HomeMy WebLinkAbout; ; 2007 - 2008 Operating Budget & CIP Part 1; 2007-07-01City of
Carlsbad
California
2007--2008
Operating
Budget
ancm:Capital
Improvement
Program
City of Carlsbad
2007-08 Operating Budget
and Capital Improvement Program
Claude "Buddy" Lewis
City Council
Matt Hall
Ann Kulchin
Mark Packard
Julie Nygaard
City Manager
Raymond R. Patchett
Deputy City Manager
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Irvine
Website: www.carlsbadca.Qpv
Cover design by: Kelly Hock & Craddock Stropes
CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET
TABLE OF CONTENTS
Reader's Guide to the Budget ,
Council's Five-Year Vision Statements
About the City of Carlsbad iii
Organization Chart iv
BUDGET OVERVIEW
City Manager's Transmittaf Letter A-1
2007-08 Budget Highlights A-3
Budget Process A-4
Strategic Goals A-4
Budget Summary A-20
Personnel Allocations A-21
2007-08 Budget Calendar A-23
Budget Awards A-24
OPERATING BUDGET
Overview B-1
Projected Fund Balances B-16
Revenue Estimates B-18
Budget Expenditure Schedule B-25
Program Summaries
Policy & Leadership Group
Policy and Leadership Group Summary C-1
City Council C-2
City Clerk C-4
City Treasurer C-5
City Manager C-7
Communication C-9
City Attorney C-10
Administrative Services
Administrative Services Summary D-1
Administration D-2
Finance D-3
Human Resources D-5
Records Management D-7
Workers' Compensation D-8
Risk Management D-9
Self-Insured Benefits D-10
Information Technology D-11
Miscellaneous Non-Departmental D-13
Public Safety
Public Safety Summary E-1
Police Department Summary E-2
Administration E-4
CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET
TABLE OF CONTENTS
Public Safety (continued)
Field Operations E-5
Community Services , E-6
Canine E-8
Investigations/Field Evidence E-9
Vice/Narcotics E-10
Youth/School Programs E-11
Property and Evidence/Records E-12
Family Services E-13
Task Force E-14
Support Operations E-15
Communications Center E-16
Various Asset Forfeiture E-17
Community Oriented Policing E-18
Fire Department Summary E-19
Administration E-21
Emergency Operations E-22
Fire Prevention E-23
Weed Abatement E-24
Disaster Preparedness E-25
Community Development
Community Development Summary F-1
Administration F-2
Land Use Planning & Planning Commission F-4
Geographic Information System F-6
Economic Development F-8
Building Inspection F-9
Housing & Redevelopment Summary F-10
Affordable Housing F-11
Rental Assistance F-12
Community Development Block Grant F-13
Redevelopment Operations Village Area F-15
Low/Moderate Income Housing Village Area F-17
Redevelopment Operations South Carlsbad Coastal Area F-18
Low/Moderate Income Housing South Carlsbad Coastal Area F-19
Community Services
Community Services Summary G-1
Library Summary G-2
Georgina Cole Library G-3
Carlsbad City Library (Dove Library) G-5
Genealogy/Local History G-7
Centre de Informacion G-8
Technical Services G-9
Collection Development & Acquisitions G-10
Media Services G-11
Adult Learning Program G-12
Cultural Arts Summary G-13
Arts Office G-14
CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET
TABLE OF CONTENTS
Community Services (continued)
Sister City G-16
Special Events G-17
Recreation Summary G-18
Park Planning & Recreation Management G-20
Recreation Fee Supported G-22
Recreation -Aquatics G-24
Recreation -Agua Hedionda Lagoon Permits G-27
Recreation Operations G-28
Senior Programs G-30
Public Works
Public Works Summary H-1
Administration H-2
Engineering H-4
General Services Summary H-8
Park Maintenance H-11
Trails H-13
Facilities Maintenance H-14
Street Maintenance H-16
Traffic Signal Maintenance H-18
Street Tree Maintenance H-19
Median Maintenance H-20
Street Lighting H-21
Buena Vista Channel Maintenance H-22
Lighting & Landscape District No. 2 H-23
Vehicle Maintenance H-24
Vehicle Replacement H-26
Maintenance & Operations Summary H-27
Water Operations H-29
Wastewater Operations H-31
Environmental Programs H-33
Solid Waste Management H-34
Storm Water Protection H-36
CAPITAL IMPROVEMENT PROGRAM - OPERATING BUDGET
Overview
Project Evaluation
Capital Projects -The Next Five Years
Capital Projects - Through Buildout
Future Growth and Development
Revenues
Summary
Growth Management Plan
Capital Funds Projected Fund Balances for FY 2006-2007.
Capital Funds Projected Fund Balances for FY 2007-2008.
Capital Revenues Actual and Estimated
Capital Funds Budget Expenditure Schedule
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-3
-6
-8
-9
-11
-12
-13
-14
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CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET
TABLE OF CONTENTS
Capital Improvement Program (continued)
Capital Projects
Detail Schedule of Capital Projects by Category FY 2007-2008 to Buildout J-1
Fund Summary
Capital Improvement Program Fund Summary K-1
Glossary of Capital Project Funding Sources K-15
APPENDICES
Planned Major Capital Outlay Items 2007-2008 L-1
Out of State Travel Requests 2007-2008 L-2
Miscellaneous Statistical Information L-5
Accounting Systems and Budgetary Control L-6
Resolutions Adopting the Budget L-7
Gann Limit Resolution L-29
Glossary L-30
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READER'S GUIDE TO THE BUDGET
This budget document has been designed to provide the public concise and readable
information about the City of Carlsbad's 2007-08 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 2007-08
budget figures are presented. Also included are narrative statements describing
program activities, associated workload measures or performance objectives, key
achievements for 2006-07, and key goals for 2007-08.
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 2007-08 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.
COUNCIL VISION STATEMENTS
Carlsbad City Council
2007
Five-Year Vision Statements
City Council continues to clarify and pursue the vision of
Carlsbad that reflects the pride and quality of life for all who live,
work, and play here
Carlsbad...
* 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.
4 Looks ahead and works to anticipate changes that are required now in order to
make a better future for its citizens.
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 101,337 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 r Cclffcrria
dealers; 35 hotels offering over 3,500 rooms for tourist N
lodging; high technology, multimedia and biomedical p^ \
businesses; electronics, golf apparel and equipment Q*an ;
manufacturers; several business and light industry •--.-,_.
parks; and numerous land developers building single o^ >v- -x
and multi-family housing in a variety of community ^
settings. y
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.
CARLSBAD
LIVE WORK PLAY - ENJOY!
CITY OF CARLSBAD ORGANIZATION CHART
Beach
Preservation
Committee
i Community
1 Television
Foundation
i Traffic
Safety
i Commission
i Underground
1 Utility Advisory
Committee
Housing
Commission
Housing &
Redevelopment
Commission
Planning
i Commission
ELECTORATE
CITY CLERK
PUBLIC
SAFETY
ADMINISTRA TIVE
SERVICES
FIRE
POLICE
KEY
Elected
Council AppointedC~ El
Staff Support
Reporting Relationship—
Programs d
FINANCE
HUMAN
RESOURCES
INFORMATION
TECHNOLOGY
RISK
MANAGEMENT
RECORDS
MANAGEMENT
MAYOR
&
COUNCIL
CITY ^v
TREASURER J"-^s
CITY MANAGER CITY ATTORNEY
Arts
Commission
PUBLIC
WORKS
ADMINISTRATION
ENGINEERING
SERVICES
GENERAL
SERVICES
MAINTENANCE &
OPERATIONS
COMMUNITY
DEVELOPMENT
COMMUNITY
SERVICES
BUILDING
ECONOMIC
DEVELOPMENT
GEOGRAPHIC
INFO SYSTEMS
HOUSING AND
REDEVELOPMENT
PLANNING
ARTS
LIBRARY
RECREATION
SENIOR
CENTER
Sister City
i Committee
Historic
Preservation
Commission
i Library Board
J of
Trustees
iSerra Cooperative
J Library System
J Advisory Board
Parks & Rec
Commission
Senior
Commission
City of
Carlsbad
Calif or ni a
i '••" S•2 ' i
^.^"1 O £*
Quality of Lite Overview
City of Carlsbad
Office of the City Manager
To the Honorable Mayor and City Council:
2007-08 BUDGET TRANSMITTAL
I am pleased to submit the FY 2007-08 Operating Budget and Capital Improvement
Program for the City of Carlsbad. The combined budget totals $219.9 million, with
projected revenues of $234.1 million. Of the total budget, $187.1 million (85%) will be
used to fund the operations of the City, while $32.8 million (15%) will go toward the
construction of capital improvements throughout Carlsbad. Our goal has been to prepare
a comprehensive financial plan for services, programs, and capital projects that will
assist the Council in the achievement of its vision for Carlsbad.
The FY 2007-08 budget was developed this year with the emphasis on creating a
sustainable community through fiscal discipline. The City is approaching buildout and
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 2007-08 Budget reflects the anticipation
of these changes by using methods that fulfill the current demand while allowing for a
smooth transition into a maintenance mode in the future.
Overall, the Operating Budget has increased by 9.0%. The increase is predominately due
to the costs of adding 22 new personnel and legislatively mandated, but unfunded Storm
Water and Wastewater Discharge Requirements. The total additional costs for the two
unfunded programs will be approximately $2.1 million in FY 2007-08. The budget also
includes funding for over 118 capital improvement projects with new appropriations of
nearly $32.8 million. The City's total Capital Improvement Program budget contains
approximately $411.8 million to improve the City's roads, parks, water and sewer
infrastructure and build civic projects through buildout.
A large portion of the capital program will expand the City's recreational venues with the
addition of tennis courts and parking at Poinsettia Park, a new 18-hole municipal golf
course - The Crossings at Carlsbad, the Alga Norte Park and Aquatics Center and
building a Library Learning Center to permanently house the Adult Learning and Centre
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 and diversified revenue base.
The City's assessed values are expected to increase by approximately 14% this year.
Carlsbad's reputation as a tourist destination is also growing with many new hotels
added in the recent past, generating over $13.6 million in transient occupancy taxes.
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1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 * (760) 434-2821 « FAX (760) 720-9461
The State and U.S. economies continue to face challenges and this current economic
slowdown is anticipated to affect the local economy in Carlsbad and has been taken into
consideration in the revenue forecast.
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 allocation is approximately 6.5% of the General Fund
revenues for a total of a $7.9 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 2007-08 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 balance 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 appreciation for a job well done.
CiRAYMOND R. PATCHETT
City Manager
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
CITY OF CARLSBAD
BUDGET HIGHLIGHTS
FISCAL YEAR 2007-08
WHERE THE MONEY COMES FROM...
ESTIMATED REVENUES $234.1 MILLION
Other
1%
Intergovernmental
1%
Charges for Services
3%
Utility Charges J interdepartmental
7%
Licenses & Permits
1%
Impact Fees/Special
Taxes
25%
Income from
Investments &
Property
2%
WHERE THE MONEY GOES-
ADOPTED BUDGET $219.9 MILLION
Public Works
13%
Utilities
21%
Policy & Leadership
2%
Non Dept. &
Contingency
5%
Comm. Dev.
8%
Admin. Services
8%
Public Safety
20%
Community Services
8%
Capital Improvement
Program
15%
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 CIP 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 $187.1 million and is expected to generate $190.1
million in revenues. The CIP contains the current year budget allocation of $32.8 million and
outlines approximately 118 future projects at a total cost of $411.8 million through buildout of the
City. Capital revenues for Fiscal Year 2007-08 are estimated at $44 million. The capital
projects include parks, civic facilities, as well as 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 2007-08
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, Council
defines and clarifies their
vision of Carlsbad. The City
Council also provides the
City with their top 12 priority
projects, which further
defines their vision. The
strategic goals for the City
are developed next. These
statements are reflected in
the box on the right. The
goals further define the
methods used to achieve the
vision and highlight areas
where Council desires to
place special emphasis
during the year. Once the
vision, goals and priority
projects 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 that 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.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
Carlsbad's Operating Budget is a tool that guides the achievement of Council's vision, goals and
priority projects for the City. The budget allocates the resources, and sets the priorities for 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
Quarter-to-Quarter Growth in Real GDP
.1 lllllll I III
V I
20Q3 2334
VI 1 III IV
2003
t a iv
The US economy has experienced
steady growth over the past several
years. However, as of June 2007, the
economy is now in a slow down period
which is expected to last the rest of
2007 and into 2008. According to the
Bureau of Economic Analysis the
economy grew at an annual rate of
2.5% in the fourth quarter of 2006. This
growth rate was revised upward by .3%
from the "preliminary" estimates. The
adjustment was due to a higher than
expected increase in consumer
spending, exports, Federal government
spending, and a reduction in imports, slightly offset by investment in inventories, equipment and
software. According to preliminary estimates released by Global Insight and the UCLA
Anderson Forecast in April 2007, real gross domestic product - a measure of economic activity
- is expected to increase 2.1%, 1.7% and 2.5% in first, second and third quarters of 2007
respectively. For the fourth quarter of 2007, real GDP is expected in increase closer to 3% and
it is forecasted that GDP for 2008 will average 3.25%. While the US economy is slowing, a
recession is not anticipated by UCLA Anderson Forecast and other economic think tanks due to
the strength in the job market. Most recessions are linked with significant cycles of job loss,
which currently is not the case. In addition, because most Americans are employed, it is
expected that the majority will be able to continue to pay their mortgages, segregating the sub-
prime mortgage concern to a small percentage of the population.
While UCLA Anderson Forecast is not expecting a recession, there are some unknowns that
may result in a higher risk potential. The housing market is expected to be slow but it is still
unclear how slow it will be. With flattening housing prices, and in some areas, actual declines in
housing prices, there may be more risk to the economic outlook as more defaults on mortgages
occur. UCLA's economists also predict that there will be pressure on the Federal Reserve
Board for more interest rate reductions during 2007 to compensate for inflation and the slow
down in the economy.
California's economy has also slowed. California experienced four years of high home price
appreciation which resulted in home affordability at an all time low throughout many areas of
California, according to UCLA Anderson Forecast. Several entities were determined to continue
to keep sales volumes high and relaxed credit standards in order to continue to sell homes.
This resulted in the subprime mortgage market which is now part of the threat to the real estate
market. Mortgage defaults are rising with the potential of high foreclosure rates during the
summer of 2007. The government and lenders are working on bail-out procedures to reduce
the number of foreclosures by working with the troubled borrowers to refinance their mortgages.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
According to the UCLA Forecast, at the end of 2006, the high-end service sector jobs were able
to compensate for the job losses in construction and financial services related to real estate.
For 2007, UCLA Anderson Forecast (April 2007) is expecting the real estate sectors to continue
to slow down the economy. Given this forecast, according to the UCLA Anderson Forecast:
"We expect to see job growth in California slow to below 1% through the middle
of 2008, with growth in real personal income and real taxable sales slowing to
just over 2% through this period. If the Professional/Business Services sector
can sustain its momentum longer in 2007, we might see a milder slowdown; but if
the carnage in subprime markets is more severe than we expect, job losses in
Southern California could make things a bit worse. But the essential logic of the
no recession forecast remains: while there's some wiggle room on how weak real
estate will be and how much other sectors will offset this weakness, there still is
no other sector that looks poised to combine with real estate to generate enough
job loss to cause a recession."
Locally, the San Diego economy has slowed as well, according to several local economists,
including University of San Diego (USD) economist Alan Gin. For the first six months of 2007,
residential building permits were down 34% compared to the same period in 2006. The local
unemployment rate rose to 4.6% compared to 4.2% in June 2006. According to Alan Gin, while
consumer confidence still appears positive, the high gas prices, housing market and increases
in foreclosures may impact consumers' perspective in the future. A chart reflecting USD's
economic indicators is reflected below.
Index of Leading Economic Indicators
_-«- ~ »•:•; Canty 20M • 20C"
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••!•:
138
•
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According to the UCLA Anderson
Forecast, there are many new homes
in the San Diego County area and
builders are anxious to reduce their
inventory, thus reducing the price of
new homes. UCLA Anderson
Forecast is predicting that new homes
in San Diego area will see a price
decline due to the builders' angst to
reduce inventory. For re-sales, it is
anticipated that owners are not going
to be as anxious to move and will wait
for a good price for their home, thus
the price for re-sales is expected to
level off but not decline.
JB
UCLA Anderson Forecast is predicting
that building activity will slow through
2007 with a slight rebound in 2008. Job growth is expected to slow as the leisure and
hospitality sectors lose momentum in 2007 offsetting less of the job losses in construction and
real estate sectors. In addition, the credit crunch is expected to continue to weaken home sales
and an anticipated increase in foreclosures may impact home prices.
Carlsbad's economy is tied closely to that of the San Diego region, although development
patterns may differ. Carlsbad has experienced strong growth in FY 2006-07 in property and
Transient Occupancy Taxes (TOT). For FY 2006-07, property taxes are expected to grow by
15% reflecting the continued escalation in housing prices during FY 2006-07, new development,
as well as the return of $1.8 million in property taxes that the State of California took from the
City of Carlsbad during fiscal years 2004-05 and 2005-06. TOT, the City's gauge of the tourism
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
industry, are expected to end Fiscal Year 2006-07 showing an 11% gain, with a large part of
that coming from the reopening of a major portion of one of Carlsbad's premiere resorts as well
as reflecting a full year of the West Inn and Suites which opened in May 2006. Sales taxes are
slowing during FY 2006-07 due to the slower economy as well as a decline in auto sales,
however, even with the slow down, it is anticipated that an additional $700,000 will come in over
FY 2005-06.
Carlsbad's residential real estate market has slowed significantly throughout FY 2006-07. The
City expects to issue approximately 425 residential permits this year, a decrease from the 943 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 to the residential housing stock in Carlsbad. The
Villages of La Costa projects known as the Oaks North, 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 almost complete with 523 single-family and 100 multi-family units
developed. In addition, 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.
Median SFO Home Prices
o.c
2005 2006 2007
As the housing market has cooled,
the housing prices have slowed as
well. The median price for single-
family homes in Carlsbad was
$777,000 for April 2006 compared to
$750,000 for April 2007 a decrease of
3.5%. The total assessed values in
the City stand at over $22 billion; an
increase of nearly 58% 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
2,117 more residential units and an
additional 3.7 million square feet of commercial/industrial development over the next five years.
The City's residential housing stock is about 90% built out, with approximately 4,658 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 including Carlsbad Raceway, Oaks North
Industrial Park and the La Costa Town Center. Some of the major companies in town include
the Gemological Institute of America, ViaSat, Invitrogen, Callaway, Taylor Made, Upper Deck,
and many others.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for City
services. Carlsbad is home to Car Country Carlsbad - an auto mall; the Carlsbad Premium
Outlets - a specialty outlet center; Plaza Camino Real - a regional shopping mall; a Costco
center; and the Forum at Carlsbad - a commercial center with upscale retail shops, restaurants
and other commercial uses.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
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 Inn and Suites, which opened in May 2006.
The City of Carlsbad opened a municipa! golf course in August 2007 which is expected to
further enhance the tourism attractions the City offers. The municipal golf course, The
Crossings at Carlsbad, is an 18 hole, destination golf course set in the rolling hills and canyons
of Carlsbad. With ocean views, high quality golf experience, a first class restaurant and
clubhouse, and linkages to hiking trails, The Crossings at Carlsbad will be a destination spot for
golfers and non-golfers alike.
For the future, there are several new tourist-serving projects in development. The La Costa
Resort has been developing up to 197 commercial resort villas on their site and part of the
increases in TOT to date can be attributed to several of these villas coming on line. As they are
phased in over the next several years, it is expected to add over $1.4 million in TOT when
completed. Two hotels near the airport are expected to open during Fiscal Year 2007-08. The
two hotels are the Hampton Inn and Homewood Suites, located near the McClellan/Palomar
Airport. They are expected to add 249 hotel rooms, bringing the total available hotel rooms in
the City to about 3,700. These two new hotels are estimated to generate $500,000 per year in
TOT. In addition, a new project next to Legoland is currently under construction and is expected
to bring on 350 hotel rooms and 350 timeshare units. This project is expected to be phased in
over time, and is expected to generate an additional $1.4 to $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.
In addition to the Growth Management Plan, the City also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of serving new development and operating new public
facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten-
year operating forecast for the General Fund, and a 20+ year Capital Improvement Program.
As part of the Capital Improvement Program, the City annually calculates the amounts needed
to 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.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
General Fund Revenues (Top 5)
• Other Franchise
DSDG&E Franchise
DTOT
• Property Tax
• Sales Tax
2002 2004 2006
Fiscal Year
2008e
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 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 $6.0 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 $91 million, or 80%, of the City's General Fund revenues in FY 2006-
07. 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 1.8% for Fiscal Year 2007-08 due to the
slowdown in the economy. While the growth in housing prices is expected to moderate due to
the cooling of the real estate market, there is a lag with the property tax revenue and therefore,
according to the County Assessor, the City should expect property tax revenues to increase by
over 11% for FY 2007-08. New building permits are expected to continue to slow and the
development related revenue items have been reduced accordingly for Fiscal Year 2007-08.
And finally, tourism is expected to continue to be strong, with TOT receipts projected to grow by
over 6% in the future, with the addition of more available rooms. More information on all of the
City's revenues and programs can be found in the later sections of this document.
State of California - In addition to the soft housing market and a slow 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, it 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 few years. The LAO's analysis of
the Governor's budget proposal for 2007-08 reflects that the State is proposing to use a
significant portion of their fund balance to cover their operating shortfall, and $3 to 5 billion
shortfalls are expected to exist in each of the next several years. According to the LAO, the
ongoing budget shortfalls result from the high reliance in the near term on one-time savings.
The State has balanced its budget by taking City money in the past, and the risk is that they
may find a way to make it happen again.
As a result of the continued attacks on cities' revenues, a coalition of cities, counties and special
districts supported Proposition 1A which was approved by the voters in November 2004. The
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
measure included a provision to help prevent the Legislature from reducing the combined
property tax shares of cities, special districts, and the county, except to borrow the funds on a
temporary basis to address a "severe state fiscal hardship".
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 quite a few 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.
In addition, a number of other factors, including 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 on the following page 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 2007-08 and
into the future. To project the expenditures, it includes all known personnel costs, most of which
have been negotiated with the employee groups through December 2007. The City will be
negotiating labor contracts with all four groups during FY 2007-08.
General Fund Revenues and Expenditures
Revenues
Expenditures
Fiscal Year
The forecast assumes 10% annual increases in health care costs in the near future, slowing to
5% annually in the distant 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 essentially at current
levels. It assumes that the contribution from the General Fund to the Infrastructure Replacement
Fund is 6.5% of General Fund revenues. And finally, it includes estimated operating costs for
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
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 about the same.
The results show that the General Fund is balanced into the future, with a slight surplus in each
year of 2% to 7% depending on which year. This achieves the goal set out by Council to
maintain a balanced budget.
The situation was different several years ago when the forecast projected that the City was
headed for deficits unless corrective measures were taken. For the past several years, Council
and staff have worked to bring the forecast back into balance and keep it balanced into the
future. Through a combination of enhancing revenue sources and finding more efficient
methods of providing services (and with the help of a strong local economy), the City was able
to turn the forecast around from heading into deficits to a healthy balance.
City of Carlsbad
10-Year Financial Forecast
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16
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 available to the City to achieve the goal of
managing its fiscal resources effectively and monitoring the achievement of sustainable
economic health for the City of Carlsbad.
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.
2007-08 OPERATING REVENUES
BY FUND TYPE
$190.1 MILLION
ENTERPRISE
22%
SPECIAL
REVENUE
5%
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INTERNAL
SERVICE
8%
REDEVELOPMENT
/ 2%
GENERAL
63%
CITY OF CARLSBAD BUDGET HIGHLIGHTS
General Fund
The fund receiving the largest slice of the revenues is the General Fund, with estimated
revenues of $121 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.
2007-08 GENERAL FUND REVENUES
$121 MILLION
SALES TAX
24%
BUS LIC TAX
3%
CHARGES FOR SVCS
LICENSES & PERMITS 5%
\
TRANSFER TAXES
1%
PROPERTY TAX
41%
INTERGOVERNMENTAL
2%
FRANCHISE TAX
5%
TRANSIENT TAX
11%
INC. FROM
INVESTS PROP
3%
Property taxes, at $50 million, are the largest General Fund revenue. The City receives only
about 18% of the property taxes paid by its citizens. The remainder of the tax goes to the
school districts, the State, and other various agencies.
Sales tax is the second largest source of revenue for the General Fund. Sales taxes are
estimated to bring in $28.5 million for Fiscal Year 2007-08. Automobile and department store
sales are the most significant contributors to the category of sales tax.
Transient occupancy taxes (hotel taxes) are estimated at $13.6 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 $2.9 million for the
upcoming year.
Licenses and permits account for $1.6 million of the General Fund revenues and include
building permits and other development-related permits. Charges for services are estimated to
be $6.2 million and include fees for engineering, planning, building, recreation, and ambulance
services.
Other revenue sources include charges collected from other departments, fines and forfeitures,
and miscellaneous revenues. Those sources total $4.4 million. Income from investments and
property are estimated at $3.9 million.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
Special Revenue Funds
Revenues from Special Revenue funds are estimated at $10.1 million for 2007-08. 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 funds revenues make up the second largest revenue group, totaling $40.6 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 wastewater services and solid
waste management.
Internal Service Funds
Internal Service fund revenues, projected to be $14.7 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 $3.6 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 $187.1 million, which is 9% more than the 2006-
07 adopted budget. The operating budget is categorized by major service area (MSA). Six
MSAs that represent the key businesses of the City have been identified. The graph on this
page shows the operating budget for each of the MSAs.
Total funding allocated for the Policy and Leadership Group for 2007-08 is $4.7 million. This
MSA encompasses all elected officials and the chief executive offices for the City. These
include the offices of City Council, City Manager, Communication, City Clerk, City Attorney, and
City Treasurer.
The Administrative Services MSA, with a budget of $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 $43.3 million and include all of the police and fire programs
such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire prevention,
emergency operations, and disaster preparedness.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
2007-08 OPERATING EXPENDITURES
$187.1 Million
Fbltcy &
Leadership
Adrrin. Services
Public Works
Public Safety
Comm. Services
Non-Dept. &
Contingency Corrm Dev.
Community Development, with a budget of $17.4 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 $17.9 million, is made up of the
library, recreation, cultural arts, and seniors programs. These programs
are provided to a wide range of people and assist in their education and
cultural development.connect
The service area requiring the largest amount of funds is Public Works, with a budget of $74.4
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-Depart mental and Contingency accounts total $12.1 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 $7.9 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 $2.2 million. The contingency account amounts
to 2.0% of the FY2007-08 General Fund budget.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
STAFFING
The FY 2007-08 Operating budget includes 22 new full-time employees: 5 are to enhance
Public Safety, 1 in the Geographic Information Systems Department which will improve the level
of service, 1 in Public Works to manage the increased number of information systems in the
Public Works Department, 1 new Building Maintenance Worker to maintain the new facilities
opening in FY 2007-08, 2 are related to a conversion of part-time personnel into full-time
personnel to improve effectiveness in the Police and Public Works departments, 1 limited term
employee in Human Resources to assist in recruiting, 1 Cross Control Technician to be utilized
in Sewer and Water, 1 new traffic engineer and 9 new employees related to new legal mandates
for Storm Water and Wastewater programs. The net decrease in hourly staff totaled
approximately 3.78 full-time equivalents (FTE). These changes result in a City workforce of 711
full and three-quarter time employees and 140.34 hourly FTE. The staffing changes in each of
the City's programs are discussed more fully in the Operating Budget Overview.
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 2007-08 totals $32.8 million in new appropriations and an
estimated $150.7 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, 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 with slides. A swimming
pool complex was one of the projects approved by the voters
through Proposition C in 2002. The total cost of the park is
estimated to be $22.1 million. The total cost of the aquatic
center is estimated to be $28.3 million. At this time,
construction is scheduled to start in the winter of 2007.
Construction will take approximately 2 years.
• The construction is complete on the City's new 18-hole golf course, The Crossings at
Carlsbad. The golf course opened in the summer of 2007 and is located along the north
side of Palomar Airport Road at Hidden Valley Road.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
The estimated cost for construction and
start-up expenses are $55 million. The
championship caliber public golf course is
6,835 yards and includes a 28,000 sq. ft.
clubhouse and a practice center. Half of
the 400-acre site 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 City has contracted
with Kemper Sports Management (KSM) for
operations of the course.
• A 20,000 square foot community facility and gymnasium is 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 $9.4
million facility is expected to begin in FY 2009-10 and construction is still scheduled to
begin in FY 2010-11.
• 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 $12.5 million and the project is scheduled to start in
FY 2010-11.
• Poinsettia Tennis Courts - Plans are currently underway to build seven tennis courts
with lighting at the Poinsettia Park. The facility will also receive additional parking and
construction is scheduled to begin in FY 2008-09. The estimated cost of the Tennis
Courts and Parking is $2.1 million.
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 $27.3 million.
• The Safety Training Center project was authorized under Proposition C, which was
approved in 2002. Preliminary design work is currently underway. In addition to a
shooting range, the facility may include a fire training tower, residential training prop, and
a fire administration building with classroom and storage facilities. There is currently
$950,000 budgeted for design only. Once the design is complete the construction
budget will be developed and funding sources will need to be identified.
