HomeMy WebLinkAbout; ; 1996-1997 Budget; 1996-07-01CITY OF CARLSBAD
OPERATING BUDGET
AND
CAPITAL IMPROVEMENT
PROGRAM
1996 - 1997
City of Carlsbad
1996-97 Operating Budget and
Capital Improvement Program
Mayor
Claude "Buddy" Lewis
City Council
Julie Nygaard
Ramona Finnila
Matt Hall
Ann Kulchin
City Manager
Raymond R. Patchett
Financial Management Director
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Hildabrand, C.P.A.
CITY OF CARLSBAD, CALIFORNIA
1996-97 BUDGET
TABLE OF CONTENTS
How the Budget Document is Organized i
Organization Chart. ii
BUDGET OVERVIEW
City Manager's Transmittal Letter 1
1996-97 Budget Highlights. 3
Projected Fund Balances 14
Personnel Allocations 15
Carlsbad Statistical Information 24
OPERATING BUDGET
Overview 25
Projected Fund Balances 34
Expenditure Schedule 36
Revenue Estimates 40
Departmental Summaries
General Government
Summary 47
City Council 48
City Manager. 49
City Clerk 50
City Attorney. 52
Finance 53
Cash Management 55
Purchasing 57
Human Resources 59
Worker's Compensation 61
General Liability. 62
Health Insurance 63
Information Systems 64
Miscellaneous Non-Departmental 66
Public Safety
Summary 67
Police Department Summary. 68
Administration 69
Operations 70
Volunteer Services 71
Investigations 72
Vice/Narcotics 73
Juvenile Diversion 74
Property and Evidence 76
Technical Services 77
TABLE OF CONTENTS
Page Two
Public Safety (continued)
D.A.R.E 78
Communications Center. 80
Police Records 81
Crime Prevention. 82
Police School Resource Officers 83
Reserve Officers 84
Traffic 85
Various Asset Forfeiture. 86
Fire Department Summary 87
Administration 88
Suppression 89
Prevention 90
Emergency Medical Services 91
Weed Abatement 92
Disaster Preparedness. 93
Community Development
Summary 95
Administration 96
Geographic Information System 97
Economic Development 98
Engineering 99
Planning Commission 101
Land Use Planning 102
Growth Management 103
Historic Preservation 105
Building Inspection 106
Library/Culture
Summary 107
Administration 108
Adult Services 109
Genealogy/Local History 111
Centra de Information. 112
Children's Services. 113
Technical Services 114
Collection Development & Acquisitions 115
Media Services 116
Adult Learning Program 117
La Costa Branch 118
Cultural Arts 119
Sister City 121
California Library Service Act (CLSA ) 122
Public Library Fund (PLF) 123
Audiovisual Insurance 124
TABLE OF CONTENTS
Page Three
Community Services
Summary. 125
Administration 126
Park Operations 128
Recreation Operations 130
Recreation Fee Supported 131
Recreation - Aquatics 133
Recreation - Agua Hedionda Lagoon 135
Senior Programs 136
Senior Nutrition 138
Senior Activities 139
Street Maintenance 140
Major Street Maintenance 142
Facilities Maintenance 143
Traffic Signals 144
Street Tree Maintenance. 145
Median Maintenance 147
Street Lighting 148
Buena Vista Creek Channel Maintenance 149
Solid Waste Management 150
Carlsbad Golf Course. 152
Vehicle Maintenance 153
Vehicle Replacement 154
Housing and Redevelopment
Summary 155
Redevelopment Operations 156
Redevelopment Debt Service 158
Low/Moderate Income Housing 159
Housing - Rental Assistance 161
Administration Housing Trust Fund 162
Community Development Block Grant 164
Water and Sanitation
Summary 167
Water Operations 168
Water Reclamation 170
Sanitation Services 171
CAPITAL IMPROVEMENT PROGRAM
Overview 173
Projected Fund Balances 182
Revenue Estimates 184
Budget Expenditure Schedule 186
Current & Future (1996-97 to Buildout Projects) 187
Analysis of Available Balances 199
Glossary of Capital Project Funding Sources 203
TABLE OF CONTENTS
Page Four
APPENDICES
Capital Outlay Requests 205
Travel Requests 209
Continuing Appropriations 215
Gann Appropriations Limit 217
Budget Calendar. 218
Accounting Systems and Budgetary Control 219
Glossary 220
HOW THE BUDGET DOCUMENT IS ORGANIZED
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 both the operating budget and the capital improvement program, as well as
information on debt management issues.
The Operating Budget section begins with an overview of the revenue assumptions and
the policies used to develop the budget. The overview is followed by tables providing
detailed information on fund balances, expenditures, revenues, and personnel
allocations. The following sections are separated by general function such as Public
Safety, Community Development, and General Government. Within these broad
categories, the budget is organized on a departmental basis. Summaries, financial and
descriptive, are included for departments containing more than one program. The
summary page is followed by detailed program information. Some departments consist
of one program only, and thus only one page is included for them. For each program a
financial history, and the 1996-97 budget figures, is presented. Also included are
narrative statements describing program activities and associated workload measures
or performance objectives.
The Capital Improvement Program (CIP) is located toward the back of the budget
document. Included is a discussion of the program as a whole, the revenue sources,
project scheduling, and budgeted 1996-97 expenditures. The discussion is followed by
a multi-page table outlining all capital projects. Ongoing projects are identified along
with the amount of funds already appropriated, while future projects contain an
identification of their estimated cost in the planned year of spending. An analysis of
future revenues and cash balances concludes the presentation of the CIP.
The Appendices contain a detailed listing of the 1996-97 Capital Outlay items by
department. Travel detail is presented next, so that Council may review and approve
these requests. Then a listing of the appropriations carried forward into the 1996-97
budget are presented. The last section of the Appendices provides information on the
Gann Limit, Budget Process, Accounting System and Budgetary Control, and a
Glossary.
CITY OF CARLSBAD ORGANIZATION CHART
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PARKS AND
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I COMMISSION I
' SENIOR CITIZEN '
COMMISSION
| DESIGN
REVIEWMAYOR
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COUNCIL
I BOARD ICITY
TREASURERCITY CLERK
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ASSISTANT TO
CITY MANAGER I HISTORIC I
PRESERVATION* W/ftB»V *
I COMMISSION I
COMMUNITY
DEVEL.DIR.
FINANCIAL
MGMT. DIR.
ASSISTANT
CITY MANAGER
CARLSBAD
MUNICIPAL
WATER DISTRICT
ENGINEERINGHUMAN
RESOURCES
PURCHASING
HOUSING AND
REDEVELOPMENT
RISK
MANAGEMENTINFORMATION
SYSTEMS
ECONOMIC
DEVELOPMENTCOMMUNITY
SERVICES
ELECTED COUNCIL APPOINTED
BOA DCOIV INS
OVERVIEW \
City of Carlsbad
Office of the City Manager
To the Honorable Mayor and City Council:
1996-97 BUDGET TRANSMITTAL
I am pleased to submit to you the 1996-97 Operating and Capital Improvement Program
Budgets for the City of Carlsbad which total $106.1 million with projected revenues of $106.7
million. Our goal has been to prepare a comprehensive financial plan for all services, programs,
and capital projects to be undertaken by the City of Carlsbad in the upcoming year. The 1996-
97 Operating budget, at $78.3 million, accounts for 74% of the budgeted expenditures. The
Capital Improvement Program (CIP) appropriations for 1996-97 total $27.8 million. The CIP
sets forth the spending plans for the upcoming year and forecasts the revenues and
expenditures for capital projects through the buildout of the City.
The City's revenues are beginning to recover from the effects of the recession. During the
recession, property values tumbled, sales taxes dipped, and development all but stopped
throughout much of the State. The impact of the recession on the City's finances was further
magnified by the State of California's budgetary problems and subsequent raid on City property
tax revenues. During fiscal years 1993 and 1994, the State took over $2.5 million in property
taxes from the City of Carlsbad. This was a permanent reduction in revenues to our City.
Although property taxes continue to lag, there has been a noticeable increase in development
which is reflected in the development-related revenues.
For the first time since the recession, the General Fund has had sufficient revenues to support a
small increase in programs and service levels. The new programs and/or increases in service
levels include the opening of Poinsettia Park, a reserve firefighter program, an increased service
level in the delivery of advanced life support, and a new Gang Task Force detective. In addition,
the Asset Forfeiture Fund is funding a new program for School Resource Officers.
Phase I of Poinsettia Park is expected to open by the end of calendar year 1996. The park will
offer adult softball and soccer leagues. The fire department will begin a reserve firefighter
program which may include up to 25 reservists. The reservists will work side-by-side with the
City's firefighters and perform the less-technical, non-emergency tasks. Other changes in the
fire department will be seen in the upcoming year as they change the method of delivering
advanced life support. By using an engine-based paramedic delivery system, the fire
department will be able to decrease the time it takes to provide advanced life support at the
scene of an emergency. This alternate delivery of advanced life support has been part of a pilot
program which will now be implemented City-wide. The police department is adding a senior
police officer for assignment to the North County Gang Task Force. As a participant in this
program the City will benefit from the resources of the entire task force to target specific
problems in Carlsbad. A new School Resource Officer program is budgeted in the Police Asset
Forfeiture fund for the La Costa Canyon and Carlsbad High Schools. Two police officers will
maintain order in and around schools, deter crime through enforcement, and create positive
interaction among students, citizens, and educators.
1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 • (619) 434-2821 • FAX (619) 720-9461
1
While the 1996-97 budget does show some growth in programs and services for the first time in
many years, the City has still not fully recovered from the effects of the recession. Assessed
property values are still depressed resulting in reduced property tax revenues. Alternate
revenue sources continue to fund some former General Fund programs.
However, the economic outlook for Carlsbad is very positive. The Four Seasons resort at
Aviara is expected to open in 1997 and Legoland, a theme park for children, has scheduled
their opening for 1999. Another resort hotel and a community hotel are also expected to be
developed along with Legoland. In addition, the industrial corridor along Palomar Airport Road
has continued to grow and expand bringing in many new businesses to Carlsbad. All of these
will contribute to the future economic health of the City.
The cooperation of all departments and City staff was critical to creating a successful operating
plan and capital improvement program. This document is a reflection of the dedication and
efforts of all members of our team. Their support is critical to the City's ultimate success. We
offer them all our thanks for a job well done.
RAYMOND R. PATCHETT
City Manager
June 18, 1996
CITY OF CARLSBAD
1996-97 BUDGET HIGHLIGHTS
WHERE THE MONEY COMES FROM...
1996-97 TOTAL REVENUES
$106.7 MILLION
CAPITAL REVENUE
$27.3 25.6%
OTHER
$6.4 6%
INTEREST
$3.0 3%
TAXES
$28.9 27%
LICENSES AND
PERMfTS
$2.5 2%
STATE
SUBVENTIONS
$2.7 3%
INTERGOVERN-
MENTAL
$4.3 4%
UTILITY CHARGES CHARGES FOR INTER-
$19.1 18% SERVICES DEPARTMENTAL
$3.8 4% 48.7 8%
In millions
WHERE THE MONEY GOES....
CAPITAL PROJECTS
$27.8 26.2%
WATERS
SANITATION
$19.2 18.1%
In millions
1996-97 TOTAL BUDGET
$106.1 MILLION
GENERAL GOVT
$12.4 11.7%
HOUSINGS
REDEVELOPMENT
$5.8 5.5%
CULTURE/
RECREATION
$16.7 15.7%
PUBLIC SAFETY
$17.2 16.2%
COMM.
DEVELOPMENT
$7.0 6.6%
BUDGET OVERVIEW
The 1996-97 budget for all City funds totals $106.1 million, of which $78.3 million is the
operating budget and $27.8 million is the Capital Improvement budget. Operating
revenues total $79.4 million and Capital revenues total $27.3 million for a total of
$106.7 million.
The operating budget allocates the resources for the operations of all City programs for
the fiscal year which runs from July 1 to June 30. The Capital Improvement Program
(CIP) assesses the City's long-term capital needs and identifies potential revenue
sources to meet the needs. The 1996-97 CIP contains the current year budget
allocation and outlines approximately 185 future projects at a total cost of $406 million.
The capital projects include civic facilities, such as parks and libraries, as well as all
infrastructure needs anticipated for the future which are not expected to be constructed
by developers.
The overview will begin with the operating budget by looking at the revenues and
expenditures by fund type. A summary of operating expenditures by program will be
provided. Next, the General Fund will be discussed in detail addressing the revenue
sources and expenditures. The operating budget section will conclude with budget
balancing actions and staffing information. The Capital Improvement Program is
summarized with a brief description of notable projects. Finally, debt management will
be addressed, along with a schedule of the outstanding bond issues.
OPERATING BUDGET
1996-97 OPERATING REVENUES
BY FUND TYPE
$79.4 MILLION
ENTERPRISE
$20.4
INTERNAL
SERVCE
$7.7
Revenue Projections by Fund Type
The City's revenues are divided
into various funds. Each fund has
been established because of some
restriction on the use of resources
received by that fund. The City's
five fund types are shown on the
accompanying graph.
The single largest revenue source
is the General Fund, with
estimated revenues of $41.3
million. General Fund revenues
come from a variety of sources
including property taxes, sales
taxes, transient occupancy tax,
and development-related fees.
The General Fund provides funding for the majority of services available to City
residents.
SPEC. REVENUE
$8.3
GENERAL
$41.3
In millions
The second largest revenue source, totaling $20.4 million, are the Enterprise Funds.
The Enterprise Funds are a group of funds which operate similar to a business in that
they charge fees to cover the cost of their services. Examples of the City's enterprises
include water and sanitation services and solid waste management.
The next group of funds, with estimated revenues of $8.3 million, are the Special
Revenue funds. Examples of funding resources include grants and special
assessments. Funds collected in the category of Special Revenue are legally restricted
to specified purposes.
Internal Service fund revenues, projected to be $7.7 million, are derived from charges
to the City programs which 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 Health Insurance, Workers' Compensation, and Vehicle
Maintenance.
Redevelopment Agency revenues, estimated to be $1.7 million, come mainly from
property taxes collected within the redevelopment area. Again, funds collected within
the redevelopment area are applied narrowly, and must be used to repay the debt
incurred and administration of the Agency.
Operating Expenditures by Fund Type
The City's budgeted operating expenditures total $78.3 million and are divided among
the five fund types.
1996-97 OPERATING EXPENDITURES
BY FUND TYPE
$78.3 MILLION
Internal Service Redevelopment
$7.7 $1.8
Enterprise
Funds
$19.8
General Fund
$41.3
Special
Revenue
$7.7
In millions
General Fund expenditures total $41.3 million and will be discussed in detail in the next
section. At $41.3 million the General Fund budget is balanced with revenues.
Operating expenditures for Enterprise funds total $19.8 million. These expenditures
are for the Carlsbad Municipal Water District, Sanitation and Solid Waste services, and
the City's municipal golf course.
The budget for Special Revenue funds is $7.7 million. Some examples of the special
revenue funds are Police Asset Forfeiture, Housing Section 8, assessment districts,
and CDBG entitlement/rehabilitation. Two new funds were added this year, the Senior
Trust Fund and the Housing Trust Fund.
The Internal Service funds budget is $7.7 million. These expenditures are for Health
Insurance, Workers' Compensation, General Liability Self Insurance, Vehicle
Maintenance and Replacement, and Information Systems.
The budget for Redevelopment Agency funds is $1.8 million. Redevelopment Agency
expenses include debt service, low and moderate income housing, and program
administrative costs.
Operating Expenditures by Program
Operating expenses are also totalled by program. At $78.3 million, the operating
budget represents a decrease of $3.6 million compared to the 1995-96 budget. The
graph below divides the operating budget into seven program areas.
O^ERATING^XPENDTTURES"
$78.3 MILLION
Mco
Total funding allocated for general government services for 1996-97 is $12.4 million, a
decrease of $654,000 from the 1995-96 budget. The category of general government
includes City Council, administrative departments located at City Hall, non-departmental
programs (such as community contributions and assessment services) and the following
internal service funds: information systems, health insurance, general liability, and
workers' compensation. The general government category also includes the Council's
contingency account which is available to Council for emergencies or unforeseen
program needs that arise during the year. The Contingency account this year is
budgeted at $625,000, an increase from the $544,000 budgeted in 1995-96, but still
significantly less than desired.
Public Safety services are funded at $17.2 million and include all the police and fire
programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs,
fire suppression, emergency medical services and disaster preparedness. The 1996-97
Public Safety budget includes the following new programs for police and fire:
• A fire fighter reserve program will augment current staffing, provide an
employment path, and expand community safety outreach programs.
• Alternate delivery for advanced life support will decrease the time it takes
to deliver advanced life support to the scene of an emergency by including
paramedic/firefighters on the fire engines.
• A school resource officer program will provide law enforcement and deter
crime on high school campuses located within the City of Carlsbad.
• Participation in the North County Gang Task Force will assist the City in
combating gang-related criminal activity in the City.
Community Development, with a budget of $7 million, provides the services that guide
and oversee the planning and development of Carlsbad as depicted in the City's
General Plan. The General Plan is the base document which 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.
Library and Cultural programs have a budget of $3.3 million which is 1% higher than the
previous year. The Library and Cultural programs are provided to a wide range of people
and assist in their education and cultural development. In addition to running one of the
most complete libraries in San Diego County, the City also provides numerous special
programs such as adult literacy, a summer arts camp for children and the award-winning
"Centra De Informacion", an outreach program for Spanish-speaking adults and
children.
Community Services provide many services to the citizens of Carlsbad including parks,
streets and facilities maintenance, solid waste management, and a variety of recreation
programs. The budget for these programs totals $13.4 million of which $2 million is
devoted to keeping the City streets and facilities in good working order and $3.6 million
is used to operate the park facilities and recreation programs.
Housing and Redevelopment activities support the redevelopment of Carlsbad's Village
Area and the creation of affordable housing within the Village Area and throughout the
City. The Housing and Redevelopment budget totals $5.8 million with the majority of the
funding coming from federal grants and property taxes collected on land within the
Village Area.
The cost for Water and Sanitation services is expected to total $19.2 million for the
1996-97 fiscal year. All of these expenses are paid by the customers using the
services. The City does not have any of its own water sources, thus, it purchases all of
its water from the San Diego County Water Authority. As such, the cost of the water is
largely dictated by the prices set by that agency. Sanitation services are provided
through a joint powers agency (JPA) which operates the Encina wastewater plant.
Carlsbad is one of six north county agencies which participate in that JPA.
GENERAL FUND
General Fund Revenues
The majority of the General Fund revenues are derived from taxes, which equal $27.6
million or 66% of the total. The graph below illustrates the sources of revenue to the
General Fund.
1996-97 GENERAL FUND REVENUES
$41.3 MILLION
LICENSES &
PERMTTS
$2.5 6%
CHARGES FOR
SERVICES
$3.8 9%
OTHER
REVENUE
$3.4 8%
SALES TAX
$11.6 28%
TRANSFER TAX
$0.3 1%PROPERTY TAX
$11.0 27%
SUBVENTIONS
$2.7 7%
FRANCHISE TAX
~" $1.4 3%
TRANSIENT TAX
~~ $3.3 8%
:EST
$1.3 3%
In millions
Sales taxes are the number one source of revenue for the General Fund. Sales taxes
are estimated to bring in $11.6 million for the 1996-97 fiscal year which is 28% of the
General Fund revenues. This is the second year that sales taxes have surpassed
property taxes as the City's largest single source of revenue. Automobile and
department store sales are significant contributors to the category of sales tax.
Property taxes, at $11.0 million, account for 27% of General Fund revenues. Property
tax revenues have been hard hit due to the decline in assessed property values and
the loss of $2.5 million in annual property taxes to the State of California. Transient
occupancy taxes, franchise taxes, and transfer taxes make up the remaining $5 million
in tax revenues collected by the City.
Other revenue sources in the General Fund are state subventions, licenses and
permits, charges for services, interest, and other revenue. These categories total
$13.7 million or 33% of the General Fund revenues.
State subventions are revenues which are collected by the State and allocated to the
City based on a formula. Examples of subventions include motor vehicle license tax
and home owner's exemption. Subventions total $2.7 million or 7% of the General
Fund revenues.
Licenses and permits account for $2.5 million, or 6%, of the General Fund revenue and
include construction permits and business licenses. Charges for services are estimated
to be $3.8 million or 9% of the total. Charges for services include fees for engineering,
planning, building, recreation, and property rentals.
Other revenue sources include interdepartmental charges, fines and forfeitures, and
reimbursements. Other revenue sources total $3.4 million or 8% of the General Fund
revenue. Interest earned on funds held and invested by the City represents totals $1.3
million or 3% of the total revenues.
General Fund Expenditures
The single largest fund in the budget is the General Fund, which provides the basic core
of City services. General Fund expenditures are balanced with the revenues at $41.3
million reflecting a $73,000 decrease from the 1995-96 budget. The following graph
depicts the allocations to the seven functional areas within the General Fund.
18
GENERAL FUND
1996-97 OPERATING BUDGET
$41.3 MILLION
General Public Comm. Library/ Comm. Non- Contingency
GoVt Safety Develop- Culture Services Department
ment al
The category of General Government contains the administrative departments of the
City such as the City Council, the City Attorney, City Clerk, City Manager's office,
Finance, Purchasing, and Human Resources. General Government expenditures for
1996-97 are $4.4 million, which is $176,000 less than the 1995-96 budget.
The Public Safety budget totals $16.7 million or 40% of the General Fund. The public
safety budget is 2% higher than the 1995-96 budget and reflects the new programs
such as the engine-based paramedic delivery system (or Alternate Delivery of Advanced
Life Support), the fire reserve program, and a new police officer to participate in the
North County Gang Task Force.
The Community Development budget of $7 million represents 17% of the General Fund
and is 5% lower than the 1995-96 budget. Much of the decrease in expenditures is due
to projects which were completed in fiscal year 1995-96 and will not continue into 1996-
97.
The Library/Culture budget is essentially the same as the 1995-96 budget at $2.8
million. Library/Culture expenditures are 7% of the General Fund budget.
The Community Services budget is $7.7 million which is an increase of 4% from the
1995-96 budget. The increase in budget for the Community Services department is due
to the Parks division which will be in charge of the ongoing maintenance of the new
Poinsettia Park.
The budget for non-departmental expenditures totals $2.1 million which is 5% of the
General Fund budget. The non-departmental budget includes the golf course transfer,
the Hosp Grove payment, property tax administration fees, the animal regulation
contract, community promotion, and other specific contracts and fees.
As previously mentioned the Council contingency account is budgeted at $625,000
which is $81,000 more than the 1995-96 adopted budget. In total the contingency
account amounts to 1.5% of the General Fund expenditures.
Balancing the Budget
City revenues are beginning to grow slowly and stabilize. While the 1996-97 budget
does show some growth in programs and services, the City has still not fully recovered
from the effects of the recession. The following strategies were some of those utilized to
balance the 1996-97 General Fund budget.
• No funds have been budgeted for eleven (11) positions, all of which are currently
vacant. Four unfunded positions are in engineering, two are in community services,
four are in the library, and one in fire.
• Alternate funding sources are being used to support former General Fund programs.
Police asset forfeiture funds are supporting all non-personnel costs for the DARE
and Juvenile Diversion programs, as well as the costs of the school resource
officers, a new program this year. Major street maintenance and repair programs
are supported through the Gas Tax and TransNet funds
• The budget for capital outlay items was limited.
Staffing
The 1996-97 budget includes a total of 526.5 permanent positions (both full time and 3A-
time positions) and 84.2 part-time positions (in full-time equivalents). Eleven positions
remain unfunded in the 1996-97 budget This means that the budgeted work force for
fiscal year 1996-97 is 515.5 permanent positions and 84.2 part-time. The City's policy is
to staff at a level that will meet the ongoing service demands of the various
departments.
10
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program (CIP) is a long-range planning
document which identifies current year projects as well as future capital needs and
sources of revenue. These funds are used for the construction of municipal facilities,
roads, traffic signals and parks. The Capital Improvement Program for 1996-97 totals
$27.8 million. Some of the notable capital projects included in the 1996-97 budget are
described below.
• The Carlsbad Boulevard Shore Protection seawall is funded with a state and federal
grant and is scheduled to receive a $3.3 million appropriation in 1996-97.
• Interstate 5 interchange construction includes a $4.3 million appropriation for the La
Costa Avenue interchange and $500,000 for the Cannon Road Interchange. The
1996-97 appropriation for these projects is from Community Facilities District No. 1.
• The Olivenhain Road widening project is scheduled for an additional $1.7 million
appropriation and Rancho Santa Fe Road will receive an additional $0.9 million from
the proposed Community Facilities District No. 2 funds.
• The Maerkle Dam Lining project will receive its final scheduled appropriation of $2.9
million.
• Sewer funding of $3.7 million reflects Carlsbad's share of the funding for the Encina
Wastewater Facility capital improvements.
• Civic projects total $0.9 of the 1996-97 capital appropriation and include updating
the design plans for the South Carlsbad Library, the Financial Information System,
public art for the Interstate 5 Interchanges, and ADA modifications at various
locations.
Debt Management Issues
As the City develops, the question of financing the necessary infrastructure becomes
more and more pervasive. 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 (COP's) to fund streets, buildings, sewer and water facilities, open space
acquisition and other infrastructure projects. The City is continually evaluating its
outstanding debt as well as potential future issues to insure that interest costs are kept
at a minimum and the uses of the bond funds are appropriate.
The table on the next page identifies the debt the City has issued, the outstanding
principal, the 1996-97 principal and interest payment and the scheduled year of payoff.
Of the total debt outstanding, only $6.9 million will be paid back with General Fund
monies.
11
Bond Name
1986 College Boulevard
Assessment District
1988 Hosp Grove
Certificates of Participation
1988 Palomar Airport Road
Assessment District
1988 CMWD
Certificates of Participation
1989Encina JPA
Sewer Expansion
1990 Alga Road
Assessment District
1993 Redevelopment
Tax Allocation Bonds
Totals
City of Carlsbad
Debt Outstanding
Original
Fund Bond Issue
Assessment District
General
Assessment District
Water Enterprise
Sewer Enterprise
Assessment District
Redevelopment
$
$
$
$
$
$
9
8
5
14
12
19
,570,250
,690,000
,133,940
,370,000
,689,800
,561,248
$ 15,495,000
$85,510,238
Outstanding
Principal
at 6/30/96
$
$
$
$
$
$
$
$
6,570
6,945
3,095
9,040
11,816
15,775
15,225
,000
,000
,000
,000
,666
,000
,000
68,466,666
1996-97
Payment
P&l
$
$
$
$1
$1
$1
$1
896
859
522
,524
,107
,728
,046
,425
,795
,097
,823
,542
,282
,177
Final
Payment
FY
2007
2009
2004
2004
2015
2012
2024
$7,685,141
Annual debt service payments from the General Fund average approximately $900,000.
The remaining debt will be repaid from water and sewer revenues and from property
owners benefiting from the improvements built with bond proceeds.
In addition to the existing issues, the City is considering using debt to fund several new
projects. These include the following:
Community Facilities District: In May, 1991, the City implemented a Mello-Roos
financing district, called Community Facilities District No. 1 (CFD). Approximately $109
million in Capital Projects will be financed using this mechanism. The South Carlsbad
Library is scheduled for construction in 1997-98. Available CFD cash balances will be
used to pay for the construction costs, and if necessary, a bond will be issued in the
approximate amount of $1.5 million. This project will proceed following a thorough
review of the City's capability to fund its operation and other issues.
Rancho Santa Fe Community Facilities District: A Community Facilities District is being
formed to improve Rancho Santa Fe Road and Olivenhain Road. The streets will be
widened to four lanes within Carlsbad from the City of San Marcos to the City of
Encinitas. Bonds may be issued to provide funds to construct the street expansion in
four phases, with the total construction cost of approximately $35 million. The City's
participation in this project is limited to $6 million which will be provided by CFD No. 1.
All other costs will be borne by the property owners.
12
Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf
course in the industrial corridor. Funding for the development of the course may be
provided through the use of COP's or other City-issued debt to be repaid from revenue
generated through the operation of the course. Various development options are being
considered, thus, the amount and timing of any debt issue is unknown.
The following pages will provide further detail by program and department for the
revenues, expenditures, staffing, and capital projects approved for fiscal year 1996-97.
13
CITY OF CARLSBAD
BUDGET SUMMARY
PROJECTED FUND BALANCES
FISCAL YEAR 1996-97
PROJECTED
BALANCE
PROGRAM AREA JULY 1 , 1 996
OPERATING BUDGET
General Government
Public Safety
Community Development
Library/Culture
Community Services
Housing and Redevelopment
Water and Sanitation
SUBTOTAL OPERATING $47,296,115
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1996-97 $92,027,358
1995-96 Continuing Appropriations
TOTAL OPERATING AND CAPITAL $139,323,473
ESTIMATED ADOPTED FUND
REVENUES BUDGET TRANSFERS
$12,448,628 ($690,000)
$17,215,401
$6,996,901
$3,271 ,824
$13,361,106
$5,778,388
$19,179,472
$79,418,875 $78,251,720 ($690,000)
$26,591,540 $27,802,618 $690,000
$106,010,415 $106,054,338 $0
PROJECTED
BALANCE
JUNE 30, 1997
$47,773,270
$91,506,280
($29,172,770)
$62,333,510
$110,106,780
FISCAL YEAR 1995-96
PROJECTED
BALANCE
PROGRAM AREA JULY 1, 1995
OPERATING BUDGET
General Government
Public Safety
Community Development
Library/Culture
Community Services
Housing and Redevelopment
Water and Sanitation
TOTAL $46,211,998
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1 995-96 $77,296,837
TOTAL OPERATING AND CAPITAL $123,508,835
ESTIMATED ESTIMATED FUND
REVENUES EXPENDITURES TRANSFERS
$11,357,056
$16,597,105
$6,783,890
$3,151,832
$13,285,248
$5,722,415
$18,220,093
$76,201,756 $75,117,639 $0
$30,007,155 $15,276,634 $0
$106,208,911 $90,394,273 $0
PROJECTED
BALANCE
JUNE 30, 1996
$47,296,115
$92,027,358
$139,323,473
14
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
ICITY COUNCIL I
EXECUTIVE ASSISTANT
TOTAL CITY COUNCIL
| CITY MANAGER |
CITY MANAGER
ASSISTANT CITY MANAGER
FINANCIAL MANAGEMENT DIRECTOR
ASSISTANT TO CITY MANAGER
SENIOR MANAGEMENT ANALYST
SECRETARY TO CITY MANAGER
ADMINISTRATIVE SECRETARY
TOTAL CITY MANAGER
[CITY TREASURER |
ASSISTANT TO THE TREASURER
TOTAL CITY TREASURER
| CITY CLERK |
INFORMATION SYSTEMS DIRECTOR
ASSISTANT CITY CLERK
MINUTES CLERK
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
OFFICE SPECIALIST II
TOTAL CITY CLERK
| INFORMATION SYSTEMS |
INFORMATION SYSTEMS DIRECTOR
INFORMATION SYSTEMS MANAGER
SYSTEMS ANALYST
PROGRAMMER/OPERATOR
NETWORK SPECIALIST II
ADMINISTRATIVE SECRETARY
TOTAL INFORMATION SYSTEMS
| CITY ATTORNEY |
CITY ATTORNEY
ASSISTANT CITY ATTORNEY
DEPUTY CITY ATTORNEY
SECRETARY TO CITY ATTORNEY
ADMINISTRATIVE SECRETARY
TOTAL CITY ATTORNEY
1995-96
NUMBER
ALLOCATED
1
1
1
1
1
1
1
1
2
8
0.75
0.75
0
1
1
0.6
2
0
4.6
1
1
1
1
1
0.4
5.4
1
1
1
1
1
5
OVER
(UNDER)
1996-97 1995-96
BUDGET ALLOCATED
1
1
1
1
1
1
1
1
2
8
0.75
0.75
0
1
1
0.6
2
0
4.6
1
1
1
1
1
0.4
5.4
1
1
1
1
1
5
0
0
0
0
0
0
15
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
[FINANCE
FINANCE DIRECTOR
ASSISTANT FINANCE DIRECTOR
SENIOR MANAGEMENT ANALYST
ACCOUNTING SUPERVISOR
SENIOR ACCOUNTANT
ACCOUNTANT
ACCOUNT CLERK II
ACCOUNTING OFFICE ASSISTANT
ADMINISTRATIVE SECRETARY
TOTAL FINANCE
| RISK MANAGEMENT
RISK MANAGER
ADMINISTRATIVE SECRETARY
HOURLY FULL TIME EQUIVALENTS
TOTAL RISK MANAGEMENT
[PURCHASING
PURCHASING OFFICER
SECRETARY
BUYER
MESSENGER
HOURLY FULL TIME EQUIVALENTS
TOTAL PURCHASING
| HUMAN RESOURCES
HUMAN RESOURCES DIRECTOR
HUMAN RESOURCES MANAGER
HUMAN RESOURCES ASSISTANT
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL HUMAN RESOURCES
| POLICE
POLICE CHIEF
SENIOR MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
SECRETARY
POLICE CAPTAIN
POLICE LIEUTENANT
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
COMMUNICATIONS SUPERVISOR
RECORDS SUPERVISOR
COMMUNICATION OPERATOR II
POLICE RECORDS SPECIALIST II
PUBLIC SAFETY SYSTEMS SPECIALIST
JUVENILE JUSTICE PROGRAM COORD
CRIME PREVENTION TECHNICIAN
POLICE SERVICES AIDE
HOURLY FULL TIME EQUIVALENTS
TOTAL POLICE
1995-96
NUMBER
ALLOCATED
1
1
1
2
1
4
2
1
1
14
1
1
0.5
2.5
1
1
2
1
0.5
5.5
1
2
1
1
1
1
0.24
7.24
1
1
1
3
2
5
10
19
43
1
1
13
5
1
1
1
2
0.99
110.99
1996-97
BUDGET
1
1
1
2
1
4
2
1
1
14
1
1
0.5
2.5
1
1
2
1
0.5
5.5
1
2
1
1
1
1
0.5
7.5
1
1
1
3
2
5
10
21
44
1
1
13
5
1
1
1
2
0.64
113.64
OVER
(UNDER)
1995-96
ALLOCATED
0
0
0
0.26
0.26
2
1
-0.35
2.65
16
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
IFIRE
FIRE CHIEF
DIVISION CHIEF
FIRE BATTALION CHIEF
FIRE CAPTAIN
FIRE CAPTAIN SPECIALIST
FIRE ENGINEER
FIRE FIGHTER
PARAMEDIC-FIRE FIGHTER
FIRE PREVENTION OFFICER II
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
SECRETARY
TOTAL FIRE
(BUILDING INSPECTION
PRINCIPAL BUILDING INSPECTOR
SENIOR BUILDING INSPECTOR
BUILDING INSPECTOR II
BUILDING INSPECTOR I
CODE ENFORCEMENT OFFICER II
CODE ENFORCEMENT OFFICER I
BUILDING TECHNICIAN II
BUILDING TECHNICIAN I
SENIOR OFFICE SPECIALIST
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL BUILDING INSPECTION
ICOMM DEVELOPMENT ADMINISTRATION
COMMUNITY DEVELOPMENT DIRECTOR
MUNICIPAL PROJECT MANAGER
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST I
TOTAL COMM DEV ADMINISTRATION
| ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT MANAGER
TOTAL ECONOMIC DEVELOPMENT
[GEOGRAPHIC INFORMATION
GEOGRAPHIC INFO SYSTEM COORD
HOURLY FULL TIME EQUIVALENTS
TOTAL GEOGRAPHIC INFORMATION
1995-96
NUMBER
ALLOCATED
1
2
3
18
1
18
9
21
3
1
1
1
79
1
2
2
1
1
1
0
1
1
1
0.13
11.13
I
1
1
1
1
4
I
1
1
1
0.5
1.5
1996-97
BUDGET
1
2
3
18
1
18
6
24
3
1
1
1
79
1
2
3
0
1
1
1
0
1
1
1
12
1
1
1
1
4
1
1
1
0.5
1.5
OVER
(UNDER)
1995-96
ALLOCATED
-3
3
0
1
-1
1
-1
0.87
0.87
0
0
0
17
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
IENGINEERING
CITY ENGINEER
ASSISTANT CITY ENGINEER
TRAFFIC ENGINEER
PRINCIPAL CIVIL ENGINEER
PRINCIPAL CONSTRUCTION INSPECTOR
SENIOR CONSTRUCTION INSPECTOR
SENIOR ENGINEERING INSPECTOR/WD
CONSTRUCTION INSPECTOR II
ASSOCIATE ENGINEER
ENGINEERING TECHNICIAN II
SENIOR MANAGEMENT ANALYST
MANAGEMENT ANALYST
MANAGEMENT ASSISTANT
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
TOTAL ENGINEERING
| GROWTH MANAGEMENT
SENIOR MANAGEMENT ANALYST
TOTAL GROWTH MANAGEMENT
| PLANNING
PLANNING DIRECTOR
ASSISTANT PLANNING DIRECTOR
SENIOR MANAGEMENT ANALYST
PRINCIPAL PLANNER
SENIOR PLANNER
ASSOCIATE PLANNER
ASSISTANT PLANNER
PLANNING TECHNICIAN II
PLANNING TECHNICIAN I
GRAPHIC TECHNICIAN
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
HOURLY FULL TIME EQUIVALENTS
1995-96
NUMBER
ALLOCATED
1
1
1
4
1
2
2
3
12
5
1
1
2
1
4
41
1
1
1
1
1
2
4
7
0
1
1
1
1
3
1
1996-97
BUDGET
1
1
1
4
1
2
2
3
12
5
1
1
2
1
4
41
1
1
1
1
1
2
4
7
0
3
0
0
1
3
1
OVER
(UNDER)
1995-96
ALLOCATED
0
0
2
-1
-1
TOTAL PLANNING 24 24
18
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
| LIBRARY |
LIBRARY DIRECTOR
ASSISTANT LIBRARY DIRECTOR
MANAGEMENT ANALYST
GRAPHIC ARTIST
ACCOUNT CLERK II
ACCOUNTING TECHNICIAN
SENIOR CIRCULATION SUPERVISOR
LIBRARY ASSISTANT II
LIBRARY ASSISTANT I
SENIOR LIBRARIAN
LIBRARIAN II
LIBRARIAN I
MEDIA PROGRAM SPECIALIST
COMMUNITY LIBRARY SERVICES SUPERV
LIBRARY SERVICES SPECIALIST
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL LIBRARY
[CULTURAL ARTS I
ARTS MANAGER
COMMUNITY ARTS COORDINATOR
ADMINISTRATIVE SECRETARY
HOURLY FULL TIME EQUIVALENTS
TOTAL CULTURAL ARTS
| COMMUNITY SERVICES |
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR
ADMIN SERVICES/PROJECTS MANAGER
SENIOR MANAGEMENT ANALYST
PARK DEVELOPMENT COORDINATOR
ADMINISTRATIVE SECRETARY
SECRETARY
OFFICE SPECIALIST II
TOTAL ADMINISTRATION
PARK MAINTENANCE
PARK SUPERINTENDENT
PARK SUPERVISOR
PARK MAINTENANCE WORKER III
PARK MAINTENANCE WORKER II
PARK MAINTENANCE SPECIALIST
HOURLY FULL TIME EQUIVALENTS
TOTAL PARK MAINTENANCE
1995-96
NUMBER
ALLOCATED
1
1
1
1
0
1
1
8
2.75
6
4
1
1
0.75
1
1
1
33.89
66.39
1
1
1
0.5
3.5
1
1
1
1
2
1
0.75
7.75
1
1
5
9.75
1
2.5
20.25
1996-97
BUDGET
1
1
1
1
0
1
1
8
2.75
6
4
1
1
0.75
1
1
1
34
66.50
1
1
1
0.74
3.74
1
1
1
1
2
1
0.75
7.75
1
1
5
9.75
1
4.3
22.05
OVER
(UNDER)
1995-96
ALLOCATED
0.11
0.11
0.24
0.24
0
1.8
1.8
19
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
TREE MAINTENANCE
PARK SUPERVISOR
TREE TRIMMER LEADWORKER
TREE TRIMMER II
TREE TRIMMER I
HOURLY FULL TIME EQUIVALENTS
TOTAL TREE MAINTENANCE
MEDIAN MAINTENANCE
PARK SUPERVISOR
PARK MAINTENANCE WORKER II
PARK MAINTENANCE WORKER I
HOURLY FULL TIME EQUIVALENTS
TOTAL MEDIAN MAINTENANCE
RECREATION
RECREATION SUPERINTENDENT
RECREATION SUPERVISOR II
RECREATION SUPERVISOR I
RECREATION SPECIALIST I
RECREATION ASSISTANT
AQUATIC SUPERVISOR
AQUATIC SPECIALIST
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL RECREATION
SENIOR PROGRAM
SITE MANAGER
SENIOR COORDINATOR
SECRETARY
HOURLY FULL TIME EQUIVALENTS
TOTAL SENIOR PROGRAM
STREET MAINTENANCE
STREET MAINTENANCE SUPERINTENDENT
STREET MAINTENANCE SUPERVISOR
STREET MAINTENANCE WORKER III
STREET MAINTENANCE WORKER II
MAINTENANCE WORKER I
HOURLY FULL TIME EQUIVALENTS
TOTAL STREET MAINTENANCE
STREET LIGHTING
ADMIN COORDINATOR - SPECIAL DISTRICTS
SENIOR ELECTRICIAN
ELECTRICIAN
ENGINEERING TECHNICIAN II
HOURLY FULL TIME EQUIVALENTS
TOTAL STREET LIGHTING
1995-96
NUMBER
ALLOCATED
0.5
2
2
1
1.5
7
0.5
1
1
0.8
3.3
1
3
3
0
2.25
1
0.75
3
28.74
42.74
1
1
1
5.73
8.73
1
2
6
11
3
0
23
1
1
1
1
0
4
1996-97
BUDGET
0.5
2
2
1
1.5
7
0.5
1
1
1
3.5
1
3
3
0
2.25
1
0.75
3
30.78
44.78
1
1
1
5.67
8.67
1
2
6
11
0
1
21
1
1
1
1
0
4
OVER
(UNDER)
1995-96
ALLOCATED
0
0.2
0.2
2.04
2.04
-0.06
-0.06
-3
1
-2
0
20
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
FACILITIES MAINTENANCE
BUILDING MAINT SUPERINTENDENT
BUILDING MAINT SUPERVISOR
SENIOR BUILDING MAINT WORKER
BUILDING MAINT WORKER II
CUSTODIAN II
CUSTODIAN
HOURLY FULL TIME EQUIVALENTS
TOTAL BUILDING MAINTENANCE
SOLID WASTE
MANAGEMENT ANALYST
TOTAL SOLID WASTE
VEHICLE MAINTENANCE
FLEET SUPERINTENDENT
EQUIPMENT MECHANIC SUPERVISOR
EQUIPMENT MECHANIC II
ACCOUNTING TECHNICIAN
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL FLEET OPERATIONS
TOTAL COMMUNITY SERVICES
1995-96
NUMBER
ALLOCATED
1
1
1
2
1
9
0.03
15.03
0.75
0.75
1
1
4
1
1
0.5
8.5
141.05
1996-97
BUDGET
1
1
1
2
1
9
0.03
15.03
0.75
0.75
1
1
4
1
1
0.5
8.5
143.03
OVER
(UNDER)
1995-96
ALLOCATED
0
0
0
1.98
[HOUSING AND REDEVELOPMENT
HOUSING & REDEVELOPMENT DIR
SENIOR MANAGEMENT ANALYST
HOUSING ASSISTANT
MANAGEMENT ANALYST
HOUSING PROGRAM MANAGER
HOUSING SPECIALIST II
HOUSING SPECIALIST I
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
1 1
2 2
1 1
1 1
1 1
1 1
1 1
1 1
1 1
TOTAL HOUSING & REDEVELOPMENT 10 10
21
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
1995-96
NUMBER
ALLOCATED
1996-97
BUDGET
OVER
(UNDER)
1995-96
ALLOCATED
[WATER ENTERPRISE
WATER OPERATIONS
GENERAL MANAGER
DISTRICT ENGINEER
ADMINISTRATIVE MANAGER
OPERATIONS SUPERINTENDENT
WATER MAINTENANCE SUPERVISOR
MANAGEMENT ANALYST
ASSOCIATE ENGINEER
CONSTRUCTION/MAINT SUPERVISOR
CONSTRUCTION/MAINT WORKER II
ENGINEERING OFFICE ASSISTANT II
ACCOUNTING SUPERVISOR
ACCOUNTING TECHNICIAN
ACCOUNT CLERK II
ACCOUNT CLERK I
ENGINEERING TECHNICIAN I
ENGINEERING TECHNICIAN III
ENGINEERING SECRETARY
EQUIPMENT OPERATOR
FACILITY MAINT LEADWORKER
METER SERVICES WORKER III
METER SERVICES WORKER II
METER SERVICES WORKER I
CROSS CONNECTION CONTROL TECH
SR CONSTRUCTION/MAINT WORKER
SENIOR SYSTEMS OPERATOR
STOREKEEPER
WATER CONSERVATION SPECIALIST
SYSTEMS OPERATOR II
UTILITY WORKER I
VALVE TECHNICIAN
VALVE MAINTENANCE WORKER
SENIOR VALVE TECHNICIAN
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST I
1
1
1
1
2
1
3
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
1
1
4
2
1
1
0
1
2
1
1
1
1
2
1
3
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
1
1
4
2
1
1
0
1
2
TOTAL WATER OPERATIONS
RECLAIMED WATER
ENGINEERING TECHNICIAN II
43 43
TOTAL RECLAIMED WATER
TOTAL WATER ENTERPRISE
1
44
1
44
22
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
1995-96
NUMBER
ALLOCATED
1996-97
BUDGET
OVER
(UNDER)
1995-96
ALLOCATED
SANITATION ENTERPRISE
MAINTENANCE SUPERINTENDENT
SANITATION SUPERVISOR
METER SERVICE WORKER II
UTILITY MAINTENANCE WORKER III
UTILITY MAINTENANCE WORKER II
SANITATION SYSTEMS OPERATOR III
SANITATION SYSTEMS OPERATOR II
OFFICE SPECIALIST II
TOTAL SANITATION
GRAND TOTAL LABOR FORCE
12
604.55
12
610.66 6.11
TOTAL LABOR FORCE BY TYPE OF PERSONNEL:
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
519.00
7.50
78.05
604.55
519.00
7.50
84.16
610.66
0
0
6.11
6.11
23
CITY OF CARLSBAD
Miscellaneous Statistical Information
1995-96
Date of Incorporation
Type of City
Form of Government
Area
Population (as of the 1/1/96 census)
Assessed Valuation
Number of Street Lights
Miles of Streets
Fire Protection:
Number of Stations
Number of Firefighters & Officers
Police Protection:
Number of Stations
Number of Sworn Police Officers
Municipal Water District:
Number of Customers
Number of Water Connections
Average Daily Consumption
Miles of Lines and Mains
Miles of Sewers
Recreation and Culture:
Number of Parks (Improved and Special Use Areas)
Area of Parks (Including Open Space)
Number of Pools
Number of Libraries
Number of Volumes
Total Number of Full Time City Employees
July 16, 1952
General Law
Council/Manager
42.19 sq. miles
68,221
$ 6,099,860,572
4,744
227
6
75
1
80
56,000
17,600
12.78 million gallons
325
115
34
433 acres
1
2
225,000
519
24
1
bs
1996-97 OPERATING BUDGET
Overview
The 1996-97 operating budget for the City of Carlsbad totals $78.3 million with
revenues for the year estimated at $79.4 million. General Fund revenues and
expenditures are balanced at $41.3 million. The budget message which follows will
summarize the operating revenues, expenditures, and important issues facing the City
in the forthcoming 1996-97 fiscal year. Discussion is focused on the General Fund as it
contains discretionary revenues that fund the basic core of City services. This should
not diminish the importance of the other operating funds, as they too contribute to the
array of services available within Carlsbad.
