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CITY OF CARLSBAD2017⁄18
City of Carlsbad
2017-18 Operating Budget
and Capital Improvement Program
Mayor
Matt Hall
City Council
Keith Blackburn
Mark Packard
Cori Schumacher
Michael Schumacher
City Manager
Kevin Crawford
Chief Operations Officer
Marisa Lundstedt
Prepared by the Administrative Services Department
Chuck McBride, Administrative Services Director
Helga Stover, Budget Manager
Website: www.carlsbadca.gov
CITY OF CARLSBAD, CALIFORNIA 2017-18 BUDGET
TABLE OF CONTENTS
1
Reader’s Guide to the Budget ................................................................................................................. i
FY 2017-18 City Council Goals ............................................................................................................... ii
About the City of Carlsbad ..................................................................................................................... iv
Organization Chart ................................................................................................................................ vii
BUDGET OVERVIEW
City Manager’s Transmittal Letter........................................................................................................ A-1
City of Carlsbad Budget Highlights ...................................................................................................... A-3
Budget Process ................................................................................................................................... A-4
Community Vision ............................................................................................................................... A-4
Economic Profile ................................................................................................................................. A-5
Appropriations Limit .......................................................................................................................... A-13
Financial Policies .............................................................................................................................. A-14
Budget Summary .............................................................................................................................. A-21
Personnel Allocations........................................................................................................................ A-33
2017-18 Budget Calendar ................................................................................................................. A-34
Budget Awards.................................................................................................................................. A-35
OPERATING BUDGET
Overview ................................................................................................................................ B-1
Revenue ............................................................................................................................................ B-1
Expenditures ...................................................................................................................................... B-9
Projected Fund Balances .................................................................................................................. B-21
Revenue Estimates ........................................................................................................................... B-23
Budget Expenditure Schedule ........................................................................................................... B-28
PROGRAM SUMMARIES
Policy & Leadership
Policy and Leadership Summary .................................................................................................. C-1
City Council .................................................................................................................................. C-2
City Clerk and Records Management ........................................................................................... C-4
City Treasurer .............................................................................................................................. C-6
City Manager ................................................................................................................................ C-8
Community Outreach & Engagement ......................................................................................... C-10
City Attorney .............................................................................................................................. C-12
Administrative Services
Administrative Services Summary ................................................................................................ D-1
Finance ........................................................................................................................................ D-2
Risk Management ........................................................................................................................ D-6
Human Resources Summary ....................................................................................................... D-8
Human Resources ....................................................................................................................... D-9
Workers’ Compensation ............................................................................................................. D-11
Self-Insured Benefits .................................................................................................................. D-12
Information Technology .............................................................................................................. D-13
Miscellaneous Non-Departmental ............................................................................................... D-15
CITY OF CARLSBAD, CALIFORNIA 2017-18 BUDGET
TABLE OF CONTENTS
2
Community Services
Community Services Summary ..................................................................................................... E-1
Community & Economic Development Summary .......................................................................... E-2
Administration ............................................................................................................................... E-3
Economic Development ................................................................................................................ E-4
Land Development Engineering .................................................................................................... E-6
Land Use Planning & Planning Commission ................................................................................. E-8
Building ....................................................................................................................................... E-10
Housing & Neighborhood Services Summary .............................................................................. E-12
Neighborhood Services ............................................................................................................... E-13
Affordable Housing ...................................................................................................................... E-15
Rental Assistance ....................................................................................................................... E-16
Community Development Block Grant ......................................................................................... E-17
Successor Agency Redevelopment Operations Village Area ....................................................... E-18
Library & Cultural Arts Summary ................................................................................................. E-19
Administration ............................................................................................................................. E-21
Circulation Services..................................................................................................................... E-22
Reference Services ..................................................................................................................... E-23
Children’s Services ..................................................................................................................... E-24
Collections & Technical Services................................................................................................. E-25
Literacy/Learning Center ............................................................................................................. E-26
Community Relations .................................................................................................................. E-27
Cultural Arts ................................................................................................................................ E-28
Parks & Recreation Summary ..................................................................................................... E-29
Parks & Recreation Administration .............................................................................................. E-30
Recreation ................................................................................................................................... E-32
Parks and Trail Maintenance ....................................................................................................... E-34
Street Tree Maintenance ............................................................................................................. E-36
Median Maintenance ................................................................................................................... E-37
The Crossings Golf Course ......................................................................................................... E-38
Public Safety
Public Safety Summary ................................................................................................................. F-1
Fire Department Summary ............................................................................................................ F-2
Fire Administration ........................................................................................................................ F-4
Emergency Operations .................................................................................................................. F-5
Weed Abatement .......................................................................................................................... F-6
Emergency Preparedness ............................................................................................................. F-7
Support Services ........................................................................................................................... F-8
Prevention ..................................................................................................................................... F-9
Police Department Summary ....................................................................................................... F-10
Police Administration ................................................................................................................... F-11
Field Operations .......................................................................................................................... F-12
Community Services ................................................................................................................... F-13
Canine ........................................................................................................................................ F-15
Investigations/Field Evidence ...................................................................................................... F-16
Vice/Narcotics ............................................................................................................................. F-17
Youth/School Programs .............................................................................................................. F-18
Property and Evidence/Records .................................................................................................. F-19
CITY OF CARLSBAD, CALIFORNIA 2017-18 BUDGET
TABLE OF CONTENTS
3
Public Safety (continued)
Family Services ........................................................................................................................... F-20
Task Forces ................................................................................................................................ F-21
Support Services ......................................................................................................................... F-22
Communications Center .............................................................................................................. F-23
Information Technology ............................................................................................................... F-24
Police Asset Forfeiture ................................................................................................................ F-25
Citizens Option for Public Safety ................................................................................................. F-26
Police Grants............................................................................................................................... F-27
Public Works
Public Works Summary ................................................................................................................ G-1
Public Works Administration ......................................................................................................... G-2
Transportation Summary .............................................................................................................. G-3
Transportation and Storm Drain Engineering, Asset Management, Construction Management
& Inspection .............................................................................................................................. G-4
Traffic Operations, Planning and Signals ...................................................................................... G-7
Lighting & Landscape District No. 2 .............................................................................................. G-9
Buena Vista Creek Channel Maintenance .................................................................................. G-10
General Services Summary ........................................................................................................ G-11
Facilities Maintenance, Street and Storm Drain Maintenance ..................................................... G-12
Street Lighting ............................................................................................................................ G-14
Vehicle Maintenance & Replacement ......................................................................................... G-15
Environmental Management Summary....................................................................................... G-17
Environmental Management, Habitat Management, NPDES-Municipal, Sustainability,
Climate Action Plan ................................................................................................................. G-18
Solid Waste Management .......................................................................................................... G-21
Storm Water Protection .............................................................................................................. G-23
Utilities Summary ....................................................................................................................... G-25
Water Operations ....................................................................................................................... G-26
Wastewater Operations .............................................................................................................. G-29
CAPITAL IMPROVEMENT PROGRAM
Overview ............................................................................................................................................ H-1
Project Evaluation .............................................................................................................................. H-1
Capital Projects – The Next Five Years .............................................................................................. H-2
Capital Projects through FY 2031-2032 ............................................................................................. H-7
Future Growth and Development ....................................................................................................... H-8
Revenues ........................................................................................................................................... H-9
Summary ......................................................................................................................................... H-10
Growth Management Plan ............................................................................................................... H-11
Capital Funds Projected Fund Balances for FY 2016-2017 .............................................................. H-12
Capital Funds Projected Fund Balances for FY 2017-2018 .............................................................. H-13
Capital Funds Revenues Actual and Estimated................................................................................ H-14
Capital Funds Budget Expenditure Schedule .................................................................................. H-15
CITY OF CARLSBAD, CALIFORNIA 2017-18 BUDGET
TABLE OF CONTENTS
4
Capital Projects
Detail Schedule of Capital Projects by Category FY 2017-2018 to FY 2031-32 .............................. I-1
Fund Summary
Capital Improvement Program Summary by Fund ......................................................................... J-1
Glossary of Capital Project Funding Sources .............................................................................. J-13
APPENDICES
Planned Major Capital Outlay Items 2017-2018 .................................................................................. K-1
Out of State Travel Budget 2017-2018 ................................................................................................ K-3
Miscellaneous Statistical Information .................................................................................................. K-6
Accounting Systems and Budgetary Control ....................................................................................... K-7
Glossary.............................................................................................................................................. K-8
Resolutions Adopting the Budget ...................................................................................................... K-10
Acronyms .......................................................................................................................................... K-37
READER’S GUIDE TO THE BUDGET
i
This budget document has been designed to provide the public concise and readable
information about the City of Carlsbad’s 2017-18 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, debt management issues and the budget process.
Operating Budget
The Operating Budget section has seven tabbed sections. The first section provides a
summary of the Operating Budget and the remaining six sections provide detailed
budget information for six main functional areas. The summary section begins with a
budget overview, including revenue assumptions, information on the policies used to
develop the budget, and an overview of expenditures. The overview is followed by tables
providing detailed information on fund balances, revenues and expenditures. The
following six sections are separated by functional area, which are Policy and Leadership,
Administrative Services, Community Development, Community Services, Public Safety,
and Public Works. Within these broad categories, the budget is organized on a
department, or program group, basis. Summaries, financial and descriptive, are included
for departments containing more than one program. The summary page is followed by
detailed information for each program. Some departments consist of one program only,
and thus only one page is included for them. For each summary and program, a
financial history and the 2017-18 budget figures are presented. If applicable, narrative
statements are also included describing program activities, associated workload
measures or performance objectives, key achievements for 2016-17 and key goals for
2017-18.
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 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 2017-18 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 accounting systems and budgetary control,
the adopted Resolutions for the budget including the Gann Limit, a glossary, and a list of
acronyms.
ii
Fiscal Year 2017-18
City Council Goals
Become a leader in multimodal transportation
systems and creative approaches to moving
people and goods through and within Carlsbad.
The City Council expects Carlsbad to become a leader in the
broad array of plans and systems that support more efficient and
effective means of moving people and goods around and through
Carlsbad and the region, including technology that improves traffic signal coordination and
vehicle operation. Major regional projects, including the McClellan-Palomar Airport master
plan update, double tracking of the railroad, widening of I-5 and reconfiguration of the I-5/78
interchange, require continued policy-level involvement to ensure Carlsbad’s interests are
reflected in project design and implementation.
Plan for a new city hall that will meet the future
workplace and operational needs of the city and the
community.
Plan for a new city hall that will be a point of pride for citizens while
greatly improving efficiency and effectiveness by centralizing an
employee base that is currently spread through many facilities. A
strategic approach to locating city operational functions will provide
better coordination among city functions and enhanced customer service.
Promote education to increase civic engagement
and attract and retain talent in Carlsbad.
The City Council will take a stewardship role in encouraging the
development of high quality educational experiences that foster
economic development, civic engagement and community leadership.
This broad goal includes partnering with local school districts, working
to attract an institution of higher education, and cultivating a
community with life and workplace skills that will support Carlsbad’s vision for the future.
Enhance Carlsbad’s coastline to ensure an
exceptional experience in all the ways people want
to enjoy it.
The Carlsbad coastline is a critical element of the city’s identity. The
City Council is committed to making policy decisions to ensure
Carlsbad’s coastline maintains the character the community loves
while enhancing access, amenities and mobility to a level consistent with Carlsbad’s high-
quality community standards. This includes partnering with State Parks, which currently
controls most of Carlsbad’s beaches. This goal also includes physical changes that will enhance
natural beauty, better manage traffic flow, expand walking and biking opportunities, improve
safety and create a uniquely Carlsbad experience.
iii
Lower the railroad tracks in a trench through the
Village to improve safety, community connectivity,
quality of life and economic value.
The busy rail line that runs through the core of the community divides
Carlsbad. Railroad traffic, which will increase significantly in coming
years, has adverse effects on the City of Carlsbad, especially in the
area between the Agua Hedionda and Buena Vista lagoons. With the planned addition of a
second, parallel track through the Village and Barrio, the city has an opportunity to lower the
tracks below street level, similar to what has been done in other coastal communities.
Achieving this goal would improve safety and increase coastal access. Without this change, the
future quality of life and business climate in the Village would be irreparably harmed, the Barrio
would remain cut off from the coast, and public safety would be severely compromised.
Enhance the health and vitality of the Village and
Barrio, two neighborhoods that represent the historic
heart of Carlsbad.
The city has made significant investments in the revitalization of the
Village and Barrio, starting with “Redevelopment” and continuing with
public-private partnerships and city funded infrastructure
improvements. A new Village and Barrio Master Plan is nearing
completion, and achieving the vision developed with the community through the master
planning process will require continued policy focus and investment.
ABOUT THE CITY OF CARLSBAD
iv
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 90 percent developed and is
expected to grow from a population of
about 110,000 to 120,000 or more, once
its 39 square miles are built out. Industries
in the area include a major regional
shopping center; a specialty outlet center;
39 hotels offering over 4,400 rooms and
over 1,000 vacation rentals for tourist
lodging; over 20 auto dealers; 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 and cultural arts, 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’s Housing Authority administers federal housing assistance
to 600 low-income households in Carlsbad. 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.
ABOUT THE CITY OF CARLSBAD
v
Demographic and Economic Data
When comparing the percentage age distribution of the City of Carlsbad’s population versus the
State of California and the United States, Carlsbad’s population has fewer people in the 0–40
age group, and a higher number of people in the 40+ age group.
Population Age Distribution
Source: US Census Bureau (estimate)
At approximately $116,000, Carlsbad’s mean annual household income is substantially higher
than the nation and State of California income levels.
Source: US Census Bureau (estimate)
ABOUT THE CITY OF CARLSBAD
vi
Source: State of California Employment Development Department and US Bureau
of Labor Statistics
Source: US Census Bureau (estimate)
City Attorney City Manager
ELECTORATE
City Treasurer
KEY
Elected
Council Appointed
Council Appointed
Organization Chart
City CouncilCity Clerk
Arts
Commission
Beach
Preservation
Committee
Senior
Commission
Parks & Rec
Commission
Library Board
of
Trustees
HistoricPreservationCommission
Housing
Commission
Traffic Safety
Commission
Planning
Commission
Carlsbad Tourism
B.I.D. Advisory
Board
Carlsbad Golf
Lodging B.I.D.
Advisory Board
Community & Economic Development
Library & Cultural Arts
Parks & Recreation
Finance
Human Resources
Information Technology
Environmental Programs
General Services
Transportation Engineering & Construction
Utilities
Assistant City Manager Community Services Administrative Services Public Works Public Safety
Chief Operations
Officer
Fire
Policevii
Overview
Overview
A-1
Office of the City Manager
1200 Carlsbad Village Drive Carlsbad, CA 92008
To the Honorable Mayor and City Council:
2017-18 BUDGET TRANSMITTAL
I am pleased to submit the Fiscal Year 2017-18 Operating Budget and Capital Improvement
Program for the City of Carlsbad. The combined budget totals $311.6 million in expenditures
covered by projected revenues of $316 million. About 17 percent of the citywide budget, or $54
million, is dedicated to new appropriations for capital improvement projects, with the remaining
$257.6 million appropriated to sustain the daily ongoing operations, programs, and services
provided by the City of Carlsbad. This budget was created to align with the Community Values
of the city and the goals set forth by our City Council in advance of the budget process
commencing.
The city continues to benefit from a strong local economy, as major sources of revenue are
expected to continue to improve in the coming fiscal year. The General Fund, which provides
governmental services to our residents, is expected to grow by almost four percent, next year.
Property tax revenues, the largest single source of revenue, is expected to increase by almost
five percent, as assessed values continue to climb, along with some forecast addition to
residential and commercial inventory. Transient Occupancy tax (TOT), the tax paid by hotel
guests, is expected to increase by three percent, despite no forecast addition of hotel rooms in
the coming fiscal year; the increase is driven by continued strength in occupancy and average
daily rates (ADR). Sales tax revenues, likewise, are expected to increase in the coming year,
although the projected increase of over eight percent is primarily due to a timing difference of
inflows to the city as the state wraps up the Triple Flip tax program, which diverted funds for the
payment of bonds issued by the state to address the deficit in 2004. Although economists are not
predicting a downturn, the city continues to maintain plentiful reserves, including a $10 million set
aside for any economic surprises.
The City Council and the staff of Carlsbad are committed to diligent stewardship of city assets,
and this continues in this budget cycle. In this past year, we continued to set aside healthy
reserves to provide the ability to offer exceptional city services in the years to come. In this
budget, the City Council reduced the unfunded liability in our pension funds by $9 million, in order
to address rising costs associated with these pensions and to make the cost of this benefit more
sustainable. This is in keeping with our track record of fiscal responsibility - in previous budgets,
we paid off almost $15 million in bonds for our municipal golf course, set aside $10 million for
economic downturns, and established a $10 million stabilization fund to address increasingly
volatile pension costs. Although we adopt a single year budget, our fiscal strategy is designed
for the long haul.
The FY 2017-18 budget focuses resources on areas critical to future success. This fiscal year,
we add nine employees to the full time work force, focusing on functional areas that will provide
the backbone for future success. For example, staff was added in Information Technology to
improve our Help Desk and infrastructure, and a new Deputy City Attorney will assist in litigation
stemming, in part from, increased code enforcement. A Park Planner was also added to assist in
the numerous park projects included in the Capital Improvement Program.
The new budget funds key areas of city service that align with the goals of our community.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
FISCAL YEAR 2017-18
WHERE THE MONEY COMES FROM…
WHERE THE MONEY GOES…
ESTIMATED REVENUES $316 MILLION
ADOPTED BUDGET $311.6 MILLION
Taxes, 41%
Interdepartmental 7%
Licenses and
Permits, 1%
Charges for
Services 6%
Income from
Investments &
Property 2%
Intergovernmental
2%
Other 8%
Utility Charges 27%
Impact
Fees/Special Taxes6%
Policy &
Leadership 2%Administrative
Services 8%
Public Safety18%
Capital Projects
17%Community
Services 20%
Non Dept. &
Contingency5%
Public Works30%
A-3
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-4
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 the
facilities and infrastructure, as well as provide important services to the citizens and visitors of
Carlsbad. The Operating Budget totals $257.6 million and is expected to generate $262.3 million
in revenues. The CIP contains the current year budget allocation of $54 million and outlines
approximately 240 future projects at a total cost of $462 million. Capital revenues for Fiscal Year
2017-18 are estimated at $53.7 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 providing a broad overview of the services and projects planned for the 2017-18
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
At the beginning of each year, the City Council meets to develop goals that help city staff prioritize
programs, projects and services, as well as the resources required to fund them. Based on this
direction, along with input received at public workshops, city staff finalizes the overall city work
plan and develops the proposed annual budget for the coming fiscal year. The City Council
adopts the formal budget for all funds prior to the beginning of each fiscal year and may amend
those budgets throughout the year, as necessary. The legal level of budgetary control is at the
fund level and budgetary control is maintained through the city’s accounting system.
Expenditures may not exceed budgeted amounts at the fund level.
The Carlsbad City Council has set a vision to make Carlsbad a truly world class city by fulfilling
the core values outlined in the community’s vision of the future, with a particular emphasis in
several strategic areas of focus. This vision, finalized in 2010, focuses on the following core
values:
City of Carlsbad Community Vision
Small town feel, beach community character and connectedness
Enhance Carlsbad’s defining attributes—its small town feel and beach community
character. Build on the city’s culture of civic engagement, volunteerism and philanthropy.
Open space and the natural environment
Prioritize protection and enhancement of open space and the natural environment.
Support and protect Carlsbad’s unique open space and agricultural heritage.
Access to recreation and active, healthy lifestyles
Promote active lifestyles and community health by furthering access to trails, parks,
beaches and other recreation opportunities.
The local economy, business diversity and tourism
Strengthen the city’s strong and diverse economy and its position as an employment hub
in north San Diego County. Promote business diversity, increased specialty retail and
dining opportunities, and Carlsbad’s tourism.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-5
Walking, biking, public transportation and connectivity
Increase travel options through enhanced walking, bicycling and public transportation
systems. Enhance mobility through increased connectivity and intelligent transportation
management.
Sustainability
Build on the city’s sustainability initiatives to emerge as a leader in green development
and sustainability. Pursue public/private partnerships, particularly on sustainable water,
energy, recycling and foods.
History, the arts and cultural resources
Emphasize the arts by promoting a multitude of events and productions year round.
Cutting edge venues to host world class performances, and celebrate Carlsbad’s cultural
heritage in dedicated facilities and programs.
High quality education and community services
Support quality, comprehensive education and lifelong learning opportunities, provide
housing and community services for a changing population, and maintain a high standard
for citywide public safety.
Neighborhood revitalization, community design and livability
Revitalize neighborhoods and enhance citywide community design and livability. Promote
a greater mix of uses citywide, more activities along the coastline and link density to public
transportation. Revitalize the downtown Village as a community focal point and a unique
and memorable center for visitors, and rejuvenate the historic Barrio neighborhood.
In FY 2017-18, the city organization will continue to focus on achieving the nine core values that
make up the Carlsbad Community Vision, with an emphasis on six priority policy areas set by the
City Council at its annual goal setting workshop. These include: continuing improvements along
the city’s coastline; enhancing the Village and Barrio areas; becoming a leader in multi-modal
transportation and traffic management; lowering the railroad tracks below street level in the Village
to improve safety and protect the local character; promoting lifelong learning through education
partnerships; and planning for a new City Hall that will meet the future workplace and operational
needs of the city and community.
The capital improvement and operating budgets will also enable the city to continue its excellent
level of service to the community by investing in core services such as infrastructure maintenance,
police and fire services, parks and open space management and economic development.
Carlsbad’s operating budget is a tool that guides the achievement of the Council’s vision, goals,
and priority projects for the city. The budget allocates resources to city programs in accordance
with priorities established by residents and the Council. Thus, it is an integral part of making
Carlsbad a wonderful community in which to live, work and play. In addition, the budget is fiscally
conservative and balanced, and provides a blueprint to effectively sustain the community and
essential city services far into the future.
ECONOMIC PROFILE
The US economy appears to be stable following a time of global and national political instability.
GDP growth is slow, hitting only 2.1 percent in the fourth quarter of 2016 but, according to Beacon
Economics and UCLA, there are no signs of a recession in the near future. Labor markets are
tight, as indicated by nonfarm employment of over 144 million, well in excess of pre-recession
levels, and an unemployment rate of below 5 percent and shrinking. Inflation remains low at
around 2 percent, although volatile oil prices and a tight labor market are expected to exert some
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-6
upward pressure in the coming years. The Federal Reserve foreshadows increases in the
discount rate in the coming year, but interest rates are still very low from a historical perspective.
Economic effects of Trump administration policies remain to be seen – a border adjustment tax
would affect the trade deficit and the effects of a large tax cut on an economy at full employment
may increase deficits and inflation. Despite the real challenges of a weak global economy,
underfunded pensions and entitlements, and decaying infrastructure, the national economic
picture is mildly optimistic.
Home prices, as measured by the S&P CoreLogic Case-Shiller National Index, saw a 5.9 percent
annual increase nationwide in January, which set a 31-month high. Housing inventories remain
tight, at 3.7 months, which likely results from increases in both prices and mortgage rates – simply
put, homeowners are not trading up to larger and more expensive homes. According to the UCLA
Anderson economic forecast, mortgage rates will continue to rise over the next two years, from a
current rate of 4.25 percent for a 30 –year mortgage to over 6 percent in 2019. This is expected
to slow current upward trends in multi-family unit production.
GDP is expected to bounce
along between 2 and 4 percent
through 2019 and job growth is
expected to remain robust. As
mentioned previously, the
Federal Reserve is expected to
abandon recent easy money
policies and raise the discount
rate to 2 percent by the end of
2017 and 3 percent in 2018.
Capital spending is also likely to
bolster the economy, spurred by reductions in corporate income taxes and more favorable tax
treatment for such purchases.
The California economy is expected to remain on solid footing through the next few years, with
unemployment falling to 4.6 percent by the end of 2019, according to economists at UCLA. Real
personal income growth in California should remain above 3 percent for the next several years,
as the state is already approaching full employment. Similar to the national economic situation,
California has seen employment peak at record levels since the Great Recession, with the biggest
gains in education, logistics, professional fields, hospitality, and health.
Tourism in California is contributing to economic growth, but may face some headwinds from a
strong US dollar in the coming years. As tourism is more elastic, or responsive, to changes in the
strength of the dollar, economists expect some falloff in tourism, about 5 percent in 2017, which
will be felt in the hospitality and retail sectors. While the decrease will affect a small portion of
California’s $2.5 trillion economy, there will be some ripple effects as these sectors employ many
low skilled workers who have a highest marginal propensity to consume. Southern California
home prices continue their upward trend, up 5.4 percent year over year in January, to $455,000,
according to data from CoreLogic. The median is down from $465,000 in June, but this dip may
merely be a seasonal fluctuation, rather than a precursor of a slowdown in real estate. Increasing
mortgage rates will likely dampen some activity in this sector. According to UCLA economists,
residential building permits are expected to increase by 14 percent in 2017, to 115,000 units, and
then stabilize until 2019. Taxable sales in the Golden State should increase by about 4 percent
per year.
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In San Diego County, the USD
Index of Leading Economic
Indicators remained positive in
February, with only one of the six
indications, building permits,
showing a downward trend.
Residential building permits are
down by almost 70 percent in the
first two months of 2017, when
compared to the same time, last
year. A decrease in multi-
family housing permits is
offsetting some strength in
single family permits, which is
expected given trends at the
national and state level.
The unemployment rate in San
Diego County is better than the statewide average, falling to 4.4 percent in January, but edging
up slightly to 4.8 percent in February. Some of the largest annual gains in employment in the
county were in construction, financial activities, and government.
The S&P CoreLogic Case-Shiller index, referenced earlier, indicates that home price appreciation
continues, rising by 5.7 percent from January 2016 to January 2017. According to CoreLogic, the
median price of a single family residence in San Diego rose by an annual 6.5 percent in February
to $535,000 and condos rose by 9.5 percent, to $384,000 for the same time period. According to
data from the CoStar Group, San Diego rents are expected to increase by 3.6 percent in 2017
and 2.4 percent in 2018.
The chart above reflects the historical trend in USD’s Leading Economic Indicators. The index,
which measures local stock prices, help wanted advertising, and other pertinent metrics,
increased by 0.5 percent in February, and has indicated positive growth since October.
Carlsbad’s economy generally moves in tandem with that of the San Diego region. Property
taxes for the current year, fiscal year (FY) 2016-17, are projected to increase by almost seven
percent compared to the previous year, primarily due to increased assessed values in residential
real estate. Transient Occupancy Tax (TOT), taxes paid by hotel guests, increased by
approximately three percent, bolstered by some new room inventory and, overall, higher room
rates. Sales tax revenues are projected to end FY 2016-17 down almost nine percent, mostly
due to one-time receipts resulting from the cessation of the triple flip, last year, a decrease of 1.5
percent projected for new auto sales, and a decrease in taxable sales at The Shoppes at
Carlsbad, as construction continues. Overall, General Fund revenues for the city are expected
to increase by 3.7 percent in the coming fiscal year, with the three major revenue sources
discussed here increasing.
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Housing prices in Carlsbad remain strong.
The median price for single family homes
(resale), according to CoreLogic data, has
actually decreased slightly compared to
last year, falling approximately 1.5 percent
to $814,000. Annual median prices fell in
February in the 92009 zip code (southeast
quadrant) and the 92010 zip code
(northeast quadrant). However, CoreLogic
also indicates that, if new construction and
condominiums are included, median home
prices are up over 9 percent compared to
a year ago. According to Movoto,
inventories in Carlsbad remain tight, down
by 14 percent from a year ago, so the weakness in pricing may be an anomaly. Total assessed
property values in Carlsbad are $27.7 billion, an increase of 6 percent over FY 2015-16. The city
is expected to add another 1,235 new residential units in the next five years.
From 1992 to 2008, commercial and industrial development in Carlsbad averaged approximately
1.1 million square feet per year. As opportunities for new development diminish, commercial and
industrial development is tapering off, falling to an average of approximately 315,000 square feet
per year over the next five fiscal years. Large industrial and commercial developments in the next
five years include a new LegoLand hotel, Carlsbad Oaks, and the expansion of the Viasat
campus. Commercial office space vacancy has witnessed a decline over the past several years,
falling from over 30 percent in the last quarter of 2009 to 19.4 percent in the fourth quarter of
2016. Industrial vacancy remains is 9.1 percent (10.6 percent, last year) and retail vacancy for
the fourth quarter of 2016 was 2.4 percent (4.8 percent, last year) according to data from CoStar.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales tax to help pay for city services.
Carlsbad is home to Car Country Carlsbad – an auto mall; the Carlsbad Premium Outlets – a
specialty outlet center; The Shoppes at Carlsbad – a regional shopping mall; a Costco center;
and the Forum at Carlsbad – a commercial center with upscale retail shops, restaurants and other
commercial uses. A new Lowe’s opened in fall 2013, and La Costa Town Square opened in FY
2014-15.
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 Park Hyatt at Aviara and La Costa Resort & Spa. There are also a number of other
quality hotels and motels in the city, with the most recent additions being Cape Rey Carlsbad and
the LegoLand California Resort.
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, 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.
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In addition to the Growth Management Plan, the city also prepares a long-term financial model
for both capital and operating needs. With a growing city such as Carlsbad, it is imperative that
the city plan for the impacts of the economy, serving new development and operating new public
facilities, and plan for capital needed to build them. Thus, the city prepares a ten-year operating
forecast for the General Fund, and a fifteen-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 the anticipated operating budget impacts. In this way, the city can anticipate
the effects of development from both a capital and an operating perspective.
One important initiative the city has undertaken to ensure its financial health is the development
of an Infrastructure Replacement Fund. With this fund, the city sets aside a portion of General
Fund revenues on an annual basis for major maintenance and replacement of its infrastructure.
Much of the city’s infrastructure is relatively new, but maintenance costs will increase as these
assets age. By setting aside funds now, the citizens of Carlsbad can be assured that the proper
maintenance and replacement, as needed, will be performed on streets, parks, and many facilities
for which the city is responsible.
As national and local economic conditions remain stable, Carlsbad is well-positioned to reap the
benefits of a diverse business composition. Over the past decade, the city has developed an
economic base that attracts business, tourism, and retail consumers. The city hosts four regional
shopping areas within its boundaries: an auto mall, a large regional mall, an outlet center, and a
high-end retail center in the southern part of the city called The Forum. A strong tourism industry
is served by LegoLand and a host of resorts and hotels, as mentioned previously. All of these
factors, combined with relatively stable property values, provide a strong revenue base to support
the high level of city services for residents. In FY 2017-18, the city is expected to generate $121
million, or almost 80 percent of General Fund revenues, from three main sources: property taxes,
sales taxes, and transient occupancy taxes (TOT).
Overall, for FY 2016-17, General Fund revenue is projected to decrease 0.3 percent from the
previous year. Most major sources of tax revenue are expected to increase in FY 2017-18,
including property tax (4.9 percent increase), which is stabilizing following a year that saw growth
of almost 7 percent. Sales tax is projected to increase 8.3 percent and TOT revenues are
projected to increase by 3 percent as occupancy and average daily rates (ADR) increase. The
forecast assumes no additions to room inventory in FY 2017-18. Property values continue to
appreciate, following the national, state, and regional trends, but growth rates are leveling off.
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Development related revenues are forecast to decrease by over 30 percent in FY 2017-18,
compared to the previous year, with permit activity falling after a 30 percent increase in the
previous year.
State of California – In January, Governor Jerry Brown submitted the proposed
budget to the Legislature with an introductory letter that began, “This year’s budget is
the most difficult that we have faced since 2012.” Despite the tax increases in the state
over the past several years, the budget remains precariously balanced, as the
governor’s office began with a forecast $2 billion shortfall for the coming fiscal year.
The May revision indicated that a surging stock market improved revenues by $2.5 billion,
eliminating the shortfall. Despite this improved revenue picture, the forecast is still $3.3 billion
below the previous budget cycle.
The budget for FY 2017-18 acknowledges that, in the past four years, California’s budget has
expanded government spending as the effects of the Great Recession waned. The May revision
continues to provide funding for the rising state minimum wage, expansion of health care
coverage to undocumented children and Californians covered under the Affordable Care Act, and
a new earned income tax credit, a new allowance under the California tax code. Challenges
continue to plague state lawmakers, as the state relies on a system under which over 70 percent
of General Fund revenues come from a highly volatile income tax base. The revised budget also
acknowledges the growing cost of pensions – contributions to CalPERS are expected to nearly
double from FY 2017-18 to FY 2023-24. To mitigate this growing expense, the revised budget
includes a supplemental payment to CalPERS of $6 billion.
The California state budget assumes no downturn in an economy that has been in mid expansion
for eight years, compared to previous post-recession expansions of five years, and the governor
notes that a moderate recession could drop state revenues by $20 billion. The revised budget for
FY 2017-18 forecasts $127.7 billion in revenues covering $124 billion in expenditures. The
remainder is used to bolster the “rainy day” fund by $1.8 billion and to liquidate debt. The state
budget continues to be a precarious balancing act, even following a state vote to make permanent
income tax increases under Prop 30.
Looking Forward
In order to strategically address the future needs of the city and to ensure that the city maintains
a structurally balanced budget in the long term, the city prepares a ten-year financial forecast.
Revenue projections are developed based on current and forecasted economic variables at the
national, state, and local levels, and provide city leaders with some measurement of future
capacity to support city programs and services. In recent years, revenue growth has become
more difficult to project in the long-term, with an economic climate that changes rapidly and
unpredictably. The forecast allows decision makers to adjust for these changes. The ten-year
forecast is updated frequently to avoid potential pitfalls and to ensure that fiscal challenges are
identified and resolved, and to ensure the continued development of a balanced and responsible
budget.
During the Great Recession, the city took deliberate actions to ensure that the budget remained
structurally balanced. These measures included a reduction in full-time and hourly full-time
equivalent (FTE) positions, delaying the construction of non-essential capital projects, reducing
the funding for capital outlay and priority projects, reducing and/or eliminating cost of living salary
increases, requiring employees to pay a larger portion of their retirement costs, using technology
and other tools to create efficiencies, and reducing certain non-essential service levels with a
minimal impact to the community. The ten-year forecast identifies increasing labor costs as
CalPERS, the administrator for the city’s employee pension plan, embarks on a strategy to
CITY OF CARLSBAD BUDGET HIGHLIGHTS
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remove risk from their investment portfolio. The city is taking actions to adjust to these increases
and provide ongoing resources to continue providing service levels expected by our stakeholders.
The ability to anticipate changes in revenue sources and to balance those resources against the
costs related to ongoing and future programs, services, and infrastructure requirements is critical
to the financial health of the city. The city relies on the General Fund forecast to effectively
manage fiscal resources and map a sustainable and responsible path for attaining the goals of
the community. The tumultuous economic environment experienced in the past few years makes
this long-term perspective even more important.
The forecast assumes limited growth in residential and commercial development over the next
decade and captures the expected revenue impacts from major projects that are expected to be
completed during the forecast period. Ongoing transfers to the Carlsbad Crossings Golf Course
ceased this fiscal year, following Council action in the adopted budget to retire outstanding
construction debt almost twenty years ahead of the original maturity. The operating costs of new
city facilities projected in the Capital Improvement Program and supported by the General Fund,
such as Pine Avenue Park, are also captured in the forecast. Economic conditions at the national,
state, and local level are expected to continue to improve at a modest rate and to provide a boost
to most of the major revenue sources. Home prices, which saw large decreases during the
recession, continue to recover and are providing support to city’s property tax revenues in the
following years, although the levels of growth over the past two years are starting to temper.
Overall, the outlook for General Fund revenues continues to be positive and revenues are
expected to exceed ongoing operating costs over the period of the forecast.
The forecast assumes that General Fund revenues will increase by 3.7 percent in FY 2017-18,
as economic conditions continue to improve, bolstering revenues from the property taxes and
TOT. To project the expenditures, all known changes in personnel and maintenance and
operations costs are accounted for. However, the effects of future negotiations with employee
bargaining units are not contemplated in the current ten-year forecast. The forecast also captures
increases in operating costs associated with planned capital improvements, such as future parks
and civic facilities.
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The forecast assumes that the city’s cost for employee health care increases by 5.75 percent in
FY 2017-18 and will increase between five and six percent annually for the remainder of the
forecast horizon. CalPERS, the administrator of the city’s employee pension plan, has embarked
on a strategy to invest in less risky, and less volatile, assets within its investment portfolio.
CalPERS will be reducing the assumed rate of return on the pension investment portfolio from
7.5 percent to 7 percent over a three year period in order to meet this strategic goal. Because of
the lengths of time involved in pension investing and the fact that CalPERS is a mature plan, the
effects of this half point decrease in the rate of return will increase annual pension costs to the
city in the future. Increases will not be seen in the operating budget until FY 2018-19, so this
proposed budget is not affected by this change in the coming fiscal year. Between FY 2018-19
and FY 2020-21, pension costs will increase between six and twelve percent per year. This may
not be the last such action by CalPERS - the CalPERS Board will contemplate a further drop in
the assumed investment rate (or discount rate) at the February 2018 meeting. The forecast does
not consider increases in personnel beyond FY 2017-18, except those that may be related to the
operating costs of new city facilities supported by the General Fund. Negotiated salary increases
and future salary growth projections are included in personnel costs in the forecast, in order to
provide a conservative estimate of future costs. The contribution from the General Fund to the
Infrastructure Replacement Fund is forecasted to remain at 6.5 percent of General Fund
revenues. Finally, the forecast includes estimated operating costs for all capital projects in the
timeframes shown in the Capital Improvement Program (CIP).
As indicated in the graph on the previous page, the General Fund is balanced for FY 2017-18 and
revenues exceed expenses over the life of the forecast. Although the revenue forecast is positive,
Carlsbad faces the same challenges that plague national and state finances, including pension
costs that are more volatile and the overall health of the economy. Despite these threats,
responsible fiduciary stewardship and planning have placed the city in a position to benefit from
even modest improvements in the economic environment.
(In millions)
2017-18 2018-19 2018-19 2019-20 2020-21
REVENUES
Property Tax 64.3$ 67.5$ 69.9$ 72.1$ 74.0$
Sales Tax 34.9 36.1 37.1 38.0 38.9
Transient Occupancy Tax 22.2 24.1 26.3 27.2 28.2
Franchise Taxes 5.5 5.5 5.6 5.6 5.6
Business License Tax 5.1 5.2 5.3 5.4 5.5
Development Revenues 3.5 3.0 1.8 1.8 1.2
All Other Revenues 18.1 18.8 19.1 19.5 19.7
Total 153.5$ 160.3$ 165.1$ 169.6$ 173.1$
EXPENDITURES
Personnel 90.4$ 93.3$ 98.3$ 102.7$ 106.9$
Maintenance & Operations 41.3 42.9 44.6 46.6 47.9
Capital Outlay - 0.5 0.5 0.5 0.5
Council Contingency 1.5 1.5 1.5 1.5 1.5
Transfers 12.5 13.1 11.9 12.2 12.5
Total 145.7$ 151.3$ 156.8$ 163.5$ 169.4$
SURPLUS/(DEFICIT)7.8$ 9.0$ 8.3$ 6.0$ 3.7$
GENERAL FUND FIVE YEAR FORECAST
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The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 (Gann
Limit) creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
The revenues which are subject to the limitation are those considered "proceeds of taxes." The
basis for calculating the limit began in Fiscal Year 1978-79 and is increased based on population
growth and inflation. Carlsbad’s appropriation limit is in excess of three times the annual
appropriation of proceeds of taxes subject to the limit. With such a large margin (approximately
$288 million), and in light of the city’s ten year financial forecast, there is no time in the foreseeable
future where Carlsbad’s annual appropriation of tax proceeds would approach the limit. It is
unlikely the Gann Limit will ever be reached in the future.
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FINANCIAL POLICIES
The city has a number of financial policies to not only safeguard city assets, but also to assist in
ensuring long-term financial stability.
LONG RANGE FINANCIAL PLANNING POLICIES
PURPOSE:
Financial planning uses forecasts to provide insight into future financial capacity so that strategies
can be developed to achieve long-term sustainability in light of a government's service objectives
and financial challenges.
A sound financial planning process assesses the long-term financial implications of current and
future operating and capital budgets, providing decision-makers with the long-term fiscal impact
of current policies and budget decisions. A good forecast recognizes the effects of economic
cycles and differentiates between revenue associated with one-time activities and revenue
derived as a result of base economic growth.
BACKGROUND:
Long-term financial planning is a best practice approved by GFOA’s Executive Board. The best
practice concepts related to long-term financial planning are as follows:
It allows the city to execute a long-range financial plan and supports the overall city strategic plan.
It is a highly collaborative process that considers future scenarios and helps governments
navigate challenges.
Financial forecasting is the process of projecting revenues and expenditures over a long-term
period, using assumptions about economic conditions, future spending scenarios, and other
salient variables.
Long-term financial planning is the process of aligning financial capacity with long-term service
objectives.
GFOA recommends that all governments regularly engage in long-term financial planning that
encompasses the following elements and essential steps:
Time Horizon. A plan should look at least five to ten years into the future. Governments
may elect to extend their planning horizon further if conditions warrant.
Scope. A plan should consider all appropriated funds, but especially those funds that are
used to account for the issues of top concern to elected officials and the community.
Frequency. Governments should update long-term planning activities as needed in order
to provide direction to the budget process, though not every element of the long-range
plan must be repeated.
Content. A plan should include an analysis of the financial environment, revenue and
expenditure forecasts, debt position and affordability analysis, strategies for achieving and
maintaining financial balance, and plan monitoring mechanisms, such as scorecard of key
indicators of financial health.
Visibility. The public and elected officials should be able to easily learn about the long-
term financial prospects of the government and strategies for financial balance. Hence,
governments should devise an effective means for communicating this information,
through either separate plan documents or by integrating it with existing communication
devices.
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TEN-YEAR GENERAL FUND FINANCIAL FORECAST
The Administrative Services Department will prepare and maintain a ten-year financial
forecast of revenues and expenditures for the General Fund.
This tool will be used during the annual City Council goal setting and the development of
the annual operating and capital budgets.
The financial forecast will be updated at least twice each year, or more often if unexpected
changes in economic conditions or other unforeseen circumstances warrant more frequent
updates.
The plan will include impacts and timing of new facilities, programs, and mandates.
Any significant changes will be reported to the City Manager and City Council.
STRUCTURALLY BALANCED BUDGET
The city shall adopt an annual budget in which ongoing revenues equal or exceed ongoing
expenditures. If the long-range plan indicates periods where revenues may not equal or
exceed forecasted expenditures, options to correct the imbalance will presented for
consideration.
Unexpected one-time revenues shall not be used to fund ongoing expenditures.
PLAN MONITORING: MONTHLY FINANCIAL STATUS REPORT
Each month, after the close of the books, the Finance Director will prepare and distribute
a Financial Status Report. The report will include, at a minimum, the following sections:
General Fund Revenues – to provide information about the more significant General
Fund revenues, compared with the prior fiscal year, and compared with the current
fiscal year projections. Significant one-time and/or unplanned revenues are
discussed, as well as any other information considered helpful in understanding the
financial position of the General Fund.
General Fund Expenditures – to provide information about General Fund
expenditures, compared with the prior fiscal year, and compared with the current fiscal
year projections. Significant one-time occurrences are explained, as well as any
trends or other information considered helpful in understanding the financial position
of the General Fund and the operations of the city. A table of expenditures by
department is provided with a current year budget-to-actual comparison.
City Council Contingency – the annual adopted budget generally includes
authorization to appropriate funds (Council Contingency) to be used at the Council’s
discretion. Expenditures from this account are one-time expenditures for items that
will positively impact the citizens and community of Carlsbad, such as:
Special Events
Community projects
Donations (usually for non-profit groups/organizations)
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Water and Wastewater Utility Operating Revenues and Expenditures – to provide
an overview of revenues and expenditures compared with prior year actuals and the
current year budgeted amounts. Since these are enterprise funds, operating
incomes/losses are discussed.
FIFTEEN-YEAR CAPITAL IMPROVEMENT PROGRAM FINANCIAL PLAN
The Finance Department will prepare and maintain a fifteen-year financial plan for capital
project development and construction (this plan will include all funds that have capital
projects: such as the water and wastewater asset construction funds).
The financial plan is updated at a minimum each fiscal year, or more often if unexpected
changes in economic conditions or other unforeseen circumstances prompt more frequent
updates.
Annually in conjunction with the budget process, staff will review the proposed timing of
the projects in the plan to make sure that resources are available and that the timing is
appropriate.
Any significant changes are reported to the City Manager and City Council.
All known future revenues and expenditures are incorporated into the fifteen-year plan to
create cash flows, and any foreseen shortfalls are reviewed.
If there is not sufficient funding projected to pay for a planned project, the project is still
shown in the project schedule, in the “unfunded” section. Staff will pursue funding options
for the projects on the unfunded list.
Operating impacts of completed capital construction facilities are incorporated into the
General Fund ten-year financial forecast or the long-range financial plan of the funds
affected, as soon as the timing is relatively certain.
TEN-YEAR WATER AND WASTEWATER OPERATING FUND FINANCIAL FORECAST
The Utilities Department and Finance Department will jointly prepare and maintain a ten-
year financial forecast of revenues and expenditures for the Water Operating Fund and
the Wastewater Operating Fund.
The financial forecast will be updated at least once a year as part of the annual budget
process, or more often if unexpected changes in economic conditions or other unforeseen
circumstances warrant more frequent updates.
Utility rates and charges will be evaluated annually and increases (or decreases) will be
recommended in order to meet the long-range financial objectives of each utility.
Cost of Service study – The American Water Works Association (AWWA) recommends
that water utilities’ revenues from water service charges, user rates, and capital charges
(impact fees and system development charges) should be sufficient to pay for:
Annual operation and maintenance expenses
Capital costs including debt service and other capital outlays
Adequate working capital and required reserves
A periodic cost of service study ensures that sufficient revenues are generated for the
above expenses, and that rates and charges are equitably established. The Utilities
Department and Finance Department will conduct a Water/Wastewater Cost of Service
review at least once every five years or as necessary due to significant changes in system
costs and/or system operations.
Any significant changes will be reported to the City Manager and City Council.
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OPERATING RESERVE POLICIES
PURPOSE:
To provide guidelines to the City Council and staff for establishing, maintaining and the annual
review of a minimum and target reserve level for the General Fund and proprietary funds listed
below.
BACKGROUND:
The city acts as a steward of public funds – one of the most significant responsibilities of the City
Council, Boards, and managers. Adequate reserves are a necessary component of the city’s
overall financial management strategy and can help offset current and future risks.
The establishment and adherence to fiscal reserve policies enables the city to:
protect the interest of the public and provide rate stabilization and funding, if needed;
address short-term temporary unplanned losses;
provide stability, allowing the organization to weather economic downturns;
address unfunded mandates;
manage the consequences of outside agency actions that may result in revenue
reductions;
address unexpected financial consequences from natural disasters or catastrophic
events;
address excessive liabilities or legal judgments against the organization; and
provide continuity in service delivery.
It is the policy of the City of Carlsbad to maintain reserve levels as noted in the following sections,
for unforeseen events such as those listed above.
A review of all reserves listed below will occur as part of the annual budget process, and during
the rate-setting process for the wastewater and water utility enterprises.
GENERAL FUND
The city has a reserve policy in place (Council Policy 74) which sets a minimum reserve at 30
percent of the General Fund Operating Expenditures and a target reserve of 40 to 50 percent
unassigned fund balance of the General Fund Operating Expenditures. The reserve is calculated
using the prior fiscal year’s Adopted General Fund Budgeted Expenditures (including routine
operating transfers and the Council Contingency).
ENTERPRISE FUNDS
Wastewater Operating Fund
The city will target a reserve funding level of 40 percent. The reserve amount is
calculated by dividing unassigned fund balance by total budgeted operating
expenses plus replacement transfers plus budgeted debt service payments.
The annual budget process and setting utility user rates and charges will be used
to achieve and maintain the target reserve level.
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Water Operating Fund
The city will target a reserve funding level of 40 percent. The reserve amount is
calculated by dividing unassigned fund balance by total budgeted operating
expenses plus replacement transfers plus budgeted debt service payments.
The annual budgeting and rate setting process will ensure that target reserve
levels are achieved and maintained.
INTERNAL SERVICE FUNDS
Workers’ Compensation Fund
The city will maintain a minimum reserve equal to the estimated outstanding
claims, as calculated by a third-party administrator. Additional reserve amounts
may be set aside, as deemed appropriate, based on a third-party actuarial study
completed at two year intervals.
During the annual budget process, the target confidence level will be compared
with the projected fund balance and, if the projected fund balance is greater than
or lesser than the target, a plan to adjust the fund balance will be considered, using:
Increasing revenues through interdepartmental charges
One-time cash contributions from those funds contributing to the shortfall
Risk Management Fund (General Liability)
The city will maintain a minimum reserve equal to the estimated outstanding
claims, as calculated by a third-party administrator. Additional reserve amounts
may be set aside, as deemed appropriate, based on a third-party actuarial study
completed at two year intervals.
During the annual budget process, the reserve level will be compared with the
projected fund balance and, if the projected fund balance is greater than or lesser
than the target, a plan to adjust the fund balance will be considered, using:
Increasing revenues through interdepartmental charges
One-time cash contributions from those funds contributing to the shortfall
Information Technology Asset Replacement Fund
The city shall maintain a minimum reserve level defined as the amount of
accumulated depreciation of IT capitalized assets based on the original cost of
each capitalized asset, and up to a maximum reserve level defined as the
accumulated depreciation based on the estimated replacement cost (calculated
annually by the Information Technology Department) of each capitalized asset.
If, during the annual budget process, the fund does not have sufficient cash
balances to achieve the minimum reserve level, a plan to increase cash balances
will be proposed using:
Increasing revenues through interdepartmental charges
One-time cash contributions from those funds contributing to the shortfall
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If, during the annual budget process, the fund has excess cash balances, a plan
to decrease cash balances will be proposed using:
Decreasing revenues from interdepartmental charges
One-time refunds to those funds contributing to the excess
Vehicle Asset Replacement Fund
The city shall maintain a minimum reserve level defined as the amount of
accumulated depreciation of capitalized Fleet assets based on the original cost of
each capitalized asset, and up to a maximum reserve level defined as the
accumulated depreciation based on the estimated replacement cost (calculated
annually by the Public Works Department) of each capitalized asset.
If, during the annual budget process, the fund does not have sufficient cash
balances to achieve the recommended reserve level, a plan to increase cash
balances will be proposed using:
Increasing revenues through interdepartmental charges
One-time cash contributions from those funds contributing to the shortfall
If, during the annual budget process, the fund has excess cash balances, a plan
to decrease cash balances will be proposed using:
Decreasing revenues from interdepartmental charges
One-time refunds to those funds contributing to the excess
GENERAL FUND ECONOMIC UNCERTAINTY ASSIGNMENT
On June 30, 2015, the City Council set aside $10 million from the General Fund unassigned fund
balance to mitigate revenue losses should another recession occur. Unlike the General Fund
reserve, these funds could be used for ongoing operating expenditures to maintain service levels
to the public and forego reactionary cost cutting measures.
GENERAL FUND CALPERS RATE INCREASE ASSIGNMENT
On June 28, 2016, the City Council set aside $10 million from the General Fund unassigned fund
balance to mitigate CalPERS pension rate volatility, alleviating stress on ongoing resources.
On June 13, 2017, the City Council allocated $4.5 million from the $10 million pension stabilization
assignment, plus an additional $4.5 million from the General Fund unassigned balance, to prepay
$9 million of the CalPERS unfunded liability. This leaves a balance of $5.5 million set aside as
unassigned fund balance to mitigate future CalPERS pension rates.
INVESTMENT POLICY
The city has also established a formal Investment Policy. It is the policy of the City of Carlsbad
to invest public funds not required for immediate operations in safe, liquid and medium-term
investments that shall yield an acceptable return while conforming to all California statutes. It is
intended that the policy cover the investment activities of all contingency reserves and inactive
cash under the direct authority of the city. Investments of the city and its component units will be
made on a pooled basis; however, investments of bond proceeds will be held separately if
required.
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-20
FINANCING OF PUBLIC IMPROVEMENTS
Council Policy 33 outlines the city’s policies for financing public improvements, primarily to
complete links in the city’s traffic circulation system. Improvements generally include streets and
highways, sewer lines, water lines, drainage facilities, and other improvements as authorized by
law and which the City Council has determined are consistent with the policy.
The underlying principles behind the policy are:
To protect the public interest;
To ensure fairness in the application of the assessments, special taxes, or fees to current
and future property owners;
To ensure full disclosure to current and future property owners of the special district;
To ensure the creditworthiness of any special district debt;
To protect the city’s credit rating and financial position;
To ensure that the applicants for special district proceedings, other than city-initiated
proceedings, pay all costs associated with the formation of any special district;
To establish one policy regarding the requirements that must be met before the City
Council will consider approving the financing of public improvements using special
districts;
To provide city staff, the residents of the city, and owners and developers of property
located within the city with guidance in the application for and consideration of the
establishment of special districts; and
To incorporate the requirements of new legislation pertaining to the use of special districts.
The policy provides the framework for use of Assessment Districts, Community Facilities Districts,
and Bridge and Thoroughfare Districts. The public improvements must be located in the public
rights-of-way dedicated or otherwise granted to the city or other public agency, and construction
of the improvements must serve the public interest as well as the benefit conferred on the
properties within the proposed financing districts. The Policy describes property owner
requirements such as concurrence of a certain percent of property owners wishing to establish
the special district, financial capability and stability of the property owners and proposed project,
as well as the steps of the formation process.
BUDGET SUMMARY
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OPERATING BUDGET
Revenue
Projections
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 $153.5 million for Fiscal Year 2017-18. The General Fund pays for most of the city services
available to city residents. The majority of the General Fund revenues are derived from taxes.
The following graph illustrates the sources of revenue to the General Fund.
FY 2017-18 GENERAL FUND REVENUES = $153.5 MILLION
FY 2017-18 OPERATING REVENUES
BY FUND TYPE = $262.3 MILLION
BUDGET SUMMARY
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Property tax, at $64.3 million, is the largest General Fund revenues. The city receives about 18
percent of the property tax paid by its citizens. The remainder of the tax goes to the school
districts, the state, and other agencies. Sales tax is the second largest source of revenue for the
General Fund. Sales tax is estimated to bring in $34.9 million for Fiscal Year 2017-18.
Automobile and retail sales are the most significant contributors to the category of sales tax.
Transient occupancy tax (hotel tax) is estimated at $22.2 million and represent the third largest
revenue source for the city. Franchise tax, transfer tax, and business license tax make up the
remaining $10.6 million in tax revenues estimated to be collected in Fiscal Year 2017-18.
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 state mandated cost reimbursements and homeowner’s exemptions. Intergovernmental
revenues are estimated at approximately $908,000 for the upcoming year.
Licenses and permits account for $2.2 million of the General Fund revenues and include building
permits and other development-related permits. Charges for services are estimated to be $8.3
million and include fees for engineering, planning, building, recreation, and ambulance services.
Income from investments and property are estimated at $4.1 million.
Other General Fund revenue sources include charges collected from other departments, fines
and forfeitures, and miscellaneous revenues. Those sources total $4.8 million.
Special Revenue Funds
Revenues from Special Revenue funds are estimated at $12.1 million for Fiscal Year 2017-18.
Funds collected in this category are legally restricted to specified purposes. Examples of
revenues in this category 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 special benefit assessment districts.
Enterprise Funds
Enterprise fund revenues make up the second largest revenue group, totaling $70.5 million.
Enterprise funds operate similar to a business in that they charge fees to cover the cost of their
services. The city has four primary enterprises, including a water utility, a wastewater utility, solid
waste management, and the city’s municipal golf course, The Crossings at Carlsbad.
Internal Service Funds
Internal Service fund revenues, projected to be $21.1 million, are derived from charges to the city
departments 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
General Liability, Self-Insured Benefits, Information Technology, Workers’ Compensation, and
Vehicle Maintenance and Replacement.
Redevelopment Obligation Retirement Funds
The Redevelopment Obligation Retirement Fund (RORF) revenues are expected to total $2.4
million in the upcoming year. On June 29, 2011, California Governor Jerry Brown signed ABX126
to dissolve all redevelopment agencies within the State of California. All agencies were
subsequently dissolved as of February 1, 2012, and a Successor Agency was designated to
complete the work of the Carlsbad Redevelopment Agency (RDA) and wind down the financial
obligations. A Recognized Obligation Payment Schedule (ROPS) was prepared by the
Successor Agency in April 2012 and was subsequently approved by the Oversight Board, the
County of San Diego, and the State of California. The initial ROPS identified financial
BUDGET SUMMARY
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commitments of the former RDA which was to be paid from semi-annual tax increment revenue
received by the Successor Agency. Every six months a new ROPS must be prepared and
approved to receive additional tax increment. Tax increment revenues are projected to decrease
due to the increase in County of San Diego administrative costs which are netted against the tax
increment revenues received by the Successor Agency.
Operating Budget By Program
The total Operating Budget adopted for the city for FY 2017-18 equals $257.6 million, which is
approximately 3 percent higher than the Operating Budget adopted for FY 2016-17. The
Operating Budget includes funding for the General Fund as well as all other city funds, and can
be categorized by main functional areas. Five main service areas that represent the key functions
of the city have been identified, as well as a Non-Departmental component, which includes fund
transfers and items that benefit the city as a whole. The graph below shows the percentage of
the Operating Budget applicable to each of the functional areas.
FY 2017-18 OPERATING BUDGET = $257.6 MILLION
Total funding allocated for the Policy and Leadership Group for 2017-18 is $7.6 million. This
group encompasses all elected officials and the chief executive offices for the city. These include
the offices of the City Council, City Manager, City Clerk and Records Management, City Attorney,
City Treasurer, and the Communications department.
Administrative Services, with a budget of $25.2 million, includes Finance, Purchasing, Human
Resources, Information Technology, Self-insured Benefits, Risk Management, and Workers’
Compensation. These areas mainly provide services to city departments.
Public Safety services are funded at $57.4 million and include all of the Police and Fire programs,
such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire emergency
operations, fire prevention and emergency preparedness.
BUDGET SUMMARY
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Community Services, with a budget of $58.5 million, consists of community and economic
development, library and cultural arts, parks and recreation, and seniors programs. Included in
this area is the enterprise fund for operations of the municipal golf course, The Crossings at
Carlsbad. Community and Economic Development guides and oversees 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 Building and Code enforcement, Volunteer
Programs, and Housing and Neighborhood Services.
The functional area requiring the largest amount of funds is Public Works, with a budget of $92.8
million. Public Works is responsible for the provision of utility services, as well as the construction
and maintenance of all of the city’s streets and roadways. It is comprised of the Water, Sewer,
and Solid Waste enterprise funds, as well as the Transportation Department, Fleet Maintenance
and Replacement, Environmental Programs, and Lighting and Landscaping Special Assessment
Districts.
The Non-Departmental and Contingency funding is $16.1 million and includes transfers to other
funds, programs benefiting the city as a whole, such as community promotions, community
contributions, assessment services, and the City Council’s contingency account. Included in the
non-departmental group is a $10 million transfer to the Infrastructure Replacement Fund. This
program sets aside funds for the replacement of the city’s infrastructure. The City Council
contingency account, which is available for emergencies and unforeseen program needs that
arise during the year, is budgeted at $1.5 million.
Staffing
The FY 2017-18 Operating Budget reflects a total net increase of 9.0 full-time positions, 1.0
limited-term positions, and an increase of part-time staff totaling 16.33 hourly full-time equivalent
(FTE) positions. These changes result in a city workforce of 685.25 full and three-quarter time
employees, 7.75 limited-term positions, and 179.09 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 2017-18 totals $54 million in new appropriations and an estimated $200
million in continuing appropriations, for a total appropriation of $254 million. Some of the notable
capital projects which are planned in the next five years are discussed on the following pages.
Park Development Projects
The city is currently constructing park projects which were a result of a needs assessment and
subsequent updated master plans. The city worked with the community to identify current needs
and priorities for parks and recreation programs, and summarized the input in the Parks &
Recreation Department Master Plan. The city then updated individual master plans for Poinsettia
Community Park, Aviara Community Park, Pine Avenue Community Park and Leo Carrillo Ranch
Historic Park.
BUDGET SUMMARY
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Aviara Community Park Event Gathering Space and Picnic Areas – The additional park amenities
include a passive outdoor community gathering space, group picnic areas, a perimeter walking
path, restrooms, and a warming/cooling room to support outside catering and city food and
beverage services at small events and programs. The total cost is $3.6 million.
Poinsettia Park Multi-Use/Multi-Generational Community Center – As a result of the needs
assessment, funds are included to study the feasibility of a multi-use, multi-generation indoor
community center, located at Poinsettia Park, which will serve a larger cross section of the
community. Additional planned improvements include a fenced dog park for both large and small
dogs, pickleball courts, updated tot lots and a multi-sports arena with a picnic area and artificial
turf field, at a total cost of $4.4 million.
Leo Carrillo Phase III – This
historic park is located in the
southeast quadrant of the city.
Expenditures include restoration
of the horse stables,
implementation of an outdoor
interpretive plan to educate and
focus on the life and times of Leo
Carrillo, his ranch years, and
native people and plants. Also
included is visitor way-finding
signage and additional lighting.
The total estimated cost is $2.8
million.
Pine Avenue Park Community Facility and Garden Areas – The remaining elements of the park
include a multi-purpose community center and gymnasium, a community garden with rentable
plots, and a botanical/ornamental garden. The community center and gymnasium will include
basketball and volleyball courts, gymnastics equipment, multi-purpose rooms, meeting rooms, a
teen center, and office space. This final phase of the park is estimated at $12.3 million.
Robertson Ranch Master Plan – This 13 acre park site is located within the Robertson Ranch
development located in the northeast quadrant of the city. Funding in the amount of $200,000 is
included for the development of a master plan.
Civic Facilities
Civic facilities include a variety of facilities from which the city can offer its services to the public.
Fire Station No. 2 Reconstruction – On November 8, 2016, the Carlsbad citizens passed Measure
O, authorizing the expenditure of up to $10.5 million for the reconstruction of the city’s oldest fire
station, located at the intersection of El Camino Real and Arenal Road.
Village and Barrio Traffic Circles – Calming traffic is one step towards creating welcoming and
inviting public rights of way, designed to connect people in the surrounding neighborhood. This
project will construct 9 traffic circles at a total cost of $1.5 million.
Maintenance & Operations Center – This city facility will bring together offices, the maintenance
yard, a warehouse, and parking to accommodate the various work groups at one location,
BUDGET SUMMARY
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currently planned near the existing Safety Center and Fleet yard. The total estimated project cost
is $31.3 million.
Facilities Maintenance – As the city facilities begin to
age, maintenance and repair projects are needed to
keep them in good condition. In the next five years,
$8.9 million has been allocated to projects, including
projects at the following locations:
City Facility Accessibility Upgrades
Faraday Administrative Offices Rehabilitation
Fire Station No. 1, No. 4, and No. 5 Security Fencing
Fleet Maintenance Refurbishment
Senior Center Refurbishment
Village and Barrio Public Gathering Spaces – Funding in the amount of $345,000 is included to
conduct outreach to determine the best locations for public gathering spaces and, once locations
have been identified, to prepare design concepts, illustrating outdoor gathering places with varied
amenities.
Street and Circulation Projects
People of all ages and abilities want to travel safely and conveniently in Carlsbad, whether they
drive, walk, bike, or ride a bus or train. The livable streets concept, also called “complete streets,”
acknowledges that streets are an important part of the livability of today's communities and should
accommodate various users. Carlsbad has made livable streets a priority when planning and
constructing improvements to city roadways. In addition to constructing improvements, the city
continues to invest in the maintenance and operation of the transportation infrastructure by
providing timely repairs and rehabilitation of the public assets associated with the roadways and
public rights-of-way throughout the city.
ADA Improvements – ADA projects throughout the city are scheduled for $670,000 in funding
over the next five years. The program includes various accessibility improvements, including
sidewalk curb ramps and pedestrian signals.
Adaptive Traffic Signal Program – The implementation of adaptive signal coordination systems
includes the installation of an Advanced Traffic Signal Management System (ATMS) in the
existing Traffic Management Center (TMC) and upgrading traffic signal controllers and other
equipment at various intersection locations throughout the city. The total cost is $3.7 million.
Avenida Encinas Widening – This project will widen Avenida Encinas to full secondary arterial
standards from Palomar Airport Road to just south of Embarcadero Lane. The CIP includes $5.3
million to fund this project in the next five years.
Beach Access Repair/Upgrades from Pine Avenue to Tamarack Avenue – This project includes
an evaluation of all beach access facilities along the coastline from Pine to Tamarack Avenue, to
determine what repairs are necessary to maintain existing facilities, and to implement the repair
and rehabilitation recommendations from the evaluation report. The total budget is $5.8 million.
Bridge Preventative Maintenance Program – This is a new program designed to perform
preventative maintenance activities on bridges throughout the city, at a total cost of $1.6 million.
BUDGET SUMMARY
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Carlsbad Boulevard Pedestrian Lighting – This project will install pedestrian scale lighting along
both sides of Carlsbad Boulevard between Tamarack Avenue and State Street at a total cost of
$1.3 million.
Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements – Pedestrian
features along Carlsbad Village Drive and Grand Avenue are planned adjacent to the railroad
tracks. The total cost is $1.3 million.
Concrete Repair and Maintenance – The proposed spending plan included $1 million in the next
five years for repairs to sidewalks, curb and gutter, pedestrian ramps, driveway approaches and
cross gutters.
El Camino Real Widening – There are a number of projects that are scheduled over the next five
years that will focus on the widening of El Camino Real, in addition to other improvements, such
as median construction. The projects include widening from Cassia Road to Camino Vida Roble,
Arenal Road to La Costa Avenue and Lisa Street to Crestview Drive. In the next five years, $5.2
million in additional funding is included for these projects.
Pavement Management – Carlsbad’s local streets are maintained on a regular cycle to ensure a
good riding surface and to extend the life of the streets. Part of the maintenance program is the
sealing and overlay of the existing street surface. In addition, any problem areas are addressed
as they are identified. The FY 2017-18 CIP has $15.6 million budgeted in the next five years for
this program.
Poinsettia Lane Extension from Cassia Road to Skimmer Court – Completion of this segment of
Poinsettia Lane is the final link between Aviara Parkway and El Camino Real. The total cost is
estimated at $14.1 million.
Road Diet and Traffic Calming Projects along Chestnut Avenue, Valley Street, Kelly Drive, and
La Costa Avenue – Several projects are planned in the next five years to provide complete street
solutions so that the various users of these roads, including pedestrians and bicyclists, are
provided for in a balanced and equitable manner. An additional $5.8 million is planned towards
completion of these traffic calming projects.
Terramar Coastal Improvements – This project is designed to improve the public right of way
along Carlsbad Boulevard and Cannon Road to provide a complete street including
pedestrian/non-vehicular facilities and long the bluff to enhance the quality of the open space and
beach access. A total budget of $6.6 million is included in the next five years.
Traffic Signals – In the next five years, four traffic signal installations are planned at the following
locations, at a total cost of $710,000:
BUDGET SUMMARY
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Faraday Avenue and Camino Hills Drive
Faraday Avenue and Palmer Way
La Costa Avenue and Levante Street
Maverick Way and Camino de los Coches
Village and Barrio Traffic Circles – Installation of traffic
circles at intersections throughout the Village and Barrio
is planned at a total cost of $1.5 million.
Water and Wastewater Projects
The city’s water and wastewater projects are vital to the
continued health and welfare of its citizens. Most new lines are built and paid with impact fees
collected with new development. As the city ages, it will become necessary to repair and replace
the lines that already exist, and an increase in these projects is anticipated in future years. In the
next five years, an additional $74 million in funding is scheduled for both new and replacement
water and sewer projects.
Wastewater
Wastewater facilities scheduled for construction or replacement within the next five years include:
Buena Interceptor Sewer Improvements
Faraday/El Camino Real Sewer Replacement
Las Palmas Trunk Sewer
Quarry Creek Sewer Extension
Villas Sewer Lift Station Replacement
Vista-Carlsbad Interceptor
In addition to the new construction and replacement projects and ongoing condition assessments,
repairs and upgrades to the city’s wastewater facilities are expected to cost $3.6 million in the
next five years.
