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Home My WebLink About1994-06-21; City Council; 12744 Exhibit 1; 1994-95 Preliminary Budget ReportCITY OF CARLSBAD, CALIFORNIA I I I 1: I I I 1 I I I I I I I 1 1 I 1 1994-95 PRELIMINARY BUDGET TABLE OF CONTENTS BUDGET OVERVIEW City Manager’s Transmittal Letter Projected Fund Balances for Operating Funds .............................. Budget Expenditureschedule .......................................... Revenue Estimates for 1994-95 ......................................... Personnel Allocations OPERATING BUDGET DETAIL General Government City Council ........................................ ................................................ ........................................................ City Manager ....................................................... City Clerk .......................................................... City Attorney Finance ........................................................... Cash Management ................................................... Purchasing Human Resources ................................................... Healthlnsurance .................................................... Information Systems Data Processing .................................................... RiskManagement ................................................... Worker’s Compensation General Liability ..................................................... CFD Administration .................................................. Miscellaneous Non-Departmental Public Safetv Police Department Summary 4 Administration ...................................................... 4 Operations ......................................................... A Investigations 1 Vice/Narcotics ...................................................... ! Property and Evidence ................................................. Technical Services I ReserveOfficers ...................................................... Traffic ............................................................. Juvenile Diversion I D.A.R.E ............................................................. Fire Department Summary ............................................. f Administration f Suppression ....................................................... € ....................................................... ........................................................ ................................................. ............................................... ........................................ ........................................... ........................................................ 1 .................................................... 1 1 .................................................... C ...................................................... TABLE OF CONTENTS Page Two Public Safety (continued) Prevention ......................................................... 61 Emergency Medical Services ........................................... 62 Weed Abatement .................................................... 63 Disaster Preparedness ................................................ 64 Developmental Services Community Development Administration .................................. 65 Geographic Information System ......................................... 66 Engineering Department .............................................. 67 Planning Commission ................................................ 69 Land Use Planning .................................................. 70 Growth Management ................................................. 71 Historic Preservation ................................................. 72 Buildinglnspection .................................................. 73 Librarv/Culture Library Department Summary ........................................... 74 Administration ...................................................... 75 Circulation ......................................................... 76 Referenceservices .................................................. 77 Genealogy/Local History .............................................. 78 Centro de lnformacion ................................................ 79 Children’s Services .................................................. 80 Technical Services ................................................... 81 Collection Development & Acquisitions ................................... 82 Mediaservices ..................................................... 83 Adult Learning ...................................................... 84 LaCosta Branch .................................................... 85 Cultural Arts ........................................................ 86 Sister City ......................................................... 88 California Library Service Act (CLSA) ..................................... 89 Public Library Fund (PLF) ............................................. 90 Audiovisual Insurance ................................................ 91 Communitv Services Community Services Department Summary ................................ 92 Administration ...................................................... 93 Park Operations ..................................................... 95 Street Tree Maintenance .............................................. 97 Median Maintenance .................................................. 99 Recreation Feesupported ............................................. 101 Aquatics ......................................................... 102 Recreation Operations ............................................... 100 I TABLE OF CONTENTS I Page Three I Communitv Services (continued) Recreation - Agua Hedionda Lagoon ..................................... Senior Programs .................................................... Senior Nutrition ...................................................... Street Maintenance ................................................. 