The beginning of the 1990's marked a major change in the City of Carlsbad's
economics and budgeting strategies. Throughout most of the 1980's, the City had been
experiencing tremendous growth and a steadily increasing revenue stream. The
challenge at that time was to provide programs and services to keep up with the
increasing demands from a growing population. In 1990-91, the City began to see its
revenues slow as a very deep recession took hold in California. Property values
tumbled, sales taxes dipped and development all but stopped throughout much of the
State. The effect on Carlsbad's revenues was dramatic, especially in light of the double
digit growth experienced in previous years.
The State of California was also experiencing shortfalls in revenues during this time and
chose to balance its budget with cities' and other agencies' revenues. During fiscal
years 1993 and 1994, the State took over $2.5 million in property taxes from the City of
Carlsbad. This was a permanent reduction in revenues and one from which the City
has not yet recovered. As a result of the recession and the State's raid on City funds,
the City has faced the constant dilemma of how to provide the high level of services
expected by its citizens with less and less available revenues.
The last two fiscal years have brought some relief to the budget woes. Although
property taxes continue to lag, there has been a noticeable increase in development
which is reflected in the development-related revenues. Also, the State has seen some
positive changes in its revenues and, so far, there have been no further raids on City
property taxes or other revenues sources. However, even with the ending of the
recession, it will take the City many years to recover from the losses in the early 1990's.
As we enter fiscal year 1996-97, the City's operating revenues are beginning to recover,
but not fast enough to be able to offset all the one-time sources used in the past to
balance the budget. There has not been any significant growth in total revenues to the
General Fund for many years. This has challenged the City each year to find methods
to balance the needs of the current programs with the available revenue stream.
25
Budgetary Policies
An analysis of the local economy at the beginning of the budget process indicated that
the City should expect minimal growth in revenues for 1996-97 compared to projections
for fiscal year 1995-96. This required expenditures to be contained with only small
increases for new programs or services. In order to accomplish this goal, a base
budget was established for each department which excluded any amounts carried over
from previous years and was increased for certain known factors. Each department
was given the direction to maintain the bottom-line total. In order to arrive at this goal,
departments prepared their budgets within the following guidelines:
> Departments were provided a base budget figure. The base budget was an
approximation of the adopted budget for each department from fiscal year 1995-96,
excluding capital outlay and adjusted as detailed below.
> Base budget figures were adjusted for increases due to step increases, approved
salary increases, and revised assessments for Information Systems, Workers'
Compensation, Liability Self Insurance, Vehicle Maintenance and Vehicle
Replacement Funds.
> Increased costs were required to be offset by reductions elsewhere so that the
adjusted base figure would remain the same.
> New programs or increases in service levels could be proposed if requested as part
of Council's goal-setting process or mandated at the federal, state, or local level.
> No increase in fees or other charges for services were assumed.
> Capital outlay requests were submitted along with the departmental budgets but
were considered outside of the adjusted base figure.
> Departments were encouraged to use the most effective and efficient service
delivery methods within the base budget.
The use of these guidelines resulted in a 1996-97 operating budget of $78.3 million, a
decrease of $3.6 million from the current 1995-96 budget. Eleven (11) positions will not
be funded in the 1996-97 budget, down from fifteen in the previous year. All of the
unfunded positions are in General Fund programs. The Council Contingency account
is budgeted at $625,030 which is up from the $544,000 budgeted in the 1995-96
adopted budget, but still below the $1 to $2 million budgeted in pre-recessionary years.
This account is available to the City Council to address unanticipated emergencies or
unforeseen program needs.
26
Revenue
The following table shows the total operating revenues the City anticipates receiving for
1995-96, as well as those estimated for 1996-97.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
REVENUE SUMMARY
BY FUNCTION
(In Millions)
PROJECTED
1995-96
39.7
8.1
19.7
7.0
1.7
76.2
ESTIMATED
1996-97
41.3
8.3
20.4
7.7
1.7
79.4
DIFFERENCE
1.6
0.2
0.7
0.7
0.0
3.2
% CHANGE
4.1%
2.5%
3.6%
10.0%
0.0%
4.3%
Revenue estimates for the operating budget indicate that the City will receive a total of
$79.4 million, a $3.2 million increase over the current year projections. The majority of
the increase can be attributed to the General fund up $1.6 million. This fund will be
discussed later in this report. Revenues for all other groupings are expected to remain
relatively flat.
General Fund revenues provide a representative picture of the local economy. These
revenues are of particular interest as these resources fund basic City services such as
Police, Fire, Library, Street Maintenance and Park and Recreation programs. The table
below shows a summarized outlook for the major General Fund revenues.
SIGNIFICANT REVENUES
TO
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
DEVELOPMENT RELATED REVENUES
ALL OTHER REVENUES
TOTAL GENERAL FUND REVENUE
THE GENERAL FUND
(In Millions)
PROJECTED
1995-96
10.9
11.3
3.2
2.6
11.7
39.7
ESTIMATED
1996-97
11.0
11.6
3.4
2.7
12.6
41.3
DIFFERENCE
0.1
0.3
0.2
0.1
0.9
1.6
% CHANGE
0.9%
2.7%
6.2%
3.8%
7.7%
4.1%
27
Throughout Carlsbad's history, property taxes have always been the largest source of
revenue for the General Fund. However, due to the permanent loss of property taxes
to the State and the deflation of real estate values, property taxes fell from a high of
approximately $13.5 million in 1991-92 to an estimated $11 million for fiscal year 1996-
97. Property taxes represent 27% of the total General Fund revenue and show a small
increase from the 1995-96 estimate. Although property values seem to have stabilized
from their downward movement over the past several years, no appreciable recovery of
property values has occurred and future recovery is expected to be very slow.
Sales tax is now the single largest revenue source to the General Fund representing
28% of the fund. Sales taxes are estimated at $11.6 million for 1996-97, an increase of
2.7% or $300,000 over the projected 1995-96 receipts. This estimate includes
approximately $310,000 that is restricted to spending on public safety services under
Proposition 172. Proposition 172 required that the 1/2 cent increase in California sales
taxes be deposited to newly created state and local public safety trust funds and
allocated to local agencies to fund public safety services.
The next most significant General Fund revenue is the Transient Occupancy Tax which
is estimated at $3.4 million for 1996-97, an increase of 6.2% over 1995-96 estimates.
Tourism receipts in Carlsbad have been on the upswing in 1995-96 and are expected to
continue their growth through 1996-97. This growth follows three years of relatively flat
revenues and is consistent with many other cities in San Diego County.
Development within Carlsbad saw a sudden upward turn in 1994-95 with growth in
revenues of 65% over the previous year. This level of development has been sustained
for the most part throughout 1995-96 and is expected to continue in 1996-97. The
1995-96 development related revenues, which include planning, engineering and
building department fees as well as construction permits and the license tax on new
construction, are expected to come in approximately $400,000 higher than originally
budgeted. The projections for 1996-97 show a 3.8% increase in these revenues for a
total combined revenue projection of $2.7 million.
All other revenues include franchise taxes, transfer taxes, vehicle license fees,
ambulance fees, recreation fees, and other charges and fees. Also incorporated into
this category is a reimbursement from the Public Employees Retirement System
(PERS) for overpayments in previous years amounting to $775,000 and a transfer into
the General fund from the General Liability fund of $100,000 due to lower than
expected claims.
Special Revenue Fund revenues total $8.3 million which is $200,000 or 2.5% more than
those projected for 1995-96. The types of functions supported within Special Revenue
Funds include programs funded by specific revenue streams such as Section 8 Housing
Assistance, Community Development Block Grants (CDBG), maintenance assessment
districts, and Gas Tax street maintenance. The Special Revenue Fund accounting for
most of the increase in this category is the Senior Trust Fund. This is the first year that
the Senior Trust Fund is included in the budget as it was previously shown as an
agency fund. This special revenue fund was established to account for donations and
programs for the senior citizens of Carlsbad.
28
Enterprise Fund revenue for 1996-97 is projected at $20.4 million, up $700,000 or 3.6%
over 1995-96 projections. Enterprise Funds are similar to a business in that rates are
charged to support the operations which supply the service. Examples of Carlsbad
enterprises include the water and sanitation services, and solid waste management.
Water Operations revenues show an increase of 1.6%, or $212,000, based on an
anticipated increase in water sales of 500 acre feet . A water rate study is currently
underway and the results of the study will assist in determining the amount and nature
of any necessary rate increases. Reclaimed water revenues are also projected to
increase in 1996-97 by $50,000. Sanitation operating revenues, at $4.9 million, are
essentially equal to the 1995-96 projections.
The revenues to the Golf course enterprise fund show an increase of $450,000 which
represents the proposed transfer of funds from the General fund. These amounts are
needed to pay the taxes, assessments and maintenance costs on the land purchased
for the future municipal golf course. All necessary land has been purchased and
development planning is underway. The payments to support this project had been
made from the General fund balance in previous years rather than from operating
revenues due to financial constraints.
Internal Service Funds show an estimated revenue of $7.7 million for 1996-97, an
increase of $700,000, or 10% over 1995-96 projections. Internal Service Funds provide
services within the City itself and include programs such as the self insurance funds for
Workers' Compensation and Liability Insurance, as well as Information Systems and
Vehicle Maintenance. Departments pay for services provided by these funds. The
Internal Service Fund demonstrating the largest revenue increase is the Health
Insurance fund, up $407,000 or 23.4%. The increase is largely attributed to the
inclusion of the amounts paid under the Kaiser insurance plan whereas in previous
years, only the Northwestern insurance expenses were included. The increase can be
seen both in the revenues and the expenditures. All other revenues to the fund have
remained stable. Information systems revenues have also increased due to increases
in the services provided to the departments.
Redevelopment revenues are estimated at 1995-96 levels of $1.7 million. The tax
increment on property values has not exhibited any signs of growth over the past three
years, and is expected to remain unchanged for 1996-97.
29
Expenditures
Proposed City operating expenditures for 1996-97 total $78.3 million which represents a
decrease of $3.6 million, or 4.4% from the current 1995-96 budget as shown in the
table below.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET EXPENDITURE SUMMARY
(In Millions)
BUDGET
1995-96
41.4
10.4
19.6
8.7
1.8
81.9
BUDGET
1996-97
41.3
7.7
19.8
7.7
1.8
78.3
DIFFERENCE
(0.1)
(2.7)
0.2
(1.0)
0.0
(3.6)
% CHANGE
-0.2%
-26.0%
1.0%
-11.5%
0.0%
-4.4%
General Fund expenditures show a $100,000, or 0.2% decrease, from the current
1995-96 budget to the 1996-97 budget. Balancing the 1996-97 General Fund budget
entailed the use of the following strategies which are profiled below.
> Eleven (11) positions are not funded. The unfunded positions are vacant and
represent no layoffs of existing staff. The unfunded positions now include four
(4) positions in the Library, four (4) positions in Engineering, two (2) positions in
Community Services, and a management analyst in the Fire department.
> This is the fourth year that alternate funding sources have been used to support
some General Fund programs. Police Asset Forfeiture funds are supporting all
maintenance and operation costs of the DARE and Juvenile Diversion programs
as well as all costs of the school resource officers, a new program this year.
Major street maintenance and repair programs are supported through the Gas
Tax and TransNet revenues.
> Payment to the Golf Course fund has been included in the General Fund budget
for 1996-97 in the amount of $470,000. This had previously been accomplished
through transfers from the General fund balance.
> Capital outlay expenses totaling approximately $274,000 have been funded
within the General Fund budget.
30
New Programs and Increased Service Levels
For the first time since the recession, the General fund has had sufficient revenues to
support a small increase in programs and services levels. The following new programs
and/or increased service levels are included in the 1996-97 budget figures.
Poinsettia Park
Funding has been included for the ongoing maintenance of Poinsettia Park. The
majority of the maintenance expenses are for water, electricity, and contractual
services. Phase I of the park is expected to open by the end of the 1996 calendar year.
Expenses for the operation of adult softball and soccer leagues at Poinsettia Park are
also included. The expenditures for the Adult Sports Programs will be offset by team
registration fees.
Reserve Firefighter Program
A reserve firefighter program will be implemented to augment the current staffing,
provide an employment path, and expand community safety outreach programs. The
funding is for uniforms and personal protective equipment. The reserve program will
include up to 25 reservists who will work side-by-side with the City's firefighters and
perform the less-technical, non-emergency tasks.
Gang Task Force Detective
An additional senior police officer is budgeted for assignment to the North County Gang
Task Force. This detective will expand the City's capability in dealing with gang-related
problems in North County. As a participant in the North County Task Force, the
resources of the entire task force will be available to the City to target specific problems
in Carlsbad.
Alternate Delivery of Advanced Life Support
An alternate method of delivering Advanced Life Support (ALS) will be implemented in
1996-97. The new method will decrease the time it takes to deliver ALS to the scene of
an accident by placing a fully-trained paramedic on each fire engine. Currently the Fire
department has three ALS equipped engines and two ambulances. The City will now
convert to six ALS equipped engines and reclassify three of the nine firefighter positions
to paramedic/firefighters.
31
Other Funds
Special Revenue Funds show a decrease in anticipated spending of approximately $2.7
million, or 26% which is the net result of significant reductions in two programs offset by
increases in others. Gas Tax spending is projected to decline by $2.4 million as the
1995-96 budget contains a large amount of funds carried over from the previous years
to complete scheduled projects. In addition, the 1996-97 budget proposes funding $1.1
million for the street overlay program with TransNet money rather than with Gas Tax
funds.
The Street Lighting Maintenance Assessment District budget contains a decrease of
$350,000, or 33% and is due to the one-time costs to purchase street light fixtures from
SDG&E contained in the 1995-96 expenditure estimate. The only Special Revenue
fund showing a significant increase is the Police Asset Forfeiture fund. The Police
Asset Forfeiture fund includes a new program for School Resource Officers.
New Program in Asset Forfeiture - A School Resource Officer program is included for
La Costa Canyon and Carlsbad high schools. The goals of this program are to
maintain order in and around schools, to deter crime through enforcement, and to
create positive interaction among students, citizens, and educators. The program will
consist of two police officers, one assigned to each high school for the nine-month
school year. The two positions will be jointly funded with both the school districts for the
nine-month period.
Two new funds appear in the budget under the category of Special Revenue Funds.
These are the Senior Trust Fund and the Housing Trust Fund. The Senior Trust Fund
will track the transactions and donations for the Senior program. The Housing Trust
Fund reflects the administrative costs associated with the Inclusionary Housing
program.
Enterprise Funds show a budget increase of $200,000, or 1%, due mainly to increased
purchased water costs in both the Water Operations and the Reclaimed Water funds.
It is anticipated that there will be higher demand for water due to new development.
Internal Service Funds show a budget decrease of $1 million. The largest change is in
the Vehicle Replacement fund which shows a decrease of $831,000. The decrease is
the result of an unusually high budget over the last two years. This occurred as the City
has been catching up on purchases which were delayed due to budget cuts in previous
years. The budget for this fund normally fluctuates according to the vehicles
recommended for replacement in any given year.
The budget for Workers' Compensation Self Insurance has decreased by $260,000 or
23%. The 1995-96 budget includes an operating transfer into the General Fund which
is not budgeted for 1996-97.
The Redevelopment Agency budget has decreased for 1996-97 by $47,000, mainly the
result of a decrease in the administrative costs charged to the Low and Moderate
Income Housing budget.
32
Summary
While the 1996-97 budget does show some growth in programs and services for the
first time in many years, the City has still not fully recovered from the effects of the
recession. Revenues have stabilized and are beginning to grow slowly although one of
the largest sources, property taxes, has remained stagnant. In order to maintain the
high level of services expected by the citizens, the City has continued to use alternate
revenue sources to finance some General fund programs. As revenues grow they will
need to absorb these programs thus hindering the ability of the City to add services in
the future.
However, the economic outlook for Carlsbad is very positive. The Four Seasons resort
at Aviara is expected to open in 1997 and Legoland, a theme park for children, has
scheduled their opening for 1999. Another resort hotel and a community hotel are also
expected to be developed along with Legoland. In addition, the industrial corridor along
Palomar Airport Road has continued to grow and expand bringing in many new
businesses to Carlsbad. All of these will contribute to the future economic health of the
City.
33
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1995-96
FUND
UNRESERVED
BALANCE ESTIMATED
JULY 1,1995 REVENUES
PROJECTED
ESTIMATED FUND BALANCE
EXPENDITURES TRANSFERS JUNE 30, 1996
GENERAL FUND
SPECIAL REVENUE
POLICE ASSET FORFEITURE
HOUSING - SECTION 8
AUDIO-VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTITLEMENT/REHAB
SENIOR TRUST
HOUSING TRUST
ENTERPRISE
WATER OPERATIONS
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR *
LIABILITY SELF INSUR*
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL OPERATING FUNDS
12,877,307
1,255,900
144,600
82,500
3,366,600
447,400
31,300
1,145,000
430,800
321,600
0
25,660
0
835,034
8,042,000
362,900
5,201,000
126,500
420,000
862,736
1.881,438
1,615,580
(87,415)
3,981,872
569,625
56,800
1,537,337
677,924
$46,211,998
39,663,000
150,000
3,235,000
110,000
1,350,000
533,200
383,300
645,400
120,000
229,000
195,900
647,500
0
500,000
13,229,600
1,400,076
4,934,900
106,000
50,000
754,970
1,064,710
1 ,740,400
1,335,000
990,000
1 ,088,500
113,300
1,275,000
357,000
$76,201,756
39,431,813
457,902
3,238,094
143,500
1,469,500
515,003
337,710
555,423
4,500
284,200
196,583
672,001
0
0
12,940,828
1,183,033
4,096,232
143,615
470,000
956,600
717,960
1,832,832
1 ,304,300
1,093,500
1,260,190
589,800
1,049,100
173,420
$75,117,639
13,108,494
947,998
141,506
49,000
3,247,100
465,597
76,890
1,234,977
546,300
266,400
(683)
1,159
0
1,335,034
8,330,772
579,943
6,039,668
88,885
0
661,106
2,228,188
1,523,148
(56,715)
3,878,372
397,935
450,000 30,300
(450,000) 1,313,237
861,504
$0 $47,296,115
* Balances are less the expected reserves
34
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1996-97
FUND
PROJECTED
BALANCE ESTIMATED
JULY 1,1996 REVENUES
PROJECTED
ESTIMATED FUND BALANCE
EXPENDITURES TRANSFERS JUNE 30, 1997
GENERAL FUND 13,108,494 41,339,800 41,330,556
APPROPRIATION FROM FUND BALANCE
SPECIAL REVENUE
POLICE ASSET FORFEITURE
HOUSING - SECTION 8
AUDIO-VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTITLEMENT/REHAB
SENIOR TRUST FUND
HOUSING TRUST FUND
ENTERPRISE
WATER OPERATIONS
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
LIABILITY SELF INSUR
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL OPERATING FUNDS
947,998
141,506
49,000
3,247,100
465,597
76,890
1,234,977
546,300
266,400
(683)
1,159
0
1,335,034
8,330,772
579,943
6,039,668
88,885
0
661,106
2,228,188
1,523,148
(56,715)
3,878,372
397,935
30,300
1,313,237
861,504
$47,296,115
150,000
3,252,000
110,000
1 ,425,000
534,200
400,400
645,000
105,000
235,000
187,292
647,500
112,000
500,000
13,441,300
1,450,028
4,933,500
86,000
500,000
754,730
1,060,710
2,147,165
1,331,450
1,148,600
1,203,900
113,300
1,250,000
355,000
$79,418,875
552,728
3,245,086
105,500
483,000
539,678
380,605
712,885
304,500
341,200
187,292
654,000
112,000
108,599
13,359,492
1,269,770
4,550,210
115,496
475,000
864,900
1,117,160
2,145,500
1,337,600
988,500
1,199,760
567,362
1,074,700
128,641
$78,251,720
13,117,738
(690,000)
12,427,738
545,270
148,420
53,500
4,189,100
460,119
96,685
1,167,092
346,800
160,200
(683)
(5,341)
0
1,726,435
8,412,580
760,201
6,422,958
59,389
25,000
550,936
2,171,738
1,524,813
(62,865)
4,038,472
402,075
430,000 6,238
(430,000) 1,058,537
1,087,863
$0 $47,773,270
35
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1993-94 THROUGH 1996-97
DEPARTMENT
GENERAL FUND
GENERAL GOVERNMENT
CITY COUNCIL
CITY MANAGER
CITY CLERK
CITY ATTORNEY
FINANCE
CITY TREASURER
PURCHASING
HUMAN RESOURCES
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
ENGINEERING
PLANNING
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BUILDING INSPECTION
TOTAL COMMUNITY DEVELOPMENT
LIBRARY/CULTURE
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
TOTAL LIBRARY/CULTURE
1993-94 1994-95
ACTUALS ACTUALS
160,164 163,272
744,963 779,608
409,956 424,536
370,109 450,286
993,163 968,880
79,595 65,376
338,909 333,807
571,196 698,617
3,668,055 3,884,382
8,760,470 8,696,676
6,986,556 6,793,846
15,747,026 15,490,522
546,406 564,594
132,124 136,477
27,060 66,811
3,004,240 3,027,248
1,793,682 1,776,213
107,377 71,435
399 1,602
702,467 733,692
6,313,756 6,378,072
2,447,865 2,398,418
225,650 244,588
8,426 9,926
2,681,941 2,652,932
1995-96
ESTIMATED
EXPENDITURES
171,190
778,390
345,000
486,194
1,004,020
97,020
367,221
978,114
4,227,149
9,242,899
6,896,304
16,139,203
574,000
189,185
112,140
3,060,753
1,890,945
73,860
3,000
880,007
6,783,890
2,465,105
252,377
6,650
2,724,132
1995-96
BUDGET
172,489
801,219
443,862
519,341
1,128,466
115,134
369,119
984,738
4,534,368
9,320,985
6,973,948
16,294,933
615,700
231,838
170,102
3,281,239
2,095,334
78,597
3,000
886,238
7,362,048
2,505,974
265,663
6,650
2,778,287
1996-97
BUDGET
170,390
854,765
352,200
517,888
1,099,350
114,770
368,850
880,415
4,358,628
9,692,211
6,970,462
16,662,673
597,900
183,705
125,120
3,140,088
2,031,694
79,060
3,000
836,334
6,996,901
2,551,352
266,972
6,800
2,825,124
%INCR (DEC)
95-96 BUD
TO
96-97 BUD
-1.2%
6.7%
-20.7%
-0.3%
-2.6%
-0.3%
-0.1%
-10.6%
-3.9%
4.0%
0.0%
2.3%
-2.9%
-20.8%
-26.4%
-4.3%
-3.0%
0.6%
0.0%
-5.6%
-5.0%
1.8%
0.5%
2.3%
1.7%
36
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1993-94 THROUGH 1996-97
DEPARTMENT
COMMUNITY SERVICES
COMMUNITY SERVICES ADMIN
PARK MAINTENANCE
RECREATION
SENIOR PROGRAMS
STREET MAINTENANCE
FACILITIES MAINTENANCE
Major Facility Maintenance (Transfer)
TRAFFIC SIGNAL MAINT
TOTAL COMMUNITY SERVCIES
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB)
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
AUDIT
PROPERTY TAX ADMIN FEE
ANIMAL REGULATION CONTRACT
DUES & SUBSCRIPTIONS
MISC / TRANSFERS OUT
ASSESSMENT SERVICES
BOND SERVICES
GOLF COURSE TRANSFER
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
1993-94
ACTUALS
716,950
1,583,521
1,627,035
228,591
1,350,169
1,186,464
278,405
6,971,135
222,702
33,668
75,000
76,967
792,024
26,823
154,827
110,868
20,973
678,867
6,266
5,432
0
2,204,417
37,586,331
0
37,586,331
1994-95
ACTUALS
641,190
1,535,183
1,654,529
232,804
1,504,024
1,116,823
286,163
6,970,716
215,847
36,000
101,300
64,378
798,443
26,430
162,152
119,096
23,167
1,317,321
6,998
4,961
1,800,000
4,676,093
40,052,717
0
40,052,717
1995-96
ESTIMATED
EXPENDITURES
605,205
1,576,856
1,608,730
246,630
1,434,635
1,423,650
0
299,408
7,195,114
211,150
36,000
75,000
80,000
793,080
40,000
180,000
140,000
25,000
764,095
11,500
6,500
0
2,362,325
39,431,813
0
39,431,813
1995-96
BUDGET
619,604
1,616,139
1,628,970
248,539
1,492,384
1,464,745
0
331,889
7,402,270
242,663
36,000
75,000
80,000
802,500
71,416
180,000
140,000
25,000
808,345
20,525
6,500
0
2,487,949
40,859,855
544,000
41,403,855
1996-97
BUDGET
641,380
1,893,805
1,699,533
273,733
1,524,964
1,167,800
212,600
310,735
7,724,550
211,150
36,000
75,000
80,000
797,500
42,000
185,000
154,000
30,000
0
50,000
7,000
470,000
2,137,650
40,705,526
625,030
41,330,556
%INCR (DEC)
95-96 BUD
TO
96-97 BUD
3.5%
17.2%
4.3%
10.1%
2.2%
-20.3%
100.0%
-6.4%
4.4%
-13.0%
0.0%
0.0%
0.0%
-0.6%
-41.2%
2.8%
10.0%
20.0%
-100.0%
143.6%
7.7%
0.0%
-14.1%
-0.4%
14.9%
-0.2%
37
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1993-94 THROUGH 1996-97
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
HOUSING SECTION 8
AUDIO VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTITLEMENT/REHAB
SENIOR TRUST FUND
HOUSING TRUST FUND
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER OPERATIONS
RECLAIMED WATER
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
LIABILITY SELF INSURANCE
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
TOTAL INTERNAL SERVICE FUNDS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL REDEVELOPMENT
1993-94 1994-95
ACTUALS ACTUALS
604,628 425,156
2,796,679 3,023,020
93,327 146,256
1,593,540 816,674
546,742 503,530
277,490 279,718
528,069 589,281
154,215 3,111
313,138 284,083
189,757 194,514
1,177,361 533,751
—
—
8,274,946 6,799,094
11,875,831 11,854,051
637,860 836,573
3,974,627 4,262,927
112,282 116,701
0 402,518
16,600,600 17,472,770
789,247 1,050,204
1,100,916 282,270
1,856,038 1,831,993
1,267,296 1,211,752
542,631 664,594
725,300 744,848
6,281,428 5,785,661
590,094 601,575
1,091,749 1,368,296
101,496 67,730
1,783,339 2,037,601
1995-96
ESTIMATED
EXPENDITURES
457,902
3,238,094
143,500
1,469,500
515,003
337,710
555,423
4,500
284,200
196,583
672,001
—
—
7,874,416
12,940,828
1,183,033
4,096,232
143,615
470,000
18,833,708
956,600
717,960
1,832,832
1,304,300
1,093,500
1,260,190
7,165,382
589,800
1,049,100
173,420
1,812,320
1995-96
BUDGET
491,316
3,266,600
149,491
2,837,856
529,747
381,552
1,062,763
6,500
301,160
196,846
1,141,768
—
—
10,365,599
13,243,259
1,238,738
4,538,126
152,652
470,000
19,642,775
1,125,590
1,074,840
2,041,000
1,309,009
1,819,316
1,294,747
8.664,502
564,671
1,077,600
176,143
1,818,414
1996-97
BUDGET
552,728
3,245,086
105,500
483,000
539,678
380,605
712,885
304,500
341,200
187,292
654,000
112,000
108,599
7,727,073
13,359,492
1,269,770
4,550,210
115,496
475,000
19,769,968
864,900
1,117,160
2,145,500
1,337,600
988,500
1,199,760
7,653,420
567,362
1,074,700
128,641
1,770,703
%INCR (DEC)
95-96 BUD
TO
96-97 BUD
12.5%
-0.7%
-29.4%
-83.0%
1.9%
-0.2%
-32.9%
4584.6%
13.3%
-4.9%
-42.7%
100.0%
100.0%
-25.5%
0.9%
2.5%
0.3%
-24.3%
1.1%
0.6%
-23.2%
3.9%
5.1%
2.2%
-45.7%
-7.3%
-11.7%
0.5%
-0.3%
-27.0%
-2.6%
TOTAL OPERATING FUNDS 70,526,644 72,147,843
38
75,117,639 81,895,145 78,251,720 -4.4%
39
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
REVENUE SOURCE
GENERAL FUND |
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
TOTAL TAXES
LICENSES AND PERMITS
CONSTRUCTION PERMITS
BUSINESS LICENSES
LICENSE TAX-CONSTRUCTION
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
STATE SUBVENTIONS
VEHICLE IN-LIEU
OTHER
TOTAL STATE SUBVENTIONS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
PROPERTY RENTALS
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INTEREST
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
1994-95
$10,889,368
11,399,568
3,252,270
1,399,151
235,455
27,175,812
644,131
1,245,830
113,118
389,191
2,392,270
2,385,855
234,045
2,619,900
803,352
482,904
936,072
353,016
706,559
164,076
532,686
3,978,665
263,411
1,311,791
2,303,335
1,210,585
41,255,769
PROJECTED
REVENUE
1995-96
$10,900,000
11,300,000
3,200,000
1,430,000
250,000
27,080,000
700,000
1,400,000
50,000
390,000
2,540,000
2,400,000
200,000
2,600,000
550,000
480,000
800,000
310,000
700,000
175,000
480,000
3,475,000
240,000
1,200,000
1,800,000
728,000
39,663,000
ESTIMATED
REVENUE
1996-97
$11,000,000
11,610,000
3,350,000
1,460,000
260,000
27,680,000
650,000
1,400,000
75,000
385,000
2,510,000
2,450,000
210,000
2,660,000
700,000
450,000
800,000
340,000
745,300
160,000
600,000
3,795,300
270,000
1,300,000
1,800,000
1,324,500
41,339,800
AS%
OF FY 95-96
PROJECTED
0.9%
2.7%
4.7%
2.1%
4.0%
2.2%
-7.1%
0.0%
50.0%
-1.3%
-1.2%
2.1%
5.0%
2.3%
27.3%
-2.2%
0.0%
9.7%
6.5%
-8.6%
25.0%
9.2%
12.5%
8.3%
0.0%
81 .9%
4.2%
DIFFERENCE
1995-96 TO
1996-97
100,000
310,000
150,000
30,000
10,000
600,000
(50,000)
0
25,000
(5,000)
(30,000)
50,000
10,000
60,000
150,000
(10,000)
0
30,000
45,300
(15,000)
120,000
320,300
30,000
100,000
0
596,500
1,676,800
40
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
REVENUE SOURCE
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
GAS TAX
GAS TAX REVENUES
INTEREST
TOTAL
TREE MAINTENANCE
INTEREST
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
MISC REIMBURSEMENT
TOTAL
ACTUAL PROJECTED
REVENUE REVENUE
1994-95 1995-96
93,898 90,000
64,720 60,000
158,618 150,000
14,131 8,000
2,836,422 3,037,000
185,674 190,000
3,036,227 3,235,000
4,633 5,000
102,395 105,000
107,028 110,000
1,199,829 1,200,000
171,876 150,000
1,371,705 1,350,000
22,716 15,000
497,705 452,000
66,143 66,200
586,564 533,200
52 0
270,817 383,300
96 0
270,965 383,300
ESTIMATED
REVENUE
1996-97
90,000
60,000
150,000
8,000
3,054,000
190,000
3,252,000
5,000
105,000
110,000
1,225,000
200,000
1,425,000
10,000
458,000
66,200
534,200
0
400,400
0
400,400
AS%
OF FY 95-96
PROJECTED
0.0%
0.0%
0.0%
0.0%
0.6%
0.0%
0.5%
0.0%
0.0%
0.0%
2.1%
33.3%
5.6%
-33.3%
1.3%
0.0%
0.2%
0.0%
4.5%
0.0%
4.5%
DIFFERENCE
1995-96 TO
1996-97
0
0
0
0
17,000
0
17,000
0
0
0
25,000
50,000
75,000
(5,000)
6,000
0
1,000
0
17,100
0
17,100
41
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
REVENUE SOURCE
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
MISC REIMBURSEMENT
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS
INTEREST
GRANTS
TOTAL
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
CDBG ENTITLEMENT/REHAB
INTEREST
GRANT REVENUE
TOTAL
SENIOR TRUST FUND
INTEREST
DONATIONS
TOTAL
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
1994-95
58,792
60,000
618,349
10,340
747,481
21,237
99,997
121,234
14,034
331,273
345,307
106,083
86,275
192,358^==^=^=^=
862
1,710,815
1.711,677
0
0
0
0
0
0
8,649,164
PROJECTED
REVENUE
1995-96
50,000
40,000
550,400
5.000
645,400
20,000
100,000
120,000
6,000
223,000
229,000
109,900
86,000
195,900
500
647,000
647,500
0
0
0
45,000
455,000
500,000
8,099,300
ESTIMATED
REVENUE
1996-97
50,000
40,000
550,000
5,000
645,000
5,000
100,000
105,000
10,000
225,000
235,000
110,427
76,865
187,292
500
647,000
647,500
0
112,000
112,000
45,000
455,000
500,000
8,303,392
AS%
OF FY 95-96
PROJECTED
0.0%
0.0%
-0.1%
0.0%
-0.1%
-75.0%
0.0%
-12.5%
66.7%
0.9%
2.6%
0.5%
-10.6%
-4.4%
0.0%
0.0%
0.0%
0.0%
100.0%
100.0%
0.0%
0.0%
0.0%
2.5%
DIFFERENCE
1995-96 TO
1996-97
0
0
(400)
0
(400)
(15,000)
0
(15,000)
4,000
2,000
6,000
527
(9,135)
(8,608)
0
0
0
0
112,000
112,000
0
0
0
204,092
42
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
REVENUE SOURCE
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST & PORTFOLIO SERVICES
ENGINEERING & PLAN CHECK FEES
CONNECTION FEES
MISCELLANEOUS
TOTAL
RECLAIMED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECLAIMED WATER CREDITS
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS REIMB EXPEND
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS
TOTAL
SOLID WASTE MANAGEMENT
INTEREST & PORTFOLIO SERVICES
GRANTS/REBATES
RECYCLING FEE
MISCELLANEOUS
TOTAL
GOLF COURSE
INTEREST
TRANSFER FROM GENERAL FUND
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
1994-95
9,854,107
2,461,107
78,470
56,263
247,900
435,082
36,203
62,035
249,692
13,480,859
720,471
11,856
247,269
25,972
0
1,005,568
4,589,710
9,365
77,106
254,266
52,163
4,982,610
6,240
0
0
167,291
173,531
109,308
1,800,000
1,909,308
21,551,876
PROJECTED
REVENUE
1995-96
9,843,400
2,410,800
82,600
53,400
192,800
460,000
62,800
71,300
52,500
13,229,600
1,033,576
23,000
317,000
26,000
500
1,400,076
4,587,400
13,000
72,000
260,000
2,500
4,934,900
5,000
0
96,000
5,000
106,000
50,000
0
50,000
19,720,576
ESTIMATED
REVENUE
1 996-97
10,098,000
2,400,000
50,000
47,000
208,400
460,000
69,000
72,000
36,900
13,441,300
1,036,728
31,200
355,600
26,000
500
1,450,028
4,590,000
5,000
76,000
260,000
2,500
4,933,500
5,000
0
81,000
0
86,000
25,000
475,000
500,000
20,410,828
AS%
OF FY 95-96
PROJECTED
2.6%
-0.5%
-39.5%
-12.0%
8.1%
0.0%
9.9%
1.0%
-29.7%
1.6%
0.3%
35.7%
12.2%
0.0%
0.0%
3.6%
0.1%
-61.5%
5.6%
0.0%
0.0%
0.0%
0.0%
0.0%
-15.6%
-100.0%
-18.9%
-50.0%
100.0%
900.0%
3.5%
DIFFERENCE
1995-96 TO
1996-97
254,600
(10,800)
(32,600)
(6,400)
15,600
0
6,200
700
(15,600)
211,700
3,152
8,200
38,600
0
0
49,952
2,600
(8,000)
4,000
0
0
(1,400)
0
0
(15,000)
(5,000)
(20,000)
(25,000)
475,000
450,000
690,252
43
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
REVENUE SOURCE
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
SALE OF PROPERTY
TOTAL
INFORMATION SYSTEMS
INTEREST & PORTFOLIO SERVICES
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
1994-95
90,744
626,809
109,432
826,985
128,205
943,701
13,857
1,085,763
84,992
1,335,131
322,934
1,743,057
1,216,125
15,080
1,231,205
786,225
181,902
51,980
1,020,107
606
772,540
27,009
800,155
6,707,272
PROJECTED
REVENUE
1995-96
80,000
614,970
60,000
754,970
130,000
920,710
14,000
1,064,710
66,100
1,342,500
331,800
1,740,400
1 ,320,000
15,000
1,335,000
835,000
130,000
25,000
990,000
20,000
1,068,500
0
1,088,500
6,973,580
ESTIMATED
REVENUE
1996-97
80,000
614,730
60,000
754,730
130,000
920,710
10,000
1,060,710
88,165
1,702,000
357,000
2,147,165
1,301,450
30,000
1,331,450
973,600
130,000
45,000
1,148,600
20,000
1,183,900
0
1 ,203,900
7,646,555
AS%
OF FY 95-96
PROJECTED
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
-28.6%
-0.4%
33.4%
26.8%
7.6%
23.4%
-1.4%
100.0%
-0.3%
16.6%
0.0%
80.0%
16.0%
0.0%
10.8%
0.0%
10.6%
9.7%
DIFFERENCE
1995-96 TO
1996-97
0
(240)
0
(240)
0
0
(4,000)
(4,000)
22,065
359,500
25,200
406,765
(18,550)
15,000
(3,550)
138,600
0
20,000
158,600
0
115,400
0
115,400
672,975
44
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
REVENUE SOURCE
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
ACTUAL
REVENUE
1994-95
39,177
36,616
INTERESTS PORTFOLIO SERVICES (10,281)
MISCELLANEOUS
TOTAL
DEBT SERVICE
TAX INCREMENT
2,229
67,741
1,158,957
INTEREST & PORTFOLIO SERVICES 1 1 7,21 8
TOTAL
LOW AND MOD INCOME HSNG
TAX INCREMENT
1,276,175
289,739
INTEREST & PORTFOLIO SERVICES 49,577
MISCELLANEOUS
TOTAL
TOTAL REDEVELOPMENT FUNDS
174
339,490
1,683,406
PROJECTED
REVENUE
1995-96
40,000
71,300
0
2,000
113,300
1,200,000
75,000
1,275,000
300,000
55,000
2,000
357,000
1,745,300
ESTIMATED
REVENUE
1 996-97
40,000
71,300
0
2,000
113,300
1,200,000
50,000
1,250,000
300,000
55,000
0
355,000
1,718,300
AS%
OF FY 95-96
PROJECTED
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
-33.3%
-2.0%
0.0%
0.0%
-100.0%
-0.6%
-1 .6%
DIFFERENCE
1 995-96 TO
1 996-97
0
0
0
0
0
0
(25,000)
(25,000)
0
0
(2,000)
(2,000)
(27,000)
TOTAL OPERATING $79,847,488 $76,201,756 $79,418,875 4.2%$3,217,119
45
46
GENERAL GOVERNMENT
PROGRAM: GENERAL GOVERNMENT
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CONTINGENCY
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 3,167,668
6,401,946
593,829
91,177
$ 10,254,620
52.00
0.00
1994-95
ACTUAL
$ 3,278,801
4,489,195
340,000
65,580
$ 8,173,576
52.00
1.82
1995-96
BUDGET
$ 3,509,770
7,829,340
544,000
411,039
$ 12,294,149
52.75
1.24
1996-97
BUDGET
$ 3,520,498
8,150,500
625,030
152,600
$ 12,448,628
52.75
1.50
47
PROGRAM:
FUND:
DEPARTMENT:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCT NO. 001-1010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1S93-94
ACTUAL
$ 141,112
19,052
0
1994-95
ACTUAL
$ 140,286
22,986
0
$ 160,164| $ 163,272
1.00 1.00
0.00
1995-96
BUDGET
$ 145,709
26,780
0
$ 172,489
1.00
0.00
1996-97
BUDGET
$ 140,610
29,780
0
$ 170,390
1.00
0.00
WORK PROGRAM:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the
City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the
needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Meeting Attendance: Prepare for and attend
Council meetings, as well as various committee and
community meetings. Respond to the needs and
requests of the residents of Carlsbad, through
personal contact and correspondence.
PERFORMANCE OBJECTIVES:
1. As the legislative body of the City, the Council
establishes the policies and regulatory
ordinances under which the City operates. The
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.
SIGNIFICANT CHANGES:
None.
48
PROGRAM: CITY MANAGER
FUND: GENERAL
DEPARTMENT: CITY MANAGER ACCT NO. 001-1020
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 671,503
68,935
4,525
$ 744,963
8
1994-95
ACTUAL
$ 677,542
90,267
11,799
1995-96
BUDGET
$ 694,969
100,250
6,000
$ 779,608) $ 801,219
8
0
8
0
1996-97
BUDGET
$ 691,440
140,025
23,300
$ 854,765
8
0
WORK PROGRAM:
The City Manager is appointed by the City Council and is responsible for operation of all City services, the provision
of timely and accurate information to the Council, making recommendations regarding new policies, and
implementing programs and policies.
PROGRAM ACTIVITIES:
Financial: Coordination of activities with fiscal
impact to ensure sound financial practices and a
balanced revenue expenditure base.
Administration: Assist Council in meeting annual
goals.
Policy Development: Assist Council in policy devel-
opment.
PERFORMANCE OBJECTIVES:
1. Submit a balanced budget to the City Council.
Provide quarterly fiscal updates to the Council.
1. Accomplish objectives set forth by each City
department. Conduct the City in a professional
and ethical manner and continue pursuing
excellence based on the strategic values.
Coordinate efforts to respond to requests for
action. (Review, referral, and response.)
1. Provide accurate, timely information, develop
potential policy alternatives and provide
professional recommendations to Council.
SIGNIFICANT CHANGES:
Includes funding in the amount of $35,000 for lobbyist services to be provided on a yearly contract basis.
49
PROGRAM:
FUND:
DEPARTMENT:
CITY CLERK
GENERAL
CITY CLERK ACCT NO. 001-1030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 317,556
86,215
6,185
$ 409,956
6.00
1994-95
ACTUAL
$ 315,821
108,715
0
$ 424,536
6.00
0.00
1995-96
BUDGET
$ 218,662
130,700
94,500
$ 443,862
4.60
0.00
1996-97
BUDGET
$ 215,500
136,700
0
$ 352,200
4.60
0.00
WORK PROGRAM:
The City Clerk's Department is responsible for performance of duties as defined in the Government Code and the Carlsbad Municipal
Code, as well as for reprographics, records management activities, and the provision of minutes for 17 City Boards, Commissions, and
Committees.
PROGRAM ACTIVITIES:
Election Services: Serves as the City's Election Officer
responsible for conducting the Municipal Elections.
Fair Political Practices Commission (FPPC) Filings:
Serves as City's Filing Officer for all filings required by the
Political Reform Act of 1974. This includes receipt and
review of Campaign Statements and Statements of
Economic Interest.
Council Meeting Record of Proceedings: Keeps an
accurate record of proceedings of the legislative body as
required by the Government Code.
WORKLOAD MEASURES:
CY/1994
1 General
1 Special
1. Elections:
CY/1995
None
1. Filings:
152 Campaign 63 Campaign
Statements Statements
328 Statements 326 Statements
of Economic of Economic
Interest Interest
1. Council Minutes:
80 86
Administrative Services: Maintains custody of City Seal;
maintains City records which include filing of records and
certification of copies; publishes ordinances and notices of
public hearings; receives all claims filed.
1. Claims Filed:
Support Services: Provides staff support to the Parking
Authority. Serves as Secretary to the Public Improvement
Corporation, Water Board, and Industrial Development
Authority. Also serves as Recording Secretary to the
Housing and Re-development Commission.
