HomeMy WebLinkAbout1992-06-16; City Council; 11745 Exhibit 1; 1992-93 Operating & Capital BudgetCity Clerk E
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1 Carlsbad Community Garden
City of Carlsbad, California
OPERATING AND CAPITAL BUDGET 1992-533
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CITY OF CARbSl
CAPITAL IMPROVEMENT PROGF
1992-93 OPERATING BUDGE'T I
I CLAUDE I' BUDDY I'
-- CITY c
ANN J. K
ERIC
MARGARET S
JULIE N
cI-ry M
RAYMOND R. PP
FINANCIAL MANAGEMEN'T DI
JAMES I? E -
PREPARED BY ME FINANCE
FINAN I LISA HILDAf
CJTY OF CARLSBAD, CALIFORMA
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I 1992-93 BUDGET
TABLE OF C0"TS
BUDGJ3T OVERVEW
City Manager's Letter 1 OriginationChart .................................................... 10
Projected Fund Balances for 1991-92 12
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Carlsbad Community Profile ............................................ 11
Projected Fund Balances for 1992-93.. .................................... 14 Budget Expenditure Schedule ........................................... 1f
Personnel Allocations ................................................. 27
Debt Management Issues. .............................................. 4
How the Budget is Organized ........................................... 4:
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Revenue Estimates for 1992-93 2C
Graphics ........................................................... 37 GannAppropriationsLimit 4;
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OPERATING BUDGET DETAIL
General Government
Citycouncil ........................................................ 41 CityManager 4'
Public Information 5
Cityclerk .......................................................... 5
CityAttorney 5
Finance 5
Audit ............................................................. 5
Purchasing 5 Human Resources .................................................... 5
HealthInsurance .................................................... 5 Research y InformationSystems .................................................. 6
RiskManagement 6
GeneralLiab .......................................................... F Miscellaneous Non-Departmental (
....................................................... ...................................................
....................................................... ........................................................... Cash Management ................................................... 5
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Data Processing ..................................................... 6
Worker's Compensation ............................................... f ....................................................
........................................
Public Safety
PoliceDepartment Summary ............................................ 4
Administration ...................................................... I Operations .......................................................... Investigations ........................................................
TABLE OF CONTENTS Page Two
Public Safetv (continued)
Vice/Narcotics ...................................................... 72 TeehicalServices ................................................... 73
JuvedeDiversion ................................................... 74
D..LR.E ............................................................ 75
Reserveofficers ..................................................... 76
Traffic ............................................................ 77
Fire Department Summary ............................................. 78
Administration ...................................................... 79
Suppression ........................................................ 80
Prevention ......................................................... 81
WeedAbatement .................................................... 83
Emergency Medical Services ............................................ 82
Disaster Preparedness ................................................. 84
Developmental Services
Community Development Administration ................................... 86 Geographic Information System .......................................... 87
Historic Preservation .................................................. 88
EngineerhgDepartment ............................................... 89
PlanningCommission ................................................. 91 Land Use Planning ................................................... 92
Growth Management ................................................. 93 BuildhgInspection ................................................... 94
Culture and Recreation
Library Department Summary ........................................... 96
Administration ...................................................... 97 Circulation ......................................................... 98 Reference Services ................................................... 99 Genealogy/Local History .............................................. 100
Children’s Services .................................................. 101 Technical Services .................................................. 102
Collection Development & Acquisitions ................................... 103 Mediaservices ..................................................... 104
AdultLeamhg ..................................................... 105 LaCostaBranch .................................................... 106
CulturalArts ...................................................... 107
Sister City ........................................................ 108
AudiovisualInsurance ................................................ 109 California Library Service Act (CLSA) .................................... 110
PublicLibraryFund(PLF) ............................................. 111
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TABLE OF CONTENTS B Page Three
I Culture and Recreation (continued)
Parks and Recreation Department Summary ................................ 112 Administration ..................................................... 113
Commission 114
Operations ........................................................ 115 Tree Maintenance ................................................... 117
MedianMaintenance 118 Recreationoperations ............................................... 119
RecreationFee Supported ............................................. 120
Aquatics 121
Recreation . Agua Hedionda Lagoon ..................................... 122
Senior Commission .................................................. 123
SeniorNutdion 125
Utilities and Maintenance
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I Vehicle Replacement ................................................. 139
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Senior Programs .................................................... 124 ...................................................
Utilities and Maintenance Department Summary 126 Administration ..................................................... 127 Street Maintenance 125 Major Street maintenance ............................................. 131
FacilitiesMaintenance ............................................... 132 Traffic Signals 133 Street Lighting ..................................................... 134
Buena Vista Creek Channel Maintenance .................................. 135 Solid Waste Management 136 Vehicle Maintenance ................................................. 138
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Housh~ and Redevelopment
Housing and Redevelopment Department Summary .......................... 140 Housing Certificates and Voucher Programs 141 PortableVouchers ................................................... 142 Affordable Housing .................................................. 143
Redevelopment 144
Community Development Block Grant .................................... 145
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Water District
Carlsbad Water District Summary ....................................... 146 Wateroperations 147 Water Reclamation .................................................. 148 I SanitationServices .................................................. 149
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TABLE OF CONTENTS Page Four
CAPITAL IMPROVEMENT PROGRAM
1992-93 Capital Improvement Program ................................... Growth Management Plan ............................................. 159 Cunent & Future 1992-93 to Buildout Projects ............................. 161
Analysis of Available Balances ..........................................
150
174
APPENDICES
Capital Outlay Requests .............................................. 182
Accounting System & Budgetaly Control ..................................
ConhuhgAppropnations ............................................ 196
TravelRequests .................................................... 183
Budgetprocess ..................................................... 191
193 Glossa Iy .......................................................... 194
PRINTED ON RECYCLED PAPER (B
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1 - City of Carlsba(
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June 16, 1992
TO:
FROM: City Manager
HONORABLE MAYOR AND CJIY COUNCIL
1992-93 BUDGET
I am pleased to submit to you the 1992-93 Operating and Capital Improvement Progr
Budgets as adopted by the City Council on June 16, 1992. The budget totals $10
million while revenues for 1992-93 are estimated at $107.5 million. The General Fun(
balanced with revenues and expenditures matching at $42.1 million. The budget messi
which follows will focus on operating revenues, expenditures, and important issues fac
the City in the forthcoming 1992-93 fiscal year. Detailed discussion of the Capital Bud
may be found in the section detailing the Capital Improvement Program. i Overview
Throughout most of its history, the City of Carlsbad has had the benefit of working w
revenues sufficient to meet anticipated expenditures; however the nineteen nineties sh
a reversal of this trend. Revenues stopped growing and State legislation resulted in n
mandatory expenditures as well as the loss of revenues. Over the past two years, the C
has made every effort to maintain service levels through the deferral of projects and 1
management of vacant staff positions. However, the weak economy has eroded flexibil
as well as opportunities for growth and new programs. Carlsbad began to feel the effe
of the economy in 1990-91 as revenues were falling short of projecrions. This resulted
closely monitoring and reducing planned expenditures. The trend influenced i
preparation of the 1991-92 budget which contained fourteen (14) unfunded positio
decreased capital outlay spending, and deferred maintenance programs. State and Fede
legislation also made its impression on the terne of Carlsbad's 1991-92 budget, requirj
new expenditures for booking fees, property tax administration and Social Secur
coverage for part time employees as well as a revenue loss of one half of the Fine a
Forfeiture income.
Indeed, balancing budgets over the past two years has been a challenge, and continues ir
1992-93. It is clear that the broadening gap between revenues and expenditures is pres
1
1200 Carlsbad Village Drive - Carlsbad, Californla 92008-1 989 - (61 9) 434-28
1992-93 Budget
Page Two
as we enter the 1992-93 fiscal year. The persistent sluggishness in the economy, coupled
with the threat of the State’s budget balancing actions has resulted in the need to closely
evaluate the services provided.
Budzetary Policies
The most important goal in preparing the budget is to balance revenues against
expenditures, and as budget preparation began, it was apparent that the City% revenue
base was declining. During 1991-92 the revenue estimates were revised downward by $4
million, or 9%.
The above table provides a linear picture of the revenue progression for a three yea1
period. As can be seen, the growth in revenues over this period is $1.2 million, or 2.9%
which is essentially flat. Carlsbad is clearly experiencing the effects of the recession
although a turnaround is expected in the upcoming year. The flat revenues have prescribec
the need to budget with austerity which resulted in departments preparing a spending plar
with the following guidelines:
b No new positions, programs or services.
b Reduce overtime wherever possible.
b Eliminate funding for positions wherever possible.
b Eliminate all possible consulting services and special projects.
b Defer capital outlay purchases.
b Wherever possible, maintain existing service levels.
b In addition to the above steps, reduce 1992-93 budget by 5% from the 1991-9
budget.
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1992-93 Budget 1 Page Three
The use of these guidelines resulted in a recommended Operating Budget for 1992-9:
$42.1 don which does not include funding for 30 positions. General Fund overt
expenses have been reduced by $137,000 or 8.4% from the 1991-92 appropriation, w
Capital Outlay budgets have been reduced by $98,000 or 87%. Several ongoing opera0
have been funded with one-time fund balances or special revenue funds, which will no
available next year.
Also influencing the austerity with which 1992-93 budget was prepared was the neec
add back one time savings which were taken to help balance the 1991-92 budget. B
the Hosp Grove payment, and the Golf Course contribution are now fully funded in
budget adding a total of $700,000 to 1992-93 expenses. I Revenue
The table below shows the total operating and capital revenues the City forecasts it 1
receive for 1991-92, as well as those estimated for 1992-93. Revenue estimates indic
that the City will receive a total of $107.5 million, a 42% increase over the current y
projections. The majority of the increase can be attributed to the capital funds wh
contain an increase of $25.6 million over the projected 1991-92 revenues. Nearly (
third, or $11.0 million of the capital revenue will come from the issuance of bor
Another 50% of the capital revenue comes from a combination of grants, Transnet an.
letter of credit. Capital revenue received as a result of growth within Carlsbad totals $'
million, or 5% of the total, and tends to reflect the economy as well as provide insight ii I activities within Carlsbad.
REVENUESUMMARY
BY FUNCTION
(In Millions)
DIFFERENCE AS % OF
SPEW REVENUE ($0.7) -10.8%
CAPITAL $9.6 $35.2 $25.6 266.7% I GRAND TOTAL $75.9 $1M.5 $31.6 41.6%
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1992-93 Budget
Page Four
General Fund revenues are of particular interest as these resources fund basic City services
such as Police, Fire, Library, Street Maintenance and Park and Recreation programs. The
receipt of these revenues also provides a representat3ve picture of the local economy. %he
table on the previous page shows that General Fund revenues are estimated at $42.0
don for 1992-93, a $2.4 dion or 6.1% increase over the projected 1991-92 figure of
$39.6 million.
The table below shows a summarized outlook for the major General Fund revenues.
Property Tax revenues provide the largest single source of revenue for the City. The
projection of $15.5 million for 1992-93 represents 37% of General Fund revenue. It is
anticipated that property values and transactions will increase during 1992-93.
SIGNIFICANT REYENUES TO THE GENERAL F"D
(In MiEom)
DIFFERENCE &%OF
TOTAL GENERAL FUND REVENUE
Sales Tax revenue is the second largest revenue source estimated at $9.7 don for 1992-
93, an increase of 12.8% or $1.1 don over the projected 1991-92. The estimate
considers that there will be some economic recovery, as well as the addition of the Price
Club to the sales tax base. Interestingly, the 1992-93 estimate of $9.7 million is just above
actual sales tax revenues of $9.4 million received during 1990-91, reflecting relatively fla-
consumer spending over the past two years.
The last significant General Fund revenue is the Transient Occupancy Tax which i!
estimated at $3.2 million for 1992-93, the same as the projection for 1991-92. It i:
anticipated that the recession will keep travel to Carlsbad at its present level.
Development within Carlsbad has continued at a slow rate resulting in flat revenuc
estimates for most other General Fund revenue sources. Estimated Engineering Fees shov
a decrease of $600,000 or 37%, as much of the pre-development planning that occuc
before construction, has already transpired on several projects. Should the economj
improve, it is anticipated that development related revenues will increase.
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1992-93 Budget
Page Five
Special Revenue Fund revenues total $5.8 million which are $700,000 or 10.8% less tk
those projected for 1991-92. Types of functions supported out of Special Revenue Fur
include programs funded by grants such as Housing Assistance -
Maintenance Assessment Districts and the Gas Tax Street Maintenance.
Enterprise Fund revenue shows projected 1992-93 revenues at $15.9 million, an incre
of $3.7 million or 30.3% over 1991-92 estimates. Enterprise Funds work similar tc
business in that rates are charged to support the operations which supply the servi
Examples of Carlsbad Enterprises include the Water District, Sewer Services, and So
Waste Management. The primary reason for the revenue increase in the Enterprise fur
is in Water Operations which shows a 47% or $3.8 million increase. It is anticipated tl
the Metropolitan Water District will be charging higher rates for the water it sells to 1
Carlsbad Water District, which will necessitate an increase in the user rates.
Internal Service Funds show an estimated revenue of $6.4 million for 1992-93, an incre:
of $400,000 or 7%. Internal Services provide services within the City operation a
include programs such as the self insurance funds for Workers Compensation and Liabil
Insurance, as well as Data Processing and Vehicle Maintenance. Departments pay to I
the services provided by these funds. The Internal Service Fund demonstrating the larg
revenue increase is the Health Insurance Fund, up $540,000 or 39%, due to rising hea
insurance costs. The Data Processing fund shows the largest decrease, down $315,000
38% which is due to the one-time use of fund balance to offset operating costs. By usi
its fund balance, Data Processing was able to reduce its charges to user departmen
resulting in a savings to the General Fund.
Redevelopment revenues show an increase of $200,000 for a total 1992-93 reven
estimate of $2.2 million. The increase is the result of anticipated rising property values
the redevelopment area.
Expenditures
The combined 1991-92 budget totals $106.7 million and is broken down as shown on t
following page. Budgeted operating expenditures for 1992-93 total $74.3 million whi
represents a decrease of $200,000 or .3% from the current 1991-92 budget, while capi
expenditures are down $5 million, or 13.4%. This decrease in planned spending is a dire
response to the continuing recession throughout the state and in Carlsbad.
Section 8,
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BUDGET SUMMARY
( In Millions)
1992-93 Budget
Page Six
IFFEWCE %CHANGE
GENERALFUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
GRAND TOTAL
The General Fund budget totals $42.1 million and shows a decrease of $4 million or 8.7OA
from the 1991 -92 adopted budget. The decrease in planned spending is necessary in orde:
to balance the budget and has been absorbed by nearly every department. Balancing thc
1992-93 budget entailed the execution of .various strategies which are profiled below.
b Thirty (30) positions spread throughout the City workforce are not funded.
The unfunded positions are vacant and represent no lay offs of existing staffo
It is estimated that this effort reduced the budget by approximately $1.3
million.
The City Council opted to fund two major buiiding maintenance projects
from the General Fund Balance and the slurry and chip seal street
maintenance programs from the Gas Tax fund.
Reductions among all Maintenance and Operation accounts.
No new positions have been added. The budget does reflect the new Police Office
that will be assigned to the Regional Auto Theft Team which is funded directly fror
the additional $1.00 vehicle registration assessment. Et does not compete fo
General Fund monies.
Fund balances have been used to offset budget expenditures. The use of the Dat
Processing fund balance reduced charges to departments. Also the California Librar
Services Act (CLSA) Grant funding contained a fund balance which was used i;
addition to current revenues to help support the operational costs for the brancl
library. This effort reduced the General Fund portion of the budget b
approximately $250,000.
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1992-93 Budget
Page Seven
b Alternate funding sources have been used for some General Fund programs wh
include the use of Police Asset Forfeiture funds for the DARE and Juvenile Diversi
programs, use of the County grant to fund the Senior Nutrition program, and I
branch library operations will be funded with the CLSA grant. This effort reduc
the General Fund portion of the budget by approximately $250,000.
The use of fund balances and grants to support day to day operations, as exhibited in 1
last two bullet points above, cannot occur on a prolonged, year to year, basis. The sa^
of approximately $500,000 recognized now will need to be absorbed by the General Fu
in 1993-94.
The development of the 1992-93 budget posed the challenge of reducing operating co
while minimizing the impact on existing service levels. This challenge as been met thou
the strategies noted above. No reduction in the core City services of Police and Fire ;
expected. Additionally, the library and swimming pool are budgeted to remain open
all of their regularly scheduled hours. This does not mean however, that service le
reductions will not be occurring.
Operating a City with 30 less employees will result in a loss of flexibility and increase 1
time it may take to respond to citizen requests and other special requests. The bottom 1
is that the City will not be able to do as much, as fast. Examples of service level reductic
can be found in both the park maintenance and street maintenance budgets. All part-ti
park maintenance staff has been eliminated which will affect litter control and restroc
maintenance schedules. Landscaped areas will be irrigated less frequently and not fertilii
during the year, affecting park appearance, while tennis court night lighting will
curtailed by one hour nightly. Street maintenance reductions will result in delays I cement and pothole repairs.
Special Revenue Funds show essentially no change between 1991-92 and 1992-93. 1
Housing - Section 8 budget, however, has increased with the addition of 58 more units
the program. Increased spending within the Library State Grants and Gas Tax fund$
made possible through the one-time use of available fund balances. The budgets for 1
Maintenance Assessment Districts have all decreased.
Enterprise Funds show the largest budget increase, up 21% or $3.0 million, of which .
majority is in Water Operations. An increase in purchased water of $2.4 million or 2'
is included within this budget as the result of the higher cost of purchasing water for s
to customers. The Water District will be adding four new positions in 1992-93. Th
of the positions are currently staffed through the use of temporary employment agencj
and include two Meter Readers and one Receptionist/Cashier. The one truly new posit.
is an Account Clerk which will allow for timely follow through on non-payment accoun I
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1992-93 Budget
Page Eight
A new Enterprise for Reclaimed Water has been established this year with a total budget
of $840,000. The program itself is not new, as the Water District has been involved with
the purchase and sale of reclaimed water for approximately six months. However,
anticipated program expansion has required separate accounting for these expenses,
Internal Service Funds also show an imcrease of $700,000 or 11.5%, the majority of which
is the result of purchasing City vehicles for a two year period. The vehicle replacement
policy was under review during 1991-92 placing a hold on purchasing rolling stock. Now
that the study is complete, most vehicles scheduled for replacement in 1991-92 as well as
those for 1992-93 are included in the budget.
The Redevelopment budget has decreased for 1992-93 by $100,000. The decrease is the
result of reducing the operating budget in conformance with City budget guidelines.
Debt Service is one group of funds not appearing in the 1992-93 budget. Both the Library
Bonds and Sewer Bonds were retired in 1991-92. The City no longer has any general
obligation bonds outstanding.
Summary
The City and community alike need to be aware of the impact on revenues that the State's
budget balancing actions may have upon the City. The State continues to face shortfalls
in its revenues, and it is anticipated that this will result in a loss of revenues for the City,
although the amount is not known. Carlsbad's 1991-92 budget absorbed several increased
costs in order to offset State budget balancing actions which include payment to the
County for Property Tax Administration fees and Booking Fees. These expenses total
$419,000 in Carlsbad's 1992-93 budget. Actions the State takes this year may result in a
potential loss of revenue to Carlsbad in the millions of dollars. The budget does not
attempt to deal with this contingency other than to recognize that there is a direct threat
to our community.
While 1992-93 represents a challenging year financially, the City will strive to maintain the
high quality and variety of services which have come to be expected by the residents and
businesses of Carlsbad. No new programs or services are included except where additional
funding is available. The budget truly reflects the prevailing weak economy in both
revenues and expenditures.
In this difficult budget year the cooperation of all departments and City staff was critical
to creating a successful operating plan. This document is a reflection of the dedication and
efforts of these members of Team Carlsbad. Their support is critical to the City's ultimate
success. We offer them all our thanks for a job well done. This example of team work will
be repeated in the months and years to come as the State of California and economic
e fiscal strength of the City of Carlsbad,
City Manager 8
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L_l_-L______________---_ L_1______,_,___,-________,_,,,,__
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I CARLSBAD COMMUNITY PROFILE
Date Incorporated July 16, 1952 I Form of Government CounciVManager
Area 42.2 Square Miles
Population 64,264 I Net Assessed Valuation $5,474,063,206
Miles of Streets 238
Fire Protection:
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Number of Stations 6 I Number of Firefighters 72
Municipal Water District:
Number of customers
Miles of lines and mains
Average Daily Consumption
17,000
300
12.8 million gallons
Miles of Sewers 103.7
Recreation and Culture:
Number of parks (improved and unimproved) 36
Area of parks 326.88
Pools 1
Number of libraries 2
Number of volumes 200,481
Total number of regular City and Water District employees 565
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CITY OF CAWLSBAD
PROJECTED FUND BALANCES FOR FY 1991-92
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 4,1991 REVENUES EXPENDITURES TRANSFERS JUNE 30,1992
183,083 1,020,ooo 468,5oo 734,583
HOUSING - SECTION 8 (34,361) 2,359,064 2,359,064 (34,361)
AUDIO-VISUAL INSURANCE 81,476 61 ,000 56,674 85,802
GAS TAX 1,843,116 1,025,ooO 150,ooo (875,000) 1,843,116
TREE MAINTENANCE 189,924 552,700 598,389 144,235
MEDIAN MAINTENANCE 25,151 237,800 236,338 26,613
STREET LIGHTING 470,305 691,011 692,303 469,013
BUENA VISTA CRK CHNL MNT 222,339 103,250 5,000 320,589
STATE GRANTS (LIBRARY) 360,460 204,000 170,000 394,460
722 SENIOR NUTRITION 0 178,000
CDBG - ENTITLEMENT 0 75,200 49,211 25,989
177,278
17,330 9,270 26,600 0
SEWER BONDS 4 09,785 1731 5 127,300 0
2,955,301 8,019,000 9,337,980 (16,000) 1,620,321
SEWER OPERATIONS 2,461,042 3,980,m 4,420,m (25,000) 1,995,542
SOLID WASTE MANAGEMENT 17,412 184,000 179,500 21,912
44,059 600,225 1,020,850 500,000 123,434
LIABILITY SELF INSUR 1,957,261 1,002,008 81 5,000 2,144,261
HEALTH INSURANCE 1,198,089 1,405,700 1,943,179 860,610
VEHICLE MAINTENANCE (93,844) 1,210,000 1,193,838 cr/I@w
VEHICLE REPLACEMENT 1,433,762 91 5,400 242,527 2,106,635
DATA PROCESSING 462.878 824,800 706,400 581,278
. . ... . OPERATIONS 365,862 15,000 618,608 3cQoO0 62,254
LOW AND MOD INCOME HSNG 1,571,058 460,000 90,382 1,940,676
DEBT SERVICE 839,850 1,505,008 1,133,328 (=Q,OOo) 91 1,522
TOTAL OPERATING FUNDS $25,490,906 $66,299,935 $68,656,654 ($1 1,200) 523,122,987 1
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1992-93
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE I FUND JULY1,1992 REVENUES EXPENDITURES TRANSFERS JUNE30,199:
734,583 21 0,000 197,415 747,16(
HOUSING - SECTION 8 (34,361) 2,564,821 2,564,821 (343
GAS TAX 1,843,116 925,000 4,127,000 1,641,l 11
TREE MAINTENANCE 4 4,235 581,006 579,506 145,73
27,91: MEDIAN MAINTENANCE 26,613 257,900
STREET LIGHTING 469,013 671,380 767,880 372,51~
BUENA VISTA CRK CHNL MNT 320,589 103,000 300,000 123,s
STATE GRANTS (LIBRARY) 394,460 151,400 ~,300 245,s
SENIOR NUTRITION 722 178,ooO 177,624 1 ,x
CDBG - ENTITLEMENT 25,989 78,000 78,000 25,s
AUDIO-VISUAL INSURANCE =,802 61 ,000 60,000 86,80
256,601
0 300,000 840,870 (540,8i
WATER OPERATIONS 1,620,321 11,805,000 11,586,223 (16,000) 1,823,0!
SEWER OPERATIONS 1,995,542 3,724,000 4,410,820 (25,000) 1,283,7:
SOLID WASTE MANAGEMENT 21 ‘91 2 127,000 158,800 (9@
123,434 61 8,000 1,035,000 5wOo0 206,4:
2,187,26 LtABlLllYSELF INSUR 2,144,261 893,000 850,000
HEALTH INSURANCE 860,610 1,949,000 2,130,906 678,7t
VEHICLE MAINTENANCE (77,682) 1,341,600 1,271,052 (7,1:
VEHICLE REPLACEMENT 2,106,635 1,057,500 800,413 2,363,7: 1 DATA PROCESSING 581,278 51 0,000 677,228 414,Of
62,254 12,000 779,926 710,000 43
LOW AND MOD INCOME HSNG 1,940,676 =,000 106,329 2,3343
DEBT SERVICE 911,522 1,660,000 1,137,938 171 0,000) 723,5
TOTAL OPERATING FUNDS $23,122,987 $72,333,042 $74,342,587 $0 $21,113.4
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1991 -92
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 9 t 1991 REVENUES EXPENDITURES TRANSFERS JUNE 30,1992
246,800 3,119,172
REVENUE SHARING 235,600 0 0 (235600) 0
ZONE 5 PARK FEE 1 ,=,000 3,000 0
WBUC FACILITIES FEE 'I 1,021,483 3wo@J 1,529,117 (2,574,777) 7,217,589
0 1,537,000
PARK DEVELOPMENT (2%663) 51 8,000 8,230 0 21 9,107
TRAFFIC IMPACT 2,276,507 81 ,000 60,919 (477,500) 1,819,088
PLANNED LOCAL DRAINAGE 1,810,850 150,000 58,272 0 1,902,578
SEWER CONSTRUCTION 10,802,818 1,123,000 932,841 0 10,992,977
TWSNET/LOCAL 717,856 0 0 0 71 7,856
TRANSN ET/H IGH WAY (19,320) 1,164,000 382,424 0 762,256
TRANSNET/BIKE 0 Q 0 0 0
GOLF COURSE 1 ,cJ=,a 349,800 I 16,207 0 1,262,887
WBUC ART (1% FUND) 324,123 5,000 29,810 0 299,313
STATE GRANTS (1 4,586) ~,oo(J 246,632 0 (61,218)
COUNTY GRANTS 606,059 157,500 0 0 763,559
ASSESSMENT DISTRICTS 3,579,443 200,000 (1 35,583) 372,277 4,287,303
LTR CREDIT/ZONE 19 Q 0 0 0 0
CDBG 0 mm 39,343 0 657
BRIDGE AND THOROUGHFARE 2,492,595 0 0 (2,492,595) 0
COMMW FACILITIES DlSTR #1 (31 2,223) 3,025,000 365,858 5,172,595 7,519,514
WATER DISTRICT
RECLAIMED WATER 0 0 21,652 0 (21,652)
MAJOR FACILITIES 7,040,932 m,000 107,128 0 7,133,804
REPLACEMENT 5,848,823 1,710,000 482,752 0 7,076,071
REDEVELOPMENT
TAX INCREMENT BONDS 3,250,434 4 00,OOo 499,383 0 2,851,051
REDEVELOPMENT PROJECTS 308,952 25,000 7,797 0 326,155
TOTAL CAPITAL FUNDS $55,042,161 $9,601,300 $4,929,594 $1 1,200 $59,725,067
14
CITY OF CARLSBAD
1c
1
I
1
PROJECTED FUND BALANCES FOR FY 1992-93
1991 -92 1992-93 PROJECTEI
BALANCE ESTIMATED CARRY- NEW TOTAL BALANCE
FUND JULY 1,1992 REVENUES FORWARD APPROP APPROP. JUNE 30,191
317,000 2,145,960 973,2
PUBUC FACILITIES FEE 7,217,589 326,669 4,980,564 1,910,000 6,890,564 653,a
ZONE 5 PARK FEE 1,537,000 23,000 0 0 0 1,560,o 1 PARK DEVELOPMENT 21 9,107 11 0,596 19,194 0 19,194 31 0,5
TRAFFIC IMPACT 1,819,088 111,043 2,231,357 170,000 2,401,357 (471,Z
PLANNED LOCAL DRAINAGE 1,902,578 0 1,130,488 0 1,130,488 772,C 1 SEWER CONSTRUCTION 10,992,977 977.1 08 =,om 1,770,997 2,706,080 9,264,~
TRANSNET/LOCAL 717,856 3,750,000 3,315,000 1,150,000 4,465,000 2,e u TRANSNETMIGHWAY 762,256 1,800,000 2,344,023 200,000 2,544,023 18.2
TRANSNETBIKE 0 785,000 250,000 532,575 0 785,C
CAL TRANS 0 1,043,000 0 1,043,000 1,043,000 B SDG&E 0 1,450,000 0 1,450,000 1,450,000
I STATEGRANTS (61,218) 520,000 324,788 95,000 41 9,788 38,
1 LTR CREDK/ZONE 19 0 1,687,500 0 0 0 1,687,
B FEDERAL HIGHWAY 0 566,667 0 566,667 566,667
i MAJOR FACILITIES 7,133,804 300,000 5,085,977 1,841,843 6,927,820 505,
1
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1
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I
B
GOLF COURSE 1,262,887 0 536,722 0 536,722 726,l
PUBUC ART (1% FUND) 299,313 3,170 255,142 0 255,142 47,
COUNTY GRANTS 763,559 165,375 399,891 0 0 928,
ASSESSMENT DISTRICTS 4,287,303 0 2,406,265 0 2,406,265 1,881,
CDBG 657 71 3,046 71 3,703 0 71 3,703
COMMW FACILITIES DISTR #1 731 931 4 1331 5.000 I ,487,478 20,211 ,000 21,698,47a (363,
WATER DISTRICT
RECLAIMED WATER (21,652) 5,000,000 4,927,348 51,000 4,978,348
REPLACEMENT 7,076,071 2.050,000 5,471,763 1,128,399 6,600,162 2,525 1 REDEVELOPMENT
TAX INCREMENT BONDS 2,851,051 0 2,834,070 0 2,834,070 16
REDEVELOPMENT PROJECTS 326,155 0 209,646 0 =,w 116
TOTAL CAPITAL FUNDS $59,725,067 $35,197,174 $41,687,462 $32,437,481 $72,942,477 $21,979
15
ClaY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO 1992-93
%IN(
1991 -92
GENERAL GOVERNMENT
CITY COUNCIL
CW MANAGER
PUBLIC INFORMATION
CITY CLERK
INFORMATION SYSTEMS
CITY ATTORNEY
FINANCE
CITYTREASURER
PURCHASING
HUMAN RESOURCES
RESEARCH OFFICE
RISK MANAGEMENT
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
BUILDING INSPECTION
POLICE
FIRE
TOTAL PUBLIC SAFETY 1 6,138,362
COMMUNITY DEVELOPMENT
COMMUNITY DEVELADMIN
GEOGRAPHIC INFORMATION
ENGINEERING
PLANNING
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BLOCK GRANT ADMlN
TOTAL COMMUNITY SERVICES
MAINTENANCE
UTILITIES ADM I NlSTRATlO N
STREET MAINTENANCE
FACILITIES MANAGEMENT
TRAFFIC SIGNAL MAINT
TOTAL MAINTENANCE
. . . . . . . . . . . . . . . . . . . . . . . . . . .
16
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
I
t
1
1990-91 TO 1992-93
%I h
1991 -92
SISTER CITY PROGRAM
PARKS AND RECREATION
SENIOR CITIZENS PROG
TOTAL CULTLJRE/RECREATION
1 NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY ASSISTANCE
BEACH PARKING
AUDIT
DUES & SUBSCRIPTIONS
ANIMAL REGULATION CONTRACT
HOSP GROVE PAYMENT
GOLF COURSE
PROPERTY TAX ADMIN FEE
HIRING HALL
STREET LIGHT COSTS (CITY)
TREE MAINT COSTS (CITY)
BOND SERVICES
CONTINGENCIES
TOTAL GENERAL FUND
I
1
I
I
I 17
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO 1992-93
%IN(
1991 -92 93 -9:
4998-91 ESTIMATED 1991 -92 1992-93
FUND ACTUALS MPENBITURES BUDGET' BUDGET 92-9:
AUDIO VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTITLEMENT
WATER OPERATIONS
LlABlLrrY SELF INSURANCE
HEALTH INSURANCE
VEHICLE MAINTENANCE
LOW AND MOD INCOME HSNG
DEBT SERVICE
I TOTAL OPERATING FUNDS $63,578,892 $68,656,654 $74,536,584 $74,342,587
18
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
5
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I
I
lli
1
I
I
I
1
I
1
0
1
I
R
1
I
I
1990-91 TO 1992-93
%IN
4991 -92 91 -5
1990-91 ESTIMATED 1991-92 1992-93
FUND ACTUALS EXPENDITURES BUDGET BUDGET 92-2
PUBLIC FACILITIES FEE
PARK DEVELOPMENT 2,681,514
TRAFFIC IMPACT
PLANNED LOCAL DRAINAGE 393,184 58,272
SEWER CONSTRUCTION
TRANSNET/LOCAL 21 3,235
TRANSNETIHIGHWAY
TRANSNET/BlKE
CAL TRANS
SDG&E
GOLF COURSE
PUBLIC ART (1% FUND) 85,558 29,810
STATE GRANTS
ASSESSMENT DISTRICTS 14,346,746 (1 35,583)
LTR CREDITRONE 19
CDBG 173,501 39,343
CMMW FAClLlTlES DISTRICT #1 0 365,858
FEDERAL HIGHWAY
COUNTY GRANTS
WATER DISTRICT
-RECLAIMED WATER
-MAJOR FACILITY FEE
-REPLACEMENT
REDEVELOPMENT FUNDS
-TAX INCREMENT BONDS
- REDEVELOPMEM PROJECTS
$37,431,581 $32,437,481 TOTAL CAPITAL FUNDS $26,989,590 $4,929,594
19
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1992-93
PROJECTED ESTIMATED AS % DEFERENCE ACTUAL
REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92 TO
REVENUE SOURCE 1990-91 1991 -92 1992-93 PROJECTED 1992-93
TAXES
PROPERTY TAX $12,719,000 $13,970,000 $15,500,000 10.95% 1,530,000
SALES TAX 9,426,000 8,650,000 9,700,000 12.14% 1,050,000
TRANSIENTTAX 3,310,000 3,200,000 3,200,000 0.00% 0
FRANCHISE TAX 807,000 goa000 925,000 2.78% 25,000
TRANSFER TAX 243,000 170,000 200,000 17.65% 30,000
TRAILER COACH IN-LIEU 24,000 a000 18,000 - 10.00% (2,000)
TOTAL TAXES 26,529,000 26,910,000 29,543,000 9.78% 2,633,000
LICENSES AND PERMITS
CONSTRUCTDM PERMITS 643,000 =mo 450,000 104.55% 230,000
BUSINESS LICENSES 832,000 875,000 975,000 11.43% 1 00,000
OTHER LICENSES & PERMITS 312,000 280,000 300,0oO 7.14% 20,000
TOTAL LICENSES 8 PERMlTS 2,242,000 1,775,000 2,150,000 21.13% 375,000
LICENSE TAX- CO NSTRUCTION 455,000 4m000 425,000 6.25% 25,000
STATE SUBVENTIONS
CIGARRTE TAX 139,000 65,000 w000 -7.69% (5,000)
VEHICLE IN-LIEU 2,174,000 2,200,000 2,300,000 4.55% 100,000
HOMEOWNERS PROP. TAX REIMB. =,000 295,000 300,000 1.69% 5,000
TOTAL STATE SUBVENTIONS 2,606,000 2,560,000 2,660,000 3.91 % 100,Ooo
CHARGES FOR SERVICES
PLANNING FEES 652,000 750,000 750,000 0.00% 0
BUILDING DEPT. FEES ~,000 250,000 325,000 30.00% 75,000
ENGINEERING FEES 966,000 1,600,000 1 ,000,000 -37.50% (sOo,000)
ZONE PLAN FEES 158,000 50,000 15,000 -70.00% (35,000)
WEED CLEANING 34,000 35,000 35,000 0.00% 0
AMBULANCE FEES 21 8,000 4 90,000 220,000 15.79% 30,000
RECREATION FEES =,000 700,000 750,Ooo 7.1 4% 50,000
OTHER CHARGES OR FEES 352,000 300,000 325,Mx) 8.33% 25,000
TOTAL CHARGES FOR SERVICES 3,468,000 3,875,000 3,420,000 -1 1.74% (455,000)
FINES AND FORFEITURES 51 6,000 350,000 375,000 7.14% 25,000
INTEREST 2,309,000 2,000,000 1,700,000 - 1 5.00% (300,000)
INTERDEPARTMENTAL CHARGES 1,777,oao 1,925,000 1,900,000 -1.30% (25,000)
OTHER REVENUE SOURCES 1,467,000 250,000 306,435 22.57% 56,435
39,645,000 42,054,435 6.08% 2,409,435
20
TOTAL GENERAL FUND 4031 4,000
CITY OF CARLSBAD
B
I
I
I
1
I
1
I
1
I
1 u
1
I
c
I
I
REVENUE ESTIMATES FOR 1992-93
PROJECTED ESTIMATED AS % DIFFERENCE ACTUAL
REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92 TO
REVENUE SOURCE 1990-91 1991 -92 1992-93 PROJECTED 1992-93
POLICE ASSET FORFEITURE
ASSET FORFEITURES 205,057 1 ,000,000 200,000 -80.00% (800,000)
INTEREST 16,302 20,000 10,000 -50.00% (1 0,000)
TOTAL 221,359 1,020,000 21 0,000 -79.41 % (81 0,000)
HOUSING - SECTION 8
INTEREST 19,557 9,000 8,000 -1 1.1 1% (1 ,000)
FEDERAL GRANT 1,866'71 1 2,350,064 2,556,821 8.80% 206,757 1 TOTAL 1,886,268 2,359,064 2,564,821 8.72% 205,757
AUDIO-VISUAL INSURANCE
INTEREST 6,303 1 ,000 1 ,000 0.00% 0
INSURANCE FEES 62,532 60,000 60,000 0.00% 0
TOTAL 68,835 61 ,ooO 61 ,000 0.00% 0
GAS TAX
GAS TAX REVENUES 1,162,315 975,000 875,000 - 10.26% (1 00,000)
INTEREST 50,000 50,000 0.00% 0
TOTAL 1,162.31 5 1,025,000 925,000 -9.76% (1 00,000)
TREE MAINTENANCE
INTEREST 12,535 1,500 1,500 0.00% 0
TREE MAINTENANCE FEES 439,291 470,000 502,366 6.89% 32,366
INTERDEPARTMENTAL 174,401 81,200 77,140 -5.00% (4,0601
TOTAL 626,227 552,700 581,006 5.12% 28,306
MEDIAN MAINTENANCE
INTEREST 2,862 1,300 1,300 0.00% C
MEDIAN MAINTENANCE FEES 117,573 236,500 256,600 8.50% 20,loc
INTERDEPARTMENTAL 57,658 0 0 0.00% c
TOTAL 178,093 237,800 257,900 8.45% 20,lOC
STREFT LIGHTING
INTEREST 34,778 2.500 2,500 0.00% [
INTERDEPARTMENTAL 27,000 72,000 =,000 -8.33% (6,00(
STREET LIGHTING FEES 587,615 615,511 601,880 -2.21 % (1 3,63'
MlSC REIMBURSEMENT 3,404 1 ,000 1 ,000 0.00% 1 TOTAL 652,797 691.01 1 671,380 -2.84% (19,63
21
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED EST1 MATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92 TO
REVENUE SOURCE 1990-91 1991 -92 1992-93 PROJECTED 1992-93
BUENA VISTA CREEK CHNL MAIM
INTEREST 14,726 3,250 3,000 -7.69% (250)
BUENA VISTA FEES 180,439 100,000 1 oQ,000 0.00% 0
TOTAL 445,465 103,250 103,ooO -0.24% (250)
STATE GRANTS
INTEREST 18,975 4,400 1,400 0.00% 0
GRANTS 21 2,224 202,600 150,Ooo -25.96% (52.600)
TOTAL 231,199 204,000 151,400 -25.78% (52,600)
SENIOR NUTRITION
GRANTS 100,182 103,000 103,000 0 00% 0
DONATIONS 67,988 75,000 75,000 0.00% 0
TOTAL 168,162 178,000 178,000 0.00% 0
CDBG ENTITLEMENT
GRANT REVENUE 28,212 75,200 78,000 3 72% 2,800
TOTAL SPECIAL REVENUE FUNDS 5,338,632 6,507,025 5,781,507 -11.15% (725,518)
LIBRARY BONDS
PROPERTY TAX a9oo 9,230 0 -10000% (9,230)
INTEREST 1,002 40 0 0 00% (40)
TOTAL 21,902 9,270 0 - 100.00% (9,270)
SEWER BONDS
PROPERTY TAX 123,932 17,475 0 - 100.00% (1 7,475)
INTEREST 1,306 40 0 0 00% (40)
TOTAL 125,238 17,515 0 - 1 00.00% (17,515)
TOTAL DEBT SERVICE FUNDS 147,140 26,785 0 - 100.00% (26,785)
22
CITY OF CARLSBAD
8
I
I
1
I
#
I
I
1
I
I
I
1
I
I
f
I
1
REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF PI 91 -92 1991 -92 TO
REVENUE SOURCE 1990-91 1991 -92 1992-93 PROJECTED 1992-93
RECLAIMED WATER
WATER SALES 0 0 300,000 100.00% 3w000 I TOTAL 0 0 300,~ 100.00% 300,000
WATER OPERATIONS
RECONNECT FEES 9,925 11,000 10,000 -9.09% (1 ,000)
I MEREST 72,603 48,m 40,m - 16.67% (8,000)
READY TO SERVE CHARGES 1,444,414 1,400,000 1,400,000 0.00% 0
PIAN CHECK FEES 133.81 9 11 5,000 125,000 8.70% 10,000
METER CONNECTION FEES 11 2,476 15,000 20,000 33.33% 5,000
LATE CHARGES 162,043 270,000 200,000 -25.93% V07000)
WATER SALES 6,306,926 6,100,000 9,900,000 62.30% 3,800,000
MISCELLANEOUS 157,809 60,000 11 0,000 83.33% 50,000
TOTAL 8,400,015 8,019,000 11,805,000 47.21 % 3,786,000
SEWER OPERATIONS
INTEREST 1 34,515 70,000 4w)o -42.86% (30,000)
SERVICE CHARGES 2,418,748 3,600,000 3,600,000 0.00% 0
LATERAL CONNECTIONS 11,420 5,000 5,000 0.00% 0
PRE-TREATMENT CHARGES 0 0 75,000 100.0096 75,000
MISCELLANEOUS 37,141 305,000 4,000 -98.69% (301,000)
TOTAL 2,601,824 3,980,000 3,724,000 -6.43% (256,000)
SOUD WASTE MANAGEMENT
INTEREST 5,826 10,000 5,000 -50.00% (5,000)
CO NTRl BUTIONS 31,726 119,800 54,OOo -54.92% (65,sOO)
RECYCLING FEE 0 54,200 m,m , 25.46% 13,800
TOTAL 37,552 184,000 127,000 -30.98% (57,000)
TOTAL ENTERPRISE FUNDS 11,039,391 12,183,000 15,956,000 30.97% 3,773,000
23
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92 TO
REVENUE SOURCE 1990-91 1991-92 1992-93 PROJECTED 1992-93
WORKERS' COMP SELF-INSURANCE
INTEREST 88,019 24,000 2,000 -91.67% (22,000)
INTERDEPARTMENTAL 787,166 576,225 61 6,000 6.90% 39,775
TOTAL 875,185 600,225 618,000 2.96% 17,775
UABl LrW SELF- INSURANCE
INTEREST 172,120 2,000 2,000 0.00% 0
INTERDEPARTMENTAL 500,612 1 ,000,000 891 ,000 - 10.90% (1 09,000)
TOTAL 672,732 1,002,000 893,000 - 10.88% (1 09,000)
HEALTH INSURANCE
INTEREST 95,819 30,000 30,000 0.00% 0
INTERDEPARTMENTAL 1,358,261 1,430,700 1,674,000 48.05% 543,300
RElMBU RSEM ENTS 278,912 245,000 245,000 0.00% 0
TOTAL 1,732,992 1,405,700 1,949,000 38.65% 543,300
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 4 ,I 23,553 1 ,I 60,000 1,291,600 41 34% 431,600
MISCELLANEOUS 62,947 =,000 50,000 0.00% 0
TOTAL 4,186,500 1,210,000 1,341,600 10.88% 131,600
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 770,753 833,400 977,500 17.29% 144,400
INTEREST 104,883 42,000 w000 -4.76% (29cw
SALE OF PROPERTY 49,363 40,000 40,000 0.00% 0
TOTAL 924,999 91 5,400 1,057,500 15.52% 142,100
DATA PROCESSING
37,269 16,000 1 4,000 - 12.50% (2sw INTEREST
INTERDEPARTMENTAL 71 9,293 808,800 496,000 -38.67% (31 2,800)
TOTAL 756,562 824,800 51 0,000 -38.17% (31 4,800)
TOTAL INTERNAL SERVICE FUNDS 6,148,970 5,958,125 6,369,l 00 6.90% 410,975
24
CITY OF CARLSBAD
I
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1
B
I TOTAL 69,242 15,000 12,000 -20.00% (3,000)
I
#
I
B TOTAL REDEVELOPMENT FUNDS 1,870,036 1,980,000 2,172,000 9.70% 192,000
9
I
I
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1
I
I
li
I
I
REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92 TO
REVENUE SOURCE 1990-91 1991-92 1992-93 PROJECTED 1992-93
OPERATIONS
INTEREST 69,242 15,000 12,000 -20.00% (3,000)
LOW AND MOD INCOME HSNG
TAX INCREMENT 322,234 =O,000 400,000 11.11% 40,000
INTEREST 106,083 100,000 100,000 0.00% 0
TOTAL 428,317 4@J,000 ~,~ 8 70% 40,000
DEBT SERVICE
TAX INCREMENT 1,288,935 1,440,000 1,600,000 11.11% 160,000
INTEREST 83,542 65,000 m000 -7 69% (5,000)
TOTAL 1,372,477 1,505,000 1,660,000 10.30% 155,000
I TOTAL OPERATING $65,458,169 $66,299,935 $72,333,042 9.10% $6,033,107
25
CITY OF CARLSBAD
REVENUE ESTlMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF PI 91 -92 1991 -92 TO
1992-93 PROJECTED 1992-93 REVENUE SOURCE 1990-91 1991 -92
GENERAL CAPITAL CONSTR 505,847 250,000 0 - 100.00% (250,000)
PUBLIC FACILITY FEE 5,458,933 300,000 326,669 8.89% 26,669
ZONE 5 PARK FEE 274,832 3,000 23,000 666.67% 20,000
PARK DEVELOPMENT 559,712 518,000 11Q,5!36 -78.65% (407,404)
TRAFFIC IMPACT 743,529 81 ,ooO 111,043 37.09% 30,043
PLANNED LOCAL DRAINAGE 172,371 150,000 0 (1 50,000)
SEWER CONSTRUCTION 2,906,724 1,123,000 977,108 - 12.99% (1 45,892)
TRANSNET/LOCAL 649,054 0 3,750,000 3,750,000
TRANS NET/H IG H WAY 9,390 1,164,000 1,800,000 54.64% 636,000
TRANSNET/BIKE Q 0 785,000 100.00% 785,000
CAL TRANS 1,043,000
SDG&E 1,458,000
GOLF COURSE 1 ,I 88,759 349,800 0 - 100.00% (349,800)
PUBLIC ART (1% FUND) 261,231 5,000 3,170 -36.60% (1,830)
STATE GRANTS 420,573 200,000 520,000 160.00% 320,000
COUNTY GRANTS 339,277 157,500 165,375 5.00% 7,875
ASSESSMENT DISTRICTS 16,691,991 =,ooQ 0 - 100.00% (200,000)
LTR CREDITEONE 19 0 0 1,687,500 100.00% 1,687,500
CDBG 326,999 4,000 713,046 1682.62% 673,046
CMMTY FACILITIES DISTRICT #1 1,622 3,025,000 13,815,000 100.00% 10,790,000
FEDERAL HIGHWAY 0 0 566,667
WATER DISTRICT FUNDS
-RECLAIMED WATER 0 0 5,000,000 100.00% 5,000,000
-MAJOR FACILITIES 1,779,841 200,000 3wm 50.00% 100,ooo
-REPLACEMENT 871,917 I ,710,000 2,050,000 19.88% 340,000
-TAX INCREMENT BONDS 262,655 4 00,000 0 -1 00.00% (1 00,000) - REDEVELO PM EM PROJECTS 25,000 25,000 0 -100.00% (25,000)
REDEVELOPM ENT FU NOS
TOTAL CAPITAL FUNDS $33,450,257 $9,601,300 $35,197,174 366.59% $25,595,874
26
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
I
I
1
I
1
I
1
1
1
I
I
1
I
1
I
8
1
I
1
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
1 1
1 1 0 TOTAL CITY COUNCIL
1 1
ASSISTANT CITY MANAGER 1 1
FINANCIAL MANAGEMENT DIRECTOR 1 1
ASSISTANT TO CITY MANAGER 1 1
SECRETARY TO C. MANAGER 1 1
SECRETARY It 1 1
SECRETARY I 1 1
CLERK TYPIST I 1 1 1
TOTAL CITY MANAGER a a 0 1
ADMINISTRATION
INFORMATION SYSTEMS DIRECTOR I 1
ASSISTANT CITY CLERK 1 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 1 1
PROGRAMM EWAN ALY ST 1 I
MICRO COMPUTER SPECIALST 1 1
DATA PROCESSING MANAGER 1 1
TOTAL DATA PROCESSING 4 4 0
TOTAL INFORMATION SYSTEMS 10 10 0
CITY A'TTORNEY 1 1
ASSISTANT CITY AlTORNEY 1 1
DEPUTY CITY AJTORNEY 1 1
SECRETARY TO C. ATTORNEY 1 1
SECRETARY I I 1 1
TOTAL CITY ATTORNEY 5 5 0
27
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93
I991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 4
SF? MANAGEMENT ANALYST 1 1
ACCOUNTANT 4 4
ACOUNTING SUPERVISOR 2 2 1
ACCOUNT CLERK I1 3 3
ACOUNT CLERK I 1 1
AUDITOR 1 1
BUSINESS LICENSE REPRESENTIVE 1 1 1
SECRETARY II 1 1
TOTAL FINANCE 16 16 0 2
1 1
SECRETARY II 1 1
TOTAL RISK MANAGEMENT 2 2 0
PURCHASING OFFICER 1 1
SECRETARY I 4 1
BUYER 2 2
STOREKEEPER 1 1
MESSENGER 1 1
TOTAL PURCHASING 6 6 0
1 I
COMPENSATION & BENEFITS MGR 9 1
EMPLOYMENT SERVICES MANAGER 1 1
HUMAN RESOURCES ANALYST 4 4
HUMAN RESOURCES ASSISTANT 1 9
SECRETARY I1 I 1
CLERK TYPIST II 1 1
COMPENSATION TECHNICIAN 1 1 1
TOTAL HUMAN RESOURCES 8 8 0 1
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 1991-92 AND 1992-93
i
I
I
I
1
I
I
I
I
I
I
N
I
I
1
I
1. TOTAL DARE PROGRAM 2 2 0
I
I
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
ADM I N ISTRATlON
POLICE CHIEF 4 4
MANAGEMENT ANALYST 1 1
PROGRAMMEWOPERATOR 1 0 -1
SECRETARY II 1 1
TOTAL ADMl Nl STRATI ON 4 3 -1
OPERATIONS
POLICE CAPTAIN 1 1
POLICE LIEUTENANT 4 4
POLICE SERGEANT 6 6
SENIOR POLICE OFFlCER 10 11
POLICE OFFICER 32 31
POLICE SERVICES AIDE 1 1
TOTAL OPERATIONS 54 54 0
INVESTIGATIONS
POLICE LIEUTENANT 1 1
POLICE SERGEANT 1 1
SENIOR POLICE OFFICER 8 7 -1
POLICE OFFICER 1 3 2
POLICE SERVICE AIDE 1 1
SECRETARY I 2 2
TOTAL INVESTIGATIONS 14 15 1
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
COMMUNICATIONS SUPERVISOR 1 1
RECORDS SUPERVISOR 1 1
COMMUNI CATION OPERATOR II 13 13
POLICE RECORDS CLERK II 6 6
PROGRAMMEWOPERATOR 0 1 1
CRIME PREVENT TECH 1 1
SECRETARY I 1 1
TOTAL TECHNICAL SERVICES 25 26 1
DARE PROGRAM
POLICE OFFICER 2 2
29
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1 994 -92 AND 1992-93
4 991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
TRAFFIC
POLICE SERGEANT 1 I
SENlOW POLICE OFFICER 4 2
POWE OFFICER 2 4
POLICE SERVICES AIDE 4 1
TOTAL TRAFFIC 8 8 0
TOTAL POLICE 110 411 4
4 1
FIRE BAlTALION CHIEF 4 4
FIRE CAPTAIN 18 18
FlRE CAPTAIN SPECIALIST 4 4
FIRE ENGINEER 18 18
FlRE FIGHTER 9 9
PARAMEDIC-FIRE FIGHTER 21 21
SECRETARY II 1 4
SECRETARY I 4 4
FlRE PREVENTION OFFICER It 3 3
FlRE PREVENTION OFFICER 111 1 4 4
TOTAL FIRE 81 81 0 I
PRlNC BUILDING INSPECTOR I 1
BUILDING INSPECTOR 111 2 2 1
BUILDING INSPECTOR I1 4 4
BUlDLlNG INSPECTOR I 1 1
CODE ENFORCEMENT OFFICER II 1 1
CODE ENFORCEMENT OFFICER I 1 1
BUILDING TECHNICIAN II 1 1
TECHNICIAN I 2 2 2
PERMIT CLERK 2 2
TOTAL BUILDING INSPECTION 15 15 0 3
COMMUNITY DEVEL DIRECTOR 1 1
SENIOR MANAGEMENT ANALYST 1 1
SECRETARY I1 1 1
CLERK TYPIST I1 1 1
CLERK TYPIST I 1 1 1
RECEPTIONISTKASHIER 1 1
TOTAL COMM DEV ADMINIST 6 6 0 1
GEOGRAPHIC INFO SYSTEY COORD 1 1
GEOGRAPHIC INFO SYSTEM TECH 1 1 1
TOTAL GEOGRAPHIC INFORMATION 2 2 0 1
30
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
I
I
I
I
I
!
