B-3
2006-2007 OPERATING BUDGET OVERVIEW
SDG&E Franchise Taxes
01 03 04 05 066 07e
Fiscal Year
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an "in-lieu" franchise tax based on the value of gas and
electricity transported on SDG&E lines, but purchased from another source. The "in-lieu" tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes, due to
deregulation of the power industry. The majority of the "in-lieu" taxes received is attributable to
Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation
of electricity.
During the energy crisis in 2000 and 2001, average gas prices soared from about $3 per
thousand cubic feet to, at
times, more than $12 per
thousand cubic feet. In
addition, the Encina
power plant was
operating at a much
higher capacity. The
combination of these two
factors resulted in an
increase in franchise fees
to the City of over 100%
in FY 2001 and FY 2002
(franchise taxes are paid
in April for the previous
calendar year). Another
price spike occurred in 2003, increasing the FY 2004 revenues, and the high prices continued
into FY 2005. The FY 2006-07 forecast essentially predicts the same amount of SDG&E
franchise revenue as 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.
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,
the dwelling units permitted was 1,663. For FY 2006 the estimated number of dwelling unit
permits is projected to be approximately 1,000. For Fiscal Year 2007, permits issued are
expected to decline slightly, bringing down the revenue as well. An 18% decline in building
related revenue is projected for next year.
Business license taxes are closely tied to the health of the economy and are projected to
remain about the same at $3.2 million. There are currently about 8,000 licensed businesses in
Carlsbad, with over 2,000 of them home-based.
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 2006-07 totals
$14.2 million, a $700,000 decrease from Fiscal Year 2005-06, caused mainly by a decrease in
the General Fund services/charges to other departments.
Transfer taxes are those taxes paid to the County of San Diego upon the transfer of interests in
real estate. The tax is 55 cents per $1,000 of property value, and is split equally between the
County and the City. Carlsbad expects to receive $1.2 million in transfer taxes for FY 2005-06,
and about the same in FY 2006-07. Income from investments and property includes interest
B-4
2006-2007 OPERATING BUDGET OVERVIEW
earnings, as well as rental income from City-owned land and facilities. The City earns about
$2.6 million on its General Fund investments every year. In addition, there is a need to loan the
Median Landscaping Fund approximately $178,000. This is discussed in more detail later in the
report.
Overall, General Fund revenues are expected to grow by about 8.4%, or $8.7 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 8.4% gain projected
for Fiscal Year 2006-07 is respectable, given that the Consumer Price Index (CPI) is only
expected to grow by 3.5% in 2007. This growth in revenue is closer to what may be expected in
the future.
Other Funds
Revenues from Special Revenue funds are expected to total $9.7 million, a $1.5 million
decrease from FY 2005-06. The types of programs supported within Special Revenue funds
are those funded by specific revenue streams such as:
• Grants (Section 8 Housing Assistance, Community Development Block Grants)
• Donations
• Special fees and assessments (Housing Trust Fund, Maintenance Assessment Districts).
Special Revenue Funds
CDBG
7%
Sections
63%
The most noteworthy changes in
the Special Revenue funds
occurred in two programs: the
Housing Trust Fund, and
Community Development Block
Grants. 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 2006, the City expects to receive about
$1.2 million in repayments. For Fiscal Year 2007, only $45,000 has been estimated for fees, as
this revenue source is uncertain. Most of the fund's revenue decrease is due to this difference.
The other fund with a significant decrease is the Community Development Block Grant Fund. In
FY 2006 the City is estimated to receive approximately $1.0 million. For FY 2007,
approximately $600,000 is anticipated. While the grant allocation remains relatively stable, the
amount reimbursed in each year depends on the number of projects completed within that fiscal
year.
Al Others
4%
IVbintenance
Districts
22%
Housing Trust
4%
B-5
2006-2007 OPERATING BUDGET OVERVIEW
Enterprise fund revenues for FY 2006-07 are projected at $38.9 million, up by $3.7 million.
Enterprise funds are similar to a business, in that rates are charged to support the operations
that supply the service. Carlsbad Enterprises include the water, recycled water, and sanitation
services; solid waste management; and the Carlsbad Golf Course.
The Water Enterprise Fund shows an increase of 7% over the previous year. This increase
includes a 5% increase in water rates. The fixed rate for single family residences is currently
$9.25 per month, and the increase of $0.50 will raise the rate to $9.75. In addition, the cost per
unit of water is $1.60 and the new rate is $1.68. it is estimated that the average increase to a
household will be approximately $2.10 per month (fixed + variable). The City had not raised the
water rates since 1999, and Carlsbad's water rates are still among the lowest in the region. 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 four million gallons per day of
recycled water.
;
Cityol Del Mar
Olivenhain M unicipal Water District
-1
Buena Sanitation District*
Cityol Soiana Beach
Cityol Vista*
City ol Encinitas*
City ol Oceans! de
Vallecit os Water District*
Leuc adia Wast ewater District*
Cityoi Carlsbad*
City of Poway
Wastewater Aulhoriiy «
Sewer Rate Comparison
[
, ' !!,,.,,'™,™,
!
1
1 !
•
!.. ...- j
1
1
1 '<
$10 £20 $30 $40 $50
A rate increase has also
been approved for the
Sanitation Enterprise of
8.5%. This will raise the
base residential rate from
$13.50 to $14.65 per
month. 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 each
year) as well as through
cost management. Even
with the rate increase,
Carlsbad's sewer rates are
still among the lowest in the
region.
The Solid Waste Fund contains two programs: solid waste management and storm water
management. No increase is planned for the solid waste management program.
Internal Service funds show estimated revenues of $14.0 million for FY 2006-07, an increase
of 7.3%, over FY 2005-06 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 Information Technology, Workers'
Compensation, and Vehicle Maintenance Funds. In these funds costs have been escalating
greater than inflation over the past year or two. For Information Technology, the rate increases
match the increased demand for services. For Workers' Compensation, a key factor in
increasing costs is the number and value of claims. In the Vehicle Maintenance Fund, it is
mainly due to the cost of fuel and parts. In these specific funds, the rates are proposed to be
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.
B-6
2006-2007 OPERATING BUDGET OVERVIEW
Redevelopment revenues are expected to total $3.0 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
obsolescence, 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 decrease by
approximately 3% in Fiscal Year 2007, due to some one time payments received in Fiscal Year
2006.
EXPENDITURES
The City's Operating budget for FY 2006-07 totals $171.8 million, which
represents an increase of $13.4 million, or 8.5%, from the adopted FY 2005-
06 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 "Creating a sustainable community through
fiscal discipline by managing today's resources for 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 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.
• New programs may be considered if 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.
• Budget requests for one-time funding to implement specific goals will be considered.
• Generally, be prudent in 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. Amounts that are unspent at the end of the fiscal year will be carried
forward to the new fiscal year.
B-7
2006-2007 OPERATING BUDGET OVERVIEW
In the FY 2005-06 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 FY 2006-07 Budget, we have returned to the ECB process using
the Fiscal Year 2005-06 Budget as the base.
The FY 2006-07 Budget reflects the following organizational and structural change, which will
continue to contribute to the overall effectiveness of the organization:
• The Triathlon Fund balance was moved from a Special Revenue Fund to the General
Fund. This will in no way impact the ability of citizens to donate to this valuable
program.
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2006-07 Operating Budget of
$171.8 million was developed. The FY 2006-07 Operating budget proposes 22 new full time
employees: 12 are to enhance Public Safety, 3 are in the Information Technology Department
and will improve internal efficiencies, 1 new Public Works Inspector to manage Streets and
Facilities contracts, 1 new Environmental Specialist to insure Federal Clean Water Compliance
requirements, 1 position in the Communications Department to coordinate and increase
outreach with citizens and 4 are related to a conversion of part-time personnel into full time
personnel to improve effectiveness in the Planning, Finance and Public Works Departments.
The net decrease in hourly staff totaled approximately 2.35 Full Time Equivalents (FTE). These
changes result in a City workforce of 682 full and three-quarter time employees and 145.12
hourly FTE. The staffing changes in each of the City's programs will be discussed 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. Pine Avenue Park and the Senior Center remodel are both
anticipated to open in the next fiscal year. The park at Pine Avenue is scheduled to open in the
Fall of 2006 and the expanded Senior Center is anticipated to open in the Spring of 2007.
Public Safety
Public safety has always been, and remains, a top City 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 Public Safety personnel to maintain the current service levels in the
community.
In FY 2006-07 the Police Department received approval to hire
two additional Police Officers for Field Operations and one Police
Investigator to maintain the current safety levels with the
increased population growth in Carlsbad. A Fingerprint and
Evidence Specialist was also approved and will help expedite the
current caseload and shorten the turn around time for new cases.
Finally, a Communications Operator II will handle the increased
call volume and internal communications needs to maintain
appropriate citizen service levels.
2006-2007 OPERATING BUDGET OVERVIEW
The Carlsbad City Council also approved addition funding for the Police Department to increase
the level of public safety in the Downtown Carlsbad Village area. The additional funding will
help ensure the village remains a safe environment for all of the Citizens of Carlsbad. The
2006-07 budget includes approximately $207,000 for additional overtime and 2 contracted
security officers with prisoner transport vehicles.
In FY 2006-07 the Fire Department was authorized to purchase an additional ambulance and
hire staff to better support the increase population of Carlsbad. The Carlsbad Fire Department's
total call volume averages approximately 7,000 calls per year. From 1990 to the present the
total call volume has increased by 75%. With the additional ambulance the Fire Department will
hire 6 paramedic firefighters. The 3rd ambulance and 6 Paramedic Firefighters will provide the
Fire Department the ability to increase response capability, better maximize resources, improve
scheduling efficiencies and, most importantly, continue to maintain the high level of customer
service that the citizens of Carlsbad have come to expect.
The Fire Department also received funding for an Emergency Medical Services (EMS) Nurse
Coordinator in FY 2006-07. The Nurse Coordinator will analyze, design, plan, implement and
administer the EMS programs. The programs include Advanced Life Support, Basic Life
Support, immunizations, certification, and EMS training activities. This important function will
improve the quality of the service provided by the Fire Department, insure that the appropriate
training levels are maintained and could potentially reduce the amount of consulting and
medical supplies costs.
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 proposed for the FY 2006-07 that investigate potential enhancements to the
services we provide.
One new and innovative program being implemented this year is the Library's Radio Frequency
Identification (RFID) technology. In FY 2006-07, the RFID project
will allow patrons to automatically check out books and materials
without having to wait in any tines. The chip technology, similar to
the speed pass technology used in other retail locations, is
embedded in the materials and will automatically read a checkout
and bill the customer when necessary. One goal of the program will
be to greatly improve the Library experience for the customers. The
technology will also make the restocking of materials far more
efficient and ultimately result in costs savings for the Department.
The City's 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. This year there are also several new goals in the Communications
Department. The City Brand goal will focus on developing a cohesive City image to present to
our citizens to better facilitate effective communications. There is also a goal to enhance
communication through technology. This goal will research innovative technology like Blogs,
Webstreaming, Pod casting and integration between cable and the web. In FY 2006-07, the
Communications Department received approval to hire an additional full time staff member to
help implement these new goals and programs as well as coordinate and increase outreach
with the citizens of Carlsbad.
B-9
2006-2007 OPERATING BUDGET OVERVIEW
Increased Efficiencies and Cost Savings
With the emphasis this year on creating a sustainable community through fiscal disciplines by
managing today's resources for the future; several goals will target increasing efficiencies and
cost savings. To improve the efficiency of our existing Community Development Department
one hourly FTE position will be converted to a full time Senior Office Specialist. This position
will serve as the Planning Commission Minutes Clerk, and be the clearing house for the data
entry of all Land Use applications. This new full time position will improve customer service
levels, allow for better employee retention and possibly reduce expenditures for outside
contractors. The Finance Department will also be converting one and a half hourly FTE
positions to one full time position. The new Accounting Supervisor will oversee the cashiering,
accounting and collection services. Finally, the Public Works Street Lighting and Parks
Maintenance Departments will hire two Maintenance Aids to replace temporary employees.
Hiring the two full time positions will allow Public Works to insure that adequate training levels
are provided to City employees and appropriate staffing levels are maintained to provide the
high levels of quality service that the citizens require.
This year a comprehensive review was done of 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 were that only 27 vehicles were selected for replacement out of the 58
vehicles that met the replacement criteria outlined in Administrative Order Number 3. Of the 27
vehicles selected for replacement, 3 vehicles were downsized.
Budget by Fund Type
This table below shows the changes in the adopted operating budget for Fiscal Year 2006-07
compared to the adopted budget for Fiscal Year 2005-06.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2005-06
$ 97.2
10.1
35.0
13.9
2.2
$ 158.4
BUDGET
2006-07
$ 106.4
9.9
40.2
13.4
1.9
$ 171.8
$
CHANGE
$ 9.2
(0.2)
5.2
(0.5)
(0.3)
$ 13.4
%
CHANGE
9%
(2%)
15%
(4%)
(13%)
9%
The Genera! 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.
B-10
2006-2007 OPERATING BUDGET OVERVIEW
General Fund
Total budget for the General Fund is $106.4 million, which is 9% more than the previous budget
of $97.2 million. As can be seen in the table below, the increase is mainly due to the increase in
the number of positions and other personnel costs. Personnel costs make up approximately
65% of the Genera! Fund budget so any changes in these costs can have a significant effect on
the total budget. Personnel costs are projected to increase by 7% in FY 2006-07, partially due
to the addition of new positions.
The table to the left shows
the breakdown of personnel
costs for the General Fund.
Salaries include full and
part-time staff costs and
account for $3.6 million of
the increase in the General
Fund. Approximately $1.3
million of the additional
personnel costs are for the
new positions in FY 2006-
07. Benefits make up the
remainder of the non salary
personnel costs.
GENERAL FUND
PERSONNEL COSTS
(In Millions)
BUDGET BUDGET $ %
2005-06 2006-07 CHANGE CHANGE
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
$ 44.5
4.6
11.8
1.9
1.2
$ 64.0
$ 48.1
5.1
12.0
2.1
1.4
$ 68.8
$ 3.6
.5
.2
.2
.2
$ 4.8
8%
11%
2%
11%
17%
7%
M & O stands for Maintenance and Operations. This budget contains the funds 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 Millions)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
TOTAL
BUDGET
2005-06
$64.0
26.7
.8
5.7
$97.2
BUDGET
2006-07
$68.8
28.3
1.6
7.7
$106.4
CHANGE
$4.8
1.6
.8
2.0
$9.2
CHANGE
7%
6%
100%
35%
9%
Capital Outlay includes
budgeted equipment pur-
chases 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 and advances are amounts anticipated to be transferred or loaned from the General
Fund to another fund at the City. The transfers/advances included in this year's budget are to
the following funds:
• $7.2 million to the Infrastructure Replacement Fund - for major maintenance and
replacement of City infrastructure. After a review of the City's infrastructure in FY 2005-
06 it is the recommendation to increase the transfer to the Infrastructure Replacement
Fund by $2.7 million from the 2005-06 transfer to better meet our future needs.
• $275,000 to the Hosp Grove Debt Service Fund - for debt service for 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.
• A $178,000 loan to the Median Maintenance Fund.
• A $38,000 loan to the Street Tree Zone to fund the planting of 400 trees in the City.
B-11
2006-2007 OPERATING BUDGET OVERVIEW
Another way of looking at the General Fund budget is by program. The chart below compares
the recommended 2006-07 budget to the amounts adopted in the previous year. The significant
changes are noted below.
GENERAL FUND EXPENDITURES
BY MAJOR SERVICE AREA
(In Millions)
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
ITOTAL
BUDGET
2005-06
$ 4.1
6.4
35.5
6.5
15.8
19.0
7.6
2.3
$ 97.2
BUDGET
2006-07
$ 4.5
6.8
39.2
6.8
16.6
21.0
9.2
2.3
$ 106.4
S
CHANGE
$ 0.4
0.4
3.7
0.3
0.8
2.0
1.6
-
$ 9.2
%
CHANGE
10%
6%
10%
5%
5%
11%
21%
0%
9%
The Policy/Leadership Group includes all elected officials and the City Manager's Office.
The 10% change is mainly due to the new position and the additional services being
produced by the Communications Department discussed earlier.
There were minimal changes in the total budget for Administrative Services. The
increase from FY 05-06 to FY 06-07 is primarily due to the increases in salary and
benefit costs.
The 10% growth in Public Safety reflects the new approved positions in both the Police
and Fire Departments. As discussed earlier, there are 5 new positions in the Police
Department, additional overtime and 2 contracted security officers with prisoner
transport vehicles. In the Fire Department there are 7 new positions as well as the
general increase in personnel costs.
In the Community Development area, the 5% increase is due mainly to personnel costs
and a Business Process Review (BPR).
Community Services includes Recreation, Library and
the Arts. The 5% increase reflects general personnel
increases as well as the full year impact of the
additional operating costs in adding Aviara Park,
Hidden Canyon Park and a portion of the Coastal Rail
Trail in FY 2005-06. Finally, there are partial year
costs associated with opening two new facilities, Pine
Avenue Park and the remodeled Senior Center in FY
2006-07.
Public Works shows an overall increase of 11%. The increase reflects the addition of 2
new employees discussed earlier, general personnel increases as wet! as the full year
impact of the additional operating costs in adding Aviara Park, Hidden Canyon Park and
a portion of the Coastal Rail Trail in FY 2005-06. Finally, there are partial year costs
associated with opening two new facilities, Pine Avenue Park and the remodeled Senior
Center in FY 2006-07.
B-12
2006-2007 OPERATING BUDGET OVERVIEW
• Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department. The most
significant change is the transfer to the Infrastructure Replacement Fund to ensure
funding is available when facilities need to be replaced. In FY2006-07 the transfer was
increased to $7.2 million as compared to $4.3 million in FY2005-06.
• 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 2.2% of the 2006-07 General Fund budget, which is consistent
with the $2.3 million budgeted in the prior year. During FY 2005-06, Council has
authorized almost all of those funds be spent on emergency repairs for damages caused
by the 2005 storms.
Changes In Other Funds
Special Revenue funds, at $9.9 million, are down almost 2% from last year. This reflects a
costs savings in the Tree Maintenance budget of approximately $140,000. The tree trimming
service was contracted out resulting in a substantial ongoing savings and an increase in the
total number of tree sites addressed from 1,600 per year to over 2,500 per year. In FY 2005-06
there was a one-time cost of approximately $150,000 to replace streetlights that had
deteriorated along Carlsbad Boulevard. Over time the sea air had corroded the street lights and
it was determined that the lights should be replaced before they became a safety issue. The
project was successfully completed this year.
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 $178,000 by the end of Fiscal
Year 2005-06. A loan from the General Fund is included in the budget to cover the shortfall
until a solution can be determined. A loan for $225,000 was made in FY 2005-06 and a loan for
$336,000 was made FY 2004-05. In FY 2005-06 a feasibility study was conducted by an
assessment-engineering firm to review alternatives for funding lighting and landscaping. The
assessments in this District cannot be increased without a vote of the property owners. The
study is currently under review by staff.
Enterprise funds total $40.2 million, which is an increase of $5.2 million, or approximately 15%.
The most significant change is in the water and recycled water budgets. Increases are attributed
to the increase in the cost of water along with increased demand, the operations of the new
recycled water facility, and increased depreciation and debt service costs related to the
additional facilities.
The sewer operations also increased due to higher costs of operating the Encina Wastewater
plant and higher depreciation expense from the addition of completed facilities to the inventory.
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 rate increases are needed to keep up with increases in
expenditures. A rate increase of 5% was approved for FY2006-
07. For the Sanitation Fund, the forecast shows that a rate
increase is also necessary and an 8.5% increase was approved
for FY2006-07.
B-13
2006-2007 OPERATING BUDGET OVERVIEW
The Internal Service funds budgets decreased in total by approximately $465,000, or nearly
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 decreased by an estimated $95,000 from
FY 2005-06. This decrease reflects projections that settlements will continue to
decrease from previous years and claims will remain at current levels.
• The Health Insurance budget shows a decline of nearly $171,000 based on current
estimates of health insurance costs and premiums based on estimates provided by the
City's medical insurance broker.
• The Vehicle Replacement Fund budget varies from year to year depending on the need
for replacements. The estimated budget for the fund is $1,055,000 less than the
previous year, or a 52.9% reduction. A list of the requested vehicle replacements can be
found at the end of this document.
• The Information Technology Fund shows an increase in the Department's budget of
approximately $1,000,000. This is mainly due to increases in one-time capital spending
and the hiring of 3 new positions to better support the City's growing technology
infrastructure. A list of planned major capital outlay requests can be found at the end of
this document.
The Redevelopment Agency budgets have decreased by an estimated $279,000 from the
previous year. In FY 2005-06 there were some one-time costs including an Environmental
Impact Report (EIR) for the Ponto area.
SUMMARY
The City of Carlsbad continues to fare well from an economic viewpoint. It is evident that the
planning and foresight by the City Council and residents have provided a sound economic base
for the City. The increased job opportunities from the development of the industrial and
commercial areas, as well as Carlsbad's reputation as a quality City, are keeping the demand
for housing growing, which in turn increases the property tax base. The continued opening and
expansion of the commercial ventures enhances Carlsbad's standing as a destination resort
and gives it the revenues needed to provide quality services to the citizens and businesses. All
of these events add to the diversity and strength of Carlsbad's economic base, which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. This year's budget reflects the
anticipated achievement of Council's vision and goals for the City. It allocates the available
funding in a manner that proactively plans for the future. This plan will provide top-quality
services to all who live, work, and play in Carlsbad.
