HomeMy WebLinkAbout1991-06-04; City Council; 11176 Exhibit 1; 1991-92 OPERATING BUDGET Exhibit 01I
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I Operating Budget
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CAPITAL IMPROVEMENT PROGRAM
1991-1992 to BUILBOUT
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MAYOR
CITY COUNCIL
C IAU DE " B U D DY" LEW I S
ANN J. KULCHIN ERIC IARSON
MARGARET STANTON JULIE NYGAARD
CITY MANAGER
FINANCIAL MANAGEMENT DIRECTOR
RAYMOND R. PATCHETT
JAMES F. ELLIOTT
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CITY OF CARLSBAD, CALIFORNIA
1991 -92 BUDGET 8 TABLE OF CONTENTS
TABLES
City Manager's Letter
CSMFO Excellence in Operating Budgeting Award ........................
CSMFO Excellence in Capital Budgeting Award
Projected Fund Balances for 1990-91 ..................................
Projected Fund Balances for 1991 -92 .................................
Expenditure Summary Revenue Estimates ..............................................
Personnel Allocations ............................................
Organization Chart
Graphics .....................................................
Growth Management Plan
Accounting System
BUDGET DETAIL
GENERAL GOVERNMENT
Citycouncil
CityManager ..................................................
Public Information ...............................................
Cityclerk
Finance ........................................................
Cash Management
Audit ........................................................
Purchasing ...................................................
Human Resources
HealthInsurance ...............................................
Research ......................................................
Information Systems
............................................
GFOA Distinguished Budget Award ..................................
..........................
...........................................
.............................................
Carlsbad Community Profile .......................................
Budget Process ................................................ ........................................
..............................................
...................................................
..................................................... City Attorney. ..................................................
...............................................
..............................................
.............................................
Data Processing .................................................
Risk Management ...............................................
WorkeJs Compensation ............................................
General Liability ................................................ 1 Miscellaneous Non-Departmental .....................................
TABLE OF CONTENTS
Page Two
PUBLIC SAFETY
Police Department Summary ........................................ 69
Administration ............................................... 70
Operations .................................................. 71 Investigations ................................................ 72
Vice/Narcotics ............................................... 73
Technical Services ............................................. 74 ..................................................... 75 D.A.R.E
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
Land Use Planning ............................................... 94
GrowthManagernent ............................................. 95
Building Inspection .............................................. 96
Water Pollution Control ......................................... 92
PlanningCommission ............................................. 93
CULTURE AND RECREATION
Library Department Summary ....................................... 97
Administration ............................................... 98
Circulation 99
Reference Services ........................................... 100
Children’s Services ........................................... 102
.................................................
Genealogy/Local History ....................................... 101
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TABLE OF CONTENT'S
Page Three
Technical Services
Collection Development & Acquisitions ............................. Audiovisual Services ..........................................
Media Services
AdultLearning ..............................................
La Costa Branch .............................................
Cultural Arts ................................................
Sistercity ................................................. Audiovisual Insurance .........................................
California Library Service Act (CLSA) Public Library Fund (PLF) ...................................... I Partnerships for Change ........................................
Parks and Recreation Department Summary ............................
............................................
..............................................
...............................
Administration
Commission
Operations .................................................
Tree Maintenance ............................................
Median Maintenance
Recreation Fee Supported ......................................
Aquatics
Recreation . Agua Hedionda Lagoon ...............................
Senior Commission
SeniorPrograms ............................................. 1 SeniorGrant ...............................................
.............................................. ................................................
..........................................
Recreation Operations .........................................
...................................................
...........................................
UTILITIES AND MAINTENANCE
Utilities and Maintenance Department Summary .........................
Administration .............................................. Street Maintenance ...........................................
Facilities Maintenance
Traffic Signals ..............................................
Buena Vista Creek Channel Maintenance ............................
Street Lighting Sanitation Services ...........................................
Water Services ..............................................
Solid Waste Management
Fleet Operations ............................................. 4 Vehicle Replacement ..........................................
.........................................
..............................................
.......................................
TAE3LE OF CONTENTS
Page Four
HOUSING AND REDEVELOPMENT
Housing and Redevelopment Department Sumary . a D v s s o e . o o . G o e o . . e D D D e 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
Engineering ................................................ 154
Maintenance & Operations ...................................... 153
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Overview
Current & Future (1991-92 to Buildout) Projects Table .................... 165
Capital Improvement Program Cash Flow .............................. 179
.............................. 1.55
APPENDICES
Capital Outlay Requests .......................................... 187
Travel Requests ................................................ 189
Glossary ..................................................... 197
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I December 10, 1991
I 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
Capital Improvement Program Budget of $50.6 million on December 10, 1991. This res
in a total budget of $119.4 million for 1991-92.
The General Fund Operating budget is balanced, with current operating costs fun(
through current revenues. The budget format once again presents service programs wk
contain narrative statements addressing Work Programs, Work Activities and their result
Workload Measures or Performance Objectives. These narrative statements reflect
types and levels of services that are occurring throughout the community. Carlsbad ;
its citizens can be proud of the quality of the services delivered.
The beginning of the 1990-91 fiscal year presented an economic environment consist
with our expectations. Major events during the year, however resulted in signific
impacts to the economy, and have influenced the outcome of the 1991-92 bud2
National, state, and local economies alike have recognized and must continue to face
economic realities of a recession, the Gulf War, and new, more stringent govemm
regulations on the banking industry. All have contributed to decreased levels of re
sales, construction activity and home resales, which drive the City's revenues. All of
fund types in the budget, from the General Fund, which receives its resources from ta
and fees, to those funds that operate as a true enterprise, are experiencing the results
a slow economy. The flattening of revenues coming into Carlsbad has slowed the gro~
of existing and new programs, resulting in the preparation of the tightest operating bud
in many years,
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1200 Carlsbad Vlllage Drive - Carlsbad, Caltfornla 92008-1989 - (619) 434-2
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.
Budnetarv 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 amve 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.
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Revenue
The table below shows the operating revenues the City expects to receive for 1990-91
well as those projected for 1991-92. The first line shows General Fund revenue for wh
the City has taken a conservative position in projecting for 1991-92 due to the high le
of uncertainty about the 1991-92 economy. General Fund revenues, those resour,
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 wit1
any single General Fund revenue source are projected.
The Special Revenue Fund revenues, as a whole, show an increase of 15% in anticipat
revenues. Special Revenue Funds include those programs funded by grants, such as t
Housing and Senior Nutrition programs, as well as special maintenance assessmc
districts. The Street Tree and Median Maintenance Benefit Assessment Districts are t
programs which are instrumental in pushing up the Special Revenue Fund revenues. T
is due to the third and final year of implementing the maintenance district assessmc
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 f
study was recently completed for the Sewer Fund which was the basis for the City Counc
implementation of a significant fee increase needed to support the Encina waste wal
facility and the maintenance and depreciation of the entire City sewer system. T
increased fees are projected to bring in an additional 58% in Sewer Fund revenul
Internal Service Funds reflect a projected 6.5% increase in revenues. This increase reflei
a near doubling in rates assessed to all programs for their share of Liability Insuranc
Redevelopment revenues are dependent on the area's Property Tax and their incremen
increases from the base year. These revenues are projected to increase by 14% in 1991-5
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REVENUE SUMMARY
BY FUNCITON
DIFFERENCE AS %OF
SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER DISTRICT
INTERNAL SERVICE FUNDS
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 Gth 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
DIFFERENCE AS %OF
SALES TAX
TRANSIENT OCCUPANCY TAX
TOTAL GENERAL FUND REVENUE
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Development within Carlsbad has also slowed in concert with the general economy. 1
result, development revenues are again projected to be flat. Staff has consistently proje(
a return to a more normal level of development as the Growth Management Prog
matures. If the economy improves during 1991-92 we can look to greater developrr I revenues by year end.
One additional revenue source the City uses to support General Fund street maintena
operations is State Gas Tax. These revenues will total $875,000 for 1991-92 based on
states' allocation formula. The calculation of total funds available to support General F
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 buc
balancing maneuvers may have upon the City. The State of California is facing a $ld
$15 billion budget deficit for 1991-92. The size of this deficit and the depth of
problems at the State level make it clear that the Governor will be looking to lr
government for help in solving the dilemma. Should the State attack City revenues, ser
level reductions will need to be implemented. The budget does not attempt to deal 1
this contingency other than to recognize that there is a direct threat to our communi I Expenditures
As can be seen in the table on the following page, the City Operating Budget is dowr
$2.5 million or 3.5% overall, and reflects the effort taken to compile a budget within
existing economic constraints. The most dramatic decrease in expenditures is within
Water District, down 25% or $1.8 million. The drought has resulted in the Disi
purchasing significantly less water for distribution to the users, thereby reducing t
expenditures for that commodity. Also down from the 1990-91 budget are the Inte
Service Fund expenditures at 4.8% or $300,000. The Data Processing program m
significant capital purchases during 1990-91 , which will not be repeated in 1991 -92, w
the Vehicle Replacement Program has reduced the amount which will be spent on vel-
replacements during 1991 -92.
balanced by transferring $500,000 in contributions from the fund balances of the Gen
Fund, the Sewer Fund and the Water Fund. The Redevelopment Agency has a propc
budget containing no increase over the 1990-91 year, and conformed to the Si
budgetary guidelines as all other City programs.
Two budget categories contain increases in spending; Special Revenue Funds
Enterprise Funds. Special Revenue Funds are up by $300,000 or 6.8% due to
scheduled maintenance of the Buena Vista Creek Channel. Maintenance on the Chai
is scheduled to occur once every three years. The Enterprise Funds, as a group, show
largest increase in expenditures, up $800,000 or 15%. While the Water Enterprise is dc
by 16% due to the expiration of debt and a one time expenditure in 1990-91 for E
Mapping, the Sanitation Fund has increased by 30%. The increase is due to more accu
accounting for depreciation of the sewer lines.
The Worker's Compensation Self Insurance Fund
OPERATING BUDGET SUMMARY
DIFFERENCE % CHANGE
GENERAL
SPECIAL REVENUE FUNDS
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL OPERATING
WATER DISTRICT ($1.8) -24.7%
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.
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I CaDital ImDrovement Promam
A complete discussion addressing the 1991 -92 to buildout Capital Improvement Progr
Budget begins on page 155 of this document. Specific issues outlining the Cap
Improvement Program revenues, expenditures and projects may be found there.
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I Summary
The 1991-92 Operating Budget sustains the high quality and variety of City services i
programs that are available to Carlsbad residents, and businesses. At the same time,
budget is marked by the fiscal constraint of a sluggish economy. No new positic
programs or services have been included.
In closing, I want to express my appreciation to the City Council, Department Heads i
staff who have contributed to the preparation of the 1991-92 budget. Special thankc
the Finance Department and Debbie Neville, Senior Management Analyst, for the mi
hours spent in the compilation of the budget. Carlsbad’s award winning budge1
something of which we can all be proud. Thanks for a job well done.
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City Manager
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
I Budget Presentation
I Award
PRESENTED TO
City of Carlsbad,
Ca I i f o rn i a
For the Fiscal Year Beginning
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July 1, 1990
The Government Finance Officers Association of the United States and Canada (GF
presented an award for Distinguished Budget Presentation to the City of Carlsbad fo
annual budget for the fiscal year beginning July 1, 1990.
In order to receive this award, a governmental unit must publish a budget document
meets program criteria as a policy document, as an operations guide, as a financial
and as a communications medium.
The award is valid for a period of one year only. We believe our current budget contii
to conform to program requirements, and wc mc submitting it to GFOA to determin
eligibility for another award.
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CITY OF CALRSBAD
PROJECTED FUND BALANCES FOR FY 1990-91
PROJECTED
BALANCE ESTIMATED EST EXPEND/ * FUND BALANCE
FUND JULY 1,1990 REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 38,1991
GENERAL 12,447,194 41,130,oOO 41,21431 8 (5,406,994) 0 6,955,582
SPECIAL REVENUE
POLICE ASSET FORFEITURE 51,079 234,000 113,347 171,732
CDBG - ENTITLEMENT 4,454 60,100 49,861 14,693
HOUSING - LOW & MOD/SEC8 115,358 1,817,000 2,069,732 (4 37,374)
AU Dl0 -VISUAL INSURANCE 99,337 67,000 104,000 62,337
BUENA VISTA CRK CHNL MNT 108,723 104,700 1,500 21 1,923
STREET LIGHTING 381,481 612,600 747,194 246,887
TREE MAINTENANCE 1,893 395,400 587,367 174,401 (1 5,673)
MEDIAN MAINTENANCE 1,269 117,600 156,055 57,658 20,472
275,458 STATE GRANTS 263,458 180,000 168,000
FEDERAL GRANTS (NEA) (1 5,207) 41,500 24,300 1 ,993
SENIOR NUTRITDN 9,551 228,050 153.050 84,554
NAT'L ENDOWMENT ARTS 0 11,586 (1 1,586)
DEBT SERVICE
LIBRARY BONDS 16,692 22,700 22,276 17,116
SEWER BONDS 102,493 126,900 122,626 106,767
HOSP GROVE DEBTSERVICE 369,333 369,333
ENTERPRISE
WATER MAINTENANCE 794,821 1,765,000 1,702,l 10 857,711
S EWER MA1 NTENANC E 2,320,044 2,265,000 3,3743 12 560,487 1,771,019
SOLID WASTE MANAGEMENT 32,900 101,Ooo 70,000 1,900
GOLF COURSE 0 760,000
INTERNAL SERVICE
WORKER'S COMP SELF INSUR 377,057 785,000 971,748 190,309
LIABILITY SELF INSUR 1,081,849 581,200 520,000 485,000 1,628,049
VEHICLE MAINTENANCE (61,254) 1,142,000 1 ,163,319 (82,573)
VEHICLE REPLACEMENT 812,701 857,800 591,110 160,000 1,239,391
1,163,989 HEALTH INSURANCE 993,989 1,625,000 1,455,000
DATA PROCESSING 613,939 778,000 1,053,425 32,200 370,714
WATER DISTRICT
WATER DISTRCT OPERATION 2,824,300 6,478,200 7,137,100 2,165,400
REDEVELOPMENT
OPERATIONS (30,883) 80,m 658,882 919,203 309,438
LOW AND MOD INCOME HSNG 1,126,209 420,000 0 1,546,209
TAX IPdCRMNT BOND DEBT SER 1,237,021 1,528,000 1,132,400 (671,361) 1,021,260
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i PUBLIC FACILITIES 9,978,973 5,543,000 4,416,423 11,105,550
CITY OF CALASBAD
PROJECTED FUND BALANCES FOR FY 1990-91
PROJECTED
BALANCE ESTIMATED EST MPENDl FUND BALANCE
FUND JULY 1,1990 REVENUES CAPITALAPPROP TRANSFERS RESERVES JUNE30,1991
CAPITAL PROJECTS
CAPITAL CONSTRUCTION 2,287,389 164,000 493,728 61 3,045 2,570,706
ZONE 5 PARK FEE 1,259,200 275,000 0 1,534,200
PARK DEVELOPMENT 1,812,847 579,000 2,681,514 3,050,000 2,760,333 1 TRAFFIC IMPACT 2,799,013 767,000 223,034 3,342,979
BRIDGE &THOROUGHFARE 2,673,885 694,OOO 857,512 2,510,373
PLANNED LOCAL DPAINAGE 2,031,663 186,000 393,184 3@woo 2.1 24,479 I SEWER PROJECTS 10,646,275 2,907,000 2,430,405 (=l@7) 10,562,383
TRANSNET/LOCAL 282,729 654,000 21 3.235 723,494 I TRANSNET/HIGHWAY 495,432 10,000 523,834 (1 8,402)
TRNASNET/BIKE 0 0 0 0
GAS TAX 2,214,879 1,183,000 380.654 (1,093,424) 1,923,801 I COUNTYGRANTS 266,829 344.000 47 61 0,782
1,036,725 l PUBLIC ART (1 % FUND) 147,470 34,000 85,965 =,m 325,005
ASSESSMENT DISTRICTS 1,299,989 16,705,000 14,346,746 3,658,243
LTR CREDIT/ZONE 19 0 0
GOLF COURSE 367,639 116,OOO 527,104 1,080,190
HOSP GROVE 265,853 160,000 56,520 (369,333) 0
B FEDERALGRANTS (1,693,236) 1,535,000 59,431 21 8,424 757
1 CDBG (41,648) 327,000 285,350 2
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REVENUE SHARING 222,256 19,ooo 5,272 235,984
STATE GRANTS 50,250 148,OOO 202,675 (4,425)
WATER DISTRICT 1 WATER DlST MAJOR FACILITIES 6,535,000 2,000,000 3,254,000 5,281,000
WATER DlST PROJECT REPL 2,824,300 1,455,000 497,300 3,782,000
REDEVELOPMENT
3,250,436 CAPITAL PROJECTS - BONDS 3,679,830 262,656 474,208 (217,842)
CAPITAL PROJECTS - REDEV 427,114 38,m 154,601 31 0,513
1; 1 TOTAL OPERATiNG FUNDS 25,737,571 64,235,650 65,406,118 (3,250,073) 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
CITY OF CALRSBAD
PROJECTED FUND BALANCES FOR M 1991 -92
PROJECTED
BALANCE ESTIMATED EST EXPEND/ FUND BALANCE
FUND JULY 1,1991 REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 30,1992
GENERAL 6,955,582 43,570,000 44,430,243 416,000 6,5? 1,339
SPECIAL REVENUE
POLICE ASSET FORFEITURE 171,732 234,WJ 0 405,732
CDBG - ENTITLEMENT 14,693 75,200 84,386 5,587
HOUSING AUTHORITY (1 39,374) 2.1 05,006 2,057,214 (89,582)
AUDIO-VISUAL INSURANCE 62,337 67,500 65,674 64,163
STREET LIGHTING 246,887 840,000 787,299 299,588
TREE MAINTENANCE (1 5,673) 569,400 568,491 (14,761)
MEDIAN MAINTENANCE 20,472 236,500 235,227 21,745
STATE GRANTS 275,458 207,600 175,700 307,358
FEDERAL GRANTS (PFC) 1,993 43,830 42,330 3,493
BUENA VISTA CRK CHNL MNT 211,923 104,500 300,000 16,423
SENIOR NUTRITION 84,554 231,913 177,278 139,189
NAT'L ENDOWMENT ARTS (1 1,586) 0 (1 1,586)
DEBT SERVICE
LIBRARY BONDS 17,116 9,308 26,424 0
SEWER BONDS 106,767 21,502 128,269 0
ENTERPRISE
WATER MAINTENANCE 857,711 1,782,000 1,580,062 (1 6,000) 1,043,649
SEWER MAINTENANCE 1,771,019 3,561,000 4,577,897 (25,000) 729,122
SOUD WASTE MANAGEMENT 1,900 31,200 31 ,OOO 2,100
GOLF COURSE 351,800 351,800
INTERNAL SERVICE
WORKER'S COMP SELF INSUR 190,309 606,225 1 ,o00,000 500,m 296,534
LIABILITYSELF INSUR 1,628,049 1,095,000 1 ,o0O,ooo 1,723,049
VEHICLE MAINTENANCE (82,573) 1,273,600 1,308,587 (1 17,560)
VEHICLE REPLACEMENT 1,239,391 91 3,400 190,587 1,962,204
HEALTH INSURANCE 1,163,989 I ,440,700 1,743,179 861,510
DATA PROCESSING 370,714 826,800 751,414 446,100
WATER DISTRICT
7,408,295 1,960,105 WATER DISTRICT OPERATION 2,165,400 7,203,000
REDEVELOPMENT
OPERATIONS 309,438 50,OOo 760,323 (400,885)
LOW AND MOD INCOME HSNG 1,546,209 430,000 95,215 1,080,994
1,477,932 TAX INCREMNT BOND DEBT SV 1,021,260 1,590,000 1 #133,328
14
II
I
1
1991 -92 CAPITAL PROJECTS
PROJECTED FUND BALANCES FOR FISCAL YEAR 1991 -92
FUND 6/30/91 91 -92 1990-91 NEW 1991 -92 FUND
ENDING REVENUE CARRY- APPROP TOTAL TRANSFER
BALANCE FORWARD APPROP. E
CAPITAL CONSTRUCTION 2,806,306 0 2,304,478 56,200 2,360,678 42,255 I PUBLIC FACILITIES 1 1,105,550 1,821,974 6,240,987 3,560,000 9,800,987 (2,202,500)
ZONE 5 PARK FEE 1,534,200 200,000 0 0 0
PARK DEVELOPMENT 2,760,333 454,472 32,268 0 32,268 1 TRAFFIC IMPACT 3,342,979 757,699 1,441,014 1,710,000 3,151,014 (477, 500)
BRIDGE &THOROUGHFARE 2,510,373 0 190,638 0 190,638 (2,320,000) I PLANNED LOCAL DRAINAGE 2,124,479 0 1,188,760 0 1,188,760
SEWER PROJECTS 10,562,383 1,l 90,410 3,730,069 1,494,365 5,224,434
REDEVELOPMENT BONDS- TIB 2,603,354 730,100 1 TRANSNET/LOCAL 723,494 3,015,000 261,765 3,315,000 3,576,765
TRANSNET/HIGHWAY (1 8,402) 1,875,000 2,049,681 2,000,000 4,049,681
TRANSNETBIKE 0 400,000 0 250,000 250,000
GAS TAX 1,923,801 875,000 11 8,437 0 118,437 ' COUNTYGRANTS 61 0,782 320,000 399,891 0 399,891
GOLF COURSE 1,036,725 14,000,000 652.930 14,000,000 14,652,930 I PUBLIC ART (1% FUND) 325,005 562 284,952 0 284,952
ASSESSMENT DISTRICTS 3,658,243 3,235,165 0 3,235,165
LTR CREDlT/FOOTE 170,000 0 170,000 170,000 u LTR CREDIT/ZONE 19 187,500 0 187,500 187,500
AVIARA LOAN 91 3,000 0 913,000 913,000
FEDERAL GRANTS 757 0 0 0 l STATEGRANTS (4,425) 520.000 551,743 503,416 1,055,159
0 193,729 REVENUE SHARING 235,984 0 193,729
CDBG 2 200,000 550,200 0 550,200
SENIOR GRAMflRUST 3,028 0 3,028 3,028
WATER DISTRICT 0
2,277,500 2,277,500 1 WATER DlST MAJOR FACILITIES 5,281,000 1,865,000 2,535,000 2,535,000
WATER - STATE LOAN 0 5,000,000
(875,000)
(42,255)
1
WATER DlST PROJECT REPL 3,782.000 6,365,000
COMMW FACILITIES DISTRICT 0 1 CONSTRUCTDN 4,660,000 10,843,000 0 11,400,000 11,400,000 5,000,000
DEBT SERVICE 464,000 464,ooo 464,ooo
F 0 I CAPITAL PROJECTS - BONDS 3,250,436 100,000 0 0
CAPITAL PROJECTS - REDEV 31 031 3 25,000 0 I 1 TOTAL OPEwTiNG mms 20,187,697 69,470,984 0 70,658,342 0 875,000 1 [ TOTAL CAPITAL FUNDS 62,522,518 46,565,645 26,030,061 50,569,109 68,265,716 (875,000)
I -
I 15
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991 -92
%IN(
1988-89 1989-90 1990-91
DEPAmENT ACTUALS ACTUALS
GENERAL GOVERNMENT
CITY COUNCIL
CITY MANAGER
PUBLIC INFORMATION
CITY CLERK
INFORMATION SYSTEMS
CITY AlTORNEY
FINANCE
CITY TREASURER
PURCHASING
HUMAN RESOURCES
RESEARCH OFFICE 170,419 271,767 484,459 509,901 ~ 285,329
RISK MANAGEMENT
TOTAL GENERAL GOVERNMENT
PUBLIC SAFRY
BUILDING INSPECTION
POLICE
FIRE
TOTAL PUBLIC SAFETY
PUBLIC WORKS
COMMUNITY DEVELADMIN
GEOGRAPHIC INFORMATION
DEVELOP PROCESS SVCS 316,301 359,549
ENGINEER1 NG
MUNICIPAL PROJECTS
PLANNING
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BLOCK GRANTADMIN
TOTAL DEVELOP SERVICES
16
I
I
I
CITY OF CARLSBAD
BUDGET WPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991 -92
DEPARTMENT ACTUALS ACTUALS ESTIMATED
UTILfTIES ADMINISTRATION
STREET MAINTENANCE
FACILITIES MANAG EM EM
TRAFFIC SIGNAL MAIM
CULTURURECREATION
CULTUWLARTS PROGRAM
SISTER CITY PROGRAM
PARKS AND RECREATION
SENIOR CITIZENS PROG
TOTAL CULTURURECREATION
NON-DEPARTMENTAL
COMMUNllY PROMOTION
COMMUNITY ASSISTANCE
DUES &SUBSCRIPTIONS
CAPITAL IMPROVEMENT
ANIMAL REGULATION CONTRAC
HOSP GROVE PAYMENT
GOLF COURSE
PROPERTY TAX ADMIN FEE
STREET LIGHT COSTS (CITY)
TREE MAIN COSTS (CITY)
TOTAL NON-DEPARTMENTAL
SUBTOTALGENERAL FUND
CONTINGENCIES 1 DEPARTMENTAL SAVINGS 2,887,500
1
I
I
41,214,~ a ~- TOTAL GENERAL FUND 29,452,370 36,099,529
17
CITY OF CARLSBAD
BUDGEP EXPENDINRE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991 -92
%IN(
1988-89 1989-90 1990-91
ACTUALS ESTIMATED DEPA!XMENT ACNALS
LIBRARY AUDIO VISUAL INS
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
TREE MAINTENANCE
MEDIAN MAINTENANCE
WATER DISTRICT
CAL 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 1,216,447
SANIT” ENTRPRSWENCINA
SOLID WASTE ENTERPRISE
WORKERS COMP INS
LIABILm SELF INS 1,317,118
HEALTH & LIFE INSURANCE 1,207,949
FLEET OPERATIONS
VEHICLE DEPRECFiEPLACE
DATA PROCESSING
REDEVELOPMENT 1,3053 12
TAX INCREMENT BONDS
LOW AND MOD INCOME HSNG
POLICE ASSET FORFEITURE 99,746 43,958 1 13,347
MTAL OTHER FUNDS 21,173,644 23,169,199
18
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE OF N 90-91 REVENUE REVENUE
SOURCE OF FUNDS PI 1990-91 FY 1990-91 N 1991 -92 DIFFERENCE PROJECTED
TAXES
PROPERTY TAX $13,908,000 $13,400,000 $1 4,560,000 $1,160,000 8.66%
SALES TAX 10,808,000 lO,OO0,000 10,500,000 5oaOO0 5.00%
TRANSIENT TAX 3,600,000 3,200,000 3,350,000 150,000 4.69%
FRANCHISE TAX 750,000 780,000 800,000 20,000 2.56%
TRANSFER TAX 410,000 =,cQo 275,000 15,000 5.77%
TRAILER COACH IN-LIEU 18,000 20,000 20,OOO 0 0.00%
TOTAL TAXES =,-,000 27,660,000 29,505,000 1,845,000 6.67%
LICENSES AND PERMITS
CONSTRUCTON PERMITS 1,084,484 530,000 530,000 0 0.00%
LICENSE TAX-CONSTRUCTION 800,000 550,000 500,~ (50,000) -9.09%
100,000 265,000 280,000 15,000 5.66%
2,859,484 2,185,000 2,185,000 0 0.00%
BUSINESS LICENSES 875,000 840,000 875,000 35,000 4.17%
-___ OTHER LICENSES & PERMITS
______ -____ TOTAL LICENSES & PERMITS
STATE SUBVENTIONS
CIGARElTE TAX 4 40,000 150,000 150,Ooo 0 0.00%
HOMEOWNERS PROP. TAX REIMB. 295,000 295,000 295,000 0 0.00%
TOTAL STATE SUBVENTIONS 2,685,000 2,570,000 2,830,000 260,000 10.1 2%
CHARGES FOR SERVICES
VEHICLE IN-LIEU 2,250,000 2.1 25,000 2,385,000 260,000 12.24%
PLANNING FEES 750,000 890, OOO 1'1 00,000 21 0,000 23.60%
BUILDING DEPT. FEES 575,000 420,000 460,000 40,000 9.52%
ENGINEERING FEES f,300,000 1 ,000,000 1,050,000 50,000 5.00%
ZONE PLAN FEES 125,000 140,000 110,000 (30,000) -21.43%
WEED CLEANING 35,000 =,cQo 35,000 0 0.00%
AMBULANCE FEES 230,000 m,000 190,000 (10.000) -5.00%
RECREATION FEES i70,OOO 700,000 700,000 0 0.00%
OTHER CHARGES OR FEES 200,000 650,000 ~,000 30,000 4.62%
TOTAL CHARGES FOR SERVICES - 3,985,000 4,035,000 4,325,000 290,000 7.19%
FINES AND FORFEITURES 550,000 530,000 550,000 20,000 3.77%
INTEREST 2,000,000 2,000,000 2,000,000 0 0.00%
300,000 18.46% INTERDEPARTMENTAL CHARGES 1,800,000 1,625,000 1,925,000
OTHER REVENUE SOURCES 200,000 525,000 250,000 (275,000) - 52.38%
TOTAL GENERAL FUND 43,565,484 41,130,000 43 ~ 570, 000 2,440,000 5.93%
20
CITY OF CARLSBAD
I
1
1
I
I
I
II
I
I TOTAL 76,000 67,000 67,500 500 0
I
I
II
I
1
I
I
I
I
REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE REVENUE REVENUE OF FY 90-
SOURCE OF FUNDS N 1990-91 PI 1990-91 FY 1991 -92 DIFFERENCE PROJECT
CDBG ADMINISTRATION I GRANT REVENUE 65,000 60.1 00 75,200 15,100 25.
POLICE ASSET FORFEITURE
ASSET FORFEITURES 150,000 225,000 225,000 0 O.(
INTEREST 8,000 9,000 9,000 0 O.(
TOTAL 158,ooo 234,000 234,000 0 O(
HOUSING
INTEREST 1 ,000 17.000 15,000 (2,000) -1 1
FEDERAL GRANT 1,650,000 1,800,000 2,090,006 290,006 16
TOTAL 1,651,000 1,817,000 2,105,006 288,006 15
AUDIO-VISUAL INSURANCE
INTEREST 6,000 3,000 2.500 (=Q) -16
INSURANCE FEES 70,000 w000 65,000 1,000 1
STREET LIGHTING
INTEREST 4,000 10,600 10,000 (W) -5
STREET LIGHTING FEES 570,000 570,000 785,000 21 5,000 37
TOTAL @x000 61 2,600 84wQo 227,400 37
INTERDEPARTMENTAL 27,000 27,000 4,000 7 7,000 62
DAMAGE REIMBURSEMENT 5,000 5,000 1 ,000 (4,000) - 80
STREET TREE MAINTENANCE
INTEREST 2,500 3,700 3,200 (500) -1:
I NTERDEPARTM ENTAL 96,700 96,700 81,200 (1 5,500) -lC
TREE MAINTENANCE FEES 295,705 295,000 485,000 190,000 6f
4 TOTAL 394,905 395,400 569,400 174,000
MEDIAN MAINTENANCE
INTEREST 0 1,500 1,500 0 (
MEDIAN MAINTENANCE FEES 116,100 116,100 235,000 118,900 lo;
TOTAL 116,100 1 17,600 236,500 11 8,900 10'
21
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE REVENUE REVENUE OF FY 90-91
SOURCE OF FUNDS FY 1990-91 FY 1990-91 FY1991-92 DIFFERENCE PROJECTED
BUENA VISTA CHANNEL
INTEREST 0 4,700 4,500 (200) -4.26%
BUENA VISTA FEES 100,000 100,000 100,000 0 0.00%
TOTAL 100,000 104,700 104,500 (200) -0.19%
STATE GRANTS
INTEREST 1 ,000 8,000 5,000 (3,000) -37 50%
GRANTS 172,470 172,000 202,600 30,600 17.79%
TOTAL 173,470 180,Ooo 207,600 27,600 15.33%
FEDERAL GRANTS
INTEREST 0 1,500 1,500 0
GRANTS 0 wxQ 42,330 2,330 5.83%
TOTAL 0 41,500 Je83o 2,330 5.61 %
SENIOR PROGRAMS
GRANTS 3 56,913 153,050 156,913 3,863 2.52%
DONATIONS 60,000 75,000 75,000 0 0 00%
TOTAL 216,913 228,050 231,913 3,863 1 69%
TOTAL SPECIAL REVENUE FUNDS 3,557,388 3,857,950 4,715,449 857,499 22.23%
LIBRARY BONDS
PROPERTY TAX 23,000 22.300 9,008 (1 3,292) -59 61 %
INTEREST 100 400 300 (1 00) -25.00%
TOTAL 23,100 22,700 9,308 (I 3,392) -59 00%
SEWER BONDS
PROPERTY TAX 126,000 126,000 20,502 (105,498) -83.73%
INTEREST 1 ,000 900 1 ,m 100 11 11%
TOTAL 127.000 126.900 21,502 (1 05,398) -83.06%
TOTAL DEBT SERVICE FUNDS 150,100 149,600 30,810 (1 18,790) -79.41 %
22
CITY OF CARLSBAD
I
I
I
I
I
I
IO TOTAL 1,608,000 1,765,000 1,782,000 17,000 0
I
I
I
I
I
I
I
I
I
I
c
I
REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE REVENUE REVENUE OF N 90-
SOURCE OF FUNDS FY 1990-91 N 1990-91 PI 1991 -92 DIFFERENCE PROJECT1
WATER MAINTENANCE
RECONNECT FEES 10,000 10,000 10,000 0 0.c
INTEREST 45,000 wJoo 27,000 (3,0001 -1oc
READY TO SERVE CHARGE 1,300,000 1,390,000 1,400,000 10,000 0.7
FIRE PROTECTION 6,000 35000 35,000 0 0.c
METER CONNECTION FEES 72,000 85,000 =,000 0 0s
LATE CHARGES 125,000 170,000 175,000 5,000 25
MISCELLANEOUS ~,000 45,000 50,000 5,000 11 1
SEWER MAINTENANCE
INTEREST 125,000 50,000 40,000 (10,000) -20.1
SERVICE CHARGES 2,200,000 2,200,000 3,476,000 1,276,000 58
MISCELLANEOUS 0 2,000 0 (2,000) -1001
TOTAL 2,348,000 2,265,000 3,561,000 1,296,000 57
LATERAL CONNECTIONS 23,000 13,000 45,000 32,000 246
SOLID WASTE MANAGEMENT
I MEREST 0 900 1,200 300 33
GRANTS 0 32,000 w000 (2PW -6
RECYCLING FEE 0 0 0 0
TOTAL 0 32,900 31,200 (1,700) -5
GOLF COURSE
INTEREST 20,000 20,000 22.000 2,000 10
CONTRIBUTIONS
TOTAL 760,000 760,000 351,800 (408,200) -53
- 55 740,000 740.000 329,800 (41 0,200)
TOTAL ENTERPRISE FUNDS 4,736,000 4,822,900 5,726,000 905,100 18
23
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE REVENUE REVENUE OF PI 92-91
SOURCE OF FUNDS N 1990-91 N 1990-91 N 1991 -92 DIFFERENCE PROJECTED
WATER OPERATIONS
WATER REVENUES 6,088,200 6,008,200 6,781,000 772,800 42 86%
ENG & OTHER SERVICES 150,000 150,000 107,000 (43,000) -28 67%
MISCELLANEOUS REVENUE 50,000 50,m 24,000 (m000) -52.00%
INTEREST 270,000 270,000 291 ,000 21 ,000 7 78%
TOTAL 6,478,200 6,478,200 7,203,000 724,800 11 19%
WATER DlST PROJECT REPL
CAPITAL SURCHARGE 875,000 875,000 1,015,000 140,000 1600%
25.00% PROPERTY TAX 560,000 5w000 700,000 140,000
INTEREST 28,ooo 20,000 =woo 330,000
CITY CONTRIBUTIONS 0 0 4,300,000 4,300,000
1650 00%
TOTAL 1,455,000 1,455,000 6,365,000 4,910,000 337 46%
WATER DlST MAJOR FACILITIES
MAJOR FACILITYCHARGE 1,400,000 1,400,000 4,496,000 96,m 6 86%
INTEREST INCOME m,ooo fmooo 369,ooO (231,000) -38 50%
TOTAL 2,000,000 2,000,000 1,865,000 (1 35,000) -6.75%
TOTAL WATER DISTRKT 9,933,200 9,933,200 15,433,000 5,499,800 55 37%
WORKERS' COMP SELF-INSURANCE
INTEREST 50,000 35,000 30,oOo (5,000) -1429%
750,000 750,000 576,225 (173,775) -23 17% -__ SERVICES
TOTAL 800,~ 785,000 606,225 (1 78,775) -22 77%
LIABILITY SELF-INSURANCE
INTEREST 120,000 8%000 95,000 12,000 14 46%
498,200 498,200 1 ,000,000 501,800 100 72% SERVICES
88 40% TOTAL 61 8,200 581,200 1,095,000 51 3,800
-~
HEALTH INSURANCE
INTEREST 45,000 45,000 70.000 25,000 55 56%
INTERDEPARTMENTAL 1,360,000 1,360,000 1,130,700 (229,300) -16 86%
REIMBURSEMENTS 240,000 220,000 240,000 20,000 9.09% -
TOTAL 1,645,000 1,625,000 1,440,700 (184,300) -11 34%
24
I
1
I
I
1
I
Y
I
I
I
I
Y
I TOTAL 1,325,000 1,528,000 1,59O,OOO 62,000 4
1 CAPTIAL PROJECTS - REDEV 0 38,000 25,000 (1 3,000) -34
R
1
I
I
CITY OF CARLSBAD I REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE RWENUE REVENUE OF FY 90-!