I
I
I
!
I
1
I
1
I
8
1
I
I
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
CITY ENGINEER 4 1
ASSISTANT CITY ENGINEER 1 1
TRAFFIC ENGINEER 1 1
ASSISTANT TRAFFIC ENGINEER 1 1 1
MUNICIPAL PROJECT MANAGER 1 1
PRINCIPAL CIVIL ENGINEER 4 4
PRINCIPAL CONSTRUCTION INSPECT 1 1
SR CONSTRUCTION INSPECTOR 2 2 1
CONSTRUCTION INSPECTOR 5 5
ENGINEERING INSPECTOR - WATER 1 1
SR ENGINEERING INSP -WATER 1 1
PERMIT CLERK 1 1
ASSOCIATE CIVIL ENGINEER 12.5 12.5 3 3 3 1
7 7 1
TECHNICIAN I 1 1
SR MANAGEMENT ANALYST 1 1
MANAGEMENT ASSISTANT 1 1
SECRETARY II 1 1
WORD PROCESS OPERATOR II 3 3
CLERK TYPIST II 1 1
ASSISTANT CIVIL ENGINEER
ENGINEERING TECHNICIAN II
50.5 50.5 0 7 TOTAL ADM IN1 STRATI ON
1 1 1
SR MANAGEMENT ANALYST 1 1
ASSOCIATE CIVIL ENGINEER 0.5 0.5 .o
SENIOR PLANNER 1 1 1
TOTAL GROWTH MANAGEMENT 3.5 3.5 0 2
1 1
ASSISTANT PLANNING DIRECTOR I 1
SR MANAGEMENT ANALYST 2 2
PRINCIPAL PLANNER 2 2
SENIOR PLANNER 4 4
ASSOCIATE PLANNER 7 7
ASSISTANT PLANNER 3 3 1
PLANNING TECHNICIAN I 1 1
PLANNING TECHNICIAN II 1 1
GRAPHIC TECHNICIAN 1 1
SECRETARY I I 1 1
WORD PROCESS OPERATOR II 3 3
2
27 27 0 3 TOTAL PLANNING
MANAGEMENT ANALYST 0.5 0.5
TOTAL HISTORIC PRESERVATION 0.5 0.5 0
31
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATlONS FOR 1991 -92 AND 1992-93
4991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
LIBRARY ADMINISTRATION
LIBRARY DIRECTOR 1 1
ASSISTANT LIBRARY DIRECTOR 1 4
MANAGEMENT ANALYST 4 1 1
SECRETARY II 4 1
GRAPHIC ARTIST 1 1
MESSENGER 1 1 4
ACCOUNT CLERK II 1 1
TOTAL ADMINISTRATION 7 7 0 2
CIRCULATION
LIBRARY ASSISTANT 111 4 1
LIBRARY ASSISTANT I1 1 4
LIBRARY ASSISTANT I 1 1
TOTAL CIRCULATION 3 3 0
REFERENCE SERVICES
LIBRARIAN 111 4 4
LIBRARIAN I1 2 2
LIBRARIAN I 1 4
LIBRARY ASSISTANT I 1 1 1
TOTAL REFERENCE 5 5 0 1
G EN EAOLOGYROCAL HISTORY
LlBRARlAN 111 4 4
TOTAL GENEAOLOGY 1 1 0
~ CHILDREN’S SERVICES
LIBRARIAN 111 7 4
LIBRARIAN II 1 4 1
LIBRARY ASSISTANT I1 1 1
TOTAL CHILDREN’S 3 3 0 7
TECHNICAL SERVICES
LIBRARIAN 111 4 4
LIBRARIAN I1 2 2
LIBRARY ASSISTANT II 4 4
CLERK TYPIST I1 1 1 1
TOTAL TECHNICAL 8 8 0 1
COLLECTION DNELOPMENT
LIBRARIAN 111 1 1
LIBRARY ASSISTANT II 1 1
TOTAL COLLECTION DEVEL 2 2 0
MEDIA SERVICES
MEDIA SERVICES MANAGER 1 1
TOTAL MEDIA 1 1 0
32
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
I
I
I
I
I
I
1
I
1
1
I
1
I
I
8
R
I
8
1
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
ADULT LEARNING
LIBRARIAN 111 1 1
CLERK TYPIST II 1 1
TOTAL ADULT LEARNING 2 2 0
BRANCH
LIBRARY ASSISTANT 111 4 1
LIBRARY ASSISTANT I 1 1
TOTAL BRANCH 2 2 0
TOTAL LIBRARY 34 34 0 5
1 1
COMMUNITY ARTS COORDINATOR 1 1
SECRETARY I 1 1
TOTAL CULTURAL ARTS 3 3 0
ADMINISTRATION
PARKS 81 RECREATION DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
PARK DEVELOPMENT COORDINATOR 1 I
SECRETARY II 1 1
CLERK TYPIST II 1 1
TOTAL ADMINISTRATION 5 5 0
PARK MAINTENANCE
PARK SUPER1 NTEN DENT 1 1
PARK SUPERVISOR 1 1
PARK MAINTENANCE WORKER 111 5 5
PARK MAINTENANCE WORKER II 12 12
PARK MAINTENANCE WORKER I 1 1 1
PARK MAINTENANCE SPECIALIST 1 1
TOTAL PARK MAINTENANCE 21 21 0 1
TREE MAINTENANCE
PARK SUPERVISOR 0.5 0.5
TREE TRIMMER LEADWORKER 2 2
TREE TRIMMER II 4 4
TOTAL TREE MAINTENANCE 6.5 6.5 0
33
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
4 991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
MEDIAN MAINTENANCE
PARK SUPERVISOR 0.5 0.5
PARK MAINTENANCE WORKER II 1 4
TOTAL MEDIAN MAINTENANCE 1.5 1.5 0
RECREATION OPERATIONS
RECEPTION ISTlCASH IER 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 1
RECREATION SUPERVISOR II 3 3
RECREATION SUPERVISOR I 1 1
RECREATION SPECIALIST I 2 2
TOTAL RECR. FEE SUPPORTED 8 8 0 4
AQUATICS
AQUATIC SUPERVISOR 1 4
TOTAL AQUATICS 1 1 0
SENIOR PROGRAM
SENIOR COORDINATOR 1 4
SECRETARY I 4 4
SITE MANAGER 4 1
TOTAL SENIOR PROGRAM 3 3 0
TOTAL PARKS & RECREATION 50 ~ 50 0 2
ADMINISTRATION
UTILITIESIMAINTENANCE DIR 1 1
ASST UTIUMAINT DIR 1 1
SR MANAGEMENT ANALYST 4 4 0.5
SECRETARY I I 1 4
CLERK TYPIST I1 1 1
TOTAL ADMINISTRATION 5 5 0 0.5
34
CIlY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
BY DEPARTMENT AND CLASSIFICATION
I
I
I
I
I
I
I
1
I
1
I
1
4 u
I
8
I
'1
1
1991 -92 1992-93 REQUEST UNNNDE
NUMBER BUDGET OVER POSITDlr
ALLOCATED REQUEST (UNDER)
ALLOCATED
STREET MAINTENANCE
ENGINEERING TECHNICIAN II 0.3 0.5 0.2
STREET MAINTENANCE SUPT 1 1
STREET MAINTENANCE SUPERV 2 2
STREET MAINTENANCE WORKER 111 6 6
STREET MAINTENANCE WORKER II 13 13
STREET MAINTENANCE WORKER I 3 3
TOTAL STREET MAINTENANCE 25.3 25.5 0.2
STREET LlGHTlNG
ELECTRICIAN II I 1
ELECTRICIAN I 1 1
ELECT OPERATIONS SUPERVISOR 1 1
ENGINEERING TECHNICIAN II 0 0.5 0.5
TOTAL STREET LIGHTING 3 3.5 0.5
BUILDING MAINTENANCE
BUILDING MAINT Sum 1 1
BUILDING MAINT SUPERV 1 1
SENIOR BUILDING MAINT WORKER 1 1
' BUILDING MAlNT WORKER II 1 1
BUILDING MAINT WORKER I 1 1
CUSTODIAN II 1 1
CUSTODIAN 9 9
TOTAL BUILDING MAINTENANCE 15 15 0
VEHICLE MAINTENANCE
FLEET MAINTENANCE SUPERi 1 1
ACCOUNTCLERK II 1 1
EQUIPMENT MECHANIC II 3 3
EQUIPMENT MECHANIC I I 1
EQUIPMENT MECHANIC SUPERVISOR 1 1
TOTAL VEHICLE MAINTENANCE 7 7 0
TOTAL UTlUTlES/MAlNTENANCE 55.3 56 0.7
1991 -92
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT DIR 0.5 0.5
SR MANAGEMENT ANALYST 2 2 0
CLERKTYPIST II 1 1
1 1 SECRETARY I1
TOTAL REDEVELOPMENT AGENCY 4.5 4.5 0
AFFORDABLE HOUSING
HOUSING & REDEVELOPMENT DIR 0.5 0.5
SR MANAGEMENT ANALYST 0.5 0.5
TOTAL AFFORDABLE HOUSING 1 1 0
35
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 4991 -92 AND 1992-93
4991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
HOUSING
SENIOR MANAGEMENT ANALYST 1 4
HOUSING SPECIALIST 1 1 4
MANAGEMENT ANALYST I 4
CLERK TYPIST II 1 1
TOTAL HOUSING 4 4 0
BLOCK GRANT
SR MANAGEMENT ANALYST 0.5 0.5
TOTAL BLOCK GRANT 0.5 0.5 0
TOTAL HOUSING & REDEVELOPMENT 10 10 0
1 1
DISTRICT ENGINEER 4 4
ADMINISTRATIVE MANAGER 1 4
SUPERINTENDENT 2 2
ACCOUNT CLERK I '1 2 I
ACCOUNT CLERK I1 2 2
ADMiNlSTRATlVE ANALYST 1 1
CONSTRUCTION MAINT WORKER 3 3
CONSTRUCTION & MAINT SUPERV 1 4
ENGINEERING OFFICE ASSiSTANT 1 4
ENGINEERING SECRETARY 4 1
ENGINEERING TECHNICIAN 3-9 2 -1.7
EQUIPMENT OPERATOR 4 4
EXECUTIVE SECRETARY 4 1
FACILITY MAINT LEADWORKER 1 1
METER READER I 0 2 2
METER READER II 6 6
METER SHOP SUPERVISOR 1 4
OPERATIONS OFFICE ASSISTANT 4 4
RECEPTIONIST 1 2 1
SENIOR SYSTEMS OPERATOR 1 1
SENIOR VALVE TECHNICIAN 1 4
SERVICE COORDINATOR 1 1
SR CONSTR & MAINTENANCE WORKE 1 1
ASSOCIATE ENGINEER 2 3 4
STOREKEEPER 1 1
SYSTEMS OPERATION SUPERVISOR 1 1
SYSTEMS OPERATOR II 4 4
UTILITY MAINT WORKER Ill 2 2
VALVE TECHNICIAN 1 1
WATER CONSERVATION SPECIALIST 1 1
SEWER MAINTENANCE SUPERVISOR 1 1
UTILITY SYSTEM OPERATOR II 4 4
UTILITY SYSTEM OEPRATOR 111 1 1
TOTAL WATER SERVICES 52.7 56 3.3
36
I
1 GENERAL FUND BUDGE
1
1
I
I
1
I
I
1
1
I
I
I
u
1
I
1
1992-93 1992-93
General Fund Budget General Fund Revenues
PUBLIC SAFETY
ADMINISTRATION
$44 10%
$1 1 3% OTHER I CoNT"GENCIES $24 6%
LIBRARYIPAR INTENANCE
$67 16% $38 9%
SUBVENTIONS $25 6' DNELOPMENT 827 6% 575 18%
Total General Fund Budget = $42 1 Values in Millions
Total Revenues = $42 1 Values in Millions
GENERAL FUND EXPENSES GENERAL FWND REVENUE SOURCE5
The General Fund supports services most The most significant discretionary sou
commonly recognized as those that are of revenues are those generated for provided by the City. They include General Fund. These revenues pay
Police, Fire, Library, Planning and services associated with the Library, Pa
Engineering services, as well as the others and Recreation, Police and F
noted in the pie chart above. The service Estimates for 1992-93 show that Ta
which accounts for the largest portion of make up the largest single share
expenditures is for Public Safety, Police revenue at $29.5 million or 70% of
and Fire, at $16.2 don, or 38% of the total. Included are Property Tax, S:
total. Other, at 6% of the total, includes Tax, and Transient Occupancy Tax. r the mud payment for Hosp Grove, next largest share of revenue is wit Property Tax Administration Fees, Animal Charges for Services at $3.4 million
Regulation Contract and Community 8% of the total. Charges are made Promotion. development related services, recreat
fees, and ambulance fees. Other revel
at $2.5 million includes Interdepartmer
Charges and Fines and Forfeitures. St
Subventions include funds received fx
Cigarette Tax and Vehicle In-Lieu (
consist of 6% of total revenues. Inte
is estimated at $1.7 million for 1992
and is equivalent to 4% of the revem
37
C1TY OF CARLSBAD
General Fund Revenue Comparison
6996-92 and 1992-93
PROPERTY TAX
SALES TAX
TRANS OCCUPANCY TAX
OTHER TAXES
LICENSES & PERMITS
STATE SUBVENTIONS
CHARGESFORSERVCS
INTEREST
OTHER
0 2 4 6 8 10 12 14 16
MILLIONS OF DOLLARS
FY 1991 -92 H FY 1992-93
ProDertv Tax revenue is projected to
increase by 10.9% in 1992-93, or $1.5
don. It was assumed that the base would increase by 2% as allowed under
the provisions of Proposition 13. The
remainder of the increase reflects a State Subventions contain a $100,001
turnaround in the economy as a result of increase which occurs in the Vehicle En
more property transactions. Lieu, or vehicle registration fee:
Estimates are based upon informatioi
Sales Tax is projected to increase by received from the State Department c
12.1% or $1 million. Three quarters of Fhanee.
the increase is expected as a result of the
retail trade from the new Price Club. The Charnes for Services are projected tc
remainder of the increase is projected as decrease by 11.7% or $455,000
an inflationary factor. Decreases are most prevalent h
Engineering Fees as many developmen
Transient Occupancy Tax revenues show plans have progressed beyond the initia
no increase. No new lodging facilities are stages which generate these fees.
open, nor are there any factors leading to
increased tourism into Carlsbad. Interest is expected to drop in concer
with the falling interest rates.
Other Taxes include Franchise Tax,
Transfer Tax, and Trailer Coach In-lieu. Other includes Interdepartmental Charge:
There are no increases anticipated in any which are down by $25,000 from 1991
of these tax revenues. 92 rates. The decrease is due to i
restructuring of the charge back system ir
Licenses and Permits, as a group, contain concurrence with the blending of Wate:
a $.4 million increase. Construction District and City services.
perm& up 105% or $230,000, antkipat
a turnaround in the economy. Bushes
Licenses are up $100,000 due to th
operation of the Price Club,
38
GENERAL FUND EXPENDITURE HIS I WHY
BY CATEGORY I
I
I
I
I
1
1
1
1
I
I
1
1
1
1
I
I
1988-89 to 1992-93
Function
Public Safety ACtui Lm
r
Cu Itu re/Recreat io n
D eve I o pmen t
I Administration
Maintenance i
Other Estin
Q 5 10 15 20
Millions of Dollars
This table shows the expenditures by well as the spending from t
function or service level program. Contingency Account. Also, during 19s
Following the increases in spending the new Property Tax Administration FE
between 1989 to 1990, the trend has were included.
been a leveling off of expenditures. The
leveling is especially evident from 1991
through 1993. Public Safety, the first set
of bars above, appears to be the only
category which varies from the trend,
although expenditure increases are not as 1989 $30,471,6
high as in the past. Community 1990 36,119,4
Development, the third set of bars, shows 1991 39,304,4
an increase in estimated 1992 expenditures that is the result of Estimated Expenditures processing projects in the pre-construction 1992 42,037,9
phases. Several special projects were also 1993 42,147,9
occurring during 1992, such as the
General Plan update, and the
development of the Housing Element.
The fluctuations noted in the Other
category are the result of the payments
for Hosp Grove and the Golf Course, as
Annual Total General Fund Expenditurc
Actuals
1
39
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ern
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1 41
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 11 4
creates a restriction on the amount of revenue which can be appropriated in any fisca
year. The revenues which are subject to the Limitation are those considered "proceeds 01
taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increasec
based on population growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
@
b
Growth in California per capita income, OR
Growth in non-residential assessed valuation due to new construction in the city,
AND
b
@
Population growth of Carlsbad, OR
Population growth within San Diego County,
The factors used to calculate the 1992-93 Limit were:
E=
D
Population growth h San Diego County, AND
Growth in California per capita income.
%he formula is outlined below:
1991-92 Expenditure Limit $64,977,941
% County Population Growth 1.0234
Growth in California per capita income X 0.9936
Net Increase Factor 1.0169
$66,0 72,835
$35,590,620
1992-93 Limit (1989-90 Lh-nit X Factor)
Current Appropriation of Proceeds of Taxes
The spending limit for the City of Carlsbad for 1992-93 is $66,072,835 with appropriations
of "proceeds of taxes" of $35,590,620. The result of the calculation provides the City with
an operating margin of $30.5 million.
The area chart on the following page graphically depicts the operating margin within
Carlsbad. The amount which can be appropriated from taxes is the result of the dramatic
increase in implementing the selection of factors as allowed in Proposition rrr.
42
I
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I SO
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II
I
CITY OF CARLSBAD
PROPOSITION 4 SPENDING LIMIT
VS. APPROPRIATION OF PROCEEDS OF TAXES
MILLIONS OF DOLLARS
60
50
40
_........'........ :...----.---............~..
___._._.__..___.._.._______.._._....___
___________..__._._.___._.______.__.___
93
FISCAL YEAR I U APPROP OF TAXES rZa SPENDING LIMIT
43
DEBT MANAGEMENT ISSUES
As the City develops, the question of financing the necessary infrastructure becomes mor
and more pervasive. The past few years have seen the City meet new challenges i
managing its resources and demanding that development contribute to the quality of lif for the residents of Carlsbad,
The use of debt has become a primary issue in the development of the Capital Improvemen
Program and the policies that implement the growth management program. During th
last five years, the City has issued $72 million in bonds and Certificates of Participatio:
(COP’S) to fund streets, buildings, sewer and water facilities, open space acquisition ant
other infrastructure projects. The table below identifies the debt the City currentll
maintains, the outstanding principal, the 1992-93 principal and interest payment and thc
scheduled year of payoff.
CITY OF CARLSBAD
DEBT ISSUED
1988 Hosp Grove COP General $8,690,000 $8,090,000 $866,448 2009
1981 Parking Authority General 1,500,000 1,000,000 155,000 2001
1969 Parking Authority General 1,535,000 450,000 125,600 1996
1988 CMWD Water
COP Enterprise 14,370,000 12,055,000 1,527,537 2004
Sewer Expansion Enterprise 12,689,800 12,689,800 844,452 2015
Increment Bonds Redevelopment 12,000,000 11,475,000 1,137,938 201 P
Assessment District District 9,570,250 8,465,000 973,180 2007
1989 Encina JPA Sewer
1988 Redevelopment Tax
1986 College Boulevard Assessment
1988 Palomar Airport Rd. Assessment
1990 Alga Road Assessment
Assessment District Dismct 5,133,940 4,495,000 571,946 2004
Assessment District District f 9,561,248 19,561,248 1,946,175 2012
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In addition to these existing issues, the City is considering using debt to fund several new
projects. These include the following: rn
Communitv Facilities District - In May, 1991, the City implemented a Mello-Roos
Financing District, called Cornunity Facilities District #1 (CFD). Approximately
$109 million in Capital Projects will be financed using this mechanism. The South
Carlsbad Library is scheduled for construction in 1992-93 using a CFD bond issuc
of approximately $11 million. This project will proceed following a thorougf
review of the City‘s capability to fund its operation. A CFD bond issue ol
approximately $7 million may also be issued to construct the overpass at 1-5 anc I Palomar Airport Road.
Golf Course Construction - The City Council is considering the construction of i
public Golf Course that may cost as much as $14 million. Funding could b.
provided through the use of COP’S supported by a General Fund pledge and revenu
generated through the operation of the course. This project is tentatively schedule1
to begin in 1993-94. Progress on this project will depend on the Council makin
the finding that adequate funds are available within the General Fund to suppor
this issue without interfering with operations, as well as the mitigation c I environmental concerns.
Rancho Santa Fe Assessment District - An Assessment District is being formed t
improve Rancho Santa Fe Road, Olivenhain Road, and Leucadia Road. The stree
will be widened to six lanes within Carlsbad from the City of San Marcos to the Cil
of Enchitas. Bond issues are planned to provide funds to construct the strec
expansion in three phases. The total project cost is expected to range from $7
million to $100 million. The first bond issue of approximately $30 million
tentatively scheduled for fiscal year 1993-94. The City‘s participation in this projel
is limited to $6 million which will be provided by the CFD. All other costs will 1
borne by the property owners.
HOW THE BUDGET DOCUMENT IS ORGANIZED
The Operating Budget is organized by general function such as Public Safety, Communi
Development and General Government. Within these broad categories, the budget
organized on a departmental basis. Departments containing more than one progra
include a financial, and brief, descriptive summary. The summary page is followed ’
detailed program information. Some departments consist of one program only, and th
only one page is included for them. For each program, financial history, along with t
92-93 budget figures, is presented. Also included are narrative statements identifyl
program activities and their workload measures or performance objectives.
Some programs may contain personnel costs yet not reflect a number of positions. TI
occurs, for example, in the City Treasurer and City Clerk budgets. In these cases, co
reflected are for part-time staff only, and are not considered in the reporting met1
established.
45
The Capital Improvement Program is located toward the back of the budget. included i
a discussion of the program as a whole, the revenue sources, project scheduling an1
budgeted 1992-93 expenditures. The discussion is followed by a mdti page table outfinin
all capital projects. Ongoing projects are identified along with the amount of funds ahead
appropriated, while future projects contain an identification of their estimated cost i
planned year of spending. An analysis of cash balances concludes the presentation of th
CIP.
The Appendices contain a table outfining 1992-93 Capital Outlay. Travel detail i
presented next, so that Council may review and approve these requests. The Budge
Process and Accounting System and Budgetary Control are also presented in the appendk
section.
46
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1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET
PERSONNEL $ 122,417 $ 129,245 0 136,715
MAINTENANCE OPERATION 20,568 19,211 29,625
CAPITAL OUTLAY 0 4.353 0
GRAND TOTAL $ 142,985 0 152,809 S 166,340
POSITIONS 1 1 1
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1992-93
BUDGET
$ 133,518
25,850
0
$ 159,368
1
PROGRAM : CITY MANAGER FUND : GENERAL DEPARTMENT: CITY MANAGER ACCT # 001-1020
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The City Manager is appointed by the City Council and is responsible for operation of all City services, the provision of timely and accurate information to the Council, making recomnendations regarding neu policies, implementing programs and policies.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
1. Sutmit a balanced budget to the City Council. Financial: Coordination of activities with fiscal
Provide quarterly fiscal updates to the impact to ensure sound financial practices and a
Counc i 1 . balanced revenue expenditure base.
Adninistration: Assist Council in meeting annual 1. Accomplish objectives set forth by each City
goals. department. Conduct the City in a professional and ethical manner and continue
pursuing excelience based on the strategic values. Coordinate efforts to respond to
requests for action. (Revieu, referral, and response. )
Policy Developnent: Assist Council in policy 9. Provide accurate, timely information, develop development. potential alternatives and professional recomnendations by staff.
SIGNIFICANT CHANGES:
Maintenance and Operation reductions were made in organizational team building and travel. position continues to be allocated but not funded. One Clerk Typist
49
1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET
PERSONNEL 8 155 s 0 8 0
MAINTENANCE OPERATION 28,548 44,682 41,400
1E sc
E CAPITAL DUTLAY 0 1,373 0
GRAND TOTAL s 28,703 t 46,055 s 47,400
POSIT IONS 0 0 0
1992-93
BUDGET
s 0
27,900
0
s 27,900
0
PROGRAM: CITY CLERK FUND: GENERAL DEPARTMENT: CITY CLERK ACCT f 001-1030
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The City Clerk's Department is responsible for performance of duties as defined in the Government Code and the Carlsbad Municipal Code.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY/1990 CY/1991
Election Services: Serves as the City's Election 1. Etections:
Elections.
Fair Political Practices Carmission CFPFX) Filings: 4. Filings:
Serves as City's Filing Officer for all filings 47 Canpaign 29 Campaign
required by the Political Reform Act of 1974. This Statements Statements includes receipt and review of Canpaign Statements
and Statements of Economic Interest. Economic Economic Interest Interest
Officer responsible for conducting the Municipal 1 General NOne
247 Statements of 326 Statements of
C-iL Heetinq Record of Proceedings: Keeps an 4. Council Minutes:
accurate record of proceedings of the Legislative 62 91 body as required by the Government Code.
Adninistrative Services: Maintains custody of City 1. CLaims Filed:
of records and certification of copies; publishes
ordinances and notices of public hearings; receives
Seal; maintains City records which include filing 105 138
all claims filed. 40 49
2. Public Hearing Notices:
3. Ordinances Published:
44 52
Swrt Services: Provides staff support to the 1. Meetings Held: Parking Authority and Building Authority. Serves
and Water Board and Recording Secretary to the Housing and Redevelopment Cmission.
as Secretary to the Public Improvement Corporation 47 49
SIGNIFICANT CHANGES:
Increased budgeted expenses uill cover election costs in November of 1992.
51
1991 -92 1989-90 1990-91 ACTUAL ACTUAL BUDGET
PERSONNEL S 295,476 0 373,580 8 395,390
t
1
4
MAINTENANCE OPERATION 35,969 40,195 80,185
CAPITAL OUTLAY 6,692 8,391 3,000
GRAND TOTAL s 338,137 s 422,166 s 478,575
POSI 1 IONS 3 5 5
1992-93 BUDGET
f 401,641
40.800
0
8 442,441
5
PROGRAM: FINANCE FUND : GENERAL DEPARTMENT: FINANCE AW # 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 OWECTIVES: PROGRAM ACTIVITIES:
Budset Management: 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
Mgetary integrity.
Assessment District/CFD Administration: Provide 1. Issue bonds for initial capital projects when
financial management of 1913/15 Act Assessment and required.
2. Establish systems and procedures to administer Hello-Roos Districts.
CFD No. 1.
3. Establish procedures to administer Alga Rd.
Assessment District.
Long-Range Financial Plaming: Assist in providing 1. Update and present results of fiscal inpact long-range financial planning services, including analysis of General Plan. long-range operating revenue and expense forecasts.
Accourts Receivable: Bill and collect revenue for 1. Establish business license field inspection
2. Revise ordinance to base business license fee ambulance, parking citations, and emergency response bi 1 lings. on prior year's actual receipts.
3. Decrease outstanding receivables through mre
timely follou-up of delinquent accounts.
Maintain turnaround time of 30 days to process
the City; including utilities, business license, system.
Accolnts Pavable: Assemble and pay the debts of
the City, including payroll. Satisfy requirements and pay invoices. of taxing agencies.
General Accourtinq and Reoorting: Prepare and 1, Provide City Manager and Council with timely
maintain accurate financial records; including monthly financial reports.
2. Distribute monthly expenditure smry on 5th grants, capital projects, enterprise funds,
uorking day of month. assessment districts, investments, and fixed assets o
3. Survey City departments to determine departmental financial needs/requirements.
1.
Adits: Reviews 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.
Review Carlsbad Convention and Visitors Bureau fees, and TOT revenue. and internal audits of City departments. for corrpliance. 2. Perform compliance revieus
SIGNIFICANT CHANGES:
This program eliminated one Account Clerk position. In addition, one Business License Representative and one
Accounting Supervisor are allocated but not funded. Maintenance and Operation costs have decreased due to the conpletion of various consultant projects and across the board reductions in other areas.
53
1989- 90 1990-91
ACTUAL ACTUAL
PERSONNEL $ 23,237 f 29,142
MAINTENANCE OPERATION 37,838 41,670
CAPITAL OUTLAY 0 0
E
3
4 GRAND TOTAL t 61,oz t 70,812
POSIT IONS 0 0
1 1991 -92 1992-93
BUDGET BUDGET
S 28,541 $ 26,955
52,542 58,425
6,200 0
o 87,283 8 85,380
0 0
PROGRAM: AUDIT FUND : GENERAL
DEPARTMENT: FINANCE ACCT # 001-1330
MAINTENANCE OPERATION
CAPITAL WTLAY
WORK PROGRAM:
Complete City-wide financial audit under the requirements of Federal Circular A-102.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
w: Audit of City's financial records. 1, Complete Audit ad submit to Council and City Manager by December 31, 1992.
SIGNIFICANT CHANGES:
None.
55
1992-93 1990-91 1991 -92 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL f 182,045 S 194,984 f 253,913 f 253,697
MAINTENANCE OPERATION 157 , 487 150 , 933 152,091 134,700
CAPITAL WTLAY 4,105 6,134 0 11,500
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1 GRAND TOTAL 0 343,637 c 352,051 c 406,004 t 399,897
PSI T IONS 5 6 6 6 i
PROGRAM: HUMAN RESOURCES FUND: GENERAL DEPARTMENT: HUMAN RESOURCES ACCT 0 001-1510
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide service to City departments for their hunan resources needs; administer personnel functions; assist in
attracting, developing, and retaining a competent and motivated work force.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Elrplovment Services: Administer a merit personneL I. Conduct any recruitment with the objective of
system, Affirmative Action Program, personnel attracting well qualified applicants for guide1 ines, training, new employee orientations, available positions.
contemporary testing methods, effective employer/ 2. Continue to review the City's employment
policies to insure that they are free Prom employee relations, maintain an equitable
artificial barriers. classification system, Provide services in the area of employment focusing on continuing the
City's proactive outreach efforts to attract and retain qualified minorities, women, veterans, and
handicapped applicants.
Classification arid Carpens ation: Continually 9. Conduct all salary surveys in accordance with review and maintain the City's compensation and established corrpensation policies and classification system. guidelines.
Respond to the ongoing classification needs of the organization. 2.
Benefits-. Administer and direct all the City's 9, Educate employees relative to their benefits.
comprehensive qloyee benefit programs. 2. Cmnicate and respond to questions and
3. Interpret and implement legislation that
inquiries relative to benefits.
affects benefits.
Emlwee and Organizational Development: Provide 4. Continue to provide additional training through services to the organization in the areas of the Human Resource Management Seminar Series.
Train all employees in valuing diversity in the employee development and organizational
work place and provide training regarding the developnent.
City of Carlsbad's Drug Free Work Place pol icy.
3. Begin to develop Employee Programs which provide for a better understanding of the values, cultures, functions, responsibilities, and benefits of employment with the City of Car l sbad.
2.
SIGN1 FICANT CHANGES :
One Compensation Technician position is allocated but not funded. Costs associated with recruitment and hiring of staff have been reduced, as have benefit consulting services.
57
1990-91 1991 -92 1989-90 ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 0 0 f 0
1,381,892 1,743,179 MAINTENANCE OPERATION 1,240,108
CAPITAL OUTLAY
B
1
3
0 0 0
GRAND TOTAL $ 1,240,108 f 1,381,892 f 1,743,179
POS I T IONS 0 0 0
4992-93
BUDGET
$ 0
2,130,906
0
S 2,130,906
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSI T IONS
1989-90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
S 199,020 S 219,218 S 257,911 0 251,603
59 d 962 133,451 65,080 26,040
12,785 4,187 0 0
0 271,767 S 356,856 f 322,991 $ 277,643
4 4 4 4
1989-90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET -
PERSONNEL S 215,907 S 270,793 f 286,027 f 290,174
120,900 MAINTENANCE OPERATION 133,676 118,047 155,632
I
s CAPITAL OUTLAY 39,940 224,648 11,133 0
1 GRAND TOTAL f 389,523 f 613,489 f 452,792 f 393,574
POSIT IONS 6 6 6 6 -
PRO GRAM : ADMINISTRATION FUND : GENERAL DEPARTMENT: INFORMATION SYSTEMS
PAGE TWO ACCT # 001-1710
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY/1991 CY/1990
Minutes Service: Provide minutes for City Boards, 1. Minutes for 14 Minutes for 19 Ccnnnissions and Ccnnnittees. Boards, Cmi ssi ons, Boards, Comoissions, and Comnittees. and Cmittees.
SIGNIFICANT CHANGES:
None.
61
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1989-90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 190,617 s 262,549 s 248,958 s 249,528
MAINTENANCE OPERATION 298,457 450,235 475,845 425,100
CAPITAL OUTLAY 0 0 14,236 2,600
GRAND TOTAL s 489,074 s 712.7~ s 739,039 s 677,228
POSIT IONS 3 5 4 4
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POSIT IONS -
1992-93 1991-92 1989-90 1990-94
ACTUAL ACTUAL BUDGET BUDGET
S 99,594 S 715,474 S 127,244 S 916,645
109,423 98,882 125,550 107,500
3,237 0 0 0
S 210,254 S 214,356 S 252,794 0 224,145
2 2 2 2
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1989-90 1990-91 1991-92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 0 $ 0 $ 0 $ 0
MAINTENANCE OPERATION 788,990 1,208,183 1,014,448 1 , 035,000
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $ 788,990 $ 1,208,183 $ 1,014,448 S 1,035,000
POSI 1 IONS 0 0 0 0
PROGRAM: GENERAL LIABILITY FUND : SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT t 612-1910
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The General Liability Self-Insurance Fund is part of the Cityas Risk Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
General Liability Claims: The fund is utilized to
provide payment for settlements, costs and defense expenses incurred as the result of general liabili- ty claims made against the City. It is also util- ized to pay for related administration and in- surance expenses.
1. To revise the procedure for processing claims
settlements.
SIGNIFICANT CHANGES:
None.
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PROGRAM: MIX e NON-DEPARTMENTAL ACCT # 001-VI e
1992-93
ACTUAL ACTUAL BUDGET BUDGET
1991 -92 1990-91 1989-90
215,000 i 10-41-2993 Comnurity Promotion 147,182 220,375 282,443
10-50-2993 Comnunity Contributions 62,900 82,430 98,530 75,000
10-50-2490 Beach Parking 0 0 18,000 36,000 I 19-67-1922 Hosp Grove Debt Service 768,300 876,585 482,075 872,950
19-90-2340 Leases (mandated & contractual) 236,500 113,541 230,000 100,000
19-90-2489 Animal Regulation Contract 67,681 78,106 94,240 109,650 8 19-90-2520 Dues and Subscriptions 21,581 24, an 36,000 30,00(
19-90-2999 Contingencies (ludget request) 1,700,000 1,700,000 2,000,000 1,070,311
28 , ao( 28,000 28,000 62-10-2211 Street Lighting Assessment 28,000 f 161-4122 Tree Maintenance Assessment 0 96,700 ai ,200 77,14(
19-90-2198 Golf Course Contribution 0 740,000 329, aoo 640,oo
19-90-2477 Property Tax Adninistration Fee 0 83,906 90,000 165,OO 1 001-1051 Hiring Hall 0 0 65,000 80,OC
19-90-2479 Bond Service 0 0 9,550 13,51 3 & 2921
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r 1991-92 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL $ 5,779,130 0 6,828,484 $ 7,645,222
1,412,487 1,720,216 2,104,568 MAINTENANCE OPERATION
1
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GRAND TOTAL $ 7,290,119 S 8,666,082 $ 9,763,790
POSIT IONS 100 109 110
1992-93
BUDGET
t 7,485,175
1,941,791
0
$ 9,426,966
111
~
1989-90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 156,708 S 203,450 8 271,229 S 296,164
MAINTENANCE OPERATION 146,880 257,978 543,393 5 14,942
CAPITAL OUTLAY 0 .o I) 0
GRAND TOTAL 0 303,588 0 465,128 S 814,622 811,106
POSIT IONS 2 3 4 3
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1989- 90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 3,027,552 S 3,674,008 S 4,025,249 S 3,927,820
MAINTENANCE OPERATION 527,562 713,243 622,410 594,895
CAPITAL OUTLAY 76,388 47,085 0 0
GRAND TOTAL t 3,631,502 t 4,434,336 0 4,647,659 S 4,522,715
POSIT IONS 49 54 54 54
PROGRAM : INVESTIGATIONS
FUND : GENERAL
DEPARTMENT: POLICE ACCT # 001-2130
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To provide foitow 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
process property and evidence. To enforce and investigate juvenile offenses, and to provide juvenile diversion services and programs.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1991 - - 1989 - 1990
Iwestiqations: Investigate and follow-up on crime 1. No. of Reports: and incident reports.
Case Closures: Clearance rates for FBI Index 1. Cleirance Rates:
crimes for:
4,516 1,729 4,614
47% 49% 39%
26% 22% 4 8% Violent Crimes - includes homicide, rape, robbery and aggravated assault.*
Property Crimes - includes burglary, larceny theft and motor vehicle theft.*
9. Property Clearances: Property Recovery: Property recovered from
burglary, larceny theft, and motor vehicle theft.
49% 43% 33%
Juvenile Diversion: The diversion of juveniles, 9. duveni Les Diverted:
both delinquent and pre-delinquent, uithin and prior to the criminal justice system for 440 500 500
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:
The additional sworn position will be assigned to the regional auto theft team uith SB2139 revenue funds to be reimbursed to the City. The reduced Maintenance and Operation budget is the result of shifting costs for the Juvenile Diversion Program from the General fund to the Police Asset Forfeiture fund.
SB2139 generates revenue from a $1 addition to the vehicle registration fees.
71
1990-91 1991-92 1989-90 ACTUAL ACTUAL BUDGET
PERSONNEL t 211,951 t 227,735 S 250,230
MAINTENANCE OPERATION 25,886 25,556 22,551
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GRAND TOTAL s 250,836 s 255,175 s 272,781
POSIT IONS 3 3 3
1992-93 BUDGET
S 239,023
16,100
0
s 255,123
3
PROGRAM: TECHNICAL SERVICES FUND : GENERAL DEPARTMENT: POLICE Am # 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 systems coordination and recruitment personnel.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
comnunications service to police, fire and systems.
Ccmmmications: Provide routine and emergency 4. Conduct research and developwnt on improved
emergency medical programs.
Crime Prevention: Present crime prevention and 11. Work with patrol division to improve
neighborhood uatch program throughout the City. Assist in comrunity relations programs and oversee the False Alarm program.
Training it Persomet: coordinate all department 1. Develop a training plan.
training, recruit new errployees, organize testing programs and conduct P.O.S.T. mandated pre- employment investigations.
Reeords: Provides processing, filing and 3. Develop an improved mnthly reporting system.
maintenance of all department official records. Responsible for data entry into the ARJIS system and for stateuide reporting of crime information. Responsible for public reception, information and fingerprinting .
participation of errployees.
SIGNIFICANT CHANGES:
Budget reductions in Maintenance and Operation occur throughout.
reduced as well. The training and supply budgets have been
73
1990-91 1991-92 1989-90 ACTUAL ACTUAL BUDGET
PERSONNEL $ 0 $ 0 $ 0
MAINTENANCE OPERATION 44,000 66,800 66,800
D
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GRAND TOTAL f 44,000 $ 66,800 S 66,800
POSIT IONS 0 0 0
1992-93
BUDGET
$ 0
66,800
0
0 66,800
0
PROGRAM: D.A.R.E. FUND : POLICE ASSET FORFEITURE
DEPARTMENT: POLICE AET # 121-2141
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on them to experiment uith drugs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Student Education: Provide drug abuse prevention 1. Reach 3,000 - 4,000 students per year at 9 instruction to all Carlsbad Unified School District elementary schools, 1 junior high school, and
schools including elementary, junior high and high schoo 1 s D
Comnnity Education: Assist schools and parents 1. Attend parent-teacher meetings, provide uith drug abuse prevention programs. workshops for parents and teachers, ad participate in various comnunity and school activities.
