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City of Carlsbad
2008-09 Operating Budget
and Capital Improvement Program
Mayor
Claude "Bud" Lewis
City Council
Matt Hall
Ann Kulchin
Julie Nygaard
Mark Packard
City Manager
Lisa Hildabrand
Deputy City Manager
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Irvine, M.B.A.
Website: www.carlsbadca.Qov
Cover design by: Kelly Hock
CITY OF CARLSBAD, CALIFORNIA 2008-2009 BUDGET
TABLE OF CONTENTS
Reader's Guide to the Budget i
Council's Five-Year Vision Statements ii
About the City of Carlsbad iii
Organization Chart iv
BUDGET OVERVIEW
City Manager's Transmittal Letter A-1
2008-09 Budget Highlights A-3
Budget Process A-4
Strategic Goals A-4
Budget Summary A-20
Personnel Allocations A-21
2008-09 Budget Calendar A-23
Budget Awards A-24
OPERATING BUDGET
Overview B-1
Projected Fund Balances B-14
Revenue Estimates B-16
Budget Expenditure Schedule B-22
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-11
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 2008-2009 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-11
Youth/School Programs E-12
Property and Evidence/Records E-13
Family Services E-14
Task Force E-15
Support Operations E-16
Communications Center E-17
Various Asset Forfeiture E-18
Community Oriented Policing E-19
Police Grants E-20
Fire Department Summary E-21
Administration E-23
Emergency Operations E-24
Fire Prevention E-25
Weed Abatement E-26
Disaster Preparedness E-27
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-10
Housing & Redevelopment Summary F-11
Affordable Housing F-12
Rental Assistance F-13
Community Development Block Grant : F-14
Redevelopment Operations Village Area F-16
Low/Moderate Income Housing Village Area F-18
Redevelopment Operations South Carlsbad Coastal Area F-19
Low/Moderate Income Housing South Carlsbad Coastal Area F-20
Community Services
Community Services Summary G-1
Library Summary G-2
Georgina Cole Library ; G-3
Carlsbad City Library (Dove Library) G-5
Centre de Informacion G-7
Technical Services G-8
Collection Development & Acquisitions G-9
Media Services G-10
Adult Learning Program G-12
Programs, Exhibits & Graphics G-13
Cultural Arts Summary G-14
CITY OF CARLSBAD, CALIFORNIA 2008-2009 BUDGET
TABLE OF CONTENTS
Community Services (continued)
Arts Office G-16
Sister City G-18
Cultural Arts Donations G-19
Recreation Summary G-20
Park Planning & Recreation Management G-22
Recreation Fee Supported G-24
Recreation - Aquatics G-27
Recreation - Agua Hedionda Lagoon Permits G-30
Recreation Operations G-31
Senior Programs G-33
Public Works
Public Works Summary H-1
Administration H-2
Engineering Summary H-4
General / Water & Sewer Enterprise H-5
Engineering Storm Water H-9
General Services Summary H-11
Park Maintenance H-14
Trails H-16
Facilities Maintenance H-17
Street Maintenance H-19
Traffic Signal Maintenance H-21
Street Tree Maintenance H-22
Median Maintenance H-23
Street Lighting H-24
Buena Vista Channel Maintenance H-25
Lighting & Landscape District No. 2 H-26
Vehicle Maintenance H-27
Vehicle Replacement H-29
Maintenance & Operations Summary H-30
Water Operations H-32
Wastewater Operations H-34
Environmental Programs H-36
Solid Waste Management H-37
Storm Water Protection H-39
CAPITAL IMPROVEMENT PROGRAM - OPERATING BUDGET
Overview 1-1
Project Evaluation I-2
Capital Projects -The Next Five Years I-3
Capital Projects - Through Buildout I-5
Future Growth and Development I-7
Revenues I-9
Summary 1-10
Growth Management Plan 1-11
Capital Funds Projected Fund Balances for FY 2007-2008 1-12
Capital Funds Projected Fund Balances for FY 2008-2009 1-13
CITY OF CARLSBAD, CALIFORNIA 2008-2009 BUDGET
TABLE OF CONTENTS
Capital Improvement Program (continued)
Capital Revenues Actual and Estimated 1-14
Capital Funds Budget Expenditure Schedule 1-15
Capital Projects
Detail Schedule of Capital Projects by Category FY 2008-2009 to Buildout J-1
Fund Summary
Capital Improvement Program Fund Summary K-1
Glossary of Capital Project Funding Sources K-14
APPENDICES
Planned Major Capital Outlay Items 2008-2009 L-1
Out of State Travel Requests 2008-2009 L-2
Miscellaneous Statistical Information L-5
Accounting Systems and Budgetary Control L-6
Resolutions Adopting the Budget L-7
Gann Limit Resolution L-18
Glossary L-33
-IV-
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 2008-09 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 2008-09
budget figures are presented. Also included are narrative statements describing
program activities, associated workload measures or performance objectives, key
achievements for 2007-08, and key goals for 2008-09.
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 2008-09 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
2008
Five-Year Vision Statements
^j-^iTtenr^
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 that creates opportunities for
employment to the residents of Carlsbad, economic vitality to the community,
and the necessary revenues to support City services.
* Provides programs, policies and decisions to 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 and is
actively involved addressing governmental issues at the local, state and national
levels.
* Provides an open government leading to the betterment of the community and
encourages, in a non-partisan manner, active citizen participation and
involvement with the City Council and the City's Boards and Commissions.
And Carlsbad Efficiently and Effectively...
* Delivers top-quality public services.
* Manages its environment proactively, including:
• Open space
. Wildlife habitats
• Water quality/conservation
• Beach erosion
• Air quality
• Resource conservation and waste reduction
* Promotes a safe and efficient integrated transportation system.
* Maintains citywide "small town" community spirit.
* Provides a community where continuous and life-long learning is supported and
encouraged for people of all ages.
« Looks ahead and works to anticipate changes that are required now in order to
make a better future for its citizens.
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, and in 2008 became a Charter 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
dealers; 37 hotels offering over 3,500 rooms for tourist
lodging; high technology, multimedia and biomedical
businesses; electronics, golf apparel and equipment
manufacturers; several business and light industry
parks; and numerous land developers building single
and multi-family housing in a variety of community
settings.
The City provides the full range of services normally associated with a municipality including
police, fire, parks and recreation, library, planning and zoning, building and engineering, various
maintenance services, and administration. The City provides water services through the
Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as
the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City has a Redevelopment Agency with two active areas: the
Village Redevelopment area that encompasses 0.4 square miles of the downtown area; and the
South Carlsbad Coastal Redevelopment area, which is just south of the Village Redevelopment
area and fronts the Pacific Ocean. The City's Housing Authority administers federal housing
assistance to 622 low-income Carlsbad families. Older Carlsbad residents receive assistance
through the City's senior citizen programs.
School programs and facilities are provided by four different school districts located within the
City boundaries. The City Council has no direct control over these school districts; however, the
Council recognizes the importance of quality school facilities and programs to Carlsbad's
residents. Thus, the Council and staff work with the school districts on a regular basis.
LIVE ~ WORK - PLAY - ENJOY!
CITY OF CARLSBAD ORGANIZATION CHART
Design
Review
Board
Beach
Preservation
Committee
Community
Television
Foundation
i
Traffic
Safety
Commission
Underground
Utility Advisory
Committee
i - -
I Housing
i Commission
i Housing &
— i Redevelopment
[ Commission
i | Planning
I Commission
i Carlsbad
1 — | Tourism B.I.D.
i Advisory
Board
PUBLIC
SAFETY
FIRE
POLICE
KEY
Elected
Council Appointed"- J El
Staff Support
Reporting Relationship—
Programs I—I
Sister City
Committee
i Historic
1 PreservationELECTORATE
Library Board
of
TrusteesCITY
TREASURER
iSerra Cooperative!
Library System
Advisory Board
i Parks & Rec
Commission
CITY MANAGER CITY ATTORNEY
Senior
Commission
COMMUNITY
DEVELOPMENT
COMMUNITY
SERVICES
ADMINISTRATIVE
SERVICES
PUBLIC
WORKS
ADMINISTRATION &
ENVIRONMENTAL
PROGRAMS
ECONOMIC
DEVELOPMENT
LIBRARY &
THE ARTS
ENGINEERING
SERVICES
HUMAN
RESOURCES
GEOGRAPHIC
INFO SYSTEMS
INFORMATION
TECHNOLOGY
GENERAL
SERVICES
RISK
MANAGEMENT
HOUSING AND
REDEVELOPMENT
MAINTENANCE &
OPERATIONS
RECORDS
MANAGEMENT
Rev
05/14/08
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CARLSBAD
CAL/FO
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City of Carlsbad
Office of the City Manager
To the Honorable Mayor and City Council:
2008-09 BUDGET TRANSMITTAL
I am pleased to submit the FY 2008-09 Operating Budget and Capital Improvement
Program for the City of Carlsbad. The combined budget totals $252.5 million, with
projected revenues of $240.3 million. Of the total budget, $195.2 million (77%) will be
used to fund the operations of the City, while $57.4 million (23%) 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 2008-09 budget was developed this year with the emphasis on fiscal
conservatism especially in light of the weak economy. Due to Carlsbad's diverse local
economy, the City may not be as negatively affected as other parts of the nation;
however, Carlsbad will still be impacted by the economic slowdown. The revenues
anticipated to be generated during FY 2008-09 are expected to grow at a much slower
pace than in previous fiscal years. This slowdown in revenue growth has dictated the
amount available to spend on the operations of the City. There are no new programs or
services that are being added this year and the only positions being added are to operate
new facilities that are being opened during this fiscal year.
The development of the budget also considered creating a sustainable community. 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 ensure 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 2008-09 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 4.0%. The increase is predominately due
to the increased costs of providing existing levels of services as well as the increased
efforts for infrastructure maintenance in Water Operations and the 2.5 new positions
being added to operate the new Library Learning Center and Poinsettia Tennis Courts.
The City's total Capital Improvement Program budget contains approximately $451.8
million for 144 projects 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, the Alga Norte Park and
Aquatics Center and building and opening a Library Learning Center to permanently
house the Adult Learning and Centre de Information programs. Finally, the City is
working on numerous road segments that will greatly enhance its transportation system
as well as water projects that will ensure 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.
A-1
1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 • (760) 434-2821 • FAX (760) 720-9461
Carlsbad has had 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. Even with the economic slowdown, the City's
assessed property values are expected to increase by approximately 7% this year.
Carlsbad's reputation as a tourist destination is also continuing to grow with many new
hotels added in the recent past, generating over $14.3 million in transient occupancy
taxes for FY 2007-08. 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 $7.8 million allocation for this program.
Carlsbad has recently adopted a General Fund reserve policy to help ensure that
adequate levels of fund balance are available to help mitigate current and future risks.
The reserve can be used to help address unanticipated events including emergencies
and natural disasters. The City Council has implemented a minimum General Fund
reserve of 30% of the General Fund Operating Expenditures and a target of achieving a
reserve of up to 40-50% of the General Fund Operating Expenditures. The target
reserve would be pursued whenever fiscally possible and financially prudent to do so.
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 2008-09 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 continue to 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.
LISA HILDABRAND
City Manager
A-2
CITY OF CARLSBAD BUDGET HIGHLIGHTS
CITY OF CARLSBAD
BUDGET HIGHLIGHTS
FISCAL YEAR 2008-09
WHERE THE MONEY COMES FROM..
ESTIMATED REVENUES $240.3 MILLION
Utility Charges
22%
Inter-Governmental
5%
Charges for Services
4%
Interdepartmental
8%
Licenses & Permits
1%
Impact Fees/Special
Taxes
12%
Income from
Investments &
Property
3%
WHERE THE MONEY GOES...
ADOPTED BUDGET $252.5 MILLION
Public Works
12%
Non Dept. &
Contingency
Comm. Dev.
7%
Community Services
7%
Utilities
19%
Capital Improvement
Program
23%
Policy & Leadership
2%
Admin. Services
7%
Public Safety
18%
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 $195.2 million and is expected to generate $199.1
million in revenues. The CIP contains the current year budget allocation of $57.4 million and
outlines approximately 144 future projects at a total cost of $451.8 million through buildout of the
City. Capital revenues for Fiscal Year 2008-09 are estimated at $41.1 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 2008-09
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 - Connect community, place and
spirit, through balanced and economically sustainable land uses.
Citizen Connection And Partnership - Embrace 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 — Support 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 City 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.
Safe Community — Maintain a safe and secure community through
collaborative partnerships. Public safety providers support high standards, deliver
protection of life and property and encourage community involvement in prevention
and preparedness efforts
Transportation / Circulation - Provide and support a safe and efficient
transportation system that moves people, services and goods throughout Carlsbad.
Water - Ensure, in the most cost-effective manner, water quality and reliability to
the maximum extent practical, to deliver high quality potable and reclaimed water
incorporating drought-resistant community principles.
A-4
CITY OF CARLSBAD BUDGET HIGHLIGHTS
HillLli.i.
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-Quafter Growth in Real GDP
• The US economy is now in a slow down
period which is expected to last through the
middle of calendar year 2009. According to
the Bureau of Economic Analysis, the
economy grew at an annual rate of 1.0% in
the first quarter of 2008, which is an
improvement over the 0.6% growth in the
fourth quarter of 2007. While the US economy
is slowing, a recession is not anticipated by
UCLA Anderson Forecast. The economists
from UCLA believe that the economy will be
sluggish, however, they do not see the huge factory layoffs that have led to previous economic
downturns. Most economists do not share their optimism and believe the nation has already
entered into a recession or is about to enter one.
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 continue to be slow but
it is still unclear how slow it will be. With actual declines in housing prices, there may be more
risk to the economic outlook as more defaults on mortgages occur. In addition, UCLA Anderson
Forecast Senior Economist David Schulman warned that the growing limitation on credit could
help push the economy into a recession.
California's economy continues to slow as well. The Financial Times reports that "California,
the biggest state economy in the U.S., is either in recession or on the brink many economists
now believe." Increases in unemployment and the soft housing market with contraction of the
construction industry, have slowed California's economy. UCLA Anderson Forecast is predicting
that California's unemployment rate will be 6.3% by the end of 2008. The subprime mortgage
market has led the softening of the real estate market. Mortgage defaults are rising with the
potential of high foreclosure rates during the summer of 2008. All of these factors have helped
slow the California Economy and have caused economic uncertainty. This economic
uncertainty is at the forefront as the City of Carlsbad develops a budget for FY 2008-09.
Locally, the San Diego economy is slow as well, according to several local economists,
including University of San Diego (USD) economist Alan Gin. The University of San Diego's
Index of Leading Economic Indicators for San Diego County declined 1.4% in April 2008 which
has been falling 24 of the last 25 months. In April of 2008, there were sharp declines in four of
the six components including building permits, consumer confidence, unemployment insurance
and help wanted advertising. For the rest of 2008, Alan Gin is predicting job growth either flat or
negative and continued weakness in the housing market. According to Alan Gin, the local
economy is expected to be weak through the rest of 2008 and into the first part of calendar year
2009. The weakness will be reflected in lower economic activity in areas such as retail and
home sales and a slow growth rate for employment. A chart reflecting USD's economic
indicators is reflected below.
A-5
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Index of Leading Economic Indicators The total USD index for April 2008 JS
-2008 ~121.0, which is down 13% from the
April 2007 index of 139.5. It is
unclear how much longer the index
will continue on this declining trend.
What is clear is that the real estate
market and gasoline prices have had
a significant impact on San Diego's
economy and will very likely
continue to impact USD's consumer
confidence component of the index.
Carlsbad's economy is tied closely
to that of the San Diego region, although development patterns may differ. While Carlsbad
experienced continued growth in FY 2007-08 in property taxes and Transient Occupancy Taxes
(TOT), the growth is expected to slow due to the uncertainty in the economy. Property taxes are
expected to grow by approximately 5% in FY 2008-09 which reflects the lag time between the
payment of property taxes and the housing price decline. TOT, the City's gauge of the tourism
industry, are expected to grow by 8.8% over FY 2007-08 estimates, with a large part of that
coming from the opening of several hotels including the Sheraton Carlsbad Resort and Spa,
Homewood Suites and Hampton Inn. Sales taxes are expected to be flat for FY 2008-09 due to
the slower economy as well as a decline in auto sales.
Carlsbad's residential real estate market has slowed significantly throughout FY 2007-08. For
FY 2007-08, the City has issued 339 dwelling units as compared to 472 dwelling units for FY
2006-07. For Industrial and Commercial, the City has permitted 1,237,300 square feet for FY
2007-08, compared to 1,616,301 square feet for FY 2006-07. The number of permits is
expected to continue to decline due to a lack of supply of developable land 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 when complete. In addition, the
Robertson Ranch area, which is
expected to contain nearly 1,000
residential units, is currently in the
grading process. The completion of
these master planned communities
will signal an end to the large-scale
residential developments in
Carlsbad.
Median SFD Home Prices
2002 2003 2004 2005 2006 2007 2008
A-6
CITY OF CARLSBAD BUDGET HIGHLIGHTS
As the housing market has cooled, the housing prices have declined as well. The median price
for single-family homes in Carlsbad was $750,000 for April 2007 compared to $695,000 for April
2008, a decrease of 7%. The total assessed values in the City stand at over $22 billion; an
increase of nearly 55% over what they were just five years ago. The City is projecting it will add
about 1,400 more residential units and an additional 2.5 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 4,568 housing units remaining to develop.
Commercial and industrial development has been averaging 1,000,000 square feet per year
over the last five years. Due to the economic uncertainty, it is expected that commercial and
industrial development will average 500,000 square feet per year over the next five years 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.
Development has also enhanced Carlsbad's reputation as a destination resort for tourism. The
City is host to a major family theme park: Legoland, and has two luxury resorts available for its
visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a
number of other quality hotels and motels in the City, with the most recent additions being the
Sheraton Carlsbad Resort and Spa, Homewood Suites and Hampton Inn.
The City of Carlsbad opened a municipal golf course in the summer-of 2007 which has further
enhanced 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 is a destination spot for golfers and non-
golfers alike.
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 the steps 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 the economy, serving new development and operating
new public facilities, as well as planning for 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, the City can anticipate the effects of development from
both a capital and an operating perspective.
A-7
CITY OF CARLSBAD BUDGET HIGHLIGHTS
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
requirements. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, when needed, will be performed on streets, parks and
many facilities for which the City is responsible.
General Fund Revenues (Top 5)
• Other Franchise
DSDG&E Franchise
DTOT
• Property Tax
• Sales Tax
2002 2004 2006
Fiscal Year
2008e
Even with the economic
slowdown, Carlsbad's current
economic position is an
enviable one. A relatively
healthy and well diverse local
economy over the past ten
years provided additional
revenue-generating sites that
allowed 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 four major revenue sources for the City: property taxes, sales taxes, transient
occupancy taxes (TOT), and franchise taxes, are expected to provide $98 million, or 82%, of the
City's General Fund revenues in FY 2008-09. 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 sales taxes are projected to be relatively flat for Fiscal Year 2008-09 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 revenues and therefore,
according to the County Assessor, the City should expect property tax revenues to increase by
over 5% for FY 2008-09. New building permits are expected to continue to slow and the
development related revenue items have been reduced accordingly for Fiscal Year 2008-09.
And finally, tourism is expected to be impacted by lower consumer confidence including higher
gasoline prices; however TOT receipts are still projected to grow by almost 9% 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 the document.
State of California - In addition to the economic uncertainty led by the slow
housing market and consumer confidence declines, 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.
A-8
CITY OF CARLSBAD BUDGET HIGHLIGHTS
According to the Legislative Analyst's Office (LAO), the state is facing a significant budget deficit
in FY 2008-09 of approximately $22 billion. The LAO's analysis of the Governor's May Revise
Budget for FY 2008-09 reflects that the state is proposing to securitize lottery revenues, impose
expenditure reductions across the board, and further reductions to health and social services
programs to help reduce the budget deficit. 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
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." Currently, the Governor's May
Revise Budget for FY 2008-09 does not include a proposal to borrow local governments'
property tax revenues and City staff will continue to monitor the state's budget solutions to
determine whether this option is being explored.
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. Currently the economic uncertainty has created a forecast
with much smaller surpluses projected than in the recent past. The future will bring a few more
commercial sites but at a slower pace, and residential development will continue for a number of
years also at a much slower pace. 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.
These new facility operating costs have been incorporated into the General Fund forecast
shown below and projected over the next ten years. In addition, the economic uncertainty has
impacted the City's revenue growth and could limit the City's capacity to add new facilities to
operate and maintain. The emphasis will continue to be maintaining existing infrastructure. New
civic facilities will be planned when there is anticipated financial capacity to operate and
maintain those new facilities when they are opened. While no forecast is ever totally accurate, it
does represent a likely scenario given the assumptions on which it is built.
The forecast assumes that revenue growth will be relatively flat in FY 2008-09 and then very
moderate growth for the following two years, assuming the economic slowdown will last two to
three years. To project the expenditures, it includes all know personnel costs, most of which
have been negotiated with the employee groups through December 2009.
A-9
CITY OF CARLSBAD BUDGET HIGHLIGHTS
General Fund Revenues and Expenditures
Fiscal Year
IREVENUES
•TOTAL EXPENDITURES
The forecast assumes 10% annual increases in health care costs in the near future with the
employees paying half of those increases. It also assumes personnel growth (new positions) to
remain rather flat at no more than 1.2% per year. Cost of living increases between 3% and
4.5% 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 all capital projects in the timeframes shown in the Capital
Improvement Program (CIP). One of the biggest assumptions in the forecast is that services
remain the same. No new services have been anticipated, although growth in current services
to match the growing population has been incorporated.
The results show that the General Fund is balanced into the future, with much smaller surpluses
than in previous years' forecasts. This reflects the current economic slowdown and uncertainty.
In order to maintain a balanced 10 year forecast, position growth will be limited. There is a
projected surplus in each year of 0% to 3% depending on the year. This achieves the goal set
out by Council to maintain a balanced budget over the long term.
A-10
CITY OF CARLSBAD BUDGET HIGHLIGHTS
City of Carlsbad
10-Year Financial Forecast
$15
$10
I $5
$0
-$5
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17
The ability to understand the future impacts both changes in revenue sources as well as
program needs, is crucial to ensure that the City has the funds available to realize its future
plans. 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 into the future. When there is economic uncertainty, this long-term
perspective becomes even more important.
2008-09 OPERATING REVENUES
BY FUND TYPE
$199.1 MILLION
ENTERPRISE
24%
SPECIAL
REVENUE
5%
INTERNAL
SERVICE
8%
REDEVELOPMENT
/ 2%
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.
General Fund
The fund receiving the largest slice of the revenues is the General Fund, with estimated
revenues of $120.7 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.
GENERAL
61%
A-11
CITY OF CARLSBAD BUDGET HIGHLIGHTS
2008-09 GENERAL FUND REVENUES
$120.7 MILLION
INC. FROM INVEST & PROP
3%
TRANSIENT TAX
12%
FRANCHISE TAX
4%
INTERGOVERNMENTAL
2%
OTHER REVENUE
4%
CHARGES FOR SERVICES
5%
LICENSES & PERMITS
1%
BUS LIC TAX
3%
PROPERTY TAX
41%
TRANSFER TAXES
1%
Property taxes, at $50.3 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 2008-09. Automobile and retail sales are the
most significant contributors to the category of sales tax.
Transient occupancy taxes (hotel taxes) are estimated at $14.8 million and are the third largest
revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make
up the remaining $9.0 million in tax revenues collected by the City.
Intergovernmental revenues are revenues collected by the State and other governmental
agencies and allocated to the City based on a formula. Examples of intergovernmental
revenues include motor vehicle license fees, State mandated cost reimbursements, and
homeowner's exemptions. Intergovernmental revenues are estimated at $1.9 million for the
upcoming year.
Licenses and permits account for $1.5 million of the General Fund revenues and include
building permits and other development-related permits. Charges for services are estimated to
be $6.1 million and include fees for engineering, planning, building, recreation, and ambulance
services.
Other revenue sources include charges collected from other departments, fines and forfeitures,
and miscellaneous revenues. Those sources total $4.8 million. Income from investments and
property are estimated at $3.9 million.
Special Revenue Funds
Revenues from Special Revenue funds are estimated at $11.2 million for 2008-09. 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.
A-12
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Enterprise Funds
Enterprise funds revenues make up the second largest revenue group, totaling $47.7 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 $15.6 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 $3.9 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.
OPERA TING BUDGET BY PROGRAM
The total operating budget for the City for Fiscal Year 2008-09 equals $195.2 million, which is
approximately 4% more than the 2007-08 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 the following page shows the operating budget for each of the
MSAs.
Total funding allocated for the Policy and Leadership Group for 2008-09 is $5.1 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 $18.8 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 $45.2 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.
A-13
CITY OF CARLSBAD BUDGET HIGHLIGHTS
2008-09 Operating Expenditures
$195.2 million
Non Departmental
6%
Policy and Leadership
3%
Utilities
25%
Administrative Services
10%
Public Safety
23%
Public Works
15%Community Services
9%
Community Development
9%
Community Development, with a budget of $17.5 million, provides the services that guide and
oversee the planning and development of Carlsbad as depicted in the City's General Plan. The
General Plan is the base document that expresses the goals and public policy relative to future
land use. It acts as a "constitution" for development and is the foundation upon which all land
use decisions are based. Also included under Community Development are the housing and
redevelopment programs.
Community Services, with a budget of $18.4 million, is made up of the
library, recreation, cultural arts, and seniors programs. These programs
are provided to a wide range of people and assist in their education and
cultural development.connect
The service area requiring the largest amount of funds is Public Works, with a budget of $78.4
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-Departmental and Contingency accounts total $11.7 million and include programs
benefiting the City as a whole such as community promotions, community contributions,
assessment services, transfers to other funds, and Council's contingency account. Included in
the non-departmental group is a $7.8 million transfer to the Infrastructure Replacement Fund.
This program sets aside funds for the replacement of the City's base infrastructure. The
contingency account, which is available to Council for emergencies and unforeseen program
needs that arise during the year, is budgeted at $2.3 million. The contingency account amounts
to 2.0% of the FY 2008-09 General Fund budget.
A-14
CITY OF CARLSBAD BUDGET HIGHLIGHTS
STAFFING
The FY 2008-09 Operating budget includes 3.0 new full-time employees: 1.0 new Building
Maintenance Worker, .05 new Parks Maintenance Worker, and .05 new Information Technology
Systems Administrator I to maintain the new facilities opening in FY 2008-09; and
reclassification of a 1.0 limited-term Management Intern to a full-time Management Analyst in
the City Manager's office. The net decrease in hourly staff totaled approximately 2.51 full-time
equivalents (FTE). These changes result in a City workforce of 714.25 full and three-quarter
time employees and 137.83 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 2008-09 totals $57.4 million in new appropriations and an
estimated $144.5 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, the City
is reviewing the timing and phasing options for the various
components of this project.
Leo Carrillo Park - Phase III represents the third phase of this historic
park facility restoration, and includes renovation of additional buildings,
construction of additional restrooms, an arboretum area, and
transformation of a barn into a community theater. The total cost is
approximately $2.9 million and design is expected to begin in FY 2009-
10. In addition, in FY 2008-09 the City plans to expand the event area
and construct a new patio area of approximately 2,500 square feet to
provide a more attractive venue for events.
A-15
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Civic Projects
• The Public Works Center will include offices, shops, a yard, warehouse and parking to
accommodate the Public Works Department. The estimated cost to complete the project
is approximately $28.1 million.
• The Joint First Responders Training Facility project was authorized under Proposition
C, which was approved in 2002. Preliminary design work for this facility is currently
underway and preliminary plans include a 25-yard and 100-yard shooting range, a four-
story fire training tower, a two-story residential training facility, an outdoor seating
pavilion, and a fire administration office building with classrooms. The estimated cost to
complete the project is approximately $24.5 million.
• The Civic Center will consolidate City administrative operations and facilities into a
more centralized location, and may include a variety of other services and recreational
opportunities for citizens and visitors. Council, citizens and members of the business
community have been participating in a visioning process to determine the anticipated
needs for the citizens and for the City. Once the process is complete, a site will be
chosen and design and construction can begin.
The Relocation of Fire Station No. 3, which is currently
located at the corner of Chestnut and Catalina, is needed to
help ensure a five-minute response time as the City grows
eastward. The new station is budgeted as a 6,200 square foot
facility and the current proposed site is next to Calavera
Community Park. The suitability of this location is currently
under review. Total cost is projected at $7.0 million.
