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HomeMy WebLinkAbout1993-06-15; City Council; 12268 Exhibit 1; 1993-94 Operating & Capital Budget APPROPRIATION BUDGET CCVB CIP FEE LIGHT LIMIT OPERATING REVISEDAb \zq 26% ewl&jf~ Lee Rautenkrm 1; d/15/\993 City Clerk Fd 87 November 17, 1993 TO: BUDGET RECIPIENTS FROM: Senior Management Analyst 1993-94 PRINTED BUDC;ET MXUMENTS Attached, please find your department copy or copies of the 1993-94 Operating and Capil Improvement Budgets. The operating budget was revised as of November 9,1993, and the reason for the delay in getting this document out to you. It was hoped that these h events would coincide more closely. The budget document does not include any of t budget reductions that were made. An expenditure summary which reflects the NovemE 9, budget reductions is included as part of this memo. The document is helpful in that the program descriptions are generally accurate. Examp of other useful idormation contained in the budget are personnel allocations, the CIP a a detail of approved capital outlay purchases by department. DEBBIE EXHIBIT A J < CITY OF CARLSBAD 1993-94 REVISED BUDGET EXPENDITURE SCHEDULE . BUDGET RNISED DEPARlW" 1993-94 BUDGET DIFFERENCE QENERAL GOVERNMENT CrrYcoUNclL CrrYMANAQER WBUC INFOFMATION CITYCLERK CITYAlTORNEY FINANCE CllYTREASURER PURCHASING HU~RESOURCES RESEARCH OFFICE INFORMATION SYSTEMS RISK WGEMPCT TOTALGENERALGOVERNME" PUBLIC sAFm POLEE FIRE TOTAL PUBUG SAFEI'Y COMMUNlMDMLOPMENT -. COMMW OEVELADMIN QEOC1RAPHK)lNFORMATKJhl - - @ww . I---- ENQINEERIW PtANNlW GrnWrHMANAaEMENr HIsToRlcPREsERvcoMM UlllmsAWmnoN STREET- FACILITIESMANAOEM~ TRAFFlCSloNALMAlNr TOTALMAI-E EXHIBIT A (continued) CITY OF CARLSBAD 1993-94 REVISED BUDGET EXPENDITURE SCHEDULE BUDQET REVISED DEPARTMENT 1993-94 BUDQET DIFFERENCE CULTURE/RECREATION LIBRARY w,m CULTURALARTS PROGRAM 0 SlSTERCITYPROoRAM 0 PARKS AND RECREATION czs,l~) SENIOR CITENS PROG (4,500) TOTAL CULTURE/RECREATKlN (58,600) NON-DEPARTMENTAL COMMUNITY PROMOTION 0 BEACH PARKIN0 0 COMMWCONTRIBUTK)NS 0 HIRING CENTER 0 AUDIT 0 HOSP GROVE PAYMENT 0 GOLF COURSE WSES d PROPERTYTAXADMINEE 0 DUES & SUBscRlplMNS 0 ANIMAL REQULATON CONTRACT 0 ECONOMIC DEVELOPMENT 0 STREET UGHT COSTS (G-m 0 TREEMAlNTCOsTs (cm) 0 BOND SERvlcES 0 TOTAL NON-DEPARIMENTAL 0 SUBTOTALGENERALFUND (814100q CoNnNG~ (~.oooD TOTAL -FUN0 (1 374,- 0 i __ . _- COMMUNITY FAClLTs DlSTR /1 ADMINISTRATION 0 0 GASTAX 1,2l9,500 281,130 REDNELOPMENTDEFTSERVICE 1,094,550 91,434 ___~ I 1 CITY OF CARLSBA 1 1993-94 OPERATING BUDGET AN I CAPITAL IMPROVEMENT PROGRAI I 0 I 1 I I I 1 I 1 1 MAY0 CLAUDE "BUDDY" LEWI I CITY COUNC MARGARET STANTO ANN J. KULCHI I JULIE NYGAAR RAMONA FINNIL CITY MANAGE 1 RAYMOND R. PATCHEl FINANCIAL MANAGEMENT DIRECTC I JAMES F. ELL101 PREPARED BY THE FINANCE DEPARTMI FINANCE DIREC; LISA HILDABRAND, C. I I I 1 I I I I I 1 I 1 I 1 i I I 1 CXIY OF CARLSBAD, CALIFORNIA 1993-94 BUDGET TABLE OF CONTENTS How the Budget is Organized Organizationchart ........................................... 1 ..................................... Community Profile ............................................ I1 BUDGET OVERVIEW City Manageis Transmittal Letter Budget Overview Graphs ............................................... 1 GannAppropnations Limit ............................................. 1 Debt Management Issues.. ............................................. 1 Projected Fund Balances for Operating Funds 2 Projected Fund Balances for Capital Funds ................................. 2 Budget Expendhue Schedule ........................................... 2 Revenue Estimates for 1993-94 2 PersonnelAllocations ................................................. 3 OPERATING BUDGET DETAIL ......................................... ............................... .......................................... 1 General Government Citycouncil ........................................................ d CityManager ....................................................... 1 Cityclerk 1 CityAttomey ....................................................... 1 Finance ........................................................... 1 Audit ............................................................. ! Purchasing ......................................................... ! HumanResources .................................................... ! HealthInsurance .................................................... ! Research ........................................................... ! Informationsystems .................................................. ! DataProcessing ..................................................... ! RiskManagement .................................................... ( WorkeisCompensation ( GeneralLiab .......................................................... i .......................................................... I CashManagement .................................................... ............................................... Miscellaneous Non-Departmental ........................................ I Public Safetv PoliceDepartment Summary ............................................ 1 Adminispation ....................................................... TABLE OF CONTENTS Page Two Public Safety (continued] Operations ......................................................... 67 Investigations ....................................................... 68 Juvenile Diversion ................................................... 69 D.A.R.E. ........................................................... 70 Vice/Narcotics ...................................................... 71 Technicalservices ................................................... 72 Reserve Officers ..................................................... 73 Traffic ............................................................ 74 Fire Department Summary ............................................. 75 Administration ...................................................... 76 Suppression ........................................................ 77 Prevention ......................................................... 78 Weed Abatement .................................................... 80 Disaster Preparedness ................................................. 81 Developmental Services Emergency Medical Services ............................................ 79 Community Development Administration ................................... 83 Geographic Information System .......................................... 84 Historic Preservation .................................................. 85 EngheehgDepartment ............................................... 86 PlanningCommission ................................................. 88 LandUsePlanning ................................................... 89 GrowthManagement ................................................. 90 BuildingInspecdon ................................................... 91 Culture and Recreation Library Department Summary ........................................... 93 Administration ...................................................... 94 Circulation ......................................................... 95 Reference Services ................................................... 96 Genealogy/Local History ............................................... 97 Children’sServices ................................................... 98 TechnicalServices ................................................... 99 Collection Development & Acquisitions ................................... 100 Mediaservices ..................................................... 101 Adult Learning ..................................................... 102 LaCosta Branch .................................................... 103 CulturalArts ...................................................... 104 Sistercity ........................................................ 105 California Library Service Act (CLSA) .................................... 106 Public Library Fund (PLF) ............................................. 107 I TABLE OF CONTENTS 1 Page Three I Culture and Recreation (continued) Audiovisual Insurance ................................................ 10 Parks and Recreation Department Summary ................................ 10 Administration 11 Commission ....................................................... 11 Operations ........................................................ 11 Tree Maintenance 11 MedianMaintenance ................................................ 11 RecreationOperations ............................................... 11 RecreationFeeSupported 11 I 1 I 1 I ii I ! I I I I 1 I I ..................................................... ................................................... ............................................. Aquatics .......................................................... 11 Recreation . Agua Hedionda Lagoon ..................................... 12 Senior Programs .................................................... 12 Senior Commission 12 SeniorNubition ................................................... 12 Utilities and Maintenance .................................................. Utilities and Maintenance Department Summary ............................ If StreetMaintenance .................................................. If Major Street maintenance ............................................. 1: Administration 12 ..................................................... FacilitiesMaintenance 1: Traffic Signals ..................................................... 1: StreetLighting ..................................................... 1: Buena Vista Creek Channel Maintenance 1: ............................................... .................................. Solid Waste Management ............................................. 1: Vehicle Maintenance ................................................. 1: Vehicle Replacement 1: ................................................. 8 Housing and Redevelopment . Housing and Redevelopment Department Summary .......................... 1: Housing Certificates and Voucher Programs ................................ 11 Redevelopment ..................................................... 14 Affordable Housing .................................................. 11 PortableVouche rs 11 ................................................... Community Development Block Grant 11 Water District Carlsbad Water District Summary 1d WaterOperations ................................................... 1. WaterReclamation .................................................. 1 SanitationServices 1 .................................... ....................................... .................................................. TABLE OF CONTENTS Page Four CAPITAL IMPROVEMENT PROGRAM 1993-94 Capital Improvement Program ................................... 153 Growth Management Plan ............................................. 160 Current & Future 1993-94 to Buildout Projects ............................. 161 Analysis of Available Balances .......................................... 174 APPENDICES Capitaloutlay Requests .............................................. 183 TravelRequests .................................................... 185 Budgetprocess ..................................................... 192 AccountingSystem .................................................. 194 Glossary .......................................................... 195 ContinUing Appropriations 1992-93 to 1993-94 ............................. 197 PRINTED ON RECYCLED PAPER @ I 1 I 1 1 HOW THE BUDGET DOCUMENT IS ORGANIZED The Operating Budget is organized by general function such as Public Safety, Commul Development and General Govemment. Within these broad categories, the budge organized on a departmental basis. Departments containing more than one prog include a financial, and brief, descriptive summary. The summary page is followed detailed program information. Some departments consist of one program only, and t only one page is included for them. For each program2 financial history, along with 93-94 budget figures, is presented. Also included are narrative statements identifj program activities and their workload measures or performance objectives. Some programs may contain personnel costs yet not reflect a number of positions. 1 occurs, for example, in the City Clerks budget. In these cases, costs reflected are for p time staff only, and are not considered in the reporting method established. The Capital Improvement Program is located toward the back of the budget. Include a discussion of the program as a whole, the revenue sources, project scheduling budgeted 1993-94 expenditures. The discussion is followed by a multi page table outlir all capital projects. Ongoing projects are identified along with the amount of funds alre appropriated, while future projects contain an identification of their estimated cos planned year of spending. An analysis of future revenues and cash balances concludes presentation of the CIP. The Appendices contain a table outlining 1993-94 Capital Outlay. Travel detaj presented next, so that Council may review and approve these requests. The Buc Process and Accounting System and Budgetary Control are also presented in the apper section. I B ' I 1 i I 1 I 1 I 1 I I I ............................. ------Y-------------- ------------- r--r-i L-----,---- L-~--L--,,-,,-,_-___,___ L-~------------___--____________ I I I I 1 I I t Number sf Sworn Police Officers 77 I 0 I I I 8 I 1 e CITY OF CARLSBAD Statistical Information 1993-94 July 16, 1952 Date of Incorporation Type of City General Law Form of Government CouncUManager Area 42.19 sq. miles Population 67,172 Number of Streets 4,516 I Miles of Streets 238 Fire Protection: Number of Stations 6 Number of Firefighters & Officers 72 Police Protection: Number of Stations 1 Municipal Water District: Number of Customers 17,307 Average Daily Consumption 13.04 million gall 1 Miles of Lines and Mains 325 Miles of Sewers 113 Recreation and Culture: Number of Parks (Improved and Unimproved) Area of Parks 326.88 acres Number of Pools 1 Number of Libraries 2 36 Number of Volumes 207,711 Total Number of Full Time City Employees 483 I u - I I i I 1 June 15, 1993 TO: FROM: City Manager HONORABLE MAYOR AND CITY COUNCIL 1993-94 BUDGET l 1 1 1 Program. Overview As the City of Carlsbad entered the 1990's, budgeting and planning for programs h I become a more challenging process each year. The trial has been to match expenditur with a continuously declining revenue base. Not only has the weak economy played a pi in reducing the City's normally growth oriented revenue stream, but the State of Califorr I has persistently looked to cities for help in balancing their budget. The result has been constant exercise of balancing expenditures with slipping revenues. I The 1992-93 budget year alone found the City of Carlsbad preparing and revising General Fund budget a total of three times. While the Coclncil adopted a balanced budg i beginning July 1, 1992, the economy affected revenues, and the State balanced its budg using revenues relied on by the City. These impacts resulted in the need to reduce 1992-( programs by $2.3 million. As the revenues were reviewed again in January, 1993, it w I apparent that the economy was still weak, and again expenditures were tapered back, tl 1 1 I am pleased to submit to you the 1993-94 Operating and, Capital Improvement Progra Budgets for the City which total $98.4 million. Revenues for 1993-94 are projected $1 11 .O million. General Fund revenues total $39.2 million with expenditures schedul at $39.4 million. The difference of revenues to expenditures is made up through the u of $190,000 in fund balance for meeting limited capital outlay needs, and to fund t major building maintenance project of renovating the Oak Street office building. T budget message which follows will focus on operating revenues, expenditures, a~ important issues facing the City in the forthcoming 1993-941 fiscal year. Detailed discussic of the Capital Budget may be found in the section detailing the Capital Improveme 1 time by $1.6 million. 1200 Carlsbad Village Drive - Carlsbad, California 92008-1 989 - (61 9) 434-28 The most significant action the City took as expenditures were reduced was to eliminate a total of forty two (42) positions from the budget. At that same time, five (5) positions were unfunded. Service level declines that have occurred are most apparent in the City's parks. Watering in park land passive areas has been eliminated, tennis court lighting has been reduced, and maintenance of ball fields has become a user responsibility. Other service level reductions include the elimination of the Neighborhood Watch newsletter, reduced litter control, and a curtailed street sweeping schedule from biweekly to once each month. Further, the Library book budget was reduced, and training for police and fie staff has been cut resulting in offering only mandated education. As we head into 1993-94, the revenue picture looks much the same as the current 1992-93 revenues, resulting in a flat forecast for next year. Budgeted expenditures for 1993-94 have been held at levels reached during the cutbacks implemented throughout the past. There are no new programs or positions contained in the 1993-94 budget; in fact, one position has been eliminated and five positions remain unfunded. Projects that have been deferred continue in that status and staffing of vacant positions is periodically reviewed. It is important to recognize that this budget represents the first step in arriving at a balanced budget for 1993-94. It is almost certain that when the State balances its budget, cities will again become a target for needed revenues. It is anticipated that Carlsbad's loss will be in the range of $1.5 to $4 million. When the losses are known, the budget will be reformulated, and will look quite different from that presented within. It is indeed likely that the State's budget balancing actions will also affect the Redevelopment Agency and the Water District. BudRetary Policies One of the requirements in preparing the City's budget is to balance revenues against expenditures. Due to the continued effects of the recession, this has become an increasingly difficult task. The City revised its revenue estimates downward by $3.8 million, or 10% during the 1992-93 fiscal year. It is from this already reduced revenue position that income projections for 1993-94 were made. There is no economic growth in the base forecast. The flat revenues provided the forum for developing the policies that were used to develop the budget that is presented to the City Council. .. The table above provides a picture of the revenue progression for a three year period. As can be seen in the second box, we started 1992-93 rather optimistically with a $42.1 million revenue projection. Results of the impacts of the State budget and the economy forced a downward change to a 1992-93 revised estimate of $38.3 million. As we enter 2 1993-94, the $39.2 million revenue projection can be considered flat at a 2.4%, 1 $920,000, increase over the 1992-93 revised figure. As budgets have already been cut back to match 1992-93 estimated revenues, the goal preparing 1993-94 budgets was to keep expenditures at their current level. Departmen prepared 1993-94 spending plans with the following guidelines: I 1 1 It 1 increases. b No new positions, programs or services. b Budgets were dowed to increase by the amount necessary to accommodate stc b Capital outlay needs could be addressed within the budget request. b Increased costs were required to be offset by reductions elsewhere such that t bottom line would be equal to, or less than, the 1992-93 budget amount. b Increases in Data Processing charges were allowed in recognition of a one th savings realized in 1992-93. I 1 I I I 1 I b Assessments for the Worker's Compensation and Liability Insurance S Insurance Funds were reallocated resulthg in increased costs to some progran and decreased costs in others. The total amaiunt allocated was the same duaing 1992-93, which resulted in no revenue increases for either fund. I b Wherever possible, maintain existing service levels. The use of these guidelines resulted in a recommended 19513-94 Operating Budget of $3' million. This budget includes the elimination of one position, and the placement off positions in the unfunded category. The recommended 1983-94 budget reflects no Gene Fund payment to the Golf Course. A Council Contingency account of only $600,00C included in the budget compared to a $1.1 million appropriation last year. 1 contingency account is available to the City Council to address unanticipated emergenc 8 or unforseen program needs. Two significant cost increases needed to be absorbed in the 1993-94 budget as the C recognized some one time savings during 1992-93. First, as mentioned above, D Processing charges increased by approximately $200,000, in order to maintain a prud fund balance. Second, the Hosp Grove debt payment was increased by approximat $75,000 in order to accommodate the regular annual payment. Also included in the budget are amounts necessary to provide full year funding for Assistant City Attorney and the Compensation and Benefits Manager, which had b reduced to partial funding in 1992-93. Additionally, tlnree Police Officers which M unfunded during the February budget reduction, are funded in 1993-94. 1 I 1 1 I 3 Revenue The table below shows the total operating and capital revenues the City anticipates receiving for 1992-93, as well as those estimated for 1993-94. REVENUESUMMARY BY FUNCTION (In Millions) PROJECTED DIFFERENCE AS%OF FUND PROJECTED SPECIAL, REVENUE ENTERPRISE FUNDS CAPITAL $133 $39.7 $26.4 1985% GRAND TOTAL $80.6 $111.0 $30.4 37.7% Revenue estimates indicate that the City will receive a total of $111 million, a 37.7% increase over the current year projections. The majority of the increase can be attributed to the capital funds which contain an increase of $26.4 million over the projected 1992-93 revenues. Approximately one third, or $14.2 milllion, of the capital revenue is scheduled to come from the issuance of bonds. Another third or $13.5 million of the estimated capital revenue is a combination of grant and Transnet funds. Capital revenue received as a result of growth within Carlsbad totals $2.7 million, and represents 6.8% of the total. 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. These revenues also provide a representative picture of the local economy. The table on the following page shows a summarized outlook for the major General Fund revenues. In spite of the loss of $1.2 million in Property Taxes to the State during 1992-93, these revenues continue to provide the largest single some of income for the City. The projection of $13.2 million for 1993-94 represents 33% of the total General Fund revenue. It is anticipated that the increase in Property Tax revenues will be limited to the 2% increase in assessed rates as provided within Proposition 13. The projection includes no additional growth in Property Tax revenues due to increased property transactions or higher valuations on property. The 1993-94 estimate also does not reflect any actions on behalf of the State whish may reduce Property Tax revenues. 