1 high school.
SIGNIFICANT CHANGES:
This program is funded in the Police Asset Forfeiture fund for 1992-93. in 1591-92. DARE was funded by the General Fund
75
1989-90 1990-91 1991-92
ACTUAL ACTUdL BUDGET
PERSONNEL b 1,750 S 4,386 f 2,800
MAINTENANCE OPERATION 3,428 9,365 10,100
1
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I CAPITAL OUTLAY 799 0 0
GRAND TOTAL S 5,977 f 13,751 b 12,900
POSITIONS 0 0 0
1992-93 BUDGET
$ 4,000
14,100
0
S 18,100
0
PROGRAM: TRAFF I C FUND : GENERAL DEPARTMENT: POLICE ACCT # 001-21M1
WAINTENANCE OPERATION
CAPITAL WTLAY
WORK PROGRAM:
To provide traffic enforcement as a means of reducing collisions and hazardous violations in the comnunity. To provide accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1989 - 1990 __ 1991
Enforcement Profile: Maintain a high profile of 1. Total Collisions:
traffic enforcement in order to reduce traffic collisions Citywide. 1,215 1,132 962
Accident Investisation: Conduct accident 7- Number of Hit and Run Investigations: investigations to document location, time, and
cause of traffic accidents in order to provide targeted traffic enforcement. n/ a 7 03 110
SIGNIFICANT CHANGES:
None.
77
1989-90 1990-91
ACTUAL ACTUAL
PERSONNEL $ 4,772,767 $ 5,656,282
MAINTENANCE OPERATION 693,834 803,313
I
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GRAND TOTAL S 5,686,187 t 6,516,672
POSIT IONS 81 81
1991-92 1992-93
BUDGET BUDGET
S 5,996,596 $ 6,136,085
831,734 789,987
854 800
0 6,829,157 0 6,926,872
81 81
PROGRAM: ADMINISTRATION FUND : GENERAL
DEPARTMENT: FIRE ACCT f OOl-Z210
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Coordination: Provide program direction and I. Continue supervisory training seminars for all
planning for all divisions. Fire Captains.
2. Facilitate team building programs for all
members of the management team.
3. Facilitate the remodeling of Fire Stations One
and Tuo, thus improving employee working
conditions.
Plaming: Provide a planning interface with other 1. Monitor developnent in the north and southeast
City departments and regional agencies in order to quadrants under the Growth Management Program facilitate improved fire services. toward scheduling the relocation of Fire Station Three and Six.
2. Participate in the San Oiego County Unified
Disaster Council and Hazardous Materials
Response, Joint Powers Authorities.
3. Coordinate departmental information systems,
4. Participate in regional planning activities.
SIGN1 F ICANT CHANGES :
The Maintenance and Operation budget is lower due to reduced Data Processing Charges.
79
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1989-90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL f 3,513,908 f 4,140,179 f 4,405,145 S 4,533,536
MAINTENANCE OPERATION 380,545 41 4 , 462 409,072 415,614
CAPITAL OUTLAY 204. a54 36,595 0 0
GRAND TOTAL f 4,099,307 S 4,591,236 f 4,814,217 t 4,949,150
POSIT IONS 60 60 59 59
PROGRAM: FIRE PREVENTION FUND : GENERAL DEPARTMENT: FIRE ACCT # 00%-22u)
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Manage the potential for fire loss in the comnunity through fire code enforcement and public education activities uhich increase citizen awareness of fire and life safety practices.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Enforcement and Engineering: Provide code 1. Perform 300 inspections in high risk
enforcement occupancy inspections in existing occupancies.
public buildings and those under construction. 2. Conduct fire inspections in all City buildings annually.
3. Perform code compliance reviews on an anticipated 700 construction plan submittals.
4. Perform 9,000 new construction and follow-up
inspections.
5, Computerize management of fire inspections by the second quarter.
Education: Conduct and participate in informative 1. Conduct fire safety education programs for 2nd programs for the general public on disaster and 4th grades in all schools within the City,
preparedness and fire safety. public and private.
2. Provide comnunity safety educational programs
which foster self-help and reliance in preparing for and in the handling of emergencies.
3. Hail fire safety information to the general
public bi-monthly.
SIGNIFICANT CHANGES:
One Fire Prevention Officer 111 is allocated but not funded. due to the transfer of costs for the Neighborhood Uatch Newsletter to the Police Department. The Maintenance and Operation budget is reduced
81
II
1
8
1989-90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 749,505 t 817,205 t 851,458 s 890,521
MAINTENANCE OPERATION 106,540 114,652 113 , 078 115,153
CAPITAL WTLAY 0 0 0 800
GRAND TOTAL 0 856,045 S 931,857 S 964,536 0 1,006,474
POS 1 T 1 ONS 12 12 12 12
B RQGMM : WEED ABATEMENT FUND : GENERAL DEPARTMENT: FIRE ACCT # 001-WO
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
1. Select 900-1100 parcels for clearance.
2. Obtain City Council approval for abatement.
3. Maii notices to property owners in May.
Hazard Identification: Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist.
Hazard Abatement: Assure abatement of hazards on 1. Inspect a16 property noticed.
property identified in activity 1. 2, CLean all property not abated by owners in June
and July,
3. Manage contractor performance and payment
system,
4. Obtain City Council approval to place abatement
costs onto individuals property tax roll in
5. Submit charges to County Auditor for recovery
July.
by property tax billing by August.
SIGNIFICANT CHANGES:
None.
83
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-
1992-93 1991 -92 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 81,462 S 93,600 t 100,864 103,354
MAINTENANCE OPERATION 56,642 62 , 093 70 , 430 69,889
CAPITAL OUTLAY 0 8,866 854 0
GRAND TOTAL 0 138,104 S 164,559 S 172,148 t 173,243
POSITIONS 1 1 1 1
85
I Community De velopmeni
I
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li
1989-90 1990-91 1991 -92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL o 221,187 s 243,236 $ 280,081 $ 287,082
MAINTENANCE OPERATION 331,990 264,876 314,735 224,200
CAPITAL OUTLAY 8,144 9,476 0 0
GRAND TOTAL s 561,321 $ si7,saa o 594,816 o 511,282
POSIT IONS 7 6 6 6
PERSONNEL
MAINTENANCE OPERATION
CAP 1 TAL OUTLAY
GRAND TOTAL
POSITIONS
1989- 90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 2,290 S 92,483 0 72,184
0 18 272,950 253 o 4 60
(3 0 0 0
f 0 0 2,228 f 365,433 0 325,344
0 2 2 2
I
i
I
1992-93 1991-92 1990-91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 0 0 0 S 26,629 S 0
MAINTENANCE OPERATION 4,614 5,727 6,244 5,250
CAPITAL OUTLAY 590 0 0 0
GRAND TOTAL t 5,204 t 5,727 t 32,873 t 5,250
POSIT IONS 0 0 .5 0 ___-- ~ ~ ~ ~ ~ ~ ~~~ ~ ~ ~
PROGRAM : ENGINEERING FUND: GENERAL DEPARTMENT: ENGINEERING ACCT # 001-3170
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Engineering Division provides engineering services to the public and other City departments regarding the
preparation and processing of designs and construction docunents. The department is also responsible for
ensuring that development and public improvements are properly designed and constructed without jeopardizing
public safety or the well being of the comnunity.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
ADMINISTRATION
Coordination Fmction: Coordinate and direct all 4. Establish program and quarterly review process divisions to ensure ecconplishment of City Council to ensure all management objectives are
Goals and Objectives.
Adninistrative and Clerical - rt Fation: 4. Complete cross training program for all
Provides administrative and clerical support to all department clerical staff during the 1992-93
other divisions. fiscal year.
Manasement Reporting Sys ten Fmtim: Ensure that 9. Generate and distribute Management Reports
Management Reporting System is accurately during the second week of each month.
maintained and generates all reports on schedule.
Record Keer>ing Fation: Provide accurate records
filed in a standardized and efficient manner.
conpleted within established timeframe.
DRIELCPWNT
Land Use Dewloprnent Review: Provide comprehensive 4. Process all conplete applications within 6
engineering input to the Planning Oepartment for months (without EIR) or 12 months (with EIR),
all Land Use Development applications within Process small projects within 3 months.
2. Maintain turnaround time for application statutory time limits and divisional goals.
completeness review of 20 days.
3. Cocrplete reviews expending no mre than 66 man
hours (Master Plan), 71 man hours (Major
Project), 20 man hours (Minor Project), or 6.5
hours (Misc. Project).
Emineerinq Plancheck: Process all engineering 1. Reduce overall plancheck time (time which plans
developnent plans and maps in a professional manner are within City possession) to 60 days for
maintaining a high quality and meeting production small projects, 75 days for medim projects,
goals. and 90 days for large projects.
Maintain an average turnaround time of 14 days
for all planchecks.
Reduce the nunber of continuing planchecks to a minim.
2.
3.
Developnental Services: To ensure all Engineering 1. Answer all phone calls within 24 hours.
questions related to land development are answered in a timely and friendly manner. 2. Provide complete engineering coverage of front
counter and make initial contact with all citizen/ customers within 5 minutes.
(continued)
89
PROGRAM: ENGINEERING FUND: DEPARTMENT: ENGINEERING GENERAL
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PAGE TWO ACCT f 001-7
PROGRAM ACTIV IT1 ES : PERFORMANCE OBJECTIVES :
TRAHSWRTATIOW AND CAPITAL PROJECTS
Investigations: Review, analyze and report on a 1. Complete investigations within a timely ma
wide variety of traffic issues, concerns, (2-4 weeks). Follow-up on recomnendation conplaints and inquiries. issuing work orders, proposals for C.
Continuitw (lpe rations: Maintain up-to-date record 1. Update speed surveys prior to expiration ar of collision reports, speed surveys, traffic counts accordance with vehicle code; log, pin and and assist in maintaining optirnun traffic signal collision reports uithin two weeks of rece' operations. them; conduct traffic counts on an as-nc basis; and respond to traffic signal pro1 on a same-day basis.
consideration or developer obligations.
Proiect Reviews: Review traffic control plans, 1. Complete reviews in a timely manner to mail
signing and stripping plans and traffic signal department goals for plancheck serv
plans. Review project submittals for good Provide imnediate response to inter-depar
transportation planning concepts. Provide needs and concerns.
interdepartment coordination on various issues on
an as-needed basis.
Coordination: Caordi na te the desi gn, construct i on, 1. Thoroughly and efficiently scope all ca and inspection of the City's Capital Projects projects. Direct the design and constrL Program. Provide safe, efficient, and economical of public projects. Provide suppor inspection services for all projects within the assistance to clients and City depar'
City through a combined and conprehensive through a coordinated Capital Program.
inspection program.
Construction and Insoection: Provide a thorough 1. Complete inspections in a timely manner.
inspection of all projects through the application
of clear, concise, and uniform construction management practices and policies. Assist in
construction quality control.
SIGNIFICANT CHANGES:
A total of seven positions are allocated but not funded. Included are one Assistant Traffic Engine1
Construction Inspector, one Assistant Civil Engineer, one Engineering Technician 11, and three Associat
Engineers. Staff remaining is sufficient to meet current workload requirements
90
PRQG RAM : PLANNING CQMMISSIQN FUND : GENERAL DEPARTMENT: PLANNING ACCT # 001-3220
MAINTENANCE OPERATSON
CAPITAL WTLAY
WORK PROGRAM:
Advise the City Council on all matters relating to Lad use, growth management, and implementation of the City's General Plan.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Imlementation of the General Plan: Review all 1. Make advisory recomnendations to the City
developnent projects and long-range planning Council regarding implementation and updating
programs for compliance with the General Plan.
2. When needed, provide recomnendations to the Council regarding policy issues that affect long-range planning for the City.
of the General Pian.
Review of Developnent Proiects-. Review and 1. Provide timely reccinnendations to the City
approve/deny development projects brought before Council when the Planning Department has
Comnission, in compliance with ail City zoning, completed its review of a development project sub-division and environmental ordinances. Provide for cosnpliance with the General Plan and all
recamendations to the City Council on projects zoning, subdivision and environmental requiring Council approval. ordinances.
2. Provide a form for public inpat into the
review of developnent projects.
3. Provide clear, concise findings to the City Council to support the recwnnendations of the
Cmi ssion.
Im1,lementation of Growth Management Plan: Review 1. Provide reports to the City Council on the projects for compliance with Growth Management Local Facilities Management Plans once staff Plan. has completed detailed review.
2, Review annual Capital Improvement Program (CIP)
for consistency with Growth Management PLan.
SIGNIFICANT CHANGES:
None.
91
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I
1992-93 1991-92 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 815,545 f 1,253,476 $ 1,419,736 B 1,613,050
MAINTENANCE OPERATION 316,804 392,755 1,157,486 554 ~ 665
CAPITAL OUTLAY 25,532 66,797 0 0
GRAND TOTAL f 1,157,881 S 1,713,028 t 2,577,222 $ 1,967,715
POSIT IONS 18 24 27 27
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
GRAND TOTAL
POS I 0 IONS
1989-90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
S 175,523 $ 196,725 S 172,295 $ 96,968
73,671 30,431 40 I 795 12,900
10,313 3,833 0 0
$ 199,507 S 230,989 $ 213,090 t 109,068
4.25 4 3.5 3.5
I s
E
1992-93 1991 -92 1990-91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL J 458,100 f 523,331 f &7,375 S 601,347
MAINTENANCE OPERATION 423,084 402,211 448,539 343,901
CAPITAL WTLAY 20,938 30,065 0 0
GRAND TOTAL S 902,122 S 955,607 S 1,135.914 f 945,248
POSITIONS 10 15 15 15
95
I Culture and Recrea tion
E
1
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1989-90 1990 - 91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 1,549,465 S 1,826,428 $ 2,152,092 0 2,084,724
MAINTENANCE OPERATION 866,867 1,003,595 1,053,193 922,767
CAPITAL OUTLAY 86,219 64,880 28,836 18,000
GRAND TOTAL $ 2,502,551 $ 2,894,903 $3,234,121 $ 3,036,291
POSITIONS 30 36 37 37
PROGRAM : ADMINISTRATION FUND : GENERAL DEPARTMENT: LIBRARY ACCT # 001-4010
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide management and leadership for the library and its ten divisions; plans for the growth of resources, facilities and finances; and coordinates relations with local and State government, the Library Board, Friends of the Library, and the Serra Cooperative Library System. '
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Budget Prewration and Fud Accourtinq: Prepare 9. Refine automated fund accounting system and on-
department budget; process invoices, warrants and order information.
Monitor and distribute to all divisions up-to- requisitions; monitor expenditures; and maintain
date account balances. f i sca 1 records e
Strategic Plaming: Develop long-range plans for 1. Work uith City staff and contractors to new and expanded library services, resources, and construct the new library in south Carlsbad. facilities to meet current and future needs.
2.
2. Complete staffing plan for new system.
Comnurity Relations: Manage programs, exhibits, 4. Work closely with local media to promote the
graphic arts and all external public relations. library and its services.
2. Sponsor at least one program and arrange for at least three exhibits per month.
3, Prduce flyers, newsletters, and other graphic arts for the library and other City departments.
Prepare detailed monthly statistics on library Rewrts and Grants: Prepare all department level use and activities. reports for internal use as uell as for the Library
Board, City management, and the State Library. 2. Write quarterly and annual reports for State
and Local distribution.
Manage grants for special programs supported by
State and Federal funding.
1.
3.
Internal Management: Provide leadership for the 1. Supervise the library's ten operational library's divisions and for the Cultural Arts divisions. off ice. 2. Manage the use of facilities and resources.
3. Develop policies and procedures governing all
library operations.
SIGNIFICANT CHANGES:
One Messenger and one Management Analyst position have been allocated but not funded. The Maintenance and
Operation budget is lower due to reduced Data Processing charges.
97
ff
a
8
1992-93 1991-92 1989- 90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 172,366 S 185,926 S 299,810 S 291,660
MAINTENANCE OPERATION 18.041 4,857 5,932 5,600
CAPITAL OUTLAY 0 2,526 0 0
GRAND TOTAL S 190,407 S 193,309 f 305,742 S 297,260
POSITIONS 2 2 3 3
PROGRAM: REFERENCE SERVICES FUND : GENERAL DEPARTMENT: LIBRARY AUTT # 001-4822
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Reference Division assists the public uith information needs; provides instruction in the use of resources; and performs specialized research services for local business, govermnt and the public.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
4988-89 1989-90 1990-91
General Reference Services: Respond to in-person I. Reference Questions:
anal telephoned reference questions; place holds on
books; provide library instruction and tours;
select neu materials; give book talks for camunity groups.
Interlibrary Loan: Send to and receive from other 1. Interlibrary Loans:
libraries requests for books, microfi6m, and
photocopies.
66,394 74,806 74,826
5,419 5,310 3,375
2. Intralibrary Reserves:
826 9,279 2 e 358
Periodicals: Manage a collection of 673 magazines I. Periodical Requests:
and 45 neuspapers, and 44 newsletters. Handle requests from the public to retrieve back issues. 38,336 47,278 48,852
Online Services: Provide ready reference and in- 9. Online Searches Paid:
depth data base searches for the general public as well as instruction in the use of self-service computer data bases. Individual searches using 2. FAX Transmissions and Receptions:
multiple data bases average about tuo hours per
request and are a fee-based service generating over $4,000 per year.
272 196 189*
31 430 854
Decrease in paid searches due to CD-ROM self-
service data base usage.
*
SIGNIFICANT CHANGES:
One Library Assistant I position is allocated but not funded.
99
1990-91 1991 -92 1989- 90 ACTUAL ACTUAL BUDGET
PERSONNEL s 0 t 71,w .s 76,ais
MAINTENANCE OPERATION 0 10,918 20,500
CAP I TAL OUTLAY 0 1,013 0
I
I
E GRAND TOTAL .s 0 J 82,995 f 97,315
POSITlONS 0 1 1
1992-93
BUDGET
s ~,454
21,400
0
S 97,854
1
PROGRAM: CHILDREN’S SERVICES FUND : GENERAL DEPARTMENT: LIBRARY ACCT # 001-4030
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To serve children from preschool through Junior High, the children’s library introduces young people to the wonders of reading; provides library ski 11s classes, group tours, reading incentive programs, and activities
that educate or encourage creativity. The division also assists teachers and adult students in education, child
developnent and children’s literature courses.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1988-89 1989- 90 1990-91
General Reference Services: Respond to in-person 1. Reference Questions: and telephone questions, provide readers advisory,
library skills instruction and group tours.
Collection Developnent: Select new materials, both 1. CircuLation:
print and non-print, and provide collection maintenance and stack organization. There was an
unusual peak last year due to the area libraries
being ciosed, but the trend is upuard.
Prograa Activities and Special Services: Smr 9. Programs: Reading Club; special holiday and seasonal events.
Annual short story contest, spelling bee, pet show, and educational and cultural enrichment programs. 2. Attendance:
Regular storyhour and story reading programs to intrcduce children to literature and encourage creativity.
29 d 643 30,844 36 o 387
169,369 154,376 1 90 I 7991
35 1 238 226
29,227 20,566 10,134’
*Format change in storyhours required registration and limits attendance. Programs held in the library where space also limits attendance.
SIGNIFICANT CHANGES:
One Librarian 11 position is allocated but not funded.
10 1
1 989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET
PERSONNEL % 269,047 $ 298,755 t 325,349
MAINTENANCE OPERATION 107,851 81,374 94,809
E s
c CAPITAL OUTLAY 8,977 9,711 0
GRAND TOTAL S 385,875 $ 389,840 t 420,158
POSIT I OM 8 8 8
1992-93
BUDGET
S 334,008
76,100
0
$ 410,108
8
PRO GRAM : FUND: GENERAL COLLECTION DEVELOPMENT AND ACQUISITIONS
DEPARTMENT: LIBRARY ACCT # 001-4041
MAINTENANCE OPERATION
CAPIPAL OUTLAY
WORK PROGRAM:
Coordinate the selection of materials and plan collection developnent for the library. all materials budgets for the library. Allocate and monitor Order and receive all print and non-print materials.
PERFORMANCE OBJECTIVES: PRQGRAM ACTIV IT1 ES :
PLaming: Develop plans for the collection of 4. Plan collection developnt for two libraries materials - in the neu system.
Budgeting: Prepare departmental and library-wide 1. Detail material accounts by major subject. materials budgets; monitor expenditures for department and materials.
Eoordinate Selection of Materials: Coordinate 1. Coordinate purchase of materials with 9400,000 selection and ordering of print and non-print capital budget for new library.
Coordinate selection and ordering of print and materials.
non-print materials in regular operating
budget.
2.
SIGNIFICANT CHANGES:
Maintenance and Operation reductions are the result of eliminating funds for the purchase of audio visual
materials. Video tapes are purchased from the Audio Visual Insurance fund.
103
1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET
PERSONNEL 0 58,192 $ 66,340 S 71,420
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MAINTENANCE OPERATION 23,771 27 , 298 23,500
CAPITAL WTLAY 0 1,284 . 0
GRAND TOTAL s 81.963 s 94,922 s 94,920
POSITIONS 1 1 1
1992-93
BUDGET
0 70,786
21,800
0
s 92,586
1
PROGRAM : ADULT LEARNING PROGRAM
FUND : GENERAL
DEPARTMENT: LIBRARY ACCT # 001-4060
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Adult Learning Program is the library's adult literacy service. It provides individual tutoring for
English-speaking adults who need to improve their basic reading, writing and math skills in order to function
effectively in daily life, achieve personal goals and take advantage of society's opportunities.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1988-89 1989- 90 1990-91
Tutoring: The program provides free one-to-one 1. Learners Instructed:
tutoring for 80-400 adults who need to improve
their basic reading, writing and math skills. Staff develops an individual study plan for the 2. Tutors Trained:
learner, using a variety of methods and materials.
The program trains and supports volunteer tutors.
158 154 152
88 96 101
3. Tutors Instructing:
132 1 34 943
Comnnity Awareness and Referrals: The program 4. Potential Learner Inquiries:
increases comnrnity awareness and involvement in
titeracy through use of the local media, public
speaking, and the cooperative public relations 2. Potential Learners Referred Elsewhere:
strategies of the San Diego County Literacy Net- work.
146 159 157
9 36 147 174
3. Potential Volunteer Inquiries:
248 274 296
Librarv Adult Learners Collection: The Program 1. Items Circulated:
develops and maintains a library collection of over 1,800 volumes, appropriate for adult interests and
written at lower reading levels.
2 p 893 3,168 3,818
SIGNIFICANT CHANGES:
None.
105
1989- 90 1990-91 1991-92
ACTUAL ACTUAL BUDGET
PERSONNEL S 154,356 S 168,717 S 193,461
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MAINTENANCE OPERATION 0 1 24,017 92,096
CAPITAL OUTLAY 0 0 3 ~ 636
GRAND TOTAL S 154,356 0 292,734 S 289,193
POSIT IONS 2 2 2
1992-93
BUDGET
S 197,846
0
0
f 197,846
2
PROGRAM : CULTURAL ARTS FUND : GENERAL DEPARTMENT: LIBRARY ACCT # 001-4210
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Implement the goals and policies of the City's General Plan to plan, develop and promote the visual and
performing arts and create a climate which encourages cultural and artistic development in Carlsbad.
PROGRAM ACTIVITIES: PERFOWNCE OBJECTIVES:
Imlement Arts Prograns: Provide a variety of 4, Arb in Public Places Program:
quality cultural programs, including all forms of - Carlsbad Library - work of three artists
visual and performing arts to all Carlsbad - Alta Mira Park D hire artist/deveLop design
residents . - Larwin Park - develop design
2. Provide educational opportunities and family
events for all citizens: - Visiting Artists Series (two artists in the
commi ty)
0 Kite Festival - Make-A-Circus performance
- Jazz concerts (42 concerts in three 3. Continue performing arts programing:
quadrants)
Dwelor, the Arts: Continue to develop the Arts 1. Developand strengthen the Arts Program through Program through st rat eg i c planning , educa t i on, grants at location (f15,OQO).
2. Implement the recomnendations of the Cultural grants and active pursuit of private funding.
Plan according to established priorities,
3. Seek private sources of funding for the gallery
4. Submit grant applications to State and Federal
funding agencies when applicable and request
local funding support for appropriate projects.
1, Plan for opening and operating of art gallery
in the Carlsbad Library.
2. Facilitate developnent of cultural facilities as outlined in the Cultural PLan.
S-rt Cultural Facilities:
Camnity and External Relations: Maintain close 1. Information Services: Produce a monthly contact with arts organizations, civic clubs, City calendar and quarterly newsletter, send
departments and the Arts Associates. information to artists, schools and others on opportunities for developnent. Answer inquiries by telephone.
2. Meet regularly with Arts Associates, arts organizations, Convention & Visitors Bureau and other arts/civic organizations.
SIGNIFICANT CHANGES:
The reduced Maintenance and Operation budget ui 11 eliminate the 1992 Sumner Pops concert and Temporary Sculpture exhibit.
107
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1989-90 1990-91 9991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 $ 3,209 t 7,995 0 7,632
MAINTENANCE OPERATION 0 14,037 16,000 10,500
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL s 0 s 17,246 s 23,995 s 18,132
POSITIONS 0 0 0 0
PROGRAM: AUDIOVISUAL INSURANCE FUND : AM INSURANCE DEPARTMENT: LIBRARY ACGT # 141-4051
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Special revenue fund to support video collection replacement and related supplies, processing, and equipnent.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
ColLection Developnent: Evaluating, selecting and 1. TO make entire collection of over 10,000 videos
ordering new and replacement videotapes.
2. To implement interim retrieval and delivery
accessible to the public.
plan for all videos in storage.
Technical Processing: Monitor necessary 1. To implement a new shelving layout in the main cataloging/processing services for videotapes from library so that most of the video collection outside vendor. can be directly accessed by the public.
SIGNIFICANT CHANGES:
None.
109
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1992-93 1991 -92 1989- 90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 t 0 s 0 s 0
MAINTENANCE OPERATION 166,798 87,017 153,993 262,000
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL t 166,798 t 87,017 S 153,993 S 262,000
POSITIONS 0 0 0 0
-~~ ~
PROGRAM: PUBLIC LIBRARY FUND (PLF) FUND : STATE GRANT DEPARTMENT: LIBRARY ACCT # 180-8110
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions provided they meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal year).
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Various Special Projects 4. lnstall new security system to provide reliable
protection for both print ad non-print resources.
Purchase a microfiche catalog of the library's
database for use as a backup during any systems
doun time.
2.
SIGNIFICANT CHANGES:
None.
111
1 989- 90 1990-91
ACTUAL ACTUAL
PERSONNEL s 2,240,818 $ 2,743,560
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I
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MAINTENANCE OPERATION 2,006 I 248 2,082,247
CAPITAL OUTLAY 160,820 155,149
GRAND TOTAL 0 4,407,886 S 4,980,156
POSITIOI(S 45 50
1991-92 1992-93
BUDGET BUDGET
s 3,074,443 s 2,937,192
2,372,096 2,112,057
90,066 0
S 5,536,605 S 5,049,249
50 50
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSl T IONS
1989- 90 1990-94 4991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
$ 280,053 S 320,495 0 346,133 S 334,768
222 s 733 145,497 257,445 236 ~ 640
4,753 7,332 Q 0
$ 507,539 S 473,324 S 603,278 '5 571,408
5 5 5 5
1989-90 1990-91 1991-92
ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 0 0 $ 0
MAINTENANCE OPERATION 953 1,994 1,500
CAPITAL OUTLAY 0 0 0
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POSITIONS 0 0 0
1992-93
BUDGET
$ 0
500
0
$ 500
0
PROGRAM: OPERATIONS FUND : GENERAL DEPARTMENT: PARKS AND RECREATION ACCT # 001-4121
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Maintain, preserve and enhance 240+ acres of park facilities, school athletic fields, beach andbeach accesses, and Landscapes at various civic facilities, Manage over 600 acres of open space/undeveloped parkland and provide services to other departments and cmity groups.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
9989-90 1990-91 9991-92
Turf and Lmdscasnz Maintenance: Direct management 9. Turf Acres Maintained:
of 75+ acres of turf and 125+ acres of landscaping.
Duties include mowing, fertilization, renovation,
replanting, triming, pesticide application, raking 2, Landscape Acres Maintained:
leaves/debris, turf sueeping, ueeding, cultivation,
edging# aera t ing , reseeding , i r r i ga t i on programni ng and equipnent maintenance.
Bathroa )(eintenance/Litter Control/Picnic Area 1. Rest Stations Maintained: Services: Inspect, maintain, clean, paint and
repair 11 separate rest roan facilities (as uell as
6 portable units) 3 times per ueek. Clean, 6 6 6 (portable) restock, sanitize, paint and plunbing repairs make up the duties of this activity. Clean all parks, beach accesses and beach areas 3 times ueekly to 152 158 350 remove all Litter and service all trash
receptacles.
Court/FieLd/Tot Lot Maintenance: Maintain 25 1. Tennis Courts Maintained:
tennis courts (19 lighted), 11 basketball courts, 19 19 19 and 20 softball/baseball fields. All athletic
courts are cleaned/inspected on a ueekly basis and
fence inspections/repairs, and playing surface inspections. Weekly maintenance of all tot lots 3. Tot Lots Maintained:
tilling and play equipnent inspection, repair and necessary docunentation of such actions. 4. Basketball Courts Maintained:
74 75 75
124 1 26 9 26
99 91 19 (permanent)
2. Trash Receptacles Services:
2, Ballfields Maintained:
include washing doun, sueeping off, blouing off, 20 20 20
which includes sand raking/Leveling, sand roto- 9 9 9
11 11 11
5. Soccer Fields Maintained:
11 11 11
Irrigation Maintenance: Maintain all landscape 1. Irrigation Measures/No. of Controllers:
80 84 85 irrigation systems of City facilities. This includes over 85 different controllers with over
1,050 valves. Duties include replacement, repair 2. Irrigation Measures/No. of Valves:
1,000 1,050 1,058 trouble shooting and now minimal data entry/
programing via the proposed centralized irrigation
system.
(continued)
115
PROGRAM: OPERATIONS FUND : GENERAL DEPARTMENT: PARKS AND RECREATION
8
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PAGE TWO ACCT # 001-6121
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
9989-90 9990-99 1991-92
1. No. of Acres: Open Space Maintenance: Provide maintenance
activities to City ouned open space and areas of additional maintenance responsibilities. Duties 408 408 450
include trash removal, clean up and weed abatement.
Wiscellanews Waintenance/ReWir and Swcial
Rearest: These activities are difficult to measure and include repair and upgrading to park structures, facilities, play equipment and fencing. Ins tal I at i on of play qui pment s bleachers, dr i nk i ng fountains, soccer goals, trash enclosures, concrete work, and painting projects. Additional activities also include special projects and requests by the comnunity for turf installation, sculpture installations, various redevelopment requests and cmnity garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities. 1
SIGNIFICANT CHANGES:
One Park Maintenance Worker I position is allocated but unfunded. Maintenance and Operation budget redu have been made in water, supplies, outside services and utilities, and will affect the appearance of p;
116
rKulaKWrl: i~tt MAINTENANCE FUND : MAINTENANCE ASSESSMENT DEPARTMENT: PARKS AND RECREATION ACCT # 161-4122
MAINTENANCE OPERATION
WON PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-uay, parks, open space areas, and trees at all City facilities.
WORKLOAD MEASURES : PROGRAM ACTIVITIES:
1991-92 1989-90 1990-91
Street Trees: The Division Program provides 4. No. of Work Orders/Citizen Requests Completed:
maintenance for over 25,000 trees on City right-of- ways. The maintenance consists of pruning, planting, removal arid root pruning. The division 2. No. of Trees Trimned:
annually responds to 600+ Street Tree uork order/
requests, removes 50+ trees, and plants over 100+ trees. 3. No. of Trees Removed:
543 561 544
623 614 505
54 43 75
4. No. of Trees Planted:
4 08 997 900
Cmtractual Tree Maintenance: Provides an on going 1. No. of Trees Pruned:
program for contracting, administering ad over- seeing Street Tree maintenance program beyod the scope of this division.
Weed Abatement: This program involves the 9. No. of Right-of-way Miles Treated/Maintained:
treatment of undeveloped right-of-way and open 900 89 60 space areas for ueed grouth removal. The activities include herbicide application, and cul-
63 82 85
2. No. Galions of Mixed Herbicide Applied:
tural practices to eliminate ueed grouth. 4 D 800 3,200 2 # 200
HOSD Grove Maintenance: Program currently involves 7. No, of Probation Hours:
quarterly maintenance of Hosp Grove. Uork consists of clean-up, recruiting volunteer and grant assistance and removing hazardous trees. 2. No. of Volunteer/CCC Hours:
360 324 270
290 330 0
3. No. of Regular Hours:
90 72 60
MiscellBneous Maintenance: Currently the Tree division performs 600 hours of miscellaneous uork consisting of installation of Christmas decorations, flags and banners for Spring/Fall Faire, Christmas Tree recycling, assistance with Spring clean-up, various uork for other departments and assistance uith comnunity volunteer programs.
SIGNIFICANT CHANGES:
None.
117
1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET
PERSONNEL t 59,356 $ 64,400 o 84,043
I
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1
MAINTENANCE OPERATION 32,402 89,707 174 8 960
CAPITAL OUTLAY 8,800 0 0
GRAND TOTAL t 100,558 $ 154,107 S 259,003
POSIT IONS 0 1.5 1.5
1992-93
BUDGET
$ 84,398
172,203
0
$ 256,601
1.5
1989-90 1998-91 4994 -92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 210,420 d 253,626 S 285,400 283,035
MAINTENANCE OPERATION 76 , 546 104 I 857 93,119 62,823
CAPITAL OUTLAY 15,658 24,936 0 0
GRAND TOTAL t 302,621 S 380,419 S 378,519 t 345,858
POSIT IONS 3 4 4 4
1991-92 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL t 517,916 S 621,099 S 640,252
MAINTENANCE OPERATION 430,718 473,800 411,851
1
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GRANO TOTAL $ 948,634 t 1,094,899 $ 1,052,103
POSIT IONS 9 8 8
~- ~
1992-93 BUDGET
S 549,403
388,700
0
S 938,103
8
. .. VU.-... nyvn I ic1a FUND : GENERAL DEPARTMENT: PARKS AND RECREATION ACCT # 001-4133
MAINTENANCE OPERATION
CAP1 TAL OUTLAY
WORK PROGRAM:
Aquatics provides for the operation of an attractive and safe swim complex that offers a cqrehensive program of instruction, conpetition, and recreational swimning on 45% self-sustaining basis.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1989-90 1990-91 1991-92 ---
Lessons/Training: Provide instruction in swimning 1. Instructional Lessons:
skills for all ages and abilities; provide educa- Hours 1,430 2,040 1,398 tion and training to the general public and City C 1 asses
employees in first-aid, cardiopulmonary resusci ta- conducted 220 229 206 tion (CPR), and basic rescue skills; serve as a Participation:
North County certification/training site for men Resident 1,245 4,393 1,390 and women who wish to qualify for employment at Mon-Resident 595 5w 389 Carlsbad Swim Complex or similar pools.
Fun and Fitness: Provide opportunities for 1. Recreation and Lap Suim:
recreational swimning and fitness lap suimning, Hours 2,200 2,249 2,189
Youth 5,970 5,600 6,000
Season Pass 12,500 13,760 13,900
Hours 250 4 38 4 40 Participation 2,035 1,820 13,900
Daily Admissions:
Adul t 7,380 7,800 7,900
2- Aqua X:
Carpetitive Swim Prosrams: Provide opportunities 1, Carlsbad Swim Master: for competitive suim instruction and coached Hours 825 900 1,025 workouts for youth and adults as a contract Participation 11,060 12,500 12,500
service; coordinate and schedule high school use of
Hours 6,056 5,730 5,700 - the pool for boys' and girls' swim teams and water
polo activities. Participation 13,650 17,500 48,000
3. Carlsbad Hiqh School Swim & Water Polo Teams:
Hours 2,204 2,050 2,050 Participation 4,600 4,700 4,700
2. North Coast Aquatics:
SIGNIFICANT CHANGES:
None.
121
1989-90 1990-91
ACTUAL ACTUAL
PERSONNEL 0 23,699 0 25,655
MAINTENANCE OPERATION 4,008 12,918
CAPITAL OUTLAY 0 0
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1 GRAND TOTAL 0 27,707 f 38,573
POSl T IONS 0 0
1991 -92 1992-93
BUDGET BUDGET
f 32,618 f 26,000
9,014 7,470
0 0
f 41,632 S 33,470
0 0
PROGRAM: SENIOR COMMISSION FUND : GENERAL DEPARTMENT: PARKS AND RECREATION ACCT # 001-4141
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Carlsbad Senior Comnission makes recomexiations and advises the City Council on the special needs ad concerns of Seniors in Carlsbad, and provides recomnendations to City staff on Senior Programs and operation of the Senior Center facility.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Honthlv Heetirws: Conduct monthly meetings. 1. Discuss issues pertinent to the deveiopnent of
the Carlsbad Senior Program.
Advise City Council on pertinent Senior Program issues uhich necessitate Council action. 2.
~ Volunteers: Continue to develop innovative ways to 1. Hold annual Volunteer Recognition Celebration.
recruit, utilize, and acknowledge volunteers. 2. Expand Volunteer program.
Training: Improve Comnission direction and 9. Provide and attend Senior Commission Workshop.
effectiveness in formulating recomnendations on 2. Develop specific goals and objectives for Senior concerns. future development of the Senior Program.
SIGNIFICANT CHANGES:
None.
123
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1989- 90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 128,872 0 155,254 t 184,042 S 180,317
MAINTENANCE OPERATION 118,322 72,926 130,393 86,125
CAPITAL OUTLAY 2,547 8,345 0 0
GRAND YOYAL S 249,741 S 236,525 S 314,435 t 266,442
POSITIONS 2 2 2 2
PROGRAM : SENIORS FUND : SENIOR NUTRITION DEPARTMENT: BARKS AND RECREATION ACea # 681-8918 THRU
181-8120
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 years of age and older.
PROGRAM ACTIVITIES: PERFQRMANCE OBJECTIVES: --- 4990-94 4994-92 1992-93
Noon Llrrh: Provide a nutritionally balanced noon 1- Hot Meals: 33,874 35,000 35,000 lunch for persons 60+.
Hane Meals: Deliver a hot meal ad sandwich to 1. Hot Meals: 9,754 14,000 11,000 homebound persons 60 years of age or older in Car lsbad.
Transmrtation: Provide transportation for 7- One Way Trips: 6,700 6,900 8,000 Carlsbad Seniors to the lunch program, medical appointments and shopping.
SIGNIFICANT CHANGES:
None.
125
I Utilities and Maintenam
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
1
1 GRAND TOTAL
POS 1 TI ONS
1989-90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
0 1,950,0?6 $ 2,292,864 f 2,570,227 f 2,605,137
4,023,795 4,447,804 6,225,885 3,636,140
174,861 162,290 315,988 776,526
s 6,148,682 $ 6,902,958 s 9,112,100 s 7,017,803
48 55.3 55 -3 56
. r RUUMI~I i MUl'lAIl4dIN\I AUIF
FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE Am # 001-6010
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The AdministrationDivision provides administrative, managerial and technical support to the Street Maintenance, Fleet Operations, Facilities Management, and Street Lighting Divisions of the Utilities and Maintenance Department. In addition, the Administration Division administers the City's Real Property Management and Recycling and Solid Waste Programs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
-rations: Plan, organize and direct public 1. Maintain timely processing of work orders and
services programs. Develop procedures and policies special project requests.
for efficient operation of department. 2. Maintain efficient work planning, scheduling and processing of departmental program
activities.
3. Conduct surveys and perform research and
statistical analysis on administrative,
personnel and operational matters.
Persomel Manaqement: Recomnend and process 1. Process personnel requisitions.
personnel appointments, promotions and disciplinary actions. Provide on-going support to management 2. Track personnel evaluation to ensure timely and miscellaneous employees. completion.
3. Establish standards and expectations for
4. Review all personnel issues with Supervisor.
enployee performances.
Budget Hanagement: Coordinate the preparation of 9. Prepare departmental budgets,
all Departmental Budgets, to ensure that all budgets comply with City policies and procedures. 2. Monitor expenditures and maintain fiscal
3. Process invoices, purchase requisitions and
records m
requests for payment.
Finance within required time frame. 4. Prepare and subnit department payroll to
Contract Services: Supervise and coordinate 1. Process all contracts, RFPls, Letters of
contractually provided services. Acceptance, Notices to Proceed, and other
documents pertaining to contracts in a timely
manner.
Prepare refuse collection, recycling, graffiti control, arid all other contracts pertaining to
the department.
2.
(continued)
127
PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE
8
I PAGE TWO ACCT f 001-6010
D PROGRAM ACTIVITIES: PERFORMANCE OMECTIVES:
Trainins and Safety: Provide training in work 1 .i Process all training requests and registr; related areas, and motivate enployees to enhance in a timely manner. their job skills.
2. Distribute current safety informatia employees .
3. Brief all management personnel of any ct
to safety rules and regulations, ad
monthly safety inspections.
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Coordination uith Other Departments and Agencies: 9. Represent City and Department by att Coordinate activities with other City departments County and area meetings and conference! ad divisions, and with outside agencies.
2. FacilitatecomunicationbetueenDepartmf E other City departments.
Reuarts and Statistics: Prepare written and oral 1. Prepare staff reports.
reports. Prepare grant applications. Research
appropriate subjects and prepare agenda bi 11s and
visual aids for presentation to City Council.
2. Present both written and oral reports t Manager, City Council, Cannittees, Cmi
and other agencies.
Prepare grant applications as approprial
Cammnitv Services: Respond to all citizen 1. Receive, record and disseminate c
inquiries expeditiously. Prepare correspondence as
needed for all divisions. 2. Maintain and facilitate comnunicatioi Division managers to insure that all <
inquiries are being responded to within turn-around period.
I 3.
i nqui r i es .
1. Process leases, appraisals and corresp Real Prowrtv Management: Ensure that all leases, property acquisitions and sales activities are % within one day of receipt.
handled appropriately. 2. Process agenda bills, resolutions, a other materials needed for City I meetings.
3. Research and analyze all data pertin
property management.
Graffiti Abatement: Ensure that all noted graffiti 1. Report all graffiti complaints to apprt within City jurisdiction, as well as the sea wall division and process any corresp
are maintained on a regular basis. pertaining to the reported graffiti.
Monitor Graffiti Abatement activities tc removal within 24 - 48 hours. 2.
SIGNIFICANT CHANGES:
The Senior Management Analyst position has been unfunded for one half of the fiscal year.
clerical help have been eliminated.
Funds for tf I
128
r-nuu~i~i i J I nLL I PIMAIX I LJlMllbC FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT # 001-5110
MAINTENANCE OPERATION
CAPIPAL OUTLAY
WORK PROGRAM:
The Street Maintenance Division's major program is Street andl Roadside Maintenance, scheduled to providemaxim
safety for traffic and pedestrians uho travel throughout the City of Carlsbad. This area of responsibiLity
enconpasses a variety of different maintenance activities. These activities are categorized into six (6)
maintenance programs described below:
PROGRAM ACTIVITIES: PERFORMANCE QMECTIVES:
Roadside Maintenance: Roadside Maintenance 1, The County Honor Camp crew uill pick up over
activities consist of litter pick-up, debris 600 cubic yards of litter from City right-of-
hauling, sidewalk repair and guardrail maintenance. uays. This program is supervised by City staff D
2. Continue maintenance and repair, as needed, of 25,263 lineal feet of guardrail.
3, Remove and haul 2,500 cubic yards of debris
from Reservoir #2, accumulated from City
construction and repair creus, to the County dunp; recycle concrete and asphalt.
4. Repair 15,000 square feet of curb, gutter and
sideualk (trip hazards) to minimize liability claims.
Drainage System Maintenance: Maintain, clean ad 9. Schedule the annual cleaning and maintenance of
repair the City's drainage system. 3,200 catch basins. Work will be compbeted
from August - October to insure proper flou and
run-off during Winter storms.
2. Schedule the annual cleaning of 20,105 lineal feet of open drainage channel. Work uill be scheduled from August ~ October.
City Siqn Maintenance: Fabricate, install and 4. Maintain and repai'r, as needed, the 6,300 signs
maintain all traffic, street name and special signs throughout the City.
throughout the City. Respond to Traffic Engineer- 2. Fabricate and install 1,300 traffic, street ing uork orders and special sign requests. Conduct name and special order signs. visual and retro-reflectometer tests on all regula- tory and warning signs once a year in conjunction 3. Timely response to Traffic Engineering uork
uith the Division's Safety Inspection Program. orders.
Annually conduct visual and retro-reflectometer
tests on 1,449 warning and 3,159 regulatory
signs to insure proper and safe signage
throughout the City.
5. Maintain all traffic control devices used for
construction, repair and emergencies.
4.
Road Surface Maintenance: Maintain 555 lane mites 1. Several methods of asphalt repair applications
of paved roadways throughout the City. This are used to apply 4,000 tons of asphalt
maintenance program insures that the City's road annually.
system is properly maintained and safe for travel. a) Skin Patching b) Utility Cut Repair c) Leveling uith Asphalt d) Base Replacement
(continued)
129
PRO GRAM : STREET MAINTENANCE FUND : GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE PAGE TWO
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
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ACCT # 001
Traffic Safety Pavement Striping Prosraa: Ensure 1. Annually refresh striping on 225 pass
proper delineation and direction for safe passage "prime" roadways, 166 pass miles IIm
on City streets. Maintain and refresh all line roadways, 128 pass miles g%.econdarylo road
strips, crosswalks, pavement messages, colored curb 53 pass miles llresidential@* roadways.
and City facilities parking areas. Respond to 2. Annuatly refresh 189 crosswalks, incl school crossings. Traffic Engineering work orders and special requests from various City departments. 3. Annually refresh 3,000 pavement markings.
4. Annually refresh 15,000 linear feet 01
35,349 linear feet of colored curbs.
5. Refresh City facilities parking areas needed.
6. Respond in a timely manner to work orders
Traffic Engineering and special requests various City departments.
Miscellaneous Maintenance and Reuair Proqraa: 1. Emergency response, citizens' complaints, Monitor unscheduled work activities that the Street patrol, safety and training and special e!
Division performs annually; this program accounts I for 6,600 staff hours.
Maior Rehabilitation Contract Prorrraa: Direct and Contract: Annual Goals:
oversee the six (6) maintenance and rehabilitation
contracts listed. Funding for the first four 2. Chip Seal Chip 35 lane miles items is from sources other than the General Fund.
1. Street Sweeping Sweep 11,053 curb m
3. AC Overlay Resurface 15 Lane in 4. Curb, Gutter & 4,578 lin. ft. curb' Sidewalk Replace 8,340 sq. ft. sideut 5. Buena Vista Channel Annually Clean the Maintenance Vista Drainage Chani 6. Graffiti Removal Coat & maintain ent and Control seawa 1 1
SIGNIFICANT CHANGES:
Cement repairs, street sweeping and the chip seal and overlay programs ($927,000 in 1992-93) havc transferred to a separate Gas Tax program. Other Maintenance and Operation reductions wi 11 result in a r
1 i tter control program.