B-14
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO VEHICLE REPLACEMENT
TRANSFER TO GOLF COURSE
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
LLDS2
BUSINESS IMPROVEMENT DISTRICT
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CD6G ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE I
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT I
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
UNRESERVED
BALANCE
JULY 1,2005
88,497,262
88,497,262
590,878
0
24,845
72,801
9,214,657
269,668
103,881
711,511
98,778
953,334
870,778
46,082
26,210
55,748
96,157
188,036
0
996,665
210,947
14,530,976
14,790,753
4,351,616
6,725,403
6,902,406
702,127
33,472,305
3.505,574
1,363,976
903,086
(104,318)
8,452,258
3,731,018
17,851.594
1,408,359
1,677,600
818,787
391,094
4,295.840
ESTIMATED
REVENUES
103,114,000
103,114,000
110,000
137,000
22,000
6,008,000
1,570,000
10,000
87,000
489,000
406,000
951,000
130,000
135,000
0
72,000
15,000
18,000
1,080,000
35,000
8,000
11,283,000
22,660,397
2,432,324
7,241,000
2,196.775
668,996
35,199,492
2,682,000
1,351,000
847,000
2,830,000
1,485,512
3,880,000
13,075.512
2,350,366
685,000
26,000
13,000
3,074,366
ESTIMATED FUND
EXPENDITURES TRANSFERS
98,454,709 101,444
(295,000)
(333,432)
(30,300,000)
98,454,709
146,027
132,513
35,000
5,838,403
2,417,438 472,573
12,000
137,898
776,185
641,171 295,000
1,246,135
108,000
63,571
26,092
47,696
14,370
7,265
607,427 (472,573)
27,980
14,500
12,299,671
23.157.236
3,121,026
7,915,975
1,902,305
50,000
36,146,542
2,399,203 300,000
1,377,794
706,394 (300,000)
2,460,254
2,000,000 333,432
5,238,659
14,182,304
2,6)2,604
78,000
509,403 (101,444)
45,000
3,245,007
PROJECTED
BALANCE
JUNE 30, 2006
93,257,997
(295,000)
(333,432)
(30.300,000)
62,329,565
554,851
4,487
11,845
242,398
8,839,792
267,668
52,983
424,326
158,607
658,199
892,778
117,511
118
80,052
96,787
198,771
0
1,003,685
204,447
13,809,305
14,293,914
3,662,914
6,050,428
7,196,876
1,321,123
32,525,255
4,088,371
1.337,182
743,692
265,428
8,271 ,202
2,372,359
17,078,234
1,146,121
2,284,600
233,940
359,094
4,023,755
TOTAL OPERATING FUNDS $158,647,977 S 165. 746, 370 $164.328,233 ($30,300.000)£129,766,114
B-15
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
[GENERAL FUND
ADVANCE TO GOLF COURSE FUND
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION B
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
BUSINESS IMPROVEMENT DISTRICT
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE |
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT ]
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
PROJECTED
BALANCE
JULY 1,2006
62,329,565
62,329,565
554,851
4,487
11,845
242,398
8,839,792
267,668
52,983
424,326
158,607
658,199
892,77B
117,511
118
80,052
96,787
198,771
0
1,003,685
204,447
13,809,305
14,293,914
3,662,914
6,050,428
7,196,876
1,321,123
32,525,255
4,088,371
1,337,182
743,692
265.428
8,271,202
2,372,359
17,078,234
1,146,121
2,284,600
233,940
359,094
4,023,755
$129,766,114
ESTIMATED
REVENUES
112,174,771
112,174,771
73.000
142,000
0
6,113,487
397,700
10,000
0
481.456
388,098
926,890
136,000
292,900
0
80,875
0
0
660,353
40,000
7,000
9,749,759
24,275,260
4,354,104
7,941,096
2,305,070
19,000
38,894,530
2,898,000
1 ,440,000
840,000
2,532,459
1,750,853
4,573,000
14,034,312
2,261,690
694,000
27,000
0
2,982,690
3177,836,062
ADOPTED FUND
BUDGET TRANSFERS
106.362,081
(5,000,000)
106,362,081
108,510
141,532
0
6,144,692
433,785
14,000
0
561,909
534,302
1,080,408
96,500
129,683
0
69,461
0
0
590,353
30,000
18,000
9.953,135
25,368.385 (600,000)
3,598.553
8,679,673
2,423,931
80,000
40,150.542
2,322,112
1,473,618 600,000
771,000
2,572,977
940,000
5,347,474
13,427,181
1,525,511
93,775
206,831
42.535
1,868,652===== _ i
$171,761,591 ($5, 000,000)
PROJECTED
RESERVED BALANCE
BALANCES JUNE 30, 2007
68.142,255
(5,000,000)
63,142,255
519,341
4,955
11,845
211,193
8,803,707
263,668
52,983
343,873
12,403
504,681
932,278
280,728
118
91,466
96,787
198,771
70,000
(1,000,000) 13,685
193,447
12,605,929
12,600,789
4,418,465
5,311,851
7,078,015
1,260,123
30,669,243
(3,400,000) 1,264,259
(800,000) 1,103,564
812,692
224,910
(5,000,000) 4,082,055
(1,190,000) 407.885
7,895,365
1,882,300
2,884,825
54,109
316,559
5,137,793
($11,390.000) $119,450,585
B-16
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
RECHEATION 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
2004-05
$28,381,557
26,330,537
10,072,278
5,682,953
2,889,989
1,646.332
75,003,646
7,085,212
2,730,006
9,815,218
—
2.031,708
1,360,974
3,392,682
995,371
1,362,007
1,881,498
1,350,911
1,483,043
950,430
8,023,260
950,813
2,956.876
2,565,543
1,066,032
103,774,070
PROJECTED
REVENUE
2005-06
$36,163,000
26,572.000
11,105,000
5,378,000
3,200,000
1,231,000
83,649,000
503,000
1,528,000
2,031,000. ..; =^^^^^=^^=
1,650,000
1,100,000
2,750,000
600,000
1,115,000
1,270,000
1,442.000
1,551,000
1,136,000
7,114,000
926,000
2.960,000
2,700,000
984,000
103,114.000
ESTIMATED
REVENUE
2006-07
£43.776,000
29,008,000
11,769,000
5,477,000
3,200,000
1,268,000
94,498,000
518,000
1,152,500
1,670,500
930,000
806,000
1,736,000
100,000
1 ,036,000
1 ,830,000
1.861,451
1,490,570
533,600
6,851,621
978,700
3,291,700
2,180,000
968,250
112,174,771
AS%
OF FY 05-06
PROJECTED
21.1%
9.2%
6.0%
1.8%
0.0%
3.0%
1 3.0%
3.0%
-24.6%
-17.8%
-43.6%
-26,7%
-36.9%
•83.3%
-7.1%
44.1%
29.1%
-3.9%
-53.0%
-3.7%
5.7%
11.2%
-19-3%
-1.6%
8.8%
DIFFERENCE
2005-06 TO
2006-07
7,613,000
2,436,000
664,000
99,000
0
37,000
10,849,000
15,000
(375,500)
(360,500)
(720,000)
(294,000)
(1,014,000)'•' »^__
(500,000)
(79.000)
560,000
419,451
(60,430)
(602,400)
(262,379)
52,700
331,700
(520,000)
(15.750)
9,060,771
' Interest is calculated on an amortized cost basis.
3-17
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
[SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
POLICE GRANTS
FEDERAL GRANT
INTEREST
TOTAL
HOUSING -SECTION 8
FEDERAL GRANT
INTEREST
OTHER
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
2004-05
195,312
13,163
208,475
136,548
5,568
142,116••;-'." "..' ' :
15,031
969
16,000
6,050,735
2,271
8,840
6,061,846
46,750
7,464
320,651
2,775,508
3,150,373
7,646
7,646
66,855
3,320
70,175
PROJECTED
REVENUE
2005-06
92,000
18,000
110,000.==
137,000
0
137,000.^=
21,000
1,000
22,000" • ==
6,000,000
1,000
7,000
6,008,000
20,000
0
350,000
1,200,000
1,570,000=^=^^^^=
10,000
10,000
83,000
4,000
87,000
ESTIMATED
REVENUE
2006-07
50,000
23,000
73,000
140,000
2,000
142,000=^^=^== „ v .;, .:
0
0
0
6,104,692
1,500
7,295
6,113,487
52,700
0
300,000
45,000
397,700
10,000
10,000
0
0
0
AS%
OF FY 05-06
PROJECTED
-45.7%
27.8%
-33.6%
2.2%
0.0%
3.7%
-100.0%
-100.0%
-100.0%
1.7%
50.0%
4.2%
1.8%
163.5%
0.0%
-14.3%
-96.3%
-74.7%
0.0%
0.0%
•100-0%
•100.0%
-100.0%
DIFFERENCE
2005-06 TO
2006-07
(42,000}
5,000
(37,000)=^^=^==- • :
3,000
2,000
5,000i"^™-"
(21,000)
(1,000)
(22,000)
104,692
500
295
105,487
32.700
0
(50,000)
(1,155,000|
(1,172,300)
0
0
(83,000)
(4,000)
(87,000)
B-18
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
OTHER
TOTAL
BUSINESS IMPROVEMENT DISTRICT
INTEREST
TOTAL
ARTS SPECIAL EVENTS
DONATIONS
INTEREST
TOTAL
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL
ACTUAL
REVENUE
2004-05
464,152
106,000
22,152
0
592.304
428,916
0
458
429.374
858,287
2B,000
0
30,194
916,481
100,078
23.630
123,708
70,605
508
15,000
86,113
118
118
71,967
333
72,300
17,146
2,527
19.673
PROJECTED
REVENUE
2005-06
466,000
0
23,000
0
489,000
405,000
0
1,000
406,000
703,000
1B5.000
28,000
35,000
951,000
100,000
30,000
130,000
127,000
2,000
6,000
135.000
0
0
71,000
1,000
72,000
12,000
3,000
15,000
ESTIMATED
REVENUE
2006-07
464,456
0
17,000
0
481,456
388,098
0
0
388,098
718,024
184,866
0
24,000
926,890
100,000
36,000
136,000
290,600
2,300
0
292,900
0
0
80,000
875
80,875
0
0
0
AS%
OF FY 05-06
PROJECTED
-0.3%
0-0%
-26.1%
0.0%
-1.5%
-4.2%
0.0%
-100.0%
-4.4%
2.1%
-0.1%
-100.0%
-31.4%
-2.5%
0.0%
20.0%
4.6%
128.8%
15.0%
-100.0%
117.0%
0.0%
0.0%
12.7%
-12.5%
12 3%
-100.0%
0.0%
-100.0%
DIFFERENCE
2005-06 TO
2006-07
(1,544)
0
(6,000)
0
(7,544)
(16,902)
0
(1,000)
(17,902)
15,024
(134)
(28.000)
(11,000)
(24,110)
0
6,000
6,000
163,600
300
(6,000)
157,900
0
0
9,000
(125)
3,875
(12,000)
0
(15,000)
e-19
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
DONATIONS
INTEREST
OTHER
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
2004-05
7,002
5,330
465
12,797
663,706
0
0
663,706
694
28,609
4,000
33,303
6,063
6.063
100
3,143
3,243
500
172
672
12.616,486
PROJECTED
REVENUE
2005-06
11,000
7,000
0
18.000
1,000,000
40,000
40,000
1,080,000^=^= in -ur..':, _.'j.a
0
35,000
0
35,000
8,000
8,000
0
0
0
0
0
0
1 1 ,283,000
ESTIMATED
REVENUE
2006-07
0
0
0
0
590,353
0
70,000
660,353
0
40,000
0
40,000
7,000
7,000
0
0
0
0
0
0
9,749,759
AS%
OF FY 05-06
PROJECTED
-100.0%
-100.0%
0.0%
-100.0%
-41.0%
-100.0%
75.0%
-38.9%
0.0%
14.3%
0.0%
14.3%
-12-5%
-12.5%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
-13.6%
DIFFERENCE
2005-06 TO
2006-07
(11.000)
(7,000)
0
(11,000)
(409.647)
(40.000)
30,000
(419,647)
0
5.000
0
0
(1,000)
(1,000)
0
0
0
0
0
0
(1,533,241)
B-20
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
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
MISC SEWEfl
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
2004-05
j
13.281,446
3,747,831
2,026,281
117,710
106,577
230,619
483,355
208,884
274,881
97,157
166,741
20,741,682
1,173,916
101,657
392,565
277,140
172,438
2,117,716
6,296,638
20,013
163,536
61 ,794
216,134
327,412
7,085,527
204,472
244,982
43,247
635,744
49,846
1,424,593
1,717
2,604,601
18,996
51.078
70,074
32,619,600
PROJECTED
REVENUE
2005-06
14,984.640
3,880,757
2,200,000
135,000
110,000
230,000
500,000
180,000
195,000
95,000
150,000
22,660,397
1,475,848
100,000
731,476
125,000
0
2.432,324
6,750,000
20,000
155,000
69,000
226,000
21,000
7,241,000
260,000
280,000
44,000
0
25,416
1,550,000
37,359
2,196,775
18,996
650,000
668,996
35,199,492
ESTIMATED
REVENUE
2006-07
16,205,888
4,162,810
2,310,000
130.950
112,200
234,600
500,061
185,400
189,150
91,200
153,001
24,275.260
2,157,955
107,268
1,188,088
143,231
757,562
4,354,104
7,507.242
20,357
159,650
70,233
162,194
21,420
7,941,096
265,166
291,200
45,760
0
0
1,702,944
0
2,305,070
19,000
0
19,000
38,894,530
AS%
OF FY 05-06
PROJECTED
8.2%
7.3%
5-0%
-3.0%
2.0%
2.0%
0-0%
3.0%
-3.0%
-4.0%
2.0%
7.1%
46.2%
7.3%
62.4%
14.6%
0.0%
79.0%
1 1 .2%
1.8%
3.0%
1.8%
-28.2%
2.0%
9.7%
2.0%
4.0%
4.0%
0.0%
-100.0%.
9.9%
-100.0%
4.9%
0.0%
^100.0%
(D
1 0.5%
DIFFERENCE
2005-06 TO
2006-07
1,221,248
282,053
110.000
(4,050)
2.200
4,600
61
5,400
(5,850)
(3,800)
3,001
1,614,863
682.107
7,268
456,612
18,231
757,562
1,921,780
757,242
357
4,650
1,233
(63,806)
420
700,096
5,166
11,200
1,760
0
(25,416)
152,944
(37,359)
108,295
4
(650,000)
(649,996)
3,695,038
B-21
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
[INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
SELF-INSURED BENEFITS
INTEREST
INTERDEP ARTM ENTAL
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL PROJECTED
REVENUE REVENUE
2004-05 2005-06
90,293 130,000
1,999,629 2,200,000
32,106 352,000
2,122,028 2,682,000
40,091 29,000
1,200,800 1,295,000
16,093 27,000
1,256,984 1,351,000
2,960 0
813,022 847,000
815,982 847,000
1,688,802 2,830,000
17,581 0
1,706,383 2,830,000
1,574,366 832,080
229,742 320,000
69,368 333,432
1,873,476 1,485.512
4,154,145 3,682,000
95,746 132,000
0 66,000
4,249.891 3,880,000
12,024,744 13,075,512
ESTIMATED
REVENUE
2006-07
148,000
2,350,000
400,000
2,898,000
40,000
1,375,000
25.000
1,440,000
0
840,000
840,000
2,532,459
0
2,532,459
1,350,853
350,000
50,000
1,750,853
4,413,000
160,000
0
4,573,000
14,034,312
AS%
OF FY 05-06
PROJECTED
13.9%
6.8%
13.6%
8.1%
37.9%
6.2%
-7.4%
6-6%
0.0%
-0.8%
-0.8%
-10.5%
0.0%
-10.5%
62.4%
9.4%
-85.0%
17.9%
19.9%
21.2%
-100.0%
17.9%
7.3%
DIFFERENCE
2005-06 TO
2006-07
18,000
150,000
48,000
216,000
11,000
80,000
(2,000)
89,000
0
-100.0%
(7.000)
(297,541)
0
(297,541)
518,773
30.000
(283,432)
265.341
731,000
28,000
(66.000)
693.000
958,800
B-22
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
OTHER
TOTAL
SCCRA OPERATIONS / DEBT SERVICE
TAX INCREMENT
INTEREST
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2004-05
_J
80,245
1,840,184
26,345
19,079
1 ,965.853
460,046
72,549
0
532,595
161,327
29,081
190,408
53,776
10,673
64,449
2,753,305
PROJECTED
REVENUE
2005-06
83,366
2,200,000
44,000
23,000
2,350,366
550,000
135,000
0
685,000
0
26,000
26,000
0
13,000
13,000
3,074,366
ESTIMATED
REVENUE
2006-07
83,000
2,132,690
35,000
11,000
2,261,690
559,000
135,000
0
694,000
0
27,000
27,000
0
0
0
2,982,690
AS%
OF FY 05-06
PROJECTED
-0.4%
-3.1%
-20.5%
-52.2%
-3.8%
1 .6%
0.0%
0.0%
1.3%
0.0%
3.9%
3.9%
0.0%
-100.0%
-100.0%
-3.0%
DIFFERENCE
2005-06 TO
2006-07
(366)
(67,310)
(9,000)
(12,000|
(88,676)
9,000
0
0
9,000
0
1,000
1,000
0
(13,000)
(13,000)
(91,676)
TOTAL OPERATING $163,788,205 $165,746,370 $177,836,062 7.3%12,089,692
B-23
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
2003-04
ACTUALS
j
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
18,255,487
12,149,739
30,405,226
476,278
289,161
173,627
3,505,566
1 .62," 392
6,067,024
7.910,414
660,308
4,551,325
586.029
13708,076
2004-05
ACTUALS
318,974
1,134,006
714,619
129,805
1,094,533
159,439
3,551 ,376
519,242
2,514,618
1,703,115
736,280
5,473,255
20,706,955
12,840,573
33,547,528
681,988
278,194
192,449
3,418,954
1,844,495
6,416,080
8,219,196
778,612
4,830,012
721,537
14,549.357
2005-06
ESTIMATED
EXPENDITURES
332,403
1 .228,707
1,229,545
146,017
1,173,297
161,684
4,271,653
610,743
2,599,435
2,266,727
792,656
6,269,561
23,048,863
14,260.227
37,309,090
926.136
485,686
185,073
3,823,863
2,123,863
7,544,621
9,257,954
825.456
5,228,409
889,772
16,201,591
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
2006-07
ADOPTED
BUDGET
367,390
1,337,951
1,107,724
253,179
1,204,032
183,500
4,453,776
743,482
2,970.499
2,242,796
880,095
6,836,872
23,630,515
15,579,211
39,209,726
653,860
418,433
213,608
3,292.390
2,254,670
6,832,961
9,392,745
815,384
5.509,959
898,627
16.616,715
%INCR (DEC)
05-06 BUD
TO
06-07 BUD
1 .8%
0.3%
18.2%
107.4%
6.0%
6.0%
9.6%
15.6%
6.8%
2.2%
6.2%
6.0%
8.0%
14 5%
10.5%
-11 9%
301%
-5.7%
1 4%
1 1 0%
4.0%
6.0%
6.3%
47%
1 .6%
53%
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-24
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
PUBLIC WOHKS
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
DISASTER PREPAREDNESS
LEGAL SERVICES
TRANSFER TO CIP
M1SC/ TRANSFERS OUT
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
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
357,642
43,210
3.605,000
0
0
272,282
0
568,541
6.309.894
80,266,596
0
80.266.596
2004-05
ACTUALS
874,618
5,846,010
2,949,783
3,619,920
2,468,341
575,777
76,273
16,410,722
505,831
46,365
0
84,534
800,000
415.782
56,701
3,830,000
0
1,694,333
12,960
1,037,535
106,383
8,590,424
88.538,742
0
88.538,742
2005-06
ESTIMATED
EXPENDITURES
869,734
6,262,145
3,856,490
4,375.676
3,334,690
720.991
83,567
19,503,293
509,100
1,500
36,000
85,000
800,000
390,400
72,900
3,830,000
580,000
0
250,000
800,000
0
7,354,900
98.454,709
0
98.454.709
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
0
250,000
600,000
0
7,600,720
94,896,286
2,300,000
97.196,286
2006-07
ADOPTED
BUDGET
977,632
7,208,940
3,786,086
4,749,395
2,907,163
1,013,807
322,658
20,965,681
0
0
36,000
88,000
275,000
446,150
75,200
7,200,000
560.000
0
250,000
0
216,000
9,146,350
104,062,081
2,300,000
106.362,081~
%1NCR (DEC)
05-06 BUD
TO
06-07 BUD
2.2%
6.4%
21 5%
7.0%
88%
22.4%
88.7%
10.6%
-100.0%
-100.0%
0.0%
3.5%
•65.6%
6 1%
2.8%
69.4%
12.0%
00%
-100.0%
20 3%
9.7%
0.0%
9.4%
B-25
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
LLDM2
BUSINESS IMPROVEMENT DISTRICT
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
SELF-INSURED BENEFITS
RECORDS MANAGEMENT (1]
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2003-04
ACTUALS
65,597
241,435
3,170
5,724,867
773,955
9,066
76,312
665,078
523,055
983,443
50,431
17,124
0
47,689
19,654
713,751
52,745
14,479
0
1,615
4,429
9,987,895
23,112,169
3,695,448
8.832.412
2,231,692
53,917
37,925,638
2,496,721
1,171,663
2,945,620
983,010
1 ,904,927
553,253
3,812,722
13,867,916
2004-05
ACTUALS
36,327
214,084
29,229
6,430,186
1,537,415
8,400
70,369
688,632
527,712
986,145
102,849
33,443
7,408
40,903
6,361
714,428
49,605
13,579
0
5,704
5,041
11,507,820
20,863,756
2,097,734
7,721,721
1,488,107
25.344
32,196,662
2,251,838
2.720,853
739.008
0
2,032,106
866,614
4.355,565
12.965,984
2005-06
ESTIMATED
EXPENDITURES
146,027
132,513
35,000
5.838.403
2,417.438
12,000
137,898
776,185
641,171
1.246,135
108,000
63,571
26,092
47,696
7,265
607,427
27,980
14,500
0
0
14,370
12,299.671
23.157.236
3,121,026
7,915,975
1,902,305
50,000
36,146,542
2,399,203
1,377,794
706,394
0
2,460,254
2,000,000
5,238,659
14,182,304
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
0
37,446
170,000
637,549
30,000
28,000
0
0
22,500
10,123,701
22.244,186
2,644,808
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
2006-07
ADOPTED
BUDGET
108.510
141,532
0
6,144,692
433,785
14,000
0
561.909
534,302
1 ,080,408
96,500
129,683
0
69,461
0
590,353
30,000
18,000
0
0
0
9,953,135
25,368,385
3,683,660
8,679,673
2,338,824
80,000
40,150.542
2,322,112
1,473,618
771,000
0
2,572,977
940,000
5,347,474
13,427,181
%INCR (DEC)
05-06 BUD
TO
06-O7 BUD
21.6%
48%
27%
3.8%
1 6.7%
-14.0%
-5.4%
•8.2%
-7.7%
104.0%
85 5%
-100.0%
-7.4%
0.0%
-35.7%
-100.0%
-1.7%
14.0%
39 3%
12.7%
1 .9%
-36.0%
14.7%
-3.9%
-17.5%
-18.1%
24 3%
-52 9%
14.2%
-3.3%
NOTE: Estimated expenditures may exceed Adopted budge! 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-26
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
2003-04
ACTUALS
1,977,189
51,324
298,553
22,661
2.349,727
2004-05
ACTUALS
4,300,984
70,613
169,844
36,995
4,578,436
2005-06
ESTIMATED
EXPENDITURES
2,612,604
78.000
509,403
45,000
3,245,007
%INCR (DEC)
2005-06
ADOPTED
BUDGET
1,737,357
94,396
278,517
36,917
2,147,187
2006-07
ADOPTED
BUDGET
1,525,511
93,775
206,831
42,535
1,868,652
05-06 BUD
TO
06-O7 BUD
-122%
-0.7%
-25 7%
15.2%
-13.0%
TOTAL OPERATING FUNDS 144,397.772 149,787.644 164.328,233 158,371,778 171,761.591 8.5%
B-27
Operating Budget Summary
Policy and Leadership Group
Administrative Serviced
Public Safety
Community Development
Community Service**
Public Work**
PROGRAM:
FUND:
PROGRAM GROUP:
POLICY AND LEADERSHIP GROUP
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
2,193,946
1,168,784
19,280
3,382,010
17.50
0.00
2004-05
ACTUAL
2,422,056
1,120,131
9,187
3,551,374
17.50
0.00
2005-06
BUDGET
2,672,512
1 ,389,764
0
4,062,276
17.50
0.00
2006-07
BUDGET
2,792,734
1 ,526,620
134,422
4,453,776
18.50
0.00
City Attorney
28%
Communications
25%
City Council
City Clerk
4%
City Treasurer
4%
City Manager
31%
B-28
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
2003-04
ACTUAL
208,928
77,425
0
286,353
1.00
0.00
2004-05
ACTUAL
248,581
70,392
0
318,973
1.00
0.00
2005-06
BUDGET
278,591
82,270
0
360,861
1.00
0.00
2006-07
BUDGET
280,230
87,160
0
367,390
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 2006-2007:
Top-QuaMty 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-29
PROGRAM: CITY COUNCIL PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCTNO. 0010110
KEY GOALS FOR 2006-07 (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:
In addition to the continuation of Council's Strategic Goals, the City Council also developed and prioritized their top
work efforts to focus the organization's resources.
