HomeMy WebLinkAbout1993-06-15; City Council; 12268 Exhibit 2; 1993-94 Operating Budget & Buildout CIP Prelim. APPROPRIATION BUDGET CCVB CIP FEE LIGHT LIMIT OPERATING REVISEDI
II CITYOFCARL.SBAD,CALIFORNIA
1993-94 BUIXET I TABLE OF CON’IENTS
1 BUDGET OVERVIEW
City Manager‘s Letter ................................................... 1
Projected Fund Balances for Operating Funds
Budget Expenditure Schedule ............................................ 14
................................ 10
Projected Fund Balances for Capital Funds 12
Revenue Estimates for 1993-94 ........................................... 18
Personnel Allocations 25
OPERATING BUDGET DETAn
General Government
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CityCouncil ......................................................... 34
CityAttorney ........................................................ 37
CityManager 35
Cityclerk ........................................................... 36
Fhance 38
CashManagement .................................................... 39
Audit 41
Purchasing 42 Human Resources ..................................................... 43
HealthInsmance ..................................................... 44
Research 45
InformationSystems ................................................... 46
RiskManagement 49
GeneralLiab ility ...................................................... 51
Miscellaneous Non-Departmental 52
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Data Processing ...................................................... 48
Worker‘s Compensation ................................................ 50
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Public Safety
Police Department Summary ............................................. 53
Administratlion ....................................................... 54
Operations 55
Investigations ........................................................ 56 Juvenile Diversion .................................................... 57
D.A.R.E. 58 Vice/Narcotics ....................................................... 59
Technical Services .................................................... 60
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Reserve Offkers 61
Traffic ............................................................. 62
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TABLE OF CONTENTS
Page Two
Public Safetv (continued)
Fire Department Summary ............................................. 63 .
Administration ...................................................... 64
Suppression ........................................................ 65
Prevention ......................................................... 66
Weed Abatement .................................................... 68
Emergency Medical Services ............................................ 67
Disaster Preparedness ................................................. 69
Developmental Services
Community Development Administration ................................... 70 Geographic Information System .......................................... 71
Historic Preservation .................................................. 72
EngheerhgDepartment ............................................... 73
PlanningCommission ................................................. 75
Land Use Planning ................................................... 76
BuildingInspection ................................................... 78
Culture and Recreation
Growth Management ................................................. 77
Library Department Summary ........................................... 79
Reference Services ................................................... 82
Genealogy/Local History ............................................... 83
Children’s Services ................................................... 84 Technical Services ................................................... 85
Collection Development & Acquisitions .................................... 86
Adult Learning ...................................................... 88
Administration ...................................................... 80
Circulation ......................................................... 81
Mediaservices ...................................................... 87
LaCostaBranch ..................................................... 89
CulturalArts ....................................................... 90
Sistercity ......................................................... 91
California Lhary Service Act (CLSA) ..................................... 92
Public LibraryFund(PLF) .............................................. 93 Audiovisual Insurance ................................................. 94
Parks and Recreation Department Summary ................................. 95
Administration ...................................................... 96
Commission ........................................................ 97
Operations ......................................................... 98 Tree Maintenance ................................................... 100
Median Maintenance ................................................ 102
Recreationoperations ............................................... 103
RecreationFee Supported ............................................. 104
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TABLE OF CONTENTS
Page Three
Culture and Recreation (continued)
Aquatics .......................................................... 10:
Recreation .. Agua Hedionda Lagoon ..................................... 10c
SeniorCommission .................................................. 10;
Senior Programs .................................................... 10E
SeniorNutrition 105
Utilities and Maintenance
Utilities and Maintenance Department Summary 111
Administration ..................................................... 112
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Street Maintenance .................................................. 114 Major Street maintenance ............................................. 116
Facilities Maintenance ............................................... 117
Traffic Signals ..................................................... ll€
StreetLighting 115
Buena Vista Creek Channel Maintenance .................................. 12C
Vehicle Mahtenance 12:
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Solid Waste Management ............................................. 121
Vehicle Replacement ................................................. 124
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Housinn and Redeveloument
Housing and Redevelopment Department Summary .......................... 125
Portablevouchers ................................................... 128 Redevelopment ..................................................... 129
Community Development Block Grant .................................... 131
Housing Certificates and Voucher Programs 126 ................................
AffordableHousing 13C ..................................................
Water District
Carlsbad Water District Summary .......................................
Water Operations ................................................... 132
SanitationSeMces .................................................. 136
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WaterReclamation 13: ..................................................
CAPlTAL IMPROVEMENT PROGRAM
1993-94 Capital Improvement Program ................................... 137
Current €4 Future 1992-93 to Buildout Projects ............................. 145 Growth Management Plan 144
Analysis of Available Balances .......................................... 158
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TABLE OF CONTENTS
Page Four
APPENDICES
Capitaloutlay Requests .............................................. 166
TravelRequests .................................................... 168
Glossary .......................................................... 174
PRINTED ON RECYCLED PAPER @
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Cit of Carlsbac
- -- - D-0,
I May 17, 1993
I TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: City Manager
1993-94 BUDGET
I am pleased to submit to you the proposed 1993-94 Operating and Capital Improvem
Program Budgets for the City which total $98.4 million. Revenues for 1993-94
projected at $1 11 .O million. General Fund revenues total $39.2 million with expenditu
scheduled at $39.4 million. The difference of revenues to expenditures is made up thra
the use of $190,000 in fund balance for meeting limited capital outlay needs, and to fi
the major building maintenance project of renovating the Oak Street office building. m
budget message which follows will focus on. operating revenues, expenditures, i
important issues facing the City in the forthcoming 1993-94 fiscal year. Detailed discuss
of the Capital Budget may be found in the section detailing the Capital Improvem
Program.
Overview
As the City of Carlsbad entered the 1990's, budgeting and planning for programs
become a more challenging process each year. The trial has been to match expendih
with a continuously declining revenue base. Not only has the weak economy played a 1
in reducing the City's normally growth oriented revenue stream, but the State of Calif~r
has persistently looked to Cities for help in balancing their budget. The result has bee
constant exercise of balancing expenditures with slipping revenues.
The 1992-93 budget year alone found the City of Carlsbad preparing and revising
General Fund budget a total of three times. While the Council adopted a balanced bud
beginning July 1, 1992, the economy affected revenues, and the State balanced its bud
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 1
apparent that the economy was still weak, and again expenditures were tapered back,
time by $1.6 million. I 1
1 1200 Carlsbad Village Drive Carlsbad, California 92008-1 989 (61 9) 434-2
The most sidcant 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 occured 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 fire 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 proposed budget; in fact,
one position k been eliminated and five positions remain unfunded. Projecrs that have
been deferred Ladme in that status and staffing of vacant positions is periodically
reviewed.
It is important PO 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.
Budnetarv Policies
The most important goal in preparing the budget is to balance revenues against
expenditures. A balanced budget is so important, that the City revised its revenue
estimates downward by $3.8 million, or 10% during the 1992-93 fiscal year. These
revisions have brought the City to its present point where revenues are projected to be
relatively flat as we enter 1993-94. The flat revenues provided the forum for developing
the policies that were used to develop the budget ths is presented to the City Council.
The table above provides a picture of the revenue progression for a three year period. As
can be seen in the second box, we started 1992-93 rather optimistically with a $42.1
million revenue projection. Results of the impacts of the State budget and the economy
forced a downward change to a 1992-93 revised estimate of $38.3 million. As we enter
1993-94, the $39.2 million revenue projection can be considered flat at a 2.4%, or
$920,000, increase over the 1992-93 revised figure.
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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. Departme prepared 1993-94 spending plans with the following guidelines:
b No new positions, programs or services.
Budgets were allowed to increase by the mount necessary to accommodate s
increases.
b Capital outlay needs could be addressed within the budget request.
b Increased costs were required to be offset by reductions elsewhere such that
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 ti
savings realized in 1992-93.
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b Assessments for the Workeis Compensation and Liability Insurance I
Insurance Funds were reallocated resulting in increased costs to some prop
and decreased costs in others. The total amount allocated was the same
during 1992-93, which resulted in no revenue increases for either fund.
F Wherever possible, maintain existing service levels.
The use of these guidelines resulted in a recommended 1993-94 Operating Budget of $:
million. This budget includes the elimination of one position, and the placement of
positions in the unfunded category. The recomnnended 1993-94 budget reflects no Gen
Fund payment to the Golf Course. A Council Contingency account of nearly $600,0C
included in the budget to address unanticipated emergencies or unforseen program net
Two significant cost increases needed to be absorbed in the 1993-94 budget as the
recognized a one time savings during 1992-93. First, as mentioned above, Data Proces
charges increased by approximately $200,000, in order to maintain a prudent fund bala
Second, the Hosp Grove debt payment was increased by approximately $75,000 in o
to accommodate the regular annual payment.
Also included in the proposed budget are moilnts necessary to provide full year fun
for the Assistant City Attorney and the Compensation and Benefits Manager, which
been reduced to partial funding in 1992-93. Additionally, three Police Officers which I
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.
REvENUEs[JMMARY
BY FUNCI'ION
(In Millions)
DIFFERENCE AS%OF
SPECIAL RESENUE
ENTERPRISEFUNDS
I."~SERvICEFuNDS
CAPITAL $13.3 $39.7 $X4 1985%
GRANDTOTAL $8Q6 $111.0 $3a4 37.7%
Revenue estimates indicate that the City will receive a total of $111.0 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 million, of the capital revenue will come from the
issuance of bonds. Another third or $13.5 million of the capital revenue comes from a combination of grant and Transnet funds. Capital revenue received as a result of growth
within Carlsbad totals $2.7 don, and represents 6.8% of the total.
General Fund revenues are of particular interest as these resources fund basic City semices
such as Police, Fire, Library, Street Maintenance and Park and Recreation programs. The
receipt of these revenues also provides a representative picture of the local economy. The
table on the following page shows a summarized outlook for the major General Func
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 source of income for the City
The projection of $13.2 don for 1993-94 represents 33% of the total General Func
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 include:
no additional pwth in Property Tax revenues due to increased property transactions 01
higher valuations on property. The 1993-94 estimate also does not reflect any actions or
behalf of the State which may reduce Property Tax revenues.
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PROJECTED
1992-93
PROPERTYTAX $129
SALESTAX 93
TRANSIENTOCCUPANCYTAX 33
OTHERGENERALFUND 129
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I TOTAL GENERAL FUND REVENUE $383
r : DIFFERENCE
Water District revenues show an increase of 18.5% or $1.9 million. The majority of this
increase, $1.8 million or 22%, is reflected in the higher cost of purchasing water from
Metropolitan Water District and the County Water Authority. The Water District revenue
projection for 1993-94 antiapates a $1.70 per unit increase. Sanitation Enterprise
revenues are up approximately $300,000 or 7%, and reflect a 2% rate increase necessary
to absorb the increased cost of Encina Plant services.
internal Service Funds show an estimated revenue of $6.4 million for 1993-94, an increase
of $300,000 or 4.9%. Internal Services provide services within the City itself and include
programs such as the self insurance funds for Workers Compensation and Liability
Insurance, as well as Data Processing and Vehicle Maintenance. Departments pay to use
the services provided by these funds. The Internal Sdce 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 similarly in 1993-94.
Emenditures
The combined 1993-94 budget tot& $98.4 million and is broken down as shown below.
Budgeted operating expenditures for 1993-94 total $72.5 million which represents a
decrease of $2.4 million or 3.2% from the current 1992-93 budget, while capital
expenditures are up $7.3 million, or 39.2%.
BUDGET SUMMARY
( In Millions)
IFFERENCE %CHANGE
GENERALrTND
SPEW REVENUE
ENTERPRISE
The General Fund, as shown on the table, shows a $2.1 million, or 5.1%, decrease from
1992-93 to 1993-94. The General Fund can also be compared ushg 1992-03 estimatec
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presently operating under a plan to save as muclh as possible. The estimated expenditu
for 1992-93 total $38.7 which are $700,000 lower than the proposed budget of $3' million.
Balancing the 1993-94 General Fund budget entailed the use of various strategies wh
are profiled below. . Five (5) positions, three of which are in the Library, are not funded. The remain
two &ded positions are in the Utilities and Maintenance Administration i
Street Maintenance programs. The unfunded positions are vacant and represent
layoffs of existing staff. It is estimated that this effort reduced the budget
approximately $225,000.
One vacant position was eliminated from with the Recreation program. Wort$
reduce expenditures through a reorganization resulted in an effective method
reducing staff while maintaining service levels. Approximately $50,000 was say
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I in this effort.
b The budget for the administration of the City's Workers Compensation and Gent
Liability Self Insurance programs has beein transferred from the General Fund to
appropriate Internal Service funds. This will enable the General Fund to recogr
a savings of approximately $200,000 this year as the Insurance fund balances I
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 departmenQ
1993-94 have been kept at 1992-93 levels.
The recommended budget contains spending of $190,100 from the General Fi
balance. Capital outlay purchases totaling $65,100 are slated for use of fi
balance. The Oak Street office facility remodel at $125,000 is also recommenl
for funding out of the fund balance. Both of these expenses can be considered (
time endeavors, that will not be recurring 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 sc
former General Fund programs. Police Asset Forfeiture funds now support
DARE and Juvenile Diversion programs and branch library operations will be fun
by the CLSA grant. This effort reduced the General Fund portion of the budge1
approximately $465,000.
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The use of fund balances and grants to support day to day operations, as discussed ab(
cannot occur on a prolonged basis as these resources are not reliable. Should the crit
for receiving grant funds change or be eliminated all together, the General Fund will n
to be considered as a funding source for these programs.
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Most of the service level impacts have been identified with each budget reduction the City
has implemented. The proposed 1993-94 budget does not contain service level reductions
of the magnitude already accomplished. Flexibility in providing services, both to the
citizens and within the organization remains limited. Fortunately, this budget maintains
the current library and Swimming pool operating hours. Additionally, no reductions in
safety services are needed at this point. While this budget may not include impacts as
striking as those which have occurred, we are anticipating a change for the worse when
the State decides 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. The
first step will entail adopting the budget as presented within; and maintains the same
service levels as the budget with which we have been operating throughout most of 1992-
93. The second step will occur once the state determines the method by which they will
balance their budget and the impact on City fiscal resources is known. Service levels and
programs will need to be thoroughly reviewed and adjusted in order to arrive at a balanced
budget.
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 sd
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 contempfates th-t 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 this 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 don 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 proposed 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.
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Internal Wce Funds show an increase of $l(DO,OOO or 1.5%. The increase in Vehic
Replacement is offset by reductions in Workers Compensation and Health Insurance. T
increased budget for Vehicle Replacement is the result of deferring purchase of vehicles i
the two previous years. The 1993-94 budget proposal includes funding for purcha
postponed for the prior two years, plus the purchase of the scheduled 1993-90 vehidl
The Redevelopment Agency budget has decreased for 1993-94 by $300,000. The decrec
is the result of reducing the operating budget in conformance with City budget guidelin
as well as transferring the funding for the equivalent of one and one half positions to bc
Housing and CDBG. Even with the reduced Redevelopment budget, the General Fund v
provide $80,000 of additional financial support in 1993-94.
The City and community alike need to be aware of the impact on revenues that the Stal
budget balancing actions may have upon the City. The State continues to face shortf:
in its revenues, and it is anticipated that this will result in a loss of revenues for the Ci
although the amount is not known. As a result, Carlsbad will be preparing a second 19!
94 budget that will balance with the revised revenues. Carlsbad's 1992-93 bud:
absorbed several increased costs in order to offset State budget balancing actions wh
include payment to the County for Property Tax Administration fees and Booking Fe
The 1992-93 budget also suffered a decrease of Property Tax, Cigarette Taxes and Fine a
Forfeiture revenues to the State totaling $1.4 million. The combined affect of past sti
actions to Carlsbad's 1993-94 budget totals approximately $2 million. Actions the St
takes this year may result in a potential loss of revenue to Carlsbad in the millions
dollars. The budget does not attempt to deal with this contingency other than to recogn
that there is a direct threat to our community.
While 1993-94 represents a challenging year fhancidy, the City will strive to maintain
quality and variety of services which have come to be expected by the residents i
businesses of' Carlsbad. No new programs or services are proposed.
In this difficult budget year the cooperation of all departments and City staff was cdi
to creating a successful operating plan. This document is a reflection of the dedication i 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 \
be repeated in the months and years to come as the State of California and econoi
conditions continue to challenge the fiscal strength of the City of Carlsbad.