130
. a."Y.-. I. IIrn"".. -,..L.L.a ,1"*,..L,.-..VL FUND: GAS TAX DEPARTMENT: UTILITIES AND MAINTENANCE AIXT # 952-5110
MAINTENANCE OPERATION
CAPKTAL (XITLAY
WORK PROGRAM:
The 1992-93 budget uill have a new account. This account will fund the Street Maintenance major program areas.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES
Street Sming: Sueep 11,053 curb miles of 9. Sueep all residential streets tuo times pere
Carasbad streets. month.
2. Sueep all dountoun village streets three times per ueek.
3. Sueep all comnercial and major arterial streets tuo times per month.
1. 4,578 linear feet of curb and gutter per year.
2. 8,340 square feet of sidewalk pep year.
Cement Rewirs: Annually repair and replace broken
and raised curbs, gutters and sidewalks,
Overlay - Chinseal - Slurry Seal: Extend pavement I. Chip SeaL: Chip 35 lane miles
life and provide a smooth and safe driving surface. The condition and age of the existing pavement
determines which type of maintenance is required.
2. AC Overlay: Resurface 15 lane miles
SIGNIFICANT CHANGES:
Major Street Maintenance programs have been independently identified and directly funded with Gas Tax resources
for the first time in 1992-93. Prior year expenditures noted were for capital programs.
13 1
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
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POSITIONS
1991 -92 1992-93 1990-91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
s 421,073 s 475,552 s 597,841 s 590,354
483 , 690 599,316 852,316 595 , 500
8,346 2,847 58,320 2,600
t 913,109 0 1,077,715 S 1,508,477 S 1,188,454
10 15 15 15
PROGRAM: TRAFFIC SIGNALS FUND : GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT f 001-541I8
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Coordinate maintenance program for 65 signaLired intersections by the end of FY 92-93.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
--- 4989-90 1990-91 199’1-92
ODerations: Perform plan checking and field monitoring during construction of neu traffic signals for conformance uith City and CalTrans standards. Coordinate ui th Traffic Engineer on signal timing adjustments. Coordinate Underground Service Alert markouts for all existing signal systems,
Maintenance: Perform monthly check of Opticoms 1. City Ouned & Maintained Signals:
(emergency preenpt equipment) now installed at all signalized intersections and coordinate repairs if necessary. 2. CalTrans Ouned & Maintained Signals:
52 55 58
5 5 5
3. City Ouned & CalTrans Maintained:
0 2* 2
4. Total Signals in City:
57 62 65
Adninistration: Administer traffic signal
maintenance contracts.
SIGNIFICANT CHANGES:
None o
133
1989-90 1990-91
ACTUAL ACTUAL
PERSONNEL $ 128,847 S 161,993
MAINTENANCE OPERATION 386,319 397,389
CAPITAL OUTLAY 7,355 958
GRAND TOTAL f 522,521 f 560,340
WS I T IONS 3 3
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1992-93 1991-92
8UDGET BUDGET
S 172,496 $ 225,797
621,769 542,083
0 0
S 794,265 f 767,880
3 3.5
PROGRAM: FUND : MAINTENANCE ASSESSMENT BUENA VISTA CREEK CHANNEL MAINTENANCE
DEPARTMENT: UTILITIES AND MAINTENANCE ACM # 162-5910
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
?he maintenance of the Buena Vista Creek Channel.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1994 -92 1990-91
Adninistration: Administer the Buena Vista Creek
Channel Maintenance District.
Operations: Prepare and administer a maintenance 1. Square feet of channel cleaned:
0 0 contract to provide an effective, consistent means of clearing the channel.
SIGNIFICANT CHANGES:
This District levies assessments of S100,OOO annually to generate funds to clean Buena Vista Creek Channel every
three years. The 1992-93 budget appropriates funds collected in 1989-90, 1990-91, 1991-92 ($200,000), and funds
to be collected in 1992-93 ($100,000) to finance the cost of channel cleaning in 1992-93. Work wilt be
performed by private contract.
135
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1991-92 1992-93 1990-91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 0 S 2,322 S 0 S 0
MAINTENANCE OPERATION 0 17,818 21 0,471 158,800
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL S 0 s 20,140 s 210,471 s is8,aoo
POSI T IONS 0 0 0 0
PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE DEPARTMENT: UTILITIES AND MAINTENANCE PAGE TWO ACCT # 528-6410
PWOGWAM ACTIVITIES: WORKLOAD MEASURES:
I Publie Information: Develop public information 1, Continue production of quarterly solid waste
materials related to solid waste program. news letter o "Was tel i nes .It
school and comnnity group programs. 2. Prepare correspondence, press releases, and brochures for ala new solid waste programs.
Research current school curricula and programs
and develop supplemental materials if
necessary.
Develop
3.
4. Prepare Spanish Language materials.
5. Develop and distribute household hazardous
waste educational materials.
In-House Recycling: Coordinate the recycling 1. Audit in-house waste stream, and analyze for program of materials collected at City facilities. areas of potential reduction and/or recycling.
Add materials to in-house recycling program as appropriate. 2.
Litter: Provide for litter collection services in
conjunction with the Streets division.
1. Partially fund the Honor Camp Crews uhich uill
continue to be administered by the Streets
division.
SIGNIFICANT CHANGES:
None -
137
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1992-93 1991 -92 1990-91 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 267,758 S 332,982 S 391,338 S 335,052
MAINTENANCE OPERATION 796,261 881,684 882,249 936,000
CAPITAL OUTLAY 0 0 35,000 0
GRAND TOTAL t 1,064,019 S 1,214,666 S 1,308,587 S 1,271,052
POS I T IONS 7 7 7 7
PROGRAM : VEHICLE REPLACEMENT FUND: INTERNAL SERVICE DEPARTHENT: UTILITIES AHB MAINTENANCE MCT # 62Q-5220
MAINTENANCE OPERATION
CAPITAL DUTLAY
WOW PWOGM:
Accmlate funds on a routine basis for the orderly replacement of the motorized rental fleet. This includes the determination of the economic life of individual units, the development of proper specifications to suit user needs, the outfitting of units before being placed into service, and replaced units being prepared for auction.
WORKLOAD MEASURES: PROGRAM ACTIVITIES:
1990-91 1994-92 1992-93 {actual1 (estimate) JD ro j ec t ed)
Fud Maintenance: Calculate future acquisition 1 a Vehicles/equipment acquired:
costs for units in the rental fleet and establish
an average reptacement charge by vehicle class.
Specificatim Writing: Write specifications for the purchase of replacement units combining the
needs of the users and economic reality of the
City.
Purchase and Disposal: In a cooperative effort 1- Vehicles/equipment disposed:
with the Purchasing Department buy replacement
units after bid assessment and arrange for the
auction of old units. 2. Total Units in Rental Fleet:
35 12 46
29 13 45
337 336 336
SIGNIFICANT CHANGES:
The budget reflects vehicle purchases uhich uill be made for a tuo year period, 1991-92 and 1992-93. The two year purchase plan for 1992-93 follows an analysis of the replacement policy, which was done during the 1991-92
fiscal year.
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I Housing and Redevelopme
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1989-90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL t 374,925 t 524,453 t 524,104 B 553,707
MAINTENANCE OPERATION 2,055,511 2,160,468 2,752,259 2,975,369
CAPITAL OUTLAY 149,709 4,301 2,323 0
GRAND TOTAL t 2,580,145 $ 2,689,222 t 3,278,686 0 3,529,076
POSIT IONS 9 10 10 10 -
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1 989- 90 1990-91 1991 -92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
S 0 S 4,400 S 14,444 $ 22,800
138,030 131,859 194,464 343 B 562
0 0 0 0
S 138,030 S 136,257 S 208,908 $ 366,362
0 0 0 0
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PERSONNEL s 0 s 0 '5 0 s 0
MAINTENANCE OPIiRATION 16,439 10,905 94,820 94,820
CAPITAL OUTLAY 0 1,293 0 0
GRAND TOTAL S 16,439 S 12,198 S 94,820 S 94,820
POSIT 1 ONS 0 0 0 0
PROGRAM : AFFORDABLE HOUSING FUND : REDEVELOPMENT - LOW AND MODERATE INCOME DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 810-3420
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To develop innovative programs that uill promote arid develop projects to increase the number- of affordable housing units throughout the City of Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Affordable Hwsinq Prwrm: Inplement Program to I. Develop and implement new affordable housing meet SANDAG Affordable Housing Goal. project processing procedures: a) identify areas for inprovement
b) coordinate solutions uith City staff
c) cmnicate neu procedure clearly to
2. Perform as chairperson of Housing Task Force
a) develop and distribute agenda b) assist in developnent of incentives to offer the residential builder to encourage production of affordable housing
develop cormunity
Cmi ttee:
3. Identify possible projects.
4. Assist in developing financing packages for affordable projects.
5. Direct educational programs for business and govermnt agencies interested in affordable housing .
SIGNIFICANT CHANGES:
None.
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSITIONS
1992-93 1990-91 1991 -92 1989- 90
ACTUAL ACTUAL BUDGET BUDGET
S 243,302 $ 307,345 S 271,286 $ 257,576
544,972 41 0 I 835 576,973 522,350
140,547 3,008 2,323 0
t 898,821 S 721,188 S 850,582 0 779,926
3 5.5 5 4.5
PROGRAM : COMMUNITY DEVELOPMENT BLOCK GRANT FUND : COMMUNITY DEVELOPMENT BLOCK GRANT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 391-3590
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To develop and monitor a program of projects/services uhich benefit low/moderate income households within the
cmnity.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Project Development: Ensure the development of 1. Conduct public meetings/hearings to solicit projects/services uhich meet the guidelines set and approve proposed projects for CDBG forth for CDBG fwding by the U.S. Department of program.
Prepare guidelines that assist the public and HUD .
staff to develop viable projects that meet HUD criteria.
3. Meet uith citizens, comnunity groups, consultants, contractors and other City staff members to develop projects.
2.
Proiect Hmitorinq: Ensure that project/service 1. Monitor service irrplementation and/or meets the requirements set forth within the federal construction, and maintain records for Federal regulations for the CDBG program. wage compliance and other HUD regulations.
Approve and coordinate uork payment releases.
Process contract amendments and agreements.
Adit non-profit organizations receiving CDBG funds from the City.
'
2.
3.
4.
SIGNIFICANT CHANGES:
None.
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1 989- 90 ACTUAL
PERSONNEL $ 2,273,530
MAINTENANCE OPERATION 9,969,894
CAPITAL OUTLAY 268,891
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1 GRAND TOTAL $12,512,315
POSIT IONS 48.9
1991 -92 1992-93 1990-91
ACTUAL BUDGET BUDGET
$ 2,513,825 $ 2,635,007 $ 3,091,981
9,714,372 10,543,726 13,604,332
0 587,204 141,600
$12,228,193 $13,765,937 $16,837,913
52.9 52.9 56
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1989-90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
0 1,938,025 $ 2,129,617 S 2,215,443 f 2,290,091
6,654,837 6 s 255,492 6,450,279 9,104,932
268,891 0 477,704 104,200
s a,855,m s 8,385,109 s 9,143,426 $11,586,223
40.5 44.5 44.5 43
PROGRAM: WATER RECLAMATION FUND : RECLAMATION ENTERPRISE
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DEPARTMENT: WATER DISTRICT ACCT # 502-6310
MAINTENANCE OPERATION
CAPITAL OUTLAY
I WORK PROGRAM:
To maintain one punp station, one 1.25 million gallon reservoir, 7 miles of reclaimed water lines, ar reclaimed uater meters.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
hnp Station Maintenance: Preventive maintenance 1. Continue frequency of preventivemaintenar
of one (1) lift station. Lift station will be assure continuous operation: checked twice daily to clean, lube, inspect and 2. Convert to automated preventive mainte repair any malfunctioning purps or associated
of this station, two (2) staff are required to perform this operation under normal conditions.
Engineerinq: Develop and continuously update the 1. Enter the as-built sheets onto the compul
2. Maintain plan check turn around time i computer based mapping system. Review and correct
plans for neu development. Administer major capital improvement projects designed by consultant engineers. 3. Thoroughly and efficiently scope all ca
equipment. Because of safety factors and location system.
days.
projects. Design projects in-house.
System Maintenance and Reeair: Complete preventive 1. Daily, weekly, monthly preventive mainte maintenance on the facilities to prevent a major to ensure operation of all facilities.
outage. This includes maintaining control valves, 2. Repair all leaks uith minimal damages 1 reservoir, and air releases. Repair all leaks
imnediately to reduce reclaimed uater costs. hour notice.
SIGNIFICANT CHANGES:
This will be the first full year that ue will be operating the reclaimed uater system. The two major cus are La Costa golf course, and the Aviara golf course, along with the landscaping on Alga Road. A separat
is necessary to qualify for a San Diego County Uater Authority rebate. The major cost in this budget w
for the purchase of reclaimed uater from Vallecitos County Uater District.
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. - - - -. - .- - - - - ._ - - - - . - - - . . - __ - - - - - - FUND : SANITATION ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT # 511-6110
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To maintain approximately 102 miles of City owned sanitary seuer colLection mains, 36 miles of sewer service Laterals, 13 City owned lift stations, and the payment for operation of Encina Waste Water Treatment plant.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Pmv Station Haintenance: Preventive maintenance 1, Continue frequency of preventive maintenance to of 13 sewer Lift stations. Lift stations are assure continuous operation.
2. Convert to automated preventive maintenance checked twice daily to clean, lube, inspect and repair any malfunctioning purps or associated equipment. Because of safety factors and Location of these stations, two (2) staff are required to
perform this operation under normal conditions.
Main Cleaning: High pressure cleaning of mains to 1. Schedule preventive maintenance as prioritized eliminate stoppages. Tuo (2) staff wnbers are by TV inspection and records.
Condition rating of televised lines to identify required to perform this task.
and prioritize critical pipes.
system.
2.
Erwineering: Develop and continuously update the I. Enter the existing atlas sheets onto the
computer based mapping system. Revieu and correct computer. plans for new development. Prepare plans and 2. Maintain plan check turn around time at 10 specifications for projects to replace old seuer
lines and other facilities. Administer major
capital improvement projects designed by outside 3. Thoroughly and efficiently scope all capital engineers . projects. Design major design projects in-
days.
house.
SystemMaintenance and Repair: Complete preventive 1. Daily, ueekly, monthly preventive maintenance maintenance on the sewer facilities to prevent a to ensure operation of all facilities. major seuer stoppage. This includes maintaining 2. Clean all stop up lines with minimal damages, lined, seuer manholes, and telemetering
facilities. Repair all leaks imnediatelyto reduce sewer outages.
on 24 hour notice.
TV Inspection and Records: Records of lateral 1. Automate television inspection for tracking sizes and depths of mains are needed for a sewer problems. Identify sources of inflou and
preventive maintenance program. TV inspections of infiltration. Streamline annual cleaning and
sewer mains to identify problem areas. Two (2) inspection record keeping. Continue 6 year
staff members are required to perform this rehabilitation program. operat ion.
SIGNIFICANT CHANGES:
The increase in staffing is due to a reorganization of existing personnel within the Water District program.
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1992-93 CAPITAL IMPROVEMENT PROGRAM
Introduction
The Capital Improvement Program (CIP) for 1992-93 totals $32.4 million, which is $3
million or 35% below the 1991-92 adopted budget of $50.1 million. Projected rever
for the 1992-93 program total $35.2 million and are down by $6.2 million or 15% f
the 1991-92 budget. Weak economic conditions nationally and locally, in conjunction I
low construction levels, have resulted in reduced development related revenues. Rever
collected as the result of new residential and commercial/industrial development are d(
by $3.3 million or 64% from the 1991-92 projections. This has resulted in modificat
tu the scheduling of projects. This report and the accompanying CIP documents reflecl
actions taken to address the issue of funding availability weighed against the demanc I facilities, and growth.
As the City continues to monitor growth in conjunction with revenues, it has bec
apparent that there is a correlation between the amount of funds that can be spen
projects, and the amount of growth. If development subsides, so too do revenues, w
in turn impacts expenditure schedules. Most expenditure schedules were established u
the Growth Management standards as guidelines. Interwoven into this formula are f
constraints which have become important to the scheduling of projects. This year, lac
available funds has resulted in deferring most major projects reliant upon developr
related revenues. Previously, the City chose to build facilities to meet maximum popula
expectations. The philosophy has shifted to one where phasing of projects will r
closely match the incremental growth demands. Further, in cases where facility availat
fails to meet growth management standards, developers may be required to finance de
and construction costs. The Growth Management system used by the City needs t
viewed with flexibility, as well as in concurrence with other external issues, including
general economy. The fiscal resources, and the assumptions used in projecting t
resources, as well as specific expenditures will be addressed separately.
Revenue
Revenues for Capital Projects may be broken down into three major categories as folli
1) fees generated by development in Carlsbad, 2) the Community Facilities District ar
other sources including grants, bond issues, and letters of credit. The pie chart or
following page provides an overview of the estimated revenues which are project€
support the CIP projects. Approximately 53% of all CEP revenues are received as a r
of development, and are dependent upon assumptions made about the City's grow-
dwelling units and commerciaVindustrial square feet each year. These revenues inc
the Public Facilities Fee (PFF), Traffic Impact Fee (TIF), Park-In-Lieu (PIL), Major Fat
Fee and Sewer Construction revenues. Community Facilities District revenues occupy
of the total with resources coming in as a result of project scheduling. The remaining
of revenues are related to the receipt of grants, the county sales tax program (Trans
the issuance of bonds, and the Water District's Replacement Fund.
150
Residential
91 -92 Total 92-93 Total
No. Units No. Untts Diff. 91 -92
Year Resid Resid to 92-93
92-93 526 115 (411)
93-94 1,308 1 70 (1,138)
94-95 1,356 34s (1,011)
95-96 1,350 490 (a)
96-97 1,248 490 (7%)
Years5-10* 1,246 1,514 268
Years - 2002+ * 1,088 1,332 244
Non - Residential
91 -92 Total 92-93 Total
Total Sq.Ft. Total Sq.Ft. Diff. 91 -92
Cornrnllnd Cornm/lnd to 92-93
1,000,000 11 5,000 (885,000)
1,000,000 170,000 (830,000)
1 ,ooo,o00 290,000 (710,000)
18000,000 430,m (570,000)
1,000,000 ~,OoO (570,000)
1,000,000 700,000 (m,ooo)
1.ooo.000 1 ,000,000 0
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The line chart below further demonstrates the growth and development patterns wl
have occurred and are projected to occur in Carlsbad. As can be seen, the developn
rates fell dramatically in 1987-88, due to the implementation of growth management,
have continued to decline since that point. It is anticipated.that permits will be issue(
55 residential units during 1991-92. Current Growth Management projections sho
slight'recovery to 115 units in 1992-93. . Non-residential growth patterns and project:
were also reviewed, and modified downward.
RATE OF RESIDENTIAL DEVELOPMENT I PERMITS ISSUED
UNITS .
YEARS i TO s OF CIP
............. ......................
85 86 87 88 89 90 91 92 93 94 95 96 97
FISCAL YEAR
"DWELLING UNITS
Using the Growth Management forecast identified above, revenue projections show sin
declines. This has resulted in changes in project scheduling that have occurrec
development remains low. I Growth AssumDtions
The mix of attached and detached residential units is assumed to be 55% and 4
respectively. This is the same ratio as has been applied in the past and continues to be
anticipated mix of residential development. The building permit valuation used
computing public facilities fees was $89,500 per attached dwelling unit, and $153,00C
detached dwelling unit. The mix of commercial and industrial is assumed to be 40%
60% respectively. The commercial category also includes office development.
152
In order to calculate estimated revenues for the Traffic Impact Fee (TIF), the number of
average daily trips had to be computed for each type of use. An attached dwelling unit
was assigned eight trips per day, and a detached unit ten trips per day, based on data used
in developing the TIF. Each residential trip was valued at $77.00. The trips-per-day value
for commercialhdustrial was averaged at 17 trips per 1,000 square feet of development.
The volume of trips generated by commerciaVindusta4al development can vary widely
depending on the ultimate land use. The value of each commercid/industrid trip was
established at $63.00.
Sewer fees were calculated by assessing each residential unit (EDU) $1,675. Commercial
was assessed $1,675 for each 1,800 square feet of development and industrial was assessed
$1,675 for each 3,400 square feet based on the City's procedure for calculating EDU's for
non-residential uses.
Park in Lieu revenue projections have increased by 45% throughout the life of the CIP.
This is the result of applying the new fees which were implemented in May, 1991.
This is the second year that the Community Facilities Distrkt (CFD) funding mechanism
has been incorporated into the CIP. The implementation of the CFD in 1991 has reduced
the total amount of PFF, and TIF revenues projected, as projects which were previously
funded fi-om these sources will now be funded through the CFD. Revenues for the PFF and
TEF have been reduced accordingly,
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Expenditures
The 1992-93 to buildout CIP outlines a total of 174 future projects at a total cos
$426.7 million. The pie chart below indicates that the largest segment of expenditures
within the Water category at $93 million or 22% and include new and replacen
pipelines and reservoir maintenance. Water Projects are followed in dollar value by I
projects at $89.4 million and include acreage within all quadrants of Carlsbad as we
Veteran’s Memorial Park. Other major park projects include Alta Mira Park, the (
Course, Larwin Park, Alga Norte Park, and a community park in Zone 19. Major st projects in the CIP total $73 million and include the widening of the railroad overpa
at Poinsettia Boulevard, and Palomar Airport Road, La Costa Boulevard widening, and
extension of Faraday Boulevard. The smallest expenditure category for projects is Tr;
Signals, at $3.5 million or 1%. Specific timing and cost estimates for projects are idem
in the table immediately following the narrative. I
CAPITAL IMPROVEMENT PROGRAM
PROJECT ALLOCATION 1992-93 TO BUILDOUT
PARKS
LOAN REPAYMENTS
$9 7 2% CIVIC $55 7 13%
TRAFFIC SIGNALS f89 4 21%
1-5 INTERCHANGES $322 0%
STREET PROJECTS $93 22% $73 7 17%
Total CIP to Buildout = $426.7 Million
Specific phasing of projects is reliant upon fund availability as well as efforts taken to n
established growth management standards for facilities. Wherever recommended prc
scheduling changes occurred, they were based upon a thorough review of the Gro
Management Plan, in unison with revenue projections. In order to balance the first
years of the CIP in conjunction with the decline in projected revenues, selected park
street projects have been phased and deferred. The altered projects were funded by ei
TIF or the PFF, and both are now balanced as a result of the timing changes. TI
projects and related issues are idenrified on the foilowing page.
154
Southeast Ouadrant Parks
Alna Norte Park - Construction for this park is now scheduled in two phases, using a letter
of credit for the first construction phase, which has allowed construction in 1995-96 versus
1996-2001. Phase I was moved forward as it is anticipated that the developer will begin
construction within the 1995-96 he period. The City's share of the funding for Phase I1
has been deferred until 2002+ whereas the 1991-92 CIP had both phases scheduled for
the same time. The deferral was necessary to balance the PFF.
Carrillo Ranch Park - This park has also been deferred with construction scheduled in the
1997-2002 time period. The 1991-92 CIP had this park scheduled for 1994-95, however
sufficient funds are not projected to be available until 1997-2002. Design funds are
available in 1994-95 and 1995-96 at $125,000 per year.
Southwest Ouadrant Parks
Alta Mira Park - The construction of Alta Mira park has now been phased in three
segments. The prior year CIP showed the construction of about two thirds of the 42 acres
in 1992-93. Due to fund availability, construction funds for the first phase will be reduced
by $2.5 million for a total 1992-93 appropriation of $2.9 million, including carry forwards
from 1991-92. The remainder of the funds are shown in the 2002+ time frame, which
include the remaining park construction as well as a community center.
Zone 19 Park - The first phase of this park will be fimded with $1,687,000 in the form of
a letter of credit from the developer, and will be used to construct 15 acres of the Zone 19
Park. Phase I has been deferred from 1992-93 until 2002+ as the decline in growth in this
area has alleviated the immediate need for construction.
Northeast Ouadrant Parks
La& Park - The 1991-92 CIP contained an appropriation of $2.5 million for Larwin Park.
Due to lack of immediate funds, this amount has been disappropriated and rescheduled in
1996-97 at $1.5 million.
Streets
Several street projects using a variety of funding sources have been deferred until funds
become available or anticipated growth requires their construction. Examples of these
projects include Carlsbad Boulevard/Cannon to Monzano, La Costa Ave Widening, and
Poinsettia Lane WidenindI-5 to Batiquitos.
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1992-93 Proiects
The 1992-93 CIP identifies 25 projects which have been budgeted at a total cost of $:
don. The following chart shows that Civic projects occupy just over one third oi
total 1992-93 expenditures at $11.5 million.
CAPITAL IMPROVEMENT PROGRAM
1992-93 PROJECTS BY MAJOR CATEGORY s
CIVIC PARKS $11 5 35%
OTHER $06 %
STREET PROJECT
1-5 INTERCHANGES $10 31%
Total 91-43 CIP - $32.4 Millbn
Thirty two percent or $9.8 million of the budget is allocated to 1-5 Interchange proj
Sewer projects account for the least amount of expenditures at $1.7 don or 5% o
total. Following is a detailed explanation of the significant 1992-93 CIP project
category. 1 Civic Projects
The significant project scheduled for 1992-93 appropriation is the expenditure of
funds toward the South Carlsbad Library at $11.2 million. Design funds of $100,00(
the Cole Library Remodel are also budgeted in 1992-93. I Park Projects
I Alta Mira Park contains an appropriation of $1.6 million in 1992-93 and is the only
project which will be immediately pursued.
Sewer Projects
The CIP reflects Carlsbad’s share of funding the Encina Budget. Included is $844,0(
funds to repay the debt for the Phase IV Expansion, and $539,000 for the Outfall Reba
In addition, $300,000 is scheduled in the 1992-93 budget to complete the Home Plan
Station project.
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Water Proiects
This is the first year the CIP reflects the Water Certificate of Participation payments at $1.5
million for 1992-93. The Water District will begin design on the Maerkle Dam Lining and
Covering at $587,000 in 1992-93. Construction is scheduled to begin in 1993-94 for
which a bond issue will need to be considered. Suffkient funds are not available to
complete this project on a pay as you go basis.
Traffic Simals
There is one traffic signal requiring appropriation in 1992-93 and it is located at Rancho
Santa Fe and Questhaven at $125,000.
Street Projects
A total of $3.9 million in new appropriations are scheduled for street projects. The largest
expense is for the undergrounding of utilities in Districts 12 and 14 at $1.5 million and is
funded by San Diego Gas and Electric. Transmet Local funds totaling $750,000 will be
used to construct Hidden Valley Road which is needed to access Alta Mka Park. These
funds will be reimbursed by developers within this area as units are built.
1-5 Interchanges
The I-5/Palomar Airport Road Overpass is budgeted for a total $8.6 million during 1992-
93. The majority of funds will come from the CFD at $6.9 million. Design work on I-5/Ea
Costa will continue with an additional $1.2 million appropriation in 1992-93 from the
CFD. Construction is scheduled for 1994-95.
Summary
While many projects need to be deferred due to lack of available funds, there are several
major projects which will be accomplished during the next two years. Carlsbad's
circulation plan has been of concern to the City Council as evidenced by prior year
appropriations within this area. Palomar Airport Road east of El Camino Real will begin
construction with the installation of a larger pipeline and subsequently widened. Also, the
segment of El Camino Real from Faraday to Palomar Airport Road will be widened in
conjunction with the previously mentioned widening project. Last, the overpass at Palomar
Airport Road and 1-5 will begin construction in 1992-93.
Review of the CIP finds that all projects identified in the 1991-92 CIP continue to be
included in 1992-93. There have been some significant project scheduling changes as the
effects of the slow economy are felt on Carlsbad's revenue stream. Lack of funds has
caused the City to rethink how it can accomplish its capital projects. Generally the
philosophy has been to build quality capital facilities which meet, and at times exceed,
growth management standards whenever economically beneficial. This philosophy worked
when growth and related revenues were substantial. Concepts such as phasing projects
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over a period of years, and timing them when funds are available have now b
implemented. As the new philosophy emerges, the City still expects to provide qu;
capital facilities which meet the needs of Carlsbad's citizens. The 1992-93 CIP refl 1 these concepts.
158
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of
Carlsbad in 1986. The plan was established in an effort to regulate development within the
City by linking residential, commercial9 and industrial development directly to the standards
for the availability of public services and facilities. Standards for facilities are applied
within the City as a whole, within the City's four quadrants, and in the City's twenty-five
community or growth management zones.
The Growth Management Plan has established precise standards, as adopted by the City
Council for eleven public facilities. Standards must be met at all times as growth occurs.
Facilities for which standards have been established are as follows:
- City Administrative - Library - Wastewater Treatment - Parks - Circulation - Drainage - Fire - Open Space - Schools - Sewer Collection - Water Distribution
The Plan requires that appropriate public facilities be available, in conformance with the
adopted performance standards, as development occurs. Unless each of the eleven public
facility standards have been met, no new development can occur.
The Growth Management Program impacts both the Operating Budget and the Capital
Improvement Program. As the Program was being developed, very little construction
occurred which resulted in reductions in both operating and capital development related
revenues. Revenues can be expected to recover as standards are met and reasonable levels
of development begin to occur. The Growth Management Plan directly affects the
Operating and Capital Budgets by requihg the construction of facilities to meet standards
and the subsequent operation of those facilities. Facilities such as community centers,
parks, and fire stations have been constructed under this program.
The Capital Improvement Program has been designed to specifically address areas where
facilities do not comply with the adopted performance standards, or are projected to fall
below standard within the next five years.
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The Capital Improvement Program is located toward the back of the budget. Included i
a discussion of the program as a whole, the revenue sources, project scheduling anc
budgeted 1992-93 expenditures. The discussion is followed by a multi page table outlinin
all capital projects. Ongoing projects are identified along with the amount of funds alread
appropriated, while future projects contain an identification of their estimated cost i
planned year of spending. An analysis of cash balances concludes the presentation of th
CIP 0
The Appendices contain a table outlining 1992-93 Capital Outlay.
presented next, so that Council may review and approve these requests. The Budg
. Process and Accounting System and Budgetary Control are also presented in the append
section.
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Travel detail
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CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
YEAR 1 1992-93
BEGINNING
FUND BAL 7/1/92 REVENUE EXPENDITURES ENDING ........................................................................
GCC 1,290,212 31 7,000 973,212
PFF 3,189,025 326,669 1,910,000 1,605,694
ZONE 5 PARK FEE 1,537,000 23,000 1,560,000
PIL AREA 1 NU 1,498,985 25,720 1,524,705
PIL AREA 2 NE 400,023 51,440 451,463
PIL AREA 3 SW 657,224 6,430 663,654
PIL AREA 4 SE 693,681 27,006 720 , 687
TIF 630,731 111,043 170,000 571,774
PLD 1,072,090 1,072,090
SEWER BONDS
SEWER CONST 10,057,894 977,108 1,770,997 9,264,005
TRANSNET/LOCAL (2,597,144) 3,750,000 1,150,000 2,856
TRANSNET/HIGHWAY (I, 581,767) 1,800, ooo 200,000 18,233
TRANSNET/BIKE (250,000) 785,000 532,575 2,425
CAL TRANS 1,043,000 1,043,000
PARTNERSHIP FUNDS
FEDERAL HWY 566,667 566,667
SDG&E 1,450,000 1,450,000
COUNTY GRANTS 363 , 668 165,375 529,043
GOLF BONDS 726,165 726,165
ASSESSMENT DISTRICTS 1,881,038 1,881,038
LETTER OF CREDIT - 219 1,687,500 1,687,500
L/C FIELDSTONE
REDEVELOPMENT 116,509 116,509
TAX INCREMENT BOND 16,981 16,981
COBG (71 3,046) 713,046
CMMTY FACILITY DISTR 6,397,036 13,815,000 20,211,000 1,036
WATER DISTRICT FUNDS
PUBLIC ART 44,171 3,170 47,341
STATE GRANTS (386,006) 520,000 95,000 38,994
-RECLAIMED WATER (4,949,000) 5,000,000 51,000
-MAJOR FACILITY 2,047,827 300,000 1,841,843 505,984
-REPLACEMENT 1,604,308 2,050,000 1,128,399 2,525,909
TOTAL 23,747,605 35,197,174 32,437,481 26,507,298
.................... --_---_--__ _-_-_--__-- --------_-- -----------
........................................................................ ........................................................................
174
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
YEAR 2 1993-94
BEGINNING
FUND BAL 7f1/93 REVENUE EXPENDITURES ENDING
o--_-----_I-------o-_________c____o_____---~----------~-----------------
GCC 973,212 973,212
PFF 1 L 605,694 482,902 2,070,000 18,596
ZONE 5 PARK FEE 1,560,000 34,000 1,594,000
PIL AREA 1 NU 1,524,705 25,720 1,550,425
PIL AREA 2 NE 451,463 51,440 502,903
P1L AREA 3 SW 663,654 5,504 669,158
PIL AREA 4 SE 720,687 20,576 741,263
TIF 571,774 164,151 240,000 495,925
PLD 1,072,090 1,072,090
SEWER BONDS
SEWER CONST 9,264,005 1,022,072 1,801,885 8,484,192
TRANSNET/LOCAL 2,856 2,856
TRANSNET/HIGHWAY 18,233 18,233
TRANSNET/BIKE 2,425 2,425
CALTRANS
PARTNERSHIP FUNDS 456,000 456,000
FEDERAL HWY 566,667 566,667
SDG&E 630,000 630,000
COUNTY GRANTS 529,043 173,650 702 , 693
GOLF BONDS 726,165 14, ooo,ooa I 4,000, ooo 726,165
ASSESSMENT DISTRICTS 1,881,038 1,881,038
LETTER OF CREDIT - Z 1,687,500 1,687,500
L/C FIELDSTONE 2,241,265 2,241,265
REDEVELOPMENT 116,509 116,509
TAX INCREMENT BOND 16,981 16,981
STATE GRANTS 38,994 38,994
CDBG
CMMTY FACILITY DISTR 1,036 17,265,000 16,263,000 1,003,036
WATER DISTRICT FUNDS
PUBLIC ART 47,341 47,341
-RECLAIMED WATER
-MAJOR FACILITY 505,984 10,366,000 8,820,176 2,051,808
-REPLACEMENT 2,525,909 7,050,000 8,724,796 85 1 , 1 13
TOTAL 26,507,290 54,554,947 53,572,524 27,489,721
-----__.____________ --___-_____ __---_----_ -_---______ ____--__--_
........................................................................ ........................................................................
175
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CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
YEAR 3 1994-95
BEGINNING
FUND BAL 7/1/94 REVENUE EXPENDITURES END I NG -----------------_-----------------.------------------------------------
GCC 973,212 973,212
PFF 18,596 941,969 655 , 000 305,565
ZONE 5 PARK FEE 1 ,594,000 58,000 1,652,000
PIL AREA 1 NU 1,550,425 55,298 1,605,723
PI1 AREA 3 SW 669,158 10,946 680 , 105
TIF 495,925 304,144 240,000 560,069
PLD 1,072,090 1,072,090
SEWER BONDS
SEWER CONST 8,484,192 1,269,760 9,174,232 579,720
TRANSNET/LOCAL 2,856 4,450,000 4,450,000 2,856
TRANSNET/HIGHWAY 18,233 18,233
TRANSNET/BIKE 2,425 2,425
CALTRANS
PARTNERSHIP FUNDS
FEDERAL HWY 566,667 566,667
SDG&E 550,000 550,000
COUNTY GRANTS 702,693 182,300 884,993
GOLF BONDS 726,165 726,165
PUBLIC ART 47,341 47,341
ASSESSMENT DISTRICTS 1,881,038 1,881,038
LETTER OF CREDIT - 2 1,687,500 1 ,687,500
L/C FIELDSTONE 2,241,265 375,000 375,000 2,241,265
REDEVELOPMENT 116,509 116,509
TAX INCREMENT BOND 16,981 16,981
STATE GRANTS 38,994 38,994
CDBG
CMMTY FACILITY DISTR 1,003,036 8,503,000 8,300,000 1,206,036
WATER DISTRICT FUNDS
PIL AREA 2 NE 502,903 92,592 595,495
PIL AREA 4 SE 741,263 37,294 778,557
-RECLAIMED WATER
-MAJOR FACILITY 2,051,808 712,000 1,320,564 1,443,244
-REPLACEMENT 851,113 2,050,000 410,108 2,491,005
TOTAL 27,489,721 20,758,970 25,491,571 22,157,121
___--__-___-___*____ ___________ ___--___-__ --_--_---__ __--__-_-__
........................................................................ ........................................................................
176
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
YEAR 4 1995-96
BEG INN I NG
FUND BAL 7/1/95 REVENUE EXPENDITURES END IN6
__-__-___--_--o-_------~----------------------------~----~~--~-.--------
GCC 973,212 973,212
PFF 305,565 1,890,398 9,295,000 900,963
ZONE 5 PARK FEE 1,652,000 86,000 1,738,000
PIL AREA 1 NU 1 ,605 ~ 723 74,588 2,380,000 (699,689)
PIL AREA 2 NE 595,495 131 , I 72 726,667
PIL AREA 3 SW 680,105 104,860 784,965
PIL AREA 4 SE 778,557 51,440 829,997
TIF 560,069 441,520 540,000 461,589
OTHER 1,072,090 1,072,090
SEWER BONDS
SEWER CONST 579,720 1,567,315 1,802,380 344,655
TRANSNET/LOCAL 2,856 3,245,000 1,585,000 1,662,856
TRANSNET/HIGHUAY 18,233 3,435,000 3,250,000 203,233
TRANSNET/BIKE 2,425 2,425
CALTRANS
PARTNERSHIP FUNDS
FEDERAL HWY 566,667 566,667
SDG&E 550,000 550,000
COUNTY GRANTS 884,993 191,450 910,000 166,443
GOLF BONDS 726, 165 726, I65
PUBLIC ART 47,341 47,341
ASSESSMENT DISTRICTS 1,884,038 1,881,038
LETTER OF CREDIT - 219
L/C FIELDSTONE 2,241,265 2,241,265
REDEVELOPMENT 116,509 564,741 656,250 25,000
TAX INCREMENT BOND 16,981 16,981
STATE GRANTS 38,994 38,994
CDBG
CMMTY FACILITY DISTR 1,206,036 16,950,000 16,950,000 1,206,036
WATER DISTRICT FUNDS
-RECLAIMED WATER
-MAJOR FACILITY 1,443,244 3,628,000 5,008,210 63,034
-REPLACEMENT 2,491,005 2,050,000 3,950,844 590,161
TOTAL 20,469,621 34,978,151 41,135,646 14,342,156
----------.--------- -------_--- -_--__--__- _--_-*---__ _-_-_-_-_--
........................................................................ ........................................................................
177
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CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
YEAR 5 1996-97
BEG1 NN I NG
FUND BAL 7/1/96 REVENUE EXPENDITURES END I NG -------------------_---------------.------------------------------------
GCC 973,212 973,212
PFF 900,963 1,350,398 2,235,000 16,361
ZONE 5 PARK FEE 1,738,000 86,000 1,824,000
PIL AREA 1 NU (699,689) 74,588 (625,101 )
PIL AREA 2 NE 726,667 131 , 172 857,839
PIL AREA 4 SE 829,997 54,440 881,437
TIF 461,589 441,520 240,000 663,109
PLD 1,072,090 1,072,090
SEWER BONDS
SEWER CONST 344,655 1,567,315 1,753,180 158,790
TRANSNET/LOCAL 1,662,856 300,000 300,000 1,662,856
TRANSNET/HIGHWAY 203,233 203,233
TRANSNET/BIKE 2,425 2,425
CALTRANS
PARTNERSHIP FUNDS
FEDERAL HWY 566,667 566,667
SDG&E 550,000 550,000
COUNTY GRANTS 166,443 201,025 367,468
GOLF BONDS 726,165 726,165
PUBLIC ART 47,341 47,341
ASSESSMENT DISTRICTS 1,881,038 1,881,038
LETTER OF CREDIT - 219
L/C FIELDSTONE
REDEVELOPMENT 25,000 656,250 681,250
TAX INCREMENT BOND 16,981 16,981
STATE GRANTS 38,994 38,994
CDBG
CMMTY FACILITY DISTR 1,206,036 3,915,000 5,121,036
WATER DISTRICT FUNDS
PIL AREA 3 SW 784,965 104,860 889,825
-RECLAIMED WATER
-MAJOR FACILITY 63,034 2,628, ooo 2,364,468 326,566
-REPLACEMENT 590,161 2,050,000 1,886,684 753,477 .------_--__--______ _-----___-_ ___--_--__- _---------- -_---_-_---
TOTAL 14,312,156 14,124,235 9,345,999 19,090,392 ........................................................................ ........................................................................
178
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
YEAR 6-10 1997-2002
BEGINNING
FUND BAL 7/1/97 REVENUE EXPENDITURES EN0 I NG
--_-----___-o--_-_--__D__I______________~-------------------------------
GCC 973,212 973,212
PFF 16,361 19,192,828 11,885,250 7,323,939
ZONE 5 PARK FEE 1,824,000 700,000 700,000 1,824,000
PIL AREA 1 NU (625,101 ) I ~ 523,910 898,809
PIL AREA 2 NE 857,839 1,908,424 2,766,263
PIL AREA 3 SW 889,825 2,033,346 308,750 2,614,421
PIL AREA 4 SE 881,437 61 7,280 1,498,717
TIF 663,109 5,165,519 5,057,000 771,628
PLD '1,072,090 1,072,090
SEWER BONOS
SEWER CONST 158,790 15,310,575 1 1,177,700 4,291,665
TRANSMET/LOCAL 1,662,856 1,500,000 1,500,000 1,662,856
TRANSNET/HIGHWAY 203,233 203,233
TRANSNET/BIKE 2,425 2,425
CALTRANS
PARTNERSHIP FUNDS
FEDERAL HWY 566,665 566,665
SDG&E 550,000 550,000
COUNTY GRANTS 367,468 1,128,700 1,332,500 163,668
GOLF BONDS 926,165 726,165
PUBLIC ART 47'34 1 47,341
ASSESSMENT DISTRICTS 1,881,038 1 d 881 ,038
LETTER OF CREDIT - 219
L/C FIELDSTONE
REDEVELOPMENT 681,250 681 I 250
TAX INCREMENT BOND 16,981 16,981
CDEG
CMMTY FACILITY DISTR 5,121,036 26,385,000 3D,300,000 1,206,036
WATER DISTRICT FUNDS
STATE GRANTS 38,994 38,994
-RECLAIMED WATER
-MAJOR FACILITY 326,566 16,086,000 17,223,532 (810,966)
-REPLACEMENT 753,477 14,250,000 1,724,215 13,279,262 .................... ----------- ----------- ---_---_--- _____-____-
TOTAL 19,090,392 I 06,368,247 81,775,612 43,683,027 ........................................................................ ........................................................................
179
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CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
2002 +
BEG1 NN I NG
FUND BAL 7/1/2002 REVENUE EXPENDITURES END I NG ........................................................................
GCC 973,212 4,843,000 5,816,212
PFF 7,323,939 48,170,779 37,783,015 17,711,703
0 ZONE 5 PARK FEE 1,824,000 3,983,815 5,807,815
PIL AREA 1 NW 898 , 809 2,790,620 3,689,429
PIL AREA 2 NE 2,766,263 3,975 , 026 6,741 , 289
PIL AREA 4 SE 1,498,717 1,503,334 3,002,051
TIF 771 ,628 17,517,019 15,763,000 2,525,647
PLD 1,072,090 300,000 772,090
SEWER BONDS 6,882,560 6,882,560
SEWER CONST 4,291,665 40,045,670 35,622,582 8,714,753
TRANSNET/LOCAL 1,662,856 6,020,000 2,700,000 4,982,856
TRANSNET/HIGHWAY 203,233 1,600,000 1,803,233
TRANSNETDIKE 2,425 2,425
CALTRANS
PARTNERSHIP FUNDS
FEDERAL HWY
SDG&E 550,000 550,000
COUNTY GRANTS 163,668 163,668
GOLF BONDS 726,165 726,165
ASSESSMENT DISTRICTS 1,881,038 1,881,038
LETTER OF CREDIT - 219 1,687,500
L/C FIELDSTONE
REDEVELOPMENT 681,250 681,250
TAX INCREMENT BOND 16,981 16,981
STATE GRANTS 38,994 38,994
CDBG
CMMTY FACILITY DISTR 1,206,036 14,500,000 14,500,000 1,206,036
WATER DISTRICT FUNDS
PIL AREA 3 SW 2,614,421 3,292,006 5,906,427 0
PUBLIC ART 47,341 47,341
-RECLAIMED WATER
-MAJOR FACILITY (810,966) 45,300,000 32,856,087 11,632,947
-REPLACEMENT 13,279,262 20,500,000 9,737,404 24,041,858 .................... ______-___- __--__----- ----------- -----------
TOTAL 43,683,027 220,923, 829 182,979,159 83,315,198 ........................................................................ ........................................................................
180
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1992 TO BUILDOUT
GRAND TOTALS ALL YEARS
TOTAL TOTAL
FUND BEGINNING BAL REVENUE EXPENDITURES END I NG ........................................................................
GCC 1,290,212 4,843,000 317,000 5,816,212
PFF 3,189,025 72,355,943 57,833,265 17,711,703
PIL AREA 1 NU 1,498,985 4,570,444 6,069,429
PIL AREA 2 NE 400,023 6,341,266 6,741,289
PIL AREA 4 SE 693,681 2,308,370 3,002,051
TI F 630,731 24,144,916 22,250,000 2,525,647
PLD 1,072,090 300,000 772,090
SEWER BONDS 6,882,560 6,882,560
SEWER CONST 10,057,894 61,759,815 63,102,956 8,714,753
TRANSNET/HIGHWAY (9 d 581,767) 6,835,000 3,450,000 1,803,233
TRANSNET/BIKE (250,000) 7a5,ooo 532,575 2,425
CALTRANS 1,043,000 1,043,000
PARTNERSHIP FUNDS 456,000 456,000
FEDERAL HWY 3,400,000 3,400,000
SDG&E 2,630,000 2,080,000 550,000
COUNTY GRANTS 363,668 2,042,500 2,242,500 163,668
GOLF BONDS 726,165 94,000,000 14,000,000 726 p 165
PUBLIC ART 44,171 3,170 47,341
ASSESSMENT DISTRICTS 1,881,038 1,881 d 038
LETTER OF CREDIT - 219 1,687,500 1,687,500
L/C FIELDSTONE 2,616,265 2,616,265
REDEVELOPMENT 116,509 1,220,991 656,250 681,250
TAX INCREMENT BOND 16,981 16,981
STATE GRANTS (386,006) 520,000 95,000 38,994
CDBG (713,046) 713,046
CMMTY FACILITY DISTR 6,397,036 101,333,000 706,524,000 4,206,036
WATER DISTRICT FUNDS
ZONE 5 PARK FEE 1,537,000 4,970,815 6,507,815 0
PIL AREA 3 SU 657,224 5,557,953 6,215,177 0
TRANSNET/LOCAL (2,597,144) 19,z65,000 11,685,000 4,982,856
-RECLAIMED WATER (4,949,000) 5,000,000 51,000
-MAJOR FACILITY 2,047,827 79,020,000 69,434,880 11,632,947
-REPLACEMENT 1,604,308 50,000,000 27,562,450 24,041,858
TOTAL 23,747,605 486,305,555 426,737,962 83,315,198
.................... ----------- ----------- --_________ -__-___-___
........................................................................ ........................................................................