1 Major Street maintenance ............................................ 1 Facilities Maintenance ............................................... 1 Trafficsignals 1 Streettighting ..................................................... 1 Buena Vista Creek Channel Maintenance ................................. 1 Solid Waste Management 1 Vehicle Maintenance ................................................ 1 Vehicle Replacement 1 Housina and Redevelopment Housing and Redevelopment Department Summary 1 Housing - Rental Assistance .......................................... 1 Mobilehome Administration ........................................... 1 Community Development Block Grant 1 Redevelopment Operations ........................................... 1 Redevelopment Debt Service .......................................... 1 Low/Moderate Income Housing 1 i I I I I I I I I 1 I . I I 1 ..................................................... ............................................ ................................................ ......................... ................................... ........................................ 1 Water District Carlsbad Water District Summary ....................................... 1 Water Operations ................................................... 1, Water Reclamation 1 ~ Sanitation Services ................................................. 1 ~ CAPITAL IMPROVEMENT PROGRAM .................................................. 1994-95 Capital Improvement Program ................................... 1 : Projected Fund Balances for Capital Funds ............................... 1# Revenue Estimates for 1994-95 ........................................ 1 . Budget Expenditure Schedule ......................................... 1, Current & Future 1994-95 to Buildout Projects ............................. 1 Analysis of Available Balances 1; ......................................... I APPENDICES Capital Outlay Requests .............................................. 1t Travel Requests .................................................... 1t Glossary 1; ......................................................... --------- -----_ -----_-- r- -I-- 7 - - - --- ---------_____ r--1- ------ ------ I I 1 r-i------- 1 L,J---------- -------- ------------------A, ------------- ---------- ----------- ------_ -------_ i i I i i I I I I , I ~ i i I h Budget Overvh I ~ I 1 I ~ ~, ~ I i i i ~ I i 1 i I i I I II I D 1 ~ I I ~ ~ I 1 I 1 , ~ i ~ ~ i I i i i i ~ I I ~ ~ l ~ I I I i ~ i i ~ ~ ~ ~ I I I i ~ ~ I I 1 I 1 June 14,1994 TO: HONORABLE MAYOR AND CITY COUNCIL 1 FROM: City Manager I 1994-95 PRELIMINARY BUDGET I am pleased to submit to you the 1994-95 Operating and Capital Improvement Program Buc for the City which total $122.9 million. Revenues for 1994-95 are projected at $123 m General Fund revenues total $37.8 million with expenditures scheduled to match the rev€ at $37.8 million. The budget message which follows will focus on operating revel expenditures, and important issues facing the City in the forthcoming 1994-95 fiscal Discussion is focused on the General Fund as it contains discretionary revenues that fun basic core of City services. This should not diminish the importance of the other operating fi as they too contribute to the array of services available within Carlsbad. The Capital Bud1 featured later in the budget document, in the section entitled Capital Improvement Progra is mentioned at several points within this letter in order to provide perspective to the City’s I 1994-95 budget. Overview As the City of Carlsbad entered the 1990’~~ budgeting and planning for programs became challenging each year. The trial has been to match expenditures with a continuously dec revenue base. Not only has the weak economy played a part in reducing the City’s nor growth-oriented revenue stream, but the State of California has persistently looked to citic help in balancing their budget. The past three years included preparing mid-year buc resulting in an increased focus on the budget dilemma. The result is a constant exerci! balancing expenditures with slipping revenues. As we enter 1994-95, we are faced with the i of flat revenues in a climate of increasing expenses, and so begins a fifth year of bL reductions and adjustments to service levels. In order to add perspective to the current YE is interesting to nook back at the causes and effects that have led to our current position. The following table provides an outline of the revenue trends that have impacted recent bud It shows the original revenue estimates, and the amounts that have been lost both to the 1 budget as well as the recessionary economy. In all years, reductions were made tc expenditure side of the budget to match the declining revenues, resulting in a gradual erc of service levels and fund balances over time. 1 1 I I I u 1 I I 1 1 1 I HISTORY OF REVENUE LOSSES (in millions) Reductions Due to Recession The City first faced budget reductions in 1990-91 due to the recession. As a cautionary move, the City implemented a hiring freeze, deferred several major infrastructure projects and turned to departments to identify funds that would not be spent during the year. In 1991 -92, both the recession and State budget affected Carlsbad’s revenues. Budgetary adjustments included unfunding fourteen (1 4) positions and deferring capital outlay spending and maintenance programs. Additionally, the City took advantage of one time saving opportunities by reducing the budgeted accounts for the Hosp Grove debt payment and for the Golf Course annual payment. Several service level reductions were also contained in the budget and included reducing operational hours at the three community centers and the swim complex. The beginning of 1992-93 was filled with uncertainty as the State threatened to take away local revenues, yet did not adopt a formal budget until late summer. As a result the City budgeted two times in 1992-93, once at the onset of the year, and again after