Water Lines
Major water facilities scheduled for construction or replacement within the next five years are
estimated at $33.2 million, and include the following locations:
Aviara Parkway and Plum Tree
Carlsbad Boulevard – South of Avenida Encinas
El Fuerte and Corintia Street Pressure Reducing Station
Fire Flow System Improvements
Hydroelectric Generator at Desal Flow Control Facility No. 5
Maerkle Pump Station Improvements and Transmission Main
Maerkle Reservoir Floating Cover Replacement
Santa Fe II Inlet Pipeline
In addition, $16.7 million is included in the next five years for miscellaneous pipeline
replacements, repair and maintenance projects, a condition assessment program, and a water
valve repair and replacement program.
BUDGET SUMMARY
A-29
Recycled Water Expansion
Expansion to the Carlsbad Water Recycling Facility, including construction of additional pipelines
and a reservoir, are anticipated to cost $34 million. These facilities are expected to meet the 76
percent increase in future recycled water demand. The expansion is expected to increase the
recycled water supply from 4 to up to 8 million gallons per day (mgd). With diminishing potable
water resources available, alternative supplies such as recycled and desalinated water become
increasingly important in supplementing the total water supply.
Drainage Projects
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as
well as maintaining the water quality of the city’s creeks, lagoons and ocean. Carlsbad supports
programs that will ensure that all water bodies within the city are safe and clean and, where
possible, open to the public at all times. The system consists of drainage pipes 30-inches or
larger in diameter, large concrete and rock lined channels, permanent sedimentation basins and
miscellaneous large facilities. As the city continues to age, it will become necessary to repair and
replace the lines that already exist. An additional $4.3 million will be added to the program in the
next five years.
SUMMARY
The FY 2017-18 budget focuses resources on projects that align with the strategic goals set by
our City Council and the community. Most major revenue sources for the city are improving, and
these ongoing resources will fund construction and operating costs of facilities to support the
future needs of residents and visitors. The city has also utilized a growth management plan to
ensure that one-time funds are available for these facilities and infrastructure.
Economic news is mostly optimistic, but the environment is somewhat unpredictable, given
international instability, a new executive administration, and challenges at the state level from the
expiration of the temporary sales tax to the unknown effects of the pending increase in the
minimum wage. Although the forecast indicates improving economic conditions for the city in the
coming years, the FY 2017-18 budget maintains the fiscal discipline and planning exercised by
Carlsbad’s City Council over the past decades.
The City of Carlsbad continues to exercise fiscal responsibility. The city continues to plan for the
long-term and uses a ten-year financial forecast in creating the budget. This long-term planning
tool allows us to model the effects of ongoing fiscal impacts from new facilities, economic
conditions, and changes in personnel costs. In 2015-16, the city set aside $10 million from the
General Fund unassigned fund balance to mitigate revenue losses should another recession
occur. In 2016-17, an additional $10 million was set aside to mitigate fluctuations in the CalPERS
annual pension contribution rates. Unlike the General Fund reserve, these funds can be used for
ongoing operating expenditures to ensure the continuation of services with minimal impact to the
public. The FY 2017-18 budget reflects continued dedication to the provision of excellent city
services and the quality of life valued by those who live, work and play in Carlsbad.
BUDGET SUMMARY
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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.
Although the Government Code of the State of California has established maximum general
obligation debt limits for local governments within the State, the city does not have any
outstanding debt subject to those limitations.
Since Fiscal Year 2008-09, no debt service payments have been required of the General Fund,
and no new debt is anticipated for the General Fund in the coming year. The city currently has
approximately $66.5 million of debt outstanding. Outstanding debt obligations of financing
districts within the city do not obligate the City of Carlsbad.
The following table identifies the debt the city has issued, the outstanding principal balance, the
2017-18 scheduled principal and interest payments, and the scheduled year of payoff.
Bond Name Repayment Source
Original Bond
Issue
Outstanding
Principal At
6/30/17
2017-18
Payment P&I
Final
Payment
FY
1993 Redevelopment
Tax Allocation Redevelopment 15,495,000$ 6,030,000$ 1,034,134$ 2024
Bonds
CFD #3 2016 Improvement Area 1
Special Tax Special District 8,290,000$ 8,290,000$ 521,862$ 2037
Bonds
CFD #3 2016 Improvement Area 2
Special Tax Special District 13,015,000$ 13,015,000$ 801,975$ 2039
Bonds
Subtotals 36,800,000$ 27,335,000$ 2,357,971$
1997 Carlsbad Ranch (AD 95-1)
Limited Obligation Assessment 10,175,438$ 2,655,000$ 516,312$ 2023
Improvement Bonds District
1998 Rancho Carrillo (AD 96-1)
Limited Obligation Assessment 19,600,000$ 9,105,000$ 1,041,180$ 2029
Improvement Bonds District
2013 Reassessment District (AD 2012-1)
Limited Obligation Assessment 31,300,000$ 27,425,000$ 2,133,432$ 2036
Improvement Bonds District
Subtotals 61,075,438$ 39,185,000$ 3,690,924$
Totals 97,875,438$ 66,520,000$ 6,048,895$
City of Carlsbad
Debt Outstanding
BUDGET SUMMARY
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In FY 2016-17, the Carlsbad Public Financing Authority Bonds (Golf Course Revenue Bonds)
were paid in full.
In summary, the following table shows the estimated revenues, expenditures and projected
available balance on June 30, 2017, and the budgeted revenues and expenditures, with the
projected available balance on June 30, 2018.
BUDGET SUMMARY
PROJECTED PROJECTED
BALANCE ESTIMATED ADOPTED ADVANCES &BALANCE
PROGRAM AREA July 1, 2017 REVENUES BUDGET TRANSFERS June 30, 2018
OPERATING BUDGET
Policy / Leadership Group 7,622,858$
Administrative Services 25,213,015
Community Services 58,501,244
Public Safety 57,398,523
Public Works 92,764,250
Non Departmental & Contingencies 16,148,000
SUBTOTAL OPERATING 183,532,752$ 262,270,749$ 257,647,890$ -$ 188,155,611$
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2017-18 493,788,147$ 53,670,058$ 53,951,993$ -$ 493,506,212$
2016-17 Continuing Appropriations (200,435,118)
Projected CIP Fund Balance at June 30, 2018 293,071,094
TOTAL OPERATING AND CAPITAL 677,320,899$ 315,940,807$ 311,599,883$ -$ 681,661,823$
PROJECTED PROJECTED
BALANCE PROJECTED ESTIMATED ADVANCES &BALANCE
PROGRAM AREA JULY 1, 2016 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2017
OPERATING BUDGET
Policy / Leadership Group 6,923,000$
Administrative Services 22,443,000
Community Services 72,263,700
Public Safety 57,172,064
Public Works 76,876,000
Non Departmental & Contingencies 15,070,000 *
SUBTOTAL OPERATING 191,262,294$ 258,018,222$ 250,747,764$ (15,000,000)$ 183,532,752$
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2016-17 446,145,479$ 108,120,108$ 70,977,440$ 10,500,000$ 493,788,147$
TOTAL OPERATING AND CAPITAL 637,407,773$ 366,138,330$ 321,725,204$ (4,500,000)$ 677,320,899$
FISCAL YEAR 2017-18
FISCAL YEAR 2016-17
BUDGET SUMMARY
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TRANSFERS AND ADVANCES
For FY 2016-17, total Operating Budget transfers and advances ($15,000,000) are a net of the
following:
Repayment of an advance to the General Fund from the Golf Course Fund ($230,000).
Repayment of an advance to the General Fund from the Redevelopment Obligation
Retirement Fund ($954,000).
Transfer from the General Fund to the Golf Course Fund for prepayment of outstanding
bonds ($14,811,000).
Transfer from the General Fund to the General Capital Construction Fund for
reconstruction of Fire Station No. 2 ($10,500,000).
Transfer from General Fund Pension Stabilization designation, for prepayment of
CalPERS unfunded liability ($4,500,000); the balance of the prepayment amount
($4,500,000) was appropriated from the General Fund undesignated balance.
For FY 2016-17, total Capital Improvement Program Budget transfers and advances
($10,500,000) are:
Transfer to the General Capital Construction Fund from the General Fund for
reconstruction of Fire Station No. 2 ($10,500,000).
For FY 2017-18, total transfers and advances are a net of the following:
Repayment of an advance to the General Fund from the Golf Course Fund ($110,000).
Repayment of an advance to the General Fund from the Redevelopment Obligation
Retirement Fund ($1,312,000).
FINAL FINAL FINAL
BUDGET BUDGET BUDGET 2017-18
2015-16 2016-17 2017-18 CHANGES
CITY ATTORNEY 7.00 6.00 7.00 1.00
CITY CLERK & RECORDS MANAGEMENT*5.00 5.00 6.00 1.00
CITY COUNCIL 1.00 1.00 1.00 0.00
CITY MANAGER 7.00 8.00 8.00 0.00
CITY TREASURER 0.75 0.75 0.75 0.00
COMMUNICATIONS 5.00 5.00 5.00 0.00
COMMUNITY AND ECONOMIC DEVELOPMENT 44.00 44.00 44.00 0.00
FINANCE AND RISK MANAGEMENT 32.50 33.00 32.00 (1.00)
FIRE 89.00 90.00 90.00 0.00
HOUSING AND NEIGHBORHOOD SERVICES 13.00 13.00 13.00 0.00
HUMAN RESOURCES & WORKERS COMP 11.00 11.00 11.00 0.00
INFORMATION TECHNOLOGY 19.50 20.00 27.00 7.00
LIBRARY & CULTURAL ARTS 50.50 50.50 50.50 0.00
PARKS AND RECREATION 58.15 57.15 57.00 (0.15)
POLICE 168.00 168.00 168.00 0.00
PUBLIC WORKS - ADMINISTRATION 8.05 9.85 12.30 2.45
PUBLIC WORKS - ENVIRONMENTAL MANAGEMENT 8.50 9.50 9.70 0.20
PUBLIC WORKS - GENERAL SERVICES 28.10 51.30 52.00 0.70
PUBLIC WORKS - TRANSPORTATION 57.35 33.00 32.00 (1.00)
PUBLIC WORKS - UTILITIES 60.85 60.20 59.00 (1.20)
PERMANENT FULL AND 3/4 TIME LABOR FORCE 674.25 676.25 685.25 9.00
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2015-16 2016-17 2017-18 Difference
Limited Term Personnel 3.75 6.75 7.75 1.00
Hourly Full Time Equivalent Personnel 159.51 162.76 179.09 16.33
TOTAL LABOR FORCE 837.51 845.76 872.09 26.33
(*) In FY 2017-18, City Clerk and Records Management merged
PERSONNEL ALLOCATIONS
A-33
Operating Budget Capital Budget
Planning and calendar development Planning and calendar development
Operating Budget Capital Budget
Ten-year forecast updated Kickoff meeting
Budget policies are set Departments update project submittals
Block calculation completed
Budget manual finalized
Kickoff meeting
Operating Budget Capital Budget
City Council goal setting City Council goal setting
Department budgets due Department project submittals due
Operating Budget Capital Budget
Finance department review Growth estimates updated
Meetings with Department Heads Cash flows updated (15 year)
Operating Budget Capital Budget
Meetings with Department Heads Meetings with City Manager
Meetings with City Manager
Operating Budget Capital Budget
Preliminary budget to printer Preliminary budget to printer
23rd City Council Workshop 9th City Council Workshop
30th Citizen's Budget Workshop 30th Citizen's Budget Workshop
Operating Budget Capital Budget
13th Budget Adoption 13th Budget Adoption
DECEMBER 2016
MAY 2017
JUNE 2017
JANUARY 2017
FEBRUARY 2017
MARCH 2017
APRIL 2017
A-34
California Society of
Municipal Finance Officers
Certificate of Award
Operating Budget Excellence Award
Fiscal Year 2016-2017
Presented to the
City of Carlsbad
For meeting the criteria established to achieve the Operating Budget Excellence Award.
January 31, 2017
John Adams Craig Boyer, Chair
CSMFO President Professional Standards and
Recognition Committee
Dedicated Excellence in Municipal Financial Reporting A-35
A-36
2017/18 Operating Budget &
Capital Improvement Program Operating Budget
Operating Budget Operating Budget
Operating Budget Summary Summary
Summary
Operating Budget Summary
2017-18 OPERATING BUDGET OVERVIEW
B-1
REVENUE
The Operating Budget for FY 2017-18 totals $257.5 million, with revenues for the year estimated
at $262.3 million. General Fund revenues are estimated at $153.5 million and General Fund
budgeted operating expenditures are $145.7 million.
The following table shows the total operating revenues anticipated to be received by the city for
FY 2016-17, as well as those estimated for FY 2017-18.
Revenue estimates for the Operating Budget indicate that the city will receive a total of $262.3
million in FY 2017-18, a change of about $4.3 million over the projected FY 2016-17 revenues.
General Fund revenues are expected to increase by $5.4 million, compared to the prior year, as
all sources of revenue indicated in the table below increase, with the exception of a decrease in
development revenues. Special Revenue funds decreased by 2.4 percent, or $300,000, due to
projected decreases in donations, affordable housing revenues, and parking in-lieu fees.
Enterprise Fund revenues are projected to remain relatively flat in the upcoming fiscal year. More
information on the city’s revenue sources is provided in the following discussion.
General Fund Revenues
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 and Cultural
Arts, Street and Park Maintenance, and Recreation programs. The following table provides a
summarized outlook for the major General Fund revenues.
PROJECTED BUDGETED $%
2016-17 2017-18 CHANGE CHANGE
GENERAL FUND 148.1$ 153.5$ 5.4$ 3.7%
SPECIAL REVENUE 12.4 12.1 (0.3) -2.4%
ENTERPRISE 73.3 73.2 (0.1) -0.1%
INTERNAL SERVICE 21.8 21.1 (0.7) -3.3%
REDEV. OBLIG. RETIREMENT 2.5 2.4 (0.1) -3.0%
TOTAL 258.0$ 262.3$ 4.3$ 1.7%
FUND
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
PROJECTED BUDGETED $%
2016-17 2017-18 CHANGE CHANGE
PROPERTY TAX 61.3$ 64.3$ 3.0$ 4.9%
SALES TAX 32.2 34.9 2.7 8.3%
TRANSIENT OCCUPANCY TAX 21.5 22.2 0.6 3.0%
FRANCHISE TAXES 5.5 5.5 - 0.2%
BUSINESS LICENSE TAX 4.3 5.1 0.8 19.4%
DEVELOPMENT REVENUES 5.2 3.5 (1.8) -33.6%
ALL OTHER REVENUE 18.0 18.0 - 0.0%
TOTAL 148.1$ 153.5$ 5.4$ 3.7%
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
2017-18 OPERATING BUDGET OVERVIEW
B-2
General Fund revenues continue to indicate a healthy local economy, as growth continues to be
positive. Almost 80 percent of General Fund revenues are derived from three sources – property
tax, sales tax, and transient occupancy tax (TOT). Sales tax receipts and TOT revenues tend to
be much more sensitive to changes in economic conditions, unlike property tax revenues, which
remain relatively stable because of the mitigating effect of Proposition 13, which limits annual
growth in assessed values. Property tax, the largest source of General Fund revenues, is
expected to grow by 4.9 percent in FY 2017-18, as assessed values continue to improve. The
median resale price of a single family residence (SFR) in Carlsbad is down slightly, 1.5 percent
to $814,000, as the city sees some weakness in two of the four sectors, namely, the southeast
and the northeast quadrants. However, if new construction and multifamily residences are
included, the median price is up by nine percent. Inventories in Carlsbad remain tight, down 14
percent from the reduced numbers seen at this time, last year. The low inventory should keep
upward pressure on home prices but, as mentioned previously, mortgage rates are expected to
increase in the coming years, prompted by economic factors and Fed monetary policy, which will
decrease home purchasers’ buying power.
Changes in property tax revenues lag behind changes in the housing market, as the tax revenue
for the upcoming fiscal year is based on assessed values from January. Thus, the taxes to be
received for FY 2017-18 are based on assessed values as of January 1, 2017.
Proposition 13, adopted in 1978, limits the annual increase in assessed values for property.
Under this proposition, assessed values (and the related property tax) can grow by no more than
two percent 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 are
significant sales of new or existing stock. In past decades, the city has seen robust growth in
property tax revenue due to new development, high turnover of existing homes, and double-digit
growth in housing prices.
Sales tax revenues generally move in step with economic conditions and have improved
markedly over the past years. Sales tax revenue for FY 2017-18 is expected to increase by 8.3
percent, due primarily to the timing of revenues at the expiration of the triple flip (see below).
According to information from the Anderson School at UCLA, taxable sales in the state of
0
10
20
30
40
50
60
70
$ MillionsFiscal Year
Property and Sales Tax Revenues
Sales Tax
Property Tax
Property Tax
2017-18 OPERATING BUDGET OVERVIEW
B-3
California are expected to maintain
growth of about 4.5 percent for
calendar years 2018 and 2019.
According to MuniServices data,
sales tax receipts in California
increased by 2.4 percent for the
first three fiscal quarters ending
March 2017, as the state economy
continues to see modest growth.
Carlsbad realized a 4.8 percent
decrease for the same period, with
some weakness seen in general
retail and construction material.
Several years ago, the State of
California implemented the “Triple
Flip.” The “Triple Flip” was
essentially a temporary swap of a
¼ cent of the cities’ sales taxes in return for property tax. It was done in order to give the state a
revenue source against which they could issue deficit reduction bonds. The Triple Flip ended last
fiscal year, resulting in a “cleanup” payment to the city which caused an anomalous increase in
sales tax revenues in FY 2016-17.
As can be seen in the chart above, the city’s sales tax base is heavily weighted in the
transportation (predominantly new car sales) and retail sectors. These two sectors account for
two-thirds of taxable sales in Carlsbad. New car sales tax revenue dropped precipitously during
the last recession, falling from $6.7 million in the fourth quarter of 2007 to a low of $4.4 million in
2009. Data through the first quarter of CY 2017 indicate new car sales have rebounded and
remain strong, generating a record $8.4 million sales tax from Car Country Carlsbad. General
retail has, likewise, improved since the Great Recession, with some softening indicated in the first
quarter of 2017. Estimates also include approximately $1 million in Proposition 172 funds, which
are earmarked for public safety service expenditures. Proposition 172 requires that the ½ cent
increase in California sales taxes be allocated to local agencies to fund public safety services.
The third highest General Fund
revenue source is Transient
Occupancy Tax (TOT, or hotel
tax). TOT is forecast to increase
by 3 percent in FY 2017-18,
stabilizing at a record high just
over $22 million. As seen in the
accompanying graph, TOT has
increased by over 90 percent
since FY 2010-11, as new
hotels, such as the LegoLand
Hotel and Cape Rey Carlsbad, a
Hilton Resort, have opened in
the past years. Prolonged
weakness in global demand and
a strong dollar continue to place a drag on tourism, however, a report by Tourism Economics that
focuses on San Diego tourism indicates that occupancy growth will remain at less than one
percent growth for the next two years and average room revenues will increase by over three
2017-18 OPERATING BUDGET OVERVIEW
B-4
percent annually for the same time period. Carlsbad currently has approximately 4,400 hotel
rooms and over 1,000 vacation rentals, and continues to benefit from increasing daily room rates
and improving occupancy rates.
Franchise Tax revenue has
stabilized over the past years and is
projected at $5.5 million in FY 2017-
18. 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
services, solid waste services, cell
sites, fiber optic antenna systems
and gas and electric utilities. The
cable and solid waste franchises
experienced minor revenue
increases that mirror growth in
population and changes in rate
structures. Franchise tax revenues are expected to remain even over the next year.
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and electricity
transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures the
franchise taxes on gas and electricity that is transported using public lands but which would not
otherwise be included in the calculations for franchise taxes, due to deregulation of the power
industry. The majority of the “in-lieu” taxes received is attributable to Cabrillo Power, the operator
of the Encina power plant, and is based on the gas used in the generation of electricity. This
revenue source is expected to remain flat for the entirety of the ten-year forecast.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict, as many
of the planning and engineering activities occur months or years before any actual development.
During FY 2009-10, development-related revenues began to turn around from historic lows
experienced in FY 2008-09. During FY 2010-11, this revenue source continued to strengthen,
especially on the non-residential side, with the permitting of the new Isis Pharmaceuticals
headquarters and the Hilton Beachfront Hotel. Development-related revenues have fluctuated in
the past years in line with increases and decreases in residential, commercial and industrial
development. In FY 2012-13, revenues rose from $2.7 million to $3 million, following a marked
increase in commercial space permitted. In FY 2017-18, the city expects a 34 percent decrease
in development related revenues, to approximately $3.5 million, following higher than anticipated
development activity occurring in FY 2016-17. An additional 520 residential units are expected
to be added in the coming fiscal year, compared to 930 in the current year, as well as an estimated
addition of over 637,000 square feet of non-residential space.
Business license taxes are closely tied to the health of the local economy, and are projected to
increase by 19.4 percent to an estimated $5.1 million in FY 2017-18. There are currently about
10,700 licensed businesses in Carlsbad, with 2,800 of them home-based.
0
2
4
6
2009 2012 2015 2018e$ MillionsFiscal Year
Franchise Taxes
Other
Franchise
SDG&E
Franchise
2017-18 OPERATING BUDGET OVERVIEW
B-5
All other revenues include transfer taxes, interest earnings, ambulance fees, recreation fees,
and other charges and fees. The estimate for FY 2017-18 totals $18 million, no change from the
previous year.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses
charged to funds outside the General Fund for services performed by departments within the
General Fund.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad
expects to receive approximately $1.1 million in transfer taxes for FY 2017-18, which is a 2 percent
increase from FY 2016-17. Housing prices are continuing to increase in Carlsbad, but inventories
remain low. Economists continue to predict multiple increases in the Fed discount rate; this could
increase historically low mortgage interest rates, which could put some downward pressure on
sales. 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 $2.4 million in interest on
its General Fund investments for Fiscal Year 2017-18, as the yield on the city’s portfolio is
expected to improve modestly to about 1.5 percent, and as cash balances grow.
Overall, as reflected in the bar chart, General Fund revenues are expected to be up 3.7 percent
from FY 2016-17, as the city experiences growth in all revenues except development-related fees.
Although the city experienced revenue growth between 9 and 17 percent in the late 1990’s, it was
not sustainable. Much of those increases were due to the opening of new hotels, restaurants,
retail centers, and new home development. As new development slows, it will be increasingly
more difficult to produce double-digit growth in revenues. An improving economy is certainly
driving General Fund revenues higher, but revenue growth should stabilize at around 3 percent
in the coming years.
2017-18 OPERATING BUDGET OVERVIEW
B-6
The City has a General Fund reserve policy that sets a minimum reserve of 30 percent of the
General Fund Operating Expenditures. In addition, the policy sets a target reserve of 40 percent
to 50 percent of General Fund Operating Expenditures. The minimum reserve would provide
approximately three to four months of operating expenditures for unforeseen emergencies. At
the end of FY 2016-17, the unassigned General Fund balance is projected to be approximately
$61 million. At the end of FY 2017-18, the reserve is projected to be approximately $70 million.
This projected unassigned fund balance will represent a 49 percent reserve. The reserve amount
is consistent with Council Policy 74: General Fund Reserve Guidelines. More information about
the city’s financial policies are located in the “Budget Highlights – Section A” of this document.
Other Funds
Revenues from Special Revenue funds are expected to total $12.1 million in FY 2017-18, a
decrease of 2.4 percent from FY 2016-17. The types of programs supported within Special
Revenue funds are those funded by specific revenue streams such as:
Housing Programs (Rental Assistance-Section 8 and Affordable Housing Fees)
Community Development Block Grant
Special assessments and Fees (Maintenance Assessment Districts, Parking-in-lieu)
Other (Library, Cultural Arts, Recreation and Senior Donations, Asset Forfeitures)
The most noteworthy change in the Special Revenue funds occurred in the Parking in-lieu Fund,
which shows a decrease of $240,000. The Parking-in-lieu revenues are related to development
in the Carlsbad Village Area and tend to fluctuate from year to year. Grant revenues also
decreased $386,000; grants are generally one-time revenues and fluctuate from year to year, as
well.
Enterprise fund revenues for FY 2017-18 are projected at $73.2 million, with no change from the
current year estimate.
2017-18 OPERATING BUDGET OVERVIEW
B-7
Enterprise funds are similar to a business, in that rates are charged to support the operations that
supply the service. Carlsbad Enterprise funds include water and recycled water delivery,
wastewater services, solid waste management, and a municipal golf course. In addition to paying
for the wholesale and fixed water costs, the FY 2017-18 Operating Budget includes funding for
replacement of Carlsbad’s water infrastructure, ongoing meter replacements, maintaining
sufficient operating reserves, and funding Phase III of the recycled water expansion program.
The Water Enterprise Fund revenue is estimated at $48.9 million, with no change over the current
year estimate.
Estimated revenues for Wastewater are $13.4 million, a 2.9 percent decrease over the current
year estimate. Due to increased recycled water sales and conservation efforts, coupled with the
higher than usual rains, the amount of treated wastewater is decreasing.
Estimated revenues from operations of the Golf Course are expected to increase by 2.7 percent
next year.
Internal Service funds account for services provided within the city itself, from one department
to another, on a cost reimbursement basis. These include programs such as the self-insurance
funds for Workers’ Compensation and General Liability (Risk Management), as well as Vehicle
Maintenance and Replacement, and Information Technology. Departments pay for these
services; therefore, the rates charged are based on the cost to provide the service. Generally,
the objective for Internal Service funds is to match budgeted expenses with charges to the
departments.
Internal Service funds show estimated revenues of $21.1 million for FY 2017-18, a 3.3 percent
decrease over FY 2016-17 projections. An actuarial review of the Workers’ Compensation fund
indicates that it has insufficient cash balances to meet estimated future claims, due primarily to
increasing claims over the past years. In order to remedy this, the proposed budget increases
2017-18 OPERATING BUDGET OVERVIEW
B-8
charges to city departments by 15 percent in the coming years and transfers funds from the
General Fund to stabilize the Workers’ Compensation fund.
There are decreases in Vehicle Maintenance and Information Technology (IT) charges of 13.4
percent and 3.2 percent, respectively. Vehicle Maintenance revenues are decreasing in the
coming year due to lower than anticipated fuel costs. Some of the fluctuations from year to year
are due to the age of the fleet, the adherence to maintenance schedules, and unplanned repairs.
IT charges to departments are decreasing as a result of a transfer of costs for Police IT services
the Police department operating budget.
The Redevelopment Obligation Retirement Fund (RORF) revenues are budgeted at $2.4
million. Although the Redevelopment Agency has been dissolved, the California Department of
Finance has approved the repayment of the approximately $8.1 million (plus accrued interest)
loaned to both former redevelopment areas by the General Fund. Loan payments of
approximately $1 million per year will be made to the city, and 20 percent of this repayment will
be set aside for future affordable housing.
2017-18 OPERATING BUDGET OVERVIEW
B-9
EXPENDITURES
The city’s Operating Budget for FY 2017-18 totals $257.6 million, which represents an increase
of about $7.5 million, or 3 percent, as compared to the adopted FY 2016-17 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 for the city to continue to provide the very
best services to the community while finding operating efficiencies, reducing costs wherever
possible, and planning for the future. The goal was to achieve a balanced budget for the coming
fiscal year while still maintaining the city’s long-term financial health and ensuring that future
costs can be met without negatively impacting the services provided to the community. All known
and ongoing operating expenses were incorporated in the FY 2017-18 Preliminary Operating
Budget, as well as in the long-term financial forecast.
Responsible management of the city’s resources includes maintaining a focus on a sustainable
future by ensuring the city remains in good financial health, as today’s decisions will impact future
spending levels. Although the city is entering the new fiscal year in a solid financial position, the
city will continue allocating resources in a manner that provides the best services for the people
of Carlsbad. The following policies for FY 2017-18 were established in line with conservative
estimates for future revenue growth:
Continue to provide excellent services to our residents.
Increases in the number of staff positions were allowed in instances where community
priorities would be served. In addition, increases were allowed for short-term staffing
needs to assist with succession planning to provide continuity of operations.
Modest growth (2 percent) was allowed for maintenance and operations in order to allow
departments to meet escalating costs.
Increases were considered for new initiatives where community priorities would be
served and for implementation of legal mandates, such as compliance with the new storm
water permit.
Resources for technology projects that improve customer service and efficiencies were
provided, as well as funding to support council strategic goals.
The city uses an Expenditure Control Budget (ECB) process in budgeting, where each
department is given a block appropriation containing sufficient funds to provide the current level
of services for the upcoming year. For FY 2017-18, departments were allowed a 2 percent
increase, if needed, for maintenance & operations (M&O) costs. As a result of the economic
recession, block budgets were reduced in both FY 2008-09 and FY 2009-10 in order to align
expenses with falling revenues. In order to gain further operating efficiencies, the city’s
organizational structure was realigned in FY 2010-11. During the beginning of the recession,
the city eliminated 46.5 full-time equivalent (FTE) positions in order to contain costs. Since FY
2014-15 there has been an increase of 8.5 full-time positions. In the FY 2017-18 budget, there
is an increase of 9.0 permanent full-time positions, and an increase of 1.0 limited-term position
and 16.33 part-time FTE positions. No additional appropriations are expected during the fiscal
year, except in the case of unanticipated events. As in past years, amounts that are unspent at
the end of the fiscal year will be carried forward to the next year, or will increase the city’s
reserves. At the end of FY 2016-17, the amounts carried forward by each department will be
capped at no more than 10 percent of the previous year’s Adopted Budget. Departments are
allowed to request additional carry forward amounts from remaining unspent funds for special
one-time projects as well as items funded in FY 2016-17 which are planned for completion in FY
2017-18.
2017-18 OPERATING BUDGET OVERVIEW
B-10
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2017-18 Operating Budget of
$257.6 million was developed.
Position Changes
An increase of 9.0 permanent full-time positions and an increase of 1.0 limited-term position,
when compared to the FY 2016-17 Adopted Budget, is reflected in the FY 2017-18 Operating
Budget. These position changes resulted in an approximate citywide personnel increase of
$1,330,304 for the coming year.
The FY 2017-18 Operating Budget includes the decrease of the following 1.0 permanent full-
time position:
1.0 Park Maintenance Worker II
The FY 2017-18 Operating Budget includes the addition of the following 10.0 permanent full-time
positions:
3.0 Client Systems Associate Administrators
1.0 Deputy City Attorney
1.0 Park Planner
1.0 Property and Environmental Management Director
1.0 Records Technician
1.0 Senior Applications Analyst
1.0 Senior Network Engineer
1.0 Service and Release Manager
The FY 2017-18 Operating budget includes a net increase of 1.0 limited-term positions:
Decrease of 2.0 positions:
1.0 Building Technician II
1.0 Senior Building Inspector
Increase of 3.0 positions:
1.0 Senior Program Manager
2.0 Police Rangers
The net increase in hourly staff totals 16.33 full-time equivalent (FTE) positions, as shown below:
1.50 FTE Housing and Neighborhood Services
9.83 FTE Parks and Recreation
5.00 FTE Public Works
These changes result in a city workforce of 685.25 full and three-quarter time employees, 7.75
limited-term employees, and 179.09 hourly, full-time equivalent positions.
The following chart shows a history of staffing levels compared with population. While population
levels have increased steadily over the last 10 years, staffing levels have remained relatively
constant. There was a decrease in full-time staffing in response to the recession, and beginning
in FY 2014-15, the number of full-time positions has increased each year. Currently, the full-
time headcount is still 26 less than it was 10 years ago.
2017-18 OPERATING BUDGET OVERVIEW
B-11
During FY 2009-10, a year-long effort evaluated how the city was currently delivering services to
residents and businesses and identified where opportunities existed to streamline for the future
while continuing to provide high quality services. Key areas of focus included those most
affected by the city’s increasing maturity, such as traffic and transportation, economic and
community development, environmental management and infrastructure maintenance and
replacement. Based on these efforts, the city realigned the organizational structure to better
serve the changing needs of the community, as well as to allow for increased efficiencies with
fewer resources. In the years that followed, vacant positions were eliminated or redeployed
where there was a need. Development activities slowed down and, at the same time,
technologies were implemented and efficiencies were realized, such as the implementation of
radio-frequency identification (RFID) technology for materials tracking, and implementation of
automated meter reading (AMR) for measuring water usage.
New Facilities
The city has a number of major capital projects scheduled to be built over the next five years.
As the city completes these projects, the cost of maintaining and operating the facilities, including
additional personnel, are added to departmental operating budgets. There are currently four
park projects in various stages of planning or construction, ultimately resulting in increased
operating costs. The facilities are Leo Carrillo Historic Ranch Phase III (stables and restroom),
Pine Avenue Community Park Phase III (community center and gardens), Poinsettia Community
Park Phase III (multi-sport arena, dog park, tot lot, and pickle ball courts), and Aviara Community
Park Phase II (outdoor gathering area). Once completed, the annual operating cost for these
new facilities are estimated at $633,000, and include the addition of 11 FTE part-time positions.
In FY 2017-18. The estimate for FY 2017-18 is up to $220,000.
2017-18 OPERATING BUDGET OVERVIEW
B-12
Budget by Fund Type
The table below shows the changes in the proposed Operating Budget for FY 2017-18, as
compared to the Adopted Budget for FY 2016-17.
General Fund
The General Fund contains most of the discretionary revenues that support basic core city
services. However, this should not diminish the importance of the other operating funds, as they
also contribute to the array of services available within Carlsbad. The remainder of this section
will provide more information about the budgeted expenditures by fund and program.
The total Operating Budget for the General Fund for FY 2017-18 is $145.7 million, which is 4.0
million, or 2.8 percent, greater than the previous year’s Adopted Budget of $141.8 million. The
total increase is attributable to a $2.8 million (3.2 percent) increase in personnel, a $600,000 (1.5
percent) increase in maintenance & operations costs, and a $200,000 overall decrease in capital
outlay, as can be seen in the table above. Transfers to other funds increased $800,000, or 6.6
percent. These changes are discussed in more detail below.
Personnel costs make up approximately 62 percent of the General Fund budget, so any
changes in these costs can have a significant effect on the total budget. The total personnel
budget for FY 2017-18 is $90.4 million, which is $2.8 million, or 3.2 percent, greater than the
previous year’s total personnel budget of $87.7 million.
BUDGET BUDGET $%
FUND 2016-17 2017-18 CHANGE CHANGE
GENERAL FUND 141.8$ 145.7$ 4.0$ 2.8%
SPECIAL REVENUE 11.4 12.0 0.6 5.7%
ENTERPRISE 71.7 75.7 4.0 5.5%
INTERNAL SERVICE 23.9 23.0 (0.9) -3.7%
REDEV. OBLIG. RETIREMENT 1.4 1.2 (0.2) -13.9%
TOTAL 250.2$ 257.6$ 7.5$ 3.0%
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
BUDGET BUDGET $%
2016-17 2017-18 CHANGE CHANGE
PERSONNEL 87.7$ 90.4$ 2.8$ 3.2%
MAINTENANCE & OPERATIONS 42.1 42.7 0.6 1.5%
CAPITAL OUTLAY 0.3 0.1 (0.2) -58.8%
TRANSFERS 11.7 12.5 0.8 6.6%
TOTAL 141.8$ 145.7$ 4.0$ 2.8%
(In Millions)
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
2017-18 OPERATING BUDGET OVERVIEW
B-13
The table above shows the breakdown of personnel costs for the General Fund. Salaries include
full and part-time staff costs and are expected to increase in FY 2017-18 by $1.9 million, or 3.1
percent. The increase is mainly due to anticipated wage increases scheduled to occur in FY
2017-18, as well as the net addition of 9.0 full-time staff, an increase of 1.0 limited-term position,
and an increase of 16.33 part-time staff for expanded parks and recreation programs and
facilities, and to assist with daily operations.
CalPERS administers the city’s defined benefit pension plan, and costs have been increasing in
past years, as CalPERS addresses a structural shortfall in plan assets to cover liabilities.
CalPERS deliberately raised participating agencies’ contributions over a number of years to
improve the plan’s long-term funded status. The pension system continues to pursue strategies
that will make the plan sustainable in the long-term, such as investing in less risky assets, even
though this strategy will increase pension costs. There is some downward pressure on costs,
as new employees receive lower pension benefits, but the net change in pension costs is upward.
Miscellaneous, or General, employee pensions will increase by 4 percent in FY 2017-18 and
Safety pension contributions will increase by 5.4 percent, based on the most recent CalPERS
actuarial evaluation.
Health insurance costs are up 4 percent and Workers’ Compensation expense is projected to
increase 15.5 percent, due to increasing liability estimates and settlements. Miscellaneous other
personnel costs, Medicare, unemployment and disability, are projected to decrease by $100,000,
or 7 percent in FY 2017-18.
Departments with part-time hourly employees were given a 2.5 percent increase. The annual
impact of the adjustments was estimated at $132,000.
Maintenance and Operations costs (or M&O) represent about 29.3 percent of the total General
Fund budget, and include the budgets for all program expenses other than personnel, capital
outlay and transfers. Overall, total M&O costs are projected at $42.7 million, an increase of
about $600,000, or 1.5 percent, for FY 2017-18 as compared to FY 2016-17. Despite the 2
percent escalator provided for M&O costs, this increase was offset by decreases of one-time
expenditures from the previous fiscal year, and decreases in the internal service charges.
Maintenance & Operations costs are discussed more fully by program later in the report.
Capital Outlay includes budgeted equipment purchases over $10,000. Capital outlay purchases
of $136,000 are budgeted in the General Fund for FY 2017-18. The complete list listed of
proposed capital purchases is shown on page K-1.
GENERAL FUND GENERAL FUND
PERSONNEL COSTS PERSONNEL COSTS
(In Millions)
BUDGET BUDGET $%
2016-17 2017-18 CHANGE CHANGE
SALARIES 59.2$ 61.0$ 1.9$ 3.1%
RETIREMENT 17.4 17.7 0.4 2.0%
HEALTH INSURANCE 7.6 7.9 0.3 4.0%
WORKERS COMP 2.2 2.5 0.3 15.5%
OTHER PERSONNEL 1.3 1.3 (0.1) -7.0%
TOTAL 87.7$ 90.4$ 2.8$ 3.2%
2017-18 OPERATING BUDGET OVERVIEW
B-14
Non-departmental Transfers are amounts anticipated to be transferred from the General Fund
to another city fund. The transfers included in the adopted budget are as follows:
$9,970,000 to the Infrastructure Replacement Fund for major maintenance and
replacement of city infrastructure. This represents 6.5 percent of the General Fund
Revenues, in line with the city policy.
$235,000 to the Storm Water Program for reimbursement for the General Fund portion
of Storm Water expenses.
$750,000 to the Median Maintenance and Street Tree Maintenance Special Revenue
Funds to cover cash shortfalls, as annual assessments collected from property owners
do not cover annual operating expenditures.
$1,500,000 to the city’s Workers’ Compensation Fund to cover increased claims
settlements and estimated liability.
Advances (and repayments of advances) are amounts anticipated to be transferred from the
General Fund to other city funds and are expected to be repaid to the General Fund in future
years. In FY 2017-18 it is anticipated that the Golf Course operations will support a repayment
of $110,000 in advanced funds, and the Redevelopment Obligation Retirement Fund will be able
to pay down $1,312,000 of previously loaned funds.
Another way of looking at the General Fund budget is by program. The chart below compares
the total FY 2017-18 Budget to the amounts adopted in the previous year. A brief description of
each department and its services and a summary of significant department budget changes in
the FY 2017-18 Operating Budget, are noted below the chart.
GENERAL FUND EXPENDITURES GENERAL FUND EXPENDITURES
BY DEPARTMENT BY DEPARTMENT
(In Millions)
BUDGET BUDGET $%
DEPARTMENT 2016-17 2017-18 CHANGE CHANGE
POLICY & LEADERSHIP GROUP 7.2$ 7.4$ 0.2$ 3.6%
ADM SVCS - FINANCE 4.2 4.3 0.1 3.4%
ADM SVCS - HUMAN RESOURCES 3.3 3.4 0.1 4.6%
COMM SVCS - COMMUNITY & ECONOMIC DEV 10.7 11.1 0.4 4.5%
COMM SVCS - LIBRARY & CULTURAL ARTS 12.4 12.6 0.2 2.0%
COMM SVCS - PARKS & RECREATION 15.6 16.0 0.4 3.0%
PUBLIC SAFETY - FIRE 21.1 21.8 0.7 2.9%
PUBLIC SAFETY - POLICE 34.2 35.4 1.2 3.5%
PW - ADMINISTRATION 1.8 2.1 0.3 20.4%
PW - ENVIRONMENTAL MANAGEMENT 0.7 0.6 (0.1) -19.5%
PW - GENERAL SERVICES 8.3 8.4 0.1 0.1%
PW - TRANSPORTATION 6.7 6.4 (0.3) -3.9%
NON-DEPARTMENTAL 15.7 16.1 0.4 2.8%
TOTAL 141.8$ 145.7$ 4.0$ 2.8%
2017-18 OPERATING BUDGET OVERVIEW
B-15
POLICY AND LEADERSHIP GROUP
The Policy and Leadership Group consists of all elected officials, the City Manager’s
Office, City Clerk and City Treasurer, the City Attorney’s Office and Community Outreach
and Engagement. The increase in the FY 2017-18 adopted budget includes funding for
a Records Technician to assist with expanding records management workload and a
Deputy City Attorney to serve as the city prosecutor and code enforcement attorney.
ADMINISTRATIVE SERVICES
The Administrative Services’ Finance division provides the services of accounting,
financial reporting, payroll, billing and collections, citywide mail processing, purchasing
and receiving, fiscal oversight, and long-term financial planning for the city. This budget
has increased 3.4 percent, or $140,000, when compared to the FY 2016-17 budget. The
most notable increase is in the cost of bank credit card fees following the elimination of a
maximum allowable amount when accepting payments by credit card. There was also a
transfer of 1.0 FTE to the Information Technology department.
The Administrative Services’ Human Resources division supports the city with staffing
and recruitment, employee development, performance management, and compensation
and labor relations services. The 4.6 percent increase includes $60,000 to fund
increases in legal professional services and $45,000 for citywide training and
development.
COMMUNITY SERVICES
The Community and Economic Development Department includes Housing and
Neighborhood Services, Economic Development, Planning, Development Services,
Building Inspection, and Land Use Engineering. The increase over FY 2016-17 is about
$480,000, or 4.5 percent, and includes the addition of 1.0 FTE part-time staff to assist
with the increased code enforcement workload. In addition, funding was added for public
nuisance abatement and for consulting services to assist with documentation of business
processes and procedures related to the new permitting system.
The Library and Cultural Arts Department provides staffing and a wide variety of
programming for three library locations and a cultural arts office. The department’s
budget is projected to increase by $250,000, or 2 percent, from FY 2016-17. Funding
was added for a limited-term Senior Program Manager to assist with succession planning
and employee development.
2017-18 OPERATING BUDGET OVERVIEW
B-16
The city’s Parks and Recreation Department plans, staffs and maintains the city’s parks
and recreational facilities, provides recreational programs for all ages, maintains
landscaping at facilities throughout the city, and manages the city’s open space areas.
The FY 2017-18 budget of $16 million is $460,000, or 3 percent, greater than the FY
2016-17 budget. Several new park facilities are under construction and will be open to
the public in the
upcoming fiscal years.
$220,000 in funding
was added to pay for
10 FTE part-time staff
and operating costs
anticipated in FY
2017-18. The budget
also includes the
elimination of a Park
Maintenance Worker
position, and the
addition of a Park
Planner.
PUBLIC SAFETY
The Carlsbad Fire Department provides emergency operations, emergency
preparedness, and fire prevention services to safeguard lives, property and the
environment in the City of Carlsbad. The FY 2017-18 Operating Budget reflects a
$617,000 (2.9 percent) increase. In addition to anticipated personnel cost increases,
funding is included for fire engine equipment and a chemical detox unit to remove toxic
chemicals from firefighters, following exposure during a fire incident.
The Carlsbad Police Department provides high quality public safety services to the
community by enforcing laws and ordinances, preserving the peace, and providing for
the protection of life and property. Overall, the department’s costs are increasing by $1.2
million, or 3.5 percent, for FY 2017-18, almost entirely in personnel costs. Funding for
two existing police officer positions has been reinstated, at an annual cost of $295,000.
In addition, the City Council approved funding for two Ranger patrol positions as part of
a one-year pilot program to help patrol the open space in the city, including the preserves,
trails, lagoons, beaches, and parks.
PUBLIC WORKS
The Public Works Administration division budget reflects an increase of $360,000 (20.4
percent). Staffing changes include the addition of a Director level position to enhance
the management team of the Public Works department. In addition, funding for temporary
help was reduced in order to fund an increase of 1.0 FTE part-time positions.
The Public Works Environmental Management division manages the city’s
environmental programs, which include storm water, habitat and other environmental
maintenance and monitoring programs as well as the implementation of the Climate
Action Plan. A slight decrease in funding is due to one-time costs which were included
in the adopted FY 2016-17 budget. In addition, funding for temporary help was reduced
to fund an increase of 0.5 FTE part-time positions.
2017-18 OPERATING BUDGET OVERVIEW
B-17
The Public Works General Services division oversees the city’s fleet and manages the
maintenance of all city-owned facilities, street and storm drain maintenance, and the
Safety Training Center. The FY 2017-18 budget remains relatively flat when compared
to the prior fiscal year. A reduction in costs occurred as a result of real estate
management activities transferring to the City Manager’s department, under the oversight
of the Real Estate Manager position that was added in the previous fiscal year. This
decrease was offset by one-time funding for upgrades to the Safety Training Center Audio
Visual equipment. Funding was also included for 1.0 FTE part-time positions to provide
custodial services for the new park facilities for part of the upcoming fiscal year. In
addition, funding for temporary help was reduced to fund an increase of additional 0.5
FTE part-time positions.
The Public Works Transportation division manages traffic signal operations and
planning, roadway capital projects, asset management (such as the pavement
management program), construction management and inspections, and storm drain
engineering. The FY 2017-18 budget reflects a decrease of $257,000, or 3.9 percent
over FY 2016-17. One full-time FTE was reallocated to other divisions within Public
Works to accommodate organizational changes made between the divisions. In addition,
funding for temporary help was reallocated to fund an increase of additional 0.5 FTE part-
time positions.
NON-DEPARTMENTAL
Non-departmental expenses include the transfers previously discussed, the Council
Contingency account, and administrative and other expenses not associated with any
one department. The non-departmental budget is expected to increase slightly in FY
2017-18, and reflects an increase $434,500, or 2.8 percent, due to an increase in the
annual transfer to the Infrastructure Replacement Fund and the transfer to the Landscape
and Lighting Districts for medians and trees.
The Council Contingency is a budgeted amount that is available to the City Council to
address unanticipated emergencies or unforeseen program needs during the fiscal year.
For FY 2017-18, the Contingency is budgeted at $1.5 million, with no change when
compared to the prior year.
2017-18 OPERATING BUDGET OVERVIEW
B-18
The city’s expenditures were reduced significantly with the City Council’s revised budget in FY
2008-09, and expenditure increases were minimal through FY 2012-13. FY 2013-14
expenditures reflected a 10.8 percent increase due to labor costs and one-time expense for the
Poinsettia Fires. The following year, FY 2014-15, estimated expenditures remained relatively
flat. The FY 2015-16 estimated budget reflects an 8.1 percent increase in expenditures, due
primarily to increased personnel costs. In FY 2016-17, expenditures are expected to increase
4.8 percent and the budget for FY 2017-18 incorporates a 2.8 percent increase.
Changes in Other Funds
Special Revenue funds, at $12 million, show a $648,000 (5.7 percent) increase when compared
to FY 2016-17. The most significant increase is $673,000 in the Section 8 Housing Fund, where
revenue from the federal government is paid out as housing assistance payments.
Enterprise funds total $75.7 million, an increase of $4.0 million, or 5.5 percent, over the FY
2016-17 Adopted Budget. The most significant increases are in Water Operations, at about $3.9
million, and are attributed to increases in the cost of water purchased from the San Diego County
Water Authority, and increased demand for recycled water as more customers are added to the
system. The Operating Budget also includes funding for depreciation replacement transfers to
pay for capital projects related to growth and aging of the water infrastructure system.
Wastewater operations are projected to increase 2.5 percent; most of this increase is in
anticipated personnel costs. There is an increase of 1.0 FTE as a result of reallocating positions
within the Utilities division to better reflect workload.
In FY 2016-17, the outstanding bonds of the golf course were paid off, eliminating future annual
interest and principal payments of approximately $1.1 million per year. The annual operating
budget is expected to increase about $247,000, or 3.7 percent, in payroll and general and
administrative costs. Capital improvements are budgeted at $548,000 in the upcoming fiscal
year.
2017-18 OPERATING BUDGET OVERVIEW
B-19
The Internal Service funds total $23 million, with an overall decrease of $885,000, or 3.7
percent, over FY 2016-17. Significant changes are outlined below.
The Workers’ Compensation budget is anticipated to increase $150,000, or 3.5 percent,
due to estimated increases in personnel costs.
The General Liability/Risk Management budget reflects a very modest increase of
approximately $40,000, or 2 percent, due to increased legal costs associated with the
rising number of cases that have trials pending.
The Self-Insured Benefits budget reflects no change from the previous fiscal year.
The Vehicle Replacement budget shows a decrease of $1.3 million, or 36.1 percent.
There are 30 planned vehicle replacements in the upcoming year (as compared to 50 in
the current year), at a total cost of $2.3 million. Vehicle replacements can vary
significantly from year to year; in FY 2016-17, funds were included to purchase a fire
truck costing in excess of $1.5 million.
The Vehicle Maintenance costs are expected to remain relatively flat, with a modest 1.3
percent increase ($40,000), as gasoline prices remain lower than in previous years, and
replacement vehicles are often more efficient.
The Information Technology budget includes both operating and replacement
expenditures. While the overall budget remains relatively flat, there are significant
changes being proposed. The budget reflects increasing personnel by 4 FTE, to bring
the help desk back in house (3 Client Systems Associates, and 1 Service and Release
Manager). Benefits from improved customer service, increased efficiency, and cost
savings from the managed service model for the IT help desk were not realized, leading
to the decision to insource this function. The cost of adding the service desk positions is
almost entirely offset with a reduction in outside service costs. The FY 2017-18 operating
budget for IT also includes 1 FTE for a Senior Applications Analyst position to support
citywide applications, and 1 FTE for a Senior Network Engineer to address voice systems
within the city.
The budget for the Redevelopment Obligation Retirement Funds (RORF) has
decreased about $200,000 to reflect changes to the anticipated repayment as well as
reduced administrative costs. The Recognized Obligation Payments Schedule (ROPS)
identifies financial commitments of the former Redevelopment Agency, including up to
$250,000 in allowable administrative costs, to be paid from semi-annual tax increment
revenue received by the Successor Agency and annual debt service
requirements. Every six months, a new ROPS must be prepared and approved by the
Oversight Board, the County of San Diego and the State of California in order to receive
additional tax increment.
SUMMARY
The Operating Budget for FY 2017-18 provides a balanced budget for the coming fiscal year
while continuing with a long-term plan to sustain a balanced budget in future years. Significant
ongoing operating expenses were identified and incorporated in the FY 2017-18 proposed
spending plan. The Carlsbad economy is well diversified and continues to provide stability to
the city’s revenue base, bolstered by strong assessed property values, retail sales, and tourism.
Most of the city’s major revenue sources are improving, with the exception of development
2017-18 OPERATING BUDGET OVERVIEW
B-20
revenues, due to anticipated decreases in development activity following the spike in activity that
has occurred in the last few years.
Carlsbad continues to benefit from a strong and diverse economic base and has maintained
financial policies that continue to protect the city from the vagaries of the business cycle,
increasing costs, and unfunded mandates. The city continues to evaluate opportunities to
strengthen financial policies, identify opportunities to improve business practices and provide the
greatest service level possible with finite resources, and continues to provide an environment
that fosters excellence.
The City of Carlsbad is entering the new fiscal year in a solid financial position and is focused on
the future. Careful planning and responsible management have allowed the city to not only
maintain core services, but to also move ahead on community projects and other investments
that contribute to an excellent quality of life in our community. Promoting a strong local economy
and bringing more jobs to the city is a top priority. Due to continued fiscally prudent practices,
the city is in an excellent position to take advantage of new economic opportunities that will allow
this community to thrive now and for many years in the future.
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED
BEGINNING ADVANCES ENDING
FUND BALANCE PROJECTED PROJECTED & FUND FUND BALANCE
FUND JULY 1, 2016 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2017
GENERAL FUND $83,620,444 *$148,079,000 $141,895,064 (28,627,000) $61,177,380 *
TOTAL GENERAL FUND 83,620,444 148,079,000 141,895,064 61,177,380
SPECIAL REVENUE
AFFORDABLE HOUSING 15,896,860 708,700 650,000 15,955,560
BUENA VISTA CHANNEL MAINTENANCE 1,348,631 97,800 110,000 1,336,431
CITIZEN'S OPTION FOR PUBLIC SAFETY 273,581 163,000 140,000 296,581
COMMUNITY ACTIVITY GRANTS 1,043,503 11,000 10,000 1,044,503
COMMUNITY DEVELOPMENT BLOCK GRANT 5,664 737,000 865,000 (122,336)
CULTURAL ARTS DONATIONS 250,271 42,000 25,000 267,271
LIBRARY AND ARTS ENDOWMENT FUND 262,324 2,700 4,000 261,024
LIBRARY GIFTS/BEQUESTS 466,808 274,000 300,000 440,808
LIGHTING AND LANDSCAPING DISTRICT NO. 2 2,633,462 586,000 308,000 2,911,462
LOCAL CABLE INFRASTRUCTURE FUND 615,824 355,000 384,000 586,824
MEDIAN MAINTENANCE 369,189 730,000 750,000 349,189
PARKING IN LIEU 578,436 247,000 44,000 781,436
POLICE ASSET FORFEITURE 310,761 53,000 60,000 303,761
POLICE GRANTS (117,544)167,544 50,000 0
RECREATION DONATIONS 307,458 68,000 121,000 254,458
RENTAL ASSISTANCE - SECTION 8 594,925 6,605,000 5,900,000 1,299,925
SENIOR DONATIONS 325,997 29,000 43,000 311,997
STREET LIGHTING 1,504,442 898,800 502,000 1,901,242
STREET TREE MAINTENANCE 65,073 586,600 565,000 86,673
TOTAL SPECIAL REVENUE 26,735,665 12,362,144 10,831,000 28,266,809
ENTERPRISE
WATER OPERATIONS 20,890,751 40,801,000 33,800,000 27,891,751
RECYCLED WATER OPERATIONS 6,439,220 8,000,000 6,100,000 8,339,220
WASTEWATER OPERATIONS 7,610,885 13,800,000 11,500,000 9,910,885
SOLID WASTE MANAGEMENT 13,108,161 3,688,000 3,755,000 13,041,161
GOLF COURSE 2,318,180 6,997,573 22,733,700 14,581,000 1,163,053
TOTAL ENTERPRISE 50,367,197 73,286,573 77,888,700 60,346,070
INTERNAL SERVICE
WORKERS' COMPENSATION 273,930 4,007,000 2,802,000 1,478,930
RISK MANAGEMENT 3,444,707 2,006,000 2,348,000 3,102,707
SELF-INSURED BENEFITS 1,716,139 871,000 1,038,000 1,549,139
VEHICLE MAINTENANCE 825,306 3,297,909 2,338,000 1,785,215
VEHICLE REPLACEMENT 16,222,966 2,578,596 1,666,000 17,135,562
INFORMATION TECHNOLOGY 6,949,998 9,050,500 8,516,000 7,484,498
TOTAL INTERNAL SERVICE 29,433,046 21,811,005 18,708,000 32,536,051
REDEVELOPMENT OBLIGATION RETIREMENT FUNDS
VILLAGE RDA OBLIGATION RETIREMENT FUND 1,105,942 2,479,500 1,425,000 (954,000)1,206,442
TOTAL REDEVELOPMENT OBLIGATION RETIREMENT FUND 1,105,942 2,479,500 1,425,000 1,206,442
TOTAL OPERATING FUNDS $191,262,294 $258,018,222 $250,747,764 ($15,000,000)$183,532,752
* FOR THE GENERAL FUND ONLY THIS REPRESENTS UNASSIGNED FUND BALANCE.
B-21
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED PROJECTED
BEGINNING ADVANCES ENDING
FUND BALANCE ESTIMATED ADOPTED & FUND FUND BALANCE
FUND JULY 1, 2017 REVENUES BUDGET TRANSFERS JUNE 30, 2018
GENERAL FUND $61,177,380 *$153,480,639 $145,740,799 1,422,000 $70,339,220 *
TOTAL GENERAL FUND 61,177,380 153,480,639 145,740,799 70,339,220
SPECIAL REVENUE
AFFORDABLE HOUSING 15,955,560 687,500 546,889 16,096,171
BUENA VISTA CHANNEL MAINTENANCE 1,336,431 113,000 190,128 1,259,303
CITIZEN'S OPTION FOR PUBLIC SAFETY 296,581 176,918 151,774 321,725
COMMUNITY ACTIVITY GRANTS 1,044,503 11,000 10,000 1,045,503
COMMUNITY DEVELOPMENT BLOCK GRANT (122,336)650,100 507,796 19,968
CULTURAL ARTS DONATIONS 267,271 41,000 51,536 256,735
LIBRARY AND ARTS ENDOWMENT FUND 261,024 2,300 6,000 257,324
LIBRARY GIFTS/BEQUESTS 440,808 233,000 270,000 403,808
LIGHTING AND LANDSCAPING DISTRICT NO. 2 2,911,462 652,730 310,420 3,253,772
LOCAL CABLE INFRASTRUCTURE FUND 586,824 354,000 196,500 744,324
MEDIAN MAINTENANCE 349,189 1,009,000 1,141,987 216,202
PARKING IN LIEU 781,436 6,000 44,000 743,436
POLICE ASSET FORFEITURE 303,761 43,368 87,294 259,835
POLICE GRANTS 0 0 0 0
RECREATION DONATIONS 254,458 55,000 150,867 158,591
RENTAL ASSISTANCE - SECTION 8 1,299,925 6,538,800 6,686,440 1,152,285
SENIOR DONATIONS 311,997 27,000 88,500 250,497
STREET LIGHTING 1,901,242 898,000 1,004,288 1,794,954
STREET TREE MAINTENANCE 86,673 565,000 572,381 79,292
TOTAL SPECIAL REVENUE 28,266,809 12,063,716 12,016,800 28,313,725
ENTERPRISE
WATER OPERATIONS 27,891,751 40,360,000 42,323,406 25,928,345
RECYCLED WATER OPERATIONS 8,339,220 8,510,320 9,084,080 7,765,460
WASTEWATER OPERATIONS 9,910,885 13,400,000 12,738,707 10,572,178
SOLID WASTE MANAGEMENT 13,041,161 3,763,519 4,070,375 12,734,305
GOLF COURSE 1,163,053 7,186,118 7,489,039 (110,000)750,132
TOTAL ENTERPRISE 60,346,070 73,219,957 75,705,607 57,750,420
INTERNAL SERVICE
WORKERS' COMPENSATION 1,478,930 4,331,260 4,411,786 1,398,404
RISK MANAGEMENT 3,102,707 2,036,540 2,068,575 3,070,672
SELF-INSURED BENEFITS 1,549,139 840,000 1,040,000 1,349,139
VEHICLE MAINTENANCE 1,785,215 2,854,596 3,200,822 1,438,989
VEHICLE REPLACEMENT 17,135,562 2,277,109 2,329,800 17,082,871
INFORMATION TECHNOLOGY 7,484,498 8,762,432 9,927,582 6,319,348
TOTAL INTERNAL SERVICE 32,536,051 21,101,937 22,978,565 30,659,423
REDEVELOPMENT OBLIGATION RETIREMENT FUNDS
VILLAGE RDA OBLIGATION RETIREMENT FUND 1,206,442 2,404,500 1,206,119 (1,312,000)1,092,823
TOTAL REDEVELOPMENT OBLIGATION RETIREMENT FUND 1,206,442 2,404,500 1,206,119 1,092,823
TOTAL OPERATING FUNDS $183,532,752 $262,270,749 $257,647,890 $0 $188,155,611
* FOR THE GENERAL FUND ONLY THIS REPRESENTS UNASSIGNED FUND BALANCE.