SOURCE OF FUNDS N 1990-91 PI 1990-91 PI 1991 -92 DIFFERENCE PROJECTE
VEHICLE MAINTENANCE
I NERD EPARTM ENTAL 1,155,063 1,094,000 1,223,600 129,600 11.g
TOTAL 1,205,063 1,142.000 1,273,600 131,600 11.5
MISCELLANEOUS 50,000 wm w000 2,000 4.1
VEHICLE REPLACEMEKT
INTERDEPARTMENTAL 798,720 776,800 833,400 =,600 7.;
INTEREST 12,000 41 ,000 w)Oo (1 ,000) -2.4
SALE OF PROPERTY 0 @J,000 40,000 0 0.C
TOTAL 81 0,720 857,800 91 3,400 55,600 6'
DATA PROCESSING
INTEREST 14,000 18,000 18,000 0 0.C
CHARGES 732,690 760,000 808,800 48,800 6.1
TOTAL 746,690 778,000 826,800 e8oo 6
TOTAL INTERNAL SERVICE FUNDS 5,825,673 5,769,000 6,155,725 386,725 6.
REDEVELOPMENT FUNDS
INTEREST 80,000 80,000 115,000 35,000 43.
TOTAL 80,m m000 50,000 =,000
LOW AND MOD INCOME HSNG 300,000 300,000 360.000 60,000 20
TOTAL 420,000 420.000 430,000 10,000 2
REDEVELOPMENT DEBT SRV 1 ,m,o00 1,265,000 1,440'000 175,000 13
INTEREST 120,000 120,000 70,000 (50,000) -41
BOND INTEREST 125,000 263,000 150,000 (1 13,000) -42
-61 (1 62,656) CAPITAL PROJECTS - BONDS 0 262,656 1 00,000
TOTAL OTHER FUNDS 1,825,000 2,290,656 2,070,000 107,000 A
25
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
OF FY 90-91 REVENUE REVENUE REVENUE
SOURCE OF FUNDS M 1990-91 FY 1990-91 FY 1991 -92 DIFFERENCE PROJECTED
GENERAL CAPITAL CONSTR 1,752,177 164,000 0 (1 64,000)
PUBLIC FACILITY FEE 4,358,699 5,543,000 1,821,974 (3,721,026) -67.13%
PARK IN LIEU 252,292 579,000 454,472 (1 24,528) -21.51 %
ZONE 5 PARK FEE 222,877 275,000 m,m (75,000) -27.27%
TRAFFIC IMPACT FEE 712,304 767,000 757,699 (9,301) -1.21%
BRIDGE AND THOROUGHFARE 657,500 694,000 0 (694,000) -100.00%
PLANNED LOCAL DRAINAGE 0 186,000 0 (1 86,000) - 100.00%
TRANSNET/LOCAL 1,053,000 654,000 3,015,000 2,361,000 361.01 %
TRANSNET/HIGHWAY 1,875,000 10,000 1,875,000 1,865,000
TRANSNET/BI KE 0 0 400,000
GAS TAX swJoo 1,183,000 875,000 (308,000) -26.04%
SEWER CONSTRUCTION 966,621 2,907,000 1 ,l 90,410 '(1,716,590) -59.05%
COUMY GRANTS 3w000 344,ooo 320,000 (24,000)
1 1968.97% GOLF BONDS 8,000,000 1 16,000 14,000,000 13,884.000
HOSP GROVE 160,oOo 0
PUBLIC ART (1% FUND) 14,050 Woo0 562 (33,438)
ASSESSMENT DISTRICTS 16,705,Ooo 0 (16,705,OOO)
LTR CREDIT/FOOTE 170,000
LTR CREDITEONE 19 187,500 0 187,500
AVIARA LOAN 91 3,000
FEDERAL GRANT 0 1,535,000 0 (1,535,000) - 100.00%
REVENUE SHARING 19,000 0
STATE GRANTS 2,400,000 148,000 520,000 372,000 251.35%
CDBG 246,528 327,000 200,000 (127,000) -38.84%
SENIOR GRANTRRUST 3,028
COMMUNW FACILITIES DISTACT
BONDS 0 0 2,255,000 2,255,000 100.00%
TAX ASSESSMENTS 0 0 8,422,000 8,422,000 100.00%
INTEREST 0 0 166,000 166,000 100.00%
DEBT SERVICE 0 0 464,000 464,000 100.00%
TOTAL CMM'TY FCLTY DlSTR 0 0 11,307,000 11,307,000 100.00%
TOTAL 23,933,548 32,350,000 38,210,645 4,366,l 17 13.50%
TOTAL OPERATING FUNDS 66,012,845 64,235,650 69,470,984 5,415,334 8.43%
r 1 TOTAL CAPITAL FUNDS 27,388,548 36,105,656 46,565,645 8,965,461 24.83%
$93,401,393 $100,341,306 $1 16,036,629 .._.. $1 4,380,795 14.33% .._.____......._ ~. GRAND TOTAL
26
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
1
1
I
1
I TOTAL CITY COUNCIL 1 1 0
I
I
I
I
I
I
I
I
I
1
I
I
1
I
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
1 1
1 1
ASSISTANT CITY MANAGER 1 1
FINANCIAL SERVICES MANAGER 1 1
ASSISTANT TO CITY MANAGER .1 1
SECRETARY TO C. MANAGER 1 1
SECRETARY I 1 1
CLERK TYPIST I 1 1
TOTAL CITY MANAGER 7 7 0
INFORMATION SYSTEMS DIRECTOR 1 1
ASSISTANT CITY CLERK 1 1
1 1
MINUTES CLERK 1 1
CLERK TYPIST II 1 1
SECRETARY II 1 1
TOTAL INFORMATION SYSTEMS 6 6 0
STENO CLERK II
DATA PROCESSING
PROGRAMMEWOPERATOR 2 2
PROGRAMMEWANALYST 1 1
MICRO COMPUTER SPECIALST 1 1
DATA PROCESSING MANAGER 1 1
TOTAL DATA PROCESSING 5 5 0
TOTAL INFORMATION SYSTEMS 11 11 0
CITY ATQRNEY 1 1
ASSISTANT CITY AlTORNN 1 1
DEPUTY CITY AlTORNEY 1 1
SECRETARY TO C. AlTORNW 1 1
SECRETARY I1 1 1
TOTAL CITY AlTORNW 5 5 0
27
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
FINANCE DIRECTOR 4 1
ASSISTANT FINANCE DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
ACCOUNTANT 3 3
ACCOUNTANT - WATER 0 1 1
ACOUNTsNG SUPERVISOR 2 2
ACCOUNT CLERK I1 4 2 -2
ACCOUNT CLERK 11 - WATER 0 1 1
ACOUNT CLERK I 2 2
AUDITOR 1 1
BUSINESS LICENSE REPRESENTWE 1 1
SECRETARY II 1 1
TOTAL FINANCE 17 17 0
1 1
SECRETARY I I 1 1
TOTAL RISK MANAGEMENT 2 2 0
1 1
SECRETARY I 1 1
BUYER 2 2
STOREKEEPER 4 1
MESSENGER 1 1
TOTAL PURCHASING 6 6 0
HUMAN RESOURCES DIRECTOR 1 1
COMPENSATION & BENEFITS MGR 1 1
EMPLOYMENT SERVICES MANAGER 1 1
HUMAN RESOURCES ANALYST 1 1
HUMAN RESOURCES ASSISTANT 1 1
SECRETARY II 1 1
CLERK TYPIST I1 1 1
COMPENSATION TECHNICIAN 4 1
TOTAL HUMAN RESOURCES 8 a 0
MGR OF RESEARCH &ANALYSIS 1 1
SR MANAGEMENT ANALYST 2 2
SECRETARY I 1 1
TOTAL RESEARCH 4 4 0
28
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
1
I
I
1
I
.I
1
I
1
l
I
1
I
II
1
I
I TOTAL DARE PROGRAM 0 2 2
I
i
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
ADMINISTRATION
POLICE CHIEF 1 1
MANAGEMENT ANALYST 1 1
SECRETARY II 1 1
TOTAL ADMl N ISTRATION 3 3 0
OPERATIONS
1 1 POLICE CAPTAIN
POLICE LIEUTENANT 4 4
POLICE SERGEANT 6 6
SENIOR POLICE OFFICER 10 10
POLICE OFFICER 32 32
POLICE SERVICES AIDE 1 1
TOTAL OPERATIONS 54 54 0
INVESTIGATIONS
POLICE LIEUTENANT 1 1
POLICE SERGEANT 1 1
SENIOR POLICE OFFICER 8 8
POLICE OFFICER 1 1
POLICE SERVICE AIDE 1 1
SECRETARY I 2 2
TOTAL INVESTIGATIONS 14 14 0
VICE NARCOTICS
POLICE SERGEANT 1 1
POLICE OFFICER 2 2
TOTAL VICE NARCOTICS 3 3 0
TECHNICAL SERVICES
POLICE CAPTAIN 1 1
POLICE SERGEANT 1 1
POLICE OFFICER 2 0 -2
RECORDS & COMMUNIC SUPERV 1 1
SUPERVISING COMMUNICATOR 1 1
COMMUNICATION OPERATOR II 13 13
POLICE RECORDS CLERK II 6 6
CRIME PREVENT TECH 1 1
SECRETARY I 1 1
TOTAL TECHNICAL SERVICES 27 25 -2
DARE PROGRAM
POLICE OFFICER 0 2 2
29
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSQNNEL ALLOCATIONS FOR 1990-91 AND 1991-92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
TRAFFIC
POLICE SERGEANT 1 1
SENIOR POLICE OFFICER 4 4
POLICE OFFICER 2 2
POLICE SERVICES AIDE 1 1
TOTAL TRAFFIC 8 8 0
TOTAL POLICE 109 109 0
1 1
FIRE BATfALION CHIEF 4 4
FIRE CAPTAIN 18 18
FIRE CAPTAIN SPECIALIST 4 4
FIRE ENGINEER 18 18
FlRE FIGHTER 12 12
PARAMEDIC-FIRE FIGHTER 18 18
SECRETARY I I 1 1
SECRETARY I 1 1
FIRE PREVENTION OFFICER I 1 0 -1
FIRE PREVENTION OFFICER II 1 2 1
FIRE PREVENTION OFFICER 111 2 2
TOTAL FIRE 81 81 0
1 1
BUILDING INSPECTOR 111 2 2
BUILDING INSPECTOR II 4 4
BUlDLlNG INSPECTOR I 1 1
CODE ENFORCEMENT OFFICER 1 1
CODE ENFORCEMENT OFFICER I 1 1
BUILDING TECHNICIAN II 1 1
TECHNICIAN I 2 2
PERMIT CLERK 2 2
TOTAL BUILDING INSPECTION 15 15 0
COMMUNIlY DEVEL DIRECTOR 1 1
SENIOR MANAGEMENT ANALYST 1 1
SECRETARY II 1 1
CLERK TYPIST I 2 2
R ECEPTl ON I ST/CAS H I ER 1 1
TOTAL COMM DEV ADMINIST 6 6 0
30
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
1
E
I
1
I
4
1
SI
1
T
I
I
1
1
1
I
I
1
1
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
ADMINISTRATION
CITY ENGINEER 1 1
ASSOCIATE CIVIL ENGINEER 0 0.5 0.5
SR MANAGEMENT ANALYST 1 1
MANAGEMENT ANALYST 1 1
SECRETARY II 2 2
WORD PROCESS OPERATOR II 3 3
CLERK TYPIST II 1 1
TOTAL ADMINISTRATION 9 9.5 0.5
DEVELOPMENT
ASSISTANT CITY ENGINEER 1 1
PRINCIPAL CIVIL ENGINEER 2 2
ASSOCIATE CIVIL ENGINEER 7 7
ASSISTANT CIVIL ENGINEER 2 2
ENGINEERING TECHNICIAN II 3 3
TECHNICIAN I 1 1
TOTAL DEVELOPMENT 16 16 0
MUNICIPAL PROJECTS
MUNICIPAL PROJECT MANAGER 1 1
PRINCIPAL CIVIL ENGINEER 2 2
ASSOCIATE CIVIL ENGINEER 4 4
ENGINEERING TECHNICIAN II 2 2
PRINCIPAL CONSTRUCTION INSPECT 1 1
SR CONSTRUCTION INSPECTOR 2 2
CONSTRUCTION INSPECTOR 5 5
ENGINEERING INSPECTOR - WATER 0 1 1
SR ENGINEERING INSP -WATER 0 1 1
PERMIT CLERK
TOTAL MUNICIPAL PROJECTS 18 20 2
1 1
TRANSPORTATION
TRAFFIC ENGINEER 1 1
ASSOCIATE CIVIL ENGINEER 2 2
ASSISTANT CIVIL ENGINEER 1 1
TOTAL TRANSPORTATION 4 4 0
TOTAL ENGINEERING 47 49.5 2.5
31
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
GROWTH MANAGEMENT MANAGER 1 4
SR MANAGEMENT ANALYST 1 1
ASSOCIATE CIVIL ENGINEER 1 0.5 -0.5
SENIOR PLANNER 1 1
TOTAL GROWTH MANAGEMENT 4 3.5 -0.5
1 1
ASSISTANT PLANNING DIRECTOR 1 1
SR MANAGEMENT ANALYST 2 2
PRINCIPAL PLANNER 2 2
SENIOR PLANNER 4 4
ASSOCIATE PLANNER 7 7
ASSISTANT PLANNER 3 3
PLANNING TECHNICIAN 1 1 9
PLANNING TECHNICIAN II 1 1
GRAPHIC TECHNICIAN 1 1
SECRETARY II 1 1
WORDPROCESSOPERATORI 1 4
WORD PROCESS OPERATOR I1 2 2
TOTAL PLANNING 27 27 0
0 0.5 0.5
TOTAL HISTORIC PRESERVATION 0 0.5 0.5
GEOGRAPHIC INFO SYSTEM COORD 1 1
GEOGRAPHIC INFO SYSTEM TECH 1 1
TOTAL GEOGRAPHIC INFORMATION 2 2 0
32
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
I
_1
I
1.
t
Q
1
I
I
I
1!
1 TOTAL GENEAOLOGY 1 1 0
I
I
1
I
I
I
1
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
LIBRARY ADMINISTRATION
LIBRARY DIRECTOR 1 1
ASSISTANT LIBRARY DIRECTOR 1 1
LIBRARIAN 111 1 0 -1
LIBRARY ASSISTANT II 2 0 -2
SECRETARY I1 1 1
MANAGEMENT ANALYST 0 1 1
GRAPHIC ARTIST 1 1
MESSENGER 1 1
ACCOUNT CLERK I 1 1
TOTAL ADMINISTRATION 9 7 -2
CIRCULATION
LIBRARY ASSISTANT 111 1 1
LIBRARY ASSISTANT II 1 1
LIBRARY ASS1 STANT I 1 1
TOTAL CIRCULATION 3 3 0
REFERENCE SERVICES
LIBRARIAN Ill 1 1
LIBRARIAN II 2 2
LIBRARIAN I 1 1
LIBRARY ASSISTANT I 1 1
TOTAL REFERENCE 5 5 0
GENEAOLOGYlLOCAL HISTORY
LIBRARIAN Ill 1 1
CHILDREN’S SERVICES
LIBRARIAN 111 1 1
LIBRARIAN II 1 1
LIBRARY ASSISTANT II 1 1
TOTAL CHILDREN’S 3 3 0
TECHNICAL SERVICES
LIBRARIAN 111 1 1
LIBRARIAN II 2 2
LIBRARY ASSISTANT II 3 4 1
LIBRARY ASSISTANT I 1 0 -1
CLERK NPIST II 1 1
TOTAL TECHNICAL 8 8 0
COLLECTION DEVELOPMENT
LIBRARIAN Ill 0 1 1
LIBRARY ASSISTANT II 0 1 1
TOTAL COLLECTION DEVEL 0 2 2
33
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PEffSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
MEDIA SERVICES
AUDIO VISUAL SPECIALIST 1 1
TOTAL MEDIA 1 1 0
ADULT LEARNING
LIBRARIAN Ill 1 1
CLERK TYPIST I1 1 1
TOTAL ADULT LEARNING 2 2 0
BRANCH
LIBRARY ASS1 STA NT I I I 1 1
LIBRARY ASS1 STA NT I 1 1
TOTAL BRANCH 2 2 0
TOTAL LIBRARY 34 34 0
1 1
COMMUNITY ARTS COORDINATOR 1 1
SECRETARY S I 1
TOTAL CULTURAL ARTS 3 3 0
ADM I Nl STRATI ON
PARKS & RECREATION DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
PARK PLANNER 1 1
SECRETARY I1 1 1
CLERK TYPIST II 1 1
TOTAL ADMINISTRATION 5 5 0
PARK MAINTENANCE
PARK SUPERINTENDENT 1 1
PARK SUPERVISOR 1 1
PARK MAINTENANCE WORKER Ill 5 5
PARK MAINTENANCE WORKER I1 9 9
PARK MAINTENANCE WORKER I 4 4
BUILDING MAINT CARPENTER 1 1
TOTAL PARK MAINTENANCE 21 21 0
TREE MAINTENANCE
PARK SUPERVISOR 0.5 0.5
TREE TRIMMER LEADWORKER 2 2
TREE TRIMMER II 2 2
TREE TRIMMER I 2 2
TOTAL TREE MAINTENANCE 6.5 6.5 0
34
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
+
I
I
I
1
#
I
i
I
1
31
1 TOTAL PARKS & RECREATION 50 50 0
I
I
I
I
I
1
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
MEDIAN MAINTENANCE
PARK SUPERVISOR 0.5 0.5
PARK MAINTENANCE WORKER I 1 1
TOTAL MEDIAN MAINTENANCE 1.5 1.5 0
RECREATION OPERATIONS
RECEPTIONIST/CASHIER 3 3
RECREATION SPECIALIST I 1 1
TOTAL RECREATION OERATIONS 4 4 0
RECREATION FEE SUPPORTED
RECREATION SUPERINTENDENT 1 1
PRlNC RECREATION SUPERV 1 1
RECREATION SUPERVISOR II 3 3
RECREATION SUPERVISOR I 1 1
RECREATION SPECIALIST I 2 2
TOTAL RECR. FEE SUPPORTED 8 8 0
AQUATICS
AQUATIC SUPERVISOR 1 1
TOTAL AQUATICS 1 1 0
SENIOR PROGRAM
SR CITIZEN COORDINATOR 1 1
SECRETARY I 1 1
SITE MANAGER 1 1
TOTAL SENIOR PROGRAM 3 3 0
ADMlNlSTRATlON
UTILITIES/MAINTENANCE DIR 1 1
ASST UTIUMAINT DIR 1 1
SR MANAGEMENT ANALYST 1 1
SECRETARY II 1 1
CLERK TYPIST II 1 1
TOTAL ADM I N ISTR AT1 ON 5 5 0 i
35
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
STREET MAINTENANCE
ENGINEERING TECHNICIAN II 0.3 0.3
STREET MAINTENANCE SUPT 1 1
STREfT MAINTENANCE SUPERV 2 2
STREET MAINTENANCE WORKER III 5 6
STREET MAINTENANCE WORKER II 14 13
STREET MAINTENANCE WORKER I 3 3
TOTAL STREET MAINTENANCE 25.3 25.3 0
STREET LIGHTING
ELECTRICIAN II 1 1
ELECTRICIAN I 1 1
ELECT OPERATIONS SUPERVISOR 1 1
TOTAL STREET LIGHTING 3 3 0
BUILDING MAINTENANCE
BUILDING MAlNT SUPT 1 1
BUILDING MAINT SUPERV 1 1
SENIOR BUILDING MNNT WORKER 0 1 1
BUILDING MAlNT CARP 2 0 -2
BUILDING MAIN% WORKER Ill 0 7 1
BUILDING MAINT WORKER I 0 1 1
CUSTODIAN II 1 1
CUSTODIAN 9 9 0
STREET MAINTENANCE WORKER II 1 0 -1
TOTAL BUILDING MAINTENANCE 15 15 0
WATER
UTILITY MAINT SUPERINTENDENT 0.5 0.5
ACCOUNT CLERK II 0.5 0.5
ENGINEERING TECH II 0.3 0.3
UTILITY MAINT WORKER Ill 1 1
METER SHOP SUPERVISOR 1 1
METER READER II 5 5
METER READER I 1 1
TOTAL WATER 9.3 9.3 0
SANITATION
UTILITY MAlNT SUPERINTENDENT 0.5 0.5
ACCOUNT CLERK II 0.5 0.5
ENGINEERING TECH in 0.4 0.4
SEWER MAINTENANCE SUPERV 1 1
UTILITY MAINT WORKER 111 1 1
UTILITY MAINT WORKER II 2 2
MAINT WORKER I 1 1
UTILITY SYSTEM OPERATOR Ill 1 1
UTILITY SYSTEM OPERATOR II 7 1
TOTAL SANITATION 8.4 8.4 0
36
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
li.
I
I
I
I
3
f
I s
1 TOTAL AFFORDABLE HOUSING 0 1 1
1
I TOTAL HOUSING 4 4 0
I
I
I
1
I
1
I
1990-91 1991 -92 REQUEST
OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
NUMBER BUDGET
FLEET OPERATIONS
FLEET MAINTENANCE SUPERT 1 1
ACCOUNT CLERK II 1 1
EQUIPMENT MECHANIC II 3 3
EQUIPMENT MECHANIC I 1 1
EQUIPMENT M ECHANlC SU PERVl SOR 1 1
TOTAL FLEET OPERATIONS 7 7 0
TOTAL UTlLlTIESlMAl NTENANCE 73 73 0
HOUSING & REDEVELOPMENT DIR 1 0.5
SR MANAGEMENT ANALYST 2 1.5 -0.5
CLERK TYPIST 11 1 1
SECRFTARY I1 1 1
TOTAL REDEVELOPMENT AGENCY 5 4 -0.5
AFFORDABLE HOUSING
HOUSING & REDEVELOPMENT DIR 0 0.5 0.5
SR MANAGEMENT ANALYST 0 0.5 0.5
HOUSING
SENIOR MANAGEMENT ANALYST 1 1
HOUSING SPECIALIST I 1 1
MANAGEMENT ANALYST 1 1
CLERK TYPIST It 1 1
BLOCK GRANT
SR MANAGEMENT ANALYST 1 0.5 -0.5
TOTAL BLOCK GRANT 1 0.5 -0.5
TOTAL HOUSING & REDEVELOPMENT 10 9.5 0
GENERAL SERVCIES ADMIN
GENERAL MANAGEFUDE 1 1
ADMINISTRATIVE MANAGER 1 1
1 ADMINISTRATIVE ANALYST 1
ACCOUNTANT 1 0 -1
ACCOUNTING OFFICE ASSISTANT 1 0 -1
ACCOUNT CLERK I1 0 1 1
ACCOUNT CLERK I 0 1 1
WATER CONSERVATION SPECIALIST 1 1
EXECUTIVE SECRETARY 1 1
RECEPTIONIST 1 1
TOTAL GENERAL SERVICES ADMIN 8 8 0
37
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
4 998-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1998-91
ALLOCATED
OPERATIONS
SUPERINTENDENT 1 1
SYSTEMS OPERATION SUPERVISOR 1 1
CONSTRUCTION & MAINT SUPERV 1 1
SENIOR SYSTEMS OPERATOR 1 1
SERVICE COORDINATOR 1 1
STOREKEEPER 1 1
SR CONSTR & MAINTENANCE WORKE 1 1
SYSTEMS OPERATOR II 3 3
EQUIPMENT OPERATOR 1 1
FACILITY MAINT LEADWORKER 1 1
CONSTRUCTION MAINT WORKER 3 3
SENIOR VALVE TECHNICIAN 1 1
VALVE TECHNICIAN 1 1
OPERATIONS OFFICE ASSISTANT 1 1
TOTAL OPERATIONS 19 19 0
ENGINEERING
DISTRICT ENGINEER 1 1
SR. ENGINEERING TECHNICIAN 2 2
SR. ENGINEERING INSPECTOR 'I 0 -1
ENGINEERING INSPECTOR 1 0 -1
ENGINEERING TECHNICIAN 3 3
ENGINEERING SECRETARY 1 1
ENGINEERING OFFICE ASSISTANT 1 1
TOTAL ENGINEERING 10 a -2
TOTAL WATER DISTRICT 37 35 -2
SYSTEMS OPERATOR I 1 1
38
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U
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1991 -92 PROJECTED REVENUES
TAXES
LICENSES & PI
FINES & FORFEITURE
$0.6 1% CHARGES FOR SERVICES
SUBVENTIONS OTHER REVENUE $4.3 10%
$2.2 5% $2.8 6%
GENERAL FUND REVENUE SOURCES
The most significant discretionary source
of revenue is that generated for General
Fund expenditures. Estimates for 1991 - Taxes $ 29,505,C
92 show that Taxes constitute the Subventions 2,830,C
largest single share of revenue at $29.5 Other Revenue 2,175,C
million or 67.7% of the total. Included Charges for Services 4,325,C
are Property Tax, Sales Tax, and Fines/Forfeiture 550,C
next largest share of revenue is within 2,185,C
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:
Transient Occupancy Tax (TOT). The Interest 2,000,c
Licenses and Permits
3 41
CITY OF CARLSBAD
1991 -92 General Fund Budged
- Expenditures -
Parks & Recreation
mmunity Development
$2.9 6.5%
Total General Fund Budget ~ $44.4 Values in Millions
CITY GENERAL FUND OPERATIONS
The General Fund supports services
most commonly recognized as those
being provided by the City. Revenues General Government $ 4,703,643
which support the operations come from Public Safety 15,901,264
taxes, charges for services, and state Community Development 7,995,684
subventions. The service which Maintenance 4,837,543
constitutes the largest expenditure is Library/Parks 7,305,488
that for public safety, Police and Fire at Non-Departmental 1,709,945
35.8% of the total. Contingencies 1,992,560
Specific dollar amounts include:
42
GENERAL FUND REVENUE COMPARISON
1990-91 AND 1991-92 5
I
I
I
1
1
I
I
I
P
I
I
I
I
fi
I
IC
1 43
PROPERTY TAX i-1
SALES TAX \-j k TRANS OCCUPAFJCY TAX -
N FY 1990-91 D E FY 1991 -92
OTHER TAXES b
LICENSES & PERMITS b
STATE SUBVENTIONS b k-7 CHARGES FOR SERVCS -
INTEREST b L FlNES/FORFElTURES
OTHER u
0 2 4 6 810121416
MILLIONS OF DOLLAA
Property Tax revenue is projected to by 5% or $35,000, an amount which
increase by 8.7% in 1991-92, or $1.2 capture inflation. License Tax on I
million. It was assumed that the base construction contains a decline of 9%
would increase by 2% as allowed under $50,000, as it is anticipated 1
the provisions of Proposition 13. The construction of new units will fall be
.remainder of the increase is projected to 1990-91 levels.
increase as a result of higher assessed
values on new residential units sold and State Subventions show an increasc
on the resale of existing property. 10% or $260,000. Estimates are bz
upon information received from the S
Sales Tax is projected to increase by 5%, Department of Finance.
the estimated rate of inflation. No
growth is estimated as no new Charges for Services are projected
establishments are anticipated. increase by $290,000 or 7%. Increi
are estimated in Planning Fees
Transient Occupancy Tax contains a development plans continue to
projected increase of nearly 5%. As with reviewed on an active basis. Zone I
sales tax, this increase reflects the Fees show the largest decline in estim:
estimated inflation rate and no new revenues as more plans are now compl
lodging facilities opening for business.
Interest is anticipated to remain at 15
Other Taxes include Franchise Tax, 91 levels.
Transfer Tax and Trailer Coach In-Lieu.
The small average increase in projected Fines/Forfeitures contain no not
revenue among these sources, 2.8%, changes.
accounts for inflation.
Licenses and Permits, as a group, contain
no projected increase and are estimated to
equal the 1990-91 revenues. Business District for appropriate services.
License Taxes are anticipated to increase
Other includes Interdepa'rtmental Cha
which are up 18% or $300,000.
increase is due to assessing the W a
CARLSBAD COMMUNITY PROFILE
Date Incorporated July 16, 1952
Form of Government CouncillManager
Area 42.2 Square Miles
Population 64,264
Net Assessed Valuation $5,474,063,206
Miles of Streets 238
Fire Protection:
Number of Stations 6
Number of firefighters 72
Police Protection:
Number of Stations 1
Number of sworn Police Officers 82
Municipal Water District:
Number of customers 17,000
Miles of lines and mains
Average Daily Consumption
300
12.8 million gallons
Miles of Sewers 103.7
Recreation and Culture:
Number of parks (improved
Area of parks 326.88
Pools 1
Number of libraries 2
Number of volumes 200,481
and unimproved) 36
Total number of regular City and
Water District employees 559
44
I
I s
I
I follows:
I
1
I
I
I
8
Io
I
g
i
1
c
1
1 GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizen2 Carlsbad in 1986. The plan was established in an effort to regulate developn within the City by linking residential, commercial, and industrial developr directly to the standards for the availability of public services and facilit. Standards for facilities are applied within the City as a whole, within City's four quadrants, and in the City's twenty-five community or growth mani ment zones.
The Growth Management Plan has established precise standards, as adopted by City Council for eleven public facilities. Standards must be met at all t as growth occurs. Facilities for which standards have been established arc
- City Administrative - Library
- Wastewater Treatment - Parks
- Ci rcul at i on - Drainage - Fire - Open Space - Schools - Sewer Collection
- Water Distribution
The Plan requires that appropriate public facilities be available, in conform with the adopted performance standards, as development occurs. Unless eac the eleven public facility standards have been met, no new development can oc
The Growth Management Program impacts both the Operating Budget and the Cap Improvement Program. As the Program was being developed, very little const tion occurred which resulted in reductions in both operating and capital deve ment related revenues. Revenues can be expected to recover as standards are and reasonable levels of development begin to occur. The Growth Management directly affects the operating and capital budgets by requiring the construc of facilities to meet standards and the subsequent operation ofthose facilit Facilities such as community centers, parks, and fire stations have been structed under this program.
The Capital Improvement Program has been designed to specifically address a where facilities do not comply with the adopted performance standards, or 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 wit1 input from all departments. Criteria for making funding requests were based upor the need to maintain existing service levels which may have suffered due to growtt 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 completc analysis of the budgets ensued, which entailed the application of the establishec policies to the requests. Each department head was also interviewed by a Budget Analyst. A written report summarizing the Analyst’s findings was prepared anc distributed to appropriate department heads as we1 1 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 recommendec 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 e
46
1 DEPARTMENTS PREPARE AND
SUBMIT BUDGET PROPOSALS
m FINANCE OFFICE ANALYZES
REQUESTS AND SUBMITS TO
CITY MANAGER'S OFFICE
I II CITY MANAGERS TEAM MEETS
WITH INDIVIDUAL DEPARTMENT HEADS
PRELIMINARY BUDGET
L 1 TWO PUBLIC ME
CITY COUNCIL CONDUCTS
PUBLIC HEARING I I
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.
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 Carl sbad Municipal Code requires that the Fi nanci a1 Director annual ly prepare a budget for the City Manager showing estimated revenues and expenditures.
3)
48
GENERAL GOVERNMENT
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1
I
I GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
$ 104,626 S 122,417 0 122,036 S 134,937
19,847 20,568 28,100 29,625
0 0 6,000 0
s i24,4n s 142,985 s 156,136 s 164,562
1 1 1 1
1988-89
ACTUAL
PERSONNEL S 340,780
MAINTENANCE OPERATION 48,682
CAPITAL OUTLAY 8,547
GRAND TOTAL 8 398,009
POSIT IONS 5
1991 -92 1989-90 1990-91
ACTUAL BUDGET BUDGET
S 357,609 8 478,032 546,499
48,227 54,984 51,380
15,334 10,728 0
S 421,170 S 543,744 8 597,879
5 7 7
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1-
I
1 GRAND TOTAL
POSI TI ONS
1988-89 1989-90 1990 - 91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
s 1,948 s 155 f 0 s 0
22,391 28,548 44,127 41,400
0 0 1,373 0
s 24,339 s 28,703 s 45,500 s 41,400
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 4,305 S 4,634 S 6,600 S 7,105
73,757 8,320 30,000 13,500
0 0 0 0
S 78,062 S 12,955 S 36,600 Si 20,605
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1
I
8 GRAND TOTAL
POS I T IONS
1991 -92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 231,356 $ 295,476 $ 364,419 S 391,257
28,305 35 I 969 41,761 51,185
507 6,692 11,655 0
s 260,168 o 338,137 s 417,835 s 442,442
3 3 5 5
1988-89 1989-90
ACTUAL ACTUAL
PERSONNEL s 544,233 s 627,098
MAINTENANCE OPERATION 31 4,372 401,968
CAPITAL OUTLAY 11,867 21,819
GRAND TOTAL B 870,472 $ 1,050,885
POSIT IONS 15 16
1991 -92 1990-91
BUDGET BUDGET
B -0,582 s 784,557
540,633 300,976
14,700 3,000
B 1,285,915 B 1,088,749
17 17
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1
1
I GRAND TOTAL
POSI T IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 11,262 S 23,237 S 27,306 S 28,541
31,739 37,838 52,250 52,542
752 0 0 0
S 43,753 S 61,075 S 79,556 S 81,083
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1990-91 1991-92 1988-89 1989- 90
ACTUAL ACTUAL BUDGET BUDGET
$ 0 $ 0 $ 0 $ 0
10,900 34,500 3s $000 35 o 000
0 0 0 0
S 10,900 S 34,500 S 35,000 S 35,000
0 0 0 0
PERSONNEL
I
I
1
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSIT IONS
1988-89 I 989- 90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
s 174,345 s 182,045 s 218,875 s 247,926
104,270 I 57,487 161,732 151,108
5,291 4,105 7,461 0
S 283,906 $ 343,637 $ 388,068 % 399,034
5 5 6 6
PROGRAM: HUMAN RESOURCES
FUND : GENERAL
DEPARTMENT: HUMAN RESOURCES ACCT # 001-1510
MAINTENANCE OPERATION
CAPITAL OUTLAY
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.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Employment Services: Provide services in the areas 1. Conduct approximately40 recruitment to attract
of recruitment and selection focusing on continuing well qualified applicants for available
proactive outreach efforts to attract qualified positions.
minorities, women, veterans, and handicapped applicants. 2. Review City testing and screening procedures
to insure that they are free frcin artificial
barri ers ~
3. Upiate the City's Affirmative Action Plan
during 1st quarter FY91-92.
Classification and Canpens ationr Create new 1. Respond to the classification needs of the
classifications when appropriate and coordinate organization within 60 days.
reclassification studies. Conduct salary surveys
and administer pay plans for all City employees. 2. Conduct all salary surveys in accordance with
established guidelines.
Benefits: Acbninister health, life, and retirement 1. Educate employees relative to their benefits.
plans for all eligible City employees.
2. Develop an attractive benefits package,
including research and design of a flexible
benefit program.
Endowe and Organizational Develmt: Provide 1. Continue to provide additionat training through
services to the organization in the areas of the Human Resource Management Seminar Series.
employee development and organizational development. 2. Conduct organizational training for all
employees on valuing diversity in the
workplace.
3. Begin to develop a new Employee Orientation
Program uhich 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
I
1
I
1990-91 1991 -92 1988-89 1989- 90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 L 0 s 0 s 0
MAINTENANCE OPERATION 1,207,949 1 ,240,108 1,494,854 1 ,743,179
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL 9 1,207,949 9 1,240,108 S 1,494,854 9 1,743,179
POSIT IONS 0 0 0 0
PER SON N E L
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSIT IONS
1990-91 1991 -92 1988-89 1989-90 ACTUAL ACTUAL BUDGET BUDGET
$ 144,951 $ 199,020 S 221,386 $ 251,024
18,627 59,962 281 ,465 34,305
6,841 12.785 7,050 0
$ 170,419 $ 271,767 $ 509,901 $ 285,329
4 4 4 4
PERSONNEL
1
1;
I
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991 -92 1988-89 1 989- 90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
s 197,362 s 215,907 s 282,524 s 293,275
140,653 133,676 144,479 139,210
1,999 39,940 263,185 0
$ 340,014 s 389,523 s 690,188 s 432,485
5 6 6 6
PROGRAM: ADMINISTRATION FUND : GENERAL DEPARTMENT: INFORMATION SYSTEMS PAGE TWO ACCT X 001-1710
PROGRAM ACTIVITIES: WORKLOAD MEASURES :
CY/1990 CY/9989
Minutes Service: Provide minutes for City Boards, 1. Minutes for 14 Minutes for 14
Comnissions and Comnittees. Boards, Comnissions, Boards, Comnissions,
and Comnittees. and Comnittees.
SIGNIFICANT CHANGES:
None.
