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Home My WebLink About; ; 1991-1992 Budget & CIP; 1991-06-18FINANCE CITY OF CARLSBAD • CALIFORNIA 1991-92 Operating Budget CAPITAL IMPROVEMENT PROGRAM 1991-1992 toBUlLDOUT CITY OF CARLSBAD. CALIFORNIA 1991 -92 OPERATING BUDGET MAYOR CLAUDE "BUDDY-LEWIS CITY COUNCIL ANN J. KULCHIN ERIC LARSON MARGARET STANTON JULIE NYGAARD CITY MANAGER RAYMOND R. PATCHETT FINANCIAL MANAGEMENT DIRECTOR JAMES F. ELLIOTT PREPARED BY THE FINANCE DEPARTMENT fi .m s. •*» li CITY OF CARLSBAD, CALIFORNIA 1991-92 BUDGET TABLE OF CONTENTS TABLES City Manager's Letter 1 GFOA Distinguished Budget Award 9 CSMFO Excellence in Operating Budgeting Award 10 CSMFO Excellence in Capital Budgeting Award 11 Projected Fund Balances for 1990-91 12 Projected Fund Balances for 1991-92 14 Expenditure Summary 16 Revenue Estimates 20 Personnel Allocations 27 Organization Chart 39 Graphics 40 Carlsbad Community Profile 44 Growth Management Plan 45 Budget Process 46 Accounting System 48 BUDGET DETAIL GENERAL GOVERNMENT City Council 49 City Manager 50 Public Information 51 City Clerk 52 City Attorney 53 Finance 54 Cash Management 55 Audit 56 Purchasing 57 Human Resources 58 Health Insurance 59 Research 60 Information Systems 61 Data Processing 63 Risk Management 64 Worker's Compensation 65 General Liability 66 Miscellaneous Non-Departmental 67 TABLE OF CONTENTS Page Two PUBLIC SAFETY Police Department Summary 69 Administration 70 Operations 71 Investigations 72 Vice/Narcotics 73 Technical Services 74 D.A.R.E 75 Reserve Officers 76 Traffic 77 Fire Department Summary . 78 Administration 79 Suppression 80 Prevention 81 Emergency Medical Services .82 Weed Abatement 83 Disaster Preparedness 84 DEVELOPMENTAL SERVICES Community Development Administration 85 Geographic Information System 86 Engineering Department Summary 87 Administration 88 Development 89 Municipal Projects 90 Transportation 91 Water Pollution Control 92 Planning Commission 93 Land Use Planning 94 Growth Management 95 Building Inspection 96 CULTURE AND RECREATION Library Department Summary 97 Administration 98 Circulation 99 Reference Services 100 Genealogy/Local History 101 Children's Services 102 TABLE OF CONTENTS Page Three Technical Services 103 Collection Development & Acquisitions 104 Audiovisual Services 105 Media Services 106 Adult Learning , 107 La Costa Branch 108 Cultural Arts 109 Sister City 110 Audiovisual Insurance Ill California Library Service Act (CLSA) 112 Public Library Fund (PLF) 113 Partnerships for Change 114 Parks and Recreation Department Summary 115 Administration 116 Commission 117 Operations 118 Tree Maintenance 120 Median Maintenance 121 Recreation Operations 122 Recreation Fee Supported 123 Aquatics 124 Recreation - Agua Hedionda Lagoon 125 Senior Commission 126 Senior Programs 127 Senior Grant 128 UTILITIES AND MAINTENANCE Utilities and Maintenance Department Summary 129 Administration 130 Street Maintenance 132 Facilities Maintenance 134 Traffic Signals 135 Buena Vista Creek Channel Maintenance 136 Street Lighting 137 Sanitation Services 138 Water Services 139 Solid Waste Management 140 Fleet Operations 141 Vehicle Replacement 142 TABLE OF CONTENTS Page Four HOUSING AND REDEVELOPMENT Housing and Redevelopment Department Summary 143 Historic Preservation 144 Housing Certificates and Voucher Programs 145 Portable Vouchers 146 Community Development Block Grant 147 Redevelopment 148 Affordable Housing 149 WATER DISTRICT Carlsbad Water District Summary 151 Administration 152 Maintenance & Operations 153 Engineering 154 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program Overview 155 Current & Future (1991-92 to Buildout) Projects Table 165 Capital Improvement Program Cash Flow 179 APPENDICES Capital Outlay Requests 187 Travel Requests 189 Glossary 197 City of Carlsbad Finance- Deoartment December 10, 1991 TO: Honorable Mayor and City Council FROM: City Manager 1991-92 OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM BUDGET The City Council adopted the Operating Budget of $68.8 million on June 18, 1991, and the Capital Improvement Program Budget of $50.6 million on December 10,1991. This results in a total budget of $119.4 million for 1991-92. The General Fund Operating budget is balanced, with current operating costs funded through current revenues. The budget format once again presents service programs which contain narrative statements addressing Work Programs, Work Activities and their resulting Workload Measures or Performance Objectives. These narrative statements reflect the types and levels of services that are occurring throughout the community. Carlsbad and its citizens can be proud of the quality of the services delivered. The beginning of the 1990-91 fiscal year presented an economic environment consistent with our expectations. Major events during the year, however resulted in significant impacts to the economy, and have influenced the outcome of the 1991-92 budget. National, state, and local economies alike have recognized and must continue to face the economic realities of a recession, the Gulf War, and new, more stringent government regulations on the banking industry. All have contributed to decreased levels of retail sales, construction activity and home resales, which drive the City's revenues. All of the fund types in the budget, from the General Fund, which receives its resources from taxes and fees, to those funds that operate as a true enterprise, are experiencing the results of a slow economy. The flattening of revenues coming into Carlsbad has slowed the growth of existing and new programs, resulting in the preparation of the tightest operating budget in many years. 1200 Carlsbad Village Drive - Carlsbad, California 92008-1989 - (619) 434-2867 This letter will address the policies that were instrumental in formulating the Operating Budget for 1991-92. A discussion of the estimated revenues, and the basic assumptions made in developing them will follow. Next, the 1991-92 expenditures will be noted. Budgetary Policies The goal in preparing the City budget under any circumstance is to arrive at a balanced budget, whereby current revenues support current expenses. In order to arrive at a balanced state, policies were developed which took account of revenues as well as new costs which needed to be absorbed in 1991-92. In the past, the City of Carlsbad has generally relied on a steady growth in revenue to operate. As the 1991-92 budget was prepared, it became apparent that the broader economy was having an impact on Carlsbad, and that local revenues were depressed. General Fund revenues are projected to increase by approximately 6% over the revenues for 1990-91. This increase reflects inflation only, as opposed to true growth in resources. Forces other than flat revenues have also influenced 1991-92 budget preparation. The imposition of new fees and taxes levied by the state and federal governments has resulted in new costs which needed to be absorbed by the City. First, the State balanced its 1990- 91 budget on the shoulders of Cities, by passing Senate Bill 2557. This bill allows counties to levy charges for property tax administration, and booking fees. Property tax administration fees of $90,000 have been included in the 91-92 budget, as have $254,000 for booking fees. Second, the Social Security Administration has imposed Social Security taxes on all employees not presently covered by a pension plan. As a result, the City will be paying these taxes on all part time employees, which has added $100,000 in expenses to the 1991-92 budget. The last major cost which was absorbed in the 1991-92 budget is full year expenses for the Liability Insurance Premium. The City Council chose to purchase a Liability Insurance premium in December, 1990. One-half of the costs were absorbed as coverage was obtained for approximately one-half of the 1990-91 year. The cost for funding the premium for a full year is now included in the budget and has increased liability insurance expenses by $500,000. In order to reach the goal of a balanced budget within the constraints of a slow economy and the absorption of new costs, departments were directed to add no new programs or positions. In fact, departments were asked to structure their 1991-92 budgets at or below their 1990-91 budget levels. These steps in conjunction with deferring projects, especially consultant related projects, as well as the purchase of capital outlay items, has resulted in a balanced budget. Revenue The table below shows the operating revenues the City expects to receive for 1990-91 as well as those projected for 1991-92. The first line shows General Fund revenue for which the City has taken a conservative position in projecting for 1991-92 due to the high level of uncertainty about the 1991-92 economy. General Fund revenues, those resources received from taxes and fees, are expected to be increase by only $2.5 million or 5.7%. This can be considered within the range of inflation, and no significant increases within any single General Fund revenue source are projected. The Special Revenue Fund revenues, as a whole, show an increase of 15% in anticipated revenues. Special Revenue Funds include those programs funded by grants, such as the Housing and Senior Nutrition programs, as well as special maintenance assessment districts. The Street Tree and Median Maintenance Benefit Assessment Districts are the programs which are instrumental in pushing up the Special Revenue Fund revenues. This is due to the third and final year of implementing the maintenance district assessment funding, resulting in the higher assessments needed to fully fund these programs. The largest increase in revenues shown below, occurs within the Enterprise Funds. A fee study was recently completed for the Sewer Fund which was the basis for the City Council's implementation of a significant fee increase needed to support the Encina waste water facility and the maintenance and depreciation of the entire City sewer system. The increased fees are projected to bring in an additional 58% in Sewer Fund revenues. Internal Service Funds reflect a projected 6.5% increase in revenues. This increase reflects a near doubling in rates assessed to all programs for their share of Liability Insurance. Redevelopment revenues are dependent on the area's Property Tax and their incremental increases from the base year. These revenues are projected to increase by 14% in 1991-92. REVENUE SUMMARY BY FUNCITON PROJECTED FUND 1990-91 GENERAL FUND $41.1 SPECIAL REVENUE FUNDS 4.0 ENTERPRISE FUNDS 4.1 WATER DISTRICT 7.0 INTERNAL SERVICE FUNDS 5.8 REDEVELOPMENT 1.8 TOTAL OPERATING $63.8 ESTIMATED 1991-92 $43.6 4.7 5.4 5.7 6.2 2.1 $67.7 t DIFFERENCE AS%OF 1 PROJECTED 1 $2.5 5.7% I 0.7 14.9% 1 1.3 24.1% I -1.3 -22.8% 1 0.4 6.5% 1 0.3 14.3% f $3.9 5.8% .3 The only revenues which have decreased from the previous year are those for the Water District. These revenues have dropped off by $1.3 million or 22.8%. This reduction is due to the restricted use of water in response to the drought. Let's take a closer look at General Fund revenues as they are of most interest. These revenues are generated through sales and use taxes, and fees for services. These revenues reflect the health of the broader regional economy with sales tax indicating consumer confidence, the transient occupancy tax tracking the amount of discretionary income, and the property tax showing the condition of the real estate markets within the City. The relatively flat 1991-92 projections for these revenues indicate an economy keeping pace with inflation with little to no actual growth. The combination of property tax, sales tax, and transient occupancy tax generate 65% of the General Fund revenues. The table below provides a summarized outlook of the major General Fund revenues. Property tax, Carlsbad's largest single revenue source, is expected to increase by 9.0% in 1991-92, for a total of $14.6 million. Reduced property transactions and the higher assessed values that result from that turnover, has slowed this revenue from its previous double digit pace to the projected level. Sales tax revenues are projected to increase by 5% in 1991-92, for a total of $10.5 million. Carlsbad has also experienced double digit increases in sales tax revenues in the past, however spending within the Plaza Camino Real mall and Car Country has found this revenue increasing in recent months by an inflationary rate only. The effect of the return of the Desert Storm troops to Camp Pendleton remains an unknown factor in the sales tax revenue forecast. Travel to Carlsbad is also down, as reflected in the projected transient occupancy tax. An increase of 3.1%, or $100,000, is forecast for a total of $3 million. Although this increase reflects general inflation, the travel industry has fallen below last years levels through 1990-91. This industry will have to show a significant recovery to meet even this minimal growth projection. SIGNIFICANT REVENUES TO THE GENERAL FUND FUND SUMMARY OPERATING PROPERTY TAX SALES TAX TRANSIENT OCCUPANCY TAX OTHER GENERAL FUND TOTAL GENERAL FUND REVENUE PROJECTED 1990-91 $13.4 10.0 3.2 14.5 $41.1 ESTIMATEC 1991-92 $14.6 10.5 3.3 15.2 $43.6 DIFFERENCE $1.2 $0.5 $0.1 $0.7 $2.5 AS%OF PROJECTED 9.0% 5.0% 3.1% 4.8% 6.1% Development within Carlsbad has also slowed in concert with the general economy. As a result, development revenues are again projected to be flat. Staff has consistently projected a return to a more normal level of development as the Growth Management Program matures. If the economy improves during 1991-92 we can look to greater development revenues by year end. One additional revenue source the City uses to support General Fund street maintenance operations is State Gas Tax. These revenues will total $875,000 for 1991-92 based on the states' allocation formula. The calculation of total funds available to support General Fund Operations includes both General Fund revenues and the Gas Tax funds. The City and the community alike need to be aware of the impact that the State's budget balancing maneuvers may have upon the City. The State of California is facing a $14 to $15 billion budget deficit for 1991-92. The size of this deficit and the depth of the problems at the State level make it clear that the Governor will be looking to local government for help in solving the dilemma. Should the State attack City revenues, service level reductions will need to be implemented. The budget does not attempt to deal with this contingency other than to recognize that there is a direct threat to our community. Expenditures As can be seen in the table on the following page, the City Operating Budget is down by $2.5 million or 3.5% overall, and reflects the effort taken to compile a budget within the existing economic constraints. The most dramatic decrease in expenditures is within the Water District, down 25% or $1.8 million. The drought has resulted in the District purchasing significantly less water for distribution to the users, thereby reducing their expenditures for that commodity. Also down from the 1990-91 budget are the Internal Service Fund expenditures at 4.8% or $300,000. The Data Processing program made significant capital purchases during 1990-91, which will not be repeated in 1991-92, while the Vehicle Replacement Program has reduced the amount which will be spent on vehicle replacements during 1991-92. The Worker's Compensation Self Insurance Fund was balanced by transferring $500,000 in contributions from the fund balances of the General Fund, the Sewer Fund and the Water Fund. The Redevelopment Agency has a proposed budget containing no increase over the 1990-91 year, and conformed to the same budgetary guidelines as all other City programs. Two budget categories contain increases in spending; Special Revenue Funds and Enterprise Funds. Special Revenue Funds are up by $300,000 or 6.8% due to the scheduled maintenance of the Buena Vista Creek Channel. Maintenance on the Channel is scheduled to occur once every three years. The Enterprise Funds, as a group, show the largest increase in expenditures, up $800,000 or 15%. While the Water Enterprise is down by 16% due to the expiration of debt and a one time expenditure in 1990-91 for Base Mapping, the Sanitation Fund has increased by 30%. The increase is due to more accurate accounting for depreciation of the sewer lines. OPERATING BUDGET SUMMARY FUND SUMMARY GENERAL SPECIAL REVENUE FUNDS ENTERPRISE WATER DISTRICT INTERNAL SERVICE REDEVELOPMENT TOTAL OPERATING BUDGET 90-91 $45.9 4.4 5.4 7.3 6.3 2.0 $71.3 BUDGET 91-92 $44.4 4.7 6.2 5.5 6.0 2.0 $68.8 | DIFFERENCE I ($1-5) i $0.3 I $0.8 1 ($1-8) 1 ($0.3) : $0.0 ($2.5) % CHANGE -3.3% 6.8% 14.8% -24.7% -4.8% 0.0% -3.5% General Fund expenditures for 1991-92 are down $1.5 million or 3.3% from 1990-91 levels. The spending level proposed will match current revenue projections. Several strategies were used to mold the General Fund spending plan into one which matches the current revenues. First, there are no new positions or programs recommended. Second, several departments have voluntarily agreed to operate during 1991-92 with less than full staffing. Fourteen General Fund, full time, positions have been included in this year's budget with zero funding. This second action has resulted in a budgetary reduction/savings of approximately $600,000. Throughout the year, vacancies will be monitored to ensure that this budget target is realized. Finally, two expense categories have been modified in this year's effort to balance the budget. First, the Hosp Grove debt repayment has been reduced by approximately $400,000. This one time savings is possible through the application of remaining construction funds and earned interest to the payment for 1991-92. Second, the allocation for the Calavera Hills Golf Course project has been reduced by $340,000. This amount was advanced to the Golf Course Enterprise Fund from the General Fund during 1990-91 in an effort to keep the design effort on schedule. Again, this is a one time event that will not occur in the future. Other budget balancing strategies included the deferral of capital outlay purchases. General Fund capital outlay for 1991-92 totals $21,900, down $1.5 million or 98% from 1990-91 spending levels. Travel budgets were also closely reviewed resulting in a $50,000 or a 27% reduction from 1990-91 levels for these expenditures. Although reductions have occurred throughout the budget, staff has allocated $2.0 million, or 4.5% of the General Fund budget, to the Council Contingency Fund. These funds can be used by the Council to pursue unanticipated projects, programs or emergencies. With few exceptions, the budget before the City Council maintains the present service levels. The most visible service level reductions occur within the Recreation programs. Hours at the three community centers, Stagecoach, Calavera and Harding, have been reduced during times of low participation; They will be closed for varying hours on Saturdays, and on Sundays. The swimming pool will also reduce operational hours for all seasons except Summer. Capital Improvement Program A complete discussion addressing the 1991-92 to buildout Capital Improvement Program Budget begins on page 155 of this document. Specific issues outlining the Capital Improvement Program revenues, expenditures and projects may be found there. Summary The 1991-92 Operating Budget sustains the high quality and variety of City services and programs that are available to Carlsbad residents, and businesses. At the same time, the budget is marked by the fiscal constraint of a sluggish economy. No new positions, programs or services have been included. In closing, I want to express my appreciation to the City Council, Department Heads and staff who have contributed to the preparation of the 1991-92 budget. Special thanks to the Finance Department and Debbie Neville, Senior Management Analyst, for the many hours spent in the compilation of the budget. Carlsbad's award winning budget is something of which we can all be proud. Thanks for a job well done. RAYMOND R. PATCHETT City Manager m m m m m m p m m in GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Carlsbad, California For the Fiscal Year Beginning July 1, 1990 President Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented an award for Distinguished Budget Presentation to the City of Carlsbad for its annual budget for the fiscal year beginning July 1, 1990. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications medium. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. California Society of Municipal Finance Officers Dedicated to the Professional Advancement of Municipal Financial Administration Certificate of Award for EXCELLENCE IN BUDGETING Presented to the City of Cork 6 ad - Operating 'Budget This certificate is issued in recognition of meeting professional standards and criteria in budgeting which reflect a high level of quality in the annual budgeting process and in its relation to the underlying accounting system through which the budget is implemented for the fiscal year 1990-91 Budget Committee-Chairman 'eBruary 22,1991 Date Society President February 22, 1991 Date o 4^J • 1 II 11 II II II i* il ) it f i mm ii fi ii ii i * ii i i i ' i i i i i l 1 t i i l i I I * i I I i i I i i i 1 i I i i • I i i § California Society of Municipal Finance Officers Dedicated to the Professional Advancement of Municipal Financial Administration Certificate of Award for EXCELLENCE IN BUDGETING Presented to the City of Cork Bad- Capitat Improvement <PCan This certificate is issued in recognition of meeting professional standards and criteria in budgeting which reflect a high level of quality in the annual budgeting process and in its relation to the underlying accounting system through which the budget is implemented for the fiscal year 1990-91 u u,. = Budget Committee Chairman ^fflt3K*Ufgjm<^fjGf^f Society President Date jS^KiMf^ii^Sfk' Date FUND CITY OF CALRSBAO PROJECTED FUND BALANCES FOR FY 1990-91 PROJECTED BALANCE ESTIMATED EST EXPEND/* FUND BALANCE JULY 1,1990 REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 30, 1991 GENERAL SPECIAL REVENUE POLICE ASSET FORFEITURE CDBQ - ENTITLEMENT HOUSING - LOW & MOD/SEC8 AUDIO-VISUAL INSURANCE BUENA VISTA CRK CHNL MNT STREET LIGHTING TREE MAINTENANCE MEDIAN MAINTENANCE STATE GRANTS FEDERAL GRANTS (NEA) SENIOR NUTRITION NAT'L ENDOWMENT ARTS DEBT SERVICE LIBRARY BONDS SEWER BONDS HOSP GROVE DEBT SERVICE ENTERPRISE WATER MAINTENANCE SEWER MAINTENANCE SOLID WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE WORKER'S COMP SELF INSUR LIABILITY SELF INSUR VEHICLE MAINTENANCE VEHICLE REPLACEMENT HEALTH INSURANCE DATA PROCESSING WATER DISTRICT WATER DISTRICT OPERATION REDEVELOPMENT OPERATIONS LOW AND MOD INCOME HSNG TAX INCRMNT BOND DEBT SER 12,447,194 51 ,079 4,454 115,358 99,337 108,723 381,481 1,893 1,269 263,458 (15,207) 9,554 16,692 102,493 794,821 2,320,044 0 377,057 1,081,849 (61,254) 812,701 993,989 613,939 2,824,300 (30,883) 1,126,209 1 ,297,021 41,130,000 234,000 60,100 1,817,000 67,000 104,700 612,600 395,400 117,600 180,000 41,500 228,050 0 22,700 126,900 1 ,765,000 2,265,000 32,900 760,000 785,000 581,200 1,142,000 857,800 1,625,000 778,000 6,478,200 80,000 420,000 1,528,000 41,214,618 (5,406,994) 113,347 49,861 2,069,732 104,000 1,500 747,194 587,367 174,401 156,055 57,658 168,000 24,300 153,050 11,586 22,276 122,626 369,333 1,702,110 3,374,512 560,487 101,000 70,000 971,748 520,000 485,000 1,163,319 591,110 160,000 1 ,455,000 1 ,053,425 32,200 7,137,100 658,882 919,203 0 1,132,400 (671,361) 0 6,955,582 171,732 14,693 (137,374) 62,337 21 1 ,923 246,887 (15,673) 20,472 275,458 1 ,993 84,554 (1 1 ,586) 17,116 106,767 369,333 857,711 1,771,019 1,900 190,309 1 ,628,049 (82,573) 1 ,239,391 1,163,989 370,714 2,165,400 309,438 1 ,546,209 1 ,021 ,260 12 CITY OF CALRSBAD PROJECTED FUND BALANCES FOR FY 1990-91 PROJECTED BALANCE ESTIMATED EST EXPEND/* FUND BALANCE FUND JULY 1,1 990 CAPITAL PROJECTS CAPITAL CONSTRUCTION PUBLIC FACILITIES ZONE 5 PARK FEE PARK DEVELOPMENT TRAFFIC IMPACT BRIDGE & THOROUGHFARE PLANNED LOCAL DRAINAGE SEWER PROJECTS TRANSNET/LOCAL TRANSNET/HIGHWAY TRNASNET/BIKE GAS TAX COUNTY GRANTS GOLF COURSE HOSP GROVE PUBLIC ART (1% FUND) ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 FEDERAL GRANTS REVENUE SHARING STATE GRANTS CDBG WATER DISTRICT WATER DIST MAJOR FACILITIES WATER DIST PROJECT REPL REDEVELOPMENT CAPITAL PROJECTS - BONDS CAPITAL PROJECTS - REDEV TOTAL OPERATING FUNDS 2,287,389 9,978,973 1,259,200 1,812,847 2,799,013 2,673,885 2,031,663 10,646,275 282,729 495,432 0 2,214,879 266,829 367,639 265,853 147,470 1 ,299,989 (1 ,693,236) 222,256 50,250 (41,648) 6,535,000 2,824,300 3,679,830 427,114 25,737,571 REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 30, 1991 164,000 5,543,000 275,000 579,000 767,000 694,000 186,000 2,907,000 654,000 10,000 0 1,183,000 344,000 116,000 160,000 34,000 16,705,000 0 1 ,535,000 19,000 148,000 327,000 2,000,000 1,455,000 262,656 38,000 64,235,650 493,728 4,416,423 0 2,681,514 223,034 857,512 393,184 2,430,405 213,235 523,834 0 380,654 47 527,104 56,520 85,965 14,346,746 0 59,431 5,272 202,675 285,350 3,254,000 497,300 474,208 154,601 65,406,118 613,045 3,050,000 300,000 (560,487) (1 ,093,424) 1,080,190 (369,333) 229,500 218,424 (217,842) (3,250,073) 2,570,706 11,105,550 1,534,200 2,760,333 3,342,979 2,510,373 2,124,479 10,562,383 723,494 (18,402) 0 1 ,923,801 610,782 1 ,036,725 0 325,005 3,658,243 757 235,984 (4,425) 2 5,281 ,000 3,782,000 3,250,436 310,513 0 20,187,697 TOTAL CAPITAL FUNDS 50,833,931 36,105,656 32,562,742 3,250,073 0 57,626,918 TOTAL ALL FUNDS 76,571,502 100,341,306 97,968,860 0 0 77,814,615 13 FUND CITY OF CALRSBAD PROJECTED FUND BALANCES FOR FY 1991 -92 PROJECTED BALANCE ESTIMATED EST EXPEND/ FUND BALANCE JULY 1,1991 REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 30, 1992 GENERAL SPECIAL REVENUE POLICE ASSET FORFEITURE CDBG - ENTITLEMENT HOUSING AUTHORITY AUDIO-VISUAL INSURANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT TREE MAINTENANCE MEDIAN MAINTENANCE STATE GRANTS FEDERAL GRANTS (PFC) SENIOR NUTRITION NATL ENDOWMENT ARTS DEBT SERVICE LIBRARY BONDS SEWER BONDS ENTERPRISE WATER MAINTENANCE SEWER MAINTENANCE SOLID WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE WORKER'S COMP SELF INSUR LIABILITY SELF INSUR VEHICLE MAINTENANCE VEHICLE REPLACEMENT HEALTH INSURANCE DATA PROCESSING WATER DISTRICT WATER DISTRICT OPERATION REDEVELOPMENT OPERATIONS LOW AND MOD INCOME HSNG TAX INCREMNT BOND DEBT SV 6,955,582 171,732 14,693 (137,374) 62,337 246,687 211,923 (15,673) 20,472 275,458 1,993 84,554 (11,586) 17,116 106,767 857,71 1 1,771,019 1,900 190,309 1 ,628,049 (82,573) 1 ,239,391 1,163,989 370,714 2,165,400 309,438 1,546,209 1 ,021 ,260 43,570,000 234,000 75,200 2,105,006 67,500 840,000 104,500 569,400 236,500 207,600 43,830 231,913 9,308 21,502 1,782,000 3,561,000 31,200 351,800 606,225 1 ,095,000 1 ,273,600 913,400 1 ,440,700 826,800 7,203,000 50,000 430,000 1 ,590,000 44,430,243 416,000 0 84,306 2,057,214 65,674 787,299 300,000 568,491 235,227 175,700 42,330 177,278 0 26,424 128,269 1,580,062 (16,000) 4,577,897 (25,000) 31,000 1 ,000,000 500,000 1,000,000 1,308,587 190,587 1,743,179 751,414 7,408,295 760,323 95,215 1,133,328 6,511,339 405,732 5,587 (89,582) 64,163 299,588 16,423 (14,764) 21,745 307,358 3,493 139,189 (11,586) 0 0 1 ,043,649 729,122 2,100 351,800 296,534 1 ,723,049 (117,560) 1 ,962,204 861,510 446,100 1,960,105 (400,885) 1 ,880,994 1 ,477.932 14 1991 -92 CAPITAL PROJECTS PROJECTED FUND BALANCES FOR FISCAL YEAR 1991 -92 FUND CAPITAL CONSTRUCTION PUBLIC FACILITIES ZONE 5 PARK FEE PARK DEVELOPMENT TRAFFIC IMPACT BRIDGE & THOROUGHFARE PLANNED LOCAL DRAINAGE SEWER PROJECTS REDEVELOPMENT BONDS- TIB TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE GAS TAX COUNTY GRANTS GOLF COURSE PUBLIC ART (1% FUND) ASSESSMENT DISTRICTS LTR CREDIT/FOOTE LTR CREDIT/ZONE 19 AVIARA LOAN FEDERAL GRANTS STATE GRANTS REVENUE SHARING CDBG SENIOR GRANT/TRUST WATER DISTRICT WATER DIST PROJECT REPL WATER DIST MAJOR FACILITIES WATER - STATE LOAN COMMTY FACILITIES DISTRICT CONSTRUCTION DEBT SERVICE REDEVELOPMENT CAPITAL PROJECTS - BONDS CAPITAL PROJECTS - REDEV TOTAL OPERATING FUNDS 6/30/91 ENDING BALANCE 2,806,306 11,105,550 1,534,200 2,760,333 3,342,979 2,510,373 2,124,479 10,562,383 723,494 (18,402) 0 1 ,923,801 610,782 1 ,036,725 325,005 3,658,243 757 (4,425) 235,984 2 3,782,000 5,281 .000 0 4,660,000 3,250,436 310,513 20,187,697 91-92 REVENUE 0 1,821,974 200,000 454,472 757,699 0 0 1,190,410 3,015,000 1 ,875,000 400,000 875,000 320,000 14,000,000 562 170,000 187,500 913,000 520,000 0 200,000 3,028 6,365,000 1 ,865,000 10,843,000 464,000 100,000 25,000 69,470,984 1990-91 CARRY- FORWARD 2,304,478 6,240,987 0 32,268 1,441,014 190,638 1,188,760 3,730,069 2,603,354 261,765 2,049,681 0 118,437 399,891 652,930 284,952 3,235,165 0 0 0 0 551 ,743 193,729 550,200 0 0 0 NEW APPROP 56,200 3,560,000 0 0 1,710,000 0 0 1,494,365 730,100 3,315,000 2,000,000 250,000 0 0 14,000,000 0 0 170,000 187,500 913,000 0 503,416 0 0 3,028 2,277,500 2,535,000 5,000,000 1 1 ,400,000 464,000 0 0 70,658,342 1991-92 FUND TOTAL TRANSFER APPROP. 2,360,678 42,255 9,800,987 (2,202,500) 0 32,268 3,151,014 (477,500) 190,638 (2,320,000) 1,188,760 5,224,434 3,576,765 4,049,681 250,000 118,437 (875,000) 399,891 14,652,930 284,952 3,235,165 170,000 187,500 913,000 0 1,055,159 193,729 (42,255) 550,200 3,028 0 2,277,500 2,535,000 0 11,400,000 5,000,000 464,000 0 0 0 875,000 ENDING FUND BALANCE 487,883 924,037 1,734,200 3,182,537 472,164 (265) 935,719 6,528,359 161,729 (2,193,083) 150,000 1,805,364 530,891 383,795 40,615 423,078 0 0 0 757 (539,584) 0 (350,198) 0 7,869,500 4,611,000 0 0 9,103,000 0 0 3,350,436 335,513 19,875,339 , TOTAL CAPITAL FUNDS 62,522,518 46,565,645 26,030,061 50,569,109 68,265,716 (875,000)39,947,447 TOTAL ALL FUNDS 82,710,215 116,036,629 26,030,061 121,227,451 68,265,716 0 59,822,786 Mt 15 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE BY FUND EXPENDITURE SUMMARY 1988-89 TO 1991-92 DEPARTMENT I GENERAL FUND GENERAL GOVERNMENT CITY COUNCIL CITY MANAGER PUBLIC INFORMATION CITY CLERK INFORMATION SYSTEMS CITY ATTORNEY FINANCE CITY TREASURER PURCHASING HUMAN RESOURCES RESEARCH OFFICE RISK MANAGEMENT TOTAL GENERAL GOVERNMENT PUBLIC SAFETY BUILDING INSPECTION POLICE FIRE TOTAL PUBLIC SAFETY PUBLIC WORKS COMMUNITY DEVEL ADMIN GEOGRAPHIC INFORMATION DEVELOP PROCESS SVCS ENGINEERING MUNICIPAL PROJECTS PLANNING GROWTH MANAGEMENT HISTORIC PRESERV COMM BLOCK GRANT ADMIN TOTAL DEVELOP SERVICES 1988-89 ACTUALS '•"' 124,474 393,010 24,338 78,062 353,447 260,167 870,472 43,752 283,907 462,893 170,419 163,344 3,228,285 856,412 6,280,928 4,617,087 11,754,427 404,990 0 316,301 1 ,824,349 600,408 879,345 184,246 7,343 10,762 4,227,744 1989-90 ACTUALS 142,985 421,170 28,703 12,955 374,700 338,137 1,050,885 61,075 343,637 583,257 271,767 210,255 3,839,526 902,122 7,289,848 5,686,186 13,878,156 561 ,321 0 359,549 2,564,819 663,746 1,186,786 199,507 5,204 23,635 5,564,567 1990-91 ESTIMATED EXPENDITURES $155,637 465,368 40,807 36,882 650,604 413,417 1 ,223,564 74,447 376,993 1,056,110 484,459 266,944 5,245,232 1,148,338 9,052,563 6,407,950 16,608,851 653,836 213,150 0 2,155,060 1,131,400 2,123,436 296,260 4,919 23,000 6,601,061 TOTAL 1990-91 BUDGET $156,136 543,744 45,500 36,600 690,188 417,835 1,285,915 79,556 388,068 1 ,068,857 509,901 264,816 5,487,116 1,135,675 9,241 ,376 6,602,560 16,979,611 660,612 255,000 0 2,445,856 1,266,089 2,195,226 331,600 10,800 23,379 7,188,562 1991-92 BUDGET 164,562 597,879 41,400 20,605 432,485 442,442 1 ,088,749 81,083 399,034 900,592 285,329 249,483 4,703,643 1,109,319 9,458,473 6,426,907 16,994,699 619,406 217,465 0 2,194,093 1,340,919 2,273,448 208,305 32,729 0 6,886,365 %INCR (DEC) | 91 -92 BUDGET I TO 1990-91 BUDGET 5.40% 9.96% -9.01% -43.70% -37.34% 5.89% 1 -15.33% 1 1.92% 1 2.83% 1 -15.74% 1 -44.04% I -5.79% 1 -14.28% I C I -2.32% | 2.35% | -2.66% 1 0.09% 1 -6.24% | -14.72% | -100.00% | -10.29% 1 5.91% 1 3.56% | -37.18% | 203.05% 1 -100.00% I -4.20% m m m m m n ft m m it m in •it PIn •I Pn V •ft P m m 16 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE BY FUND EXPENDITURE SUMMARY 1988-89 TO 1991-92 DEPARTMENT MAINTENANCE UTILITIES ADMINISTRATION STREET MAINTENANCE FACILITIES MANAGEMENT TRAFFIC SIGNAL MAINT TOTAL MAINTENANCE CULTURE/RECREATION LIBRARY CULTURAL ARTS PROGRAM SISTER CITY PROGRAM PARKS AND RECREATION SENIOR CITIZENS PROG TOTAL CULTURE/RECREATION NON-DEPARTMENTAL COMMUNITY PROMOTION COMMUNITY ASSISTANCE AUDIT DUES & SUBSCRIPTIONS LEASES CAPITAL IMPROVEMENT ANIMAL REGULATION CONTRAC HOSP GROVE PAYMENT GOLF COURSE PROPERTY TAX ADMIN FEE STREET LIGHT COSTS (CITY) TREE MAINT COSTS (CITY) TOTAL NON- DEPARTMENTAL SUBTOTAL GENERAL FUND CONTINGENCIES DEPARTMENTAL SAVINGS TOTAL GENERAL FUND 1988-89 ACTUALS 264,571 2,621,715 602,782 205,720 3,694,788 1,932,140 169,423 9,000 3,384,442 127,457 5,622,462 200,089 57,500 10,900 21,485 287,600 126,685 67,183 153,222 0 924,664 29,452,370 0 29,452,370 1989-90 ACTUALS 345,432 2,689,997 913,110 227,663 4,176,202 2,146,930 226,934 3,796 3,717,543 249,863 6,345,066 147,182 62,900 26,229 21,581 236,543 937,596 67,681 768,300 28,000 2,296,012 36,099,529 0 36,099,529 1990-91 ESTIMATED EXPENDITURES 355,460 2,952,033 1,469,893 329,284 5,106,670 2,682,650 270,770 23,000 4,073,998 279,443 7,329,861 277,818 84,058 26,000 35,000 280,000 0 84,600 873,453 740,000 83,000 28,000 96,700 2,608,629 43,500,304 601,814 2,887,500 41,214,618 TOTAL 1990-91 BUDGET 360,074 3,009,748 1 ,503,073 325,054 5,197,949 2,732,956 266,055 23,000 4,169,235 325,571 7,516,817 277,818 84,058 35,000 35,000 300,000 0 84,670 876,585 1,080,190 0 28,000 96,700 2,898,021 45,268,076 601,814 45,869,890 1991-92 BUDGET 385,563 2,954,174 1,174,625 323,181 4,837,543 2,638,099 261 ,738 23,995 4,069,953 31 1 ,703 7,305,488 225,000 72,430 35,000 36,000 230,000 94,240 488,275 329,800 90,000 28,000 81,200 1 ,709,945 42,437,683 1 ,992,560 44,430,243 %INCR (DEC) | 91 -92 BUDGET I TO 1 1990-91 BUDGET |:| 1 7.08% 1 -1.85% | -21 .85% | -0.58% 1 -6.93% 1 -3.47% | -1.62% | 4.33% | -2.38% 1 -4.26% 1 -2.81% 1 -19.01% 1 -13.83% | 0.00% i 2.86% | -23.33% 1 11.30% | -44.30% ij; -69.47% | 0.00% I -41 .00% I -6.25% 1 231.09% § -3.14% 17 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE BY FUND EXPENDITURE SUMMARY 1988-89 TO 1991-92 DEPARTMENT SPECIAL REVENUE FUNDS HOUSING AUTHORITY LIBRARY AUDIO VISUAL INS STREET LIGHTING BUENA VISTA CRK CHNL MNT TREE MAINTENANCE MEDIAN MAINTENANCE WATER DISTRICT GAL LIB SERV ACT (CLSA) PUBLIC LIBRARY FUND PARTNERSHIPS FOR CHANGE NAT'L ENDOWMENT ARTS SENIOR NUTRITION GRANT LIBRARY BONDS SEWER BONDS CDBG ENTITLEMENT WATER ENTERPRISE SANIT'N ENTRPRSE/ENCINA SOLID WASTE ENTERPRISE WORKERS COMP INS LIABILTTY SELF INS HEALTH & LIFE INSURANCE FLEET OPERATIONS VEHICLE DEPREC/REPLACE DATA PROCESSING REDEVELOPMENT TAX INCREMENT BONDS LOW AND MOD INCOME HSNG POLICE ASSET FORFEITURE TOTAL OTHER FUNDS 1988-89 ACTUALS 1,469,477 62,365 584,608 0 0 0 7,843,558 112,274 6,534 0 0 144,538 18,263 127,893 39,550 1,216,447 2,395,625 0 467,673 1,317,118 1,207,949 918,036 504,002 455,123 1,305,512 877,353 99,746 21,173,644 1989-90 ACTUALS 1,657,689 82,278 522,521 1,500 278,240 80,558 8,602,409 166,798 30,141 344 10,174 150,368 22,792 124,449 60,256 1,419,526 3,650,562 0 788,990 677,914 1,240,108 1,064,019 361,215 489,074 765,963 877,353 43,958 23,169,199 1990-91 ESTIMATED EXPENDITURES 2,069,732 104,000 747,194 1,500 587,367 156,055 7,137,100 100,000 68,000 24,300 11,586 153,050 22,276 122,626 49,861 1,702,110 3,374,512 101,000 971 ,748 520,000 1 ,455,000 1,163,319 591,110 1 ,053,425 658,882 1,132,400 113,347 24,191,500 TOTAL 1990-91 BUDGET 2,090,006 108,000 767,608 0 652,404 172,975 7,265,379 100,842 93,423 43,176 11,586 158,420 22,526 122,626 61,632 1 ,870,726 3,446,669 101,000 794,500 1,168,237 1 ,494,854 1,163,319 591,110 1 ,058,099 870,458 1,132,400 0 25,361,975 1991-92 BUDGET 2,057,214 65,674 787,299 300,000 568,491 235,227 7,408,295 153,000 22,700 42,330 0 177,278 26,424 128,269 84,306 1 ,580,062 4,577,897 31,000 1 ,000,000 1 ,000,000 1,743,179 1 ,308,587 190,587 751,414 760,323 1,133,328 95,215 0 26,228,099 %INCR (DEC) | 91 -92 BUDGET 1 T0 | 1990-91 BUDGET | 44,430,243 1 -1.57% | -39.19% | 2.57% | -12.86% | 35.99% | 1.97% | 51 .72% | -75.70% | -1.96% | 11.90% | 17.30% | 4.60% I 36.79% | -15.54?^ | 32.82%*" | -69.31% | 25.87% I -14.40% | 16.61% | 12.49% | -67.76% | -28.98% 1 -12.65% | 0.08% 1 3.42% 18 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE BY FUND EXPENDITURE SUMMARY 1988-89 TO 1991-92 DEPARTMENT CAPITAL FUNDS GENERAL CAPITAL CONST PUBLIC FACILITY FEE PARK IN LIEU TRAFFIC IMPACT FEE BRIDGE & THOROUGHFARE PLANNED LOCAL DRAINAGE SEWER CONSTRUCTION TAX INCREMENT BONDS TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE GAS TAX COUNTY GRANTS GOLF COURSE/BONDS HOSP GROVE PUBLIC ART- 1% ASSESSMENT DISTRICTS LTR CREDIT/FOOTE LTR CREDIT/ZONE 19 AVIARALOAN FEDERAL GRANTS REVENUE SHARING REDEVELOPMENT PROJECTS STATE GRANTS COMMfTY DEVEL BLOCK GRANT: SENIOR GRANT/TRUST WATER PROJECTS WATER DIST MAJOR FACILITY WATER DIST PROJECT REPL WATER - STATE LOAN CMMTY FACILITIES DISTRICT CONSTRUCTION (BONDS) DEBT SERVICE TOTAL CMMTY FACILITY DISTR 1988-89 ACTUALS 1,569,467 6,333,807 1,979,676 144,963 170,387 0 1 ,297,762 3,137,355 201,540 52,224 0 3,569,325 819,805 224,797 1 ,841 ,204 528,055 240,301 1989-90 ACTUALS 1,176,708 1,998,164 65,821 49,628 149,147 56 628,362 3,518,772 122,666 23,227 62 103,157 447,333 1,318,652 814,696 145,294 132,857 298,817 146,782 1990-91 ESTIMATED EXPENDITURES 493,728 4,416,423 2,681,514 223,034 857,512 393,184 2,430,405 474,208 213,235 523,834 0 380,654 47 527,104 56,520 85,965 14,346,746 59,431 5,272 154,601 202,675 285,350 0 3,254,000 497,300 TOTAL 1990-91 BUDGET 2,644,384 10,650,409 2,713,782 1,664,048 1,048,150 1,581,944 5,317,186 3,072,389 475,000 2,574,515 0 499,092 399,938 1,180,033 56,520 370,510 17,581,912 55,389 199,000 423,934 754,418 723,700 117,500 5,969,752 4,759,514 1991-92 BUDGET 56,200 3,560,000 0 1,710,000 0 0 1 ,494,365 730,100 3,315,000 2,000,000 250,000 0 0 14,000,000 0 0 0 170,000 187,500 913,000 0 0 0 503,416 0 3,028 2,535,000 2,277,500 5,000,000 11,400,000 464,000 11,864,000 %INCR (DEC) ;: 91 -92 BUDGET TO 1990-91 BUDGET -97.87% -66.57% -100.00% 2.76% -100.00% -100.00% | -71 .90% 1 -76.24% 1 597.89% 1 -22.32% 1 -100.00% | -100.00% iii 1086.41% | -100.00% ||: -100.00% l-l -100.00% 1 -100.00% | -100.00% 1 -100.00% | -33.27% 1 -100.00% 1 -57.54% | -52.15% TOTAL CAPITAL FUNDS 22,110,668 11,140,201 32,562,742 64,833,019 50,569,109 -22.00% TOTAL OPERATING BUDGET 50,626,014 59,268,728 65,406,118 71,231,865 70,658,342 -0.81% TOTAL BUDGET 72,736,682 70,408,929 97,968,860 136,064,884 121,227,451 -10.90% 19 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1991-92 SOURCE OF FUNDS GENERAL FUND ^ZWfSSmXSSfSfSS!ilSW#&##X&#Z<fZ&Z'Z>-Z-Z'. TAXES PROPERTY TAX SALES TAX TRANSIENT TAX FRANCHISE TAX TRANSFER TAX TRAILER COACH IN-LIEU TOTAL TAXES LICENSES AND PERMITS CONSTRUCTION PERMITS BUSINESS LICENSES LICENSE TAX-CONSTRUCTION OTHER LICENSES & PERMITS TOTAL LICENSES & PERMITS STATE SUBVENTIONS ESTIMATED REVENUE FY 1990-91 $13,900,000 10,808,000 3,600,000 750,000 410,000 18,000 29,486,000 1 ,084,484 875,000 800,000 100,000 2,859,484 CIGARETTE TAX 1 40,000 VEHICLE IN-LIEU 2,250,000 HOMEOWNERS PROP. TAX REIMS. 