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CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-8
Housing prices in Carlsbad are
following national, state and
regional trends. Data on single
family residence (SFR) sales
from DataQuick indicate that
the median sales price
increased to approximately
$720,000 in the first quarter of
2014, an increase of over 10
percent compared to the same
quarter in 2013. According to
Movoto, inventory of units for
sale have increased in
Carlsbad, from 255 units in
April 2013 to 337 units for sale, this April. The total assessed values in the city are close to $24
billion, an increase of 1.9 percent compared to the prior fiscal year (FY 2012-13). According to
recent growth projections prepared for the city, Carlsbad will add 920 residential units over the
next five fiscal years.
From 1992 to 2008, commercial and industrial development in Carlsbad averaged
approximately 1.1 million square feet per year. As opportunities for new development diminish,
commercial and industrial development is tapering off, falling to an average of approximately
162,000 square feet per year over the next five fiscal years. Large industrial and commercial
developments in the next five years include Carlsbad Raceway and Palomar Forum, Dos
Colinas Retirement Community, and the Floral Trade Center. Commercial office space vacancy
has witnessed a decline over the past several years, falling from over 30 percent in the last
quarter of 2009 to just under 20 percent in the first quarter of 2014. Industrial vacancy fell to
10.1 percent from 12.4 percent, last year.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for city
services. Carlsbad is home to Car Country Carlsbad – an auto mall; the Carlsbad Premium
Outlets – a specialty outlet center; Plaza Camino Real – a regional shopping mall; a Costco
center; and the Forum at Carlsbad – a commercial center with upscale retail shops, restaurants
and other commercial uses. A new Lowe’s opened in fall 2013, and La Costa Town Square is
scheduled to open in FY 2014-15.
Development has also enhanced Carlsbad’s reputation as a destination resort for tourism. The
city is host to a major family theme park, Legoland, and has two luxury resorts available for its
visitors, the Park Hyatt at Aviara and the La Costa Resort & Spa. There are also a number of
other quality hotels and motels in the city, with the most recent additions being the Hilton
Oceanfront Resort & Spa and the Legoland California Resort.
The City of Carlsbad opened a municipal golf course in the summer of 2007 which has further
enhanced the tourism attractions the city offers. The municipal golf course, The Crossings at
Carlsbad, is an 18-hole, destination golf course set in the rolling hills and canyons of Carlsbad.
With ocean views, high quality golf experience, a first class restaurant and clubhouse, and
linkages to hiking trails, The Crossings at Carlsbad is a destination spot for golfers and non-
golfers alike.
It is the Council’s goal to ensure that the city remains in good financial health, and there are a
number of steps the city has taken to attain that goal. One of the steps is the Growth
Management Plan. This plan was adopted by the citizens to ensure that all necessary public
CITY OF CARLSBAD BUDGET HIGHLIGHTS
A-8
Housing prices in Carlsbad are
following national, state and
regional trends. Data on single
family residence (SFR) sales
from DataQuick indicate that
the median sales price
increased to approximately
$720,000 in the first quarter of
2014, an increase of over 10
percent compared to the same
quarter in 2013. According to
Movoto, inventory of units for
sale have increased in
Carlsbad, from 255 units in
April 2013 to 337 units for sale, this April. The total assessed values in the city are close to $24
billion, an increase of 1.9 percent compared to the prior fiscal year (FY 2012-13). According to
recent growth projections prepared for the city, Carlsbad will add 920 residential units over the
next five fiscal years.
From 1992 to 2008, commercial and industrial development in Carlsbad averaged
approximately 1.1 million square feet per year. As opportunities for new development diminish,
commercial and industrial development is tapering off, falling to an average of approximately
162,000 square feet per year over the next five fiscal years. Large industrial and commercial
developments in the next five years include Carlsbad Raceway and Palomar Forum, Dos
Colinas Retirement Community, and the Floral Trade Center. Commercial office space vacancy
has witnessed a decline over the past several years, falling from over 30 percent in the last
quarter of 2009 to just under 20 percent in the first quarter of 2014. Industrial vacancy fell to
10.1 percent from 12.4 percent, last year.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for city
services. Carlsbad is home to Car Country Carlsbad – an auto mall; the Carlsbad Premium
Outlets – a specialty outlet center; Plaza Camino Real – a regional shopping mall; a Costco
center; and the Forum at Carlsbad – a commercial center with upscale retail shops, restaurants
and other commercial uses. A new Lowe’s opened in fall 2013, and La Costa Town Square is
scheduled to open in FY 2014-15.
Development has also enhanced Carlsbad’s reputation as a destination resort for tourism. The
city is host to a major family theme park, Legoland, and has two luxury resorts available for its
visitors, the Park Hyatt at Aviara and the La Costa Resort & Spa. There are also a number of
other quality hotels and motels in the city, with the most recent additions being the Hilton
Oceanfront Resort & Spa and the Legoland California Resort.
The City of Carlsbad opened a municipal golf course in the summer of 2007 which has further
enhanced the tourism attractions the city offers. The municipal golf course, The Crossings at
Carlsbad, is an 18-hole, destination golf course set in the rolling hills and canyons of Carlsbad.
With ocean views, high quality golf experience, a first class restaurant and clubhouse, and
linkages to hiking trails, The Crossings at Carlsbad is a destination spot for golfers and non-
golfers alike.
It is the Council’s goal to ensure that the city remains in good financial health, and there are a
number of steps the city has taken to attain that goal. One of the steps is the Growth
Management Plan. This plan was adopted by the citizens to ensure that all necessary public
2014 – 2015 Operating Budget &
Capital Improvement Program Operating Budget
Appendices
2014-15 OPERATING BUDGET OVERVIEW
B-5
Business license taxes are closely tied to the health of the local economy, and are projected to
increase by 4 percent to an estimated $3.8 million in FY 2014-15. There are currently about 9,332
licensed businesses in Carlsbad, with just over 2,468 of them home-based.