4 Sales Tax revenue is the second largest revenue source and is estimated at $9.8 million 1993-94, an increase of 5.4% or $500,000 over the prlojected 1992-93. The estim considers that the Price Club will be in operation for the first full fiscal year beginning 1993-94, which will add six months of sales tax revenue to the base. Interestingly, 1993-94 estimate of $9.8 million is just above actual sales tax revenues of $9.4 mill received during 1990-91, reflecting flat consumer spending over the past three years. The last significant General Fund revenue is the Trartsient Occupancy Tax which estimated at $3.2 million for 1993-94, the same as the 1992-93 projection. It anticipated that the slow economy will keep travel to Carlsbad at its present level. Development within Carlsbad has continued at a slow rate resulting in 1993-94 rever estimates that are identical to those of 1992-93. Examples of development related rever include Engineering Fees estimated at $1.0 million, Planning Fees at $750,000 i Building Department Fees at $225,000. There are two revenues which contain projected increases over 1992-93. First, Recreau Fees have been increased by $50,000 due to the expansion of the Kreuger House pre-scB program. Second, Other Fees and Charges contain an increase of $20,000 in anticipati of more weed abatement activities resulting from high rainfall volumes during the win of 1993. The Portfolio Management Fee is a new revenue in 1993-94, which will assessed to other funds for the City Treasureis investment efforts, and be based on 1 value of the investment. All other General Fund revenue estimates are flat with 1 expectation of a slow economic recovery. Special Revenue Fund revenues total $6.5 million which is $110,000 or 1.6% greater I? those projected for 1992-93. Types of functions supported within Special Revenue Fur include programs funded by grants such as Housing Assistance - Section 8, Maintenar Assessment Districts, and Gas Tax Street Maintenance. Enterprise Fund revenue for 1993-94 is projected at $17.4 million, an increase of $: million or 18.4% over 1992-93 estimates. Enterprise Funds are similar to a business that rates are charged to support the operations which supply the service. Examples Carlsbad Enterprises include the Water District, Sanitation Services, and Solid Wa Management. Water District revenues show an increase of 18.5% or $1.9 million. The majority oft increase, $1.8 million or 22%, is reflected in the higher cost of purchasing water fr( Metropolitan Water District and the County Water Authority. The Water District rever projection for 1993-94 anticipates a $1.70 per unit increase. Sanitation Enterpr revenues are up approximately $300,000 or 7%, and reflect a 2% rate increase necessi to absorb the increased cost of Encina Plant services. Internal Service Funds show an estimated revenue of $6.4 million for 1993-94, an increi of $300,000 or 4.9%. Internal Services provide services vvithin the City itself and inch programs such ais the self insurance funds for Workers Compensation and Liabil Insurance, as well as Data Processing and Vehicle Maintenance. Departments pay to 1 I I I 1 I 1 I I 1 I 1 I I I I 1 I I 8 5 the services provided by these funds. The Internal Service Fund demonstrating the largest revenue increase is the Data Processing Fund, up $194,000 or 38%, which is due to the single year use of fund balance to offset operating costs. Redevelopment revenues are estimated at 1992-93 levels of $1.8 million. The tax increment on property values has not exhibited any signs of growth over the past two years, and is expected to perform sirniIarly in 1993-94. Expenditures The combined 1993-94 budget totals $98.4 million and is broken down as shown below. Budgeted operating expenditures for 1993-94 total $72.5 don which represents a decrease of $2.4 don or 3.2% from the current 1992-93 budget, while capital expenditures are up $7.3 million, or 39.2%. BUDGETEXPENDITURESUMMARY ( In Millions) GENERALFUND SPECIAL, REVENUE ENTERPRISE The General Fund shows a $2.1 million, or 5.1%, decrease from 1992-93 to 1993-94. The General Fund can also be compared using 1992-93 estimated expenditures and the 1993-94 budget. This is particularly salient, as departments are presently operating under a plan to save as much as possible. The estimated expenditures for 1992-93 total $38.7 which are $700,000 lower than the budget 1993-94 of $39.4 million. Balancing the 1993-94 General Fund budget entailed the use of Various strategies which are profiled below. b Five (5) positions, three of which are in the Library, are not funded. The remaining two unfunded positions are h the Utilities and Maintenance Administration and Street Maintenance programs. The unfunded positions are vacant and represent na layoffs of existing staff. It is estimated that this effort reduced the budget by approximately $225,000. 6 b One vacant position was eliminated from with the Recreation program. Efforts reduce expenditures through a reorganization residted in an effective method reducing staff while maintaining service levels. Approximately $50,000 was sa\ in this effort. The budget for the administration of the City's Workers Compensation and Gene Liability Self Insurance programs has been transferred from the General Fund to t appropriate Internal Service funds. This will enable the General Fund to recogn a savings sf approximately $200,000 this year as the Insurance fund balances v be used. This is a one time savings and costs to user departments will need to increased in 1994-95 resulting in higher rates. Charges to user departments 1993-94 have been kept at 1992-93 levels. The budget contains spending of $190,100 from the General Fund balance. Capi outlay purchases totaling $65,100 are slated for use of fund balance. The C Street office facility remodel at $125,000 is also €unded out of the General Fu balance. Both of these expenses can be considered one time endeavors, that will n be recurxifig from one year to the next. No new positions have been added. This is the second year that alternate funding sources have been used for SOI former General Fund programs. Police Asset Forfeiture funds now support t DARE and Juvenile Diversion programs and branch library operations will be fund by the CLSA grant. This effort reduced the General Fund portion of the budget approximately $465,000. 1 8 I i 1 1 i 1 il I 1 8 8 I: I b b I b b The use of fund balances and grants to support day to day operations, as discussed ab01 cannot occur on a prolonged basis as these resources are not reliable. Should the critei for receiving gan~ funds change or be eliminated all together, the General Fund will ne to be considered as a funding source for these programs. Most of the service level impacts have been identified with each budget reduction the Q has implemented. The 1993-94 budget does not contain service level reductions oft magnitude already accomplished. Flexibility in providing services, both to the citizens ar within the organization remains limited. Fortunately, this budget maintains the curre library and swimming pool operating hours. Additionally, no reductions in safety servic are needed at this point. While this budget may not include impacts as striking as tho which have occurred, we are anticipating a change for the worse when the State decid how much of their revenues will come from cities. As a result, the budget process may be viewed as a two step procedure for 1993-94. TI first step will entail adopting the budget as presented within; and maintains the san service levels as the budget with which we have been operating throughout most of 199 93. The second step will occur once the state determines the method by which they w balance their budget and the impact on City fiscal resources is known. Service levels a~ programs will need to be thoroughly reviewed and adjusted in order to arrive at a balancc budget. 1 I 1 7 Special Revenue Funds, show a decrease in anticipated spending of approximately $300,000 or 4%. The Tree Maintenance and Street Lighting Maintenance Assessment District budgets reflect decreases while the Median Maintenance budget contains a small increase. Should the budgets be increased, and higher assessments needed, noticing requirements outlined in SB1977 would be required. This bill became effective on January 1, 1993 and requires that any increase in assessments must be noticed by mail. The written notice must be received by each parcel owner at least 45 days prior to the second public hearing. As the Street Lighting and Median Assessment Districts have approximately 34,000 parcels and the Tree Assessment District has 13,000, the noticing task is a significant undertaking. The City was able to keep the assessments at the same levels as those used during 1992-93 through the use of fund balances. It is unlikely that this option will be available next year as the balances are depleted. Another Special Revenue Fund, the Community Development Block Grant Entitlement (CDBG), shows an increase of 52% in its budget in anticipation of implementing a charge back program. Presently, the CDBG program does not charge capital projects for administrative time. The new budget contemplates that effective timekeeping procedures will enable administrative time to be charged directly to capital projects. Once implemented, revenues generated through capital project chargebacks will augment the administrative revenues allowed within the CDBG program. The additional budgeted expenses are reflected by the addition of one more position to tRis program. This is not a new position, yet provides the benefit of shifting staffing costs from the Redevelopment Agency budget to CDBG. Enterprise Funds, as a group, show a budget increase of $200,000 or 1.1%. Although it appears that the Water District budget of $12.1 million is nearly identical to the 1992-93 budget, a more meaningful comparison can be made between the 1992-93 Estimated Expenditures of $10.6 million and the budget. By comparing these two figures, an increase of 14% or $1.5 million results, of which the majority is the cost of purchasing water for sale to users. Internal Service Funds show an increase of $100,000 or 1.5%. The increase in Vehicle Replacement is offset by reductions in Workers Compensation and Health Insurance. The increased budget for Vehicle Replacement is the result of deferring purchase of vehicles for the two previous years. The 1993-94 budget proposal includes funding for purchases postponed for the prior two years, plus the purchase of the scheduled 1993-94 vehicles. The Redevelopment Agency budget has decreased for 1993-94 by $300,000. The decrease is the result of reducing the operating budget in conformance with City budget guidelines, as well as transferring the funding for the equivalent of one and one half positions to both Housing and CDBG. Even with the reduced Redevelopment budget, the General Fund will provide $80,000 of additional financial support in 1993-94. 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, 8 although the amount is not known. Carlsbad's 1992-93 budget absorbed several increas costs in order to offset State budget balancing actions which include payment to 1 County for Property Tax Administration fees and Booking Fees. The 1992-93 budget a suffered a decrease of Property Tax, Cigarette Taxes and Fine and Forfeiture revenues the State totaling $1.4 million. The combined affect of past state actions to Carlsba 1993-94 budget totals approximately $2 million. Actions the State takes this year IT result in a potential loss of revenue to Carlsbad in the millions of dollars. The budget dc not attempt to deal with this contingency other than to recognize that there is a diri threat to our community. While 1993-94 represents a challenging year financially, the City will strive to maintain 1 quality and variety of services which have come to be expected by the residents a businesses of Carlsbad. No new programs or services are proposed. In this difficult budget year the cooperation of all departments and City staff was criti to creating a successfid operating plan. This document is a reflection of the dedication a efforts of these members of Team Carlsbad. Their support is critical to the City's ulth success. We offer them all our thanks for a job well done. This example of teamwork v\ be repeated in the months and years to come as the State of California and econon conditions continue to challenge the fiscal strength of the City of Carlsbad. i 8 I i i 1 I 1 1 I I 8 I I 1 I 8 i g City Manager 9 CITY OF CARLSBAD OPERATING REVENUE 1993-94 Sales Tax Other Special Fund Charges for Services Other General Fund Licenses and Permits $1 7.7 Total Operating Revenues- $72.1 Values in Millions ESTIMATED REVENUES 1993-94 Amount In Revenue Source Millions of $ Percent Property Tax $13.2 18.3% Sales Tax 9.8 13.6% Other Taxes 4.3 6.0% State Subventions 2.6 3.6% Charges for Service 3.4 4.7% Licenses & Permits 1.7 2.4% Water District 17.7 24.5% Other Gn'l Fund 4.3 6.0% Other Spec Funds 15.1 20.9% Total Revenue $72.1 100.0% 1.0 I I I I 8 il I I 1 8 I I I Library 3.1 4.3% i I 1 CITY OF CARLSElAD OPERATING EXPENDITURES 1993-94 Public Works Public Safety $16.1 Water District/Sanit'n t Other 9 $1 7.5 Parks & Recreation $4.8 Library $3.1 Housing & Redevelop $4.8 General Government $4 $9.3 Total Operating Expenditures - $72.7 I Values in Millions ESTIMATED EXPENDITURES 1993-94 Am ou n t in 1 City Service Millions of $ Percent Public Safety $ 16.1 22.1 % Public Works 13.1 18.0% Parks and Recreation 4.8 6.6% Redevelopment & Housing 4.8 6.6% General Gov't 4.0 5.5% 8 Water District 17.5 24.1 o/c Other 9.3 12.8% $ 72.7 100.0% Total Expenditures 11 CITY OF CARLSBAD GENERAL FUND 1993-94 BUDGET REQUESTS BY FUNCTION ESTIMATED REVENUES PUBLIC SAFRY 815.0 40% ~sEs&PE CONTINGENCIES SUBVENTlONs U.8 n 1.0 rs Total Revenues = $339.2 Million DMLOPMENT $6.9 18% Total Budget = $39.4 Million BUDGETED EXPENDITURES ESIIMATEDREVENUES The General Fund supports Services most The most significant discretionary source commonly recognized as those that are of revenues are those generated for the provided by the City. They include General Fund. These revenues pay for Police, Fire, Library, Planning and general city services such as the Library, Engineering services, as well as the others Parks and Recreation, Police and Fire. noted in the pie chart above. The service Estimates for 1993-94 show that Taxes which accounts for the largest portion of make up the largest single share of expenditures is for Public Safety, Police revenue at $27.2 million or 69% of the and Fire, at $15.9 don, or 40% of the total. Included are Property Tax, Sales total. Other, at 6% of the total, includes Tax, and Transient Occupancy Tax. The the annual payment for Hosp Grove, next largest share of revenue is within Property Tax Administration Fees, Animal Charges for Services at $3.4 million or Regulation Contract and Community 9% of the total. Charges are made for Promotion. development related services, recreation fees, and ambulance fees. Other revenue at $2.6 million includes Interdepartmental Charges and Fines and Forfeitures. State Subventions include funds received from Vehicle In-Lieu and consist of 7% of total revenues. Interest is estimated at $1.7 million for 1993-94 and is equivalent to 4% of the revenues. 12 I I I I I I I I I I i I I I I I I I CITY OF CARLSBAC) General Fund Revenue Comparison 1991-92 and 'I 992-93 I PROPERTY TAX TRANS OCCUPANCY TAX OTHER TAXES STATE SUBVENTIONS CHARGESFORSERVCS 0 2 4 6 8 I01214 MILLIONS OF DOLLARS (GLzGz-) ProPertv Tax revenue is projected to State Subventions are not expected increase by 2% in 1993-94, or $260,000. increase over 1992-93 levels. Esh It was assumed that the base would are based upon information received fr increase by 2% as dowed under the the State! Department of Finance. provisions of Proposition 13. It is not anticipated that there will be an increase Charnes for Services are projected in property transactions. increase by 2.1% or $70,0 Developinent related revenues Sales Tax is projected to increase by 5.4% expected to remain at 1992-93 lev or $500,000. The increase is expected as Recreation fees have been increased a result of full year of Price Club $50,000 due to the expansion of operations. Kreuger House pre-school program. Transient OccuDancy Tax revenues show Interest is projected to stay at 199; no increase. No new lodging facilities are levels. open, nor are there any factors leading to increased tourism into Carlsbad. Other includes Interdepartmental Cha which are down by $50,000 from 15 Other Taxes include Franchise Tax, 93 levells. The decrease is due t Transfer Tax, and Tder Coach In-Lieu. restructttring of the cost alloca There are no increases anticipated in any system. Portfofio Management fees of these tax revenues. new in 1993-94 and are expected to b in $145,000. Each fund will be asser Licenses and Permits include construction a charge for investment services basec permits, and business licenses. There are the size of their portfolio. no increases projected for these revenues. 13 CITY OF CARLSBAD General Fund Expenditure History by Category Function Public Safety Culture/Recreation ... Comm’ty Devel Adminktration Maintenance Other .... .... .... 0 2 4 6 8 10 12 14 16 18 Millions of Dollars This table shows the expenditures by Community Development, the third set of function or service level program over the bars, show spending decreases occurring past four years. The solid bars represent over the past two years. This is due to the adopted budget for 1993-94 for each the elimination of 17 staff positions category. The chart demonstrates that during 1992-93, and the continued effort expenditures have been declining in most to reduce staffing costs. cases, which is due to the continued efforts to reduce the budget. Administration, Maintenance and Other categories are relatively flat, and contain Public Safety shows a small increase in no significant changes to past expenditure the 1993-94 budget which is due to the patterns. funding of previously unfunded positions. Culture and Recreation also shows a small Annual Total General Fund Expenditures: increase in their budget, and occurs in the Library. This is primarily due to the Actual Expenditures reassessment of the Liability Insurance 1992 $39,899,000 charges throughout the City. Parks and Recreation expenses have been reduced as Estimated Emenditures a result of decreased staffing. 1993 $38,658,000 1994 $39,385,000 14 I I I C 1 1 1 I 1 I I I 1 I 1 I 1 I 1 15 CITY OF CARLSBAD GA" APPROPRIATIONS L,lMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 11 1 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to the Limitation are those considered "proceeds of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. The major change made by Proposition 111 allows the City to annually choose among the following options for calculating its Gann Limit: b F Growth in California per capita income, OR Growth in non-residential assessed valuation due to new construction in the city, AND F b Population growth of Carlsbad, OR Population growth within San Diego County. The factors used to calculate the 1992-93 Limit were: b b Population growth in San Diego County, AND Growth in California per capita income. The formula is outlined below: 1991-92 Expenditure Limit $64,9 77,941 % County Population Growth 1.0234 Growth in California per capita income X 0.9936 Net Increase Factor 1.0169 $66.072.835 $35,590,620 1992-93 Lhdt (1 989-90 Limit 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 111. 16 I I I I I I 1 1 I 1 I 1 I I 1 1 I 1 CITY OF CARLSBAD PROPOSITION 4 SPEFdDING LIMIT I VS. APPROPRIATION OF PROCEEDS OF T/ MILLIONS OF DOLLARS 1984 1985 1986 1987 1988 198:) 1990 1991 1992 FISCAL YEAR m APPROP OF TAXES B SPENDING LIMIT 17 DEBT MANAGEMENT ISSUES As the City develops, the question of financing the necessary infrastructure becomes more and more pervasive. The past few years have seen the City meet new challenges in managing its resources and demanding that development contribute to the quality of life for the residents of Carlsbad. The use of debt has become a primary issue in the development of the Capital Improvement Program and &e policies that implement the growth management program. During the last five years, the City has issued $73 million in bonds and Certificates of Participation (COP’S) to fund streets, buildings, sewer and water facilities, open space acquisition and other infrastructure projects. With bond interest rates at historically low levels, outstanding issues were analyzed for possible refunding. The Redevelopment Tax Increment bonds will be refunded in FY 1993-94 to take advantage of declining bond interest rates. The table below identifies the debt the City currently maintains, the outstanding principal, the 1993-94 principal and interest payment and the scheduled year of payoff. CITYOFCARISBAD DEBT ISSUED 1988 Hosp Grove COP General $8,690,000 $7,815,000 $865,054 2009 1981 Parking Authority General 1,500,000 925,000 174,000 2001 1969 Parking Authority General 1,535,000 350,000 119,200 1996 1988 CMWD Water COP Enterprise 14,370,000 11,370,000 1,528,698 2004 1989 Encina PA Sewer Sewer Expansion Enterprise 12,689,800 12,689,800 1,110,706 2015 1988 Redevelopment Tax 1986 College Boulevard Assessment 1988 Palomar Airport Rd. Assessment 1990 Alga Road Assessment Increment Bonds Redevelopment 12,000,000 11,185,000 1,135,828 2011 Assessment District District 9,570,250 7,580,000 876,642 2007 Assessment District District 5,133,940 3,875,000 527,621 2004 Assessment District District 19,561,248 18,985,000 1,935,080 2012 18 I I 8 I I I I 1 I 1 I a I I 1 I I I In addition to these existing issues, the City is considering using debt to fund several ne projects. These include the following: I Community Facilities District - In May, 1991, the City implemented a Mello-Roc financing district, called CommUnity Facilities District No. 1 (CFD). Approximate $109 million in Capital Projects will be financed using this mechanism. The Soul Carlsbad Library is scheduled for construction in 1993-94 using a CFD bond issi of approximately $11 million. This project will proceed following a thorous review of the City's capability to fund its operation. Rancho Santa Fe Community Facilities District - A CommUnity Facilities District being formed to improve Rancho Santa Fe Road and Olivenhah Road. The stree will be widened to four lanes within Carlsbad from. the City of San Marcos to tl City of Enchitas. Bonds may be issued to provide funds to construct the stre expansion in four phases, with the total construction cost of approximately $L million. The City's participation in this project is limited to $6 million which w be provided by CFD No. 1. All other costs will be borne by the property owner Golf Course Construction - The City Council is coilsidering the construction of public Golf Course that may cost as much as $14 million. Funding could 1 provided through the use of COP'S supported by a General Fund pledge and reveni generated through the operation of the course. This project is tentatively schedulc to begin in 1994-95. Progress on this project will depend on the Council maki the finding that adequate funds are available within the General Fund to suppc this issue without interfering with operations, as well as the mitigation environmental concerns. 19 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1992-93 PROJECTED UNRESERVED BALANCE ESTIMATED ESTIMATED FUND BALANCE NND JULY 1,1992 REVENUES EXPENDITURES TRANSFERS JUNE 30,1993 1,966,027 HOUSING - SECTION 8 137,730 2,573,000 2,575,692 135,038 AUDIO-VISUAL INSURANCE 86,173 95,000 60,000 121,173 1,766,725 GAS TAX 2,006,725 1,190,000 1,430,000 TREE MAINTENANCE 254,113 575,140 586,000 243,253 STREET LIGHTING 646,700 690,000 598,000 738,700 BUENA VISTA CRK CHNL MNT 331,502 112,000 =J,000 223,502 STATE GRANTS (LIBRARY) 360,280 140,000 300,000 200,280 SENIOR NUTRITION 0 21 3,000 178,500 34,500 CDBG - ENTITLEMENT 0 75,000 64,771 10.229 MEDIAN MAINTENANCE 40,182 256,300 254,000 42,482 3,654,587 10,066,000 10,647,794 (23,500) 3,049,293 RECLAIMED WATER 0 4M,000 782,210 (380.21 0) SEWER OPERATIONS 2,606,570 4,160,000 4,241,384 (32,500) 2,492,686 SOLID WASTE MANAGEMENT 98,580 140,000 163,400 75,180 683,767 ~,ooo 655,000 500,000 1,184,767 UABILIlY SELF INSUR 2,051,445 735,000 973,000 1,813,445 HEALTH INSURANCE 1,305,242 1,785,000 1,850,000 1,240,242 VEHICLE MAINTENANCE (13,623) 1,317,000 1,267,952 30,000 (59,575) DATA PROCESSING 61 1,939 513,000 687,894 ' 437,045 VEHICLE REPLACEMENT 2,206,654 1,090,000 177,376 3,119,278 OpERATl.oNS 501,121 50,000 736,274 300,000 114,847 LOW AND MOD INCOME HSNG 1,897,893 395,000 106,383 2,186.51 0 DEBT SERVICE 261,232 1,355,000 1,137,938 (300,000) 178,294 TOTAL OPERATING FUNDS $30,783,713 $67,343,440 $68,559,948 $0 $29,567,205 20 E I 8 8 8 8 1 I 8 I 1 SOLID WASTE MANAGEMENT 75,180 151,000 186,617 39,x 1 1 I 1 1 I 1 1 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1993-94 PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1,1993 REVENUES EXPENDITURES TRANSFERS JUNE 30,1994 39,195,000 (W000) 190,100 8,363,394 2,210,407 HOUSING - SECTION 8 135,038 2,898,000 2,891,314 141,724 AUDIO-VISUAL INSURANCE 1 21 ,I 73 126,000 123,500 123,673 GAS TAX 1,766,725 1,220,000 1,219,500 1,767,225 TREE MAINTENANCE 243,253 575,140 574,746 243,64i MEDIAN MAINTENANCE 42,482 256,500 274,103 24,87! STREET LIGHTING 738,700 -,= 742,706 =,= BUENA VISTA CRK CHNL MNT 223,502 112,000 267,950 67,55: STATE GRANTS (LIBRARY) 200,280 170,000 291,200 79,m SENIOR NUTRITION 34500 21 8,000 183,197 69,m CDBG - ENTITLEMENT 10,229 110,Ooo f 18,764 1,46! 