B-30
PROGRAM:
FUND:
PROGRAM GROUP:
CITY CLERK
GENERAL
CITY CLERK ACCT NO. 0010210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
13,671
252,474
2,909
2004-05
ACTUAL
1 3,692
114,609
1,503
2005-06
BUDGET
15,218
106,852
0
2006-07
BUDGET
13,879
239,300
0
269,054| 129,8051 122,070| 253,179
0.00
0.00
0.00
0.00
0.00
0.00
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 2005-06:
Continued CustomeLService 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.
• Continuation of Passport Acceptance services.
• Completion of 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.
• Revision of Agenda Bill Manual to incorporate changes and reflect current practices.
• Implementation of improvements to Public Hearing procedures to streamline process and provide cost savings.
• Provision of training to staff responsible for public hearings and agenda bills.
KEY GOALS FOR 2006-07:
• Continued compliance with mandates of Federal, State, and Local laws.
• Continued provision of Passport acceptance Service.
• Provision of services for General Municipal Election in November, 2006.
• Analysis of benefits of Statements of Economic Interest filing automation.
SIGNIFICANT CHANGES:
• None.
B-31
PROGRAM:
FUND:
PROGRAM GROUP:
CASH MANAGEMENT
GENERAL
CITY TREASURER ACCT NO. 0010310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
81,252
82,466
0
2004-05
ACTUAL
92,598
66,840
0
2005-06
BUDGET
102,028
71 ,085
0
2006-07
BUDGET
99,531
83,969
0
163,718| 159,439| 173,1 13| 183,500
0.75
0.00
0.75
0.00
0.75
0.00
0.75
0.00
MISSION STATEMENT:
The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad
and all of its agencies including, among others, the Carlsbad Municipal Water District and the Carlsbad
Redevelopment Agency.
PROGRAM ACTIVITIES:
Cash Management
• Develop projections of cash receipts and cash expenditures from various City and external sources.
• Maintain records of cash receipts and cash disbursements into the Treasury.
• Retrieve daily on-line bank statements and return check listing, verify receipt of anticipated deposits, ensure that
all checks paid by the bank were valid City checks.
• Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
maintained for the anticipated activity of the next day.
• Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by
proper documentation.
• Develop contracts for cost-effective banking, both retail and custody services.
• Arrange for lines of credit and short-term loans as needed.
• Develop, maintain, and ensure compliance with all Treasury internal controls.
Investment Management
• Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for
approval. Incorporate in the Investment Policy any changes in the City's financial requirements that affect
investments. Ensure compliance with the California Government Code.
• Develop and maintain a pool of investments for the City and its agencies.
• Research daily the financial markets and the financial forecasts.
• Determine daily the type of investments that should be made, considering the current cash position and financial
markets. Determine the dollar amount of the investment and the desired maturity date.
• Solicit telephone bids from approved financial institutions/brokers for available investments.
• Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange
for payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made.
• Maintain record for all investments and investment income.
• Reconcile the custodian's monthly report of investments held with Treasury records.
• Arrange for collateral contracts as required.
B-32
PROGRAM: CASH MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310
PROGRAM ACTIVITIES (continued):
Reporting and Oversight
• Develop and present to the City Council monthly reports of investment activities.
• In a timely manner, disclose to the City Council any information that could potentially threaten the safety and
liquidity of the investment pool.
• Develop and present to the City Council annual reports summarizing and analyzing the financial markets and
the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal
years to provide perspective.
• Develop investment data for the City's Comprehensive Annual Financial Report.
• Develop investment data for the City's annual financial audit conducted by an independent auditor.
• Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter,
or more frequently as needed.
WORKLOAD STATISTICS: (Est.)
FY2Q02 FY2003 FY2004 FY2005 FY2006
• Portfolio Balance {millions of $) 389 431 472 512 540
• Number of Investments in Portfolio 1,455 1,298 1,244 1,447 1,501
• Investment Activity
-Transactions 280 286 230 224 206
-Average Buy (millions) $3.00 $3.51 $3.68 $3.73 $3.73
. Number of Checks Cleared 14,648 14,925 14,762 15,180 15,105
KEY GOALS FOR 2006-07:
FinanciaLHealth
• 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-33
PROGRAM:
FUND:
PROGRAM GROUP:
CITY MANAGER
GENERAL
CITY MANAGER ACCT NO. 0011010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
854,016
275,587
83
1,129,686
6.00
0.00
2004-05
ACTUAL
804,996
325,008
4,001
1,134,006
6.00
0.00
2005-06
BUDGET
948,553
384,765
0
1,333,318
6.00
0.00
2006-07
BUDGET
989,531
348,420
0
1,337,951
6.00
0.00
PROGRAM GROUP DESCRIPTION:
The City Manager's Office houses the general administrative function of the City. The department's budget includes
the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services
Major Service Area), and the related support staff. The City Manager is generally responsible for the achievement of
the organization's goals that support the City Council's strategic goals.
PROGRAM ACTIVITIES:
Financial
• Promote sound financial practices and a balanced revenue expenditure basis.
Administration
• Provide timely and reasonable responses to citizens and customers.
Policy Development
• Assist the City Council in policy development.
PERFORMANCE MEASURES:
The City Manager's Office is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 2006-2007:
Top-Quality Services
• A city that provides exceptional services on a daily basis.
Tra nspo rtati gn/C jrc u I at i o n
• 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.
B-34
PROGRAM: CITY MANAGER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
KEY GOALS FOR 2006-07 (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 arts 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:
Consultant services funding has been transferred from the City Manager's organization to the Administrative
Services organization to align work efficiencies.
B-35
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATION
GENERAL
COMMUNICATION ACCT NO. 0011012
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
234,602
344,420
16,288
2004-05
ACTUAL
306,765
404,704
3,149
2005-06
BUDGET
324,826
612,205
0
595,310| 714,619| 937,031
2.75
0.00
2.75
0.00
2.75
0.00
2006-07
BUDGET
337,741
635,561
134,422
1,107,724
3.75
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 2006-07:
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.
Communication Strategic Goal.
SIGNIFICANT CHANGES:
Assist in implementing the City Council's
The City Council has approved a Program Option 'Televising Planning Commission Meetings". The additional
funding of $5,800 will allow the city to purchase and install the hardware server to host live public meetings on local
cable channels and on City Websites.
In addition, the City Council has approved $150,000 funding for the Program Option "Increased Community
Outreach & Communications" to increase effectiveness and capacity to provide more opportunities to share
information with the community on issues that are important to the residents. As a part of this Program Option,
funding for 1 full time permanent employee was approved and additional funding for temporary help.
B-36
PROGRAM:
FUND:
PROGRAM GROUP:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCTNO. 0011210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
801 ,477
136,412
0
2004-05
ACTUAL
955,423
138,576
533
2005-06
BUDGET
1,003,296
132,587
0
2006-07
BUDGET
1 ,071 ,822
132,210
0
937,889| 1,094,532| 1,135,883| 1,204,032
7.00
0.00
7.00
0.00
7.00
0.00
7.00
0.00
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council's goals to be:
• A City that connects community, place and spirit, through balanced and economically sustainable lands uses.
• 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 2006-07:
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:
The City Attorney is now General Counsel to the Carlsbad Tourism Business Improvement District.
B-37
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATIVE SERVICES
VARIOUS
ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$5,467,097
10,416,469
88,755
$15,972,321
66.00
3.75
2004-05
ACTUAL
$5,956,865
8,983,354
600,295
$15,540,515
66.00
3.25
2005-06
BUDGET
$6,584,283
9,330,712
360,500
$16,275,495
65.00
3.25
2006-07
BUDGET
$6,998,803
8,903,808
848,465
$16,751,076
69.00
2.25
Information
Technology
31%
Health Insurance
5%
Risk Management
9%
Admin
4%Finance
20%
Workers' Comp
13%
Human resources
13%
\ Records
Management
5%
B-38
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
ADMINISTRATIVE SERVICES ACCTNO. 0011110-12
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$260,485
246,481
0
$506,966
2.00
0.00
2004-05
ACTUAL
$280,372
237,767
1,100
$519,240
2.00
0.00
2005-06
BUDGET
$298,727
344,420
0
$643,147
2.00
0.00
2006-07
BUDGET
$391 ,651
351,831
0
$743,482
2.00
0.50
PROGRAM GROUP DESCRIPTION:
Administrative Services is dedicated to developing business systems that support the high level of performance
demanded from all City departments. Creation of systems that improve and streamline business services provided
to both internal and external customers, assuring the integrity and reliability of financial data, budgets and forecasts,
and the creation of a highly dependable, flexible, responsive and secure information system are among the top
priorities for the Administrative Services staff members. In the future, the challenge will be to accomplish these
goals within a framework that balances the cost and benefits of each service.
KEY GOALS FOR 2006-07:
• The Administrative Services Director is responsible for assisting each department in the accomplishment of its
goals. The Director's primary role is to remove roadblocks, coordinate department efforts, deal with competing
priorities, assist with resource allocation, and provide leadership and support for Administrative Services staff.
• The Director is responsible for furthering leadership and employee development, workplace improvement, and
communications through implementation and support of a number of programs designed to strengthen
leadership skills, enhance employee knowledge, skills and abilities, and enhance the culture of the organization.
• As a member of project teams, the Director is responsible for the creation of financing programs that support the
City's capital improvement efforts, including major road projects, water projects, parks, open space, and trails.
• As part of the Leadership Team, the Director is the spokesperson for Administrative Services issues with the top
leadership of the City. With the other members of the Leadership Team, the Director is responsible for the
creation of an organization that can achieve the Council's goals and vision.
• The Director is the team leader for the City's cross-functional Desalination team. Working closely with the City
Manager and City Council, the team is responsible for negotiations with both public and private parties
proposing the development of a seawater desalination plant in Carlsbad to assure that the interests of the local
community are properly addressed.
SIGNIFICANT CHANGES:
Consultant services funding has been transferred to the Administrative Services organization from the City
Manager's organization to align work efficiencies. This funding will support a .50 part-time FTE to provide
organization development consulting services.
B-39
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL7ENTERPRISE
FINANCE ACCTNO. 0011310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SEWER ENTERPRISE
TOTAL FUNDING
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
ACTUAL
$2,202,787
845,790
8,840
$3,057,418
28.00
2.50
$2,514,618
380,000
162,800
$3,057,418
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
2006-07
BUDGET
$2,584,571
849,532
68,240
$3,502,343
28.00
1.00
$2,970,499
376,191
155,653
$3,502,343
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other's differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Long-Ranqe Financial Planning and Budget Management
• Prepare ten-year operating forecasts incorporating various "what-if scenarios to facilitate decision-making for
the City Council and City departments.
• Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council's goals.
• Perform bi-annual review of all City fees and annual cost allocation plan
Genera] 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 provision-.
• 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 Sen/ices
• 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-40
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
FY2003
12
GFOA
CSMFO
Excellence in
Operational
Budget
7,584
15,141
9,169
16,243
$65 million
1,674
$61 million
161,928
FY2004
14
GFOA
GFOA
Distinguished
Budget
Presentation
8,634
14,870
8,394
16,317
$71 million
1,324
$84 million
173,491
FY2005
13
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
8,576
15,399
7,831
18,124
$99 million
1,842
$89 million
172,408
KEY GOALS FOR 2006-07:
Top-Qualitv 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 Accounting Supervisor has been added in exchange for 1.5 part-time hourly positions.
B-41
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
2003-04
ACTUAL
$795,120
680,854
0
$1 ,475,974
9.00
0.75
2004-05
ACTUAL
$879,871
814,684
8,558
$1,703,114
9,00
0,75
2005-06
BUDGET
$944,326
1,251,090
0
$2,195,416
9.00
0.75
2006-07
BUDGET
$1,051,189
1,188,282
3,325
$2,242,796
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
• Recruit and select exceptional employees.
• Redesign Human Resources web pages with an emphasis on the City of Carlsbad as an "employer of choice."
• Proactive planning and scheduling recruitments for multiple vacancies anticipated in FY 06-07.
• 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, competency based training and employee development opportunities for
employees. Create "development tracks" for specific classification groups. Focus in the areas of effective
supervision, communication, and career development.
• Continue to offer 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.
• 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.
• Continue quarterly labor/management forum.
B-42
PROGRAM:
FUND:
PROGRAM GROUP:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES
PAGE TWO
ACCTNO. 0011510 THRU 0011550
WORKLOAD STATISTICS:
Measures for
C lass if {cation/Compensation Review: FY 05-06
Number of classification descriptions/ positions
reviewed, revised or created 13
Measures for Recruitment
Number of applicants processed 3,129
Number of recruitments processed 64
Number of eligibles on employment list 344
Number of new hires ' 78
Number of promotions/transfers 46
Five Year Recruitment Trend
"S 120
g 100
£ 80
301>.OaE
UJ
40
20
0
- -
23
52
17
56 -
41
67
-
20
45
28
50
D Promotions/Transfers
D New Hires
2000-01 2001-02 2002-03 2003-04 2004-05
Fiscal Year
KEY ACHIEVEMENTS FOR 2005-06:
• Together with the Finance and Information Technology departments, determined the future direction for the
City's integrated financial and personnel management systems to ensure consistency with the Strategic
Technology Plan.
• Due to anticipated turnover within the HR Department as well as demographic changes to the workforce that will
impact the services we provide, updated the Human Resources Department strategic plan to set the strategic
direction for the HR department for the next 3-5 years.
• Developed an "HR Scorecard" to quantifiably measure performance within the HR Department and within the
City organization.
• Developed a conceptual plan for a City training facility/lifelong learning center and explored the possibility of
partnering with educational organizations in the community to construct such a facility.
• Designed and implement an "onboarding" process for the City of Carlsbad to improve new hire assimilation into
the organization.
• Designed a revised New Employee Orientation program, "First Mondays", that addresses issues of timeliness,
resource management, and focus.
• Streamlined paper flow and manual work processes in the Human Resources Department Service Center.
Made recommendations for additional efficiencies that could be implemented with additional technology.
KEY GOALS FOR 2006-07:
TOD Quality Services
• Research the feasibility of a Human Resources Information System (HRIS).
• Negotiate continuation of current labor agreement with the Carlsbad Firefighters' Association (CFA).
• Enhance the Human Resources Internet and Intranet pages to improve service delivery, increase staff
efficiency, and maximize our marketing capabilities.
• Implement a Public Works Field Worker Academy.
• Develop a formal design plan for a City training facility.
• Design a wellness program to raise awareness and motivate employees to participate in health and wellness
activities.
SIGNIFICANT CHANGES:
• None.
B-43
PROGRAM:
FUND:
PROGRAM GROUP:
RECORDS MANAGEMENT
GENERAL
RECORDS MANAGEMENT ACCTNO. 0011610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$549,338
429,885
3,787
$983,010
8.00
0.00
2004-05
ACTUAL
$577,409
132,907
25,963
$736,280
8.00
0.00
2005-06
BUDGET
$648,661
179,740
0
$828,401
8.00
0.00
2006-07
BUDGET
$669,405
210,690
0
$880,095
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 2005-06:
• Creation and implementation of Document Management System (DMS) Master Plan.
• Development of training program and provision of training regarding requirements or compliance with subpoena
requests.
• Creation of guidelines and training for proper management of electronic records and e-mail.
• Training citywide personnel on preparation of Agenda Bills.
KEY GOALS FOR 2006-07:
Top Quality Services
• Assist Public Works in evaluating options for cost savings and improved methods for records scanning,
retention, storage, and destruction in Public Works.
• Continue implementation of DMS Master Plan, to ensure that the system is utilized to its fullest capabilities and
to ensure system security and accuracy.
• Continue to educate key personnel in each department on the use of the Document Management System,
Electronic Records, Public Records Act, and Subpoena processing.
• Participate in the analysis of options for enhanced use of the Request For Action software.
• Provide resource information to organization via Intranet.
SIGNIFICANT CHANGES:
• None.
B-44
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
2003-04
ACTUAL
$88,575
2,408,146
0
$2,496,721
1.00
0.00
2004-05
ACTUAL
$91,410
2,160,427
0
$2,251 ,837
1.00
0.00
2005-06
BUDGET
$124,566
2,292,300
0
$2,416,866
1.00
0.00
2006-07
BUDGET
$103,547
2,218,565
0
$2,322,112
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:
Wojkers' 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 = 41 (for the period of 07/01/04 - 06/30/05).
KEY GOALS FOR 2006-07:
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-45
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
2003-04
ACTUAL
$174,967
996,696
0
$1,171,663
2.00
0.50
2004-05
ACTUAL
$190,870
2,527,952
2,030
$2,720,853
2.00
0.00
2005-06
BUDGET
$210,994
1,575,637
0
$1,786,631
2.00
0.00
2006-07
BUDGET
$218,205
1,255,413
0
$1,473,618
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.
I n s u rance/Self-l nsu ra nee
• 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 ACHIEVEMENT FOR 2005-06:
Top-Quality Services
• Development of property damage liability guidelines.
• Development of Council Policy and Administrative Order - Insurance Requirements and Guidelines.
KEY GOALS FOR 2006-07:
Top-Quality Services
• Determine the feasibility of a Human Resources System (HRIS)
• Development of insurance requirements for contractor instructor agreements.
SIGNIFICANT CHANGES:
• None.
B-46
PROGRAM:
FUND:
PROGRAM GROUP:
SELF-INSURED BENEFITS
INTERNAL SERVICE
HUMAN RESOURCES ACCTNO. 6131520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$113,706
2,831,914
0
$2,945,620
0.00
0.00
2004-05
ACTUAL
$0
739,008
$739,008
0.00
0.00
2005-06
BUDGET
$0
941 ,500
0
$941,500
0.00
0.00
2006-07
BUDGET
$0
771 ,000
0
$771,000
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:
• None.
B-47
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
2003-04
ACTUAL
$1,518,974
2,233,584
60,164
$3,812,722
16.00
0.00
2004-05
ACTUAL
$1,734,146
2,067,617
553,802
$4,355,566
16.00
0.00
2005-06
BUDGET
$1,909,302
2,412,530
360,500
$4,682,332
16.00
0.00
2006-07
BUDGET
$1 ,980,235
2,590,339
776,900
$5,347,474
19.00
0.00
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through technology.
PROGRAM ACTIVITIES:
Computer and Telecommunication Support Services
• Ensure that all City computers and the City's telecommunication network 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.
• 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, Fire Station #6 and the Senior Center expansion.
• 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/2QQ5
Total number of help tickets opened for the year 4,962
Average number of help tickets opened per month 413
Percentage of urgent priority resolved within 1 hour (benchmark) 85%
Percentage of high priority calls resolved within 3 hours (benchmark) 95%
Percentage of users rating information technology services as good excellent 90%
KEY ACHIEVEMENTS FOR 2005-06:
• 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 City's Financial System (IFAS) was migrated to a new Unix server providing is increased storage capacity,
speed and reliability.
B-48
PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
KEY ACHIEVEMENTS FOR 2005-06 (Continued):
• An improved email handling system was implemented. The City receives approximately 6,000 pieces of email
each day - roughly 40% of which is spam or junk mail. This new email security device helps protect the City
email system from spam, dangerous worms and viruses.
• A city-wide cashiering system - CORE, was implemented in August. This system simplifies the payment
transaction process for the cashiering staff, allows greater controls of financial transactions and improves
reporting.
• Four web servers were added to improve the performance, quality and effectiveness of the on-line Class Web
Recreation System. The Class Payment Server system was also upgraded to improve reliability of online credit
card payments.
• To improve accountability and management of City IT assets from acquisition to disposal, an asset management
solution was implemented.
• Replaced 220 PC's/laptops, 60 monitors and over 40 printers this fiscal year.
SIGNIFICANT CHANGES:
• Three full time System Administrators will be added this fiscal year to accommodate the increase demands of
information technology services.