• The Library Learning Center will provide a permanent location for the Adult Learning
and the Centre de Informacion programs. The existing building adjacent to Holiday Park
will be remodeled and a second story, approximately 5,000 square feet, will be added for
a total cost of $6.1 million.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
Fire Station No. 6 Relocation - Fire Station No. 6 is currently
located in a temporary facility in the southeast quadrant of
Carlsbad. The relocation of this station to a new 6,200
square foot permanent facility along the east side of Rancho
Santa Fe Road is progressing and a contract has been
awarded for construction. Total cost is approximately $5.8
million. This fire station is required to help ensure a five-minute
response time within the southeast part of the City as
development in that area occurs.
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 repayment of the debt.
• The Widening of El Camino Real from Tamarack to Chestnut will add an outside lane
to widen the street to full prime arterial road standards. The project will include curb,
gutter, sidewalk, pavement and streetlights. The total cost of the project will be $3.3
million and the project will start in FY 2007-08.
• The Pavement Management Program helps insure that the City's streets can last a
lifetime if they are properly maintained. Applying seals and overlays when roadways are
beginning to show signs of distress can minimize the more expensive repair/reactive
maintenance activities. The proactive approach consists of the scheduled application of
a seal or overlay once every seven years. By using the proactive approach the City can
efficiently maintain over 330 miles of public roadways at an annual cost of approximately
$3.4 million.
• The Concrete Repair Program is 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. There is $350,000 budgeted in FY 2007-08 for this program.
Sewer, Water, and Drainage Facilities
• Reaches 1, 2, 3, 11, 13 to 15, and the Agua Hedionda lift station of
the Vista/Carlsbad Interceptor are scheduled over the next five
years. These projects are required to handle buildout flows and
replace deteriorated pipelines. The projects are predominantly
funded by the City of Vista, depending on the project, the City of
Vista's share of the costs are between 60% - 90% of the total
project cost. The total estimated costs for all of the projects are
approximately $29.7 million.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
• Several major water lines are scheduled for construction within the next five years:
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 page identifies the debt the City has issued, the outstanding principal,
the 2007-08 principal and interest payments, and the scheduled year of payoff.
Of the approximately $120 million of debt outstanding, only $1.4 million will be paid back with
General Fund monies. Annual debt service payments from the General Fund average
approximately $750,000. The remaining debt will be repaid from water and sewer revenues and
from property owners benefiting from the improvements built with bond proceeds. The City has
no obligation to advance funds to the Assessment districts if the property owners do not pay.
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.
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CITY OF CARLSBAD BUDGET HIGHLIGHTS
The following Table identifies the debt the City has issued, the outstanding principal, the 2007-08
principal and interest payments, and the scheduled year of payoff.
City of Carlsbad
Debt Outstanding
Outstanding Final
Repayment Original Bond Principal At 2007/08 Payment
Bond Name Source Issue 6/30/07 Payment P&l FY
Carlsbad Public Financing Authority Bonds
Certificates of Revenue Bonds $ 18,540,000 $ 18,540,000 $ 827,050 2036
Participation
1997 Hosp Grove Refunding
Certificates of General Fund $ 6,595,000 $ 1,435,000 $ 750,645 2009
Participation
1996 Refunding Encina JPA
Tax Allocation Sewer Enterprise $ 11,080,000 $ 6,125,000 $ 935,506 2014
Bonds Redevelopment
1993 Redevelopment
Tax Allocation Redevelopment $ 15,495,000 $ 11,645,000 $ 1,041,665 2024
Bonds
CFD #3 2006
Special Tax Special District $ 11,490,000 $ 11,490,000 $ 761,079 2036
Bonds
Subtotals $ 63,200,000 $ 49,235,000 $ 4,315,945
2005 Poinsettia Lane East
Assessment $ 33,085,000 $ 32,495,000 $ 2,142,174
District 2035
2003 College Boulevard-Cannon Road
Assessment $ 11,760,000 $ 11,395,000 $ 834,316 2034
District
1997 Reassessment District
Colleges Alga Assessment $ 18,475,000 $ 3,785,000 $ 1,390,406 2012
District
1997 Carlsbad Ranch
Assessment $ 10,175,438 $ 7,455,000 $ 877,559 2023
District
1998 Rancho Carrillo
Assessment $ 19,600,000 $ 16,145,000 $ 1,557,158 2028
District
Subtotals $ 93,095,438 $ 71,275,000 $ 6,801,613
Totals $ 156,295,438 $ 120,510,000 $ 11,117,558
A-19
BUDGET SUMMARY
FISCAL YEAR 2007-08
PROJECTED
BALANCE
PROGRAM AREA JULY 1, 2007
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works (including utilities)
Non Departmental & Contingencies
Golf Course
SUBTOTAL OPERATING $1 25,891 ,1 51
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2007-08 $391 ,51 9,970
2006-07 Continuing Appropriations
TOTAL OPERATING AND CAPITAL $517,411,121
ESTIMATED ADOPTED
REVENUES BUDGET
$4,686,287
17,253,446
43,405,853
17,473,189
1 7,446,685
74,791,017
12,022,300
$1 90,057,479 $1 87,078,777
$44,004,785 $32,840,779
$234,062,264 $219,919,556
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2008
$0 $128,869,853
$402,683,976
(150,714,569)
$251,969,407
$0 $380,839,260
FISCAL YEAR 2006-07
PROJECTED
BALANCE
PROGRAM AREA JULY 1, 2006
OPERATING BUDGET
Policy /Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works (including utilities)
Non Departmental & Contingencies
Golf Course
SUBTOTAL OPERATING $132,638,770
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2006-07 $349,484,932
TOTAL OPERATING AND CAPITAL $482,123,702
ESTIMATED ESTIMATED
REVENUES EXPENDITURES
$4,227,935
17,281,780
40,850,064
16,407,442
16,733,946
68,721,326
1 3,664,955
$179,026,003 $177,887,448
$148,016,870 $113,868,006
$327,042,873 $291 ,755,454
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2007
(7,886,174)
($7,886,174) $125,891,151
$7,886,174 $391,519,970
$0 $517,411,121
A-20
PERSONNEL ALLOCATIONS FOR 2006-07 AND 2007-08
MAJOR SERVICE AREA
[POLICY AND LEADERSHIP GROUP |
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY ATTORNEY
IADMINISTRATIVE SERVICES I
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
2005-06
1.00
6.00
2.75
0.75
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
7.00
3.75
0.75
7.00
2.00
8.00
19.00
28.00
2.00
10.00
157.00
87.75
5.00
13.00
1.00
3.00
27.00
10.00
48.00
5.00
30.50
18.00
54.00
95.25
47.00
690.00
FINAL
BUDGET
2007-08
1.00
7.00
3.75
0.75
7.00
2.00
8.00
19.00
28.00
2.00
10.00
162.00
88.75
3.00
14.00
2.00
4.00
27.00
10.00
48.00
5.00
30.50
22.00
56.00
97.25
53.00
711.00
2007-08
REQUESTED
CHANGES
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
5.00
1.00
(2.00)
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
4.00
2.00
2.00
6.00
21.00
A-21
PERSONNEL ALLOCATIONS FOR 2006-07 AND 2007-08 (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*
2005/06
654.00
6.00
147.47
807.47
2006-07
684.00
6.00
144.12
834.12
2007-08
705.00
6.00
140.34
851.34
Difference
21.00
0.00
(3.78)
17.22
LIMITED TERM EMPLOYEES
Management Interns
Legal Intern
Building Inspector Intern
Management Analyst (HR)
Division Chief Overstaff
Building Inspector Limited Term
GIS Intern
Associate Planner
Planning Technician Intern
TOTAL LIMITED TERM EMPLOYEES
2005/06
1.50
0.50
0.00
0.00
0.00
2.00
0.50
0.00
1.00
5.50
2006-07
1.50
0.50
0.00
0.00
0.00
2.00
0.50
0.00
1.00
5.50
2007-08
1.50
0.50
0.00
1.00
0.00
2.00
0.50
1.00
0.00
6.50
Difference
0.00
0.00
0.00
1.00
0.00
0.00
0.00
1.00
(1.00)
1.00
* The 2006-07 headcount adopted by City Council on June 20, 2006 was 827.12. There were 7 mid year adjustments approved
by Council
A-22
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2007-08 BUDGET CALENDAR
DECEMBER
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
• Capital Project (CIP) Kickoff Meeting
• Set budget policies
• Request Capital Project submittals
• Operating revenue is projected for the General fund
• Operating budget manual is distributed to departments
• Budget preparer's meeting
• Departments submit CIP requests to Engineering
• Growth projections completed
• CIP analysis
• Draft CIP is submitted to department heads
• Tentative LT meeting to provide status on CIP
• Departments submit operating budget requests to
Finance
• Leadership Team (LT) reviews CIP
• Finance department analyzes and compiles the
operating budget submittals
• LT reviews operating budget
• Meeting with LT - Final CIP Review
• Preliminary operating budget is sent to the printer
• CIP Budget Workshop: May 22 Council meeting
• Operating Budget Workshop: June 12 Council meeting
• Citizens Budget Workshop: June 20
• Council adopts final budget including: Operating budget,
Capital Improvement Program, and Annual Spending
Limitation: June 26 Council meeting
Operating Budget* CIP
A-23
uvi
California Society of
Off,unidval Ljii ^inance
Certificate of Award
cers
Excellence in
Public Communications Budgeting 2006-07
Presented to
City of Carlsbad
This certificate recognizes the achievement of Excellence in Public Communications Budgeting and reflects an
outstanding document and the underlying budgeting process through which the budget is implemented.
March 6, 2007
Mark Alvarado
CSMFO President
Dedicated to Excellence in Municipal Financial Management
\
Agnes Walker, Chair
Budgeting & Financial Management
r*'
ro01
Certificate of Award
Excellence in Operating Budgeting 2006-07
Presented to
City of Carlsbad
This certificate recognizes Excellent Achievement in Operational Budgeting and reflects an outstanding budget
document and the underlying budgeting process through which the budget is implemented.
March 6, 200 7
Mark Alvarado
CSMFO President
Agnes Walker, Chair
Budgeting & Financial Management
Dedicated to Excellence in Municipal Financial Management
2007-2008 OPERATING BUDGET OVERVIEW
The Operating budget for Fiscal Year 2007-08 totals $187.1 million, with revenues for the year
estimated at $190.1 million. General Fund revenues are estimated at $121 million and
budgeted expenditures are $116.5 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for FY
2006-07, as well as those estimated for FY 2007-08.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2006-07
$ 114.5
10.7
36.2
14.1
3.5
$ 179.0
ESTIMATED
2007-08
$ 121.0
10.1
40.6
14.8
3.6
$ 190.1
$
CHANGE
$ 6.5
(0.6)
4.4
0.7
0.1
$ 11.1
0%
CHANGE
5.7%
(5.3%)
12.2%
4.7%
.3%
6.2%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $190.1
million, a 6.2% increase over the prior year. The largest percentage increase is the Enterprise
Funds. The 12.2% or $4.4 million is due to the additional legislatively mandated unfunded
requirements. More information on the City's revenue sources can be found in the discussion
that follows.
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they fund basic City services such as police, fire, library, street and
park maintenance, and recreation programs. The table below shows a summarized outlook for
the major General Fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
BUSINESS LICENSE TAX
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
PROJECTED
2006-07
$ 44.9
28.0
12.8
5.3
3.2
4.8
15.5
$ 114.5
ESTIMATED
2007-08
$ 50.0
28.5
13.6
5.6
3.3
3.2
16.8
$ 121.0
$
CHANGE
$ 5.0
0.5
0.8
0.3
0.1
(1.6)
1.6
$ 6.5
%
CHANGE
1 1 .2%
1.8%
6.4%
5.6%
2.5%
(33.3)%
10.3%
5.7%
This year it is expected that property taxes will grow to over $50 million, an 11.2% increase
over the projection for FY 2006-07. The 2004-05 State of California budget reallocated Property
Taxes for Vehicle License Fees (VLF). Thus, instead of receiving approximately $5 million in
B-1
2007-2008 OPERATING BUDGET OVERVIEW
VLF in 2005-06, the City now gets additional property taxes in an equal amount,
amounts will continue to grow at the same rate as the City's assessed values.
These
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 2007-08 are based on values as of January 1, 2007. Sales taxes react much
quicker to changes in the economy and therefore will typically grow faster in a good economy,
but also drop off faster as the economy cools.
Property taxes also have a cap
on how fast they can grow. This
is due to Proposition 13.
Proposition 13 was adopted by
the State in 1978. This
proposition limits the growth in
assessed values (and thus
property taxes) to no more than
2% per year. The value upon
which the tax is based is only
increased to the full market value
upon the sale of the property.
Thus, property taxes tend to
grow slowly unless there is a
significant amount of housing
activity. In more recent years, we have seen 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. As the economy slows and the City approaches build-out
the growth in property taxes is expected to be moderate.
Property and Sales Tax Revenues
•o
i
S*^*
~^**
_^+ -f"+ — — * •—
%^
2002 2003 2004 2005 2006 2007e 2008e
— •— Sales Tax
-*- Property Tax
Fiscal Year
Sales Tax by Category
Sales taxes are expected to
total $28.5 million for 2007-08,
an increase of 1.8% over the
2006-07 projections. These
projections assume that the
slow economy and high
gasoline prices will minimize
the growth in sales tax. The
City of Carlsbad has many car
dealerships which generate
approximately $6.5 million of
sales tax each year. Car sales
have slowed during FY 2006-
07 and are expected to remain
slow during FY 2007-08. In
addition, Robinsons May department store closed at the end of FY 2005-06 negatively
impacting sales tax for FY 2006-07 and in the future until a replacement retail vendor is located
in that space.
Several years ago, the State of California implemented the "Triple Flip". The "Triple Flip" is
essentially a temporary swap of a 1/i cent of the local governments' 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 what the City would receive.
B-2
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2007-2008 OPERATING BUDGET OVERVIEW
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 $900,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies, to fund public safety services.
Transient Occupancy Taxes
$ Millions
2002 2003 2004 2005 2006 2007e 2008e
Rscal Year
The third highest General Fund
revenue source is Transient
Occupancy Taxes (TOT or
hotel taxes) estimated at $13.6
million for 2007-08, an
increase of 6.4% over 2006-07
estimates. The La Costa
Resort and Spa is upgrading
their resort by adding villas
over the next several years.
This will contribute to the
growth in TOT revenues.
It is expected that Fiscal Year
2006-07 will end the year with
about $12.8 million in TOT
receipts, an 11% increase from FY 2005-06. Growth is expected to be moderate going into FY
2007-08, with 3.5% assumed for the base growth. In addition to the base growth, two hotels,
the Hampton Inn and Homewood Suites, both located near the McClellan/Palomar Airport, are
expected to open during FY 2007-08. The combination of the base growth, the two new hotels
and the addition of the La Costa Resort and Spa villas results in an estimated 6.4% growth over
FY 2006-07 projections.
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, cell sites, 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 flat in FY 2007-08. The large fluctuations in franchise taxes has
come from the taxes on gas and electric services, which are paid by San Diego Gas and
Electric (SDG&E).
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an "in-lieu" franchise tax based on the value of gas and
electricity transported on SDG&E
lines, but purchased from another
source. The "in-lieu" tax captures the
franchise taxes on gas and electricity
that is transported using public lands
but which would not otherwise be
included in the calculations for
franchise taxes, due to deregulation
of the power industry. The majority of
the "in-lieu" taxes received is
attributable to Cabrillo Power, the
Franchise Taxes
2002 2004 2006
Fiscal Year
2008e
B-3
2007-2008 OPERATING BUDGET OVERVIEW
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
2007-08 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 have been declining during Fiscal Year 2006-07 due to the slow
down in the economy especially the softening in the real estate market. The major declines in
the development-related revenues are primarily in the residential area. Commercial and
Industrial development is expected to offset a good amount of these declines for FY 2006-07.
For the FY 2007-08 budget, the development-related revenues are anticipated to continue to
decline as a result of the economy and real estate market. For FY 2005-06 there were 943
units permitted for residential housing. For FY 2006-07 approximately 422 residential units are
expected to be permitted. For FY 2007-08, 251 permits are projected to be issued for
residential housing. The commercial and industrial building activity has remained strong for FY
2005-06 and FY 2006-07 however, it too is anticipated to decline for FY 2007-08. These
reductions in activity are reflected in the lower development related revenue for FY 2007-08. A
33% 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
increase slightly to an estimated $3.3 million. There are currently about 8,500 licensed
businesses in Carlsbad, with over 2,500 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 2007-08 totals
$16.8 million, a $1.6 million increase from Fiscal Year 2006-07, due mainly to a one-time
reimbursement ($1.0 million) received in FY 2006-07 from the Federal Highway Administration
for the 2005 winter storm damage in the City.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate.
The tax is 55 cents per $500 of property value, and is split equally between the county and the
City. Carlsbad expects to receive $1.0 million in transfer taxes for FY 2006-07, and about the
same in FY 2007-08. Income from investments and property includes interest earnings, as well
as rental income from City-owned land and facilities. The City is expected to earn about $3.0
million in interest on its General Fund investments for Fiscal Year 2007-08. There is a need to
loan the Median Landscaping Fund approximately $108,000 for additional medians that have
been added to the City's inventory over the last few years. This is discussed in more detail later
in the report.
Overall, General Fund revenues are expected to grow by about 5.7%, or $6.5 million, in the
upcoming year. Most of the growth is coming from the tax revenues: mainly property 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,
B-4
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2007-2008 OPERATING BUDGET OVERVIEW
restaurants, retail centers, and new home development. As the City matures, it will be
increasingly more difficult to produce double-digit growth in revenues. The 5.7% gain projected
for Fiscal Year 2007-08 is respectable, given that the economy is slowing and the real estate
market has cooled. 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 $10.1 million, a $600,000
decrease from FY 2006-07. The types of programs supported within Special Revenue funds
are those funded by specific revenue streams such as:
• Grants (Section 8 Housing Assistance, Community Development Block Grants); Donations;
• Special fees and assessments (Housing Trust Fund, Maintenance Assessment Districts).
The most noteworthy change in the
Special Revenue funds occurred in the
Housing Trust Fund. 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 2006-07, the City expects to receive about $500,000 in repayments. For Fiscal
Year 2007-08, only $75,000 has been estimated for fees, as this revenue source is uncertain.
Most of the Fund's revenue decrease is due to this difference.
Enterprise fund revenues for FY 2007-08 are projected at $40.6 million, an increase of $4.4
million over current year projections. The increase in revenues is due to the proposed rate
increases for Water, Wastewater and Solid Waste Funds. 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, wastewater services and solid waste
management.
The Water Enterprise Fund shows an increase in revenues of 8.9% over the previous year. A
9% increase in water rates is proposed in the FY 2007-08 budget. It is estimated that the
average increase to a household will be approximately $3.97 per month (fixed + variable).
Carlsbad's water rates are still among the lowest in the region.
A rate increase is proposed in the Wastewater Enterprise of 10.6%. This will raise the base
residential rate from $14.65 to $16.20 per month. Even with the proposed rate increase,
Carlsbad's sewer rates are also still among the lowest in the region.
The Solid Waste Fund contains two programs: solid waste management and storm water
management. Proposed increases of approximately $1.37 per month for a residential
household will fund the cost of implementing state mandated programs.
The following chart is a comparison of Carlsbad's monthly water and wastewater rates
compared to neighboring agencies.
B-5
Special Revenue Funds
2007-2008 OPERATING BUDGET OVERVIEW
Water and Sewer Rates
Carlsbad proposed FY08
Carlsbad FY07
San Oieguito WD (Leucadia)
Santa Fe ID (Solana Beach)
Oceanside, City of
San Dieguito WD (Encinitas)
Vista Irrigation District (Vista)
San Diego, City of
Santa Fe ID (RSF)
Del Mar, City of
$0 $50 $100
Monthly Cost
$150
Internal Service funds show estimated revenues of $14.8 million for FY 2007-08, an increase
of 4.7%, over FY 2006-07 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 increases occurred in the Information Technology and Vehicle
Maintenance and Replacement Funds. The increases in Information Technology enable the
department to keep up with the demand for services. In the Vehicle Maintenance Fund, it is
mainly due to the cost of fuel. For the Vehicle Replacement Fund, the increase reflects
additional allocations to ensure sufficient revenues are available to replace equipment at the
end of its useful life. More discussion on the costs can be found in the Expenditures section of
this report.
Redevelopment revenues are expected to total $3.6 million in the upcoming year; no change
from the projections for the previous year.
EXPENDITURES
The City's Operating budget for FY 2007-08 totals $187.1 million, which
represents an increase of $15.4 million, or 9.0%, from the adopted FY 2006-
07 budget. The changes in each of the City's programs will be discussed
below.
B-6
2007-2008 OPERATING BUDGET OVERVIEW
Budgetary Policies
The theme for this year's budget development was "Building a sustainable community by
effectively managing today's resources" - to manage our current resources so that we are able
to deliver the same quality and level of services while maintaining a balanced budget for now
and into the future. While the forecast shows expectations for a balanced budget in the future,
the City also has a large capital program underway which will add additional pressure to the
budget as the facilities are opened and need operation and maintenance. 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 remains in good financial health. To achieve that end, the following budget
guidelines were established:
• Maintain current service levels.
• New programs may be considered only if they are critical to support the City Council's
strategic goals, the City's mission and/or required under a legal mandate.
• 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. At the end of FY 2006-07 the amounts carried forward will be
capped at no more than 10% of the previous year's adopted budget.
In the FY 2006-07 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 2007-08 Budget, we have returned to the ECB process using
the Fiscal Year 2006-07 Budget as the base.
The FY 2007-08 Budget reflects the following organizational and structural change, which will
continue to contribute to the overall effectiveness of the organization:
• The Arts General, Gallery Donations and Arts Education Program Funds will be moved
into the Arts General Fund. This move will improve the City's internal efficiencies and
will continue to support the ability of citizens to donate to these valuable programs.
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2007-08 Operating Budget of
$187.1 million was developed. The FY 2007-08 Operating budget includes 22 new full-time
employees: 5 are to enhance Public Safety, 1 in the Geographic Information Systems
Department which will improve the level of service, 1 in Public Works to manage the increased
number of information systems in the Public Works Department, 1 new Building Maintenance
B-7
2007-2008 OPERATING BUDGET OVERVIEW
Worker to maintain the new facilities opening in FY 2007-08, 2 are related to a conversion of
part-time personnel into full-time personnel to improve effectiveness in the Police and Public
Works Departments, 1 limited term employee in Human Resources to assist in recruiting, 1
Cross Control Technician to be utilized in Sewer and Water, 1 new traffic engineer and 9 new
employees related to new legal mandates for Storm Water and Wastewater programs. The net
decrease in hourly staff totaled approximately 6.35 full-time equivalents (FTE). These changes
result in a City workforce of 711 full and three-quarter time employees and 140.34 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. The new Library Learning Center and the Senior Center
are both anticipated to open in the next fiscal year. The Library Learning Center is scheduled to
open in the summer of 2008 and the expanded Senior Center is anticipated to open in late
2007. The Public Works Department was authorized to hire a Building Maintenance Worker I
and Recreation Department was authorized to hire part-time staff to maintain and operate the
new facilities in the FY 2007-08.
Public Safety
Public safety has always been, and remains, a top Council priority. After reviewing the current
staffing requirements and the population growth in the City, it was evident that there was a need
to add new Public Safety personnel to maintain the current service levels in the community.
In FY 2007-08 the Police Department received approval to add
one additional Police Officer for Field Operations, and a Police
Officer and a Sergeant in the Traffic Division to maintain the
current safety levels with the population growth in Carlsbad. A
Property and Evidence Community Services Officer II was
approved to process the current caseload and maintain the high
level of integrity required to manage the large number of items
and evidence held in the Police Department's property room.
Finally, a System Administrator I was approved to maintain the increased number of new mobile
computers and software systems that the Police Department utilizes.
In FY 2007-08 the Fire Department received funding to add a Battalion Chief for Administration.
The Battalion Chief will assist in the day to day management of the Fire Department and play an
important role in the construction, move and occupancy of Fire Station #3 and Fire Station #6,
planning and development of the Public Safety Training Facility and the continued coordination
of the regional fire services. This important function will improve the quality of the service
provided by the Fire Department; insure that future facilities meet the needs of the department,
and that Carlsbad's Fire's Service operates efficiently with its regional partners.
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 in Fiscal Year 2007-08 that investigate potential enhancements to the services
we provide.
B-8
2007-2008 OPERATING BUDGET OVERVIEW
One new program being implemented this year is the Library's
Radio Frequency Identification (RFID) technology. In FY 2007-08,
the RFID project will allow patrons to automatically check out books
and materials without having to wait in lines. 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 labor savings for the department. With these increased
efficiencies the Library plans to reduce its current hourly staff by a net of 7.5 FTEs through
attrition by the end of FY 2007-08.
There are currently an increasing number of programs in the City of Carlsbad that require the
services of the GIS Department. The programs include land use programs, storm water flow
analysis, open space and habitat management, address information used for water/sewer
operations and public safety and maintaining information on parcel history. The Community
Development Department was authorized to hire an additional Geographic Information Systems
Technician for the GIS Department. The technician will help process the increasing number of
service requests for maps and data analysis to assure information is not outdated.
The City Council adopted the Habitat Management Plan in 2004 to address habitat preservation
comprehensively for the City. For Fiscal Year 2007-08, $670,000 is being allocated to the
Habitat Management Program for start-up and ongoing costs.
Increased Efficiencies and Cost Savings
With the emphasis this year on building a sustainable community by effectively managing
today's resources; several goals will target increasing efficiencies and cost savings. The Public
Works Street Department received approval to hire a Maintenance Aide which will replace two
temporary employees. Hiring the full-time position 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 level 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 30 vehicles were selected for replacement out of the 55 vehicles
that met the replacement criteria outlined in Administrative Order Number 3. Of the 30 vehicles
selected for replacement, 2 vehicles were downsized.
Financial Health - Fully Funding Retirement and Retiree Health Care Costs
Retirement and retiree health care costs are important to manage and plan for as the amounts
can be significant in many organizations. The City of Carlsbad is a member of the California
Public Employees Retirement System (CALPERS) which ensures that the City of Carlsbad
adequately funds its current and future retirement obligations.
The Government Accounting Standards Board (GASB) requires governments to clearly report
their retiree health care costs including annual contributions and the amount to be paid in the
future. The City recently hired an actuary to conduct an analysis of the long-term fiscal
obligations of retiree health costs for City employees taking into consideration the life
B-9
2007-2008 OPERATING BUDGET OVERVIEW
expectancy of the employees, medical inflation, estimated retirement ages, investment return
rate, etc. Based on the results of the actuary analysis, the City of Carlsbad's General Fund has
sufficient revenue earned in excess of the budget for FY 2006-07 to adequately fund its portion
of retiree health care obligations. The other funds also have sufficient fund balances to cover
their share. According to the actuary firm, Gabriel, Roeder, Smith & Co., the estimated future
liability for the entire City is approximately $7.9 million. In addition to the liability, there is an
annual payment of approximately $368,000 per year. The General Fund portion of the future
liability is approximately $4.8 million and the annual payment is approximately $288,000. The
funds for the estimated future liability of $7.9 million have been set aside pending a final
decision on funding strategies.
City of Carlsbad retirees are eligible for a post-retirement healthcare subsidy. The City does not
fully cover retiree health care costs. The City covers only the subsidy that is mandated by
CALPERS, which administers the City's retirement plan. Because the City only funds a subsidy
and not the entire health care costs, the City's future liability is significantly less than many
government organizations. For calendar year 2007 the subsidy is $80.80 per eligible
employee/retiree per month. For calendar year 2008 the subsidy will be $97.90 per eligible
employee/retiree per month and will be adjusted annually to reflect changes in the medical
component of the Consumer Price Index.
Budget by Fund Type
This table below shows the changes in the operating budget for Fiscal Year 2007-08 compared
to the adopted budget for Fiscal Year 2006-07.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2006-07
$ 106.4
9.9
40.1
13.4
1.9
$ 171.7
BUDGET
2007-08
$ 116.5
10.5
45.2
13.0
1.9
$ 187.1
$
CHANGE
$ 10.1
0.6
5.1
(0.4)
(0.0)
$ 15.4
%
CHANGE
9.5%
5.7%
12.7%
(3.2%)
0%
9.0%
The General Fund contains most of the discretionary revenues that finance the basic core of
City services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the budgeted expenditures by fund and program.
B-10
2007-2008 OPERATING BUDGET OVERVIEW
General Fund
Total budget for the
General Fund is
$116.5 million,
which is 9.5% more
than the previous
budget of $106.4
million. As can be
seen in the table to
the right, the
increase is mainly
due to the increase
in personnel costs.
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Millions)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
BUDGET
2006-07
$ 68.8
28.3
1.6
7.7
BUDGET
2007-08
$ 74.2
32.8
1.0
8.5
$
CHANGE
$ 5.4
4.5
( -6)
.8
%
CHANGE
7.8%
15.9%
(37.5%)
10.4%
TOTAL $ 106.4 $ 116.5 $ 10.1 9.5%
Personnel costs make up approximately 64% of the General Fund budget so any changes in
these costs can have a significant effect on the total budget. Approximately $1.3 million of the
additional personnel costs are for the new positions in FY 2007-08. Due to labor contracts with
our employee groups, much of the remaining cost has been previously determined.