B-22
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED CHANGE AS %DIFFERENCE
REVENUE REVENUE REVENUE OF FY 16-17 2016-17 TO
REVENUE SOURCE 2015-16 2016-17 2017-18 PROJECTED 2017-18
GENERAL FUND
TAXES
PROPERTY TAX $57,398,855 $61,291,000 $64,306,000 4.9%$3,015,000
SALES TAX 35,231,352 32,221,000 34,885,000 8.3%2,664,000
TRANSIENT TAX 20,943,174 21,530,000 22,176,000 3.0%646,000
FRANCHISE TAX 5,632,319 5,505,000 5,515,000 0.2%10,000
BUSINESS LICENSE TAX 4,894,805 4,269,000 5,097,000 19.4%828,000
TRANSFER TAX 1,545,411 1,112,000 1,134,000 2.0%22,000
TOTAL TAXES 125,645,916 125,928,000 133,113,000 5.7%7,185,000
INTERGOVERNMENTAL
HOMEOWNERS EXEMPTION 348,916 349,000 349,000 0.0%0
OTHER INTERGOVERNMENTAL 709,211 561,000 559,280 -0.3%(1,720)
TOTAL INTERGOVERNMENTAL 1,058,127 910,000 908,280 -0.2%(1,720)
LICENSES AND PERMITS
BUILDING PERMITS 1,076,210 2,245,000 1,511,000 -32.7%(734,000)
OTHER LICENSES & PERMITS 1,391,184 1,394,000 705,000 -49.4%(689,000)
TOTAL LICENSES & PERMITS 2,467,394 3,639,000 2,216,000 -39.1%(1,423,000)
CHARGES FOR SERVICES
PLANNING FEES 695,642 997,000 551,000 -44.7%(446,000)
BUILDING DEPT. FEES 1,058,520 691,000 649,000 -6.1%(42,000)
ENGINEERING FEES 1,123,502 1,289,000 757,000 -41.3%(532,000)
AMBULANCE FEES 2,457,425 2,535,000 2,610,000 3.0%75,000
RECREATION FEES 2,926,053 2,999,000 3,135,000 4.5%136,000
OTHER CHARGES OR FEES 740,080 543,000 632,000 16.4%89,000
TOTAL CHARGES FOR SERVICES 9,001,222 9,054,000 8,334,000 -8.0%(720,000)
FINES AND FORFEITURES 807,806 749,000 736,000 -1.7%(13,000)
INCOME FROM INVESTMENTS
AND PROPERTY*4,831,906 3,652,000 4,133,000 13.2%481,000
INTERDEPARTMENTAL CHARGES 3,471,331 3,267,000 3,149,359 -3.6%(117,641)
OTHER REVENUE SOURCES 1,266,751 880,000 891,000 1.3%11,000
TOTAL GENERAL FUND $148,550,453 $148,079,000 $153,480,639 3.7%$5,401,639
* INTEREST IS CALCULATED ON AN AMORTIZED COST BASIS
B-23
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED CHANGE AS %DIFFERENCE
REVENUE REVENUE REVENUE OF FY 16-17 2016-17 TO
REVENUE SOURCE 2015-16 2016-17 2017-18 PROJECTED 2017-18
SPECIAL REVENUE FUNDS
AFFORDABLE HOUSING
AFFORDABLE HOUSING FEES $513,100 $116,000 $95,000 -18.1%($21,000)
PROPERTY TAX 111,227 238,700 240,000 0.5%1,300
INTEREST 442,376 309,000 307,500 -0.5%(1,500)
OTHER 199,224 45,000 45,000 0.0%0
TOTAL AFFORDABLE HOUSING 1,265,927 708,700 687,500 -3.0%(21,200)
BUENA VISTA CHANNEL MAINTENANCE
BUENA VISTA FEES 80,457 90,000 100,000 11.1%10,000
INTEREST 20,724 7,800 13,000 66.7%5,200
TOTAL BUENA VISTA CHANNEL MAINTENANCE 101,181 97,800 113,000 15.5%15,200
CITIZEN'S OPTION FOR PUBLIC SAFETY
STATE FUNDING (AB3229)198,394 160,000 173,918 8.7%13,918
INTEREST 2,958 3,000 3,000 0.0%0
TOTAL CITIZENS OPTION FOR PUBLIC SAFETY 201,352 163,000 176,918 8.5%13,918
COMMUNITY ACTIVITY GRANTS
INTEREST 15,962 11,000 11,000 0.0%0
TOTAL COMMUNITY ACTIVITY GRANTS 15,962 11,000 11,000 0.0%0
COMMUNITY DEVELOPMENT BLOCK GRANT
FEDERAL GRANT 44,259 687,000 600,000 -12.7%(87,000)
INTEREST 6,780 0 100 0.0%100
OTHER 237,747 50,000 50,000 0.0%0
TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT 288,786 737,000 650,100 -11.8%(86,900)
CULTURAL ARTS DONATIONS
DONATIONS 42,000 37,000 36,000 -2.7%(1,000)
INTEREST 3,489 2,000 2,000 0.0%0
OTHER 3,281 3,000 3,000 0.0%0
TOTAL CULTURAL ARTS DONATIONS 48,770 42,000 41,000 -2.4%(1,000)
LIBRARY AND ARTS ENDOWMENT FUND
INTEREST 4,016 2,700 2,300 -14.8%(400)
TOTAL LIBRARY AND ARTS ENDOWMENT FUND 4,016 2,700 2,300 -14.8%(400)
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS 219,334 270,000 164,000 -39.3%(106,000)
INTEREST 7,237 4,000 4,000 0.0%0
OTHER 75,570 0 65,000 0.0%65,000
TOTAL LIBRARY GIFTS/BEQUESTS 302,141 274,000 233,000 -15.0%(41,000)
LIGHTING AND LANDSCAPING DISTRICT NO. #2
LLD #2 FEES 570,436 570,000 631,730 10.8%61,730
INTEREST 36,725 16,000 21,000 31.3%5,000
OTHER 500 0 0 0.0%0
TOTAL LIGHTING AND LANDSCAPING DIST. NO. #2 607,661 586,000 652,730 11.4%66,730
LOCAL CABLE INFRASTRUCTURE FUND
CABLE FEES 367,173 350,000 350,000 0.0%0
INTEREST 11,122 5,000 4,000 -20.0%(1,000)
TOTAL LOCAL CABLE INFRASTRUCTURE FUND 378,295 355,000 354,000 -0.3%(1,000)
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES 355,217 350,000 359,000 2.6%9,000
OTHER 750,204 380,000 650,000 71.1%270,000
TOTAL MEDIAN MAINTENANCE 1,105,421 730,000 1,009,000 38.2%279,000
PARKING IN LIEU
IN LIEU FEES 153,320 240,000 0 -100.0%(240,000)
INTEREST 8,412 7,000 6,000 -14.3%(1,000)
TOTAL PARKING IN LIEU 161,732 247,000 6,000 -97.6%(241,000)
B-24
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED CHANGE AS %DIFFERENCE
REVENUE REVENUE REVENUE OF FY 16-17 2016-17 TO
REVENUE SOURCE 2015-16 2016-17 2017-18 PROJECTED 2017-18
SPECIAL REVENUE FUNDS - CONTINUED
POLICE ASSET FORFEITURE
ASSET FORFEITURES 45,782 50,000 40,000 -20.0%(10,000)
INTEREST 5,022 3,000 3,368 12.3%368
TOTAL POLICE ASSET FORFEITURE 50,804 53,000 43,368 -18.2%(9,632)
POLICE GRANTS
FEDERAL GRANT 298,913 167,544 0 -100.0%(167,544)
TOTAL POLICE GRANTS 298,913 167,544 0 -100.0%(167,544)
RECREATION DONATIONS
DONATIONS & GRANTS 69,843 65,500 52,500 -19.9%(13,000)
INTEREST 4,612 2,500 2,500 0.0%0
TOTAL RECREATION DONATIONS 74,455 68,000 55,000 -19.1%(13,000)
RENTAL ASSISTANCE
FEDERAL GRANT 6,140,689 6,560,000 6,500,000 -0.9%(60,000)
OTHER 71,927 45,000 38,800 -13.8%(6,200)
TOTAL RENTAL ASSISTANCE 6,212,616 6,605,000 6,538,800 -1.0%(66,200)
SENIOR DONATIONS
DONATIONS 10,427 14,000 10,000 -28.6%(4,000)
INTEREST 5,035 3,000 3,000 0.0%0
OTHER 13,548 12,000 14,000 16.7%2,000
TOTAL SENIOR DONATIONS 29,010 29,000 27,000 -6.9%(2,000)
STREET LIGHTING
STREET LIGHTING FEES 728,805 725,000 732,000 1.0%7,000
OTHER 160,162 169,000 150,000 -11.2%(19,000)
INTEREST 23,886 4,800 16,000 233.3%11,200
TOTAL STREET LIGHTING 912,853 898,800 898,000 -0.1%(800)
STREET TREE MAINTENANCE
TREE MAINTENANCE FEES 465,241 460,000 465,000 1.1%5,000
OTHER 112,889 126,600 100,000 -21.0%(26,600)
TOTAL STREET TREE MAINTENANCE 578,130 586,600 565,000 -3.7%(21,600)
TOTAL SPECIAL REVENUE FUNDS $12,638,025 $12,362,144 $12,063,716 -2.4%($298,428)
B-25
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED CHANGE AS %DIFFERENCE
REVENUE REVENUE REVENUE OF FY 16-17 2016-17 TO
REVENUE SOURCE 2015-16 2016-17 2017-18 PROJECTED 2017-18
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES $22,579,748 $24,761,000 $24,600,000 -0.7%($161,000)
READY TO SERVE CHARGES 10,067,506 10,621,000 10,700,000 0.7%79,000
PROPERTY TAXES 3,282,033 3,300,000 3,580,000 8.5%280,000
NEW ACCOUNT CHARGES 126,375 131,000 130,000 -0.8%(1,000)
BACK-FLOW PROGRAM FEES 146,561 149,000 150,000 0.7%1,000
PENALTY FEES 252,805 267,000 261,000 -2.3%(6,000)
INTEREST 348,394 280,000 251,000 -10.4%(29,000)
ENGINEERING OVERHEAD 121,851 161,000 125,000 -22.4%(36,000)
SERVICE CONNECTION FEES 82,451 131,000 100,000 -23.7%(31,000)
OTHER 623,963 1,000,000 463,000 -53.7%(537,000)
TOTAL WATER OPERATIONS 37,631,687 40,801,000 40,360,000 -1.1%(441,000)
RECYCLED WATER OPERATIONS
WATER SALES 5,868,965 5,740,000 6,100,000 6.3%360,000
READY-TO-SERVE CHARGE 885,235 979,000 900,000 -8.1%(79,000)
RECYCLED WATER CREDITS 1,116,450 1,100,000 1,200,000 9.1%100,000
INTEREST 130,293 130,000 30,000 -76.9%(100,000)
OTHER 218,047 51,000 280,320 449.7%229,320
TOTAL RECYCLED WATER OPERATIONS 8,218,990 8,000,000 8,510,320 6.4%510,320
WASTEWATER OPERATIONS
SERVICE CHARGES 12,833,867 13,400,000 13,000,000 -3.0%(400,000)
MISC SEWER 38,347 33,000 35,000 6.1%2,000
ENGINEERING OVERHEAD 161,119 124,000 150,000 21.0%26,000
PENALTY FEES 90,674 87,000 90,000 3.5%3,000
INTEREST 116,545 106,000 75,000 -29.3%(31,000)
OTHER 101,981 50,000 50,000 0.0%0
TOTAL WASTEWATER OPERATIONS 13,342,533 13,800,000 13,400,000 -2.9%(400,000)
SOLID WASTE MANAGEMENT
INTEREST 195,402 140,000 140,130 0.1%130
RECYCLING FEES (AB939)326,309 330,000 335,000 1.5%5,000
PENALTY FEES 56,025 55,000 55,000 0.0%0
TRASH SURCHARGE 2,823,069 2,800,000 2,900,000 3.6%100,000
OTHER 348,319 363,000 333,389 -8.2%(29,611)
TOTAL SOLID WASTE MANAGEMENT 3,749,124 3,688,000 3,763,519 2.1%75,519
GOLF COURSE OPERATIONS
INTEREST 121,589 0 92 0.0%92
CHARGES FOR SERVICES 6,987,811 6,997,573 7,186,026 2.7%188,453
OTHER 1,087,454 0 0 0.0%0
TOTAL GOLF COURSE OPERATIONS 8,196,854 6,997,573 7,186,118 2.7%188,545
TOTAL ENTERPRISE FUNDS $71,139,188 $73,286,573 $73,219,957 -0.1%($66,616)
B-26
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED CHANGE AS %DIFFERENCE
REVENUE REVENUE REVENUE OF FY 16-17 2016-17 TO
REVENUE SOURCE 2015-16 2016-17 2017-18 PROJECTED 2017-18
INTERNAL SERVICE FUNDS
WORKERS' COMPENSATION
INTERDEPARTMENTAL $2,064,040 $2,376,000 $2,731,260 15.0%$355,260
INTEREST 128,732 110,000 100,000 -9.1%(10,000)
OTHER 1,551,265 1,521,000 1,500,000 -1.4%(21,000)
TOTAL WORKERS' COMPENSATION 3,744,037 4,007,000 4,331,260 8.1%324,260
RISK MANAGEMENT
INTERDEPARTMENTAL 1,951,500 1,952,000 1,991,540 2.0%39,540
INTEREST 61,803 48,000 45,000 -6.3%(3,000)
OTHER 423,855 6,000 0 -100.0%(6,000)
TOTAL RISK MANAGEMENT 2,437,158 2,006,000 2,036,540 1.5%30,540
SELF-INSURED BENEFITS
INTERDEPARTMENTAL 805,465 742,000 690,000 -7.0%(52,000)
OTHER 123,111 129,000 150,000 16.3%21,000
TOTAL SELF-INSURED BENEFITS 928,576 871,000 840,000 -3.6%(31,000)
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 2,782,055 3,184,909 2,830,596 -11.1%(354,313)
INTEREST 7,736 7,000 7,000 0.0%0
OTHER 32,272 106,000 17,000 -84.0%(89,000)
TOTAL VEHICLE MAINTENANCE 2,822,063 3,297,909 2,854,596 -13.4%(443,313)
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 2,209,136 2,368,596 2,047,109 -13.6%(321,487)
INTEREST 245,940 180,000 180,000 0.0%0
OTHER 205,314 30,000 50,000 66.7%20,000
TOTAL VEHICLE REPLACEMENT 2,660,390 2,578,596 2,277,109 -11.7%(301,487)
INFORMATION TECHNOLOGY
INTERDEPARTMENTAL 8,607,367 8,922,100 8,692,432 -2.6%(229,668)
INTEREST 107,820 80,400 70,000 -12.9%(10,400)
OTHER 213,479 48,000 0 -100.0%(48,000)
TOTAL INFORMATION TECHNOLOGY 8,928,666 9,050,500 8,762,432 -3.2%(288,068)
TOTAL INTERNAL SERVICE FUNDS $21,520,890 $21,811,005 $21,101,937 -3.3%($709,068)
REDEVELOPMENT OBLIGATION RETIREMENT FUNDS
VILLAGE RDA OBLIGATION RETIREMENT FUND
TAX INCREMENT 2,137,065 2,475,000 2,400,000 -3.0%(75,000)
INTEREST 19,729 4,500 4,500 0.0%0
TOTAL VILLAGE OPERATIONS / DEBT SERVICE 2,156,794 2,479,500 2,404,500 -3.0%(75,000)
TOTAL REDEVELOPMENT FUNDS $2,156,794 $2,479,500 $2,404,500 -3.0%($75,000)
TOTAL OPERATING FUNDS $256,005,350 $258,018,222 $262,270,749 1.7%$4,252,527
B-27
%INCR/(DECR)
2016-17 16-17 BUD
2014-15 2015-16 ESTIMATED 2016-17 2017-18 TO
DEPARTMENT ACTUAL*ACTUALS EXPENDITURES BUDGET BUDGET 17-18 BUD
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL $384,392 $444,127 $455,000 $490,929 478,863 -2.5%
CITY ATTORNEY 1,416,317 1,467,833 1,495,000 1,514,588 1,685,647 11.3%
CITY CLERK & RECORDS MANAGEMENT 808,397 799,184 940,000 1,057,377 999,583 -5.5%
CITY MANAGER 1,629,045 1,936,727 2,010,000 2,045,287 2,542,817 24.3%
CITY TREASURER 196,203 207,638 239,000 219,563 207,461 -5.5%
COMMUNITY OUTREACH AND ENGAGEMENT 1,300,604 1,326,449 1,400,000 1,843,583 1,511,987 -18.0%
TOTAL POLICY AND LEADERSHIP GROUP 5,734,958 6,181,958 6,539,000 7,171,327 7,426,358 3.6%
ADMINISTRATIVE SERVICES
FINANCE 3,824,267 4,189,451 4,874,000 4,203,629 4,345,778 3.4%
HUMAN RESOURCES 2,869,236 2,959,875 2,865,000 3,267,965 3,419,294 4.6%
TOTAL ADMINISTRATIVE SERVICES 6,693,503 7,149,326 7,739,000 7,471,594 7,765,072 3.9%
COMMUNITY SERVICES
COMMUNITY AND ECONOMIC DEVELOPMENT 8,330,000 9,555,376 9,244,000 9,690,763 9,861,256 1.8%
HOUSING AND NEIGHBORHOOD SERVICES 646,202 769,624 1,061,000 976,911 1,282,231 31.3%
LIBRARY AND CULTURAL ARTS 10,791,585 12,095,073 12,875,000 12,366,337 12,616,162 2.0%
PARKS AND RECREATION 14,636,829 14,558,962 15,692,000 15,551,949 16,014,041 3.0%
TOTAL COMMUNITY SERVICES 34,404,616 36,979,035 38,872,000 38,585,960 39,773,690 3.1%
PUBLIC SAFETY
FIRE 19,034,742 20,727,076 22,604,064 21,138,670 21,755,772 2.9%
POLICE 29,557,209 30,910,877 34,318,000 34,195,534 35,403,683 3.5%
TOTAL PUBLIC SAFETY 48,591,951 51,637,953 56,922,064 55,334,204 57,159,455 3.3%
PUBLIC WORKS
PUBLIC WORKS ADMINISTRATION 1,254,175 1,693,614 1,938,000 1,760,105 2,119,896 20.4%
ENVIRONMENTAL MANAGEMENT 329,297 382,314 610,000 698,645 562,485 -19.5%
GENERAL SERVICES 8,334,136 7,882,987 7,298,000 8,348,834 8,353,243 0.1%
TRANSPORTATION 4,940,199 5,780,410 6,907,000 6,689,860 6,432,600 -3.8%
TOTAL PUBLIC WORKS 14,857,807 15,739,325 16,753,000 17,497,444 17,468,224 -0.2%
MISCELLANEOUS NON-DEPARTMENTAL
EXPENDITURES
COMMUNITY CONTRIBUTIONS 40,707 27,795 25,000 0 0 -
DUES & SUBSCRIPTIONS 49,740 50,493 50,000 55,000 55,000 0.0%
LEGAL SERVICES 315,370 145,755 250,000 300,000 300,000 0.0%
PROFESSIONAL SERVICES 1,246,582 1,018,150 121,000 282,500 88,000 -68.8%
OTHER MISCELLANEOUS EXPENDITURES 1,592,120 1,396,086 1,000,000 0 0 -
PERSONNEL RELATED 117,608 160,691 1,093,000 1,155,000 1,030,000 -10.8%
PROPERTY TAX & OTHER ADMINISTRATION 549,747 617,125 650,000 737,000 720,000 -2.3%
TOTAL EXPENDITURES 3,911,874 3,416,095 3,189,000 2,529,500 2,193,000 -13.3%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS.
B-28
%INCR/(DECR)
2016-17 16-17 BUD
2014-15 2015-16 ESTIMATED 2016-17 2017-18 TO
DEPARTMENT ACTUAL*ACTUALS EXPENDITURES BUDGET BUDGET 17-18 BUD
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
GENERAL FUND - CONTINUED
TRANSFERS
INFRASTRUCTURE REPLACEMENT FUND 8,302,000 8,952,000 9,460,000 9,460,000 9,970,000 5.4%
TRANSFERS TO GOLF COURSE 1,031,240 1,049,795 0 0 0 -
TRANSFER TO LLD#1 (MEDIANS & TREES)539,000 860,000 500,000 500,000 750,000 50.0%
TRANSFER TO STORM WATER PROGRAM 232,334 190,402 224,000 224,000 235,000 4.9%
OTHER MISCELLANEOUS TRANSFERS 829,750 1,500,000 1,697,000 1,500,000 1,500,000 0.0%
TOTAL TRANSFERS 10,934,324 12,552,197 11,881,000 11,684,000 12,455,000 6.6%
TOTAL MISCELLANEOUS NON-DEPARTMENTAL 14,846,198 15,968,292 15,070,000 14,213,500 14,648,000 3.1%
SUBTOTAL GENERAL FUND 125,129,033 133,655,889 141,895,064 140,274,029 144,240,799 2.8%
CONTINGENCIES 0 0 0 1,500,000 1,500,000 0.0%
TOTAL GENERAL FUND $125,129,033 $133,655,889 $141,895,064 $141,774,029 $145,740,799 2.8%
SPECIAL REVENUE FUNDS
AFFORDABLE HOUSING $472,431 $567,579 $650,000 $572,613 $546,889 -4.5%
BUENA VISTA CHANNEL MAINTENANCE 16,291 116,019 110,000 186,400 190,128 2.0%
CITIZEN'S OPTION FOR PUBLIC SAFETY 102,286 193,002 140,000 158,672 151,774 -4.3%
COMMUNITY ACTIVITY GRANTS 7,488 10,000 10,000 10,000 10,000 0.0%
COMMUNITY DEVELOPMENT BLOCK GRANT 664,888 339,515 865,000 518,171 507,796 -2.0%
CULTURAL ARTS DONATIONS 33,208 26,884 25,000 70,000 51,536 -26.4%
LIBRARY AND ARTS ENDOWMENT FUND 1,511 3,907 4,000 6,000 6,000 0.0%
LIBRARY GIFTS/BEQUESTS 107,393 176,547 300,000 313,006 270,000 -13.7%
LIGHTING AND LANDSCAPING DISTRICT NO. 2 249,208 242,802 308,000 305,248 310,420 1.7%
LOCAL CABLE INFRASTRUCTURE FUND 480,116 506,482 384,000 235,415 196,500 -16.5%
MEDIAN MAINTENANCE 797,985 834,917 750,000 1,073,050 1,141,987 6.4%
PARKING IN LIEU 42,901 43,332 44,000 44,000 44,000 0.0%
POLICE ASSET FORFEITURE 161,760 149,704 60,000 101,346 87,294 -13.9%
POLICE GRANTS 142,729 324,642 50,000 0 0 -
RECREATION DONATIONS 30,724 58,102 121,000 132,950 150,867 13.5%
RENTAL ASSISTANCE 6,249,903 6,113,902 5,900,000 6,013,070 6,686,440 11.2%
SENIOR DONATIONS 25,849 22,695 43,000 47,500 88,500 86.3%
STREET LIGHTING 800,854 912,563 502,000 1,010,973 1,004,288 -0.7%
STREET TREE MAINTENANCE 520,373 541,026 565,000 570,382 572,381 0.4%
TOTAL SPECIAL REVENUE FUNDS $10,907,898 $11,183,620 $10,831,000 $11,368,796 $12,016,800 5.7%
ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS.
B-29
%INCR/(DECR)
2016-17 16-17 BUD
2014-15 2015-16 ESTIMATED 2016-17 2017-18 TO
DEPARTMENT ACTUAL*ACTUALS EXPENDITURES BUDGET BUDGET 17-18 BUD
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
ENTERPRISE FUNDS
WATER OPERATIONS $36,440,547 $34,302,276 $33,800,000 $39,739,425 $42,323,406 6.5%
RECYCLED WATER OPERATIONS 6,671,638 7,737,337 6,100,000 7,778,974 9,084,080 16.8%
WASTEWATER OPERATIONS 12,168,367 10,518,513 11,500,000 12,428,882 12,738,707 2.5%
SOLID WASTE MANAGEMENT 2,976,754 3,077,057 3,755,000 3,821,130 4,070,375 6.5%
GOLF COURSE OPERATIONS 7,430,703 7,516,799 22,733,700 7,970,967 7,489,039 -6.0%
TOTAL ENTERPRISE FUNDS $65,688,009 $63,151,982 $77,888,700 $71,739,378 $75,705,607 5.5%
INTERNAL SERVICE FUNDS
WORKERS' COMPENSATION $2,406,830 $4,086,059 $2,802,000 $4,261,007 $4,411,786 3.5%
RISK MANAGEMENT 2,885,985 504,502 2,348,000 2,028,215 2,068,575 2.0%
SELF-INSURED BENEFITS 2,884,619 980,821 1,038,000 1,040,000 1,040,000 0.0%
VEHICLE MAINTENANCE 3,069,605 2,498,049 2,338,000 3,159,868 3,200,822 1.3%
VEHICLE REPLACEMENT 1,434,149 2,814,499 1,666,000 3,648,173 2,329,800 -36.1%
INFORMATION TECHNOLOGY 7,409,333 7,443,426 8,516,000 9,726,262 9,927,582 2.1%
TOTAL INTERNAL SERVICE FUNDS $20,090,521 $18,327,356 $18,708,000 $23,863,525 $22,978,565 -3.7%
REDEVELOPMENT OBLIGATION RETIREMENT FUNDS
VILLAGE RDA OBLIGATION RETIREMENT FUND $1,261,446 $4,885,253 $1,425,000 $1,400,525 $1,206,119 -13.9%
TOTAL REDEVELOPMENT $1,261,446 $4,885,253 $1,425,000 $1,400,525 $1,206,119 -13.9%
TOTAL OPERATING FUNDS $223,076,907 $231,204,100 $250,747,764 $250,146,253 $257,647,890 3.0%
General Fund $145,740,799
Non GF 111,907,091
$257,647,890
ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS.
B-30
Policy & Leadership
Policy & Leadership Group
Policy & Leadership
Policy & Leadership Group
City Council City Manager City Attorney City Clerk City Treasurer Community Outreach and Engagement Records Policy & LeadershipOrg Chart by Function
C-1
PROGRAM: POLICY & LEADERSHIP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $4,229,706 $4,605,553 $4,806,413 $5,118,930
MAINTENANCE & OPERATIONS 1,692,557 1,760,326 2,595,329 2,503,928
CAPITAL OUTLAY 292,811 322,561 5,000 0
GRAND TOTAL $6,215,074 $6,688,440 $7,406,742 $7,622,858
FULL TIME POSITIONS 25.50 25.75 25.75 27.75
HOURLY/FTE POSITIONS 4.89 4.89 4.89 4.89
CITY COUNCIL
6%
CITY CLERK
13%
TREASURER
3%
CITY MANAGER
33%
COMMUNICATIONS
23%
CITY ATTORNEY
22%
C-2
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $291,971 $345,062 $364,052 $343,568
MAINTENANCE & OPERATIONS 92,062 99,065 126,877 135,295
CAPITAL OUTLAY 359 0 0 0
GRAND TOTAL $384,392 $444,127 $490,929 $478,863
FULL TIME POSITIONS 1.00 1.00 1.00 1.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 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.
CITY COUNCIL STRATEGIC POLICY GOALS:
The following are the Strategic Policy Goals identified by the City Council:
Enhance Carlsbad’s coastline to ensure an exceptional experience in all the ways people want to enjoy it.
The Carlsbad coastline is a critical element of the city’s identity. The City Council is committed to making policy
decisions that will ensure Carlsbad’s coastline maintains the character the community loves while enhancing access,
amenities and mobility to a level consistent with Carlsbad’s high-quality community standards. This includes partnering
with State Parks, which currently controls most of Carlsbad’s beaches. This goal also includes physical changes that
will enhance natural beauty, better manage traffic flow, expand walking and biking opportunities, improve safety and
create a uniquely Carlsbad experience.
Enhance the health and vitality of the Village and Barrio, two neighborhoods that represent the historic heart
of Carlsbad.
The city has made significant investments in the revitalization of the Village and Barrio, starting with “Redevelopment”
and continuing with public-private partnerships and city funded infrastructure improvements. A new Village and Barrio
Master Plan is nearing completion, and achieving the vision developed with the community through the master planning
process will require continued policy focus and investment.
Lower the railroad tracks in a trench through the Village to improve safety, community connectivity, quality of
life and economic value.
The busy rail line that runs through the core of the community geographically divides Carlsbad. Railroad traffic, which
will increase significantly in coming years, has a number of adverse effects on the City of Carlsbad, especially in the
area between the Agua Hedionda and Buena Vista lagoons. With the planned addition of a second, parallel track
through the Village and Barrio, the city has an opportunity to lower the tracks below street level, similar to what has
been done in other coastal communities. Achieving this goal would result in improved safety and increased coastal
access. Without this change, the future quality of life and business climate in the Village would be irreparably harmed,
the Barrio would remain cut off from the coast, and public safety would be severely compromised.
C-3
PROGRAM: CITY COUNCIL PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
CITY COUNCIL STRATEGIC POLICY GOALS (continued):
Become a leader in multi-modal transportation systems and creative approaches to moving people and goods
through and within Carlsbad.
The City Council expects Carlsbad to become a leader in the broad array of plans and systems that support more
efficient and effective means of moving people and goods around and through Carlsbad and the region, including
technology that improves traffic signal coordination and vehicle operation. Major regional projects, including the
McClellan-Palomar Airport master plan update, double tracking of the railroad, widening of I-5 and reconfiguration of
the I-5/78 interchange, require continued policy-level involvement to ensure Carlsbad’s interests are reflected in project
design and implementation.
Plan for a new city hall that will meet the future workplace and operational needs of the city and the community.
Plan for a new city hall that will be a point of pride for citizens while greatly improving efficiency and effectiveness by
centralizing an employee base that is currently spread across many facilities. A strategic approach to locating city
operational functions will provide better coordination among city functions and enhanced customer service.
Promote education to increase civic engagement and attract and retain talent in Carlsbad.
The City Council will take a stewardship role in encouraging the development of high quality educational experiences
that foster economic development, civic engagement and community leadership. This broad goal includes partnering
with local school districts and cultivating a community with life and workplace skills that will support Carlsbad’s vision
for the future.
SIGNIFICANT CHANGES:
None.
C-4
PROGRAM: CITY CLERK & RECORDS MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY CLERK & RECORDS MANAGEMENT ACCT NO. 0010210
0011610
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $534,015 $527,609 $592,310 $659,119
MAINTENANCE & OPERATIONS 273,190 268,473 465,067 340,464
CAPITAL OUTLAY 1,192 3,102 0 0
GRAND TOTAL $808,397 $799,184 $1,057,377 $999,583
FULL TIME POSITIONS 5.00 5.00 5.00 6.00
HOURLY/FTE POSITIONS 1.00 1.00 1.00 1.00
PROGRAM GROUP DESCRIPTION:
The City Clerk is an elected, part-time official. Support services for major functions and daily operations are provided
by City Clerk’s Office staff.
The office is responsible for the following major functions:
Election administration
Minutes preparation and indexing
Agenda preparation
Legal noticing and publishing
FPPC filings
Maintaining the Carlsbad Municipal Code
Ensuring Public Records are archived, preserved, and accessible to the public
The Records Management department is responsible for developing and implementing citywide records management
and document management programs, and is tasked with maintaining city records in an identifiable and accessible
manner to fulfill public, legal, and historical requirements for preservation and storage of information.
PROGRAM ACTIVITIES:
Manage the citywide Records Management Program and HP Records Manager (HPRM).
Maintain city records in an identifiable and accessible manner in fulfillment of public, legal, and historical
requirements for preserving and storing information.
Assist the public and city staff by providing information such as minutes, agendas, ordinances, resolutions, deeds,
and other critical documents.
Provide research assistance to staff.
Assist in educating/training staff on the functionality of HPRM.
KEY ACHIEVEMENTS FOR 2016-17:
Continued to provide greater transparency on the city website under the City Clerk’s Office area by providing
access to more public records.
Continued to evaluate options to automate the Public Records Request process.
Successfully administered the 2016 General Municipal Election.
Continued to coordinate efforts to automate processes in the Enterprise Content Management (ECM) system when
implemented citywide.
Digitized archival paper legislative records for placement in the HPRM.
Implemented HPRM to replace the unsupported Document Management System (DMS).
Worked with Community & Economic Development to implement a back file conversion process. Updated agenda, staff report and resolution templates.
Updated City Clerk agenda and meetings webpage.
C-5
PROGRAM: CITY CLERK & RECORDS MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY CLERK & RECORDS MANAGEMENT ACCT NO. 0010210
0011610
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Began managing Future Agenda Items calendar for staff.
Created Sharepoint page to allow staff to view and add items to upcoming agendas.
KEY GOALS FOR 2017-18:
Oversee the review and update of the Carlsbad Municipal Code.
Evaluate agenda automation solutions.
Provide citywide staff report writing training. Provide citywide Public Records Act training.
Update and finalize revision of the current Records Retention Schedule. Continue to implement HPRM to include documents from departments that are not yet digitized.
Continue to educate key personnel on use of the HPRM.
Continue to fine-tune HPRM file plan to accommodate departmental processes.
Continue to provide resource information to the organization via the intranet and to the public via the internet.
Conduct records audits throughout the organization to ensure compliance with the Records Management Program.
Review Records Management Program User’s Manual for revision.
Continue to prepare Records Emergency Action Plan for responding to disasters.
SIGNIFICANT CHANGES:
Addition of a full-time Records Technician position to administer records management training citywide, conduct
citywide records audits and to centralize the City’s records storage and archive processes.
C-6
PROGRAM: CITY TREASURER
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $109,851 $114,952 $117,960 $106,584
MAINTENANCE & OPERATIONS 86,352 92,686 101,603 100,877
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $196,203 $207,638 $219,563 $207,461
FULL TIME POSITIONS 0.75 0.75 0.75 0.75
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
PROGRAM GROUP DESCRIPTION:
The Office of the City Treasurer is an elected position which has the mission of providing professional cash
management for the City of Carlsbad and all of its agencies including the Carlsbad Municipal Water District.
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.
Implementation of changes as mandated by the Dodd-Frank Act.
C-7
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:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Portfolio Balance (millions of $) $628 $642 $663 $700 $719 $724
Investment Activity
Transactions 531 310** 248 390 381 195
Average Buy (millions) $2.84 $2.5** $2.85 $1.80 $2.23 $1.98
**Transaction decrease due to fewer calls. Average buy decrease due to CD purchases at $249,000 maximum.
KEY GOALS FOR 2017-18:
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.
Conclude the analysis of the Request for Proposal (RFP) for treasury services, merchant card services and custody
services. Select and award new contracts for these services with assistance of an outside consultant.
Learning, Culture & Arts
Offer speaking engagements on city cash management and investments.
Further develop the Treasury page of the city’s website, informing the community of the mission of the Office of
the Treasury, the city’s Investment Policy, and investment activities. Use the website as a forum to receive and
respond to community comments and questions.
SIGNIFICANT CHANGES:
None.
C-8
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,264,628 $1,597,752 $1,572,208 $1,655,405
MAINTENANCE & OPERATIONS 364,417 338,975 473,079 887,412
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,629,045 $1,936,727 $2,045,287 $2,542,817
FULL TIME POSITIONS 7.00 7.00 8.00 8.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
PROGRAM GROUP DESCRIPTION:
The City Manager is "the administrative head of the government of the city” and reports directly to the City Council.
The City Manager is responsible for the efficient administration of the affairs of the city including the hiring of department
directors and subordinate officers and employees through the department directors, preparing the annual budget and
ensuring the effective implementation of the City Council's policies and goals. The City Manager advises the City
Council on strategic direction and on responding to changing community needs. Most importantly, the City Manager
provides overall organizational leadership to ensure the effective daily delivery of services, projects and programs in
response to the City Council’s direction.
The City Manager is focused on ensuring that the City of Carlsbad is a high performing organization, focused on
leveraging the city’s assets for the public good. This year a significant amount of collaboration will be required to
operationalize and implement the City Council’s strategic goals.
PROGRAM ACTIVITIES:
Financial
Promote sound financial practices and a balanced revenue expenditure base.
Administration
Provide timely and reasonable responses to citizens, customers, and the City Council.
Policy Development
Assist the City Council in policy development that leads to the achievement of the community’s vision.
STRATEGIC FOCUS AREAS AND KEY GOALS:
The following are the Strategic Policy Goals identified by the City Council:
Enhance Carlsbad’s coastline to ensure an exceptional experience in all the ways people want to enjoy it.
The Carlsbad coastline is a critical element of the city’s identity. The City Council is committed to making policy
decisions that will ensure Carlsbad’s coastline maintains the character the community loves while enhancing access,
amenities and mobility to a level consistent with Carlsbad’s high-quality community standards. This includes partnering
with State Parks, which currently controls most of Carlsbad’s beaches. This goal also includes physical changes that
will enhance natural beauty, better manage traffic flow, expand walking and biking opportunities, improve safety and
create a uniquely Carlsbad experience.
C-9
PROGRAM: CITY MANAGER PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
STRATEGIC FOCUS AREAS AND KEY GOALS (continued):
Enhance the health and vitality of the Village and Barrio, two neighborhoods that represent the historic heart
of Carlsbad.
The city has made significant investments in the revitalization of the Village and Barrio, starting with “Redevelopment”
and continuing with public-private partnerships and city funded infrastructure improvements. A new Village and Barrio
Master Plan is nearing completion, and achieving the vision developed with the community through the master planning
process will require continued policy focus and investment.
Lower the railroad tracks in a trench through the Village to improve safety, community connectivity, quality of
life and economic value.
The busy rail line that runs through the core of the community geographically divides Carlsbad. Railroad traffic, which
will increase significantly in coming years, has a number of adverse effects on the City of Carlsbad, especially in the
area between the Agua Hedionda and Buena Vista lagoons. With the planned addition of a second, parallel track
through the Village and Barrio, the city has an opportunity to lower the tracks below street level, similar to what has
been done in other coastal communities. Achieving this goal would result in improved safety and increased coastal
access. Without this change, the future quality of life and business climate in the Village would be irreparably harmed,
the Barrio would remain cut off from the coast, and public safety would be severely compromised.
Become a leader in multi-modal transportation systems and creative approaches to moving people and goods
through and within Carlsbad.
The City Council expects Carlsbad to become a Leader in the broad array of plans and systems that support more
efficient and effective means of moving people and goods around and through Carlsbad and the region, including
technology that improves traffic signal coordination and vehicle operation. Major regional projects, including the
McClellan-Palomar Airport master plan update, double tracking of the railroad, widening of I-5 and reconfiguration of
the I-5/78 interchange, require continued policy-level involvement to ensure Carlsbad’s interests are reflected in project
design and implementation.
Plan for a new city hall that will meet the future workplace and operational needs of the city and the community.
Plan for a new city hall that will be a point of pride for citizens while greatly improving efficiency and effectiveness by
centralizing an employee base that is currently spread across many facilities. A strategic approach to locating city
operational functions will provide better coordination among city functions and enhanced customer service.
Promote education to increase civic engagement and attract and retain talent in Carlsbad.
The City Council will take a stewardship role in encouraging the development of high quality educational experiences
that foster economic development, civic engagement and community leadership. This broad goal includes partnering
with local school districts and cultivating a community with life and workplace skills that will support Carlsbad’s vision
for the future.
PERFORMANCE MEASURES:
The City Manager’s Office is measured by the overall success of the organization in accomplishing the organizational
priorities of the city. The City Manager’s Office is responsible for implementing City Council’s Strategic Goals and will
monitor and measure the performance of these goals in the coming year. The goals are:
Become a leader in multimodal transportation
Plan for a new City Hall
Promote education to increase civic engagement and retain talent in Carlsbad
Enhance Carlsbad’s coastline
Enhance the health and vitality of the Village and Barrio
Lower the railroad tracks through the Village
SIGNIFICANT CHANGES:
None.
C-10
PROGRAM: COMMUNITY OUTREACH AND ENGAGEMENT
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: CITYWIDE/PARKS & RECREATION/
LIBRARY & CULTURAL ARTS
LOCAL CABLE INFRASTRUCTURE FUND ACCT No. 0011012/ 0011013/0011014/1381010
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $769,812 $747,939 $840,405 $838,699
MAINTENANCE & OPERATIONS 719,648 765,533 1,233,593 869,788
CAPITAL OUTLAY 291,260 319,459 5,000 0
GRAND TOTAL $1,780,720 $1,832,931 $2,078,998 $1,708,487
FULL TIME POSITIONS 4.75 5.00 5.00 5.00
HOURLY/FTE POSITIONS 3.39 3.39 3.39 3.39
GENERAL FUND $1,300,604 $1,326,449 $1,843,583 $1,511,987
SPECIAL REVENUE 480,116 506,482 235,415 196,500
TOTAL FUNDING $1,780,720 $1,832,931 $2,078,998 $1,708,487
PROGRAM GROUP DESCRIPTION:
The goal of the city’s community outreach and engagement program is to ensure mutually beneficial, two-way
communication with internal and external audiences about city issues and services, leading to a more responsive and
transparent government. This program is carried out by communicating about issues related to the core values of the
community’s vision for their city; developing meaningful public involvement programs for city issues that engage the
community in city decision making; increasing government transparency and service by providing timely, accurate and
easy to understand information about city programs and services; promoting participation in library, cultural arts, parks
and recreation programs and services; helping city staff be aware of and understand city issues; providing ongoing
communication skills training for city staff; and serving as the communication lead during an activation of the city’s
Emergency Operations Center.
PROGRAM ACTIVITIES:
Significant work programs include: Informational materials: Develop fact sheets, fliers, newsletters, Q&A documents, videos and other
communication pieces that further understanding of city issues, news, services and events.
Online communication: Manage the city’s website, social media presence, email communication and other digital
communication technologies.
Cable channel: Enable the community to watch City Council meetings and find out about city issues, news,
services and events on a 24/7 channel stream. Community outreach and involvement: Develop programs that enhance public involvement in city government
decision making.
Media relations: Provide accurate, timely information to the media. Advertising: On a limited basis, purchase advertising to reach the city’s audiences with information about city
issues, news, services and events.
Training: Provide communication skills training to city staff.
Internal communication: Provide easy access, through a variety of channels, to information of interest to and
affecting city employees.
Emergency communication: Maintain a trained team of city staff and updated action plan to ensure the
community has access to important information during an emergency.
C-11
PROGRAM: COMMUNITY OUTREACH AND ENGAGEMENT PAGE TWO
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: CITYWIDE/PARKS & RECREATION/
LIBRARY & CULTURAL ARTS
LOCAL CABLE INFRASTRUCTURE FUND ACCT No. 0011012/ 0011013/0011014/1381010
KEY ACHIEVEMENTS FOR 2016-17:
Eight in 10 Carlsbad residents (82 percent) are satisfied with the city’s communication efforts.
Continued to build the city’s social media presence, with nearly 48,000 followers on the city’s Facebook page and
11,500 Twitter followers.
Produced more than 200 news releases, columns and articles promoting city services, programs and issues.
Provided updates on city services and issues to all residents via a mailed and online newsletter every other month.
Produced an award-winning community services guide, supporting record participation in parks, recreation, library
and arts programs.
Launched an online public engagement platform to make it more convenient for residents to provide input to the
city on key issues.
KEY GOALS FOR 2017-18:
The city will continue to make communication a priority in FY 2017-18. Goals for the coming year include working with
city staff to develop strategic public involvement programs, increasing government transparency, raising awareness of
city programs and services, and making it easier for residents and businesses to get the information they need about
city issues and services.
To adapt to trends in public behavior and technology, the city is continuing to update its communication methods to
provide more information online, through its website and social media sites, in addition to traditional communication
channels.
SIGNIFICANT CHANGES:
None.
C-12
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,259,429 $1,272,239 $1,319,478 $1,515,555
MAINTENANCE & OPERATIONS 156,888 195,594 195,110 170,092
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,416,317 $1,467,833 $1,514,588 $1,685,647
FULL TIME POSITIONS 7.00 7.00 6.00 7.00
HOURLY/FTE POSITIONS 0.50 0.50 0.50 0.50
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council’s strategic goals.
PROGRAM ACTIVITIES:
The City Attorney’s Office provides legal advice and representation to the City Council, Community Development
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, and other city entities.
KEY GOALS FOR 2017-18:
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 addition of a full-time deputy city attorney to serve as the city prosecutor and code enforcement attorney.
Administrative Services Admin Services
Admin Services
Administrative Services
Administrative Services Director Human Resources Finance Risk Management Information Technology Workers’ Compensation Self‐Insured Benefits Administrative ServicesOrg Chart by Function
D-1
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $8,235,290 $8,517,455 $9,127,191 $9,630,065
MAINTENANCE & OPERATIONS $14,537,181 $11,928,939 $15,655,699 $15,866,195
CAPITAL OUTLAY $428,393 $758,487 $887,265 $951,211
GRAND TOTAL $23,200,864 $21,204,881 $25,670,155 $26,447,471
FULL TIME POSITIONS 65.00 63.00 64.00 70.00
HOURLY/FTE POSITIONS 2.00 3.20 3.20 3.20
FINANCE
21%
RISK
8%
HR
34%
IT
37%
D-2
PROGRAM: FINANCE
FUND: GENERAL & ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $3,192,766 $3,573,037 $3,554,006 $3,523,498
MAINTENANCE & OPERATIONS 1,544,225 1,605,788 1,792,700 2,056,736
CAPITAL OUTLAY 7,870 51,373 0 0
GRAND TOTAL $4,744,861 $5,230,198 $5,346,706 $5,580,234
FULL TIME POSITIONS 30.00 31.00 31.00 30.00
HOURLY/FTE POSITIONS 1.00 1.00 1.00 1.00
GENERAL FUND $3,824,267 $4,189,451 $4,203,629 $4,345,778
WATER ENTERPRISE 598,386 676,485 743,000 802,397
STORM WATER 23,015 26,019 28,577 30,861
SOLID WASTE 23,015 26,019 28,577 30,861
WASTEWATER ENTERPRISE 276,178 312,224 342,923 370,337
TOTAL FUNDING $4,744,861 $5,230,198 $5,346,706 $5,580,234
MISSION STATEMENT:
The Finance Department’s mission is to ensure that the City of Carlsbad makes sound financial decisions by setting
and implementing a strategic financial management plan. The department takes pride in accomplishing this mission
by maintaining individual and departmental credibility; working together as a team; and consistently striving to go above
and beyond expectations.
WORK PROGRAM:
The Finance Department’s work program includes the program activities listed below. The total FY 2017-18 budget is
allocated to the General Fund and the Water, Storm Water, Solid Waste and Wastewater Enterprise funds as shown
in the table above. The allocation of these costs to the Enterprise funds is for the utility billing function performed by
the Finance Department.
PROGRAM ACTIVITIES:
Long-Range 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 Cost Allocation Plan and the annual review of all city fees.
General Accounting and Reporting
Accurately bill, collect, record, and report all city revenues including follow-up of delinquent accounts.
Prepare payments 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 the Comprehensive Annual Financial Report (CAFR) in conformity with generally accepted accounting
principles.
Facilitate the various audits of the city’s financial records and reports.
Provide the City Council, city management and the public with timely monthly financial reports.
Audit accounting systems and procedures to ensure proper internal control and compliance with policies.
Audit other agencies or companies to determine compliance with city ordinances and contracts as needed.
Provide staff support for the Successor Agency to the former Redevelopment Agency.
D-3
PROGRAM: FINANCE PAGE TWO
FUND: GENERAL & ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
PROGRAM ACTIVITIES (continued):
General Accounting and Reporting (continued)
Provide sound financial support to all city departments.
Perform analysis on special projects as needed.
Provide assistance with grant reporting, compliance and audit activities.
Assessment District/Community Facilities District (CFD)/Special Benefit District Administration
Assist in the evaluation and formation of new districts and annexations into existing districts.
Issue bonds for capital projects when required.
Pay debt service and provide continuing disclosure information.
Provide administration of CFDs, assessment districts and special benefit districts as required by formation
documents and state law.
Evaluate debt refunding opportunities.
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.
Administer citywide procurement card program.
Receiving, Messenger, and Mail Services
Coordinate 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.
Payroll and Human Capital Management System Administration
Provide full bi-weekly payroll functions.
Maintain payroll records and documents in conformity with state and federal laws and generally accepted
accounting principles. Perform all CalPERS, federal tax and state tax reporting and filings.
WORKLOAD AND PERFORMANCE INDICATORS:
FY 2014 FY 2015 FY 2016
Average number of days to issue Monthly
Financial Status Report 10.5 9.6 9.3
Awards received for CAFR GFOA GFOA GFOA
Awards received for Annual Budget GFOA & CSMFO
Excellence in
Operational
Budgeting
GFOA & CSMFO
Excellence in
Operational
Budgeting
GFOA & CSMFO
Excellence in
Operational
Budgeting
Number of business licenses processed 10,327 10,735 10,096
Number of accounts payable checks processed 14,327 14,465 15,301
Number of electronic accounts payable checks
processed
0 11 420
Number of electronic payroll checks issued 25,183 26,404 26,856
Outstanding debt issues administered $116 million $109 million $104 million
Number of purchase orders issued 1,671 1,814 1,954
Dollar amount of purchase orders issued $32 million $57 million $155 million
Pieces of mail processed 126,663 125,007 134,200
D-4
PROGRAM: FINANCE PAGE THREE
FUND: GENERAL & ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
KEY ACHIEVEMENTS FOR 2016-17:
Maintained a balanced budget without using city reserves. Closely monitored the economy and provided updates to the City Council on the city’s Ten-Year Financial Forecast
to ensure the General Fund remained in balance throughout the year and into the future.
Continued rolling out an electronic funds transfer (EFT) program for the city’s accounts payable vendors.
Completed internal audits of citywide cash holdings and the Police buy fund.
Completed reassessment of cash handling procedures at the city’s park sites.
Completed Park Hyatt transient occupancy tax (TOT) audit.
Completed efforts for federal and state reimbursement of expenditures associated with the May 2014 Poinsettia
fire.
Implemented the new EnerGov system focusing on the business license component of the system.
Refunded Improvement Areas No. 1 and No. 2 in CFD No. 3.
Implemented the TeleStaff Police scheduling and Fire scheduling system interface into the city’s timekeeping
system. Also implemented an interface to and from the Human Resources system with the Police data to eliminate
dual entry of data in systems.
Updated the city’s Computer Purchase Program and related forms. Completion of the Fiscal Year 2016-17 Cost Allocation Plan and Cost of Service Study.
Assisted the Public Works Department with a cost study for potable and recycled water. Worked with the Public Works Department to complete a cost of service study for potable and recycled water.
Worked with the Community and Economic Development Department to simplify the city’s fee schedule.
Called bonds using surplus construction funds in Community Facilities District No. 3.
Developed a ballot measure that the voters approved in the November 2016 election, for the demolition and
construction of a new fire station to replace Fire Station No. 2.
Received proposals and issued a contract for city auditing services for the next five fiscal years.
Annexed the Robertson Ranch West development into Street Lighting and Landscaping District No. 3.
Made final payment and closed out the city’s Infrastructure Financing District.
KEY GOALS FOR 2017-18:
Continue to monitor the economy and its impact to the Ten-Year Financial Forecast to ensure the General Fund
remains in balance.
Continue to explore financing alternatives for College Blvd., Reach A.
Continue to audit internal operations of the city, as well as external vendors/customers as appropriate.
Complete a review of the city’s cable franchisees.
Examine the practicality of establishing a comprehensive framework for internal control as recommended by the
Committee of Sponsoring Organizations’ Internal Control – Integrated Framework.
Update the city’s travel policy and related forms.
Continue to perform various transient occupancy tax (TOT) audits.
Work with the Information Technology Department to develop a strategic plan for either an upgrade to the city’s
current financial information system or a new future Enterprise Resource Planning (ERP) system.
Implement the leave module component of the Human Capital Management System (HCMS) and automate the
Personnel Action Form (PAF) through Management Self Service process flow. Continue the roll out of the city’s new accounts payable electronic funds transfer (EFT) program.
Continue to work with Construction Management and Inspection (CM&I) on the refunding of outstanding developer
deposits.
Implement the new accounting standard that will require the city to reflect the value of the city’s Other Post-
Employment Benefits (OPEB) assets and liabilities on the city’s financial statements.
Address surplus construction funds in the Alga Road assessment district.
Upgrade the city’s utility billing system to new, modern version. This will allow for greater flexibility to meet
changing demands, align with current utility technology, and increased citizen visibility to utility data.
Perform a study on document storage costs, needs and inventory reconciliation for the department.
Work with the Information Technology and Human Resources departments to upgrade the Lawson and move it to
a more sustainable platform.
Perform an audit of unlicensed businesses in the city.
Work with the Public Works Department on improving the contracting and purchasing processes.
D-5
PROGRAM: FINANCE PAGE FOUR
FUND: GENERAL & ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
KEY GOALS FOR 2017-18 (continued):
Get proposals and issue a contract for a vendor to prepare the bi-annual cost of service study and assist with
setting fees and interdepartmental charges.
Upgrade the certification of the Payroll Accountant to a Certified Payroll Professional (CPP) through the American
Payroll Association.
Perform an audit of the city’s gas and electric costs (San Diego Gas & Electric).
Adopt a local debt policy in accordance with State Assembly Bill 1029.
SIGNIFICANT CHANGES:
Decrease in one full-time position reflects transfer of a secretary to Information Technology.
D-6
PROGRAM: RISK MANAGEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $192,184 $196,710 $262,819 $267,822
MAINTENANCE & OPERATIONS 2,693,801 307,792 1,765,396 1,800,753
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $2,885,985 $504,502 $2,028,215 $2,068,575
FULL TIME POSITIONS 1.50 1.50 2.00 2.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 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; provides recommendations and other assistance to various
departments to recover losses and minimize the risk of future losses; and coordinates the ongoing efforts of the city to
comply with Title II of the ADA and investigates complaints of violation of Title II.
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-Insurance
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, and general liability.
Loss Prevention/Training
Provides recommendations and other assistance to various city departments to recover losses and minimize the
risk of future losses.
KEY ACHIEVEMENTS FOR 2016-17:
Top-Quality Services
Retained vendor to assist contract administration with insurance tracking requirements.
Working with contractor to rectify ADA construction errors at Alga Norte Park.
Updated insurance requirements on city agreements.
Provided on-going insurance training to city staff.
Obtained separate insurance coverage for the Safety Training Center allowing them to operate more
independently.
D-7
PROGRAM: RISK MANAGEMENT PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
KEY GOALS FOR 2017-18:
Top-Quality Services
Assist human resources with RFP process for workers’ compensation third party claims administrator.
Continue to assist public works in the process of removing ADA barriers identified in the transition plan self-
assessment. Examine feasibility of purchasing claim specific software for data collection and loss runs.
Continue aggressive follow-up on subrogation efforts to increase city recoveries. Continue to assist city attorneys’ office with Safety Training Center construction defect litigation.
SIGNIFICANT CHANGES:
None.
D-8
PROGRAM: HUMAN RESOURCES
FUND: GENERAL & INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,457,830 $1,597,071 $1,543,051 $1,547,642
MAINTENANCE & OPERATIONS 6,701,294 6,426,987 7,025,921 7,323,438
CAPITAL OUTLAY 1,561 2,697 0 0
GRAND TOTAL $8,160,685 $8,026,755 $8,568,972 $8,871,080
FULL TIME POSITIONS 11.00 11.00 11.00 11.00
HOURLY/FTE POSITIONS 0.00 0.70 0.70 0.70
HUMAN RESOURCES
38%
WORKERS'
COMPENSATION
50%
SELF-INSURED
BENEFITS
12%
D-9
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011560
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,304,142 $1,417,759 $1,410,679 $1,409,086
MAINTENANCE & OPERATIONS 1,563,533 1,539,419 1,857,286 2,010,208
CAPITAL OUTLAY 1,561 2,697 0 0
GRAND TOTAL $2,869,236 $2,959,875 $3,267,965 $3,419,294
FULL TIME POSITIONS 10.00 10.00 10.00 10.00
HOURLY/FTE POSITIONS 0.00 0.70 0.70 0.70
MISSION STATEMENT:
People are our priority...We take care of the people who take care of Carlsbad.
PROGRAM ACTIVITIES:
Employment & Workforce Planning
Proactively manage city staffing in alignment with city financial goals.
Partner with departments in organization design/redesign efforts to facilitate efficiency initiatives.
Proactively plan and schedule recruitment efforts for anticipated key vacancies.
Recruit and select exceptional employees.
Onboard employees.
Employee Development
Provide employee development opportunities for city staff.
Identify skill gaps in the workforce and conduct targeted training.
Provide leadership development programs including coaching, assessment tools, and educational resources.
Benefits and Workers’ Compensation
Administer employee health and welfare programs.
Monitor claims of occupational injury and illness.
Assist employees with life event changes.
Classification and Compensation
Perform classification studies.
Conduct salary surveys to ensure city employee compensation is aligned with the local labor market.
Labor & Employee Relations Oversee city’s performance management program.
Assist departments with employee disciplinary matters. Conduct/oversee workplace investigations.
Participate in labor negotiations in keeping with City Council authority.
Human Capital Management System (HCMS)
Maintain employee databases and employment related computer applications that drive employee benefits,
performance management, leave administration, training tracking, and payroll processes.
D-10
PROGRAM: HUMAN RESOURCES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011560
WORKLOAD STATISTICS:
Measures for Recruitment (full and part-time)FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
Number of applicants processed 10904 9527 8551 8037 9513
Number of recruitments processed 93 117 102 118 122
Number of new hires 151 284 299 260 301
Number of promotions (full-time only)6 47 41 31 58
KEY ACHIEVEMENTS FOR 2016-17:
Negotiated successor labor contract with CFA.
Conducted salary survey of all management and CCEA job classifications.
Implemented additional learning and development offerings, including strategic thinking, contract administration
and inspection. Implemented employee onboarding program for new hires.
Participated in management/CCEA task force to address issues associated with performance management
process.
KEY GOALS FOR 2017-18:
Labor contract with CCEA.
Make improvements to the performance management system as recommended by the performance management
task force. Recommend changes to the management compensation and benefits plan.
Assist in major software system upgrade (Lawson).
Conduct pay range analysis for part-time staff and incorporate changes to minimum wage.
Coordinate online training to provide internal certification programs.
Develop leadership academy for senior and mid-level management employees.
Develop HR dashboard/workplace metrics.
SIGNIFICANT CHANGES:
None.
D-11
PROGRAM: WORKERS’ COMPENSATION
FUND: INTERNAL SERVICE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 6111520
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $116,992 $122,310 $132,372 $138,556
MAINTENANCE & OPERATIONS 2,289,838 3,963,749 4,128,635 4,273,230
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $2,406,830 $4,086,059 $4,261,007 $4,411,786
FULL TIME POSITIONS 1.00 1.00 1.00 1.00
HOURLY/FTE POSITIONS 0.00 0.00 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:
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:
Workers' Compensation FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
Average lost days per claim 21.90 17.60 20.30 11.00 8.30 20.00 17.45
KEY GOALS FOR 2017-18:
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-12
PROGRAM: SELF-INSURED BENEFITS
FUND: INTERNAL SERVICE
PROGRAM GROUP: SELF-INSURED BENEFITS ACCT NO. 6131520
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $36,696 $57,002 $0 $0
MAINTENANCE & OPERATIONS 2,847,923 923,819 1,040,000 1,040,000
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $2,884,619 $980,821 $1,040,000 $1,040,000
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 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 administration fees and premiums for all employees.
SIGNIFICANT CHANGES:
None.
D-13
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 640XXXX/6411710
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $3,392,510 $3,150,637 $3,767,315 $4,291,103
MAINTENANCE & OPERATIONS 3,597,861 3,588,372 5,071,682 4,685,268
CAPITAL OUTLAY 418,962 704,417 887,265 951,211
GRAND TOTAL $7,409,333 $7,443,426 $9,726,262 $9,927,582
FULL TIME POSITIONS 22.50 19.50 20.00 27.00
HOURLY/FTE POSITIONS 1.00 1.50 1.50 1.50
MISSION STATEMENT:
Connecting Carlsbad by strategically planning, delivering and promoting innovative technologies to internal and
external customers.
PROGRAM ACTIVITIES:
Technology Maintenance & Operations Activities:
Ensure all city computers and city telecommunication networks remain operational with minimum downtime.
Guarantee availability and security of city network computer resources (staff and public).
Provide support for all standard city applications.
Ensure that the city receives the best value for technology goods and services.
Increase Capabilities: Technology Innovation and Implementation Activities:
Meet the information needs of the users through deployment of effective technology to increase productivity,
collaboration and communication.
Enhance the city’s Internet site for improved online access to information and services with residents, business
and visitors.
Maintain a robust, reliable and redundant Information Technology (IT) infrastructure.
KEY ACHIEVEMENTS FOR 2016-17:
During FY 2016-17, Information Technology was focused on increasing the efficiency and effectiveness of IT services,
and upgrading the city’s network architecture through critical enterprise application upgrades, Infrastructure as a
Service (IaaS), capital replacements, software upgrades, and mobile device technologies. This past fiscal year the
department has either completed or is in the midst of implementation of several large technology projects. These
projects have efficiencies that will reduce costs and streamline workflow.
Completed the Energov enterprise software implementation (November 2016).
Upgrade the Energov system (May 2017).
Completed building out historical databases from Permits Plus.
Completed the technology upgrade of the audio visual equipment in Human Resources. This pilot project will save
city resources by reducing the amount of travel that needs to be done to interview potential new employees. Computer replacements for equipment that was at the end of its useful life, including new technology upgrades for
the Emergency Operations Center, which received new Lenovo Carbon X1 laptops.
Completed enhancements to Hewlett Packard Records Manager (HPRM).
Completed the implementation of a Managed Wide Area Network (WAN) to improve the city’s reliability,
recoverability and continuity capability during a local or regional disaster by moving connectivity and security
systems to a provider facility. Library network upgrade (CENIC).
New hybrid architecture for city’s datacenter.
Citywide telepresence solution implementation (BlueJeans).
D-14
PROGRAM: INFORMATION TECHNOLOGY PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 640XXXX/6411710
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Uninterruptible power supply installation and upgrade at 16 citywide locations. Emergency operations control center fiber switch upgrade and safety campus fiber upgrade.
City Hall file server migration.
Priority one disaster recovery project (Safe Haven).
Traffic map security deployment (Blue Toad).
Citywide mobile device management solution deployment.
Business intelligence position budgeting.
Fire Department engine iPad deployment.
Firewall replacements and enterprise firewall upgrade.
New Internet Explorer deployment.
Network based firewall deployment.
Microsoft enterprise agreement assessment.
Cellular phone cloning solution.
Completed the technology changes/upgrades for the Cole and Dove Library renovations.
Completed the upgrade of the Hansen software (Public Works work order management software).
KEY GOALS FOR 2017-18:
During FY 2017-18 Information Technology will focus on the following:
Continue to migrate all critical systems to an off-premise data center with disaster recovery and failover capability.
Redesign the HUB/datamart – data transformation.
Implement ServiceNow service desk management solution and staff an internal help desk to improve service.
Begin researching smart city and other citywide fiber projects.
Upgrade the HPRM system to improve document search capability. Start the utility billing software upgrade process.
Upgrade the city’s payroll, human resources and performance review systems. City intranet website upgrade and internet search engine upgrade.
Start on implementation of E-Care customer portal and Mcare mobile work orders.
Implement water meter remote reading automation solution.
Upgrade the city’s financial system software.
Infor IPS Hansen Bar Code Project to improve asset management in Public Works.
Implement business license capabilities with customer self-service (CSS) for Energov.
Core software upgrade for payment processing (PCI and EMV chip compliance).
Citywide Voice over IP (VOIP).
Technical support and assistance with new construction.
Upgrade the GIS platform to ArcGIS 10.5.1.
Implement ArcGIS for Portal as a Web GIS solution to allow city staff to access GIS information from any device.
Citywide Local Area Network equipment upgrade.
Citywide wireless service upgrade
Core switch upgrade in Faraday Data Center.
Data center equipment refresh.
Upgrade city firewalls and antivirus software to minimize current cybersecurity threats.
Upgrade city facility door access controls.
Research and start pilot implementation of Windows 10 operating system.
City Council Chambers equipment upgrade, which includes the installation of an uninterruptible power supply unit.
Upgrade the city’s database solution.
Fire Department workforce Telestaff software and migration. City’s data transformation and control solution (Control M).
SIGNICANT CHANGES:
Implementation of an internal service desk and eliminating the outsourced model – this will result in the addition
of 3.0 full-time Client Systems Associate Administrators and 1.0 full-time Service and Release Manager.
Addition of 1.0 full-time Senior Applications Analyst, 1.0 full-time Senior Network Engineer, and transfer of 1.0
full-time Secretary from the Finance Department.
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-90XX
FUND: GENERAL
PROGRAM GROUP: NON-DEPARTMENTAL
2016-17 2017-18
2014-15 2015-16 ADOPTED ADOPTED
GENERAL FUND ACTUAL ACTUAL BUDGET BUDGET
Miscellaneous Non-Departmental Expenditures
Legal Services 315,370 145,755 300,000 300,000
Community Contributions 40,707 27,795 0 0
Other Personnel 117,608 160,691 1,155,000 1,030,000
Professional Services 382,394 972,211 282,500 88,000
Property Tax and Other Administration 549,747 617,125 737,000 720,000
Dues and Subscriptions 49,740 50,493 55,000 55,000
2014 Fires 864,188 45,939 0 0
Innovation Fund 1,592,120 1,396,086 0 0
Total Miscellaneous Non-Departmental Expenditures 3,911,874 3,416,095 2,529,500 2,193,000
Transfers
Infrastructure Replacement Fund 8,302,000 8,952,000 9,460,000 9,970,000
Transfer to Golf Course: Debt Service 1,031,240 1,049,795 0 0
Transfer to LLD #1 (Medians & Trees)539,000 860,000 500,000 750,000
Transfer to Storm Water Program 232,334 190,402 224,000 235,000
Miscellaneous Transfers Out 829,750 1,500,000 1,500,000 1,500,000
Total General Fund Transfers 10,934,324 12,552,197 11,684,000 12,455,000
Council Contingencies
Contingencies (Adopted budget)0 0 1,500,000 1,500,000
TOTAL GENERAL FUND NON-DEPARTMENTAL $14,846,198 $15,968,292 $15,713,500 $16,148,000
D-15
Community Services
Community Services
Community Services
Community Services
Library and Cultural Arts Director Dove Lane Library Cole Library Learning Center Cultural Arts Office Community ServicesOrg Chart by FunctionParks & Recreation Director Parks, Trails & Lagoons Recreation Services Park Planning Community & Economic Development Director Housing & Neighborhood Services Building Economic Development Land Development Engineering Planning
E-1
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $21,006,203 $22,458,900 $24,063,933 $24,548,289
MAINTENANCE & OPERATIONS 30,753,208 34,448,548 33,032,103 33,404,555
CAPITAL OUTLAY 249,107 1,168,713 188,158 548,400
GRAND TOTAL $52,008,518 $58,076,161 $57,284,194 $58,501,244
FULL TIME POSITIONS 167.85 169.40 171.40 170.25
HOURLY/FTE POSITIONS 141.12 142.17 142.67 154.00
LIBRARY & ARTS
22%
PARKS &
RECREATION
44%
COMMUNITY & ECONOMIC
DEVELOPMENT
34%
E-2
PROGRAM: COMMUNITY & ECONOMIC DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $5,555,519 $6,202,451 $6,454,129 $6,455,915
MAINTENANCE & OPERATIONS 2,770,216 3,340,610 3,236,634 3,405,341
CAPITAL OUTLAY 4,265 12,315 0 0
GRAND TOTAL $8,330,000 $9,555,376 $9,690,763 $9,861,256
FULL TIME POSITIONS 44.00 47.75 50.75 48.75
HOURLY/FTE POSITIONS 3.00 2.00 2.00 2.00
ADMINISTRATION
11%
LAND
DEVELOPMENT
ENGINEERING
23%
PLANNING
35%
BUILDING
INSPECTION
24%
ECONOMIC
DEVELOPMENT
7%
E-3
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013010
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $808,740 $858,648 $760,216 $786,682
MAINTENANCE & OPERATIONS 268,750 737,338 391,267 270,779
CAPITAL OUTLAY 724 11,863 0 0
GRAND TOTAL $1,078,214 $1,607,849 $1,151,483 $1,057,461
FULL TIME POSITIONS 6.00 5.00 5.00 5.00
HOURLY/FTE POSITIONS 0.50 1.00 1.00 0.50
MISSION STATEMENT:
We build and sustain an extraordinary community. We do this by guiding and facilitating high quality projects,
preserving the environment, and maintaining a strong economic and employment base, with a staff that is dedicated,
knowledgeable and passionate about providing legendary service.
PROGRAM ACTIVITIES:
The Community & Economic Development Department (CED) administration assists divisions within the department
in accomplishing goals by liaising with city hall, removing roadblocks, coordinating between divisions, managing
budgets, resource allocation and training budgets, and other support efforts.
KEY ACHIEVEMENTS FOR 2016-17:
Supported CED divisions and coordinated with other departments in processing scores of development
requests, issuing hundreds of permits and performing thousands of next-day inspections, supporting community
residents and businesses in providing a thriving economy while protecting the community character.
Supported key economic development initiatives including the award-winning Bio, Tech and Beyond life
sciences incubator, Life in Action™ talent attraction website, Mira Costa Technology Career Institute and the
Innovate 78 regional collaboration model.
Devoted significant staff resources to improving the customer usability of major IT strategic projects: Enterprise
Content Management (ECM) and Managed Print.
Went live with EnerGov, which crosses multiple departments and business lines.
Continued to modernize and streamline operations, including scanning building plan prints and project files, to
make them available in digital form and free up physical storage space.
KEY GOALS FOR 2017-18:
Contribute resources to the inter-departmental team implementing the Climate Action Plan, and positively
engage to make the compliance understandable and less onerous for new businesses.
Coordinate with Public Works in updating the Engineering Standards, project conditions, and impact fees to be
consistent with the General Plan and Mobility Plan.
Continue to drive revitalization of the Village and Barrio through completion of the parking study, adoption of the
Village and Barrio Master Plan and a robust Village/Barrio component in the CIP.
Continue to digitize historical documents for ease of customers and internal users.
Continue implementation of the EnerGov permitting system, including upgrades and documentation, and start
implementation of the next phase.
Continue staff training and development with North Star Consulting.
SIGNIFICANT CHANGES:
None.
E-4
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013020
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $174,663 $307,276 $428,313 $420,133
MAINTENANCE & OPERATIONS 203,594 236,977 292,802 299,288
CAPITAL OUTLAY 1,449 0 0 0
GRAND TOTAL $379,706 $544,253 $721,115 $719,421
FULL TIME POSITIONS 1.00 2.00 3.00 3.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
MISSION STATEMENT:
Strengthen the city’s robust and diverse economy, support businesses, attract new businesses in targeted industries,
partner with regional economic developers and solidify the city’s position as a key employment hub.
PROGRAM ACTIVITIES:
The Economic Development Division administers the city’s economic development activities relative to the City
Council’s goal of supporting the expansion and retention of businesses. This is implemented through Economic
Development’s programs of attracting talent, expanding, attracting and retaining businesses, and leveraging regional
partnerships. Economic Development develops and maintains robust business-supporting programs, implements
promotional and marketing materials, provides economic and demographic information, and acts as the city’s liaison to
the business community to remove barriers to business growth and vitality.
KEY ACHIEVEMENTS FOR 2016-17:
Implemented strategic programs and support for economic diversity. Provided chamber support including monthly
articles for the Carlsbad Business Journal. Monitored performance and supported achievement of goals for Bio, Tech and Beyond, the life sciences incubator,
which completed its fourth year of operations with 23 tenants and created 50 full time jobs.
Managed third year of implementing the Life in Action® talent attraction brand by updating website content, meeting
with company human resources contacts and preparing up-to-date print and digital marketing materials. The
website (www.carlsbadlifeinaction.com) has experienced more than 140,000 page views by more than 29,000
unique viewers.
Maintained a social media strategy report and online presence for both Facebook and Twitter to drive engagement
and exposure to Carlsbad businesses. Facebook “likes” for CarlsbadBiz are at approximately 1,400 and Twitter
followers for @CarlsbadBiz exceed 650.
Worked with north county cities to implement the 78 Corridor comprehensive economic development collaborative
campaign (Innovate 78) and project.
Addressed inquiries and meetings related to business expansion, attraction and retention efforts and assisted
businesses through the development review process. In addition, economic development responded to many
prospective businesses with information about relocating to Carlsbad.
Maintained effective communication materials for business and citizen awareness including electronic newsletters,
web posts on industry related topics, and current infographics showing overall economic indicators and industry-
specific information on the city’s strongest clusters.
Continued collaboration and regular monthly meetings with the Carlsbad Chamber of Commerce, the 78 Corridor
and the San Diego Regional Economic Development Corporation.
PROGRAM: ECONOMIC DEVELOPMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013020
E-5
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Participated in the organization and execution of regional events such as Manufacturing Day.
Applied for and received an outstanding achievement in innovation award from the Alliance for Innovation for the
partnership with MiraCosta on the Technology Career Institute.
KEY GOALS FOR 2017-18:
Continue to grow the economic development talent attraction presence online with a strengthening of economic
development- focused social media that drive connections and visitors to the Life in Action® website and
implementing an active ambassador’s initiative as part of this program.
Continue to provide excellent data and information to existing Carlsbad businesses and those looking to relocate
to Carlsbad through direct communication, as well as through the website, online news posts, presentations and
involvement in local business organizations.
Continue to help implement the 78 Corridor economic development plan for North County that will promote regional
prosperity and economic growth and administer the contract on behalf of the five cities.
Host events that support the collaboration and cross integration of Carlsbad’s industry clusters.
Hire a Senior Program Manager for the Village and Barrio to strengthen advocacy and representation to this unique
city asset.
Complete a retail study in the Village to inform decision making.
Perform data driven analyses that evaluates and benchmarks Carlsbad’s economy and economic development
program against comparative cities throughout the United States.
Leverage partnerships with existing co-working spaces to promote Carlsbad’s innovation economy.
Support Carlsbad veteran small business owners through a quarterly programming administered through
Carlsbad’s Veterans Business Outreach Center.
SIGNIFICANT CHANGES:
None.
E-6
PROGRAM: LAND DEVELOPMENT ENGINEERING
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013110
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,142,473 $1,358,038 $1,355,545 $1,486,096
MAINTENANCE & OPERATIONS 548,719 414,689 642,945 802,127
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,691,192 $1,772,727 $1,998,490 $2,288,223
FULL TIME POSITIONS 9.00 10.75 10.75 10.75
HOURLY/FTE POSITIONS 0.50 0.00 0.00 0.50
MISSION STATEMENT:
To serve Carlsbad residents, business owners and developers by encouraging robust and creative engineering
solutions on development projects, and serving as a resource to other departments on engineering, storm water,
geotechnical, flood hazard, mapping and title issues.
PROGRAM ACTIVITIES:
Discretionary Review of Development Projects
Provide technical support in a timely and efficient manner. Assist applicants and their engineers in complying
with the city’s engineering standards and subdivision ordinance, state stormwater ordinances and Map Act
requirements, and good engineering practices.
Planchecking of Development Projects
Provide plancheck services for grading plans, improvement plans, final maps, parcel maps, building plans,
easements and other construction drawings. Check for consistency with engineering standards. Coordinate
with other departments and divisions to provide comprehensive multi-disciplinary review.
Manage Development Projects
Manage the various engineering-related aspects to projects as construction drawings are developed. Review
conditions of approval, prepare securities, improvement agreements, deeds, hold harmless and other
agreements. During construction, serve as a resource to the project inspector. Coordinate post-construction
project closeout.
Customer Service/Public Information
Provide the highest level of customer service at the Development Services counter when providing engineering
information, conduct plancheck of building plans for engineering issues, prepare development fee estimates,
and process administrative permits.