62
1988-89
ACTUAL
PERSONNEL $ 136,407
MAINTENANCE OPERATION 318,716
CAPITAL OUTLAY 0
I
I
I GRAND TOTAL S 455,123
POSIT IONS 2
1 989- 90 1990-91 1991 -92
ACTUAL BUDGET BUDGET
S 190,617 S 252,489 S 278,643
298,457 508,466 462,971
0 297,144 18,100
S 489,074 $ 1,058,059 S 759,714
3 5 5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 94,405 B 99,594 S 108,316 S 123,933
67,439 107,423 156,500 125,550
1,500 3,237 0 0
S 163,344 S 210,254 B 264,816 S 249,483
2 2 2 2
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
I
I GRAND TOTAL
POSIT IONS
1990-91 1991-92 1988- 89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
$ 0 s 0 s 0 s 0
467,673 788,990 794,500 1,000,000
0 0 0 0
S 467,673 S 788,990 S 794,500 $ 1,000,000
0 0 0 0
1988-89 ACTUAL
PERSONNEL s 0
MAINTENANCE OPERATION 1,317,118
CAPITAL OUTLAY 0
GRAND TOTAL $ 1,317,118
POSIT IONS 0
1989-90 1990-91 1991 -92 ACTUAL BUDGET BUDGET
$ 0 s 0 s 0
677,914 1,168,237 1,000,000
0 0 0
$ 677,914 $ 1,168.237 S 9,000,000
0 0 0
I
I
I
I
I
1
I
I
II
I
I
I
I
I
I
I
I
I PROGRAM: MISC. NON-DEPARTMENTAL ACCT # 001-'
1988-89 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
10-41-2993 Comnunity Prmtion 200,000 147,182 225,000 225,000
10-50-2930 Taxes (Chamber) 89 1,000
10-50-2993 Comnunity Contributions:
Big Bang Comnittee S 8,500
Casa de Amparo 10,500
Hospice of the North Coast 3,500
Lifeline 10,000
San Diego Aids Project 1,000
North County Food Co-op 6,180
Women's Resource Center 17,500
YMCA Oz North Coast 15,750
57,500 62,900 84,058 72,430 I 19-67-1922 Hosp Grove Debt Service 153,222 768,300 876,585 488,275
19-90-2340 Leases (mandated & contractual)
City Hall B 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
PERSOMMEL
MAINTEHAMCE OPERATIOM
CAPITAL OUTLAY
I
I
I GRAND TOTAL
POSITIOMS
1991 -92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 5,058,166 S 5,778,860 S 7,254,679 S 7,326,432
1,154,258 1,412,487 1,842,858 2,120,041
68,505 98,502 143,839 12,000
o 6,280,929 s 7,289,849 o 9,241,376 s 9,458,473
91 100 109 109
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
~~~~
1988-89 1989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
8 135,551 S 156,708 S 226,621 8 228,785
113,837 146,880 258,993 575,078
0 0 0 0
S 249,388 8 303,588 S 485,614 803 ~ 863
2 2 3 3 ,
I
I
I
1990-91 1991 -92 1988-89 I 989- 90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 2,638,579 s 3,027,552 s 3,864,794 s 3,870,970
MAINTENANCE OPERATION 41 6, a27 527,562 662,971 616,580
CAPITAL OUTLAY 15,668 76,388 59,175 0
GRAND TOTAL 0 3,071,074 f 3,631,502 f 4,586,940 $ 4,487,550
POSIT IONS 49 49 54 54
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 693,455 S 736,690 S 967,349 S 961,769
127,378 144,405 231,933 232,950
11,006 0 24,768 0
S 831,839 S 881,094 S 1,224,050 S 1,194,719
10 10 14 14
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
I
I GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991-92 ACTUAL ACTUAL BUDGET BUDGET
S 96,734 S 211,951 S 244,603 S 242,329
4,198 25,886 30,900 22,551
13,178 12,999 3,500 0
S 114,110 S 250,836 S 279,003 S 264,880
3 3 3 3
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
$ 1,070,001 $ 1,194,836 $ 1,385,651 S 1,346,788
444,082 496,159 572.326 542,023
2,708 6,162 55,216 12,000
S 1,516,791 $ 1,697,157 S 2,013,193 S 1,900,811
27 28 27 25
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
1
I GRAND TOTAL
POSIT I OMS
1991 -92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
t 0 s 0 s 0 $ 121,733
0 0 0 13,619
0 0 0 0
0 0 $ 0 s 0 $ 135,352
0 0 0 2
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1990-91 1991 -92 1988-89 1 989- 90
ACTUAL ACTUAL BUDGET BUDGET
$ 10 0 1,750 $ 4,375 $ 4,500
4,844 3,428 8,938 8,400
0 799 0 0
s 4,854 $ 5,977 s 13,313 s 12,900
0 0 0 0
1
I
I
1988-89 1989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 423,836 s 449,373 s 561,286 s 549,558
MAINTENANCE OPERATION 43,092 68,167 76,797 ioa,ao
CAPITAL OUTLAY 25,945 2,154 1, iao 0
GRAND TOTAL s 492,873 s 519,694 s 639,263 s 658,398
POS I TI ONS a a a a
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSON ME L S 3,993,978 S 4,772,767 S 5,554,468
MAINTEMANCE OPERATIOM 651,005 693, a34 970,559
CAPITAL OUTLAY 52,105 219,586 77,533
GRAND TOTAL f 4,617,088 S 5,686,187 S 6,602,560
POSIT IONS 63 81 81
1991 -92
BUDGET
S 5,652,348
774,559
0
S 6,426,907
81
PERSONNEL
1
1
I
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1990-91 1991-92 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
s 134,512 s 157,220 s 281.265 s 280,331
69,926 77,923 170,688 142,091
10,302 0 12,000 0
S 214,740 S 235,143 0 463,953 S 422,422
2 2 2 3
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
S 2,919,294 B 3,513,908 S 4,070,207 S 4,134,382
363,732 380,545 496,852 366,040
27,977 204,854 51,649 0
S 3,311,003 0 4,099,307 S 4,618,708 B 4,500,422
44 60 60 59
I
1
I
1991 -92 1988-889 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 226,196 s 270,672 s 328,381 s 336,063
MAINTENANCE OPERATION 45,719 30,557 62,479 50,600
CAPITAL OUTLAY 4,981 14,TJ2 0 0
GRAND TOTAL 0 276,896 0 315,961 0 390,860 $ 386,663
POSIT IONS 5.5 6 6 6
1988-89
ACTUAL
PERSONNEL s 564,101
MAINTENANCE OPERATION 1 04.61 4
CAPITAL OUTLAY 3,%5
GRAND TOTAL s 672,560
POSIT IONS 10
1989-90 1990-91 1991-92
ACTUAL BUDGET BUDGET
o 749,505 s 778,865 s 805,006
106,540 116,616 113,078
0 2,000 0
s 856,045 o 897,481 s 918,084
12 12 12
1
1
I
1991 -92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 308 S 0 s 0 0 0
MAINTENANCE OPERATION 25,979 41,627 54,924 33,350
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL 0 26,287 0 41,627 's 54,924 b 33,350
POSIT IONS 0.5 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 69,567 f 81,462 f 95,750 96,566
41,035 56,642 69,000 69,400
5,000 0 11,884 0
S 115,602 S 138,104 $ 176,634 $ 165,966
1 1 1 1
I COMMUNITY DEVELOPMENT
\ /
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
e
I
I GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 184,056 S 221,187 S 249,477 S 272,316
220,934 331,990 401,235 347,090
0 8,144 9,900 0
S 404,990 0 561,321 0 660,612 S 619,406
7 7 5 5
1988-89 1989- 90 1990-91
ACTUAL ACTUAL BUDGET
PEUSONNEL $ 0 $ 0 $ 90,000
MAINTENANCE OPERATION 0 0 165,200
CAPITAL OUTLAY 0 0 0
GRAM0 TOTAL $ 0 s 0 $ 255,200
POSIT IONS 0 0 2
1991 -92
BUDGET
S 90,515
126,950
0
S 217,465
2
r 1988-89 1989- 90
ACTUAL ACTUAL
PERSONNEL 0 1,465,669 S 1,849,604
2,006,059 3,149,355 MAINTENANCE OPERATION
I:
I
I CAPITAL OUTLAY 24,550 40,472
GRAND TOTAL f 3,496,278 0 5,039,431
POSIT IONS 33 17
1991-92 1990-91
BUDGET BUDGET
$ 2,603,443 $ 2,736,786
3,074,335 2,965,927
53,340 0
0 5,807,814 S 5,702,713
41 47
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL BUDGET BUDGET ACTUAL
S 1,032,910 0 1,351,689 S 473,088 S 482,750
624,592 781,358 1,181,373 819,380
10,081 31,757 33,889 0
$ 1,824,349 S 2,564,819 S 1,343,053 S 1,107,342
24 7 9 9.5
PERSONNEL
8
I
I
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1988-89 1 989- 90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 0 rs 916,872 rs 846,348
0 0 0 0
0 0 5,100 0
s 0 s 0 t 921,972 0 846,348
0 0 16 16
1988-89 1989- 90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL $ 432,759 0 497,915 $ 1,018,582
MAINTENANCE OPERATION 153,181 157,116 235,782
CAPITAL OUTLAY 14,469 8,715 11,725
GRAND TOTAL S 600,409 f 663,746 $ 1,266,089
POSIT IONS 9 10 18
1991-92 BUDGET
$ 1,167,285
173,634
0
S 1,340,919
20
1991-92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 0 s 0 $ 254,901 $ 240,403
MAINTENANCE OPERATION 0 0 0 0
CAPITAL WTLAY 0 0 2,626 0
1
I
I GRAND TOTAL $ 0 $ 0 0 257,527 $ 240,403
POSIT IONS 0 0 4 4
4
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991 -92 1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
s 0 s 0 S 0 $ 0
1,071,520 1,810,866 2,019,173 2,167,701
0 0 0 0
S 1,071,520 S 1,810,866 S 2,019,173 S 2,147,701
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1
I
I GRAND TOTAL
POSIT IONS
1990-91 1991-92 1988-89 1 989- 90
ACTUAL ACTUAL BUDGET BUDGET
S 8,404 0 12,761 S 16,800 S 18,950
15,582 16,144 16,500 17,000
0 0 0 0
0 23,986 S 28,905 0 33,300 S 35,950
0 0 0 0
1988-89 1989-90 ACTUAL ACTUAL
PERSONNEL $ 630,231 $ 815,545
MAINTENANCE OPERATION 221 ,on 316,804
CAPITAL OUTLAY 4,050 25,532
GRAND TOTAL $ 855,358 0 1,157,881
POSIT IONS 16 24
1990-91 1991-92
BUDGET BUDGET
$ 1,313,788 $ 1,382,646
763,838 854,852
84,300 0
B 2,161,926 $ 2,237,498
27 27
1988-89 1989 - 90
ACTUAL ACTUAL
PERSONNEL S 140,538 S 175,523
MAINTENANCE OPERATION 39,108 13,671
I
I
I CAPITAL WTLAY 4,600 10,313
GRAND TOTAL S 184,246 5 199,507
POSIT IONS 4 4.25
1991-92 1990-91
BUDGET BUDGET
5 245,400 S 170,405
78,200 37,900
8,000 0
S 331,600 0 208,305
4 3.5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991 -92 1990-91 1988-89 1989- 90
ACTUAL ACTUAL BUDGET BUDGET
s 447,478 s 458,100 s 648,628 s 672.a~
406,809 423 * 084 453,247 436,484
2,125 20,938 33,800 0
s 856,412 s 902,122 o i,i35,6i~ s 1,109,319
10 10 15 15
1 CULTURE AND RECREATION /
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
I
I GRAND TOTAL
POSIT IONS
1988-89 1989- 90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 1,432,968 0 1,630,403 f 2,044,035 f 2,127,192
806,292 885, OR 1,169,852 1,062,644
26,145 86,219 114,808 45,250
$ 2,265,405 S 2,601,694 f 3,328,695 0 3,235,086
0 34 34 34
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
$ 301,370 $ 288,620 $ 406,812 $ 364,102
242,440 158,783 156,043 281,509
0 30,798 13,450 0
$ 460,153 0 475,461 0 701,771 $ 606,542
7 6 9 7
4
I
1
1990-91 1991 -92 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 164,494 S 172,366 $ 198,437 B 297,925
MAINTENANCE OPERATION 80,715 18,041 4,930 5,900
CAPITAL WTLAY 0 0 2,750 0
GRAND TOTAL s 245,209 f 190,407 o 206,117 B 303.825
POSIT IONS 1 2 2 3
1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET
PERSONNEL s 239,592 o 280,860 o 287,681
MAINTENANCE OPERATION 145,858 167,844 137,659
CAPITAL OUTLAY 7,730 0 3,400
GRAND TOTAL s 393,180 0 448,704 $ 428,740
POSIT IONS 5 5 5
1991 -92
BUDGET
s 298,932
140,400
0
S 439,332
5
1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 S 0 P 70,752
MAINTENANCE OPERATION 0 0 12,700
CAPITAL OUTLAY 0 0 1,500
I
I
1 GRAND TOTAL S 0 S 0 0 84,952
POSIT IONS 0 0 1
1991 -92
BUDGET
S 75,283
20,500
0
S 95,783
1
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSIT IONS
1988- 89 1989-90 1990-91 1991 -92 ACTUAL ACTUAL BUDGET BUDGET
0 117,105 0 133,369 0 179,962 $ 150,962
24,315 28,874 33,051 34,550
0 0 912 0
0 141,420 0 162,243 S 213,925 0 185,512
2 2 3 3
PERSON WE L
MAINTENANCE OPERATION
I
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1 CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1 989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
8 2ss,7a3 o 269,047 s 32a,w s 317,265
106,126 i07,asi 99,429 96,800
6,637 8,977 0 0
s 368,546 o 3as,an s 428,274 s 414,065
7 a a a
1988-89 1989- 90
ACTUAL ACTUAL
PERSONNEL s 0 f 0
MAINTENANCE OPERATION 0 0
CAPITAL OUTLAY 0 0
GRAND TOTAL f 0 s 0
POSIT IONS 0 0
1991-92 1990-91 BUDGET BUDGET
$ 0 f 90,106
0 18,700
0 0
0 0 $ 108,806
0 2
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
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I GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
s 87,996 s 80.938 $ 79,420 s 0
15,732 18,205 18,985 0
0 0 0 0
s 103,728 s 99,143 $ 98,405 s 0
2 2 1 0
ma-89 1989-90 ACTUAL ACTUAL
PERSONNEL s 58,040 s 58,192
MAINTENANCE OPERATION 23,414 23, TI1
CAPITAL WTLAY 776 0
GRAND TOTAL s 82,230 s 81,963
POSIT IONS 1 1
1990-91 1991-92 BUDGET BUDGET
s 62,262 s 69,635
34,367 23,500
1,333 0
o 97,962 s 93,135
1 1
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
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I GRAND TOTAL
POS I T IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 0 S 80,604 S 85,166 S 83,757
0 16,788 29,925 26,980
0 0 12,578 0
S 0 S 97,392 S 127,669 S 110,737
0 2 2 2
1988-89 1989- 90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL $ 119,367 $ 154,356 S 176,484
MAINTENANCE OPERATION 978 0 126,400
CAPITAL OUTLAY 0 0 3,500
GRAND TOTAL $ 120,345 S 154,356 0 306,384
POSIT IONS 2 2 2
1991 -92
BUDGET
S 191,262
89,100
0
$ 280,362
2
1988-89
ACTUAL
PERSONNEL $ 89,221
MAINTENANCE OPERATION 77,476
CAPITAL OUTLAY 2,725
GRAND TOTAL S 169,422
POSIT I OMS 2
1
I
1989-90 1990-91 1991-92
ACTUAL BUDGET BUDGET
f 112,051 S 143,520 $ 158,438
107,047 119,035 103,300
7,835 3,500 0
$ 226,934 $ 266,055 $ 261,738
2 3 3
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991 -92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 0 0 5,450 f 7,995
0 0 17,550 16,000
0 0 0 0
f 0 $ 0 f 23,000 f 23,995
0 0 0 0
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL s 0 s 0 0 0
MAINTENANCE OPERATION 56,175 73,810 108,000
1
1
I CAPITAL OUTLAY 6,189 8,468 0
GRAND TOTAL f 62,364 f 82,278 0 108,000
POSIT IONS 0 0 0
1991-92
BUOGET
s 0
65,674
0
S 65,676
0
PER SON NE L
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92 ACTUAL ACTUAL BUDGET BUDGET
S 0 8 0 8 0 s 0
112,274 166,798 100,842 110,000
0 0 0 0
S 112,274 S 166,798 S 100,842 8 110,000
0 0 0 0
1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET
PERSONNEL $ 0 $ 0 0 0
MAINTENANCE OPERATION 4,446 0 22,058
CAPITAL OUTLAY 2,088 30,141 71,365
I
I
1 GRAND TOTAL 0 6,534 S 30,141 $ 93,423
POSIT IONS 0 0 0
1991 -92
BUDGET
$ 0
48,000
45,250
$ 93,250
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
4988-89 1 989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
S 0 0 0 S 19,244 S 21,530
0 0 23,412 20,800
0 0 520 0
S 0 S 0 S 43,176 S 42,330
0 0 5 a
1988- 89 1989-90
ACTUAL ACTUAL
PERSONNEL S 1,709,308 f 2,240,818
MAINTENANCE OPERATION 1,439,719 2,006,248
.I
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E CAPITAL WTLAY 64,732 160,820
GRAND TOTAL f 3,213,759 S 4,407,886
POSIT IONS 46 50
1991 -92 1990-91
BUDGET BUDGET
S 2,885,788 S 3,034,130
2,297,571 2,327,572
295,246 1,000
0 5,520,723 S 5,362,702
50 50
1 1991 -92 1988-89 1 989- 90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 223,664 $ 280,053 B 315,935 s 337,506
MAINTENANCE OPERATION 223,714 222,733 172,136 255,955
CAPIYAL OUTLAY 1 ~ 065 4,753 7,332 0
GRAND TOTAL s 448,443 t 507,539 t 495,403 B 593,461
POSIT IONS 5 5 5 5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
1
1; GRAND TOTAL
POSIT IONS
1988-89 1989-90 195'0-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
$ 0 8 0 $ 0 $ 0
583 953 1,700 1,500
0 0 0 0
s 583 0 953 S 1,700 $ 1,500
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 644,860 0 702,825 S 888,036 S 945,084
619,724 810,541 895,751 823,745
45,603 98,812 97,400 0
0 1,310,187 f 1,612,178 S 1,881,187 $ 1,768,829
19 19 21 21
PROGRAM: OPERATIONS FUND: GENERAL DEPARTMENT: PARKS AND RECREATION
m
PAGE TWO ACCT # 001-4121
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PERFORMANCE OWECTIVES: PROGRAM ACTIVITIES:
1990-91 1988-89 1989-90
m Space Maintenance: Provide maintenance 1. No. of Acres: activities to City owned open space and areas of
additional maintenance responsibilities. Duties 38 1 408 408 include trash removal, clean up and weed abatement.
Miscellanearr Maintenance/Reuair and SWC ial
Request: These activities are difficult to measure
and include repair to park structures, play
equipnent and fencing. Installation of play equipnent, 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, redevetopnent requests and cmnity garden needs. The Total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance J activities.
SIGNIFICANT CHANGES:
Maintenance and Operation costs are down due to various reductions made in supplies, services and utilit
119
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
0 0 $ 136,890 $ 283,301 $ 302,081
0 111,100 213,603 266,410
0 30,250 155,500 0
0 0 0 278,240 f 652,404 $ 568,491
0 5 6.5 6.5
1990-91 1989- 90 1988-89 ACTUAL ACTUAL BUDGET
PERSONNEL S 0 S 59,356 S 81,685
MAINTENANCE OPERATION 0 32,402 91 ,290
CAPITAL OUTLAY 0 8,800 0
I
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GRAND TOTAL S 0 S 80,558 S 172,975
POSIT IONS 0 0 1.5
e
1991 -92
BUDGET
S 84,043
151,184
0
$ 235,227
1.5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
$ 130,973 S 210,420 S 276,279 289,819
89,509 76,546 91 ,820 82,086
1 I ,874 15,658 22,181 0
si 232,356 s 302,624 si 390,280 B 371,905
2 3 4 4
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL L 475,324 0 517,916 '5 622,382
MAINTENANCE OPERATION 403,430 430,718 483,037
CAPITAL OUTLAY 0 0 0
I
1
1 GRAND TOTAL L 878,754 0 948,634 0 1,105,419
POSIT I OMS 9 9 8
1991 -92
BUDGET
L 630,862
412,910
0
0 1,043,772
8
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92 ACTUAL ACTUAL BUDGET BUDGET
$ 120,529 $ 141,206 0 180,159 $ 178,304
64,888 93,846 76,988 71,550
3,115 0 4,000 0
0 188,532 t 235,052 0 261,947 $ 249,854
1 1 1 1
1988-89 1989- 90
ACTUAL ACTUAL
PERSONNEL S 16,561 $ 23,699
MAINTENANCE OPERATION 10,886 4,008
CAPITAL OUTLAY 0 0
1
B
1 GRAND TOTAL S 27,447 S 27,707
POSIT IONS 0 0
1990-91 1991-92
BUDGET BUDGET
$ 32,000 $ 32,618
9,406 8,014
0 0
$ 41,406 $ 40,632
0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSI T IONS
1991-92 1990-91 i9m-89 1989- 90
ACTUAL ACTUAL BUDGET BUDGET
f 0 f 0 0 0 $ 0
307 122 500 500
0 0 0 0
S 307 f 122 f 500 $ 500
0 0 0 0
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1
1991-92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 97,397 t 128,872 s 166,504 s 180,940
MAINTENANCE OPERATION 26,678 118,322 149,734 130,313
CAPITAL OUTLAY 3,075 2,547 8,833 0
GRAND TOTAL t 127,150 0 249,741 t 325,071 $ 311,253
POSIT IONS 2 2 2 2
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988- 89 1989- 90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
f 0 f 39,581 f 39,507 S 52,873
0 104,959 118,913 123,405
0 0 0 1,000
e 0 S 144,538 0 158,420 f 177,278
0 1 1 1
# r
U TIL! TIES AND MA IN TENA NCL
1988-89
ACTUAL
PERSONNEL S 2,241,849
MAINTENANCE OPERATION 5,886,405
I
1
I CAPITAL OUTLAY 94,142
GRAND TOTAL 0 8,222,396
POSIT IONS 64
1989-90 1990-91 1991-92
ACTUAL BUDGET BUDGET
$ 2,616,033 0 3,160,848 $ 3,447,972
6,593,783 6,895,687 7,655,502
174,861 959,414 341,800
s 9,384,677 $11,015,949 $11,445,274
66.2 69.2 73.2
I I\uuI\N-I. nui.iAiiid I 1v-x n LWI- FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT f 001-6010
MAINTENANCE OPERATION
CAPITAL OUTLAY
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 additiori, 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 Cmnity Television Foundation.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
1. Maintain timely processing of uork orders and Owretias: Plan, organize and direct public services programs. Develop procedures and policies special project requests.
for efficient operation of department. 2. Maintain efficient uork 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. Persomel Manaqemnt: Recomnend and process
personnel appointments, promotions and disciplinary 2. Track personnel evaluation to ensure timely actions. Provide on-going support to management completion. and miscellaneous enployees. 3. Establish standards and expectations for
4. Revieu all personnel issues uith Supervisor.
errployee performances.
Budset nanaqement: Coordinate the preparation of 1. Prepare departmental budgets.
all Departmental Budgets, to ensure that all 2. Monitor expenditures and maintain fiscal budgets comply uith City policies and procedures.
3. Process invoices, purchase requisitions and
4. Prepare and submit department payroll to
records.
requests for payment.
Finance uithin required time frame.
Contract Services: Supervise and coordinate 1. Process all RFP's, Notices to Proceed, and
contractually provided services. other docunents pertaining to contracts in a
timely manner.
2. Prepare and process contracts.
1. Process all training requests and registrations Training and Safety: Provide training in uork related areas, and motivate employees to enhance in a timely manner.
their job skills. 2. Distribute current safety information to employees.
3. Brief all management personnel of any changes
to safety rules and regulations.
(continued)
130
PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE
I
I PAGE TWO ACCT # 001-6010
I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Coordination with Other Departments and Aqencies: 1. Represent City and Department by atten
Coordinate activities with other City departments County and area meetings and conferences.
and divisions, end with outside agencies. 2. FacilitatecomrunicationbetweenDepartmenl
other City departments.
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ReWrts and Statistics: Prepare written and oral 1. Prepare staff reports.
reports. Prepare grant applications. 2. Present both written and oral reports to
Manager, City Council, Cmittees, Cmis!
and other agencies.
Prepare grant applications as appropriate
Cammity Services: Respond to all citizen 1. Receive, record and disseminate ci
inquiries expeditiously. i nqui ri es.
2. Maintain and facilitate comnunication Division managers to insure that all ci inquiries are being responded to within a turn-around period.
3.
1. Process leases, appraisals and corresporw Real Procertv Mmaq ement: Ensure that all leases, property acquisitions and sales activities are within one day of receipt.
handled appropriately. 2. Prepare agenda bills and resolution
3. Research and analyze all data pertinei
appropriate.
property management.
Graffiti Abatement: Ensure that all noted graffiti 1. Report all graffiti canplaints to appro6
within City jurisdiction, as well as the sea wall division and process any correspor
are maintained on a regular basis. pertaining to the reported graffiti.
Monitor Graffiti Abatement activities to E
removal within 24 - 48 hours.
Budqet Management: Coordinate the preparation of 1. Prepare departmental budgets. all Departmental Budgets, and to ensure that all budgets corrply with City policies and procedures. 2. Monitor expenditures and maintain 1
records.
3. Process invoices, purchase requisitior
requests for payment.
4. Prepare and sutmit department payro Finance within required time frame.
2.
n
Contract Services: Supervise and coordinate 1. Process all contracts, RFP's, Lette
contractually provided services. Acceptance, Notices To Proceed, and docwnts pertaining to contracts in a
manner.
2. Prepare refuse collection, recycling, gr
control, and all other contracts pertain
department.
Training and Safety: Provide training in work 1. Process all training requests and registr related areas, and motivate errployees to enhance in a timely manner. their job skills. 2. Distribute current safety informati. ecrployees.
3. Brief all management personnel of any c
to safety rules and regulations, an
monthly safety inspections.
SIGNIFICANT CHANGES:
None. 131
1988-89 1989-90
ACTUAL ACTUAL
PERSONNEL S 731,192 S 837,935
MAINTENANCE OPERATION 1,877,206 1,704,395
CAPITAL OUTLAY 19,317 147,667
GRAND TOTAL $ 2,621,715 $ 2,689,997
POSIT IONS 23 23
1991-92 1990 - 91
BUDGET BUDGET
3 990,758 S 1,075,194
1,865,484 1,877,780
153,506 1,200
S 3,009,748 3 2,954,174
25 25
PROGRAM: STREET MAINTENANCE FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE
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PAGE TWO ACCT t 001.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Traffic Safety Pavement Striping Proqrcn: To en- 1. Annually refresh striping on 225 pass r
sure proper delineation and direction for safe llprimell roaduays, 166 pass mites llm passage on City streets. The Street Maintenance roaduays, 128 pass mi Les llsecondaryll roadr Division maintains and refreshes all line strips, 53 pass miles llresidentiallt roaduays. crossualks, pavement messages, colored curb and
City facilities parking areas. Respond to Traffic Engineering work orders and special requests from 3. Annually refresh 6,010 pavement markings. various City departments.
2. Annually refresh 189 crossualks.
4. AnnualLy refresh 17,675 linear feet ou1
5. Refresh City facilities parking areas,
6.
35,349 linear feet of colored curbs.
needed.
Respond in a timely manner to uork orders
Traffic Engineering and special requests
various City departments.
Miscellaneous Maintenance and Recair Prograa: 1. Emergency response, citizens1 complaints, s
Monitor un-scheduled uork activities that the patrol, safety and training and special eve
Street Division performs annually; this program
accounts for 6,600 staff hours.
Major Rehabilitation Contract Prograa: Direct and Contract: Annual Goals:
oversee the (7) maintenance and rehabilitation
contracts Listed. 1. Street Sueeping Sueep 8,430 curb mile 2. Chip Seat Chip 20 lane miles 3. AC Overlay Resurface 10 Lane mil 4. Curb, Gutter & 4,578 [in. ft. curbs; Sideualk Replace 8,340 sq. ft. sideual 5. Graffiti Coating Coat & maintain 6. Buena Vista Channel Annually Clean the B Maintenance Vista Drainage Channe
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are doun due to deferring some asphalt repair applications.
133
1991 -92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL o 321,486 s 421,073 o 564.270 s 592,485
MAINTENANCE OPERATION 269,969 483,690 888,303 576,440
CAPITAL OUTLAY 11,327 8,346 50 ~ 500 5,700
GRAND TOTAL f 602,782 S 913,109 f 1,503,073 S 1,174,625
POSIT IONS 10 10 15 15
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1990-91 1991 -92 1988-89 1989- 90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 18,828 4 3,240 0 9,351 S 17,524
MAINTENANCE OPERATION 179,723 218,035 310,553 305,657
CAPITAL OUTLAY 7,169 6,387 5,150 0
GRAND TOTAL S 205,720 0 227,662 0 325,054 S 323,181
POSIT IONS 1 0.3 0.3 0.3
L
1988-89 1989-90
ACTUAL ACTUAL
PERSONNEL $ 0 s 0
MAINTENANCE OPERATION 0 1,500
CAPITAL OUTLAY 0 0
GRAND TOTAL s 0 0 1,500
POSl T I ONS 0 0
1991 -92 1990-91
BUDGET BUDGET
f 0 $ 0
0 300,000
0 0
S 0 0 300,000
0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSIT IONS
1991-92 1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
B 125,900 S 128,847 S 144,929 S 170,696
403,202 386,319 622,679 61 6,603
55,506 7,355 0 0
S 584,608 0 522,521 S 767,608 S 787,299
3 3 3 3
1990-91 1988-89 1989- 90
ACTUAL ACTUAL BUDGET
PERSONNEL % 285,527 % 335,505 % 416,342
MAINTENANCE OPERATION 1,038,578 1,504,191 1,006,154
CAPITAL OUTLAY 0 0 5,000
GRAND TOTAL S 1,324,105 0 1,839,696 S 1,427,496
POSIT IONS 7.5 8.4 8.4
1991 -92
BUDGET
S 419,564
1,881,132
109,500
% 2,410,196
8.4
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1
I
I GRAND TOTAL
POSIT IONS
1990-91 1991 -92 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
S 301,459 S 330,502 S 406,255 $ 453,892
895,819 1,089,024 1,174,712 1,099,870
0 0 119,500 26,300
S 1,197,278 S 1,419,526 S 1,700,467 S 1,580,062
8.5 9.5 9.5 9.5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POS I T IONS
1991-92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
0 0 S 0 S 3,000 S 0
0 0 98,000 31,000
0 0 0 0
0 0 f 0 S 101,000 S 31,000
0 0 0 0
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1991 -92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PER SON N E L S 248,224 S 267,758 S 330,114 $ 391,338
MAINTENANCE OPERATION 669,391 796,261 831,114 882,249
CAPITAL OUTLAY 0 0 2,091 35,000
GRAND TOTAL S 917,615 S 1,064,019 S 1,163,319 0 1,308,587
POS I T IONS 7 7 7 7
1988-89 1989-90
ACTUAL ACTUAL
PERSONNEL f 0 0 0
MAINTENANCE OPERATION 504,002 361,215
CAPITAL OUTLAY 0 0
GRAND TOTAL S 504,002 S 361,215
POSIT IONS 0 0
1990-91 1991 -92
BUDGET BUDGET
s 0 0 0
40,000 26,487
618,110 164,100
S 658,110 S 190,587
0 0
HOUSING AND REDEVELOPMEA
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSIT IONS
1991 -92 1990-91 1988-89 1 989- 90
ACTUAL ACTUAL BUDGET BUDGET
$ 270,209 0 374,925 S 506,498 S 538,499
1 ,933,763 2,060,125 2,498,707 2,393,298
601,837 150,299 27,691 2,m
S 2,805,809 S 2,585,349 S 3,032,896 S 2,934,572
8 10 10 10
1988-89 1989- 90 4990-91
ACTUAL ACTUAL BUDGET
PERSONNEL S 2,269 0 0 $ 0
MAINTENANCE OPERATIOM 5,073 4,614 7,789
CAPITAL OUTLAY 0 590 3,011
GRAND TOTAL 0 7,342 S 5,204 0 10,800
POSIT IONS 0 0 0
1991-92
BUDGET
S 26,629
6,100
0
S 32,729
-5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
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1991 -92 1990-91 1988-89 1 989- 90
ACTUAL ACTUAL BUDGET BUDGET
0 113,670 0 131,623 S 165,857 S 179,180
1,241,404 1 ,363,785 1,700,109 1,574,406
0 7,8i 2 0 0
f 1,355,074 L 1,503,220 S 1,865,966 0 1,753,586
4 3.5 4 4
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSIT IONS
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1991 -92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
$ 0 '5 0 '5 0 S 0
114,403 138,030 118,340 208,808
0 0 0 0
S 114,403 '5 138,030 '5 118,340 S 208,808
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
19B-89 1989- 90 1990-91 1991 -92 ACTUAL ACTUAL BUDGET BUDGET
s 0 s 0 $ 0 B 0
0 16,439 103,700 94 e 820
0 0 2,000 0
$ 0 $ 16,439 S 105,700 B 94,820
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSIT IONS
1990-91 1991 -92 1989- 90 1988-89
ACTUAL ACTUAL BUDGET BUDGET
S 6,358 S 0 S 52,139 S 57,575
17,120 22,285 9,493 26,731
0 1,350 0 0
S 23,478 S 23,635 S 61,632 S 84,306
1 0 1 .5
PROGRAM: REDEVELOPMENT FUND: REDEVELOPMENT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 890-3410
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To redefine and develop innovative programs that promote and increase economic developnent, affordable housing,
and the revitalization of the current, and any proposed, redevelopnent areas.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Redevelocment Master Plan: Coordinate and prepare 1. Review and develop scope of uork.
the Village Area Redevetopnent Project Area Master
Plan study. 2.
3. Retain consultants.
4.
5.
Prepare and distribute consultant RFP's.
Develop plan of uork and proceed.
Complete process and adopt Master Plan.
Redeveloprrnt Proiect Area Survey: Establish neu 1. Review and develop scope of work.
Redevelopnent Project Area. 2*
3. Retain consultant.
4.
Prepare and distribute consultant RFP's.
Develop plan of uork and proceed.
Affordable Housing Proqrasr Implement Program to 1. Housing Task Force:
a) Coordinate the timely execution of meet SANDAG Affordable Housing Goal. Develop
coinnittee duties. program to achieve City of CarI.sbad SANDAC Fairshare Affordable Housing requirement consistent uith Housing Element of General Plan. 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 Lou income housing units. b) Implement recruitment program. c) Negotiate and execute development agreements for 200 affordable units.
Dountoun Redwelocment Project Area: Encourage 1. Review vacant, under-productive and non- economic enhancement of Project Area. conforming land uses within project areas.
2. Produce brochure with this information and distribute.
3. Meet uith interested parties and obtain cmitments from 5-10% to do a project that will increase tax increment revenue.
4. Parking Assessment District:
a) Retain consultant. b) Study needs.
c) d) Review and adopt plan. Prepare plan to provide parking.
SIGNIFICANT CHANGES:
One half of Senior Management Analyst has been transferred out of this program into Historic Preservation.
148
PER SON N E L
MAINTENANCE OPERATION
CAPITAL WTLAY
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I GRAND TOTAL
POS 1 TI ONS
1991 -92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
s 0 s 0 s 0 $ 73,700
0 0 0 23,400
0 0 0 0
S 0 S 0 s 0 S 97,100
0 0 0 1
150
PER SON NE L
MAINTEMANCE OPERATION
CAPITAL OUTLAY
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POSIT IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 1,492,248 S 1,607,527 S 1,996,398 S 1,842,951
4,696,764 5,565,813 5,428,050 5,235,244
330,100 146,368 262,891 158,750
S 6,335,380 S 7,436,231 S 7,583,198 S 7,408,295
28 31 35 35
I 988- a9 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL S 241,666 B 245,385 S 394,942
MAINTENANCE OPERATION 4,431,334 5,346,014 5,169,350
CAPITAL OUTLAY 60,639 37,117 40,000
GRAND TOTAL s 4,~33,639 s 5,628,516 s 5,604,292
POSIT IONS 5.0 6.6 6.6
1991 -92
BUDGET
B 442,545
3,796,992
13,500
s 4,253,037
6.6
PERSONNEL
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MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1991-92 1988-89 1989-90 1990 - 91
ACTUAL ACTUAL BUDGET BUDGET
s 782,727 s 827,684 s 1,003,978 s 1,400,406
245,866 212,106 251,200 1,438,252
79,812 181,157 110,750 316,600
$ 1,108,407 s 1,220,947 s 1,365,978 s 3,155,258
16 16 19 28.4
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989- 90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
s 467,853 s 534,458 s 597,478 s -0-
19,564 7,693 7,500 -0-
5,917 44,617 8,000 -0-
s 493,334 s 586,768 s 612,978 $ -0-
7.0 8.4 9.4 -0-
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CAPITAL IMPROVEMENT
PROGRAM
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1991-92 Capital Improvement Program
Introduction I The Capital Improvement Program for 1991-92 totals $50.1 million, which is nea identical to the 1990-91 adopted budget of $51.5 million. This represents a decrease
$.4 million or 1.6%. Projected revenues for the 91-92 program total $46.3 million.and i
up by $3.2 million or 7.4% over the 1990-91 budget. Although total revenues for 1991-
are up, weak economic conditions nationally and locally as well as dramatically declini
construction levels have resulted in reduced development related revenues. Revem
collected as the result of new residential and commerciaVindustrial development occur i
down by $5.9 million or 92.2%. This has resulted in modifications to the scheduling
projects. This report and the accompanying CIP documents reflect the actions taken
address the issue of funding availability weighed against the demand for facilities, i
growth.