All other revenues include transfer taxes, interest earnings, ambulance fees, recreation fees,
and other charges and fees. The estimate for Fiscal Year 2014-15 totals $16.3 million, a
$906,000, or 5.9 percent, increase from the previous year.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses
charged to funds outside the General Fund for services performed by departments within the
General Fund.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is 55 cents per $1,000 of property value, and is split equally between the county and the city.
Carlsbad expects to receive approximately $1.1 million in transfer taxes for FY 2014-15, which is
essentially unchanged from FY 2013-14. Although housing prices have increased, very low
inventories indicate a lack of sales activity. Sales activity is projected to remain relatively low, as
Fed action and an improving overall economy put upward pressure on mortgage rates. Income
from investments and property includes interest earnings, as well as rental income from city-
owned land and facilities. The city is expected to earn about $2.5 million in interest on its General
Fund investments for Fiscal Year 2014-15, as the yield on the city’s portfolio is expected to be
approximately one percent and is not expected to substantially improve in the coming fiscal year.
Overall, as reflected in the bar chart, General Fund revenues are expected to be up 4.8 percent
from FY 2013-14, as property tax, sales tax, and TOT continue to improve. Although the city
experienced revenue growth between 9 and 17 percent in the late 1990’s, it was not sustainable.
Much of those increases were due to the opening of new hotels, restaurants, retail centers, and
new home development. As new development slows, it will be increasingly more difficult to
produce double-digit growth in revenues. An improving economy is certainly driving General Fund
2014-15 OPERATING BUDGET OVERVIEW
B-5
Business license taxes are closely tied to the health of the local economy, and are projected to
increase by 4 percent to an estimated $3.8 million in FY 2014-15. There are currently about 9,332
licensed businesses in Carlsbad, with just over 2,468 of them home-based.
All other revenues include transfer taxes, interest earnings, ambulance fees, recreation fees,
and other charges and fees. The estimate for Fiscal Year 2014-15 totals $16.3 million, a
$906,000, or 5.9 percent, increase from the previous year.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses
charged to funds outside the General Fund for services performed by departments within the
General Fund.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is 55 cents per $1,000 of property value, and is split equally between the county and the city.
Carlsbad expects to receive approximately $1.1 million in transfer taxes for FY 2014-15, which is
essentially unchanged from FY 2013-14. Although housing prices have increased, very low
inventories indicate a lack of sales activity. Sales activity is projected to remain relatively low, as
Fed action and an improving overall economy put upward pressure on mortgage rates. Income
from investments and property includes interest earnings, as well as rental income from city-
owned land and facilities. The city is expected to earn about $2.5 million in interest on its General
Fund investments for Fiscal Year 2014-15, as the yield on the city’s portfolio is expected to be
approximately one percent and is not expected to substantially improve in the coming fiscal year.
Overall, as reflected in the bar chart, General Fund revenues are expected to be up 4.8 percent
from FY 2013-14, as property tax, sales tax, and TOT continue to improve. Although the city
experienced revenue growth between 9 and 17 percent in the late 1990’s, it was not sustainable.
Much of those increases were due to the opening of new hotels, restaurants, retail centers, and
new home development. As new development slows, it will be increasingly more difficult to
produce double-digit growth in revenues. An improving economy is certainly driving General Fund
Policy and Leadership Group Policy Ldrshp
City CouncilCity ManagerCommunicationsCity AttorneyCity ClerkCity TreasurerPolicy & LeadershipOrg Chart by FunctionCity CouncilCity ManagerCommunicationsCity AttorneyCity ClerkCity TreasurerPolicy & LeadershipOrg Chart by Function
Admin Services Admin Services
Administrative Services DirectorHuman ResourcesWorker’s CompensationSelf-Insured BenefitsFinanceRisk ManagementRecordsInformation TechnologyAdministrative ServicesOrg Chart by FunctionAdministrative Services DirectorHuman ResourcesWorker’s CompensationSelf-Insured BenefitsFinanceRisk ManagementRecordsInformation TechnologyAdministrative ServicesOrg Chart by Function
D-5
PROGRAM: FINANCE PAGE THREE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
KEY ACHIEVEMENTS FOR 2013-14:
Continued to maintain a balanced budget through the recovering economy, without using city reserves.
Closely monitored the economy and provided frequent updates to the City Council on the city’s Ten-Year
Financial Forecast to ensure the General Fund remained in balance throughout the year and into the future.
Completed the upgrade of the city’s financial information system.
Implemented an electronic funds transfer (EFT) program for the city’s vendors.
Assisted with the implementation of internal controls, procedures and policies with the new Alga Norte
Community Park and Swim Complex operations.
Completed internal audits/reviews of accounts payable, citywide gas card usage and controls, fleet replacement
operations, police buy fund and citywide cash audits.
Continued development of the Best Value Services Program for the city, designed to ensure that the city is
providing high quality services at the lowest cost to taxpayers.
Worked with the Human Resources Department to implement a new pay for performance system including the
training of employees and Human Capital Management System (HCMS) modifications.
Implemented HCMS enhancements to provide electronic Employee Performance Management, TeleStaff
Scheduling for Police and on-line benefits Open Enrollment.
KEY GOALS FOR 2014-15:
Continue to monitor the economy and its impact to the Ten-Year Financial Forecast to ensure the General Fund
remains in balance.
Update the city’s Cost Allocation Plan and Fee Study.
Continue to audit internal operations of the city, as well as external vendors/customers as appropriate.
Continue the implementation of additional phases of the HCMS.
Continue to develop policies and procedures for the operation of Alga Norte Community Park and Aquatics
Center, as well as citywide recreational programs.
Establish a citywide fraud hotline system.
Initiate an audit of the HCMS focusing on proper internal controls and payroll accuracy.
Prepare a list of projects that will individually exceed the Proposition H $1 million cap and submit the list to voters
in the November 2014 election.
Update and document various financial policies.
Continue to perform various transient occupancy tax (TOT) audits.
Develop a strategic plan for future enhancements to the city’s financial information system.
Explore financing alternatives for College Blvd., Reach A.
Assist the San Diego County Water Authority with cost allocations associated with the new desalination facility.
Continue the implementation of the city’s Best Value Services Program ensuring that the city is providing high
quality services at the lowest cost to taxpayers.