learning the magnitude of the State impact. Ultimately, forty-two (42) vacant positions were eliminated, and five (5) positions were unfunded. The City also turned to fund balances from other accounts in order to offset General Fund expenses where possible. Service level impacts included reduced litter control, less irrigation and fertilizing of park areas, reduced tennis court lighting, elimination of the Neighborhood Watch Newsletter, and a curtailed street sweeping schedule. As in the prior year, the City adopted the 1993-94 budget not knowing exactly what impacts the State’s budget balancing would have on Carlsbad. The budget was revised in November, 1993 once the loss to the State was known and the effects of the recession again became evident. During 1993-94, twelve (1 2) positions were unfunded and one additional position was eliminated. The City continued to utilize available fund balances wherever possible to ease impacts on the General Fund. As we enter fiscal year 1994-95, Carlsbad faces another year of difficult budget decisions. Adding to the complexity of balancing the budget is the consideration of what next year, 1995-96, will bring. The City has utilized most fund balances to its advantage, yet must recognize that they are nearly exhausted. Many programs which have been deferred or funded elsewhere will need to be absorbed by the General Fund. In addition, no salary adjustments, other than the required step increases, have been given since January of 1992 to any City staff. With only slow growth projected for revenues in the foreseeable future, balancing the budget will continue to be a challenge in the years to come. 2 I 1 I 1 I I I I 1 I 1 D 1 I I 1 3 I Budaetarv Policies An analysis of the City’s fiscal position for 1994-95 indicated that revenues would be flat expenditures wouBd again need to be reduced. In addition, the State’s 1993-94 budget acti continued to have an effect on Carlsbad. A one-time payment of $400,000 was made to the in 1993-94 to offset property taxes taken by the State. As this was only a one-time payment, 1994-95 budget had to absorb this loss of revenue. It is also important to note that allowances have been made in this budget for any reductions which may occur when the Sq adopts their 1 994-95 budget. In developing the 1994-95 budget, a base budget, which excluded any amounts carried over fr previous years, was established for each department with the direction to reduce the bottom total by 1.5%. In order to arrive at this goal, departments prepared their budgets within I following guidelines: b b No new positions, programs or services. Budgets were required to absorb increases due to step increases and other inflationary increases. Increased costs were required to be offset by reductions elsewhere such that the bottom line would be 1.5% less than the 1993-94 base budget amount. Capital outlay needs could be addressed within the budget request. Wherever possible, maintain existing service levels. After budgets were submitted, the Finance Department reallocated assessments for Data Processing, Vehicle Maintenance, Vehicle Replacement, Worker’s Compensation and Liability Insurance Self Insurance Funds. This approach excluded these costs from the base budget calculation, as costs to some departments varied significantly. b b b b 1 The use of these guidelines resulted in a recommended 1994-95 Operating Budget of $3; million, a decrease of $300,000 from the budget adopted in November 1993. The propos 1994-95 budget includes the elimination of three positions, and the unfunding of a total fourteen and one-quarter (1 4.25) positions. The Council Contingency account is budgeted only $333,000 down from between $1 million to $2 million in pre-recessionary years. TI account is available to the City Council to address unanticipated emergencies or unforse program needs. Revenue The following table shows the total operating and capital revenues the City anticipates receivi for 1993-94, as well as those estimated for 1994-95. REVENUE SUMMARY BY FUNCTlON (In Millions) DIFFERENCE AS % OF SPECIAL REVENUE ENTERPRISE FUNDS INTERNAL SERVICE FUNDS CAPITAL $21 .a $51.4 $29.6 135.8% GRAND TOTAL $92.0 $1 23.0 $31 .o 33.7% Revenue estimates indicate that the City will receive a total of $1 23 million, a 33.796 increase over the current year projections. The majority of the increase can be attributed to the capital funds which contain an increase of $29.6 milBion over the projected 1993-94 revenues. Operating revenues are estimated at $71.6 million for 1994-95 which is $1.4 million greater that those projected for 1 993-94. General Fund revenues are of particular interest as these resources fund basic City services such as Police, Fire, Library, Street Maintenance and Park and Recreation programs. These revenues also provide a representative picture of the local economy. The table below shows a summarized outlook for the major General Fund revenues. Although property tax losses to the State totaled $2.5 million over the past two years, this source of revenue continues to provide the largest single source of income for the City. The $1 1.3 million projection for 1994-95 represents 30% of the total General Fund revenue. tt is anticipated that the 1994-95 property tax revenues will increase by 1.8% over 1993-94 estimates which is just under the legal limit of the 2% increase in assessed values as provided within Proposition 13. The projection assumes there will be no other growth in property tax revenues which could result if there were increases in property transactions or higher valuations on property. Twenty-eight percent of the City’s total revenues are generated by sales tax which is the second largest source of funds. Sales taxes are estimated at $1 0.6 million for 1994-95, an increase of 1 % or $1 00,OOO over the projected 1993-94 receipts. tt is anticipated that consumer spending will remain relatively flat in 1994-95. SIGNIFICANT REVENUES TO THE GENERAL FUND (in Millions) DlFF