295,000 TOTAL STATE SUBVENTIONS CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES ZONE PLAN FEES WEED CLEANING AMBULANCE FEES RECREATION FEES OTHER CHARGES OR FEES TOTAL CHARGES FOR SERVICES FINES AND FORFEITURES INTEREST INTERDEPARTMENTAL CHARGES OTHER REVENUE SOURCES TOTAL GENERAL FUND 2,685,000 750,000 575,000 1,300,000 125,000 35,000 230,000 770,000 200,000 3,985,000 550,000 2,000,000 1 ,800,000 200,000 43,565,484 PROJECTED REVENUE FY 1990-91 $13,400,000 10,000,000 3,200,000 780,000 260,000 20,000 27,660,000 530,000 840,000 550,000 265,000 2,185,000 150,000 2,125,000 295,000 2,570,000 890,000 420,000 1,000,000 140,000 35,000 200,000 700,000 650,000 4,035,000 530,000 2,000,000 1 ,625,000 525,000 41,130,000 ESTIMATED REVENUE FY 1991 -92 $14,560,000 10,500,000 3,350,000 800,000 275,000 20,000 29,505,000 530,000 875,000 500,000 280,000 2,185,000 150,000 2,385,000 295,000 2,830,000 1,100,000 460,000 1 ,050,000 110,000 35,000 190,000 700,000 680,000 4,325,000 550,000 2,000,000 1 ,925,000 250,000 43,570,000 DIFFERENCE $1,160,000 500,000 150,000 20,000 15,000 0 1 ,845,000 0 35,000 (50,000) 15,000 0 0 260,000 0 260,000 210,000 40,000 50,000 (30,000) 0 (10,000) 0 30,000 290,000 20,000 0 300,000 (275,000) 2,440,000 AS% OF FY 90-91 PROJECTED 8.66% 5.00% 4.69% 2.56% 5.77% 0.00% 6.67% 0.00% 4.17% -9.09% 5.66% 0.00% 0.00% 12.24% 0.00% 10.12% 23.60% 9.52% 5.00% -21.43% 0.00% -5.00% 0.00% 4.62% 7.19% 3.77% 0.00% 18.46% -52.38% 5.93% 20 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1991-92 SOURCE OF FUNDS SPECIAL REVENUE FUNDS :•:•:•:•^:vX•:•:•:•:•:<•^^^^^:-^x•:•:-:•:•:-:-:-:-:-:•:o:•:•x•:•:•x•^:•^:•x<•:•^:^•:•:•:•:•:•:•^:•:•:•:•^:•:•^:•:- CDBG ADMINISTRATION GRANT REVENUE POLICE ASSET FORFEITURE ASSET FORFEITURES INTEREST TOTAL HOUSING INTEREST FEDERAL GRANT TOTAL AUDIO-VISUAL INSURANCE INTEREST INSURANCE FEES TOTAL STREET LIGHTING INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES DAMAGE REIMBURSEMENT TOTAL STREET TREE MAINTENANCE INTEREST TREE MAINTENANCE FEES INTERDEPARTMENTAL TOTAL MEDIAN MAINTENANCE INTEREST MEDIAN MAINTENANCE FEES TOTAL ESTIMATED PROJECTED REVENUE REVENUE FY 1990-91 FY 1990-91 65,000 60,100 150,000 225,000 8,000 9,000 158,000 234,000 1,000 17,000 1,650,000 1,800,000 1,651,000 1,817,000 6,000 3,000 70,000 64,000 76,000 67,000 4,000 10,600 27,000 27,000 570,000 570,000 5,000 5,000 606,000 612,600 2,500 3,700 295,705 295,000 96,700 96,700 394,905 395,400 0 1,500 116,100 116,100 116,100 117,600 ESTIMATED REVENUE FY 1991 -92 75,200 225,000 9,000 234,000 15,000 2,090,006 2,105,006 2,500 65,000 67,500 10,000 44,000 785,000 1,000 840,000 3,200 485,000 81,200 569,400 1,500 235,000 236,500 DIFFERENCE 15,100 0 0 0 (2,000) 290,006 288,006 (500) 1,000 500 (600) 17,000 215,000 (4,000) 227,400 (500) 190,000 (15,500) 174,000 0 118,900 118,900 AS% OF FY 90-91 PROJECTED 25.12% 0.00% 0.00% 0.00% -11.76% 16.11% 15.85% -16.67% 1.56% 0.75% -5.66% 62.96% 37.72% -80.00% 37.12% -13.51% 64.41% -16.03% 44.01% 0.00% 102.41% 101.11% 21 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1991-92 SOURCE OF FUNDS BUENA VISTA CHANNEL INTEREST BUENA VISTA FEES TOTAL STATE GRANTS INTEREST GRANTS TOTAL FEDERAL GRANTS INTEREST GRANTS TOTAL SENIOR PROGRAMS GRANTS . DONATIONS TOTAL TOTAL SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS LIBRARY BONDS PROPERTY TAX INTEREST TOTAL SEWER BONDS PROPERTY TAX INTEREST TOTAL TOTAL DEBT SERVICE FUNDS ESTIMATED PROJECTED REVENUE REVENUE FY 1990-91 FY 1990-91 0 4,700 100,000 100,000 100,000 104,700 1 ,000 8,000 172,470 172,000 173,470 180,000 0 1,500 0 40,000 0 41,500 156,913 153,050 60,000 75,000 216,913 228,050 3,557,388 3,857,950 23,000 22,300 100 400 23,100 22,700 126,000 126,000 1,000 900 127,000 126,900 150,100 149,600 ESTIMATED REVENUE FY 1991 -92 4,500 100,000 104,500 5,000 202,600 207,600 1.500 42,330 43,830 156,913 75,000 231,913 4,715,449 9,008 300 9,308 20,502 1,000 21,502 30,810 AS% OF FY 90-91 DIFFERENCE PROJECTED (200) 0 (200) (3,000) 30,600 27,600 0 2,330 2,330 3,863 0 3,863 857,499 (13,292) (100) (13,392) (105,498) 100 (105,398) (118,790) -4.26% 0.00% -0.19% -37.50% 17.79% 15.33% 5.83% 5.61% 2.52% 0.00% 1.69% 22.23% -59.61% -25.00% -59.00% -83.73% 11.11% -83.06% -79.41% 22 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1991-92 SOURCE OF FUNDS ENTERPRISE FUNDS WATER MAINTENANCE RECONNECT FEES INTEREST READY TO SERVE CHARGE FIRE PROTECTION METER CONNECTION FEES LATE CHARGES MISCELLANEOUS TOTAL SEWER MAINTENANCE INTEREST SERVICE CHARGES LATERAL CONNECTIONS MISCELLANEOUS TOTAL SOLID WASTE MANAGEMENT INTEREST GRANTS RECYCLING FEE TOTAL GOLF COURSE INTEREST CONTRIBUTIONS TOTAL TOTAL ENTERPRISE FUNDS ESTIMATED PROJECTED REVENUE REVENUE FY 1990-91 FY 1990-91 S: 10,000 45,000 1,300,000 6,000 72,000 125,000 50,000 1,608,000 125,000 2,200,000 23,000 0 2,348,000 0 0 0 0 20,000 740,000 760,000 4,736,000 10,000 30,000 1,390,000 35,000 85,000 170,000 45,000 1 ,765,000 50,000 2,200,000 13,000 2,000 2,265,000 900 32,000 0 32,900 20,000 740,000 760,000 4,822,900 ESTIMATED REVENUE FY 1991-92 10,000 27,000 1,400,000 35,000 85,000 175,000 50,000 1 ,782,000 40,000 3,476,000 45,000 0 3,561 ,000 1,200 30,000 0 31,200 22,000 329,800 351,800 5,726,000 DIFFERENCE 0 (3,000) 10,000 0 0 5,000 5,000 17,000 (10,000) 1,276,000 32,000 (2,000) 1 ,296,000 300 (2,000) 0 (1,7001 2,000 (410,200) (408,2001 905,100 AS% OF FY 90-91 PROJECTED 0.00% -10.00% 0.72% 0.00% 0.00% 2.94% 11.11% 0.96% -20.00% 58.00% 246.15% -100.00% 57.22% 33.33% -6.25% -5.17% 10.00% -55.43% -53.71% 18.77% 23 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1991-92 ESTIMATED PROJECTED REVENUE REVENUE SOURCE OF FUNDS FY 1 990-91 FY 1 990-91 WATER DISTRICT FUNDS |i; WATER OPERATIONS WATER REVENUES ENQ & OTHER SERVICES MISCELLANEOUS REVENUE INTEREST TOTAL WATER DIST PROJECT REPL CAPITAL SURCHARGE PROPERTY TAX CITY CONTRIBUTIONS INTEREST TOTAL WATER DIST MAJOR FACILITIES MAJOR FACILITY CHARGE INTEREST INCOME TOTAL TOTAL WATER DISTRICT INTERNAL SERVICES FUNDS WORKERS' COMP SELF-INSURANCE INTEREST SERVICES TOTAL LIABILfTY SELF-INSURANCE INTEREST SERVICES TOTAL HEALTH INSURANCE INTEREST INTERDEPARTMENTAL REIMBURSEMENTS TOTAL 6,008,200 150,000 50,000 270,000 6,478,200 875,000 560,000 0 20,000 1 ,455,000 1 ,400,000 600,000 2,000,000 9,933,200 k 50,000 750,000 800,000 120,000 498,200 618,200 45,000 1 ,360,000 240,000 1 ,645,000 6,008,200 150,000 50,000 270,000 6,478,200 875,000 560,000 0 20,000 1 ,455,000 1 ,400,000 600,000 2,000,000 9,933,200 35,000 750,000 785,000 83,000 498,200 581,200 45,000 1 ,360,000 220,000 1,625,000 ESTIMATED REVENUE FY 1991 -92 6,781 ,000 107,000 24,000 291,000 7,203,000 1,015,000 700,000 4,300,000 350,000 6,365,000 1 ,496,000 369,000 1 ,865,000 15,433,000 30,000 576,225 606,225 95,000 1 ,000,000 1,095,000 70,000 1,130,700 240,000 1,440,700 DIFFERENCE 772,800 (43,000) (26,000) 21,000 724,800 140,000 140,000 4,300,000 330,000 4,910,000 96,000 (231 ,000) ^135,000) 5,499,800 (5,000) (173,775) [178,775) 12,000 501,800 513,800 25,000 (229,300) 20,000 (184,300) AS% OF FY 90-91 PROJECTED 12.86% -28.67% -52.00% 7.78% 11.19% 16.00% 25.00% 1650.00% 337.46% 6.86% -38.50% -6.75% 55.37% -14.29% -23.17% -22.77% 14.46% 100.72% 88.40% 55.56% -16.86% 9.09% -11.34% 24 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1991-92 SOURCE OF FUNDS VEHICLE MAINTENANCE INTERDEPARTMENTAL MISCELLANEOUS TOTAL VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST SALE OF PROPERTY TOTAL DATA PROCESSING INTEREST CHARGES TOTAL ESTIMATED PROJECTED REVENUE REVENUE FY 1990-91 FY 1990-91 1,155,063 50,000 1 ,205,063 798,720 12,000 0 810,720 14,000 732,690 746,690 TOTAL INTERNAL SERVICE FUNDS 5,825,673 OTHER FUNDS REDEVELOPMENT FUNDS INTEREST TOTAL LOW AND MOD INCOME HSNG INTEREST TOTAL REDEVELOPMENT DEBT SRV BOND INTEREST TOTAL CAPITAL PROJECTS - BONDS CAPTIAL PROJECTS - REDEV TOTAL OTHER FUNDS 80,000 80,000 300,000 120,000 420,000 1 ,200,000 125,000 1 ,325,000 0 0 1 ,825,000 1,094,000 48,000 1,142,000 776,800 41,000 40,000 857,800 18,000 760,000 778,000 5,769,000 80,000 80,000 300,000 120,000 420,000 1 ,265,000 263,000 1 ,528,000 262,656 38,000 2,290,656 ESTIMATED REVENUE FY 1991 -92 1,223,600 50,000 1,273,600 833,400 40,000 40,000 913,400 18,000 808,800 826,800 6,155,725 115,000 50,000 360,000 70,000 430,000 1,440,000 150,000 1 ,590,000 100,000 25,000 2,070,000 AS% OF FY 90-91 DIFFERENCE PROJECTED 129,600 2,000 131,600 56,600 (1,000) 0 55,600 0 48,800 48,800 386,725 35,000 35,000 60,000 (50,000) 10,000 175,000 (113,000) 62,000 (162,656) (13,000) 107,000 11.85% 4.17% 11.52% 7.29% -2.44% 0.00% 6.48% 0.00% 6.42% 6.27% 6.70% 43.75% 0 20.00% -41 .67% 2.38% 13.83% -42.97% 4.06% -61 .93% -34.21% 4.67% 25 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1991-92 SOURCE OF FUNDS CAPITAL FUNDS | GENERAL CAPITAL CONSTR PUBLIC FACILITY FEE PARK IN LIEU ZONE 5 PARK FEE TRAFFIC IMPACT FEE BRIDGE AND THOROUGHFARE PLANNED LOCAL DRAINAGE SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE GAS TAX COUNTY GRANTS GOLF BONDS HOSP GROVE PUBLIC ART (1% FUND) ASSESSMENT DISTRICTS LTR CREDIT/FOOTE LTR CREDIT/ZONE 19 AVIARA LOAN FEDERAL GRANT REVENUE SHARING STATE GRANTS CDBG SENIOR GRANT/TRUST COMMUNCTY FACILITIES DISTRICT BONDS TAX ASSESSMENTS INTEREST DEBT SERVICE TOTAL CMMTY FCLTY DISTR TOTAL TOTAL OPERATING FUNDS ESTIMATED REVENUE FY 1990-91 1,752,177 4,358,699 252,292 222,877 712,304 657,500 0 966,621- 1,053,000 1,875,000 0 935,000 300,000 8,000,000 14,050 187,500 0 2,400,000 246,528 0 0 0 0 0 23,933,548 66,012,845 PROJECTED REVENUE FY 1990-91 164,000 5,543,000 579,000 275,000 767,000 694,000 186,000 2,907,000 654,000 10,000 0 1,183,000 344,000 116,000 160,000 34,000 16,705,000 0 1,535,000 19,000 148,000 327,000 0 0 0 0 0 32,350,000 64,235,650 ESTIMATED REVENUE FY 1991 -92 0 1,821,974 454,472 200,000 757,699 0 0 1,190,410 3,015,000 1 ,875,000 400,000 875,000 320,000 14,000,000 0 562 0 170,000 187,500 913,000 0 0 520,000 200,000 3,028 2,255,000 8,422,000 166,000 464,000 11,307,000 38,210,645 69,470,984 DIFFERENCE (164,000) (3,721,026) (124,528) (75,000) (9,301) (694,000) (186,000) (1,716,590) 2,361,000 1 ,865,000 (308,000) (24,000) 13,884,000 (33,438) (16,705,000) (1 ,535,000) 372,000 (127,000) 2,255,000 8,422,000 166,000 464,000 11,307,000 4,366,117 5,415,334 AS% OF FY 90-91 PROJECTED -67.13% -21.51% -27.27% -1.21% -100.00% -100.00% -59.05% 361.01% -26.04% 11968.97% -100.00% 251 .35% -38.84% 100.00% 100.00% 100.00% 100.00% 100.00% 13.50% 8.43% TOTAL CAPITAL FUNDS GRAND TOTAL 27,388,548 $93,401 ,393 36,105,656 $100,341,306 46,565,645 $116,036,629 8,965,461 $14,380,795 24.83% 14.33% 26 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED |CiW COUNCIL EXECUTIVE ASSISTANT TOTAL CITY COUNCIL ICrTY MANAGER CITY MANAGER ASSISTANT CITY MANAGER FINANCIAL SERVICES MANAGER ASSISTANT TO CITY MANAGER SECRETARY TO C. MANAGER SECRETARY I CLERK TYPIST I TOTAL CITY MANAGER | INFORMATION SYSTEMS ADMINISTRATION INFORMATION SYSTEMS DIRECTOR ASSISTANT CITY CLERK STENO CLERK II MINUTES CLERK CLERK TYPIST II SECRETARY II TOTAL INFORMATION SYSTEMS DATA PROCESSING PROGRAMMER/OPERATOR PROGRAMMER/ANALYST MICRO COMPUTER SPECIALST DATA PROCESSING MANAGER TOTAL DATA PROCESSING TOTAL INFORMATION SYSTEMS iCiiilfQRNEY CITY ATTORNEY ASSISTANT CITY ATTORNEY DEPUTY CITY ATTORNEY SECRETARY TO C. ATTORNEY SECRETARY II TOTAL CITY ATTORNEY 1 1 1 1 1 1 1 1 1 7 1 1 1 1 1 1 6 2 1 1 1 5 11 1 1 1 1 1 5 1 1 1 1 1 1 1 1 1 7 1 1 1 1 1 1- 6 2 1 1 1 5 11 1 1 1 1 1 5 0 0 0 0 0 0 27 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED IRNANCE FINANCE DIRECTOR ASSISTANT FINANCE DIRECTOR SR MANAGEMENT ANALYST ACCOUNTANT ACCOUNTANT - WATER ACOUNTING SUPERVISOR ACCOUNT CLERK II ACCOUNT CLERK II - WATER ACOUNT CLERK I AUDITOR BUSINESS LICENSE REPRESENTIVE SECRETARY II TOTAL FINANCE [RISK MANAGEMENT RISK MANAGER SECRETARY II TOTAL RISK MANAGEMENT (PURCHASING PURCHASING OFFICER SECRETARY I BUYER STOREKEEPER MESSENGER TOTAL PURCHASING [HUMAN RESOURCES HUMAN RESOURCES DIRECTOR COMPENSATION & BENEFITS MGR EMPLOYMENT SERVICES MANAGER HUMAN RESOURCES ANALYST HUMAN RESOURCES ASSISTANT SECRETARY II CLERK TYPIST II COMPENSATION TECHNICIAN TOTAL HUMAN RESOURCES iRESSABGltQFjleE: MGR OF RESEARCH & ANALYSIS SR MANAGEMENT ANALYST SECRETARY I TOTAL RESEARCH 1 1 1 3 0 2 4 0 2 1 1 1 17 1 1 2 1 1 2 1 1 6 1 1 1 1 1 1 1 1 8 I 1 2 1 4 1 1 1 3 1 2 2 1 2' 1 1 1 17 1 1 2 1 1 2 1 1 6 1 1 1 1 1 1 1 1 8 1 2 1 4 1 -2 1 0 0 0 0 0 m Hk m m p M P m mm 28 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED IPOUCE i ADMINISTRATION POLICE CHIEF MANAGEMENT ANALYST SECRETARY II TOTAL ADMINISTRATION OPERATIONS POLICE CAPTAIN POLICE LIEUTENANT POLICE SERGEANT SENIOR POLICE OFFICER POLICE OFFICER POLICE SERVICES AIDE TOTAL OPERATIONS INVESTIGATIONS POLICE LIEUTENANT POLICE SERGEANT SENIOR POLICE OFFICER POLICE OFFICER POLICE SERVICE AIDE SECRETARY I TOTAL INVESTIGATIONS VICE NARCOTICS POLICE SERGEANT POLICE OFFICER TOTAL VICE NARCOTICS TECHNICAL SERVICES POLICE CAPTAIN POLICE SERGEANT POLICE OFFICER RECORDS & COMMUNIC SUPERV SUPERVISING COMMUNICATOR COMMUNICATION OPERATOR II POLICE RECORDS CLERK II CRIME PREVENT TECH SECRETARY I TOTAL TECHNICAL SERVICES DARE PROGRAM POLICE OFFICER TOTAL DARE PROGRAM 1 1 1 3 1 4 6 10 32 1 54 1 1 8 1 1 2 14 1 2 3 1 1 2 1 1 13 6 1 1 27 0 0 1 1 1 3 1 4 6 10 32 1 54 1 1 8 1 1 2 14 1 2 3 1 1 0 1 1 13 6 1 1 25 2 2 0 0 0 0 -2 -2 2 2 29 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION m 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED TRAFFIC POLICE SERGEANT SENIOR POLICE OFFICER POLICE OFFICER POLICE SERVICES AIDE TOTAL TRAFFIC TOTAL POLICE IRRE I FIRE CHIEF FIRE BATTALION CHIEF FIRE CAPTAIN FIRE CAPTAIN SPECIALIST FIRE ENGINEER FIRE FIGHTER PARAMEDIC-FIRE FIGHTER SECRETARY II SECRETARY I FIRE PREVENTION OFFICER I FIRE PREVENTION OFFICER II FIRE PREVENTION OFFICER III TOTAL FIRE [ BUILDING; INSPECTION I PRINC BUILDING INSPECTOR BUILDING INSPECTOR III BUILDING INSPECTOR II BUIDLING INSPECTOR I CODE ENFORCEMENT OFFICER CODE ENFORCEMENT OFFICER I BUILDING TECHNICIAN II TECHNICIAN I PERMIT CLERK TOTAL BUILDING INSPECTION [GQMMlJEyi||QPME^ COMMUNITY DEVEL DIRECTOR SENIOR MANAGEMENT ANALYST SECRETARY II CLERK TYPIST I RECEPTIONIST/CASHIER TOTAL COMM DEV ADMINIST 1 4 2 1 8 109 1 4 18 4 18 12 18 1 1 1 1 2 81 1 2 4 1 1 1 1 2 2 15 1 1 1 2 1 6 1 4 2 1 8 109 1 4 18 4 18 12 18 1 1 0 2 2 81 1 2 4 1 1 1 1 2 2 15 1 1 1 2 1 6 0 0 -1 1 0 0 0 *m m m m in Pk m 30 m m CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED [ENGINEERING | ADMINISTRATION CITY ENGINEER ASSOCIATE CIVIL ENGINEER SR MANAGEMENT ANALYST MANAGEMENT ANALYST SECRETARY II WORD PROCESS OPERATOR II CLERK TYPIST II TOTAL ADMINISTRATION DEVELOPMENT ASSISTANT CITY ENGINEER PRINCIPAL CIVIL ENGINEER ASSOCIATE CIVIL ENGINEER ASSISTANT CIVIL ENGINEER ENGINEERING TECHNICIAN II TECHNICIAN I TOTAL DEVELOPMENT MUNICIPAL PROJECTS MUNICIPAL PROJECT MANAGER PRINCIPAL CIVIL ENGINEER ASSOCIATE CIVIL ENGINEER ENGINEERING TECHNICIAN II PRINCIPAL CONSTRUCTION INSPECT SR CONSTRUCTION INSPECTOR CONSTRUCTION INSPECTOR ENGINEERING INSPECTOR - WATER SR ENGINEERING INSP - WATER PERMIT CLERK TOTAL MUNICIPAL PROJECTS TRANSPORTATION TRAFFIC ENGINEER ASSOCIATE CIVIL ENGINEER ASSISTANT CIVIL ENGINEER TOTAL TRANSPORTATION TOTAL ENGINEERING 1 0 1 1 2 3 1 9 1 2 7 2 3 1 16 1 2 4 2 1 2 5 0 0 1 18 1 2 1 4 47 1 0.5 1 1 2 3 1 9.5 1 2 7 2 3 1 16 1 2 4 2 1 2 5 1 1 1 20 1 2 1 4 49.5 0.5 0.5 0 1 1 2 0 2.5 31 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED (GROWTH MANAGEMENT GROWTH MANAGEMENT MANAGER SR MANAGEMENT ANALYST ASSOCIATE CIVIL ENGINEER SENIOR PLANNER TOTAL GROWTH MANAGEMENT [PLANNING PLANNING DIRECTOR ASSISTANT PLANNING DIRECTOR SR MANAGEMENT ANALYST PRINCIPAL PLANNER SENIOR PLANNER ASSOCIATE PLANNER ASSISTANT PLANNER PLANNING TECHNICIAN I PLANNING TECHNICIAN II GRAPHIC TECHNICIAN SECRETARY II WORD PROCESS OPERATOR I WORD PROCESS OPERATOR II TOTAL PLANNING iilST0R|<j;PRESERVATlON MANAGEMENT ANALYST TOTAL HISTORIC PRESERVATION [GEOGRAPHIC INFORMATION 1 1 1 1 4 1 1 2 2 4 7 3 1 1 1 1 1 2 27 0 0 GEOGRAPHIC INFO SYSTEM COORD 1 GEOGRAPHIC INFO SYSTEM TECH TOTAL GEOGRAPHIC INFORMATION 1 2 1 1 0.5 1 3.5 1 1 2 2 4 7 3 1 1 1 1 1 2 27 0.5 0.5 1 1 2 -0.5 -0.5 0 0.5 0.5 0 1m 1I m f fin I 32 to m CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED ! LIBRARY I LIBRARY ADMINISTRATION LIBRARY DIRECTOR ASSISTANT LIBRARY DIRECTOR LIBRARIAN III LIBRARY ASSISTANT II SECRETARY II MANAGEMENT ANALYST GRAPHIC ARTIST MESSENGER ACCOUNT CLERK I TOTAL ADMINISTRATION CIRCULATION LIBRARY ASSISTANT III LIBRARY ASSISTANT II LIBRARY ASSISTANT I TOTAL CIRCULATION REFERENCE SERVICES LIBRARIAN III LIBRARIAN II LIBRARIAN I LIBRARY ASSISTANT I TOTAL REFERENCE GENEAOLOGY/LOCAL HISTORY LIBRARIAN III TOTAL GENEAOLOGY CHILDREN'S SERVICES LIBRARIAN III LIBRARIAN II LIBRARY ASSISTANT II TOTAL CHILDREN'S TECHNICAL SERVICES LIBRARIAN III LIBRARIAN II LIBRARY ASSISTANT II LIBRARY ASSISTANT I CLERK TYPIST II TOTAL TECHNICAL COLLECTION DEVELOPMENT LIBRARIAN III LIBRARY ASSISTANT II TOTAL COLLECTION DEVEL 1 1 1 2 1 0 1 1 1 9 1 1 1 3 1 2 1 1 5 1 1 1 1 1 3 1 2 3 1 1 8 0 0 0 1 1 0 0 1 1 1 1 1 7 1 1 1 3 1 2 1 1 5 1 1 1 1 1 3 1 2 4 0 1 8 1 1 2 -1 -2 1 -2 0 0 0 0 1 -1 0 1 1 2 33 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED MEDIA SERVICES AUDIO VISUAL SPECIALIST TOTAL MEDIA ADULT LEARNING LIBRARIAN III CLERK TYPIST II TOTAL ADULT LEARNING BRANCH LIBRARY ASSISTANT III LIBRARY ASSISTANT I TOTAL BRANCH TOTAL LIBRARY ICULTURALARTS ARTS MANAGER COMMUNITY ARTS COORDINATOR SECRETARY I TOTAL CULTURAL ARTS [PARKS AND RECREATION ADMINISTRATION PARKS & RECREATION DIRECTOR SR MANAGEMENT ANALYST PARK PLANNER SECRETARY II CLERK TYPIST II TOTAL ADMINISTRATION PARK MAINTENANCE PARK SUPERINTENDENT PARK SUPERVISOR PARK MAINTENANCE WORKER III PARK MAINTENANCE WORKER II PARK MAINTENANCE WORKER I BUILDING MAINT CARPENTER TOTAL PARK MAINTENANCE TREE MAINTENANCE PARK SUPERVISOR TREE TRIMMER LEADWORKER TREE TRIMMER II TREE TRIMMER I TOTAL TREE MAINTENANCE 1 1 1 1 1 1 1 1 2 2 1 " 1 1 1 2 2 34 34 1 1 1 1 1 1 3 3 1 1 1 1 1 1 1 1 1 1 5 5 1 1 1 1 5 5 9 9 4 4 1 1 21 21 0.5 0.5 2 2 2 2 2 2 6.5 6.5 0 0 0 0 0 0 0 0 mI m m M• p * i 34 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED MEDIAN MAINTENANCE PARK SUPERVISOR PARK MAINTENANCE WORKER I TOTAL MEDIAN MAINTENANCE RECREATION OPERATIONS RECEPTIONIST/CASHIER RECREATION SPECIALIST I TOTAL RECREATION DERATIONS RECREATION FEE SUPPORTED RECREATION SUPERINTENDENT PRINC RECREATION SUPERV RECREATION SUPERVISOR II RECREATION SUPERVISOR I RECREATION SPECIALIST I TOTAL RECR. FEE SUPPORTED AQUATICS AQUATIC SUPERVISOR TOTAL AQUATICS SENIOR PROGRAM SR CITIZEN COORDINATOR SECRETARY 1 SITE MANAGER TOTAL SENIOR PROGRAM TOTAL PARKS & RECREATION lUTtLlTIES/MAINTENANCe | ADMINISTRATION UTILITIES/MAINTENANCE DIR ASST UTIL/MAINT DIR SR MANAGEMENT ANALYST SECRETARY II CLERK TYPIST II TOTAL ADMINISTRATION 0.5 1 1.5 3 1 4 1 1 3 1 2 8 1 1 1 1 1 3 50 1 1 1 1 1 5 0.5 1 1.5 3 1 4 1 1 3 1 2 8 1 1 1 1 1 3 50 1 1 1 1 1 5 0 0 0 0 0 0 0 35 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED STREET MAINTENANCE ENGINEERING TECHNICIAN II STREET MAINTENANCE SUPT STREET MAINTENANCE SUPERV STREET MAINTENANCE WORKER III STREET MAINTENANCE WORKER II STREET MAINTENANCE WORKER I TOTAL STREET MAINTENANCE STREET LIGHTING ELECTRICIAN II ELECTRICIAN I ELECT OPERATIONS SUPERVISOR TOTAL STREET LIGHTING BUILDING MAINTENANCE BUILDING MAINT SUPT BUILDING MAINT SUPERV SENIOR BUILDING MAINT WORKER BUILDING MAINT CARP BUILDING MAINT WORKER III BUILDING MAINT WORKER I CUSTODIAN II CUSTODIAN STREET MAINTENANCE WORKER II TOTAL BUILDING MAINTENANCE WATER UTILITY MAINT SUPERINTENDENT ACCOUNT CLERK II ENGINEERING TECH II UTILITY MAINT WORKER III METER SHOP SUPERVISOR METER READER II METER READER I TOTAL WATER SANITATION UTILITY MAINT SUPERINTENDENT ACCOUNT CLERK II ENGINEERING TECH II SEWER MAINTENANCE SUPERV UTILITY MAINT WORKER III UTILITY MAINT WORKER II MAINT WORKER I UTILITY SYSTEM OPERATOR III UTILITY SYSTEM OPERATOR II TOTAL SANITATION 0.3 1 2 5 14 3 25.3 1 1 1 3 1 1 0 2 0 0 1 9 1 15 0.5 0.5 0.3 1 1 5 1 9.3 0.5 0.5 0.4 1 1 2 1 1 1 8.4 0.3 1 2 6 13 3 25.3 1 1 1 3 1 1 1 0 1 1 1 9 0 15 0.5 0.5 0.3 1 1 5 1 9.3 0.5 0.5 0.4 1 1 2 1 1 1 8.4 0 0 1 -2 1 1 0 -1 0 0 0 f m m m m I 36 ff It CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED FLEET OPERATIONS FLEET MAINTENANCE SUPERT ACCOUNT CLERK II EQUIPMENT MECHANIC II EQUIPMENT MECHANIC I EQUIPMENT MECHANIC SUPERVISOR TOTAL FLEET OPERATIONS TOTAL UTILITIES/MAINTENANCE | HOUSING AND REDEVELOPMENT j REDEVELOPMENT AGENCY HOUSING & REDEVELOPMENT DIR SR MANAGEMENT ANALYST CLERK TYPIST II SECRETARY II TOTAL REDEVELOPMENT AGENCY AFFORDABLE HOUSING HOUSING & REDEVELOPMENT DIR SR MANAGEMENT ANALYST TOTAL AFFORDABLE HOUSING HOUSING SENIOR MANAGEMENT ANALYST HOUSING SPECIALIST I MANAGEMENT ANALYST CLERK TYPIST II TOTAL HOUSING BLOCK GRANT SR MANAGEMENT ANALYST TOTAL BLOCK GRANT TOTAL HOUSING & REDEVELOPMENT JWATER DISTRICT | GENERAL SERVCIES ADMIN GENERAL MANAGER/DE ADMINISTRATIVE MANAGER ADMINISTRATIVE ANALYST ACCOUNTANT ACCOUNTING OFFICE ASSISTANT ACCOUNT CLERK II ACCOUNT CLERK I WATER CONSERVATION SPECIALIST EXECUTIVE SECRETARY RECEPTIONIST TOTAL GENERAL SERVICES ADMIN 1 1 3 1 1 7 73 1 2 1 1 5 0 0 0 1 1 1 1 4 1 1 10 1 1 1 1 1 0 0 1 1 1 8 1 1 3 1 1 7 73 0.5 1.5 1 1 4 0.5 0.5 1 1 1 1 1 4 0.5 0.5 9.5 1 1 1 0 0 1 1 1 1 1 8 0 0 -0.5 -0.5 0.5 0.5 1 0 -0.5 -0.5 0 -1 -1 1 1 0 37 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92 BY DEPARTMENT AND CLASSIFICATION 1990-91 1991-92 REQUEST NUMBER BUDGET OVER ALLOCATED REQUEST (UNDER) 1990-91 ALLOCATED OPERATIONS SUPERINTENDENT SYSTEMS OPERATION SUPERVISOR CONSTRUCTION & MAINT SUPERV SENIOR SYSTEMS OPERATOR SERVICE COORDINATOR STOREKEEPER 1 1 1 1 1 1 SRCONSTR& MAINTENANCE WORKE 1 SYSTEMS OPERATOR II SYSTEMS OPERATOR I EQUIPMENT OPERATOR FACILITY MAINT LEADWORKER CONSTRUCTION MAINT WORKER SENIOR VALVE TECHNICIAN VALVE TECHNICIAN OPERATIONS OFFICE ASSISTANT TOTAL OPERATIONS ENGINEERING DISTRICT ENGINEER SR. ENGINEERING TECHNICIAN SR. ENGINEERING INSPECTOR ENGINEERING INSPECTOR ENGINEERING TECHNICIAN ENGINEERING SECRETARY ENGINEERING OFFICE ASSISTANT TOTAL ENGINEERING TOTAL WATER DISTRICT GRAND TOTAL 3 1 1 1 3 1 1 1 19 1 2 1 1 3 1 1 10 37 559 1 1 1 1 1 1 1 3 1 1 1 3 1 1 1 19 1 2 0 0 3 1 1 8 35 559 0 -1 -1 -2 -2 0.5 It Hi t •i + t fft w 38 i i I i i i 1 i i i i I I i i I ! I f 1 i r I I i i i CITY OF CARLSBAD ORGANIZATION CHART - 1991 CITY CLERK ASSISTANT CITY MANAGER Carlsbad MunicipalWater District Human Resources Information Systems Library Parka & Recreation Utilities/Maintenance ASSISTANT TO CITY MANAGER Research Office FINANCIAL MANAGEMENT DIRECTOR Finance Purchasing Risk Management VOTERS CITY COUNCIL CITY MANAGER FIRE CITY TREASURER CITY 1 ATTORNEY 1 POLICE COMMUNITY DEVELOPMENT DIRECTOR Building Engineering Housing & Redevelopment Planning CITY OF CARLSBAD OPERATING REVENUE 1991-92 CITY OF CARLSBAD OPERATING EXPENDITURES - 1991-92 BY MAJOR CATEGORY Other Taxes 4.4 6.2%State Subventions 2.8 3.9% Utilities 6.2 8.7% LJcenses and Permits 2.2 31% Other Special Fund 134 189% Charges lor Services 43 6.1% Water District 78 11.0% Other General Fund 47 66% Total Operating Revenues- $70.9 Values in Millions Library $3.2 4 5% Public Works $131 18 Public Saleiy $159 22.5% Redev & Housing $4 1 5 8%Iner $99 14.0% Tolai Expenditures - $70 7 Values in Millions Parks & Rec $54 76% Uhliiie; $79 9"L Water Dsmci $7 4 105% General GoV\ $4 7 6.6% CITY OF CARLSBAD ESTIMATED REVENUES 1991-92 Revenue Source Amount In Millions Percent i I I Sales Tax Property Tax Other Taxes State Subventions Licenses & Permits Utilities Water District Other Spec Funds Charges for Service Other Gn'l Fundf"\.1%,JI Revenue • II it II $10.5 $14.6 $4.4 $2.8 $2.2 $6.2 $7.8 $13.4 $4.3 $4.7 $70.9 f 1 11 14.8% 20.6% 6.2% 3.9% 3.2% 8.7% 1 1 .0% 18.9% 6.1% 6.6% 100.0% 1 1 » f 1 O I i City Service CITY OF CARLSBAD Estimated Expenditures 1991-92 Total Expenditures Amount in Millions $70.7 Percent Public Safety Public Works Utilities Parks and Recreation Library Redevelopment & Housing Water District General Gov't Other $15.9 $13.1 $7.0 $5.4 $3.2 $4.1 $7.4 $4.7 $9.9 22.5% 18.5% 9.9% 7.6% 4.5% 5.8% 10.5% 6.7% 14.0% * € I * I I i II 100.0% GENERAL FUND 1991-92 PROJECTED REVENUES TAXES $29.5 68% SUBVENTIONS $2.8 6% OTHER REVENUE $2.2 5% LICENSES & PERMITS $2.2 5% INTEREST $2 5% FINES & FORFEITURES $0.6 1% CHARGES FOR SERVICES $4.3 10% GENERAL FUND REVENUE SOURCES The most significant discretionary source of revenue is that generated for General Fund expenditures. Estimates for 1991- 92 show that Taxes constitute the largest single share of revenue at $29.5 million or 67.7% of the total. Included are Property Tax, Sales Tax, and Transient Occupancy Tax (TOT). The next largest share of revenue is within Licenses and Permits which includes Construction Permits and Business Licenses. Subventions consist of Cigarette Tax and Vehicle In-Lieu. Other Revenue includes interdepartmental service proceeds. Totals for each category above are: Taxes Subventions Other Revenue Charges for Services Fines/Forfeiture Interest Licenses and Permits $ 29,505,000 2,830,000 2,175,000 4,325,000 550,000 2,000,000 2,185,000 41 CITY OF CARLSBAD 1991-92 General Fund Budget - Expenditures - Public Safety $15.9 35.8% Maintenance $4.8 10.8% Parks & Recreation $4.4 9.9%Library $2.9 6.5% Gn'I.Gov't. $4.7 10.6% Contingencies $2 4.5% Other $1.7 3.8% Community Development $8 18.0% Total General Fund Budget - $44.4 Values in Millions CITY GENERAL FUND OPERATIONS *to IP m The General Fund supports services most commonly recognized as those being provided by the City. Revenues which support the operations come from taxes, charges for services, and state subventions. The service which constitutes the largest expenditure is that for public safety, Police and Fire at 35.8% of the total. Specific dollar amounts include: General Government Public Safety Community Development Maintenance Library/Parks Non-Departmental Contingencies $ 4,703,643 15,901,264 7,995,684 4,837,543 7,305,488 1,709,945 1,992,560 42 GENERAL FUND REVENUE COMPARISON 1990-91 AND 1991-92 PROPERTY TAX SALES TAX TRANS OCCUPANCY TAX OTHER TAXES LICENSES & PERMITS STATE SUBVENTIONS CHARGES FOR SERVCS INTEREST FINES/FORFEITURES OTHER T\ IFY 1990-91 IFY 1991-92 02468 10121416 MILLIONS OF DOLLAR Property Tax revenue is projected to increase by 8.7% in 1991-92, or $1.2 million. It was assumed that the base would increase by 2% as allowed under the provisions of Proposition 13. The remainder of the increase is projected to increase as a result of higher assessed values on new residential units sold and on the resale of existing property. Sales Tax is projected to increase by 5%, the estimated rate of inflation. No growth is estimated as no new establishments are anticipated. Transient Occupancy Tax contains a projected increase of nearly 5%. As with sales tax, this increase reflects the estimated inflation rate and no new lodging facilities opening for business. Other Taxes include Franchise Tax, Transfer Tax and Trailer Coach In-Lieu. The small average increase in projected revenue among these sources, 2.8%, accounts for inflation. Licenses and Permits, as a group, contain no projected increase and are estimated to equal the 1990-91 revenues. Business License Taxes are anticipated to increase by 5% or $35,000, an amount which can capture inflation. License Tax on new construction contains a decline of 9%, or $50,000, as it is anticipated that construction of new units will fall below 1990-91 levels. State Subventions show an increase of 10% or $260,000. Estimates are based upon information received from the State Department of Finance. Charges for Services are projected to increase by $290,000 or 7%. Increases are estimated in Planning Fees as development plans continue to be reviewed on an active basis. Zone Plan Fees show the largest decline in estimated revenues as more plans are now complete. Interest is anticipated to remain at 1990- 91 levels. Fines/Forfeitures contain no notable changes. Other includes Interdepartmental Charges which are up 18% or $300,000. The increase is due to assessing the Water District for appropriate services. 43 CARLSBAD COMMUNITY PROFILE Date Incorporated July 16,1952 Form of Government Council/Manager Area 42.2 Square Miles Population 64,264 Net Assessed Valuation $5,474,063,206 Miles of Streets 238 Fire Protection: Number of Stations Number of firefighters Police Protection: Number of Stations Number of sworn Police Officers Municipal Water District: Number of customers Miles of lines and mains Average Daily Consumption Miles of Sewers Recreation and Culture: Number of parks (improved and unimproved) Area of parks Pools Number of libraries Number of volumes 6 72 1 82 17,000 300 12.8 million gallons 103.7 36 326.88 1 2 200,481 Total number of regular City and Water District employees 559 44 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 the standards for the availability of public services and facilities. Standards for facilities are applied within the City as a whole, within the City's four quadrants, and in the City's twenty-five community or growth manage- ment zones. The Growth Management Plan has established precise standards, as adopted by the City Council 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. The Growth Management Program impacts both the Operating Budget and the Capital Improvement Program. As the Program was being developed, very little construc- tion occurred which resulted in reductions in both operating and capital develop- ment related revenues. Revenues can be expected to recover as standards are met and reasonable levels of development begin to occur. The Growth Management Plan directly affects the operating and capital budgets by requiring the construction of facilities to meet standards and the subsequent operation of those facilities. Facilities such as community centers, parks, and fire stations have been con- structed under this program. The Capital Improvement Program has been designed to specifically address areas where facilities do not comply with the adopted performance standards, or are projected to fall below standard within the next five years. 45 BUDGET PROCESS The development of the operating and capital budgets began in January, 1991 with input from all departments. Criteria for making funding requests were based upon the need to maintain existing service levels which may have suffered due to growth within the City. New programs were also encouraged in efforts to meet City Council goals and objectives. The budget proposals were received in the Finance Department in early February at which time documents were reviewed for accuracy and consistency. A more complete analysis of the budgets ensued, which entailed the application of the established policies to the requests. Each department head was also interviewed by a Budget Analyst. A written report summarizing the Analyst's findings was prepared and distributed to appropriate department heads as well as to the City Manager's budget team at the beginning of April. The team consisted of the City Manager, Assistant City Manager, Assistant to the City Manager, Community Development Director, Finance Director and Budget Analyst, who met with department heads to review their budgets, the analysis, and to receive any additional input. The budget recommended to the City Council is the result of several meetings by the City Manager's team. A City Council workshop was held on June 4, 1991 in order to overview and discuss the. This meeting was followed by two public meetings held on June 10 and June 12, 1991, conducted by the Finance Department. The purpose of the meetings was to reach out to the community and receive input on the proposed budget. The final review of the budget occurred at the Public Hearing on June 19, wherein the Council formally heard public comments, discussed pertinent issues and adopted the budget. HOW THE BUDGET DOCUMENT IS ORGANIZED The operating budget is organized by general function such as Public Safety, Community Development and General Government. Within these broad categories, the budget is organized on a departmental basis. Departments containing more than one program include a financial and brief descriptive summary. 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, financial history, along with the 91-92 budget figures, is presented. Also included are narrative statements identifying program activities and their workload measures or performance objectives. Some programs may contain personnel costs yet not reflect a number of positions. This occurs, for example, in the City Treasurer and City Clerk budgets. In these cases, costs reflected are for part-time staff only, and are not considered in the reporting method established. The Water District is included in the budget, however no account numbers are noted on the detail pages. The Water District will maintain its own accounts and accounting system as in the past. This approach may change as the City and District continue their merging process. The Capital Improvement Program and its cash flow are located toward the back of the budget. This is followed by a table outlining 1991-92 Capital Outlay. Travel detail is presented next, so that Council may review and approve these requests. Accounting occurs on a fund basis and is described more thoroughly in the following section. 46 GENERAL GOVERNMENT THE BUDGET PROCESS CITY COUNCIL GOALS CITY MANAGER AND DEPARTMENT HEADS ESTABLISH PRIORITIES FINANCE OFFICE DISTRIBUTES BUDGET GUIDELINES AND CALENDAR DEPARTMENTS PREPARE AND SUBMIT BUDGET PROPOSALS FINANCE & DEPARTMENTS DISCUSS CONCERNS/ISSUES FINANCE OFFICE ANALYZES REQUESTS AND SUBMITS TO CITY MANAGER'S OFFICE RECOMMENDATIONS FROM REVIEW SESSIONS INCORPORATED INTO PRELIMINARY BUDGET CITY MANAGER'S TEAM MEETS WITH INDIVIDUAL DEPARTMENT HEADS CITY COUNCIL REVIEWS PRELIMINARY BUDGET TWO PUBLIC MEETINGS CITY COUNCIL CONDUCTS PUBLIC HEARING RECOMMENDATIONS FROM PUBLIC HEARING INCORPORATED IN FINAL BUDGET L CITY COUNCIL ADOPTS FINAL BUDGET 47 ACCOUNTING SYSTEM 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 activity. A fund is an accounting en- tity 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 recorded when received in cash; (b) revenues are accrued when they are both measurable and collectable within the account-ing period or soon enough after the end of the period to pay liabilities of the period; and (c) expenditures, other than interest or long-term debt, are recorded when liabilities are incurred. 3) The proprietary fund types (the Water Utility and Sewer Enterprise Funds and the Internal Service Funds) use the accrual method of accounting. Revenues and expenses are recorded when earned and incurred, respectively. 4) Internal controls exist within the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to main- tain 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 exces- sive 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 net 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 Director annually prepare a budget for the City Manager showing estimated revenues and expenditures. 48 PROGRAM: FUND: DEPARTMENT: CITY COUNCIL GENERAL CITY COUNCIL ACCT * 001-1010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 104,626 19.847 0 $ 124,473 1 1989-90 ACTUAL $ 122,417 20,568 0 $ 142,985 1 1990-91 BUDGET $ 122,036 28,100 6,000 $ 156,136 1 1991-92 BUDGET $ 134,937 29,625 0 $ 164,562 1 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:PERFORMANCE OBJECTIVES: 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. 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. 49 PROGRAM: FUND: DEPARTMENT: CITY MANAGER GENERAL CITY MANAGER ACCT * 001-1020 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 340,780 48,682 8,547 $ 398,009 5 1989-90 ACTUAL $ 357,609 48,227 15,334 $ 421,170 5 1990-91 BUDGET $ 478,032 54,984 10,728 $ 543,744 7 1991-92 BUDGET 546,499 51,380 0 $ 597,879 7 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 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; goals. Assist Council in meeting annual PERFORMANCE OBJECTIVES: 1. Submit a balanced budget to the City Council. Provide quarterly fiscal updates to the Counc iI. 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.) Policy Development: development. Assist Council in policy 1. Provide accurate, timely information, develop potential alternatives and professional recommendations by staff. SIGNIFICANT CHANGES: Personnel costs have increased due to full year funding of the Financial Management Director. One Clerk Typist position is allocated but not funded. 