As the City continues to monitor growth in conjunction with revenues, it has beco
apparent that there is a correlation between the amount of funds that can be spent
projects, and the amount of growth. If development subsides, so too do revenues, wh
in turn impacts expenditures schedules. Most expenditure schedules were established us
the Growth Management standards as guidelines. Interwoven into this formula are fi:
constraints which are becoming more important. This year, lack of available funds
forced some projects to be recommended for phasing, and reflects a change in phi lo so^
Previously, the City chose to build facilities to meet maximum population expectatic
Now, the philosophy is shifting to one where phasing of projects will more closely ms
the incremental growth demands. Further, in cases where facility availability fails to rr
growth management standards, developers may be required to finance design
construction costs. As growth revenues decline, the expenditures too must be altc
accordingly. The Growth Management system used by the City needs to be viewed v
flexibility, as well as in concurrence with other external issues, including the gen I economy.
Several other steps were taken in formulating the 1991-92 CIP. First, cost estimates
all projects were reviewed by the Engineering Department resulting in sigdicantly hi8
budget figures for park projects. The new cost estimate for park development is $135,
per acre, up from $115,000 per acre. Second, in August, 1991, the Planning Codsr
reviewed all projects new to the 1991-92 CIP for General Plan consistency. All proj
were found to comply with the General Plan. Third, the 1991-92 CIP now included
Community Facilities District projects and revenues. Although the projects themselves
not new, the finding sources have been modified to reflect the use of the CFD. The
projects which will utilize CFD funds are the Library and the 1-5 Interchanges. Fot
Traffic Impact Fee projects have been revised to reflect the projects identified in the S'
presented to Council in October, 1991. Fifth, Sewer projects have also been revise reflect the projects contained in the recently adopted Sewer Master Plan. The
accurately shows Carlsbad's share of the Encina Wastewater Facility's capital pro5
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
CP 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
commercialhdustrial 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 Engheering 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
'73F' p \4FACr
5245 4%
-:.VER
IjQ5 2%
349 7 2% 371 5 13%
-'kc?
r:J 2 P% SAAJI R i \C'LlTY FEE F-CL C FNdI[I'f FEE
PARK N CIEIJ CAPITAL SLRCblARGE
135 1 6% $'€le. 3% r;lANS NET
$41 7%
CVPJr Y CAC L 3IS'R
3265 7 33%
Total Ilwonuoa I t56O Mllllnn
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 uskg 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 gfowth
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
1 90-91 Total 91 -92 Total
No. Units NO UnctS Orfl 90-91 Total Sq Ft.
Year Resid Resid lo 91 -92 Comrnllnd
91 -92 899 526 (373) 1 m.000
92-93 1488 1.308 (IN) i.m.aoo
93-94 1400 1.356 (52) 1,~OoO
94 - 95 1371 1,350 (21) 1 o0O,ooo
95-96 NIA 1,248 i ,m,aoo
Years 5 - 10 1,376 1,246 (130) 1,ooo.oaJ
Yean - 2001 + 995 1.m 93 1 ,o0O.ooo
B
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Vndnbl* pro).cIlono not made
for thln Urn. wad. a
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was assigned eight trips per day, and a detached unit ten trips per day, based on data I
in developing the TIF. Each residential trip was valued at $77.00. The trips-per-day v;
for commerciUindustrial was averaged at 17 trips per 1,000 square feet of developm
The volume of trips generated by commerciUindustrial development can vary wic
depending on the ultimate land use. The value of each commerciaVindustrial trip
established at $63.00.
Sewer fees were calculated by assessing each residential unit (EDU) $1,675. Commei
was assessed $1,675 for each 1,800 square feet of development and industrial was asse:
$1,675 for each 3,400 square feet based on the City's procedure for calculating EDU':
Park in Lieu revenue projections have increased by 45% throughout the life of the
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
been incorporated into the CIP. The implementation of the CFD has reduced the t
amount of PFF, and TIF, and BTD revenues projected, as projects which were previo
funded from these sources will now be funded through the CFD. Revenues for the I
and TIF have been reduced accordingly, and the fund balance for the BTD has I-
transferred to the CFD.
4 non-residen tial uses.
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ExDenditures
The 1991-92 to buildout CIP outlines a total of 185 projects at a total cost of $414.7
don. The pie chart below indicates that the largest segment of expenditures are witkin
the Parks category at $94.2 don or 23%. Included are park projects within all
quadrants of Carlsbad as well as Vetem's Memorid Park. Other major park projects include the Golf Course, Larwin Park, Nta Mka Park, Alga Norte Park, and a comuniry
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 Pdomar 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 I%. Specific timing and cost estimates for projects are identified
in the table immediately following.
CAPITAL IMPROVEMENT PROGRAM
PROJECT ALLOCATION 1991-92 TO BUILDOUT
DARKS
5952 23% 'RAFFIC SIGNALS
$33 1%
SEWER 858 4 14%
1-5 IhTEaCHANGES
WATER \T--/ $83 7 20% SiSEET DqOdECTS
$78 9 19%
Total CIP to Buildout I $414.7 YlllloO
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 occuned, 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 dtered 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
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t Southeast Ouadrant Parks
Alga Norte Park - Construction for this park is now scheduled for the 1996-2(
time period. In the 1990-91 CIP, Alga Norte park was scheduled for pha
construction in 1991-92, and in 1992-93. Under of provisions of the existing p:
agreement, and to comply with the growth management standards, this park ne
to be completed in 1993-94. Staff is presently working with the develope]
accomplish the more imminent deadline.
Canillo Ranch Park - The scheduling for this park has not been altered from f
shown in the 1990-91 CIP. Construction is shown in 1994-95. Camllo Ra
however, faces the same development related issues that are encountered with k
Norte Park. Access to the area will not be established until development occ
and it is now estimated that this will occur until sometime later rhan 1994-9;
may be necessary to defer this park in the future should these issues continuc
a
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Southwest Quadrant Parks
Alta Mira Park - The construction of Alta Mira park has now been phased into
segments. The prior year CIP showed the construction of all 42 acres in 1992-
Due to funding constraints, construction will be phased, providing $4.0 millioi
funds in 1992-93 and $3.0 million in 1995-96. Initial design for this park wil
completed by May, 1992 which will result in more accurate cost estimates for e
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 lette
credit and can be used to construct the first phase, 15 acres, of Zone 19 Park.
CIP shows construction of Zone 19 Park for 1992-93, which is one year earlier I
was shown in the 1990-91 CIP. Lack of development in the area, and access to
park site are still issues which need to be addressed before embarking on
project.
Streets
Palomar Airport Road Railroad Bndne - This project also includes the intersec
realignment of Palomar Airport Road and Carlsbad Boulevard. Instead of fun1
the entire project cost of $4.0 million in 1995-96, $1.0 million will be funde
that year, with the remaining $3.0 million occurring in the 1996-2001 time pel
The City can expect to undertake the project in 1996-97.
Poinsettia Lane Railroad Bridne Widening - This project was scheduled in 1991
at $2.0 million, and was pushed back into the 1996-2001 time period.
161
1991-92 Proiects 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 don. 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 sigmficant 199'1-92 CIP
projects by category.
CAPITAL IMPROVEMENT PROGRAM
1991-92 PROJECTS BY MAJOR CATEGORY
c VIC
1-5 INTERCHANGES
$34 7%
STREET PROJECTS
$62 12% 'WATER
sga 20%
Told 91-92 CIP I $50.1 Mllllnn
Civic Proiects
The significant projects scheduled for 1991 -92 appropriation include the expenditure
of CFD funds toward the! South Carlsbad Library at $1 1.2 million. Design funds of
$136,000 for the Cole Library Remodel are also budgeted in 1991-92.
Park Proiects
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 Come 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
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Sewer Proiects
The CIP reflects Carlsbad's share of funding the Encina Budget. tncludec $844,000 in funds to repay the debt for the Phase Iv Expansion, and $488,000
the Solids Management Program. An additional $475,000 is scheduled in the 15
92 budget for the Home Plant Lift Station project. s Water Projects
The largest 1991-92 Water District project is budgeted at $3.5 million for a pipe
along Palomar Airport Road, from El Camin0 Real to Rancho Santa Fe Road. TI
are also eleven. Water District projects that are identified for funding through a s
loan program center around the use of reclaimed water. To date there is mechanism in place to repay the loan. This is the second year that Water Dist
projects have been included in the CIP. The projects and the accounting used
them now fully conforms to the City's method for representing capital projects
Traffic Simals
There are no traffic signals requiring appropriation in 1991-92. # Street Proiec ts
A total of $5.8 don in new appropriations is scheduled for street projects. c
largest expense is for the widening of Palomar Airport Road from El Camino R
to Business Park Dnve at $2.3 million. Funds are coming from Transnet/Loca
segment of the Proposition A Sales Tax program. The intersection improvemen
El Camino Real and Palomar Airport Road is also scheduled for 91-92 at $
million to be funded by TIF and Transnet/Local. The remaining significant expel
is an appropriation of $730,000 to the Streetscape Phase V with bond fund inteI
earnings offsetting projecr costs. I 1-5 Interchannes
The I-S/Palomar Airport Road Overpass is budgeted for $2.2 million during 19'
92. This will begin the projecr which has the remaining $10.8 million needed
complete the Interchange in 1992-93 from the CFD. A loan from Transnet v
allow the City the accelerate the project timing. CFD funds will be used to reg 1 the loan.
163 a
Outstandinz 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 TIF.
Water District Fund Balances - The Capital Surcharge fund which is used to
replaced existing out-of-date or worn infrasmeture, shows a negative
balance beginning in 1992-93, and continuing though the 2001+ the
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 phiiosophy 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
defenals of some projects in the CIP schedule.
2.
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CAPITAL IMPROVEMENT PROGRAM
CASH FLOU
1992 TO BUILDOUT
YEAR 1 1991-92
BEGINNING
FUND BAL 7/1/91 REVENUE EXPENDITURES END I NG ........................................................................
GCC 502,084 56,200 445,884
PFF 2,661,618 1,821,974 3,560,000 923,592
ZONE 5 PARK FEE 1,534,200 200,000 1,734,200
PIL AREA 1 NU 1,431,805 118,312 1,550,117
PIL AREA 2 NE 392,736 141,460 534,196
PIL AREA 3 SU 5 16,960 91,820 608,780
PIL AREA 4 SE 386,374 102,880 489,254
TIF 1,424,223 757,699 1,710,000 471,922
PLD - 3 26,968 26,968
PLD - 7 16,072 16,072
PLD - 9 349,096 349,096
SEWER CONST 6,832,314 1,190,410 1,494,365 6,528,359
TRANSNET/BIKE 400,000 250,000 150,000
TRANSNET/HIGHUAY (2,069,001) 1,875,000 2,000,000 (2,194,001)
TRANSNET/LOCAL 647,082 3,015,000 3,315,000 347,082
SDG&E
PLD - OTHER 543 ~ 887 543,887
GAS TAX 1,745,587 I, 745,587
383,601 14,000,000 14,000,000 383,601
SD COUNTY 210,383 320,000 530,383
GOLF BONDS
PUBLIC ART 41,038 562 41,600
ASSESSMENT DISTRICTS 422,767 422,767
LETTER OF CREDIT - 219 187,500 187,500
LTR CREDIT FOOTE 170,000 170,000
LTR CREDIT BCED
AVIARA LOAN 913,000 913,000
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND 647,082 100,000 730,100 16,982
STATE GRANTS (556,408) 520,000 503,416 (539,824)
CDBG (550,200) (550,200)
SENIOR GRANT/TRUST 3,028 3,028
CMMTY FACILITY DISTR 5,053,144 6,346,856 11,400,000
UATER DISTRICT FUNDS
-STATE LOAN 5,000,000 5,000,000
-MAJOR FACILITY FEE 9,054,795 1,942,568 2,535,000 8,462,363
-CAPITAL SURCHARGE 2,909,859 2,157,693 2,277,500 2,790,052 .................... ----------- -_-__-_---- ----------- -----------
TOTAL 34,558,066 41,375,762 50,105,109 25,828,719 ........................................................................ ........................................................................
179
CAPITAL IMPROVEMENT PROGRAM
CASH FLW
1992 TO BUILDOUT
YEAR 2 1992-93
BEGINNING
FUND BAL 7/1/92 REVENUE EXPENDITURES END I NG -------------_----_-~..-~~-----------------------------------------------
GCC 445,884 445,884
PFF 923,592 3,502,492 4,575, ooo ( 148,916)
ZONE 5 PARK FEE 1,734,200 200,000 1,934,200
PIL AREA 1 NU 1,550,117 356,222 1,906,339
PIL AREA 2 NE 534,196 372,940 907,136
PIL AREA 3 SU 608,780 328,444 937,225
PIL AREA 4 SE 489,254 102,880 592,134
TI F 471,922 1,100,678 640,000 932,600
PLD - 3 26,968 26,968
PLD - 7 16,072 16,072
PLD - 9 349,096 349,096
TRANSNET/BIKE 150,000 150,000
TRANSNET/HIGHWAY (2,194,001 ) a50,ooo (1,344,001)
SDGgE 395,000 395,000
GAS TAX 1 ,745, 587 1,745,587
PLD - OTHER 543,887 543,887
SEVER CONST 6,528,359 2,498,585 1,869,256 7,157,688
TRANSNET/LOCAL 347,082 436,000 300,000 483,082
SD COUNTY 530,383 157,500 687,883
GOLF BONDS 383,601 383,601
PUBLIC ART 41,600 41,600
ASSESSMENT DISTRICTS 422,767 422,767
LETTER OF CREDIT - 219 1,687,500 1,687,500
LTR CREDIT FOOTE
LTR CREDIT KED 2,241,265 2,241,265
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BONO 16,982 16,982
STATE GRANTS (539,824) (539,824 )
CDBG (550,200) (550,200)
CMMTY FACILITY DISTR 20,335,000 20,335,000
UATER DISTRICT FUNDS
-MAJOR FACILITY FEE 8,462,363 2,102,238 9,253,594 1,311,007
-CAPITAL SURCHARGE 2,790,052 1,076,434 10,262,750 (6,396,264) .................... ----------- __---_-_-__ --------_-_ ___________
TOTAL 25,828,719 37,743,178 49,318,100 14,253,798 ........................................................................ ........................................................................
180
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D
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO BUILDOUT
YEAR 3 1993-94
BEG INN I NG
FUND BAL 7/1/93 REVENUE EXPENDITURES END I NG ........................................................................
GCC 445,884 445,884
PFF (148,916) 3,605,644 3,520,000 (63,272)
ZONE 5 PARK FEE 1,934,200 200,000 2,134,200
PIL AREA 1 NU 1,906,339 356,222 2,262,561
PIL AREA 2 NE 907,136 334,360 1,241,496
PIL AREA 3 SU 937,225 331,325 1,268,550
PIL AREA 4 SE 592,134 102,880 695 ~ 014
TIF 932,600 1,121,731 2,090,000 (35,669)
PLD - OTHER 543,887 543,887
PLD - 3 26,968 26,968
PLD - 7 16,072 16,072
PLD - 9 349,096 349,096
SEWER CONST 7,157,688 2,444,985 1,740,515 7,862,158
TRANSNET/BIKE 150,000 150,000
TRANSNET/HIGHUAY (1,344,001) 1,045,000 (299,001 )
TRANSNET/LOCAL 483,082 349,000 300,000 532,082
SDGgE 550,000 550,000
GAS TAX 1,745,587 1,745,587
SD COUNTY 687,883 165,375 853,258
GOLF BONDS 383,601 383,601
PUBLIC ART 41,600 41,600
ASSESSMENT DISTRICTS 422,767 422,767
n
LETTER OF CREDIT - 2
LTR CREDIT FOOTE
LTR CREDIT BCED 2,241,265 2,241,265
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND 16,982 16,982
STATE GRANTS (539,824) (539,824)
CDBG (550,200) (550,200)
CMMTY FACILITY DISTR 22,763,000 22,763,000
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE 1,311,007 2,116,091 3,219,705 207,393
-CAPITAL SURCHARGE (6,396,264) 1,171,048 2,882,670 (8,107,886) .................... ------_---- ----_--__-- _____------ _----------
TOTAL 14,253,798 36,656,661 37,065,890 i3,~+,569 ........................................................................ ........................................................................
181
CAPITAL IMPROVEMENT PROGRAM
CASH FLW
1992 TO BUILDWT
YEAR 4 1994-95
BEG1 NN I NG
FUND BAL 7/1/94 REVENUE EXPENDITURES END I NG
-p-------___"_-_-_--____m___p___________--------------------------------
GCC 445,884 445,884
PFF (63,2n) 4,132,750 3,080,ooo 989,478
ZONE 5 PARK FEE 2,134,200 200,000 2,334,200
PIL AREA 1 NU 2,262,561 297,066 2,559,627
PIL AREA 2 NE 1,241,496 334,360 1, 575,856
PIL AREA 3 SU 1,268,550 357,045 1,625,595
PIL AREA 4 SE 695,014 102,880 797, a94
TI F (35,669) 1,119,099 340,000 743,430
PLD - OTHER 543,887 543,887
PLD - 3 26,968 26,968
PLD - 7 16,072 16,072
PLD - 9 349,096 349,096
TRANSNET/BIKE 150,000 150,000
TRANSNET/HIGHUAY (299,001) 1,135,000 835,999
SDGgE
GAS TAX 1,745,587 1,745,587
SD COUNTY 853,258 173.650 1 ,026,908
GOLF BONDS 383,601 383,601
PUBLIC ART 41,600 41,600
ASSESSMENT DISTRICTS 422,767 422,767
SEUER CONST 7,~2,15a 2,434,935 5,192,800 5,104,293
TRANSNET/LOCAL 532,082 378.000 4,600,ooo (3,689,918)
LETTER OF CREDIT - 219
LTR CREDIT FOOTE
LTR CREDIT BCED 2,241,265 2,241,265
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND 16,982 16,982
STATE GRANTS (539,824) ( 539,824)
CDBG (550,200) (550,200)
CMMTY FACILITY DISTR 3,950,000 3,950,000
UATER DISTRICT FUNDS
-MAJOR FACILITY FEE 207,393 2,093,963 7,396,501 (5,095,145)
-CAPITAL SURCHARGE (8,107,886) 1,272,557 534,375 (7,369,704) .................... ----------- ----------- ---------__ ---_____--_
TOTAL 13,844,569 17,981,305 25,093,676 6,732,198 ........................................................................ ........................................................................
182
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8
I
8
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1
CAPITAL IMPROVEMENT PROGRAM
CASH FLW
1992 TO BUILDOUT
YEAR 5 1995-96
BEGINNING
FUND BAL 7/1/95 REVENUE EXPENDITURES END I NG ---------_"-_-___--_----------------.-----------------------------------
GCC 445,886 445,884
PFF 989,478 3,373,552 4,235,000 128,030
ZONE 5 PARK FEE 2,334,200 200,000 2,534,200
PIL AREA 1 NU 2,559,627 191,614 2,3ao,ooo 371,241
PIL AREA 2 NE 1,575,856 334,360 1,910,216
PIL AREA 4 SE 797,894 102,880 900,774
TIF 743,430 1,074,363 340,000 1,477,793
.PLD - 3 26,968 26,968
PLD - 7 16,072 16,072
PLD - 9 349,096 349,096
TRANSNET/BIKE 150,000 150,000
TRANSNET/HIGHUAY 835,999 1,230,000 3,450,000 (1,384,001)
PIL AREA 3 SU 1,625,595 357,045 1,982,640
PLD - OTHER 543, a87 543 * a87
SEVER CONST 5,104,293 2,264,085 3,509,200 3,859,178
TRANSNET/LOCAL (3,689,918) 410,ooo 2,495,000 (5,774,918)
GAS TAX 1,745,587 i ,745,587
GOLF BONDS 383,601 383,601
SDGgE
SD COUNTY 1,026,908 182,350 1,209,258
PUBLIC ART 41,600 41,600
ASSESSMENT DISTRICTS 422,767 422,767
LETTER OF CREDIT - 219
LTR CREDIT FOOTE
LTR CREDIT BCED 2,241,265 2,241,265
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT 656,250 656,250
TAX INCREMENT BOND 16,982 16,982
STATE GRANTS (539,824) (539,824)
CDBG (550,200) (550,200 )
CMMTY FACILITY DISTR 7,000,000 7,000,000
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE (5,095,145) z,i6i,a70 (2,933,275 )
-CAPITAL SURCHARGE (7,369,704) 1,092,335 (6,277,369) __------____________ --_-------- -__________ ---________ -__________
TOTAL 6,732,198 20,630,704 24,065,450 3,297,452 ........................................................................ ........................................................................
183
CAPITAL IMPROVEMENT PROGRAM
CASH FLOU
1992 TO BUILDWT
YEAR 6-10 1996-2001
BEGINNING
FUND BAL 7/1/96 REVENUE EXPENDITURES END I NG
_______9______________________________DD--------------------------------
GCC 445,884 445,884
PFF 128,030 16,719,479 15,135,250 1,712,259
ZONE 5 PARK FEE 2,534,200 1,000,000 2,000,000 1,534,200
PIL AREA 1 NU 371 ~ 241 958,070 1,329,311
PIL AREA 2 NE 1,910,216 1,661,512 3,571,728
PIL AREA 3 SU 1,982,640 1,656,625 1,278,500 2,360,765
PIL AREA 4 SE 900,774 564,554 1,465,328
TIF 1,477,793 5,341,551 7,107,000 (287,656)
PLD - OTHER 543,887 543,887
PLD - 3 26,968 26,968
PLD - 7 16,072 16,072
PLD - 9 349,096 349,096
SEWER CONST 3,859,178 11,307,025 7,681,800 7,484,403
TRANSNET/BIKE 150,000 150,000
TRANSNET/HICHUAY (1,384,001 1 4,350, OOG 2,965,999
TRANSNET/LOCAL (5,774,918) 1,450,000 1,500,000 (5,824.$38)
SDGgE
GAS TAX 1,745,587 1 ,745,587
SD CWNTY 1,209,258 1,058,000 1,950,000 317,258
GOLF BONDS 383,60 1 383,601
PUBLIC ART 41,600 41,600
ASSESSMENT DISTRICTS 422,767 422,767
LETTER OF CREDIT - 219
LTR CREDIT FOOTE
LTR CREDIT BCED 2,241,265 2,241,265
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND 16,982 16,982
STATE GRANTS (539,824) (539,824)
CDBG (550,200) (550,200)
CMMTY FACILITY DISTR 30,300,000 30,300,000
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE (2,933,275) 10,802,071 22,621,052 (14,752,256)
-CAPITAL SURCHARGE (6,277,369) 6,783,068 8,777,200 (8,271,501) -----------__-__--__ --__------- _________-- ----_______ ---------__
TOTAL 3,297,452 93,951,955 100,592,067 (3,342,660) ........................................................................ ........................................................................
184
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CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO BUILDOUT
2001 +
BEGINNING
FUND BAL 7/1/2001 REVENUE EXPENDITURES ENDING ........................................................................
GCC 445,884 445,884
ZONE 5 PARK FEE 1,534,200 3,170,815 4,705,015 0
PFF 1,712,259 38,478,327 32,748,015 7,442,571
PIL AREA 1 NU 1,329,311 2,318,658 3,647,969
PIL AREA 2 NE 3,571,728 3,070,968 6,642,696
PIL AREA 4 SE 1,465,328 1,305,290 2,770,618
TIF (287,656) 13,970,393 9,290,000 4,392,737
PLD - 3 26,968 26,968
PCD - 7 16,072 16,072
PLD - 9 349,096 349,096
SEWER CONST 7,484,403 26,435,530 37,420,120 (3,500,187)
TRANSNET/HIGHUAY 2,965,999 18,060,000 21,025,999
TRANSNET/LOCAL (5,824,918) 6,020,000 3,000,000 (2,804,918)
SDG&E
GAS TAX 1,745,587 1,745,587
SD COUNTY 317,258 613,125 930,383
GOLF BONDS 383,601 383,601
PUBLIC ART 41,600 61,600
ASSESSMENT DISTRICTS 422,767 422,767
LETTER OF CREDIT - 219
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND 16,982 16,982
CDBG (550,200) (550,200)
CMMTY FACILITY DISTR 14,500,000 14,500,000
WATER DISTRICT FUNDS
PIL AREA 3 SU 2,360,765 2,425,211 4,785,976 (0)
PLD - OTHER 543,887 543,887
TRANSNET/BIKE 150,000 150,000
STATE GRANTS (539,824) (539,8241
-MAJOR FACILITY FEE (14,752,256) 28,462,717 8,273,438 5,437,023
-CAPITAL SURCHARGE (8,271,501) 21,526,656 675,000 12,580,155
TOTAL (3,342,660) 180,357,690 128,458,847 48,556,183
___------"-------___ -------_--_ ---------__ -__-------- -----------
........................................................................
185
CAPITAL IMPROVEMENT PROGRAM
CASH FLOU
1992 TO BUILDWT
GRAND TOTALS ALL YEARS
TOTAL TOTAL
FUND BEGINNING BAL REVENUE EXPENDITURES EN0 I NG _________-________-_____________________------~--------~----------------
GCC 502,084 56,200 445,884
ZONE 5 PARK FEE 1,534,200 5,170,815 6,705,015 0
PFF 2,661,618 71,634,218 66,853,265 7,442,571
PIL AREA 1 NU 1,431,805 4,596,164 6,027,969
PIL AREA 2 NE 392,736 6,249,960 6,642,696
PIL AREA 4 SE 386,374 2,384,244 2,770,618
TIF 1,424,223 24,485,514 21,517,000 4,392,737
PLD - 3 26,968 26,968
PLD - 7 16,072 16,072
PLD - 9 349,096 349,096
SEWER CONST 6,832,314 48,575,555 58,908,056 (3,500,187)
TRANSNET/BIKE 400,000 250,000 150,000
TRANSNET/HIGHUAY (2,069,001) 28,545,000 5,450,000 21,025,999
TRANSNET/LOCAL 647,082 12,058,000 15,510,000 (2,804,918)
SDGLE 945,000 945,000
GAS TAX 1,745,587 1,745,587
SD COUNTY 210,383 2,670,000 1,950,000 930,383
GOLF BONDS 14,000,000 14,000,000
PUBLIC ART 41,038 562 41,600
ASSESSMENT DISTRICTS 422,767 422,767
LETTER OF CREDIT - 219 1,875,000 1,875,000
LTR CREDIT FOOTE 170,000 170,000
LTR CREDIT BCED 2,241,265 2,241,265
AVIARA LOAN 913,000 913,000
FEDERAL GRANTS
REDEVELOPMENT 656,250 (656,250)
TAX INCREMENT BOND 647,082 100,000 730,100 16,982
STATE GRANTS (556,408) 520,000 503,416 (539,824)
COBG (550,200) (550,200)
SENIOR GRANT/TRUST 3,028 3,028
CMMTY FACILITY OISTR 5,053,144 105,194,856 110,248,000
WATER DISTRICT FUNDS
PIL AREA 3 SU 5 16,960 5,547,s 16 6,064,476 (0)
PLD - OTHER 543,887 543.887
-STATE LOAN 5,000,000 5,000,000
-MAJOR FACILITY FEE 9,054,795 49,681,518 53,299,290 5,437,023
-CAPITAL SURCHARGE 2,909,859 35,079,791 25,409,495 12,580,155 .................... -_--------- ----------- _----___-__ ---_____---
TOTAL 34,174,465 428,041,006 414,699,139 47,516,332 ........................................................................ ........................................................................
186
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f,,, APPENDICES AND
SUPPLEMENTARY MATERIALS
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CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1991 -92
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY
001 -1 310 FINANCE Desktop 286 Computer 1 8 TOTAL FINANCE
@ TOTAL POLICE TECHNICAL SERVICES
1 TOTAL STREW MAINTENANCE
001-2140 POLICE TECHNICAL SERVICES UPS Emergency Radio System 2
001 -51 10 STREET MAINTENANCE Jackhammer 90 Ibs. 1
001 -5320 FACl LIT1 ES MA NAG EM ENT Carpet Soil Extractor 1
Power Snake 1
Vacuum 1
TOTAL FACILITIES MANAGEMENT I
I
II
1
I
I
I
I
II
U TOTAL GENERAL FUND
180-81 10 PUBLIC LIBRARY GRANT lnlex Terminals 2
OCLC Workstation & Monitor 1
Deskjet 500 Printer 1
lnlex Inventory Control Portable Module 1
Laptop computer 1
Flat Files 1
Microfiche Cabinet 1
i Film Readers
TOTAL PUBLIC LIBRARY GRANT
51 1-6110 SA N ITATl ON Telephone Alarm Units L
Variable Speed Pump 1
Hydraulic Comminutor Bar Screen 1
Hydraulic Press 25 Ton H-Frame 1 B TOTAL SANITATION
620-521 0 U/M - FLEET OPERATIONS Bar 90 Engine Analyzer 1
Oil Filter Crusher 1
Freon Recovery Station 1
10 Ton Air/Hydraulic Jack 1 u TOTAL UIM - FLEET OPERATIONS
620-5220 U/M - VEHICLE REPLACEMENT Police Patrol Vehicle E
TOTAL UN - VEHICLE REPLACEMENT
187
h
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1991 -92
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY C
640- 1 720 INFORMATION SYSTEMS - DP Network 300 ME Hard Drive 2'
Network FAX 1
Novel1 Async Communications Server 41
81 0-341 0 REDEVELOPMENT Color 386N Computer 1 -
TOTAL INFORMATION SYSTEMS - DP 1
TOTAL REDEVELOPMENT
WATER DISTRICT
GENERAL SERVICES Lap Top Computer 1 (
Cash Register -Water Billing 4
Miscellaneous Office Furnishings I - TOTAL GENERAL SERVICES 1:
WATER DISTRICT OPERATIONS Vehicle Replace - 112 Ton Compact 35
Vehicle Replace - 5 Yard Dump Truck 1 3(
Fence Maerkle I Reservoir 9(
Fence Maerkle II Reservoir - N Prop Line 1:
Fence La Costa Low Reservoir (
Refence Kelly Vault
Electric Power to Camino De Las Ondas
Telemet ry 3:
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
'
I
1(
Desk Top 396 Computer 1 t
Warehouse, Office Upgrades - Furniture
Upgrade Valve Operator Machine
HVAC for Telemetry Room
500 Gallon Water Tank - Trailer Mounted
Xerox Machine 1
Platform Forklift 1 -
TOTAL WATER DISTRICT OPERATIONS 30;
WATER DISTRICT ENGINEERING Office Furniture
Desk Top Computer 1 - f TOTAL WATER DISTRICT ENGINEERING :
/TOTAL __ SPECIAL FUNDS $66;
[TOTAL ALL FUNDS $69'
188
CITY OF CARLSBAD
TRAVEL REQUESTS 1991 -92
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1
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1
I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
001-1010 CITY COUNCIL League of California Cities Annual Conference (3) San Francisco
Mayors and Council Legislative Conference (4)
League of California Quarterly Dinners (15)
League of California Cities Policy Committee Meetings (5)
National League of Cities Conference (2)
Meetings with Legislators in State & Federal Capitals
Miscellaneous Travel and Meeting Expenses
Sacramento
San Diego
Various
Washington D
Wash DC/Sacr
Various I SUBTOTAL CITY COUNCIL
001-1020 CITY MANAGER League of CA Cities Annual Conference (2) San Francisco
League of CA Cities City Mgr's Meetings (1)
ICMA Annual Conference (1)
National League of Cities (1)
Miscellaneous Travel and Meeting Expenses
Palm Springs
Boston, MA
Washington D
Various
SUBTOTAL CITY MANAGER
m
001-1030 CITY CLERK City Clerk's Association of California Conference Cen. California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY CLERK
San Francisco
S California
Los Angeles
Arizona
San Diego
Various I SUBTOTAL CITY ATTORNEY
001-1210 CITY ATTORNEY League of CA Cities Annual Conference
League of CA Cities City Attorneys Meeting
League of CA Cities Continuing Education Seminar (2)
Nat's Institute of Municipal Law Officers
San Diego County City Attorney's Association (3)
Miscellaneous Travel and Meeting Expenses
001-1310 FINANCE CA Society of Muni Finance Officers Annual Conference (2) N California
N California
Ventura
Out of State
S California
San Diego
Carlsbad
Various
League of CA Cities Financial Mgmt Seminar (2)
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
SUBTOTAL FINANCE
001-1320 CITY TREASURER CMTA Monthly Meetings San Diego
Municipal Treasurers Annual Conference
Miscellaneous Travel and Meeting Expenses
Knoxville. TN
Various
SUBTOTAL CITY TREASURER
Regional and Local Public Works Workshops 001-141 0 PURCHASING
SUBTOTAL PURCHASING
189
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CC
001-1510 HUMAN RESOURCES Miscellaneous Travel and Meeting Expenses Various 1.
CALPELRA Annual Conference (1) San Francisco
PRIMA Annual Conference San Francisco
League of CA Cities EmployerlEmployee Conference Los Angeles
SUBTOTAL HUMAN RESOURCES 3.
001-1610 RESEARCH OFFICE MMASC Annual Conference S California
League of CA Cities Legislative Briefings Los Angeles
League Legislative Fellowship Program Sacramento
Meetings with Legislators in Sacramento Sacramen to 1.
Miscellaneous Travel and Meeting Expenses Various 1,
SUBTOTAL RESEARCH OFFICE 4,
001-1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various 1.
SUBTOTAL INFORMATION SYST 1,
001-1910 RISK MANAGEMENT California Manufacturers Association Annual Conference Monterey
Monterey Public Agency Risk Mgr's Ass'n Annual Conference
Local Seminars and Conferences Various
SUBTOTAL RISK MANAGEMENT 2.
001-2120 POLICE ADMINISTRATION California Police Chiefs Association Conference N California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL POLICE ADMIN 1.
001-2120 POLICE OPERATIONS Mileage for Personal Cars for Transport to Court San Diego Co. 1,
FBI National Academy Quantico. VA 1,
SUBTOTAL OPERATIONS 2.1
001-2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various 1 ,'
1 .( SUBTOTAL IN VESTlG AT10 NS
001-2131 POLICE VICWNARCOTICS Miscellaneous Travel and Meeting Expenses Various 2.1
TOTAL POLICE VICONARCOTIC 2,l
001-2140 POLICE TECHNICAL SERVICE Miscellaneous Travel and Meeting Expenses Various 3,1
SUBTOTAL POLICE TECHNICAL 3.1
001-2160 POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL POLICE TRAFFIC
001-2210 FIRE ADMINISTRATION California Fire Chiefs Conference Sacramento
S. California
S.D. County
San Jose. CA I
SUBTOTAL FIRE ADMINISTRATI 2.:
California Fire Chiefs Quarterly Meeting
San Diego County Fire Chiefs Monthly Meetings
California Fire Services State Training Annual Conference
190
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
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DESTINATION ACCT NO DEPARTMENT TRAVEL DESCRIPTION
001-2220 FIRE SUPPRESSION California State Fire Academy Courses (8 Attendees) Pacific Grove
California Fire Training Officers Workshop (6 Attendees)
California Regional Training Officers Courses
San Diego County Fire Chiefs and Training Officers
San Jose
S. California
San Diego
SUBTOTAL FIRE SUPPRESSION
001-2230 FIRE PRNENITON State Fire Academy Training (2) Pacific Grove
California Fire ChiefdFire Marshals Conference
Regional Fire Prevention Officer Meetings
Western Fire Chiefs Conference
San Luis Obisp
S. California
Portland, OR
SUBTOTAL FIRE PREVENTION
001-2240 EMERGENCY MEDICAL Regional Emergency Medical Seminars S. California
Regional Meetings for Paramedic Coordinator
Southern California Fire Chiefs E.M.S.
Paramedic Continuing Education Seminars
San Diego
Los Angeles
S. California
SUBTOTAL EMERGENCY MEDIC
001-2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego
California Office of Emergency Services Seminars
California Specialized Training Institute
S. California
San Luis Obisi:
SUBTOTAL DISASTER PREPARE
001-3010 COMMUNITY DEVEL ADMIN League of CA Cities Annual Conference San Francisco
California Building Officials Annual Business Meeting
Miscellaneous Travel and Meeting Expenses
Long Beach
Various
SUETOTAL COMM DEVEL ADMIb
Redlands
Annual GIS Users Group Palm Springs
Annual UREA Meeting So. California
Miscellaneous Meetings and Seminars
001-3020 GEOGRAPHIC INFO. SYSTEM ARCllNFO Supplemental Training (2)
Various
SUBTOTAL GEOGRAPHIC INFO.
San Franciscc
S Califorma
San Diego
American Public Works Assn's National Convention
Public Works Officer Institute (2)
Monthly American Public Works Ass'n Meetings
Institute of Transportation Engineers Various
Carlsbad Chamber Meetings for Various Staff
Drainage Seminars Various
Subdivision Map Act Seminars Various
SUBTOTAL ENGINEERING
001-3110 ENGINEERING ADMlN
Carlsbad
San Diego
Various
001 -31 30 MUNICIPAL PROJECTS American Public Works Ass'n Monthly Meetings
Miscellanious Seminars for Division Staff
SUBTOTAL MU NlCl PAL PROJ E(
19 1
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION C
001-3220 PLANNING COMMISSION Planning Commission Institute S California
League of CA Cities Annual Conference (Chair)
Miscellaneous Travel and Meeting Expenses
San Francisco
Various
SUBTOTAL PLANNING COMMISS 1
001-3230 PLANNING American Planning Association State Conference N California
American Planning Asmiation National Conference Mid-America .
League of CA Cities Annual Conference
Association of Environmental Professionals
Sierra Users Group Meeting
Miscellaneous Travel and Meeting Expenses Various 6
SUBTOTAL PLANNING 10
San Francisco
N California
N California
001-3240 GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various 1
SUBTOTAL GROWTH MGMT 1
001-3610 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various 1
Int'l Association of Plumbing and Mechanical Officials Col Sprngs. C 1
SUBTOTAL BUILDING INSPECT1 2,
001-341 1 HISTORIC PRESERVATION State Preservation Conference (4) Santa Barbara 1,
California Preservation Foundation Workshops Various
SUBTOTAL HISTORIC PRSRVT'N 2.