GENERAL FUND
PERSONNEL COSTS
(In Millions)
BUDGET BUDGET $ %
2006-07 2007-08 CHANGE CHANGE
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
$ 48.1
5.2
12.0
2.1
1.4
$ 68.8
$ 51.2
6.0
13.8
1.7
1.5
$ 74.2
$ 3.1
.8
1.8
(0.4)
0.1
$ 5.4
6.4%
15.4%
15.0%
(19.0%)
7.1%
7.8%
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 $3.1 million of
the increase in the
General Fund.
Approximately $1.3
million of the
additional salary
costs are for the new positions in FY 2007-08. Benefits make up the remainder of the personnel
costs. This year there is also a decrease in the projected Workers Compensation costs due to
decreased projected claims.
M&O stands for Maintenance and Operations. This category contains the funds for all
program expenses other than personnel or capital outlay.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay over
$10,000 is further detailed in the Appendix. These amounts vary from year to year depending
on the program needs.
Transfers are amounts anticipated to be transferred from the General Fund to another fund at
the City. The transfers included in this year's budget are to the following funds:
• $7.9 million to the Infrastructure Replacement Fund - for major maintenance and
replacement of City infrastructure. After a review of the City's infrastructure in FY 2006-
07 it is the recommended to increase the transfer to the Infrastructure Replacement
Fund this year from $7.2 million in FY 2006-07 to $7.9 million in FY 2007-08 to better
B-11
2007-2008 OPERATING BUDGET OVERVIEW
meet our future needs. This represents 6.5% of the General Fund Revenues, consistent
with FY 2006-07.
• $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 transfer of $138,800 from the General Fund to the Storm Water Program to pay for the
general benefit portion of the Storm Water Maintenance Program.
• A transfer of $200,000 for the South Carlsbad Coastal Redevelopment Area (SCCRA).
The SCCRA was devalued in FY 2004-05 and as a result the South Carlsbad area has
not received any scheduled property tax increment revenue since FY 2005-06
• Approximately $108,000 to the Lighting and Landscaping district for the additional
medians that have been added in the City of Carlsbad during FY 2006-07.
Another way of looking at the General Fund budget is by program. The chart below compares
the recommended FY 2007-08 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
TOTAL
BUDGET
2006-07
$ 4.5
6.8
39.2
6.8
16.6
21.0
9.2
2.3
$ 106.4
BUDGET
2007-08
$ 4.7
7.9
43.1
8.5
17.2
23.1
9.8
2.2
$ 116.5
$
CHANGE
$ 0.2
1.1
3.9
1.7
0.6
2.1
0.6
(0.1)
$ 10.1
%
CHANGE
5.2%
15.1%
9.8%
22.6%
3.7%
10.3%
8.0%
-2.6%
9.5%
• The Policy/Leadership Group includes all elected officials and the City Manager's Office.
The 5.2% increase from FY 2006-07 to FY 2007-08 is primarily due to the standard
increase in salary and benefit costs.
• The increase from FY 2006-07 to FY 2007-08 in Administrative Services is due to the
standard increase in salary and benefit costs, the addition of the new Environmental
Resource Management Team (ERMT) program which was approved by City Council
during FY 2006-07, new goals for contract negotiations and financing city services, the
increased costs of the City of Carlsbad's self-insured benefits and the additional costs of
fully funding retiree health care costs as described earlier.
• The 9.8% growth in Public Safety reflects the 5 new and converted positions in the
Police Department and 1 new position in the Fire Department as well as the general
increases in personnel costs.
• In the Community Development area, the 22.6% increase is due to approximately
$660,000 in additional personnel costs associated with the Citygate Associates Report
adopted by City Council during FY 2006-07, $670,000 approved by City Council in FY
2007-08 for the Habitat Management Program and 1 new position in the Geographic
Information Systems Department.
B-12
2007-2008 OPERATING BUDGET OVERVIEW
• Community Services includes Recreation, Library and
the Arts. The 3.7% increase reflects general
personnel increases, the full year impact of the
additional operating costs associated with opening the
Pine Avenue Park as well partial year costs
associated with the opening of two new facilities in
2007-08, the Learning Center and the Senior Center,
for the Recreation Department. In the Library
Department the general personnel increases are
partially offset by labor savings from the
implementation of the RFID program discussed
earlier.
• Public Works shows an overall increase of 10.3%. The increase reflects the addition of
1 new and 1 converted position discussed earlier, general personnel increases as well
as the full year impact of the additional operating costs associated with opening the Pine
Avenue Park as well partial year costs associated with maintaining the two new facilities,
the Learning Center and the Senior Center in FY 2007-08 and 1 new traffic engineer to
develop a comprehensive transportation network.
• 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 of $7.2 million
in FY 2006-07 to $7.9 million in FY 2007-08. This transfer helps to ensure funding is
available when major facilities need to be replaced.
• The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It was budgeted at $2.3
million, or approximately 2.0% of the FY 2007-08 General Fund Budget, which is
consistent with the $2.3 million budgeted in the prior year. During the FY 2007-08
budget hearings, the City Council allocated $35,000 to ArtSplash and $25,000 to Endow
Carlsbad. During FY 2006-07, Council has authorized most of those funds be spent on
emergency repairs for damages caused by the 2005 storms, the implementation of the
Citygate Associates Report and the San Diego Regional Energy Office Recommended
Energy Retrofits.
Changes In Other Funds
Special Revenue funds, at $10.5 million, are up 5.7% from last year. One of the largest
increases is in the Median Maintenance Fund, a Citywide Landscape Maintenance Fund. This
fund 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 $108,000 by the end of FY 2006-07. A
loan from the General Fund is included in the budget to cover the shortfall until a solution can be
determined. The Street Lighting and Landscaping District #2 is also anticipated to increase by
approximately $165,000 in FY 2007-08. This reflects several new zones that have been added
to the District in the last few years including; Bressi Ranch, The Raceway, The Palomar Forum
and The Villages of La Costa. The Oaks North Industrial will be included in the District in FY
2007-08. In FY 2007-08 there is a Financing City Wide Services Goal that will review
alternatives, conduct citizen outreach and provide City Council with viable options for funding
several key programs including; lighting and landscaping, open space, habitat management,
park development, storm water and flood control.
B-13
2007-2008 OPERATING BUDGET OVERVIEW
Enterprise funds total $45.2 million, which is an increase of $5.1 million over the estimate for
the current fiscal year. Water increases of 2.7% are attributed to the increase in the cost of
water as well as increased demand, and increased depreciation and debt service costs.
Wastewater operations costs increased due to higher costs of
operating the Encina Wastewater plant, higher depreciation
expense from the addition of completed facilities to the
inventory, and implementation of the Waste Discharge
Requirement Program (WDR). The WDR Program requirement
is a result of an Order issued by the State Water Resources
Control Board for the purpose of ensuring that overflows from
the sanitary sewers are reduced statewide. This is an unfunded
state mandate. In order to comply with this mandate, additional
staff and equipment is needed. An additional 5.5 positions, one new vactor truck, one video
inspection van, and two additional pick up trucks will help to ensure the continued compliance
with the newly established maintenance standards for sewer main and lift station wet well
inspection and cleaning. The total cost for the vehicles is $510,000 (one-time) plus $89,700 in
annual ongoing costs. The positions include 4 Utility Workers, one Public Works
Superintendent, and one Senior Office Specialist will be split (50/50) between the Wastewater
and Storm Water enterprises. The estimated additional cost for the positions and the M&O
costs is $315,000 per year.
The Solid Waste/Storm Water Enterprise costs are also increasing in order to comply with the
2007 Storm Water Permit requirements. This is also an unfunded state mandate. In 2007-08,
this program will receive 2.5 additional positions: 1.0 Environmental Specialist position to serve
as lead over Inspections and Complaints, coordinate the Education and Outreach Program, and
oversee Municipal Facility Inspections; 1.0 Public Works Supervisor to plan, organize and
supervise work plans for personnel in storm drain maintenance programs, and a .50 Senior
Office Specialist position to assist with increased data entry, record keeping and general clerical
work. The total cost for personnel and M&O is estimated at $670,000 per year plus one-time
expenditures of $65,000 for 2 pickup trucks.
As part of the ongoing financial management program, the City annually prepares five-year
forecasts for Water, Wastewater, and Solid Waste enterprises. The proposed rate increases
would result in an estimated total monthly increase to an average household of $6.89 per
month, or 9.1%.
The Internal Service funds budgets decreased in total by approximately $435,000, or 3.2%.
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 $300,000
from FY 2006-07. This decrease reflects projections that settlements will continue to
decrease from previous years and claims will remain at current levels.
• The Liability Self-Insurance budget shows a decline of nearly $125,000 based on current
estimates of reduced settlements and premiums projected in FY 2007-08.
• The Health Insurance budget shows an increase of nearly $200,000 based on current
estimates that dental insurance premiums will increase by approximately 9% and
employee health insurance costs and premiums will increase by 5%. Insurance
estimates are provided by the City's medical insurance broker.
B-14
2007-2008 OPERATING BUDGET OVERVIEW
• The Vehicle Maintenance Fund budget has increased by nearly $175,000 in FY 2007-08
reflects the increased cost of fuel and the maintenance of City vehicles.
• The Vehicle Replacement Fund budget varies from year to year depending on the need
for replacements. The estimated budget for the Fund is $75,000 less than the previous
year, or an 8.0% reduction. A list of the requested vehicle replacements can be found at
the end of this document.
• The Information Technology Fund shows a decrease in the department's budget of
approximately $310,000. This is mainly due to a decrease in one time capital spending.
In FY 2007-08 the Information Technology Department will develop a long term
technology plan to address options to best 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 increased by 3.2% or an estimated $60,000 from
the previous year.
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-15
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
ADVANCE TO MEDIAN MAINTENANCE
ADVANCE TO GOLF COURSE CAPITAL PROJECT
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE
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
UNRESERVED
BALANCE
JULY 1, 2006
66,066,490
66,066,490
I
637,156
17,657
33,186
369,197
9,264,337
265,950
84,246
588,778
234,358
745,670
945,845
111,430
86,201
100,974
194,386
224,404
991,656
202,679
15,098,110
11,792,644
3,463,396
5,301,024
7,146,853
0
27,703,917
4,510,327
699,626
715,358
(23,486)
8,350,459
3,971,237
18,223,521
2,075,970
2,614,839
483,224
372,699
5,546,732
$132,638,770
ESTIMATED
REVENUES
114,494,000
114,494,000
150,000
145,800
15,700
6,136,000
977,000
11,000
101,000
490,000
389,000
983,662
142,200
297,000
35,000
30,000
17,000
682,000
64,000
9,000
10,675,362
23,056,080
3,123,350
7,748,889
2,284,723
0
36,213,042
2,577,202
1,645,709
867,000
2,555,000
1,811,000
4,608,388
14,064,299
2,745,300
790,000
28,000
16,000
3,579,300
$179,026,003
ESTIMATED FUND
EXPENDITURES TRANSFERS
111,748,814 '
(178,000)
(7,886,174)
111,748,814
0
0
0
5,227,604
359,048
14,000
0
612,615
555,897 178,000
947,796
110,162
140,129
32,231
0
0
470,342
0
8,521
8,478,345
26,946,333 * (400,000)
3,434,343
8,836,056
2,378,543
0
41,595,275
1,817,264
1,598,795 400,000
914,000
2,485,989
0
5,918,716
12,734,764
2,979,374
76,925
228,951
45,000
3,330,250
$177,887,448 ($7,886,174)
PROJECTED
BALANCE
JUNE 30, 2007
68,811,676
(178,000)
(7,886,174)
60,747,502
787,156
163,457
48,886
1,277,593
9,882,289
262,950
185,246
466,163
245,461
781,536
977,883
268,301
88,970
130,974
211,386
436,062
1,055,656
203,158
17,473,127
7,502,391
3,152,403
4,213,857
7,053,033
0
21,921,684
5,270,265
1,146,540
668,358
45,525
10,161,459
2,660,909
19,953,056
1,841,896
3,327,914
282,273
343,699
5,795,782
$125,891,151 |
Includes fully funding liability for retiree health. General Fund's share is $4.8 million and Water's share is $2.7 million.
B-16
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
(GENERAL FUND
ADVANCE FROM SOLID WASTE
ADVANCE TO MEDIAN FUND
ADVANCE TO SCCRA FUND
TRANSFER TO SOLID WASTE
TOTAL
(SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
TOTAL
(ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER 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 I
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
PROJECTED
BALANCE
JULY 1,2007
60,747,502
60,747,502
787,156
163,457
48,886
1,277,593
9,882,289
262,950
185,246
466,163
245,461
781,536
977,883
268,301
88,970
130,974
211,386
436,062
1,055,656
203,158
17,473,127
7,502,391
3,152,403
4,213,857
7,053,033
0
21,921,684
5,270,265
1,146,540
668,358
45,525
10,161,459
2,660,909
19,953,056
1,841,896
3,327,914
282,273
343,699
5,795,782
ESTIMATED
REVENUES
120,999,000
120,999,000
73,000
192,000
0
5,962,679
612,000
10,000
0
485,391
365,630
950,661
143,000
476,623
121,875
0
0
672,080
40,000
7,000
10,111,939
25,118,399
3,746,016
8,739,771
3,019,853
0
40,624,039
2,075,420
1,388,887
950,666
2,712,963
2,247,598
5,355,500
14,731,034
2,766,500
806,967
4,000
14,000
3,591 ,467
ADOPTED
BUDGET
116,470,758
116,470,758
140,351
219,746
0
6,020,512
436,366
12,350
0
598,368
709,226
1,244,978
90,600
248,434
59,520
16,200
64,500
602,848
30,000
26,100
10,520,099
26,048,581
4,971,322
10,846,430
3,300,761
0
45,167,094
2,028,576
1,349,977
967,540
2,745,984
865,000
5,034,921
12,991,998
1,609,336
95,604
180,293
43,595
1,928,828
PROJECTED
FUND RESERVED BALANCE
TRANSFERS BALANCES JUNE 30, 2008
65,275,744
136,000 136,000
(108,000) (108,000)
(200,000) (200,000)
(138,800) (138,800)
64,964,944
719,805
135,711
48,886
1,219,760
10,057,923
260,600
185,246
353,186
108,000 9,865
487,219
1,030,283
496,490
151,325
114,774
146,886
505,294
(1,000,000) 65,656
184,058
16,172,967
6,572,209
1,927,097
2,107,198
2,800 6,774,925
0
17,381,429
(3,400,000) 1,917,109
(750,000) 435,450
651,484
12,504
(5,000,000) 6,544,057
(1,710,601) 1,270,887
10,831,491
2,999,060
4,039,277
200,000 305,980
314,104
7,658,421
ITOTAL OPERATING FUNDS $125,891,151 $190,057,479 $187,078,777 $0 ($11,860,601) $117,009,252|
B-17
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY-
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
2005-06
HI
$38,041,495
27,294,382
11,512,552
5,429,311
3,039,678
1,905,842
87,223,260
587,179
515,062
1,102,241
1,375,736
1,128,284
2,504,020
890,672
998,840
1,825,354
1,685,850
1,581,370
769,587
7,751,673
1,063,268
2,411,227
2,611,380
1,280,462
105,947,531
PROJECTED
REVENUE
2006-07
$44,921,000
28,000,000
12,827,000
5,324,000
3,200,000
993,000
95,265,000
604,000
1,239,000
1,843,000
930,000
1,000,000
1,930,000
1,000,000
1,036,000
1,830,000
1,500,000
1,630,000
770,000
7,766,000
1,050,000
3,710,000
2,180,000
750,000
114,494,000
ESTIMATED
REVENUE
2007-08
$49,963,000
28,501,000
13,648,000
5,623,000
3,280,000
1,013,000
102,028,000
625,000
2,258,000
2,883,000
721,000
875,000
1,596,000
443,000
680,000
1,025,000
1,565,000
1,685,000
796,000
6,194,000
1,086,000
3,892,000
2,570,000
750,000
120,999,000
AS%
OF FY 06-07
PROJECTED
11.2%
1.8%
6.4%
5.6%
2.5%
2.0%
7.1%
3.5%
82.2%
56.4%
-22.5%
-12.5%
-17.3%
-55.7%
-34.4%
-44.0%
4.3%
3.4%
3.4%
-20.2%
3.4%
4.9%
17.9%
0.0%
5.7%
DIFFERENCE
2006-07 TO
2007-08
5,042,000
501,000
821,000
299,000
80,000
20,000
6,763,000
21,000
1,019,000
1,040,000
(209,000)
(125,000)
(334,000)
(557,000)
(356,000)
(805,000)
65,000
55,000
26,000
(1,572,000)
36,000
182,000
390,000
0
6,505,000
' Interest is calculated on an amortized cost basis.
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
POLICE GRANTS
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
2005-06
1
114,926
13,302
128,228
137,284
(1,237)
136,047
21,690
216
21,906
6,013,874
1,576
13,256
6,028,706
57,017
295,406
240,700
847,584
1,440,707
6,332
6,332
88,955
2,948
91,903
PROJECTED
REVENUE
2006-07
125,000
25,000
150,000
140,000
5,800
145,800
15,000
700
15,700
6,100,000
10,000
26,000
6,136,000
24,000
0
450,000
503,000
977,000
11,000
11,000
96,000
5,000
101,000
ESTIMATED
REVENUE
2007-08
50,000
23,000
73,000
190,000
2,000
192,000
0
0
0
5,951,179
1,500
10,000
5,962,679
57,000
0
480,000
75,000
612,000
10,000
10,000
0
0
0
AS%
OF FY 06-07
PROJECTED
-60.0%
-8.0%
-51.3%
35.7%
-65.5%
31.7%
-100.0%
-100.0%
-100.0%
-2.4%
-85.0%
-61.5%
-2.8%
137.5%
0.0%
6.7%
-85.1%
-37.4%
-9.1%
-9.1%
-100.0%
-100.0%
-100.0%
DIFFERENCE
2006-07 TO
2007-08
(75,000)
(2,000)
(77,000)
50,000
(3,800)
46,200
(15,000)
(700)
(15,700)
(148,821)
(8,500)
(16,000)
(173,321)
33,000
0
30,000
(428,000)
(365,000)
(1,000)
(1,000)
(96,000)
(5,000)
(101,000)
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
TREE MAINTENANCE
TREE MAINTENANCE FEES
INTEREST
TOTAL
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
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
ARTS SPECIAL EVENTS
DONATIONS
INTEREST
TOTAL
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL
ACTUAL
REVENUE
2005-06
465,439
15,453
480,892
397,696
717
398,413
715,034
28,000
189,530
25,900
958,464
99,91 1
19,938
119,849
121,753
650
6,000
128,403
70,562
(103)
70,459
14,290
2,195
16,485
PROJECTED
REVENUE
2006-07
464,000
26,000
490,000
388,000
1,000
389,000
718,000
28,000
200,662
37,000
983,662
100,200
42,000
142,200
290,000
4,000
3,000
297,000
32,000
3,000
35,000
25,000
5,000
30,000
ESTIMATED
REVENUE
2007-08
460,391
25,000
485,391
365,630
0
365,630
721,574
28,000
167,087
34,000
950,661
100,000
43,000
143,000
470,423
6,200
0
476,623
121,000
875
121,875
0
0
0
AS%
OF FY 06-07
PROJECTED
-0.8%
-3.9%
-0.9%
-5.8%
-100.0%
-6.0%
0.5%
0.0%
-16.7%
-8.1%
-3.4%
-0.2%
2.4%
DIFFERENCE
2006-07 TO
2007-08
(3,609)
(1,000)
(4,609)
(22,370)
(1,000)
(23,370)
3,574
0
(33,575)
(3,000)
(33,001)
(200)
1,000
0.6% 800
62.2%
55.0%
-100.0%
60.5%
278.1%
-70.8%
248.2%
-100.0%
0.0%
-100.0%
180,423
2,200
(3,000)
179,623
89,000
(2,125)
86,875
(25,000)
0
(30,000)
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SENIOR DONATIONS
DONATIONS
INTEREST
TOTAL
CDBG ENTITLEMENT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2005-06
10,598
4,448
15,046
1,046,363
76,622
66,572
1,189,557
23,049
23,049
4,973
4,973
11,259,419
PROJECTED
REVENUE
2006-07
9,000
8,000
17,000
590,000
48,000
44,000
682,000
64,000
64,000
9,000
9,000
10,675,362
ESTIMATED
REVENUE
2007-08
0
0
0
602,080
35,000
35,000
672,080
40,000
40,000
7,000
7,000
10,111,939
AS%
OF FY 06-07
PROJECTED
-100.0%
-100.0%
-100.0%
2.1%
-27.1%
-20.5%
-1.5%
-37.5%
-37.5%
-22.2%
-22.2%
-5.3%
DIFFERENCE
2006-07 TO
2007-08
(9,000)
(8,000)
(9,000)
12,080
(13,000)
(9,000)
(9,920)
(24,000)
(24,000)
(2,000)
(2,000)
(563,423)
B-21
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
{ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
WASTEWATER OPERATIONS
SERVICE CHARGES
MISC SEWER
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
STATE GRANT
TRASH SURCHARGE
OTHER
TOTAL
GOLF COURSE
OTHER
OPERATIONS
INTEREST
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2005-06
1
13,689,338
3,899,822
2,257,123
136,790
109,886
245,007
343,809
169,563
168,173
100,024
177,388
21,296,923
1,324,484
108,235
588,936
90,666
11,815
2,124,136
6,707,125
19,587
159,675
74,205
155,154
26,241
7,141,987
160,058
283,280
48,403
29,214
1,561,061
12,694
2,094,710
18,996
0
532,154
551,150
33,208,906
PROJECTED
REVENUE
2006-07
14,996,100
4,150,000
2,369,980
100,000
115,000
250,000
500,000
130,000
140,000
105,000
200,000
23,056,080
1,575,130
130,000
784,220
240,000
394,000
3,123,350
7,300,000
19,759
164,465
74,852
162,193
27,620
7,748,889
286,145
294,612
50,339
25,531
1,608,582
19,514
2,284,723
0
0
0
0
36,213,042
ESTIMATED
REVENUE
2007-08
16,218,282
5,101,622
2,488,479
97,000
117,300
255,000
326,216
133,900
135,800
100,800
144,000
25,118,399
2,014,741
139,100
1,026,079
166,096
400,000
3,746,016
8,300,612
19,953
169,399
75,589
145,770
28,448
8,739,771
283,817
306,397
52,353
25,000
2,352,286
0
3,019,853
0
0
0
0
40,624,039
AS%
OF FY 06-07
PROJECTED
8.2%
22.9%
5.0%
-3.0%
2.0%
2.0%
-34.8%
3.0%
-3.0%
-4.0%
-28.0%
8.9%
27.9%
7.0%
30.8%
-30.8%
1.5%
19.9%
13.7%
1.0%
3.0%
1.0%
-10.1%
3.0%
12.8%
-0.8%
4.0%
4.0%
-2.1%
46.2%
-100.0%
32.2%
0.0%
0.0%
0.0%
0
12.2%
DIFFERENCE
2006-07 TO
2007-08
1,222,182
951,622
118,499
(3,000)
2,300
5,000
(173,784)
3,900
(4,200)
(4,200)
(56,000)
2,062,319
439,611
9,100
241,859
(73,904)
6,000
622,666
1,000,612
194
4,934
737
(16,423)
828
990,882
(2,328)
11,785
2,014
(531)
743,704
(19,514)
735,130
0
0
0
0
4,410,997
B-22
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
{INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
SELF-INSURED BENEFITS
OTHER
INTERDEPARTMENTAL
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
2005-06 2006-07
83,156 210,000
2,200,238 2,350,000
70,446 17,202
2,353,840 2,577,202
21,391 20,000
1,284,458 1,375,000
31,113 250,709
1,336,962 1,645,709
44,113 50,000
804,367 817,000
848,480 867,000
2,651,519 2,532,000
(2,839) 23,000
2,648,680 2,555,000
785,771 1,400,000
205,965 380,000
39,516 31,000
1,031,252 1,811,000
4,126,814 4,388,388
86,994 177,000
29,879 43,000
4,243,687 4,608,388
12,462,901 14,064,299
ESTIMATED
REVENUE
2007-08
225,000
1,850,420
0
2,075,420
15,887
1,373,000
0
1,388,887
60,666
890,000
950,666
2,712,963
0
2,712,963
1,872,598
350,000
25,000
2,247,598
5,225,500
130,000
0
5,355,500
14,731,034
AS%
OF FY 06-07
PROJECTED
7.1%
-21.3%
-100.0%
-19.5%
-20.6%
-0.2%
-100.0%
-15.6%
21.3%
8.9%
9.7%
7.2%
-100.0%
6.2%
33.8%
-7.9%
-19.4%
24.1%
19.1%
-26.6%
-100.0%
16.2%
4.7%
DIFFERENCE
2006-07 TO
2007-08
15,000
(499,580)
(17,202)
(501,782)
(4,113)
(2,000)
(250,709)
(256,822)
10,666
-100.0%
83,666
180,963
(23,000)
157,963
472,598
(30,000)
(6,000)
436,598
837,112
(47,000)
(43,000)
747,112
666,735
B-23
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
REDEVELOPMENT FUNDS
VILLAGE OPERATIONS / DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS / DEBT SERVICE
TAX INCREMENT
OTHER
INTEREST
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2005-06
_]
86,486
2,376,529
24,785
21,675
2,509,475
594,132
139,716
0
733,848
8,040
20,000
20,150
48,190
2,680
9,073
11,753
3,303,266
PROJECTED
REVENUE
2006-07
45,000
2,600,000
90,000
10,300
2,745,300
650,000
140,000
0
790,000
0
10,000
18,000
28,000
0
16,000
16,000
3,579,300
ESTIMATED
REVENUE
2007-08
37,500
2,648,000
70,000
11,000
2,766,500
661,967
145,000
0
806,967
0
0
4,000
4,000
0
14,000
14,000
3,591,467
AS%
OF FY 06-07
PROJECTED
-16.7%
1.9%
-22.2%
6.8%
0.8%
1.8%
3.6%
0.0%
2.2%
0.0%
-100.0%
-77.8%
-85.7%
0.0%
-12.5%
-12.5%
0.3%
DIFFERENCE
2006-07 TO
2007-08
(7,500)
48,000
(20,000)
700
21,200
11,967
5,000
0
16,967
0
(10,000)
(14,000)
(24,000)
0
(2,000)
(2,000)
12,167
[TOTAL OPERATING $166,182,023 $179,026,003 $190,057,479 6.2% $11,031,476
B-24
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
(GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
HUMAN RESOURCES
RECORDS MANAGEMENT
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
2004-05 2005-06
ACTUALS ACTUALS
318,974 336,692
1,134,006 1,281,088
714,618 965,214
129,805 143,395
1,094,532 1,126,898
159,439 161,239
3,551,374 4,014,526
519,240 541,333
2,514,618 2,526,183
1,703,114 1,989,763
736,280 803,838
5,473,252 5,861,117
20,578,295 22,271,585
12,840,572 13,856,441
33,418,867 36,128,026
766,522 913,458
278,193 435,237
192,449 179,969
3,418,954 3,059,069
1,844,495 2,122,622
6,500,613 6,710,355
8,230,016 8,720,695
784,317 816,222
4,830,031 5,150,261
721 ,538 723,763
14,565,902 15,410,941
2006-07
ESTIMATED
EXPENDITURES
359,770
1 ,361 ,030
913,199
227,179
1,198,760
167,997
4,227,935
764,155
3,002,450
2,355,561
910,839
7,033,005
24,396,773
16,453,291
40,850,064
916,529
430,034
188,768
3,218,939
2,265,928
7.020,198
9,305,149
890,794
5,682,609
800,642
16,679,194
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
SSSSS±^^=S3SS^=
741,860
418,433
213,608
3,292,390
2,254,670
6,920,961
9,392,745
815,384
5,509,959
898,627
16,616,715-^~—^^—
2007-08
FINAL
BUDGET
392,144
1,625,349
1,048,217
163,669
1,264,233
192,675
4,686,287
1,054,532
3,049,051
2,844,348
924,501
7,872,432
25,864,578
17,181,178
43,045,756
706,926
556,882
321,539
4,554,556
2,344,732
8,484,635
9,636,275
842,916
5,764,780
994,046
17,238,017
%INCR (DEC)
06-07 BUD
TO
07-08 BUD
6.7%
21 .5%
-5.4%
-35.4%
5.0%
5.0%
5.2%
41 .8%
2.6%
26.8%
5.0%
15.1%
9.5%
10.3%
9.8%
-4.7%
33.1%
50.5%
38.3%
4.0%
22.6%
2.6%
3.4%
4.6%
10.6%
3.7%
NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations.