Sfreefs
• The Carlsbad Boulevard Encinas Creek Bridge Replacement project includes
replacement of the existing bridge, originally constructed in 1913. The project is planned
in the next 5 years at an estimated cost of $4.4 million.
• The Poinsettia Lane Reach E project includes completion of the final link along
Poinsettia Lane between Cassia Road east to Skimmer Court. The total cost is
approximately $13.1 million and the City expects to begin the design in FY 2011-12.
• The Pavement Management Program helps ensure 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, allowing the City to efficiently maintain over
344 miles of public roadways at an annual cost of approximately $3.6 million.
• The Concrete Repair Program is a companion program to the pavement management
program. It will ensure 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 $640,000 budgeted in FY 2008-09 for this
program.
A-16
CITY OF CARLSBAD BUDGET HIGHLIGHTS
Sewer, Water, and Drainage Facilities
• Reaches 1 to 5, and 11 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. The total estimated costs for all of the
projects are approximately $45.4 million. The City of Vista's share
of the costs is approximately $30.1 million, or 66% of the total costs.
• Several major water lines are scheduled for construction within the
next five years:
Carlsbad Boulevard - south of Avenida Encinas
College Boulevard - Cannon Road to Badger Lane
Maerkle Transmission Main
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.
During fiscal year 2007-08, the City issued bonds totaling $18,175,000 under the provisions of
the Mello-Roos Community Facilities Act of 1982. The bonds were issued to finance public
infrastructure improvement projects for Community Facilities District #3, Improvement Area 2.
The table following the Summary identifies the debt the City has issued, the outstanding
principal, the 2008-09 principal and interest payments, and the scheduled fiscal year of payoff.
Of the approximately $134 million of debt outstanding, only $0.7 million will be paid back with
General Fund monies. Annual debt service payments from the General Fund average
approximately $750,000 and will be complete this fiscal year. The remaining debt will be repaid
from sewer revenues, golf course 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 be a fiscally conservative and responsible city. Given the
current weak economy, the City has developed a balanced budget for FY 2008-09 with minimal
growth. While the City of Carlsbad has a diverse economic base, it is not immune to the weak
economy. However, it is evident that the long-term planning and foresight by the City Council
and residents have provided a sound economic base for the City to positively weather this
economic storm. The continued opening and expansion of the commercial ventures enhances
Carlsbad's standing as a destination resort and provides the revenues needed to provide quality
services to the citizens and businesses. All of this adds to the diversity and strength of
A-17
CITY OF CARLSBAD BUDGET HIGHLIGHTS
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.
A-18
CITY OF CARLSBAD BUDGET HIGHLIGHTS
The following Table identifies the debt the City has issued, the outstanding principal balance, the 2008-09
scheduled principal and interest payments, and the scheduled year of payoff.
Bond Name
Repayment
Source
City of Carlsbad
Debt Outstanding
Outstanding
Original Bond Principal At
Issue 6/30/08
2008-09 Final
Payment Payment
P&l FY
Carlsbad Public Financing Authority Bonds
Revenue Bonds Golf Course
Enterprise Revenue
1997 Hosp Grove Refunding
Certificates of General Fund
Participation
1996 Refunding Encina JPA
Tax Allocation Sewer Enterprise
Bonds Revenue
$ 18,540,000 $ 18,540,000 $ 1,096,550 2037
$ 6,595,000 $ 735,000 $ 752,273 2009
$ 11,080,000 $ 5,485,000 $ 937,169 2015
1993 Redevelopment
Tax Allocation
Bonds
Redevelopment
CFD #3 2006 -Improvement Area 1
Special Tax Special District
Bonds
CFD #3 2008-lm prove merit Area 2
Special Tax Special District
Bonds
Subtotals
2005 Poinsettia Lane East (AD 2002-1)
Limited Obligation Assessment
Improvement Bonds District
15,495,000 $ 11,205,000 $ 1,042,909
$ 11,490,000 $ 11,315,000 $ 758,910
2003 College Boulevard-Cannon Road (AD 2003-1)
Limited Obligation Assessment $
Improvement Bonds District
1997 Reassessment District ( Re Ad 1997-1)
(College & Alga) Assessment $
Limited Obligation District
Improvement Bonds
1997 Carlsbad Ranch (AD 95-1)
Limited Obligation Assessment
Improvement Bonds District
1998 Rancho Carrillo (AD 96-1)
Limited Obligation Assessment
Improvement Bonds District
Subtotals
Totals
$
T
18,175,000 $ 18,175,000 $ 1,097,962
81,375,000 $ 65,455,000 $ 5,685,773
$ 33,085,000 $ 31,910,000 $ 2,139,756
11,760,000 $ 11,210,000 $ 836,991
18,475,000 $ 2,565,000 $ 712,848
93,095,438 $ 68,125,000 $ 5,635,826
2024
2037
2039
2036
203i
2012
$ 10,175,438 $ 6,995,000 $ 697,115 2023
19,600,000 $ 15,445,000 $ 1,249,116 2029
$ 174,470,438 $ 133,580,000 $ 11,321,599
A-19
BUDGET SUMMARY
FISCAL YEAR 2008-09
PROJECTED
BALANCE
PROGRAM AREA JULY 1 , 2008
OPERATING BUDGET
Policy / Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works (including utilities)
Non Departmental & Contingencies
Golf Course
SUBTOTAL OPERATING $125,164,752
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2008-09 $401 ,281 ,793
2007-08 Continuing Appropriations
Projected CIP Fund Balance at June 30, 2008
TOTAL OPERATING AND CAPITAL $526,446,545
ESTIMATED ADOPTED
REVENUES BUDGET
$5,053,076
18,807,366
45,204,049
17,507,685
18,424,013
78,428,942
11,758,600
$199,072,231 $195,183,731
$41,116,511 $57,387,891
$240,188,742 $252,571,622
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2009
(1,350,000)
($1 ,350,000) $1 27,703,252
$385,010,413
(144,519,802)
$240,490,61 1
($1,350,000) $368,193,863
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
Safety Training Facility
SUBTOTAL OPERATING $141,537,059
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2007-08 $378,260,830
TOTAL OPERATING AND CAPITAL $51 9,797,889
ESTIMATED ESTIMATED
REVENUES EXPENDITURES
$4,834,740
26,497,006
44,368il69
17,195,374
17,091,563
78,245,438
9,866,401
$192,576,384 $198,098,691
$90,613,733 $78,442,770
$283,190,117 $276,541,461
PROJECTED
FUND BALANCE
TRANSFERS JUNE 30, 2008
(10,850,000)
($10,850,000) $125,164,752
$10,850,000 $401,281,793
$0 $526,446,545
A-20
(PERSONNEL ALLOCATIONS
MAJOR SERVICE AREA
IPOLICY AND LEADERSHIP GROUP |
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY ATTORNEY
(ADMINISTRATIVE SERVICES |
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
{PUBLIC SAFETY |
POLICE
FIRE
[COMMUNITY DEVELOPMENT |
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING & CODE ENFORCEMENT
ECONOMIC DEVELOPMENT & REAL PROPERTY MGMT
GEOGRAPHIC INFORMATION SYSTEMS
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES |
LIBRARY
CULTURAL ARTS
RECREATION & SENIOR PROGRAMS
(PUBLIC WORKS |
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
ENVIRONMENTAL PROGRAMS
FULL AND 3/4 TIME LABOR FORCE*
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
6.30
54.60
96.20
48.50
8.90
690.25
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
6.45
56.90
98.00
55.45
11.70
711.25
FINAL
BUDGET
2008-09
1.00
8.00
3.75
0.75
7.00
2.00
8.00
19.50
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
6.65
56.90
99.30
55.20
11.95
714.25
1
2008-09
REQUESTED
CHANGES
0.00
1.00
0.00
0.00
0.00
0.00
0.00
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.20
0.00
1.30
(0.25)
0.25
3.00
A-21
PERSONNEL ALLOCATIONS FOR 2006-07, 2007-08 AND 2008-09 (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*
2006-07
685.75
4.50
144.12
834.37
2007-08
706.75
4.50
140.34
851.59
2008-09
709.00
5.25
137.83
852.08
Difference
2.25
0.75
(2.51)
0.49
LIMITED TERM EMPLOYEES
Associate Planner
Building Inspector Limited Term
GIS Intern
Human Resources Limited Term
Legal Intern
Management Interns
Planning Technician Intern
TOTAL LIMITED TERM EMPLOYEES
2006-07
0.00
2.00
0.50
0.00
0.50
1.50
1.00
5.50
2007-08
1.00
2.00
0.50
1.00
0.50
1.50
0.00
6.50
2008-09
1.00
2.00
0.50
0.00
0.50
0.50
0.00
4.50
Difference
0.00
0.00
0.00
(1.00)
0.00
(1.00)
0.00
(2.00)
A-22
2008-09 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 20 Council meeting
• Operating Budget Workshop: June 10 Council meeting
• Citizens Budget Workshop: June 12
• Council adopts final budget including: Operating budget,
Capital Improvement Program, and Annual Spending
Limitation: June 24 Council meeting
Operating Budget * CIP
A-23
r^California Society of
^Municipal finance Officersi* j j
Certificate of Award
For
Excellence in Public Communications
Fiscal Year 2007-2008
The California Society of Municipal Finance Officers (CSMFO) proudly presents this certificate to
City of Carlsbad
For ip$etjng the criteria established to achieve the EXCELLENCE AWARD in the PUBLIC COMMUNICATIONS CATEGORY.
March 6, 2008
^
Brad Grant
CSMFO President
Cindy Guziak, Chair
Budgeting & Financial Reporting
>
01
^ California Society of ^~
c/Huniapol ^Finance Officers
Certificate of Award
For
Excellence in Operating Budgeting
Fiscal Year 2007-2008
The California Society of Municipal Finance Officers (CSMFO) proudly presents this certificate to
City of Carlsbad
For meeting the criteria established to achieve the Excellence Award in the OPERATING BUDGET CATEGORY.
March 6, 2008
Brad Grant Cindy Guziak, Chair
CSMFO President Budgeting & Financial Reporting
2008-2009 OPERATING BUDGET OVERVIEW
The Operating Budget for Fiscal Year 2008-09 totals $195.2 million, with revenues for the year
estimated at $199.1 million. General Fund revenues are estimated at $120.7 million and
budgeted expenditures are $118.3 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for FY
2007-08, as well as those estimated for FY 2008-09.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2007-08
$ 120.2
12.3
40.4
15.9
3.8
$ 192.6
ESTIMATED
2008-09
$ 120.7
11.2
47.7
15.7
3.9
$ 199.2
$
CHANGE
$ 0.5
(1.1)
7.3
(0.2)
0.1
$ 6.6
%
CHANGE
0.4%
(8.9%)
18.1%
(1.3%)
2.6%
3.4%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $199.2
million, a 3.4% increase over the prior year. The majority of the increase of $6.6 million is in the
Enterprise Funds due to the proposed water and wastewater rate increases. 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
2007-08
$ 47.8
28.5
13.6
4.9
3.1
3.9
18.4
$ 120.2
ESTIMATED
2008-09
$ 50.3
28.5
14.8
5.0
3.1
2.9
16.1
$ 120.7
$
CHANGE
$ 2.5
0.0
1.2
0.1
0.0
(1.0)
(2.3)
$ 0.5
%
CHANGE
5.2%
0.0%
8.8%
2.0%
0.0%
(25.6%)
(12.5%)
0.4%
The economic uncertainty discussed in the Budget Overview section is causing the General
Fund revenues to remain relatively flat for FY 2008-09. Several of the largest revenue sources
in the General Fund are impacted by the fluctuations in the economy. In addition, the housing
crisis is not only impacting Property Taxes, it is also affecting Sales Taxes and development
related revenues. This upcoming fiscal year it is expected that property taxes will grow to over
B-1
2008-2009 OPERATING BUDGET OVERVIEW
$50 million, a 5.2% increase over the projection for FY 2007-08. This includes a 5% estimated
increase in assessed valuation as provided by the County Assessor in May 2008, as well as a
conservative assumption for new development.
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 2008-09 are based on values as of January 1, 2008. Sales taxes react much
quicker to changes in the economy and therefore will typically grow faster in a good economy,
but also drop off faster as the economy cools.
Property and Sales Tax Revenues
60 -
Sales Tax
Property Tax
Property taxes also have
a cap on how fast they
can grow. This is due to
Proposition 13. Propo-
sition 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 previous 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, housing prices decline, and the City approaches build-out, the
growth in property taxes is expected to moderate.
£ 40
o
= 30
51 20
10
0
Fiscal Year
Sales Tax by Category
Transportation
36%
Sales taxes are expected
to total $28.5 million for FY
2008-09, the same as FY
2007-08 projections. These
projections assume that the
slow economy, high
gasoline and diesel prices,
as well as high food costs,
will result in no growth in
sales tax. The City of
Carlsbad has many car
dealerships which generate
approximately $6.0 million
of sales tax each year. Car
sales have slowed during FY 2007-08 and are expected to remain slow during FY 2008-09. In
addition, retail comprises over 33% of the sales tax generated in Carlsbad and with a slow
economy and lower consumer confidence, it is anticipated there will be less discretionary
purchases.
Several years ago, the State of California implemented the "Triple Flip." The "Triple Flip" is
essentially a temporary swap of a % cent of the cities' sales taxes in return for property tax. It
was done in order to give the state a revenue source against which they could issue deficit
B-2
2008-2009 OPERATING BUDGET OVERVIEW
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.
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 69% of the City's sales tax base and are negatively impacted by a slow
economy.
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.
r
Transient Occupancy Taxes
$ Millions
2002 2004 2006
Rscal Year
2008e
The third highest General
Fund revenue source is
Transient Occupancy Taxes
(TOT or hotel taxes)
estimated at $14.8 million for
FY 2008-09, an increase of
8.8% over FY 2007-08
estimates. Three hotels were
opened during FY 2007-08
including the Sheraton
Carlsbad Resort and Spa,
Homewood Suites and
Hampton Inn. These
additional hotel rooms are
expected to contribute to the
growth in TOT revenues. It is
unclear whether the economic
slowdown will negatively impact the TOT revenues. In previous recessions, visitors continued
to visit Carlsbad but they traveled by cars rather than planes. Given the US dollar's weakness
compared to other international currencies, the United States is a relatively inexpensive place to
visit. The City may see less local travel due to higher gas prices and the slow economy, and
may see more international travelers due to the relatively weak U.S. dollar.
It is expected that Fiscal Year 2007-08 will end the year with about $13.6 million in TOT
receipts, a 5% increase from FY 2006-07. Growth is expected to be moderate going into FY
2008-09, with 1.0% assumed for the base growth. In addition to the base growth, three hotels,
the Sheraton Carlsbad Resort and Spa, Hampton Inn and Homewood Suites, opened during FY
2007-08 and the City will receive a full year of their taxes in FY 2008-09. The combination of
the base growth and the three new hotels results in an estimated 8.8% growth over FY 2007-08
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 2008-09. 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
B-3
2008-2009 OPERATING BUDGET OVERVIEW
electricity transported on SDG&E lines, but purchased from another source. The "in-lieu" tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes, due to
deregulation of the power industry. The majority of the "in-lieu" taxes received is attributable to
Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation
of electricity.
Franchise Taxes
I Other Franchise
I SDG&E Franchise
2002 2004 2006
Fiscal Year
2008e
and engineering activities occur months or years before any
The FY 2008-09 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
structures are actually built.
Development-related revenues have been declining during Fiscal Year 2007-08 due to the slow
down in the economy especially the softening in the real estate market. For the FY 2008-09
budget, the development-related revenues are anticipated to continue to decline as a result of
the economy and real estate market. For FY 2006-07 there were 472 units permitted for
residential housing. For FY 2007-08 approximately 339 residential units have been permitted.
For FY 2008-09, 193 permits are projected to be issued for residential housing. The
commercial and industrial building activity remained strong for FY 2006-07 however, it too has
slowed in FY 2007-08 and is expected to continue slowing in FY 2008-09. A 25% decline in
building related revenue is projected for next year, this is in addition to a 13% decline from FY
2006-07 to FY 2007-08.
Business license taxes are closely tied to the health of the economy and are projected to
remain relatively flat at an estimated $3.1 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 2008-09 totals
$16.1 million, a $2.3 million decrease from Fiscal Year 2007-08, due mainly to a one-time
reimbursement ($1.0 million) received from the Federal Highway Administration in FY 2007-08
for the 2005 winter storm damage in the City, as well as a reduction in several other
intergovernmental charges due to the economic slowdown.
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 approximately $800,000 in transfer taxes for FY 2007-08, and
about the same in FY 2008-09. 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 2008-09.
Overall, General Fund revenues are expected to be relatively flat with little or no growth. This
lack of growth is due to the economic uncertainty as well as the soft housing market. Although
B-4
2008-2009 OPERATING BUDGET OVERVIEW
the City experienced revenue growth between 9% and 17% in the late 1990's, it was not
sustainable growth. Much of those increases were due to the opening of new hotels,
restaurants, retail centers, and new home development. As the City matures, it will be
increasingly more difficult to produce double-digit growth in revenues. With the current
economic slow down, limited revenue growth is anticipated over the next two to three years with
the City returning to 4% to 6% growth rates for revenue in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $11.2 million in FY 2008-09, a
$1.1 million decrease from FY 2007-08. The types of programs supported within Special
Revenue funds are those funded by specific revenue streams such as:
• Grants (Section 8 Rental Assistance, Community Development Block Grants, COPS Grant)
• Special fees and assessments (Affordable Housing, Maintenance Assessment Districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
SPECIAL REVENUE FUNDS
2008-09 ESTIMATED REVENUES
Maintenance
Districts
20%
Donations and
Grants
5%
All Others
2%
Section 8
54%
Affordable Housing
10%
The most noteworthy change in
the Special Revenue funds
occurred in the Affordable
Housing Trust Fund. Estimated
revenues decreased $1.0
million from FY 2007-08. 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 to developers are set up so that payments are
only due when funds are available from the project and loans to individual homeowners are
usually not due until the home is sold; therefore, repayments are difficult to predict. For FY
2007-08, the City expects to receive about $640,000 in repayments. For FY 2008-09, only
$75,000 has been estimated for loan repayments, as this revenue source is uncertain and so far
only $75,000 is scheduled for repayment in FY 2008-09. The rest of the fund's revenue
decrease is due to a state grant in the amount of $400,000 received in FY 2007-08 for the
Hunter's Pointe apartment project. There are no grants budgeted for FY 2008-09.
Enterprise fund revenues for FY 2008-09 are projected at $47.7 million, an increase of $7.3
million over current year projections. The increase in revenues is due to the proposed rate
increases for Water and Wastewater funds. Enterprise funds are similar to a business, in that
rates are charged to support the operations that supply the service. Carlsbad Enterprise funds
include the water, recycled water, wastewater services, and solid waste management.
The Water Enterprise Fund shows a significant increase in revenues of 21% over the previous
year. A 20% increase in water rates is recommended in order to pay for rising water costs,
passed through from the San Diego County Water Authority and Metropolitan Water District. In
addition to purchased water costs, the City's cost to maintain its aging infrastructure has risen.
It is estimated that the average increase to a household will be approximately $9.26 per month
(fixed + variable). Even with these increases, Carlsbad's water rates are still among the lowest
in the region as reflected in the chart below.
B-5
2008-2009 OPERATING BUDGET OVERVIEW
Monthly Water Bill Comparison with Other Agencies
A rate increase is also being recommended in the Wastewater Enterprise fund of 9%. This will
raise the base residential rate from $16.20 to $17.65 per month. Even with the proposed rate
increase, Carlsbad's sewer rates are also still among the lowest in the region.
Internal Service funds show estimated revenues of $15.7 million for FY 2008-09, a decrease of
1.3% or $200,000 from FY 2007-08 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.
B-6
2008-2009 OPERATING BUDGET OVERVIEW
Redevelopment revenues are expected to total $3.9 million in the upcoming year, an increase
of 2.6% or $105,000 over the projections from the previous year. This increase is the result of a
slight increase in property tax increment revenues collected for the Village and South Carlsbad
Coastal project areas.
EXPENDITURES
The City's Operating budget for FY 2008-09 totals $195.2 million, which
represents an increase of $8.0 million, or 4.3%, over the adopted FY 2007-08
budget. The changes in each of the City's programs will be discussed below.
Budgetary Policies
The theme behind this year's budget development was to create a long-term plan for a balanced
budget given the slowdown in the economy and the economic uncertainty. Departments were
asked to have slow, managed and prudent budget growth to match the slowing economy.
Departments were also encouraged to identify and propose budget efficiencies where possible.
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 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 policies were set:
• Maintain current service levels.
• No growth in maintenance and operations for FY 2008-09 unless for a new facility.
• No new programs will be considered unless 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 operate and maintain new
facilities.
• 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.
However, for FY 2008-09, maintenance and operation remained at the FY 2007-08 levels due to
the slower economy. 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 2007-08, the amounts carried
forward by each department will be capped at no more than 10% of the previous year's adopted
budget.
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2008-09 Operating Budget of
$195.2 million was developed. The FY 2008-09 Operating Budget includes three new full-time
employees: one Custodian and 0.5 Park Maintenance Worker in Public Works, a 0.5 Systems
Administrator I in Information Technology, and the reclassification of a 1.0 limited-term
Management Intern to a full-time Management Analyst in the City Manager's office.
B-7
2008-2009 OPERATING BUDGET OVERVIEW
The net decrease in hourly staff totaled approximately 2.51 full-time equivalents (FTE). These
changes result in a City workforce of 714.25 full and three-quarter time employees and 137.83
hourly FTE. The staffing changes are discussed below in New Facilities.
New Facilities
The City has a large number of major capital projects scheduled to be built over the next five
years. As the City completes these projects, the costs of maintaining and operating the facilities
are added to the Operating Budget. The new Library Learning Center and seven new tennis
courts at Poinsettia Park are both anticipated to open in August 2008. The Public Works
Department has requested one Custodian and 0.5 Park Maintenance Worker and the
Information Technology Department has requested a 0.5 Systems Administrator I to maintain
and operate the new facilities in FY 2008-09.
Budget by Fund Type
This table below shows the changes in the proposed operating budget for FY 2008-09
compared to the adopted budget for Fiscal Year 2007-08.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(in Millions Rounded)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2007-08
$ 116.5
10.5
45.2
13.0
1.9
$ 187.1
BUDGET
2008-09
$ 118.3
11.3
48.3
15.2
2.0
$ 195.2
$
CHANGE
$ 1.8
0.8
3.1
2.2
0.1
$ 8.0
%
CHANGE
1 .6%
7.6%
6.9%
16.9%
5.3%
4.3%
The General Fund contains most of the discretionary revenues that finance the basic core of
City services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
B-E
2008-2009 OPERATING BUDGET OVERVIEW
General Fund
The total budget for the
General Fund is $118.3
million, which is 1.6% more
than the previous year's
budget of $116.5 million. As
can be seen in the table to
the right, the increase is
mainly due to the increase in
personnel costs which are
offset by a decrease in
capital outlay requests for
FY 2008-09.
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(in Millions)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
TOTAL
BUDGET
2007-08
$ 74.2
33.1
1.0
8.2
$ 116.5
BUDGET
2008-09
$ 76.8
33.4
0.1
8.0
$ 118.3
$
CHANGE
$ 2.6
0.3
(0.9)
(0-2)
$ 1.8
%
CHANGE
3.5%
0.9%
(90.0%)
(2.4)%
1 .6%
Personnel costs make up approximately 65% of the General Fund budget so any changes in
these costs can have a significant effect on the total budget. Approximately $140,000 of the
additional personnel costs are for the new proposed positions in FY 2008-09. Due to labor
contracts with the City's employee groups, much of the remaining cost has been previously
determined.
GENERAL FUND
PERSONNEL COSTS
(In Millions)
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
BUDGET
2007-08
$ 51.3
6.3
13.9
1.6
1.1
$ 74.2
BUDGET
2008-09
$ 53.3
6.3
14.7
1.3
1.2
$ 76.8
$
CHANGE
$ 2.0
0.0
0.8
(0.3)
0.1
$ 2.6
%
CHANGE
3.9%
0.0%
5.8%
(18.8%)
9.1%
3.5%
slight decrease in the projected Workers' Compensation costs due
claims.
The table to the left
shows the breakdown
of personnel costs for
the General Fund.
Salaries include full and
part-time staff costs
and increased $2.0
million from the prior
year. Benefits make up
the remainder of the
personnel costs. This
year there is also a
to decreased projected
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:
• $7.8 million to the Infrastructure Replacement Fund - for major maintenance and
replacement of City infrastructure. This represents 6.5% of the General Fund Revenues,
consistent with FY 2007-08.
• $90,000 to the Hosp Grove Debt Service Fund - for debt service on bonds issued to
purchase Hosp Grove. Hosp Grove was originally a grove of eucalyptus trees. It has
since been developed into a nature park containing trails and a tot lot. The final debt
service payment for this bond issue is due August 2008; therefore this is the last year for
B-9
2008-2009 OPERATING BUDGET OVERVIEW
this transfer from the General Fund.
• $1.1 million to the Information Technology Internal Service Fund - this is a transfer of
previously budgeted non-departmental contingency to be used to purchase new capital
equipment.
• $170,000 to the Cultural Arts Donations Special Revenue Fund - this is a transfer of
previously donated funds which were being held in the General Fund. These donations
will now be accounted and expended from this Special Revenue Fund.
Advances are amounts anticipated to be transferred from the General Fund to another City fund
and are expected to be repaid to the General Fund in future years. The advances included in
this year's budget are to the following funds:
• $321,000 to the Median Maintenance Special Revenue Fund. This advance is needed
to cover a cash shortfall since yearly assessments collected from property owners do not
cover operating expenditures.
• $1.3 million to the Golf Course for operations. The Golf Course is a new facility and
there is very little history to support the budget development. The Golf Course's budget
and financials are on a calendar year basis. For calendar year 2008, the Golf Course is
projecting that revenues will be approximately $400,000 less than anticipated. This is
primarily due to the economic slowdown and the poor weather. As a result of the
economy, there is less revenue being generated through green fees than anticipated.
The Canyons Restaurant, which is performing better than anticipated, is helping to
compensate for the loss of golf revenues. In addition to the $400,000 additional shortfall
for calendar year 2008, the budget advance includes approximately $900,000 for the
estimated calendar year 2009 shortfall. The projected shortfall is primarily due to the
habitat maintenance and monitoring requirements at the golf course. This is just an
estimate as the 2009 budget will not be developed until the fall of 2008.
• $136,000 from the Stormwater Fund to the General Fund to repay a prior advance.
Another way of looking at the General Fund budget is by program. The chart below compares
the recommended FY 2008-09 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
COMMUN ITY DEVELOPM ENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
TOTAL
BUDGET
2007-08
$ 4.7
7.9
43.1
8.5
17.2
23.1
9.8
2.2
$ 116.5
BUDGET
2008-09
$ 4.8
7.6
44.7
8.1
18.1
23.3
9.4
2.3
$ 118.3
$
CHANGE
$ 0.1
(0.3)
1.6
(0.4)
0.9
0.2
(0.4)
0.1
$ 1.8
%
CHANGE
2.1%
(2.5%)
3.7%
(4.7%)
5.2%
0.4%
(4.1%)
4.6%
1 .6%
B-10
2008-2009 OPERATING BUDGET OVERVIEW
• The Policy/Leadership Group includes all elected officials and the City Manager's Office.
The 2.1% increase from FY 2007-08 to FY 2008-09 is primarily due to cost of living
adjustments in salary and benefit costs.
. The 2.5% decrease from FY 2007-08 to FY 2008-09 in Administrative Services is
primarily due to $150,000 that was budgeted in the previous fiscal year for a Financing
City Services goal. There are no goals with fiscal impact budgeted for Administrative
Services in FY 2008-09.
• The 3.7% growth in Public Safety reflects the negotiated increases in personnel costs.
• In the Community Development area, the 4.7%
decrease is due mainly to approximately $600,000
that was added in FY 2007-08 for start up costs for the
Habitat Management Program. Only $150,000 is
being requested for ongoing costs in FY 2008-09
which is a $450,000 reduction.
• Community Services includes Recreation, Library and
the Arts. The 5.2% increase reflects negotiated
personnel increases and the costs associated with the
opening of the Library Learning Center which include
increased IT chargebacks related to the addition of a 0.5 Systems Administrator and
maintenance charges on new equipment.