Maintain City Engineering Standards
Practice continuous incremental improvement of standards and procedures, always looking for ways to identify
additional efficiencies in procedures. Draft code changes to reflect revised procedures or to clarify existing
best practices. Monitor changes in state laws pertaining to development and implement these changes in city
standards.
E-7
PROGRAM: LAND DEVELOPMENT ENGINEERING PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013110
KEY ACHIEVEMENTS FOR 2016-17:
Implemented a new permitting software (EnerGov) as part of the ICDS system. Implemented an engineering permit for right-of-way use for curb and sidewalk cafes and outdoor displays.
Provided enhanced training for engineering staff and inspectors for storm water inspections.
Initiated a citywide street and pedestrian light study.
Participation in the city’s Transportation Demand Management ordinance adoption.
Completed over 250 discretionary reviews and conditioned over 170 discretionary projects.
Processed approximately 1,300 engineering related permit applications.
Completed over 500 individual plan check cycles comprising over 2,000 plan sheets and issued hundreds of
grading permits
Exceeded customer service goals for turnaround time and number of reviews.
Monitored changes to storm water regulations:
Provided updates to Land Development-Planning section of Jurisdictional Runoff Management Plan
(JRMP).
Attended meetings and participated in development of Countywide Model BMP Design Manual.
Attended Co-permittee meetings regarding Watershed Management Area Analysis (WMAA).
Updates to Prior Lawful Approval language and Alternative Compliance Program options.
Participated in Co-permittee sharing on TCBMP tracking processes.
Contributed to the Co-permittee Land Development Workgroup.
Ongoing in-house training on new regulations for other divisions.
KEY GOALS FOR 2017-18:
Complete TDM ordinance adoption and implement TDM practices.
Update engineering standards to be consistent with the General Plan Mobility Element and the Village/Barrio
Master Plan.
Continue to refine all procedures and systems to increase the efficiency of project approvals.
Continue to prepare engineering technicians and inspectors to perform storm water inspections.
Complete the citywide street and pedestrian light study and update the engineering standards.
SIGNIFICANT CHANGES:
None.
E-8
PROGRAM: LAND USE PLANNING & PLANNING COMMISSION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013210, 0013215,
0013220
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $2,477,105 $2,542,353 $2,608,454 $2,607,955
MAINTENANCE & OPERATIONS 902,782 1,081,662 1,271,343 833,037
CAPITAL OUTLAY 2,092 452 0 0
GRAND TOTAL $3,381,979 $3,624,467 $3,879,797 $3,440,992
FULL TIME POSITIONS 21.00 20.00 20.00 20.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
MISSION STATEMENT:
The Planning Division’s mission is to help guide the planned physical development of the city in a manner that enhances
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 and ensure
consistency of all development proposals with the city’s general plan, zoning, subdivision, Local Coastal Program,
and environmental ordinances. Update development standards as needed. Ensure the efficient processing for city
CIP projects, including environmental clearance.
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. Represent the city
in regional planning matters at SANDAG and advise the City Council representative to the SANDAG board and
committees.
Implementation of General Plan and Growth Management Plan Ensure that all new planning programs and development projects are consistent with the goals, policies and
objectives of the General Plan, as well as the performance standards of the Growth Management Plan. Update the
General Plan as needed to comply with state requirements and to address local issues.
Customer Service/Public Information Provide the highest level of customer service at the Development Services Counter when providing planning and
zoning information, reviewing building permits, and processing administrative permits.
KEY ACHIEVEMENTS FOR 2016-17:
Completed negotiations with Coastal Commission staff on revisions to the Proposition D Cannon Road
Agricultural/Open Space Zone. The amendments were recommended for approval by the Planning Commission
and adopted by the City Council. Conducted a Planning Commission public workshop to confirm areas of the second draft of the Village and Barrio
Master Plan that should be revised or studied for potential revision.
Developed a request for proposals to obtain consultant assistance with the third draft of the Village and Barrio
Master Plan. A consultant was recommended by staff and approved by the City Council.
Continued work on the Village, Barrio and Beach Area Parking Study and presented phase 1 findings to the Planning
Commission. Prepared and processed code amendments related to Housing Density Bonus and Recycling.
E-9
PROGRAM: LAND USE PLANNING PAGE TWO
& PLANNING COMMISSION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013210, 0013215,
0013220
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Worked with the California Coastal Commission and SANDAG Service Bureau on projects listed on the annual
work plan developed as part of the pilot program staffing agreement. Obtained City Council confirmation to
complete the full term of the agreement.
Assisted the staff of the California Coastal Commission in the review of Local Coastal Program Amendments for a
number of local projects including the Marja Acres land use amendments from the General Plan Update. Continued
monthly coordination meetings with Coastal Commission staff on various policy and project specific issues.
Prepared and submitted Local Coastal Program Amendment applications for the Density Bonus and Recycling
Requirements Ordinances. Also prepared and submitted were applications for the implementation of Proposition
D and the Poinsettia 61project.
Processed development permits for the LEGOLAND Hotel California II and employee parking structure.
Completed the Final EIR and public hearings for the Uptown Bressi and Poinsettia 61 projects.
Reviewed plans and completed permit processing for the Viasat Bressi Ranch Campus.
Completed the update to the 2013-2021 Housing Element as required by state law.
Processed permits for city capital projects (park, sewer, water, drainage, and road projects).
Continued to work with the Agricultural Conversion Mitigation Fee Committee and grant recipients.
Completed entitlements for numerous private development projects requiring administrative permits or approvals
from the Planning Commission or City Council.
Continued to work with numerous parties on revitalization efforts in the Village Area and processed permits for
administrative and discretionary review.
Performed the environmental review on all private developments and city capital projects.
Reviewed and approved the environmental section of all City Council staff reports.
Completed the recruitment process for an Administrative Secretary, Senior Office Specialist, Associate Planner,
Senior Planner, and Principal Planner positions.
KEY GOALS FOR 2017-18:
Top Quality Services Meet or exceed the following Planning Division Performance Measures:
o Process all applications for a decision within California Permit Streamlining Act timeframes.
o Obtain a customer satisfaction rating of 90 percent or better as measured by the annual BW Research
Planning Division Customer Satisfaction Survey. Complete the third draft of the Village & Barrio Master Plan.
Complete a Sea Level Rise Vulnerability Assessment and a draft of the updated Local Costal Program (LCP) Land
Use Plan in accordance with the requirements of the California Coastal Commission and Ocean Protection Council
Grants awarded to the City of Carlsbad.
Complete the draft of the updated Zoning Ordinance.
Prepare the energy conservation ordinances identified in the Draft Climate Action Plan.
Update the Cultural Resource Guidelines with the assistance of a qualified consultant. Coordinate with interested
parties such as local tribal governments and other stakeholders.
Continue to revise procedures and policies to ensure the efficient processing of all projects.
Provide strategic advice regarding land use and long-term planning in the city to the Planning Commission and
City Council.
Process all private development permits in a timely manner and ensure a high level of project quality. Process required permits for the revitalization of The Shoppes at Carlsbad.
Continue to participate on the project team for the Carlsbad Coastal Corridor Project. Assist in the planning and approval process for the Chestnut Avenue Railroad Crossing and the NCTD/SANDAG
Railroad Double-tracking project.
Review and process environmental reports and related documents.
Implement terms of the General Plan Lawsuit Settlement Agreement assigned to the Planning Division.
Develop the annual Comprehensive Work Plan required as part of the staffing agreement with the California
Coastal Commission and SANDAG Service Bureau.
Participate in the implementation of the EnerGov Permitting software.
SIGNIFICANT CHANGES:
None.
E-10
PROGRAM: BUILDING
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0013610
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $952,538 $1,136,136 $1,301,601 $1,155,049
MAINTENANCE & OPERATIONS 846,371 869,944 638,277 1,200,110
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,798,909 $2,006,080 $1,939,878 $2,355,159
FULL TIME POSITIONS 7.00 10.00 12.00 10.00
HOURLY/FTE POSITIONS 2.00 1.00 1.00 1.00
MISSION STATEMENT:
The Building Division reviews applications for building permits, routes applications to applicable departments, issues
permits, and inspects structures under construction for compliance with California Building Code Regulations.
PROGRAM ACTIVITIES:
Receive and process building permit applications; coordination of other city departments for building permit
approval and issuance. Field inspection of construction for all new or remodeled residential, commercial and
industrial structures.
KEY ACHIEVEMENTS FOR 2016-17:
Issued over 4,500 permits valued at approximately $185 million for various types of construction projects.
Performed over 27,000 combination building inspections the next working day following an inspection request.
Performed final building inspections on over 600 dwelling units and 95,000 square feet of commercial development.
Issued over 1,400 Photovoltaic (PV) energy systems permits and performed over 1,800 PV system inspections.
Issued over 300 separate storm water permits and performed over 1,900 storm water pollution prevention
inspections.
Implemented California Green Code Waste Reduction Requirements and Recycling Requirements for all projects.
Went live in November with new land management software (EnerGov) and equipped inspectors with mobile
applications.
Continued migration with metadata of historical files into HPRM for future public access.
KEY GOALS FOR 2017-18:
Top Quality Services
Respond to 98 percent of requests for field inspections the next working day by using EnerGov IG inspect
application, a priority-based system for inspection requests based on geographic routing. Provide storm water
NPDES proactive inspection scheduling and effective project management. Hire an intern building inspector, through program cooperation at local technical colleges, as part of succession
planning.
Manage third party Building Permit Plan Check Reviews to achieve excellent turnaround times for business and
residential projects.
Update Building Division Records Management Program and continue to digitally store and retrieve permanent
records. Complete conversion of 150,000 pages of stored plans into a digital format and migrate to the HPRM
document management system.
Provide specific staff development training for each employee on the California Building Codes, Storm Water
regulations and accessibility for our disabled community.
PROGRAM: BUILDING PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT
ACCT NO. 0013610
E-11
KEY GOALS FOR 2017-18 (continued):
Continue to collaborate with Construction Management Inspection and Building Inspection staff for storm water
compliance to ensure a more efficient use of time and resources. Provide structural plan review for retaining walls
shown on grading plans.
Monitor customer service satisfaction surveys to improve Building Division’s effectiveness and performance.
SIGNIFICANT CHANGES:
Reduction of 1.0 limited-term Building Inspector position and 1.0 limited-term Building Technician position.
E-12
PROGRAM: HOUSING & NEIGHBORHOOD SERVICES
FUND: VARIOUS
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,183,325 $1,481,348 $1,553,161 $1,635,336
MAINTENANCE & OPERATIONS 8,057,592 11,160,666 7,938,129 8,604,139
CAPITAL OUTLAY 61,441 43,859 0 0
GRAND TOTAL $9,302,358 $12,685,873 $9,491,290 $10,239,475
FULL TIME POSITIONS 12.00 13.00 13.00 13.00
HOURLY/FTE POSITIONS 0.34 0.34 0.84 2.34
NEIGHBORHOOD
SERVICES
13%
AFFORDABLE
HOUSING
5%
SECTION 8 RENTAL
ASSISTANCE
65%
COMMUNITY
DEVELOPMENT
BLOCK GRANT
5%
VILLAGE OBLIGATION
RETIREMENT FUND
12%
E-13
PROGRAM: NEIGHBORHOOD SERVICES
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0012510/
0012520/0012910/
0012530/1502810
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $356,378 $487,133 $544,089 $722,847
MAINTENANCE & OPERATIONS 296,444 265,317 442,822 569,384
CAPITAL OUTLAY 868 27,174 0 0
GRAND TOTAL $653,690 $779,624 $986,911 $1,292,231
FULL TIME POSITIONS 3.78 4.48 4.48 5.45
HOURLY/FTE POSITIONS 0.34 0.34 0.84 1.84
GENERAL FUND $646,202 $769,624 $976,911 $1,282,231
SPECIAL REVENUE 7,488 10,000 10,000 10,000
TOTAL FUNDING $653,690 $779,624 $986,911 $1,292,231
MISSION STATEMENT:
Serving to engage and connect the community, its neighborhoods, and its people in the development and
implementation of programs which provide for affordable housing and help strengthen neighborhoods through
partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad.
PROGRAM ACTIVITIES:
Code Enforcement
Assist residents and provide expertise regarding zoning, housing, building and miscellaneous Municipal Code
inquiries.
Community Funding Program
Assist community organizations, winning teams and special events that benefit the residents of Carlsbad.
Community Relations Program and Neighborhood Liaisons
Coordinate programs to meet the needs of our diverse community.
Provide a central point of contact between residents and city government.
Coordinate neighborhood service interdepartmental response teams.
Employment Hiring Center
Administer contract to provide a hiring center that assists day laborers in obtaining employment.
Neighborhood Organization and Engagement Initiative
Assist residents and business owners to create neighborhood organizations/associations to assist with
enhancement and/or problem-solving.
Engage neighborhood leaders in enhancement efforts.
Assist residents and business owners to address neighborhood issues and concerns.
Manage the Nextdoor social media platform.
Volunteer Program
Recruit and coordinate volunteer services.
Match volunteers with appropriate programs and projects to allow for community problem solving and extension of
city services.
Encourage an environment of volunteerism throughout the community.
Manage Mediation program.
Manage the CityStuff program.
E-14
PROGRAM: NEIGHBORHOOD SERVICES PAGE TWO
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 0012510/
0012520/0012910/
0012530/1502810
KEY ACHIEVEMENTS 2016-17:
Via Nextdoor, staff now connects with over 20,000 residents (18 percent of households) weekly. Nextdoor is a
social media effort to strengthen connections between neighbors and neighborhoods, and continue marketing and
recruitment efforts for community functions.
In partnership with the YouSchool and Servant Leadership Institute, the city successfully implemented the
Carlsbad Student Leader Academy. This program enabled the city to connect with 78 youth leaders in the
community and develop their leadership skills.
In September of 2016, the Code Enforcement staff transitioned from a traditional five day service division to now
providing service to the community seven days a week. This shift has raised the level of customer service and
has been well received by the community.
KEY GOALS 2017-18:
Continue to modernize Code Enforcement and increase education campaign for programs.
Establish and continue strong neighborhood connections through various mediums.
Establish community liaison programs and relationships.
Continue dissolution actions for the Carlsbad Redevelopment Agency.
SIGNIFICANT CHANGES:
Reallocation of full-time and part-time staff within the Housing and Neighborhood Services department to better
reflect workload. Addition of 1.0 FTE part-time positions to support expanded Code Enforcement activities.
E-15
PROGRAM: AFFORDABLE HOUSING
FUND: SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 1332621
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $274,299 $414,359 $386,997 $332,354
MAINTENANCE & OPERATIONS 198,132 153,220 185,616 214,535
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $472,431 $567,579 $572,613 $546,889
FULL TIME POSITIONS 3.27 3.40 3.00 2.60
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.50
MISSION STATEMENT:
Serving to engage and connect the community, its neighborhoods, and its people in the development and
implementation of programs which provide for affordable housing and help strengthen neighborhoods through
partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad.
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.
Down Payment and Closing Cost Assistance Program.
Minor Home Repair Program.
Develop new opportunities for affordable housing.
Affordable Housing Financial Assistance
Negotiate and prepare financial assistance and loan documents for construction of single-family and multi-family
affordable housing projects.
Inclusionary Housing
Continue to 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 projects.
Assist with development of affordable housing projects from concept to construction.
KEY ACHIEVEMENTS 2016-17:
Partnered with municipalities throughout San Diego County to successfully support furthering fair housing choices
for all residents.
KEY GOALS 2017-18:
Continue to work with inclusionary housing developers to produce additional homes affordable to low income
housings. The goal is to support the start of construction for at least 100 new affordable homes.
SIGNIFICANT CHANGES:
Addition of 0.50 FTE part-time position to assist with inclusionary housing program. Reallocation of full-time staff
within Housing and Neighborhood Services to better reflect workload.
E-16
PROGRAM: RENTAL ASSISTANCE
FUND: SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 190XXXX
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $371,280 $403,134 $422,688 $388,410
MAINTENANCE & OPERATIONS 5,878,623 5,710,768 5,590,382 6,298,030
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $6,249,903 $6,113,902 $6,013,070 $6,686,440
FULL TIME POSITIONS 3.60 3.60 4.00 3.50
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
MISSION STATEMENT:
Serving to engage and connect the community, its neighborhoods, and its people in the development and
implementation of programs which provide for affordable housing and help strengthen neighborhoods through
partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad.
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 and fully utilizes funding allocation.
Family Self-Sufficiency
Enable unemployed, under-employed or under-educated low-income families achieve economic independence
from welfare.
Assist families identify barriers to becoming self-sufficient.
Provide guidance to families for establishing 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 which is at a minimum “Standard
Performer” and with a goal of “High Performer.”
Achieve and maintain a lease rate utilizing 98 percent 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
educational opportunities, and conducting owner outreach presentations.
KEY ACHIEVEMENTS 2016-17:
Provided monthly rental assistance to approximately 600 very low and extremely low-income households.
Received “High Performer” ranking under SEMAP (seventh consecutive year, due to outstanding job performance).
KEY GOALS 2017-18:
Implement a new software program to improve operational efficiency and reduce the need for paper file storage
and increase the ability for electronic file storage.
SIGNIFICANT CHANGES:
Reallocation of full-time staff in Housing and Neighborhood Services to better reflect workload.
E-17
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
FUND: SPECIAL REVENUE
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 391XXXX
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $73,434 $68,495 $81,885 $72,477
MAINTENANCE & OPERATIONS 530,881 254,335 436,286 435,319
CAPITAL OUTLAY 60,573 16,685 0 0
GRAND TOTAL $664,888 $339,515 $518,171 $507,796
FULL TIME POSITIONS 0.50 0.67 0.67 0.60
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
MISSION STATEMENT:
Working in partnership with the community to provide tools and resources that promote and sustain vibrant, thriving
neighborhoods.
PROGRAM ACTIVITIES:
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process for
identifying 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 at least 2 public meetings/hearings to review and obtain comments on the city’s CDBG Program.
Conduct selection process to identify those programs and projects that will provide the maximum benefit to low
income residents of Carlsbad.
Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines, resulting in no
uncorrected audit findings from HUD.
KEY ACHIEVEMENTS 2016-17:
Provided funding assistance to 6 nonprofit, non-city organizations and assisted over 1,700 low income Carlsbad
residents.
Provided $168,329 to provide direct ADA enhancements to the Barrio Area to improve neighborhood accessibility. Provided $600,000 in funding to assist a nonprofit in the acquisition of property for a service center for low income
residents of Carlsbad.
KEY GOALS 2017-18:
Successful completion and submission of the FY 2016-17 Consolidated Annual Plan Evaluation Report (CAPER).
Successful submission and HUD approval of the Annual CDBG Action Plan for FY 2017-18.
Project identification and related expenditure plan for CDBG funds for additional affordable home project(s).
Review and consideration of modifications for annual CDBG funding plan and selection process.
SIGNIFICANT CHANGES:
Reallocation of full-time staff within Housing and Neighborhood Services to better reflect workload.
E-18
PROGRAM: SUCCESSOR AGENCY (REDEVELOPMENT) OPERATIONS
VILLAGE AREA
FUND: TRUST
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 8012410
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $107,934 $108,227 $117,502 $119,248
MAINTENANCE & OPERATIONS 1,153,512 4,777,026 1,283,023 1,086,871
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,261,446 $4,885,253 $1,400,525 $1,206,119
FULL TIME POSITIONS 0.85 0.85 0.85 0.85
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
PROGRAM ACTIVITIES:
Complete various activities associated with dissolution of the Redevelopment Agency.
Complete any projects set forth within the approved Recognized Obligation Payment Schedule (ROPS) and ensure
payment of all debt obligations as set forth by the Oversight Board.
Coordinate the activities of the Oversight Board, and complete assignments of the Oversight Board.
Transfer ownership of redevelopment agency property to appropriate agency, or sell said property as set forth by
the Oversight Board.
KEY ACHIEVEMENTS 2016-17:
Successfully completed all of the required financial audits for the sunset of the program.
Partnered and worked collaboratively to reach approval by the State of California’s Department of Finance.
KEY GOALS 2017-18:
HNS staff will coordinate with the City Attorney’s Office, Finance Department, the Oversight Board, the State of
California and County of San Diego to ensure proper implementation of the Successor Agency and take
appropriate actions to continue to dissolve the former redevelopment agency in a timely manner and ensure
repayment of all approved debt obligations.
Complete approved redevelopment projects as set forth within the certified ROPS and submit all required reports
on dissolution activities to the State of California and the County of San Diego.
SIGNIFICANT CHANGES:
None.
E-19
PROGRAM: LIBRARY & CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: LIBRARY & CULTURAL ARTS SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $6,856,861 $7,191,347 $7,692,422 $7,873,598
MAINTENANCE & OPERATIONS 4,066,134 4,119,374 5,043,553 5,070,100
CAPITAL OUTLAY 10,702 991,690 19,368 0
GRAND TOTAL $10,933,697 $12,302,411 $12,755,343 $12,943,698
FULL TIME POSITIONS 50.25 50.50 50.50 51.50
HOURLY/FTE POSITIONS 60.11 59.83 59.83 59.83
DEPARTMENT DESCRIPTION:
The Library & Cultural Arts Department provides educational, informational, and cultural arts services for all community
members, which contributes to the quality of life by supporting lifelong learning, the pursuit of knowledge, and creating
the availability of community gathering places. The Library & Cultural Arts Department operates three public facilities
that include the Carlsbad City Library on Dove Lane, the Georgina Cole Library on Carlsbad Village Drive and the
Library Learning Center on Eureka Place. The Carlsbad City Library is also home to the Ruby G. Schulman Auditorium
and the William D. Cannon Art Gallery, which both offer a variety of visual arts, performing arts, and art education
programming and services.
KEY ACHIEVEMENTS FOR 2016-17:
With the redesign of the Georgina Cole and Carlsbad City Libraries completed, focus turned to advancing new
service delivery models and achieving enhanced community gathering, learning and cultural experiences. Launched the new Carlsbad City Library Exploration HUB, a community makerspace that invites the public to
attend classes and experiment with 3D printing and design, photo and video digitization, coding and electronics,
and digital crafting.
Pursued and implemented new technology innovations including 1 Gigabit high-speed internet, mobile circulation
capabilities, upgraded credit card security, and Tap & Go smart phone payment options.
Evaluated staff skill sets and provided additional cross-training, to improve efficiency and economies of scope.
Initiated an ongoing program with a local men’s shelter to promote library services and provide on-site instruction
on computing skills, resume writing, and reading literacy.
KEY GOALS FOR 2017-18:
Complete an arts and cultural master plan that responds to community interests and creates a vision and strategies
to advance the development of arts and cultural programs and services. Continue to evaluate the use of performance measures to focus on outcomes and impact of programs as well as
resource allocation.
Advance succession planning efforts.
SIGNIFICANT CHANGES:
Addition of 1.0 full-time limited-term Senior Program Manager for succession planning and staff development.
E-20
PROGRAM: LIBRARY & CULTURAL ARTS PAGE TWO
FUND: VARIOUS
PROGRAM GROUP: LIBRARY & CULTURAL ARTS SUMMARY
WORKLOAD STATISTICS:
LIBRARY STATISTICS FY13-14 FY14-15 FY15-16
System-wide
Reference questions 271,855 262,798 205,484
Circulation 1,328,734 1,293,282 1,103,090
People count 791,533 804,003 609,679
Computer use 125,185 114,946 84,295
e/Audio book use 38,968 44,164 53,628
Total volunteer hours 25,106 24,078 21,108
Children’s programs/Attendance 985/43,061 1,040/45,947 933/34,134
Adult programs/Attendance 473/12,692 567/14,037 373/20,516
Facility rentals/Attendance 925/47,384 892/50,841 519/34,391
Collections & Technical Services
Items catalogued and processed 31,769 29,888 27,693
Items removed from collection 45,938 43,594 48,590
Literacy Programs
Literacy learners 144 113 97
Literacy volunteer tutors 122 108 91
Literacy volunteer hours donated 12,996 11,341 10,753
CULTURAL ARTS STATISTICS FY13-14 FY14-15 FY15-16
Events/Attendance 78/80,381 80/87,000 88/85,000
Community Arts Grants/$$$ 18/$25,000 23/$50,000 22/$50,000
E-21
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014010
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,521,754 $1,593,087 $1,676,372 $1,812,826
MAINTENANCE & OPERATIONS 986,345 1,122,298 1,249,152 1,324,895
CAPITAL OUTLAY 0 697,134 0 0
GRAND TOTAL $2,508,099 $3,412,519 $2,925,524 $3,137,721
FULL TIME POSITIONS 12.00 12.00 12.00 13.00
HOURLY/FTE POSITIONS 3.90 3.39 3.39 3.83
WORK PROGRAM:
Library & Cultural Arts Administration provides management and leadership for the delivery of library and cultural arts
programs and services; plans for the efficient use of resources and facilities; coordinates relations with local, state and
federal government agencies; provides liaison services to Library Board of Trustees, Arts Commission, Historic
Preservation Commission; the Friends of the Library, the Carlsbad Library & Arts Foundation, the Carlsbad Friends of
the Arts, and the Serra Cooperative Library System.
PROGRAM ACTIVITIES:
Conduct strategic planning, set programs and services, monitor and respond to industry trends.
Manage all personnel and volunteer recruitment activities; develop and maintain policies and procedures; provide
centralized training services for all staffing and volunteer services.
Develop and monitor budgets, contract and grant administration, and purchasing and accounting processes.
Develop and plan technology solutions to effectively deliver Library & Cultural Arts services.
Participate in and promote public education pertaining to the general history of Carlsbad, historic areas and sites.
KEY ACHIEVEMENTS FOR 2016-17:
Reorganized the administrative team, improving efficiency, economies of scope and cross-training.
Selected a vendor through a request for proposal process for public print and copy management.
Pursued and implemented new technology innovations including 1 Gigabit high-speed internet, mobile circulation
capabilities, upgraded credit card security, and Tap & Go smart phone payment options.
Launched staffing and succession planning efforts and adopted a strategic planning framework to align staffing
with evolving services and priorities.
KEY GOALS FOR 2017-18:
Use data analysis tools to evaluate visitor and collection usage patterns and make appropriate adjustments to staff
schedules and resource allocations.
Implement public print and copy management system which will include wireless capabilities and streamlined
payment methods.
Assess lifelong learning programs and services to ensure they meet the needs of the community.
Use consultant recommendations to determine the optimal business model for the Carlsbad City Library café space
and vet tenant proposals accordingly.
Advance succession planning efforts.
SIGNIFICANT CHANGES:
Addition of 1.0 full-time limited-term Senior Program Manager for succession planning and staff development.
E-22
PROGRAM: CIRCULATION SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014015
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $901,731 $977,200 $1,126,103 $1,107,795
MAINTENANCE & OPERATIONS 152,809 164,093 188,461 169,360
CAPITAL OUTLAY 0 23,647 0 0
GRAND TOTAL $1,054,540 $1,164,940 $1,314,564 $1,277,155
FULL TIME POSITIONS 4.50 4.50 4.50 4.50
HOURLY/FTE POSITIONS 21.40 22.12 22.12 21.08
WORK PROGRAM:
Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of all library print
and audio/visual materials.
PROGRAM ACTIVITIES:
Issue new and replacement library cards to borrowers and Internet users.
Circulate print and audio/visual materials.
Track reserved and overdue items; sort, organize and shelve all library materials.
Collect fines and fees; reconcile daily money transactions, and oversee collection agency accounts.
Coordinate Carlsbad’s participation in county-wide delivery and return of Serra Cooperative member library materials.
Collect retired flags from deposit boxes; bundle and deliver to Fire Department for proper disposal.
Conduct an annual inventory of the collection.
Maintain accuracy of user records through reports.
Explain policy and procedures.
Answer basic collection related questions.
KEY ACHIEVEMENTS FOR 2016-17:
Improved catalog accuracy by conducting a system-wide collection inventory using newly deployed handheld RFID
scanners.
Improved staffing efficiency through cross-training, resulting in the ability to schedule staff at any library facility.
Updated internal procedures to support a consistent user experience across all library facilities.
Adopted mobile device-based checkout and registration tools to enhance outreach at schools and community
events.
Tested and evaluated new service desk model at the Georgina Cole Library and made adjustments as necessary
to best serve the needs of the library patrons.
KEY GOALS FOR 2017-18:
Continue assessment and redistribution of staff across facilities to better align with customer use patterns.
Create a catalog of circulation training videos to improve the new employee onboarding process.
Simplify the ability to locate and reshelve picture books through improved labeling at all locations.
SIGNIFICANT CHANGES:
None.
E-23
PROGRAM: REFERENCE SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014016
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,597,006 $1,628,755 $1,774,614 $1,809,442
MAINTENANCE & OPERATIONS 722,721 683,043 788,412 806,942
CAPITAL OUTLAY 0 0 19,368 0
GRAND TOTAL $2,319,727 $2,311,798 $2,582,394 $2,616,384
FULL TIME POSITIONS 10.75 11.00 11.00 11.00
HOURLY/FTE POSITIONS 15.23 14.79 14.79 15.30
WORK PROGRAM:
Reference Services staff assists the public with information needs; locates library materials for patrons; provides
instruction on resource use; performs research for the public, local business, and government; and provides reader’s
advisory assistance. The Genealogy & Carlsbad History Division provides reference and instructional assistance to
patrons researching their ancestry and preserves Carlsbad history materials for public research. The Division works
closely with the North San Diego County Genealogical Society, a partner organization of the Carlsbad City Library, to
provide educational genealogy programs for the community.
PROGRAM ACTIVITIES:
Respond to in-person, telephone, email, and text reference questions; provide instruction, classes, and tours;
assist the public with access to digital resources; administer services to homebound patrons.
Manage collection of over 300 magazines, newspapers and related back files; select books, digital resources, and
other materials; facilitate book clubs and other programs for adults and teens.
The Genealogy & Carlsbad History Division manages the selection and organization of a 50,000 volume collection,
digital resources, over 40 archival collections and provides instruction and assistance to the public.
KEY ACHIEVEMENTS FOR 2016-17:
Opened the Exploration HUB at the Carlsbad City Library, reallocating staff time to provide instruction on 3D
printing and design, photo and video digitization, coding and electronics, and digital crafting.
Tested and evaluated new service desk model at the Georgina Cole Library and made adjustments as necessary
to best serve the needs of the community.
Offered new adult and teen programs including mindfulness workshops, board game sessions, gardening events,
open mic nights, and ukulele classes.
Collaborated with the Carlsbad Municipal Water District (CMWD) to digitize a library-held collection of CMWD
materials to archival standards. This project initiated development of new searchable metadata standards, quality-
control procedures and a plan for future access to digital collections.
Aligned and refreshed Genealogy & Carlsbad History programs, including utilizing the Library Learning Center
Computer Lab to teach hands-on classes on electronic genealogy resources and collaborating with other divisions
to offer coordinated programming.
Designed and purchased book bike with budget enhancement funds for increased outreach opportunities.
KEY GOALS FOR 2017-18:
Work with other divisions to offer Books-To-Go book bike service and programming citywide.
Purchase equipment, develop and implement programming for Mobile Maker Space to serve the northern portion
of the Carlsbad community.
Increase the number of digitized archival materials, available online and accessible to the community.
Recruit and onboard for a new Senior Librarian following the retirement of 30-year employee.
SIGNIFICANT CHANGES:
None.
E-24
PROGRAM: CHILDREN’S SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014035
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $867,593 $913,831 $958,977 $955,862
MAINTENANCE & OPERATIONS 302,308 290,438 315,842 320,669
CAPITAL OUTLAY 0 27,302 0 0
GRAND TOTAL $1,169,901 $1,231,571 $1,274,819 $1,276,531
FULL TIME POSITIONS 7.00 7.00 7.00 7.00
HOURLY/FTE POSITIONS 6.00 5.79 5.79 5.55
WORK PROGRAM:
The Children’s Services Division supports the educational, literacy, informational, cultural and recreational needs of
young patrons from infants through teens, as well as their parents, caregivers and teachers.
PROGRAM ACTIVITIES:
Design curriculum for, and present, developmental programs for children year-round. This includes weekly early
literacy story time programs that cover the various developmental stages of babies through preschoolers. Design weekly educational and cultural programs for school-age children that promote a love of reading and
learning by pairing stories with hands-on activities that support science, technology, engineering, arts and math.
Develop and manage reading incentive programs for youth of all ages, including the division’s signature annual
event, the Summer Reading Program (SRP).
Promote reading by connecting children with books through readers’ advisory and the careful selection of materials.
Answer reference questions and provide assistance in using internet computers for research and homework.
Manage the Homework Zone program which offers children in grades 1-12 personalized homework assistance.
Provide library instruction and tours for children, teens and other youth-related groups.
Offer age-appropriate technology classes on topics students need to achieve digital literacy.
Provide leadership opportunities and community service hours for hundreds of teens during the SRP.
Connect with residents through calendars, website and targeted enewsletters.
KEY ACHIEVEMENTS FOR 2016-17:
Updated collection management guidelines for assigned areas of the Juvenile collection.
Successfully migrated all Summer Reading Program volunteer activities to Better Impact, the city’s online volunteer
management software. Tested and evaluated new service desk model at the Georgina Cole Library and made adjustments as necessary
to best serve the needs of children and their families.
KEY GOALS FOR 2017-18:
Understand and better meet the needs of the community by:
o Analyzing and developing effective survey tools for program planning.
o Building partnerships and strengthening support for local students and educators.
o Evaluating and implementing changes in staffing and points of service at the Georgina Cole Library.
Recruit and onboard new children’s services librarian to fill the vacancy left through retirement.
SIGNIFICANT CHANGES:
None.
E-25
PROGRAM: COLLECTIONS & TECHNICAL SERVICES
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014040/1454010-11
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $742,231 $772,225 $785,625 $797,454
MAINTENANCE & OPERATIONS 990,722 1,014,637 1,359,796 1,342,542
CAPITAL OUTLAY 0 37,101 0 0
GRAND TOTAL $1,732,953 $1,823,963 $2,145,421 $2,139,996
FULL TIME POSITIONS 7.00 7.00 7.00 7.00
HOURLY/FTE POSITIONS 3.00 2.78 2.78 2.93
GENERAL FUND $1,689,128 $1,740,740 $2,014,421 $2,029,996
SPECIAL REVENUE 43,825 83,223 131,000 110,000
TOTAL FUNDING $1,732,953 $1,823,963 $2,145,421 $2,139,996
WORK PROGRAM:
Collections & Technical Services coordinates the selection of materials and manages collection development for all library
facilities. Staff catalogs and prepares library materials for public use, evaluates new content formats, and devises new
cataloging procedures as new formats are added.
PROGRAM ACTIVITIES:
Coordinate selection, ordering, and receipt of print and non-print materials.
Catalog newly purchased and gift print and non-print materials.
Provide physical processing of newly added materials; repair damaged materials.
Generate daily, monthly, and annual statistical and system management reports.
Plan for new materials formats to add to the collection.
Prepare division and library-wide materials budgets; monitor expenditures for division and materials.
Keep collection current by removing outdated and unused materials and associated database records.
KEY ACHIEVEMENTS FOR 2016-17:
Expedited the availability of new materials for the public by implementing automated order acknowledgment and
database item records creation.
Incorporated enhanced data analysis to align purchasing of new materials with historical and emerging patron demand.
Increased usage of collection analysis software, allowing materials selection staff to maintain a high-quality collection
in a more efficient and cost-effective way.
Charted technical roles and responsibilities of the division staff and workflow as groundwork for identifying cross-training
and efficiency opportunities.
Updated the library’s collection management guideline statements and Collection Development Policy to reflect current
community needs.
KEY GOALS FOR 2017-18:
Make materials easier for patrons to discover by improving labeling, location and organization of materials on the
shelves.
Strategically cross-train division staff on procedures and practices to promote efficiency, staff engagement and a shared
understanding of purpose.
Explore streaming or downloadable media options to better meet patron demand for popular digital content.
Test, and implement as appropriate, web-based solutions for cataloging newly-acquired materials.
SIGNIFICANT CHANGES:
None.
E-26
PROGRAM: LITERACY/LEARNING CENTER
FUND: GENERAL
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014055/0014056
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $387,187 $442,040 $477,170 $479,894
MAINTENANCE & OPERATIONS 445,727 384,771 403,941 421,682
CAPITAL OUTLAY 9,236 12,753 0 0
GRAND TOTAL $842,150 $839,564 $881,111 $901,576
FULL TIME POSITIONS 3.00 3.00 3.00 3.00
HOURLY/FTE POSITIONS 5.40 5.70 5.70 5.66
WORK PROGRAM:
The Library Learning Center (LLC) serves as a resource to foster lifelong learning through its support of early
literacy, family literacy, and adult literacy programs and activities. In addition to providing general library
programs and services, the Learning Center provides two user-focused programs, Bilingual Services and Literacy
Services. Bilingual Services offers a welcoming and culturally sensitive environment for Spanish-speaking
patrons and non-traditional library users. Literacy Services provides tutoring to English-speaking adults who
want to improve their reading, writing, and computer skills.
PROGRAM ACTIVITIES:
Provide access to Spanish language and bilingual Spanish-English print and media collection, bilingual literature-
based programs for children, and homework assistance.
Offer learning assistance in reading, writing, comprehension, math, technology, and life skills to English-speaking
adults and students participating from Carlsbad High School.
Assess new learners to determine literacy needs and recommend a curriculum to help meet learning goals.
Manage volunteer tutors’ orientation, training, and on-going support in their role of promoting learners’ practical
application of literacy skills in the home, workplace, and community.
Actively network with community agencies and organizations, and schools to provide outreach, presentations,
information about library services, and the promotion of reading and literature.
Leverage partnerships to expand offerings to the community, for example, Osher Lifelong Learning Institute for
Lifelong Learning, AARP® tax assistance, and MiraCosta College Continuing Education English as a Second
Language programs.
Provide computer instruction to meet community needs, particularly across North Carlsbad.
KEY ACHIEVEMENTS FOR 2016-17:
Established the English as a Second Language instruction as an ongoing program.
Developed procedures and best practices to expand the Career Online High School program beyond the pilot
phase.
Developed plans for an improved layout of the LLC 1st floor service points to optimize customer service.
Onboarding of training coordinator.
KEY GOALS FOR 2017-18:
Evaluate English as a Second Language class offerings to align with community needs.
Develop a marketing plan for Career Online School leveraging the success of the first graduates in FY 2017-18.
Complete the LLC 1st floor service-point layout improvement to optimize customer service.
Recruit and onboard new principal librarian to fill the vacancy left through retirement.
SIGNIFICANT CHANGES:
None.
E-27
PROGRAM: COMMUNITY RELATIONS
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014060/1454013
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $269,608 $267,470 $293,396 $310,359
MAINTENANCE & OPERATIONS 194,344 160,301 293,316 263,242
CAPITAL OUTLAY 0 48,252 0 0
GRAND TOTAL $463,952 $476,023 $586,712 $573,601
FULL TIME POSITIONS 2.00 2.00 2.00 2.00
HOURLY/FTE POSITIONS 2.35 2.21 2.21 1.95
GENERAL FUND $400,384 $382,699 $404,706 $413,601
SPECIAL REVENUE 63,568 93,324 182,006 160,000
TOTAL FUNDING $463,952 $476,023 $586,712 $573,601
WORK PROGRAM:
The Community Relations Division supports the library’s adult program delivery, develops new programs based on
community interest and provides a wide range of event management services and related activities in support of
programs staged in the Ruby G. Schulman Auditorium, George and Patricia Gowland Meeting Room and other venues.
Responsibilities include overseeing rental facility operations, facility scheduling and providing technical support for
community and department-sponsored programs. Services provided include lighting and sound, presentation
technology and multi-media support. In addition, the Community Relations Division assists with internal communications
and external publicity for the department through managing the content and distribution of enewsletters and digital
signage, display and stocking of print collateral, and handling in-house reprint projects.
PROGRAM ACTIVITIES:
Coordinate marketing and publicity with the city’s Communications Office for library programs and services. This
includes website communications, enewsletters and social media initiatives.
Plan, execute and evaluate programs including special events, author lectures, play readings, film series, poetry
readings, writing workshops, and concert series.
Provide support for city and community use of the Schulman Auditorium and Gowland Meeting Room through facility
rentals.
Provide technical and event support for Library Learning Center and Georgina Cole Library programs.
Coordinate video and audio production services for department programs.
KEY ACHIEVEMENTS FOR 2016-17:
Completed final configuration of presentation and performance technology upgrades providing enhanced visual
experiences for attendees and users of the Schulman Auditorium and Cole Community Room.
Increased frequency of in-demand program offerings at Dove, including author talks, concerts and play readings.
An internal committee examined best practices for assessing community needs and developing programs that
address them.
KEY GOALS FOR 2017-18:
Identify and implement an improved venue management software solution with enhanced reporting, payment and
end-user capabilities. Analyze and update rental procedures and policies including a rental fee schedule that reflects current market rates.
Examine customer demand and staffing capacity to establish new rental spaces within existing library facilities. Research and deploy outcome-based performance measures to better plan and assess library program offerings.
Implement relationship and direct marketing campaigns to increase the number of venue rentals for community
programs during midweek periods and develop a clientele for any newly established rental spaces.
SIGNIFICANT CHANGES:
None.
E-28
PROGRAM: CULTURAL ARTS
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014062-65, 67
1484010-40/1754010-65
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $569,751 $596,739 $600,165 $599,966
MAINTENANCE & OPERATIONS 271,158 299,793 444,633 420,768
CAPITAL OUTLAY 1,466 145,501 0 0
GRAND TOTAL $842,375 $1,042,033 $1,044,798 $1,020,734
FULL TIME POSITIONS 4.00 4.00 4.00 4.00
HOURLY/FTE POSITIONS 2.83 3.05 3.05 3.53
GENERAL FUND $807,656 $1,011,242 $968,798 $963,198
SPECIAL REVENUE 34,719 30,791 76,000 57,536
TOTAL FUNDING $842,375 $1,042,033 $1,044,798 $1,020,734
WORK PROGRAM:
The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts education activities, and other cultural offerings to make connections among artists, cultural organizations, community groups, businesses, visitors and residents that sustain and promote a thriving, diverse, and creative city.
PROGRAM ACTIVITIES:
Produce nine TGIF Concerts in the Parks with accompanying souvenir program. Present visual arts exhibitions, performing arts and film programming at the Ruby G. Schulman Auditorium, the William D. Cannon Art Gallery and other Carlsbad locations. Administer Community Arts Grant program with the Carlsbad Arts Commission and community arts stakeholders. Work closely with Carlsbad Friends of the Arts on building their leadership and fundraising capacity.
Increase connection to residents through newsletters, website, direct emails, and informational brochures. Offer educational programs for youth and adults, including Three-Part-Art, Family Open Studios and arts camps. Deepen partnerships with Parks & Recreation Department with art installations at Leo Carrillo Ranch Historic Park
California History & Art Program.
KEY ACHIEVEMENTS FOR 2016-17:
Deployed new mobile stage for TGIF Concerts in the Parks including staff training and leveraged new support
($25K) to add an improved dance floor to enhance the audience experience. Developed and implemented strategies and recommendations for future public art based on the public art vision. Increased accessibility and visibility of cultural arts services through relocation of staff to the Carlsbad City Library.
Managed public art projects as part of enhancements at Aviara Community and Pine Avenue Community Parks. Maximized new support for community arts grants ($30K) by increasing the amount of funding awarded to
numerous proposals from arts and education organizations. In alignment with the Arts Commission’s priorities, utilized new public art funding ($100K) by enhancing public art
in the Dove Library, along with pursuing additional public art at Cole Library. Onboarded a new Cultural Arts Manager who was selected following a nation-wide search.
KEY GOALS FOR 2017-18:
Implement public art as part of enhancements at Pine Avenue Community and Aviara Community Parks. Engage the community, Carlsbad Arts Commission and stakeholders in developing a comprehensive arts and
culture master plan. Collaborate with various local organizations to enhance and broaden arts and cultural experiences in Carlsbad.
Analyze and develop effective survey tools. Develop strategies in multi-generational programming to appeal to a diverse array of community members.
SIGNIFICANT CHANGES:
None.
E-29
PROGRAM: PARKS & RECREATION
FUND: VARIOUS
PROGRAM GROUP: PARKS & RECREATION SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $7,410,498 $7,583,754 $8,364,221 $8,583,440
MAINTENANCE & OPERATIONS 15,859,266 15,827,898 16,813,787 16,324,975
CAPITAL OUTLAY 172,699 120,849 168,790 548,400
GRAND TOTAL $23,442,463 $23,532,501 $25,346,798 $25,456,815
FULL TIME POSITIONS 61.60 58.15 57.15 57.00
HOURLY/FTE POSITIONS 77.67 80.00 80.00 89.83
ADMINISTRATION &
PROGRAMS
37%
MAINTENANCE
34%
GOLF COURSE
29%
E-30
PROGRAM: PARKS & RECREATION ADMINISTRATION
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 0014510,
0014511, 0014545, 0014635,
1404515, 1494502-149507
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,411,263 $1,577,210 $1,642,254 $1,610,738
MAINTENANCE & OPERATIONS 731,346 598,855 676,945 732,613
CAPITAL OUTLAY 6,187 12,448 0 0
GRAND TOTAL $2,148,796 $2,188,513 $2,319,199 $2,343,351
FULL TIME POSITIONS 9.50 10.60 11.70 11.30
HOURLY/FTE POSITIONS 0.50 0.50 1.05 1.78
GENERAL FUND $2,118,072 $2,130,411 $2,186,249 $2,192,484
SPECIAL REVENUE 30,724 58,102 132,950 150,867
TOTAL FUNDING $2,148,796 $2,188,513 $2,319,199 $2,343,351
WORK PROGRAM:
The Parks & Recreation Department is accredited by the Commission for Accreditation of Park and Recreation
Agencies for excellence in operation and service. Parks & Recreation Administration provides department
leadership, planning and administrative services to help develop and sustain quality parks and recreation programs
and services.
PROGRAM ACTIVITIES:
Evaluate and monitor business processes to improve operations and performance.
Develop and monitor department budget and annual Capital Improvement Program.
Process and issue city special event permits.
Enhance the citywide trails system through land acquisition, construction, maintenance and volunteers.
Oversee the management agreement for The Crossings at Carlsbad municipal golf course.
Monitor recreation programs with participant surveys and community outreach.
Acquire funding and administer recreation program scholarships to low-income Carlsbad families.
Design, produce, and distribute Community Services Guides and Summer Camps Booklet.
Provide liaison services with the Parks & Recreation and Senior Commissions and Beach Preservation
Committee.
KEY ACHIEVEMENTS FOR 2016-17:
Maintained national accreditation from the Commission for Accreditation of Parks and Recreation Agencies.
Submitted application for Gold Medal agency status with the National Recreation and Park Association. Initiated feasibility studies for a multigenerational community center and outdoor adventure park.
Completed the Lake Calavera Trails Master Plan, including construction of a restroom facility. Completed the draft update to the Citywide Trails Master Plan and associated environmental study. Refined specifications and commenced public bidding for the Calavera Hills Community Park Gateway project.
Completed construction documents and commenced public bidding for the Leo Carrillo Ranch Historic Park
Master Plan Phase III project.
Completed construction documents and commenced public bidding for the Aviara & Poinsettia Community Parks’
Master Plan projects.
Completed construction documents for the Pine Avenue Community Park Master Plan project and commenced
construction of the community center and gardens.
Completed construction documents for the Ocean Street Beach Access Improvements project.
E-31
PROGRAM: PARKS & RECREATION ADMINISTRATION PAGE TWO
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 0014510-11,
0014545, 0014635,
1404515 & 1494502-507
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Renewed Right of Entry Permit with the State of California Parks & Recreation Department for restoration and
maintenance on the Tamarack Upper Picnic Facilities and the Tamarack/Frazee Coastal Bluffs.
Participated in Carlsbad Coastal Corridor improvement projects, including Terramar Coastal Area, Tamarack
Avenue/Carlsbad Boulevard Intersection and South Carlsbad Boulevard Travel Lane Striping.
Improved communications by providing contractor access to inspection software for park maintenance services.
Digitalized process for city special event permitting.
Updated and implemented cash handling procedures.
KEY GOALS FOR 2017-18:
Obtain Gold Medal agency status from the National Recreation and Park Association.
Complete feasibility studies for the mutigenerational community center and outdoor adventure park.
Oversee construction of the Calavera Hills Community Park Gateway project.
Oversee construction of the Pine Avenue Community Park Master Plan project.
Oversee construction of the Aviara & Poinsettia Community Parks’ Master Plan projects.
Oversee construction of the Ocean Street Beach Access Improvements project.
Process adoption of the updated Carlsbad Trails Master Plan, associated environmental study and amendment
to the General Plan and Local Coastal Program.
Initiate public outreach for drafting a Robertson Ranch Community Park Master Plan.
Draft restroom installation and amenities refurbishment plans for Hosp Grove Park.
Draft restroom installation plans for Cannon Park.
Reach consensus with the State of California Parks & Recreation Department for a long-term agreement to
assume maintenance and operation of California State Parks facilities.
Participate in the design, review and planning of the Carlsbad Coastal Corridor improvement projects.
Help coordinate dredging projects for the Agua Hedionda and Buena Vista Lagoons.
Open new interpretive exhibit in the Kindle Theatre at Leo Carrillo Ranch Historic Park.
Commence with Phase I recommendations of the Leo Carrillo Ranch Historic Park outdoor interpretive sign plan.
Upgrade community center digital sign boards to help promote and market parks and recreation activities.
Research options for a new enterprise activity software program.
Update section 11.32 Parks and Beaches section of the Carlsbad Municipal Code.
SIGNIFICANT CHANGES:
Addition of 1.0 full-time Park Planner. Other position reallocations were made within Parks & Recreation.
E-32
PROGRAM: RECREATION
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 0014520-44, 0014547-73/1434567
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $3,332,015 $3,495,572 $3,935,489 $4,122,617
MAINTENANCE & OPERATIONS 2,527,250 2,436,980 2,741,273 2,931,648
CAPITAL OUTLAY 18,461 4,662 0 0
GRAND TOTAL $5,877,726 $5,937,214 $6,676,762 $7,054,265
FULL TIME POSITIONS 20.75 19.95 19.85 20.25
HOURLY/FTE POSITIONS 65.83 68.24 67.69 78.32
GENERAL FUND $5,851,877 $5,914,519 $6,629,262 $6,965,765
SPECIAL REVENUE 25,849 22,695 47,500 88,500
TOTAL FUNDING $5,877,726 $5,937,214 $6,676,762 $7,054,265
WORK PROGRAM:
The Parks & Recreation Department offers a wide range of programs and services including youth and adult sports,
instructional classes, camps, aquatics, preschool, teen and senior programs and special events. The department also
operates three community centers, a senior center, two aquatic centers, two historic sites, six large community parks,
two dog parks, two skate parks and 15 other unique parks.
PROGRAM ACTIVITIES:
Provide information, enrollment and registration services to the public on recreation programs and facilities.
Collect and account for program revenue to ensure efficient and cost effective programming.
Supervise operations and coordinate programs at community centers, parks and other city facilities.
Process applications and issue permits for use of facilities.
Promote fair and efficient use of athletic facilities for resident non-profit sports organizations.
Provide public access to the Agua Hedionda Lagoon via a use agreement with NRG.
Issue lagoon use permits and distribute information regarding rules and regulations.
Offer classes and camps for a wide range of ages and interests.
Conduct historic park educational and interpretive programming.
Instill values of good sportsmanship and respect in all recreation activities through T.R.U.S.T (Teaching Respect
Unity Sportsmanship and Teamwork).
Coordinate youth and adult competitive swim instruction and coaching.
Schedule use of pools for school and club swim, water polo and diving teams.
Educate and train the general public and city employees in first aid, Cardiopulmonary Resuscitation (CPR),
Automated External Defibrillator (AED) and water rescue skills.
Serve as a certification site for aquatics training programs through the American Red Cross.
Provide parent participation preschool and toddler programs.
Provide teen programs dedicated to providing fun, creative and healthy activities in a safe, supervised environment.
Arrange classes, seminars, professional services and other learning opportunities for seniors.
Provide transportation services to seniors between community locations to encourage connectivity.
Provide congregate and home meals to seniors at little or no cost.
Manage volunteer program which supports the Senior Center, Leo Carrillo Ranch and signature special events.
Create and offer a variety of special events for the community to enjoy.
E-33
PROGRAM: RECREATION PAGE TWO
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 0014520-44,
0014546-73/1434567
KEY ACHIEVEMENTS FOR 2016-17:
Achieved a balanced budget for Alga Norte Community Park with operating revenues covering operating
expenses.
Expanded food and beverage operations at Alga Norte Community Park by renovating a snack bar located by the
athletic fields.
Hosted the USA Swimming Speedo Sectional Championship at Alga Norte Community Park.
Completed a comprehensive analysis of the Monroe Street Pool to determine existing conditions.
Increased participation and revenue for instructional classes by 15 percent.
Increased participation and revenue for senior programs by 65 percent.
Developed a youth indoor soccer program lead by professional European soccer coaches.
Expanded the youth basketball program and introduced a new league for kindergartners.
Relocated the after school teen program during construction of a new teen center.
Maintained services and programs during renovations at Calavera Hills and Stagecoach Community Centers.
Partnered with Friends of Carrillo Ranch to offer school busing grants for the California History & Art Program.
Helped relocate library programs to recreation facilities during renovations at Cole and Dove Libraries.
Integrated online registration software with ePACT, a network providing emergency contact information.
Implemented new league registration software.
Earned statewide award from California Parks and Recreation Society for Joan Kindle, Community Champion.
Earned statewide recognition for Alga Norte Community Park marketing and communication plan.
Attained staff certification through the Certified Park and Recreation Professional program.
Cross trained staff to ensure succession planning, promote professional development and inspire new ideas.
KEY GOALS FOR 2017-18:
Provide top quality services by listening, engaging and responding to citizens.
Monitor and evaluate all program offerings and fees to remain competitive within the market.
Prepare and implement program plans for new amenities at Pine Avenue, Aviara and Poinsettia Community Parks.
Monitor and alter the business model at Alga Norte Community Park to maximize cost recovery.
Increase participation and revenue for instructional classes.
Increase participation in senior programs and classes to better serve this growing population.
Offer new instructional classes at Leo Carrillo Ranch for sewing, cooking, archaeology, reptiles, and native animals.
Implement recommendations from a comprehensive analysis of the Monroe Street Pool.
Conduct aquatic operational auditing at the Alga Norte Aquatic Center and Monroe Street Pool.
Implement recommendations of the Leo Carrillo Ranch Historic Park Outdoor Interpretive Sign Plan.
Collaborate with Library & Cultural Arts to open a new photography exhibit at Leo Carrillo Ranch.
SIGNIFICANT CHANGES:
Added 9.93 FTE part-time positions to support new programs, services and amenities for completed capital
improvement projects.
E-34
PROGRAM: PARKS AND TRAIL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 0014610, 0014620, 0014630
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $2,303,308 $2,092,723 $2,295,791 $2,336,201
MAINTENANCE & OPERATIONS 4,361,960 4,421,309 4,440,647 4,519,591
CAPITAL OUTLAY 1,612 0 0 0
GRAND TOTAL $6,666,880 $6,514,032 $6,736,438 $6,855,792
FULL TIME POSITIONS 27.95 23.10 21.20 21.00
HOURLY/FTE POSITIONS 9.55 9.41 9.41 7.98
WORK PROGRAM:
The Parks & Recreation Department maintains approximately 336 acres of community parks and special use areas, 47
miles of trails and 685 acres of habitat preserves, urban forests and undeveloped land.
PROGRAM ACTIVITIES:
Manage turf, irrigation, landscaping and contract administration at designated parks, civic facilities, beach
accesses and school athletic fields and courts.
Inspect and maintain restroom facilities and picnic areas.
Inspect and maintain tennis courts, basketball courts, soccer fields, softball/baseball fields and tot lots.
Maintain and repair park structures, athletic field lighting, play equipment and other park fixtures.
Inspect and prune all trees on a 4 year cycle, and a 2 year supplemental cycle for high maintenance trees.
Maintain existing citywide trails, coordinate development of new trails and manage the trail volunteer program.
Oversee preservation management of habitat preserves, urban forests and undeveloped lands.
Coordinate coastal activities with the State of California Parks & Recreation Department and lagoon foundations.
KEY ACHIEVEMENTS FOR 2016-17:
Completed a Request for Bids process for parks maintenance services, scope of work categories D, E, and F.
Maintained the Tamarack State Beach Upper Picnic Facilities and the Tamarack/Frazee State Beach Coastal
Bluffs. Replaced synthetic turf on the soccer field at Pine Avenue Community Park.
Replaced field scoreboards at Calavera Hills, Poinsettia and Aviara Community Parks.
Finalized draft update to the Carlsbad Trails Master Plan and corresponding environmental documents.
Supported Adopt-A-Trail sponsorship and volunteer program on trails maintenance and improvement projects.
Maintained capital improvements at the Ocean Street Parking Lot, enhancing vehicular entry/exit, pedestrian
safety, handicapped accessibility, beach connectivity and general aesthetics.
Completed the second phase of streetscape enhancement project for the Village and Northern Coastal area.
Oversaw construction and assumed maintenance of the Lake Calavera restroom facility. Coordinated landscape/irrigation enhancements for the Dove and Cole Library remodels.
Converted existing turf areas to drought-tolerant landscapes at Cole Library and City Hall.
E-35
PROGRAM: PARKS AND TRAIL MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 0014610, 0014620, 0014630
KEY GOALS FOR 2017-18:
Implement new contracts for parks maintenance services, scope of work categories D, E and F.
Assume ongoing maintenance of the Pine Avenue Community Park Phase II Improvements.
Assume ongoing maintenance of the Aviara Community Park Phase II Improvements
Assume ongoing maintenance of the Poinsettia Community Park Phase III Improvements.
Assume ongoing maintenance of the Calavera Hills Community Park Gateway Improvements.
Assume ongoing maintenance of the Leo Carrillo Historic Ranch Stables and Restroom Improvements.
Assume ongoing maintenance of the Ocean Street Beach Access Improvements.
Assist in the implementation of the updated Carlsbad Trails Master Plan.
Support Adopt-A-Trail sponsorship and volunteer program on trails maintenance and improvement projects.
Maintain the Tamarack State Beach Upper Picnic Facilities and the Tamarack/Frazee State Beach Coastal Bluffs.
SIGNIFICANT CHANGES:
Return 0.15 full-time position to Public Works, since Hansen software support is no longer provided to the
department. Eliminated 1.0 full-time Maintenance Worker position. Other positions were reallocated within Parks
& Recreation.
E-36
PROGRAM: STREET TREE MAINTENANCE
FUND: SPECIAL REVENUE
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 1605023
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $189,819 $233,723 $269,388 $267,965
MAINTENANCE & OPERATIONS 330,554 307,303 300,994 304,416
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $520,373 $541,026 $570,382 $572,381
FULL TIME POSITIONS 1.90 2.75 2.60 2.45
HOURLY/FTE POSITIONS 0.95 0.97 0.97 0.88
WORK PROGRAM:
The street tree maintenance assessment district provides maintenance to all city accepted street trees within the public
right-of-way, including specialized maintenance for street trees in the Downtown Village.
PROGRAM ACTIVITIES:
Inspect and prune all city street trees on a 4 year cycle, and a 2 year supplemental cycle for high maintenance
street trees.
Respond to approximately 600 street tree service requests, and provide storm or other emergency assistance as
necessary.
Replant street trees within vacancies created by prior removals, in accordance with the Community Forest
Management Plan.
Assume maintenance responsibility of new street trees within approved development projects.
SIGNIFICANT CHANGES:
None.
E-37
PROGRAM: MEDIAN MAINTENANCE
FUND: SPECIAL REVENUE
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 1615024
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $174,093 $184,526 $221,299 $245,919
MAINTENANCE & OPERATIONS 623,892 650,391 832,311 896,068
CAPITAL OUTLAY 0 0 19,440 0
GRAND TOTAL $797,985 $834,917 $1,073,050 $1,141,987
FULL TIME POSITIONS 1.50 1.75 1.80 2.00
HOURLY/FTE POSITIONS 0.84 0.88 0.88 0.87
WORK PROGRAM:
The median maintenance assessment district provides landscape and irrigation maintenance for approximately 68
acres of median planters and 9 acres of developed parkways, including the Downtown Village.
PROGRAM ACTIVITIES:
Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways
which includes litter control, weed abatement, pruning, shrub/tree refurbishment and irrigation repairs/adjustments. Inspect and prune median trees on a 4 year cycle, and a 2 year supplemental cycle for high maintenance trees. Perform plan checks, conduct inspections and assume maintenance responsibility for new median planters and
developed parkways constructed from city capital improvement projects and private development.
KEY ACHIEVEMENTS FOR 2016-17:
Reassumed maintenance of approximately 1 acre of median planters along Faraday Avenue.
Assumed ongoing maintenance of approximately 3 acres of median planters along El Camino Real.
Assumed ongoing maintenance of approximately 1 acre of developed parkway along Palomar Point Way.
SIGNIFICANT CHANGES:
None.
E-38
PROGRAM: THE CROSSINGS GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: PARKS & RECREATION ACCT NO. 5724580
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $0 $0 $0 $0
MAINTENANCE & OPERATIONS 7,284,264 7,413,060 7,821,617 6,940,639
CAPITAL OUTLAY 146,439 103,739 149,350 548,400
GRAND TOTAL $7,430,703 $7,516,799 $7,970,967 $7,489,039
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
The Crossings at Carlsbad is an 18-hole championship municipal golf course and event facility offering visitors a
magnificent setting in a relaxed California coastal environment. Amenities for public use and enjoyment include a 6,835
yard par 72 golf course, a clubhouse complete with a golf shop, players’ lounge, banquet facilities, spacious fireplace-
lit dining room, full-service kitchen, outdoor deck with ocean views and a three mile stretch of beautiful hiking trails
which connect to Veterans Memorial Park. Kemper Sports Management, Inc. manages this facility via a contract with
the Carlsbad Public Financing Authority.
PROGRAM ACTIVITIES:
Administer contract with Kemper Sports Management, Inc.
Maintain and renovate turf, landscaping and irrigation systems.
Maintain and repair clubhouse, snack bar, restrooms, and picnic areas available for patrons.
Oversee food and beverage services at the Players’ Lounge, Canyons Restaurant and snack bar.
Manage sales and marketing for golf and non-golf activities, special events and gatherings.
Train and oversee volunteer marshals, greeters and assistants servicing the course and clubhouse.
Respond to special projects and requests from various departments.
KEY ACHIEVEMENTS FOR 2016-17:
Installed new water conservation and beautification landscape along Palomar Airport Road.
Retrofitted two drainage devices for improved flow capacity during significant storm events.
Replaced aging fleet of golf carts and ancillary carts.
Replaced selective Toro Workman MDX utility vehicles.
Repaired and replaced mainline irrigation at various locations.
Repaired slope along College Boulevard that eroded due to flood damage. Completed irrigation coverage analysis and implemented adjustments to improve course conditions.
Implemented a water conservation and turf replacement plan for areas out of play along Palomar Airport Road. Purchased banquet equipment and 6 top burner oven.
The outstanding Revenue Bonds in the amount of $14.8 million were paid off.
KEY GOALS FOR 2017-18:
Procure and install audio-visual system for the Sunset Patio of the Players’ Lounge.
Convert office space into a bridal preparation suite and restroom.
Replace flooring in the Players’ Lounge and Canyons Restaurant.
Replace one of two pumps used to aerate the detention pond.
Process a Request for Proposal for golf course and food and beverage operations.
SIGNIFICANT CHANGES:
None.
Public Safety
Public Safety
Public Safety
Public Safety
Police Chief Field Operations Investigations Support Services Patrol Communications Public SafetyOrg Chart by FunctionInformation Technology Records Special Investigations Fire Chief Emergency Services Emergency Operations Support Services Fire Prevention
F-1
PROGRAM: PUBLIC SAFETY
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: VARIOUS SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $38,954,551 $40,457,695 $44,150,298 $45,978,541
MAINTENANCE & OPERATIONS 9,643,681 10,865,457 11,313,846 11,355,368
CAPITAL OUTLAY 400,494 982,149 130,078 64,614
GRAND TOTAL $48,998,726 $52,305,301 $55,594,222 $57,398,523
FULL TIME POSITIONS 251.00 257.00 258.00 260.00
HOURLY/FTE POSITIONS 4.00 4.00 4.00 4.00
FIRE
38%
POLICE
62%
F-2
PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $15,242,701 $16,213,109 $16,718,800 $17,305,640
MAINTENANCE & OPERATIONS 3,671,592 4,322,444 4,327,210 4,405,919
CAPITAL OUTLAY 120,449 191,523 92,660 44,213
GRAND TOTAL $19,034,742 $20,727,076 $21,138,670 $21,755,772
FULL TIME POSITIONS 89.00 89.00 90.00 90.00
HOURLY/FTE POSITIONS 1.17 1.17 2.00 2.00
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:
911 Dispatcher
Response Time
Competence
Courtesy
Procedures Explained
Pain Relieved
Overall Satisfaction
(As rated on a five-point scale of
very poor, poor, fair, good, and excellent.)
98%
98%
98%
97%
94%
99%
98%
10755
9925 9830
11455
12515
2012 2013 2014 2015 2016
Total Incidents
Customer Service Ratings: The above chart shows
our customer satisfaction level for emergency medical
services. The results show that our paramedics continue
to live up to the department's values for “treating all
patients as we would want our own family treated.”
Incidents & Response Times: The Fire Department
responded to 12,515 incidents and reached the scene
in six minutes or less, 64 percent of the time.
F-3
PROGRAM: FIRE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
KEY ACHIEVEMENTS FOR 2016-17:
Completed the purchase of next generation 800 mhz radios so that the Fire Department is P25 compliant with the
new Regional Communication System by January 1, 2018.
Continued participation in the state-wide Community Paramedicine pilot program.
Increased training levels and added those programs which are necessary for our department to continue to deploy
as “all-threat” and “all-risk.”
Completed a strategic plan, standards of coverage assessment, and management staffing assessment. Began data collection in order to complete department accreditation for fire services.
KEY GOALS FOR 2017-18:
Increase professional development opportunities for administration and management staff.
Maintenance and replacement of firefighting equipment.
Firefighter health and wellness.
Fire Protection and Emergency Medical Services Performance Measures
Service Delivery/Benchmark FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
All Emergency Responses first unit on scene in 06:00
minutes or less from the time of dispatch/90% of the time 63% 64% 64% 64%
All Emergency Responses second unit on scene in
09:00 minutes or less from the time of dispatch/90% of
the time
75% 76% 77% 77%
Carlsbad Resident Survey-Fire/90% or greater
satisfaction 93% 95% 95% 95%
Overall Emergency Medical Service/90% or greater
satisfaction 99% 97% 98% 98%
SIGNIFICANT CHANGES:
None.
F-4
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $500,618 $524,304 $551,851 $532,156
MAINTENANCE & OPERATIONS 13,628 6,094 6,424 159,246
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $514,246 $530,398 $558,275 $691,402
FULL TIME POSITIONS 3.00 3.00 3.00 3.00
HOURLY/FTE POSITIONS 0.00 0.00 0.83 0.00
WORK PROGRAM:
The Administration Division is the office of the Fire Chief, and coordinates the overall operation of the Fire Department.
It provides strategic planning to carry out the mission and vision of the organization.
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 communication 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.
Participate in the San Diego County Unified Disaster Council, Hazardous Materials Response and North County
Dispatch JPAs.
Participate in regional planning activities, including cooperation and coordination of dispatching, training,
recruitment, and facilities.
SIGNIFICANT CHANGES:
None.
F-5
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012220-28
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $13,578,533 $14,383,400 $14,677,810 $15,205,714
MAINTENANCE & OPERATIONS 768,037 813,980 872,033 939,333
CAPITAL OUTLAY 113,546 191,523 92,660 44,213
GRAND TOTAL $14,460,116 $15,388,903 $15,642,503 $16,189,260
FULL TIME POSITIONS 78.00 78.00 78.00 78.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Respond to requests for assistance in a timely manner with appropriate equipment and properly trained personnel.
PROGRAM ACTIVITIES:
Administration
Provide operational oversight for all services delivered by Emergency Operations.
Communications
Provide fire personnel with inter-agency communication capabilities utilizing state of the art technology.
Suppression
Extinguish fires and prevent spread to threatened property.