1,966,027 ~,000 21 5,620 3,049,293 12,249,000 12,114,038 3,184,25! RECLAIMED WATER (38021 0) 929,000 917,160 (368,371 SEWER OPERATIONS 2,492,686 4,553,000 4,482,386 2,563,30( 1,184,767 656,000 846,836 993,93' LIABILITY SELF INSUR 1,813,445 846,000 951,552 1,707,89: HEALTH INSURANCE 1,240,242 1,785,000 1,950,000 1,075,24: VEHICLE MAINTENANCE (59,575) 1,347,000 1,308,495 (21,071 VEHICLE REPLACEMENT 3,119,278 1,029,000 1,174,287 2,973,99 DATA PROCESSING 437,045 707,000 675,488 468s 1 14,847 45,000 628,455 470,000 1s DEBT SERVICE 178,294 1,340,000 1,094,550 (390,000) 33,74 LOW AND MOD lNCOME HSNG 2,186,510 395,000 105,000 2,476,51 TOTAL OPERATING FUNDS $29,567,205 $72,068,940 $72,722,564 $0 $28,913,5€ 21 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1992-93 UNRESERVED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1,1992 REVENUES EXPENDITURES TRANSFERS JUNE 30,1993 CAPITAL CONSTR - OTHER AGENCIES 0 2,296,081 2,252,856 0 43,225 PUBLIC FACILITIES FEE 9,030,675 620,000 1,954,263 500,000 8,196,412 ZONE 5 PARK FEE 1,596,3 10 27,000 0 0 1,623,310 PARK DEVELOPMENT 3,257,993 260,000 0 (500,000) 3,017,993 TRAFFIC IMPACT 3,050,907 175,000 1,680,987 0 1,544,920 PLANNED LOCAL DRAINAGE 2,722,720 93,000 0 0 2,815,720 SEWER CONSTRUCTION 11,296,808 645,000 1,316,747 0 10,625,061 TRANSNET/LOCAL 965,100 30,000 -,m 0 527,080 TW\NSNET/HIG MAY 7,542 2,020,000 1,647,081 0 380,461 TRANS NET/BI KE 0 0 30,008 0 (30,008) GOLF COURSE 1,271,781 607,200 425,442 0 1,453,539 PUBLIC ART (1 % FUND) 304,392 8,000 134,634 0 177,758 STATE GRANTS 105,566 60.000 60,259 0 105,307 COUNTY GRANTS 81 4,428 192,000 3m000 0 656,428 ASSESSMENT DISTRICTS 3,959,283 100,000 304,210 (2,204,874) 1,550,199 LTR CREDITEONE 19 0 0 0 0 0 CDBG 0 341,057 341,057 0 0 COMMIY FACILITIES DISTR #1 6,723,551 2,770,000 1,721,269 0 7,772,282 WATER DISTRICT RECLAIMED WATER 76,592 10,000 460,549 0 (373,957) MAJOR FACILITIES 6,645,399 785,000 2,066,852 0 5,363,547 REPLACEMENT 7,316,969 2,000,000 2,346,275 0 6,970,694 REDNELOJMENT TAX INCREMENT BONDS 2,820,459 85,OOo 188,785 0 2,716,674 REDEVELOPMENT PROJECTS 302,001 0 84,218 0 21 7,783 TOTAL CAPITAL FUNDS $64,958,336 $13,268,338 $18,272,702 ($2,204,874) $57,749,098 [ 22 ~ u I I CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1993-94 1992-!33 1993-94 PF BALANCE ESTIMATED CARRY- NEW TOTAL e 8 FUND JULY 1,1993 REVENUES FORWARD APPROP APPROP. JUP 946,200 2,508,448 43,225 PUBLIC FACILITIES FEE 8,196,412 332,472 4,570,974 1,345,000 5,915,974 1 ZONE 5 PARK FEE 1,623,3 10 34,000 0 0 0 PARK DEVELOPMENT' 3,017,993 57,870 'I 8,932 0 18,932 TRAFFIC IMPACT 1,544,920 981,509 636,271 =,OOo 986,271 I PLANNED LOCAL DRAINAGE 2,815,720 0 1 ,l '1 9,959 100,000 1,219,959 ENCINA 0 =,000 0 =,m 622,OOo SEWER CONSTRUCTION 10,625,061 933,522 1,0'15,568 3,133,016 4,148,584 I TRANSNET/LOCAL 527,080 0 242,560 0 242,560 TRANSNETIHIGMNAY 380,461 =,000 347,606 =,m 902,606 TRANSNET/BIKE Wto08) 370,500 310,492 0 340,492 I ISTEA 0 162,717 162,717 162,717 GOLF COURSE 1,453,539 50,OOo '79,637 0 79,637 PUBLIC ART (1 % FUND) 177,758 9,462 1:21,632 0 121,632 # STATEGRANTS 105,307 1,720,400 1,4337,577 41 3,816 1,851,393 COUNTY GRANTS 656,428 0 49,891 0 49,891 0 1,436,479 ASSESSMENT DISTRICTS 1,550,199 ao,OOo 1,436,479 CDBG 0 857,382 Q51,325 0 651,325 1 LTR CREDITEONE 19 0 0 0 0 I COMMW FACILITIES DISTR #1 7,772,282 17,329,667 7,454,640 13,056,482 20,511,122 mR DISTRICI RECLAIMED WATER (373,957) 4,849,552 4,465,595 0 4,465,595 1 MAJOR FACILITIES 5,363,547 3,379,627 3,910,640 4,284,105 8,194,745 REPLACEMENT 6,970,694 2,050,000 2,541,976 1,444,591 3,986,567 I 8EDNELOPMENJ TAX INCREMENT BONDS 2,716,674 40,m 2,580,175 0 2,580,175 REDEVELOPMENT PROJECTS 21 7,783 5,000 135,710 0 1 35,710 ' [TOTAL CAPITAL NNDs $57,749,098 $34,570,680 $34,763,112 $26,412,927 $61,176,039 I I I I 23 CITY OF CARLSBAD OPEFMTING FUNDS BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1993-94 %INCR (DEC 1992-93 GENERAL GOVERNMENT CITY COUNCIL $1 52,809 154,640 $158,MO $159.368 CrrY MANAGER PUBLIC INFORMATION CITY CLERK CITY ATTORNEY FINANCE 937,753 1,005,644 CITY TREASURER PURCHASING HUMAN RESOURCES RESEARCH OFFICE 356,- 285,918 INFORMATION SYSTEMS RISK MANAGEMENT TOTAL GENERAL GOVERNMENT 4,573,762 4,303,738 3,801,708 4,087,622 PUBLIC SAFETY POLICE 8,666,082 9,046,665 8,705,722 8,798,924 FIRE 6,516,673 6,600,450 6,770,775 6,835,306 TOTAL PUBLIC SAFETY 15,182,755 1 5,647,115 15,476,497 15,634,230 COMMUNITY DEVELOPMENT COMMUNITY DNEL ADMIN GEOG RAPHtC INFORMATION ENGINEERING 3,249,812 3,601,762 3,422,190 3,738,175 PLANNING 1,747,594 2,109,879 2,032,490 2,062,923 GROWTH MANAGEMENT HISTORIC PRESERV COMM BLOCK GRANT ADMIN BU I LDl NG I NSPECTDN TOTAL COMMUNITY SERVICES 6,731,699 7,323,592 7,035,356 7,494,023 MAINTENANCE UTI LIT1 ES ADMINISTRATION STREET MAINTENANCE 1,815,093 2,4OO,618 1,809,298 1,947,852 FACILITIES MANAGEMENT 1,077,715 I ,132,069 1,137,275 1,443,400 TRAFFIC SIGNAL MAIM ' 24 1 1 I I CULTUWLAWS PROGRAM 263,992 258,194 227,692 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 8 1990-91 TO 1993-94 %INCR (I 1992-93 1990-91 1991-92 ESTIMATED 1992-93 DEPARTMENT ACTUALS ACTUALS EXPENDITURES I CULTURURECREATION LIBRARY 2,493,216 2,473,398 2,362,160 2,315,992 SISTER CITY PROGWIM 17,246 18,674 10,500 PARKS AND RECREATION 3,976,606 3,893,171 3,498,636 3,512,448 SENIOR CITIZENS PROG 236,978 235,536 244,797 I TOTAL CULTURE/RECREATION 6,988,038 6,878,973 6,343,785 6,332,147 I NON-DEPARTMENTAL COMMUNITY PROMOTION 220,375 194,634 21 5,000 BEACH PARKING 0 1 a,m 36,GQo HIRING CENTER 0 65,000 80,000 AUDIT 15,650 33,875 36,000 GOLF COURSE 740,000 329,800 565,200 LEASES 11 3,541 21 0,000 130,500 DUES & SUBSCRIPTIONS 24,877 23,742 26,500 ANIMAL REGULATION CONTWCT 78,106 82,037 109,650 STREET UGKT COSTS (CIW 28,000 28,000 28,000 TREE MAIM COSTS (CITY) 96,700 81,297 66,140 1 COMMUNITY CONTRIBUTIONS 82,430 80,530 75,000 I HOSP GROVE PAYMENT 876,585 305,970 735,975 1 PROPEATY TAX ADMlN FEE 83,906 81,296 185,000 I ECONOMIC DEVELOPMENT 30,000 1 BOND SERVICES 0 10,215 16,900 TOTAL NON-DEPARRJIENTAL 2,360,170 1,544,396 2,335,865 2,427,349 B SUBTOTAL GENERAL FUND 39,380,060 39,898,544 38,545,247 40,057,092 t DEPARTMENTAL BUDGETSAVINGS I TOTAL GENERAL NND 39,380,060 39,898,544 38,657,614 41,463,192 CONTINGENCIES 0 0 1 12,367 I I I 25 CITY OF CARLSBAD OPERlATlNG FUNDS BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1993-94 %INCR (DEC: 1992-93 1990-91 1991-92 ESTIMATED 1992-93 HOUSING SECTION 8 1,899,847 2,114,752 2,575,692 2,611,894 AUDIO VISUAL INSURANCE GAS TAX 599,077 140,004 1,430,000 1,427,000 TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGtMNG BUENA VISTA CRK CHNL MNT STATE GRANTS (LIBRARY) SENIOR NUTRITION 8,385,109 9,629,098 10,647,794 12,018,226 RECLAIMED WATER SANITATION OPERATIONS 3,843,088 4,059,425 4,241,384 4,537,050 655,Ooo 1,035,769 LlABlLrPl SELF INSURANCE HEALTH INSURANCE 1,381,892 1,650,116 1,850,000 2,130,906 VEHICLE MAINTENANCE 1,214,666 1,217,610 1,267,952 1,298,297 VEHICLE REPLACEMENT LOW AND MOD INCOME HSNG DEBT SERVICE 1,132,353 1,133,328 1,137,938 1,137,938 [ TOTAL OPERATING FUNDS $62,9n,i 14 $65,517,807 $68,m,948 $75,174,238 $72,722,564 -3.26% 26 I 1 t CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE 1 1990-91 TO 1993-94 %INCR ( 1992-93 92-93 8 1990-91 1991 -92 ESTIMATED 1992-93 1993-94 TO BUDGET 93-948 2,252,856 2,296,081 PUBLIC FACILITIES FEE 4,416,423 1,549,523 1,954,263 1,918,883 PARK DEVELOPMENT 2,681,514 8,230 0 0 PLANNED LOCAL DRAINAGE 393,184 58,294 0 941,497 ENCINA 0 0 0 0 1 SEWER CONSTRUCTION 1,587,117 1,614,083 1,316,747 1,150,000 TRANSNET/LOCAL 21 3,235 9,420 468,020 200,001 TRANSNET/HIGHWAY 524,834 931,761 1,647,081 120,500 ISTEA 0 0 0 0 GOLF COURSE 527,104 147,850 425,442 0 STATE GRANTS 202,675 407,849 60,259 =,602 ASSESSMENT DISTRICTS 14,346,746 360,829 304,210 94,308 CDBG 173,501 313,479 341,057 253,500 CMM'TY FACILITIES DISTRICT #1 0 871,035 1,721,269 8,646,000 n TRAFFIC IMPACT 223,034 173,543 1,680,987 162,Ooo 1 TRANSNET/BIKE 0 0 =,008 848,060 l PUBLIC ART (1% FUND) 85,558 29,811 134,634 0 1 LTR CREDITEONE 49 0 0 0 0 I COUNTYGRANTS 0 0 350,m 0 1- I I 1 I 1 UmCT -RECLAIMED WATER 0 73,855 460,549 51 ,OOO ' -MAJOR FACILITY FEE 0 2,668,093 2,066,852 377,125 -REPLACEMENT 497,300 988,416 2,346,275 587,500 -TAX INCREMENT BONDS 469,036 568,045 188,785 0 -REDEVELOPMENT PROJECTS 154,601 678,450 84,218 0 TOTAL CAPITAL FUNDS $26,989,590 $11,837,179 $18,272,702 $18,613,424 $26,412,927 41 27 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94 TAXES PROPERTY TAX $1 3,512,ooO $12,900,000 $13,160,000 2.02% 26oo SALES TAX 8,723,OCQ 9,300,000 9,800,000 5.38% =A000 TRANSIENT TAX 3,078,000 3,200,000 3,200,000 0.00% 0 FRANCHISE TAX 881 ,oo 925,000 925,000 0.00% 0 TRANSFER TAX 207,000 150,000 150,000 0.00% 0 TRAILER COACH IN-LIEU 24,000 0 0 0.00% 0 TOTAL TAXES 26,425,000 26,475,000 27,235,000 2.87% 760,000 LICENSES AND PERMITS CONSTRUCTON PERMITS 21 9,000 250,000 250,000 0.00% 0 BUSINESS LICENSES 91 1 ,000 975,000 975,000 0.00% 0 LICENSE TAX-CONSTRUCTION 303,OQo 200,000 200,000 0.00% 0 OTHER LICENSES & PERMITS 295,000 300,000 300,ooo 0.00% 0 TOTAL LICENSES &PERMITS 1,728,000 1,725,000 1,725,000 0.00% 0 STATE SUBVENTIONS VEHICLE IN-LIEU 2,134,000 2,300,000 2,300,000 0.00% 0 OTHER 356,000 300,000 300,000 0.00% 0 TOTAL STATE SUBVENTIONS 2,490,000 2,600,000 2,600,000 0.00% 0 CHARGES FOR SERVICES PLANNING FEES 671 ,000 750,000 750,000 0.00% 0 BUILDING DEFT. FEES 230,000 225,000 225,000 0.00% 0 ENGINEERING FEES 2,248,000 1,o00,000 1,000,000 0.00% 0 AMBULANCE FEES 226,000 220,000 220,000 0.00% 0 RECREATION FEES 71 2,000 750,000 8w000 6.67% 50,000 OTHER CHARGES OR FEES 51 9,OOO 375,000 395,000 5.33% a000 TOTAL CHARGES FOR SERVICES 4,606,000 3,320,000 3,390,000 2.11% 70,000 FINES AND FORFEITURES 31 3,000 250,000 250,000 0.00% 0 INTEREST 2,058,000 1,700,000 1,700,000 0.00% 0 INTERDEPARTMENTAL CHARGES 1,916,OOO 1,900,000 1,850,000 -2.63% (50,000) PORTFOLIO MANAGEMENT FEES 0 0 145,000 100.00% 145,000 OTHER REVENUE SOURCES 340,OOo ~,000 300,000 -1 64% (5,000) TOTAL GENERAL FUND 39,876,000 38,275,000 39,195,000 2.40% Qw000 28 CITY OF CARLSBAD OPERATING FUNDS I I I I 1 II I 8 I t i I 8 8 TOTAL 225,617 256,300 256,500 0.08% 2oc 1 I II 1 REVENUE ESTIMATES FOR 1993-94 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE RMElNUE OF PI 92-93 1992-93 TO REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94 POLICE ASSET FORFEITURE ASSET FORFEITURES 1,752,508 425,000 400,000 -5.88% (25,000) INTEREST 96,203 60,000 60,000 0.00% 0 R TOTAL 1,848,711 485,000 460,000 -5.1 5% (25,000) -~ -~ HOUSING - SECTION 8 INTEREST 10,297 8,000 8,000 0.00% 0 FEDERAL GRANT 1,339,902 2,565,000 2,890,000 12.67% 325,000 TOTAL 1,350,199 2,573,000 2898000 , I 12.63% 325,000 -~ -~ AU Dl0 -VISUAL INSURANCE INTEREST 5,091 5,000 6,000 20.00% 1 ,ooo INSURANCE FEES 57,838 90,000 120,000 33.33% 30,0oo -~ TOTAL 62,929 95,000 126,000 32.63% 31 ,000 -~ GAS TAX GAS TAX REVENUES 1,099,184 1,100,000 1,130,000 2.73% 3w0O INTEREST 79,429 90,000 90,000 0.00% 0 TOTAL 1,178'61 3 191 wo00 1,220,000 2.52% m000 -~ -- TREE MAINTENANCE INTEREST 5,254 9,OOO 9,oOO 0.00% 0 TREE MAINTENANCE FEES =,= 500,000 500,000 0.00% 0 INTERDEPARTMENTAL 81,200 66,140 66.1 40 0.00% 0 TOTAL 542,984 575,140 575,140 0.00% C -- -~ MEDIAN MAINTENANCE INTEREST 7,788 1,300 1,500 15.38% Ma MEDIAN MAINTENANCE FEES 21 7,829 255,000 255,000 0.00% C -- -~ STREET LIGHTING INTEREST 33,016 =,000 20,000 0.00% C INTERDEPARTMENTAL 44,OOo 66,ooo 74,300 12.58% 8,m STREET LIGHTING FEES 663,268 6OOlOOO 6OOlOOO 0.00% C MlSC REIMBURSEMENT 4,150 4.000 2,000 -50.00% (2,ooc TOTAL 744,434 690,000 696,300 0.91 % 6,3oc -- __~ 29 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94 BUENA VISTA CREEK CHNL MAIM INTEREST 17,738 12,000 12,000 0.00% 0 BUENA VISTA FEES 97,872 1 00,000 1 00,000 0.00% 0 TOTAL 115,610 112,000 112,000 0.00% 0 STATE GRANTS INTEREST 19,237 a000 a000 0.00% 0 GRANTS 132,371 120,000 150,000 25.00% 30,000 TOTAL 151,608 140,000 170,000 21.43% 30,000 SENIOR NUTRITION GRAMS 103,246 103,000 103,ooo 0.00% 0 DONATIONS 67,271 110.000 1 15,000 4.55% 5,000 TOTAL 170,517 21 3,000 21 8,000 2.35% 5,000 CDBG ENTITLEMENT GRANT REVENUE 75,200 75,000 11 0,000 46.67% 35,ooo TOTAL SPECIAL REVENUE FUNDS 6,466,422 6,404,440 6,841,940 6.83% 437,500 30 I 1 I 1 I 8 1 8 8 1 1 I 8 I I 1 I 8 1 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94 WATER OPERATIONS RECONNECT FEES 10,785 9,000 10,000 11.11% 1 ,m INTEREST 356,015 70,000 70,000 0.00% 0 WATER SALES 5,335,631 8,200,000 10,344,000 26.15% 2,144,000 READY TO SERVE CHARGES 1,523,291 1,570,000 1,570,000 0.00% 0 PLAN CHECK FEES 97,499 20,000 25,000 25.00% 5,000 METER CONNECTION FEES 26,365 25,000 35,000 40.00% 10,000 LATE CHARGES 303,754 =,000 =,000 3.66% 3,000 MISCELLANEOUS 136,351 90,oOo 110,000 22.22% 20,m TOTAL 7,789,691 1 0,066,000 12,249,000 21.69% 2,183,000 -- RECLAIMED WATER INTEREST 0 2,000 5,000 150.00% 3,000 WATER SALES 10 ~,000 fi90,oOo 72.50% 290,000 INTERGOVERMENTAL 6 0 :!34,000 100.00% 234,m TOTAL 10 6)29,000 131.09% 527,000 4awJo -~ -- -~ SEWER OPERATIONS INTEREST 209,107 1 00,oOo 11 00,000 0.00% 0 SERVICE CHARGES 3,836,423 4,000,000 4,400,000 10.00% 400,000 LATERAL CONNECTIONS 7,842 15,000 8,000 -46.67% VmO) PRE-TREATMENT CHARGES 0 4,000 w000 100.00% 0 MISCELLANEOUS 305,849 5,000 0.00% 0 TOTAL 4,359.221 4,160,000 4,!j53,000 9.45% 393,000 5,000 -- -- SOLID WASTE MANAGEMENT INTEREST 10,916 1 ,000 1 ,000 0.00% 0 GRANTS 120,213 74,000 80,oOo 8.1 1 % 6,000 RECYCLING FEE 39,244 65,000 70,000 7.69% 5,000 TOTAL 170,373 1 ~,000 I51 ,000 7.86% 11,000 -- -- TOTAL ENTERPRISE FUNDS 12,319,295 14,768,000 17,1382,000 21.09% 3,114,000 31 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO REVENUE SOURCE 1991-92 1992-93 1993-94 PROJECTED 1993-94 WORKERS' COMP SELF-INSURANCE INTEREST 109,383 40,000 44,400 11 .00% 4,400 INTERDEPARTMENTAL 736.732 616,000 61 1,600 -0.71 % (4,400) TOTAL 846.1 15 656,000 656,000 0.00% 0 LlABlLllY SELF-INSURANCE INTEREST 134,987 75,000 79,100 5.47% 4,100 INTERDEPARTMENTAL 948,760 660,000 766,900 16.20% 106,900 TOTAL 1,083,747 735,000 846,000 15.10% 111,000 HEALTH INSURANCE INTEREST 89,327 w000 60,000 0.00% 0 INTERDEPARTMENTAL 1,444,037 1,400,000 1,400,000 0.00% 0 REIMBURSEMENK 268,904 325,000 325,000 0.00% 0 TOTAL 1,802,268 1,785,000 1,785,000 0.00% 0 VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,160,332 1,292,000 1,318,000 2.01% a000 MISCELLANEOUS 40.084 25,000 =,000 16.00% 4,000 TOTAL 1,200,416 1,317,000 1,347,000 2.28% 3ooo VEHICLE REPLACEMENT INTERDEPARTMENTAL 843,795 975,000 921 ,000 -5.54% (!xow INTEREST 119,093 80,000 m000 3.75% 3,000 SALE OF PROPERTY 16,990 35,000 25,000 -28.57% (1 0,000) TOTAL 979.878 1.090,000 1,029,000 -5.60% (61 ,000) DATA PROCESSING INTEREST 38,426 17,000 17,000 0.00% 0 INTERDEPARTMENTAL 689,421 496,000 690,000 39.11% 194,000 TOTAL 727,847 51 3,000 707,000 37.82% 194,000 TOTAL INTERNAL SERVICE FUNDS 6,640,271 6,096,000 6,370,000 4.49% 274,000 32 CITY OF CARLSBAD OPERATING FUNDS 8 I I I I 1 I 1 1 8 1 I 8 I I 8 8 8 1 REVENUE ESTIMATES FOR 1993-94 ACTUAL PROJECTED ESTIM,ATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94 OPERATIONS OTHER 29,800 30,000 30,000 0.00% 0 INTEREST =,500 20,000 15,000 -25.00% (5,000) TOTAL =,a 5a000 -__ 45,000 -10.00% (5,0001 ___- -- LOW AND MOD INCOME HSNG TAX INCREMENT 31 7,675 320,m 320,000 0.00% 0 INTEREST 107,275 75,000 75,000 0.00% 0 TOTAL 424,950 395,000 395,000 0.00% 0 -- -- DEBT SERVICE TAX INCREMENT 1 ,Z0,7 00 1,280.000 1,280,000 0.00% 0 INTEREST 29,100 75,000 60,000 -20.00% (1 5,000) TOTAL 1,299,800 1,355,000 1,340,000 -1.11% (1 5,000) TOTAL REDEVELOPMENT FUNDS 1,808,050 1,800,000 1,780,000 -1.11% (m,000) -- -- [TOTAL OPEMTING $67,110,038 $67,343,440 $72,068,940 7.02% $4,725,500 33 CITY OF CARLSBAD CAPITAL FUNDS REVENUE ESTIMATES FOR 1993-94 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94 GENERAL CAPITAL CONSTR 264,651 144,000 200,~ 38.89% =,OOo CAPITAL CONST - AGENCIES 0 2,296,081 0 100.00% (2,296,081) PUBLIC FACILITY FEE 811,215 620,000 332,472 -46.38% (287,528) ZONE 5 PARK FEE 62,279 27,000 34,000 25.93% 7,000 TRAFFIC IMPACT 382,443 175,000 981,509 460.86% 806,509 PLANNED LOCAL DRAINAGE 670,163 93,000 0 - 100.00% (93,000) ENCINA 0 0 622,ooo 100.00% 622,000 SEWER CONSTRUCTION 1,011,319 645,000 933,522 44.73% 288,522 TRANSNET/LOCAL 42,737 30,000 - 100.00% (3ww PARK DEVELOPMENT 525,180 260,000 57,870 -77.74% (2~~30) TRANS NET/HI G WAY 1,172,549 2,020,000 555,000 -72.52% (1,465,000) TRANSNET/BIKE 0 0 370,500 100.00% 370,500 ISTEA 0 0 162,717 100.00% 162,717 GOLF COURSE 60,537 607,200 50,000 -91 77% (557,200) PUBLIC ART (1% FUND) 17,108 8,000 9,- 18.28% 1,462 COUNTY GRANTS 208,3?0 192,000 0 -100.00% (1 92,000) ASSESSMENT DISTRICTS 1 ,000,011 100,000 3wo(J -70.00% (70,oOo) 0 LTR CREDITEONE 19 0 0 0 CDBG 31 3,479 341 ,on 857,382 151 39% 51 6,325 CMMTY FACILITIES DISTRICT #1 2,753,788 2,770,000 17,329,667 100.00% 14,559,667 STATE GRANTS 294,193 m000 1,720,400 2767.33% 1,660,400 100.00% WATER DISTRICT FUNDS -RECLAIMED WATER 0 10,000 4,849,552 100.00% 4,839,552 -REPLACEMENT 1,840,177 2,000,000 2,050,000 2.50% 50.000 -TAX INCREMENT BONDS 138,070 85,000 fm000 -52.94% (45,000) -REDEVELOPMENT PROJECTS 53,512 0 5,000 5,000 TOTAL CAPITAL FUNDS 512,611,218 $13,268,338 $34,570,680 260.55% $21,302,342 -MAJOR FACILITIES 989,437 785,000 3,379,627 330.53% 2,594,627 REDEVELOPMENT FUNDS 34 CITY OF CARLSBAO BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 1 1 1 I I 1 8 1 1 8 8 I 8 8 1 8 8 8 8 REQUEST OVER 1992-93 (UNDER) ALLOCATED BUDGEl ALLOCATED NUMBER 1993-94 1992-93 MECUTIVE ASSISTANT 1 1 TOTAL CITY COUNCIL 1 I CITY MANAGER 1 1 ASSISTAM CITY MANAGER 1 1 FINANCIAL MANAGEMENT DIRECTOR 1 1 ASSISTANT TO CITY MANAGER 1 1 SR MANAGEMENT ANALYST 1 1 SECRETARY TO C. MANAGER 1 1 SECRETARY II 2 2 TOTAL CITY MANAGER 8 8 INFORMATION SYSTEMS DIRECTOR 1 1 ASSISTANT CITYCLERK 1 1 MINUTES CLERK 1 1 SECRETARY II 1 1 STENO CLERK II 1 1 CLERK TYPIST II 1 1 TOTAL INFORMATION SYSTEMS 6 6 0 DAUA PROCESSING DATA PROCESSING MANAGER 1 1 PROG WMEWANALYST 1 1 PAOGRAM1MEWOPERATOR 1 1 MICRO COMPUTER SPECIALST 1 1 TOTAL DATA PROCESSING 4 4 0 TOTAL INFORMATION SYSTEMS 10 10 0 CIWATTBRNEY 1 1 ASSISTANT CITYAlTORNEY 1 1 DEPUTY CITY ATTORNEY 1 1 SECRETARY TO C. ATTORNEY 1 1 SECRETARY I1 1 1 TOTAL CITY AlTORNEY 5 5 0 FlNANCE DIRECTOR 1 1 ASSISTANT FINANCE DIRECTOR 1 1 SR MANAGEMENT ANALYST 1 1 ACCOU NTANT 4 4 AGOUNTING SUPERVISOR 2 2 ACCOUNT CLERK II 2 2 ACCOUNTING OFFICE ASSISTANT 1 1 AUDITOR 1 1 SECRETARY II 1 1 TOTAL FINANCE 14 14 0 35 CrrY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 REQUEST OVER 1992-93 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1993-94 1992-93 SECRETARY I1 1 1 TOTAL RISK MANAGEMENT 2 2 0 1 1 SECRETARY I 1 1 BUYER 2 2 MESSENGER 1 1 TOTAL PURCHASING 5 5 0 1 1 COMPENSATION & BENEFITS MGR 1 1 EMPLOYMENT SERVICES MANAGER 1 1 HUMAN RESOURCES ANALYST 1 1 HUMAN RESOURCES ASSISTANT 1 1 SECRETM II 1 1 CLERKTYPIST II 1 1 TOTAL HUMAN RESOURCES 7 7 0 ADMlNlSTRATlON POUCE CHIEF 1 1 MANAGEMENT ANALYST 1 1 SECRETARY II 1 1 TOTAL ADMINISTRATION 3 3 0 OPERATIONS POUCE CAPTAIN 1 1 POUCE UEWENANT 4 4 POUCE SERGEANT 6 6 SENIOR POUCE OFFICER 12 12 POUCEOFRCER 30 30 TOTAL opwnow 53 53 0 INVESTK&AmNS POMELIEUENANT 1 1 POLICESERGEANT 1 1 SENOR POME OFFICER 6 6 POUCEOFFKXR 4 4 SECRETARY I 2 2 TOTAL INVESTIGATIONS 14 14 0 VICE NARCOTlCS POUCE SERGEANT 1 1 SENIOR POUCE OFFICER 1 1 POUCE OFFICER 1 1 TOTAL WE NARcoTics 3 3 0 36 CrrY OF CARLSBAD BY DEPARTMENT AND CLASSlFlCATION PERSONNEL ALLOCATIONS FOR 1992-93 AND ISM-94 i 1 1 8 8 1 1 1 8 I TOTAL POUCE 108 108 0 I I I 8 1 I 8 8 1 37 REQUEST OVER 1992-93 (UNDER) NUMBER 1993-94 1992-93 ALLOCATED EWDGR ALLOCATED TECHNICAL SERVICES POUCE CAPTAIN 1 1 POUCE SERGEANT 1 1 COMMUNlCATlONS SUPERVISOR 1 1 RECORDS SUPERVISOR 1 1 COMMUNICATION OPERATOR II 13 13 POLICE RECOWS CLERK II 5 5 PROGRAMMEWPERATOR 1 1 CRIME PWENT TECH 1 1 SECRETARY I 1 1 TOTAL TECHNICAL SERVICES 25 25 0 DARE PROGRAM SENIOR POUCE OFFICER 1 1 POLDCE OFFICER 1 1 TOTAL DARE PAOGRAM 2 2 0 TRAFFIC POLICE SERGEANT 1 1 SENIOR POLICE OFFICER 1 1 POLDCE OFFICER 5 5 POUCE SERVICES AIDE 1 1 TOTAL TRchmC 8 8 0 FIRE CHIEF I 1 FIRE BAllAUON CHIEF 4 4 FIRE CAPTAIN 18 18 FIRE CAPTAIN SPECUST 4 4 FIRE ENGINEER 18 18 FIRE RGHTER 9 9 PARAMEDIC-FIRE FBGHTER 21 21 SECRETARY II 1 1 SECRETARY1 1 1 FIRE PREVENTION OFFICER II 3 3 TOTAL FIE 80 80 0 1 1 BUlLDElQ INSPEcTrn 11 4 5 1 BUILDING INSPECTOR I 1 0 -1 CODE ENFORCEMENT OFFICER II 1 0 -1 1 2 1 CODE ENFORCEMENT OFFICER I BUILDING TECHNICIAN II 1 1 PERMIT CLERK 2 2 TOTAL BUILDING INSPECTION 11 11 0 COMMUNITY DEVEL DIRECTOR 1 1 SENIOR MANAGEMENT ANALYST 1 1 MUNICIPAL PROJECT MANAGER 1 1 SECRETARY I1 1 1 RECEPTIOPllST/CASHlER 1 1 TOTAL COMM DEV ADMINIST 5 5 0 CilY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1992-93 (UNDER) NUMBER 1993-94 1992-93 ALLOCATED BUDGET ALLOCATED GEOGRAPHIC INFO SYSTEM COORD 1 1 TOTAL GEDGRAPHIC INFORMATION 1 1 0 CITY ENGINEER 1 1 ASSISTANT CITY ENGINEER 1 1 TRAFFIC ENGINEER 1 1 PRINCIPAL CIVIL ENGINEER 4 4 0 PRINCIPAL CONSTRUCTON INSPECTOR 1 1 SR CONSTRUCTlON INSPECTOR 2 2 CONSTRUCTDN INSPECTOR II 6 6 ASSOClATE CIVIL ENGINEER 9.5 9.5 0 ASSISTANT CIVIL ENGINEER 2 2 0 ENGINEERING TECHNICIAN I1 6 6 0 SR MANAGEMENT ANALYST 1 1 MANAGEMENT ASSISTANT 1 1 SECRETARY I1 1 1 Wow) PROCESS OPERATOR I1 4 4 0 TOTAL ABMINBTRATION 40.5 40.5 0 SR MANAGEMENT ANALYST 1 1 ASSOCIATE CIVIL ENGINEER 0.5 0.5 TOTAL GROWTH MANAGEMENT 1.5 1.5 0 1 1 ASSISTANT PLANNING DIRECTOR 1 1 SR MANAGEMENT ANALYST 1 1 PRINCIPAL PWNER 2 2 SENIOR PLANNER 4 4 ASSOCIATE PLANNER 5 5 ASSISTANT PLANNER 2 2 PLANNING TECHNICIAN I I 1 1 PLANNING TECHNICIAN I1 1 1 GRAPHlCTECHNlClAN 1 1 SECRETARY II 1 1 WoFID PROCESS OPERATOR II 3 3 TOTAL PUNNlNG 23 23 0 LIBRARY ADMlNlSTRAnON LIBRARY DIRECTOR 1 1 ASSISTANT UBW DIRECTOR 1 1 MANAGEMENT ANALYST I 1 SECRETARY I1 1 1 GRAPHIC ARTIST 1 1 ACCOUNT CLERK I1 1 1 TOTAL ADMINISTRATION 6 6 0 38 CllY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 I 8 I 1 1 8 8 8 8 8 1 I 8 I I I 1 I TOTAL CULTURAL ARTS 3 3 0 1 REQUEST OVER 1992-93 (VNDER) NUMBER 1993-94 1992-93 ALLOCATED ELUDGET ALLOCATED CIRCULATION SENIOR CIRCULATION SUPERVISOR 1 1 UBRARY ASSISTANT II 1 1 LIBRARY ASSISTANT I 1 1 TOTAL C1KULATK)M 3 3 0 REFERENCE SERVICES SENIOR LIBRARIAN 1 1 LIBRARIAN I1 2 3 1 LIBRARIAN I 1 0 -1 LIBRARY ASSISTANT I 1 1 TOTAL REFERENCE 5 5 0 GENEAOLOGYAOCAL HISTORY SENIOR LIBRARIAN 1 1 TOTAL GENEAOLOGY 1 1 0 CHILOREM'S SERVICES SENIOR UBRARlAN 1 1 LIBRARYASSISTANT II 1 1 TOTAL CHIRDRENS 2 2 0 TECHNICAL SERVICES SENIOR LIBRARIAN 1 1 UBMAN II 2 2 uBRd\RI ASSISTANT II 4 4 TOTAL TECHNICAL 7 7 0 COLLECTION DEVELOPMENT SENIOR LIBRARIAN 1 1 LIBRARY ASSISTANT II I 1 TOTAL COLLECTION DEVEL 2 2 0 MEDIA SERVICES MEDIA SEWVICES MANAGER 1 1 TOTAL MEDIA 1 1 0 ADULT LEARNING SENIOR UBRAWAN 1 1 CLERKTYpI8fil 1 1 TOTAL ADULT LEARNING 2 2 0 BRANCH UBRARYSERVrCES SPECIALIST 1 1 LIBMASSISTANT li 1 1 TOTAL BRANCH 2 2 0 TOTAL UBRARY 31 31 0 ARTS MANAGER I 1 COMMUNrWARTS COORDINATOR 1 I SECrnARYI 1 1 39 CITY OF CARLSBAD BY DEPARTMENT AND CLASSlFlCATlON PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 REQUEST OVER 1992-93 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1993-94 1992-93 ADMINISTRATION PARKS & RECREATION DIRECTOR 0.6 0.6 SR MANAGEMENT ANALYST 1 1 PARK DEVELOPMENT COORDINATOR 1 1 SECRETARY II 1 1 CLERKTYPIST II 1 1 TOTAL ADMINSTRATION 4.6 4.6 0 PARK MAlNTENANCE PARK SUPERINTENDENT 0.6 0.6 PARK SUPERVISOR 1 I PARK MAINTENANCE WORKER 111 5 5 PARK MAINTENANCE WORKER II 11 11 0 PARK MAINTENANCE SPECIALBT 1 1 TOTAL PARK MAINTENANCE 18.6 18.6 0 TREE MAINTENANCE PARKS & RECREATION DIRECTOR 0.4 0.4 PARK SUPERINTENDENT 0.4 0.4 PARK SUPERVISOR 0.5 0.5 TREE TRIMMER LEADWORKER 2 2 TREE TRIMMER II 3 3 TOTAL TREE MAINTENANCE 6.3 6.3 0 MEDIAN MAINTENANCE PARK SUPERVISOR 0.5 0.5 PARK MAINTENANCE WORKER II 1 1 TOTAL MEDIAN MAINTENANCE I .5 1.5 0 RECREATION OPERATIONS RECEPTIONIST/CASHIER 3 3 RECREATION SPECIALIST I 1 1 TOTAL RECREATION OERATIONS 4 4 0 RECREATDN FEE SUPPORTED RECREATIQN SUPERINTENDENT 1 1 RECREATK)N SUPERVISOR I1 3 3 RECREATIBN SUPERVlSORI 1 2 1 RECR€A~SPEclAUsrI 2 0 -2 TOTAL RECR FEE SUPPORTED 7 6 -1 AQUATlCS AQUATIC SUPERVISOR 1 1 TOTAL AQUATICS 1 1 0 SENIOR PROGRAM SENIOR COOmINATOR 1 1 SECRETARY I 1 1 SITE MANAGER 1 I TOTAL SENIOR PROGRAM 3 3 0 TOTAL PAW & RECREAllON 46 45 -1 40 CITY OF CARLSBAD BY DEPARTMENT AND ClASSlflCATlON PERSONNEL ALLOCATIONS FOR 1992-93 AND 1!)93-94 1 I I I i I i 1 8 I I I I I I I i I a 41 REQUEST OVER 1992-93 (UNDER) NUMBER '1993-94 1992-93 ALLOCATED IWDGET ALLOCATED UTILITIES/RAAINTENANCE DIR 1 1 ASST UTlWAlNT DIR 1 1 MGR OF RESEARCH & ANALYSIS 1 1 SECRETARY II 1 1 SECRETARY I 1 1 CLERK TYPIST II 1 1 TOTAL ADMINSTRATION 6 6 0 STREET MAINTENANCE ENGINEERING TECHNICIAN II 0.5 0 -0.5 STREET MAINTENANCE SUPT 1 1 STREET MAINTENANCE SUPERV 2 2 STREET MAINTENANCE WORKER 111 6 6 STREET MAINTENANCE WORKER II 13 11 -2 MAINTENANCE WORKER I 1 3 2 TOTAL STREET MAINTENANCE 23.5 23 -0.5 TRAFFIC SIGNAL MAINTENANCE ENGINEERING TECHNICIAN II 0 0.5 0.5 TOTAL mmc SIGNAL MAINTENANCE 0 0.5 0.5 STREET LIGHTING ELECT OPERATIONS SUPERVISOR 1 1 ELECTRlClAN II 1 1 ELH=TRICIAN I 1 1 ENGINEERING TECHNICIAN 11 0.5 0.5 TOTAL STREET' LIGHTING 3.5 3.5 0 WILDING MAINTENANCE WILDING MAINT SUPT 1 1 BUILDING MAJNT SUPERV 1 1 SENIOR BUILDING MAIM WORKER 1 1 BUILDING MAINT WORKER II 1 1 BUILDING MAlNTWORKER I 1 2 1 CUSTOMAN II 1 1 CUSTODIAN 9 8 -1 TOTAL WILDING MAINTENANCE 15 15 0 VEHICLE MAINTENANCE ASST UIM Dl- MAIM SUPERT 1 1 EQUIPMPBTMECHANK: SUPERVISOR 1 1 EOUIF'MENTMECHANK: II 3 3 ACCOUNTCLERK II 1 1 TOTAL VEHICLE MAINTENANCE 6 6 0 TOTAL UTlUTlESlMAIMENANCE 54 54 0 REDEVELOPMENT AGENCY HOUSING & REDOIELOPMENT DIR 0.5 0.25 -0.25 SR WGEMENT ANALYST 2 1.25 -0.75 CLERKTWIST II 1 0.75 -0.25 SECRmARY II 1 0.75 -0.25 TOT& REDEVELOPMENT AGENCY 4.5 3 -1.5 CRY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATlONS FOR 1992-93 AND 1993-94 REQUEST OVER 1992-93 (UNDER) NUMBER 1993-94 1992-93 ALLOCATED BUDGET ALLOCATED AFFORDABLE HOUSING HOUSING & REDNELOPMENT DIR 0.5 0.5 SR MANAGEMEMANALYST 0.5 0.25 -0.25 MANAGEMENT ANALYST 0 0.25 0 25 TOTAL AFFORDABLE HOUSING 1 1 0 HOUSING HOUSING PROGRAM MANAGER 1 1 HOUSING SPECIALIST I 1 1 MANAGEMENT ANALYST 1 1 SECRETARY II 0 0.25 0.25 CLERKWIST II 1 1.25 0 25 TOTAL HOUSING 4 45 0.5 BLOCK GRANT HOUSING & REDEVELOPMENT DIR 0 0.25 0.25 SR MANAGEMENT ANALYST 0 0.5 0.5 MANAGEMENT ANALYST 0.5 0.75 0.25 TOTAL BLOCK GRANT 0.5 1.5 1 TOTAL HOUSING & REDEVELOPMENT 10 10 0 GENEWU MANAGER 1 1 DlSTRlcT ENGINEER 1 1 ADMINISTRATIVE MANAGER 1 1 OPERATIONS SUPERINTENDENT 1 1 SYSTEMS OPERATION SUPERVISOR I 1 METER SHOP SUPERVISOR 1 1 MANAGEMENT ANALYST 1 1 ASSOClATE ENGINEER 3 3 CONSTRUCTION/MAINT SUPERVISOR 1 1 CONSTRUCTK)N/MAINTWORKER I 2 2 CONSTRUCTK)N/MAINTWORKER II 1 1 ENGINEERING OFFICE ASSISTANT II 1 1 AcCOUNvlNG SUPERVISOR 0 1 1 ACCOUNTINGTECHNICIAN 0 1 1 AccXxlNTCLERKI 1 1 AcCoUNTcLERK II 3 1 -2 ENGlNCWlffiTECHNlClAN 111 1 1 ENGINEEmffi SECRETARY 1 1 EQUlPMENTOPERATOR 1 1 FACIUTY MAlNT LEADWORKER 1 d METER SERVtCES WORKER I 2 2 METER SERVICES WORKER It 4 2 -2 METER SERVICES WORKER 111 0 1 1 CROSS CONNECTION CONTFOLTECH 0 1 1 RECEPTIONIST 1 1 RECEFTIONISTICASHIER 1 1 SECRETARY II 1 1 CLEW lYPIST II 1 1 SERVICE COOMYNATOR 1 1 SR CONSTRUCrTlON/MAlNTWORKER 1 1 SR SYSTEMS OPERATOR 1 1 STOREKEEPER 1 1 42 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1992-93 AND 1W3-94 I I I I I I 1 I 1 I 1 I I TOTAL 5 I I .I 1 I I 43 REQUEST OVER 1992-93 (UNDER) ALLOCATED BUlDGn ALLOCATED NUMBER 1433-94 1992-93 WATER CONSERVATION SPECIALIST 1 1 SYSTEMS OPERATOR I 1 0 -1 SYSTEMS OPERATOR II 3 4 1 VALVE TECHNICIAN 1 1 SR VALVE TECHNICIAN 1 1 TOTAL CMWD ADMINISTRATION 44 44 0 1 1 TOTAL CMWD - RECLAIMED WATER 1 1 0 1 1 SANITATION SUPERVISOR 1 1 METER READEWREPAIRER II 2 2 UTILITY MAlNT WORKER II 3 3 UTILITY MAlNT WORKER 111 2 2 UTILITY SYSTEM OPERATOR II 1 1 UTILITY SYSTEM OPERATOR 111 1 1 TOTAL CMWD - SANITATION 11 11 0 TOTAL CMWD 56 56 0 521 -1 1993-94 UNFUNDED POSITIONS: NO. OF POSITDN: POSITDNS Managment Analyst (Library) 1 Library Assistant II 1 Library Assistant I 1 Assistant Urn Director 1 Street Maint Worker II 1 44 I I 1) MAINTENANCE OPERATION 39 1992-93 1993-94 BUDGET BUDGET $ 133,518 $ 139,478 25,850 28,200 0 0 $ 159,368 $ 167,678 1 1 PERSONNEL MA1 NTEN AN CE 0 P E RATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1 990-9 1 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 418,104 $ 576,828 $ 611,070 $ 666,716 92,766 50,048 50,202 82,590 13,608 2,680 0 0 $ 524,478 $ 629,556 $ 661,272 $ 749,306 7 8 8 8 1992-93 BUDGET 6,600 MAINTENANCE OPERATION 22,100 0 I1 $ 28,700 0 I I I 1993-94 BUDGET $ 6,680 11,000 0 $ 17,680 0 PROGRAM: CITY ATTORNEY FUND: GENERAL DEPARTMENT: CITY ATTORNEY ACCT NO. 001-1210 MAINTENANCE OPERATION WORK PROGRAM: The City Attorney is the Chief Legal Officer of the City and is responsible for advising the City Council on all legal matters coming before it. The City Attorney provides administrative direction and control of the Office of the City Attorney. The City Attorney assists the City's administrators in accomplishing the goals and objectives of the City Council in the legally most appropriate and expeditious way. PROGRAM ACTIVITIES: To provide quality legal services to the City Council, Carlsbad Municipal Water District, Parking Authority, Redevelopment Agency, City Manager, Department Heads and the City's Boards and Commissions. Prosecute all violations of the municipal code and represent the City in litigation. SIGNIFICANT CHANGES: Increased Personnel costs reflect full year funding for the Assistant City Attorney position. Maintenance and Operation budget reductions are a result of decreased use of outside legal services for litigating specific issues. 