B-25
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
PUBLIC WORKS
PUBLIC WORKS ADMIN
ENGINEERING
FACILITIES MAINTENANCE
PARK MAINTENANCE
STREET MAINTENANCE
TRAFFIC SIGNAL MAINT
TRAILS MAINTENANCE
TOTAL PUBLIC WORKS
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HOSP GROVE PAYMENT
PROPERTY TAX AND OTHER ADMIN
DUES & SUBSCRIPTIONS
INFRASTRUCTURE REPLACE TRANS
MANAGEMENT INCENTIVE PAY
DISASTER PREPAREDNESS
LEGAL SERVICES
TRANSFER TO CIP
MISC / TRANSFERS OUT
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
2004-05
ACTUALS
874,618
5,873,943
2,949,783
3,619,918
2.468,340
575,776
76,273
16,438,651
505,831
46,365
0
800,000
415,782
56,701
3,830,000
0
1,694,332
12,959
1,037,535
106,382
8,505,887
88,454,546
0
88,454,546
2005-06
ACTUALS
908,189
6,077,519
3,246,660
4,078,500
2,641 ,550
953,587
132,537
18,038,542
338,668
66,500
2,434
800,000
385,531
58,207
4,250,000
0
5,499,701
118,029
600,000
100,491
12,219,561
98,383,068
0
98,383,068
2006-07
ESTIMATED
EXPENDITURES
1,173,173
7,908,284
3,715,344
4,859,426
3,599,410
743,406
274,420
22,273,463
0
0
36,000
275,000
446,150
75,200
7,200,000
560,000
0
250,000
0
4,822,605
13,664,955
111,748,814
0
111,748,814
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
275,000
446,150
75,200
7,200,000
560,000
0
250,000
0
216,000
9,058,350
104,062,081
2,300,000
106,362,081ss^^^^^s^^^^ss
2007-08
FINAL
BUDGET
1,123,216
8,827,909
3,823,980
5,208,007
3,060,435
738,997
338,789
23,121,333
60,000
0
36,000
275,000
550,600
75,700
7,900,000
635,000
0
250,000
0
0
9,782,300
114,230,760
2,240,000
116,470,758
%INCR (DEC)
06-07 BUD
TO
07-08 BUD
14.9%
22.5%
1.0%
9.7%
5.3%
-27.1%
5.0%
10.3%
-
0.0%
0.0%
23.4%
0.7%
9.7%
13.4%
-
0.0%
-
-100.0%
8.0%
9.8%
-2.6%
9.5%
B-26
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
ARTS SPECIAL EVENTS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
RECREATION DONATIONS
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
LIABILITY SELF-INSURANCE
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2004-05
ACTUALS
j
36,327
214,084
29,230
6,430,184
1,537,414
8,400
59,553
688,631
527,712
986,145
102,848
33,443
40,903
6,360
708,862
49,605
13,579
5,040
11,478,320
19,132,705
1 ,899,952
6,759,281
1,488,108
29,280,046
2,251 ,837
2,720,853
739,008
2,032,105
1,143,737
4,355,566
13,243,106
S^^SSSSSSSSE
2005-06
ACTUALS
81,952
118,389
13,905
5,732,311
252,157
10,050
117,072
603,624
557,833
1,166,130
44,783
53,057
40,005
8,697
965,152
28,058
13,241
1 1 ,670
9,818,086
22,677,472
3,063,364
11,732,177
1,703,055
39,176,068
1,333,262
825,491
1,035,587
2,391 ,685
1,256,387
4,121,440
10,963,852
^3SSS^=SS3SS=
2006-07
ESTIMATED
EXPENDITURES
0
0
0
5,227,604
359,048
14,000
0
612,615
555,897
947,796
110,162
140,129
32,231
0
470,342
0
8,521
0
8,478,345
26,946,333
3,434,343
8,836,056
2,378,543
41 ,595,275
1,817,264
1,598,795
914,000
2,485,989
0
5,918,716
12,734,764
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
69,461
0
590,353
30,000
18,000
0
9,953,135
25,368,385
3,683,660
8,679,673
2,338,824
40,070,542
2,322,112
1,473,618
771,000
2,572,977
940,000
5,347,474
13,427,181-~— —
2007-08
FINAL
BUDGET
140,351
219,746
0
6,020,512
436,366
12,350
0
598,368
709,226
1,244,978
90,600
248,434
59,520
64,500
602,848
30,000
26,100
16,200
10,520,099
26,048,581
4,971,322
10,846,430
3,300,761
45,167,094
2,028,576
1 ,349,977
967,540
2,745,984
865,000
5,034,921
12,991,998
%INCR (DEC)
06-07 BUD
TO
07-08 BUD
29.3%
55.3%
-2.0%
0.6%
-11.8%
6.5%
32.7%
15.2%
-6.1%
91.6%
-14.3%
-
2.1%
0.0%
45.0%
-
5.7%
2.7%
35.0%
25.0%
41.1%
12.7%
-12.6%
-8.4%
25.5%
6.7%
-8.0%
-5.8%
-3.2%
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations.
B-27
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HSNG
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
2004-05
ACTUALS
_J
5,657,983
70,613
776,091
36,995
6,541,682
2005-06
ACTUALS
3,325,504
67,190
461,968
30,149
3,884,811
2006-07
ESTIMATED
EXPENDITURES
2,979,374
76,925
228,951
45,000
3,330,250
%INCR (DEC)
2006-07
ADOPTED
BUDGET
1,525,511
93,775
206,831
42,535
1,868,652
2007-08
FINAL
BUDGET
1,609,336
95,604
180,293
43,595
1,928,828
06-07 BUD
TO
07-08 BUD
5.5%
2.0%
-12.8%
2.5%
3.2%
[TOTAL OPERATING FUNDS 148,997,700 162,225,885 177,887,448 171,681,591 187,078,777 9.0%
B-28
PROGRAM:
FUND:
PROGRAM GROUP:
POLICY AND LEADERSHIP GROUP
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GOAL
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
2,422,055
1,120,130
9,187
0
3,551 ,373
17.50
0.00
2005-06
ACTUAL
2,670,069
1,299,351
45,109
0
4,014,531
17.50
0.00
2006-07
BUDGET
2,908,650
1,410,704
29,422
105,000
4,453,776
19.50
0.00
2007-08
BUDGET
3,289,850
1 ,386,437
10,000
4,686,287
19.50
0.00
City Attorney
27%
Communications
22%
City Council
8%
ity Clerk
3%
City Treasurer
4%
City Manager
36%
C-1
PROGRAM:
FUND:
PROGRAM GROUP:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCTN0.0010110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
248,581
70,393
0
318,974
1.00
0.00
2005-06
ACTUAL
263,440
73,252
0
336,692
1.00
0.00
2006-07
BUDGET
280,230
87,160
0
367,390
1.00
0.00
2007-08
BUDGET
293,954
98,190
0
392,144
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 2007-2008:
Top-Quality Services
• A city that provides exceptional services on a daily basis.
Transportation/Circulation
• Provide and support a safe and efficient transportation system that moves people, services, and goods
throughout Carlsbad.
Balanced Community Development
• A city that connects community, place, and spirit, through balanced and economically sustainable land uses.
Parks/Open Space/Trails
• Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address
citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Water
• Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to
deliver high quality potable and reclaimed water incorporating drought-resistant community principles.
Environmental Management
• Be an environmentally sensitive community by focusing on: conservation, storm water, sewage collection and
treatment, solid waste, and cost-effective and efficient use of energy, including alternative energy sources.
Financial Health
• Pursue and implement proactive strategies that support sustainable economic health and manage fiscal
resources effectively.
Communication
• Ensure that community members, Council, and staff are well informed, continuing to be a more responsive
government, and a high level of citizen confidence in its government.
C-2
PROGRAM: CITY COUNCIL PAGE TWO
FUND: GENERAL
„ PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
ta
KEY GOALS FOR 2007-08 (continued):m
ta Learning. Culture & Arts
• Promote and support continuous learning, cultural opportunities and the arts within the community and the City
m organization.
"• Citizen Connection
• A city that embraces community connectivity through the effective use of technological and interpersonal
pa mediums.
(to
SIGNIFICANT CHANGES:
p • None
•I
P
C-3
PROGRAM:
FUND:
PROGRAM GROUP:
CITY CLERK
GENERAL
CITY CLERK ACCT NO. 0010210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
13,692
114,609
1,503
129,805
0.00
0.00
2005-06
ACTUAL
14,459
128,936
0
143,395
0.00
0.00
2006-07
BUDGET
13,879
239,300
0
253,179
0.00
0.00
2007-08
BUDGET
15,869
147,800
0
163,669
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 2006-07:
Continued Customer Service Efforts:
• Posted weekly agenda items and public notices on website for enhanced public access.
• Provided agendas, agenda bills, minutes, resolutions, and ordinances to the public via the Internet DocPub
system to allow citizen access to historic information instantaneously.
• Responded to Clerk Internet mailbox inquiries immediately throughout the day.
• Continued to provide Passport Acceptance services.
• Completed analysis and recommendations regarding Statements of Economic Interest filing automation.
• Provided enhanced recording of Council Meetings by implementing Granicus video streaming and minutes
maker software.
• Conducted the November 2006 general municipal election, that included one ballot measure, one initiative, and
five vacant offices.
KEY GOALS FOR 2007-08:
• Continued compliance with mandates of Federal, State, and Local laws.
• Continued provision of Passport acceptance Service.
• Implementation of the Statements of Economic Interest filing automation.
• Completion of analysis and recommendations for improving the Agenda Bill process through automation.
• Creation of standardized guidelines and policies for use by staff liaisons to city boards, commission, and
committees.
SIGNIFICANT CHANGES:
• None
C-4
PROGRAM:
FUND:
PROGRAM GROUP:
CITY TREASURER
GENERAL
CITY TREASURER ACCT NO. 0010310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
92,598
66,840
0
159,439
0.75
0.00
2005-06
ACTUAL
98,999
62,240
0
161,240
0.75
0.00
2006-07
BUDGET
99,531
83,969
0
183,500
0.75
0.00
2007-08
BUDGET
104,062
88,613
0
192,675
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.
C-5
PROGRAM: CITY TREASURER 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.)
FY2003 FY2004 FY2005 FY2006 FY2007
• Portfolio Balance (millions of $) 431 472 512 511 510
• Number of Investments in Portfolio 1,298 1,244 1,447 1,538 1550
• Investment Activity
-Transactions 286 230 224 195 165
-Average Buy (millions) $3.51 $3.68 $3.73 $3.41 $4.2
• Number of Checks Cleared 14,925 14,762 15,180 14,982 14,686
KEY GOALS FOR 2007-08:
Financial Health
• Anticipate and meet the changing investment needs of the City in order to optimize investment returns,
consistent with maintaining safety of principal, and ensuring sufficient liquidity.
Learning. Culture & Arts
• Offer speaking engagements on City cash management and investments.
• Further develop the Treasury page of the City's web site, informing the community of the mission of the Office of
the Treasury, the City's Investment Policy, and investment activities. Use the web site as a forum to receive and
respond to community comments and questions.
SIGNIFICANT CHANGES:
• None
C-6
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
2004-05
ACTUAL
804,996
325,008
4,001
1,134,006
6.00
0.00
2005-06
ACTUAL
963,463
317,624
0
1 ,281 ,088
6.00
0.00
2006-07
BUDGET
989,531
348,420
0
1 ,337,951
7.00
0.00
2007-08
BUDGET
1 ,254,345
371 ,004
0
1 ,625,349
7.00
0.00
PROGRAM GROUP DESCRIPTION:
The City Manager's Office supports the operational function of the City. In addition to the operational support, the
City Manager assists city departments toward achievement of the organization's goals that support the City Council's
strategic goals. The City Manager strives to provide top quality service to all residents in the Carlsbad community.
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 2007-2008:
Top-Quality Services
• A city that provides exceptional services on a daily basis.
Transportation/Circulation
• Provide and support a safe and efficient transportation system that moves people, services, and goods
throughout Carlsbad.
Balanced Community Development
• A city that connects community, place, and spirit, through balanced and economically sustainable land uses.
Parks/Open Space/Trails
• Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address
citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Water
• Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to
deliver high quality potable and reclaimed water incorporating drought-resistant community principles.
C-7
PROGRAM: CITY MANAGER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
KEY GOALS FOR 2007-08 (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:
• None
C-8
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATION
GENERAL
COMMUNICATION/VOLUNTEERS ACCT NO. 0011012/0011013
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GOAL
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
306,765
404,703
3,149
0
714,618
2.75
0.00
2005-06
ACTUAL
338,668
582,184
44,362
0
965,215
2.75
0.00
2006-07
BUDGET
453,657
519,645
29,422
105,000
1,107,724
3.75
0.00
2007-08
BUDGET
496,207
542,010
10,000
-
1,048,217
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 Communications
Coordinator, who assists the Communications Manager with Communications-related activities, and Community
Volunteer Coordinator, who 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 2007-08:
Top-Quality Services
• Provide the citizens and customers with information regarding City programs and opportunities.
• Continuously update citizens and customers on the progress of City programs and policies.
• Provide training to staff on communications issues.
Communication
• Create a comprehensive strategy to citywide communications. Assist in implementing the City Council's
Communication Strategic Goal.
KEY ACHIEVEMENTS FOR FY 2006-07:
The Communications Department has implemented its live Webstreaming service to broadcast City Council
meetings and Planning Department Meetings. The Communications Department will also coordinate programming
with the Library and other City departments in summer 2007.
In addition, a content management system was developed and is running on the City's intranet site. The new content
management system allows departments immediate access to updating content.
SIGNIFICANT CHANGES:
• None
C-9
PROGRAM:
FUND:
PROGRAM GROUP:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCTNO. 0011210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
955,423
138,576
533
1,094,532
7.00
0.00
2005-06
ACTUAL
991,038
135,113
746
1,126,898
7.00
0.00
2006-07
BUDGET
1 ,071 ,822
132,210
0
2007-08
BUDGET
1,125,413
138,820
0
1 ,204,032} 1 ,264,233
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.
• 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, election petitions, and other legal
documents. The office is responsible for all litigation on behalf of or against the City, Carlsbad Municipal Water
District, Redevelopment Commission, or other City entities.
KEY GOALS FOR 2007-08:
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.
C-10
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATIVE SERVICES
VARIOUS
ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$5,956,865
8,983,354
600,295
$15,540,514
66.00
3.25
2005-06
ACTUAL
$6,393,273
6,126,380
657,251
$13,176,904
66.00
3.25
2006-07
BUDGET
$6,998,803
8,903,808
848,465
$16,751,076
69.00
2.25
2007-08
BUDGET
$7,783,863
8,703,782
765,801
$17,253,446
69.00
2.50
Information
Technology
29%
Finance
20%
Health Insurance
5%
Risk Management / Workers'Comp
8%11%
uman resources
16%
i Records
'^Management
5%
D-1
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
ADMINISTRATIVE SERVICES ACCTNO. 0011110-12
and 0010810
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$280,372
237,767
1,100
$519,240
2.00
0.00
2005-06
ACTUAL
$306,819
234,513
0
$541 ,333
2.00
0.00
2006-07
BUDGET
$391 ,651
351 ,831
0
$743,482
2.00
0.50
2007-08
BUDGET
$392,081
512,451
150,000
$1,054,532
2.00
0.75
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 2007-08:
• The Deputy City Manager is responsible for assisting each department in the accomplishment of its goals. The
Deputy City Manager'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 Deputy City Manager 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 Deputy City Manager 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 Deputy City Manager is the spokesperson for Administrative Services
issues with the top leadership of the City. With the other members of the Leadership Team, the Deputy City
Manager is responsible for the creation of an organization that can achieve the Council's goals and vision.
• The Deputy City Manager 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:
The major changes in the Administrative Services Budget include the addition of a .25 part time Internal
Organizational Development Consultant and the addition of a Environmental Resources Management Team. The
Deputy City Manager serves as the team leader for the City's Environmental Resources Management Team. The
team will focus on creating systems that support social, economic and environmental sustainability for the City of
Carlsbad. The additional cost for the Environmental Resources Management Team is approximately $150,000.
D-2
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE ACCTNO. 0011310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
STORM WATER
SOLID WASTE
SEWER ENTERPRISE
TOTAL FUNDING
2004-05
ACTUAL
$2,202,787
845,790
8,840
$3,057,418
28.00
2.50
$2,514,618
380,000
0
0
162,800
$3,057,418
2005-06
ACTUAL
$2,231 ,484
294,699
$2,526,184
28.00
2.50
$2,060,784
325,800
0
0
139,600
$2,526,184
2006-07
BUDGET
$2,584,571
849,532
68,240
$3,502,343
28.00
1.00
$2,970,499
376,191
0
0
155,653
$3,502,343
2007-08
BUDGET
$2,714,664
941 ,793
3,000
$3,659,457
28.00
1.00
$3,049,051
396,764
15,260
15,260
183,122
$3,659,457
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:
Lonq-Ranae 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
General Accounting and Reporting
• Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts.
• Prepare checks for City employees and for service and commodity suppliers.
• Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
• Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
• Provide the City Council and City management with timely monthly financial reports.
• Perform in-house internal control reviews as needed.
Assessment District/Community Facilities District (CFD) Administration
• Assist in evaluation and formation of new districts.
• Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information.
• Provide administration of CFDs and assessment districts as required by formation documents and State law.
Purchasing
• Issue and manage formal bid and quotation processes.
• Track and renew annual commodity and service contracts and joint agency contracts.
• Assist City departments in the creation and administration of contracts.
D-3
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE
PAGE TWO
ACCTNO. 0011310
PROGRAM ACTIVITIES (continued):
Receiving. Messenger, and Mail Services
• Act as shipping and receiving for the Faraday Administration Center.
• Direct disposal of surplus and lost/unclaimed property.
• Collect outgoing City mail and apply postage.
• Sort and distribute all incoming City mail.
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
FY2004
1
GFOA
GFOA
Distinguished
Budget
Presentation
8,634
14,870
8,394
16,317
$71 million
1,324
$84 million
173,491
FY2005
13
GFOA
GFOA
Distinguished
Budget
Presentation
8,576
15,399
7,831
18,124
$99 million
1,842
$89 million
172,408
FY2006
10.3
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
and Most
Distinguished
Budget Cover
8,955
15,315
6,473
18,495
$116 million
1,246
$105 million
174,282
KEY GOALS FOR 2007-08:
Top-Quality Services
• Review and update the City's business licensing policies and procedures to enhance customer service and
maximize revenues.
Financial Health
• Update technology as it relates to the City's financial information system.
• Update/Develop financing options and strategies for key City priorities including maintenance of open space,
trails, lighting, landscaping and medians, parks and habitat related facilities.
SIGNIFICANT CHANGES:
• None
D-4
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
2004-05
ACTUAL
$879,871
814,684
8,558
$1,703,113
9.00
0.75
2005-06
ACTUAL
$985,034
1 ,001 ,846
2,884
$1 ,989,765
9.00
0.75
2006-07
BUDGET
$1,051,189
1,188,282
3,325
$2,242,796
9.00
0.75
2007-08
BUDGET
$1,198,511
1 ,523,837
122,000
$2,844,348
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 07-08.
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 employee development opportunities for employees. Create "development tracks" for
specific employee 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).
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.
D-5
PROGRAM: HUMAN RESOURCES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
WORKLOAD STATISTICS:
Measures for
Classification/Compensation Review:* FY 06-07
Number of classification descriptions/ positions
reviewed, revised or created 15
Measures for Recruitment*
Number of applicants processed 3,622
Number of recruitments processed 74
Number of eligibles on employment list 291
Number of new hires 78
Number of promotions/transfers 27 Ml
*as of 5/1/2007 *"*
KEY ACHIEVEMENTS FOR 2006-07: H
Hi
• 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 P|
Technology Plan. 1
• Performed a needs assessment and identified gaps in the City's current employee development and
training offerings. Developed 18 month training plan.
• Improved the Human Resources Internet and Intranet pages to enhance service delivery, increase i
staff efficiency, and maximize marketing capabilities. M!
• Negotiated a 1 year continuation of current labor agreement with the Carlsbad Firefighters'
Association (CFA). *•}
• Competencies, skills and requirements for field workers in Public Works were identified, and a PW ^
Field Worker Academy was designed
• Conducted research to determine the feasibility of a Human Resources Information System (HRIS). —
ff
KEY GOALS FOR 2007-08: *•
Top Quality Services
• Select and implement a Human Resources Information System (HRIS).
• Negotiate continuation of labor agreements with the Carlsbad Firefighters' Association (CFA), Carlsbad Police "~
Officers' Association (CPOA) and Carlsbad City Employees' Association (CCEA).
• Create an integrated long-term strategy that focuses on ways the Human Resources Department can have an Pf
impact on employee retention. Critical components may include: Innovate Benefit Plan Design, Education and if
Behavior Change, Vendor Partnerships, Health and Productivity Management, and Integrated Absence
Management.
• Implement a Public Works Field Worker Academy. •
• Design a wellness program to raise awareness and motivate employees to participate in health and wellness M
activities.
SIGNIFICANT CHANGES: ""
M*
• One limited position is being added to support recruiting efforts.
D-6
PROGRAM:
FUND:
PROGRAM GROUP:
RECORDS MANAGEMENT
GENERAL
RECORDS MANAGEMENT ACCTNO. 0011610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$577,409
132,907
25,963
$736,280
8.00
0.00
2005-06
ACTUAL
$667,363
136,475
0
$803,838
8.00
0.00
2006-07
BUDGET
$669,405
210,690
0
$880,095
8.00
0.00
2007-08
BUDGET
$716,435
208,066
0
$924,501
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 2006-07:
• Implemented DMS Master Plan that included an audit of system security and accuracy, creating a training plan,
and the analysis and design of Election documents and Fire Department records for inclusion in the system.
• Assisted Public Works in evaluating options for cost savings and improved methods for records scanning,
retention, storage, and destruction.
• Completed analysis of options for enhanced use of the Request for Action software.
• Substantial staff training on the use of the DMS, Public Records Act, Subpoena's, and Records Management.
• Completed the migration of microfiche records to digital records.
KEY GOALS FOR 2007-08:
Top Quality Services
Participate in the design of a web based 311/Virtual City Hall.
Provide assistance in the conversion of Building Department records for inclusion in the DMS.
Participate in the Contract Management Automation project.
Continue with implementation of the DMS Master Plan roles and responsibilities.
Continue to educate key personnel on the use of the DMS, Electronic Records, Public Records Act, and
Subpoena processing.
• Continue to provide resource information to organization via Intranet and the public via the Internet.
SIGNIFICANT CHANGES:
• None
D-7
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
2004-05
ACTUAL
$91,410
2,160,427
0
$2,251 ,837
1.00
0.00
2005-06
ACTUAL
$87,179
1,246,083
$1,333,262
1.00
0.00
2006-07
BUDGET
$103,547
2,218,565
0
$2,322,112
1.00
0.00
2007-08
BUDGET
$106,779
1,921,797
$2,028,576
1.00
0.00
MISSION STATEMENT:
People are our priority...We promote the development, well-being, and success of employees and the organization.
PROGRAM ACTIVITIES:
Workers' Compensation Claims and Administration
• This fund is utilized to provide payment for medical, indemnity, and defense expenses incurred as the result of
occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses.
PERFORMANCE MEASURE:
• Average lost days per claim = 3.1 (for the period of 07/01/05 - 06/30/06).
KEY GOALS FOR 2007-08:
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.
SIGNIFICANT CHANGES:
• None
D-8
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
2004-05
ACTUAL
$190,870
2,527,952
2,030
$2,720,853
2.00
0.00
2005-06
ACTUAL
$213,440
612,051
0
$825,491
2.00
0.00
2006-07
BUDGET
$218,205
1,255,413
0
$1,473,618
2.00
0.00
2007-08
BUDGET
$257,072
1,092,905
0
$1 ,349,977
2.00
0.00
PROGRAM GROUP DESCRIPTION:
Risk Management administers the funding of the self-insured and insured portions of the program; manages the
administration of property and general liability claims; works in conjunction with the City Attorney's Office and outside
counsel to monitor, control, and resolve litigated matters; and provides training for various departments to minimize
the risk of future losses.
PROGRAM ACTIVITIES:
Litigation Management
• The fund is used for settlements, costs, and defense expenses incurred as the result of general liability claims
against the City, and for related administration and insurance expenses. Risk Management works with the City
Attorney's Office and outside counsel to monitor, control, and resolve litigated matters in the areas of property,
casualty, and general liability.
Insurance/Self-lnsurance
• Directs the marketing, renewal, planning, and funding of the insured and self-funded portions of the program;
administers the general liability self-insurance funds.
Claims Management
• Directs and administers the claims management program for property, casualty, and general liability.
Loss Prevention/Training
• Provides recommendations and training for various City departments to minimize the risk of loss.
KEY ACHIEVEMENTS FOR 2006-07:
Top-Quality Services
• Development of insurance requirements for contractor instructor agreements.
• First year of 2-year goal to determine the feasibility of a Human Resources System (HRIS).
KEY GOALS FOR 2007-08:
Top-Quality Services
• Continue to determine the feasibility of a Human Resources System (HRIS).
• Inventory green house gas emissions.
SIGNIFICANT CHANGES:
• None
D-9
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
2004-05
ACTUAL
$0
739,008
0
$739,008
0.00
0.00
2005-06
ACTUAL
$0
735,588
0
$735,588
0.00
0.00
2006-07
BUDGET
$0
771 ,000
0
$771 ,000
0.00
0.00
2007-08
BUDGET
$0
967,540
0
$967,540
0.00
0.00
II>*Tm
m
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:
• Approximately $225,000 was added to fully fund annual costs for the retiree health care costs, consistent with
the actuarial analysis.
Pf
m
PI
to
D-10 m
m
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
2004-05
ACTUAL
$1,734,146
2,067,617
553,802
$4,355,566
16.00
0.00
2005-06
ACTUAL
$1,901,950
1,865,124
354,367
$4,121,441
16.00
0.00
2006-07
BUDGET
$1 ,980,235
2,590,339
776,900
$5,347,474
19.00
0.00
2007-08
BUDGET
$2,398,321
2,145,799
490,801
$5,034,921
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
Total number of help tickets opened for the year
Average number of help tickets opened per month
Percentage of urgent priority resolved within 1 hour (benchmark)
Percentage of high priority calls resolved within 3 hours (benchmark)
CY/2006
4,470
373
90%
97%
Percentage of users rating information technology services as good excellent 96%
KEY ACHIEVEMENTS FOR 2006-07:
• 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.
• Yardi, the software application utilized by the Housing Department to manage its Section 8 Housing Program,
had reached the end of its support life. IT worked with the Housing Department to select a new application,
Visual Homes. A significant improvement offered by Visual Homes is the integration with the City's finance
application, IFAS. Previously, information regarding the payment of Section 8 property owners had to be
manually entered into both Yardi and IFAS. Integrating Visual Homes with IFAS means that data only needs to
be entered once resulting in a substantial increase in productivity. The time saved from not having to accomplish
duplicate data entry means that Housing staff have more time to focus on their customers.
D-11
PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
KEY ACHIEVEMENTS FOR 2006-07 (Continued):
• As part of the IT Disaster Recovery (DR) plan, the IT Department implemented two new Storage Area Networks
(SAN) devices. Essentially, a large group of individual disks combined to provide a large volume of storage, this
new configuration allows IT to "slice" up storage used by different servers as local disks. Critical data will reside
on the SAN and then be replicated to its sister SAN at the disaster recovery site (Dove Library). In the event of
an emergency, where the primary data is no longer available, IT can transition to the secondary SAN and keep
the City's critical systems operational. As data storage demands continue to grow, the SAN will be there to
provide flexible, scaleable, and reliable storage.
• Replaced 190 personal computers, 200 monitors, 60 printers and 9 scanners through the City's annual desktop
replacement effort.
• Enabled the ability to wake up personal computers nightly to scan for viruses, apply system patches and install
new applications.
• Upgraded network data cabling at the Water District facility for network and workstation performance increases.
• In conjunction with Library staff, implemented PC Management for patrons to reserve personal computers and
moved the Library's circulation application (Sirsi) to a hosted site (Atlanta, Georgia).
• Library Event Management System was implemented in-house and live to the internet. The Library Media staff
uses EMSc to manage the booking and scheduling of events at Dove Library, and public can view the event
schedule and venues.
• Payment processor (Panini) replacement - a new Standard Register payment processor was implemented in
Finance. This equipment processes 20,000+ utility bill checks monthly by imaging, endorsing, and updating
payment information to the Harris utility billing system.
• Citywide implementation of Zenworks Asset Management (ZAM) system. The ZAM application automatically
discovers all devices attached to the networks. It also discovers software installed and usage. This application
allows the IT Department to better track the over 2,000 devices attached the network from acquisition to
retirement.
• Implemented a new Content Management System. The Content Management System will allow multiple areas
to update content and ensure it is current. This will make the Intranet the primary location to get the latest news
and information for City staff.
• Created new Intranet site. The Communications Goal Team worked with the IT Department and an outside
graphics designer to develop the new look, add new functionality, and incorporate the new Content
Management System (CMS). The new design reflects a business look that will provide more information and
easy access to all areas of the site. The home page will incorporate news from a variety of locations, including
the City Manager's Office, Library, Parks and Recreation, and Human Resources. The added functionality
incorporates several technologies, such as "Smart Navigation", "Quick Links", and a Search Engine to allow
easy access to all the City information.
KEY GOALS FOR 2007-08:
• Through the development of an IT Strategic Plan, provide leadership in long-range planning, implementation,
and maintenance of information technology for the City of Carlsbad.