Technical Rescue
Provide all fire personnel equipment and training to enable “All-Risk” rescue needs.
Hazardous Materials (HazMat)/WMD
Provide training and equipment to handle the initial phases of a HazMat incident.
Training
Provide all fire personnel with state and federal mandated training in order to enhance their personal safety as well as
services provided to the community.
Apparatus
Provide supplies to protect and maintain all apparatus.
Personal Protective Equipment
Provide state of the art protective clothing and equipment for all safety personnel.
Uniforms
Provide station uniforms with added Nomex fire protection to all fire personnel.
SIGNIFICANT CHANGES:
None.
F-6
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012235
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $0 $0 $35,779 $35,395
MAINTENANCE & OPERATIONS 48,485 40,759 102,661 103,045
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $48,485 $40,759 $138,440 $138,440
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.50 0.50
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.
Survey vacant lots and 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.
Obtain City Council approval to place abatement costs onto property owners’ 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.
Provide computerized analysis of expected fire behavior in wildland areas adjacent to developed regions of the
community.
Coordinate vegetation hazard abatement on city owned vacant properties.
SIGNIFICANT CHANGES:
None.
F-7
PROGRAM: EMERGENCY PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012240-43
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $149,432 $159,020 $150,943 $152,143
MAINTENANCE & OPERATIONS 61,916 69,338 146,959 144,733
CAPITAL OUTLAY 6,903 0 0 0
GRAND TOTAL $218,251 $228,358 $297,902 $296,876
FULL TIME POSITIONS 1.00 1.00 1.00 1.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Develop and manage emergency management programs that reduce the impact of natural and man-made disasters.
Emergency management programs include: prevention/mitigation, preparedness, response and recovery.
The 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 management program include:
o Emergency preparedness, hazard mitigation, continuity of operations planning, and incident response and
recovery planning;
o Emergency Operations Center (EOC) readiness;
o Disaster Service Worker, Incident Command System and the National Incident Management System (NIMS)
training;
o CPR/First Aid/AED training; and
o Public outreach, including Community Emergency Response Team (CERT) classes and maintenance of
CERT readiness standards, and training and administrative support for Chamber of Commerce Ready
Carlsbad Business Alliance.
PROGRAM ACTIVITIES:
Planning
Direct and manage City of Carlsbad Emergency Management Administrative Team.
Develop and manage EOC facility, staffing, equipment and supplies to ensure incident response readiness.
Develop and maintain city mass care and sheltering capability.
Training and Education
Conduct classroom and simulation training sessions for city staff.
Conduct EOC training and exercises.
Conduct city staff shelter training.
Provide basic emergency response training to city employees.
Conduct emergency preparedness public outreach and education in the community.
Ensure city compliance with training and implementation of NIMS.
Inter-Agency Coordination
Represent the interests of the city on the County Unified Disaster Council.
Promote Federal Emergency Management Agency’s Whole Community Approach to Emergency Management,
including those with access and functional needs.
SIGNIFICANT CHANGES:
None.
F-8
PROGRAM: SUPPORT SERVICES
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012250-53
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $498,604 $489,435 $546,074 $598,540
MAINTENANCE & OPERATIONS 2,716,173 3,287,542 3,051,277 2,839,567
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $3,214,777 $3,776,977 $3,597,351 $3,438,107
FULL TIME POSITIONS 3.00 3.00 3.00 3.00
HOURLY/FTE POSITIONS 1.17 1.17 0.67 1.50
WORK PROGRAM:
Support Services provides internal support and logistic services to all Fire Department divisions. This includes
recruitment, promotional testing, facilities’ requests, and equipment purchasing.
PROGRAM ACTIVITIES:
Provide program support services including:
Assessment and selection of new probationary employees.
Probationary training and testing.
Annual promotional testing.
Facilities management.
Contract services management.
Apparatus/Fleet management services.
Procurement services (equipment and supplies).
Department directives, policy and procedure management.
Oversee the Fire Prevention Bureau.
Participate in the development and administration of the department’s budget.
Computer program management. Provide coordination for fire and life safety public education programs.
SIGNIFICANT CHANGES:
None.
F-9
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012260
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $515,514 $656,950 $756,343 $781,692
MAINTENANCE & OPERATIONS 63,353 104,731 147,856 219,995
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $578,867 $761,681 $904,199 $1,001,687
FULL TIME POSITIONS 4.00 4.00 5.00 5.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Reduce the potential for fire and property loss in the community through Fire Code enforcement, Fire Protection
Engineering, Fire Investigation, Public Education and Community Risk Reduction.
PROGRAM ACTIVITIES:
Enforcement and Engineering
Provide code enforcement occupancy inspections in existing public buildings and those under construction.
Conduct periodic fire inspections in commercial, industrial, and multi-family residential buildings.
Perform code compliance reviews on construction plan submittals within 15 days.
Perform new construction inspections within 48 hours of request.
Conduct code compliance inspections in State Fire Marshal mandated facilities (public assemblies, schools, care
facilities, hotels and motels, apartment complexes and hazardous materials handling facilities).
Respond to citizen hazard inquiries and complaints.
Conduct cause and origin investigations for suspicious or large loss fires.
Manage contractor performance and payment.
SIGNIFICANT CHANGES:
None.
F-10
PROGRAM: POLICE
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: POLICE SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $23,711,850 $24,244,586 $27,431,498 $28,672,901
MAINTENANCE & OPERATIONS 5,972,089 6,543,013 6,986,636 6,949,449
CAPITAL OUTLAY 280,045 790,626 37,418 20,401
GRAND TOTAL $29,963,984 $31,578,225 $34,455,552 $35,642,751
FULL TIME POSITIONS 162.00 168.00 168.00 170.00
HOURLY/FTE POSITIONS 2.83 2.83 2.00 2.00
MISSION STATEMENT:
To protect and serve the community with integrity, professionalism, and valor.
PERFORMANCE/WORKLOAD MEASURES:
Response Time
The Police Department compares its average response time to different priority calls to the national average. The
national average response time for priority 1 calls is less than six minutes. The average response time for priority 1
calls in Carlsbad is 5.9 minutes. Sixty percent of priority one calls are answered in less than six minutes.
Crime Rate
The FBI Index is used to measure crime in Carlsbad. The FBI Index includes homicide, rape, robbery, aggravated
assault, burglary, larceny/theft, and motor vehicle theft. In 2016, Carlsbad’s violent crime rate was 1.9 per 1,000
population and the property crime rate was 19.7 per 1,000 population. The county average for violent crime is 2.7 and
for property crime is 16.7.
Community Perception of Crime
The Police Department measures citizens’ perceptions of crime by asking, “How safe do you feel walking alone in your
neighborhood?” Ninety-eight percent responded “very safe” or “safe” during the daytime, and 91 percent responded
“very safe” or “safe” at night, the benchmarks are 89 percent and 74 percent respectively.
KEY ACHIEVEMENTS FOR 2016-17:
Completion of Telestaff scheduling software program, which will automate shift bidding and scheduling tasks, in
order to reduce workload for field supervisors.
Implementation of NetRMS, records management system that will result in a timelier, accurate, and efficient
process of entering reports into the system.
Implementation of a body worn camera program for all police officers and community service officers.
Formation of a proactive enforcement team to address the rise in property crimes.
KEY GOALS FOR 2017-18:
Develop a homeless outreach team to address the transient population issue.
Continue to work on department’s technology foundation to be more effective and efficient, acquire more timely
and accurate data, and to support a data driven approach to policing.
Continue training and professional development for succession planning.
Review one-year pilot Police Ranger program to determine if the program should become permanent.
F-11
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $715,713 $569,979 $729,198 $737,834
MAINTENANCE & OPERATIONS 902,801 921,588 937,748 1,164,387
CAPITAL OUTLAY 8,158 7,291 0 0
GRAND TOTAL $1,626,672 $1,498,858 $1,666,946 $1,902,221
FULL TIME POSITIONS 5.00 6.00 5.00 5.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 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.
Mission Statement: To protect and serve the community with integrity, professionalism and valor.
Values, leading with:
Commitment: Dedication to duty and responsibility
Honesty: Sincere and truthful in our endeavors
Respect: Treat everyone with dignity
Accountability: Responsible and transparent in our actions and words
Compassion: Concern and sympathy for others ensures our organizational success
Vision: Embrace the future and honor the past in pursuit of a safer tomorrow
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.
Department leadership will focus on the following areas in Fiscal Year 2017-18:
o Training and professional development.
o Enhancing information technology to improve service levels and increase efficiency.
o Collaboration - with other departments, cities, agencies, and community groups.
o Innovation - using technology to provide the most efficient and effective service.
o Engagement - using social media to engage the community.
SIGNIFICANT CHANGES:
None.
F-12
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012120
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $10,899,287 $11,087,111 $12,981,459 $14,226,749
MAINTENANCE & OPERATIONS 1,328,103 1,391,617 1,564,222 1,478,090
CAPITAL OUTLAY 93,390 441,835 26,000 0
GRAND TOTAL $12,320,780 $12,920,563 $14,571,681 $15,704,839
FULL TIME POSITIONS 71.47 73.60 77.00 82.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement, and special
enforcement in 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:
CY2012 CY2013 CY2014 CY2015 CY2016
Police Activities/Calls for Service 90,122 87,976 91,314 92,061 84,858
Cases 8,314 8,296 8,349 9,253 8,884
PERFORMANCE/WORKLOAD MEASURES:
2016 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 3 percent of
our total call volume in 2016. Priority two (urgent calls) and priority
three (calls for reports) made up 81% percent of our total call volume.
The remaining 16 percent were priority four calls.
SIGNIFICANT CHANGES:
Positions were reallocated within the department to reflect organizational changes. In addition, 2.0 previously
unfunded full-time Police Officer positions were funded for the upcoming fiscal year, and 2.0 full-time provisional
Police Rangers were added to help patrol open space in the city, including the preserves, trails, lagoons, beaches,
and parks.
F-13
PROGRAM: COMMUNITY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012119, 2121-23, 2125, 2142
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,636,697 $1,910,038 $2,011,045 $1,815,958
MAINTENANCE & OPERATIONS 414,394 485,252 464,000 505,246
CAPITAL OUTLAY 31,591 0 0 0
GRAND TOTAL $2,082,682 $2,395,290 $2,475,045 $2,321,204
FULL TIME POSITIONS 12.00 12.00 12.00 10.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 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.
Media Relations and Crime Prevention
Provide information to the media in order to inform the public regarding crime activity in the city. 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.
Explorer Program Provide volunteer opportunities for youth interested in careers in law enforcement.
PROGRAM ACTIVITIES:
Traffic
Maintain a high profile of traffic enforcement in order to reduce traffic collisions citywide.
Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide
targeted traffic enforcement.
Provide data for traffic engineering.
Senior Volunteer Patrol
Conduct crime prevention patrols.
Assist with traffic control and special events.
Conduct education activities in the community.
Provide regular contact for homebound citizens.
F-14
PROGRAM: COMMUNITY SERVICES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012119, 2121-23, 2125, 2142
PROGRAM ACTIVITIES (continued):
In-House Volunteers
Provide general clerical assistance.
Provide data entry assistance.
Contact crime victims.
Provide assistance with special assignments and projects.
Reserves
Provide patrol assistance to the Police Department.
Lagoon Patrol
Monitor recreational boating operation on Agua Hedionda Lagoon.
Patrol lagoon, trail, and park areas.
Media Relations and Crime Prevention
Communicate department information to the media in order to keep the public informed.
Use social media, including Facebook and Twitter, to share crime prevention information with the community.
Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
security.
Target community groups including businesses, crime victims, and visitors utilizing community forums, the
department web site, social media, email subscriptions, and electronic newsletters.
SIGNIFICANT CHANGES:
Positions were reallocated due to organizational changes within the department.
F-15
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $685,761 $580,238 $729,316 $727,144
MAINTENANCE & OPERATIONS 95,213 151,438 174,168 151,591
CAPITAL OUTLAY 22,368 21,131 0 0
GRAND TOTAL $803,342 $752,807 $903,484 $878,735
FULL TIME POSITIONS 4.00 4.00 4.00 4.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 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.
F-16
PROGRAM: INVESTIGATIONS/FIELD EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012126, 2128, 2130, 2136
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $2,656,975 $2,921,058 $2,606,750 $2,854,188
MAINTENANCE & OPERATIONS 329,329 387,889 310,451 318,648
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $2,986,304 $3,308,947 $2,917,201 $3,172,836
FULL TIME POSITIONS 15.00 15.00 14.00 15.00
HOURLY/FTE POSITIONS 1.00 0.50 0.00 0.00
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.
SWAT 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's responsibilities include:
Negotiate with suicidal, barricaded and hostage taking subjects for a safe and timely resolution.
Provide intelligence information to the command staff and the SWAT Team.
Evaluate tactical operations and provide liability related input to command staff.
WORKLOAD STATISTICS:
CY2012 CY 2013 CY2014 CY2015 CY2016
Violent Crime Clearance Rate 50% 71% 92% 70% 55%
Property Crime Clearance Rate 16% 20% 21% 29% 15%
SIGNIFICANT CHANGES:
Some positions were reallocated within the department’s divisions to better reflect workload.
F-17
PROGRAM: VICE/NARCOTICS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012131
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $687,178 $733,020 $912,645 $1,089,740
MAINTENANCE & OPERATIONS 91,436 98,750 75,280 79,492
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $778,614 $831,770 $987,925 $1,169,232
FULL TIME POSITIONS 4.00 4.00 5.00 6.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 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, sale, 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:
Some positions were reallocated within the department’s divisions to better reflect workload.
F-18
PROGRAM: YOUTH/SCHOOL PROGRAMS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012132, 2143
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $557,919 $554,825 $607,856 $491,597
MAINTENANCE & OPERATIONS 88,527 88,679 102,920 106,700
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $646,446 $643,504 $710,776 $598,297
FULL TIME POSITIONS 4.00 4.00 4.00 3.00
HOURLY/FTE POSITIONS 0.33 0.00 0.00 0.00
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 entering 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.
Juvenile Diversion
Partners with Project Aware, a program which provides a series of workshops to enrollees in juvenile diversion to
teach them skills related to emotional literacy, anger management, problem solving and healthy relationships.
SIGNIFICANT CHANGES:
Some positions were reallocated within the department’s divisions to better reflect workload.
F-19
PROGRAM: PROPERTY AND EVIDENCE/RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012133, 2145
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $643,318 $594,264 $928,121 $661,776
MAINTENANCE & OPERATIONS 68,677 76,364 60,660 72,316
CAPITAL OUTLAY 0 0 0 16,470
GRAND TOTAL $711,995 $670,628 $988,781 $750,562
FULL TIME POSITIONS 7.47 9.00 8.00 6.00
HOURLY/FTE POSITIONS 0.52 0.35 0.50 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 Automated Regional Justice Information System (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 arrests, crime cases, citations, traffic collisions, and incident reports.
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:
CY2012 CY2013 CY2014 CY2015 CY2016
Police Cases 8,314 8,296 8,349 9,253 8,884
SIGNIFICANT CHANGES:
Implementation of a new records management system continues this fiscal year. The system, NetRMS, will create
paperless reporting and distribution of reports throughout the department, creating new workload efficiencies.
Some positions were reallocated within the department’s divisions to better reflect workload.
F-20
PROGRAM: FAMILY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012134
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $940,867 $955,566 $1,003,343 $1,051,663
MAINTENANCE & OPERATIONS 50,926 57,761 37,896 55,968
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $991,793 $1,013,327 $1,041,239 $1,107,631
FULL TIME POSITIONS 6.00 6.00 6.00 6.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 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, elder abuse, 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 including
Juvenile Justice Panel, Project Aware, parenting skills classes, mentoring at-risk youth, fraud and elder abuse.
SIGNIFICANT CHANGES:
None.
F-21
PROGRAM: TASK FORCES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012135
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $334,135 $302,995 $360,854 $244,452
MAINTENANCE & OPERATIONS 46,038 50,093 50,562 48,394
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $380,173 $353,088 $411,416 $292,846
FULL TIME POSITIONS 3.00 3.00 2.00 1.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Participate in specialized regional crime-fighting task forces including North County Gang Task Force and the Narcotics
Task Force.
SIGNIFICANT CHANGES:
Some positions were reallocated within the department’s divisions to better reflect workload.
F-22
PROGRAM: SUPPORT SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $979,774 $839,016 $734,745 $904,741
MAINTENANCE & OPERATIONS 182,740 196,369 183,665 188,582
CAPITAL OUTLAY 0 15,809 0 0
GRAND TOTAL $1,162,514 $1,051,194 $918,410 $1,093,323
FULL TIME POSITIONS 6.00 5.00 4.00 5.00
HOURLY/FTE POSITIONS 0.50 1.00 1.00 1.00
WORK PROGRAM:
Provide support to the Police Department in the form of training, internal affairs, professional standards, and personnel
recruitment and hiring.
PROGRAM ACTIVITIES:
Coordinate all department training. Recruit new employees.
Organize testing programs and conduct Police Officer Standards and Training (POST) and mandated pre-
employment investigations.
Establish, maintain and enforce department professional standards.
Investigate citizen complaints.
SIGNIFICANT CHANGES:
Some positions were reallocated within the department’s divisions to better reflect workload.
F-23
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $2,188,468 $2,216,647 $2,891,070 $2,905,835
MAINTENANCE & OPERATIONS 162,731 210,598 192,910 214,040
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $2,351,199 $2,427,245 $3,083,980 $3,119,875
FULL TIME POSITIONS 19.00 21.00 21.00 21.00
HOURLY/FTE POSITIONS 0.48 0.48 0.50 0.50
WORK PROGRAM:
Provide public safety communication including answering 9-1-1 and other calls and dispatching appropriate emergency
personnel.
PROGRAM ACTIVITIES:
Provide routine and emergency public safety communication services.
WORKLOAD STATISTICS:
CY2012 CY2013 CY2014 CY2015 CY2016
Police Activities 90,122 87,976 91,314 92,061 84,858
9-1-1 calls 26,954 26,901 28,864 29,765 27,410
Total Phone Calls 157,890 139,673 148,400 151,406 145,944
SIGNIFICANT CHANGES:
None.
F-24
PROGRAM: INFORMATION TECHNOLOGY
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012147
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $592,608 $729,034 $778,294 $811,990
MAINTENANCE & OPERATIONS 2,081,724 2,299,888 2,738,356 2,480,092
CAPITAL OUTLAY 40,363 14,734 2,000 0
GRAND TOTAL $2,714,695 $3,043,656 $3,518,650 $3,292,082
FULL TIME POSITIONS 4.00 4.00 5.00 5.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Provide information technology support to the Police Department.
PROGRAM ACTIVITIES:
Maintain and develop the department’s automated systems such as CAD, ARJIS, and the microcomputer network.
Maintain and develop the department’s information technology infrastructure.
Provide support to department users of information technology.
Implement and install new technology.
SIGNIFICANT CHANGES:
None.
F-25
PROGRAM: POLICE ASSET FORFEITURE
FUND: SPECIAL REVENUE
PROGRAM GROUP: POLICE ACCT NO. 1212110, 1222110
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $0 $0 $0 $0
MAINTENANCE & OPERATIONS 122,944 90,533 91,928 83,363
CAPITAL OUTLAY 38,816 59,171 9,418 3,931
GRAND TOTAL $161,760 $149,704 $101,346 $87,294
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department’s narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only, and cannot be used
to supplant existing budgets.
KEY GOALS FOR 2017-18:
Planned purchases:
o Subscription services
o Vehicle equipment
o Computer equipment
SIGNIFICANT CHANGES:
None.
F-26
PROGRAM: CITIZENS OPTION FOR PUBLIC SAFETY
FUND: SPECIAL REVENUE
PROGRAM GROUP: POLICE ACCT NO. 1232150
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $100,026 $189,282 $156,802 $149,234
MAINTENANCE & OPERATIONS 2,260 3,720 1,870 2,540
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $102,286 $193,002 $158,672 $151,774
FULL TIME POSITIONS 1.06 1.40 1.00 1.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
This is the eighteenth year the city has received funding from the Citizens Option for Public Safety (COPS) grant
program. This program focuses on front-line police services.
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.
F-27
PROGRAM: POLICE GRANTS
FUND: SPECIAL REVENUE
PROGRAM GROUP: POLICE ACCT NO. 124-125XXXX
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $93,124 $61,513 $0 $0
MAINTENANCE & OPERATIONS 4,246 32,474 0 0
CAPITAL OUTLAY 45,359 230,655 0 0
GRAND TOTAL $142,729 $324,642 $0 $0
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.50 0.00 0.00
WORK PROGRAM:
At the time of budget adoption, grant funds had not been finalized and appropriated in the budget documents. Estimated
budget amounts to be appropriated during the FY 2017-18 are summarized below:
The Police Department has requested approximately $52,000 from the US Department of Homeland Security Operation
Stonegarden grant to reimburse Carlsbad for overtime expenses. Operation Stonegarden is a program to enhance
security along the borders of the United States by increasing law enforcement presence. Carlsbad will provide
additional patrol to help increase security along San Diego’s coastline and deny coastal egress routes to human and
drug smuggling organizations.
The Justice Assistance Grant will provide the department with approximately $18,000 to purchase needed equipment.
The Police Department also received $100,000 from the Office of Traffic Safety Grant which will be used to conduct
traffic safety enforcement operations.
SIGNIFICANT CHANGES:
None.
Public Works
Public Works
Public Works
Public Works
Public Works Director Administration Environmental Management General Services Transportation Public WorksOrg Chart by FunctionUtilities
G-1
PROGRAM: PUBLIC WORKS
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: VARIOUS SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $16,132,035 $18,249,420 $20,004,942 $20,832,657
MAINTENANCE & OPERATIONS 60,944,994 56,597,575 65,778,302 69,526,793
CAPITAL OUTLAY 1,651,092 3,154,777 3,837,273 2,404,800
GRAND TOTAL $78,728,121 $78,001,772 $89,620,517 $92,764,250
FULL TIME POSITIONS 160.40 162.85 163.85 165.00
HOURLY/FTE POSITIONS 5.75 5.25 8.00 13.00
ADMINISTRATION
2%
TRANSPORTATION
7%
PROPERTY & FLEET
18%
ENVIRONMENTAL
MANAGEMENT
3%
UTILITIES
70%
G-2
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ACCT NO. 0018310
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $751,188 $1,264,618 $1,410,192 $1,576,318
MAINTENANCE & OPERATIONS 502,987 428,996 349,913 543,578
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,254,175 $1,693,614 $1,760,105 $2,119,896
FULL TIME POSITIONS 6.00 8.05 9.85 10.90
HOURLY/FTE POSITIONS 0.00 0.00 0.00 1.00
WORK PROGRAM:
Public Works is responsible for planning, providing and maintaining the infrastructure to support a high quality of life in
Carlsbad. The department also manages the Capital Improvement Program, which encompasses street pavement
programs; traffic management; major facilities maintenance, repairs and renovations; water and sewer infrastructure;
construction of civic buildings; and other infrastructure projects.
PROGRAM ACTIVITIES:
Public Works Administration provides coordinated administrative support services to the entire Public Works
department, with a focus on strategic alignment to the Community Vision and City Council goals. Functional areas
include department management, budget oversight, communications and outreach, contract administration, and
records management.
KEY ACHIEVEMENTS FOR 2016-17:
Launched a pilot of the City@Your Service app to provide a more convenient tool for the public to submit service
requests.
Updated Carlsbad Municipal Code to allow for Job Order Contracting.
Developed Contract Processing Manual and provided contract administration training to approximately 80 staff
members citywide.
Provided a series of business writing workshops to improve communication skills for staff throughout the
department. Analyzed nearly 200 boxes of records department-wide, and prepared appropriate records to be digitized and
imported into HPRM software.
Prepared reports to City Council on the Capital Improvement Program in coordination with Community and
Economic Development, Parks & Recreation and City Manager’s office.
KEY GOALS FOR 2017-18:
Complete a department wide strategic plan.
Complete a department wide succession plan.
Implement a Job Order Contracting program.
Implement a strategy for digitizing and importing department records into HPRM system per the city’s records
retention schedule. Continue to provide enhanced training opportunities for staff at all levels of the department. Continue improving systems management for all divisions department wide.
SIGNIFICANT CHANGES:
Addition of 1.0 full-time Property and Environmental Management Director and 1.0 FTE part-time positions to assist
with overall administrative functions within the department.
G-3
PROGRAM: TRANSPORTATION
FUND: GENERAL & SPECIAL REVENUE
PROGRAM GROUP: TRANSPORTATION SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $3,209,200 $3,924,536 $4,480,997 $4,567,747
MAINTENANCE & OPERATIONS 1,966,253 2,195,442 2,645,011 2,365,401
CAPITAL OUTLAY 30,245 19,253 55,500 0
GRAND TOTAL $5,205,698 $6,139,231 $7,181,508 $6,933,148
FULL TIME POSITIONS 28.40 29.75 33.00 32.00
HOURLY/FTE POSITIONS 0.00 0.00 1.50 2.00
ASSET MGMT, CM&I,
STORM DRAIN ENG
62%
TRAFFIC SIGNAL
OPERATIONS &
PLANNING
31%
BUENA VISTA
CHANNEL
3%
LIGHTING AND
LANDSCAPE DISTRICT
4%
G-4
PROGRAM: TRANSPORTATION AND STORM DRAIN ENGINEERING,
ASSET MANAGEMENT, CONSTRUCTION MANAGEMENT
& INSPECTION
FUND: GENERAL
PROGRAM GROUP: TRANSPORTATION ACCT NO. 0016310, 00185XX, 00187XX
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $2,571,872 $2,887,235 $3,407,937 $3,414,913
MAINTENANCE & OPERATIONS 431,152 611,278 901,600 899,697
CAPITAL OUTLAY 0 0 55,500 0
GRAND TOTAL $3,003,024 $3,498,513 $4,365,037 $4,314,610
FULL TIME POSITIONS 20.20 22.60 25.80 24.80
HOURLY/FTE POSITIONS 0.00 0.00 0.50 1.00
WORK PROGRAM:
The Public Works Department supports the City Council’s goals by providing high-quality service in transportation
engineering, storm drain engineering, asset management, Capital Improvement Program administration and
construction management and inspection.
PROGRAM ACTIVITIES:
Transportation and Storm Drain Engineering, Asset Management and Capital Improvement Program Administration
Design transportation and drainage system Capital Improvement Program projects, prepare master plans, conduct
special studies and investigations, and provide as-needed engineering services to the transportation and drainage
maintenance and operations divisions. For each project a variety of services are provided including planning,
engineering and environmental investigations, preparation of construction plans and specifications, construction
engineering assistance, and project management.
Update and maintain the city’s asset inventory which includes water, recycled water, sewer, storm drain, transportation,
and parks assets. Prepare and deliver mapping products and complete analysis of asset inventory data for various
customers. Facilitate the utilization of the asset inventory data in coordination with the city’s business systems staff
and Geographic Information System Division.
Coordinate the preparation of the annual update to the city’s Capital Improvement Program, manage the ongoing
implementation of the financing districts and assist developers with the formation of additional financing districts and
reimbursement agreements.
Construction Management and Inspection / Storm Water Inspection Services
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.
Ensure construction project storm water compliance, special event storm water compliance and continue to oversee
the Treatment Control Best Management Practices (TCBMP) Inspection Program.
KEY ACHIEVEMENTS FOR 2016-17:
Transportation and Storm Drain Engineering Projects Constructed
El Camino Real widening – Tamarack to Chestnut
2016 Slurry Seal Project
2016 Pavement Overlay
2016 Concrete Replacement Project
Faraday Center Parking Lot Seal and Restriping
Barrio ADA/Pedestrian Improvements
Trails Roadway Crossing Improvements
G-5
PROGRAM: TRANSPORTATION AND STORM DRAIN PAGE TWO
ENGINEERING, ASSET MANAGEMENT,
CONSTRUCTION MANAGEMENT & INSPECTION
FUND: GENERAL
PROGRAM GROUP: TRANSPORTATION ACCT NO. 0016310, 00185XX, 00187XX
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Transportation and Storm Drain Engineering Projects Constructed (continued):
Wayfinding Sign Replacement Program
Carlsbad Blvd. Emergency Revetment Repairs
Highland and Hoover Storm Drain Improvements
Arbuckle and Madison Storm Drain Improvements
Roosevelt North Storm Drain Improvements
Monroe Storm Drain Improvements
Romeria Drainage and La Costa Slope Improvements
Agua Hedionda Creek Storm Drain Outfall Improvements
Lake Calavera Palm Grove Removal 2016 Agua Hedionda Creek Mitigation/Clearing
Romeria Drainage Improvements/La Costa Slope Repair
Recycled Water Phase III Pipeline, Seg 1A & 7
Dove Library Roof
Vancouver Emergency Sewer Repair
Batiquitos Drive Sedimentation Emergency Repair
Cole Library Remodel
Tri Agency Water Transmission Pipelines Reach 2 – Phase I
El Camino Real Widening, Tamarack to Chestnut
Carlsbad Recycled Water Facility Expansion
Transportation and Storm Drain Engineering Design Completed 2017 Slurry Seal Project
2017 Overlay Project 2017 Concrete Replacement Project
2017 ADA Improvements Palomar Airport Road and Paseo Del Norte Left Turn Lane Palomar Airport Road and Paseo Del Norte Right Turn Lane Carlsbad Blvd. over Power Plant Discharge Channel Improvements 2017 Bridge Preventive Maintenance Program
Carlsbad Blvd. CMP Replacement Improvements La Costa Storm Drain Improvement Program (La Coruna)
Roadway Slope Stabilization (Faraday Avenue)
Asset Management and Capital Improvement Program Administration Activities Completed
Facilitated the preparation of the annual update to the city’s Capital Improvement Program.
Prepared and processed a variety of annual reports to various transportation agencies including SANDAG and
Caltrans to secure funding for transportation Capital Improvement Program projects. Created asset inventory data associated with new Transportation, Utilities and Parks & Recreation assets.
Produced a variety of atlas books, mapping products and data analysis for use by the Transportation, Utilities, and
Parks design, maintenance and operations staff.
Completed the first phase of the storm drain condition Assessment program.
Configured and began using the ArcGIS “data reviewer” tool to provide an additional quality assurance check
during the asset inventory creation process.
Construction Management and Stormwater Inspection
Issued 14 Notice of Completions for Capital Projects - July 2016 through March 2017.
Issued 10 Notice of Completions for Private Development projects - July 2016 through March 2017.
Exceeded the required number of inspections for active construction sites.
G-6
PROGRAM: TRANSPORTATION AND STORM DRAIN PAGE THREE
ENGINEERING, ASSET MANAGEMENT,
CONSTRUCTION MANAGEMENT & INSPECTION
FUND: GENERAL
PROGRAM GROUP: TRANSPORTATION ACCT NO. 0016310, 00185XX, 00187XX
KEY ACHIEVEMENTS FOR 2016-17 (continued):
100 percent of the required treatment control best management practices (TCBMP) inspections were completed
prior to the end of the rainy season.
Conducted inspections for special events as required by the Municipal Permit.
Worked closely with Energov implementation team during roll-out of the new permitting system.
Certifications received:
o Municipal Projects Manager - Certified Professional in Erosion and Sediment Control, Qualified SWPPP
Developer (QSD)
o Construction Inspectors (3) - obtained certification as Certified in Erosion, Sediment, and Storm Water
Inspections (CESSWI) professionals. Attended major storm water conferences (IECA, StormCon and CASQA), to further skills and understanding of
storm water management, the Construction General Permit, BMP effectiveness assessment, regulations and
policies, storm water treatment and other related topics.
KEY GOALS FOR 2017-18:
Transportation and Storm Drain Engineering:
Complete the various ongoing transportation and drainage system Capital Improvement Program projects and
provide engineering support service to the transportation and drainage maintenance and operations staff.
Asset Management and Capital Improvement Programs Administration
Facilitate preparation of the annual update to the city’s Capital Improvement Program. Continue work that supports the formation of Finance Districts as needed to facilitate the construction of public infrastructure throughout the City.
Continue the efforts to update of the city’s Traffic Impact Fee Program and other related programs that will help
implement the City’s new General Plan and Climate Action Plan.
Continue updating and refining the inventory of the city’s water, recycled water, sewer, storm drain and
transportation assets and implementation of the Local Government Information Model database structure.
Support implementation of mobile technology and condition assessment solutions that enhance the use of the
asset inventory data.
Draft, develop, and streamline the current practice to address, resolve, and return Developer Deposits, for
developer projects that have been closed > 2 years.
Construction Management and Stormwater Inspection Services
Complete construction of the Agua Hedionda Vista Carlsbad interceptor sewer projects. Continue to train staff on stormwater related regulations and support state Qualified Stormwater Practitioner (QSP)
certification for several staff inspectors.
Increase TCBMP verification and maintenance requirements, and enforcement as needed.
Continue to implement new storm water compliance procedures, forms, and enhancements throughout FY18 to
comply with the new Energov permitting system.
Complete construction of Pine Avenue Community Park and Gardens.
Continue purging of project files and transition information into HPRM and Energov.
Develop technical training for newer staff similar to APWA inspector certification training.
SIGNIFICANT CHANGES:
Increase of 0.50 FTE part-time position to assist with administrative functions of the department. Full-time positions
were reallocated to better reflect workload.
G-7
PROGRAM: TRAFFIC OPERATIONS, PLANNING AND SIGNALS
FUND: GENERAL
PROGRAM GROUP: TRANSPORTATION ACCT NO. 0018XX
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $632,572 $1,030,388 $1,073,060 $1,152,834
MAINTENANCE & OPERATIONS 1,274,358 1,232,256 1,251,763 965,156
CAPITAL OUTLAY 30,245 19,253 0 0
GRAND TOTAL $1,937,175 $2,281,897 $2,324,823 $2,117,990
FULL TIME POSITIONS 8.20 7.15 7.20 7.20
HOURLY/FTE POSITIONS 0.00 0.00 1.00 1.00
WORK PROGRAM:
The Traffic and Mobility Division is responsible for maintaining a safe and efficient transportation system, as well as
addressing the community vision of increasing travel options through enhanced walking, biking and public
transportation systems. The division’s focus is to maintain and enhance mobility through increased connectivity and
intelligent transportation management in three main areas: transportation planning and mobility, traffic engineering and
traffic signal operations.
PROGRAM ACTIVITIES:
Transportation Planning and Mobility: Conduct strategic long range and implementation planning related to
transportation facilities, sustainability, and Climate Action Plan. Responsible for transportation policy development
and regional agency coordination. Review environmental documents according to regulations and adopted
policies. Review of traffic impact issues related to private development projects.
Traffic Engineering: Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns,
complaints, inquiries, and safety concerns. Maintain records of collision reports, speed surveys and traffic counts.
Review and approve traffic control plans for construction and special events. Update the Traffic Monitoring
Program annually in accordance with the Growth Management Plan. Manage the Carlsbad Residential Traffic
Management Program to reduce speeds and volumes on residential streets through a collaborative public outreach
process.
Traffic Signal Operations: Design, inspection and maintenance related to the installation and modification of traffic
signals and telecommunication equipment related to the city’s Traffic Management Center. Assist with marking
underground utilities in coordination of the Dig Alert System. Administration of the city’s Traffic Signal Maintenance
Agreement. Ensure timely response to traffic signal service requests. Facilitate the Traffic Safety Commission
public meetings.
KEY ACHIEVEMENTS FOR 2016-17:
Assisted Community and Economic Development Department with implementation of the Mobility Element for the
General Plan.
Implemented several strategies of the 2016 Council Goal to become a leader in multi-modal transportation systems
Completed the Coastal Corridor Mobility Readiness Plan.
Applied for and received a SANDAG grant for coastal rail trail improvements along Avenida Encinas ($1.2M).
Applied for and received a CALTRANS grant for a sustainable mobility plan ($300K).
Continued implementation of a 2015 grant for the Tamarack/Carlsbad Boulevard Bicycle and Pedestrian
Improvement Plan, which will also incorporate ADA compliance improvements.
Applied interim Traffic Impact Analysis Guidelines to several proposed development projects, including Carlsbad
Village Mixed-Use Development, Legoland Hotel 2, and Uptown Bressi Ranch.
Continued preliminary engineering and support for public outreach, for the Tamarack/Carlsbad Boulevard
intersection.
Supported the Community and Economic Development division on multiple requests to address neighborhood
parking issues.
G-8
PROGRAM: TRAFFIC OPERATIONS, PLANNING AND PAGE TWO
SIGNALS
FUND: GENERAL
PROGRAM GROUP: TRANSPORTATION ACCT NO. 00186XX
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Installed shared lane markings, bike-lane markings and buffered bike lanes in various locations throughout the city
to enhance safety for bikers.
Installed speed feedback signs on Cassia Road.
Installed adaptive traffic signal components on a pilot basis, in anticipation of implementing an adaptive signals
program citywide to improve non-peak traffic flow.
Installed the first of two phases of the Blue Toad traffic measurement system which feeds live information to a map
that is accessible on the city website to show traffic flow on major roads throughout the city. Installed 104 new Conflict Monitors which will improve the flow of traffic and improve safety as part of the Traffic
Signals Maintenance Agreement.
Installed pedestrian lighting and overhead lighting to the State Street roundabout.
Completed ADA improvements throughout the Barrio, including Rectangular Rapid Flashing Beacons along
crosswalks on Chestnut at Roosevelt and Madison. Other Rectangular Rapid Flashing Beacons were installed at
various crosswalk locations, including Tamarack Avenue at Valley St., Grand Avenue west of Carlsbad Boulevard,
Loker Avenue West, and locations on Carlsbad Boulevard.
Installed new crosswalk on Gateway Road as part of ViaSat improvement.
Executed an agreement with SDG&E for unmetered energy sources, primarily in the Village.
KEY GOALS FOR 2017-18:
Continue to implement the 2017 Council Goal to become a leader in multi-modal transportation systems.
Implement elements of the Coastal Mobility Readiness Plan, including the Trolley Study and Parking Management
Plan. Develop a new evaluation and monitoring manual, including Traffic Impact Analysis Guidelines, to guide
development review under the new General Plan Mobility Element. Update the annual Traffic Safety Monitoring
report.
Develop and implement a Transportation Demand Management (TDM) program and ordinance in accordance with
the Climate Action Plan and the General Plan Mobility Element
Complete planning documents, including update of the Pedestrian and Bicycle Master Plan, and a Transit and
Mobility Hub Blueprint, which will offer guidance on future improvements.
Continue to develop the Carlsbad Walk/Bike program and facilitate the Bike Share program for local businesses,
in conjunction with SANDAG’s iCommute program.
Prepare technical reports for project approval, and public outreach, for the Tamarack/Carlsbad Boulevard
intersection.
Continue to install Rectangular Rapid Flashing Beacons at uncontrolled crosswalks as needed for safety. Continue
to install audible pedestrian push buttons at select locations to aid visually-impaired pedestrians and countdown
pedestrian heads for safe crossing on busy roadways.
Support Carlsbad Police Department implement security system for Village events, such as the Village Faire.
Update the Traffic Calming Program to include neighborhood collector streets.
Develop a Traffic Signal Master Plan (CIP), to include prioritization of existing CIP projects to install new traffic
signals, evaluate and improve the Traffic Signal Maintenance Program. Work with IT, City Attorney’s office,
Finance, and Community and Economic Development to research fiber optic network, and autonomous vehicle
readiness as appropriate.
Implement Phase Two of the Traffic Signal Program, including adaptive and connected/autonomous vehicle
technology. Monitor and adopt state regulations for autonomous vehicles as appropriate.
Continue to replace deteriorating equipment along the coast with materials better suited for the coastal
environment, with an emphasis on deteriorated cabinets and Type III Electric Service Pedestals citywide.
Work with local colleges/universities to establish an intern program. Participate in implementation of Job Order Contracting program.
SIGNIFICANT CHANGES:
None.
G-9
PROGRAM: LIGHTING & LANDSCAPING DISTRICT NO. 2
FUND: SPECIAL REVENUE
PROGRAM GROUP: TRANSPORTATION ACCT NO. 164XXXX
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $0 $0 $0 $0
MAINTENANCE & OPERATIONS 249,208 242,802 305,248 310,420
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $249,208 $242,802 $305,248 $310,420
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Lighting & Landscaping District No. 2 is for newer developments in the city. The maintenance assessment district funds
the cost of streetlights, street trees and medians within the district boundaries.
PROGRAM ACTIVITIES:
Each development within District No. 2 is a separate zone, with a separate assessment based on the cost for that
particular area of the city. The 13 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,
Robertson Ranch (East Village), the Oaks North Residential, La Costa Town Square and Fair Oaks Valley
developments.
SIGNIFICANT CHANGES:
None.
G-10
PROGRAM: BUENA VISTA CREEK CHANNEL MAINTENANCE
FUND: SPECIAL REVENUE
PROGRAM GROUP: TRANSPORTATION ACCT NO. 1636312
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $4,756 $6,913 $0 $0
MAINTENANCE & OPERATIONS 11,535 109,106 186,400 190,128
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $16,291 $116,019 $186,400 $190,128
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
The Buena Vista Creek Channel Maintenance Assessment District was created to ensure that adequate funds would
be collected to administer and maintain the Buena Vista Creek Channel from Jefferson Street easterly to South Vista
Way Bridge. Property owners are assessed annually and the revenues are placed in a fund to cover annual
maintenance, mitigation, environmental permitting, monitoring and reporting, and major dredging of the creek.
PROGRAM ACTIVITIES:
Administration of the Buena Vista Creek Channel Maintenance Assessment District, monitoring revenues and
calculating fees.
Maintaining a healthy channel through monitoring and periodic clearing of the overgrowth and silt within the
channel.
Removal of exotic growth and replanting native vegetation as necessary.
Removal of trash and graffiti.
Clearing one-fifth of the north side of the channel every year.
Compliance with California Environmental Quality Act (CEQA) and environmental permitting and permits.
KEY ACHIEVEMENTS FOR 2016-17:
Compliance with California Environmental Quality Act (CEQA) and environmental permitting and permits.
Cleared one fifth of the northern half of the channel length.
Maintained the drainage outfalls entering the channel from Oceanside.
Removed exotic plant and trash.
Prepared and submitted monitoring reports as required by agency permits.
KEY GOALS FOR 2017-18:
Retain a program manager for this and other long term mitigation sites associated with Capital Improvement
Program projects.
Compliance with California Environmental Quality Act (CEQA) and environmental permitting and begin the process
to extend the permits.
Clear one fifth of the northern half of the channel length.
Maintain the drainage outfalls entering the channel from Oceanside.
Continue exotic plant and trash removal.
Continue monitoring and reporting as required by agency permits.
Coordinate with the Cities of Oceanside and Carlsbad, Resources Agencies and developer for Inns at Buena Vista
Creek.
SIGNIFICANT CHANGES:
None.
G-11
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $5,401,974 $5,308,643 $5,478,251 $5,621,670
MAINTENANCE & OPERATIONS 8,145,671 7,184,460 8,606,348 8,727,121
CAPITAL OUTLAY 1,479,587 3,005,023 3,774,773 2,404,800
GRAND TOTAL $15,027,232 $15,498,126 $17,859,372 $16,753,591
FULL TIME POSITIONS 59.80 55.70 51.30 52.15
HOURLY/FTE POSITIONS 4.75 4.75 6.00 8.00
G-12
PROGRAM: FACILITIES MAINTENANCE, STREET AND STORM
DRAIN MAINTENANCE
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015310, 0015320,
0018410, 5216310
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $4,485,900 $4,361,004 $4,374,275 $4,535,042
MAINTENANCE & OPERATIONS 5,188,972 4,782,909 5,539,483 5,608,639
CAPITAL OUTLAY 47,752 129,102 126,600 75,000
GRAND TOTAL $9,722,624 $9,273,015 $10,040,358 $10,218,681
FULL TIME POSITIONS 50.65 45.45 41.05 42.10
HOURLY/FTE POSITIONS 4.25 4.25 5.00 7.00
GENERAL FUND 8,334,136 7,882,987 8,348,834 8,353,243
ENTERPRISE FUND 1,345,587 1,346,696 1,647,524 1,821,438
SPECIAL REVENUE 42,901 43,332 44,000 44,000
TOTAL FUNDING $9,722,624 $9,273,015 $10,040,358 $10,218,681
WORK PROGRAM:
This program includes operations and administration of facilities maintenance, streets and storm drain maintenance
and incident response, and the management and maintenance of the Safety Training Center.
PROGRAM ACTIVITIES:
Facilities Maintenance
Perform repairs and alterations as required to maintain and operate city facilities at a professional level.
Perform emergency repairs to eliminate hazards or unsanitary conditions and reduce liability.
Remodel and renovate city facilities to accommodate programmatic changes for city departments.
Provide assistance in the relocation of staff and/or office furnishings as required.
Provide professional level custodial services for all city facilities by using a combination of city staff and contract
services.
Prepare and manage contracts for all building maintenance services.
Provide organization-wide consulting services for departmental facility modification and upgrades.
Streets and Storm Drain Maintenance
Roadside Maintenance: maintain over 900 lane miles of city roadway infrastructure. Weed abatement, debris
hauling, brow ditch and drainage facility cleaning and repair, and handrail and guardrail maintenance.
City Sign Maintenance: fabrication, installation, and maintenance of all traffic, street name and specialty signs
throughout the city.
Asphalt Maintenance: crack sealing, surface patching, trench repair, pavement repairs, and pothole patching.
Concrete Maintenance: Sidewalk, curb and gutter repair/replacement.
Paint Maintenance: pavement markings and delineators including long-line striping, crosswalks, stop and yield
bars, pavement markings and messages as well as curb painting. Also included are painting retaining walls,
handrails, guardrails and graffiti removal on public property.
Storm Drain Maintenance: responsible for inspection and removal of waste and debris from the city’s storm-drain
system each year. In addition, the Storm Drain Maintenance Program contracts with outside vendors for citywide
street sweeping services, and for removal of solid waste and bulky items citywide. The program is also responsible
for managing and monitoring all nonhazardous materials cleanup on public property.
G-13
PROGRAM: FACILITIES MAINTENANCE, STREET PAGE TWO
AND STORM DRAIN MAINTENANCE
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015310, 0015320,
0018410, 5216310
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Safety Training Center Provide high quality facilities for city police, fire and public works department training activities staffed by trained
professionals.
Create and enforce use policies and safe training procedures.
Maximize cost recovery by securing rentals from other public agencies.
Schedule resources for the various agencies’ training requirements.
Provide facility capability tours and coordinate with agencies for large public safety events. Completed refurbishments at the Harding Community Center.
Completed portions of the Faraday building remodel including new carpet installation. Completed interior renovations at Stagecoach and Calavera Community Centers.
Completed City Hall and Faraday LED lighting installation in accordance with the Climate Action Plan.
Installed new ADA compliant automated sliding lobby doors on the Faraday building.
Completed renovation and upgrades for the Communication Department relocation to Elmwood House.
Completed the Dove and Cole Library remodel and renovations.
Implemented technical upgrades including security and monitoring at select facilities.
Completed 2016-2017 road assessments for the engineering department’s pavement rehabilitation program.
Inspected and cleaned 100 percent of the high priority storm-drain inlets
Completed replacement of all street name signs within the city in order to comply with new mandated standards
between July 2016 and March 2017. Completed LED light installation to perimeter site lighting on all live fire burn props and outdoor training areas.
Successfully negotiated 10 law enforcement use agreements for leasing Safety Training Center facilities between
July 2016 and March 2017.
Provided facility tours for international visitors from Chile, Thailand, Vietnam, Canada and Australia between July
2016 and March 2017.
Expanded facility capabilities with the requisition of the Mobile Police Training Structure modular wall system.
Completed construction for the installation of acoustical materials on the 100 yard firearms range.
Hosted quarterly department wide safety training events to increase safety and hazard awareness for staff.
KEY GOALS FOR 2017-18:
Complete the remodel of the interior and replace roofing and HVAC of City Hall.
Install facility access control technology at Faraday, Dove and Cole Libraries, Senior Center and the Library
Learning Center.
Complete the refurbishment of the Senior Center.
Perform regular site inspection in compliance with environmental requirements. Complete transition to Hansen work management system. Perform safety improvements and upgrades to the Monroe Aquatic Center facility.
Perform upgrades to the Safety Training Center audio visual systems to enhance training presentations and
information.
Perform upgrades to rappelling platforms and technical rescue systems to enhance law enforcement and
firefighting training.
Complete negotiations on 5 pending use agreements for leasing of the Safety Training Center.
Perform LED light retrofits in the Safety Training Center classrooms.
Inspect and clean 100 percent of the high priority storm-drain inlets.
Participate in implementation of Job Order Contracting program.
SIGNIFICANT CHANGES:
Increase of 1.0 FTE part-time custodial positions due to the new park facilities which are scheduled to open, and
an increase of 1.0 FTE part-time positions to assist with administrative functions and the Capital Improvement
Program.
G-14
PROGRAM: STREET LIGHTING FUND: SPECIAL REVENUE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1626357
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $171,721 $108,566 $175,445 $167,709
MAINTENANCE & OPERATIONS 629,133 803,997 835,528 836,579
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $800,854 $912,563 $1,010,973 $1,004,288
FULL TIME POSITIONS 1.70 1.70 1.60 1.55
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Maintain the city’s street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Street light maintenance activities include the department’s timely response to street light repair requests,
troubleshooting and repair of underground circuits and associated equipment, marking of underground utilities in
coordination with the Dig Alert System, conducting night surveillance to identify and schedule needed repairs,
management of contracts of streetlight pole knockdown and repairs as well as the installation of technological
advances.
KEY ACHIEVEMENTS FOR 2016-17:
Completed new LED street lights within Kelly Ranch Village.
Installed specialty lighting in the downtown redevelopment area.
KEY GOALS FOR 2017-18:
Update Engineering Standards to allow for LED street light applications.
Prepare RFP and contract for induction street light conversion program.
Extend specialty decorative lighting in the village.
Participate in implementation of Job Order Contracting program.
SIGNIFICANT CHANGES:
None.
G-15
PROGRAM: VEHICLE MAINTENANCE & REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205460, 6215461
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $744,353 $839,073 $928,531 $918,919
MAINTENANCE & OPERATIONS 2,327,566 1,597,554 2,231,337 2,281,903
CAPITAL OUTLAY 1,431,835 2,875,921 3,648,173 2,329,800
GRAND TOTAL $4,503,754 $5,312,548 $6,808,041 $5,530,622
FULL TIME POSITIONS 7.45 8.55 8.65 8.50
HOURLY/FTE POSITIONS 0.50 0.50 1.00 1.00
WORK PROGRAM:
The Fleet Vehicle Maintenance program funds labor, parts, services, fuel and oil necessary to maintain the city’s fleet
of vehicles and equipment. It is responsible for fleet preventative and breakdown maintenance, fuel system, accident
and body work, as well as associated quality control, administrative, contract management and value-added services
such as 24/7 road calls for emergency vehicles. This program manages all facets of vehicle repair, maintenance, and
parts and ensures that adequate supplies of fuel and oil are available to operating departments.
The Fleet Vehicle Replacement program funds the replacement and outfitting of the city’s fleet assets. Adequate fleet
assets enable client departments to achieve their operational mission in a safe, efficient manner. Cost-effective vehicle
procurement is achieved through cooperative purchasing agreements, and formal and informal bidding processes.
Policies and procedures for the vehicle replacement program are outlined in Administrative Order No. 3, which includes
guidelines for vehicle replacement and a recommended replacement schedule by vehicle class.
The Fleet Vehicle Replacment program is funded through a replacement charge for each vehicle or piece of equipment
in service. Charges are collected from client departments on a monthly basis once a vehicle has been placed in service.
Monthly charges are calculated using the actual costs of vehicle procurement divided by the expected life of the vehicle.
At the end of the vehicle’s life the funds collected from the client department, along with interest earned by the
replacement fund, become available for purchase of a replacement vehicle. Additional revenue is collected from the
sale of retired city fleet assets at auction.
PROGRAM ACTIVITIES:
Provide safe and appropriately maintained vehicles for use by city staff; inspect vehicles per requirements of the
Biannual Inspection of Terminals (BIT) and smog programs.
Perform timely repairs to city vehicles, and maintain 24/7 road call services for emergency vehicles.
Provide cost-effective fleet maintenance and repair services through a combination of in-house and contracted
services, and cooperative purchasing agreements that allow procurement at lower pricing.
Comply with relevant regulations.
Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for emergencies, continuing
to support the agreement between the city and Encina Wastewater Authority, and monitoring fuel tanks in
accordance with state and county regulations.
Maintain critical records related to fleet asset inventory and work order history through management of the
Assetworks fleet maintenance database.
Improve data integrity of Assetworks fleet maintenance database to more accurately report labor time, cost and
work order information.
Evaluate the city fleet on an annual basis to identify units eligible for replacement in accordance with Administrative
Order No. 3 and calculate estimated acquisition costs.
Manage the Fleet Replacement Committee, comprised of city staff from various client departments, to make
recommendations for unit replacement, retention or disposal. Establish the replacement charge for each vehicle or piece of equipment in service and charge back departments
on a monthly basis.
G-16
PROGRAM: VEHICLE MAINTENANCE & REPLACEMENT PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205460, 6205461
PROGRAM ACTIVITIES (continued):
Advise on development of specifications for the purchase of replacement units that satisfy client department
performance requirements while optimizing life cycle return on investment in alignment with the Climate Action
Plan.
In partnership with the Finance Department, purchase 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.
KEY ACHIEVEMENTS FOR 2016-17:
Purchased and outfitted 15 city vehicles and prepared replaced units for auction.
Replaced 11 additional standard gasoline vehicles with hybrid vehicles in alignment with the Climate Action Plan.
Achieved increased efficiency in maintenance of larger vehicles through modification of facility.
Provided advising services to various departments such as Fire to reduce vehicle breakdowns and significantly
decreased vehicle downtime.
Supported Police Department with research, development, modelling and testing of new equipment and
configurations.
Transitioned from standard number two diesel fuel to High Performance Renewable (HPR) diesel in alignment with
the city’s Climate Action Plan to reduce emissions.
KEY GOALS FOR 2017-18:
Continue professional development of technicians to ensure a well-trained, responsive work force.
Continue to provide cost-effective and regulatory compliant maintenance and fueling services for the city’s fleet of
vehicles and equipment.
Maintain 75 percent or greater time spent performing vehicle maintenance for all equipment technicians.
Ensure preventative maintenance is conducted within 30 days as scheduled for all city vehicles.
Evalute electric hybrid vehicle options and increase hybrid count in fleet to comply with the city’s Climate Action
Plan.
Continue to evaluate emmisions controls and green house gas reduction tools
Replace and outfit approximately 34 city vehicles and equipment meeting replacement critieria and sell replaced
assets at auction
Per Climate Action Plan mandate, contract consulting services to meet requirements for electric and hybrid
vehicles.
Research incentive program for technical certifications.
SIGNIFICANT CHANGES:
None.
G-17
PROGRAM: ENVIRONMENTAL MANAGEMENT
FUND: GENERAL & ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $819,221 $951,757 $1,253,832 $1,232,628
MAINTENANCE & OPERATIONS 1,083,104 1,109,677 1,611,419 1,578,794
CAPITAL OUTLAY 58,139 51,241 7,000 0
GRAND TOTAL $1,960,464 $2,112,675 $2,872,251 $2,811,422
FULL TIME POSITIONS 7.80 8.50 9.50 9.50
HOURLY/FTE POSITIONS 0.00 0.00 0.00 1.50
ENVIRONMENTAL
MANAGEMENT
20%
SOLID WASTE
28%
STORM WATER
PROTECTION
52%
G-18
PROGRAM: ENVIRONMENTAL MANAGEMENT,
HABITAT MANAGEMENT, NPDES-MUNICIPAL,
SUSTAINABILITY, CLIMATE ACTION PLAN
FUND: GENERAL
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT ACCT NO. 0015110, 0015130
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $199,575 $279,328 $407,372 $380,034
MAINTENANCE & OPERATIONS 129,722 102,986 284,273 182,451
CAPITAL OUTLAY 0 0 7,000 0
GRAND TOTAL $329,297 $382,314 $698,645 $562,485
FULL TIME POSITIONS 1.45 1.95 2.75 2.55
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.50
WORK PROGRAM:
The General Fund portion of the Environmental Management Division budget includes the habitat management plan
program, NPDES storm water permit municipal program coordination and. These programs support the community
vision areas of open space and the natural environment, sustainability, and access to recreation and active, healthy
lifestyles.
The city’s Climate Action Plan (CAP) was approved by the City Council in September 2015 with approval of the General
Plan Update. It contains various measures that, when implemented, are intended to reduce greenhouse gas (GHG)
emissions within Carlsbad in accordance with State of California emissions reductions targets. Each of these measures
has specific actions that the city needs to complete, such as adopting ordinances, preparing plans and conducting
public outreach and stakeholder involvement.
PROGRAM ACTIVITIES:
Habitat Management Plan
Provide leadership and coordination citywide related to compliance with Habitat Management Plan (HMP)
regulations.
Coordinate with Planning Division to ensure that projects are implemented in a manner consistent with the HMP.
Support internal city departments with HMP compliance and mitigation issues.
Oversee Preserve Steward contract.
Oversee preserve managers to ensure proper biological management, monitoring, and reporting for privately
owned habitat preserves. Coordinate with Parks Department to ensure proper biological management, monitoring, and reporting for city-
owned habitat preserves.
Act as city liaison with regulatory agencies, community stakeholders, preserve managers and city staff to ensure
HMP compliance.
Participate regionally in SANDAG’s Environmental Mitigation Program Working Group and San Diego
Management and Monitoring Program. Participate in public outreach opportunities to provide information about the importance of land stewardship.
NPDES-Municipal
Support municipal compliance activities related to the municipal facilities including:
Inventory and inspections
Training
Storm Water Pollution Prevention Plans
G-19
PROGRAM: ENVIRONMENTAL MANAGEMENT, PAGE TWO
HABITAT MANAGEMENT, NPDES-MUNICIPAL,
SUSTAINABILITY, CLIMATE ACTION PLAN
FUND: GENERAL
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT ACCT NO. 0015110, 0015130
Sustainability Initiatives
Assist the city in implementing the Sustainability Guiding Principles as resources allow, such as working with the
Chamber of Commerce and Cleantech San Diego, and participating in the Beacon Program for recognition of
sustainability initiatives.
Climate Action Plan
Coordinate and oversee implementation of the CAP through an interdepartmental matrix team.
Collect CAP implementation monitoring data and prepare an annual report. Coordinate the preparation of a community wide GHG inventory and forecast on a biannual basis.
Perform outreach and education related to CAP activities and respond to public inquiries. Participate in regional groups such as SANDAG Regional Energy Working Group, San Diego Regional Climate
Collaborative, and the North Coast Energy Action Collaborative.
Coordinate and promote commercial and residential Property Assessed Clean Energy (PACE) programs.
Research and monitor upcoming regulations and activities related to energy initiatives.
Monitor regional climate change preparedness activities.
Provide training opportunities.
KEY ACHIEVEMENTS FOR 2016-17:
Conducted Year 2 quantitative habitat recovery monitoring in the Poinsettia Fire burn area.
Established a multiagency team including North County Transit District, San Diego Association of Governments,
California Coastal Commission, and California Department of Fish and Wildlife to provide long-term management
for the vernal pool preserve adjacent to Poinsettia Station.
Continued to pursue options for obtaining coastal California gnatcatcher core area credit to meet compliance
requirements in the HMP permit.
Continued monitoring potential barriers to wildlife movement and prioritized areas for future adaptive management.
Continued participating in regional efforts to implement efficient and scientifically based species and habitat
monitoring and management.
Formalized the CAP Interdepartmental Implementation Team and conducted meetings.
Hired contractor to assist with preparation of CAP Implementation Team.
Coordinated with California Department of Fish and Wildlife, Batiquitos Lagoon Foundation and Climate Science
Alliance – South Coast to begin stakeholder involvement phase of Batiquitos Lagoon Resiliency Plan.
Filled the CAP Administrator position.
Coordinated with SDG&E to use Emerging Cities Program to fund Center for Sustainable Energy to assist in
preparation of energy efficiency ordinances and outreach and education program.
Coordinated with SANDAG to use their consultants to continue Energy Roadmap program and assist in energy
efficiency in city facilities and climate planning.
Participated in and contributed to local meetings, collaborations, conferences and symposia regarding best
practices of Energy Efficiency, Renewable Energy, Climate mitigation and climate resiliency (e.g. SANDAG Energy
Working Group, North County Energy Action Collaborative, Climate Collaborative, Climate Science Alliance and
SEEC Statewide EE Best Practices, CA Adaptation Forum, National Adaptation Forum).
Presented CAP implementation status report to City Council.
Achieved membership in San Diego Regional Climate Collaborative.
Achieved membership in Cleantech San Diego.
Partnered with Carlsbad Chamber of Commerce Sustainability Committee to include assistance with CAP
implementation in their 2017 goals and action plans.
KEY GOALS FOR 2017-18:
Participate in regional collaborations, such as SANDAG’s Environmental Mitigation Program and the San Diego
Management and Monitoring Program, to maximize opportunities for grant funding, stay informed of best
management practices, and coordinate with other relevant entities.
Maintain collaborative relationships with U.S. Fish and Wildlife Service, California Department of Fish and Wildlife,
and California Coastal Commission staff to ensure solutions-oriented HMP implementation.
G-20
PROGRAM: ENVIRONMENTAL MANAGEMENT, PAGE THREE
HABITAT MANAGEMENT, NPDES-MUNICIPAL,
SUSTAINABILITY
FUND: GENERAL
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT ACCT NO. 0015110, 0015130
KEY GOALS FOR 2017-18 (continued):
Coordinate with community stakeholders and participate in public outreach opportunities to support HMP-related
issues.
Coordinate with Planning Department, Department of Parks and Recreation, and Public Works staff to ensure that
projects are implemented in a manner consistent with the HMP.
Pursue HMP coverage of vernal pool species by establishing long-term management of vernal pool preserve next
to Poinsettia Station. Pursue options to obtain the remaining acreage of coastal California gnatcatcher core area credit to meet
compliance requirements in the HMP permit.
Continue to collaborate with regional partners to further analyze wildlife movement through HMP preserves and
into and out of adjacent conserved lands outside the city boundary.
Pursue options to implement adaptive management at wildlife movement pinchpoints (barriers), including
coordinating with CIP program (maintenance of drainage structures).
Identify strategy to incorporate “climate-smart” conservation standards into HMP preserve management plans.
Work with NPDES Municipal Coordinator contractor to improve implementation of municipal stormwater activities
amongst city departments.
Continue coordination with California Department of Fish and Wildlife, Batiquitos Lagoon Foundation and Climate
Science Alliance – South Coast on preparation the Batiquitos Lagoon Resiliency Plan.
Complete CAP Implementation Plan.
Complete 2016 community greenhouse gas emissions inventory.
Prepare CAP Annual Report and present findings to City Council.
Continue to administer CAP Interdepartmental Implementation Team and provide assistance in their respective
CAP implementation responsibilities.
Continue to manage SANDAG funded contracts for energy efficiency in city facilities and climate planning.
Continue to manage SDG&E funded contracts for energy efficiency ordinances and outreach and education
programs.
Continue to participate in and contribute to local meetings, collaborations, conferences and symposia regarding
best practices of Energy Efficiency, Renewable Energy, Climate mitigation and climate resiliency (e.g. SANDAG
Energy Working Group, North County Energy Action Collaborative, Climate Collaborative, Climate Science
Alliance and SEEC Statewide EE Best Practices, CA Adaptation Forum).
Continue to partner with industry organizations in CAP implementation (Carlsbad Chamber of Commerce,
Cleantech San Diego, Building Industry Association).
Continue to research grant funding opportunities.
SIGNIFICANT CHANGES:
Increase of 0.50 FTE part-time position to assist with administrative functions within the department.
G-21
PROGRAM: SOLID WASTE MANAGEMENT
FUND: ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT ACCT NO. 5206375
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL 90615 188442 242776 241509
MAINTENANCE & OPERATIONS $361,805 $404,527 $508,259 $543,679
CAPITAL OUTLAY 56,061 51,241 0 0
GRAND TOTAL $508,481 $644,210 $751,035 $785,188
FULL TIME POSITIONS 1.00 1.60 1.80 1.80
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.50
WORK PROGRAM:
This budget includes oversight and coordination of the city’s recycling and trash program. Consistent with the General
Plan, the Environmental Management Division of Public Works coordinates the citywide recycling and trash program
and helps the city maintain compliance with state regulations AB939, AB341, AB2176, AB1826 and SB1016 diversion
and disposal requirements. The Environmental Management Division also administers and monitors the Coast Waste
Management contract for recycling and trash services, the Palomar Transfer Station agreement, composting service
contract and household hazardous waste service contracts.
PROGRAM ACTIVITIES:
Maintain city’s compliance with AB939 Integrated Waste Management Act of 1989, AB341 Mandatory Commercial
Recycling, AB2176 Recycling at Large Events, AB1826 Mandatory Commercial Organics Recycling, SB1383 Short
lived Climate Pollutants; Methane Emissions; Organic Waste; Landfills and SB1016 Solid Waste per Capita
Disposal Measurement Act.
Represent the city at meetings with the State of California regulatory agency, CalRecycle, businesses, residents,
regional partners and other stakeholders.
Oversee contract management for residential and commercial recycling and trash services, composting programs,
and household hazardous waste program.
Work with city facilities, custodial, library, and parks staff to improve the city’s municipal recycling and waste
diversion operations.
Prepare state and county grant applications with Council approval, appropriate funds, implement grant activities,
track financials, and submit reports.
Coordinate outreach and education targeted to increase recycling for residents, businesses, municipal employees
and the general public.
Hold the annual special collection event for Household Hazardous Waste while using grant funding for promoting
and volunteers to help staff the event.
Conduct annual rate analysis to determine cost effective practices and adhere to contract requirements. Prepare and submit required annual recycling, composting, and disposal reports to CalRecycle as required by SB
1016 (Solid Waste per Capita Disposal Measurement Act).
Participate in regional activities with the countywide Technical Advisory Committee.
Research innovative environmental stewardship best practices to improve diversion rates for all materials including
organic waste.
Actively promote innovative methods to engage businesses and residents to increase recycling and waste
diversion.
KEY ACHIEVEMENTS FOR 2016-17:
Coordinate first Earth Month activity events for the City of Carlsbad including participation from various city
departments.
Developed effective contract management monitoring measures with contractors ensuring accountability and best
value on agreed-upon services.
G-22
PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO
FUND: ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT ACCT NO. 5206375
KEY ACHIEVEMENTS FOR 2016-17 (continued):
Held the eleventh annual Household Hazardous Waste event funded with grant money to encourage residents to
properly dispose of their hazardous waste.
Participated in Food Recovery and Organics Recycling Conferences to learn about best practices for successful
program implementation.
Increased outreach and education by developing a multi-family guide, commercial organic and recycling brochures
and other outreach materials.
Coordinated with Palomar Transfer Station and Waste Management to improve construction and demolition
recycling at Palomar Transfer Station.
Continued to collaborate with city departments to enhance municipal recycling. Maintained positive working relationships with state regulators, contractors and regional stakeholders.
Responded to CalRecycle’s compliance questions related to previous year’s annual report of existing programs
activities and statistics.
Actively promoted innovative methods to engage businesses and residents to increase recycling and waste
diversion.
Reviewed special event applications for compliance with recycling and trash best practices.
Conducted a workshop for businesses on the new AB1826 regulations and assisted the Chamber of Commerce
with a similar workshop for their members.
Prepared a presentation to Council on the new AB1826 organics regulation.
KEY GOALS FOR 2017-18:
Coordinated Earth Month activities and events for the City of Carlsbad including participation from various city
departments.
Improve commercial recycling program by implementing outreach to targeted high trash generating businesses
with low diversion rates.
Continue outreach and education of businesses by developing a recycling guide and other outreach materials.
Continue outreach and education of residents to increase recycling rates.
Develop a comprehensive commercial recycling guide to include organics recycling.
Review, prioritize, and implement improvements needed based on feedback from CalRecycle in the mandatory
commercial recycling and construction/demolition recycling programs. Continue monitoring and evaluating outcomes of the trash services contract agreement with Coast Waste
Management.
Conduct a franchise fee assessment to determine accuracy of charges.
Continue tracking disposal rate (pounds per person per day) to verify accuracy and/or adjustments needed.
Evaluate household hazardous waste program participation.