• Public Works shows an overall increase of 0.4%. The increase reflects the addition of
1.5 new positions for new facilities, as discussed earlier, general personnel increases, as
well as the impact of the additional operating costs associated with opening the Library
Learning Center and Poinsettia Park tennis courts.
• Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department.
• The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It is budgeted at $2.3
million, or approximately 2% of the FY 2008-09 General Fund Budget, which is
consistent with the $2.2 million budgeted in the prior fiscal year. During FY 2007-08,
Council has authorized $1.3 million of these funds to be spent on various items
including: purchase of a fire rescue ambulance, City Manager recruitment expenses,
review of NRG's proposal to construct a new power plant and emergency repair work on
the Tamarack Avenue sink hole.
Changes in Other Funds
Special Revenue funds, at $11.3 million, are up 7.6% from last year. This increase is due to
the planned capital purchase of a Police mobile command post in the amount of $250,000 from
the Asset Forfeiture Fund, the purchase of television equipment for $200,000 in the new Local
Cable Infrastructure Fund and the remaining amount can be attributed to an increase in
Community Development Block Grant program spending. The Local Cable Infrastructure Fund
is a new fund created in FY 2007-08 in order to account for revenues and expenditures for the
public education portion of cable franchise fees received. Previously these funds were
controlled by the Carlsbad Community Television Foundation.
B-11
2008-2009 OPERATING BUDGET OVERVIEW
Enterprise funds total $48.3 million, which is an increase of $3.1 million over the FY 2007-08
budget. The most significant change is in Water operations. The combined fixed and variable
cost of water purchased from the San Diego County Water Authority is projected to rise over
13% this next fiscal year. In addition, maintenance of Carlsbad's growing utility infrastructure is
also driving up the cost of this enterprise.
Wastewater operations increased from the current year budgeted amount due to higher costs of
operating the Encina Wastewater plant, higher depreciation expense from the addition of
completed facilities to the inventory, and continued 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, partial funding for additional staff and equipment were added to the FY 2007-
08 operating budget, and ongoing funding is being provided.
The Internal Service funds budgets increased in total by approximately $2.2 million, or 16.9%.
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 $200,000
from FY 2007-08. 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 an increase of $340,000 based on current
estimates of increased settlements and premiums projected in FY 2008-09.
• The Vehicle Maintenance Fund budget has increased by nearly $300,000 in FY 2008-
09. This reflects the increased cost of fuel and the maintenance of City vehicles and
$100,000 in capital outlay for the upgrade of the fuel vapor extraction equipment for the
fueling system.
• The Vehicle Replacement Fund budget varies from year to year depending on the
vehicles to be replaced. The estimated budget for the Fund is $133,000 more than the
previous year, or a 15.0% increase. A list of the requested vehicles can be found at the
end of this document.
• The Information Technology Fund shows an increase in the Department's budget of
approximately $1.6 million. This increase is mainly due to increases in major capital
outlay. A list of planned major capital outlay requests can be found at the end of this
document.
The Redevelopment Agency budgets have increased by 5.3% or an estimated $100,000 from
the previous year.
SUMMARY
This budget emphasizes maintenance and operation of the City's current infrastructure. No new
programs or expanded levels of service are included in the budget, being conscious of the
economic slowdown. The 10 year financial forecast, while balanced, is reflecting less projected
surpluses in each of the ten years than in previous years' forecasts. The City will need to
monitor its revenues and expenditures closely to ensure we live within our means through these
turbulent and uncertain economic times. The 10 year financial forecast is a useful tool to
manage our way through the economic uncertainty.
B-12
2008-2009 OPERATING BUDGET OVERVIEW
The City of Carlsbad has a diverse revenue base and is in a good economic position; however,
Carlsbad is not immune to the economy. The planning and foresight by the City Council and
residents have provided a sound economic base for the City. Fiscal conservatism, which has
consistently been the city's overall approach to managing its finances, will be even more
important during this economic slowdown.
The challenges for the future will also include transitioning 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 essential City
services to all who live, work, and play in Carlsbad.
B-13
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
ADVANCE FROM SOLID WASTE
TRANSFER TO CIP-SAFETY TRAINING FACILITY
ADVANCE TO MEDIAN MAINTENANCE
ADVANCE TO SOLID WASTE
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
AFFORDABLE HOUSING
CDBG ENTITLEMENT
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LIGHTING AND LANDSCAPING DIST #2
CULTURAL ARTS DONATIONS
PUBLIC ART
RECREATION DONATIONS
SENIOR DONATIONS
COMMUNITY ACTIVITY GRANTS
LOCAL CABLE INFRASTRUCTURE FUNDS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
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 1,2007
66,083,403
66,083,403
641,626
83,213
2,561
1.218,074
12.430,883
0
270,301
72,202
502,094
270,666
786.724
1 .048.937
273.169
88.898
205.186
109,745
198,960
1.016,069
0
19,219.308
(1,696.153)
3.092,477
2,894,181
7,504,770
11,795,275
5,665,644
310,130
11.880,816
205.214
14,726,346
4,438,524
37,226,674
2,930,411
3,592,924
325,948
363,116
7,212,399
$141,537,059
ESTIMATED
REVENUES
120,183,000
120,183,000
191.980
200,162
28.095
6.490,969
2,140,996
518,940
14,200
74,585
485,391
365,630
950,661
143,000
476,623
59,485
11,000
42,000
19,000
53,500
75,000
12,341,217
24,766.494
3,804.339
8,829,643
3,008,058
40,408,534
2.205.469
1.539.776
1,422.274
2,523,045
2,431,321
5,728,594
15,850,479
2,868.640
888,000
17,614
18,900
3,793.154
$192,576,384
ESTIMATED FUND
EXPENDITURES TRANSFERS
116,728,866
136,000
(10,850,000)
(108,000)
(138,800)
116,728,866
153,009
178,980
30,656
5,720,511
817.052
480.855
14,400
118.825
598.368
709,226 108,000
1,244,978
90,600
248,434
63,368
22,100
17,900
60,267
30.000
0
10,599,529
26,011.539
4,861,031
10.426,634
3,225,239 2.800
44,524,443
1.774,325
1,379,109
9.169,353
2.512,055
2,685,557
6,723,932
24,244,331
1,661,275
108,418
184,075
47,754
2,001,522
$198,098,691 ($10,850,000)
PROJECTED
BALANCE
JUNE 30, 2008
69,537,537
136,000
(10,850,000)
(108,000)
(138,800)
58,576,737
680,597
104,395
0
1,988,532
13,754,827
38,085
270,101
27,962
389,117
35,070
492,407
1,101,337
501,358
85,015
194,086
133,845
157.693
1.039,569
75,000
21.068,996
(2,941,198)
2,035,785
1,297,190
7,290,389
7,682,166
6.096,788
470.797
4,133,737
216,204
14,472,110
3,443,186
28,832,822
4,137,776
4,372.506
159,487
334,262
9,004,031
$125,164.752
B-14
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
ADVANCE FROM SOLID WASTE
ADVANCE TO MEDIAN FUND
ADVANCE FOR GOLF COURSE OPERATIONS
TRANSFER TO IT (NON-DEPT CONTINGENCY)
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
AFFORDABLE HOUSING
CDBG ENTITLEMENT
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LIGHTING AND LANDSCAPING DIST #2
CULTURAL ARTS DONATIONS
PUBLIC ART
RECREATION DONATIONS
SENIOR DONATIONS
COMMUNITY ACTIVITY GRANTS
LOCAL CABLE INFRASTRUCTURE FUNDS
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
PROJECTED
BALANCE ESTIMATED
JULY 1,2008 REVENUES
58,576,737 120.677.505
58.576,737 120,677,505
680.597 73,000
104,395 213,500
0 0
1.988,532 5,987,044
13,754,827 1,040,000
38,085 1,017,065
270,101 14,000
27,962 26,200
389,117 478.368
35.070 365.421
492.407 900,282
1.101.337 144,100
501,358 392.290
85.015 235.901
194.086 6,800
133,845 52,443
157,693 13,700
1,039,569 45,000
75,000 150,000
21,068,996 11,155,114
(2,941,198) 29,570,610
2,035,785 4,886,070
1,297,190 9,663.719
7,290,389 3,573,169
7,682,166 47,693,568
6,096,788 1,608.787
470.797 1.354,144
4,133,737 923,349
216,204 3,153,409
14,472,110 2,657,149
3,443,186 5,950,560
28,832,822 15,647,398
4,137.776 2,956,303
4,372,506 914,543
159,487 13,800
334,262 14,000
9,004,031 3,898,646
$125,164,752 $199,072,231
ADOPTED
BUDGET
118,331,742
118,331,742
313,500
240,462
0
5,896,617
408,007
1,054,750
16,000
25,000
604,933
721,058
1,170.021
111,500
196,887
87,560
38,900
93,200
59,300
40,000
222,829
11,300,524
28,468,851
6,195,723
10,245,746
3,398,438
48,308,758
1,829,429
1,691,190
996,405
3,041,107
998,000
6,674,450
15.230,581
1,698,237
96,692
173,287
43,910
2,012,126
$195,183,731
PROJECTED
FUND RESERVED BALANCE
TRANSFERS BALANCES JUNE 30, 2009
60,922,500
136,000 136.000
(321,000) (321.000)
(1.350,000) (1.350,000)
(1,068,080) (1,068,080)
58,319,420
440.097
77,433
0
2.078,959
(2.472.337) 11,914,483
400
(250,000) 18.101
29.162
262,552
321,000 433
222,668
1,133,937
696,761
233,356
161,986
93,088
112,093
(1,000,000) 44,569
2,171
17,522,249
(1,839,439)
726,132
715,163
(136,000) 7,329,120
6,930,976
(3,500,000) 2,376,146
(750,000) (616.249)
(3,602,851) 457.830
328.506
(5,000,000) 11,131,259
1,068,080 (1,071,902) 2.715,474
16,392,966
5,395,842
(1,014,000) 4,176.357
0
304.352
9,876,551
($1,350,000) ($18,661.090) $109,042,162
B-15
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
2006-07
$43,651,329
27,888,562
12,929,008
5.346,108
3,055,710
1,261,849
94,132,566
608,257
8,704,644
9,312,901
1,006,155
1,087,651
2,093,806
1,097,045
733,740
1,614,082
1,720.624
1,650,556
777,044
7,593,091
1,262.006
5,884,805
2,122,938
2,145.435
124,547,548
PROJECTED
REVENUE
2007-08
$47,786.000
28,501,000
13,575,000
4,912,000
3,132,000
788,000
98,694,000
529,000
3.507,000
4,036,000
781,000
877,000
1,658,000
788,000
762,000
1,594,000
1,796,000
1,707,000
803,000
7,450,000
1,305,000
3,903,000
2,570,000
567,000
120,183,000
ESTIMATED
REVENUE
2008-09
$50,305,000
28,498,000
14.786,000
4,995.000
3,132,000
833,000
102,549,000
547,000
1.309,000
1,856,000
721,000
786,000
1,507,000
418,000
680,000
1 ,005,000
1.854,000
1,779,000
403,000
6,139,000
1,212,000
3,873,000
2,998,000
543,505
120,677,505
AS%
OF FY 07-08
PROJECTED
5.3%
0.0%
8.9%
1.7%
0.0%
5.7%
3.9%
3.4%
-62.7%
-54.0%
-7.7%
-10.4%
-9.1%
-47.0%
-10.8%
-37.0%
3.2%
4.2%
-49.8%
-17.6%
-7.1%
-0.8%
16.7%
-4.1%
0.4%
DIFFERENCE
2007-08 TO
2008-09
2,519,000
(3,000)
1,211,000
83,000
0
45,000
3,855,000
18,000
(2,198,000)
(2,180,000)
(60,000)
(91,000)
(151,000)
(370,000)
(82,000)
(589,000)
58,000
72,000
(400.000)
(1,311.000)
(93.000)
(30,000)
428,000
(23,495)
494,505
* Interest is calculated on an amortized cost basis.
.B-16
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
OTHER
TOTAL
HOUSING -SECTION 8
FEDERAL GRANT
INTEREST
OTHER
TOTAL
AFFORDABLE HOUSING
AFFORDABLE HOUSING FEES
FEDERAL GRANT
STATE GRANT
INTEREST
OTHER
TOTAL
CDBG ENTITLEMENT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
TREE MAINTENANCE
TREE MAINTENANCE FEES
INTEREST
TOTAL
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
INTEREST
TOTAL
ACTUAL PROJECTED
REVENUE REVENUE
2006-07 2007-08
124,684 154,480
32,640 37,500
157,324 191,980
191.926 194,862
4,710 5,300
196,636 200,162
6,695 28,095
828 0
1,651 0
9,174 28,095
6,017,514 6,404.969
12,462 47,000
27,119 39,000
6,057,095 6,490,969
278,609 164,000
6,663 300.000
0 400,500
641,979 606,233
337.773 670,263
1,265,024 2,140,996
257,599 435,075
48,608 46,770
43,774 37,095
349,981 518,940
14,602 14,200
14,602 14,200
102,126 70,235
5,890 4,350
108,016 74,585
457,649 460.391
33,674 25,000
491,323 485.391
366.295 365,630
2,389 0
368,684 365,630
ESTIMATED
REVENUE
2008-09
50,000
23,000
73,000
210,000
3,500
213,500
0
0
0
0
5,956,044
1 1 ,000
20,000
5,987.044
195,000
239,000
0
606,000
0
1 ,040,000
927,065
45,000
45,000
1,017,065
14,000
14,000
25,000
1,200
26,200
462,768
15,600
478,368
365,421
0
365,421
AS %
OF FY 07-08
PROJECTED
-67.6%
-38.7%
-62.0%
7.8%
-34.0%
6.7%
-100.0%
0.0%
0.0%
-100.0%
-7.0%
-76.6%
-48.7%
-7.8%
0.0%
0.0%
-20.3%
-100.0%
0.0%
-100.0%
-51.4%
113.1%
-3.8%
21.3%
96.0%
-1.4%
-1.4%
-64.4%
-72.4%
-64.9%
0.5%
-37.6%
-1.5%
-0.1%
0.0%
-0.1%
DIFFERENCE
2007-08 TO
2008-09
(104,480)
(14,500)
(118,980)
15,138
(1.800)
13,338
(28,095)
0
0
(28,095)
(448,925)
(36,000)
(19,000)
(503,925)
31,000
(61,000)
(400,500)
(233)
(670,263)
(1.100,996)
491,990
(1,770)
7,905
498,125
(200)
(200)
(45,235)
(3,150)
(48,385)
2.377
(9,400)
(7,023)
(209)
0
(209)
B-17
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
STREET LIGHTING
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL
BUENA VISTA CREEK CHNL MAINT
BUENA VISTA FEES
INTEREST
TOTAL
LIGHTING AND LANDSCAPING DIST #2
LLD#2FEES
INTEREST
OTHER
TOTAL
CULTURAL ARTS DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL
PUBLIC ART
INTEREST
TOTAL
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL
SENIOR DONATIONS
DONATIONS
INTEREST
TOTAL
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL
LOCAL CABLE INFRASTRUCTURE FUNDS
CABLE FEES
INTEREST
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2006-07
711,783
28,000
206,040
46,917
992,740
100,191
52,648
152,839
269,625
6,132
3,000
278,757
40,720
3,914
0
44,634
11,008
11,008
24,078
6,044
30,122
8.239
10,828
19,067
54,413
54,413
0
0
0
10,601,439
PROJECTED
REVENUE
2007-08
721,574
28,000
167,087
34,000
950,661
100,000
43,000
143,000
470,423
6,200
0
476,623
54,993
4,492
0
59,485
1 1 .000
11,000
35,500
6.500
42,000
9,000
10,000
19,000
53,500
53,500
75,000
0
75,000
12,341,217
ESTIMATED
REVENUE
2008-09
726,101
28,000
126,481
19,700
900.282
100,000
44,100
144.100
385,290
7,000
0
392,290
37,000
9.000
189,901
235,901
6,800
6,800
48,000
4,443
52,443
9,000
4.700
13,700
45.000
45.000
150.000
,_ 0
150.000
11.155,114
AS%
OF FY 07-08
PROJECTED
0,6%
0.0%
-24.3%
-42.1%
-5.3%
0.0%
2.6%
0.8%
-18.1%
12.9%
0.0%
-17.7%
-32.7%
100.4%
0.0%
296.6%
-38.2%
-38.2%
35.2%
0.0%
24.9%
0.0%
-53.0%
-27.9%
-15.9%
-15.9%
100.0%
0.0%
100.0%
-9.6%
DIFFERENCE
2007-08 TO
2008-09
4,527
0
(40.606)
(14,300)
(50,379)
0
1,100
1,100
(85,133)
800
0
(84.333)
(17,993)
4,508
189,901
176.416
(4,200)
(4,200)
12.500
0
10,443
0
(5,300)
(5,300)
(8,500)
(8,500)
75,000
0
75,000
(1,186,103)
B-18
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
TRASH SURCHARGE
OTHER
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2006-07
1
15,482,110
4,131,557
2,505,551
97,650
112,863
268,000
748,127
110,876
125,100
129,078
1,509,009
25,219,921
1,811,240
139,776
839,367
307,076
20,018
3,117,477
7,397,978
37,759
118,703
70,916
300,953
9.941
7.936.250
390,229
291,093
49,838
1,626,441
19,484
2,377,085
38,650,733
PROJECTED
REVENUE
2007-08
16,048,769
4,720,000
2,730.725
87,000
115.000
235,000
150.000
100,000
80,000
100,000
400,000
24,766,494
2,241,925
170,323
1.182,800
209,291
0
3,804,339
8.436,613
38,285
122.263
71,904
142,067
18,511
8.829,643
300.191
297,796
51,832
2,219,439
138,800
3,008,058
40,408.534
ESTIMATED
REVENUE
2008-09
19.505,674
5,640,932
2,864,531
85,000
161,715
326,905
(117,648)
102,500
80,000
96,000
825,001
29,570,610
2,909,896
205,467
1,578,580
178,127
14,000
4,886,070
9,292,550
38,683
125.000
72,652
115,767
19,067
9,663,719
294,244
309,708
53,905
2,761,039
154,273
3,573.169
47,693,568
AS%
OF FY 07-08
PROJECTED
21.5%
19.5%
4.9%
-2.3%
40.6%
39.1%
-178.4%
2.5%
0.0%
-4.0%
106.3%
19.4%
29.8%
20.6%
33.5%
-14.9%
0.0%
28.4%
10.2%
1 .0%
2.2%
1.0%
-18.5%
3.0%
9.5%
-2.0%
4.0%
4.0%
24.4%
11.2%
18.8%
18.0%
DIFFERENCE
2007-08 TO
2008-09
3,456.905
920,932
133,806
(2,000)
46,715
91,905
(267,648)
2,500
0
(4,000)
425,001
4,804,116
667.971
35,144
395,780
(31.164)
14,000
1,081,731
855,937
398
2,737
748
(26,300)
556
834,076
(5,947)
11,912
2,073
541,600
15,473
565.111
7,285,034
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
SELF-INSURED BENEFITS
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
FEDERAL GRANT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL PROJECTED
REVENUE REVENUE
2006-07 2007-08
2,350,492 1,862,395
258.010 335,741
55,358 7,333
2.663,860 2,205,469
1,374,019 1,507,380
28.889 6,845
256,030 25,551
1,658,938 1.539,776
8,790,997 973,529
0 388,570
50,630 60,175
8,841,627 1,422,274
2.463,351 2,498,553
4,583 5,679
19,660 18,813
2,487,594 2,523,045
1,372,415 1,940,578
474,090 490.743
0 0
1,846,505 2,431,321
43,552 140,878
4.542,885 5.393,716
221.465 194.000
66 0
4.807.968 5.728,594
22,306.492 15,850.479
ESTIMATED
REVENUE
2008-09
1,397,000
206,288
5.499
1,608,787
1,324,610
3,013
26,521
1,354,144
860,887
0
62,462
923,349
3,134.077
2,152
17,180
3,153,409
2,237,306
419.843
0
2.657,149
0
5.825,560
125,000
0
5.950.560
15.647,398
AS%
OF FY 07-08
PROJECTED
-25,0%
-38.6%
-25.0%
-27.1%
-12.1%
-56.0%
3.8%
-12.1%
-11.6%
-100.0%
3.8%
-35.1%
25.4%
-62.1%
-8.7%
25.0%
15.3%
-14.5%
0.0%
9.3%
-1000%
8.0%
-35.6%
0.0%
3.9%
-1.3%
DIFFERENCE
2007-08 TO
2008-09
(465,395)
(129,453)
(1,834)
(596.682)
(182,770)
(3,832)
970
(185,632)
-100.0%
0.0%
2,287
(498,925)
635,524
(3,527)
(1,633)
630.364
296,728
(70.900)
0
225,828
(140,878)
431,844
(69,000)
0
221,966
(203,081)
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
REDEVELOPMENT FUNDS
VILLAGE OPERATIONS / DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
SCCRA OPERATIONS / DEBT SERVICE
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL PROJECTED
REVENUE REVENUE
2006-07 2007-08
44,118 66,960
2,664,424 2,648,000
113,353 140.000
11,055 13,680
2,832,950 2.868.640
666,106 662,000
167,076 226.000
833.182 888,000
0 0
23,338 17,614
10,000 0
33,338 17,614
0 0
20,176 18,900
20,176 18,900
3,719,646 3,793,154
ESTIMATED
REVENUE
2008-09
60,000
2,738.303
145,000
13,000
2.956,303
684,543
230,000
914,543
0
13,800
0
13.800
0
14,000
14,000
3,898,646
AS%
OF FY 07-08
PROJECTED
-10.4%
3.4%
3.6%
-5.0%
3.1%
3.4%
1 .8%
3.0%
0.0%
-21.7%
0.0%
-21.7%
0.0%
-25.9%
-25.9%
2.8%
DIFFERENCE
2007-08 TO
2008-09
(6,960)
90,303
5,000
(680)
87,663
22,543
4,000
26,543
0
(3,814)
0
(3,814)
0
(4.900)
(4,900)
105,492
TOTAL OPERATING $199,825,858 $192,576,384 $199,072,231 3.4%$6,495,847
B-21
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
2005-06 2006-07
ACTUALS ACTUALS
336.692 365,296
1,281,088 1,325,334
965,214 923,185
143,395 274,267
1,126,898 1,233,596
161,239 163,376
4,014,526 4,285.054
541,333 725,977
2,526,183 3,037,751
1,989,763 2,141,082
803,838 891,994
5,861,117 6,796,804
22,680.660 24,498.328
13,856,441 15,082,999
36,537,101 39,581,327
913.458 823,070
435,237 432,116
179,970 189,493
3,059.071 3,348,610
2,122.623 2,113,706
6,710.359 6.906,995
8,716.112 9.202,445
816,224 854,489
5,150,270 5,595,013
723,766 803,291
15,406,372 16,455,238
2007-08
ESTIMATED
EXPENDITURES
376,202
1 ,679.083
1.167,532
170,270
1,260,970
180,683
4,834,740
878,816
3,348,482
2,311,855
911,134
7,450,287
26,168,093
17,837,431
44,005,524
1.268,766
519,284
329,175
3,734,399
2,323,810
8,175,434
9.414,775
847,245
5,414,860
1,087,823
16,764,703
2007-08
ADOPTED
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
2008-09
FINAL
BUDGET
402,334
1.674.222
1,070.356
189,075
1,298,233
196,027
4.830,247
917,031
3,134,377
2,632,979
931,505
7,615,892
27,184,380
17,465.707
44.650.087
723,016
574,245
434.117
4.011,114
2.393.693
8.136,185
10,114.524
1.031,701
5,962.002
995.826
18,104,053
%INCR (DEC)
07-08 BUD
TO
08-09 BUD
2.6%
3.0%
2.1%
15.5%
2.7%
1.7%
3.1%
-13.0%
2.8%
-7.4%
0.8%
-3.3%
5.1%
1 .7%
3.7%
2.3%
3.1%
35.0%
-11.9%
2.1%
-4.1%
5.0%
22.4%
3.4%
0.2%
5.0%
NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations.
B-22
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
2005-06
ACTUALS
908,190
6,085,520
3,246,660
4,078,500
2,641,551
953,588
132,537
18,046,546
338,668
66,500
2,434
800,000
436,028
58,207
4,250,000
0
5,499,702
118,030
600,000
50.000
12,219,569
98,795,590
0
98,795,590
2006-07
ACTUALS
980,043
6.312,871
3,421,226
4,846,336
3,504,395
986,231
223,061
20,274,163
0
33,714
0
275,000
453,875
54,749
7,200.000
0
1,270,955
117.086
0
4.878,487
14,283,866
108,583,447
0
108,583,447
2007-08
ESTIMATED
EXPENDITURES
1,111,523
9,946,462
4,437,005
5,417,037
3,385,729
1,056,165
277,856
25,631,777
0
45,000
0
275,000
495,600
55,000
7.900,000
0
870,801
225,000
0
0
9.866,401
116,728,866
0
116,728,866
2007-08
ADOPTED
BUDGET
1,123.216
8,827,907
3.823.980
5,208,007
3.060,435
738,997
338,789
23,121,331
0
60,000
36,000
275,000
550.600
75,700
7,900,000
635,000
0
250.000
0
0
9.782,300
114,230.758
2.240,000
116,470,758
2008-09
FINAL
BUDGET
1.064,153
9,087.826
3,817,122
5,069,059
3,092,862
792,011
353,645
23,276,678
0
0
36.000
90,000
540,700
66,900
7,800,000
635,000
0
250,000
0
0
9.418,600
116.031,742
2,300,000
118,331,742
%INCR (DEC)
07-08 BUD
TO
08-09 BUD
-5.3%
2.9%
-0.2%
-2.7%
1.1%
7.2%
4.4%
0.7%
-100.0%
0.0%
-67.3%
-1.8%
-1 1 .6%
-1.3%
0.0%
0.0%
-3.7%
1 .6%
2.7%
1 .6%
B-23
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
AFFORDABLE HOUSING
CDBG ENTITLEMENT
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LIGHTING AND LANDSCAPING DIST #2
CULTURAL ARTS DONATIONS
PUBLIC ART
RECREATION DONATIONS
SENIOR DONATIONS
COMMUNITY ACTIVITY GRANTS
LOCAL CABLE INFRASTRUCTURE FUNDS
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
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HSNG
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
2005-06
ACTUALS
81.952
118.390
13,906
5,732,312
252,157
965,154
10,050
117,072
603,625
557,835
1,166,130
44,783
53,060
40,006
13,241
11,670
8,697
28,058
0
9,818,098
22,493,595
2,986,327
8,366,660
1.817.495
35,664,077
1.333,263
1,104.140
1,035,588
2.391.685
1,256,387
4.121.442
11,242,505
2,375,507
67,190
411,968
30,149
2.884,814
2006-07
ACTUALS
152,853
131,080
39,798
5,208,220
341 ,796
370,135
10,251
114,526
578,008
510,376
951,686
49,747
117,018
41,936
8,501
21,351
14.494
30,000
0
8,691,776
38,707,083
3,418,249
8.601,772
1,987,290
52,714,394
1,284,199
2,238,935
793,414
2,526,020
1,228,245
4,735,829
12,806,642
2.591,480
62,371
185,155
29,760
2,868,766
2007-08
ESTIMATED
EXPENDITURES
153,009
178,980
30.656
5,720,511
817,052
480.855
14,400
118,825
598.368
709,226
1,244,978
90,600
248,434
63,368
22,100
17,900
60,267
30,000
0
10,599,529
26,011,539
4,861,031
10,426,634
3,225,239
44.524,443
1,774,325
1,379,109
9,169,353
2,512,055
2,685,557
6.723.932
24,244,331
1,661,275
108,418
184,075
47.754
2,001,522
2007-08
ADOPTED
BUDGET
140,351
219,746
0
6,020,512
436,366
602,848
12,350
0
598,368
709,226
1.244.978
90.600
248,434
59,520
26,100
16,200
64,500
30,000
0
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
1,609,336
95,604
180,293
43,595
1,928,828
2008-09
FINAL
BUDGET
313,500
240,462
0
5,896,617
408,007
1,054,750
16,000
25,000
604,933
721,058
1,170,021
111.500
196,887
87,560
38,900
93,200
59.300
40,000
222.829
11,300,524
28,468,851
6,195,723
10,245,746
3,398,438
48,308.758
1,829,429
1,691,190
996,405
3,041,107
998,000
6,674,450
15,230,581
1,698,237
96,692
173,287
43,910
2,012.126
%INCR (DEC)
07-08 BUD
TO
08-09 BUD
123.4%
9.4%
-
-2.1%
-6.5%
75.0%
29.6%
1.1%
1 .7%
-6.0%
23.1%
-20.7%
47.1%
49.0%
475.3%
-8.1%
33.3%
-
7.4%
9.3%
24.6%
-5.5%
3.0%
7.0%
-9.8%
25.3%
3.0%
10.7%
15.4%
32.6%
17.2%
5.5%
1.1%
-3.9%
0.7%
4.3%
[TOTAL OPERATING FUNDS 158,405.084 185,665,025 198,098,691 187,078,777 195,183,731
General Fund
NonGF
118,331,742
76.851,969
195,183.731
NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations
B-24
Pocy, and
PROGRAM:
FUND:
PROGRAM GROUP:
POLICY AND LEADERSHIP GROUP
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$2,670,070
1,299,349
45,108
$4,014,527
17.50
0.00
2006-07
ACTUAL
$2,891,737
1,360,730
32,580
$4,285,047
19.50
0.00
2007-08
BUDGET
$3,289,850
1 ,386,437
10,000
$4,686,287
19.50
0.00
2008-09
BUDGET
$3,386,839
1,540,556
125,680
$5,053,075
20.50
0.00
CITY ATTORNEY
26%
COMMUNICATIONS
26%
CITY COUNCIL
8%
CITY CLERK
4%
CITY TREASURER
4%
CITY MANAGER
32%
C-1
PROGRAM:
FUND:
PROGRAM GROUP:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCT NO. 0010110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$263,440
73,252
0
$336,692
1.00
0.00
2006-07
ACTUAL
$265,143
84,826
15,327
$365,296
1.00
0.00
2007-08
BUDGET
$293,954
98,190
0
$392,144
1.00
0.00
2008-09
BUDGET
$304,599
97,735
0
$402,334
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 2008-2009:
Carlsbad is a city that provides exceptional, top quality services on a daily basis by proactively listening, engaging
and responding to our citizens.