50 PROGRAM: FUND: DEPARTMENT: PUBLIC INFORMATION GENERAL CITY MANAGER ACCT # 001-1021 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 1,948 22,391 0 $ 24,339 0 1989-90 ACTUAL $ 155 28,548 0 $ 28.703 0 1990-91 BUDGET % 0 44,127 1,373 $ 45,500 0 1991-92 BUDGET $ 0 41,400 0 $ 41,400 0 WORK PROGRAM: Provide information to the public regarding C.ity of Carlsbad services, events, activities and programs. PROGRAM ACTIVITIES: Publications: Development of newsletter items to be included in Parks and Recreations brochure, informational brochures regarding City services and programs. Develop press releases informing the public and news media of current actions by the City of Carlsbad. Responsiveness: Respond to telephone and personal requests for information promptly and effectively. Provide courteous and efficient service for visitors at City Hall. Maintain central information display in lobby of City Council/City Manager's Offices. PERFORMANCE OBJECTIVES: 1. Preparation of quarterly newsletter items for publication in City of Carlsbad Parks & Recreation brochure; develop FYI brochure about special events. 1. Provide information to the public in a timely, courteous and professional manner. Appreciation Events: Development of invitations and announcements for special events for members of City Staff, Boards, commissions, Committees. Enhance communication with employees and work groups. 1. Develop invitations and announcements for employee breakfast and Boards, Commissions and Committee appreciation dinner. SIGNIFICANT CHANGES: None. 51 PROGRAM: FUND: DEPARTMENT: CITY CLERK GENERAL CITY CLERK ACCT * 001-1030 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 4,305 73,757 0 $ 78,062 0 1989-90 ACTUAL $ 4,634 8,320 0 $ 12,955 0 1990-91 BUDGET $ 6,600 30,000 0 S 36,600 0 1991-92 BUDGET $ 7,105 13,500 0 $ 20,605 0 WORK PROGRAM: The City Clerk's Department is responsible for performance of duties as defined in the Government Code and the Carlsbad Municipal Code. PROGRAM ACTIVITIES: Election Services; Serves as the City's Election Officer responsible for conducting the Municipal Elections. Fair Political Practices Conanssion (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. WORKLOAD MEASURES: CY/1989 1. Elections: 1 Special 1. F iIi ngs: 33 Campaign Statements 115 Statements of Economic Interest 1 General 47 Campaign Statements 247 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. 1. Council Minutes: 65 62 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: 113 105 2. Public Hearing Notices: 46 40 3. Ordinances Published: 46 44 P Support Services: Provides staff support to the Parking Authority and Building Authority. Serves as Secretary to the Public Improvement Corporation and Water Board and Recording Secretary to the Housing and Redevelopment Commission. 1. Meetings Held: 15 47 SIGNIFICANT CHANGES: Budgeted expenses are down for fiscal year 1991-92 as there are no elections anticipated. 52 •to IP to PROGRAM: FUND: DEPARTMENT: CITY ATTORNEY GENERAL CITY ATTORNEY ACCT * 001-1210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 231,356 28,305 507 $ 260,168 3 1989-90 ACTUAL $ 295,476 35,969 6,692 $ 338,137 3 1990-91 BUDGET $ 364,419 41,761 11,655 $ 417,835 5 1991-92 BUDGET $ 391,257 51,185 0 $ 442,442 5 WORK PROGRAM: The City Attorney is the Chief Legal Officer of the City and is responsible for advising the City Council on all legal matters coining before it. The City Attorney provides administrative direction and control of the Office of the City Attorney. The City Attorney assists the City's administrators in accomplishing the goals and objectives of the City Council in the legally most appropriate and expeditious way. PROGRAM ACTIVITIES: To provide quality legal services to the City Council, Carlsbad Municipal Water District, Parking Authority, Building Authority, Redevelopment Agency, City Manager, Department Heads and the City's Boards and Commissions. Prosecute all violations of the municipal code and represent the City in litigation. SIGNIFICANT CHANGES: None. 53 PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE ACCT * 001-1310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 544,233 314,372 11,867 $ 870,472 15 1989-90 ACTUAL $ 627,098 401,968 21,819 $ 1,050,885 16 1990-91 BUDGET $ 730,582 540,633 14,700 $ 1,285,915 17 1991-92 BUDGET $ 784,557 300,976 3,000 $ 1,088,749 17 WORK PROGRAM: The Finance Department pays the bills 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 Manager and City Council. PROGRAM ACTIVITIES: Financial Management Administration; Provide long- range financial planning services, including the funding of growth management related facilities, long-range operating revenue and expense forecasts. 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 1913/15 Act Assessment and MeUo-Roos Districts. Accounts Receivable: Bill and collect revenue for the City; includes utilities, business license, ambulance, parking citations, and emergency response bi11i ngs. Accounts Payable; Assembles and pays the debts of the City, including payroll. Satisfies require- ments of taxing agencies. General Accounting: Prepares and maintains accurate financial records; includes grants, capital projects, enterprise funds, assessment districts, investments, and fixed assets. Audits; Reviews records of businesses in City that support business license, sales taxes, franchise fees, and TOT revenue. Perform compliance reviews and internal audits of City departments. PERFORMANCE OBJECTIVES: 1. Present results of fiscal impact analysis of General Plan. 2. Update and report City's long-range financial projections. 1. Prepare annual capital and operating budgets which include program activity and output measures or performance objective statements. 2. Monitor expenditures monthly to insure budgetary integrity. 1. Issue bonds for initial capital projects. 2. Establish CFD No. 1 tax rates. 3. Establish recording system for Alga Road Assessment agreements. 1. Establish business license field inspection system. 2. Revise ordinance to base business license fee on prior year's actual receipts. 1. Maintain turnaround time of 30 days to process and pay invoices. 1. Distribute monthly expenditure summary on 5th working day of month. 2. Survey City departments to determine departmental financial needs/requirements. 3. Provide City Manager and Council with timely monthly financial reports. 1. Audit 40 major retailers and businesses; 3 major hotels/motels; all franchise fees. 2. Review Carlsbad Convention and Visitors Bureau for compliance. SIGNIFICANT CHANGES: This program will be absorbing one Accountant and one Account Clerk from the Water District while giving two Account Clerk's II to the Water District. One Account Clerk I position has no funds allocated. Maintenance and Operation expenses are down due to the payment or completion in 1990-91 of one time projects, such as Hello Roos consulting and the fiscal impact analysis of the General Plan. 54 PROGRAM: FUND: DEPARTMENT: CASH MANAGEMENT GENERAL CITY TREASURER ACCT * 001-1320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 11,262 31,739 752 $ 43,753 0 1989-90 ACTUAL $ 23,237 37,838 0 $ 61,075 0 1990-91 BUDGET $ 27,306 52,250 0 $ 79,556 0 1991-92 BUDGET $ 28,541 52,542 0 $ 81,083 0 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 money coming into the treasury; ensure appropriate balances in various checking accounts; pay money on warrants signed by legally designated persons; arrange for cost-effective banking relations; arrange for a short-term borrowing program. Investment Management: Provide professional management of the City's investment portfolio investing all idle funds as directed by the City Council while conforming to all state statutes governing the investment of public funds. Recordkeeping: Develop and maintain records for all investments and investment income. Verify receipt and correctness of investments made. Reporting: Develop and prepare monthly reports to the City Council regarding 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. SIGNIFICANT CHANGES: None. PERFORMANCE OBJECTIVES: 1. Gather information regarding forecasted cash receipts and disbursements from various City and external sources. 2. Receive information of actual daily cash deposits; transfer funds between various checking accounts to ensure appropriate balances for projected disbursements. 3. Develop request for bids for banking services; evaluate bids and initiate action to award contract; monitor adequacy of banking services; arrange for line of credit. 1. Determine amount, type, and term of investment; endeavor to invest all idle funds at all times. 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 col lateralization contracts as required. ' 1. 2. 3. Maintain records to insure that all interest income is received when due. Maintain records to project investment income. Verify accuracy investments made. of confirmations with 1. Provide City Council with timely monthly reports of investment activities, related to investment policy requirements. 2. Develop from investment data base information required for the annual audit and Annual Financial Report. 1. Act as the chairman of the Investment Review Committee. 2. Review the City's investment policy with the Investment Review Committee; develop recommendations to modify; ensure compliance with the California Government Code. 55 PROGRAM: AUDIT FUND: GENERAL DEPARTMENT: FINANCE ACCT * 001-1330 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 10,900 0 $ 10,900 0 1989-90 ACTUAL $ 0 34,500 0 $ 34,500 0 1990-91 BUDGET $ 0 35,000 0 $ 35,000 0 1991-92 BUDGET $ 0 35,000 0 $ 35,000 0 WORK PROGRAM: Complete City-wide financial audit under the requirements of Federal Circular A-102. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Audit; Audit of City's financial records.1. Complete Audit and submit to Council and City Manager by December 31, 1990. SIGNIFICANT CHANGES: None. 56 PROGRAM: FUND: DEPARTMENT: PURCHASING GENERAL PURCHASING ACCT * 001-1410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 174,345 104.270 5,291 $ 283,906 5 1989-90 ACTUAL $ 182,045 157,487 4,105 $ 343,637 5 1990-91 BUDGET $ 218,875 161,732 7,461 $ 388,068 6 1991-92 BUDGET $ 247,926 151,108 0 $ 399,034 6 WORK PROGRAM: The Purchasing Department procures goods, services and equipment to meet the specialized needs of the City departments and divisions. PROGRAM ACTIVITIES: Bids and Quotations: Request bids and quotations for items and services; process Purchase Orders. PERFORMANCE OBJECTIVES: 1. Update format bid and quotation files. 2. Prepare Vetklor's List by commodities. Establish procedures for the certification of minority and women-owned businesses. 3. Prioritize capital outlay items by quarters. Public Works Contracts: Provide administrative and clerical support for Public Works contracts.1. Process Public works contracts in timely manner. 2. Update Contractor's list as prescribed by State law. 3. Refine clerical procedures for processing Public Works ^contracts. Central Stores: Provide ordering, receiving, storing and delivery of office supplies. 1. Review usage of items, make adjustments on slow-moving items. Add new items as requested. 2. Update/distrilbute stores catalog twice yearly. Messenger Services; Provide twice-daily inter- departmental mail service to City facilities. 1. Review and update messenger route and services. 2. Prepare Centralized Mail Service Report. 3. Continue bi-monthly mail memos to all departments. Surplus Property: Manage the transfer and disposal of surplus City property and lost/unclaimed Police property. 1. Inventory surplus City property quarterly. 2. Arrange storage of surplus City property. 3. Supervise disposal of surplus and lost/ unclaimed Police property. SIGNIFICANT CHANGES: None. 57 PROGRAM: FUND: DEPARTMENT: HUMAN RESOURCES GENERAL HUMAN RESOURCES ACCT * 001-1510 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 204.337 257,815 740 S 462,892 5 1989-90 ACTUAL $ 267,217 310,184 5,856 $ 583,259 6 1990-91 BUDGET $ 524,012 506,225 38,620 $ 1,068,857 8 1991-92 BUDGET $ 457,390 443,202 0 $ 900,592 8 WORK PROGRAM: Provide service to City departments, employees, and the public relative to their human resource needs; attract, retain and develop competent and motivated workforce. PROGRAM ACTIVITIES: Employment Services; Provide services in the areas of recruitment and selection focusing on continuing proactive outreach efforts to attract qualified minorities, women, veterans, and handicapped applicants. PERFORMANCE OBJECTIVES: 1. Conduct approximately 40 recruitment to attract well qualified applicants for available pos i t i ons. 2. Review City testing and screening procedures to insure that they are free from artificial barriers. 3. Update the City's Affirmative Action Plan during 1st quarter FY91-92. Classification and Compensation: Create new classifications when appropriate and coordinate reel ass if i cat ion studies. Conduct salary surveys and administer pay plans for all City employees.2. Respond to the classification needs of the organization within 60 days. Conduct all salary surveys in accordance with established guidelines. Benefits: Administer health, life, and retirement plans for all eligible City employees. 1. Educate employees relative to their benefits. 2. Develop an attractive benefits package, including research and design of a flexible benefit program. Employee and Organizational Development: Provide services to the organization in the areas of employee development and organizational development. 1. Continue to provide additional training through the Human Resource Management Seminar Series. 2. Conduct organizational training for all employees on valuing diversity in the workplace. 3. Begin to develop a new Employee Orientation Program which provides for a better understanding of the values, cultures, functions, responsibilities, and benefits with the City of Carlsbad. SIGNIFICANT CHANGES: One Clerk Typist position is allocated but not funded. Personnel costs are also down in 1991-92 due to a litigated settlement made in 1990-91. Maintenance and Operation costs are down as there are less funds allocated for various outside professional services and training. 58 ma* PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE DEPARTMENT: HUMAN RESOURCES ACCT * 613-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL S 0 1,207.949 0 $ 1,207,949 0 1989-90 ACTUAL $ 0 1,240,108 0 $ 1,240,108 0 1990-91 BUDGET S 0 1,494,854 0 $ 1,494,854 0 1991-92 BUDGET $ 0 1,743,179 0 $ 1,743,179 0 WORK PROGRAM: This fund is used to pay health insurance premiums to Northwestern National Life. SIGNIFICANT CHANGES: Escalated premium costs as well as an ever growing work force have resulted in the $248,325 increase. 59 PROGRAM: RESEARCH FUND: GENERAL DEPARTMENT: RESEARCH ACCT * 001-1610 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 144,951 18.627 6,841 $ 170,419 4 1989-90 ACTUAL $ 199,020 59,962 12,785 $ 271,767 4 1990-91 BUDGET $ 221,386 281,465 7,050 $ 509,901 4 1991-92 BUDGET $ 251,024 34,305 0 $ 285,329 4 WORK PROGRAM: Provide the City Manager's Office with the necessary resources and information to assist the City Council in making policy decisions, accomplishing their five-year vision statements, and annual goals. PROGRAM ACTIVITIES: Council Support; Respond promptly to City Council requests, prepare agenda bills, research informa- tion for Council reference to use at presentations to the public, track all follow-up action requested by Council and keep City Manager informed of status. Public Requests for Action: Respond to all public requests for action, refer to appropriate department for response and follow-up with notification and results. City Manager Staff Support: Conduct research and analysis for City Manager, prepare staff reports, make recommendations, coordinate with other departments for input. Develop high quality computer generated graphics. Serve as demographic resource. Coordinate development and updating of Departmental and Council objectives. Monitor Council follow-up requests, and guide the Child Care Commission and Child Care Consultant. WORKLOAD MEASURES: II m m m Hi 1990-91 1. Number of public requests for action reviewed: 1. Number of Demographics/Statistical requests received: 2. Number of presentation graphics designed: 200 100 300 Legislation; Monitor legislative activities in Sacramento and Washington D.C. Prepare weekly legislative status reports, review and respond to legislation in accordance with legislative platform and update legislative platform annually. Inform City departments of legislation that may affect the City and request input. 1. Number of legislative bills tracked: 150 2. Number of legislative letters written: 90 3 Number of legislative status reports prepared: 38 SIGNIFICANT CHANGES: Maintenance and Operation costs are down due to the ending of outside professional services required for addressing the enlarged SDG&E facility. Also, funds for the Child Care Consultant were encumbered during 1990-91. 60 P ttt PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL INFORMATION SYSTEMS ACCT * 001-1710 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 197,362 140,653 1,999 $ 340,014 5 1989-90 ACTUAL $ 215,907 133,676 39,940 $ 389,523 6 1990-91 BUDGET $ 282,524 144,479 263,185 $ 690,188 6 1991-92 BUDGET $ 293,275 139,210 0 $ 432,485 6 WORK PROGRAM: The Information Systems Administration Division is responsible for the maintenance and operation of tele- communications, reprographics, and records management activities. The Division also provides staff support to the City Clerk, and provides minutes for 14 City Boards, Commissions, and Committees. PROGRAM ACTIVITIES: Duplication Equipment: Keeps the City Hall copy machine operational by provision of key operator services, supplies, and current maintenance agreement. Telec ication Service:Maintains the telecommunications and call processing network for all City facilities, and approves and orders alt additions and modifications to that network. WORKLOAD MEASURES: CY/1989 1. Copies: 836,882 1. 47 outgoing trunks 500 incoming DID lines 7 La Jolla FX lines 5 WATS lines 74 OPX lines 450 Instruments 120 Additional circuits and phone .lines 959,520 47 outgoing trunks 500 incoming DID lines 7 La Jolla FX lines 5 WATS lines 74 OPX lines 450 Instruments 120 Additional circuits and phone lines 578 voice mail boxes Records Management Services: Maintains 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. Entries Indexed: 1,595 2. Pages Filmed: 63,702 3. Storage: 93 boxes of f iIes 5 micro boxes 1,769 3,278 113 boxes of files 6 micro boxes Mr -tM City Clerk Staff Support Services: Assists public and City departments with requests for information; provides research services concerning Council action since City incorporation on 7-16-52; provides maintenance and quarterly supplement service for subscriptions to the Carlsbad Municipal Code; prepares and posts agendas in accordance with "Brown Act" for City Council meetings; processes, indexes, and files all Council Meeting documents (agenda bills, resolutions, ordinances), documents to the Recorder, and processes contracts and agreements. 1. Documents Processed: 46 Agendas 618 Agenda Bills 449 Resolutions 71 Ordinances 574 Documents to Recorder 349 Contracts Agreements 91 Subscriptions to Municipal Code 68 Agendas 528 Agenda Bills 455 Resolutions 44 Ordinances 448 Documents to Recorder 205 Contracts Agreements 97 Subscriptions to Municipal Code (continued) 61 PROGRAM: FUND: DEPARTMENT: PAGE TWO ADMINISTRATION GENERAL INFORMATION SYSTEMS ACCT * 001-1710 PROGRAM ACTIVITIES: Hinutes Service; Provide minutes for City Boards. Commissions and Committees. WORKLOAD MEASURES: CY/1989 1- M'nut«s f°r UBoards. Commissions, and Committees. CY/1990 Minutes for 14 Boards, Commissions, and Committees. SIGNIFICANT CHANGES: None. m* 62 PROGRAM: FUND: DEPARTMENT: DATA PROCESSING INTERNAL SERVICE INFORMATION SYSTEMS ACCT * 640-1720 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 136,407 318,716 0 $ 455,123 2 1989-90 ACTUAL $ 190,617 298,457 0 $ 489,074 3 1990-91 BUDGET $ 252,489 508,466 297,144 $ 1,058,099 5 1991-92 BUDGET $ 278,643 462,971 18,100 $ 759,714 5 WORK PROGRAM: Provide resources that will support departments in the performance of work tasks through automation. PROGRAM ACTIVITIES: Mini Computers; Maintain all hardware and software on two HP3000's and one DEC VAX. One HP3000 is a general use computer for many applications and all departments. The other HP3000 is used solely by the Library for online catalog and circulation. Computer Aided Dispatch is the primary application on the DEC VAX at the Safety Center. PERFORMANCE OBJECTIVES: 1. Ensure that the City's three mini computers remain operational with minimum downtime. 2. Provide necessary support for all software applications. Workstations: Maintain all hardware and software on the Unix workstation used for CIS. Micro Conputers/Network: Maintain all hardware and software for over 200 micro computers and the wide area network linking City micro computers. 1. Ensure availability of hardware maintenance for the City CIS workstations. 2. Provide software support for CIS and in-house applications. 1. Ensure availability of hardware maintenance for the City wide area network including file servers, individual micro computers, peripherals and bridges to remote sites. 2. Provide support for standard software and in- house applications. Provide support necessary for wide area network linking City micro computers. Mew Applications; Implement new applications and enhance existing applications according to the Information Systems Long Range Plan and user needs. This requires an analysis of the function being automated, determining the appropriate hardware platform for compatibility and market research for available solutions to meet that analysis. Actual implementation may involve the purchase of hardware and software or developing the application in- house. 1. Meet the objectives of the long range plan and the needs of the users. 2. Encourage the appropriate use of computers to increase productivity and meet informational needs of the City. SIGNIFICANT CHANGES: Maintenance and Operation expenses are down due to a reduced need for software maintenance and lower costs for overhead costs. 63 PROGRAM: FUND: DEPARTMENT: RISK MANAGEMENT GENERAL RISK MANAGEMENT ACCT * 001-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 94,405 67,439 1,500 S 163,344 2 1989-90 ACTUAL $ 99,594 107,423 3.237 $ 210,254 2 1990-91 BUDGET $ 108,316 156,500 0 $ 264,816 2 1991-92 BUDGET $ 123,933 125,550 0 $ 249,483 2 WORK PROGRAM: The Risk Management Department administers the Insurance/Self-Insurance Program, directs the Loss Prevention/ Training Program, and controls the administration of the Claims Management Program. PROGRAM ACTIVITIES: Insurance/Self-Insurance: Directs the marketing, renewal, planning and funding of the insured and self-funded portions of the program; administers the worker's compensation and general liability self-insurance funds. PERFORMANCE OBJECTIVES: 1. To implement a facility use liability insurance program. Claims Management: Directs and administers the Claims Management Program for worker's compen- sation, property, casualty and general liability by utilizing a combination of in-house servicing and third party contract administration. 1. To provide safety training programs to each department. 2. To revise the Administrative Order and Personnel Rules dealing with work related injuries. Litigation Management: Works in conjunction with the City Attorney's Office and outside counsel to monitor, control and resolve litigated matters in the areas of worker's compensation, property, casualty and general liability. Loss Prevention/Training; Provides direction, programming and training for various City departments in order to minimize the potential risk of future losses. Special Event/Facility Use Programs; Assist with the administration of the Special Event/Facility Use Programs in order to ensure compliance with Council Policies established for the protection of the participants, sponsors, spectators and City. 1. To Revise the procedure for processing claims settlements. 1. To provide safety training programs for each department. 1. To implement a special event liability insurance program. P. » IP *» p SIGNIFICANT CHANGES: Maintenance and Operation expenses are down as insurance premiums, for proposed earthquake insurance coverage and collision coverage for vehicles, have been deferred. 64 PROGRAM: FUND: DEPARTMENT: WORKER'S COMPENSATION SELF-INSURANCE RISK MANAGEMENT ACCT * 611-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 467,673 0 $ 467,673 0 1989-90 ACTUAL $ 0 788,990 0 $ 788,990 0 1990-91 BUDGET $ 0 794,500 0 * 794,500 0 1991-92 BUDGET $ 0 1,000,000 0 $ 1,000,000 0 WORK PROGRAM: The Worker's Compensation Self-Insurance Fund is a part of the City's Risk Management Program. PROGRAM ACTIVITIES: Worker's Coapensation 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. PERFORMANCE OBJECTIVES: 1. To provide safety training programs to each department. 2. To revise the Administrative Order and Personnel Rules dealing with work related injuries. 3. To revise the procedure for processing claims settlements. SIGNIFICANT CHANGES: Increased State mandated benefit payments have resulted in the 1991-92 increase shown. 65 PROGRAM: GENERAL LIABILITY FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT * 612-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 1,317,118 0 $ 1,317,118 0 1989-90 ACTUAL $ 0 677,914 0 $ 677,914 0 1990-91 BUDGET $ 0 1,168,237 0 $ 1,168,237 0 1991-92 BUDGET $ 0 1,000,000 0 $ 1,000,000 0 WORK PROGRAM: The General Liability Self-Insurance Fund is part of the City's Risk Management Program. PROGRAM ACTIVITIES: General Liability Claims; The fund is utilized to provide payment for settlements, costs and defense expenses incurred as the result of general liabili- ty claims made against the City. It is also util- ized to pay for related administration and in- surance expenses. PERFORMANCE OBJECTIVES: 1. Revise the Facility Use Program. 2. Implement a Facility Use Liability Insurance Program. SIGNIFICANT CHANGES: None. 66 m to PROGRAM:MISC. NON-DEPARTMENTAL ACCT # 001-VARIOUS 1988-89 ACTUAL 1989-90 ACTUAL 1990-91 BUDGET 1991-92 BUDGET 10-41-2993 Community Promotion 200,000 147,182 225,000 225,000 10-50-2930 Taxes (Chamber)89 1,000 10-50-2993 Community Contributions; Big Bang Committee $ 8,500 Casa de Amparo 10,500 Hospice of the North Coast 3,500 Lifeline 10,000 North County Food Co-op 6,180 San Diego Aids Project 1,000 Women's Resource Center 17,500 YHCA Oz North Coast 15,750 57,500 62,900 84,058 72,430 19-67-1922 Hosp Grove Debt Service 153,222 768,300 876,585 488,275 19-90-2340 Leases (mandated & contractual) City Hall $ 36,000 Parking Lots 174,000 Miscellaneous 20,000 106,106 236,500 300,000 230,000 19-90-2489 Animal Regulation Contract 67,183 67,681 84,670 94,240 19-90-2520 Dues and Subscriptions 21,485 21,581 35,000 36,000 19-90-2999 Contingencies (Budget request)1,500,000 1,700,000 1,700,000 2,000,000 62-10-2211 Street Lighting Assessment 24,500 28,000 28,000 28,000 67 68 PUBLIC SAFETY PROGRAM: POLICE FUND: GENERAL DEPARTMENT: POLICE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 5,058.166 1,154,258 68,505 t 6,280,929 91 1989-90 ACTUAL $ 5,778,860 1,412,487 98,502 $ 7,289,849 100 1990-91 BUDGET $ 7,254,679 1,842,858 143,839 $ 9,241,376 109 1991-92 BUDGET $ 7,326,432 2,120,041 12,000 $ 9,458,473 109 WORK PROGRAM: To enhance the quality of life in the City of Carlsbad by working cooperatively with the public ad 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: 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. PERFORMANCE OBJECTIVES: 1.Maintain a six minute or less response time City wide for Priority One Calls. Investigations Division; Provide follow-up and investigation of crimes, diversion of juvenile offenders, enforcement of vice/narcotics violations and prepare court cases for prosecution. 1. Increase Vice/Narcotics enforcement throughout the community to reduce substance abuse and associated illegal activities. •am Technical Services Division: Provide support to all divisions in the form of communications, records, crime prevention, training and recruitment, DARE program and technological development. Community Relations: Monitor community concerns and needs, maintain positive relationship with community, and develop programs responsive to community needs. 1. Increase 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. 1. Refine and expand citizen survey program. 2. Continue positive relationship with media, provide Business Liaison services, and expand community relations activities. 3. Include community relations and input in Department Strategic Plan. 4. Maintain Citizen "Ride-Along" program. 69 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL POLICE ACCT * 001-2110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 135,551 113,837 0 $ 249,388 2 1989-90 ACTUAL $ 156,708 146,880 0 $ 303,588 2 1990-91 BUDGET $ 226,621 258,993 0 $ 485,614 3 1991-92 BUDGET $ 228,785 575,078 0 803,863 3 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 planning 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. PERFORMANCE OBJECTIVES: 1. Provide staff members with program development concepts. 2. Request and support personnel and program additions as needed to meet goals of department. 3. Assure department's budgetary responsibility. Organizational Development: Assist staff with individual and group development. 1. Enroll 10 staff members in "Investment in Excellence" training. Division Support; Provide support to department divisions to assist with meeting goals. 1. Further develop resources for divisions such as management information systems, statistical analysis, and program management and analysis. Leadership: Provide department staff with the knowledge and training necessary to carry out the department mission. 1. Maintain strong communications among staff and divisions; reinforce department's and City's Statement of Values. SIGNIFICANT CHANGES: None. 70 PROGRAM: FUND: DEPARTMENT: OPERATIONS GENERAL POLICE ACCT * 001-2120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 2,638,579 416,827 15,668 $ 3,071,074 49 1989-90 ACTUAL $ 3,027,552 527,562 76,388 $ 3,631,502 49 1990-91 BUDGET $ 3,864,794 662,971 59,175 $ 4,586,940 54 1991-92 BUDGET $ 3,870,970 616,580 0 $ 4,487,550 54 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 Services: Respond to Calls for Service for emergency and non-emergency services. Investigation of crimes and enforcement of City ordinances. WORKLOAD MEASURES: 1988 1989 1990 1. Calls for Service: 57,498 61,965 63,738 Reporting; Respond to Calls for Service, and self- initiate investigations of crimes and incidents. 1. Reports: 11,471 12,135 11,827 Response Times; Respond to Priority One (emergency) Calls for Service as quick as possible. 1. Response Times: 5.2 min. 4.8 min. 4.8 min. Preventative Patrol; Provide preventative patrol to reduce the opportunity for crime. Patrol Time vs. Activity Time measures free time to prevent crime (Patrol Time) vs. time spent responding to Calls for Service (Activity Time). Ratio can indicate workloads. 1. Patrol Time vs. Activity Time: 51% v 49% 51% v 49% 47% v 53% SIGNIFICANT CHANGES: None. 71 PROGRAM: FUND: DEPARTMENT: INVESTIGATIONS GENERAL POLICE ACCT * 001-2130 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 693,455 127,378 11,006 $ 831,839 10 1989-90 ACTUAL $ 736,690 144,405 0 $ 881,094 10 1990-91 BUDGET $ 967,349 231,933 24,768 $ 1,224,050 14 1991-92 BUDGET $ 961,769 232,950 0 $ 1,194,719 14 P to 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 establish property and evidence processing procedures. To enforce and investigate juvenile offenses, and to coordinate juvenile diversion/education groups and programs. IP m m m PROGRAM ACTIVITIES: Investigations; Investigate and follow-up on crime and incident reports. Case Closures: offenses for: Clearance rate for FBI Index Violent Crimes - includes homicide, rape, robbery and aggravated assault.* Property Crimes - includes burglary, larceny theft and motor vehicle theft.* WORKLOAD MEASURES: 1988 1989 1. No. of Reports: 1503 1516 1. Clearance Rates: 49% 47% 25% 26% 1990 1729 49% 22% Property Recovery: Property recovery rate is for burglary, larceny theft and motor vehicle theft. 1. Property Clearances: 45%49%43% Juvenile Diversion: The diversion of juveniles, both delinquent and pre-delinquent, within and prior to the criminal justice system for rehabilitative opportunities. 1.Juveniles Diverted: 400 440 500 * Note: 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). SIGNIFICANT CHANGES: None. * 72 PROGRAM: FUND: DEPARTMENT: VICE/NARCOTICS GENERAL POLICE ACCT * 001-2131 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 96,734 4.198 13,178 $ 114,110 3 1989-90 ACTUAL $ 211,951 25,886 12,999 S 250,836 3 1990-91 BUDGET $ 244,603 30,900 3,500 $ 279,003 3 1991-92 BUDGET $ 242,329 22,551 0 $ 264,880 3 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: Drug Case Investigations: The investigation of crimes related to the illegal use, distribution and sales of drugs, prostitution, gambling and other illicit activities. Complaints Received; complaints received. The investigation of felony WORKLOAD MEASURES 1989 1989 208 140 125 137 Felony Narcotics Arrests; The arrest of suspects in felony narcotics violations. 96 71 Misdemeanor Drug Arrests: The arrest of misdemeanor narcotics violations. 22 37 Search Warrants Served; The service of search warrants related to local. Federal, and regional drug violations. 30 24 SIGNIFICANT CHANGES: None. 73 PROGRAM: FUND: DEPARTMENT: TECHNICAL SERVICES GENERAL POLICE ACCT * 001-2140 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 1.070,001 444,082 2,708 $ 1,516,791 27 1989-90 ACTUAL $ 1,194,836 496,159 6,162 $ 1,697,157 28 1990-91 BUDGET $ 1,385,651 572,326 55,216 $ 2,013,193 27 1991-92 BUDGET $ 1,346,788 542,023 12,000 $ 1,900,811 25 WORK PROGRAM: Provide support to the police department in the form of police and fire emergency communications, training, crime prevention, records maintenance, automated systems coordination and recruiting and personnel. PROGRAM ACTIVITIES: iications; Provide routine and emergency communications service to police, fire and emergency medical programs. PERFORMANCE OBJECTIVES: 1. Provide Emergency Medical Update training to appropriate personnel. Crime Prevention; Presents crime prevention and neighborhood watch programs throughout the City. Assists in community relations programs and oversees the False Alarm program. 1.Produce an Hispanic version of the Neighborhood Uatch Newsletter. Training & Personnel; Coordinates all training department wide, provides recruiting services, sets up testing programs and completes P.O.S.T. mandated pre- employment investigations. Assists in coordinating public meetings and special programs. 1. Improve pre-employment investigations by developing contractual services. Records; Provides processing, filing and maintenance of all department official records. Responsible for data entry into the ARJIS program and for statewide reporting of crime information. Public reception and assistance program is also a vital program. 1. Improve the coordination and use of the CASS to improve department operations/computer application programs. SIGNIFICANT CHANGES: Two DARE program positions and expenses have been transferred out of the Technical Services Program to its own program. 74 PROGRAM: D.A.R.E. FUND: GENERAL DEPARTMENT: POLICE ACCT * 001-2141 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL $ 0 0 0 S 0 0 1990-91 BUDGET $ 0 0 0 $ 0 0 1991-92 BUDGET $ 121,733 13,619 0 $ 135,352 2 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:PERFORMANCE OBJECTIVES: Studetn Education: Provide drug abuse prevention instruction to all Carlsbad area schools including elementary, junior high and high schools. 1. Reach 3,000 - 4,000 students per year at 9 elementary schools, 1 junior high school, and 1 high school. Community Education; Assist schools and parents with drug abuse prevention programs.1. Attend parent-teacher meetings, provide workshops for parents and teachers, and participate in various community and school activities. SIGNIFICANT CHANGES: The DARE program personnel and expenses have been transferred out of Technical Services into the new DARE account. 75 PROGRAM: FUND: DEPARTMENT: RESERVE OFFICERS GENERAL POLICE ACCT # 001-2150 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 10 4,844 0 $ 4,854 0 1989-90 ACTUAL $ 1,750 3,428 799 $ 5,977 0 1990-91 BUDGET $ 4,375 8,938 0 $ 13,313 0 1991-92 BUDGET $ 4,500 8,400 0 $ 12,900 0 WORK PROGRAM: To provide support for patrol and traffic functions through the assistance of volunteer services of the Reserve Officer Program. PROGRAM ACTIVITIES: Patrol and Traffic: Provide assistance to the patrol and traffic functions by assignment as cover officers. SIGNIFICANT CHANGES: None. PERFORMANCE OBJECTIVES: 1. Provide four beat patrol coverage per week. 2. Provide special detail assistance at Fall and Spring Faires and other community events. 3. Assist traffic commercial vehicle enforcement team one day per month. 76 PROGRAM: TRAFFIC FUND: GENERAL DEPARTMENT: POLICE ACCT * 001-2160 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 423,836 43,092 25.945 $ 492,873 8 1989-90 ACTUAL $ 449,373 68,167 2,154 $ 519,694 8 1990-91 BUDGET $ 561,286 76,797 1,180 S 639,263 8 1991-92 BUDGET $ 549,558 108,840 0 $ 658,398 8 WORK PROGRAM: To provide traffic enforcement as a means of reducing accidents 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 Cityuide. WORKLOAD MEASURES: 1988 1989 1990 1.Enforcement Index: measures the ratio of hazardous citations to total collisions. 10.9 10.9 13.8 2. Number of Injury Accidents: 997 927 875 Accident Investigation: Conduct accident investigations to document location, time, and cause of traffic accidents in order to provide targeted traffic enforcement. 