48 PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE ACCT NO. 001-1: I 1 I I I I I 1 i I I 1 I I I 1 I 1 49 MA1 NTENAN CE 0 P E RAT1 ON WORK PROGRAM: The Finance Department pays the bills and collects the revenue for the City, maintains accurate and timely finar records, and provides necessary information on financial status and forecasts to the City Manager and City Cou I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Budaet Management: Develop an annual budget 1. Preparle annual capital and operating bud identifying operating and capital programs and their which include program activity and output r costs for future years. sures or performance objective statements. Monitor expenditures monthly to insure budgc integrity. Assessment Dlstrlct/CFD Admlnlstration: Provide 1. Issue bonds for initial capital projects whei financial management of 1913/15 Act Assessment and quired. Document systems and procedures to admin Mello-Roos Districts. CFD hlo. 1. Document procedures to administer Alga Asses!;ment District. Update and present results of fiscal impact a sis of General Plan. 2. 2. 3. Lorna-Range Financial Planning: Assist in providing long-range financial planning services, including long- range operating revenue and expense forecasts. Accounts Receivable: Bill and collect revenue for the City; including utilities, business license, ambulance, parking citations, and emergency response billings. 1. 1. 2. 3. Establish business license field inspection sy5 Revise ordinance to base business license fc prior year’s actual receipts. Decrease outstanding receivables through I timely follow-up of delinquent accounts. Maintain turnaround time of 30 days to prc Accounts Pavable: Assemble and pay the debts of the City, including payroll. Satisfy requirements of and pay invoices. taxing agencies. General Accountincg and ReROrtIflq: Prepare and 1. Perform needs assessment/economic analy! maintain accurate financial records; including grants, accounting software. Provide Cty Management and Council with 1 capital projects, enterprise funds, assessment districts, monthly financial reports. investments, and fixed assets. Audits: Reviews records of businesses in City that Audit 40 major retailers and businesses; 3 support business license, sales taxes, franchise fees, hoteldmotels; all franchise fees. Review Carlsbad Convention and Visitors B and TOT revenue. Perform compliance reviews and internal audits of City departments. for compliance. 1. 2. 1. 2. SIGNIFICANT CHANGES: None. PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 29,142 $ 25,597 $ 26,955 $ 43,296 41,670 45,219 58,425 58,O90 0 5,659 0 0 $ 70,812 $ 76,475 $ 85,380 $ 101,386 0 0 0 -75 PROGRAM: CASH MANAGEMENT PAGE T I I I 1 I I I 1 I I I I 1 I 1 8 1 FUND: GENERAL ’ DEPARTMENT: CITY TREASURER ACCT NO. 001-1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 1. Provide City Council with timely monthly reporl investment activities, related to investment PC requirements. 3. Provide City Council with annual report revieu past fiscal year and projecting portfolio performi for next iiscal year. 2. Develop from investment data base informE required for the annual audit and Annual Finar Report. Reporting: Develop and prepare monthly and annual reports to the City Council regarding cash manage- ment and investment activities; develop investment data for the Annual Financial Report. Administrative Duties: Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee; develop and submit annually, or as required, a statement of investment policy to the City Council. 1. Act as the chairman of the Investment Re! Committee. 2. Review the Ci’s investment policy with the In ment Rwiew Committee; develop recomme tions to modify; ensure compliance with the Ca I nia Government Code. SIGNIFICANT CHANGES: Increased Personnel costs reflec? the addition of a three quarter time Treasurer’s Assistant with benefits which previously staffed at half time. 51 - 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ O$ O$ O$ 0 MAINTENANCE OPERATION 15,650 33,875 39,100 38,000 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $ 15,650 $ 33,875 $ 39,100 $ 38,000 POSITIONS 0 0 0 0 I I 1 MAINTENANCE 0 PERATIO N 36 1992-93 1993-94 BUDGET BUDGET $ 232,892 $ 231,013 127,637 120,640 10,500 0 $ 371,029 $ 351,653 5 5 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1 990-9 1 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 476,835 $ 364,931 $ 406,145 $ 435,095 392,304 408,517 369,839 317,831 32,860 4,468 0 0 $ 901,999 $ 777,916 $ 775,984 $ 752,926 8 8 7 7 1992-93 BUDGET U I I MAINTENANCE OPERATION 2,130,906 0 16 $ 2,130,906 0 1993-94 BUDGET O$ 0 1,950,000 0 $ 1,950,000 0 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 219,218 $ 245,183 $ 144,659 $ 0 MAINTENANCE OPERATION 133,451 40,735 15,067 0 CAPITAL OUTLAY 4,187 0 0 0 GRAND TOTAL $ 356,856 $ 285,918 $ 159,726 $ 0 POSITIONS 4 4 0 0 - .I 53 1 1 1 MAINTENANCE OPERATION 02 1992-93 1993-94 BUDGET BUDGET $ 290,174 $ 300,353 83,190 87,200 0 0 $ 355,864 $ 387,353 6 6 PROGRAM: ADM I NlSTRATlON PAGE TWO FUND: GENERAL DEPARTMENT INFORMATION SYSTEMS ACCT NO. 001-1710 PROGRAM ACTIVITIES: WORKLOAD MEASURES: CY11 991 CY11 992 Minutes Service: Provide minutes for City Boards, 1. Minutes for 17 Minutes for 18 Commissions and Committees. Boards, Commissions, Boards, Commissions, and Committees. and Committees. SIGNIFICANT CHANGES: None. 58 1992-93 BUDGET i 1 1 !06 $ 249,528 MAINTENANCE OPEFiATlON 443,666 5,090 i14 $ 698,284 4 1993-94 BUDGET $ 251,853 423,635 0 s 675,488 4 1 990-9 1 ACTUAL PERSONNEL $ 115,474 MAINTENANCE OPERATION 98,882 CAPITAL OUTLAY 0 GRAND TOTAL $ 214,356 POSITIONS 2 1991 -92 1992-93 1993-94 ACTUAL BUDGET BUDGET $ 92,101 $ 108,326 $ 0 101,044 90,000 0 0 0 0 $ 193,145 $ 198,326 $ 0 2 2 0 PROGRAM: WORKERS’ COMPENSATION I 1 1 D II I FUND: SELF-INSURANCE I DEPARTMENT: RISK MANAGEMENT ACCT NO. 611-1 i MAINTENANCE OPERATION WORK PROGRAM: 1 The Workers’ Compensation Self-Insurance Fund is a part of the City’s Ri6k Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Workers’ Compensation Claims: The fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. 1. Continule to enhance communication with em ees, meldical care providers and third party adn trators. I SIGNIFICANT CHANGES: 1 Administrative costs have been transferred from the General Fund to thle Self-Insurance Fund, as reflected if increased Personnel costs. This will allow overhead charges to be allocated out through the Internal Service F I I I I I 1 I 1 61 1 990-9 1 1991-92 ACTUAL ACTUAL PERSONNEL $ O$ MAINTENANCE OPERATION 282,320 603,308 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 282,320 $ 603,308 POSITIONS 0 0 1992-93 1993-94 BUDGET BUDGET O$ 0 $ 39,782 850,OOO 91 1,770 0 0 $ 850,OOO $ 951,552 0 1 PROGRAM: MISCELLANEOUS NON-DEPARTM ENTAL ACCT NO. 001-VARII I I I i 10-50-2490 Beach Parking 0 18,000 36,000 ~,o@J I I 19-90-2489 Animal Regulation Contract 78,106 82,037 11 1,150 112,000 I I I I I I I I I I I I 1990-91 1991-92 1992-93 1993-94 I ACTUAL ,ACTUAL BUDGET BUDGET 10-41-2993 Community Promotion 220,375 194,634 302,809 205,000 10-50-2993 Community Contributions 82,430 80,530 75,000 75,000 19-67-1922 Hosp Grove Debt Service 876,585 305,970 738,050 813,600 19-90-2340 Leases (mandated & contractual) 113,541 210,000 130,500 87,000 19-90-2520 Dues and Subscriptions 24,877 23,742 26,500 29,400 19-90-2999 Contingencies (Budget request) 1,700,000 2,000,000 112,367 593,829 62-10-221 1 Street Lighting Assessment 28,000 28,000 28,OOQ 28,000 161-4122 Tree Maintenance Assessment 96,700 81,200 66,140 66,140 19-90-2198 Golf Course Contribution 740,000 329,800 565,200 0 19-90-2477 Property Tax Administration Fee 83,906 81,296 162,000 200,000 001-1051 Hiring Hall 0 65,000 80,000 80,000 19-90-2479 Bond Service 0 10,215 16,900 18,400 & 2921 63 64 1990-91 1991 -92 1992-93 ACTUAL ACTUAL BUDGET PERSONNEL $ 6,828,484 $ 7,253,682 $ 7,226,675 MAINTENANCE OPE RATION 1,702,216 1 ,m,m 1,785,664 CAPITAL OUTLAY 1 17,382 15,232 0 GRAND TOTAL $ 8,666,082 $ 9,046,665 $ 9,012,339 POSITIONS 107 108 108 I i 8 1993-94 BUDGET $ 7,243,997 1,957,985 38,300 $ 9,240,282 1 08 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT POLICE ACCT NO. 001-2110 MAINTENANCE OPERATiON WORK PROGMM: Develop and administer functions and programs that support the Ci's and Police Department's Statement of Values in a manner responsive to the Ci and its citizens. Provide leadership and support to department divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Servlce Proarams: Develop and manage programs which reduce crime, encourage citizen participation, and improve community safety. 1. Provide staff members with program development and problem analysis concepts. 2. Request and support personnel and programs as needed to meet goals of the department. 3. Assure department's budgetary responsibility. 1. Enroll 5 employees in 'Investment in Excellence" Oraantzational Development: Assist staff with indivi- dual and group development. training. Division Support: Provide support to department divisions to assist with meeting goals. 1. Enhance resources for divisions such as manage- ment information systems, statistical analysis, and program management and analysis. Leadership: Provide department staff with the know- ledge and training necessary to cany out the depan- ment's mission. of Values. SIGNIFICANT CHANGES: None. I. Enhance communications among staff and divi- sions; reinforce department's and Ci's Statement 66 1992-93 BUDGET $ 3,738,640 MAINTENANCE OPERATION 570,020 0 !99 $ 4,308,660 53 1 8 a 1993-94 BUDGET $ 3,793,905 644,138 25,500 $ 4,463,543 53 PROGRAM: INVESTIGATIONS FUND: GENERAL DEPARTMENT POLICE ACCT NO. 001-2130 MA1 NTENANCE 0 P ERATlO N WORK PROGMM: To provide follow up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. To provide coordination of the criminal justice process, to recover property and to process property and evidence. To enforce and investigate juvenile offenses, and to provide juvenile diversion services and programs. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Investlciatlons: Investigate and follow-up on crime 1. No. of Reports: and Incident reports. Case Closures: Clearance rates for FBI Index crimes for: - 1990 - 1991 - 1992 1,729 1,614 1 ,= 1. Clearance Rates: Violent Crimes - includes homicide, rape, robbery 49% 39% 39% and aggravated assault.* and motor vehicle theft.* Property Crimes - includes burglary, larceny theft 22% 18% 1 2?? ProPerRr Recovery: Dollar value of property recov- 1. Property Recovery Rates: ered as a percentage of dollar value of all property stolen. 43% 33% 48% criminal justice system for rehabilitative opportunities. N/A** ,/A** 294 Juvenile Dhrersion: The diversion of juveniles, both 1. Juveniles Diverted: delinquent and pre-delinquent, within and prior to the 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). ** N/A due to implementation of new recordkeeping system. Numbers previously given were not comparable. SIGNIFICANT CHANGES: The Juvenile Diversion Program continues to be funded through the Police Asset Forfeiture fund. 68 0 MAINTENANCE OPERATION 0 0 GRAND TOTAL 0 0 1 B m 1992-93 1993-94 BUDGET BUDGET $ 10,Ooo $ 10,Ooo 72,800 73,050 0 0 $ 82,800 $ 83,050 0 0 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 0 $ 122,917 $ 121,446 $ 128,370 0 4,237 9,169 4,200 0 0 0 0 $ 0 $ 127,153 $ 130,615 $ 215,620 0 2 2 2 99 1 1 1 MAINTENANCE OPERATION ,421 1992-93 1993-94 BUDGET BUDGET $ 239,023 $ 237,509 15,600 18,040 0 0 $ 254,623 $ 255,549 3 3 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT POLICE ACCT NO. 001-2140 MAINTENANCE OPERATION WORK PROGFWM: Provide support to the police department in the form of police and fire emergency communications, training, crime prevention, records maintenance, automated systems coordination and recruitment personnel. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Communications: Provide routine and emergency communications service to police, fire and emergency medical programs. Crime Prevention: Present crime prevention and neighborhood watch programs throughout the Ci. Assist in community relations programs and oversee the False Alarm program. Trainina & Personnel: Coordinate all department training, recruit new employees, organize testing use of satellite and interactive video disk formats. programs and conduct P.O.S.T. mandated pre-employ- ment investigations. Records: Provides processing, filing and maintenance of all department official records. Responsible for data entry into the AWlS system and for statewide reporting of crime information. Responsible for public reception, 11,927 12,030 10,755 information and fingerprinting. information Svstems: Maintain and develop the department’s automated programs such as CAD, ANIS, and the microcomputer network. 1. Conduct research and development on improved systems. 1. Work with patrol division to improve participation of employees. 1. Increased on-site training to be conducted through 1. Number of improved reports: - 1990 - 1991 - 1992 1. Develop and upgrade program for the CAD system. SIGNIFICANT CHANGES: None. 72 1992-93 BUDGET 4,000 MAINTENANCE OPERATION 0 0 4,000 0 i 1 # 1993-94 BUDGET $ 4,000 1,850 0 $ 5,850 0 PROGRAM: TRAFFIC FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2160 MAINTENANCE OPERATION WORK PROGRAM: To provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. To provide accident investigation and traffic safety programs to make the streets and highways safer. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1990 - 1991 - 1992 Enforcement Profile: Maintain a high profile of traffic enforcement In order to reduce traffic collisions Ci- wide. 1,107 952 732 Accident Investiqation: Conduct accident investiga- tions to document location, time, and cause of traffic accidents in order to provide targeted traffic enforce- ment. 1. Total Collisions: 1. Number of Hit and Run Investigations: 103 110 63 SlGNl FlCANT CHANGES: None. 74 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS a 1 II 1990-91 1 99 1 -92’ 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 5,656,281 $ 5,883,:372 $ 6,029,482 $ 6,021,744 803,313 716,214 775,692 $52,845 57,077 1,1564 30,432 1,000 $ 6,516,671 $ 6,601,250 $ 6,835,606 $ 6,875,589 81 81 80 80 1990-91 1991 -92 1992-93 ACTUAL ACTUAL BUDGET PERSONNEL $ 284,588 $ 292,846 $ 289,315 MAINTENANCE OPERATION 143,109 109,026 110,611 CAPITAL OUTLAY 11,616 0 0 GRAND TOTAL $ 439,313 $ 401,872 $ 399,926 POSITIONS 2 3 3 1993-94 BUDGET $ 299,053 1 17,720 0 $ 416,773 3 PROGRAM: FIRE SUPPRESSION FUND: GENERAL I I ' DEPARTMENT: FIRE ACCT NO. 001- 8 MAINTENANCE OPEWATION I GRAND TOTAL WORK PROGRAM: Respond to ckiien requests for assistance in a timely manner with appropriate equipment and properly tr4 personnel. PROGRAM ACVlVlTlES: PERFORMANCE OBJECTIVES: L I L L 4 111 Response Levels: Maintain a high and safe level of safety services throughout the Ci. 1. Maintain an average response time of 5 minut less to Priority 1 fire and medical calls for ser 2. Maintain fire apparatus equipment and facilitie! high level of readiness. Training: Provide all safety personnel appropriate training in order to enhance their personal safety and also enhancing the services provided to the citizens. 1. Provide technical training to all shift personnel monthly basis. 2. Continue to develop and review standard oper procedures conforming to national safety guide 1. Engine companies to participate in public educ programs, special community events and L siveness. enforcement inspections on an annual basis. Service: Operations personnel will maintain a positive community profile of service, friendliness, and respon- 1 SIGNIFICANT CHANGES: None. I 4 II 5 I! I! 77 PROGRAM: FIRE PREVENTION FUND: GENERAL DEPARTMENT FIRE ACCT NO.001-2230 MAINTENANCE OPERATION WORK PROGMM: Manage the potential for fire loss in the community through fire code enforcement and public education activities which increase citizen awareness of fire and life safety practices. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Enforcement and Enalneering: Provide code en- forcement occupancy inspections in existing public buildings and those under construction. 1. Perform 300 inspections in high risk occupancies. 2. Conduct fire inspections in all City buildings annu- 3. Perform code compliance reviews on an anticipated 4. Perform 1,OOO new construction and follow-up alty. 700 construction plan submittals. inspections. Educatlon: Conduct and participate in informative programs for the general public on disaster prepared- ness and fire safety. private. 1. Conduct fire safety education programs for 2nd and 4th grades In all schools within the City, public and 2. Provide community safety educational programs which foster self-help and reliance in preparing for and in the handling of emergencies. SIGNIFICANT CHANGES: None. 78 1990-9 1 1991 -92 ACTUAL ACTUAL PERSONNEL $ 817,205 $ 818,924 MAINTENANCE OPERATI ON 1 14,652 96,564 CAPITAL OUTLAY 0 am GRAND TOTAL $ 931,857 $ 915,488 POSITIONS 12 12 I I I 1992-93 1993-94 BUDGET BUDGET $ 944,521 $ 898,215 121,950 800 0 $ 1,057,437 $ 1,020,165 12 12 112,116 1990-91 ACTUAL PERSONNEL $ MAINTENANCE OPERATION 29,619 CAPITAL OUTLAY 0 GRAND TOTAL $ 29,619 POSITIONS 0 1991 -92 1992-93 1993-94 ACTUAL BUDGET BUDGET O$ O$ O$ 0 38,513 36,071 54,350 0 0 0 $ 38,513 $ 36,071 $ 54,350 0 0 0 1 I 1 I 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 93,600 $ 98,1138 $ 103,354 $ 99,050 PERSONNEL MAINTENANCE OPERATION 62,093 55,567 64,489 56,390 CAPITAL OUTLAY 8,866 $134 0 0 GRAND TOTAL $ 164,559 $ 154,539 $ 167,843 $ 155,440 POSITIONS 1 1 1 1 82 I I 1 1 MAINTENANCE OPERATION 1 1992-93 1993-94 BUDGET BUDGET $ 327,353 $ 353,513 156,200 231,920 0 0 $ 483,553 $ 585,433 5 5 PROGRAM: GEOGRAPHIC INIFORMATION SYSTEM FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3020 MAINTENANCE OPERATION WORK PROGRAM: Continue the development of a parcel based Geographic Information System, containing base layers of parcel, roadways, and street centerline and address information. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Svstem DeveloDment: Continue to work with user departments to determine and plan out the use of the GIS for more effective and efficient use of geographic data. Database Development: Complete the development of the Citywide basemap of parcels, street centerlines and address information. 1. Meet on a regular basis with GIS User Committee to develop requirements for GIS users, and to dissemi- nate information on GIS concepts to user groups. 1. Conduct conversion activities focused on creating complete coverage for the City basemap data. 2. Conduct a comprehensive review and edit of resulting data to insure completeness and accuracy. 1. Conduct a comprehensive design of the required functions of the maintenance applications. 2. Program the functions required into a package of soffware routines which will enable permit clerks to access, query and enter data into the system. ARRllCatlOn Development: Complete the development of a basemap maintenance and development review application which will use the PERMITS development monitoring software and data base and the GIS to maintain the City basemap and monitor growth. SIGNIFICANT CHANGES: None. 84 1992-93 I BUDGET MAINTENANCE OPERATION 5,572 0 5,572 0 I I 1993-94 BUDGET O$ 0 3,550 0 $ 3,550 0 PROGRAM: ENGINEERING FUND: GENERAL DEPARTMENT ENGINEERING ACCT NO. 001-3110 MAINTENANCE OPERATION 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 community. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: ADMINISTRATION Coordination Function: Coordinate and direct all divisions to ensure accomplishment of Ci Council Goals and Objectives. Administrathre and Clerical Support Function: 1. Complete cross training program for all department Provides administrative and clerical support to all other divisions. Manaaement RepQrtlnq Svstem Function: Ensure that Management Reporting System is accurately main- tained and generates all reports on schedule. Record Keepinq Function: Provide accurate records filed in a standardized and efficient manner. DEVELOPMENT Land Use Development Review: Provide comprehen- sive engineering input to the Planning Department for all Land Use Development applications within statutory time limits and divisional goals. 1. Establish program and quarterly review process to ensure all management objectives are completed within established timeframe. clerical staff during the 1993-94 fiscal year. 1. Generate and distribute Management Reports during the second week of each month. 1. Review and revise filing procedures. 1. Process all complete applications within 6 months (without EIR) or 12 months (with EIR). Process small projects within 3 months. 2. Maintain turnaround time for application complete- ness review of 20 days. 1. Maintain an average turnaround time of 20 days for all planchecks. 3. Reduce the number of continuing planchecks to a minimum. Enqlneerina Plancheck: Process all engineering development plans and maps in a professional manner maintaining a high quality and meeting production goals. (continued) 86 PROGRAM: ENGINEERING PAGE T I FUND: GENERAL ' DEPARTMENT: ENGINEERING ACCT NO. 001-3 I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Developmental Services: To ensure all Engineering questions related to land development are answered in a timely and friendly manner. TRANSPORTATION AND CAPITAL PROJECTS Investipations: Review, analyze and report on a wide variety of traffic issues, concerns, complaints and inquiries. 1. Answer all phone calls within 24 hours. 2. Provide complete engineering coverage of f counter and make initial contact with all citi; customeis within 5 minutes. I 1 E 1 I 1 I 1 I I I 1 1 1 1 1. Completo investigations within a timely manner weeks). Follow-up on recommendations by isst work ordlers, proposals for C.I.P. consideratior developeir obligations. Continuina Operations: Maintain up-to-date record of collision reports, speed surveys, traffic counts and assist in maintaining optimum traffic signal operations. 1. Update speed surveys prior to expiration anc accordarice with vehicle code; log, pin and collision reports within two weeks of receiving tt conduct traffic counts on an as-needed basis; respond to traffic signal problems on a same basis. Protect Reviews: Review traffic control plans, signing 1. Complete reviews in a timely manner to mair and stripping plans and traffic signal plans. Review depattmont goals for plancheck services. Pro project submittals for good transportation planning immediate response to inter-department needs concepts. Provide interdepartment coordination on concerns various issues on an %-needed basis. Coordination: Coordinate the design, construction, and inspection of the Ci's Capital Projects Program. Provide safe, efficient, and economical Inspection services for all projects within the Ci through a Construction and Inspection: Provide a thorough inspection of all projects through the application of clear, concise, and uniform construction management practices and policies. Assist in construction quality control. SIGNIFICANT CHANGES: Maintenance and Operations expenses are down due to less consuttant tilme being allocated and the completic projects during 1992-93. 1. Thorouglhly and efficiently scope all capital projr Direct the design and construction of public jects. Provide support and assistance to clients Ci departments through a coordinated Ca I combined and comprehensive Inspection program. Program. 