136
2. Public Hearing Notices:
50
3. Ordinances Published:
32
1. Meetings Held:
134
48
41
80 Council 86 Council
24 CMWD 24 CMWD
Board Board
13 H&R . 12 H&R
Comm. Comm.
1 Parking Auth. 0 Parking Auth.
(continued)
50
PROGRAM:
FUND:
DEPARTMENT:
CITY CLERK
GENERAL
CITY CLERK
PAGE TWO
ACCT NO. 001-1030
PROGRAM ACTIVITIES:
Support Services: Assist public and City departments
with requests for information; provide research services
concerning Council action since City incorporation on 7-
16-52; provide maintenance and quarterly supplement
service for subscriptions to the Carlsbad Municipal Code;
prepare and post agendas in accordance with "Brown
Act" for Council, CMWD Board, and H&R Commission
meetings; process, index, and file all Council Meeting
documents (agenda bills, resolutions, ordinances);
process documents to the Recorder; and process
contracts and agreements.
Minutes Service: Provide minutes for City Boards,
Commissions and Committees.
WORKLOAD MEASURES:
CY/1994
1. Documents Processed:
CY/1995
72 Agendas 86 Agendas
557496 Agenda
Bills
391 Resolutions 393
Agenda
Bills
Resolutions
32 Ordinances 41 Ordinances
1. Minutes for 17
Boards, Commissions,
and Committees.
250 Documents 306
to Recorder
181 Contracts 204
Agreements
93 Subscriptions 93
to Municipal
Code
Minutes for 17
Boards, Commissions
and Committees.
Documents
to Recorder
Contracts
Agreements
Subscriptions
to Municipal
Code
Duplication Equipment: Keep the City Hall copy
machine operational by provision of key operator servi-
ces, supplies, and current maintenance agreement.
Records Management Services: Maintain City records
in an identifiable and accessible manner in order to fulfill
public, legal, and historical requirements for preservation
of information. Components of Records Management
include the legislative indexing system, microfilming
records which are vital to the City's operation, storage of
historical documents, and destruction of obsolete
records.
1. Copies:
1. Entries Indexed:
2. Storage:
546,434 554,661
856 1,065
131 boxes of files 137 boxes of files
10 micro
boxes
10 micro
boxes
SIGNIFICANT CHANGES:
The increase is due to the inclusion of funds for the General Municipal Election in November, 1996 and the
inclusion of funds for microfilming services.
51
PROGRAM:
FUND:
DEPARTMENT:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCT NO. 001-1210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 319,288
45,425
5,396
$ 370,109
5.00
1994-95
ACTUAL
$ 399,332
45,996
4,958
$ 450,286
5.00
0.00
1995-96
BUDGET
$ 438,894
80,447
0
$ 519,341
5.00
0.00
1996-97
BUDGET
$ 439,108
62,580
16,200
$ 517,888
5.00
0.00
WORK PROGRAM:
The City Attorney is the Chief Legal Officer of the City, responsible for providing legal advice and representation to
the City Council, Boards and Commissions, Carlsbad Municipal Water District, 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 administration and enforcement of laws, regulations and City programs.
PROGRAM ACTIVITIES:
The City Attorney provides quality legal services to
the City Council, City Manager, and department
heads, as well as to the Carlsbad Municipal Water
District, Parking Authority, Housing Commission, and
all other boards and commissions. This office drafts
resolutions and ordinances, and reviews ordinances,
contracts, bonds and other legal documents.
SIGNIFICANT CHANGES:
None.
52
PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE ACCT NO. 001-1310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 720,452
260,143
12,568
1994-95
ACTUAL
$ 704,917
259,097
4,866
1995-96
BUDGET
$ 747,435
381,031
0
1996-97
BUDGET
$ 756,800
342,550
0
$ 993,163| $ 968,880| $ 1 ,128,466) $ 1,099,350
14.00 14.00
0.00
14.00
0.00
14.00
0.00
WORK PROGRAM:
The Finance Department pays the expenses and collects the revenue for the City, maintains accurate and timely
financial records, and provides necessary information on financial status and forecasts to the City Council, City
Manager, all City departments and the public. In addition, the Finance Department is responsible for coordinating
the annual budget process for both the operating budget and the capital improvement program and it participates in
the creation and on-going administration of all new financing programs including fee programs and debt offerings.
PROGRAM ACTIVITIES:
Budget Management: Develop an annual budget
identifying operating and capital programs and their
costs for future years.
Assessment District/CFD Administration: Provide
financial management of 1911 and 1913/15 Act
Assessment and Mello-Roos Districts.
Long-Range Financial Planning: Assist in
providing long-range financial planning services,
including long-range operating revenue and expense
forecasts.
PERFORMANCE OBJECTIVES:
1. Prepare annual capital and operating budgets
which include program activity and output
measures or performance objective statements.
2. Perform annual review of all City fees and
present recommendations for changes to
Council.
3. Monitor and report on revenues and
expenditures monthly to insure budgetary
integrity.
Assist in evaluation and formation of new
districts.
Issue bonds for initial capital projects when
required.
Monitor contracts for day-to-day administration of
CFD and all assessment districts as required by
formation documents and State law.
2.
3.
Update and present results of fiscal impact
analysis of General Plan.
Prepare ten year operating forecasts
incorporating various "what if scenarios to be
used in long range planning.
(continued)
53
PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE
PAGE TWO
ACCT NO. 001-1310
PROGRAM ACTIVITIES:
Accounts Receivable: Bill and collect revenue for
the City; including business license, parking citations,
and emergency response billings.
PERFORMANCE OBJECTIVES:
1. Review methods for administration of the
business license tax to streamline the system.
2. Increase collection of receivables through timely
follow-up of delinquent accounts and use of
collection agency.
Accounts Payable: Assemble and pay the debts of
the City, including payroll. Satisfy requirements of
taxing agencies.
1. Maintain turnaround time of 30 days to process
and pay invoices.
2. Reduce City-wide staff time for processing of
payables by 30%.
General Accounting and Reporting: Prepare and
maintain accurate financial records; including grants,
capital projects, enterprise funds, assessment
districts, investments, fixed assets, and agency
funds.
1. Implement the first phases of the new financial
information system.
2. Provide City management and Council with
timely monthly financial reports.
Audits: Reviews records of businesses in City that
support business license, franchise fees, sales taxes
and TOT revenue. Perform compliance reviews and
internal audits of City departments.
1. Implement new business license inventory
system to identify businesses operating without a
license and bring them into compliance.
2. Monitor sales tax audit contract to ensure
effectiveness.
3. Perform in-house internal control reviews as
needed.
SIGNIFICANT CHANGES:
Funding has been included for contracting out the ambulance billing and the business license information system.
The business license information system cost will be offset by payment from the State under the mandated costs
program.
54
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 001-1320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 26,075
53,520
0
$ 79,595
0.00
1994-95
ACTUAL
$ 25,766
38,008
1,602
1995-96
BUDGET
$ 47,264
67,870
0
$ 65,376| $ 115,134
0.00
0.75
0.75
0.00
1996-97
BUDGET
$ 50,550
64,220
0
$ 114,770
0.75
0.00
WORK PROGRAM:
Perform the duties and responsibilities set forth in the California Government Code and the Carlsbad Municipal
Code.
PROGRAM ACTIVITIES:
Cash Management: Develop cash flow projections
as accurately as possible; maintain record of receipts
and disbursements into the Treasury; ensure
appropriate balances in the general checking
account; ensure sufficient cash to pay warrants
signed by legally designated person as well as meet
biweekly payroll; project for debt service payments
and ensure sufficient liquidity; arrange for cost-
effective banking relations (retail and custodial);
arrange for a short-term borrowing program if
necessary. Perform all City wires.
Investment Management: Provide professional
management of the City's investment portfolio
investing all inactive funds as directed by the City
Council while conforming to all state statutes
governing the investment of public funds. Ensure
safety and liquidity of all cash funds and investment
accounts.
PERFORMANCE OBJECTIVES:
1. Gather information regarding forecasted cash
receipts and disbursements from various City
and external sources.
2. Receive and track actual daily cash deposits;
transfer funds between various investment
accounts to optimize earned interest.
3. Encourage, set up and perform wire transfers for
large dollar disbursements to better project
inactive cash available for investment.
4. Develop request for bids for banking services;
evaluate bids and initiate action to award
contract; monitor adequacy and cost of banking
services; arrange for line of credit.
1. Endeavor to invest all inactive funds at all times;
determine amount, type, and term of investment
to best complement the City's portfolio ensuring
compliance with the Investment Policy.
2. Solicit telephone bids from financial institutions/
brokers; evaluate and effect investment; arrange
for payment, delivery, and safekeeping of
investments; inform unsuccessful bidders of the
investment made.
3. Arrange for collateralization contracts as
required.
(continued)
55
PROGRAM:
FUND:
DEPARTMENT:
CASH MANAGEMENT
GENERAL
CITY TREASURER
PAGE TWO
ACCT NO. 001-1320
PROGRAM ACTIVITIES:
Recordkeeping: Develop and maintain records for
all investments and investment income. Verify
receipt and correctness of investments made.
Reporting: Develop and prepare monthly and
annual reports to the City Council regarding cash
management and investment activities; develop
investment data for the Annual Financial Report.
Administrative Duties: Develop agenda, convene,
conduct, and record proceedings of the Investment
Review Committee; develop and submit annually, or
as required, a statement of investment policy to the
City Council. Maintain and ensure compliance with
Treasury Department Internal Controls.
PERFORMANCE OBJECTIVES:
1. Maintain data base of cash projections,
investments, interest rates, interest income,
transactions and market values. Reconcile
bank's monthly report of safekeeping with data
compiled throughout the period.
2. Calculate interest income to be received and
ensure payment is accurate and timely.
3. Verify accuracy of transfer and trade
confirmations with investments made.
1. Provide City Council with timely monthly reports
of investment activities, related to investment
policy requirements. Additionally, disclose other
pertinent information that could potentially
threaten the safety and liquidity of the investment
portfolio.
2. Provide City Council with annual report reviewing
past fiscal year and projecting portfolio
performance for next fiscal year.
3. Develop from investment data base information
required for the annual audit and Annual
Financial Report.
1. Treasurer will act as the chairman of the
Investment Review Committee.
2. Present to the Investment Review Committee at
least quarterly, a portfolio review, current market
overview, and cash management status. Seek
the opinions of the group on any miscellaneous
issues.
3. Review the City's investment policy with the
Investment Review Committee; develop
recommendations to modify; ensure compliance
with the California Government Code.
SIGNIFICANT CHANGES:
None.
56
PROGRAM: PURCHASING
FUND: GENERAL
DEPARTMENT: PURCHASING ACCT NO. 001-1410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 221,521
113,949
3,439
1994-95
ACTUAL
$ 224,530
109,277
0
$ 338,909] $ 333,807
5.00 5.00
0.50
1995-96
BUDGET
$ 242,167
123,806
3,146
1996-97
BUDGET
$ 238,250
130,600
0
$ 369,119) $ 368,850
5.00
0.50
5.00
0.50
WORK PROGRAM:
The Purchasing Department procures goods, services and equipment to meet the needs of the City's departments and
divisions. The Purchasing Department also is responsible for the mail and messenger service, records management
and the disposal of surplus property. The City Council goal for Administration is a government that earns the support
and respect of its citizens by providing services in a responsive, open and effective manner. The Purchasing
Department has the following objectives to meet this goal.
PROGRAM ACTIVITIES:
Bids and Quotations: Request bids, quotations and
proposals for supplies, services and equipment.
Product/Service and Public Works Contracts:
Provide administrative support and guidance for
product/service annual contracts and public works
contracts.
Central Stores: Provide ordering, receiving, storing
and delivery of office and special supplies.
Messenger and Mail Service: Provide twice-daily
inter-departmental mail service to City facilities, and
daily pick-up, posting/delivery of U.S. mail to City
Hall.
PERFORMANCE OBJECTIVES:
1. Update and maintain formal bid and quotation files.
2. Prepare and maintain Vendor's List by commodities.
3. Maintain the minority and women-owned businesses
file.
1. Track and renew annual product and service
contracts.
2. Develop new annual contracts, as needed.
3. Maintain current Contractor's list by classifications.
4. Develop and administer joint agency contracts.
1. Review usage of items, make adjustments on slow-
moving items. Add new items as needed, with
emphasis on recycled products.
2. Update stores catalog semi-annually and distribute
new catalog annually.
1. Act as liaison in Postal Service changes. Alert City
Staff to requirements to improve deliverability.
2. Review inter-departmental services, making
necessary adjustments.
3. Reduce overall postage costs for mail services,
encouraging the use of pre-sort of first-class mail.
(continued)
57
PROGRAM: PURCHASING
FUND: GENERAL
DEPARTMENT: PURCHASING
PAGE TWO
ACCT NO. 001-1410
PROGRAM ACTIVITIES:
Surplus Property: Manage the transfer and disposal
of City property and lost/unclaimed Police property.
Records Management: Manage the records storage
program for off-site storage. Provide records
management guidance to City Departments.
PERFORMANCE OBJECTIVES:
1. Maintain inventory of surplus City property and direct
surplus property to requesting departments as it
becomes available.
2. Direct disposal of surplus and lost/unclaimed police
property as needed.
1. Review and update present policies and procedures.
2. Develop plan for reducing the number of records
necessary for retention.
SIGNIFICANT CHANGES:
None.
58
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
DEPARTMENT: HUMAN RESOURCES ACCT NO. 001-1510
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 377,320
192,241
1,635
1994-95
ACTUAL
$ 400,703
297,914
0
$ 571,196| $ 698,617
7.00 7.00
0.07
1995-96
BUDGET
$ 450,872
533,866
0
$ 984,738
7.00
0.24
1996-97
BUDGET
$ 471,990
408,425
0
$ 880,415
7.00
0.50
WORK PROGRAM:
Provide professional services to the City, as an organization, in support of human resource development, human
resource management, and the human resource environment.
PROGRAM ACTIVITIES:
Organizational Team & Employee Development To
support City Council's Goal V: to enhance
professional growth, performance and excellence by
providing continuing education for all Council
Members Commissioners and highly educated and
trained employees. Provide services to the
organization in the areas of:
Organizational Development: to assure healthy and
effective working relationships and help groups
effectively initiate and manage change.
Training & Development: to effectively identify and
develop the key competencies that enable individuals
and teams to perform effectively in current or future
areas of responsibility.
PERFORMANCE OBJECTIVES:
1. Continue to provide managerial and supervisory
training.
2. Provide training regarding the City's DrugFree
Workplace, Nondiscrimination, and Anti-
harassment policies, and the newly mandated
Dept. of Transportation Drug/Alcohol Testing
Policy.
3.
4.
Develop employee development programs which
provide for a better understanding of the values,
function, responsibilities, and benefits of
employment with the City of Carlsbad.
Participate in the organization's strategic
planning process and the implementation of key
strategic initiatives.
5. Continue providing "CityFit Employee
Development" training efforts, including facilitator
training, technical training, and various other
training programs.
6. To achieve Council Goal VI: Provide a training
program for Board, Commission and Committee
members on values, ethics, roles, and meeting
procedures.
(continued)
59
PROGRAM:
FUND:
DEPARTMENT:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES
Page Two
ACCT NO. 001-1510
Human Resource Planning and Organization/Job
Design: Provide services to the organization in the
areas of:
Human Resource Planning: to determine the
organization's major human resource needs,
strategies and philosophies.
Organization/Job Design: to define how tasks,
authority and systems will be organized and
integrated across organizational units and in
individual jobs.
1. Continue to function as a resource to
departments as they assess operational staffing
needs.
2. Continue to assist departments in reviewing
organizational structure and task allocation.
3. Continue to assist departments and individuals in
assessing career management processes.
Human Resources Service: Administer a full
spectrum of Human Resource systems, including:
HRIS: assuring an effective Human Resources
Information System (computerized database) and
record keeping structure.
Compensation and Benefits: continually review and
maintain the City's compensation system, and
administer and direct the City's comprehensive
employee benefit programs, including updating and
modifying programs as necessary.
Selection and Staffing: provide services in the area
of employment to ensure a qualified and competitive
workforce, focusing on continuing the City's proactive
outreach efforts to attract and retain qualified
minorities, women, veterans, and disabled applicants.
Performance Planning and Appraisal Systems:
assuring individual and organizational goals are
linked, and that what individuals do every day
supports the organizational goals.
Employer-Employee Relations: assure healthy and
effective relations between the City of Carlsbad, as
an employer, and its employees.
Employee Assistance: provide personal problem-
solving/counseling to individual employees relative to
employment issues.
1. Redesign and develop an HRIS in conjunction
with the new Financial Information system for
City-wide access to employee data.
2. Conduct periodic review of levels of established
compensation.
3. Respond to the ongoing classification needs of
the organization.
4. Educate, communicate and respond to
employees' questions and inquiries regarding
benefits.
5. Interpret and implement programs in compliance
with legislation that affect Human Resource
Services.
6. Conduct recruitments with the objective of
attracting well qualified applicants for available
positions.
7. Continue to review the City's employment
policies to ensure that they are free from artificial
barriers.
SIGNIFICANT CHANGES:
Funding has increased for organizational training for continued implementation of the CityFit facilitator training and
strategic planning initiatives. Education expense increased to cover tuition reimbursement costs at accredited
universities.
60
PROGRAM: WORKERS' COMPENSATION
FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT NO. 611-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 76,605
712,642
0
$ 789,247
1.00
0.00
1994-95
ACTUAL
$ 74,683
975,521
0
$ 1,050,204
1.00
0.00
1995-96
BUDGET
$ 73,382
1,052,208
0
$ 1,125,590
1.00
0.00
1996-97
BUDGET
$ 73,180
791,720
0
$ 864,900
1.00
0.00
WORK PROGRAM:
The Workers' Compensation Self-Insurance Fund is a part of the City's Risk Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Workers' Compensation Claims: The 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.
1. Continue to enhance communications with
employees, medical care providers and third
party administrators.
SIGNIFICANT CHANGES:
None.
61
PROGRAM: GENERAL LIABILITY
FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT NO. 612-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 43,570
1,057,346
0
1994-95
ACTUAL
$ 44,216
235,578
2,476
$ 1,100,916] $ 282,270
1.00
0.00
1.00
0.50
1995-96
BUDGET
$ 63,850
1,010,990
0
$ 1,074,840
1.00
0.50
1996-97
BUDGET
$ 63,360
1,050,800
3,000
$ 1,117,160
1.00
0.50
WORK PROGRAM:
The General Liability Self-Insurance Fund is part of the City's Risk Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
General Liability Claims: The fund is utilized to
provide payment for settlements, costs and defense
expenses incurred as the result of general liability
claims made against the City. It is also utilized to pay
for related administration and insurance expenses.
SIGNIFICANT CHANGES:
The City's liability coverage premium increased.
1. Provide necessary support to the City Attorney's
office and outside counsel.
62
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
DEPARTMENT: HUMAN RESOURCES ACCT NO. 613-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
1,856,038
0
$ 1,856,038
0.00
0.00
1994-95
BUDGET
$
1,831,993
0
$ 1,831,993
0.00
0.00
1995-96
BUDGET
$
2,041,000
0
1996-97
BUDGET
$
2,145,500
0
L$ 2,041,000] $ 2,145,500
0.00
0.00
0.00
0.00
WORK PROGRAM:
This fund is used to pay health insurance premiums to Northwestern National Life.
SIGNIFICANT CHANGES:
Starting in FY 1996-97 all Kaiser expenses and revenues are recorded in the Health Insurance fund.
63
PROGRAM: INFORMATION SYSTEMS
FUND: INTERNAL SERVICE
DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640-1720
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 252,666
415,205
57,429
$ 725,300
4.00
0.00
1994-95
ACTUAL
$ 271,005
473,843
39,879
1995-96
BUDGET
$ 386,566
600,788
307,393
1996-97
BUDGET
$ 379,710
709,950
110,100
$ 784,727] $ 1,294,747| $ 1,199,760
4.00
0.00
5.40
0.00
5.40
0.00
WORK PROGRAM:
Provide resources that will support departments in the performance of work tasks through computer automation and
telecommunication services. Strive to increase citizen access to City services through the use of technology.
PROGRAM ACTIVITIES:and research of available solutions.
Support Services:
Computer Services: Maintain hardware and
software on all City computers. These include:
> Two HP3000 mini computers. One used for
general City applications utilized by all departments
and another used for cataloging and circulation by the
Library.
> One HP9000 UNIX server used for the Financial
Information System and other general City used
applications.
> Two HP720 UNIX workstations used for the City's
Geographic Information System (GIS)
> Over 300 micro computers and the wide area
network components linking these micro computers.
> Backup support to the Safety Center for a DEC
mini computer running Computer Aided Dispatch and
their micro computer network.
Telecommunication Services: Maintain the voice
and data telecommunications networks for all City
facilities. This includes all additions and modifica-
tions to:
> PBX and voice mail systems.
> Over 350 communication circuits.
> Approximately 500 phone instruments.
> 780 voice mail boxes.
New Systems: Continue deployment of the Financial
Information System and associated applications.
Implement new and enhance existing applications
and services according to user needs, which requires
an analysis of the function being performed,
determination of appropriate platform for compatibility
PERFORMANCE OBJECTIVES:
1. Ensure that all City computers remain operation-
al with minimum downtime.
2. Guarantee availability of hardware maintenance
for all the City's mini computers, workstations,
micro computers and the Citywide network.
3. Provide effective software support for standard
City software and applications developed in-
house.
1. Ensure that the City's telecommunication network
and it's associated equipment remain operational
with minimum downtime.
2. Provide necessary support for all telephone and
data communication usage.
1. Meet the informational needs of the users and
encourage the appropriate use of computers and
communication technology to increase
productivity and enhance communication.
64
PROGRAM: INFORMATION SYSTEMS Page Two
FUND: INTERNAL SERVICE
DEPARTMENT: INFORMATION SYSTEMS ACCTNO.640-1720
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are up due to the increased maintenance costs of the new Financial
Information System and significant software upgrades to the city wide micro-computer network. Funding is included
for a pilot program on the Internet.
65
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
1041-2993 Community Promotion
(Carlsbad Convention
and Visitor's Bureau)
1050-2993 Community Contributions
1050-2490 Beach Parking
1051-XXXX Hiring Center
1967-1922 Hosp Grove Debt Service
1990-2489 Animal Regulation Contract
1990-2520 Dues and Subscriptions
1990-2198 Golf Course Contribution
$222,702 $215,847 $242,663 $211,150
75,000 101,300
33,668 36,000
76,967 64,378
20,973 23,167
0 1,800,000
1990-2921 BondService
1990-2479 Assessment Services
1990-2471 Audit
1990-2999 Contingencies (Budget request)
TOTAL
5,432 4,961
6,266 6,998
26,823 26,430
75,000 75,000
36,000 36,000
80,000 80,000
792,024 798,443 802,500 797,500
110,868 119,096 140,000 154,000
25,000 30,000
0 470,000
1990-2477 Property Tax Administration Fee 154,827 162,152 180,000 185,000
6,500 7,000
20,525 50,000
71,416 42,000
593,829 343,000 544,000 625,030
$2,119,379 $3,701,772 $2,223,604 $2,762,680
66
PUBLIC SAFETY \
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 13,314,993
2,581,257
38,046
$ 15,934,296
187.00
0.00
1994-95
ACTUAL
$ 13,066,339
2,563,248
89,887
$ 15,719,474
189.00
0.49
1995-96
BUDGET
$ 13,301,474
3,074,107
410,669
$ 16,786,250
189.00
0.99
1996-97
BUDGET
$ 13,723,206
3,108,045
384,150
$ 17,215,401
192.00
0.64
67
PROGRAM: POLICE
FUND: GENERAL/ASSET FORFEITURE
DEPARTMENT: POLICE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 7,169,945
1,739,749
38,046
$ 8,947,740
107.00
0.00
1994-95
ACTUAL
$ 7,140,249
1,781,379
4,000
$ 8,925,628
110.00
0.49
1995-96
BUDGET
$ 7,424,544
2,154,888
232,870
$ 9,812,302
110.00
0.99
1996-97
BUDGET
$ 7,817,723
2,133,416
293,800
$ 10,244,939
113.00
0.64
WORK PROGRAM:
To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and within the
framework of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe
environment for residents and visitors of Carlsbad.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Operations Division: Provide response to
emergency and non-emergency calls for service,
proactive patrol to deter crime, traffic services to
enforce laws and reduce accidents, and services with
assistance of the Reserve Officer Program.
Investigations Division: Provide follow-up and
investigation of crimes, diversion of juvenile
offenders, enforcement of vice/narcotics violations
and prepare court cases for prosecution.
Technical Services Division: Provide support to all
divisions in the form of communications, records,
crime prevention, training and recruitment, the DARE
program, and technological development.
1. Maintain a six minute or less response time City
wide for Priority One calls.
1. Investigate and follow-up crimes and incident
reports.
1. Maintain crime prevention activities in the
community, including Neighborhood Watch
and
community presentations.
2. Maintain 2 full-time DARE officers for drug abuse
education in elementary, junior high, and high
schools.
Community Relations: Monitor community
concerns and needs, maintain positive relationship
with community, and develop programs responsive to
community needs.
1. Continue citizen survey program.
2. Continue positive relationship with media, pro-
vide Business Liaison services, and expand
community relations activities.
3. Maintain Citizen "Ride-Along" program.
68
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 250,249
373,975
6,820
1994-95
ACTUAL
$ 249,117
418,089
0
1995-96
BUDGET
$ 254,793
334,409
0
1996-97
BUDGET
$ 252,022
332,823
0
$ 631,044| $ 667,206| $ 589,202| $ 584,845
3.00 3.00
0.00
3.00
0.00
3.00
0.00
WORK PROGRAM:
Develop and administer functions and programs that support the City's and Police Department's Statement of Values
in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Programs: Develop and manage programs
which reduce crime, encourage citizen participation,
and improve community safety.
Organizational Development: Assist staff with
individual and group development.
Division Support: Provide support to department
divisions to assist with meeting goals.
Leadership: Provide department staff with the know-
ledge and training necessary to carry out the
department's mission.
PERFORMANCE OBJECTIVES:
1. Provide staff members with program develop-
ment and problem analysis concepts.
2. Request and support personnel and programs as
needed to meet goals of the department.
3. Assure department's budgetary responsibility.
1. Enroll five employees in "Investment in Excel-
lence" training.
1. Enhance resources for divisions such as
management information systems, statistical
analysis, and program management and
analysis.
1. Enhance communications among staff and
divisions; reinforce department's and City's
Statement of Values.
SIGNIFICANT CHANGES:
None.
69
PROGRAM: OPERATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 3,752,155
567,343
14,727
$ 4,334,225
53.00
0.00
1994-95
ACTUAL
$ 3,663,555
528,608
4,000
$ 4,196,163
53.00
0.00
1995-96
BUDGET
$ 3,809,708
628,960
6,700
$ 4,445,368
53.00
0.00
1996-97
BUDGET
$ 3,918,406
648,020
0
$ 4,566,426
53.00
0.00
WORK PROGRAM:
Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to the
community. Enforce laws and ordinances, preserve the peace and provide for protection of life and property through
proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service: Respond to calls for service for
emergency and non-emergency services. Investigate
crimes and enforce City ordinances.
Reports: Respond to calls for service. Take crime
reports, investigate crimes, and self initiate
investigations of crimes and incidents.
Response Time: Respond to Priority One (emer-
gency) calls for service in less than six minutes.
WORKLOAD MEASURES:
1993 1994 1995
1. Calls for Service:
60,446 54,078 55,127
1. Reports:
10,116 9,355 9,389
1. Response Times:
4.9 min. 5.6 min. 5.6 min.
SIGNIFICANT CHANGES:
None.
70
PROGRAM: VOLUNTEER SERVICES
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2121
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
0.00
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
BUDGET
$
0
0
$
0.00
0.00
1996-97
BUDGET
$ 2,000
18,500
0
$ 20,500
0.00
0.00
WORK PROGRAM:
To provide support for the members of the Police department and to enhance community safety and security through
education and crime prevention.
PROGRAM ACTIVITIES:
Senior Volunteer Patrol Program
In-House Volunteer Program
PERFORMANCE OBJECTIVES
1. Conduct crime prevention patrols.
2. Assist with traffic control.
3. Assist with special events.
4. Assist crime prevention unit.
5. Provide visitations for home-bound.
1. Provide general clerical assistance.
2. Provide assistance with special assignments and
projects.
SIGNIFICANT CHANGES:
This program's start-up expenses were funded through asset forfeiture.
71
PROGRAM: INVESTIGATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2130
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 1,036,777
202,903
12,325
$ 1,252,005
14.00
0.00
1994-95
ACTUAL
$ 1,041,094
158,740
0
$ 1,199,834
14.00
0.00
1995-96
BUDGET
$ 1,032,273
184,251
0
$ 1,216,524
15.00
0.00
1996-97
BUDGET
$ 1,121,423
192,426
21,800
$ 1,335,649
16.00
0.15
WORK PROGRAM:
To provide follow up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. To provide coordination of'the criminal justice process, to recover property and to process
property and evidence.
PROGRAM ACTIVITIES:
Investigations: Investigate and follow-up on crime
and incident reports.
Case Closures: Clearance rates for FBI Index
crimes for:
Violent Crimes - includes homicide, rape, robbery
and aggravated assault.*
Property Crimes - includes burglary, larceny theft
and motor vehicle theft.*
Property Recovery: Dollar value of property
recovered as a percentage of dollar value of all
property stolen.
* This rate is the proportion of crime cases cleared
by charging a suspect or by identification of an
offender who cannot be arrested (exceptional
clearance).
WORKLOAD MEASURES:
1993 1994 1995
1. No. of Reports:
1,217 1,530 1,546
1. Clearance Rates:
39% 22% 43%
15% 9% 13%
1. Property Recovery Rates:
33% 30% 33%
SIGNIFICANT CHANGES:
One additional police officer is included for the North County Gang Task Force.
72
PROGRAM: VICE/NARCOTICS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 249,911
11,636
0
$ 261,547
3.00
0.00
1994-95
ACTUAL
$ 250,388
19,602
0
$ 269,990
3.00
0.00
1995-96
BUDGET
$ 246,911
25,840
0
$ 272,751
3.00
0.00
1996-97
BUDGET
$ 298,418
25,640
0
$ 324,058
3.00
0.00
WORK PROGRAM:
To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of those
responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to identify and
arrest those responsible for violations of laws concerning prostitution, gambling, liquor laws and other illegal
activities.
PROGRAM ACTIVITIES:
Felony and Misdemeanor Narcotics Arrests: The
arrest of suspects for felony and misdemeanor
narcotics and other violations.
Other Activities: Includes crime cases, citations,
juvenile contacts and field interviews.
WORKLOAD MEASURES:
1. Arrests:
1. Other:
1993
149
119
1994
149
82
1995
112
221
SIGNIFICANT CHANGES:
Includes search warrant overtime expenses, previously included in the asset forfeiture fund, per the Federal asset
forfeiture guidelines.
73
PROGRAM:
FUND:
DEPARTMENT:
JUVENILE DIVERSION
GENERAL
POLICE ACCT NO. 001-2132
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
0.00
1994-95
ACTUAL
$ 7,202
273
0
$ 7,475
1.00
0.00
1995-96
BUDGET
$ 53,334
0
0
$ 53,334
1.00
0.00
1996-97
BUDGET
$ 56,183
0
0
$ 56,183
1.00
0.00
WORK PROGRAM:
To provide juvenile diversion services and programs.
PROGRAM ACTIVITIES:
Juvenile Diversion: The diversion of juveniles, both
delinquent and pre-delinquent, within and prior to the
criminal justice system for rehabilitative opportunities.
WORKLOAD MEASURES:
1993 1994 1995
1. Number of Juvenile participants:
319 245 218
SIGNIFICANT CHANGES:
No significant changes. Maintenance and Operation expenses remain funded through Asset Forfeiture.
74
PROGRAM:
FUND:
DEPARTMENT:
JUVENILE DIVERSION
ASSET FORFEITURE
POLICE ACCT NO. 121-2132
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
68,970
0
$ 68,970
0.00
0.00
1994-95
ACTUAL
$ 19,509
49,722
0
$ 69,231
1.00
0.00
1995-96
BUDGET
$
51,930
20,647
$ 72,577
0.00
0.00
1996-97
BUDGET
$
82,130
0
$ 82,130
0.00
0.00
WORK PROGRAM:
To provide juvenile diversion services and programs.
PROGRAM ACTIVITIES:
Juvenile Diversion: The diversion of juveniles, both
delinquent and pre-delinquent, within and prior to the
criminal justice system for rehabilitative opportunities.
WORKLOAD MEASURES:
1993 1994 1995
1. Number of Juvenile participants:
319 245 218
SIGNIFICANT CHANGES:
The GUIDE (Greater Understanding Through Intervention, Diversion, & Education) Program has increased 50% to
accommodate increased service demands.
75
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2133
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
1994-95
ACTUAL
$ 7,955
39,392
0
$ 47,347
0.00
0.49
1995-96
BUDGET
$ 13,020
54,845
0
$ 67,865
0.00
0.49
1996-97
BUDGET
$ 13,020
52,345
0
$ 65,365
0.00
0.49
WORK PROGRAM:
Responsible for processing, retention, disposal, and security of all property and evidence obtained or seized by
Carlsbad Police.
PROGRAM ACTIVITIES:
Property and Evidence: Physically maintain and
accurately track all property and evidence.
Disposal of Property: Return property to lawful
owners; dispose of property according to law.
PERFORMANCE OBJECTIVES:
1. Perform annual audit/inventory.
1. Dispose of all acquired property and evidence
within three years.
SIGNIFICANT CHANGES:
None.
76
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2140
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 1,296,432
404,554
0
1994-95
ACTUAL
$ 1,279,162
448,662
0
$ 1,700,986J_ $ 1,727,824
25.00 25.00
0.00
1995-96
BUDGET
$ 313,303
356,814
0
1996-97
BUDGET
$ 322,392
362,696
0
$ 670,1 17| $ 685,088
4.00
0.00
4.00
0.00
WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination and personnel
recruitment.
PROGRAM ACTIVITIES:
Training & Personnel: Coordinate all department
training, recruit new employees, organize testing
programs and conduct P.O.ST. mandated pre-
employment investigations.
Information Systems: Maintain and develop the
department's automated programs such as CAD,
ARJIS, and the microcomputer network.
PERFORMANCE OBJECTIVES:
1. Increased on-site training to be conducted
through use of satellite and interactive video disk
formats.
2. Recruit personnel to maintain staffing levels.
1. Develop and upgrade program for the CAD
system and the microcomputer network.
SIGNIFICANT CHANGES:
None.
77
PROGRAM: D.A.R.E.
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2141
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
0.00
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
BUDGET
$ 128,877
0
0
1996-97
BUDGET
$ 138,030
0
0
$ 128,877| $ 138,030
2.00
0.00
2.00
0.00
WORK PROGRAM:
Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on them
to experiment with drugs.
PROGRAM ACTIVITIES:
Student Education: Provide drug abuse prevention
instruction to all Carlsbad Unified School District
schools including elementary, junior high and high
schools.
Community Education: Assist schools and parents
with drug abuse prevention programs.
PERFORMANCE OBJECTIVES:
1. Reach 3,000 - 4,000 students per year at 9
elementary schools, 1 junior high school, and 1
high school.
1. Attend parent-teacher meetings, provide
workshops for parents and teachers, and
participate in various community and school
activities.
SIGNIFICANT CHANGES:
None.
78
PROGRAM: D.A.R.E.
FUND: ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 121-2141
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 115,522
2,777
0
1994-95
ACTUAL
$ 151,442
8,281
0
1995-96
BUDGET
$
8,458
20,000
1996-97
BUDGET
$
14,990
0
$ 118,299| $ 159,723] $ 28,458| $ 14,990
2
0.00
2
0.00
0
0.00
0
0.00
WORK PROGRAM:
Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on them
to experiment with drugs.
PROGRAM ACTIVITIES:
Student Education: Provide drug abuse prevention
instruction to all Carlsbad Unified School District
schools including elementary, junior high and high
schools.
Community Education: Assist schools and parents
with drug abuse prevention programs.
PERFORMANCE OBJECTIVES:
1. Reach 3,000 - 4,000 students per year at 9
elementary schools, 1 junior high school, and 1
high school.
1. Attend parent-teacher meetings, provide
workshops for parents and teachers, and
participate in various community and school
activities.
SIGNIFICANT CHANGES:
None.
79
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2142
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
0.00
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
BUDGET
$ 686,592
70,270
0
$ 756,862
14.00
0.50
1996-97
BUDGET
$ 722,300
46,775
0
$ 769,075
14.00
0.00
WORK PROGRAM:
Provide Police and Fire Communications, including answering calls for service and dispatching, appropriate
emergency personnel.
PROGRAM ACTIVITIES:
Communications: Provide routine and emergency
communications service to police, fire and emergency
medical programs.
PERFORMANCE OBJECTIVES:
1. Calls for Service:
1993 1994
60,446 54,078
1995
55,127
SIGNIFICANT CHANGES:
None.
80
PROGRAM: POLICE RECORDS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2143
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
0.00
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
BUDGET
$ 237,312
141,435
0
$ 378,747
6.00
0.00
1996-97
BUDGET
$ 251,806
124,960
0
$ 376,766
6.00
0.00
WORK PROGRAM:
Provide processing, filing and maintenance of all department official records. Responsible for data entry into the
ARJIS system and for statewide reporting of crime information. Responsible for public reception, information and
fingerprinting.
PROGRAM ACTIVITIES:
Records: Process Police records including arrests,
crime cases, citations, traffic collisions, and incident
reports.
PERFORMANCE OBJECTIVES:
1. Number of Reports:
1993
10,116
1994
9,355
1995
9,389
SIGNIFICANT CHANGES:
None.
81
PROGRAM:
FUND:
DEPARTMENT:
CRIME PREVENTION
GENERAL
POLICE ACCT NO. 001-2144
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
1994-95
ACTUAL
$
0
0
$
0.00
1995-96
BUDGET
$ 41,278
8,560
0
1996-97
BUDGET
$ 39,321
40,915
0
$ 49,838| $ 80,236
1.00
0.00
1.00
0.00
WORK PROGRAM:
Help to improve the quality of life for Carlsbad citizens by providing crime prevention information and help reduce the
fear of crime through education.
PROGRAM ACTIVITIES:
Programs: Target community groups including seniors and crime victims for education,
community forums, community surveys, media, newsletters, and direct mailings.
Activities include
Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
security. Programs include: Neighborhood Watch, rape prevention, personal safety, home and commercial
environmental design, vehicle theft and burglary prevention, children's programs, senior's programs, fraud
prevention, violence prevention, and drug abuse prevention.
SIGNIFICANT CHANGES:
Maintenance and Operation expenses include the estimated payment to an alarm management company. The City
receives offsetting alarm fee revenues.
82
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 121-2145
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
0.00
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
BUDGET
$
0
0
$
0.00
0.00
1996-97
BUDGET
$ 120,868
7,740
23,500
$ 152,108
2.00
0.00
WORK PROGRAM:
Maintain order in and around schools to deter crime through enforcement and to create positive interaction among
students, citizens, and educators.
PROGRAM ACTIVITIES:
Maintain order: Enforce laws on school campuses
located within the City of Carlsbad.
Education: Educate staff and students regarding
laws pertaining to schools, child abuse, and law
enforcement in general.
SIGNIFICANT CHANGES:
The School Resource Officers are a new program. Two full-time officers will be assigned to the La Costa and
Carlsbad high schools to maintain order in and around the schools.
83
PROGRAM: RESERVE OFFICERS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2150
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 3,035
3,322
0
$ 6,357
0.00
0.00
1994-95
ACTUAL
$ 3,646
284
0
$ 3,930
0.00
0.00
1995-96
BUDGET
$ 5,000
4,400
0
$ 9,400
0.00
0.00
1996-97
BUDGET
$ 5,000
4,400
0
$ 9,400
0.00
0.00
WORK PROGRAM:
To provide support for patrol and traffic functions through the Reserve Police Officer volunteer program.
PROGRAM ACTIVITIES:
Patrol and Traffic: 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.
PERFORMANCE OBJECTIVES:
1. Provide special detail assistance to all divisions
of the Police department.
2. Provide service to spring and fall faires,
Octoberfest, marathon, and other special events.
3. Provide assistance to detectives and traffic
officers with follow-up and special investigations.
4. Assist with local and regional DUI enforcement
activities.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1. Number of hours of service contributed by
Reserve Officers:
1995
3,700
84
PROGRAM: TRAFFIC
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2160
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 465,864
104,269
4,174
$ 574,307
7.00
0.00
1994-95
ACTUAL
$ 467,179
109,726
0
$ 576,905
8.00
0.00
1995-96
BUDGET
$ 550,143
131,957
0
$ 682,100
8.00
0.00
1996-97
BUDGET
$ 556,534
124,056
0
$ 680,590
8.00
0.00
WORK PROGRAM:
To provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. To
provide accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES:
Enforcement Profile: Maintain a high profile of
traffic enforcement in order to reduce traffic collisions
Citywide.
Accident Investigation: Conduct accident investiga-
tions to document location, time, and cause of traffic
accidents in order to provide targeted traffic enforce-
ment.
WORKLOAD MEASURES:
1993 1994 1995
1. Total Collisions:
777 715 786
1. Number of Hit and Run Investigations:
76 119 105
2. Hit and Run Cases Cleared:
95% 95% 94%
SIGNIFICANT CHANGES:
None.
85
PROGRAM:
FUND:
DEPARTMENT:
VARIOUS
ASSET FORFEITURE
POLICE ACCT NO. 121-VARIOUS
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
BUDGET
$ 52,000
152,759
185,523
$ 390,282
0.00
0.00
1996-97
BUDGET
$
55,000
248,500
$ 303,500
0.00
0.00
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets. Increase in maintenance and operation includes additional $25,000 for
Vice/Narcotics "Buy Fund" and $10,000 for upgrades to ARJIS software. Capital outlay detailed further in appendix.
86
PROGRAM:
FUND:
DEPARTMENT:
FIRE
GENERAL
FIRE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 6,145,048
841,508
0
$ 6,986,556
80.00
1994-95
ACTUAL
$ 5,926,090
781,869
85,887
$ 6,793,846
79.00
0.00
1995-96
BUDGET
$ 5,876,930
919,219
177,799
1996-97
BUDGET
$ 5,905,483
974,629
90,350
$ 6,973,948| $ 6,970,462
79.00
0.00
79.00
0.00
WORK PROGRAM:
To maintain a high and safe level of Fire and Paramedic services, maintain the highest standards for courteous
service and responsiveness, provide educational opportunities to the public and provide equipment and training to
department personnel that will enhance their safety as well as the services provided to the public.
PROGRAM ACTIVITIES:
To accomplish this program, the Fire Department provides a force trained and equipped to provide firefighting,
emergency medical, rescue, fire prevention and disaster preparedness and response services. The Fire Department
coordinates with other City departments and external agencies in an effort to optimize the use of resources in
emergency response and disaster planning.
87
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 250,227
124,487
0
$ 374,714
3.00
0.00
1994-95
ACTUAL
$ 187,716
112,624
11,107
$ 311,447
3.00
0.00
1995-96
BUDGET
$ 182,410
117,671
25,400
$ 325,481
3.00
0.00
1996-97
BUDGET
$ 181,021
116,052
41,250
$ 338,323
3.00
0.00
WORK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination: Provide program direction and
planning for all divisions.
PERFORMANCE OBJECTIVES:
1. Continue supervisory training seminars for all
Fire Captains.
2. Facilitate team building programs for all
members of the management team.
3. Facilitate the remodeling of fire station one, thus
improving employee working conditions.
Planning: Provide a planning interface with other
City departments and regional agencies in order to
facilitate improved fire services.
1. Monitor development under the Growth
Management Program toward scheduling the
relocation of Fire Stations 3 and 6.
2. Participate in the San Diego County Unified
Disaster Council and Hazardous Materials
Response, Joint Powers Authorities.
3. Coordinate departmental information systems.
4. Participate in regional planning activities.
SIGNIFICANT CHANGES:
None.
88
PROGRAM: FIRE SUPPRESSION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 4,494,517
468,857
0
$ 4,963,374
59.00
1994-95
ACTUAL
$ 4,463,856
463,763
74,780
$ 5,002,399
59.00
0.00
1995-96
BUDGET
$ 4,467,100
539,101
141,207
$ 5,147,408
59.00
0.00
1996-97
BUDGET
$ 4,489,129
549,203
5,100
$ 5,043,432
59.00
0.00
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Response Levels: Maintain a high and safe level
of safety services throughout the City.
PERFORMANCE OBJECTIVES:
1. Maintain fire apparatus, equipment and facilities
at a high level of readiness.
2. Maintain an average response time of 5 minutes
or less to Priority 1 fire and medical calls for
service.
Training: Provide all safety personnel appropriate
training in order to enhance their personal safety as
well as enhancing the services provided to the
citizens.
Service: Operations personnel will maintain a
positive community profile of service, friendliness,
and responsiveness.
1. Provide technical training to all shift personnel on
a monthly basis.
1. Continue to develop and review standard
operating procedures conforming to national
safety guidelines.
2. Engine companies to participate in public educa-
tion programs, special community events and
code enforcement inspections on an annual
basis.
SIGNIFICANT CHANGES:
Funding is included to purchase uniforms and personal protective equipment for a reserve firefighter program.
89
PROGRAM: FIRE PREVENTION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 311,704
30,661
0
$ 342,365
5.00
1994-95
ACTUAL
$ 311,669
28,756
0
1995-96
BUDGET
$ 319,440
36,887
0
1996-97
BUDGET
$ 324,839
37,862
0
$ 340,425| $ 356,327| $ 362,701
5.00
0.00
5,00
0.00
5.00
0.00
WORK PROGRAM:
Manage the potential for fire loss in the community through fire code enforcement and public education
activities which increase citizen awareness of fire and life safety practices.