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RAYMOND Fh. PATCHEIT I City Manager
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1992-93
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1992 REVENUES MPENDITURES TRANSFERS JUNE 30,1993
1,966,027
HOUSINQ - SECTION 8 137,730 2,573,000 2,575,692 135,038
AU Dl0 - VISUAL INSWIANCE 86,173 95000 m,ooo 121,173
1,766,725 GAS TAX 2,006,725 1,190,000 1,430,000
TREE MAINTENANCE 254,113 575.1 40 586.000 243,253
MEDIAN MAINTENANCE 40,182 =,= 254,000 42,482
STREET LIGHTING 646,700 690,OOO 598,OOO 738,700
BUENA VISTA CRK CHNL MNT 331,502 112,000 22o.OOO 223,502
STATE GRAMS (LIBRARY) 360,280 140,OOO 300,000 200,280
SENIOR MJTRmON 0 21 3,000 178,500 34,5oo
CDBG - ENTTTLEMEfUT 0 75,000 M,771 10,229
3,654,587 10,066,OOo l0,647,?W (23,500) 3,049,293
RECLAIMED WATER 0 402,OOo 782.21 0 (380,210)
SEWER OPERATIONS 2,608,570 4.180,oOO 4,241,384 (32,500) 2,492,886
SOU0 WASTE MANAQEMENT 98,580 140,Ooo 163,400 75,180
683,767 =,OOo =,OOo 5oo,OOo 1,184,767
UABIUTYSELF 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 (138,623) 1,317,000 1,267,952 30,OOo (59,575)
DATA PROCESSINQ 61 1,939 51 3,000 687,894 437,045
VEHICLE REPMEMENT 2206,654 1,090,000 177,376 3,119,278
501,121 50,000 736n4 300,0oo 1 14,847
2,18631 0 LOW AND MOD INCOME HSNQ 1 .W7,893 395,000 108,383
DEBT SERVICE 261,232 1,355,000 1,137,938 (300,000) 178,294
TOTAL opEw\nNcI WUNDS $30,783,713 $67,343,440 $68,559,948 $0 $29,567,205
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I DATA PROCESSING 437,045 767,000 675,488 468s
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1993-94
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE I FUND JULY 1,1993 REVENUES EXPENDITURES TRANSFERS JUNE 30,1994
190,100 8,363,394
2.21 0,40i
HOUSING - SECTION 8 135,038 2,608,000 2,566,695 176,342
AUDIO-VISUAL INSURANCE 121,173 126,Ooo 123,500 123,672
GAS TAX 1,766,725 1,220,000 1,219,500 1,767,225
TREE MAINTENANCE 243,253 57!5,140 574,746 243,64i
MEDIAN MAINENANCE 42,482 256,500 274,103 24'87s
STREET UGNING 738,700 696,300 742,706 692.m
BUENA VISTA CRK CHNL MNT 223,502 1 12,Ooo 267,950 67,s
STATE GRANTS (LIBRARY) m.280 170,000 293,980 76,30
SENIOR NUTRmON 34.a 21 15,Ooo 183,197 @9,30
CDBG - EMITLEMENT 10,229 1 113,Ooo 1 18,764 1946
3,049,293 11,925,Ooo 12,114,038 2,860.25
RECLAIMED WATER (38021 0) ~,000 91 7,160 (368,37
SEWER OPERATIONS 2,492,686 4,453,000 4,553,386
SOLID WASTE MANAGEMENT 75,180 151.000 186,617 39,s
2,392,3(3
1,184,767 656,000 846,836 993,95
1,707,85
HEALTH INSURANCE 1,240,242 1,785,000 1,950,000 1,075.2d
VEHICLE MA"CE (59575) 1,350,000 1,303,495 (1 8,Oi
VEHICLE REPLACEMENT 3,119,278 1,032,000 1 , 1 74,287 2,976,91
LIABILITY SELF INSUR 1,813,445 846,000 951,552
1 14,847 dN,000 626,455 470,000 1,3
LOW AND MOD INCOME HSNQ 2,186,510 =,000 106,376 2,475,l
DEBT SERVlCE 178,294 1,340,OOO 1,094,550 (W#OOO) 33,7
TOTAL OPERATINQ NNDS $29,567,205 S71,360,940 $72,473,101 $0 tawxi,o
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1992-93
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1992 REVENUES EXPENDITURES TRANSFERS JUNE30,1993
0 2,394,670
CAPITAL CONSTR - OTHER AGENCIES 0 2,296.081 2,252,856 0 43,225
PUBUC FACILITIES FEE 9,030,675 620,000 1,954,263 500,ooO 8,196,412
ZONE 5 PARK FEE 1,596,310 27,000 0 0 1,623,310
PARK DEVELOPMENT 3,257,993 =,000 0 (500,000) 3,017,993
1,680,987 0 1,544,920 TRAFFIC IMPACT 3,050,907 175,000
PLANNED LOCAL DRAINAGE 2.722.720 93,000 0 0 2,815,720
SEWER CONSTRUCTION 1 t ,296,808 645,ooo 1,316,747 0 10,625,061
TRANSNETLOCAL 965,100 30,000 468,020 0 527,080
TRANSNETR11QHWAY 7,542 2,Mo,000 1,647,081 0 380,461
TRANSNflBIKE 0 0 30,008 0 (=,ow
PUBLIC ART (1 % FUND) 304,392 8,000 134,634 0 177,758
0 1,453,539 GOLF COURSE 1,271,781 607,200 425,442
STATE GRAMS 105,566 60,ooo 60,259 0 105.307
COUNlY GRANTS 81 4,428 192,000 350,000 0 656,428
ASSESSMENT DISTRICTS 3,959,283 100,ooo 304,210 (2,204,874) 1,550,199
LTR CREDITEONE 19 0 0 0 0 C
CDBO 0 341,057 341,057 0 C
COMMW FAClUTlES DlSTFI X1 6,723,551 2,770,000 1,721,269 0 7,772,282
WATFR DISTRICT
RECWMED 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
=MI om
TAX INCREMENT BONDS 2,820,459 85,000
REDEVELOPMENT PROJECTS =Z001 0 84,218 0 21 7,78
188,785 0 2,716,678
TOTAL CAPITAL FUNDS $64,958,336 $13,268,338 $18,272,702 ($2,2U4,874) $n,749,091
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1 CAPITAL CONST - OTHER AGENCIES 43,225 0 43,225
1 PARK DEVELOPMEM 3,017,993 57,370 18,932 150,Ooo 168,932
1 ENCINA 0 20,Ooo 0 M,OOO 2aOOO
1 TRANSNETRIIGIHWAY 380,461 3,400,006) 347,606 555.wo 902,606
I GOLFCOURSE 1,453,539 =,oQ 79,637 0 79,637
! COUNTYGRANTS 656,428 0 49,891 0 0 u CDBG 0 651,325 651,325 0 651,325
I ::lzF::ER (373,957) 4,849,552 4,465,595 0 4,465.595
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CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1993-94
1992-93 1993-94 P
BALANCE ESTIMATED CARRY- NEW TOTAL
APPROP. JU FUND JULY 1,1993 REVENUES FORWARD APPROP
946,200 2,508,448
PUBLIC FACILITIES FEE 8,196.412 332,472 4,570,974 1,345,000 5,915,974
ZONE 5 PARK FEE 1,623,310 34,ooo 0 0 0
TPAFFIC IMPACT 1,544,920 981 ,WJ 636.271 350,Ooo 986,271
PLANNED LOCAL DRAINAGE 231 5,720 0 1,119,959 100,OOO 1,219,959
SEWER CONSTRUCTION 10,$25,061 933,522 1,015.568 3,133,016 4,148,584
TF?ANSNET/LOCAL 527,080 3,100,00(3 242,560 0 242,560
TRANSN€f/BIKE (30,008) 340,500 340,492 0 0
ISTEA 0 162,727 162,717 162,717
PUBLIC ART' (1% FUND) 177,758 9,M 121,632 0 121,632
STATE GRANTS 105,307 1,720,400 1,437,577 41331 6 1,051,393
ASSESSMENT DISTRICTS 1,550,199 30,000 1,436,479 0 1,436,479
LTR CREDIT/ZONE 19 0 0 0 0
COMMW FACILITIES DISTR #l 7,772,282 17,329,667 7,454,640 13,056,482 20,511,122
I
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
REDNELOPMENT
TAX INCREMENTBONDS 2.71 6,674 40,owJ 2,580,175 0 2,580,175
REDEVELOPMENT p#xIEcT8 217,783 5.m 135,710 0 135,710
TOTAL CAPITAL FUNDS S!j7,749,098 $39,677,633 $34,763,112 $25,960,927 $60,290,431
13
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO 1993-94
%INCR (DEC)
1992-93 92-93 BUDG
GENERAL GOVERNMENT
CITY COUNCIL
CITY MANAGER
PUBLIC INFORMATION
Clpl CLERK
CITY AITORNEY
FINANCE 937,753 1,005,644
CITY TREASURER
PURCHASING
HUMAN RESOURCES
RESEARCH OFFICE 356,856 285,919
INFORMATION SYSTEMS
RISK MANAGEMENT
TOTAL GENERAL GOVERNMENT 4,573,762 4,303,739 3,801,708 4,105.1 22
PUBLIC SAFETY
POLICE 8,666,082 9,046,661 8,705,722 8,798,924
FIRE 6,516,673 6,600,451 6,770,775 6,835,306
TOTAL PUBLIC SAFETY 151 82,755 15,647,112 15476,497 15,634,230
COMMUNITY DEVELOPMEMT
COMMUNllY DMLADMIN
GEOGRAPHIC INFORMATION
ENGINEERING 3,249,812 3,601,762 3,422.1 m 3,7341 75
PLANNING 1,747,594 2,109,878 2,032,490 2,062,923
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BLOCK GRANT ADMIN
BUILMNQ INSPECTDN
TOTAL COMMUNrrY SERvlcES 6,731,699 7,323,592 7,035,356 7,494,024
MA1 NTENANC E
UTILITIES ADMINSTWTION
STREET MAINTENANCE 1,815,093 ~,400,6ia 1,806,296 1,947,852
FACILITIES MANAGEMENT 1,077,715 1,132,063 1,137,275 1,443,400
TRAFFIC SIGNAL MAlNT --
TOTAL MAINTENANCE 3,!543,646 4,200,730 3,552,036 -4,081,721 -
14
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CllY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO 1993--94
%INCR I
1992-93
1990-91 1991-92 ESTIMATED 1992-93
2,493,216 2,473,401 2,362,160 2,315,992
SISTER CITY PROGRAM
PARKS AND RECREATION 3,976,606 3,893,171 3,498,636 3,512.448
-
TOTAL CULTURE/RECREATlON 6,988,038 6,878,976 6,343,785 6,332.087 ' NON-DEPARTMENTAL
COMMUNlTl PROMOTION
COMMUNITY ASSISTANCE
HIRING CENTER
HOSP GROVE PAYMENT
GOLF COURSE
PROPERTY TAX ADMlN FEE
DUES & SUBSCRIFllONS [ ANIMAL REGUUTION CONTRACT
ECONOMIC DEVELOPMENT
STREET UGKT COSTS (CITY)
- BOND SERVICES
TOTAL NON - DEPARTMENTAL 2,360,170 1,235,207 2,33!5,86!5 2,424,824
SUBTOTAL GENERAL FUND 39,380,070 39,589,356 38,545,247 40,072,008
1 ' DEPARTMENTAL BUWETSAWNGS
38,657,614 41,478,108 - TOTAL GENERAL FUND 39,380,070 39,589,356 1
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1 15
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO 1993-94.
%INCR (DEC)
1992-93
1,899,849 2,114,752 2.!5'5,692 2.61 1,894
AUDIO VISUAL INSURANCE
GAS TAX 599,077 140,004 1,430,000 1,130,426
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET UQHTINQ
BUENA VISTA CRK CHNL MNT
STATE GRANTS (UBRAR'd)
SENIOR NUTRITION
8,385,109 9,629,098 10,647,794 12,018,226
SANITATION OPERATIONS 3,843,088 4,059,425 4,241,384 4,537,050
655,ooo 1,035,769
LIABIW SELF INSURANCE
HEALTH INSURANCE 1,381,892 1 ,6!50,116 1,850,000 2,130,906
VEHICLE MAINTENANCE 1,214,6€6 1,217,610 1,267,952 1,298,297
VEHICLE REPLACEMENT
LOW AND MOD INCOME HSNQ
DEBT SERVICE 1,132,353 1,133,328 1,137,938 1,137,938
1 TOTAL OPERATING FUNDS $62,969,230 $64,666,374 sss,sss,s48 $74,893,573 $72,473,101 -3.23'
16
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CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE
1990-91 TO. 1993-94
%INCR
11992-93 92-93
1990-91 1991-92 ESTIMATED 1992-93 1993-94 TC
ACNALS ACTUALS MPENDrrCIRES BUDGET BUDGET 93-94
2,252,856 2,296,081
4,416,423 1,549,523 1,954,263 1,918,883
PARK DEVELOPMENT
TRAFFIC IMPACT 223,W ' 173,543
SEWER CONSTRUCTION 1,587.1 17 1,614,083 1,316,747 1,150,000
TRANSNETRllGHWAY
GOLF' COURSE 527,104 147,850 425,442
PUBLIC ART (1% FUND)
ASSESSMENT DISTRICTS
CMMTY FAClUTlES DlSTRlcT X1 0 871,035 1 ,MI ,269 a,m,ooo
-RECLAIMED WATER
-WR FACIUTY FEE 0 2,668,093
-REPLACEMENT
-TAX INCREMENT BONDS
-REDEVELOPMENT' PROJECTS i [ TOTAL CAPITAL FUNDS $26,989,590 $11,837,179 $18,272,702 $18,613,424 $25,960,927
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1 17
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1993-94
ACTUAL PROJECTED ESTlMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO
1991 -92 1992-93 1993-94 PROJECTED 1993-94 REVENUE SOURCE
TAXES
PROPERTY TAX $13,512,000 $12,900,000 $13,160,000 2.02% 260,000
SALES TAX 8,723,000 9,300,000 9,800,000 5.38% 500,000
TRANSIENT TAX 3,078,000 3,200.000 3,200,000 0.00% 0
FRANCHISE TAX 881 ,000 925,OoO 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
CONSTRUCTK3N PERMITS 219,000 250,000 250,000 0.00% 0
BUSINESS LICENSES 91 1 ,000 975,000 975,000 0 00% 0
UC ENSE TAX - CO NSTRUCTION ~,m 200,000 200,ooo 0.00% 0
OTHER LICENSES & PERMITS 295.m 300,000 300,000 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,ooo 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 ,ooO 750,000 750,000 0.00% 0
BUlLDtNG DEFT. FEES 230,m 225,OOo 225,000 0.00% 0
ENQINEERING FEES 2,248,000 1 ,000,000 1,000,000 0.00% 0
AMBUIANCE FEES 226,m 2M,OOo r20,oOo 0.00% 0
RECREATION FEES 71 2,000 750,000 800,000 6.67% 50,000
OTHER CHARGES OR FEES 51 9,ooO 375,000 =,000 5.33% 20,ooo
TOTAL CWES FOR SERVICES 4,606,000 3,320.000 3,390.000 2.11% 70.000
FINES AND MRFECNRES 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 1,916,000 1,900,000 1,850,000 -2.63% (50,000)
PORTFOUO MANAQEMENT FEES 0 0 145,000 100.00% 145,000
OTHER REVENUE SOURCES m,ooo 305,000 300,OOo -1.64% (5,000)
TOTAL GENERAL FUND 39,876,000 38,275,000 39,195.m 2.40% 920,m
18
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CITY OF CARLSBAD I RMNUE ESTIMATES FOR 1993-94
ACTUAL PROJECED ESTIMATED AS % DIFFERENCE
REVENUES RMNU E REVENUE OFN92-93 1992-93T0
REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94
POLICE ASSET FORFEITURE
ASSET FORFEITURES 1,752,508 425,(m 400,~ -5.88% (25.000)
INTEREST 96,203 6Q,m 6Qo,OO0 0.00% 0
TOTAL 1,848,711 485,(m 460.000 -5.15% (25,0001
-
HOUSING - SECTION 8
INTEREST 10,297 8,m 8,000 0.00% 0
FEDERAL GRANT 1,339,902 2,565,000 - 2,600,000 1.36% 35,m
TOTAL 1,350,199 2,573,Q 00 2.608,000 1.36% 35,000 -
AUDIO-VISUAL INSURANCE
I NlEREST 5,091 5,000 6,000 20.00% 1 ,ooo
INSURANCE FEES 57,638 90,000 120,OOO 33.33% 30,ooo 1 TOTAL 62.929 95,000 126,OOO 32.63% 31 ,OOO -
GAS TAX
GAS TAX REVENUES 1,099,184 1 ,100,000 1,130,000 2.73% ~,000
INTEREST 79,429 90,000 90,000 0.00% a
TOTAL 1 ,178,613 1,190,~ 1,220,000 2.52% 30,w
TREE MAINTENANCE
INTEREST 5,254 9,OOO 9,000 0.00% C
TREE MAINTENANCE FEES 456,530 m,m ~,OOo 0.00% C
INTERDEPARThAENTAL 81,200 66,140 66,140 0.00% C
TOTAL 542,984 575,140 575,140 0.00% C
-
MEDIAN MAINTENANCE
INTEREST 7,788 1,300 1,500 15.38% 2a
MEDIAN MAINTENAWE FEES 21 7,829 255,OOO 255,OOO 0.00% (
m,617 256,300 256,500 0.08% 20( TOTAL
STREET UGKnNG
INTEREST 33,016 20,000 20,om 0.00% I
INTERDEPARTMENTAL 44,- =,0o0 74,300 12.58% 8.m
STREET UGHFINQ FEES 6632- m,OOO 600,OOO 0.00% (
MlSC REIMBUFISEMEM 4,150 4 ,OOO 2,000 -50.00% (2.00 I TOTAL 744,434 69(11,ooO =,300 0.91 % 6%
19
CITY OF CARLSBAD
RMMUE ESTIMATES FOR 1993-94
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF N 92-93 1992-93 TO
REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94
BUENA VISTA CREEK CHNL MINT
INEREST 17,738 12,000 12,000 0.00% 0
BUENA VISTA FEES 97,872 100,000 100,000 0.00% 0
TOTAL 115,610 112,000 112.000 0.00% 0
STATE BRANTS
INTEREST 19,237 20,000 20,000 0.00% 0
GRANTS 132,371 120,000 150,000 25.00% =,m
TOTAL 151,608 140.m- 170,000 21 43% 30,m
SENIOR NUTRITION
GRANTS 103.246 103,000 103,000 0.00% 0
DONATIONS 67,271 110,000 115,000 4.55% 5,000
TOTAL 170,517 21 3,000 21 8,000 2.35% 5,000
CDBG ENrmEMENT
BRANT REVENUE 75,200 75,000 110,000 46.67% 35,000
TOTAL SPECIAL REVENUE FUNDS 6,466,422 6,404,440 6,551,940 2.30% 147,500
20
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CITY OF CARLSBAD
REVENUE ESllMAlES FOR 1993-94
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF IT 92-93 1992-93 TO
REVENUE SOURCE 1991 -92 1932-93 1993-94 PROJECTED 1993-94
WATER OPERATIONS
RECONNECT FEES 10,785 9,m 10,000 11.11% 1 ,000
INEREST 356,015 70,m 70.000 0.00% 0
READY TO SERVE CHARGES 1,523,291 1 ,570,0100 1,570,000 0.00% 0
PLAN CHECK FEES 97,499 20.m =,000 25.00% 5,000
METER CONNECTION FEES 28,365 =,@Jo 35.000 40.00% 10,000
LATE CHARGES 303,754 82,OOo 85,000 3.66% 3,000
MISCELLANEOUS 136,351 m,@Jo 110,000 22.22% 20.000
WATER SALES 5,335,631 8,200,0100 I 0,020,000 22.20% 1,820,000
TOTAL 7,7m,691 10,066,000 11,925,000 18.47% 1,859,000
RECLAIMED WATER
INTEREST 0 2,000 5,000 150.00% 3,000
WATER SALES 10 400,000 =,000 72.50% =A000
INTERQOVERMENTAL 0 0 234,000 100.00% 234,000
TOTAL 10 402,000 929,000 131.09% 527,ooO -
SEWER OPERATIONS
INTEREST 209,107 100,000 100,000 0.00% 0
SERVICE CHAAGES 3,836,423 4,000,000 4,300,000 7.50% 300,000
LATERAL CONNECTIONS 7,842 15,000 8.000 -46.67% ClsW
PRE-TREATMENT CHARGES 0 4o,ooo 40,000 100.00% 0
MISCELLANEOUS 305,849 5.000 5.000 0.00% 0
TOTAL 4,359,221 4,160,000 4,453,000 7.04% 293,000
-
SOLID WASTE MANAGEMENT
INTEREST 10,916 1 ,am 1 ,000 0.00% 0
GRANTS 120,213 74,(000 80,000 8.11% 6,000
RECYCUNQ FEE 39,244 =,m 70,000 7.69% 5,000
TOTAL 170,373 140,m 151 ,000 7.86% 11,000
TOTAL ENTERPRBSE FUNDS 12,319,295 14,768,cm 17,458,000 18.22% 2,690,000 -
21
CITY OF CARLSBAD
RRlEMUE ESTIMATES FOR 1993-94
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
RMNUES REVENUE REVENUE OF FY 92-93 1992-93 TO
PROJECTED 1993-94 REVENUE SOURCE 1991 -92 1992-93 1993-94
WORKEAS' COMP SELF-INSURANCE
INTEREST 109,383 wxM 4,400 11 .00% 4,400