B-49
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 fi>nd lor CAD System Hardware
Misc Transfers Out {Disaster Preparedness+ transfer)
Total General Fund Transfers
Total General Fund Non-Departmental
Council Contingencies
Contingencies {Adopted budget)
GENERAL FUND TOTAL
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants
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
0
$6,309,894
52,745
2004-05
ACTUAL
$505,831
46,365
0
84,534
56,701
415,782
12,960
0
1 06,383
1 ,228,556
0
800,000
3,830,000
1 ,037,535
0
1,694,333
7,361,868
8,590,424
0
$8,590,424
49,605
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
30,000
2006-07
ADOPTED
BUDGET
0
0
36,000
88,000
75,200
446,150
250,000
560,000
1,455,350
0
275,000
7,200,000
0
0
216,000
7,691,000
9,146,350
2,300,000
$11,446,350
30,000
B-50
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC SAFETY
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
25,102,784
5,475,945
1 36,699
30,715,428
227.75
4.27
2004-05
ACTUAL
27,555,565
5,741,909
529,692
33,827,167
227.75
4.27
2005-06
BUDGET
29,515,640
6,038,984
155,800
35,710,424
230.75
8.01
2006-07
BUDGET
32,008,463
6,997,596
453,710
39,459,769
242.75
8.01
Fire, 39%
Police, 61%
B-51
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE
GENERAL
POLICE SUMMARY
19
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
14,801,426
3,671 ,489
92,774
18,565,689
148.00
3.10
2004-05
ACTUAL
16,773,754
3,733,369
479,472
20,986,595
148.00
3.10
2005-06
BUDGET
17,951,522
3,991 ,086
155,800
22,098,408
151.00
6.84
2006-07
BUDGET
19,072,092
4,687,756
120,710
23,880,558
156.00
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:
•*
m
2005 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
30 •
20-
10-
n -
244 I 25.8 27.2
• „ , j»
28,0
2001 2002 2003 2004 2005
Community Perception of Crime
The Police Department measures citizens'
perceptions of crime by asking, "How safe do you
feel walking alone in your neighborhood? The
percent responding 'Very safe" is reflected in the
chart to the right.
Citizen Satisfaction
% Rating Police Good or Excellent
Records
Detectives
911 Dispatcher
Patrol Officers
• ,-|. . .- - 82%
• **M, '*•*&84%
• v ~ - ?'* 82%
,. - ..).92
tit
*
0 50 100
Crime
The Police Department measures crime with the FBI index
crimes. FBI Index crimes include homicide, rape, robbery,
aggravated assault, burglary, larceny/theft, and motor
vehicle theft.
Community Perception of Crime
m
Night
Day
... ' j 44%
I 45%
1 1
J85%
, If™
20 40 60 80 100
O Benchmark
B-52
PROGRAM: POLICE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
KEY ACHIEVEMENTS FOR 2005-06:
• Participated in several large-scale drills to help police and other City personnel better respond to critical
incidents.
• Received federal Homeland Security grant funds to upgrade the City's Emergency Operations Center and to help
officers familiarize themselves with emergency responses to key location in the City.
• Expanded service to the downtown area to help assure a safe an enjoyable environment for everyone.
• Remodeling of the Safety Center conference center was completed.
• Improved the delivery of police services by enhancing patrol's response to trends and problem areas with the
assistance of crime analysis information including maps.
• Enhance Communications Operators' proficiency with technology, processes, and policies through demonstrated
proficiency testing.
• Enhanced Patrol officers' proficiency with new in-car computer functions and databases through demonstrated
proficiency testing.
• Identified areas for operational improvement and will continue with its improvement initiative plans.
• Continued to enhance City disaster-related services and public safety through planning, preparation and training
of City Staff.
KEY GOALS FOR 2006-07:
• Improve Citywide response to critical incidents and disasters.
• Enhance officers' report writing skills to increase accuracy and improve automated data retrieval.
• Improve information provided to the public via the Intranet and identify other methods to enhance public
communication.
• Enhance department process improvement via expanded performance measurement.
• Enhanced building site security.
• Develop and implement plan to provide police officer skills refreshers in-house.
• Continue evaluation of technology alternatives and options.
• Develop plans for replacement police shooting range.
B-53
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
368,764
683,653
0
2004-05
ACTUAL
472,221
738,350
13,009
2005-06
BUDGET
518,385
774,564
0
2006-07
BUDGET
534,323
867,663
1 ,052,41 7| 1 ,223,580! 1 ,292,949| 1 ,401 ,986
3.00
0.00
3.00
0.00
4.00
0.00
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:
• None.
B-54
PROGRAM:
FUND:
PROGRAM GROUP:
FIELD OPERATIONS
GENERAL
POLICE ACCT NO. 0012120
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
6,566,458
733,452
9,325
7,309,235
63.00
0.23
2004-05
ACTUAL
7,634,477
901 ,953
307,154
8,843,585
63.00
0.23
2005-06
BUDGET
8,213,649
897,920
67,800
9,179,369
67.00
0.00
2006-07
BUDGET
8,160,605
1,114,212
25,000
9,299,817
69.00
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
PERFORMANCE/WORKLOAD MEASURES:
2005 Average Response Times
Priority one calls are those in which there is an immediate
threat to life or property. Our goal is to respond to atl priority
one calls in an average of six minutes or less. Priority one
calls made up less than two percent of our total call volume in
2005. Priority two (urgent calls) and priority three (calls for
reports) made up almost 99 percent of our total call volume.
SIGNIFICANT CHANGES:
CY2000
64,366
8,381
CY2001
68,798
9,050
CY2002
66,713
9,527
CY2003
73,963
9,572
CY2004
73,667
9,525
CY20Q5
74,546
10,059
May-Dec 2005 Response Times
Priority 1
Priority 2
Priority 3
6.8
12.1
37.7
10 15 20 25 30
Minutes
2.0 police officers are being added for field operations to maintain current safety levels with the City's increased
population growth. To address the citizens of Carlsbad concerns about the safety of the Downtown area, the City
Council has approved additional funding for "Downtown Enforcement." An increase in the number of officers
authorized to work overtime will go from 2 to 4 and there is also additional appropriation for 2 private security officers
and vehicles.
B-55
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
GENERAL
POLICE ACCT NO. 0012121-23,2125, 2129, 2142
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
1,563,589
348,534
46,561
1,958,684
16.00
0.34
2004-05
ACTUAL
1,733,154
285,259
0
2,018,413
16.00
0.34
2005-06
BUDGET
1,790,054
304,670
0
2,094,724
15.00
3.42
2006-07
BUDGET
2,291,379
310,711
0
2,602,090
15.00
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 safer.
Volunteer Program
• Provide support to the members of the Police Department and help enhance community safety and security
through education and crime prevention.
Reserve Program
• Provide assistance to the patrol and traffic functions, as well as other divisions within the department by
assignment as transport, cover, or working with officers.
Lagoon Patrol
• Maintain order in and around Agua Hedionda Lagoon. Provide general 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.
Community Policing
• Help improve the quality of life for citizens facing recurrent policing problems.
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-56
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.
Laaoon Patrol
• Enforce boating regulations.
• Monitor recreational boating operation on Agua Hedionda Lagoon.
• Patrol lagoon, trail, and park areas.
• Assist stranded boaters on Aqua Hedionda Lagoon.
Crime Prevention
• Target all groups within the community including crime victims, and utilize community forums, surveys, media,
newsletters, and direct mailings.
• Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
security.
WORKLOAD STATISTICS:
CY2002 CY2003 CY2Q04 CY2005
Injury collisions per 1,000 population 4.0 4.6 4.2 3.8
Number of volunteer hours contributed 14,000 12,248 13,284 13,403
Number of Crime Prevention 658 700 677 743
Programs/Services for citizens
SIGNIFICANT CHANGES:
• None.
B-57
PROGRAM:
FUND:
PROGRAM GROUP:
CANINE
GENERAL
POLICE ACCTNO. 0012124
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
444,267
88,442
0
2004-05
ACTUAL
489,351
111,751
0
2005-06
BUDGET
514,525
109,660
0
2006-07
BUDGET
538,509
115,747
10,000
532,709! 601,1021 624,185| 664,256
4.00
0.00
4.00
0.00
4.00
0.00
4.00
0.00
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate
hidden suspects while providing greater officer safety through the use of trained police dogs.
PROGRAM ACTIVITIES:
• Enforce laws throughout the City.
• Provide canine coverage on each patrol watch.
• Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of police
canine teams.
SIGNIFICANT CHANGES:
• None.
B-58
PROGRAM:
FUND:
PROGRAM GROUP:
INVESTIGATIONS/FIELD EVIDENCE
GENERAL
POLICE ACCT NO. 0012126-2130, 2136
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
1,291,875
208,919
0
1,500,794
12.00
0.95
2004-05
ACTUAL
1,578,889
208,268
13,009
1,800,167
12.00
0.95
2005-06
BUDGET
1,738,483
256,057
0
1,994,540
12.00
0.95
2006-07
BUDGET
2,160,748
305,761
71,200
2,537,709
14.00
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.
Violent Crimes Unit
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of violent crimes.
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.
CY2002 CY2003 CY2004 CY 2005
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
Property Recovery Rate
SIGNIFICANT CHANGES:
One Investigator and one Fingerprint and Evidence Specialist are being added to process the current case load and
reduce the turn around time for new cases.
47%
16%
27%
51%
17%
39%
69%
26%
36%
49%
21%
23%
B-59
PROGRAM:
FUND:
PROGRAM GROUP:
VICE/NARCOTICS
GENERAL
POLICE ACCTNO. 0012131
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
576,376
107,103
0
2004-05
ACTUAL
509,938
87,183
0
683,479| 597,121
4.00
0.00
4.00
0.00
2005-06
BUDGET
570,284
93,480
0
2006-07
BUDGET
582,556
84,999
0
663,764| 667,555
4.00
0.00
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.
SIGNIFICANT CHANGES:
• None.
B-60
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
2003-04
ACTUAL
505,620
128,815
0
2004-05
ACTUAL
534,383
92,154
0
2005-06
BUDGET
575,582
109,125
0
2006-07
BUDGET
587,673
98,367
0
634,435| 626,537| 684,707| 686,040
5.00
0.32
5.00
0.32
5.00
0.44
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:
• None.
B-61
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
2003-04
ACTUAL
397,113
63,912
0
461,025
7.00
0.50
2004-05
ACTUAL
421,420
48,523
22,286
492,230
7.00
0.50
2005-06
BUDGET
489,241
61,770
0
551,011
7.00
0.50
2006-07
BUDGET
440,020
67,523
0
507,543
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.
CY2001
9,050
CY2002
9,527
CY2003
9,572
CY2004
9,525
CY2005
10,059
B-62
PROGRAM:
FUND:
PROGRAM GROUP:
FAMILY SERVICES
GENERAL
POLICE ACCTNO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
439,092
26,198
0
2004-05
ACTUAL
451 ,427
23,874
0
465,290! 475,301
4.00
0.00
4.00
0.00
2005-06
BUDGET
525,347
24,745
0
2006-07
BUDGET
534,393
33,444
550,092! 567,837
4.00
0.00
4.00
0.00
'MI-
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-63
PROGRAM:
FUND:
PROGRAM GROUP:
TASK FORCE
GENERAL
POLICE ACCTNO. 0012135
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
403,347
17,236
0
2004-05
ACTUAL
473,680
20,202
0
2005-06
BUDGET
508,048
21,090
0
2006-07
BUDGET
507,133
33,378
0
420,583! 493,882| 529,138} 540,51 1
4.00
0.00
4.00
0.00
4.00
0.00
4.00
0.00
WORK PROGRAM:
Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto
Theft Task Force, Narcotics Task Force, and ID Theft Task Force.
SIGNIFICANT CHANGES:
• None.
B-64
PROGRAM:
FUND:
PROGRAM GROUP:
SUPPORT OPERATIONS
GENERAL
POLICE ACCTNO. 0012140
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
617,099
1,087,735
3,395
2004-05
ACTUAL
718,655
997,199
0
2005-06
BUDGET
700,268
1,149,879
0
2006-07
BUDGET
745,797
1,370,035
5,000
1,708,2291 1,715,8541 1,850,147] 2,120,832
6.00
0.50
6.00
0.50
5.50
1.00
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:
To address Carlsbad citizens concerns about the safety of the Downtown area, the Council has approved additional
funding for "Downtown Enforcement" Program Option. This Program Option funds an increase of number of officers
on overtime from 2 to 4, and funds the increase the number of private security officers and vehicles from 1 to 2.
Total cost of the "Downtown Enforcement" Program Option of $206,480 was split between 3 organizations (0012120,
0012140, and 0012144).
B-65
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATIONS CENTER
GENERAL
POLICE ACCT NO. 0012144
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
1,389,841
138,766
0
1,528,607
18.00
0.26
2004-05
ACTUAL
1,499,870
131,950
58,708
1,690,529
18.00
0.26
2005-06
BUDGET
1,621,435
137,275
0
1,758,710
18.00
0.51
2006-07
BUDGET
1,796,532
138,755
0
1,935,287
19.00
0.51
WORK PROGRAM:
Provide public safety communications including answering 9-1-1 and other calls and dispatching appropriate
emergency personnel.
PROGRAM ACTIVITIES:
Provide routine and emergency public safety communications service.
WORKLOAD STATISTICS:
Police Incidents
9-1-1 calls
Radio Transmissions
SIGNIFICANT CHANGES:
CY2003
73,963
16,200
153,121
CY2004
73,667
15,559
pending
CY2005
74,546
20.4481
319,284
A full-time Communications Operator has been added to help maintain customer service as activity increases.
To address the citizens of Carlsbad concerns about the safety of the Downtown area, the City Council has approved
additional funding for "Downtown Enforcement". An increase in the number of officers authorized to work overtime
will go from 2 to 4 and there is also additional appropriation for 2 private security officers and vehicles.
11ncrease in calls due to CHP change.
B-66
PROGRAM:
FUND:
PROGRAM GROUP:
DISASTER PREPAREDNESS
GENERAL
POLICE ACCT NO. 0012146
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
-
-
-
2004-05
ACTUAL
44,446
43,404
40,805
2005-06
BUDGET
52,796
48,076
-
2006-07
BUDGET
56,81 1
42,241
-
0| 128,6551 100,8721 99,052
0.00
0.00
0.00
0.00
0.50
0.00
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-Aaencv Coordination
• Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
• None.
B-67
PROGRAM:
FUND:
PROGRAM GROUP:
VARIOUS
ASSET FORFEITURE
POLICE ACCT NO. 1212110,1222110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
0
34,378
31,219
65,597
0.00
0.00
2004-05
ACTUAL
0
21,040
15,287
36,327
0.00
0.00
2005-06
BUDGET
0
1,200
88,000
2006-07
BUDGET
0
99,000
9,510
89,200| 108,510
0.00
0.00
0.00
0.00
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets.
SIGNIFICANT CHANGES:
Included in the 2006-07 appropriation is funding for laser speed measuring devices, upgraded tasers to be issued
department-wide, rifles for detective vehicles, and surveillance equipment.
B-68
m
m
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY-ORIENTED POLICING
COPS GRANT
POLICE ACCTNO. 123XXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
237,984
3,450
0
2004-05
ACTUAL
211,841
2,242
0
2005-06
BUDGET
133,425
1,575
0
2006-07
BUDGET
135,612
5,920
0
241,4341 214,0831 135,000| 141,532
2.00
0.00
2.00
0.00
1.00
0.00
1.00
o.oo
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:
• None.
B-69
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE GRANTS
SPECIAL REVENUE
POLICE ACCTNO. 124-125XXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
0
896
2,274
3,170
0.00
0.00
2004-05
ACTUAL
0
20,015
9,214
29,229
0.00
0.00
2005-06
BUDGET
0
0
0
0
0.00
0.00
2006-07
BUDGET
0
0
0
0
0.00
0.00
WORK PROGRAM:
PROGRAM ACTIVITIES:
SIGNIFICANT CHANGES:
None.
B-70
PROGRAM:
REFUND:
PROGRAM GROUP:
FIRE
GENERAL
FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
10,301,358
1 ,804,456
43,925
12,149,739
79.75
1.17
2004-05
ACTUAL
10,781,811
2,008,541
50,220
12,840,571
79.75
1.17
2005-06
BUDGET
11,564,118
2,047,898
0
13,612,016
79.75
1.17
2006-07
BUDGET
12,936,371
2,309,840
333,000
15,579,211
86.75
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
2001 2002 2003 2004 20^5
(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
2004-05. The results show lhat our paramedics
continue to live up to the department's standard
for treating all patients, as we would want our
own family treated.
Incidents & Response Times: The Fire
Department reached the incident scene 88% of
the time in eight minutes or less during the 2005-
06 fiscal year. This did not achieve our goal of
arriving on scene in eight minutes or less 90% of
the time.
B-71
PROGRAM: FIRE PAGE TWO _
REFUND: GENERAL ' "
PROGRAM GROUP: FIRE SUMMARY
m
KEY ACHIEVEMENTS FOR 2005-06: m
Top-Quality Services
• Proceeded with the planning and permitting phase of relocation of Fire Station No. 6 in the southeast of the City. ^
• Researched and analyzed fire special operations resource deployment and training, developed an M
implementation plan to restructure emergency operations to institutionalized fire special operations.
• Conducted analysis of Fire Region-Specific Study and Carlsbad Fire-Specific Study, identified critical
recommendations and developed implementation action plans for emergency operations-related issues. ™
• Created and implemented an electronic tracking system to monitor all Emergency Medical Service (EMS) m
operating requirements to ensure continuous compliance with all federal, state and regional mandates.
• Continued design and development of Fire Training Center in conjunction with Police Shooting Range. _^p
KEY GOALS FOR 2006-07: ^
• Complete the planning phase and begin construction phase of the relocation of Fire Station No. 6 in the IP
southeast section of the City. ^
• Continue design and development of the Joint First Responders Training Facility in conjunction with the Police
Department and the Public Works Department.
• Conduct feasibility study for the relocation of Fire Station No. 3. R
• Update Hosp Grove fire assessment to reduce the fire threat through analysis and mitigation of any identified ^
issues.
• Develop and implement a City-wide National Incident Management System (NIMS) training plan.
• Develop and implement a system that monitors development plans submitted to the Fire Prevention Division for w
fire and life/safety reviews to ensure adherence to a maximum ten (10) business day development plan review «•
cycle.
• Completion of the storage facility at Fire Station No. 5. _
m
m
m
m
m
Pm
B-72
Ml
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
411,380
347,607
0
758,987
3.75
0.00
2004-05
ACTUAL
454,234
407,985
12,013
874,233
3.75
0.00
2005-06
BUDGET
449,365
295,822
0
745,187
3.75
0.00
2006-07
BUDGET
461,992
319,638
0
781,630
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 ail 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-73
PROGRAM:
FUND:
PROGRAM GROUP:
EMERGENCY OPERATIONS
GENERAL
FIRE ACCT NO. 0012220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
9,364,654
1 ,372,967
43,925
10,781,546
71.00
0.00
2004-05
ACTUAL
9,772,885
1,494,534
28,869
11,296,289
71.00
0.00
2005-06
BUDGET
10,512,016
1,574,811
0
12,086,827
71.00
0.00
2006-07
BUDGET
11,838,086
1,809,530
288,000
13,935,616
78.00
0.00
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emergency Response
Maintain an effective fire and medical emergency response system throughout the City.
• Maintain fire apparatus, equipment, and facilities at a high level of readiness.
• Maintain a response time of 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, friendliness, and responsiveness.
• Engine companies to participate in public education programs, special community events, and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
One position is added to coordinate the Emergency Medical System (EMS) paramedic program.
The Council has approved the additional funding for the 'Third Ambulance" Program Option to address an annual
increase in total call volume and delay in response time due to an increase in population. Since August 1990,
Carlsbad's service level and delivery remained static. No additional apparatus or personnel have been added. To
accommodate the urban population growth and to continue to meet the expected level of service, the 'Third
Ambulance" Program Option will fund an additional 6 Paramedic/Firefighters.
B-74
M
PROGRAM:
FUND:
PROGRAM GROUP:
PREVENTION
GENERAL
FIRE ACCTNO.0012225
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
525,324
68,324
0
2004-05
ACTUAL
554,691
61 ,505
9,337
2005-06
BUDGET
602,737
96,665
0
2006-07
BUDGET
636,293
100,072
45,000
593,6481 625,534| 699,402| 781,365
5.00
1.17
5.00
1.17
5.00
1.17
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-75
PROGRAM:
FUND:
PROGRAM GROUP:
WEED ABATEMENT
GENERAL
FIRE ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
0
15,558
0
2004-05
ACTUAL
0
44,516
0
2005-06
BUDGET
0
80,600
0
2006-07
BUDGET
0
80,600
0
1 5,558| 44,51 6| 80,600| 80,600
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
• Select 500-1,100 parcels for clearance.
• Obtain City Council approval for abatement.
• Mail notices to property owners.
Hazard Abatement
Ensure effective abatement of identified hazards.
Inspect all noticed property.
During May through July, clean all properly 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-76
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$5,008,741
10,305,697
314,886
$15,629,324
54.00
4.14
2004-05
ACTUAL
$5,203,036
10,282,070
4,191,429
$19,676,535
53.02
4.14
2005-06
BUDGET
36,073,514
9,239,367
438,202
$15,751,083
54.00
4.64
2006-07
BUDGET
$6,292,455
9,242,763
335,225
$15,870,443
55.00
3.64
Redevelopment
12%
Section 8
38%
Com Dev Admin
4%Banning
21%
Geograhic Information
System
Economic Development
1%
Building Inspection
14%
Affordable Housing
3%
B-77
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013010-12
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$305,391
170,437
450
$476,278
3.00
0.00
2004-05
ACTUAL
$351 ,372
294,550
36,064
$681 ,986
3.00
0.00
2005-06
BUDGET
$459,940
281 ,909
0
$741 ,849
4.00
0.00
2006-07
BUDGET
$476,717
177,143
0
$653,860
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, manages resource allocation and other support efforts, and serves as a member of the City
Manager's Leadership Team.
KEY ACHIEVEMENTS FOR 2005-06:
• Development Process Review Audit with outside 3rd Party Expert - Citygate Associates.
• Enhanced Customer Service Initiatives.
• Community Development Strategic Plan Implementation.
• South Carlsbad Coastal Redevelopment Area (SCCRA) Land Use Strategy for Ponto Beachfront Village
Vision Plan.
• Centre City Gateway/Civic Center Scenarios.
• Plaza Camino Real Mall Renovation discussions with Westfield Corp.
KEY GOALS FOR 2006-07:
Top-Quality Services
• Respond to 95% of field inspection requests by the next working day.
• Develop performance measures Eor 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.
• Downtown wants and needs study.
Balanced Community Development
• Implement Habitat Management Plan (HMP).
• Implement affordable housing projects in the City.
• Continue implementation of the land use vision for North State Street.
• Continue to prepare Land Use Strategy for Centre City Gateway.
B-78
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCTNO. 0013010-12
KEY GOALS FOR 2006-07 (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.
• Provide specialized staff training in various areas (CEQA, HMP Management, etc.)
SIGNIFICANT CHANGES:
• None.