1. Number of Hit and Run Investigations: measures those accident investigations that are Hit and Run. n/a n/a 103 SIGNIFICANT CHANGES: None. 77 PROGRAM: FIRE FUND: GENERAL DEPARTMENT: FIRE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 3,913,978 651,005 52,105 $ 4,617,088 63 1989-90 ACTUAL $ 4,772,767 693,834 219,586 $ 5,686,187 81 1990-91 BUDGET $ 5,554,468 970,559 77,533 $ 6,602,560 81 1991-92 BUDGET $ 5,652,348 774,559 0 $ 6,426,907 81 WORK PROGRAM: To maintain and improve an environment in which people can live healthfully, move about safely, feeling confident that they and their property are protected from the hazards of fire or other emergencies. PROGRAM ACTIVITIES: To accomplish this program, the Fire Department provides a trained firefighting and emergency medical force. The Fire Department coordinates with other City departments and external agencies for disaster planning, thus providing for emergency care and a framework to assist in an orderly recovery after the emergency. 78 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL FIRE ACCT * 001-2210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 134,512 69,926 10,302 $ 214,740 2 1989-90 ACTUAL $ 157,220 77,923 0 $ 235,143 2 1990-91 BUDGET $ 281,265 170,688 12,000 $ 463,953 2 1991-92 BUDGET $ 280,331 142,091 0 $ 422,422 3 WORK PROGRAM: The administrative division coordinates the overall operation of the Fire Department. PERFORMANCE OBJECTIVES:PROGRAM ACTIVITIES: Coordination; Provide program direction and planning for all divisions. 1. Implement a customer service program by September. 2. Continue a supervisory training seminars for all Fire Captains. 3. Facilitate team building programs for all members of the management team. 4. Facilitate the remodeling of Fire Stations One and Two, 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 in the north and southeast quadrants under the Growth Management Program toward scheduling the relocation of Fire Station Three and Six. 2. Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response, Joint Powers Authorities. 3. Study the costs and feasibility of joining with other agencies in a 800 mhz dispatch radio system. SIGNIFICANT CHANGES: None. 79 PROGRAM: FUND: DEPARTMENT: FIRE SUPPRESSION GENERAL FIRE ACCT * 001-2220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 2,919.294 363,732 27,977 $ 3,311,003 44 1989-90 ACTUAL $ 3,513,908 380,545 204,854 $ 4,099,307 60 1990-91 BUDGET $ 4,070,207 496.852 51,649 $ 4,618,708 60 1991-92 BUDGET $ 4,134,382 366,040 0 $ 4,500,422 59 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 a five minute or less response time to fire and emergency calls for service 90% of the time Citywide. Training; Provide all safety personnel appropriate training in order to enhance their personal safety and also enhancing the services provided to the citizens. Conduct an annual physical fitness appraisal program for all personnel. Provide technical training to all shift personnel on a monthly basis. Develop standard operating procedures conforming to national safety guidelines by the 4th quarter. Certify all probationary firefighters as State Firefighters I by the end of their probationary year. Service: Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness. Engine companies will participate in public education programs and code enforcement inspections on an annual basis. Engine companies will participate in special community events as needed. SIGNIFICANT CHANGES: None. 80 PROGRAM: FUND: DEPARTMENT: FIRE PREVENTION GENERAL FIRE ACCT * 001-2230 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-889 ACTUAL $ 226. 196 45,719 4,981 $ 276,896 5.5 1989-90 ACTUAL $ 270,672 30,557 14,732 $ 315,961 6 1990-91 BUDGET $ 328,381 62,479 0 $ 390,860 6 1991-92 BUDGET $ 336,063 50,600 0 S 386,663 6 WORK PROGRAM: Manage the potential, for fire toss 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. Perform 260 inspections in high risk occupancies. 2. Conduct fire inspections in all City buildings annually. 3. Perform code compliance reviews on an anticipated 1,000 construction plan submit tats. 4. Perform 1,300 new construction and follow-up inspections. 5. Computerize management of fire inspections by the second quarter. Education; Conduct and participate in informative programs for the general public on disaster preparedness and fire safety. 1. Conduct fire safety education programs for 2nd 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. Mail fire safety information to the general public bi-monthly. SIGNIFICANT CHANGES: None. 81 PROGRAM: FUND: DEPARTMENT: EMERGENCY MEDICAL SERVICES GENERAL FIRE ACCT * 001-2240 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 564,101 104,614 3,845 $ 672,560 10 1989-90 ACTUAL $ 749,505 106,540 0 $ 856,045 12 1990-91 BUDGET $ 778,865 116,616 2,000 $ 897,481 12 1991-92 BUDGET $ 805,006 113,078 0 $ 918,084 12 WORK PROGRAM: Provide paramedic level ambulance 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. Operate two paramedic ambulances meeting the San Diego County criteria for paramedic level care. Training; Provide all safety personnel appropriate training in order to enhance their personal safety and also enhancing the services provided to the citizens. 1. Audit paramedic requirements set by State and County regulatory agencies quarterly. 2. Conduct an annual physical fitness appraisal program for all personnel. 3. Provide technical training to all personnel on a monthly basis. SIGNIFICANT CHANGES: None. 82 PROGRAM: FUND: DEPARTMENT: WEED ABATEMENT GENERAL FIRE ACCT * 001-2250 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 308 25,979 0 S 26,287 0.5 1989-90 ACTUAL $ 0 41,627 0 S 41,627 0 1990-91 BUDGET $ 0 54,924 0 $ 54,924 0 1991-92 BUDGET $ 0 33,350 0 $ 33,350 0 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program. PROGRAM ACTIVITIES: Hazard Identification; Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. PERFORMANCE OBJECTIVES: 1. Select 900-1100 parcels for clearance. 2. Obtain City Council approval for abatement. 3. Mail notices to property owners in May. Hazard Abatement; Assure abatement of hazards on property identified in activity 1. 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. 83 PROGRAM: FUND: DEPARTMENT: DISASTER PREPAREDNESS GENERAL FIRE ACCT * 001-2260 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 69,567 41,035 5,000 $ 115,602 1 1989-90 ACTUAL $ 81,462 56,642 0 $ 138,104 1 1990-91 BUDGET $ 95,750 69,000 11,884 $ 176,634 1 1991-92 BUDGET 96,566 69,400 0 $ 165,966 1 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. PERFORMANCE OBJECTIVES: 1. Conduct training and exercises with City Emergency Operations Center staff on disaster preparedness. 2. Work with amateur radio groups on improving the Emergency Operations Center communications capabilities. 3.Provide training to City employees pertaining to their role as Disaster Service Workers. Inter-Agency Planning; Continue the involvement of other agencies in the planning process providing coordination with City plans. 3. Continue participation as an active member of the San Diego County Unified Disaster Council. Continue work with the school districts in emergency preparedness activities and in coordinating with the City's emergency plan. Work with the media on promoting earthquake preparedness public service announcements. SIGNIFICANT CHANGES: None. 84 COMMUNITY DEVELOPMENT PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL COMMUNITY DEVELOPMENT ACCT # 001-3010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 184,056 220,934 0 $ 404,990 7 1989-90 ACTUAL $ 221,187 331,990 8,144 $ 561,321 7 1990-91 BUDGET $ 249,477 401,235 9,900 ( 660,612 5 1991-92 BUDGET $ 272,316 347,090 0 $ 619,406 5 WORK PROGRAM: Coordinate and direct Building, Engineering, Planning and Redevelopment departments in the implementation and accomplishment of their work programs. Support and assist the City Manager, City Council and City Commissions. Provide a high level of communication and service to the community, service groups, developers and other agencies. PROGRAM ACTIVITIES: Coordination; Coordinate and direct all Community Development Departments to ensure accomplishment of City Council goals and objectives. PERFORMANCE OBJECTIVES: 1. Continue quarterly review of all inter- department goals and objectives. 2. Ensure coordination between all Community Development groups at the Development Processing Counter. Communication: Enhance inter-department communication within Community Development group and other departments. 1. Provide the City Manager with a Community Development Weekly Status Report. 2. Schedule Community Development Group policy and Procedures meetings and Las Palmas Operational meetings. 3. Conduct periodic workshops to assist Community Development staff and Commissions in under- standing procedures, laws & communications. System Implementation: Successfully implement Community Development Permit Tracking and Geo Base System. SIGNIFICANT CHANGES: One Clerk Typist position is allocated but unfunded. 1. Coordinate systems development, structure and database management for the Geo Base Mapping and Permit Tracking System. 2. Coordinate training of data base users. 85 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT * 001-3020 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL S 0 0 0 $ 0 0 1990-91 BUDGET $ 90,000 165,200 0 $ 255,200 2 1991-92 BUDGET $ 90,515 126,950 0 $ 217,465 2 m m p m m m WORK PROGRAM: Continue the development of a Geographic Information System (CARGIS), a parcel-based data base, with layers of data dealing with Parcels, Street Networks, Administrative Districts, Facilities Inventories, Environmental Conditions, and Special Purpose layers of information. PROGRAM ACTIVITIES: System Development: Develop and direct the use of a city-wide, comprehensive Geographic Information System. PERFORMANCE OBJECTIVES: 1. Continue to work with a Steering Committee, comprised of the major user departments, in the development of implementation strategies. 2. Establish a base map with multiple layers of data. Have the ability to perform basic exercises, December 1991. 3. Work with major user departments to train their staff to use the CIS, and refine the departmental data. SIGNIFICANT CHANGES: None. 86 P H PROGRAM: FUND: DEPARTMENT: ENGINEERING GENERAL ENGINEERING SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 1,465,669 2,006,059 24,550 $ 3,496,278 33 1989-90 ACTUAL $ 1,849,604 3,149,355 40,472 $ 5,039,431 17 1990-91 BUDGET $ 2,603,443 3,074,335 53,340 $ 5,807,814 41 1991-92 BUDGET $ 2,736,786 2,965,927 0 $ 5,702,713 47 WORK PROGRAM: The Engineering Department provides engineering services to the public and other City departments regarding the preparation and processing of designs 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. This Department also monitors the City's interest in the Joint Powers Agreement with the Encina Uastewater Facility. 87 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL ENGINEERING ACCT * 001-3110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 1,032,910 781 ,358 10,081 $ 1,824,349 24 1989-90 ACTUAL $ 1,351,689 1,181,373 31,757 $ 2,564,819 7 1990-91 BUDGET $ 413,088 819,380 33,889 $ 1,343,053 9 1991-92 BUDGET $ 482,750 624,592 0 $ 1,107,342 9.5 WORK PROGRAM: The Administrative Division is responsible for coordinating and directing other departmental divisions to ensure accomplishment of City Council Goals and Objectives. The division also provides administrative and clerical support to all other divisions in the Department. PROGRAM ACTIVITIES: Coordination Function; Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives. PERFORMANCE OBJECTIVES: 1. Establish program and quarterly review process to ensure all management objectives are completed within established timeframe. Administrative and Clerical Support Function; Provides administrative and clerical support to all other divisions. 1.Completion of desk manuals for all positions in Administrative Division. 2. Complete cross training program for all department clerical staff during the 1991-92 fiscal year. Management Reporting System Function: Ensure that Management Reporting System is accurately maintained and generates all reports on schedule. 1. Generate and distribute Management Reports during the second week of each month. Record Keeping Function; Provide accurate records filed in a standardized and efficient manner. 1. Complete review, reorganization and microfilming of appropriate Engineering files during 1991-92 fiscal year. SIGNIFICANT CHANGES: One half of an Associate Civil Engineer position is transferred in from Growth Management. Maintenance and Operation costs have been reduced due to less reliance on outside contract services. 88 PROGRAM: FUND: DEPARTMENT: DEVELOPMENT GENERAL ENGINEERING ACCT * 001-3120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 * 0 0 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 BUDGET $ 916,872 0 5,100 $ 921,972 16 1991-92 BUDGET $ 846,348 0 0 $ 846,348 16 WORK PROGRAM: The Development Program assists developers and the public with questions regarding development. The division also provides valuable engineering input into the development review process and provides engineering plancheck services for the review of all street, storm drainage, sewer, and grading plans as well as subdivision mapping. PROGRAM ACTIVITIES: Land Use Development Review: Provide comprehensive engineering input to the Planning Department for all Land Use Development applications within statutory time limits and divisional goals for hours expended per project. During the 1989-90 fiscal year, Land Use Development Review received 274 new applications, rejected 115 applications, and approved 184 applications. In the first six months of 1990-91, there were 127 new applications, 42 were rejected, and 130 were approved. PERFORMANCE OBJECTIVES: 1. Process all complete applications within 6 months (without EIR) or 12 months (with EIR). Process small projects within 3 months. 2. Maintain turnaround time for application completeness review of 20 days. 3. Complete reviews expending no more than 66 man hours (Master Plan), 71 man hours (Major Project), 20 man hours (Minor Project), or 6.5 hours (Misc. Project). Engineering Plancheck: Process all engineering development plans and maps in a professional manner maintaining a high quality and meeting production goals. During 1989-90 fiscal year. Engineering Plancheck received 327 new drawings with 1297 sheets for checking and completed 321 drawings with 1980 sheets. During the first six months of 1990-91 there were 167 new drawings with 880 sheets and 150 completed with 482 sheets. 5. Reduce overall plancheck time (time which plans are within City possession) to 45 days for small projects, 60 days for medium projects and 90 days for large projects. Process 150 plan sheets per month per planchecker. Maintain an average turnaround time of 14 days for all planchecks. Reduce the number of continuing planchecks to a minimum. Complete Plancheck Procedures Manual. Developmental Services; To ensure all Engineering questions related to land development are answered in a timely and friendly manner. 1. Answer all phone calls within 24 hours. 2. Provide complete engineering coverage of front counter and make initial contact with all citizen/customers within 5 minutes. SIGNIFICANT CHANGES: One Assistant Civil Engineer position and one Engineering Technician II position are allocated but not funded. 89 PROGRAM: FUND: DEPARTMENT: MUNICIPAL PROJECTS GENERAL ENGINEERING ACCT * 001-3130 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 432,759 153,181 14,469 $ 600,409 9 1989-90 ACTUAL $ 497,915 157,116 8,715 $ 663,746 10 1990-91 BUDGET $ 1,018,582 235,782 11,725 $ 1,266,089 18 1991-92 BUDGET $ 1,167,285 173,634 0 $ 1,340,919 20 HI HI I WORK PROGRAM: Implement the design and construction of Capital Projects following their funding appropriation by the City Council and assist other departments in the areas of project planning, cost estimating and contract administration. Ensure that all grading operations,'work in the public right-of-way and public improvements construction is carried out according to standards and approved plans. PROGRAM ACTIVITIES: Coordination: Coordinate the design, construction, and inspection of the City's Capital Projects Program. Provide safe, efficient, and economical inspection services for all projects within the City through a combined and comprehensive inspection program. PERFORMANCE OBJECTIVES: 1. 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. Construction and Inspection; Provide a thorough 1. complete the Operations Inspection Manual and inspection of all projects through the application establish a comprehensive, integrated inspec- of clear, concise and uniform construction manage- tion program for all public and private merit practices and policies. Assist in construe- projects within the City, tion quality control. During the 1989-90 fiscal year, Inspection issued 220 new Right of Way Permits and finaled 94. During the first six months of 1990-91, 99 new Permits were issued and 86 were finaled. SIGNIFICANT CHANGES: Two positions, a Senior Engineering Inspector and an Engineering Inspector, have been transferred into this program from the Water District as part of the consolidation with the City. One Senior Construction Inspector position is allocated but not funded. Maintenance and Operation expenses are down as there will be less reliance on consultant inspectors. m KM v m P Hi m 90 PROGRAM: FUND: DEPARTMENT: TRANSPORTATION GENERAL ENGINEERING ACCT # 001-3140 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 S 0 0 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 BUDGET $ 254,901 0 2,626 $ 257,527 4 1991-92 BUDGET $ 240,403 0 0 $ 240,403 4 WORK PROGRAM: The Transportation Division is responsible for traffic safety and transportation planning issues to maintain a safe and efficient transportation system throughout Carlsbad in accordance with department goals and objectives. The division provides technical support to other City departments and divisions within the Engineering Department. A significant amount of time is devoted to citizen concerns and complaints. PROGRAM ACTIVITIES: Investigations; Review, analyze and report on a wide variety of traffic issues, concerns, complaints and inquiries. Continuing Operations; Maintain up to date record of collision reports, speed surveys, traffic counts and assist in maintaining optimum traffic signal operations. Project Reviews: Review traffic control plans, signing and striping plans and traffic signal plans. Review project submittals for good transportation planning concepts. Provide inter- department coordination on various issues on an as- needed basis. PERFORMANCE OBJECTIVES: 1. Complete complaint and accident history investigations within a timely manner (2-4 weeks). Follow-up on recommendations by issuing work orders, proposals for C.I.P. consideration or developer obligations. 1. 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. 1. Complete reviews in a timely manner to maintain department goals for plancheck services (45 days for small projects, 60 days for medium projects and 90 days for large projects). Provide immediate response to inter-department needs and concerns. Litigation Support; Provide records and documenta- tion of files in the division at the request of the Risk Manager and/or City Attorney in matters involving litigation against the City. 1. Complete interrogatory requests to meet schedule of the attorney and dates set in the lawsuit. Special Projects; Initiate projects that will improve efficiency in traffic operations and traffic safety. 1. Complete sidewalk inventory and traffic signal priority list update projects. SIGNIFICANT CHANGES: None. 91 PROGRAM: WATER POLLUTION CONTROL FUND: SANITATION ENTERPRISE DEPARTMENT: ENGINEERING ACCT * 511-6120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 1,071,520 0 $ 1,071,520 0 1989-90 ACTUAL $ 0 1,810,866 0 $ 1,810,866 0 1990-91 BUDGET % 0 2.019,173 0 $ 2,019,173 0 1991-92 BUDGET $ 0 2,167,701 0 $ 2,167,701 0 WORK PROGRAM: Provide City of Carlsbad financial support to Encina Uastewater Facility. This facility treats effluent to secondary (BOX solids removed) to meet standards of the California Ocean Plan. SIGNIFICANT CHANGES: None. 92 PROGRAM: FUND: DEPARTMENT: PLANNING COMMISSION GENERAL PLANNING ACCT * 001-3220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 8.404 15.582 0 $ 23,986 0 1989-90 ACTUAL $ 12,761 16,144 0 $ 28,905 0 1990-91 BUDGET S 16,800 16,500 0 $ 33,300 0 1991-92 BUDGET $ 18,950 17,000 0 $ 35,950 0 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 for compliance with the General Plan. PERFORMANCE OBJECTIVES: 1. Hake 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. 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. 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. Implementation of Growth Management Plan; Review projects for compliance with Growth Management Plan. 1. Provide reports to the City Council on the Local Facilities Management Plans once Planning Department has completed detailed review. 2. Review annual Capital Improvement Program (CIP) for consistency with Growth Management Plan. SIGNIFICANT CHANGES: None. 93 PROGRAM: LAND USE FUND: GENERAL DEPARTMENT: PLANNING ACCT * 001-3230 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 630,231 221,077 4,050 S 855,358 16 1989-90 ACTUAL $ 815,545 316,804 25,532 $ 1,157,881 24 1990-91 BUDGET $ 1,313,788 763,838 84,300 $ 2,161,926 27 1991-92 BUDGET $ 1,382,646 854,852 0 J 2,237,498 27 WORK PROGRAM: Implement the goals and policies of the City's General Plan and the Growth Management Ordinance and ensure that all development projects comply with all City zoning, subdivision and environmental ordinances. PROGRAM ACTIVITIES: Implementation of General Plan; Ensure that all new planning programs and development projects comply with the General Plan. Revise General Plan as needed, to be consistent with all recently adopted land use regulations and programs. Update the Housing Element and other elements as needed. PERFORMANCE OBJECTIVES: 1. Conduct a comprehensive update of the General Plan and a long range plan for periodic review and update - March - December, 1991. 2. Complete studies and implement recommendations of Open Space Committee Report - December, 1991. 3. Work on Housing Element Revision/Housing Task Force - July, 1991. 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 citizen's committees and task forces as directed. 1. Organize review of application submittals. 2. Ensure timely processing/Review of projects in the City. 1. Complete North Beach Planning Study - June, 1991. 2. Finish work with Planning Commission Height Subcommittees and process applicable code amendments - July, 1991. a m 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. 1. Provide on-going support to the Growth Management Division for technical review of all Local Facilities Management Plans. 2. 3. Assist in on-going monitoring system for Growth Management. Prepare annual report on Growth Management Program. implementation of p li SIGNIFICANT CHANGES: One Senior Planner position and one Assistant Planner position are allocated but not funded, however, show an increase due to inadequate funding for all staff in 1990-91. Personnel costs.m a 94 PROGRAM: FUND: DEPARTMENT: GROWTH MANAGEMENT GENERAL COMMUNITY DEVELOPMENT ACCT * 001-3240 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 140,538 39,108 4,600 $ 184,246 4 1989-90 ACTUAL S 175,523 13,671 10,313 $ 199,507 4.25 1990-91 BUDGET $ 245,400 78,200 8,000 $ 331,600 4 1991-92 BUDGET $ 170,405 37,900 0 $ 208,305 3.5 WORK PROGRAM: Implement, monitor and update the City's Growth Management Program. PROGRAM ACTIVITIES: Preparation of Local Facilities Management Plans; Work with property owners and their consultants in each of the City's Local Facilities Management Zones in order to complete the second phase of growth management, which is the preparation of a specific Local Facilities Management Plan. PERFORMANCE OBJECTIVES: 1. Review and process Local Faci I i ties Management Plans for Zones 13, 16, 20(A), 21, 23, and 25. Monitoring: Monitor the growth activity in the City and assess the impacts on public facilities for each of the eleven public facilities. 1. Distribute monthly status report. 2. Update project monitoring map weekly. 3. Complete and adopt Comprehensive Annual Monitoring Report and update once. 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. 1. Process Financing Plans for Zones 7, 11, 12, and 20. Public Information: Provide Growth Management information to the public and staff. Meet regularly with Planning and Engineering staff to answer questions on implementation of Growth Management requirements. Keep Growth Management Notebook up to date. SIGNIFICANT CHANGES: One half of an Associate Civil Engineer has been transferred to Engineering Administration. Management Manager position is allocated but not funded. The Growth 95 PROGRAM: FUND: DEPARTMENT: BUILDING INSPECTION GENERAL BUILDING INSPECTION ACCT * 001-3610 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 447,478 406,809 2,125 $ 856,412 10 1989-90 ACTUAL $ 458,100 423,084 20,938 $ 902,122 10 1990-91 BUDGET $ 648,628 453,247 33,800 $ 1,135,675 15 1991-92 BUDGET $ 672,835 436,484 0 $ 1,109,319 15 WORK PROGRAM: Provide public support through response to inquiries, issuance of building permits, field inspections and plancheck services. Ensure all plans, codes and public safety issues conform to local, State and Federal standards. PROGRAM ACTIVITIES: Building Services; Ensure all Building related questions are answered in a timely and pleasant manner. Process all plans, maintaining a high quality review. Issue all building permits. PERFORMANCE OBJECTIVES: 1. Answer all phone inquiries within 24 hours. 2. Maintain Building Department coverage of the Development Processing counter at all times. 3. Respond to citizen inquiries and submittals as they occur. Building Inspection: Provide field inspection and code enforcement for all building construction and non-conforming uses. SIGNIFICANT CHANGES: One Technician I is allocated but not funded. 1. Conduct field inspections for residential, commercial and industrial projects ensuring compliance with the Uniform Building Code, Mechanical Code, National Electrical Code etc., as adopted by the City of Carlsbad. 2. Respond to citizen complaints and concerns. 3. Conduct Pre-Construction meetings with building contractors in order to clarify requirements and avoid future construction problems. 4. Provide technical training for all inspection personnel, to enhance their knowledge of building codes and building construction. 96 CULTURE AND RECREATION PROGRAM: FUND: DEPARTMENT: LIBRARY GENERAL LIBRARY SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 1,432,968 806,292 26,145 $ 2,265,405 0 1989-90 ACTUAL $ 1,630,403 885,072 86,219 * 2,601,694 34 1990-91 BUDGET $ 2,044,035 1,169,852 114,808 $ 3,328,695 34 1991-92 BUDGET $ 2,127,192 1,062,644 45,250 $ 3,235,086 34 WORK PROGRAM: The Carlsbad City Library provides educational, informational, and recreational services for all community residents; provides both print and non-print materials 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 throughout the community. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the pursuit of knowledge. 97 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL LIBRARY ACCT f 001-4010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 301 ,370 158,783 0 $ 460,153 7 1989-90 ACTUAL $ 288,620 156,043 30,798 $ 475,461 6 1990-91 BUDGET $ 406,812 281,509 13,450 $ 701,771 9 1991-92 BUDGET $ 364,102 242,440 0 $ 606,542 7 WORK PROGRAM: Provide management and leadership for the library and its ten divisions; plan for the growth resources, facilities and finances; and coordinate relationships with local and State government, the Library Board, Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTIVITIES: Budget Preparation and Fund Accounting; Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; and maintain fiscal records. Strategic Planning: Develop long range plans for new and expanded library services, resources, and facilities to meet current and future needs. PERFORMANCE OBJECTIVES: 1. Automate fund accounting. 2. Monitor and distribute to all divisions up-to- date account balances. 1. Work with building consultant and architects to design and construct a new library in south Carlsbad. 2. Develop new staff plans. Community Relations: Manage programs, exhibits, graphic arts and all external public relations. Work closely with local media to promote the library and its services. Sponsor two programs and arrange four exhibits per month. Produce flyers, newsletters, and other graphic arts support to the library and other departments. Reports and Grants: Prepare all department level reports for internal use as well as for the Library Board, City management, and the State Library. 1. Prepare detailed statistics on library use and activities. 2. Write reports for State and local distribution. 3. Manage grants for special programs supported by State and Federal funding. Internal Hanageaent; Supervise 10 library divisions; manage the use of facilities and resources; develop policies and procedures governing all library operations; and coordinate building maintenance needs. 1. Supervise the library's ten operational divisions. 2. Manage the use of facilities and resources. 3. Develop policies and procedures governing all library operations. SIGNIFICANT CHANGES: Two positions, one Librarian III and one Library Assistant II, have been transferred into the new Collection Development program. One Messenger position is allocated but not funded. 98 PROGRAM: FUND: DEPARTMENT: CIRCULATION SERVICES GENERAL LIBRARY ACCT * 001-4021 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 164,494 80,715 0 $ 245,209 1 1989-90 ACTUAL $ 172,366 18,041 0 $ 190,407 2 1990-91 BUDGET $ 198,437 4,930 2,750 $ 206,117 2 1991-92 BUDGET $ 297,925 5,900 0 $ 303,825 3 WORK PROGRAM: The Circulation Division handles the check-in and check-out of library materials, both print and non-print; maintains patron records; registers new borrowers and supervises the reshelving of adult books and AV material. PROGRAM ACTIVITIES: General Circulation; Check-out and check-in all print and non-print materials; sort incoming materials in preparation for shelving; open, close, and maintain the book drops. Patron Maintenance: Process delinquencies and accounts for fines and fees collected; handle registrations and re-registrations for all library users. WORKLOAD MEASURES: 1987-88 1988-89 1989-90 1. Circulation Totals: 808,141 840,494 894,655 2. Video Circulation: 115,825 138,549 140,593 1. Library Cards Processed: 10,982 12,907 12,798 Reserves and Deliveries: Handle reserve notices 1. for materials placed on hold; maintain a hold shelf for distribution of items reserved; and receive, sort, and route deliveries of materials to and from 2. other libraries. Patron Modification: 57,850 51,572 37,894 Reserve Notices Processed: 5,384 8,667 9,162 SIGNIFICANT CHANGES: The Audio Visual program has been merged into this program, resulting in the transfer in of one Library Assistant position. 99 PROGRAM: FUND: DEPARTMENT: REFERENCE SERVICES GENERAL LIBRARY ACCT * 001-4022 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 239,592 145,858 7,730 $ 393,180 5 1989-90 ACTUAL $ 280,860 167,844 0 $ 448,704 5 1990-91 BUDGET S 287,681 137,659 3,400 $ 428,740 5 1991-92 BUDGET $ 298,932 140,400 0 $ 439,332 5 WORK PROGRAM: The Reference Division assists the public with information needs; provides instruction in the use of resources; and performs specialized research services for local business, government and the public. PROGRAM ACTIVITIES: General Reference Services; Respond to in-person and telephoned reference questions; place holds on books; provide library instruction and tours; select new materials; give book talks for community groups. Inter!ibrarv Loan; Send to and receive from other libraries requests for books, microfilm, and photocopies. WORKLOAD MEASURES: 1987-88 1988-89 1989-90 1. Reference Questions: 61,589 66,394 71,806 1. Interlibrary Loans: 5,815 5,419 5,310 Periodicals: Manage a collection of 685 magazines and 52 newspapers, and related backfiles. 1. Periodical Requests: 36,050 38,336 47,278 Online Services; Provide ready reference and in- depth data base searches for the general public as well as instruction in the use of self-service computer data bases. 1. Online Searches Paid: 380 272*196* Decrease in paid searches due to CD-ROM self- service data base usage. (Added 2 more data bases for public.) SIGNIFICANT CHANGES: None. 100 PROGRAM: FUND: DEPARTMENT: GENEALOGY/LOCAL HISTORY GENERAL LIBRARY ACCT * 001-4023 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL S 0 0 0 $ 0 0 1990-91 BUDGET $ 70.752 12,700 1,500 $ 84,952 1 1991-92 BUDGET $ 75,283 20,500 0 $ 95,783 1 WORK PROGRAM: The Genealogy/Local History Division began as a separate operation with FY 199091. It now provides information service, instructional assistance, and research services to the public. The Division Head manages the selection, classification and organization of a collection of 27,000 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 genealogical groups. Coordination with MSOCGS: The North San Diego County Genealogical Society has acted as a support group for this collection for 15 years. This division will coordinate with and assist NSDCGS with fund raisers, acquisition of materials, program planning and training of researchers. WORKLOAD MEASURES: 1. Register 9,000 researchers. 2. Process 13,000 inquiries. 3. Plan and hold orientations for visiting groups. 1. Develop bi-monthly training classes for beginning genealogists. 2. Plan and assist with fix major fund raisers. 3. Advise a NSDCGS committee on selection of materials for proper collection development. SIGNIFICANT CHANGES: Subscriptions for this program were previously paid for out of the Reference Services program. 101 PROGRAM: FUND: DEPARTMENT: CHILDREN'S SERVICES GENERAL LIBRARY ACCT * 001-4030 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 117.105 24.315 0 $ 141,420 2 1989-90 ACTUAL $ 133,369 28,874 0 S 162,243 2 1990-91 BUDGET $ 179,962 33,051 912 $ 213,925 3 1991-92 BUDGET $ 150,962 34,550 0 $ 185,512 3 WORK PROGRAM: To serve children from preschool through Junior High, the children's library strives to introduce young people to the wonders of reading; provides 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 courses. PROGRAM ACTIVITIES: General Reference Services; Respond to in-person and telephone questions, provide readers advisory, library skills instruction and group tours. Collection Development: Select new materials, both print and non-print, and provide collection maintenance and stack organization. There was an unusual peak last year due to the area libraries being closed, but the trend is upward. WORKLOAD MEASURES: 1987-88 1988-89 1. Reference Questions: 22,476 29,643 1. Circulation: 123.283 169,369 1989-90 30,844 154,376 IP •m Program Activities and Special Services: Summer 1 • Reading Club; special holiday and seasonal events. Annual short story contest, spelling bee, pet show, and educational and cultural enrichment programs. 2. Regular storyhour and story reading programs to introduce children to literature and encourage creativity. Programs: 332 Attendance: 18,210 351 21,227 238 20,566 SIGNIFICANT CHANGES: One Librarian II position is allocated but not funded. m m 102 •i m m PROGRAM: FUND: DEPARTMENT: TECHNICAL SERVICES GENERAL LIBRARY ACCT * 001-4040 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 255,783 106,126 6,637 $ 368,546 7 1989-90 ACTUAL $ 269,047 107,851 8.977 $ 385,875 8 1990-91 BUDGET $ 328,845 99,429 0 $ 428,274 8 1991-92 BUDGET $ 317,265 96,800 0 $ 414,065 8 WORK PROGRAM: The Technical Services Division catalogs and prepares all 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; The division catalogs and processes both purchased items and gifts. The division also repairs damaged materials and arranges for binding and rebinding. WORKLOAD MEASURES: 1987-88 1988-89 1989-90 1. Items Cataloged and Processed: 12,455 13,695 15,644 2. Items Sent for Binding: 1,838 2,689 3,045 Database Maintenance; The division adds new items to the online database and deletes information for lost or discarded materials. 1. Items Withdrawn: 3,520 8,063 8,947 Circulation Svstea and Online Catalog:The division operates the library's INLEX 3000 System, including all software related activities. To ensure system availability (uptime) at least 98X of hours the library is open; to schedule training sessions for staff at least quarterly; and to add dial-up capability for the public in FY 1991-92. SIGNIFICANT CHANGES: One Clerk Typist II position is allocated but not funded. 103 PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS FUND: GENERAL DEPARTMENT: LIBRARY ACCT * 001-4041 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL S 0 0 0 S 0 0 1990-91 BUDGET $ 0 0 0 $ 0 0 1991-92 BUDGET $ 90,106 18,700 0 $ 108,806 2 WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all materials budgets for the library. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: Planning; Develop plans for the collection of materials. PERFORMANCE OBJECTIVES: 1. Plan collection development for two libraries in the new system. Budgeting: Prepare departmental and library-wide materials budgets; monitor expenditures for department and materials. 1. Automate fund accounting. 2. Detail material accounts by major subject. Coordinate Selection of Materials: Coordinate with committee of 16 selectors who have differing subject area responsibilities. Includes both print and non-print materials. 