ERENCE AS % OF TRANSIENT OCCUPANCY TAX 4 1 I I 1 I I I I 1 I I I I I I I I 5 The last significant General Fund revenue is the Transient Occupancy Tax which is estimatec $3 million for 1994-95. Based on historical performance of this revenue, the projection eqi the amount expected to be received in 1993-94. It is anticipated that the slow economy will kc travel to Carlsbad and room rates at present levels. Other 1994-95 revenue projections which show differences from the 1993-94 estimates inch franchise tax revenues. These revenues are anticipated to total $1.2 million for 1994-95 increase of 9% or $1 00,000 over 1993-94. This increase is due primarily to the change in the rate from 3% to 5% for Daniels Cablevision during 1993-94. Development within Carlsbad is expected to continue at its sluggish pace resulting in an incre: of only $100,000 (6%) in estimated 1994-95 revenue for all the development related sourc Development related revenue includes planning fees, engineering fees, building department fe construction permits and the license tax on new construction. There are two revenues which are projected to decrease from 1993-94 levels. First, vehicle in-I fees are expected Po drop by $425,000, or 15%. This loss was anticipated as the 1993-94 St budget provided for a one time payment within this revenue stream. Second, interest rever is down by $1 20,000, or 6.7%. This is due to a lower fund balance which results as the Genc Fund pays off the parking bonds and funds the golf course for 1993-94 and 1994-95. Special Revenue Fund revenues total $7 million which is $300,000, or 4.5% greater than tho projected for 1993-94. The types of functions supported within Special Revenue Funds inch programs funded by grants such as Section 8 Housing Assistance, Maintenance Assessmc Districts, and Gas Tax Street Maintenance. The Special Revenue Fund accounting for most the increase in this category is the Section 8 Housing program with revenues up $320,000, 11 % over 1993-94 projections. This is due to full year funding of thirty additional rental units Enterprise Fund revenue for 1994-95 is projected at $1 8.2 million, an increase of $500,000, 2.8% over 1993-94 estimates. Enterprise Funds are similar to a business in that rates i charged to support the operations which supply the service. Examples of Carlsbad Enterpris include the Water District, Sanitation Services , and Solid Waste Management. Water District revenues show an increase of 3.2%, or $387,000, which reflects a proposed ra increase spread between the per unit charge and the stand-by charge. The increase wou absorb higher charges assessed by the Metropolitan Water District for the water Carlsb; purchases for sale to users. Water usage rates are recommended to increase by $.03 per ur combined with an increase to the stand-by charge of anywhere from $55 to $5.40 dependir on the size of the installed meter. Sanitation Enterprise revenues at $4.7 million are not expectt to increase in 1994-95; rates will remain stable. Internal Service Funds show an estimated revenue of $6.8 million for 1994-95, an increase $400,000, or 6.3% over 1993-94 projections. Internal Services provide services within the CI itself and include programs such as the self insurance funds for Workers Compensation ar Liability Insurance, as well as Data Processing and Vehicle Maintenance. Departments pay 1 use the services provided by these funds. The Internal Service Fund demonstrating the large revenue increase is the Liability Self-Insurance fund, up $1 98,000 or 23%, which is necessary 1 maintain adequate reserves that were utilized during 1 993-94. Vehicle Replacement rates wei decreased by $1 02,000, or 9.6%, as the City instituted a broader criteria for replacing vehicle Revenues for 1 1 Vehicle Maintenance show an estimated increase of $1 14,OOO, or 9%. It is estimated that this increase will place the fund balance in 8 positive position at the end of 1994-95. Redevelopment revenues are estimated at 1993-94 levels of $1.8 million. The tax increment on property values has not exhibited any signs of growth over the past three years, and is expected to perform similarly in 1994-95. Expenditures The combined 1994-95 budget totals $122.9 million and is broken down as shown below. Budgeted operating expenditures for 1994-95 total $71.9 million which represents a decrease of $4.5 million, or 5.9% from the current 1993-94 budget, while capital expenditures are up $30.9 million, or 153.7%. BUDGET EXPENDITURE SUMMARY ( In Millions) DIFFERENCE % CHANGE I GENERAL FUND ENTERPRISE 1NTERNAL SERVICE SPECIAL REVENUE ($20) -22.0% GRAND TOTAL The General Fund shows a $1.6 million, or 4.1 % decrease from the current 1993-94 budget to the 1994-95 budget. Balancing the 1994-95 General Fund budget entailed the use of various strategies which are profiled below. b Fourteen and one quarter (14.25) positions are not funded, an increase of eight (8) positions over 1993-94 levels. The unfunded positions are vacant and represent no layoffs of existing staff. The four newty unfunded positions include threequarters of a Police Captain, one-hatf of a Records Supervisor, one Librarian in Reference, and a Management Analyst in the Fire Department. It is estimated that unfunding these four positions will save approximately $1 87,000. Four of the unfunded positions represent a change to contracted services and monies once used for the positions have been transferred to an operating account. There are no immediate cost savings, however it is anticipated that in future years economies will result. Three vacant positions have been eliminated from the work force, and include the Utilities and Maintenance Director, Assistant Utilities and Maintenance Director and b 6 I I 1 1 1 I I 1 I I 1 1 I B I I I 7 one Fire Battalion Chief. Both the Utilities and Maintenance Department and Fire Department have reorganized in order to maintain a more streamlined operation. The prior year budget unfunded the Assistant Utilities and