Ensure grant monies are appropriated and utilized to maximum efficiency.
Conduct outreach and education programs to support SB1383 and AB1826, prioritizing the top two tiers of the food
recovery hierarchy (reduction and recovery for people).
Conduct workshops for businesses and multifamily dwellings to provide technical information and resources
related to food reduction and recovery for people and green waste recycling.
Research opportunities to pilot a commercial organics program.
SIGNIFICANT CHANGES:
Increase of 0.50 FTE part-time position to assist with administrative functions within the department.
G-23
PROGRAM: STORM WATER PROTECTION
FUND: ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT ACCT NO. 5215110
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL 529031 483987 603684 611085
MAINTENANCE & OPERATIONS $591,577 $602,164 $818,887 $852,664
CAPITAL OUTLAY 2,078 0 0 0
GRAND TOTAL $1,122,686 $1,086,151 $1,422,571 $1,463,749
FULL TIME POSITIONS 5.35 4.95 4.95 5.15
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.50
WORK PROGRAM:
This budget includes leadership and stewardship of the city’s resources, specifically protecting our creeks, lagoons and
ocean. The Environmental Management Division of Public Works coordinates the citywide Storm Water Protection
Program and helps the city maintain compliance with the Existing Development section of the Municipal Storm Water
Permit issued by the San Diego Regional Water Quality Control Board.
PROGRAM ACTIVITIES:
1. Watershed Principal and Participation – The Storm Water Protection program personnel participate in watershed
activities with neighboring cities in the Carlsbad Watershed and act as the Principal Copermittee. Activities are
focused on implementing water quality protection programs to improve water quality and reporting on the
implementation progress of goals and strategies identified in the Water Quality Improvement Plan (WQIP) for the
Carlsbad Watershed Management Area. As the Principal Copermittee for the Watershed, the city serves as a
liaison with the San Diego Regional Water Quality Control Board, ensures the submittal of annual reports and
participates in the San Diego County Copermittees Regional Program Planning Committee.
2. City Representation – The Storm Water Protection Program personnel represent the city at meetings with the
Environmental Protection Agency, the Regional Water Quality Control Board, San Diego County Copermittees,
Carlsbad Watershed, environmental non-profit groups, and other related stakeholders.
3. Water Quality Monitoring – The Storm Water Protection Program staff implement a monitoring program to evaluate
Municipal Separate Storm Sewer (MS4) discharges. Required monitoring programs include Receiving Water
monitoring, MS4 outfall discharge monitoring, Sediment Quality monitoring and various Special Studies.
4. Education/Outreach and Public Participation – The Storm Water Protection Program staff implement a public
outreach and educational program to promote and encourage behavior changes that reduce the discharge of
pollutants into the MS4 and protect water quality in our receiving waters. Outreach to municipal staff is conducted
to inform and educate employees and city contractors on the requirements for municipal facilities and operations.
5. Business Program – Businesses are assessed using either a property-based method or as a single entity to ensure
the use of proper Best Management Practices and Pollution Prevention activities, to prevent discharges into the
MS4 and protect receiving waters. Follow-up visits, targeted education, or enforcement may be required.
6. Illicit Discharge Detection and Elimination (IDDE) – The permit requires an IDDE program to detect and eliminate
illicit discharges into the MS4. This program includes the response to, and investigation of, potential illicit
discharges in the city, field screening at major outfalls and the management of a public hotline.
7. Annual City Report Writing – Program personnel are responsible for compiling the annual Jurisdictional Runoff
Management Program (JRMP) report. In addition, program personnel coordinate preparation of the new program
documents at the beginning of each permit cycle.
8. Inter-departmental Support – The Storm Water Protection Program continues to work inter-departmentally on
storm water and other environmentally-related activities, such as with the Carlsbad Fire Department during
emergency response, Land use Engineering, the Construction Management Division, and the Transportation,
Facilities and Utilities Departments.
9. Total Maximum Daily Load (TMDL) Regulation Management - In the past few years, the Regional Water Quality
Control Board has issued several draft and final TMDL orders that affect the City of Carlsbad. The Storm Water
Protection Program has proactively spent resources to track pending regulations, review drafts, comment,
coordinate watershed or Hydrologic Area (HA) communication and meetings, gather water quality information, and
submit formal de-listing applications. To date, the program has successfully processed three de-listings: a) the
Pacific Ocean from the Buena Vista Lagoon mouth south to Pine Street for bacteria, b) Agua Hedionda Lagoon for
sediment, and c) Agua Hedionda Lagoon for bacteria. The program is currently analyzing other 303(d) impaired
water bodies for availability and accuracy of water quality data.
G-24
PROGRAM: STORM WATER PROTECTION PAGE TWO
FUND: ENTERPRISE
PROGRAM GROUP: ENVIRONMENTAL MANAGEMENT ACCT NO. 5215110
KEY ACHIEVEMENTS FOR 2016-17:
Worked inter-departmentally to implement the National Pollutant Discharge Elimination System Municipal permit.
As the Carlsbad Watershed principal, managed the contract for a Watershed Coordinator to assist the watershed
agencies with developing the Water Quality Improvement Plan to optimize the watershed’s compliance with the
new permit. The Carlsbad Watershed Management Area WQIP was accepted by the San Diego Regional Water Quality Control
Board.
Completed a Track Compliance Feasibility Study to assess whether it is feasible for the city to comply with the full
capture (Track 1) requirements of the state wide Trash Amendments.
Successful implementation of the Energov software platform to track inventories and inspections.
Coordinated a new cross departmental team to facility Municipal Inspections and train city staff to complete their
own storm water facility inspections.
Continued San Marcos HA participation in the Beaches and Creeks Bacteria TMDL.
Strengthened partnerships with other stakeholders within the region on a TMDL Reference Study to provide
accurate and scientifically valid data for future TMDL regulations.
Revised and updated Divisional procedures and work plan to better define and monitor program performance and
costs.
Worked inter-departmentally to update the Jurisdictional Runoff Management Plan and direct the implementation
of strategies developed in the Water Quality Improvement Plan.
Continue to use mobile devices in the field to access and record data, creating efficiencies and facilitating the
implementation of the permit.
Participated in Creek to Bay Cleanup, Coastal Cleanup Day, Earth Day pop-up event, and other outreach and
education activities within the City of Carlsbad and regionally.
KEY GOALS FOR 2017-18:
Continue to support Carlsbad’s quality of life by responsibly managing environmental resources in partnership with
our stakeholders.
Continue serving as the Principal Copermittee for the Carlsbad Watershed Management Area.
Implement the WQIP on behalf of the Carlsbad Watershed to the San Diego Regional Water Quality Control Board.
Incorporate innovative methods to implement the city’s JRMP in conjunction with the Carlsbad Watershed WQIP.
Work more closely with other city departments to provide a more holistic approach, create efficiencies, and improve
reporting of the WQIP goals and strategies.
Continue streamlining programs and improving efficiencies where possible.
Plan for implementation of the requirements to comply with the new state wide trash amendments. This regulation
will require substantial future resources to achieve compliance.
Participate in regional and watershed efforts to complete the Report of Waste Discharge and reissuance of the
Municipal Storm Water Permit.
Proactively submit TMDL de-listing applications for 303(d) listed impaired water bodies where complete and
accurate water quality data are available.
Continue to improve business processes within the Energov system and create streamlined reporting tools to allow
more efficient access to data.
SIGNIFICANT CHANGES:
Increase of 0.50 FTE part-time position to assist with administrative functions within the department.
G-25
PROGRAM: UTILITIES
FUND: ENTERPRISE
PROGRAM GROUP: UTILITIES SUMMARY
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $5,950,452 $6,799,866 $7,381,670 $7,834,294
MAINTENANCE & OPERATIONS 49,246,979 45,679,000 52,565,611 56,311,899
CAPITAL OUTLAY 83,121 79,260 0 0
GRAND TOTAL $55,280,552 $52,558,126 $59,947,281 $64,146,193
FULL TIME POSITIONS 58.40 60.85 60.20 60.45
HOURLY/FTE POSITIONS 1.00 0.50 0.50 0.50
WATER UTILITY
80%
WASTEWATER
UTILITY
20%
G-26
PROGRAM: WATER OPERATIONS
FUND: ENTERPRISE
PROGRAM GROUP: UTILITIES ACCT NO. 5016310/5026310
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $4,050,146 $4,874,216 $5,290,355 $5,501,115
MAINTENANCE & OPERATIONS 39,003,062 37,139,235 42,228,044 45,906,371
CAPITAL OUTLAY 58,977 26,162 0 0
GRAND TOTAL $43,112,185 $42,039,613 $47,518,399 $51,407,486
FULL TIME POSITIONS 38.55 40.60 42.85 42.00
HOURLY/FTE POSITIONS 0.00 0.50 0.50 0.50
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides water service to
approximately 85 percent of the city. The District purchases 100 percent of its potable water, which includes a new
local supply of desalinated seawater, as treated water from the San Diego County Water Authority. The District also
supplies customers with recycled water from the Carlsbad Water Reclamation Facility (CWRF), and through purchase
agreements with the Leucadia Wastewater District and Vallecitos Water District.
PROGRAM ACTIVITIES:
Water Operations
Provide reliable operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and
disinfection systems; collect water quality samples to ensure compliance with state and federal regulations, and
provide emergency response services. CMWD is in full compliance daily with drinking water regulations.
Water Construction/Maintenance
Schedule and perform water system maintenance to ensure a safe and efficient water distribution system, and
provide emergency response services and repairs.
Water Conservation
Provide water conservation education and outreach to encourage responsible water use.
Meter Services
Read over 29,000 customer meters monthly to ensure timely and accurate revenue collection; provide customer
service for water utility customers; and install, replace and maintain water meters.
Cross-Connection Control
Implement and enforce cross-connection control and backflow prevention 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 Losses
The 2012 AWWA benchmarks for distribution system losses (Apparent and Real) range between approximately 3
percent and 13 percent, with a median of approximately 6 percent. CMWD’s water loss is near the benchmark median.
Carlsbad Water Loss – Last Five Years
Fiscal Year Percent of Water Loss (Apparent and Real)
2011-12 5.1%
2012-13 6.1%
2013-14 5.3%
2014-15 6.0%
2015-16 6.1%
G-27
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: ENTERPRISE
PROGRAM GROUP: UTILITIES ACCT NO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Potable Water Cost Efficiency
This measure represents the cost of service by Fiscal Year divided by the total number of accounts. The 2012 American
Water Works Association (AWWA) benchmark for this metric is between $281 and $608 with a median of $408. The
City’s Water Cost Efficiency is close to the median, suggesting that the system operates efficiently from a financial
standpoint.
O&M Potable Water Cost Efficiency
Fiscal Year Adjusted Expenses* Total Number of Accounts Average Cost per Account
2011-12 $11,783,137 28,527 $413
2012-13 $13,237,904 28,867 $459
2013-14 $13,828,466 29,007 $477
2014-15 $13,457,570 29,172 $461
2015-16 $13,933,730 29,345 $475
*Excludes cost of purchased water and depreciation
Water Service Delivery
The System Integrity Rate is the metric for assessing the condition of a water distribution system by reviewing the
number of leaks and breaks in the system per 100 miles of pipe. These measures are calculated by dividing the total
number of leaks and breaks during the reporting period by the total miles of pipe in the system and multiplying the
results by 100. CMWD currently has approximately 438 miles of potable pipe and 78 miles of recycled pipe.
The 2012 AWWA benchmark for pipeline breaks ranges between 6 and 20, with 14 as the median. The benchmark for
leaks ranges between 2 and 28, with 16 as the median. CMWD’s potable water breaks rates are well below the
benchmarks and seem to indicate that the system integrity is operating at a very high level. CMWD’s leaks rates are
near the median and also seem to indicate that the system integrity is operating at a strong level.
CMWD System Integrity per 100 Miles of Pipe – Potable Water
Fiscal Year Potable Water
# of Breaks
Potable Water
Breaks Rate
Potable Water
# of Leaks
Potable Water
Leaks Rate
2011-12 7 1.70 81 19.72
2012-13 4 .96 59 14.22
2013-14 4 .96 111 26.50
2014-15 7 1.64 80 18.79
2015-16 12 2.74 49 11.19
CMWD began installing its recycled water system in 1991. The very low pipeline leaks and breaks rates in the recycled
water system reflect, in part, this fairly new system.
CMWD System Integrity per 100 miles of Pipe – Recycled Water
Fiscal Year Recycled Water
# of Breaks
Recycled Water
Breaks Rate
Recycled Water
# of Leaks
Recycled Water
Breaks Rate
2011-12 0 0.00 5 6.49
2012-13 0 0.00 1 1.28
2013-14 0 0.00 1 1.28
2014-15 0 0.00 2 2.56
2015-16 1 1.28 0 0
G-28
PROGRAM: WATER OPERATIONS PAGE THREE
FUND: ENTERPRISE
PROGRAM GROUP: UTILITIES ACCT NO. 5016310/5026310
KEY ACHIEVEMENTS FOR FY 2016-17:
Maintained a 99% AMR meter read rate, which minimizes manual re-reads.
Replaced 8” meter for Omni La Costa Resort, and raised the entire meter and pipeline feed above ground for ease
of maintenance.
Continued Carlsbad Conserves program campaign to assist customers with State mandated water use reductions
and restrictions.
Continued water conservation education and outreach programs, and maintained compliance with state water
conservation regulations.
Prepared approximately 22 new retrofit plans (potable to recycled water) for properties located in areas where
recycled water will be available in FY2017. Also connected 24 new properties to existing recycled water system.
Plan-checked and/or processed 40 new recycled water plans for CMWD and San Diego County DEH approval. Completed construction of the El Camino Real Recycled Water pipeline between Cannon Road and Chestnut
Avenue.
Completed the 2016 Water Cost of Service Study.
Completed design of the recycled water pipelines for Avenida Encinas and Ponto Road.
Completed design of Bolero pressure reducing station.
Completed construction of the Phase III Carlsbad Water Recycling Facility Plant Expansion as part of the $37
million Phase III Expansion Project.
Completed construction of Phase I of the Tri-Agencies Water Transmission Pipeline Replacement.
Decommissioned the out-of-date pumps at the Ellery Pump Station at the Ellery Potable Water Tank Site, and built
a new manifold specifically configured for portable pumps, as the pumps at this location are infrequently used.
Completed the Urban Water Management Plan update.
KEY GOALS FOR FY 2017-18:
Update the hydraulic models for the Water Master Plan and the Recycled Water Master Plan.
Complete alternatives analysis of SCADA hardware and software for the Water SCADA Master Plan.
Begin design of lower El Fuerte pressure reducing station. Begin rehabilitation of C and D3 potable water storage tanks.
Begin construction of Bolero pressure reducing station. Begin design of the Maerkle Reservoir Cover.
Complete design of recycled water storage tank at D site.
Complete construction of recycled water transmission line in Avenida Encinas.
Complete plug valve maintenance in the potable distribution system.
Complete inventory of existing infrastructure and load data into the Asset Management System.
Begin AMR to AMI conversions.
Begin implementation of a meter analytics with a web customer portal.
Complete upgrade of the Harris Utility Billing system.
Establish a meter testing program.
Establish a high water usage call out system.
Establish critical valve designations within Asset Management System.
Implement a revised valve maintenance program.
Implement a new valve replacement program.
Participate in implementation of Job Order Contracting program.
SIGNIFICANT CHANGES:
Reallocation of staff to better reflect workload.
G-29
PROGRAM: WASTEWATER OPERATIONS
FUND: ENTERPRISE
PROGRAM GROUP: UTILITIES ACCT NO. 5116310
2014-15
ACTUAL
2015-16
ACTUAL
2016-17
BUDGET
2017-18
BUDGET
PERSONNEL $1,900,306 $1,925,650 $2,091,315 $2,333,179
MAINTENANCE & OPERATIONS 10,243,917 8,539,765 10,337,567 10,405,528
CAPITAL OUTLAY 24,144 53,098 0 0
GRAND TOTAL $12,168,367 $10,518,513 $12,428,882 $12,738,707
FULL TIME POSITIONS 19.85 20.25 17.35 18.45
HOURLY/FTE POSITIONS 1.00 0.00 0.00 0.00
PROGRAM GROUP DESCRIPTION:
The Wastewater Division operates and maintains the sanitary sewer system which covers approximately 65% of the
geographic area of the city. Sewage is treated at the Encina Wastewater Treatment Plant, a facility jointly owned by
the cities of Carlsbad, Encinitas, and Vista, the Leucadia Wastewater District, the Vallecitos Water District, and the
Buena Sanitation District.
PROGRAM ACTIVITIES:
Wastewater Operations
Provide operation, maintenance and inspection of 13 wastewater lift stations and wet wells to ensure proper system
performance and compliance with state and federal regulations.
Wastewater Collections
Provide cleaning and inspection of approximately 288 miles of sanitary sewer system main lines and associated
manholes annually, in accordance with applicable state and federal regulations.
PERFORMANCE MEASURES:
Wastewater Cost Efficiency
This measure represents the cost of service by Fiscal Year divided by the Annual Flow, which results in the Cost per
Million Gallons (MG) metric. The 2012 American Water Works Association (AWWA) benchmark for this metric is
between $2,056 and $4,259 with a median of $3,122. The city’s cost per Million Gallons is close to the median,
suggesting that system operations are fiscally efficient.
Wastewater Cost Efficiency
Fiscal Year Expenses Annual Flow (MG) $/MG
2011-12 $6,644,950 2,524 $2,633
2012-13 $7,080,938 2,384 $2,970
2013-14 $6,995,585 2,152 $3,251
2014-15 $7,241,033 2,252 $3,215
2015-16 $7,198,231 2,125 $3,387
G-30
PROGRAM: WASTEWATER OPERATIONS PAGE TWO
FUND: ENTERPRISE
PROGRAM GROUP: UTILITIES ACCT NO. 5116310
PERFORMANCE MEASURES (continued):
Wastewater System Reliability
This measure is an indication of the collection system pipeline condition and the effectiveness of routine maintenance.
This measure is calculated by dividing the total number of sanitation overflows during the reporting period by the total
miles of pipe in the collection system and multiplying the result by 100. The 2012 AWWA benchmark for this metric is
between 0.9 and 6.7 overflows per 100 miles of pipeline, with a median of 2.7. The city’s Sanitation System Reliability
Rate is well below the benchmark median, suggesting that the system operates efficiently and is properly maintained.
Wastewater System Reliability
Calendar Year Number of
Overflows
Total Miles of
Sanitation Pipes
Rate per 100 miles
2012 2 288 0.69
2013 4 288 1.39
2014 2 288 0.69
2015 2 288 0.69
2016 1 288 0.35
KEY ACHIEVEMENTS FOR 2016-17:
Continued comprehensive list of rehabilitated wastewater assets, including manholes and cured-in-place-pipe.
Continued manhole rehabilitations in various locations throughout the city.
Completed construction of the Poinsettia Lift Station stand-by pump system.
Completed construction of the North Batiquitos Lift Station Improvement Project.
Completed final design of the Buena Vista Lift Station Electrical Improvements Project.
Completed utility support bridge across Agua Hedionda Lagoon for the Agua Hedionda Lift Station Replacement.
Completed steel and concrete construction of the $45 million (Carlsbad’s share) Agua Hedionda Lift Station
Replacement Project.
Completed 90% of the 54” diameter interceptor sewer installation in Avenida Encinas.
KEY GOALS FOR 2017-18:
Complete the hydraulic model for the Sewer Master Plan Update.
Complete alternatives analysis of SCADA hardware and software for the Wastewater SCADA Master Plan.
Complete construction of the Foxes Landing Lift Station Replacement.
Complete construction of the Agua Hedionda Sewer Lift Station Force Main.
Begin construction of Simsbury Sewer Extension and Simsbury Lift Station removal.
Begin design of Chinquapin Lift Station Force Main Replacement.
Begin Force Main Condition Assessment Program.
Replace generators at North Batiquitos and Knot’s Lift Stations.
Replace pumps at Knot’s Lift Station.
Complete condition assessment of manholes on Buena Interceptor Sewer.
Complete condition assessment of Vista/Carlsbad sewer interceptor north of Agua Hedionda Lagoon.
Continue creation of condition assessment priority list (by zone) of collection lines needing rehabilitation or
replacement.
Continue proactive cleaning and condition assessment of wastewater trunk lines.
Complete in-house pilot program and evaluate for Fats, Oils, and Grease (FOG).
Participate in implementation of Job Order Contracting program.
SIGNIFICANT CHANGES:
Reallocation of staff to better reflect workload.
Capital Improvement Program
Capital Improvement Program
Capital Improvement Program
Capital Improvement Program
Overview
Overview
Overview
Overview
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-1
The City of Carlsbad Capital Improvement Program (CIP) is a 15 year planning document that
outlines the expenditure plan for future capital projects and the corresponding revenues to pay for
those expenditures. The CIP is a financial planning document, not a commitment for spending. All
construction costs are estimates and are reviewed and further refined each year. Spending
authorization is given only at the time the City Council formally adopts the proposed budget, and,
at that time, funds are only appropriated for the upcoming fiscal year. Information is shown in
subsequent years to provide the most comprehensive information about all of the known future
facilities the City of Carlsbad plans to construct, refurbish, replace, or modify.
The Fiscal Year (FY) 2017-18 CIP outlines approximately $54 million in new appropriations to
provide additional funding for the continuation of existing projects as well as funding for new
projects. Projected revenues during the same fiscal year are estimated at $53.7 million. As the city
continues to grow and develop, there is a corresponding increase in the demand for development-
related services and new facilities. To ensure that the necessary infrastructure and facilities are
built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth
Management Plan in 1986. The Growth Management Plan states that unless a standard level of
facilities is available to meet new demands resulting from the city’s growth, development cannot
proceed. This Plan is the foundation for making decisions about the timing and prioritization of the
capital projects under consideration. A discussion of the city's Growth Management Plan is located
at the end of this report. The remainder of the report explains the process and the results of the
city’s plan for its capital facilities.
In addition to new facilities corresponding to new development, aging infrastructure requires
maintenance, repairs, and at times, replacement. About 45 percent of Carlsbad’s comprehensive
capital plan encompasses numerous asset management programs to ensure adequate inspection,
maintenance, and replacement of buildings and parks, water, sewer and drainage systems,
bridges, and roadways systems.
It is still anticipated that the city will continue to meet its growth management standards. This
reflects the Council’s continued commitment to construct the facilities as needed to serve the
current and anticipated development occurring throughout the city.
PROJECT EVALUATION
Projects that are shown in the CIP are generally defined as any construction (or
reconstruction/replacement) of major infrastructure such as streets, libraries, parks, fire stations
and administrative facilities, water, sewer and drainage facilities, and other facilities that are located
on or in the ground. In most cases, the total construction cost of each of these assets is recorded
and tracked as part of the city’s inventory of capital infrastructure assets and other city-owned
property.
The CIP and the Operating Budget are integral parts of the total city financing plan. Each year,
staff begins the process by evaluating the construction schedules for city facilities in conjunction
with the workload of the staff needed to complete the projects. Staff considers City Council Goals
and Work Plan, to ensure that the CIP is in alignment with the Council and Community Vision. In
the FY 2017-18 CIP, there are approximately 240 continuing and new projects planned in the next
15 years.
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-2
Projects were analyzed using the criteria shown
in the table. Project timing was also reviewed,
including evaluation of the availability of capital
construction funds, operating funds, and other
resources needed.
CAPITAL PROJECTS
The following two sections provide information about the major capital projects. The first section
focuses on projects planned in the next five years, and the second section contains an overview of
the entire expenditure plan through FY 2031-32 (the next 15 years). All construction costs are
estimates and only projects scheduled for FY 2017-18 funding receive appropriations. The
information shown in the future years reflect the most comprehensive snapshot of the known future
facilities and their associated cost at this point in time.
THE NEXT FIVE YEARS
PARK PROJECTS
The city is currently implementing park projects which were a result of a needs assessment and
subsequent updated master plans. The city worked with the community to identify current needs
and priorities for parks and recreation programs, and summarized the input in the Parks &
Recreation Department Master Plan. The city then updated individual master plans for Poinsettia
Community Park, Aviara Community Park, Pine Avenue Community Park and Leo Carrillo Ranch
Historic Park.
Aviara Community Park Event Gathering Space and Picnic Areas – The additional park amenities
include a large passive outdoor public gathering space, group picnic areas, a perimeter walking
path and a catering support room complete with appliances to support outside catering and food
and beverage services for small events. The total cost is $3.6 million.
Poinsettia Park Multi-Use/Multi-Generational Community Center – As a result of the needs
assessment, funds are included to study the feasibility of a multi-use, multi-generation indoor
community center, located at Poinsettia Park, which will serve a larger cross section of the
community. Additional planned improvements include a fenced dog park for both large and small
dogs, pickleball courts, updated tot lots and a multi-sports arena with a picnic area and artificial turf
field, at a total cost of $4.4 million.
Leo Carrillo Phase III – This historic park is located in the southeast quadrant of the city.
Expenditures include restoration of the horse stables to allow occupancy for events, an outdoor
interpretive plan to educate and focus on the life and times of Leo Carrillo, his ranch years, and
native people and plants. Also included is visitor way-finding signage and additional lighting. The
total estimated cost is $2.8 million.
Project Ranking Criteria
1. Is the project required to ensure the health and
safety of the citizens, as the result of a legal
mandate?
2. Is the project needed soon for growth
management compliance?
3. Is the project needed to meet specific city
standards? (Traffic signals, street lights).
4. Does the project complete or provide part of
the basic infrastructure or complement a
regional plan (example: a linking road
segment)?
5. Are there other reasons to construct the project
(example: Council priority, timing or funding
opportunity, public demand)? Are operating
funds available to operate the facility?
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-3
Pine Avenue Park Community Facility
and Garden Areas – The remaining
elements of the park include a multi-
purpose community center and
gymnasium, a community garden with
rentable plots, and a
botanical/ornamental garden. The
community center and gymnasium will
include basketball, volleyball,
gymnastics, multi-purpose rooms,
meeting rooms, a teen center, and office
space. This final phase of the park is estimated at $12.3 million.
Robertson Ranch Master Plan – This 13 acre park site is located within the Robertson Ranch
development located in the northeast quadrant of the city. Funding in the amount of $200,000 is
included for the development of a master plan.
CIVIC FACILITY IMPROVEMENTS
Civic facilities include a variety of facilities from which the city provides its services to the public.
This category also includes maintenance of those facilities.
Maintenance & Operations Center – This city facility will bring together offices, the maintenance
yard, a warehouse, and parking to accommodate the various work groups at one location, currently
planned near the existing Safety Center and Fleet yard. The total estimated project cost is $31.3
million.
Fire Station No. 2 Reconstruction – Fire Station No. 2, located at the corner of El Camino Real and
Arenal Road, was originally constructed in 1969 for one full-time firefighter and a yearly call volume
of less than 250. Today, the station maintains a staff of five full-time firefighters with a call volume
of approximately 4,000 per year. Funding for the reconstruction project was approved by a vote of
the citizens at a cost not-to-exceed $10.5 million.
Facilities Maintenance – As the city facilities
begin to age, maintenance and repair projects
are needed to keep them in good condition. In
the next five years, $5.1 million has been
allocated to projects, including projects at the
following locations:
Cannon Park Restroom
City Facility Accessibility Upgrades
Faraday Administrative Facility Upgrades
Fire Station No. 1, 4 & 5 Security Fencing
Fleet Maintenance Facility Refurbishment
Leo Carrillo Park Improvements
Senior Center Refurbishment
Village Arts Building Roof and Exterior Refurbishment
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-4
STREET AND CIRCULATION PROJECTS
People of all ages and abilities want to go places safely
and conveniently in Carlsbad, whether they drive, walk,
bike, or ride a bus or train. The livable streets concept,
also called "complete streets," acknowledges that streets
are an important part of the livability of today's
communities and ought to be for everyone. Carlsbad has
made livable streets a priority when planning and
constructing improvements to city roadways. In addition
to constructing improvements, the city continues to invest
in the maintenance and operation of the transportation
infrastructure by providing timely repairs and
rehabilitation of the public assets associated with the
roadways and public rights of way throughout the city.
ADA Improvements – ADA projects throughout the city are scheduled for $1.7 million in funding
over the next five years. The project includes various accessibility improvements, including
sidewalk curb ramps and pedestrian signals.
Avenida Encinas Widening – Widening to full secondary arterial standards along Avenida Encinas
from Palomar Airport Road to just south of Embarcadero Lane is scheduled for design in FY 2017-
18. The CIP includes $5.4 million to fund this project in the next five years.
Beach Access Repair/Upgrades – Tamarack Avenue to Pine Avenue – Funding of $5 million is
included to pay for a structural evaluation report for railings, girders, caissons, concrete, etc., along
with recommendations for repair and rehabilitation to keep the beach access facilities in safe
condition.
Bridge Preventative Maintenance Program – This is a new program designed to perform
preventative maintenance activities on bridges throughout the city, at a total cost of $1.6 million.
Carlsbad Boulevard Pedestrian Lighting – This project will install pedestrian scale lighting along
both sides of Carlsbad Boulevard between Tamarack Avenue and State Street at a total cost of
$1.3 million.
Carlsbad Village Drive and Grand Avenue Pedestrian Improvements – This project is estimated at
$1.3 million and will improve pedestrian features including roadway and sidewalk improvements
and safety barriers.
Concrete Repair and Maintenance – The proposed spending plan includes $1 million in the next
five years for repairs to sidewalks, curb and gutter, pedestrian ramps, driveway approaches and
cross gutters.
El Camino Real Widening – There are a number of projects that are scheduled over the next five
years that will focus on the widening of El Camino Real, in addition to other improvements, such
as median construction. The projects include widening from Cassia Road to Camino Vida Roble,
Arenal Road to La Costa Avenue and Lisa Street to Crestview Drive. The estimated cost for these
roadway sections is $5.5 million.
Pavement Management – Carlsbad’s local streets are maintained on a regular cycle to ensure a
good riding surface and to extend the life of the streets. Part of the maintenance program is the
sealing and overlay of the existing street surface. In addition, any problem areas are addressed
as they are identified. The FY 2017-18 CIP has $15.6 million budgeted in the next five years for
this program.
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-5
Poinsettia Lane Extension from Cassia Road to Skimmer Court – Completion of this segment of
Poinsettia Lane is the final link between Aviara Parkway and El Camino Real. The total cost is
estimated at $14.1 million.
Road Diet and Traffic Calming Projects along Chestnut Avenue, Valley Street and Kelly Drive –
Several projects are planned in the next five years to provide complete street solutions so that the
varied user of these roads, including pedestrians and bicyclists, are provided for in a balanced and
equitable manner. The total cost is estimated at $7 million.
Traffic Signals/Traffic Control Improvements – In the next five years, traffic signal projects are
planned at the following locations, at a total cost of $1.2 million:
Faraday Avenue and Camino Hills Drive
Faraday Avenue and Palmer Way
La Costa Avenue and Levante Street
Maverick Way and Camino De Los Coches
Poinsettia Lane and Cassia Road
Poinsettia Lane and Oriole Court
Village and Barrio Traffic Circles – Installation of traffic circles at intersections throughout the Village
and Barrio is planned at a total cost of $1.5 million.
WATER/WASTEWATER PROJECTS
The city’s water and wastewater projects are vital to the continued health and welfare of its citizens.
Most new lines are built and paid with impact fees collected with new development. As the city
ages, it will become necessary to repair and replace the lines that already exist, and an increase
in these projects is anticipated in future years. In the next five years, an additional $40.9 million in
funding is scheduled for both new and replacement water and sewer projects.
Vista/Carlsbad Interceptor & Agua Hedionda Lift Station Replacement – This project consists of a
set of individual projects that will ultimately construct a parallel sewer interceptor system to
accommodate existing and future sewer flows from the cities of Vista and Carlsbad. The individual
projects include a main in Jefferson Street, replacement of the Agua Hedionda Lift Station, and a
main from the lift station to the Encina Wastewater Facility. The overall total cost estimate for this
set of projects totals $64 million, of which approximately 64 percent is funded by the City of Vista
and 36 percent by the City of Carlsbad.
Wastewater
Other wastewater facilities scheduled for construction or replacement within the next five years
include:
Buena Interceptor Sewer Improvements
Faraday/El Camino Real Sewer Replacement
Foxes Landing Lift Station Wetwell and Pump Replacement
Las Palmas Trunk Sewer
Quarry Creek Sewer Extension
In addition to the new construction and replacement projects and ongoing condition assessments,
repairs and upgrades to the city’s wastewater facilities are expected to cost $3.5 million in the next
five years.
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-6
Water Lines
Major water facilities scheduled for construction or replacement within the next five years are
estimated at $33.2 million, and include the following locations:
Aviara Parkway and Plum Tree
Carlsbad Boulevard – South of Avenida Encinas
Fire Flow System Improvements
Maerkle Reservoir Floating Cover Replacement
Santa Fe II Inlet Pipeline
Rehabilitation and maintenance programs included in the five year total are estimated at $17
million.
Recycled Water Expansion
Expansion to the Carlsbad Water
Recycling Facility, including construction
of additional pipelines and a reservoir, are
anticipated to cost $34.2 million. These
facilities are expected to meet the 76
percent increase in future recycled water
demand. The expansion is expected to
increase the recycled water supply from 4
to up to 8 million gallons per day (mgd).
With diminishing potable water resources
available, alternative supplies such as
recycled and desalinated water become
increasingly important in supplementing
the total water supply.
DRAINAGE PROJECTS
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as
well as maintaining the water quality of the city’s creeks, lagoons and ocean. Carlsbad supports
programs that will ensure that all water bodies within the city are safe and clean and, where
possible, open to the public at all times. The system consists of drainage pipes 30-inches or larger
in diameter, large concrete and rock lined channels, permanent sedimentation basins and
miscellaneous large facilities. As the city continues to age, it will become necessary to repair and
replace the lines that already exist. An additional $4.3 million will be added to the program in the
next five years.
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-7
CAPITAL PROJECTS THROUGH FISCAL YEAR 2031-32
The CIP for FY 2017-18 to FY 2031-32 outlines approximately 240 projects at a cost of $462 million
as shown below:
OVERVIEW OF FY 2017-18 TO 2031-32
The spending plan includes $45.1 million, or 10 percent, for future park development projects
located within all four quadrants of the city.
Approximately 26 percent of future expenditures, or $121.7 million, are planned for street and traffic
signal construction projects. Projects include several road-widening projects, road diet and traffic
calming projects, Carlsbad Boulevard Realignment, and funding for sidewalk construction, concrete
repair work, ADA projects, and parking lot and pavement maintenance.
Wastewater projects are expected to cost over $91.5 million, or 20 percent, for numerous pipeline
construction and rehabilitation projects, as well as improvements to the Encina Wastewater
Treatment facility.
Future water and recycled water projects include construction of new waterlines, both potable and
recycled, and expansion of the Carlsbad Water Recycling Facility. Replacement of existing potable
waterlines and reservoir improvements are also included in this category. A total of $78.6 million,
or 17 percent of the total CIP, is planned for these projects.
Construction and maintenance of civic facilities such as libraries, administrative buildings, and
police and fire facilities are currently estimated at $89.3 million, or 19.3 percent of the total planned
capital expenditures to build out.
Drainage projects are 4 percent of the total spending plan, at $18 million and the remaining 4
percent, or $17.5 million are for loans and repayments. There are times when one fund will loan
money to another fund to cover a temporary shortfall due to the timing of revenues and
expenditures.
UNFUNDED PROJECTS
There are several projects identified in the CIP for which there is no identifiable funding source and,
in some cases, where only partial funding has been identified. The city will investigate obtaining
possible external funding, such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects, the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases.
Project Type Percent Total Cost
Streets/Circulation 26%121,708,206
Civic Projects 19%89,269,256
Wastewater 20%91,446,150
Parks 10%45,068,400
Water 17%78,552,720
Drainage 4%17,967,983
Other (loans)4%17,513,083
Total Future 100%461,525,798
CIP Projects - All Future Project Costs
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-8
The unfunded projects are:
Business Park Recreational Facility (partial)
Cannon Lake Park
Carlsbad Boulevard Widening Mountain View to Northerly City Limits (partial)*
Carlsbad Boulevard/Palomar Airport Road Improvements (partial)*
Carlsbad Boulevard Realignment, Segments 3-5
Robertson Ranch (NE Quadrant) Park Development (partial)
(*) These projects are in the Traffic Impact Fee (TIF) program approved by the City Council on
May 12, 2009, which was planned to generate enough revenue to pay for 20 percent of the
total cost of these projects, the remaining 80 percent is unfunded.
FUTURE GROWTH AND DEVELOPMENT
There are a variety of revenues that are used to fund the capital projects. In order to estimate
revenues received from development, several assumptions about the rate and type of future
development need to be made. These assumptions can change from year-to-year and tend to
correlate with the economic climate.
Every year, city staff evaluates all existing and future private development projects and compares
this information to the capacity of the city using adopted general plans. Information about existing
development activity combined with estimates of how remaining net developable land might
develop is then summarized to prepare future projections about when and where residential and
non-residential development will occur. The following table shows the number of residential units
and non-residential square feet of development used in calculating estimated revenues for FY
2017-18 and subsequent years to build out.
Administrative Services Department staff prepare financial forecasting schedules to ensure that
funding will be sufficient for construction of capital projects as planned in the CIP. In addition to
evaluating whether or not capital funds are sufficient, significant operating cost impacts and
availability of staff resources are also considered in evaluating the timing of projects. Where funding
discrepancies occur, alternative financing methods and project timing are again evaluated and
recommendations are made to resolve the discrepancies.
Residential Non-Residential
Year Units Square Feet
2017-18 520 637,472
2018-19 248 764,017
2019-20 130 113,617
2020-21 198 36,217
2021-22 139 24,950
2022-27 1,607 1,717,896
2028-build out 2,068 2,351,049
Totals 4,910 5,645,218
Projected Development
Residential and Non-Residential Construction
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-9
About 4,900 residential units are anticipated for future development, and it is currently estimated
that the city is about 90 percent built out. Residential development for FY 2017-18 is projected at
520 units, and, over the next five years, should average 247 units per year. The amount of non-
residential development is projected at about 1.6 million square feet over the next five years, a
decrease of 1.6 million square feet from the prior five year period.
Projects include several neighborhood commercial/retail developments, hotels and timeshares,
and other office and mixed use projects. Development estimates provide data for estimating future
fee revenues, which are calculated by multiplying each applicable development fee by the
estimated number of dwelling units and/or square feet of construction expected during each year.
REVENUES
Over the next 15 years, revenues for Capital Projects are an estimated $661 million and are
segregated into five major funding sources: (1) fees generated by development in Carlsbad, (2)
special district fees and taxes (Community Facilities Districts and Bridge and Thoroughfare Benefit
Districts), (3) water and wastewater replacement funds, (4) infrastructure replacement funds (other
than wastewater and water), and (5) other sources, including grants, bond issues, and contributions
from other agencies.
Capital Improvement Program Revenues
FY 2017-18 to FY 2031-32
$661 million
Approximately 25 percent of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the city's annual growth in dwelling units and
commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF),
Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such as
Community Facilities Districts (CFD) and Bridge and Thoroughfare Benefit Districts (BTD) comprise
4 percent of the total. Water and wastewater replacement revenues generated by user fees equal
approximately 27 percent of total revenues, and are used to pay for replacement of existing water
and sewer facilities. Infrastructure replacement revenues, equal to 27 percent, are transfers from
the city’s General Fund, which are being set aside to pay for replacement of major capital facilities
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-10
other than wastewater and water facilities. The remaining 21 percent consists of revenues from
other agencies and include federal and state grants, the county sales tax program (TransNet) and
contributions from cities, developers, and other agencies.
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of multi-family and single-family residential units is assumed to be
57 percent and 43 percent, respectively, and reflects the anticipated mix of residential development
for each Local Facilities Management Zone. The building permit valuation used for computing
Public Facilities Fees is $198,400 per multi-family dwelling unit, and $366,800 per single-family
dwelling unit. A building permit valuation of $51 per square foot of construction is used to calculate
non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees, the number of average daily trips
was computed for each type of development use. An attached multi-family residential dwelling unit
is assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day.
The trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000
square feet of development, respectively, although the actual volume of trips generated by
commercial and industrial buildings can vary widely depending on the ultimate land use.
Community Facilities District No. 1 is a citywide district established to finance various civic facilities
required under the city’s Growth Management Plan. CFD No. 3 was established for the Faraday
Avenue and Melrose Drive Extensions east of El Camino Real, as well as the extension of El Fuerte.
Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant
of the city, and the fees are based on the acquisition cost of parkland. Projects in the CIP funded
with Park-in-Lieu Fees include future park site acquisition, development and restoration.
Bridge and Thoroughfare Fee Districts are formed by property owners to finance specific road
construction projects located within the district boundaries. Poinsettia Lane - Aviara Parkway (BTD
No. 2) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El
Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane.
SUMMARY
The FY 2017-18 CIP is guided by the city’s commitment to ensure that facilities are available to
serve the developing areas as well as the current residents. Carlsbad’s philosophy has been to
build quality capital facilities, which meet and, at times, exceed Growth Management standards, in
addition to reflecting the needs and wants of all who live, work and play in Carlsbad. Phasing
projects over a period of years to match funding availability for construction and operations is often
used to meet the needs of growth management. The FY 2017-18 CIP reflects the commitment of
Carlsbad’s City Council and staff to continue providing its residents with a better quality of life.
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
H-11
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established to manage development within the city by linking residential,
commercial, and industrial development directly to standards for availability of public services and
facilities.
The Growth Management Plan has established precise standards for 11 public facilities. Standards
must be met at all times as growth occurs. Facilities for which standards have been established
are as follows:
- City Administrative - Library
- Wastewater Treatment - Parks
- Circulation - Drainage
- Fire - Open Space
- Schools - Sewer Collection
- Water Distribution
The plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless all of the 11 public facility standards have
been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed Carlsbad’s
Capital Improvement Program to anticipate the funding needed for capital improvements in the next
15 years. The timing of construction of facilities is governed by the rate of development and the 11
performance standards. New public facilities often require additional staffing and other resources,
which affects the Operating Budget. Facilities such as community centers, parks, and fire stations
have been constructed and opened to the public under this program.
The Capital Improvement Program has been designed to specifically address areas where new or
expanded facilities will be needed to maintain compliance with the adopted performance standards.
With the adoption of the FY 2017-18 CIP, compliance with the Growth Management Plan is
continued.
CITY OF CARLSBAD
CAPITAL FUNDS
JULY 1, 2016 PROJECTED JUNE 30, 2017
UNRESERVED PROJECTED PROJECTED DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
BTD#2 - POINSETTIA LANE/AVIARA PKWY 11,070,052 54,274 36,395 0 11,087,931
BTD#3 - CANNON ROAD WEST 593,474 563,724 0 0 1,157,198
CFD #1 - CITYWIDE 76,307,931 2,674,210 509,418 144,179 78,328,544
GAS TAX 13,693,012 2,223,021 2,551,630 814,871 12,549,532
GENERAL CAPITAL CONST.39,518,923 10,500,000 2,823,800 0 47,195,123
GRANTS - FEDERAL 0 1,140,900 51,731 0 1,089,169
INFRASTRUCTURE REPLACEMENT 91,898,685 9,998,169 3,493,201 0 98,403,653
OTHER 1,776,396 8,958 0 0 1,785,354
PARK FEE ZONES 5,13,16 3,261,690 532,007 0 0 3,793,697
PARK-IN-LIEU NE 1,334,863 2,293,806 0 0 3,628,669
PARK-IN-LIEU NW 2,318,488 92,385 122,084 0 2,288,789
PARK-IN-LIEU SE 2,339,083 24,743 3,468 0 2,360,358
PARK-IN-LIEU SW 2,756,483 50,050 204,518 0 2,602,015
PLANNED LOCAL DRAINAGE AREA A 734,758 605,934 562 0 1,340,130
PLANNED LOCAL DRAINAGE AREA B 3,531,550 782,213 328,351 0 3,985,412
PLANNED LOCAL DRAINAGE AREA C 1,515,666 368,400 9,577 0 1,874,489
PLANNED LOCAL DRAINAGE AREA D 607,012 245,978 0 0 852,990
PUBLIC FACILITIES FEE 25,270,822 5,172,434 1,761,850 0 28,681,406
RANCHO SANTA FE ROAD PROJECT 607,050 3,010 16,211 0 593,849
SEWER CONNECTION 15,985,802 26,877,529 34,518,608 0 8,344,723
SEWER REPLACEMENT 25,855,195 4,625,412 6,043,044 0 24,437,563
TDA 0 248,834 0 0 248,834
TRAFFIC IMPACT FEE 19,159,053 5,138,629 4,185,144 0 20,112,538
TRANSNET/BIKE 0 0 0 0 0
TRANSNET/HIGHWAY 0 0 0 0 0
TRANSNET/LOCAL 21,519,276 4,098,038 4,021,879 0 21,595,435
TRANSNET/STP 51,665 84 51,749 0 0
WATER - POTABLE 27,974,355 3,684,861 3,047 0 31,656,169
WATER - RECYCLED (8,394,983)29,349,641 5,563,200 0 15,391,458
WATER REPLACEMENT - POTABLE 52,184,097 6,202,193 3,668,732 0 54,717,558
WATER REPLACEMENT - RECYCLED 12,675,081 1,275,542 265,062 0 13,685,561
TOTAL 446,145,479 118,834,979 70,233,261 959,050 493,788,147
PROJECTED FUND BALANCES FOR FY 2016-17
H-12
CITY OF CARLSBAD
CAPITAL FUNDS
JULY 1, 2017 06/30/2017 07/01/2017 2017-18 JUNE 30, 2018
PROJECTED ESTIMATED CONTINUING NEW TOTAL CIP PROJECTED
FUND BALANCE REVENUES APPROPR.APPROPR.APPROPR.BALANCE
BTD#2 - POINSETTIA LANE/AVIARA PKWY 11,087,931 2,319,520 10,787,947 1,872,000 12,659,947 747,504
BTD#3 - CANNON ROAD WEST 1,157,198 119,810 125,000 0 125,000 1,152,008
CFD #1 - CITYWIDE 78,328,544 1,042,881 13,537,761 1,421,000 14,958,761 64,412,663
GAS TAX 12,549,532 3,148,150 13,369,596 1,801,000 15,170,596 527,086
GENERAL CAPITAL CONST.47,195,123 0 16,612,207 12,505,703 29,117,910 18,077,213
GRANTS - FEDERAL 1,089,169 0 1,089,169 0 1,089,169 0
INFRASTRUCTURE REPLACEMENT 98,403,653 9,970,000 11,147,957 5,534,456 16,682,413 91,691,240
OTHER 1,785,354 987,000 1,294,592 987,000 2,281,592 490,762
PARK FEE ZONES 5,13,16 3,793,697 193,162 0 0 0 3,986,859
PARK-IN-LIEU NE 3,628,669 617,773 200,000 0 200,000 4,046,442
PARK-IN-LIEU NW 2,288,789 456,764 1,837,767 240,000 2,077,767 667,786
PARK-IN-LIEU SE 2,360,358 816,890 954,818 375,000 1,329,818 1,847,430
PARK-IN-LIEU SW 2,602,015 86,795 2,628,822 4,000 2,632,822 55,988
PLANNED LOCAL DRAINAGE AREA A 1,340,130 242,663 97,438 0 97,438 1,485,355
PLANNED LOCAL DRAINAGE AREA B 3,985,412 335,767 3,203,703 1,233,673 4,437,376 (116,197)
PLANNED LOCAL DRAINAGE AREA C 1,874,489 80,383 228,017 0 228,017 1,726,856
PLANNED LOCAL DRAINAGE AREA D 852,990 402,990 129,000 0 129,000 1,126,980
PUBLIC FACILITIES FEE 28,681,406 3,222,538 14,403,867 417,050 14,820,917 17,083,027
RANCHO SANTA FE ROAD PROJECT 593,849 0 502,497 0 502,497 91,352
SEWER CONNECTION 8,344,723 2,633,148 1,691,419 2,722,000 4,413,419 6,564,452
SEWER REPLACEMENT 24,437,563 4,400,000 18,301,586 5,885,021 24,186,607 4,650,956
TDA 248,834 0 248,834 0 248,834 0
TRAFFIC IMPACT FEE 20,112,538 4,893,545 8,597,952 3,143,970 11,741,922 13,264,161
TRANSNET/BIKE 0 0 0 0 0 0
TRANSNET/HIGHWAY 0 0 0 0 0 0
TRANSNET/LOCAL 21,595,435 5,561,000 13,725,049 6,275,000 20,000,049 7,156,386
TRANSNET/STP 0 0 0 0 0 0
WATER - POTABLE 31,656,169 2,258,639 2,545,207 0 2,545,207 31,369,601
WATER - RECYCLED 15,391,458 3,902,300 16,070,761 750,000 16,820,761 2,472,997
WATER REPLACEMENT - POTABLE 54,717,558 4,803,000 46,678,214 8,170,760 54,848,974 4,671,584
WATER REPLACEMENT - RECYCLED 13,685,561 1,175,340 425,938 614,360 1,040,298 13,820,603
TOTAL 493,788,147 53,670,058 200,435,118 53,951,993 254,387,111 293,071,093
PROJECTED FUND BALANCES FOR FY 2017-18
H-13
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
2013-14 2014-15 2015-16 2016-17 2017-18
ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED
FUND REVENUE REVENUE REVENUE REVENUE REVENUE
BTD#2 - POINSETTIA LANE/AVIARA PKWY 781,080 376,500 170,247 54,274 2,319,520
BTD#3 - CANNON ROAD WEST 40,415 125,933 142,735 563,724 119,810
CFD #1 - CITYWIDE 3,616,943 3,131,287 3,703,742 2,674,210 1,042,881
GAS TAX 3,713,486 3,405,151 2,670,913 2,223,021 3,148,150
GENERAL CAPITAL CONST.2,023,514 6,257,241 0 0 0
GRANTS - FEDERAL 99,540 94,666 586,794 11,640,900 0
INFRASTRUCTURE REPLACEMENT 8,929,319 9,100,767 10,398,720 9,998,169 9,970,000
OTHER 33,555 23,530 37,172 8,958 987,000
PARK FEE ZONES 5,13,16 79,981 221,292 222,742 532,007 193,162
PARK-IN-LIEU NE 12,326 8,376 425,412 2,293,806 617,773
PARK-IN-LIEU NW 76,543 552,636 1,373,329 92,385 456,764
PARK-IN-LIEU SE 199,290 681,192 247,608 24,743 816,890
PARK-IN-LIEU SW 23,977 108,507 1,144,840 50,050 86,795
PLANNED LOCAL DRAINAGE AREA A 45,231 473,617 60,052 605,934 242,663
PLANNED LOCAL DRAINAGE AREA B 57,664 69,657 73,444 782,213 335,767
PLANNED LOCAL DRAINAGE AREA C 20,390 38,249 23,344 368,400 80,383
PLANNED LOCAL DRAINAGE AREA D 106,608 (156,439)12,157 245,978 402,990
PUBLIC FACILITIES FEE 2,937,401 2,985,116 3,023,448 5,172,434 3,222,538
RANCHO SANTA FE ROAD PROJECT 1,442,457 7,913 9,368 3,010 0
SEWER CONNECTION 835,100 1,447,571 3,841,658 26,877,529 2,633,148
SEWER REPLACEMENT 4,524,527 4,160,196 3,634,999 4,625,412 4,400,000
TDA 599,862 66,652 0 248,834 0
TRAFFIC IMPACT FEE 1,069,174 3,337,045 2,152,837 5,138,629 4,893,545
TRANSNET/BIKE 629 0 0 0 0
TRANSNET/HIGHWAY 0 0 0 0 0
TRANSNET/LOCAL 3,085,462 3,197,461 4,114,901 4,098,038 5,561,000
TRANSNET/STP 5,089 2,256 1,037 84 0
WATER - POTABLE 1,058,370 1,117,515 1,273,422 3,684,861 2,258,639
WATER - RECYCLED 0 10,348 82,341 29,349,641 3,902,300
WATER REPLACEMENT - POTABLE 5,120,855 4,969,829 6,132,087 6,202,193 4,803,000
WATER REPLACEMENT - RECYCLED 1,258,165 1,067,636 1,362,016 1,275,542 1,175,340
TOTAL CAPITAL FUNDS 41,796,953 46,881,700 46,921,365 118,834,979 53,670,058
Note: Revenues include loans, advances and transfers.
H-14
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
2014-15 2015-16 2016-17 2017-18 2017-18 2017-18
ACTUAL ACTUAL ESTIMATED CONTINUING NEW TOTAL CIP
FUND EXPENSE EXPENSE EXPENSE APPROPR.APPROPR.APPROPR.
BTD#2 - POINSETTIA LANE/AVIARA PKWY 0 0 36,395 10,787,947 1,872,000 12,659,947
BTD#3 - CANNON ROAD WEST 0 0 0 125,000 0 125,000
CFD #1 - CITYWIDE 115,420 365,150 653,597 13,537,761 1,421,000 14,958,761
GAS TAX 4,431,481 5,970,534 3,366,501 13,369,596 1,801,000 15,170,596
GENERAL CAPITAL CONST.2,780,398 11,460,880 2,823,800 16,612,207 12,505,703 29,117,910
GRANTS - FEDERAL 435,265 224,166 51,731 1,089,169 0 1,089,169
INFRASTRUCTURE REPLACEMENT 7,967,536 3,236,224 3,493,201 11,147,957 5,534,456 16,682,413
OTHER 0 0 0 1,294,592 987,000 2,281,592
PARK FEE ZONES 5,13,16 0 0 0 0 0 0
PARK-IN-LIEU NE 0 0 0 200,000 0 200,000
PARK-IN-LIEU NW 0 61,267 122,084 1,837,767 240,000 2,077,767
PARK-IN-LIEU SE 0 814 3,468 954,818 375,000 1,329,818
PARK-IN-LIEU SW 0 248,431 204,518 2,628,822 4,000 2,632,822
PLANNED LOCAL DRAINAGE AREA A 0 0 562 97,438 0 97,438
PLANNED LOCAL DRAINAGE AREA B 55,432 37,643 328,351 3,203,703 1,233,673 4,437,376
PLANNED LOCAL DRAINAGE AREA C 3,712 28,925 9,577 228,017 0 228,017
PLANNED LOCAL DRAINAGE AREA D 0 0 0 129,000 0 129,000
PUBLIC FACILITIES FEE 4,052,224 7,356,025 1,761,850 14,403,867 417,050 14,820,917
RANCHO SANTA FE ROAD PROJECT 1,143,071 116,843 16,211 502,497 0 502,497
SEWER CONNECTION 4,314,856 14,902,451 34,518,608 1,691,419 2,722,000 4,413,419
SEWER REPLACEMENT 4,554,217 2,828,540 6,043,044 18,301,586 5,885,021 24,186,607
TDA 0 21,167 0 248,834 0 248,834
TRAFFIC IMPACT FEE 2,458,432 4,365,785 4,185,144 8,597,952 3,143,970 11,741,922
TRANSNET/BIKE 0 0 0 0 0 0
TRANSNET/HIGHWAY 0 0 0 0 0 0
TRANSNET/LOCAL 2,952,292 3,264,384 4,021,879 13,725,049 6,275,000 20,000,049
TRANSNET/STP 248,674 77,977 51,749 0 0 0
WATER - POTABLE 4,982 1,043,581 3,047 2,545,207 0 2,545,207
WATER - RECYCLED 4,600 9,166,130 5,563,200 16,070,761 750,000 16,820,761
WATER REPLACEMENT - POTABLE 3,706,264 5,066,196 3,668,732 46,678,214 8,170,760 54,848,974
WATER REPLACEMENT - RECYCLED 0 0 265,062 425,938 614,360 1,040,298
TOTAL CAPITAL FUNDS 39,228,856 69,843,113 71,192,311 200,435,118 53,951,993 254,387,111
Note: Expenditures include loans, advances and transfers.