B-79
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
2003-04
ACTUAL
$2,409,855
1,095,711
0
$3,505,566
25.00
2.00
2004-05
ACTUAL
$2,423,158
903,073
92,722
$3,41 8,954
24.00
2.00
2005-06
BUDGET
$2,734,070
512,202
0
$3,246,272
24.00
2.00
2006-07
BUDGET
$2,755,919
536,471
0
$3,292,390
24.00
1.00
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 lo 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-80
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 2003 as a base year, 2004
reflected a 39% increase, while year 2005
activities were up 52% from 2003.
Administrative permits increased, with
266 in 2005 compared to previous years,
with 200 in 2004 and 198 in 2003. In
addition, Staff responded to 75
Preliminary Reviews in 2005 a decrease
compared to 93 in 2004.
1st Qlr 2nd Qtr 3rd Qtr 4th Qtr
KEY ACHIVEMENTS FOR 2005-2006:
• Completed entitlement of numerous residential subdivisions in the Villages of La Costa Master Plan, the Zone
20 Specific Plan and numerous infill development areas oE the City.
• Processed numerous Conditional Use Permits for city capital projects including parks (Alga Norte), sewer and
water projects.
• Processed numerous Planned Industrial Permits for office and industrial buildings in the Bressi Ranch, Palomar
Forum, and Carlsbad Raceway developments.
• Continued preparing an Environmental Impact Report and analyzing related documents 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.
• Continued processing numerous drainage improvement projects including improvements to the Lake Calavera .
• Processed amendments to the Zoning Ordinance to revise the Conditional Use Permit Regulations.
• Processed amendments to the Density Bonus Chapter of the Zoning Qrdinance.
• Completed several projects required for the Habitat Management Plan including: 1) adoption of a revised Impact
Fee; 2) adoption of the Open Space Management Plan; and 3) approval of the HMP Implementing Ordinance.
• Started the preparation of two Environmental Impact Reports for development within the Ponto Area Vision Plan
project area and reviewed several Preliminary Review Applications for projects in the plan area.
KEY GOALS FOR 2005-2006:
Tgp_Q_uality 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:
Addition of 1.0 Senior Office Specialist, a Full Time Position, in exchange for one corresponding part-time FTE.
Full Time Position was also transferred to the Geographical Information System ( GIS ) Department.
B-81
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
2003-04
ACTUAL
$230,643
58,518
0
$289,161
2.00
0.50
2004-05
ACTUAL
$235,386
41 ,632
1,174
$278,193
2.00
0.50
2005-06
BUDGET
$268,732
52,960
0
$321 ,692
2.00
0.50
2006-07
BUDGET
$359,863
58,570
0
$418,433
3.00
0.50
MISSION STATEMENT:
The Carlsbad Geographic Information System (CIS) provides GIS processing services to all City departments and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
• Deliver Products and Services - The GIS creates maps, reports and conducts geographic analyses for all City
departments, as well as maintaining a set of standard location maps, and map products to support the General
Plan, Assessment Districts, and fee studies.
• Develop the Geographic Information System - The GIS department continues to work with user departments to
deliver timely, accurate geographic data for city operations. The main part of this system development effort is the
delivery of increasing amounts of geographic data via the Interactive GIS Map on the intranet. IT statistics on web
activity, and the reduction of direct product requests {see 'Workload Statistics' below) indicate that adoption and
use of the Interactive Map by city staff is increasing.
• Develop and Maintain the Database - Based on staff's data requirements, information is developed and added to
the central GIS database, and maintained by the data layer owners {Public Works, Planning, etc.) so the
information is timely and accurate.
WORKLOAD STATISTICS:
FY2003
Number of Service Requests: 387
KEY ACHIEVEMENTS FOR 2005-06:
FY20Q4
418
FY2005
342
FY2006tEsU
350
Converted all manually-maintained Planning Dept. maps to digital format for more efficient maintenance and
production.
Developed a Land Status data layer for use by city staff on the Interactive map, portraying extent of
development, planned yield of undeveloped/underdeveloped land, permit history, and current development
status.
Assisted the Police department in upgrading their Crime Analysis application to be compatible with current
systems County-wide.
Continue to maintain the street address geofile for the Police Department's Computer-Aided Dispatch system,
maintain Carlsbad's address data for the regional fire dispatch system (North County Dispatch, and support the
development of a regional fire mapping program.
Acquired a new, very high resolution aerial photography map for the city, with corresponding topographic
contours.
B-82
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
KEY GOALS FOR 2006-07:
Top Quality Services
• Develop an interactive map for Citizen access through the City's Internet web site.
• Continue to reduce the cycle time between request and delivery of products/services.
• Disseminate CIS capabilities to City staff at the desktop level by implementing an Intranet-based GfS.
• Continue to refine the capability to search for and sefect information in the Document Management System
(DMS) by selecting areas of interest on an interactive map.
• Continue to offer training to ail 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, continue to update
the Carlsbad portion of Fire dispatch geofile, and support the creation of a North County-wide fire/emergency
response mapping system.
SIGNIFICANT CHANGES:
A full time position was transferred from the Planning Department.
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
2003-04
ACTUAL
$131,125
42,502
0
$173,627
1.00
0.00
2004-05
ACTUAL
$149,015
43,433
$192,449
1.00
0.00
2005-06
BUDGET
$157,879
68,638
0
$226,517
1.00
0.00
2006-07
BUDGET
$166,057
47,551
$213,608
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 2005-06:
• Formation of CTBID.
• Negotiation of new leases - generating annual revenue of $121,200 annually
KEY GOALS FOR 2006-07:
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 asset 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
2003-04
ACTUAL
$1,107,966
514,426
0
$1,622,392
13.00
1.00
2004-05
ACTUAL
$1,279,007
562,987
2,500
$1 ,844,494
13.00
1.00
2005-06
BUDGET
$1,445,989
585,130
0
$2,031,119
13.00
1.50
2006-07
BUDGET
$1,495,247
759,423
0
$2,254,670
13.00
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 2005-06:
• Issued permits for $370 million in various types of construction projects.
• Performed 58,000 various building inspections - 97% the next working day.
• Final inspection on 1600 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 2006-07:
Top Quali {^Services
• Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls (he 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:
• None.
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
2003-04
ACTUAL
$823,761
8,424,103
314,436
$9,562,300
10.00
0.64
2004-05
ACTUAL
$765,098
8,436,395
4,058,968
$13,260,460
10.02
0.64
2005-06
BUDGET
$1 ,006,904
7,738,528
438,202
$9,183,634
10.00
0.64
2006-07
BUDGET
$1 ,038,652
7,663,605
335,225
$9,037,482
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
2003-04
ACTUAL
$1 53,265
620,690
0
$773,955
1.47
0.17
2004-05
ACTUAL
$91,899
123,986
1,321,528
$1,537,414
1.32
0.07
2005-06
BUDGET
$281,250
136,733
0
$417,983
3.13
0.06
2006-07
BUDGET
$301,451
132,334
0
$433,785
3.23
0.08
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Programs
Provide staff support to implement the various affordable housing programs as set forth within the City's housing
element including:
• Mortgage Credit Certificate Program (MCC).
• Provide staff support to the Housing Commission.
• Participate in the San Diego Regional Housing Task Force.
Affordable Housing Financial Assistance
• Negotiate and prepare financial assistance and loan documents for construction of single- and multi-family
affordable housing projects.
inclusionary Housing
• Implement the Inclusionary Housing Ordinance by providing information to developers, the public, and City staff
on the requirements of the ordinance.
• Negotiate and prepare affordable housing agreements.
• Monitor the development and operation of affordable housing developments.
WORKLOAD STATISTICS:
• Affordable Housing Units Approved:
• Affordable Housing Units Completed:
• Financial Assistance to Affordable Housing Projects:
KEY GOALS FOR 2006-07:
Actual
03-04
100 units
50 units
Actual
04-05
244 units
439 units
EST.
05-06
274 units
110 units
EST.
06-07
229 units
110 units
32,070,000 S1,600,000 $1,440,000 $2,132,000
Learning
Develop, maintain, and enhance programs that result in an informed, knowledgeable, and involved public through
enhanced community dialogue.
• Perform public outreach by making presentations to citizen, business, and service groups; serve on regional
affordable housing committees and task forces; and make presentations at professional conferences about
affordable housing programs and their benefits to the City of Carlsbad.
SIGNIFICANT CHANGES:
A 0.1 full time position was transferred from CDBG Entitlement and a .02 part-time FTE was transferred from
Redevelopment Operations South Carlsbad Area.
B-87
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING & REDEVELOPMENT ACCTNO. 1903401
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$335,033
5,389,834
0
$5,724,867
4.93
0.30
2004-05
ACTUAL
$330,274
6,099,910
0
$6,430,184
4.93
0.30
2005-06
BUDGET
$340,410
5,640,505
0
$5,980,915
3.75
0.30
2006-07
BUDGET
$348,223
5,756,469
40,000
$6,144,692
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 2005-06:
• Provided rental assistance to 650 very low and extremely low-income households.
SIGNIFICANT CHANGES:
None
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT BLOCK GRANT
CDBG ENTITLEMENT
HOUSING & REDEVELOPMENT ACCT NO. 39ixxxx
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$90,085
309,230
314,436
$713,751
1.11
0.00
2004-05
ACTUAL
$86,750
117,001
510,677
$714,428
0.86
0.00
2005-06
BUDGET
$84,385
114,962
438,202
$637,549
0.71
0.00
2006-07
BUDGET
$73,426
221,702
295,225
$590,353
0.61
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
• 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 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.
PROJECTS AUTHORIZED BY COUNCIL FOR 2006-07:
Brother Benno Center $7,000
Community Resource Center $6,700
North County Health Services $12,000
La Posada de Guadalupe Shelter $10,000
Solutions Family Center $5,000
Women's Resource Center $5,700
YMCA OZ Youth Shelter $5,000
Boys and Girls Club Teen Program $7,350
From the Inside Out Youth Program $5,000
Lifeline Community Services $7,350
Meafs on Wheels $6,000
Boys and Girls Club Facility $15,000
Casa de Amparo Facility $40,000
Lifeline Facility $60,225
Carlsbad Library Learning Center $90,000
Carlsbad Housing Reserve Fund $205,225
KEY ACHIEVEMENTS 2005-06:
• Provided funding assistance to 15 nonprofit organizations.
• Met compliance requirements for timely expenditure of funds.
SIGNIFICANT CHANGES:
• A 0.1 full time position was transferred to Housing Trust Fund.
B-89
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
2003-04
ACTUAL
$149,282
1,827,907
0
$1,977,189
1.51
0.17
2004-05
ACTUAL
$138,757
1,935,462
2,226,763
$4,300,983
1.69
0.07
2005-06
BUDGET
$166,689
1,570,668
0
$1,737,357
1.56
0.08
2006-07
BUDGET
$173,539
1,351,972
0
$1,525,511
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 2005-06:
• Completed a Retail Analysis and Demand/Desire Study for the Village Redevelopment Area.
• Completed review of development standards and identified areas for consideration of revisions to assist in
encouraging development.
• Processed 2 sidewalk sign/outdoor display permits; 2 administrative redevelopment permits; and 13 major
redevelopment permits.
• Adopted a five-year Redevelopment Implementation Plan and ten-year Housing Compliance Program for the
Village Redevelopment Area.
B-90
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. 8013410/8023412
KEY GOALS FOR 2006-07:
Financial Health
• Process redevelopment permits (or 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 2009 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
• None.
B-91
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
2003-04
ACTUAL
$35,395
15,929
0
$51,324
0.37
0.00
2004-05
ACTUAL
$31,842
38,770
$70,613
0.40
0.00
2005-06
BUDGET
$36,788
57,608
0
$94,396
0.29
0.00
2006-07
BUDGET
$37,675
56,100
0
$93,775
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 Policy Team.
• Use existing low-income and moderate-income housing funds to develop property for an affordable housing
project in, the Village Redevelopment Area.
• Participate in at least 3 outreach programs, professional conferences, and/or citizen and business groups on
affordable housing.
KEY GOALS FOR 2006-07:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
• None.
B-92
PROGRAM:
FUND:
PROG RAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT
ACCT NO, 8100000/8103420/8113412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$45,942
252,611
0
$298,553
0.46
0.00
2004-05
ACTUAL
$63,171
106,673
0
$169,844
0.54
0.20
2005-06
BUDGET
$75,688
202,829
0
$278,517
0.41
0.20
2006-07
BUDGET
$81,927
124,904
0
$206,831
0.41
0.18
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.
• Revitafize, 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 2005-06:
• Completed Ponto Beachfront Village Vision Plan.
• Completed environmental review and amendment to SCCRA Plan to include provisions for construction of
Desalination Plant and requirements for redevelopment permits
KEY GOALS FOR 2006-07:
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 S398 million in FY04 to
S278 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 2006-07. Budgeted expenses will
come from accumulated balances and/or loans from the City, as approved.
A .02 part-time FTE was transferred to Affordable Housing.
B-93
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
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$14,759
7,902
0
$22,661
0.15
0.00
2004-05
ACTUAL
$22,403
14,591
0
$36,995
0.28
0.00
2005-06
BUDGET
$21 ,694
15,223
0
$36,917
0.15
0.00
2006-07
BUDGET
$22,411
20,124
0
$42,535
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 2006-07:
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-94
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$8,572,438
5,157,038
151,844
$13,881,320
86.00
120.16
2004-05
ACTUAL
$8,799,016
5,036,527
136,274
$13,971,817
85.00
117.41
2005-06
BUDGET
$10,435,514
5,585,714
24,620
$16,045,848
85.50
123.01
2006-07
BUDGET
$11,000,256
5,628,100
89,820
$16,718,176
85.50
123.01
Cultural Arts, 5%
Library, 57%
Recreation, 38%
B-95
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$4,830,416
3,145,018
20,358
$7,995,792
48.00
67.25
2004-05
ACTUAL
$5,112,091
3,110,561
75,314
$8,297,965
47.00
64.50
2005-06
BUDGET
$5,918,923
2,929,538
24,620
$8,873,081
48.00
67.25
2006-07
BUDGET
$6,215,900
3,113,609
77,236
$9,406,745
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, the
pursuit of knowledge, and a community gathering place.
KEY ACHIEVEMENTS FOR 2005-06:
Email and Telephone notification systems implemented.
Print/PC management system implemented.
Radio Frequency Identification system selected; implementation begun.
Remodel of children's garden completed.
Cole Library Heating and Air Conditioning System replaced.
Learning Center design bid.
Citizen and user surveys conducted to implement Balance Scorecard.
Library web pages redesigned.
Second "Carlsbad Reads Together" program conducted.
KEY GOALS FOR 2006-07:
Top-Quality Services
Implement new technology to enhance customer service
Continue developing the Library Learning Center
Implement service reorganization plan
Respond to Balanced Scorecard findings
Enhance the Library's visual identity
Develop a Library events program plan
Learning. Culture & Arts
• Implement staff training and development program
Communication
• Improve internal communication
• Develop a Library marketing plan
• Update the Library strategic plan
Future Direction/Plans
• Radio Frequency Identification technology
• Implementation of a marketplace service approach
• Open a Library Learning Center to include Adult Learning and Centro programs
B-96
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
2003-04
ACTUAL
$1,316,136
513,523
6,390
$1,836,049
12.50
21.90
2004-05
ACTUAL
$1,250,586
618,470
0
$1 ,869,056
12.50
21.90
2005-06
BUDGET
$1,543,560
546,610
0
$2,090,170
11.50
21.35
2006-07
BUDGET
$1,657,320
566,022
1,835
$2,225,177
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. Services provided include
reference, public computers for adults and children, special programs for all ages, and monthly exhibits offered by
local residents.
PROGRAM ACTIVITIES:
Reference
• Librarians assist patrons in using the Library and on-tine resources for their information needs, answer reference
questions in-person, via telephone and email, reserve specific titles, and request materials from other libraries.
• Provide computer (and Internet) classes for adults.
• Select materials for the Library collection.
• Facilitate book clubs.
Circulation
• Circulation staff circulates print and non-print materials to all library patrons; registers borrowers; collects fees
and fines; tracks overdue items; sorts and shelves all incoming library materials; administers services to
homebound patrons.
Children's Services
• Support information needs of patrons from toddlers to teens and their parents, caregivers, and teachers in
person and via the telephone.
• Plan, schedule, and conduct year-round programs for youth of all ages.
• Provide classroom visits, library instruction, and tours for children and groups.
• Answer reference questions and readers' advisory inquiries directing patrons to print and non-print resources.
• Provide computers for research, homework, and internet use.
Cole Library Administration
• Manage the Georgina Cote Library, Adult Learning Program, and Centra de Informacion staff, facilities, budget,
volunteers, couriers, and collection.
• Maintain awareness of the community's needs and coordinate operations with other City departments.
SIGNIFICANT CHANGES:
The Cole Library had a new Heating, Ventilation, and Air Conditioning (HVAC) system installed. During this period.
Library services were provided to the community from a modular facility set up in the Library parking lot. During this
building closure additional and reconfigured shelving was installed.
-Ml B-97
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
2003-04
ACTUAL
$2,288,071
1,179,757
1,503
$3,469,331
21.50
33.70
2003-04
ACTUAL
$2,370,798
1,383,047
10,151
$3,763,997
21.50
33.70
2005-06
BUDGET
$2,599,010
1,212,663
1,500
$3,813,173
20.50
32.10
2006-07
BUDGET
$2,722,190
1,305,647
27,056
$4,054,893
20.50
32.10
WORK PROGRAM:
The Carlsbad City Library on Dove Lane is located in South Carlsbad. Services include print and non-print
materials, reference and information, 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 and Arts 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.
• Develop and plan technology solutions to effectively deliver library services.
• Provide leadership for the Library's divisions.
• Participate in and promote public education pertaining to historic areas and sites.
Circulation
The Circulation Division registers Library patrons and manages the circulation, sorting and shelving of library
materials. The Circulation Division also 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.
• Notify patrons via email, telephone, and standard mail of overdue items and availability of requested materials.
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-98
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.
B-99
PROGRAM:
FUND:
PROGRAM GROUP:
GENEALOGY
GENERAL
LIBRARY ACCTNO. 0014025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$161,026
11,009
0
$172,035
1.00
2.75
2004-05
ACTUAL
$169,853
7,597
0
$177,450
0.00
0.00
2005-06
BUDGET
$192,833
9,530
0
$202,363
1.00
2.85
2006-07
BUDGET
$211,740
9,970
0
$221,710
1.00
2.85
WORK PROGRAM:
The Genealogy 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, microfilrn/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.
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 instruction programs.
SIGNIFICANT CHANGES:
• None.
WORKLOAD STATISTICS:
Reference
Questions
Computer Users
In-House Usage
Items Added
Programs
2003-04 2004-05 2005-06
22,000 16,000 14,000
5,000 4,900 4,500
35,000 27,000 24,000
900 1,000 1,000
60 40 48
B-100
4ft
m
PROGRAM:
FUND:
PROGRAM GROUP:
CENTRO DE INFORMACION
GENERAL
LIBRARY ACCTNO. 0014030
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$116,723
19,016
0
$135,739
1.00
1.70
2004-05
ACTUAL
$132,638
30,480
0
$163,118
1.00
1.70
2005-06
BUDGET
$150,400
32,310
0
$182,710
1.00
1.70
2006-07
BUDGET
$159,340
33,010
0
$192,350
1.00
1.70
WORK PROGRAM:
The Centra de Informacion is a branch library that meets the information needs of Spanish-speaking and other
neighborhood residents new to library services. 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 Informacidn 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.
Proa ramming
• 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:
Individual
Patron Visits
2003-04 2004-05 2005-06
21,883 22,752 22.324
Program
Attendance 3,779 3,214 2,948
B-101
PROGRAM:
FUND:
PROGRAM GROUP:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCTNO. 0014040
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$458,836
394,320
0
$853,156
7.00
2.50
2004-05
ACTUAL
$461 ,657
86,048
0
$547,705
7.00
2.50
2005-06
BUDGET
$613,710
126,200
0
$739,910
7.00
2.50
2006-07
BUDGET
$617,960
113,690
0
$731,650
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:
• Repairs damaged materials and arranges for binding and re- binding.
• Catalogs and processes both purchased items and gifts.
Database Maintenance
• Adds new items to the on-line database and deletes information of lost or discarded materials.
WORKLOAD STATISTICS:
Items cataloged & processed
Items handled for binding
Items added to database
Items withdrawn
2003-04
35,937
2,156
35,397
31,831
2004-05
30,482
1,932
30,482
22,722
2005-06
32,855
1,386
32,855
14,227
PERFORMANCE OBJECTIVES:
Inteorated Library Svstem (Includes Circulation Svstem and On-Line Cataloa)
• Manage the Library's integrated library software, including the catalog interface.
• Coordinate installation of software upgrades.
• Generate daily, monthly, and annual statistical and system management reports.
SIGNIFICANT CHANGES:
• None.
B-102
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
2003-04
ACTUAL
$158,441
958,693
7,379
$1,124,513
2.00
1.00
$1,044,723
79,790
$1,124,513
2004-05
ACTUAL
$373,862
900,066
0
$1,273,928
2.00
1.00
$1,205,975
67,953
$1,273,928
2005-06
BUDGET
$428,700
934,890
2,270
$1,365,860
4.00
2.75
$1,353,860
12,000
$1 ,365,860
2006-07
BUDGET
$432,940
984,095
23,945
$1,440,980
4.00
2.75
$1,426,980
14,000
$1,440,980
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. Coordinate marketing and public relations for
library programs and services. Oversee the Library's adult programs and production of library publications.
PROGRAM ACTIVITIES:
Planning
• Develop plans for the collection of materials.
Budgeting
• Prepare division and library-wide materials
budgets; monitor expenditures for division and
materials.
Coordinate Selection of Materials
• Coordinate selection and ordering of print and
non-print materials.
• implement Downloadable audio-book collection.
Weeding
• Keep collection current by removing outdated
and unused materials.
Marketing & Public Relations
• Market and publicize library programs and
services
Graphic Design & Printing
• Design and layout library flyers, calendars,
brochures and forms. Print in-house or
coordinate outsourcing of printing.
SIGNIFICANT CHANGES:
• Coordinate Radio Frequency Identification (RFID) implementation.
PERFORMANCE MEASURES:
• Track material accounts by major subjects.
• Track vendor discounts.
Coordinate selection and ordering of at least
16,000 new print and non-print materials.
Monitor use of downloadable audio-book
collection.
Continue system-wide weeding plan to keep
collections current.
Efficient production of graphic materials and
marketing items.