PROGRAM ACTIVITIES:
Enforcement and Engineering: Provide code
enforcement occupancy inspections in existing public
buildings and those under construction.
PERFORMANCE OBJECTIVES:
1. Provide training and administrative support for
engine company code enforcement agency.
2. Conduct fire inspections in all city buildings and
high-risk occupancies annually.
3. Perform code compliance reviews on an
anticipated 700 construction plan submittals..
4. Perform 1,000 new construction and follow-up
inspections.
Education: Conduct and participate in informative
programs for the general public on disaster
preparedness and fire safety.
1 . Conduct fire safety education programs for
and 4th grades in all schools within the city,
public and private.
2. Provide community safety educational programs
which foster self-help and reliance in preparing
for and in the handling of emergencies.
3. Provide fire safety education programs during fire
prevention week and at various community
events.
SIGNIFICANT CHANGES:
Due to the staff reorganization, the Fire Marshal will assume the functional responsibilities of the Disaster
Preparedness Program.
90
PROGRAM: EMERGENCY MEDICAL SERVICES
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 995,300
115,000
0
$ 1,110,300
12.00
1994-95
ACTUAL
$ 962,849
99,748
0
$ 1,062,597
12.00
0.00
1995-96
BUDGET
$ 907,980
109,619
10,000
$ 1,027,599
12.00
0.00
1996-97
BUDGET
$ 910,494
150,462
44,000
$ 1,104,956
12.00
0.00
WORK PROGRAM:
Provide paramedic level emergency medical care to the City, meeting or exceeding the guidelines of State and
County agencies.
PROGRAM ACTIVITIES:
Response Levels: Maintain a high and safe level of
safety services throughout the City.
PERFORMANCE OBJECTIVES:
1. Provide paramedic service meeting the San
Diego County criteria for paramedic level care.
Training: Provide all safety personnel appropriate
training in order to enhance their personal safety
while also enhancing the services provided to the
citizens.
1. Audit paramedic requirements set by State and
County regulatory agencies quarterly.
2. Provide technical training to all personnel on a
monthly basis.
3. Operate a Quality Improvement Program for all
medical calls for service.
SIGNIFICANT CHANGES:
Proposes changing to an engine-based paramedic delivery system rather than the current ambulance-based Mobile
Intensive Care (MICU) Advanced Life Support (ALS) delivery system.
91
PROGRAM: WEED ABATEMENT
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2250
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
46,863
0
1994-95
ACTUAL
$
20,208
0
$ 46,863| $ 20,208
0.00 0.00
0.00
1995-96
BUDGET
$
52,870
0
$ 52,870
0.00
0.00
1996-97
BUDGET
$
56,750
0
$ 56,750
0.00
0.00
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of an selective abatement
program.
PROGRAM ACTIVITIES:
1. Hazard Identification: Identify and serve notice
to owners of properties on which fire hazards
exist or are likely o exist.
2. Hazard Abatement: Assure abatement of
hazards on property identified in activity 1.
PERFORMANCE OBJECTIVES:
1. Select 900-1100 parcels for clearance.
2. Obtain City Council approval for abatement.
3. Mail notices to property owners in May.
1. Inspect all property noticed.
2. Clean all property not abated by owners in June
and July.
3. Manage contractor performance and payment
system.
4. Obtain City Council approval to place abatement
costs onto individuals property tax roll in July.
5. Submit charges to county auditor for recovery by
property tax billing by August.
SIGNIFICANT CHANGES:
None.
92
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2260
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 93,300
55,640
0
$ 148,940
1.00
1994-95
ACTUAL
$
56,770
0
$ 56,770
0.00
0.00
1995-96
BUDGET
$
63,071
1,192
$ 64,263
0.00
0.00
1996-97
BUDGET
$
64,300
0
$ 64,300
0.00
0.00
WORK PROGRAM:
To exercise and improve coordination plans that enable Carlsbad to effectively utilize it's resources in responding to,
and recovering from natural or manmade disasters.
PROGRAM ACTIVITIES:
Training and Education: Conduct classroom and
simulation training sessions for all key City staff
members.
Inter-Agency Planning: Continue the involvement
of other agencies in the planning process providing
coordination with city plans.
PERFORMANCE OBJECTIVES:
1. Conduct training and exercises with City
Emergency Operations Center staff on disaster
plan elements.
SIGNIFICANT CHANGES:
None.
93
94
COMMUNITY DEVELOPMENT \
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 4,881,696
1,372,370
59,689
$ 6,313,755
82.00
1994-95
ACTUAL
$ 4,762,343
1,577,950
37,778
$ 6,378,071
82.00
0.30
1995-96
BUDGET
$ 5,063,679
2,227,450
70,919
$ 7,362,048
82.00
1.63
1996-97
BUDGET
$ 5,095,761
1,901,140
0
$ 6,996,901
82.00
2.50
95
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCT NO. 001-3010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 357,206
181,975
7,225
$ 546,406
5.00
1994-95
ACTUAL
$ 361,008
203,585
0
$ 564,593
4.00
0.00
1995-96
BUDGET
$ 289,580
326,120
0
$ 615,700
4.00
0.00
1996-97
BUDGET
$ 293,060
304,840
0
$ 597,900
4.00
0.00
WORK PROGRAM:
Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Geographic Information
Systems and Housing and Redevelopment Departments in the implementation and fulfillment of their work programs.
Support and assist the City Manager, City Council and various City Boards and Commissions. Provide a high level
of communication and service to the community, service organizations, developers and other agencies.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Coordination: Coordinate, guide, and direct ail
Community Development Departments in accompli-
shing City Council goals and objectives.
Communication: Facilitate increased
communication between City departments, the
community and outside agencies.
1. Continue quarterly review of
departmental goals and objectives.
all inter-
2. Coordinate the activities of all Community
Development departments at the Development
Processing Counter.
3. Provide support and direction to all Community
Development Departments involved with
achievement of the City's affordable housing,
growth management and economic development
goals.
1. Conduct periodic meetings and workshops to
assist Community Development staff and various
Commissions in understanding the development
process, and pertinent laws and regulations.
2. Encourage departmental and interdepartmental
meetings which allow Community Development
staff to participate in problem identification and
resolution.
3. Act as a liaison between community
organizations and City staff in initiating and
implementing programs which provide social
benefit to the local population.
SIGNIFICANT CHANGES:
None.
96
PROGRAM:
FUND:
DEPARTMENT:
GEOGRAPHIC INFORMATION SYSTEM
GENERAL
COMMUNITY DEVELOPMENT ACCT NO. 001-3020
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 75,818
56,306
0
1994-95
ACTUAL
$ 78,110
58,367
0
$ 132,124| $ 136,477
1.00 1.00
0.20
1995-96
BUDGET
$ 84,533
135,575
11,730
1996-97
BUDGET
$ 83,870
99,835
0
$ 231,838| $ 183,705
1.00
0.50
1.00
0.50
WORK PROGRAM:
Continue to maintain the Geographic Information System (CIS) data base, and appropriate data layers, provide all
City departments with geographic information processing services, and provide direct access to the CIS by
Community Development staff.
PROGRAM ACTIVITIES:
System Development: Continue to work with user
departments to determine and plan out the use of the
CIS for more effective and efficient use of geographic
data.
Database Development: Add the following data
layers to the CIS:
1) Administrative unit data to the CIS database,
including CFD boundaries, fee benefit areas,,
assessment districts.
2) Various natural resource information including
stream courses and drainage basins.
3) Sewer and water facility date from the Carlsbad
Municipal Water District.
Database Maintenance: Maintain the parcel
basemap and streetmap for changes in parcel
boundaries and/or assessor parcel numbers and
streets.
PERFORMANCE OBJECTIVES:
1. Meet on a regular basis with CIS User
Committee to develop requirements for GIS
users. Disseminate information on GIS concepts
and acquire information on user needs through
direct contact with department staff.
1. Complete the automation of all assessment
districts, fee benefit areas and the boundaries of
CFD No. 1.
2. Complete the automation of all major stream
courses and drainage basins in the City.
3. Complete the acquisition and import of sewer
and water facilities data from the Carlsbad
Municipal Water District.
1. Maintain the parcel and street centerline
basemap to reflect all changes in land
ownership, parcel subdivsion/splits.
2. Maintain the vegetation basemap to reflect all
changes to the natural land cover from
development/mitigation measures.
SIGNIFICANT CHANGES:
None.
97
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
27,060
0
$ 27,060
0.00
1994-95
ACTUAL
$
66,811
0
$ 66,811
1.00
0.00
1995-96
BUDGET
$ 80,652
89,450
0
$ 170,102
1.00
0.00
1996-97
BUDGET
$ 80,820
44,300
0
$ 125,120
1.00
0.00
WORK PROGRAM:
Plan, organize and direct, and coordinate implementation of the City's comprehensive Economic Development
Program. Develop and evaluate economic development programs which attract new industry, business and
investments to the City. Assist existing businesses and industry with growth and expansion needs.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Strategic Plan: Develop and implement a five year
strategic plan in accordance with City policies.
Communication: Establish and maintain
communication and cooperative relationships with
business leaders, potential developers, organizations,
private and public agencies, and the general public to
promote and facilitate the implementation and
execution of the Economic Development Strategic
Plan.
2.
Make advisory recommendations to the City
Council regarding implementation of the
Economic Development Strategic Plan.
Provide recommendations, as necessary, to the
City Council regarding policy issues which affect
business growth and development.
SIGNIFICANT CHANGES:
1. Conduct Carlsbad Industrial Roundtable Forums.
2. Present information on the City's Economic
Development Strategic Plan and programs to a
variety of individuals and groups.
3. Work closely with the brokerage community, the
Chamber of Commerce, the San Diego
Economic Development Corporation and other
groups to enlist support, resolve issues, plan,
coordinate and promote economic development
in the City.
4. Facilitate communication between City
department, business, and private industry to
promote business opportunities in the City and
assist in expediting projects.
None.
98
PROGRAM: ENGINEERING
FUND: GENERAL
DEPARTMENT: ENGINEERING ACCT NO. 001-3110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 2,425,433
540,930
37,877
$ 3,004,240
40.50
1994-95
ACTUAL
$ 2,371,305
633,551
22,392
$ 3,027,248
41.00
0.10
1995-96
BUDGET
$ 2,464,566
794,878
21,795
$ 3,281,239
41.00
0.00
1996-97
BUDGET
$ 2,475,051
665,037
0
$ 3,140,088
41.00
0.00
WORK PROGRAM:
The Engineering Division provides engineering services to the public and other City departments by preparing and
processing design and construction documents. The department is also responsible for ensuring that development and
public improvements are properly designed and constructed without jeopardizing public safety or the well being of the
community.
City Council Goals and Objectives: The Engineering department budget has been structured to provide the resources
needed to achieve the goals and objectives set forth by the City Council. These goals and objectives will be accomplished
through ongoing programs to maximize customer service, ensure quality projects, and foster economic development.
PROGRAM ACTIVITIES:
ADMINISTRATION
Coordination Function: Coordinate and direct all
divisions to ensure accomplishment of City Council
Goals and Objectives.
Administrative and Clerical Support Function:
Provide administrative and clerical support to all other
divisions.
Management Reporting System Function: Ensures
that Management Reporting System is accurately
maintained and generates all reports on schedule.
Record Keeping Function: Provides accurate records
filed in a standardized and efficient manner.
DEVELOPMENT
Land Use Development Review: Provides
comprehensive engineering input to the Planning
Department for all Land Use Development applications
within statutory time limits and divisional goals.
Engineering Plancheck: Process all engineering
development plans and maps in a professional manner
maintaining high quality and meeting production goals.
(continued)
PERFORMANCE OBJECTIVES:
1. Maintain review process to ensure all management
objectives are completed within established time
frame.
1. Continue to provide services in an accurate and
timely manner.
1. Develop reporting systems for managing projects,
setting fee schedules and development permit
processing.
1. Review and revise filing procedures.
Complete 65% of land use reviews within fourteen
(14) days of assignment. Complete land use review
conditions for 90% of all PIP applications within
thirty (30) days of submittal of complete application.
Complete 90% of 1st checks within thirty (30) days.
Complete 90% of all other checks within fourteen
(14) days. Complete 90% of 1s1 checks for
economic development projects within twenty-one
(21) days. Complete 90% of all other economic
development planchecks within ten (10) days.
99
PROGRAM: ENGINEERING
FUND: GENERAL
DEPARTMENT: ENGINEERING
PAGE TWO
ACCT NO. 001-3110
PROGRAM ACTIVITIES:
Developmental Services: Ensures all Engineering
questions related to land development are answered in a
timely and friendly manner.
TRANSPORTATION AND CAPITAL PROJECTS
Investigations: Reviews, analyzes and reports on a
wide variety of traffic issues, concerns, complaints and
inquiries.
Continuing Operations: Maintains up-to-date records
of collision reports, speed surveys, traffic counts and
assists in maintaining optimum traffic signal operations.
Project Reviews: Reviews traffic control plans, signing
and stripping plans and traffic signal plans. Reviews
project submittals for good transportation planning
concepts. Provides inter-department coordination on
various issues on an as-needed basis.
Coordination: Coordinates the design, construction,
and inspection of the City's Capital Improvement
Program. Provides safe, efficient, and economical
inspection services for all projects within the City through
a combined and comprehensive inspection program.
Construction and Inspection: Provides a thorough
inspection of all projects through the application of clear,
concise, and uniform construction management practices
and policies. Assists in construction quality control.
PERFORMANCE OBJECTIVES:
1. Return all phone messages within 24 hours.
Provide complete engineering coverage of front
counter and make initial contact with all citizen/
customers within 5 minutes of their arrival.
Complete investigations within a timely manner (2-4
weeks). Follow up on recommendations by issuing
work orders, proposals for CIP consideration or
developer obligations.
Update speed surveys prior to expiration and in
accordance with vehicle code; log, pin and file
collision reports within two weeks of receiving them;
conduct traffic counts on an as-needed basis; and
respond to traffic signal problems on a same-day
basis.
Complete reviews in a timely manner to maintain
department goals for plancheck services. Provide
immediate response to inter-department needs and
concerns.
Thoroughly and efficiently scope all capital projects.
Direct the design and construction of public
projects. Provide support and assistance to clients
and City departments through a coordinated Capital
Program.
1. Complete inspections in a timely manner.
SIGNIFICANT CHANGES:
Four positions will remain unfunded in this budget and include Principal Civil Engineer-Traffic, Engineering Tech II, and two
Associate Engineers. Maintenance and operation expenses have increased to cover expenses associated with the
Federally mandated Storm Water Program (NPDES).
100
PROGRAM:
FUND:
DEPARTMENT:
PLANNING COMMISSION
GENERAL
PLANNING ACCT NO. 001-3220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 17,097
9,799
0
$ 26,896
0.00
1994-95
ACTUAL
$ 17,317
10,143
0
1995-96
BUDGET
$ 17,804
12,400
0
1996-97
BUDGET
$ 17,300
12,100
0
$ 27,460| $ 30,204| $ 29,400
0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
Advise the City Council on all matters relating to land use, growth management, and implementation of the City's
General Plan.
PROGRAM ACTIVITIES:
Implementation of the General Plan: Review all
development projects and long-range planning
programs for compliance with the General Plan.
Review of Development Projects: Review and
approve/deny development projects brought before
Commission, in compliance with all City zoning, sub-
division and environmental ordinances. Provide
recommendations to the City Council on projects
requiring Council approval.
Implementation of Growth Management Plan:
Review projects for compliance with Growth
Management Plan.
PERFORMANCE OBJECTIVES:
1. Make advisory recommendations to the City
Council regarding implementation and updating
of the General Plan.
2. When needed, provide recommendations to the
Council regarding policy issues that affect long-
range planning for the City.
1. Provide timely recommendations to the City
Council when the Planning Department has
completed its review of a development project for
compliance with the General Plan and all zoning,
subdivision and environmental ordinances.
2. Provide a forum for public input into the review of
development projects.
3. Provide clear, concise findings to the City
Council to support the recommendations of the
Commission.
1. Provide reports to the City Council on the Local
Facilities Management Plans once staff has
completed detailed review.
2. Review annual Capital Improvement Program
(CIP) for consistency with Growth Management
Plan.
SIGNIFICANT CHANGES:
None.
101
PROGRAM:
FUND:
DEPARTMENT:
LAND USE PLANNING
GENERAL
PLANNING ACCT NO. 001-3230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 1,402,787
356,004
7,995
$ 1,766,786
23.00
1994-95
ACTUAL
$ 1,360,616
372,751
15,386
1995-96
BUDGET
$ 1,465,946
568,790
30,394
$ 1,748,7531 $ 2,065,130
23.00
0.00
23.00
1.00
1996-97
BUDGET
$ 1,472,690
529,604
0
$ 2,002,294
23.00
1.00
WORK PROGRAM:
Implement the goals and policies of the City's General Plan and ensure that all development projects comply with all
City zoning, subdivision, environmental ordinances and the Growth Management ordinance.
PROGRAM ACTIVITIES:
Implementation of General Plan: Ensure that all
new planning programs and development projects
comply with the General Plan.
Review of Development Projects: Provide
technical support to the Planning Commission and
City Council in a timely and efficient manner
regarding the compliance of all development
proposals with the City's zoning, subdivision and
environmental ordinances. Update development
standards as needed.
Policy Review: Provide advice to the City Council
and Planning Commission regarding all policy matters
relating to land use and long-range planning in the
City. Provide staff support to citizens' committees and
task forces as directed.
Implementation of Growth Management Plan:
Provide assistance to the Growth Management
Division in ensuring that all development complies
with the performance standards of the Growth
Management Plan.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Implement programs contained in the Updated
General Plan.
2. Prepare annual report regarding progress in
implementing General Plan.
1. Ensure timely processing/review of projects in
the City.
2. Continue to review project processing proce-
dures to establish more efficient systems.
1. Continue processing projects within the Carlsbad
Ranch Specific Plan.
2. Continue to address issues related to
endangered species/habitat management.
1. Provide on going support to the Growth
Management Division for technical review of all
Local Facilities Management Plans.
2. Assist in on-going monitoring activities for
Growth Management.
102
PROGRAM:
FUND:
DEPARTMENT:
GROWTH MANAGEMENT/HABITAT MANAGEMENT
GENERAL
COMMUNITY DEVELOPMENT ACCT NO. 001-3240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 101,981
5,396
0
1994-95
ACTUAL
$ 65,891
5,544
0
$ 107,377| $ 71,435
1.50 1.00
0.00
1995-96
BUDGET
$ 71,417
7,180
0
$ 78,597
1.00
0.00
1996-97
BUDGET
$ 70,080
8,980
0
$ 79,060
1.00
0.00
WORK PROGRAM:
Implement, monitor and update the City's Growth Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Preparation and Implementation of Local
Facilities Management Plans: Work with other City
Departments, property owners and their consultants
to complete the Local Facilities Management Plans
for those zones where a plan has not been adopted
and to implement the provisions of adopted plans,
including Financing Plans and amendments where
necessary.
Monitoring: Monitor the growth activity in the City
and assess the impacts on public facilities for each of
the eleven public facilities.
Coordination with Finance Department: Work with
Finance Department on Mello-Roos District, Zone
Financing Plans, Fiscal Impact of the General Plan,
and the Capital Improvement Program.
Public Information: Provide Growth Management
information to the public and staff.
Inter-City Departments Work with other City
departments to facilitate the most cost efficient
mitigation for habitat impacts of City capital projects.
Compliance: Assist property owners in complying
with Federal and State permit requirements.
1. Review and process Local Facilities
Management Plans for Zones 10, 17, and 25
when property owners are ready to proceed.
1. Distribute monthly status report.
1. Process Financing Plans for Zones 14, 15, and
18 when property owners are ready to proceed.
1. Meet regularly with Planning and Engineering
staff to answer questions on implementation of
Growth Management requirements.
1. Initiate Federal/State permitting for municipal golf
course.
2. Provide technical support to Engineering
department in permitting for Cannon Road
Reaches 1 and 2.
1. Adopt formal guidelines for processing of 4(d)
permits for coastal sage scrub.
2. Coordinate processing of 4(d) permits for private
projects in accordance with adopted guidelines.
103
PROGRAM: GROWTH MANAGEMENT/HABITAT MANAGEMENT Page Two
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCTNO.ooi-3240
SIGNIFICANT CHANGES:
The program has been renamed Growth Management/Habitat Management to reflect the fact that the habitat
management function has become an additional, ongoing part of the workload of this program, with a significant
commitment of resources. A significant portion of the Senior Management Analyst's time is devoted to habitat
management, and it is anticipated that this will continue for the foreseeable future. Cost recovery will be pursued
from both private and public sources to offset the City's past and ongoing expenses in this area. For FY 1996-97,
the Travel and Training/Education budgets have been increased to reflect the increased needs related to Habitat
Management.
104
PROGRAM: HISTORIC PRESERVATION
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3411
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
399
0
1994-95
ACTUAL
$
1,602
0
1995-96
BUDGET
$
3,000
0
1996-97
BUDGET
$
3,000
0
$ 399| $ 1,602| $ 3,000| $ 3,000
0.00 0.00
0.00
0.00
0.00
0.00
0.00
WORK PROGRAM:
To provide for the protection, preservation, recognition and enhancement of the City's existing and continuing
heritage.
PROGRAM ACTIVITIES:
Historic Preservation Education: Participate in and
promote public education pertaining to historic areas
and sites.
Plaque Program: Recognize historic sites by
identifying various sites with numbered plaques that
will eventually be part of a historical tour.
Review of Environmental Documents: Review the
EIR Cultural Resource Reports.
PERFORMANCE OBJECTIVES:
1. Continue to distribute the informational
preservation brochure.
2. Develop community activities and programs to
promote historic preservation.
1. The Historic Preservation Commission will
evaluate criteria for identification of historic sites
to be considered for the plaque program.
1. The Historic Preservation Commission will act in
an advisory capacity to staff in the review of
development plans affecting historic resources
as required by CEQA.
SIGNIFICANT CHANGES:
None.
105
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
DEPARTMENT: BUILDING INSPECTION ACCT NO. 001-3610
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 501,374
194,501
6,592
$ 702,467
11.00
0.00
1994-95
ACTUAL
$ 508,096
225,596
0
$ 733,692
11.00
0.00
1995-96
BUDGET
$ 589,181
290,057
7,000
$ 886,238
11.00
0.13
1996-97
BUDGET
$ 602,890
233,444
0
$ 836,334
11.00
1.00
WORK PROGRAM:
Fulfill City Council Goal VIII: To maintain safe City standards by improving the overall quality of field inspection
and project processing. And to provide support to the public through timely response to citizen inquires, issuing
building permits, providing plan check services, and enforcing City Codes and ordinances.
PROGRAM ACTIVITIES:
Building Services: Ensure all building related
questions are answered in a timely and pleasant
manner. Process all plans, maintaining a superior
quality review. Issue all building permits.
Building Inspection: Provide field inspection and
code enforcement for all building construction and
non-conforming uses.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Answer all phone inquiries within 24 hours.
2. Provide cross-training for field inspectors and
front office personnel to improve technical
expertise at the counter and flexibility for counter
staff coverage.
3. Maintain Building Department coverage of the
front counter at all times.
4. Respond to citizen inquiries as they occur.
5. Continue to provide development assistance to
new and expanding businesses through the
City's Business Assistance Program.
6. Continue to review processing procedures and
front counter operations to improve efficiency
and customer service, and quality control.
1. Provide "next day" building inspections.
2. Conduct field inspections of all construction
projects to ensure compliance with the City's
adopted Codes.
3. Respond to citizen inquiries in a timely manner.
4. Provide opportunities for inspection personnel to
attend training seminars.
5. Continue to improve Code Enforcement tracking
system.
106
LIBRARY * CULTURE \
PROGRAM: LIBRARY/CULTURE
FUND: VARIOUS
DEPARTMENT: LIBRARY SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 2,101,270
925,157
20,382
1994-95
ACTUAL
$ 2,066,793
935,427
43,490
$ 3,046,809| $ 3,045,710
34.00
0.00
35.50
34.68
1995-96
BUDGET
$ 2,175,498
1,051,239
2,200
$ 3,228,937
35.50
34.39
1996-97
BUDGET
$ 2,181,172
1,060,902
29,750
$ 3,271,824
35.50
34.74
WORK PROGRAM:
The Carlsbad City Library provides educational, informational, and recreational services for all community residents;
provides both print and non-print resources that respond to the interests and needs of a diverse population; provides
convenient access and adequate space for users and resources; and promotes a broad awareness of the library and
its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the
pursuit of knowledge.
107
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 311,712
249,816
0
$ 561,528
6.00
0.00
1994-95
ACTUAL
$ 310,540
187,220
9,782
1995-96
BUDGET
$ 318,360
204,659
0
1996-97
BUDGET
$ 297,300
215,292
0
$ 507,542| $ 523,019| $ 512,592
6.00
2.75
6.00
2.49
6.00
1.46
WORK PROGRAM:
Provide leadership for the library and its nine divisions; plan
budget and fiscal matters; and coordinate relations with local
of the Library, and the Serra Cooperative Library System.
PROGRAM ACTIVITIES:
Budget Preparation: Prepare department budget;
process invoices, warrants and requisitions; monitor
expenditures; maintain fiscal records.
Strategic Planning: Continue strategic planning
process to meet library's long-range goals through
the year 2000.
Community Relations: Manage programs, exhibits,
graphic arts, and all external public relations.
Reports and Grants: Handle grants and reports at
local and State levels.
Internal Management: Provide leadership for the
library's divisions and for the Cultural Arts office.
SIGNIFICANT CHANGES:
None.
for the growth of resources and facilities; manage all
and State government, the Library Board, the Friends
PERFORMANCE OBJECTIVES:
1. Monitor and distrubute account balances to all
division.
2. Refine automated fund accounting and on-order
information.
1. Develop detailed action plans for strategic
objectives.
1. Work closely with local media to promote the
library.
2. Sponsor at least one adult program and two
exhibits per month.
3. Produce flyers, newsletters, and other graphics
for the library and other City departments.
4. In cooperation with the Friends of the Library,
raise at least $25,000 through book and
magazine sales.
1. Prepare detailed monthly statistics on library use.
2. Write annual reports for State and local use.
3. Manage grants supported by State and local
funding.
1. Supervise the library's 9 division.
2. Manage facilities and resources.
3. Develop policies and procedures for all library
operations.
108
PROGRAM: ADULT SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4022
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 551,202
128,425
0
$ 679,627
8.00
1994-95
ACTUAL
$ 505,973
118,976
0
$ 624,949
8.00
17.80
1995-96
BUDGET
$ 529,563
121,698
0
$ 651,261
8,00
17.75
1996-97
BUDGET
$ 570,200
127,030
12,600
$ 709,830
8.00
18.20
WORK PROGRAM:
Librarians assist the public with information needs, provide instruction in the use of resources and perform research
for local business, government, and the public.
Clerks help the public with check out and check in of library materials, registration of borrowers; sending reserve and
over due notices.
Pages sort and shelve books, straighten stacks, service book drops.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Reference Services: Respond to in-person and
telephoned reference questions; provide library
instruction classes and tours; select new and
replacement materials; give book talks for community
groups.
Intel-library Loan: Send to and receive from other
libraries requests for books, microfilm, and photo-
copies.
Periodicals: Manage a collection of 622 magazines
and 51 newspapers, and related backfiles.
Computer Services: Provide public instruction in the
use of self-service computer data bases. Continue to
index the Carlsbad Journal/Sun and The North
County Times, Carlsbad Edition using computer
software.
Circulation: check out and check in all print and non
print materials; renew materials; sort and shelve
returned materials; track overdue and lost items; rent
audiovisual equipment.
Patron Maintenance: Register and issue cards to all
library users; collect fines and fees.
1992-93 1993-94 1994-95
1. Reference Questions:
75,345 79,844 88,310
2. Classes, tours, book talks
N/A N/A 56
1. Interlibrary Loans:
1,720 1,457 1,527
1. Periodical Requests:
74,964 79,102 74,368
1. Computer Searches:
220 375*343
1. Circulation totals:
763,662 800,411 821,028
1. New registrations:
17,969 20,130 20,599
*Did not offer fee-based searching in 1993-94.
109
PROGRAM: ADULT SERVICES Page Two
FUND: GENERAL
DEPARTMENT: LIBRARY ACCTNO.001^022
PERFORMANCE OBJECTIVE:
1. Update CD-Rom products for general public use.
2. Develop library applications of the Internet.
3. Offer public access to the Internet by the end of 1996.
4. Cross train Adult services staff.
5. Operate Information Desk five hours per day.
SIGNIFICANT CHANGES:
Circulation and Reference merged into new Adult Services Division.
110
PROGRAM:
FUND:
DEPARTMENT:
GENEALOGY/LOCAL HISTORY
GENERAL
LIBRARY ACCT NO. 001-4023
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 79,528
997
1,807
1994-95
ACTUAL
$ 79,855
1,297
0
1995-96
BUDGET
$ 80,874
1,080
0
$ 82,332| $ 81,152| $ 81,954
1.00 1.00
0.95
1.00
0,95
1996-97
BUDGET
$ 82,900
1,080
0
$ 83,980
1.00
1.03
WORK PROGRAM:
The Genealogy/Local History Division provides information service, instructional assistance, and research services
to the public. The Division Head manages the selection, classification, and organization of a collection of 45,000
volumes. It is a collection of excellence that draws researchers from all over Southern California.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephone reference requests; provide library
instruction and tours; give talks to visiting Southern
California groups.
PERFORMANCE OBJECTIVES:
1. Register 11,000 researchers.
2. Process 15,000 inquiries.
3. Plan and hold orientations for visiting groups.
Coordination with NSDCGS: The North San Diego
County Genealogical Society has acted as a support
group for this collection for 20 years. This division
will coordinate with and assist NSDCGS with fund
raisers, acquisition of materials, program planning,
and training of researchers.
1. Develop bi-monthly training classes for beginning
genealogists.
2. Plan and assist with six major fund raisers.
3. Advise a NSDCGS committee on selection of
materials for proper collection development.
SIGNIFICANT CHANGES:
None.
111
PROGRAM:
FUND:
DEPARTMENT:
CENTRO DE INFORMACION
GENERAL
LIBRARY ACCT NO. 001-4024
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
1994-95
ACTUAL
$ 20,743
0
0
$ 20,743
0.75
0.00
1995-96
BUDGET
$ 53,440
6,990
0
$ 60,430
0.75
0.72
1996-97
BUDGET
$ 54,050
5,490
0
$ 59,540
0.75
0.96
WORK PROGRAM:
The Centre de Informacion meets the information needs of Spanish-speaking adults and children, especially in
Barrio Carlsbad. Bilingual staff introduce neighborhood residents to library services, which include print and non-
print Spanish-language and bilingual materials, educational programming for adults and children, and information
and referral services. The Centra de Informacion staff are actively involved in the community and work in partnership
with schools and other community agencies to enable Spanish-speakers to become active and successful
participants in this society.
The Centra de Informacion contributes to the following Council Goals:
Goal II - Provide public online access to the library's automated catalog at the Centra.
The Centre will present at least one adult and four children's bilingual programs per month.
Goal V - Centra staff will visit adult schools at least quarterly.
Conduct at least 20 school class tours per school year at the Main, Branch, and Centra.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
Outreach: The Centra de Informacion is an active
partner in community activities and offers a
welcoming and culturally sensitive environment that
enables Spanish-speaking residents to make use of
public library services.
Programming: The Centra de Informacion responds
to community information and educational needs by
providing a variety of adult and children's programs
and providing a site for neighborhood group
meetings.
1992-93 1993-94 1994-95
1. Individual Patron Visits:
10,138 17,761 23,021
1. Program Attendance:
2,452 4,199 4,391
SIGNIFICANT CHANGES:
None.
112
PROGRAM: CHILDREN'S SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 164,755
24,295
0
$ 189,050
2.00
1994-95
ACTUAL
$ 166,900
31,170
2,337
$ 200,407
2.00
3.98
1995-96
BUDGET
$ 169,440
32,004
0
$ 201 ,444
2.00
3.56
1996-97
BUDGET
$ 164,200
31,440
0
$ 195,640
2.00
3.52
WORK PROGRAM:
The Children's Library serves children from preschool through Senior High and introduces young people to the
wonders of reading. The Division provides reference and reader's advisory services library skills classes, group
tours, reading incentive programs, and activities that educate or encourage creativity. The Division also assists
teachers and adult students in education, child development and children's literature.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
General Reference Services: Respond to in-person
and telephone questions, provide reader's advisory,
library skills instruction, group tours, and class visits.
Collection Development: Select new materials,
both print and non-print, and provide collection
maintenance and stack organization. There has
been an increasingly heavy demand on collection
activities due to limited hours and closures at other
libraries.
Program Activities: Includes Summer Reading
Club, special holiday and seasonal events, annual
short story contest, spelling bee, pet show, and
cultural enrichment programs. Introduces children to
literature and encourages creativity. Cooperative
programs with the Centre provide multi-cultural
experiences.
1992-93 1993-94 1995-96
1. Reference Questions:
21,120 22,293 24,034
1. Children's Circulation:
230,034 232,939 221,552
1. Program Attendance:
7,511 8,945 9,505
PERFORMANCE OBJECTIVES:
1. Visit all Carlsbad schools and present programs
at least once a year.
2. Present at least 12 children's programs per
month.
SIGNIFICANT CHANGES:
None.
113
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4040
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 353,644
64,136
0
$ 417,780
7.00
1994-95
ACTUAL
$ 314,576
57,470
2,355
$ 374,401
7.00
1.48
1995-96
BUDGET
$ 322,434
54,369
0
$ 376,803
7.00
1.48
1996-97
BUDGET
$ 318,990
41,060
6,150
$ 366,200
7.00
1.48
WORK PROGRAM:
Technical Services Division catalogs and prepares library materials for public use; maintains the library's online
database; and manages the library's automated circulation system, online catalog, and related automated
operations.
PROGRAM ACTIVITIES:
Processing: Catalogs and processes both
purchased items and gifts. Repairs damaged
materials and arranges for binding and rebinding.
Database Maintenance: Adds new items to the
online database and deletes information for lost or
discarded materials.
Circulation System and Online Catalog: Operates
the library's INLEX 3000 System, including all
software related activities, writes instructions, and
trains staff on new features.
WORKLOAD MEASURES:
1992-93 1993-94 1995-96
1. Items Cataloged and Processed:
16,903 17,567 17,270
2. Items Handled Binding:
2,277 2,346
1. Items Added to Database:
16,903 17,567
2. Items Withdrawn:
12,941 10,507
1,911
17,270
9,974
PERFORMANCE OBJECTIVES:
1. To ensure system availability (up time) at least
99% of hours the library is open.
2. To conduct two training sessions for staff
following INLEX software updates.
SIGNIFICANT CHANGES:
None.
114
PROGRAM:
FUND:
COLLECTION DEVELOPMENT AND ACQUISITIONS
GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4041
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 100,341
1,412
0
$ 101,753
2.00
1994-95
ACTUAL
$ 101,409
1,594
0
$ 103,003
2.00
0.00
1995-96
BUDGET
$ 104,752
1,639
0
$ 106,391
2.00
0.00
1996-97
BUDGET
$ 101,940
1,510
0
$ 103,450
2.00
0.00
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
The activities and performance objectives of the Collection Development and Acquisitions departments relate to City
Council Goal IV: Support regional park, recreation, library, and cultural facilities and services.
PROGRAM ACTIVITIES:
Planning: Develop plans for the collection of
materials.
Budgeting: Prepare division and library-wide
materials budgets; monitor expenditures for
department and materials.
Coordinate Selection of Materials: Coordinate
selection and ordering of print and non-print
materials.
PERFORMANCE OBJECTIVES:
1. Review and update the library's collection
development profiles.
1. Track material accounts by major subjects.
2. Track vendor discounts.
1. Coordinate selection and ordering of at least
10,000 new print and non-print materials.
SIGNIFICANT CHANGES:
None.
115
PROGRAM:
FUND:
DEPARTMENT:
MEDIA SERVICES
GENERAL
LIBRARY ACCT NO. 001-4052
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 69,989
18,136
0
$ 88,125
1.00
1994-95
ACTUAL
$ 70,223
8,883
0
1995-96
BUDGET
$ 72,984
8,420
0
1996-97
BUDGET
$ 72,200
8,500
3,500
$ 79,106| $ 81,404| $ 84,200
1.00
0.47
1.00
0.44
1.00
0.49
WORK PROGRAM:
Media Services provides a wide range of professional media production services in support of the library as well as
all City departments and their communications needs. Services include photographic, video, audio, publication
illustration, sync-slide shows, and developing and maintaining locally relevant stock image collections.
PROGRAM ACTIVITIES:
Public Information Media: Produce City related
photographic, video, and audio information for
distribution to newspapers, magazines, local
publications, radio, TV stations.
Image Research & Development: Develop and
maintain a fully indexed City image retrieval and
storage system for slides, prints, negatives, video,
and audio.
Media Production Development: Provide audio,
video, and photographic media services for the
preservation and documentation of such locally
significant information as oral history, historical
photos/documents, and exhibits of special City
activities.
Reference Support: Help fill in for vacant reference
position.
PERFORMANCE OBJECTIVES:
1. Produce at least 150 media projects in 1996-97.
1. Maintain and update a data-based image system
for 27,000 slides and 7,000 prints.
2. Research input image index data and automated
systems for storage and retrieval.
1. Create -at least 150 City related media
productions in support of City goals and
objectives.
2. Participate in local and regional civic
organizations for the purpose of generating
media productions.
1. Provide over 10 hours per week of support for
reference desk at branch, and other library
related duties.
SIGNIFICANT CHANGES:
Phase I of capital outlay purchase to enable migration toward digital photo imaging storage and retrieval system.
116
PROGRAM:
FUND:
DEPARTMENT:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCT NO. 001-4060
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 91,662
26,279
0
$ 117,941
2.00
1994-95
ACTUAL
$ 92,853
26,802
0
$ 119,655
2.00
0.00
1995-96
BUDGET
$ 94,218
25,620
0
$ 119,838
2.00
0.00
1996-97
BUDGET
$ 93,060
34,820
0
$ 127,880
2.00
0.00
WORK PROGRAM:
Council Goal II: Proved a variety of quality recreational programs and facilities, within its fiscal resources, to all
Carlsbad residents and other participants.
The Adult Learning Program is the library's adult literacy service. The program provides free, multidimensional
learning experiences that enable English-speaking adults to develop basic literary skills for independent lifelong
learning and decision making. The program provides literary services that support positive self-esteem and the
application of new literacy skills in daily life, at work, and in the community.
PROGRAM ACTIVITIES:
Individual Assessment and Planning: The pro-
gram conducts a thorough assessment of each adult
learner's literacy skills and develops an appropriate
individual learning plan.
WORKLOAD MEASURES:
1992-93 1993-94 1995-96
1. Learners Assessed for Skills at Entry:
72 68 69
Literacy Skill Development: The program provides
a variety of learning experiences including one-to-one
tutoring, computer-assisted instruction, and small-
group study which are appropriate for each adult
learner's skill needs in basic reading, writing, math,
critical thinking, and general knowledge.
1. Matches of Learners with Tutors (one-to-one):
106 82 139
2. Learners Studying:
136 133 134
3. Volunteer Tutors Instructing:
128 113 97
4. Instructional Hours Completed:
4,847 4,505 4,985
SIGNIFICANT CHANGES:
None.
117
PROGRAM: LA COSTA BRANCH
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4070
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 206,947
2,783
0
$ 209,730
2.00
1 994-95
ACTUAL
$ 227,025
58,399
2,035
$ 287,459
2.75
6.75
1995-96
BUDGET
$ 243,389
60,040
0
$ 303,429
2.75
6.50
1996-97
BUDGET
$ 245,000
63,040
0
$ 308,040
2.75
6.86
WORK PROGRAM:
The Branch Library provides services for South Carlsbad. These services include print and non-print materials,
reference services, special programs for children and monthly changes in exhibits and displays.
PROGRAM ACTIVITIES:
Reference: Assist patrons in using the library,
answer reference questions, reserve specific titles
and request materials from other libraries.
Circulation: Circulate print and non-print materials
to children and adults, handle patron registration,
collect fees and fines and track overdue items.
Collection Development: Evaluate the Branch
collection, select print and non-print materials.
Programming: Plan, schedule and develop
programs for children. Conduct classroom visits and
tours.
Library Management: Manage Branch Library, staff,
volunteers, collection, and facility. Maintain
awareness of community.
WORKLOAD MEASURES:
1992-93 1993-94 1995-96
1. Reference Questions:
28,354 27,137 26,545
1. Circulation:
235,473 237,334 262,926
1. Total Items in Collection:
41,449 43,903
1. Program Attendance:
571 871
49,619
2,525
PERFORMANCE OBJECTIVES:
1. Schedule and supervise staff.
2. Hire and train new staff.
3. Prepare monthly narrative and non-print media
collection.
4. Actively maintain a current topical print and non-
print media collection.
5. Maintain a safe and efficient facility.
6. Survey the needs of and interact with the
members of the community.
SIGNIFICANT CHANGES:
None.
118
PROGRAM: CULTURAL ARTS
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 171,490
54,160
0
1994-95
ACTUAL
$ 176,696
66,354
1,538
$ 225,650] $ 244,588
3.00 3.00
0.50
1995-96
BUDGET
$ 184,344
79,119
2,200
$ 265,663
3.00
0.50
1996-97
BUDGET
$ 181,332
78,140
7,500
$ 266,972
3.00
0.74
WORK PROGRAM:
Implement the goals and policies of the City Council and General Plan to plan, develop and promote the visual and
performing arts and create a climate which encourages cultural and artistic development in Carlsbad.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Implement Arts Programs: Provide a variety of
quality cultural programs, including all forms of visual
and performing arts to all Carlsbad residents.
Develop Funding Sources: Actively pursue the
contribution of gifts and funds for the Arts.
1. Art in Public Places Program:
Temporary exhibit of local artist's artwork
I-5 corridor - landscape/design concept
Complete site inventory
Develop sculpture garden at 2955 Elmwood
Barrio Streetscape
2. Provide educational opportunities and family
events for all citizens:
Visiting Artists Series (two artists/art groups
in community residencies)
Festejando a las Madrecitas
Provide arts programming in the schools
when possible
Four week arts/reading summer camp
3. Continue performing arts programming:
Jazz concerts (nine concerts in three
quadrants)
One international multicultural festival.
4. Coordinate YES TO ART, Youth at Risk Art
Program.
5. Develop and strengthen the arts organizations and
provide cultural opportunities with grants
allocations ($13,000).
1. Implement and incorporate task force reports into
the Cultural Plan according to the established
priorities and available funding.
2. Submit grant applications to State and Federal
funding agencies when applicable and request
local funding support for appropriate projects.
3. Produce a summer concerts program.
(continued)
119
PROGRAM:
FUND:
DEPARTMENT:
CULTURAL ARTS
GENERAL
LIBRARY
PAGE TWO
ACCT NO. 001-4210
PROGRAM ACTIVITIES:
Support the acquisition and development of cultural
facilities.
Provide arts facilities, opportunities and information
through partnerships with schools and the business
community.
PERFORMANCE OBJECTIVES:
1. Complete Arts Office strategic plan.
2. Hold one training workshop.
3. Continue to search for temporary amphitheater,
theater and visual art display space.
1. Information Services: Produce a monthly news-
letter/calendar, send information to artists and
others on opportunities for development. Provide
resource information to the schools and produce
ARTS BRAG.
2. Meet regularly with the Chamber of Commerce's
Education Committee, Tourism Advisory Council,
Arts Associates, and other arts/civic organizations.
3. Provide arts programming in schools when
possible.
120
PROGRAM: SISTER CITY
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
8,426
0
$ 8,426
0.00
1994-95
ACTUAL
$
9,926
0
1995-96
BUDGET
$ 1,700
4,950
0
$ 9,926| $ 6,650
0.00
0.00
0.00
0.00
1996-97
BUDGET
$
6,800
0
$ 6,800
0.00
0.00
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia.
PROGRAM ACTIVITIES:
Program Coordination: Coordinate Sister City Pro-
gram. Actively pursues the contribution of funds for
Sister City program
Fund Raising: Actively pursues the contribution of
funds for Sister City Program.
PERFORMANCE OBJECTIVES:
1. Arrange and conduct visits by one (1) student
delegation and others as needed.
2. Coordinate ongoing arts and culture exchange
projects.
1. Coordinate committee programs including fund
raisers, festivals, and scholarship exchange pro-
grams and raise funds for such programs, and
raise funds for such programs.
SIGNIFICANT CHANGES:
One-third of the Sister City budget has been incorporated into the Cultural Arts budget to better reflect spending
patterns.
121
PROGRAM: CALIFORNIA LIBRARY SERVICES ACT (CLSA)
FUND: STATE GRANT
DEPARTMENT: LIBRARY ACCT NO. 180-8101
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
254,207
0
1994-95
ACTUAL
$
186,234
0
$ 254,207| $ 186,234
0.00 0.00
1995-96
BUDGET
$
268,160
0
$ 268,160
0.00
0.00
1996-97
BUDGET
$
288,200
0
$ 288,200
0.00
0.00
WORK PROGRAM:
Projected reimbursements and unappropriated carryover from the California State Library to the City for loans of
materials to non-residents. Payment is based on a reciprocal usage formula.
PROGRAM ACTIVITIES:
Administration: Reimbursements and carryover are
used to assist in the cost of library operations.
PERFORMANCE OBJECTIVES:
1. State revenue funds will be used to pay for part
of the Branch operating budget as well as to
offset General Fund by covering the purchase of
all adult fiction and non-fiction, the main library
heat and light accounts, and telephones..
SIGNIFICANT CHANGES:
The budget has increased by about 10% to match current and projected increases in revenues as well as continued
availability of fund balances.