H-15
Schedule of Capital Projects Capital Projects
Schedule of Capital ProjectsCapital Projects
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
PROJ.TOTAL PRIOR
ID PROJECT TITLE FUND COST EXP/ENC
CIVIC PROJECTS
ADMINISTRATIVE FACILITIES
40081 CIVIC CENTER CFD#1 31,480,000 954
35721 MAINTENANCE AND OPERATIONS CENTER CFD#1 18,774,264 4,615,120
35724 MAINTENANCE AND OPERATIONS CENTER - ART CFD#1 541,000 429
35722 MAINTENANCE AND OPERATIONS CENTER WATER REPL 7,678,400 -
35723 MAINTENANCE AND OPERATIONS CENTER SEWER REPL 4,343,000 5,000
DOWNTOWN AREA PROJECTS
40131 BARRIO STREET LIGHTING GCC 760,000 87,391
40611 VILLAGE PUBLIC GATHERING SPACES STUDY GCC 345,000
40141 VILLAGE AND BARRIO BIKE & PEDESTRIAN WAYFINDING GCC 250,000 69,518
40151 VILLAGE AND BARRIO TRAFFIC CIRCLES GCC 315,000 37,453
40152 VILLAGE AND BARRIO TRAFFIC CIRCLES TRANSNET-LOC 1,025,000
40153 VILLAGE AND BARRIO TRAFFIC CIRCLES SEWER REPL 160,000
40161 VILLAGE DECORATIVE LIGHTING GCC 177,800 155,291
40171 VILLAGE PARKING WAYFINDING GCC 105,000 68,312
40181 VILLAGE SAFETY LIGHTING GCC 234,678 233,388
40191 VILLAGE AND BEACH STREETSCAPE GCC 635,000 529,546
POLICE & FIRE FACILITIES
40701 CARLSBAD SAFETY TRAINING FACILITY - FIREARMS RANGE NOISE MITIGATION GCC 350,500 154,390
40601 FIRE STATION NO. 2 FEASIBILITY STUDY GCC 50,000 16,298
NEW FIRE STATION NO. 2 REPLACEMENT GCC 10,500,000
40031 FIRE STATION NO. 3 RELOCATION PFF 9,352,000 8,864,986
47151 SAFETY CENTER IMPROVEMENTS IRF 2,752,450 27,470
47152 SAFETY CENTER IMPROVEMENTS GCC 2,013,500 126,764
LIBRARY FACILITIES
NA COLE LIBRARY EXPANSION CFD#1 5,814,000 -
NA COLE LIBRARY EXPANSION PFF 11,588,000 -
NA COLE LIBRARY EXPANSION (BROWNLEY DONATION)GCC 1,000,000
40201 COLE LIBRARY IMPROVEMENTS (INCLUDES IRF FUNDING)GCC 5,300,000 5,203,558
40301 DOVE LIBRARY IMPROVEMENTS (INCLUDES IRF FUNDING)GCC 6,213,619 5,859,250
NEW DOVE LIBRARY LIGHTING IMPROVEMENTS GCC 225,000
TRAILS
38661 LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION (PROP C)GCC 1,063,250 902,974
40631 TRAIL CONNECTIVITY TO TAMARACK STATE BEACH (PROP C)GCC 200,000 47,824
MISCELLANEOUS CITYWIDE PROJECTS
NA CFD#1 ADMINISTRATION CFD#1 330,000
NA OPEN SPACE AND TRAILS (PROP C)GCC 4,000,000 -
SUBTOTAL CIVIC PROJECTS 127,576,461 27,005,916
FACILITIES MAINTENANCE
NEW ALGA NORTE PARK MODIFICATIONS GCC 214,000
47171 AVIARA COMMUNITY PARK SOCCER FIELD SYNTHETIC TURF REPLACEMENT IRF 868,000 705,628
47261 CANNON PARK RESTROOM GCC 600,000
47271 CITY FACILITY ACCESSIBILITY UPGRADES GCC 500,000
47181 CITY HALL COMPLEX REFURBISHMENT IRF 919,000 124,709
47251 CITY HALL EXTERIOR REFURBISHMENT GCC 2,250,000 224,753
47191 EMERGENCY CENTER RECONFIGURATION GCC 1,658,000 14,054
47192 EMERGENCY CENTER RECONFIGURATION IRF 200,000
47201 FARADAY REHABILITATION IRF 2,354,380 414,995
NEW FIRE STATION NO. 1 BAY DOOR HEADER MODIFICATION GCC 125,000
47211 FIRE STATION NO. 1 REFURBISHMENT IRF 150,000 110,901
NEW FIRE STATION NO. 1, 4 & 5 SECURITY FENCING GCC 400,000
47131 FIRE STATION NO. 2 REFURBISHMENT IRF 375,000 40,313
NEW FIRE STATION NO. 5 NEW ROOF AND STORAGE BUILDING GCC 150,000
47141 FLEET MAINTENANCE REFURBISHMENT IRF 975,000 70,762
47142 FLEET MAINTENANCE REFURBISHMENT GCC 694,900
NA FUTURE FACILITIES MAINTENANCE PROJECTS IRF 14,000,000
47081 HARDING CENTER REFURBISHMENT IRF 115,000 111,532
47091 HOLIDAY PARK FACILITIES MAINTENANCE IRF 50,000 4,500
47281 HOSP GROVE PARK IMPROVEMENTS IRF 848,000
I-1
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11 -15
FORWARD 2017-18 2018-19 2019-20 2020-21 2021-22 2023-27 2028-32
149,046 31,330,000
13,246,144 913,000
142,571 398,000
7,674,000 4,400
4,108,000 230,000
-
672,609
345,000
180,482
277,547
145,000 440,000 440,000
40,000 60,000 60,000
22,509
36,688
1,290
105,454
196,110
33,702
1,000,000 9,500,000
487,014
1,372,530 1,352,450
1,886,736
- 5,814,000
- 11,588,000
1,000,000
96,442
186,869 167,500
225,000
160,276
152,176
110,000 110,000 110,000
- 4,000,000
31,718,195 8,900,350 10,110,000 110,000 - - 31,330,000 18,402,000
214,000
162,372
600,000
100,000 200,000 200,000
794,291
2,025,247
1,643,946
200,000
524,005 1,415,380
125,000
39,099
400,000
334,687
150,000
904,238
694,900
1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 5,000,000
3,468
45,500
848,000
I-2
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
PROJ.TOTAL PRIOR
ID PROJECT TITLE FUND COST EXP/ENC
NEW LEO CARRILLO MISC. FACILITY IMPROVEMENTS IRF 196,000
47221 MAERKLE RESERVOIR SOLAR PROJECT GCC 250,000 830
47231 MISCELLANEOUS BUILDING IMPROVEMENTS IRF 2,650,000 399,738
47241 MONROE STREET POOL REPLACEMENT IRF 350,000 31,726
47291 OCEAN STREET RESTROOM GCC 652,000
47301 PARKS ELECTRONIC SCOREBOARD REPLACEMENTS IRF 60,100 59,361
47311 PINE AVENUE PARK SYNTHETIC TURF REPLACEMENT IRF 868,000 849,845
47321 SAFETY TRAINING CENTER WATER RECIRCULATING SYSTEM STUDY GCC 50,000
NEW SENIOR CENTER REFURBISHMENT IRF 348,000
NEW VILLAGE ARTS BUILDING ROOF AND EXTERIOR REFURBISHMENT IRF 223,626
SUBTOTAL FACILITIES MAINTENANCE 33,094,006 3,163,647
PARK DEVELOPMENT PROJECTS
NORTHWEST QUADRANT PARKS
NA BUSINESS PARK RECREATIONAL FACILITY (PARTIAL FUNDING)ZONE 5 4,621,000 -
46071 OUTDOOR ADVENTURE PARK FEASIBILITY STUDY GCC 122,500 73,479
46031 PINE AVENUE PARK - PHASE 2 (COMMUNITY FACILITY AND GARDEN AREAS)PIL-NW 2,197,000 119,233
46032 PINE AVENUE PARK - PHASE 2 (COMMUNITY FACILITY AND GARDEN AREAS)PFF 10,016,040 1,752,717
46033 PINE AVENUE PARK - PHASE 2 (COMMUNITY FACILITY AND GARDEN AREAS) - ART PFF 123,300 15,622
NA VETERAN'S MEMORIAL PARK (ALL QUADRANTS)CFD#1 23,240,000 -
NORTHEAST QUADRANT PARKS
46011 CALAVERA PARK GATEWAY IMPROVEMENTS GCC 661,850 44,146
38011 ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING)PIL-NE 2,700,000 -
SOUTHWEST QUADRANT PARKS
46043 AVIARA COMMUNITY PARK PFF 700,000 -
46041 AVIARA COMMUNITY PARK AMPHITHEATER AND PICNIC AREAS PIL-SW 2,830,500 422,110
46042 AVIARA COMMUNITY PARK AMPHITHEATER AND PICNIC AREAS - ART PIL-SW 35,300 29,968
36491 AVIARA REIMBURSEMENT AGREEMENT PIL-SW 238,000 18,900
46001 MULTI-USE, MULTIGENERATIONAL INDOOR COMMUNITY CENTER (STUDY)GCC 90,000 86,691
46051 POINSETTIA COMMUNITY PARK - PHASE 3 PFF 17,914,000 454,730
46052 POINSETTIA COMMUNITY PARK - PHASE 3 - ART PFF 43,225 38,631
SOUTHEAST QUADRANT PARKS
46021 LEO CARRILLO PARK - PHASE 3 PFF 1,406,500 267,040
46023 LEO CARRILLO PARK - PHASE 3 - ART PFF 27,405
46022 LEO CARRILLO PARK - PHASE 3 PIL-SE 1,334,100 4,282
SUBTOTAL PARK PROJECTS 68,300,720 3,327,549
DRAINAGE PROJECTS
66181 AGUA HEDIONDA CREEK STORM DRAIN OUTFALL (FAROL COURT)IRF 596,700 548,298
66191 BUENA VISTA CREEK CHANNEL FENCING GCC 200,000 28,884
66071 CMP REPLACEMENT PROGRAM IRF 3,079,360 2,391,142
NEW CURB INLET FILTER RETROFIT IRF 230,000
NA DMP FACILITY AAA (JEFFERSON STREET)PLDA 289,534 -
NA DMP FACILITY AAAA (MADISON STREET)PLDA 416,500 -
66091 DMP FACILITY AC (HIGHLAND DRIVE)PLDA 921,408 -
NA DMP FACILITY AFA (HIDDEN VALLEY DRAINAGE RESTORATION)PLDA 91,608 -
NA DMP FACILITY AFB (CALAVERA HILLS DRAINAGE RESTORATION)PLDA 163,164 -
33381 DMP FACILITY B & BN (AGUA HEDIONDA AND CALAVERA CREEK PLDA "B")PLDB 4,598,066 3,497,150
66211 DMP WETLAND CREATION PLDB 955,000 59
NA DMP FACILITY BB 1 and 2 (WASHINGTON STREET)PLDB 1,086,065 -
66171 DMP FACILITY BCA (PARK DRIVE AND TAMARACK AVENUE PLDA "B")PLDB 1,068,613 246,987
NA DMP FACILITY BCB (MAGNOLIA AVENUE)PLDB 468,096 -
NA DMP FACILITY BFA (COUNTRY STORE)PLDB 963,673 -
NA DMP FACILITY BFB-L & BFB-1 (TAMARACK AND EL CAMINO REAL PLDA "B")PLDB 904,329 -
66221 DMP FACILITY BFB-U (EL CAMINO REAL)PLDB 138,220 -
36363 DMP FACILITY BJ B, BNB AND BJ-1 (COLLEGE BOULEVARD/CANNON ROAD)PLDB 2,761,644 2,249,448
NA DMP FACILITY BL-L (COLLEGE BLVD. BRIDGE REIMB. PLDA "B")PLDB 1,816,101 -
NA DMP FACILITY BL-U (COLLEGE BOULEVARD)PLDB 384,509 -
NA DMP FACILITY BM (CANTARINI/COLLEGE BOULEVARD BOX CULVERT)PLDB 204,077 -
NA DMP FACILITY BQ (SUNNY CREEK)PLDB 131,355 -
NA DMP FACILITY BR (CANTARINI/COLLEGE BOULEVARD PIPE DRAINAGE)PLDB 180,773 -
39192 DMP FACILITY C1 - CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE PLDA "C")PLDC 2,539,565 2,376,548
NA DMP FACILITY C2 (PASEO DEL NORTE)PLDC 727,730 -
NA DMP FACILITY CA (AVENIDA ENCINAS)PLDC 529,402 -
I-3
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11 -15
FORWARD 2017-18 2018-19 2019-20 2020-21 2021-22 2023-27 2028-32
196,000
249,170
262 150,000 150,000 150,000 150,000 150,000 750,000 750,000
318,274
652,000
739
18,155
50,000
348,000
223,626
9,513,453 4,116,906 1,350,000 1,150,000 1,150,000 1,150,000 5,750,000 5,750,000
- 4,621,000
49,021
1,837,767 240,000
8,263,323
94,378 13,300
- 23,240,000
538,354 79,350
200,000 2,500,000
300,000 400,000
2,408,390
1,332 4,000
219,100
3,309
3,867,270 13,592,000
4,594
1,139,460
23,655 3,750
954,818 375,000
19,904,771 1,115,400 - - - - 13,592,000 30,361,000
48,402
171,116
468,218 220,000
230,000
- 289,534
- 416,500
- 921,408
- 91,608
- 163,164
1,100,916
684,941 270,000
- 1,086,065
821,626
- 468,096
- 963,673
- 904,329
138,220
- 512,196
- 1,816,101
- 384,509
- 204,077
- 131,355
- 180,773
163,017
- 727,730
- 529,402
I-4
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
PROJ.TOTAL PRIOR
ID PROJECT TITLE FUND COST EXP/ENC
NA DMP FACILITY DBA (POINSETTIA VILLAGE)PLDD 167,215 -
NA DMP FACILITY DBB (AVENIDA ENCINAS)PLDD 429,108 -
NA DMP FACILITY DFA (BATIQUITOS LAGOON STORMWATER TREATMENT)PLDD 256,423 -
NA DMP FACILITY DH (ALTIVE PLACE CANYON RESTORATION)PLDD 232,812 -
NA DMP FACILITY DQB (LA COSTA TOWN CENTER)PLDD 745,842 -
NA DMP FACILITY DZ (POINSETTIA LANE)PLDD 642,063 -
66231 DRAINAGE MASTER PLAN UPDATE PLDA 98,000 562
66232 DRAINAGE MASTER PLAN UPDATE PLDB 458,000
66233 DRAINAGE MASTER PLAN UPDATE PLDC 65,000
66234 DRAINAGE MASTER PLAN UPDATE PLDD 129,000
66161 FIRE STATION DRAINAGE IMPROVEMENTS GCC 225,000 -
66241 HEADWALL REPLACEMENT PROGRAM IRF 510,000 42,441
66061 KELLY DRIVE CHANNEL REPAIR IRF 1,161,000 367,121
NA KELLY DRIVE CHANNEL REPLACEMENT IRF 2,052,000
66021 LA COSTA AVENUE DRAINAGE IMPROVEMENTS IRF 929,150 325,705
NEW LAGUNA DRIVE STORM DRAIN GAS TAX 370,000
66251 LAKE CALAVERA STORM DRAIN IMPROVEMENTS GCC 236,500 8,069
66141 MARCA PLACE DRAINAGE IMPROVEMENTS GAS TAX 65,000 1,071
66082 NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM GAS TAX 6,090,594 5,495,317
NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM IRF 1,325,000
66111 PARK DRIVE DRAINAGE AND STREET IMPROVEMENTS GCC 243,000 107,000
66042 ROMERIA DRAINAGE IMPROVEMENTS GAS TAX 348,000 347,876
66041 ROMERIA DRAINAGE IMPROVEMENTS GCC 299,000 299,000
66201 STORM DRAIN CONDITION ASSESSMENT IRF 1,000,000 78,500
SUBTOTAL DRAINAGE PROJECTS 43,523,199 18,411,178
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
58011 ENCINA CAPITAL PROJECTS SEWER REPL 87,215,502 14,698,822
SEWER COLLECTION SYSTEM
55371 BUENA INTERCEPTOR SEWER ACCESS ROAD IMPROVEMENTS SEWER REPL 250,000 -
55011 BUENA INTERCEPTOR SEWER IMPROVEMENTS SEWER REPL 3,326,000 398,423
55012 BUENA INTERCEPTOR SEWER IMPROVEMENTS SEWER CONN 500,000 33,007
NA BUENA INTERCEPTOR SEWER REALIGNMENT - EAST SEGMENT SEWER REPL 1,987,000
55381 CHINQUAPIN LIFT STATION FORCE MAIN OUTFALL REALIGNMENT SEWER REPL 320,000 -
55391 FARADAY & EL CAMINO REAL SEWER REPLACEMENT - ORION TO PAR SEWER CONN 1,540,000 -
55261 FOXES LANDING LIFT STATION WETWELL AND PUMP REPLACEMENT SEWER REPL 4,340,000 4,099,903
55281 GATESHEAD LIFT STATION REMOVAL SEWER REPL 150,000 20,384
55401 LAS PALMAS TRUNK SEWER SEWER CONN 2,420,000 -
NA NORTH BATIQUITOS INTERCEPTOR SEWER ACCESS ROAD IMPROVEMENTS SEWER REPL 250,000
55361 NORTH BATIQUITOS LIFT STATION FORCEMAIN REHABILITATION SEWER REPL 550,000 966
55311 NORTHWEST QUADRANT CIPP SEWER REHABILITATION SEWER REPL 700,000 473
55201 ODOR AND CORROSION PREVENTION ASSESSMENT SEWER REPL 380,000 16,294
55291 POINSETTIA LANE LIFT STATION EMERGENCY OVERFLOW BASIN SEWER REPL 1,200,000 1,069,994
NA QUARRY CREEK SEWER EXTENSION (SBA "A" - REIMB. AGREEMENT)OTHER 567,000
55421 SCADA INTEGRATED MASTER PLAN SEWER REPL 162,500 6,483
38401 SEWER LIFT STATION REPAIRS AND UPGRADES SEWER REPL 4,160,380 1,523,085
55131 SEWER LINE CONDITION ASSESSMENT SEWER REPL 2,833,000 71,416
55031 SEWER LINE REFURBISHMENTS AND REPLACEMENT SEWER REPL 9,437,894 3,014,234
55041 SEWER MONITORING PROGRAM SEWER CONN 678,000 254,627
55331 SIMSBURY SEWER EXTENSION SEWER REPL 621,000 69,448
55341 TERRAMAR SEWER REPLACEMENT - EL ARBOL AND LOS ROBLES SEWER REPL 1,250,000 -
NEW VILLAS SEWER LIFT STATION REPLACEMENT SEWER REPL 790,000
NA VISTA CARLSBAD INTERCEPTER - REHABILITATION (VC1 & VC2)SEWER REPL 141,000
34921 VISTA CARLSBAD INTERCEPTOR - AGUA HEDIONDA LS & FORCEMAIN (VC12-VC13)SEWER CONN 30,267,000 29,252,511
55351 VISTA CARLSBAD INTERCEPTOR - BUENA VISTA LIFT STATION IMPROVEMENTS SEWER CONN 1,125,000 2,255
38861 VISTA CARLSBAD INTERCEPTOR - LAGOON BRIDGE REPLACEMENT (VC11B)SEWER CONN 9,463,000 8,502,096
39491 VISTA CARLSBAD INTERCEPTOR - REACH VC14 TO VC15 SEWER CONN 20,650,000 20,057,085
39501 VISTA CARLSBAD INTERCEPTOR - REACH VC3 SEWER CONN 2,688,200 -
55431 WATER, RECYCLED, AND SEWER MASTER PLAN SEWER REPL 337,680 267,495
SUBTOTAL SEWER PROJECTS 190,300,156 83,359,001
I-5
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11 -15
FORWARD 2017-18 2018-19 2019-20 2020-21 2021-22 2023-27 2028-32
- 167,215
- 429,108
- 256,423
- 232,812
- 745,842
- 642,063
97,438
458,000
65,000
129,000
225,000
467,559
793,879
2,052,000
166,445 437,000
370,000
228,431
63,929
595,277
430,000 895,000
136,000
124
-
121,500 100,000 100,000 100,000 100,000 100,000 300,000
7,144,038 3,020,673 995,000 100,000 100,000 100,000 4,168,101 9,484,209
6,485,510 3,550,241 3,617,726 5,221,538 5,324,558 3,767,623 23,705,508 20,843,976
250,000
963,577 1,964,000
466,993
507,000 1,480,000
212,000 108,000
140,000 1,400,000
97 240,000
129,616
- 2,420,000
250,000
549,034
699,527
183,706 60,000 60,000 60,000
130,006
567,000
73,517 82,500
387,295 150,000 150,000 150,000 150,000 150,000 750,000 750,000
761,584 200,000 200,000 200,000 200,000 200,000 500,000 500,000
1,473,660 330,000 330,000 330,000 330,000 330,000 1,650,000 1,650,000
93,373 22,000 22,000 22,000 22,000 22,000 110,000 110,000
231,552 320,000
1,250,000
790,000
141,000
397,489 617,000
372,745 750,000
77,904 883,000
142,915 450,000
- 596,200 2,092,000
22,905 47,280
15,495,005 8,884,021 9,819,926 10,886,538 6,816,558 4,469,623 26,715,508 23,853,976
I-6
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
PROJ.TOTAL PRIOR
ID PROJECT TITLE FUND COST EXP/ENC
WATER DISTRIBUTION SYSTEM
NA AVIARA PARKWAY AND PLUM TREE WATERLINE WATER REPL 815,000 -
50421 BUENA VISTA PUMP STATION AND FOREBAY REMOVAL WATER REPL 150,000 -
NA CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS WATER REPL 950,000 -
50481 CARLSBAD BOULEVARD WATERLINE REPLACEMENT AT TERRAMAR WATER REPL 1,930,000
50071 CATHODIC PROTECTION PROGRAM WATER REPL 1,246,700 169,688
50131 COLLEGE BOULEVARD - CANNON ROAD TO BADGER LANE (375 ZONE)WATER CONN 1,060,000 183
50121 COLLEGE BOULEVARD - CANNON ROAD TO BADGER LANE (490 ZONE)WATER CONN 1,090,000 -
50331 CRESTVIEW DRIVE TRANSMISSION MAIN WATER REPL 240,000 -
50381 DESALINATED WATER FLOW CONTROL FACILITY WATER CONN 1,104,300 1,046,392
50391 E TANK DECOMMISSION (THE CROSSINGS ROAD)WATER REPL 300,000
50341 EL FUERTE AND CORINTIA STREET PRESSURE REDUCING STATION WATER REPL 800,000 -
50431 FIRE FLOW SYSTEM IMPROVEMENTS WATER REPL 2,899,000 -
NA HYDROELECTRIC GENERATOR AT DESAL FLOW CONTROL FACILITY NO. 5 WATER REPL 2,160,000
NEW INTERZONAL FLOW METERING AND MONITORING WATER REPL 150,000
50291 KELLY RANCH DOMESTIC WATER PRESSURE REDUCING STATION WATER REPL 560,000 -
50491 LAKE CALAVERA MITIGATION WATER REPL 0 120,884
50492 LAKE CALAVERA RESERVOIR MITIGATION GCC 475,000 120,884
50351 LIMITED ACCESS PIPELINE RELOCATION PROGRAM WATER REPL 1,940,000 106,927
50091 MAERKLE FACILITY IMPROVEMENTS WATER REPL 2,135,200 1,168,115
50042 MAERKLE PUMP STATION IMPROVEMENTS WATER CONN 1,955,200 5,218
50361 MAERKLE RESERVOIR FLOATING COVER REPLACEMENT WATER REPL 13,055,000 10,436
50011 MAERKLE RESERVOIR TRANSMISSION MAIN WATER REPL 6,330,000 388,588
39041 MISCELLANEOUS PIPELINE REPLACEMENTS WATER REPL 12,433,000 423,740
50501 NORMALLY CLOSED VALVE (INSTALL MOTORIZED VALVE)WATER REPL 260,000
50451 POINSETTIA LANE - CASSIA ROAD TO SKIMMER COURT WATER CONN 300,000 -
50201 PRESSURE REDUCING STATION PROGRAM WATER REPL 9,502,000 393,439
NEW PRESSURE REDUCING STATION - LOWER EL FUERTE WATER REPL 600,000
NA RANCHO CARLSBAD GROUNDWATER SUPPLY WATER CONN 1,750,000
NA RANCHO CARLSBAD GROUNDWATER SUPPLY WATER REPL 1,750,000
50241 RESERVOIR REPAIR AND MAINTENANCE PROGRAM WATER REPL 7,500,000 2,516,466
50371 ROBERTSON RANCH WATER TRANSMISSION MAIN WATER REPL 1,200,000
50441 SAN LUIS REY MISSION BASIN GROUNDWATER SUPPLY WATER CONN 8,527,500 -
50442 SAN LUIS REY MISSION BASIN GROUNDWATER SUPPLY WATER REPL 8,527,500 -
NA SANTA FE II INLET PIPELINE WATER REPL 2,838,000
50461 SANTA FE II RESERVOIR SITE ELECTRICAL IMPROVEMENTS WATER REPL 150,000 234
55422 SCADA INTEGRATED MASTER PLAN WATER REPL 745,000 29,700
50081 TRI-AGENCY WATER TRANSMISSION PIPELINE REPLACEMENT WATER REPL 6,455,000 2,125,352
50511 WATER CONDITION ASSESSMENT PROGRAM WATER REPL 2,200,000
50471 WATER SYSTEM INTERTIE CONNECTION WATER REPL 405,000 -
50191 WATER VALVE REPAIR/REPLACEMENT PROGRAM WATER REPL 14,850,000 662,024
55432 WATER, RECYCLED, AND SEWER MASTER PLAN WATER REPL 413,560 351,985
SUBTOTAL WATER DISTRIBUTION SYSTEM 121,751,960 9,640,255
RECYCLED WATER SYSTEM
52051 ABANDON POTABLE SERVICES (NEW RECYCLED SERVICES)WATER REPL 560,000 49,690
52031 CARLSBAD WATER RECYCLING FACILITY (ENCINA CAPITAL PROJECTS)WATER REPL 709,390 194,789
52032 CARLSBAD WATER RECYCLING FACILITY (ENCINA CAPITAL PROJECTS)RECL REPL 1,541,100
NEW CWRF IRRIGATION AND LANDSCAPE RECL REPL 175,000
52111 RECYCLED WATER CONDITION ASSESSMENT PROGRAM RECL REPL 2,200,000
50271 RECYCLED WATER LINE - CWRF TO AGUA HEDIONDA LAGOON WATER REPL 1,632,594 1,324,216
50272 RECYCLED WATER LINE - CWRF TO AGUA HEDIONDA LAGOON RECL WATER 3,417,406 3,417,406
52092 RECYCLED WATER PHASE 3 - CWRF EXPANSION RECL WATER 6,844,124 6,843,941
52091 RECYCLED WATER PHASE 3 - CWRF EXPANSION WATER REPL 3,517,276 3,259,082
52082 RECYCLED WATER PHASE 3 - PIPELINES RECL WATER 18,700,000 3,820,218
52081 RECYCLED WATER PHASE 3 - PIPELINES WATER REPL 2,497,530 1,629,406
52102 RECYCLED WATER PHASE 3 - RESERVOIR RECL WATER 2,250,000 309,204
52101 RECYCLED WATER PHASE 3 - RESERVOIR WATER REPL 425,000 4,415
52121 RECYCLED WATER VALVE & APPURTENANCE REPLACEMENT PROGRAM RECL REPL 800,000
55423 SCADA INTEGRATED MASTER PLAN RECL REPL 162,500
55433 WATER, RECYCLED, AND SEWER MASTER PLAN RECL REPL 326,760 265,062
SUBTOTAL RECYCLED WATER PROJECTS 45,758,680 21,117,429
I-7
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11 -15
FORWARD 2017-18 2018-19 2019-20 2020-21 2021-22 2023-27 2028-32
- 815,000
150,000
- 280,000 670,000
1,930,000
1,077,012
1,059,817
1,090,000
240,000
57,908
300,000
- 800,000
1,440,000 90,000 90,000 90,000 90,000 90,000 1,009,000 0
85,000 2,075,000
150,000
560,000
154,116 (275,000)
154,116 100,000 100,000
1,833,073
967,085
9,982 1,940,000
9,989,564 3,055,000
5,941,412
1,009,260 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 3,000,000 3,000,000
260,000
300,000
708,561 600,000 600,000 600,000 600,000 3,000,000 3,000,000
600,000
325,000 1,425,000
325,000 1,425,000
1,633,534 1,500,000 1,850,000
1,200,000
27,500 8,500,000
27,500 8,500,000
470,000 2,368,000
99,766 50,000
330,300 385,000
4,329,648
200,000 200,000 200,000 200,000 200,000 200,000 500,000 500,000
405,000
1,437,976 1,250,000 1,250,000 1,250,000 1,250,000 1,250,000 3,250,000 3,250,000
25,215 36,360
38,948,345 8,141,360 4,805,000 8,918,000 3,225,000 5,215,000 13,259,000 29,600,000
510,310
514,601
70,600 70,500 100,000 100,000 100,000 100,000 500,000 500,000
175,000
200,000 200,000 200,000 200,000 200,000 200,000 500,000 500,000
308,378
-
183
258,194
14,879,782
868,124
1,190,796 750,000
295,585 125,000
50,000 50,000 50,000 50,000 50,000 50,000 250,000 250,000
80,000 82,500
25,338 36,360
19,251,891 1,489,360 350,000 350,000 350,000 350,000 1,250,000 1,250,000
I-8
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
PROJ.TOTAL PRIOR
ID PROJECT TITLE FUND COST EXP/ENC
CIRCULATION SYSTEM
TRAFFIC SIGNALS
63261 ADAPTIVE TRAFFIC SIGNAL PROGRAM TRANSNET-LOC 600,000 307,701
63261 ADAPTIVE TRAFFIC SIGNAL PROGRAM - FIBER TRANSNET-LOC 350,000 2,000
63262 ADAPTIVE TRAFFIC SIGNAL PROGRAM - BLUETOAD TRANSNET-LOC 250,000 127,027
63263 ADAPTIVE TRAFFIC SIGNAL PROGRAM (2018 -NON JURISDICTIONAL)TRANSNET-LOC 2,500,000
63221 PEDESTRIAN CROSSINGS - CARLSBAD BOULEVARD/VILLAGE GAS TAX 200,000 195,530
63271 SIGNAL OPERATIONS MODIFICATIONS GAS TAX 150,000
NEW TRAFFIC CONTROL IMPROVEMENTS - POINSETTIA LANE & CASSIA ROAD GCC 250,000
NEW TRAFFIC CONTROL IMPROVEMENTS - POINSETTIA LANE & ORIOLE COURT GCC 250,000
NA TRAFFIC SIGNAL - ALGA ROAD AND CAZADERO DRIVE GAS TAX 210,000 -
NA TRAFFIC SIGNAL - ARMADA DRIVE AND FLEET STREET SOUTH GAS TAX 190,000 -
NA TRAFFIC SIGNAL - ARMADA DRIVE AND GRAND PACIFIC RESORTS GAS TAX 190,000 -
63251 TRAFFIC SIGNAL - CAMINO DE LOS COCHES AND LA COSTA AVENUE GAS TAX 190,000 -
NA TRAFFIC SIGNAL - CAMINO VIDA ROBLE AND YARROW DRIVE GAS TAX 190,000 -
63021 TRAFFIC SIGNAL - EL CAMINO REAL AND CHESTNUT AVENUE SIGNAL REPAIRS IRF 276,000 276,000
63031 TRAFFIC SIGNAL - EL CAMINO REAL AND TAMARACK AVENUE SIGNAL REPAIRS IRF 200,000 172,500
63281 TRAFFIC SIGNAL - EL FUERTE STREET AND RANCHO PANCHO GAS TAX 190,000 -
NA TRAFFIC SIGNAL - FARADAY AVENUE AND CAMINO HILLS DRIVE GAS TAX 190,000 -
63141 TRAFFIC SIGNAL - FARADAY AVENUE AND PALMER WAY GAS TAX 190,000
39381 TRAFFIC SIGNAL - LA COSTA AVENUE AND LEVANTE STREET GAS TAX 210,000 -
NEW TRAFFIC SIGNAL - MAVERICK WAY & CAMINO DE LOS COCHES GCC 120,000
NA TRAFFIC SIGNAL - MONROE STREET AND HOSP WAY GAS TAX 210,000 -
NA TRAFFIC SIGNAL - POINSETTIA LANE AND BRIGANTINE ROAD GAS TAX 190,000 -
NA TRAFFIC SIGNAL - TAMARACK AVENUE AND VALLEY STREET GAS TAX 190,000 -
NEW TRAFFIC SIGNAL MASTER PLAN GCC 120,000
63201 TRAFFIC SIGNAL PROGRAM GCC 912,000 900,737
63202 TRAFFIC SIGNAL PROGRAM IRF 4,772,974 3,988,495
63203 TRAFFIC SIGNAL PROGRAM - FIBER OPTIC GCC 229,750 196,896
NEW VILLAGE INTELLIGENT PARKING IMPLEMENTATION GCC 300,000
SUBTOTAL TRAFFIC SIGNAL PROJECTS 13,820,724 6,166,886
STREET PROJECTS
60651 ADA BEACH ACCESS STUDY GCC 75,000
60491 ADA IMPROVEMENT PROGRAM TRANSNET-LOC 1,670,000 34,453
60041 AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD TIF 5,346,750 169,750
NEW ASSESSMENT DISTRICT 97-1 CONCRETE IMPROVEMENTS OTHER 420,000
38961 BEACH ACCESS REPAIR/UPGRADES - PINE AVENUE TO TAMARACK IRF 767,500 427,399
38962 BEACH ACCESS REPAIR/UPGRADES - PINE AVENUE TO TAMARACK GCC 5,044,250
60661 BRIDGE PREVENTITIVE MAINTENANCE PROGRAM IRF 1,638,000 57,816
60671 BTD#3 RECONCILIATION AND CLOSEOUT BTD#3 125,000
60301 CAMINO HILLS AND JACKSPAR DRIVE SLOPE STABILIZATION GCC 859,400 32,727
60142 CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT FED GRNT 1,251,308 292,761
60143 CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT (LOCAL MATCH)TRANSNET-LOC 200,942 29,253
60531 CARLSBAD BLVD BRIDGE RAILING EAST SIDE AT POWER PLANT DISCHARGE GCC 338,455 -
60532 CARLSBAD BLVD BRIDGE RAILING EAST SIDE AT POWER PLANT DISCHARGE TRANSNET-LOC 16,923
60533 CARLSBAD BLVD BRIDGE RAILING EAST SIDE AT POWER PLANT DISCHARGE FED GRNT 130,622
60631 CARLSBAD BLVD EMERGENCY REPAIR GAS TAX 837,000 383,159
NA CARLSBAD BLVD MEDIAN-TAMARACK AVENUE TO PINE AVENUE GAS TAX 2,683,000 -
60681 CARLSBAD BLVD PEDESTRIAN LIGHTING - TAMARACK TO STATE STREET TRANSNET-LOC 1,325,000
60311 CARLSBAD BLVD REALIGNMENT TRANSNET-LOC 3,000,000 1,528,892
60312 CARLSBAD BLVD REALIGNMENT GCC 250,000 -
NA CARLSBAD BLVD REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (20%)TIF 905,000 -
NA CARLSBAD BLVD REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (RTCIP / 20%)TIF 3,574,000 -
NA CARLSBAD BLVD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (20%)TIF 955,000 -
NA CARLSBAD BLVD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (RTCIP/20%)TIF 1,237,000 -
45091 CARLSBAD STATE BEACH BLUFF RESTORATION GCC 499,830 410,062
45081 CARLSBAD STATE BEACH GREENWAY IMPROVEMENTS GCC 400,000 243,371
NEW CARLSBAD VILLAGE DR. & GRAND AVE. PEDESTRIAN AND CROSSING IMP.TRANSNET-LOC 1,320,000
NA CARLSBAD VILLAGE DRIVE WIDENING - PONTIAC DRIVE TO VICTORIA AVENUE TIF 3,012,000 -
NEW CHESTNUT AVENUE COMPLETE STREET IMPROVEMENTS TRANSNET-LOC 1,080,000
60691 CHESTNUT COMPLETE STREET I-5 TO RAILROAD PROJECT STUDY TRANSNET-LOC 85,000
NEW CHRISTIANSEN AVENUE IMPROVEMENTS TRANSNET-LOC 310,000
36362 COLLEGE BLVD REACH A AND CANNON ROAD REACH 4A OTHER 1,713,000 418,408
60701 COMPLETE STREET AND TRAFFIC CALMING PROGRAM GAS TAX 1,500,000 81,131
60132 CONCRETE REPAIR/REPLACEMENT PROGRAM GAS TAX 6,000,000 1,616,748
60581 CSBD BLVD AND TAMARACK AVENUE PEDESTRIAN IMPROVEMENTS GAS TAX 1,576,000 588,247
60582 CSBD BLVD AND TAMARACK AVENUE PEDESTRIAN IMPROVEMENTS TDA 270,000 21,166
I-9
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11 -15
FORWARD 2017-18 2018-19 2019-20 2020-21 2021-22 2023-27 2028-32
292,299
348,000
122,973
800,000 950,000 750,000
4,470
150,000
250,000
250,000
- 210,000
- 190,000
- 190,000
190,000
- 190,000
-
27,500
190,000
190,000
190,000
210,000
120,000
- 210,000
- 190,000
- 190,000
120,000
11,263
784,479
32,854
60,000 240,000
2,153,838 1,730,000 1,410,000 990,000 - - 1,180,000 190,000
75,000
965,547 250,000 250,000 170,000
5,177,000
420,000
340,101
3,070,000 1,129,000 845,250
292,184 392,000 336,000 336,000 224,000
125,000
826,673
958,547
171,689
338,455
16,923
130,622
453,841
- 2,683,000
610,000 715,000
1,471,108
250,000
- 905,000
- 3,574,000
- 955,000
- 1,237,000
89,768
156,629
1,320,000
- 3,012,000
1,080,000
85,000
310,000
1,294,592
218,869 300,000 300,000 300,000 300,000
633,252 250,000 250,000 250,000 250,000 250,000 1,250,000 1,250,000
987,753
248,834
I-10
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
PROJ.TOTAL PRIOR
ID PROJECT TITLE FUND COST EXP/ENC
60583 CSBD BLVD AND TAMARACK AVENUE PEDESTRIAN IMPROVEMENTS (BIKE)TRANSNET-LOC 1,054,000 -
60561 EL CAMINO REAL AND AGUA HEDIONDA CREEK BRIDGE RAILING & SIDEWALK IRF 210,000 -
60421 EL CAMINO REAL AND CANNON ROAD INTERSECTION IMPROVEMENTS TIF 2,185,000 836,372
NA EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE DUAL LEFT TURNS TIF 1,099,000 -
60711 EL CAMINO REAL AND COLLEGE BLVD INTERSECTION IMPROVEMENTS GAS TAX 515,000 2,010
EL CAMINO REAL AND COLLEGE BLVD INTERSECTION IMPROVEMENTS GCC 131,000
60501 EL CAMINO REAL LEFT TURN LANE TO WESTBOUND TAMARACK AVENUE TIF 286,000 -
36432 EL CAMINO REAL MEDIANS GAS TAX 1,984,530 489,978
36431 EL CAMINO REAL MEDIANS PFF 909,500 685,327
NA EL CAMINO REAL RIGHT TURN LANE TO EAST BOUND ALGA ROAD TIF 425,000 -
60721 EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE TRANSNET-LOC 2,820,000 -
60511 EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE TIF 1,925,000 -
60511 EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE (RTCIP)TIF 625,000 -
NA EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DRIVE GCC 108,953 -
NEW EL CAMINO REAL WIDENING - SUNNY CREEK TO JACKSPAR TRANSNET-LOC 3,238,000
39574 EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVENUE GAS TAX 662,633 603,630
60741 FACILITY SAFETY AND PARKING LOT LIGHTING ASSESSMENT IRF 65,000 65,000
60751 KELLY DRIVE AND PARK DRIVE ROAD DIET AND MULTIUSE TRAIL TRANSNET-LOC 3,875,000 2,128
KELLY DRIVE AND PARK DRIVE ROAD DIET AND MULTIUSE TRAIL GCC 300,000
60761 LA COSTA AVENUE - TRAFFIC CALMING GAS TAX 863,000 -
60241 LA COSTA AVENUE SLOPE REPAIR WEST OF ROMERIA STREET GAS TAX 260,112 238,712
60771 LEFT TURN LANE EXTENSIONS GAS TAX 200,000
NA MELROSE DRIVE AND ALGA ROAD DUAL LEFT TURN LANES (RTCIP)TIF 1,201,000 -
60341 MELROSE DRIVE RIGHT TURN LANE TO WEST BOUND PALOMAR AIRPORT ROAD TIF 561,000 95,633
60351 MUTCD STREET NAME SIGN REPLACEMENT PROGRAM GAS TAX 756,187 738,426
60781 OCEAN STREET RECONFIGURATION CONCEPTS STUDY GCC 95,000
60281 PALOMAR AIRPORT ROAD AND COLLEGE BLVD IMPROVEMENTS TIF 495,500 345,556
NA PALOMAR AIRPORT ROAD/EL FUERTE STREET RIGHT TURN LANE TIF 1,163,000 -
60432 PALOMAR AIRPORT ROAD/PASEO DEL NORTE LEFT TURN LANE TRANSNET-LOC 228,277 48,609
60442 PALOMAR AIRPORT ROAD/PASEO DEL NORTE RIGHT TURN LANE TRANSNET-LOC 559,639 65,719
60521 PARKING LOT MAINTENANCE PROGRAM IRF 1,530,000 167,930
60012 PAVEMENT MANAGEMENT PROGRAM GAS TAX 22,838,130 5,172,349
60011 PAVEMENT MANAGEMENT PROGRAM TRANSNET-LOC 38,946,377 16,448,019
60013 PAVEMENT MANAGEMENT PROGRAM (NON-JURIS FEES)TRANSNET-LOC 24,082,476 4,668,464
39221 POINSETTIA LANE - REACH E CASSIA ROAD TO SKIMMER COURT BTD#2 14,081,200 298,053
NA POINSETTIA LANE - REACHES A,B,C,F,G & AVIARA PKWY REIMB BTD#2 1,168,833 -
NA POINSETTIA LANE WIDENING - PASEO DEL NORTE TO BATIQUITOS DRIVE (RTCIP)TIF 1,009,000 -
60571 PUBLIC BEACH ACCESS IMPROVEMENTS (OCEAN STREET)GCC 3,385,000 498,102
60572 PUBLIC BEACH ACCESS IMPROVEMENTS (OCEAN STREET)IRF 540,000 -
60591 RAILROAD DOUBLE TRACKING GCC 250,000 184,172
39071 RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)RSF ROAD 20,671,000 20,168,503
60371 RETROREFLECTIVITY SIGN REPLACEMENT PROGRAM GAS TAX 2,320,000 21,316
60791 ROADWAY IMPROVEMENTS - COASTAL AREA ANALYSIS & IMPLEMENTATION GCC 200,000
60811 ROADWAY SLOPE STABILIZATION GAS TAX 450,000 15,576
60191 SIDEWALK/STREET CONSTRUCTION - VALLEY STREET MAGNOLIA AVENUE TIF 1,766,206 240,020
60191 SIDEWALK/STREET CONSTRUCTION - VALLEY STREET MAGNOLIA AVENUE (SDG&E FUNDS)TIF 1,520,000
60021 SIDEWALK/STREET CONSTRUCTION PROGRAM TIF 4,400,000 453,893
60821 STATE STREET IMPROVEMENTS AT NW CORNER OF GRAND TRANSNET-LOC 325,000
60622 STREET LIGHTING REPLACEMENT PROGRAM TRANSNET-LOC 3,325,000 41,320
60621 STREET LIGHTING REPLACEMENT PROGRAM GCC 320,000 215,760
60541 TERRAMAR AREA COASTAL IMPROVEMENTS TIF 3,800,001 947,446
60541 TERRAMAR AREA COASTAL IMPROVEMENTS (SDG&E FUNDS)TIF 500,000
60543 TERRAMAR AREA COASTAL IMPROVEMENTS TRANSNET-LOC 1,000,000
60544 TERRAMAR AREA COASTAL IMPROVEMENTS SEWER REPL 350,000
60542 TERRAMAR AREA COASTAL IMPROVEMENTS (PARK)GCC 999,999
60401 TRAFFIC IMPACT FEE UPDATE TIF 200,000 24,000
60031 TRAFFIC MONITORING PROGRAM TIF 2,102,900 817,765
60601 TRAILS ROADWAY CROSSINGS (CATS)GAS TAX 380,000 89,707
60831 UTILITY UNDERGROUNDING PROGRAM STUDY GCC 100,000
NEW VALLEY STREET ROAD DIET AND TRAFFIC CALMING TRANSNET-LOC 1,645,000
60611 WAYFINDING SIGN REPLACEMENT PROGRAM GAS TAX 150,000 34,807
SUBTOTAL STREETS PROJECTS 233,573,433 61,059,645
I-11
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11 -15
FORWARD 2017-18 2018-19 2019-20 2020-21 2021-22 2023-27 2028-32
1,054,000
210,000
1,212,628 136,000
- 1,099,000
512,990
131,000
286,000
1,494,552
224,173
- 425,000
325,000 2,495,000
- 1,925,000
- 625,000
- 108,953
3,238,000
59,003
-
2,357,872 1,515,000
300,000
863,000
21,400
200,000
- 1,201,000
465,367
17,761
95,000
149,944
- 1,163,000
179,668
493,920
1,362,070
3,665,781 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 5,000,000
1,498,358 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 7,500,000
1,864,012 750,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 6,000,000
10,787,947 1,872,000 1,123,200
- 1,168,833
- 1,009,000
2,086,898 800,000
500,000 40,000
65,828
502,497
2,298,684
200,000
343,424 91,000
1,526,186
208,031 1,311,969
2,146,107 300,000 300,000 300,000 300,000 300,000 300,000
- 325,000
808,680 825,000 825,000 825,000
104,240
2,102,554 750,001
500,000
1,000,000
350,000
999,999
176,000
325,135 96,000 96,000 96,000 96,000 96,000 480,000
290,293
100,000
1,645,000
115,193
56,305,582 15,903,923 19,548,000 8,467,250 4,870,000 4,346,000 26,455,000 36,618,033
I-12
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
PROJ.TOTAL PRIOR
ID PROJECT TITLE FUND COST EXP/ENC
LOANS TO OTHER FUNDS
NA LOAN - CFD #1 TO TIF CFD#1 2,163,083 2,163,083
NA LOAN - SEWER REPL TO SEWER CONN SEWER REPL 4,700,000 4,700,000
NA LOAN - PFF TO PIL-NW PFF 800,000 800,000
NA LOAN - PFF TO PIL-SW PFF 1,100,000 1,100,000
NA PFF LOAN TO PIL-NE FOR PARK SITE ACQUISITION PFF 4,550,000 4,550,000
SUBTOTAL FUTURE LOANS TO OTHER FUNDS 13,313,083 13,313,083
REPAYMENTS/TRANSFERS
NA GAS TAX TRANSFER TO GENERAL FUND (TRANSPORTATION OPERATING BUDGET)GAS TAX 4,200,000
NA LOAN: PIL-NE TO PFF FOR PARK SITE ACQUISITION PIL-NE 4,550,000
NA LOAN REPAY - SEWER CONN TO SEWER REPL SEWER CONN 4,700,000
NA LOAN REPAY - PIL-NW TO PFF PIL-NW 800,000
NA LOAN REPAY - PIL-SW TO PFF PIL-SW 1,100,000
NA TIF TO CFD #1 TIF 2,163,083
SUBTOTAL LOAN REPAYMENTS 17,513,083 0
GRAND TOTAL ALL FUNDED PROJECTS 908,525,505 246,564,589
UNFUNDED PROJECTS*
BUSINESS PARK RECREATIONAL FACILITY (PARTIAL FUNDING)6,600,000
CANNON LAKE PARK (6.7 ACRES)2,243,000
CARLSBAD BOULEVARD MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (PARTIAL FUNDING)6,905,600
CARLSBAD BOULEVARD / PALOMAR AIRPORT ROAD (PARTIAL FUNDING)14,109,600
CARLSBAD BOULEVARD REALIGNMENT - SEGMENTS 3-5 26,100,000
ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING)7,800,000
TOTAL UNFUNDED PROJECTS 63,758,200
I-13
FY 2017-18 TO FY 2031-32 CAPITAL IMPROVEMENT PROGRAM
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11 -15
FORWARD 2017-18 2018-19 2019-20 2020-21 2021-22 2023-27 2028-32
0 0 0 0 0 0 0 0
600,000 600,000 600,000 600,000 600,000 1,200,000
4,550,000
4,700,000
800,000
1,100,000
50,000 50,000 50,000 50,000 50,000 50,000 1,863,083
0 650,000 1,450,000 650,000 650,000 650,000 2,350,000 11,113,083
200,435,118 53,951,993 49,837,926 31,621,788 17,161,558 16,280,623 126,049,609 166,622,301
I-14
Fund Summary
Fund Summary
Fund SummaryFund Summary
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 299,984 747,504 747,504 747,504 747,504 859,732
REVENUES
DEVELOPER FEES 2,319,520 - - - 112,228 2,464,693
TOTAL REVENUES N/A 2,319,520 - - - 112,228 2,464,693
CAPITAL PROJECTS
POINSETTIA LANE - REACH E CASSIA ROAD TO SKIMMER COURT 11,086,000 1,872,000 - - - - 1,123,200
POINSETTIA LANE - REACHES A,B,C,F,G & AVIARA PKWY REIMB - - - - - - 1,168,833
TOTAL PROJECT EXPENDITURES 11,086,000 1,872,000 - - - - 2,292,033
ENDING FUND BALANCE N/A 747,504 747,504 747,504 747,504 859,732 1,032,392
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 1,032,198 1,152,008 1,176,488 1,200,968 1,225,448 1,249,928
REVENUES
DEVELOPER FEES 119,810 24,480 24,480 24,480 24,480 3,868,607
TOTAL REVENUES N/A 119,810 24,480 24,480 24,480 24,480 3,868,607
CAPITAL PROJECTS
BTD#3 RECONCILIATION AND CLOSEOUT 125,000 - - - - - -
TOTAL PROJECT EXPENDITURES 125,000 - - - - - -
ENDING FUND BALANCE N/A 1,152,008 1,176,488 1,200,968 1,225,448 1,249,928 5,118,535
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 64,790,783 64,412,663 65,137,829 65,911,994 67,008,159 68,109,231
REVENUES
DEVELOPER SPECIAL TAXES 1,042,881 835,165 884,165 1,096,165 1,101,072 14,807,061
TOTAL REVENUES N/A 1,042,881 835,165 884,165 1,096,165 1,101,072 14,807,061
CAPITAL PROJECTS
CFD#1 ADMINISTRATION - 110,000 110,000 110,000 - - -
CIVIC CENTER 150,000 - - - - - 31,330,000
COLE LIBRARY EXPANSION - - - - - - 5,814,000
LOAN - CFD #1 TO TIF 2,163,083 - - - - - -
MAINTENANCE AND OPERATIONS CENTER 17,861,264 913,000 - - - - -
MAINTENANCE AND OPERATIONS CENTER - ART 143,000 398,000 - - - - -
VETERAN'S MEMORIAL PARK (ALL QUADRANTS)- - - - - - 23,240,000
TOTAL PROJECT EXPENDITURES 20,317,347 1,421,000 110,000 110,000 - - 60,384,000
ENDING FUND BALANCE N/A 64,412,663 65,137,829 65,911,994 67,008,159 68,109,231 22,532,292
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
BTD NO. 3 CANNON ROAD WEST
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
J-1
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A (820,064) 527,086 2,459,141 4,791,196 7,123,251 9,755,306
REVENUES
GAS TAX AND PROP 42 FUNDS 3,148,150 4,482,055 4,482,055 4,482,055 4,482,055 44,820,550
TOTAL REVENUES N/A 3,148,150 4,482,055 4,482,055 4,482,055 4,482,055 44,820,550
CAPITAL PROJECTS
CSBD BLVD AND TAMARACK AVENUE PEDESTRIAN IMPROVEMENTS 1,576,000 - - - - - -
CARLSBAD BLVD EMERGENCY REPAIR 837,000 - - - - - -
CARLSBAD BLVD MEDIAN-TAMARACK AVENUE TO PINE AVENUE - - - - - - 2,683,000
COMPLETE STREET AND TRAFFIC CALMING PROGRAM 300,000 300,000 300,000 300,000 300,000 - -
CONCRETE REPAIR/REPLACEMENT PROGRAM 2,250,000 250,000 250,000 250,000 250,000 250,000 2,500,000
EL CAMINO REAL AND COLLEGE BLVD INTERSECTION IMPROVEMENTS 515,000 - - - - - -
EL CAMINO REAL MEDIANS 1,984,530 - - - - - -
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVENUE 662,633 - - - - - -
GAS TAX TRANSFER TO GENERAL FUND (TRANSPORTATION OPERATING BUDGET)- 600,000 600,000 600,000 600,000 600,000 1,200,000
LA COSTA AVENUE - TRAFFIC CALMING 863,000 - - - - - -
LA COSTA AVENUE SLOPE REPAIR WEST OF ROMERIA STREET 260,112 - - - - - -
LAGUNA DRIVE STORM DRAIN - 370,000 - - - - -
LEFT TURN LANE EXTENSIONS 200,000 - - - - - -
MARCA PLACE DRAINAGE IMPROVEMENTS 65,000 - - - - - -
MUTCD STREET NAME SIGN REPLACEMENT PROGRAM 756,187 - - - - - -
NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM 6,090,594 - - - - - -
PAVEMENT MANAGEMENT PROGRAM 8,838,130 - 1,000,000 1,000,000 1,000,000 1,000,000 10,000,000
PEDESTRIAN CROSSINGS - CARLSBAD BOULEVARD/VILLAGE 200,000 - - - - - -
RETROREFLECTIVITY SIGN REPLACEMENT PROGRAM 2,320,000 - - - - - -
ROADWAY SLOPE STABILIZATION 359,000 91,000 - - - - -
ROMERIA DRAINAGE IMPROVEMENTS 348,000 - - - - - -
SIGNAL OPERATIONS MODIFICATIONS 150,000 - - - - - -
TRAFFIC SIGNAL - ALGA ROAD AND CAZADERO DRIVE - - - - - - 210,000
TRAFFIC SIGNAL - ARMADA DRIVE AND FLEET STREET SOUTH - - - - - - 190,000
TRAFFIC SIGNAL - ARMADA DRIVE AND GRAND PACIFIC RESORTS - - - - - - 190,000
TRAFFIC SIGNAL - CAMINO DE LOS COCHES AND LA COSTA AVENUE 190,000 - - - - - -
TRAFFIC SIGNAL - CAMINO VIDA ROBLE AND YARROW DRIVE - - - - - - 190,000
TRAFFIC SIGNAL - EL FUERTE STREET AND RANCHO PANCHO 190,000 - - - - - -
TRAFFIC SIGNAL - FARADAY AVENUE AND CAMINO HILLS DRIVE - 190,000 - - - - -
TRAFFIC SIGNAL - FARADAY AVENUE AND PALMER WAY - - 190,000 - - - -
TRAFFIC SIGNAL - LA COSTA AVENUE AND LEVANTE STREET - - 210,000 - - - -
TRAFFIC SIGNAL - MONROE STREET AND HOSP WAY - - - - - - 210,000
TRAFFIC SIGNAL - POINSETTIA LANE AND BRIGANTINE ROAD - - - - - - 190,000
TRAFFIC SIGNAL - TAMARACK AVENUE AND VALLEY STREET - - - - - - 190,000
TRAILS ROADWAY CROSSINGS (CATS)380,000 - - - - - -
WAYFINDING SIGN REPLACEMENT PROGRAM 150,000 - - - - - -
29,485,186 1,801,000 2,550,000 2,150,000 2,150,000 1,850,000 17,753,000
ENDING FUND BALANCE N/A 527,086 2,459,141 4,791,196 7,123,251 9,755,306 36,822,856
GAS TAX FUND
J-2
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 30,582,916 18,077,213 7,088,213 6,002,963 6,002,963 6,002,963
REVENUES
TRANSFERS, REPAYMENTS, OTHER - - - - - -
TOTAL REVENUES N/A - - - - - -
CAPITAL PROJECTS
ADA BEACH ACCESS STUDY 75,000 - - - - - -
ALGA NORTE PARK MODIFICATIONS - 214,000 - - - - -
BARRIO STREET LIGHTING 760,000 - - - - - -
BEACH ACCESS REPAIR/UPGRADES - PINE AVENUE TO TAMARACK - 3,070,000 1,129,000 845,250 - - -
BUENA VISTA CREEK CHANNEL FENCING 200,000 - - - - - -
CALAVERA PARK GATEWAY IMPROVEMENTS 582,500 79,350 - - - - -
CAMINO HILLS AND JACKSPAR DRIVE SLOPE STABILIZATION 859,400 - - - - - -
CANNON PARK RESTROOM 600,000 - - - - - -
CARLSBAD BLVD BRIDGE RAILING EAST SIDE AT POWER PLANT DISCHARGE 338,455 - - - - - -
CARLSBAD BLVD REALIGNMENT 250,000 - - - - - -
CARLSBAD SAFETY TRAINING FACILITY - FIREARMS RANGE NOISE MITIGATION 350,500 - - - - - -
CARLSBAD STATE BEACH BLUFF RESTORATION 499,830 - - - - - -
CARLSBAD STATE BEACH GREENWAY IMPROVEMENTS 400,000 - - - - - -
CITY FACILITY ACCESSIBILITY UPGRADES 100,000 200,000 200,000 - - - -
CITY HALL EXTERIOR REFURBISHMENT 2,250,000 - - - - - -
COLE LIBRARY EXPANSION (BROWNLEY DONATION)- - - - - - 1,000,000
COLE LIBRARY IMPROVEMENTS (INCLUDES IRF FUNDING)5,300,000 - - - - - -
DOVE LIBRARY IMPROVEMENTS (INCLUDES IRF FUNDING)6,046,119 167,500 - - - - -
DOVE LIBRARY LIGHTING IMPROVEMENTS - 225,000 - - - - -
EL CAMINO REAL AND COLLEGE BLVD INTERSECTION IMPROVEMENTS - 131,000 - - - - -
EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DRIVE - 108,953 - - - - -
EMERGENCY CENTER RECONFIGURATION 1,658,000 - - - - - -
FIRE STATION DRAINAGE IMPROVEMENTS 225,000 - - - - - -
FIRE STATION NO. 1, 4 & 5 SECURITY FENCING - 400,000 - - - - -
FIRE STATION NO. 1 BAY DOOR HEADER MODIFICATION - 125,000 - - - - -
FIRE STATION NO. 2 FEASIBILITY STUDY 50,000 - - - - - -
FIRE STATION NO. 2 REPLACEMENT - 1,000,000 9,500,000 - - - -
FIRE STATION NO. 5 NEW ROOF AND STORAGE BUILDING - 150,000 - - - - -
FLEET MAINTENANCE REFURBISHMENT - 694,900 - - - - -
KELLY DRIVE AND PARK DRIVE ROAD DIET AND MULTIUSE TRAIL - 300,000 - - - - -
LAKE CALAVERA RESERVOIR MITIGATION 275,000 100,000 100,000 - - - -
LAKE CALAVERA STORM DRAIN IMPROVEMENTS 236,500 - - - - - -
LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION (PROP C)1,063,250 - - - - - -
MAERKLE RESERVOIR SOLAR PROJECT 250,000 - - - - - -
MULTI-USE, MULTIGENERATIONAL INDOOR COMMUNITY CENTER (STUDY)90,000 - - - - - -
OCEAN STREET RECONFIGURATION CONCEPTS STUDY 95,000 - - - - - -
OCEAN STREET RESTROOM 652,000 - - - - - -
OPEN SPACE AND TRAILS (PROP C)- 4,000,000 - - - - -
OUTDOOR ADVENTURE PARK FEASIBILITY STUDY 122,500 - - - - - -
PARK DRIVE DRAINAGE AND STREET IMPROVEMENTS 243,000 - - - - - -
PUBLIC BEACH ACCESS IMPROVEMENTS (OCEAN STREET)2,585,000 800,000 - - - - -
RAILROAD DOUBLE TRACKING 250,000 - - - - - -
ROADWAY IMPROVEMENTS - COASTAL AREA ANALYSIS & IMPLEMENTATION 200,000 - - - - - -
ROMERIA DRAINAGE IMPROVEMENTS 299,000 - - - - - -
SAFETY CENTER IMPROVEMENTS 2,013,500 - - - - - -
SAFETY TRAINING CENTER WATER RECIRCULATING SYSTEM STUDY 50,000 - - - - - -
STREET LIGHTING REPLACEMENT PROGRAM 320,000 - - - - - -
TERRAMAR AREA COASTAL IMPROVEMENTS (PARK)999,999 - - - - - -
TRAFFIC CONTROL IMPROVEMENTS - POINSETTIA LANE & CASSIA ROAD - 250,000 - - - - -
TRAFFIC CONTROL IMPROVEMENTS - POINSETTIA LANE & ORIOLE COURT - 250,000 - - - - -
TRAFFIC SIGNAL MASTER PLAN - 120,000 - - - - -
TRAFFIC SIGNAL - MAVERICK WAY & CAMINO DE LOS COCHES - 120,000 - - - - -
TRAFFIC SIGNAL PROGRAM 912,000 - - - - - -
TRAFFIC SIGNAL PROGRAM - FIBER OPTIC 229,750 - - - - - -
TRAIL CONNECTIVITY TO TAMARACK STATE BEACH (PROP C)200,000 - - - - - -
UTILITY UNDERGROUNDING PROGRAM STUDY 100,000 - - - - - -
VILLAGE AND BARRIO BIKE & PEDESTRIAN WAYFINDING 250,000 - - - - - -
VILLAGE AND BARRIO TRAFFIC CIRCLES 315,000 - - - - - -
VILLAGE AND BEACH STREETSCAPE 635,000 - - - - - -
VILLAGE DECORATIVE LIGHTING 177,800 - - - - - -
VILLAGE INTELLIGENT PARKING IMPLEMENTATION - - 60,000 240,000 - - -
VILLAGE PARKING WAYFINDING 105,000 - - - - - -
VILLAGE PUBLIC GATHERING SPACES STUDY 345,000 - - - - - -
VILLAGE SAFETY LIGHTING 234,678 - - - - - -
TOTAL PROJECT EXPENDITURES 33,793,781 12,505,703 10,989,000 1,085,250 - - 1,000,000
N/A 18,077,213 7,088,213 6,002,963 6,002,963 6,002,963 5,002,963
GENERAL CAPITAL CONSTRUCTION (GCC)
J-3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A - - - - - -
REVENUES
GRANT REVENUE - - - - - -
TOTAL REVENUES N/A - - - - - -
CAPITAL PROJECTS
CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT 1,251,308 - - - - - -
CARLSBAD BLVD BRIDGE RAILING EAST SIDE AT POWER PLANT DISCHARGE 130,622 - - - - - -
TOTAL PROJECT EXPENDITURES 1,381,930 - - - - - -
ENDING FUND BALANCE N/A - - - - - -
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 87,255,696 91,691,240 99,421,240 108,462,240 117,878,240 127,913,240
REVENUES
GENERAL FUND TRANSFER 9,970,000 10,211,000 10,627,000 10,890,000 11,285,000 122,486,000
TOTAL REVENUES N/A 9,970,000 10,211,000 10,627,000 10,890,000 11,285,000 122,486,000
CAPITAL PROJECTS
AGUA HEDIONDA CREEK STORM DRAIN OUTFALL (FAROL COURT)596,700 - - - - - -
AVIARA COMMUNITY PARK SOCCER FIELD SYNTHETIC TURF REPLACEMENT 868,000 - - - - - -
BEACH ACCESS REPAIR/UPGRADES - PINE AVENUE TO TAMARACK 767,500 - - - - - -
BRIDGE PREVENTITIVE MAINTENANCE PROGRAM 350,000 392,000 336,000 336,000 224,000 - -
CITY HALL COMPLEX REFURBISHMENT 919,000 - - - - - -
CMP REPLACEMENT PROGRAM 2,859,360 220,000 - - - - -
CURB INLET FILTER RETROFIT - 230,000 - - - - -
EL CAMINO REAL AND AGUA HEDIONDA CREEK BRIDGE RAILING & SIDEWALK 210,000 - - - - - -
EMERGENCY CENTER RECONFIGURATION 200,000 - - - - - -
FACILITY SAFETY AND PARKING LOT LIGHTING ASSESSMENT 65,000 - - - - - -
FARADAY REHABILITATION 939,000 1,415,380 - - - - -
FIRE STATION NO. 1 REFURBISHMENT 150,000 - - - - - -
FIRE STATION NO. 2 REFURBISHMENT 375,000 - - - - - -
FLEET MAINTENANCE REFURBISHMENT 975,000 - - - - - -
FUTURE FACILITIES MAINTENANCE PROJECTS - - 1,000,000 1,000,000 1,000,000 1,000,000 10,000,000
HARDING CENTER REFURBISHMENT 115,000 - - - - - -
HEADWALL REPLACEMENT PROGRAM 510,000 - - - - - -
HOLIDAY PARK FACILITIES MAINTENANCE 50,000 - - - - - -
HOSP GROVE PARK IMPROVEMENTS 848,000 - - - - - -
KELLY DRIVE CHANNEL REPAIR 1,161,000 - - - - - -
KELLY DRIVE CHANNEL REPLACEMENT - - - - - - 2,052,000
LA COSTA AVENUE DRAINAGE IMPROVEMENTS 492,150 437,000 - - - - -
LEO CARRILLO MISC. FACILITY IMPROVEMENTS - 196,000 - - - - -
MISCELLANEOUS BUILDING IMPROVEMENTS 400,000 150,000 150,000 150,000 150,000 150,000 1,500,000
MONROE STREET POOL REPLACEMENT 350,000 - - - - - -
NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM - 430,000 895,000 - - - -
PARKING LOT MAINTENANCE PROGRAM 1,530,000 - - - - - -
PARKS ELECTRONIC SCOREBOARD REPLACEMENTS 60,100 - - - - - -
PINE AVENUE PARK SYNTHETIC TURF REPLACEMENT 868,000 - - - - - -
PUBLIC BEACH ACCESS IMPROVEMENTS (OCEAN STREET)500,000 40,000 - - - - -
SAFETY CENTER IMPROVEMENTS 1,400,000 1,352,450 - - - - -
SENIOR CENTER REFURBISHMENT - 348,000 - - - - -
STORM DRAIN CONDITION ASSESSMENT 200,000 100,000 100,000 100,000 100,000 100,000 300,000
TRAFFIC SIGNAL - EL CAMINO REAL AND CHESTNUT AVENUE SIGNAL REPAIRS 276,000 - - - - - -
TRAFFIC SIGNAL - EL CAMINO REAL AND TAMARACK AVENUE SIGNAL REPAIRS 200,000 - - - - - -
VILLAGE ARTS BUILDING ROOF AND EXTERIOR REFURBISHMENT - 223,626 - - - - -
TRAFFIC SIGNAL PROGRAM 4,772,974 - - - - - -
TOTAL PROJECT EXPENDITURES 23,007,784 5,534,456 2,481,000 1,586,000 1,474,000 1,250,000 13,852,000
ENDING FUND BALANCE N/A 91,691,240 99,421,240 108,462,240 117,878,240 127,913,240 236,547,240
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 490,762 490,762 490,762 490,762 490,762 490,762
REVENUES
OTHER FINANCING SOURCES 987,000 - - - - -
TOTAL REVENUES N/A 987,000 - - - - -
CAPITAL PROJECTS
ASSESSMENT DISTRICT 97-1 CONCRETE IMPROVEMENTS - 420,000 - - - - -
BARRIO STREET LIGHTING - - - - - - -
COLLEGE BLVD REACH A AND CANNON ROAD REACH 4A 1,713,000 - - - - - -
QUARRY CREEK SEWER EXTENSION (SBA "A" - REIMB. AGREEMENT)- 567,000 - - - - -
TOTAL PROJECT EXPENDITURES 1,713,000 987,000 - - - - -
ENDING FUND BALANCE N/A 490,762 490,762 490,762 490,762 490,762 490,762
INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R)
OTHER
GRANTS - FEDERAL
J-4
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 3,428,669 4,046,442 4,648,898 4,648,898 4,648,898 4,648,898
REVENUES
DEVELOPER FEES 617,773 602,456 - - - 3,548,364
TOTAL REVENUES N/A 617,773 602,456 - - - 3,548,364
CAPITAL PROJECTS
LOAN: PIL-NE TO PFF FOR PARK SITE ACQUISITION - - - - - - 4,550,000
ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING)200,000 - - - - - 2,500,000
TOTAL PROJECT EXPENDITURES 200,000 - - - - - 7,050,000
ENDING FUND BALANCE N/A 4,046,442 4,648,898 4,648,898 4,648,898 4,648,898 1,147,262
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 451,022 667,786 324,550 781,314 1,238,078 1,708,476
REVENUES
DEVELOPER FEES/LOANS 456,764 456,764 456,764 456,764 470,399 18,556,881
TOTAL REVENUES N/A 456,764 456,764 456,764 456,764 470,399 18,556,881
CAPITAL PROJECTS
LOAN REPAY - PIL-NW TO PFF - - 800,000 - - - -
PINE AVENUE PARK - PHASE 2 (COMMUNITY FACILITY AND GARDEN AREAS)1,957,000 240,000 - - - - -
TOTAL PROJECT EXPENDITURES 1,957,000 240,000 800,000 - - - -
ENDING FUND BALANCE N/A 667,786 324,550 781,314 1,238,078 1,708,476 20,265,357
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 1,405,540 1,847,430 1,847,430 1,847,430 1,847,430 1,847,430
REVENUES
DEVELOPER FEES 816,890 - - - - 617,773
TOTAL REVENUES N/A 816,890 - - - - 617,773
CAPITAL PROJECTS
LEO CARRILLO PARK - PHASE 3 959,100 375,000 - - - - -
TOTAL PROJECT EXPENDITURES 959,100 375,000 - - - - -
ENDING FUND BALANCE N/A 1,847,430 1,847,430 1,847,430 1,847,430 1,847,430 2,465,202
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A (26,807) 55,988 290,844 525,699 760,555 765,661
REVENUES
DEVELOPER FEES/LOANS 86,795 234,856 234,856 234,856 5,106 352,284
TOTAL REVENUES N/A 86,795 234,856 234,856 234,856 5,106 352,284
CAPITAL PROJECTS
AVIARA COMMUNITY PARK AMPHITHEATER AND PICNIC AREAS 2,830,500 - - - - - -
AVIARA COMMUNITY PARK AMPHITHEATER AND PICNIC AREAS - ART 31,300 4,000 - - - - -
AVIARA REIMBURSEMENT AGREEMENT 238,000 - - - - - -
LOAN REPAY - PIL-SW TO PFF - - - - - - 1,100,000
TOTAL PROJECT EXPENDITURES 3,099,800 4,000 - - - - 1,100,000
N/A 55,988 290,844 525,699 760,555 765,661 17,944
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PARK-IN-LIEU NE
J-5
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 3,793,697 3,986,859 4,288,134 4,329,250 4,332,205 4,335,160
REVENUES
DEVELOPER FEES 193,162 301,275 41,115 2,955 2,955 894,396
TOTAL REVENUES N/A 193,162 301,275 41,115 2,955 2,955 894,396
CAPITAL PROJECTS
BUSINESS PARK RECREATIONAL FACILITY (PARTIAL FUNDING)- - - - - - 4,621,000
TOTAL PROJECT EXPENDITURES - - - - - - 4,621,000
ENDING FUND BALANCE N/A 3,986,859 4,288,134 4,329,250 4,332,205 4,335,160 608,556
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 1,242,692 1,485,355 1,696,884 1,696,884 1,696,884 1,696,884
REVENUES
DEVELOPER FEES 242,663 211,529 - - - 185,009
TOTAL REVENUES N/A 242,663 211,529 - - - 185,009
CAPITAL PROJECTS
DMP FACILITY AAA (JEFFERSON STREET)- - - - - - 289,534
DMP FACILITY AAAA (MADISON STREET)- - - - - - 416,500
DMP FACILITY AC (HIGHLAND DRIVE)- - - - - - 921,408
DMP FACILITY AFA (HIDDEN VALLEY DRAINAGE RESTORATION)- - - - - - 91,608
DMP FACILITY AFB (CALAVERA HILLS DRAINAGE RESTORATION)- - - - - - 163,164
DRAINAGE MASTER PLAN UPDATE 98,000 - - - - - -
TOTAL PROJECT EXPENDITURES 98,000 - - - - - 1,882,214
ENDING FUND BALANCE N/A 1,485,355 1,696,884 1,696,884 1,696,884 1,696,884 (321)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 781,709 (116,197) 476,080 547,656 619,231 679,109
REVENUES
DEVELOPER FEES 335,767 592,277 71,576 71,576 59,877 3,508,132
TOTAL REVENUES N/A 335,767 592,277 71,576 71,576 59,877 3,508,132
CAPITAL PROJECTS
DMP FACILITY B & BN (AGUA HEDIONDA AND CALAVERA CREEK PLDA "B")4,598,066 - - - - - -
DMP FACILITY BB 1 and 2 (WASHINGTON STREET)- - - - - - 1,086,065
DMP FACILITY BCA (PARK DRIVE AND TAMARACK AVENUE PLDA "B")1,068,613 - - - - - -
DMP FACILITY BCB (MAGNOLIA AVENUE)- - - - - - 468,096
DMP FACILITY BFA (COUNTRY STORE)- 963,673 - - - - -
DMP FACILITY BFB-L & BFB-1 (TAMARACK AND EL CAMINO REAL PLDA "B")- - - - - - 904,329
DMP FACILITY BFB-U (EL CAMINO REAL)138,220 - - - - - -
DMP FACILITY BJ B, BNB AND BJ-1 (COLLEGE BOULEVARD/CANNON ROAD)2,249,448 - - - - - 512,196
DMP FACILITY BL-L (COLLEGE BLVD. BRIDGE REIMB. PLDA "B")- - - - - - 1,816,101
DMP FACILITY BL-U (COLLEGE BOULEVARD)- - - - - - 384,509
DMP FACILITY BM (CANTARINI/COLLEGE BOULEVARD BOX CULVERT)- - - - - - 204,077
DMP FACILITY BQ (SUNNY CREEK)- - - - - - 131,355
DMP FACILITY BR (CANTARINI/COLLEGE BOULEVARD PIPE DRAINAGE)- - - - - - 180,773
DMP WETLAND CREATION 685,000 270,000 - - - - -
DRAINAGE MASTER PLAN UPDATE 458,000 - - - - - -
TOTAL PROJECT EXPENDITURES 9,197,347 1,233,673 - - - - 5,687,501
ENDING FUND BALANCE N/A (116,197) 476,080 547,656 619,231 679,109 (1,500,260)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 1,646,472 1,726,856 1,733,586 1,740,316 1,747,045 1,761,064
REVENUES
DEVELOPER FEES 80,383 6,730 6,730 6,730 14,019 1,759,432
TOTAL REVENUES N/A 80,383 6,730 6,730 6,730 14,019 1,759,432
CAPITAL PROJECTS
DMP FACILITY C1 - CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE PLDA "C")2,539,565 - - - - - -
DMP FACILITY C2 (PASEO DEL NORTE)- - - - - - 727,730
DMP FACILITY CA (AVENIDA ENCINAS)- - - - - - 529,402
DRAINAGE MASTER PLAN UPDATE 65,000 - - - - - -
TOTAL PROJECT EXPENDITURES 2,604,565 - - - - - 1,257,132
ENDING FUND BALANCE N/A 1,726,856 1,733,586 1,740,316 1,747,045 1,761,064 2,263,365
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
PARK FEE ZONES 5,13,16,17,18
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
J-6
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 723,990 1,126,980 1,317,375 1,425,379 1,504,400 1,542,820
REVENUES
DEVELOPER FEES 402,990 190,395 108,004 79,022 38,420 1,417,396
TOTAL REVENUES N/A 402,990 190,395 108,004 79,022 38,420 1,417,396
CAPITAL PROJECTS
DMP FACILITY DBA (POINSETTIA VILLAGE)- - - - - - 167,215
DMP FACILITY DBB (AVENIDA ENCINAS)- - - - - - 429,108
DMP FACILITY DFA (BATIQUITOS LAGOON STORMWATER TREATMENT)- - - - - - 256,423
DMP FACILITY DH (ALTIVE PLACE CANYON RESTORATION)- - - - - - 232,812
DMP FACILITY DQB (LA COSTA TOWN CENTER)- - - - - - 745,842
DMP FACILITY DZ (POINSETTIA LANE)- - - - - - 642,063
DRAINAGE MASTER PLAN UPDATE 129,000 - - - - - -
TOTAL PROJECT EXPENDITURES 129,000 - - - - - 2,473,463
ENDING FUND BALANCE N/A 1,126,980 1,317,375 1,425,379 1,504,400 1,542,820 486,753
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 14,277,539 17,083,027 19,882,397 20,628,597 21,638,112 22,346,371
REVENUES
DEVELOPER FEES 3,222,538 2,799,370 746,200 1,009,515 708,259 27,540,055
TOTAL REVENUES N/A 3,222,538 2,799,370 746,200 1,009,515 708,259 27,540,055
CAPITAL PROJECTS
AVIARA COMMUNITY PARK 300,000 400,000 - - - - -
COLE LIBRARY EXPANSION - - - - - - 11,588,000
EL CAMINO REAL MEDIANS 909,500 - - - - - -
FIRE STATION NO. 3 RELOCATION 9,352,000 - - - - - -
LOAN - PFF TO PIL-NW 800,000 - - - - - -
LOAN - PFF TO PIL-SW 1,100,000 - - - - - -
LEO CARRILLO PARK - PHASE 3 1,406,500 - - - - - -
LEO CARRILLO PARK - PHASE 3 - ART 23,655 3,750 - - - - -
PFF LOAN TO PIL-NE FOR PARK SITE ACQUISITION 4,550,000 - - - - - -
PINE AVENUE PARK - PHASE 2 (COMMUNITY FACILITY AND GARDEN AREAS)10,016,040 - - - - - -
PINE AVENUE PARK - PHASE 2 (COMMUNITY FACILITY AND GARDEN AREAS) - ART 110,000 13,300 - - - - -
POINSETTIA COMMUNITY PARK - PHASE 3 4,322,000 - - - - - 13,592,000
POINSETTIA COMMUNITY PARK - PHASE 3 - ART 43,225 - - - - - -
TRAFFIC SIGNAL - CANNON ROAD AND AVENIDA ENCINAS (REIMBURSEMENT)- - - - - - -
TOTAL PROJECT EXPENDITURES 32,932,920 417,050 - - - - 25,180,000
ENDING FUND BALANCE N/A 17,083,027 19,882,397 20,628,597 21,638,112 22,346,371 24,706,426
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 91,352 91,352 424,732 424,732 424,732 424,732
REVENUES
DEVELOPER SPECIAL TAXES/OTHER AGENCIES - 333,380 - - - -
TOTAL REVENUES N/A - 333,380 - - - -
CAPITAL PROJECTS
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)20,671,000 - - - - - -
TOTAL PROJECT EXPENDITURES 20,671,000 - - - - - -
ENDING FUND BALANCE N/A 91,352 424,732 424,732 424,732 424,732 424,732
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PUBLIC FACILITY FEE FUND (PFF)
RANCHO SANTA FE ROAD PROJECT
J-7
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 6,653,304 7,831,952 6,567,427 3,536,348 3,710,439 3,825,861
REVENUES
DEVELOPER FEES AND MISC.2,633,148 366,145 143,121 196,090 137,422 4,598,635
OTHER AGENCY CONTRIBUTIONS (CITY OF VISTA)1,267,500 387,530 1,359,800 - - -
TOTAL REVENUES N/A 3,900,648 753,675 1,502,921 196,090 137,422 4,598,635
CAPITAL PROJECTS
BUENA INTERCEPTOR SEWER IMPROVEMENTS 500,000 - - - - - -
FARADAY & EL CAMINO REAL SEWER REPLACEMENT - ORION TO PAR 140,000 - 1,400,000 - - - -
LAS PALMAS TRUNK SEWER - - - 2,420,000 - - -
LOAN REPAY - SEWER CONN TO SEWER REPL - - - - - - 4,700,000
SEWER MONITORING PROGRAM 348,000 22,000 22,000 22,000 22,000 22,000 220,000
VISTA CARLSBAD INTERCEPTOR - BUENA VISTA LIFT STATION IMPROVEMENTS 375,000 750,000 - - - - -
VISTA CARLSBAD INTERCEPTOR - AGUA HEDIONDA LS & FORCEMAIN (VC12-VC13)29,650,000 617,000 - - - - -
VISTA CARLSBAD INTERCEPTOR - LAGOON BRIDGE REPLACEMENT (VC11B)8,580,000 883,000 - - - - -
VISTA CARLSBAD INTERCEPTOR - REACH VC14 TO VC15 20,200,000 450,000 - - - - -
VISTA CARLSBAD INTERCEPTOR - REACH VC3 - - 596,200 2,092,000 - - -
TOTAL PROJECT EXPENDITURES 59,793,000 2,722,000 2,018,200 4,534,000 22,000 22,000 4,920,000
ENDING FUND BALANCE N/A 7,831,952 6,567,427 3,536,348 3,710,439 3,825,861 3,504,496
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 6,135,977 4,650,956 1,312,430 (385,739) (2,386,297) (1,896,095)
REVENUES
TRANSFER FROM OPERATING FUND 4,400,000 4,523,200 4,654,369 4,794,000 4,937,825 63,083,434
TOTAL REVENUES N/A 4,400,000 4,523,200 4,654,369 4,794,000 4,937,825 63,083,434
CAPITAL PROJECTS
BUENA INTERCEPTOR SEWER ACCESS ROAD IMPROVEMENTS 250,000 - - - - - -
BUENA INTERCEPTOR SEWER IMPROVEMENTS 1,362,000 - 1,964,000 - - - -
BUENA INTERCEPTOR SEWER REALIGNMENT - EAST SEGMENT - 507,000 1,480,000 - - - -
TERRAMAR AREA COASTAL IMPROVEMENTS 350,000 - - - - - -
CHINQUAPIN LIFT STATION FORCE MAIN OUTFALL REALIGNMENT 212,000 108,000 - - - - -
ENCINA CAPITAL PROJECTS 21,184,332 3,550,241 3,617,726 5,221,538 5,324,558 3,767,623 44,549,484
FOXES LANDING LIFT STATION WETWELL AND PUMP REPLACEMENT 4,100,000 240,000 - - - - -
GATESHEAD LIFT STATION REMOVAL 150,000 - - - - - -
LOAN - SEWER REPL TO SEWER CONN 4,700,000 - - - - - -
MAINTENANCE AND OPERATIONS CENTER 4,113,000 230,000 - - - - -
NORTH BATIQUITOS INTERCEPTOR SEWER ACCESS ROAD IMPROVEMENTS - - - 250,000 - - -
NORTH BATIQUITOS LIFT STATION FORCEMAIN REHABILITATION 550,000 - - - - - -
NORTHWEST QUADRANT CIPP SEWER REHABILITATION 700,000 - - - - - -
ODOR AND CORROSION PREVENTION ASSESSMENT 200,000 60,000 60,000 60,000 - - -
POINSETTIA LANE LIFT STATION EMERGENCY OVERFLOW BASIN 1,200,000 - - - - - -
SCADA INTEGRATED MASTER PLAN 80,000 82,500 - - - - -
SEWER LIFT STATION REPAIRS AND UPGRADES 1,910,380 150,000 150,000 150,000 150,000 150,000 1,500,000
SEWER LINE CONDITION ASSESSMENT 833,000 200,000 200,000 200,000 200,000 200,000 1,000,000
SEWER LINE REFURBISHMENTS AND REPLACEMENT 4,487,894 330,000 330,000 330,000 330,000 330,000 3,300,000
SIMSBURY SEWER EXTENSION 301,000 320,000 - - - - -
TERRAMAR SEWER REPLACEMENT - EL ARBOL AND LOS ROBLES 1,250,000 - - - - - -
VILLAGE AND BARRIO TRAFFIC CIRCLES 40,000 60,000 60,000 - - - -
VILLAS SEWER LIFT STATION REPLACEMENT - - - - 790,000 - -
VISTA CARLSBAD INTERCEPTER - REHABILITATION (VC1 & VC2)- - - 141,000 - - -
WATER, RECYCLED, AND SEWER MASTER PLAN 290,400 47,280 - - - - -
TOTAL PROJECT EXPENDITURES 48,264,006 5,885,021 7,861,726 6,352,538 6,794,558 4,447,623 50,349,484
ENDING FUND BALANCE N/A 4,650,956 1,312,430 (385,739) (2,386,297) (1,896,095) 10,837,855
SEWER CONNECTION FEE FUND
SEWER REPLACEMENT FUND
J-8
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 11,514,586 13,264,161 7,488,046 7,643,370 7,819,803 7,801,267
REVENUES
DEVELOPER FEES 4,893,545 2,396,885 601,324 622,433 427,464 18,675,213
TOTAL REVENUES N/A 4,893,545 2,396,885 601,324 622,433 427,464 18,675,213
CAPITAL PROJECTS
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD 169,750 - 5,177,000 - - - -
CARLSBAD BLVD REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (20%)- - - - - - 905,000
CARLSBAD BLVD REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (RTCIP / 20%)- - - - - - 3,574,000
CARLSBAD BLVD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (20%)- - - - - - 955,000
CARLSBAD BLVD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (RTCIP/20%)- - - - - - 1,237,000
CARLSBAD VILLAGE DRIVE WIDENING - PONTIAC DRIVE TO VICTORIA AVENUE - - - - - - 3,012,000
EL CAMINO REAL AND CANNON ROAD INTERSECTION IMPROVEMENTS 2,049,000 136,000 - - - - -
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE DUAL LEFT TURNS - - - - - - 1,099,000
EL CAMINO REAL LEFT TURN LANE TO WESTBOUND TAMARACK AVENUE 286,000 - - - - - -
EL CAMINO REAL RIGHT TURN LANE TO EAST BOUND ALGA ROAD - - - - - - 425,000
EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE - - 1,925,000 - - - -
EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE (RTCIP)- - 625,000 - - - -
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVENUE - - - - - - -
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVENUE (RTCIP)- - - - - - -
MELROSE DRIVE AND ALGA ROAD DUAL LEFT TURN LANES (RTCIP)- - - - - - 1,201,000
MELROSE DRIVE RIGHT TURN LANE TO WEST BOUND PALOMAR AIRPORT ROAD 561,000 - - - - - -
PALOMAR AIRPORT ROAD AND COLLEGE BLVD IMPROVEMENTS 495,500 - - - - - -
PALOMAR AIRPORT ROAD/EL FUERTE STREET RIGHT TURN LANE - - - - - - 1,163,000
POINSETTIA LANE WIDENING - PASEO DEL NORTE TO BATIQUITOS DRIVE (RTCIP)- - - - - - 1,009,000
SIDEWALK/STREET CONSTRUCTION - VALLEY STREET MAGNOLIA AVENUE 1,766,206 - - - - - -
SIDEWALK/STREET CONSTRUCTION - VALLEY STREET MAGNOLIA AVENUE (SDG&E FUNDS)208,031 1,311,969 - - - - -
SIDEWALK/STREET CONSTRUCTION PROGRAM 2,600,000 300,000 300,000 300,000 300,000 300,000 300,000
TERRAMAR AREA COASTAL IMPROVEMENTS 3,050,000 750,001 - - - - -
TERRAMAR AREA COASTAL IMPROVEMENTS (SDG&E FUNDS)- 500,000 - - - - -
TIF TO CFD #1 - 50,000 50,000 50,000 50,000 50,000 1,913,083
TRAFFIC IMPACT FEE UPDATE 200,000 - - - - - -
TRAFFIC MONITORING PROGRAM 1,142,900 96,000 96,000 96,000 96,000 96,000 480,000
TOTAL PROJECT EXPENDITURES 12,528,387 3,143,970 8,173,000 446,000 446,000 446,000 17,273,083
ENDING FUND BALANCE N/A 13,264,161 7,488,046 7,643,370 7,819,803 7,801,267 9,203,397
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A - - - - - -
REVENUES
TRANSNET GRANT - - - - - -
TOTAL REVENUES N/A - - - - - -
CAPITAL PROJECTS
- - - - - - -
TOTAL PROJECT EXPENDITURES - - - - - - -
ENDING FUND BALANCE N/A - - - - - -
TRANSNET - BIKE
TRAFFIC IMPACT FEES (TIF)
J-9
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 7,870,386 7,156,386 1,627,306 (42,456) 1,835,507 3,874,609
REVENUES
TRANSPORTATION TAXES 5,561,000 4,270,920 4,420,238 4,577,963 4,739,102 46,312,918
TOTAL REVENUES N/A 5,561,000 4,270,920 4,420,238 4,577,963 4,739,102 46,312,918
CAPITAL PROJECTS
ACTIVE VILLAGE CAMPAIGN - - - - - - -
ADA IMPROVEMENT PROGRAM 1,000,000 250,000 250,000 170,000 - - -
ADAPTIVE TRAFFIC SIGNAL PROGRAM 600,000 - - - - - -
ADAPTIVE TRAFFIC SIGNAL PROGRAM - BLUETOAD 250,000 - - - - - -