Redesign of library's website.
B-103
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIA SERVICES
GENERAL
LIBRARY ACCTNO. 0014050
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$199,924
32,525
5,086
$237,535
2.00
2.10
2004-05
ACTUAL
$209,531
45,381
65,163
$320,075
2.00
2.10
2005-06
BUDGET
$232,280
40,355
20,850
$293,485
2.00
2.30
2006-07
BUDGET
$238,000
51,515
24,400
$313,915
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.
Management of Locally Produced Library Media
Collections
• Acquisition and creation of locally produced media
materials including: digital imagery, photographic
prints, video and audio recordings. Refining
procedural processes and accountability and fee
recovery systems. Provide improved workflow for
duplication, labeling, and database digital storage
with related web development and Intranet access.
SIGNIFICANT CHANGES:
• None
PERFORMANCE MEASURES:
Provide one annual 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.
1.
2.
Foster quality programs produce and provide
program recordings for twelve 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.
B-104
PROGRAM:
FUND:
PROGRAM GROUP:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCTNO. 0014055
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$131,259
36,175
0
$167,434
1.00
1.60
2004-05
ACTUAL
$143,166
39,472
0
$182,638
1.00
1.60
2005-06
BUDGET
$158,430
26,980
0
$185,410
1.00
1.70
2006-07
BUDGET
$176,410
49,660
0
$226,070
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.
WORKLOAD STATISTICS:PROGRAM ACTIVITIES:
Literacy Skill Development
• The program provides reading and writing
learning assistance (learning experiences) that
is targeted to each learner's literacy needs, life
situation, and goals.
SIGNIFICANT CHANGES:
• California State Library awarded the Adult Learning Program two part-time {900 hours/12 months each) federal
AmeriCorps members for January - December 2006.
2003-04 2004-05
Learners
Studying 126 116
Volunteer Tutors
Instructinq 84 73
Instructional
Hours Completed 7,719 6,546
2005-06
161
94
7,113
B-105
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS
VARIOUS
CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$478,761
245,330
0
$724,091
5.00
2.50
2004-05
ACTUAL
$525,125
311,859
1,815
$838,798
5.00
2.50
2005-06
BUDGET
$535,507
296,961
0
$832,468
5.00
3.25
2006-07
BUDGET
$573,641
329,204
0
$902,845
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 2005-06:
• Produced 62 events attracting approximately 65,000 people.
• Presented five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden, attracting
over 24,000 visitors.
• Continued to present the Three-Part-Art arts education program (for exhibitions), including lesson workbooks, guided
exhibit tours, and creative workshops. Approximately 5,800 Carlsbad students and adult chaperones served.
• Presented four Family Open Studio events (hands-on art activities associated with gallery exhibitions), attracting over
850 participants.
• Awarded Community Arts Grants: 11 in the Organizations/Artist Partnerships category; 12 in the Arts Education
category, resulting in the community presentation of more 90 performances, exhibits, and special projects.
• Partnered with San Diego Opera, Carlsbad Music Festival, La Jolla Music Society, and Carlsbad Library on a variety of
public programs.
• Provided information services via the City website, direct mail, telephone, programs, and brochures including revised
design of the Arts Newsletter.
• Received a California Arts Council - Youth Education in the Arts Grant for Three-Part-Art program.
• Hosted a ten-person governmental delegation from our Sister City, Karlovy Vary in the Czech Republic.
KEY GOALS FOR 2006-07:
Too-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 procedures for public art projects.
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.
• Do extended public programming and educational outreach for Cannon Art Gallery Exhibition, "Impossible to Forget."
Citizen Connection
• Conduct a series of programs that continues the dialogue begun with the community in 2005 with the town meetings
on the arts.
• Do extended public programming and educational outreach for Cannon Art Gallery exhibition, "Impossible to Forget."
B-106
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND
CULTURAL ARTS ACCTNO. 0014062/0014065/
0014067-68/142XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2003-04
ACTUAL
$466,332
209,420
0
$675,752
5.00
2.39
$659,657
14,479
$674,136
2004-05
ACTUAL
$511,945
277,534
1,815
$791 ,293
5.00
2.57
$777,714
13,579
$791,293
2005-06
BUDGET
$521,311
264,321
0
$785,632
5.00
2.57
$757,632
28,000
$785,632
2006-07
BUDGET
$558,360
267,809
0
$826,169
5.00
2.57
$808,169
18,000
$826,169
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to develop, plan, promote and carry out
visual and performing art programs and activities. To create a climate that encourages cultural and artistic
development in Carlsbad and to enhance the educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
• Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training for volunteers, artists, arts
organizations, and gallery docents and attendants.
Programs
• Produce ten (10) 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 two (2) weeks of Creative Arts Camp, three (3) weeks of Club Pelican (a nature & art camp), 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 materials for teachers on three (3) gallery exhibitions and printed materials for exhibitions.
• Offer arts information on the City's Internet site.
Planning
• Revise, update, and implement the Arts Office 3-year strategic plan.
B-107
PROGRAM: ARTS OFFICE PAGE TWO
FUND: GENERAL FUND *
PROGRAM GROUP: CULTURAL ARTS ACCT NO. ooi4062/ooi4065/
0014067-68
KEY GOALS FOR 2006- 07: P
«•
Top-Quality Services
• Revise and update the Public Art Master Plan. P
• Develop and strengthen arts organizations and provide cultural opportunities through Community Arts Grants In
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. Jtt
• Assist Friends of the Arts with fundraising efforts.
• Serve on Library and Arts Foundation Board. mFw
Citizen Connection ™
• Plan and carry out a series of forum-like programs - part presentation, part discussion — around issues of
interest to the artistic community. p
Balanced Community Development •
• Operate the Cannon Art Gallery with five (5) exhibitions per year.
• Operate the Sculpture Garden with one (1) exhibition per year. p
mLearning. Culture & Arts
• Offer community-wide multi-cultural events (Festejando a las Madrecitas, Multicultural Arts Festival and Folk Life P
Day). fc
• Produce a jazz souvenir program.
• Offer 4 "Art at Jazz" hands-on art activities for children during the jazz concerts.
yW
WORKLOAD MEASURES: *
Delivery of Ton-Quality Services
Arts Office Events/Attendance
Community Grants Awards/Budget
Educational Onnortunities - Information Services
Newsletters (Issues/Distribution)
Special Publications (Per Year/Distribution)
Arts Info Line Calls (Monthly)
Diverse Economic Opportunities
Grants and Contributions
2003-04
45/60,000
17/24,000
2003-04
8/50,000
16/32,000
240
2003-04
$66,344
2005-06
42/55,000
23/24,000
2005-06
6/30,000
14/21,000
250
2005-06
$107,800
SIGNIFICANT CHANGES:
• The Arts General and Gallery Donations funds have been moved into the General Fund.
B-108
PROGRAM:
FUND:
PROGRAM GROUP:
SISTER CITY
GENERAL FUND
CULTURAL ARTS ACCT NO. 0014066
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2003-04
ACTUAL
$0
2,265
0
$2,265
0.00
0.11
$2,265
0
$2,265
2004-05
ACTUAL
$0
6,602
$6,602
0.00
0.00
$6,602
0
$6,602
2005-06
BUDGET
$0
9,390
0
$9,390
0.00
0.00
$9,390
0
$9,390
2006-07
BUDGET
$0
7,215
0
$7,215
0.00
0.00
$7,215
0
$7,215
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 Citv Program
• Coordinate programs including fund-raisers, festivals, and scholarship exchange programs, and raise funds for
such programs.
SIGNIFICANT CHANGES:
• None.
B-109
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
2003-04
ACTUAL
$14,045
33,645
0
$47,690
0.00
0.00
2004-05
ACTUAL
$13,180
27,723
0
$40,903
0.00
0.00
2005-06
BUDGET
$14,196
23,250
0
$37,446
0.00
0.68
2006-07
BUDGET
$15,281
54,180
0
$69,461
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 ten (10} 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 2006 season, present ten (10) jazz concerts in city parks with an attendance total of
35,000+.
• Raise over $40,000 in fundraising contributions.
SIGNIFICANT CHANGES:
• One less jazz concert presented. Total is now ten (10) during the summer due to scheduling conflicts and
availability at local park facilities.
B-110
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION
GENERAL/SPECIAL REVENUE
RECREATION SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$2,966,572
1 ,460,454
128,728
$4,555,754
33.00
50.41
2004-05
ACTUAL
$3,161,800
1,614,107
59,146
$4,835,053
33.00
50.41
2005-06
BUDGET
$3,981,084
2,359,215
0
$6,340,299
32.50
52.51
2006-07
BUDGET
$4,210,715
2,185,287
12,584
$6,408,586
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 parks sites, trails, and the operation of current
recreation programs: senior activities, youth and adult sports programs and leagues, special events, camps,
preschool combined with a parent education component, instructional classes, teen programs, facility rentals,
aquatics, nutrition (home meal and congregate services through the Senior Center), and transportation programs.
The department also operates several community centers/gymnasiums and two historic park sites: Magee Park and
Leo Carrillo Ranch Historic Park.
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 ACHIEVEMENT FOR 2005-06:
• Completed the construction of Hidden Canyon Community Park.
• Completed the construction of Aviara Community Park.
• 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 6 miles of the citywide trails system.
• Two major stabilization and preservation projects are currently underway; the Stone Masonry BBQ Restoration
Project, and the Barn Theater Project.
• The Carrillo Ranch erosion repair and drainage improvements are currently out to bid with the intent to award
this year.
• Responded to customer feedback requests regarding our camp programs, to offer extended hours for drop off
and pick up times to help meet the needs of working parents.
• Completed the second edition of the Recreation Departments Strategic Plan.
• Alga Norte Community Park & Aquatics Complex: Completed 50% design; commissioned and received energy
analysis study.
• Golf Course: All permits received, project put out to bid; construction underway (currently mass grading, 20% of
the clubhouse, and parking lots complete); currently negotiating contract with operator.
• Senior Center expansion: Commissioned interior designer; surveyed seniors for input into first floor
programming; construction documents 70% complete.
KEY GOALS FOR 2006-07:
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.
B-111
PROGRAM: RECREATION PAGE TWO _
FUND: GENERAL/SPECIAL REVENUE £
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2006-07 (continued): m
m
• 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. "
• Continue to improve the variety of camps offered by including camp field trip options with associated pricing. ^
• Provide increased opportunities to meet the needs of young families and parents by introducing neighborhood-
based special events at our Community Parks. Continue to promote and support a safe environment to gather
through the Departments T.R.U.S.T. program for all facility users and program participants. *f
Jft
Financial Health
• Provide recreational activities, facilities, and other special events that support local businesses and enhance mm
transient occupancy taxes and sales tax revenue, such as the triathlon, sport tournaments, and swim meets. ,•
• Prepare marketing and sponsorship packets promoting the City's recreational programs, services and facilities. **
• Develop a naming rights policy.
• Enhance revenues by promoting and facilitating the rental of City facilities. If
• Continue to streamline and consolidate administrative services and marketing pieces to clearly and consistently _
communicate with our citizens about our various programs, services and events. **
Learning W
• 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. •(
• Educate contract instructors and staff about inclusionary programming for the special needs population. ^
• Educate the public about our "Live A Healthy Life...Recreate" program about health and weliness.
• Continue to participate in the Greater San Diego Recreation Park Coalition for Health and Weliness.
• Provide and encourage a variety of professional training opportunities to all staff members.
• Improve our camp program through improved training to our staff to ensure quality programs. Create cross- HI
training opportunities within the Department and across major service areas where feasible.
• Continue to expand educational programs and learning opportunities for both adults and children on a variety of _
topics related to the history of the early California settlers and Leo Carrillo Ranch. P
• Improve our staff development program, the "All Hands Meeting" by developing a consistent and comprehensive *
program to improve communication and team work.
Parks/Open Space/Trails W
• Continue to develop a Citywide Trails Master Plan, including acquisition and development. **
• Support and assist, where possible, the volunteer trails development program.
• Process the master planning requirements for Alga Norte Park. J|
• Complete construction of Pine Avenue Community Park. ^
• Complete construction of the Municipal Golf Course and implement the operator contract.
• Prepare for the completion of the Lake Calavera trails master plan.
• Collaborate with various city departments, specifically the Library, Arts Office and Parks and to improve our ]P
parks and programming at our parks to encourage the Citizens to "stay" in Carlsbad and "play" in Carlsbad. g|
• Continue to identify public sector and private partnerships for our trails program.
m
m
m
m
B-112 **
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
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
ACTUAL
$812,539
333,451
0
$1,145,990
7.50
0.00
$1,140,950
5,041
$1,145,990
2005-06
BUDGET
$862,020
369,633
0
$1,231,653
7.50
0.00
$1,209,153
22,500
$1,231,653
2006-07
BUDGET
$913,766
353,791
0
$1,267,557
7.50
0.00
$1,267,557
0
$1,267,557
*•
M
WORK PROGRAM:
The Park Planning and Recreation Management Division provide administrative support for the City's ongoing
recreation programs, park activities, trails 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-113
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):
P_ark_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 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 documents for the Senior Center expansion.
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, a summer camps
booklet and quality marketing pieces to educate the public about the many programs and services available to
them.
• 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-114
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
2003-04
ACTUAL
$928,955
860,406
32,864
$1,822,225
8.25
22.13
2004-05
ACTUAL
$932,889
894,753
18,444
$1,846,086
8.25
22.13
2005-06
BUDGET
$1,213,592
988,340
0
$2,201,932
8.20
21.75
2006-07
BUDGET
$1,254,935
983,120
0
$2,238,055
8.20
21.75
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing self-sustaining fee-supported programs for all segments of the
population, including those that live, work, and/or play in Carlsbad. Recreation creates community through people,
parks & programs.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, family and adult excursions, youth and adult sports, special
events, youth day camps, after school programs, and youth and family services.
The Fee Supported Division provides year-round recreational programs for all ages, preschool to seniors, including
program design, planning, implementation, and evaluation.
• Review proposals and negotiate contracts with
instructors.
• Schedule facilities for programs.
• Prepare and distribute marketing materials.
• Evaluate programs and analyze data on an ongoing
basis.
• Prepare financial and revenue reports.
• Research and implement program opportunities.
WORKLOAD MEASURES:
Conduct fee market studies on an ongoing basis.
Coordinate with school districts for youth and teen
programming.
Recruit, train, and reward volunteers.
Generate program sponsors.
Utilize sports professionals to enhance program
quality.
Provide scholarships for Carlsbad resident youths.
Actuals
2004-05
Estimated
2005-06
Projected
2006-07
Enrichment Classes
Conducted
Enrolled
Revenue
Sports Camps
Camps
Participants
Revenue
1,650
16,700
$427,000
25
800
$48,000
1,650
16,700
$538,000
25
800
$48,000
1,650
16,700
$550,000
30
1000
$50,500
Youth Sports
Teams
Participants
Spectators
Revenue
Adult Sports
Teams
Participants
Spectators
Revenue
Actuals
2004-05
64
1,100
14,000
$36,000
328
5,100
30,000
$85,000
Estimated
2005-06
70
1,150
15,000
$36,500
330
5,150
30,000
$92,000
Projected
2006-07
70
1,150
15,000
$35,500
332
5,200
30,100
$95,000
B-115
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014515,0014521-28
WORKLOAD MEASURES (continued):
Day Camps
Camps
Participants
Revenue
Actuals
2004-05
13
716
$119,107
Estimate
2005-06
13
900
$121,445
Pre-school Classes
Conducted 184 175
Enrolled 1,900 1,792
Revenue $160,702 $140,000
Fields
Maintained
Triathlon
Spectators
Participants
Revenue
17 19
7,000 5,500
1.000 1,120
$86,800 $105,260
Projected
2006-07
24
1,200
123,570
21
7,500
1,170
$106,000
Teens
CIT Participants
Teen Participants
Revenue
Actuals
2004-05
756
0
$0
175
1,792
$147,000
Special Events
Events
Participants
Revenue
5
2,000
$7,000
Community Volunteers
Volunteers 1,200
Hours 10,500
Estimate
2005-06
964
50
$250
10
3,500
$9,000
1,300
11,000
Projected
2006-07
1080
300
$4,000
13
5,500
$15,000
1,600
17,000
KEY GOALS FOR 2006-07:
TOD Quality Services
• Continue to implement the Recreation Department's Strategic Plan. The Strategic Plan will enhance access to
open space, provide safe places to gather, create life-long learning opportunities, and build a stronger
community.
• Conduct customer service training for all staff to broaden their knowledge and improve service delivery.
• Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
Financial Health
• Recruit, train, and recognize volunteers through an annual awards program in order to improve service quality
and reduce program costs.
• Recruit and maintain program sponsors to promote local businesses and reduce operational costs.
• Provide a wide variety of revenue-generating quality recreation opportunities that support local businesses and
enhance transient occupancy taxes (TOT) and sales tax opportunities.
• Promote cooperative fundraising projects such as "Clean Sweep" to provide volunteer assistance in the
community and raise funds for scholarship programs.
• Respond to the needs of the citizens for program activities and cost savings.
Learning
• Educate contract instructors and staff about inciusionary programming for the special needs population.
• Educate the public about our "Live A Healthy Life...Recreate" program about health and well ness.
• Continue to expand educational programs and learning opportunities for both adults and children on a variety of
topics related to the history of the early California settlers and Leo Carrillo Ranch.
• Improve our staff development program, the "All Hands Meeting" by developing a consistent and comprehensive
program to improve communication and teamwork.
• Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
SIGNIFICANT CHANGES:
• None.
I
I
B-116
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AQUATICS
GENERAL
RECREATION ACCTNO. 0014520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$340,867
125,562
5,452
$471,881
2.47
7.50
2004-05
ACTUAL
$347,360
1 59,239
11,043
$517,642
2.47
7.50
2005-06
BUDGET
$379,440
142,534
0
$521,974
2.47
7.40
2006-07
BUDGET
$404,955
147,715
0
$552,670
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 to maintain physical fitness and health, as
well as providing a source of social interaction and community pride.
B-117
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION-AQUATICS
GENERAL
RECREATION
WORKLOAD STATISTICS:
Instructional Lessons
Lane/Hours
Classes Conducted
Registered, Resident
Registered, Non-Resident
Revenue
Carlsbad Hiah School P.E.
Lane/Hours
Participation
Recreation and Lao Swim
Lane/Hours
Daily Admissions
Youth
Adult
Season Pass Administration
Revenue
Carlsbad Swim Masters
Lane/Hours
Participation
Revenue
Carlsbad Hiah School Teams
Lane/Hours
Participation
Revenue
North Coast Aquatics
Lane/Hours
Participation
Revenue
North Shore Aauatics (Girls Aae
Water Polo)
Lane/Hours
Participation
Revenue
Carlsbad Water Polo (Bovs Aae
Water Polo)
Lane/Hours
Participation
Revenue
Actual
2004-05
2,173
283
1,939
141
$75,214
1,472
3,906
19,056
7,121
8,808
21 ,080
$79,471
3,520
1 1 ,785
$45,210
4,152
8,928
$27,023
2,714
8,860
$13,760
Group
227
314
$748
Grouo
1,556
2,614
$7,844
Estimate
2005-06
2,100
293
1,800
120
$70,000
1,475
3,800
18,500
7,300
8,800
21,000
$79,000
3,500
11,200
$42,000
4,000
8,900
$27,000
2,700
8,500
$13,000
$250
$320
$1 ,000
1,600
2,700
$7,800
San Dieauito Synchronized Swimmina
Lane/Hours
Participation
Revenue
Pacific Diving Academy
Lane/Hours
Participation
Revenue
17
136
$85
0
0
$0
265
2,120
$1,325
500
400
$2,500
PAGE TWO
ACCTNO. 0014520
Projected
2006-07
2,100
290
1,850
120
$70,000
1,475
3,800
18,500
7,300
8,800
21,000
$79,000
3,500
11,200
$42,000
4,000
8,900
$27,000
2,700
8,500
$13,000
$250
$320
$1,000
1,600
2,700
$7,800
265
2,120
1,325
500
400
$2,500
B-118
PROGRAM: RECREATION-AQUATICS PAGE THREE
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
KEY ACHIEVEMENTS FOR 2005-06:
• Provide a more comfortable and attractive environment by installing an additional shade structure in food area.
• Enhanced safety and aesthetics by replacing the fence between the spectator bleacher area and the pool.
• Greatly improved the uniqueness and fun factor of recreation swimming at the Swim Complex by adding an
aquatic climbing wall in the deep end of the pool.
KEY GOALS FOR 2006-07:
Top Quality Services
• Provide a balanced aquatic program to the community on a year-round basis.
• Promote community health and fitness through specific programs targeted at teens and adults.
• Plan activities to celebrate the 25th anniversary of the opening of the Carlsbad Community Swim Complex
(October 13, 1981).
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 ACCT NO. 0014530
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$23,625
1,050
0
$24,675
0.53
0.00
2004-05
ACTUAL
$26,961
1,446
0
$28,407
0.53
0.00
2005-06
BUDGET
$30,400
2,183
0
$32,583
0.53
0.00
2006-07
BUDGET
$33,095
1,720
0
$34,815
0.53
0.00
WORK PROGRAM:
The Agua Hedionda Lagoon permits program reduces the City's liability exposure by requiring all vessels on the
water to obtain a valid City use permit.
PROGRAM ACTIVITIES:
Permits
Verifies and monitors Hold Harmless Agreement and DMV registration. Issues annual lagoon use permits. Enters
data and updates database for the Police Department for enforcement. Coordinates with the Police Department to
publish and distribute information regarding use, rules, and regulation of the lagoon. Coordinates with launching
entities and maintains lagoon use data. As of fall 2005, the Lagoon Permit staff took over responsibilities for
measuring boats to determine compliance with length limits.
WORKLOAD STATISTICS:
Actual Estimated Projected
2004-05 2005-06 2006-07
Annual Permits 349.5
Daily Permits 240
Snug Harbor 710
Launches
Revenue $21,729
340 340
300 300
750 750
$22,000 $22,000
SIGNIFICANT CHANGES:
• None.
B-120
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION OPERATIONS
GENERAL
RECREATION ACCTNO. 0014540,0014541,
0014542, 0014543, 0014544, 0014546
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$957,343
196,480
54,697
$1 ,208,520
11.80
13.28
2004-05
ACTUAL
$1,042,051
225,218
29,659
$1,296,928
11.80
13.28
2005-06
BUDGET
$1,085,133
212,707
0
$1 ,297,840
10.80
15.86
2006-07
BUDGET
$1,182,912
233,950
0
$1,416,862
10.80
15.86
WORK PROGRAM:
This division provides operational support for the Recreation Department, including the operation of Leo Carrillo 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.