001-4010 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 2.
001-4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CIRCULATION
001-4022 LIBRARY REFERENCE Serra Library System Seminars and Meetings (6) Various
Various California Library Assn Seminars and On-Line Users Group
SUBTOTAL REFERENCE 1
001-4023 Ll6RARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GENEALOGY
001-4030 LIBRARY CHILDREN'S Local Travel to Facilities for Programs/Mtgs/School Visits Carlsbad
Serra Children's Services Committee Meetings San DiegoCo. 2
SUBTOTAL CHILDREN'S 2
001-4040 TECHNICAL SERVICES Serra Technical and Automation Review Committee San Diego Co. 1
Serra Audiovisual Cataloger's Workshop San Diego Co. 1
INLEX Users Group (2) Monterey 1.1
SUBTOTAL TECH SERVICES 1.3
192
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
i
1 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATIOC
1 SUBTOTAL COLLECTION DEV.
I SUBTOTAL MEDIA SERVICES
t SUBTOTAL ADULT LEARNING
001-4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Oakland
001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various
001-4060 ADULT LEARNING Miscellaneous Seminars and Literacy Network Meetings Various
001-4070 BRANCH Miscellaneous Travel and Meeting Expenses Various 1 SUBTOTAL BRANCH
001-4210 CULTURAL ARTS National Association of Local Arts Agencies Tuscon. AZ
Sacramento
L.A./San Fran
L.A./San Fran
Various
California Federation for the Arts
League of CA Cities Executive Committee Meetings
California Assembly of Local Arts Agencies
Miscellaneous Travel and Meeting Expenses
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SUBTOTAL CULTRUAL ARTS
001-4220 SISTER CITY Official Delegation Visit Fultsu. Japan
So. California Southern California Sister Cities Regional Conference
SUBTOTAL SISTER CITY
001-4110 PARKS8REC ADMlN Parks 8 Recreation Administrators Institute Asilomar
California Park and Recreation Society Annual Conference
Miscellaneous Travel and Meeting Expenses
Long Beach
Various
SUBTOTAL PARKS 8 REC ADM
Long Beach
Lake Arrowhe
Various
001-4121 PARK OPERATIONS California Park and Recreation Society Annual Conference
National Park 8 Recreation Park Plannin 8 Maint School
Miscellaneous Travel and Meeting Expenses
SUBTOTAL PARK OPERATIONS
001-4131 RECREATION OPERATIONS California Park and Recreation Society Annual Conference Long Beach
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL RECREATON OPRT
001-4133 AQUATICS Local Professional Meetings B SO County Aquatic Council S California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL AQUATICS
001-4141 SENIOR COMMISSION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL.SENIOR COMMSS’E
193
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CC
001-4142 SENIOR PROGRAM America1 Society on Aging Conference San Diego
San Diego
San Diego
San Diego
N County Senior Director's Meetings
Area Agency on Aging Meetings
Congressman Packards' Senior Advisory Meetings
SUBTOTAL SENIOR PROGRAM
001-5110 STREET MAINTENANCE Maintenance Superintendent Conference San Diego
Traffic Control Supervisors Association Conference Fresno
MiscellaneOUS Travel and Meeting Expenses Various
SUBTOTAL STREET MAINT 1.
Misc13llaneOUS Technical Training Various
SUBTOTAL FACILITIES MGMT
001-5410 TRAFFIC SIGNAL MAlNT Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL TRAFFIC SIGNAL MN
001-6010 U & M ADMINSITRATION APWA National Conference San Francisco
APWA Monthly Meetings Local
Maintenance Superintendent Association Conference
Maintenance Superintendent Association Monthly Meetings
MMASC Annual Conference Local
San Diego
Los Angeles
Miscellaneous Travel and Meeting Expenses Various 1-1
SUBTOTAL U8M ADMIN 3.1
TOTAL GENERAL FUND 1%.
161-4122 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Various 1 #'
SUBTOTAL TREE MAINTENANCE 1.1
161-4123 MEDIAN MAINTENANCE Landscape Seminars Various
SUBTOTAL MEDIAN MAlNT
391-3510 BLOCK GRANT(ENT1TLEMENT) Miscellaneous Travel and Meeting Expenses Local
SUBTOTAL BLOCK GRANT
Los Angeles 51 1-61 10 SANITATION WPCA National Conference I
Water Pollution Control Association Meetings San Diego
Water Reclamation Symposium San Diego
San Diego Water Reclamation Quarterly Meetings San Diego
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL SANITATION 1,
620-5210 FLEET OPERATIONS Annual Fire Chief's Association Mechanics Academy Orange County
SUBTOTAL FLEET OPERATIONS
194
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
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ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
131-3310 HOUSING VOUCHERS Misc. Travel and Meeting Expenses for Hearing Officer Various
NAHRO Quarterly Training Workshops Unknown
HAEDA Quarterly Information Meetings Unknown
Section 8 Program Training Unknown
Monthly Mileage Reimbursement for Inspections
Personal Car Mileage to City Facilities
Local
Local
SUBTOTAL HOUSING VOUCHER
161-6210 STREET LIGHTING Meetings regarding Street Light Operations and Maint. Various
SUBTOTAL STREET LIGHTING
181-8119 SENIOR GRANT California Assoc of Nutrition Directors Sacramento
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL SR GRANT
190-8206 PARTNERSHIP FOR CHANGE Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL PRTNR FOR CHANG
501-6310 WATER SERVICES Maintenance Superintendents Meetings San Diego
San Diego Water Group Meetings
Cross Connection Meetings and Seminars
AWWA National Conference
Miscellaneous Travel and Meeting Expenses
San Diego Co.
Otay
Long Beach
Various
SUBTOTAL WATER SERVICES
520-6410 SOLID WASTE MANAGMENT Solid Waste Management Conference Unknown
AB 929 Technical Advisory Committee Meetings
Miscellaneous Travel and Meeting Expenses
Local
Various
SUBTOTAL SOLID WASTE MGM-
California
Palm Springs
640-1720 DATA PROCESSING Sierra Users Group Annual Conference
ARCllnfo Annual Conference (GIs Users)
Government Technology Annual Conference Sacramento
MacWorld Exposition Annual Conference
Networld Annual Conference
Cognos Users Annual Conference Anaheim
lnterex Annual Conference
San Diego Netware Users Conference
Miscellaneous Travel and Meeting Expenses
San Francisco
Dallas, TX
San Diego
San Diego
Various
SUBTOTAL DATA PROCESSING
81 0-341 0 REDEVELOPMENT Community Redevelopment Agencies Annual Conference Unknown
Unknown California Association for Local Economic Development
California Housing Development Los Angeles
Meetings with Carlsbad Civic Organizations
Personal Car Mileage to City Facilities
Miscellaneous Travel and Meeting Expenses
Local
Local
Various
SUBTOTAL RED EVELO PM ENT
Affordable Housing Seminars Unknown 810-3420 AFFORDABLE HOUSING
SUBTOTAL AFFORDABLE HSNC
195
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION Cl
WATER DISTRICT Ass'n of California Water Agencies - Spring Conference S Calif 3
Ass'n of California Water Agencies - Fall Conference
Ass'n of California Water Agencies - MeetingslWorkshops California 3
N Calif 5
Conserv '91 Western States 2
American Water Works Ass'n - Fall Conference S Calif 2
American Water Works Ass'n - Spring Conference Western States 2
American Water Works Ass'n Workshops Western States 2
National Water Resources Ass'n Conference Western States 1
California Water Pollution Control Ass'n Unknown 1
Ass'n of Water Reclamation Agencies Western States 1
Teleproducts S.C.A.D.A. School S Calif 2
Teleprcducts Electronics School (Telemetry) S Calif 2
SUBTOTAL GENERAL SERVICES 29
TOTAL SPECIAL FUNDS 55
GRAND TOTAL TRAVEL 191
H:\LIERARWFINANCE\123DATA\92TRAV
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I GLOSSARY
APPROPRIATION - A specific amount of money authorized by the City Council for
approved work program or individual project.
ASSESSED VALUATION - A dollar value placed on real estate or other property by I
Diego County as a basis for levying property taxes.
BALANCED BUDGET - A budget in which planned expenditures do not exceed plan
funds available.
BEGINNING/ENDtNG FUND BALANCE - Unencumbered resources available in a fund fi
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 orig
investment, plus interest, by a specified future date.
BUDGET - An annual financial plan that identifies revenues, types and levels of service
be provided, and the amount of funds which can be spent. Carlsbad's Operating Buc
encompasses one fiscal year, as does the Capital Improvement Program appropriatior
CAPITAL IMPROVEMENT PROGRAM - A multi-year financial plan containing propc
construction of physical assets such as park, street, sewerage, and recreation facilities. r
program has identified all projects which are the responsi-bility of the City between
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, comp
terminals, and office furniture, which appear in the Operating Budget.
COST ALLOCATION - A method used to charge General Fund costs to special reve
programs, such as enterprise funds, and internal service funds.
DEBT SERVICE - The payment of principal and interest on borrowed funds such as bo
DEPARTMENT - An organizational unit comprised of programs or divisions. Exam
include the Police Department, Library Department, and Personnel Department.
ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has not
occurred.
ENTERPRISE FUND - A fund type established to account for the total costs of sele
governmental facilities and services which are operated similar to private enterpr
These programs are entirely self-supported, and include the Water and Sanita
Departments.
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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 Jdy 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 classifylng 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.
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CAPITAL IMPROVEMENT PROGRAM
1991-1992 to BUILDOUT
Prepared by: Engineering Department
. . . . . .. . . . .
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I INTRODUCTION
The purpose of this Technical Appendix is to provide a detailed
description of the project scope, project location and project
need. All capital projects with any future or current funding
are listed. As the Carlsbad Municipal Water District merged
with the City in 1990, all water projects are now listed in the
City's Capital Improvement Program. Where bonds or a loan
are to be repaid, this has been included in the Technical
Appendix to describe the repayment. All cost estimates are
preliminary as in most cases no design has been done to
accurately determine costs. All costs are in current dollars,
therefore projects in future years should be anticipated to
escalate over time to account for inflation.
TABLE OF CONTENTS
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I UTILITIES/MAINTENANCE WAREHOUSE FACILITY 3
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CMC PROJECTS
CITY HALWCITY COUNCIL CHAMBERS COMPLEX
FIRE STATION NO. 3 RELOCATION
FIRE STATION NO. 6 (PERMANENT)
LAS PALMAS PURCHASE
EXPAND COLE LIBRARY
REMODEL COLE LIBRARY
SOUTH CARLSBAD LIBRARY
PUBLIC ART: 1-5 INTERCHANGES
PUBLIC ART: LARWIN PARK PUBLIC ART: TEMPORARY SCULPTURE EXHIBITION 1
ROOSEVELT STREET PARKING LOT 1
DRAINAGE PROJECTS
BUENA VISTA CHANNEL REPAIR 3
CARLSBAD VILLAGE DRIVE STORM DRAIN
STORM DRAIN & DESILTATION BASIN/CA"ON ROAD
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PARK PROJECTS
ZONE 5 PARK FACILITY 3
NORTHEAST OUADRANT PARKS
GOLF COURSE DEVELOPMENT I
MWIN COMMUNITY PARK
MACARIO CANYON PARK DEVELOPMENT
NORTHWEST OUADRANT PARKS
CANNON LAKE PARK
HOSP GROVE IMPROVEMENTS 1
MAXTON BROWN PARK IMPROVEMENTS
COMMUNITY CENTER - NORTHWEST QUADRANT 1
PARK SITE - NORTHWEST QUADRANT I SENIOR CENTER BARBECUE FACILITY
SOUTHEAST OUADRANT PARKS
ALGA NORTE PARK
ALGA NORTE PARK (LOAN REPAYMENT)
ALGA NORTE PARK COMMUNITY FACILITY
LEO CARRILLO PARK
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SOUTHWEST OUADRANT PARKS
ALTA MIRA PARK - PHASE I 30
ALTA MIRA (LOAN REPAYMENT) 31 ALTA MIRA PARK COMMUNITY CENTER 32
SPECIAL USE AREA PARK 33
ZONE 19 COMMUNITY PARK 34 ZONE 19 COMMUNITY PARK (LE'ITER OF CREDIT REPAYMENT) 35
ZONE 19 COMMUNITY CENTER 36
SEWER PROJECI'S
ENCINA WATER POLLUTION CONTROL FACILITY
PARALLEL OCEAN OUTFALL 37
SOLIDS MANAGEMENT PROGRAM 38
TREATMENT PLANT EXPANSION 39
PHASE V EXPANSION 40
DISINFECTION FACILITIES 41
BUILDING IMPROVEMENTS 42
INTERCEPTOR SYSTEM & LIFT STATIONS
AGUA HEDIONDA LIFT STATXON 43
BUENA VISTA LIFT STATION 44
BUENMSAN MARCOS INTERCEPTOR 45
HOME PLANT LIFT STATION AND FORCE MAIN 46
VISTMCARLSBAD INTERCEPTOR 47
SEWER MONITORING PROGRAM 48
WATER PROJECI'S
384 ZONE TO POINSETTIA 49 550 ZONE TO POINSETTIA 50
580 ZONE SECONDARY SUPPLY 51
680 ZONE SUPPLY 52
BATIQUITOS DRIVE 53
WINO HILLS AT FARADAY 54 WINO VIDA ROBLE TO "D" RESERVOIR 55
CANNON ROAD - EL CAMINO REAL TO COLLEGE 56
CANNON - CAR COUNTRY TO EL CAMINO REAL 57 CANNON - COLLEGE TO OCEANSIDE 58
CARRILLO WAY 59
CARLSBAD VILLAGE DRIVE - CELINDA TO DONNA 60
CARLSBAD BOULEVARD - MANZANO TO ENCINA 61
CARLSBAD BOULEVARD - SOUTH OF PALOMAR AIRPORT 62
CARRILLO WAY - EL FUERTE TO EL CAMINO REAL 63
COLLEGE BOULEVARD EXTENSION AT EL CAMINO REAL 64
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WATER PROJECXS (Cont'd.)
COLLEGE NORTH AT OCEANSIDE 6
COLLEGE ROW - ALGA TO BATIQUITOS 6
COLLEGE - 33" TO CANNON 6
COLLEGE - CANNON TO TAP 6 COLLEGE - POINSETIRA TO PALOMAR AIRPORT 6
D RESERVOIR I 7
DOWNTOWN REHABILITATION 7
E RESERVOIR TO CAR COUNTRY 7
EAST OF "E" RESERVOIR 7
EL CAMINO REAL - CHESTNUT TO TAMARACK 7 EL CAMINO REAL AT COLLEGE 7
EL FUERTE AVENUE - NORTH OF LOKER 7
EL FUERTE - ALGA TO CARRILLO 7
EL FUERTE - FARADAY TO MAERKLE 7
EL FUERTE - CARRILLO TO PALOMAR AIRPORT 7
FARADAY TO CANNON ROAD e
FARADAY - EL FUERTE TO ORION e
1-5 AT NAVIGATION CIRCLE e
JEFFERSON - PI0 PIC0 TO MAY CO e
KELLY DRIVE - CAMINO DE LAS ONDAS e
KELLY DRIVE - "E" RESERVOIR TO CANNING e
LONG TERM STORAGE e
MAERKLE DAM LINING - COVER e
MAERKLE PUMP STATION & CHLORAMINATION e
MAERKLE RESERVOIR TO EL CAMINO REAL 8
MARRON ROAD - AVENIDA ANITA TO PR STATION S
MARRON ROAD - PR STATION TO OCEANSIDE S
PALOMAR AIRPORT ROAD FROM ECR TO SANTA FE S
PALOMAR AIRPORT NORTH OF OWENS S
PALOMAR AIRPORT ROAD AT YARROW 5
POINSETTIA - EL WINO REAL TO I'D" S
POINSETTIA - PASEO DEL NORTE TO CARLSBAD S
PR STATION S
PR STATION RELOCATION S
RECLAIMED WATER - AG & 1-5 ONSITE PIPING S
RECLAIMED WATER - AG & 1-5 PIPELINES 1c
RECLAIMED WATER - AG & 1-5 PUMPING STATIONS 1c
RECLAIMED WATER - AG & 1-5 RESERVOIR 1c
RECLAIMED WATER - AVIARA PIPELINE 1c
RECLAIMED WATER - AVIARA RESERVOIR 1c
RECLAIMED WATER - AVIARA PUMP STATION - ECR 1c
RECLAIMED WATER - GAFNER IMPROVEMENTS 1c
RECLAIMED WATER - 1-5 PIPING 1C
RECLAIMED WATER - 1-5 @ PAR BRIDGE 1c
RECLAIMED WATER - MAHR RESERVOIR IMPROVEMENTS 1c
SOUTH OF WINO VIDA ROBLE 11
I'D" I1 RESERVOIR 11
I'D" RESERVOIR TO PALOMAR OAKS 11
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TRAFFIC SIGNAL PROJECTS
TRAF. SIG. - ALGA ROAD/EL FUERTE STREET TRAF. SIG. - ALGA ROAD/MELROSE DRIVE TRAF. SIG. - CANNON ROAD/AVENIDA ENCINAS
TRAF. SIG. - CANNON ROADKOLLEGE BOULEVARD
TRAF. SIG. - CANNON ROAD/FARADAY AVENUE
TRAF. SIG. - CANNON ROAD/I-5 TRAF. SIG. - CANNON ROAD/PASEO DEL NORTE TRAF. SIG. - CARLSBAD BOULEVARD/CHESTNUT AVENUE
TRAF. SIG. - CARLSBAD BOU'LEVARD/AVENIDA ENCINAS TRAF. SIG. - CARRILLO WAY/EL FUERTE STREET TRAF. SIG. - CARRILLO WAY/MELROSE DRIVE TRAF. SIG. - COLLEGE BOULEVARD/EL CAMINO REAL TRAF. SIG. - COLLEGE BOULEVARD/CARLSBAD VILLAGE DRIVE TRAF. SIG. - COLLEGE BOULEVARD/LAKE CALAVERA TRAF. SIG. - COLLEGE BOULEVARD/POINSETTIA LANE TRAF. SIG. - EL CAMINO RWCALLE BARCELONA TRAF. SIG. - EL CAMINO RWCANNON ROAD TRAF. SIG. - EL CAMINO RWCARRILLO WAY
TRAF. SIG. - EL CAMINO RWOLIVENHAIN ROAD
TRAF. SIG. - CARLSBAD VILLAGE DRIVE/JEFFERSON STREET
TRAF. SIG. - CARLSBAD VILLAGE DRIVE/ROOSEVEET STREET
TRAF. SIG. - CARLSBAD VILLAGE DRIVE/TAMARACK AVENUE TRAF. SIG. - CARLSBAD VILLAGE DRIWUNTERCONNECT SIGNALS
TRAF. SIG. - MELROSE DRIVE/LA COSTA AVENUE
TW. SIG. - RANCHO SANTA FE ROAD/MELROSE DRIVE (SOUTH)
TRAF. SIG. - CAMINO DE LOS COCHES/LA COSTA AVENUE TRAF. SIG. - PALOMAR AIRPORT ROAD/HIDDEN VALLEY ROAD TRAF. SIG. - PALOMAR AIRPORT ROAD/MELROSE DRIVE
TRAF. SIG. - PASEO DEL NORTE/CAMINO DE LAS ONDAS TRAF. SIG. - POINSETTIA LANWBATIQUITOS DRIVE TRAF. SIG. - TAMARACK AVENUE/GARFIELD STREET TRAF. SIG. - TAMARACK AVENUE/HIGHLAND DRIVE
TRAF. SIG. - WINO VIDA ROBLEnARROW DRIVE
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129
130
131
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135
136
137
138
139
140
141
142
143
144
145
STREET PROJECTS
ADAMS STREET DESIGN 146
ALGA ROAD 147
AVENIDA ENCINAS - ENCINA WWTP FRONTAGE 148
AVENIDA ENCINAS WIDENING 149
CANNON ROAD & 1-5 151
CANNON ROAD WIDENING 152
CARLSBAD BOULEVARD WIDENING 153
CARLSBAD BOULEVARD MEDIAN 154
CARLSBAD VILLAGE DRIVE WIDENING 155
EL CAMINO REAL MEDIANS 156
EL CAMIN0 REAL WIDENING (TAMARACK TO CHESTNUT) 157
EL CAMINO REAL WIDENING 158
CANNON ROAD 150
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1 =ET PROJECTS (Cont'd.)
EL CAMINO REAL & PALOMAR AIRPORT ROAD INTERSECTION l!
EL CAMINO REAL (LA COSTA AVENUE TO ARENAL ROAD) 1(
EL CAMINO REAL & ALGA ROAD 1(
EL CAMINO REAL & CAMINO VIDA ROBLE 1(
EL CAMINO REAL & CANNON ROAD I(
EL CAMINO REAL & CARLSBAD VILLAGE DRIVE I(
EL CAMINO REAL & FARADAY AVENUE 1(
EL CAMINO REAL & TAMARACK AVENUE 1(
FARADAY AVENUE & ORION STREET 1(
FARADAY AVENUE 11
JEFFERSON STREET BIKE PATHS 11
LA COSTA AVENUE WIDENING 1
LEUCADIA BOULEVARD WIDENING 1
LOCAL ROAD DRAINAGE PROGRAM 1
MELROSE DRIVE & ALGA ROAD 1
MISCELLANEOUS - TRAFFIC MONITORING PROGRAM 1
OLNENHAIN ROAD & RANCHO SANTA FE ROAD 1
PALOMAR AIRPORT ROAD & COLLEGE BOULEVARD 1
PALOMAR AIRPORT ROAD & PASEO DEL NORTE 1
PALOMAR AIRPORT ROAD - BETWEEN YARROW DRIVE &
EL CAMINO REAL 1
PALOMAR AIRPORT ROAD MEDIANS 1
PALOMAR AIRPORT ROAD - EL CAMINO REAL TO BUSINESS PARK DRIVE 1
PALOMAR AIRPORT ROAD BRIDGE 1
POINSETTIA LANE WIDENING 1
POINSETTIA LANE BRIDGE 1
LOCAL STREET UPGRADE PROGRAM 1
SIDEWALK - LAGUNA DRNE WIDENING 1
STREETSCAPE - PHASE V 1
TAMARACK AVENUE 1
UNDERGROUND UTILITY DISTRICT NO. 14 1
UNDERGROUND UTILITY DISTRICT NO. 15 1
BRIDGE AND THOROUGHFARE PROJECTS
I-5/LA COSTA AVENUE INTERCHANGE 1
1-.5/PALOMAR AIRPORT ROAD INTERCHANGE 1
I-S/PALOMAR AIRPORT ROAD INTERCHANGE (LOAN REPAYMENT) 1
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MAYOR
CITY COUNCIL
C IAU DE "B U DDY"LEWIS
ANN J. KULCHIN EERIC LARSON
MARGARET STANTON JULIE NYGAARD
CITY MANAGER
FINANCIAL MANAGEMENT DIRECTOR
RAYMOND R. PATCHETT
JAMES F. ELLIOTT
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CITY OF CARLSBAD, CALIFORNIA
1991-92 BUDGET i TABLE OF CONTEN'TS
TABLES
City Manager's Letter
Orgamzation Chart ............................................................................................. :.. ......
Projected Fund Balances for 1990-91 ...........................................................................
Projected Fund Balances for 1991 -92
Expenditure Summa ...................................................................................................
Revenue Estimates .......................................................................................................
Personnel Allocations ............................................................................. :.. ..................
BUDGET DETAIL
GENERAL GOVERNMENT
City Council
City Manager ...............................................................................................................
Public Information.
City Attorney ...............................................................................................................
Finance..
Cash Management.. ......................................................................................................
Audit ............................................................................................................................
Purchasing..
Human Resources ........................................................................................................
Health Insurance ..........................................................................................................
Research.. ....................................................................................................................
Information Systems ....................................................................................................
Data Processing ............................................................................................................
Risk Management
Worker's Compensation.. ..............................................................................................
General Liability. ..........................................................................................................
Miscellaneous Non-Department al........
PUBLIC SAFETY
Police Department Summary.. .....................................................................................
Adrmmstration.. ................................................................................................
Operations..
Investigations. ...................................................................................................
Vice/Narcotics.. .................................................................................................
Technical Services .............................................................................................
................................................................................................... ..
..........................................................................
.................................................................................................................
......................................................................................................
City Clerk .....................................................................................................................
......................................................................................................................
.................................................................................................................
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........................................................................
.. e
...................................................................................................... ..
TABLE OF CONTENTS
Page Two
D.A.R.E .............................................................................................................. 57
Reserve Officers ................................................................................................. 58
Tr~c ................................................................................................................ 59
Fire Department Summary .......................................................................................... 60
Prevention ........................................................................................................ 63 Emergency Medical Services ............................................................................. 64
Weed Abatement ............................................................................................... 65
Disaster Preparedness ....................................................................................... 66
Community Development Adrmmstration .................................................................... 67
Geographic Information System .................................................................................. 68
Engineering Department Sumnna ry .............................................................................. 69
Administration ................................................................................................. 70 Development ...................................................................................................... 71
Mumcipal Projects ............................................................................................ 72
Transportation .................................................................................................. 73
Water Pollution Control .................................................................................... 74
Planning Comssion .................................................................................................. 75
Administration ................................................................................................... 61
Suppression ...................................................................................................... 62
DEVELOPMENTAL SERVICES
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Land Use Planning ....................................................................................................... 76
Growth Management ................................................................................................... 77
Building Inspection ...................................................................................................... 78
CULTURE AND RECREATION
Library Department Su mnaary .....................................................................................
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79
Administration .................................................................................................. 80 Circulation Services .......................................................................................... 81
Reference Services ............................................................................................. 82
Genealogy/Local History .................................................................................. 83
Children’s Services ............................................................................................ 84
Technical Services ............................................................................................. 85
Collection Development & Acquisitions ............................................................. 86
AuQovlsual Services ......................................................................................... 87
Adult Learning .................................................................................................. 89
... ..
Media Services .................................................................................................. 88
La Costa Branch ................................................................................................ 90
Cultural Arts ..................................................................................................... 91
Sister City ......................................................................................................... 92
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TABLE OF CONTENTS
Page Three
.. Aud~owsud Insurance.. ......................................................................................
.California Library Service Act (CLSA) ...............................................................
Public Library Fund (PLF) ................................................................................
Partnerships for Change ....................................................................................
Parks and Recreation Department Summary.. .............................................................
Administration..
Comrmssion.. ....................................................................................................
Operations.. ......................................................................................................
Tree Maintenance
Median Maintenance ..........................................................................................
Recreation Fee Supported
Aquatics ............................................................................................................
Recreation . Agua Hedionda Lagoon ..................... i ...........................................
Senior Comssion ................................................................ ..: ........................
Senior Grant. ....................................................... :. ...........................................
................................................................................................ ..
.............................................................................................
Recreation Operations ....................................................................................... .................................................................................
..
Senior Progralms ...............................................................................................
1 UTILITIES AND MAINTENANCE
Utilities and Maintenance Department Summary ........................................................
Admstration.. ............................................................... ;. ...............................
Street Maintenance ...........................................................................................
Facihties Maintenance ......................................................................................
Traffic Signals ...................................................................................................
Buena Vista Creek Channel Maintenance ........................................................... y
Street hghtmg .................................................................................................. :
Smtahon Services ........................................................................................... :
Water Services ...................................................................................................
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Solid Waste Management ..................................................................................
. Fleet Operations ...............................................................................................
Vehicle Replacement..
HOUSING AND REDEVELOPMENT
Housing and Redevelopment Department Su ......................................................... j
Historic Preservation .......................................................................................... 1
Housing Certificates and Voucher Programs 1
Portable Vouchers. ............................................................................................ :
Community Development Block Grant .............................................................. 1
Redevelopment :
.......................................................................................
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TABLE OF CONTENTS
Page Four
WATER DISTRICT
Carlsbad Water Distnct Summv ............................................................................... 131
Adrministrat.1on .................................................................................................. 132
..
Engineering ........................................................................................................ 133 Operations ........................................................................................................ 134
Capital Outlay Requests ............................................................................................... 135
Travel Requests ........................................................................................................... 137
Glossary ........................................................................................................................ 145
APPENDICES
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I -- City of {Carlsba
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May 28, 1991
TO: Honorable Mayor and City Council 1 FROM: City Manager
1991-92 OPERATING BUDGET
It is my pleasure to submit the 1991-92 City of Carlsbad Operating Budget. The Ger
Fund budget is balanced, with current operating costs funded through current rever
The budget format once again presents sedce programs which contain narri
statements addressing Work Programs, Work Activities and their resulting Work
Measures or Performance Objectives. These narrative statements reflect the types
levels of services that are occurring throughout the community. Carlsbad and its citi
can be proud of the quality of the services delivered.
The beginning of the 1990-91 fiscal year presented an economic environment consis
with our expectations. Major events during the year, however resulted in signifi
impacts to the economy, and have influenced the outcome of the 1991-92 buc
National, state, and local economies alike have recognized and must continue to fact
economic realities of a recession, the Gulf War, and new, more stringent govern
regulations on the banking industry. All have helped to dampen retail sales, construe:
activity and home resales, which help drive the City's revenues. All of the fund typc
the budget, from the General Fund, which receives its resources from taxes and fee
those funds that operate as a true enterprise, are experiencing the results of a :
economy. The flattening of revenues coming into the Carlsbad has slowed the growt
existing and new programs, resulting in the preparation of the tightest operating but
in many years.
This letter will address the policies that were instrumental in formulating the 199'
budget. A discussion of the revenues, and the basic assumptions made in developing t
will follow. Last, the 1991-92 expenditures will be noted.
1200 Carlsbad Village Drive - Carlsbad, California 92008-1 989 - (61 9) 434:
2
Buanetarv 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.
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Revenue
The table below shows the operating revenues the City expects to receive for 1990-9
well as those projected for 1991-92. The first line sholws General Fund revenue for w
the City has taken a conservative position in projecting for 1991-92 due to the high 1
of uncertainty about the 1991-92 economy. General Fund revenues, those resou
received from taxes and fees, are expected to be increase by only $2.5 million or 5,
This can be considered within the range of inflation, and no sigruficant increases wi
any single General Fund revenue source are projected.
The Special Fund revenues, as a whole, show an increase of 15% in anticipated reven
Special Funds include those programs funded by grants, such as the Housing and Se
Nutrition programs, as well as special maintenance assessment districts. The Street '
and Median Maintenance Benefit Assessment Districts are the programs which
instrumental in pushing up the Special Fund revenues. This is due to the third and f
year of implementing the maintenance district assessment funding, resulting in the hi2
assessments needed to fully fund these programs.
The largest increase in revenues shown below, occurs; within the Enterprise Funds. A
study was recently completed for the Sewer Fund which was the basis for the City Corn
implementation of a significant fee increase needed to support the Encina waste w
facility and the maintenance and depreciation of the entire City sewer system.
increased fees are projected to bring in an additional 58% in revenues. Internal Ser
Funds reflect a projected 6.5% increase in revenues. This increase reflects a near doub
in rates assessed to all programs for their share of Liability Insurance. Redevelopn
revenues are dependent on the area's Property Tax and their incremental increases f
the base year. These revenues are projected to increase by 14% in 1991-92.
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REVENUE SUMMARY
BY FUNCITON
CHFFERENCE AS % OF
PROJECTED
$2.5 5.7%
0.7 14.9%
ENTERPRISE FUNDS 1.3 24.1 %
WATER DISTRICT -1.3 -22.8%
INTERNAL SERVICE FUNDS 0.4 6.5%
0.3 14.3%
$3.9 5.8%
4
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 Fmd revenues as they are of most interest. These
revenues are generated though 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 8.7% 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 4.7%, or $150,000, is
forecast for a total of $3.5 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 sigrScant recovery to meet even this minimal growth projection.
SIGNIFICANT REVENUES TO ME GENEWL FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
TOTAL GENERAL FUND REVENUE
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Development within Carlsbad has also slowed in concert with the general economy. ,
result, development revenues are again projected to be flat. Staff has consistently proje
a return to a more normal level of development as the Growth Management Prog
matures. If the economy improves during 1991-92 we can look to greater developn I revenues by year end.
One additional revenue source the City uses to support General Fund street mainten;
operations is State Gas Tax. These revenues will total $875,000 for 1991-92 based on
states’ allocation formula. The calculation of total funds available to support General F
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 bul
balancing maneuvers may have upon the City. The State of California is facing a $1
$15 billion budget deficit for 1991-92. The size of this deficit and the depth of
problems at the State level make it clear that the Governor will be looking to 1
government for help in solving the dilemma. Should the State attack City revenues, sei
level reductions will need to be implemented. The budget does not attempt to deal 1
this contingency other than to recognize that there is: a direct threat to our commun m Emenditures
As can be seen in the table on the following page, the City Operating Budget is dow
$2.6 million or 3.6% overall, and reflects the effort taken to compile a budget within
existing economic constraints. The most dramatic decrease in expenditures is within
Water District, down 23% or $1.7 million. The drought has resulted in the Dis
purchasing significantly less water for distribution to the users, thereby reducing 1
expenditures for that commodity. Also down from the 1990-91 budget are the Intc
Service Fund expenditures at 4.8% or $300,000. The Data Processing program n
significant capital purchases during 1990-91, which will not be repeated in 1991-92, v
the Vehicle Replacement Program has reduced the amount which will be spent on vel
replacements during 1991 -92. The WorkeJs Compensation Self Insurance Fund
balanced by transferring $500,000 in contributions fmm the fund balances of the Ger
Fund, the Sewer Fund and the Water Fund. The Redevelopment Agency has a propi
budget containing no increase over the 1990-91 year, and conformed to the s
budgetary guidelines as all other City programs.
Two budget categories contain increases in spending; Special Funds and Enterprise Fu
Special Funds are up by $300,000 or 6.8% due to the scheduled maintenance of the BI
Vista Creek Channel. Maintenance on the Channel is scheduled to occw once every t
years. The Enterprise Funds, as a group, show the largest increase in expenditures
$600,000 or 11%. While the Water Enterprise is down by 16% due to the expiratic
debt and a one time expenditure in 1990-91 for Base Mapping, the Sanitation Fund
increased by 30%. The increase is due to the more accurately expensing depreciatic
the sewer lines.
s
OPERATING BUDGET SUMMARY 6
ENTERPRISE
WATER DISTRICT ($1.8) -24.7%
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.
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Summary
The proposed 1991-92 City Budget sustains the high quality and variety of City ser
and programs that are currently offered to Carlsbad residents, and businesses. At the
time, the proposed budget is marked by the fiscal constraint of a sluggish economy
new positions, programs or services are proposed. Staff looks forward to the per
discussion with the City Council and the community as we mutually strive to prod
budget that reflects an awareness for the levels of service provided to the community, 1 8
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CITY OF CALRS13AD 1 PROJECTED FUND BALANCES FOR PI 1990-91
BALANCE ESTIMATED EST EKPEND/ FUND
FUND JULY 1,1990 REVENUES CAPITAL APPROP TRANSFERS RESERVES
GENERAL 12,447,194 41,130,000 4'1,214,618 (5,506,794) 0 B SPECIAL REVENUE
POLICE ASSET FORFEITURE 51,079 234,000 11 3,347 1 CDBG - ENTITLEMENT 4,454 60,100 49,861
HOUSING - LOW & MOD/SEC8 1 15,358 1,817,000 2,069,732
AUDIO-VISUAL INSURANCE 99,337 67,000 104,000 B BUENA VISTA CRK CHNL MNT 108,723 104,700 1,500
n SENIOR NUTRITION 9,554 228,050 153,050
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STREET LIGHTING 381,481 61 2,600 747,194
TREE MAINTENANCE 1,893 395,400 587,367 174,401 I MEDIAN MAINTENANCE 1,269 117,600 156,055 57,658
STATE GRANTS 263,458 180,000 168,000
FEDERAL GRANTS (NEA) (1 5,207) 41,500 24,300
NAT'L ENDOWMENT ARTS 0 11,586
GAS TAX 1,959,488 1 ,000,000 140,701
DEBT SERVICE
LIBRARY BONDS 16,692 22,700 22,276 1 SEWERBONDS 102,493 126,900 122,626
ENTERPRISE I WATER MAINTENANCE 794,821 1,765,000 1,702,110
SEWER MAINTENANCE 2,320,044 2,265,000 3,374,512
SOLID WASTE MANAGEMENT 32,900 101,000 70,000
INTERNAL SERVICE
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1 VEHICLE REPLACEMENT 81 2,701 857,800 591,110 160,000
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1 LOW AND MOD INCOME HSNG 1,126,209 420,000 0
I 1 ToTALoPERATiNG FUNDS 27,697,059 64,832,050 65,546,819 (4,497,535)
1
1 WORKER'S COMP SELF INSUR 377,057 785,000 971,748
LIABILITY SELF INSUR 1,081,849 581,200 520,000 485,000
VEHICLE MAINTENANCE (61,254) 1,142,000 1,163,319
HEALTH INSURANCE 993,989 1,625,000 1,455,000
DATA PROCESSING 61 3,939 778,m 1,053,425 32,200
WATER DISTRICT
WATER DISTRICT OPERATION 2,824,300 7,038,200 7,137,100
REDEVELOPMENT
OPERATIONS (ww 272,000 658,882 91 9,203
TAX INCRMNT BOND DEBT SERV 1,297,021 1,132,400 1,132,40 (889,203)
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CrrY OF CALRSBAD
PROJECTED FUND BALANCES FOR Fy 1991 -92
PROJE
BALANCE ESTIMATED EST EXPEND/ FUND BALA
FUND JULY 1,1991 REVENUES CAPITALAPPROP TRANSFERS RESERVES JUNE 3
GENERAL 6,&,5,7= 43,570,038 44,430,243 41 6,000 6,
SPECIAL REVENUE
POLICE ASSET FORFEITURE 171,732 234,000 0
CDBG - ENTITLEMENT 14.,693 75,280 My=
HOUSING AUTHORITY (1 37,374) 2,105,006 2,057,214
AUDIO-VISUAL INSURANCE 62.337 67,500 65,674
STREET UGHTING 246,887 840,000 787,299
BUENA VISTA CRK CHNL MNT 21 1,923 104,500 300,000
TREE MAINTENANCE (1 5,673) 569,400 568,491
MEDIAN MAINTENANCE 20,472 236,500 235,227
STATE GRANTS 275,458 207,600 203,250
FEDERAL GRANTS (PFC) 1,993 43,830 42,330
SENIOR NUTRITION 84,554 231,913 177,278
NAT'L ENDOWMENT ARTS (1 1,586) 0
GAS TAX 2,818,787 875,000 0 (875,000) 2,
DEBT SERVICE-
LIBRARY BONDS 17,196 9,308 26,424
SEWER BONDS 106,767 21,502 128,269
/
ENTERPRISE
WATER MAINTENANCE 857,71 1 1,782,000 1,580,w (16,000) 1,
SEWER MAINTENANCE 4 ,219,532 3,561 ,ooO 4,577,897 (25,000)
SOLID WASTE MANAGEMENT 31,200 31 ,000
INTERNAL SERVICE
WORKER'S COMP SELF INSUR 4 90,309 606,225 1 ,000,000 500,000
LIABILITY SELF INSUR 1,628,049 1,095,000 1 ,~,oo 1,
VEHICLE MAINTENANCE (82,573) 1,273,600 4 ,=,m (
VEHICLE REPLACEMENT 1,239,391 913,400 190,587 1,'
HEALTH INSURANCE 1,163,W 1,440,700 1,743,179 ~
DATA PROCESSING 370,74 4 826,800 759,714
WATER DISTRICT
WATER DISTRICT OPERATION 2,725,400 5,706,000 5,555,913 2,;
REDEVELOPMENT
OPERATIONS 501,438 421,672 760,323
LOW AND MOD INCOME HSNG 1,546,209 430,000 95,215 191
TAX INCREMNT BOND DEBT SERV 407,818 1,283,328 1,133,328 !