Implement a new business license/permitting software system.
Design and implement a new Enterprise Content Management (ECM) system to include workflows for contract
and agenda bill processing, as well as an e-signature policy.
SIGNIFICANT CHANGES:
Downgraded a CMWD Accountant Position to an Account Clerk II Position.
Comm Dev
Community Development
Community & Economic Development DirectorHousing & Neighborhood ServicesBuildingEconomic DevelopmentLand Development EngineeringPlanningCommunity & Economic DevelopmentOrg Chart by FunctionCommunity & Economic Development DirectorHousing & Neighborhood ServicesBuildingEconomic DevelopmentLand Development EngineeringPlanningCommunity & Economic DevelopmentOrg Chart by Function
Comm Services
Community Services
Library and Cultural Arts DirectorDove Lane LibraryCole LibraryLearning CenterCultural Arts OfficeParks & Recreation DirectorParks, Trails & LagoonsRecreation ServicesPark PlanningCommunity ServicesOrg Chart by FunctionLibrary and Cultural Arts DirectorDove Lane LibraryCole LibraryLearning CenterCultural Arts OfficeParks & Recreation DirectorParks, Trails & LagoonsRecreation ServicesPark PlanningCommunity ServicesOrg Chart by Function
F-2
PROGRAM: LIBRARY & CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: LIBRARY & CULTURAL ARTS SUMMARY
2011-12
ACTUAL
2012-13
ACTUAL
2013-14
BUDGET
2014-15
BUDGET
PERSONNEL $6,800,507 $6,669,040 $6,896,978 $7,374,868
MAINTENANCE & OPERATIONS 3,796,310 3,738,815 3,622,793 3,982,050
CAPITAL OUTLAY 0 9,907 0 0
GRAND TOTAL $10,596,817 $10,417,762 $10,519,771 $11,356,918
FULL TIME POSITIONS 51.25 51.25 51.25 50.25
HOURLY/FTE POSITIONS 62.50 61.50 61.50 60.11
DEPARTMENT DESCRIPTION:
The Library & Cultural Arts Department provides educational, informational, and cultural arts services for all community
residents, which contributes to quality of life by supporting lifelong learning, the pursuit of knowledge, and creating
community gathering places. The Library & Cultural Arts Department operates three public facilities that include the
Carlsbad City Library on Dove Lane, the Georgina Cole Library on Carlsbad Village Drive and the Library Learning
Center on Eureka Place, along with supporting public art throughout the community through the Cultural Arts Office.
The Carlsbad City Library is also home to the Ruby G. Schulman Auditorium and the Cannon Art Gallery which both
offer a variety of visual arts, performing arts, and art education programming and services.
KEY ACHIEVEMENTS FOR 2013-14:
Completed contract negotiations with selected integrated library information system vendor and implemented
system upgrades and staff training.
Completed artist selection and public artwork design for the Coastal Rail Trail Roundabout. Launched redesign and upgrade of library website pages.
Completed fabrication and installation of public artwork at Alga Norte Community Park in time for park’s opening.
KEY GOALS FOR 2014-15:
Complete final design and construction plans for carpet replacement and interior redesign improvements at the Georgina
Cole Library and Carlsbad City Library and prepare for construction in FY 2015-16.
Initiate a public art master planning process involving the Carlsbad Arts Commission, stakeholders, and community
Pursue technology solution for staff scheduling to create greater efficiency.
SIGNIFICANT CHANGES:
In FY 2014-15, all communications and graphics services are centralized in the Communications Office. 2.39 full-time
positions have been reassigned from Community Relations to the Communications Office.
F-5
PROGRAM: CIRCULATION SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014015
2011-12
ACTUAL
2012-13
ACTUAL
2013-14
BUDGET
2014-15
BUDGET
PERSONNEL $944,430 $916,248 $949,046 $1,088,180
MAINTENANCE & OPERATIONS 140,680 140,433 142,384 156,880
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,085,110 $1,056,681 $1,091,430 $1,245,060
FULL TIME POSITIONS 4.50 4.50 4.50 4.50
HOURLY/FTE POSITIONS 21.40 21.40 21.40 21.40
WORK PROGRAM:
Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of all library print
and audio/visual materials.
PROGRAM ACTIVITIES:
Issue new and replacement library cards to borrowers and Internet users.
Circulate print, audio/visual materials and equipment.
Track reserved and overdue items; sort, organize and shelve all library materials.
Collect fines and fees; reconcile daily money transactions, and oversee collection agency accounts.
Coordinate Carlsbad’s participation in county-wide delivery and return of Serra Cooperative member library materials.
Serve as a first point of inquiry and direction for patrons entering the library.
Handle phone calls and renewal message lines; manage patron notification.
Schedule and coordinate library couriers for deliveries and donation pickup.
Coordinate library vehicles’ maintenance and schedules.
Collect retired flags from deposit boxes; bundle and deliver to Fire Dept. for proper disposal.
KEY ACHIEVEMENTS FOR 2013-14:
Trained Circulation Services staff in use of upgraded integrated library system.
Completed contract requests with selected integrated library information system vendor and developed plans and
schedule for implementation of upgrades and staff training.
KEY GOALS FOR 2014-15:
Revise Circulation Services work flow due to the remodel of the libraries.
Upgrade Circulation Services manuals and procedures.
SIGNIFICANT CHANGES:
None
F-11
PROGRAM: CULTURAL ARTS
FUND: GENERAL AND SPECIAL REVENUE
PROGRAM GROUP: LIBRARY & CULTURAL ARTS ACCT NO. 0014062-65, 67
1484010-40/1754010-65
2011-12
ACTUAL
2012-13
ACTUAL
2013-14
BUDGET
2014-15
BUDGET
PERSONNEL $633,894 $559,855 $539,598 $573,937
MAINTENANCE & OPERATIONS 268,190 281,409 247,474 334,875
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $902,084 $841,264 $787,072 $908,812
FULL TIME POSITIONS 5.00 4.00 4.00 4.00
HOURLY/FTE POSITIONS 3.25 2.83 2.83 2.83
GENERAL FUND $841,472 $798,122 $724,672 $830,312
SPECIAL REVENUE 60,612 43,142 62,400 78,500
TOTAL FUNDING $902,084 $841,264 $787,072 $908,812
WORK PROGRAM:
The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts education activities,
and other cultural offerings to make connections among artists, cultural organizations, community groups, businesses,
visitors and residents that sustain and promote a thriving, diverse, and creative city.