Maintenance Director, therefore the two remaining eliminated positions result in a savings of approxi- mately $200,000. A new employment category of a pro-rated three-quarter time employee has been added as another option to increase efficiency while controlling expenditures. As a result, the City has included a total of seven three-quarter time positions. In order to add these positions, departments reduced their part time budgets by an equivalent amount. This is the third year that alternate funding sources have been used to support some former General Fund programs. Police Asset Forfeiture funds are supporting the DARE and Juvenile Diversion programs and major street maintenance and repair programs are supported through the Gas Tax. The support of these programs through other funds saves the General Fund approximately $1.4 million. In the future, it may be necessary to consider the General Fund as a source for funding these programs once again. No payment to the Golf Course fund has been included in the General Fund budget. Rather, a transfer from the General fund balance is planned which will make up for the missed payment in 1993-94 as well as the 1994-95 payment. The budget includes an $800,000 appropriation from fund balance which will be used to pay off the Parking Authority bonds. This results in a savings of $1 45,000 ann ually . the budget. b b b I t t Capital outlay expenses totaling approximately $1 00,000 have been funded within While the preceding strategies apply on a City-wide basis, there are measurable service le\ reductions which occur at the program level. In general, most programs anticipate extendc response times to accomplish tasks as less staff and resources are available. Specific progra service level reductions within the proposed budget include closing the Swim Complex for tv weeks in December, and eliminating certain recreation programs such as the Easter egg hur Halloween carnival and coastal clean up. The water account in the park maintenance progra has been reduced again which will affect the appearance of park areas. The library Med Services Program will eliminate photographic assistance to other departments as the sb position is rotated to the reference service desk to fill in for a newly unfunded Librarian. Tt Library book budget has been reduced by 10% and will affect adult circulating and referenc materials. Although the Library will implement several service level reductions as noted above, this prograi has absorbed the costs of the Centro de lnformacion program into its budget plan. This is grant funded program which was scheduled to last for five years. The middle of 1994-9 represents the termination of the receipt of the grant funds, at which time General Funds will b used to continue the program. Full year funding for the Centro de lnformacion will need to b absorbed in the 1995-96 budget, at an additional cost of approximately $30,000. I Special Revenue Funds, show a decrease in anticipated spending of approximately $2.1 million, or 23% of which two programs contribute to the reduction. First, Police Asset Forfeiture spending has declined due to one time spending which occurred in 1993-94. Second, Gas Tax spending is projected to decline in order to balance its expenditures with projected revenues. The Street Lighting Maintenance Assessment District budget contains an increase of $47,000, or 6.9%, and is due to anticipated one time expenses associated with upgrading street light fixtures from SDG&E. Through staff efforts and communications with the Public Utilities Commission, costs for non-peak use energy were able to be reduced. The Tree Maintenance Assessment District budget has decreased by $1 6,000, or 2.8%, and is the result of a reduced assessment for the self insurance liability payment. Service levels are anticipated to remain the same during 1994-95. The Median Maintenance Assessment District budget is nearly identical to that of 1993- 94 at $274,000. Staff has indicated that this level of spending will affect the appearance of medians as additional mileage has been added, yet the budget remains the same. A low fund balance does not provide the option of using "saved" funds. Staff is presently reviewing service levels, delivery requirements and the appropriate assessments. It appears as if a rate increase for the Tree and Median Maintenance Assessment Districts may be recommended within the 1995-96 budget. Enterprise Funds, as a group, show a budget decrease of $300,000, or 1.6%, due mainly to a reduction in the Water District's budget. However, a more meaningful comparison can be made between the 1993-94 estimated expenditures of $1 1.7 million and the 1994-95 budget of $1 2.5 million. By comparing these two figures, an increase of 6.8%, or $800,000 results, of which the majority is the cost of purchasing water for sale to users. Internal Service Funds show a decrease of approximately $300,000, or 4.1%. The largest decrease is in liability self insurance which is down $300,000, and is due to a large loss experienced in 1993-94. A decrease of $278,000, or 23%, in the Vehicle Replacement fund is due to an unusually high budget in 1993-94. This occurred as the City began purchasing replacement vehicles which had been deferred in prior years due to budget cuts. The budget for this fund normally fluctuates according to the vehicles proposed for replacement in any given year. The budget for Workers Compensation Self Insurance is equal to that of 1993-94. In addition, an operating transfer to the General Fund of $250,000 has been budgeted. This action will reduce the Worker's Compensation fund balance which is higher than necessary and help to offset Worker's Compensation expenses in the General Fund. The Redevelopment Agency budget has decreased for 1994-95 by $200,000. The decrease is the result of reduced Miscellaneous Professional Services in the operations portion of the program due to funds that were carried over into the 1993-94 budget year. Debt