TOTAL OPERATING FUNDS 76,922,233 68,562,184 68,841,810 0 0 78,l
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CITY OF CARLSBAD
BUDGET EXPENDITURE SCHECNLE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991 -92
1990-91 1988-89 1989-90
DEPARTMENT ACTUALS ACTUALS ESTIMATED
CITY COUNCIL
CITY MANAGER
PUBUC INFORMATION
CITY CLERK
INFORMATION SYSTEMS
CITY TREASURER
HUMAN RESOURCES
RESEARCH OFFICE
RISK MANAGEMENT
TOTAL GENER4L GOVERNMENT
PUBUC SAFETY
BUILDING INSPECTION . 856,412
FIRE 4,617,087
TOTAL PUBUC SAFETY
PUBLIC WORKS
COMMUNITY DEVEL ADMlN
GEOGRAPHIC INFORMATION
DEVELOP PROCESS SVCS 31 6,301 359,549
ENGINEERING
MUNICIPAL PROJECTS
PLANNING
GROWTH MANAGEMENT
BLOCK GRANT ADMIN
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CIN OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991-92
%INCR (E
1988-89 1989-90 1990-91 91 -92 BUD
DEPARTMENT ACTUALS ACTUALS ESTIMATED
STREET MAINTENANCE
FACILITIES MANAGEMENT
TRAFFIC SIGNAL MAINT
TOTAL MAINTENANCE
CU LTURURECREATON
UBRAFiY
CULTURAL ARTS PROGRAM
SISTER CRY PROGRAM
PARKS AND RECREATION
SENIOR CITIZENS PROG
TOTAL CULTURURECREATION
NON - DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY ASSISTANCE
AUDIT
DUES & SUBSCRIITIONS
' LEASES
CAPITAL IMPROVEMENT 126,685 937,596
ANIMAL REGULATION CONTRAC
HOSP GROVE PAYMENT
GOLF COURSE
PROPEmY TAX ADMlN FEE
STREET UGHT COSTS (Clw
TREE MAINT COSTS (CITY)
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
DEPARTMENTAL SAVINGS 2,887,500
TOTAL GENEPAL FUND 29,452,370
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CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991-92
1990-911 1988-89 1989-90
DEPARTMENT ACTUALS ACTUALS
SPECIAL REVENUE FUNDS
HOUSING AUMORITY l,469,4i7 1,657,689 8 LIBRARY AUDIO VISUAL INS 62,365 82,278
STREET LIGHTING 584,608 522,521
BUENA VISTA CRK CHNL MNT 0 1,500 I TREE MAINTENANCE 0 278,240
MEDIAN MAINTENANCE 0 ~,!=
WATER DISTRICT 7,843,558 8,602,409 ' CAL LIB SERV ACT (CLSA) 1 12,274 166,798
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PUBLIC LIBRARY FUND 6,534 30,141
PARTNERSHIPS FOR CHANGE 0 344
NAT'L ENDOWMENT ARTS 0 10,174
SENIOR NUTRITION GRANT 144,538 150,368
LIBRARY BONDS 18,263 22,792
SEWER BONDS 127,893 124,449
CDBG ENTITLEMENT 39,550 60,256
WATER ENTERPRISE 1,216,447 1,419,526
SANIT" ENTRPRSUENCINA 2,395,625 3,650,562
SOLID WASTE ENTERPRISE 0 0
WORKERS COMP INS 467,673 788,990
LIABILITY SELF INS 1,317,118 677,914
HEALTH &LIFE INSURANCE 1,207,949 1,240,108
FLEET OPERATIONS 91 8,036 1,064,019
VEHICLE DEPREC/REPIACE 504,002 361,215
DATA PROCESSING 455,123 489,074
REDEVELOPMENT 1,305,512 765,963
TAX INCREMENT BONDS 877,353 877,353
LOW AND MOD INCOME HSNG I POLICE ASSET FORFEITURE 99,746 43,958 11 3,347
TOTAL OTHER FUNDS 21,173,644 23,169,199 ' [TOTAL OPERATING BUDGET 50,626,014 59,268,728 ~406,i ia 71,231,865 m,wi ,ai o
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CITY OF CARLSBAB
REVENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE REVENUE REVENUE OF FY 90-91
SOURCE OF FUNDS N 1990-91 FY 1990-91 N1991-92 DIFFERENCE PROJECTED
TAXES
PROPERTY TAX $1 3,900,000 $1 3,400,000 $1 4,560,000 $1,160,030 8.66%
SALES TAX 10,808,000 1 0,000,m 10,500,000 500,000 5.00%
TRANSIENT TAX 3,600,000 3,200,000 3,350,000 150,000 4.69%
FRANCHISE TAX 750,000 780,000 800,000 20,000 2.56%
TWSFER TAX 41 0,000 260,000 275,000 15,000 5.77%
TRAILER COACH IN-LIEU 18,000 20,000 20,000 0 0.00%
TOTAL TAXES m-,m 27,660,000 29,505,000 1,845,000 6.67%
LICENSES AND PERMITS
CONSTRUCTION PERMITS 1 ,m,w =,000 =A000 0 0.00%
LICENSE TAX-CONSTRUCTION . 800,000 550,000 5w000 (50,000) -9.09%
OTHER LICENSES & PERMITS 100,000 265,000 280,000 15,000 5.66%
TOTAL LICENSES & PERMITS 2,859,484 2,185,000 2,185,000 0 0.00%
STATE SUBVENTIONS
BUSINESS LICENSES 875,000 84WoO 875,008 35,000 4.17%
CIGARElTE TAX 1 40,000 150,000 150,000 0 0.00%
VEHICLE IN-LIEU 2,250,000 2,125,000 2,385,000 260,000 12.24%
HOMEOWNERS PROP. TAX REIMB. 295,000 295,000 295,000 0 0.00%
TOTAL STATE SUBVENTIONS 2,685,000 2,570,000 2,830,000 260,000 10.12%
CHARGES FOR SERVICES
PLANNING FEES 750,000 890,000 1,100,ooo 21 0,000 23.60%
BUILDING DEPT. FEES 575,000 420,000 460,000 40,000 9.52%
ENGINEERING FEES 1,300,000 1 ,m,000 I ,050,000 50,000 5.00%
ZONE PLAN FEES 125,000 . 140,ooo 110,000 (30,000) -21.43%
WEED CLEANING 35,000 35,000 35,000 0 0.00%
AMBULANCE FEES 230,000 200,000 190,000 (1 0,oOo) -5.00%
RECREATION FEES 770,000 700,000 700,000 0 0.00%
OTHER CHARGES OR FEES 200,000 650,000 680,000 30,000 4.62%
TOTAL CHARGES FOR SERVICES 3,985,000 4,035,000 4,325,000 290,000 7.19%
FINES AND FORFEITURES 550,000 530,000 550,000 20,000 3.77%
2,000,000 2,000,000 2,000,000 0 0.00% INTEREST -~
18.46% INTERDEPARTMENTAL CHARGES -___ 1,8oo,000 1,625,000 1,925,000 =woo
OTHER REVENUE SOURCES 200,000 525,000 250,000 (275,000) -52.38%
TOTAL GENERAL FUND 43,565,484 41,130,000 43,570,000 2,440,000 5.93%
14
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CITY OF CARLSBAD I REVENUE ESTIMATES FOR 1991-92
ESTIMATED PROJECTED ESTIMATED AS
REVENUE REVENUE REVENUE OF FYS
SOURCE OF FUNDS FY 1990-91 PI 1990-91 FY1991-92 DIFFERENCE PROJE(
CDBG ADMINISTRATION I GRANT REVENUE 65,000 60,100 - 75,200 15,100 2
POLICE ASSET FORFEITURE
ASSET FORFEITURES 150,000 225,000 225,000 0
INTEREST 8,000 9,000 9,000 0
TOTAL 158,OOo 234,000 - 234,000 0-
HOUSING - INTEREST 1 ,000 17,000 15,000 (29000)
FEDERAL GRANT 1,65o,000 19800,000 2,090,006 =o,m
TOTAL 1,651 ,000 1,817,000 2,105,006 288,006
AUDIO-VISUAL INSURANCE
- INTEREST 6,000 3,000 2.500 (500)
INSURANCE FEES 70,000 64,000 65,000 1 ,000
TOTAL 76,000 67,000 - 67,500 500-
STREET LIGHTING
INTEREST 4,000 10,600 10,000 (600)
INTERDEPARTMENTAL 27,000 27,000 44,000 17,000 t
DAMAGE REIMBURSEMENT 5,000 5,000 1 ,000 (4,000) 4
TOTAL 6owOo 612,600 - 840,000 227,400
STREET LIGHTING FEES 570,000 570,000 785,000 215,000
STREET TREE MAINTENANCE - INTEREST 2,500 3,700 3,200 (500)
TREE MAINTENANCE FEES ‘295,705 295,000 485,000 190,000
INTERDEPARTMENTAL 96,700 96,700 81,200 (1 5,500) -
TOTAL 394,905 395,400 569,400 174,000
MEDIAN MAINTENANCE
INTEREST 0 1,500 1,500 0
MEDIAN MAINTENANCE FEES 116,100 116,100 235,000 118,900 1
TOTAL 116,100 117,600 236,500 118,900 1
I 15
CIN OF CARLSBAD
IRWENUE ESTIMATES FOR 1991 -92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE REVENUE REVENUE OF FY 9-91
SOURCE OF FUNDS PI 1990-91 FY 1990-91 FY 1991 -52 DIFFERENCE PROJECTED
BUENA VISTA CHANNEL
INTEREST 0 4,700 4,500 (200) -4.26%
BUENA VISTA FEES 1 00,000 100,000 100,000 0 0.00%
TOTAL 1 00,000 104,700 104,500 (200) -0.1 9%
STATE GRAMS
INTEREST 1 to00 8,000 5,000 (3,000) -37.50%
GRANTS 172,470 172,000 202,600 w600 17.79%
TOTAL 173,470 180,000 207,600 27,600 15 33%
FEDERAL GRAMS
INTEREST 0 1,500 1,500 0
GRANTS 0 *,000 42,330 2,330 5.83%
TOTAL 0 41,500 43,830 2,330 5.61 %
SENIOR PROGRAMS
GRANTS 156,913 153,050 156,913 3,863 2.52%
DONATIONS 60,000 75,000 75,000 0 0.00%
TOTAL 21 6,913 228,050 231,913 3,863 1.69%
TOTAL SPECIAL REVENUE FUNDS 3,557,388 3,857,950 4,715,449 859,499 22.23%
LIBRARY BONDS
PROPERlYTAX 23,000 22,300 9,008 (1 3,292) -59.61 %
INTEREST 100 400 300 (1 00) -25.00%
TOTAL 23,100 22,700 9,308 (1 3,392) -59 oG%
SEWER BONDS
PROPERTYTAX 126,000 126,000 20,502 (1 05,498) -83.73%
INTEREST 1,000 900 1 ,000 100 11.11%
TOTAL 127,000 126,900 21,502 (1 05,398) -83 06%
( TOTAL DEBT SERVICE FUNDS 150,100 3o,ai o 11 8,7 -79.41 %
16
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CITY OF CARLSBAD 8 REVENUE ESTIMATES FOR 1991-92
ESTIMATED PROJECTED ESTIMATED AS 9
REVENUE REVENUE REVENUE OF FYSH
SOURCE OF FUNDS FY 1990-91 FY 1990-91 FY1991-92 DIFFERENCE PROJEC
WATER MAINTENANCE
RECONNECT FEES 10,000 10,000 10,000 0 (
INTEREST 45,000 30,m 27,000 (3,000) -1 I
REAW TO SERVE CHARGE 1 ,300,000 1,390,000 1,400,000 10,000
FIRE PROTECTION 6,000 35,ooo 35,000 0
METER CONNECTION FEES 72,000 =,m =,000 0
LATE CHARGES 125,000 170,000 175,000 5,000
MISCELLANEOUS =,000 45,000 - =too0 5,000 1
TOTAL 1,608,000 1,765,000 - 1,782,000 17,000
SEWER MAINTENANCE
INTEREST 125,000 50,000 ~,000 (10,oOo) -2
SERVICE CHARGES 2,=0,000 2,200,000 3,476,000 1,276,000 Y C
LATERAL CONNECTIONS 23,000 13,000 45,000 32,000 24
MISCELLANEOUS 0 2,000 0 (2,000) -1 0
TOTAL 2,348,000 2,265,000 - 3,561 ,000 1,296,000 5
/
SOLID WASTE MANAGEMENT
INTEREST 0 900 1,200 300
GRAMS 0 32,000 ~,000 (2sw
RECYCLING FEE 0 0 0 0
TOTAL 0 32,900 - 31,200 (1,700) -
-
TOTAL ENTERPRISE FUNDS 3,956,000 4,062,900 5,374,200 1,311 ,x0
II 17
CITY OF CARLSBAD
REVENUE ESTlMATES FOR 1991-92
ESTIMATED PROJECTED ESTIMATED AS %
REVENUE REVENUE REVENUE OF N 90-91
SOURCE OF FUNDS N 1990-91 FY 1998-91 N 1991 -92 DIFFERENCE PROJECTED
WATER OPERATIONS
(1,286,200) -21.41 % WATER REVENUES 6,008,200 6,008,200 4,722,000
PROPEFW TAX 560,000 =a000 562,000 2,000 0.36%
ENG &OTHER SERVICES 150,000 150,000 107,000 (44000) -28.67%
MISCELLANEOUS REVENUE 50,000 50,000 24,000 (26,000) -52.00%
INTEREST 270,000 270,000 291 ,000 21 ,000 7.78%
TOTAL 7,038,200 7,038,200 5,706,000 (1,332.200) - 1 8.93%
WATER DlST PROJECT REPL
CAPITALSURCHARGE 875,000 875,000 1,015,000 140,000 16.00%
ClTy CONTRIBUTIONS 0 0 4,300,000 4,300,000
INTEREST a000 20,000 =J,000 =cwo 1650.00)6
TOTAL 895,000 895,000 5,665,000 4,770,000 532.96%
WATER DlST MAJOR FACILITIES
MAJOR FACILITY CHARGE 1 ,400,~ 1 ,400,000 1,496,000 96,000 6.86%
88 REFUNDING PROCEEDS 0 0 0 0
INTEREST INCOME 600,000 600,000 369,000 (231 ,aoo) -38.50%
TOTAL 2,000,000 2,000,000 1,865,000 (1 35,q -6.75%
TOTAL WATER DISTRICT 9,933,200 9,933,200 13,236,000 3,302,800 33.25%
WORKERS COMP SELF-INSURANCE
INTEREST 5woQ 35,000 30,000 (5,000) -14 29%
SERVICES 750,000 750,000 576,225 (173,775) -23.1 7%
TOTAL 800,000 785,000 606,225 (1 78,775) -22.77%
UABIUTY SELF-INSURANCE
INTEREST 120,000 83,000 95,000 12,000 14.46%
SERVICES 498,200 498,200 1 ,000,000 501,800 100.72%
TOTAL 61 8,200 581,200 1,095,000 513,800 88.40%
HEALTH INSURANCE
INTEREST 45,000 45,000 70,000 25,000 55.56%
REIMBU RSEM ENTS 240,000 220.000 240,000 20,000 9 09%
TOTAL 1,645,000 1,625,000 1,440,700 (1 84,300) -1 1.34%
INTERDEPAFTMENTAL 1 ,=wo0 1,360,000 1,130,700 (=Vw -16 86%
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I TOTAL 420,000 420,000 430 10,000
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CIN OF CARLSBAD 1 REVENUE ESTIMATES FOR 1991-92
ESTIMATED PROJECTED ESTIMATED AS
REVENUE REVENUE REVENUE OF PI!
SOURCE OF FUNDS FY 1990-91 FY 1990-91 N1991-92 DIFFERENCE PROJE
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,155,063 1 ,o94,000 1,223,600 129,600
MISCELLANEOUS 50,000 4&000 50,000 2,000
TOTAL 1,205,063 1,142,000 - 1,273,600 131,600
VEHICLE REPLACEMENT
INTERDEPAFWMENTAL 798,720 776,800 833,400 =,600
INTEREST 12,000 41 ,000 40,000 (1 ,000)
SALE OF PROPERTY 0 40,000 40,m 0
TOTAL 81 0,720 857,800 - 91 3,400 55,600
DATA PROCESSING
INTEREST 14,000 18,000 18,000 0
CHARGES 732,690 760,000 808,800 48,800
TOTAL 746,690 778,000 - a26,m 48,800
TOTAL INTERNAL SERVICE FUNDS 5,825,673 5,769,000 6,155,725 386,725
REDEVELOPMENT FUNDS
OPERATIONS 192,000 192,000 306,672 1 14,672
INTEREST 80,000 80,000 115,000 35,000
149,672 TOTAL 272,000 272,000 421,672
e
LOW AND MOD INCOME HSNG 300,000 ~9000 360,000 a000
INTEREST 120,000 120,000 70,000 Wt000) -
TAX INCRMNT BOND DEBT SRV 1 ,w7,4al 1,007,400 1,133,328 125,928
BOND INTEREST 125,000 125,000 150,000 25,000
TOTAL 1,132,400 1,132,400 1,283,328 150,928
- CAPITAL PROJECTS 0 21 4,000 150,000 (s4,000)
TOTAL OTHER FUNDS 1,824,400 2,038,400 2,135,000 310,600
TOTALOPERATING FUNDS 65,792,245 63,832,050 67,687,184 3,830,134
TOTAL CAPITAL FUNDS 3,020,000 3,109,000 7,680,000 4,596,000 1
GRAND TOTAL $68,812,245 $66,941,050 $75,367,184 $8,426,134
19
CITY OF CARLSBAD
PERSONNEL AL.LOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
1 1
TOTAL CITY COUNCIL 1 1 0
CITY MANAGER 1 1
ASSISTANT CITY MANAGER 1 1
FINANCIAL SERVICES MANAGER 1 1
ASSISTANT TO CITY MANAGER 1 1
SECRETARY TO C. MANAGER 1 1
SECRETARY I 1 1
CLERK TYPIST I 1 1
TOTAL CITY MANAGER 7 7 0
INFORMATION SYSTEMS DIRECTOR 1 1
ASSISTANT CITY CLERK I 1
STENO CLERK II 1 1
MINUTES CLERK 1 1
CLERK TYPIST II 1 1
SECRETARY II 1 1
TOTAL INFORMATION SYSTEMS 6 6 0
DATA PROCESSING
PROGRAMMEWOPERATOR 2 2
PROG RAMM EWANALY ST 1 1
MICRO COMPUTER SPECIALST 1 1
DATA PROCESSING MANAGER 1 1
TOTAL DATA PROCESStNG 5 5 0
TOTAL INFORMATION SYSTEMS 41 11 0
CITY ATTORNEY 1 1
ASSISTANT CITY ATTORNW 1 1
DEPUTY CITY ATTORNEY 1 1
SECRETARY TO C. AlTORNEY 1 1
SECRETARY II 1 1
TOTAL CITY AITORNEY 5 5 0
20
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
I
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1
1
1
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I TOTAL PURCHASING 6 6 0
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1
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1 21
1990-91 1991 -92 REQUEST
NUMBER f3UDGET OVER
ALLOCATED RIWJEST (UNDER)
1990-91
ALLOCATED
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
ACCOUNTANT 3 3
ACCOUNTANT -WATER 0 1 1
ACOUNTING SUPERVISOR 2 2
ACCOUNT CLERK II 4 2 -2
ACCOUNT CLERK I1 - WATER 0 1 1
ACOUNT CLERK I 2 2
AUDITOR 1 1
BUSINESS LICENSE REPRESENTIVE 1 1
SECRETARY II 1 1
TOTAL FINANCE 17 17 0
RISK MANAGER 1 1
SECRETARY I1 1 1
TOTAL RISK MANAGEMENT 2 2 0
1 1
SECRETARY I 1 1
BUYER 2 2
STOREKEEPER 1 1
MESSENGER 1 1
1 1
COMPENSATION & BENEFITS MGR 1 1
EMPLOYMENT SERVICES MANAGER 1 1
HUMAN RESOURCES ANALYST 1 1
HUMAN RESOURCES ASSISTANT 1 1
SECRETARY II 1 1
CLERK TYPIST II 1 1
COMPENSATION TECHNICIAN 1 1
TOTAL HUMAN RESOURCES 8 8 0
MGR OF RESEARCH & ANALYSIS 1 1
SR MANAGEMENT ANALYST 2 2
SECRETARY I 1 1
TOTAL RESEARCH 4 4 0
ClTY 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
ADMINISTRATION
POLICE CHIEF 1 1
MANAGEMENT ANALYST 4 4
SECRETARY II 1 1
TOTAL ADM I NlSTRATl ON 3 3 0
OPERATIONS
POLICE CAPTAIN 4 1
POLICE LIEUTENANT 4 4
POLICE SERGEANT 6 6
SENIOR POLICE OFFICER 40 10
POLICE OFFICER 32 32
POLICE SERVICES AIDE 1 1
TOTAL OPERATIONS 54 54 0
INVESTIGATIONS
POLICE LIEUTENANT 1 1
POLICE SERGEANT 4 1
POLICE OFFICER 1 1
POLICE SERVICE AIDE 1 1
SECRETARY 1 2 2
TOTAL INVESTIGATIONS 14 14 0
VICE NARCOTICS
POLICE SERGEANT 1 4
POLICE OFFICER 2 2
TOTAL VICE NARCOTICS 3 3 0
TECHNICAL SERVICES
POLICE CAPTAIN 1 1
POLICE SERGEANT 1 1
POLICE OFFICER 2 0 -2
RECORDS & COMMUNIC SUPERV 1 1
SUPERVISING COMMUNICATOR 1 1
COMMUNICATION OPERATOR II 13 13
POLICE RECORDS CLERK II 6 6
CRIME PREVENT TECH 1 1
SECRETARY 1 1 1
TOTAL TECHNICAL SERVICES 27 25 -2
DARE PROGRAM
POLICE OFFICER 0 2 2
TOTAL DARE PROGRAM 0 2 2
SENIOR POLICE OFFICER 8 a
22
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
I
1
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8
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1 TOTAL POLICE 109 109 0
1
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1
I TOTAL BUILDING INSPECTION 15 15 0
1
I TOTAL COMM DN ADMINIST 5 5 0
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1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
TRAFFIC
POLICE SERGEANT 1 1
SENIOR POLICE OFFICER 4 4
POLICE OFFICER 2 2
POLICE SERVICES AIDE 1 1
TOTAL TRAFFIC a a 0
1 1
FIRE BATTALION CHIEF 4 4
FIRE CAPTAIN SPECIALIST 4 4
FIRE ENGINEER 18 18
FIRE FIGHTER 12 12
SECRETARY II 1 1
SECRETARY I 1 1
1 0 -1 FIRE PREVENTION OFFICER I
FIRE PREVENTION OFFICER II 1 2 1
FIRE PREVENTION OFFICER 111 2 2
TOTAL FIRE 81 ai 0
FIRE CAPTAIN ia ia
PARAMEDIC- FIRE FIGHTER ia ia
1 1
BUILDING INSPECTOR 111 2 2
BUILDING INSPECTOR II 4 4
BUlDLlNG INSPECTOR I 1 1
CODE ENFORCEMENT OFFICER 1 1
CODE ENFORCEMENT OFFICER I 1 1
BUILDING TECHNICIAN II 1 1
TECHNICIAN I 2 2
PERMIT CLERK 2 2
COMMUNITY DEVEL DIRECTOR 1 1
SENIOR MANAGEMENT ANALYST 1 1
CLERK TYPIST I 2 2
RECEPTlONlSTlCASHlER 1 1
I 23
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
ADMINISTRATION
CITY ENGINEER 1 4
ASSOCIATE CIVIL ENGINEER 0 0.5 0.5
SR MANAGEMENT ANALYST 4 1
MANAGEMENT ANALYST 1 4
SECRETARY II 2 2
WORD PROCESS OPERATOR II 3 3
CLERK TYPIST II 9 1
TOTAL ADM IN I STRATI ON 9 9.5 0.5
DEVELOPMENT
ASSISTANT CITY ENGINEER 1 1
PRINCIPAL CIVIL ENGINEER 2 2
ASSOCIATE CIVIL ENGINEER 7 7
ASSISTANT CIVIL ENGINEER 2 2
ENGINEERING TECHNICIAN I1 3 3
TECHNICIAN 1 1 1
TOTAL DEVELOPMENT 16 16 0
MUNlCi PAL PROJECTS
MUNICIPAL PROJECT MANAGER I 1
PRINCIPAL CIVIL ENGINEER 2 2
ASSOCIATE CIVIL ENGINEER 4 4
ENGINEERING TECHNICIAN I1 2 2
PRINCIPAL CONSTRUCTION INSPECT 1 1
SR CONSTRUCTION INSPECTOR 2 2
CONSTRUCTION INSPECTOR 5 5
ENGINEERING INSPECTOR - WATER 0 1 1
SR ENGINEERING INSP -WATER 0 1 1
PERMIT CLERK 1 1
TOTAL MUNICIPAL PROJECTS 18 20 2
TRANSPORTATION
TRAFFIC ENGINEER 1 1
ASSOCIATE CIVIL ENGINEER 2 2
ASSISTANT CIVIL ENGINEER 1 1
TOTAL TRAN SPORTATI C)N 4 4 0
TOTAL ENGINEERING 47 49.5 2.5
24
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
I
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1
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1
1
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1
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1990-91 1991 -92 REQUEST
NUMBER f3UDGET OVER
ALLOCATED RIEQ U EST (UNDER)
1990-91
ALLOCATED
GROWTH MANAGEMENT MANAGER 1 1
SR MANAGEMENT ANALYST 1 1
ASSOCIATE CIVIL ENGINEER 1 0.5 -0.5
SENIOR PLANNER 1 1
TOTAL GROWTH MANAGEMENT 4 3.5 -0.5
1 1
ASSISTANT PLANNING DIRECTOR 1 1
SR MANAGEMENT ANALYST 2 2
PRINCIPAL PLANNER 2 2
SENIOR PLANNER 4 4
ASSOCIATE PLANNER 7 7
ASSISTANT PLANNER 3 3
PLANNING TECHNICIAN I 1 1
PLANNING TECHNICIAN II 1 1
GRAPHIC TECHNICIAN 1 1
SECRETARY I1 1 1
WORD PROCESS OPERATOR I 1 1
WORD PROCESS OPERATOR II 2 2
TOTAL PLANNING 27 27 0
0 0.5 0.5
TOTAL HISTORIC PRESERVATION 0 0.5 0.5
GEOGRAPHIC INFO SYSTEM COORD 1 1
GEOGRAPHIC INFO SYSTEM TECH 1 1
TOTAL GEOGRAPHIC INFORMATION 2 2 0
25
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 11991 -92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
LIBRARY ADMINISTRATION
LIBRARY DIRECTOR 1 1
ASSISTANT LIBRARY DIRECTOR 1 4
LIBRARIAN 111 1 0 -1
LIBRARY ASSISTANT II 2 0 -2
SECRETARY II 1 1
MANAGEMENT ANALYST 0 1 1
GRAPHIC ARTIST 1 1
MESSENGER 1 1
ACCOUNT CLERK I 1 1
TOTAL ADMINISTRATION 9 7 -2
CIRCULATION
LIBRARY ASSISTANT 111 1 1
LIBRARY ASSISTANT II 1 1
LIBRARY ASSISTANT I 1 1
TOTAL CIRCULATION 3 3 0
REFERENCE SERVICES
LIBRARIAN 111 1 1
LIBRARIAN I 1 1
LIBRARY ASSISTANT I 1 1
TOTAL REFERENCE 5 5 0
GENEAOLOGYROCAL t-IISTORY
LIBRARIAN 111 1 1
TOTAL GENEAOLOGY 1 1 0
CHILDREN’S SERVICES
LIBRARIAN 111 1 1
LIBRARIAN II 1 1
LIBRARY ASSISTANT II 1 1
TOTAL CHILDREN’S 3 3 0
TECHNICAL SERVICES
LIBRARIAN 111 1 1
LIBRARIAN II 2 2
LI B RARY ASS1 STA NT I I 3 4 1
LIBRARY ASSISTANT I 1 0 -1
CLERK TYPIST II 1 1
TOTAL TECHNICAL 8 8 0
COLLECTION DEVELOPMENT
LIBRARIAN 111 0 1 1
LIBRARY ASS1 STA NT I I 0 1 1
TOTAL COLLECTION DEVEL 0 2 2
LIBRARIAN 5 2 2
26
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-!31 AND 1991 -92
I
I
I
U
I
]I TOTAL ADULT LEARNING 2 2 0
1
I TOTAL LIBRARY 34 34 0
B
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II
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R
IC
1.
I
1990-91 1991 -92 REQUEST
NUMBER I3UDGET OVER
ALLOCATED RIEQU EST (UNDER)
1990-91
ALLOCATED
MEDIA SERVICES
AUDIO VIUSUAL SPECIALIST 1 1
TOTAL MEDIA 1 1 0
ADULT LEARNING
LIBRARIAN 111 1 1
CLERK TYPIST II 1 1
BRANCH
LIBRARY ASSISTANT 111 1 1
LIBRARY ASSISTANT I 1 1
TOTAL BRANCH 2 2 0
1 '1
COMMUNITY ARTS COORDINATOR 1 1
SECRETARY I 1 1
TOTAL CULTURAL ARTS 3 3 0
ADMINISTRATION
PARKS & RECREATION DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
PARK PLANNER 1 1
SECRETARY II 1 1
CLERK TYPIST II 1 1
TOTAL ADMl Nl STRATION 5 5 0
PARK MAINTENANCE
PARK SUPERINTENDENT 1 1
PARK SUPERVISOR 1 1
PARK MAINTENANCE WORKER 111 5 5
PARK MAINTENANCE WORKER II 9 9
PARK MAINTENANCE WORKER I 4 4
BUILDING MAINT CARPENTER 1 1
TOTAL PARK MAINTENANCE 21 21 0
TREE MAINTENANCE
PARK SUPERVISOR 0.5 0.5
TREE TRIMMER LEADWORKER 2 2
TREE TRIMMER II 2 2
TREE TRIMMER I 2 2
TOTAL TREE MAINTENANCE 6.5 6.5 0
I 27
CITY OF CARLSBAD
BY DEPARTMENT AND CL;ASSIFICATION
PERSONNEL AL.LOCATIONS FOR 1990-91 AND 1991 -92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
MEDIAN MAINTENANCE
PARK SUPERVISOR 0.5 0.5
PARK MAINTENANCE WORKER I 1 4
TOTAL MEDIAN MAINTENANCE 1.5 1.5 0
RECREATION OPERATIONS
RECEPTlONlSTlCASHlER 3 3
RECREATION SPECIALIST I 1 1
TOTAL RECREATION OERATIONS 4 4 0
RECREATION FEE SUPPORTED
RECREATION SUPERINTENDENT 1 4
PRINC RECREATION SLIPERV 1 1
RECREATION SUPERVISOR II 3 3
RECREATION SUPERVISOR I I 1
RECREATION SPECIALIST I 2 2
TOTAL RECR. FEE SUPPORTED 8 8 0
AQUATICS
AQUATIC SUPERVISOR 1 4
TOTAL AQUATICS 4 4 0
SENIOR PROGRAM
SR CITIZEN COORDINATOR 1 4
SECRETARY I 4 1
SITE MANAGER 1 1
TOTAL SENIOR PROGRAM 3 3 0
TOTAL PARKS & RECREATION 50 50 0
ADMINISTRATION
UTILlTlESlMAINTENANCE DIR 4 4
ASST UTlUMAlNT DIR 1 1
SR MANAGEMENT ANALYST 1 1
SECRETARY I1 1 1
CLERK TYPIST I1 1 1
TOTAL ADMlNlSTRATlOlU 5 5 0
28
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
I
1
I:
I
1
R
1
I
1
I
8
I
1
I
m
II
1
I TOTAL SANITATION 8.4 8.4 0
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
STREET MAINTENANCE
ENGINEERING TECHNICIAN II 0.3 0.3
STREET MAINTENANCE SUPT 1 1
STREET MAINTENANCE SUPERV 2 2
STREET MAINTENANCE WORKER 111 5 6
STREET MAINTENANCE WORKER II 14 13
STREET MAINTENANCE WORKER I 3 3
TOTAL STREET MAINTENANCE 25.3 25.3 0
STREET LIGHTING
ELECTRICIAN II 1 1
ELECTRICIAN I 1 1
ELECT OPERATIONS SUPERVISOR 1 1
TOTAL STREET LIGHTING 3 3 0
BUILDING MAINTENANCE
BUILDING MAINT SUPT 1 1
BUILDING MAINT SUPERV 1 1
SENIOR BUILDING MAINT WORKER 0 1 1
BUILDING MAINT CARP 2 0 -2
BUILDING MAlNT WORKER 111 0 1 1
BUILDING MAINT WORKER I 0 1 1
CUSTODIAN II 1 1
CUSTODIAN ' 9 9 0
STREET MAINTENANCE WORKER II 1 0 -1
TOTAL BUILDING MAINTENANCE 15 15 0
WATER
0.5 0.5 UTILITY MAINT SUPERINTENDENT
ACCOUNT CLERK II 0.5 0.5
ENGINEERING TECH II 0.3 0.3
UTILITY MAINT WORKER Ill 1 1
METER SHOP SUPERVISOR 1 1
METER READER II 5 5
METER READER I 1 1
TOTAL WATER 9.3 9.3 0
SANiTATlON
UTILITY MAINT SUPERINTENDENT 0.5 0.5
ACCOUNT CLERK II 0.5 0.5
ENGINEERING TECH II 0.4 0.4
SEWER MAINTENANCE SUPERV 1 1
UTILITY MAINT WORKER 111 1 1
UTILITY MAINT WORKER ll 2 2
MAINT WORKER I 1 1
UTILITY SYSTEM OPERATOR 111 1 1
UTILITY SYSTEM OPERATOR II 1 1
I 29
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
FLEET OPERATIONS
FLEET MAINTENANCE SUPERT 1 1
ACCOUNT CLERK II 1 1
EQUIPMENT MECHANIC II 2 2
EQUIPMENT MECHANIC I 1 1
EQUIPMENT SERVICE WORKER 1 1
EQUIPMENT MECHANIC SUPERVISOR 1 1
TOTAL FLEET OPERATGONS 7. 7 0
TOTAL UTILITIESNAINTENANCE 73 73 0
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT DIR 1 1
SR MANAGEMENT ANALYST 2 4.5 -0.5
CLERK TYPIST II 1 1
SECRETARY II 1 1
TOTAL REDEVELOPMENT AGENCY 5 4.5 -0.5
HOUSING
SENIOR MANAGEMENT ANALYST 1 1
HOUSING SPECIALIST I 1 1
MANAGEMENT ANALYST 1 1
CLERK TYPIST II 1 1
TOTAL HOUSING 4 4 0
BLOCK GRANT
SR MANAGEMENT ANALYST 1 1 0
TOTAL BLOCK GRANT 1 1 0
TOTAL HOUSING & REDEVELOPMENT 10 9.5 -0.5
GENERAL SERVCIES ADMIN
GENERAL MANAGEWDE 1 1
ADMINISTRATIVE MANAGER 4 1
ADMINISTRATIVE ANALYST 1 1
ACCOUNTANT 1 0 -1
ACCOUNTING OFFICE ASSISTANT 1 0 -1
ACCOUNT CLERK I1 0 1 1
ACCOUNT CLERK I 0 1 1
WATER CONSERVATION SPECIALIST 1 1
EXECUTIVE SECRETARY 1 1
RECEPTIONIST 1 1
TOTAL GENERAL SERVICES ADMlN 8 8 0
30
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991 -92
I
I
1
1
i3
I
I
I
I TOTAL OPERATIONS 19 19 0
I
U
I
I
1
I
I
I
I
1990-91 1991 -92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
ALLOCATED
1990-91
OPERATlONS
SUPERINTENDENT 1 1
SYSTEMS OPERATION SUPERVISOR 1 1
CONSTRUCTION & MAINT SUPERV 1 1
SENIOR SYSTEMS OPERATOR 1 1
SERVICE COORDINATOR 1 1
STOREKEEPER 1 1
SR CONSTR & MAINTENANCE WORKE 1 1
SYSTEMS OPERATOR II 3 3
SYSTEMS OPERATOR I 1 1
EQUIPMENT OPERATOR 1 1
1 1 FACILITY MAlNT LEADWORKER
CONSTRUCTION MAINT WORKER 3 3
SENIOR VALVE TECHNICIAN 1 1
VALVE TECHNICIAN 1 1
OPERATIONS OFFICE ASSISTANT 1 1
ENGINEERING
DISTRICT ENGINEER 1 1
SR. ENGINEERING TECHNICIAN 2 2
SR. ENGINEERING INSPECTOR 1 0 -1
ENGINEERING INSPECTOR 1 0 -1
ENGINEERING TECHNICIAN 3 3
ENGINEERING SECRETARY 1 1
ENGINEERING OFFICE ASSISTANT 1 1
TOTAL ENGINEERING 10 a -2
TOTAL WATER DISTRICT 37 35 -2
558 0
92PER
I 31
I
I
I
I
31
I
I
I
I
I
I
I
I
I
I
I
I
I
I
1-1
/
1
I
1
1988-89 19a9-5)o 1990-91 1991 -92
ACTUAL ACTUAL. BUDGET BUDGET
PERSONNEL $ 104,626 $ 122,417 S 122,036 S 134,937
MAINTENANCE OPERATION 19,847 20,568 29,678 32,781
CAPITAL OUTLAY 0 (1 6,000 0
GRAND TOTAL $ 124,473 $ 142,,9a5 s 157,714 s 167,718
POSIT IONS 1 'I 1 1
1988-89 1989-90 ACTUAL ACTUAL
PERSONNEL E 340,780 f 357,609
BAINTENANCE OPERATION 48,682 48,227
CAPITAL OUTLAY 8,547 15,334
GRAND TOTAL $ 398,009 $ 421,170
POSIT IONS 5 5
1991 -92 1990-91 BUDGET BUDGET
$ 478,032 546,499
59,694 60,800
10,728 0
$ 548,454 $ 607,299
7 7
I
I
I
1990-91 1991-92 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 1,948 $ 155 S 0 $ 0
MAINTENANCE OPERATION 22,391 28,548 44 * 734 42,614
CAPITAL OUTLAY 0 0 1,373 0
GRAND TOTAL $ 24,339 $ 28,703 S 46,107 $ 42,614
POSIT IONS 0 0 0 0
PROGRAM: CITY CLERK FUND: GENERAL DEPARTMENT: CITY CLERK ACGT # 001-1830
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The City Clerk's Department is responsible for performance of duties as defined in the Covermnt Code and the
Carlsbad Municipal Code.