PROGRAM ACTIVITIES:
Produce nine TGIF Concerts in the Parks with accompanying souvenir program.
Offer performing arts programming at the Ruby G. Schulman Auditorium and other Carlsbad locations.
Present five new exhibitions in the Cannon Art Gallery and coordinate all public art programs.
Adminster Community Arts Grant program in coordination with Carlsbad Arts Commission. Utilize volunteers for mailings, performing arts events, gallery programs, and arts education programs.
Work closely with Carlsbad Friends of the Arts on building their leadership and fundraising capacity. Increase connection to residents through newsletters, website, direct emails and informational brochures.
Offer educational programs for youth and adults, including Family Open Studios, Three-Part-Art, and Art At TGIF.
Offer a variety of summer arts camps, including Creative Arts Camp and Club Pelican (a nature and art camp).
KEY ACHIEVEMENTS FOR 2013-2014
Completed fabrication and installation of public artwork at Alga Norte Community Park in time for park’s opening.
Completed artist selection and public artwork design for the new Fire Station #3 facility.
Completed artist selection and public artwork design for the Coastal Rail Trail Roundabout.
Organized and presented extensive public programming to accompany the Cannon Art Gallery’s presentation of the
National Endowment for the Humanities’ touring exhibition, “Our Lives, Our Stories: America’s Greatest Generation”.
KEY GOALS FOR 2014-15
Complete final fabrication and installation of public artwork for the Coastal Rail Trail Roundabout and Fire Station #3.
Coordinate the implementation of TGIF Concerts in the Parks at Alga Norte Community Park in summer 2014.
Collaborate with various local organizations to enhance and broaden arts and cultural experiences in Carlsbad.
Initiate a public art master planning process involving the Carlsbad Arts Commission, stakeholders, and community.
SIGNIFICANT CHANGES:
None
Public Safety
Public Safety
Police ChiefField OperationsPatrolCommunicationsInvestigationsInformation TechnologyRecordsSpecial InvestigationsSupport ServicesFire ChiefEmergency PreparednessEmergency OperationsSupport ServicesFire PreventionPublic Safety Org Chart by FunctionPolice ChiefField OperationsPatrolCommunicationsInvestigationsInformation TechnologyRecordsSpecial InvestigationsSupport ServicesFire ChiefEmergency PreparednessEmergency OperationsSupport ServicesFire PreventionPublic Safety Org Chart by Function
G-12
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
2011-12
ACTUAL
2012-13
ACTUAL
2013-14
BUDGET
2014-15
BUDGET
PERSONNEL $642,085 $656,484 $645,250 $675,878
MAINTENANCE & OPERATIONS 713,662 768,825 738,809 797,708
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $1,355,747 $1,425,309 $1,384,059 $1,473,586
FULL TIME POSITIONS 5.00 5.00 5.00 5.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00
WORK PROGRAM:
Develop and administer functions and programs that support the city’s and the Police Department’s statement of values
in a manner responsive to the city and its citizens. Provide leadership and support to department divisions. Establish
policies and long-range plans to meet department goals and city needs.
PROGRAM ACTIVITIES:
Service Programs
Develop and manage programs that reduce crime, encourage citizen participation, and improve community safety.
Organization
Assist staff with individual and group development.
Division Support
Provide support to divisions to assist with meeting goals.
Leadership Provide department staff with the knowledge and training necessary to carry out the department’s mission. Department leadership will continue to focus on the following three areas in FY 2014-15:
o Collaboration - with other departments, cities, agencies, and community groups.
o Innovation - using technology to provide the most efficient and effective service.
o Engagement - using social media to engage the community.
SIGNIFICANT CHANGES:
None
Public Works
Public Works
Public Works DirectorProperty & Environmental ManagementFacility MaintenanceSafety Training CenterEnvironmental ManagementStorm Drain EngineeringStorm Water ProtectionFleet Maintenance & ReplacementTransportationStreet & Traffic SignalsConstruction Management & InspectionUtilitiesWater OperationsWastewater OperationsStorm Drain MaintenanceSolid Waste ManagementPublic WorksOrg Chart by FunctionPublic Works DirectorProperty & Environmental ManagementFacility MaintenanceSafety Training CenterEnvironmental ManagementStorm Drain EngineeringStorm Water ProtectionFleet Maintenance & ReplacementTransportationStreet & Traffic SignalsConstruction Management & InspectionUtilitiesWater OperationsWastewater OperationsStorm Drain MaintenanceSolid Waste ManagementPublic WorksOrg Chart by Function
H-1
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
2011-12
ACTUAL
2012-13
ACTUAL
2013-14
BUDGET
2014-15
BUDGET
PERSONNEL $16,449,888 $15,887,194 $16,993,666 $17,793,253
MAINTENANCE & OPERATIONS 52,383,989 57,731,600 60,133,642 63,884,183
CAPITAL OUTLAY 1,568,689 695,705 1,237,565 1,904,500
GRAND TOTAL $70,402,566 $74,314,499 $78,364,873 $83,581,936
FULL TIME POSITIONS 162.55 162.60 159.40 160.40
HOURLY/FTE POSITIONS 3.84 3.84 4.59 5.75
TRANSPORTATION
14%
PROPERTY &
ENVIRONMENTAL
MANAGEMENT
16%
UTILITIES
70%
H-3
PROGRAM: ADMINISTRATION, ASSET MANAGEMENT AND
CONSTRUCTION MANAGEMENT & INSPECTION
SERVICES
FUND: GENERAL ACCT NO. 0018310, 0018510-8560
PROGRAM GROUP: TRANSPORTATION 0018710-8720
2011-12
ACTUAL
2012-13
ACTUAL
2013-14
BUDGET
2014-15
BUDGET
PERSONNEL $3,763,800 $3,671,693 $3,971,866 $3,024,742
MAINTENANCE & OPERATIONS 843,618 768,058 997,470 1,009,861
CAPITAL OUTLAY 68,476 6,547 0 0
GRAND TOTAL $4,675,894 $4,446,298 $4,969,336 $4,034,603
FULL TIME POSITIONS 31.90 31.80 23.10 24.35
HOURLY/FTE POSITIONS 1.00 1.00 0.50 0.00
WORK PROGRAM:
The Transportation Department supports the City Council’s goals by providing high-quality service in transportation
engineering, general engineering municipal projects, project management, and construction inspection. The
Transportation Department provides services to the public and other city departments through preparation and
processing of planning, design, and construction of capital projects and performing traffic and transportation studies.