INTERDEPARTMENTAL 736,732 616,000 611,600 -0.71% (4,400)
TOTAL 846,115 ~,000 656,000 0.00% 0
LIABIUTY SELF-INSURANCE
IMEREST 134.987 75,000 76,300 1.73% 1,300
INTERDEPARTMENTAL 948,760 660,000 769,700 16.62% 109,700
TOTAL 1,083,747 735,000 846,000 15.10% 111,000
HEALTH INSURANCE
INTEREST e327 600,000 f%Q 'xx) 0.00% 0
INTERDEPARTMENTAL 1,444,037 1,400,000 1 ,.b2,000 0.00% 0
RUM BU RSEMENTS 268,904 325.000 325,000 0.00% 0
TOTAL 1,8022ea 1,785,000 1,785,000 0.00% 0
VEHICLE MAINTENANCE
INTERDEPAlTh4ENTAL 1,160,332 1,292,000 9 1,321.000 2.24% 29,ooo
MISCELLANEOUS 40,- 25,000 29,000 16.00% 4,006
TOTAL 1,200,416 1,317,000 1,350,000 2.51 % 33,ooo
VEHICLE REPIACEMENT
INTERDEPARTMENTAL 843,795 975,000 924,000 -5.23% (51 ,000)
INTEREST 119,Oa 80,000 83.000 3.75% 3,000
SALE OF PROPERTY 16,990 35.OOo 255,000 -28.57% (1 0,000)
TOTAL 979,878 1,090,000 1,032,000 -5.3296 (58,ooo)
DATA PROCESSlNO
INTEREST 38,426 17,000 17,000 0.00% 0
I MERDEPARTMEhKM 689,421 498,000 690,000 39.1 1 % 194,000
TOTAL 727.047 51 3,000 707,000 37.8296 194,000
TCT - rhTERNAL SERVlCE FUNDS 6,640,271 6,096,000 6,376,000 4.59% 280,000
22
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CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1993-94
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OFW92-93 1992-93TO
REVENUE SOURCE 1991 -92 1992-93 1993-94 PROJECTED 1993-94
OPERATIONS
OTHER 29,800 30,000 ~,000 0.00% 0
TOTAL 83,300 50,E ~,000 - 10.00% (5,0001
INTEREST =,= m000 15.000 -25.00% (5,0001
LOW AND MOD INCOME HSNG
TAX INCREMENT 31 7,675 320,OOo 320,OOo 0.00% 0
INTEREST 107,275 75,000 75,000 0.00% C
TOTAL 424,950 395,000 395,000 0.00% C
DEBT SERVICE
TAX INCREMENT 1,270,700 1,280,000 1,280,000 0.00% C
INTEREST 29,100 75,000 ~,000 -20.00% (1 5,m I TOTAL 1,299,800 1,355,000 1,340,000 -1.11% (1 5,W
TOTAL REDEVELOPMENT FUNDS 1,808,050 1,800,000 1,780,000 -1.11% (m,m
1 TOTAL OPERATING $67,110,038 $67,343,440 $71,360,940 5.97% $4,017,50(
23
CITY OF CARLSBAD
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 264,651 144,000 200,000 38.89% 56.m
CAPITAL CONST - AGENCtES 0 2,296,081 0 100.00% (2,296,081)
ZONE 5 PARK FEE 62.279 27,000 ~,ooO 25.93% 7,000
PARK DEVELOPMENT 525,180 260,000 57,870 -77.74% (202,130)
TRAFFIC IMPACT 382,443 175,000 981,509 460.86% 806,509
PLANNED LOCAL DRAINAGE 670,163 93,000 0 -100.00% W*000)
ENCINA 0 0 20,000 100.00% 20,000
SEWER CONSTRUCTlON 1,011,319 645,000 933,522 44 73% 288,522
TRANSNETLOCAL 42.737 30.000 3.1 00,000 10233.33% 3,070,000
TRANS N ET/HI G WAY 1,172,549 2,020,000 3,400,000 68.32% 1,380,000
TRANSNETBIKE 0 0 340,500 100.00% 34Q.500
ISTEA 0 0 162,727 100.00% 162,727
GOLF COURSE 60,537 607,200 =,- -91 .77% (557,200)
WBUC ART (1 % FUND) 17,108 8,000 9,462 18.28% 1.462
STATE GRANTS 294,193 60,m 1,720,400
COUNTY GRANTS 208,370 192.m 0 -100.00% (1 92.000)
ASSESSMENT DISTRICTS 1 ,ooo,o11 1 00,000 30,OOO -70.00% (70,000)
LTR CREDIT/ZONE 19 0 0 0 100.00% 0
CDBQ 313,479 341,057 651,325 90.97% 310,268
CMMTY FACILITIES DISTRICT X1 2,753,788 2,770,000 17,329,667 100.00% 14,559,667
WBUC FAClLllY FEE 811,215 m.000 332,472 -46.38% (287,528)
2767.33% 1,660,400
WATER DISTRICT FUNDS
-RECIAIMED WATER 0 10,000 4,849,552 100.00% 4,839,552
330.53% 2,594,627 -MAJOR FACILITIES 989,4??7 785,000 3,379,627
-REPLACEMENT 1,840,l n 2.000,000 L,050,000 2.50% 50,oOo
-TAX INCREMENT BONDS 138,070 85.000 40,OOo -52.94% (6,000)
-REDEVELOWENT PROJECTS %,SO 2 0 5,000 5,m
TOTAL CAPITAL "CS $12,611,298 $13,268,338 $39,677,633 299.04% $26,409,295
REDEVELOPMENT FUNDS
24
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
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I TOTAL INFORMATION SYSTEMS 6 6 0
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1 TOTAL FINANCE 14 14 0
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PERSONNEL ALLOCATIONS FOR 1992--93 AND 1993-94
REQUEST
OVER
1992-93 (UNDER)
NUMBIER 1993-94 ' 1992-93
ALLOCATED BUDGET ALLOCATED
1 1 TOTAL CITY COUNCIL 1' 1
1 1
ASSISTANT CIW MANAGER 1 1
LlNANClAL MANAGEMENT DIRECTOR 1 1
ASSISTANT TO CITY MANAGER 1 1
SR MANAGEMENT ANALYST 1 1
SECRETARY TO C. MANAGER 1 1
SECRETARY 1 I 1 1
TOTAL CITY MANAGER 7 7
INFORMATION SYSTEMS DIRECTOR 1 1
ASSISTANT CITY CLERK 1 1
MINUTES CLERK 1 1
SECRETARY II 1 1
STEW CLERK It 1 1
CLEM TYPIST II 1 1
DATA PROCESSING
DATA PROCESSING MANAGER 1 1
PROGRAMMEWANALYST 1 1
PROGRAMMER/OPERATOR 1 1
MICRQ COMPUTER SPECIALST 1 1
TOTAL DATA PROCESSING 4 4 0
TOTAL INFORMATION SYSTEMS 10 10 0
1 1
ASSISTANT CITY ATTORNEY 1 1
DEPUTY CRY ATTORNEY 1 1
SECRETARY TO C. ATTORNEY 1 1
SECRETARY II 1 1
TOTAL CITY ATTOR" 5 5 0
FINANCE DIRECTOR 1 1
ASSKSTANT FINANCE DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
ACCOU WANT 4 4
ACOUNTlNG SUPERVISOR 2 2
ACCOUNTCLERK I1 2 2
ACCOUNTlNG OFFICE ASSISTANT 1 1
AUDITOR 1 1
SECRETARY II 1 1
25
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIRCATION
PERSONNELALLOCATIONS FOR1992-WAND 1993-94
RMUESl
OVER
1992-93 (UNDER)
ALLOCATED BUDGET ALLOCATED
NUMBER 1993-94 1992-93
SECRErAFW II 1 1
TOTAL FUSK MANAGEMENT 2 2 0
1 1
SECREFARY I 1
BUYER 2
MESSENGER 1
TOTAL PURCHASING 5 5 0
1 1
COMPENSATlON & BENEFITS MGR 1 1
EMPLOYMENT SERVICES MANAGER 1 1
HUMAN RESOURCES ANALYST 1 1
HUMAN RESOURCES ASSISTANT 1 1
SECREFARY II 1 1
CLEW< TYplST II 1
TOTAL HUMAN RESOURCES 7 0
ADMINISTRATION
POLICE CHIEF 1 1
MANAGEMENTANALYST 1 1
SECRETARY II 1 1
TOTAL ADMlNLSTRATlON 3 3 0
OPEAATTONS
POLICE CAPTAIN 1 1
POLICE LIEUTENAM 4 4
POWE SERGEANT 6 6
SENIOR POME OFFICER 12 12
POUCEOFFlCER 30 30
TOTAL OPERAllONS 53 53 0
INVESllWTlO NS
PoucEUarrplANT 1 1
POUCESEFIGEAM 1 1
Sm #)LICE OFFICER 6 6
POLICEOFFICER 4 4
SECRETARYI 2 2
TOTAL iNvEsnaTloNs 14 14 0
VICE NARCOTlCS
POLICE SERGEANT 1 1
SENIOR POWE OFFICER 1 I
POWE OFFlCER 1 1
TOTAL WE NAFCOTCS 3 3 0
26
CrrY OF CARLSBAD
BY DEPARTMENT AND CIASSIFICAIION
I
i
I
I
I
I
I
I
I
i
1
1
I
I
li
I
I
I
PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94
RMUEST
OVER
1992-93 (UNDER)
AUOCAlED BUDGET ALLOCATED
NUMBER 1993-94 1992-93
TECHNICAL SERVICES
POLICE CAPTAIN 1 1
POLICE SERGEANT 1 1
COMMUNICATIONS SUPERVISOR 1 1
REC0W)S SUPERVISOR 1. 1
COMMUNICATION OPERATOR I1 13 13
POUCE RECORDS CLERK II 5 5
PRXiRAMMEWOPERATOR 1 1
CRIME PREMM TECH 1 1
SECRETARY I 1 1
TOTALTECHNICAL SERVICES 25 25 0
DARE PROGRAM
SENIOR POLICE OFLlCER 1 1
POLICE OFFICER 1 1
TOTAL DARE PROGRAM 2 2 0
TRAFFIC
POLICE SERGEANT I 1
SENOR POLICE OFFICER I 1
POKEOFFICER 5 5
POKE SERVICES AIDE 1 1
TOTAL TRAmc 8 8 0
TOTAL POLICE ‘I 08 108 0
RRE CHIEF 1 1
FIRE BATTALION CHIEF 4 4
FIRECAPTAIN 18 18
FIRE CAPTAIN SPECWST 4 4
RRE ENGINEER ia 18
FIFE FIGHTER 9 9
PAWMEDIC-FIRE FIGHTER 21 21
SECRETARY II 1 1
SECRETARY I I 1
FIRE PREENTION OFFICER I1 3 3
TOTAL FIRE 80 80 0
1 1
WllDNa INspECToA II 4 5 1
BUILDNG INSPECTOR I 1 0 -1
CODE ENFORCEMENT OFFICER I1 1 0 -1
CODE ENFORCEMENT OFFlCER I 1 2 1
BUILDING TECHNICIAN I1 1 1
PERMIT CLERK 2 2
TOTAL BUILDING INSPECTDN 11 11 0
\ COMMUNITY DML DIRECTOR 1 1
SENtOR MANAGEMENT ANALYST 1 1
MUNICIPAL PROJECT MANAGER 1 1
SECRETARY 11 1 1
RECEPTIONIST/CASHIER 1 1
TOTAL COMM DEV ADMINIST 5 5 0 I 27
CrrY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94
BY DEPmENT AND CLASSIFICATION
REQUEST
OVER
1992-93 (UNDER)
ALLOCATED BUDGET ALLOCATED
NUMBER 1993-94 1992-93
1 1
TOTAL GEOGRAPHIC INFOPNATION 1 1 0
1 1
ASSISTANT CrrY ENGINEER 1 1
'TRAFFlc ENGINEER 1 1
PRlNClPlhLClVlL ENGINEER 4 4 0
PRINCIPAL CONSTFUJCTION INSPECTOR 1 1
SR CONSTRUCTION INSPECTOR 2 2
CONSTRUCTION INSPECTOR I1 6 6
ASSOClATE CIVIL ENGINEER 9.5 9.5 0
ASSISTANT CIVIL ENGINEER 2 2 0
ENGINEERING TECHNICIAN II 6 6 0
SR MANAGEMENT AN4LYST I 1
MANAGEMENT ASSISTANT 1 1
SECRETARY I1 1 1
Ww) PROCESS OPERATOR I1 4 4 0
TOTAL ADMlNISTR4TION 40.5 40.5 0
SR MANAGMENT ANALYST 1 1
ASSOCWTE CML ENGINEER 0.5 0.5
TOTAL GROWTH MANAGEMENT 1 .s 1.5 0
1 1
ASSISTANT PLANNING DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
PRINCIPAL PLANNER 2 2
SENIOR PLANNER 4 4
AsSOClATE PLANNER 5 5
ASSISTANT WNER 2 2
PlANNlNGTECHNCIAN t 1 1
PIANNINO TECHNEW I1 1 1
GRAPHIGTECHNICW 1 1
SECRETARV II 1 1
W#) PROCESS OPERATOR II 3 3
TOTAL PU"lN0 23 23 0
LIBRARY ADMINISIRATION
UBRARY DIRECTOR 1 1
ASSISTANT LIBRARY DIRECTOR 1 1
MANAGEMENT ANALYST 1 1
sECmAFN It 1 1
GWHE ARllST 1 1
ACCOUNTCLERK It 1 1
TOTAL ADMINISTRATION 6 8 0
k
28
CITY OF CARLSBAC)
PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94
BY DEPARTMENT AND CLASEilflCATION
I
I
1
1
I
I
1;
I
1
1
1
8
1
I
I
I TOTAL BRANCH 2 2 0
1
I
REQUEST
OVER
NUMBER 1993-94 1992-93
AUOCKIED BUDGR ALLOCATED
1992-93 (UNDERJ
CIRCULATION
SENIOR ciRcuunoN SUPERVISOR 1 1
UBM ASSISTANT II 1 1
LIBRARY ASSISTANT I 1 1
TOTAL CIRCULATION 3 3 0
REFERENCE SERVICES
SENIOR LIBRARIAN 1 1
LIBRARIAN II 2 3 1
LIBRARIAN I 1 0 -1
LIBR4RY ASSISTANT I 1 1
TOTAL REFERENCE 5 5 0
GENEAOLOGY/LOCAL HISTORY
SENIOR LIBRARIAN 1 1
TOTAL GENEAOLOGY 1 1 0
CHILDREN'S SERVICES
SENIOR LIBRARIAN 1 1
UBFls\RYAsSlSTANT II 1 1
TOT& CHILDREN'S 2 2 0
TECHNICAL SERVICES
SENIOR UBRARlAN 1 1 uBRb\RIAN II 2 2
UBRARYASSISTANT II 4 4
TOTAL TECHNICAL 7 7 0
COLLECTION DEVELOPMENT
SENIOR UBRARlAN 1 1
LIBRARY ASSISTANT I1 1 1
TOTAL COUECTON DEVEL 2 2 0
MEDIA SERVICES
MEDIA SERVlCES MANAGER 1 1
TOTAL MEDIA 1 1 0
ADULT LEARN ING
SENOOCIUBRAWAN I 1
cLEw<mII 1 1
TOTAL ADULT LEARNING 2 2 0
BRANCH
UBRARYSEFMCESSPECIALBT 1 1
LIBRARY ASSISTANT II 1 1
TOTAL LIBRARY 31 31 0
ART$ MANAGER 1 1
COMMUNrrYARTS COOFIDINATOR 1 1
SECRETARY1 1 1
TOTAL CULTURAL ARTS 3 3 0
I 29
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94
BY DEPARTMEhlT AND CLASSIRCATION
REQUEST
OVER
1992-93 (UNDER)
NUMBER 1993-94 1992-93
ALLOCATED BUDGEl ALLOCATED
MMlNlSTRAllON
PARKS & RECREATION DIRECTOR 0.6 0.6
SR MANAGEMEM ANALYST 1 1
PARK DEVELOPMENT COOIWINATOR 1 1
SECRETARY I1 1 1
CLERK TYPIST I1 1 1
TOTAL ADMlNCSTRATlON 4.6 4.6 0
PARK MAINTENANCE
PARK SUPERINTENDENT 0.6 0.6
PARK SUPERVISOR 1 1
PARK MAINTENANCE WORKER 111 5 5
PARK MAINTENANCE WORKER I1 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 SUPERVlSOR 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 I1 1 1
TOTAL MEDIAN MAINTENANCE 1.5 1.5 0
RECREATK)N OPERATIONS
RECEFIlQNISTKXSHIER 3 3
RECREATlON SPEClAUST I 1 1
TOTAL RE6FiEATlON OERATlONS 4 4 0
RECREAWN FEE SUPPORTED
RECRE4TK)N SUPERINTENDENT 1 1
FEWEATION SUPERVISOR I1 3 3
RECREATION SUPERVlSOA I 1 2 1
REcREA”SpH=IAUsTI 2 0 -2
TOTAL AtiCR FEE SUPWRTED 7 6 -1
AQUATICS
AQUATIC SUPERVlSOR 1 1
TOTAL AQUATlCS 1 1 0
SENIOR PROGRAM
SENIOR COOFlDlNATOR 1 1
SECRElARy I 1 1
SITE MANAGER 1 1
TOTAL SENIOR PROGRAM 3 3 0
TOTAL PARKS & RECREATION 46 45 -1
30
CllY OF CARLSBAO
PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94
BY DEPARTMENT AND ClASSilFEATlON
I
1
I
1
I
I
I
I
1
I
1
I
I
I
I
I TOTAL VEHICLE MAINTENANCE 6 6 0
1
I
RMU EST
OVER
1992-93 (UNDER)
NUMESER 1993-94 1992-93
AUOCAlED BUDGET ALLOCATED
UTILllilES/MAINTENANCE DIR 1 1
ASST UTIUMAINT DIR 1 1
MGR OF RESEARCH & ANALYSIS I 1
SECRETARY I1 1 I
SECMARY I 1 1
CLERKTYPIST II 1 1
TOTAL ADMINISTRATION 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
STREETMAlNTENANCEWORKERII 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
ELECTFUCIAN II 1 1
UECTRlclAN I 1 1
ENGINEERING TECHNICIAN II 0.5 0.5
TOTAL STREET UGHnNG 3.5 3.5 0
BUILDING MAINTENANCE
BUILDING MAlNT SUPT 1 1
BUILDING MAINT SUPERV 1 1
SENDRBUILDHG MAINTWORKER 1 1
BUILDING MAINT WORKER 81 1 1
BUILDING MAINT WORKER 0 1 2 1
1 1 CUSTOolAN II
CUSTOMAN 9 8 -1
TOTAL WILDffi MAINTENANCE 15 15 0
VEHICLE YAI "CE
As8puLM DIWFLEET MAIM SUPERT 1 1
EWIPMENTMECHANK: SUPEWSOR 1 1
WIPMENTMECHANK: II 3 3
ACCOUNTCLERK II 1 1
TOTAL UTlUTlESlMAlNTENANCE 54 54 0
REDEVELOPMENT AGENCY
HOUSING 81 REDEVELOPMENT DIR 0.5 0.25 -0.25
SR MANAGEMENT ANALYST 2 1.25 -0.75
CLERK TYPIST I1 1 0.75 -0.25
SECRETARY II 1 0.75 -0.25
TOTAL REDEVELOPMENT AGENCY 4.5 9 -1.5 I 31
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
AFFORDABLE HOUSING
HOUSING & REDEVELOPMENT DIR 0.5 0.5
SR MANAGEMENT ANALYST 0.5 0.25 -0.25
MANAGEMENT ANALYST 0 0.25 0.25
TOTAL AFFOWABLE HOUSING 1 1 0
HOUSING
HOUSING PROGRAM MANAGER 1 1
HOUSING SPECIALIST I 1 1
MANAGEMENT ANALYST I 1
SECRETARY II 0 0.25 0.25
CLERK TYPIST II 1 1.25 0.25
TOTAL HOUSING 4 4.5 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
GENERAL MANAGER 1 1
DlSTRlcT ENGINEER 1 1
ADMINISTRATIVE MANAGER 1 I
OPEft9TK)NS SUPERINTENDENT 1 1
SYSTEMS OPERAWN SUPERVISOR 1 1
METER SHOP SUPERVISOR 1 1
MANAGEMENT ANALYST 1 1
ASSOCIATE ENGINEER 3 3
CONSTRUCTK)N/MAINT SUPERVISOR 1 1
CONSTRUCTK)N/MAINTWORKER I 2 2
CONSTRUCTK)N/MAINTWORKER II 1 1
ENGINEERJNG OFFICE ASSISTANT I1 1 1
ACCOUNTINGSUPERVISOR 0 1 1
ACCOUNTINGTECHNICIAN 0 1 1
AccOuNTCLEFKI 1 1 AccouHTcLw( II 3 1 -2
EN(31NEEmNoTEcHNK;IAN 111 1 1
ENGlNEEwNd SECRETARY 1 1
EQUIPMENTOPERATOR 1 1
FACIUN WNT LEADWORKER 1 1
METER SERVICES WORKER I 2 2
MEER SERVlCES WORKER II 4 2 -2
METER SERVICES WORKER 111 0 1 1
CROSS CONNECTION CONTROLTECH 0 1 1
AECEPnONlST 1 1
RECEPTIONIST/CASHIER 1 1
SECRETARY ll 1 1
CLERK TYPIST I1 1 1
SERVICE COOFUIIN4TOR 1 1
SRCoNSTRJCTIO~MWoRKER 1 1
SR SYSTEMS OPERATOR 1 1
STOREKEEPER 1 1
32
CllY OF CARLSBAII
BY DEPARTMENT AND CLAS81FICAllON
I
I
1
I
1 TOTAL CMWD ADMINISTWTION 44 44 0
I
1
i
I
I
1
I
I
1
I
I
I
I
I 33
PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94
REQUEST
OVER
1992-93 (UNDER)
NUMBER 1993-94 1992-93
ALLOCATED BUDGEl ALLOCATED
WATER CONSERVATlON SPECIALIST 1 1
SYSTEMS OPERATOR I 1 1
SYSTEMS OPERATOR II 3 3
VALVE TECHNICIAN 1 1
SR VALVE TECHNICIAN 1 1
1 1
TOTAL CMWD - RECLAIMED WATER 1 1 0
1 1
SANITATION SUPERVISOR 1 1
METER READEWREPAIRER It 2 2
UTllfMMAlMWORKER II 3 3
UTllfMMAlM WORKER 111 2 2
UTllfM SYSTEM OPERATOR II 1 I
UTILrlYSYSTEM OPERATOR 111 1 1
TOTAL CMWD - SANITATlON 11 11 0
TOTAL CMWD 56 58 0
1985-94 UNFUNDED POSITIONS:
NO. OF POSmN: POSITKXS
ManaOmd NYa Wrary) 1
LibrayAs8&arltII 1
LjbrOfyAssistMtI 1
Amistwd U/M Director 1
1 slrwt Maint workec II - TOTAL 5
I
I
I
I
I
I
1
I
I
I
I
I
I
I
1
1
I
1
I
1._ General Governmen
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
PosrnorUs
I
I
1990-91 1991-92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 129,245 4; 139,006 $ 133,518 $ 139,478
19,211 15,633 25850 28,200
4,353 0 0 0
$ 152,809 4; 154,639 $ 159,368 $ 167,678
1 1 1 1
PROGRAM: CITY MANAGER
FUND: GENERAL
DEPARTMENT: CITY MANAGER ACCT NO. Ol-1020
MAINTENANCE OPERATION
WORK PROGRAM:
The City Manager is appointed by the Ci Council and is responsible for operation of all Ci sewices, the provision
of timely and accurate information to the Council, making recommendations regarding new policies, implementing
programs and policies.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Financial: Coordination of activiiies with fiscal impact
to ensure sound financial practices and a balanced
revenue expenditure base.
Administration: Assist Council in meeting annual 1. Accomplish objectives set forth by each City depart-
goals. ment. Conduct the City in a professional and
ethical manner and continue pursuing excellence
based on the strategic values. Coordinate efforts to
respond to requests for action. (Review, referral,
and response.)