1. Complete inspections in a timely manner. 87 PROGRAM: PLANNING COMMISSION FUND: GENERAL DEPARTMENT: PUNNING ACCT NO. 001-3220 MAINTENANCE OPERATION WORK PROGWAM: Advise the Ci Council on all matters relating to land use, growth management, and implementation of the City's General Plan. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: ImPlementatIon of the General Plan: Review all development projects and long-range planning pro- grams for compliance with the General Plan. 1. Make advisory recommendations to the Cii Council regarding implementation and updating of the General Plan. 2. When needed, provide recommendations to the Council regarding policy issues that affect long- range planning for the City. Review of DeveloRment Proiects: Review and 1. Provide timely recommendations to the City Council approveldeny development projects brought before when the Planning Department has completed its Commission, in compliance with all City zoning, sub- review of a development project for compliance with division and environmental ordinances. Provide the General Plan and all zoning, subdivision and recommendations to the Cii Council on projects environmental ordinances. requiring Council approval. 2. Provide a forum for public input into the review of development projects. 3. Provide clear, concise findings to the Cii Council to support the recommendations of the Commis- sion. ImPlementation of Growth Manaaement Plan: 1. Provide reports to the Ci Council on the Local Review projects for compliance with Growth Manage- Facilities Management Plans once staff has com- ment Plan. pleted detailed review. 2. Review annual Capital Improvement Program (CIP) for consistency with Growth Management Plan. SIGNIFICANT CHANGES: None. 88 1 I I i9 MAINTENANCE OPERATION ?O 1992-93 1993-94 BUDGET BUDGET $ 1,363,010 $ 1,407,247 669,633 537,798 0 0 $ 2,032,643 $ 1,945,045 23 23 PROGRAM: GROWTH MANAGEMENT FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3240 MAINTENANCE OPERATION WORK PROGRAM: Implement, monitor and update the Cii's Growth Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Preparation and lmplementatlon of Local Facilities Manaaement Plans: Work with other Ci Depart- ments, properly Owners and their consultants to complete the Local Facilities Management Plans for those zones where a plan has not been adopted and to implement the provisions of adopted plans, includ- ing Financing Plans and amendments where neces- sary. Monitoring: Monitor the growth activity in the City and assess the impacts on public facilities for each of the eleven public facilities. Coordination with Finance DeRartment: Work with Finance Department on Mello-Roos District, Zone and 24. Financing Plans, Fiscal Impact of the General Plan, and the Capital Improvement Program. Public Information: Provide Growth Management information to the public and staff. 1. Review and process Local Facilities Management Plans for Zones 10, 17, 2O(A), 23, and 25. 1. Distribute monthly status report. 2. Complete and adopt Comprehensive Annual Moni- toring Report and update once. 1. Process Financing Plans for Zones 9, 14, 15, 18, 1. Meet regularly with Planning and Engineering staff to answer questions on implementation of Growth Management requirements. Keep Growth Manage- ment Notebook up to date. SIGNIFICANT CHANGES: None. 90 ~~ 8 t I 1990-91 I 1991-92 1992-93 1993-94 ACTUAL ’ ACTUAL BUDGET BUDGET PERSONNEL $ 523,331 $ W,%B $ 555,913 $ 562,459 MAINTENANCE OPERATION 402,211 282,664 280,085 256,834 CAPITAL OUTLAY 30,065 0 0 0 GRAND TOTAL $ 955,607 $ 827,222 $ 835,998 $ 819,293 POSITIONS 15 15 11 11 - 92 1990-91 1991 -92 ACTUAL ACTUAL I I 1 PERSONNEL $ 1,826,428 $ 2,024,707 MAINTENANCE OPERATION 1,003,595 923,875 CAPITAL OUTLAY 64,880 14,967 GRAND TOTAL $ 2,894,903 $ 2,963,549 POSITIONS 36 36 1992-93 1993-94 BUDGET BUDGET $ 2,044,297 $ 2,123,759 869,433 977,528 22,697 41,500 $ 2,936,427 $ 3,142,787 32 32 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4010 MAINTENANCE OPEMTION WORK PROGRAM: Provide leadership for the library and its ten divisions; plan for the growth of resources and facilities; manage all budget and fiscal matters; and coordinates relations with local and State government, the Library Board, the Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Budaet Preparation and Fund Accounting: Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; maintain fiscal records. Stratealc Planning: Develop long-range plans for new and expanded library services, resources, and facilities to meet current and future needs. 1. Refine automated fund accounting and on-order 2. Monitor and distribute up-to-date account balances information. to all divisions. 1. Develop Strategic Plan for the library for 1993-98 by 2. Review and update the library's facilities masterplan the end of 1993. by the end of 1993. Communitv Relations: Manage programs, exhibits, graphic arts and all external public relations. 1. Work closely with local media to promote the library. 2. Sponsor at least one program and arrange for at least two exhibits per month. 3. Produce flyers, newsletters, and other graphics for the library and other Ci departments (300/year). 4. In cooperation with the Friends of the Library, raise at least $15,000 through book and magazine sales. Reports and Grants: Handle grants and reports at local and State levels. 1. Prepare detailed monthly statistics on library use. 2. Write annual reports for State and local use. 3. Manage grants supported by State and Federal funding (Literacy & Partnership for Change). Internal Management: library's divisions and for the Cultural Arts office. Provide leadership for the 1. Supervise the library's ten divisions. 2. Manage use of facilities and resources. 3. Develop policies and procedures for all library operations. 4. By the end of 1993, brace all bookstacks in the children's area to meet seismic safety standards. SIGNIFICANT CHANGES: Increased Maintenance and Operation costs are due to new expenses for liability, insurance and hazardous waste disposal. 94 PROGRAM: CIRCULATION SERVICES FUND: GENERAL 1 I 1’ 1 I 1 t 1 I DEPARTMENT LIRRARY ACCT NO. 001d I MAIWNANCE OPERATION WORK PROGRAM: 1 The Circulation Division handles check-in and check-out of library materials, both print and non-print; maintains pa records; registers new borrowers; shelves adult books and audiovisual materials; recruits and supervises volunte manages the Homebound Program; and circulates Braille talking books and talking book machines for the visr handicapped. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1989-90 1990-91 1991-92 General Circulation: Check-out and check-in all print 1. Circulation Totals: and non-print materials; handle renewals; sort and shelve all adult materials; open, close, and maintain the 720,012 717,869 786,731 video and book retum drops; process and repair damaged audiovisual items; process and track incom- plete and overdue items; rent audiovisual equipment. Patron Maintenance: Process delinquencies; collect 1. Library Cards Processed: fines and fees; register and issue cards to all library I users; modify patron rocords. 10,260 10,650 11,158 2. Patron Modification: 32,360 30,766 27,576 1 1 Reserves and Deihrerles: Handle reserve notices for materials placed on hold; maintain a hold shelf for distribution of reserved items; sort and route deliveries 6,176 6,607 9,411 of materials to and from other libraries. 1. Reserve Notices Processed: SIGNIFICANT CHANGES: Increased Maintenance and Operation costs include the new assessment for Liability Insurance. 1 I 1; I 1 95 PROGRAM: REFERENCE SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4022 MAINTENANCE OPERATION WORK PROGRAM: The Reference Division assists the public with information needs; provides instruction in the use of resources; and performs specialized research services for local business, government and the public. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1989-90 1990-91 1991-92 General Reference Services: Respond to in-person 1. Reference Questions: and telephoned reference questions; place holds on books and audiovisual materials; provide library instruction and tours; select new and replacement materials; give talks for community groups. Interlibrary Loan: Send to and receive from other 1. Interlibrary Loans: libraries requests for books, microfilm, and photo- copies. 1,756 1,498 1,720 Perlodicals: Manage a collection of 662 magazines 1. Periodical Requests: and 53 newspapers and related backfiles. Online Services: Provide public instruction in the use of self-service computer data bases. Continue to index 59,678 64,282 68,083 47,278 48,852 60,793 1. Online Searches Paid: the Carlsbad Sun using computer software. 196 189 99* PERFORMANCE OBJECTIVE: 1. Reinstate online searches in 1993-94 and complete indexing one year of the Carkbad Sun. * Online searches down due to staff changes and time needed to recruit and train a new Online Coordinator to take over the job. There was also an increase in free enduser searches. SIGNIFICANT CHANGES: None. 96 PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL 1 1 1 t 1 1 1 DEPARTMENT: LIBRARY ACCT NO. 001- 1 MAINTENANCE OPERATION WORK PROGWM: The Genealogy/Local History Division provides information service, instructional assistance, and research servici the public. The Division Head manages the selection, classification and organization of a collection of 35,OOO volui It is a collection of excellence that draws researchers from all over Southern California. ' PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: General Reference Services: Respond to in-person 1. Register 10,OOO researchers. and telephone reference requests; provide instruction and tours; give talks to visiting groups. Coordination with NSDCGS The North San Diego County Genealogical Society has acted as a support group for 17 years. The Division coordinates with and assists NSDCGS with fund raisers, acquisition of materials, program planning, and training of research- ers. 2. Process 14,000 inquiries. 3. Plan and hold orientations for visiting groups. 1. Hold four classes per month. 2. Plan and assist with six major fund raisers, rai at least $10,000 for the year. 3. Advise an NSDCGS committee on selectioi materials for proper collection development. 1 1 SIGNIFICANT CHANGES: None. I I 1 1 1 8 I I 97 PROGRAM: CHILDREN’S SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 0014030 MAINTENANCE OPERATION WORK PROGRAM: The Children’s Library serves children from preschool through Junior High, the children’s library introduces young people to the wonders of reading. The Division provides library skills classes, group tours, reading incentive programs, and activities that educate or encourage creativity. The Division also assists teachers and adutt students in education, child development and children’s literature. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1989-90 1990-91 1991-92 --- General Reference Servlces: Respond to in-person 1. Reference Questions: and telephone questions, provide reader’s advisory, library skills instruction, group tours, and class visits. COllectiOn Development: Select new materials, both 1. Children’s Circulation: print and non-print, and provide collection maintenance and stack organization. There has been an increas- ingly heavy demand on the collection due to limited hours and closures at other libraries. Proaram Activities: Includes Summer Reading Club, 1. Program Attendance: special holiday and seasonal events, annual short story ment programs. Introduces children to literature and Centro provide multicultural experiences. 16,005 21,828 26,628 154,376 190,791 200,685 contest, spelling bee, pet show, and cultural enrich- 20,566 10,134* 7,638” encourages creativity. Cooperative programs with the PERFORMANCE OBJECTIVES: 1. Visit Carlsbad schools and present programs at least twice a month. 2. Present at least 12 children’s programs per month. Programs now held in library where space limits attendance. Registration now required. SIGNIFICANT CHANGES: None. 98 PROGRAM: TECHNICAL SERVICES FUND: GENERAL 1 1 1 I I 1 1 1 I 8 8 8 I I I 1 DEPARTMENT: LI RRARY ACCT NO. 001. 1 MAINTENANCE OPERATION WORK PROGRAM: e Technical Services catalogs and prepares Iprary materials for public use; maintains the library's online database; manages the library's automated circulation system, online catalog, and related automated operations. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991-92 1989-90 1990-91 Processing: Catalogs and processes both purchased items and gifts. Repairs damaged materials and amnges for binding and rebinding. 15,644 16,641 18,452 1. Items Cataloged and Processed: 2. Items Handled Binding: 3,045 2,585 2,199 Database Maintenance: Adds new items to the online database and deletes information for lost or discarded 1. Items Added to Database materials. 15,644 16,641 18,452 2. Items Withdrawn: 8,947 14,645 11,836 PERFORMANCE OBJECTIVES: Circulation System and Online Cataloq: Operates the library's INLEX 3ooQ System, including all software related activities, writes instructions, and trains staff on new features. 1. To ensure system availability at least 99% of hot the library is open. 2. To conduct two training sessions for staff af INB software updates. 3. To provide access to the library catalog frc homes, businesses, and schools at least 20 hoi per day. ' SIGN I FICANT CHANGES: None. 99 1990-91 1991-92 ACTUAL ACTUAL PERSONNEL $ 0 $ 93,676 MAINTENANCE OPERATION 0 16,756 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 0 $ 110,432 POSITIONS 0 1 1992-93 1993-94 BUDGET BUDGET $ 95,111 $ 98,683 505 1,410 0 0 $ 95,616 $ 100,093 2 2 PROGRAM: MEDIA SERVICES FUND: GENERAL 1 I I 1 8 1 DEPARTMENT: LIBRARY ACCT NO. 001-r 1 MAINTENANCE OPERATION WORK PROGRAM: Media Services providos a wide range of professional media production services in support of all City departments their communications needs. Services include photographic, video, audio, publication illustration, sync-slide shc and developing and maintaining locally relevant stock image collections. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Public Information Media: Produce Ci related photographic, video and audio information for dis- tribution to newspapers, magazines, local publications, radio, N stations and other inter-city uses. lmaae Research & Development: Develop and maintain a fully indexed Ci image retrieval and storage system for slides, prints, negatives, video, audio. Media Productlon Development: Provide audio, video, and photographic media services for the preser- vation and documentation of such locally significant information as oral history, historical pho- tos/documents, and exhibits of Ci activiiies. 1. Produce at least 300 media projects in 1993-94 1 1 1. Maintain and update a data-based image system 2. Input image index data and file retrieval to autorr 27,000 slides and 7,000 prints. system. 1. Create at least 300 Ci related media productic in support of Cii goals and objectives. 2. Participate in local and regional civic service orgt rations for the purpose of generating media prodi tions. I I 8 1 1 1 I 1 I SIGNIFICANT CHANGES: None. 101 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4060 MAINTENANCE OPERATION 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, wriiing and math skills in order to function effectively in daily life, achieve personal goals, and participate fully in society. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1989-90 1990-91 1991-92 Tutoring: The program provides free one-to-one 1. Learners Instructed: tutoring for English-speaking adults who need to improve their basic reading, wriiing and math skills. Staff develops and monitors an individual study plan for the learner. The program trains and supports volunteer tutors, tutor trainers, and office staff. 154 152 145 2. Tutors Trained: 96 101 77 3. Tutors Instructing: 134 143 131 4. Volunteer Hours Contributed: 9,806 10,895 11,047 Community Awareness and Referrals: The program 1. Potential Learner Inquiries: increases community awareness and involvement in lieracy through use of the local media, public speak- ing, and the cooperative strategies of the San Diego County Literacy. 159 1 57 116 2. Potential Learners Referred Elsewhere: 147 174 140 3. Potential Volunteer Inquiries: 274 296 246 Libraw Adult Learners Collection: The program 1. Items Circulated: develops and maintains a library collection of over 1,800 volumes, appropriate for adult interests and wriien at lower reading levels. 3,168 3,818 3,784 SIGN I FlCANT CHANGES: None. 102 PROGRAMI: LA COSTA BRANCH FUND: GENERAL i 1 1 1 E 1 I 1 I I I 1 I 1 I DEPARTMENT LI RRARY ACCT NO. 001- 1 MAINTENANCE OPERATION WORK PROGRAM: ! The Branch Library provides services for South Carlsbad. These services include print and non-print mate reference services, special programs for children and monthly exhibits and displays. PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: 1989-90 1990-91 1991-92 Reference: Assist patrons in use of the library, answer reference questions, reserve specific titles and request materials from other libraries. Circulation: Circulate print and non-print materials to 1. Circulation: patrons, handle registrations, collect fees and fines and track overdue items. Collection Develoment: Evaluate, select and order 1. Total Items Held: print and non-print materials. Procrrams: Plan, schedule and develop programs for 1. Program Attendance: children. Conduct classroom visits and tours. 1. Reference Questions: 11,792 16,553 26,104 174,259 203,550 229,482 32,012 33,372 39,140 8,099 5,465 1,140f PERFORMANCE OBJECTIVES: I Llbrarv Manaoernernt: Manage staff, collection, 1. Prepare monthly narrative and statistical repoi volunteers, and facility. Work with local community. 2. Hire, train, schedule and supervise staff. 3. Maintain safe, efficient facility. 4. Meet regularly with community groups and Fric representatives. * This figure has dropped significantly due to loss of the Branch Meeting Room, which converted to a Children's Room. Adult progri are no longer scheduled at the Branch and 1 dren's programs are now kept to smaller grouF 20 or less. SIGN I FI CANT CHANGES: I None. 103 PROGRAM: CULTURAL ARTS FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 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: PERFORMANCE OBJECTIVES: Implement Arts Programs: Provide a variety of quality cultural programs, including all forms of visual and performing arts to all Carlsbad residents. 1. Art in Public Places Program: - Rotating exhibit of local artists’s artwork - Artwork for 1-5 interchanges 2. Provide educational opportunities and family events for all citizens: - Visiting Artists Series (two artists in the com- munity residencies) - Festejando a las Madrecitas - Make-A-Circus performance - Jazz concerts (nine concerts in three quadrants) 1. Develop and strengthen the Arts Program through grants allocation ($13,000). 2. Implement the recommendations of the Cultural Pian according to established prioriiies and avail- able funding. 3. Submit grant applications to State and Federal funding agencies when applicable and request local funding support for appropriate projects. 3. Continue performing arts programming: Develop the Arts: Continue to develop the Arts Program through strategic planning, education, grants and active pursuit of private funding. Support Cultural Facilities: 1. Facilitate development of cultural facilities as out- lined in the Cultural Plan. Community and External Relations: Maintain close 1. Information Services: Produce a monthly news- contact with arts organizations, civic clubs, City depart- lettedcalendar, send information to artists, schools ments and the Arts Associates. and others on opportunities for development. Present workshops on funding, promotions and development opportunities. Answer inquiries by telephone. 2. Meet regularly with Arts Associates, Convention & Visitors Bureau and other arts/civic organizations. SIGNIFICANT CHANGES: The reduced Maintenance and Operation budget eliminates funding for temporary sculpture exhibit and reduces the grants program, the visiting artists program, the jazz concerts, the newsletter and the technical assistance programs. Insurance for special events is increased and inter-departmental costs for police and recreation services is included. 104 PROGRAM: SISTER CITY FUND: GENERAL 4 1 i I 1 1 I 1 t 1 1 I i 1 I DEPARTMENT LIBRARY ACCT NO. 001. 1 MAINTENANCE OPEWTION WORK PROGRAM: I Coordinate Sister Ci relationship with the Ci of Futtsu, Japan and Karlovy Vary, Czechlosovakia. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Pronram Coordination: Coordinate Sister Ci Pro- gram. 1. Arrange and conduct visits by one (1) adult de tion (11/93) and one (1) official student deleg (5194) and various other visiting delegations. 2. Coordinate ongoing arts and culture exch projects. 3. Coordinate Committee programs including raisers, festivals, and scholarship exchange grams. SIGN I FlCANT CHANGES: Part time Sister City staff was eliminated. m I 105 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1 99 1 -92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ O$ O$ O$ 0 87,017 140,519 262,810 248,700 0 0 0 0 $ 87,017 $ 140,519 $ 262,810 $ 248,700 0 0 0 0 PROGRAM: PUBLIC LIBRARY FUND (PLF) FUND: STATE GRANT DEPARTMENP: LIBRARY ACCT NO. 180 I I I 1 I I 1 I I I 1 I B I I I I I MAINTENANCE OPERATION WORK PROGFSAM: The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions providec meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal year). AW Carlsbad did not qualify for this grant in 1992093 or 1993094, there is an unappropriated fund balance still avai PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Various Special Prslects 1. Develop 1993-98 Strategic Plan for the library 2. Develop Local Area Network (LAN) for City access to the library's six CD-ROM products. 3. Purchase new offset press that will be more efl and cost effective than current 10 year-old mac to handle in-house production of library and forms, brochures, and newsletters. SIGNIFICANT CHANGES: 1 None. 10 7 PROGRAM: AUDIOVISUAL INSURANCE FUND: AV INSURANCE DEPARTMENT LIBRARY ACCT NO. 1414051 MAINTENANCE OPERATION WORK PROGRAM: Special revenue fund to support library audiovisual collection development, replacement and related supplies, processing, and equipment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Collection Development Evaluate, select, and order new and replacement audiovisual materials. Technical Processlngl: Monitor necessary cataloging and processing services for both in-house and from outside vendors. 1. Select, order, and process at least 2,000 new audiovisual materials and at least 800 new video- tapes. SIGNIFICANT CHANGES: Increased borrowing as a result of the video area remodel has resutted in higher projected revenues. increased spending is to purchase more audio visual materials in 1993-94. 10 8 PROGRAM: PARKS AND RECREATION FUND: GENERAL I 1 I I 1 I 1 1 I I 1 I I I II 1 a 10 9 1 DEPARTMENT: PARKS AND RECREATION SUMN I MAINTENANCE OPERATION WORK PROGRAM: The City of Carlsbad’s Parks and Recreation Department receives guidance and support from the Ci Manager’s 01 the Parks and Recreation and Senior Commissions, and the Ci Council. The department is ultimately responsibl providing the current operation and future development of park sites, facilities and recreational programs for Carl: residents, employees and tourists in an effort to provide optimum leisure opportunities within the community. 1 990-9 1 ACTUAL PERSONNEL $ 320,495 MAINTENANCE OPERATION 145,497 CAPITAL OUTLAY 7,332 GRAND TOTAL $ 473,324 POSITIONS 5 1991-92 1992-93 1993-94 , ACTUAL BUDGET BUDGET $ 337,307 $ 289,793 $ 294,591 229,985 21 8,816 77,658 0 0 0 $ 567,292 $ 508,609 $ 372,249 5 4.6 4.6 PROGRAM: COMMISSION FUND: GENERAL I I 1 li I e 1 1 R I I I 1 I DEPARTMENT PARKS AND RECREATION ACCT NO. 001- I MAINTENANCE OPERATION WORK PROGRAM: Provide recommendations in an advisory capacity to the City Council on matters pertaining to the current operai and future planning of park facilities and recreational programming. Provide recommendations to Ci staff in an ( to ensure effective/efficient operation of the Parks and Recreation Department. ' PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Commission Meetinas: Hold Parks and Recreation 1. Review, discuss, and recommend action on p Commission meetings once monthly to address and recreational issues based upon staff relevant issues as they pertain to the community. community input, Council policy, and Parks Recreation Element Goals and Objectives. 2. in an advisory capacity, recommend approp action on parks and recreation issues necessiti Council direction. e Review Communitv Issues: Establish appropriate subcommittees and/or provide Commission represen- tation to address and evaluate specific areas requiring in depth review of relative community issues. 1. Provide Commission representation on the 0 Space Committee. 2. Represent the Parks and Recreation Commissio the Subcommittee to examine a Citywide cut facilities program. 3. Represent the Parks and Recreation Comrnissior the Canillo Ranch Development Committee. 4. Represent the Parks and Recreation Commissior the Golf Course Steering Committee. 5. Evaluate and make recommendations to the ( Council on the NW Quadrant Park Enhancen Subcommittee. I 1 Education: Continually improve Commission credi- bility and effectiveness in formulating recommenda- tions on community concerns. 