The department is also responsible for ensuring that private development and public improvements are properly
designed, constructed, and inspected while maintaining public safety and the well-being of the community.
PROGRAM ACTIVITIES:
Administration Services:
Coordinate with all divisions to ensure accomplishment of City Council Goals and Objectives; provide administrative
and clerical support to all divisions; ensure that the management reporting system is accurately maintained and
generates all reports on schedule; and, provide accurate records filed in a standardized and efficient manner.
Asset Management and Programs
Coordinate the preparation of the annual update to the city’s Capital Improvement Program, manage the ongoing
implementation of the financing districts associated with the Calavera Hills, Robertson Ranch East, Bressi Ranch and
La Costa Greens developments, and assist developers with the formation of additional financing districts and
reimbursement agreements. Update and maintain the city’s inventory of the Water, Recycled Water, Sewer, Storm
Drain and Transportation assets, and prepare and deliver mapping products and complete analysis of asset inventory
data for various customers. Coordinate the utilization of the asset inventory data with the city’s maintenance
management business systems and implement the development of an updated data base structure for the assets in
conjunction with the Geographic Information System Division. Participate in the development of the Utilities Asset
Management Program.
Engineering Design
Design citywide capital improvement projects including sidewalk and street improvements, pedestrian and bicycle
facility improvements, preparation of master plans and conduct special studies and investigations. For each project a
variety of services are provided including planning, engineering and environmental investigations, preparation of
construction plans and specifications, construction engineering assistance, and project management.
Traffic Signal Systems, Engineering and Operation Services
Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints and inquiries.
Maintain records of collision reports, speed surveys and traffic counts. Conduct strategic long-range and
implementation planning related to transportation facilities. Responsible for transportation policy development and
regional agency coordination. Review and approve traffic control plans for construction and special events. Update the
Traffic Monitoring Program annually in accordance with the Growth Management Plan. Manage the Carlsbad
Residential Traffic Management Program to reduce speeds and volumes on residential streets through a collaborative
public outreach process. Facilitate the Traffic Safety Commission public meetings. Review environmental documents
according to regulations and adopted policies. Manage intelligent transportation system including traffic signal
operations and maintenance.
H-4
PROGRAM: ADMINISTRATION, ASSET MANAGEMENT AND
CONSTRUCTION MANAGEMENT & INSPECTION
SERVICES PAGE TWO
FUND: GENERAL ACCT NO. 0018310, 0018510-8560
PROGRAM GROUP: TRANSPORTATION 0018710-8720
PROGRAM ACTIVITIES (continued):
Construction Management and Inspection and Stormwater Inspection Services
Perform construction management and inspection for capital improvement projects and private developments. Ensure
construction of high quality public improvements. Minimize inconvenience to the public while ensuring safe work sites.
Ensure construction project stormwater compliance, special event stormwater compliance and continue to oversee the
Treatment Control Best Management Practices Inspection Program.
KEY ACHIEVEMENTS FOR 2013-14:
Transportation Administration
Prepared and completed the Water Utilities Department and Property and Environmental Management Department
Operational Assessments conducted by Baker Tilley.
Projects Completed
Installed tree lighting on Carlsbad Village Drive and Grand Avenue in Carlsbad Village. Installed bike racks throughout the Village in conjunction with a SANDAG Active Transportation Grant totaling
$33,000.
2013 Slurry Seal Project.
2013 Pavement Overlay Project.
2013 Concrete Replacement Project.
Wintergreen Drive at the intersection with Hosp Way street and sidewalk improvements.
Lincoln Street and Pine Avenue street and sidewalk improvements.
Palomar Airport Road and College Boulevard street and drainage improvements. Kelly Drive pedestrian median island and pedestrian improvements.
Coastal Rail Trail Reach 1 street, sidewalk and trail improvements along Carlsbad Boulevard and State Street and
the roundabout at the intersection of State Street and Carlsbad Boulevard.
Prepared a Feasibility Study for a railroad crossing at Chestnut Avenue.
Design Completed 2014 Slurry Seal Project. 2014 Pavement Overlay Project.
2014 Concrete Replacement Project. Carlsbad Boulevard Bridge over the railroad bridge railing replacement and sidewalk improvements.
El Camino Real from Tamarack to Chestnut Avenue street improvements, including signal improvements at the Tamarack intersection and at the Chestnut Avenue intersection. Coastal Rail Trail Reach 1. Dual right turn lane on Melrose Drive at Palomar Airport Road.