1. Develop policies and procedures for allocating and ordering of $400,000 materials budget. 2. Coordinate selection and ordering of print and non-print materials in regular operating budget. SIGNIFICANT CHANGES: This new program is staffed by the transfer of one Librarian III and one Library Assistant II from Library Administration. 104 PROGRAM: FUND: DEPARTMENT: AUDIOVISUAL SERVICES GENERAL LIBRARY ACCT * 001-4050 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 87,996 15,732 0 $ 103,728 2 1989-90 ACTUAL $ 80,938 18,205 0 $ 99,143 2 1990-91 BUDGET $ 79,420 18,985 0 $ 98,405 1 1991-92 BUDGET $ 0 0 0 $ 0 0 WORK PROGRAM: The Audiovisual Services Division provides the public with AV information, referrals and the loan of AV materials and equipment. PROGRAM ACTIVITIES: AV Public Services: Includes check-out and in of videotapes/films, AV equipment and the collection of insurance and fees. Interlibrary Loan: Sending and receiving requests for films and videotapes. AV Collection Development: Selection, purchase and receipt of new AV materials, preparation of video for circulation and maintenance of video, compact disk, record and cassette collections. AV Reference and Information; Collection of reference materials to assist with AV related inquiries, development of a local AV information database, preparation of selected lists, catalogs and promotional materials. WORKLOAD MEASURES: 1986-87 1987-88 1988-89 1. Videotape/Film Circulation: 95,106 115,825 138,549 2. Equipment Circulation: 1,014 1,107 723 3. Insurance and Fees: 57,800 69,158 65,280 1. Items Loaned to Other Libraries: 584 373 328 2. Items Borrowed from Other Libraries: 457 311 324 1. Video Tapes Purchased: 812 427 2. Audio Materials Purchased: 360 430 385 486 1. Production of Catalog Database Updates and Selected Media Graphics: 16 26 66 SIGNIFICANT CHANGES: This program is being absorbed within the Circulation Services Program. 105 PROGRAM: FUND: DEPARTMENT: MEDIA SERVICES GENERAL LIBRARY ACCT f 001-4052 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 58,040 23,414 776 $ 82,230 1 1989-90 ACTUAL $ 58,192 23,771 0 $ 81,963 1 1990-91 BUDGET $ 62,262 34,367 1,333 $ 97,962 1 1991-92 BUDGET $ 69,635 23,500 0 $ 93,135 1 WORK PROGRAM: Media Services provides a wide range of professional media production services in support of all the City departments' 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 dis- tribution to newspapers, magazines, local publi- cations, radio, TV stations and other inter-city uses. PERFORMANCE OBJECTIVES: 1. Number of Media Projects Produced: 1987-88: 1988-89: 1989-90: 120 138 175 Image Research & Development: Develop and maintain a fully indexed City image retrieval and storage system for slides, prints, negatives, video, audio, etc. (27,000 slides and 7,200 prints). 1. Maintain a comprehensive data based image organization system. 2. Plan for management & organization of media/graphic services. 3. Input image index data and file material. 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 displays/exhibits of City activities. 1. Create City related media productions, in support of City goals and objectives. 2. Participate in local and regional civic and service organizations for the purpose of generating media productions. Video Production Service Expansion: Broaden services supplied by expanding into professional quality video productions. 1. Develop a student internship program to help produce City related videos. SIGNIFICANT CHANGES: None. 106 PROGRAM: FUND: DEPARTMENT: ADULT LEARNING PROGRAM GENERAL LIBRARY ACCT * 001-4060 star PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL S 80,604 16,788 0 $ 97,392 2 1990-91 BUDGET $ 85,166 29,925 12,578 $ 127,669 2 1991-92 BUDGET $ 83,757 26,980 0 $ 110,737 2 WORK PROGRAM: The Adult Learning Program is the library's adult literacy service. It provides individual tutoring for English-speaking adults who need to improve their basic reading, writing and math skills in order to function effectively in daily life, achieve personal goals and take advantage of society's opportunities. PROGRAM ACTIVITIES: Tutoring: The program provides free one-to-one tutoring for 80-100 adults who need to improve their basic reading, writing and math skills. Staff develops an individual study plan for the learner, using a variety of methods and materials. The program trains and supports volunteer tutors. WORKLOAD MEASURES: 1987-88 1988-89 1. Learners Instructed: 147 158 2. Tutors Trained: 89 88 3. Tutors Instructing: 128 132 154 96 134 Community Awareness and Referrals: The program increases community awareness and involvement in literacy through use of the local media, public speaking, and the cooperative public relations strategies of the San Diego County Literacy Net- work. 1. Potential Learner Inquiries: 141 146 159 2. Potential Learners Referred Elsewhere: 151 136 147 3. Potential Volunteer Inquiries: 247 248 274 4. Potential Volunteers Referred Elsewhere: 69 84 60 Library Adult Learners Collection; The Program develops and maintains a library collection of over 1,800 volumes, appropriate for adult interests and written at lower reading levels. 1. Items Circulated: 1,966 2,893 3,168 SIGNIFICANT CHANGES: None. 107 PROGRAM: FUND: DEPARTMENT: LA COSTA BRANCH GENERAL LIBRARY ACCT * 001-4070 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 119,367 978 0 S 120,345 2 1989-90 ACTUAL $ 154,356 0 0 $ 154,356 2 1990-91 BUDGET $ 176,484 126,400 3,500 $ 306,384 2 1991-92 BUDGET $ 191,262 89,100 0 $ 280,362 2 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 adults and the preparation of exhibits and displays. PROGRAM ACTIVITIES: Reference: Assist patrons in using the library, answer reference questions, reserve specific titles and request materials from other libraries. WORKLOAD MEASURES: 1987-88 1988-89 1989-90 1. Reference Questions: 9,719 9,796 11,792 Circulation: Circulate print and non-print materials to children and adults, handle patron registration, collect fees and fines and track overdue items. 1. Circulation: 138,448 148,669 174,259 Collection Development: Evaluate the branch collection, select and order print and non-print materials. 1.Total Volumes: 25,561 28,698 32,012 Programing; Plan, schedule and develop programs for adults and children. 1. Program Attendance: 6,734 9,796 8,099 Library Management: 1) Manage branch library, staff, collection, and facility; 2) Maintain awareness of community. SIGNIFICANT CHANGES: None. 1. Schedule and supervise staff. 2. Hire and train new staff. 3. Prepare monthly narrative and statistical reports. 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 members of the community. 108 PROGRAM: FUND: DEPARTMENT: CULTURAL ARTS GENERAL LIBRARY ACCT f 001-4210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 89,221 77,476 2,725 $ 169,422 2 1989-90 ACTUAL $ 112,051 107,047 7,835 S 226,934 2 1990-91 BUDGET $ 143,520 119,035 3,500 $ 266,055 3 1991-92 BUDGET $ 158,438 103,300 0 $ 261,738 3 WORK PROGRAM: Implement the goals and policies of the City's General Plan to plan, develop and promote the visual performing arts and to create a climate which encourages cultural and artistic development in Carlsbad. and PROGRAM ACTIVITIES: Implement Arts Programs: Provide a variety of quality cultural programs to all ages and segments of the City. Develop the Arts Program: Continue to develop the Arts Program (and the arts in Carlsbad), through strategic planning, education, technical assistance and grants. Provide Cultural Facilities and Support Regional Facilities; Community and External Relations: Maintain close contact with arts organizations, civic clubs, City departments and the Arts Associates. SIGNIFICANT CHANGES: PERFORMANCE OBJECTIVES: 1. Art in Public Places - coordinate temporary exhibition, Summer 1991, and permanent installations. 2. Sponsor a minimum of 2 artists in the community/performances and provide educational opportunities in arts and culture for all citizens. 3. Increase summer jazz concerts to 12 in four quadrants, sponsor September Pops Concert and July Make-A-Circus performance. 1. Develop and strengthen the arts organizations and cultural opportunities for Carlsbad citizens with technical assistance and grants allocation program. $20,000 to be allocated in grants, January 1992. 2. Provide arts education resources to schools and community with printed materials and staff development workshops. 3. Continue planning with task forces and implement recommendations in cultural plan according to established priorities. 4. Submit grant applications to State and Federal funding agencies when applicable and request funding support locally appropriate projects. 1. Develop decent/volunteer programs with Arts Associates for gallery. 2. Continue to develop cultural facilities as outlined in the cultural plan. 1. Information Services: Produce a monthly calendar and quarterly newsletter, send information on events and arts organizations to the press, and send information to artists, schools and others on opportunities for development. Answer inquiries by telephone. 2. Meet regularly with Arts Associates, arts organizations, Convention & Visitors Bureau and other arts/civic organizations. 3. Plan two or more breakfasts with Carlsbad Economic Enhancement Committee. None. 109 PROGRAM: FUND: DEPARTMENT: SISTER CITY GENERAL LIBRARY ACCT * 001-4220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL S 0 0 0 $ 0 0 1990-91 BUDGET $ 5,450 17,550 0 $ 23,000 0 1991-92 BUDGET $ 7,995 16,000 0 $ 23,995 0 WORK PROGRAM: Coordinate activities pertinent to maintain a Sister City relationship with the City of Futtsu, Japan. PROGRAM ACTIVITIES: Program Coordination; Program. Coordinate Sister City SIGNIFICANT CHANGES: None. PERFORMANCE OBJECTIVES: 1. Arrange and conduct visits by one (1) official adult delegation (11/91) and one (1) official student delegation (4/29) and various other visiting delegations. 2. Arrange and conduct visits to Futtsu by one (1) official adult delegation (4/92) and one (1) official student delegation (6/92). 3. Coordinate ongoing student art exchange projects. 4. Coordinate cultural exchange visit by Futtsu Dance Troupe. 5. Coordinate Committee programs including fundraisers, festivals, and scholarship exchange programs. 110 PROGRAM: FUND: DEPARTMENT: AUDIOVISUAL INSURANCE AV INSURANCE LIBRARY ACCT * 141-4051 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL t 0 56,175 6,189 $ 62,364 0 1989-90 ACTUAL % 0 73,810 8.468 $ 82,278 0 1990-91 BUDGET $ 0 108,000 0 $ 108,000 0 1991-92 BUDGET $ 0 65,674 0 $ 65,674 0 WORK PROGRAM: Special revenue fund to support video/film tape collection replacement and related supplies. WORKLOAD MEASURES: 1987-88 1988-89 1989-90 PROGRAM ACTIVITIES: Collection Development: Evaluating, selecting and ordering videotapes for existing and new South Carlsbad library. Replacement; Replace lost or damaged items as needed to maintain quality of collection. Technical Processing; Arrange and monitor necessary cataloging/processing services for videotapes from outside vendor. 1. Number of Videotapes Added to New Library: 2,000 2,500 1,200 2. Number of Videotapes Added to Existing Library Collection: 381 308 499 1. To catalog and process the entire backlog of videotapes for new library system. SIGNIFICANT CHANGES: The 1991-92 budget is down from 1990-91, as the fund balance will not be applied to the 1991-92 operation expenses. Ill PROGRAM: FUND: DEPARTMENT: CALIFORNIA LIBRARY SERVICES ACT (CLSA) STATE GRANT LIBRARY ACCT * 180-8101 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL S 0 112,274 0 $ 112,274 0 1989-90 ACTUAL $ 0 166,798 0 J 166,798 0 1990-91 BUDGET $ 0 100,842 0 $ 100,842 0 1991-92 BUDGET $ 0 110,000 0 $ 110,000 0 WORK PROGRAM: Projected reimbursements 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: Reimbursement funds are used to assist in the cost of library operations. PERFORMANCE OBJECTIVES: 1. Funds will be used to purchase adult fiction and non-fiction books for the main library. Offsets general fund. SIGNIFICANT CHANGES: None. 112 PROGRAM: FUND: DEPARTMENT: PUBLIC LIBRARY FUND (PLF) STATE GRANT LIBRARY ACCT * 180-8110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 4,446 2,088 $ 6,534 0 1989-90 ACTUAL $ 0 0 30,141 $ 30,141 0 1990-91 BUDGET $ 0 22,058 71,365 $ 93,423 0 1991-92 BUDGET $ 0 48,000 45,250 $ 93,250 0 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: Acquisition and Implementation: Automation pro- jects are slated for use of these funds. PERFORMANCE OBJECTIVES: 1. Purchase added terminals for on-line public access catalog. 2. Transfer operations to an automated acquisitions system. 3. Upgrade computer memory to handle expanded data base and added terminals. 4. Purchase automated acquisitions system. SIGNIFICANT CHANGES: None. 113 PROGRAM: FUND: DEPARTMENT: PARTNERSHIPS FOR CHANGE (PFC) FEDERAL GRANT LIBRARY ACCT * 190-8206 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 S 0 0 1989-90 ACTUAL t 0 0 0 S 0 0 1990-91 BUDGET $ 19.244 23,412 520 $ 43,176 5 1991-92 BUDGET $ 21,530 20,800 0 $ 42,330 8 WORK PROGRAM: Partnerships for Change is a Federal grant administered by the California State Library and designed to improve library services to diverse ethnic populations. In Carlsbad this population has been identified as Hispanics, particularly families residing in the downtown neighborhood. PROGRAM ACTIVITIES: Establish Information Center: Funds for the first year of a five year cycle will be used to establish an information center (Centre de Informacion) in Carlsbad's downtown Hispanic neighborhood. PERFORMANCE OBJECTIVES: 1. Recruit three (3) part-time bilingual staff. 2. Locate and prepare a rent-free facility for the informacion center that can be open at least 20 hours per week. 3. Coordinate all activities with a community based advisory committee and coalition network. 4. Plan for and begin to administer a wide range of new information services for Hispanic families. 5. Improve Spanish language services and resources at the main library (signage, bilingual staff, collections, staff training). ^>•(*• SIGNIFICANT CHANGES: None. Ml '** 114 PROGRAM: FUND: DEPARTMENT: PARKS AND RECREATION GENERAL PARKS AND RECREATION SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 1,709,308 1,439,719 64,732 $ 3,213,759 46 1989-90 ACTUAL $ 2,240,818 2,006,248 160,820 $ 4,407,886 50 1990-91 BUDGET $ 2,885,788 2,297,571 295,246 $ 5,520,723 50 1991-92 BUDGET $ 3,034,130 2,327,572 1,000 $ 5,362,702 50 WORK PROGRAM: The City of Carlsbad's Parks and Recreation Department receives guidance and support from the City Manager's office, the Parks and Recreation and Senior Commissions, and the City Council. The department is ultimately responsible for providing the current operation and future development of park sites, facilities and recreational programs for Carlsbad residents, employees and tourists in an effort to provide optimum leisure opportunities within the community. •at 115 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL PARKS AND RECREATION ACCT * 001-4110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 223,664 223.714 1,065 $ 448.443 5 1989-90 ACTUAL $ 280,053 222,733 4,753 $ 507,539 5 1990-91 BUDGET $ 315,935 172,136 7,332 $ 495,403 5 1991-92 BUDGET $ 337,506 255,955 0 $ 593,461 5 WORK PROGRAM: To provide guidance, direction and administrative support for the future planning and current operation of park and recreational facilities and programming. PROGRAM 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. In addition, provide park enhancement development projects where appropriate. Maintain Contemporary Park Facilities and Recreation Programs: Provide administrative support to the City Council, City Manager's Office, Parks and Recreation Commission, and various committees dealing with park and/or recreational issues. Departmental Administrative Support: Provide secretarial support and administrative guidance to departmental divisions including park maintenance, street tree and median maintenance, recreation operations, fee supported operations, aquatics, Agua Hedionda Lagoon and senior programs. SIGNIFICANT CHANGES: PERFORMANCE OBJECTIVES: 1. Monitor and implement existing park development agreements. 2. Coordinate park development plans between various City departments, park development architects, commissions, and community residents. 3. Coordinate the development of Larwin Park. 4. Prepare conceptual development plans for the Alta Mira park site. 5. Implement the northwest quadrant park enhancement projects through identification in the C.I.P. Budget. 1. Prepare and present relevant issues for consideration by the Parks and Recreation Commission at monthly meetings. 2. Provide staff assistance for the adoption of the Parks and Recreation Element by the Planning Commission and City Council. 3. Provide staff support to the golf course Technical Advisory/Steering Committee for the development of a municipal golf course. 4. Provide staff support to the Parks and Recreation subcommittee members addressing open space issues and trail feasibility studies. 1. Direct and administer daily operations of the department in an effort to meet the annual park and recreation goals and objectives as established by the City Council. 2. Prepare departmental reports and brochures, establish procedures, and develop guidelines as they pertain to the overall operation of the department. 3. Prepare and present community park and recreation issues of concern to the Parks and Recreation Commission and City Council. 4. Acquire and administer available grant funds for a variety of park development/ rehabili- tation projects. Increased budget in Maintenance and Operation represents cost of liability insurance premium. 116 PROGRAM: FUND: DEPARTMENT: COMMISSION GENERAL PARKS AND RECREATION ACCT * 001-4111 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 583 0 J 583 0 1989-90 ACTUAL $ 0 953 0 $ 953 0 1990-91 BUDGET $ 0 1,700 0 $ 1,700 0 1991-92 BUDGET $ 0 1,500 0 $ 1,500 0 WORK PROGRAM: Provide recommendations in an advisory capacity to the City Council on matters pertaining to the current operations and future planning of park facilities and recreational programming. Provide recommendations to City staff in an effort to ensure effective/efficient operation of the Parks and Recreation Department. PROGRAM ACTIVITIES: Connission Meetings; Hold Park and Recreation Commission meetings once monthly to address relevant issues as they pertain to the community. PERFORMANCE OBJECTIVES: 1. Review, discuss, and recommend action on park and recreational issues based upon staff and community input. Council policy, and Parks and Recreation Element Goals and Objectives. 2. In an advisory capacity, recommend appropriate action on parks and recreation issues necessitating Council direction. Review Community Issues: Establish appropriate subcommittees and/or provide Commission representation to address and evaluate specific areas requiring in depth review of relative community issues. 1. Provide Commission representation on the Open Space Committee. 2. Represent the Parks and Recreation Commission on the Subcommittee to examine a Citywide cultural facilities program. 3. Represent the Parks and Recreation Commission on the Carrillo Ranch Rehabilitation and Structure Stabilization Committee. 4. Provide Commission representation on the Golf Course Steering Committee. Education: Continually improve Commission credibility and effectiveness in formulating recommendations on community concerns. 1. Provide and attend annual Parks and Recreation Commission Workshop. 2. Meet and confer with appropriate City staff regarding issues of discussion. 3. Provide and attend tours of community park sites, recreation programs, and special events. 4. Maintain executive membership in California Park and Recreation Society. SIGNIFICANT CHANGES: None. 117 PROGRAM: FUND: DEPARTMENT: OPERATIONS GENERAL PARKS AND RECREATION ACCT * 001-4121 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 644,860 619,724 45,603 $ 1,310,187 19 1989-90 ACTUAL $ 702,825 810,541 98.812 $ 1,612.178 19 1990-91 BUDGET $ 888,036 895,751 97,400 $ 1,881,187 21 1991-92 BUDGET $ 945,084 823,745 0 $ 1,768,829 21 WORK PROGRAM: Maintain, preserve and enhance 230+ acres of park facilities, school athletic fields, and landscapes at civic facilities. Manage over 400 acres of open space and provide services to other departments and community groups with special projects. PROGRAM ACTIVITIES: Turf and Landscape Management: Direct management of 74+ acres of turf and 124+ acres of landscaping. Duties include mowing, fertilization, renovation, replanting, trimming, herbicide application, raking, lawn sweeping, weeding, cultivation, edging, aerating, reseeding, irrigation management and equipment preventative maintenance. Bathrooa Maintenance/Litter Control; Inspect, maintain, clean, paint and repair 11 separate rest room facilities (as well as 6 portable units) on a 5 times per week basis. Clean, restock, sanitize, paint and plumbing repairs make up the duties of this activity. Clean all parks, beach accesses and beach areas 4 times weekly to remove all litter and service all trash receptacles. WORKLOAD MEASURES: 1988-89 1989-90 1990-91 1. Turf Acres Maintained: 56 74 75 2. Landscape Acres Maintained: 65 124 126 1. Rest Stations Maintained: 11 11 11 2. Trash Receptacles Services: 126 152 158 Court/Field/Tot Lot Maintenance: Maintain 25 tennis courts (19 lighted), 11 basket-ball courts, and 13 Softball/baseball fields. All athletic courts are cleaned/inspected on a weekly basis and include washing down, sweeping off, blowing off, fence inspections/repairs, and playing surface inspections. Weekly maintenance of all tot lots which includes sand raking/1eveI ing, sand roto- tilling and play equipment inspection, repair and necessary documentation of such actions. Irrigation Maintenance; Maintain all landscape irrigation systems at City facilities. This includes over 84 different controllers with over 1,050 valves. Duties include replacement, repair trouble shooting and now minimal data entry/ programming to the proposed centralized irrigation system. 1. Tennis Courts Maintained: 17 19 19 2. Ballfields Maintained: 15 20 20 3. Tot Lots Maintained: 799 1. Irrigation Measures/No, of Controllers: 72 80 84 2. Irrigation Measures/No, of Valves: 950 1,000 1,050 (continued) 118 PROGRAM: OPERATIONS FUND: GENERAL DEPARTMENT: PARKS AND RECREATION PAGE TWO ACCT * 001-4121 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 1988-89 1989-90 1990-91 Open Space Maintenance; Provide maintenance ^ No- Of ACres:activities to City owned open space and areas of additional maintenance responsibilities. Duties 331 ^Qg 433 include trash removal, clean up and weed abatement. Miscellaneous Maintenance/Repair and Special Request; These activities are difficult to measure and include repair to park structures, play equipment and fencing. Installation of play equipment, bleachers, drinking fountains, soccer goals, trash enclosures, concrete work, and painting projects. Additional activities also include special projects such as "Pops Symphony" turf installation, sculpture installations, redevelopment requests and community garden needs. The Total amount of time spent on these activities amounts to approximately 12X of Parks Maintenance activities. SIGNIFICANT CHANGES: Maintenance and Operation costs are down due to various reductions made in supplies, services and utilities. 119 PROGRAM: FUND: DEPARTMENT: TREE MAINTENANCE MAINTENANCE ASSESSMENT PARKS AND RECREATION ACCT * 161-4122 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL S 136,890 111,100 30,250 $ 278,240 5 1990-91 BUDGET $ 283,301 213,603 155,500 $ 652,404 6.5 1991-92 BUDGET $ 302,081 266,410 0 $ 568,491 6.5 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 maintenance for over 25,000 trees on City right-of- ways. The maintenance consists of pruning, planting, removal and root pruning. The division annually responds to 600+ Street Tree work order/ requests, removes 50+ trees, and plants over 100+ trees. WORKLOAD MEASURES: 1988-89 1989-90 1990-91 1. No. of Work Orders/Citizen Requests Completed: 401 543 No. of Trees Trimmed: 517 623 No. of Trees Removed: 50 54 No. of Trees Planted: 87 108 561 614 43 997 Contractual Tree Maintenance; Provides an on going program for contracting, administering and over- seeing Street Tree maintenance program beyond the scope of this division. 1. No. of Trees Pruned: 47 63 82 Weed Abatement; This program involves the treatment of undeveloped right-of-way and open space areas for weed growth removal. The activities include herbicide application, and cul- tural practices to eliminate weed growth. 1. No. of Right-of-Way Miles Treated/Maintained: 94 100 89 2. No. Gallons of Mixed Herbicide Applied: 4,500 4,800 3,200 Hosp Grove Maintenance; Program currently involves 1. quarterly maintenance of Hosp Grove. Work consists of clean-up, recruiting volunteer and grant assistance and removing hazardous trees. 2. Miscellaneous Maintenance; Currently the Tree 1. division performs 600 hours of miscellaneous work consisting of installation of Christmas decorations, flags and banners for Spring/Fa 11 2. Faire, Christmas Tree recyclings, assistance with Spring clean-up, various work for other departments and assistance with community volunteer programs. 3. SIGNIFICANT CHANGES: No. of Probation Hours: 180 360 324 No. of Volunteer/CCC Hours: 520 290 330 No. of Regular Hours: 110 90 72 No. of Votunteer/CCC Hours: 160 520 290 No. of Regular Hours: 68 110 90 Maintenance and Operation costs are higher in order to complete a tree inventory and place the data into a computer program. 120 PROGRAM: FUND: DEPARTMENT: MEDIAN MAINTENANCE MAINTENANCE ASSESSMENT PARKS AND RECREATION ACCT * 161-4123 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 * 0 0 1989-90 ACTUAL J 59,356 32,402 8,800 $ 80,558 0 1990-91 BUDGET $ 81,685 91,290 0 $ 172,975 1.5 1991-92 BUDGET S 84,043 151,184 0 $ 235,227 1.5 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. WORKLOAD MEASURES: 1988-89 1989-90 1. Acres Maintained: 35 45 1990-91 46 Contractual Median Maintenance; Provide an on going program for contracting, administering and overseeing median maintenance for 33+ acres of City medians. Redevelopment Landscape; Maintain approximately 5.5 acres of high maintenance acres 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 Redevelopment Streetscape improvements. 1. Acres Maintained: 0 1. Acres Maintained: 3.1 4.5 23 5.5 SIGNIFICANT CHANGES: Maintenance and Operation costs are up as vehicles and their maintenance associated with this program have been accurately identified and placed. 121 PROGRAM: FUND: DEPARTMENT: RECREATION OPERATIONS GENERAL PARKS AND RECREATION ACCT * 001-4131 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 130,973 89,509 11,874 $ 232.356 2 1989-90 ACTUAL $ 210,420 76,546 15,658 $ 302,624 3 1990-91 BUDGET $ 276,279 91,820 22,181 $ 390.280 4 1991-92 BUDGET 289,819 82,086 0 $ 371,905 4 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: Receptionist Cashiers meet and talk with the public to provide information on Recreation Division services in- cluding programs and facilities; enroll partici- pants in-person, by phone, by mail-in registration for classes, adult excursions, special events, and sports leagues; collect and account for revenue, prepare deposit and deliver to City Hall. WORKLOAD MEASURES: 1988-89 1989-90 1990-91 1. Reservations Processed: 2,387 2,884 3,000 2. Mo. of Facility Users: 691,727 697,011 720,000 Facilities Operation Service: Recreation Specialist - Facilities. Schedules use of parks, meeting rooms, athletic fields, tennis courts, and assigns/supervises Facility Attendants. Facility Attendants assist in showing sites, completing use applications, perform set-up and take-down of tables and chairs for meetings, open and close buildings, and perform general clean-up and minor maintenance. 1. No. of Fields Maintained: 27 27 27 SIGNIFICANT CHANGES: None. 122 PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT f 001-4132 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 475,324 403,430 0 $ 878,754 9 1989-90 ACTUAL $ 517,916 430,718 0 $ 948,634 9 1990-91 BUDGET S 622,382 483,037 0 $ 1,105,419 8 1991-92 BUDGET % 630,862 412,910 0 $ 1,043,772 8 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: Instructional Classes; Provides year round classes for all ages, preschool to seniors, taught by qualified contract instructors at various sites in Carlsbad. Daytripoers: 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 and other western States. Sports Programs: Provides a variety of seasonal sports, coaching and competition including adult slow-pitch Softball, basketball, track and field, soccer, and volleyball. These programs attract an increasing number of spectators. WORKLOAD MEASURES: 88-89 1. Enrichment Classes: 89-90 90-91 1. 1. 2. 3. # conducted # enrolled Dayt rippers: # trips conducted # participants Youth Sports: # teams M participants # spectators Adult Sports: # teams # participants # spectators Special Events: # events # participants 890 12,128 53 1,368 41 782 5,775 276 4,890 15,900 23 4,247 741 12,420 53 752 45 899 6,810 350 4,998 28,600 18 10,963 755 12,955 60 850 50 1,000 8,000 375 5,255 30,000 18 13,000 SIGNIFICANT CHANGES: Maintenance and Operation expenses are down due to reductions made for instructors, excursion leaders and sports officials. 123 PROGRAM: FUND: DEPARTMENT: AQUATICS GENERAL PARKS AND RECREATION ACCT * 001-4133 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 120,529 64,888 3,115 $ 188,532 1 1989-90 ACTUAL $ 141,206 93.846 0 $ 235,052 1 1990-91 BUDGET $ 180,159 76,988 4,000 $ 261,147 1 1991-92 BUDGET $ 178,304 71,550 0 $ 249,854 1 WORK PROGRAM: Aquatics provides for the operation of an attractive and safe swim complex that offers a comprehensive program of instruction, competition, and recreational SMI mming on 45X self-sustaining basis. PROGRAM ACTIVITIES: Lessons/Training; Provide instruction in swimming skills for all ages and abilities; provide educa- tion and training to the general public and City employees in first-aid, cardiopulmonary resuscita- tion (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; coordinate training opportunities for police, fire and Swim Complex personnel in emergencies such as chlorine leaks, spinal injury, and deep water rescues. Fun and Fitness; Provide opportunities for recreational swimming and fitness lap swimming, seven days a week, all year. WORKLOAD MEASURES: 88-89 1. 2. 2. 89-90 90-91 Instructional Lessons: Hours 1,430 Classes Conducted 230 Participation: Resident 1,227 Non-Resident 434 1,430 220 1,245 595 Carlsbad High School Lessons: Hours 131 68 Participation 1,400 1,020 Recreation and Lap Swim: Hours 1,440 Daily Admissions: Youth 2,780 Adult 11,130 Season Pass 13,910 Aqua X: Hours 239 Participation 1,880 2,200 2,910 11,635 12,500 250 2,035 1,430 230 1,250 590 0 0 2,590 2,950 11,700 13,000 250 2,040 Competitive Swi» 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. Facility and Equipment Maintenance Programs; Train and supervise part-time pool staff to perform custodial and minor maintenance tasks at the Swim Complex to comply with the State mandated health and safety standards; coordinate preventative maintenance program, maintain and operate pool filtration, circulation, chemical control and heating equipment in keeping with industry standards. Carlsbad Swim Master; Hours 740 825 825 Participation 9,065 11,060 11,200 North Coast Aquatics: Hours* 685 6,056 6,150 Participation 7,170 13,650 13,700 Carlsbad High School Swim & Water Polo Teams: Hours* 239 2,204 2,200 Participation 3,525 4,600 4,600 These 89-90 figures show a significant increase, as the method of calculating time was changed July 1, 1989, and is now based on the hours-per-lane of use. SIGNIFICANT CHANGES: None. • 124 PROGRAM: RECREATION - AGUA HEDIONDA LAGOON FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT * 001-4134 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 16,561 10,886 0 $ 27,447 0 1989-90 ACTUAL $ 23,699 4,008 0 $ 27,707 0 1990-91 BUDGET $ 32,000 9,406 0 $ 41,406 0 1991-92 BUDGET $ 32,618 8,014 0 $ 40,632 0 WORK PROGRAM: Provide 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:WORKLOAD MEASURES: 1988-89 1989-90 1990-91 Pernits/Insurance: Issue annual lagoon use permits. Verify and monitor required insurance and registration. Observe and document boating traffic and use activity. 1. Applications: 619 588 2. Annual Permits: 550 560 3. Daily Permits: 135 150 600 570 155 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. 1. Patrol Contacts/Observation: No. of Power Boats: 5,082 5,000 No. of Jet Skis: 614 600 5,500 700 Maintenance; Remove debris and hazards from the water surface, shoreline and public accesses, maintain patrol boat, motor, , trailer, and associated equipment. SIGNIFICANT CHANGES: None. 125 PROGRAM: FUND: DEPARTMENT: SENIOR COMMISSION GENERAL PARKS AND RECREATION ACCT * 001-4141 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 307 0 $ 307 0 1989-90 ACTUAL $ 0 122 0 $ 122 0 1990-91 BUDGET S 0 500 0 S 500 0 1991-92 BUDGET S 0 500 0 $ 500 0 WORK PROGRAM: The Carlsbad Senior Commission makes recommendations and advises the City Council on the special needs and concerns of Seniors in Carlsbad, and provides recommendations to City staff on Senior programs and operation of the Senior Center facility. PROGRAM ACTIVITIES: Monthly Meetings: Conduct monthly meetings. Volunteers; Continue to develop innovative ways to recruit, utilize, and acknowledge volunteers. PERFORMANCE OBJECTIVES: 1. Discuss issues pertinent to the development of the Carlsbad Senior Program. 2. Advise City Council on pertinent Senior Program issues which necessitate Council action. 3. Develop specific goals and objectives for future development of the Senior Program. 1. Hold annual Volunteer Recognition Celebration. 2. Expand Volunteer program. in Ml SIGNIFICANT CHANGES: None. ID 126 PROGRAM: FUND: DEPARTMENT: SENIOR PROGRAMS GENERAL PARKS AND RECREATION ACCT * 001-4142 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 97,397 26,678 3,075 $ 127,150 2 1989-90 ACTUAL $ 128,872 118,322 2,547 $ 249,741 2 1990-91 BUDGET $ 166,504 149,734 8,833 $ 325,071 2 1991-92 BUDGET $ 180,940 130,313 0 $ 311,253 2 WORK PROGRAM: Provide an organized comprehensive service system benefitting the quality of life for Seniors in Carlsbad. PROGRAM ACTIVITIES: Personal Assistance: Coordinate and plan free tax assistance, insurance counseling, legal aid, blood pressure and other health screening services to be provided monthly at the Senior Center. PERFORMANCE OBJECTIVES: 1. Coordinate special health screenings (i.e., skin cancer) on a quarterly basis. 2. Coordinate and encourage attendance in seminars which will assist Seniors in obtaining information on issues of concern (i.e., insurance, finances, and health). Recreational Activities: Coordinate and plan recreational opportunities for Seniors: i.e., fishing trips, dances, and a variety of local low cost day excursions. 1. Provide a minimum of 8 day trips to local attractions. 2. Schedule social dances at the Senior Center and offer ballroom dancing. Classes: Provide classes of interest to Seniors such as exercise, dance, crafts, etc. 1. Provide social interaction among senior participants while enhancing general health, well being, and self-esteem. 2. Maximize use of the Senior Center in providing a variety of classes of interest to the senior population through utilization of community resources. 3. Actively recruit volunteers to provide instruction on art, needlecrafts, bridge, etc. Fund Raising; Pursue a variety of fund raising efforts, donations, and grant applications to offset the costs of programs provided through the Senior Center. SIGNIFICANT CHANGES: None. 1. Plan and coordinate Gerico's 5th Annual Golf Tournament to benefit the Senior Program. 2. Plan and coordinate Gerico's 4th Annual Dinner to benefit the Senior Center. 3. Actively pursue donations from individuals, community groups, and corporate entities in an effort to offset the City's cost of funding Senior Programs. 127 PROGRAM: FUND: DEPARTMENT: SENIORS SENIOR GRANT PARKS AND RECREATION ACCT * 181-8118 THRU 181-8120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL $ 39,581 104,957 0 $ 144,538 1 1990-91 BUDGET $ 39,507 118,913 0 $ 158,420 1 1991-92 BUDGET $ 52,873 123,405 1,000 $ 177,278 1 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: Hot Moon Lunch: Provide a nutritionally balanced noon lunch for persons 60+. Hone Heats: Deliver a hot meal and sandwich to homebound persons 60 years of age or older in Carlsbad. PERFORMANCE OBJECTIVES: FY 88-89 FY 89-90 FY 90-91 1. Hot Meals: 29,755 33,874 35,000 1. Hot Meals:9,731 9,754 11,000 Transportation; Provide transportation for Carlsbad Seniors to the lunch program, medical appointments and shopping. 1. One Way Trips:6,665 6,700 6,900 SIGNIFICANT CHANGES: None. 128 UTILITIES AND MAINTENANCE PROGRAM: UTILITIES AND MAINTENANCE FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 2.241,849 5,886,405 94,142 $ 8,222,396 64 1989-90 ACTUAL $ 2,616,033 6,593,783 174,861 $ 9,384,677 66.2 1990-91 BUDGET $ 3,160,848 6,895,687 959,414 $11,015,949 69.2 1991-92 BUDGET $ 3,447,972 7,655,502 341,800 $11,445,274 73.2 129 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL UTILITIES AND MAINTENANCE ACCT * 001-6010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 209,233 54,515 823 $ 264,571 4 1989-90 ACTUAL $ 291,173 49,153 5,106 $ 345,432 5 1990-91 BUDGET $ 295,829 58,688 5,557 $ 360,074 5 1991-92 BUDGET $ 327,279 58,284 0 $ 385,563 5 WORK PROGRAM: The Administration Division provides administrative, managerial and technical support to the Street Maintenance, Fleet Operations, Facilities Management, and Utilities Divisions of the Utilities and Maintenance Department. In addition, the Administration Division administers the City's Real Property Management, Recycling and Solid Waste Programs, as well as oversee the Cable Television franchise, and staff the Community Television Foundation. PROGRAM ACTIVITIES: Operations; Plan, organize and direct public services programs. Develop procedures and policies for efficient operation of department. Personnel Management: Recommend and process personnel appointments, promotions and disciplinary actions. Provide on-going support to management and miscellaneous employees. Budget Management; Coordinate the preparation of all Departmental Budgets, to ensure that all budgets comply with City policies and procedures. Contract Services; Supervise and coordinate contractually provided services. Training and Safety: Provide training in work related areas, and motivate employees to enhance their job skills. PERFORMANCE OBJECTIVES: 1. Maintain timely processing of work orders and special project requests. 