1. Provide and attend annual Parks and Recrea 2. Meet and confer with appropriate Ci staff re$ 3. Provide and attend tours of community park sii 4. Maintain executive membership in California P Commission Workshop. ding issues of discussion. recreation programs, and special events. and Recreation Society. SIGN I FIC ANT CHANGES: None. 111 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 853,406 $ 961,160 $ 857,843 $ 829,573 MAINTENANCE OPERATION 808,873 668,982 628,089 705,840 CAPITAL OUTLAY 72,904 0 0 0 GRAND TOTAL $ 4,735,183 $ 1,630,142 $ 1,485,932 $ 1,535,413 POSITIONS 21 21 18.6 18.6 - PROGRAM: OPERATIONS PAGE 1 E DEPARTMENT PARKS AND RECREATION ACCT NO. 0014 I I I I I 1 1 FUND: GENERAL PROGRAM ACTIVITIES: WORKLOAD MEASURES: ltrloatlon Maintenance: Maintain all landscape 1. Irrigation Measures/No. of Controllers: irrigation systems of Ci facilities. This includes over 85 different controllers with over 1,050 valves. Duties include replacement, repair trouble shooting and now minimal data entry/ programming via the proposed Open Space Malntenance: Provide maintenance 1. Number of Acres: activities to City owned open space and areas of additional maintenance responsibilities. Duties include trash removal, clean up and weed abatement. Miscellaneous Malntenance/Repalr and Speclal Request: These activities which are difficutt to mea- sure 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. These additional activities also include special projects and requests by the community for turf installation, sculpture installations, various redevelop ment requests and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities. 1991-92 1992-93 1993-94 a4 85 85 2. irrigation Measures/No. of Valves: ' centralized irrigation system. 1,050 1,058 1,066 408 450 452 1 f SIGNIFICANT CHANGES: Personnel costs are down due to the transfer of 40% of the Park Superintendent's salary to the Tree Maintenan Assessment District. 8 E R 1 I It e I 113 1990-91 1991-92 ACTUAL ACTUAL PERSONNEL $ 230,724 $ 242,199 MAlNTrNANCE OPERATION 163,210 146,935 CAPITAL OUTLAY 42,815 89,662 GRAND TOTAL $ 436,749 $ 478,796 POSITIONS 5.5 5.5 1992-93 1993-94 BUDGET BUDGET $ 360,531 $ 347,026 319,355 227,720 0 0 $ 679,886 $ 574,746 6.3 6.3 PROGRAM: TREE MAINTENANCE PAGE 1 1 I I 1 1 I 1 I 1 1 I I E i a 1 1 FUND: MAINTENANCE ASSESSMENT E DEPARTMENT PARKS AND RECREATION ACCT NO. 161- PROGRAM ACTIVITIES: Mfscellaneous Malntenance: 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 com- munity volunteer programs. SIGNIFICANT CHANGES: Maintenance and Operation costs are down due to the completion of the street tree inventory in 1992-93. 115 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1 990-9 1 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 64,400 $ 78,514 $ 94,478 $ 91,432 182,671 0 0 0 0 $ 154,106 $ 204,577 $ 269,296 $ 274,103 1.5 1.5 1.5 1.5 89,706 126,063 174,818 PROGRAM: RECREATION OPERATIONS FUND: GENERAL I 1 I 1 1 1 I II i DEPARTMENT PARKS AND RECREATION ACCT NO. 001-4 I MAINTENANCE OPERATION WORK PROGRAM: Recreation Operations provides administrative support for the Recreation Division and for operating each of the t Community Centers and other Ci and school facilaies used by the Department, the Ci and the public for recreati use and meetings. ' PROGRAM ACT IVlTl ES: WORKLOAD MEASURES: 1990-91 1991-92 1992-93 Information and Enrollment Service: Receptionist 1. Reservations Processed: Cashiers meet and talk with the public to provide information on Recreation Division services including programs and faciles; enroll participants in-person, by phone and by mail-in registration for classes, adutt excursions, special evonts, and sports leagues; collect and account for revenue, prepare deposit and delver 3. Revenue: to Ci Hall. Facllltles Operatlon Servlce: Recreation Specialist - Faciliiies: Schedules use of parks, meeting rooms, athletic fields, tennis courts, and assignslsupervises Facility Attendants. Facility Attendants assist in show- ing sites, completing applications, perform set-up and take-down of tables and chairs for meetings, open and close buildings, and perform general clean-up and minor maintenance. 3,000 3,100 3,200 2. No. of Facility Users: 720,000 740,900 750,000 $80,181 $74,761 $76,200 1. No. of Fields Maintained: 27 27 27 ' 1 SIGNIFICANT CHANGES: Service levels and hours of operation at Harding, Stagecoach and Calavera Centers are projected to remain the si as FY 1992-93. Maintenance and operation expenses have been increased due to the incorporation of the LiaL Insurance and hazardous Waste accounts, which were previously identified in other departments budgets. I 1 1 1 1 I 117 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 621,099 $ 576,034 $ 532,951 $ 550,899 MAINTENANCE OPERATION 473,800 44?,m 373,459 386,800 CAPITAL OUTLAY 0 0 1,100 0 GRAND TOTAL $ 1,094,899 $ 1,024,674 $ 907,510 $ 937,699 POSITIONS 8 8 7 6 - PROGRAM: AQUATICS FUND: GENERAL I 1 1 I I E DEPARTMENT PARKS AND RECREATION ACCT NO. 001-4 MAINTENANCE OPERATION WORK PROGRAM: I Aquatics provides for the operation of an attractive and safe swim complex that offers a comprehensive progran instruction, competition, and recreational swimming on 45% self-sustaining basis. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1990-91 1991-92 1992-93 --- LessonsRraininq: Provide instruction in swimming 1. Instructional Lessons: skills for all ages and abilities; provide education and training to the general public and City employees in first-aid, cardiopulmonary resuscitation (CPR), and basic rescue skills; serve as a North County certifica- tionbraining site for men and women who wish to qualify for employment at Carlsbad Swim Complex or similar pools. Fun and Fitness: Provide opportunities for recrea- tional swimming and fitness lap swimming. Land/Hours 2,040 1,951 1,950 Conducted 229 206 205 I I Classes Participation: Resident 1,393 1,390 1,450 Non-Resident 568 389 350 1. Recreation and LaD Swim: Lane/Hours 2,249 12,391 10,350 Daily Admissions: Youth 5,600 6,317 5,000 Adult 7,800 8,651 8,200 SeasonPass 13,760 15,685 13,500 a 1 I I I 2. AQUa X: Lane/Hours 138 253 208 Participation 1,820 1,572 1,300 Competitive SwDm Proarams: Provide opportunities 1. Carisbad Swim Master: for competitive swim instruction and coached workouts Lane/Hours 900 5,278 4,428 Participation 12,500 13,867 11,467 for youth and adults as a contract service; coordinate and schedule high school use of the pool for boys’ and girts’ swim teams and water polo activities. I 2. North Coast Aquatics: Lanebiours 5,730 5,987 4,980 Participation 17,500 17,796 14,796 3. Carlsbad Hiah School Swim & Water Polo Tean Lane/Hours 2,050 2,122 2,100 I Participation 4,700 4,750 4,750 1 SIGNIFICANT CHANGES:: None. 1 1 119 1990-91 1991-92 ACTUAL ACTUAL PERSONNEL $ 25,655 $ 29,544 MAINTENANCE OPERATION 12,918 13,794 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 38,573 $ 43,338 POSITIONS 0 0 1992-93 1993-94 BUDGET BUDGET $ 26,OOO $ 26,430 7,470 7,780 0 0 $ 33,470 $ 34,210 0 0 PROGRAM: SENIOR COMMISSION FUND: GENERAL I 8 I I 1 I I I I I I I I I I I a DEPARTMENT: PARKS AND RECREATION ACCT NO. 001- MAINTENANCE OPERATION WORK PROGRAM: The Carlsbad Senior Commission makes recommendations and advises the City Council and staff on the special n and concerns of Carlsbad Seniors. PROGRAM ACUIVITIES: PERFORMANCE OBJECTIVES: I Monthlv Meetlnqs: Conduct a Commission meeting the first Thursday of every month. 1. Discuss issues pertinent to the ongoing devc ment of the Carlsbad Senior Program. 2. Provide an opportunity for Seniors to offer inp the Commission regarding their concerns. 3. Advise Ci Council on any Senior Program i which would necessitate action by the Counci 4. Conduct a minimum of two meetings at local other than the Senior Center. Volunteers: Continue to review and develop ways to recruit, train, utilize, evaluate and acknowledge volun- teers. Program. 1. Appoint a volunteer committee to make recomr dations to the Commission regarding the Volui 2. Hold annual Volunteer Recognition Celebratioi 1. Conduct annual Senior Commission Worksho 2. Continue to review, update and develop Corn Development: Review Commission purpose and effectiveness. sion Goals and Objectives. SIGNIFICANT CHANGES: I None. 121 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 155,254 $ 162,234 $ 174,317 $ 175,099 72,926 73,041 77,655 82,026 8,345 0 0 0 $ 236,525 $ 235,275 $ 251,972 $ 257,125 2 2 2 2 PROGRAM: SENIOR PROGRAMS PAGE ' 1 DEPARTMENT: PARKS AND RECREATION ACCT NO. OOl-. I I I i 1 U I 1 1 1 I I I 1 I FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Social Interactlon: Provide an environment and opportunity for older people to meet and interact with their peers. coin collectors, billiards. 1. Encourage the development of groups of pf sharing similar interests: anglers, stamp collec 2. Provide volunteer opportunities where Seniors' provide a service to their community while me1 new people, etc. 3. Maintain the 'open' atmosphere of the lounge wI people can drop in to chat and have a CUI coffee. 1. Where feasible develop a reasonable fee struc for activities which require administrative sup previously offered buy were at no cost. 2. Develop a 'profit sharing" pian whereby the Sf Center receives a portion of all fees collected f programs/activiies where a fee is collected. 3. Develop and implement a marketing strateg! increase after hours rental of the Senior Centei I Increase Revenues: Develop a strategy to increase revenues. t SIGNIFICANT CHANGES: None. I 123 1 9909 1 1991-92 ACTUAL ACTUAL PERSONNEL $ 44,430 $ 49,707 MAINTENANCE OPERATION 133,286 122,811 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 177,716 $ 172,518 POSITIONS 1 1 1992-93 1993-94 BUDGET BUDGET $ 54,243 $ 52,684 124,351 130,513 0 0 $ 178,594 $ 183,197 1 1 PROGRAM: UTILITIES AND MAINTENANCE FUND: GENERAL I II 1 i I 1 1 1 I 8 I 1 1 I I I DEPARTMENT: UTILITIES AND MAINTENANCE SUMN 8 MAINTENANCE OPERATION e 1 12 5 1990-91 1991-92 1992-93 ACTUAL ACTUAL BUDGET PERSONNEL $ 310,272 $ 277,979 $ 295,336 MAINTENANCE OPERATION 49,922 58,193 54,608 CAPITAL OUTLAY 524 0 0 GRAND TOTAL $ 360,718 $ 336,172 $ 349,944 POSITIONS 5 5 6 1993-94 BUDGET $ 315,422 57,894 0 $ 373,316 6 PROGRAM:: ADM I N ISTRATIO N PAGE 1 I I 1 I 1 1 1 1 1 I I 1 I FUND: GENERAL ' DEPARTMENT: UTILITIES & MAINTENANCE ACCT NO. 001-6 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Contract Sewlces: Supervise and coordinate contractually provided services. 1. Process all contracts, RFP's, Letters of Acc tance, Notices to Proceed, and other dc ments pertaining to contracts in a tir manner. 2. Prepare refuse collection, recycling, gr, control, and all other contracts pertainin! the department. 1. Process all training requests and registrati in a timely manner. 2. Distribute current safety information to ploy ees. 3. Brief all management personnel of any ct ges to safety rules and regulations, and t 1. Represent City and Department by attenc County and area meetings and conferenc 2. Facilitate communication between Departn and other City departments. Tralnlna & Safetv: Provide training in work related areas, and motivate employees to en- hance their job skills. 1 monthly safety inspections. Coordination with Other Departments and Aqencles: Coordinate activities with other City departments and divisions, and with outside agencies. Reports and Statistics: Prepare written and 1. Prepare staff reports. oral reports. Prepare grant applications. Re- search appropriate subjects and prepare agenda bills and visual aids for presentation to City Council. 2. Present both written and oral reports to ( Manager, City Council, Committees, Comr sions and other agencies. 3. Prepare grant applications as appropriate Communitv Services: Respond to all citizen 1. Receive, record and disseminate citi inquiries expeditiously. Prepare correspondence inquiries. 2. Maintain and facilitate communication \ as needed for all divisions. Division managers to insure that all citi inquiries are being responded to within day turn-around period. 1. Process leases, appraisals and corresp 2. Process agenda bills, resolutions, and ' 1 Real Property Manaqement: Ensure that all leases, property acquisitions and sales activities are handled appropriately. dence within one day of receipt. other materials needed for City Council ml ings. 3. Research and analyze all data pertinen property management. SIGNIFICANT CHANGES: Budgeted increases reflect the full year funding of two positions and Maintenance and Operation c( transferred into this program in the middle of 1992-93. 1 I 127 1990-91 ACTUAL PERSONNEL $ 995,831 MAINTENANCE OPERATION 1,136,788 CAPITAL OUTLAY 152,926 GRAND TOTAL $ 2,285,545 POSITIONS 25 1991-92 1992-93 1993-94 ACTUAL BUDGET BUDGET $ 1,021,120 $ 1,013,503 $ 1,113,249 1,373,740 934,349 520,142 5,758 0 17,800 $ 2,400,618 $ 1,947,852 $ 1,651,191 25 23.5 23 PROGRAM: STREET MA1 NTENANCE PAGE 1 1 1 1 1 8 I 1 1 i I 1 1 I 8 8 1 FUND: GENERAL I DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 001- PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Citv Slnn Maintenance: Fabricate, install and main- tain all traffic street name and special signs throughout the Ci. Respond to Traffic Engineering work orders and special sign request$. Conduct visual and retro- reflectometer once a year in conjunction with the Division's Safety Inspection Program. 1. Maintain and repair, as needed, the 6,300 2. Fabricate and install 1,300 traffic, street name 3. Timely response to Traffic Engineering work or 4. Annually conduct visual and reflectivity test 1,449 warning and 3,159 regulatory signs to if proper and safe signage throughout the CQ. 5. Maintain all traffic control devices used for con: tion, repair and emergencies. 1. Several methods of asphalt repair application! used to apply 4,000 tons of asphalt annually (f ed by Gas Tax): Skin Patching, Utility Cut RE Leveling with Asphalt, and Base Replacement 1. Refresh striping on 225 pass miles on "pi roadways, 166 pass miles on "major" roadways pass miles on 'secondary" roadways, and 53 1 miles on 'residential' roadways. 2. Refresh 189 crosswalks, including school cross1 3. Refresh 3,000 pavement markings. 4. Refresh 15,000 linear feet out of 35,349 linear 5. Refresh Ci facilities parking areas, as needec 6. Respond in a timely manner to work orders Traffic Engineering and special requests various Ci Departments. throughout the Ci. special order signs. Road Surface Maintenance: Maintain 555 lane miles of paved roadways throughout the City. This mainte- nance program insures that the Ci's road system is properly maintained and safe for travel. Traffic Safetv Pavement Stripha Proaram: Ensure proper delineation and direction for safe passage on City streets. Maintain and refresh all line strips, cross- walks, pavement messages, colored curb and Ci facilities parking areas. Respond to Traffic Engineering work orders arid special requests from various Ci departments. colored curbs. Miscellaneous Maintenance and ReDalr Proqram: Monitor unscheduled work activities that the Street Division performs annually; this program accounts for 6,600 staff hours. Maior Rehabilitation Contract Proqram: Direct and Annual Goal Funded oversee the fwe (5) maintenance and rehabilitation Gas Ta contracts listed. Gas Ta Gas Ta 1. Emergency response, citizen's complaints, s patrol, safety and training, special events. 1. Street Sweeping: 2. Chip Seal: 3. AC Overlay: 4. Curb, Gutter & Sidewalk Replacement: I Sweep 11,053 curb miles Chip 35 lane miles Resurface 15 lane miles Replace 4,578 lin. ft. curbs and 8,340 sq. ft. sidewalks Gas Ta Buena \ Clean the Buena Vista Drainage Channel Channc Maint. I 5. Buena Vista Channel Maintenance: SIGN I Fl CAlNT CHANGES: Costs for supplies for in-house street maintenance havsheen transferred to Gas Tax funding. 12 9 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET pppp PERSONNEL $ O$ O$ O$ 0 MAINTENANCE 0 P ERATl ON 599,077 140,004 1,427,000 1,219,500 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $ 599,077 $ 140,004 $ 1,427,000 $ 1,219,500 POSITIONS 0 0 0 0 1990-91 ACTUAL PERSONNEL $ 475,552 MAINTENANCE OPERATION 599,316 I 1 1 CAPITAI- OUTLAY 2,847 GRAND TOTAL $ 1,077,715 POSITIONS 15 1991-92 1992-93 1993-94 ACTUAL BUDGET BUDGET $ 512,304 $ 590,354 $ 642,723 580,030 845,446 672,456 39,735 7,600 0 $ 1,132,069 $ 1,443,400 $ 1,315,179 15 15 15 PROGRAM: TRAFFIC SIGNALS FUND: GENERAL DEPARTMENT UTBLlTlES AND MAINTENANCE ACCT NO. 001-5410 MA1 NTEN AN CE 0 PE RATIO N WORK PROGRAM: Coordinate maintenance program for 66 signalized intersections by the end of FY 93-94. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991 -91 1991-93 1993-94* Operations: Perform plan checking and field moni- toring during construction of new traffic signals for conformance with City and CaiTrans standards. Coor- dinate with Traffic Engineer on signal timing adjust- ments. Coordinate Underground Service Alert mark- outs for all existing signal systems. Maintenance: Perform monthly check of Opticoms 1. Ci Owned & Maintained Signals: (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs if necessaty. 2. CalTrans Owned & Maintained Signals: 55 57 59 5 5 9 3. City Owned & CatTrans Maintained: 0 2 2 4. Total Signals in Ci: 60 64 70 Administration: Administer traffic signal maintenance agreement. * Projected SIGNIFICANT CHANGES: None. 132 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT t I 1 i I I I 1 i 1 I i 1 e DEPARTMENT UTILITIES AND MAINTENANCE ACCT NO. 1614 I MAINTENANCE OPERATION WORK PROGRAM: e Update and maintain Ci street lighting system. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991- - 1990-91 1989-90 Maintenance and Operations: Oversee the mainte- 1. SDG&E owned and maintained street lights: nance and operation of the Ci Street lighting system. Coordinate between citizens and SDG&E for the maintenance of utility owned street lights within the City. Coordinate between developers and SDG&E for energizing new lighting systems. Provide expertise to city inspectors during inspection of lighting systems. Coordinate Underground Service Alert markouts for various Ci departments and perform markouts for street light and traffic signal systems. Maintain as-built records af City street light system for future mainte- nance. Provide response to traffic signal emergencies and perform minor signal repair. Perform routine night surveillance. Incorporate street light numbering sys- tem. Check proposed improvement plans for confor- mance with Ci standards regarding street light, storm drain, and traffc signal systems. Coordinate with Planning, and Engineering to ensure that department needs are met. Administration: Prepare annual audit of City’s street light assessment. Administer Buena Vista Channel Maintenance assessment district and LigMing and Landscaping District No. 1. Continue mapping and updating expenditure and reassessments for the lighting and landscaping district. Perform preliminary acquisition procedures for the SDG&E owned and maintained street lighting system. 720 733 7 2. Cii owned and maintained street lights: 3,566 3,769 3,8 4,297 4,500 4,s 1 3. Total Street Lights: 4. Total Street tight Repairs: 473 592 8 5. Total Electrical Markouts: 1,080 1,210 184 6. Total Emergency Traffic Signal Repairs: 347 520 6 8 SIGNIFICANT CHANGES: Maintenance and Operation costs have been reduced to more accurately reflect expenses for energy costs. 1 133 Q990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ O$ O$ O$ 0 MAINTENANCE OPERATION 3 6,447 300,0oO 267,950 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $ 3$ 6,447 $ 300,0oO $ 267,950 POSmONS 0 0 0 0 -. PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE DEPARTMENT UTILITIES AND MAINTENANCE ACCT NO. 520- I I I 1 I D I I I I I I I I 1 I I I MAINTENANCE OPERATION WORK PROGRAM: The Solid Waste Division of the Utilities and Maintenance Department is responsible for planning, develo coordinating, implementing, administering, monitoring, and updating the City's Solid Waste Management Progri PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: AB 939 lmplernent components of Source Reduction and Recycling Element (SRRE) and Household Haz- ardous Waste Element (HHWE). Coordinate activities with County-wide Technical Advisory Cornmiltee. necessary. Prepare and administer consultant contracts as re- quired. Refuse: Ensure disposal of refuse generation in Commission, North County cities Coalition for Solid Waste Issues, and North County Solid Waste Manage- ment Agency. Prepare and administer the refuse collection contract. Review reports from refuse con- tractor. 1. Ensure compliance with mandates of SRRE HHWE by timely implementation of programs, E utilizing in-house staff or consultant servics 2. Attend meetings as necessary. 1. Provide staff support to regional groups as nc 2. Process renewal of the refuse collection coni Review and update as necessary. Prepare RFF related documents or renegotiate contract required. Carlsbad. Coordinate activities with Solid Waste w. 3. Attend meetings as necessary. 1. Research and apply for appropriate grant oppoi 2. Coordinate all recycling programs in conjuni with the City's hauler. 3. Implement office paper recycling to Carl! businesses in accordance with County Tech Assistance Program Grant guidelines. 4. Serve as liaison to outside agencies, City staff, public on recycling issues. 5. Implement new recycling/diversion program appropriate, i.e., mixed paper collection. 6. Keep abreast of recycling trends. Recvcllnq: Prepare and administer recycling contract. regional recycling meetings and coordinate Ci efforts with other agencies. 1 Prepare State and County grant applications. Attend ties. (continued) 135 PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 520-6410 FUND: SOLID WASTE ENTERPRISE PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Compostlng: Administer yard waste pick-up program. 1. Administer the Yard Waste Collection Program. 2. Home Composting Program; monitor first year program and implement second year. Household Hazardous Waste: Provide quarterly household hazardous waste pick-up via contract with 1. Evaluate feasibility of siting permanent household hazardous waste collection facility in Carlsbad. 2. Coordinate collection events with County staff. 3. Ensure staff support for collection events. 4. Attend meetings as necessary. county. Public Information: Develop public information 1. Continue production of quarterly solid waste news- materials related to solid waste program. Develop letter, "Wastelines.' school and community group programs. 2. Prepare correspondence, press releases, and brochures for all new solid waste programs. 3. Research current school curricula and programs and develop supplemental materials if necessary. 4. Prepare Spanish language materials. 5. Develop and distribute household hazardous waste educational materials. In-House Rewcling: Coordinate the recycling pro- gram of materials collected at City facilities. 1. Audit in-house waste stream, and analyze for areas 2. Add materials to in-house recycling program as of potential reduction and/or recycling. appropriate. - Lltter: Provide for litter collection services in conjunc- tion with the Streets division. 1. Partially fund the Honor Camp Crews which will continue to be administered by the Streets division. SIGNIFICANT CHANGES: Increased Personnel costs reflect funding for one part time employee. 136 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS I 1 I 1990-91 ! 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 332,982 $ 327,8@6 $ 335,052 $ 388,520 881,684 889,804 963,245 91 8,475 0 0 0 1,500 $ 1,214,666 $ 1,217,610 $ 1,298,297 $ 1,308,495 7 7 6 6 1990-91 1991-92 1992-93 ACTUAL ACTUAL BUDGET PERSONNEL $ O$ O$ MAINTENANCE OPERATION 494,634 729,905 26,487 CAPITAL OUTLAY 0 0 ?73,926 GRAND TOTAL $ 494,634 $ 729,905 $ 800,413 POSITIONS 0 0 0 1993-94 BUDGET O$ 0 26,487 1,147,800 $ 1,174,287 0 1 1 t PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 524,453 $ 463,610 $ 547,311 $ 586,582 2,160,468 2,453,718 3,064,314 3,158,327 4,301 2,323 0 0 $ 2,689,222 $ 2,919,651 $ 3,611,625 $ 3,744,909 10 10 10 10 1 990-9 1 1991 -92 ACTUAL ACTUAL PERSONNEL $ 158,202 $ 119,393 MAINTENANCE OPERATION 1,593,190 1,742,889 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 1,751,392 $ 1,862,282 POSITIONS 4 4 1992-93 1993-94 BUDGET BUDGET $ 163,964 $ 160,845 1,959,012 2,083,511 zoo0 0 $ 2,144,976 $ 2,244,356 4 4.5 1990-91 1991-92 ACTUAL ACTUAL PERSONNEL $ 4,400 $ 11,673 MA1 NTE N ANCE 0 P ERATI 0 N 131,857 199,438 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 136,257 $ 211,111 POSITIONS 0 0 1992-93 1993-94 BUDGET BUDGET $ 28,936 $ 40,211 343,162 510,347 0 0 $ 372,098 $ 550,558 0 0 PROGRAMS: CERTIFICATES AND VOUCHERS PAGE E I I I 1 income status, etc.): 190 z 1 I I E 1 1 f IE I 8 3 1 FUND: HOUSING SECTION 8 DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO’S 131-3330 AND PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1 992/93 199: Estimated m Recertlflcation: Continuous annual processing of 1. Recertiiications: 386 4: 2. Interim Recertifications (Le., tenant change of existing tenants to insure their compliance with housing program criteria. SIGNIFICANT CHANGES: Personnel costs have increased due to the transfer in of one quarter Secretary I1 position and one quarter Clerk 7 position. The portions of these positions came from the Redevelopment Agency budget. The Voucher Pro1 Maintenance and Operation increase is due to increases in Rental Assistance Payments. I I 14 1 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ O$ 0$ 0 $ 10,Ooo 10,905 41,359 94,820 86,400 1,293 0 0 0 $ 12,198 $ 41,359 $ 94,820 $ 96,400 0 0 0 0 1 1 E PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 307,345 $ 229,677 $ 256,643 $ 200,565 410,835 418,934 576,668 427,890 3,008 2,323 0 0 $ 721,188 $ 650,934 $ 833,311 $ 628,455 5.5 4.5 4.5 3 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 0 $ 72,965 $ 67,796 $ 87,447 3,819 25,148 42,729 17,553 0 0 0 0 $ 3,819 $ 98,113 $ 110,525 $ 105,000 0 1 1 1 1 I 0 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 54,506 $ 29,902 $ 29,972 $ 87,514 9,862 25,950 47,923 31,250 0 0 0 0 $ 64,368 $ 55,852 $ 77,895 $ 118,764 0.5 0.5 0.5 1.5 146 PROGRAM: WATER SERVICES FUND: VARl OUS I 1 1 DEPARTMENT: WATER DISTRICT SUMMl f MAINTENANCE OPERATION I GRAND TOTAL 1 e 1 I 1 I t I I I I 1 B 1 14 7 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 501-6310 MAINTENANCE OPERATION WORK PROGRAM: To provide potable water and service to the customers of the City and District. This program provides administration, billing, meter reading, operations, maintenance, engineering, public information and water conservation. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination wRh Other Departments and AQenCleS: 1. Represent City and Departments by attending Work with San Diego County Water Authority, and 2. Facilitate communications between department and other outside agencies and groups that are involved with water. Coordinate with other City Departments and Divisions. Keep current on Federal and State Legislative issues as they pertain to the water supply. Reports and Proarams: Prepare reports for the Board. Develop and implement public information campaigns and school education programs. Continue with current conservation programs and develop others in accordance with Best Management Practices. County and area meetings and conferences. other City departments. 1. Prepare staff reports. 2. Present both written and oral reports to City Ma- nager, City Council, Committees, Commissions and other agencies. 3. Identify school grades for implementation of school program, developed in conjunction with San Diego County Water Authority. 4. Maintain awareness of Carlsbad Water Ethic through activities during Water Awareness Month, public appearances at community and school fairs, and distribution of information. EnQlneerinp: Develop and continuously update the computer based mapping system. Review and correct plans for new development. Prepare plans and specifi- cations for projects to replace old water lines and other facilities. Administer major capital improvement pro- jects designed by outside engineers. Svstem Maintenance and Repair: Complete pr&-en- tative maintenance on the water faciliies to prevent a major water outage. This includes maintaining valves, pumps, reservoirs, and telemetering facilities. Repair all leaks immediately to reduce water loss, and perform the repair with a minimum of water service disruption. 1. Update 55 District Atlas sheets. 2. Maintain plan check turn around time of 10 days. 3. Thoroughly and efficiently scope all capital projects. Design major design projects in-house. 1. Maintain all valves and other appurtenances. 2. Repair all leaks with minimal shut down time, on 24 hours notice. (continued) 14 8 PROGRAM: WATER OPERATIONS PAGE ' I DEPARTMENT WATER DISTRICT ACCT NO. 5014 I 1 1 I 8 I I I 1 8 I 1 1 I 1 1 I I FUND: WATER ENTERPRISE PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Meter Readlng: Perform monthly reading of more than 17,500 meters. Water Billinq: Maintain a high level of customer service while continuing to get water bills out on time. Identify programs to increase efficiency. 1. Maintenance of 800 meters per month. 1. Redesign water bill into an easy-to-read lor 2. Purchase and implement water billing sy: while providing more information. equipment upgrades. SIGNIFICANT CHANGES: Personnel costs have increased due to the reallocation of staffing expenses between Water Operations anc Sanitation Enterprise. Maintenance and Operation costs reflect the water rate increases from both the San D County Water Author$! and the Metropolaan Water District. 14 9 PROGRAM: WATER RECLAMATION FUND: RECLAMATION ENTERPRISE DEPARTMENT WATER DISTRICT ACCT NO. 502-6310 MAINTENANCE OPERATION WORK PROGRAM: To maintain one pump station, one 1.25 million gallon reservoir, 7 miles of reclaimed water lines, and 60 reclaimed water meters. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Purnr, Statlon Maintenance: Preventive maintenance of one (1) lift station. Lift station will be checked twice daily to clean, lube, inspect and repair any ma9func- tioning pumps or associated equipment. Because of safety factors and location of this station, two (2) staff are required to perform this operation under normal conditions. Engineering: Develop and continuously update the computer based mapping system. Review and correct plans for new development. Administer major capital improvement projects designed by consultant engi- neers. Design projects in-house. System Maintenance and Repair: Complete preven- tive maintenance on the facilities to prevent a major outage. This includes maintaining control valves, reservoir, and air releases. Repair all leaks immediately to reduce reclaimed water costs. SIGN I FI CANT CHANGES: 1. Continue frequency of preventive maintenance to 2. Convert to automated preventive maintenance assure continuous operation. system. 1. Enter the as-built sheets onto the computer. 2. Maintain plan check turn around time at 10 days. 3. Thoroughly and efficiently scope all capital projects. 1. Daily, weekly, monthly preventive maintenance to 2. Repair all leaks with minimal damages on 24 hour ensure operation of all facilities. notice. This will be the first year that the permanent pump station on El Camino Real will be functioning. This will increase energy costs to approximately $so,OOO. With the installation of the pump station, more water can be delivered to customers, which will increase the customer base. Three new customers are expected to be on-line during FY 1993-94: Frazee flower fields, CalTrans, and Price Club. The Water Reclamation Enterprise will be functioning on its own for the first time, without help from the Water Enterprise Fund. Revenues will be generated through water sales and rebates from the San Diego County water Authority and the Metropolitan Water District. 150 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 0 8 I 1990-91 1991 -92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET $ 384,208 $ 420,942 $ 641,420 $ 561,199 3,458,880 3,638,483 3,750,230 3,916,187 0 0 145,400 5,000 $ 3,843,088 $ 4,059,425 $ 4,537,050 $ 4,482,386 8.4 8.4 11 11 152 8 I 1 ! 1993-94 CAPITAL IMPROVEMENT PROGRAM Introduction The Capital Improvement Program (CIP) for 1993-94 totals $26 million, which is $1 million or 25% below the 1992-93 adopted budget of $32.4 million. Projected reveni for the 1993-94 program total $39.7 million and are up by $4.5 million or 13% from 1992-93 budget. The increase is due primarily to the planned issuance of bonds for t projects and highway grant and transnet revenue. Weak economic conditions continue prevail and are noticeable among the revenues gleaned from construction within community. Revenues collected as the result of inew residential and commercial/industi development are nearly identical to the projections of 1992-93. This has resulted in so project phasing and deferrals necessary to balance the 1993-94 budget. This report E the accompanying CIP documents reflect the actions taken to address the issue of fund availability weighed against the demand for facilities and growth. As the City continues to monitor growth in conjunction with revenues, it has beco apparent that there is a correlation between the amount of funds that can be spent projects and the amount of growth. If developiment subsides, so too do revenues, wh in turn impacts expenditure schedules. Most expenditure schedules were established us the growth management standards as guidelines. Interwoven into this formula are fis constraints which have become important to the scheduling of projects. This ye additional projects were deferred in order to balance with projected revenues. Previou: the City chose to build facilities to meet rrtaximum population expectations. 'I philosophy has shifted to one where phasing of projects will more closely match 3 incremental growth demands. Further, in cases where facility availability fails to rn growth management standards, developers may be required to finance design i construction costs. The growth management system used by the City needs to be view with flexibility, as well as in concurrence with other external issues, including the gene economy. The fiscal resources, and the assumptions used in projecting those resources, well as specific expenditures will be addressed separately. Revenue Revenues for Capital Projects from now until buildout may be broken down into th major categories as follows: Community Facilities District, and 3) other sources including grants, bond issues, i letters of credit. The pie chart on the following page provides an overview of the estima revenues which are projected to support the CIlP projects. Approximately 65% of all ( revenues are received as a result of development, and are dependent upon assumptic made about the City's growth in dwelling units and commercial/industrial square feet ei year. These revenues include the Public Faciljties Fee (PFF), Traffic Impact Fee (TI Park-In-Lieu (PIL), Major Facility Fee and Sewer Construction revenues. Commur Facilities District revenues occupy 22% of the toltal with resources coming in as a resdl project scheduling. The remaining 13% of revenues are related to the receipt of grar the County sales tax program (Transnet), the issuance of bonds, and the Water Distri Replacement Fund. I t ' 1 I I 1 8 8 1) fees generated by development in Carlsbad, 2) 1 1 t I I 1 15 3 Residential 92-93 Total 93-94 Total No. Units No. Units Dff. 92-93 Resid Resid to 93-94 100 (1 5) 1 70 144 0 95-96 345 31 4 (31 1 96-97 490 444 (46) 97-98 490 573 83 1,514 1421 (93) 1,332 1496 164 Year 93-94 115 94-95 Years5 - 10. Years - 2003+ * Non-Residential Total Sq.Ft Total Sq.Ft Dff. 92-93 Comm/lnd Commnnd to 93-94 115,000 170,OOo =,000 170,000 225,000 55,000 =,OOo =,OOo 0 -,OOo 43Q.OOO 0 -,m -,OOo 0 700,000 740,000 WnJ 1,000,000 1,OOo,ooo 0 92-93 Total 93-94 Total I I 1 I I 8 1 1 I 8 I 1 The line chart below further demonstrates the! growth and development patterns w: have occurred and are projected for Carlsbad. As can be seen, the development rates dramatically in 1987-88, due to the implementation of the Growth Management Plan, have continued to decline since that point. It is anticipated that permits will be issuec 50 residential units during 1992-93. Current growth management projections sho slight recovery to 100 units in 1993-94. RATE OF RESIDENTIAL DEVELOPMENT PERMITS ISSUED UNITS ____._._._ ____....._____._______ YEARS 1 TO 5 OF CIP _._____... .__._____.___._...____ ..__.___.. _....__..._.__________ ________.. ..___.___...___.._._._ 08 1 a 86 87 88 89 90 91 Q:! 93 94 95 96 97 98 FISCAL, YEAR - DWEWNG UNITS Using the growth management forecast identified above, revenue projections show sim weaknesses. This continues to result in changes to project scheduling that occw development remains low. .I Growth ASSU~D~~O~S The mix of attached and detached residential units is assumed to be 55% and 4 respectively. This is the same ratio as has been iapplied 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 $153,000 detached dwelling unit. The mix of commeraajl and industrial is assumed to be 40% i 60% respectively. The commercial category also includes office development. In order to calculate estimated revenues for the Traffic Impact Fee (TIF), the numbei average daily trips was computed for each type of use. An attached dwelling unit I assigned eight trips per day, and a detached unit ten trips per day, based on data usec developing the "IF. Each residential trip was valued at $77.00. The trips-per-day va for commeraal/industrial was averaged at 17 trips per 1,000 square feet of developmf The volume of trips generated by commercid/industrial development can vary wid depending on the ultimate land use. The value of each commercial/industrial trip I established at $63.00. I I I ' I 8 I 155 Sewer fees were calculated by assessing each residential unit (EDU) $1,610. Commercial was assessed $1,610 for each 1,800 square feet of development and industrial was assessed $1,610 for each 3,400 square feet based on the City's procedure for calculating EDU's for non-residential uses. This is the third year that the Community Facilities District (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 some projects previously funded from these sources will now be funded through the CFD. Revenues for the PFF and TIF have been adjusted accordingly. Exuenditures The 1993-94 to buildout CIP outlines approximately 164 future projects at a total cost of $367 million. The pie chart below indicates that the largest segment of expenditures are for park projects at $87.7 million and 24% of the total. Park projects include development of acreage within all quadrants of Carlsbad as well as Veteran's Memorial Park. Major park projects include Poinsettia Park, the Golf Course, La& Park, Alga Norte Park, and a community park in Zone 19. The second largest expenditure category is for streets at $74.7 million or 20% of the total and include the construction and widening of arterials and roadways as well as the widening of some existing streets. Some examples include the widening of the railroad overpasses at Poinsettia Boulevard and Palomar Airport Road, La Costa Boulevard widening, and the extension of Faraday Boulevard. Sewer Projects represent the third highest level of expenditures at $64.4 million or 18% of the total. Included are the repayment of bonds for the Phase IV Expansion of the Encina Treatment Plant, the construction of the Vista Carlsbad trunk line, and parallel ocean outfall. Civic Projects are estimated at $59.4 million and include such projects as the South Carlsbad library and new city hall. The smallest expenditure category for projects is traffic signals, at $3.4 million or 1%. Specific timing and cost estimates for projects are identified in the table immediately following the narrative. CAPITAL IMPROVEMENT PROGRAM PROJECT ALLOCATION 1993-94 TO BUILDOUT LOAN REPAYMENTS PARKS 587.7 24% .......... TRAFFIC SIGNALS REET PROJECTS 874.7 3% W.5 14% Total CIP to Buildout - $367 Mllllon 156 1 1 1 I II 1 I I 8 8 I I 1 i I S I Specific phasing of projects is reliant upon fund availability as well as efforts taken to n established growth management standards for facilities. Wherever recommended pro scheduling changes occurred, they were based upon a thorough review of the Gro Management Plan, in unison with revenue prqjections. 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 major adjustments were made du the 1992-93 crP process, however, some projects required altering to balance the 199: CIP. Altered projects were funded by either TIE: or the PFF, and expenditures are time match anticipated revenues. These projects and related issues are identified below. b I L& Park - The 1992-93 CIP planned the construction of Larwin park in 1995 This PFF funded project has now been deferred until the 1998-2003 the per Deferral of this project provides sufficient PFF funds for projects timed Within ea periods. Site Acauisition Northwest Ouadrant - The 1992-93 CIP showed the acquisitic a 7 acre park site during 1995-96 at $2.4 million. Due to lack of funds, this F in-Lieu funded acquisition project has been defmed until the 1998-2003 period. Streets - There are two major street projects which were deferred as the 199 CIP was balanced. First, Cannon Roaid - Interstate 5 to Faraday, funded Transnet, has been moved from 1993-94 to 1995-96. Second, the widenin Poinsettia Lane, Interstate 5 to Batiquitos, has been deferred one year until 1997 The shifting of these two projects will allow the funds to be used for the remaining Interstate 5 projects. b 1993-94 Projects The 1993-94 CIP identifies 29 projects which have been budgeted at a total cost of don. The following chart shows that Civic projects occupy 45% of the total 19s expenditures at $11.6 million. CAPITAL IMPROVEMENT PROGRAM I 1993-94 PROJECTS BY MAJOR CATEGORY ctm $116 45% 1-5 INTERCHANGES s28% EET PROJECTS $18 7% $57 2.2% Total 9394 CIP -8 $26 Ylllbn 157 Twenty two percent or $5.7 million of the budget is allocated to Water projects. Sewer projects account for $3.1 million of projects while the 1-5 Interchanges show a budget of $2 million. Civic Proiects The significant project scheduled for 1993-94 appropriation is the expenditure of CFD funds toward the South Carlsbad library at $11.2 million. In order to pursue this project bonds will need to be issued. Additionally, there may not be adequate General Fund monies available to operate the new library. Park Proiects Poinsettia Park contains an appropriation of $1 million in 1993-94. Combined with funds that have been appropriated in previous years, the total amount going to this southwest quadrant park is $4.1 million. The North Beach Restroom project is scheduled for a 1993- 94 appropriation at $110,000. The Aviara Oaks park project, in conjunction with the school district, is also scheduled at $27,616. Sewer Proiects The CIP reflects Carlsbad’s share of funding the Encina Budget. Included is $1.1 million in funds to repay the debt for the Phase IV Expansion, $1.7 million for the Solids Management Program. Water Projects The D Reservoir I11 project will receive its final scheduled appropriation this year with a total of $4 million in funds. This project, in conjunction with the Maerkle Dam Lining project scheduled for construction next year, will need to be built through the issuance of bonds. Sufficient funds are not available to complete these projects on a pay as you go basis. It is not anticipated that water rates will need adjusting in order to pay debt service. However, if the State takes the District’s property taxes, a rate increase will be required. The CIP also reflects the Water Certificate of Participation payments at $1.5 million for 1993-94. Traffic Simals There is one traffic signal requiring appropriation in 1993-94 and it is located at Paseo Del Norte and Camino de las Ondas at $180,000. Street Proiects The largest appropriation for a street project is for the construction of Hidden Valley Road at $630,000 with General Capital Construction funds. These funds will be reimbursed by developers from this area as housing units are built. Other appropriations include a road segment improvement at Alga Road from Mimosa to El Camino Real at $300,000 and design work for Cannon Road 1-5 to Faraday at $400,000. 15 8 t 1 1 I i I E 1-5 Interchanges The interchange at Poinsettia and 1-5 is scheduled for a $1.6 million appropriation in 19 94 using Community Facilities District funds. An additional appropriation of $6 million this project is scheduled for next year, 1995-96. Design work on I-S/La Costa 1 continue With an additional $250,000 appropriation in 1993-94 from the CFD. SUmmarV While many projects continue to be deferred due to lack of available funds, signific progress has been made on the traffic circulation projects started in 1992-93. The proj which is most likely to see progress in 1993-94. is Poinsettia park. Review of the CIP finds that all projects idenitified in the 1992-93 CIP continue to included in 1993-94. There have been some significant project scheduling changes as effects of the slow economy are felt on Carlsbad’s revenue stream. Lack of funds 1 caused the City to rethink how it can accomplish its capital projects. Generally philosophy has been to build quality capital facilities which meet, and at times exce growth management standards whenever economically beneficial. This philosophy worl when growth and related revenues were substantial. Concepts such as phasing proje over a period of years, and timing projects when funds are available, have now bc implemented. As the new philosophy emerges, the City still expects to provide qua capital facilities which meet the needs of Carlsbad’s citizens. The 1993-94 CIP refle these concepts. 1 1 1 I 1 1 I 1 8 1 1 I 15 9 GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established in an effort to regulate development within the City by linking residential, commercial, and industrial development directly to the standards for the availability of public services and facilities. Standards for facilities are applied within the City as a whole, within the City's four quadrants, and in the City's twenty-five community or growth 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 requiring the construction of facilities to meet standards and the subsequent operation of those facilities. Facilities such as community centers, parks, and fire stations have been 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. 160 I c c c rQ cc I .-N 8 g - -WN 1 FA I c rm 1651 8g $; ggggs sjU2 - v 8 @ c 88 a i i E H 3$? 0, R 5 33H 0 16 6 A fi ;;HEW I fB i2 p k P~~1hP1~PP11~1I1P111PP~~~~ g < < 0 .I4 i$g 3aEg 3 www c7c7c7 ;S 38 !/ 9q z 5!! ,%,,,,, $ E! i sp 3 2 ,ep L "g AQE ~n"KH$k&'noo P"Lz&inen 33w y imz2q~~ nnnna,~~~~~~aaa%~~~~~~ dddd 8dg kEZ44h35888 <<<a P ss Pa $EEfw"< (0WV)V) 1l1111111lIIIIIlIII1111111 PPP~PRP~~PPPP~~~%PPP~%PPP~ ~~~~~~~~~~2~2~22~2~2~2~~~~ ~ $8 w SYSY E 8 ?E 168 I !3 M !3 6i’ Eg 0’ 8 Q 88 8 8 Ei$ 5l- ri E Q W- h $9 ; zJg!ffffgg; RRg ;; 170 I EE! gg EiE! C$ 88 $$ 8% $$ 08$$$181 ~ zz%::$Y%% ~ -- 11 88 !$ H ii aa z= rr ii kk ggggmg 9%!38U8 NNJIQG u !2 9 Ei! 1 1 ZE ~“B!i?%fi ! 8% 2g;iE; i&d[ Wq g! eiw gLWB s Q4agg 3 mmlb- 81 17? 9 1 CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAILABL- BALANCES BEGINNING FUND BAL 7/1/93 REVENUE EXPENDIN RES ENDING GENERAL CPTL CONSTR 832,422 200,000 946,200 86,222 PUBLIC FACILITIES FEE 3,625,438 332,472 1,345,000 2,612,910 ZONE 5 PARK FEE 1,623,310 34,000 1,657,310 PIL AREA 1 NW 1,613,314 1 8,004 1,631,318 PIL AREA 2 NE 495,419 495,419 PIL AREA 3 SW 179,593 7,716 1 87,309 PIL AREA 4 SE 710,735 32,150 742,885 TRAFFIC IMPACT FEE 908,649 98 1,509 350,000 1,540,158 PLANNED LOCAL DRAIN’G 1,695,761 100,000 1,595,761 ENCINA 622,000 622,000 SEWER BONDS SEWER CONST 9,609,493 933,522 3,133,016 7,409,999 TRAN SNETLOCAL 284,520 284,520 TR ANSNET/H I G H WAY 32,855 555,000 555,000 32,855 TRANSNET/BIKE (370,500) 370,500 ISTEA 162,717 162,717 TDA 220,400 220,400 SDG&E COUNTY GRANTS 606,537 606,537 GOLF COURSE 1,373,902 50,000 1,423,902 PUBLIC ART 56,126 9,462 65,588 ASSESSMENT DISTRICTS 1 13,720 30,000 1 43,720 LElTER OF CREDIT - 219 LETTER OF CREDIT - FIELDSTONE REDEVELOPMENT 82,073 5,000 87,073 TAX INCREMENT BOND 136,499 40,000 176,499 STATE GRANTS (1,332,270) 1,500,000 193,416 (25,686) CDBG (651,325) 651,325 CMMTY FACILITY DISTR 31 7,642 17,329,667 13,056,482 4,590,827 WATER DISTRICT FUNDS -MAJOR FACILITY 1,452,907 3,379,627 4,284,105 548,429 -REPLACEMENT 4,428,718 2,050,000 1,444,591 5,034,127 TOTAL 22,985,986 34,364,623 26,412,927 30,937,682 - RECLAl MED WATER (4,839,552) 4,849,552 10,000 174 I 1 1 1 CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAIIABLE ElALANCES BEGINNING FUND BAL 7/1/94 REVEINUE EXPENDITURES ENDING GENERAL CPTL CONSTR 86,222 630,000 716,222 PUBLIC FACILITIES FEE 2,612,910 465,066 620,000 2,457,976 I ZONE 5 PARK FEE 1,657,310 45,000 1,702,310 PIL AREA 1 NW 1,631,318 45,010 1,676,328 PIL AREA 2 NE 495,419 23,148 518,567 1 PILAREA3SW 187,309 16,718 204,027 PIL AREA 4 SE 742,885 16,718 759,603 TRAFFIC IMPACT FEE 1,540,158 181,732 440,000 1,281,890 PLANNED LOCAL DRAIN’G 1,595,761 1,595,761 ENCINA SEWER BONDS SEWER CONSY 7,409,999 1,071,866 7,1473 48 1,334,717 TRANSNETLOCAL 284,520 100,000 184,520 TRANSNET/HIGHWAY 32,855 32,855 TRANSNETBIKE ISTEA SDG&E 450,000 450,000 COUNTY GRANTS 606,537 173,650 780,187 GOLF BONDS 1,423,902 14,000,000 14,000,000 1,423,902 PUBLIC ART 65,588 65,588 143,720 143,720 ASSESSMENT Dl STRICTS LETTER OF CREDIT - 219 L/C FIELDSTONE REDEVELOPMENT 87,073 87,073 TAX INCREMENT BOND 176,499 176,499 CDBG CMMTY FACILITY DlSTR 4,590,827 9,730,417 8,000,000 6,321,244 -RECLAIMED WATER 10,000 10,000 -MAJOR FACILITY 548,429 3,530,400 4,282,048 (203,219) -REPLACEMENT 5,034,127 2,050,000 4,244,200 2,839,927 TOTAL 30,937,682 32,455,411 39,283,396 24,109,697 1 I 1 1 1 t 1 STATEGRANTS (25,686) 25,686 . 