1. Submit a balanced budget to the City Council.
Provide quarterly fiscal updates to the Council.
Policy Development: Assist Council in policy devel- 1. Provide accurate, timely information, develop
opment. potential alternatives and professional recommenda-
tions by staff.
SIGNIFICANT CHANGES:
This program now includes costs associated with the public information program. Some Maintenance and Operation
costs and one Senior Management Analyst position from the Research Office were also transferred into the City
Manager's budget.
35
I
1
I
1-91 1991-92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 6,824 $ 7,358 $ 6,600 $ 6,680
MAINTENANCE OPERATION 20,168 8,783 22,100 11,Ooo
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $ 26,992 $ 16,141 $ 28,700 $ 17,680
POSITIONS 0 0 0 0
A
PROGRAM: CITY AlTORNEY
FUND: GENERAL
DEPARTMENT CITY ATTORNEY ACCT NO. 001-1210
MAINTENANCE OPERATION
WORK PROGRAM:
The Ci Attorney is the Chief Legal Officer of the City and is responsible for advising the Ci Council on all legal
matters coming before it. The Ci Attorney provides administrative direction and control of the Office of the City
Attorney. The City Attorney assists the Ci’s administrators in accomplishing the goals and objectives of the Ci
Council in the legally most appropriate and expeditious way.
PROGRAM ACTIVITIES:
To provide quality legal services to the Ci Council, Carlsbad Municipal Water District, Parking Authorii,
Redevelopment Agency, City Manager, Department Heads and the City’s Boards and Commissions. Prosecute all
violations of the municipal code and represent the Ci in litigation.
SIGN I FICANT CHANGES:
Increased Personnel costs reflect full year funding for the Assistant Ci Attorney position. Maintenance and Operation
budget reductions are a result of decreased use of outside legal services for litigating specific issues.
37
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
PosrnoNs
I
I
1990-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 630,679 3; 663,380 $ 729,293 $ 771,492
293,540 339,486 165,385 a1020
13,534 2,778 3,000 0
$ 937,753 5; 1,005,644 $ 897,678 $ 1,001,512
17 16 14 14
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 001-1320
MAINTENANCE OPERATION
WORK PROGRAM:
Perform the duties and responsibilities set forth in the California government Code and the Carlsbad Municipal Code.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Cash Manataement: Develop cash flow projections as 1. Gather information regarding forecasted cash
accurately as possible; maintain record of money receipts and disbursements from various City and
coming into the treasury; ensure appropriate balances external sources.
2. Receive information of actual daily cash deposits; in various checking accounts; pay money on warrants
transfer funds between various accounts. signed by legally designated persons; arrange for cost-
effective banking relations; arrange for a short-term
borrowing program. 3. Develop request for bids for banking services;
evaluate bids and initiate action to award contract;
monitor adequacy of banking services; arrange for
line of credit.
Investment Manaaement: Provide professional 1. Determine amount, type, and term of investment;
management of the City’s investment portfolio investing endeavor to invest all idle funds at all times.
2. Solicit telephone bids from financial institu- all idle funds as directed by the City Council while
tions/brokers; evaluate and effect investment; conforming to all state statutes governing the invest-
arrange for payment, delivery, and safekeeping of ment of public funds.
investments; inform unsuccessful bidders of the
investment made.
3. Arrange for collateralization contracts as required.
Recordkeeping Develop and maintain records for all 1. Maintain data base of cash projections, investments,
investments and investment income. Veri receipt and interest rates, and interest income. Reconcile
correctness of investments made. bank’s report of safekeeping with data base.
2. Maintain records to insure that all interest Income is
received when due.
3. Veri accuracy of confirmations with investments
made.
(continued)
39
I
I
1
I
I
I
1
1
I
I
1
I
B
I
I
I,
I
M
PROGRAM: CASH MANAGEMENT PAGE n
FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 001-1:
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
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.
1. Provide Ci Council with timely monthly report:
investment activities, related to investment PO
requirements.
:3. Provide City Council with annual report review
past fiscal year and projecting portfolio performar
for next fiscal year.
2. Develop from investment data base informat
required for the annual audit and Annual Financ
Report.
Administrative Duties: Develop agenda, convene, 1. Act as the chairman of the Investment Revi
conduct, and record proceedings of the Investment Committee.
2. Review the Cii's investment policy with the Invc Review Committee; develop and submit annually, or as
ment Review Committee; develop recommeni required, a statement of investment policy to the City
tions to mod@; ensure compliance with the Calil Council.
nia Government Code.
I SIGNIFICANT CHANGES:
Increased Personnel costs reflect the addition of a three quarter time Treasurer's Assistant with benefits which H
previously staffed at half time.
40
PROGRAM: AUDIT
FUND: GENERAL
DEPARTMENT FINANCE ACCT NO. 001-1330
MAINTENANCE OPERATION
WORK PROGFMM:
Complete City-wide financial audit under the requirements of Federal Circular A-102.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
m: Audit of Ci's financial records. 1. Complete Audit and submit to Council and City
Manager by December 31, 1993.
SIGNIFICANT CHANGES:
None.
41
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
I
I
1990-91 1991 -92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 194,984 $ 247,243 $ 232,892 $ 231,013
150,933 125,113 127,637 120,640
6,134 1,680 10,500 0
$ 352,051 $ 374,036 $ 371,029 $ 351,653
6 6 5 5
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
DEPARTMENT: HUMAN RESOURCES ACCT NO. 001-1510
MAINTENANCE OPERATION
WORK PROGRAM:
Provide service to City departments for their human resources needs; administer personnel functions such as
classification compensation, training, benefits, recruitment and selection; assist in attracting, developing, and retaining
a competent and motivated work force.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Employment Services: Administer a merit personnel 1. Conduct any recruitment with the objective of
system, Affinnative Action Program, personnel guide- attracting well qualified applicants for available
lines, training, new employee orientations, contempo- positions.
2. Continue to review the City's employment policies rq testing methods, effective employer/ employee
relations, maintain an equitable classification system. to insure that they are free from artificial barriers. Provide services in the area of employment focusing
on continuing the City's proactive outreach efforts to
attract and retain qualified minorities, women, veterans,
and disabled applicants.
Classification and Compensation: Continually review
and maintain the City's compensation and classification
system.
1. Conduct all salary surveys in accordance with
established compensation policies and guidelines.
2. Respond to the ongoing classification needs of the
organization.
Benefits: Administer and direct all the City's compre-
hensive employee benefit programs. Update and
modify programs as necessary.
1. Educate employees relative to their benefits.
2. Communicate and respond to questions and inqui-
3. Interpret and implement legislation that affects
ries relative to benefits.
benefits.
Employee and Organlzational DeVel0Rt"nt: Provide
services to the organization in the areas of employee
development and organizational development.
1. Continue to provide additional training through the Human Resource Management Seminar Series.
2. Train all employees in valuing diversity in the work
place and provide training regarding the Ci of
Carlsbad's Drug Free Work Place policy.
3. Begin to develop employee programs which provide
for a better understanding of the values, cultures,
functions, responsibilities, and benefts of employ-
ment with the City of Carlsbad.
'
SIGNIFICANT CHANGES:
Increased Personnel costs represent full year funding for the Compensation and Benefits Manager.
43
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
I
I
1990-91 1991 -92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 0
1,381,892 1,650,116 2,130,906 1,950,Ooo
0 0 0 0
$ 1,381,892 $ 1,650,116 $ 2,130,906 $ 1,950,Ooo
0 0 0 0
1990-91 1991-92 1-43
ACTUAL ACTUAL BUDGET
PERSONNEL $ 219,218 $ 245,183 $ 144,659
MAINTENANCE OPERATION 133,451 40,735 15,067
CAPITAL OUTLAY 4,187 0 0
GRAND TOTAL $ 356,856 $ 285,918 $ 159,726
POSITIONS 4 4 0
1993-94
BUDGET
$ 0
0
0
$ 0
0
I
I
I
1990-91 1991 -92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 270,793 16 253,753 $ 290,174 $ 300,353
MAINTENANCE OPERATION 1 18,047 109,117 83,190 87,200
CAPITAL OUTLAY 224,64a 11,132 0 0
GRAND TOTAL $ 613,489 $ 374,002 $ 355,864 $ 387,353
POSITIONS 6 6 6 6
PROGRAM: ADMINISTRATION 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.
47
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
I
R
1-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 262,549 :$ 253,206 $ 249,528 $ 251,853
450,235 491,408 443,666 423,635
0 0 5,090 0
$ 712,784 r$ 744,614 $ 698,284 $ 675,488
5 4 4 4
1-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 115,474 $ 92,101 $ 108,326
MAINTENANCE OPERATION 98,882 101,044 w,m
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 214,356 $ 193,145 $ 198,326
POSITIONS 2 2 2
1993-94
BUDGET
$ 0
0
0
$ 0
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND.TOTAL
POSITIONS
B
I
1990-91 1991-92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ 0 $ 70,836
1,208,183 706,408 1,035,769 776,000
0 0 0 0
$ 1,208,183 $ 706,408 $ 1,035,769 $ 846,836
0 0 0 1
PROGRAM: GENERAL LIABILITY
FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT NO. 612-1910
MAINTENANCE OPERATION
WORK PROGRAM:
The General Liability Self-Insurance Fund is part of the City's Risk Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
General Uabllttv Claims: The fund is utilized to
provide payment for settlements, costs and defense
expenses incurred as the resutt of general liability
claims made against the Ci. It is also utilized to pay
for related administration and insurance expenses.
SIGNIFICANT CHANGES:
Administrative costs have been transferred from the General Fund to the Self-Insurance Fund, as reflected in the
increased Personnel costs. This will allow overhead charges to be allocated out through the Internal Selvice Fund.
1. Provide necessary support to Ci Attorney's office
and outside counsel.
51
ACCT NO. 001-VARIC
1
I
1
1 10-41-2993 Community Promotion 220,375 194,634 302,809 205,000
I
i
8 19-90-2520 Dues and Subscriptions 24,877 23,742 26,500 29,400
I
I
I & 2921
I
I
I
1
I
1
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL
1!390-91 1991-92 1 992-93 1993-94 -- ACTUAL ACTUAL BUDGET BUDGET
1030-2993 Community Contributions (82,430 80,530 75,000 75,000
10-50-2490 Beach Parking 0 18,000 36,000 =,m 1 19-67-1922 Hosp Grove Debt Service 876,585 305,970 738,050 813,600
19-90-2340 Leases (mandated & contractual) 1 13,541 210,000 130,500 87,000
19-90-2489 Animal Regulation Contract 78,106 82,037 111,150 112,000
19-90-2999 Contingencies (Budget request) 1,7100,000 2,000,000 112,367 593,829
62-10-221 1 Street Lighting Assessment 28,000 28,000 28,000 28,000 B 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 81,296 185,000 200,000 1 001 -1051 Hiring Hall 0 =,000 80,000 80,000
19-90-2479 Bond Service 0 10,215 16,900 18,408
52
1
1
t
I [ Public Safety
1
1
1
8
I
B
1
I
i
1
i
I
1
I
1
-
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTiAY
GRAND TOTAL
I
I
Posrnow
$ 8,666,082 I
PROGRAM: ADM IN ISTRATIOM
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2110
MAINTENANCE OPERATION
WORK PROGFIAM:
Develop and administer functions and programs that support the Cis and Police Department’s Statement of Values
in a manner responsive to the Ci and i. citizens. Provide leadership and support to department divisions. Establish
policies and long-range plans to meet uapartment goals and City needs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Service Proarams: Develop and manage programs
which reduce crime, encourage citizen participation,
and Improve communi 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” Organizational Development: Assist staff with indivi- dual and group development. training.
Division Supwrt: 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 carry out the depart-
ment’s mission. of Values.
SIGNIFICANT CHANGES:
None.
1. Enhance communications among staff and divi-
sions; reinforce department’s and City’s Statement
54
1990-91 1991 -92 1 992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 3,674,008 9; 3,984,105 $ 3,738,640
MAINTENANCE OPERATION 713,243 576,794 570,020
I
I CAPITAL OUTLAY 47,085 0 0
GRAND TOTAL $ 4,434,336 1; 4,560,899 $ 4,308,660
Posrnow 54 54 53
1993-94
BUDGET
$ 3,793,905
644,138
25,500
$ 4,463,543
53
1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 876,092 $ 982,921 $ 993,245
MAINTENANCE OPERATION 198,170 207,921 163,349
CAPITAL OUTLAY 22,546 0 0
GRAND.TOTAL $ 1,096,808 $ 1,190,854 $ 1,156,594
POSITIONS 12 14 14
1993-94
BUDGET
$ 977,901
207,514
12,800
$ 1,198,215
14
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTMY
GRAND TOTAL
POSITIONS
I
I
1-91 1991-92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 0 I$ 0 $ 10,Ooo $ 10,Ooo
0 0 72,800 73,050
0 0 0 0
$ 0 ,$ 0 $ 82,800 $ 83,050
0 0 0 0
PROGRAM: D.A.R.E.
FUND: POLICE ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 121-2141
MAINTENANCE OPERATION
WORK PROGWM:
Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on them
to experiment with drugs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Student Education:: Provide drug abuse prevention 1. Reach 3,000 - 4,000 students per year at 9 elemen-
instruction to all Carisbad Unified School District tary schools, 1 junior high school, and 1 high
schools including elementary, junior high and high
schools.
Community Education: Assist schools and parents
with drug abuse prevention programs.
school.
1. Attend parent-teacher meetings, provide workshops
for parents and teachers, and participate in various
community and school activities.
SIGN I FICANT CHANGES:
This program is being funded for a second year through the Police Asset Forfeiture fund.
58
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
I
I
PosrnoNs
$ 255,175 !
1990-91
ACTUAL
PERSONNEL $ 1,322,344
MAINTENANCE OPERATION 425,688
CAPITAL OWY 44,688
GRAND JOTAL $ 1,792,720
POSITIONS 27
1991 -92 1 992-93 1993-94
ACTUAL BUDGET BUDGET
$ 1,179,165 $ 1,298,077 $ 1,308,790
451,458 371,806 447,858
13,230 0 0
$ 1,643,853 $ 1,669,883 $ 1,756,648
25 25 25
199091 1991 -92
ACTUAL AmAL
PERSONNEL $ 4,386 $ 2,735
MAINTENANCE OPERATION 9,365 9,982
CAPITAL OUTLAY 0 0
GRAND TOTAL $ 13,751 $ 12,717
POSmONS 0 0
I
I
1992-93 1993-94
BUDGET BUDGET
$ 4,000 $ 4,000
0 1,850
0 0
$ 4,000 $ 5,850
0 0
1990-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 516,769 $ 458,790 $ 526,080 $ 535,840
MAINTENANCE OPERATION 90,216 97,350 103’51 8 110,991
CAPITAL OUTMY 1,179 2,002 0 0
GRAND TOTAL $ 608,164 $ 558,142 $ 629,598 $ 646,831
POSITIONS 8 8 8 8 -
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
I
I
1990-91 1991 -92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 5,656,281 $ 5,883,372 $ 6,029,482 $ 6,018,744
803,313 71 6,214 775,692 858,452
57,077 1,664 30,432 1 too0
$ 6,516,671 $ 6,601,250 $ 6,835,606 $ 6,878,196
81 81 80 80
PROGRAM: ADMIN ISTRATIOM FUND: GENERAL
DEPARTMENT FIRE ACCT NO. 001-2210
MAINTENANCE OPERATION
WORK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Coordination: Provide program direction and planning
for all divisions. Captains.
1. Continue supervisory training seminars for all Fire
2. Facilitate team building programs for all members of
the management team.
3. Facilitate the remodeling of Fire Stations One and
Two, thus improving employee working conditions.
1. Monitor development in the north and southeast
quadrants under the Growth Management Program
toward scheduling the relocation of Fire Station
Three and Six.
2. Participate in the San Diego County Unified Disaster
Council and Hazardous Materials Response, Joint
Powers Authortties.
Planning: Provide a planning interface with other City
departments and regional agencies in order to facilitate
improved fire services.
3. Coordinate departmental information systems.
4. Participate in regional planning activities.
SIGNIFICANT CHANGES:
None.
64
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
PosrnoNs
1
I
1990-91 1991-92 1992-93 1993-94 ACNAL ACTUAL BUDGET BUDGET
$ 4,140,179 $ 4,356,760 $ 4,382,933 $ 4,419,594
414,462 =o,m 412,374 467,165
36,595 0 29,632 1,000
$ 4,591,236 !$ 4,747,226 $ 4,824,939 $ 4,887,759
60 59 59 59
PROGRAM: FIRE PREVENTION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2230
MAINTENANCE OPERATION
WORK PROGRAM:
Manage the mtential for fire loss in the community through fire code enforcement and public education activities which
increase cirlzen awareness of fire and life safety practices.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Enforcement and EnQlneet'inq: 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
ally.
700 construction plan submittals.
inspections.
Education: Conduct and participate in informative
programs for the general public on disaster prepared-
1. Conduct fire safety education programs for 2nd and
4th grades in all schools within the City, public and
2. Provide communlty safety educational programs
which foster setf-help and reliance in preparing for
and in the handling of emergencies.
ness and fire safety. private.
SIGNIFICANT CHANGES:
None.
66
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
I
I
1990-91 1991 -92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 817,205 $ 818,924 $ 944,521 $ 898,215
114,652 96,564 112,116 121,950
0 800 800 0
$ 931,857 $ 916,288 $ 1,057,437 $ 1,020,165
12 12 12 12
PROGRAM: WEED ABATEMENT
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2250
MAINTENANCE OPERATION
GRAND TOTAL
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Hazard Identification: Identify and serve notice to
owners of properties on which fire hazards exist or are
likely to exist.
1. Select 900-1 100 parcels for clearance.
2. Obtain City Council approval for abatement.
3. Mail notices to property owners in May.
1. Inspect all property noticed.
2. Clean all property not abated by owners in June
and July.
3. Manage contractor performance and payment
system.
4. Obtain City Council approval to place abatement
casts onto individuals property tax roll in July.
5. Submit charges to County Auditor for recovery by
property tax billing by August.
Hazard Abatement: Assure abatement of hazards on
property identified in activity 1.
SIGNIFICANT CHANGES:
Increased casts due to wet winter increasing spring growth are offset by more revenues.
68
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
I
II
1990-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 93,600 !j 98,108 $ 103,354 $ 99,050
62,093 55,567 64,489 56,390
8,866 864 0 0
$ 164,559 $ 154,539 $ 167,843 $ 155,440
1 1 1 1
I
I
I
I
I
I
i
I
I
I
1
R
e
I
I
1
I
I
I
[Communlt y De velopmen f
1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 243,236 9; 268,714 $ 327,353
MAINTENANCE OPERATION 264,876 =,= 156,200
CAPITAL OUTLAY 9,476 0 0
I
I GRAND TOTAL $ 517,588 $ 553,583 $ 483,553
POSITIONS 6 6 5
1993-94
BUDGET
$ 353,513
231,920
0
$ 585,433
5
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
DEPARTMENT COMMUNITY DEVELOPMENT ACCT NO. 001-3020
MAINTENANCE OPERATION
WORK PROGFWM-
Continue the developme,
roadways, and street cents,
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
iarcel based Geographic Information System, containing base layers of parcel, .. at;d address information.
Svstem Development: Continue to work with user
departments to determine aid plan out the use of the
GIS for more effective ans xficient 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
software routines which will enable permit clerks to
access, query and enter data into the system.
ADplIcatlon Development: Complete the development
of a basemap maintenance and development review
application which will use the PERMITS development
monitoring software and dsta base and the GIS to
maintain the City basemap ?d monitor growth.
SIGN I FI CANT CHANGES:
None. R
71
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSmONS
I
1
1990-91 1991 -92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ O$ 0$ O$ 0
5,727 4,215 5,572 3,550
0 0 0 0
$ 5,727 $ 4,215 $ 5,572 $ 3,550
0 .5 0 0
PROGRAM: ENGINEERING
FUND: GENERAL
DEPARTMENT: ENGINEERING ACCT NO. 0013110
MAINTENANCE OPERATION
WORK PRC 3WAM:
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:
ADMlNlSTRATlON
Coordinatlon Function: Coordinate and direct all
divisions to ensure accomplishment of City Council Goals and Objectives.
Administrative and Clerical Support Function: 1. Complete cross training program for all department
Provides administrative and clerical support to all other
divisions.
Manaaement RepOPtinfJ Svstem Function: Ensure
that Management Reporting System is accurately main-
tained and generates all reports on schedule.
Record Keeping 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 diviiisnal goals.