2. Maintain efficient work planning, scheduling and processing of departmental program activities. 3. Conduct surveys and perform research and statistical analysis on administrative, personnel and operational matters. 1. Process personnel requisitions. 2. Track personnel evaluation to ensure timely completion. 3. Establish standards and expectations for employee performances. 4. Review all personnel issues with Supervisor. Prepare departmental budgets. Monitor expenditures and maintain fiscal records. Process invoices, purchase requisitions and requests for payment. Prepare and submit, department payroll to Finance within required time frame. 1. Process all RFP's, Notices to Proceed, and other documents pertaining to contracts in a timely manner. 2. Prepare and process contracts. 1. Process all training requests and registrations in a timely manner. 2. Distribute current safety information to employees. 3. Brief all management personnel of any changes to safety rules and regulations. (continued) 130 PROGRAM: FUND: DEPARTMENT: PAGE TWO ADMINISTRATION GENERAL UTILITIES AND MAINTENANCE ACCT * 001-6010 PROGRAM ACTIVITIES: Coordination m'th Other Departments and Agencies; Coordinate activities with other City departments and divisions, and with outside agencies. Reports and Statistics; Prepare written and oral reports. Prepare grant applications. Community Services; Respond to all citizen inquiries expeditiously. Real Property Management: Ensure that all leases, property acquisitions and sales activities are handled appropriately. Graffiti Abatement: Ensure that all noted graffiti within City jurisdiction, as well as the sea wall are maintained on a regular basis. Budget Management: Coordinate the preparation of all Departmental Budgets, and to ensure that all budgets comply with City policies and procedures. Contract Services; Supervise contractually provided services. and coordinate Training and Safety; Provide training in work related areas, and motivate employees to enhance their job skills. PERFORMANCE OBJECTIVES: 1. Represent City and Department by attending County and area meetings and conferences. 2. Facilitate communication between Department and other City departments. 1. Prepare staff reports. 2. Present both written and oral reports to City Manager, City Council, Committees, Commissions and other agencies. 3. Prepare grant applications as appropriate. 1. Receive, record and disseminate citizen inquiries. 2. Maintain and facilitate communication with Division managers to insure that all citizen inquiries are being responded to within a 3 day turn-around period. 1. Process leases, appraisals and correspondence within one day of receipt. 2. Prepare agenda bills and resolutions as appropriate. 3. Research and analyze alt data pertinent to property management. 1. Report all graffiti complaints to appropriate division and process any correspondence pertaining to the reported graffiti. 2. Monitor Graffiti Abatement activities to ensure removal within 24 - 48 hours. 1. Prepare departmental budgets. 2. Monitor expenditures and maintain fiscal records. 3. Process invoices, purchase requisitions and requests for payment. 4. Prepare and submit department payroll to Finance within required time frame. 1. Process all contracts, RFP's, Letters of Acceptance, Notices To Proceed, and other documents pertaining to contracts in a timely manner. 2. Prepare refuse collection, recycling, graffiti control, and all other contracts pertaining to department. 1. Process all training requests and registrations in a timely manner. 2. Distribute current safety information to employees. 3. Brief all management personnel of any changes to safety rules and regulations, and hold monthly safety inspections. SIGNIFICANT CHANGES: None.131 PROGRAM: FUND: DEPARTMENT: STREET MAINTENANCE GENERAL UTILITIES AND MAINTENANCE ACCT # 001-5110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 731.192 1,871,206 19,317 $ 2,621,715 23 1989-90 ACTUAL $ 837,935 1,704,395 147,667 $ 2,689,997 23 1990-91 BUDGET $ 990,758 1,865,484 153,506 $ 3,009,748 25 1991-92 BUDGET $ 1,075,194 1,877,780 1,200 $ 2,954,174 25 WORK PROGRAM: The Street Maintenance Division's major program is street and roadside maintenance, scheduled to provide maximum safety for traffic and pedestrians who travel throughout the City of Carlsbad. This area of responsibility encompasses a variety of different maintenance activities. These activities are categorized into seven (7) maintenance programs described below: PROGRAM ACTIVITIES: Roadside Maintenance; Roadside Maintenance activities consist of litter pick-up, debris hauling, Annual Citywide Clean-Up Program, sidewalk repair and guardrail maintenance. Drainage System Maintenance; Maintain, clean and repair the City's drainage system. City Sign Maintenance; Fabricate, install and maintain all traffic, street name and special signs throughout the City. Respond to Traffic Engineer- ing work orders and special sign requests. Conduct visual and retro-reflectometer tests on all regula- tory and warning signs once a year in conjunction with the Division's Safety Inspection Program. 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. PERFORMANCE OBJECTIVES: 1. Street Division staff along with the County Honor Camp and Juvenile Diversion program will pick up over 1,200 cubic yards of litter from City right-of-ways. 2. Continue maintenance and repair, as needed, of 25,263 lineal feet of guardrail. 3. Remove and haul 2,500 cubic yards of debris from Reservoir #2, accumulated from City construction and repair crews, to the County dump. 4. Repair 15,000 square feet of curb, gutter and sidewalk (trip hazards) to minimize liability claims. Collect 4,000 cubic yards of debris during the Annual Citywide Clean-Up program. Schedule the annual cleaning and maintenance of 3,169 catch basins. Work will be completed from August - October to insure proper flow and run-off during Winter storms. Schedule the annual cleaning of 20,105 lineal feet of drainage channel. Work will be sche- duled from August - October. Maintain and repair, as needed, the 6,286 signs throughout the City. Fabricate and install 1,300 traffic, street name and special order signs. Quick response to Traffic Engineering work orders. Annually conduct visual and retro-ref lectometer tests on 1,449 warning and 3,159 regulatory signs to insure proper and safe signage throughout the City. Maintain all traffic control devices used for construction, repair and emergencies. Several methods of asphalt repair applications are used to apply the 4,000 tons of asphalt annually. a) Skin Patching b) Utility Cut Repair c) Leveling with Asphalt d) Base Replacement (continued) 132 PROGRAM: FUND: DEPARTMENT: PAGE TWO STREET MAINTENANCE GENERAL UTILITIES AND MAINTENANCE ACCT * 001-5110 PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Traffic Safety Pavement Striping Program: To en- sure proper delineation and direction for safe passage on City streets. The Street Maintenance Division maintains and refreshes 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 Prograa: Monitor un-scheduled work activities that the Street Division performs annually; this program accounts for 6,600 staff hours. 1. Annually refresh striping on 225 pass miles "prime" roadways, 166 pass miles "major" roadways, 128 pass miles "secondary" roadways, 53 pass miles "residential" roadways. 2. Annually refresh 189 crosswalks. 3. Annually refresh 6,010 pavement markings. 4. Annually refresh 17,675 linear feet out of 35,349 linear feet of 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, citizens' complaints, storm patrol, safety and training and special events. Major Rehabilitation Contract Program: Direct and oversee the (7) maintenance and rehabilitation contracts listed. Contract: 1. Street Sweeping 2. Chip Seal 3. AC Overlay 4. Curb, Gutter & Sidewalk Replace 5. Graffiti Coating 6. Buena Vista Channel Maintenance Annual Goals: Sweep 8,430 curb miles Chip 20 lane miles Resurface 10 lane miles 4,578 I in. ft. curbs; 8,340 sq. ft. sidewalks Coat & maintain Annually Clean the Buena Vista Drainage Channel SIGNIFICANT CHANGES: Maintenance and Operation expenses are down due to deferring some asphalt repair applications. 133 PROGRAM: FUND: DEPARTMENT: FACILITIES MAINTENANCE GENERAL UTILITIES AND MAINTENANCE ACCT f 001-5320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 321 ,486 269,969 11,327 $ 602,782 10 1989-90 ACTUAL $ 421,073 483,690 8,346 $ 913,109 10 1990-91 BUDGET $ 564,270 888,303 50,500 $ 1,503,073 15 1991-92 BUDGET $ 592,485 576,440 5,700 $ 1,174,625 15 WORK PROGRAM: Maintain City facilities to provide safe and 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 unsani- tary conditions and to reduce liability. Remodel and/or renovate City facilities to accommodate pro- grammatic 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 mechan- ical 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: 1988-89 1989-90 1990-91 1991-92 1. Total Building Space Maintained (Sq. Ft.): 268,194 323,402 325,245 325,245 1. Total Custodial Space Maintained (In-House): 210,900 242,600 244,443 244,443 2. Total Custodial Space Maintained (Contract): 19,886 21,494 21,494 21,494 Contract Maintenance: Prepare and administer contracts for all building maintenance services (i.e. HVAC, plumbing, electrical), construction projects, and custodial services. 1. Total Custodial Space Maintained (Other): 37,408 59,308 59,308 57,308 SIGNIFICANT CHANGES: Maintenance and Operation expenses are down due to funding several major building maintenance projects in 1990- 91 that will not be recurring in 1991-92. Also, several projects are being deferred in 1991-92. Projects slated for completion in 1991-92 include: 1. Asbestos Survey $ 14,800 2. Install Emergency Lighting, Stagecoach, Calavera, Harding 5,500 3. New HVAC at Holiday House 6,500 4. Air conditioner economizers at Las PaImas 12,000 5. Refinish floors at Stagecoach & Calavera 10,000 6. Second year roof repair/replacement program 51.200 TOTAL $100,000 134 PROGRAM: TRAFFIC SIGNALS FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 001-5410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 18,828 179,723 7,169 $ 205,720 1 1989-90 ACTUAL $ 3,240 218,035 6,387 $ 227,662 0.3 1990-91 BUDGET $ 9,351 310,553 5,150 $ 325,054 0.3 1991-92 BUDGET $ 17.524 305,657 0 $ 323,181 0.3 WORK PROGRAM: Coordinate maintenance program for 69 signalized intersections by the end of FY 91-92. PROGRAM ACTIVITIES: Operations; Perform plan checking and field monitoring 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 markouts for all existing signal systems. Maintenance: Perform monthly check of Opticorns (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs if necessary. WORKLOAD MEASURES: FY 88-89 FY 89-90 FY 90-91 1. City Owned & Maintained Signals: 47 52 55 2. CalTrans Owned & Maintained Signals: 255 3. City Owned & CalTrans Maintained: 002 4. Total Signals in City: 49 57 62 Administration: Administer traffic signal maintenance contracts. SIGNIFICANT CHANGES: Personnel expenses are up due to the funding of benefits from this program. They were previously funded from Sanitation Maintenance. 135 PROGRAM: BUENA VISTA CREEK CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 162-5910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL * 0 0 0 $ 0 0 1989-90 ACTUAL S 0 1,500 0 S 1,500 0 1990-91 BUDGET $ 0 0 0 $ 0 0 1991-92 BUDGET $ 0 300,000 0 $ 300,000 0 WORK PROGRAM: The maintenance of the Buena Vista Creek Channel. PROGRAM ACTIVITIES:WORKLOAD MEASURES: 1989-90 1990-91 1. Square feet of channel cleaned: 0 0 Administration: Administer the Buena Vista Creek Channel Maintenance District. Operations; Prepare and administer a maintenance contract to provide an effective, consistent means of clearing the channel. SIGNIFICANT CHANGES: This District levies assessments of $100,000 annually to generate funds to clean Buena Vista Creek Channel every three years. The 1991-92 budget appropriates funds collected in 1989-90, 1990-91 ($200,000) and funds to be collected in 1991-92 ($100,000) to finance the cost of channel cleaning in 1991-92. Work will be performed by private contract. 136 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 161-6210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 125.900 403,202 55,506 $ 584.608 3 1989-90 ACTUAL $ 128,847 386,319 7,355 S 522,521 3 1990-91 BUDGET S 144,929 622,679 0 $ 767,608 3 1991-92 BUDGET $ 170,696 616,603 0 $ 787,299 3 WORK PROGRAM: Update and maintain City street lighting system. PROGRAM ACTIVITIES: Operations; Operate and maintain City owned street lights. Coordinate energizing procedures for new street lighting within the City with SDG&E. Assist City inspectors in inspection of new lighting sys- tems. Coordinate Underground Service Alert markouts for City's street lighting systems. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 1. SDG&E owned and maintained street lights: 720 733 733 2. City owned and maintained street lights: 3,566 3,769 3,920 3. Total Electrical Markouts: 1,080 1,210 1,380 Maintenance: Provide electrical maintenance for various City departments and emergency traffic signal repairs. 1. Total Emergency Traffic Signal Repairs Performed: 180 209 234 Administration; Administer City lighting and landscaping assessment district. Prepare annual audit of City's street lighting assessment. Continue updating and mapping expenditures and re- assessments for the district. Perform acquisition procedures for SDG&E owned and maintained street lights. SIGNIFICANT CHANGES: None. 137 PROGRAM: FUND: DEPARTMENT: SANITATION SERVICES SANITATION ENTERPRISE UTILITIES AND MAINTENANCE ACCT * 511-6110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 285,527 1,038,578 0 $ 1,324,105 7.5 1989-90 ACTUAL $ 335,505 1,504,191 0 $ 1,839,696 8.4 1990-91 BUDGET $ 416,342 1,006,154 5,000 $ 1,427,496 8.4 1991-92 BUDGET $ 419,564 1,881,132 109,500 $ 2,410,196 8.4 WORK PROGRAM: To maintain approximately 102 miles of City owned sanitary sewer collection mains, 36 miles of sewer service laterals, 13 City owned lift stations and the maintenance of Calavera Treatment Plant facility. PROGRAM ACTIVITIES: PUBP Station Maintenance; Preventive maintenance of 13 sewer lift stations. Lift stations are checked twice daily to clean, lube, inspect and repair any malfunctioning pumps or associated equipment. Because of safety factors and location of these stations, two (2) staff are required to perform this operation under normal conditions. PERFORMANCE OBJECTIVES: 1. Continue frequency of preventive maintenance to assure continuous operation. 2. Convert to automated preventive maintenance system. Main Cleaning: High pressure cleaning of mains to eliminate stoppages. Two (2) staff members are required to perform this task. 1. Schedule preventive maintenance as prioritized by TV inspection and records. 2. Convert to automated preventive maintenance system. TV Inspection and Records; Records of lateral locations, sizes and depths of mains are needed for a preventative maintenance program. TV inspections of sewer mains to identify problem areas. Two (2) staff members are required to perform this operation. 1. Maintain pipeline inventory. 2. Condition rating of televised lines to identify and prioritize critical pipes. 3. Automate television inspection for tracking sewer problems. Identifying sources of inflow and infiltration. Streamlining annual cleaning and inspection record keeping. Continue 6 year rehabilitation program. 4. Inspect newly constructed lines prior to acceptance. Verify lateral locations. Establish annual cleaning schedules. Prioritize long term repair. Rehabilitation and replacement alternatives. 5. Convert to automated preventive maintenance system. 5ener Lateral Installation/Repairs: Installation 1. visual inspections (excavations) are made of sewer service laterals not installed under de- Hjthin two (2) weeks after problem recurrence velopment contracts. Repairs which require visual within a six month period, inspection are made when records show recurring problems at same location. Because of equipment and safety factors involved in excavating to depths between 5' and 18', three (3) staff members are required on site at all times. Calavera Treatment Plant Facility; Daily operation and maintenance of facility to insure equipment is operational when additional sewage treatment is needed. SIGNIFICANT CHANGES: Increased expenses for Maintenance and Operation are due to fully expensing the depreciation of sewer lines. Capital Outlay consists of two major improvements to Foxe's Lift Station, a variable speed pump and a communicator bar screen. 138 1. Daily, weekly, monthly preventive maintenance to ensure operation of equipment. PROGRAM: FUND: DEPARTMENT: WATER SERVICES WATER ENTERPRISE WATER DISTRICT ACCT * 501-6310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 301,459 895,819 0 $ 1,197,278 8.5 1989-90 ACTUAL $ 330,502 1,089,024 0 $ 1,419,526 9.5 1990-91 BUDGET $ 406,255 1,174,712 119,500 $ 1,700,467 9.5 1991-92 BUDGET $ 453,892 1,099,870 26,300 * 1,580,062 9.5 WORK PROGRAM: Provide retail potable and reclaimed water service to residents and property owners within the City service area. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Heter Reading and Maintenance; Perform monthly reading of more than 17,500 meters for billing purposes and maintain meter locations for accessibility and water loss prevention. 378 staff hours per month performing reading meters and 335 staff hours performing maintenance during fiscal year 1991-92. Bacfcflow Prograa: Maintain records of annual test on backflow devices installed on all commercial, industrial, agricultural and multi-residential services per City of Carlsbad Ordinance NS-62 in compliance with California Administrative Code Title 17. Approximately 3000 devices are or will be under our jurisdiction, which require 480 staff hours per month for administration, test devices and maintain records. This number will increase with City Growth. Customer Services; Respond to approximately 790 requests/complaints per month, initiated from Finance and U/M Administration offices, requiring 240 staff hours monthly. Men Meter Installation/Utilities Inspection; New service water meter installations require an average of 38 staff hours per month. Approximately 37 staff hours required for utilities inspection for occupancy. Meter Exchange Program; Systematically remove 1,000 old inaccurate meters from system and replace with new meters. 1. Read Meters: 2. Maintenance: FY 90-91 Units/Month Year- End Projection 16,788 meters 744 items 1. Backflow:238 devices certified 1. Customer Service: 755 requests 1. Install Meters: 54 meters 2. Inspections: 54 meters 1. Exchange Meters: FY 91-92 Units/Month Projection 17,499 meters 774 items 258 devices certified 122 meters 787 requests 56 meters 56 meters 127 meters SIGNIFICANT CHANGES: None. 139 PROGRAM: FUND: DEPARTMENT: SOLID WASTE MANAGEMENT SOLID WASTE ENTERPRISE UTILITIES AND MAINTENANCE ACCT * 520-6410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 BUDGET $ 3,000 98,000 0 $ 101,000 0 1991-92 BUDGET $ 0 31,000 0 $ 31,000 0 PROGRAM ACTIVITIES: AB 939. The California Integrated Waste Management Act of 1989; Prepare Source Reduction and Recycling Element to include programs, objectives and implementation schedule for meeting diversion goals. WORKLOAD MEASURES: 1. Complete Source Reduction and Recycling Element by the deadline established by the Waste Management Board. 2. Complete Household Hazardous Waste Element by deadline established by the Waste Management Board. 3. Begin implementation of programs required to meet diversion goals. Solid Waste Manag nt: Conduct research and analysis of solid waste related issues. 4. Coordinate regional solid waste planning through continued participation in the AB 939 Technical Advisory Committee. Facilitate the transition to integrated waste management by coordinating all aspects of solid waste management. Contract with County Honor Camp Crews for litter control Conduct at least one household hazardous waste collection event. SIGNIFICANT CHANGES: Budgeted funds will be used to hire a consultant to develop the programs required of Assembly Bill 939. Once developed and identified, program elements, and corresponding fees to be charged to implement them, will be brought back to the City Council. 140 PROGRAM: FLEET OPERATIONS FUND: INTERNAL SERVICE DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 620-5210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 248,224 669,391 0 $ 917,615 7 1989-90 ACTUAL $ 267,758 796,261 0 $ 1,064,019 7 1990-91 BUDGET $ 330,114 831,114 2,091 $ 1,163,319 7 1991-92 BUDGET $ 391,338 882,249 35,000 $ 1,308,587 7 WORK PROGRAM: Fleet Operations is a rental agency within the City which provides vehicles and equipment to the various departments. Fees developed on a cost recovery basis generate revenues to operate this division. The rental fleet is comprised of 220 vehicles and 134 other pieces of equipment. PROGRAM ACTIVITIES: Repair and Maintenance; Provide routine pre- ventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (BIT), repair and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. Auto Parts: Secure the 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 automatic reorder quantities through the automated management system. Fuel and Oil; Secure the necessary stocks of fuel and lubricating oils 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 the Carlsbad Municipal Water District; monitor fuel tanks in accordance with State and County regulations. WORKLOAD MEASURES: 1989-90 (actual) 1990-91 (estimate) 1. Preventive Maintenance: 576 646 2. B.I.T. Inspections: 3. Smog Inspections: 40 4. Shop Repairs: 1,266 5. Vendor Repairs: 264 56 120 968 442 6. Emergency Road Repairs: 164 160 1. Parts Items in Inventory: 412 1,100 2. Dollar Amount in Inventory: $53,297 $58,007 1. Gallons of Fuel Used - City: 205,343 212,142 2. Gallons of Fuel Used - Other: 30,807 32,948 1991-92 (projected) 700 60 90 1,150 350 152 1,200 $55,000 222,800 34,600 SIGNIFICANT CHANGES: None. 141 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 620-5220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 504,002 0 $ 504,002 0 1989-90 ACTUAL $ 0 361,215 0 $ 361,215 0 1990-91 BUDGET $ 0 40,000 618,110 $ 658,110 0 1991-92 BUDGET $ 0 26,487 164,100 $ 190,587 0 WORK PROGRAM: Accumulate funds on a routine basis for the orderly replacement of the motorized rental fleet. This includes the determination of the economic life of individual units, the development of proper specifications to suit user needs, the outfitting of units before being placed into service, and replaced units being prepared for auction. PROGRAM ACTIVITIES: Fund Maintenance: Calculate future acquisition costs for units in the rental fleet and establish an average replacement charge by vehicle class. WORKLOAD MEASURES: 1989-90 (actual) 1990-91 (estimate) 1991-92 (projected) 1.Vehicles/equipment acquired: 42 35 32 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 a cooperative effort with the Purchasing Department buy replacement units after bid assessment and arrange for the auction of old units. 1. Vehicles/equipment disposed: 29 25 30 2. Total Units in Rental Fleet: 331 354 370 SIGNIFICANT CHANGES: The budget presently identifies nine police patrol vehicles for replacement. The vehicle replacement program will be including more vehicles for purchase during 1991-92 following further analysis. 142 HOUSING AND REDEVELOPMENT PROGRAM: HOUSING AND REDEVELOPMENT FUND: GENERAL DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 270,209 1,933.763 601,837 $ 2,805,809 8 1989-90 ACTUAL $ 374,925 2,060,125 150,299 $ 2,585,349 10 1990-91 BUDGET $ 506,498 2,498,707 27,691 $ 3,032,896 10 1991-92 BUDGET $ 538,499 2,393,298 2,775 $ 2,934,572 10 143 PROGRAM: FUND: DEPARTMENT: HISTORIC PRESERVATION GENERAL HOUSING AND REDEVELOPMENT ACCT * 001-3411 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 2,269 5,073 0 $ 7,342 0 1989-90 ACTUAL $ 0 4,614 590 $ 5,204 0 1990-91 BUDGET $ 0 7,789 3,011 S 10,800 0 1991-92 BUDGET $ 26,629 6,100 0 $ 32,729 .5 WORK PROGRAM: To provide for the protection, preservation, recognition and enhancement of the City's existing and continuing heritage. PROGRAM ACTIVITIES: Documentation and Review of Sites; Research, photos and video recording of potential historic sites within the City. PERFORMANCE OBJECTIVES: 1. Maintain and update the Historic Resource Inventory. 2. Identify and recommend the historic designation of various historic sites. Historic Preservation Education: Participation in and the promotion of public education pertaining to historic areas and sites. 1. Develop and publish a quarterly preservation newsletter. 2. Develop and distribute an informational preservation brochure. Plaque Prograa: Procedures to recognize historic sites by identifying various sites with numbered plaques that will eventually be part of a historical tour. 1. The Historic Preservation Commission will develop procedures and criteria for identification of historic sites to be labeled with numbered plaques. Review of Environmental Doctments; Review of EIR Cultural Resource Reports. 1. The Historic Preservation Commission will act in an advisory capacity to staff in the review of development plans affecting historic resources. SIGNIFICANT CHANGES: One half of a Senior Management Analyst has been transferred in from Redevelopment. The expanding list of identified historical sites city-wide requires the first recognized staffing for this program. 144 PROGRAM: CERTIFICATES FUND: HOUSING DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 131-3330 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 113.670 1,241.404 0 $ 1,355,074 4 1989-90 ACTUAL * 131,623 1,363.785 7,812 $ 1,503,220 3.5 1990-91 BUDGET $ 165,857 1,700,109 0 $ 1,865,966 4 1991-92 BUDGET $ 179,180 1,574,406 0 $ 1,753,586 4 PROGRAM: VOUCHER FUND: HOUSING DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 131-3310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 114,403 0 $ 114,403 0 1989-90 ACTUAL $ 0 138,030 0 $ 138,030 0 1990-91 BUDGET $ 0 118,340 0 $ 118,340 0 1991-92 BUDGET $ 0 208,808 0 $ 208,808 0 WORK PROGRAM: Provide access for very low income persons to adequate housing within an affordable rental range. The Housing Authority is committed to provide decent, safe and sanitary housing to those included as very low income in the categories of elderly, handicapped and disabled, and families. PROGRAM ACTIVITIES: Intake: Take applications for waiting lists to qualify for Housing certificates or vouchers. Inspection; Ensure that housing used meets HUD housing quality standards for tenants. Certification; Process the waiting list to keep the certificates and vouchers 98X to 100% leased- up. Recertification; Continuous annual processing of existing tenants to insure their compliance with the program. SIGNIFICANT CHANGES: None. WORKLOAD MEASURES: Estimated Projected FY 90/91 FY 91/92 1. 1. 2. 1. 2. 1. 2. New Applications Recertif i cat ion Inspections/ Rei inspections: Move- in/Move- out Inspections: Vouchers Issued: Hard-to-Place Families: Recertif icat ions: Recent i f i cat i ons (interim - i .e.. change of income status): 419 275 84 72 16 203 85 625 413 126 105 24 281 125 145 PROGRAM: PORTABLE VOUCHERS FUND: HOUSING DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT f 131-3320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL % 0 0 0 $ 0 0 1989-90 ACTUAL $ 0 16,439 0 $ 16,439 0 1990-91 BUDGET $ 0 103,700 2,000 $ 105,700 0 1991-92 BUDGET $ 0 94,820 0 $ 94,820 0 WORK PROGRAM: This is part of the Section 8 Program to receive portable (mobile) vouchers/certificates from other Public Housing Authorities. PROGRAM ACTIVITIES: Portable Voucher/Certificate Processing; Receive and process out-of-town vouchers and certificates. WORKLOAD MEASURES: 1. Out-of-Town Vouchers/Cert i f i cates: Projected FY 1990/91 18 SIGNIFICANT CHANGES: None. 146 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: COMMUNITY DEVELOPMENT BLOCK GRANT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 391-3510 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 6,358 17,120 0 $ 23,478 1 1989-90 ACTUAL $ 0 22,285 1,350 $ 23,635 0 1990-91 BUDGET $ 52,139 9,493 0 S 61,632 1 1991-92 BUDGET $ 57,575 26,731 0 $ 84,306 .5 WORK PROGRAM: To develop and monitor a program of projects/services which benefit low/moderate income households within the community. 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 HUD. 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. Project Monitoring; Ensure that project/service meets the requirements set forth within the federal regulations for the CDBG program. 1. Monitor service implementation and/or construction, and maintain records for Federal wage compliance and other HUD regulations. 2. Approve and coordinate work payment releases. 3. Process contract amendments and agreements. 4. Audit non-profit organizations receiving CDBG funds from the City. SIGNIFICANT CHANGES: None. 147 PROGRAM: FUND: DEPARTMENT: REDEVELOPMENT REDEVELOPMENT HOUSING AND REDEVELOPMENT ACCT * 810-3410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 147,912 555,763 601,837 $ 1,305,512 3 1989-90 ACTUAL $ 243,302 514,972 140,547 $ 898,821 5.5 1990-91 BUDGET $ 288,502 559,276 22,680 $ 870,458 5 1991-92 BUDGET $ 275,115 482,433 2,775 $ 760,323 4.5 WORK PROGRAM: To redefine and develop innovative programs that promote and increase economic development, affordable housing, and the revitalization of the current, and any proposed, redevelopment areas. PROGRAM ACTIVITIES: RedeveIoonent Master Plan: Coordinate and prepare the Village Area Redevelopment Project Area Master Plan study. Redevelopment Project Area Survey: Establish new Redevelopment Project Area. PERFORMANCE OBJECTIVES: 1. Review and develop scope of work. 2. Prepare and distribute consultant RFP's. 3. Retain consultants. 4. Develop plan of work and proceed. 5. Complete process and adopt Master Plan. 1. Review and develop scope of work. 2. Prepare and distribute consultant RFP's. 3. Retain consultant. 4. Develop plan of work and proceed. Affordable Housing Prograa: Implement Program to meet SANDAG Affordable Housing Goal. Develop program to achieve City of Carlsbad SANDAG Fairshare Affordable Housing requirement consistent with Housing Element of General Plan. Downtown Redevelopment Project Area: economic enhancement of Project Area. Encourage SIGNIFICANT CHANGES: 1. Housing Task Force: a) Coordinate the timely execution of committee duties. b) Assist in developing tools to induce developers to provide affordable units in the City. 2. Affordable Housing Units: a) Develop program to inform public and recruit developers to provide 200 units of affordable low and very low income housing units. b) Implement recruitment program. c) Negotiate and execute development agreements for 200 affordable units. 1. Review vacant, under-productive and non- conforming land uses within project areas. 2. Produce brochure with this information and distribute. 3. Meet with interested parties and obtain commitments from 5-10% to do a project that will increase tax increment revenue. 4. Parking Assessment District: a) Retain consultant. b) Study needs. c) Prepare plan to provide parking. d) Review and adopt plan. P •b One half of Senior Management Analyst has been transferred out of this program into Historic Preservation. 148 PROGRAM: AFFORDABLE HOUSING FUND: REDEVELOPMENT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 810-3420 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 0 0 0 $ 0 0 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 BUDGET $ 0 0 0 $ 0 0 1991-92 BUDGET $ 73,700 23,400 0 $ 97,100 1 WORK PROGRAM: To develop and implement innovative programs that will encourage and increase the number of available affordable housing units within the City of Carlsbad. PROGRAM ACTIVITIES: Affordable Housing Program; Implement Program to meet SANDAG Affordable Housing Goal. Develop program to achieve City of Carlsbad SANDAG Fairshare Affordable Housing requirement consistent with Housing Element of General Plan. PERFORMANCE OBJECTIVES: timely execution of Housing Task Force: a) Coordinate the committee duties. b) Assist in developing tools to induce developers to provide affordable units in the City. Affordable Housing Units: a) Develop program to inform public and recruit developers to provide 200 units of affordable low and very low income housing units. b) Implement recruitment program. c) Negotiate and execute development agreements for 200 affordable units. SIGNIFICANT CHANGES: Newly developed budget. 149 m m IP m m m 150 WATER DISTRICT PROGRAM: FUND: DEPARTMENT: WATER SUMMARY GENERAL WATER SUMMARY SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 1,492,248 4,696,764 146,368 $ 6,335,380 28 1989-90 ACTUAL $ 1,607,527 5,565,813 262,891 $ 7,436,231 31 1990-91 BUDGET $ 1,996,398 5,428,050 158,750 $ 7,583,198 35 1991-92 BUDGET $ 1,842,951 5,235,244 330,100 $ 7,408,295 35 151 PROGRAM: ADMINISTRATION FUND: WATER DISTRICT DEPARTMENT: CARLSBAD WATER DISTRICT ACCT # 504-6310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 241,666 4,431,334 60,639 $ 4,733,639 5.0 1989-90 ACTUAL $ 245,385 5,346,014 37,117 $ 5,628,516 6.6 1990-91 BUDGET $ 394,942 5,169,350 40,000 $ 5,604,292 6.6 1991-92 BUDGET $ 442,545 3,796,992 13,500 $ 4,253,037 6.6 WORK PROGRAM: Perform the administrative tasks necessary to provide Carlsbad with a water supply of sufficient quantity to meet the demands required for health, safety and welfare purposes. In addition, ensure that the available supplies are used as efficiently as possible. PROGRAM ACTIVITIES: Unifying the Agencies; Implement the plan to provide a smooth transition between the District and the City. Drought Planning; Implement the Drought Response Plan for 1991, which is designed to reduce per capita demands throughout the District's service area. Water Conservation: Meet all applicable water conservation targets, thus reducing the potential penalties that may be assessed by the San Diego County Water Authority. Legislation; Have involvement in Federal and State legislative issues as they pertain to the water supply. SIGNIFICANT CHANGES: The water billing function will be directed and operated by the District which implements the plan to meld both the City and the District. An account Clerk II and an Account Clerk I will be transferred to the Water District, while an Accountant and an Account Clerk II will be transferred to the City Finance Department. 152 PROGRAM: MAINTENANCE AND OPERATIONS FUND: WATER DISTRICT DEPARTMENT: CARLSBAD WATER DISTRICT ACCT * 504-6320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 782,727 245,866 79,812 $ 1,108,407 16 1989-90 ACTUAL $ 827,684 212,106 181,157 $ 1,220,947 16 1990-91 BUDGET $ 1,003,978 251,200 110,750 $ 1,365,978 19 1991-92 BUDGET $ 1,400,406 1,438,252 316,600 $ 3,155,258 28.4 WORK PROGRAM: Provide Engineering Services for construction of the potable and reclaimed water system. Provide Carlsbad with a water supply of sufficient quantity and pressure that meets all applicable Federal, State and local quality standards. PROGRAM ACTIVITIES: Reclaimed Water; Provide reclaimed water to the Phase I list of users as specified in the District's Water Reclamation Master Plan. Plan Check: Review and correct plans for new development in a two-week turnaround period. Happing: Develop and continuously update the computer based mapping system. Design; Reduce project costs by completing in-house design on various capital projects. System Maintenance: Maintain all water facilities at a level to ensure safe and efficient operations. System Repair; Repair all leaks immediately to reduce water loss, and.perform the repair with a minimum of water service disruption. Safety: Eliminate work related injuries and accidents. SIGNIFICANT CHANGES: Two Inspectors will be transferred to the City's Municipal Projects program to implement the melding of the Water District with the City. Maintenance and operation costs have increased due to the representation of depreciation expenses as a budgeted item for the first time. 153 PROGRAM: ENGINEERING FUND: WATER DISTRICT DEPARTMENT: CARLSBAD WATER DISTRICT PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1988-89 ACTUAL $ 467,853 19,564 5,917 $ 493,334 7.0 1989-90 ACTUAL $ 534,458 7,693 44,617 $ 586,768 8.4 1990-91 BUDGET $ 597,478 7,500 8,000 $ 612,978 9.4 1991-93 BUDGET $ -0- -0- -0- $ -0- -0- WORK PROGRAM: Provide engineering services for construction of the potable and reclaimed water system. PROGRAM ACTIVITIES: None SIGNIFICANT CHANGES: This program has been integrated into one entitled Maintenance and Operations. 