ADAPTIVE TRAFFIC SIGNAL PROGRAM - FIBER 350,000 - - - - - -
ADAPTIVE TRAFFIC SIGNAL PROGRAM (2018 -NON JURISDICTIONAL)- 800,000 950,000 750,000 - - -
CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT (LOCAL MATCH)200,942 - - - - - -
CARLSBAD BLVD BRIDGE RAILING EAST SIDE AT POWER PLANT DISCHARGE 16,923 - - - - - -
CARLSBAD BLVD PEDESTRIAN LIGHTING - TAMARACK TO STATE STREET 610,000 715,000 - - - - -
CARLSBAD BLVD REALIGNMENT 3,000,000 - - - - - -
CARLSBAD VILLAGE DR. & GRAND AVE. PEDESTRIAN AND CROSSING IMP.- - 1,320,000 - - - -
CHESTNUT AVENUE COMPLETE STREET IMPROVEMENTS - - 1,080,000 - - - -
CHESTNUT COMPLETE STREET I-5 TO RAILROAD PROJECT STUDY - - 85,000 - - - -
CHRISTIANSEN AVENUE IMPROVEMENTS - - 310,000 - - - -
CSBD BLVD AND TAMARACK AVENUE PEDESTRIAN IMPROVEMENTS (BIKE)1,054,000 - - - - - -
EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE 325,000 2,495,000 - - - - -
EL CAMINO REAL WIDENING - SUNNY CREEK TO JACKSPAR - - - - - - 3,238,000
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVENUE - - - - - - -
KELLY DRIVE AND PARK DRIVE ROAD DIET AND MULTIUSE TRAIL 2,360,000 - 1,515,000 - - - -
PALOMAR AIRPORT ROAD/PASEO DEL NORTE LEFT TURN LANE 228,277 - - - - - -
PALOMAR AIRPORT ROAD/PASEO DEL NORTE RIGHT TURN LANE 559,639 - - - - - -
PAVEMENT MANAGEMENT PROGRAM 17,946,377 - 1,500,000 1,500,000 1,500,000 1,500,000 15,000,000
PAVEMENT MANAGEMENT PROGRAM (NON-JURIS FEES)6,532,476 750,000 1,200,000 1,200,000 1,200,000 1,200,000 12,000,000
STATE STREET IMPROVEMENTS AT NW CORNER OF GRAND - - 325,000 - - - -
STREET LIGHTING REPLACEMENT PROGRAM 850,000 825,000 825,000 825,000 - - -
TERRAMAR AREA COASTAL IMPROVEMENTS 1,000,000 - - - - - -
VALLEY STREET ROAD DIET AND TRAFFIC CALMING - - - 1,645,000 - - -
VILLAGE AND BARRIO TRAFFIC CIRCLES 145,000 440,000 440,000 - - - -
TOTAL PROJECT EXPENDITURES 37,028,634 6,275,000 9,800,000 6,090,000 2,700,000 2,700,000 30,238,000
ENDING FUND BALANCE N/A 7,156,386 1,627,306 (42,456) 1,835,507 3,874,609 19,949,527
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A - - - - - -
REVENUES
TRANSPORTATION TAXES - - - - - -
TOTAL REVENUES N/A - - - - - -
CAPITAL PROJECTS
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVENUE - - - - - - -
TOTAL PROJECT EXPENDITURES - - - - - - -
ENDING FUND BALANCE N/A - - - - - -
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A - - - - - -
REVENUES
TRANSNET REVENUE - - - - - -
TOTAL REVENUES N/A - - - - - -
CAPITAL PROJECTS
CSBD BLVD AND TAMARACK AVENUE PEDESTRIAN IMPROVEMENTS 270,000 - - - - - -
TOTAL PROJECT EXPENDITURES 270,000 - - - - - -
ENDING FUND BALANCE N/A - - - - - -
TRANSPORTATION DEVELOPMENT ACT (TDA)
TRANSNET - LOCAL
TRANSNET - STP
J-10
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 29,110,962 31,369,601 32,663,651 31,184,105 31,787,679 32,210,340
REVENUES
DEVELOPER FEES 2,258,639 1,294,050 460,454 603,573 422,662 16,134,510
TOTAL REVENUES N/A 2,258,639 1,294,050 460,454 603,573 422,662 16,134,510
CAPITAL PROJECTS
COLLEGE BOULEVARD - CANNON ROAD TO BADGER LANE (490 ZONE)1,090,000 - - - - - -
COLLEGE BOULEVARD - CANNON ROAD TO BADGER LANE (375 ZONE)1,060,000 - - - - - -
DESALINATED WATER FLOW CONTROL FACILITY 1,104,300 - - - - - -
MAERKLE PUMP STATION IMPROVEMENTS 15,200 - - 1,940,000 - - -
POINSETTIA LANE - CASSIA ROAD TO SKIMMER COURT 300,000 - - - - - -
RANCHO CARLSBAD GROUNDWATER SUPPLY - - - - - - 1,750,000
SAN LUIS REY MISSION BASIN GROUNDWATER SUPPLY 27,500 - - - - - 8,500,000
WATER MASTER PLAN UPDATE - - - - - - -
TOTAL PROJECT EXPENDITURES 3,597,000 - - 1,940,000 - - 10,250,000
ENDING FUND BALANCE N/A 31,369,601 32,663,651 31,184,105 31,787,679 32,210,340 38,094,851
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A (679,303) 2,472,997 2,472,997 2,472,997 2,472,997 2,472,997
REVENUES
RECYCLED WATER REVENUE 3,902,300 - - - - -
TOTAL REVENUES N/A 3,902,300 - - - - -
CAPITAL PROJECTS
RECYCLED WATER LINE - CWRF TO AGUA HEDIONDA LAGOON 3,417,406 - - - - - -
RECYCLED WATER PHASE 3 - PIPELINES 18,700,000 - - - - - -
RECYCLED WATER PHASE 3 - CWRF EXPANSION 6,844,124 - - - - - -
RECYCLED WATER PHASE 3 - RESERVOIR 1,500,000 750,000 - - - - -
TOTAL PROJECT EXPENDITURES 30,461,530 750,000 - - - - -
ENDING FUND BALANCE N/A 2,472,997 2,472,997 2,472,997 2,472,997 2,472,997 2,472,997
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
J-11
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 8,039,344 4,671,584 4,849,739 2,866,618 4,724,278 4,642,213
REVENUES
TRANSFER FROM OPERATING FUND 4,803,000 4,883,155 4,994,879 5,082,660 5,132,935 51,329,350
TOTAL REVENUES N/A 4,803,000 4,883,155 4,994,879 5,082,660 5,132,935 51,329,350
CAPITAL PROJECTS
ABANDON POTABLE SERVICES (NEW RECYCLED SERVICES)560,000 - - - - - -
AVIARA PARKWAY AND PLUM TREE WATERLINE - - 815,000 - - - -
BUENA VISTA PUMP STATION AND FOREBAY REMOVAL 150,000 - - - - - -
CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS - - 280,000 670,000 - - -
CARLSBAD BOULEVARD WATERLINE REPLACEMENT AT TERRAMAR 1,930,000 - - - - - -
CARLSBAD WATER RECYCLING FACILITY (ENCINA CAPITAL PROJECTS)709,390 - - - - - -
CATHODIC PROTECTION PROGRAM 1,246,700 - - - - - -
CRESTVIEW DRIVE TRANSMISSION MAIN 240,000 - - - - - -
E TANK DECOMMISSION (THE CROSSINGS ROAD)300,000 - - - - - -
EL FUERTE AND CORINTIA STREET PRESSURE REDUCING STATION - - - 800,000 - - -
FIRE FLOW SYSTEM IMPROVEMENTS 1,440,000 90,000 90,000 90,000 90,000 90,000 1,009,000
HYDROELECTRIC GENERATOR AT DESAL FLOW CONTROL FACILITY NO. 5 - - - - 85,000 2,075,000 -
INTERZONAL FLOW METERING AND MONITORING - 150,000 - - - - -
KELLY RANCH DOMESTIC WATER PRESSURE REDUCING STATION 560,000 - - - - - -
LAKE CALAVERA MITIGATION 275,000 (275,000) - - - - -
LIMITED ACCESS PIPELINE RELOCATION PROGRAM 1,940,000 - - - - - -
MAERKLE FACILITY IMPROVEMENTS 2,135,200 - - - - - -
MAERKLE RESERVOIR FLOATING COVER REPLACEMENT 10,000,000 3,055,000 - - - - -
MAERKLE RESERVOIR TRANSMISSION MAIN 6,330,000 - - - - - -
MAINTENANCE AND OPERATIONS CENTER 7,674,000 4,400 - - - - -
MISCELLANEOUS PIPELINE REPLACEMENTS 1,433,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000
NORMALLY CLOSED VALVE (INSTALL MOTORIZED VALVE)260,000 - - - - - -
PRESSURE REDUCING STATION - LOWER EL FUERTE - 600,000 - - - - -
PRESSURE REDUCING STATION PROGRAM 1,102,000 - 600,000 600,000 600,000 600,000 6,000,000
RANCHO CARLSBAD GROUNDWATER SUPPLY - - - - - - 1,750,000
RECYCLED WATER LINE - CWRF TO AGUA HEDIONDA LAGOON 1,632,594 - - - - - -
RECYCLED WATER PHASE 3 - CWRF EXPANSION 3,517,276 - - - - - -
RECYCLED WATER PHASE 3 - PIPELINES 2,497,530 - - - - - -
RECYCLED WATER PHASE 3 - RESERVOIR 300,000 125,000 - - - - -
RESERVOIR REPAIR AND MAINTENANCE PROGRAM 4,150,000 1,500,000 - - - - 1,850,000
ROBERTSON RANCH WATER TRANSMISSION MAIN 1,200,000 - - - - - -
SAN LUIS REY MISSION BASIN GROUNDWATER SUPPLY 27,500 - - - - - 8,500,000
SANTA FE II INLET PIPELINE - - 470,000 2,368,000 - - -
SANTA FE II RESERVOIR SITE ELECTRICAL IMPROVEMENTS 100,000 50,000 - - - - -
SCADA INTEGRATED MASTER PLAN 360,000 385,000 - - - - -
TRI-AGENCY WATER TRANSMISSION PIPELINE REPLACEMENT 6,455,000 - - - - - -
WATER CONDITION ASSESSMENT PROGRAM 200,000 200,000 200,000 200,000 200,000 200,000 1,000,000
WATER SYSTEM INTERTIE CONNECTION 405,000 - - - - - -
WATER VALVE REPAIR/REPLACEMENT PROGRAM 2,100,000 1,250,000 1,250,000 1,250,000 1,250,000 1,250,000 6,500,000
WATER, RECYCLED, AND SEWER MASTER PLAN 377,200 36,360 - - - - -
TOTAL PROJECT EXPENDITURES 61,607,390 8,170,760 4,705,000 6,978,000 3,225,000 5,215,000 32,609,000
ENDING FUND BALANCE N/A 4,671,584 4,849,739 2,866,618 4,724,278 4,642,213 23,362,563
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2017-18 2018-19 2019-20 2020-21 2021-22 2023-2032
BEGINNING FUND BALANCE (1)N/A 13,259,623 13,820,603 14,685,905 15,594,957 16,553,112 17,563,594
REVENUES
TRANSFER FROM OPERATING FUND 1,175,340 1,215,302 1,259,052 1,308,155 1,360,482 13,604,820
TOTAL REVENUES N/A 1,175,340 1,215,302 1,259,052 1,308,155 1,360,482 13,604,820
CAPITAL PROJECTS
CARLSBAD WATER RECYCLING FACILITY (ENCINA CAPITAL PROJECTS)70,600 70,500 100,000 100,000 100,000 100,000 1,000,000
CWRF IRRIGATION AND LANDSCAPE - 175,000 - - - - -
RECYCLED WATER CONDITION ASSESSMENT PROGRAM 200,000 200,000 200,000 200,000 200,000 200,000 1,000,000
RECYCLED WATER VALVE & APPURTENANCE REPLACEMENT PROGRAM 50,000 50,000 50,000 50,000 50,000 50,000 500,000
SCADA INTEGRATED MASTER PLAN 80,000 82,500 - - - - -
WATER, RECYCLED, AND SEWER MASTER PLAN 290,400 36,360 - - - - -
TOTAL PROJECT EXPENDITURES 691,000 614,360 350,000 350,000 350,000 350,000 2,500,000
ENDING FUND BALANCE N/A 13,820,603 14,685,905 15,594,957 16,553,112 17,563,594 28,668,414
WATER REPLACEMENT - POTABLE
WATER REPLACEMENT - RECYCLED
J-12
J-13
GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES
BTD#2 – Bridge and Thoroughfare District No. 2 developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street construction project.
BTD#3 – Bridge and Thoroughfare District No. 3 developer fees are paid to partially fund
Cannon Road improvements.
CFD#1 – The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic
projects, I-5 interchange projects, and road segments.
Federal Grants (FED GRNT) – Federal Grants such as Highway Bridge Program funding.
Gas Tax – Gas Tax revenues for street projects are received under the Streets & Highways
Code of the State of California.
General Capital Construction (GCC) – General Capital Construction funds, created through fund
transfers from the city's General Fund, are used to fund various municipal and other capital
projects.
Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major
maintenance and replacement of the city’s infrastructure.
Other – Sources include revenues related to pending financing districts, property owner
contributions, and contributions from other agencies.
Park in Lieu (PIL) – Park in Lieu Fees are charged to developers for park acquisition and
development. PIL fees are segregated by quadrant to fund park projects in those quadrants.
Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from
developer Planned Local Drainage Fees.
Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
Sewer Connection (SEWER CONN) – Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays
for repair and replacement of the city's existing sewer system.
TDA – City street and bicycle projects can receive funding from Transportation Development Act
sales tax receipts.
Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (TRNSNT-BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated
by the San Diego Regional Transportation Commission finance various bicycle, freeway
interchange, and local road improvement projects.
J-14
Water Connection (WATER CONN) – Development fees include Major Facility Fees used to
fund expansion of water lines and ancillary water facilities.
Water Replacement (WATER REPL) – Water Replacement funds are included in water utility
rates and pay for the repair and replacement of existing potable water lines and facilities.
Water Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects;
revenues for Phase III expansion includes grant and loan funds.
Water Recycled Replacement (RECL REPL) – Recycled Water Replacement funds are included
in utility rates and pay for the repair and replacement of existing recycled water lines and
facilities.
Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities
Management Zones 5, 13, and 16 to fund a Business Park Recreational Facility in the city's
industrial corridor.
Appendices
Appendices
0012145 Police Livescan Fingerprinting Machine 1 16,470
POLICE SUBTOTAL 16,470
0012228 Fire PPE Extractor and Drying Cabinets 2 38,133
FIRE SUBTOTAL 38,133
0015320 Public Works Safety Training Center AV Expansion 1 75,000
PUBLIC WORKS SUBTOTAL 75,000
6215461 Fleet Replacement Building: Sedan Compact Hybrid 1 29,000
Fire: Mobile Intensive Care Unit 1 283,300
Fire: Truck Fire 1 798,300
Fire: Pickup Truck Compact 1 45,000
Library: Van Full Size 1 30,000
Park Maint: Truck 3/4 Ton Utility 1 46,000
Park Maint: Pickup Truck Compact 1 29,900
Park Maint: Pickup Truck 1/2 Ton 1 34,000
Park Maint: Mower Riding Small 2 66,600
Police: Sedan 5 260,000
Police: Motorcycle Full Size 1 35,100
Police: Boat & Trailer 1 80,000
Police: Sedan Interim 1 32,000
Public Works: Pickup Truck Compact 1 28,000
Public Works: Wheel Loader 1 145,300
Public Works: Truck Paint 1 110,000
Wastewater: Sedan Compact Hybrid 1 29,000
Wastewater: Pickup Truck 1/2 Ton 1 36,900
Wastewater: Trailer Large 1 20,500
Wastewater: Pickup Truck Compact 1 30,000
Water Ops: Pickup Truck 1/2 Ton 3 110,700
Water Ops: Trailer Large 1 20,200
Water Ops: Pickup Truck Compact 1 30,000
FLEET REPLACEMENT SUBTOTAL 2,329,800
CITY OF CARLSBAD
PLANNED MAJOR CAPITAL OUTLAY ITEMS 2017-18
(Greater than $10,000)
K-1
CITY OF CARLSBAD
PLANNED MAJOR CAPITAL OUTLAY ITEMS 2017-18
(Greater than $10,000)
6411710 Information Technology Laptops, Desktops, Computers 163 344,683
Replacement Firewalls 2 99,992
Servers 9 69,404
Routers 3 33,804
Switches 52 194,508
Wireless Access Points 49 38,612
Miscellaneous Infrastructure 2 20,649
Telecom 1 31,000
Wireless LAN Controllers 4 56,584
Projectors 19 61,975
INFORMATION TECHNOLOGY SUBTOTAL 951,211
GRAND TOTAL MAJOR CAPITAL OUTLAY 3,410,614
*Major Capital Outlay only includes items of $10,000 or greater.
K-2
CITY OF CARLSBAD
OUT OF STATE TRAVEL BUDGET 2017-18
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
# OF
PEOPLE DESTINATION
2017-18
BUDGET
0010110 CITY COUNCIL Legislative Meetings in Washington, D.C.3 Washington, D.C.$9,000
National League of Cities 2 Charlotte, NC $6,000
CITY COUNCIL TOTAL $15,000
0010210 CITY CLERK International Institute of Municipal Clerks 1 Norfolk, VA $2,500
ARMA Records Conference 1 Orlando, FL $2,500
0011610 RECORDS MANAGEMENT Association of Records Managers & Administrators 1 Orlando, FL $4,100
Managing Electronic Records Conference 1 Chicago, IL $3,633
Association of Imaging & Information Management 1 TBD $4,100
CITY CLERK & RECORDS MANAGEMENT TOTAL $16,833
0010310 CITY TREASURER Association of Public Treasurers of US & Candada 1 Orlando, FL $2,140
Government Investment Officers Association 1 TBD $1,221
CITY TREASURER TOTAL $3,361
0011010 CITY MANAGER Legislative Meetings in Washington, D.C.2 Washington, D.C.$5,000
ICMA 3 TBD $5,000
Transforming Local Government 3 TBD $5,000
CITY MANAGER TOTAL $15,000
001101X COMMUNICATIONS National Industry/Communication Conference 1 TBD $3,000
National Specialty Communication Conference 1 TBD $3,000
National Government Communication Conference 1 TBD $3,000
COMMUNICATIONS TOTAL $9,000
0011310 FINANCE Harris Conference 1 Atlantic City, NJ $3,000
FINANCE TOTAL $3,000
0011510 HUMAN RESOURCES Neogov Conference 3 TBD $7,500
SHRM Conference 2 TBD $7,000
INFOR Conference 2 TBD $5,600
HUMAN RESOURCES TOTAL $20,100
00121XX POLICE - ADMIN IACP/LEIM Conference 2 TBD $1,950
IACP Conference 2 Philadelphia, PA $3,400
POLICE - GENERAL (FIELD OP)SHOT Show, WTU-Lowe/White/Reyes/Merritt 4 Las Vegas, NV $3,140
POLICE - EVIDENCE International Association for Identification 2 TBD $2,100
POLICE - FAMILY SERVICES ICAC - Internet Crimes Against Children Conference 1 Dallas, TX $1,428
POLICE - TACTICAL RESPONSE California Association of Hostage Negotiators 2 Reno, NV $2,800
TacOps West Conference 4 TBD $1,800
POLICE - VICE NARCOTICS ICAC - Internet Crimes Against Children Conference 1 Dallas, TX $1,428
POLICE - VIOLENT CRIMES California Homicide Investigators Association Conference 3 TBD $2,100
POLICE - GENERAL (INV SERV)As-Needed Out of State Travel for Recruitment Purposes 1 Varies $20,000
POLICE - CRIME CPTED Conference 1 Las Vegas, NV $900
POLICE - RECORDS California Law Enforcement Records Conference 1 TBD $1,600
POLICE - INFORMATION TECHNOLOGY Kronosworks Conference 2 Las Vegas, NV $6,606
RSA Conference 1 TBD $3,250
LEIM Conference 1 TBD $1,950
Microsoft Justice and Public Safety Industry Briefing 1 Redmond, WA $1,370
MS Ignite 1 Orlando, FL $4,200
VMWorld 1 Las Vegas, NV $2,950
MISAC 1 Monterey, CA $1,575
POLICE TOTAL $64,547
00122XX EMERGENCY OPS TRAINING Intl. Assoc. of Firefighters IAFF Redmond Symposium 2 TBD $5,000
Special Operations Medical Assoc. Scientific Assembly 2 TBD $4,500
Pinnacle EMS Leadership Conference 1 TBD $2,800
Fire Department Instructors Conference 4 TBD $11,400
International Association of Fire Chiefs Fire Rescue Int'l 3 TBD $6,300
National Fire Academy Fire Prevention Courses 3 Emmitsburg, MD $502
National Fire Academy Mgmt. Science Courses 2 Emmitsburg, MD $601
National Fire Academy Incident Management Courses 2 Emmitsburg, MD $601
Fire Industry Equipment Research Org. PPE Symposium 1 TBD $2,250UL Firefighter Safety Research Institute's Fire Attack
Experiments 2 TBD $2,300
Center for Public Excellence Annual Conf. for Accreditation 2 TBD $5,250
National Fire Protection Association Annual Conference 1 TBD $2,250
International Code Council - Building & Fire Code Hearings 1 TBD $1,600
International Code Council - ABM & Final Action Code Hearings 1 TBD $2,350
LION PPC Conference 1 TBD $2,550
Hazard Zone Management Conference 3 Phoenix, AZ $3,400
Congressional Fire Service Institution 1 Washington, D.C.$2,800
ICC Fire Service Membership Council Governing Committee 1 TBD $2,800
ICC Training & Certification Summit 1 TBD $2,800
Western Pacific League of Building Officials Conference 1 TBD $2,800
EduCode 2 Las Vegas, NV $2,800
Public Agency Training Council 1 TBD $2,800
Bomb-making Materials Awareness Program 1 Anniston, AL $1,650
FIRE TOTAL $72,104
GENERAL FUND
K-3
CITY OF CARLSBAD
OUT OF STATE TRAVEL BUDGET 2017-18
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
# OF
PEOPLE DESTINATION
2017-18
BUDGET
GENERAL FUND
00125XX HNS - NEIGHBORHOOD SERVICES Neighborhoods USA Conference 2 Birmingham, AL $2,700
HNS - CODE ENFORCEMENT Code Enforcement National Conference 1 Kentucky $2,500
00129XX HNS - VOLUNTEERS Volunteer Management Conference 1 TBD $1,700
HOUSING & NEIGHBORHOOD SERVICES TOTAL $6,900
0013XXX CED - ADMIN National APA Conference 1 New Orleans, LA $2,850
CED - ECONOMIC DEVELOPMENT IEDC Training Entrepreneurial & Small Business Develoment 1 Omaha, NE $1,400
APA National Conference 1 New Orleans, LA $2,850
IEDC Training Economic Development Strategic Planning 1 Toronto, ON $1,350
ICMA Transforming Local Government Conference 1 Tacoma, WA $1,900
CED - LAND DEVELOPMENT ENGINEERINGASCE National Conference 1 New Orleans, LA $2,850
ASCE Week - SWMM Training 4 Henderson, NV $5,230
CED - PLANNING APA National Conference 1 New Orleans, LA $2,850
CED - BUILDING Tyler Technologies User Conference 2 Boston, MA $6,500
COMMUNITY & ECONOMIC DEVELOPMENT TOTAL $27,780
0014010 LIBRARY & CULTURAL ARTS Society of America Archivists Annual Meeting 1 Portland, OR $1,100
Urban Libraries Council Annual Forum 2 St. Paul, MN $4,500
FIL Guadalajara - International Book Fair 1 Guadalajara $800
Creando Enlaces 2 Tijuana $100
PLA Conference 2 Philadelphia, PA $4,000
Computers in Libraries 1 Arlington, VA $2,500
COSUGI 1 TBD $2,000
American Alliance of Museums 1 Phoenix, AZ $2,000
Americans for the Arts 2 Denver, CO $4,000
American Library Association Annual Conference 2 New Orleans, LA $4,000
LIBRARY & CULTURAL ARTS TOTAL $25,000
0014510 PARKS & RECREATION National Trust for Historic Preservation/Past Forward Conf.1 Chicago, IL $2,000
National Recreation & Park Association Conference 10 New Orleans, LA $20,000
American Society on Aging Conference 1 Chicago, IL $2,000
PARKS & RECREATION TOTAL $24,000
0015310 FACILITIES MAINTENANCE IFMA Facility Fusion 2018 2 Chicago, IL $2,850
0015320 SAFETY TRAINING CENTER 2018 ShotShow 3 Las Vegas, NV $5,950
0018410 STREETS APWA Congress Convention 2 Kansas, MO $3,600
PUBLIC WORKS - GENERAL SERVICES TOTAL $12,400
0016310 STORM DRAIN ENGINEERING Storm Con 1 Bellevue, WA $2,885
0018310 PUBLIC WORKS ADMINISTRATION APWA Conference 4 Orlando, FL $5,400
0018560 STORMWATER INSPECTION Storm Con 1 Bellevue, WA $2,885
APWA 1 Orlando, FL $2,600
Tri-State Conference 2 Las Vegas, NV $3,040
International Erosion Control Association Conference 1 Atlanta, GA $2,500
0018710 TRANSPORTATION ENGINEERING APWA 1 Minneapolis, MN $2,500
PUBLIC WORKS - TRANSPORTATION TOTAL $21,810
GENERAL FUND SUBTOTAL $336,835
K-4
CITY OF CARLSBAD
OUT OF STATE TRAVEL BUDGET 2017-18
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
# OF
PEOPLE DESTINATION
2017-18
BUDGET
GENERAL FUND
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
# OF
PEOPLE DESTINATION
2016-17
BUDGET
1903402 HNS - RENTAL ASSISTANCE NAHRO Washington Conference 1 Washington, D.C.$2,700
HNS - RENTAL ASSISTANCE TOTAL $2,700
5016310 WATER OPERATIONS ASCE Annual Pipeline Conference 1 Phoenix, AZ $2,050
ASCE 2017 National Conference 1 New Orleans, LA $2,900
AWWA ACE 2018 Conference 1 Las Vegas, NV $2,035
AWWA Cal/NV Fall Conference 2 Reno, NV $3,000
Tri-State Seminar 7 Las Vegas, NV $4,200
WaterSmart Innovations 1 Las Vegas, NV $1,300
Itron Users Conference 1 Houston, TX $4,160
ESRI Water Conference 1 Phoeniz, AZ $1,500
AWWA Cost-of-Service Rate Making 1 Denver, CO $1,350
WATER OPERATIONS TOTAL $22,495
5026310 RECYCLED WATER National WaterReuse Conference 2 Phoenix, AZ $3,000
Western Region Backflow Conference 1 Las Vegas, NV $1,030
Tri-State Seminar 2 Las Vegas, NV $1,200
AWWA Cal/NV Fall Conference 1 Reno, NV $1,500
RECYCLED WATER TOTAL $6,730
5116310 WASTEWATER WEFTEC Annual Conference 2 Chicago, IL $6,100
Tri-State Seminar 3 Las Vegas, NV $1,200
DBIA Conference 1 Portland, OR $2,250
WASTEWATER TOTAL $9,550
640171X INFORMATION TECHNOLOGY IT Financial Management Conference 1 Austin, TX $4,250
Gartner CIO Conference 1 Phoenix, AZ $4,750
CISCO Conference 2 Las Vegas, NV $5,000
Gartner Infrastructure Conference 1 Las Vegas, NV $5,250
Asset Management Conference 2 Las Vegas, NV $5,500
SQL Summit 1 Seattle, WA $2,950
CIO Executive Summit 1 Chicago, IL $5,250
AIIM Conference 1 TBD $4,250
Application Administration Training 3 TBD $10,750
Harris Conference 1 Atlantic City, NJ $5,250
Infor/Lawson-Hansen Conference 1 New York, NY $5,250
Kronos Conference 1 TBD $3,050
Tyler Conference 2 TBD $10,500
PMI Conference 2 Chicago, IL $16,500
INFORMATION TECHNOLOGY TOTAL $88,500
NON GENERAL FUND SUBTOTAL $129,975
GRAND TOTAL OUT OF STATE TRAVEL $466,810
NON-GENERAL FUND
K-5
MISCELLANEOUS STATISTICAL INFORMATION FY 2017-18
K-6
Date of Incorporation July 16, 1952
Type of City Charter
Form of Government Council/Manager
Area 39.18 sq. miles
Population 113,725
Net Assessed Valuation $29,934,025,476
Streets:
Number of Street Lights 7,334
Miles of Streets 349.59
Fire Protection:
Number of Stations 6
Number of Firefighters & Officers 80
Police Protection:
Number of Stations 1
Number of Sworn Police Officers 114
Water System:
Number of Water Connections 29,782
Average Daily Consumption (in Millions of Gallons) 10.4
Miles of Lines and Mains 559
Sewer System:
Number of Sewer Connections 23,747
Average Daily Flows (in Millions of Gallons) 6.3
Miles of Sewers 288
Recreation and Culture:
Number of Community Parks, Special Use Areas, Preserves & Urban Forests 59
Acres of Community Parks, Special Use Areas, Preserves & Urban Forests 1,016
Number of Pools 3
Number of Libraries 3
Number of Materials in Library Collections 508,332
Total Number of Authorized Full-Time City Employees 693.00
Source: City of Carlsbad, Finance Department
K-7
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The city’s accounting system and related budgets are designed around a few basic principles:
1. The city is not one single entity. It is the total of many entities, each with its separate function and
legal restrictions on the use of resources. In the private sector, a corporation may have many
“subsidiaries” which make up the parent corporation; in the public sector, a city government may
have a variety of “funds” that provide the basis for separately recording the financial data related to
a specific entity. A fund is an accounting entity with a complete set of self-balancing accounting
records. Each fund has been established because of some restriction on the use of resources
received by that fund. This report includes the transactions of all entities over which the City Council
of the City of Carlsbad have authority (as defined by the Governmental Accounting Standards
Board).
2. The city’s accounting system operates on a modified accrual basis for all governmental type funds,
which is also the basis for budgeting. Governmental funds include the General, Special Revenue,
Debt Service, and Capital Projects funds. A modified accrual system is one where (a) revenues are
recognized when they are both measurable and collectable within the accounting period, or soon
enough after the end of the period to pay liabilities of the period; and (b) expenditures, other than
principal and interest on long-term debt, are recorded when liabilities are incurred.
3. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the accrual
method of accounting. Revenues are recognized in the period earned and expenses are recognized
in the period incurred.
4. Internal controls exist with the accounting system to ensure safety of assets from misappropriation,
unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These
internal controls must be established consistent with the sound management practices based on
the cost/benefit of the controls imposed. The cost of a control should not be excessive in relation
to its benefit as viewed by city management. The internal controls in existence within the city’s
system are sufficient to ensure, in all material aspects, both the safety of the city’s assets and the
accuracy of the financial record keeping system.
5. The legal level of budgetary control is the fund level, and expenditures should not exceed budgeted
amounts at the fund level. Budgetary control is maintained through the city’s accounting system,
as well as through monthly reporting on all revenue and expenditure accounts and other special
reports summarizing the financial position of the city. The City Council adopts the formal budget for
all funds prior to the beginning of each fiscal year and may amend the budget, as necessary,
throughout the year. All appropriations expire at year-end unless specifically carried into the new
fiscal year by Council actions. The Carlsbad Municipal Code requires that the Financial
Management Director annually prepares the budget for the City Manager showing estimated
revenues and expenditures.
6. Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in
the appendix of this document.
K-8
GLOSSARY
Appropriation - A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation - A dollar value placed on real estate or other property by San Diego
County as a basis for levying property taxes.
Balanced Budget - A budget in which planned expenditures do not exceed planned funds
available.
Beginning/Ending Fund Balance - Unencumbered resources available in a fund from the
prior/current year after payment of the prior/current year expenses.
Bond - A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Budget - An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds that can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program - A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the city between the present to buildout.
Capital Outlay - Equipment (fixed assets) with a value $1,000 or more and an estimated useful
life of more than one year, such as automobiles and office furniture, which appear in the
Operating budget.
Cost Allocation - A method used to charge General Fund overhead costs to other funds, such
as Enterprise funds and Internal Service funds.
Debt Service - The payment of principal and interest on borrowed funds such as bonds.
Department - An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance - A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund - A fund type established to account for the total costs of selected
governmental facilities and services that are operated similar to private enterprises. These
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure - The actual spending of funds set aside by appropriation for identified goods and
services.
Fee - A general term used for any charge levied by government for providing a service or
permitting an activity.
Fiscal Year - A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is from July 1 to June 30.
K-9
Full-time Equivalent (FTE) – The hours worked by one employee on a full-time basis, used to
convert the hours worked by several part-time employees into the hours worked by full-time
employees. For example, two employees each working 1000 hours equals one full-time
equivalent employee.
Fund - A set of interrelated accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance - The amount of financial resources available for use.
General Fund - The primary fund used by the city for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Library, and the City Manager's Office.
Grant - Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity, or facility.
Growth Management Plan - A comprehensive approach to land-use planning ensuring
controlled and managed growth within the city, while providing designated public facilities.
Growth Management Standards - Standards for acceptable service levels that have been
established for eleven public facility categories.
Interfund Transfers - Payments from one fund to another fund, primarily for work or services
provided.
Internal Service Fund - A fund that provides services to all city departments, and bills the
various other funds for services rendered. Examples of Internal Service funds include Fleet
Maintenance, Information Systems, and Workers’ Compensation Insurance.
Maintenance and Operation - A general category used for classifying expenditures for materials,
supplies, and services that are normally used within the fiscal year.
Operating Budget - The annual appropriation of funds for ongoing program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Operating Costs - Estimated expenses that can be expected to occur following the construction
of a Capital Improvement Project.
Personnel - Costs associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues - Amount of funds received from the collection of taxes, fees, permits, licenses,
interest, and grants during the fiscal year.
Special Revenue Funds - A fund that collects revenues that are restricted by the City, State, or
federal government as the method by which they may be spent.
RESOLUTION NO. 2017-108
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2017-18 FOR THE CITY OF
CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR THE VARIOUS FUNDS.
EXHIBIT 3
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for FY 2017-18 and has held such
public hearings as are necessary prior to adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the City Clerk of the City of
Carlsbad entitled, "City of Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to FY
2031-32 Capital Improvement Program -Preliminary" as amended in accordance with Exhibits 3-A
through 3-C attached hereto and incorporated by reference herein, is hereby adopted as the
Operating and Capital Improvement Budgets for the City of Carlsbad for FY 2017-18 along with the
Program Options, if any, determined by the City Council as set forth in the minutes of the Council
meeting of Tuesday, June 13, 2017.
3. That the amounts reflected as estimated revenues for FY 2017-18 as shown in
Exhibits 3-A and 3-B are hereby adopted as the budgeted revenues for 2017-18.
4. That the amounts designated as the 2017-18 Budget request in Exhibits 3-A and
3-B are hereby appropriated to the department or fund for which they are designated and such
appropriation shall not be increased except as provided herein.
5. That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided herein.
K-10
6. That the following controls are hereby placed on the use and transfers of
budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between departments
within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate any of the authority given to him/her under
this resolution.
iv. The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in an appropriation for a
specific purpose where the appropriation is offset by unbudgeted revenue, which is designated for
said specific purpose.
v. The City Manager may authorize the transfer of appropriations between
accounts and/or capital projects up to $1,000,000 for the costs associated with the Encina
Wastewater Facility (Encina) as authorized by the Encina Wastewater Authority's staff and/or Board.
Any increase to the total appropriations for Encina's operating budget and capital program must be
approved by the City Council.
vi. The City Manager may authorize budget adjustments to increase the
appropriations for Workers Compensation, Risk, Self Insured Benefits and liability Funds operating
budgets in an amount equal to the increases in costs of estimated claims expenses.
vii. The City Manager may authorize budget adjustments to increase the
appropriations for Workers Compensation and Risk for estimated IBNR (incurred but not reported)
losses.
viii. The City Manager may authorize budget adjustments to increase the
appropriations for Mutual Aid Overtime in an amount equal to the increases in amounts to be
K-11
reimbursed by other agencies.
ix. The City Council must authorize all transfers of funds from the Council's
Contingency Account.
B. The City Manager may authorize emergency out of state travel for public safety
or emergency services purposes.
C. The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit 3-C.
D. The City Manager may authorize the hiring of temporary or part-time staff as
necessary, within the limits imposed by the controls listed above.
7. That the legal level of budgetary control is the fund level. Budgets may not legally be
exceeded at the fund level without appropriate authorization by the City Council.
8. That interest earned on grants may be appropriated during the year for the purpose
for which the grant was received.
9. That the City Manager may authorize budget adjustments to increase the
appropriations in the Public Facilities Fee Fund in an amount equal to the utility expenses for the City
of Carlsbad's Las Palmas facility, while the building remains vacant.
10. That all appropriations in the Operating Budget and in Capital Improvement Program
remaining unexpended at June 30, 2017, are hereby appropriated to FY 2017-18.
11. That all appropriations for outstanding encumbrances as of June 30, 2017, are hereby
continued into FY 2017-18 for such contracts or obligations.
II
II
II
II
II
K-12
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES: M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
NOES: None.
ABSENT: None.
(SEAL)
K-13
RESOLUTION NO. 1573
A RESOLUTION OF THE BOARD OF DIRECTORS OF CARLSBAD MUNICIPAL
WATER DISTRICT, CALIFORNIA (CMWDt ADOPTING THE WATER DISTRICT
FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR
FISCAL YEAR 2017-18.
EXHIBIT 4
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California,
has reviewed the proposed final Operating Budget and Capital Improvement Program for Fiscal Year
2017-18 and has held such public hearings as are necessary prior to the adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal
Water District as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Secretary entitled "City of
Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to FY 2031-32 Capital Improvement
Program -Preliminary," as amended in accordance with Exhibits 4-A and 4-B, attached hereto and
incorporated by reference herein, is hereby adopted as the Operating and Capital Improvement
Budgets for the Carlsbad Municipal Water District for the Fiscal Year 2017-18 along with the Program
Options determined by the City Council as set forth in the minutes of the Council's meeting of Tuesday,
June 13, 2017.
3. That the amounts reflected as estimated revenues for FY 2017-18 are hereby
adopted as the budgeted revenues for FY 2017-18.
4. That the amount designated as FY 2017-18 Budget in Exhibit 4-B is hereby
appropriated to the fund for which it is designated and such appropriation shall not be increased except
as provided herein.
5. That total appropriations may only be increased or decreased by the Board of
Directors by passage of a resolution amending the budget except as provided herein.
K-14
6. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Water Board or Executive Manager as described below.
i. The Executive Manager may authorize all transfers offunds from account
to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Manager may delegate the authority to make budget
transfers.
iii. The Executive Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue which is
designated for said specific purpose.
iv. The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales exceed the amount of the
original revenue estimate.
B. The Board of Directors must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The Executive
Manager may authorize the hiring of temporary or part time staff as necessary, within the limits
imposed by the controls listed above.
7. That all appropriations and outstanding encumbrances as of June 30, 2017 are
hereby continued into FY 2017-18 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2017, are hereby appropriated for such capital projects for Fiscal Year 2017-18.
II
II
II
K-15
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES: M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
NOES: None.
ABSENT: None.
MA~«d
ATIEST:
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RESOLUTION NO. 537 EXHIBIT 5
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF CARLSBAD, CALIFORNIA, APPROVING THE OPERATING
BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR
2017-18.
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section 8
Programs, for FY 2017-18; and
WHEREAS, public hearings have been held as necessary prior to the adoption ofthe final
operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission ofthe
City of Carlsbad, California as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the City Clerk entitled "City
of Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to FY 2031-32 Capital
Improvement Program-Preliminary," as amended in accordance with Exhibit 5-A attached hereto and
incorporated by reference herein, is hereby adopted as the Operating Budget for the Carlsbad Housing
Authority Section 8 Programs for FY 2017-18, along with any Program Options determined by the City
Council as set forth in the minutes of the Council's meeting of Tuesday, June 13, 2017, and that all
funding for planning and administrative expenses has been determined to be necessary and
appropriate for implementation of Authority activities in FY 2017-18.
3. That the amounts reflected as estimated revenues for FY 2017-18 are hereby
adopted as the budgeted revenues for FY 2017-18.
4. That the amount designated as FY 2017-18 Budget request in Exhibit 5-A is
hereby appropriated to the fund for which it is designated, and such appropriation shall not be
increased except as provided herein.
K-17
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Commission or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from account
to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Director may delegate the authority to make budget
transfers and adjustments.
iii. The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized to increase an appropriation
for a specific purpose where said appropriation is offset by unbudgeted revenue which is designated
for said specific purpose.
B. The Commission must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The Executive
Director may authorize the hiring of temporary or part-time staff as necessary, within the limits
imposed by the controls listed above.
6. That all appropriations and outstanding encumbrances as of June 30, 2016, are
hereby continued into FY 2017-18 for such contracts and obligations.
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K-18
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Councit
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES:
NOES:
ABSENT:
M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
None.
None.
ATIEST:
BARBARA
(SEAL)
K-19
RESOLUTION NO. 2017-109
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA ACTING AS SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, APPROVING THE OPERATING BUDGET OF
THE SUCCESSOR AGENCY AND ENFORCEABLE OBLIGATIONS OF THE CITY
OF CARLSBAD'S REDEVELOPMENT OBLIGATION RETIREMENT FUND FOR
FISCAL YEAR 2017-18.
EXHIBIT 6
WHEREAS, the City Council ofthe City of Carlsbad, California has been designated as the
Successor Agency for the Carlsbad Redevelopment Agency and, as such, is responsible for the
administrative responsibilities required to complete the work of the former Carlsbad Redevelopment
Agency and repay all enforceable obligations; and
WHEREAS, the City Council as the Successor Agency for the Carlsbad Redevelopment
Agency and the appointed Oversight Board have reviewed the proposed Operating Budget for the
Agency and previously approved the Enforceable Debt Obligations to be repaid from the
Redevelopment Obligation Retirement Fund for FY 2017-18; and
WHEREAS, the Successor Agency finds that the proposed Operating Budget for the
Agency and the Oversight Board approved debt obligations of the Redevelopment Obligation
Retirement Fund is consistent with the Recognized Obligation Payment Schedule prepared by the
Successor Agency and approved by the Oversight Board; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council ofthe City of Carlsbad, California
acting as Successor Agency for the Carlsbad Redevelopment Agency as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Carlsbad City Clerk
entitled "City of Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to 2031-32 Capital
K-20
Improvement Program-Preliminary," as amended in accordance with Exhibit 6-A attached hereto and
incorporated by reference herein, is hereby adopted as the Operating Budget for the Carlsbad
Redevelopment Obligation Retirement Fund for FY 2016-17, along with any Program Options
determined by the City Council as set forth in the minutes of the Council's meeting of Tuesday, June
13, 2017.
3. That the amounts reflected as estimated revenues for FY 2017-18 are hereby
adopted as the budgeted revenues for FY 2017-18.
4. That the amount designated as FY 2017-18 Budget request in Exhibit 6-A is
hereby appropriated to the fund for which it is designated, and such appropriation shall not be
increased except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Successor Agency or designee, as described below.
i. The City Manager, as Executive Director for the Successor Agency, may
authorize all transfers of funds from account to account within the same fund in an amount up to
$100,000 per transfer.
ii. The City Manager, as Executive Director of the Successor Agency, may
delegate the authority to make budget transfers and adjustments.
iii. The City Manager, as Executive Director of the Successor Agency, may
authorize budget adjustments involving offsetting revenues and expenditures; the City Manager, as
Executive Director of the Successor Agency, is authorized to increase an appropriation for a specific
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purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific
purpose, and is approved in advance by the Oversight Board.
B. The Successor Agency must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The City
Manager, as Executive Director ofthe Successor Agency, may authorize the hiring of temporary or part-
time staff as necessary, within the limits imposed by the controls listed above and subject to the
Operations Budget for the Successor Agency.
6. That all appropriations and outstanding encumbrances as of June 30, 2017, are
hereby continued into FY 2017-18 for such contracts and obligations, as approved by the Oversight
Board.
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K-22
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES: M. Halt K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
NOES: None.
ABSENT: None.
ATIEST:
K-23
RESOLUTION NO. 2017-110
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE 2017-18 APPROPRIATION LIMIT AS
REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTITUTION
AND STATE LAW.
EXHIBIT 7
WHEREAS, Article XIIIB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of each
entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of general
circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1. That the above recitations are true and correct.
2. That the City Council of the City of Carlsbad, California, does hereby establish
and adopt the 2017-18 appropriation limit of four hundred and thirty-three million, eight hundred
forty-five thousand, and eight hundred fifty-two dollars ($433,845,852) as computed in Exhibit 7-A
attached hereto.
3. That the City Clerk is directed to publish this Resolution in a newspaper of
general circulation.
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K-24
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES:
NOES:
ABSENT:
M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
None.
None.
ATIEST:
BARBARA
{SEAL)
K-25
RESOLUTION NO. 2017-111
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE.
EXHIBIT 8
WHEREAS, the City Council of the City of Carlsbad has the authority to establish fees for
City services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an
adequate fee structure recovering costs for City services; and
WHEREAS, the City Council has determined the cost of providing general and
development-related services; and
WHEREAS, the City Council believes it is necessary for the City Manager to have the
authority to adjust the parks and recreation and library and arts program and classes fees from time to
time to remain competitive and within the market pricing for like programs and classes; and
WHEREAS, the City Council finds it necessary to recover the costs for City services; and
WHEREAS, the City Council has held the necessary public hearing and allowed for public
comment on the establishment of said fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council ofthe City of Carlsbad, California,
as follows:
1. That the above recitations are true and correct.
2. That the changes to the Master Fee Schedule are for the fees shown in Exhibit 8-
A and attached hereto, and as amended by determinations of the City Council at its meeting of Tuesday,
June 13, 2017, as set forth in the minutes of that meeting, and as memorialized by subsequent
resolution of the City Council.
3. The City Council hereby authorizes the City Manager or his/her designee to set
parks and recreation and library and cultural arts program, rental, and class fees that are included in
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the Community Services Goide. The fee shall not exceed the fully burdened (direct and indirect) costs
of providing the program, rental, and class but shall be no less (except in the case of introductory,
discount or promotional pricing) than the lowest fee charged for like kind programs or classes in
similarly benchmarked Southern California cities.
4. The City Council hereby authorizes the City Manager or his/her designee to
change parking violation fees at the time, and by the same amount, as the state changes their portion
of the fee. Any changes to these fees will be made to the current Master Fee Schedule.
5. This resolution shall become effective on September 1, 2017; not sooner than 60
days after adoption in accordance with Government Code 66017, for the Development-related service
fees and Development impact fees.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES: M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
NOES: None.
ABSENT: None.
ATTEST:
K-27
RESOLUTION NO. 2017-112
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING DETERMINING THAT THE FY 2017-2018 CAPITAL
IMPROVEMENT PROGRAM BUDGET IS CONSISTENT WITH THE GENERAL
PLAN AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS.
EXHIBIT 9
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for FY 2017-18 and has held such public hearings as are necessary prior to
adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 13, 2017 the City Council REVIEWED FOR CONSISTENCY WITH THE General
Plan goals and policies for all Capital projects receiving an allocation of funds for FY 2017-18 pursuant
to Carlsbad Municipal Code Section 2.24.065 (b); and
WHEREAS, the City Council also reviewed the FY 20217-18 Capital projects for consistency with
applicable Climate Action Plan measures and actions; and
WHEREAS, at said hearing, upon hearing and considering all testimony and arguments, if any,
of all persons desiring to be heard, said Council considered all factors relating to the City Council
Determination; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That based on the evidence presented at the hearing, the City Council determines that
the Capital Improvement Program for FY 2017-18 is consistent with the General Plan
based on the following findings:
Findings:
1. The projects are consistent with the goals and policies of the city's General Plan in that the
projects are required to ensure the provision of adequate public facilities and services
concurrent with or prior to need.
2. The projects are consistent with applicable goals and policies of the Land Use and Community
Design, Mobility, Public Safety, Open Space, Arts, History, Culture, and Education and
Sustainability Elements of the General Plan, as described in Attachment 119A."
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EXHIBIT 9
3. Specific projects are consistent with, and support Climate Action Plan greenhouse gas reduction
measures and actions, as described in Attachment "9A."
As required by the General Plan, the proposed improvements are consistent with the city's Growth
Management Plan in that the projects ensure that the necessary improvements are provided for fire
facilities, facility maintenance, parks, drainage, transportation, roadway infrastructure, sewer, and
water projects, in accordance with the performance standards contained in the city's Growth
Management regulations.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES: M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
NOES: None.
ABSENT: None.
MATT HALL, Mayor
ATTEST:
(SEAL)
K-29
RESOLUTION NO. 2017-113
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE FY 2017-18 OPERATING AND CAPITAL
BUDGETS OF THE ENCINA WASTEWATER AUTHORITY.
EXHIBIT 10
WHEREAS, the City of Carlsbad is a member agency to the Encina Joint Powers
Agreement entered into on July 13, 1961, for the acquisition, construction, ownership, operation and
maintenance of the Encina Joint Sewer System; and
WHEREAS, the Encina Agreement requires approval for the budget of the Encina
Wastewater Authority (EWA) by the Member Agencies following the recommendation of the Joint
Advisory Committee (JAC); and
WHEREAS, the City Council of the City of Carlsbad desires to approve said budget and
provide for the payment of its share such expenses in accordance with the allocation provided in the
Basic Agreement; and
WHEREAS, there are projected to be sufficient funds in the Sanitation fund for the
payments as they become due.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the above recitations are true and correct.
2. That the City of Carlsbad's share of the FY 2017-18 Operating Budget of the
EWA as approved by JAC on April 26, 2017, in the amount of $3,469,456 for Wastewater Plant
Operations and $1,146,920 for the Carlsbad Water Recycling Facility Operations, and the Capital
Budget of $3,620,741 is hereby approved.
3. That the City Manager is hereby authorized to make payment on behalf of the City of
Carlsbad to EWA in accordance with the budget as approved by JAC pursuant to the Encina Basic
Agreement.
K-30
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES: M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
NOES: None.
ABSENT: None.
M~
ATIEST:
K-31
RESOLUTION NO. 2017-114
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING ADJUSTMENTS TO THE FY 2016-17 CAPITAL
IMPROVEMENT PROGRAM AND OPERATING BUDGET.
EXHIBIT 11
WHEREAS, a transfer of $197,000 from the General Fund to the Fleet Replacement Fund,
for increases in vehicle replacement costs, is recommended; and
WHEREAS, a transfer of $728,000 from the Information Technology Operating Fund to
the Information Technology Replacement Fund, to fund estimated replacement costs, is
recommended; and
WHEREAS, an increase of $95,500 to the Golf Course operating budget for the College
Boulevard slope repair and stabilization expenditures, Palomar Way streetscape expenditures, and
HVAC replacement expenditures is recommended; and
WHEREAS, a transfer of $10.5 million from the General Fund to the General Capital
Construction Fund, for the Fire Station Replacement No. 2 capital project is recommended; and
WHEREAS, developer contributions in the amount of $204,871 were previously received
and deposited in the Gas Tax Fund to pay a fair share portion of intersection improvements on Palomar
Airport Road, and the CIP projects related to these improvements were later programmed in the
TransNet Fund, and a cash transfer of $204,871 from the Gas Tax Fund to the TransNet Fund is now
needed; and
WHEREAS, on November 4, 2004, San Diego County voters approved the TransNet
Extension and pursuant to the annual audit requirements of the TransNet Extension, any transfers
made between TransNet projects must be approved by the governing body and a needed transfer in
the amount of $5,175, between TransNet projects, was identified as of June 30, 2016.
K-32
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1. That the above recitations are true and correct.
2. That the City Council of the City of Carlsbad, California, does hereby authorize a
transfer of $197,000 from the General Fund to the Fleet Replacement Fund to pay for increases in
vehicle replacement costs.
3. That the City Council of the City of Carlsbad, California, does hereby authorize a
transfer of $728,000 from the Information Technology Operating Fund to the Information Technology
Replacement Fund to fund estimated equipment replacement costs.
4. That the City Council of the City of Carlsbad, California, does hereby authorize an
appropriation of $95,500 to the Golf Course operating budget to pay for the College Boulevard slope
repair and stabilization expenditures, Palomar Way streetscape expenditures, and HVAC replacement
expenditures.
5. That the City Council of the City of Carlsbad, California, does hereby authorize a
transfer of $10.5 million from the General Fund to the General Capital Construction Fund, for the Fire
Station Replacement No. 2 capital project.
6. That the City Council of the City of Carlsbad, California does hereby authorize a
transfer of developer contributed funds in the amount of $204,871 from the Gas Tax Fund to the
TransNet Fund.
7. That the City Council of the City of Carlsbad, California does hereby authorize a
transfer of the remaining cash balance of $5,175 from completed TransNet project CB18, Carlsbad
Boulevard Bridge-Railroad to active TransNet project CB17, Carlsbad Boulevard Bridge-Powerplant.
K-33
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES:
NOES:
ABSENT:
M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
None.
None.
ATTEST:
K-34
RESOLUTION NO. 538
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF CARLSBAD, CALIFORNIA, ADJUSTING THE OPERATING
BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR
2016-17.
EXHIBIT 12
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section 8
Programs, for FY 2016-17; and
WHEREAS, housing assistance payments for the Section 8 Housing Program were more
than anticipated and a budget increase of $250,000 in housing assistance payment expenditures is
recommended; and
WHEREAS, there is sufficient cash in the Section 8 Housing Program to cover this
expenditure increase.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission ofthe
City of Carlsbad, California as follows:
1. That the above recitations are true and correct.
2. That an increase of $250,000 for housing assistance payments in the Section 8
Housing Fund in FY 2016-17 is hereby appropriated.
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K-35
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council,
Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of
Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the
Redevelopment Agency, held on the 13th day of June, 2017, by the following vote to wit:
AYES: M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard
NOES: None.
ABSENT: None.
ATTEST:
K-36
ACA Affordable Care Act
ADA Americans with Disabilities Act
ADR Average Daily Rate
AED Automated External Defibrillator
AMR Automatic Meter Reading
APWA American Public Works Association
ARJIS Automated Regional Justice Information System
ATMS Advanced Traffic Signal Management System
AWWA American Water Works Association
BEA Bureau of Economic Analysis
BIT Biannual Inspection of Terminals
BLS Bureau of Labor Statistics
BMP Best Management Practice
BTD Bridge and Thoroughfare Benefit District
CAD Computer Aided Dispatch
CAFR Comprehensive Annual Financial Report
CALED California Association for Local Economic Developers
CALOSHA California Division of Occupational Safety And Health
CalPERS California Public Employees Retirement System
CALTRANS California Department of Transportation
CAP Cost Allocation Plan
CAP Climate Action Plan
CAPER Consolidated Annual Performance and Evaluation Report
CASQA California Association of Stormwater Quality Agencies
CCEA Carlsbad City Employees' Association
CDBG Community Development Block Grant
CED Community and Economic Development
CEQA California Environmental Quality Act
CERT Community Emergency Response Team
CFA Carlsbad Firefighters' Association
CFD Community Facilities District
CIP Capital Improvement Program
CM&I Construction Management and Inspection
CMWD Carlsbad Municipal Water District
COP Certificates of Participation
COPS Citizens' Option for Public Safety
CPMA Carlsbad Police Management Association
CPOA Carlsbad Police Officers' Association
CPR Cardiopulmonary Resuscitation
CSMFO California Society of Municipal Finance Officers
CSO Community Service Officer
CWRF Carlsbad Water Reclamation Facility
CY Current Year
Acronyms
K-37
Acronyms
DARE Drug Abuse Resistance Education Program
DEH Department of Environmental Health
DMS Document Management System
ECB Expenditure Control Budgeting
ECM Enterprise Content Management
EE Energy Efficiency
EFT Electronic Funds Transfer
EIR Environmental Impact Report
EOC Emergency Operations Center
ERP Enterprise Resources Program
FOG Fats, Oils, and Grease
FPPC Fair Political Practices Commission
FTE Full-Time Equivalent
FY Fiscal Year
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GCC General Capital Construction
GDP Gross Domestic Product
GFOA Government Finance Officers Association
GHG Greenhouse Gas Emissions
GIS Geographic Information System
HA Hydrologic Area
HAZMAT Hazardous Materials
HCMS Human Capital Management System
HMP Habitat Management Plan
HPR High Performance Renewable
HPRM HP Records Manager
HUD Department of Housing and Urban Development
HVAC Heating, Ventilation and Air Conditioning
IAAS Infrastructure as a Service
ICDS Integrated Community Development System
IDDE Illicit Discharge Direction and Elimination
IECA International Energy Credit Association
IFAS Integrated Financial Accounting System
IRF Infrastructure Replacement Fund
ISF Internal Service Fund
IT Information Technology
JPA Joint Powers Authority
JURMP Jurisdictional Urban Runoff Management Plan
KSM Kemper Sports Management
LAIF Local Agency Investment Fund
LCP Local Coastal Program
LGIM Local Government Information Model
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Acronyms
LLC Library Learning Center
M&O Maintenance and Operations
MCC Mortgage Credit Certificate
MFD Multi Function Devices
MFF Major Facility Fee
MGD Million Gallons Per Day
MS4 Municipal Separate Storm Sewer System
MSDS Material Safety Data Sheets
NCTD North County Transit District
NIMS National Incident Management System
NPDES National Pollutant Discharge Elimination Systems
NRG NRG Energy, Inc.
OPEB Other Post Employment Benefits
OSHA Occupational Safety and Health Acts
PACE Property Assessed Clean Energy
PERS Public Employees Retirement System
PFF Public Facilities Fees
PHA Public Housing Agency
PIL Park-In-Lieu
PLD Planned Local Drainage
POST Police Officer Standards and Training
PV Photovoltaic (Energy System)
QSD Qualified SWPPP Developer
QSP Construction General Permit Qualified SWPPP Practitioner
RCS Regional Communication System
RDA Redevelopment Agency
RFID Radio Frequency Identification
RFP Request for Proposal
ROPS Recognized Obligation Payment Schedule
RORF Redevelopment Obligation Retirement Fund
RTIP Regional Transportation Improvement Program
SANDAG San Diego Association of Governments
SBOE State Board of Equalization
SCADA Supervisory Control and Data Acquisition
SDG&E San Diego Gas and Electric
SEEC Statewide Energy Efficiency Collaborative
SEMAP Section Eight Management Assessment Program
SFR Single Family Residence
SIR Self Insured Retention
SRP Summer Reading Program
STEM Science, Technology, Engineering, Mathematics
SWAT Special Weapons Attack Team
SWPPP Storm Water Pollution Prevention Plan
K-39
Acronyms
TCBMP Treatment Control Best Management Practices
TDM Transportation Demand Management
TIF Traffic Impact Fee
TMC Traffic Management Center
TMDL Total Maximum Daily Load
TOT Transient Occupancy Tax (Hotel Tax)
TRUST Teaching Respect, Unity, Sportsmanship and Teamwork
VLF Vehicle License Fee
WAN Wide Area Network
WMAA Watershed Management Area Analysis
WMD Weapons of Mass Destruction
WQIP Water Quality Improvement Plan
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