Balanced Community Development
• Be a city that connects community, place and spirit, through balanced and economically sustainable land uses.
Citizen Connection And Partnership
• Be 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 City
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.
C-2
PROGRAM: CITY COUNCIL PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
KEY GOALS FOR 2008-09 (continued):
Safe Community
• Maintain a safe and secure community through collaborative partnerships. Public safety providers support high
standards, deliver protection of life and property and encourage community involvement in prevention and
preparedness efforts.
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.
SIGNIFICANT CHANGES:
• None.
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
2005-06
ACTUAL
$14,459
128,936
0
$143,395
0.00
0.00
2006-07
ACTUAL
$15,050
259,216
0
$274,266
0.00
0.00
2007-08
BUDGET
$15,869
147,800
0
$163,669
0.00
0.00
2008-09
BUDGET
$15,678
173,397
0
$189,075
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 2007-08:
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.
• Implemented Statements of Economic Interest filing automation.
• Provided enhanced recording of Council Meetings through Granicus video streaming and minutes maker
software.
• Created standardized guidelines and policies for use by staff liaisons to city boards, commissions, and
committees.
KEY GOALS FOR 2008-09:
• Continue compliance with mandates of Federal, State, and Local laws.
• Continue provision of Passport Acceptance Service.
• Establish standardized training program for newly appointed members of boards, commissions, and
committees.
• Increase efficiencies by streamlining the processing and release of bonds.
• Creation of uniform guidelines for administration of elections and related matters.
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
2005-06
ACTUAL
$98,999
62,240
0
$161,239
0.75
0.00
2006-07
ACTUAL
$101,103
62,271
0
$163,374
0.75
0.00
2007-08
BUDGET
$104,062
88,613
0
$192,675
0.75
0.00
2008-09
BUDGET
$102,876
93,151
0
$196,027
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 international and national 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.
• Meet frequently with Council and Leadership team to coordinate monetary policy with financial goals.
WORKLOAD STATISTICS: (Est)
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
• Portfolio Balance (millions of $) $472 $512 $511 $510 $510
• Investment Activity
-Transactions 230 224 195 165 165
-Average Buy (millions) $3.68 $3.76 $3.41 $4.20 $4.20
• Number of Checks Cleared 14,762 15,180 14,982 14,686 14,686
KEY GOALS FOR 2008-09:
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 and protect 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
2005-06
ACTUAL
$963,464
317,624
0
$1,281,088
6.00
0.00
2006-07
ACTUAL
$1,033,328
292,005
0
$1,325,333
7.00
0.00
2007-08
BUDGET
$1,254,345
371,004
0
$1,625,349
7.00
0.00
2008-09
BUDGET
$1,307,800
366,422
0
$1,674,222
8.00
0.00
PROGRAM GROUP DESCRIPTION:
The City Manager's Office supports the operational function of the City. In addition to maintaining the operations of
the City, the City Manager assists City departments toward achievement of the City Council's strategic goals and the
organizational goals.
PROGRAM ACTIVITIES:
Financial
• Promote sound financial practices and a balanced revenue expenditure basis.
Administration
• Provide timely and reasonable responses to citizens and customers.
Policy Development
• Assist the City Council in policy development.
PERFORMANCE MEASURES:
The City Manager's Office is measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 2008-2009:
Carlsbad is a city that provides exceptional, top quality services on a daily basis by proactively listening, engaging
and responding to our citizens.
Balanced Community Development
• Be a city that connects community, place and spirit, through balanced and economically sustainable land uses.
Citizen Connection And Partnership
• Be 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.
C-7
PROGRAM: CITY MANAGER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
KEY GOALS FOR 2008-09 (continued):
Financial Health
• Pursue and implement proactive strategies that support sustainable economic health and manage City
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.
Safe Community
• Maintain a safe and secure community through collaborative partnerships. Public safety providers support high
standards, deliver protection of life and property and encourage community involvement in prevention and
preparedness efforts.
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.
SIGNIFICANT CHANGES:
• Reclassified a 1.0 limited term Management Intern into a 1.0 full-time Management Analyst.
C-8
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATION
GENERAL/SPECIAL REVENUE
COMMUNICATION/VOLUNTEERS/ ACCT NO. 0011012/0011013
LOCAL CABLE INFRASTRUCTURE FUND 1381010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2005-06
ACTUAL
$338,669
582,184
44,362
$965,215
2.75
0.00
965,215
$965,215
2006-07
ACTUAL
$407,994
514,716
474
$923,184
3.75
0.00
923,184
$923,184
2007-08
BUDGET
$496,207
542,010
10,000
$1,048,217
3.75
0.00
1,048,217
$1,048,217
2008-09
BUDGET
$497,512
669,993
125,680
$1,293,185
3.75
0.00
1,070,356
222,829
$1,293,185
PROGRAM GROUP DESCRIPTION:
The Communications Department is responsible for coordinating the dissemination of information, regarding various
City issues and programs through the media, publications, City web site and video. In addition to a Communications
Manager, the department includes a Communications Coordinator, who assists the department with
communications-related activities and a Community Volunteer Coordinator, who facilitates connecting residents
interested in volunteering with City volunteer opportunities. The Video Production Manager produces four video
magazines, which air during the quarterly Council break, including the State of the City Address.
PROGRAM ACTIVITIES:
Customer Service
• Provide the citizens and customers of Carlsbad with clear concise, coordinated information regarding policies,
services and opportunities available throughout the City.
KEY GOALS FOR 2008-09:
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
Assist in implementing the City Council's Communication Strategic Goal.
Redesign and assist departments with providing content for the City's Web site.
Record and produce meetings that occur in the council chambers and televise them.
Coordinate transition from local franchise regulations to state franchise requirements.
Work with Video Production Manager to improve streaming video quality and delivery.
Work with Video Production Manager to provide more video content on City web site.
KEY ACHIEVEMENTS FOR FY 2007-08:
In summer 2008, the Communications Department will launch the City's redesigned web site. The department will
also debut its new city mark to provide a consistent and cohesive city-wide brand.
C-9
PROGRAM: COMMUNICATION PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: COMMUNICATION/VOLUNTEERS ACCT NO. 0011012/0011013
LOCAL CABLE INFRASTRUCTURE FUND 1381010
SIGNIFICANT CHANGES:
• The City is now responsible for televising its own public meetings. The equipment needed to be able to support
in-house production of meetings will be funded with the Local Cable Infrastructure Franchise Fees the City
receives.
• Funds from CCTV that supplemented State of the City and Quarterly update videos ($50,000) can no longer be
used for programming.
C-10
PROGRAM:
FUND:
PROGRAM GROUP:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCTNO. 0011210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$991,039
135,113
746
$1,126,898
7.00
0.00
2006-07
ACTUAL
$1,069,119
147,696
16,779
$1,233,594
7.00
0.00
2007-08
BUDGET
$1,125,413
138,820
0
$1,264,233
7.00
0.00
2008-09
BUDGET
$1,158,374
139,858
0
$1,298,232
7.00
0.00
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council's goals which
are:
• 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 and sustains exceptional programs, policies, services and infrastructure.
• 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 2008-09:
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-11
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATIVE SERVICES
VARIOUS
ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$6,393,273
6,591,780
357,251
$13,342,304
66.00
3.25
2006-07
ACTUAL
$7,123,281
8,622,335
635,696
$16,381,313
69.00
2.25
2007-08
BUDGET
$7,783,863
8,973,782
495,801
$17,253,446
69.00
2.50
2008-09
BUDGET
$7,988,987
9,136,737
1,681,642
$18,807,366
69.50
2.50
WORKERS COMPENSATION
9%
RECORDS MANAGEMENT
5%
RISK MANAGEMENT
9%
INFORMATION
TECHNOLOGY
34%
HEALTH INSURANCE
5%
HUMAN RESOURCES
14%
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
2005-06
ACTUAL
$306,819
234,513
0
$541,333
2.00
0.00
2006-07
ACTUAL
$425,191
271,230
29,554
$725,976
2.00
0.50
2007-08
BUDGET
$392,081
662,451
0
$1,054,532
2.00
0.75
2008-09
BUDGET
$422,399
494,632
0
$917,031
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 2008-09:
• 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.
SIGNIFICANT CHANGES:
• None.
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
2005-06
ACTUAL
$2,231,484
760,099
0
$2,991,584
28.00
2.50
$2,526,184
325,800
0
0
139,600
$2,991,584
2006-07
ACTUAL
$2,547,488
951 ,700
70,705
$3,569,893
28.00
1.00
$3,037,750
376,401
0
0
155,742
$3,569,893
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
2008-09
BUDGET
$2,794,712
979,726
0
$3,774,438
28.00
1.00
$3,134,377
416,039
16,002
16,002
192,018
$3,774,438
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other's differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Long-Ranqe Financial Planning and Budget Management
• Prepare ten-year operating forecasts incorporating various "what-if scenarios to facilitate decision-making for
the City Council and City departments.
• Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council's goals.
• Perform bi-annual review of all City fees and annual cost allocation plan.
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
FY2005
12.8
GFOA
GFOA
Distinguished
Budget
Presentation
8,576
15,399
7,831
18,124
$100 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
$11 7 million
1,411
$126 million
174,282
FY2007
11.6
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
8,926
14,538
6,379
20,420
$131 million
1,501
$105 million
164,919
KEY GOALS FOR 2008-09:
Financial Health
• Continue to monitor the economy and the impact to the 10 Year Financial Forecast to ensure the General Fund
remains in balance.
• Implement Council Policy 74 - General Fund Reserve Guidelines approved by the City Council April 2008.
• Partner with Economic Development Program in developing an economic strategic plan to document the current
economic conditions within the City of Carlsbad and develop action plans and opportunities for improved
economic sustainability in the future.
• Continue to audit internal operations of the City as well as external vendors as appropriate.
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
2005-06
ACTUAL
$985,034
1,001,846
2,884
$1,989,765
9.00
0.75
2006-07
ACTUAL
$1,043,146
1,096,529
1,402
$2,141,077
9.00
0.75
2007-08
BUDGET
$1,198,511
1,643,837
2,000
$2,844,348
9.00
0.75
2008-09
BUDGET
$1,128,515
1,504,464
0
$2,632,979
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 city-wide 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:* _„ .. ._FT 06-07
Number of classification descriptions/ positions
reviewed, revised or created 36
Measures for Recruitment*
Number of applicants processed 4,274
Number of recruitments processed 54
Number of eligibles on employment list 752
Number of new hires 85
Number of promotions/transfers 33
*as of 5/13/2008
KEY ACHIEVEMENTS FOR 2007-08:
• Successfully negotiated labor agreements with the Carlsbad Firefighters' Association (CFA), Carlsbad Police
Officers' Association (CPOA) and Carlsbad City Employees' Association (CCEA).
• Implemented upgrade to IFAS 7i and conducted associated training.
• Completed comprehensive needs assessment process for a Human Resources Information System (HRIS).
• Implemented a Public Works Field Worker Academy.
KEY GOALS FOR 2008-09:
• Select and begin implementation of a Human Resources Information System (HRIS).
• Form committee with the bargaining unit representatives to research the benefits, costs, and design options of a
City-sponsored Retirement Health Savings Plan and present findings to the Leadership Team.
• Conduct a review of best practices found through research and site visits, identify areas of potential interest and
consideration, and recommend principles that the City could adopt to prepare for the challenges of the future.
• Implement a sustainable process of managing recruiting and retention programs that retain top talent in the
Police Department and Fire Department.
• Research and implement recruitment and selection practices for Library hourly employees.
• Implement a succession planning process focused on the Police Department that addresses the immediate
succession needs of the Police Department and is focused on ensuring an adequate pool of talent is available
to promote personnel into police leadership positions.
• Develop an annual, sustainable training and development work program that determines how best to allocate
finite resources to improve business performance.
SIGNIFICANT CHANGES:
• One limited term position is being removed to reflect the workload requirements of the department.
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
2005-06
ACTUAL
$667,363
136,475
0
$803,838
8.00
0.00
2006-07
ACTUAL
$707,984
184,009
0
$891,993
8.00
0.00
2007-08
BUDGET
$716,435
208,066
0
$924,501
8.00
0.00
2008-09
BUDGET
$720,288
211,217
0
$931,505
8.00
0.00
PROGRAM DESCRIPTION:
The Records Management Department is responsible for developing and implementing city-wide 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 2007-08:
• Continued implementation of the 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 the CRM (Customer Relationship Management) project.
• Substantial staff training on the use of the DMS, Public Records Act, Subpoena's, and Records Management.
• Participated in the Contract Management Automation project.
KEY GOALS FOR 2008-09:
Top Quality Services
• Participate in the continuation of the CRM (Customer Relationship Management) project.
• Provide assistance in the conversion of Building Department records for inclusion in the DMS.
• 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
2005-06
ACTUAL
$87,179
1,246,083
0
$1,333,262
1.00
0.00
2006-07
ACTUAL
$96,418
1,187,780
0
$1,284,198
1.00
0.00
2007-08
BUDGET
$106,779
1,921,797
0
$2,028,576
1.00
0.00
2008-09
BUDGET
$115,580
1,713,849
0
$1,829,429
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 = 5.6 (for the period of 07/01/06 - 06/30/07).
KEY GOALS FOR 2008-09:
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
2005-06
ACTUAL
$213,440
612,051
0
$825,491
2.00
0.00
2006-07
ACTUAL
$221 ,622
2,017,312
0
$2,238,934
2.00
0.00
2007-08
BUDGET
$257,072
1,092,905
0
$1,349,977
2.00
0.00
2008-09
BUDGET
$241,316
1 ,449,874
0
$1,691,190
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 2007-08:
Top-Quality Services
• Development of insurance requirements for special events and facility use applications.
• Second year of 3-year goal to determine the feasibility of a Human Resources System (HRIS).
• Completion of a Public Works safety assessment.
KEY GOALS FOR 2007-08:
Top-Quality Services
• Select and begin implementation of a Human Resources Information System (HRIS).
• Continue to address Public Works safety assessment findings.
SIGNIFICANT CHANGES:
• None.
D-9
PROGRAM:
FUND:
PROGRAM GROUP:
SELF-INSURED BENEFITS
INTERNAL SERVICE
SELF INSURED BENEFITS ACCTNO. 6131520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$0
735,588
0
$735,588
0.00
0.00
2006-07
ACTUAL
$0
793,414
0
$793,414
0.00
0.00
2007-08
BUDGET
$0
967,540
0
$967,540
0.00
0.00
2008-09
BUDGET
$0
996,405
0
$996,405
0.00
0.00
MISSION STATEMENT:
People are our priority...We promote the development, well-being, and success of employees and the organization.
PROGRAM ACTIVITIES:
• This fund is used to pay dental and life insurance premiums for all employees.
SIGNIFICANT CHANGES:
• None.
D-10
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
2005-06
ACTUAL
$1,901,950
1,865,124
354,367
$4,121,441
16.00
0.00
2006-07
ACTUAL
$2,081,432
2,120,361
534,035
$4,735,828
19.00
0.00
2007-08
BUDGET
$2,398,321
2,145,799
490,801
$5,034,921
19.00
0.00
2008-09
BUDGET
$2,566,177
2,426,631
1,681,642
$6,674,450
19.50
0.00
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through the effective use of
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.
• Assist with the design, development and support of new City facilities, including: a Learning Center, Alga Norte
Park, Fire Station #6 and the Senior Center expansion.
• Enhance the City's Internet site for improved communication with residents, business and visitors.
• Enhance and support the new web-enabled City-wide financial system.
WORKLOAD STATISTICS:
IT Help Desk Services
Total number of help tickets opened for the year
Average number of help tickets opened per month
Percent of urgent priority resolved within 1 hour
Percent of high priority calls resolved within 3 hours
Percent of requests resolved in one on-site visit
Percentage of employees rating IT services as good to excellent
KEY ACHIEVEMENTS FOR 2007-08:
FY 2007
4,310
359
79%
100%
74%
92%
• To improve usability of the City-wide financial solution, IFAS, this application was upgraded to the latest
browser-enabled version. The new web-based design provides a user experience consistent with modern
application interfaces, is easily customizable to meet the user's needs and includes workflow for increase
operational efficiencies.
• Entered into a three year Enterprise Agreement (EA) with Microsoft to acquire additional Microsoft technologies,
provide version upgrade protection for all Microsoft products and reduce the cost per software license.
D-11
PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCTNO. 6401710
KEY ACHIEVEMENTS FOR 2007-08 (Continued):
• Completed an enterprise-wide migration and consolidation of file servers from Novell's Netware to Microsoft's
Windows. This effort reduces the number technology platforms IT needs to support and consolidates the
number of servers used City-wide.
• Entered into a partnership with a new outsourced Help Desk vendor. The new vendor is able to provide
improved and expanded customer service, including email and web help service requests and tracking. The
Help Desk remains the funnel through which technical problems and service requests are reported, coordinate,
managed and resolved.
• In conjunction with the Communications Department, created a new design for the City's Internet site. This new
design will be used when developing the new Internet site to be released by the end of calendar year 2008.
• Completed the City-wide multi-year Strategic Technology Road Map. The Road Map brings together people,
information and technology to create a plan showing how resources should work together to support the
business of the City.
• In conjunction with Human Resources and Risk Management staff, conducted a needs analysis for a Human
Resources Information System (HRIS). An effective HRIS can manage all employee information such as name,
department, job title, salary, salary history, position history, training, benefits selected and more. The goal of HR
technology is the help HR professionals get their daily business done quickly so they can focus their time on
more strategic or consultative work.
• With the use of an outside security firm, completed a City-wide security audit on a broad range of computer
network security issues. The audit provides a comprehensive report on current status as well as a future
strategic plan to improve the security of our systems and information.
• In conjunction with staff from the Developmental Services areas, established an information system plan to
leverage technology to optimize development services processes, ensuring an information system that is
reliable, predictable, and fast.
KEY GOALS FOR 2008-09:
• Complete the modernization of the City's technology infrastructure through implementation of new network
switches, remote access devices and staff and public wireless at all major City facilities. This effort provides a
foundation for future technology enhancements and capabilities of information technology for the City of
Carlsbad.
• Develop data marts for the Library and Developmental Services to correlate, integrate and expose data in new
and more meaningful ways. In a data mart, pertinent data is extracted from multiple systems and loaded into a
central location to serve the needs of a specific group. The overarching goal is to provide the right information,
in the right way, to the right people and at the right time to facilitate timely and accurate decisions.
• Increase citizen access to City services and information by developing and deploying a new City Internet site.
This new site will be consistent with the newly created graphical design and navigation framework to better
serve our multiple audiences of residents, businesses and visitors. The new site will also include content
management tools to enable City staff to easily maintain their area specific content.
• To improve integration of software and information systems used by City staff, migrate our internal email system
from Novell GroupWise to Microsoft Exchange and implement Microsoft's SharePoint collaboration solution.
SIGNIFICANT CHANGES:
• Funding for a 0.50 part time IT staff member has been added to this program to meet the increased demand for
technology services resulting from the new Library Learning Center.
D-12
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
GENERAL FUND
Non-Departmental Expenditures
Community Promotion
Community Contributions
Beach Parking
Dues and Subscriptions
Property Tax, LAFCO, & Other Admin. Fees
Disaster Preparedness
Legal Services
Management Incentive Pay
Misc Expenditures
Total Non-Departmental Expenditures
Transfers
Hosp Grove Debt Service
Infrastructure Replacement Fund
Transfer to Capital Improvement Program
Misc Transfers Out
Total General Fund Transfers
Total General Fund Non-Departmental
Council Contingencies
Contingencies (Adopted budget)
GENERAL FUND TOTAL
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants
2005-06
ACTUAL
$338,668
66,500
2,434
58,207
436,028
5,499,702
118,030
0
0
6,519,569
800,000
4,250,000
600,000
50,000
5,700,000
12,219,569
0
$12,219,569
28,058
2006-07
ACTUAL
$0
33,714
0
54,749
453,875
1,270,955
117,086
0
4,841,666
6,772,045
275,000
7,200,000
0
36,821
7,511,821
14,283,866
0
$14,283,866
30,000
2007-08
ADOPTED
BUDGET
$0
60,000
36,000
75,700
36,000
0
250,000
635,000
0
1,092,700
36,000
7,900,000
0
0
7,936,000
9,028,700
2,240,000
$11,268,700
30,000
2008-09
ADOPTED
BUDGET
$0
0
36,000
66,900
540,700
0
250,000
635,000
0
1,528,600
90,000
7,800,000
0
0
7,890,000
9,418,600
2,300,000
$11,718,600
40,000
D-13
«p «*> •
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC SAFETY
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$29,614,595
6,439,625
697,113
$36,751,333
230.75
8.01
2006-07
ACTUAL
$31,907,060
7,276,412
758,392
$39,941,864
244.75
7.51
2007-08
BUDGET
$34,594,784
8,293,681
517,388
$43,405,853
250.75
7.01
2008-09
BUDGET
$35,871,810
9,004,239
328,000
$45,204,049
250.75
4.00
FIRE
39%,
lsR&Si ¥fS¥gfS
POLICE
61%
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
2005-06
ACTUAL
$18,236,677
4,385,509
272,706
$22,894,892
151.00
6.84
2006-07
ACTUAL
$19,437,619
4,820,555
563,872
$24,822,046
157.00
6.34
2007-08
BUDGET
$21,036,747
4,970,060
217,868
$26,224,675
162.00
5.84
2008-09
BUDGET
$21,839,643
5,645,199
253,500
$27,738,342
162.00
2.83
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:
2007 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 i
on -
1 n
25.8 27.2 26.2
iT
1
1 —
28 28.2 27.3
I 1 _. ,
2002 2003 2004 2005 2006 2007
% R
Patrol Officers
911 Dispatch
Detectives
Records
Citizen Satisfaction:
ating Service as Good or Excellent
--,•••• 1 r" - -)' ' ' ••-
IHhVn >1 1 1 1
i > a0/"
1 86%
9%
|
1 1 1 1 1 1
75% 80% 85% 90% 95% 100%
Crime
The Police Department measures crime with the FBI
index crimes. FBI Index crimes include homicide, rape,
robbery, aggravated assault, burglary, larceny/theft, and
motor vehicle theft.
Community Perception of Crime
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.
Com m unity Perception of C
TillDav
-
Night
0%
I Wn
1 1
1 5rW>1 !>•!»/„
1 1 1
20% 40% 60%
0 Carlsbad D Benchrm
rime
1^—186%
— 1 1
80% 100%
irk
E-2
PROGRAM: POLICE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
KEY ACHIEVEMENTS FOR 2007-08:
• Improved City-wide response to critical incidents and disasters.
• Improved customer service through enhanced employee performance evaluation system.
• Increased dispatch customer service through enhanced quality assurance program.
• Provided resources to assist local businesses enhance security.
• Prepared plan for the implementation of advanced digital evidence documentation by evidence technicians.
• Lead City-wide effort to enhance security at City facilities.
• Continued to develop plans for replacement police shooting range.
• Developed leadership/supervisory program for police personnel.
• Developed proactive internal audit system for police resources.
• Developed critical incident communications manual.
KEY GOALS FOR 2008-09:
• Continue to improve City-wide response to critical incidents and disasters.
• Enhance customer service and support of effective criminal prosecution through the implementation of new
property and evidence tracking system.
• Develop a targeted public information campaign and enhance the police website to improve public
communications.
• Implement a new, secure digital evidence system to support effective criminal prosecution.
• Improve safety and security at City facilities by developing tactical action plans for high priority city facilities.
• Continue to develop plans for replacement police shooting range.
• Continue to improve City-wide response to critical incidents and disasters.
• Develop plan for monitoring and emergency response for Carlsbad's trails.
• Prepare an emergency plan for public safety response to a critical incident at special events.
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
2005-06
ACTUAL
$584,207
839,039
0
$1,423,246
4.00
0.00
2006-07
ACTUAL
$592,577
1,068,075
164,012
$1,824,664
4.00
0.00
2007-08
BUDGET
$559,779
867,800
50,000
$1,477,579
4.00
0.00
2008-09
BUDGET
$652,743
682,789
0
$1,335,532
5.00
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:
• One senior office specialist has been moved from Support Operations 0012140 to better reflect functionality.
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
2005-06
ACTUAL
$8,205,651
951,160
114,796
$9,271,607
67.00
0.00
2006-07
ACTUAL
$8,346,087
1,095,039
189,081
$9,630,207
69.00
0.00
2007-08
BUDGET
$8,832,294
1,237,329
5,500
$10,075,123
70.00
0.00
2008-09
BUDGET
$9,333,355
1,563,496
0
$10,896,851
66.00
0.00
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement, and special
enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service
• Respond to calls for emergency and non-emergency services.
• Investigate crimes.
• Enforce laws and ordinances.
Reports
• Take reports including crime, arrest, collisions, incident, citation, and field interview.
Response Time
• Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS:
Police Activities/Calls for
Service
Cases
CY2001 CY2002 CY2003 CY2004 CY2005 CY2006 CY2007
68,798 66,713 73,963 73,667 74,546 87,213 94,126
9,050 9,527 9,572 9,525 10,059 11,178 11,259
PERFORMANCE/WORKLOAD MEASURES:
2007 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 were three
percent of our total call volume in 2007. Priority two (urgent calls)
and priority three (calls for reports) made up 83 percent of our total
call volume. The remaining 14 percent were priority four calls.
SIGNIFICANT CHANGES:
• Four full-time positions were transferred from Field Operations
to better illustrate functionality; three to Community Services
and one to Investigation/Field Evidence.
2007 Average Response Time
Priority 1
Priority 2
Priority 3
(
H]6
I
" i H13
I 28.6
) 10 20 30 40
M inutes
E-5
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
GENERAL
POLICE ACCT NO. 0012119, 2121-23, 2125,
2129,2142,2146
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,868,435
512,221
92,453
$2,473,109
15.50
3.51
2006-07
ACTUAL
$2,319,521
292,454
22,503
$2,634,478
15.00
3.01
2007-08
BUDGET
$2,700,107
374,245
87,000
$3,161,352
17.00
3.01
2008-09
BUDGET
$2,750,641
541,640
0
$3,292,281
20.00
0.00
WORK PROGRAM:
The Community Services division includes the following programs:
Traffic
• Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community.
Provide accident investigation and traffic safety programs to make the streets and highways safer.
Volunteer Program
• Provide support to the members of the Police Department and help enhance community safety and security
through education and crime prevention.
Reserve Program
• Provide assistance to the patrol and traffic functions, as well as other divisions within the department by
assignment as transport, cover, or working with officers.
Lagoon Patrol
• Maintain order in and around Agua Hedionda Lagoon. 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 City-wide.
• Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide
targeted traffic enforcement.