181
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ClN OF CARLSBAD
I
1
1
CAPITAL OUTLAY ITEMS 1992-93
ACCT NO DEPARTMENT ITEM DESCRIPTION QN
001-1410 PURCHASING Minicomputer System 1
Mailing System 1 I TOTAL PURCHASING u TOTAL FIRE EMERGENCY MEDICAL
I TOTAL FACILITIES MANAGEMENT
001 -2240 FIRE EMERGENCY MEDICAL Portable Oxygen Test Center 1
001 -5320 FACILITIES MANAGEMENT Replacement Buffers 2
[TOTAL GENERAL FUND
180-8110 PUBLIC LIBRARY GRANT Electro Magnetic Security System 1
SANITATION Gas Monitor and Alarm 3
Multi Band 2-way Radios 4
24' X 50' Trailer 1
1
TOTAL PUBLIC LIBRARY GRANT ' 511-6110
1 TOTAL SANlTATlON
504-6320 WATER DISTRICT Telemetry
Multi Band 2-way Radios a
Desk Top 386 Computer with Printer 2
1/2 ton Pick-up Truck 1
Generator for Mobile Chlorinator 1
Fence - Buena Vista Reservoir Site
I
1 1 620-5220 U/M - VEHICLE REPLACEMENT Police Patrol Vehicle 6
Sedan - Full Size 1
Sedan - Fire 1
Sedan - Intermediate 7
Van - Compact 2
Van - 4x4 1
Van - Full Size 1
Pick-up - Compact 12
Pick-up - 1/2 Ton 3
Pick-up - 314 Ton 4
Truck - 1 Ton Dump
Truck - 1 Ton Utility
Truck - 1 Ton S&M
Truck - 5 Yard Dump
Network Hard Drive for City Hall
Synoptic Host Module for Las Palmas
I
I
R
I 640-1720
I
4
3
2
1
2
Truck - 1 Ton Flatbed ' TOTAL U/M - VEHICLE REPLACEMENT
INFORMATION SYSTEMS - DP 1
1
TOTAL INFORMATION SYSTEMS - DP I \TOTAL SPECIAL FUNDS
[TOTAL ALL FUNDS
182
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CC
001-1010 CITY COUNCIL League of California Cities Annual Conference (3) Los Angeles 1,
Mayors and Council Legislative Conference (4) Sacramento 1,
League of Galifornia Cities Policy Committee Meetings (5) Various 2.
League of California Quarterly Dinners (45) San Diego
National League of Cities Conference (2) Washington D 1,
Meetings with Legislators in State 8 Federal Capitals Wash DClSacr 3,
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY COUNCIL 11.
001-1020 CITY MANAGER League of CA Cities Annual Conference (2) Los Angeles
League of CA Cities City Mgr’s Meetings (1) N California 1,
CA Society of Municipal Finance Officers Annual Conference Santa Clara
CSMFO Board of Directors Retreat Healdsburg
CSMFO Legislative Update Meeting Sacramento
League of California Cities Financial Management Seminar S California
Miscellaneous Travel and Meeting Expenses Various 1.
SUBTOTAL CITY MANAGER 3.
001-1030 CITY CLERK City Clerk’s Association of California Conference S California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY CLERK
001-1210 CITY ATTORNEY League of CA Cities Annual Conference Los Angeles
League of CA Cities City Attorneys Meeting
San Diego County City Attorney’s Association (3) San Diego 1.
SUBTOTAL CITY ATTORNEY 4,1
N California 1 *I
Los Angeles League of CA Cities Continuing Education Seminar (2)
Miscellaneous Travel and Meeting Expenses Various
001 -1 31 0 FINANCE CA Society of Muni Finance Officers Annual Conference (1) N California
N California 1 .I
Ventura
S California
San Diego
Car I sbad
League of CA Cities Financial Mgmt Seminar (2)
CA Municipal Business Tax Conference
CA Municipal Business Tax Meetings
Local Chapter CSMFO Meetings
Mileage - Business License Inspections
Miscellaneous Travel and Meeting Expenses Various I
SUBTOTAL FINANCE 4,!
001-1320 CITY TREASURER Training Seminars by CA Municipal Treasurers Association Unknown
Annual Meeting CA Municipal Treasurers Annual Conference Sunnyvale 1
Annual Conference - Municipal Treas Assc of US 8 Canada Calgary, Cana 1 ,:
LAIF Briefing Sacramento
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY TREASURER 3.(
183
ClTY OF CARLSBAD
TRAVEL REQUESTS 1992-93
1
8
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1
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II
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1
1
1
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1
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
001-1410 PURCHASING Monthly Calif Association of Public Pruchasing Officers Various
Various I SUBTOTAL PURCHASING
Miscellaneous Travel and Meeting Expenses
001-1510 HUMAN RESOURCES Miscellaneous Travel and Meeting Expenses Various
American Management Association Human Resources Conference Los Angeles
CALPELRA Annual Conference (2) San Francisco
PRIMA Annual Conference San Francisco
League of CA Cities Employer/Employee Conference Los Angeles
SUBTOTAL HUMAN RESOURCES
001-1610 RESEARCH OFFICE MMASC Bi-monthly Meetings San Diego
League of CA Cities Legislative Briefings
Meetings with Legislators in Sacramento
Miscellaneous Travel and Meeting Expenses
Los Angeles
Sacramento
Various
SUBTOTAL RESEARCH OFFICE
001-1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL INFORMATION SYST
001-1910 RISK MANAGEMENT Public Agency Risk Mgr's Ass'n Annual Conference Monterey
CA Municipal Insurance Authority Board Meetings Various
Local Seminars and Conferences Various
SUBTOTAL RISK MANAGEMENT
S California
S California
S California
Various
001-21 10 POLICE ADMINISTRATION California Police Chiefs Association Conference
Californioa Peace Officers Assn. Annual Conference
League of CA Cities Annual Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL POLICE ADMlN
001-2120 POLICE OPERATIONS Mileage for Personal Cars for Transport to Court San Diego Co.
FBI National Academy Quantico, VA
SUBTOTAL OPERATIONS
001-2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL INVESTIGATIONS
001-2131 POLICE VICEINARCOTICS Miscellaneous Travel and Meeting Expenses Various
TOTAL POLICE VICWNARCOTIC
001-2150 POLICE RESERVES Miscellaneous Travel and Meeting Expenses Various
TOTAL POLICE RESERVES
001-2160 POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL POLICE TRAFFIC
184
ClTY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CC
001-2210 FIRE ADMINISTRATION Western Fire Chiefs Association Conference Boise, ID
S. California
S.D. County
LA 81 Sacramen
California Fire Chiefs Quarterly Meeting
San Diego County Fire Chiefs Monthly Meetings
Computer Seminars (2 at 3 days each)
SUBTOTAL FIRE ADMlNlSTRATl 1.
California State Fire Academy Courses (3 Attendees)
California Fire Training Officers Workshop (2 Attendees) San Jose 1.
California Regional Training Officers Courses S. California 2.
Pacific Grove 001-2220 FIRE SUPPRESSION
San Diego County Fire Chiefs and Training Officers
Southern Area Fire Fesearch Conference (1)
National Fire Academy Executive Fire Officer Program (1)
C.A.M.E.O. Hazardeous Materials Computer Training (1)
San Diego
Phoenix, AZ
Emmitsburg, M
UC Riverside
SUBTOTAL FIRE SUPPRESSION 5.
001-2230 FIRE PREVENTION Western Fire Chiefs Annual Code Hearings Dallas, TX
Regional Fire Prevention Officer Meetings
Western Fire Chiefs Conference
S. California
Boise, ID
SUBTOTAL FIRE PREVENTION
S. California
San Diego
Los Angeles
S. California
001-2240 FIRE EMERGENCY MEDICAL Regional 1 Day Seminars
Regional Meetings for Paramedic Coordinator
S. California Fire Chiefs EMS Bi-Monthly Meetings
Paramedic Continuing Education Seminars
SUBTOTAL EMERGENCY MEDIC 2.
001-2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego
California Office of Emergency Services Seminars
California Specialized Training Institute
S. California
San Luis Obisp
SUBTOTAL DISASTER PREPARE
001-3010 COMMUNITY DEVEL ADMlN League of CA Cities Annual Conference Los Angeles
League of CA Cities HCED Meetings Various 1.
Miscellaneous Travel and Meeting Expenses Various 1.
SUBTOTAL COMM DNEL ADMlN 3.
001-3020 GEOGRAPHIC INFO. SYSTEM ARCANFO Supplemental Training - Macro Language Redlands
Annual GIs Users Group
Annual URlSA Meeting (4)
Palm Springs
S California
Archfo Regional User Conference (2) S California 1.
GlSlLlS Annual Meeting San Jose 1.
SUBTOTAL GEOGRAPHIC INFO. 3.
001-3110 ENGINEERING Public Works Officer Institute Monterey 1,
Institute of Transportation Engineers Various 1.
Carlsbad Chamber Meetings for Various Staff Carlsbad 1,
SUBTOTAL ENGINEERING 3,
185
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
I
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I
1
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1
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1
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1
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1
1
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
001-3220 PLANNING COMMISSION Planning Commission Institute (2) N California
Various Miscellaneous Travel and Meeting Expenses I SUBTOTAL PLANNING COMMISS
001-3230 PLANNING American Planning Association State Conference S California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL PLANNING
001-3240 GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various
SUBTOTAL GROWTH MGMT
0014610 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various
California Building Officials Annual Business Meeting Unknown
SUBTOTAL BUILDING INSPCTN
001-3411 HISTORIC PRESERVATION Sate Preservation Conference (2) Unknown
California Preservation Foundation Workshops Various
SUBTOTAL HISTORIC PRSRVT”
0014010 LIBRARY ADMINISTRATION League of CA Cities Annual Conference Los Angeles
Los Angeles
Long Beach
Various
League of CA Cities Executive Committee Meetings
California Library Association Annual Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL LIBRARY ADMlN
001-4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CIRCULATION
0014022 LIBRARY REFERENCE Serra Library System Seminars and Meetings Various
SUBTOTAL REFERENCE
0014023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GENEALOGY
0014030 LIBRARY CHILDREN’S Local Travel to Facilities for ProgramdMtgdSchool Visits Carlsbad
Serra Children’s Services Committee Meetings San Diego Co.
SUBTOTAL CHILDREN’S
0014040 TECHNICAL SERVICES CA Library Association Technical Services Workshops S California
INLEX Users Group (2) Monterey
SUBTOTAL TECH SERVICES
0014041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL COLLECTION DEV.
0014052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses .Various
SUBTOTAL MEDIA SERVICES
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CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CO
0014060 ADULT LEARNING Miscellaneous Seminars and Literacy Network Meetings Various
SUBTOTAL ADULT LEARNING
California Assembly of Local Arts Agencies - Board Mtgs
League of CA Cities Executive Committee Meetings
California Arts Council Sacramento
Miscellaneous Travel and Meeting Expenses Various 1
SUBTOTAL CULTRUAL ARTS 2s
0014220 SISTER CITY Southern California Sister Cities Regional Conference So. California L
San Francisco
L.A./San Fran. 1 PC
0014210 CULTURAL ARTS
SUBTOTAL SISTER CITY L
00141 10 PARKS AND RECRTN ADMlN California Park and Recreation Society Annual Conference San Francisco f
Miscellaneous Travel and Meeting Expenses Various 1.1
1 .E SUBTOTAL PARKS & REC ADM
0014121 PARK OPERATIONS Travel and Expenses for Pesticide SeminardWorkshops Various 1
SUBTOTAL PARK OPERATIONS I
0014131 RECREATION OPERATIONS Miscellaneous Travel and Meeting Expenses Various 1 *:
SUBTOTAL RECREATON OPRT' 1 ,:
0014133 AQUATICS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL AQUATICS :
0014142 SENIOR PROGRAM American Society on Aging Conference San Diego 1
Miscellaneous Travel and Meeting Expenses Various 1
N County Senior Director's Meetings San Diego
Congressman Packards' Senior Advisory Meetings San Diego
SUBTOTAL SENIOR PROGRAM !
001-5110 STREET MAINTENANCE Maintenance Superintendent Conference Santa Rosa L
Traffic Control Supervisors Association Conference (3) Los Angeles 1
SUBTOTAL STREET MAlNT 1 ,:
001-5320 FACILITIES MAINTENANCE Miscellaneous Technical and Computer Training Various 1
SUBTOTAL FACILITIES MGMT 1
001-6010 U 8 M ADMINISTRATON Maintenance Superintendent Association Conference Santa Rosa f
Miscellaneous Travel and Meeting Expenses Various 1 ,:
SUBTOTAL U&M ADMIN 1 J
TOTAL GENERAL FUND 101.5
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CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
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I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
131-3330/ HOUSING CERTIFICATES Hearings Officer Travel 8 Meetings Local
3310 HOUSING VOUCHERS NAHRO Quarterly Training Workshops Local
HAEDA Quarterly Information Meetings
Nan McKay Section 8 Program Training
Monthly Mileage Reimbursement for Inspections
Personal Car Mileage to City Facilities
San Diego
La Mesa
Local
Local
SUBTOTAL HOUSING CERTlFlCA
161-4122 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL TREE MAINTENANCE
161 -41 23 M ED1 AN MAINTENANCE Landscape Seminars Various
SUBTOTAL MEDIAN MAlNT
161-6210 STREET LIGHTING Meetings regarding Street Light Operations and Maint. Various
SUBTOTAL STREET LIGHTING
180-8101 BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL BRANCH (CLSA)
391-3510 BLOCK GRANT CDBG Regional Administrators Meetings Various
Los Angeles
San Diego
Various
Local
CHAS Training SeminarsMlorkshops
Finance Officers Association Training
Mileage for Personal Car Use on City Business
Miscellaneous Travel and Meeting Expenses
SUBTOTAL BLOCK GRANT
Sacramento 181-8119 SENIOR GRANT California Assoc of Nutrition Directors
Miscellaneous Travel'and Meeting Expenses Various I SUBTOTAL SR GRANT
.840-1720 DATA PROCESSING Sierra Users Group Annual Permits Meeting Visalia
ARCllnfo Annual Conference (GIs Users)
Netware Users Conference
lnterop Conference San Jose
Annual HP So California Users Group Conference
Miscellaneous Travel and Meeting Expenses
Palm Springs
Los Angeles
Long Beach
Various
SUBTOTAL DATA PROCESSING
520-6410 SOLID WASTE MANAGMENT National Solid Waste Management Conference Unknown
Unknown
Various
California Resource Recovery Association Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL SOLID WASTE MGM'
188
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CC
511-6110 SANITATION WPCF National Conference (2) Lo6 Angeles
Water Pollution Control Association Meetings
Water Pollution Control Association Regional Training (2)
WPC Southern Regional Training (Hazardous Waste) (2)
Miscellaneous Travel and Meeting Expenses
San Diego
Palm Springs
Long Beach
Various
SUBTOTAL SANITATION 1 .'
1. Ass'n of California Water Agencies - Spring Conference
Ass'n of California Water Agencies - Fall Conference Monterey 1.
American Water Works Ass'n - Fall Conference Burlingame 1 .I
San Diego Water Group Meeting San Diego 1.1
Lake Tahoe 504-6320 WATER DISTRICT
American Water Works Ass'n - Spring Conference Burbank
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GENERAL SERVICES 6.:
502-6310 RECLAIMED WATER Water Reclaimed Symposium San Diego
San Diego SD Water Reclamation Quarterly Meeting
Water Reclamation Training Workshops Various !
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL WATER RECLAIMATI 1 ,!
810-3410 REDEVELOPMENT California Association for Local Economic Development San Diego
Regional Redevelopment Meetings Various ,
Meetings with Carlsbad Civic Organizations
Personal Car Mileage to City Facilities
Local
Local
SUBTOTAL REDEVELOPMENT 1 .(
810-3420 LOW & MODERATE HOUSING CRA Association Information Seminars Unknown 1 ,I
NAHRO Workshops - Affordable Housing Unknown 1 ,(
SUBTOTAL LOW/MOD HOUSING 2.1
TOTAL SPECIAL FUNDS 31 ,I
GRAND TOTAL TRAVEL 131 ,t
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BUDGET PROCESS
The development of the Operating and Capital Budgets began in January, 1992 with input
from all departments. Budget proposals were received in the Finance Department in early
February at which time documents were reviewed for accuracy and consistency. A more
complete analysis of the budgets ensued, which entailed the application of the established
policies to the requests. Most department heads were interviewed by a Budget Analyst. A
brief report summarizing the Analyst's findings was prepared and distributed to appropriate
department heads as well as to the City Manager's budget team at the beginning of Apd.
The team consisted of the City Manager, Assistant City Manager, Assistant to the City
Manager, Community Development Director, Financial Management Director, Finance
Director and Budget Analyst, who met with department heads to review their budgets, the
analysis, and to receive any additional input. The budget recommended to the City Council
is the result of several meetings of the City Manager's team.
A City Council workshop was held on June 2, 1992 in order to overview and discuss the
proposed Operating Budget. The Capital Improvement Program and revised fee schedule was presented to the Council on June 9, 1992. These meetings were followed by one
public meeting held on June 10, 1992, which was conducted by the Finance Department.
The purpose of the meeting 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
16, wherein the Council formally heard public comments, discussed pertinent issues and
adopted the budget.
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p
FINANCE & DEPARTMEP
DISCUSS CONCERNS/IS$
FINANCE OFFICE ANALYZES
REQUESTS AND SUBMITS TO
CITY MANAGE R'S OFF IC E
I I
RE C 0 M M E N D AT IO N S FRO M
REVIEW SESSIONS
INCORPORATED INTO
PRELIMINARY BUDGET I CITY MANAGER'S TEAM MEETS
WITH INDIVIDUAL
DEPARTMENT HEADS
CITY COUNCIL REVIEWS
PRELIMINARY BUDGET
I I CITY COUNCIL CONDUCTS
PUBLIC HEARING
I R ECO M M E N DATION S F ROM
PUBLIC HEARING
INCORPORATED IN
FINAL BUDGET CITY COUNCIL
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 govement may have a variety of "funds" that provide the
basis for separately recording the Rnancid data related to a specific activity. A fund
is an accounting entity with a complete set of self-balancing accounting records. Each
fund has been established because of some restriction on the use of resources received
by that fund. This report includes the transactions of all entities over which the City
Council of the City of Carlsbad has authority (as defined by the Governmental
Accounting Standards Board).
The City's accounting system operates on a modified accrual basis for all governmental
type funds. Governmental funds include the General, Special Revenue, Debt Service
and Capital Projects Funds. A modified accrual system is one where (a) revenues are
recognized when they are both measurable and collectable within the accounting
period or soon enough after the end of the period to pay liabilities of the period; and
(b) expenditures, other than principal and interest on long-term debt, are recorded
when liabilities are incurred.
The proprietary fund types (the Enterprise Funds and the Internal Service Funds) use
the accrual method of-accounting. Revenues are recognized in the period earned and
expenses are recognized in the period incurred.
Internal controls exist within the accounting system to ensure safety of assets from
misappropriation, unauthorized use or disposition, and to maintain the accuracy of
financial record keeping. These internal controls must be established consistent with
sound management practices based on the cost/benefit of the controls imposed. The
cost of a control should not be excessive in relation to its benefit as viewed by City
management. The internal controls in existence within the City's system are sufficient
to ensure, in all material aspects, both the safety of the City's assets and the accuracy
of the financial record keeping system.
Budgetary control is maintained through monthly reports on all revenue and
expenditure accounts as well as special reports summarizing the financial position of
the City. The City Council has authority to control the budget through adoption of
a formal budget at the beginning of each year and by amending the budget as
necessary through the year. Expenditures should not exceed budgeted figures. All
appropriations expire at the year end unless specifically carried into the new fiscal year
by council actions. The Carlsbad Municipal Code requires that the Financial
Management Director annually prepare a budget for the City Manager showing
estimated revenues and expenditures.
2)
3)
4)
5)
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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 San Diego County as a basis for levying property taxes.
BALANCED BUDGET - A budget in which planned expenditures do not exceed plann funds avai 1 ab1 e.
BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund fr the prior/current year after payment of the prior/current year expenses.
- BOND - A certificate of debt issued by an entity, guaranteeing payment of t original investment, plus interest, by a specified future date.
BUDGET - An annual financial plan that identifies revenues, types and levels services to be provided, and the amount of funds which can be spent. Carlsbad Operating Budget encompasses one fiscal year, as does the Capital Improveme Program appropriation.
CAPITAL IMPROVEMENT PROGRAM - A multi-year financial plan containing propos construction of physical assets such as park, street, sewerage, and recreati facilities. This program has identified all projects which are the respons bility of the City between the present to buildout.
CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobile computer terminals, and office furniture, which appear in the Operating Budge
COST ALLOCATION - A method used to charge General Fund costs to special rever programs, such as enterprise funds, and internal service funds.
DEBT SERVICE - The payment of principal and interest on borrowed funds such bonds e
DEPARTMENT - An organizational unit comprised of programs or divisions. Exampl i ncl ude the Pol ice Department, Li brary Department, and Personnel Department #
ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has r yet occurred.
ENTERPRISE FUND - A fund type established to account for the total costs selected governmental facilities and services which are operated similar private enterpri sese These programs are entirely self-supported, and include 1 Water and Sanitation Departments.
EXPENDITURE - The actual spending of funds set aside by appropriation ' identified goods and services.
- FEE - A general term used for any charge levied by government for providin! service or permitting an activity.
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FISCAL YEAR - A twelve-month period of time designated as the budget year.
Carlsbad’s fiscal year is July 1 to June, 30.
FUND - A set of inter-related accounts to record revenues and expenditures associated with a specific purpose.
FUND BALANCE - The amount of financial resources available for use. GENERAL FUND - The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments
operating within the General Fund include Fire, Parks and Recreation and the City
Manager’s Off ice.
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 pub1 ic
facil i ties.
GROWTH MANAGEMENT STANDARDS - Standards for acceptable service 1 eve1 s 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 cl assi fying 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 i tems.
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.
REVENUES - Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year.
SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent.
Included are both salary and benefit costs.
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EXHIBI'
CONTINUING APPROPRIATIONS
1991-92 TO 1992-93
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DEPARTh4ENT/PURPOSE ACCOUNT # AMOU
Citv Attornev
Trash Plant & Booking Fee 001-1 21 0-2474 $ 18,(
Litigation (available balance)
Planning
00 1-3230-2477 loo,(
(available balance)
Habitat Management 00 1-3230-2479 75,(
(available balance)
Update of the General Plan
Park Operations
City Hall Xeriscape Design 001 -412 1-2479 5,(
Street Maintenance
Curb, Gutter, Sidewalk Repairs 00 1-5 1 10-241 1 129,1 I Chip Seal 001-51 10-2412 350,1
(available balance)
Facilities Mananement
Major Building Maintenance 001-5320-2462 276,l
(available balance)
Computer Work Order System 001-5320-2667 5,'
Nan McKay Computer Programs 131-3330-2667 27,
Tree Inventory Software and 161 422-2479 50,
Housing Section 8 m
Tree Maintenance
Urban Forestry Master Plan
Sanitation Hydraulic Comminutor and 51 1-61 10-3900 105,
Variable Speed Sewage Pump
Police Asset Forfeiture Radio Repeater, Commercial 121-XXXX-XXXX 130,
Refrigerator, 40' Storage Unit
Collene Boulevard Assessment District
(available balance)
Legal Expenses - Foreclosure 220- 1960-2474
Library
Partnership for Change Grant 190-8208-XXXX 40, (available balance)
CDBG
Community Contributions 391-3540-2993 85,
$1,397,
(available balance)
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I CITY OF CARLSBAD. CALIFORNIA
1992-93 BUDGET I TABLE OF CONTENTS
I TABLES
CityManageisLetter .................................................. 1
10
11
Expenditure Summa Iy 12
RevenueEstimates ................................................... 15
Personnel Allocations 21
BUDGET DETAIL
GENERAL GOVERNMENT
CityCouncil ........................................................ 31
City Manager 32
PublicInfomation ................................................... 33
CityAttorney 35
Finance ........................................................... 36
Audit 38
HumanResources .................................................... 40
HealthInsurance 41
Research .......................................................... 42
InformationSystems .................................................. 43
Data Processing ..................................................... 45
Risk Management 46
GeneralLiabZty ..................................................... 48
Miscellaneous Non-Departmental 49
Projected Fund Balances for 1991-92 ......................................
Projected Fund Balances for 1992-93 ...................................... 1
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.................................................
.................................................
.......................................................
City Clerk .......................................................... 34
Cash Management ................................................... 37
Purchasing ......................................................... 39
.......................................................
.............................................................
....................................................
....................................................
Workeis Compensation ............................................... 47
........................................ I PUBLIC SAFETY
Police Department Summary ............................................ 51
Administration ................................................... 52
Operations 53
Investigations .................................................... 54
Vice/Narcotics ................................................... 55
TechnicalServices 56
D.A.R.E. ........................................................ 57
Reserve Officers .................................................. 58
Traffic 59
......................................................
................................................
.........................................................
I
TABLE OF CONTENTS I Page Two
1 PUBLIC SAFETY (continued)
Fire Department Summary ............................................. 60
Administration ................................................... 61
Suppression 62
Prevention 63
Weed Abatement 65
Disaster Preparedness 66
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...................................................... Emergency Medical Services ......................................... 64 ................................................. .............................................. I DEVELOPMENTAL SERVICES
Community Development Administration ................................... 67
Geographic Information System .......................................... 68
Planning Commission ................................................. 72
Historic Preservation 69
EngineerhgDepartment ............................................... 70
LandUse Planning 73
GrowthManagement ................................................. 74 I Building Inspection ................................................... 75
..................................................
...................................................
CULTURE AND RECREATION
Library Department Summary ........................................... 77
Circulation ...................................................... 79 Reference Services ................................................. 80
Genealogy/Local History 81 Children’s Services ................................................ 82
Technical Services ................................................ 83
Collection Development & Acquisitions 84
Mediaservices ................................................... 85
Adult Learning ................................................... 86
La Costa Branch 87
CulturalArts .................................................... 88
Sister City ...................................................... 89
Audiovisual Insurance 90
Administration 78 ...................................................
............................................
.................................
..................................................
..............................................
California Library Service Act (CLSA) .................................. 91
Public Library Fund (PLF) ........................................... 92
Parks and Recreation Department Summary ................................. 93
Administration ................................................... 94
Commission 95
Operations 96 Tree Maintenance ................................................. 98
MedianMaintenance 99
RecreationOperahons 100
RecreationFee Supported .......................................... 101
..................................................... ......................................................
.............................................. ............................................
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TABLE OF CONTENTS
Page Three
CULTURE AND RECREATION (continued)
Parks and Recreation Department (continued)
Aquatics ....................................................... 102
Recreation - Agua Hedionda Lagoon . . . . . . . . . 9 . . . . . . . e . . . . . . . . . . . . . . . . 103
SeniorCommission ............................................... 104
Senior Programs . . . . . . . . . . . , , . . . . . . . . . . . . -. . . . . . . . . . . . . . . . . . . . . . . 105
SeniorGrant ......................D............................ 106
UTILITIES AND MAINTENANCE
Utilities and Maintenance Department Summary . . . . . e s . . . . s . . . . . . . . . . , . . . . . 107
Administration .................................................. 108
StreetMaintenance ............................................... 110
Facilities Maintenance . . . . , 9 . . . . . . . . e . . . . . . . . . . , . . . . . . . . . . . . . . . . . . 112
Traffic Signals ........0.....................0................... 113
Street Lighting .................................................. 114
Buena Vista Creek Channel Maintenance . . . . . . . . . . . . . . . . . . . . e . . . . . . . . . . 115
Solid Waste Management . . . n . . . . . . . . . . . . . . . . e . . . e . . . . . . . . . . o . . . . . . 116
Fleetoperations .....................D........................... 118
Vehicle Replacement. e e e . . . . e . . . . . . . s Q o . . . . . . . - . . a . . . . . . . . . . . . . . . . 119
HOUSING AND REDEVELOPMENT
Housing and Redevelopment Department Summary . . . . . . . . . . . . . . . . o . . . . e . . . . 121
Housing Certificates and Voucher Programs . . o e . . . . , . . . . . e . . . . . . . . . . . . o . 122
PortableVouchers ............................................... 123
Affordable Housing . . . . . e . . o . . . . . . . . . -. . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Redevelopment,. . . . D -. . . , . -. . . . . . . *. . . . . -. . *. . . . . . . . . . . . . . . . . . . . 125
Community Development Block Grant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126 I WATER DISTRICT
Carlsbad Water District Summary . . . s . . . . . . . . *. . . . . . . r . . . . . . . . . . . . . . . . . . 127
Wateroperations ................................................ 128
SanitationServices ............................................... 129
WaterReclamation ......................o.....l......l........... 130
APPENDICES
Capital Outlay Requests . - . . . . . Q e . . . . . O . m . . . . . . D . . . . . . . . . O . . . . . . . . . . . . 131
TravelRequests .................................................... 132
Glossa ............................................................ 139
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I May 21, 1992
TO:
FROM: City Manager
HONORABLE MAYOR AND CITY COUNCIL
1992-93 OPERATING BUDGET
I am pleased to submit to you the 1992-93 Operating budget for the City. The propose
budget totals $74.1 million while revenues for 1992-93 are estimated at $73.0 millior
The excess of expenditures over revenues is due to the use of approximately $1.1 millio
of selected fund balances. The General Fund is balanced with revenues and expenditure
matching at $42.1 million. The budget message which follows will outline the ke
revenues, expenditures, and important issues facing the City in the forthcoming 1992-9
fiscal year.
Overview
Throughout most of its history, the City of Carlsbad has had the benefit of working wit
revenues sufficient to meet anticipated expenditures, however the nineteen nineties shot
a reversal of this trend. Revenues stopped growing and State legislation resulted in ne1
mandatory expenditures as well as the loss of revenues. Over the past two years, the Cit
has made every effort to maintain senrice levels through the deferral of projects and th
management of vacant staff positions. However, the weak economy has eroded flexibilit
as well as opportunities for growth and new programs. Carlsbad began to feel the effect
of the economy in 1990-91 as revenues were falling short of projections. This resulted i
closely monitoring and reducing planned expenditures. The trend influenced th
preparation of the 1991-92 budget which contained fourteen (14) unfunded position:
decreased capital outlay spending, and deferred maintenance programs. State and Feder;
legislation also made its impression on the texture of Carlsbad’s 1991-92 budget, requirin
new expenditures for booking fees, property tax administration and Social Securit
coverage for part time employees as well as a revenue loss of one half of the Fine an
Forfeiture income.
Indeed, balancing budgets over the past two years has been a challenge, and continues int
1992-93. It is clear that the broadening gap between revenues and expenditures is preser
__~ __
1200 Carlsbad Village Drive - Carlsbad, California 92008-1 989 - (61 9) 434-286
1992-93 Operating Budget
Page Two
as we enter the 1992-93 fiscal year. The persistent sluggishness in the economy, coupled
with the threat of the State's budget balancing actions has resulted in the need to closely
evaluate the services provided,
Budnetaw Policies
The most important goal in preparing the budget is to balance revenues against
expenditures, and as budget preparation began, it was apparent that the City's revenue
base was declining. Although the 1992-93 General Fund revenue is projected to increase
by $2.3 million or 5.8% over 1991-92 projections, the estimate is $1.6 million or 3.6% less
than the figures presented in the adopted 1991-92 budget.
The above table provides a linear picture of the revenue progression for a three year
period. As can be seen, the 1992-93 increase in revenues has been made from a reduced
base. In fact, the 1992-93 budget is only $1.1 million or 2.8% greater than the 1990-91
actual General Fund revenues. Carlsbad is clearly experiencing the effects of the recession,
although a turnaround is expected in the upcoming year. The flat revenues have prescribed
the need to budget with austerity which resulted in departments preparing a spending plan
with the following guidelines:
t No new positions, programs or services.
t Reduce overtime wherever possible.
b Eliminate funding for positions wherever possible.
b Eliminate all possible consulting services and special projects.
t Defer capital outlay purchases.
b Wherever possible, maintain existing service levels.
t In addition to the above steps, reduce 1992-93 budget by 5% from the 1991-92
budget.
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I 1992-93 Operating Budget
Page Three
The use of these guidelines resulted in a recommended budget for 1992-93 of $42.0 million
which includes 30.5 unfunded positions. General Fund overtime expenses have been
reduced by $137,000 or 8.4% from the 1991-92 appropriation, while Capital Outlay
budgets have been reduced by $98,000 or 87%. Several ongoing operations have been
funded with one-time fund balances or special revenue funds, which will not be available
next year.
Also influencing the austerity with which 1992-93 budget was prepared was the need to
add back one time savings which were taken to help balance the 1991-92 budget. Both
the Hosp Grove payment, and the Golf Course contribution are now fully funded in the
budget adding a total of $700,000.
Revenue
The table below shows the total operating revenues the City forecasts projects it will
receive for 1991-92 as well as those estimated for 1992-93. Revenue estimates indicate
that the City will receive a total of $73.0 million, a 9% increase over the current year
projections.
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REVENUESUMMARY
BY FUNCllON
ENTERPRISE FUNDS
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General Fund revenues are of particular interest as these resources fund basic City services
such as Police, Fire, Library, Street Maintenance and Park and Recreation programs. The
receipt of these revenues also provides a representative picture of the local economy. The
table above shows that General Fund revenues are estimated at $42.0 million for 1992-93,
a $2.3 million or 5.8% increase over the projected 1991-92 figure of $39.7 million. r
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1992-93 Operating Budget
Page Four
The table below shows a summarized outlook for the major General Fund revenues.
Property Tax revenues provide the largest single source of revenue for the City. The
projection of $15.5 million for 1992-93 represents 71% of General Fund revenue. It is
anticipated that property values and transactions will increase during 1992-93.
SIGNIFICANT REVENUES TO THE GENERAL FUND
DIFFERENCE AS % OF
TRANSIENT OCCUPANCY TAX
OTHER GENERAL FUND
TOTAL GENERAL FUND REWZNUE
Sales Tax revenue is the second largest revenue source estimated at $9.7 million for 1992-
93, an increase of 11.5% or $1 million over the projected 1991-92. The estimate considers
that there will be some economic recovery, as well as the addition of the Price Club to the
sales tax base. Interestingly, the 1992-93 estimate of $9.7 million is just above actual sales
tax revenues of $9.4. million received during 1990-91, reflecting relatively flat consumer
spending over the past two years.
The last significant General Fund revenue is the Transient Occupancy Tax which is
estimated at $3.2 million for 1992-93, the same as the projection for 1991-92. It is
anticipated that the recession will keep travel to Carlsbad at its present level.
Development within Caslsbad has continued at a slow rate resulting in flat revenues
estimates for most other General Fund revenue sources. Estimated Engineering Fees show
a decrease of $600,000 or 37%, as much of the pre-development planning that occurs
before construction has already transpired on several projects. Should the economy
improve, it is anticipated that development related revenues will increase.
Special Revenue Fund revenues total $6.5 naillion which are $l.OO,OOO or 1.5% less than
those projected for 1991-92. Types of Mctions supported out of Special Revenue Funds
include programs funded by grants such as Housing Assistance - Section 8, the
Maintenance Assessment Districts and the Gas Tax Street Maintenance.
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j 1992-93 Operating Budget
Page Five
Enterprise Fund revenue shows projected 1992-93 revenues at $15.9 million, an increase
of $3.8 million or 24% over 1991-92 estimates. Enterprise Funds work similar to a
business in that rates are charged to support the operations which supply the service.
Examples of Carlsbad Enterprises include the Water Dismct, Sewer Services, and Solid
Waste Management. The primary reason for the revenue increase in the Enterprise funds
is in Water Operations which shows a 47% or $3.8 million increase. It is anticipated that
the Metropolitan Water District will be charging higher rates for the water it sells to the
Carlsbad Water District, which will necessitate an increase in the user rates.
Internal Service Funds show an estimated revenue of $6.4 million for 1992-93, an increase
of $400,000 or 6%. Internal Services provide services within the City operation and
include programs such as the self insurance funds for Workers Compensation and Liability
Insurance, as well as Data Processing and Vehicle Maintenance. Departments pay to use
the services provided by these funds. The Internal Service Fund demonstrating the largest
revenue increase is the Health Insurance Fund, up $540,000 or 39%, due to rising health
insurance costs. The Data Processing fund shows the largest decrease, down $315,000 or
7% which is due to the one-time use of fund balance to offset operating costs. By using
it's fund balance, Data Processing was able to reduce its charges to user departments,
resulting in a savings to the General Fund.
Redevelopment revenues show an increase of $200,000 for a total 1992-93 revenue
estimate of $2.2 million. The increase is the result of anticipated rising property values in
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ExDendi tures
As can be seen on the table below, budgeted operating expenditures for 1992-93 total
$74.0 million which represents a decrease of $500,000 or .7% from the current 1991-92
budget. This decrease in planned spending is a direct response to the continuing recession
throughout the state and in Carlsbad. I
I BUDGET SUMMARY
I IFFERENCE %CHANGE
GENERAL F"D
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
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1992-93 Operating Budget
Page Six
The General Fund budget totals $42.0 million and shows a decrease of $4.1 million or
8.9% from the 1991-92 adopted budget. The decrease in planned spending is necessary
in order to balance the budget and has been implemented by nearly every department.
Balancing the 1992-93 budget entailed the execution of various strategies which are
profiled below.
b Thirty (30) positions spread throughout the City workforce have been
unfunded. The unfunded positions are vacant and represent no lay offs of
existing staff. It is estimated that this effort reduced the budget by
approximately $1.3 million.
Several major maintenance projects have been deferred, primarily in the area
of major building maintenance and street maintenance.
Reductions among all Maintenance and Operation accounts.
No new positions have been added other than one new Police Officer. This position
will be assigned to the Regional Auto Theft Team and will be funded directly from
the additional $1.00 vehicle registration assessment. It does not compete for
General Fund monies.
Fund balances have been used to offset budget expenditures. The use of the Data
Processing fund balance reduced charges to departments. Also the California Library
Services Act (CLSA) Grant funding contained a fund balance which was used in
addition to current revenues to help support the operational costs for the branch
library. This effort reduced the General Fund portion of the budget by
approximately $250,000.
Alternate funding sources have been used for some General Fund programs which
include the use of Police Asset Forfeiture funds for the DARE and Juvenile Diversion
programs, use of the County grant to fund the Senior Nutrition program, and the
branch library operations will be funded with the CLSA grant. This effort reduced
the General Fund portion of the budget by approximately $250,000.
b
b
b
b
b
The use of fund balances and grants to support day to day operations, as exhibited in the
last two bullet points above, cannot occur on a prolonged, year to year, basis. The savings
of approximately $500,000 recognized now will need to be absorbed by the General Fund
in 1993-94.
The development of the 1992-93 budget posed the challenge of reducing operating costs
while minimizing the impact on existing service levels. This challenge as been met through
the strategies noted above. No reduction in the core City services of Police and Fire are
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1992-93 Operating Budget
Page Seven
expected. Additionally, the library and swimming pool are budgeted to remain open for
all of their regularly scheduled hours. This does not mean however, that service level
reductions will not be occurring.
Operating a City with 30 less employees will result in a loss of flexibility and increase the
time it may take to respond to citizen requests and other special requests. The bottom line
is that the City will not be able to do as much, as fast. Examples of service level reductions
can be found in both the park maintenance and street maintenance budgets. All part-time
park maintenance staff has been eliminated which will affect litter control and restroom
maintenance schedules. Landscaped areas will be irrigated less frequently and not fertilized
during the year, affecting park appearance, while tennis court night lighting will be
curtailed by one hour nightly. Street maintenance reductions will result in delays in
cement and pothole repairs, and has affected the number of streets that will be chip sealed,
slurry sealed and overlaid in 1992-93.
Special Revenue Funds show no change between 1991-92 and 1992-93. The Housing -
Section 8 budget, however, has increased with the addition of 58 more units to the
program. Increased spending within the Library State Grants and Gas Tax funds is made
possible through the one-time use of available fund balances. The budgets for the
Maintenance Assessment Districts have all decreased.
Enterprise Funds show the largest budget increase, up 21% or $3.0 million, of which the
majority is in Water Operations. An increase in purchased water of $2.4 million or 27OA
is included within this budget as the result of the higher cost of purchasing water for sale
to customers. The Water District will be adding four new positions in 1992-93. Three
of the positions are currently staffed through the use of temporary employment agencies.
and include two Meter Readers and one Receptionist/Cashier. The one truly new positior
is an Account Clerk which will allow for timely follow through on non-payment accounts
A new Enterprise for Reclaimed Water has been established this year with a total budge1
of $840,000. The program itself is not new, as the Water District has been involved witk
the purchase and sale of reclaimed water for approximately six months. However
anticipated program expansion has required separate accounting for these expenses.
Internal Service Funds also show an increase of $700,000 or 11.5%, the majority of whicl-
is the result of purchasing City vehicles for a two year period. The vehicle replacemeni
policy was under review during 1991-92 placing a hold on purchasing rolling stock. NOM
that the study is complete, most vehicles scheduled for replacement in 1991-92 as well a:
those for 1992-93 are included in the budget.
The Redevelopment budget has decreased for 1992-93 by $100,000. The decrease is tht
result of reducing the operating budget in conformance with City budget guidelines.
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1992-93 Operating Budget
Page Eight
Debt Service is one group of funds not appearing in the 1992-93 budget. Both the Library
Bonds and Sewer Bonds were retired in 1991-92. The City no longer has any general
obligation bonds outstanding.
Summarv
The City and community alike need to be aware of the impact on revenues that the State’s
budget balancing actions may have upon the City. The State continues to face shortfalls
in its revenues, and it is anticipated that this will result in a loss of revenues for the City,
although the amount is not known. Carlsbad’s 1991-92 budget absorbed several increased
costs in order to offset State budget balancing actions which include payment to the
County for Property Tax Administration fees and Booking Fees. These expenses total
$419,000 in Carlsbad’s 1992-93 budget. Actions the State may take this year include the
removal of the City‘s share of the Cigarette Tax and the Vehicle In-Lieu Fees which may
result in a potential loss to Carlsbad of $2.4 million. The budget does not attempt to deal
with this contingency other than to recognize that there is a direct threat to our
community.
While 1992-93 represents a challenging year financially, the City will strive to maintain the
high quality and variety of services which have come to be expected by the residents and
businesses of Carlsbad. No new programs or services are included except where additional
funding is available. The budget truly reflects the prevailing weak economy in both
revenues and expenditures. Staff looks forward to the pending discussion with the City
Council and the community as we mutually strive to produce a budget that reflects an
awareness for the levels of service provided to the community, while prudently managing
ocpted fiscal resources.