122
PROGRAM: PUBLIC LIBRARY FUND (PLF)
FUND: STATE GRANT
DEPARTMENT: LIBRARY ACCT NO. 180-8110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
1,000
16,333
1994-95
ACTUAL
$
34,846
25,443
1995-96
BUDGET
$
33,000
0
1996-97
BUDGET
$
53,000
0
$ 17,333| $ 60,289| $ 33,000| $ 53,000
0.00 0.00 0.00
0.00
0.00
0.00
WORK PROGRAM:
The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions provided they
meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal year).
PROGRAM ACTIVITIES:
Various Special Projects
PERFORMANCE OBJECTIVES:
1. Grant funds will be used primarily as offsets of
General Fund. Water and bindery accounts are
offset for 1996-97.
SIGNIFICANT CHANGES:
None.
123
PROGRAM: AUDIOVISUAL INSURANCE
FUND: AV INSURANCE
DEPARTMENT: LIBRARY ACCT NO. 141-4051
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
91,085
2,242
$ 93,327
0.00
1994-95
ACTUAL
$
146,256
0
$ 146,256
0.00
0.00
1995-96
BUDGET
$
149,491
0
$ 149,491
0.00
0.00
1996-97
BUDGET
$
105,500
0
$ 105,500
0.00
0.00
WORK PROGRAM:
Special revenue fund to support library audiovisual collection development, replacement and related supplies,
processing, and equipment.
PROGRAM ACTIVITIES:
Collection Development: Evaluate, select, and
order new and replacement audiovisual materials.
PERFORMANCE OBJECTIVES:
1. Select, order, and process at least 2,000 new
audiovisual materials and at least 800 new
videotapes.
SIGNIFICANT CHANGES:
None.
124
COMMUNITY SERVICES \
PROGRAM:
FUND:
DEPARTMENT:
COMMUNITY SERVICES
VARIOUS
VARIOUS SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 5,233,796
6,351,642
597,809
$ 12,183,247
98.75
1994-95
ACTUAL
$ 5,042,023
5,952,377
772,407
$ 11,766,807
101.50
39.53
1995-96
BUDGET
$ 5,431,111
8,535,098
2,202,302
|_ $ 16,168,511
101.25
39.80
1996-97
BUDGET
$ 5,424,107
6,901,159
1,035,840
$ 13,361,106
98.25
44.78
WORK PROGRAM:
Since the merging of two major departments in 1994 (Parks and Recreation/Senior Programs and
Utilities/Maintenance), the resultant Community Services Department continues to achieve operational success.
Although the department's delivery of service to the Carlsbad resident, business owner, commercial industry, and
tourist/visitor has remained uninterrupted, it's effectiveness and efficiency continues to mature and improve. From
an internal organizational perspective, the Community Services Department also strives to work productively with
other City departments to the end that all customer services provided in Carlsbad meet the highest standard of
excellence.
The operational success of this department comes as a result of it's work programs and ability to consistently
perform program activities and accomplish performance objectives in order to achieve the goals which Carlsbad's
City Council has established for Recreation and Public Works. They are:
GOALS:
Recreational Goals:
1. Provide a variety of quality recreational programs
and facilities within fiscal resources to all
Carlsbad residents and other participants.
2. Pursue the contribution of gifts and funds for
Historical, Senior and Recreational/Open Space
programs.
3. Support the acquisitions and development of
regional parks and recreational facilities.
4. Continue to provide recreational facilities while
encouraging opportunities through partnerships
with schools and the business community.
Public Works Goals:
1. Provide a high level of maintenance for
infrastructure.
2. Maintain safe and efficient circulation and utility
systems.
3. Promote cost effective solid waste management
programs through recycling, source reduction,
composting, solid waste transfer, and other non
traditional programs.
4. Cooperate with other cities and agencies in the
provision of solid waste management and storm
drain pollution education.
5. Maintain a clean city through the removal of litter
and graffiti.
On subsequent pages, detailed information is provided relative to each division's operation, work program, program
activities, performance objectives, and/or workload measures. These are the means by which the department's
goals, as well as those of the City Council, are met.
125
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 591,944
119,353
5,653
$ 716,950
10.60
0.00
1994-95
ACTUAL
$ 509,381
123,829
7,980
1995-96
BUDGET
$ 450,389
164,215
5,000
1996-97
BUDGET
$ 425,040
216,340
0
$ 641,190] $ 619,604] $ 641,380
8.00
0.00
6.40
0.00
6.43
0.00
WORK PROGRAM:
Administer operations of the Community Services Department in a manner which focuses upon achieving the established City Council
goals for Public Works and Cultural/Recreational. Accordingly, this Divisions function is to provide guidance, direction, and
administrative support for the future planning and current operation of park and recreation facilities, senior facilities and programming,
street maintenance, solid waste management, City-wide facilities management, fleet operations and assessment funding programs for
street trees, median maintenance, street lighting and the Buena Vista Channel. Provide staff support to the Parks and Recreation
Commission, Senior Commission and Carlsbad Community Television Foundation.
PROGRAM ACTIVITIES:
Operations: Plan, organize and direct community service
programs. Develop and implement procedures and policies
for efficient operation of the department.
Personnel Services: Recommend and process personnel
appointments, promotions, and disciplinary actions. Provide
on-going support to management and miscellaneous
employees. Implement the services of contractual, part-time,
court release, juvenile diversion, County probation, and
conservation corps where appropriate.
Budget Management: Coordinate the preparation of all
division budgets and ensure that all budgets comply with City
policies, procedures, and Council goals and objectives.
Contract Services: Implement, supervise and coordinate
contractually provided services.
PERFORMANCE OBJECTIVES:
1. Maintain timely processing of work orders and special
project requests and address citizen concerns.
2. Conduct surveys and perform research and statistics,
analysis on administrative, personnel and operational
matters.
1. Process personnel requests.
2. Track personnel evaluation to ensure timely completion.
3. Monitor 1,000 hour limit for part-time staff.
1. Prepare departmental budget.
2. Monitor and evaluate expenditures and revenue
enhancement opportunities; maintain fiscal records.
3. Coordinate departmental purchases.
4. Maintain self sustaining percentages for recreational
programming.
1. Manage contracts in a timely manner.
2. Prepare contracts pertaining to community services,
including refuse collection, recycling, graffiti control, tree
trimming, median maintenance, street sweeping, and
recreational program classes contracts.
(continued)
126
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 001-4110
PROGRAM ACTIVITIES:
Training and Safety: Provide training in work related areas,
and motivate employees to enhance their job skills and overall
knowledge of department and City-wide activities.
Park Acquisition and Development: Ensure adequate park
acquisition and development in order to meet the park
performance standards as identified in the Growth
Management Program. Provide additional park enhancement
development projects where appropriate.
PERFORMANCE OBJECTIVES:
1. Develop a Strategic Plan for the Community Services
Department.
2. Review and process all training requests.
3. Distribute current safety information to employees.
4. Conduct regular safety meetings and inspections.
5. Conduct quarterly staff meetings for supervisors.
6. Conduct informational staff meetings for all employees a
minimum of once per year.
1. Monitor and implement existing park agreements.
2. Coordinate park development plans between City
departments, park development architects, commissions,
and community residents.
3. Coordinate development plans for the Poinsettia Park site.
4. Coordinate Master Plan process for Carrillo Ranch.
Maintain Contemporary Park Facilities and Recre-
ation/Senior Programs:
1. Prepare and present relevant issues for consideration by
the Parks and Recreation Commission and Senior
Commission at monthly meetings.
2. Provide staff support for Commission subcommittees
addressing park and open space issues and recreation
and senior programs.
3. Provide staff support for development of a municipal golf
course.
Benefit Assessments: Provide administration guidance and
direction for all special districts.
1. Maintain efficient, cost-effective operation of Benefit
Assessment Districts.
- Street Lighting District
- Median Maintenance
- Street Tree Maintenance
- Buena Vista Channel
Solid Waste: Support the City Manager's Office in seeking
the most cost-effective disposal of refuse.
1. Consistently analyze and evaluate the most cost-efficient
means to dispose of solid waste and to maximize our
diversion efforts in meeting AB 939 goals.
Franchise Administration: Maintain the most beneficial
agreements for the City.
1. To update and improve all City franchises to maximize the
service and return to the City.
SIGNIFICANT CHANGES:
None.
127
PROGRAM:
FUND:
DEPARTMENT:
PARK OPERATIONS
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4121/4122
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 859,204
709,899
14,418
$ 1,583,521
18.35
0.40
1994-95
ACTUAL
$ 821,881
700,426
12,876
$ 1,535,183
18.75
0.50
1995-96
BUDGET
$ 844,840
769,833
1,466
$ 1,616,139
17.35
2.50
1996-97
BUDGET
$ 864,440
998,365
31,000
$ 1,893,805
17.35
4.30
WORK PROGRAM:
Maintain, preserve and enhance 280+ acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of 8 Community Parks and 26 Special Use Areas. Manage
over 600 acres of open space/undeveloped areas and provide services to other departments as well as community
groups.
PROGRAM ACTIVITIES:
Turf and Landscape Maintenance: Direct manage-
ment of 92+ acres of turf and 144+ acres of landscap-
ing. Duties include mowing, fertilization, renovation,
replanting, trimming, pesticide application, raking
leaves/debris, turf sweeping, weeding, cultivation
edging, aerating, reseeding, irrigation programming
and equipment maintenance.
Bathroom Maintenance/Litter Control/Picnic Area
Services: Inspect, maintain, clean, paint and repair
13 separate rest room facilities (as well as 7 portable
units) 3 times per week. Clean, restock, sanitize,
paint and plumbing repairs make up the duties of this
activity. Also associated with this activity is litter
control. All parks, beach accesses and beach areas
are cleaned 3 times weekly to remove all litter and
service all trash receptacles.
Court/Field/Tot Lot Maintenance: Maintain 25
tennis courts (21 lighted), 13 basketball courts, 16
soccer fields, and 23 softball/baseball fields. All
athletic courts are cleaned/inspected on a bi-weekly
basis. Duties involve washing down, sweeping off,
blowing off, fence inspections/repairs, and playing
surface inspections. In addition, this activity includes
bi-weekly maintenance of all tot lots in the City. This
includes sand raking/leveling, sand rototilling and
play equipment inspection, repair and the necessary
documentation of such actions.
WORKLOAD MEASURES:
1994-95 1995-96 1996-97
1. Turf Acres Maintained:
75 80 90
2. Landscape Acreage Maintained:
128 128 133
3. Picnic Area:
17 17 19
1. Rest Stations Maintained:
(Permanent) 11 12 13
(Portable) 777
2. Trash Receptacles Serviced:
362 375 408
1. Tennis Courts Maintained:
19 19 21
2. Ballfields Maintained:
20 22 23
3. Tot Lots Maintained:
9 9 10
4. Basketball courts maintained:
11 11 12
5. Soccer fields maintained.
11 12 14
128
PROGRAM: PARK OPERATIONS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES
PROGRAM ACTIVITIES:
Irrigation Maintenance: Maintain all landscape
irrigation systems of City facilities. This includes
programming over 93 different controllers with over
1,240 valves. Duties include replacement, repair
trouble shooting and now data entry/programming via
the centralized irrigation system.
Open Space Maintenance: Provide maintenance
activities to City owned open space and areas of
additional maintenance responsibilities. Duties
include trash removal, clean up and weed abatement.
Miscellaneous Maintenance/Repair and Special
Request: These activities, which are difficult to mea-
sure, include repair and upgrading to park structures,
facilities, play equipment and fencing, and the
installation of play equipment, bleachers, drinking
fountains, soccer goals, trash enclosures, concrete
work, and painting projects. These additional
activities also include special projects and requests
by the community for turf installation, sculpture
installations, various redevelopment requests and
community garden needs. The total amount of time
spent on these activities amounts to approximately
12% of Parks Maintenance activities.
PAGE TWO
ACCT NO. 001-4121/4122
WORKLOAD MEASURES:
1. Irrigation measures/no, of controllers:
85 87 93
2. Irrigation measures/no, of valves:
1,066 1,100 1,240
1. Number of acres:
452 457 470
SIGNIFICANT CHANGES:
Includes funding for:
• the on-going maintenance of Poinsettia Park;
• upgraded maintenance in the downtown area;
• landscape maintenance for the newly improved bridge/off ramp at I-5 and Poinsettia;
• tennis/basketball court maintenance program (including resurfacing 8 tennis courts and 2 basketball courts);
• upgraded maintenance at the Safety Center; and
• revisions to the Stagecoach Park Streambed/pond.
129
PROGRAM:
FUND:
DEPARTMENT:
RECREATION OPERATIONS
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 247,676
77,546
0
$ 325,222
4.00
10.21
1994-95
ACTUAL
$ 251,491
77,495
$ 328,986
4.00
10.21
1995-96
BUDGET
$ 280,579
70,495
3,700
$ 354,774
4.00
9.96
1996-97
BUDGET
$ 284,230
86,368
12,990
$ 383,588
4.00
10.08
WORK PROGRAM:
Recreation Operations provides administrative support for the Recreation Division and for operating each of the
three Community Centers and other City and school facilities used by the Department, the City and the public for
recreational use and meetings.
PROGRAM ACTIVITIES:
Information and Enrollment Service: Office
Specialists meet and talk with the public to provide
information on Recreation Division services, including
programs and facilities. They enroll participants in-
person, by phone and by mail-in registration for
classes, adult excursions, special events, and sports
leagues, and collect and account for revenue,
preparing deposits and delivering them to City Hall.
WORKLOAD MEASURES:
1993-94 1994-95 1995-96
1. Reservations Processed:
2,910 2,870 2,800
2. Number of Facility Users:
589,230 590,000 622,000
3. Revenue:
$83,820 $81,500 $90,700
Facilities Operation Service: The Recreation
Supervisor schedules facilities, use of parks, meeting
rooms, athletic fields, tennis courts, and
assigns/supervises Facility Attendants. Facility
Attendants assist in showing sites, complete appli-
cations, perform set-up and take-down of tables and
chairs for meetings, open and close buildings, and
perform general clean-up and minor maintenance.
Number of Fields Maintained:
27 26 26
SIGNIFICANT CHANGES:
None.
130
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4132
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 537,197
432,717
8,975
$ 978,889
6.00
15.20
1994-95
ACTUAL
$ 574,484
399,609
29,928
$ 1,004,021
8.25
11.70
1995-96
BUDGET
$ 604,375
353,534
10,995
$ 968,904
8.25
12.57
1996-97
BUDGET
$ 624,960
366,450
0
$ 991,410
8.25
13.90
WORK PROGRAM:
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and interests of the
community through fee-supported programs on a 60% self-sustaining basis.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
Estimated
1993-94 1994-95 1996-1997
Instructional Classes: Provides year round classes for all
ages, pre-school to seniors, taught by qualified contract
instructors at various sites in Carlsbad.
Enrichment Classes:
# conducted 1,130 1,175 1,200
# enrolled 13,400 11,516 13,000
Day trippers: Offers both one day and multi-day trips for
adults. A trained Tour Guide assists those on the trip to
enjoy social and cultural events in Southern California.
Daytrippers:
# trips conducted 37 32 29
# participants 1,270 814 710
Sports Programs: Provides a variety of seasonal sports,
coaching, and competition including adult slow-pitch
softball, basketball, track and field, and volleyball.
Youth Sports/Camps
# teams 80 90
# participants 1,500 1,760
# spectators 11,200 11,500
Adult Sports:
# teams 288 265
# participants 4,340 3,291
# spectators 30,000 27,000
95
2,000
11,600
254
3,885
27,000
Special Events/After-School Programs: Offers a variety
of special events for youth, teens and adults including
Easter Egg Hunts, Halloween Carnivals, Triathlon, camps,
and golf clinics. The "Stay N' Play," an after-school special
activities program, is conducted at Pine School. Volunteers
are included in a high percentage of Recreation Division
programs including youth basketball, Triathlon and special
events.
Special Events:
# events 20 17 23
# participants 10,260 11,900 12,500
Community Volunteers:
# volunteers 610 630 640
# hours 6,050 6,200 6,300
(continued)
131
PROGRAM:
FUND:
DEPARTMENT:
RECREATION FEE SUPPORTED
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4132
SIGNIFICANT IMPACT:
Includes funding for the operation of adult softball and soccer at Poinsettia Park. Team registration fees will offset the expenses.
The Summer Arts Camp is included, with tuition revenue equal to expenses. Additional funding of $10,970 is included for
gymnasium attendants at Stagecoach and Calavera Community Center gymnasiums. The part time gym attendants increase the
hourly FTE positions by 0.75.
132
PROGRAM:
FUND:
DEPARTMENT:
RECREATION - AQUATICS
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4133
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 191,980
93,400
5,087
$ 290,467
1.00
6.10
1994-95
ACTUAL
$ 200,587
84,319
2,703
$ 287,609
1.75
5.28
1995-96
BUDGET
$ 196,049
68,348
8,029
$ 272,426
1.75
5.20
1996-97
BUDGET
$ 199,500
83,970
6,700
$ 290,170
1.75
5.78
WORK PROGRAM:
Aquatics provides for the operation of an attractive and safe Swim Complex that offers a comprehensive program of instruction,
competition, and recreational swimming on 50% self-sustaining basis.
PROGRAM ACTIVITIES:
Lessons/Training: Provide instruction in swimming skills for
ill ages and abilities; provide education and training to the
jeneral public and City employees in first-aid,
cardiopulmonary resuscitation (CPR), and basic rescue skills;
serve as a North County certification/training site for men and
women who wish to qualify for employment at Carlsbad Swim
Complex or similar pools.
Fun and Fitness: Provide opportunities for recreational
swimming and fitness lap swimming.
Competitive Swim Programs: Provide opportunities for
competitive swim instruction and coached workouts for youth
and adults as a contract service; coordinate and schedule high
school use of the pool for boys' and girls' swim teams and
water polo activities.
WORKLOAD MEASURES:
Estimated
1993-94 1994-95 1995-96
1 . Instructional Lessons:
Lane/Hours: 1,861
Classes Conducted: 212
Participation:
-Resident 1,245
-Non-Resident 276
1 . Recreation and Lap Swim:
Lane/Hours: 13,159
Daily Admissions:
Youth 6,686
Adult 6,563
Season Pass Admissions
17,899
2. AquaX:
Lane/Hours 245
Participation 1 ,444
1 . Carlsbad Swim Master:
Lane/Hours 4,360
Participation 12,601
2. North Coast Aquatics:
Lane/Hours 5,173
Participation 13,959
3. Carlsbad H.S. (P.E., Swim
1,805
224
1,370
208
12,844
6,546
6,839
18,095
230
1,251
3,776
1 1 ,727
4,346
12,666
1,805
225
1,375
200
13,500
6,525
7,000
18,100
230
1,251
3,500
1 1 ,550
4,000
12,000
& Water Polo Teams)
(continued)
4. Lane/Hours 2,602 2,389 2,600
5. Participation 6,875 5,260 6,800
133
PROGRAM: RECREATION - AQUATICS PAGE TWO
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCTNO.ooi-4133
SIGNIFICANT CHANGES:
The service levels and number of facility use hours remain the same as in FY 95-96. Increased supply expenses for the
annual cost of the sanitizer and pH control chemicals. Additional funding of $9,000 is included to extend the hours of
operation of the swim complex. The additional funding will open the pool on Sunday's during the school year for recreation
and lap swimming and open the pool for an additional three weeks in December. The additional part time staffing required
to extend the swim complex hours increases the hourly FTE positions by 0.58.
134
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4134
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 24,526
7,433
588
$ 32,547
0-00
1.06
1994-95
ACTUAL
$ 23,382
10,531
0
$ 33,913
0,00
1.06
1995-96
BUDGET
$ 24,946
7,920
0
$ 32,866
0,00
1.01
1996-97
BUDGET
$ 25,645
8,720
0
$ 34,365
0.00
t,02
WORK PROGRAM:
Provides for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or
eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provides a communications
link with dispatch during the seasonal heavy use period of six to nine months on the water.
PROGRAM ACTIVITIES:
Permits: Issue annual lagoon use permits. Verify and
monitor DMV registration. Observe and document
boating traffic and use activity.
WORKLOAD MEASURES:
1993-94 1994-95 1995-1996
1. Applications: 440 440 420
2. Annual Permits: 340 272 290
3. Daily Permits 81 101 100
Education and Enforcement: Provide education
regarding boating laws and special conditions on the
lagoon. Enforce and ensure compliance with boating
and lagoon use laws. Effectively respond to vessel
emergencies, accidents or injuries and requests for aid.
Place and maintain regulatory buoys and signs.
Maintenance: Remove debris and hazards from the
water surface, shoreline and public accesses, maintain
patrol boat, motor, trailer, and associated equipment.
1. Patrol Contacts/Observation:
3,390 3,390 3,500
Revenue: — 16,130 20,280
SIGNIFICANT CHANGES:
None.
135
PROGRAM:
FUND:
DEPARTMENT:
SENIOR PROGRAMS
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4142
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 170,472
58,119
0
$ 228,591
2.00
3.50
1994-95
ACTUAL
$ 174,655
58,149
0
1995-96
BUDGET
$ 183,179
65,360
0
1996-97
BUDGET
$ 181,619
92,114
0
$ 232,804| $ 248.539L $ 273,733
2.00
3.50
2.00
3.58
2.00
3.50
WORK PROGRAM:
Provide a broad range of activities/services designed to address the many needs and varied interest of Carlsbad's
older adults.
SENIOR PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Personal Assistance: Plan, coordinate and sched-
ule activities/services intended to assist Seniors in
maintaining independent lifestyles.
Recreation Opportunities: Plan, coordinate, and
schedule a variety of recreational opportunities to
address the varied interests of the older population.
Social Interaction: Provide an environment and
opportunity for older people to meet and interact with
their peers.
1. Schedule a no cost/low cost health screening
intended to educate Seniors and detect potential
health risks: skin cancer, glaucoma, podiatry,
Blood pressure, hearing, etc.
2. Arrange for the ongoing provision of personal
management services (legal assistance, tax
preparation, insurance counseling, personal
counseling, and drivers training).
3. Provide information and referral on other com-
munity services and resources available to older
adults.
4. Increase Seniors' exposure and knowledge of
services/programs which foster their indepen-
dence.
1. Offer a minimum of 12 day trips annually to local
attractions.
2. Offer a wide variety of opportunities for Seniors
with diverse interests (i.e., classes in art, exer-
cise, and languages; lectures in financial plan-
ning, travel, etc.; and dances, discussion groups,
and cards and games).
1. Encourage the development of groups of people
sharing similar interests (i.e., P. C. Users, books
writing, billiards, and current events.
2. Provide volunteer opportunities where Seniors
can provide a service to their community while
meeting new people, etc.
136
PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES
SENIOR PROGRAM ACTIVITIES:
Social Interaction: continued.
Increase Revenues: Develop a strategy to increase
revenues.
SIGNIFICANT CHANGES:
PAGE TWO
ACCT NO. 00-M142
PERFORMANCE OBJECTIVES:
3. Maintain the open atmosphere of the lounge
where people can drop in to chat and have a cup
of coffee.
1. Where feasible, develop a reasonable fee
structure for activities/programs previously
offered at no cost.
2. Pursue cash donations to Senior Citizen "Trust
Fund" to assist with cost for special events and
special equipment.
Participation in both the Noon Lunch and Home Meals programs has declined with a resulting decline in donations
received. This decrease impacts the money that is available to support these programs. The General Fund is now
burdened with costs previously supported in part by the Grant (i.e., vehicle maintenance, replacement, etc.).
137
PROGRAM: SENIORS
FUND: SENIOR NUTRITION
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 181-8118 THRU 181-8120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 53,555
135,317
885
$ 189,757
1.00
5.25
1994-95
ACTUAL
$ 52,506
137,199
4,809
$ 194,514
1.00
5.25
1995-96
BUDGET
$ 58,308
138,538
0
$ 196,846
1.00
2.15
1996-97
BUDGET
$ 61,630
125,662
0
$ 187,292
1.00
2.17
WORK PROGRAM:
Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 years of
age and older.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
Estimated
1993-94 1994-95 1995-96
Noon Lunch: Provide a nutritionally balanced noon
lunch for persons 60 years of age or older.
1. 1.Hot Meals:
35,396 35,396 32,000
Home Meals: Deliver a hot meal and sandwich to
homebound persons 60 years of age or older in
Carlsbad.
Transportation: Provide transportation for Carlsbad
Seniors to the lunch program, medical appointments,
and shopping.
Hot Meals:
10,695 12,243 10,800
1 .One Way Trips:
8,000 6,000 6,000
SIGNIFICANT CHANGES:
Participation in both the Noon Lunch and Home Meals programs has declined with a resulting decline in donations
received. This decrease impacts the money that is available to support these programs. The General Fund is now
burdened with costs previously supported in part by the Grant (i.e., vehicle maintenance, replacement, etc.).
138
PROGRAM: SENIOR ACTIVITIES
FUND: SENIOR TRUST FUND
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 182-9203/9224
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
1994-95
ACTUAL
$
0
0
$ -| $
0.00
0.00
0.00
0.00
1995-96
BUDGET
$
0
0
$
0.00
0.00
1996-97
BUDGET
$
112,000
0
$ 112,000
0.00
0.00
WORK PROGRAM:
Continue to raise funds to support activities/programs at the Carlsbad Senior Center.
SIGNIFICANT CHANGES:
This is the first year this fund has been included in the budget. It was previously shown as an agency fund.
139
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5110/6210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 795,157
545,971
9,041
1994-95
ACTUAL
$ 958,019
524,204
21,801
1995-96
BUDGET
$ 838,324
650,772
3,288
$ 1,350,169| $ 1,504,024] $ 1,492,384
17.70
0.00
23.00
0.00
18.00
0.00
1996-97
BUDGET
$ 798,447
700,867
25,650
$ 1,524,964
15.00
1.00
WORK PROGRAM:
The Street Maintenance Division's major program is Street and Roadside Maintenance, scheduled and performed to
provide a high level of maintenance for infrastructure and maintained to insure safe and efficient circulation and
utility systems.
(CITY COUNCIL GOALS II/PUBLIC WORKS)
This area of responsibility encompasses a variety of different maintenance activities,
categorized into six (6) maintenance programs described below:
These activities are
PROGRAM ACTIVITIES:
Roadside Maintenance: Roadside Maintenance
activities consist of litter pick-up, debris hauling,
sidewalk repair and guardrail maintenance.
Drainage System Maintenance: Maintain, clean,
and repair the City's drainage system.
Street Sweeping:
City Sign Maintenance: Fabricate, install and
maintain all traffic street name and special signs
throughout the City. Respond to Traffic Engineering
work orders and special sign requests. Conduct
visual and retro-reflectometer once a year in
conjunction with the Division's Safety Inspection
Program.
PERFORMANCE OBJECTIVES:
1. The County Honor Camp crew will pick up over
300 cubic yards of litter from City right-of-way.
This program is supervised by City staff (funded
by Solid Waste).
2. Continue maintenance and repair of 25,263 lineal
feet of guardrail as needed.
3. Recycle concrete and asphalt.
4. Repair 15,000 square feet of curb, gutter and
sidewalk (trip hazards) to minimize liability claims
(funded by Gas Tax).
1. Annually schedule the cleaning and maintenance
of 3,200 catch basins. Work will be completed
from August through October to ensure proper
flow and run-off during winter storms.
2. Schedule annual cleaning of 20,105 lineal feet of
open drainage channel. Work will be scheduled
from August through October.
1. Sweep 585 curb miles of public roadways
(funded in Gas Tax budget).
1. Maintain and repair, as needed, the 7,000 signs
throughout the City.
2. Fabricate and install 600 traffic, street name and
special order signs.
3. Timely response to Traffic Engineering work
orders.
(continued)
140
PROGRAM:
FUND:
DEPARTMENT:
STREET MAINTENANCE
GENERAL
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 001-5110/6210
PROGRAM ACTIVITIES:
City Sign Maintenance (continued):
Road Surface Maintenance: Maintain 555 lane
miles of paved roadways throughout the City. This
maintenance program insures that the City's road
system is properly maintained and safe for travel.
Traffic Safety Pavement Striping Program: Ensure
proper delineation and direction for safe passage on
City streets. Maintain and refresh all line strips,
crosswalks, pavement messages, colored curb and
City facilities parking areas. Respond to Traffic
Engineering work orders and special requests from
various City departments.
Miscellaneous Maintenance and Repair Program:
Monitor unscheduled work activities that the Street
Division performs annually; this program accounts for
6,600 staff hours.
PERFORMANCE OBJECTIVES:
4. Annually conduct visual and reflectivity tests on
1,449 warning and 3,159 regulatory signs to
insure proper and safe signage throughout the
City.
5. Maintain all traffic control devices used for
construction, repair and emergencies.
1. Several methods of asphalt repair applications
are used to apply 4,000 tons of asphalt annually
(funded by Gas Tax): skin patching, utility cut
repair, leveling with asphalt, and base
replacement
1. Annually refresh striping on 225 pass miles on
"prime" roadways, 166 pass miles on "major"
roadways, 128 pass miles on "secondary"
roadways, and 53 pass miles on "residential"
roadways.
2. Annually refresh 189 crosswalks, including
school crossings.
3. Annually refresh 3,000 pavement markings.
4. Annually refresh 15,000 linear feet out of 35,349
linear feet colored curbs.
5. Refresh City facilities parking areas, as needed.
6. Respond in a timely manner to work orders from
Traffic Engineering and special requests from
various City Departments.
1. Emergency response, citizen's complaints, storm
patrol, safety and training, special events, and
seawall cleaning.
SIGNIFICANT CHANGES:
Removing three Maintenance Worker I positions. Adding part-time staff and contract labor.
141
PROGRAM: MAJOR STREET MAINTENANCE
FUND: GAS TAX
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 152-3110/5110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 225,839
1,367,701
0
1994-95
ACTUAL
$ 2,537
796,876
17,261
1995-96
BUDGET
$ 212,175
2,625,681
0
1996-97
BUDGET
$ 215,000
268,000
0
$ 1,593,540] $ 816,674] $ 2,837,856] $ 483,000
5.30
0.00
0.00
0.00
5.00
0.00
5.00
0.00
WORK PROGRAM: Provide a high level of maintenance for infrastructure and maintain safe and efficient
circulation and utility systems.
PROGRAM ACTIVITIES:
Street Sweeping: Sweep 585 curb miles of
Carlsbad streets.
Cement Repairs: Annually repair and replace
broken and raised curbs, gutters and sidewalks.
PERFORMANCE OBJECTIVES:
1. Sweep all residential streets once each month.
2. Sweep all downtown village streets twice each
week.
3. Sweep all commercial and major arterial streets
once per month.
1. 250 linear feet of curb and gutter per year.
2. 25,000 square feet of sidewalk per year.
Asphalt Repairs: Extend life of streets and provide
a smooth and safe driving surface.
1. Leveling with asphalt.
2. Base replacement.
3. Skin patching.
4. Repair utility cuts.
5. Crack fill.
SIGNIFICANT CHANGES:
Costs for the street overlay program now financed by TransNet funds. Remaining expenses are for street
maintenance projects. Street sweeping services are being expanded from once a month to twice per month in fiscal
year 1996-97. The additional funding for increased street sweeping services is $75,000.
142
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 534,450
628,045
23,969
$ 1,186,464
15.00
0.00
1994-95
ACTUAL
$ 501,221
599,957
15,645
$ 1,116,823
15.00
0.03
1995-96
BUDGET
$ 562,285
871,181
31,279
$ 1,464,745
15.00
0.03
1996-97
BUDGET
$ 542,500
821,900
16,000
$ 1,380,400
15.00
0.03
WORK PROGRAM: Maintain City facilities to provide safe, attractive buildings for the City to conduct its
business and provide services to the community.
PROGRAM ACTIVITIES:
Building Maintenance: Perform repairs and
alterations as required to maintain and operate City
facilities at a professional level. Perform emergency
repairs to eliminate hazards or unsanitary conditions
and to reduce liability. Remodel and/or renovate City
facilities to accommodate programmatic changes for
City Departments. Provide assistance in the
relocation of staff and/or office furnishings as
required. Implement and manage a preventative
maintenance program for major mechanical systems,
roofing and painting.
Custodial Services: Provide professional level
custodial services for all City Facilities by utilizing City
staff in the major buildings and contract services in
the smaller buildings.
WORKLOAD MEASURES:
Estimate
1985-86* 1994-95 1995-96
1. Total Building Space Maintained (Sq. Ft.):
118,989 333,632 333,728
Contract Maintenance: Prepare and administer
contracts for all building maintenance services (i.e.
HVAC, plumbing, electrical), construction projects,
and custodial services.
Property Management: Negotiate, prepare and
administer acquisition and revenue leases by City.
Act as liaison with property owners to ensure facilities
meet City requirements.
SIGNIFICANT CHANGES:
1. Total Custodial Space Maintained (In-House):
83,822 246,176 184,447
2. Total Custodial Space Maintained
(Contract):
14,059 23,875 85,700
1. Total Custodial Space Maintained (Other):
21,108 63,581 63,581
1. Total Leased Space:
N/A 19,680 19,680
* Base Year - Prior to City Facilities Expansion
Major building maintenance expenses have been transferred into the Capital Improvement Program (CIP).
Expenses include a transfer of funding into the CIP.
143
PROGRAM:
FUND:
DEPARTMENT:
TRAFFIC SIGNALS
GENERAL
COMMUNITY SERVICES ACCT NO. 001-5410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 18,599
259,806
0
1994-95
ACTUAL
$ 19,459
266,704
0
$ 278,405] $ 286,163
0.50
0.00
0.50
0.00
1995-96
BUDGET
$ 20,826
311,063
0
$ 331,889
0.50
0.00
1996-97
BUDGET
$ 20,310
290,425
0
$ 310,735
0.50
0.00
WORK PROGRAM: Meet the following Council goals through maintenance of the
City's traffic signal system:
Goal I
Goal II
Goal II
PROGRAM ACTIVITIES:
— Provide a high level of maintenance for infrastructure.
— Maintain safe and efficient circulation and utility systems.
— Maintain a clean city through the removal of litter and graffiti.
WORKLOAD MEASURES:
Operations: Perform plan checking and field
moni-toring during construction of new traffic
signals for conformance with City and CalTrans
standards. Coordinate with Traffic Engineer on
signal timing adjustments. Coordinate
Underground Service Alert mark-outs for all
existing signal systems.
Maintenance: Perform monthly check of
Opticoms (emergency preempt equipment) now
installed at all signalized intersections and
coordinate repairs if necessary.
1993-94 1994-95 1995-96*
City Owned and Maintained Signals:
61 64 65
CalTrans Owned and Maintained Signals:
799
City Owned and CalTrans Maintained:
447
Total Signals within the City:
72 77 81
Administration: Administer traffic signal
maintenance agreement.
SIGNIFICANT CHANGES:
None.
144
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161-4122
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 346,212
200,530
0
$ 546,742
6.30
1.50
1994-95
ACTUAL
$ 317,776
178,146
7,608
$ 503,530
5.50
1.50
1995-96
BUDGET
$ 315,368
214,379
0
$ 529,747
5.90
1.50
1996-97
BUDGET
$ 316,980
222,698
0
$ 539,678
5.88
1.50
WORK PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space areas, and
trees at all City facilities.
PROGRAM ACTIVITIES:
Street Trees: The Division Program provides main-
tenance for over 21,000 trees on City right-of-ways.
The maintenance consists of pruning, planting,
removal and root pruning. The division annually
responds to 500+ Street Tree work order/requests,
removes 50+ trees, and plants over 100 trees.
WORKLOAD MEASURES:
1993-94 1994-95 1995-96
1. No. of Work Orders/Citizen Requests Completed:
586 550 567
2. No. of Trees Trimmed:
720 700 719
3. No. of Trees Removed:
30 28 35
4. No. of Trees Planted:
67 39 52
Contractual Tree Maintenance: Provides an on
going program for contracting, administering and
overseeing Street Tree maintenance program beyond
the scope of this division.
Weed Abatement: This program involves the treat-
ment of undeveloped right-of-way and open space
areas for weed growth removal. The activities
include herbicide application, and cultural practices to
eliminate weed growth.
Hosp Grove Maintenance: Program currently in-
volves quarterly maintenance of Hosp Grove. Work
consists of clean-up, recruiting volunteer and grant
assistance and removing hazardous trees.
1. No. of Trees Pruned:
121 88 95
1. No. of Right-of-Way Miles Treated/Maintained:
55 55 55
2. No. Gallons of Mixed Herbicide Applied:
2,400 2,250 2,640
1. No. of Probation Hours:
000
2. No. of Volunteer/CCC Hours:
0 0
3. No. of Regular Hours:
1,600 800
(continued)
1,200
145
PROGRAM: STREET TREE MAINTENANCE PAGE TWO
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161-4122
PROGRAM ACTIVITIES:
Miscellaneous Maintenance: Currently the Tree
division performs 600 hours of miscellaneous work
consisting of installation of Christmas decorations,
flags and banners for Spring/Fall Faire, Christmas
Tree recycling, assistance with Spring clean-up,
various work for other departments and assistance
with community volunteer programs.
SIGNIFICANT CHANGES:
None.
146
PROGRAM:
FUND:
DEPARTMENT:
MEDIAN MAINTENANCE
MAINTENANCE ASSESSMENT
COMMUNITY SERVICES ACCTNO. 161-4123
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 84,813
192,677
0
$ 277,490
1.50
1.00
1994-95
ACTUAL
$ 77,531
202,187
0
$ 279,718
1.50
0.50
1995-96
BUDGET
$ 131,442
227,110
23,000
$ 381,552
2.90
0.80
1996-97
BUDGET
$ 144,710
235,895
0
$ 380,605
2.89
1.00
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment Landscape
improvement areas.
PROGRAM ACTIVITIES:
Medians: Maintain on a weekly basis 44+ acres of
landscaped medians. Maintenance includes trash
pick-up, weed control, pruning, planting, pesticide
application, removals, replanting, and irrigation
repair/adjustment.
Contractual Median Maintenance: Provide an on
going program for contracting, administering and
overseeing median maintenance for 20+ acres of City
medians.
Streetscape Maintenance: Maintain approximately
6.5 acres of high maintenance areas including planter
boxes, downtown fountain, landscape pockets, and
parking lots. Maintenance activities consist of litter
control, weed control, pruning, planting,
pesticide/fertilizer application, irrigation
repair/adjustment, parking lot sweeping, fountain
maintenance, and related duties with the Street-cape
improvements.
WORKLOAD MEASURES:
Estimate
1993-94 1994-95 1995-96
1. Acres Maintained:
47 48 48
1. Acres Maintained:
26 34 35.5
1. Acres Maintained:
7.5 8 8
SIGNIFICANT CHANGES:
Additional funding in the amount of $20,000 has been included to upgrade the median maintenance.
147
PROGRAM:
FUND:
DEPARTMENT:
STREET LIGHTING
MAINTENANCE ASSESSMENT
COMMUNITY SERVICES ACCTNO. 161-6210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 172,987
355,082
0
$ 528,069
3.50
0.00
1994-95
ACTUAL
$ 180,143
409,138
0
$ 589,281
3.50
0.00
1995-96
BUDGET
$ 189,719
552,504
320,540
$ 1,062,763
4.00
0.00
1996-97
BUDGET
$ 218,300
494,585
0
$ 712,885
4.00
0.00
WORK PROGRAM:
Meet the following Council goals by maintaining a safe, modern street lighting system:
Goal I — Provides a high level of maintenance for infrastructure.
Goal II — Maintains safe and efficient circulation and utility systems.
PROGRAM ACTIVITIES:
Maintenance and Operations: Oversee the
maintenance and operations of the City Street lighting
system. Coordinate between citizens and SDG&E for
the maintenance of utility owned street lights within
the City. Coordinate between developers and
SDG&E for energizing new lighting systems. Provide
expertise to City inspectors during inspection of
lighting systems. Coordinate Underground Service
Alert markouts for various City departments and
perform markouts for street light and traffic signal
systems. Maintain as-built records of City street light
system for future maintenance. Perform routine night
surveillance. Incorporate street light numbering
system. Check proposed improvement plans for
conformance with City standards regarding street
light, storm drain, and traffic signal systems.
Coordinate with Planning, Engineering, and
Engineer's of work to ensure that departmental needs
are met.
Administration: Prepare annual audit of City's street
lighting assessment. Administer Buena Vista
Channel Maintenance assessment district and
Lighting and Landscaping District No. 1. Continue
mapping and updating expenditure and
reassessments for the lighting and landscaping
district. Perform preliminary acquisition procedures
for the SDG&E owned and maintained street lighting
system.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1993-94 1994-95 1995-96
1.SDG&E owned and maintained street lights:
663 681 678
2. City owned and maintained street lights:
3,922 3,992 4,066
3. Total Street Lights:
4,605 4,673 4,744
4. Total Street Light Repairs:
753 891 511
5. Total Electrical Markouts:
1,785 2,152 1,704
6. Total Emergency Traffic Signal Repairs:
538 642 255
148
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 162-5910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
154,215
0
$ 154,215
0.00
1994-95
ACTUAL
$
3,111
0
$ 3,111
0.00
0.00
1995-96
BUDGET
$
6,500
0
$ 6,500
0.00
0.00
1996-97
BUDGET
$
304,500
0
$ 304,500
0.00
0.00
WORK PROGRAM: The Buena Vista channel Maintenance District was created to ensure that adequate
monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to South Vista Way.
Property owners are assess annually an accumulated total of $100,000. The monies are placed in a fund to cover
the costs of major dredging of the creek, which could occur every four years.
PROGRAM ACTIVITIES:
Administration — Community Services Dept:
Administer the Buena Vista Channel Maintenance
Assessment District.
Operations — Engineering Dept.
Monitoring and periodic clearing of the overgrowth
and silt within the channel area.
SIGNIFICANT CHANGES:
The next channel cleaning is currently projected to take place in July, 1996. The City Engineering department will
process all necessary environmental clearance/permits. Work will be performed by a private contractor.
149
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 520-6410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 20,484
91,798
0
$ 112,282
0.00
0.75
1994-95
ACTUAL
$ 9,350
107,351
0
$ 116,701
0.75
0.00
1995-96
BUDGET
$ 71,041
80,611
1,000
$ 152,652
1.20
0.00
1996-97
BUDGET
$ 67,896
47,600
0
$ 115,496
1.20
0.00
WORK PROGRAM:
The Solid Waste Division of the Community Services Department promotes cost effective solid waste management
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs.
PROGRAM ACTIVITIES:
AB 939: Implement components of Source Reduc-
tion and Recycling Element (SRRE) and Household
Hazardous Waste Element (HHWE). Coordinate
activities with County-wide Technical Advisory
Committee. Prepare and submit reports and
documents as required.
PERFORMANCE OBJECTIVES:
1. Ensure compliance with mandates of SRRE and
HHWE by timely implementation of programs.
2. Prepare annual Solid Waste Enterprise Fund
Budget.
3. Review/comment on relevant legislation and
regulations.
4. Attend meetings as necessary.
Refuse: Ensure collection and disposal of refuse
generated in Carlsbad. Coordinate activities with
regional groups. Prepare and administer the re-
fuse/recyclables collection contract. Review reports
from refuse contractor.
3.
4.
Review and update the refuse/recyclables
collection contract as necessary. Prepare RFP
and related documents or renegotiate contract,
as required.
Review Solid Waste Services Rate Structure and
establish rates annually.
Review/update Municipal Code.
Attend meetings as necessary.
Recycling/Diversion: Prepare and administer
recycling contract. Prepare State and County grant
applications. Attend regional recycling meetings and
coordinate City efforts with other agencies.
Research and apply for appropriate grant
opportunities.
Coordinate and monitor recycling programs in
conjunction with the City's hauler.
Implement office paper recycling to Carlsbad
businesses in accordance with County Technical
Assistance Program Grant guidelines.
(continued)
150
PROGRAM:
FUND:
DEPARTMENT:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 520-6410
PROGRAM ACTIVITIES:
Recycling/Diversion (continued)
PERFORMANCE OBJECTIVES:
4. Serve as liaison to outside agencies, City staff,
and public on recycling issues.
5. Evaluate and implement new recycling/diversion
programs as appropriate, i.e., mixed paper
collection.
6. Keep abreast of recycling trends.
Composting: Administer yard waste pick-up
program.
1. Administer and monitor the Yard Waste Collec-
tion Program.
2. Keep abreast of composting trends.
Household Hazardous Waste: Provide for safe
collection and disposal of household hazardous
waste.
1. If required, develop household hazardous waste
collection program.
2. Coordinate collection events with County staff,
as appropriate.
3. Ensure staff support for collection events.
4. Attend meetings as necessary.
Public Information: Develop public information
materials related to solid waste program. Develop
school and community group programs.
4.
5.
Produce solid waste newsletter Wastelines two
times per year
Prepare correspondence, press releases, and
brochures for all new solid waste programs.
Continue recycling and anti-litter presentations to
schools and community groups.
Prepare Spanish language materials.
Develop and distribute household hazardous
waste educational materials.
Coordinate efforts with hauler and/or other
agencies when feasible.
In-House Recycling: Coordinate the recycling
program of materials collected at City facilities.
1. Monitor in-house recycling program.
2. Add materials to in-house recycling program as
appropriate.
3. Prepare annual report of recycled product usage.
Litter: Provide for litter collection services in
conjunction with the Streets division.
Recycling Market Development: Support efforts to
develop local markets for recycled materials.
Represent City on North County Recycling Market
Development Zone.
SIGNIFICANT CHANGES:
None.
1. Fund the Honor Camp Crews which will continue
to be administered by the Streets division.
1. Attend meetings as necessary.
2. Keep abreast of market trends.
151
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
DEPARTMENT: COMMUNITY SERVICE ACCT NO. 572-1890
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
$
0.00
1994-95
ACTUAL
$
402,518
0
$ 402,518
$
0.00
1995-96
BUDGET
$
470,000
0
$ 470,000
$
0.00
1996-97
BUDGET
$
475,000
0
$ 475,000
$
0.00
WORK PROGRAM:
Community Services, Park Development, will assist the "Project Oversight Committee" in developing a municipal golf
course.