1. Establish program and quarteriy 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
3. Reduce the number of continuing planchecks to a
Enqineerino Plancheck: Process all engineering
development plans and maps in a professional manner
maintaining a high quality and meeting production
goals.
all planchecks.
minimum.
(continued)
73
1
1
M
I
I
8
1
I
I
8
I
I
1
1
I
1
I
PROGRAM: ENGINEERING PAGE N
DEPARTMENT ENGINEERING ACCT NO. 001-31
FUND: GENERAL
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
Investiaations: Review, analyze and report on a wide
variety of traffic issues, concerns, complaints and
inquiries.
11. Answer all phone calls within 24 hours.
2. Provide complete engineering coverage of frc
counter and make initial contact with all citiic
customers within 5 minutes.
‘I. Complete investigations within a timely manner 6
weeks). Follow-up on recommendations by issu
work orders, proposals for C.I.P. consideration I developer obligations.
Continulna Operations: Maintain up-to-date record of
collision reports, speed surveys, traffic counts and
assist in maintaining optimum traffic signal operations.
‘I. Update speed surveys prior to expiration and
accordance with vehicle code; log, pin and
collision reports within two weeks of receiving thc
conduct traffic counts on an as-needed basis; i
respond to traffic signal problems on a same-(
basis.
Protect Reviews: Review traffic control plans, signing 1. Complete reviews in a timely manner to main
and stripping plms and traffic signal plans. Review department goals for plancheck services. Pro)
project submittals for good transportation planning immediate response to interdepartment needs i
concepts. Provide interdepartment coordination on concerns.
various issues on an as-needed basis.
Coordination: Coordinate the design, construction, 1. Thoroughly and efficiently scope all capital proje
and inspection of the Ci’s Capital Projects Program. Direct the design and construction of public I
Provide safe, efficient, and economical inspection jects. Provide support and assistance to clients t services for all projects within the Ci through a Ci departments through a coordinated Car
combined and comprehensive inspection program. Program.
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
1. Complete inspections in a timely manner.
1 control.
SIGN I FICANT CHANGES:
Maintenance and Operations expenses are down due to less consultant time being allocated and the completio
projects during 1992-93.
74
-
1-91 1991-92 1992-93 1993-94
BCTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 16,800 $ 16,381 $ 16,930 $ 18,106
MAIMENANCE OPERATION 17,766 11,078 13,350 13,350
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $ 34,566 $ 27,459 $ 30,280 $ 31,456
POSITIONS 0 0 0 0
3
1990-91 1991 -92 1992-93 1 993-94
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 1,253,476 $ 1,353,969 $ 1,363,010 $ 1,407,247
MAINTENANCE OPERATION 392,755 728,451 =w= 537,798
CAPITAL OUTLAY 66,797 0 0 0
GRAND TOTAL $ 1,713,028 $ 2,082,420 $ 2,032,643 $ 1,945,045
POSITIONS 24 27 23 23
I
I
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
199c. -31 1991 -92 1992-93 1993-94
ACTL AL ACTUAL BUDGET BUDGET
$ 196,725 $ 95,574 $ 96,168 $ 98,411
30,431 10,286 13,794 7,380
3,833 0 0 0
$ 230,989 $ 105,860 $ 109,962 $ 105,791
4 3.5 1.5 1.5
I
I
#
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL $ 955,607 !
Posrnoivs
i
I
I
I
I
I
4
8
I
I
I
I
1
I
1
8
1
8
I
Culture and Recreation
1990-91 1991-92
ACTUAL ACTUAL
PERSONNEL $ 1,826,428 $ 2,024,707
MAINTENANCE OPERATION 1,003,595 923,875
CAPITAL OUTMY 64,880 14,967
GRAND TOTAL $ 2,894,903 $ 2,963,549
POSITIONS 36 36
1
I
1992-93 1993-94
BUDGET BUDGET
$ 2,044,297 $ 2,123,759
869,433 980,308
22,697 41,500
$ 2,936,427 $ 3,145,567
32 32
1990-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 369,404 $ 337,052 $ 332,539 $ 339,691
MAINTENANCE OPERATION 208,442 242,387 205,299 250,219
CAPITAL OUTLAY 10,285 0 0 0
GRAND TOTAL $ 588,131 $ 579,439 $ 537,838 $ 589,910
POSITIONS 9 7 6 6 -
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
PosmoNs
1
I
1990-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 185,926 !6 251,018 $ 261,723 $ 271,619
4,857 6,297 4,850 8,850
2,526 0 0 0
$ 193,309 !6 257,315 $ 266,573 $ 280,469
2 3 3 3
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 speclalbed research Sewices 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
instruction and tours; select new and replacement
materials; give talks for community groups.
interlibraw Loan: Send to and receive from other 1. Interlibrary Loans: libraries requests for books, microfilm, and photo-
copies.
Periodicals: 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
the Carlsbad Sun using computer software.
books and audiovisual materials; provide library 59,678 64,282 68,083
1,756 1,498 1,720
47,278 48,852 60,793
1. Online Searches Paid:
196 189 99*
PERFORMANCE OBJECTIVE:
1. Reinstate online searches in 1993-94 and complete
indexing one year of the Carlsbad 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.
SIGN I FlCANT CHANGES:
None.
82
1-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 71,864 1; 75,525 $ 77,454
MAINTENANCE OPERATION 10,118 2fJ,=? 6,850
CAPITAL OUTLAY 1,013 0 0
GRAND TOTAL $ 82,995 1; 95,827 $ 84,304
Posmms 1 1 1
8
I
1993-94
BUDGET
$ 78,060
1,050
0
$ 79,110
1
PROGRAM:
FUND: GENERAL
CH I LD REN 'S SERVICES
DEPARTMENT: LIBRARY ACCT NO. 001-4030
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 activiiies that educate or encourage creativii. The Division also assists teachers and adutt students in education,
child development and children's literature.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1989-90 199091 1991-92 ---
General Reference Services: 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.
Procrram Acthritles: Includes Summer Reading Club, 1. Program Attendance: special holiday and seasonal events, annual short story
contest, spelling bee, pet show, and cuttural enrich-
ment programs. Introduces children to literaturo and
encourages creativii. Cooperative programs with the
Centro provide muki-cultural experiences.
16,005 21,828 26,628
154,376 190,791 200,685
20,566 10,134* 7,638*
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.
SIGN IF [CANT CHANGES:
None.
84
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
I
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199091 1991 -92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 298,755 $1 323,794 $ 334,008 $ 348,345
81,374 a,= 67,OOO 71 ,OOO
9,711 0 0 0
$ 389,840 $P 364,360 $ 401,008 $ 419,345
8 8 7 7
1990-91 1991 -92
ACTUAL ACTUAL
PERSONNEL $ 0 $ 93,676
MAINTENANCE OPERATION 0 16,756
CAPITAL OUTLAY 0 0
GRAND TOTAL $ 0 $ 110,432
POSmONS 0 1
1992-93 1993-94
BUDGET BUDGET
$ 95,111 $ 98,683
505 1,410
0 0
$ 95,616 $ 100,093
2 2
1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 66,340 4; 67,702 $ 70,786
MAINTENANCE OPERATION 27,298 18,909 15,500
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GRAND TOTAL $ 94,922 96 86,611 $ 86,286
POSITIONS 1 1 1
1993-94
BUDGET
$ 71,334
18,380
0
$ 89,714
1
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, writing 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, wriaing 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
literacy 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:
1 47 174 140
3. Potential Volunteer Inquiries:
274 296 246
Libraw Adutt Learners Collectlon: The program 1. Items Circulated:
develops and maintains a library collection of over
1,800 volumes, appropriate for adult interests and
written at lower reading levels.
3,168 3,818 3,784
SIGNIFICANT CHANGES:
None.
88
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
PosrnoNs
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1-91 1991 -92 1 992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 168,717 $ 188,419 $ 197,846 $ 206,249
124,017 87,331 0 2,780
0 3,- 0 0
$ 292,734 !b 279,418 $ 197,846 $ 209,029
2 2 0 0
PROGRAM: CULTURAL ARTS FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4210
MAINTENANCE OPERATION
GRAND TOTAL
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 Proqrams: 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 exhiba of local artists’s artwork - Artwork for 15 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
Plan according to established priorities 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 Relatlons: Maintain close 1. Information Services: Produce a monthly news-
contact with arts organizations, civic clubs, City depart- letter/calendar, 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.
SIGN I FlCANT 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.
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1990-91 1991 -92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 3,209 I$ 9,550 $ 1,142 $ 0
MAINTENANCE OPERATION 14,037 9,124 10,500 10,250
CAPiTAL OUTLAY 0 0 0 0
GRAND TOTAL $ 17,246 I$ 18,674 $ 11,642 $ 10,250
POSmONS 0 0 0 0
~
1990-91 1991 -92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 0 !$ O$
MAINTENANCE OPERATION 7,889 3,233 22,300
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I CAPITAL OUTLAY 33,708 11,299 17,288
GRAND TOTAL $ 41,597 $ 14,532 $ 39,588
POSmONS 0 0 0
1993-94
BUDGET
O$ 0
1 to00
41,500
$ 42,500
0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
199091 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 0
86,696 58,232 61,043 123,500
0 0 5,409 0
$ 86,696 $ 58,232 $ 66,452 $ 123,500
0 0 0 0
199091 1991 -92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 2,743,560 4; 2,904,795 $ 2,827,135
MAINTENANCE OPERATION 2,083,446 1,990,141 2,072,111
CAPITAL OUTLAY 155,149 89,662 1,100
GRAND TOTAL $ 4,982,155 3; 4,984,598 $ 4,900,346
POSITIONS 49 49 46
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1993-94
BUDGET
$ 2,826,232
1,943,694
8,m
$ 4,777,926
45
1990-91
ACTUAL
PERSONNEL $ 320,495
MAINTENANCE OPERATION 145,497
CAPITAL OUTIAY 7,332
GRAND TOTAL $ 473,324
POSITIONS 5
1991-92 1992-93 1993-94
ACTUAL BUDGET BUDGET
$ 337,307 $ 289,793 $ 294,591
229,985 218,816 77,658
0 0 0
$ 567,292 $ 508,609 $ 372,249
5 4.6 4.6
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
PosrnoNs
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1-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 0 $1 O$ O$ 0
1,194 666 400 400
0 0 0 0
$ 1,194 9; 666s 400s 400
0 0 0 0
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 $ 1,735,183 $ 1,630,142 $ 1,485,932 $ 1,535,413
POSITIONS 21 21 18.6 18.6 -
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PROGRAM: OPERATIONS PAGE n
FUND: GENERAL
DEPARTMENT PARKS AND RECREATION ACCT NO. 001-4'
PROGRAM ACTIVITIES: 'WORKLOAD MEASURES:
lrriaation 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
centralized irrigdion system.
Open Space Maintenance: Provide maintenance 1. Number of Acres:
activities to Cii owned open space and areas of
additional maintenance responsibilities. Duties include
trash removal, clean up and weed abatement.
Miscellaneous Malntenance/Repalr and Special
Reauest: These activities which are difficult 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 1W-93 1993-94
84 85 85
'2. irrigation Measures/No. of Valves:
1,050 1,058 1,066
408 450 452
SIGNIFICANT CHANGES:
Personnel costs are down due to the transfer of 40% of the Park Superintendent's salary to the Tree Maintena
Assessment District.
PROGRAM: TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: PARKS AND RECREATION ACCT NO. 161-4122
MAINTENANCE OPERATION
WORK PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space areas, and trees
at all City facilities.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1990-91 1991 -92 1992-93
Street Trees: The Division Program provides main-
tenance for over 21,000 trees on City right&-ways.
The maintenance consists of pruning, planting, removal
and root pruning. The division annually responds to 500+ Street Tree work order/requests, removes 50+
trees, and plants over 100 trees.
1. No. of Work Orders/Cituen Requests Completed:
561 544 529
2. No. of Trees Trimmed:
61 4 505 685
3. No. of Trees Removed:
43 75 86
4. No. of Trees Planted:
997 900 129
Contractual Tree Maintenance: Provides an on going
program for contracting, administering and overseeing
Street Tree maintenance program beyond the scope of
this division.
Weed Abatement: This program involves the treat-
ment of undeveloped right-of-way and open space
areas for weed growth removal. The activities include
herbicide application, and cultural practices to eliminate
weed growth.
Hosp Grove Maintenance: Program currently in-
volves quarterly maintenance of Hosp Grove. Work
consists of clean-up, recruiting volunteer and grant
assistance and removing hazardous trees.
1. No. of Trees Pruned:
82 a5 125
1. No. of Right-of-way Miles Treated/Maintained:
89 60 55
2. No. Gallons of Mixed Herbicide Applied:
3,200 2,200 1,950
1. No. of Probation Hours:
324 270 0
2. No. of VolunteerlCCC Hours:
330 0 0
3. No. of Regular Hours:
72 602 48
(continued)
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PROGRAM: TREE MAINTENANCE PAGE N
DEPARTMENT: PARKS AND RECREATION ACCT NO. 161-41
FUND: MAINTENANCE ASSESSMENT
PROGRAM ACTIVITIES:
Miscellaneous Maintenance: 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.
SIGN I Fl CANT CHANGES:
Maintenance and Operation costs are down due to the completion of the street tree inventory in 1992-93.
101
1990-91
ACTUAL
PERSONNEL $ 64,400
MAINTENANCE OPERATION 89,706
CAPrrAL OUTlAY 0
GRAND TOTAL $ 154,106
POSITIONS 1.5
1991-92 1 992-93 1993-94
ACTUAL BUDGET BUDGET
$ 78,514 $ 94,478 $ 91,432
126,063 174,818 182,671
0 0 0
$ 204,577 $ 269,296 $ 274,103
1.5 1.5 1.5
1990-91 1991 -92
ACNAL ACTUAL
PERSONNEL $ 253,626 9; 286,668
MAINTENANCE OPERATION 104,857 76,582
CAPITAL OUTLAY 21,936 0
GRAND TOTAL $ 380,419 96 363,250
Posmolrls 4 4
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1 992-93 1993-94
BUDGET BUDGET
$ 254,435 $ 274,407
77,702 65,676
0 0
$ 332,137 $ 340,083
4 4
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT PARKS AND RECREATION ACCT NO. 0014132
MAINTENANCE OPERATION
WORK PROGRAM:
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and
interests of the community through fee-supported programs on a 60% self-sustaining basis.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1990-91 1991-92 1992-93 ---
Instructional Classes: Provides year round classes 1. Enrichment Classes:
for all ages, preschool to seniors, taught by qualified
contract instructors at various sites in Carlsbad.
Daytrippers: offers both one day and multi-day trips 1. Daytrippers:
for adults. A trained Tour Guide assists those on the
trip to enjoy social and cultural events in Southern # participants California and other western states.
Sports Proarams: Provides a variety of seasonal 1. Youth Sports:
sports, coaching and competition including adult slow-
pitch softball, basketball, track and field, and volleyball. These programs attract an increasing number of
spectators.
# conducted 1,095 950 950
# enrolled 17,250 15,180 13,000
# trips conducted 60 49 37
850 1,060 1,270
# teams 50 60 80
# participants 1,000 1,320 1,500
# spectators 8,000 10,100 11,200
2. Adult Sports:
# teams 375 320 356
# participants 5,255 4,600 4,865
#spectators 30,000 27,000 30,000
Special Events/After-School Proarams: Offers a 1. Special Events:
variety of special events for youth, teens and adults
including Easter Egg Hunts, Halloween Carnivals,
Triathlon and golf clinics. The 'Kids Club,' an after-
school special activities program, is conducted at Pine
School. Volunteers are included in a high percentage
of Recreation Division programs including youth
basketball, Triathlon and special events.
SIGNIFICANT CHANGES:
# events 18 11 11
# participants 13,000 10,100 10,260
2. Community Volunteers:
# volunteers 573 600 610
# hours 5,550 6,000 6,050
One Recreation Specialist position has been eliminated. Increased costs reflect the augmentation of the Kreuger Hot
Pre-school Program.
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
PosrnoNs
I
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1990-91 1991-92 1992433 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 174,471 $; 181,428 $ 182,544 $ 184,091
76,726 82,381 69,846 76,460
1,817 0 0 8100
$ 253,014 9; 263,809 $ 2!j2,390 $ 268,551
1 1 1 1
PROGRAM:
DEPARTMENT PARKS AND RECREATION ACCT NO. 001-4134
RECREATION - AGUA HEDIONDA LAGOON
FUND: GENERAL
MAINTENANCE OPERATION
WORK PROGRAM:
Provide for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or
eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provides a communications
link with dispatch during the seasonal heavy use period of six to nine months on the water.
PROGRAM ACTIVITIES: WORKLOAD M EAS U RES:
1990-91 1991-92 1992-93
Permits: Issue annual lagoon use permits. Veri and 1. Applications: 600 540 520
2. Annual Permits: 570 544 490 monitor DMV registration. Observe and document
boating traffic and use activity.
3. Daily Permits: 155 93 125
Education and Enforcement: Provide education 1. Patrol Contacts/Observation:
regarding boating laws and special conditions on the
lagoon. Enforce and ensure compliance with boating
and lagoon use laws. Effectively respond to vessel
emergencies, accidents or injuries and requests for aid.
Place and maintain regulatory buoys and signs.
Malntenance: Remove debris and hazards from the
water surface, shoreline and public accesses, maintain
patrol boat, motor, trailer, and associated equipment.
SIGNIFICANT CHANGES:
None.
# Power Boats: 5,500 4,026 4,394
# Jet Skis: 700 1,048 1,080
10 6
1990-91
ACTUAL
PERSONNEL $
MAINTENANCE OPERATION 453
CAPITAL OWY 0
GRAND. TOTAL $ 453s
POSITIONS 0
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1991-92 1992-93 1993-94
ACTUAL BUDGET BUDGET
O$ O$ O$ 0
261 150 150
0 0 0
261 $ 150 $ 150
0 0 0
PROGRAM: SENIOR PROGMMS
FUND: GENERAL
DEPARTMENE PARKS AND RECREATION ACCT NO. 001-4142
MAINTENANCE OPERATION
WORK PROGRAM:
Provide a broad range of activiiieslservices designed to anticipate and respond to the needs and interest of Carlsbad's
older adults.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Personal Assistance: Plan, coordinate and schedule 1. Schedule a no costbow cost health screening
activiiies/services intended to assist Seniors in main- intended to educate Seniors and detect potential
tain independent lifestyles. health risks: skin cancer, glaucoma, diabetes, blood
pressure, hearing, etc..
2. Arrange for the ongoing provision of personal
management services: legal assistance, tax prepara-
tion, insurance counseling, personal counseling,
and driiers training.
3. Provide information and referral on other community
services and resources available to older adults.
4. Increase Seniors exposure and knowledge of
services/programs which foster their independence
such as "how to utilize public transportation", "How
to utilize the library computerized card catalogue",
etC.
Recreation Opportunities: Plan, coordinate and 1. Offer a minimum of 12 day trips annually to local
schedule a variety of recreational opportunities to attractions.
2. Offer a variety of opportunities for Seniors with address the varied interests of the older population.
diverse interests: classes (Le., art, exercise, lan-
guages), lectures (ia, financial planning, travel,
informational, etc.), dances, discussion groups,
cards and games.
3. Offer a minimum of 4 weekend events: ice cream
social, fashion show, Super Bowl party, World
series party.
(continued)
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PROGRAM: SENIOR PROGRAMS PAGE T
DEPARTMENT PARKS AND RECREATION ACCT NO. 001-4
FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Social Interaction: Provide an environment and 1. Encourage the development of groups of pec
opportunity for older people to meet and interact with sharing similar interests: anglers, stamp colled
their peers. coin collectors, billiards.
2. Provide volunteer opportunities where Seniors'
provide a service to their community while me6
new people, etc.
3. Maintain the "open' atmosphere of the lounge WI
people can drop in to chat and have a CUI
coffee.
e
Increase Revenues: Develop a strategy to increase
revenues.
1. Where feasible develop a reasonable fee struc
for activities which require administrative sup
previously offered buy were at no cost.
2. Develop a "profii sharing" plan whereby the Sf
Center receives a portion of all fees collected f
programs/activiiies where a fee is collected.
3. Develop and implement a marketing strateg
increase after hours rental of the Senior Centei
I SIGN I FlCAPlT CHANGES:
None.
109
PROGRAM: SENIORS
FUND: SENIOR NUTRITION
DEPARTMENT PARKS AND RECREATION ACCT NO. 181-8118 THRU 181-8120
MAINTENANCE OPERATION
WORK PROGRAM:
Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 years of age
and older.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1991-92 1992-93 1993-94 ---
Noon Lunch: Provide a nutritionally balanced noon 1. Hot Meals: 35,OOO 35,OOO 35,396
lunch for persons 60 years of age or older.