• Research and develop a better and more effective communication process, informing customers about IT plans,
projects, and achievements.
SIGNIFICANT CHANGES:
• None
D-12
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
&J&2&
m
m
P
m
m
P
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
Hosp Grove Debt Service
Infrastructure Replacement Fund
Misc Transfers Out Disaster
Preparedness+Transfers)
Total General Fund Transfers
Total General Fund Non-Departmental
Council Contingencies
Contingencies (Adopted budget)
GENERAL FUND TOTAL
CARLSBAD COMMUNITY CONTRIBUTIONS
Community Activity Grants
2004-05
ACTUAL
505,831
46,365
-
84,534
56,701
415,782
12,960
-
106,383
1,228,556
800,000
3,830,000
1 ,694,333
7,361,868
8,590,424
~
8,590,424
FUND
49,605
2005-06
ACTUAL
338,668
66,500
2,434
-
58,207
385,531
118,029
-
50,491
1,019,860
800,000
4,250,000
425,000
5,700,000
6,719,860
~
6,719,860
28,058
ADOPTED
BUDGET
-
-
36,000
88,000
75,200
446,150
250,000
560,000
.
1,455,350
275,000
7,200,000
216,000
7,691,000
9,146,350
2,300,000
11,446,350
30,000
ADOPTED
BUDGET
-
60,000
36,000
-
75,700
550,600
250,000
635,000
_
1,607,300
275,000
7,900,000
-
8,175,000
9,782,300
2,240,000
12,022,300
30,000
* Hiring Center was included in Community Development
D-13
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC SAFETY
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
27,555,565
5,741 ,909
529,692
2005-06
ACTUAL
29,614,592
6,440,430
696,316
2006-07
BUDGET
32,008,463
6,997,596
453,710
2007-08
BUDGET
34,594,784
8,293,681
517,388
33,827,167| 36,751 ,339| 39,459,769| 43,405,853
227.75
4.27
230.75
8.01
244.75
7.50
250.75
7.01
Fire 40%
Police 60%
E-1
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE
GENERAL/SPECIAL REVENUE
POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
16,773,754
3,733,369
479,472
20,986,595
148.00
3.10
2005-06
ACTUAL
18,236,676
4,386,312
271 ,906
22,894,908
151.00
6.84
2006-07
BUDGET
19,072,092
4,687,756
120,710
23,880,558
157.00
6.33
2007-08
BUDGET
21 ,036,747
4,970,060
217,868
26,224,675
162.00
5.84
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:
2006 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
40
30
20
10-
0
25.8 27.2 26.2 28.0 28.2
2002 2003 2004 2005 2006
Citizen Satisfaction
% Rating Police Good or Excellent
Patrol Officers
911 Dispatchers
Detectives
Records
50%
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
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.
Community Perception of Crime
Night
20%40 60%80%100%
E-2
PROGRAM: POLICE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
KEY ACHIEVEMENTS FOR 2006-07:
• Implemented digital camera program for patrol officer documentation for basic evidence collection.
• Participation in several large-scale drills to help police and other City Personnel better respond to critical
incidents.
• Received federal Homeland Security grant funds to enhance protection at key public locations within the City.
• Expanded service to the downtown area to help assure a safe and enjoyable environment for everyone.
• Developed a plan for future police facility needs.
• Completed and evaluated plan for the provision of state-mandated Perishable Skills Program and Continuing
Professional Training police in-house.
• Enhanced officer's report writing skills to increase accuracy and improve automated data retrieval.
• Improved information provided to the public via the Intranet and identified other methods to enhance public
communication.
KEY GOALS FOR 2007-08:
Continue to improve Citywide response to critical incidents and disasters.
Improve customer service through enhanced employee performance evaluation system.
Increase dispatch customer service through enhanced quality assurance program.
Provide resources to assist local businesses enhance security.
Prepare plan for the implementation of advanced digital evidence documentation by evidence technicians.
Lead citywide effort to enhance security at City facilities.
Continue to develop plans for replacement police shooting range.
Develop leadership/supervisory program for police personnel.
Develop proactive internal audit system for police resources.
E-3
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
POLICE ACCT NO. 0012110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
472,221
738,350
13,009
1 ,223,580
3.00
0.00
2005-06
ACTUAL
584,207
839,039
0
1 ,423,246
4.00
0.00
2006-07
BUDGET
534,323
867,663
0
1 ,401 ,986
4.00
0.00
2007-08
BUDGET
559,779
867,800
50,000
1 ,477,579
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
E-4
PROGRAM:
FUND:
PROGRAM GROUP:
FIELD OPERATIONS
GENERAL
POLICE ACCT NO. 0012120
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
7,634,477
901 ,953
307,154
8,843,585
63.00
0.23
2005-06
ACTUAL
8,205,650
951,159
114,796
9,271,607
67.00
0.00
2006-07
BUDGET
8,160,605
1,114,212
25,000
9,299,817
69.00
0.00
2007-08
BUDGET
8,832,294
1 ,237,329
5,500
10,075,123
70.00
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, (
Response Time
• Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS:
CY2001 CY2002 CY2003
Calls for Service 68,798 66,713 73,963
Cases 9,050 9,527 9,572
PERFORMANCE/WORKLOAD MEASURES:
2006 Average Response Times
Priority one calls are those in which there is an immediate threat to
life or property. Our goal is to respond to all priority one calls in an
average of six minutes or less. Priority one calls made two percent
of our total call volume in 2006. Priority two (urgent calls) and
priority three (calls for reports) made up almost 83 percent of our
total call volume. The remaining 15 percent were priority four calls.
SIGNIFICANT CHANGES:
and field interview.
CY2004 CY2005 CY2006
73,667 74,546 87,213
9,525 10,059 11,178
Jan - Dec 2006 Response Times
Priority! I_IZ|^6.3 !
Priority 2 .-" "•'ni2.Z
[ I
Priority 3 ^ .-- ?&•£, •/ > .". •-,• •'*-,! 25.3r
0 5 10 15 20 25 30
Minutes
1.0 police officer is being added to the patrol division of field operations to maintain current safety levels with the
City's increased population growth and to help support the goal of top quality service to the citizens and visitors of
Carlsbad.
E-5
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
GENERAL
POLICE ACCTNO. 0012119, 2121-23, 2125,
2129,2142
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
1,733,154
285,259
0
2,018,413
16.00
0.34
2005-06
ACTUAL
1 ,740,036
321,628
2,383
2,064,048
15.00
3.42
2006-07
BUDGET
2,291 ,379
310,711
0
2,602,090
15.00
2.92
2007-08
BUDGET
2,700,107
374,245
87,000
3,161,352
17.00
2.92
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.
Explorer Program
• Provide volunteer opportunities for youth interested in careers in law enforcement.
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.
E-6
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
GENERAL
POLICE
PAGE TWO
ACCT NO. 0012121-23, 2125, 2142
PROGRAM ACTIVITIES (continued):
In-House Volunteers
• Provide general clerical assistance.
• Provide data entry assistance.
• Contact crime victims.
• Provide assistance with special assignments and projects.
Reserves
• Provide special detail assistance to all divisions of the Police Department.
• Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events.
• Provide assistance with follow-up and special investigations for traffic officers and detectives.
Lagoon Patrol
• Enforce boating regulations.
• Monitor recreational boating operation on Agua Hedionda Lagoon.
• Patrol lagoon, trail, and park areas.
• Assist stranded boaters on Aqua Hedionda Lagoon.
Crime Prevention
• Target all groups within the community including crime victims, and utilize community forums, surveys, media,
newsletters, and direct mailings.
• Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
security.
WORKLOAD STATISTICS:
Injury collisions per 1,000 population
Number of volunteer hours contributed
Number of Crime Prevention
Programs/Services for citizens
CY2002
4.0
14,000
658
CY2003
4.6
12,248
700
CY2004
4.2
13,284
677
CY2005
3.8
13,403
743
CY2006
3.9
17,198
888
SIGNIFICANT CHANGES:
A new organization key (0012119) has been created for the Explorer Program, formerly budgeted within the Volunteer
Program (0012122), to better reflect operations and enhance accountability. Also, 2.0 positions were added in the
traffic division. One police officer and one sergeant were added to maintain current safety levels with the City's
increased population growth and to help support the goal of top quality service to the citizens and visitors of Carlsbad.
E-7
PROGRAM:
FUND:
PROGRAM GROUP:
CANINE
GENERAL
POLICE ACCTNO. 0012124
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
489,351
1 1 1 ,751
0
601,102
4.00
0.00
2005-06
ACTUAL
555,471
128,766
9,965.00
2006-07
BUDGET
538,509
115,747
10,000
694,203 664,256
4.00
0.00
4.00
0.00
2007-08
BUDGET
579,340
152,232
-
731 ,572
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
E-8
PROGRAM:
FUND:
PROGRAM GROUP:
INVESTIGATIONS/FIELD EVIDENCE
GENERAL
POLICE ACCT NO. 0012126-2128,2130,2136
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
1,578,889
208,268
13,009
1,800,167
12.00
0.95
2005-06
ACTUAL
1 ,849,882
253,906
630
j 2,104,419
12.00
0.95
2006-07
BUDGET
2,160,748
305,761
71 ,200
2,537,709
14.00
0.95
2007-08
BUDGET
2,155,471
313,831
0
2,469,302
12.00
0.95
WORK PROGRAM:
Investigations
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process property
and evidence.
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
Crisis Negotiation Team
The Team is made up of one manager and eight team members. The team's responsibilities consist of:
• Negotiating with suicidal, barricaded and hostage taking subjects for the safe and timely resolution of these
incidents.
• Providing Intel to the command staff and the Tactical Response Team
• Evaluating tactical operations and providing liability related input to command staff
CY2002 CY2003 CY2004 CY2005 CY2006
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
Property Recovery Rate
SIGNIFICANT CHANGES:
• One detective and one community services officer have been transferred to Family Services (0012134) to better
reflect operations.
47%
16%
27%
51%
17%
39%
69%
26%
36%
49%
21%
23%
42%
16%
31%
E-9
PROGRAM:
FUND:
PROGRAM GROUP:
VICE/NARCOTICS
GENERAL
POLICE ACCTNO. 0012131
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
509,938
87,183
0
597,121
4.00
0.00
2005-06
ACTUAL
561 ,646
83,373
0
645,019
4.00
0.00
2006-07
BUDGET
582,556
84,999
0
667,555
4.00
0.00
2007-08
BUDGET
619,031
88,542
0
707,573
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
E-10
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
2004-05
ACTUAL
534,383
92,154
0
626,537
5.00
0.32
2005-06
ACTUAL
583,022
82,243
0
665,265
5.00
0.44
2006-07
BUDGET
587,673
98,367
0
686,040
5.00
0.44
2007-08
BUDGET
625,997
82,185
0
708,182
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
E-11
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
2004-05
ACTUAL
421,420
48,523
22,286
492,230
7.00
0.50
2005-06
ACTUAL
464,062
48,793
3737
516,592
7.00
0.50
2006-07
BUDGET
440,020
67,523
0
507,543
7.00
0.50
2007-08
BUDGET
605,528
61 ,537
0
667,065
8.00
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 countywide system and statewide system for the purpose of reporting crime information;
responsible for public reception, information, fingerprinting services and general access to the department 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.
Perform data entry on same.
Interact with public and other government/law enforcement agencies.
Prepare reports for release according to law.
Provide statistical data to State of California
WORKLOAD STATISTICS:
Police Cases
SIGNIFICANT CHANGES:
CY2002 CY2003 CY2004 CY2005 CY2006
9,527 9,572 9,525 10,059 11,178
1.0 position for a property and evidence community service officer is being added to maintain current levels of
collection, processing, and techniques associated with the safeguarding of property and evidence.
E-12
PROGRAM:
FUND:
PROGRAM GROUP:
FAMILY SERVICES
GENERAL
POLICE ACCTNO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
451 ,427
23,874
0
475,301
4.00
0.00
2005-06
ACTUAL
518,360
30,051
0
548,41 1
4.00
0.00
2006-07
BUDGET
534,393
33,444
0
567,837
4.00
0.00
2007-08
BUDGET
771,737
41 ,000
0
812,737
6.00
0.00
WORK PROGRAM:
Provide follow-up investigation leading to the identification and apprehension of persons responsible for the
commission of crimes relating to juvenile offenders, juvenile victims, and domestic violence incidents. Provide
coordination of the criminal justice process as it relates to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
• Investigate and follow up on crime and incident reports as they relate to all phases of the family.
• Assist in the coordination of diversion, prevention, and education activities offered by the department such as
GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk
youth.
SIGNIFICANT CHANGES:
• One detective and one community services officer have been transferred from General Investigations
(0012130) to better reflect operations.
E-13
PROGRAM:
FUND:
PROGRAM GROUP:
TASK FORCE
GENERAL
POLICE ACCTNO. 0012135
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
473,680
20,202
0
493,882
4.00
0.00
2005-06
ACTUAL
456,247
23,966
0
480,214
4.00
0.00
2006-07
BUDGET
507,133
33,378
0
540,51 1
4.00
0.00
2007-08
BUDGET
537,489
62,709
0
600,198
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
E-14
*H
PROGRAM:
FUND:
PROGRAM GROUP:
SUPPORT OPERATIONS
GENERAL
POLICE ACCTNO. 0012140
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
718,655
997,199
-
1,715,854
6.00
0.50
2005-06
ACTUAL
793,530
1 ,252,384
-
2,045,915
5.50
1.00
2006-07
BUDGET
745,797
1 ,370,035
5,000
2,120,832
6.00
1.00
2007-08
BUDGET
896,830
1 ,439,755
-
2,336,585
7.00
0.50
WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination, internal affairs,
and personnel recruitment and hiring.
PROGRAM ACTIVITIES:
Coordinate all department training.
Recruit new employees.
Organize testing programs and conduct POST mandated pre-employment investigations.
Investigate citizen complaints.
Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer
network.
• Implement/install new technology.
SIGNIFICANT CHANGES:
A 1.0 position is added to support technology. In exchange for this full time position, a 0.50 hourly position is being
reduced.
E-15
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATIONS CENTER
GENERAL
POLICE ACCTNO. 0012144
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
1 ,499,870
131,950
58,708
1,690,529
18.00
0.26
2005-06
ACTUAL
1 ,675,525
136,995
-
1,812,521
18.00
0.51
2006-07
BUDGET
1 ,796,532
138,755
0
1 ,935,287
19.00
0.51
2007-08
BUDGET
1 ,927,427
138,515
51 ,368
2,117,310
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 Activities
9-1-1 calls
Total Phone Calls
SIGNIFICANT CHANGES:
• None
CY2003
73,963
16,200
N/A
CY2004
73,667
15,559
N/A
CY2005
74,546
20.4481
193.1361
CY2006
87,213
24,971 2
188.8702
1 Increase in calls due to CHP change.
2 Represents first full year with cellular 9-1-1 calls.
E-16
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
2004-05
ACTUAL
0
21 ,040
15,287
36,327
0.00
0.00
2005-06
ACTUAL
4,364
27,265
50,322
81,952
0.00
0.00
2006-07
BUDGET
0
99,000
9,510
108,510
0.00
0.00
2007-08
BUDGET
1 1 ,851
104,500
24,000
140,351
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 2007-08 appropriation are new mobile CAD modems for updates, Regional Computer Crime Lab
support, specialized uniform accessories for members of the Tactical Response Team, a terminal server for in-car
access to department servers, and specialized software for police training and record-keeping.
E-17
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
2004-05
ACTUAL
211,841
2,242
0
214,083
2.00
0.00
2005-06
ACTUAL
116,271
2,118
0
2006-07
BUDGET
135,612
5,920
0
11 8,389 1 141,532
1.00
0.00
2.00
0.00
2007-08
BUDGET
213,866
5,880
0
219,746
2.00
0.00
WORK PROGRAM:
This is the ninth year the City has received funding from the Citizen's Option for Public Safety (COPS). The
community-oriented policing program focuses on long-term solutions to problems in the community that often impact
more than just crime.
PROGRAM ACTIVITIES:
• Identify problems & causes.
• Develop short-term and long-term solutions.
• Work in cooperation with citizens, community groups and other agencies.
SIGNIFICANT CHANGES:
• None
E-18
:
:
:
:
:
:
:
:
:
:
:
:
:
;
:
PROGRAM:
REFUND:
PROGRAM GROUP;
FIRE
GENERAL
FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
10,781,811
2,008,541
50,220
12,840,571
79.75
1.17
2005-06
ACTUAL
11,377,916
2,054,118
424,409
13,856,442
79.75
1.17
2006-07
BUDGET
12,936,371
2,309,840
333,000
15,579,211
87.75
1.17
2007-08
BUDGET
13,558,037
3,323,621
299,520
17,181,178
88.75
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
Response Time
Competence
Courtesy
Transportation
Total Incidents By Year
! i ^(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
2005-2006. The results show that our
paramedics continue to live up to the
department's standard for treating all patients,
as we would want our own familv treated.
2001 2002 2003 2O04 2005
Incidents & Response Times: The Fire
Department reached the incident scene 89% of
the time in eight minutes or less during the 2006-
07 fiscal year. This did not achieve our goal of
arriving on scene in eight minutes or less 90% of
the time.
E-19
PROGRAM: FIRE PAGE TWO
REFUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
KEY ACHIEVEMENTS FOR 2006-07:
• Completed the planning phase of the relocation of Fire Station No. 6 in the southeast section of the City. P
• Continued design and development of the Joint First Responders Training Facility in conjunction with the Police m
Department and the Public Works Department.
• 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. ill
• Develop and implement a system that monitors development plans submitted to the Fire Prevention Division for
fire and life/safety reviews to ensure adherence to a maximum ten (10) business day development plan review m
cycle.
mi
KEY GOALS FOR FY 2007-08 m
• Complete a Standards of Coverage study that analyzes Fire Department service delivery and makes —
recommendations for adoption of recognized national standards.
• Complete the construction phase of the relocation of Fire Station No. 6 in the southeast section of the City.
• Continue design and development of the Joint First Responders Training Facility in conjunction with Police W
Department and the Public Works Department. H
• Completion of the storage facility at Fire Station No. 5.
• City adoption of the new International Code Conference (ICC) Fire and Building Codes. _
it
mm
mm
tt
m
II
E-20
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
454,234
407,985
12,013
874,233
3.75
0.00
2005-06
ACTUAL
471 ,432
362,983
335,014
1,169,430
3.75
0.00
2006-07
BUDGET
461 ,992
319,638
0
781 ,630
3.75
0.00
2007-08
BUDGET
726,524
604,824
1,800
1,333,148
4.75
0.00
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination
Provide program direction and planning for all divisions.
• Implement and support Fire Department specific values, mission, and vision.
• Support and facilitate department managers in accomplishing their goals.
• Facilitate team-building programs for all members of the management team.
• Promote increased communications and participation at all levels within the department.
Planning
Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire
services.
• Monitor development under the Growth Management Program as it relates to the relocation of Fire Stations 3 and 6.
• Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
• Participate in regional planning activities, including cooperation and coordination of dispatching, training,
recruitment, and facilities.
SIGNIFICANT CHANGES:
• A new position, Battalion Chief - Administration Services, has been added. The position was created to
manage interdisciplinary programs that cross Fire Divisions, routinely involve other City Major Service Areas, as
well as other regional fire agencies. Further, this position will redevelop, implement and manage projects and
programs that are unique to Fire Administration and coordinate Administrative staff on the implementation of
these projects and programs.
E-21
PROGRAM:
FUND:
PROGRAM GROUP:
EMERGENCY OPERATIONS
GENERAL
FIRE ACCTNO. 0012220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
9,772,885
1 ,494,534
28,869
11,296,289
71.00
0.00
2005-06
ACTUAL
10,332,873
1,614,740
89,393
12,037,008
71.00
0.00
2006-07
BUDGET
1 1 ,838,086
1,809,530
288,000
13,935,616
78.00
0.00
2007-08
BUDGET
12,035,286
2,370,827
245,720
14,651,833
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.
Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness.
• Engine companies to participate in public education programs, special community events, and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
• None
E-22
m
m
PROGRAM:
FUND:
PROGRAM GROUP:
PREVENTION
GENERAL
FIRE ACCT NO. 0012225
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
554,691
61 ,505
9,337
625,534
5.00
1.17
2005-06
ACTUAL
573,610
70,669
0
644,280
5.00
1.17
2006-07
BUDGET
636,293
100,072
45,000
781 ,365
5.00
1.17
2007-08
BUDGET
671 ,496
131,344
30,000
832,840
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.
Provide coordination for fire and life safety public education programs.
SIGNIFICANT CHANGES:
• None
E-23
PROGRAM:
FUND:
PROGRAM GROUP:
WEED ABATEMENT
GENERAL
FIRE
mm
ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
0
44,516
0
44,516
0.00
0.00
2005-06
ACTUAL
0
5,723
0
5,723
0.00
0.00
2006-07
BUDGET
0
80,600
0
80,600
0.00
0.00
2007-08
BUDGET
0
82,300
0
82,300
0.00
0.00
IBsI
*
m
m
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
• Select 500-1,100 parcels for clearance.
• Obtain City Council approval for abatement.
• Mail notices to property owners.
Hazard Abatement
Ensure effective abatement of identified hazards.
Inspect all noticed property.
During May through July, clean all property not previously abated by owners.
Manage contractor performance and payment system.
Obtain City Council approval to place abatement costs onto individuals' property tax roll in July.
Submit charges to County Auditor for recovery through property tax billing by August.
Provide vegetation fire hazard reduction public education programs in urban wildlife interface zones.
SIGNIFICANT CHANGES:
• None
"I
hi
*fm
m
1
1
1
E-24 i
PROGRAM:
FUND:
PROGRAM GROUP:
DISASTER PREPAREDNESS
GENERAL
FIRE ACCT NO. 0012240
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
0
0
0
0
0.00
0.00
2005-06
ACTUAL
0
0
0
0
0.00
0.00
2006-07
BUDGET
0
0
0
0
1.00
0.00
2007-08
BUDGET
124,731
134,326
22,000
281 ,057
1.00
0.00
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man-made disasters.
PROGRAM ACTIVITIES:
Training and Education
• Conduct classroom and simulation training sessions for City staff.
• Conduct Emergency Operations Center training and exercises.
• Provide basic emergency response training to all City employees.
• Ensure City compliance with training and adoption of the National Incident Management System (NIMS).
Inter-Agencv Coordination
• Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
• The FY 07-08 City Emergency Preparedness Program was consolidated into one Program. The major
components of the City's emergency preparedness-related functions were previously budgeted and managed by
multiple Major Service Areas (MSAs). The major components of the City's emergency and disaster response
program include the following:
• Facilities and Plans;
• NIMS training;
• CPFt/First Aid/AED Training; and
• Public Outreach.
E-25
1
1
1
•
1
1
1
•
1
1
1
1
1
•
1
•1
1
1
1
1
1
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMAR-
2004-05 2005-06 2006-07 2007-0
ACTUAL ACTUAL BUDGET BUDGE
PERSONNEL $5,203,039 $5,638,205 $6,292,455 $7,034,42
MAINTENANCE & OPERATIONS 10,366,605 9,868,921 9,330,763 10,092,03
CAPITAL OUTLAY 4,191,429 1,737,871 335,225 346,72
GRAND TOTAL $19,761,073 $17,244,997 $15,958,443 $17,473,18
FULL TIME POSITIONS 53.02 54.02 59.00 60.00
HOURLY/FTE POSITIONS 4.14 4.14 3.64 3.64
Redevelopment., ,0/ — \ Com Dev AdminJ 1 /o 1 AOf
4%J^*Z£^^ |J]]TnT|TTT|,^23%
HJiliiB • m
mttjj^^^Z*£ Geograhic Information
Section^^j ^^^~ ^r36% Hse^^^^^^^^^^^^^^^^ 1 \Affordable Housing \ Economic Development
3% 2%
1 Building Inspection
14%
•
F-1
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013010,3025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$351,374
379,084
36,064
$766,522
3.00
0.00
2005-06
ACTUAL
$444,446
469,011
0
$913,458
4.00
0.00
2006-07
BUDGET
$476,717
265,143
0
$741 ,860
5.00
0.00
2007-08
BUDGET
$460,066
246,860
0
$706,926
3.00
0.00
MISSION STATEMENT:
We are committed to helping people build a strong community by guiding and facilitating high quality projects,
preserving the environment, providing for diverse housing and employment, and 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 2006-07:
• Development Process Review Audit with outside 3rd party expert - Citygate Associates.
• Planned Development Ordinance Modification.
• Staffed Citizens' Committee to study initiatives.
KEY GOALS FOR 2007-08:
Top-Quality Services
• Develop performance measures for all departments and participate in the Performance Measurement Resource
Team.
• Continue implementation of the recommendations of the Performance Audit of the Development Services
Review Process for the City of Carlsbad.
• Retail Market Analysis for Carlsbad Village.
• Modification of Redevelopment Standards.
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.
Implement Proposition D Community Outreach Program.
Complete Ponto EIR through public hearing process.
F-2
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010,3025
KEY GOALS FOR 2007-08 (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:
• One Senior Office Specialist and one Management Analyst have been transferred from Community
Development Administration to the Building Department and Economic Development respectively to reflect
existing reporting relationships.
F-3
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
2004-05
ACTUAL
$2,423,158
903,073
92,722
$3,418,954
24.00
2.00
2005-06
ACTUAL
$2,394,473
662,001
2,596
$3,059,071
24.00
2.00
2006-07
BUDGET
$2,755,919
536,471
0
$3,292,390
27.00
1.00
2007-08
BUDGET
$3,132,931
1,321,625
100,000
$4,554,556
27.00
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 to the Planning Commission and City Council in a timely and efficient manner
regarding the compliance of all development proposals with the City's zoning, subdivision, and environmental
ordinances. Update development standards as needed. Ensure the efficient processing, including
environmental clearance for City CIP projects.
Preparation of Special Studies and Policy Review
• Prepare special studies relating to land use as directed by the City Council. Provide advice to the City Council
and Planning Commission regarding policy matters related to planning and development in the City.
Implementation of General Plan and Growth Management Plan
• Ensure that all new planning programs and development projects comply with the performance standards of the
Growth Management Plan.
Customer Service/Public Information
• Provide the highest level of customer service at the front counter in terms of providing zoning information,
general public information, and the processing of administrative permits.
PERFORMANCE OBJECTIVES:
• Ensure timely processing/review of private and public projects in the City.
• Continue to proactively address issues relating to land use and development in the City.
• Assist in implementing and administering the General Plan and Growth Management Program.
F-4
PROGRAM: LAND USE PLANNING PAGE TWO
& PLANNING COMMISSION
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 0013210/0013220
KEY ACHIEVEMENTS FOR 2006-07:
• Completed entitlement of numerous residential subdivisions in the Villages of La Costa Master Plan,
• Processed numerous Conditional Use Permits for city capital projects including parks, sewer and water projects.
• Processed numerous Planned Industrial Permits for office and industrial buildings in the Bressi Ranch, Palomar
Forum, and Carlsbad Raceway developments.
• Completed the preparation of the Environmental Impact Report for the Carlsbad Desalination Project.
• Continued processing of the Robertson Ranch Master Plan.
• Continued processing of the Environmental Impact Report for development within the Ponto Area Vision Plan
project area.
• Completed update/clarification of the Planned Development Code.
KEY GOALS FOR 2007-08:
Top Quality Services
• Ensure that all development projects comply with City planning codes and policies.
• Continue to review all procedures and systems to ensure the efficient processing of all projects.
• Provide strategic advice regarding land use and long-term planning in the City.
• Continue implementation of the Robertson Ranch Master Plan.
• Process the La Costa Town Square Shopping Center and other major projects submitted for review.
• Enhance Planning Department information available on the web site.
• Implementation of the Habitat Management Plan (HMP) and the Open Space Management Plan.
SIGNIFICANT CHANGES:
• In order to increase service levels, three new positions have been added during Fiscal Year 2006-07 consistent
with the Citygate consultant recommendations. In Fiscal Year 2007-08 Carlsbad's City Council approved an
additional $670,000 for the Habitat Management Program. The additional funding will be used to fund a
Preserve Steward, a Preserve Manager and provide public outreach.
F-5
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
2004-05
ACTUAL
$235,386
41,632
1,174
$278,193
2.00
0.50
2005-06
ACTUAL
$341,994
93,242
0
$435,237
2.00
0.50
2006-07
BUDGET
$359,863
58,570
0
$418,433
3.00
0.50
2007-08
BUDGET
$469,709
76,785
10,388
$556,882
4.00
0.50
MISSION STATEMENT:
The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
• 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:
Number of Service Requests:
FY2004
406
FY2005
367
FY2007(EsU
412
KEY ACHIEVEMENTS FOR 2006-07:
• 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.
F-6
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
KEY GOALS FOR 2007-08:
Top Quality Services
• Develop an interactive map for access to zoning, and other development-oriented information for citizen access
through the City's internet web site.
• Upgrade the quality and functionality of the web-based interactive map available to City staff on the intranet.
• Conduct the initial stages of a Development Services Information System Plan to improve data flow and speed
up the development services process.
• Continue to reduce the cycle time between request and delivery of products/services.
• Disseminate GIS capabilities to City staff at the desktop level by implementing an Intranet-based GIS.
• Continue to refine the capability to search for and select information in the Document Management System
(DMS) by selecting areas of interest on an interactive map.