/ ,/I I
‘J ///45 ,’ --- 7---
\-ji--g7
RA OND q PATCHETT c~~ city anager Y
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1991 -92
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,199'1 REVENUES EXPENDITURES TRANSFERS JUNE30,1992
183,083 1,020,000 468,500 734,583
HOUSING - SECTION 8 (34,361) 2,359,064 2,359,064 (34,361)
AUDIO-VISUAL INSURANCE 81,476 61,000 56,674 85,802
GAS TAX 1,843,116 1,025,000 150,000 (875,000) 1,843,116
TREE MAINTENANCE 189,924 552,700 598,389 144,235
M EDlAN MAINTENANCE 25.1 51 237,800 236,338 26,613
STREET LIGHTING 470,305 691,011 692,303 469,013
BUENA VISTA CRK CHNL MNT 222,339 103,250 5,000 320,589
STATE GRANTS (LIBRARY) 360,460 204,000 170,000 394,460
SENIOR NUTRITION 0 4 78,000 177.278 722
CDBG - ENTITLEMENT 0 75,200 49,211 25,989
17,330 9,270 26,600 0
SEWER BONDS 109,785 17,515 127,300 0
2,955,301 8,019,000 9,337,980 (1 6,000) 1,620,321
SEWER OPERATIONS 2,461,042 3,980,000 4,420,500 (25,000) 1,995,542
SOLID WASTE MANAGEMENT 17,412 ia4,ooo 179,500 21,912
44,059 600,225 1,020,850 500,000 123,434
LIABILITY SELF INSUR 1,957,261 1,002,000 81 5,000 2,144,261
HEALTH INSURANCE 1,198,089 1,405,7cO 1,743-1 79 860,610
VEHICLE MAINTENANCE (93,844) 1,210,000 1,193,838 c17,fw
VEHICLE REPLACEMENT 1,433,762 91 5,400 242,527 2,106,635
DATA PROCESSING 462,878 824,800 706,400 581,278
365,862 15,000 61 8,608 300,000 62,254
LOW AND MOD INCOME HSNG 1,571,058 460,000 90,382 1,940,676
DEBT SERVICE 839,850 i,505,0c0 1,133,328 (300,000) 91 1,522
TOTAL OPERATING FUNDS $25,490,906 $66,299,935 $68 ~ 638,654 ($1 1,200) $23,140,987
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1992-93
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1992 REVENUES EXPENDITURES TRANSFERS JUNE 30, 1993
747,168
HOUSING - SECTION 8 (34,361 ) 2,564,821 2,564,821 (34,361 )
AUDIO-VISUAL INSURANCE 85,802 61,000 60,000 86,802
GAS TAX 1,843,l 16 925,000 927,000 1,841,116
TREE MAINTENANCE 144,235 581 ;006 579,506 145,735
MEDIAN MAINTENANCE 26,613 257,900 256,601 27,912
STREET LIGHTING 469,013 671,380 767,880 372,513
123,589 BUENA VISTA CRK CHNL MNT 320,589 103,000 300,000
STATE GRANTS (LIBRARY) 394,460 151,400 300,300 245,560
SENIOR NUTRITION 722 178,000 177,624 1,098
CDBG - ENTITLEMENT 25,989 78,000 76,295 27,694
0 300,000 840,870 (540,870)
WATER OPERATIONS 1,620,321 11,605,000 11,586,223 (1 6,000) 1,823,098
SEWER OPERATIONS 1,995,542 3,724,000 4,410,820 (25,000) 1,283,722
SOLID WASTE MANAGEMENT 21,912 127,000 158,800 (9,888)
123,434 61 8,000 1,035,000 500,000 206,434
LlABlLlTYSELF INSUR 2,144,261 893,000 850,000 2,187,261
HEALTH INSURANCE 860,610 1,949,000 2.1 30,906 678,704
VEHICLE MAINTENANCE (77,682) 1,341,600 1,271,052 (7,134)
VEHICLE REPLACEMENT 2,106,635 1,057,500 800,413 2,363,722
DATA PROCESSING 581,278 510,000 677,228 41 4,050
62,254 12,000 779,926 710,000 4,328
LOW AND MOD INCOME HSNG 1,940,676 500,000 106,329 2,334,347
DEBT SERVICE 91 1,522 1,660,000 1,137,938 (710,000) 723,584
I 1 TOTAL OPERATING FUNDS $23,140,987 $72,333,042 $74,047,382 $0 $21,426,647
11
CITY OF CARLSBAD
B UDGET EXPENDITURE SCHEDULE
1990-91 TO 1992-93
%INCR (DE( r- 91 -92 BUDG 1991 -92
GENERAL GOVERNMENT
Crpl COUNCIL
CITY MANAGER
PUBUC INFORMATION
Crpl CLERK
INFORMATION SYSTEMS
Crpl ATTORNEY
FINANCE
CITY TREASURER
PURCHASING
HUMAN RESOURCES
RESEAKH OFFICE
RISK MANAGEMENT
TOTAL GENERAL GOVERNMENT
PUBLIC SAFEW
BUILDING INSPECTlON
POLICE
FIRE
TOTAL PUBLIC SAFRY
PUBLIC WORKS
COMMUNITY DEVEL ADMlN
GEOGRAPHIC INFORMATION
ENGINEERING
PUNNING
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BLOCK GRANT ADMlN
TOTAL DEVELOP SERVICES
MAINTENANCE
UTlUTl ES ADMINISTRATION
STREET MAINTENANCE
FACl UTlES MANAG EM ENT
TRAFFIC SIGNAL MAINT
TOTAL MAINTENANCE
12
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO 1992-93
%INCR (DEC)
1991 -92 91 -92 BUDGET
DEPARTMENT
CULTURVRECREATION
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CrrY PROGRAM
PARKS AND RECREATION
SENIOR CITIZENS PROG
TOTAL CU LTU RVREC REATION
NON- DEPARTMENTAL
COMMUNrPl PROMOTION
COMMUNITY ASSISTANCE
AUDIT
DUES & SUBSCRIPTIONS
LEASES
ANIMAL REGULATION CONTRACT
HOSP GROVE PAYMENT
GOLF COURSE
PROPERTYlAX ADMIN FEE
HIRING HALL
STREET LIGHT COSTS (Cnv)
TREE MAINT COSTS (Cm)
BOND SERVICES
~- TOTAL NON - DEPARTMENTAL
39.849.91 9 41,019,905 ___- SUBTOTAL GENERAL FUND
0 1,000,000
~~
CONTINGENCIES
39,a49,9i 9 42.01 9,905 ~- ~- TOTAL GENERAL FUND
13
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO 1992-93
%INCR
1991 -92 91 -92 E
1990-91 ESTIMATED 1991 -92 1992-93 TC
EXPENDITURES BUDGET BUDGET 92-93E FUND ACNALS
HOUSING SECTION 8
AUDIO VISUAL INSURANCE 86,696 56,674 66,454 I 60,000
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (UBRAFN)
SENIOR NUTRITION
WATER OPERPITIONS
SEWER OPERATIONS
UABIUTY SELF INSURANCE
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
DEBT SERVICE
[TOTAL OPERATING FUNDS $63.792.656 $6a.638,654 $74 51 8,584 $74,04~,3a2
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CITY OF CARLSBAD ! REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF N 91 -92 1991 -92 TO
REVENUE SOURCE FY1990-91 N1991-92 1992-93 PROJECTED 1992-93
TAXES
PROPERTY TAX $12,719,000 $13,970,000 $1 5,500,000 10 95% 1,530,000
SALES TAX 9,426,000 8,650,000 9,700,053 12 14% 1,050,000
TRANSIENT TAX 3,310,000 3,200,000 3,200,053 0 00% 0
FRANCHISE TAX 807,000 900,000 925,000 2.78% 25,000
TRANSFER TAX 243,000 170,000 200,000 17.65% 30,000
TWLER COACH IN-LIEU 24,000 20,000 18,060 -10 00% (23000)
TOTAL TAXES 26,529,000 26,910,000 29,543,000 9 78% 2,633,000
LICENSES AND PERMITS
CONSTRUCTION PERMITS 643,000 220,000 450,000 104 55% 230,000
BUSINESS LICENSES 832,000 875,000 975,000 11 43% 100,000
OTHER LICENSES & PERMITS 31 2,000 280,000 300,000 7 14% 20,000
LICENSE TAX-CONSTRUCTION 455,000 400,000 425,000 6 25% 25,000 E TOTAL LICENSES & PERMITS 2,242,000 1,775,000 2,150,000 21 13% 375,000
STATE SUBVENTIONS
CIGARETfE TAX 139,000 65,000 60,000 -7 69% (5,000)
VEHICLE IN-LIEU 2,174,000 2,200,000 2,300,000 4 55% 100,000
TOTAL STATE SUBVENTIONS 2,606,000 2,560,000 2,660,000 3 91% 100,000
HOMEOWNERS PROP TAX REIMB. 293,000 295,000 300,000 1 69% 5,000
CHARGES FOR SERVICES
PLANNING FEES 652,000 750,000 750,000 0 OOYO 0
BUILDING DEFT FEES 402,000 250,000 325,000 30 00% 75,000
ENGINEERING FEES 966,000 1,600,000 1,000,000 -37 50% (600,000)
ZONE PLAN FEES 158,000 50,000 15,000 -70 00% (35,000)
WEED CLEANING 34,000 35,000 35,000 0 00% 0
AMBULANCE FEES 21 8,000 190,000 220,000 15.79% 30,000
RECREATION FEES 686,000 700,000 750,000 7 14% 50,000
OTHER CHARGES OR FEES 352,000 300,000 325,000 8 33% 25,000
TOTAL CHARGES FOR SERVICES 3,468,000 3,875,000 3,420,000 -1 1 74% (455,000)
FINES AND FORFEITURES 51 6,000 350,000 375,000 7 14% 25,000
!, INTEREST 2,309,000 2,000,000 1,700,000 -15 00% (300,000)
INTERDEPARTMENTAL CHARGES 1,777,000 1,925,000 1,900,003 -1 30% (25,000)
OTHER REVENUE SOURCES 1,467,000 250,000 306,435 22 5770 56,435
TOTAL GENERAL FUND 40,914,000 39,645,000 42,054,435 6 08% 2,409,435
15
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92 TO
FY 1990-91 FY 1991 -92 1992-93 PROJECTED 1992-93 REVENUE SOURCE
POLICE ASSET FORFEITURE
ASSET FORFEITURES 205,057 1 ,000,oco 200,ooQ -80.00% (800looo)
INTEREST 16,302 20,000 10,000 -50.00% (1 0,000)
TOTAL 221,359 1,020,0co 21 0,000 -79.41% (81 0,000)
HOUSING - SECTION 8
INTEREST 19,557 9,000 8,000 -11 11% (1,000)
FEDEFAL GRANT 1,866,711 2,350,064 2,556,821 8 80% 206,757
TOTAL 1,886,268 2,359,064 2,564,821 8.7Wo 205,757
AUDIO-VISUAL INSURANCE
INTEREST 6,303 1,000 1,000 0.00% 0
INSURANCE FEES 62,532 60,000 60,000 0.00% 0
TOTAL 68,835 61,000 61,000 0.00% 0
GAS TAX
GAS TAX REVENUES 1,162,315 975,000 875,000 -10.26% (1 00,000)
INTEREST 50,000 50,000 0.00% 0
TOTAL 1,162,315 1,025,003 925,000 -9.76% (1 00,000)
TREE MAINTENANCE
INTEREST 12,535 1,500 1,500 0.00% 0
TREE MAINTENANCE FEES 439,291 470,000 502,366 6.89% 32,366
INTERDEPARTMENTAL 174,401 81,200 77,140 -5 00% (4,060)
TOTAL 626,227 552,700 581,006 5 12% 28,306
MEDIAN MAINTENANCE
INTEREST 2,862 1,300 1,300 0 OOYO 0
MEDIAN MAINTENANCE FEES 117,573 236 I 500 256,600 8 50% 20,100
INTERDEPARTMENTAL 57,658 0 0 0.0040 0
TOTAL 178,093 237,800 257,900 8.45% 20,100
STREET LIGHTING
INTEREST 34,778 2,500 2,500 0.00% 0
INTERDEPARTMENTAL 27,000 72,000 66,000 -8 33% (6,000)
STREET LIGHTING FEES 587,615 61 5,511 601,880 -2.21 % (1 3,631)
MlSC REIMBURSEMENT 3,404 1,000 1,000 0 00% 0
TOTAL 652,797 691,011 671,380 -2.84% (19,631)
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CIlY OF CARLSBAD 1 REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF N 91 -92 1991 -92TO
REVENUE SOURCE FY 1990-91 PI 1991 -92 1992-93 PROJECTED 1992-93
BUENA VISTA CREEK CHNL MAINT
INTEREST 14,726 3,250 3,000 -7 69% (250)
BUENA VISTA FEES 100,439 100,000 100,0oO 0.00% 0
TOTAL 115,165 103,250 103,000 -0.24% (250)
STATE GRANTS
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INTEREST 18,975 1,400 1,400 0.00% 0
(52,600) GRANTS 21 2,224 202,600 150,000
TOTAL 234,199 204,000 151,400 - 25.78% (52,600)
- 25.96%
SENIOR NUTRITION
GRANTS 100,182 103,000 103,000 0.00% 0
DONATIONS 67,980 75,000 75,000 0.00% 0
TOTAL 1 68,162 178,000 0.00% 0 178,000
CDBG ENTITLEMENT
GRANT REVENUE 28,212 75,200 78,000 3.72% 2,800 1 TOTAL SPECIAL REVENUE FUNDS 5,338,622 6,507,025 5,781,507 -11 15% (625,518)
LIBRARY BONDS
PROPERTY TAX 20,900 9,230 0 -100.00% (9,230)
INTEREST 1,002 40 0 0 00% (40)
TOTAL 21,902 9,270 0 -1 00.00% (9,270)
SEWER BONDS
PROPERTY TAX 123,932 17,475 0 - 100.00% (1 7,475)
INTEREST 1,306 40 0 0 00% (40) I TOTAL 125,238 1731 5 0 - 1 00.00% (1 731 5)
TOTAL DEBT SERVICE FUNDS 147,140 26,785 0 - 100.00% (26,785)
17
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92TO
FY 1990-91 N 1991 -92 1992-93 PROJECTED 1992-93 REVENUE SOURCE
RECLAIMED WATER
~ 300,000
TOTAL 0 0 300,000 100.00% 300,000
WATER SALES 0 0 300,000 100.00%
WATER OPEFATIONS
RECONNECT FEES 9,925 11,000 10,000 -9.09% (1,000)
INTEREST 72,603 48,000 40,000 -1 6.67% (8,000)
WATER SALES 6,306,926 6,100,000 9,900,000 62.30% 3,808,ooO
READY TO SERVE CHARGES 1,444,414 1,400,000 1,400,000 0.00% 0
PLAN CHECK FEES 133,819 1 15,000 1 25,000 8.70% 10,006
LATE CHARGES 162,043 278,000 200,000 - 25.93% (70,000)
TOTAL 8,400,015 8.01 9,000 11,805,coO 47.21 % 3,7a6,000
METER CONNECTION FEES 1 12,476 15,000 20,000 33.33% 5,000
MISCELLANEOUS 157,809 60,000 11 0,000 83.33% 50,000
SEWER OPERATIONS
INTEREST 134,515 70,000 40,000 -42.86% (30,000)
SERVICE CHARGES 2,418,743 3,600,000 3,600,01x3 0.00% 0
LATEFAL CONNECTIONS 11,420 5,000 5,000 0.00% 0
MISCELLANEOUS 37,141 305,000 4,000 - 9a.69%
PRE-TREATMENT CHARGES 0 0 75,000 100.00% 75,000
(301,000)
(256,000)
--
TOTAL 2,601,824 3,980,000 3,724,000 -6.43%
SOLID WASTE MANAGEMENT
INTEREST 5,826 10,000 5,000 -50.00% (5,000)
CONTRIBUTIONS 31,726 1 19,800 54,000 -54.92% (65,800)
RECYCLING FEE 0 54,200 68,000 13,800
TOTAL 37,552 184,000 127,000 -30.98% (57,000)
11,039,391 12,183,COO 15,956,000 30.97% 3,773,000 TOTAL ENTERPRISE FUNDS
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CITY OF CARLSBAD II REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY91-92 1991 -92TO
REVENUE SOURCE PI 1990-91 FY 1991 -92 1992-93 PROJECTED 1992-93
WORKERS’ COMP SELF-INSURANCE
INTEREST 88,019 24,000 2,000 -91.67% (22,000)
INTERDEPARTMENTAL 787,166 576,225 616,000 6 90% 39,775
TOTAL 875,185 600,225 61 8,000 2 96% 17,775
UABlLlTY SELF-INSURANCE
INTEREST 172,120 2,000 2,000 0 00% 0
(1 09,000)
(1 09,000)
-10 90%
-10 88%
INTERDEPARTMENTAL 500,612 1,000,003 891,000
TOTAL 672,732 1,002,000 893,000
HEALTH INSURANCE
INTEREST 95,819 30,000 30,000 0 00% 0
INTERDEPARTMENTAL 1,358,261 1,130,700 1,674,000 48 05% 543,300
REIMBURSEMENTS 278,912 245,000 245,000 0 00% 0 ___.__
TOTAL 1,732,9= 1,405,700 1,949,000 38 65% 543,300
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,123,553 1,160,000 1,291,600 11 34% 131,600 s TOTAL 1,186,500 1,210,000 1,341,600 10 88% 131,600
MISCELLANEOUS 62,947 50,000 50,000 0.00% 0
VEHICLE REPIACEMENT
INTERDEPARTMENTAL 770,753 833,400 977,500 17 29% 144,100
INTEREST 104,883 42,000 40,000 -4 76% (2,000)
SALE OF PROPERlY 49,363 40,000 40,000 0 00% 0 ! TOTAL 924,999 91 5,400 1 ,057,500 15 52% 142,100
DATA PROCESSING
INTEREST 37,269 16,000 14,000 -12 50% (2,000)
INTERDEPARTMENTAL 719,293 808,800 496,000 -38 67% (31 2,800)
TOTAL 756,562 824,800 51 0,000 -38.1 7% (3 1 4,800)
TOTAL INTERNAL SERVICE FUNDS 6,148,970 5,958,125 6,369.1 00 6 90% 410,975
19
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1992-93
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF PI 91 -92 1991 -92 TO
REVENUE SOURCE FY 1990-91 N 1991 -92 1992-93 PROJECTED 1992-93
OPERATIONS
INTEREST 69,242 15,000 12,000 -20.00% (3.000)
TOTAL 69,242 15,000 12,000 -20.00% (3,000)
LOW AND MOD INCOME HSNG
TAX INCREMENT 322,234 360,000 400,000 11.11% 40,000
INTEREST 106,083 100,000 100,000 0.00% 0
TOTAL 428,317 460,000 500,000 8.70% 40,000
DEBT SERVICE
TAX INCREMENT 1,288,935 1,440,000 1,600,000 11.11% 160,000
INTEREST 83,542 65,000 60,000 -7.69% (5,000)
TOTAL 1,372,477 1,505,000 1,660,000 10.30% 155,000
8.79% $5,830,437 ~ j TOTAL OPERATING $65,458,169 $66,353,848 $72,184,285
20
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
I
i
S
I
1
1
I
I
I
8 s
1) s
E
!
I
I
8
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
1 1
TOTAL CITY COUNCIL 1 1 0
CITY MANAGER 1 1
ASSISTANT CITY MANAGER 1 1
FINANCIAL MANAGEMENT DIRECTOR 4 9
ASSISTANT TO CITY MANAGER 1 1
SECRETARY TO C. MANAGER 1 1
SECRETARY I I 1 1
SECRETARY I 1 1
CLERK TYPIST I 1 1 1
TOTAL CITY MANAGER 8 8 0 1
INFORMATION SYSTEMS DIRECTOR 1 1
ASSISTANT CITY CLERK 1 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 1 1
PROGRAMMEWANALYST 1 1
MICRO COMPUTER SPECIALST 1 1
DATA PROCESSING MANAGER 1 1
TOTAL DATA PROCESSING 4 4 0
TOTAL INFORMATION SYSTEMS 10 10 0
CITY AlTORNEY 1 1
ASSISTANT CITY ATTORNPI 1 1
DEPUTY CITY ATTORNEY 1 1
SECRETARY TO C. ATORNN 1 1
SECRETARY II 1 1
TOTAL CITY ATTORNEY 5 5 0
a
21
CITY OF CARLSBAD
BY DEPARTMENT AND CLASS1 FlCATlON
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 4
SR MANAGEMENT ANALYST 1 1
ACCOUNTANT 4 4
ACOUNTING SUPERVISOR 2 2 1
ACCOUNT CLERK II 3 3
ACOUNT CLERK I 1 4
AUDITOR 1 1
BUSINESS LICENSE REPRESENTIVE 1 1 1
SECRETARY II 1 1
TOTAL FINANCE 16 46 0 2
RISK MANAGER 1 1
SECRETARY I I 1 1
TOTAL RISK MANAGEMENT 2 2 0
1 1
SECRETA RY S 4 1
BUYER 2 2
STOREKEEPER 1 1
MESSENGER 1 1
TOTAL PURCHASING 6 6 0
1 1
COMPENSATION & BENEFITS MGR 1 1
EMPLOYMENT SERVICES MANAGER 1 1
HUMAN RESOURCES ANALYST 1 1
HUMAN RESOURCES ASSISTANT 1 1
SECRETARY I I 1 1
CLERK TYPIST II 1 1
COMPENSATION TECHNICIAN 1 1 1
TOTAL HUMAN RESOURCES 8 8 0 1
MGR OF RESEARCH & ANALYSIS 1 1
SR MANAGEMENT ANALYST 2 2
SECRETARY I 1 1
TOTAL RESEARCH 4 4 0
22
CITY OF CARLSBAD
BY DEPARTMENT AND CLASS1 FlCATlON
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
J
I
8
I
1
I
I
I
I
1
1
I s
I
I
g
1. TOTAL DARE PROGRAM 2 2 0
I
8
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGm OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
ADMINISTRATION
POLICE CHIEF 1 1
MANAGEMENT ANALYST 1 1
PROGRAMMEWOPERATOR 1 0 -1
SECRETARY II 1 1
TOTAL ADMINISTRATION 4 3 -1
OPERATIONS
POLICE CAPTAIN 1 1
POLlCE LIEUTENANT 4 4
POLICE SERGEANT 6 6
SENIOR POLICE OFFICER 10 11
POLICE OFFICER 32 31
POLICE SERVICES AIDE 1 1
TOTAL OPERATIONS 54 54 0
INVESTIGATIONS
POLICE LIEUTENANT 1 1
POLICE SERGEANT 1 1
SENIOR POLICE OFFICER 8 7 -1
POLICE OFFICER 1 3 2
POLICE SERVICE AIDE 1 1
SECRETARY I 2 2
TOTAL INVESTIGATIONS 14 15 1
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
COMMUNICATIONS SUPERVISOR 1 1
RECORDS SUPERVISOR 1 1
COMMUNICATION OPERATOR II 13 13
POLICE RECORDS CLERK I1 6 6
PROGRAMMEWOPERATOR 0 1 1
CRIME PREVENT TECH 1 1
SECRETARY I 1 1
TOTAL TECHNICAL SERVICES 25 26 1
DARE PROGRAM
POLICE OFFICER 2 2
23
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93
1992-93 REQUEST UNFUNDED 1991 -92
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
TRAFFIC
POLICE SERGEANT 1 1
SENIOR POLICE OFFICER 4 2
POLICE OFFICER 2 4
POLICE SERVICES AIDE 1 1
TOTAL TRAFFIC 8 8 0
TOTAL POLICE 110 111 1
1 1
FIRE BAlTALlON CHIEF 4 4
FIRE CAPTAIN 18 18
FIRE CAPTAIN SPECIALIST 4 4
FIRE ENGINEER 48 18
FIRE FIGHTER 9 9
PARAMEDIC-FIRE FIGHTER 21 21
SECRETARY II 1 4
SECRETARY I 1 1
FIRE PREVENTION OFFICER I1 3 3
FIRE PREVENTION OFFICER 111 1 1 1
TOTAL FIRE 81 81 0 1
PRlNC BUILDING INSPECTOR 1 1
BUILDING INSPECTOR 111 2 2 1
BUILDING INSPECTOR II 4 4
BUIDLING INSPECTOR I 1 1
CODE ENFORCEMENT OFFICER II 1 1
CODE ENFORCEMENT OFFICER I 1 1
BUILDING TECHNICIAN 11 1 1
TECHNICIAN I 2 2 2
PERMIT CLERK 2 2
TOTAL BUILDING INSPECTION 15 15 0 3
1 1
SENIOR MANAGEMENT ANALYST 1 1
SECRETARY II 1 1
CLERK TYPIST II 1 1
CLERK TYPIST I 1 1 1
RECEPTIONISTKASHIER 1 1
TOTAL COMM DEV ADMINIST 6 6 0 1
GEOGRAPHIC INFO SYSTEM COORD 1 1
GEOGRAPHIC INFO SYSTEM TECH 1 1 4
TOTAL GEOGRAPHIC INFORMATION 2 2 0 1
24
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93
I
4
I
1
I
1
I
I
1
@
I
4
I
I
I
1
I
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
e
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
1 1
ASSISTANT CITY ENGINEER 1 1
TRAFFIC ENGINEER 1 1
ASSISTANT TRAFFIC ENGINEER 1 1 1
MUNICIPAL PROJECT MANAGER 1 1
PRINCIPAL CIVIL ENGINEER 4 4
PRINCIPAL CONSTRU CTlON INSPECT 1 1
SR CONSTRUCTION INSPECTOR 2 2 1
CONSTRUCTION INSPECTOR 5 5
ENGINEERING INSPECTOR - WATER 1 1
SR ENGINEERING INSP - WATER 1 1
PERMIT CLERK 1 1
ASSOCIATE CIVIL ENGINEER 12.5 12-5 3
ASSISTANT CIVIL ENGINEER 3 3 1
ENGINEERING TECHNICIAN II 7 7 1
TECHNICIAN I 1 1
SR MANAGEMENT ANALYST 1 1
MANAGEMENT ASSISTANT 1 1
SECRETARY II 1 1
WORD PROCESS OPERATOR II 3 3
CLERK TYPIST II 1 1
TOTAL ADM INlSTRATl ON 50.5 50.5 0 7
1 1 1
SR MANAGEMENT ANALYST 1 1
ASSOCIATE CIVIL ENGINEER 0.5 0.5 0
SENIOR PLANNER 1 1 1
TOTAL GROWTH MANAGEMENT 3.5 3.5 0 2
1 1
ASSISTANT PLANNING DIRECTOR 1 1
SR MANAGEMENT ANALYST 2 2
PRINCIPAL PLANNER 2 2
SENIOR PLANNER 4 4
ASSOCIATE PLANNER 7 7 2
ASSISTANT PLANNER 3 3 1
PLANNING TECHNICIAN I 1 1
PLANNING TECHNICIAN II 1 1
GRAPHIC TECHNICIAN 1 1
SECRETARY II 1 1
WORD PROCESS OPERATOR II 3 3
TOTAL PLANNING 27 27 0 3
MANAGEMENT ANALYST 0.5 0.5
m
TOTAL HISTORIC PRESERVATION 0.5 0.5 0
25
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSlFlCATlON
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
LIBRARY ADMINISTRATION
LIBRARY DIRECTOR 4 1
ASSISTANT LIBRARY DIRECTOR 1 4
MANAGEMENT ANALYST 1 1 1
SECRETARY II 1 1
GRAPHIC ARTIST 1 1
MESSENGER 1 1 1
ACCOUNT CLERK II 1 1
TOTAL ADMINISTRATION 7 7 0 2
CIRCULATION LIBRARY ASSISTANT Ill 1 1
LIBRARY ASSISTANT II 1 1
LIBRARY ASS! STANT I 1 4
TOTAL CIRCULATION 3 3 0
REFERENCE SERVICES
LIBRARIAN 111 I 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
TOTAL GENEAOLOGY 1 1 0
CHILDREN’S SERVICES
LIBRARIAN 111 1 1
LIBRARIAN II 1 1 1
LIBRARY ASS1 STANT I I 1 1
TOTAL CHILDREN’S 3 3 0 1
TECHNICAL SERVICES
LIBRARIAN 111 1 1
LIBRARIAN II 2 2
LIBRARY ASSISTANT II 4 4 1
CLERK TYPIST II 1 1 1
TOTAL TECHNICAL 8 8 0 2
COLLECTION DEVELOPMENT
LIBRARIAN III 1 4
LIBRARY ASSISTANT II 1 1
TOTAL COLLECTION DEVEL 2 2 0
MEDIA SERVICES
MEDIA SERVICES MANAGER 1 1
TOTAL MEDIA 1 1 0
26
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
1
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
I
b
I
1
1 TOTAL BRANCH 2 2 0
I
1
8
I
I
1
4
1
9
4
8
1
E
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
ADULT LEARNING
LIBRARIAN Ill 1 1
CLERK TYPIST II 1 1
TOTAL ADULT LEARNING 2 2 0
BRANCH
LIBRARY ASSISTANT 111 1 1
LIBRARY ASS1 STANT I 1 1
TOTAL LIBRARY 34 34 0 5
1 1
COMMUNITY ARTS COORDINATOR 1 1
SECRETARY I 1 1
TOTAL CULTURAL ARTS 3 3 0
ADMl N ISTRATION
PARKS & RECREATION DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
PARK DEVELOPMENT COORDINATOR 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 12 12
PARK MAINTENANCE WORKER I 1 1 4
PARK MAINTENANCE SPECIALIST 1 1
TOTAL PARK MAINTENANCE 21 21 0 1
TREE MAINTENANCE
PARK SUPERVISOR 0.5 0.5
TREE TRIMMER LEADWORKER 2 2
TREE TRIMMER II 4 4
TOTAL TREE MAINTENANCE 6.5 6.5 0
27
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
1991 -92 1992-93 REQUEST UNFUNDED
OVER POSITIONS NUMBER BUDGET
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
MEDIAN MAINTENANCE
PARK SUPERVISOR 0.5 0.5
PARK MAINTENANCE WORKER II 1 1
TOTAL MEDIAN MAINTENANCE 1.5 1.5 0
RECRfZATION OPERATIONS
RECEPTIONIST/CASHIER 3 3
RECREATION SPECIALIST I 1 1
TOTAL RECREATION OERATIONS 4 4 0
RECREATION FEE SUPPORTED
RECREATION SU PER1 NTEN DENT 1 1
PRlNC RECREATION SUPERV 1 1 1
RECREATION SUPERVISOR II 3 3
RECREATION SUPERVISOR I 1 1
RECREATION SPECIALIST I 2 2
TOTAL RECR. FEE SUPPORTED 8 8 0 1
AQUATICS
AQUATIC SUPERVISOR 1 1
TOTAL AQUATICS 1 1 0
SENIOR PROGRAM
SENIOR COORDINATOR 1 1
SECRETARY I 4 1
SITE MANAGER 1 1
TOTAL SENIOR PROGRAM 3 3 0
TOTAL PARKS & RECREATION 50 50 0 2
ADMINISTRATION
UTI LIT1 ES/M AI NTEN AN CE Dl R 1 1
ASST UTIUMAlNT DIR 1 1
SR MANAGEMENT ANALYST 1 1 0.5
SECRETARY I I 1 1
CLERK TYPIST JI 1 1
TOTAL ADM I NlSTRATlON 5 5 0 0.5
28
CITY OF CARLSBAD
BY DEPARTMENT AND CLASS1 FlCATlON
I
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET OVER POSITIONS
1
1
I
8
c
8 u
I
1
1
I
I TOTAL FLEET OPERATIONS 7 7 0 1
1
d
B m
8
1
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
STREET MAINTENANCE
ENGINEERING TECHNICIAN II 0.3 0.5 0.2
STREET MAINTENANCE SUPT 1 1
STREET MAINTENANCE SUPERV 2 2
STREET MAINTENANCE WORKER 111 6 6
STREET MAINTENANCE WORKER II 13 13
STREET MAINTENANCE WORKER I 3 3
TOTAL STREET MAINTENANCE 25.3 25.5 0.2
STREET LIGHTING
ELECTRICIAN II 1 1
ELECTRICIAN I 1 1
ELECT OPERATIONS SUPERVISOR 1 1
ENGINEERING TECHNICIAN II 0 0.5 0.5
TOTAL STREET LIGHTING 3 3.5 0.5
BUILDING MAINTENANCE
BUILDING MAINT SUPT 1 1
BUILDING MAINT SUPERV 1 1
SENIOR BUILDING MAINT WORKER 1 1
BUILDING MAINT WORKER II 1 1
BUILDING MAINT WORKER I 1 1
CUSTODIAN II 1 1
CUSTODIAN 9 9
TOTAL BUILDING MAINTENANCE 15 15 0
FLEET OPERATIONS
FLEET MAINTENANCE SUPERT 1 1
ACCOUNT CLERK II 1 1
EQUIPMENT MECHANIC II 3 3
EQUIPMENT MECHANIC I 1 1 1
EQUIPMENT MECHANIC SU PERVl SOR 1 1
TOTAL UTILITIES/MAINTENANCE 55.3 56 0.7 1.5
REDNELOPM ENT AGENCY
HOUSING & REDEVELOPMENT DIR 0.5 0.5
SR MANAGEMENT ANALYST 2 2 0
CLERK TYPIST II 1 1
SECRETARY II 1 1
TOTAL REDEVELOPMENT AGENCY 4.5 4.5 0
AFFORDABLE HOUSING
HOUSING & REDEVELOPMENT DIR 0.5 0.5
SR MANAGEMENT ANALYST 0.5 0.5
TOTAL AFFORDABLE HOUSING 1 1 0
29
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93
1991 -92 1992-93 REQUEST UNFUNDED
NUMBER BUDGET' OVER POSITIONS
ALLOCATED REQUEST (UNDER)
ALLOCATED
1991 -92
HOUSING
SENIOR MANAGEMENT ANALYST 1 1
HOUSING SPECIALIST I 1 1
MANAGEMENT ANALYST 1 1
CLERK TYPIST II 1 4
TOTAL HOUSING 4 4 0
BLOCK GRANT
SR MANAGEMENT ANALYST 0.5 0.5
TOTAL BLOCK GRANT 0.5 0.5 0
TOTAL HOUSING & REDEVELOPMENT 10 10 0
4 1
DISTRICT ENGINEER 1 1
ADMl N ISTRATIVE MANAGER 1 1
SUPERINTENDENT 2 2
ACCOUNT CLERK I 1 2 1
ACCOUNT CLERK II 2 2
ADMINISTRATIVE ANALYST 1 1
CONSTRUCTION MAINT WORKER 3 3
CONSTRUCTION & MAINT SUPERV 1 1
ENGINEERING OFFlCE ASSISTANT 1 1
ENGl N EERl NG SECRETARY 1 1
ENGINEERING TECHNICIAN 3.7 2 -1.7
EQUIPMENT OPERATOR 1 1
EXECUTIVE SECRETARY 1 1
FACILITY MAINT LEADWORKER 1 1
METER READER I 0 2 2
METER READER II 6 6
METER SHOP SUPERVISOR 1 1
OPERATIONS OFFICE ASSISTANT 1 1
RECEPTIONIST 1 2 1
SENIOR SYSTEMS OPERATOR 1 1
SENIOR VALVE TECHNICIAN 1 1
SERVICE COORDINATOR 1 1
SR CONSTR & MAINTENANCE WORKE 1 1
ASSOCIATE ENGINEER 2 3 1
STOREKEEPER 1 1
SYSTEMS OPERATION SUPERVISOR 1 1
SYSTEMS OPERATOR I1 4 4
UTILITY MAINT WORKER Ill 2 2
VALVE TECHNICIAN 1 1
WATER CONSERVATION SPECIALIST 1 1
SEWER MAINTENANCE SUPERVISOR 1 1
UTILITY SYSTEM OPERATOR I1 4 4
UTILITY SYSTEM OEPRATOR Ill 1 1
TOTAL WATER SERVICES 52.7 56 3.3
30
1
P
I
I
8
1
1 u
I
8
I
1
I
I
4
1
I
1
I General Government
m
1
I
1
1992-93 1991 -92 1989- 90 1990 - 91 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 122,417 3 129,245 $ 136,715 S 133,518
MAINTENANCE OPERATION 20,568 19,211 29,625 25,850
CAPITAL OUTLAY 0 4,353 0 0
GRAND TOTAL 3 142,985 $ 152,809 S 1166,340 $ 159,368
POSIT IONS 1 1 1 1
PROGRAM : CITY MANAGER FUND : GENERAL DEPARTMENT: CITY MANAGER ACCT # 001-1020
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The City Manager is appointed by the City Council and is responsible for operation of all City services, the provision of timely and accurate information to the Council, making recmendations regarding new policies, implementing programs and policies.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Financial: Coordination of activities with fiscal 1. Suhnit a balanced budget to the City Council. Provide quarterly fiscal updates to the impact to ensure sound financial practices and a balanced revenue expenditure base. Counci 1 e
Achinistration: Assist Counci l in meeting annual 1. Accomplish objectives set forth by each City
goals. department. Conduct the City in a
professional and ethicat mnner and continue
pursuing excellence based on the strategic
values. Coordinate efforts to respomd to
requests for action. (Review, referral, and
response.)
Policy Devel-t: Assist Council in policy 1. Provide accurate, timely information, develop
devetopment. potential alternatives and professional
recmendations by staff.
SIGNIFICANT CHANGES:
Maintenance and Operation reductions were made in organizational team building and travel. position continues to be allocated but not funded. One Clerk Typist
32
I
li
8
1989-90 1990-91 1991-92 1992 - 93 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 155 S 0 s 0 s 0
MAINTENANCE OPERATION 28,548 44 * 682 41,400 27,900
CAPITAL OUTLAY 0 1,373 0 0
GRAND TOTAL S 28,703 B 46,055 S 41,400 $ 27,900
POSIT IONS 0 0 0 0
PROGRAM: CITY CLERK FUND: GENERAL DEPARTMENT: CITY CLERK ACCT # 001-1030
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The City Clerk's Department is responsible for performance of duties as defined in the Goverrunent Code and the
Carlsbad Municipal Code.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY/1990 CY / 1 991
Etection Services: Serves as the Cityls Election 1 = Elections:
Officer responsible for conducting the Municipal 1 General None Elections.
Fair Political Practices Carmission (FPPC) Filings: 1. Filings:
Serves as City's Filing Officer for all filings 47 Campaign 29 Campaign
required by the Political Reform Act of 1974. This Statements Statements
includes receipt and review of Campaign Statements 247 Statements of 326 Statements of
and Statements of Economic Interest. Economic Economic
Interest Interest
Cmil Ueetiw Record of Proceediws: Keeps an 1. Council Minutes:
accurate record of proceedings of the legislative 62 91 body as required by the Govermnt Code.
Achinistrative Services: Maintains custody of City 1. Claims Filed:
Seal; maintains City records which include filing 105 138 of records and certification of copies; publishes
ordinances and notices of public hearings; receives 2. Public Hearing Notices:
all claims filed. 40 49
3. Ordinances Published:
44 52
Support Services: Provides staff support to the 1. Meetings Held: Parking Authority and Building Authority. Serves
and Water Board and Recording Secretary to the
Housing and Redevelopment Comnission.
as Secretary to the Public Improvement Corporation 47 49
SIGNIFICANT CHANGES:
Increased budgeted expenses will cover election costs in November of 1992.
34
8
I
I
1991-92 1992- 93 1990 - 91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 295,476 S 373,580 B 395,390 $ 401,641
MAINTENANCE OPERATION 35,969 40,195 80,185 40,800
CAPITAL OUTLAY 6,692 8,392 3,000 0
GRAND TOTAL B 338,137 B 422,167 s 478,575 s 442,441
POSIT IONS 3 5 5 5
PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE ACCT # 001-1310
MAINTENANCE OPERATION
CAPITAL OUTLAY
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:
Budqet Hanaqement: Develop an annual budget 1. Prepare annual capital and operating budgets
identifying operating and capital programs and which include program activity and output
their costs for future years.
2. Monitor expenditures monthly to insure
measures or performance objective statements.
budgetary integrity.
Assessment District/CFD Adninistration: Provide 1. Issue bonds for initial capital projects when
financial management of 1913/15 Act Assessment ad required.
2. Establish systems and procedures to administer Mello-Roos Districts.
CFD No. 1.
3. Establish procedures to administer Alga Rd.
Assessment District.
Low-Ranqe Financial Plaminq: Assist in providing 1. Update and present results of fiscal impact
Long-range financial planning services, including analysis of General Plan.
long-range operating revenue and expense forecasts.
Accocnts Receivable: Bill and collect revenue for 4. Establish business license field inspection
2. Revise ordinance to base business license fee ambulance, parking citations, and emergency
on prior yearls actual receipts. response billings.
3. Decrease outstanding receivables through more
timely follow-up of delinquent accounts.
the City; including utilities, business license, system.
Accourts Payable: Assemble and pay the debts of 1. Maintain turnaround time of 30 days to process
the City, including payroll. Satisfy requirements and pay invoices.
of taxing agencies.
General Accocntirw and Reporting: Prepare and 1. Provide City Manager and Council with timely
maintain accurate financial records; including monthly financial reports.
grants, capital projects, enterprise funds, 2. Distribute monthly expenditure sumnary on 5th
working day of month. assessment districts, investments, and fixed
assets. 3. Survey City departments to determine
departmental financial needs/requirements.
Audits: Reviews records of businesses in City that 1. Audit 40 major retailers and businesses; 3
support business license, saies taxes, franchise major hotels/motels; all franchise fees.
2. Review Cartsbad Convention and Visitors Bureau fees, and TOT revenue. Perform compliance reviews
and internal audits of City departments. for compliance.
SIGNIFICANT CHANGES:
This program eliminated one Account Clerk position. In addition, one Business License Representative and one
Accounting Supervisor are atlocated but not funded. Maintenance and Operation costs have decreased due to the
completion of various consultant projects and across the board reductions in other areas.
36
I
I
I
1989- 90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 23,237 s 29,142 3 28,541 3 26,955
MAINTENANCE OPERATION 37,838 41,670 52,542 58,425
CAPITAL OUTLAY 0 0 6,200 0
GRAND TOTAL 3 61.0~ $ 70,812 $ 87,283 3 85,380
POSI T IONS 0 0 0 0
PROGRAM: AUDIT FUND : GENERAL DEPARTMENT: FINANCE ACCT # 001-1330
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Complete City-wide financial audit under the requirements of Federal Circular A-102.
PERFOWNCE OBJECTIVES: PROGRAM ACTIVITIES:
m: Audit of City's financial records. 1. Complete Audit and submit to Councit and City Manager by December 31, 1992.
SIGNIFICANT CHANGES:
None.
38
1990 - 91 1989-90
ACTUAL ACTUAL I
1
I
PERSONNEL s 182,045 s 194,984
MAINTENANCE OPERATION 157,487 150,933
CAPITAL OUTLAY 4,105 6,133
GRAND TOTAL s 343,637 s 352,050
POSITIONS 5 6
1992-93 1991 -92
BUDGET BUDGET
s 253,913 s 253,697
152,091 134,700
0 0
s 406,004 s 399,897
6 6
PROGRAM : HUMAN RESOURCES
FUND : GENERAL DEPARTMENT: HUMAN RESOURCES ACCT # 001-1510
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide service to City departments for their human resources needs; administer personnel functions; assist in attracting, developing, and retaining a competent and motivated work force.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Emloyment Services: Administer a merit personnel 1. Conduct any recruitment with the objective of system, Affirmative Action Program, personnel attracting well qualified applicants for guidelines, training, new employee orientations, available positions.
contemporary testing methods, effective employer/ 2. Continue to review the City's employment employee relations, maintain an equitable policies to insure that they are free frm classification system. Provide services in the artificial barriers. area of employment focusing on continuing the
City8s proactive outreach efforts to attract and
retain qualified minorities, women, veterans, and
handicapped applicants.
Classification and Conoens ation: Continually 1. Conduct all salary surveys in accordance with
review and maintain the City's conpensation and established compensation policies and
classification system. guidelines.
Respond to the ongoing classification needs of the organization. 2,
Benefits: Administer and direct all the City's 1. Educate employees retative to their benefits.
comprehensive employee benefit programs. 2. Cmnicate and respond to questions and
3. Interpret and implement legislation that
inquiries relative to benefits.
affects benefits.
Emlove and Orsanizational Developnent: Provide 1. Continue to provide additional training through services to the organization in the areas of the Human Resource Management Seminar Series.
Train all employees in valuing diversity in the employee development and organizational development. work place and provide training regarding the
City of Carlsbad's Drug Free Work Place policy.
3. Begin to develop Employee Programs which
provide for a better understanding of the
values, cultures, functions, responsibilities,
and benefits of employment with the City of
Car L sbad.
2.
SIGNIFICANT CHANGES:
One Compensation Technician position is allocated but not funded. Costs associated with recruitment and hiring of staff have been reduced, as have benefit consulting services.
40
1989- 90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 0 $ 0 $ 0 $ 0
MAINTENANCE OPERATION 1,240,108 1,381,892 1,743,179 2,130,906
I
I CAPITAL OUTLAY 0 0 0 0
1 GRAND TOTAL $ 1,240,108 $ 1,381,892 S 1,743,179 B 2,130,906
POSIT IONS 0 0 0 0
2
PROGRAM : RESEARCH FUND : GENERAL DEPARTMENT: RESEARCH ACCT # 001-1610
MAINTENANCE OPERATION
CAPITAL OUTLAY
~ ~~ ~ ~
WORK PROGRAM:
Provide the City Manager's Office with the necessary resources and information to assist the City Council in making policy decisions, and in accomplishing their Five-Year Vision Statements and annual goals.
WQRKEOAD MEASURES: 1991-92 PROGRAM ACTIVITIES:
Cwncil Support: Respond promptly to City Council 1. Number of agendas reviewed from
requests, prepare agenda bills, research informa- outside public agencies: 150
tion for Council reference to use at presentations to the public, track all follow-up action requested by Council a& keep City Manager informed of
status.
PdLic Reauests for Action: Respond to all public 1. Number of public requests for
requests for action, refer to appropriate action reviewed: 208
department for response and follow-up with notification and results.
City Manager Staff Support: Conduct research and 1. Nhr of Oemographics/Statistical
make recomnendations, and coordinate with other
departments for input. Develop high quality computer graphics. Serve as demographic resource. Coordinate development and updating of departmental and Council objectives. Monitor Council follow-up requests. Provide staff support and guidance to the Child Care Comnission and Cable Television Foundation.
analysis for City Manager, prepare staff reports, requests received: 100
des i gned: 200
2. Number of presentation graphics
3. Nwnber of Cable T.V. Foundation 35 grants processed:
Legislation: Monitor legislative activities in 1. Number of legislative bills tracked: 101
2. Number of Legislative letters written: 526 Sacramento and Uashington D.C.. Prepare legislative status reports, review and respond to legislation in accordance with legislative platform 3 Number of Legislative status reports and update Legislative platform annually. Inform prepared: 36 City departments of legislation that may affect the City and request input.
SIGNIFICANT CHANGES:
Maintenance and Operation costs are down due to the elimination of the Child Care Comnission consultant.
Research office staff will absorb these duties.
42
PERSONNEL
MAINTENANCE OPERATION
CAPITAL WTLAY
I
I
I GRAND TOTAL
POSIT IONS
1989-90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
S 215,907 S 270,793 S 286,027 S 290,174
120,900 133,676 134,257 155 I 632
39,940 224,648 11,133 0
s 389,523 s 629,698 s 452,792 s 393,574
6 6 6 6
PROGRAM: ADMINI STRATI ON
FUND : GENERAL DEPARTMENT: INFORMATION SYSTEMS PAGE TWO ACCT # 001-1710
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY / 4 990 CY / 1991
1. Minutes for 14 Minutes for 17 Minutes Service: Comnissions and Comnittees. Boards, Cmissions, Boards, Comnissions, Provide minutes for City Boards,
and Comnittees. and Comnittees.
SIGNIFICANT CHANGES:
None.
44
1
I
I
1989-90 1990-94 1991-92 1992 - 93 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 190,617 S 262,549 S 248,958 S 249,528
MAINTENANCE OPERATION 298,457 450,235 475,845 425,100
CAPITAL WTLAY 0 0 14,236 2,600
GRAND TOTAL S 489,074 S 712,781p S 739,039 S 677,228
POSIT IONS 3 5 4 4
1989- 90 1990-91
ACTUAL ACTUAL
PER SON N EL 3 99,594 S 415,474
MAINTENANCE OPERATION 107,423 98,882
CAPITAL OUTLAY 3,237 0
GRAND TOTAL $ 210,254 S 214,356
POSIT IONS 2 2
1991-92 1992-93 BUDGET BUDGET
S 127,244 S 116,645
125,550 107,500
0 0
S 252,794 S 224,145
2 2
I
I
1
1992- 93 1991-92 1989- 90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 3 0 3 0 3 0 $ 0
MAINTENANCE OPERATIQN 788,990 1,208,183 1,014,448 1,035,000
CAP I TAL OUT LAY 0 0 0 0
GRAND TOTAL 3 788,990 S 1,208,183 3 1,014,448 $ 1,035,000
POSIT IONS 0 0 0 0
I 1992 - 93 1991 -92 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 0 s 0 B 0 $ 0
MAINTENANCE OPERATION 677,914 282,320 1,024,wa 850,000
CAPITAL OUTLAY 0 0 0 0
4 GRAND TOTAL B 677,914 s 282,320 $ 1,024,198 B a50,ooo
POSITIONS 0 0 0 0
I
I
I
I
I
I
I
I
I
I
I,
I
I
I
I
I
I
I
B PROGRAM: MIX. NON-DEPARTMENTAL ACCT # 001-VARIC
1989-90 1990-91 1991 -92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
10-41-2993 Comnunity Promotion 147,182 220,375 282,443 204,000
10-50-2993 Comnunity Contributions 62,900 82,430 98,530 75,000
19-67-1922 Hosp Grove Debt Service 768,300 876,585 482,075 872,950
19-90-2340 Leases (mandated & contractual) 236,500 113,541 230,000 700,000
19-90-2489 Animal Regulation Contract 67,681 78,106 94,240 120,000
19-90-2520 Dues and Subscriptions 21,581 24,877 36,000 30,000
19-90-2999 Contingencies (Budget request) 1,700,000 1,700,000 2,000,000 1,109,963
62-10-2211 Street Lighting Assessment 28,000 28,000 28,000 28,000
161-4122 Tree Maintenance Assessment 0 96,700 81,200 77, I40
19-90-2198 Golf Course Contribution 0 740,000 329,800 640,000
19-90-2477 Property Tax Administration Fee 0 0 90,000 165,000
001-1051 Hiring Hall 0 0 65,000 80,000
19-90-2479 Bond Service 0 0 9,550 13,500
& 2921
49
50
t
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i
i
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I
I
1
1,
I
I
I
I
1
I
1
I 1
I
I
E
1991 -92 1992-93 1990-91 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 5,779,130 s 6,a2a,w s 7,645,222 s 7,485,175
MAINTENANCE OPERATION 1,412,487 1,720,216 2,104,568 1,874,991
CAPITAL OUTLAY 98,502 117,382 14,000 0
GRAND TOTAL s 7,290,119 s a,m,o82 s 9,763,790 s 9,360,166
POSIT IONS 100 109 110 111
1989-90 1990-9 1 ACTUAL ACTUAL
PERSONNEL S 156,708 S 207,150
MAINTENANCE OPERATION 146,880 257,978
CAPITAL OUTLAY 0 0
GRAND TOTAL s 303,588 $ 465,128
POSIT IONS 2 3
1991-92 1992 - 93 BUDGET BUDGET
S 271,229 S 296,164
543,393 514,942
Q 0
s 814,622 81 1 ,106
4 3
I
E
I
1989-90 1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 3,027,552 s 3,674,008 s 4,025,249 s 3,927,820
MAINTENANCE OPERATION 527,562 713,243 622,410 594,895
CAPITAL OUTLAY 76,388 47,085 0 0
GRAND TOTAL S 3,631,502 S 4,434,336 S 4,647,659 S 4,522,715
POSIT IONS 49 54 54 54
PROGRAM: INVESTIGATIONS FUND : GENERAL DEPARTMENT: POLICE ACCT # 001-2130
MAINTENANCE OPERATION
CAPITAL WTLAY
WORK PROGRAM:
To provide follow up investigations leading to the identification and apprehension of persons responsible for
the cmission of crimes. To provide coordination of the criminal justice process, to recover property and to
process property and evidence. To enforce and investigate juvenile offenses, and to provide juvenile diversion
services and programs.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
- 1 989 1990 1991
1,516 1 ,729 1,614
Investigations: Investigate and follow-up on crime 1. No. of Reports:
and incident reports.