Home Meals: Deliver a hot meal and sandwich to 1. Hot Meals: 11,OOO 11,OOO 10,695
homebound persons 60 years of age or older in
Carlsbad.
TranSROttatiOn: Provide transportation for Carlsbad 1. One Way Trips: 6,900 8,OOO 8,000
Seniors to the lunch program, medical appointments
and shopping.
SIGN I FlCANT CHANGES:
None.
110
8 Ufilifies and Mainfenancr
PROGRAM: UTILITIES AND MAINTENANCE
FUND: GENERAL
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DEPARTMENT: UTILITIES AND MAINTENANCE SUMMAR
MAINTENANCE OPERATION
1990-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET -
PERSONNEL $ 310,272 $ 277,979 $ 295,336 $ 315,422
MAINTENANCE OPERATION 49,922 58,193 54,608 57,894
CAPITAL OUTLAY 524 0 0 0
GRAND TOTAL $ 360,718 $ 336,172 $ 349,944 $ 373,316
POSITIONS 5 5 6 6
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PROGRAM:
DEPARTMENT UTILITIES & MAINTENANCE ACCT NO. 001-60
AD M I N I STRATI 0 N PAGE Tv
FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Contract Services: Supervise and coordinate
contractually provided services.
‘I. Process all contracts, RFP’s, Letters of Acce
tance, Notices to Proceed, and other dot
ments pertaining to contracts in a tim
manner.
2. Prepare refuse collection, recycling, gra
control, and all other contracts pertaining
the department.
Tralnlnq & Safety: Provide training in work
related areas, and motivate employees to en-
hance their job skills.
‘1. Process all training requests and registratic
in a timely manner.
2. Distribute current safety information to E
ployees.
:3. Brief all management personnel of any Chi
ges to safety rules and regulations, and hl R monthly safety inspections.
Coordination with Other Departments and 1. Represent City and Department by attend
Aqencies: Coordinate activities with other City County and area meetings and conferencl
,2. Facilitate communication between Departm departments and divisions, and with outside
agencies. and other City departments.
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, Comn
sions and other agencies.
3. Prepare grant applications as appropriate
Community Services: Respond to all citizen 1. Receive, record and disseminate citii
inquiries expeditiously. Prepare correspondence inquiries.
2. Maintain and facilitate communication v as needed for all divisions.
Division managers to insure that all citi;
inquiries are being responded to within l
1. Process leases, appraisals and corresp
dence within one day of receipt.
2. Process agenda bills, resolutions, and i
other materials needed for C-W Council mt
ngs.
3. Research and analyze all data pertinenl
property management.
1 day turn-around period.
Real Propertv Manaciement: Ensure that all
leases, propetty acquisitions and sales activities
are handled appropriately.
SIGNIFICANT CHANGES:
Budgeted increases reflect the full year funding of two lpsitions and Maintenance and Operation cc
transferred into this program in the middle of 1992-93.
113
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
DEPARTMENT: UTI LlTlES AND MAINTENANCE ACCT NO. 001-5110
MAINTENANCE OPERATION
WORK PROGRAM:
The Street Maintenance Division’s major program is Street and Roadside Maintenance, scheduled to provide maximum
safety for traffic and pedestrians who travel throughout the City of Carlsbad. This area of responsibilrty encompasses
a variety of different maintenance activities. These activities are categorized into seven (7) maintenance programs
described below:
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Roadside Maintenance: Roadside Maintenance 1. The County Honor Camp crew will pick up over 300
activities consist of litter pick-up, debris hauling, cubic yards of litter from City right-of-way. This
sidewalk repair and guardrail maintenance. program is supervised by Crty staff (funded by Solid
Waste).
2. Continue maintenance and repair of 25,263 lineal
feet of guardrail as needed.
3. Remove and haul 2,500 cubic yards of debris from
Reservoir #2, accumulated from City construction
and repair crews, to the County dump: recycle
concrete and asphalt.
4. Repair 15,000 square feet of curb, gutter and side-
walk (trip hazards) to minimize liability claims
(funded by Gas Tax).
Drainaqe System Maintenance: Maintain, clean and
repair the City’s drainage system.
1. Annually schedule the cleaning and maintenance of
3,200 catch basins. Work will be completed from
August thru October to ensure proper flow and run- off during winter storms.
2. Schedule annual cleaning of 20,105 lineal feet of
open drainage channel. Work will be scheduled
from August thru October.
3. Supervise contract to maintain Buena Vista Channel.
(continued)
114
PROGRAM: STREET MAINTENANCE PAGE N i DEPARTMENT: UTILITIES AND MAINTENANICE ACCT NO. 001-51
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FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Citv Sign 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 requests. Conduct visual and retro-
refiectometer ollce a year in conjunction with the
Division's Safety Inspection Program.
1. Maintain and repair, as needed, the 6,300 sic
2!. Fabricate and install 1,300 traffic, street name a
91. Timely response to Traffic Engineering work ords
4,. Annually condud visual and reflectivity tests
1,449 warning and 3,159 regulatory signs to ins1
proper and safe signage throughout the City.
E;. Maintain all traffic control devices used for constri
tion, repair and emergencies.
1. Several methods of asphalt repair applications
used to apply 4,000 tons of asphalt annually (fui
ed by Gas Tax): Skin Patching, Utilii Cut Rep
Leveling with Asphalt, and Base Replacement
11. Refresh striping on 225 pass miles on "prir
roadways, 166 pass miles on "major roadways, 1
pass miles on 'secondary' roadways, and 53 pt
miles on 'residentid roadways.
Z!. Refresh 189 crosswalks, including school crossin
3. Refresh 3,000 pavement markings.
4. Refresh 15,000 linear feet out of 35,349 linear f
5. Refresh Ci facilities parking areas, as needed.
6. Respond in a timely manner to work orders fri
Traffic Engineering and special requests frl
throughout the Ci.
special order signs.
Road Surface Maintenance: Maintain 555 lane miles
of paved roadways throughout the Ci. This maints
nance program insures that the City's road system is
properly maintained and safe for travel.
Traffic Safetv Pavement Strioina Proaram: Ensure
proper delineation and direction for safe passage on
City streets. Maintain and refresh dl line strips, cross-
walks, pavement messages, colored curb and City
facilities parking areas. Respond to Traffic Engineering
work orders and special requests from various Ci
departments.
colored curbs.
I various City Departments.
Miscellaneous Maintenance and Repair Proaram:
Monitor unscheduled work activities that the Street
Division performs annuaiiy; this program accounts for
6,600 staff hours.
Maior Rehabilitation Contract Proaram: Direct and Annual Goal Funded I
ovelsee the five (5) maintenance and rehabilitation
Gas Tax contracts listed.
Gas Tax
Gas Tax
.I. Emergency response, citizen's complaints, stc
patrol, safety and training, special events.
'I. Street Sweeping:
2. Chip Seal:
:3. ACOverlay:
4. Curb, Gutter & Sidewalk Replacement:
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
!j. Buena Vista Channel Maintenance:
Clean the Buena Vista
Drainage Channel
Gas Tax
Buena Vi
Channel
Maint. Di
SIGNIFICANT CHANGES:
Costs for supplies for in-house street maintenance have n transferred to Gas Tax funding. I$?
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1990-91 1991 -92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 0
599,077 140,004 1,427,000 1,219,500
0 0 0 0
$ 599,077 $ 140,004 $ 1,427,000 $ 1,219,500
0 0 0 0
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TQTAL
PosrnoNs
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ACTUAL ACTUAL BUDGET BUDGET
$ 475,552 $ 512,304 $ 590,354 $ 642,723
599,316 580,030 845,446 672,456
2,847 39,735 7,600 0
$ 1,077,715 $ 1,132,069 $ 1,443,400 $ 1,315,179
15 15 15 15
1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 13,912 $ 17,801 $ 17,000
MAINTENANCE OPERATlON 271,171 313,380 323,525
CAPITAL OUilAY 5,035 690 0
GRAND TOTAL $ 290,118 $ 331,871 $ 340,525
POSITIONS 0.3 0.3 0.5
1993-94
BUDGET
$ 18,210
356,624
0
$ 374,834
0.5
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ACTUAL
PERSONNEL $ 161,993 !
MAINTENANCE OPERATION 397,389
CAPITAL OUTLAY 958
GRAND TOTAL $ 560,340 :
Posrno~s 3
PROGRAM:
FUND: MAINTENANCE ASSESSMENT
BUENA VISTA CREEK CHANNEL MAINTENANCE
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 162-5910
MAINTENANCE OPERATION
WORK PROGFWM:
The maintenance of the Buena Vista Creek Channel.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1990-91 1991-92
Administratlon: Administer the Buena Vista Creek
Channel Maintenance District.
Operations: Prepare and administer a maintenance 1. Square feet of channel cleaned:
contract to provide an effective, consistent means of
clearing the channel. 0 0
SIGNIFICANT CHANGES:
None.
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1990-91 1991 -92 1 992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 2,322 !$ 0 $ 13,000
MAINTENANCE OPERATION 17,818 100,134 230,500
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 20,140 ’$ 100,134 $ 243,500
POSITIONS 0 0 0
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BUDGET
$ 42,417
144,200
0
$ 186,617
0
PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO
DEPARTMENT UTILITIES AND MAINTENANCE ACCT NO. 520-6410
FUND: SOLID WASTE ENTERPRISE
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Composting: 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 1. Evaluate feasibility of siting permanent household
household hazardous waste pick-up via contract with hazardous waste collection faciltty 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 ail 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 Recvcling: Coordinate the recycling pro-
gram of materials collected at Ci 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.
M: 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.
SIGN IFJCANT CHANGES:
Increased Personnel costs reflect funding for one part time employee.
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1-91 1991-92 1 992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 332982 4; 327,806 $ 335,052
MAINTENANCE OPERATION 881'684 889,804 963,245
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 1,214,666 1; 1,217,610 $ 1,298,297
POSITIONS 7 7 6
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BUDGET'
$ 388,520
918,475
1,500
$ 1,308,495
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PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 620-5220
MAINTENANCE OPERATION
GRAND TOTAL
WORK PROGRAM:
Accumulate funds on a routine basis for the orderly replacement of the motorized rental fleet. This includes the
determination of the economic life of individual units, the development of proper specifications to suit users’ needs, the
ouffitting of units before being placed into service, and replaced units being prepared for auction.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1991-92 1992-93 1993-94
lactuau lestimatel lDroiected)
Fund Malntenance: Calculate future acquisition costs 1. Vehicles/equipment acquired:
for units in the rental fleet and establish an average
replacement charge by vehicle class.
Speciflcatlon Writing: Write specifications for the
purchase of replacement units combining the needs of
the users and economic reality of the City.
Purchase and Dlsposal: In a cooperative effort with 1. Vehicles/equipment disposed:
the Purchasing Department buy replacement units after
bid assessment and arrange for the auction of old
units. 2. Total Units in Fleet:
15 47* 53
14 35** 53
339 351 351
** includes 16 misc. units declared obsolete by
includes 34 CMWD units added to Fleet.
Superintendent.
SIGN I FlCANT CHANGES:
Includes funds to purchase vehicles scheduled for but not purchased in 1991-92 and 1992-93 as well as for vehicles
scheduled in 1993-4.
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I Housing and Rede velopmei
1990-91 1991-92 1 992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ 524,453 $ 463,610 $ 547,311
MAINTENANCE OPERATION 2,160,468 2,453,718 3,064,314 I
I CAPITAL OUTLAY 4,301 2,323 0
GRAND TOTAL $ 2,689,222 $1 2,919,651 $ 3,611,625
POSITIONS 10 10 10
1993-94
BUDGET
$ 586,582
3,158,327
0
$ 3,744,909
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1990-91 1991 -92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
$ 158,202 $ 119,393 $ 163,964 $ 160,845
1,593,190 1,742,889 1,959,012 2,083,511
0 0 0 0
$ 1,751,392 $ 1,862,282 $ 2,122,976 $ 2,244,356
4 4 4 4.5
PROGRAMS: CERTIFICATES AND VOUCIHERS PAGE n
FUND: HOUSING SECTION 8
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DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NOS 131-3330 AND 3:
PROGRAM ACTIVITIES: 'WORKLOAD MEASURES:
1 w93 1 9931
Estimated Proiec
Recertification: Continuous annual processing of 1. Recertifications: 386 421
existing tenants to insure their compliance with housing
program criteria 2. Interim Recertifications
(Le., tenant change of
income status, etc.): 190 m
\ I SIGNIFICANT CHANGES:
Personnel costs have increased due to the transfer in of one quarter Secretary II position and one quarter Clerk Ty
position. ihe portions of these positions came from the Redevelopment Agency budget. The Voucher PrOg
Maintenance and Operation increase is due to increases in Rental Assistance Payments.
1 127
PROGRAM: PORTABLE VOUCHERS
FUND: HOUSING SECTION 8
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 131-3320
MAINTENANCE OPERATION
WORK PROGRAM:
As part of the HUD Section 8 Rental Assistance Program, the Carlsbad Housing Authorrty must receive and process
portable vouchers and/or certificates issued from outside Public Housing Authorities.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1991-92 1992-93
Portable Voucher/Certificate Processing: Receive 1. Out-of-Town
and process out-of-town vouchers and certificates. Vouc hers/Certificates: 7 18
SIGN I FlCANT CHANGES:
None.
128
1990-91 1991-92 1992-93
ACTUAL BUDGET ACTUAL
PERSONNEL $ 307,345 9; 229,677 $ 256,643
MAINTENANCE OPERATION 41 0,835 418,934 576,668
CAPITAL OUTLAY 3,008 2,323 0
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POSITIONS 5.5 4.5 4.5
1993-94
BUDGET
$ 200,565
427,890
0
$ 628,455
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PROGRAM: AFFORDABLE HOUSING
FUND:
DEPARTMENT HOUSING AND REDEVELOPMENT ACCT NO. 813-3420
REDEVELOPMENT - LOW AND MODERATE INCOME
MAINTENANCE OPERATION
WORK PROGFWM:
To develop innovative programs that will promote and develop projects to increase the number of affordable housing
units throughout the Ci of Carlsbad.
PROGRAM ACYlVlTlES: PERFORMANCE OBJECTIVES:
Affordable Housina Proaram: Implement Program to
meet affordable housing goals.
1. Develop and implement new affordable housing
a) identify areas for improvement
b)
c)
project processing procedures:
coordinate solutions with City staff
communicate new procedure clearly to
develop community
2. Provide administrative support to the Housing
3. Identify possible projects.
4. Assist in structure and implementation of affordable
housing projects.
5. Direct educationai programs for citizens, business
and government agencies interested in affordable
housing.
Commission.
SIGN I FlCANT CHANGES:
None.
130
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
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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
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1990-91 1991-92 1992-93 1993-94
ACTUAL ACTUAL BUDGET BUDGET
~
PERSONNEL $ 2,513,825 $ 2,411,076 $ 2,971,981 $ 2,916,717
MAINTENANCE OPERATION 9,714,372 1 1,185,197 14,016,398 14,632,767 I
1 CAPITAL OUTIAY 0 178,949 383,710 35,100
GRAND TOTAL $ 12,228,197 $ 13,775,222 $ 17,372,089 $ 17,584,584
POSlTlONS 52.9 52.9 56 56
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 Ci and District. This program provides administration,
billing, meter reading, operations, maintenance, engineering, public information and water conservation.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Coordination with Other Departments and Aaencies: 1. Represent City and Departments by attending
Work with San Diego County Water Authorii, 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 Po City Ma-
nager, Ci 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.
Enaineering: 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 preven-
tative maintenance on the water facilities 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 pian 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)
13 3
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PROGRAM: WATER OPERATIONS PAGE r
FUND: WATER ENTERPRISE
DEPARTMENT: WATER DISTRICT ACCT NO. 501-6
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Meter Readlng: Perform monthly reading of more
than 17,500 meters.
Water Bllllng: 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 fori
2. Purchase and implement water billing sys
while providing more information.
equipment upgrades.
SIGNIFICANT CHANGES:
Personnel costs have increased due to the reallocation of staffing expenses between Water Operations and
Sanitation Enterprise. Maintenance and Operation costs reflect the water rate increases from both the San Di
County Water Authority and the Metropolitan Water District.
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1990-91 1991-92 1992-93
ACTUAL ACTUAL BUDGET
PERSONNEL $ O$ 0 $ 160,470
MAINTENANCE OPERATION 0 0 68Q400
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ O$ 0 $ 840,870
POSITIONS 0 0 1
x ..
1993-94
BUDGET
$ 52,960
857,800
6,400
$ 917,160
1
1990-91 1991-92
ACTLJAL ACTUAL
PERSONNEL $ 384,208 1; 420,942
MAINTENANCE OPEWTION 31458,880 3,638,483
CAPITAL OUTLAY 0 0
GRAND TOTAL $ 3,843,088 4; 4,059,425
PosrnoNs 8.4 8.4
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1992-93 1993-94
BUDGET BUDGET
$ 641,420 $ 561,199
3,750,230 3,987,187
145,400 5,000
$ 4,537,050 $ 4,553,386
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1993-94 CAPITAL IMPROVI3"T PROGRAM
Introduction
The Capital Improvement Program (CIP) for 1993-94 totals $26 million, which is $6
million or 25% below the 1992-93 adopted budget of $32.4 million. Projected revenuc
for the 1993-94 program total $39.7 million and are up by $4.5 million or 13% from tl
1992-93 budget. The increase is due primarily to the planned issuance of bonds for tw
projects and highway grant and transnet revenue,, Weak economic conditions continue 1
prevail and are noticeable among the revenues gleaned from construction within t€
community. 'Revenues collected as the result of new residential and CommerciaVindustri
development are nearly identical to the projections of 1992-93. This has resulted in son
project phasing and deferrals necessary to balance the 1993-94 budget. This report a~
the accompanying CIP documents reflect the actions taken to address the issue of fundi^
availability weighed against the demand for facilities and growth.
As the City continues to monitor growth in conjunction with revenues, it has becon
apparent that there is a correlation between the amount of funds that can be spent (
projects and the amount of growth. If development subsides, so too do revenues, whit
in turn impacts expenditure schedules. Most expenditure schedules were established ush
the growth management standards as guidelines. Interwoven into this formula are fisc
constraints which have become important to the scheduling of projects. This yee
additional projects were deferred in order to balance with projected revenues. Previous1
the City chose to build facilities to meet maximum population expectations. TI
philosophy has shifted to one where phasing of projects will more closely match tl
incremental growth demands. Further, in cases where facility availability fails to me
growth management standards, developers may be required to finance design ax
construction costs. The growth management system used by the City needs to be viewc
with flexibility, as well as in concurrence with otlher external issues, including the gener
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 biuildout may be broken down into thr
major categories as follows: 1) fees generated by development in Carlsbad, 2) tl
Community Facilities District, and 3) other sources including grants, bond issues, a
letters of credit. The pie chart on the following page provides an overview of the estimatc
revenues which are projected to support the CIP projects. Approximately 65% of all C
revenues are received as a result of development, and are dependent upon assump~o
made about the City's growth in dwelling units arid commercialhdustrial square feet ea
year. These revenues include the Public Facilities Fee (PFF), Traffic Impact Fee (TIE
Park-In-Lieu (PIL), Major Facility Fee and Sewer Construction revenues. CommA
Facilities District revenues occupy 22% of the total With resources coming in as a res&
project scheduling. The remaining 13% of reveinues are related to the receipt of gran
the County sales tax program (Transnet), the issuance of bonds, and the Water Distrk
Replacement Fund.
1
137
Residential
92-93 Total 93-94 Total
No. Unts No. Units DH. 92-93
Year Resid Resid to 93-94
93-94 115 100 (1 5)
94-95 1 70 144 (26)
95-96 345 31 4 (31 1
96-97 490 444 (4)
97-98 490 573 83
Years5 - 10' 1,514 1421 (93)
Years - mO3+ 1,332 1496 164
Non-Residential
Total Sq.Ft Total Sq.Ft Dm. 92-93
Cornm/lnd Comm/lnd to 93-94
115,000 170,000 55,m
170,000 =,000 =,OoO =,a =J,000 0
-,m 4wlOo 0
4woO0 ~,000 0
700,000 740,000 40,000
1,000,000 1 ,000,000 0
92-93 Total 93-94 Total
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The line chart below further demonstrates the growth and development patterns wh
have occurred and are projected for Carlsbad. Pu can be seen, the development rates i
dramatically in 1987-88, due to the implementation of the Growth Management Plan, a
have continued to decline since that point. It is anticipated that permits will be issued
50 residential units during 1992-93. Current growth management projections show
slight recovery to 100 units in 1993-94.
