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
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1 CITY OF CARLSBA
1 1993-94 OPERATING BUDGET AN
I CAPITAL IMPROVEMENT PROGRAI
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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.
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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
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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
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...................................................
............................................. 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 @
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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.
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------Y-------------- ------------- r--r-i
L-----,---- L-~--L--,,-,,-,_-___,___ L-~------------___--____________
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t Number sf Sworn Police Officers 77
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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
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June 15, 1993
TO:
FROM: City Manager
HONORABLE MAYOR AND CITY COUNCIL
1993-94 BUDGET l
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1 Program.
Overview
As the City of Carlsbad entered the 1990's, budgeting and planning for programs h
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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
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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
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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.
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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
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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:
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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
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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.
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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
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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
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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.
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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
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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€
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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 [
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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
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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
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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
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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.
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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
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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
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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.
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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
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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
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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
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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.
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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.
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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
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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
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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
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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
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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.
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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
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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
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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
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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.
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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
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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:
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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-.
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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
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Increase Revenues: Develop a strategy to increase
revenues.
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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
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8 MAINTENANCE OPERATION
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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
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PROGRAM:: ADM I N ISTRATIO N PAGE 1
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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
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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
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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
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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-
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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
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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
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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
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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
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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
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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
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f MAINTENANCE OPERATION
I GRAND TOTAL
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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
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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
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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
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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.
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1) fees generated by development in Carlsbad, 2) 1
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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
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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.
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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
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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.
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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.
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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
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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.
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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.
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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.
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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
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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
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. 1 WATER DISTRICT FUNDS
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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
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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
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-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
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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
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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
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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
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1
1
1
1
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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
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1 TOTAL POLICE FIELD OPERATIONS 2t
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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
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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
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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”
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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
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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
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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
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GLOSSARY
APPROPRIATION - A specific amount of money authorized by the City Council for approved work program or individual project.
ASSESSED VALUATION - A dollar value placed on real estate or other property 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.
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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
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I No. County Solid Waste JPA Consulting 520-641 0-2479 10,01
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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