• Provide data for traffic engineering.
E-6
PROGRAM: COMMUNITY SERVICES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE ACCTNO. 0012119,2121-23,2125,
2129,2142,2146
PROGRAM ACTIVITIES (continued):
Senior Volunteer Patrol
• Conduct crime prevention patrols.
• Assist with traffic control and special events.
• Conduct education activities in the community.
• Provide regular contact for homebound citizens.
In-House Volunteers
• Provide general clerical assistance.
• Provide data entry assistance.
• Contact crime victims.
• Provide assistance with special assignments and projects.
Reserves
• Provide special detail assistance to all divisions of the Police Department.
• Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events.
• Provide assistance with follow-up and special investigations for traffic officers and detectives.
Lagoon Patrol
• Enforce boating regulations.
• Monitor recreational boating operation on Agua Hedionda Lagoon.
• Patrol lagoon, trail, and park areas.
• Assist stranded boaters on Aqua Hedionda Lagoon.
Crime Prevention
• Target all groups within the community including crime victims, and utilize community forums, surveys, media,
newsletters, and direct mailings.
• Create and implement education and awareness programs that reduce the threat of crime and enhance safety
and security.
WORKLOAD STATISTICS:
CY2002 CY2003 CY2004 CY2005 CY2006 CY2007
Injury collisions per 1,000 population 4.0 4.6 4.2 3.8 3.9 4.2
Number of volunteer hours contributed 14,000 12,248 13,284 13,403 17,198 20,000
Number of Crime Prevention 658 700 677 743 888 965
Programs/Services for citizens
SIGNIFICANT CHANGES:
• Three full-time positions were transferred from Field Operations to better illustrate functionality.
• During Fiscal Year 2007-08 the crossing guards were moved from part time employees to contracted services,
reducing Hourly/FTE Positions to zero.
E-7
PROGRAM:
FUND:
PROGRAM GROUP:
CANINE
GENERAL
POLICE ACCTNO. 0012124
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$555,472
128,766
9,965
$694,203
4.00
0.00
2006-07
ACTUAL
$562,366
135,233
10,465
$708,064
4.00
0.00
2007-08
BUDGET
$579,340
152,232
0
$731,572
4.00
0.00
2008-09
BUDGET
$602,191
135,284
0
$737,475
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
2005-06
ACTUAL
$1,849,884
253,905
630
$2,104,419
12.00
1.00
2006-07
ACTUAL
$1,998,829
321,772
107,142
$2,427,743
14.00
1.00
2007-08
BUDGET
$2,155,471
313,831
0
$2,469,302
12.00
1.00
2008-09
BUDGET
$2,103,409
317,947
0
$2,421,356
13.00
1.00
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
WORKLOAD STATISTICS
Violent Crime Clearance Rate
Property Crime Clearance Rate
Property Recovery Rate
CY2002 CY2003
47% 51%
16% 17%
27%39%
CY2004
69%
26%
36%
CY2005 CY2006
49% 42%
21% 16%
23%31%
CY2007
41%
10%
20%
E-9
PROGRAM: INVESTIGATIONS/FIELD EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCTNO. 0012126-2128,2130,2136
SIGNIFICANT CHANGES:
• One full time position was transferred from Field Operations to better illustrate its functionality.
E-10
PROGRAM:
FUND:
PROGRAM GROUP:
VICE/NARCOTICS
GENERAL
POLICE ACCTNO. 0012131
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$561,646
83,373
0
$645,019
4.00
0.00
2006-07
ACTUAL
$603,086
76,629
0
$679,715
4.00
0.00
2007-08
BUDGET
$619,031
88,542
0
$707,573
4.00
0.00
2008-09
BUDGET
$641,458
85,881
0
$727,339
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-11
PROGRAM:
FUND:
PROGRAM GROUP:
YOUTH/SCHOOL PROGRAMS
GENERAL
POLICE ACCT NO. 0012132, 2141, 2143
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$583,022
82,368
0
$665,390
5.00
0.33
2006-07
ACTUAL
$607,113
77,646
0
$684,759
5.00
0.33
2007-08
BUDGET
$625,997
82,185
0
$708,182
5.00
0.33
2008-09
BUDGET
$648,349
79,365
0
$727,714
5.00
0.33
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-12
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
2005-06
ACTUAL
$464,062
48,793
3,737
$516,592
7.00
0.50
2006-07
ACTUAL
$496,587
49,025
0
$545,612
7.00
0.50
2007-08
BUDGET
$605,528
61,537
0
$667,065
8.00
0.50
2008-09
BUDGET
$608,868
59,917
0
$668,785
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
CY2002 CY2003 CY2004 CY2005 CY2006 CY2007
9,527 9,572 9,525 10,059 11,178 11,259
SIGNIFICANT CHANGES:
None.
E-13
PROGRAM:
FUND:
PROGRAM GROUP:
FAMILY SERVICES
GENERAL
POLICE ACCTNO. 0012134
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$518,360
30,051
0
$548,411
4.00
0.00
2006-07
ACTUAL
$650,067
34,824
0
$684,891
4.00
0.00
2007-08
BUDGET
$771,737
41,000
0
$812,737
6.00
0.00
2008-09
BUDGET
$803,804
36,283
0
$840,087
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:
• None.
E-14
PROGRAM:
FUND:
PROGRAM GROUP:
TASK FORCE
GENERAL
POLICE ACCTNO. 0012135
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$456,248
23,966
0
$480,214
4.00
0.00
2006-07
ACTUAL
$507,347
49,998
0
$557,345
4.00
0.00
2007-08
BUDGET
$537,489
62,709
0
$600,198
4.00
0.00
2008-09
BUDGET
$541,749
71,201
0
$612,950
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-15
PROGRAM:
FUND:
PROGRAM GROUP:
SUPPORT OPERATIONS
GENERAL
POLICE ACCTNO. 0012140
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$793,530
1,252,385
0
$2,045,915
5.50
1.00
2006-07
ACTUAL
$812,081
1,364,058
0
$2,176,139
6.00
1.00
2007-08
BUDGET
$896,830
1,439,755
0
$2,336,585
7.00
0.50
2008-09
BUDGET
$848,343
1,873,461
0
$2,721,804
6.00
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:
• One Senior Office Specialist has been moved to Administration 0012110 to better reflect functionality.
E-16
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNICATIONS CENTER
GENERAL
POLICE ACCTNO. 0012144
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,675,525
136,996
0
$1,812,521
18.00
0.50
2006-07
ACTUAL
$1,813,126
131,575
0
$1,944,701
19.00
0.50
2007-08
BUDGET
$1,927,427
138,515
51,368
$2,117,310
19.00
0.50
2008-09
BUDGET
$2,066,361
135,845
0
$2,202,206
19.00
0.50
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
188,870
CY2007
94,126
27,670
187,443
1 Increase in calls due to addition of cellular 9-1-1 calls.
E-17
PROGRAM:
FUND:
PROGRAM GROUP:
VARIOUS
ASSET FORFEITURE
POLICE ACCTNO. 1212110,1222110
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$4,364
27,265
50,323
$81,952
0.00
0.00
2006-07
ACTUAL
$0
103,028
49,825
$152,853
0.00
0.00
2007-08
BUDGET
$11,851
104,500
24,000
$140,351
0.00
0.00
2008-09
BUDGET
$0
60,000
253,500
$313,500
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 2008-09 appropriation are a managed access security system for the Safety Center, a LIDAR
speed recording device and a mobile command and control post.
E-18
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
2005-06
ACTUAL
$116,271
2,118
0
$118,389
1.00
0.00
2006-07
ACTUAL
$128,832
2,248
0
$131,080
2.00
0.00
2007-08
BUDGET
$213,866
5,880
0
$219,746
2.00
0.00
2008-09
BUDGET
$238,372
2,090
0
$240,462
2.00
0.00
WORK PROGRAM:
This is the tenth year the City has received funding from the Community-Oriented Policing Services (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 and causes.
• Develop short-term and long-term solutions.
• Work in cooperation with citizens, community groups and other agencies.
SIGNIFICANT CHANGES:
• None.
E-19
PROGRAM:
FUND:
PROGRAM GROUP:
POLICE GRANTS
SPECIAL REVENUE
POLICE ACCTNO. 124-125XXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$0
13,103
802
$13,905
0.00
0.00
2006-07
ACTUAL
$0
18,951
20,844
$39,795
0.00
0.00
2007-08
BUDGET
$0
0
0
$0
0.00
0.00
2008-09
BUDGET
$0
0
0
$0
0.00
0.00
WORK PROGRAM:
The Local Law Enforcement Block Grant (LLEBG) program is funded through the Department of Justice. These are
one-time funds to be used only to enhance, and not replace, law enforcement budgets within specific program areas.
A 10% cash match is required.
The California Law Enforcement Equipment Program (CLEEP) provides one-time funds that can be used only to
enhance, not replace, law enforcement budgets for the purchase of high-technology equipment.
SIGNIFICANT CHANGES:
• None.
E-20
PROGRAM:
REFUND:
PROGRAM GROUP:
FIRE
GENERAL
FIRE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$11,377,918
2,054,116
424,407
$13,856,441
79.75
1.17
2006-07
ACTUAL
$12,469,441
2,455,857
194,520
$15,119,818
87.75
1.17
2007-08
BUDGET
$13,558,037
3,323,621
299,520
$17,181,178
88.75
1.17
2008-09
BUDGET
$14,032,167
3,359,040
74,500
$17,465,707
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
Total Incidents By Year
Response Time 98%
I
Competence 99%
I
Courtesy
I
Transportation
99%
••;•••• 98%
(As rated on a five-point scale of
very poor, poor, fair, good, and excellent.)
CM£
to*
COo
ino
in
CO
2003 2004 2005 2006 2007
Customer Service Ratings: The above chart shows
our customer satisfaction level for emergency medical
services for fiscal year 2006-2007. The results show
that our paramedics continue to live up to the
department's standard for treating all patients, as we
would want our own family treated.
Incidents & Response Times: The Fire Department
reached the 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-21
PROGRAM: FIRE PAGE TWO
REFUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
KEY ACHIEVEMENTS FOR 2007-08:
• Completed the construction phase of the relocation of Fire Station No. 6 in the southeast section of the City.
• Continued design and development of the Joint First Responders Training Facility in conjunction with the Police
Department and the Public Works Department.
• City adoption of the new International Code Conference (ICC) Fire and Building Codes.
• 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
cycle.
KEY GOALS FOR FY 2008-09
• Complete a Standards of Coverage study that analyzes Fire Department service delivery and makes
recommendations for adoption of recognized national standards.
• Continue design and development of the Joint First Responders Training Facility in conjunction with Police
Department and the Public Works Department.
• Implement the City of Carlsbad Community Emergency Response Team (CERT).
• Continue the integration of the Mobile Data Computer (MDC) Program in all first responder apparatus.
E-22
PROGRAM:
FUND:
PROGRAM GROUP:
ADMINISTRATION
GENERAL
FIRE ACCT NO. 0012210
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$471,433
362,983
335,014
$1,169,430
3.75
0.00
2006-07
ACTUAL
$479,798
436,254
0
$916,052
3.75
0.00
2007-08
BUDGET
$726,524
604,824
1,800
$1,333,148
4.75
0.00
2008-09
BUDGET
$562,247
422,231
0
$984,478
3.75
0.00
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination
Provide program direction and planning for all divisions.
• Implement and support Fire Department specific values, mission, and vision.
• Support and facilitate department managers in accomplishing their goals.
• Facilitate team-building programs for all members of the management team.
• Promote increased communications and participation at all levels within the department.
Planning
Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire
services.
• Monitor development under the Growth Management Program as it relates to the relocation of Fire Stations 3 and 6.
• Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
• Participate in regional planning activities, including cooperation and coordination of dispatching, training,
recruitment, and facilities.
SIGNIFICANT CHANGES:
• The Battalion Chief - Administration Services position that was added in Fiscal Year 2007-08 to Administration
was moved to Emergency Operations to better reflect functionality.
E-23
PROGRAM:
FUND:
PROGRAM GROUP:
EMERGENCY OPERATIONS
GENERAL
FIRE ACCTNO. 0012220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$10,332,874
1,614,741
89,393
$12,037,008
71.00
0.00
2006-07
ACTUAL
$11,349,291
1,880,086
139,000
$13,368,377
78.00
0.00
2007-08
BUDGET
$12,035,286
2,370,827
245,720
$14,651,833
78.00
0.00
2008-09
BUDGET
$12,642,361
2,586,726
46,300
$15,275,387
79.00
0.17
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emergency Response
Maintain an effective fire and medical emergency response system throughout the City.
• Maintain fire apparatus, equipment, and facilities at a high level of readiness.
• Maintain a response time of eight minutes or less, 90% of the time, to fires, rescues, and medical calls for
service.
Training
Provide all safety personnel appropriate training in order to enhance their personal safety as well as services
provided to citizens.
• Provide 20 hours of training to all shift personnel on a monthly basis.
• Train personnel to meet individual and company performance standards.
• Provide 24 hours of annual EMS continuing education to all field personnel.
Service
Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness.
• Engine companies to participate in public education programs and special community events.
SIGNIFICANT CHANGES:
• The Battalion Chief - Administration Services position that was added in Fiscal Year 2007-08 to Administration
was moved to Emergency Operations, and an Hourly/FTE of .17 was transferred from Fire Prevention to better
reflect functionality.
E-24
PROGRAM:
FUND:
PROGRAM GROUP:
PREVENTION
GENERAL
FIRE ACCT NO. 0012225
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$573,611
70,669
0
$644,280
5.00
1.17
2006-07
ACTUAL
$595,226
54,556
0
$649,782
5.00
1.17
2007-08
BUDGET
$671,496
131,344
30,000
$832,840
5.00
1.17
2008-09
BUDGET
$708,919
92,928
0
$801,847
5.00
1.00
WORK PROGRAM:
Reduce the potential for fire and property loss in the community through Fire Code enforcement, Fire Protection
Engineering and Fire Investigation.
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.
• Conduct cause and origin investigations for suspicious or large loss fires.
SIGNIFICANT CHANGES:
• Hourly/FTE of .17 was transferred to Operations to better reflect functionality.
E-25
PROGRAM:
FUND:
PROGRAM GROUP:
WEED ABATEMENT
GENERAL
FIRE ACCT NO. 0012235
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$0
5,723
0
$5,723
0.00
0.00
2006-07
ACTUAL
$0
35,255
0
$35,255
0.00
0.00
2007-08
BUDGET
$0
82,300
0
$82,300
0.00
0.00
2008-09
BUDGET
$0
120,050
0
$120,050
0.00
0.00
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
• Select 500-1,100 parcels for clearance.
• Obtain City Council approval for abatement.
• Mail notices to property owners.
Hazard Abatement
Ensure effective abatement of identified hazards.
• Inspect all noticed property.
• During May through July, clean all property not previously abated by owners.
• Manage contractor performance and payment system.
• Obtain City Council approval to place abatement costs onto individuals' property tax roll in July.
• Submit charges to County Auditor for recovery through property tax billing by August.
• Provide vegetation fire hazard reduction public education programs in urban wildlife interface zones.
SIGNIFICANT CHANGES:
• None.
E-26
PROGRAM:
FUND:
PROGRAM GROUP:
DISASTER PREPAREDNESS
GENERAL
FIRE ACCT NO. 0012240
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$0
0
0
$0
0.00
0.00
2006-07
ACTUAL
$45,126
49,706
55,520
$150,352
1.00
0.00
2007-08
BUDGET
$124,731
134,326
22,000
$281,057
1.00
0.00
2008-09
BUDGET
$118,640
137,105
28,200
$283,945
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.
• The FY 2008-09 City Emergency Preparedness Program strategic goals include: strengthen City preparedness
programs, develop community relationships, strengthen mutual aid partnerships, and meet federal and state
preparedness requirements. The major components of the City's emergency and disaster response program
include the following:
• Emergency preparedness and continuity of operations planning;
• Disaster Service Worker (DSW), Incident Command System (ICS) and NIMS training;
• CPR/First Aid/AED training; and
• Public Outreach, including Community Emergency Response Team (CERT) implementation.
PROGRAM ACTIVITIES:
Planning
• Direct and manage City of Carlsbad Emergency Management Administrative Team (CEMAT).
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-Agency Coordination
• Represent the interests of the City on the County Unified Disaster Council (UDC).
SIGNIFICANT CHANGES:
• None.
E-27
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY DEVELOPMENT
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$5,638,205
9,868,919
1,737,871
$17,244,995
54.02
4.14
2006-07
ACTUAL
$5,893,112
9,437,139
1,041,702
$16,371,953
59.00
3.64
2007-08
BUDGET
$7,034,423
10,217,038
221,728
$17,473,189
60.00
3.64
2008-09
BUDGET
$7,146,612
10,361,073
0
$17,507,685
60.00
3.64
ECONOMIC DEVELOPMENT
3%
REDEVELOPMENT
12%
BUILDING INSPECTION
14%
AFFORDABLE HOUSING
2%
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
2005-06
ACTUAL
$444,446
469,011
0
$913,458
4.00
0.00
2006-07
ACTUAL
$465,802
357,265
0
$823,067
5.00
0.00
2007-08
BUDGET
$460,066
246,860
0
$706,926
3.00
0.00
2008-09
BUDGET
$481,231
241,785
0
$723,016
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 2007-08:
• Continue implementation of Development Process Review Audit.
• General Plan visioning scope of work.
• Staffed Prop D Citizens Liaison Committee to conduct public outreach for possible open space uses on Cannon
Road Agricultural Lands.
KEY GOALS FOR 2008-09:
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 approval.
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 2008-09 (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, Public Participation Certification,
etc.).
SIGNIFICANT CHANGES:
• None.
F-3
PROGRAM:
FUND:
PROGRAM GROUP:
LAND USE PLANNING & PLANNING COMMISSION
GENERAL
PLANNING ACCT NO. 0013210/3215/3220/3225
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$2,394,473
662,001
2,596
$3,059,071
24.00
2.00
2006-07
ACTUAL
$2,408,034
938,351
2,223
$3,348,608
27.00
1.00
2007-08
BUDGET
$3,132,931
1,421,625
0
$4,554,556
27.00
1.00
2008-09
BUDGET
$3,156,813
854,301
0
$4,011,114
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, Growth Management Program and Habitat
Management Plan.
F-4
PROGRAM: LAND USE PLANNING PAGE TWO
& PLANNING COMMISSION
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 0013210/3215/3220/3225
KEY ACHIEVEMENTS FOR 2007-2008:
• Completed processing of the Robertson Ranch Master Plan and Environmental Impact Report.
• Completed entitlement of numerous residential subdivisions in the Villages of La Costa Master Plan and
Robertson Ranch Master Plan.
• Completed processing of the Environmental Impact Report for development within the Ponto Area Vision Plan
project area.
• 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.
• Continued processing of the updated Housing Element.
• Initiated Phase 1 of the General Plan, Local Coastal Program, and Zone Code Update Program.
• Continued to implement the Habitat Management Plan and the Open Space Management Plan.
• Completed Customer Satisfaction Survey.
KEY GOALS FOR 2008-2009:
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 and the Open Space Management Plan.
• Launch Public Participation and Visioning Program for the General Plan, Local Coastal Program, and Zone
Code Update Program.
• Submit adopted Housing Element to the State Department of Housing and Community Development for
certification.
SIGNIFICANT CHANGES:
• None.
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
2005-06
ACTUAL
$341,994
93,242
0
$435,237
2.00
0.50
2006-07
ACTUAL
$369,626
62,490
0
$432,116
3.00
0.50
2007-08
BUDGET
$469,709
76,785
10,388
$556,882
4.00
0.50
2008-09
BUDGET
$476,506
97,739
0
$574,245
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 major focus of this system development effort is
to increase staff's use of the interactive GIS map on the intranet. If the GIS can provide the data and query tools
to help staff answer questions and get information at their desktops, they are able to do their jobs quicker and
more efficiently. IT statistics on web activity, the reduction of direct product requests (see Workload Statistics
below), and staff requests for more data to be added to the interactive map 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:
FY 2005 FY 2006 FY 2007
Number of Service Requests: 367 413 334
KEY ACHIEVEMENTS FOR 2007-08:
FY 2008 (Est.)
330
Implement a public-access E-zoning web application that allows the public to query the GIS for land
development and status information such as zoning, general plan, acreage, jurisdictional boundaries
(water/sewer district, school district, etc).
Acquire updated medium resolution (1.0 ft) aerial photography coverage for the City.
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 ACCTNO.OOISSIO
KEY GOALS FOR 2008-09:
Top Quality Services
• Upgrade the quality and functionality of the web-based interactive map available to City staff on the intranet.
• Acquire new, high resolution (0.25' resolution) aerial photography for the City in a cost-share project with local
agencies.
• Design and implement a geodatabase for non-Public Works data (Public Works design and geodatabase
creation accomplished in FY 07-08), so that all GIS data is in an enterprise-wide structure.
• Continue to reduce the cycle time between request and delivery of products/services.
• 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:
• None.
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
2005-06
ACTUAL
$166,772
13,198
0
$179,970
1.00
0.00
2006-07
ACTUAL
$177,523
11,969
0
$189,492
1.00
0.00
2007-08
BUDGET
$291,162
30,377
0
$321,539
2.00
0.00
2008-09
BUDGET
$296,323
137,794
0
$434,117
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 new 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 and retaining 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 2007-08:
• Evaluation of assets for revenue generation potential.
• Negotiation of park/fire station acquisition - Robertson Ranch.
• Negotiation of use of CMWD property for new car dealership opportunity.
• Renegotiation of Headstart lease.
• Increased lease revenue by >$70,000/year.
F-8
PROGRAM: ECONOMIC DEVELOPMENT/ PAGE TWO
REAL ESTATE MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510
KEY GOALS FOR 2008-09:
Financial Health
• Participate in regional economic development activities and projects.
• Identify and monitor progress of development projects that provide economic benefit to the City.
• Develop a new Economic Development Strategic Plan.
• Evaluate underutilized City owned property for revenue generation potential.
• Coordinate acquisition of real property associated with City Council goals.
• Negotiation of leases and asset management.
SIGNIFICANT CHANGES:
• None.
F-9
PROGRAM:
FUND:
PROGRAM GROUP:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCTNO. 0013610
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,408,919
713,703
0
$2,122,623
13.00
1.00
2006-07
ACTUAL
$1,409,751
703,954
0
$2,113,705
13.00
1.50
2007-08
BUDGET
$1,608,254
736,478
0
$2,344,732
14.00
1.50
2008-09
BUDGET
$1,655,818
737,875
0
$2,393,693
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 2007-08:
Issued permits valued at over $200 million for various types of construction projects.
Performed 35,000 various building inspections - 98% the next working day.
Final inspection on over 700 dwelling units.
Answered over 4,000 incoming calls for information at Code Enforcement.
Proactively removed over 1,200 illegal signs from the right of way.
Performed over 5,500 Code Enforcement inspections.
Handled over 2,100 open Code Enforcement cases.
KEY GOALS FOR 2008-09:
Top Quality Services
• Respond to 98% of requests for field inspections and 98% 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.
• Implement community based mediation strategies for Code Enforcement case resolution.
SIGNIFICANT CHANGES:
• None.
F-10
PROGRAM:
FUND:
DEPARTMENT:
HOUSING AND REDEVELOPMENT
VARIOUS
HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$881,599
7,917,763
1,735,275
$10,534,641
10.02
0.64
2006-07
ACTUAL
$1,062,376
7,363,110
1 ,039,479
$9,464,969
10.00
0.64
2007-08
BUDGET
$1,072,301
7,704,913
211,340
$8,988,554
10.00
0.64
2008-09
BUDGET
$1,079,921
8,291,579
0
$9,371,500
10.00
0.64
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing
• Rental Assistance
• Homebuyers Assistance
• New Construction
• Rehabilitation
Enhancing Opportunities
• Career Development
• Plans
• Innovation
• Goals
Promoting Business Development
• Jobs
• Sales Tax
• New Products
• State Funds
Creating a Community Spirit
• Transportation
• Education
• Social Services
• Family Self-Sufficiency
Village Vision
• Creativity
• Expansions
• Revitalization
• Beautification
Increasing Revenues
• Federal Funds
• Property Tax
Excellent Service
F-11
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
2005-06
ACTUAL
$153,235
98,921
0
$252,157
1.32
0.07
2006-07
ACTUAL
$253,877
87,919
0
$341,796
2.73
0.08
2007-08
BUDGET
$274,943
161,423
0
$436,366
2.73
0.08
2008-09
BUDGET
$272,477
135,530
0
$408,007
2.73
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 2008-09:
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.
Actual
04-05
244 units
439 units
$1,600,000
Actual
05-06
274 units
110 units
$1,440,000
Actual
06-07
255 units
66 units
$3,009,000
Est.
07-08
103 units
168 units
$1,932,000
F-12
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
2005-06
ACTUAL
$347,030
5,385,281
0
$5,732,312
4.93
0.30
2006-07
ACTUAL
$365,173
4,843,046
0
$5,208,220
4.25
0.30
2007-08
BUDGET
$390,985
5,629,527
0
$6,020,512
4.25
0.30
2008-09
BUDGET
$411,056
5,485,561
0
$5,896,617
4.25
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 2007-08:
• Provided rental assistance to approximately 600 very low and extremely low-income households.
SIGNIFICANT CHANGES:
• None.
F-13
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
2005-06
ACTUAL
$81,866
167,177
716,109
$965,152
0.86
0.00
2006-07
ACTUAL
$80,134
280,520
9,479
$370,133
0.61
0.00
2007-08
BUDGET
$76,393
315,115
211,340
$602,848
0.61
0.00
2008-09
BUDGET
$80,643
974,107
0
$1,054,750
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 2008-09:
Brother Benno Center $5,000
Hospice of the North Coast $5,000
North County Health Services $9,953
La Posada de Guadalupe Shelter $5,000
Solutions Family Center $5,000
Women's Resource Center $5,000
YMCA OZ Youth Shelter $5,000
Boys and Girls Club Teen Program $10,000
From the Inside Out Youth Program $4,953
Lifeline Community Services $10,000
North County Community Services $5,000
Interfaith Community Services $5,000
Casa de Amparo $4,953
TERI Inc. Property Acquisition $795,000
United We Paint/Carlsbad Cares $50,000
Boys and Girls Club Facility $25,000
F-14
PROGRAM: COMMUNITY DEVELOP. BLOCK GRANT PAGE TWO
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. 39ixxxx
KEY ACHIEVEMENTS 2007-08:
• Provided funding assistance to 15 nonprofit organizations.
• Met compliance requirements for timely expenditure of funds.
• Provided funding for development of the Library Learning Center.
SIGNIFICANT CHANGES:
• None.
F-15
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT ACCTNO. 8013410/802XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$171,689
2,179,238
950,000
$3,300,928
1.69
0.07
2006-07
ACTUAL
$239,613
2,015,553
1,030,000
$3,285,166
1.56
0.08
2007-08
BUDGET
$186,474
1,422,862
0
$1,609,336
1.56
0.08
2008-09
BUDGET
$175,501
1,522,736
0
$1,698,237
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 20 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 2007-08:
• Non-profit organization formed to implement findings of the Village Area Retail Analysis and Demand/Desire
Study and gain a more cohesive approach to Village enhancements.
• Revisions to development standards to assist in encouraging development approved by City Council.
• Processed three sidewalk sign/outdoor display permits; 20 sign permits; three administrative redevelopment
permits; and three major redevelopment permits.
F-16
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. soi34io/802xxxx
KEY GOALS FOR 2008-09:
Financial Health
• Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings.
• Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private
commercial and/or mixed-use development on North State Street.
Balanced Community Development (also affects Financial Health goal)
• Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and
administration/organizational structure strategies following the July 2009 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
• None.
F-17
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
2005-06
ACTUAL
$35,813
31,377
0
$67,190
0.40
0.00
2006-07
ACTUAL
$35,147
27,223
0
$62,370
0.29
0.00
2007-08
BUDGET
$40,114
55,490
0
$95,604
0.29
0.00
2008-09
BUDGET
$40,805
55,887
0
$96,692
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 2008-09:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
• None.
F-18
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD COASTAL AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. sioxxxx/8113412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$71,373
46,211
69,166
$186,751
0.54
0.20
2006-07
ACTUAL
$67,334
100,189
0
$167,523
0.41
0.18
2007-08
BUDGET
$80,227
100,066
0
$180,293
0.41
0.18
2008-09
BUDGET
$75,754
97,533
0
$173,287
0.41
0.18
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area
• Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could
provide for public recreational facilities and/or development of cultural facilities or other public facilities.