1 WATER DISTRICT FUNDS 1 1 I 1 1 175 CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAILABE BALANCES YEAR31 BEGINNING FUND BAL 7/1/95 REVENUE EXPENDITURES ENDING GENERAL CPTL CONSTR 71 6,222 716,222 PUBLIC FACILITIES FEE 2,457,976 875,350 2,100,000 1,233,326 ZONE 5 PARK FEE 1,702,3l 0 58,000 1,760,310 PIL AREA 1 NW 1,676,328 90,020 1,766,348 PIL AREA 2 NE 51 8,567 64,300 582,867 PIL AREA 3 SW 204,027 72,016 276,043 PIL AREA 4 SE 759,603 36,008 795,611 TRAFFIC IMPACT FEE 1,281,890 290,548 240,000 1,332,438 PLANNED LOCAL DRAIN'G 1,595,761 1,595,761 ENCINA SEWER BONDS SEWER CONST 1,334,717 1,334,l 60 1,317,739 1,351,138 TRANS NETLO CAL 184,520 4,450,000 100,000 4,534,520 TRAN SNET/HIG HWAY 32,855 3,600,000 3,600,000 32,855 TRANSNETBIKE I SEA SDG&E 630,000 630,000 COUNTY GRANTS 780,187 182,300 962,487 GOLF BONDS 1,423,902 1,423,902 PUBLIC ART 65,588 65,588 ASSESSMENT DISTRICTS 143,720 1 43,720 LETTER OF CREDIT - 219 YC FIELDSTONE 250,000 250,000 REDEVELOPMENT 87,073 626,250 (539,177) TAX INCREMENT BOND 176,499 176,499 STATE GRANTS CDBG CMMTY FACILITY DISTR 6,321,244 15,900,000 15,863,000 6,358,244 WATER DISTRICT FUNDS -RECLAIMED WATER 10,000 -MAJOR FACILITY (203,219) 991,787 2,265,707 (1,477,140) -REPLACEMENT 2,839,927 2,050,000 5,234,016 (344,089) TOTAL 24,l 09,697 30,874,489 32,226,712 22,747,473 176 I 1 I I I 1 1 CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAIIABK BALANCES BEGINNING FUND BAL 7/1/96 REVENUE EXPENDITURES ENDING GENERAL CPTL CONSTR 716,222 716,222 PUBLIC FAClLgTlES FEE 1,233,326 1,791,544 720,000 2,304,870 ZONE 5 PARK FEE 1,760,310 86,000 1,846,310 PIL AREA 1 NW 1,766,348 108,024 1,874,372 PIL AREA 2 NE 582,867 70,730 653,597 PIL AREA 3 SW 276,043 147,890 423,933 PIL AREA 4 SE 795,611 39,866 835,477 TRAFFIC IMPACT FEE 1,332,438 421,345 1,990,000 (236,217) PLANNED LOCAL DRAIN'G 1,595,761 1,595,761 ENCINA SEWER BONDS ' SEWERCONST 1,351,138 1,618,835 1,455,832 1,514,141 TRANSNET/LOCAL 4,534,520 3,245,000 100,000 7,679,520 TRANS NETHlG HWAY 32,855 3,435,000 3,467,855 I TRANSNETBIKE ISTEA SDG&E COUNTY GRANTS 962,487 191 ,,450 1 ,153,937 GOLF BONDS 1,423,902 1,423,902 PUBLIC ART 65,588 65,588 ASSESSMENT DISTRICTS 143,720 143,720 LETTER OF CREDIT - 219 L/C FIELDSTONE 2,375,,000 2,375,000 REDEVELOPMENT (539,177) 564,,741 25,564 TAX INCREMENT BOND 1 76,499 176,499 STATE GRANTS CDBG CMMTY FACILITY DISTR 6,358,244 4,001,179 10,359,423 I I I 1 1 1 1 1 1 WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY (1,477,140) 1,418,773 3,774,850 (3,833,216) -REPLACEMENT (344,089) 2,050,000 1,743,972 (38,061) TOTAL 22,747,473 21,565,377 1 2,159,654 32,153 ,I 97 I 177 CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAIlABE BALANCES BEGINNING FUND BAL 7/1/97 REVENUE EXPENDITURES ENDING GENERAL CPTL CONSTR 71 6,222 716,222 PUBLIC FACILITIES FEE 2,304,870 1,528,765 2,962,000 871,635 ZONE 5 PARK FEE 1,846,310 86,000 1,932,310 PIL AREA 1 NW 1,874,372 135,030 2,009,402 PIL AREA 2 NE 653,597 47,582 701,179 PIL AREA 3 SW 423,933 205,961 308,750 321,144 PIL AREA 4 SE 835,477 65,586 901,063 TRAFFIC IMPACT FEE (236,2 1 7) 477,923 240,000 1,706 PLANNED LOCAL DRAIN’G 1,595,761 1,595,761 ENCINA SEWER BONDS SEWER CONST 1,514,141 1,699,335 3,391,529 (178,053) TRAN SNET/LOCAL 7,679,520 300,000 500,000 7,479,520 TRANSNETjiIGHWAY 3,467,855 3,467,855 TRANSNETBIKE ISTEA SDG&E COUNTY GRANTS 1,153,937 201,025 1,354,962 GOLF BONDS 1,423,902 1,423,902 PUBLIC ART 65,588 65,588 ASSESSMENT DISTRICTS 143,720 143,720 VC FIELDSTONE REDEVELOPMENT 25,564 656,250 681,814 TAX INCREMENT BOND 176,499 1 76,499 STATE GRANTS CDBG CMMTY FACILITY DlSTR 10,359,423 4,186,004 14,545,427 WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY (3,833.21 6) 1,728,373 1,280,986 (3,385,829) -REPLACEMENT (38,061) 2,050,000 243,996 1,767,943 TOTAL 32,i 53,197 13,367,834 8,927,261 36,593,770 LETTER OF CREDIT - 219 178 1 I I I t 1 1 1 t ! I I I I 1 1 1 I 1 CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAIIABti BALANCES BEGINNING FUND BAL 7/1/98 REVENUE EXPENDITURES ENDING GENERAL CPTL CONSTR 716,222 716,222 PUBLIC FACILITIES FEE 871,635 18,325,416 24,688,250 (5,491,199) ZONE 5 PARK FEE 1,932,310 740,000 700,000 1,972,310 PI1 AREA 1 NW 2,009,402 1,239,704 2,380,000 869,l 06 PIL AREA 2 NE 701,179 1,562,490 2,263,669 PIL AREA 3 SW 321,144 2,0811,602 2,402,746 PIL AREA 4 SE 901,063 506,684 1,407,747 TRAFFIC IMPACT FEE 1,706 5,065,658 3,830,000 1,237,364 PLANNED LOCAL DRAIN’G 1,595,761 1,595,761 ENCINA SEWER BONDS SEWER CONST (I 78,053) 14,721,698 7,034,200 7,509,445 TRANSNET/LOCAL 7,479,520 1,500,000 6,085,000 2,894,520 TRANSNETjiIGHWAY 3,467,855 3,467,855 TRANSNETBIKE ISTEA SDG&E COUNTY GRANTS 1,354,962 1,128,700 2,242,500 241,162 GOLF BONDS 1,423,902 1,423,982 PUBLIC ART 65,588 65,588 ASSESSMENT DISTRICTS 143,720 1 43,720 LETTER OF CREDIT - 219 4C FIELDSTONE REDEVELOPMENT 681,814 681,814 TAX INCREMENT BOND 176,499 1 76,499 STATE GRANTS CDBG CMMTY FAClLlTY DlSlR 14,545,427 43,000,000 43,000,000 14,545,427 WATER DISTRICT FUNDS - RECUU MED WATER -MAJOR FACILITY (3,385,829) 20,088,533 9,116,678 7,586,026 - RE PLACEMENT 1,767,943 10,250,000 1,810,702 10,207,241 TOTAL 36,593,770 120,210,485 100,887,330 55,916,925 179 CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAIIABti BALANCES 2003 BEGINNING FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING GENERAL CPTL CONSTR 716,222 4,843,000 5,559,222 PUBLIC FACILITIES FEE (5,491,199) 38,843,899 23,218,015 10,134,685 ZONE 5 PARK FEE 1,972,310 3,898,815 5,850,000 21,125 PIL AREA 1 NW 869,106 2,914,076 3,350,000 433,182 PIL AREA 2 NE 2,263,669 4,573,016 6,741,289 95,396 PIL AREA 3 SW 2,402,746 3,026,051 5,406,427 22,369 PIL AREA 4 SE 1,407,747 1,565,062 2,970,000 2,809 TRAFFIC IMPACT FEE 1,237,364 17,490,412 14,505,000 4,222,776 PUNNED LOCAL DRAIN’G 1,595,761 300,000 1,295,761 ENCINA SEWER BONDS 6,882,560 6,882,560 SEWER CONST 7,509,445 30,279,210 30,195,482 7,593,173 TRANSNETLOCAL 2,894,520 6,020,000 6,200,000 2,714,520 TR AN SNET/H I G H WAY 3,467,855 1,600,000 5,067,855 TRANSNET/BIKE I STEA SDG&E COUNTY GRANTS 241,162 241,162 GOLF BONDS 1,423,902 1,423,902 PUBLIC ART 65,588 65,588 ASSESSMENT DISTRICTS 143,720 143,720 LETTER OF CREDIT - 219 1,687,500 1,687,500 L/C FIELDSTONE REDEVELOPMENT 681,814 681.81 4 TAX INCREMENT BOND 176,499 176,499 STATE GRANTS CDBG CMMTY FACILITY DlSTR 14,545,427 10,000,000 14,500,000 10,045,427 WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY 7,586,026 15,503,135 11,843,005 11,246,157 -REPLACEMENT 10,207,241 10,250,000 937,144 19,520,097 TOTAL 55,916,925 159,376,736 134,586,422 80,707,239 190 I I I 1 1 I 1 I i I 1 1 1 1 1 I I CAPITAL IMPROVEMENT PROGRAM 1993 TO BUILDOUT ANALYSIS OF AVAILABLE E3ALANCES BEGINNING TOTAL TOTAL FUND BALANCE REVENUE EXPENDITURES ENDING GENERAL CPTL CONSTR 832,422 5,673,,000 946,200 5,559,222 PUBLIC FACILITIES FEE 3,625,438 62,162512 55,653,265 10,134,685 PIL AREA 1 NW 1.61 3,314 4,549,,868 5,730,000 433,182 PIL AREA 2 NE 495,419 6,341 ,,266 6,741,289 95,396 PIL AREA 3 SW 179,593 5,557,,953 5,715,177 22,369 PIL AREA 4 SE 710,735 2,262,,074 2,970,000 2,809 TRAFFIC IMPACT FEE 908,649 24,909,,127 21,595,000 4,222,776 I PLANNED LOCAL DRAIN’G 1,695,761 400,000 1,295,761 ENCINA 622,,000 622,000 SEWER BONDS 6,882,560 6,882,560 SEWER CONST 9,609,493 51,658,,626 53,674,946 7,593,173 TRANSNETLOCAL 284,520 15,515,,000 13,085,000 2,714,520 TRANSNETA-IIGHWAY 32,855 9,190,,000 4,155,000 5,067,855 TRANSNET/BIKE (370,500) 370,,500 ISTEA 162,,717 1 62,717 SDG&E 1,080,,000 1,080,000 COUNTY GRANTS 606,537 1,877,, 1 25 2,242,500 241,162 GOLF BONDS 1,373,902 14,000,,000 14,000,000 1,373,902 PUBLIC ART 56,126 9,,462 65,588 ASSESSMENT DISTRICTS 11 3,720 30,,000 143,720 LETTER OF CREDIT - 219 1,687,,500 1,687,500 UC FIELDSTONE 2,625,,000 2,625,000 REDEVELOPMENT 82,073 1,225,,991 626,250 681,814 TAX INCREMENT BOND 136,499 40,,000 1 76,499 STATE GRANTS (1,332,270) 1,500,000 193,416 (25,686) CDBG (651,325) 651 ,,325 1 CMMTY FACILITY DISTR 317,642 104,147,,267 94,419,482 10,045,427 WATER DISTRPCT FUNDS ZONE 5 PARK FEE 1,623,310 4,947,,815 6,550,000 21,125 TDA 1,300,,400 220,400 - RECeAl M ED WATER (4,839,552) 4,849,552 10,000 -MAJOR FACILITY 1,452,907 46,640,629 36,847,379 11,246,157 -REPLACEMENT 4,428,718 30,750,000 15,658,621 19,520,097 TOTAL 22,985,986 413,219,269 354,483,702 80,641,553 181 132 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1993-94 II I D 1 TOTAL POLICE FIELD OPERATIONS 2t I I i I 1 I I I I I 8 1 1 1 1 ACCT NO DEPARTMENT ITEM DESCRIPTION QT'r COS [GENERAL] 001 -21 20 POLICE FIELD OPERATIONS lntoximeter 1 Replacement Xerox Machine 1 Patrol Police Dogs 2 C i If - 001 -2130 POLICE INVESTIGATIONS Evidence Fume Hod 81 Safety Equipment 1 1( Replacement Computer 1 1 TOTAL POLICE INVESTIGATIONS 1: 001 -2220 FIRE SUPPRESSDN Replacement 35' Extension Ladder 1 - TOTAL FIRE SUPPRESSION 1 001 -4133 AQUATICS Insulating Pool Blankets 1 B TOTAL AQUATICS a 001 -51 10 STREET MAINTENANCE Crackseal Machine 1 16 TOTAL STREET MAINTENANCE 17 Broom Attachment for Bobcat 1 1 [TOTAL GENERAL FUND $65 I SPECiAL FUNDS i 180-8110 PUBLIC LIBRARY GRANT IAN for Library CD-ROM Products 1 14, Offset Press 1 25, Replacement Cataloging Workstation 1 E TOTAL PUBLIC LIBRARY GRANT 41 I 501 -6310 WATER DISTRICT Telemetry - Remote Control at Palomar West Pressure Vault 1, Meter Master System 111 1 6, Gas Detector 1 2, Self Contained Breathing Apparatus 2 2. Replacement Typewriters 2 2,1 Replacement Turbidmeter 1 1, Acid Suits 2 1, Fax Machine 1 2, Personal Computers 2 32 TOTAL WATER DOSTRICT 23. 502-6310 Reclaimed Water Telemetry Parts 2. % TOTAL RECLAIMED WATER 6,' 51 1 -61 10 SANITATION Reserve and Retrieval System 1 3,( Self Contained Breathing ,Apparatus 1 1 ,; Constant flow Respirator 1 TOTAL SANITATION 5,( 620-521 0 FLEET MAINTENANCE Laser Jet Printer 1 l-! TOTAL FLEET MAINTENANCE 1 ,! Replacement Pipe Locator 1 i Full Duplex 2-point Radio Set 18 3 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1993-94 ACCT NO DEPARTMENT ITEM DESCRIPTION QPI COST 620-5220 VEHICLE REPLACEMENT Police Patrol Vehicle 7 133,000 Sedan - Full Size 1 19,000 Sedan - Fire 1 11 ,000 Sedan - Intermediate 5 52,500 Van - Compact 1 15,000 Van - Seniors 1 38,000 Pick-up - Compact 13 143,000 Pick-up - 1/2Ton 3 36,600 Pick-up - 314 Ton 6 96.OOo Truck - 1 Ton Dump 3 59,000 Truck - 1 Ton Utilrty 2 39,300 Truck - 1 Ton S&M 1 19,600 Truck - 5 Yard Dump 2 96,800 Truck - Special Paint 1 17,000 Mobile Intensive Care Unit 1 80,000 Fire Truck 1 225,000 1,147,800 Truck - 1 Ton Flatbed 4 67,000 TOTAL U/M - VEHICLE REPLACEMENT 1 TOTAL SPECIAL FUNDS $1.220.900 I [TOTAL ALL FUNDS $1.260.500 I 184 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 I I ACCT NO DEPARTMENT TRAVEL DESCRIPTDN DESTINATION League of California Cies Annual Conference (3) Mayors and Council Legislative Conference (4) League of California Quarterly Dinners (1 5) League of California Cities Policy Committee Meetings (5) National League of Cies Conferernce (2) Meetings with Legislators in State & Federal Capitals Miscellaneous Travel and Meeting Expenses San Francisco Sacramento San Diego Various Unknown Wash DC/Sacto Various I 1 I I I I 1 I I I I I I SUBTOTAL CITY COUNCIL I 001-1020 CITYMANAGER League of CA Cies Annual Conference (2) League of CA Cities Ci Mgr's Meetings (3) ICMA Annual Conference - Ci Manager CA Society of Municipal Finance CMcers Annual Conference CSMFO Committee Meetings Various Legislative Trips to State Capital (6 trips) Economic Development Trips Various Miscellaneous Travel and Meeting Expenses Various San Francisco San Diego Nashville, TN Riverside Sacramento SUBTOTAL CITY MANAGER 001 -21 30 CITY CLERK Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CITY CLERK League of CA Cies Annual Conference League of CA Cities City Attorneys Spring Meeting (2) San Francisco San Diego , 001-12tO CrrYAlTORNEV League of CA Cities Continuing Edlucation Seminar (3) Los Angeles San Diego Various SM Diego County City Attorney's Association (3) Miscellaneous Travel and Meeting Expenses SUBTOTAL ClTY AITORNEY I 001-1310 FINANCE League of CA Cies Financial Mgmt Seminar (2) CA Municipal Business Tax Conference CA Municipal Business Tax Meetings Local Chapter CSMFO Meetings Miscellaneous Travel and Meeting Expenses N California Ventura S California San Diego Various SUBTOTAL FINANCE 001-1320 CITYTREASURER Training Seminars by CA Municipal Treasurers Association Unknown Annual Conference - Municipal Treas Assc of US & Canada LAlF Briefing Sacramento Miscellaneous Travel and Meeting Expenses St Petersburg, Fl Various SUBTOTAL CITY TREASURER 001-1410 PURCHASING Monthly Calif Association of Public Pruchasing Officers Various Various Miscellaneous Travel and Meeting Expenses SUBTOTAL PURCHASING 185 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCREPTDN DESTINATION 001 - 151 0 HUMAN RESOURCES CALPELRA Annual Conference (2) Monterey PRIMA Annual Conference (2) Miscellaneous Travel and Meeting Expenses San Francisco Various SUBTOTAL HUMAN RESOURCES 001 - 1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL INFORMATION SYSTEMS 001 -1910 RISKMANAGEMENT California Municipal Insurance Authority Meetings Various Local Seminars rand Conferences Various SUBTOTAL RISK MANAGEMENT Monterey San Francisco Various 001 -21 10 POLICE ADMINISTRATION California Police Chiefs Association Conference League of CA Cles Annual Conference Miscelkvleous Travel and Meeting Expenses SUBTOTAL POLICE ADMIN 001 -21 20 POLICE OPERATIONS Mileage for Personal Cars for Transport to Court FBI National Academy Quantico. VA San Diego Co. SUBTOTAL OPERATIONS 001 -2130 POLICE INVESTIGATIONS Miscellaneow Travel and Meeting Expenses Various SUBTOTAL INVESTIGATIONS 001 -2131 POLICE VICUNARCOTICS Miscellaneous Travel and Meeting Expenses Various TOTAL POLICE VICUNARCOTICS 001 -2160 POLICETRAFFIC Miscellaneous Travel and Meeting Expenses Various SUBTOTAL POLICE TRAFFIC 001 -2210 FIRE ADMINISTRATION California Fire Chiefs Association Conference N. California S. California San Jose S.D. County California Fire Chiefs Quarterly Meetings California Fire Chiefs Training Officers Workshop San Diego County Fire Chefs Monthly Meetings SUBTOTAL FIRE ADMINISTRATION 001 -2220 FIRE SUPPRESSDN California State Fire Academy Courses (3 Attendees) Pacific Grove California Fire Training Officers Workshop (2 Attendees) California Fkgional Training Officers Courses San Diego Cwnty Fire Chiefs and Training Officers San Jose S. California San Diego SUBTOTAL FIRE SUPPRESSION 001 -2230 FIRE PREVENTION Regional Fire Prevention Officer Meetings S. California SUBTOTAL FIRE PREVENTION 18 6 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 I D ESTlNATlON - I ACCTNO DEPARTMENT TRAVEL DESCRIPTDN I 001 -2240 FIRE EMERGENCY MEDICAL Regional 1 Day Seminars S. California S. California Paramedic Continuing Education Seminars SUBTOTAL EM ERG ENCY M ED ICi 001 -2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego California Office of Emergency Services Seminars S. California SUBTOTAL DISASTER PREPARED I I I I I I I 1 001 -3010 COMMUNITY DEVEL ADMIN CAW Conference Santa Barbara Coastal Zone ’93 Conference New Orleans Oaklanc Various League of CA Cies HCED Meetings (6/year) Miscellaneous Travel and Meeting Expenses SUBTOTAL COMM DNEL ADMIN 001 -3020 GEOGRAPHIC INFO. SYSTEM ARC/INFO Supplemental Training - Macro Language Redlands ARC/lnfo User Conference Lake Arrowhead Arc/lnfo Regional User Conferenctt Urban/Regional Info. System Regicml Meeting S California San Jose SUBTOTAL GEOGRAPHIC INFO. S 001 -31 10 ENGINEERING Public Works Officer Institute Long Beach Institute of Transportation Engineers - Local Seminars Carlsbad Chamber Meetings for V&XJS Staff San Diego Carlsbad SUBTOTAL ENGINEERING I 001 -3220 PLANNING COMMISSION Planning Commission Institute (2) Miscellaneous Travel and Meeting Expenses S California Various SUBTOTAL PLANNING COMMISSb American Planning Association Stette Conference Miceltsneous Travel and Meeting Expenses San Francisco Various , 001-3230 PLANNING SUBTOTAL PLANNING I 001 -3240 GROWTH MANAGEMENT I 001 -3610 BUILDING INSPECTKIN Travel Associated with Growth Marlagement Seminars Various SUBTOTAL GROWTH MGMT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL BUILDING INSPCTN 001 -341 1 HISTORIC PRESERVATION California Preservation Foundation Workshops Various SUBTOTAL HISTORIC PRSRVT” I 1 I I 18 7 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTl NATION 001 -4010 LIBRARY ADMINISTRATION California Library Association Annual Conference Oakland Miscellaneous Travel and Meeting Expenses Various SUBTOTAL LIBRARY ADMlN 001 -4021 LIBRARY ClRCUIATlON Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CIRCULATION 001 -4022 LIBRARY REFERENCE Serra Library System Seminars and Meetings Various SUBTOTAL REFERENCE 001 -4023 LIBRARY GENEALOGY Miscellsneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY 001 -4030 LIBRARY CHILDREN'S Local Travel for Programs~tgs/Schod Visits Carlsbad SUBTOTAL CHILDREN'S 001 -4040 TECHNICAL SERVICES CA Library Association Technical Services Workshops S California INLEX Users Group (1) Monterey SUBTOTALTECH SERVICES 001 -4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various SUBTOTALCOLLECTION DEV. 001 -4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various SUBTOTAL MEDIA SERVICES 001 -4060 ADULT LEARNING Miscellaneous Seminars/Literacy Network Meetings Various SUBTOTAL ADULT LEARNING 001-4210 CULNRALARTS CA Assembly of Local Arts Agencies Conference Unknown League of CA Cii Executive Committee Meetings San Francisco SUBTOTAL CULTRUAL ARTS 001 -4220 SISTER CITY Southern Cdiornia Sister Cis Regional Conference So. California SUBTOTAL SISTER CITY 001 -41 10 PARKS AND RECRTN ADMlN CA Park and Recreation Society Annual Conference Anaheim Miscellaneous Travel and Meeting Expenses Various SUBTOTAL PARKS & REC ADM 001 -4121 PARK OPERATIONS Travel and Expenses for Pesticide SeminarsWorkshops Various SUBTOTAL PARK OPERATIONS 188 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 I 1 1 1 1 1 1 DESTINATION - 1 ACCTNO DEPAmENT TRAVEL DESCRIPTDN 001 -4131 RECREATION OPERATIONS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL RECREATON OPRT" Miscellaneous Travel and Meeting Expenses Various I 001-4133 AQUATICS SUBTOTAL AQUATICS 001 -4142 SENIOR PROGRAM Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SENIOR PROGRAM 001-5110 STREETMAINTENANCE Maintenance Superintendent Conference Palm Springs Traffic Contrd Supervisors Association Conference (3) Fresno SUBTOTAL STREET MAIM 001 -5320 FACILITIES MAINTENANCE Miscellaneous Technical Training Various SUBTOTAL FACILITIES MGMT 001 -5410 TRAFFIC SIGNALS Institute of Trafk Safety Seminars Various Various IMSATraffic Signal Training & Certification SUBTOTALTRAFFIC SIGNALS 001-6010 U & M ADMINISTR4TON Maintenance Superintendent Ass0c:iation Conference Palm Springs I SUBTOTAL U&M ADMIN Miscellaneous Travel and Meeting 'Expenses Various 1 /TOTAL GENERAL FUND 131 -3330/ HOUSING CERTIFICATES Hearings Officer Travel & Meetings Local NAHRO Quarterly Training Workshops HAEDA Quatterly Information Meetings Los Angeles Los Angeles Local Local Monthly Mileage Reimbursement fw Inspections Personal Car Mileage to City Facilitres SUBTOTAL HOUSING CERTIFICAT I I I 1 I 161 -41 22 STREETTREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Various SUBTOTALTREE MAINTENANCE 161 -4123 MEDIAN MAINTENANCE Landscape Seminars Various SUBTOTALMEDIAN MAW 161 -6210 STREET LIGHTING Meetings regarding Street Light Operations and Maint Various SUBTOTAL STREET LIGHTING Miscellaneous Travel and Meeting I2pmses Various , 180-8101 BRANCH (CLSA) SUBTOTAL BRANCH (CLSA) I 18 9 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTION D ESTlNATlON 181 -8120 SENIOR GRANT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SR GmNT 391 -3510 BLOCK GRANT Miscellaneous Travel and Meeting Expenses Local SUBTOTAL BLOCK GRANT 501 -6310 WATER DISTRICT Ass'n of California Water Agencies - Spring Conference San Diego Ass'n of California Water Agencies - Fall Conference American Water Works Ass'n - Fall Conference American Water Works Ass'n - Spring Conference San Diego Water Group Meeting Conserv93 Conference Las Vegas, NV Water Education Foundation Tour (Commission & Board) Miscellaneous Travel and Meeting Expenses Anaheim Reno, NV Sacramento San Diego N. California Various SUBTOTAL GENERAL SERVICES 502-6310 RECLAIMED WATER Water Reuse Meetings Various SD Water Reclamation Quarterly Meeting San Diego Water Reclamation Training Workshops various Miscellaneous Travel and Meeting Expenses Various SUBTOTAL WATER RECLAIMATION 51 1 -61 10 SANITATION California Water Pdlution Contrd AssociatiOrr Santa Clara Ass'n of California Water Agencies - Fall Conference Water Pollution Control Federation Workshops Anaheim Various SUBTOTAL SANITATION 520-6410 SOLID WASTE MANAGMENT National Solid Waste Management Conference Unknown Micellanews Travel and Meeting Expenses Various SUBTOTAL SOLID WASTE MGMT 640- 1720 DATA PROCESSING Miscellaneous Trawl and Meeting Expenses Various SUBTOTAL DATA PROCESSING 810-3410 REDEVELOPMENT Building Industry of San Diego Annual Conference Los Angeles Regional Redevelopment Meetings Various Meetings with Carlsbad Ci Organizations Personal Car Mileage to City Facilities Local Local SUBTOTAL RED WELOPMENT TOTAL SPECIAL FUNDS t GFWND TOTAL TRAVEL $1 190 I 1 I I I I I I I I 1 I I I I I I I I 191 BUDGET PROCESS The development of the Operating and Capital Sudgets began in February, 1993 with input from all departments. Budget proposals were received in the Finance Department in late 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. The City Manager's budget team conducted their review of the budget in March and April, 1993. The team consisted of the City Manager, Assistant City Manager, Assistant to the City Manager, CommmUnity Development Director, Financial Management Director, Finance Director and Budget Analyst. 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 1, 1993 in order to overview and discuss the proposed Operating Budget. The Capital Improvement Program and revised the fee schedule. This meeting was followed by one public meeting held on June 10,1993, 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 15, wherein the Council formally heard public comments, discussed pertinent issues and adopted the budget and revised fee schedule. 192 CITY MANAGER AND DEPARTMENT HEADS DEPARTMENTS PREPARE AND SUBMIT BUDGET PROPOSALS _._____ - FINANCE & DEPARTMEN’ DISCUSS CONCERNS/ISSI 1 CITY MANAGER’S TEAM MEETS WITH INDIVIDUAL REVIEW SESSIONS INCORPORATED IN TO PRELIMINARY BUDGET 1 DEPARTMENT 1 HEADS ONE PUBLIC MEETIN( I 1 CITY COUNCIL CONDUCTS PUBLIC HEARING I? ACCOUNTING SYSTEM AND BUDGETARY CONTROL The City's accounting system is designed aroaid a few basic principles. 1) The City is not one single entity. It is the total of many entities, each with its separate function and legal restrictions on the use of resources. In the private sector, a corporation may have many "subsidiaries" which make up the parent corporation; in the public sector, a city government may have a variety of "funds" that provide the basis for separately recording the financial data related to a specific activity. A fund is an accounting 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 authoriiy (as defined by the Governmental Accounting Standards Board). The Ciws 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 mending 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) 194 1 1 I 1 I I 1 I I 1 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 I San Diego County as a basis for levying property taxes. BALANCED BUDGET - A budget in which planned expenditures do not exceed plann~ funds available. 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 yelar, as does the Capital Improvemer Program appropri at i on. CAPITAL IMPROVEMENT PROGRAM - A mu1 ti -year financial plan containing propose construction of physical assets such as park, street, sewerage, and recreatio 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 $50; or more and with an estimated useful life of more than one year, such as automobiles computer terminals, and office furniture, which appear in the Operating Budget COST ALLOCATION - A method used to charge General Fund costs to special revenu 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 obligation to pay funds, an expenditure of which has no' yet occurred. ENTERPRISE FUND - A fund type established to account for the total costs o selected governmental facilities and services which are operated similar tl private enterprises. These programs are entirely self-supported, and include thl Water and Sanitation Departments. EXPENDITURE - The actual spending of funds set aside by appropriation for identified goods and services. - FEE - A general term used for any charge levied by government for providing i service or permitting an activity. I m B I 1 I I 1 1 195 FISCAL YEAR - A twelve-month period of time designated as the budget year. Carlsbad’s fiscal y3ar 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 publ ic faci 1 i ties. GROWTH MANAGEMENT STANDARDS - Standards for acceptable service 1 eve1 s which have been established for eleven publ ic 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 fyi ng 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. 196 mr CONTINUING APPROPRIATIONS 1992-93 TO 1993-94 I I 1 1 I I II I No. County Solid Waste JPA Consulting 520-641 0-2479 10,01 i 1 I I 1 I i DEP ARTMENT/PUWOSE ACCOUNT # AMOU Finance State Grant Repayment - 00 1- 1990-2994 11,4 1 Monroe St. Widening Overpayment Economic DeveloDment Economic Development Activities 001-3030-x~~~ 40,c (available balance) Facilities ManaPement Major Building Maintenance 00 1-5320-2462 83,O Computer Work Order System 00 1-5320-2667 596 - Fire Intercom Systems 001-2220-3900 26,4 I Communitv Facilities District CFD Administrative Expenses 430-1340-m~r 690 (aivailable balance) Solid Waste Enternrise Office Paper Recycling 520-6410-2660 25,O Sanitation Office Fdture/Equipment 511 1-6 1 10-2551 9,8( Building Maintenance Supplies 511 1-61 10-2610 14,6( Capital Equipment 51 1-6110-3900 28,01 Police Asset Forfeiture 200,Ol Capital equipment and special 1:21-XXXX-XXXX supplies (aivailable balance) Library Partnership for Change Grant 1 !?0-8209-XXXX 20,01 (alvailable balance) Liirary Literacy Grant 1130-8140-XXXX 33,Ol - CDBG Community Conmiutions 39 1-3540-2993 85,0( (aivailable balance) I Fair Housing Survey 39 1-3540-3473 10,0( Gas Tax Chip Seal and Sluny Seal 152-51 10-2412 400,0( I $1,132,8( Curb, Gutter and Sidewalk l!j2-5110-2411 125.0( 19 7