• Provide facility assistance and scheduling for the resident non-profit organizations (sports, groups, civic and social
groups).
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:
FUND:
DEPARTMENT:
WORKLOAD MEASURES:
Reservations Processed:
Number of Facility Users:
Revenue:
Number of Fields Maintained:
(Aviara will have 2 fields)
RECREATION OPERATIONS
GENERAL
RECREATION
Actual
2003-04
3,200
1,100,000
$128,000
17
Actual
2004-05
3,200
1,100,000
$128,000
17
PAGE TWO
ACCTNO. 0014540,0014541,
0014542, 0014543, 0014544
Estimate
2005-06
3,264
1,400,000
$175,000
19
Projected
2006-07
3,300
1,428,000
$180,250
21
P
ft
KEY GOALS FOR 2006-07:
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.
• Constantly strive to improve customer service through park patrols and enforcement of park rules and regulations.
• Provide exceptional services on a daily basis including the processing of rental applications and the seamless
coordination of setting up classes, meetings, dedications and other functions at community centers and other City
facilities.
• Continue to promote and support a safe environment to gather through the Department T.R.U.S.T. program for all
facility users.
Balanced Community Development
• Participate in the preparation and distribution of 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.
• Carrillo Ranch provides place for citizens to connect with the community, place, and spirit through balanced and
sustainable land use and ongoing historic preservation efforts. Two major stabilization and preservation projects
are currently underway: the Stone Masonry BBQ Restoration Project, and the Barn Theater Project.
SIGNIFICANT CHANGES:
• None.
P
H
mWi
wm
m
B-122
PROGRAM:
FUND:
PROGRAM GROUP:
SENIOR PROGRAMS
GENERAL/SPECIAL REVENUE
RECREATION ACCTNO. 0014570-0014574,143XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2003-04
ACTUAL
$296,689
306,236
2,758
$605,683
1.95
7.50
$586,029
19,654
$605,683
2004-05
ACTUAL
$305,299
422,598
0
$727,897
1.95
7.50
$721,537
6,360
$727,897
2005-06
BUDGET
$410,499
643,818
0
$1,054,317
3.00
7.50
$884,317
170,000
$1,054,317
2006-07
BUDGET
$421 ,052
464,991
12,584
$898,627
3.00
7.50
$898,627
0
$898,627
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 one 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
PROGRAM GROUP: RECREATION ACCTNO. ooi4570-ooi4574,i43xxxx
PROGRAM ACTIVITIES (continued): *
Mb
Senior Grants
• Provide a minimum of 30,000 nutritious lunches. m
• Provide a minimum of 10,000 delivered meals to the homes of Carlsbad's frail seniors. P
• 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. K
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 8,000 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 20,000 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 80 seniors participates 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 35 trips are scheduled
accommodating over 2,000 adventurous seniors. Enrichment classes, seminars, and other learning
opportunities on topics pertinent to the concerns and interests of the aging population.
SIGNIFICANT CHANGES:
• None.
HW*i
B-124
Operating Budget Summary
Policy and Leadership Group
Administrative Services
Public Safety
Community Development
Community Serviced
Public Work*
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
14,980,715
33,953,860
9,520,156
58,454,731
195.25
15.95
2004-05
ACTUAL
16,034,596
34,334,661
3,475,658
53,844,915
195.25
15.95
2005-06
BUDGET
18,240,098
37,532,128
4,823,707
60,595,933
207.25
8.56
2006-07
BUDGET
19,131,003
44,107,439
3,793,560
67,032,002
211.25
8.21
Maintenance &
Operations, 58%
Environmental
Programs, 1%General Services,
28%
Engineering, 13%
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
2003-04
ACTUAL
533,788
218,645
0
2004-05
ACTUAL
661 ,550
213,068
0
2005-06
BUDGET
765,893
190,342
0
2006-07
BUDGET
767,801
209,831
0
752,433| 874,6181 956,235| 977,632
6.30
0.00
6.30
0.00
6.30
0.00
6.30
0.00
WORK PROGRAM:
Provide leadership and coordination for Public Works programs; plan resources and facilities; manage all budget, fiscal,
and personnel matters; coordinate programs with local, State and Federal governments; and support City boards,
committees and commissions. Public Works includes 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:
Public Works Contracting
• Issue and manage PW formal bid and quotation processes.
• Track and renew Public Works contracts and Professional Service Agreements.
• Assist Public Works staff in the creation and administration of contracts.
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.
Maintenance Management and Quality Control
• Continue development of comprehensive systems inventory, maintenance standards, and work reporting system.
Education and Outreach
• Coordinate 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 2005-06:
• Coordinated data tracking and reporting of costs associated with the 2005 Winter Storms for ultimate reimbursement
from Federal Agencies.
• Continue to maintain 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 2005-06 (continued):
• Participated in Citywide team to develop options for the future site of the Public Works Center.
• Increased citizen awareness about Public Works, educating them on what we do and how well we do it improving
our image.
• Enhancement of Environmental Programs website.
• Improved the Administrative support function within Public Works, determining the most efficient use of resources
and encouraging a collaborative approach between administration and operations.
• Automation of Public Works Contract bid process is being pursued to provide better customer service to internal
staff, vendors and contractors while also ensuring compliance with government regulations on equal opportunity.
KEY GOALS FOR 2006-07:
• E-bidding project to go out for RFP and implementation during this year for Capital Projects.
• Support the upgrade of Operations Divisions to Hansen 8.0 maintenance management system software.
• Review the Public Works Contracting Process and make improvements where appropriate to achieve efficiencies.
SIGNIFICANT CHANGES:
• None
B-127
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCTNO. ooi57ix/ooi5720/
5X15710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SANITATION ENTERPRISE
TOTAL FUNDING
2003-04
ACTUAL
4,591,800
1,942,085
0
6,533,885
51.20
1.00
5,724,009
461,630
348,246
6,533,885
2004-05
ACTUAL
5,121,920
1,709,364
112,441
6,943,726
51.20
1.00
5,846,047
624,999
472,680
6,943,726
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
2006-07
BUDGET
5,842,586
2,424,951
100,000
8,367,537
51.60
0.50
7,208,940
695,162
463,435
8,367,537
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation
engineering, water supply, sewer collection, storm water control, parks, general engineering municipal projects,
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 of capital projects and performing traffic and transportation studies, water and sewer models and
master plans. The department is also responsible for ensuring that private development and public improvements
are properly designed, constructed, and inspected while maintaining public safety and the well being of the
community.
PROGRAM ACTIVITIES:
Administration
• Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives, provide
administrative and clerical support to all divisions, ensure that the management reporting system is accurately
maintained and generates all reports on schedule, and provide accurate records filed in a standardized and
efficient manner.
Development Services
• Provide comprehensive engineering input for all land use development applications; process engineering
development plans and maps in a professional manner, maintaining high-quality and meeting production goals;
ensure engineering questions related to land development are answered in a timely 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, sewer systems;
civic and municipal improvements such as: street improvements, perform markouts master plans and special
studies and investigations, and water resource development. For each project a variety of services are provided
including planning, final plans and specifications, water quality investigations, technical engineering assistance,
mapping, facility location and administration and project management.
Transportation
• Review, investigate, analyze, and resolve a wide variety of traffic and transportation issues, concerns,
complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts. Assist in
maintaining optimum traffic signal operations.
B-128
PROGRAM: ENGINEERING PAGE TWO
~ FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5X15710
PROGRAM ACTIVITIES (continued):
Construction Management and Inspection
** • Perform construction management, administration, and inspection for private grading agreements, development
improvement agreements, and capital improvement, ensure construction of high-quality improvements; and
*"» minimize inconvenience to the public while ensuring safe work sites.
KEY ACHIEVEMENTS FOR 2005-06:
^ • Slurry seal overlay and pavement overlay of 22.3 lane miles of City streets.
— • Bressi Core Area discretionary permits processed for construction.
• Raceway Forum and Oaks North permits issued for Melrose and Faraday.
^ • Villages of La Costa and the Ridge discretionary permits processed for construction.
• Energized four traffic signals.
* • Batiquitos Lift Station Phase II completed.
• Completion of three recycled water pumping stations.
m • Completion of new potable water booster pumping station.
• Completion of Carlsbad Water Recycling Facility.
* • Completion of Seacrest Street Improvement and storm drain.
• Reconstructed steps at Maple Street Beach Access
** • Coastal Rail Trail Reach 2 and 6 completed.
g- • Cannon Road mitigation sites signed off.
• Completion of the 24-inch Potable Water Transmission Main in El Camino Real.
• Completion of Cannon Road Lift Station.m • Completion of mass grading for the Carlsbad Municipal Golf Course,
utf • Repair landslide on Ranch Santa Fe Road.
• Stabilize landslide and repair La Costa Ave.
m • Complete construction of Aviara Community Park.
• Installation of new traffic signals on El Camino Real at Plaza Camino Real.
• Completion of recycled water transmission pipe lines (24 Miles).
• Completion of Palomar Airport Road, third westbound lane east of Melrose.m • Completion of Melrose Avenue, north of Palomar Airport Rd.
m • Completion of Poinsettia Avenue between El Camino Real and Melrose.
m KEY GOALS FOR 2006-07:
* Transportation/Circulation
• Continue work toward the environmental processing, design, and/or construction of major road projects
"* including: College Reach A, Cannon Reach 4, Faraday/Mel rose, Rancho Santa Fe Road, and Poinsettia Lane
— Reach E.
Parks/Open Space/Trails
** • Complete permitting and design of Coastal Rail Trail Reach 5
* ^ •Design,
• Began operation of the 4 MGD recycled water facility in Fiscal Year 2005-06.
m • Complete construction of Mahr Reservoir Improvements and begin Lake Calavera improvements.
« • Complete modeling and program to meet EPA disinfection byproducts rule phase 2.
• Complete electronic upgrade at Ellery Pump Station.
^ • Develop recommendations for improvements to Vista/Carlsbad Sewer and Buena Sewer.
* Planning and Programs
• Completion of EIR for Agua Hedionda and Calavera Creek Channel Improvements.
«• • Completion of Drainage Master Plan and Planned Local Drainage Fee Program Update.
• Development of Drainage Channel Maintenance Program and submittal to Resource Agencies for Regional
"* General Permit.
• Construction and financing of 84-inch Cannon Road storm Drain.
m B-129
to
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 001 5710/5x15710
KEY GOALS FOR 2006-07 (continued):
• Preparation of a Draft Pedestrian Master Plan.
• Construction and financing of Rancho Santa Fe and Olivenhain Road improvements.
• Completion of the Rancho Santa Fe Road Phase II project.
• Completion of the Faraday and Me I rose Flood Retention Basins.
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.
Development Services
• Acquire discretionary approval for Robertson Ranch EIR Master Plan and Core Area
SIGNIFICANT CHANGES:
• None.
m
Ml
m
Ml
B-130
PROGRAM:
FUND:
PROGRAM GROUP:
GENERAL SERVICES
VARIOUS
GENERAL SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
5,596,543
7,751 ,371
708,222
14,056,136
82.05
14.35
2004-05
ACTUAL
5,908,117
7,866,747
1,075,219
14,850,084
82.05
14.35
2005-06
BUDGET
6,883,152
8,141,614
2,848,007
17,872,773
91.95
7.26
2006-07
BUDGET
7,248,136
9,528,842
1,901,410
18,678,388
94.95
7.51
PROGRAM GROUP DESCRIPTION:
The City's General Services Department is responsible for the preventative maintenance and repair of parks, school
athletic fields, city buildings, landscapes, and vehicles, public street trees, medians, trails, and city streets.
PROGRAM ACTIVITIES:
m
Medians
3.0%
Trees
3.0%
Vehicle Replacement
5.0%
Vehicle Maintenance
14.0%
Golf Course
0.4%
Facilities
20.0%
Streets Street Lights
6.0%
Traffic Signals
5.0%
Parks
25.0%
KEY ACHIEVEMENTS FOR 2005-06:
FacilitiesS
Streets
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 Centro centers.
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
B-131
PROGRAM: GENERAL SERVICES PAGE TWO *
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY *
KEY ACHIEVEMENTS FOR 2005-06 (continued):
m
• Completed Emergency Asphalt repair contract.
Traffic^ Signals
• Energized 11 traffic signals and de-energized 1 traffic signal At
• 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 ^
tttfFleet
• 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. M
• Added Fleet Representative on the Fire Apparatus/MICU committee.
Parks Maintenance
Resurfaced tennis courts at Carlsbad High School. w»
Resurfaced tennis courts, basketball courts, & installed retention wall at Calavera Hills Park.
Installed new concrete walkway, picnic tables, and benches at Laguna Riviera Park. AB
Upgraded tot lot equipment at seven parks in order to ensure compliance with A.D.A.
Reviewed landscape plans/specs for 2 new park sites and various facility enhancements. ™*
Completed replacement of concrete picnic tables and trash receptacles at several parks.
Achieved Park approval ratings of over 90% on two Maintenance Assessment Programs. Ml
Participated in removing dead trees from Hosp Grove, part of the Community Forest Management Plan. ^
Replaced natural grass with synthetic turf on two athletic fields at Stagecoach Park
Trees "I
• Adopted and converted the street tree block-by-block maintenance pruning program to contract. M
• Coordinated Arbor Day tree 'give-away' event at Hidden Canyon Park Grand Opening.
• Responded to approximately 600 requests for street tree pruning, planting, or removals. _
Medians M»
• Administered & inspected contract for over 45 acres of medians landscape maintenance.
• Performed selective irrigation repair and replanting in medians of several major streets. <_
• Developed and coordinated refurbishment of La Costa Avenue and Palomar Airport Road medians irrigation
and landscape. **
Trails fl|
• 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 2006-07: *
IN
Too-Quality Services
• Fully implement the Computerized Maintenance Management System (CMMS) into the Parks Maintenance and Ml
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. Ml
• 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.
IB
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-132 P
>m
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
1,652,154
1,775,218
6,822
3,434,194
23.75
9.85
2004-05
ACTUAL
1,767,451
1,720,114
132,355
3,619,920
23.75
9.85
2005-06
BUDGET
2,187,749
1,930,709
319,300
4,437,758
31.30
4.34
2006-07
BUDGET
2,391,664
2,254,026
103,705
4,749,395
32.30
4.59
WORK PROGRAM:
Maintain, preserve, and enhance 346 acres of parks, school athletic fields, Downtown Village streetscapes, beach
accesses, and landscapes at various civic facilities. This includes the maintenance of 16 neighborhood or
community parks and 14 special use areas. Manage over 625 acres of open space/undeveloped areas; provide
services to other departments and community groups. The total acreage of park sites maintained includes 26 acres
at Leo Carrillo Historic Ranch Park.
PERFORMANCE MEASUREMENTS:
Overall Ratings
• Benchmark
Ninety percent (90%) of ratings are at or above 7 on a 10-point scale.
Result
Ninety-one percent (91%) 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 $10,463.
Result
The annual park maintenance cost per acre is $11,910.
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-four percent (94%) of respondents rated park maintenance as good to excellent on the City of Carlsbad
public opinion survey report.
PROGRAM ACTIVITIES:
Turf and Landscape Maintenance
• Direct management of 346 acres of turf, irrigation, and landscaping. Duties include mowing, fertilization,
renovation, re-planting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding cultivation,
edging, aerating, re-seeding, rodent control, irrigation programming and repair, equipment maintenance, and
contract administration for landscape services.
Restroom Maintenance/Litter Control/Picnic Area Services
• Inspect, maintain, clean, paint, and repair 12 permanent restroom facilities (as well as 9 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, trash removal and picnic area servicing. All parks, beach
accesses, and beach areas are cleaned 5+ times weekly to remove all litter and service all trash receptacles.
B-133
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCTNO. 0015020
PROGRAM ACTIVITIES (continued):
Court/Field/Tot Lot Maintenance
• Maintain 22 tennis courts, 20 basketball courts, 18 soccer fields, and 32 softball/baseball fields. All athletic
courts are cleaned/inspected on a weekly basis. Duties involve washing, sweeping, and blowing surfaces, fence
inspections/repairs, and paving inspections. In addition, this activity involves 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 100 different
controllers, with over 1,520 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 monitoring responsibilities.
Duties include trash removal, clean-up, weed abatement, and routine security.
Miscellaneous Maintenance/Repair and Special Requests
• These activities include repair and upgrading park structures, facilities, sports field lighting, play equipment, and
fencing, and the installation of bleachers, drinking fountains, soccer goals, trash enclosures, and concrete work.
Additional activities involve special projects and requests by the recreation community, various redevelopment
requests, and community garden participants. The total amount of time spent on these combined activities
amounts to approximately 12% of park maintenance activities.
WORKLOAD STATISTICS:
^f*
HI
PI
Developed Sites Maintained
Civic Landscapes
16%
School Fields
12%
f*
HI
m
m
Ml
Ml
SIGNIFICANT CHANGES:
To increase efficiencies in the Parks Maintenance group a full time Maintenance Aide will be hired in FY 2006-07. In
2005-06 an additional 3.14 acres of the Coastal Rail Trail was completed. An additional .25 Hourly/FTEs will be
required to maintain the new trail.
P>
Ml
B-134
PROGRAM:
FUND:
PROGRAM GROUP:
TRAILS
GENERAL
GENERAL SERVICES ACCTNO. 0015023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
49,176
14,620
0
63,796
0.50
0.50
2004-05
ACTUAL
67,575
8,698
0
76,273
0.50
0.50
2005-06
BUDGET
128,206
42,762
0
170,968
1.50
0.50
2006-07
BUDGET
173,669
148,989
0
322,658
1.50
0.50
WORK PROGRAM:
Community Services and Park maintenance will assist developers and traits volunteers in constructing and
maintaining the citywide trails program.
PROGRAM ACTIVITIES:
Trail Maintenance Plan
• Maintain existing and proposed Citywide trails
with the assistance of trail volunteers.
• Install 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
installation and maintenance of citywide traits.
Hft
SIGNIFICANT CHANGES:
• In Fiscal Year 2006-07 the Coastal Rail Trail will add 0.07 of a mile to the Oceanside-Carlsbad trail.
B-135
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
1 ,277,837
1,409,502
112,815
2,800,154
20.60
3.00
2004-05
ACTUAL
1,375,943
1,534,856
38,983
2,949,783
20.60
3.00
2005-06
BUDGET
1,515,601
1,419,146
182,000
3,116,747
21.45
1.17
2006-07
BUDGET
1,629,291
1 ,669,090
487,705
3,786,086
21.95
1.17
WORK PROGRAM:
Maintain and preserve City facilities to provide safe, attractive and energy efficient 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 close to the National Benchmark of government
institutions ($6.60 is National benchmark).
Result
Carlsbad Facilities maintenance cost per square foot is $6.94.
Internal Surveys
• Bench majk
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-six (96%) of Emergency work orders completed within 24 hours; ninety-three percent (93%) of High
Priority work orders completed within 72 hours; ninety-six percent (96%) of Medium Priority work orders
completed within 20 days; ninety-four percent (94%) of Low Priority work orders completed within 30 days.
B-136
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 Sen/ices
• 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., Heating Ventilation Air Conditioning
(HVAC), plumbing, electrical, construction projects, and custodial services).
WORKLOAD STATISTICS:
Total Work Orders
2,000 n
1,500-
1,000-
500-
0-
854 900
FY05 FY06 est
SIGNIFICANT CHANGES:
• A Full Time position is being added to increase efficiencies. The position is split 50% in Streets and 50% in
Facility Maintenance.
B-137
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
2003-04
ACTUAL
401,210
263,868
0
665,078
5.40
0.75
2004-05
ACTUAL
405,016
283,615
0
688,631
5.40
0.75
2005-06
BUDGET
413,624
239,674
0
653,298
5.70
0.75
2006-07
BUDGET
276,677
285,232
561,909
5.70
0.75
WORK PROGRAM:
The Street Tree section provides maintenance to all accepted street trees in the public right-of-way, including
specialized maintenance services for street trees in Carlsbad's downtown village.
PROGRAM ACTIVITIES:
Street Trees
• This section provides maintenance for approximately 10,000 trees as well as maintenance for an additional
5,000 trees that fall within City right-of-ways that must be maintained due to emergency and/or neglect. 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 contractor provides ongoing street tree maintenance via the block pruning program, and sizeable/selective
specimens 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:Trimmed Trees
1767 1800
FY02
SIGNIFICANT CHANGES:
Converted street tree block pruning program from performance by city staff to a contractor.
An additional $38,000 was approved by Council for the Community Forest Management Plan-Street Tree Vacancies.
The goat is to plant trees in the Street Tree Zone of District No1.
B-138
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
2003-04
ACTUAL
142,796
380,259
0
523,055
1.60
0.25
2004-05
ACTUAL
140,476
387,235
0
527,711
1.60
0.25
2005-06
BUDGET
152,368
412,244
0
564,612
1.60
0.00
2006-07
BUDGET
141,846
392,456
0
534,302
1.60
0.00
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians including specialized service within the
downtown village area.
PROGRAM ACTIVITIES:
Contractual Median Maintenance
• Provide ongoing program for administering, and overseeing contract median maintenance for approximately 45
acres of city medians. Maintenance includes litter control, weed control, pruning, pesticide and fertilizer
application, replanting and irrigation repairs/adjustments.
Streetscape Maintenance
• Maintain approximately five (5) acres of high profile areas including downtown village medians and landscaped
pockets/islands. Maintenance activities consist of litter control, weed control, pruning, pesticide/fertilizer
application, replanting, and irrigation repairs/adjustments.
WORKLOAD STATISTICS:
93°/c
Contract
Acres Maintained 7%
In-House
SIGNIFICANT CHANGES:
Approximately 5 acres of median landscapes were added to the existing contract for routine maintenance.
B-139
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
2003-04
ACTUAL
0
17,124
0
17,124
0.00
0.00
2004-05
ACTUAL
0
33,443
0
33,443
0.00
0.00
2005-06
BUDGET
0
63,571
0
63,571
0.00
0.00
2006-07
BUDGET
0
129,683
0
129,683
0.00
0.00
WORK PROGRAM:
Lighting & Landscaping District No. 2 is for new developments in the City. It is to pay for the costs of streetlights,
street trees and medians within those areas.
PROGRAM ACTIVITIES:
Each development within District No. 2 will be considered a separate zone, with their own assessment based on the
costs for that particular area of the City. The eight zones in District No. 2 are Calavera Hills II, Kelly Ranch, the Oaks
South, Thompson/Tabata, the Palomar Forum/Raceway, Bressi Ranch, the Greens and the Ridge developments.