Private Development Inspections and Projects Completed
CUP 11-05 Bressi Ranch Pizza Port CDP 08-13 Green Dragon Colonial Village CT 02-19 Bressi Ranch PA 11
CT 02-28 La Costa Condominiums CT 05-05 La Costa Green N 1.16
CT 05-16 La Costa Oaks North N 3.4 and 3.5
Capital Improvement Projects – Construction Completed 63622 Carlsbad Boulevard and Oak Rectangular Rapid Flash Beacon (RRFB) System
5503-1 Magnolia Avenue Sewer Main Spot Repair 5024-1 D1 and D2 Steel Water Tanks
Lincoln Avenue and Pine Avenue Improvements 6013/6021 2012 Concrete Replacement
6001-12(SS) 2012 Slurry Seal 6013 2011 Concrete Replacement
H-5
PROGRAM: ADMINISTRATION, ASSET MANAGEMENT AND
CONSTRUCTION MANAGEMENT & INSPECTION
SERVICES PAGE THREE
FUND: GENERAL ACCT NO. 0018310, 0018510-8560
PROGRAM GROUP: TRANSPORTATION 0018710-8720
KEY ACHIEVEMENTS FOR 2013-14 (continued):
Grading Projects Completed CT 95-02 Four Seasons Resort Aviara
CDP 05-33X Poinsettia Ridge SDP 05-14 Hilton Carlsbad Beach Resort
CDP 08-13 Green Dragon Colonial Village PIP 05-11 Opus Point Lot 18 PIP 05-10 Opus Point Lot 19 PIP 05-09 Opus Point Lot 22 PIP 05-07 Opus Point Lot 20
PIP 05-17 Opus Point Lots 5 and 6 PIP 06-15 Opus Point Lot 7
PIP 06-14 Opus Point Lot 8 PIP 06-18 Opus Point Lots 10 and 11
PIP 06-17 Opus Point Lots 9 and 10 PD 07-08 Marbella Slope Stabilization CT 04-15 La Costa Greens 1.07 CT 02-19 Bressi Ranch PA 11 CT 05-10 Poinsettia Properties (Tides)
CT 10-01 Seabreeze Villas MS 08-04 Palenscar Minor Subdivision
MS 06-09 O’Gara Development CT 05-16 La Costa Oaks North 3.4 and 3.5
SDP 06-05 Palomar Commons (Lowes) CT 97-17 Brindisi Aviara PA 19
Asset Management and Programs
Facilitated the preparation of the annual update to the city’s Capital Improvement Program.
Updated the city’s component of the Regional Transportation Improvement Program.
Development of the Carlsbad Comprehensive Active Transportation Strategy in coordination with the development
of the Trails Master Plan update.
Provided city staff representation on the McClellan-Palomar Airport Master Plan, User Group Advisory Committee.
Completed four Assessment Apportionment; three related to AD 2002-01 Poinsettia Lane East and one related to
AD 95-1 Carlsbad Ranch.
Created Asset Inventory Data associated with new Utilities, Transportation and Parks & Recreation Department
assets.
Produced a variety of atlas books, mapping products and data analysis for use by the Utilities, Transportation and
Park & Recreation Department design, maintenance and operations staff.
Completed the development of the Utilities Asset Management Program Pilot Study Area work tasks.
Stormwater Inspection Services
Exceeded the required number of inspections for active construction sites; 904 inspections were conducted which
exceeds the 883 inspections required for the wet and dry seasons.
All required TCBMP inspections were completed prior to the end of the rainy season
Issued two (2) Administration Citations to TCBMP responsible parties for non-compliance issues
KEY GOALS FOR 2014-15:
Transportation/Circulation
Continue work that supports the formation of Finance Districts and the completion of College Boulevard Reach A, Poinsettia Lane Reach E, and the widening of El Camino Real at various locations by developers.
Monitor and evaluate traffic signal coordination timing on El Camino Real, Palomar Airport Road and Rancho Santa
Fe Road, Cannon Road and Carlsbad Village Drive west of Interstate Highway 5.
Complete the Carlsbad Comprehensive Active Transportation Strategy.
Develop the Active Village Campaign focused on walking, biking and businesses.
Start the public outreach process with the second of three residential neighborhoods on the priority ranking list for
the Carlsbad Residential Traffic Management Program to identify traffic calming devices to be implemented.
H-6
PROGRAM: ADMINISTRATION, ASSET MANAGEMENT AND
CONSTRUCTION MANAGEMENT & INSPECTION
SERVICES PAGE FOUR
FUND: GENERAL ACCT NO. 0018310, 0018510-8560
PROGRAM GROUP: TRANSPORTATION 0018710-8720
KEY GOALS FOR 2014-15 (continued):
Implement Phase III of the Traffic Signal Synchronization and Equipment Upgrade.
Develop Livable and Complete Streets Program strategies and identify opportunities and projects to enhance our
circulation system to all modes of transportation.
Continue work on the Carlsbad Coastal Corridor Project.
Complete Village CIP projects including Decorative Lighting Project, Barrio Street Lighting Project and Safety
Lighting Project.
Prepare Plans for FY 2014-15 Slurry Seal, Overlay and Concrete Replacement Projects.
Prepare plans for the El Camino Real and Cannon Road Intersection Improvements Project.
Prepare plans for the Traffic Circles in the Barrio Project.
Prepare plans for the Carlsbad Boulevard Bridge over the Power Plant Discharge Channel Bridge Rail
Improvements Project.
Prepare plans for the Palomar Airport Road at Paseo Del Norte Turn Lane Improvement Projects. Implement improvement projects related to the Railroad Double Tracking and Crossing Projects. Implement FY 2014-15 Coastal Corridor Projects identified in the Capital Improvement Program.
Asset Management and Programs
Facilitate preparation of the annual update to the city’s Capital Improvement Program.
Amend the city’s component of the Regional Transportation Improvement Program as needed in conjunction with
the adoption and changes to the city’s Capital Improvement Program.
Continue providing city staff representation on the McClellan-Palomar Airport Master Plan, User Group Advisory
Committee.
Once the General Plan update is complete initiate an update of the city’s Traffic Impact Fee Program.
Continue updating and refining the inventory of the city’s Water, Recycled Water, Sewer, Storm Drain and
Transportation assets.
Support implementation of technology that will enable the use of mobile solutions in conjunction with creation,
refinement and use of asset inventory data in the field.
Complete the preparation of the Utilities Asset Management Program.
Construction Management and Inspection Services Provide Construction Management and Inspection Services for Capital Improvement Projects for private
development and the Desalination Project.
Continue to improve the permanent private pollution control facilities database. Continue process improvements for permanent private pollution control facilities inspections, verifications and
tracking. Develop assessment tools for National Pollutant Discharge Elimination Systems (NPDES) activities.
SIGNIFICANT CHANGES:
Added 1.0 full-time Office Specialist position.
Eliminated .50 part-time positions.