RATE OF RESIDENTIAL DEVELOPMENT I PERMITS IS!SUED
UNITS
YEARS 1 TO S OF CIP
86 87 88 89 90 91 92 93 94 95 96 97 98
FISCAL 'YEAR - DWELLING IJNITS
Using the growth management forecast identified above, revenue projections show simi
weaknesses. This continues to result in changes to project scheduling that occur
development remains low. I Growth Assumions
The mix of attached and detached residential units is assumed to be 55% and 4:
respectively. This is the same ratio as has been applied in the past and continues to be t
anticipated rnix of residential development. 'fie building permit valuation used 1
computing public facilities fees was $89,500 per attached dwelling unit, and $153,000 1
detached dwelling unit. The mix of commercial and industrial is assumed to be 40% a
60% respectively. The commercial category also includes office development.
In order to calculate estimated revenues for the Traffic Impact Fee (TIF), the number
average daily trips was computed for each type of use. An attached dwelling unit M
assigned eight trips per day, and a detached unit ten trips per day, based on data used
developing the TIF. Each residential trip was valued at $77.00. The trips-per-day val
for commercial/industrial was averaged at 17 trips per 1,000 square feet of developme
The volume of trips generated by commercial/'industrial development can vary wid(
depending on the ultimate land use. The value of each commercial/industrial trip M
established at $63.00.
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Sewer fees were calculated by assessing each residential unit (EDU) $1,610. Commerci
was assessed $1,610 for each 1,800 square feet of development and industrial was assesst
$1,610 for each 3,400 square feet based on the City's procedure for calculating EDU's fc
non-residential uses.
This is the third year that the Community Facilities District (CFD) funding mechanism hi
been incorporated into the CIP. The implementation of the CFD in 1991 has reduced tl
total amount of PFF and TIF revenues projected, as some projects previously funded fro
these sources will now be funded through the CFD. Revenues for the PFF and TIF hai
been adjusted accordingly.
Expenditures
The 1993-94 to buildout CIP outlines approximately 165 future projects at a total cost I
$367 million. ?"-e pie chart below indicates that the largest segment of expenditures a~
for park projects ai $87.7 million and 24% of the total. Park projects include developmei
of acreage within all quadrants of Carlsbad as well as Veteran's Memorial Park. Major pa
projects include Poinsettia Park, the Golf Course, Larwin Park, Alga Norte Park, and
community park in Zone 19. The second largest expenditure category is for streets i
$74.7 million or 20% of the total and include the construction and widening of arteria
and roadways as well as the widening of some existing streets. Some examples include tl
widening of the railroad overpasses at Poinsettia Boulevard and Palomar Airport Road, I
Costa Boulevard widening, and the extension of Faraday Boulevard. Sewer Projec
represent the third highest level of expenditures at $64.4 million or 18% of the tota
Included are the repayment of bonds for the Phase IV Expansion of the Encina Treatmei
Plant, the construction of the Vista Carlsbad trunk line, and parallel ocean outfall. Civ
Projects are estimated at $59.4 million and include such projects as the South Carlsba
library and new city hall. The smallest expenditure category for projects is traffic signal
at $3.4 million or 1%. Specific timing and cost estimates for projects are identified in tl-
table immediately following the narrative.
CAPITAL IMPRaVEMENT PROGRAM
PROJECT ALLOCATION 1993-94 TO BUILDOUT
PARKS LOAN REPAYMENTS
$877 24% $88 2% lVlC
4 16% TRAFFIC SIGNALS
$34 1%
a4 18% $159 4%
SEWER 1-5 INTERCHANGES
REET PROJECTS
$747 20% $525 14%
Total CIP to Bulldout = #ar Million
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Specific phasing of projects is reliant upon fund availability as well as efforts taken to mc
established growth management standards for facilities. Wherever recommended projt
scheduling changes occurred, they were based upon a thorough review of the Grou
Management Plan, in unison with revenue projections. In order to balance the first fi
years of the CIP in conjunction with the decline in projected revenues, selected park a
street projects have been phased and deferred. 'I'he major adjustments were made dura
the 1992-93 CIP process, however, some projects required altering to balance the 1993-
CIP. Altered projects were funded by either "IF or the PFF, and expendhres are timed
match anticipated revenues. These projects andl related issues are identified below.
b
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Larwin 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 time ped
Deferral of this project provides sufficient PFF funds for projects timed within earl
periods.
b Site Acauisition Northwest Ouadrant - The 1992-93 CIP showed the acquisitior
a 7 acre park site during 1995-96 at $2.4 million. Due to lack of funds, this R
in-lieu funded acquisition project has lbeen deferred until the 1998-2003 t
period.
Streets - There are two major street projects which were deferred as the 1993
CIP was balanced. First, Cannon Road - Interstate 5 to Faraday, funded v
Transnet, has been moved from 1993-94 to 1995-96. Second, the widening
Poinsettia Lane, Interstate 5 to Batiquitos, has been deferred one year until 1997
The shifting of these two projects will allow the funds to be used for the
remaining Interstate 5 projects.
b
1993-94 Projects
The 1993-94 CIP identifies 29 projects which have been budgeted at a total cost of
don. The following chart shows that Civic projects occupy 45% of the total 199:
expenditures at $1 B .6 million. 1
CAPITAL IMPROVEMENT PROGRAM I 1993-94 PROJECTS BY MAJOR CATEGORY
ClVlC $11 6 45%
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1 $57 22%
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1-5 JNTERCHANGES
$28%
TREET PROJECTS ala 7%
TOM 0~94 cIP I %26 Ulnbn
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 111 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 $110,000.
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.
142
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I 1-5 Interchanges
1 The interchange at Poinsettia and 1-5 is scheduled for a $1.6 million appropriation in 199:
94 using Community Facilities District funds. An i3dditional appropriation of $6 million fi this project is scheduled for next year, 1995-9’6. Design work on I-S/La Costa w
continue With an additional $250,000 appropriation in 1993-94 from the CFD.
SUmm
While :any projects continue to be deferred due to lack of available funds, significa
progress has been made on the traffic circulation projects started in 1992-93. The proje
which is most likely to see progress in 1993-94 is Poinsettia park.
Review of the CIP finds that all projects identifled in the 1992-93 CIP continue to 1
included in 1993-94. There have been some significant project scheduling changes as tl
effects of the slow economy are felt on Carlsbatd’s revenue stream. Lack of funds h
caused the City to rethink how it can accomplish its capital projects. Generally tl
philosophy has been to build quality capital facilities which meet, and at times excee
growth management standards whenever economically beneficial. This philosophy workc
when growth and related revenues were substantial. Concepts such as phasing projec
over a period of years, and timing projects when funds are available, have now bet
implemented. As the new philosophy emerges, the City still expects to provide quali
capital facilities which meet the needs of Carlsbad’s citizens. The 1993-94 CIP reflec
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143
GROWTH[ MANAGF,MF.NT 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.
144
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- .-
CAPITAL IMPROVEMENT PROGRAM
1993 TO BUILDOUT
ANALYSIS OF AVAILABLE BALANCES
YEAR 1 1993-94
BEGINNING
NND BAL 711 /93 REVENUE EXPENDITURES 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,OOo 1,657,310
PIL AREA 1 NW 1,613,314- 18,004 1,631,318
PIL AREA 2 NE 495,419 495,419
PIL AREA 3 SW 198,525 7,716 150,000 56,241
PIL AREA 4 SE 710,735 32,150 742,885
TRAFFIC IMPACT FEE 908,649 981,509 350,000 1,540,158
PLANNED LOCAL DRAIN’G 1,695,761 100,Ooo 1,595,761
ENCINA 20,m 20,000
SEWER BONDS
SEWER CONST 9,609,493 933,522 3,133,016 7,409,999
TRANS NETLOCAL 284,520 3,100,000 3,384,520
555,000 2,877,055 TRAN SNET/HIGHWAY 32,855 3,400,000
TRANSNETBIKE (370,500) 340,500 (30,000)
ISTEA 162,717 162,717
TDA 220,400 220,400
SDG&E
COUNTY GRANTS 606,537 606,537
GOLF COURSE 808,702 50,000 858,702
PUBUC ART 55,126 9,462 64,580
ASSESSMENT DISTRICTS 13,720 30,OOo 43,720
LEllER OF CREDIT - -19
LETTER OF CREDIT - FIELDSTONE
REDEVELOPMENT 90,073 5,000 95,073
TAX INCREMENT BOND 136,499 40,OOo 176,499
STATE GRANTS (1,332,270) 1,500,000 193,416 (25,686)
CDBG (857,382) 651,325 (206,057)
CMMTY FACILITY DISTR 292,642 17,329,667 13,056,482 4,565,827
WATER DISTRICT FUNDS
-RECLAIMED WATER (4,849,552) 4,849,552
-MAJOR FACILITY 1,452,907 3,379,627 4,284,105 548,429
-REPLACEMENT 4,375,098 2,050,000 1,444,591 4,980,507
TOTAL 22,052,041 39,677,623 25,960,927 35,768,737
15 8
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CAPITAL IMPROVEMENT PROGRAM
1993 TO BUILDOUT
ANALYSIS OF AVAllABLE BALANCES
YE
BEGINNING
FUND BAL 7/1/94 REVENUE EXPENDITURES ENDING
GENERAL CPTL CONSTR 86,222 630,000 716,222
PUBLIC FACILITIES FEE 2,612,910 465,(366 620,000 2,457,976
ZONE 5 PARK FEE 1,657,310 45J300 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
PIL AREA 3 SW 56,241 1 6,'7 1 8 72,959
PIL AREA 4 SE 742,805 1 6 ,'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 602,~000 602,000
SEWER BONDS
SEWER CONST 7,409,999 1,071,866 7,147,148 1,334,717
TRANSNETLOCAL 3,384,520 100,000 3,284,520
TRANSNET/HIGHWAY 2,877,855 2,877,855
TRANSNETBIKE (30,000) (30,000)
I STEA
SDG&E 450,OOo 450,OOo
COUNTY GRANTS 606,537 173,650 780,187
GOLF BONDS 858,702 14,000,000 14,000,000 858,702
PUBLIC ART 64,588 64,588
ASSESSMENT DISTRICTS 43,720 43,720
LETTER OF CREDIT - Z19
L/C FIELDSTONE
REDEVELOPMENT 95,073 95,073
TAX INCREMENT BOND 176,499 176,499
STATE GRANTS (25,686) (25,686)
CDBG (206,057) (206,057)
CMMTY FACIUlY DISTR 4,565,827 9,730,417 8,000,000 6,296,244
WATER DISTRICT FUNDS
-RECLAIMED WATER
-MAJOR FACILITY 548,429 3,530,400 4,282,048 (203,219)
4,980,507 2,050,000 4,244,200 2,786,307
35,768,737 33,031,725 39,958,355 28,842,107 TOTAL
-REPLACEMENT
15 9
CAPITAL IMPROVEMENT PROGRAM
1993 TO BUILDOUT
ANALYSIS OF AVAILABLE BALANCES
YEAR 3 7995-96
BEGINNING
ENDING
GENERAL CPTL CONSTR 716,222 71 6,222
PUBLIC FACILITIES FEE 2,457,976 875,350 2,100,000 1,233,326
ZONE 5 PARK FEE 1,702,310 58,000 1,768,310
PIL AREA 1 NW 1,676,328 90,020 1,766,348
PIL AREA 2 NE 5 1 8,567 64,300 582,867
PIL AREA3 SW 72,016 72,016
PIL AREA 4 SE 759,603 36,008 795,6 1 1
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 1,334,160 1,317,739 1,351,138
TRANSNETLOCAL 3,284,520 4,450,000 100,OOO 7,634,520
TRANSNETIHIGHWAY 2,877,855 31600,000 (722,145)
TRANSNET@IKE (wxw (30,000)
I SEA
SDG&E 630,000 630,000
COUNTY GRANTS 780,187 182,300 962,487
GOLF BONDS 858,702 858,702
PUBLIC ART 64,588 64,588
ASSESSMENT DISTRICTS 43,720 43,720
LETTER OF CREDIT - Z19
4C FIELDSTONE 250,000 250,000
TAX INCREMENT BOND 176,499 176,499
STATE GRANTS (25,a) (25,686)
CDBG (206,057) (206,057)
CMMTY FAClUlY DlSTR 6,296,244 4,447,155 1 5,863 ,OOO (51 19,601)
WATER DISTRICT FUNDS
FUND BAL 7/1/95 REVENUE EXPENDITURES
REDEVELOPMENT 95,073 626,250 (531 ,In)
-RECLAIMED WATER
-MAJOR FACILITY (=,21 9) 991,787 2,265,707 (1,477,140)
-REPLACEMENT' 2,786,307 2,050,000 5,234,016 (397,709)
28,842,107 15,821,644 32,298,728 12,365,022 TOTAL
160
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CAPITAL IMPROVEMENT PROGRAM
1993 TO BUILDOUT
ANALYSIS OF AVAILABLE BALANCES
BEGINNING
FUND BAL 7/1/96 , REVEiNUE EXPENDITURES ENDING
GENERAL CPTL CONSTR 716,222 716,222
PUBUC FAClUTlES FEE 1,233,326 1,791,544 720,000 2,304,870
ZONE 5 PARK FEE 1,760,310 861,000 1,846,310
PIL AREA 1 NW 1,766,348 108,024 1,874,372
PIL AREA 2 NE 582,867 701,730 653,597
147,890 13,775 134,115 PIL AREA 3 sw
PIL AREA 4 SE 795,611 391,866 835,477
TRAFFIC IMPACT FEE 1,332,438 421,345 1,990,Ooo (236,217)
PLANNED LOCAL DRAIN'G 1,595,76 1 1,595,761
ENCINA
SEWER BONDS
SEWER CONST 1,351,138 1,618,835 1,805,832 1,164,141
TRANSNET/LOCAL 7,634,520 3,245,000 100,OOO 10,779,520
TRANSNET/HIGHWAY (722,145) 3,435,000 2,712,855
TRAN SNETBl KE (30,oOo) (30,000)
I SEA
SDG&E
COUNTY GRANTS 962,487 1911,450 1,153,937
GOLF BONDS 858,702 858,702
PUBUC ART 64,588 64,588
ASSESSMENT DISTRICTS 43,720 43,720
LETTER OF CREDIT - 219
UC FIELDSTONE 2,37!5 ,000 2,375,000
REDEVELOPMENT (531,177) 564,741 33,564
TAX INCREMENT BOND 1 76,499 176,499
STATE GRANTS (25,686) (25,686)
CDBG (206,057) (206,057)
CMMTY FACILITY DIS'6R (51 19,601) 4,001,179 (1,118,422)
WATER DISTRICT NNDS
-RECLAIMED WATER
-MAJOR FACILITY (1,477,140) 1,418,773 3,774,850 (3,833,216)
-REPLACEMENT (397,709) 2,050 ,000 1,743,972 (91,686 1
TOTAL 12,365,022 21,56!5,377 21,406,971 12,523,429
16 i
CAPITAL IMPROVEMENT PROGRAM
1993 TO BUILDOUT
ANALYSIS OF AVAllABLE BALANCES
YEAR 5 1997-98
BEGINNING
FUND BAL 7/1/97 REVENUE EXPENDITURES ENDING
GENERAL CPTL CONSTR 716,222 71 6,222
PUBLIC FACILITIES FEE 2,304,870 1,528,765 2,962,000 871,635
ZONE 5 PARK FEE 1,846,310 86,OOo 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 134,115 205,961 340,076
PIL AREA 4 SE 835,477 65,586 90 1,063
TRAFFIC IMPACT FEE (236,217) 477,923 240,000 1,706
PLANNED LOCAL DRAIN’G 1,595,761 1,595,761
ENCINA
SEWER BONDS
SEWER CONST 1,164,141 1,699,335 7,391,529 (4,528,053)
TRANSNETLOCAL 10,779,520 300,000 500,000 10,579,520
TRANSNET/HIGHWAY 2,712,855 2,712,855
TRANSNETBIKE (WOOO) (30,000)
1 STEA
SDG&E
COUNTY GRANTS 1,153,937 201,025 1,354,962
GOLF BONDS 858,702 858,702
PUBUC ART 64,s 64,588
ASSESSMENT DISTRICTS 43,720 43,720
LEllER OF CREDIT - 219
L/C FIELDSTONE
REDEVELOPMENT 339% 656,250 689,814
TAX INCREMENT BOND 176,4% 176,499
STATE GRANTS (25-a) (25,686)
CMMW FACIUN DISTR (1,118,422) 4,186,004 3,067,582
WATER DISTRICT FUNDS
-RECLAIMED WATER
-MAJOR FACILITY (3,833,216) 1,728,373 1,280,986 (3,385,829)
-REPLACEMENT (91,681) 2,050,000 243,996 1,714,323
TOTAL 21,406,971 13,367,834 12,61831 1 22,156,294
CDBG ~3,057) (206,057)
16 2
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CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE f3AUNCES
1993 TO BUILDOUT
BEGINNING
BAL 7/1/98 REVENUE EXPENDITURES ENDING
GENERAL CPTL CONSTR 716,222 716,222
PUBLIC FACILITIES FEE 871,635 18,325,416 28,558,250 (9,361,199)
ZONE 5 PARK FEE 1,932,310 740,000 700,000 1,972,310
PILAREA 1 Nw 2,009,402 1,239,704 2,380,000 869,106
PIL AREA 2 NE 701,179 1,562,490 2,263,669
PIL AREA 3 SW 340,076 2,081,602 2,421,678
TRAFFIC IMPACT FEE 1,706 5,065,658 3,830,000 1,237,364
1,595,761 1,595,761 PUNNED LOCAL DRAIN’G
ENCINA
SEWER BONDS
SEWER CONST (4,528,053) 14,721,698 7,034,200 3,159,445
5,994,520 TRANSNETLOCAL 10,579,520 1,5oc)~,o0o 6,085 ,OOO
TRAN SNETMIG HWAY 2,712,855 2,712,855
TRANSNETBIKE (3Ww (30,000)
ISTEA
SDG&E
COUNTY GRANTS 1,354,962 1,12€1,700 2,242,500 241,162
GOLF BONDS 858,702 858,702
PUBLIC ART 64,588 64,588
ASSESSMENT Dl STR ICTS 43,720 43,720
LETTER OF CREDIT - Z19
L/C FIELDSTONE
689,8 1 4 REDEVELOPMENT 689,814
TAX INCREMENT BOND 176,499 176,499
STATE GRANTS (25,686) (25,686)
CDBG (206,057) (206,057)
CMMTY FACILITY DlSTR 3,067,582 18,067,378 43,~,OOO (21,865,040)
WATER DISTRICT FUNDS
FUND
PIL AREA 4 SE 901,063 506,684 1,407,747
-RECLAIMED WATER
-MAJOR FACILITY (3,385,829) 20,08(3,533 13,116,678 3,586,026
-REPLACEMENT 1,714,323 10,250,000 1,810,702 10,153,621
22,156,294 95,277,863 108,757,330 8,676,827 TOTAL
16 3
CAPITAL IMPROVEMENT PROGRAM
1993 TO BUILDOUT
ANALYSIS OF AVAllABLE BALANCES
2005 +
BEGlNNlNG
FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING
GENERAL CPTL CQNSTR 716,222 4,843,000 5,559,222
PUBUC FACILITIES FEE (9,361,199) 48,843,899 23,218,015 16,264,685
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 2,421,678 3,026,051 5,406,427 41,301
TRAFFIC IMPACT FEE 1,237,364 17,490,412 1 4,798,000 3,929,776
PLANNED LOCAL DRAIN’G 1,595,761 300,000 1,295,761
ENCINA
SEWER CONST 3,159,445 40,279,210 30,195,482 13,243,173
TRANSNETLOCAL 5,994,520 6,020,000 6,200,000 5,814,520
TRANSNET/HIGHWAY 2,712,855 1,600,000 4,312,855
I STEA
SDG&E
COUNTY GRANTS 241,162 241,162
GOLF BONDS 858,702 858,702
PUBUC ART 64,588 64,588
ASSESSMENT DISTRICTS 43,720 43,720
LETTER OF CREDIT - Z19 1,687,500 1,687,500
L/C FIELDSTONE
REDEVELOPMENT 689,814 689,814
TAX INCREMENT BOND 176,499 176,499
(25,686) STATE GRANTS (25,686)
CDBG (206,057) (206,057)
CMMTY FACILITY DISTR (21,865,040) 48,000,000 14,500,000 11,634,960
WATER DISTRICT FUNDS
PIL AREA 4 SE 1,407,747 1,565,062 2,970,000 2,809
SEWER BONDS 6,882,560 6,882,560
TRANSNETBIKE (30JW (30,000)
- RECWMED WATER
-MAJOR FACIUBY 3,586,026 55,503,135 11,843,005 47,246,157
-REPLACEMENT 10,153,621 10,250,000 937,144 19,466,477
TOTAL 8,676,827 257,376,736 134,879,422 131,174,141
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CAPITAL IMPROVEMENT PROGRAM
1993 TO BUILDCIUT
ANALYSIS OF AVAILABLE BALANCES
GR s
TOTAL TOTAL
FUND EGlNNlNG BAL REVENUE EXPENDITURES ENDING
GENERAL CPTL CONSTR 832,422 5,673,000 946,200 5,559,222
PUBLIC FACILITIES FEE 3,625,438 72,162,512 59,523,265 16,264,685
ZONE 5 PARK FEE 1,623,310 4,947,815 6,550,000 21,125
PILAREA 1 Nw 1,683,314 4,549,1368 5,730,000 433,182
PIL AREA 2 NE 49541 9 6,341,266 6,741,289 95,396
PIL AREA 3 sw 198,525 5,557953 5,7151 77 41,301
PIL AREA 4 SE 71 0,735 2,262,074 2,970 ,OOO 2,809
TRAFFIC IMPACT FEE 908,649 24,909,127 21,888,000 3,929,776
PLANNED LOCAL DRAIN’G 1,695,761 4Q0,OOO 1,295,761
ENCINA 622,000 622,000
SEWER BONDS 6,882,!560 6,882,560
SEWER CONST 9,609,493 61,658,626 58,024,946 13,243,173
TRANSNETLOCAL 284,520 18,615,1000 13,085,000 5,814,520
TR ANSNET/H I GHWAY 32,855 8,435,(000 4,155,000 4,312,855
ISTEA 162,717 162,717
TRANSNETBIKE (370,500) 340,m (30,000)
TDA 1,300,400 1,300,400
SDG&E 1,080,QOo 1,080,000
1,877,125 2,242,500 241,162 COUNTY GRANTS 606,537
GOLF BONDS 808,702 14,000,000 14,000,000 808,702
PUBLIC ART 55,126 9,462 64,588
ASSESSMENT DISTRICTS 13,720 30,000 43,720
LElTER OF CREDIT - Z19 1,687,500 1,687,500
L/C FIELDSTONE
REDEVELOPMENT 90,073 1,225,991 626,250 689,814
TAX INCREMENT BOND 136,499 40,000 176,499
STATE GRANTS (1,332,270) 1,500,000 193,416 (25,686)
CDBG (857,382) 651,325 (206,057)
292,642 105,761,800 94,419,482 11,634,960 CMMTY FACILIM DlSTR
WATER DISTRICT FUNDS
-RECLAIMED WATER (4,849,552) 4,849,552
-MAJOR FACILITY 1,452,907 86,640,629 40,847,379 47,246,157
-REPLACEMENT 4,375,098 30,750,000 15,658,621 19,466,477
22,052,041 477,148,802 366,996,702 131,124,141
2,625,000 2,625,000
1 TOTAL
165
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8 \
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CITY OF CARLSBAD 1 CAPITAL OUTLAY ITEMS 1993-94
ACCTNO DEPARTMENT ITEM DESCRIPTION Qn COST
001-2120 POLICE FIELD OPERATIONS Intoximeter 1 E
Replacement Xerox Machline 1 c
1: Patrol Police Dogs 2
TOTAL POLICE FIELD OPERATIONS 25
001 -2130 POLICE INVESTIGATIONS Evidence Fume Hood & Safety Equipment 1 1(
Replacement Computer 1 I
TOTAL POLICE IPNESTlGATlONS 1:
001 -2220 FIRE SUPPRESSION Replacement 35' Extension Ladder 1
I
1
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I
1 TOTAL AQUATICS t
I
1
1
1
1
I
I
1
I
1
I
I
-
3
TOTAL FIRE SUPPRESSION
001 -4133 AQUATICS Insulating Pool Blankets I !