Case Closures: Clearance rates for FBI Index 1. Clearance Rates:
crimes for: 4i% 49x 39%
26% 22% 1 ax Violent Crimes " includes homicide, rape,
robbery and aggravated assault.*
Property Crimes - includes burglary, larceny
theft and motor vehicle theft.*
Prowrty Recovery: Property recovered from 1. Property Clearances: burglary, larceny theft, and motor vehicle theft.
49% 43% 33%
Juvenile Diversion: The diversion of juveni les, 1. Juveniles Diverted:
both delinquent and pre-delinquent, within and
rehabilitative opportunities.
prior to the criminal justice system for 440 500 500
* Note: This rate is the proportion of crime
cases cleared by charging a suspect or
by identification of an offender who
cannot be arrested (exceptional
clearance).
SIGNIFICANT CHANGES:
The additional sworn position will be assigned to the regional auto theft team with SB2139 revenue funds to be reimbursed to the City. SB2139 generates revenue from a $1 addition to the vehicle registration fees. The
reduced Maintenance and Operation budget is the result of shifting costs for the Juvenile Diversion Program from
the General fund to the Police Asset Forfeiture fund.
54
I
i
I
1991-92 1992-93 1990- 91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 211,951 $ 227,735 S 250,230 $ 239,023
MAINTENANCE OPERATION 25,886 25,556 22,551 16,100
CAPITAL OUTLAY 12,999 1,884 0 0
GRAND TOTAL S 250,836 S 255,175 $ 272,781 S 255,123
POSIT IONS 3 3 3 3
PROGRAM: TECHNICAL SERVICES FUND : GENERAL DEPARTMENT: POLICE ACCT # 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 systems coordination and recruitment personnel.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
1. Conduct research and development on improved Cammicaticas: Provide routine and emergency systems.
cmnications service to police, fire and
emergency medical programs.
1. Work with patrol division to improve Crime Prevention: Present crime prevention and
neighborhood watch programs throughout the City.
Assist in comnunity relations programs and oversee
the False Alarm program. .
Traininq & Persomet: Coordinate all department
training, recruit new employees, organize testing
programs and conduct P.0.S.T- mandated pre-
employment investigations.
participation of employees.
1. Develop a training plan.
1, Develop an improved monthly reporting system. Records: Provides processing, filing and
maintenance of all department official records.
Responsible for data entry into the ARJIS system
and for statewide reporting of crime information.
Responsible for public reception, information and
fingerprinting.
SIGNIFICANT CHANGES:
Budget reductions in Maintenance and Operation occur throughout. The training and supply budgets have been
reduced as well.
56
I
I
1
1989-90 1990-91 1991 -92 1992- 93
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 s 0 S 126,301 S 121,446
MAINTENANCE OPERATION 0 0 13,619 9,169
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL s 0 s 0 S 139,920 S 130,615
POSIT IONS 0 0 2 2
PERSONNEL
MAINTENANCE OPERATION
CAPITAL CUTLAY
GRAND TOTAL
POSIT IONS
1991 -92 1992-93 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 1,750 S 4,386 f 2,800 S 4,000
3,428 9,365 10,100 14,100
799 0 0 0
s 5,977 s 13,751 s 12,900 s 18,100
0 0 0 0
I
I
i
1991-92 1992 - 93 1990-91 1 989 - 90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 449,373 s 516,769 s 568,441 s 526,oao
MAINTENANCE OPERATION 68,167 90,216 1 1 1 ,576 102,936
CAPITAL OUTLAY 2,154 1,179 2,000 0
GRAND TOTAL S 519,694 S 608,164 S 682,017 S 629,016
POSIT IONS 8 a 8 8
1 988 - 89 1989-90 1990-91 ACTUAL ACTUAL BUDGET
PERSONNEL $ 4,772,767 $ 5,656,282 S 5,996,596
MAINTENANCE OPERATION 693,834 803,313 831,734
CAPITAL OUTLAY 219,586 57,077 854
GRAND TOTAL $ 5,686,187 $ 6,516,672 $ 6,829,157
POSIT IONS 81 81 81
1991-92 BUDGET
$ 6,137,085
788,987
800
$ 6,926,872
81
PROGRAM: ADMINISTRATION FUND : GENERAL
I
I
4
I
P
I
R
I
1
I
1
I
I
1
1
I
ff
E
e DEPARTMENT: FIRE ACCT 1y oat-2210
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Coordination: Provide program direction and 1. Continue supervisory training seminars for a
planning for all divisions. Fire Captains.
2. Facilitate team building programs for a
members of the management team.
3. Facilitate the remodeling of Fire Stations 0
and Two, thus improving employee worki
conditions.
Plaming: Provide a planning interface with other 5. Monitor developnent in the north and southe:
City departments and regional agencies in order to quadrants under the Growth Management Progi facilitate improved fire services. toward scheduling the relocation of F
Station Three and Six.
2. Participate in the San Diego County Unif? Disaster Counci 1 and Hazardous Materit
Response, Joint Powers Authorities.
3. Coordinate departmental information systems
4. Participate in regional planning activities
SIGNIFICANT CHANGES:
The Maintenance and Operation budget is lower due to reduced Data Processing Charges.
61
PROGRAM: FIRE SUPPRESSION FUND : GENERAL DEPARTMENT: FIRE ACCT # 001-2220
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipwnt and properly trained
personnel.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Resme Levels: Maintain a high and safe Level of
safety services throughout the City.
1. Maintain a five minute or Less response time to
Priority 1 fire and medical calls for service.
2. Maintain fire apparatus equipment and
facilities at a high Level of readiness.
Training: Provide all safety personnel appropriate 1. 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
personnel on a monthly basis. citizens.
3. Continue to develop and review standard
operating procedures conforming to national
safety guidelines.
4. Certify all probationary firefighters as State
Firefighters I by the end of their probationary
year.
Service: Operations personnel wi 11 maintain a 1. Engine companies to participate in public
positive comnunity profile of service, education programs, special comnunity events
friendliness, and responsiveness. and code enforcement inspections on an annual
basis.
SIGNIFICANT CHANGES:
None.
62
PROGRAM : FIRE PREVENTION FUND : GENERAL
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I DEPARTMENT: FIRE ACCT # 001-2230
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Manage the potential for fire loss in the comnunity through fire code enforcement and public educati activities which increase citizen awareness of fire and life safety practices. I
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Enforcement and Erwineering: Provide code 1. Perform 300 inspections in high ri enforcement occupancy inspections in existing occupancies.
2. Conduct fire inspections in all City buildin public buildings and those under construction.
annual ly.
3. Perform code cmpliance reviews on anticipated 700 construction plan submittal:
4. Perform 1,000 new construction and follow- inspections.
5. Computerize management of fire inspections the second quarter.
Education: Conduct and participate in informative 1. Conduct fire safety education programs for 2
programs for the general public on disaster and 4th grades in all schools within the Cit
preparedness and fire safety.
2. Provide comnunity safety educational progra
pubtic and private.
which foster self-help and reliance preparing for and in the handling
emergencies,
public bi-monthly. 3. Mail fire safety information to the gener
SIGNIFICANT CHANGES:
One Fire Prevention Officer 111 is allocated but not funded. due to the transfer of costs for the Neighborhood Watch Newsletter to the Police Department. The Maintenance and Operation budget is reduc I
63
PROGRAM: EMERGENCY MEDICAL SERVICES FUND : GENERAL DEPARTMENT: FIRE ACCT # 001-2240
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide paramedic level ambulance care to the City, meeting or exceeding the guidelines of State and County
agenc i es .
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Resumse Levels: Maintain a high and safe level of
safety services throughout the City.
1. Operate two paramedic ambulances meeting the
San Diego County criteria for paramedic level
care.
Training: Provide all safety personnel appropriate 1. Audit paramedic requirements set by State and
training in order to enhance their personal safety
while also enhancing the services provided to the 2- Conduct an annual physical fitness appraisal c i ti zens.
3. Provide technical training to all personnel on
4. Implement a Quality Assurance Program for all
County regulatory agencies quarterly.
program for all personnel.
a monthly basis.
medical calls for service.
SIGNIFICANT CHANGES:
None.
64
I
1
E
1992-93 1991 -92 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 0 S 0 S 0 S 0
MAINTENANCE OPERATION 41,627 29,619 39,138 35,950
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL S 41,627 S 29,619 S 39,138 $ 35,950
POSIT IONS 0 0 0 0
PERSON NE L
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1992-93 1991 -92 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
8 81,462 $ 93,600 8 100,864 104,354
56,642 62,093 70,430 69,889
0 a,= 854 0
s 138,104 s. 164,559 s 172,148 $ 174,243
1 1 1 1
I Community De velopmen f
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
1
I GRAND TOTAL
POSIT IONS
1992-93 1991-92 1989-90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
S 221,187 S 243,236 S 280,081 S 287,082
331,990 321,315 379,735 224,200
8,144 9,476 0 0
S 561,321 S 574,027 S 659,816 S 511,282
7 6 6 6
PER SON N E L
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1991-92 1992-93 1 990 - 91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
$ 0 S 2,210 S 92,483 S 72,184
253,160 0 18 272,950
0 0 0 0
s 0 S 2,220 S 365,433 S 325,344
0 2 2 2
PROGRAM : HISTORIC PRESERVATION FUND : GENERAL
1
I DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 001-3411
I
1
8
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I:
B
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1
I
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MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To provide for the protection, preservation, recognition and enhancement of the City's existing and continui I her i tage.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Documentation and Review of Sites: Research, 1. Maintain and update the Historic Resour
photos and video recording of potential historic Inventory.
sites within the City. Identify and recomnend thehistoric designati
of various historic sites.
2.
Historic Preservation Education: Participation in 1. Develop and publish a quarterly preservati
and the promotion of public education pertaining to
2. Develop and distribute an information historic areas and sites.
newsletter.
preservation brochure.
m
Plaaue Program: Procedures to recognize historic 1. The Historic Preservation Comnission wi
sites by identifying various sites with nunbered develop procedures and criteria f
plaques that wiLl eventually be part of a identification of historic sites to be label
historical tour. with numbered plaques.
Review of Environnental Docunents: Review of EIR 1. The Historic Preservation Comnission will a
Cultural Resource Reports. in an advisory capacity to staff in the revi
of developwnt plans affecting histor I resources.
SIGNIFICANT CHANGES:
Staffing for the Historic Preservation Comnission is shared by Engineering, Planning and Comnunity Develope
Admini st ration.
69
PROGRAM: ENGINEERING FUND : GENERAL DEPARTMENT: ENGINEERING ACCT # 001-3110
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Engineering Division provides engineering services to the public and other City departments regarding the preparation and processing of designs and construction documents. The department is also responsible for
ensuring that development and public improvements are properly designed and constructed without jeopardizing public safety or the well being of the connrnity.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
ADMINISTRATIOW
Coordination Function: Coordinate and direct all 1. Establish program and quarterly review process divisions to ensure accomplishment of City Council to ensure all management objectives are
Goals and Objectives.
Adninistrative and Clerical Support Function: 1. Complete cross training program for all
Provides administrative and clerical support to all department clerical staff during the 1992-93
other divisions. fiscal year.
Management Reportim System Furction: Ensure that 1. Generate and distribute Management Reports Management Reporting System is accurately during the second week of each month. maintained and generates all reports on schedule.
Record Keeping Function: Provide accurate records filed in a standardized and efficient manner.
completed within established timeframe.
DEMLWMENT
Land Use Developrrot Revieu: Provide comprehensive 1. Process all complete applications within 6 engineering input to the Planning Department for months (without EIR) or 12 months (with EIR). all Land Use Development applications within Process small projects within 3 months.
2. Maintain turnaround time for application statutory time limits and divisional goals.
completeness review of 20 days.
3. Complete reviews expending no more than 66 man hours (Master Plan), 71 man hours (Major Project), 20 man hours (Minor Project), or 6.5 hours (Misc. Project).
Engineering Plancheck: Process all engineering 1. Reduce overall plancheck time (time which plans development plans and maps in a professional manner are within City possession) to 60 days for maintaining a high quality and meeting production small projects, 75 days for medium projects, goals. and 90 days for large projects.
2. Maintain an average turnaround time of 14 days
3. Reduce the number of continuing planchecks to
for all planchecks.
a minimum.
Developmntal Services: To ensure all Engineering 1. Ansuer all phone calls within 24 hours.
questions related to land development are answered in a timely and friendly manner. 2. Provide complete engineering coverage of front
counter and make initial contact with all citizen/ customers within 5 minutes.
- (cont i nued)
70
1
PROGRAM : ENGINEERING FUND : GENERAL DEPARTMENT: ENGINEERING PAGE TWO ACCT # 001-31
1
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2 u
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# PROGRAM ACTIV IT1 ES : PERFORMANCE OBJECTIVES:
TRANSPORTATION AND CAPITAL PROJECTS
Investigations: Review, analyze and report on a 1. Complete investigations within a timely mann wide variety of traffic issues, concerns, (2-4 weeks). Follow-up on recomnendations
complaints and inquiries. issuing work orders, proposals for C.I.
consideration or developer obligations.
Continuing Ope rations: Maintain up-to-date record 1. Update speed surveys prior to expiration and
of collision reports, speed surveys, traffic counts accordance with vehicle code; log, pin and fi
and assist in maintaining optimwn traffic signal col l ision reports wi thin two weeks of receivi operations. them; conduct traffic counts on an as-need basis; and respond to traffic signal proble on a same-day basis.
Project Revieus: Review traffic control plans, 1. Complete reviews in a timely manner to mainta
signing and stripping plans and traffic signal department goals for plancheck service
plans. Review project submittals for good Provide imnediate response to inter-departme
transportation planning concepts. Provide needs and concerns.
interdepartment coordination on various issues on
an as-needed basis.
Coordination: Coordinate the design, construction, 1. Thoroughly and efficiently scope all capit and inspection of the City's Capital Projects projects. Direct the design and constructi
Program. Provide safe, efficient, and economical of public projects. Provide support a
inspection services for all projects within the assistance to clients and City departmen
City through a combined and comprehensive through a coordinated Capital Program. inspection program.
Cwrstruction and Inspection: Provide a thorough 1. Complete inspections in a timely manner. inspection of all projects through the application
of clear, concise, and uniform construction
management practices and policies. Assist in
construction quality control.
SIGNIFICANT CHANGES:
A total of seven positions are allocated but not funded. Included are one Assistant Traffic Engineer, o
Construction Inspector, one Assistant Civil Engineer, one Engineering Technician 11, and three Associate Civ
Engineers. Staff remaining is sufficient to meet current workload requirements
71
1991 -92 1989- 90 1990 - 91 ACTUAL ACTUAL BUDGET
PERSONNEL $ 12,761 $ 16,800 $ 18,950
MAINTENANCE OPERATION 16,144 17,766 17,000
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 28,905 $ 34,566 $ 35,950
POSITIONS 0 (3 0
~ ~~ ~
1992-93 BUDGET
S 16,930
13,350
0
S 30,280
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
I
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POSIT IONS
a
1992-93 1991 -92 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
S 815,545 S 1,253,476 S 1,419,736 S 1,413,050
31 6,804 392,755 1,157,486 5 54,665
25,532 66,797 0 0
S 1,157,881 S 1,713,028 S 2,577,222 S 1,967,715
18 24 27 27
PROGRAM : GROWTH MANAGEMENT FUND : GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT # 001-3240
MAINTENANCE OPERATION
CAPITAL OUTLAY
~~ ~~~~ ~
WORK PROGRAM:
Implement, monitor and update the City's Growth Management Program.
PERFORMANCE OBJECTIVES: PROGRAM ACTIVITIES:
Prmration of Local Facilities Management Plans:
Work with property owners and their consultants in
each of the City's Local Facilities Management
Zones in order to complete the second phase of
growth management, which is the preparation of a
specific Local Facilities Management Plan.
Monitoring: Monitor the growth activity in the 1. Distribute monthly status report.
City and assess the impacts on public facilities
for each of the eleven public facilities.
1. Review and process Local Facilities Management
Plans for Zones 10, 17, 20(A), 23, and 25.
2,
3. Complete and adopt Comprehensive Annual
Update project monitoring map weekly.
Monitoring Report and update once.
Coordination with Finance Dmrtment: Uork with 1. Process Financing Plans for Zones 20 and 22.
finance Department on Mello-Roos District, Zone
Financing Plans, Fiscal Impact of the General Plan,
and the Capital lmprovement Program.
Phlic Information: Provide Growth Management 1. Meet regularly with Planning and Engineering
information to the public and staff. staff to answer questions on implementation of
Growth Management requirements. Keep Growth
Management Notebook up to date.
SIGNIFICANT CHANGES:
The Growth Management Manager and Senior Planner positions are allocated but not funded. Maintenance and
Operation costs are lower due to the elimination of funds for special studies.
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1992-93 1991 -92 1989- 90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL S 458,100 S 523,331 S 687,375 S 601,347
MAINTENANCE OPERATION 423,084 402,211 448,539 343,901
CAPITAL OUTLAY 20,938 30,065 0 0
GRAND TOTAL S 902,122 S 955,607 S 1,135,914 S 945,248
POS I T I ONS 10 15 15 15
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Culture and Recreation
e
PROGRAM: Ll BRARY
FUND: GENERAL
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8 DEPARTMENT: LIBRARY SUMMARY
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Carlsbad City Library provides educational, informational, and recreational services for all comnunit residents; provides both print and non-print materials that respond to the interests and needs of a divers population; provides convenient access and adequate space for users and resources; and promotes a broa awareness of the library and its services throughout the comnunity. The library contributes to the enrichmen of Carlsbadls citizens by supporting lifelong learning and the pursuit of knowledge.
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1989-90 1 990 - 91
ACTUAL ACTUAL
PERSONNEL S 288,620 $ 369,404
MAINTENANCE OPERATION 156,043 208,4.42
CAPITAL OUTLAY 30,798 10,285
GRAND TOTAL $ 475,461 $ 588,131
POSITIONS 6 9
1991-92 1992- 93
BUDGET BUDGET
S 372,013 S 327,539
242,598 205,695
0 0
$ 614,611 S 533,234
7 7
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSI TI OMS
1992-93 1990-91 1991 -92 1989-90 ACTUAL ACTUAL BUDGET BUDGET
S 172,366 S 185,926 S 299,810 S 291,660
18,041 4,857 5,932 5,600
0 2,526 0 0
S 190,407 S 193,309 S 305,742 S 297,260
2 2 3 3
1991 -92 1989-90 1990-91
ACTUAL ACTUAL BUDGET
PERSONNEL $ 280,860 $ 270,790 $ 304,172
MAINTENANCE OPERATION 167,844 185,327 140,738
CAPITAL OUTLAY 0 3,365 0
GRAND TOTAL s 448,704 s 459,482 s 444,910
POSI T IONS 5 5 5 - -
1992 - 93
BUDGET
S 273,658
123,000
0
s 396,658
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1991-92 1992 - 93 1990-91 1989-90
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 s 71,864 s 76,815 s 76,454
MAINTENANCE OPERATION 0 10,918 20,500 21,400
CAPITAL OUTLAY 0 1,013 0 0
GRAND TOTAL s 0 s 82,995 s 97,315 s 97,854
POSIT IONS 0 1 1 1
PROGRAM : CHILDREN'S SERVICES FUND : GENERAL DEPARTMENT: LIBRARY ACCT # 001-4030
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PRQGRAM:
To serve children from preschool through Junior High, the childrenls library introduces young people to the
wonders of reading; provides library skills classes, group tours, reading incentive programs, and activities
that educate or encourage creativity. The division also assists teachers and adult students in education, child
developnent and children's literature courses.
WORKLOAD MEASURES: PROGRAM ACTIVITIES:
1 988 - 89 1989-90 1990-91
General Reference Services: Respond to in-person 1. Reference Questions:
ad telephone questions, provide readers advisory,
library skills instruction and group tours.
Collection Developnent: Select new materials, both 1 1 Circulation:
print and non-print, and provide collection maintenance and stack organization. There was an
unusual peak last year due to the area Libraries being closed, but the trend is upuard.
29,643 30, a44 36,387
169,369 '154,376 190,791
Prwram Activities and Special Services: Swrmer 1. Programs:
Reading Club; special holiday and seasonal events. Annual short story contest, spelling bee, pet show, and educational and cultural enrichment programs. 2. Attendance:
Regular storyhour and story reading programs to introduce children to Literature and encourage creativity.
35 1 238 226
21,227 20,566 10,134*
*Format change in storyhours required registration
and limits attendance. Programs held in the
library uhere space also limits attendance.
SIGNIFICANT CHANGES:
One Librarian I1 position is allocated but not funded.
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSIT IONS
1989-90 1990-91 1991-92 1992-93
ACTUAL BUDGET BUDGET ACTUAL
S 269,047 $ 298,755 $ 325,349 $ 334,008
107,851 81 I 374 94,809 76,100
8,977 9,711 0 0
s 385,875 o 389,840 s 420,158 s 410,108
8 8 8 8
PROGRAM : FUND : GENERAL COLLECTION DEVELOPMENT AND ACQUISITIONS
DEPARTMENT: LIBRARY ACCT # 001-4041
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Coordinate the selection of materials and plan collection 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:
Ptaminq: Develop plans for the collection of 1. Plan collection development for two libraries materials. in the new system.
Budgetinq: Prepare departmental and library-wide 1. Detail material accounts by major subject.
materials budgets; monitor expenditures for department and materials.
Coordinate Selection of Materials: Coordinate 1. Coordinate purchase of materiais with 9400,000 setection and ordering of print and non-print capital budget for new library.
Coordinate selection and ordering of print and materials.
non-print materials in regular operating budget.
2.
SIGNIFICANT CHANGES:
Maintenance and Operation reductions are the result of eliminating funds for the purchase of audio visual materials. Video tapes are purchased from the Audio Visual Insurance fund.
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
1
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POSIT IONS
1989- 90 1990-91 1991-92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
S 58,192 S 66,340 S 71,420 S 70,786
23,771 27,298 23,500 21,800
0 1,284 0 0
S 81,963 8 94,922 S 94,920 S 92,586
1 1 1 1
1989-90 1990- 91
ACTUAL ACTUAL
PERSONNEL $ 80,604 S 80,970
MAINTENANCE OPERATION 16,788 26,102
CAPITAL OUTLAY 0 0
GRAND TOTAL $ 97,392 S 107,072
POSIT IONS 2 2
1992-93 1991 -92 BUDGET BUDGET
$ 86,097 8 86,034
29,147 26,100
0 0
S 115,244 S 112,134
2 2
1991-92 1990-91 1989-90
ACTUAL ACTUAL BUDGET
PERSONNEL S 154,356 S 168,717 S 193,464
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MAINTENANCE OPERATION 0 1 24,017 92,096
CAPITAL OUTLAY 0 0 3,636
GRAND TOTAL S 154,356 S 292,734 S 289,193
POSIT IONS 2 2 2
i 992-93
BUDGET
S 197,846
0
0
S 197,846
2
PROGRAM : CULTURAL ARTS FUND : GENERAL DEPARTMENT: LIBRARY ACCT # 001-4210
MAINTENANCE OPERATION
WORK PROGRAM:
Implement the goals and policies of the City's General Plan to plan, develop and promote the visual and performing arts and create a climate which encourages cultural and artistic development in Carlsbad.
PROGRAM ACTIVITIES: PERFOWNCE OBJECTIVES:
Imlement Arts Prosrams: Provide a variety of 1. Art in Public Places Program:
quality cultural programs, including all forms of - Carlsbad Library - work of three artists visual and performing arts to all Carlsbad - Alta Mira Park - hire artist/develop design residents. ~ Larwin Park - develop design
2. Provide educational opportunities and family
events for all citizens: - Visiting Artists Series (two artists in the
cmni ty) - Kite Festival
~ Make-A-Circus performance
" Jazz concerts (12 concerts in three 3. Continue performing: arts programing:
quadrants)
Dewtoo the Arts: Continue to develop the Arts 1. Developand strengthen the Arts Program through Program through strategic planning, education, grants allocation ($15,000). grants and active pursuit of private funding. 2. Implement the reconmendations of the Cultural Plan according to established priorities.
3, Seek private sources of funding for the gallery
4. Suboit grant applications to State and Federal funding agencies when applicable and request
local funding support for appropriate projects.
1. Ptan for opening and operating of art gattery
2. Facilitate development of cultural facilities
S-rt Cultural Facilities: in the Carlsbad Library.
as outLined in the Culturat Plan.
Camunitv and External Relations: Maintain close 1. Information Services: Produce a monthly contact with arts organizations, civic ctubs, City calendar and quarterly newsletter, send
departments and the Arts Associates. information to artists, schools and others on opportunities for developent. Answer inquiries by telephone.
2. Meet regularly with Arts Associates, arts organizations, Convention & Visitors Bureau and other arts/civic organizations.
SIGNIFICANT CHANGES:
The reduced Maintenance and Operation budget wi 11 el iminate the 1992 Sumner Pops concert and Temporary Sculpture exhibit.
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PROGRAM: SISTER CITY FUND : GENERAL
DEPARTMENT: LIBRARY ACCT # 001-4220
MAINTENANCE OPERATION I CAPITAL OUTLAY
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Program Coordination: Coordinate Sister City 1. Arrange and conduct visits by one (1) offici Program. adult delegation (11/92) and one (1) offici
student delegation (5/93) and various 0th
visiting delegations.
2. Coordinate ongoing student art exchan
pro j ec t s .
3. Coordinate Comnittee programs including fui
raisers, festivals, and scholarship exchan
programs.
SIGNIFICANT CHANGES:
Maintenance and Operation reductions have been made in the Travel account.
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL CUTLAY
GRAND TOTAL
POSl T IONS
1989- 90 1990- 91 1991-92 1992 - 93 ACTUAL ACTUAL BUDGET BUDGET
s 0 s 0 s 0 s 0
73,810 86,696 60,954 60,000
8,468 0 5,500 0
S 82,278 S 86,696 B 66,454 B 60,000
0 0 0 0
1991-92 1990-91 1989- 90
ACTUAL ACTUAL BUDGET
PERSONNEL s 0 s 0 s 0
MAINTENANCE OPERATION 166,798 87,017 153,993
CAPITAL OUTLAY 0 0 0
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POS I T I ONS 0 0 0
1992-93
BUDGET
s 0
262,000
0
S 262,000
0
I 1989-90 1990-91 1991 -92 1992-93
ACTUAL BUDGET BUDGET ACTUAL
PERSONNEL s 0 s 0 s 0 s 0
MAINTENANCE OPERATION 0 7,889 3,000 20,30Q
CAPITAL OUTLAY 30,141 ' 33,708 19,700 18,000
GRAND TOTAL $ 30,141 S 41,597 S 22,700 S 38,300
POS 1 TI ONS 0 0 0 0
PRO GRAM : PARKS AND RECREATION FUND: GENERAL
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1 DEPARTMENT: PARKS AND RECREATION SUMMARY
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The City of Carlsbad's Parks and Recreation Department receives guidance and support from the City Manager
office, the Parks and Recreation and Senior Comnissions, and the City Council. The department is ultimate
responsible for providing the current operation and future development of park sites, facilities a
recreational programs for Carlsbad residents, employees and tourists in an effort to provide optimum leisu
opportunities within the ccinnunity.
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1989- 90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET
PERSONNEL $ 280,053 $ 320,495 S 346,133
MAINTENANCE OPERATION 222,733 145,497 257,145
CAPITAL OUTLAY 4.E3 7,332 0
GRAND TOTAL S 507,539 S 473,324 $ 603,278
PQS I T I ONS 5 5 5
1992-93
BUDGET
S 334,768
236,640
0
S 571,408
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PROGRAM : COMMISSION FUND : GENERAL
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I DEPARTMENT: PARKS AND RECREATION ACCT # 001-4111
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide reconmendations in an advisory capacity to the City Council on matters pertaining to the currei
operations and future planning of park faciiities and recreational programing. Provide recomnendations to Ci’ staff in an effort to ensure effective/efficient operation of the Parks and Recreation Department.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Carmission Meetings: Hold Park and Recreation 1. Review, discuss, and recomnend action on pal and recreational issues based upon staff ai Comnission meetings once monthly to address relevant issues as they pertain to the comnunity. comnunity input, Council policy, and Par1
and Recreation Element Goals and Objectives
2. In an advisory capacity, recomner
appropriate action on parks and recreatic
issues necessitating Council direction.
Review Carmnitv Issues: Establish appropriate 1. Provide Comnission representation on the Opt
subcommittees and/or provide Commission Space Cornittee>
Represent the Parks and Recreation Cornissic representation to address and evaluate specific
on the Subcomnittee to examine a Citywic areas requiring in depth review of relative comnunity issues. cultural facilities program.
Represent the Parks and Recreation Cornissic
on the Carrillo Ranch Rehabilitation at
Structure Stabilization Comittee.
2.
3.
Education: Continually improve Comnission 1. Provide and attend annual Parks ar
credibility and effectiveness in forlrmlating Recreation Cmission Workshop.
2. Meet ad confer with appropriate City stai recomnendations on cMnnunity concerns.
regarding issues of discussion.
3. Provide and attend tours of comnunity pai
sites, recreation programs, and speciz
events .
4. Maintain executive membership in Californi I Park and Recreation Society.
SIGNIFICANT CHANGES:
None.
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PROGRAM : OPERATIONS FUND : GENERAL DEPARTMENT: PARKS AND RECREATION ACGT # 001-4121
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Maintain, preserve and enhance 240+ acres of park facilities, school athletic fields, beach and beach accesses, and landscapes at various civic facilities. Manage over 600 acres of open space/udeveloped parkland and
provide services to other departments and comrmnity groups.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1989-90 1990-91 1991-92
Turf and Landscape Maintenance: Direct management 1. Turf Acres Maintained: of 75+ acres of turf and 125+ acres of landscaping.
Duties include mowing, fertilization, renovation, replanting, triming, pesticide application, raking 2. Landscape Acres Maintained:
leaves/debris, turf sweeping, weeding, cultivation,
edging, aerating, reseeding, irrigation programing
and equipnent maintenance.
Bathroom Maintwrance/Litter Control/Picnic Area 1. Rest Stations Maintained:
services: Inspect, maintain, clean, paint and
repair 11 separate rest roan facilities (as well as 6 portable units) 3 times per week. Clean, 6 6 6 (portable)
restock, sanitize, paint and plumbing repairs make up the duties of this activity. Clean all parks, beach accesses and beach areas 3 times weekly to 152 158 350
rmve all litter and service all trash receptacles.
74 75 75
124 126 126
11 11 11 (permanent)
2- Trash Receptacles Services:
1. Tennis Courts Maintained: Cwrt/Field/Tot Lot Maintenance: Maintain 25
tennis courts (19 lighted), 11 basketball courts, 19 19 19 and 20 softball/baseball fields. All athletic courts are cLeaned/inspected on a weekly basis and
fence inspections/repairs, and playing surface
inspections. Weekly maintenance of all tot lots
tilling and play equipnent inspection, repair and necessary documentation of such actions.
2. Ballfields Maintained:
include washing down, sweeping off, blowing off, 20 20 20
which includes sand raking/leveling, sand roto- 9 9 9
3. Tot Lots Maintained:
4. Basketball Courts Maintained:
19 11 11
5. Soccer Fields Maintained:
11 11 11
Irrigation Maintenance: Maintain all landscape 1. Irrigation Measures/No. of Controllers:
80 84 85 irrigation systems of City facilities. This includes over 85 different controllers with over 1,050 valves. Duties include replacement, repair 2. Irrigation Measures/No. of Valves:
1,000 1,050 1,058 trouble shooting and now minimal data entry/ programing via the proposed centralized irrigation
system.
(continued)
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PRO GRAM : OPERATIONS FUND : GENERAL DEPARTMENT: PARKS AND RECREATION
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PAGE TWO ACCT # 001-4121
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
1991 -92 1989- 90 1990 - 91
Open Space Maintenance: Provide maintenance 1. No. of Acres:
activities to City owned open space and areas of additional maintenance responsibilities. Duties 408 408 450
include trash removal, clean up and weed abatement.
Miscellaneous Maintenance/Repair and Special
Request: These activities are difficult to measure
and include repair and upgrading to park
structures, facilities, pLay equipment and fencing.
Installation of play equipment, bleachers, drinking fountains, soccer goals, trash enclosures, concrete
work, and painting projects. Additional activities also include special projects and requests by the
comnity for turf installation, sculpture installations, various redevelopent requests and
cmnity garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities.
SIGNIFICANT CHANGES:
One Park Maintenance Worker I position is allocated but unfunded. Maintenance and Operation budget reductio
have been made in water, supplies, outside services and utilities, and will affect the appearance of parks
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rnuunniyi; I ncc i~iiii uiMiibc FUND : MAINTENANCE ASSESSMENT DEPARTMENT: PARKS AND RECREATION ACCT # 161-4122
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space areas, and trees at all City facilities.
WORKLOAD MEASURES: PROGRAM ACTIVITIES:
1991 -92 1990-91 I 989-90
Street Trees: The Division Program provides 1. No. of Work Orders/Citizen Requests Completed:
maintenance for over 25,000 trees on City right-of- ways. The maintenance consists of pruning, planting, removal and root pruning. The division 2. No. of Trees Trimned:
annually responds to 600+ Street Tree work order/
requests, rmves SO+ trees, and plants over 100+ trees. 3. No. of Trees Removed:
543 561 5 44
623 614 505
54 43 75
4. No. of Trees Planted:
108 997 900
Contractual Tree Uaintenance: Provides an on going 1. No. of Trees Pruned:
program for contracting, administering and over- seeing Street Tree maintenance program beyond the
scope of this division.
63 82 as
1. No. of Right-of-way Miles Treated/Maintained: Weed Abatement: This program involves the
treatment of undeveloped right-of-way and open 100 89 60 space areas for ueed growth removal. The activities include herbicide application, and cul- 2. No. Gallons of Mixed Herbicide Applied:
tural practices to eliminate weed growth. 4,800 3,200 2,200
Hosp Grove Maintenance: Program currently involves 1. No. of Probation Hours:
quarterky maintenance of Hosp Grove. Work consists
of clean-up, recruiting volunteer and grant . assistance and removing hazardous trees. 2. No. of Volunteer/CCC Hours:
360 324 270
290 330 0
3. No. of Regular Hours:
90 72 60
Uiscellaneous Uaintenance: Currently the Tree division performs 600 hours of miscellaneous work consisting of installation of Christmas decorations, flags and banners for Spring/Fall Faire, Christmas Tree recycling, assistance with
Spring clean-up, various work for other departments
and assistance with cmnity volunteer programs.
SIGNIFICANT CHANGES:
None.
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CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1989-90 1990 - 91 1991-92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
s 59,356 s 64,400 s 84,043 s 84,398
32,402 89,706 174,960 172,203
8,800 0 0 0
S 100,558 S 154,106 S 259,003 S 256,601
0 1.5 1.5 1.5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
~~ ~~
1991 -92 1992-93 1990- 91 1989-90
ACTUAL ACTUAL BUDGET BUDGET
S 210,420 S 253,626 $ 285,400 283,035
76,546 104,857 93,119 62,823
15,658 21,936 0 0
S 302,624 S 380,419 $ 378,519 S 345,858
3 4 4 4
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PROGRAM : RECREATION FEE SUPPORTED FUND: GENERAL
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MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and
interests of the comnunity through fee-supported programs on a 60% self-sustaining basis. 1.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1989-90 1990-91 191- ---
Instructional Classes: Provides year round classes I. Enrichment Classes: for all ages, preschool to seniors, taught by
qualified contract instructors at various sites in
Carlsbad.
# conducted 74 1 1,095 95 # enrolled 12,420 17,250 15,lE
Daytriwers: Offers both one day and multi-day 1. Daytrippers:
trips for adults. A trained Tour Guide assists
those on the trip to enjoy social and cultural
events in Southern California and other western
states.
# trips conducted 53 60 4
# participants 752 850 1,OC
Swrts Prwrams: Provides a variety of seasonal 1. Youth Sports: sports, coaching and competition including adult
slow-pitch softball, basketball, track and field,
soccer, and volleyball. These programs attract an
increasing number of spectators.
45 50 c ## team
# participants 899 1,000 1,3i 6,810 8,000 10,lt # spectators
2. Adult Sports:
# teams 350 375 32
# participants 4,998 5,255 4,6( # spectators 28,600 30,000 27,0(
SDecial Events/After-School Programs: Offers a 1. Special Events:
variety of special events for youth, teens and
adults including Easter Egg Hunts, Halloween
Carnivals, Triathlon and golf clinics. The "Kids
Club," an after-school special activities program, 2. Comnunity Volunteers:
is conducted at Calavera and Stagecoach Centers and
Pine School. Volunteers are included in a high
percentage of Recreation Division programs
including youth basketball, Triathlon and special
18 18 # events
# participants 10,963 13,000 13,8f
# volunteers
# hours
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420 573 6( 5,600 5,550 6,0( t events.
SIGNIFICANT CHANGES:
One Principal Recreation Supervisor position is allocated but not funded, Several of the least attended mu1 I excursions have been eliminated.
10 1
, I."~.".,.. ,,Y V... *-- FUND : GENERAL DEPARTMENT: PARKS AND RECREATION ACCT # 001-4133
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Aquatics provides for the operation of an attractive ad safe swim complex that offers a comprehensive program
of instruction, competition, and recreational swimning on 45% self-sustaining basis.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1989-90 1990-91 1991-92 ---
Lessons/Training: Provide instruction in swimning 1. Instructional Lessons:
skills for all ages and abilities; provide educa- Hours 1,430 2,040 1,398
tion and training to the general public and City Classes
employees in first-aid, cardiopulmonary resuscita- Conducted 220 229 206
tion (CPR), and basic rescue skills; serve as a Participation:
North County certification/training site for men Resident 1,245 1,393 1,390
and wmn who wish to qualify for employment at Non-Resident 595 568 389
Carlsbad Swim Complex or similar pools.
Fm and Fitness: Provide opportunities for 1. Recreation and Lap Swim:
recreational swimning and fitness lap swimning. Hours 2,200 2,249 2,189
Youth 5,970 5,600 6,000
Adult 7,380 7,800 7,900
Season Pass 12,500 13,760 13,900
Hours 250 138 140 Participation 2,035 1,820 13,900
Daily Admissions:
2. Aqua X:
Conpetitive Suim Programs: Provide opportunities 1. Carlsbad Swim Master:
for competitive swim instruction and coached Hours 825 900 1,025 workouts for youth and adults as a contract Participation 11,060 12,500 12,500
service; coordinate and schedule high school use of
the pool for boys' and girls' swim teams and water Hours 6,056 5,730 5,700
polo activities. Participation 13,650 17,500 18,000
3. Carlsbad Hiqh School Swim & Water Polo Teams:
Hours 2,204 2,050 2,050
Participation 4,600 4,700 4,700
2. North Coast Aquatics:
SIGNIFICANT CHANGES:
None.
102
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1992-93 1991 -92 wa9-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 23,699 s 25,655 s 32,6ia s 26,000
MAINTENANCE OPERATION 4,008 12,918 9,014 7,470
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL s 27,707 s 38,573 s 41,632 s 33,470
POSIT IONS 0 0 0 0
PROGRAM: SENIOR COMMISSION FUND : GENERAL DEPARTMENT: PARKS AND RECREATION ACCT # 001-4141
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Carlsbad Senior Comnission makes recomnendations and advises the City Council on the special needs and
concerns of Seniors in Carlsbad, and provides recomnendations to City staff on Senior Programs and operation
of the Senior Center facility.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Monthly Meetinqs: Conduct monthly meetings. 1. Discuss issues pertinent to the development of
the Carlsbad Senior Program.
Advise City Council on pertinent Senior Program
issues which necessitate Council action.
2.
Volmters: Continue to develop innovative nays to 1, Hold annual Volunteer Recognition Celebration.
recruit, utilize, and acknowledge volunteers. 2. Expand Volunteer program. 3
Training: Improve Comnission direction and 1. Provide and attend Senior Comnission Workshop.
effectiveness in formlating recmndations on 2. Develop specific goals and objectives for Senior concerns. future development of the Senior Program.
SIGNIFICANT CHANGES:
None.
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PROGRAM: SENIOR PROGRAMS FUND: GENERAL
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MAINTENANCE OPERATION P CAPITAL OUTLAY
WORK PROGRAM:
Provide an organized comprehensive service system benefitting the quality of life for Seniors in Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
PersoMl Assistance: Plan, coordinate and schedule 4. Schedule free health screenings (i.e., ski1 activities which link Seniors with low cost eyes, blood pressure, etc.) monthly.
2. Provide legal advice, tax preparation ai personal, necessary services.
3. Provide seminars on issues of concern
insurance counseling.
Seniors (i.e., Reverse Mortgage, Living Trust: etc, 1
Recreation Oppo rtmities: Plan, coordinate and 1. Provide exercise classes with varied ski schedule recreational activities to enhance the levels: TaiChi, aerobics, dance, etc. mind and body of Seniors. 2. Provide classroom opportunities for Seniors pursue new, as well as renew, their talent skills and creativity (i.e., art, dram crafts, etc.).
local attractions.
3. Offer a minimum of 8 low cost day trips
Social Interaction: Provide facilities where older 1. Create an atmosphere conducive to soci
people can interact with their peers. interaction.
2. Provide opportunities, at no cost, to meet ai share similar interests (anglers, billiard etc.).
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down due to the transfer of meals funded by the General Fund to the Grai 1 Fund.
105
PRO GRAM : FUND: SENIOR GRANT SEN I ORS
DEPARTMENT: PARKS AND RECREATION ACCT # 181-8118 THRU
181-8120
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 years
of age and older.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
--- 1990-91 1991-92 1992-93
Noon Lmch: Provide a nutritionally batanced noon 1. Hot Meals: 33,874 35,000 35,000
lunch for persons 60+.
Home Heals: Deliver a hot meal and sandwich to 1. Hot Meals: 9,754 11,000 11,000
homebound persons 60 years of age or older in
Car l sbad.
Transmrtation: Provide transportation for 1. One Way Trips: 6,700 6,900 8,000 Carlsbad Seniors to the lunch program, medical appointments and shopping.
SIGNIFICANT CHANGES:
None.
106
c1 Utilities and Maintenanct
PROGRAM : UTILITIES AND MAINTENANCE FUND: GENERAL
S
@ DEPARTMENT: UTILITIES AND MAINTENANCE SUMMARY
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CAPITAL OUTLAY
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r nuunni I. AUl'lAllA3I MI AUIl FUND : GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT # 001-6010
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The AdministrationDivisionprovides administrative, managerial and technical support to the Street Maintenance, Fleet Operations, Facilities Management, and Street Lighting Divisions of the Utilities and Maintenance Department. In addition, the Administration Division administers the City's Real Property Management and
Recycling and Solid Uaste Programs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
*rations: Ptan, organize and direct public 1. Maintain timely processing of work orders and
services programs. Develop procedures and policies special project requests.
for efficient operation of department.
2. Maintain efficient work planning, scheduling
and processing of departmental program
activities.
3. Conduct surveys ad perform research and
statistical analysis on administrative, personnel and operational matters.
Pepsomel Management: Recmnd and process 1. Process personnel requisitions.
personnel appointments, promotions and disciplinary actions. Provide on-going support to management 2. Track personnel evaluation to ensure timely
and miscellaneous employees. cci-rpl et i on.
3. Establish standards and expectations for employee performances.
4. Review all personnel issues with Supervisor.
Budget Management: Coordinate the preparation of 1. Prepare departmental budgets.
all Departmental Budgets, to ensure that all budgets comply with City policies and procedures. 2. Monitor expenditures and maintain fiscal
3. Process invoices, purchase requisitions and
records.
requests for payment.
4. Prepare and subnit department payroll to
Finance within required time frame.
Contract Services: Supervise and coordinate 1. Process all contracts, RFPls, Letters of
contractually provided services. Acceptance, Notices to Proceed, and other
documents pertaining to contracts in a timely manner I
2. Prepare refuse collection, recycling, graffiti
control, and all other contracts pertaining to the department.
(continued)
108
PRO GRAM : ADMINISTRATION FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE
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PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Training and Safety: Provide training in work 1. Process all training requests and registratior related areas, and motivate employees to enhance in a timely manner. their job skills. 2. Distribute current safety information 1 employees .
3. Brief all management personnet of any changc to safety rules and regulations, and hol monthly safety inspections.
Coordination with Other Departments and Agencies: 1. Represent City and Department by attendir Coordinate activities with other City departments and divisions, and with outside agencies. County and area meetings and conferences.
2. FacilitatecMrmunicationbetueenDepartment ar ii other City departments.
Reports and Statistics: Prepare written and oral 1. Prepare staff reports.
reports. Prepare grant applications. Research appropriate subjects and prepare agenda bills and visual aids for presentation to City Council.
2. Present both written and oral reports to Cil Manager, City Council, Comnittees, Comnissior and other agencies.
Prepare grant applications as appropriate. 3.
1. Receive, record and disseminate citizc Camnity Services: Respond to all citizen inquiries expeditiously. Prepare correspondence as inquiries.
needed for all divisions. 2. Maintain and facilitate comnunication wii Division managers to insure that all citizc inquiries are being responded to within a 3 di I turn-around period.
Real Property Hanasemmt: Ensure that all leases, 4. Process leases, appraisals and correspondenc property acquisitions and sales activities are within one day of receipt.
handled appropriately. 2. Process agenda bills, resolutions, and ai
other materials needed for City Counc meetings.
3. Research and analyze all data pertinent property management.
Graffiti Abatement: Ensure that all noted graffiti 1. Report all graffiti complaints to appropria
within City jurisdiction, as well as the sea wall division and process any correspondenc
are maintained on a regular basis. pertaining to the reported graffiti.
Monitor Graffiti Abatement activities to ensu removal within 24 - 48 hours. 2.
SIGNIFICANT CHANGES:
The Senior Management Analyst position has been unfunded for one half of the fiscal year. clerical help have been eliminated.