• 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 2007-08:
• Adoption of the Ponto Beachfront Village Vision Plan and related Environmental Impact Report.
KEY GOALS FOR 2008-09:
Balanced Community Development
• Facilitate the development of one project identified by the vision study for planning area three.
SIGNIFICANT CHANGES:
• The assessed values in the South Carlsbad Coastal Redevelopment Area declined from $398 million in 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 2008-09. Budgeted
expenses will come from accumulated balances and/or loans from the City, as approved.
F-19
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
2005-06
ACTUAL
$20,592
9,556
0
$30,148
0.28
0.00
2006-07
ACTUAL
$21,098
8,660
0
$29,758
0.15
0.00
2007-08
BUDGET
$23,165
20,430
0
$43,595
0.15
0.00
2008-09
BUDGET
$23,685
20,225
0
$43,910
0.15
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement City-wide 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 2008-09:
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-20
Gommtwify 1
PROGRAM:
FUND:
PROGRAM GROUP:
COMMUNITY SERVICES
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$9,724,263
5,762,441
124,969
$15,611,673
84.50
120.24
2006-07
ACTUAL
$10,439,660
5,702,995
494,376
$16,637,031
83.50
122.51
2007-08
BUDGET
$10,989,237
6,394,923
32,527
$17,416,687
83.50
116.41
2008-09
BUDGET
$11,373,887
7,026,494
23,632
$18,424,013
83.50
116.41
Recreation,
39%
Library, 55%
Arts, 6%
G-1
PROGRAM:
FUND:
PROGRAM GROUP:
LIBRARY
VARIOUS
LIBRARY SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$5,406,420
3,413,934
23,409
$8,843,772
47.00
64.50
2006-07
ACTUAL
$5,856,209
3,067,180
371,177
$9,294,566
48.00
66.75
2007-08
BUDGET
$6,248,110
3,365,813
28,527
$9,642,450
48.00
59.25
2008-09
BUDGET
$6,473,250
3,671,142
3,132
$10,147,524
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 2007- 08:
• Policy, layout, and signage changes made to improve customer experience
• Citizen/User survey conducted by research firm to measure satisfaction, needs, and expectations of Library.
• Successful "Carlsbad Reads Together" program with author visit by Alexander McCall-Smith.
• Learning Center construction completed.
• Introduction of new, portable audio book format for busy customers.
KEY GOALS FOR 2008-09:
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.
• Improve service through use of credit/debit options at all circulation points.
Learning. Culture & Arts
• Open Learning Center and provide increased access to resources for more users.
• Improve programming facilitation through cooperation with outside producer services.
Communication
• Enhance delivery of internal information via City Intranet.
Future Direction/Plans
• Combine Adult Learning and Centra programs in Library Learning Center.
SIGNIFICANT CHANGES:
• None.
G-2
PROGRAM:
FUND:
PROGRAM GROUP:
GEORGINA COLE LIBRARY
GENERAL
LIBRARY ACCT NO. 0014010/0014015-16/0014025/0014035/0014069
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,563,757
516,044
6,659
$2,086,460
12.50
21.90
2006-07
ACTUAL
$1,742,083
574,997
4,579
$2,321,659
12.75
23.70
2007-08
BUDGET
$1,847,320
623,920
10,761
$2,482,001
12.75
22.40
2008-09
BUDGET
$1,883,170
760,104
1,332
[ $2,644,606
12.75
21.40
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 assistance, public computer use for adults and children, special programs for all ages, and monthly
exhibits offered by local residents.
PROGRAM ACTIVITIES:WORKLOAD STATISTICS:
Cole Library Administration
Administrative staff at the Georgina Cole Library participates in
Library Administration operations in conjunction with the main
Administrative offices at the Carlsbad City Library on Dove
Lane.
• Manage the Georgina Cole Library, Adult Learning
Program, and Centra de Information staff, facilities, budget
and collections.
• Coordinate library-wide volunteer services and programs,
library vehicle maintenance, and daily courier service.
• 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.
Library Visits
Computer Users
Wireless users
Reference Questions
Children's/Teen Programs
Children's/Teen Program Attendance
Circulation
Genealogy Programs
Genealogy Program Attendance
2006-07
254,233
29,870
6,200
77,061
380
8,949
387,709
63
3200
25,200
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; and serves as a first
point of inquiry and direction for patrons entering the
Library.
• Cole circulation schedules and provides drivers for the
Carlsbad High School students who are provided literacy Genealogy In-House Usage
services through the Adult Learning Program.
• Staff coordinates Carlsbad's participation in county-wide delivery and return of Serra Cooperative member
library 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, 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.
G-3
PROGRAM: GEORGINA COLE LIBRARY PAGE TWO
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCTNO. 0014010/0014015-16/0014025/0014035/0014069
• Periodicals staff manages a collection of 225 magazines and 12 newspapers and related back files.
• Computer lab staff provides assistance with access to the Internet and other software programs.
• History Room staff provides and maintains a repository for collecting, preserving, and researching local history
and reply to community and City needs for historic photos and information.
Youth Services
The Youth Services Division supports the informational, recreational, literacy and cultural needs of young patrons
from babies through teens, as well as their parents, caregivers and teachers.
• Plan, schedule and conduct fun and educational year-round programs for youth of all ages which promote the
Library as a positive place, encouraging early and traditional literacy as well as other forms of literacy such as
information, computer, and cultural literacy.
• Introduce youth to literature and promote early family learning through interactive story time and craft programs.
• Answer reference questions and readers' advisory inquiries using print and non-print resources.
• Provide Internet-accessible computers for research, homework and recreational use.
• Provide entertaining and educational social activities and programs for teens encouraging library use and
lifelong learning.
• Work with other youth-related organizations to promote Library services and outreach to the community.
• Provide classroom visits, library instruction and tours for children, teens and other youth-related groups.
Genealogy Services
The Genealogy Division provides reference and instructional assistance to patrons researching their ancestry.
Genealogy staff 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.
• Respond to in-person and telephone reference requests; provide individual patrons with a general introduction
to the collection; provide instruction on the use of the catalog and other finding aids; instruct on the use of
various equipment including computers, and microfilm/fiche readers and printers.
• The North San Diego Genealogical Society (NSDCGS) has been a support group for this collection for 30 years.
The Division works with and assists the Society in fund-raising for the acquisition of materials for the collection
and in instructional programs.
KEY ACHIEVEMENTS FOR 2007-08:
• Partnered with outside agency to contact patrons with long overdue materials for the purpose of recovery.
• Incorporated changes to create more comfortable and successful visits including policy changes, layout
changes, and materials display changes.
• Improved efficiency and operational processes to allow for reductions in part-time FTE.
KEY GOALS FOR 2008-09:
• Implementation of new cashiering system will provide improved money handling and accounting.
• Implementation of credit/debit option for payment of fines and fees will provide convenience for library patrons
and encourage increased use of self-service equipment.
SIGNIFICANT CHANGES:
• Reclassified 1.0 full-time Children's Division Library Assistant position to a Librarian l/ll to further strengthen the
structure and services to Youth.
• Reclassified 1.0 part-time Library Technician to a Librarian l/ll in Cole Reference to increase the service in the
History Room.
• Moved 1.0 part-time staff from Cole to the new Library Learning Center.
G-4
PROGRAM:
FUND:
PROGRAM GROUP:
CARLSBAD CITY LIBRARY
GENERAL/SPECIAL REVENUE
LIBRARY ACCTNO. 0014070-4095,1754010
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2005-06
ACTUAL
$2,434,513
1,614,185
6,141
$4,054,839
21.50
33.70
$4,048,839
6,000
$4,054,839
2006-07
ACTUAL
$2,587,720
1,311,795
304,411
$4,203,926
20.25
32.10
$4,197,086
6,840
$4,203,926
2007-08
BUDGET
$2,724,650
1,325,147
14,516
$4,064,313
20.25
25.70
$4,058,138
6,175
$4,064,313
2008-09
BUDGET
$2,712,240
1,539,550
1,800
$4,253,590
19.50
25.70
$4,245,590
8,000
$4,253,590
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.
WORKLOAD STATISTICS: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; 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.
• 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; handle phone calls
• Enroll visually impaired patrons in the Braille Institute; 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.
Library Visits
Computer Users
Wireless Users
Reference Questions
Children's/Teen Programs
Children's/Teen Program
Attendance
Circulation
2006-07
386,939
41,715
7,271
139,802
443
21,913
884,578
G-5
PROGRAM: CARLSBAD CITY LIBRARY PAGE TWO
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014070-4095,1754010
PROGRAM ACTIVITIES (continued):
• Computer lab staff provides assistance with access to the Internet and other software programs.
• Young Adult Services staff develops programs and activities that encourage and support library use by teens.
Children's
The Children's Division serves youth from nine months through middle school with their information needs and
development of reading skills. The Division also assists parents, teachers and adult students through parent
resources, access to children's literature and professional literature on reading development.
• Respond to in-person and telephone questions; provide readers' advisory assistance, library skills instruction,
group tours.
• Provide programs that introduce children to literature, including story times, the Summer Reading Program, and
events highlighting literature such as National Children's Book Week; offer cultural enrichment programs as well
as special holiday, seasonal, puppetry and craft activities that promote learning and literacy.
• 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 Microsoft
Word, PowerPoint and other programs students will find valuable.
KEY ACHIEVEMENTS FOR 2007-08:
• Partnered with outside agency to contact patrons with long overdue materials for the purposes of recovery.
• Improved efficiency and changed operations to allow reductions in FTE.
• Changed food policy, some layout, display and signage to make users more comfortable and likely to have
success with their visits to the Library.
KEY GOALS FOR 2008-09:
• Circulation may increase due to increased visibility and improved placement.
• Cashiering system will provide improved money handling and accounting.
• Credit/debit option will improve service and help move more circulation to the self-serve model (self-check).
SIGNIFICANT CHANGES:
• None.
G-6
PROGRAM:
FUND:
PROGRAM GROUP:
CENTRO DE INFORMACION
GENERAL
LIBRARY ACCTNO. 0014030
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$143,361
26,969
0
$170,331
1.00
1.70
2006-07
ACTUAL
$150,008
28,760
0
$178,768
1.00
1.70
2007-08
BUDGET
$167,480
33,120
0
$200,600
1.00
2.00
2008-09
BUDGET
$290,970
25,720
0
$316,690
2.00
2.50
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:
2004-05 2005-06 2006-07
22,752 22,962 24,105
Individual Patron
Visits
Program
Attendance 3,214 3,958 3,645
PROGRAM ACTIVITIES:
The Centra de Informacion offers a welcoming and
culturally sensitive environment that enables
Spanish-speaking residents and non-traditional
library users to obtain information, to access
technology, and to find library materials.
The Centra fosters family literacy and life-long
learning by offering homework help, literature-based
bilingual programming for youth and families, and
computer classes for adults.
The Centra de Informacion networks with community
agencies and organizations, as well as the school
district, to provide outreach, presentations,
information about library services, and the promotion
of reading, literature, and library use.
KEY ACHIEVEMENTS FOR 2007-08:
• A Principal Librarian was hired to oversee personnel, maintenance and operation of the Library Learning Center.
• Collaborated on plans for the Library Learning Center with regard to technology, interior design, furniture,
collection development, and daily operations.
• Completed ordering of books, DVDs, and other materials for the grand opening collection.
• Completion of the Learning Center building - May 2008.
KEY GOALS FOR 2008-09:
• Move-in to the Learning Center - July 2008.
• Grand Opening of the Learning Center - August 2008.
SIGNIFICANT CHANGES:
• Moved 1.0 full-time FTE from Dove Library (0.75) and Adult Learning (0.25) and 0.5 part-time FTE from Cole
to Centra in anticipation of the opening of the new Library Learning Center.
G-7
PROGRAM:
FUND:
PROGRAM GROUP:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCTNO. 0014040
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$508,284
103,783
0
$612,069
7.00
2.50
2006-07
ACTUAL
$598,227
86,745
0
$684,972
7.00
2.50
2007-08
BUDGET
$643,080
141,840
0
$784,920
7.00
2.50
2008-09
BUDGET
$688,850
109,090
0
$797,940
7.00
2.50
WORK PROGRAM:WORKLOAD STATISTICS:
2004-05The Technical Services Division catalogs and prepares
library materials for public use; maintains the Library's
on-line database; and manages the library's circulation Items cataloged & processed
system, on-line catalog, and related automated
programs.
2005-06 2006-07
PROGRAM ACTIVITIES:
Items handled for binding
Items withdrawn
32,855
1,386
14,227
31,866
2,142
30,049
36,928
1,473
35,081
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.
KEY ACHIEVEMENTS FOR 2007-08:
• Implemented upgrade to integrated library system software in October 2007.
• Outsourced debt collection on delinquent accounts.
• Implemented system configuration changes to accommodate new Library Learning Center.
• Implemented authority control in library catalog.
KEY GOALS FOR 2008-09:
• The opening of the Library Learning Center in 2008-09 will require multiple database modifications, including
facility names, changes in call numbers and locations, and the addition of new materials to the collection.
• Addition of new formats to the collection, e.g. games and electronic resources, will have an impact on
processing staff and catalogers.
SIGNIFICANT CHANGES:
• None.
G-8
PROGRAM:
FUND:
PROGRAM GROUP:
COLLECTION DEVELOPMENT & ACQUISITIONS
GENERAL/SPECIAL REVENUE
LIBRARY ACCT NO. 0014045/
1454010/1454011
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2005-06
ACTUAL
$184,905
1,002,151
0
$1,187,057
1.00
0.60
$1,069,986
117,072
$1,187,058
2006-07
ACTUAL
$193,447
912,314
6,069
$1,111,830
2.00
0.60
$997,304
114,526
$1,111,830
2007-08
BUDGET
$205,800
1,070,711
0
$1,276,511
2.00
0.60
$1,276,511
0
$1,276,511
2008-09
BUDGET
$210,370
1,045,134
0
$1,255,504
2.00
0.60
$1,230,504
25,000
$1,255,504
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.
WORKLOAD STATISTICS:
2004-05 2005-06 2006-07
Orders Placed
Items Received
Donations Added
1,345
28,417
1,067
1,246
27,496
1,740
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.
Weeding
• Keep collection current by removing outdated
and unused materials.
KEY ACHIEVEMENTS FOR 2007-08:
• Introduced circulating Play-a-Way format audio book recordings.
• Incorporated new genre (Anime) into collection for ease of use.
• Devised new workflows to accommodate more volumes and more complex configurations at Learning Center.
KEY GOALS FOR 2008-09:
• More workflow adaptations to improve efficiency of handling acquisitions and receiving of materials.
SIGNIFICANT CHANGES:
• None.
1,333
28,816
1,247
G-9
PROGRAM:
FUND:
PROGRAM GROUP:
MEDIA SERVICES
GENERAL
LIBRARY ACCT NO. 0014050
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$223,189
38,031
10,609
$271,831
2.00
2.10
2006-07
ACTUAL
$241,590
50,691
33,312
$325,593
2.00
2.30
2007-08
BUDGET
$250,990
52,000
3,250
$306,240
2.00
2.30
2008-09
BUDGET
$262,580
50,775
0
$313,355
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 the internet.
PROGRAM ACTIVITIES:
Programming Management
• Implement "Meeting Facility Use Policies and Procedures." Maintain and analyze the service delivery system.
Monitor online system workflows, 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,
distribution of programs.
Provide technical support and production recordings to enable wider
Media Produced Library Collections
• Create and acquire local media materials including: digital imagery, photographic prints, video and audio
recordings. Provide improved workflow for duplication, labeling, and digital storage for web development,
Intranet access and distribution.
WORKLOAD STATISTICS:
2004-05 2005-06 2006-07
Events
Supported
Program
Attendance
Media
Productions
Revenue
842 783 840
38,349 45,601 48,035
26 17 17
$44,190 $79,183 $71,246
G-10
PROGRAM: MEDIA SERVICES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. oouoso
KEY ACHIEVEMENTS FOR 2007-08:
• 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
2005-06
ACTUAL
$154,716
59,733
0
$214,450
1.00
1.60
2006-07
ACTUAL
$122,239
45,605
0
$167,844
1.00
1.70
2007-08
BUDGET
$169,160
48,150
0
$217,310
1.00
2.00
2008-09
BUDGET
$175,160
62,354
0
$237,514
0.75
2.50
WORK PROGRAM:
The Adult Learning Program is the Library's adult literacy service. The program provides individualized instruction in
fundamental reading and writing skills to English-speaking adults and in a partnership with Carlsbad High School to
selected high school students. Tutoring by trained volunteers, integration of technology throughout the curriculum,
and small group study encourage the development of positive self-esteem and the practical application of literacy
skills in the home, workplace, and community.
WORKLOAD STATISTICS:
2004-05 2005-06 2006-07
Learners
Studying
Volunteer
Tutors
Instructing
Instructional
Hours
Completed
116
73
6,546
161
94
7,113
160
115
9,083
PROGRAM ACTIVITIES:
Literacy Skill Development
The program assesses new learners to determine
literacy needs and recommends curriculum to
assist the learners in meeting their goals. The
program provides learning assistance in reading,
writing, comprehension, math, and life skills as
appropriate to each learner. The program
provides orientation, training, and on-going
support to new and established volunteer tutors.
KEY ACHIEVEMENTS FOR 2007-08:
• California State Library awarded the Adult Learning Program two part-time (900 hours/12 months each) federal
AmeriCorps members for January - December 2008.
• Construction continued 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.
• The Adult Learning Program was selected by the State Library as one of only two additional sites to host the
Adult Learner Leadership Institute. The Institute is a program presented by learners for learners focusing on
skills training in the areas of advocacy, leadership, and public speaking. Twelve learners graduated representing
four San Diego-area library literacy programs.
• Adult Learning received excellent media exposure with articles in The North County Times and The San Diego
Union-Tribune, television spots on CNN and San Diego Channel 10, and radio programming on
SignOnRadio.com.
• A Principal Librarian was hired to oversee personnel, maintenance and operation of the Library Learning Center.
• Classroom space was remodeled to accommodate two additional learning pairs.
• At mid-year, 37% of the adult learners enrolled the program had achieved at least one literacy goal, such as
reading a book, getting a library card, reading to their children, or getting a job.
KEY GOALS FOR 2008-09:
• Complete construction of the Library Learning Center, move in, and begin operation in late August.
SIGNIFICANT CHANGES:
• Moved 0.5 part-time FTE from Cole to Adult Learning and 0.25 full-time FTE from Adult Learning to Centra in
anticipation of the opening of the new Library Learning Center.
G-12
PROGRAM:
FUND:
PROGRAM GROUP:
PROGRAMS, EXHIBITS AND GRAPHICS
GENERAL/SPECIAL REVENUE
LIBRARY ACCTNO. 0014060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$193,693
53,036
0
$246,730
1.00
0.40
2006-07
ACTUAL
$220,895
56,273
22,806
$299,974
2.00
2.15
2007-08
BUDGET
$239,630
70,925
0
$310,555
2.00
1.75
2008-09
BUDGET
$249,910
78,415
0
$328,325
2.00
1.75
WORK PROGRAM:
Coordinate marketing and public relations for library programs and services. Oversee the Library's adult programs
and production of library publications.
PROGRAM ACTIVITIES:
Marketing & Public Relations
• Market and publicize library programs and services.
Programming
• Plan and execute programs including author lectures, play readings, film series, poetry readings and writing
workshops, and concert series.
Graphic design and printing
• Design and layout library flyers, calendars, brochures and forms. Print in-house or coordinate outsourcing of
printing.
Budgeting
• Monitor expenditures for division.
KEY ACHIEVEMENTS FOR 2007-08:
• Redesign of Library logo.
• Library Intranet site better utilized as communications vehicle.
• Revision of Community Services video and marketing materials.
KEY GOALS FOR 2008-09:
• Rollout of Library logo and redesign of marketing materials to include Library Learning Center.
SIGNIFICANT CHANGES:
• None.
G-13
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS
VARIOUS
CULTURAL ARTS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$554,520
319,000
0
$873,521
5.00
3.23
2006-07
ACTUAL
$587,084
321,253
0
$908,337
5.00
3.25
2007-08
BUDGET
$606,240
328,471
0
$934,71 1
5.00
3.25
2008-09
BUDGET
$624,620
541,541
0
$1,166,161
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 2007-08:
• Produced 62 events attracting approximately 76,000 people.
• Presented five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden,
attracting over 30,000 visitors.
• Continued to present the Three-Part-Art arts education program (for exhibitions), including lesson workbooks,
guided exhibit tours, and creative workshops. Approximately 5,000 Carlsbad students and adult chaperones
served.
• Presented four Family Open Studio events (hands-on art activities associated with gallery exhibitions), attracting
over 1,200 participants.
• Awarded Community Arts Grants: nine in the Organizations/Artist Partnerships category; 12 in the Arts
Education category, resulting in the community presentation of more than 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.
• Presented "In Focus: National Geographic Greatest Portraits," drawing a record attendance of over 10,000
visitors in an 8-week period to the Cannon Art Gallery.
• Organized "A Day in the Life of Carlsbad and Karlovy Vary," a joint exhibition with our Czech Sister City, of
photos taken by high school students from the two cities.
• Produced a comprehensive conservation report, documenting current condition and any needed repairs, for all
artworks in the City's Public Art Collection.
KEY GOALS FOR 2008-09:
Top-Quality Services
• 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.
• Strengthen administration of Sister City program.
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.
G-14
PROGRAM: CULTURAL ARTS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS SUMMARY
KEY GOALS FOR 2008-09 (continued):
Citizen Connection
• Expand awareness and impact of the Sculpture Garden exhibitions.
• Put photographs of Public Art Collection onto web for better access.
SIGNIFICANT CHANGES:
• None.
G-15
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND
CULTURAL ARTS ACCT NO. 0014062-65/0014067-687
1424067/1754065
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2005-06
ACTUAL
$542,520
280,959
0
$823,479
5.00
2.57
$806,189
17,291
$823,480
2006-07
ACTUAL
$569,425
288,429
0
$857,854
5.00
2.59
$845,943
11,911
$857,854
2007-08
BUDGET
$590,200
275,841
0
$866,041
5.00
2.59
$833,766
32,275
$866,041
2008-09
BUDGET
$604,320
465,131
0
$1,069,451
5.00
2.47
$1,022,551
46,900
$1,069,451
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, summer art camps, Three-Part-Art, 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 2008 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).
• Present five (5) new exhibitions in the Cannon Art Gallery and one (1) new exhibition in the Sculpture Garden.
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-16
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE
GENERAL FUND
CULTURAL ARTS
PAGE TWO
ACCT NO. 0014062-65/0014067-68/
1424067/1754065
KEY GOALS FOR 2008-09:
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.
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
• Jointly produce the "Carlsbad Music Festival," a 3-day series of concerts of contemporary, classical music
presented in the Schulman Auditorium.
• Produce a jazz souvenir program.
• Offer 4 "Art at Jazz" hands-on art activities for children during the jazz concerts.
WORKLOAD MEASURES:
Delivery of Top-Quality Services
Arts Office Events/Attendance
Community Grants Awards/Budget
Educational Opportunities - Information Services
Newsletters (Issues/Distribution)
Special Publications (Per Year/Distribution)
Arts Info Line Calls (Monthly)
Diverse Economic Opportunities
Grants and Contributions
2005-06
42/55,000
23/24,000
2005-06
6/30,000
14/21,000
250
2005-06
$107,800
2006-07
42/65,000
21/24,000
2006-07
4/20,000
20/26,000
230
2006-07
$71,000
2007-08
46/75,000
21/25,000
4/20,000
4/20,000
23/30,000
250
2007-08
$70,000
SIGNIFICANT CHANGES:
• Moved 0.12 in part-time FTE from Cultural Arts general fund to Jazz in the Parks special revenue fund in order
to better serve the concert series.
G-17
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
2005-06
ACTUAL
$0
10,034
0
$10,034
0.00
0.00
2006-07
ACTUAL
$0
8,541
0
$8,541
0.00
0.00
2007-08
BUDGET
$0
9,150
0
$9,150
0.00
0.00
2008-09
BUDGET
$0
9,150
0
$9,150
0.00
0.00
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-18
PROGRAM:
FUND:
PROGRAM GROUP:
CULTURAL ARTS DONATIONS
SPECIAL REVENUE FUND
CULTURAL ARTS ACCTNO. 14840XX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$11,999
28,006
0
$40,005
0.00
0.66
2006-07
ACTUAL
$17,652
24,283
0
$41,935
0.00
0.66
2007-08
BUDGET
$16,040
43,480
0
$59,520
0.00
0.66
2008-09
BUDGET
$20,300
67,260
0
$87,560
0.00
0.78
WORK PROGRAM:
Provide a variety of cultural arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue Cultural Arts Programming
• During the summer 2008 season, present ten (10) jazz concerts in City parks.
• Produce and distribute jazz concert souvenir program, produced in collaboration with Carlsbad Magazine.
• Offer Three-Part-Art programs to 3rd and 4th graders in Carlsbad.
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.
• Seek out contributions and donations for Cannon Art Gallery's Three-Part-Art education program.
PERFORMANCE MEASURES:
• During the summer 2008 season, present ten (10) jazz concerts in City parks with an attendance total of
40,000+.
• Raise over $60,000 in contributions. $40,000 for TGIF Jazz; $20,000 for Three-Part-Art
SIGNIFICANT CHANGES:
• Concerts moved from Pine Avenue Park: one to Poinsettia and one to Calavera Hills instead.
• Moved 0.12 in part-time FTE from Cultural Arts general fund to Jazz in the Parks special revenue fund in order
to better serve the concert series.
G-19
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION
GENERAL/SPECIAL REVENUE
RECREATION SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$3,763,321
2,029,507
101,560
$5,894,404
32.50
52.51
2006-07
ACTUAL
$3,996,367
2,314,562
123,199
$6,434,128
30.50
52.51
2007-08
BUDGET
$4,134,887
2,700,639
4,000
$6,839,526
30.50
53.91
2008-09
BUDGET
$4,276,017
2,813,811
20,500
$7,110,328
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 2007-08:
• Completed construction and grand opening of the City's municipal golf course, The Crossings at Carlsbad.
• Completed the Senior Center expansion project, including facilities and programs.
• Completed relocation and centralization of the Recreation Department's management and administrative staff.
• Assumed ownership and maintenance responsibility for an additional 4.0 miles of the Citywide trails system.
• Completed kitchen and office remodels at Calavera Hills, Harding, and Stagecoach Community Centers.
• Completed construction of picnic shelter at Carrillo Ranch, and began construction on additional picnic shelters
at Calavera Hills and Stagecoach Community Parks.
• Continued management, design, and analysis of the Alga Norte Park and Aquatics Center project.
• Received a Park Planning Award of Excellence for Pine Avenue Community Park from the California Parks and
Recreation Society (C.P.R.S.).
• Received Project of the Year award for Pine Avenue Community Park from the American Pubic Works
Association.
• 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.
• Presented the T.R.U.S.T. program to county-wide agencies as a model sportsmanship program.
• Researched options, trained staff, produced comprehensive report including key next steps, on alternative
funding opportunities for Park Development and Recreation Programs, and Operations.
• Facilitated issuance of an ordinance to prohibit smoking in all City parks and on City trails, and beaches.
KEY GOALS FOR 2008-09:
• Continue to implement the Recreation Department's Strategic Plan to define and reinforce the core concepts of
promoting access to open space, providing safe places to gather, creating lifelong learning opportunities,
promoting fitness opportunities, and building a stronger community.
• Establish a cost recovery model for determining self-sustaining levels for various divisions in Recreation.
G-20
PROGRAM: RECREATION PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2008-09 (continued):
• Explore options to fund future park development projects, programs and operations, including pursuing
public/private partnerships, sponsorships, and grant opportunities.
• Continue to promote and support a safe environment to gather for all facility users and program participants
through continued emphasis and multi-agency support of the Department's T.R.U.S.T. program.
• Continue to streamline and consolidate administrative services and marketing programs to clearly and
consistently communicate with our citizens about our various programs, services and events.
• Prepare monthly agendas for the Parks and Recreation and Senior Commissions that address relevant issues
and inspire community involvement.
• Provide and encourage a variety of professional training opportunities to all staff members.
• Improve staff development, communication, and teamwork through a series of "All Hands" meetings.
• Promote the use of volunteers in providing City services in the Recreation Department.
• Initiate an "Experience Recreation" program to improve communications, build support networks, and offer
opportunities to develop new skills for all department staff.