001 -51 10 STREET MAINTENANCE Crackseal Machine 1 It
TOTAL STREET MAINTENANCE 1;
Broom Attachment for Babcat I
I TOTAL GENERAL FUND $st
180-8110 PUBLIC UBRAFWGRANT LAN for Library CD-ROM Products 1 Id
Offset Press 1 2!
Replacement Cataloging Workstation 1
TOTAL PUBLIC LIBRARY GRAM 4
501 -6310 WATER DISTRICT Telemetry - Remote Control at Palomar West Pressure Vault
Gas Detector 1
Meter Master System 111 1 (
Self Contained Breathing Apparatus 2
Replacement Pipe Locator 1
Replacement Typewriters 2
Replacement Trubidmetar I
Acid Suits 2
Personal Compters 2
TOTAL WATER DISTRICT 2
502-6310 Reclaimed Water Telemetry Parts
TOTAL RECLAIMED WATER 1
Full Duplex 2-point Radio Set
51 1 -61 10 SANITATION Reserve and btrieval System 1
Self Contained Breathing Apparatus 1
Constant Flow Respirator 1
TOTAL SANITATION
620-5210 FLEET MAINTENANCE Laser Jet Printer 1
TOTAL FLEET MAINTENANCE
166
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1993-94
ACCT NO DEPARTMENT ITEM DESCRIPTION QTr COST
620-5220 VEHICLE REPLACEMENT Pdice Pad Vehicle 7 133,000
Sedan - Full Sire 1 19.000
Sedan - Fire 1 11,000
Sedan - Intermediate 5 52.500
van - compact 1 75.000 van - Smbr8 1 38,000
PCk-up - Compact 13 143,Ooo
Pick-up - l/ZTon 3 36.600
Pick-up - 314 Ton 6 96,000
Truck - 1 Ton Dump 3 59,000
Truck - 1 Ton Utility 2 39,300
Truck - 1 Ton S&M 1 19,600
Truck - 5 Yard i ump 2 96,800
Truck - Special Paint 1 17.000
Mobile Intensive Care Unit 1 80.000
Fire Truck 1 225,000
1.1 47,800
Truck - 1 Ton Flatbed 4 67,000
TOTAL U/M - VEHICLE REPLACEMENT
[TOTAL SPECIAL FUNDS $1,218,400 1
[TOTAL ALL FUNDS $1.258.000 I
167
CITY OF CARLSBAD I
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1
1
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1
1
1
1
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1
1
1
1
1
I
1
TRAVEL REQUEST8 1993-94
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTI NATION
001-1010 CRYCOUNCIL League of California Ci Annual Conference (3) San Francisco
Mayors and Council Legislative Ccnference (4)
League of Cdii Quarterly Dinim (15)
League of Caliii Cies Policy Committee Meetings (5)
National League of Cies Confererlce (2)
Meetings with bgislatots in State & Federal Capitals
Miscellaneous Travel and Meeting Expenses
Samamento
San Diego
Various
Unknown
Wash DC/Sacto
Various
SUBTOTAL CRY COUNCIL I 001-1020 CITYMANAGER League of CA Cies Annual Conference (2)
League of CA Cies Ci Mgr’s Meetings (3)
ICMA Annual Conference - Ci Manager
CA Society of Municipal Fme C)fficers Annual Conference
CSMFO Committee Meetings Various
Legislative Trips to State Capital (ti trips)
San Francisco
San Diego
Nashville, TN
Riverside
Sacramento
Economic Development Trips various
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY MANAGER
001-2130 CRYCLERK Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CITY CLERK
League of CA Cies Annual Conference
League of CA Cies City Attorneys Spring Meeting (2)
League of CA Ciies Continuing Education Seminar (3)
San Diego County Ci Attorney’s Association (3)
Miscellaneous Travel and Meeting Expenses
San Francisco
San Diego
Los Angeles
San Diego
Various
1 001-1210 CITYAlTORNN
SUBTOTAL CITY AlTORNEY
001-1310 FINANCE League of CA Cies Financial Mgrnt Seminar (2) N California
CA Municipal Business Tax Conference
CA Municipal Business Tax Meetirlgs
Local Chapter CSMFO Meetings
Miscellaneous Travel and Meeting Expenses
Ventura
S California
San Diego
Various
SUBTOTAL FINANCE
Do1 - 1320 CITY TREASURER Training Seminars by CA Municipal Treesurers 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 Calii Association of Public Pruchasing Officers various
Micelhneous Travel and Meeting Expenses Various
SUBTOTAL PU RCHASl NG
168
CITY OF CARLSBAD
TRAVEL REQUESTS 1993-94
ACCT NO DEPARTMENT TWIVEL DESCRImtON DESTINATION C
Monterey
San Francisco
Various
001-1510 HUMAN RESOURCES CALF'ELRA Annual Conference (2)
PRIMA Annual Conference (2)
Miscellaneous Travel and Meeting Expenses
SUBTOTAL HUMAN RESOURCES
001 -1710 INFORMATIONSYSTEMS Miscellaneous Travel and Meeting Expenses various
SUBTOTAL INFORMATION SYSTEMS
001 - 191 0 RISK MANAGEMENT California Municipal Insurance Authority Meetings Various
Local Seminars and Conferences Various
SUBTOTAL RISK MANAGEMENT
001 - 21 10 POLICE ADMINISTRATION California Police Chiefs Association Conference Monterey
League of CA Cities Annual Conference
Miscellaneous Travel and Meeting Expenses
San Francisco
Various
SUBTOTAL POUCEADMIN
Mileage for Personal Cars for Transport to Court
FBI National Academy Quantico. VA
San Diego Co. 001 -2120 POLICE OPERATIONS
SUBTOTAL OPERATIONS
001 -2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL INVESTIGATIONS
001 -2131 POLICE VlCEWmCOTICS Miscellaneous Travel and Meeting Expenses Various
TOTAL POLICE VICE/NARCOTICS
001 -21 60 POLICE mmc Miscellaneous Travd and Meeting Expenses Various
SUBTOTAL POLICETRAFFIC
N. California
S. California
San Jose
S.D. County
001 -2210 FIRE ADMINISTRATION California Fire Chiefs Association Conference
California Fire Chiefs Quarterly Meetings
California Fire Chiefs Training Officers Workshop
San Diego County Fire Chiefs Monthly Meetings
SUBTOTAL FIRE ADMINISTRATION
001 -2220 FIRE SUPPRESSDN California State Fire Academy Courses (3 Attendees) Pacific Grove
San Jose
S. California
San Diego
California Fire Training Officers Workshop (2 Attendees)
California Regid Training Officers Courses
San Diego County Fire Chiefs and Training Officers
SUBTOTAL FIRE SUPPRESSION
Regional Fire Prevention Officer Meetings S. California 001 -2230 FIRE PREVENTION
SUBTOTAL FIRE PREVENTION
169
CITY OF CARLSBAD 1
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1
I:
1
I
I
I
1
TRAVEL REQUESTS 1993-94
ACCTNO DEPARTMENT TRAVEL DESCRIFIION DESTINATION
001 -2240 FIRE EMERGENCY MEDICAL bgii 1 Day Seminars s. caliinia
Paramedic continuing Educadion seminars s. California
SUBTOTAL EMERGENCY MEDICA
001 -2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego
California Office of Emergency Senkes Seminars S. California
SUBTOTAL DISASTER PREPARED
001 -3010 COMMUNITY DEVEL ADMIN CALBO Conference Santa Barbara
Coastal Zone ‘93 Conference New Orleans
Oaklanc
VarioUS
League of CA Ci KED Meetings (6Eyear)
Miscellaneous Travel and Meeting Expenses
SUBTOTALCOMM DEVEL ADMIN
001 -3020 GEOGRAPHIC INFO. SYSTEM ARC/INK) Supplemental Training .- Macro Language Redlands
ARC/lnfo User Conference Lake Arrowhead
Arc/lnfo Regional user conference
Urban/RegionaJ Info. System Regicml Meeting
S California
San Jose
SUBTOTAL GEOGRAPHIC INFO. I
Public Works officer Insb;Me
Institute of Transporktion Engineers - Local Seminars
Carlsbad Chamber Meetings for Vetrious Staff
Long Beach
San Diego
Carlsbad
1 001 -31 10 ENGINEERING
SUBTOTAL ENGINEERING
001 -3220 PLANNING COMMISSION Planning Commission Institute (2) S California
Miscellaneous Travel and Meeting Expenses VariOW I SUBTOTAL PLANNING COMMlSSl 1 001-3230 PLANNING American Planning Association Stab Conference San Francisco
various
D 001-3240 GROWTHMANAGEMENT Travel Associated with Growth Management Seminars Various
Miscellanews Travel and Meeting Expenses
SUBTOTAL PLANNING
SUBTOTAL GROWTH MGMT
001 -3610 BUILDING INSPECTlON Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL BUILDING INSPCTN
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I
1
1
1
001 -341 1 HISTORIC PRESEWATION Caliii Preservation Foundation Workshops Various
SUBTOTAL HISTORIC PRSRVT”
170
CITY OF CARLSBAD
TRAVEL REQUESTS 1993-94
ACCT NO DEPARTMENT TR9VEL DESCRIPTION DESTl NATION (
001 -4010 LIBRARY ADMINISTRATION California Library Association Annual Conference Oakland
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL LIBRARY ADMIN
001 -4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses various
SUBTOTAL CIRCULATION
001 -4022 LIBRARY REFERENCE Serra Library Systern Seminars and Meetings Various
SUBTOTAL REFERENCE
001 -4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GENEALOGY
001 -4030 LIBRARY CHILDREN’S Local Travel for Programs/Mtgs/Schod Visits Carlsbad
SUBTOTAL CHILDREN’S
001 -4040 TECHNICAL SERVICES CA Library Association Technical Services Workshops S California
INLEX Users Group (1) Monterey
SUBTOTAL TECH SERVICES
001 -4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL COLLECTION DEV.
001 -4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL MEDIA SERVICES
001 -4060 ADULT LEARNING Miscellaneous Seminars/Literacy Network Meetings various
SUBTOTAL ADULT LEARNING
001-4210 CULTURALARTS CA Assembly of Local Arts Agencies Conference Unknown
League of CA Cities Executive Committee Meetings San Francisco
SUBTOTAL CULTRUAL ARTS
001 -4220 SISTER CIM Southern California Sister Cities Regional Conference So. California
SUBTOTAL SISTER CITY
001 -41 10 PARKS AND RECRT7d ADMIN CA Park and Recreation Society Annual Conference Anaheim
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL PARKS & REC ADM
001 -41 21 PARK OPERATIONS Travel and Expenses for Pesticide Seminars/Workshops Various
SUBTOTAL PARK OPERATIONS
171
CITY OF CARLSBAD I
I
1 001-4133 AQUATICS Miscellaneous Travel and Meeting Expenses Various
TRAVEL REQUESTS 1993-94
ACCT NO DEPARTMENT TRAVEL DESCRIPTK)N DESTINATION
001 -4131 RECREATION OPERATIONS Mkdhneous Travel and Meetingl Gpanses Variws t SUBTOTAL RECREATON OPWh
SUBTOTAL AQUATICS
001 -4142 SENIOR PROGRAM Mtscellaneoos Travel and Meeting Expemes VariOUS I SUBTOTAL SENIOR PMGW 1 001 -51 10 STREET MAINTENANCE MainteMnceSuperintendentcOnlferonce Palm Springs
Traffic Control Supervisocs Association conference (3) Fresno
SUBTOTAL STREET MAINT
001 -5320 FAClLITIES MAlNIENANCE Miscellaneous Technical Training various
SUBTOTAL FACILITIES MGMT
I
li
1
1
1 [TOTAL GENERAL FUND
1
1
I
1
1
1
001 -5410 TFt4FFlC SIGNALS Institute &Traffic Safety Semiis Various
IMSA Traffic Sinal Training & Certificodion various
SUBTOTALTRAFflC SIGNALS
001 -6010 U & M ADMINISTRATON Maintenance Superintendent Association Conference Palm Springs
Miscellaneous Travel and Meeting Expenses V&US
SUBTOTAL U&M ADMIN
Hearings Officer Travel & Meetings Local
3310 HOUSING VOUCHERS NAHRO Quarterly Training Workshops Los Angeles
Los Angeles
Local
Local
HAEDA Quarterly Information Meetings
Monthly Mileage Reimbursement for Inspections
Personal Car Mileage to Ci Faciilies
SUBTOTAL HOUSING CERTlflC
161 -41 22 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL TREE MAINTENANC
161 -41 23 MEDIAN MAINTENANCE Landscape Seminars VariOUS
SUBTOTAL MEDIAN MAIM
161 -6210 STREET UGHTING Meetings regarding Street Light Operations and Maint various
SUBTOTAL STREET UGHTlNG
Miscellaneous Travel and Meeting Expenses VariOW 1 180-8101 BRANCH (CLSA)
SUBTOTAL BRANCH (CLSA)
172
CITY OF CARLSBAD
TRAVEL REQUESTS 1993-94
DESTINATION ACCT NO DEPARTMENT TRAVEL DESCRIPTION
181 -8120 SENIOR GRANT Miscellaneous Travel and Meeting Expenses VhUS
SUBTOTAL SR GRANT
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
Sar 31ego Water Group Meeting
Anaheim
Reno, NV
Sacramento
San Diego
L wv93Conference Las vegas, NV
Miscellaneous Travel and Meeting Expenses
Water Education Foundation Tour (Commission & Board) N. California
various
SUBTOTAL GENERAL SERVICES
502-6310 RECLAIMED WATER Water Reuse Meetings Various
SO Water Reclamation Quarterly Meeting
Water Reclamation Training Workshops Various
Miscellaneous Travel and Meeting Expenses Various
San Diego
SUBTOTAL WATER RECLAIMATION
51 1 -61 10 SANITATION California Water Pollution Contrd Association Sank Clara
Ass'n of California Water Agencies - Fall Conference
Water Pollution Contrd Federation Workshops
Anaheim
Various
SUBTOTAL SANITATION *
520-6410 SOLID WASTE MANAGMENT National Solid Waste Management Conference Unknown
Miscellaneous Travel and Meeting Expenses Various
SUBTOTALSOLID WASTE MGMT
640-1720 DATA PROCESSING Miscellaneous Travel 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 Civic Organizalions
Personal Car Mileage to City Facilities
Local
Local
SUBTOTAL REDEVELOPMENT
TOTAL SPECIAL FUNDS
GRAND TOTAL TRAVEL $
173
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II
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I GLOSSARY
APPROPRIATION - A specific amount of money authorized by the City Council for approved work program or i ndi vi dual project .
ASSESSED VALUATION - A dollar value placed on real estate or other property San Diego County as a basis for levying prioperty taxes.
BALANCED BUDGET - A budget in which planneld expenditures do not exceed planr funds avai 1 ab1 e.
BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund fr the prior/current year after payment of the prior/current year expenses.
- BOND - A certificate of debt issued by an entity, guaranteeing payment of 1 original investment, plus interest, by a specified future date.
BUDGET - An annual financial plan that identifies revenues, types and levels services to be provided, and the amount of funds which can be spent. Carlsbac Operating Budget encompasses one fiscal year, as does the Capital Improvemr Program appropri at i on.
CAPITAL IMPROVEMENT PROGRAM - A mu1 ti -year f i nanci a1 pl an contai ni ng propo: construction of physical assets such as park, street, sewerage, and recreati facilities. This program has identified i311 projects which are the respon: bility of the City between the present to buildout.
CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobilc computer terminals, and office furniture, which appear in the Operating Budgf
COST ALLOCATION - A method used to charge General Fund costs to special revel programs, such as enterprise funds, and internal service funds.
DEBT SERVICE - The payment of principal and interest on borrowed funds such bonds o
DEPARTMENT - An organizational unit comprised of programs or divisions. Examp- i ncl ude the Pol ice Department, Library Department, and Personnel Department
ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has I yet occurred.
ENTERPRISE FUND - A fund type established to account for the total costs selected governmental facilities and services which are operated similar private enterprises. These programs are entirely self-supported, and include 1 Water and Sanitation Departments.
EXPENDITURE - The actual spending of funds set aside by appropriation . identified goods and services.
- FEE - A general term used for any charge levied by government for providin! service or permitting an activity.
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4
174
FISCAL YEAR - A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is July 1 to June, 30.
FUND - A set of inter-related accounts to record revenues and expenditures associated with a specific purpose.
FUND BALANCE - The amount of financial resources available for use. GENERAL FUND - The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General Fund include Fire, Parks and Recreation and the City Manager's Office.
GRANT - Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity, or facility.
GROWTH MANAGEMENT PLAN - A comprehensiu, approach to land use planning insuring controlled and managed growth within the City, while providing designated public faci 1 i ti es.
GROWTH MANAGEMENT STANDARDS - Standards for acceptable service levels which have been established for eleven public facility categories.
INTERFUND TRANSFERS - Payments from one fund to another fund, primarily for work or services provided.
INTERNAL SERVICE FUND - A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Data Processing? and Worker's Compensation Insurance.
MAINTENANCE AND OPERATION - A general category used for cl assi fying expenditures for materials? supplies and services which are normally used within and fiscal year.
OPERATING BUDGET - The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay i tems.
OPERATING COSTS - Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project.
PERSONNEL - Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs.
REVENUES - Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year.
SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent.
175