WORKLOAD MEASURES : PROGRAM ACTIVITIES:
CY /i 989 CY/lWO
I. Elections: Electim Services: Serves as the City's Election
Officer responsible for conducting the Municipal 1 Special 9 General E Lect i ons -
Fair Political Practices Canaissim (FPPC) Filimsr 1. FiLings:
Serves as City's Filing Officer for all filings 33 Campaign 47 Campaign required by the Political Reform Act of 1974. This St at emen t s Statements
includes receipt and review of Campaign Statements 115 Statements of 247 Statements of
and Statements of Economic Interest. Economic Economic
Interest Knterest
Comcil Heetim Record of Proceedings: Keeps an 1. Council Minutes:
accurate record of proceedings of the legislative 65 62 body as required by the Government Code.
Achinistrative Services: Maintains custody of City 9. CLaims Filed:
Seal; maintains City records which include filing 113 105 of records and certification of copies; publishes
ordinances and notices of public hearings; receives
all claims filed. 46 40
2. Public Hearing Notices:
3. Ordinances Published:
46 44
Smrt Services: Provides staff support to the 1. Meetings Held: Parking Authority and BuiLding Authority. Serves as Secretary to the Public Inprovement Corporation
and Water Board and Recording Secretary to the Housing and Redevelopnent Cmission.
15 47
SIGNIFICANT CHANGES:
Budgeted expenses are down for fiscal year 1991-92 as there are no elections anticipated.
a
35
I
E
1
1988-89 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 231,356 S 295,476 S 364,419 S 391,257
MAINTENANCE OPERATION 28,305 35,969 43,908 55,479
CAPITAL OUTLAY 507 6,692 11,655 0
GRAND TOTAL S 260,168 S 338,137 S 419,982 S 446,736
POSIT IONS 3 3 5 5
PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE ACCT # 001-1310
MAINTENANCE OPERATION
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.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Financial Wenaaemen t Achinistrationt Provide long- 1. Present results of fiscal inpact analysis of
range financial planning services, including the General Plan.
2. Update and report City's long-range financial funding of grouth management related facilities,
long-range operating revenue and expense forecasts.
Budset Hanaqement: Develop an annual budget 1. Prepare annual capital and operating budgets
identifying operating and capital programs and uhich include program activity and output
their costs for future years. measures or performance objective statements.
2. Monitor expenditures monthly to insure budgetary integrity.
projections.
Assessment District/CFD Ahinistration: Provide 1. Issue bonds for initial capital projects.
financial management of 1913/15 Act Assessment and Mello-Roos Districts. 2. Establish CFD No. 1 tax rates.
3. Establish recording system for Alga Road Assessment agreements.
Accounts Receivable: Bill and collect revenue for 4. Establish business license field inspection
the City; includes utilities, business license, system.
2. Revise ordinance to base business license fee ambulance, parking citations, and emergency
response billings.
Accounts Payable: Assembles and pays the debts of
the City, including payroll. Satisfies require- and pay invoices.
ments of taxing agencies.
General Accomting: Prepares and maintains 1. Distribute monthly expenditure smry on 5th
accurate financial records; includes grants, uorking day of month.
capital projects, enterprise funds, assessment 2. Survey City departments to determine
departmental financial needs/requirements. districts, investments, and fixed assets.
3. Provide City Manager and Council with timely monthly financial reports.
on prior year's actual receipts.
Maintain turnaround time of 30 days to process 1.
Audits: Revieus records of businesses in City that 1. Audit 40 major retailers and businesses; 3
support business license, sales taxes, franchise major hotels/motels; all franchise fees.
Revieu Carlsbad Convention and Visitors Bureau fees, and TOT revenue. Perform compliance revieus
for compliance. and internal audits of City departments. 2.
SIGNIFICANT CHANGES:
This program uill be absorbing one Accountant and one Account Clerk from the Uater District uhile giving two
Account Clerk's I1 to the Uater Oistrict. Maintenance
and Operation expenses are down due to the payment or completion in 1990-91 of one time projects, such as Mello
Roos consulting and the fiscal inpact analysis of the General Plan.
One Account Clerk I position has no funds allocated.
37
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
P
4 GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 11,262 S 23,237 8 27,306 S 28,541
31,739 37,838 52,491 53,024
752 0 0 0
S 43,753 S 61,075 S 79,797 S 81,565
0. a1 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
WS I T I ONS
1988-89 1989-90 1990-91 1991-92 ACTUAL ACTUAL BUDGET BUDGET
S 0 0 0 S 0 S 0
40,900 34,500 35,000 35 ~ 000
0 0 0 0
S 10,900 S 34,500 S 35,000 S 35,000
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
1
1
I CAPITAL OUTLAY
GRAND TOTAL
POSI T IONS
1991 -92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
s 174,345 s 1a2.045 s 218,875 s 247,926
104,270 157,487 165,504 154,908
5,291 4,105 7,461 0
s 283,906 s 343,637 s 391,840 s 402.834
5 51 6 6
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSl T IONS
1988-89 1989- 90 1990-91 1991-92 ACTUAL ACTUAL BUDGET BUDGET
f 204,337 0 267,217 f 524,012 f 457,390
257,815 310,184 512,100 454,952
940 5 , 856 38,620 0
$ 462,892 S 583,259 0 1,074,732 0 912,342
5 6 8 8
1991-92 1990-91 1988-89 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 0 0 s 0 s 0
MAINTENANCE OPERATION 1,207,949 i , 24~1,108 1,494,854 1,743,179
I
li CAPITAL OUTLAY 0 0 0 0
8 POSIT IONS 0 0 0 0
GRAND TOTAL s 1,207,949 s 1,24ci,ioa s 1,494,854 s 1,743,179
1
1988-89 . ACTUAL
PERSONNEL t 144,951
MAINTENANCE OPERATION 18,627
CAPITAL OUTLAY 6,844
GRAND TOTAL S 170,419
POSI T IONS 4
1991 -92 1990-91 1989- 90 ACTUAL BUDGET BUDGET
t 199,020 0 221,386 t 251,024
59,962 285 s 198 41,771
i2,aas 7,050 0
0 271,767 0 513,634 t 292,795
4 4 4
1988-89 1989- 5)O 1990-91
ACTUAL ACTUAL. BUDGET
PERSONNEL S 197,362 $ 215,907 S 282,524
MAINTENANCE OPERATION 140,653 133,676 147,956
I*
I
I
CAPITAL OUTLAY 1,999 39,940 263,i a5
GRAND TOTAL s 340,014 $ 389,523 s 693,665
POSIT IONS 5 ti 6
1991-92
BUDGET
S 293,275
146,210
0
s 439,485
6
PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: INFORMATION SYSTEMS PAGE TWO ACCT # 001-1710
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY/1989 CY/1990
Minutes Service: Provide minutes for City Boards, 7. Minutes for 14 Minutes for 14
Comnissions and Comnittees. Boards, Comnissions, Boards, Comnissions,
ad Comnittees. andl Comnittees.
SIGNIFICANT CHANGES:
None.
45
1988-89
ACTUAL
S 136,407 PERSONNEL
MAINTENANCE OPERATION 318,716
CAPITAL OUTLAY 0
I
I
I GRAND TOTAL S 455,123
POSITIONS 2
1991 -92 1989- 90 1990-91
ACTUAL BUDGET BUDGET
S 190,617 0 252,489 S 278,643
298,457 508,466 462,971
0 297,144 18,100
S 489,074 S 1,058,099 $ 759,714
3 5 5
PROGRAM: RISK MANAGEMENT
FUND: GENERAL DEPARTMENT: RISK MANAGEMENT Am # 001-1910
MAINTENANCE OPERATION
CAPITAL OUTLAY
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,
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Insurance/Self-Insurance: Directs the marketing, 1. To inplement a facility use liability insurance
renewal, planning and funding of the insured and program.
self-funded portions of the program; administers
the worker's capensation and general liability
self-insurance funds.
ernent: Directs and adnninisters the 1. To provide safety training programs to each Claim Mamw Claims Management Program for worker's compen- department.
sation, property, casualty and general liability by utilizing a combination of in-house servicing and 2. To revise the Administrative Order and
Personnel Rules dealing uith work related third party contract administration. in juries.
Litigation Menarrement: Uorks in conjunction with 1. To Revise the procedure for processing claims
the City Attorney's Office and outside counsel to settlements. monitor, control and resolve litigated matters in
the areas of uorker's compensation, property,
casualty and general liability.
Loss PreventionLTraining: Provides direction, 1. To provide safety training programs for each
programing and training for various City department e
departments in order to minimize the potential risk of future losses.
Swcial Ewnt/FaciLitv Use Programs: Assist uith 1. To inplement a special event liability
the administration of the Special Event/Faci lity Use Programs in order to ensure conpliance with Council Policies established for the protection of the participants, sponsors, spectators and City.
insurance program.
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down as insurance premiums, for proposed earthquake insurance coverage
and collision coverage for vehicles, have been deferred.
47
I
I
I
1990-91 1991-92 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 0 S 0 s 0 S 0
MAINTENANCE OPERATION 467,673 788,990 794,500 1,000,000
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL t 467,673 S 7881,990 S 794,500 t 1,000,000
POSIT I o)(S 0 0 0 0
PROGRAM: GENERAL L IAB 1: L ITY FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT # 612-1910
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The General Liability Self-Insurance Fund is part of the City's Risk Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
General Liability Claims: The fwd is utilized to 1. Revise the Facility Use Program.
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 acbninistration and in-
surance expenses.
2. Implement a Facility Use Liability Insurance
Program.
SIGN I FICANP CHANGES :
None e
49
I
ACCT # 001. 1 PROGRAM: MISC. NON-DEPARTMENTAL
1988-89 1 989- 90 1990-91 1991-9; I ACTUAL ACTUAL BUDGET BUDGE'
10-41-2993 Comnunity Promotion 200,000 147,182 225,000 225 s 001
10-50-2930 Taxes (Chamber) 89 1,000
I
I
I
I
I
I
I
I
1
u
I
i
I
I
I
1
10-50-2993 Comnunity Contributions:
Big Bang Cornnittee t 5,000
Case de Anpro 13,335
Hospice of the North Coast 3,150
Lifeline 10,395
North County Food Co-op 6,300
Sen Diego Aids Project 1,000
Uomen's Resource Center 17,500
YMCA Or North Coast 15,7SO
57,500 62,900 84,058 72,43
19-67-1922 Hosp Grove Debt Service 153,22i! 768,300 876,585 488,27
19-90-2340 Leases (mandated 8 contractual)
City Hall s 36,000
Parking Lots 174,000
Miscellaneous 20,000 106,106 236,500 300,000 230,OO
19-90-2489 Animal Regulation Contract 67,183 67,681 84,670 94,24
19-90-2520 Dues and Subscriptions 21,48Ii 21,581 35,000 36,oa
19-90-2999 Contingencies (Budget request) 1,500,000 1,700,000 1,700,000 2,000,OO
62-10-2211 Street Lighting Assessment 24 , 500 28,000 28,000 28, OC
50
1
D
I
I
1
1
i
I
I
I
1 a
I
I
I
1
I
I
i[puBLlcsAFETy
I e
I
I
I
1991-92 1990-91 1988-89 1989-90.
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 5,058,166 S 5,778,860 S 7,254,679 S 7,325,582
MAINTENANCE OPERATION 1,154,258 1,412,487 1,874,068 2,184,386
CAPITAL OUTLAY 68,505 98,502 143,839 12,000
GRAND TOTAL S 6,280,929 S 7,289,849 S 9,272,586 S 9,521,968
POSIT IONS 91 100 109 109
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
S 135,551 S 156,708 S 226,621 S 228,760
113,837 146,880 290,203 639 I 423
0 0 0 0
0 249,388 S 303,588 $ 516,824 868,183
2 2 3 3
1988-89 1989-90 1990-91 1991-92 I ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 2,638,579 s 3,027,552 s 3,864,794 s 3,870,970
MAINTENANCE OPERATION 41 6,827 527,562 662,971 616,580
CAPITAL WTLAY 15,668 76,388 59,175 0
I
I GRAND TOTAL S 3,071,074 S 3,631,502 'b 4,586,940 S 4,487,550
POSIT IONS 49 49 54 54 -
PROGRAM: INVESTIGATIONS FUND : GENERAL DEPARTMENT: POLICE AUX # 001-2136
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To provide follow up investigations leading to the identification and apprehension of persons responsible for
the comnission 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 jwenile diversion/education groups and programs.
WORKLOAD MEASURES: PROGRAM ACTIVITIES: - 1988 - 1989 1990
1. No. of Reports: Investigations:
and incident reports. 1503 1516 1729
Case Closures: Clearance rate for FBI Index
offenses for:
Investigate and follow-up on crime
1. Clearance Rates:
Violent Crimes - includes hom,icide, rape, / 49% 47% 49%
25% 26% 22% robbery and aggravated assault.*
Property Crimes - includes burglary, larceny theft and motor vehicle theft.*
Property Recovery: Property recovery rate is for 1. Property Clearances: burglary, larceny theft and motor vehicle theft. 45% 49% 43%
Juvenile Diversion: The diversion of juveniles, 1. Juveni Les Diverted:
both delinquent and pre-delinquent, within and 400 440 500 prior to the criminal justice system for
rehabilitative opportunities.
* 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.
54
1990-91 1988-89 1989-90 ACTUAL ACTUAL BUDGET I
I
I
PERSONNEL B 96,734 S 211,951 S 244,603
MAINTENANCE OPERATION 4,198 25,886 30,900
CAPITAL WTLAY 13,178 12,999 3,500
GRAND TOTAL S 114,110 S 250,836 S 279,003
POSITIONS 3 3 3
1991 -92 BUDGET
S 242,329
22,551
0
S 264,880
3
PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT: POLICE ACCT f 001-2140
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide support to the police department in the form of police and fire emergency comnunications, training, crime prevention, records maintenance, automated system coordination and recruiting and personnel.
PERFORMANCE OBJECTIVES: PROGM ACTIVITIES:
Carmnicatiarr: Provide routine and emergency 1. Provide Emergency Medical Update training to cammications service to police, fire and appropriate personnel.
emergency medical program.
Crime Preventim: Presents crime prevention and 1. Produce an Hispanic version of the Neighborhood
neighborhood uatch programs throughout the City.
Assists in camunity relations programs and oversees the False Alarm program.
Training & Persomel: Coordinates all training 1. Inprove pre-employment investigations by
department uide, provides recruiting services, sets up testing program and conpletes P.Q.S.T. mandated
pre-employment investigations. Assists in coordinating public meetings and special programs.
Records-. Provides processing, filing and 1. Improve the coordination and use of the CASS to
maintenance of all department official records. improve department operations/computer
Responsible for data entry into the ARJIS program and for statewide reporting of crime information. Public reception and assistance program is also a
vi tal program.
Uatck Newsletter.
developing contrattua l services.
application programs.
SIGNIFICANT CHANGES:
Two DARE program positions and expenses have been transferred out of the Technical Services Program to its own program.
56
1
8
I
1988-89 1989- 90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 s 0 s 0 s 121,683
MAINTENANCE OPERATION 0 0 0 13,619
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL s 0 S 0 s 0 0 135,302
POS I T IONS 0 0 0 2
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSITIONS
1991 -92 1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
S 10 S 1,750 S 4,375 S 4,500
4,844 3,428 a D 938 8,400
0 799 0 0
S 4,854 S 5,977 S 13,313 S 12,900
0 0 0 0
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1988-89 198940 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 423,836 0 449,373 S 561,286 0 549,558
MAINTENANCE OPERATIOM 43,092 68,167 76,797 108,840
CAPITAL OUTLAY 25,945 2,154 1,180 0
GRAND TOTAL f 492,873 S 519,694 S 639,263 S 658,398
POSIT I OMS 8 <B 8 8
1991-92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 3,913,978 S 4,7?2,767 S 5,554,468 S 5,652,364
MAINTENANCE OPERATION 659,005 693 d 834 iIo3a,741 91 0,874
CAPITAL OUTLAY 52,105 219,586 77,533 0
GRAND TOTAL S 6,617,088 S 5,686,187 S 6,670,742 S 6,563,238
POSIT IONS 63 ai ai 81
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1991-92
BUDGET
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET ’
PERSONNEL s 134,512 s 157,zo s 281,265 s 280,331
MAINTENANCE OPERATION 69,926 77,923 238,870 278,506
CAPITAL OUTLAY 10,302 0 12,000 0
GRAND TOTAL s 214,740 s 235,143 s 532,135 .s 558,837
POSITIONS 2 2 2 3
PROGRAM: FIRE SUPPRESSION FUND : GENERAL DEPARTMENT: FIRE ACGT # 001-2220
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and property trained personnel-
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
9. Maintain a five minute or less response time to
fire and emergency calls for service 90% of the
time Citywide.
Resme Levels: Maintain a high and safe level of
safety services throughout the City.
Training: Provide aL1 safety personneL appropriate 4. Conduct an annual physical fitness appraisal
training in order to enhance their personal safety program for all personnel.
2. Provide technical training to all shift and also enhancing the services provided to the
citizens. personnel on a monthly basis.
3. 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.
4.
Service: Operations personnel will maintain a 1. Engine companies will participate in public positive comnunity profile of service, education programs and code enforcement friendliness, and responsiveness.
2. Engine companies will participate in special
inspections on an annual basis.
connrnity events as needed.
SIGNIFICANT CHANGES:
None.
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1988-889 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 226,196 s 270,1572 s 328,381 s 336,061
MAINTENANCE OPERATION 45 , 719 30,557 62,479 50,600
CAPITAL OUTLAY 4,981 14,732 0 0
GRAND TOTAL $ 276,896 $ 315,961 0 390,860 0 386,661
POSIT IONS 5.5 6 6 6
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
f 564,101 S 749,505 S 778,865 0 805,006
104,614 106,540 116,616 4 13,078
3,845 0 2,000 0
S 672,560 $ 856,045 $ 897,481 $ 918,084
10 12 12 12
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL s 308 S 0 S 0
MAINTENANCE OPERATION 25,979 41,627 54 , 924
CAPITAL OUTLAY 0 0 0
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8
1 GRAND TOTAL S 26,287 S 41,627 S 54,924
POSIT IONS 0.5 a1 0
1991-92
BUDGET
S 0
33,350
0
S 33,350
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
S 69,567 S 81,462 S 95,750 96,566
41,035 56,642 69,000 69,400
5,000 0 49,884 0
S 115,602 S 138,104 S 176,634 S 165,966
1 1 1 1
1 1 COMMUNITY DEVU1
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
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I GRAND TOTAL
POSITIONS
1991-92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
S 184,056 S 221,187 S 249,477 S 272,316
220 , 934 331,990 407,357 359 , 332
0 a, 144 9,900 0
S 404,990 S 561,321 S 666,734 S 631,648
7 7 5 5 I
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSI T IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
$ 0 S 0 S 90,000 S 90,515
0 0 165 I 200 1 26,950
0 0 0 0
S 0 $ 0 S 255,200 S 217,465
0 0 7.5 5.5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSIT I OMS
1991 -92 1990-91 i9m-89 wa9-'?0
ACTUAL ACTUAIL BUDGET BUDGET
S 1,465,669 t 1,849,604 S 2,603,443 S 2,736,786
2,006,059 3,149,355 2,970,132 2,762,222
24,550 40,472 53,340 0
S 3,496,278 S 5,039,431 t 5,626,915 S 5,499,008
33 17 41 47
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
$ 1,032,910 f 1,351,689 f 413,088 0 482,750
781,358 1,181,373 714,099 418,687
10,081 31,757 33 ~ 889 0
0 1,824,349 $ 2,564,819 $ 1,161,076 S 901,437
24 7 9 9.5
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1990-91 1991-92 1988-89 1989.90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL t 0 t 0 t 916,872 s 866,348
MAINTENANCE OPERATION 0 0 0 0
CAPITAL OUTLAY 0 0 5,100 0
GRAND TOTAL t 0 S 0 s 921.9~ s a46.348
POSIT IONS 0 0 16 16
L
1988-89 1989-90
ACTUAL ACTUAL
PERSONNEL S 432,759 S 497,915
MAINTENANCE OPERATION 153,181 157,116
CAPITAL OUTLAY 14,469 8,715
GRAND TOTAL S 600,409 S 663,746
POS I T IONS 9 10
1991 -92 1990 - 91
BUDGET BUDGET
S 1,018,582 S 1,167,285
236,860 175,834
11,725 0
S 1,267,167 S 1,343,119
18 20
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1988-89 1989- 90 1990-91 1991 -92 ACTUAL ' ACTUAL BUDGET BUDGET
PERSONNEL s 0 $ 0 S 254,901 S 240,403
MAINTENANCE OPERATION 0 CI 0 0
CAP I TAL OUTLAY 0 0 2,626 0
GRAND TOTAL s 0 S 0 S 257,527 S 240,403
POSIT IONS 0 (I 4 4
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POS I T I ONS
1991-92 1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
$ 0 $ 0 $ 0 $ 0
1,071,520 1,810,866 2,019,173 2,167,701
0 0 0 0
$ 1,071,520 0 1,810,866 $ 2,019,173 $ 2,167,701
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSIT IONS
1990-91 1991-92 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
S 8,404 S 12,761 S 16,800 S 18,950
15,582 16,144 16,500 17,000
0 0 0 0
S 23,986 S 28,905 S 33,300 S 35,950
0 0 0 0
1988-89 1989-90 1990 - 91
ACTUAL ACTUAL BUDGET
PERSONNEL t 630,231 0 815,545 0 1,313,788
MAINTENANCE OPERATION 221,077 316 ~ 804 777,778
CAPITAL OUTLAY 4,050 25,532 84,300
GRAND TOTAL $ 855,358 f 1,157,881 0 2,175,866
POS I T IONS 16 24 27
1991 -92 BUDGET
S 1,382,646
882,652
0
$ 2,265,298
27
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
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I GRAND TOTAL
POS I T I ONS
1991-92 1988-89 1989-'30 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 140,538 S 17!5,523 0 245,400 $ 170,405
39,108 13,671 81 ,960 45,420
4,600 10,313 8,000 0
S 184,246 S 199,507 0 335,360 0 215,825
4 4.25 4 3.5
PER SON N E L
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
4991-92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
s 447,478 s 458,100 s 68,628 o 672,835
406, a09 423 ~ 084 463,223 456,434
2,125 20,938 33, aoo 0
o 856.412 o 902,122 s 1,145,651 s 1,129,269
10 10 15 15
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1988-89 1989- 90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 1,432,968 0 1,630,403 S 2,044,035 $ 2,127,192
MAINTENANCE OPERATION 806,292 885, OR 1,197,694 1,115,559
CAPITAL OUTLAY 26,145 86,219 114,808 46,350
GRAND TOTAL 0 2,265,405 S 2,601,694 S 3,356,537 0 3,289,101
POSIT IONS 0 34 34 34
-
1988-89 1989- 90 1990 - 91 1991 -92 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 301,370 0 288,620 $ 406,812 $ 364,102
292,640 MAINTENANCE OPERATION 158,783 156,043 306,636
CAPITAL OUTLAY 0 30,798 13,450 0
GRAND TOTAL f 460,153 f 475,461 0 726,898 f 656,742
POSIT IONS 7 6 9 7
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I
1991 -92 1990-91 1988-89 1989- 90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL t 164,494 S 172,366 t 198,437 t 297,925
MAINTENANCE OPERATION 80,715 18,041 4,930 5,900
CAPITAL OUTLAY 0 0 2,750 0
GRAND TOTAL S 245,209 S 190,407 t 206,117 $ 303,825
POSIT IONS 1 2 2 3
PERSOMMEL
MAIMTEMAMCE OPERATIOM
CAPITAL WTLAY
GRAMD TOTAL
POSIT I OMS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 239,592 S 280,860 S 287,681 S 298,932
145,858 167,844 137,659 140,400
7, no 0 3,400 0
f 393,180 S 448,704 f 428,740 S 439,332
5 5 5 5
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1991 -92 1990-91 1988-89 1 989 - 00
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 0 S 0 S 70,752 S 75,283
MAINTENANCE OPERATION 0 0 12,700 20,500
CAPITAL OUTLAY 0 0 1,500 1,100
GRANO TOTAL S 0 S O S 84,952 0 96,883
POSIT IONS 0 0 1 1
1988-89 1989-90
ACTUAL ACTUAL
PER SON N E L 0 117,105 f 133,369
MAINTENANCE OPERATION 24,315 28,874
CAPITAL WTLAY 0 0
GRAND TOTAL f 141,420 f 162,243
POSITIONS 2 2
1991 -92 1990-91
' BUDGET BUDGET
S 179,962 f 150,962
33,051 34,550
912 0
S 213,925 0 185,512
3 3
~
1988-89 1 989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET R
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8
PERSONNEL S 255,783 f 269),047 S 328,845 S 317,265
MAINTENANCE OPERATION 106,126 107,85 1 99,429 96,800
CAPITAL OUTLAY 6,637 8,977 0 0
GRAND TOTAL 0 368,546 f 3851,875 S 428,274 S 414,065
POSIT IONS 7 8 8 8
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS FUND : GENERAL DEPARTMENT: LIBRARY ACCT # 001-4041
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Coordinate the selection of materials and plan co1lecti.n development for the library.
all materials budgets for the library.
Allocate and monitor
Order and receive all print and non-print materials.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
1. Plan collection development for two libraries Plaming: Develop plans for the collection of
mater i als. in the new system.
1. Automate fund accounting. Budqeting: Prepare departmental and library-wide
materials budgets; monitor expenditures for 2. Detail material accounts by major subject. department and materials.
1. Develop policies and procedures for allocating Coordinate Selection of Materials: Coordinate uith and ordering of $400,000 materials budget. comnittee of 16 selectors who hare differing
subject area responsibilities. Includes both print 2. Coordinate selection and ordering of print and
and non-print materials. non-print materials in regular operating budget.
SIGNIFICANT CHANGES:
This new program is staffed by the transfer of one Librarian 111 and one Library Assistant II from Library
Adninistration.
86
1990- 91 1988- a9 1989-910
ACTUAL ACTUAL BUDGET
PERSONNEL s 87,996 s 80,938 s 79,420
MAINTENANCE OPERATION 15,732 18,205 18,985
CAPITAL OUTLAY 0 0 0
GRAND TOTAL s 103,728 s 99,143 s 98,405
POS I T IONS 2 2 1
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1991-92
BUDGET
s 0
0
0
s 0
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1991-92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
S 58,040 S 58,192 S 62,262 S 69,635
23,414 23 * 771 34,367 23,500
776 0 1,333 0
S 82,230 $ 81,963 S 97,962 $ 93,135
1 1 1 1
1990-91 1988-89 19a9-~10
ACTUAL ACTUAL BUDGET
s 0 s 80,604 s 85,166
8
I
I
PERSONNEL
MAINTENANCE OPERATION 0 16,788 29,925
CAPITAL WTLAY 0 0 12,578
GRAND TOTAL s 0 $ 97,392 S 127,669
POSIT IONS 0 i! 2
1991 -92
BUDGET
s 83,757
26,980
0
S 110,737
2
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POS I T IONS
1988-89 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
$ 119,367 S 154,356 S 176,484 $ 191,262
978 0 126,400 89,100
0 0 3,500 0
S 120,345 $ 154,356 $ 306,384 S 280,362
2 2 2 2
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1990-91 1991 -92 1988-89 1 989 - '90
ACTUAL ACTUAIL BUDGET BUDGET
PERSONMEL S 89,221 S 112,051 0 143,520 S 158,438
MAINTENANCE OPERATION 77,476 107,047 121,750 106,015
CAPITAL OUTLAY 2,725 7,835 3,500 0
GRAND TOTAL S 169,422 f 226,934 S 268,770 S 264,453
POSIT IONS 2 2 3 3
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POS I T IONS
1988-89 1989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
$ 0 $ 0 $ 5,450 $ 7,995
0 0 17,550 16,000
0 0 0 0
$ 0 $ 0 $ 23,000 $ 23,995
0 0 0 0
I
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
I
I GRAND TOTAL
POSIT IONS
1991 -92 1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
$ 0 '5 0 $ 0 $ 0
56,175 73,810 108,000 65,674
6,189 13.468 0 0
s 62,364 'L az,278 s io8,ooo $ 65,674
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990- 91 1991-92
ACTUAL ACTUAL BUDGET BUDGET
s 0 s 0 $ 0 s 0
112,274 166,798 100,842 110,000
0 0 0 0
3 112,274 $ 166,798 $ 100,842 $ 170,000
0 0 0 0
8
1
1
r 1991-92 1990-91 1988-89 I 989- 90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 0 0 0 $ 0 $ 0
MAINTENANCE OPERATION 4,446 0 22,058 48, ooo
CAPITAL OUTLAY 2,088 30,141 71,365 45,250
GRAND TOTAL f 6,534 S 30,141 f 93,423 0 93,250
POSIT IONS 0 0 0 0
1988- 89
ACTUAL
PERSONNEL s 0
MAINTENANCE OPERATION 0
CAPITAL OUTLAY 0
GRAND TOTAL s 0
POSIT IONS 0
1989-90 1990-91 1991 -92
ACTUAL BUDGET BUDGET
s 0 S 19,244 S 21,530
0 23,412 20,800
0 520 0
s 0 S 43,176 S 42,330
0 5 8
I
I
I
1990-91 1991 -92 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 1,709,308 s 2,24al,8ia $ 2,885,788 B 3,034,130
MAINTENANCE OPERATION 1,439,719 2,006,248 2,255 , 453 2,239,280
CAPITAL OUTLAY 64,732 i6(11,820 295,246 1,000
GRAND TOTAL S 3,213,759 0 4,407,886 s 5,436,487 0 5,274,410
POSIT IONS 46 51 51 51
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL $ 223,664 S 280,053 $ 315,935
MAINTENANCE OPERATION 223,714 222,733 123,414
CAPITAL OUTLAY 1,065 4,753 7,332
GRAND TOTAL s 448,443 $ 507,539 s 446,681
POSIT IONS 5 5 5
1991-92
BUDGET
S 337,506
168,934
0
s 506,440
5
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL s 0 s 0 s 0
MAINTENANCE OPERATION 583 95 3 1,700
CAPITAL OUTLAY 0 0 0
8
I
I GRAND TOTAL s 583 s 953 $ 1,700
POSIT 1 ONS 0 0 0
1991-92
BUDGET
s 0
1,500
0
S 1,500
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991 -92 ACTUAL ACTUAL BUDGET BUDGET
S 644,860 S 702,825 S 888,036 S 945,084
619,724 81 0,541 895,751 823,745
45,603 98,812 97,400 0
S 1,310,187 S 1,612,178 S 1,881,187 S 1,768,829
19 19 21 21
PROGRAM: OPERATIONS FUND: GENERAL DEPARTMENT: PARKS AND RECREATION
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PAGE TWO ACCT f 001-6121
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
1990-91 -- 19138- a9 1989-90
(ken Space Maintenance: Provide maintenance 1. No. of Acres: activities to City ouned open space and areas of
additional maintenance responsibiiities. Duties 381 408 408 include trash remval, clean up and ueed abatement.
Miscellaneous Maintenance/Reuair and Speciat
R-t: These activities are difficult to measure
and include repair to park structures, play
equipnent and fencing. Installation of play
equipnent, bleachers, drinking fountains, soccer
goals, trash enclosures, concrete uork, and
painting projects. Additional activities also include special projects such as "Pops Syrrphon~'~ turf installation, sculpture installations,
redevelopment requests and camunity garden needs.
The Total amount of time spent on these activities
amounts to approximately 12% of Parks Maintenance
activities.
SIGNIFICANT CHANGES:
Maintenance and Operation costs are doun due to various reductions made in supplies, services and uti1
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991 -92 1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
0 0 S 136,890 S 283,301 S 302,081
213,603 266,410 0 1 11,100
0 30 ~ 250 155,500 0
% 0 0 278,240 f 652,404 % 568,491
0 5 6.5 6.5
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1990-91 1991 -92 1988-89 1989- 90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL f 0 f 59,356 0 81,685 S 84,043
MAINTENANCE OPERATION 0 32,402 91,290 151,184
CAPITAL OUTLAY 0 8,800 0 0
GRAND TOTAL f 0 f 80,558 f 172,975 S 235,227
POSIT IONS 0 0 1 .s 1.5
1988- 89 1989 - 90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL $ 130,973 $ 210,420 $ 276,279
MAINTENANCE OPERATION 89,509 76,546 91,820
CAPITAL OUTLAY 11,874 15,658 22, I81
GRAND TOTAL $ 232,356 $. 302,624 $ 390,280
POSIT IONS 2 3 4
1991 -92
BUDGET
289,819
82,086
0
$ 371,905
4
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
i
I
I GRAND TOTAL
POS I T IONS
1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
--~~ S 475,324 0 517,916 t 622,382
403,430 430,718 483,037 . 412,910
0 0 0
t 878,754 t 9481,634 $ 1,105,419 s 1,043,m
9 9 a
1988-89
ACTUAL
PERSONNEL S 120,529
MAINTENANCE OPERATION 64,888
CAPITAL OUTLAY 3,115
GRAND TOTAL S 188,532
POS I TI ONS 1
1991-92 1989-90 1990 - 91
ACTUAL BUDGET BUDGET
S 141,206 S 180,159 S 178,304
93,846 76,988 71,550
0 4,000 0
S 235,052 S 261,147 S 249,854
1 1 1
1988-89 1989-90 1990-91 .