service payments have also been reduced as a result of the refunding of the bonds in 1993-94. Summarv While 1994-95 represents a challenging year financially, the City will strive to maintain the quality and variety of sewices which have come to be expected by the residents and businesses of Carlsbad. The proposed budget for 1994-95 projects a slow economy resulting in a minimal increase to the forecasted revenues. Carlsbad's budget still relies upon alternate funding sources to insure that services continue to be available to the citizens, although sometimes at 8 1 1 R 1 1 1 I 1 1 II 1 1 1 D I 1 I I 9 reduced levels. These methods of balancing budgets are becoming exhausted and will I necessarily be available in future years. In addition, the City has taken advantage opportunities that have presented themselves by reorganizing departments to operate mc efficiently. Without these opportunities or stronger revenue growth in the future, it will necessary to closely evaluate the City's ability to offer all of its current programs within its limii financial resources. It is also important for the City and community alike to be aware of the impact that the Stat budget balancing actions may have upon the City's revenue base. The State continues to k shortfalls in its revenues and may be back again this year with legislation which further reduc our revenues. While the Governor has not proposed any reductions to cities in his latest bud$ proposal, the Legislature will have their own proposals which may adversely impact citit Carlsbad is still very much "at risk" for budget reductions in the current and future years. In this difficult budget year the cooperation of all departments and City staff was critical creating a successful operating plan. This document is a reflection of the dedication and effo of these members of Team Carlsbad. Their support is critical to the City's ultimate success. \ offer them all our thanks for a job well done. This example of teamwork will be repeated in t months and years to come as the State of California and economic conditions continue challenge the fiscal strength of the City of Carlsbad. I CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1993-94 UNRESERVED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1,1993 REVENUES EXPENDITURES TRANSFERS JUNE 30,1994 1,928,881 2cQ000 197,820 1,931,061 HOUSING - SECTION 8 11 8,483 2,898,000 2,900,000 116,483 MOBILE HOME RENT CONTROL 6c4000 16,000 44,000 AUDIO-VISUAL INSURANCE 118,640 95,000 113,000 100,640 GAS TAX 3,077,212 1,180,000 1,472,900 2,784,3 12 TREE MAINTENANCE 31 6,920 572,140 567,396 321,664 MEDIAN MAINTENANCE 57,387 255,000 286,410 25,977 STREET LIGHTING 774,914 692,000 553,701 913,213 BUENA VISTA CRK CHNL MNT 251,811 108,oOo 58,300 301,511 STATE GRANTS (LIBRARY) 269,722 265,000 351,500 183,222 SENIOR NUTRITION 0 193,000 183,197 9,803 CDBG - ENTITLEMENT 60,472 90,m 103,873 46,599 CMMT'Y FACILITY DlSTR #1 ADMIN 2QoO0 106,000 125,190 81 0 2,890,833 12,122,000 11,682,865 3,329,968 RECLAIMED WATER (90,390) 808,700 695,315 22,995 SEWER OPERATIONS 1,278,193 4,661,900 4,298,544 1,641,549 SOLID WASTE MANAGEMENT 58,452 =,W 138,874 5,578 1,320,298 771,600 776,536 1,315,362 LlABlLlTYSELF INSUR 1,891,231 857,000 1,244,804 1,503,427 HEALTH INSURANCE 1,386,395 1,805,000 1,950,000 1,241,395 VEHICLE MAlNTENANCE (37,578) 1,240,000 1,245,500 (43,078) VEHICLE REPLACEMENT 3,016,356 1,066,000 932.287 3,150,069 DATA PROCESSING 51 8,727 710,000 752,285 476,442 OPERATIONS 51,226 93,750 724,320 624,000 44,656 DEBT SERVICE 993.600 1,338,000 526,170 (75,000) 1,730,430 LOW AND MOD INCOME HSNG 2,338,669 397,500 82519 2,653,650 TOTAL OPERATING FUNDS $32,374,631 $70,276,590 $69,670,796 $255,450 $23,851,738 TOTAL CAPITAL FUNDS $69,907,611 $21,837,950 $20,137,604 ($255,450) $71,352,507 ] GRAND TOTAL AU FUNDS $102,282,242 $92,114,540 $89,808,400 $0 $95,204,245 10 CITY OF CARLSBAD OPERATING FUNDS 1 I 1 1 1 1 1 I 1 I I 1 I 4 I I 1 PROJECTED FUND BALANCES FOR FY 1994-95 PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1,1994 REVENUES EXPENDITURES TRANSFERS JUNE 30,1995 I 7,394,319 1,931,061 21 0,000 200,580 1,940,481 HOUSING - SECTION 8 1 16,483 3,218,000 3,194,786 139,697 MOBILE HOME RENT CONTROL 44,000 19,000 25,000 AUDIO-VISUAL INSURANCE 100,640 95,000 146,500 49,140 TREE MAINTENANCE 321,664 572,140 558,839 334,965 GAS TAX 2,784,312 1,210,000 1,243,500 2,750,812 MEDIAN MAINTENANCE 25,977 255,000 274,360 6,617 STREET LIGHTING 913,213 682,000 724,736 870,477 BUENA VISTA CRK CHNL MNT 301,511 108,000 10,150 399,361 STATE GRANTS (LIBRARY) 183,222 205,000 246,100 142,122 SENIOR NUTRITION 9,803 193,000 196,906 5,897 CDBG - ENTITLEMENT' 46,599 131 ,OOO 132,170 45,429 CMMT'Y FACILITY DISTR #1 ADMIN 81 0 107,000 107,000 81 0 3,329,968 12,509,000 12,491,400 (50,000) 3,297,568 RECLAIMED WATER 22,995 958,000 1,010,400 (29,405) (50,000) 1,678,849 SEWER OPERATIONS 1,641,549 4,661,900 4,574,600 SOLID WASTE MANAGEMENT 5,578 71 ,OOO 104,271 (27,693) 1,315,362 787,600 1,096,900 1,006,062 1,503,427 1,055,400 1,003,300 1,555,527 LIABILITY SELF INSUR HEALTH INSURANCE 1,241,395 1,805,000 1,950,000 1,096,395 VEHICLE MAINTENANCE (43,078) 1,353,600 1,299,900 10,622 3,150,069 964,100 940,500 3,173,669 B DATA PROCESSING 476,442 772,600 754,000 (220,000) 275,042 VEHICLE REPLACEMENT OPERATIONS 44,656 96,000 -,= 528,300 32,056 DEBT SERVICE 1,730,430 1,338,000 1,052,340 (528,300) 1,487,790 LOW AND MOD INCOME HSNG 2,653,650 397,500 105,ooO 2,946,150 TOTAL OPERATING FUNDS $33,235,875 $71,605,840 $71,913,956 ($1,520,000) $29,807,759 TOTAL CAPITAL FUNDS $71,352,507 $49,899,235 $50,972,237 $1,520,000 $71,799,505 1993-94 CONTINUING APPROPRIATIONS ($32,314,566) $39,484,939 GRAND TOTAL ALL FUNDS $1 04,588,382 $1 21,505,075 $122,886,193 !H $101,607,264 11 CIN OF CARLSBAD OPEFIATING FUNDS BUDGET EXPENDITURE SCHEDULE 1991 -92 TO 1994-95 %INCR (DEC) GENERAL GOVERNMENT CITY COUNCIL 154,639 153,747 $1 65,948 $1 67,401 CITY MANAGER CITY CLERK CITY AlTORNCl FINANCE 1,005,644 860,207 