Capital Improvement Program
Capital Improvement Program
Overview
Overview
CITY OF CARLSBAD
CAPITAL FUNDS
JULY 1, 2013 PROJECTED JUNE 30, 2014
UNRESERVED PROJECTED PROJECTED DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
BTD#2 - POINSETTIA LANE/AVIARA PKWY 9,830,736 789,537 0 0 10,620,273
BTD#3 - CANNON ROAD WEST 288,489 40,349 0 0 328,838
CFD #1 - CITYWIDE 66,982,848 2,192,138 0 179,691 68,995,295
GAS TAX 16,283,016 3,376,253 1,215,839 600,000 17,843,430
GENERAL CAPITAL CONST.45,773,540 1,684,259 4,944,641 0 42,513,158
GRANTS - FEDERAL (173,488) 405,751 167,962 0 64,301
INFRASTRUCTURE REPLACEMENT 76,613,006 8,751,546 1,738,121 0 83,626,431
OTHER 3,008,013 26,997 0 0 3,035,010
PARK FEE ZONES 5,13,16 2,763,395 72,817 0 0 2,836,212
PARK-IN-LIEU NE 898,643 10,504 0 0 909,147
PARK-IN-LIEU NW 391,342 158,025 0 0 549,367
PARK-IN-LIEU SE 1,228,239 110,336 0 0 1,338,575
PARK-IN-LIEU SW 1,747,767 84,584 0 0 1,832,351
PLANNED LOCAL DRAIN'G 5,843,431 642,011 177,931 0 6,307,511
PUBLIC FACILITIES FEE 39,794,717 2,008,134 6,488,791 15,000 35,299,060
RANCHO SANTA FE ROAD PROJECT 7,859,286 1,441,669 85,013 8,595,009 620,933
SEWER CONNECTION 18,710,543 34,207,828 808,693 928,419 51,181,259
SEWER REPLACEMENT 31,157,294 3,875,264 5,814,543 0 29,218,015
TDA 9,011 666,510 672,801 0 2,720
TRAFFIC IMPACT FEE 20,068,918 2,163,692 434,566 0 21,798,044
TRANSNET/BIKE 70,604 441 0 71,045 0
TRANSNET/HIGHWAY 0 0 0 0 0
TRANSNET/LOCAL 18,832,085 3,388,837 2,369,737 0 19,851,185
TRANSNET/STP 371,198 4,337 0 0 375,535
WATER - MAJOR FACILITY 25,799,871 916,521 0 0 26,716,392
WATER - RECYCLED WATER 0 5,099,998 15,053 0 5,084,945
WATER - REPLACEMENT 57,137,198 8,919,220 4,787,270 0 61,269,148
TOTAL 451,289,702 81,037,558 29,720,961 10,389,164 492,217,135
PROJECTED FUND BALANCES FOR FY 2013-14
I-11
CITY OF CARLSBAD
CAPITAL FUNDS
JULY 1, 2014 06/30/2014 07/01/2014 2014-15 JUNE 30, 2015
PROJECTED ESTIMATED CONTINUING NEW TOTAL CIP PROJECTED
FUND BALANCE REVENUES APPROPR. APPROPR. APPROPR. BALANCE
BTD#2 - POINSETTIA LANE/AVIARA PKWY 10,620,273 16,920 388,342 0 388,342 10,248,851
BTD#3 - CANNON ROAD WEST 328,838 80,112 0 0 0 408,950
CFD #1 - CITYWIDE 68,995,295 1,263,042 13,332,013 110,000 13,442,013 56,816,323
GAS TAX 17,843,430 2,815,174 13,629,851 3,310,340 16,940,191 3,718,413
GENERAL CAPITAL CONST.42,513,158 338,455 8,507,437 6,722,963 15,230,400 27,621,213
GRANTS - FEDERAL 64,301 1,233,794 64,301 1,233,794 1,298,095 0
INFRASTRUCTURE REPLACEMENT 83,626,431 8,300,000 9,954,854 4,458,250 14,413,104 77,513,327
OTHER 3,035,010 567,000 1,612,231 567,000 2,179,231 1,422,779
PARK FEE ZONES 5,13,16 2,836,212 14,463 0 0 0 2,850,675
PARK-IN-LIEU NE 909,147 0 0 0 0 909,147
PARK-IN-LIEU NW 549,367 292,672 0 0 0 842,040
PARK-IN-LIEU SE 1,338,575 37,421 0 0 0 1,375,996
PARK-IN-LIEU SW 1,832,351 5,346 219,100 0 219,100 1,618,596
PLANNED LOCAL DRAIN'G 6,307,511 456,247 2,194,041 846,613 3,040,654 3,723,105
PUBLIC FACILITIES FEE 35,299,060 804,357 14,934,272 200,000 15,134,272 20,969,145
RANCHO SANTA FE ROAD PROJECT 620,933 0 520,931 0 520,931 100,002
SEWER CONNECTION 51,181,259 5,823,798 42,965,347 9,575,191 52,540,538 4,464,518
SEWER REPLACEMENT 29,218,015 4,550,000 15,152,263 12,787,059 27,939,322 5,828,693
TDA 2,720 0 4 0 4 2,716
TRAFFIC IMPACT FEE 21,798,044 1,138,881 13,091,809 6,486,000 19,577,809 3,359,116
TRANSNET/BIKE 0 0 0 0 0 0
TRANSNET/HIGHWAY 0 0 0 0 0 0
TRANSNET/LOCAL 19,851,185 3,328,000 9,828,214 2,966,278 12,794,492 10,384,693
TRANSNET/STP 375,535 0 345,000 0 345,000 30,535
WATER - MAJOR FACILITY 26,716,392 354,534 1,388,405 1,202,500 2,590,905 24,480,021
WATER - RECYCLED WATER 5,084,945 11,000,000 5,084,945 11,000,000 16,084,945 0
WATER - REPLACEMENT 61,269,148 6,223,000 33,650,415 8,192,500 41,842,915 25,649,233
TOTAL 492,217,135 48,643,216 186,863,775 69,658,488 256,522,263 284,338,087
PROJECTED FUND BALANCES FOR FY 2014-15
I-12