SIGNIFICANT CHANGES:
During the Fiscal Year 2005-06, two new zones were added to the district, Zone 7 (the Greens) and Zone 8 (the
Ridge), which adds to the cost for FY2006-07.
B-140
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE MAINTENANCE
INTERNAL SERVICE
GENERAL SERVICES ACCT NO. 6205060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
607,059
1,288,764
9,104
1,904,927
7.90
0.00
2004-05
ACTUAL
624,569
1,372,008
35,527
2,032,104
7.90
0.00
2005-06
BUDGET
712,495
1,357,181
0
2,069,676
7.60
0.50
2006-07
BUDGET
728,650
1,844,327
0
2,572,977
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 disposal of hazardous waste generated by
City departments. The 'in-service' fleet is comprised of 297 vehicles and 130 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
70% 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
98% 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
88% of internal surveys returned indicated the overall service by fleet Maintenance as good to excellent in all
survey categories.
PROGRAM ACTIVITIES:
Repair and Maintenance
• Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual
Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for
units disabled in the field.
B-141
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.
m
m
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
1681 1510 1610
Preventive
Maintenance
Vendor
Repairs
Total Repair
Orders
SIGNIFICANT CHANGES:
For 2006-07, Fleet will put contracts in place to reduce fluctuations in the price for repair parts. Also in 2006-07, the
Fleet Maintenance Division will be retrofitting several diesel vehicles to meet more stringent Air Resources Board
emissions standards. Fuel prices will continue to be monitored during this fiscal year as the fluctuation in gas prices
is likely to continue.
*M
B-142
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
2003-04
ACTUAL
0
0
553,253
553,253
0.00
0.00
2004-05
ACTUAL
0
0
866,614
866,614
0.00
0.00
2005-06
BUDGET
0
0
1 ,995,000
1,995,000
0.00
0.00
2006-07
BUDGET
0
0
940,000
940,000
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:
423 410 426
Vehicle/Equipment Vehicle/Equipment Total Units (in
Acquired Disposed service)
HFY04
OFY05
QFY06(est)
SIGNIFICANT CHANGES:
Of the 58 units that met the replacement criteria outlined in Administrative Order No. 3, only 27 units were selected
for replacement in Fiscal Year 07. Of the 27 units selected for replacement, 2 mowers were downsized.
B-143
PROGRAM:
FUND:
PROGRAM GROUP:
CARLSBAD GOLF COURSE
ENTERPRISE
GENERAL SERVICES ACCTNO. 5725001
PMi
10
m
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
0
53,917
0
2004-05
ACTUAL
25,344
0
53,917| 25,344
0.00
0.00
0.00
0.00
2005-06
BUDGET
0
125,000
0
2006-07
BUDGET
0
80,000
0
125,0001 80,000
0.00
0.00
0.00
0.00
WORK PROGRAM:
Provide on-going oversight for the construction of the golf course which has an estimated opening date of July 2007.
Work with the management company, Kemper Sports Management Inc, to prepare the course for opening.
PERFORMANCE OBJECTIVES:
• Create a viable golf course operation.
• Complete the construction of the golf course.
PROGRAM ACTIVITIES:
Project Completion
• Work with KSM to come up with
recommendations regarding the club house and
other buildings including such items as interior
design, construction issues, selection of
furniture, fixtures, and equipment.
P re-opening Activities
• Work with KSM to establish green fees, create a
marketing and advertising plan, and other pre-
opening activities.
SIGNIFICANT CHANGES:
Construction of an 18-hole municipal golf course will continue and is expected to open in Summer 2007. Project
costs are shown in the Capital Improvement Program. Operating funds are budgeted for security services and
assessment district payments on the land.
M*
m
UV
m
m
m
m
m
B-144
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0016355
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
1,237,310
1,236,152
6,089
2,479,551
19.50
0.00
2004-05
ACTUAL
1,302,115
1,164,485
1,740
2,468,340
19.50
0.00
2005-06
BUDGET
1,527,373
1,141,606
1,850
2,670,829
20.20
0.00
2006-07
BUDGET
1,630,798
1,216,365
60,000
2,907,163
20.70
0.00
m
«*
m
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 lane-mile of roadway is benchmarked to not exceed $5,480 per street-mile.
Results
Cost per lane-mile of roadway equaled $4,877 in 2005.
Roadway Safety:
• Benchmark
100% of roadway segments meet CalTrans collision rates.
Results
83% 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 2005.
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. 76% of all scheduled street striping and pavement marking activities were completed in Fiscal Year
2004-05.
2. 93% of roadway ratings scored at or above 7 on a 10-point scale in FY 2005.
3. 94% of the average overall roadway condition index scored 70 or higher in FY 2005.
B-145
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCTNO. 0016355
PROGRAM ACTIVITIES
Contract Management
• Contract Management consists of contract design, inspection, and support.
Roadside Maintenance
• Roadside Maintenance activities consist of weed abatement, debris hauling, cement repair, sidewalk, handrail
and guardrail maintenance.
Drainage System Maintenance
• The cleaning of brow ditches, catch basins, drainageways, and gutters.
City Sign Maintenance
• Fabricate, install, and maintain alt 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 2005
Contract
Special Projects /-Management
Emergency 3%
Response
2%
3%
Customer Services
3%
Roadside Repair
13%
Misc. Maintenance
35%
Asphalt
18%
Painting
17%
SIGNIFICANT CHANGES:
A Full Time position is being added to increase efficiencies. The position is split 50% in Streets and 50% in Facility
Maintenance. Seawall maintenance tasks will be an added function to Street duties as well as downtown decorative
tile and concrete maintenance activities.
B-146
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
2003-04
ACTUAL
66,705
510,939
0
577,644
0.95
0.00
2004-05
ACTUAL
69,885
505,891
0
575,776
0.95
0.00
2005-06
BUDGET
77,984
549,446
200,857
828,287
0.95
0.00
2006-07
BUDGET
81 ,476
622,331
310,000
1,013,807
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 2005
Field Coordination
2%
USA Mark Outs
44%
I
Contract
nspection
30%
MiscellaneousSpecial Projects
Routine Emergency Repair
Maintenance 3%
7%
SIGNIFICANT CHANGES:
Approximately 15 new signals are expected to come online by the end of FY 2006-2007.
B-147
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
2003-04
ACTUAL
162,296
801 ,008
20,139
983,443
1.85
0.00
2004-05
ACTUAL
155,087
831,058
0
986,145
1.85
0.00
2005-06
BUDGET
167,752
860,275
149,000
1,177,027
1.65
0.00
2006-07
BUDGET
194,065
886,343
0
1 ,080,408
2.65
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.
PERFORMANCE MEASURES:
Description
Repair Response within 10 days
Benchmark
90%
Result 2004-05
88%
SIGNIFICANT CHANGES:
Program is converting temporary help funds to 1 FTE Maintenance Aide to fill a permanent need on the street
lighting crew.
B-148
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
2003-04
ACTUAL
8,813
41,618
0
50,431
0.00
0.00
2004-05
ACTUAL
6,300
96,547
0
2005-06
BUDGET
10,600
94,000
0
2006-07
BUDGET
10,600
85,900
0
102,8481 104,6001 96,500
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are
assessed annually and the revenues are placed in a fund to cover the costs of major dredging of the creek.
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 cleaning of the channel only occurs every five 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 2006-07:
• Clearing occurred in Fiscal Year 2005-06 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 04-05 budget was the
first year of the five-year contract.
B-149
PROGRAM:
FUND:
PROGRAM GROUP:
MAINTENANCE & OPERATIONS
VARIOUS
MAINTENANCE & OPERATIONS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
3,612,603
24,178,232
7,849,194
35,640,029
47.00
0.00
2004-05
ACTUAL
3,716,402
24,688,352
2,278,457
30,683,21 1
47.00
0.00
2005-06
BUDGET
4,344,254
26,408,199
1 ,839,700
32,592,153
49.50
0.00
2006-07
BUDGET
4,521,107
31,577,611
1 ,633,000
37,731,718
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:
Water Operations
67%
Recycled Water
10%Sanitation Operations
23%
KEY ACHIEVEMENT FOR 2005-06:
Water & Sanitations Operations
• Irrigated approximately 1,040 acres with recycled water at 103 sites.
• Average about 1.6 mgd of recycled water in lieu of potable water.
• Delivered 18.0 mgd of potable while meeting all the health standards established by State and Federal
governments.
• Operated 17 sewer lift stations averaging 7.36 mgd of sewage pumped without a failing that resulted in a
sewage spill or contamination of the environment.
Construction/Maintenance:
• Maintained 254 miles of sewer mains.
• High-pressure cleaned approximately 57 miles of sewer main lines.
• Responded to 45 sewer main line stoppages.
• Rodded or repaired 25 sewer service laterals.
• Repaired or replaced 52 water services.
• Operated and maintained 1,440 valves and 592 fire hydrants.
B-150
PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY GOALS FOR 2006-07:
Meter Services
• Installed, maintained and read an additional 994 new water meters; the total number of water meters in the
system now exceeds 26,400.
• Responded to a total of 14,270 requests for service involving water usage and billing.
• Exchanged 478 old or defective water meters to improve accuracy of water usage data.
TOD Quality Services/Environmental Management
• Enhance planning and management of Water Operations, Sanitation Operations, and Construction Maintenance
through implementation of an automated work management system.
• Ensure the availability of safe drinking water through implementation of public water system protective
measures that balance the risks between microbial pathogens and disinfection byproducts.
• Sustain a performance-oriented organization incorporating continuous improvement through development and
implementation of preventive maintenance schedules.
• Ensure the environmental sensitivity of the community through compliance of City Work Yards with appropriate
Storm Water Permits and guidelines.
B-151
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/DEBT^RANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
2,761,096
18,632,952
5,413,569
26,807,617
34.30
0.00
2004-05
ACTUAL
2,797,535
18,979,764
1,184,191
22,961,490
34.30
0.00
2005-06
BUDGET
3,179,073
20,610,221
1 ,099,700
24,888,994
35.75
0.00
2006-07
BUDGET
3,331 ,472
24,827,573
893,000
29,052,045
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 (80,800 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:
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.
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 install, replace and maintain
water meters.
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.
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for
infrastructure and maintained to ensure safe and efficient distribution and collection systems.
PERFORMANCE/WORKLOAD MEASURES:
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 acre-foot of water delivered.
Fiscal
Year
2000-01
2001-02
2002-03
2003-04
2004-05
Water
Loss
4.29%
4.24%
5.18%
6.1%
5.0%
Cost per
Acre- Foot
$735
$724
$755
$784
$828
B-152
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Potable 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
2000-01
2001-02
2002-03
2003-04
2004-05
No. Samples
Collected
1,725
1,719
1,719
1,752
1,724
Percent
Bacteria-Free
99.8%
99.9%
99.9%
99.9%
99.8%
Water Service Delivery
• Complete 90% of planned maintenance of water distribution valves and fire hydrants each year based on a
standard of maintenance. Measures the level of care with which the integrity of the water distribution system is
being maintained. The frequency standard for the maintenance decreased from every 2 years to every 4 years
in 2005-06, so the percentages should show a significant increase in future years.
% of Planned Maintenance
Fiscal
Year
2002-03
2003-04
2004-05
Valve
Maintenance
8%
24%
28%
Fire Hydrant
Maintenance
10%
35%
35%
WORKLOAD STATISTICS:
WATER OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2004
Va|ve Fire HydrantFlow Control
Station
Maintenance
4%
Daily Op's
System
Maintenanc
22%
Fcutine Water
Quality
Samples
13%
Maintenance
1%
Maintenance
3%
Fire Hydrant
Replacement/
Repair
1%
Other Misc
Maintenance
56%
SIGNIFICANT CHANGES:
Annual depreciation for the potable and recycled water system has increased due to completed construction of
additional potable and recycled water pipelines, and the Carlsbad Water Recycling Water Facility. A 5% proposed
rate increase is being implemented in order to keep up with rising water costs, the increase in infrastructure that
needs to be maintained, and inflation.
B-153
PROGRAM:
FUND:
PROGRAM GROUP:
SANITATION OPERATIONS
SANITATION ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5116310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/TRANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
851,507
5,545,280
2,435,625
8,832,412
12.70
0.00
2004-05
ACTUAL
918,867
5,708,588
1,094,266
7,721,721
12.70
0.00
2005-06
BUDGET
1,165,181
5,797,978
740,000
7,703,159
13.75
0.00
2006-07
BUDGET
1,189,635
6,750,038
740,000
8,679,673
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 (61 , 800 customers). 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.
pto
m
«n
m
m.
pm
P
PERFORMANCE MEASURES:
Sewer Cost Efficiency
• Annual cost of service per million gallons of sewage is benchmarked to not exceed $2,199. This benchmark was
established at baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Year Expenses Annual Flow (MG) S/MG
2000-01 $3,490,008 2,373 $1 ,471
2001-02 $3,568,236 2,278 $1,567
2002-03 $3,151,172 2,493 $1,632
2003-04 $5,602,873 2,789 $2,009
2004-05 $3,992,462 2,688 $1 ,485
Sewer System Service Delivery
• Complete 90% of planned maintenance for station facility maintenance and sewer main cleaning based on a
standard of maintenance. Measures the level of care with which the integrity of the sewer collection system is
being maintained.
% of Planned Maintenance
p
m
m
Fiscal Year
2002-03
2003-04
2004-05
Station Facility
Maintenance
78%
64%
77%
Sewer Main
Cleaning
96%
96%
95%
Annual number of spills will be zero gallons per mile of sewer mains per year.
Fiscal Year
2001-02
2002-03
2003-04
2004-05
Reportable
Gallons Spilled
7,835
7,550
209
3,030
Total Miles of
Mains
212
232
235
254
Spills per
Mile
36.9
32.5
0.89
12.0
P
«t
B-154
PROGRAM:
FUND:
PROGRAM GROUP:
SANITATION OPERATIONS
SANITATION ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5116310
WORKLOAD STATISTICS:
SANITATION OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2005
Station Maintenance
22%
Sewer Main Cleaning
16%
Station Operations
30%
Other Misc.
Maintenance 26%
Sewer Lateral Main
Maintenance
6%
SIGNIFICANT CHANGES:
Annual depreciation increased from $1,677,000 to $2,850,000 due to completion of construction of additional sewer
collection system infrastructure. In order to keep up with inflation, the increase in infrastructure assets, and rising
costs passed through from the Encina Wastewater Plant, a proposed rate increase of $1.15 per month per household
is being implemented {from $13.50 to $14.65 per month).
B-155
PROGRAM:
FUND:
PROGRAM GROUP:
ENVIRONMENTAL PROGRAMS
VARIOUS
ENVIRONMENTAL PROGRAMS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
637,168
631 ,785
962,740
2,231,693
8.70
0.60
2004-05
ACTUAL
620,306
858,260
9,541
1,488,108
8.70
0.60
2005-06
BUDGET
716,123
1,443,324
136,000
2,295,447
7.90
0.80
2006-07
BUDGET
740,773
1,438,901
159,150
2,338,824
8.90
0.20
PROGRAM GROUP DESCRIPTION:
Environmental Programs is an umbrella program to centrally manage the efforts of the storm water division, solid
waste and water conservation. The program focuses on presenting a unified message to citizens and industry,
providing easy access to information, increasing public awareness and more efficiently using our resources. In
2005-2006, three new Solid Waste Programs were introduced, and the new Municipal NPDES (Storm Water) Permit
was introduced. For 2006-2007, these programs will continue to grow and adapt to a changing regulatory
environment.
PROGRAM ACTIVITIES:
Storm Water
Protection
77%
Solid Waste
23%
B-156
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
2003-04
ACTUAL
101,245
266,944
0
368,189
0.60
0.20
2004-05
ACTUAL
95,957
267,586
0
363,543
0.60
0.20
2005-06
BUDGET
117,394
517,394
0
634,788
0.60
0.20
2006-07
BUDGET
63,274
495,067
0
558,341
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 percent (87%) rate trash collection as "Good" or "Excellent."
• Eighty three percent (83%) rate recycling collection service as "Good" or "Excellent."
Cost Efficiency
• Commercial rates {adjusted for City fees) are the lowest when compared to our benchmark partners. Residential
rates (adjusted for City fees) are second to Chula Vista, the lowest, when compared to our benchmark partners.
The benchmark is lowest one-third in San Diego County and Carlsbad has continued to attain that position.
Diversion
• Year 2004 Diversion rate as reported to the CA Integrated Waste Management Board: fifty seven percent (57%).
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 FOR 2005-06:
• A special collection event for Household Hazardous Waste (HHW) and Electronic Waste.
• Implement and manage Curbside Household Hazardous Waste collections. Nominal fee or free to senior citizens.
• implement and manage newly designed backyard composting program. Training to be provided.
SIGNIFICANT CHANGES:
• None.
B-157
PROGRAM:
FUND:
PROGRAM GROUP:
STORM WATER PROTECTION
SOLID WASTE ENTERPRISE
ENVIRONMENTAL PROGRAMS ACCTNO. 5215710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/TRANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
535,923
364,841
962,740
2004-05
ACTUAL
524,349
590,674
9541
2005-06
BUDGET
598,729
925,930
136000
2006-07
BUDGET
677,499
943,834
159,150
1 ,863,504| 1 ,1 24,565| 1 ,660,659| 1 ,780,483
8.10
0.40
8.10
0.40
7.30
0.60
8.30
0.00
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, and Municipal Inspections
Businesses sorted by SIC must be categorized (industrial, commercial, municipal) and prioritized (high, med, low) and
inspected accordingly per permit requirements. Enforcement of non-compliant sites is required during and after inspections.
High-priority municipal and industrial facilities are inspected annually {approx 60). Medium and Low-priority industrial sites
and High-priority commercial sites are inspected as needed (over 1,000).
Water Quality Monitoring
The permit requires co-permittees to conduct 3 major programs: 1) the Coastal Monitoring Program if coastal waters
are in the jurisdiction, 2) Dry Weather Program, 3) Regional monitoring programs to include Mass Loading Stations
during wet weather, Ambient Bay & Lagoon Monitoring (ABLM), Bioassessment (assessing biology within the
streambed), and Toxicity Identification Evaluation (TIE). In addition, the City of Carlsbad participates in two other
monitoring programs: Performance Monitoring of Agua Hedionda creek and Agua Hedionda Lagoon for self-
evaluation, and Continuous Monitoring at Agua Hedionda Creek in conjunction with the San Elijo Lagoon
Foundation.
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.
Complaints
Permit requirements include the investigation of complaints of illegal dumping. Complaint calls to the Storm Water
hotline numbered over 119 for FY 04-05 that were directly related to Storm Water complaints. Over 400 other calls
were fielded related to Storm Water maintenance, sewer, and other incidents with potential to cause water pollution.
Storm Drain Maintenance Program
Under section F.S.a of the permit, the City is required to inspect and remove waste between May 1 and Sept 30 of
each year, with record keeping of inspections and amount of materials removed maintained. In addition, the Storm
Drain Maintenance Program manages a street sweeping contract to reduce material accumulation in the MS4.
B-158
. PROGRAM: STORM WATER PROTECTION PAGE TWO
FUND: SOLID WASTE ENTERPRISE
"* PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCTNO. 5215710
MM
" PROGRAM ACTIVITIES (continued):
«M
Watershed Participation
«• The permit requires the City of Carlsbad to participate in watershed activities with neighboring cities. Activities
include standardizing Standard Urban Runoff Management Plan (SUSMP) documents, inspection checklists, and
m training programs, and coordinating outreach activities on a watershed level. An annual watershed report is also
written each year and submitted to the Regional Board.
H*
City Representation
im This department is expected to act as the City's representative at co-permittee meetings, watershed meetings,
regional Outreach and Education meetings, regional monitoring meetings, Coastal Monitoring program meetings,
*» Dry Weather Program meetings (through contractor), Regional Board meetings, regional Clean Water Act
Regulation 303(d) list meetings, regional Total Maximum Daily Load meetings, and with 3r parties such as the Agua
•* Hedionda Lagoon Foundation and Industrial Environmental Association. This department is also expected to act as
an internal representative for Storm Water related issues, often asked to interpret, review documents, and train
•" employees in other departments.
m Annual City report Writing
This department is responsible for the annual preparation of two major city reports - the annual Jurisdictional Urban
'" Runoff Management Plan (JURMP) report, and the annual Watershed Urban Runoff Management Plan (WURMP)
report. Both require extensive coordination with other city departments and with neighboring jurisdictions and the
m collection of information to fulfill permit requirements. These two activities represent major workload for December
and January of each year at the expense of other compliance activities.
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.
<P» 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.
KEY ACHIEVEMENTS FOR 2005-06:
*" • Inspected industrial and commercial facilities including 100% of restaurants in Carlsbad.
M • Responded to complaints of illegal dumping to the SW hotline.
• Conducted Dry Weather monitoring at 60 sites visited once per year, and Coastal monitoring at 24 sites along
the beaches and lagoons visited 20 times per year.
• Participated in residential outreach events, a regional advertising campaign, and distributed storm water
•• education materials.
• Hosted a Food Services Industry Workshops with 35 participants from local Carlsbad food establishments,
a* • Trained 4 interns through our intern program.
• Staff chaired the Regional Channel Maintenance workgroup. Team developed descriptions for standard BMP's
*• for storm drain facilities and hired a consultant to develop a regional template to apply for permit for channel
maintenance activities.
*• * Verified and refined storm drain inventory to conform to program requirements.
B-159
PROGRAM:
FUND:
PROGRAM GROUP:
STORM WATER PROTECTION
SOLID WASTE ENTERPRISE
ENVIRONMENTAL PROGRAMS
PAGE THREE
ACCTNO. 5215710
KEY GOALS FOR 2006-07:
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.
• Continued compliance with the Existing Development section of the current Municipal NPDES permit order
number 2001-01.
• Continued representation of the City of Carlsbad at all regional and watershed activities.
• Continued responsibility for coordinating, writing and editing the JURMP annual report, WURMP annual report,
and contributing to other regional reports.
• Coordinating, writing and editing the new JURMP for the City of Carlsbad according to the new Municipal
NPDES permit to be adopted around August of 2006.
• Participating in developing and writing the new WURMP and RURMP in conjunction with other
co-permittees.
SIGNIFICANT CHANGES:
In 2006-07 there is an Environmental Specialists being added in this group to help assure the City's compliance with
Federal Clean Water regulations. This will result in a reduction of .6 Hourly/FTEs.
*
B-160