• Continue to investigate and analyze the most efficient operations/management plan for the Alga Norte Aquatics
Center.
• Begin construction of Alga Norte Park and Aquatics Center.
• Complete construction of picnic shelters at Calavera Hills and Stagecoach Community Parks.
• Complete the construction and grand opening of seven additional tennis courts at Poinsettia Park and determine
an operating model.
• Complete the rental area expansion at Leo Carrillo Ranch.
• Complete the Leo Carrillo Ranch Barn Stabilization project.
• Begin to implement Interpretive Sign program at Leo Carrillo Ranch.
• Continue work on the Lake Calavera Trails master plan.
SIGNIFICANT CHANGES:
• None.
G-21
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING & RECREATION MANAGEMENT
GENERAL FUND/SPECIAL REVENUE
COMMUNITY SERVICES ACCT NO. ooi45io/ooi4545/
1404515/14945XX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
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
ACTUAL
$839,699
413,328
45,500
$1,298,527
5.50
0.00
$1,277,177
21,350
$1,298,527
2007-08
BUDGET
$637,044
426,507
0
$1,063,551
5.50
0.00
$1,047,351
16,200
$1,063,551
2008-09
BUDGET
$711,146
$497,638
$9,500
$1,218,284
6.00
0.00
$1,125,084
93,200
$1,218,284
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 53.91
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-22
PROGRAM: PARK PLANNING PAGE TWO
& RECREATION MANAGEMENT
FUND: GENERAL FUND/SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY SERVICES ACCTNO.ooi45io/ooi4545
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 the Alga Norte Park and Aquatics Center and the
Poinsettia Park Tennis Courts.
• Process the actions required to create a City-wide Trail System (land acquisition, maintenance system,
development, volunteers, etc.).
• Provide in-house design and coordination of various small park improvements.
• Provide project management for specialized park projects (e.g. Carrillo Barn, Shade Structure, Carillo Event
Area, 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.
• 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:
• Reallocated 0.50 in full-time FTE from Recreation fee supported programs (0.25) and Recreation operations
(0.25) in order to better support management and park planning.
G-23
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
2005-06
ACTUAL
$1,031,635
951,249
13,470
$1,996,354
8.20
21.75
2006-07
ACTUAL
$1,148,834
1,009,930
42,746
$2,201,510
8.20
21.75
2007-08
BUDGET
$1,280,482
1,191,703
0
$2,472,185
7.90
20.77
2008-09
BUDGET
$1,279,809
$1,277,338
$0
$2,557,147
7.65
20.52
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational and
social 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 improve the quality
of life through its people, parks, and programs. The Recreation Department creates a sense of community through
the value it places on people, the diversity of its facilities, parks and trails, as well as programs and services that help
to sustain a viable and healthy community.
PROGRAM ACTIVITIES:
The Fee Supported Division provides year-round recreational programs for all ages, preschool to seniors, including
program design, planning, implementation, and evaluation. Recreation programs include enrichment classes, youth
and adult sports, special events, youth day camps, preschool and teen programs.
• 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.
• Offer 24/7 online services which include field
condition updates, league standings, and
registration opportunities.
• Evaluate programs, conduct surveys and analyze
data on an ongoing basis.
• Monitor and analyze revenue and expenditure
reports on an ongoing basis.
WORKLOAD MEASURES:
Sports Camps
Camps
Participants
Revenue
25
800
$48,000
30
800
$50,000
27
750
$50,000
Conduct routine fee market studies.
Partner with school districts for youth and teen
programming.
Recruit, train, and reward volunteers.
Recruit program sponsors.
Provide scholarships for Carlsbad resident youth.
Promote health and wellness opportunities
through special community events and
enrichment programs to help position the
department as a health and wellness resource
for the community.
Research and implement innovative and cost
effective program opportunities.
Actuals
2006-07
Enrichment Classes
Conducted 1,650
Enrolled 16,700
Revenue $765,618
Estimated
2007-08
1,750
18,000
$814,000
Projected
2008-09
1,760
19,400
$821,500
Youth Sports
Teams
Participants
Spectators
Revenue
Actuals
2006-07
Estimated
2007-08
Projected
2008-09
70
1,150
15,000
$36,500
74
1,200
16,000
$41,000
74
1,200
16,000
$46,000
Adult Sports
Teams
Participants
Spectators
Revenue
G-24
334
5,300
30,200
$97,00
336
5,400
30,300
$98,500
336
5,400
31,000
$120,000
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION FEE SUPPORTED
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014515,0014521-28
WORKLOAD MEASURES (continued):
Day Camps
Camps
Participants
Revenue
Actuals
2006-07
31
760
$120,665
Pre-school Classes
Conducted 175
Enrolled 1,792
Revenue $150,152
Triathlon
Spectators
Participants
Revenue
5,500
1,120
$91,380
Estimate
2007-08
31
760
$123,570
Projected
2008-09
44
1,245
$125,000
Teens
CIT Participants
Teen Participants
Revenue
Actuals
2006-07
648
0
$210
Community Volunteers
Volunteers 1,600
4,000 4,000 Hours 17,000
1,103 1,000
$109,625 $110,900
Estimate
2007-08
756
300
$2,000
175
1,792
$154,116
175
1,792
$156,280
Special Events
Events
Participants
Revenue
12
5,200
$14,296
11
6,400
$15,500
1,700
18,000
Projected
2008-09
865
400
$2,000
10
7,000
$16,000
1,700
18,000
KEY ACHIEVEMENTS FOR 2007-08:
• The Recreation Department partnered with the Carlsbad Unified School District to provide lunchtime activities to
encourage and increase participation in Recreation Department sponsored teen activities. Dozens of middle
school teens participated in safe, fun, and supervised events, including themed dances, open microphone night
and dodge ball.
« In 2007-08, staff analyzed website reporting data and statistics, and discovered that the Carlsbad Recreation
Department was consistently in the top 10 of websites visited within the City's web domain. Most visited web
pages included, Triathlon, the Swim Complex and the Community Services Guide.
• In an effort to establish innovative, cost effective partnerships, the Recreation Department contracted outside
professional services to assume the coordination and management of the 2008 Carlsbad Triathlon.
• The special events division planned, organized, and implemented 11 highly successful and well attended
community special events.
KEY GOALS FOR 2008-09:
Carlsbad is a City that provides exceptional top quality services on a daily basis by proactively listening, engaging
and responding to our citizens:
• Conduct customer service and CLASS system program registration training for all staff to broaden their
knowledge and improve service delivery.
• Revise and update user surveys and analyze responses to improve service delivery.
• Recruit, train, and recognize volunteers 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 the community and
enhance transient occupancy taxes (TOT) and sales tax opportunities.
• Promote our Teaching Respect Unity and Sportsmanship through Teamwork (TRUST) program statewide
through collaboration with the California Park and Recreation Society (GPRS).
• Continue to expand educational and interpretive 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.
• Pursue public-private partnerships for the management of the tennis courts at Poinsettia Park.
G-25
PROGRAM: RECREATION FEE SUPPORTED PAGE THREE
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28
SIGNIFICANT CHANGES:
• The operations associated with the Carlsbad Triathlon was contracted to an outside professional events
company.
• Reallocated 0.25 in full-time FTE to Recreation management in order to better support management and park
planning.
• Reallocated 0.25 in part-time FTE to Recreation operations in order to better support staff at the community
centers.
• Upgraded 1.0 full-time Recreation Specialist to Recreation Supervisor in the enrichment classes program.
G-26
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION - AQUATICS
GENERAL
RECREATION ACCTNO. 0014520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$389,921
168,899
0
$558,820
2.47
7.40
2006-07
ACTUAL
$411,941
185,903
0
$597,844
2.47
7.40
2007-08
BUDGET
$417,279
152,860
0
$570,139
2.47
7.50
2008-09
BUDGET
$429,904
151,400
0
$581,304
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, fitness, and lap swimming, which assist participants in maintaining physical
fitness and health. Also provide 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-27
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION-AQUATICS
GENERAL
RECREATION
PAGE TWO
ACCTNO. 0014520
WORKLOAD STATISTICS:
Instructional Lessons
Lane/Hours
Classes Conducted
Registered, Resident
Registered, Non-Resident
Revenue
Recreation and Lap Swim
Lane/Hours
Daily Admissions:
Youth
Adult
Season Pass Admissions
Revenue
Carlsbad Swim Masters
Lane/Hours
Participation
Revenue
Carlsbad High School Teams
Lane/Hours
Participation
Revenue
North Coast Aquatics
Lane/Hours
Participation
Revenue
Actual
2006-07
1,850
262
1,661
60
$71,125
16,550
4,726
7,719
17,172
$73,487
3,241
11,043
$44,068
6,454
11,562
$33,000
2,755
13,472
$27,567
Estimate
2007-08
1,750
280
1,700
70
$71,000
16,500
4,700
7,700
17,000
$74,00
3,200
11,000
$44,000
6,400
11,500
$38,724
2,750
13,500
$30,250
Projected
2008-09
1,750
260
1,600
55
$74,000
16,500
4,700
7,700
17,000
$74,000
3,200
11,000
$40,000
6,400
11,500
$51,200
2,500
10,200
$27,500
Carlsbad Water Polo (Boys Age Group
Water Polo)
Lane/Hours 2,071
Participation 4,021
Revenue $12,190
Carlsbad Water Polo (Girls Age Group
Water Polo) 1,317
Lane/Hours 1,935
Participation $7,633
Revenue
Dive San Diego 750
Lane/Hours 946
Participation $4,629
Revenue
North Coast Scuba Center
Lane/Hours 395
Participation 162
Revenue $3,950
2,200
4,300
$15,400
1,000
2,000
$7,000
645
980
$4,770
400
160
$4,400
2,200
4,300
$17,600
1,000
2,000
$8,000
480
460
$3,360
400
160
$4,800
G-28
PROGRAM: RECREATION-AQUATICS PAGE THREE
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
KEY ACHIEVEMENTS FOR 2007-08:
• Provided accurate financial and operations information to decision makers about the proposed Alga Norte Park
Aquatics Center.
KEY GOALS FOR 2008-09:
• 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 including
Carlsbad High School "Aquatic P.E." use, springboard diving, water polo and swim team rental usage.
• Continue to research and analyze the most efficient operations/management plan for the Alga Norte Aquatics
Center.
SIGNIFICANT CHANGES:
• None.
G-29
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
2005-06
ACTUAL
$27,429
1,108
0
$28,538
0.53
0.00
2006-07
ACTUAL
$21,520
1,511
0
$23,031
0.53
0.00
2007-08
BUDGET
$33,105
2,320
0
$35,425
0.53
0.00
2008-09
BUDGET
$37,183
1,115
0
$38,298
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:
Annual Permits
Daily Permits
Snug Harbor
Launches
Revenue
Actual
2006-07
379
197
425
Estimated Projected
2007-08 2008-09
380
200
400
380
200
400
$23,245 $23,250 $23,250
SIGNIFICANT CHANGES:
• None.
NOTE: The Police Department has responsibility for patrol, enforcement, and lagoon buoy maintenance.
G-30
PROGRAM:
FUND:
PROGRAM GROUP:
RECREATION OPERATIONS
GENERAL
RECREATION ACCT NO. 0014540-44/0014546
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,115,576
225,270
86,115
$1,426,961
10.80
15.86
2006-07
ACTUAL
$1,180,789
281,855
32,789
$1,495,433
10.80
15.86
2007-08
BUDGET
$1,328,673
311,007
0
$1,639,680
11.30
17.64
2008-09
BUDGET
$1,364,288
295,881
0
$1,660,169
11.05
17.89
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 has improved with the success of online registration.
Facilities Operation
Staff coordinates public use of recreational facilities.
• Process applications and issue permits 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 address customer service issues and conduct routine park patrols of staffed and unstaffed satellite
parks. Staff provides 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 maximize facility rental opportunities by monitoring rental demands to improve the availability,
quality and condition of rental facilities and picnic areas.
• Rentals continue to increase based on improved amenities, value, and outstanding customer service.
• Provide field and facility assistance and scheduling for resident non-profit sports organizations.
Supervision
Supervisory staff coordinates operations of the Community Centers/Gymnasiums, Historic Park and satellite
facilities.
• Staff recruitment and development.
• Provides staff training.
• Serves as liaison to various community organizations and city-wide committees.
• Responds to customers' concerns and requests.
• Service delivery continues to improve through the use of comprehensive training programs and the development
of operational manuals.
G-31
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCTNO. 0014540-44/0014546
WORKLOAD MEASURES:
Actual Estimate Projected
2006-07 2007-08 2008-09
Reservations Processed: 5,692 6,225 6,250
Number of Facility Users: 1,073,000 1,100,000 1,100,00
Revenue: $314,516 $316,500 $342,500
Number of Fields Maintained: 23 25 25
KEY ACHIEVEMENTS FOR 2007-08:
• Kitchen and office remodels were completed at Calavera Hills Community Center and Stagecoach Community
Center.
• The Recreation Department partnered with the Carlsbad Softball Association to design and construct a new
batting cage at Calavera Community Park.
• The Recreation Department partnered with Eagle Scout candidate Kyle Campbell in the construction of a new
picnic shelter at Carrillo Ranch.
• The kitchen at Harding Community Center was remodeled and updated to provide a quality facility for
enrichment programming and camps.
KEY GOALS FOR 2008-09:
• Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
ensure customer satisfaction of Carlsbad field users.
• Constantly strive to improve customer service through park patrols and enforcement of park rules and
regulations.
• Continue to promote and support a safe environment to gather through the Department T.R.U.S.T. program for
all facility users.
• 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 inclusive of providing ongoing historic preservation
efforts.
SIGNIFICANT CHANGES:
• Reallocated 0.25 in full-time FTE to Recreation management in order to better support management and park
planning.
• Reallocated 0.25 in part-time FTE from Recreation fee supported programs in order to better support Recreation
operations.
G-32
PROGRAM:
FUND:
PROGRAM GROUP:
SENIOR PROGRAMS
GENERAL/SPECIAL REVENUE
RECREATION ACCTNO. ooi4570-ooi4574,i43xxxx
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
2005-06
ACTUAL
$377,170
355,289
0
$732,460
3.00
7.50
$723,763
8,697
$732,460
2006-07
ACTUAL
$393,584
422,035
2,164
$817,783
3.00
7.50
$803,289
14,494
$817,783
2007-08
BUDGET
$438,304
616,242
4,000
$1,058,546
2.80
8.00
$994,046
64,500
$1,058,546
2008-09
BUDGET
$453,687
590,439
1 1 ,000
$1,055,126
2.80
8.00
$995,826
59,300
$1,055,126
WORK PROGRAM:
To provide a broad range of services and activities designed to foster independence, health and wellness and
provide opportunities for lifelong learning, fun and socialization 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. Provide seminars on health and wellness, topics of interest, latest technology, personal
safety, etc.
• Provide ongoing information and referral to community resources.
• Provide ongoing classes in computer use and software programs (i.e., E-mail, Internet, Excel, Word, digital
photography, etc.).
• Continue computer lab with open hours for seniors to drop in and receive technical advice.
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 single day trips to local attractions, and multi-day trips utilizing rented buses as well as public
transportation (i.e., Amtrack, Coaster, Trolley, etc.).
• Provide programming in the evenings and on weekends to attract the rising baby-boomer population.
• Provide opportunities for multiple generations to participate.
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.
• Weekly 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, eye, etc.).
• Continue offering programs and classes that promote physical and mental well being.
G-33
PROGRAM: SENIOR PROGRAMS PAGE TWO
FUND: GENERAL/SPECIAL REVENUE
PROGRAM GROUP: RECREATION ACCT NO. ooi4570-ooi4574,i43xxxx
PROGRAM ACTIVITIES (continued):
Senior Grants
• Provide a minimum of 26,000 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, dental and necessary
appointments. Over 20 participants are picked up daily to participate in the Nutrition Program.
Congregate
• The congregate population participating in the Nutrition Program exceeds 26,000 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 105 older adults participate daily.
• Continue to bring new and innovative menu items, party themes, and entertainment each month.
• Continue to bundle activities with lunch and transportation to encourage participation (i.e., Lunch & a Movie).
Home Meal
• The Home Meal Program provides a hot lunch to over 10,000 homebound seniors throughout Carlsbad. Over
30 volunteer drivers provide the transportation to get these meals delivered.
• Increase Home Meal participation by networking with senior/social health workers and faith based organizations.
Fee Supported
• Over 30 fee-based 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.
• Market new Fitness Room memberships.
• In collaboration with the Recreation Specialist-Enrichment Classes, continue to explore a variety of contract
programs to compliment the Senior Center facilities and attract older adults ages 55-65.
SIGNIFICANT CHANGES:
• Senior Center Expansion facilities will be operating first full year.
G-34
PROGRAM:
FUND:
PROGRAM GROUP:
PUBLIC WORKS
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$17,240,924
41,000,814
2,816,845
$61,058,583
196.70
15.95
2006-07
ACTUAL
$21,171,695
56,803,812
3,184,952
$81,160,459
214.50
8.21
2007-08
BUDGET
$21,329,974
49,401,003
4,060,040
$74,791,017
228.50
10.78
2008-09
BUDGET
$22,386,382
53,180,685
2,861,875
$78,428,942
230.00
11.28
PUBLIC WORKS
ADMIN
1%
ENGINEERING
12%
MAINTENANCE &
OPERATIONS
57%
ENVIRONMENTAL
PROGRAMS
4%
GENERAL
SERVICES
26%
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
2005-06
ACTUAL
$736,510
171,291
388
$908,189
6.30
0.00
2006-07
ACTUAL
$762,172
217,870
0
$980,042
6.30
0.00
2007-08
BUDGET
$795,158
328,058
0
$1,123,216
6.45
0.00
2008-09
BUDGET
$843,076
221,077
0
$1,064,153
6.65
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), Maintenance and Operations
(Water Operations, Recycled Water, Sanitation Operations, and Storm Drain Operations), and Buena Vista Channel
Maintenance.
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 2007-08:
• 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 2007-08 (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.
• Completed implementation of Public Works Work Management System (Hansen). All PW Departments are now
using Hansen to track and report on work being performed.
KEY GOALS FOR 2008-09:
• Improve the effectiveness of the overall Public Works Organization by reviewing processes and acting on input
received from staff.
SIGNIFICANT CHANGES:
• A total of 0.20 positions have been reallocated from other programs to better reflect each program's workload.
H-3
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
VARIOUS
ENGINEERING SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SANITATION ENTERPRISE
TOTAL FUNDING
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
ACTUAL
$5,599,801
1,850,562
21,103
$7,471,466
54.60
0.50
6,312,869
695,162
463,435
7,471,466
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
2008-09
BUDGET
$7,166,892
2,759,048
0
$9,925,940
56.90
2.00
9,087,826
502,868
335,246
9,925,940
PROGRAM GROUP DESCRIPTION:
Engineering is an umbrella program that centrally manages the efforts of transportation engineering, water
supply, sewer collection, storm water, parks, general engineering municipal projects, project management,
front counter operations, and construction inspection. Engineering focuses on providing top quality
service to other City Departments, citizens, and industry by preparing and processing the planning, design,
and construction of capital projects, performing traffic and transportation studies, performing water and
sewer modeling, ensuring storm water regulatory compliance, and by preparing master plans.
PROGRAM ACTIVITIES:
Engineering -
Stormwater
4%
Engineering -
General/Water &
Sewer Enterprise
96%
H-4
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCTNO. ooi57ix/5XX63io
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SANITATION ENTERPRISE
TOTAL FUNDING
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
ACTUAL
$5,599,801
1,850,562
21,103
$7,471 ,466
54.60
0.50
6,312,869
695,162
463,435
7,471,466
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
2008-09
BUDGET
$7,042,843
2,445,898
0
$9,488,741
55.90
2.00
8,650,627
502,868
335,246
9,488,741
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation
engineering, water supply, sewer collection, 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 modeling and preparation of 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 with all divisions to ensure accomplishment of City Council Goals and Objectives, provide
administrative and clerical support to all divisions and the Beach Preservation Committee, 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, maintain high-quality and meet 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.
H-5
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. ooi57ix/5XX63io
PROGRAM ACTIVITIES (continued):
Design
• Design citywide capital improvement projects including domestic and recycled water systems, sewer systems,
civic and municipal building and park improvements, street improvements, perform markouts, prepare master
plans, conduct special studies and investigations, and assist with 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.
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 and efficient traffic flow. Provide resource assistance to other City
Departments on a wide variety of traffic issues.
Construction Management and Inspection
• Perform construction management and inspection for capital improvement projects and private developments.
Ensure construction of high-quality public improvements. Minimize inconvenience to the public while ensuring
safe work sites.
KEY ACHIEVEMENTS FOR 2007- 08:
Design Completed
2008 Slurry Seal Overlay and Pavement Overlay
Cynthia Lane Storm Drain
2008 Concrete Replacement
Beech Street Sewer Replacement
La Golandrina Sewer Extension
La Costa Meadows Sewer Extension
Vista/Carlsbad Interceptor Sewer Manhole Replacement
North Agua Hedionda Interceptor Sewer - West Segment
Carlsbad Village Drive and Avenida De Anita Intersection Improvements
El Camino Real Transmission Main from Faraday to Cougar
Romeria Channel Improvements
El Camino Real Widening at Cougar Drive
Hosp Grove Park Storm Channel Improvements
Rancho Carrillo Water Pipeline Extension
Calle Gavanzo French Drains
2008 Corregated Metal Pipe Replacements
2008 N.W. Quadrant Sewer Rehabilitation
El Camino Real Widening at Cougar Drive
Upper and Lower Faraday Lift Station Removal
Construction Completed
2007 Concrete Replacement
2007 Pavement Overlay
2007 Slurry Seal
Poinsettia Lift Station Improvements
Mira Monte Drive Access Control Gate
2008 N.W. Quadrant Storm Drain Replacement
Pajama Drive Water Facility Removal
Ridgecrest Drainage Improvements
N.E. Quadrant Manhole Rehabilitation
Aviara Park Water Service Relocation
Carlsbad Municipal Golf Course
H-6
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. ooi57ix/5XX63io
KEY ACHIEVEMENTS FOR 2007-08 (continued):
Miscellaneous Water Reservoir Fencing
Faraday Avenue From Orion to Melrose
El Fuerte from Palomar Airport Road to Faraday
City Library Learning Center
Carlsbad Bridge Retrofit
Maerkle Dam Cover Rainwater System Replacement
Olivenhain/Rancho Santa Fe Road Improvements
Senior Center Remodel
El Camino Water Line Projects
Point "D" Piping Removal @ PAR & ECR
Encina Basin Water Reclamation Program
Highland Drive Storm Drain
Mahr Reservoir
Onsite Wetland Mitigation Restoration
Pine Avenue Park
RSF Rd Road Fill Failure at Agua Dulce Court
Cannon Road and College Boulevard Street Widening Improvements
Tamarack Sinkhole Repair
Cameo Sinkhole Repair
Traffic Signals Constructed at 40 Intersections throughout the City
Other Projects
Completed Draft Pedestrian Master Plan
Updated Traffic Impact Fee Program
Implemented the New Regional Transportation Congestion Improvement Program Fee
Acquired City Council Certification of the Drainage Master Plan for Agua Hedionda Channel Dredge EIR
Secured Memorandum of Understanding with SANDAG for the Beach Sand Project
Completed Bicycle Master Plan
Amended Cannon College Assessment District to Include an 84 Inch Storm Drain
Updated Existing and Established New Storm Water Inspection Fees
Updated Stormwater Protection Construction Standards
Completed Code Revisions to Accommodate New Storm Water Requirements
Developed Bridge Preventative Maintenance Program
Completed Review and Issued Permits for Grading on the N.E Quadrant Park Site
Completed Review for Robertson Ranch and Issued Permits to Begin Construction
Completed the 84 Inch Cannon Road Storm Drain
Completed Review and Issued Permits for Bressi Ranch Village Center
KEY GOALS FOR 2008-09:
Transportation/Circulation
• Continue to work toward the environmental processing, design, and/or construction of major road projects
including: College Boulevard widening
• Update traffic signal coordination timing on El Camino Real and on Palomar Airport Road.
Design
Complete Operation and Maintenance Manual for Mahr Reservoir
Obtain Agreement with Vallecitos Water District to serve recycled water in their service area.
Obtain Construction Bids for Alga Norte Community Park.
Complete Design of First Responders Training Facility.
Complete Preliminary Design of the Public Works Operations Center.
Obtain Bids for Buena Vista Lagoon Sewer Force main.
Complete Preliminary Design for Tri-Agency Pipeline.
H-7
PROGRAM: ENGINEERING PAGE FOUR
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571 x/sxxesio
KEY GOALS FOR 2008-09 (continued):
Planning and Programs
• Complete Pedestrian Master Plan
• Prepare a Bid for Agua Hedionda Channel Dredge Project
• Support Effort to Secure Financing for College Boulevard, Reach A
• Support Efforts to Secure Financing for Poinsettia Lane, Reach E
• Create an Enterprise Geo-Database
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.
Construction Management & Inspection
• Update Construction Management & Inspection Division Inspection Manual.
• Workload and business processes of the Construction Management & Inspection Division are reviewed and
updated as necessary to ensure efficiency, reliability and accountability in the close out process for
development projects including development improvement agreements, subdivision improvement agreements
and grading agreements and their associated securities, including bonds, letters of credit, and cash deposits.
SIGNIFICANT CHANGES:
• A Traffic Signal Systems Engineer was hired in January 2008 to develop a comprehensive transportation
network optimization of traffic signals to ensure cost-effective and efficient vehicle flow on arterial roadways.
• A total of 1.0 position has been reallocated to the Engineering Storm Water Program to assist with the
inspection requirements of the new Storm Water Program.
• A total of 0.50 hourly positions have been added to meet the increased workload requirements of the program.
H-8
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING STORM WATER
GENERAL
ENGINEERING SERVICES ACCTNO. 0015712
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$0
0
0
$0
0.00
0.00
2006-07
ACTUAL
$0
0
0
$0
0.00
0.00
2007-08
BUDGET
$0
0
0
$0
0.00
0.00
2008-09
BUDGET
$124,049
313,150
0
$437,199
1.00
0.00
WORK PROGRAM:
Ensure compliance with National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No.
2007-0001 ("Municipal Permit") issued by the San Diego Regional Water Quality Control Board ("SDRWQCB");
review and approve storm water pollution prevention plans for construction projects and special events (e.g. Jazz in
the Parks, Spring/Fall Village Fairs, Carlsbad 5000, etc); inspect and enforce Municipal Permit requirements for
construction projects and special events; annually inspect and verify maintenance and effectiveness of all permanent
private storm water pollution prevention facilities installed since 2001.
PROGRAM ACTIVITIES:
Construction Project Storm Water Compliance
Engineering staff review and approve Construction Storm Water Pollution Prevention Plans (SWPPP's) for all private
construction projects (building, grading and improvement projects) to ensure the provision of effective storm water
pollution control measures. Engineering staff also inspect and enforce storm water pollution prevention compliance
during construction activities.
Special Event Storm Water Compliance
This is a new program activity that is required by the 2007 update to the Municipal Permit. Promoters of special
events in the City are required to prepare and submit for City approval special event SWPPP's describing measures
to prevent pollutants from entering the City's waterways, lagoons and/or the ocean. Engineering staff review and
approve the special event SWPPP's prior to each special event and ensure inspection and enforcement during the
special event. Post event inspection of the venue also takes place by engineering staff.
Annual Storm Water Facility Inspection Program
This is another new program activity required by the 2007 update to the Municipal Permit. Engineering staff is
required to annually inspect all permanent private storm water pollution control facilities installed since 2001.
Additionally, Engineering staff are to administer a program requiring the owners of all private storm water pollution
control facilities to verify the maintenance and effectiveness of each facility located on their property.
Annual City Storm Water Reporting
Engineering staff is required to prepare reports describing City compliance with the Engineering Storm Water
Program activities for inclusion in the annual Jurisdictional Urban Runoff Management Plan ("JURMP") report to be
submitted to the SDRWQCB pursuant to Municipal Permit requirements.
KEY ACHIEVEMENTS FOR 2007- 08:
• Established and prioritized a database of ministerial construction permits requiring storm water inspection.
• Conducted onsite inspections of all private construction sites to ensure storm water program compliance.
• Developed and implemented a special event storm water protection program.
• Prepared a CIS database of permanent private pollution control facilities.
• Revised and updated City codes, procedures and standards to comply with requirements of updated Municipal
Permit.