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
2010-11 2011-12 2012-13 2013-14 2014-15
ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED
FUND REVENUE REVENUE REVENUE REVENUE REVENUE
BTD#2 - POINSETTIA LANE/AVIARA PKWY 174,051 754,248 978,413 789,537 16,920
BTD#3 - CANNON ROAD WEST 63,308 1,933 121,728 40,349 80,112
CFD #1 - CITYWIDE 3,018,210 3,440,334 2,738,841 2,192,138 1,263,042
GAS TAX 2,701,571 3,246,871 2,572,724 3,376,253 2,815,174
GENERAL CAPITAL CONST. 1,151,005 2,226,470 147,721 237,259 338,455
GRANTS - FEDERAL 247,653 158,153 298,019 1,852,751 1,233,794
INFRASTRUCTURE REPLACEMENT 8,123,424 8,267,968 7,718,901 8,751,546 8,300,000
OTHER 59,834 39,633 7,265 26,997 567,000
PARK FEE ZONES 5,13,16 138,058 121,800 96,849 72,817 14,463
PARK-IN-LIEU NE 11,984 10,419 1,471 10,504 0
PARK-IN-LIEU NW 8,729 145,792 239,643 158,025 292,672
PARK-IN-LIEU SE 32,610 284,214 13,434 110,336 37,421
PARK-IN-LIEU SW 200,360 881,352 65,918 84,584 5,346
PLANNED LOCAL DRAIN'G 171,867 225,052 498,734 642,011 456,247
PUBLIC FACILITIES FEE 2,938,293 3,224,274 2,253,212 2,008,134 804,357
RANCHO SANTA FE ROAD PROJECT 143,790 57,471 2,951,512 1,441,669 0
SEWER CONNECTION 917,116 1,107,247 542,008 34,207,828 5,823,798
SEWER REPLACEMENT 3,080,381 4,022,001 4,772,543 3,875,264 4,550,000
TDA 0 208,672 0 666,510 0
TRAFFIC IMPACT FEE 1,791,212 1,719,138 1,488,403 2,163,692 1,138,881
TRANSNET/BIKE 59,157 396 122 441 0
TRANSNET/HIGHWAY 18,966 16,490 1,575 0 0
TRANSNET/LOCAL 3,711,539 1,807,535 761,273 3,388,837 3,328,000
TRANSNET/STP 4,950 4,301 608 4,337 0
WATER - MAJOR FACILITY 1,127,989 1,516,854 1,232,974 916,521 354,534
WATER - RECYCLED WATER 464,293 0 0 5,099,998 11,000,000
WATER - REPLACEMENT 5,974,696 5,992,152 5,821,417 8,919,220 6,223,000
TOTAL CAPITAL FUNDS 36,335,046 39,480,770 35,325,308 81,037,558 48,643,216
Note: Revenues include loans, advances and transfers.
I-13
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
2011-12 2012-13 2013-14 2013-14 2014-15 2014-15
ACTUAL ACTUAL ESTIMATED CONTINUING NEW TOTAL CIP
FUND EXPENSE EXPENSE EXPENSE APPROPR.APPROPR.APPROPR.
BTD#2 - POINSETTIA LANE/AVIARA PKWY 7,970 252,991 0 388,342 0 388,342
BTD#3 - CANNON ROAD WEST 0 0 0 0 0 0
CFD #1 - CITYWIDE 79,213 100,950 179,691 13,332,013 110,000 13,442,013
GAS TAX 1,550,072 1,798,131 1,815,839 13,629,851 3,310,340 16,940,191
GENERAL CAPITAL CONST.9,780,427 8,766,191 4,944,641 8,507,437 6,722,963 15,230,400
GRANTS - FEDERAL 184,643 257,085 167,962 64,301 1,233,794 1,298,095
INFRASTRUCTURE REPLACEMENT 971,791 704,485 1,738,121 9,954,854 4,458,250 14,413,104
OTHER 592 12,318 0 1,612,231 567,000 2,179,231
PARK FEE ZONES 5,13,16 0 0 0 0 0 0
PARK-IN-LIEU NE 0 0 0 0 0 0
PARK-IN-LIEU NW 67,439 0 0 0 0 0
PARK-IN-LIEU SE 0 0 0 0 0 0
PARK-IN-LIEU SW 0 0 0 219,100 0 219,100
PLANNED LOCAL DRAIN'G 369,439 251,900 177,931 2,194,041 846,613 3,040,654
PUBLIC FACILITIES FEE 176,295 11,931,075 6,503,791 14,934,272 200,000 15,134,272
RANCHO SANTA FE ROAD PROJECT 76,851 58,203 8,680,022 520,931 0 520,931
SEWER CONNECTION 4,690,166 2,384,830 1,737,112 42,965,347 9,575,191 52,540,538
SEWER REPLACEMENT 3,328,934 4,510,826 5,814,543 15,152,263 12,787,059 27,939,322
TDA 64,992 22,111 672,801 4 0 4
TRAFFIC IMPACT FEE 171,991 286,710 434,566 13,091,809 6,486,000 19,577,809
TRANSNET/BIKE 48,627 0 71,045 0 0 0
TRANSNET/HIGHWAY 0 1,417,708 0 0 0 0
TRANSNET/LOCAL 2,241,943 4,220,724 2,369,737 9,828,214 2,966,278 12,794,492
TRANSNET/STP 0 0 0 345,000 0 345,000
WATER - MAJOR FACILITY 132,128 27,323 0 1,388,405 1,202,500 2,590,905
WATER - RECYCLED WATER 729 0 15,053 5,084,945 11,000,000 16,084,945
WATER - REPLACEMENT 679,502 2,752,969 4,787,270 33,650,415 8,192,500 41,842,915
TOTAL CAPITAL FUNDS 24,623,744 39,756,530 40,110,125 186,863,775 69,658,488 256,522,263
Note: Expenditures include loans, advances and transfers.
I-14
Schedule of Capital Projects Capital Proj
Fund Summary
Fund Summary
Appendices