• Continue to offer training to all City staff on the use of City's Intranet-based GIS.
• Continue the maintenance of the geofile for the 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:
• 1.0 position is being added to help meet the demand for GIS services.
F-7
PROGRAM:
FUND:
PROGRAM GROUP:
ECONOMIC DEVELOPMENT/
REAL ESTATE MANAGEMENT
GENERAL
COMMUNITY DEVELOPMENT ACCTNO. 0013510
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$149,015
43,433
0
$192,449
1.00
0.00
2005-06
ACTUAL
$166,772
13,198
0
$179,970
1.00
0.00
2006-07
BUDGET
$166,057
47,551
0
$213,608
1.00
0.00
2007-08
BUDGET
$291,162
30,377
0
$321 ,539
2.00
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 2006-07:
• Sale of real property at 4120 Skyline Drive for $1.41 million.
• Negotiation of new leases - generating annual revenue of $162,000 annually.
KEY GOALS FOR 2007-08:
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:
• One Management Analyst position has been transferred from Community Development Administration to
Economic Development to reflect existing reporting relationship.
F-8
PROGRAM:
FUND:
PROGRAM GROUP:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCTNO. 0013610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$1 ,279,008
562,987
2,500
$1 ,844,495
13.00
1.00
2005-06
ACTUAL
$1,408,919
713,703
0
$2,122,623
13.00
1.00
2006-07
BUDGET
$1 ,495,247
759,423
0
$2,254,670
13.00
1.50
2007-08
BUDGET
$1 ,608,254
736,478
0
$2,344,732
14.00
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 2006-07:
Issued permits for $285 million in various types of construction projects.
Performed 35,000 various building inspections - 96% the next working day.
Final inspection on over 800 dwelling units.
Answered over 4000 incoming calls for information at Code Enforcement.
Proactively removed over 1,200 illegal signs from the right of way.
Performed 6,800 Code Enforcement inspections.
Handled 2,100 open Code Enforcement cases.
KEY GOALS FOR 2007-08:
Top Quality Services
• Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls the next working day.
• Increase number and type of over-the-counter building permits issued.
• Provide 40 hours of staff development training for each employee.
• Analyze and improve upon performance measures.
• Improve building inspection experience for all clients.
SIGNIFICANT CHANGES:
• One Senior Office Specialist has been transferred from Community Development Administration to the Building
Department to reflect existing reporting relationship.
F-9
PROGRAM:
FUND:
DEPARTMENT:
HOUSING AND REDEVELOPMENT
VARIOUS
HOUSING AND REDEVELOPMENT
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
SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$765,098
8,436,396
4,058,968
$13,260,461
10.02
0.64
2005-06
ACTUAL
$881 ,599
7,917,765
1 ,735,275
$10,534,643
10.02
0.64
2006-07
BUDGET
$1 ,038,652
7,663,605
335,225
$9,037,482
10.00
0.64
2007-08
BUDGET
$1 ,072,301
7,679,913
236,340
$8,988,554
10.00
0.64
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F-10
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
2004-05
ACTUAL
$91,899
123,986
1,321,528
$1,537,414
1.32
0.07
2005-06
ACTUAL
$153,235
98,921
0
$252,157
1.32
0.07
2006-07
BUDGET
$301 ,451
132,334
0
$433,785
3.23
0.08
2007-08
BUDGET
$274,943
136,423
25,000
$436,366
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.
Inclusionarv Housing
• Implement the Inclusionary Housing Ordinance by providing information to developers, the public, and City staff
on the requirements of the ordinance.
• Negotiate and prepare affordable housing agreements.
• Monitor the development and operation of affordable housing developments.
WORKLOAD STATISTICS:
• Affordable Housing Units Approved:
• Affordable Housing Units Completed:
• Financial Assistance to Affordable Housing Projects:
KEY GOALS FOR 2007-08:
Actual
03-04
100 units
50 units
Actual
04-05
244 units
439 units
Actual
05-06
274 units
110 units
EST.
06-07
229 units
110 units
$2,070,000 $1,600,000 $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:
• None
F-11
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING & REDEVELOPMENT ACCT NO. 1903401
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$330,274
6,099,910
0
$6,430,184
4.93
0.30
2005-06
ACTUAL
$347,030
5,385,281
0
$5,732,312
4.93
0.30
2006-07
BUDGET
$348,223
5,756,469
40,000
$6,144,692
3.75
0.30
2007-08
BUDGET
$390,985
5,629,527
0
$6,020,512
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 2006-07:
• Provided rental assistance to 622 very low and extremely low-income households.
SIGNIFICANT CHANGES:
• None
F-12
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
2004-05
ACTUAL
$86,750
117,002
510,677
$714,429
0.86
0.00
2005-06
ACTUAL
$81,866
167,178
716,109
$965,153
0.86
0.00
2006-07
BUDGET
$73,426
221 ,702
295,225
$590,353
0.61
0.00
2007-08
BUDGET
$76,393
315,115
211,340
$602,848
0.61
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Community Development Block Grant Program (CDBG)
• Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
identify activities to be included in the consolidated funding plan for the CDBG Program.
• Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development
(HUD).
• 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 four public meetings to review and obtain comments on the City's CDBG Program.
• Conduct selection process to identify a minimum of ten local public service agencies that should be assisted
with funding through the CDBG Program.
• Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines.
PROJECTS AUTHORIZED BY COUNCIL FOR 2007-08:
Brother Benno Center $6,500
Community Resource Center $5,000
North County Health Services $9,238
La Posada de Guadalupe Shelter $5,738
Solutions Family Center $5,000
Women's Resource Center $5,000
YMCA OZ Youth Shelter $5,000
Boys and Girls Club Teen Program $8,738
From the Inside Out Youth Program $5,000
Lifeline Community Services $7,000
Meals on Wheels $5,000
Interfaith Community Services $5,000
Casa de Amparo $5,000
Carlsbad Library Learning Center $211,340
Carlsbad Housing Reserve Fund $211,341
F-13
PROGRAM: COMMUNITY DEVELOP. BLOCK GRANT PAGE TWO •
FUND: CDBG ENTITLEMENT g
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. ssixxxx
1
KEY ACHIEVEMENTS 2006-07: ^
• Provided funding assistance to 13 nonprofit organizations.
• Met compliance requirements for timely expenditure of funds.
SIGNIFICANT CHANGES:
• None
9.
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F-14
I
:
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
2004-05
ACTUAL
$138,757
1 ,935,462
2,226,763
$4,300,983
1.69
0.07
2005-06
ACTUAL
$171,689
2,179,239
950,000
$3,300,929
1.69
0.07
2006-07
BUDGET
$173,539
1 ,351 ,972
0
$1,525,511
1.56
0.08
2007-08
BUDGET
$186,474
1 ,422,862
0
$1 ,609,336
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 ten sign permit applications.
• Process four preliminary review applications.
• Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
KEY ACHIEVEMENTS FOR 2006-07:
• 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 three sidewalk sign/outdoor display permits; five administrative redevelopment permits; and seven
major redevelopment permits.
• Adopted a five-year Redevelopment Implementation Plan and ten-year Housing Compliance Program for the
Village Redevelopment Area.
F-15
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO m
VILLAGE AREA S
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412 Briy
KEY GOALS FOR 2007-08: _™
Financial Health jgj
• Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings.
• Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private
commercial and/or mixed-use development on North State Street.
Balanced Community Development (also affects Financial Health goal)
• Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and
administration/organizational structure strategies following the July 2009 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
• None
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F-16
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
2004-05
ACTUAL
$31 ,842
38,770
0
$70,613
0.40
0.00
2005-06
ACTUAL
$35,813
31,377
0
$67,190
0.40
0.00
2006-07
BUDGET
$37,675
56,100
0
$93,775
0.29
0.00
2007-08
BUDGET
$40,114
55,490
0
$95,604
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 three 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 three outreach programs, professional conferences, and/or citizen and business groups on
affordable housing.
KEY GOALS FOR 2007-08:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
• None
F-17
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD COASTAL AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT
ACCTNO. 810XXXX/8113412
1
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PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$63,171
106,673
0
$169,844
0.54
0.20
2005-06
ACTUAL
$71 ,373
46,21 1
69,166
$186,751
0.54
0.20
2006-07
BUDGET
$81 ,927
124,904
0
$206,831
0.41
0.18
2007-08
BUDGET
$80,227
100,066
0
$180,293
0.41
0.18
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan tor South Carlsbad Coastal Redevelopment Area
• Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could
provide for public recreational facilities and/or development of cultural facilities or other public facilities.
• Revitalize, redevelop, and/or generally clean up the Ponto Area.
• Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and
open space amenities.
PERFORMANCE/WORKLOAD MEASURES:
• Implement land use vision for planning area three.
KEY ACHIEVEMENTS FOR 2006-07:
• Completed Environmental Review of the Ponto Beachfront Village Vision Plan.
• Processed four preliminary reviews related to the future development of the Ponto Beachfront Village.
KEY GOALS FOR 2007-08:
Balanced Community Development
• Facilitate the development of one project identified by the vision study for planning area three.
• Adoption of the Ponto Beachfront Village Vision Plan and related Environmental Impact Report.
SIGNIFICANT CHANGES:
• The assessed values in the South Carlsbad Coastal Redevelopment Area declined from $398 million in Fiscal
Year 2003-04 to $177 million in Fiscal Year 2006-07, less than the original values when the redevelopment area
was formed. 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,
the South Carlsbad Area will again not receive any property tax revenue in Fiscal Year 2007-08. Budgeted
expenses will come from accumulated balances and/or loans from the City, as approved.
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F-18 H
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PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
SOUTH CARLSBAD COASTAL AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8123420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$22,403
14,591
0
$36,995
0.28
0.00
2005-06
ACTUAL
$20,592
9,556
0
$30,148
0.28
0.00
2006-07
BUDGET
$22,41 1
20,124
0
$42,535
0.15
0.00
2007-08
BUDGET
$23,165
20,430
0
$43,595
0.15
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citvwide 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 2007-08:
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
F-19
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$9,104,315
5,459,125
136,275
$14,699,715
85.00
117.41
2005-06
ACTUAL
$9,724,263
5,759,235
124,969
$15,608,467
85.00
119.51
2006-07
BUDGET
$1 1 ,000,256
5,635,100
89,820
$16,725,176
83.50
122.51
2007-08
BUDGET
$1 1 ,049,737
6,266,123
100,827
$17,416,687
83.50
116.41
Cultural Arts 6%
Library 55%
Recreation 39%
G-1
PROGRAM:
FUND:
PROGRAM GROUP:
LIBRARY
VARIOUS
LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$5,112,091
3,110,561
75,315
$8,297,966
47.00
64.50
2005-06
ACTUAL
$5,406,421
3,417,985
23,409
$8,847,824
47.00
64.50
2006-07
BUDGET
$6,215,900
3,120,609
77,236
$9,413,745
48.00
66.75
2007-08
BUDGET
$6,248,110
3,371 ,988
28,527
$9,648,625
48.00
59.25
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 serving as a community gathering place.
KEY ACHIEVEMENTS FOR 2006-07:
Radio Frequency technology implemented.
PC management system implemented
Learning Center construction launched.
CORE cashiering system (first phase) implemented with credit card payment acceptance .
Strategic planning process initiated.
Customer experience re-evaluated; service delivery methods changed
Library web pages redesigned.
Online booking of library meeting facilities implemented.
KEY GOALS FOR 2007-08:
Top-Quality Services
• Implement future directions identified in strategic planning process
• Continue adjusting service delivery methods to be customer-focused
• Improve navigation and usability of library web pages
Learning. Culture & Arts
• Complete construction of the Library Learning Center
• Implement library programming selection process
Communication
• Enhance delivery of internal information via City Intranet
Future Direction/Plans
• Combine Adult Learning and Centre programs in Library Learning Center
G-2
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
2004-05
ACTUAL
$1,250,586
618,470
0
$1,869,056
12.50
21.90
2005-06
ACTUAL
$1 ,407,603
503,693
6,659
$1,917,955
12.50
21.90
2006-07
BUDGET
$1,657,320
566,022
1,835
$2,225,177
11.50
20.85
2007-08
BUDGET
$1,645,310
611,500
10,761
$2,267,571
11.50
19.55
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:
Cole Library Administration
Administrative staff at the Georgina Cole Library participate in Library Administration operations in conjunction with
the main Administrative offices at the Library on Dove Lane.
• Manage the Georgina Cole 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.
• Participate in and promote public education pertaining to historic areas and sites.
Circulation
• Circulation staff circulates print and non-print materials to all library patrons; issues library cards to borrowers;
collects fees and fines; tracks overdue items; sorts and shelves all incoming library materials; administers
services to homebound patrons.
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, and staffs public service desks.
• Librarians respond to in-person, telephone, and email reference questions; provide instruction classes and
tours; select books and other materials; and facilitate book clubs.
• Periodicals staff manages a collection of 225 magazines and 12 newspapers and related back files.
• Computer lab staff provides access to the Internet and other software programs.
• History Room staff provides and maintains a repository for collecting, preserving and researching local history.
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 which introduce youth to literature and
reading.
• 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.
G-3
PROGRAM: GEORGINA COLE LIBRARY PAGE TWO m
FUND: GENERAL §
PROGRAM GROUP: LIBRARY ACCT NO. 001 401 0/001 401 5-1 6/001 4035
••
KEY ACHIEVEMENTS FOR 2006-07: -
• Radio Frequency Identification technology was implemented in all Carlsbad City Library Facilities providing *W
greater efficiencies for staff and patrons in circulating materials. M
• A new computer system, "PC Management" was implemented for pubic service computers, allowing patrons to
register for computer use with their library card, allowing computer lab staff to assist with computer use.™
SIGNIFICANT CHANGES: -
1 .80 hourly positions are being reduced through attrition as a result of the Radio Frequency Identification Technology
implementation.
1w
iII
Ml
•I
G-4 1}
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
2004-05
ACTUAL
$2,370,798
1 ,383,047
10,152
$3,763,998
21.50
33.70
2005-06
ACTUAL
$2,434,513
1,611,888
6,141
$4,052,542
21.50
33.70
2006-07
BUDGET
$2,722,190
1,305,647
27,056
$4,054,893
20.50
32.10
2007-08
BUDGET
$2,724,650
1,321,972
14,516
$4,061,138
20.50
25.70
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, and requisitions; monitor expenditures; maintain fiscal records.
• 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.
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 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.
G-5
PROGRAM: CARLSBAD CITY LIBRARY PAGE TWO m
FUND: GENERAL j|
PROGRAM GROUP: LIBRARY ACCT NO. 0014069-4095
m
PROGRAM ACTIVITIES (continued): *
Children's IP
The Children's Division serves youth from toddler age through high school with their information needs and UL
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 a 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.
KEY ACHIEVEMENTS:
• During 2006-2007, Radio Frequency Identification technology was implemented in all Carlsbad City Library
Facilities providing greater efficiencies for staff and patrons in circulating materials.
• During 2006-2007, a new system, "PC Management" was implemented for pubic service computers, allowing
patrons to register for computer use with their library card, allowing computer lab staff to assist with computer
use.
SIGNIFICANT CHANGES:
6.2 hourly positions are being reduced through attrition as a result of the Radio Frequency Identification Technology
implementation. A 0.20 hourly position has been reallocated to another program to better reflect work load.
im
1
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w
1
•i
if
ti
fm
G-6
PROGRAM:
FUND:
PROGRAM GROUP:
GENEALOGY
GENERAL
LIBRARY ACCTNO. 0014025
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$169,853
7,597
0
$177,450
0.00
0.00
2005-06
ACTUAL
$156,155
8,647
0
$164,804
0.00
0.00
2006-07
BUDGET
$21 1 ,740
9,970
0
$221,710
1.00
2.85
2007-08
BUDGET
$202,010
9,420
0
$21 1 ,430
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, microfilm/fiche
readers, and printers.
Collection Development Activities
• The staff participates in the Library's collection
development/acquisitions by completing catalog
checks, preparing order slips, receiving ordered
items, preparing items to send to Technical
Services, and receiving and shelving items from
Technical Services.
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 27,000
Items Added
Programs
Program
attendance
2004-05 2005-06
16,000 14,000
4,900 4,500
24,000
1,0001,000
40
2,500
48
2,800
G-7
PROGRAM:
FUND:
PROGRAM GROUP:
CENTRO DE INFORMACION
GENERAL
LIBRARY ACCTNO. 0014030
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$132,638
30,480
0
$163,118
1.00
1.70
2005-06
ACTUAL
$143,361
26,969
0
$170,331
1.00
1.70
2006-07
BUDGET
$159,340
33,010
0
$192,350
1.00
1.70
2007-08
BUDGET
$167,480
33,120
0
$200,600
1.00
2.00
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 Informacion staff is actively involved in the community and work in partnership
with schools, community agencies, and other City departments to meet the needs of our diverse community.
WORKLOAD STATISTICS:
Individual
Patron Visits
Program
Attendance
2003-04
21 ,883
3,779
2004-05
22,752
3,214
2005-06
22,962
3,958
PROGRAM ACTIVITIES:
Outreach
• The Centra de Informacion is an active partner in
community activities. The Centra offers a
welcoming and culturally sensitive environment
that enables Spanish-speaking residents to
make use of public library services.
Programming
• The Centra de Informacion responds to
community information and educational needs by
providing a variety of adult and children's
programs.
KEY ACHIEVEMENTS FOR 2006-07:
• As part of a library-wide conversion, PC Management and RFID Systems were implemented at the Centra de
Informacion.
• Construction began on the new 11,000 square-foot Library Learning Center, which will serve as the permanent
home of the Adult Learning Program and the Centra de Informacion.
KEY GOALS FOR 2007-08:
• Complete construction of the Library Learning Center and finalize move-in and operation plans.
SIGNIFICANT CHANGES:
A 0.30 hourly position was reallocated to this program to better reflect work load.
G-8
PROGRAM:
FUND:
PROGRAM GROUP:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCTNO. 0014040
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$461 ,657
86,048
0
$547,705
7.00
2.50
2005-06
ACTUAL
$508,284
103,783
0
$612,069
7.00
2.50
2006-07
BUDGET
$617,960
113,690
0
$731 ,650
7.00
2.50
2007-08
BUDGET
$643,080
141,840
0
$784,920
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 circulation system, on-line catalog, and related automated programs.
PROGRAM ACTIVITIES:
Cataloging
• Catalogs newly purchased print, audiovisual, and microform materials..
Database Maintenance
• Adds new items to the on-line database and deletes information on lost or discarded materials.
• Provides physical processing of newly added materials.
• Repairs damaged materials and arranges for binding and re- binding.
Integrated Library System (Includes Circulation System and On-Line Catalog)
• Manages the Library's integrated library software, including the catalog interface.
• Coordinates installation of software upgrades and related documentation and training.
• Generates daily, monthly, and annual statistical and system management reports.
WORKLOAD STATISTICS:
2003-04 2004-05 2005-°6
Items cataloged & processed
Items handled for binding
Items withdrawn
30,482 32,855 31,866
1,932 1,386 2,142
22,722 14,227 30,049
SIGNIFICANT CHANGES:
• None
G-9
PROGRAM:
FUND:
PROGRAM GROUP:
COLLECTION DEVELOPMENT & ACQUISITIONS
GENERAL/SPECIAL REVENUE
LIBRARY ACCTNO. 0014045/0014060/
1754XXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
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
ACTUAL
$378,599
1 ,065,239
0
$1,443,838
2.00
1.00
$1,316,716
14,000
$1,330,716
2006-07
BUDGET
$432,940
991 ,095
23,945
$1,447,980
4.00
2.75
$1,426,980
21,000
$1,447,980
2007-08
BUDGET
$445,430
1,153,986
0
$1,599,416
4.00
2.35
$1 ,587,066
12,350
$1,599,416
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.
PERFORMANCE MEASURES:
• Track material accounts by major subjects.
• Track vendor discounts.
• Coordinate selection and ordering of at least
26,000 new print and non-print materials.
• Monitor use of downloadable audio-book
collection.
• Continue system-wide weeding plan to keep
collections current.
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.
KEY ACHIEVEMENTS:
• During 2006-2007, Radio Frequency Identification technology was implemented in all Carlsbad City Library
Facilities. The Senior Librarian from this division was the project manager. Much time and effort was devoted to
this project, significantly changing her role for FY 06-07.
• Preparing for the RFID tagging of the entire collection, the Collection Development and Acquisitions Division
spent an extraordinary amount of time coordinating and supporting an aggressive weeding effort.
SIGNIFICANT CHANGES:
A .40 hourly position has been reallocated from this program to better reflect work load.
G-10
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIA SERVICES
GENERAL
LIBRARY ACCTNO. 0014050
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$209,531
45,381
65,163
$320,075
2.00
2.10
2005-06
ACTUAL
$223,189
38,031
10,609
$271 ,831
2.00
2.10
2006-07
BUDGET
$238,000
51,515
24,400
$313,915
2.00
2.30
2007-08
BUDGET
$250,990
52,000
3,250
$306,240
2.00
2.30
WORK PROGRAM:
The Library's Media Division provides a wide range of event management services and related activities in support of
programs staged in the Library's Schulman Auditorium and Gowland Meeting Room. Tasked with managing these
facilities, responsibilities include: overseeing operations, marketing of facilities and services, program support,
scheduling, training, and providing technical support for patrons and other user groups. Management duties include:
recruiting staff, use policy development, use analysis reports, fee collection, and fiscal management. A wide range
of event service is provided, including: theater lighting and sound, and presentation technology and multi-media
support. Other related production services enable events to reach broader community audiences via circulating
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 online system workflows, perform ongoing fee collections, process and provide comprehensive reports.
Provide ongoing staff training, and assign and supervise part-time support staff.
Programming Support
• Facilitate quality community programming featuring such locally significant events as Teen Rock the Library,
Winter Jazz Series, Film Series, Opera Series, Author Talks, etc. Provide technical support and production
recordings to enable wider distribution of programs.
Management Media Produced Library Collections
• Acquisition and creation of locally produced media materials including: digital imagery, photographic prints,
video and audio recordings. Refining procedural processes and accountability. Provide improved workflow for
duplication, labeling, and digital storage using content management systems for related web development,
Intranet access and distribution.
KEY ACHIEVEMENTS:
• Virtual Event Management System implemented
SIGNIFICANT CHANGES:
• None
G-11
PROGRAM:
FUND:
PROGRAM GROUP:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCTNO. 0014055
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$143,166
39,472
0
$182,638
1.00
1.60
2005-06
ACTUAL
$154,716
59,733
0
$214,450
1.00
1.60
2006-07
BUDGET
$176,410
49,660
0
$226,070
1.00
1.70
2007-08
BUDGET
$169,160
48,150
0
$217,310
1.00
2.00
WORK PROGRAM:
The Adult Learning Program is the Library's adult literacy service. The program provides individualized instruction in
fundamental reading and writing skills to English-speaking adults and in a partnership with Carlsbad High School, to
selected high school students. Tutoring by trained volunteers, integration of technology throughout the curriculum,
and small group study encourage the development of positive self-esteem and the practical application of literacy
skills in the home, workplace, and community.
PROGRAM ACTIVITIES:
Literacy Skill Development
• The program provides reading and writing
learning assistance (learning experiences) that
is targeted to each learner's literacy needs, life
situation, and goals.
WORKLOAD STATISTICS:
Learners
Studying
Volunteer
Tutors
Instructing
Instructional
Hours
Completed
2004-
05
116
73
6,546
2005-
06
161
94
7,113
KEY ACHIEVEMENTS FOR 2006-07:
• California State Library awarded the Adult Learning Program two part-time (900 hours/12 months each) federal
AmeriCorps members for January - December 2007.
• Construction began on the new 11,000 square-foot Library Learning Center, which will serve as the permanent
home of the Adult Learning Program and the Centra de Informacion.
KEY GOALS FOR 2007-08:
• Complete construction of the Library Learning Center and finalize move-in and operation plans.
SIGNIFICANT CHANGES:
A 0.30 hourly position has been reallocated to this program to better reflect work load.
G-12
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS
VARIOUS
CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$525,125
31 1 ,859
1,815
$838,798
5.00
2.50
2005-06
ACTUAL
$554,520
31 1 ,743
0
$866,264
5.00
2.50
2006-07
BUDGET
$573,641
329,204
0
$902,845
5.00
3.25
2007-08
BUDGET
$606,240
322,296
0
$928,536
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 2006-07:
• Produced 58 events attracting approximately 64,000 people.
• Presented five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden,
attracting over 26,000 visitors.
• Presented exhibition, "Impossible to Forget: The Nazi Camps Fifty Years After" in Cannon Art Gallery with
extensive series of accompanying programs and educational materials
• 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 900 participants.
• Awarded Community Arts Grants: 8 in the Organizations/Artist Partnerships category; 13 in the Arts Education
category, resulting in the community presentation of more 80 performances, exhibits, and special projects.
• Partnered with San Diego Opera 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 five-person student delegation from our Sister City, Futtsu in Japan.
KEY GOALS FOR 2007-08:
Top-Quality Services
• Strengthen the infrastructure of the Arts Office through development and implementation of 3-year strategic
plan.
• Expand fund-raising activities and collaborative projects, including collaboration with Carlsbad Magazine on the
TGIF souvenir program
• Promote, train, and utilize volunteers and artists in providing services for Arts Office programs.
• Carry out conservation survey of the Public Art Collection
Learning
• Continue to work with school districts serving Carlsbad on arts education.
• Continue to implement gallery arts education services for children and adults.
• Offer community-wide opportunities including multi-cultural events and educational opportunities for children and
adults.
• Fund-raise for arts education programs.
Citizen Connection
• Conduct a series of programs that continues the dialogue begun with the community in 2005 with the town
meetings on the arts.
G-13
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND
CULTURAL ARTS ACCTNO. 0014062-65/0014067-687
142XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2004-05
ACTUAL
$51 1 ,945
277,534
1,815
$791 ,293
5.00
2.57
$777,714
13,579
$791,293
2005-06
ACTUAL
$542,521
273,703
0
$816,224
5.00
2.57
$802,983
13,241
$816,224
2006-07
BUDGET
$558,360
267,809
0
$826,169
5.00
2.59
$808,169
18,000
$826,169
2007-08
BUDGET
$590,200
269,666
0
$859,866
5.00
2.59
$833,766
26,100
$859,866
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 2007 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 three (3) weeks of Creative Arts Camp and three (3) weeks of Club Pelican (a nature & art camp)
Information
Produce a calendar/newsletter four (4) times per year.
Produce ArtsBrag, an arts education newsletter three (3) times a year.
Keep the Arts Info Line up-to-date for 24-hour call-in access.
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.
G-14
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND
CULTURAL ARTS
PAGE TWO
ACCTNO. 0014062-65/0014067-687
142XXXX
KEY GOALS FOR 2007- 08:
Top-Quality Services
• Develop and strengthen arts organizations and provide cultural opportunities through Community Arts Grants
Program.
• Generate sponsorship and fund-raising activities for the Gallery, Arts Office programs, and arts education
programs.
• Submit grant applications to State and federal funding agencies when appropriate.
• Assist Friends of the Arts with fundraising efforts.
• Serve on Library and Arts Foundation Board.
Citizen Connection
• Plan and carry out a series of forum-like programs - part presentation, part discussion - around issues of
interest to the arts community.
Balanced Community Development
• Operate the Cannon Art Gallery with five (5) exhibitions per year.
• Operate the Sculpture Garden with one (1) exhibition per year.
Learning. Culture & Arts
• Offer community-wide multi-cultural events (Multicultural Arts Festival).
• Produce a jazz souvenir program.
• Offer 4 "Art at Jazz" hands-on art activities for children during the jazz concerts.
WORKLOAD MEASURES:
Delivery of Top-Quality Services 2003-04 2005-06 2006-07
Arts Office Events/Attendance 45/60,000 42/55,000 42/65,000
Community Grants Awards/Budget 17/24,000 23/24,000 21/24,000
Educational Opportunities - Information Services 2003-04 2005-06 2006-07
Newsletters (Issues/Distribution) 8/50,000 6/30,000 4/20,000
Special Publications (Per Year/Distribution) 16/32,000 14/21,000 20/26,000.
Arts Info Line Calls (Monthly) 240 250 230
Diverse Economic Opportunities 2003-04 2005-06 2006-07
Grants and Contributions $66,344 $107,800 $71,000
SIGNIFICANT CHANGES:
• None
G-15
PROGRAM:
FUND:
PROGRAM GROUP:
SISTER CITY
GENERAL FUND
CULTURAL ARTS ACCTNO. 0014066
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2004-05
ACTUAL
$0
6,602
$6,602
0.00
0.00
$6,602
0
$6,602
2005-06
ACTUAL
$0
10,034
0
$10,034
0.00
0.00
$10,034
0
$10,034
2006-07
BUDGET
$0
7,215
0
$7,215
0.00
0.00
$7,215
0
$7,215
2007-08
BUDGET
$0
9,150
0
$9,150
0.00
0.00
$9,150
0
$9,150
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 delegations as needed.
• Coordinate ongoing cultural and educational exchange projects.
• Develop public programs for Carlsbad audiences related to Sister Cities cultures and program philosophy
Actively Pursue the Contribution of Funds for the Sister City Program
• Coordinate programs including fund-raisers, festivals, and scholarship exchange programs, and raise funds for
such programs.