H-9
PROGRAM: ENGINEERING STORM WATER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015712
KEY GOALS FOR 2008-09:
• Develop and implement a program to annually inspect permanent private pollution control facilities.
• Develop and implement a program requiring property owners to verify maintenance and effectiveness of
permanent private pollution control facilities.
• Ensure Storm Water Program compliance for special events and private construction activities.
• Implement automated storm water inspection scheduling program for private construction projects.
• Update Construction and Special Event SWPPP review and inspection fees.
SIGNIFICANT CHANGES:
• In Fiscal Year 2007-08, the Construction Management and Inspection Division established a new Engineering,
Storm Water Budget. The Fiscal Year 2008-09 Engineering, Storm Water Budget consists primarily of staff and
funds which were transferred from Engineering, Plan Check and Engineering, Administration mid-year, Fiscal
Year 2007-08 to track the new program and help ensure compliance with the NPDES Municipal Permit.
• A total of 1.0 position has been reallocated to the Engineering Storm Water Program to assist with the
inspection requirements of the new Storm Water Program.
H-10
PROGRAM:
FUND:
PROGRAM GROUP:
GENERAL SERVICES
VARIOUS
GENERAL SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$6,409,228
8,821,309
2,112,901
$17,343,439
82.05
14.35
2006-07
ACTUAL
$7,000,567
9,986,133
2,988,310
$19,975,010
96.20
7.51
2007-08
BUDGET
$7,712,040
10,480,758
1,480,000
$19,672,798
98.00
9.08
2008-09
BUDGET
$8,122,311
10,670,894
1,175,000
$19,968,205
99.30
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:
Medians
3.6%
LLD#2
1.0%
Buena Vista Channel
0.5%Streets Street Lights
5.9%
Traffic Signals
4.0%
Vehicle Replacement
5.0%
Vehicle Maintenance
15.2%Parks
25.4%
Facilities
19.1%
KEY ACHIEVEMENTS FOR 2007-08:
Facilities
Replaced gym floor surfaces at Calavera and Stagecoach community centers.
Moved Recreation administration staff to new building at Carlsbad Senior Center.
Replaced chiller at City Hall.
Upgraded HVAC Controls at City Hall and Safety Center.
Replaced carpet at several City facilities.
Assisted with emergency evacuation center at Carlsbad High School during the 2007 wildfires.
Electrical maintenance contract put out to bid.
H-11
PROGRAM: GENERAL SERVICES PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
KEY ACHIEVEMENTS FOR 2007-08 (continued):
Streets
• Continued the zone by zone inspection program which is coordinated with the City's overlay program.
• Extensive concrete work conducted in the Downtown Village area.
• Continued street pressure washing program for downtown area.
• Started crack seal program.
Traffic Signals
• Replaced red LEDs installed prior to 2000.
Street Lighting
• Continued to seek opportunities to improve energy efficiency by upgrading light fixtures where appropriate.
• Replaced 21 street lights along Carlsbad Boulevard.
Fleet
• After close evaluation of the 68 units which met the replacement criteria, only 24 were recommended for
replacement in FY 2008. 1 unit was recommended to be downsized.
• Adjusted staffing schedules to better meet customer needs.
Parks
Bid and awarded small park site and facilities landscapes maintenance contract.
Bid and awarded La Costa Canyon restroom remodeling/ADA compliance project.
Planted hillside at Aviara Park to address erosion concerns and aesthetic issues.
Planted approximately 400 trees of various species within Hosp Grove - Rotary Picnic Area to Hosp Way.
Received a combined park satisfaction rating of 95% on the Annual Performance Measurement Survey.
Received a combined park approval rating of 95% on the Annual Maintenance Assessment Program.
Street Trees
• Planted or incorporated 400 street trees of various species within public right of ways throughout the City.
• Coordinated the pruning of over 1800 street trees combined with the contract 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 450 street trees to the City's inventory as a result of the Oaks North new development.
• Provided storm and emergency assistance related to downed limbs or entire trees, as necessary.
Medians
• Bid and awarded medians maintenance contract and at a significant cost savings over prior contract.
• Administered & inspected contract for approximately 55 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
• Purchased new tractor to better meet maintenance needs for City trail system.
• Developed and constructed trail link/boundary fencing at Village 'H' of the Calavera Hills development.
Oversaw several volunteer work days on trails, including Calavera Hills, La Costa Glen, and Veteran's Park.
• 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 35 miles.
H-12
PROGRAM: GENERAL SERVICES PAGE THREE
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
KEY GOALS FOR 2008-09:
Top-Quality Services
• Continue to refine the use of the Hansen work order system in the Parks, Street Trees, Medians, and Trails
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.
• Continue the 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.
H-13
PROGRAM:
FUND:
PROGRAM GROUP:
PARK MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015020
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$2,032,170
1,905,115
141,215
$4,078,500
23.75
9.85
2006-07
ACTUAL
$2,375,822
2,262,244
208,269
$4,846,335
34.85
4.59
2007-08
BUDGET
$2,547,424
2,345,583
315,000
$5,208,007
33.95
5.39
2008-09
BUDGET
$2,677,681
2,391,378
0
$5,069,059
34.45
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
Ninety-eight percent (98%) 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 $12,094.
Result
The annual park maintenance cost per acre is $13,864.
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-five percent (95%) 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 10 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,
and dog bag dispensers.
H-14
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, the Housing and
Redevelopment staff, and the Community Garden participants.
SIGNIFICANT CHANGES:
• Funding for a 0.50 FTE Maintenance Worker II has been added to this program as part of the Capital
Improvement Program to account for the increased workload for the Poinsettia Park Tennis Courts.
H-15
PROGRAM:
FUND:
PROGRAM GROUP:
TRAILS
GENERAL
GENERAL SERVICES ACCTNO. 0015023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$94,253
36,309
1,975
$132,537
0.50
0.50
2006-07
ACTUAL
$140,253
82,807
0
$223,060
1.80
0.50
2007-08
BUDGET
$178,562
160,227
0
$338,789
1.90
0.75
2008-09
BUDGET
$206,367
147,278
0
$353,645
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
trail maintenance plan.
• Assist and monitor trail volunteers in the
installation and maintenance of citywide trails.
the
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 2007-08 bringing the
total current maintained trail mileage to thirty-five (35) miles.
• Anticipate the addition of Calavera Hills Trails and Trailhead during Fiscal Year 2008-09.
H-16
PROGRAM:
FUND:
PROGRAM GROUP:
FACILITIES MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0015060
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,485,604
1,622,227
138,829
$3,246,660
20.60
3.00
2006-07
ACTUAL
$1,533,435
1,597,525
290,264
$3,421,224
21.45
1.17
2007-08
BUDGET
$1,583,875
2,105,105
135,000
$3,823,980
22.15
0.84
2008-09
BUDGET
$1,737,553
2,052,569
27,000
$3,817,122
22.85
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 percent (90%) 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 ($8.31 is National benchmark).
Result
Carlsbad Facilities maintenance cost per square foot is $7.38.
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
Eighty-eight percent (88%) of internal surveys returned indicated the overall service by Facilities Maintenance as
good to excellent in all survey categories.
Work Orders
• Benchmark
Ninety percent (90%) of Emergency work orders completed within 24 hours; ninety percent (90%) of High
Priority work orders completed within 72 hours; ninety percent (90%) of Medium Priority work orders completed
within 20 days; ninety percent (90%) of Low Priority work orders completed within 30 days.
Results
Ninety-four percent (94%) of Emergency work orders completed within 24 hours; ninety-four percent (94%) of
High Priority work orders completed within 72 hours; ninety-six percent (96%) of Medium Priority work orders
completed within 20 days; ninety-five percent (95%) of Low Priority work orders completed within 30 days.
H-17
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-
1,500 -
1,000 -
500-
n -
1524
00854
H1090
CY05*CY06*CY07*
*'CY' = Calendar Year
SIGNIFICANT CHANGES:
• A new 1.0 FTE Custodian position was added to this program as part of the Capital Improvement Program to
provide janitorial services to the new Library Learning Center.
• A total of 0.30 positions have been reallocated to other programs to better reflect each program's workload.
H-18
PROGRAM:
FUND:
PROGRAM GROUP:
STREET MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0016355
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,345,933
1,273,717
21,900
$2,641,550
19.50
0.00
2006-07
ACTUAL
$1,534,386
1,928,398
41,610
$3,504,394
22.20
0.00
2007-08
BUDGET
$1,888,879
1,171,556
0
$3,060,435
24.15
0.00
2008-09
BUDGET
$1,901,800
1,191,062
0
$3,092,862
24.05
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 $5,790 per street-mile.
Results
Cost per lane-mile of roadway equaled $6,579 in Calendar Year 2007.
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 2007.
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.
H-19
PROGRAM: STREET MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCTNO. ooiesss
PROGRAM ACTIVITIES (CONTINUED):
City Sign Maintenance
• Fabricate, install, and maintain all traffic, street name, and special signs throughout the City.
Asphalt
• Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching.
Painting
• Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull
nose painting. Also included are painting retaining walls, handrails, and guardrails.
SIGNIFICANT CHANGES:
• The Streets Department is developing a work plan in FY 2007-08 and will begin measuring progress against this
work plan in FY 2008-09.
• A total of 0.10 positions have been reallocated to other programs to better reflect each program's workload.
H-20
PROGRAM:
FUND:
PROGRAM GROUP:
TRAFFIC SIGNAL MAINTENANCE
GENERAL
GENERAL SERVICES ACCTNO. 0016370
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$77,470
685,050
191,067
$953,587
0.95
0.00
2006-07
ACTUAL
$81,678
717,602
186,949
$986,229
0.95
0.00
2007-08
BUDGET
$85,053
653,944
0
$738,997
0.95
0.00
2008-09
BUDGET
$87,564
704,447
0
$792,011
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 12 new signals are expected to come online by the end of FY 2008-09. To address the growth in
assets, this program has been supplemented by the prior three years' average per signal expenditures for routine
maintenance, energy, and emergency repairs. The amount calculated for Fiscal Year 2008-09 is approximately
$45,000.
H-21
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
2005-06
ACTUAL
$332,368
271,256
0
$603,624
5.40
0.75
2006-07
ACTUAL
$278,111
299,896
0
$578,007
3.20
0.75
2007-08
BUDGET
$303,541
294,827
0
$598,368
3.60
0.95
2008-09
BUDGET
$334,076
270,857
0
$604,933
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 program provides primary maintenance for approximately 10,955 accepted public street trees, and
secondary maintenance for an additional 5,000 trees within city right-of-ways that are due to storms,
emergencies, and/or neglect by the private owner. Street tree maintenance duties typically include: planting,
staking, pruning, root explorations/excavations, removing, and replacing. In addition to a proactive pruning
program, staff annually responds to over 600 street tree work orders/requests, and provides storm/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
1,767 1,800 1,806 1,814
FY 03 FY04
SIGNIFICANT CHANGES:
• None.
FY05 FY06 FY07 FY08 (est)
H-22
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
2005-06
ACTUAL
$161,216
392,017
4,600
$557,833
1.60
0.25
2006-07
ACTUAL
$160,847
349,527
0
$510,374
1.50
0.00
2007-08
BUDGET
$200,783
508,443
0
$709,226
2.00
0.65
2008-09
BUDGET
$214,090
506,968
0
$721,058
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 55
acres of City medians. Maintenance includes litter control, weed control, pruning, pesticide and fertilizer
application, replanting and irrigation repairs/adjustments.
Streetscape Maintenance
• Maintain approximately three (3) 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.
• The medians maintenance contract has been rebid and a new contractor has assumed responsibility for
medians maintenance.
H-23
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
2005-06
ACTUAL
$159,926
866,382
139,822
$1,166,130
1.85
0.00
2006-07
ACTUAL
$169,318
782,367
0
$951,685
2.65
0.00
2007-08
BUDGET
$148,442
931,536
165,000
$1,244,978
1.65
0.00
2008-09
BUDGET
$151,468
868,553
150,000
$1,170,021
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
• Mar.k 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 2008-09:
• Replace 20 street lights throughout the City.
PERFORMANCE MEASURES:
Description
Repair Response within 10 days
Benchmark
90%
Result 2007
81.6%
SIGNIFICANT CHANGES:
• None.
H-24
PROGRAM:
FUND:
PROGRAM GROUP:
BUENA VISTA CHANNEL MAINTENANCE
MAINTENANCE ASSESSMENT
GENERAL SERVICES ACCTNO. 1636312
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$1,757
43,025
0
$44,783
0.00
0.00
2006-07
ACTUAL
$2,575
47,171
0
$49,746
0.00
0.00
2007-08
BUDGET
$10,600
80,000
0
$90,600
0.00
0.00
2008-09
BUDGET
$10,500
101,000
0
$111,500
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.
• Remove exotic growth and replant native vegetation as necessary.
• Clear one-fifth of the north side of the channel every year.
KEY ACHIEVEMENTS FOR 2007-08:
• Clearing of the channel occurred in Fiscal Year 2007-08 under the renegotiated environmental permits.
KEY GOALS FOR 2008-09:
• Clear one-fifth of the channel length outside the coastal zone on the north half of the channel.
SIGNIFICANT CHANGES:
• A five-year maintenance contract, executed on August 16, 2004, was entered into for the clearing of the
channel. Fiscal Year 2008-09 will be the fifth year of the five-year contract.
H-25
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
2005-06
ACTUAL
$0
53,057
0
$53,057
0.00
0.00
2006-07
ACTUAL
$0
117,014
0
$117,014
0.00
0.00
2007-08
BUDGET
$0
248,434
0
$248,434
0.00
0.00
2008-09
BUDGET
$0
196,887
0
$196,887
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 ten 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, the Oaks
North Industrial, and the Oaks North Residential developments.
SIGNIFICANT CHANGES:
• During the Fiscal Year 2007-08, one new zone was added to the district: Zone 11 (the Oaks North Residential).
However, overall budget costs for Fiscal Year 2008-09 decreased as a result of a small decrease in per
improvement maintenance costs.
H-26
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
2005-06
ACTUAL
$718,531
1,673,154
0
$2,391,685
7.90
0.00
2006-07
ACTUAL
$724,142
1,801,582
0
$2,525,724
7.60
0.50
2007-08
BUDGET
$764,881
1,981,103
0
$2,745,984
7.65
0.50
2008-09
BUDGET
$801,212
2,139,895
100,000
$3,041,107
7.85
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 333 vehicles and 138 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
58% of scheduled preventative maintenance work orders were completed within 24 hours from the time the
vehicle was delivered to the shop.
Unit Availability
• Benchmark
95% of fleet units are available to meet City needs.
Result
97% of fleet units are available to meet City needs.
Internal Surveys
• Benchmark
90% of internal surveys returned indicate overall service by fleet Maintenance as good to excellent in all survey
categories.
Result
88% of internal surveys returned indicated the overall service by fleet Maintenance as good to excellent in all
survey categories.
PROGRAM ACTIVITIES:
Repair and Maintenance
• Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual
Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for
units disabled in the field.
H-27
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
1610 16451690
Preventive
Maintenance
Vendor Repairs Total Repair Orders
SIGNIFICANT CHANGES:
• For 2008-09, the Fleet Maintenance Division will be retrofitting the fuel pumps to meet California Air Resources
Board mandates for clean air. This is the first step in a multi-year program to upgrade the City's fuel system.
• New Fleet Management software is being installed to improve business processes and help better utilize the
fleet data that is collected. The cost will be split evenly between the Fleet Maintenance and Fleet Replacement
Budgets.
• A total of 0.20 positions have been reallocated to this program to better reflect each program's workload. This
includes a portion of the Superintendent's time dedicated to Fleet issues.
H-28
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
2005-06
ACTUAL
$0
0
1,473,493
$1 ,473,493
0.00
0.00
2006-07
ACTUAL
$0
0
2,261,218
$2,261,218
0.00
0.00
2007-08
BUDGET
$0
0
865,000
$865,000
0.00
0.00
2008-09
BUDGET
$0
100,000
898,000
$998,000
0.00
0.00
2007-08 Capital Outlay was previously all shown in Maintenance and Operations
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:
471 433
Vehicle/Equipment
Acquired
Vehicle/Equipment
Disposed
Total Units (in
service)
SIGNIFICANT CHANGES:
• Of the 68 units that met age, mileage or both replacement criteria, only 24 were selected for replacement.
One vehicle was downsized.
• For FY 2008-09, the Fleet Maintenance and Fleet Replacement budgets are each contributing evenly to the
cost of new Fleet Management Software to improve decision making capabilities for the Fleet Manager.
H-29
PROGRAM:
FUND:
PROGRAM GROUP:
MAINTENANCE & OPERATIONS
VARIOUS
MAINTENANCE & OPERATIONS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$3,990,077
29,336,128
520,377
$33,846,582
48.45
0.00
2006-07
ACTUAL
$7,001,140
43,709,430
16,488
$50,727,058
48.50
0.00
2007-08
BUDGET
$4,913,237
33,236,754
2,471,400
$40,621,391
55.45
0.00
2008-09
BUDGET
$5,093,825
37,291,506
1,686,875
$44,072,206
55.20
0.00
PROGRAM GROUP DESCRIPTION:
This department is responsible for preventive maintenance, repair, and operations of City and Water District
infrastructure including City water and sanitation systems.
PROGRAM ACTIVITIES:
Water Operations
64%
Recycled Water
14%Sanitation Operations
22%
KEY ACHIEVEMENTS FOR 2007-08:
Potable and Recycled Water Operations
• Delivered 21,500 acre-feet of potable water while meeting all the health standards established by State and
Federal governments.
• Installed, maintained and read an additional 448 new water meters; the total number of water meters in the
system now exceeds 27,770.
• Operated and maintained 2,950 valves and 1,175 fire hydrants.
• Irrigated approximately 946 acres with recycled water at 236 sites.
• Averaged about 2.3 mgd of recycled water in lieu of potable water.
Wastewater Operations
• Operated 14 sewer lift stations averaging 6.81 mgd of sewage pumped without a failing that resulted in a
sewage spill or contamination of the environment.
• Maintained 265 miles of sewer mains.
H-30
PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
KEY ACHIEVEMENTS FOR 2007-08 (continued):
• High-pressure cleaned approximately 206 miles of sewer main lines.
• Operated and maintained 1,350 valves and 506 fire hydrants.
Storm Drain Maintenance
• No beach postings from bacterial exceedances in ocean water from urban runoff in Carlsbad.
• 89% of beach outfalls were investigated and resampled within 5 business days of receiving lab results.
• Received no "Notices of Violation" from Regional Water Quality Control Board.
KEY GOALS FOR 2008-09:
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.
H-31
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/DEBT/TRANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$2,947,823
22,483,502
48,597
$25,479,922
35.75
0.00
*2006-07
ACTUAL
$5,860,507
36,261,846
2,983
$42,125,336
34.75
0.00
2007-08
BUDGET
$3,418,275
25,939,463
915,200
$30,272,938
35.50
0.00
2008-09
BUDGET
$3,398,739
29,816,092
946,875
$34,161,706
35.15
0.00
Maintenance and Operations totals include the transfer of engineering services provided
* 2006-07 includes one time settlement and retiree health funding
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 (86,140 customers). The District purchases 100% of its potable water as
treated water from the San Diego County Water Authority. In FY 2005-06, 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.
Water Construction/Maintenance
• Schedule and perform water system maintenance to ensure a safe and efficient water distribution system.
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 $811 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 2006.
Fiscal
Year
2002-03
2003-04
2004-05
2005-06
2006-07
Water
Loss
5.2%
6.1%
5.0%
6.0%
2.0%
Cost per
Acre-Foot
$755
$784
$828
$901
$936
H-32
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Potable Water Quality
• Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
month are total coliform-positive.
Fiscal
Year
2002-03
2003-04
2004-05
2005-06
2006-07
No. Samples
Collected
1,719
1,752
1,724
1,719
1,716
Percent
Bacteria-Free
99.9%
99.9%
99.8%
99.9%
100%
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.
Fiscal
Year
2002-03
2003-04
2004-05
2005-06
2006-07
% of Planned
Valve
Maintenance
8%
24%
28%
56%
74%
Maintenance
Fire Hydrant
Maintenance
10%
35%
35%
67%
73%
Complete 90% of planned testing and inspections of recycled water use sites. Measures the level at which
operations staff is performing required inspections and testing of recycled water use sites.
Activity
% of Planned Testing/Inspections
FY2003 FY2004 FY 2005 FY2006 FY 2007
Planned Testing Benchmark
Cross Connection Test 90% 100% 71%
4-Yr. Cross Connection Test 90% 100% 200%
Planned Inspections Benchmark
Walk-Through Inspections 90% 96% 81%
86% 100% 100%
125% 200% 235%
91% 90% 75%
SIGNIFICANT CHANGES:
A total of 0.35 positions have been reallocated to other programs to better reflect each program's workload.
H-33
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
2005-06
ACTUAL
$1,042,254
6,852,626
471,780
$8,366,660
12.70
0.00
2006-07
ACTUAL
$1,140,633
7,447,584
13,505
$8,601,722
13.75
0.00
2007-08
BUDGET
$1,494,962
7,297,291
1 ,556,200
$10,348,453
19.95
0.00
2008-09
BUDGET
$1,695,086
7,475,414
740,000
$9,910,500
20.05
0.00
Maintenance and Operations totals include the transfer of engineering service provided
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 (65,870 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.
PROGRAM ACTIVITIES:
Sanitation Operations
• Provide operation, maintenance and inspection of the 14 sanitary sewer system lift stations and wet wells to
ensure compliance with state and federal regulations.
Sanitation Collections
• Provide cleaning and inspection of approximately 265 miles of sanitary sewer system conveyance main lines
and associated access holes to ensure compliance with state and federal regulations.
PERFORMANCE MEASURES:
Sewer Cost Efficiency
• Annual cost of service per million gallons of sewage will not exceed $1,580. This benchmark was established
based on the results of a survey conducted by the American Water Works Association in February 2006.
Fiscal Year
2002-03
2003-04
2004-05
2005-06
2006-07
Expenses
Annual Flow
(MG)
$3,151,172
$3,946,119
$3,992,462
$3,766,058
$3,560,525
2,493
2,789
2,688
2,416
2,486
$/MG
$1,632
$1,415
$1,485
$1,559
$1,432
H-34
PROGRAM: WASTEWATER OPERATIONS PAGE TWO
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 5116310
PERFORMANCE MEASURES (continued):
Sewer System Service Delivery
• The ratio of sewer overflows compared to the total sewer pipe in the system. This measure is calculated by
dividing the total number of sewer overflows during the reporting period by the total miles of pipe in the sewage
collection system and multiplying the result by 100. This indicator is a measure of the collection system piping
condition and the effectiveness of routine maintenance.
Fiscal Year
2002-03
2003-04
2004-05
2005-06
2006-07
No. of Overflows
7
6
11
7
13
Total Miles of
Sewer Pipes
232
235
254
260
265
Rate per 100 Miles
3.02
2.55
4.33
2.69
4.90
SIGNIFICANT CHANGES:
• Expand radio frequency monitoring program of priority access hole locations.
• A total of 0.10 positions have been reallocated from other programs to better reflect each program's workload.
H-35
PROGRAM:
FUND:
PROGRAM GROUP:
ENVIRONMENTAL PROGRAMS
VARIOUS
ENVIRONMENTAL PROGRAMS SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2005-06
ACTUAL
$671,141
967,050
179,304
$1,817,495
8.70
0.60
2006-07
ACTUAL
$808,015
1,039,817
159,051
$2,006,883
8.90
0.20
2007-08
BUDGET
$1,003,968
2,238,866
57,927
$3,300,761
11.70
0.20
2008-09
BUDGET
$1,160,278
2,238,160
0
$3,398,438
11.95
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
2007-2008, the third annual special collection event for Household Hazardous Waste and Electronic Waste was
held. For 2008-2009, the environmental programs will continue to grow and adapt to a changing regulatory
environment. This program also includes the Beverage Container Grant.
PROGRAM ACTIVITIES:
Solid Waste
Management
16%
Storm Water
Protection
84%
H-36
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
2005-06
ACTUAL
$100,512
$322,421
$0
$422,933
0.60
0.20
2006-07
ACTUAL
$93,131
$415,729
$0
$508,860
0.60
0.20
2007-08
BUDGET
$67,176
$506,642
$0
$573,818
0.60
0.20
2008-09
BUDGET
$68,395
$475,736
$0
$544,131
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-nine percent (89%) rate trash collection as "Good" or "Excellent."
• Eighty percent (80%) rate recycling collection service as "Good" or "Excellent."
Cost Efficiency
• Commercial rates (adjusted for City fees) are the lowest when compared to our benchmark partners.
Residential rates (adjusted for City fees) are 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 2006 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-37
PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5206375/5206390
KEY ACHIEVEMENTS FOR 2007-08:
• Third annual special collection event for Household Hazardous Waste (HHW) and Electronic Waste.
• Manage Door-to-Door Household Hazardous Waste collections and two Household Hazardous Waste Drop-off
facilities.
KEY GOALS FOR 2008-09:
• Receive Council direction on the implementation of automated trash collection and single stream recycling for
Carlsbad residents and businesses.
SIGNIFICANT CHANGES:
• None.
H-38
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
2005-06
ACTUAL
$570,629
644,629
179,304
$1,394,562
8.10
0.40
2006-07
ACTUAL
$714,884
624,088
159,051
$1,498,023
8.30
0.00
2007-08
BUDGET
$936,792
1,732,224
57,927
$2,726,943
11.10
0.00
2008-09
BUDGET
$1,091,883
1,762,424
0
$2,854,307
11.35
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
Existing Development section of 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:
High Threat to Water Quality Industrial/Commercial Inspections
Businesses must be prioritized by threat to water quality. High Threat to Water Quality facilities are inspected annually.
Enforcement of non-compliant sites is required during and after inspections.
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 131 for FY 2006-07 that were directly related to IC/ID
complaints. Over 450 other calls were fielded related to Storm Water maintenance, water conservation, 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 Municipal Separate Storm
Sewer System (MS4), and hires contractors to clean the MS4 on a regular basis as well as during incidents.
Municipal Program
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. The Storm Water Protection Program coordinates the municipal program through the Storm Water
Committee, manages the municipal facility inventory, and oversees the contract to conduct municipal inspections.
H-39
PROGRAM: STORM WATER PROTECTION/ PAGE TWO
STORM DRAIN MAINTENANCE
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5215710/521631 o
PROGRAM ACTIVITIES (continued):
Watershed Participation
The permit requires the City of Carlsbad to participate in watershed activities with neighboring cities. Activities are
focused on reducing MS4 contributions of high priority pollutants. City of Carlsbad also stepped up to become the
Watershed lead for the Carlsbad Watershed.
City Representation
The Storm Water Protection Program 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 or Porter-
Cologne Act regulatory meetings, and regional Total Maximum Daily Load meetings.
Annual City Report Writing
The Storm Water Protection Program 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. As well, this department writes the new JURMP and WURMP documents that
are due at the beginning of each permit cycle.
KEY ACHIEVEMENTS FOR 2007-08:
Environmental Management
• Continued compliance with the Existing Development section of both permits in effect during FY 2007-08, the
Municipal NPDES permit order number 2001-01, and Order No. R9-2007-0001 that came into effect March 24,
2008.
• Developed new programs as required by the new permit.
• Recruited, hired, and trained the new ESI.
• Assumed lead responsibility for the Carlsbad Watershed.
• Coordinated, wrote and edited the new JURMP for the City of Carlsbad according to the new Municipal NPDES
permit.
• Coordinated, wrote and edited the new WURMP for the Carlsbad Watershed according to the new Municipal
NPDES permit.
• Participated in developing the standards for the Regional Board's Investigative Order for Total Maximum Daily
Load of Contaminants in local water bodies.
• Improved citywide NPDES MS4 permit education and training program.
• Participated with regulatory agencies and other jurisdictions in evaluating impacts of Buena Vista Force Main
Spill event.
• Led the preparation and participation in the EPA audit of permit compliance April 18, 2008.
KEY GOALS FOR 2008-09
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 R9-2007-0001.
• Roll out new programs per new permit requirements.
• Improve on citywide NPDES MS4 permit education and training program.
• Continued responsibility for coordinating, writing and editing the JURMP annual report, WURMP annual report,
and contributing to other regional reports.
• Continue Lead responsibility for the Carlsbad Watershed.
• Conduct the watershed pilot irrigation runoff reduction activity in Carlsbad.
SIGNIFICANT CHANGES:
• A total of 0.25 positions have been reallocated from other programs to better reflect each program's workload.
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