Funds for tempora
109
rnuunnm: JIKCLI nninimnmL6 FUND : GENERAL
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT # 001-5110
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Street MaintenanceOivision's major program is Street and Roadside Maintenance, scheduled to provide maxim safety for traffic and pedestrians who travel throughout the City of Carlsbad. This area of responsibility encompasses a variety of different maintenance activities. These activities are categorized into seven (7) maintenance programs described below:
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Roadside Maintenance: Roadside Maintenance 1. The County Honor Camp crew wilt pick up over
activities consist of litter pick-up, debris 600 cubic yards of litter from City right-of-
hauling, sidewalk repair and guardrail maintenance. ways. This program is supervised by City staff.
2. Continue maintenance and repair, as needed, of
25,263 lineal feet of guardrail.
3. Remove and haul 2,500 cubic yards of debris from Reservoir #2, accumulated from City
construction and repair crews, to the County dump; recycle concrete and asphalt.
4. Repair 15,000 square feet of curb, gutter and
sidewalk (trip hazards) to minimize liability claims.
Drainage !%stem Maintenance: Maintain, clean and 1. Schedule the annual cleaning and maintenance of
repair the Cityls drainage system. 3,200 catch basins. Work will be completed
from August ~ October to insure proper flow and
run-off during Winter storms.
2. Schedule the annual cleaning of 20,105 lineal feet of open drainage channel. Work will be scheduled from August - October.
City Sisn Maintenance: Fabricate, install and 1. Maintain and repair, as needed, the 6,300 signs
maintain all traffic, street name and special signs throughout the City.
2. Fabricate and install 1,300 traffic, street throughout the City. Respond to Traffic Engineer-
name and special order signs. ing work orders and special sign requests. Conduct visual and retro-reflectometer tests on all regula- tory and warning signs once a year in conjunction 3. Timely response to Traffic Engineering work
with the Oivision6s Safety Inspection Program. orders.
Annually conduct visual and retro-refLectometer
tests on 1,449 warning and 3,159 regulatory signs to insure proper and safe signage throughout the City.
5. Maintain all traffic control devices used for
construction, repair and emergencies.
4.
Road Surface Maintenance: Maintain 555 lane miles 1. SeveraL methods of asphalt repair applications of paved roadways throughout the City. This are used to apply 4,000 tons of asphalt maintenance program insures that the Cityls road annually.
system is properly maintained and safe for trave:. a) Skin Patching b) Utility Cut Repair c) Leveling uith Asphalt d) Base Replacement
(continued)
110
PROGRAM: STREET MAINTENANCE FUND : GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE
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PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Traffic Safety Pavement Striping Proqrm: Ensure I. Annually refresh striping on 225 pass mil
proper delineation and direction for safe passage lfprimef8 roadways, 166 pass miles Ilmajo
on City streets. Maintain and refresh all line roadways, 128 pass miles 18secondary88 roadway
strips, crosswalks, pavement messages, colored curb 53 pass miles 88residential" roadways.
2. Annually refresh 189 crosswalks, includi and City facilities parking areas. Respond to
school crossings. Traffic Engineering work orders and special requests from various City departments. 3. Annually refresh 3,000 pavement markings.
4. Annually refresh 15,000 linear feet out
35,349 linear feet of colored curbs.
5. Refresh City facilities parking areas,
needed.
6. Respond in a timely manner to work orders fr
Traffic Engineering and special requests fr
various City departments.
Miscellaneous Maintenance and Repair Progran: 1. Emergency response, citizens8 complaints, stoi
Monitor unscheduled work activities that the Street patrol, safety and training and special event:
Division performs annually; this program accounts I for 6,600 staff hours.
Maior Rehabilitation Contract Proqran: Direct and Contract: Annua\ Goals:
oversee the six (6) maintenance and rehabilitation
contracts listed. 1. Street Sweeping Sweep 11,053 curb miles 2. Chip Seal Chip 35 lane miles
3. AC Overlay Resurface 15 lane miles 4. Curb, Gutter & 4,578 tin. ft. curbs;
Sidewalk Replace 8,340 sq. ft. sidewalks
5. Graffiti Removal Coat & maintain entire
and Control seawa 1 l 6. Buena Vista Channel Annually Clean the Buei
Maintenance Vista Drainage Channel
SIGNIFICANT CHANGES:
Cement repairs, street sweeping and the chip seal and overlay programs ($927,000 in 1992-93) have bel transferred to a separate Gas Tax program. Other Maintenance and Operation reductions will result in a reduci
litter control program.
e
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rnvunni'i: rnbiii I ica riniiii ciin..vb 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 connxmity.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1990 -91 1991 -92 1992-93
Buildinq Maintenance: Perform repairs and 1. Total Building Space Maintained (Sq. Ft.):
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 accomnodate pro-
gramtic 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):
utilizing City staff in the major buildings and contract services in the smaller buildings. 2. Total Custodial Space Maintained (Contract):
alterations as required to maintain and operate 327,898 328,431 329,631
custodial services for all City Facilities by 245,896 246,176 246,176
22,694 21 ,494 22,694
Contract Maintenance: Prepare and administer 1. Total Custodial Space Maintained (Other): contracts for all building maintenance services (i.e. HVAC, plumbing, electrical), construction 59,308 60,761 60,761
projects, and custodial services.
Property Manaqement: Negotiate, prepare and 1. Total Leased Space:
administer acquisition and reserve leases for 18,409 18,357 19,557 property leased by City. Act as liaison with
property ouners to ensure facilities meet City
requirements.
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down due to funding several major building maintenance projects in 1991- 92 that will not be recurring in 1992-93. Several projects continue to be deferred. Major building maintenance
projects included in the 1992-93 budget include:
1. Roof Replacement ~ Third Year S 50,000 2. Safety Center - Replace HVAC Controls 37,000
3. City Hall - Complete Security Alarm System 8,000
4. Comnunity Development - Install Security Alarm 5,000
TOTAL $100,000
Other reductions are spread among various Maintenance and Operation accounts used to maintain City buildings.
112
PROGRAM : TRAFFIC SIGNALS FUND : GENERAL
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MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Coordinate maintenance program for 65 signalized intersections by the end of FY 92-93.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1989-90 1990-91 1991-92 ~--
Operations: Perform plan checking and field
monitoring during construction of new traffic
signals for conformance with City and CalTrans
standards. Coordinate with Traffic Engineer on
signal timing adjustments. Coordinate Underground Service Alert markouts for all existing signal
systems.
Uaintenance: Perform monthly check of Opticoms 1. City Owned & Maintained Signals:
(emergency preempt equipment) now instalted at all
signalized intersections and coordinate repairs if necessary. 2. CalTrans Owned 8 Maintained Signals:
52 55 58
5 5 5
3. City Owned & CalTrans Maintained:
0 2 2
4. Total Signals in City:
57 62 65
Adninistration: Administer traffic signal
maintenance contracts.
SIGNIFICANT CHANGES:
None.
113
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1989-90 1990-91 1991 -92 1992- 93 ACTUAL ACTUAL BUDGET BUDGET
B i2a,a47 s 161,993 s 172,496 B 225,797
3&,319 397,389 621,769 542,083
7,355 958 0 0
B 522,521 S 560,340 S 794,265 S 767,880
3 3 3 3.5
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
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POSITIONS
1989-90 1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET BUDGET
$ 0 $ 0 $ 0 $ 0
1,500 3 300,000 300,000
0 0 0 0
S 1,500 S 3 $ 300,000 $ 300,000
0 0 0 0
PROGRAM : SOLID WASTE MANAGEMENT FUND : SOLID WASTE ENTERPRISE DEPARTMENT: UTILITIES AND MAINTENANCE ACCT # 520-6410
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Solid Waste Division of the Utilities and Maintenance Department is responsible for planning, developing,
coordinating, implementing, administering, monitoring, and updating the City's Solid Waste Management Program.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
AB 939. The California Inteqrated Uaste Hamgement 1. Ensure compliance with mandates of SRRE and
Act of 1989: Prepare Source Reduction and HHWE by timely implementation of programs,
Recycling Element (SRRE) and Household Hazardous either utilizing in-house staff, or consultant
Waste Element (HHWE) and implement components of services, if necessary. the plans. Coordinate activities with County-wide
Technical Advisory Comnittee. Prepare and
administer consultant contracts as required.
Refuse: Prepare and administer the refuse 1. Process renenal of the refuse collection
collection contract. Review reports from refuse contract. Revien and update as necessary.
contractor. Prepare RFP and related documents or
2. Attend meetings as necessary.
renegotiate contract, as required.
Recycling: Prepare and administer recycling 4. Research and apply for appropriate grant
contract. Prepare State and County grant oppor tuni ties.
applications. Attend regional recycling meetings 2. Coordinate all recycling programs in and coordinate City efforts with other agencies. conjunction with the City's hauler.
3. Ensure recycting service is brought to all
office buildings larger than 20,000 sq. ft. and
restaurants and taverns, in compliance with the
County and City's Mandatory Recycling
Ordinance.
4. Serve as liaison to outside agencies, City
staff, and public on recycling issues.
5. Keep abreast of recycling trends.
C-ting: Administer yard waste pick-up program. 1. Evaluate, recomnend, and implement a yard waste
collection program for all households.
2. Evaluate, recmnd, and implement backyard
composting program as an alternative to
collection service.
3. Study feasibility of yard waste drop-off site
for Landscaping services.
4. Study feasibility of siting composting facility
locally.
Household Hazardous Waste: Provide quarterly 1. Coordinate collection events with County staff.
household hazardous waste pick-up via contract with
County. 2. Ensure staff support for collection events.
(continued)
116
PROGRAM : SOLID WASTE MANAGEMENT FUND : SOLID WASTE ENTERPRISE DEPARTMENT: UTILITIES AND MAINTENANCE PAGE TWO ACCT # 520-64
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PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Public Information: Develop public information 1. Continue production of quarterly solid was
materials related to solid waste program. newsletter, IiUastel ines. I(
school and comnunity group programs. 2. Prepare correspondence, press releases, ai
brochures for all new solid waste programs.
Research current school curricula and prograi and develop supplemental materials necessary.
Develop
3.
4. Prepare Spanish language materials.
5. Develop and distribute household hazardoi waste educational materials.
In-House Recyclinq: Coordinate the recycling 1. Audit in-house waste stream, and analyze fi program of materials collected at City facilities. areas of potential reduction and/or recyclinl
Add materials to in-house recycling program, appropriate. 2.
Litter: Provide for litter collection services in Partially fund the Honor Camp Crews which wi conjunction with the Streets division. continue to be administered by the Stree
di vi si on.
1.
SIGNIFICANT CHANGES:
None.
117
1989-90
ACTUAL
PERSONNEL S 267,758
MAINTENANCE OPERATION 796,261
CAPITAL OUTLAY 0
GRAND TOTAL $ 1,064,019
POSIT IONS 7
1992 -93 1991 -92 1990-91
ACTUAL BUDGET BUDGET
$ 332,982 S 391,338 B 335,052
881,684 8S2,249 936,000
0 35,000 0
S 1,214,666 $ 1,308,587 S 1,271,052
7 7 7
PERSONNEL
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CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1992-93 1991-92 I 989- 90
ACTUAL ACTUAL BUDGET BUDGET
1990 - 91
s 0 s 0 s 0 s 0
361,215 494,634 26,487 26,487
0 0 216,040 773,926
s 361,215 s 494,634 s 242.527 s 800,413
0 0 0 0
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
P
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POSIT IONS
1989-90 1990 - 91 1991 -92 1992 - 93 ACTUAL ACTUAL BUDGET BUDGET
S 374,925 S 524,453 S 524,104 $ 553,707
2,055,s 11 2,160,468 2,752,259 2,973,664
149,709 4,301 2,323 0
S 2,580,145 S 2,689,222 S 3,278,686 S 3,527,379
9 10 10 10
1989-90
ACTUAL
PERSONNEL S 131,623
MAINTENANCE OPERATION 1,363,785
CAPITAL OUTLAY 7,812
GRAND TOTAL S 1,503,220
POSITIONS 3.5
1992- 93 1991 -92 1990 - 91
ACTUAL BUDGET BUDGET
S 158,202 S 148,416 S 170,130
1,593,190 1 ,806,945 1,933,509
0 0 0
S 1,751,392 S 1,955,361 S 2,103,639
4 4 4
1989-90
ACTUAL
PERSONNEL S 0
MAINTENANCE OPERATION 138,030
CAPITAL OLITLAY 0
GRAND TOTAL S 138,030
POSIT IONS 0
1990-99 1991-92 1992-93 ACTUAL BUDGET BUDGET
S 4,400 S 14,444 S 22,800
131,857 194,464 343,562
0 0 0
S 136,257 B 208,908 S 366,362
0 0 0
PERSONNEL
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CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
1989-90 1990-91 1991 -92 1992-93 ACTUAL ACTUAL BUDGET BUDGET
s 0 s 0 s 0 s 0
16,439 10,905 94,820 94, a20
0 1,293 0 0
S 16,439 S 12,198 S 94,820 S 94,820
0 0 0 0
PER SON N E L
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSIT IONS
I
1992 - 93 1991-92 1989- 90 1990-91 ACTUAL ACTUAL BUDGET BUDGET
$ 0 8 0 S 56,415 S 72,729
0 3,819 38,800 33 ~ 600
0 0 0 0
S 0 $ 3,819 S 95,215 S 106,329
0 0 1 1
1991-92 1989-90 1990-91 ACTUAL ACTUAL BUDGET
PERSONNEL 0 243,302 S 307,345 S 271,286
MAINTENANCE OPERATION 514,972 41 0,835 576,973
1
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GRAND TOTAL S 898,821 S 721,188 S 850,582
POSIT IONS 3 5.5 5
1992-93 BUDGET
S 257,576
522,350
0
S 779,926
4.5
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND : COMMUNITY DEVELOPMENT BLOCK GRANT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 391-3510
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To develop and monitor a program of projects/services which benefit tow/moderate income households within the
cmnity.
PROGRAM ACTIVITIES: PERFQRMANCE OBJECTIVES:
Project Developrrnt: Ensure the development of 1. Conduct public meetings/hearings to solicit
projects/services which meet the guidelines set and approve proposed projects for CDBG
forth for CDBG funding by the U.S. Department of program.
Prepare guidelines that assist the public and HUD.
staff to develop viable projects that meet HUD
criteria.
3. Meet with citizens, comnunity groups,
consultants, contractors and other City staff
members to develop projects.
2.
Project Monitoring: Ensure that project/service 1. Monitor service implementation and/or
meets the requirements set forth within the federal construction, and maintain records for Federal regulations for the CDBG program. wage compliance and other HUD regulations.
Approve and coordinate work payment releases. 2.
3. Process contract amendments and agreements.
4. Audit non-profit organizations receiving CDBG
funds from the City.
SIGNIFICANT CHANGES:
None.
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1992-93 1991 -92 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 666,007 s 761,798 s 2,635,007 B 3,091,981
MAIMTENANCE OPERATION 4,404,081 4,573,440 10,543,726 13,604,332
CAPITAL OUTLAY 0 0 587,204 141,600
GRAND TOTAL $ 5,070,o~ s 5,335,238 $13,765,937 $16,837,913
POSIT IONS 48.9 52.9 52.9 56
1989-90 1990-91 1991 -92
ACTUAL ACTUAL BUDGET
PERSONNEL $ 330,502 $ 377,590 $ 2,215,443
MAINTENANCE OPERATION 1,089,024 1,114,559 6,45 0,279
CAPITAL OUTLAY 0 0 474,704
GRAND TOTAL $ 1,419,526 $ 1,492,149 $ 9,143,426
POSIT IONS 40.5 44.5 44.5
~~
1992-93
BUDGET
$ 2,290,091
9,104,932
101,200
$11,586,223
42.6
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1991 -92 1992-93 1990-91 1989-90 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 335,505 s 384,208 s 419,564 s 641,420
MAINTENANCE OPERATION 3,315,057 3,458,881 4,093,447 3,729,000
CAPITAL OUTLAY 0 0 109,500 40,400
GRAND TOTAL s 3,650,562 s 3,843,089 s 4,622,511 s 4,410,820
POSIT IONS 8.4 8.4 8.4 11.1
1992 - 93 1991 -92 1989-90 1990-91
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL s 0 s 0 s 0 B 160,470
680,400 MAINTENANCE OPERATION 0 0 0
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL s 0 s 0 s 0 $ 840,870
POSITIONS 0 0 0 2.3
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CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1992-93
DEPARTMENT ITEM DESCRIPTION QTY
001 -141 0 PURCHASING Minicomputer System 1
Mailing System 1
TOTAL PURCHASING
001 -2240 FIRE EMERGENCY MEDICAL Portable Oxygen Test Center 1 # TOTAL FIRE EMERGENCY MEDICAL
8 TOTAL FACILITIES MANAGEMENT
001 -5320 FACl LlTl ES MANAGEMENT Replacement Buffers 2
180-81 10 PUBLIC LIBRARY GRANT Electro Magnetic Security System 1 I TOTAL PUBLIC LIBRARY GRANT ’ TOTAL SANITATION
51 1-61 10 SA N ITATl ON Gas Monitor and Alarm 3
Multi Band 2-way Radios 4
24’ X 50’ Trailer 1
504-6320 WATER DISTRICT Telemetry
Multi Band 2-way Radios 8
Desk Top 386 Computer with Printer 2
1/2 ton Pick-up Truck 1
Generator for Mobile Chlorinator 1
Fence - Buena Vista Reservoir Site
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1 [TOTAL SPECIAL FUNDS $
# 620-5220 U/M - VEHICLE REPLACEMENT Police Patrol Vehicle 6
Sedan - Full Size 1
Sedan - Fire 1
Sedan - Intermediate 7
Van - Compact 2
Van - 4x4 1
Van - Full Size 1
Pick-up - Compact 12
Pick-up - 1/2 Ton 3
Pick-up - 3/4 Ton 4
Truck - 1 Ton Flatbed 4
Truck - 1 Ton Dump 3
Truck - 1 Ton Utility 2
Truck - 1 Ton S&M 1
Truck - 5 Yard Dump 2
TOTAL U/M - VEHICLE REPLACEMENT
640- 1720 INFORMATION SYSTEMS - DP Network Hard Drive for City Hall 1
Synoptic Host Module for La$ Palmas 1
TOTAL INFORMATION SYSTEMS - DP
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[TOTAL ALL FUNDS 5 8 131
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CO
001-1010 CITY COUNCIL League of California Cities Annual Conference (3) Los Angeles 1 ,E
Mayors and Council Legislative Conference (4) Sacramento 1 ,:
League of California Cities Policy Committee Meetings (5) Various 2.5
League of California Quarterly Dinners (15) San Diego I
National League of Cities Conference (2) Washington D 1.5
Meetings with Legislators in State & Federal Capitals Wash DC/Sacr 3.C
Miscellaneous Travel and Meeting Expenses Various 5
SUBTOTAL CITY COUNCIL 11.5
001-1020 CITY MANAGER League of CA Cities Annual Conference (2) Los Angeles 4
League of CA Cities City Mgr’s Meetings (1) N California 1 ,c
CA Society of Municipal Finance Officers Annual Conference Santa Clara a
CSMFO Board of Directors Retreat Healdsburg 2
CSMFO Legislative Update Meeting Sacramento
League of California Cities Financial Management Seminar S California
Miscellaneous Travel and Meeting Expenses Various 1 .(
SUBTOTAL CITY MANAGER 3,s
001-1030 CITY CLERK City Clerk’s Association of California Conference S California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY CLERK I
001-1210 CITY ATTORNEY League of CA Cities Annual Conference Los Angeles
League of CA Cities City Attorneys Meeting
San Diego County City Attorney’s Association (3)
N California 1 *I
Los Angeles League of CA Cities Continuing Education Seminar (2)
San Diego 1 .<
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY ATTORNEY 4.(
001-1310 FINANCE CA Society of Muni Finance Officers Annual Conference (1) N California <
N California 1 .t
CA Municipal Business Tax Conference Ventura 1
CA Municipal Business Tax Meetings
Local Chapter CSMFO Meetings San Diego i
Mileage - Business License Inspections
Miscellaneous Travel and Meeting Expenses
League of CA Cities Financial Mgmt Seminar (2)
S California
Carlsbad
Various
SUBTOTAL FINANCE 4,
001-1320 CITY TREASURER Training Seminars by CA Municipal Treasurers Association Unknown
Annual Meeting CA Municipal Treasurers Annual Conference
Annual conference - Municipal Treas Assc of US & Canada
LAlF Briefing Sacramento
Miscellaneous Travel and Meeting Expenses
Sunnyvale
Calgary, Cana 1,
Var i ou s
SUBTOTAL CITY TREASURER 3,
132
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
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ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
001-1410 PURCHASING Monthly Calif Association of Public Piuchasing Officers Various
Various
SUBTOTAL PURCHASING
Miscellaneous Travel and Meeting Expenses
001-1510 HUMAN RESOURCES Miscellaneous Travel and Meeting Expenses Various
American Management Association Human Resources Conference Los Angeles
CALPELRA Annual Conference (2) San Francisco
PRIMA Annual Conference San Francisco
League of CA Cities Ernployer/Employee Conference Los Angeles
SUBTOTAL HUMAN RESOURCES
001-1610 RESEARCH OFFICE MMASC Bi-monthly Meetings San Diego
League of CA Cities Legislative Briefings
Meetings with Legislators in Sacramento
Miscellaneous Travel and Meeting Expenses
Los Angeles
Sacramento
Various
SUBTOTAL RESEARCH OFFICE
001-1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL IN FORMAT10 N SY ST
001-1910 RISK MANAGEMENT Public Agency Risk Mgr's Ass'n Annual Conference Monterey
CA Municipal Insurance Authority Board Meetings Various
Local Seminars and Conferences Various 8 SUBTOTAL RISK MANAGEMENT
001-21 10 POLICE ADMINISTRATION California Police Chiefs Association Conference S California
S California
S California
Various
Californioa Peace Officers Assn. Annual Conference
League of CA Cities Annual Conference
Miscellaneous Travel and Meeting Expenses @ SUBTOTAL POLICE ADMIN
001-2120 POLICE OPERATIONS Mileage for Personal Cars for Transport to Court San Diego Co.
FBI National Academy Quantico, VA
SUBTOTAL OPERATIONS
001-2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL INVESTIGATIONS
001-2131 POLICE VICWNARCOTICS Miscellaneous Travel and Meeting Expenses Various
TOTAL POLICE VICWNARCOTIC
001-2150 POLICE RESERVES Miscellaneous Travel and Meeting Expenses Various
TOTAL POLICE RESERVES
001-2160 POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL POLICE TRAFFIC
133
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CO
001 -2210 FIRE ADMINISTRATION Western Fire Chiefs Association Conference Boise. ID 2
California Fire Chiefs Quarterly Meeting S. California 4
San Diego County Fire Chiefs Monthly Meetings S.D. County 4
Computer Seminars (2 at 3 days each) LA & Sacramen 2
SUBTOTAL FIRE ADMINISTRATI 1.2
001-2220 FIRE SUPPRESSION California State Fire Academy Courses (3 Attendees) Pacific Grove 9
California Fire Training Officers Workshop (2 Attendees) San Jose 1.0
California Regional Training Officers Courses S. California 2.1
San Diego County Fire Chiefs and Training Officers San Diego 2
Southern Area Fire Fesearch Conference (1) Phoenix, AZ 5
C.A.M.E.O. Hazardeous Materials Computer Training (1) UC Riverside 2
National Fire Academy Executive Fire Officer Program (1) Emmitsburg. M 2
SUBTOTAL FIRE SUPPRESSION 5,l
001-2230 FIRE PREVENTlON Western Fire Chiefs Annual Code Hearings Dallas, TX 1
2 Regional Fire Prevention Officer Meetings
Western Fire Chiefs Conference Boise, ID 1
SUBTOTAL FIRE PREVENTION 4
S. California
001-2240 FIRE EMERGENCY MEDICAL Regional 1 Day Seminars S. California 6
Regional Meetings for Paramedic Coordinator San Diego 5
S. California Fire Chiefs EMS Bi-Monthly Meetings Los Angeles 1
Paramedic Continuing Education Seminars S. California 8
SUBTOTAL EMERGENCY MEDIC 2.c
001-2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego
California Office of Emergency Services Seminars
California Specialized Training Institute San Luis Obisp 1
SUBTOTAL DISASTER PREPARE ;
S. California
001-3010 COMMUNITY DEVEL ADMIN League of CA Cities Annual Conference Los Angeles l
League of CA Cities HCED Meetings Various 1 ,:
Miscellaneous Travel and Meeting Expenses Various 1 ,:
SUBTOTAL COMM DEVEL ADMIN 3,:
Redlands 001-3020 GEOGRAPHIC INFO. SYSTEM ARCllNFO Supplemental Training - Macro Language 1
Palm Springs
S California
Annual GIS Users Group
Annual URISA Meeting (4)
Arc/lnfo Regional User Conference (2) S California 1,-
1 ,:
SUBTOTAL GEOGRAPHIC INFO. 3.1
San Jose GIS/LIS Annual Meeting
001-3110 ENGINEERING Public Works Officer Institute Monterey 1 ,(
Institute of Transportation Engineers Various 1 ,(
Carlsbad Chamber Meetings for Various Staff Carlsbad 1 ,(
SUBTOTAL ENGINEERING 3, (
134
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
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TRAVEL DESCRIPTION DESTINATION ACCT NO DEPARTMENT
001-3220 PLANNING COMMISSION Planning Commission Institute (2) N California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL PLANNING COMMISS
S California
Various
001-3230 PLANNING American Planning Association State Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL PLANNING
001-3240 GROWTH MANAGEMENT Travel Associated with Growth Management Semtnars Various
SUBTOTAL GROWTH MGMT
001-3610 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various
California Building Officials Annual Business Meeting Unknown
SUBTOTAL BUILDING INSPCTN
001-341 1 HISTORIC PRESERVATION State Preservation Conference (2) Unknown
California Preservation Foundation Workshops Various I SUBTOTAL HISTORIC PRSRVT'N
001-4010 LIBRARY ADMINISTRATION League of CA Cities Annual Conference Los Angeles
Los Angeles
Long Beach
Various
League of CA Cities Executive Committee Meetings
California Library Association Annual Conference
Miscellaneous Travel and Meeting Expenses I SUBTOTAL LIBRARY ADMIN
001-4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various s SUBTOTAL CIRCULATION
001-4022 LIBRARY REFERENCE Serra Library System Seminars and Meetings Various I) SUBTOTAL REFERENCE
001-4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GENEALOGY
001-4030 LIBRARY CHILDREN'S Local Travel to Facilities for Prcgrams/Mtgs/School Visits Carlsbad
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Serra Children's Services Committee Meetings San Diego Co
SUBTOTAL CHILDREN'S
004-4040 TECHNICAL SERVICES CA Library Association Technical Services Workshops S California
INLEX Users Group (2) Monterey
SUBTOTAL TECH SERVICES
009-4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL COLLECTION DEV
001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL MEDIA SERVICES
135
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CO:
001-4060 ADULT LEARNING Miscellaneous Seminars and Literacy Network Meetings Various 1
SUBTOTAL ADULT LEARNING 1
001-4210 CULTURAL ARTS California Assembly of Local Arts Agencies - Board Mtgs San Francisco 3
League of CA Cities Executive Committee Meetings L.A./San Fran. 1 .O
California Arts Council Sacramento 3
Miscellaneous Travel and Meeting Expenses Various 4
SUBTOTAL CULTRUAL ARTS 2.0
001-4220 SISTER CITY Southern California Sister Cities Regional Conference So. California 5
SUBTOTAL SISTER CITY 5
001-4110 PARKS AND RECRTN ADMIN California Park and Recreation Society Annual Conference San Francisco 6
Miscellaneous Travel and Meeting Expenses Various 1.1
1.8 SUBTOTAL PARKS 8 REC ADM
001-4121 PARK OPERATIONS Travel and Expenses for Pesticide SeminarsNforkshops Various I
SUBTOTAL PARK OPERATIONS I
001-4131 RECREATION OPERATIONS Miscellaneous Travel and Meeting Expenses Various 1 ,:
SUBTOTAL RECREATON OPRT' 1.2
001-4133 AQUATICS Miscellaneous Travel and Meeting Expenses Various '
SUBTOTAL AQUATICS 2
001-4142 SENIOR PROGRAM American Society on Aging Conference San Diego 1
Miscellaneous Travel and Meeting Expenses Various 1
N County Senior Director's Meetings San Diego
Congressman Packards' Senior Advisory Meetings San Diego
SUBTOTAL SENIOR PROGRAM f
001-5110 STREET MAINTENANCE Maintenance Superintendent Conference Santa Rosa c
Traffic Control Supervisors Association Conference (3) Los Angeles 7
SUBTOTAL STREET MAINT 1,:
001 -5320 FACILITIES MAINTENANCE Miscellaneous Technical and Computer Training Various
SUBTOTAL FACILITIES MGMT
001-6010 U 8 M ADMINISTRATON Maintenance Superintendent Association Conference Santa Rosa
Miscellaneous Travel and Meeting Expenses Various I ,I
SUBTOTAL U8M ADMlN 1 ,;
TOTAL GENERAL FUND 101.'
136
CITY OF CARLSBAD
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TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
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131-33301 HOUSING CERTIFICATES Hearings Officer Travel & Meetings Local
331 0 HOUSING VOUCHERS NAHRO Quarterly Training Workshops Local
HAEDA Quarterly Information Meetings
Nan McKay Section 8 Program Training
Monthly Mileage Reimbursement for Inspections
Personal Car Mileage to City Facilities
San Diego
La Mesa
Local
Local
SUBTOTAL HOUSING CERTIFICA
161-4122 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL TREE MAINTENANCE
161-4123 MEDIAN MAINTENANCE Landscape Seminars Various
SUBTOTAL MEDIAN MAINT
161-6210 STREET LIGHTING Meetings regarding Street Light Operations and Maint Various
SUBTOTAL STREET LIGHTING
180-8101 BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL BRANCH (CLSA)
391-3510 BLOCK GRANT CDBG Regional Administrators Meetings Various
CHAS Training SeminarslWorkshops Los Angeles
Finance Officers Association Training
Mileage for Personal Car Use on City Business
Miscellaneous Travel and Meeting Expenses
San Diego
Various
Local QI
SUBTOTAL BLOCK GRANT
181-8119 SENIOR GRANT California Assoc of Nutrition Directors Sacramento
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL SR GRANT
640-1720 DATA PROCESSING Sierra Users Group Annual Permits Meeting Visalia
ARCllnfo Annual Conference (GIs Users)
Netware Users Conference Los Angeles
lnterop Conference San Jose
Annual HP So California Users Group Conference
Miscellaneous Travel and Meeting Expenses
Palm Springs
Long Beach
Var i ou s
SUBTOTAL DATA PROCESSING
520-6410 SOLID WASTE MANAGMENT National Solid Waste Management Conference Unknown
Unknown
Various
California Resource Recovery Association Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL SOLID WASTE MGMT
137
CITY OF CARLSBAD
TRAVEL REQUESTS 1992-93
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CO
51 1-61 10 SANITATION WPCF National Conference (2) Los Angeles 6
Water Pollution Control Association Meetings San Diego 3
Water Pollution Control Association Regional Training (2) Palm Springs 4
WPC Southern Regional Training (Hazardous Waste) (2) Long Beach 3
Miscellaneous Travel and Meeting Expenses Various 3
SUBTOTAL SANITATION 13
504-6320 WATER DISTRICT Ass'n of California Water Agencies - Spring Conference Lake Tahoe 1.7
Ass'n of California Water Agencies - Fall Conference Monterey 1.7
American Water Works Ass'n - Fall Conference Burlingame 1 .o
American Water Works Ass'n - Spring Conference Burbank 1
San Diego Water Group Meeting San Diego 1 ,(
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GENERAL SERVICES 6,:
502-6340 RECLAIMED WATER Water Reclaimed Symposium San Diego 1
SD Water Reclamation Quarterly Meeting San Diego 2
Water Reclamation Training Workshops Various c
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL WATER RECLAlMATl 1 ,E
81 0-341 0 REDEVELOPMENT California Association for Local Economic Development San Diego L
Regional Redevelopment Meetings Various f
Meetings with Carlsbad Civic Organizations Local 4
Personal Car Mileage to City Facilities
SUBTOTAL REDEVELOPMENT 1 .'
810-3420 LOW 8 MODERATE HOUSING CRA Association Information Seminars Unknown 1 *I
NAHRO Workshops - Affordable Housing Unknown 1 ,'
Local
SUBTOTAL LOWlMOD HOUSING 2.(
TOTAL SPECIAL FUNDS 31 ,I
GRAND TOTAL TRAVEL 131 ,I
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8
a GLOSSARY
APPROPRIATION - A specific amount of money authorized by the City Council for 2 approved work program or individual project.
ASSESSED VALUATION - A dollar value placed on real estate or other property t San Diego County as a basis for levying property taxes.
BALANCED BUDGET - A budget in which planned expenditures do not exceed plannc funds avai 1 ab1 e.
BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund frc the prior/current year after payment of the prior/current year expenses.
- BOND - A certificate of debt issued by an entity, guaranteeing payment of tt original investment, plus interest, by a specified future date.
BUDGET - An annual financial plan that identifies revenues, types and levels c services to be provided, and the amount of funds which can be spent. Carlsbad’ Operating Budget encompasses one fiscal year, as does the Capital Improvemer
CAPITAL IMPROVEMENT PROGRAM - A multi-year financial plan containing proposc
construction of physical assets such as park, street, sewerage, and recreatic facilities. This program has identified all projects which are the responsi bility of the City between the present to buildout.
CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobilec computer terminals, and office furniture, which appear in the Operating Budget
COST ALLOCATION - A method used to charge General Fund costs to special revem programs, such as enterprise funds, and internal service funds.
DEBT SERVICE - The payment of principal and interest on borrowed funds such a bonds.
DEPARTMENT - An organizational unit comprised of programs or divisions. Example include the Police Department, Library Department, and Personnel Department.
ENCUMBRANCE - A legal ob1 igation to pay funds, an expenditure of which has nc yet occurred.
ENTERPRISE FUND - A fund type established to account for the total costs c selected governmental facilities and services which are operated similar t private enterprises. These programs are entirely sel f-supported, and include tt- Water and Sanitation Departments.
EXPENDITURE - The actual spending of funds set aside by appropriation fc identified goods and services.
- FEE - A general term used for any charge levied by government for providing service or permitting an activity.
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FISCAL YEAR - A twelve-month period of time designated as the budget year. Carlsbad’s fiscal year is July 1 to June, 30.
FUND - A set of inter-related accounts to record revenues and expenditures associated with a specific purpose.
FUND BALANCE - The amount of financial resources available for use. GENERAL FUND - The primary fund used by the City for which revenues and expenditures are not legally restricted for use, Examples of departments operating within the General Fund include Fire, 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 1 eve1 s which have been established for eleven public facility categories.
INTERFUND TRANSFERS - Payments from one fund to another fund, primarily for work or services provided.
INTERNAL SERVICE FUND - A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Data Processing, and Worker’s Compensation Insurance.
MAINTENANCE AND OPERATION - A general category used for classifying expendi tur-es 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 i terns.
OPERATING COSTS - Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project.
PERSONNEL - Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs.
REVENUES - Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year.
SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent.
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I Lee Rautenkranz
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City of Carlsbad, California
1992-93 i: TECHNICAL APPENDIX
CAPITAL IMPROVEMENT PROGRAM
1992-93 to Buildout
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CITY OF CAFUBAD
CAPITAL IMPROVEMENT PROGRAM
1992 TO BUILDOUT
TECHNICAL APPENDIX
JULY 1992
Prepared By:
Engineering Department
INTRODUCI'ION
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 Iisted 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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- PA(
CMC PROJECTS
AFFORDABLE HOUSING LAND ACQUISITION
BATIQUITOS LAGOON
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: DUCK POND 1
PUBLIC ART: LARWIN PARK
ROOSEVELT STREET PARKING LOT
UTILITIES/MAINTENANCE WAREHOUSE FACILITY
DRAINAGE PROJECTS
BUENA VISTA CHANNEL REPAIR
CARLSBAD VILLAGE DRNE STORM DRAIN
STORM DRAIN 43 DESILTATION BASIN/CANNON ROAD
PARK PROJECTS
ZONE 5 PARK FACILITY I NORTHEAST QUADRANT PARKS
GOLF COURSE DEVELOPMENT
LARWIN COMMUNITY PARK
MACARIO CANYON PARK DEVELOPMENT
PARK RESTORATION AND ACQUISITION
NORTHWEST QUADRANT PARKS
CANNON LAKE PARK
COMMUNITY CENTER - NORTHWEST QUADRANT
MAXTON BROWN PARK IMPROVEMENTS
PARK SITE - NORTHWEST QUADRANT
SENIOR CENTER BARBECUE FACILITY
SOUTHEAST QUADRANT PARKS
ALGA NORTE PARK
ALGA NORTE PARK (LOAN REPAYMENT)
ALGA NORTE PARK COMMUNITY FACILITY
LEO CARRILLO PARK
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PARK PROJECTS (Cont'd.) PAGE
SOUTHWEST QUADRANT PARKS
ALTA MIRA PARK 31
ALTA MIRA PARK COMMUNITY CENTER 32 MTA MIR4 (LOAN REPAYMENT) 33
SPECIAL USE AREA PARK 34
ZONE 19 COMMUNITY PARK PHASE I 35
ZONE 19 COMMUNITY PARK PHASE I1 36
ZONE 19 COMMUNITY PARK (LE?TER OF CREDIT REPAYMENT) 37 ZONE 19 COMMUNITY CENTER 38
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
PARALLEL OCEAN OUTFALL 39
OUTFALL REBALLAST 40
SOLIDS MANAGEMENT PROGRAM 41
TREATMENT PLANT EXPANSION 42
PHASE V EXPANSION 43
DISINFECTION FACILITIES 44
BUILDING IMPROVEMENTS 45
CAPITAL ACQUISITIONS 45A
INTERCEPTOR SYSTEM & LIFT STATIONS
AGUA HEDIONDA LIFT STATION 46
SOUTH AGUA HEDIONDA INTERCEPTOR 46A
BUENA VISTA LIFT STATION 47
BUENMSAN MARCOS INTERCEPTOR 48
VI STMCARLSBAD INTERCEPTOR 49
SEWER MONITORING PROGRAM 50
WATER PROJECXS
384 ZONE TO POINSETTIA 51
580 ZONE SECONDARY SUPPLY 53
680 ZONE SUPPLY 54
BATIQUITOS DRlVE 55
(BLANK) CAMINO VIDA ROBLE TO 'ID" RESERVOIR
CANNON ROAD - EL CAMINO REAL TO COLLEGE
CANNON - CAR COUNTRY TO EL CAMENO REAL
550 ZONE TO POINSETTIA 52
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I WATER PROJECXS - PAG
CANNON - COLLEGE TO OCEANSIDE 6(
(BLANK) 6
(BLANK) 6:
CARLSBAD BOULEVARD - MANZANO TO ENCINA 6:
CARLSBAD BOULEVARD - SOUTH OF PALOMAR AIRPORT 64
CARRILLO WAY - EL FUERTE TO EL CAMINO REAL 6i
COLLEGE BOULEVARD EXTENSION AT EL CAMINO REAL 6(
COLLEGE NORTH AT OCEANSIDE 6
COLLEGE - 33" TO CANNON 6
COLLEGE - CANNON TO TAP 6
COLLEGE TO MAERKLE RESERVOIR 7
COLLEGE - POINSETTIA TO PALOMAR AIRPORT 7
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 - SOUTH OF CAMINO VIDA ROBLE 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 8
EL FUERTE - CARRILLO TO PALOMAR AIRPORT 8
FARADAY TO CANNON ROAD 8
FARADAY - EL FUERTE TO ORION 8
1-5 AT NAVIGATION CIRCLE 8
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JEFFERSON - PI0 PIC0 TO MAY CO a
KELLY DRIVE - CAMINO DE LAS ONDAS 8
KELLY DRNE - "E" RESERVOIR TO CANNING LONG TERM STORAGE 8
MAERKLE DAM LINING - COVER
MAERKLE PUMP STATION & CHLORAMINATION
(BLANK) MARRON ROAD - AVENIDA ANITA TO PR STATION
MARRON ROAD - PR STATION TO OCEANSIDE
PALOMAR AIRPORT NORTH OF OWENS
PALOMAR AIRPORT ROAD FROM ECR TO SANTA FE
PALOMAR AIRPORT ROAD AT YARROW
POINSETTIA - EL CAMINO REAL TO "D"
POINSETTIA - "D" TO 2800 FT. EAST
POINSETTIA - PASEO DEL NORTE TO CARLSBAD PR STATION 5
PR STATION RELOCATION 1(
RECLAIMED WATER - AG & 1-5 ONSITE PIPING
RECLAIMED WATER - AG & 1-5 PIPELINES
RECLAIMED WATER - AG & 1-5 PUMPING STATIONS
RECLAIMED WATER - AG & 1-5 RESERVOIR
RECLAIMED WATER - AVIARA PIPELINE
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WATER PROJECTS (Cont'd.) PAGE
RECLAIMED WATER - AVIARA PUMP STATION - ECR 106
RECLAIMED WATER - AVIARA RESERVOIR 107
RECLAIMED WATER - FLOWER FIELD & CALTRANS RESERVOIR 108
RECLAIMED WATER - GAFNER IMPROVEMENTS 109
RECLAIMED WATER - 1-5 PIPING 110
RECLAIMED WATER - MAMR RESERVOIR IMPROVEMENTS 111
SOUTH OF CAMINO WDA ROBLE 112
"Dl' IV RESERVOIR 113
I'D" RESERVOIR TO PALOMAR OAKS 114
TRAFFIC SIGNAL. PROJECTS
TRAF. SIG. - ALGA ROAD/EL FUERTE STREET
TRAF. SIG. - ALGA ROAD/VARIOUS STREETS
TRAF. SIG. - ALGA ROAD/MELROSE DRNE
TRAF. SIG. - CANNON ROAD/AVENIDA ENCINAS
TBAF. SIG. - CANNON ROAD/COLLEGE BOULEVARD TRAF. SIG. - CANNON ROAD/FBRADAY AVENUE
TRAF. SIG. - CANNON ROAD/I-5
TRAF. SIG. - CANNON ROAD/PASEO DEL NORTE
TRAF. SIG. - CARLSBAD BOULEVARD/AVENIDA ENCINAS TFlAF. SIG. - CARRILLO WAY/EL FUERTE STREET
TRAF. SIG. - CARRILLO WAY/MELROSE DRrVE
W. SIG. - COLLEGE BOULEVARD/EL CAMINO REAL
TRAF. SIG. - COLLEGE BOULEVARD/CARLSBAD VILLAGE DRIVE
TRAF. SIG. - COLLEGE BOULEVARD/LAKE CALAVERA
TRAF. SIG. - COLLEGE BOULEVARD/POINSETIA LANE
TRAF. SIG. - EL CAMINO REWCALLE BARCELONA TRAF. SIG. - EL CAMINO RWCANNON ROAD
TRAF. SIG. - EL CAMINO REAL'CARRILLO WAY
TRAF. SIG. - EL CAMIN0 REAWOLNENHAIN ROAD
TRAF. SIG. - CARLSBAD VILLAGE DRIVE/JEFFERSON STREET
TRAF. SIG. - CARLSBAD VILLAGE DRIVE/ROOSEVELT STREET
M. SIG. - CARLSBAD VILLAGE DRIVE/TAMARACK AVENUE
TRAF. SIG. - CARLSBAD VILLAGE DRIVE/INTERCONNECT SIGNALS
TRAF. SIG. - MELROSE DRIVE/LA COSTA AVENUE
TRAF. 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 LANE/BATIQUITOS DRIVE
TRAF. SIG. - POINSETTIA/PASEO DEL NORTE
TRAF. SIG. - RANCHO SANTA FE/QUESTHAVEN
TRAF. SIG. - TAMARACK AVENUE/GARFIELD STREET
TRAF. SIG. - TAMARACK AVENUE/HIGHLAND DRlVE TRAF. SIG. - CAMINO VIDA ROBLEflARROW DRIVE
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128
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iv
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STRJXT PROJECl3
B
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ADAMS STREET DESIGN 15
ALGA ROAD 15
AVENIDA ENCINAS - ENCINA WWTP FRONTAGE 15
*AVENIDA ENCINAS WIDENING 15
CANNON ROAD 15
CANNON ROAD & 1-5 15
CANNON ROAD WIDENING 15
CARLSBAD BOULEVARD WIDENING 15
CARLSBAD BOULEVARD MEDIAN 15
CARLSBAD VILLAGE DRIVE WIDENING 15
EL CAMINO REAL MEDIANS 1E
EL WINO REAL WIDENING (TAMARACK TO CHESTNUT) 16
PAGE INTENTIONALLY LEFT OUT It
EL WINO REAL & PALOMAR AIRPORT ROAD WIDENING 16
EL WINO REAL (LA COSTA AVENUE TO ARENAL ROAD) It
EL CAMINO REAL & ALGA ROAD le
EL CAMINO REAL & CAMINO VIDA ROBLE It
EL CAMINO REAL & CANNON ROAD 1C
EL CAMINO REAL & CARLSBAD VILLAGE DRIVE It
EL CAMINO REAL & FARADAY AVENUE 1C
EL CAMINO REAL & TAMARACK AVENUE 1;
FARADAY AVENUE & ORION STREET 1;
FARADAY AVENUE 1;
HIDDEN VALLEY ROAD 1;
JEFFERSON STREET BIKE PATHS 1;
LA COSTA AVENUE WIDENING 1;
LEUCADIA BOULEVARD WIDENING 1;
LOCAL ROAD DRAINAGE PROGRAM 1:
MARRON ROAD - 2 EASTBOUND LEFT-TURN LANES 1:
MELROSE DRIVE & ALGA ROAD 1'
MISCELLANEOUS - TRAFFIC MONITORING PROGRAM 1I
OLIVENHAIN ROAD & RANCHO SANTA FE ROAD 14
PALOMAR AIRPORT ROAD & COLLEGE BOULEVARD 11
PALOMAR AIRPORT ROAD & PASEO DEL NORTE 1:
PALOMAR AIRPORT ROAD MITIGATION 11
PALOMAR AIRPORT ROAD - BETWEEN YARROW DRIVE & EL CAMINO REAL 1i
PALOMAR AIRPORT ROAD MEDIANS li
PAGE INTENTIONALLY LEFT OUT 1I
PALOMAR AIRPORT ROAD BRIDGE 1,
POINSETTIA LANE WIDENING 1I
POINSETTIA LANE BRIDGE 1'
LOCAL STREET/SIDEWALK UPGRADE PROGRAM 1'
SIDEWALK - LAGUNA DRIVE WIDENING
STREET LIGHTS - PI0 PIC0 AT HOLIDAY PARK
1
1 e
V
- PAGE
STREXT PROJECIS (Cont'd.)
194
195
196
197
STREETSCAPE - PHASE V
TAMARACK AVENUE
UNDERGROUND UTILITY DISTRICT NO. 14
UNDERGROUND UTILITY DISTRICT NO. 15
BRIDGE AND THOROUGHFARE PROJEXXS
I98
199
200
I-S/LA COSTA AVENUE INTERCHANGE
I-S/PALOMAR AIRPORT ROAD INTERCHANGE
1-5/POINSE?TIA LANE INTERCHANGE
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