PROGRAM ACTIVITIES:
Continue Land Management Plan: Maintain the
proposed golf course property to retain the viability of
the project development.
Develop Contract:
Develop Golf Related Commercial Concepts:
Project Processing: Begin environmental
processing through USF&W, CDF&G, Coastal
Commission.
Significant Changes:
PERFORMANCE OBJECTIVES:
1. "Land Management Program":
a. Prevent further encroachment of existing
habitat.
b. Identify and eliminate insignificant patches
of habitat.
c. Remove unprotected and insignificant
native vegetation form project footprint.
1. Negotiate long term agreement for design,
construction and operation of the golf course.
1. Develop a scope of work for commercial uses on
the golf course.
*1. Preparation, review and analysis of proposed
golf course plan
2. Retain environmental consultant and process
EIR.
*3. Applications to Resource Agencies for permit.
Land was purchased for the golf course in 1994-95. Operating expenses now include amounts for
payment of assessment district charges and land management.
*A portion or all of these objectives may be performed by the private developer.
152
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 358,701
895,548
13,047
$ 1,267,296
6.00
0.00
1994-95
ACTUAL
$ 367,621
844,131
11,699
$ 1,223,451
8.00
0.00
1995-96
BUDGET
$ 447,266
860,554
1,189
$ 1,309,009
8.00
0.50
1996-97
BUDGET
$ 432,900
873,200
31,500
$ 1,337,600
8.00
0.50
WORK PROGRAM:
Fleet Operations is an internal service fund within the City which provides continuous repair and maintenance service for City
owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system based on a per
mile/hour charge by class of vehicle generate revenues to operate this division. The program involves all facets of vehicle
repair, maintenance and parts, ensures that adequate supplies of fuel and oil are available to operating Departments,
maintains a City owned and operated vehicle wash, administers the collection and disposal of hazardous waste collected by
City department, and oversees the collection of used oil and batteries from citizens of Carlsbad and disposes of same in
accordance with County and State regulations. The fleet is comprised of 225 vehicles and 128 other pieces of equipment.
PROGRAM ACTIVITIES:
Repair and Maintenance: Provide routine preventive
maintenance and repairs for the fleet; inspect vehicles
required for the Biannual Inspection of Terminals (B.I.T).
and smog programs; sublet repairs to vendors as
necessary; make road calls for units disabled in the field.
Auto Parts: Secure needed items for the maintenance
and repair of the fleet through cooperative buying with
other cities or through State Net Discount; provide a
perpetual inventory and automatically reorder quantities
through the
automated management system.
Fuel and Oil: Secure the necessary fuel and lubricating
oil stocks through cooperative buying contracts with other
agencies; maintain sufficient stock on hand for
emergencies; continue to supply fuels and lubricating oils
to the Carlsbad Unified School District and R.F. Dickson &
Co.; monitor fuel tanks in accordance with State and
County regulations.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
FY 93/94 FY 94/95 FY 95/96
(actual) (estimate) (projected)
1. Preventive Maintenance:
516 632 700
2. B.I.T. Inspections:
68 72
3. Smog Inspections:
93 86
4. Shop Repairs:
650 790
5. Vendor Repairs:
260 215
Emergency Road Repairs:
76 41
72
90
850
280
60
1. Parts Items in Inventory:
14,772 19,159 9,600
2. Dollar Amount in Inventory:
$69,436 $72,513 $55,000
1. Gallons of Fuel Used City:
203,218 215,179 223,500
2. Gallons of Fuel Used Other:
25,934 26,485 26,500
153
PROGRAM:
FUND:
DEPARTMENT:
VEHICLE REPLACEMENT
INTERNAL SERVICE
COMMUNITY SERVICES ACCT NO. 620-5220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
26,485
516,146
$ 542,631
0.00
0.00
1994-95
ACTUAL
$
26,497
640,097
$ 666,594
0.00
0.00
1995-96
BUDGET
$
26,500
1,792,816
$ 1,819,316
0.00
0.00
1996-97
BUDGET
$
76,500
912,000
$ 988,500
0.00
0.00
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet
with a value of $5,000 or greater. This includes the determination of the economic life of individual units
set forth in Administrative Order No. 3, the development of proper specifications to suit users' needs, the
outfitting of new units before being placed into service and preparing replaced units for sale at auction or
to interested public agencies or special districts. The replacing of units enable the City to meet clean air
requirements of the San Diego Basin and ensures a more cost effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance: Calculate future acquisition
costs for units in the rental fleet and establish an
average replacement charge by unit class.
Specification Writing: Write specifications for
the purchase of replacement units combining the
needs of the users and economic reality of the
City.
Purchase and Disposal: In partnership with
the Purchasing Department, buy replacement
units through the public bid process or in
cooperation with other public agencies through
cooperative purchasing programs. Arrange for
the public auction of replaced units or sell them
to other interested public agencies or special
districts.
WORKLOAD MEASURES:
FY 93/94 FY 94/95 FY 95/96
(actual) (estimate) (projected)
1. Vehicles/equipment acquired:
22 58 23
1. Vehicles/equipment disposed:
32 40 25
1. Total Units in Fleet:
338 356 353
SIGNIFICANT CHANGES:
None.
154
HOUSING AND REDEVELOPMENT
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 511,197
5,245,455
727
1994-95
ACTUAL
$ 545,552
4,769,611
279,210
$ 5,757,379] $ 5,594,373
9.50
0.00
10.00
0.00
1995-96
BUDGET
$ 590,257
4,938,626
697,899
$ 6,226,782
10.00
0.00
1996-97
BUDGET
$ 585,403
5,189,985
3,000
$ 5,778,388
10.00
0.00
155
PROGRAM:
FUND:
DEPARTMENT:
REDEVELOPMENT OPERATIONS
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 810-3410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 170,972
419,122
0
$ 590,094
3.00
0.00
1994-95
ACTUAL
$ 205,613
391,739
4,223
1995-96
BUDGET
$ 154,310
405,678
4,683
$ 601,575] $ 564,671
3.00
0.00
2.00
0.00
1996-97
BUDGET
$ 142,199
422,163
3,000
$ 567,362
2.00
0.00
WORK PROGRAM:
In support of Council Goal VI: Enrich and revitalize the Redevelopment Area for the benefit and enjoyment of the
entire community. The Redevelopment Agency will redefine and develop innovative programs that promote and
increase economic development and revitalize the Redevelopment Project Area.
PROGRAM ACTIVITIES:
Redevelopment Master Plan: implement
Redevelopment Project Area Master Plan.
PERFORMANCE OBJECTIVES:
1. Complete work on final document of Master Plan
and Implementation Strategy.
2. Facilitate new development projects.
3. Process four (4) Facade/Signage Improvement
Grants.
4. Implement new permitting process and process
20 permits
5. Implement property acquisition strategy.
6. Coordinate with City Planning Department on
efforts to implement Master Plan and
Implementation Strategy.
7. Conduct Parking-ln-Lieu Fee Study and
implement new Parking Policy.
8. Monitor Village Commuter Rail Station.
9. Acquire or assist in acquiring site for one (1)
upscale infill residential development.
10. Obtain community support for conceptual plans
for the Roosevelt Street Beautification Project;
CVD to Walnut Avenue.
156
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT
PAGE TWO
ACCT NO. 810-3410
PROGRAM ACTIVITIES:
Community Awareness and Public Relations
Program: Continue community awareness and
public relations activities.
PERFORMANCE OBJECTIVES:
1. Continue community awareness and public
relations activities on behalf of the
Redevelopment Agency with the Carlsbad
Village Business Association.
2. Continue community awareness and public
relations activities with the County and NCTD on
development of a Village Transit Center within
the Village area.
SIGNIFICANT CHANGES:
Funds are included in this years budget to implement various programs within the new Village Master Plan and
Design Manual. Additional funds are included in this years budget for a Parking Utilization Study, and the new
"Business Retention & Recruitment Program" for the Village area. One of the Senior Management Analyst positions
assigned to this program was reduced to a Management analyst position.
157
PROGRAM: REDEVELOPMENT DEBT SERVICE
FUND: REDEVELOPMENT DEBT SERVICE
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 814-1965/3410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
1,091,749
0
$ 1,091,749
0.00
0.00
1994-95
ACTUAL
$
1,368,296
0
$ 1,368,296
0.00
0.00
1995-96
BUDGET
$
1,077,600
0
$ 1,077,600
0.00
0.00
1996-97
BUDGET
$
1,074,700
0
$ 1,074,700
0.00
0.00
WORK PROGRAM:
To make annual interest payments on the 1993 Tax Allocation Bonds along with other charges and payments using
bond proceeds as required of the Redevelopment Agency during FY 1996-97.
PROGRAM ACTIVITIES:
Bond Interest Payments: Process payments on
principal and interest amounts due.
Property Tax Administration Charges: Process
payment to San Diego County for administration and
collection of property taxes on behalf of Agency.
PERFORMANCE OBJECTIVES:
1. Complete payments on bond interest principal
amounts in a timely fashion as required under
issuance criteria.
1. Complete payment to County of San Diego in
accordance with billing invoice from County.
SIGNIFICANT CHANGES:
None.
158
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 813-3420
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 89,824
11,672
0
1994-95
ACTUAL
$ 47,785
19,945
0
1995-96
BUDGET
$ 130,359
45,784
1996-97
BUDGET
$ 91,926
36,715
0
$ 101,496] $ 67,730| $ 176,143) $ 128,641
1.00
0.00
1.00
0.00
1.75
0.00
1.25
0.00
WORK PROGRAM:
In support of Council Goal VII: To provide mixed housing citywide and community development services for all
economic segments of the population, as outlined in the Housing Element and the Consolidated plan. The Low/Mod
Income Housing Program will develop innovative programs that will promote and develop projects to increase the
number of affordable housing units throughout the City of Carlsbad.
PROGRAM ACTIVITIES:
Affordable Housing Project Processing
Procedures: Continue development of affordable
housing project processing procedures.
Affordable Housing Projects Coordination: Assist
in structure and implementation of affordable housing
projects.
Affordable Housing Education Program: Direct
educational programs for citizens, businesses and
government agencies interested in affordable
housing.
PERFORMANCE OBJECTIVES:
1. Identify areas for improvement.
2. Coordinate solutions with City staff.
3. Communicate new procedure clearly to develop
community.
1. Identify possible projects.
2. Conduct initial general information meeting(s)
with interested developers.
3. Conduct preliminary reviews in coordination with
Planning Department.
4. Process formal Application from developer.
5. Develop and implement Rental Rehabilitation
Program.
1. Provide affordable housing updates for
presentation at quarterly City Council Quadrant
Meetings.
2. Attend training workshops and seminars
(continued)
159
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT
PAGE TWO
ACCT NO. 813-3420
PROGRAM ACTIVITIES:
Affordable Housing Education Program:
(continued)
PERFORMANCE OBJECTIVES:
3. Conduct general information meetings with
interested citizens.
First Time Home Buyer Program: Continue ad-
ministration and development of program.1. Continue administration of the City's participation
in the Regional Mortgage Credit Certificate
(MCC) Program to assist fifteen families.
2. Develop and implement a Secondary Financing
Program.
SIGNIFICANT CHANGES:
0.25 FTE Housing & Redevelopment Director, 0.25 FTE Sr. Management Analyst, and 0.25 FTE Management
Analyst positions were transferred out of this budget as more of their time will need to be spent on project activities
supported by the Housing Trust Fund.
160
PROGRAM:
FUND:
DEPARTMENT:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING AND REDEVELOPMENT ACCT NO. 131-3310/20/30
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 210,669
2,585,283
727
1994-95
ACTUAL
$ 211,522
2,805,306
6,192
$ 2,796,679J $ 3,023,020
4.00 4.50
0.00
1 995-96
BUDGET
$ 214,520
3,051,380
700
. 1996-97
BUDGET
$ 219,439
3,025,647
0
$ 3,266,600| $ 3,245,086
4.50
0.00
4.50
0.00
WORK PROGRAM:
In support of Council Goal VII; To provide mixed housing citywide and community development services for all economic
segments of the population, as outlined in the Housing Element and the Consolidated plan. The Rental Assistance Program
will provide access for very low income persons to adequate housing within an affordable rental range. The City of Carlsbad
Housing Authority is committed to provide decent, safe and sanitary housing to those identified as very-low income in the
categories of elderly, handicapped and disable, and "families" as defined under U. S. Department of Housing and Urban
Development (HUD) criteria.
PROGRAM ACTIVITIES:
Section 8 Rental Assistance Program: Continue
administration of HUD Voucher and Certificate Rental
Assistance Programs.
Family Self-Sufficiency Program: Continue
administration of HUD-mandated Family Self Sufficiency
(FSS) Program for existing Section 8 Rental Assistance
participants.
PERFORMANCE OBJECTIVES
1. Intake: Take applications from waiting list to qualify
applicants for Voucher or Certificate rental
assistance program.
2. Certifications: Process waiting list to keep Vouchers
and Certificates 100% leased-up.
3. Inspections: Ensure that housing units used meet
HUD housing quality standards.
4. Recertifications: Continue annual processing of
existing tenants to ensure their compliance with
housing program criteria.
1. Administer outreach and participant selection
activities.
2. Conduct participant orientation and needs
assessments.
3. Establish Contracts of Participation to outline goals
to be achieved by participants.
4. Assist participants with supportive service providers.
5. Develop and implement a FSS Revolving Loan
Program to provide financial assistance to
participants to remove those barriers to employ-
ment, education and/or self-sufficiency which exist
due to immediate and temporary lack of finance.
SIGNIFICANT CHANGES:
None.
161
PROGRAM: ADMINISTRATION
FUND: HOUSING TRUST FUND
DEPT: HOUSING AND REDEVELOPMENT ACCT NO. 133-1990
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$
0
0
$
0.00
1994-95
ACTUAL
$
0
0
$
0.00
0.00
1995-96
BUDGET
$
0
0
$
0.00
0,00
1996-97
BUDGET
$ 45,199
63,400
0
$ 108,599
0.75
0.00
WORK PROGRAM:
In support of Council Goal VII; To provide mixed housing citywide and community development services for all
economic segments of the population, as outlined in the Housing Element and the Consolidated Plan. The Housing
Trust fund will support innovative programs that will promote and develop projects to increase the number of
affordable housing units throughout the City of Carlsbad.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES
Affordable Housing Project Coordination and
Development: Assist in the processing and
development of affordable housing projects.
5.
Assist in the development of 134 units through
start of construction.
Coordinate project processing with other City
departments.
Inform developers of inclusionary housing
obligations and assist in the development of
compliance strategies.
Develop and evaluate financial assistance
strategies.
Perform staff liaison functions to the Housing
Commission.
Develop and Implement Housing Element:
Program and Policies: Develop and administer first
time homebuyer and rental rehabilitation programs.
Affordable Housing Education Program: Direct
educational programs for citizens, businesses and
government agencies interested in affordable
housing.
6. Process Affordable Housing Agreements.
1. Develop and implement a Homeownership
Secondary Financing Program.
2. Administer a Mortgage Credit Certificate
program.
3. Identify, evaluate and assist selected rental
rehabilitation projects.
1. Provide affordable housing updates for
presentation at quarterly City Council Quadrant
meetings.
2. Attend training workshops and seminars.
3.
(continued)
162
Conduct general information meetings with
interested citizens.
PROGRAM: ADMINISTRATION PAGE TWO
FUND: HOUSING TRUST FUND
DEPT: HOUSING AND REDEVELOPMENT ACCT NO. 133-1990
SIGNIFICANT CHANGES:
The newly budgeted Housing Trust Fund supports the activities of the Inclusionary Housing Program. It is staffed
with 0.25 FTE Management Analyst, 0.25 FTE Senior Management Analyst and 0.25 FTE Housing and
Redevelopment Director.
163
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT/REHABILITATION ACCT NO.
DEPARTMENT: HOUSING AND REDEVELOPMENT 135-3510/391-1821 THRU 3799
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 39,732
1,137,629
0
$ 1,177,361
1.50
0.00
1994-95
ACTUAL
$ 80,632
184,324
268,795
$ 533,751
1.50
0.00
1995-96
BUDGET
$ 91,068
358,184
692,516
$ 1,141,768
1.75
0.00
1996-97
BUDGET
$ 86,640
567,360
0
$ 654,000
1.50
0.00
WORK PROGRAM:
In support of Council Goal VII: To develop and monitor a program of projects/services which benefit low/moderate
income households within the community. The Community Development Block Grant Program will provide mixed
housing citywide and community development services for all economic segments of the population, as outlined in
the Housing Element and the Consolidated plan.
PROGRAM ACTIVITIES:
Project Development: Ensure the development of
projects/services which meet the guidelines set forth
for CDBG funding by the U.S. Department of Housing
and Urban Development (HUD).
Project Monitoring: Ensure that project/service
meets the requirements for the CDBG program.
PERFORMANCE OBJECTIVES:
1. Conduct public meetings/hearings to solicit and
approve proposed projects for CDBG program.
2. Prepare guidelines that assist the public and staff
to develop viable projects that meet HUD criteria.
3. Meet with citizens, community groups,
consultants, contractors and other City staff
members to develop projects.
1. Monitor service implementation and/or
construction, and maintain records for Federal
wage compliance and other HUD regulations.
2.
3.
4.
Residential Rehabilitation Program: Administer
Residential Rehabilitation Program in cooperation
with the County of San Diego.
(continued)
164
Approve and coordinate work payment releases.
Process contract amendments and agreements.
Audit non-profit organizations receiving CDBG
funds from the City.
Advertise and promote availability of program;
maintain program "interest list."
Coordinate with County of San Diego and bank
on processing of appropriate program loans to
assist six (6) very low and low income qualified
families with the rehabilitation of their homes.
Monitor service implementation and/or
rehabilitation activities and maintain records for
compliance with federal regulations.
Approve and coordinate work payment releases.
Audit County of San Diego.
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
FUND: CDBG ENTITLEMENT/REHABILITATION ACCT NO.
DEPARTMENT: HOUSING AND REDEVELOPMENT 135-3510/391-1821 THRU 3799
SIGNIFICANT CHANGES:
0.25 FTE Management Analyst was transferred out of this budget as their time will need to be spent on projects in
support of Housing Trust Fund activities.
165
166
WA TER AND SANITA TION
PROGRAM: WATER AND SANITATION SERVICES
FUND: VARIOUS
DEPARTMENT: WATER DISTRICT SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 2,552,257
13,798,731
137,330
1994-95
ACTUAL
$ 2,596,625
14,301,687
55,239
$ 16,488,318| $ 16,953,551
56.00
0.00
56.00
0.00
1995-96
BUDGET
$ 3,060,035
15,737,694
222,394
1996-97
BUDGET
$ 2,988,590
16,130,322
60,560
$ 19,020,123| $ 19,179,472
56.00
0.00
56.00
0.00
167
PROGRAM:
FUND:
DEPARTMENT:
WATER OPERATIONS
WATER ENTERPRISE
WATER DISTRICT ACCT NO. 501-6310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 1,977,526
9,770,835
127,470
$ 11,875,831
44.00
0.00
1994-95
ACTUAL
$ 2,052,240
9,764,653
37,158
$ 11,854,051
43.00
0.00
1995-96
BUDGET
$ 2,382,453
10,740,112
120,694
1996-97
BUDGET
$ 2,236,010
11,076,422
47,060
$ 13,243,259| $ 13,359,492
43.00
0.00
40.20
0.00
WORK PROGRAM:
To provide water and service to 56,000 City/District customers; operate and maintain 300 miles of transmission and
distribution pipelines, 11 reservoirs totaling 51.5 million gallons of storage capacity and Maerkle Reservoir with a
capacity of 600 acre feet (or 195 million gallons), 17,600 water meters, 2,700 fire hydrants and to administer billing,
meter reading, engineering, public information and water conservation activities.
PROGRAM ACTIVITIES:
Infrastructure Maintenance: Provide a high level of
maintenance for infrastructure.
Circulation and Utility Systems: Maintain safe and
efficient circulation and utility systems.
PERFORMANCE OBJECTIVES:
1. Continue inspection and maintenance program of
water storage.
2. Continue valve maintenance and fire hydrant
maintenance programs.
3. Continue annual inspection and maintenance of
all District pressure regulating stations.
1. Update water, sewer and reclaimed water facility
maps.
2. Develop scanned record drawing retrieval
system.
3. Update water, sewer and reclaimed water master
plans.
4. Continue process of retrofitting three-inch and
larger meters to accommodate test equipment
and verify meter reading accuracy.
5. Implement large meter testing program.
6. Continue development of pilot program.
7. Continue with installation of confined space signs
in all fire protection vaults.
8. Install touch-read meter systems in all fire
protection vaults.
(continued)
168
PROGRAM:
FUND:
DEPARTMENT:
WATER OPERATIONS
WATER ENTERPRISE
WATER DISTRICT
PAGE TWO
ACCT NO. 501-6310
PROGRAM ACTIVITIES:
Water Storage & Supply: Promote measure which
increase water storage and supply while improving
water quality, and promoting the Carlsbad Water
Ethic which encourages water conservation by all
customer.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Install lining and cover for Maerkle Reservoir.
2. Continue water conservation programs; ULFT
Toilet Rebate,
Commercial/Residential/lnstitutional Survey,
Public Institution Retrofit, Large Turf Audit,
Irrigation Assistance, Protector del Agua and
Plantmaster software program.
3. Publish and mail quarterly "Waterline" newsletter.
4. Continue water education programs for all
elementary school grade levels.
5. Coordinate and participate in special events and
public information programs.
6. Prepare and implement the response plan for the
annual San Diego County Water Authority
Aqueduct Shutdown and Temporary Water
Shortage maintenance activities.
7. Develop seawater/groundwater desalination
program.
8. Prepare Water Resources Management
Development Plan.
Purchased water from the Metropolitan Water District and the San Diego County Water Authority is expected to
increase by $328,000, or 4.5%, over fiscal year 1995-96. An additional 500 acre feet of water is anticipated being
purchased in fiscal 1996-97, for a total of 15,000 acre feet. Additional funding in the amount of $4,880 is included
for travel and conference registration fees for the Carlsbad Municipal Water District Board members.
169
PROGRAM: WATER RECLAMATION
FUND: RECLAMATION ENTERPRISE
DEPARTMENT: WATER DISTRICT ACCT NO. 502-6310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1993-94
ACTUAL
$ 59,700
575,935
2,225
GRAND TOTAL | $ 637,860
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1.00
0.00
1994-95
ACTUAL
$ 54,936
781,637
0
1995-96
BUDGET
$ 62,898
1,175,840
0
$ 836,573] $ 1,238,738
1.00
0.00
1.00
0.00
1996-97
BUDGET
$ 88,730
1,181,040
0
$ 1,269,770
1.65
0.00
WORK PROGRAM:
To operate and maintain one pump station, two 1.25 million gallon reservoirs, 15 miles of reclaimed water lines, and
60 reclaimed water meters.
PROGRAM ACTIVITIES:
Infrastructure Maintenance: Provide a high level of
maintenance for infrastructure.
Circulation and Utility Systems: Maintain safe and
efficient circulation and utility systems.
Interagency Coordination:
PERFORMANCE OBJECTIVES:
1. Continue inspection and maintenance program of
water storage.
2. Continue valve maintenance and fire hydrant
maintenance programs.
3. Continue annual inspection and maintenance of
all District pressure regulating stations.
1. Update water, sewer and reclaimed water facility
maps.
2. Develop scanned record drawing retrieval
system.
3. Update water, sewer and reclaimed water master
plans.
1. Develop Phase II.
SIGNIFICANT CHANGES:
This program includes maintenance and operations costs for one additional reclaimed water storage tank ("D" Tank
Reservoir).
170
PROGRAM:
FUND:
DEPARTMENT:
SANITATION SERVICES
SANITATION ENTERPRISE
WATER DISTRICT ACCT NO. 511-6110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94
ACTUAL
$ 515,031
3,451,961
7,635
1994-95
ACTUAL
$ 489,449
3,755,397
18,081
1995-96
BUDGET
$ 614,684
3,821,742
101,700
1996-97
BUDGET
$ 663,850
3,872,860
13,500
$ 3,974,627| $ 4,262,927| $ 4,538,126| $ 4,550,210
11.00
0.00
12.00
0.00
12.00
0.00
14.15
0,00
WORK PROGRAM:
To operate and maintain approximately 115 miles of City-owned sanitary sewer collection mains, 14,000 sewer
service connections equaling 40 miles of sewer laterals, 13 City-owned lift stations, and the payment for operation of
Encina Wastewater Treatment plant.
PROGRAM ACTIVITIES:
Circulation and Utility Systems: Maintain safe and
efficient circulation and utility systems.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Continue multi-year sewer rehabilitation program
to reduce infiltration and treatment costs;
Insituform" approximately 2,000 ft. of sewer
collection mains.
2. Limit discharge of non-permitted grease into
sewer system; identify sources of grease
discharges to reduce sewer main maintenance.
3. Update water, sewer and reclaimed water facility
maps.
4. Update water, sewer and reclaimed water master
plans.
5. Design and construct safety improvements and
repairs to two sewage lift stations to bring up to
safety code.
6. Continue sewer television manhole inspection
program.
7. Continue multi-year installation of supervisory-
controlled and data acquisition system for
sanitation pump stations.
171
172
Ifc
1996-97 CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital Improvement Program (CIP) is a planning document which
incorporates the current budget for capital projects with future planned revenues and
expenditures. The 1996-97 Capital Improvement Program totals $27.8 million, an increase of
$4.6 million from the 1995-96 adopted budget of $23.2 million. Projected revenues for the
1996-97 program total $27.3 million, slightly higher than the 1995-96 estimates.
Carlsbad's revenues have shown signs of economic recovery since 1994-95, with the most
noticeable increase in revenues related to the building industry. Capital development revenues
collected as the result of new residential and commercial/industrial development are 27%
higher than the 1995-96 CIP estimates. The 1995-96 budget was prepared with cautious
optimism. Projects continue to be built in phases and future projects are evaluated to ensure
adequate funding will be available. This report and the accompanying CIP documents and
schedules reflect the actions taken to address the issue of funding availability weighed against
the demand for facilities and the City's ability to assume operational costs for new facilities.
As the City continues to monitor growth in conjunction with revenues, the correlation between
the amount of funds that can be spent on projects and the amount of growth has become
apparent. Although development revenues are on the rise as compared to a few years ago,
growth projections and project scheduling still reflect conservatism. Lower revenues in prior
years have impacted project schedules which were established using the growth management
standards as guidelines. Pending development projects were evaluated to determine what
revenues might be generated for the capital budget. Interwoven into this formula are fiscal
constraints which have become important to the scheduling of projects. Where facilities were
previously scheduled to meet maximum population expectations, the philosophy has shifted to
one where phasing of projects will more closely match incremental growth demands and still
meet growth management standards. Further, developers may be required to finance design
and construction costs if the availability of facilities fails to meet growth management
standards.
The growth management plan used by the City needs to be viewed with flexibility, along with
financial impacts external to the City, such as the general economy. A discussion of the City's
Growth Management Plan can be found at the end of this report. In addition, a glossary of
Capital Project funding sources is available at the end of this section.
FUTURE CAPITAL IMPROVEMENTS
Revenues
Revenues for Capital Projects from now until buildout total $388 million and may be segregated
into three major categories: 1) fees generated by development in Carlsbad, 2) special district
fees and taxes (Community Facilities District special taxes and Bridge & Thoroughfare fees),
and 3) other sources including grants, bond issues, depreciation replacement reserves, and
letters of credit. Approximately 48% of all capital revenues are received as a result of
development, and are dependent upon assumptions made about the City's annual growth in
173
dwelling units and commercial/industrial square feet. Development revenues include Public
Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-ln-Lieu fees (PIL), Planned Local
Drainage (PLD) fees, Water Major Facility Fees (MFF), and Sewer Connection charges.
Community Facilities District and Bridge & Thoroughfare District revenues comprise 30% of the
total. The remaining 22% of revenues are related to federal & state grants, the County sales
tax program (Transnet), San Diego Gas & Electric funding, sewer and water replacement
revenues generated by user fees, and various other sources.
Funding Sources
Total Revenue = $388 million
Other
Special ^^Bf ^\ 22%
Districts
30%
Development
48%
Growth Assumptions
Several assumptions about the rate and type of growth were made in order to project the
revenues which result from development. Growth assumptions were made and continue to
change in correlation with the economic climate. Residential and non-residential development
information was compiled by the Planning and Engineering Departments, and the Finance
Department overlaid the economic forecast.
Residential development for 1995-96 was conservatively projected at 222 building permits,
however, recent estimates anticipate over 400 units by the end of the year. This rate of growth
is expected to decrease slightly in 1996-97 with 320 units projected. Residential development
projections for the next 5 years varied only slightly from the estimates used in preparing last
year's CIP.
Non-residential development projections for the next 5 years nearly doubled when compared to
the 1995-96 projections for the same period because of the inclusion of the Carlsbad Ranch
projects. The projects include the Lego Family Park, a community hotel site, a Resort site with
golf course, the Gemological Institute of America, a research and development business park,
and a specialty retail center. The Carlsbad Ranch Specific Plan was not approved until January
1996, and therefore omitted from last year's future development estimates.
174
The following table shows the number of residential units used in calculating estimated
revenues for 1996-97 and subsequent years to buildout. The total number of residential units
projected at buildout is 54,000, with approximately 23,000 remaining to be built from this point
forward. Non-residential construction estimates are shown in projected square feet.
1996-97 CIP Growth Assumptions
Residential Non-Residential
Year
96-97
97-98
98-99
99-2000
2000-01
Years 6-10
Years 11-2030
Total Future
Units Square Feet
320
466
638
701
637
3,985
16,588
23,335
540,000
580,000
1,057,000
653,000
450,000
3,606,000
12,932,000
19,818,000
Development rates fell dramatically in 1987-88 due to the implementation of the Growth
Management Plan. In 1994-95 development increased dramatically, in part due to an
affordable housing apartment complex in the southwest quadrant of Carlsbad. The overall
trend shows development continuing at an increased rate and projected development
increasing to 650 to 700 units per year for the next 10 years.
The revenue projections of the proposed Capital Improvement Program reflect the growth
assumptions identified above. The following information delineates how those assumptions
were applied to predict future development revenues.
Calculation of Future Fees
The mix of multi-family and single-family residential units was assumed to be 40% and 60%
respectively and reflects the anticipated mix of residential development shown in current plans
for each Local Facilities Management Zone. The building permit valuation used for computing
Public Facilities fees was $89,500 per multi-family dwelling unit, and $153,000 per single-family
dwelling unit. The mix of commercial and industrial development is assumed to be 40% and
60%, respectively, with office space included in the commercial category. A blended building
permit valuation of $38 per square foot of construction was used to calculate non-residential
Public Facilities fees.
In order to calculate estimated revenues for Traffic Impact fees (TIF), the number of average
daily trips was computed for each type of use. A multi-family residential dwelling unit was
assigned eight trips per day and a single-family unit was assigned ten trips per day. Each
residential trip was valued at the current TIF fee of $84. The trips-per-day value for commercial
and industrial buildings was averaged at 25 trips per 1,000 square feet of development,
although the actual volume of trips generated by commercial/industrial building can vary widely
depending on the ultimate land use. The value assigned to each commercial/industrial trip was
$34, the current TIF fee.
175
The implementation of CFD No. 1 in 1991 has reduced the total amount of PFF and TIP
revenues projected, as some projects previously funded from these sources are now funded
through the CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain
Road, but has not yet been formally established. An interim fee program is in place to enable
development to proceed within this proposed district. CFD No. 3 is proposed to fund roads
through the Carlsbad Ranch area of Zone 13 and is still in the formation stage.
There are two proposed Bridge & Thoroughfare Fee Districts (BTD No. 2 and BTD No. 3) for
which associated revenue and expenditure estimates have been incorporated into the proposed
CIP schedules. BTD No. 2 (Cannon Road West) is proposed to fund portions of Cannon Road
from Interstate 5 to El Camino Real. BTD No. 3 (Poinsettia Lane - Alga Road) is proposed to
finance the construction of the following two major arterial roadways: Poinsettia Lane between
Alga Road and El Camino Real and Alga Road between Palornar Airport Road and Poinsettia
Lane. Several reimbursement or prepayment agreements are in place so that developers can
construct portions of the roadways in advance of formal adoption of the fee program, and thus,
proceed with their development projects.
Expenditures
The CIP for 1996-97 to buildout outlines approximately 185 future projects at a total cost of
$406 million. The largest expenditure category is for street and interchange projects at $117
million or 29% of the total. Included are the construction of arterials and roadways as well as
the widening of some existing streets such as La Costa Avenue. The easterly extension of
Cannon Road began in 1995-96 and will continue for the next few years. Over $3 million of
federal and state grant funds were approved for the construction of additional seawall protection
for Carlsbad Boulevard, scheduled for 1996-97. The contract for the La Costa Avenue
interchange project has been awarded and construction is scheduled to begin mid 1996.
The second largest expenditure category is for park projects totaling $76 million, or 19% of the
total planned capital expenditures. Park projects include development of acreage within all
quadrants of Carlsbad including Poinsettia Park, Veterans Memorial Park, Larwin Park, Leo
Carrillo Park and community centers in the northwest and southwest quadrants.
Civic projects represent the third largest level of expenditures at $64 million (16%), and include
construction of the South Carlsbad Library and a new City Hall, the expansion of the existing
Cole Library, various Americans with Disabilities Act projects, and the new Financial Information
System and telecommunications equipment. Sewer projects totaling $60 million (15%) include
the repayment of bonds for the expansion of the Encina Wastewater Facility, construction of the
Vista-Carlsbad trunk line, and parallel ocean outfall. Water projects total $42 million (10%) and
include the final phase of Maerkle Dam lining and cover, reclaimed and potable pipelines, and
repayment of loans for water projects. Interfund loans of $6.4 million are planned as well as all
future repayments which total $11.4 million. Included are the repayment of loans for the Alta
Mira (Poinsettia Park) land purchase, Cannon Road construction, and various water projects.
176
The 1996-97 capital expenditure plan includes the addition of a new category, Facilities
Maintenance, which includes major facility maintenance projects previously accounted for in an
operating fund. Examples of these projects included re-roofing, painting, repair and
refurbishment of various city facilities. Facility Maintenance is the smallest expenditure
category totaling $2 million, followed by traffic signal projects at $3 million. Specific timing and
cost estimates for all capital projects are identified in the Current and Future (1996-97 to
Buildout) Projects schedule following the narrative.
Project construction is reliant upon the availability of capital and operating funds in addition to
established growth management standards requirements for facilities. Wherever project
scheduling changes were proposed, compliance with the Growth Management Plan and
funding availability were evaluated. For the past few years, selected park and street projects
have been scheduled in phases to defer costs and balance CIP expenditures with projected
revenues. Following is a discussion of some of the major projects to be developed.
• South Carlsbad Library - Funding for the new South Carlsbad Library is currently
available utilizing Community Facilities District No. 1 revenues, which include a bond
issue in the 1997-98 time period. The construction of the library has been on hold since
the recession and is now scheduled for 1997-98, with opening expected in Spring of
2000. The Cole Library is scheduled to close and undergo extensive remodeling upon
the completion and opening of the new library. The financial impact of operating both
libraries continues to be a topic of discussion, and timing changes may be
recommended as the financial outlook becomes more clear.
• Carlsbad Municipal Golf Course - The City recently completed the final land acquisition
for its 250 acre golf course to be constructed in the industrial corridor directly south of
the future Veterans Memorial Park. Selection of the development team and the initial
design phase is planned for 1996-97.
• Streets - A significant timing change is reflected for the construction of Cannon Road
West from I-5 to El Camino Real. Most of this project was previously scheduled for
construction after the year 2000, but has since been moved up to the year 1998-99. In
order to meet the funding challenges presented by this scheduling change, a loan from
available Gas Tax and Intermodal Surface Transportation Efficiency Act (ISTEA) -
Surface Transportation Program (STP) funds is scheduled. Certain non-essential
elements in the first phase from Veteran's Memorial Park, through the second phase to
El Camino Real (curb, gutter, sidewalk, landscape) are scheduled for a later date after
sufficient revenues have been collected.
• Seawall - Utilizing anticipated federal and state grants, construction of the seawall along
Carlsbad Boulevard will provide additional shore protection along the City's coastline.
The project will extend the current seawall at the Agua Hedionda Lagoon to protect the
roadway from damage caused by excessive storms or high wave action on the Pacific
Ocean.
• Interchanges - The Interstate 5 interchange at La Costa Avenue will begin construction
in mid 1996. The La Costa Avenue interchange is the third in a series of interchange
expansions to improve circulation at critical connection points to City streets.
177
• Poinsettia Park - Funds for the first phase of Poinsettia Park were appropriated in the
1992-93 CIP, however declining operating revenues delayed the project until 1995-96.
Phase I of Poinsettia Park includes one lighted multi-purpose baseball/softball field and
one lighted soccer field, three lighted tennis courts, a children's play area, a picnic area,
a trail system, parking, and a restroom/snackbar. The remaining phases are scheduled
beyond the year 2000.
• Interfund Loans - When capital projects are needed in advance of available funds, loans
are made from other capital funds which have available reserves. The loan is repaid
when the borrowing fund builds up sufficient funds. All future loans and repayments of
this type are listed at the end of the project schedule.
1996-97 CAPITAL IMPROVEMENT PROJECTS
There are approximately 40 capital projects totaling $27.8 million scheduled for 1996-97. These
projects are categorized as shown below. Appropriations of approximately $29.2 million for
ongoing capital projects which remain unspent at the end of FY 1995-96 will be added to the
new 1996-97 CIP appropriations for a total 1996-97 CIP appropriation of $57 million.
Street Projects
Street construction projects are 38% of the total 1996-97 expenditures at $10.4 million. The
largest appropriation is $3.3 million for the Carlsbad Boulevard Shore Protection seawall funded
with a state and federal grant. The Olivenhain Road Widening project is scheduled for an
additional $1.7 million appropriation and Rancho Santa Fe Road will receive an additional $0.9
million from Community Facilities District No. 2 funds. The initial construction phase of Cannon
Road West is planned at a cost of $1.5 million and the utility undergrounding and street light
replacement at Chestnut and Monroe will cost approximately $1.0 million.
I-5 Interchanges
Interchange construction includes a $4.3 million appropriation for La Costa Avenue and
$500,000 for the Cannon Road interchange. The 1996-97 appropriation for these interchange
projects is from CFD No. 1.
Civic Projects
Civic projects total 3% or $880,000 of the 1996-97 capital appropriation. Other projects in this
category include updating the design plans for the South Carlsbad Library, the Financial
Information System, public art for the Interstate 5 interchanges, and ADA modifications at
various locations throughout the City.
Sewer Projects
Sewer funding of $3.7 million reflects Carlsbad's share of funding the Encina Wastewater
Facility capital improvements, including funds to repay the debt for its recent expansion and
funds for the construction of the Vista Carlsbad Trunk Line.
Water Projects
The water category, including reclaimed water, is 22% of the total 1996-97 CIP with
appropriations of $6.1 million. The Maerkle Dam Lining project will receive its final scheduled
appropriation of $2.9 million. Another $1.7 million is scheduled for debt service payments on
previous potable and reclaimed water projects.
178
Parks, Traffic Signals, and Drainage Projects
Other categories in the CIP include park, drainage, and traffic signal projects. New
appropriations for park projects are comprised mainly of miscellaneous repair and upgrade
projects plus $300,000 for design costs of the Carlsbad Municipal Golf Course. The traffic
signals to receive funding in 1996-97 are located at Cannon Road and El Camino Real, Cannon
Road and Paseo Del Norte, and Cannon Road and the I-5 interchange. The South Carlsbad
Village Storm Drain, a $4.7 million drainage project is funded from the City's Transnet/Local
balance, and is scheduled to receive $940,000 to begin construction in 1996-97, with the
remainder programmed in the following year.
Unfunded Projects
The City has identified $6.3 million in projects for which there is currently no source of funding.
These projects are listed at the end of the Current and Future (1996-97 to Buildout) Projects
schedule. Four traffic signals were added to this year's unfunded list, and will be evaluated one
at a time to determine funding priority. Each of these traffic signal projects is included in the
City's 1996 Traffic Signal Qualification List.
SUMMARY
While some projects continue to be phased due to lack of available capital and operating funds,
significant progress continues to be made on the traffic circulation projects. The Interstate 5
and Poinsettia Lane interchange project is complete and the La Costa interchange project is
about to begin. The South Carlsbad Boulevard bridge at Batiquitos Lagoon was completed in
May 1995, and construction of the northbound Carlsbad Boulevard bridge began in August
1995 and was completed in May 1996.
Restoration to the wetlands at Batiquitos Lagoon began in 1994-95, the culmination of several
years of design, planning and obtaining state and federal agency approvals. The three year
wetland restoration project will dredge the lagoon and restore fish and wildlife habitat. A
channel and offshore jetties will be constructed to restore full tidal flushing and nesting areas for
various species of birds will be built. The $30 million project is funded by the Port of Los
Angeles as mitigation for its recent expansion and is almost complete.
For the past few years, there have been some significant project scheduling changes as the
effects of the slow economy were felt on Carlsbad's revenue stream. Lack of funds has caused
the City to rethink how it can accomplish building its capital projects. Generally, the philosophy
has been to build quality capital facilities which meet, and at times exceed, growth management
standards whenever economically beneficial. Practices such as phasing projects over a period
of years to match funding availability as well as maximizing the use of available balances have
been implemented in order to continue to provide quality capital facilities which meet the needs
of Carlsbad's citizens. The 1996-97 to Buildout Capital Improvement Program reflects this goal.
179
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to regulate development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities. Standards for facilities are applied to the City as a whole, within each of
the City's four quadrants, and in the City's twenty-five community or growth management
zones.
The Growth Management Plan adopted by the City Council has established precise standards
for eleven public facilities. Standards must be met at all times as growth occurs. Facilities for
which standards have been established are as follows:
- City Administrative - Library
- Wastewater Treatment - Parks
- Circulation - Drainage
- Fire - Open Space
- Schools - Sewer Collection
- Water Distribution
The Plan requires that appropriate public facilities be available, in conformance with the
adopted performance standards, as development occurs. Unless each of the eleven public
facility standards have been met, no new development can occur. Where facilities were
previously scheduled to meet maximum population expectations, projects are now phased to
more closely match incremental growth demands.
The Growth Management Plan impacts both the operating budget and the Capital Improvement
Program. As the Growth Management Plan was being developed, very little construction
occurred which resulted in reductions in both operating and capital development related
revenues. Revenues were expected to recover, and new standards met as increased levels of
development began to occur. The Growth Management Plan directly affects the operating and
capital budgets by requiring the construction and operation of facilities to meet the standards.
Facilities such as community centers, parks, and fire stations have been constructed under this
program.
The Capital Improvement Program has been designed to specifically address areas where
facilities do not comply with the adopted performance standards. With the adoption of the
1996-97 CIP, compliance with the Growth Management Plan is assured.
180
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
> A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees
adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and
Thoroughfare District and Drainage Sewer Benefit Area fees were all established under
AB 1600.
> The fee must be segregated from the General Fund. Carlsbad segregates all capital
funds not only from the General Fund but also each classification of fee as well.
> Fees collected by a city or county must be spent or committed to a project within a five
year period. Funds are viewed to be committed if they are programmed to be spent on
a specific project(s). If the money is not spent, findings must be made describing the
continuing need for that money each fiscal year after the five years has expired. The
City of Carlsbad commits the revenues from these fees through its Capital Improvement
Program budget. This budget, which is adopted by the City Council, sets forth the City's
Capital expenditure program from the current year to projected build out of the City. The
expenditure plan is updated annually as part of the City's budget process.
> Refunds must be made only if the City cannot make the required findings. At this time
no refunds are due because the City's Capital Improvement Program commits all AB
1600 fees to projects to be constructed both in the current year and in the future.
181
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1995-96
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
| TOTAL
JULY1, 1995
UNRESERVED
BALANCE
2,863,268
336,562
1,172,682
11,350,573
1,940,278
1,830,541
537,800
240,567
791,061
0
1,352,063
449,557
176,820
1,843
281,300
152,294
581,657
1,076,352
1,619,713
10,706,620
3,043,835
101,163
0
318
0
3,457,374
11,786,999
5,620,972
823,797
4,469,876
7,480,936
2,112,562
937,454
77,296,837
ESTIMATED ESTIMATED JUNE 30, 1996
ESTIMATED CAPITAL DEBT SERVICE PROJECTED
REVENUES EXPENDITURES & OTHER BALANCE
2,177,564
12,304
21,533
2,408,172
321,203
173,197
215,282
24,285
69,352
0
711,041
12,217
493,896
1,223
859,804
378,444
400,702
224,089
890,908
6,365,259
1,559,692
492,727
1,233,548
1,203,094
0
430,395
2,182,520
1,324,753
209,656
2,229,131
1,978,913
97,251
1,305,000
30,007,155
1,230,181
113,076
368,269
4,027,704
0
0
0
0
0
0
(93,858)
21,437
21,946
3,066
0
44,114
373,632
372
950,874
2,106,524
690,740
0
0
634,586
0
14,733
102,801
10,849
336,979
1 ,050,269
551,057
3,800
801,877
13,365,028
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
162,237
19,353
35,000
0
0
0
0
0
0
170,000
1,281,000
244,016
0
0
1,911,606
3,810,651
235,790
825,946
9,731,041
2,261,481
2,003,738
753,082
264,852
860,413
0
2,156,962
440,337
648,770
0
1,141,104
486,624
608,727
1,300,069
1 ,559,747
14,803,118
3,893,434
558,890
1 ,233,548
568,826
0
3,873,036
13,866,718
6,934,876
526,474
4,367,738
8,664,776
2,206,013
1 ,440,577
92,027,358 |
182
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1996-97
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PILAREA2NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
[TOTAL
JULY1, 1996
PROJECTED
BALANCE
3,810,651
235,790
825,946
9,731,041
2,261,481
2,003,738
753,082
264,852
860,413
0
2,156,962
440,337
648,770
0
1,141,104
486,624
608,727
1,300,069
1,559,747
14,803,118
3,893,434
558,890
1,233,548
568,826
0
3,873,036
13,866,718
6,934,876
526,474
4,367,738
8,664,776
2,206,013
1,440,577
92,027,358
ESTIMATED
REVENUES
947,600
1,050
0
1,115,442
212,000
91,260
0
68,250
109,200
0
449,553
2,106,320
739,000
0
0
0
1,335,000
201,014
0
5,248,958
664,500
144,345
1,800,000
2,000,000
850,000
260,642
2,368,888
1,200,000
255,000
1,811,518
1,825,000
0
1,477,000
27,281,540
1995-96
CONTINUING
APPROPR.