SIGNIFICANT CHANGES:
• None
G-16
PROGRAM:
FUND:
PROGRAM GROUP:
SPECIAL EVENTS
SPECIAL REVENUE FUND
CULTURAL ARTS ACCTNO. 14840X0
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$13,180
27,723
0
$40,903
0.00
0.00
2005-06
ACTUAL
$11,999
28,006
0
$40,005
0.00
0.00
2006-07
BUDGET
$15,281
54,180
0
$69,461
0.00
0.66
2007-08
BUDGET
$16,040
43,480
0
$59,520
0.00
0.66
WORK PROGRAM:
Provide a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue Performing Arts Programming
• During the Summer 2007 season, present ten (10) jazz concerts in city parks.
• Produce and distribute jazz concert souvenir program, produced in collaboration with Carlsbad Magazine.
Actively Pursue the Contribution of Gifts and Funds for the Arts
• Seek out corporate sponsorships for advertising in jazz souvenir program and for underwriting jazz concerts.
• Assist Friends of the Arts in fundraising efforts at jazz concerts.
PERFORMANCE MEASURES:
• During the Summer 2007 season, present ten (10) jazz concerts in city parks with an attendance total of
38,000+.
• Raise over $40,000 in contributions.
SIGNIFICANT CHANGES:
• Two concerts will move from Calavera Hills Park to Pine Avenue Park, which opened in Fiscal Year 2006-07,
thus bringing concerts back to the City's Northwest quadrant.
G-17
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION
GENERAL/SPECIAL REVENUE
RECREATION SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$3,467,099
2,036,705
59,146
$5,562,950
33.00
50.41
2005-06
ACTUAL
$3,763,321
2,029,507
101,560
$5,894,404
33.00
52.51
2006-07
BUDGET
$4,210,715
2,185,287
12,584
$6,408,586
30.50
52.51
2007-08
BUDGET
$4,195,387
2,571 ,839
72,300
$6,839,526
30.50
53.91
PROGRAM GROUP DESCRIPTION:
With 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 and trails, as well as the operations of
current recreation programs including 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 ACHIEVEMENTS FOR 2006-07:
• Completed the construction of Pine Avenue Community Park.
• Continued to monitor the T.R.U.S.T. 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 4.5 miles of the Citywide trails system.
• Stabilization and preservation of the Stone Masonry BBQ project completed at Leo Carrillo Ranch.
• Completed Leo Carrillo Ranch erosion repair and drainage improvements.
• Responded to customer feedback requests regarding our camp programs.
• Completed 100% design of the Alga Norte Community Park & Aquatics Center.
• Developed a naming rights policy.
• Golf Course: Completed mass grading and completed construction of all golf course elements and
maintenance facilities; construction of clubhouse is approximately 90% complete.
• Senior Center expansion project is underway.
• Awarded the Helen Putnam Award for Excellence by the League of California Cities for the Recreation
department's T.R.U.S.T. sportsmanship program
• Received three awards from the California Parks and Recreation Society (C.P.R.S.) for Recreation's new Trail
Blast program and its marketing, and for the marketing of the T.R.U.S.T. sportsmanship program.
KEY GOALS FOR 2007-08:
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 of recreation
programs.
G-18
PROGRAM: RECREATION PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2007-08 (continued):
• 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 new
neighborhood-based special events at our Community Parks.
• Continue to promote and support a safe environment to gather for all facility users and program participants
through continued emphasis of the Department's T.R.U.S.T. program.
• Relocation and centralization of the Recreation department's management and administrative staff.
•
Financial Health
• Provide recreational activities, facilities, and other special events that support local businesses and enhance
transient occupancy taxes and sales tax revenue, such as the triathlon, sport tournaments, and swim meets.
• Prepare marketing and sponsorship packets promoting the City's recreational programs, services and facilities.
• Enhance revenues by promoting and facilitating the rental of City facilities.
• 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.
• Establish a goal of self-sustaining levels for various divisions in Recreation.
• Explore options to fund future park development projects, programs and operations.
Learning
• Prepare monthly agendas for the Parks and Recreation and 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 wellness.
• Continue to participate in the Greater San Diego Recreation Park Coalition for Health and Wellness.
• Provide and encourage a variety of professional training opportunities to all staff members.
• Improve our camp programs through improved staff training to ensure quality programs. Create cross-training
opportunities within the Recreation 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.
• Improve our staff development program, the "All Hands Meeting", by developing a consistent and
comprehensive program to improve communication and teamwork.
Parks/Open Space/Trails
• Continue to develop a Citywide Trails Master Plan, including acquisition and development.
• Support and assist, where possible, the volunteer trails development program.
• Complete construction and grand opening of the Municipal Golf Course
• Begin construction of Alga Norte Park and Aquatics Center.
• 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
parks and programming, in order to encourage citizens to "stay" in Carlsbad and "play" in Carlsbad.
• Continue to identify public sector and private partnerships for our trails program.
• Complete the Senior Center expansion project.
• Complete the Leo Carrillo Ranch Barn Stabilization project.
• Complete the construction of seven additional tennis courts at Poinsettia Park.
• Complete the rental area expansion at Leo Carrillo Ranch.
• Process construction cost reimbursement request forms to the State of California for Prop. 12 and Prop. 40
Grant funds for Pine Avenue Community Park.
G-19
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING & RECREATION MANAGEMENT
GENERAL FUND/SPECIAL REVENUE
COMMUNITY SERVICES ACCT NO. 0014510/001454S/
1404515/14945XX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
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
ACTUAL
$821 ,589
327,691
1,975
$1,151,256
7.50
0.00
$1,139,586
11,670
$1,151,256
2006-07
BUDGET
$913,766
353,791
0
$1 ,267,557
5.50
0.00
$1 ,267,557
0
$1 ,267,557
2007-08
BUDGET
$637,044
426,507
0
$1 ,063,551
5.50
0.00
$1 ,047,351
16,200
$1 ,063,551
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 play in the City of 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 30.5 full-time positions and approximately 52.51
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.
G-20
PROGRAM: PARK PLANNING PAGE TWO
& RECREATION MANAGEMENT
FUND: GENERAL FUND/SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545
1404515/14945XX
PROGRAM ACTIVITIES (continued):
Park Acquisition. Planning, and/or Development
Ensure adequate park acquisition, development, and rehabilitation in order to meet the park performance standards
of the Growth Management Program. Provide for current and future community needs by addressing changing
recreation trends.
• Monitor and implement existing park agreements.
• Develop, coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and
future park development projects.
• Provide staff liaison and support for the operations of the municipal golf course.
• Provide client department support during construction of Alga Norte Parka and Aquatics Center, Senior Center
Improvements, and Poinsettia Tennis Courts.
• Process the actions required to create a Citywide Trail System (land acquisition, maintenance system,
development, volunteers, etc.).
• Provide in-house design and coordination of various small park improvement projects (e.g. Pine Avenue Park
restrooms, Shade structures at various parks, Carrillo Ranch event area expansion, Carrillo Ranch Barn
restoration, etc.).
Recreation Programs
Manage the implementation, performance, and adequacies of recreation programs.
• Provide a wide variety of recreation programs and special events for all segments of the population who live,
work, and/or play in Carlsbad.
• Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys.
• Maintain a self-sustaining percentage of recreational programs as recommended by the City Council.
• Prepare and distribute the Community Services & Recreation Guide three (3) times per year, 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
G-21
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
2004-05
ACTUAL
$932,889
894,753
18,444
$1 ,846,086
8.25
22.13
2005-06
ACTUAL
$1,031,635
951 ,249
13,470
$1 ,996,354
8.20
21.75
2006-07
BUDGET
$1 ,254,935
983,120
0
$2,238,055
8.20
21.75
2007-08
BUDGET
$1 ,280,482
1,191,703
0
$2,472,185
7.90
20.77
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing fee-supported programs for all segments of the population, including
those that live, work, and/or play in Carlsbad. Recreation works with the community to increase the quality of life
through its people, parks, and programs. In Essence, creating a sense of community through the value it places on
people, the diversity in facilities, parks and trails, as well as programs & services that help to sustain a viable and
healthy community.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, youth and adult sports, special events, youth day camps,
preschool and teen programs.
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.
• Promote open dialog with the community and
respond to their needs. When appropriate
suggestions are incorporated into the current
process, programs, services, and procedures.
• Offer 24/7 services which include field updates,
league standings, and registration opportunities.
• Evaluate programs and analyze data on an ongoing
basis.
• Prepare financial and revenue reports.
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.
Promote health and wellness opportunities through
enrichment programs to help position the
department as a health and wellness resource for
the community.
Research and implement program opportunities.
» « ^^ • •• •*,**•++ rtm* iw«^™n^^^^«
Actuals
2005-06
Enrichment Classes
Conducted 1 ,650
Enrolled 16,700
Revenue $538,000
Sports Camps
Camps
Participants
Revenue
25
800
$48,000
'
Estimated
2006-07
1,650
16,700
$610,000
25
800
$48,000
Projected
2007-08
1,700
17,000
$764,500
30
900
$50,000
Youth Sports
Teams
Participants
Spectators
Revenue
Adult Sports
Teams
Participants
Spectators
Revenue
Actuals
2005-06
70
1,150
15,000
$36,500
330
5,150
30,000
$92,000
Estimated
2006-07
70
1,150
15,000
$35,500
332
5,200
30,100
$95,000
Projected
2007-08
72
1,200
1,600
$46,000
336
5,400
30,300
$100,000
G-22
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION
PAGE TWO
ACCT NO. 0014515, 0014521-28
WORKLOAD MEASURES (continued):
Day Camps
Camps
Participants
Revenue
Actuals
2005-06
23
716
$121,445
Pre-school Classes
Conducted 175
Enrolled 1,792
Revenue $150,000
Triathlon
Spectators
Participants
Revenue
5,500
1,120
$105,260
Estimate
2006-07
31
760
$123,600
3,500
989
$91,380
Projected
2007-08
32
780
$125,000
Teens
CIT Participants
Teen Participants
Revenue
175
1,792
$142,500
175
1,792
$156,280
Special Events
Events
Participants
Revenue
5,000
1000
$96,900
Actuals Estimate Projected
2005-06 2006-07 2007-08
964 1080 1,100
50 300 500
$250 $2,000 $2,000
10 11 11
3,500 6,500 7,000
$9,000 $15,000 $16,500
Community Volunteers
Volunteers 1,300 1,600 1,700
Hours 11,000 17,000 18,000
KEY GOALS FOR 2007-08:
Top Quality Services
• Continue to implement the Recreation Department's Strategic Plan. The Strategic Plan will enhance access to
open space, provide safe places to gather, create life-long learning opportunities, and build a stronger
community.
• Conduct customer service training for all staff to broaden their knowledge and improve service delivery.
• Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
Financial Health
• Recruit, train, and recognize volunteers through an annual awards program in order to improve service quality
and reduce program costs.
• Recruit and maintain program sponsors to promote local businesses and reduce operational costs.
• Provide a wide variety of revenue-generating quality recreation opportunities that support local businesses and
enhance transient occupancy taxes (TOT) and sales tax opportunities.
• Respond to the needs of the citizens for program activities and cost savings.
Learning
• 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 wellness.
• 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:
• A 0.30 FTE position and a 0.98 hourly position are being reallocated from this program to better reflect work
load requirements.
G-23
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AQUATICS
GENERAL
RECREATION ACCT NO. 0014520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$347,360
159,239
1 1 ,043
$517,642
2.47
7.50
2005-06
ACTUAL
$389,921
168,899
0
$558,820
2.47
7.40
2006-07
BUDGET
$404,955
147,715
0
$552,670
2.47
7.40
2007-08
BUDGET
$417,279
152,860
0
$570,139
2.47
7.50
WORK PROGRAM:
The Aquatics Program provides for the operation of an attractive and safe community swim complex, which offers
comprehensive instruction and training, competition, and recreational swimming to all segments of the population
who live, work, and/or visit in Carlsbad.
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.
G-24
PROGRAM:
FUND:
PROGRAM GROUP:
WORKLOAD STATISTICS
Instructional Lessons
Lane/Hours
Classes Conducted
Registered, Resident
Registered, Non-Resident
Revenue
Carlsbad Hiah School P.E.
Lane/Hours
Participation
Revenue
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
RECREATION-AQUATICS
GENERAL
RECREATION
:
Actual
2005-06
1,993
273
1,661
54
$67,625
1,938
4,142
$9,690
20,379
6,689
8,675
18,742
$81 ,760
3,748
12,950
$50,258
4,657
9,208
$15,546
2,562
8,860
$13,760
Estimate
2006-07
2,000
273
1,675
55
$68,000
1,900
4,100
$9,600
20,300
6,800
8,800
19,000
$81 ,700
3,700
12,000
$49,000
4,600
9,200
$25,000
2,500
8,500
$13,000
Carlsbad Water Polo (Bovs Aqe Group
Water Polo)
Lane/Hours
Participation
Revenue
2,424
3,675
$8,521
2,300
3,600
$8,500
San Dieauito Synchronized Swimmina
Lane/Hours
Participation
Revenue
Pacific Diving Academy
Lane/Hours
Participation
Revenue
196
902
$980
375
484
$2,250
190
900
$980
375
400
$2,200
PAGE TWO
ACCTNO. 0014520
Projected
2007-08
2,000
273
1,675
55
$68,000
1,900
4,100
$9,600
20,300
6,800
8,800
19,000
$81,700
3,700
12,000
$49,000
4,600
9,200
$25,000
2,500
8,500
$13,000
2,300
3,600
$8,500
190
900
$980
375
400
$2,200
G-25
n
in
PROGRAM: RECREATION-AQUATICS PAGE THREE •
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520 P
KEY ACHIEVEMENTS FOR 2006-07: P
Ml
• Provided accurate financial and operational information to decision makers about the Alga Norte Park Aquatic
Center.
KEY GOALS FOR 2007-08:
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.
These include increased Carlsbad High School "Aquatic P.E." use, synchronized swimming, springboard
diving, water polo, and swim team rental usage. H
•ILearning
• 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. MI
SIGNIFICANT CHANGES: m
• A 0.10 hourly position has been reallocated to this program to better reflect work load requirements.
•L
iji
im
m
ni
G-26
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AGUA HEDIONDA LAGOON PERMITS
GENERAL
RECREATION ACCTNO. 0014530
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$26,961
1,446
0
$28,407
0.53
0.00
2005-06
ACTUAL
$27,429
1,108
0
$28,538
0.53
0.00
2006-07
BUDGET
$33,095
1,720
0
$34,815
0.53
0.00
2007-08
BUDGET
$33,105
2,320
0
$35,425
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
2005-06 2006-07 2007-08
Annual Permits
Daily Permits
Snug Harbor
Launches
Revenue
288
208
596
288
208
596
288
208
596
$21,246 $21,246 $21,246
SIGNIFICANT CHANGES:
• None
NOTE: The Police Department has responsibility for patrol, enforcement, and lagoon buoy maintenance.
G-27
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION OPERATIONS
GENERAL
RECREATION ACCTNO. 0014540-44/0014546
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
$1,042,051
225,218
29,659
$1,296,928
11.80
13.28
2005-06
ACTUAL
$1,115,576
225,270
86,115
$1,426,961
10.80
15.86
2006-07
BUDGET
$1,182,912
233,950
0
$1,416,862
10.80
15.86
2007-08
BUDGET
$1,328,673
311,007
0
$1,639,680
11.30
17.64
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, parks, and City facilities used by the general public and a
variety of City departments for recreational use and meetings. In addition, the Operations Division 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 other City facilities.
• Attendants attend to customer service issues and provide general clean-up and associated maintenance at facilities
and parks.
• Staff is dedicated to providing excellent customer service and promoting "good sportsmanship" during all programs
and events.
• Staff continues to improve facility rental processing by adding additional rental times and improving the quality and
condition of rental facilities and picnic areas.
• Rentals continue to increase based on improve amenities
• 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 continues to improve with a more comprehensive training program and manuals.
G-28
PROGRAM:
FUND:
DEPARTMENT:
RECREATION OPERATIONS
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014540-44/0014546
WORKLOAD MEASURES:
Reservations Processed:
Number of Facility Users:
Revenue:
Number of Fields Maintained:
Actual
2004-05
3,200
1,100,000
$128,000
17
Actual
2005-06
3,264
1, 110,000
$175,000
23
Estimate
2006-07
4,300
1,150,000
$285,000
25
Projected
2007-08
5,865
1,180,000
$331,000
25
KEY GOALS FOR 2007-08:
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.
• Incorporate the health and wellness initiative throughout all programs, activities, and services.
Balanced Community Development
• Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and
competitive alternative to private sector facilities.
• City parks and facilities provide a place for citizens to connect with the community, place, and spirit through
balanced and sustainable land use and with Carrillo Ranch, this includes providing ongoing historic preservation
efforts.
SIGNIFICANT CHANGES:
• A 1.40 hourly recreation staff position will be added to support Pine Avenue Park (opened during FY 2006-07),
Leo Carillo Ranch Historic Park, and the new Senior Center.
• A 0.50 position was transferred to the Senior Programs to better reflect work load requirements.
• A 0.38 hourly position have been reallocated to this program to better reflect work load requirements.
G-29
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
2004-05
ACTUAL
$305,299
422,598
0
$727,897
1.95
7.50
$721 ,537
6,360
$727,897
2005-06
ACTUAL
$377,170
355,289
0
$732,460
3.00
7.50
$723,763
8,697
$732,460
2006-07
BUDGET
$421 ,052
464,991
12,584
$898,627
3.00
7.50
$898,627
0
$898,627
2007-08
BUDGET
$498,804
487,442
72,300
$1 ,058,546
2.80
8.00
$994,046
64,500
$1 ,058,546
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.
G-30
PROGRAM: SENIOR PROGRAMS PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: RECREATION ACCT NO. 0014570-0014574,143xxxx
PROGRAM ACTIVITIES (continued):
Senior Grants
• Provide a minimum of 30,000 nutritious lunches.
• Provide a minimum of 10,000 delivered meals to the homes of Carlsbad's frail seniors.
• Provide over 9,000 rides to seniors who have limited means of getting to the Senior Center, shopping, medical
visits, and other necessary appointments.
• Provide nutrition education and special events focused on lunchtime activities.
Administration
Coordinate all operations of the Senior Center: staffing, volunteer recruitment, facility rentals, and grants
management.
After-hours facility rentals.
Staff scheduling.
Volunteer recruitment and training.
Budget management.
Senior Commission.
Senior Center Operations
• Over 30,000 seniors walk through its doors on an annual basis. Some participate in the activities provided
including the Nutrition program. It provides an opportunity for lifelong learning, a safe place to gather, and
promotes a healthy lifestyle.
Transportation
• The transportation program provides an open door to the community servicing over 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:
• A 0.50 hourly position is reallocated to this program to better reflect work load requirements.
• A 0.20 FTE position is reallocated from this program to better reflect work load requirements.
G-31
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
16,040,898
35,549,600
2,636,940
54,227,438
195.07
15.95
2005-06
ACTUAL
17,913,819
40,069,470
7,052,719
65,036,008
196.70
15.95
2006-07
BUDGET
19,131,003
44,987,439
2,833,560
66,952,002
214.25
8.21
2007-08
BUDGET
21 ,329,974
50,266,003
3,195,040
74,791,017
228.25
10.78
Public Works Admin,
2%
Environmental
Programs, 4%
Maintenance &
Operations, 54%
General Services,
26%
Engineering, 13%
H-1
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
2004-05
ACTUAL
661,550
213,068
0
874,618
6.30
0.00
2005-06
ACTUAL
736,510
171,291
388
908,189
6.30
0.00
2006-07
BUDGET
767,801
209,831
0
977,632
6.30
0.00
2007-08
BUDGET
795,158
328,058
0
1,123,216
6.45
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 Public Works 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
• 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 2006-07:
• Coordination of expenses related to the 2005 Winter Storms led to the reimbursement of over six (6) million
dollars from the federal government.
• Continued to maintain responsibility for Public Works Contracting for the entire City; developed simplified
processes and performance measures to track results.
H-2
PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
KEY ACHIEVEMENTS FOR 2006-07 (continued):
• Participated in Citywide team to develop options for the future site of the Public Works Center.
• Improved the Administrative support function within Public Works by determining the most efficient use of
resources and encouraging a collaborative approach between administration and operations.
« Improved reporting of Public Works Contract bid process to provide better customer service to internal staff,
vendors, and contractors while also ensuring compliance with government regulations on equal opportunity.
« Coordinated effort to upgrade Public Works Work Management System (Hansen) to latest version to improve
reporting capabilities and improve effectiveness of the Public Works Work Management Programs.
KEY GOALS FOR 2007-08:
• Improve the City Wide Contract Management Process to provide better management data and interface with
financial systems.
• Improve the effectiveness of the overall Public Works Organization by reviewing processes and acting on input
received from staff.
SIGNIFICANT CHANGES:
• A Business Systems Technician has been added to this program to assist the Business Systems Specialist with
the coordination of various IT issues. This program has been allocated 0.50 of the position based on workload
requirements.
• A total of 0.35 positions have been reallocated to other programs to better reflect each program's workload.
H-3
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCTNO. 001571X/5XX6310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SANITATION ENTERPRISE
TOTAL FUNDING
2004-05
ACTUAL
5,121,921
1 ,709,364
140,336
6,971,622
51.20
1.00
5,873,943
624,999
472,680
6,971 ,622
2005-06
ACTUAL
5,433,968
1,705,035
3,875
7,142,878
51.20
1.00
6,077,519
639,215
426,144
7,142,878
2006-07
BUDGET
5,842,586
2,444,951
80,000
8,367,537
54.60
0.50
7,208,940
695,162
463,435
8,367,537
2007-08
BUDGET
6,905,571
3,116,567
50,713
10,072,851
56.90
1.50
8,827,909
746,965
497,977
10,072,851
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 building and park improvements, street improvements, performing markouts, preparing
master plans and special studies and investigations, and water resource development. For each project a
variety of services are provided including planning, preparation of final plans and specifications, water quality
investigations, technical engineering assistance, mapping, facility location and administration and project
management.
H-4
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571 x/sxxesio
PROGRAM ACTIVITIES (continued):
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.
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 2006-07:
Design Completed
2007 slurry seal overlay and pavement and overlay
Highland Drive storm drain from Pine to Basewood
2007 Concrete Replacement
Lake Calavera Outlet Works Improvement
Poinsettia Park Tennis Courts
Mira Monte Drive Access Gate Control
Upper and Lower Faraday Lift Station Removal
El Camino Widening at Cougar
Poinsettia Lift Station Improvement
Fire Station Number 6
Alga Norte Community Park
Construction Completed
Fire Station 5 Storage and Restroom
Hidden Canyon Community Park
Bressi Potable Water Pump Station
Pine Avenue Park
Woodstock Sewer Pipeline Extension
Forest Avenue Sewer Pipeline Extension
Dove Library Garden Playground
Carlsbad Boulevard Left Turn Lane at Breakwater
SCADA Integration on Recycled Water
North Batiquitos Lift Station Improvements
San Marcos Boulevard Transmission Main
Carlsbad Boulevard Bridge Retrofit
Mahr Reservoir Recycled Water
Calavera, Bressi, and Twin D. Recycled Water Pump Stations
2006 Concrete Replacement
2006 Pavement Overlay
2006 Slurry Seal
Faraday/El Camino Real improvements and misc. Traffic Signals
Blackrail Road Improvements
Roosevelt Street Light
Roosevelt Street Electrical Undergrounding
Batiquitos Lift Station Improvement
Water Well Abandonments (9 locations)
Encina Basin Water Reclamation Twin D Reservoirs
Industrial Park Pipelines
Sea Cliff and North Batiquitos Interceptor AH Replacement
Traffic signal modifications on El Camino Real at Hosp, Marron and Plaza
Traffic Signal at Paseo Del Norte and Car Country
H-5
PROGRAM: ENGINEERING PAGE THREE •
FUND: GENERAL/WATER & SEWER ENTERPRISE |
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. ooi57ix/5XX63io
m
KEY ACHIEVEMENTS FOR 2006-07 (continued): **
Traffic signal at Carlsbad Village Drive and Glasgow **
El Camino Real Domestic and Recycled Water Transmission mains —
Coastal Rail Trail, Phase I
Faraday Avenue between Orion and Melrose _
El Fuerte Street between Faraday and Loker
Rancho Santa Fe Road Construction - Phases I and II Project «i
Emergency Dredge Work within Agua Hedionda Channel Project
mOther Projects t
Completed draft EIR document for Agua Hedionda Channel Dredge *•*
Completed draft Drainage Master Plan Update Document
Completed Rancho Santa Fe and Olivenhain Road Financing and Commenced Construction M)
Completed Bicycle Master Plan Update '
Completed permitting for Opportunistic Sand Program
Completed spot widening on El Camino Real Project
Construction substantially completed on the City of Carlsbad Municipal Golf Course ^
Developed five-year Channel Maintenance Program and initiated environmental process M
Repaired the Leo Carrillo Park erosion problem
Processed improvement and grading plans for over one million square feet of industrial buildings „.
Energized five traffic signals
Approved plans and initiated construction on 84" Cannon Road storm drain project w*
Approved plans and initiated construction on Cannon Rd/College Blvd widening project
KEY GOALS FOR 2007-08: j
Transportation/Circulation
• Continue to work toward the environmental processing, design, and/or construction of major road projects ^
including: College Boulevard Reach A, Cannon Reach 4, Faraday Avenue, Poinsettia Lane Reach E, and spot M
widening of El Camino Real.
Parks/Open Space/Trails flf
• Complete permitting and design of Coastal Rail Trail Reach 5 m
Design
Complete Domestic Water System modeling and water quality monitoring Program *
Active members with water Reuse and California Storm water Quality Association **
Update Sewer Benefit Area Fee Program
Continue with Beach Access Stairway Improvement Project m
Repair guardrail at Palomar airport Road Bridge
Replace Cynthia Lane Storm drain and six other locations **
Actively design Costal Rail Trail Reach 5/Avenida Encinas widening
Actively design El Camino Real widening at Chestnut and Tamarack *"*
Actively design Carlsbad Boulevard Jetty Barrier Improvement project —
Actively design Market Pump Station VFD Upgrade and Tank Leak Repair
Actively design Carlsbad Boulevard Encinas Creek Bridge replacement.
^^V
Planning and Programs —
Obtain City approval of Drainage Master Plan
Authorize bidding for Agua Hedionda Channel Dredge project _
Prepare financing plan for Poinsettia Lane Reach E
Secure a Memorandum of Understanding with State Parks on Beach Preservation *•
Support efforts to implement regional beach nourishment projects
Prepare a Pedestrian Master Plan PI
Implement TransNet Regional Traffic Impact Fee Program
H-6 *
PROGRAM: ENGINEERING PAGE FOUR
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 001571X/5XX6310
KEY GOALS FOR 2007-08 (continued):
Development Services
Implement CityGate business process review recommendations
Complete Ponto Village Area Vision Plan EIR and advancement of development projects
Complete rough grading for Robertson Ranch park site
Complete Cannon Road and College Boulevard widening
Prepare a Draft Pedestrian Master Plan.
Complete construction and financing of Rancho Santa Fe and Olivenhain Road improvements.
Complete the Rancho Santa Fe Road Phase II project.
Complete the Faraday and Melrose 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:
• A Senior Construction Inspector has been added to this program to assist with the inspection requirements of
the new Storm Water Program.
• A new Traffic Signal Systems Engineer has been added to this program to develop a comprehensive
transportation network optimization of traffic signals to ensure cost-effective and efficient vehicle flow on arterial
roadways.
• A total of 0.30 positions have been reallocated to this program to better reflect each program's workload.
• A total of 1.0 hourly position has been added to hire several interns throughout the year to assist with the
program's workload requirements.
H-7
PROGRAM:
FUND:
PROGRAM GROUP:
GENERAL SERVICES
VARIOUS
GENERAL SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
5,914,417
9,081 ,688
208,606
15,204,712
82.05
14.35
2005-06
ACTUAL
6,409,226
10,077,695
639,410
17,126,331
82.05
14.35
2006-07
BUDGET
7,258,736
10,474,742
961,410
18,694,888
95.95
7.51
2007-08
BUDGET
7,712,040
1 1 ,345,758
615,000
19,672,798
97.75
9.08
PROGRAM GROUP DESCRIPTION:
The City's General Services Department is responsible for the preventative maintenance and repair of parks, school
athletic fields, City buildings and vehicles, public street trees, medians, trails, and City streets.
PROGRAM ACTIVITIES:
LLD
Medians_ 1.3%
3.6%
Buena Vista Channel
°-5% Streets
15.6%
Trees
Vehicle Replacement 3-0%
4.4%
Vehicle Maintenance
14.0%
Street Lights
6.3%
Traffic Signals
3.8%
Parks
26.5%
Facilities
19.4%
KEY ACHIEVEMENTS FOR 2006-07:
Facilities
Implemented Comprehensive Preventative Maintenance program for City Facilities.
Remodeled the Harding Community Center Stage.
Completed the Library RFID installation project.
Renovated the Lobby's at both City Recreation Centers.
Replaced the Safety Center Chiller.
Installed energy efficient lighting at the Stagecoach and Calavera Community Centers as well as the Fleet
building.