990,993 1,032,633 CITYTREASURER PURCHASING HUMAN RESOURCES RESEARCH OFFICE 285,919 159,883 INFORMATION SYSTEMS RISK MANAGEMENT 193,145 177,219 TOTAL GENERAL GOVERNMENT 4,303,735 3,753,447 3,819,062 4,064,870 PUBLIC SAFETY POLICE 9,046,665 8,591,028 8,847,473 8,909,521 FIRE 6,600,451 6,750,721 6,866,901 6,938,635 TOTAL PUBLIC SAFETY 15,647,116 15,341,749 15,714,374 15,848’1 56 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN GEOGRAPHIC INFORMATION ECONOMIC DEVELOPMENT ENGINEERING 3,601,763 3,374,023 2,969,528 3,151,325 PLANNING 2,109,879 1,807,556 1,818,698 1,952,126 GROWTH MANAGEMENT HISTORIC PRESERV COMM BUILDING INSPECTION TOTAL COMMUNITY DEVELOPMENT 7,258,593 6,648,159 6,399,602 6,984,364 LIBRARY/CULTURE LIBRARY 2,473,398 2,316,029 2,451,220 2,460,876 CULTURALARTS PROGRAM SISTER CITY PROGRAM TOTAL LI BW\RY/CU LTURE 2,750,266 2,554,864 2,695,450 2,713,739 12 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1 1 1991 -92 TO 1994-95 %INCF I 1993-94 (at 3130194) PARK MAINTENANCE 1,630,142 1,379,713 1,531,390 1,563,728 RECREATION 1,581,724 1,596,052 SENIOR PROGRAMS STREET MAINTENANCE 2,4OO,618 1,781,753 1,348,586 1,424,542 1 FACILITIES MANAGEMENT 1,132,069 1,130,429 1,195,781 1,395,018 TRAFFIC SIGNAL MAIM TOTAL COMMUNITY SERVCIES 8,329,437 7,115,004 6,914,942 7,358,016 NON - DEPARTMENTAL BEACH PARKING COMMUNITY CONTRIBUTIONS HOSP GROVE PAYMENT GOLF COURSE AUDIT PROPERTY TAX ADMIN FEE 1 ANIMAL REGULATION CONTRACT DUES & SUBSCRIPTIONS OPERATING TRANSFERS OUT/MISC 156,806 TREE MAINT COSTS (Clw BOND SERVICES 1,785,734 2,669,327 2,148,060 2,258,789 SUBTOTAL GENERAL FUND 40,074,881 38,082,550 37,691,490 39,227,924 CONTINGENCIES 40,074,881 38,082,550 37,691,490 39,394,370 APPROPRIATION FROM FUND BAL ~,ooo ' GRAND TOTAL GENERAL FUND 38,639,818 I 1 I . 13 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1991 -92 TO 1994-95 %INCR (DEC) 1993 - 94 (at 3130194) 1991 -92 1992-93 ESTIMATED 1993-94 2,114,752 2,529,978 2,900,000 2,916,832 MOBILE HOME RENT CONTROL AUDIO VISUAL INSURANCE GAS TAX 140,oO4 220,477 1,472,900 2,710,082 TREE MAlMENANCE MEDIAN MAiNTENANCE STREET UGKnNG BUENA VISTA CRK CHNL MNT STATE GRAMS (LIBRARY) SENIOR NUTRITION CDBG ENTlTlEMENT 9,715,797 10,008,242 11,682,865 12,782,372 SANITATION OPERATIONS 4,059,425 4,028,391 4,298,544 4,541,461 W C Operating Transfer Out LlABlLrPl SELF INSURANCE 603,308 I ,183,895 1,244,804 1,291,052 HEALTH INSURANCE 1,650,116 1,824,547 1,950,000 1,950,OoO VEHICLE MAINTENANCE 1,217,610 1,227,137 1,245,500 1,320,520 VEHICLE REPIACEMENT 729,905 485,124 932,287 1,218,568 DATA PROCESSING DEBT SERVICE 1,663,859 1,619,643 526,170 1,187,050 LOW AND MOD IFCOME HSNG I TOTAL OPERATING FUNDS $66,354,305 $66,897,922 $69,670,796 $76,396,270 $72,713,956 -4.82% 14 CITY OF CARLSBAD OPERATING FUNDS i 1 1 I I I I I i TOTAL UCENSES & PERMITS 1,724,000 1,650,000 1,650,000 0.00% 0 (I 1 I 1 I 1 II I I 1 15 REVENUE ESTIMATES FOR 1994-95 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES RWENUE REVENUE OF FY 93-94 1993-94 TO REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 TAXES PROPERTY TAX $12,585,000 $11,100,000 $11,300,000 1.80% 200,000 SALES TAX 9,168,000 10,500,000 1 0,600,000 0.95% 100,000 TRANSIENT TAX 3,099,000 3,000,000 3,000,000 0.00% 0 FRANCHISE TAX =0,000 1,100,000 6,200,000 9.09% 100,000 TRANSFER TAX 184,000 190,000 190,000 0.00% 0 TOTAL TAXES 26,026,000 25,890,000 26,290,000 1.54% 400,000 LICENSES AND PERMITS CONSTRUCTION PERMITS 234,000 300,000 300,000 0.00% 0 BUSINESS LICENSES 1,071,000 1 ,000,000 1 ,000,000 0.00% 0 LICENSE TAX-CONSTRUCTION 143,000 w000 50,000 0.00% 0 OTHER LICENSES 81 PERMITS 276,000 300,000 300,000 0.00% 0 STATE SUBVENTIONS VEHICLE IN-LIEU 2,432,000 2,775,000 2,350,000 - 15.32% (425,000) OTHER 270,000 280,000 300,000 7.14% 20,000 TOTAL STATE SUBVENTIONS 2,702,000 3,055,000 2,650,000 - 13.26% (405,000) CHARGES FOR SERVICES PLANNING FEES 603,000 400,000 ~,OOo 25.00% 100,000 BUILDING DEPT. FEES 205,000 200,000 200,000 0.00% 0 ENGINEERING FEES 551 ,Ooo 600,05J 600,000 0.00% 0 AMBULANCE FEES 273,000 280,000 300,000 7.14% =,000 RECREATION FEES 697,000 800,000 800,000 0.00% 0 OTHER CHARGES OR FEES 528,000 400,000 ~,000 0.00% 0 TOTAL CHARGES FOR SERVICES 2,857,000 2,680,000 2,800,000 4.48% 120,000 FINES AND FORFEITURES 232,000 230,000 230,000 0.00% 0 INTEREST 2,094,000 1,800,000 1,680,000 -6.67% (120,000) INTERDEPARTMENTAL CHARGES 2,101,000 2,000,000 2,000,000 0.00% 0 OTHER REVENUE SOURCES 1,973,000 300,000 550,000 83.33% 250,000 TOTAL GENERAL FUND 39,709,000 37,605,000 37,850,000 0.65% 245,000 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1994-95 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 93-94 1993-94 TO REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 POLICE ASSET FORFEITURE ASSET FORFEITURES 327,479 140,m 150,ooo 7.14% 10,ooo INTEREST 104,600 60,m 60,000 0.00% 0 TOTAL 432,079 =Qooo 210,000 5.00% 10,m HOUSING - SECTION 8 INTEREST 7,170 W)O 8,000 0.00% 0 FEDERAL GRANT 2,432,798 2,890,000 3,210,000 11.07% =fJ,m OTHER 70,764 121,000 190,000 57.02% 69,000 TOTAL 2,510,732 2,898,000 3,218,000 1 I .@I% =,m MOBILE HOME RENT CONTROL TRANSFER FROM GENERAL FUND 0 60,000 0 -100.00% (W000) TOTAL 0 60,m 0 -1 00.00% (60,0oo) AUDIO-VISUAL INSURANCE INTEREST 6,237 5,000 5,000 0.00% 0 INSURANCE FEES 75,642 Qc),@Xl m000 0.00% 0 TOTAL 81,879 95,000 95,000 0.00% 0 GAS TAX GAS TAX REVENUES 1,094,331 1,l 00,000 1,130,000 2.73% 3090 INTEREST 200,058 80,m 80,ooo 0.00% 0 TOTAL 1,294,389 1,180,000 1,210,000 2.54% 30,m TREE MAINTENANCE INTEREST 19,040 6,000 6,000 0.00% 0 TREE MAINTENANCE FEES 51 3,793 500,000 500,000 0.00% 0 INTERDEPARTMENTAL 66,140 66,140 66,140 0.00% 0 TOTAL 598,973 572,140 572,140 0.00% 0 MEDIAN MAINTENANCE INTEREST 2,759 0 0 0.00% 0 MEDIAN MAINTENANCE FEES 246,652 255,000 255,000 0.00% 0 MlSC REIMBURSEMENT 4,596 TOTAL 254,007 255,000 255,000 0.00% 0 16 I 1 1 I I I I 1 I I I TOTAL 180,404 193,000 193,000 0.00% 0 I 1 1 1 I I 1 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1994-95 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 