3,747,208
118,644
268,106
1,581,139
0
0
0
0
0
0
1,587,333
207,849
526,715
0
0
428,619
256,020
49,628
1,199,760
3,457,529
2,024,071
0
0
325,789
0
1,205,226
917,894
1,584,091
98,021
1,579,893
6,018,691
1,164,378
826,166
29,172,770
NEW
APPROPR.
1,008,600
5,000
300,000
470,000
0
0
0
0
0
0
69,000
2,306,320
739,000
0
0
0
1,335,000
0
0
5,730,000
912,000
0
0
2,000,000
850,000
0
3,467,500
215,000
680,000
4,574,226
1 ,433,972
0
1,707,000
27,802,618
1996-97 JUNE 30, 1997
TOTAL CIP PROJECTED
APPROPR. BALANCE
4,755,808
123,644
568,106
2,051,139
0
0
0
0
0
0
1 ,656,333
2,514,169
1,265,715
0
0
428,619
1,591,020
49,628
1,199,760
9,187,529
2,936,071
0
2,325,789
850,000
1 ,205,226
4,385,394
1,799,091
778,021
6,154,119
7,452,663
1,164,378
2,533,166
56,975,388
2,443
113,196
257,840
8,795,344
2,473,481
2,094,998
753,082
333,102
969,613
0
950,182
32,488
122,055
0
1,141,104
58,005
352,707
1,451,455
359,987
10,864,547
1,621,863
703,235
3,033,548
243,037
0
2,928,452
11,850,212
6,335,785
3,453
25,137
3,037,113
1,041,635
384,411
62,333,510 |
183
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1996-97
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13 & 16 PARK FEE
PILAREA1 NW
PILAREA2NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD#3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
[TOTAL CAPITAL FUNDS
1993-94
ACTUAL
REVENUES
970,364
16,922
105,934
1,524,573
94,639
94,594
28,462
10,781
39,132
0
326,558
147,848
15,427
373,964
255,862
512,989
916,396
212,305
76,417
3,016,253
2,427,995
0
0
0
0
372,044
976,197
4,067,123
942,840
876,179
2,304,313
119,137
1,245,651
22,070,899
1994-95
ACTUAL
REVENUES
1,010,273
17,457
109,308
2,266,914
1,940,278
102,202
31,349
36,066
48,832
0
481,029
22,535
9,667
1,351
43,438
5,604
642,181
232,371
160,693
6,433,487
573,940
101,163
0
1,180,179
0
655,752
1,331,031
811,481
40,606
1,341,224
1,231,779
501,656
436,484
21,800,330
1995-96(1)
ESTIMATED
REVENUE
2,177,564
12,304
21,533
2,408,172
321,203
173,197
215,282
24,285
69,352
0
711,041
12,217
493,896
1,223
859,804
378,444
400,702
224,089
890,908
6,365,259
1,559,692
492,727
1,233,548
1 ,203,094
0
430,395
2,182,520
1,324,753
209,656
2,229,131
1,978,913
97,251
1,305,000
30,007,155
1996-97(1)
ESTIMATED
REVENUE
947,600
1,050
0
1,115,442
212,000
91,260
0
68,250
109,200
0
449,553
2,106,320
739,000
0
0
0
1,335,000
201,014
0
5,248,958
664,500
144,345
1 ,800,000
2,000,000
850,000
260,642
2,368,888
1,200,000
255,000
1,811,518
1 ,825,000
0
1,477,000
27,281,540 |
(1) INCLUDES INTERFUND LOANS OR TRANSFERS.
184
CITY OF CARLSBAD
CAPITAL FUNDS
DETAIL REVENUE ESTIMATES FOR FY 1996 - 97
FUND OR
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
TAX INCREMENT BOND
OTHER
TOTAL
DEVELOPER LOAN OR DEPRECIATION
FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER
45,000 902,600
1,050
1,115,442
212,000
91,260
68,250
109,200
449,553
2,106,320
739,000
1,335,000
201,014
136,502 4,278,456 600,000 234,000
664,500
144,345
1,800,000
2,000,000
850,000
260,642
768,888 1,600,000
1,200,000
255,000
1,211,518 600,000
725,000 1,100,000
7,000 1,470,000
7,032,100 7,855,776 4,136,014 4,199,000 600,000 3,458,650
TOTAL
REVENUES
947,600
1,050
0
1,115,442
212,000
91 ,260
0
68,250
109,200
0
449,553
2,106,320
739,000
0
0
0
1,335,000
201,014
0
5,248,958
664,500
144,345
1,800,000
2,000,000
850,000
260,642
2,368,888
1,200,000
255,000
1,811,518
1,825,000
0
1,477,000
27,281,540
185
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1993-1994 TO 1996-1997
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13 & 16 PARK FEE
PIL AREA 1 NW
PILAREA2NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD#3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
ITOTAL CAPITAL FUNDS
1993-94
ACTUAL
753,895
19,980
794,356
798,606
0
0
0
0
0
0
959,097
51,044
1,109,800
340,271
18,000
389,483
910,039
399,773
49,279
1,487,413
85,969
0
0
0
0
0
36,006
0
1,470,983
1,033,925
1,544,870
2,186,396
1,164,344
15,603,529
1994-95
ACTUAL
2,075,369
0
402,518
509,117
0
0
0
0
0
0
1,184,874
94,066
108,296
3,336
0
107,849
77,135
0
170,662
4,207,512
176,252
0
0
1,179,861
0
457,678
2,527,891
360,178
1,142,457
2,761,251
845,176
1,342,328
908,619
20,642,425
1995-96(1)
ESTIMATED
1,230,181
113,076
368,269
4,027,704
0
0
0
0
0
0
(93,858)
21,437
21,946
3,066
0
44,114
373,632
372
950,874
2,106,524
690,740
0
0
634,586
0
14,733
102,801
10,849
336,979
1,050,269
551,057
3,800
801,877
13,365,028
1995-96
CONTINUING
APPROPR.
3,747,208
118,644
268,106
1,581,139
0
0
0
0
0
0
1,587,333
207,849
526,715
0
0
428,619
256,020
49,628
1,199,760
3,457,529
2,024,071
0
0
325,789
0
1 ,205,226
917,894
1,584,091
98,021
1,579,893
6,018,691
1,164,378
826,166
29,172,770
1996-97
NEW
APPROPR.
1,008,600
5,000
300,000
470,000
0
0
0
0
0
0
69,000
2,306,320
739,000
0
0
0
1,335,000
0
0
5,730,000
912,000
0
0
2,000,000
850,000
0
3,467,500
215,000
680,000
4,574,226
1,433,972
0
1,707,000
27,802,618
1996-97
TOTAL CIP
APPROPR.
4,755,808
123,644
568,106
2,051,139
0
0
0
0
0
0
1,656,333
2,514,169
1,265,715
0
0
428,619
1,591,020
49,628
1,199,760
9,187,529
2,936,071
0
0
2,325,789
850,000
1 ,205,226
4,385,394
1,799,091
778,021
6,154,119
7,452,663
1,164,378
2,533,166
56,975,388
186
CITY OF CARLSBAD CA, AL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ
NO.
3461
3477
3476
3436
3429
3441
3455
3455
3455
3433
3266
3384
3384
3384
3392
3244
3370
3469
3472
PROJECT TITLE
CIVIC PROJECTS
ADA PROJECTS
ADA - CALAVERA COMMUNITY PARK
ADA - CADENCIA PARK
ADA - LA COSTA CANYON PARK
ADA - STAGECOACH COMMUNITY PARK
ADA - PEDESTRIAN SIGNAL PUSH BUTTONS
ADA - PEDESTRIAN RAMPS
AFFORDABLE HOUSING LAND ACQUISITION
BATIQUITOS LAGOON - CONSTRUCTION
CFD#1 ADMINISTRATION
CITY BOUNDARY SURVEY
CITY FACILITIES - ADA MANDATE
CITY HALL
COASTAL RAIL TRAIL (ISTEA GRANT)
COASTAL RAIL TRAIL (TSM GRANT)
COASTAL RAIL TRAIL
COMMUNITY SERVICES WAREHOUSE FACILITY
COMMUNITY SERVICES WAREHOUSE FACILITY
TELECOM. EQUIPMENT (INFO SYS)
INFORMATION SYSTEMS/PC UPGRADES & REPL
FINANCIAL INFORMATION SYSTEM
FIRE STA # 3 - RELOCATION
FIRE STA #6 - PERMANENT
FIRE STA #6 - PERMANENT
LAS PALMAS PURCHASE
LIBRARY - COLE EXPANSION
LIBRARY - COLE EXPANSION
LIBRARY - COLE REMODEL
LIBRARY - S CARLSBAD / SHELVING
LIBRARY - S CARLSBAD / CONSTRUCTION
LIBRARY - S CARLSBAD / LIBRARY COLLECTION
OPPORTUNISTIC SAND PROGRAM
PUBLIC ART - DONATED ART WORK
FUND
GCC
GCC
GCC
GCC
GCC
TIF
REDVL BONDS
GCC
CFD#1
GCC
GCC
CFD#1
FED GRNT
ST GRNT
TDA
CFD#1
SEW CONN
GCC
GCC
GCC
PFF
L/C
PFF
PFF
CFD#1
PFF
PFF
PFF
CFD#1
PFF
GCC
PUB ART
APPROP
TOTAL
31,000
20,000
52,500
40,000
30,000
1,000,000
400,000
2,493,589
2,640,000
100,000
600,000
23,100,000
768,000
192,000
24,800
3,700,000
500,000
2,100,000
1,800,000
1,830,000
450,000
375,000
75,000
2,346,839
4,000,000
8,660,000
1,858,112
650,000
14,911,306
400,000
25,542
5,000
EXP/ENC APPROP
PRIOR CONT
2,405 28,595
52,500
40,000
400,000
2,131,123 362,466
2,143 197,857
521,378 246,622
7,106 184,894
24,800 0
291,685 1,078,315
1,993,896 943
54,427 228,685
3,672,381 38,925
3,583 46,417
19,542 6,000
4,500 500
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
1996-97 1997-98 | 1998-99 1999-2000 2000-2001 2001-06 2006+
20,000
30,000
25,000 75,000 75,000 75,000 100,000 500,000 150,000
110,000 110,000 110,000 110,000 110,000 550,000 1,540,000
15,000 45,000 40,000
100,000 150,000 150,000
23,100,000
3,700,000
500,000
150,000 150,000 150,000 150,000 750,000 750,000
30,000 120,000 120,000 120,000 600,000 810,000
200,000 260,000
20,000 430,000
375,000
40,000 35,000
235,000 117,000
4,000,000
8,660,000
1,575,000
650,000
100,000 11,100,000
350,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
3336 PUBLIC ART - BATIQUITOS LAGOON PUB ART 75,000 75,000
3352 PUBLIC ART - 1-5 INTERCHANGES PUB ART 30,000 27,121 2,879
3352 PUBLIC ART - 1-5 INTERCHANGES GCC 125,000
3354 PUBLIC ART - MAXTON BROWN PARK PUB ART 25,000 5,123 19,877
3335 PUBLIC ART - LIBRARY - S CARLSBAD PUB ART 170,000 155,657 14,343
3353 PUBLIC ART - SEAWALL PUB ART 30,000 30,000 0
3484 PUBLIC ART - MASTER PLAN PUB ART 2,500 2,500
3485 PUBLIC ART - TEMPORARY ART PUB ART 10,000 1,455 3,545
3435 ROOSEVELT BLOCK PROJECT REDVL BONDS 444,352 104,974 339,378
3471 SR. CENTER RECEPTION AREA ENCLOSURE GCC 15,000 1,275 13,725
3434 TRANSIT STATION - SPECIALTY COMM'L CTR REDVL BONDS 425,000 425,000
YEAR 1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
125,000
5,000
SUBTOTAL CIVIC PROJECTS 76,530,540 9,054,574 3,808,966 880,000 13,242,000 655,000 2,220,000 630,000 30,130,000 15,910,000
FACILITIES MAINTENANCE
ASBESTOS SURVEY GCC 40,000
TO CARRILLO RANCH PAINTING RESTORATION GCC 10,000 10,000
°° CHASE PARK RESTROOM/SNACKBAR REROOF GCC 33,000
CITY HALL REFURBISH GCC 55,000 30,000
LIBRARY ROOF REHAB GCC 85,000 85,000
FIRE STATION # 3 RENOVATION GCC 45,000
SENIOR CENTER - REPAIR SEWER LINE GCC 15,000
SENIOR CENTER - REPLACE VINYL FLOOR GCC 30,000
MISC. FACILITIES ENERGY LIGHTING RETROFIT GCC 28,500
MISC. FACILITY MAINTENANCE PROJECTS GCC 1,805,100 9,000
40,000
3,000 30,000
25,000
45,000
15,000
30,000
28,500
29,100 197,000 170,000 200,000 200,000 1,000,000
SUBTOTAL FACILITIES MAINTENANCE 2,146,600 0 134,000 212,600 200,000 200,000 200,000 200,000 1,000,000 0
PARK PROJECTS
ZONE 5, 13, 16 PARK FACILITY ZONE 5 7,030,000
3072 GOLF COURSE LAND ACQUISITION GCF 2,298,190 2,030,084 268,106
GOLF COURSE DEVELOPMENT GCF 300,000
700,000 3,000,000 3,330,000
300,000
CITY OF CARLSBAD CAi .. AL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CON!
NORTHWEST QUADRANT PARKS
CANNON LAKE PARK - NW QUAD/6.7 ACRES PFF 900,000
COMMUNITY CENTER - NW QUADRANT PFF 3,000,000
3431 HOSP GROVE IMPROVEMENTS ST GRNT 172,000 168,264 3,736
HOSP GROVE/BUENA VISTA LAGOON ALT. II PIL-NW 3,225,000
VETERAN'S MEMORIAL PARK - NW QUAD CFD#1 3,500,000
MISC. BEACH ACCESS STAIRWAYS/UPGRADE GCC 50,000
OCEAN ST BEACH ACCESS-REPLACE GCC 40,000
3412 NORTH BEACH RESTROOMS GCC 346,662 286,335 60,327
SITE ACQUISITION - NW QUAD/7 AC PIL-NW 2,380,000
DEVELOP 7 ACRES PFF 875,000
AGUA HEDIONDA LAND (TO BE DEDICATED) 0
ADA - NW QUAD PARKS GCC 50,000
PARK RESTORATION/ACQUISITION PIL-NW 1,500,000
SWIM COMPLEX CHLORINATION EQUIPMENT GCC 70,000
CO SWIM COMPLEX PARKING LOT REPAIRS GCC 36,000
tO
NORTHEAST QUADRANT PARKS
3344 LARWIN PARK - NE QUAD/22.3 ACRES PFF 2,090,000
VETERAN'S MEMORIAL PARK - NE QUAD CFD#1 3,500,000
PARK ACQUISITION (15 ACRES) PIL-NE 2,625,000
PARK DEVELOPMENT ( 1 5 ACRES) PIL-NE 1 ,875,000
PARK RESTORATION/ACQUISITION PIL-NE 2,150,000
SOUTHWEST QUADRANT PARKS
PARK RESTORATION/ACQUISITION PIL-SW 3,130,000
3348 POINSETTIA DEVELOPMENT - 42 ACRES PHASE I PFF 4,381,434 4,061,533 319,901
POINSETTIA DEVELOP - PHASE II PFF 2,680,000
POINSETTIA COMMUNITY CENTER PHASE III PFF 3,000,000
POINSETTIA - (REPAY L/C) PIL-SW 281,000
VETERAN'S MEMORIAL PARK - SW CFD#1 3,500,000
ZONE 1 9 PARK DEVELOP - 1 5 ACRES PHASE I L/C 1 ,687,500
ZONE 1 9 COMMUNITY PARK (REPAY L/C) PFF 1 ,725,000
ZONE 1 9 PARK DEVELOP 9.25 ACRES PHASE II PFF 1 ,250,000
ZONE 1 9 COMMUNITY CENTER PHASE III PFF 3,000,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
900,000
3,000,000
3,225,000
1,750,000 1,750,000
25,000 25,000
40,000
2,380,000
875,000
50,000
1,500,000
70,000
36,000
200,000 1,890,000
1,750,000 1,750,000
2,625,000
1,875,000
2,150,000
3,130,000
2,680,000
3,000,000
281,000
1,750,000 1,750,000
1,687,500
1,725,000
1,250,000
3,000,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ
NO.
3456
3385
3478
<D0
3423
3338
3489
3411
3448
3490
3449
PROJECT TITLE
SOUTHEAST QUADRANT PARKS
ALGA NORTE DEVELOP 19.48 AC
PFF TO FIELDSTONE - ALGA NORTE (SE QUAD)
ALGA NORTE DEVELOP 15.52 ACRES
ALGA NORTE COMMUNITY FACILITY
LEO CARRILLO-10.5 ACRES DEVEL & RESTORE
LEO CARRILLO - 16.4 ACRES (TO BE DEDICATED)
LEO CARRILLO DEVELOP 16.4 ACRES
STAGECOACH PARK DRAIN
VETERAN'S MEMORIAL PARK - SE QUAD
PARK RESTORATION/ACQUISITION
SUBTOTAL PARK PROJECTS
DRAINAGE PROJECTS
BUENA VISTA CHANNEL REPAIR
PARK DRIVE SLOPE STUDY
STATE STREET STORM DRAIN (GAS TAX)
MASTER DRAINAGE FACILITIES
S CARLSBAD VILLAGE STORM DRAIN
STORM WATER TESTING
STORM DRAIN DESIL'N BASIN/CANNON RD
SUBTOTAL DRAINAGE PROJECTS
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
BUILDING IMPROVEMENTS
CAPITAL ACQUISITIONS - UNIT I
COGENERATION PROJECT
PARALLEL OCEAN OUTFALL
PHASE V EXPANSION
SEWER TREATMENT PLANT REHABILITATION
PHASE IV EXPANSION - DEBT SERVICE
FUND
L/C
PFF
PFF
PFF
PFF
PFF
GCC
CFD*1
PIL-SE
GCC
GCC
OTHER
PLD
TRNSNT/LOCL
PLD
PLD
SEW CONN
SEW CONN
SEW CONN
SEW CONN
SEW CONN
SEW REPL
SEW CONN
APPROP EXP/ENC
TOTAL PRIOR
2,250,000
2,241,265
2,100,000
3,000,000
2,250,000 156,004
0
1,150,000
15,000
3,500,000
4,300,000
83,454,051 6,702,220
200,000 182,340
17,000 57
77,000
19,425,000
4,700,000
100,000 14,733
1,120,000 41
25,639,000 197,171
50,000
1,147,109 121,141
380,908 305,341
12,715,000 36,336
2,840,000
2,680,000
25,869,500 5,016,800
APPROP
CONT
93,996
YEAR 1 YEAR 2
1996-97 1997-98
5,000
746,066 471,000 361,000
17,660
16,943
85,267
1,119,959
7,000 70,000
940,000 3,760,000
1,239,829 947,000 3,830,000
25,000
10,968
10,567
11,664
127,000
25,000
65,000 50,000
65,000
80,000
140,000 130,000
1,107,500 1,106,800
YEARS YEAR 4 I YEAR 5 YEAR 6-10 I
1998-99 1999-2000) 2000-2001 2001-0e|
250,000
250,000 1,750,000
10,000
1,750,000
210,000 2,140,000 700,000 20,060,000
0000
50,000 50,000 50,000 250,000
635,000 5,000,000
140,000 130,000 140,000 650,000
1,106,400 1,106,200 1,104,200 5,504,656
BUILDOUT I
2006+
2,000,000
2,241,265
2,100,000
3,000,000
1,150,000
1,750,000
4,300,000
52,063,765
19,425,000
19,425,000
500,000
6,952,000
2,840,000
1,223,000
9,816,944
CITY OF CARLSBAD CAr-.. AL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
CD
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
INTERCEPTOR SYSTEM & LIFT STATIONS
3492 A HEDIONDA LIFT STATION & CONT. BASIN SEW CONN 2,325,000 100,000
3322 BUENA VISTA LIFT STATION SEW CONN 736,200 245,211 257,989
3494 CHINQUAPIN SEWAGE LIFT STATION SEW REPL 250,000 250,000
3495 FOREST SEWAGE GRAVITY LINE SEW REPL 250,000 250,000
3324 MONITORING PROGRAM SEW CONN 549,075 26,663 42,412
N AGUA HED. INTERCEPTOR RD & UPGRADE SEW REPL 75,000
N BATIQUITOS INTERCEPTOR RD & UPGRADE SEW REPL 163,000
PALMER WAY SEWER EXTENSION SEW REPL 125,000
3451 SEWER ACCESS HOLE REHAB SEW REPL 3,000,000 34,009 165,991
SEWAGE FLOW METER SEW CONN 30,000
3491 SEWAGE LIFT STATION ELIMINATION STUDY SEW CONN 50,000 50,000
3452 SEWER LINE REPLACEMENT SEW REPL 9,000,000 8,900 591,100
3493 VANCOUVER LIFT STATION SEW REPL 200,000 200,000
3182 VISTA CARLSBAD TRUNK LINE SEW CONN 6,709,939 560,645 359,294
3480 WATER RESOURCES MASTER PLAN SEW CONN 50,000 50,000
YEAR 1 YEAR 2 YEARS YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
100,000 2,125,000
233,000
20,000 20,000 20,000 20,000 20,000 100,000 280,000
25,000 50,000
25,000 138,000
25,000 100,000
100,000 100,000 100,000 100,000 500,000 1,900,000
30,000
300,000 300,000 300,000 300,000 1,500,000 5,700,000
2,000,000 2,000,000 1,790,000
SUBTOTAL SEWER PROJECTS 69,195,731 6,355,046 2,501,985 3,682,500 4,019,800 3,506,400 1,706,200 2,349,200 13,504,656 31,569,944
WATER PROJECTS
580 ZONE SECONDARY SUPPLY MFC 256,000
680 ZONE SUPPLY MFC 550,000
CANNON - CAR COUNTRY TO EL CAMINO REAL MFC 1 ,278,000
CARLSBAD BLVD - MANZANO TO AVE ENCINAS MFC 1 33,000
CARLSBAD BLVD - MANZANO TO AVE ENCINAS REPLCMT 142,000
CARLSBAD BLVD - SOUTH OF PAR MFC 525,000
CARLSBAD VILLAGE DR - CELINDA TO DONNA MFC 230,000
COLLEGE - 33" TO CANNON MFC 421 ,000
COLLEGE - CANNON TO TAP MFC 550,000
3377 COLLEGE - MAERKLE RESERVOIR REPLCMT 2,340,000
COLLEGE - POINSETTIA TO PAR MFC 495,000
3403 COLLEGE BLVD EXTENSION @ ECR MFC 183,375
COLLEGE BLVD NORTH TO OCEANSIDE REPLCMT 410,000
3376 D RESERVOIR I MFC 2,600,000 2,398,492 201,508
3376 D RESERVOIR I REPLCMT 877,800 726,591 151,209
3376 D RESERVOIR II MFC 3,984,500
256,000
550,000
100,000 1,178,000
133,000
142,000
525,000
230,000
421,000
550,000
340,000 2,000,000
495,000
183,375
410,000
3,984,500
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
3376 D RESERVOIR II REPLCMT 1,328,000
D RESERVOIR TO PALOMAR OAKS MFC 250,000
DAVIS AVENUE PIPELINE REPLACEMENT REPLCMT 100,000
3404 DOWNTOWN REHABILITATION REPLCMT 700,000 366,316 333,684
3378 EL CAMINO REAL - CHESTNUT TO TAMARACK MFC 571,861 423,638 148,223
3378 EL CAMINO REAL - CHESTNUT TO TAMARACK REPLCMT 387,780 302,309 85,471
EL CAMINO REAL @ KELLY MFC 94,000
EL CAMINO REAL TRANS MAIN IMPROVEMENTS REPLCMT 300,000
3446 EL CAMINO REAL - PAR SOUTH REPLCMT 750,000 50,000
EL FUERTE - ALGA TO POINSETTIA LANE MFC 1,335,750
EL FUERTE - FARADAY TO MAERKLE MFC 330,000
EL FUERTE - POINSETTIA LANE TO PAR MFC 820,000
EL FUERTE AVE - N OF LOKER MFC 148,750
ELM & E RESERVOIR RECOATING & REPAIR REPLCMT 340,000
3488 ELLERY & C RESERVOIR RECOATING & REPAIR REPLCMT 340,000 95 339,905
CD I-5 @ NAVIGATOR CIRCLE MFC 307,500to
JEFFERSON - PIO PICO TO ROBINSONS-MAY MFC 267,375
3388 MAERKLE DAM LINING-COVER MFC 3,276,000 81,039 268,961
3388 MAERKLE DAM LINING-COVER REPLCMT 4,524,000 109,774 4,414,226
MARRON ROAD - PR STATION TO OCEANSIDE REPLCMT 300.000
OCEANSIDE INTERTIE UPGRADE REPLCMT 75,000
3479 PALOMAR AIRPORT NORTH OF OWENS MFC 71,875 71,875
3166 PALOMAR AIRPORT RD - ECR TO SANTE FE MFC 1,250,000 822,924 427,076
3166 PALOMAR AIRPORT RD - ECR TO SANTE FE REPLCMT 1,250,000 732,146 517,854
POINSETTIA - D TO 2800 FEET EAST MFC 80,500
POINSETTIA - ECR TO "D" RESERVOIR MFC 555,000
3442 POINSETTIA - PASEO DEL NORTE TO CSBD BLVD MFC 362,250 362,250
POINSETTIA LANE - EL FUERTE TO ECR MFC 1 ,808,750
POINSETTIA TO ALGA ROAD (TO 375 H.G. ZONE) MFC 72,000
POINSETTIA TO ALGA ROAD (TO 375 H.G. ZONE) REPLCMT 328,000
POINSETTIA TO ALGA ROAD (TO 550 H.G. ZONE) MFC 58,700
POINSETTIA TO ALGA ROAD (TO 550 H.G. ZONE) REPLCMT 267,300
PR STATION - COLLEGE REAL @ CANNON MFC 250,000
PR STATION RELOCATION MFC 250,000
3425 RESERV""1 REHABILITATION REPLCMT 220,000 1P' "8 26,342
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
1,328,000
250,000
25,000 75,000
94,000
50,000 250,000
700,000
1,335,750
330,000
820,000
148,750
340,000
307,500
267,375
2,926,000
300,000
75,000
80,500
555,000
1,808,750
72,000
328,000
58,700
267,300
250,000
250,000
CITY OF CARLSBAD CA. AL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
CO
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
TRI-AGENCY PIPELINE EROSION PROTECTION REPLCMT 150,000
WATER SYSTEM INTERTIE CONNECTION REPLCMT 400,000
WATER COP PAYMENTS (84%) MFC 10,254,895
WATER COP PAYMENTS (16%) REPLCMT 1,953,315
3480 WATER RESOURCES MASTER PLAN MFC 100,000 100,000
3480 WATER RESOURCES MASTER PLAN REPLCMT 100,000 100,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
150,000
200,000 200,000
1,280,851 1,280,985 1,281,103 1,280,808 1,283,896 3,847,252
243,972 243,997 244,020 243,964 244,552 732,810
SUBTOTAL WATER PROJECTS 51,304,276 6,156,982 7,598,584 5,408,198 3,027,982 3,198,498 4,804,772 2,254,448 7,583,062 11,271,750
RECLAIMED WATER PROJECTS
3486 INDUSTRIAL PARK SYSTEM RECL WATER 1,000,000 25,000
3348 POINSETTIA COMMUNITY PARK RECL WATER 380,000 336,979 43,021
RECOAT RECLAIMED WATER TANKS RECL WATER 250,000
3487 WATER PUMP STATION RECL WATER 250,000 30,000
3480 WATER RESOURCES MASTER PLAN RECL WATER 50,000
DEBT SERVICE STATE LOAN RECL WATER 2,846,000
100,000 875,000
250,000
220,000
50,000
160,000 160,000 160,000 160,000 160,000 800,000 1,246,000
SUBTOTAL RECLAIMED WATER PROJECTS 4,776,000 336,979 98,021 680,000 260,000 1,035,000 160,000 160,000 800,000 1,246,000
TRAFFIC SIGNAL PROJECTS
TRAF SIG - ALGA / POINSETTIA PFF 125,000
3369 TRAF SIG - ALGA / POINSETTIA TO MIMOSA TIF 30,000 31 29,969
3369 TRAF SIG - ALGA ROAD FUTURE SIGNALS ASMT DIST 440,000 351 439,649
3501 TRAF SIG - ALGA & BLUE HERON PLACE ASMT DIST 125,000 125,000
3474 TRAF SIG - ALGA/BATIQUITOS DRIVE ASMT DIST 125,000 117,730 7,270
3445 TRAF SIG - ALGA / EL FUERTE PFF 125,000 111,199 13,801
TRAF SIG - ALGA / MELROSE PFF 110,000
TRAF SIG - CAMINO DE LOS COCHES / LA COSTA PFF 1 1 0,000
TRAF SIG -CANNON /AVENIDA ENCINAS PFF 110,000
TRAF SIG - CANNON / COLLEGE PFF 1 25,000
TRAF SIG - CANNON / FARADAY PFF 1 10,000
TRAF SIG - CANNON / 1-5 PFF 200,000
TRAF SIG - CANNON / PASEO DEL NORTE PFF 1 10,000
TRAF SIG- CARLSBAD BLVD / AVENIDA ENCINAS PFF 110,000
3481 TRAF SIG -CARLSBAD VILLAGE DR/ TAMARACK PFF 110,000 110,000
TRAF SIG - COLLEGE / ASTON GCC 5,000
TRAF SIG - COLLEGE / CARLSBAD VILLAGE DR PFF 110,000
125,000
110,000
110,000
110,000
125,000
110,000
50,000 150,000
60,000 50,000
110,000
5,000
110,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
TRAF SIG - COLLEGE / ECR PFF 115,000
TRAF SIG - COLLEGE / LAKE CALAVERA PFF 1 00,000
TRAF SIG - EL CAMINO REAL / CALLE BARCELONA PFF 110,000
3184 TRAF SIG - EL CAMINO REAL / CANNON PFF 125,000
3483 TRAF SIG - EL CAMINO REAL / OLIVENHAIN PFF 125,000 125,000
TRAF SIG - EL CAMINO REAL / POINSETTIA LANE PFF 1 25,000
TRAF SIG - FARADAY / ORION TIF 100,000
TRAF SIG - MELROSE / LA COSTA PFF 110,000
TRAF SIG - LA COSTA CANYON HIGH SCHOOL GCC 106,000 3,084 102,916
TRAF SIG - MELROSE / RANCHO SANTA FE RD (S) PFF 1 1 0,000
TRAF SIG - PALOMAR AIRPORT RD / MELROSE PFF 1 25,000
TRAF SIG - PALOMAR AIRPORT RD / HIDDEN VALLE PFF 125,000
3427 TRAF SIG - PAS DEL NORTE/CAM DE LAS ONDAS PFF 110,000 3,303 106,697
TRAF SIG - POINSETTIA LANE / EL FUERTE PFF 125,000
TRAF SIG - POINSETTIA LANE / MELROSE PFF 125,000
3482 TRAF SIG - POINSETTIA LANE / BATIQUITOS DRIVE PFF 110,000 110,000
3362 TRAF SIG - POINSETTIA LANE / PASEO DEL NORTE PFF 125,000 125,000
3406 TRAF SIG - RANCHO SANTA FE RD / QUESTHAVEN GCC 125,000 233 124,767
TRAF SIG - TAMARACK / GARFIELD PFF 110,000
TRAF SIG - TAMARACK / HIGHLAND PFF 110,000
TRAF SIG -YARROW/ CAMINO VIDAROBLE PFF 100,000
YEAR 1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
115,000
100,000
110,000
125,000
125,000
100,000
110,000
110,000
125,000
125,000
125,000
125,000
110,000
110,000
100,000
SUBTOTAL TRAFFIC SIGNAL PROJECTS 4,596,000 235,931 1,420,069 240,000 325,000 0 110,000 0 1,595,000 670,000
STREET PROJECTS
3305 ALGA ROAD ASSESSMENT DISTRICT ASMT DIST 14,830,119 14,721,162 108,957
3498 ALGA ROAD BIKE LANES TDA 28,630 0 28,630
3428 ALGA ROAD / MIMOSA TO EL CAMINO REAL TIF 650,000 198,319 101,681
3454 ALT KARLSBAD CULVERT/ST. IMPROVEMENTS TRNSNT/LOCL 20,000 1,205 18,795
3416 AVENIDA ENCINAS / ENCINA OTHER 622,000 557,777 64,223
3416 AVENIDA ENCINAS / NCTD GCC 242,001 223,091 18,910
AVENIDA ENCINAS / SOUTH OF PAR TIF 870,000
3453 BIKE MASTER PLAN TDA 50,000 48,058 1,942
3184 CANNON ROAD WEST TRNSNT/HWY 3,500,000 132,594 517,406
3184 CANNON ROAD WEST CFD#1 3,950,000
3184 CANNO' OADWEST BTD#2 3,685,000
350,000
870,000
739,000 680,000 1,431,000
770,000 200,000 2,980,000
421,000 2,264,000 1,000,000
CITY OF CARLSBAD CA. ^L IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CON!
3184 CANNON RD/ELCAMINO REAL TURN ING LANE TIP 130,000
3438 CANNON ROAD IMPROVEMENTS @ I-5 CFD#1 500,000
3438 CANNON ROAD IMPROVEMENTS @ I-5 TIF 1,750,000 2,564 172,436
3437 CANNON RD/l-5 TO PASEO DEL NORTE TIF 435,000 2,775 97,225
3349 CARLSBAD BLVD BRIDGE (WEST) - FHBRR FED GRNT 1,209,837 1,130,670 79,167
3349 CARLSBAD BLVD BRIDGE (WEST) - PORT-LA GCC 300,000 6,107 293,893
3444 CARLSBAD BLVD MEDIAN /TAMARACK TO PINE PFF 1,250,000 125,000
3307 CARLSBAD BLVD SHORE PROTECTION GCC 800,000 34,013 765,987
3307 CARLSBAD BLVD SHORE PROTECTION ST GRNT 1,609,000 206,610 67,390
3307 CARLSBAD BLVD SHORE PROTECTION FED GRNT 2,000,000
CARLSBAD BLVD WIDENING / CANNON TO PAR TIF 2,000,000
CARLSBAD VILLAGE / PONTIAC TO S OF VICTORIA TIF 1 ,260,000
3188 COLLEGE BLVD ASSESSMENT DISTRICT ASMT DIST 8,872,804 8,574,625 298,179
3166 ECR/PAR EAST - WIDENING TIF 1,593,998 697,284 896,714
3166 ECR/PAR EAST - WIDENING (SAN MARCOS) OTHER 2,212,407 1,590,375 622,032
<O 3166 ECR/PAR EAST - WIDENING - VARIOUS FUNDS OTHER 7,730,775 7,653,517 77,258
EL CAMINO REAL MEDIANS PFF 1,700,000
EL CAMINO REAL WIDEN - LA COSTA TO ARENAL TIF 450,000
3327 EL CAMINO REAL WIDEN - S CHESTNUT & S ALGA TIF 1,502,000 118,582 73,418
EL CAMINO REAL @ CAMINO VIDA ROBLE TIF 320,000
EL CAMINO REAL @ CARLSBAD VILLAGE DR TIF 320,000
EL CAMINO REAL @ FARADAY TIF 710,000
FARADAY /CANNON TO KOLL PROPERTY CFD#1 3,500,000
3464 GARFIELD UNDERGROUND STREET LIGHT GCC 16,000 8,690 7,310
3409 HIDDEN VALLEY ROAD GCC 630,000 249,761 380,239
3409 HIDDEN VALLEY ROAD TRNSNT/LOCL 120,000 62,219 57,781
3215 LA COSTA AVE / 1-5 TO EL CAMINO REAL CFD#1 7,314,000 1,043,484 270,516
3417 LA COSTA DOWNS ASSESSMENT DISTRICT ASMT DIST 904,511 798,480 106,031
MELROSE DR @ ALGA ROAD TIF 480,000
3316 MISCELLANEOUS - TRAFFIC MONITORING PROG. TIF 1,032,764 365,786 6,978
PALOMAR AIRPORT RD @ COLLEGE BLVD TIF 160,000
PALOMAR AIRPORT RD @ PASEO DEL NORTE TIF 525,000
3286 PALOMAR AIRPORT RD/CAM VIDA ROBLE TO ECR GCC 67,500 22,702 44,798
3286 PALOMAR AIRPORT RD/CAM VIDA ROBLE TO ECR COUNTY 2,530,000 372 49,628
3401 PALOMAR AIRPORT RD MITIGATION MAINT ASMT DIST 280,000 178,886 101,114
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
130,000
500,000
1,575,000
335,000
1,125,000
1,335,000
2,000,000
2,000,000
1,260,000
100,000 1,600,000
450,000
1,310,000
320,000
320,000
710,000
3,500,000
6,000,000
480,000
44,000 44,000 44,000 44,000 44,000 220,000 220,000
160,000
525,000
2,480,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
PALOMAR AIRPORT RD MEDIAN -W OF ECR PFF 500,000
PAR/WIDEN RR BR & CSBD INT'N PFF 7,200,000
3390 POINSETTIA LANE / 1-5 TO BATIQUITOS LANE TIF 1 ,870,000
POINSETTIA RR BRIDGE WIDENING PFF 2,000,000
POINSETTIA/ALGA ROAD CITY CONSTRUCTION BTD#3 3,500,000
POINSETTIA/ALGA REIMB.TO DEVELOPERS BTD#3 10,100,000
3415 RANCHO CARRILLO ASSESSMENT DISTRICT ASMT DIST 50,000 36,440 13,560
3190 RANCHO SANTA FE RD / OLIVENHAIN CFD#1 5,700,000
3190 RANCHO SANTA FE RD CFD#2 29,057,000 123,073 1,350,927
3466 OLIVENHAIN ROAD WIDENING CFD#2 1,500,000 826,856 673,144
3466 OLIVENHAIN ROAD WIDENING (ENCINITAS) OTHER 1,800,000 37,347 62,653
STREET OVERLAY TRNSNT/LOCL 1 ,066,320
STREET LIGHTING STUDY GCC 65,000
3391 STREET/SIDEWALK UPGRADES TDA 120,000 120,000
3391 STREET/SIDEWALK UPGRADES TIF 726,588 517,676 208,912
CD 3391 STREET/SIDEWALK UPGRADES TRNSNT/LOCL 7,200,000 168,727 131,273
3203 TAMARACK / JEFFERSON TO CARLSBAD BLVD PFF 1,996.779 1,821,080 175,699
3203 TAMARACK / JEFFERSON TO CARLSBAD BLVD TDA 55,224 1,342 53,882
3499 VALLEY STREET SIDEWALKS TDA 43,765 0 43,765
ST. LIGHTS -CHESTNUT /MONROE (UD#16) GCC 150,000
UNDERGROUND UTILITY DISTRICT NO. 16 SDG&E 850,000
UNDERGROUND UTILITY DISTRICT NO. 17 SDG&E 700,000
UNDERGROUND UTILITY DISTRICT NO. 18 SDG&E 550,000
UNDERGROUND UTILITY DISTRICT NO. 19 SDG&E 350,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
500,000
750,000 6,450,000
1.870,000
2,000,000
1,000,000 2,500,000 •
500,000 500,000 750,000 750,000 2,500,000 5,100,000
2,700,000 3,000,000
912.000 12,332,000 14,339,000
1,700,000
1,066,320
65,000
300,000 300,000 300,000 300,000 400,000 2,000,000 3,300,000
150,000
850,000
700,000
550,000
350,000
SUBTOTAL STREET PROJECTS 161,814,022 42,162,249 8,287,453 10,431,320 15,035,000 7,649,000 2,569,000 2,994,000 29,452,000 43,234,000
CITY OF CARLSBAD CA. ML IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROPN YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
NO. PROJECT TITLE FUND TOTAL PRIOR CONT|| 1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
INTERSTATE 5 OVERPASS PROJECTS
3219 I-5 / LA COSTA AVE INTERCHANGE CFD#1 9,745,646 1,692,293 2,303,353
3268 I-5 / PALOMAR AIRPORT RD INTERCHANGE TRNSNT/HWY 9,453 144 9,309
3268 I-5 / PALOMAR AIRPORT RD INTERCHANGE TRNSNT/LOCL 250,000 250,000
3268 I-5 / PALOMAR AIRPORT RD INTERCHANGE CFD#1 2,814,000 2,318,660 495,340
3269 I-5 / POINSETTIA INTERCHANGE CFD#1 7,100,000 6,750,605 349,395
3269 I-5 / POINSETTIA INTERCHANGE - BIKE LANE TDA 180,400 180,400
4,250,000 1,500,000
SUBTOTAL INTERSTATE 5 OVERPASS PROJECTS 20,099,499 11,011,702 3,337,797 4,250,000 00000 1,500,000
LOANS TO OTHER FUNDS
TRANSNET/LOCAL TO COUNTY FOR PAR/ECR TRNSNT/LOCL 900,000
CANNON ROAD @ 1-5 - LOAN TO TIF PFF 1 ,000,000
STP LOAN TO BTD#2 FOR CANNON ROAD WEST STP 1 ,000,000
GAS TAX LOAN TO BTD#2 FOR CANNON RD WEST OTHER 1 ,000,000
WATER REPLACEMENT TO MFC REPLCMT 3,000,000 1,500,000
I IND'L PARK SYSTEM - LOAN TO RECL WATER REPLCMT 2,605,000 1,605,000
900,000
1,000,000
1,000,000
1,000,000
600,000 900,000
1,000,000
1 SUBTOTAL FUTURE LOANS TO OTHER FUNDS 9,505,000 3,105,000 0 600,000 3,800,000 2,000,000 0000
LOAN REPAYMENTS
SD COUNTY TO TRANSNET/LOCAL - PAR/ECR COUNTY 900,000
TIF TO PFF - CANNON ROAD TIF 1 ,000,000
BTD#2 REPAY LOAN TO STP BTD#2 1 ,000,000
BTD#2 REPAY LOAN TO GAS TAX FUND BTD#2 1 ,000,000
MFC TO WATER REPLACEMENT (CANNON RD) MFC 3,000,000
PFF TO GCC - FIRE STATION #5 PFF 950,000
PIL-SW TO GF - POINSETTIA PARK LAND PIL-SW 2,550,000
PLD TO GF - JAMES DRIVE STORM DRAIN PLD 300,000
TIF TO GCC - LA COSTA ENVIRON MITIGATION TIF 750,000
RECL WATER TO REPLACEMENT RECL WATER 0
200,000 200,000 200,000 300,000
400,000 600,000
1,000,000
1,000,000
3,000,000
950,000
1,550,000 1,000,000
300,000
750,000
0
SUBTOTAL LOAN REPAYMENTS 11,450,000 0000 200,000 600,000 200,000 4,850,000 5,600,000
GRAND TOTAL ALL FUNDED PROJECTS 520,510,719 85,317,854 29,172,770 27,802,618 44,100,782 18,653,898 14,509,972 9,487,648 108,974,718 182,490,459
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1996-97 TO BUILDOUT) PROJECTS
PROJ
NO. PROJECT TITLE
UNFUNDED PROJECTS 1996 - 97
ALGA ROAD MEDIANS
CARLSBAD BLVD REALIGNMENT (ISTEA)
EL FUERTE & CORINTIA - 8 FT SHOULDERS
HOLIDAY PARK IRRIGATION RENOVATION
LAKE SHORES GARDEN SOUNDWALL
SIDEWALK - VILLAS TO DOVE
SWIMMING POOL - ALGA NORTE PARK
TRAP SIG - CARLSBAD BLVD / CHERRY
TRAF SIG - CARLSBAD BLVD / STATE
TRAP SIG - COLLEGE / ASTON
TRAF SIG - LA COSTA AVE / ROMERIA
CD TRAF SIG - ALGA/CAZADEROCO
TRAF SIG - CARLSBAD BLVD/CHESTNUT
TRAF SIG - CARLSBAD BLVD/OAK
TRAF SIG - CARLSBAD VILLAGE DR/AVENITA DE ANITA
TRAF SIG - CHESTNUT/PIO PICO
TRAF SIG - LA COSTA AVE/CADENCIA
TRAF SIG - LA COSTA AVE/PIRAEUS
TRAF SIG - LA COSTA AVE/SAXONY
TRAF SIG - LA COSTA AVE/VIEJA CASTILLA
TRAF SIG - CARLSBAD VILLAGE DR/VALLEY
TOTAL UNFUNDED PROJECTS
APPROP EXP/ENC APPROFJI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
FUND TOTAL PRIOR CONT|| 1996-97 1997-98 1998-99 1999-2000 2000-2001 2001-06 2006+
AMOUNT
485,000
900.000
58,000
95,000
25,000
60,000
3,000,000
110,000
110,000
120,000
125,000
125,000
110,000
110,000
100,000
125,000
125,000
110,000
110,000
125,000
125,000
6,253,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1996-97 TO BUILDOUT
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA 1 NW
PILAREA2NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
TOTAL ALL FUNDS
BAL
7/1/96
63,443
117,146
557,840
8,149,902
2,261,481
2,003,738
753,082
264,852
860,413
0
569,629
232,488
122,055
0
1,141,104
58,005
352,707
1,250,441
359,987
11,345,589
1,869,363
558,890
1,233,548
243,037
0
2,667,810
12,948,824
5,350,785
428,453
2,787.845
2,646,085
1,041,635
614,411
62,854,588
YEAR 1
REV EXP
96-97 96-97
947,600
1,050
0
1,115,442
212,000
91,260
0
68,250
109,200
0
449,553
2,106,320
739,000
0
0
0
1,335,000
201,014
0
5,248,958
664,500
144,345
1,800,000
2,000,000
850,000
260,642
2,368,888
1 ,200,000
255,000
1,811,518
1,825,000
0
1,477,000
27,281,540
1,008,600
5,000
300,000
470,000
0
0
0
0
0
0
69,000
2,306,320
739,000
0
0
0
1,335,000
0
0
5,730,000
912,000
0
0
2,000,000
850,000
0
3,467,500
215,000
680,000
4,574,226
1 ,433,972
0
1 ,707,000
27,802,618
BAL
7/1/97
2,443
113,196
257,840
8,795,344
2,473,481
2,094,998
753,082
333,102
969,613
0
950,182
32,488
122,055
0
1,141,104
58,005
352,707
1,451,455
359,987
10,864,547
1,621,863
703,235
3,033,548
243,037
0
2,928,452
11,850,212
6,335,785
3,453
25,137
3,037,113
1,041,635
384,411
62,333,510
YEAR 2
REV EXP
97-98 97-98
705,000
0
0
1,481,633
172,000
97,344
0
180,180
109,200
375,000
1,539,231
4,960,000
680,000
0
0
0
0
1,111,065
0
6,549,283
623,500
50,000
200,000
0
0
296,333
1,857,925
1 ,200,000
1,160,000
2,494,771
1,825,000
0
70,000
27,737,465
705,000
0
0
4,982,000
0
0
0
281,000
0
375,000
2,029,000
4,960,000
680,000
0
0
0
0
2,480,000
0
17,410,000
0
421,000
500,000
0
0
0
3,201,800
818,000
260,000
2,458,985
2,468,997
0
70,000
44,100,782
BAL
7/1/98
2,443
113,196
257,840
5,294,977
2,645,481
2,192,342
753,082
232,282
1,078,813
0
460,413
32,488
122,055
0
1,141,104
58,005
352,707
82,520
359,987
3,830
2.245,363
332,235
2,733,548
243,037
0
3,224,785
10,506,337
6,717,785
903,453
60,923
2,393,116
1,041,635
384,41 1
45,970,193
199
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1996-97 TO BUILDOUT
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2NE
PIL AREA 3 SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
TOTAL ALL FUNDS
BAL
7/1/98
2,443
113,196
257,840
5,294,977
2,645,481
2,192,342
753,082
232,282
1,078,813
0
460,413
32,488
122,055
0
1,141,104
58,005
352,707
82,520
359,987
3,830
2,245,363
332,235
2,733,548
243,037
0
3,224,785
10,506,337
6,717,785
903,453
60,923
2,393,116
1,041,635
384,411
45,970,193
YEAR 3
REV EXP
98-99 98-99
625,000
0
0
2,210,260
312,000
68,445
68,250
200,655
109,200
0
886,834
300,000
1,431,000
0
0
0
0
221,618
0
5,283,627
747,594
2,050,000
200,000
0
0
306,764
2,326,338
1,200,000
160,000
2,399,251
1,825,000
0
1,000,000
23,931,836
625,000
0
0
255,000
0
0
0
0
0
0
249,000
300,000
1,431,000
0
1,000,000
0
0
200,000
0
3,090,000
0
2,264,000
500,000
0
0
0
2,966,400
540,000
1,035,000
1 ,464,478
1,734,020
0
1,000,000
18,653,898
BAL
7/1/99
2,443
113,196
257,840
7,250,237
2,957,481
2,260,787
821,332
432,937
1,188,013
0
1,098,247
32,488
122,055
0
141,104
58,005
352,707
104,138
359,987
2,197,457
2,992,957
118,235
2,433,548
243,037
0
3,531,549
9,866,275
7,377,785
28,453
995,696
2,484,096
1,041,635
384,411
51,248,131
YEAR 4
REV EXP
99-2000 99-2000
660,000
0
0
2,477,009
152,000
68,445
68,250
234,780
150,150
0
700,996
300,000
0
0
0
0
0
232,699
0
6,020,341
1,221,550
50,000
200,000
0
0
280,346
1 ,374,642
1,200,000
160,000
2,218,728
1,825,000
0
0
19,594,936
660,000
0
0
4,950,000
0
0
0
0
0
0
869,000
300,000
0
0
0
0
0
200,000
0
110,000
0
0
750,000
0
0
0
1,176,200
530,000
160,000
2,418,808
2,385,964
0
0
14,509,972
BAL
7/1/2000
2,443
113,196
257,840
4,777,246
3,109,481
2,329,232
889,582
667,717
1,338,163
0
930,243
32,488
122,055
0
141,104
58,005
352,707
136,837
359,987
8,107,798
4,214,507
168,235
1,883,548
243,037
0
3,811,895
10,064,717
8,047,785
28,453
795,616
1,923,132
1,041,635
384,41 1
56,333,095
200
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1996-97 TO BUILDOUT
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
TOTAL ALL FUNDS
BAL
7/1/2000
2,443
113,196
257,840
4,777,246
3,109,481
2,329,232
889,582
667,717
1,338,163
0
930,243
32,488
122,055
0
141,104
58,005
352,707
136,837
359,987
8,107,798
4,214,507
168,235
1,883,548
243,037
0
3,811,895
10,064,717
8,047,785
28,453
795,616
1,923,132
1,041,635
384,411
56,333,095
YEARS
REV EXP
2000-01 2000-01
620,000
0
0
1,788,219
152,000
68,445
68,250
241,605
150,150
0
556,870
400,000
0
0
0
0
0
244,334
0
5,165,020
1,119,050
145,400
200,000
0
700,000
234,839
1,124,010
1,200,000
160,000
1,898,399
1,825,000
0
0
18,061,591
620,000
0
0
100,000
700,000
0
0
0
0
0
144,000
400,000
0
0
0
0
0
200,000
0
110,000
0
0
1,750,000
0
700,000
0
1,809,200
540,000
160,000
1,414,596
839,852
0
0
9,487,648
BAL
7/1/01
2,443
113,196
257,840
6,465,465
2,561,481
2,397,677
957,832
909,322
1,488,313
0
1,343,113
32,488
122,055
0
141,104
58,005
352,707
181,171
359,987
13,162,818
5,333,557
313,635
333,548
243,037
0
4,046,734
9,379,527
8,707,785
28,453
1,279,419
2,908,280
1,041,635
384,41 1
64,907,038
YEAR 6 - 10
REV EXP
2001-06 2001-06
2,350,000
0
0
11,734,124
890,143
468,468
922,740
1,347,255
926,835
250,000
3,862,820
2,000,000
0
0
0
0
0
218,982
0
30,946,802
8,979,220
727,000
2,200,000
0
900,000
2,225,556
7,609,581
6,000,000
800,000
12,526,042
5,225,000
0
0
103,110,568
2,350,000
0
0
11,805,000
3,000,000
2,380,000
0
1,550,000
0
250,000
3,670,000
2,000,000
0
0
0
0
0
300,000
0
40,550,000
12,332,000
0
2,500,000
0
900,000
0
1 1 ,354,656
2,650,000
800,000
9,850,252
732,810
0
0
108,974,718
BAL
7/1/06
2,443
113,196
257,840
6,394,589
451,624
486,145
1,880,572
706,577
2,415,148
0
1,535,933
32,488
122,055
0
141,104
58,005
352,707
100,153
359,987
3,559,620
1 ,980,777
1,040,635
33,548
243,037
0
6,272,290
5,634,452
12,057,785
28,453
3,955,209
7,400,470
1,041,635
384,411
59,042,888
201
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1996-97 TO BUILDOUT
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONES, 13, 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
OTHER
TOTAL ALL FUNDS
BAL
7/1/06
2,443
113,196
257,840
6,394,589
451 ,624
486,145
1,880,572
706,577
2,415,148
0
1,535,933
32,488
122,055
0
141,104
58,005
352,707
100,153
359,987
3,559,620
1,980,777
1,040,635
33,548
243,037
0
6,272,290
5,634,452
12,057,785
28,453
3,955,209
7,400,470
1,041,635
384,411
59,042,888
YEAR 11 TO BUILDOUT
REV EXP
2006 ++ 2006 ++
2,000,000
0
0
30,305,774
2,914,599
4,316,598
4,770,675
3,424,785
1,916,460
3,687,500
15,897,123
3,300,000
0
0
1,000,000
0
0
0
0
13,856,619
13,278,139
2,035,600
7,600,000
0
0
14,336,368
17,501,189
1,800,000
3,846,000
5,432,329
13,800,000
0
1,000,000
168,019,758
1,560,000
0
0
35,871,265
3,330,000
4,725,000
6,650,000
4,130,000
4,300,000
3,687,500
9,145,000
3,300,000
0
0
0
0
0
0
0
17,040,000
14,339,000
3,000,000
7,600,000
0
0
19,725,000
22,746,944
8,823,000
1,246,000
9,233,750
2,038,000
0
0
182,490,459
BAL
BUILDOUT
442,443
113,196
257,840
829,098
36,223
77,743
1,247
1,362
31,608
0
8,288,056
32,488
122,055
0
1,141,104
58,005
352,707
100,153
359,987
376,239
919,916
76,235
33,548
243,037
0
883,658
388,697
5,034,785
2,628,453
153,788
19,162,470
1,041,635
1,384,411
44,572,187
202
GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES
Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment
District bonds. Projects include street construction and improvements to Alga Road, Palomar
Airport Road and College Boulevard, Carlsbad Ranch, and La Costa Downs.