Re-roofed the Swim Complex, Fire station #3, Heritage Hall and the Arts office.
Installed energy misers for City vending machines.
Repaired Flood damage at the Bauer Lumber Building.
Relocated the Head Start program.
Remodeled and relocated the crime lab at the Safety Center.
H-8
PROGRAM: GENERAL SERVICES PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
Streets
• Instituted a zone by zone inspection program which is coordinated with the City's overlay program.
• Extensive streetscape work conducted in the Downtown Village area.
• Instituted Street pressure washing program for downtown area.
• Increased the number of work orders performed by over 200%
• Repaired and epoxy painted 8 beach access stairways
• Repaired concrete damage at the sea wall
Traffic Signals
• Installed battery back-ups at approximately 15 locations.
• Installed several audible pedestrian crossing devices in the Downtown Village area.
• Rebuilt the Traffic Signals at the Cinema and Marron intersection.
Street Lighting
• Added additional contracting opportunities to increase maintenance of Street Lights.
• Replaced 22 street lights along Carlsbad Boulevard.
Fleet
• After close evaluation of the 53 units which met the replacement criteria, only 24 were recommended for
replacement in FY 2007. Six units were recommended for removal and 2 units were downsized.
Parks
• Planted approximately 400 trees of various species within the Hosp Grove - Rotary Picnic Area/Trailhead.
• Re-screened tennis court fencing at Carlsbad High School (Joint Use Agreement) and Stagecoach Park.
• Reconstructed/remodeled the restrooms at Holiday and Laguna Riviera Parks to ensure ADA. compliance.
• Reconstructed roof framing and sheeting of a storage building and the community gazebo at Holiday Park
• Installed concrete picnic tables/benches at La Costa Canyon, Stagecoach, Cadencia, & Poinsettia Parks,
• Replaced the tot lot equipment and rubberized surfacing at seven park sites to ensure ADA compliance
• Installed perimeter security fencing at the Stagecoach Park baseball field and the Poinsettia Park tot lot.
• Enhanced the landscaping within the Downtown Village in direct response to a City Council top priority.
• Installed a guardrail between baseball fields at Poinsettia Park for slope protection and ADA accessibility.
• Commenced with the full-time maintenance responsibilities of the newly constructed Pine Avenue Park.
• Installed habitat preservation fencing and performed weed abatement at the Veterans Memorial Park site.
• Received a combined park satisfaction rating of 94% on the Annual Performance Measurement Survey.
• Received a combined park approval rating of 98% on the Annual Maintenance Assessment Program.
Street Trees
• Planted approximately 200 street trees of various species within the public right of ways throughout the City.
• Coordinated the pruning of over 1800 street trees under the contract Block-by-Block Maintenance Program.
• Organized an Arbor Day tree planting & voucher event with San Diego Gas & Electric/West Coast Arborists.
• Focused on street tree maintenance within the Downtown Village in response to a City Council top priority.
• Responded to approximately 600 citizen and merchant requests for tree prunings, plantings, or removals.
• Added in excess of 550 street trees to the City's inventory as a result of the Oaks North new development.
Medians
• Administered & inspected contract for approximately 50 acres of medians landscape maintenance.
• Performed irrigation repairs/retrofits, and installed replacement plants/trees in medians of several streets.
• Supplemented maintenance within the Downtown Village in direct response to a City Council top priority.
Trails
• Reconstructed trail link between Hidden Canyon and Dog Parks with retaining wall, granite, and fencing.
• Developed and constructed trail link between Rancho Carrillo development and Palomar Airport Road.
• Oversaw several volunteer work days, including La Costa Glen, and preparations for the Trail Blast events.
• Coordinated several scout projects consisting of the installation of trail bridges, markers/signs and kiosks.
• Assumed responsibility for maintaining an additional 4 miles of trails, bringing the Citywide total to 31 miles.
H-9
PROGRAM: GENERAL SERVICES PAGE THREE „
FUND: VARIOUS ^
PROGRAM GROUP: GENERAL SERVICES SUMMARY
•I
KEY GOALS FOR 2007-08: ^
Top-Quality Services
• Continue to refine the use of the Hansen work order system in the Parks, Street Trees, Medians, and Trails W
maintenance sections. This process Includes the ongoing revision of work order procedures, and the training of ||
appropriate administrative and field staff.
• Continue with the elevated maintenance program developed for the Downtown Village in response to a City
Council top priority. ™
• Conduct a study and initiate a Sign Reflectivity Program. Ill
• Initiate a red light LED Replacement Program
Environmental Management . ;
• Continue to explore ways to reduce energy usage to improve air quality that will ensure a higher quality of life in *•
the community.
1
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ib
H-10
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
1 ,767,451
1,720,114
132,355
3,619,920
23.75
9.85
2005-06
ACTUAL
2,032,169
1,905,114
141,215
4,078,500
23.75
9.85
2006-07
BUDGET
2,391,664
2,254,026
103,705
4,749,395
34.60
4.59
2007-08
BUDGET
2,547,424
2,345,583
315,000
5,208,007
33.70
5.39
WORK PROGRAM:
Maintain, preserve, and enhance 348 acres of parks, school athletic fields, Downtown Village streetscapes, beach
accesses, and landscapes at various civic facilities. This includes the maintenance of 16 parks and 15 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
Eighty-nine percent (89%) 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 $10,726.
Result
The annual park maintenance cost per acre is $13,025.
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 348 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.
H-11
PROGRAM: PARK MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 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.
SIGNIFICANT CHANGES:
• A total of 0.90 positions have been reallocated to other programs to better reflect each program's workload.
• A total of 0.80 hourly positions have been added to meet the increased workload requirements of the program.
I
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E
JP
m
H-12
PROGRAM:
FUND:
PROGRAM GROUP:
TRAILS
GENERAL
GENERAL SERVICES ACCTNO. 0015023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
67,575
8,698
0
76,273
0.50
0.50
2005-06
ACTUAL
94,252
36,309
1,975
132,537
0.50
0.50
2006-07
BUDGET
173,669
148,989
0
322,658
1.80
0.50
2007-08
BUDGET
178,562
160,227
0
338,789
1.90
0.75
WORK PROGRAM:
Community Services and Park maintenance will assist developers and trails volunteers in constructing and
maintaining the citywide trails program.
PERFORMANCE OBJECTIVES:
Trail Management and Maintenance Program
• Maintain existing trails in accordance with the
trail maintenance plan.
• Assist and monitor trail volunteers in the
installation and maintenance of citywide trails.
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.
SIGNIFICANT CHANGES:
• Added four (4) miles of trails maintenance to the City-wide inventory during Fiscal Year 2006-07 bringing the
total current maintained trail mileage to thirty-one (31) miles. Hourly hours were increased to accommodate the
new trails.
• A total of 0.10 positions have been reallocated to this program to better reflect each program's workload.
H-13
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
1 ,375,943
1 ,534,856
38,983
2,949,783
20.60
3.00
2005-06
ACTUAL
1 ,485,603
1 ,622,226
138,829
3,246,660
20.60
3.00
2006-07
BUDGET
1,629,291
1,669,090
487,705
3,786,086
21.45
1.17
2007-08
BUDGET
1 ,583,875
2,105,105
135,000
3,823,980
22.15
0.84
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-one percent (91%) 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 ($8.12 is National benchmark).
Result
Carlsbad Facilities maintenance cost per square foot is $7.32.
Internal Surveys
• Benchmark
Ninety percent (90%) of internal surveys returned indicate overall service by Facilities Maintenance as good to
excellent in all survey categories.
Result
Seventy seven percent (77%) 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
One hundred (100%) of Emergency work orders completed within 24 hours; ninety-four percent (94%) of High
Priority work orders completed within 72 hours; ninety-four percent (94%) of Medium Priority work orders
completed within 20 days; eighty-eight percent (88%) of Low Priority work orders completed within 30 days.
H-14
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES
PAGE TWO
ACCTNO. 0015060
PROGRAM ACTIVITIES:
Building Maintenance
• Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance
program for major mechanical systems, roofing, and painting.
Custodial Services
• Provide professional level custodial services for all City facilities by using a combination of City staff and
contract services.
Contract Maintenance
• Prepare and administer contracts for all building maintenance services (e.g., Heating Ventilation Air
Conditioning (HVAC), plumbing, electrical, construction projects, and custodial services).
WORKLOAD STATISTICS:
Total Work Orders
2,000-i
1,500-
1,000-
500-
n-
D1090
D854
CY05*
*'CY' = Calendar Year
CY06*
SIGNIFICANT CHANGES:
• A Building Maintenance Worker has been added to this program to assist with the workload requirements of
new facilities.
• A total of 0.30 positions have been reallocated to other programs to better reflect each program's workload.
• A total of 0.33 hourly positions have been removed to more accurately reflect the program's workload
requirements.
H-15
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0016355
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
1,302,115
1,164,485
1,740
2,468,340
19.50
0.00
2005-06
ACTUAL
1,345,933
1,273,717
21 ,900
2,641 ,551
19.50
0.00
2006-07
BUDGET
1 ,630,798
1,216,365
60,000
2,907,163
22.20
0.00
2007-08
BUDGET
1,888,879
1,171,556
0
3,060,435
24.15
0.00
WORK PROGRAM:
The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation
efficiency of the roadway system for vehicles and pedestrians.
PERFORMANCE MEASURES:
Roadway Cost:
• Benchmark
Cost per lane-mile of roadway is benchmarked to not exceed $5,661 per street-mile.
Results
Cost per lane-mile of roadway equaled $5,599 in Calendar Year 2006.
Roadway Safety:
• Benchmark
100% of roadway segments meet CalTrans collision rates.
Results
94% 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 2006.
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. 33% of all scheduled street striping and pavement marking activities were completed in Calendar Year
2006.
2. 78% of roadway ratings scored at or above 7 on a 10-point scale in Calendar Year 2006.
3. 89% of the average overall roadway condition index scored 70 or higher in Calendar Year 2006.
H-16
PROGRAM: STREET MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES 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 all traffic, street name, and special signs throughout the City.
Asphalt
• Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching.
Painting
• Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull
nose painting. Also included are painting retaining walls, handrails, and guardrails.
SIGNIFICANT CHANGES:
• Seawall maintenance tasks will be added to Street duties, as well as, downtown decorative tile and concrete
maintenance activities.
• Planned activities include retaining wall, handrail, and guardrail painting.
• A Maintenance Aide has been added to this program to replace two temporary positions.
• A total of 0.95 positions have been reallocated to this program to better reflect each program's workload. As
part of this 0.95 reallocation, a Maintenance Aide position was moved from the Street Lighting program to the
Streets Maintenance program.
H-17
PROGRAM:
FUND:
PROGRAM GROUP:
TRAFFIC SIGNAL MAINTENANCE
GENERAL
GENERAL SERVICES
Hi
m
m
M
ACCTNO. 0016370
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
69,885
505,891
0
575,776
0.95
0.00
2005-06
ACTUAL
77,469
685,050
191,067
953,587
0.95
0.00
2006-07
BUDGET
81 ,476
622,331
310,000
1,013,807
0.95
0.00
2007-08
BUDGET
85,053
653,944
0
738,997
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.
SIGNIFICANT CHANGES:
Approximately 17 new signals are expected to come online by the end of FY 2007-2008.
B
PI
m
m
i
p
*
H-18
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
2004-05
ACTUAL
405,016
283,615
0
688,631
5.40
0.75
2005-06
ACTUAL
332,368
271,256
0
603,624
5.40
0.75
2006-07
BUDGET
276,677
285,232
0
561,909
3.20
0.75
2007-08
BUDGET
303,541
294,827
0
598,368
3.60
0.95
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 1811
FY02 FY03 FY04 FY05 FY06 FY07est.
SIGNIFICANT CHANGES:
• Expectation is to add approximately 1,000 street trees to the City's inventory between the Oaks North Industrial
Park new development, and the Street Tree Replenishment Program.
• A total of 0.40 positions have been reallocated to this program to better reflect each program's workload.
• A total of 0.20 hourly positions have been added to meet the increased workload requirements of the program.
H-19
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
2004-05
ACTUAL
140,476
387,235
0
527,71 1
1.60
0.25
2005-06
ACTUAL
161,216
392,017
4,600
557,833
1.60
0.25
2006-07
BUDGET
141,846
392,456
0
534,302
1.50
0.00
2007-08
BUDGET
200,783
508,443
0
709,226
2.00
0.65
WORK PROGRAM:
Provide 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 50
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:
Acres Maintained
90%
Contract
10%
In-House
SIGNIFICANT CHANGES:
• Approximately five acres of landscaped medians have been added to the existing contract for routine
maintenance.
• A total of 0.50 positions have been reallocated to this program to better reflect each program's workload.
• A total of 0.65 hourly positions have been added to meet the increased workload requirements of the program.
H-20
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
2004-05
ACTUAL
155,087
831 ,058
0
986,145
1.85
0.00
2005-06
ACTUAL
159,926
866,381
139,822
1,166,130
1.85
0.00
2006-07
BUDGET
194,065
886,343
0
1 ,080,408
2.65
0.00
2007-08
BUDGET
148,442
931,536
165,000
1 ,244,978
1.65
0.00
WORK PROGRAM:
Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Customer Requests
• Respond to street light repair requests.
Circuits
• Troubleshoot or repair of underground circuits and associated equipment.
USA Markouts
• Mark underground utilities in coordination with the Dig Alert system.
Surveillance and Repair
• Perform night surveillance to identify and schedule needed repairs.
System Upgrades
• Installation of technological advances.
KEY GOALS FOR 2007-08:
• Replace 22 street lights on Carlsbad Blvd. between Tamarack Ave. and Cannon Rd.
PERFORMANCE MEASURES:
Description Benchmark
Repair Response within 10 days \90%
Result 2006-07
88%
SIGNIFICANT CHANGES:
• A Maintenance Aide position was transferred to the Streets Department.
H-21
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
2004-05
ACTUAL
6,300
96,547
0
102,848
0.00
0.00
2005-06
ACTUAL
1,757
43,025
0
44,783
0.00
0.00
2006-07
BUDGET
10,600
85,900
0
96,500
0.00
0.00
2007-08
BUDGET
10,600
80,000
0
90,600
0.00
0.00
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are
assessed annually and the revenues are placed in a fund to cover the costs of major dredging of the creek.
PROGRAM ACTIVITIES:
• Administration of the Buena Vista Channel Maintenance District, monitoring revenues and calculating fees.
• Monitoring and periodic clearing of the overgrowth and silt within the channel, maintaining healthy channel.
WORKLOAD STATISTICS:
• Clear one-fifth of the north side of the channel every year.
• Because the 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 2007-08:
• Clearing occurred in Fiscal Year 2006-07 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 2007-08 budget
will be the fourth year of the five-year contract.
H-22
PROGRAM:
FUND:
PROGRAM GROUP:
LIGHTING & LANDSCAPING DISTRICT No. 2
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCT NO. 164XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
0
33,443
0
33,443
0.00
0.00
2005-06
ACTUAL
0
53,057
0
53,057
0.00
0.00
2006-07
BUDGET
0
129,683
0
129,683
0.00
0.00
2007-08
BUDGET
0
248,434
0
248,434
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 nine zones in District No. 2 are Calavera Hills II, Kelly Ranch,
the Oaks South, Thompson/Tabata, the Palomar Forum/Raceway, Bressi Ranch, the Greens, the Ridge, and
the Oaks North Industrial developments.
SIGNIFICANT CHANGES:
• During the Fiscal Year 2006-07, one new zone was added to the district, Zone 9 (the Oaks North Industrial
Park), which added to the budgeted costs for Fiscal Year 2007-08.
H-23
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE MAINTENANCE
INTERNAL SERVICE
GENERAL SERVICES ACCTNO. 6205060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
624,569
1 ,372,008
35,528
2,032,105
7.90
0.00
2005-06
ACTUAL
718,531
1,673,153
0
2,391 ,685
7.90
0.00
2006-07
BUDGET
728,650
1 ,844,327
0
2,572,977
7.60
0.50
2007-08
BUDGET
764,881
1,981,103
0
2,745,984
7.65
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
72% 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
89% 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.
H-24
PROGRAM:
FUND:
PROGRAM GROUP:
VEHICLE MAINTENANCE
INTERNAL SERVICE
GENERAL SERVICES
PAGE TWO
ACCTNO. 6205060
PROGRAM ACTIVITIES (continued):
Auto Parts
• Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or
through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the
automated management system.
Fuel and Oil
• Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies;
maintain sufficient stock on hand for emergencies; continue to supply fuels to Encina Wastewater Authority;
monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
1510 16101580
Preventive
Maintenance
Vendor
Repairs
Total Repair
Orders
SIGNIFICANT CHANGES:
• For 2007-08, 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.
• A total of 0.05 positions have been reallocated to this program to better reflect each program's workload.
H-25
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
2004-05
ACTUAL
0
1,143,737
0
1,143,737
0.00
0.00
2005-06
ACTUAL
0
1 ,256,387
0
1 ,256,387
0.00
0.00
2006-07
BUDGET
0
940,000
0
940,000
0.00
0.00
2007-08
BUDGET
0
865,000
0
865,000
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:
460
Vehicle/Equipment Vehicle/Equipment Total Units (in
Acquired Disposed service)
DFY05
EUFY06
BFY07(est)
SIGNIFICANT CHANGES:
Of the 53 units that met the replacement criteria outlined in Administrative Order No. 3, only 24 units were selected
for replacement in Fiscal Year 07-08. Of the 24 units selected for replacement, 2 Police Canine SUVs were
downsized.
H-26
PROGRAM:
FUND:
PROGRAM GROUP:
MAINTENANCE & OPERATIONS
VARIOUS
MAINTENANCE & OPERATIONS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
3,716,402
24,688,351
2,278,457
30,683,211
46.82
0.00
2005-06
ACTUAL
4,661,218
28,149,173
6,365,741
39,176,132
48.45
0.00
2006-07
BUDGET
4,521,107
30,419,014
1 ,633,000
36,573,121
48.50
0.00
2007-08
BUDGET
4,913,237
33,236,754
2,471 ,400
40,621 ,391
55.45
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:
Recycled Water
12%
Water Operations
63%
Sanitation Operations
25%
KEY ACHIEVEMENTS FOR 2006-07:
Potable and Recycled Water Operations
• Delivered 18.0 mgd of potable water while meeting all the health standards established by State and Federal
governments.
• Installed, maintained and read an additional 550 new water meters; the total number of water meters in the
system now exceeds 27,350.
• Exchanged 555 old or defective water meters to improve accuracy of water usage data.
• Operated and maintained 2,880 valves and 1,108 fire hydrants.
• Repaired or replaced 67 water services.
• Irrigated approximately 1,350 acres with recycled water at 135 sites.
• Averaged about 1.6 mgd of recycled water in lieu of potable water.
• Delivered 18.0 mgd of potable water while meeting all the health standards established by State and Federal
governments.
Wastewater Operations
• Operated 14 sewer lift stations averaging 6.62 mgd of sewage pumped without a failing that resulted in a
sewage spill or contamination of the environment.
• Maintained 282 miles of sewer mains.
H-27
m
m
PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY ACHIEVEMENTS FOR 2006-07 (continued):
• High-pressure cleaned approximately 148 miles of sewer main lines.
• Responded to 9 sewer main line stoppages.
• Rodded or repaired 30 sewer service laterals.
• Operated and maintained 1 ,440 valves and 592 fire hydrants.
KEY GOALS FOR 2007-08:
Top 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.
mi
§
ii
H-28
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/DEBTfi'RANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
2,797,535
18,979,763
1,184,191
22,961 ,490
34.12
0.00
2005-06
ACTUAL
2,947,824
21,239,172
1 ,553,905
25,740,901
35.75
0.00
2006-07
BUDGET
3,331 ,472
24,132,411
893,000
28,356,883
34.75
0.00
2007-08
BUDGET
3,418,275
25,939,463
915,200
30,272,938
35.50
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 (26,000 accounts). The District purchases 100% of its potable water as treated
water from the Metropolitan Water District and the San Diego County Water Authority. In FY 2006, the District's
Phase II Recycled Water Plant began production. In addition, the District continues to buy recycled water from the
Leucadia Wastewater Authority and Vallecitos Water District.
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.
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, the annual cost of service will not
exceed $725 per acre-foot of water produced. This benchmark was established based on results of a survey
conducted by the American Water Works Association (AWWA) in February 2005.
Fiscal
Year
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
Water
Loss
4.3%
4.2%
5.2%
6.1%
5.0%
6.0%
Cost per
Acre-Foot
$735
$724
$755
$784
$828
$901
H-29
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCT NO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Potable Water Quality
• Ninety-eight percent (98%) of bacteria samples free of conform 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.
*
m
m
i
Fiscal
Year
2001-02
2002-03
2003-04
2004-05
2005-06
No. Samples
Collected
1,719
1,719
1,752
1,724
1,719
Percent
Bacteria-Free
99.9%
99.9%
99.9%
99.8%
99.9%
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.
% of Planned Maintenance
Fiscal
Year
2002-03
2003-04
2004-05
2005-06
Valve
Maintenance
8%
24%
28%
56%
Fire Hydrant
Maintenance
10%
35%
35%
67%
WORKLOAD STATISTICS:
WATER OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2006
Flow Control
Station
Maintenance
4%
Daily Op's
System
Maintenance
22%
Routine Water
Quality
Samples
13%
Va^e Rre Hydrant
Replacement/
Repair
1%Mi
m
Other Msc
Maintenance
56%
SIGNIFICANT CHANGES:
Funding for a .75 new Cross Connection Control Technician for enhancement of scheduled recycled water use site
monitoring and inspections in accordance with State Department of Health Services citation.
H-30
PROGRAM:
FUND:
PROGRAM GROUP:
WASTEWATER OPERATIONS
WASTEWATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5116310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/TRANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
918,867
5,708,588
1 ,094,266
7,721 ,721
12.70
0.00
2005-06
ACTUAL
1 ,042,254
5,921,391
4,768,532
11,732,1,77
12.70
0.00
2006-07
BUDGET
1,189,635
6,286,603
740,000
8,216,238
13.75
0.00
2007-08
BUDGET
1,494,962
7,297,291
1 ,556,200
10,348,453
19.95
0.00
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District operates and maintains the sanitary sewer system which covers approximately
65% of the geographic area of the City (64,095 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.
PERFORMANCE MEASURES:
Sewer Cost Efficiency
• Annual cost of service per million gallons of sewage will not exceed $1,512. This benchmark was established
based on the results of a survey conducted by the American Water Works Association in February 2005.
Fiscal Year
2001-02
2002-03
2003-04
2004-05
2005-06
Expenses
$3,568,236
$3,151,172
$3,946,119
$3,992,462
$3,766,058
Annual Flow
(MG)
2,278
2,493
2,789
2,688
2,416
$/MG
$1,567
$1,632
$1,415
$1,485
$1,559
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.
Fiscal
Year
2002-03
2003-04
2004-05
2005-06
% of Planned Maintenance
Station Facility
Maintenance
50%
33%
67%
67%
Sewer Main
Cleaning
60%
60%
100%
H-31
PROGRAM:
FUND:
PROGRAM GROUP:
WASTEWATER OPERATIONS
WASTEWATER ENTERPRISE
MAINTENANCE & OPERATIONS
m
M
PAGE TWO
ACCTNO. 5116310
PERFORMANCE MEASURES (continued):
• 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
2005-06
Reportable
Gallons Spilled
7,835
7,550
209
3,030
1,509
Total Miles of
Mains
212
232
235
254
282
Spills per Mile
36.9
32.5
0.9
12.0
5.4
WORKLOAD STATISTICS:
SANITATION OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2006
Station Maintenance
22%
Sewer Main Cleaning
16%
Station Operations
30%
Other Misc.
Maintenance 26%
Sewer Lateral Main
Maintenance
6%
1
SIGNIFICANT CHANGES:
The Waste Discharge Permit requirement (WDR) is an unfunded state mandate which requires increased inspection
and maintenance of the city's sanitary sewer system. The overriding goal of the WDR is to ensure that overflows from
the sewer system are reduced statewide. In order to comply with this mandate, 5.5 positions, one combination jet/vac
cleaning truck, one video inspection van, and two pick up trucks have been added to ensure continued compliance
with the newly established maintenance standards for sewer main and lift station wet well inspection and cleaning.
The positions are 4 Utility Workers, one Public Works Superintendent, and one Senior Office Specialist that is split
(50/50) between the Wastewater and Storm Water enterprises. A .25 Business System Technician has been added
to this program and the remaining approximately .45 positions reflects portions of several positions that are being
reallocated to this program to better reflect work load requirements.
H-32
PROGRAM:
FUND:
PROGRAM GROUP:
ENVIRONMENTAL PROGRAMS
VARIOUS
ENVIRONMENTAL PROGRAMS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
620,306
858,260
9,541
1,488,107
8.70
0.60
2005-06
ACTUAL
671,140
988,610
43,304
1 ,703,055
8.70
0.60
2006-07
BUDGET
740,773
1 ,438,901
159,150
2,338,824
8.90
0.20
2007-08
BUDGET
1 ,003,968
2,238,866
57,927
3,300,761
11.70
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
2006-2007, three new Solid Waste Programs were introduced, and the new Municipal NPDES (Storm Water) Permit
was adopted. For 2007-2008, these programs will continue to grow and adapt to a changing regulatory environment.
This program also includes the Beverage Container Grant.
PROGRAM ACTIVITIES:
Storm Water
Protection
83%
Solid Waste
17%
H-33
PROGRAM:
FUND:
PROGRAM GROUP:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
ENVIRONMENTAL PROGRAMS ACCT NO. 5206375/5206390
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
95,957
267,586
0
363,543
0.60
0.20
2005-06
ACTUAL
100,512
343,981
0
444,493
0.60
0.20
2006-07
BUDGET
63,274
495,067
0
558,341
0.60
0.20
2007-08
BUDGET
67,176
506,642
0
573,818
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-four percent (84%) rate recycling collection service as "Good" or "Excellent."
Cost Efficiency
• Commercial rates (adjusted for City fees) are second 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 2005 Diversion rate as reported to the CA Integrated Waste Management Board: fifty five percent (55%).
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.
H-34
PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5206375/5206390/
KEY ACHIEVEMENTS FOR 2006-07:
• Second annual special collection event for Household Hazardous Waste (HHW) and Electronic Waste resulting
in 33 tons of material collected from 514 residents.
• Manage Door-to-Door Household Hazardous Waste collections.
• Manage backyard composting program and training courses.
SIGNIFICANT CHANGES:
• None
H-35
PROGRAM:
FUND:
PROGRAM GROUP:
STORM WATER PROTECTION/
STORM DRAIN MAINTENANCE
SOLID WASTE ENTERPRISE
ENVIRONMENTAL PROGRAMS ACCTNO. 5215710/5216310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/TRANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2004-05
ACTUAL
524,349
590,674
9,541
1,124,565
8.10
0.40
2005-06
ACTUAL
570,628
644,628
43304.4
1 ,258,562
8.10
0.40
2006-07
BUDGET
677,499
943,834
159,150
1 ,780,483
8.30
0.00
2007-08
BUDGET
936,792
1,732,224
57,927
2,726,943
11.10
0.00
WORK PROGRAM:
Provide leadership and coordination for Citywide 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. 2007-01 (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, medium, 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. The City also participates in the
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. Outreach to municipal staff is intended to inform and educate employees and
City contractors on the requirements imposed on all municipal facilities and operations.
Illicit Connection/ Illegal Dumping (IC/ID)
Permit requirements include the investigation of potential illicit connection/illegal dumping incidents in the City.
Complaint calls to the Storm Water hotline numbered over 107 for FY 05-06 that were directly related to IC/ID
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
The Permit requires the City 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.
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
training programs, and coordinating outreach activities on a watershed level.
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PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5215710/521631 o
PROGRAM ACTIVITIES (continued):
City Representation
This department is 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 meetings, and
regional Total Maximum Daily Load meetings
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.
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.
KEY ACHIEVEMENTS FOR 2006-07:
• Inspected industrial and commercial facilities including 100% of restaurants in Carlsbad.
• Responded to complaints of illegal dumping to the Storm Water 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.
• 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.
• Inspected all catch basins, channels, and desiltation basins in the City.
• Completed JURMP Annual Report, WURMP Annual Report, and Coastal Monitoring report.
• Participating in developing the standards for the Regional Board's Investigative Order for Total Maximum Daily
Load of Contaminants in local water bodies.
KEY GOALS FOR 2007-08:
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 2007-01.
• Assume lead responsibility for the Carlsbad Watershed.
• 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.
• Participating in developing the standards for the Regional Board's Investigative Order for Total Maximum Daily
Load of Contaminants in local water bodies.
• Improve on citywide NPDES MS4 permit education and training program.
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SIGNIFICANT CHANGES:II
• A new Environmental Specialist position has been added to serve as lead over Inspections and Complaints, |g
coordinate the Education and Outreach Program, and oversee Municipal Facility Inspections.
• A new Public Works Supervisor has been added to plan, organize and supervise work plans for personnel in
storm drain maintenance programs ™
• A new Senior Office Specialist position has been added (split with Wastewater) to assist with increased data HI
entry, record keeping and general clerical work.
• The remaining approximately .3 positions reflects portions of several positions that are being reallocated to •
this program to better reflect work load requirements. nf
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