ACTUAL ACTUAL BUDGET 1
I
I
PERSONNEL $ 16,561 S 23,699 $ 32,000
MAINTENANCE OPERATION 10,886 4,008 9,406
CAPITAL OUTLAY 0 0 0
GRAND TOTAL S 27,447 S 27,707 S 41,406
POSI T IONS 0 0 0
1991 -92
BUDGET 71 8,014
I 1988-89 1989-90 9 990 -91 1991 -92 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 s 0 f 0 f 0
MAINTENANCE OPERATION 307 122 500 -
CAPITAL OUTLAY D 0 0 0
GRAND TOTAL B 307 s 122 $ 500 B 5.50-
POSITIONS 0 0 0 0
$00
'500
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i9m-a9 1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 97,397 s 128,872 s 166,504 -71 CAPITAL OUTLAY 3,075 2,547 a, a33
MAINTENANCE OPERATION 26,678 118,322 149,031 129,042
GRAND TOTAL f 127,150 0 249,741 f 324,368 f 309,982
POSIT IONS 2 2 2
1988-89 1989-90
ACTUAL ACTUAL
PER SON N E L 0 0 s 39,581
MAINTENANCE OPERATION 0 1 04,957
CAPITAL OUTLAY 0 0
GRAND TOTAL S 0 s 144,538
POSIT IONS 0 1
1990 - 91 1991 -92
BUDGET BUDGET
s 39,509 B 52,an
198,913 123,405
0 1,000
s 158,420 s 177,278
1 1
1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET
S 2,241,849 S 2,616,033 S 3,160,848
1
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1
PERSONNEL
MAINTENANCE OPERATION 5,886,405 6,593,783 6,844,745
CAPITAL WTLAY 94,142 174,861 959,414
GRAND TOTAL S 8,222,396 f 9,3&,6TI S10,965,007
POSIT IONS 64 66.2 69.2
1991-92
BUDGET
S 3,447,972
7,557,460
341,800 1 $11,347,232
1988-89 1989- 90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL $ 209,233 $ 291,173 $ 295,829'
MAINTENANCE OPERATION 54,515 49,153 59,755
CAPITAL OUTLAY 823 5, IO6 5,557
GRAND TOTAL $ 264,571 $ 345,432 $ 361,141
POSIT IONS 4 5 5
1991 -92
BUDGET
$ 327,279
60,619
0
$ 387,898
5
PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE
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I PAGE TWO ACCT # 001-6010
PERFCIRMANCE OBJECTIV1:S: PROGRAM ACTIVITIES:
1. Represent City and Department by atte Coordination with Other Departments and Aqencies: County and area meetings and conferences Coordinate activities uith other City departments
and divisions, and uith outside agencies. 2. Facilitate cmnicationbetueenDepartmer other City departments.
Reports and Statistics: Prepare uritten and oral 1. Prepare staff reports.
reports. Prepare grant applications. 2. Present both uritten arx oral reports to Manager, City Council, Cimittees, Cmis ad other agencies.
3. Prepare grant appticaticns as appropriat
1. Receive, record and disseminate ci
i rqui r i es.
2. Maintain and facilitat? cmnication
Division managers to injure that all ci
inquiries are being resp)nded to uithin a
turn-around period.
Commnity Services: Respond to all citizen
inquiries expeditiously.
1. Process leases, appraisiils and correspor Real Property Management: Ensure that all leases,
property acquisitions and sales activities are
handled appropriately. 2. Prepare agenda bills and resolution
3. Research and analyze all data pertinei
uithin one day of receipt.
appropriate.
property management.
1. Report all graffiti ccq)laints to appror
division and process any correspor pertaining to the reported graffiti. .-
Monitor Graffiti Abatemeit activities to f
rtmval uithin 24 - 48 tours.
Budget Management: Coordinate the preparation of 1. Prepare departmental bulgets. all Departmental Budgets, and to ensure that all
budgets comply uith City policies and procedures.
Graffiti Abatement: Ensure that all noted graffiti uithin City jurisdiction, as uell as the sea uall are maintained on a regular basis.
2.
2. Monitor expenditures and maintain 1
records.
3. Process invoices, purcliase requisition
requests for payment.
4. Prepare and submit d?partment payrol
Finance uithin required time frame.
1. Process all contracts RFPls, Lettei
Acceptance, Notices Tc Proceed, and docwnts pertaining to contracts in a '
manner.
Pirepare refuse collectitn, recycling, gr<
control, and all other contracts pertain department.
Training and Safety: Provide training in work 1. Process a1 L training reqliests and registr, related areas, and motivate employees to enhance in a timely manner. their job skills. 2. Distribute current silfety informatic
~ITQ l oyees .
3. Brief all management personnel of any cl
to safety rules and *egulations, and
Contract Services: Supervise and coordinate
contractually provided services.
2.
I monthly safety inspectims.
SIGNIFICANT CHANGES:
None. 1 113
-
1991 -92 1989-90 1990-91 1988-89
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 731,192 s 837,935 t 990,758 s i,ori,i94
MAINTENANCE OPERATION 1,871,206 1,704,395 1,798,744 1,747,903
CAPITAL WTLAY 19,317 147,667 153,506 1,200
GRAND TOTAL s 2,621,715 s 2,~9,w7 s 2,943,008 s 2,824,297
POSIT IONS 23 23 25 25
PROGRAM: STREET MAINTENANCE FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE PAGE TWO
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ACCT # 00 I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Traffic Safety Parernent Striping Prwraa: To en- 1. ArvKlally refresh striping on 225 pass
sure proper delineation and direction for safe "prime" roaduays, 166 pass miles I#
passage on City streets. The Street Maintenance roaduays, 128 pass mi le: %econdaryB4 roa
Division maintains and refreshes all line strips,
crossualks, pavement messages, colored curb and
City facilities parking areas. Respond to Traffic Engineering uork orders and special requests from 3. ArwlLy refresh 6,010 ravement markings
4. Arwlly refresh 17,6i"i linear feet c various City departments.
3!i,349 linear feet of colored curbs.
5. Refresh City facilitics parking area
rn?eded .
6. Respond in a timely maruier to uork order
Traffic Engineering and special request
vi~ious City department:,.
53 pass miles "resident1 allB roaduays.
2. Arvwally refresh 189 crtissualks.
Miscellaneom Maintenance and Reuair Prosram: 1. Einergency response, citizens1 conplaints,
Monitor un-scheduled uork activities that the patrol, safety and training and special e
Street Division performs annually; this program
accounts for 6,600 staff hours.
Contract: - Aniiual Goals: Maior Rehabilitation Contract Prosram: Direct and --
oversee the (7) maintenance and rehabilitation 1. Street Sueeping Suibep 8,430 curb mi contracts listed. 2. Chip Seal Ch p 20 lane miles
3. AI: Overlay Re!urface 10 lane rr
4. Curb, Gutter & 4,'178 tin. ft. curt
Sidewalk Replace 8,:i40 sq. ft. sidek
5. Graffiti Coating Co$it & maintain
6. BiJena Vista Channel Aruually Clean the
Maintenance Vi<;ta Drainage Char
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are doun due to deferring sale asphalt repair applications.
I 115
I I\UUI\Ty 1. I-UILIIILI. IYT\AI.IL...Y...L. FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT # 001-5320
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Maintain City facilities to provide safe and attractive buildings for the City to conduct its business and
provide services to the comnunity.
WORKLOAD MEASURES: PROGRAM ACTIVITIES: 1988-89 1989-90 1990-91 1991-92
Building Maintenance: Perform repairs and 1. Total Building Space Maintained (Sq. Ft.):
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 accOrrmOdate pro-
gramnatic 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 1. Total Custodial Space Maintained (In-House):
custodial services for all City Facilities by
utilizing City staff in the major lwildings and
contract services in the smaller buildings. 2, Total Custodial Space Maintained (Contract):
268,194 323,402 325,245 325,245
210,900 242,600 244,443 244,443
19,886 21,494 21,494 21 ~ 494
1. Total Custodial Space Maintained (Other): Contract Maintenance: Prepare and administer
contracts for all building maintenance services
(i .e. HVAC, plunbing, electrical), construction 39,408 59,308 59,308 57,308
projects, and custodial services.
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down due to fucding 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 0 14,800 2. Install Emergency Lighting, Stagecoach,
Calavera, Herding 5,500 3. New HVAC at Holiday House 6,500 4. Air conditioner economizers at Las Palmas 12,000
5. Refinish floors at Stagecoach & Calavera 10,000
TOTAL $100,000
6. Second year roof repair/replacement program 51,200
116
1988-89
ACTUAL 1
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PERSONNEL S 18,828
MAINTENANCE OPERATION 179,723
CAPITAL WTLAY 7,169
GRAND TOTAL S 205,720
POSITIONS 1
1991-92 1989- 90 1990-91
ACTUAL BUDGET BUDGET :::: S 3,240 S 9,351
218,035 314,032
6,387 5,150
S 227,662 S 328,533 S 330,181
0.3 0.3
PERSONNEL
MAIMTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1988-89 1989-90 1990-91 1991-92 ACTUAL ACTUAL BUDGET BUDGET
8 0 8 0 s 0 8 0
0 1,500 0 300,000
0 0 0 0
f 0 f 1,500 0 0 f 300,000
0 0 0 0
1
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1991-92 1988-89 . 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 125,900 0 128,847 $ 144,929 '71 MAINTENANCE OPERATION 403,202 386,319 622,679
CAPITAL OUTLAY 55,506 7',355 0
GRAND TOTAL f 584,608 $ 522,521 f 767,608 787,299
POSIT IONS 3 3 3 -
1988-89 1989-90 1990-91 ACTUAL ACTUAL BUDGET
PERSONNEL $ 285,527 S 335,505 $ 416,342
MAINTENANCE OPERATION 1,038,578 1,504,191 1,006,154
CAPITAL WTLAY 0 0 5,000
GRAND TOTAL f 1,324,105 $ 1,839,696 8 1,427,496
POSIT I OMS 7.5 8.4 8.4
1991 -92 BUDGET
$ 419,564
1,881,132
109,500
$ 2,410,196
8.4
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1991-92
BUDGET
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
1,099,870
26,300
PERSONNEL S 301,459 0 330,502 S 406,255 S 453,892
MAINTENANCE OPERATION 895,819 1,089,024 1,174,712
CAPITAL OUTLAY 0 0 119,500
~
GRAND TOTAL 0 1,197,278 0 1,419,526 0 1,700,467 0 1,580,062
POSITIONS 8.5 9.5 9.5 -
1990 -91 1988-89 1989-90
ACTUAL ACTUAL BUDGET
PERSONNEL $ 0 $ 0 $ 3,000
MAINTENANCE OPERATION 0 0 98,000
CAPITAL OUTLAY 0 0 0
GRAND TOTAL 0 0 s 0 $ 101,000
POSIT IONS 0 0 0
1991-92
BUDGET
$ 0
31,000
0
$ 31,000
0
PERSONNEL
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CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1991-92
BUDGET
882,249
35,000 I 1990-91 1988-89 1989- 90
ACTUAL ACTUAL BUDGET
s 248,224 s 26i',~ja s 330,114 s 391,338
669,391 796,261 831,114
0 0 2,091
f 917,615 0 1,0&,019 f 1,163,319 0 1,308,587
7 7 7
1990-91 1988-89 1989- 90 ACTUAL ACTUAL BUDGET
PERSONNEL $ 0 s 0 0 0
MAINTENANCE OPERATION 504,002 361,215 40,000
CAPITAL OUTLAY 0 0 618,110
GRAND TOTAL $ 504,002 $ 361,215 $ 658,110
POS 1 T IONS 0 0 0
1991 -92
BUDGET
$ 0
26,487
164,100
$ 490,587
0
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BUDGET :Ti 1988-89 1989-90 1990- 91
ACTUAL ACTUAL BUDGET
PERSONNEL S 270,209 0 374,925 S 506,498
MAINTENANCE OPERATION 1 ,933,763 2,06a1,125 2,498 I 836 2,393,428
CAPITAL OUTLAY 601,837 m, 299 27,691
GRAND TOTAL S 2,805,809 0 2,585,349 S 3,033,025 $ 2,934,702
POSI T IONS 8 10 10
1988- 89 ACTUAL
PERSONNEL S 2,269
MAINTENANCE OPERATION 5,073
CAPITAL OUTLAY 0
GRAND TOTAL S 7,342
POSI T IONS 0
1991-92 1990 - 91 1989-90 ACTUAL BUDGET BUDGET
0 0 s 0 S 26,629
4,614 7,918 6,230
590 3,011 0
S 5,204 S 10,929 S 32,859
0 0 5
1990-91 1988-89 1989-90
ACTUAL ACTUAL BUDGET
PERSONNEL $ 113,670 0 131,623 $ 165,857
MAINTENANCE OPERATION 1,241,404 1 , 363 , 785 1,700,109
1
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CAPITAL OUTLAY 0 7,812 0
GRAND TOTAL S 1,355,074 S 1,503,220 S 1,865,966
POSIT IONS 4 3.5 4
1991-92
BUDGET
B 179,180
1,574,406
0
$ 1,753,586
4
1988-89
ACTUAL
PERSONNEL s 0
MAINTENANCE OPERATION 114,403
CAPITAL OUTLAY 0
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GRAND TOTAL s 114,403
1989-90 1990-91 1991 -92
ACTUAL BUDGET BUDGET
$ 0 S 0 $ 0
138,030 118,340 208,808
0 0 0
s 138,030 s 118,340 s 208,808
POSIT IONS 0 0 I I 0 0
1988-89 1989-90
ACTUAL ACTUAL
PERSONNEL s 0 s 0
MAINTENANCE OPERATION 0 16,439
CAPITAL OUTLAY 0 0
GRAND TOTAL s 0 $ 16,439
POSIT IONS 0 0
1990- 91 1991 -92
BUDGET BUDGET
s 0 s 0
103,700 94,820
2,000 0
$ 105,700 S 94,820
0 0
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1991-92 1990 - 9 1 1988- 89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 6,358 S 0 0 52,139 S 57,575
MAINTENANCE OPERATION 17,120 22,285 9,493 26,?31
CAPITAL OUTLAY 0 1,350 0 0
GRAND TOTAL 0 23,478 S 23,635 S 61,632 S 84,306
POSIT IONS 1 0 1 1
1988-89 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL S 147,912 S 243,302 S 288,502
MAINTENANCE OPERATION 555,763 514,972 559,276
CAPITAL OUTLAY 601,837 140,547 22,680
GRAND TOTAL 0 1,305,512 $ 898,821 f 870,458
POS I TI ONS 3 5.5 5
1991 -92
BUDGET
S 275,115
482,433
2,775
S 760,323
4.5
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1990-91 1987-88 1988- 89 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 1,363,000 $ 1,591,931 $ 1,596,060 S 1,845,451
MAINTENANCE OPERATION 4,536,005 5,293,940 4,708,579 3,983,992
CAPITAL WTLAY 157,527 226,300 158,750 330,100
GRAND TOTAL S 6,329,532 $ 7,112,171 S 6,463,389 S 6,159,543
POSITIONS 31 3 11 35 35
1990-91 1988 - 89 1989-90
ACTUAL ACTUAL BUDGET
PERSONNEL \ s 220,000 s 313,644 s 3ia,aoo
MAINTENANCE OPERATION 4,369,206 5,021,440 4,446,410
CAPITAL OUTLAY 61,429 67,000 40,000
GRAND TOTAL S 4,650,635 $ 5,402,084 S 4,805,210
POSIT IONS 6.0 6.6 6.6
1991 -92
BUDGET
s 445,045
3,651,292
13,500
$ 4,109,837
6.6
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSI T IONS
1988- a9 1989-90 1 990 - 91 1991 -92
ACTUAL ACTUAL BUDGET BUDGET
S 428,000 $ 477,,443 S 417,940 $ 392,306
16,850 6,,000 8,500 8,500
6,230 a,,ooo 8,000 9,000
S 451,080 S 491,443 S 434,400 S 409,806
9.4 7.4 8.4 8.4
1988 - 89 1989-90 1990 - 91
ACTUAL ACTUAL BUDGET
PERSONNEL S 715,000 S 800,844 S 859,320
MAINTENANCE OPERATION 149,949 266,500 25 3,669
CAPITAL OUTLAY 89,868 151,300 110,750
GRAND TOTAL S 954,817 S 1,218,644 S 1,223,739
POSIT IONS 15 16 16
1991-92
BUDGET
S 1,008,100
324,200
307,600
S 1,639,900
19
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/ APPENDICES AND
SUPPLEMENTARY MATERIALS
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CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1991 -92
DEPARTMENT ITEM DESCRIPTION QPI
001 -1310 FINANCE Desktop 286 Computer I TOTAL FINANCE
I TOTAL POLICE TECHNICAL SERVICES
001 -21 40 POLICE TECHNICAL SERVICES UPS Emergency Radio System 1
001 -51 10 STREET MAINTENANCE Jackhammer 90 Ibs I TOTAL STREET MAINTENANCE
001 -5320 FACl LIT1 ES MA NAG EM ENT Carpet Soil Extractor
Power Snake
Vacuum
TOTAL FACILITIES MANAGEMENT
I
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PUBLIC LIBRARY GRANT lnlex Terminals
OCLC Workstation 1% Monitor
Deskjet 500 Printer
lnlex Inventory Con1,rol Portable Module
Laptop computer
Flat Files
Microfiche Cabinet
Film Readers
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I 620-5210
TOTAL PUBLIC LIBRARY GRANT
51 1-61 10 S AN ITATl ON Telephone Alarm Units
Variable Speed Pump
Hydraulic Comrninuitor Bar Screen
Hydraulic Press 25 Ton H-Frame I TOTAL SANITATION
UIM - FLEET OPERATIONS Bar 90 Engine Analyzer
Oil Filter Crusher
Freon Recovery Station
10 Ton AirlHydraulic Jack I
I
TOTAL U/M - FLEET OPERATIONS
620-5220 U/M - VEHICLE REPLACEMENT Police Patrol Vehicle
TOTAL U/M - VEHICLE REPLACEMENT
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CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1991 -92
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY CO
640- 1 720 INFORMATION SYSTEMS - DP Network 300 MB Hard Drive 2 4,e
Network FAX 1 1.2
Novel1 Async Communications Server 1g
TOTAL INFORMATION SYSTEMS - DP 11,4
8 1 0-341 0 REDEVELOPMENT Color 386N Computer 1 2,7
TOTAL REDEVELOPMENT 27
WATER DISTRICT
GENERAL SERVICES Lap Top Computer 1 6,O
Cash Register -Water Billing 1 25
Miscellaneous Office Furnishings 5,O
TOTAL GENERAL SERVICES 135
WATER DISTRICT OPERATIONS Vehicle Replace - 1/2 Ton Compact 3 51,O
Vehicle Replace - 5 Yard Dump Truck 1 36.0
Fence Maerkle 1 Reservoir 90,o
Fence Maerkle II Reservoir - N Prop Line 133
Fence La Costa Low Reservoir 62
Refence Kelly Vault 2,1
Electric Power to Camino De Las Ondas 4,o
Telemetry 333
Safety Equipment - Gas Detectors 4,o
Sound Level Meter 1 ,o
Safety Post Vault Access 2,4
3” Submersible Pump - Maerkle Reservoir 3,5
Chlorine Leak Detector 2,1
Chlorine V-75 Chlorinator 2,1
Chlorine Vacuum Regulator 12
Chlorine Pumps 1,9
Pneumatic Calibration Equipment 32
Portable Volt Recorder 9
FM Radios for District Vehicles 8,O
Desk Top 396 Computer 1 6,O
Warehouse, Office Upgrades - Furniture 10,o
Upgrade Valve Operator Machine 13
HVAC for Telemetry Room 7,5
500 Gallon Water Tank - Trailer Mounted 7,5
Xerox Machine 1 7,5
Platform Forklift 1 8
TOTAL WATER DISTRICT OPERATIONS 307,6
WATER DISTRICT ENGINEERING Office Furniture 3,O
Desk Top Computer 1 6,O
TOTAL WATER DISTRICT ENGINEERING 9.0
[TOTAL SPECIAL FUNDS $669,8
/TOTAL ALL FUNDS $691,7
.
136
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
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ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTlNATlOl
001-1010 CITY COUNCIL League of California Cities Annual Conference (3) San Franciscc
Mayors and Council Legislative Conference (4)
League of California Quarterly Dinners (15)
League of California Cities Policy Committee Meetings (5)
National League of Cities C0nferenc.e (2)
Meetings with Legislators in State & Federal Capitals
Miscellaneous Travel and Meeting Ekpenses
Sacramento
San Diego
Various
Washington C
Wash DClSac
Various
SUBTOTAL CITY COUNCIL
001-1020 CITY MANAGER League of CA Cities Annual Conference (2) San Franciscc
Palm Springs
Boston, MA
Washington C
Various
League of CA Cities City Mgr's Meelings (1)
ICMA Annual Conference (1)
National League of Cities (1)
Miscellaneous Travel and Meeting Ekpenses
SUBTOTAL CITY MANAGER
Cen. Californi
Various
001-1030 CITY CLERK City Clerk's Association of California Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL CITY CLERK
001-1210 CITY ATTORNEY League of CA Cities Annual Conference San Francisci
League of CA Cities City Attorneys Meeting
League of CA Cities Continuing Education Seminar (2)
Nat's Institute of Municipal Law Officers
San Diego County City Attorney's Ajsociation (3)
Miscellaneous Travel and Meeting Expenses
S California
Los Angeles
Arizona
San Diego
Various
SUBTOTAL CITY ATTORNEY
N California
N California
Ventura
Out of State
S California
San Diego
00 1-1 31 0 FINANCE CA Society of Muni Finance Officers Annual Conference (2)
League of CA Cities Financial Mgmt Seminar (2)
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 Carlsbad
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL FINANCE
San Diego
Knoxville, TN
Various
001-1320 CITY TREASURER CMTA Monthly Meetings
Municipal Treasurers Annual Conference
Miscellaneous Travel and Meeting lhpenses
SUBTOTAL CITY TREASURER
001-1410 PURCHASING Regional and Local Public Works Workshops
SUBTOTAL PURCHASING
137
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COS1
001-1510 HUMAN RESOURCES Miscellaneous Travel and Meeting Expenses Various 1.9%
CALPELRA Annual Conference (1) San Francisco 50(
PRIMA Annual Conference San Francisco 50(
League of CA Cities ErnployerlErnployee Conference Los Angeles 30(
SUBTOTAL HUMAN RESOURCES 3.2%
2% S California 001-1610 RESEARCH OFFICE MMASC Annual Conference
League of CA Cities Legislative Briefings Los Angeles 20(
League Legislative Fellowship Program Sacramento 80(
Meetings with Legislators in Sacramento Sacramento 1 ,OO(
Miscellaneous Travel and Meeting Expenses Various 1.80(
SUBTOTAL RESEARCH OFFICE 4.03
001-1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various 1 .OO(
SUBTOTAL INFORMATION SYST 1,00(
80( Monterey 001-1910 RISK MANAGEMENT California Manufacturers Association Annual Conference
Public Agency Risk Mgr's Ass'n Annual Conference Monterey 80(
Local Seminars and Conferences Various 40(
SUBTOTAL RISK MANAGEMENT 2.00(
001-2120 POLICE ADMINISTRATION California Police Chiefs Association Conference N California 60(
Miscellaneous Travel and Meeting Expenses Various 50(
SUBTOTAL POLICE ADMlN 1,10(
001-2120 POLICE OPERATIONS Mileage for Personal Cars for Transport to Court San Diego Co. 1,20(
FBI National Academy Quantico. VA 1,47(
SUBTOTAL OPERATIONS 2.67(
001-2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various 1,50(
SUBTOTAL INVESTIGATIONS 1,50(
001-2131 POLICE VICWNARCOTICS Miscellaneous Travel and Meeting Expenses Various 2,00(
TOTAL POLICE VICWNARCOTIC 2,00(
001-2140 POLICE TECHNICAL SERVICE Miscellaneous Travel and Meeting Expenses Various 3.00(
SUBTOTAL POLICE TECHNICAL 3.00(
001-2160 POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses Various 1 O(
SUBTOTAL POLICE TRAFFIC 1 O(
001 -221 0 FIRE ADMINISTRATION California Fire Chiefs Conference Sacramento SO(
California Fire Chiefs Quarterly Meeting S. California 40(
San Diego County Fire Chiefs Monthly Meetings S.D. County 40(
California Fire Services State Training Annual Conference San Jose, CA 60(
SUBTOTAL FIRE ADMINISTRATI 2.20(
138
CITY OF CARLSBAD
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TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATIO
001-2220 FIRE SUPPRESSION California State Fire Academy Courses (8 Attendees) Pacific Grove
California Fire Training Officers Workshop (6 Attendees)
California Regional Training Officers Courses
San Diego County Fire Chiefs and Training Officers
San Jose
S. California
San Diego
SUBTOTAL FIRE SUPPRESSIO1
Pacific Grove
San Luis Obi
S. California
Portland, OR
SUBTOTAL FIRE PREVENTION
001-2230 FIRE PREVENITON State Fire Academy Training (2)
California Fire ChiefdFire Marshalf: Conference
Regional Fire Prevention Officer Meetings
Western Fire Chiefs Conference
001-2240 EMERGENCY MEDICAL Regional Emergency Medical Seminars S. California
Regional Meetings for Paramedic Coordinator
Southern California Fire Chiefs E.M.S.
Paramedic Continuing Education Seminars
San Diego
Los Angeles
S. California
SUBTOTAL EMERGENCY MEDl
001-2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego
California Office of Emergency Services Seminars
California Specialized Training Institute
S. California
San Luis Obi
SUBTOTAL DISASTER PREPAF
001-3010 COMMUNITY DEVEL ADMlN League of CA Cities Annual Conference San Francisc
Long Beach
Various
California Building Officials Annual Business Meeting
Miscellaneous Travel and Meeting Expenses
SUBTOTAL COMM DEVEL ADM
001-3020 GEOGRAPHIC INFO. SYSTEM ARCllNFO Supplemental Training (2) Redlands
Annual GIS Users Group Palm Spring:
Annual URlSA Meeting So. CalifornL
Miscellaneous Meetings and Seminars Various I SUBTOTAL GEOGRAPHIC INF(
San Francis
S California
San Diego
001-3110 ENGINEERING ADMlN American Public Works Assn's National Convention
Public Works Officer Institute (2)
Monthly American Public Works Ass'n Meetings
Institute of Transportation Engineers Various
Carlsbad Carlsbad Chamber Meetings for Various Staff
Drainage Seminars Various
Subdivision Map Act Seminars Various 1 SUBTOTAL ENGINEERING
001 -31 30 MUN IC1 PAL PROJECTS American Public Works Ass'n Monthly Meetings San Diego
Miscellanious Seminars for Division Staff Various
SUBTOTAL MUNICIPAL PROJE
139
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COS:
3,00( 001-3220 PLANNING COMMISSION Planning Commission Institute
League of CA Cities Annual Conference (Chair) San Francisco 70(
S California
Miscellaneous Travel and Meeting Expenses Various 90(
SUBTOTAL PLANNING COMMISS 4.60(
001-3230 PLANNING American Planning Association State Conference N California 70(
American Planning Association National Conference Mid-America 1,60(
League of CA Cities Annual Conference San Francisco 70(
Association of Environmental Professionals N California 70(
Sierra Users Group Meeting N California 30(
Miscellaneous Travel and Meeting Expenses Various 6.60(
SUBTOTAL PLANNING 10.60(
001-3240 GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various 1 .OD(
SUBTOTAL GROWTH MGMT 1 .OO(
001 -361 0 BU I LDlNG INSPECTION Miscellaneous Travel and Meeting Expenses Various 1 .a(
Int’l Association of Plumbing and Mechanical Officials Col Sprngs. C 1.10(
SUBTOTAL BUILDING INSPECT1 2.60(
001-341 1 HISTORIC PRESERVATION State Preservation Conference (4) Santa Barbara I ,50(
California Preservation Foundation Workshops Various 50(
SUBTOTAL HISTORIC PRSRVT’N 2,00(
001-401 0 LIBRARY ADMINISTRATION American Library Association Annual Conference San Francisco 80(
League of CA Cities Annual Conference San Francisco 70(
League of CA Cities Executive Committee Meetings Various a(
Miscellaneous Travel and Meeting Expenses Various 20(
SUBTOTAL LIBRARY ADMlN 2.90(
California Library Association Annual meeting Oakland 70(
001 -4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various , 20(
SUBTOTAL CIRCULATION 20(
001-4022 LIBRARY REFERENCE Serra Library System Seminars and Meetings (6) Various 20(
California Library Assn Seminars and On-Line Users Group Various 20(
SUBTOTAL REFERENCE 40(
001-4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various 20(
SUBTOTAL GENEALOGY 20(
5(
Serra Children’s Services Committee Meetings San Diego Co. 20(
SUBTOTAL CHILDREN’S 2X
Carlsbad 001-4030 LIBRARY CHILDREN’S Local Travel to Facilities for Programs/Mtgs/School Visits
001-4040 TECHNICAL SERVICES Serra Technical and Automation Review Committee San Diego Co. 1 O(
Serra Audiovisual Cataloger’s Workshop San Diego Co. 1 O(
INLEX Users Group (2) Monterey 1.10(
SUBTOTAL TECH SERVICES 1,30(
140
CITY OF CARLSBAC)
TRAVEL REQUESTS 1901-92
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ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTlNATlO
001-4041 ' COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Oakland
SUBTOTAL COLLECTION DEV.
001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL MEDIA SERVICES
001-4060 ADULT LEARNING Miscellaneous Seminars and Literacy Network Meetings Various
SUBTOTAL ADULT LEARNING
Various 001-4070 BRANCH Miscellaneous Travel and Meeting Expenses
SUBTOTAL BRANCH
001-4210 CULTURAL ARTS National Association of Local Arts A,gencies Tuscon, AZ
Sacramento
L.A./San Frar
L.A./San Frar
California Federation for the Arts
League of CA Cities Executive Committee Meetings
California Assembly of Local Arts Agencies
Miscellaneous Travel and Meeting IExpenses . Various
SUBTOTAL CULTRUAL ARTS
001-4220 SISTER CITY Official Delegation Visit Futtsu. Japar
So. California Southern California Sister Cities Regional Conference
SUBTOTAL SISTER CITY
001-41 10 PARKS 8 REC ADMIN Parks 8 Recreation Administrators linstitute Asilomar
California Park and Recreation Society Annual Conference
Miscellaneous Travel and Meeting IExpenses
Long Beach
Various
SUBTOTAL PARKS 8 REC ADM
001-4121 PARK OPERATIONS California Park and Recreation Society Annual Conference Long Beach
National Park 8 Recreation Park Plnnnin 8 Maint School Lake Arrowht I SUBTOTAL PARK OPERATION:
. Miscellaneous Travel and Meeting Expenses Various
001-4131 RECREATION OPERATIONS California Park and Recreation Society Annual Conference Long Beach
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL RECREATON OPRT
001 -4133 AQUATICS Local Professional Meetings 8 SD County Aquatic Council S California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL AQUATICS
001-4141 SENIOR COMMISSION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL SENIOR COMMSS'P
141
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
001-4142 SENIOR PROGRAM America1 Society on Aging Conference San Diego 365
N County Senior Director’s Meetings San Diego 90
Area Agency on Aging Meetings San Diego 180
Congressman Packards’ Senior Advisory Meetings San Diego 40
SUBTOTAL SENIOR PROGRAM 675
001-51 10 STREET MAINTENANCE Maintenance Superintendent Conference San Diego 600
Traffic Control Supervisors Association Conference Fresno 600
Miscellaneous Travel and Meeting Expenses Various 300
SUBTOTAL STREET MAlNT 1,500
Miscellaneous Technical Training Various 800
SUBTOTAL FACILITIES MGMT 800
001-5410 TRAFFIC SIGNAL MAlNT Miscellaneous Travel and Meeting Expenses Various 700
SUBTOTAL TRAFFIC SIGNAL MN 700
001-6010 U &. M ADMlNSlTRATlON APWA National Conference San Francisco 800
APWA Monthly Meetings Local 400
Maintenance Superintendent Association Conference San Diego 200
Maintenance Superintendent Association Monthly Meetings Los Angeles 180
MMASC Annual Conference Local 500
Miscellaneous Travel and Meeting Expenses Various 1,600
SUBTOTAL U&M ADMIN 3.680
TOTAL GENERAL FUND 135.855
161-4122 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Various 1.000
SUBTOTAL TREE MAINTENANCE 1,000
161-4123 MEDIAN MAINTENANCE Landscape Seminars Various 500
SUBTOTAL MEDIAN MAlNT 500
391-3510 BLOCK GRANT(ENT1TLEMENT) Miscellaneous Travel and Meeting Expenses Local 200
SUBTOTAL BLOCK GRANT 200
511-6110 SANITATION WPCA National Conference Los Angeles 600
Water Pollution Control Association Meetings San Diego 300
Water Reclamation Symposium San Diego 100
San Diego Water Reclamation Quarterly Meetings San Diego 200
Miscellaneous Travel and Meeting Expenses Various 300
SUBTOTAL SANITATION 1.500
620-5210 FLEET OPERATIONS Annual Fire Chief’s Association Mechanics Academy Orange County 500
SUBTOTAL FLEET OPERATIONS 500
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CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
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TRAVEL DESCRIPTION DESTlNATlOl ACCT NO DEPARTMENT
131-3310 HOUSING VOUCHERS Misc. Travel and Meeting Expenses for Hearing Officer Various
NAHRO Quarterly Training Workshops Unknown
HAEDA Quarterly Information Meetiings Unknown
Section 8 Program Training Unknown
Monthly Mileage Reimbursement for Inspections
Personal Car Mileage to City Facilities
Local
Local
SUBTOTAL HOUSING VOUCHE
161-6210 STREET LIGHTING Meetings regarding Street Light Operations and Maint. Various
SUBTOTAL STREET LIGHTING
181-8119 SENIOR GRANT California Assoc of Nutrition Directors Sacramento
Miscellaneous Travel and Meeting E>penses Various
SUBTOTAL SR GRANT
190-8206 PARTNERSHIP FOR CHANGE Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL PRTNR FOR CHANC
501-6310 WATER SERVICES Maintenance Superintendents Meetings San Diego
San Diego Water Group Meetings
Cross Connection Meetings and Seminars
AWWA National Conference
Miscellaneous Travel and Meeting Expenses
San Diego Cc
Otay
Long Beach
Various
SUBTOTAL WATER SERVICES
520-641 0 SOLID WASTE MANAGMENT Solid Waste Management Cohference Unknown
AB 929 Technical Advisory Committee Meetings
Miscellaneous Travel and Meeting Expenses
Local
Various
SUBTOTAL SOLID WASTE MGk
640-1720 DATA PROCESSING Sierra Users Group Annual Conference California
ARC/lnfo Annual Conference (GIs IJsers)
Government Technology Annual Conference Sacramento
MacWorld Exposition Annual Conference
Networld Annual Conference
Cognos Users Annual Conference Anaheim
lnterex Annual Conference San Diego
San Diego San Diego Netware Users Conference
Miscellaneous Travel and Meeting Expenses Various
Palm Springs
San Francisc
Dallas. TX
SUBTOTAL DATA PROCESSIN(
Unknown
Unknown
8 10-34 1 0 REDEVELOPMENT Community Redevelopment Agencies Annual Conference
California Association for Local Economic Development
California Housing Development Los Angeles
Meetings with Carlsbad Civic Organizations
Personal Car Mileage to City Facilities
Miscellaneous Travel and Meeting Expenses
Local
Local
Various
SUBTOTAL REDEVELOPMENT
Unknown 810-3420 AFFORDABLE HOUSING Affordable Housing Seminars
SUBTOTAL AFFORDABLE HSN
143
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COS1
WATER DISTRICT Ass'n of California Water Agencies - Spring Conference S Calif 3.50(
Ass'n of California Water Agencies - Fall Conference N Calif 5.00(
Ass'n of California Water Agencies - MeetingslWorkshops California 3.00(
Conserv '91 Western States 2.50C
American Water Works Ass'n - Fall Conference S Calif 2,ooc
American Water Works Ass'n - Spring Conference Western States 2,SC
American Water Works Ass'n Workshops Western States 2.50C
National Water Resources Ass'n Conference Western States 1 .OOC
California Water Pollution Control Ass'n Unknown 1 .ooc
Ass'n of Water Reclamation Agencies Western States 1 ,OOC
Teleproducts S.C.A.D.A. School S Calif 2.50c
Teleproducts Electronics School (Telemetry) S Calif 2,50c
SUBTOTAL GENERAL SERVICES 29,OOC
TOTAL SPECIAL FUNDS 55.423
GRAND TOTAL TRAVEL 191.271
H:\LIBRARWFINANCR123DATA\9ZTRAV
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I GLOSSARY
APPROPRIATION - A specific amount of money authorized by the City Council fc
approved work program or individual project.
ASSESSED VALUATION - A dollar value placed on real estate or other property by
Diego County as a basis for levying property taxes.
BALANCED BUDGET - A budget in which planned expenditures do not exceed pla
funds available.
BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund
the prior/current year after payment of the prior/cuirrent year expenses.
BOND - A certificate of debt issued by an entity, guaranteeing payment of the ori
investment, plus interest, by a specified future date.
BUDGET - An annual financial plan that identifies revenues, types and levels of servic
be provided, and the amount of funds which can be spent. Carlsbad's Operating BI
encompasses one fiscal year, as does the Capital Improvement Program appropriatic
CAPITAL IMPROVEMENT PROGRAM - A multi-year financial plan containing proy:
construction of physical assets such as park, street, sewerage, and recreation facilities.
program has identified all projects which are the responsi-bility of the City betweei
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, coml
terminals, and office furniture, which appear in the Operating Budget.
COST ALLOCATION - A method used to charge General Fund costs to special rev
programs, such as enterprise funds, and internal serYice funds.
DEBT SERVICE - The payment of principal and interest on borrowed funds such as bc
DEPARTMENT - An organizational unit comprised of programs or divisions. Exar
include the Police Department, Library Department, and Personnel Department.
ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has nc
occurred.
ENTERPRISE FUND - A fund type established to account for the total costs of sel
governmental facilities and services which are operated similar to private enterp
These programs are entirely self-supported, and include the Water and Sanit
Departments.
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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 ffind 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 e1eve:n 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.
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REVENUES - Amount of funds received from the collection of taxes, fees, permits, licer
interest, and grants during the fiscal year.
SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted by the (
State, or Federal Government as the method to whiclh they may be spent.
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