BR & TH Dist -(BTD #2 and #3) Bridge and Thoroughfare District No. 2 developer fees to
partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 3 developer
fees to partially fund the Poinsettia Lane and Alga Road street construction project.
CFD #1 - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic
projects, I-5 interchanges, and road segments.
CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening
and other improvements to Rancho Santa Fe Road.
County Grants (COUNTY) - County contributions partially fund Palomar Airport Road
improvements adjacent to McClellan/Palomar Airport.
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the planned Carlsbad Boulevard Shore Protection project.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City's General Fund, are used to fund various municipal capital projects.
Golf Course (GCF) - The Golf Course Enterprise Fund is used to pay for acquisition of land and
construction of the City's proposed Municipal Golf Course.
Letters of Credit (L/C) - Letters of Credit from developers help to finance various park
development projects.
Other - Contributions from other agencies such as the Port of Los Angeles or nearby cities fund
projects including the Batiquitos Lagoon Enhancement and several street improvements.
Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and
development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL
Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE.
Planned Local Drainage (PLD) - Drainage facilities necessitated by growth are paid from
developer Planned Local Drainage Fees.
Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
Public Art (PUB ART) - The General Fund contributes 1% of General Capital Construction
(GCC) project appropriations to fund Public Art projects.
SDG&E - San Diego Gas & Electric Company installs underground utilities within the City
boundaries.
203
Sewer Connection (SEW CONN) - Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEW REPL) - Sewer Replacement is part of sewer user fees and pays for
repair and replacement of the City's existing sewer system.
State Grants (ST GRNT) - State Grants include State and Local Transportation Funds for
various street improvements and funding for the Carlsbad Boulevard Shore Protection seawall.
Tax Increment Bond (REDVL BONDS) - Property taxes generated by higher assessed
valuation in the Redevelopment project area repay Tax Increment Bonds which were used for
land acquisition and project construction in the downtown Village district.
TDA - City street and bicycle projects receive funding from Transportation Development Act
sales tax receipts.
Traffic Impact Fees (TIP) - Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (TRNSNT/BIKE. /HWY, /LOCAL, /STP) - Receipts of County Sales Taxes allocated
by the San Diego Regional Transportation Commission finance various bicycle, freeway
interchange, and local road improvement projects.
Water - Major Facility (MFC) - Development fees include Major Facility Fees used to fund
expansion of water lines and various water projects.
Water - Replacement (REPLCMT) - Water Replacement funds are included in water utility rates
and pay for the repair and replacement of existing water lines and facilities.
Water - Reclaimed Water (RECL WATER) - A State loan provided funding for construction of
Reclaimed Water projects. The loan is being repaid from reclaimed water user charges.
Zone 5. 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management
Zones 5, 13, and 16 fund Park projects in the City's industrial corridor along Palomar Airport
Road.
204
APPENDICES
ACCT NO DEPARTMENT
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1996-97
ITEM DESCRIPTION QTY COST
(GENERAL FUND
001-1020 CITY MANAGER
001-1210 CITY ATTORNEY
TOTAL GENERAL GOVERNMENT
001-2130 POLICE INVESTIGATIONS
TOTAL POLICE DEPARTMENT
001-2210 FIRE ADMINISTRATION
001-2220 FIRE SUPPRESSION
001-2240 FIRE EMERGENCY MEDICAL
TOTAL FIRE
001-4022 LIBRARY - ADULT SERVICES
001-4040 TECH SERVICES
001-4052 MEDIA SERVICES
TOTAL LIBRARY
001-4210 CULTURAL ARTS
TOTAL CULTURAL ARTS
001-4121 PARKS OPERATIONS
J
Systems Furniture
Subtotal City Manager
Pioneer CD Changer
Office Furniture
Subtotal City Attorney
Vehicle for the Gang Task Force Detective
Radio for the Gang Task Force Detective
Subtotal Police Investigations
Computer hardware and software (replacemen Various
Subtotal Fire Administration
Commercial clothes dryer
Unifire blower
Subtotal Fire Suppression
Lifepak 1 1 monitor/defibrillator
Lifepak 10 monitor/defibrillator
Subtotal Fire Emergency Medical
Printer (replacement)
Fax machine (replacement)
Laser scanners (replacement)
Subtotal Library Adult Services
Pentium workstations
Subtotal Tech Services
Nikor lens and filter
Camera connect zoom bracket
Subtotal Media Services
Xerox machine
Mower - tri-plex
Netting for batting cage
Subtotal Parks Operations
4
1
3
1
1
1
2
2
1
1
1
7
2
2
1
1
1
23,300
23,300
1,200
15,000
16,200
$39,500
20,000
1,800
21,800
$21,800
41,250
41,250
2,100
3,000
5,100
32,000
12,000
44,000
$90,350
1,100
2,500
9,000
12,600
6,150
6,150
3,355
145
3,500
$22,250
7,500
$7,500
28,000
3,000
31,000
205
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1996-97
ACCT NO DEPARTMENT
001-4131 RECREATION OPERATIONS
001-4133 AQUATICS
001-5110 STREET MAINTENANCE
001-5320 FACILITIES MAINTENANCE
TOTAL COMMUNITY SERVICES
ITEM DESCRIPTION
Storage container (28' x 8' x 9')
Tractor for ballfield maintenance
Permanent fencing - Calavera Comm. Center
Subtotal Recreation Operations
Diving board
Computer, monitor, printer, cash drawer
Subtotal Aquatics
Diesel vibratory rammer
Masonry brick saw
Portable gasoline generator
Portable airless paint spraying unit
Truck-mounted hydraulic post puller
Truck-mounted arrow board
Subtotal Street Maintenance
P.A. system (replace at Safety center)
Subtotal Facilities Maintenance
QTY
1
1
1
1
1
1
1
1
1
1
1
1
COST
1,890
10,000
1,100
12,990
2,500
4,200
6,700
8,600
1,300
2,750
7,000
3,500
2,500
25,650
16,000
16,000
$92,340
TOTAL GENERAL FUND
SPECIAL FUNDS
ASSET FORFEITURE
121-2120 POLICE OPERATIONS
121-2121 POLICE VOLUNTEERS
121-2130 POLICE INVESTIGATIONS
121-2131 POLICE VICE NARCOTICS
121-2140 TECHNICAL SERVICES
$273,740
Patrol laptop computers (replacement)
Canine bite suit
New canine
Portable hand-held video cameras for Patrol
Subtotal Police Operations
Portable radios
Subtotal Police Volunteers
Heavy-duty document shredder (replacement)
12 computers
Video installation for interview room
Subtotal Police Investigations
Mobile radios for Vice Narcotics
New vehicle for Vice Narcotics
Subtotal Vice Narcotics
Replacement computers
Printers (replacement)
Desktop publishing computer and scanner
(replacement)
6 Lap top computers
ARJIS Network security and firewall
PC upgrades for ARJIS
System upgrades for ARJIS
Subtotal Technical Services
3
1
2
1
12
2
10
2
1
6
10,500
1,500
6,000
2,400
20,400
3,000
3,000
1,700
33,600
7,500
42,800
3,500
22,000
25,500
28,000
3,000
6,300
17,500
30,000
15,000
5,000
104,800
206
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1996-97
ACCT NO
121-2144
121-2145
121-2160
DEPARTMENT
CRIME PREVENTION
SCHOOL RESOURCE PROGRAM
DISASTER PREPAREDNESS
ITEM DESCRIPTION
Teleminder crime and info, notification system
Subtotal Crime Prevention
Vehicle for two police officers
Police package/radio
Subtotal School Resource Program
Auto Cite
LED radar board/trailer
Laser/software for traffic
Subtotal Disaster Preparedness
QTY
1
1
TOTAL ASSET FORFEITURE
COST
12,000
12,000
20,000
3,500
23,500
20,000
16,000
4,000
40,000
$272,000
810-3410 REDEVELOPMENT AGENCY Tables for the conference room
TOTAL REDEVELOPMENT AGENCY
501-6310 WATER OPERATIONS New Pentium PC's
Hardware upgrades
Chlorine residual analyzers
Sewer plug
Chlorine Pump and Motor
Chlorine injector
Trim Chlorine Pump and motor
Telemetry equipment
4
1
2
1
1
1
1
1
TOTAL WATER DISTRICT
3,000
$3,000
14,560
17,000
6,000
1,500
2,700
1,300
1,500
2,500
$47,060
511-6110 SANITATION Pump impeller w/wear kit - home plant
Vibration analysis meter
RPM meter
Heat sensing meter
Gas detectors
Electrical panel enclosure for Villas lift station
1
1
1
1
2
1
TOTAL SANITATION
2,000
2,000
1,500
1,500
5,000
1,500
$13,500
612-1910 RISK MANAGEMENT Desktop computer 1
TOTAL RISK MANAGEMENT
620-5210 VEHICLE MAINTENANCE On-the-car brake lathe
Above ground two posted truck lift
Snap-on portable diagnostic scanner
1
1
1
TOTAL VEHICLE MAINTENANCE
3,000
$3,000
4,500
25,000
2,000
$31,500
207
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1996-97
ACCT NO DEPARTMENT
620-5220 VEHICLE REPLACEMENT
TOTAL VEHICLE REPLACEMENT
ITEM DESCRIPTION
Police patrol vehicles
Police full size sedan
Police dog units; utility vehicles
Police off-road motorcycles
Police full-size motorcycle
Utility vehicle
Intermediate sedans
Aerial boom truck
Water tanker truck
Large brush chipper
1/2 ton pickup trucks
3/4 ton pickup trucks
Trailer-mounted air compressors
Large utility trailers
10cu yard dump
Roller
Concrete saw
Large riding mower
QTY
6
1
2
2
1
1
2
1
1
1
6
2
2
2
1
1
1
2
COST
150,000
24,000
50,000
16,000
12,000
24,000
36,000
110,000
60,000
12,000
144,000
50,000
25,000
36,000
75,000
38,000
10,000
40,000
$912,000
640-1720 INFORMATION SYSTEMS
TOTAL INFORMATION SYSTEMS
HP LaserJet II replacement
Meridian CD Towers
CMWD server replacement*
Communication server
Misc. file server upgrades
Computer/telephone for "help" desk
Network expansion
25
2
1
5
45,700
14,400
8,100
15,100
7,400
5,400
14,000
$110,100
TOTAL SPECIAL FUNDS $1,392,160
TOTAL ALL FUNDS $1,665,900
* Total cost for the CMWD server replacement is $16,100. $ 8,000 will be paid for from the depreciation account.
208
CITY OF CARLSBAD
TRAVEL REQUESTS 1996-97
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
GENERAL FUND |
001-1010 CITY COUNCIL
001-1020 CITY MANAGER
001-1030 CITY CLERK
001-1210 CITY ATTORNEY
001-1310 FINANCE
001-1320 CITY TREASURER
001-1410 PURCHASING
League of CA Cities Annual Conference (3)
Mayor and Council Legislative Conference (4)
League of California Quarterly Dinners (15)
League of CA Cities Policy Comm. Meetings (6)
National League of Cities Conference (2)
Meetings with Legislators in St. & Fed. Capitals
Miscellaneous Travel and Meeting Expenses
League of CA Cities City Mg^s. Conference (2)
League of CA Cities Annual Conference (3)
League of CA Cities Financial Mgmt Seminar
CCMA/MMASC Meetings (4)
CSMFO Annual Conference
CSMFO Monthly Meetings
ICMA Annual Conference
Legislative Trips to State Capital (6 trips)
Legislators Meetings with Council Members
Miscellaneous Travel and Meeting Expenses
Innovations Group Meetings
CCAC Annual Conference
League of CA Cities Election Law Seminar
Miscellaneous Travel and Meeting Expenses
League of CA Cities Annual Conference (2)
League of CA Cities City Attorneys' Meeting (2)
California Water Agencies Seminar (1)
SD Imperial Cnty City Attorney's Assoc. Meetings
National Institute of Municipal Law Officers
SD County City Attorneys' Association (3)
N. San Diego Legal Secretaries Assoc Meetings
Miscellaneous Travel and Meeting Expenses
League Conference Attendance
CSMFO Conference (2)
CA Municipal Business Tax Conference
CA Municipal Business Tax Meetings
Local Chapter CSMFO and CWIG Meetings
GFOA Adv. Institute
Miscellaneous Travel and Meeting Expenses
CMTA Training Seminars (2)
Muni Treasurer's Assn of US & Canada - Ann Conf
LAIF Briefing
Miscellaneous Travel and Meeting Expenses
Monthly CA Assn of Public Pruchasing Officers
Miscellaneous Travel and Meeting Expenses
Anaheim
Sacramento
San Diego County
Sacramento/San Jose
Washington DC
Sacramento/Wash DC
Various
SUBTOTAL CITY COUNCIL
Monterey
Anaheim
San Diego
San Diego
Oakland
Various
Washington, DC
Sacramento
Washington, DC
Various
Various
SUBTOTAL CITY MANAGER
Northern California
Monterey
Various
SUBTOTAL CITY CLERK
Anaheim
Northern California
Sacramento
Unknown
Arkansas
Unknown
N. County
Various
SUBTOTAL CITY ATTORNEY
San Diego
N. California
California
Various
San Diego
Madison, Wl
Various
SUBTOTAL FINANCE
Unknown
Sacramento
Sacramento
Various
SUBTOTAL CITY TREASURER
SD County
Various
SUBTOTAL PURCHASING
1,090
900
700
2,000
1,200
2,550
750
9,190
1,500
225
50
700
550
135
1,400
1,800
1,400
300
750
8,810
600
600
400
1,600
500
1,000
450
725
1,200
150
150
200
4,375
100
900
300
150
900
800
350
3,500
400
1,600
300
200
2,500
500
400
900
209
CITY OF CARLSBAD
TRAVEL REQUESTS 1996-97
ACCT NO DEPARTMENT
001-1510 HUMAN RESOURCES
001-2110 POLICE ADMINISTRATION
001-2120 POLICE OPERATIONS
001-2130 POLICE INVESTIGATIONS
001-2131 POLICE VICE/NARCOTICS
001-2160 POLICE TRAFFIC
001-2210 FIRE ADMINISTRATION
001-2220 FIRE SUPPRESSION
001-2230 FIRE PREVENTION
001-2240 FIRE EMERGENCY MEDICAL
TRAVEL DESCRIPTION
CALPELRA Annual Conference (2)
Organizational Development Network Conference
Misc Professional and Community Meetings
Miscellaneous Travel and Meeting Expenses
California Police Chiefs Association Conference
S.D. County Police Chiefs'/Sheriffs Association
International Association of Chiefs of Police
FBI National Academy Associates
League of CA Cities Annual Conference
Cal Chiefs Training Committee Meetings
Miscellaneous Travel and Meeting Expenses
Court Mileage Reimbursements
FBI National Academy
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
California Fire Chiefs Association Conference
California Fire Chiefs Quarterly Meetings
League of CA Cities - Admin/Tech Advisory Comm.
International Assoc. of Fire Chiefs Annual Conference
Int'l Assc.of Fire Chiefs' Accreditation Self Assess. Wkshp (2)
San Diego County Fire Chiefs Monthly Meetings
California Fire Training Officers Workshop (4)
California State Fire Academy Courses
Southern Calif. Fire Equip Research Meetings (2)
NFPA Standards Task Force Meeting
California Regional Training Officers Classes
CA Fire Chiefs' Fire Prevention Officers' Ting Wrkshp
ST Fire Academy, Fire Prevention
Fire Academy, Fire Investigation
So. CA Fire Chiefs' Fire Prevention Section Meetings (6)
Fire & Life Safety/State Building CodeTitle 19,24 Training
Fire Prev./Comm Ed Meetings & Workshops (20)
Regional 1 Day Emergency Medical Seminars
E.M.S. Continuing Education Seminars
DESTINATION
Monterey, CA
Unknown
Local
Various
SUBTOTAL HUMAN RESOURCES
Modesto
S.D. County
Phoenix
Quantico, VA
Anaheim
Various
Various
SUBTOTAL POLICE ADMIN.
S.D. County
Quantico, VA
SUBTOTAL OPERATIONS
Various (incl. out of state)
SUBTOTAL INVESTIGATIONS
Various (incl. out of state)
TOTAL POLICE VICE/NARCOTICS
S.D. County
SUBTOTAL POLICE TRAFFIC
N. California
S. California
San Jose
Kansas City, MO
Unknown (out of state)
S.D. County
SUBTOTAL FIRE ADMIN
San Jose
Pacific Grove
Clark Co., NV & Phoenix, AZ
Unknown
S. California
SUBTOTAL FIRE SUPPRESSION
San Luis Obispo
Pacific Grove
Pacific Grove
S. California
S. California
S.D. County
SUBTOTAL FIRE PREVENTION
S. California
S. California
SUBTOTAL EMERGNC'Y MEDC'L
COST
900
800
2,000
600
4,300
500
420
700
400
500
500
500
3,520
2,300
1,500
3,800
3,800
3,800
2,300
2,300
50
50
500
300
800
500
900
200
3,200
1,500
710
690
400
500
3,800
500
350
500
180
400
370
2,300
800
600
1,400
210
CITY OF CARLSBAD
TRAVEL REQUESTS 1996-97
ACCT NO DEPARTMENT
001-2260 DISASTER PREPAREDNESS
001-3010 COMMUNITY DEVEL ADMIN
001-3020 GEOGRAPHIC INFO. SYSTEM
001-3030 ECONOMIC DEVELOPMENT
001-3110 ENGINEERING
001-3220 PLANNING COMMISSION
001-3230 PLANNING
001-3240 GROWTH MANAGEMENT
001-3610 BUILDING INSPECTION
001-3411 HISTORIC PRESERVATION
TRAVEL DESCRIPTION
Emergency Mgmt Planning (EMAT members)
Emergency Mgmt Planning (Emergency Program Mgr)
Regional Mtgs & Workshops for EMAT members
Juvenile Firesetter Intervention Training Workshop (2)
Community Education Training Workshop (4)
League of CA Cities Annual Conference
Miscellaneous Travel and Meeting Expenses
ERSI/GIS User Conference
Advanced Arc/Info. GIS Software Training
Arc Macro Language Training Class
League of California Cities
CALED Conference (4)
Miscellaneous - In State
Miscellaneous - Out of State
Miscellaneous - Local/So. California
Miscellaneous Conference Registration
League of CA Cities - Public Works Conference
Management Seminars
California Construction Law
Shoreline Erosion (CSBPA)
Beach Erosion Committee (CSBPA)
Professional Engineering Conferences (ASCE)
Traffic Seminars
APWA Seminar
Miscellaneous Travel and Meeting Expenses
Planning Commission Institute
American Planning Association State Conference
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Annual Business Metting of the CA Building Officials
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
DESTINATION
Emmitsburg, MD
San Luis Obispo
S. California
S. California
S. California
SUBTOTAL DISASTER PREP.
Anaheim
Various
SUBTOTAL COMM DEVEL ADMIN
Palm Springs
Redlands
Redlands
SUBTOTAL GEO. INFO. SYS
Anaheim
Unknown
Various
Various
Various
Various
SUBTOTAL ECONOMIC DEVEL
Unknown
San Diego
San Diego
San Diego
Los Angeles
San Diego
San Diego
San Diego
Various
SUBTOTAL ENGINEERING
N. California
SUBTOTAL PLANNING COMM.
No. California
Various
SUBTOTAL PLANNING
Various
SUBTOTAL GROWTH MGMT.
Sacramento
Various
SUBTOTAL BUILDING INSPCTN
Various
SUBTOTAL HISTORIC PRSRVTN
COST
600
300
100
300
500
1,800
1,000
800
1,800
695
600
600
1,895
500
1,200
3,400
3,400
800
0
9,300
200
0
0
0
0
0
0
0
1,100
1,300
2,300
2,300
1,200
2,600
3,800
1,400
1,400
1,000
800
1,800
100
100
211
CITY OF CARLSBAD
TRAVEL REQUESTS 1996-97
ACCT NO
001-4010
001-4022
001-4023
001-4030
001-4040
001-4041
001-4052
001-4060
001-4210
001-4220
001-4110
001-4121
001-4131
DEPARTMENT
LIBRARY ADMINISTRATION
ADULT SERVICES
LIBRARY GENEALOGY
LIBRARY CHILDREN'S
TECHNICAL SERVICES
COLLECTION DEVELOPMENT
MEDIA SERVICES
ADULT LEARNING
CULTURAL ARTS
SISTER CITY
COMMUNITY SERVICES ADM
PARK OPERATIONS
RECREATION OPERATIONS
TRAVEL DESCRIPTION
California Library Association Annual Conference
American Library Association Annual Conference
League of CA Cities Annual Conference
California Library Association Legislative Day
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
SERRA Mtgs - Travel and Meeting Expenses
INLEX Users Group Annual Conference
California Library Association Training Workshops
Annual CLA Conference
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
SD Council on Literacy Annual Tutor Conference
Annual Orton Dyslexia Society of CA Literacy Conference
League of CA Cities Comm Svcs Board Meetings
Miscellaneous Travel and Meeting Expenses
So Cal Sister Cities Regional Conference
CA Park and Recreation Society Annual Conference
NATO Officers & Advisors Conference
National Recreation & Park Association
American Association of Landscape Architects
Personal mileage reimbursement expense
CA Parks & Recreation Conference
U.C. Park & Recreation Administrators Institute
Personal mileage reimbursement expense
DESTINATION
Sacramento
San Francisco
Anaheim
Sacramento
Various
SUBTOTAL LIBRARY ADMIN.
Various
SUBTOTAL ADULT SERVICES
Various
SUBTOTAL GENEALOGY
San Diego County
SUBTOTAL CHILDREN'S
Monterey
Various
SUBTOTAL TECH SERVICES
Sacramento
Various
SUBTOTAL COLLECTION DEV.
Various
SUBTOTAL MEDIA SERVICES
San Diego
Los Angeles
SUBTOTAL ADULT LEARNING
San Francisco/Los Angeles
Various
SUBTOTAL CULTURAL ARTS
S. California
SUBTOTAL SISTER CITY
Sacramento
Las Vegas, NV
Kansas City, MO
Los Angeles
Various
SUBTOTAL COMMTY SVCS ADM
Sacramento
Monterey
SUBTOTAL PARK OPERATIONS
Various
SUBTOTAL RECREATON OPER.
COST
800
800
600
200
200
2,600
100
100
100
100
100
100
550
0
550
80
50
130
200
200
20
80
100
1,200
100
1,300
400
400
650
750
900
0
1,260
3,560
500
500
1,000
1,200
1,200
212
CITY OF CARLSBAD
TRAVEL REQUESTS 1996-97
ACCT NO DEPARTMENT
001-4133 AQUATICS
001-4142 SENIOR PROGRAM
001-5110 STREET MAINTENANCE
001-5320 FACILITIES MAINTENANCE
001-5410 TRAFFIC SIGNALS
ITOTAL GENERAL FUND
| SPECIAL FUNDS
131-3310/3 SECTION 8 HOUSING
161^*122 STREET TREE MAINTENANCE
161-4123 MEDIAN MAINTENANCE
161-6210 STREET LIGHTING
180-8101 BRANCH (CLSA)
181-8119 SENIOR GRANT
391-3510 BLOCK GRANT
TRAVEL DESCRIPTION
Personal mileage reimbursement expense
American Society on Aging Conference
Personal mileage reimbursement expense
Maintenance Superintendent's Conference
IFMA Meetings/Courses
APWA Meetings/Courses
IRWA Meetings/Courses
IES Meetings/Courses
Safety Training (OSHA - electrical codes)
ITS and IMSA Training
1
Hearings Officer - Misc. Travel & Meetings
NAHRO Quarterly Training Workshops
HAEDA Quarterly Information Meetings
Facilities and Unit Inspections
NAHRO Annual Training and Workshop
Miscellaneous Travel and Meeting Expenses
Seminars/Workshops for Landscape Maintenance
Misc IES and ITS Seminars and Meetings
Cal-SLA Annual Meeting
Safety Training; various seminars
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Regional CDBG Administrators Meetings
Affordable Housing Program Training Meetings
Consolidated Plan/Report Training
DESTINATION
Various
SUBTOTAL AQUATICS
Nashville, TN
Various
SUBTOTAL SENIOR PROGRAM
Ventura
SUBTOTAL STREET MAINT
San Diego
San Diego
San Diego
San Diego/Los Angeles
Los Angeles
SUBTOTAL FACILITIES MAINT
Various
SUBTOTAL TRAFFIC SIGNALS
Local
Los Angeles
Los Angeles
Local
Unknown
SUBTOTAL SECTION 8 HOUSING
So. California
SUBTOTAL TREE MAINTENANCE
Various
SUBTOTAL MEDIAN MAINT
So. California
Monterey
So. California
SUBTOTAL STREET LIGHTING
Various
SUBTOTAL BRANCH (CLSA)
San Diego
SUBTOTAL SENIOR GRANT
San Diego
Los Angeles
Los Angeles
SUBTOTAL BLOCK GRANT
COST
300
300
1,000
250
1,250
1,000
1,000
300
100
100
100
0
600
500
500
$99,830
100
50
50
200
600
1,000
200
200
200
200
250
1,000
0
1,250
200
200
200
200
50
100
100
250
213
CITY OF CARLSBAD
TRAVEL REQUESTS 1996-97
ACCT NO DEPARTMENT
501-6310 WATER DISTRICT
502-6310 RECLAIMED WATER
511-6110 SANITATION
520-6410 SOLID WASTE
612-1910 RISK MANAGEMENT
620-5210 FLEET OPERATIONS
640-1720 INFORMATION SYSTEMS
810-3410 REDEVELOPMENT
813-3420 LOW/MODERATE HOUSING
TOTAL SPECIAL FUNDS
TRAVEL DESCRIPTION
ACWA Fall '96 Conference (3)
ACWA Spring '97 Conference (3)
AWWA Fall '96 Conference (3)
AWWA Spring '97 Conference (3)
ADA Conference
San Diego Water Works Meetings
P & M Meetings
Miscellaneous Seminars, Mileage Expenses
Miscellaneous Seminars, Safety Training, Mileage Expenses
California Water Environment Assoc. Conference
Windows95 and Office95 Training
Miscellaneous Seminars. Mileage Expenses
Miscellaneous Travel and Meeting Expenses
PARSAC Board of Directors Meetings
PARMA Conference
California Fire Mechanics Academy (1 week)
ASE Certification Classes (4)
ERSI Arc Info Users Conference
Interop 97 Network Technologies Conference
Netware Users Conference
Permit Users Conference
Government Technology Conference
HP World '96 Conference
Out of Town Travel for Training
Miscellaneous Travel and Meeting Expenses
CA Redevelopment Association Annual Conference
Pacific SW Regional Council Profess Devepm't Conf
AutoCAD LT Training (3)
Personal Car Mileage to City Facilities
Nonprofit Fed. for Hsg/Comm Dev. Annual Conference
Tax Credit Conference - Nat'l Counc of St Hsng Age's
California Housing & Community Develmnt Dept Mtgs
Affordable Housing Advisory Council Meetings
California Coastal Commission Hearing
Summer Conference of National NAHRO
Housing Development Workshop-Nat'l Dev. Council
Building Industry Assoc Annual Conference (3)
DESTINATION
San Diego
LakeTahoe.NV
Palm Springs
San Jose
Monterey
Local
Local
Various
SUBTOTAL WATER DISTRICT
Various
SUBTOTAL RECLAIMED WATER
Los Angeles
Local
Various
SUBTOTAL SANITATION
Various
SUBTOTAL SOLID WASTE MGMT
Various
Monterey
SUBTOTAL RISK MANAGEMENT
Unknown
San Diego
SUBTOTAL FLEET OPERATIONS
Palm Springs
Las Vegas, NV
Orange County
Visalia
Sacramento
Anaheim
Local
Various
SUBTOTAL INFO SYSTEMS
Los Angeles
San Diego
Local
Local
SUBTOTAL REDEVELOPMENT
San Diego
San Francisco
San Francisco
San Francisco
San Francisco
Los Angeles
San Francisco
San Diego
SUBTOTAL LOW/MODERATE
COST
300
1,950
2,250
1,320
600
1,000
200
1,400
9,020
1,000
1.000
3,000
0
1,000
4,000
900
900
1,500
1,000
2,500
550
50
600
400
700
100
500
650
500
500
1,900
5,250
100
0
0
200
300
30
500
500
700
470
50
500
0
2,750
$29,620
GRAND TOTAL TRAVEL $129,450
214
CONTINUING APPROPRIATIONS
1995-96 TO 1996-97
DEPARTMENT/PURPOSE
State of City Video
City Picnic Supplies
Office furniture
ACCOUNT NO.
001-1020-2479
001-1020-2660
001-1020-2551
AMOUNT
$6,500
3,600
5,000
City Clerk
Telecommunications Upgrade - Supplies
Telecommunications Upgrade - Equipment
Community Assistance
Community Contributions
City Attorney
Defense costs
001-1030-2220
001-1030-3900
001-1050-2993
001-1210-2474
4,000
17,940
75,000
11,000
Finance
CAP Software
Cost Allocation Plan/Fee Study
001-1310-2673
001-1310-2479
10,000
40,000
Police
County Booking Fees
Annual Ammo Purchase
001-2110-2477
001-2120-2640
50,000
7,600
Community Development
Training Classes and Consultants
Engineering
SANDAG Traffic Circulation Model
NPDES Program
NPDES Dry Weather Testing
Beach Erosion Monitoring
Appraiser for Cannon Road Mitigation
001-3010-2479
001-3110-2479
001-3110-2479
001-3110-2479
001-3110-2479
001-3110-2479
10,000
25,000
25,000
21,075
23,535
5,000
Library Materials
Library Dues and Subscriptions
Presentation Projector
Facilities Maintenance
Various Major Building Maintenance Projects
001-4030-2671
001-4022-2520
001-4052-3900
001-5320-2462
2,200
13,200
20,000
140,820
Subtotal General Fund $516,470
215
CONTINUING APPROPRIATIONS
1995-96 TO 1996-97
DEPARTMENT/PURPOSE ACCOUNT NO.AMOUNT
Police Asset Forfeiture
Capital Equipment and Special Supplies
Audio-Visual Insurance
Audio-Visual Materials
Community Development Block Grant
Various Community Projects
Library
Library CLSA
Library CLSA
Library - Supplies
Federal Grants
Habitat Management, Fire Hazard Mitigation
Water Operations
Commercial, Industrial, & Institutional Survey Program
Emergency 125KW Power Generator w/Trailer
Sewer Maintenance
Sewer T.V. Contract
Emergency 125KW Power Generator & Flow Meter
Community Services
Improve Drainage, Maintain Property
121-XXXX-XXXX
(available balance)
141-4051-2672
391-XXXX-XXXX
(available balance)
180-8101-2671
180-8101-2520
180-XXXX-XXXX
(available balance)
190-XXXX-XXXX
(available balance)
501-6310-2691
501-6310-3900
511-6110-2489
511-6110-3900
572-1890-2490
$199,900
10,975
454,980
11,400
405
21,268
122,750
1,700
60,000
35,000
52,000
11,500
Fleet Maintenance
Hazardous Waste Disposal
Grand Total
620-5210-2493 20,000
Information Systems
Inter-facility Telephone and Data Communication Lines
Outside Service to Design Xerox Laser Printer Forms
Capital for Upgrade of City Wide Telephone Systems
Subtotal Other Funds
640-1720-2220
640-1720-2479
640-1720-3900
21,000
1,800
72,000
1,096,678
$1,613,148
216
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 creates
a restriction on the amount of revenue which can be appropriated in any fiscal year. The
revenues which are subject to the Limitation are those considered "proceeds of taxes." The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating itsGann Limit:
> Population growth of Carlsbad.OR
> Population growth within San Diego County.AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 1996-97 Limit were:
> Population growth in Carlsbad, AND
> Growth in California per capita income.
The formula is outlined below:
1995-96 Expenditure Limit
% Carlsbad Population Growth
Growth in California per capita income
Net Increase Factor
1996-97 Limit (1995-96 Limit X Factor)
Current Appropriation of Proceeds of Taxes
$106,720,792
1.0262
X 1.0467
1.0741
$114.628.803
$30,203,968
The spending limit for the City of Carlsbad for 1996-97 is $114.6 million with appropriations of
"proceeds of taxes" of $30.2 million. The result of the calculation provides the City with an
operating margin of $84.4 million.
CITY OF CARLSBAD
PROPOSITION 4 SPENDING LIMIT VERSUS
APPROPRIATION OF PROCEEDS OF TAXES
(IN MILLIONS)
$125
$100
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997
FISCAL YEAR
E3SPENDING LIMIT IAPPROP OF TAXES
217
Budget Calendar
DECEMBER
JANUARY
FEBRUARY
MARCH/APRIL
MAY
JUNE
CIP project submittals.
Operating revenue is projected for the General Fund.
Budget policies set.
Departments submit CIP requests to Engineering.
Operating budget preparation manual is distributed to departments.
Draft CIP is submitted to Department Heads.
Departments submit Operating budget requests to Finance.
Finance department analyzes and compiles the budget submittals.
Preliminary revenue estimates and budget documents are submitted to the
City Manager.
City Manager and Leadership Team conduct budget reviews.
City Manager and Leadership Team review revenue forecasts.
City Manager and Leadership Team conduct budget reviews.
CIP Budget Workshop (Council meeting).
Public forum on the budget.
Preliminary budget documents are sent to the printer.
Operating Budget Workshop (Council meeting).
Public hearings on operating budget and Capital Improvement Program to
solicit citizen feedback regarding the budgets.
Council adopts final budget, including: Operating Budget, Capital
Improvement Program, Annual Spending Limitation, and fee revisions.
218
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1) The City is not one single entity. It is the total of many entities, each with its
separate function and legal restrictions on the use of resources. In the private
sector, a corporation may have many "subsidiaries" which make up the parent
corporation; in the public sector, a city government may have a variety of "funds"
that provide the basis for separately recording the financial data related to a specific
entity. A fund is an accounting entity with a complete set of self-balancing
accounting records. Each fund has been established because of some restriction on
the use of resources received by that fund. This report includes the transactions of
all entities over which the City Council of the City of Carlsbad has authority (as
defined by the Governmental Accounting Standards Board.)
2) The City's accounting system operates on a modified accrual basis for all
governmental type funds. Governmental funds include the General, Special
Revenue, Debt Service, and Capital Projects Funds. A modified accrual system is
one where (a) revenues are recognized when they are both measurable and
collectable within the accounting period, or soon enough after the end of the period
to pay liabilities of the period; and (b) expenditures, other than principal and interest
on long-term debt, are recorded when liabilities are incurred.
3) The proprietary fund types (the Enterprise Funds and the Internal Service Funds)
use the accrual method of accounting. Revenues are recognized in the period
earned and expenses are recognized in the period incurred.
4) Internal controls exist within 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 sound management practices based on the cost/benefit of the controls
imposed. The cost of a control should not be excessive in relation to its benefit as
viewed by City management. The internal controls in existence within the City's
system are sufficient to ensure, in all material aspects, both the safety of the City's
assets and the accuracy of the financial record keeping system.
5) Budgetary control is maintained through monthly reports on all revenue and
expenditure accounts as well as special reports summarizing the financial position of
the City. The City Council has authority to control the budget through adoption of a
formal budget at the beginning of each year and by amending the budget as
necessary through the year. Expenditures should not exceed budgeted figures. All
appropriations expire at the year end unless specifically carried into the new fiscal
year by Council actions. The Carlsbad Municipal Code requires that the Financial
Management Director annually prepare the budget for the City Manager showing
estimated revenues and expenditures.
219
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 which 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 $500 or more and with 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 which 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.
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Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July, 1 to June, 30.
Fund: A set of inter-related 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, Community Services, 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 insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Management Standards: Standards for acceptable service levels which 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 which 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 which are normally used within the fiscal year.
Operating Budget: The annual appropriation of funds for on-going program costs, which
include salaries, benefits, maintenance, operation, and capital outlay items.
Operating Costs: Estimated expenses which 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 which collects revenues that are restricted by the City, State,
or Federal Government as the method to which they may be spent.
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