154 CAPITAL IMPROVEMENT PROGRAM 1991-92 Capital Improvement Program Introduction The Capital Improvement Program for 1991-92 totals $50.1 million, which is nearly identical to the 1990-91 adopted budget of $51.5 million. This represents a decrease of $.4 million or 1.6%. Projected revenues for the 91-92 program total $46.3 million.and are up by $3.2 million or 7.4% over the 1990-91 budget. Although total revenues for 1991-92 are up, weak economic conditions nationally and locally as well as dramatically declining construction levels have resulted in reduced development related revenues. Revenues collected as the result of new residential and commercial/industrial development occur are down by $5.9 million or 92.2%. This has resulted in modifications to the scheduling of projects. This report and the accompanying CIP documents reflect the actions taken to address the issue of funding availability weighed against the demand for facilities, and growth. As the City continues to monitor growth in conjunction with revenues, it has become apparent that there is a correlation between the amount of funds that can be spent on projects, and the amount of growth. If development subsides, so too do revenues, which in turn impacts expenditures schedules. Most expenditure schedules were established using the Growth Management standards as guidelines. Interwoven into this formula are fiscal constraints which are becoming more important. This year, lack of available funds has forced some projects to be recommended for phasing, and reflects a change in philosophy. Previously, the City chose to build facilities to meet maximum population expectations. Now, the philosophy is shifting to one where phasing of projects will more closely match the incremental growth demands. Further, in cases where facility availability fails to meet growth management standards, developers may be required to finance design and construction costs. As growth revenues decline, the expenditures too must be altered accordingly. The Growth Management system used by the City needs to be viewed with flexibility, as well as in concurrence with other external issues, including the general economy. Several other steps were taken in formulating the 1991-92 CIP. First, cost estimates for all projects were reviewed by the Engineering Department resulting in significantly higher budget figures for park projects. The new cost estimate for park development is $135,000 per acre, up from $115,000 per acre. Second, in August, 1991, the Planning Commission reviewed all projects new to the 1991-92 CIP for General Plan consistency. All projects were found to comply with the General Plan. Third, the 1991-92 CIP now included the Community Facilities District projects and revenues. Although the projects themselves are not new, the funding sources have been modified to reflect the use of the CFD. The first projects which will utilize CFD funds are the Library and the 1-5 Interchanges. Fourth, Traffic Impact Fee projects have been revised to reflect the projects identified in the study presented to Council in October, 1991. Fifth, Sewer projects have also been revised to reflect the projects contained in the recently adopted Sewer Master Plan. The CIP accurately shows Carlsbad's share of the Encina Wastewater Facility's capital program budget. 155 The fiscal resources, and the assumptions used in projecting those resources, as well as specific expenditures will be addressed separately. Also addressed will be issues facing the CIP in general. Revenue Revenues for Capital Projects may be broken down into three major categories as follows: 1) fees generated by development in Carlsbad, 2) the Community Facilities District and 3) other sources including grants, bond issues, and letters of credit. The pie chart below provides an overview of the estimated revenues which are projected to support the CIP projects. Approximately 38% of all CIP revenues are received as a result of development, and are dependent upon assumptions made about the City's growth in dwelling units and commercial/industrial square feet each year. These revenues include the Public Facilities Fee (PFF), Traffic Impact Fee (TIF), Park-In-Lieu (PIL), and Sewer Construction revenues. Community Facilities District revenues occupy 43% of the total and are based on schedules included in the Engineering Report. The remaining 19% of revenues are related to the receipt of grants, the county sales tax program (Transnet), the issuance of bonds, and the Water District's Capital Surcharge. FUNDING SOURCES CAPITAL IMPROVEMENT PROGRAM 1991-92 TO BUILDOUT MAJOR FACILITY FEi $49 7 9% CAPITAL SURCHARGE $35 I 6% TRANS NET $41 7% 0'HER |342 6% SEWER £48 5 9%TRAFFIC IMPACT $24 5 4% PUBLIC FACILITY FEE $715 '3% PARK-IN-LIEU $183 3% ;MNT Y FAOL DISTR $245 7 43% Total R«v«nu«« . $389 Million Several assumptions about the rate and type of growth were made in order to project those revenues which rely upon development. Growth assumptions were compiled using the projections used in the Growth Management Program, which continue to change along with the economic climate. For example, this year residential and non-residential growth rates have been reduced from earlier projections to reflect the volumes of growth anticipated in a weak economy. The table on the following page compares the number of residential units used for projecting for the 1991-92 CIP revenues with the number of units used in the 1990-91 CIP. As can be seen, the number of residential units projected for 1991-92 has been decreased by 373, while in 1992-93 a decrease of 180 is shown. The 156 changes shown reflect more current information as gleaned from a greater quantity of completed zone plans, as well as the weak economy. The total number of residential units projected at buildout is 52,477, while the total remaining to be built from this point forward is 23,839. 1991-92CIP Growth Assumptions Year 91-92 92-93 93-94 94-95 95-96 Years 5- 10 Year* - 2001 + 90-91 Total No. Units Resid 899 1488 1408 1371 N/A 1 ,378 995 91 -92 Total No. Units Resid 526 1,308 1,356 1,350 1,248 1,246 1,088 OHf. 90-91 to 91 -92 (373) (180) (52) (21) (130) 93 Total Sq.Ft. Comm/lnd .000.000 ,000,000 ,000,000 ,000,000 ,000,000 1 ,000,000 1,000,000 The line chart below further demonstrates the growth and development patterns which have occurred and are projected to occur in Carlsbad. As can be seen, the development rates fell dramatically in 1987-88 and have not yet recovered. Current Growth Management projections show a slight recovery in 1992-93. CITY OF CARLSBAD RATE OF RESIDENTIAL DEVELOPMENT PERMITS ISSUED UNITS 3000 2500 2000- 1500- 1000- 500- YEARS 1 TO S Of CIP 85 86 87 88 89 90 91 92 93 94 95 96 FISCAL YEAR — DWELLING UNITS 157 Non-residential growth patterns and projections were also reviewed, and modified. The current assumption is that there will be approximately 1 million square feet of non- residential building space added each year until buildout. This assumption is based upon recent history showing that approximately 1 million square feet of commercial/industrial has been added per year. There is some uncertainty as to the likelihood that the levels of growth projected will occur, Staff has recognized that the economy is languishing and has reduced the growth estimates over what has been previously projected. Should the economy continue its decline and impact growth as it has, the assumptions outlined here may still be too optimistic. When using the Growth Management forecast identified above adequate revenues are projected. However, dramatic changes in project scheduling will need to occur if development does not soon recover from its slump. The line chart below demonstrates the effect of reduced development on the PFF, a growth related revenue. As can be seen, lower levels of residential and commercial/industrial square foot development results in dramatically reduced revenues. PFF ENDING BALANCE Growth Management vs. Economy Millions Virilbl* projection* not nud« lor thU Umo p*rlo«. 91-92 92-93 93-94 94-95 95-96 Fiscal Year — Growth Management *• Estimate 4*1 -°- Estimate *2 The mix of attached and detached residential units is assumed to be 55% and 45% respectively. This is the same ratio as has been applied in the past and continues to be the anticipated mix of residential development. The building permit valuation used for computing public facilities fees was $89,500 per attached dwelling unit, and $153,000 per detached dwelling unit. The mix of commercial and industrial is assumed to be 40% and 60% respectively. The commercial category also includes office development. In order to calculate estimated revenues for the Traffic Impact Fee (TIF), the number of average daily trips had to be computed for each type of use. An attached dwelling unit 158 was assigned eight trips per day, and a detached unit ten trips per day, based on data used in developing the TIP. Each residential trip was valued at $77.00. The trips-per-day value for commercial/industrial was averaged at 17 trips per 1,000 square feet of development. The volume of trips generated by commercial/industrial development can vary widely depending on the ultimate land use. The value of each commercial/industrial trip was established at $63.00. Sewer fees were calculated by assessing each residential unit (EDU) $1,675. Commercial was assessed $1,675 for each 1,800 square feet of development and industrial was assessed $1,675 for each 3,400 square feet based on the City's procedure for calculating EDU's for non-residential uses. Park in Lieu revenue projections have increased by 45% throughout the life of the CIP. This is the result of applying the new fees which were implemented in May, 1991. This is the first year that the Community Facilities District (CFD) funding mechanism has been incorporated into the CIP. The implementation of the CFD has reduced the total amount of PFF, and TIF, and BTD revenues projected, as projects which were previously funded from these sources will now be funded through the CFD. Revenues for the PFF, and TIF have been reduced accordingly, and the fund balance for the BTD has been transferred to the CFD. 159 Expenditures The 1991-92 to buildout CIP outlines a total of 185 projects at a total cost of $414.7 million. The pie chart below indicates that the largest segment of expenditures are within the Parks category at $94.2 million or 23%. Included are park projects within all quadrants of Carlsbad as well as Veteran's Memorial Park. Other major park projects include the Golf Course, Larwin Park, Alta Mira Park, Alga Norte Park, and a community park in Zone 19. Park project expenditures are followed in dollar value by Water projects which total $83.7 million, and include new and replacement pipelines and reservoir maintenance. Major street projects in the CIP are the widening of the railroad overpasses at Poinsettia Boulevard, and Palomar Airport Road, La Costa Boulevard widening, and the extension of Faraday Boulevard. The smallest expenditure category for projects is Traffic Signals, at $3.3 million or 1%. Specific timing and cost estimates for projects are identified in the table immediately following. CAPITAL IMPROVEMENT PROGRAM PROJECT ALLOCATION 1991-92 TO BUILDOUT PARKS TRAFFIC SIGNALS ^95 2 23% $3.3 1% ^^ ^^ CIVIC $60.7 15% SEWER $58.4 14%I "s^xxxxxx/xxxxxxi 1-5 INTERCHANGES $34 5 8% WATER $83.7 20% STREET PROJECTS $789 19% Total CIP to Buildout - Ml4.7 Million Specific phasing of projects is reliant upon fund availability as well as efforts taken to meet established growth management standards for facilities. Wherever recommended project scheduling changes occurred, they were based upon a thorough review of the Growth Management Plan, in unison with revenue projections. In order to balance the first five years of the CIP in conjunction with the decline in projected revenues, selected park and street projects have been phased and deferred. All of these altered projects are funded by the PFF, which is now balanced as a result of the timing changes. The altered projects and related issues are identified on the following page. 160 Southeast Quadrant Parks Alga Norte Park - Construction for this park is now scheduled for the 1996-2001 time period. In the 1990-91 CIP, Alga Norte park was scheduled for phased construction in 1991-92, and in 1992-93. Under of provisions of the existing parks agreement, and to comply with the growth management standards, this park needs to be completed in 1993-94. Staff is presently working with the developer to accomplish the more imminent deadline. Carrillo Ranch Park - The scheduling for this park has not been altered from that shown in the 1990-91 CIP. Construction is shown in 1994-95. Carrillo Ranch however, faces the same development related issues that are encountered with Alga Norte Park. Access to the area will not be established until development occurs, and it is now estimated that this will occur until sometime later than 1994-95. It may be necessary to defer this park in the future should these issues continue to exist. Southwest Quadrant Parks Alta Mira Park - The construction of Alta Mira park has now been phased into two segments. The prior year CIP showed the construction of all 42 acres in 1992-93. Due to funding constraints, construction will be phased, providing $4.0 million of funds in 1992-93 and $3.0 million in 1995-96. Initial design for this park will be completed by May, 1992 which will result in more accurate cost estimates for each phase, as well as the amenities to be built at each stage. Zone 19 Park - Developer funds of $1,875,000 are available through a letter of credit and can be used to construct the first phase, 15 acres, of Zone 19 Park. The CIP shows construction of Zone 19 Park for 1992-93, which is one year earlier than was shown in the 1990-91 CIP. Lack of development in the area, and access to the park site are still issues which need to be addressed before embarking on this project. Streets Palomar Airport Road Railroad Bridge - This project also includes the intersection realignment of Palomar Airport Road and Carlsbad Boulevard. Instead of funding the entire project cost of $4.0 million in 1995-96, $1.0 million will be funded in that year, with the remaining $3.0 million occurring in the 1996-2001 time period. The City can expect to undertake the project in 1996-97. Poinsettia Lane Railroad Bridge Widening - This project was scheduled in 1995-96 at $2.0 million, and was pushed back into the 1996-2001 time period. 161 1991-92 Projects The 1991-92 CIP identifies 44 projects which have been budgeted at a total cost of $50.1 million. The chart below shows that Park projects occupy one third of the total 1991-92 expenditures at $16.9 million. Twenty five percent or $12.3 million of the budget is allocated to Civic projects. Sewer projects account for the least amount of expenditures at $1.5 million or 3%. Following is a detailed explanation of the significant 1991-92 CIP projects by category. CAPITAL IMPROVEMENT PROGRAM 1991-92 PROJECTS BY MAJOR CATEGORY civic PARKS ^^^<,Y777777^ $123 25% $169 34% 1-5 INTERCHANGES $34 7% SEWER _ , ^ $153% ^ ^-^ STREET PROJECTS WATER ' $62 12% $9 8 20% Total 91-03 CIP • SS0.1 Million Civic Projects The significant projects scheduled for 1991-92 appropriation include the expenditure of CFD funds toward the South Carlsbad Library at $11.2 million. Design funds of $136,000 for the Cole Library Remodel are also budgeted in 1991-92. Park Projects The construction of the Golf Course is identified for 1991-92 to be funded with a $14 million bond issue. The repayment of the debt is considered an operating expense, and does not appear within the CIP. It should be noted that the General Fund contribution to the Golf Course is limited to between $700,000 and $800,000 annually. Additional debt service expenses will need to be met through the Golf Course Enterprise Fund, and the appropriate setting of user fees. Larwin Park at $2.5 million is the one City park scheduled for a 1991-92 appropriation. Initial design plans for this park are under review. 162 Sewer Projects The CIP reflects Carlsbad's share of funding the Encina Budget. Included is $844,000 in funds to repay the debt for the Phase IV Expansion, and $488,000 for the Solids Management Program. An additional $475,000 is scheduled in the 1991- 92 budget for the Home Plant Lift Station project. Water Projects The largest 1991-92 Water District project is budgeted at $3.5 million for a pipeline along Palomar Airport Road, from El Camino Real to Rancho Santa Fe Road. There are also eleven Water District projects that are identified for funding through a state loan program center around the use of reclaimed water. To date there is no mechanism in place to repay the loan. This is the second year that Water District projects have been included in the CIP. The projects and the accounting used for them now fully conforms to the City's method for representing capital projects. Traffic Signals There are no traffic signals requiring appropriation in 1991-92. Street Projects A total of $5.8 million in new appropriations is scheduled for street projects. The largest expense is for the widening of Palomar Airport Road from El Camino Real to Business Park Drive at $2.3 million. Funds are coming from Transnet/Local, a segment of the Proposition A Sales Tax program. The intersection improvement at El Camino Real and Palomar Airport Road is also scheduled for 91-92 at $2.0 million to be funded by TIF and Transnet/Local. The remaining significant expense is an appropriation of $730,000 to the Streetscape Phase V with bond fund interest earnings offsetting project costs. 1-5 Interchanges The I-5/Palomar Airport Road Overpass is budgeted for $2.2 million during 1991- 92. This will begin the project which has the remaining $10.8 million needed to complete the Interchange in 1992-93 from the CFD. A loan from Transnet will allow the City the accelerate the project timing. CFD funds will be used to repay the loan. 163 Outstanding Issues There are two issues which became apparent as steps were taken to formulate the recommended CIP. These are outlined below. 1. Unfunded Projects - There continues to be is a list of projects identified, that have no specific funding source. These projects may be pursued as funding becomes available. Included on the unfunded list are eleven Public Art Projects. Historically, funding for these projects is arrived at by applying 1% of the GCC project costs to Art. As there are few GCC projects planned within the 1991-92 CIP, funding for public art is scarce. Council may wish to consider establishing a policy which would require that 1% of the total project cost be allocated to art. This would eliminate a duplicate process for each project as well as broaden the potential funding sources to the PFF, CFD and TIP. 2. Water District Fund Balances - The Capital Surcharge fund which is used to replaced existing out-of-date or worn infrastructure, shows a negative balance beginning in 1992-93, and continuing through the 2001+ time frame. Water District staff are presently investigating the possible issuance of debt in order to remedy the problem. Should debt be given further consideration, staff will need to review the water rate structure and establish the nature of the debt to be issued. Summary Review of the CIP finds that all projects identified in the 1990-91 CIP continue to be included. There is concern however, over the economy and the impact it will have on City revenues. Lack of funds has caused the City to rethink how it can accomplish 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. This philosophy worked when growth and related revenues were substantial. The lack of funds now facing the City has resulted in the need to rethink capital projects. Concepts such as phasing projects over a period of years, and timing them when funds are available need to become more prominent. As the new philosophy emerges, the City can still expect to provide quality capital facilities which meet the need of Carlsbad's citizens. The 1991- 92 CIP reflects these concepts, in that staff has recommended the phasing of some park and street projects until such time as projected revenues become available. Should the economy fail to recover within the next year, the City will need to continue its efforts in effectively timing projects to match revenues. This could result in dramatic deferrals of some projects in the CIP schedule. 164 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AMD FUTURE (1991-92 TO BUILOOUT) PROJECTS PROJECT HO. 3742 3296 3264 3350 3343 3743 3289 3266 3244 3244 h- 3370 ON Ui 3735 3352 3336 3354 3335 3353 3711 3712 3741 5346 PROJECT TITLE CIVIC PROJECTS AFFORDABLE HOUSING LAND ACQUISITION BAT10UITOS LAGOON E1R/EIS BATIOUITOS LAGOON ENHANCE PROJ BATIOUITOS LAGOON FINAL DESIGN PHASE CARLSBAD VILLAGE DR. STREET SIGNS CITr HALL FAIR HOUSING SURVEY FIRE SIA « 3 - RELOCATION FIRE STA f1 t *2 REMODEL FIRE STA ill t »2 REMODEL FIRE STA *6 (PERMANENT) LAS PALMAS PUBCHASE LIBRARY -EXPAND COLE LIBRARY LIBRARY -EXPAND COLE LIBRARY LIBRARY - S CARLSBAD/LAND, DESIGN, CONST LIBRARY - S CARLSBAD/CONSTRUCTION LIBRARY - S CARLSBAD/LIBRARY COLLECTION LIBRARY - S CARLSBAD/TEC AND SHELVING LIBRARY - REMODEL COLE LIBRARY PAINT-A-THON PROG-13TH YEAR PUBLIC ART - 1-5 INTERCHANGES PUBLIC ART - JEFFERSON STREET PARC PUBLIC ART - LARUIN PARK PUBLIC ART - LIBRARY - S CARLSBAD PUBLIC ART - SEAUALL REHABILITATION COMMERCIAL REHABILITATION - RESIDENTIAL ROOSEVELT STREET PARKING LOT SAN DIEGO SERVICE CENTER FOR THE BLIND STRfETSCAPE PHASE IV SCULPT Pit FUNDING SOURCE COBG GCC GCC GCC REDEV CFD COBG PFF REV SN GCC PFF PfF PFF CFD PFF CFD PFF PFF PFF CDBG X ARTS X ARTS X ARTS X ARTS X ARTS COBG COBG REDEV COBG GCC PRIOR EXPNO'S 1 ENQJHBRC'S 65, 968 31.912 26,872 143,000 31,271 820,984 5,645,326 1,835 17,523 23,123 156,835 30,000 34,628 BALANCE FORWARD 147,144 n,i28 47,000 10,000 193,729 65.980 398,165 3,095 30,000 75,000 1,877 13,165 60,000 30,000 40,000 TOTAL YEAR 1 YEAR 2 TEAR 5 TEAR * YEAR 5 APPROP 1991-92 1992-93 1995-94 1994-95 1995-96 1996-2001 2001 * 147,144 65.968 51,912 100,000 190,000 25,100.000 25,100,000 10,000 450,000 40,000 410,000 51,271 195,729 450,000 40,000 410,000 2.547,984 235,000 235,000 235,000 235,000 235.000 552,000 12.660.000 12,660,000 4,000,000 4,000,000 5,645,526 11,265,980 11,200,000 400,000 650,000 650,000 1,750,000 175,000 1,575,000 20,616 50,000 75,000 25,000 170,000 50,000 60,000 50,000 656,250 656,250 40,000 54,628 CUT OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AMD FUTURE (1991-92 TO BUIIDOUT? PROJECTS PROJECT HO. 3346 3236 UK, 3236 3293 3338 3224 3198 ion 3344 PROJECT TITLE STREETSCAPE PHASE IV-SOILPT PK CITT MAINTENANCE FACILITY UTILI TIES/MA I NTENANCE/UARENOUSE FACILITY UTIUT1ES/MAINTENANCE/UAREHOUSE FACILITY SUBTOTAL CIVIC PROJECTS DRAINAGE PROJECTS BUENA VISTA CHANNEL REPAIR CARLSBAD VILLAGE OR STORM DRAIN (STRSCP) STORM DRAIN DESILTATION BASIN/CANNCM RO STORM DRAIN JAMES OR - BB SUBTOTAL DRAINAGE PROJECTS PARK PROJECTS ADVANCE PLANNING • PARK DESIGN 10HC 5 PARK FACILITY NORTHEAST QUADRANT PARKS GOLF COURSE DEVELOPMENT GOLF COURSE CONSTRUCTION BONDS ( LARUIN PARC - NE OUAO/22.J ACRES VETERAN'S MEMORIAL PARK - NE QUAD PARK RESTORATION/ACQUISITION FUNDING PR! OB EXPNO'S SOURCE I ENCUMBRC'S REDVL BONDS 658,637 SEW CFD PFF 142,304 5.830,218 GCC Til PLD-9 41 PLD-7 462,000 462, Ml PIL 43,490 ZONE 5 GCF 1,157,713 iOLF BONOS PFF 278,971 CFD PIL-NE IALANCE TOTAL YEAR 1 FCWUAUO APPROP 1991-92 218,163 876,800 500,000 3,700,000 142,304 1,406,44* 67,879,912 12,260,000 50,000 50,000 500,000 500,000 1,119,959 1.120,000 462,000 1,619,959 2,132,000 50,000 1.510 45,000 6.705,015 125,477 1,283,190 14,000,000 14,000,000 11,029 2,790,000 2,500,000 J. 500, 000 6,642,696 YEAR 2 TEA* 3 YEAR 4 YEAR 5 1992-9J 1993-94 1994-95 1995-96 1996-2001 2001 » 500,000 3,700,000 315,000 2,630,000 235,000 891,250 27,652,000 16,660,000 2,000,000 4,705,015 1,750,000 1,750.000 6,642.696 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AMD FUTURE (1991-92 TO BUILDOUT) PROJECTS PROJECT NO. 3355 3314 33K 3730 3356 3357 3306 PROJECT TITLE NORTHWEST QUADRANT PARKS UHAIE UATCH FENCE REPLACEMENT CANNON LAKE PARK - NU QUAD/6.7 ACRES COMMUNITY CENTER - NU QUADRANT HOLIDAY PARK IMPROVEMENTS HOLIDAY PARK IMPROVEMENTS VERERAN'S MEMORIAL PARK - NV QUAD HOSP GROVE IMPROVEMENTS MAXTON BROUN PARK IMPROVEMENTS MAXTON BROUN PARK IMPROVEMENTS PARK RESTORATION/ACQUISITION SITE ACQUISITION - NW OUAD/7 AC DEVELOP 7 ACRES SR. BARBEOUE FACILITY SR. BARBEOUE FACILITY SR. BARBEOUE FACILITY VALLEY JR HIGH SCHOOL RENOVATION SOUTHEAST QUADRANT PARKS ALGA NORTE DEVELOP 19.48 AC ALGA NORTE DEVELOP 15.52 ACRES ALGA NORTE COMMUNITY FACILITY ALGA NORTE - REPAY BCED FOR DEVEL COSTS CARRILLO RANCH STABILIZATION LEO CARRILLO-10.2 ACRES DEVEL t RESTORE LEO CARRILLO - 8.5 ACRES (TO BE DEDICATED) LEO CARRIILO DEVELOP 8.5 ACRES VETERAN'S MEMORIAL PARK • SE QUAD PARK RESTORATION/ACQUISITION FUNDING PRIOR EXPND'S SOURCE I ENCUMBRC'S GCC 4,414 PFF PFF GCC 5,615 PIL-NU 128,985 CFD ST GRNT COBG 7.974 GCC 232 PIL-NU PIL-NU PFF ST GRNT SR GRNT GCC GCC 13,933 LC/BCED PFF PFF PFF ST GRNT 161,312 PFF PFF CFD PIL-SE BALANCE TOTAL YEAR 1 FORUARD APPROP 1991-92 150,586 155,000 900,000 3.000,000 4,385 10,000 1,060 110,045 3,500,000 172,000 172,000 22,026 50,000 29,768 30,000 3,6*7,969 2,380,000 875,000 21,416 21,416 3,028 3,028 6,200 6,200 6,067 20,000 2,241,265 2,100,000 3,000,000 2,241,265 328,688 490,000 2,250.000 1,150,000 3,500,000 2,770,618 YEAR 2 TEAR 3 TEAR 4 TEAR 5 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 » 900,000 3,000,000 1,750,000 1,750,000 3,6*7,969 2,380,000 875,000 2,241,265 1,300,000 800,000 3,000.000 1,587.500 653.765 250,000 2,000,000 1,150,000 1,750.000 1,750,000 2.770,618 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AMD FUTURE (1991-92 TO BUILOOUT) PROJECTS PROJECT NO. PROJECT TITLE SOUTHWEST QUADRANT PARKS 3295 ALTA MIRA LAND PURCHASE 30 ACRES 3348 ALTA MIRA DEVELOPMENT - PHASE 1 (42 ACRE ALTA MIRA COMMUNITY CENTER - PHASE II ALTA MIRA LOAN REPAYMENT TO PFF ALTA MIRA REPAY SAMMIS (6.05 ACRES) VETERAN'S MEMORIAL PARK - SW SPECIAL USE AREA DEVELOP 4 ACRES ZONE 19 COMMUNITY PARK (15 ACRES) 3248 ZONE 19 COMMUNITY CENTER ZONE 19 COMMUNITY PARK (9.25 ACRES) ZONE 19 COMMUNITY PARK (REPAY L/C) PARK RESTORATION/ACQUISITION SUBTOTAL PARK PROJECTS SEWER PROJECTS ENCINA WATER POLLUTION CONTROL FACILITY PARALLEL OCEAN OUTFALL 3?98 SOLIDS MANAGEMENT PROGRAM 3250 TREATMENT PLANI EXPANSION • PHASE IV TREATMENT PLANT EXPANSION - PHASE IV - B PHASE V EXPANSION DISINFECTION FACILITIES 3359 BUILDING IMPROVEMENTS INTERCEPTOR SYSTEM I LIFT STATIONS 3303 AGUA HEOIONDA LIFT STATION 3322 BUENA VISTA LIFT STATION FUNDING PRIOR EXPNO'S SOURCE t ENCUMBRC'S PIL-SW 4.426,093 PFF 2,162 PFF PIL-SW PH-SW CFD PFF L/C PFF 1,571 PFF PFF PH-SW 6.232,445 SEW SEW 1,021,611 SEW 1,585,590 SEW 1,266,700 SEW SEW SEW 24,997 SEW 457,836 SEW 1,271 BALANCE TOTAL YEAR 1 YEAR 2 YEAR 3 FORWARO APPROP 1991-92 1992-93 1993-94 23,907 4,450,000 1,509,838 8,422,000 4,110,000 3,000,000 714,000 544,500 J, 500, 000 540,000 1,875,000 187.500 1,687,500 188,429 3,190,000 1.250,000 1,725,000 4,785.976 2,402,770 103,806,183 14,890,144 5,797,500 250,000 9,422,440 17,024 335,616 121,600 134,419 11,765.776 488,346 16,440 97,280 14,410 1,600,000 27,136.100 844,000 982,000 1,118,300 5,200,000 1,614,475 125,735 822,792 24,995 515,200 257,600 16,218 834,054 78,729 162,000 YEAR 4 YEAR 5 1994 95 1995-96 1996-2001 2001 * 3,000,000 3,000,000 73*, 000 544,500 1,750,000 1,750,000 540,000 3,000,000 1,250,000 525,750 1,199,250 *, 785, 976 2,000,000 12,380,000 13,708,015 M.US, 289 182,400 8,964,000 2,383,360 2,371,200 5,253,120 1.118,300 1,118,000 5,591,800 15,097,000 5,200,000 1,488.740 360,000 82,000 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AMD FUTURE (1991-92 TO BUIIDOUT) PROJECTS PROJECT NO. PROJECT TITLE HOLLY BRAE SEWER LINE 3299 HOME PLANT LIFT STATION ( FORCE MAIN 3182 VISTA CARLSBAD TRUNK LINE REACH VC-14 REACHES VC-11, 13 1 15 3324 MONITORING PROGRAM 3252 BASE MAPPING SYSTEM 752 BASE MAPPING SYSTEM SUBTOTAL SEUtR PROJECTS WATER PROJECTS 384 ZONE TO POINSETTIA 384 ZONE TO POINSETTIA 550 ZONE TO POINSETTIA 550 ZONE TO POINSETTIA 580 ZONE SECONDARY SUPPLY 680 ZONE SUPPLY BA noun os OR CAMINO HILLS 3 FARADAY CAMINO VIDA ROflLE TO "0" RESERVOIR CANNON RD - EL CAMINO REAL TO COLLEGE CANNON - CAR COUNTRY TO PAIOMAR AIRPORT CANNON - COUEGE TO OCEANSIDE CANNON - COLLEGE TO OCEANSIDE CARILLO WAY CARLD8AD VILLAGE OR - CELINDA TO DONNA CARLSBAD BLVD - MONZAHO TO ENCINA CARLSBAD BLVD - MONZANO TO ENCINA CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT FUNDING PRIOR EXPNO'S SOURCE I ENCUMBRC'S SEW 6.426 SEW 46,002 SEW 585.213 SEW SEW SEW 13,156 SEW 67,500 WATER 67,500 5,143,802 MFC CS MFC CS MFC MFC MFC MFC MFC MFC MFC MFC CS MFC MFC MFC CS MFC BALANCE TOTAL FORWARD APPROP 218,574 225,000 953,998 1,100,000 1,174,134 1,759,347 990,000 1,250.000 46,844 600,000 50,000 117,500 50.000 117,500 2,737.326 66,289,184 187,500 809,375 118,125 531,875 640,625 1,381,250 943,750 434.375 400,000 930,000 2,266,250 1,167,813 187,500 402,500 230,000 156,250 187,500 656,250 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1991-92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 » 100,000 990,000 1,250,000 20.000 20,000 20.000 20,000 20,000 100,000 3*0,000 1,494,365 1,869,256 1,7*0,515 5,192,800 3,509.200 7,181,800 17,420,120 187,500 809,375 118,125 531,875 MO, 625 1,381,250 150,000 793,750 434,375 400,000 930,000 2,266,250 1,167,813 187.500 402,500 230,000 156,250 187,500 656,250 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1991-92 TO BUIIOOUT) PROJECTS PROJECT NO, PROJECT TITLE CARRIUO WAY - EL FUERTE TO El CAMINO RE COLLEGE BLVD EXTENSION a EL CAMINO REAL 3382 COLLEGE BLVO PR STATION COLLEGE NORTH TO OCEANSIDE COLLEGE ROU - ALGA TO BATIOUITOS COLLEGE - 33" TO CANNON COLLEGE - CANNON TO TAP !77 COLLEGE - MAERKLE RESERVOIR J377 COLLEGE - MAERKLE RESERVOIR COLLEGE - POINSETTIA TO PALOMAR AIRPORT 3376 0 RESERVOIR 1 3376 0 RESERVOIR 1 DOUNTOUN REHABILITATION E RESERVOIR TO CAR COUNTRY EAST OF "E" RESERVOIR 3325 El CAMINO REAL - CHESTNUT TO MARRON 3325 El CAMINO REAL - CHESTNUT TO MARRON ,_ 3378 EL CAMINO REAL - CHESTNUT TO TAMARACK -~l 3378 El CAMINO REAL - CHESTNUT TO TAMARACK ° 3379 EL CAMINO REAL - S OF CMNO VIDA ROBLE EL CAMINO REAL 3 COLLEGE EL FUERTE AVE - N OF LOKER El FUERTE - ALGA TO CARRIUO EL FUERTE - CARRIUO TO PAIOMAR AIRPORT EL FUERTE - FARADAY TO MAERKLE FARADAY TO CANNON RD FARADAY - EL FUERTE TO ORION 15 a NAVIGATION CIRCLE JEFFERSON - PIO PICO TO MAY CO FUNDING PRIOR EXPNO'S SOURCE t ENCUMSRC'S MFC MFC MFC CS MFC MFC MFC MFC CS MFC MFC Ml, WO CS 139, 420 CS 296.325 MFC CS MFC 568,305 cs m,320 MFC 1,445 CS 98* MFC MFC MFC MFC MFC MFC MFC MFC MFC MFC BALANCE FORVARO 75,000 t. 360,000 640,000 297,660 121,580 203,675 583,695 274.680 465,416 316,796 500.000 TOTAL APPROP 2,260,9M 183,375 75.000 512.500 1,622.500 842.188 1,355,000 1,360,000 640,000 1.235.938 3.195,000 1,305,000 1,600,000 345,000 534,375 952,000 448,000 466,861 317,780 500.000 497,750 743,750 1,669,688 1,025.000 1,650,000 887,500 1.009,688 740,625 267,375 YEAR 1 TEAR 2 TEAR 3 TEAR 4 YEAR 5 ,99, -92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 * 2,260,938 183,375 512,500 1,622,500 842,188 1,355,000 1,235,938 2,556,000 1,044.000 550,000 550,000 345,000 534,375 497,750 743,750 1,669,688 1,025,000 1.650,000 887,500 1,009,688 740,625 267.375 cm OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AKO FUTURE (1991-92 TO BU1LOOUT) PROJECTS PROJECT NO. 3383 3380 3375 3381 3381 _, ^ PROJECT TITLE KELLY OR - "E" RESERVOIR TO CANNON LA COSTA PIPELINE REPLACEMENT LOCUST t HARRISON LONG TERM STORAGE LONG TERM STORAGE MAERKLE DAM LINING-COVER MAERKLE DAM LINING-COVER MAERKLE PUMP STATION t CHLORAMINATION MAERKLE PUMP STATION t CHLORAMINATION MAERKLE RESERVOIR TO EL CAMINO REAL MAERKLE RESERVOIR TO EL CAMINO REAL MARRON DO - AVENIDA ANITA TO PR STATION MARRON RD - PR STATION TO OCEANSIDE PALOMAR AIRPORT NORTH OF OVENS PALOMAR AIRPORT ROAD FROM ECR TO SANTE F PALOMAR AIRPORT ROAD FROM ECR TO SANTE F PALOMAR AIRPORT ROAD » YARROW POINSETTIA • EL CAMINO REAL TO "0" PONSETTIA - PASEO DEL NORTE TO CARLSBAD PR STATION PR STATION RELOCATION RECLAIMED WATER AG i 1-5 ONSITE PIPING RECLAIMED WATER - AG t 1-5 PIPELINES RECLAIMED WATER - AG t 1-5 PUMPING STA'S RECLAIMED WATER AG 1 1-5 RESERVOIR RECLAIMED WATER - AVIARA PIPELINE RECLAIMED WATER - AVIARA PUMP STA - ECR FUNDING PRIOR EXPNO'S BALANCE SOURCE t ENCUMBRC'S FORWARD MFC CS 50,000 CS 122,000 MFC CS MFC CS MFC 10,426 1,189,574 CS 15,640 1,784,360 MFC CS MFC CS MFC MFC 65 249,935 CS 66 249,93* CS MFC MFC MFC MFC ST LOAN ST LOAN ST LOAN ST LOAN ST LOAN ST LOAN TOTAL APPROP 887,500 50,000 122,000 5,584,800 8,077,200 4,860,000 7,290,000 1,555,000 2,002,500 111,080 2,552,670 1,510,625 675,000 89,844 2.000.000 2,000,000 175,000 1,587,500 452,815 512,500 512,500 100,000 550,000 500,000 700,000 600,000 800,000 YEAR 1 YEAR 2 TEAR 5 YEAR 4 1991-92 1992-95 1995-94 1994-95 887,500 100,000 4,760,000 150,000 7,140,000 155,000 202,500 111,080 2,552,670 89,844 1,750,000 1,750,000 175,000 100,000 550,000 500.000 700,000 600,000 800,000 YEAR 5 1995-96 1996-2001 2001 » 5,584,800 8,077,200 1,510,625 675,000 1,587,500 452,815 512,500 512,500 Cltr OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1991-92 TO BUILDOUT) PROJECTS PROJECT NO. 5569 3152 3341 5255 59 5256 PROJECT TITLE RECLAIMED WATER - GAfNER IMPROVEMENTS RECLAIMED WATER • 1-5 PIPING RECLAIMED WATER - 1-5 3 PAR BRIDGE RECLAIMED WATER - NAHR RESERVOIR IMPVTS SOUTH OF CAMINO VIDA ROBLE "0" II RESERVOIR "D" RESERVOIR TO PALOMAR OAKS SUBTOTAL WATER PROJECTS TRAFFIC SIGNAL PROJECTS TRAF SIG ALGA/EL FUERTE TRAF SIG ALGA TRAF SIG - ALGA/MELROSE TRAF SIG - CANNON/AVENIDA ENCINAS TRAF SIG - CANNON/COLLEGE TRAF SIG - CANNON/FARADAY TRAF SIG - CANNON/ IS TRAF SIG - CANNON/PASEO DEL NORTE TRAF SIG • CARLSBAD Bl/AVENIDA ENCINAS TRAF SIG - CARLSBAD 8L/PINE TRAF SIG - CARLSBAD Bl/STATE TRAF SIG - CARRILLO/EL FUERTE TRAF SIG - CARRILLO/MELROSE TSAF SIG - COLLEGE/ECR TRAf SIG - COLLEGE/CARLSBAD VILLAGE DR. TRAF SIG - COLLEGE/FARADAY TRAF SIG - COLLEGE/LAKE CALAVERA 1RAF SIG - COLLEGE/PAR IRAF SIG - COLLEGE/POINSETTIA FUNDING PRIOR EXPNO'S SOURCE 1 ENCUHBRC'S ST LOAN ST LOAN ST LOAN ST LOAN MFC MFC MFC 1,347,336 PFF ASMT OIST PFF PFF PFF PFF PFF PFF PFF PFF 77,509 PFF 2.225 PFF PFF PFF 15 PFF PFF 119,645 PFF PFF 3,734 PFF BALANCE TOTAL TEAR 1 TEAR 2 TEAR 3 TEA* 4 FORWARD APPROP 1991-92 1992-93 1993-9* 1994-95 50,000 50,000 300,000 300,000 150,000 150,000 950,000 950,000 143,750 143,750 5,312,500 1.042.500 618,750 618,750 8,484.305 93,540,426 9,812.500 19,516,344 6,102,375 7,930,876 125,000 125,000 805,000 805,000 110,000 110,000 125,000 110,000 200,000 200,000 110,000 110,000 110,000 27,491 105,000 97,775 100,000 125,000 125,000 89,985 115,000 25,000 110.000 110,000 28,680 148.325 100.000 82,941 86,675 125,000 TEAR 5 1995-96 1996-2001 2001 * 4,250,000 31,398,252 8.948,438 110,000 110,000 125,000 110,000 110,000 125.000 125,000 100,000 125,000 cur of CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1991-92 TO BUIIDOUT) PROJECTS PROJECT MO. PROJECT TITLE TRAF SIG - El CAMINO REAL/CAllE BARCEION TRAF SIG - El CAMINO REAL/CANNON TRAF SIG - EL CAMINO REAL/CARRILLO TRAF SIG - EL CAMINO REAL/01 IVENHAIN 3275 TRAF SIG - CARLSBAD VILLAGE DRIVE/JEFFER 3276 TRAF SIG - CALRSBAD VILLAGE DRIVE/ROOSEV TRAF SIG - CARLSBAD VILLAGE DRIVE/TAMARA ">n TRAF SIG - GRAND/JEFFERSON 78 TRAF SIG - GRAND/ROOSEVHT 3273 TRAF SIG - 1NTRCNECT - 12 SIGNALS TRAF SIG - MEIROSE/IA COSTA TRAF SIG - MEIROSE/RANCHO SF (S) TRAF SIG - CAMINO DE LOS COCHES/LA COSTA TRAF SIG - PAIOMAR AIRPORT ROAD/HIDDEN V TRAF SIG - PAIOMAR AIRPORT ROAO/MEIROSE 3345 TRAF SIG - PAR /PAL OAKS MAT TRAF SIG - PASEO DEL N/CAMINO DE LAS OHO TRAF SIG - POINSETTIA/BATIOUITOS DR. 3362 TRAF SIG - POINSETT IA/PASEO DEL NORTE TRAF SIG • TAMARACK/GARFIELD TRAF SIG • TAMARACK/HIGHLAND 3?83 TRAF SIG - TTPE 170 CONTROLLERS TRAF SIG - TARROU/CAMINO VIDA RO8LE 3363 TRAF SIG MOD - EL CAMINO REAL/TAMARACK SUBTOTAL TRAFFIC SIGNAL PROJECTS STREET PROJECTS 3364 ADAMS STREET DESIGN 3305 ALGA RD (ASSESSMENT DISTRICT) FUNDING PRIOR EXPNO'S SOURCE I ENCUMBRC'S PFF PFF PFF PFF PFF 769 PFF 384 PFF PFF 628 PFF 628 PFF 280 PFF PFf PFF PFF PFF GCC 2,349 PFF PFF PFF PFF PFF GCC 51,608 PFF PFF 15.356 275,130 GCC 229 ASMT DIST 14,751.940 •AUNCt TOTAL TEAR 1 TEAK 2 TEAR 3 TEAR 4 TEAR 5 FORWARD APPKOP 1991 92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 » 110.000 110.000 125,000 125,000 125.000 125,000 125.000 125,000 99.231 100.000 99,616 100,000 110,000 110,000 99,372 100,000 99,372 100,000 114,720 115,000 110,000 110,000 110,000 110,000 110,000 110,000 125,000 125,000 125,000 125,000 12,651 15.000 110,000 110,000 110,000 110,000 125,000 125,000 110,000 110,000 110,000 110.000 8.392 60,000 100.000 100,000 89,644 105,000 1,879,870 5,480.000 150,000 640,000 345,000 1,595,000 595,000 79,771 80,000 883,024 15,634,964 CITY OF CARLSBAD CAPltAl IMPROVEMENT PROGRAM CURRENT AND FUTURE (1991-92 TO BURDOUT) PROJECTS PROJECT NO. 3738 3184 3184 ^ 3307 3307 3205 3205 3205 3205 ^ 3188 ~-J 3325 "^ PROJECT TITLE ALGA ROAD MIMOSA TO El CAMINO REAL ALLEY IMPROVEMENTS- 13TH YEAR AVENIDA ENCINAS - ENCINA WWTP FRONTAGE AVENIDA ENCINAS - S OF PALOHAR AIRPORT R CANNON RD (1-5 TO FARADAY) CANNON RO (1-5 TO FARADAY) ASSMT DISTRIC CANNON RO (1-5 TO FARADAY) CANNON RD a 1-5 CANNON ROAD - 1-5 TO PASEO DEL NORTE CARLSBAD BL CANNON TO MANZANO CARLSBAD BL MEDIAN (TAMARACK TO PINE) CARLSBAD BL SHORE PROTECTION CARLSBAD BL SHORE PROTECTION CARLSBAD Bl WIDEN - AC HED/CANNON CARLSBAD Bl WIDEN AC NED/CANNON CARLSBAD Bl WIDEN - AG HED/CANNON CARLSBAD Bl WIDEN - AG HED/CANNON CARLSBAD VILLAGE DR - PONTIAC DR TO S OF COLLEGE Bl ASSMT DIST/ S ECR ECR MEDIANS ECR MEDIANS FUNDING SOURCE Tlf CDBG TIF TIF TRNSNT/HWY ASMT DIST CFD TIF TIF TIF PFF GCC ST GRNT FED GRNT GAS TAX GCC WATER TIF ASMT DIST PFF GAS TAX ECR MEDIANS WATER DISTR 3327 3166 3166 3166 3166 EL CAMINO REAL WIDENING (TAMARACK TO CHE EL CAMINO REAL WIOENING (FARADAY TO PAR) El CAMINO REAL WIDENING (FARADAY TO PAR) EL CAMINO REAL a PALONAR AIRPORT RD TIF GAS TAX SO COUNTY TIF PRIOR EXPND'S 1 ENCUMBRC'S 33,328 386,385 5,584 150,977 1.528,701 610.149 960,019 94,562 8,577.303 500.000 71.337 531.084 157,838 294,723 110 262 EL CAMINO REAL WIDENING (FARADAY TO PAR)TRNSNT/LOCL EL CAMJNO REAL WIDENING - LA COSTA AVT T El CAMINO REAL a ALGA RD El CAMINO REAL 8 CAMINO VIDA ROBLE EL CAMINO REAL a CANNON ROAD EL CAMINO RfAL a CARLSBAD VILLAGE DR Tlf Tlf Tlf Tlf TIF BALANCt TOTAL YEAR 1 YEAR 2 FORWARD APPROP 1991-92 1992-93 300,000 300,000 1.672 35,000 622,000 525,000 3.450,000 25.752 412.137 3,950,000 1,750.000 435,000 107,416 2,113.000 1,200.000 800,000 800,000 149,023 300,000 1.528,701 610,149 960,019 94,562 1,360,000 942,697 9.520,000 2.200.000 31,663 103,000 531,084 242,162 1,510,000 5,777 300,500 399,890 400,000 499,738 1,750.000 1,250,000 715,000 715,000 450,000 250,000 320,000 130,000 320,000 YEAH 3 YEAR 4 YEAR 5 1993-94 1994-95 1995-96 1996-200? 2001 « 622,000 525,000 3,450,000 3,950,000 1,750,000 435,000 2,000,000 1,200,000 1,360,000 1,700,000 1, HO, 000 450,000 250,000 320,000 130,000 320,000 CITY OF CARLSBAD CAPITAL IMPHOVEMENT PROGRAM CURRENT AND FUTURE (1991-92 TO BUILDOUT) PROJECTS PROJFCT HO. 3739 3156 1215 3215 3215 3316 3731 3151 3151 3151 3286 3286 3341 3341 3341 (291 3291 PROJECT TITLE EL CAM) NO REAL a FARADAY AVENUE EL CAMINO REAL 3 TAMARACK EL CAMINO REAL 3 TAMARACK - REPAY FOOTE FARADAY AVE 3 ORION STREET FARADAY (CANNON TO KOLL PROP) HANDICAP RAMPS JEFFERSON ST PATH JEFFERSON ST • 1-5 TO MARRON LA COSTA AVE INTERSECTION - U LEG LA COSTA AVE INTERSECTION - U LEG LA COSTA AVE • 1-5 TO EL CAMINO REAL LEUCADIA BL - FM EXISTING TO EL CAMINO R LOCAL ROAD DRAINAGE PROGRAM MEL ROSE DR 3 ALGA ROAD MISCELLANEOUS - TRAFFIC MONITORING PROCR OAK STREET IMPROVEMENTS STATE/ROOSEVELT OLIVENHAIN RD 1 RANCHO SANTA FE RD (PORT PALOMAR AIRPORT ROAD 3 COLLEGE BLVD PALOMAR AIRPORT ROAD 3 PASEO DEL NORTE PAR ASSKT DIST (COLLEGE TO PASEO DEL NOR PAR ASSWT OIST (COLLEGE TO PASEO DEL NOR PAR ASSHT DIST (COLLEGE TO PASEO DEL NOR FUNDING PRIOR EXPNO'S SOURCE 1 ENCUMSRC'S TIF L/C FOOTE TIF TIF CFO COBG ST GRNT PFF GCC TIF CFD CFD TRNSNT/IOCL TIF TIF COBG CFD TIF TIF ASM! DIST GCC PFF 36,081 47, 95* 48,490 950,579 203,909 28,178 4,327,575 111,098 2,829,876 BAIANCE FORWARD 6,945 47,066 364,931 80,855 198,712 168,655 3,860 611,214 PAR BETWEEN CAMINO VIDA ROBLE t EL CAMINTRNSNT/LOCL PAR BETWEEN CAMINO VIDA ROBLE t ECR • RE PAR (U OF ECR, MEDIAN) SO COUNTY PFF PAR - EL CAMINO REAL TO BUSINESS PARK DRIRNSNT/LOCL PAR - EL CAMINO REAL TO BUSINESS PARK ORTRNSNT/HWY PAR - EL CAMINO REAL TO BUSINESS PARK DR PARKING LAND ACQUISITION ( FACILITIES PARKING LAND ACQUISITION t FACILITIES PAR(RR BRIDGE WIDEN t C'BAD BL INTERSEC) P01NSETTIA LN - 1-5 TO BMIOUITOS LN ST GRNT REDEV TIB PFF TIF 373,487 110 852,071 1,776,515 51.890 97,929 TOTAL YEAR 1 APPROP 1991-92 3, 2, 6, 3, 4, 6, 4, 3. 2, 1. 2, 2, 4, 1, 710 170 170 100 500 45 95 000 48 950 564 500 300 480 964 226 000 160 525 496 114 441 195 950 500 500 150 510 52 950 000 870 ,000 ,000 170,000 ,000 ,000 ,000 ,026 ,000 ,000 ,490 .579 ,931 ,000 ,000 ,000 ,764 40,000 ,890 ,000 ,000 ,000 ,228 ,958 ,090 ,000 ,000 ,000 ,000 2,300,000 ,000 ,000 310,000 ,000 .000 ,000 ,000 120,000 YEAR 2 TEAR 3 YEAR I TEAR 5 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 « 710,000 170,000 100,000 3,500,000 2,000,000 6,000,000 3,500,000 4,300,000 480,000 40,000 40,000 40,000 40,000 200,000 280,000 6,000,000 160,000 525,000 2,195.000 1,950,000 500,000 1,000,000 3,000,000 1,750,000 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1991-92 TO BUHDOUT) PROJECTS PROJECT HO. 3190 3190 in? 3328 1001 J366 3367 3368 3347 3288 3288 3203 FUNDING PRIOR EXPND'S PROJECT TITLE POINSETIIA RR BRIDGE WIDENING RANl-HO SANTA FE RO ASMT DIST RANCHO SANTA FE RD ASMT DIST SOURCE t PFF ASMT DIST GCC SIDEWALK CURB GUTTER 8GRANO JEFFERSON/MA COBG STREET/SIDEWALK UPGRADES STREET/SIDEWALK UPGRADES SIDEWALK PROG DESIGN t PLAN SIDEWALK PROG DESIGN t PLAN (LACUNA) STATE ST/CARLSBAD BL INTERSECTION STREETLIGHT REPLACEMENT - CARLSBAD BL I STREETLIGHT REPLACEMENT • LACUNA DR STREETSCAPE PHASE V - CARLSBAD VILLAGE D STREETSCAPE - CARLSBAD VILLAGE DR I CARL STREETSCAPE • CARLSBAD VILLAGE DR 1 CLSB TAMARACK (JEFFERSON TO CARLSBAD BL) UNDERGROUND UTILIU DISTRICT NO. U UNDERGROUND UTILITY DISTRICT NO. 15 SUBTOTAL STREET PROJECTS TRNSNT/LOCL TIF GCC REDEV CCC GCC CCC TIB TIB GCC PFF SOGtE SOGiE ENCUMBRC'S 98,2*1 18,147 3,711 76,016 539 48,518 321,193 3,004,793 56,275 H9.615 42,242,967 BALANCE FORWARD 24,759 62,553 26,289 400,000 173,98* 89,461 36,482 45,000 1,237,207 1,850.385 11,523,073 TOTAL TEAR 1 YEAR 2 TEAK 3 YEAR * YEAR 5 APPROP 1991-92 1992-93 1993-9* 1994-95 1995-96 1996-2001 2001 » 2,000,000 2,000,000 123.000 80,500 50,000 6,000,000 300,000 300.000 300,000 500,000 300,000 1,500,000 3,000,000 6,000,000 300,000 300,000 300,000 300,000 300,000 1, 500, 000 3,000,000 400,000 250,000 90,000 85,000 45,000 2.288,500 HO. 100 3,004,793 56,2.75 2.000,000 395,000 395,000 550,000 550,000 132,698,140 6,235,100 1,355,000 14,940.000 9,590,000 7,285,000 19,057,000 20,690,000 BRIDGE I THOROUGHFARE PROJECTS 3219 3219 3268 3268 3268 S268 3268 3269 3269 1 5/LA COSTA Art INTERCHANGE 1-5/LA COSTA AVE INTERCHANGE l-5/PALOHAR AIRPORT RD INTERCHANGE 1 5/PALOHAR AIRPORT RD INTERCHANGE l-5/PALOHAR AIRPORT RD INTERCHANGE l-5/PALOHAR AIRPORT RD INTERCHANGE l-5/PALOMAR AIRPORT RD INTERCHANGE l-5/POINSETIIA INTERCHANGE 1 5/POINSETTIA INTERCHANGE BTD CFD TRNSNT/LOCL TRNSNT/HWY TRNSNT/BUE BTD CFD CFD BID 424,887 275,000 444,818 363,928 55,113 200,000 25,182 36,072 424,887 9,555.115 9,500,000 475,000 2,000,000 2,000.000 250,000 250.000 444,818 11,060,182 200,000 10,835,000 9,886,072 9,850,000 363,928 CUT OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE C1991-92 TO BUILDOUT) PROJECTS pROJECI FUNDING PRIOR EXPNO'S NO. PROJECT TITLE SOURCE t ENCUMBRC'S 3?69 l-5/POINSETTIA INTERCHANGE AVIARA 3?69 l-5/POINSETTIA INTERCHANGE -REPAY AVIARA CFD SUBTOTAL BRIDGE t THOROUGHFARE PROJECTS 1,508,633 GRAND TOTAL ALL PROJECTS 65,042,592 UNFUNDED PROJECTS FUND ALGA ROAD MEDIANS HOLIDAY PARK IRRIGATION RENOVATION STORK DRAIN HIGHLAND OR NORTH - AB STORM DRAIN LACUNA t KADI SO* - AA-2, AA-3 STORM DRAIN -E SIDE EL CAMINO REAL - BC STORM DRAIN - MADISON STREET STORM DRAIN - STATE ST. CHESTNUT AVE t MISC TRAF S1G • ALGA 1 CAZADERO TRAP SIG - LA COSTA/CADENCIA TRAF SIG - CARLSBAD BL/CHESTNUT LAND PURCHASE - RECLAIMED WATER SITE CARLSBAD BLVD SHORE PROTECTION PUBLIC ART - ALGA NORTE PARK PUBLIC ART - ALTA MIRA PARK PUBUC ART - CARRHLO RANCH PUBLIC ART - COLE LIBRARY PUBLIC ART - FIRE STATION »3 PUBLIC ART - CJXF COURSE PUBLIC ART • RENOVATION OF EXISTING LIBRARY BALANCE TOTAL YEAR I YEAR 2 YEAR 3 YEAR 4 YEAR 5 FORWARD APPROP 1991-92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 » 913,000 913,000 913,000 913.000 314,367 36,286,000 3,363,000 20,335,000 10,763,000 30.370,114 508,111,845 50,105,109 49,318,100 37,065.890 25,093,676 24,065,450 100,592,067 128,458,847 YEAR 1 YEAR 2 YEAR 3 YEAI 4 YEAR 5 TOTAL COST 1991-92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 « 485,000 95,000 162,000 488,000 348,000 125,000 150,000 100,000 100,000 110,000 760,000 3,200,000 42,000 75,600 33,500 10,000 4.500 87,500 10,000 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1991-92 TO BU1LDOUT) PROJECTS PROJECT NO.PROJECT TITLE FUNDING PRIOR EXPND'S SOURCE & ENCUMBRC'S BALANCE FORWARD TOTAL APPROP TEAR 1 1991-92 YEAR 2 1992-93 YEAR 3 1993-94 YEAR « 1994-95 YEAR 5 1995-96 1996-2001 2001 + 3349 PUBLIC ART - TRANSIT STA a CARLSBAD VILLAGE PUBLIC ART - TRANSIT STA 3 POINSETTIA LANE PUBLIC ART - WHALE UATCH FENCE PUBLIC ART - ZONE 19 PARK CARLSBAD BL BRIDGE (SB) 3 BAT1QUITOS LAGOON ALGA NORTE 50M SUIHHING POOL 20,000 20,000 1,500 29,400 2,000,000 (Funded through state grant when funds become available.) 3,000,000 TOTAL ALL UNFUNDED PROJECTS *11,457,000 CAPITAL IMPROVEMENT PROGRAM CASH FLOU 1992 TO BUILDOUT YEAR 1 1991-92 FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NU PIL AREA 2 NE PIL AREA 3 SU PIL AREA 4 SE TIP PLD - OTHER PLD - 3 PLD - 7 PLD - 9 SEWER CONST TRANSNET/BIKE TRANSNET/HIGHUAY TRANSNET/LOCAL SDG&E GAS TAX SD COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG SENIOR GRANT/TRUST CMMTY FACILITY DISTR WATER DISTRICT FUNDS -STATE LOAN -MAJOR FACILITY FEE -CAPITAL SURCHARGE BEGINNING BAL 7/1/91 502,084 2,661,618 1,534,200 1,431,805 392,736 516,960 386,374 1,424,223 543,887 26,968 16,072 349,096 6,832,314 (2,069,001) 647,082 1,745,587 210,383 383,601 41,038 422,767 647,082 (556,408) (550,200) 5,053,144 9,054,795 2,909,859 REVENUE 1,821,974 200,000 118,312 141,460 91,820 102,880 757,699 1,190,410 400,000 1,875,000 3,015,000 320,000 14,000,000 562 187,500 170,000 913,000 100,000 520,000 3,028 6,346,856 5,000,000 1,942,568 2,157,693 EXPENDITURES 56,200 3,560,000 1,710,000 1,494,365 250,000 2,000,000 3,315,000 14,000,000 187,500 170,000 913,000 730,100 503,416 3,028 11,400,000 5,000,000 2,535,000 2,277,500 ENDING 445,884 923,592 1,734,200 1,550,117 534,196 608,780 489,254 471,922 543,887 26,968 16,072 349,096 6,528,359 150,000 (2,194,001) 347,082 1,745,587 530,383 383,601 41,600 422,767 16,982 (539,824) (550,200) 8,462,363 2,790,052 TOTAL 34,558,066 41,375,762 50,105,109 25,828,719 179 CAPITAL IMPROVEMENT PROGRAM CASH FLOW 1992 TO SUILDOUT YEAR 2 1992-93 FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF PLD - OTHER PLD - 3 PLD - 7 PLD - 9 SEWER CONST TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL SDG&E GAS TAX SD COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -MAJOR FACILITY FEE -CAPITAL SURCHARGE BEGINNING BAL 7/1/92 445,884 923,592 1,734,200 1,550,117 534,196 608,780 489,254 471,922 543,887 26,968 16,072 349,096 6,528,359 150,000 (2,194,001) 347,082 1,745,587 530,383 383,601 41,600 422,767 16,982 (539,824) (550,200) 8,462,363 2,790,052 REVENUE EXPENDITURES 3,502,492 4,575,000 200,000 356,222 372,940 328,444 102,880 1,100,678 640,000 2,498,585 1,869,256 850,000 436,000 300,000 395,000 395,000 157,500 1,687,500 1,687,500 2,241,265 20,335,000 20,335,000 2,102,238 9,253,594 1,076,434 10,262,750 ENDING 445,884 (148,916) 1,934,200 1,906,339 907,136 937,225 592,134 932,600 543,887 26,968 16,072 349,096 7,157,688 150,000 (1,344,001) 483,082 1,745,587 687,883 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) 1,311,007 (6,396,264) TOTAL 25,828,719 37,743,178 49,318,100 14,253,798 180 CAPITAL IMPROVEMENT PROGRAM CASH FLOW 1992 TO BUILDOUT YEAR 3 1993-94 FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SU PIL AREA 4 SE TIF PLD - OTHER PLD - 3 PLD - 7 PLD - 9 SEWER CONST TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL SDG&E GAS TAX SO COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -MAJOR FACILITY FEE -CAPITAL SURCHARGE BEGINNING BAL 7/1/93 445,884 (148,916) 1,934,200 1,906,339 907,136 937,225 592,134 932,600 543,887 26,968 16,072 349,096 7,157,688 150,000 (1,344,001) 483,082 1,745,587 687,883 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) 1,311,007 (6,396,264) REVENUE EXPENDITURES 3,605,644 3,520,000 200,000 356,222 334,360 331,325 102,880 1,121,731 2,090,000 2,444,985 1,740,515 1,045,000 349,000 300,000 550,000 550,000 165,375 22,763,000 22,763,000 2,116,091 3,219,705 1,171,048 2,882,670 ENDING 445,884 (63,272) 2,134,200 2,262,561 1,241,496 1,268,550 695,014 (35,669) 543,887 26,968 16,072 349,096 7,862,158 150,000 (299,001) 532.082 1,745,587 853,258 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) 207,393 (8,107,886) TOTAL 14,253,798 36,656,661 37,065,890 13,844,569 181 CAPITAL IMPROVEMENT PROGRAM CASH FLOW 1992 TO BUILDOUT YEAR 4 1994-95 FUND I GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PR AREA 2 NE PIL AREA 3 SU PIL AREA 4 SE TIF PLD - OTHER PLD - 3 PLD - 7 PLD - 9 SEWER CONST TRANSNET/BIKE TRANSNET/HIGHUAY TRANSNET/LOCAL SDG&E GAS TAX SO COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CD8G CMMTY FACILITY DISTR WATER DISTRICT FUNDS -MAJOR FACILITY FEE -CAPITAL SURCHARGE BEGINNING SAL 7/1/94 REVENUE EXPENDITURES 445,884 (63,272) 4,132,750 3,080,000 2,134,200 200,000 2,262,561 297,066 1,241,496 334,360 1,268,550 357,045 695,014 102,880 (35,669) 1,119,099 340,000 543,887 26,968 16,072 349,096 7,862,158 2,434,935 5,192,800 150,000 (299,001) 1,135,000 532,082 378,000 4,600,000 1,745,587 853,258 173,650 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) 3,950,000 3,950,000 207,393 2,093,963 7,396,501 (8,107,886) 1,272,557 534,375 ENDING 445,884 989,478 2,334,200 2,559,627 1,575,856 1,625,595 797,894 743,430 543,887 26,968 16,072 349,096 5,104,293 150,000 835,999 (3,689,918) 1,745,587 1,026,908 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) (5,095,145) (7,369,704) TOTAL 13,844,569 17,981,305 25,093,676 6,732,198 sssssxssssssssssssssassssssss 182 CAPITAL IMPROVEMENT PROGRAM CASH FLOW 1992 TO BUILDOUT YEAR 5 1995-96 FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SU PIL AREA 4 SE TIF PLD - OTHER PLO - 3 PLD - 7 PLD - 9 SEWER CONST TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL SDG&E GAS TAX SD COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -MAJOR FACILITY FEE -CAPITAL SURCHARGE TOTAL =====S5SSS===S=== = ====: BEGINNING BAL 7/1/95 445,884 989,478 2,334,200 2,559,627 1,575,856 1,625,595 797,894 743,430 543,887 26,968 16,072 349,096 5,104,293 150,000 835,999 (3,689,918) 1,745,587 1,026,908 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) (5,095,145) (7,369,704) 6,732,198 REVENUE EXPENDITURES 3,373,552 4,235,000 200,000 191,614 2,380,000 334,360 357,045 102,880 1,074,363 340,000 2,264,085 3,509,200 1,230,000 3,450,000 410,000 2,495,000 182,350 656,250 656,250 7,000,000 7,000,000 2,161,870 1,092,335 20,630,704 24,065,450 ENDING 445,884 128,030 2,534,200 371,241 1,910,216 1,982,640 900,774 1,477,793 543,887 26,968 16,072 349,096 3,859,178 150,000 (1,384,001) (5,774,918) 1,745,587 1,209,258 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550.200) (2,933,275) (6,277,369) 3,297,452 183 CAPITAL IMPROVEMENT PROGRAM CASH FLOW 1992 TO BUILDOUT YEAR 6-10 1996-2001 FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SU PIL AREA 4 SE TIF PLD - OTHER PLD - 3 PLD - 7 PLD • 9 SEWER CONST TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL SDG&E GAS TAX SO COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -MAJOR FACILITY FEE -CAPITAL SURCHARGE BEGINNING BAL 7/1/96 REVENUE E 445,884 128,030 16,719,479 2,534,200 1,000,000 371,241 958,070 1,910,216 1,661,512 1,982,640 1,656,625 900,774 564,554 1,477,793 5,341,551 543,887 26,968 16,072 349,096 3,859,178 11,307,025 150,000 (1,384,001) 4,350,000 (5,774,918) 1,450,000 1,745,587 1,209,258 1,058,000 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) 30,300,000 (2,933,275) 10,802,071 (6,277,369) 6,783,068 •XPENDITURES ENDING 445,884 15,135,250 1,712,259 2,000,000 1,534,200 1,329,311 3,571,728 1,278,500 2,360,765 1,465,328 7,107,000 (287,656) 543,887 26,968 16,072 349,096 7,681,800 7,484,403 150,000 2,965,999 1,500,000 (5,824,918) 1,745,587 1,950,000 317,258 383,601 41,600 422,767 2,241,265 16,982 (539,824) (550,200) 30,300,000 22,621,052 (14,752,256) 8,777,200 (8,271,501) TOTAL 3,297,452 93,951,955 100,592,067 (3,342,660) 184 CAPITAL IMPROVEMENT PROGRAM CASH FLOW 1992 TO BUILDOUT 2001 FUND E GCC PFF ZONE 5 PARK FEE PR AREA 1 NU PIL AREA 2 NE PIL AREA 3 SU PIL AREA 4 SE TIF PLD - OTHER PLD - 3 PLD - 7 PLD - 9 SEWER CONST TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL SDG&E GAS TAX SO COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z1 LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -MAJOR FACILITY FEE -CAPITAL SURCHARGE BEGINNING IAL 7/1/2001 445,884 1,712,259 1,534,200 1.329,311 3,571,728 2,360,765 1.465,328 (287,656) 543,887 26,968 16,072 349,096 7,484,403 150,000 2,965,999 (5,824.918) 1,745,587 317,258 383,601 41,600 422,767 19 16.982 (539,824) (550,200) (14,752,256) (8,271,501) REVENUE EXPENDITURES 38,478,327 32,748,015 3,170,815 4,705,015 2,318,658 3,647,969 3,070,968 6,642,696 2,425,211 4,785,976 1,305,290 2,770,618 13,970.393 9,290,000 26,435,530 37,420.120 18,060,000 6,020,000 3,000,000 613,125 14,500,000 14,500,000 28,462,717 8,273,438 21,526,656 675,000 ENDING 445,884 7,442,571 0 (0) 4.392,737 543,887 26.968 16,072 349,096 (3,500,187) 150,000 21,025,999 (2,804,918) 1,745,587 930,383 383,601 41,600 422,767 16,982 (539,824) (550,200) 5,437,023 12,580,155 TOTAL (3,342,660) 180,357,690 128,458,847 48,556,183 185 CAPITAL IMPROVEMENT PROGRAM CASH FLOW 1992 TO BUILDOUT GRAND TOTALS ALL YEARS FUND BEGINNING BAL TOTAL TOTAL REVENUE EXPENDITURES ENDING GCC PFF ZONE 5 PARK FEE PIL AREA 1 NU PIL AREA 2 NE PIL AREA 3 SU PIL AREA 4 SE TIF PLD - OTHER PLD - 3 PLD - 7 PLD - 9 SEWER CONST TRANSNET/8IKE TRANSNET/HIGHUAY TRANSNET/LOCAL SDG&E GAS TAX SO COUNTY GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 LTR CREDIT FOOTE LTR CREDIT BCED AVIARA LOAN FEDERAL GRANTS REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG SENIOR GRANT/TRUST CMMTY FACILITY DISTR WATER DISTRICT FUNDS -STATE LOAN -MAJOR FACILITY FEE -CAPITAL SURCHARGE 502,084 2,661,618 1,534,200 1,431,805 392,736 516,960 386,374 1.424,223 543,887 26,968 16,072 349,096 6,832,314 (2,069,001) 647,082 1,745,587 210,383 41,038 422,767 647,082 (556,408) (550,200) 5,053,144 9,054,795 2,909,859 71,634,218 5,170,815 4,596,164 6,249,960 5,547,516 2,384,244 24,485,514 48,575,555 400,000 28,545,000 12,058,000 945,000 2,670,000 14,000,000 562 1,875,000 170,000 2,241,265 913,000 100,000 520,000 3,028 105,194,856 5,000,000 49,681,518 35,079,791 56,200 66,853,265 6,705,015 6,027,969 6,642,696 6,064,476 2,770,618 21,517,000 58,908,056 250,000 5,450,000 15,510,000 945,000 1,950,000 14,000,000 1,875,000 170,000 2,241,265 913,000 656,250 730,100 503,416 3,028 110,248,000 5,000,000 53,299,290 25,409,495 445,884 7,442,571 0 (0) 4,392,737 543,887 26,968 16,072 349,096 (3,500,187) 150,000 21,025,999 (2,804,918) 1,745,587 930,383 41,600 422,767 (656,250) 16,982 (539,824) (550,200) 5,437,023 12,580,155 TOTAL 34,174,465 428,041,006 414,699,139 47,516,332 186 APPENDICES AND SUPPLEMENTARY MATERIALS CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1991-92 ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST [GENERAL FUND] 001-1310 FINANCE TOTAL FINANCE 001-2140 POLICE TECHNICAL SERVICES TOTAL POLICE TECHNICAL SERVICES 001 -5110 STREET MAINTENANCE TOTAL STREET MAINTENANCE 001-5320 FACILITIES MANAGEMENT TOTAL FACILITIES MANAGEMENT ITOTAL GENERAL FUND 1 80-81 1 0 PUBLIC LIBRARY GRANT TOTAL PUBLIC LIBRARY GRANT 511-6110 SANITATION TOTAL SANITATION 620-5210 U/M - FLEET OPERATIONS TOTAL U/M - FLEET OPERATIONS 620-5220 U/M - VEHICLE REPLACEMENT TOTAL U/M - VEHICLE REPLACEMENT Desktop 286 Computer UPS Emergency Radio System Jackhammer 90 Ibs. Carpet Soil Extractor Power Snake Vacuum Inlex Terminals OCLC Workstation & Monitor DeskJet 500 Printer Inlex Inventory Control Portable Module Laptop computer Flat Files Microfiche Cabinet Film Readers Telephone Alarm Units Variable Speed Pump Hydraulic Comminutor Bar Screen Hydraulic Press 25 Ton H-Frame Bar 90 Engine Analyzer Oil Filter Crusher Freon Recovery Station 10 Ton Air/Hydraulic Jack Police Patrol Vehicle 1 2 1 1 1 1 2 1 1 1 1 1 1 2 2 1 1 1 1 1 1 1 9 3.000 3,000 12.000 12,000 1,200 1,200 3,000 2,000 700 5,700 $21 ,900 1,600 4,000 500 6,300 4,500 3.000 1,100 1,700 22,700 3,000 40,000 65,000 1,500 109,500 20,000 4,000 3,500 1.800 29,300 164,100 164,100 187 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1991-92 ACCT NO DEPARTMENT 640-1 720 INFORMATION SYSTEMS - DP TOTAL INFORMATION SYSTEMS - DP 810-3410 REDEVELOPMENT TOTAL REDEVELOPMENT WATER DISTRICT GENERAL SERVICES TOTAL GENERAL SERVICES WATER DISTRICT OPERATIONS TOTAL WATER DISTRICT OPERATIONS WATER DISTRICT ENGINEERING TOTAL WATER DISTRICT ENGINEERING [TOTAL SPECIAL FUNDS ITEM DESCRIPTION Network 300 MB Hard Drive Network FAX Novell Async Communications Server Color 386N Computer Lap Top Computer Cash Register - Water Billing Miscellaneous Office Furnishings Vehicle Replace - 1/2 Ton Compact Vehicle Replace - 5 Yard Dump Truck Fence Maerkle I Reservoir Fence Maerkle II Reservoir - N Prop Line Fence La Costa Low Reservoir Refence Kelly Vault Electric Power to Camino De Las Ondas Telemetry Safety Equipment - Gas Detectors Sound Level Meter Safety Post Vault Access 3* Submersible Pump - Maerkle Reservoir Chlorine Leak Detector Chlorine V-75 Chlorinator Chlorine Vacuum Regulator Chlorine Pumps Pneumatic Calibration Equipment Portable Volt Recorder FM Radios for District Vehicles Desk Top 396 Computer Warehouse, Office Upgrades - Furniture Upgrade Valve Operator Machine HVAC for Telemetry Room 500 Gallon Water Tank - Trailer Mounted Xerox Machine Platform Forklift Office Furniture Desk Top Computer QTY COST 2 4,800 1 1,200 1 5.400 11,400 1 2,775 2,775 1 6,000 1 2,500 5,000 13,500 3 51 ,000 1 36,000 90,000 13,500 6,300 2,100 4,000 33,500 4,000 1,000 2,400 3,500 2,100 2,100 1,200 1,900 3,200 950 8,000 1 6,000 10,000 1,500 7,500 7,500 1 7,500 1 850 307,600 3,000 1 6,000 9,000 $669,875 ITOTAL ALL FUNDS $691,775 188 CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST !6ENgfiAL**UMO 001-1010 CITY COUNCIL League of California Cities Annual Conference (3) Mayors and Council Legislative Conference (4) League of California Quarterly Dinners (15) San Francisco Sacramento San Diego League of California Cities Policy Committee Meetings (5) Various National League of Cities Conference (2)Washington D Meetings with Legislators in State & Federal Capitals Wash DC/Sacr 001-1020 CITY MANAGER 001-1030 CITY CLERK 001-1210 CITY ATTORNEY Miscellaneous Travel and Meeting Expenses League of CA Cities Annual Conference (2) League of CA Cities City Mgr's Meetings (1) ICMA Annual Conference (1) National League of Cities (1) Miscellaneous Travel and Meeting Expenses City Clerk's Association of California Conference Miscellaneous Travel and Meeting Expenses League of CA Cities Annual Conference League of CA Cities City Attorneys Meeting Various SUBTOTAL CITY COUNCIL San Francisco Palm Springs Boston, MA Washington D Various SUBTOTAL CITY MANAGER Cen. California Various SUBTOTAL CITY CLERK San Francisco S California League of CA Cities Continuing Education Seminar (2) Los Angeles 001-1310 FINANCE 001-1320 CITY TREASURER 001-1410 PURCHASING ' Nat's Institute of Municipal Law Officers San Diego County City Attorney's Association (3) Miscellaneous Travel and Meeting Expenses Arizona San Diego Various SUBTOTAL CITY ATTORNEY CA Society of Muni Finance Officers Annual Conference (2) N California League of CA Cities Financial Mgmt Seminar (2) N California CA Municipal Business Tax Conference GFOA Class on Intermediate Gov't Accounting CA Municipal Business Tax Meetings Local Chapter CSMFO Meetings Mileage - Business License Inspections Miscellaneous Travel and Meeting Expenses CMTA Monthly Meetings Municipal Treasurers Annual Conference Miscellaneous Travel and Meeting Expenses Regional and Local Public Works Workshops Ventura Out of State S California San Diego Carlsbad . Various SUBTOTAL FINANCE San Diego Knoxville. TN Various SUBTOTAL CITY TREASURER SUBTOTAL PURCHASING 2,100 2.000 750 2,500 2.000 3,000 950 13,300 1,400 800 2,000 2.300 2,000 8,500 500 300 800 700 700 500 1,000 1.470 800 5,170 1.300 1,300 500 1,000 150 400 1,300 1,600 7,550 300 1.300 600 2,200 800 800 189 CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST 001-1510 HUMAN RESOURCES Miscellaneous Travel and Meeting Expenses CALPELRA Annual Conference (1) PRIMA Annual Conference League of CA Cities Employer/Employee Conference Various 1,950 San Francisco 500 San Francisco 500 Los Angeles 300 001-1610 001-1710 001-1910 001-2120 001-2120 001-2130 001-2131 001-2140 001-2160 001-2210 RESEARCH OFFICE MMASC Annual Conference League of CA Cities Legislative Briefings League Legislative Fellowship Program Meetings with Legislators in Sacramento Miscellaneous Travel and Meeting Expenses INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses SUBTOTAL HUMAN RESOURCES S California Los Angeles Sacramento Sacramento Various SUBTOTAL RESEARCH OFFICE Various SUBTOTAL INFORMATION SYST RISK MANAGEMENT California Manufacturers Association Annual Conference Monterey Public Agency Risk Mgr's Ass'n Annual Conference Monterey Local Seminars and Conferences Various POLICE ADMINISTRATION California Police Chiefs Association Conference Miscellaneous Travel and Meeting Expenses POLICE OPERATIONS Mileage for Personal Cars for Transport to Court FBI National Academy POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses POLICE VICE/NARCOTICS Miscellaneous Travel and Meeting Expenses POLICE TECHNICAL SERVICE Miscellaneous Travel and Meeting Expenses POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses SUBTOTAL RISK MANAGEMENT N California Various SUBTOTAL POLICE ADMIN San Diego Co. Quantico, VA SUBTOTAL OPERATIONS Various SUBTOTAL INVESTIGATIONS Various TOTAL POLICE VICE/NARCOTIC Various SUBTOTAL POLICE TECHNICAL Various SUBTOTAL POLICE TRAFFIC FIRE ADMINISTRATION California Fire Chiefs Conference Sacramento California Fire Chiefs Quarterly Meeting S. California San Diego County Fire Chiefs Monthly Meetings S.D. County California Fire Services State Training Annual Conference San Jose, CA SUBTOTAL FIRE ADMINISTRATI 3.250 250 200 800 1,000 1,800 4,050 1,000 1,000 800 800 400 2,000 600 500 1,100 1.200 1,470 2,670 1,500 1,500 2,000 2,000 3,000 3,000 100 100 800 400 400 600 2,200 190 CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCT NO 001-2220 001-2230 001-2240 001-2260 001-3010 001-3020 001-3110 001-3130 DEPARTMENT TRAVEL DESCRIPTION DESTINATION FIRE SUPPRESSION California State Rre Academy Courses (8 Attendees) Pacific Grove California Fire Training Officers Workshop (6 Attendees) San Jose California Regional Training Officers Courses S. California San Diego County Fire Chiefs and Training Officers San Diego FIRE PREVENITON State Fire Academy Training (2) California Rre Chiefs/Fire Marshals Conference Regional Fire Prevention Officer Meetings Western Rre Chiefs Conference EMERGENCY MEDICAL Regional Emergency Medical Seminars Regional Meetings for Paramedic Coordinator Southern California Fire Chiefs E.M.S. Paramedic Continuing Education Seminars DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings California Office of Emergency Services Seminars California Specialized Training Institute SUBTOTAL FIRE SUPPRESSION Pacific Grove San Luis Obisp S. California Portland, OR SUBTOTAL FIRE PREVENTION S. California San Diego Los Angeles S. California SUBTOTAL EMERGENCY MEDIC San Diego S. California San Luis Obisp SUBTOTAL DISASTER PREPARE COMMUNITY DEVEL ADMIN League of CA Cities Annual Conference San Francisco California Building Officials Annual Business Meeting Long Beach Miscellaneous Travel and Meeting Expenses Various GEOGRAPHIC INFO. SYSTEM ARC/INFO Supplemental Training (2) Annual GIS Users Group Annual URISA Meeting Miscellaneous Meetings and Seminars ENGINEERING ADMIN American Public Works Assn's National Convention Public Works Officer Institute (2) Monthly American Public Works Ass'n Meetings Institute of Transportation Engineers Carlsbad Chamber Meetings for Various Staff Drainage Seminars Subdivision Map Act Seminars MUNICIPAL PROJECTS American Public Works Ass'n Monthly Meetings Miscellaneous Seminars for Division Staff SUBTOTAL COMM DEVEL ADMIN Redlands Palm Springs So. California Various SUBTOTAL GEOGRAPHIC INFO. San Francisco S California San Diego Various Carlsbad Various Various SUBTOTAL ENGINEERING San Diego Various SUBTOTAL MUNICIPAL PROJEC COST 2,400 3,000 2,100 300 7,800 600 200 300 1,400 2,500 600 500 200 800 2,100 80 220 400 700 700 800 600 2,100 1,500 550 300 3,150 5,500 900 600 300 1,000 400 400 400 4,000 600 2,000 2,600 191 CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCT NO 001-3220 001-3230 001-3240 001-3610 001-3411 001-4010 001-4021 001-4022 001-4023 001-4030 001-4040 DEPARTMENT TRAVEL DESCRIPTION DESTINATION PLANNING COMMISSION Planning Commission Institute S California League of CA Cities Annual Conference (Chair) San Francisco Miscellaneous Travel and Meeting Expenses Various SUBTOTAL PLANNING COMMISS PLANNING American Planning Association State Conference N California American Planning Association National Conference Mid-America League of CA Cities Annual Conference San Francisco Association of Environmental Professionals N California Sierra Users Group Meeting N California Miscellaneous Travel and Meeting Expenses Various SUBTOTAL PLANNING GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various SUBTOTAL GROWTH MGMT BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various Int'l Association of Plumbing and Mechanical Officials Col Sprngs, C SUBTOTAL BUILDING INSPECT! HISTORIC PRESERVATION State Preservation Conference (4) Santa Barbara California Preservation Foundation Workshops Various SUBTOTAL HISTORIC PRSRVTN LIBRARY ADMINISTRATION American Library Association Annual Conference San Francisco League of CA Cities Annual Conference San Francisco League of CA Cities Executive Committee Meetings Various California Library Association Annual meeting Oakland Miscellaneous Travel and Meeting Expenses • Various SUBTOTAL LIBRARY ADMIN LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CIRCULATION LIBRARY REFERENCE Serra Library System Seminars and Meetings (6) Various California Library Assn Seminars and On-Line Users Group Various SUBTOTAL REFERENCE LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY LIBRARY CHILDREN'S Local Travel to Facilities for Programs/Mtgs/School Visits Carlsbad Serra Children's Services Committee Meetings San Diego Co. SUBTOTAL CHILDREN'S TECHNICAL SERVICES Serra Technical and Automation Review Committee San Diego Co. Serra Audiovisual Cataloger's Workshop San Diego Co. INLEX Users Group (2) Monterey SUBTOTAL TECH SERVICES COST 3,000 700 900 4.600 700 1,600 700 700 300 6,600 10,600 1,000 1,000 1,500 1,100 2.600 1,500 500 2,000 800 700 500 700 200 2,900 200 200 200 200 400 200 200 50 200 250 100 100 1.100 1,300 192 CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST 001-4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Oakland SUBTOTAL COLLECTION DEV. 200 200 001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various SUBTOTAL MEDIA SERVICES 300 300 001-4060 ADULT LEARNING 001-4110 PARKS & REC ADMIN Miscellaneous Seminars and Literacy Network Meetings Various SUBTOTAL ADULT LEARNING Parks & Recreation Administrators Institute California Park and Recreation Society Annual Conference Miscellaneous Travel and Meeting Expenses SUBTOTAL PARKS & REC ADM 200 200 001-4070 BRANCH 001-4210 CULTURAL ARTS 001-4220 SISTER CITY Miscellaneous Travel and Meeting Expenses National Association of Local Arts Agencies California Federation for the Arts League of CA Cities Executive Committee Meetings California Assembly of Local Arts Agencies Miscellaneous Travel and Meeting Expenses Various SUBTOTAL BRANCH Tuscon. AZ Sacramento L.A./San Fran. L.A./San Fran. Various SUBTOTAL CULTRUAL ARTS Official Delegation Visit Futtsu, Japan Southern California Sister Cities Regional Conference So. California SUBTOTAL SISTER CITY 200 200 600 300 600 300 200 2,000 5,500 500 6.000 Asilomar 800 Long Beach 650 Various 910 2,360 001-4121 PARK OPERATIONS California Park and Recreation Society Annual Conference National Park & Recreation Park Plannin & Maint School Miscellaneous Travel and Meeting Expenses Long Beach 150 Lake Arrowhea 600 Various 250 SUBTOTAL PARK OPERATIONS 1,000 001-4131 RECREATION OPERATIONS California Park and Recreation Society Annual Conference Miscellaneous Travel and Meeting Expenses Long Beach Various SUBTOTAL RECREATON OPRT 200 1,300 1,500 001-4133 AQUATICS Local Professional Meetings & SD County Aquatic Council Miscellaneous Travel and Meeting Expenses S California Various SUBTOTAL AQUATICS 130 120 250 001-4141 SENIOR COMMISSION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SENIOR-COMMSS'N 50 50 193 CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCT NO DEPARTMENT 001-4142 SENIOR PROGRAM 001-5110 STREET MAINTENANCE 001-5410 TRAFFIC SIGNAL MAINT 001-6010 U & M ADMINSITRATION TOTAL GENERAL FUND iSPEClAL FUNDS 161-4122 STREET TREE MAINTENANCE 161-4123 MEDIAN MAINTENANCE TRAVEL DESCRIPTION America) Society on Aging Conference N County Senior Director's Meetings Area Agency on Aging Meetings Congressman Packards' Senior Advisory Meetings Maintenance Superintendent Conference Traffic Control Supervisors Association Conference Miscellaneous Travel and Meeting Expenses Miscellaneous Technical Training Miscellaneous Travel and Meeting Expenses DESTINATION San Diego San Diego San Diego San Diego SUBTOTAL SENIOR PROGRAM San Diego Fresno Various SUBTOTAL STREET MAINT Various SUBTOTAL FACILITIES MGMT Various SUBTOTAL TRAFFIC SIGNAL MN APWA National Conference San Francisco APWA Monthly Meetings Local Maintenance Superintendent Association Conference San Diego Maintenance Superintendent Association Monthly Meetings Los Angeles MMASC Annual Conference Local Miscellaneous Travel and Meeting Expenses Various SUBTOTAL U&M ADMIN COST 365 90 180 40 675 600 600 300 1,500 800 800 700 700 800 400 200 180 500 1,600 3,680 135,855 | Miscellaneous Travel and Meeting Expenses Landscape Seminars 391-3510 BLOCK GRANT(ENTITLEMENT) Miscellaneous Travel and Meeting Expenses 511-6110 SANITATION 620-5210 FLEET OPERATIONS WPCA National Conference Water Pollution Control Association Meetings Water Reclamation Symposium San Diego Water Reclamation Quarterly Meetings Miscellaneous Travel and Meeting Expenses Various SUBTOTAL TREE MAINTENANCE Various SUBTOTAL MEDIAN MAINT Local SUBTOTAL BLOCK GRANT Los Angeles San Diego San Diego San Diego Various SUBTOTAL SANITATION Annual Fire Chief's Association Mechanics Academy Orange County SUBTOTAL FLEET OPERATIONS 1,000 1,000 500 500 200 200 600 300 100 200 300 1,500 500 500 MM m mm P m m m m m P m 194 a m CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST 131-3310 HOUSING VOUCHERS 161-6210 STREET LIGHTING 181-8119 SENIOR GRANT 190-8206 PARTNERSHIP FOR CHANGE 501-6310 WATER SERVICES 520-6410 SOLID WASTE MANAGMENT 640-1720 DATA PROCESSING 810-3410 REDEVELOPMENT 810-3420 AFFORDABLE HOUSING Misc. Travel and Meeting Expenses for Hearing Officer Various 150 NAHRO Quarterly Training Workshops Unknown 250 HAEDA Quarterly Information Meetings Unknown 250 Section 8 Program Training Unknown 2,400 Monthly Mileage Reimbursement for Inspections Local 360 Personal Car Mileage to City Facilities Local 250 Meetings regarding Street Light Operations and California Assoc of Nutrition Directors Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses Maintenance Superintendents Meetings San Diego Water Group Meetings Cross Connection Meetings and Seminars AWWA National Conference Miscellaneous Travel and Meeting Expenses Solid Waste Management Conference AB 929 Technical Advisory Committee Meetings Miscellaneous Travel and Meeting Expenses Sierra Users Group Annual Conference ARC/lnfo Annual Conference (GIS Users) Government Technology Annual Conference MacWorld Exposition Annual Conference Networld Annual Conference Cognos Users Annual Conference Interex Annual Conference San Diego Netware Users Conference Miscellaneous Travel and Meeting Expenses SUBTOTAL HOUSING VOUCHER 3,660 Maint. Various 1,000 SUBTOTAL STREET LIGHTING 1,000 Sacramento 700 Various 1,463 SUBTOTAL SR GRANT 2,163 Various 300 SUBTOTAL PRTNR FOR CHANG 300 San Diego 300 San Diego Co. 300 Otay 600 Long Beach 400 Various 300 SUBTOTAL WATER SERVICES 1 ,900 Unknown 500 Local 200 Various 100 SUBTOTAL SOLID WASTE MGMT 800 California 500 Palm Springs 550 Sacramento 650 San Francisco 800 Dallas, TX 1 ,600 Anaheim 1 ,000 San Diego 500 San Diego 500 Various 2,000 SUBTOTAL DATA PROCESSING 8,100 Community Redevelopment Agencies Annual Conference Unknown 1 ,150 California Association for Local Economic Development Unknown 400 California Housing Development Los Angeles 500 Meetings with Carlsbad Civic Organizations Local 500 Personal Car Mileage to City Facilities Local 350 Miscellaneous Travel and Meeting Expenses Various 1.400 Affordable Housing Seminars SUBTOTAL REDEVELOPMENT 4,300 Unknown 500 SUBTOTAL AFFORDABLE HSNG 500 195 CITY OF CARLSBAD TRAVEL REQUESTS 1991-92 ACCTNO DEPARTMENT TRAVEL DESCRIPTION WATER DISTRICT Ass'n of California Water Agencies - Spring Conference Ass'n of California Water Agencies - Fall Conference Ass'n of California Water Agencies - Meetings/Workshops Conserv '91 American Water Works Ass'n - Fall Conference American Water Works Ass'n - Spring Conference American Water Works Ass'n Workshops National Water Resources Ass'n Conference California Water Pollution Control Ass'n Ass'n of Water Reclamation Agencies Teleproducts S.C.A.D.A. School Teleproducts Electronics School (Telemetry) DESTINATION S Calif N Calif California Western States S Calif Western States Western States Western States Unknown Western States S Calif S Calif SUBTOTAL GENERAL SERVICES TOTAL SPECIAL FUNDS COST 3,500 5,000 3,000 2,500 2,000 2.500 2,500 1,000 1,000 1,000 2,500 2,500 29.000 55.423 GRAND TOTAL TRAVEL 191.278 m m m Mf m m H:\LIBRARY\FINANCE\123DATA\92TRAV m m m m 196 m m 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, computer terminals, and office furniture, which appear in the Operating Budget. COST ALLOCATION - A method used to charge General Fund costs to special revenue programs, 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 Personnel 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. 197 EXPENDITURE - The actual spending of funds set aside by appropriation for identified goods and services. FEE - A general term used for any charge levied by government for providing a service or permitting an activity. FISCAL YEAR - A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is 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, Parks and Recreation 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, Data Processing, and Worker's Compensation Insurance. MAINTENANCE AND OPERATION - A general category used for classifying expenditures for materials, supplies and services which are normally used within and 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. 198