93-94 1993-94 TO REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 STREET LIGHTING INTEREST 43,943 20,000 20,000 0.00% 0 INTERDEPARTMENTAL 57,000 60,000 50,000 -16.67% (1 0,000) STREET LIGHTING FEES 605,689 610,000 61 0,000 0.00% 0 MlSC REIMBURSEMENT 13,156 2,000 2,000 0.00% 0 TOTAL 719,788 692,000 682,000 - 1 -45% (1 0,000) BUENA VISTA CREEK CHNL MAINT INTEREST 18,007 8,000 8,000 0.00% 0 BUENA VISTA FEES 100,407 1 00,000 100,000 0.00% 0 TOTAL 118,414 108,000 108,000 0.00% 0 STATE GRANTS INTEREST 14,xx) 15,000 5,000 -66.67% (1 0,000) GRANTS 199,042 250,000 xx),000 -20.00% (50,000) TOTAL 21 3,242 265,ooo 205,000 -22.64% (W,000) SENIOR NUTRITION GRANTS 105,871 103,000 103,000 0.00% 0 DONATIONS 74,533 w000 ~,000 0.00% 0 CDBG ENTITLEMENT GRANT REVENUE 66,000 90,000 110,000 22.22% 20,m INTERDEPARTMENTAL 0 0 21 ,000 100.00% 21 ,000 TOTAL 66,000 90,000 131 ,000 100.00% 41 ,OOO CMMT'Y FACILITIES DISTR #1 ADMINISTRATIVE FEES 106,000 106,000 107,000 0.94% 1 ,000 TOTAL SPECIAL REVENUE FUNDS 6,575,907 6,654,140 6,965,140 4.67% 31 0,000 I 17 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1994-95 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 93-94 1993-94 TO REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 WATER OPERATIONS WATER SALES 7,787,667 9,700,000 9,900,000 2.06% 200,000 READY TO SERVE CHARGES 1,588,044 1,753,000 1,973,000 12.55% =,000 NEW ACCOUNT CHARGES 44,596 70,500 5wo0 -29.08% (=,w BACK-FLOW PROGRAM FEES 1,020 4%000 46,000 0.00% 0 PENALTY FEES 11 6,485 239,000 209,000 - 12.55% (30,000) INTEREST & PORTFOLIO SERVICES 283,546 180,000 185,000 2.78% 5,000 ENGINEERING & PLAN CHECK FEES 77,478 27,000 66,m 144.44% 39,000 CONNECTION FEES 60,898 =I000 45,000 -1 9.64% (1 1 ,000) MISCELLANEOUS 157,986 50,500 35,000 -30.69% (1 5,500) TOTAL 10,117,720 12,122,000 12,509, 000 3.1 9% 387,000 RECLAIMED WATER WATER SALES 522,100 6w000 750,000 25.00% 150,000 READY -TO -SERVE CHARGE 0 8,000 8,000 0.00% 0 RECLAIMED WATER CREDITS 75,794 ~,m 200,OOO 0.00% 0 INTEREST & PORTFOLIO SERVICES (5,277) 0 0 0.00% 0 MISCELLANEOUS RElMB EXPEND 0 700 0 - 1 00.00% P00) TOTAL 592,617 808,700 958,OOO 18.46% 149,300 SANITATION OPERATIONS SERVICE CHARGES 4,370,993 4,400,000 4,400,000 0.00% 0 LATERAL CONNECTIONS 1 1,897 2,500 2,500 0.00% 0 PRE-TREATMENT CHARGES 57,273 65,000 =,000 0.00% 0 INTEREST & PORTFOLIO SERVICES 209,716 194,OOO 194,000 0.00% 0 MISCELLANEOUS 28,145 400 400 0.00% 0 TOTAL 4,678,024 4,661,900 4,661,900 0.00% 0 SOLID WASTE MANAGEMENT INTEREST 830 3,000 1 ,000 -66.67% (2,000) RECYCLING FEE 67,558 WOOO 70,000 2.94% 2,000 TOTAL 126,912 86,OOO 71 ,000 - 17.44% (1 5,000) GRANTS 58,524 15,000 0 - 100.0096 (1 5,000) TOTAL ENTERPRISE FUNDS 15.51 5,273 17,678,600 18,199,900 2.95% 521,300 18 I I I I 1 I I 1 I I I I I 1 I I I I 19 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1994-95 AS % DIFFERENCE ACTUAL PROJECTED ESTIMATED REVENUES REVENUE REVENUE OF PI 93-94 1993-94 TO REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 WORKERS' COMP SELF-INSUWNCE INTEREST 103,365 80,000 80,000 0.00% 0 OTHER 49,652 80,000 m80,000 0.00% 0 INTERDEPARTMENTAL 623,013 61 1,600 627,600 2.62% 16,000 TOTAL 776,030 771,600 787,600 2.07% 16,000 LIABILITY SELF-INSURANCE INTEREST 144,520 75,000 75,000 0.00% 0 INTERDEPARTMENTAL 829,348 767,000 965,400 25.87% 198,400 OTHER 15,000 15,000 0.00% 0 TOTAL 973,868 857,000 1,055,400 23.1 5% 198,400 HEALTH INSURANCE INTEREST 101,846 65,ooo 65,OOo 0.00% 0 INTERDEPARTMENTAL 1,478,087 1,400,000 1,400,000 0.00% 0 REIMBURSEMENTS 325,767 340,WO 34voO 0.00% 0 TOTAL 1,905,700 1,805,000 1,805,000 0.00% 0 VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,251,777 1,220,000 1,333,600 9.31 % 113,600 MISCELLANEOUS 48,966 20,000 20,000 0.00% 0 TOTAL 1,300,743 1,240,000 1,353,600 9.16% 11 3,600 VEHICLE REPLACEMENT INTERDEPARTMENTAL 920,628 921 ,WO 819,100 -11.06% (1 01,900) INTEREST 163,549 1M,000 120,OOo 0.00% 0 SALE OF PROPERTY 28,776 25,000 25,000 0.00% 0 TOTAL 1,112,953 1,066,000 964,100 -9.56% (101,900) DATA PROCESSING INTEREST 30,412 20,oOo x),000 0.00% 0 INTERDEPARTMENTAL 453,742 690,000 752,600 9.07% 62,600 TOTAL 500.464 71 0,OOO 772,600 8.82% 62,600 MISCELLANEOUS 16,310 I TOTAL INTERNAL SERVICE FUNDS 6,569,758 6,449,600 6,738,300 4.48% 288,700 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1994-95 ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 93-94 1993-94 TO REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 OPERATIONS RENTAL INCOME 29,800 37,200 39,500 6.18% 2,300 INTEREST & PORTFOLIO SERVICES 24,546 19,950 19,900 -0.25% (50) MISCELLANEOUS 15,545 36,600 =,600 0.00% 0 TOTAL 69,891 93,750 96,000 2.40% 2,250 DEBT SERVICE TAX INCREMENT 1,322,061 1,300,000 1,300,000 0.00% 0 INTEREST & PORTFOLIO SERVICES 121,515 =,000 38,000 0.00% 0 TOTAL 1,443,576 1,338,000 1,338,000 0.00% 0 LOW AND MOD INCOME HSNG TAX INCREMENT 330,515 323,000 323,000 0.00% 0 INTEREST & PORTFOLIO SERVICES 125,715 74,500 74,500 0.00% 0 MISCELLANEOUS 40,995 0 0 0.00% 0 TOTAL 497,225 397,500 397,500 0.00% 0 TOTAL REDEVELOPMENT FUNDS 2,010,692 1,829,250 1,831,500 0.12% 2,250 I TOTAL OPERATING $70,380,630 $70,216,590 $71,584,840 1.95% $1,368,250 I 20 I 1 I I I TOTAL CITYCOUNCIL 1 1 0 I I 1 I I I I I 1 D 1 I I I 21 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95 BY DEPARTMENT AND CUSSIFCATION REQUEST OVER r 1993-94 (UNDER) NUMBER 1994-95 1993-94 ALLOCATED BUDGET ALLOCATED 1 1 1 1 ASSISTANT CITY MANAGER 1 1 FINANCIAL MANAGEMENT DIRECTOR 1 1 ASSISTANT TO CITY MANAGER 1 1 SR MANAGEMENT ANALYST 1 1 SECRETARY TO C. MANAGER 1 1 SECRETARY li 2 2 TOTAL CITY MANAGER 8 8 0 INFORMATION SYSTEMS DIRECTOR 1 1 ASSISTANT CITYCLERK 1 1 MINUTES CLERK 1 1 SECRETARY I1 1 1 STENO CLERK I1 1 1 WORD PROCESSING OPERATOR I1 1 1 TOTAL INFORMATION SYSTEMS 6 6 0 DATA PROCESSING DATA PROCESSING MANAGER 1 1 PROGRAMMEWANALYST 1 1 PROGRAMMEWOPERATOR 1 1 MICRO COMPUTER SPECIALIST 1 1 TOTAL DATA PROCESSING 4 4 0 TOTAL INFORMATION SYSTEMS 10 10 0 CITY AlTORNEY 1 1 ASSISTANT CITYA'ITORNEY 1 1 DEPUTY CITY AlTORNEY 1 1 SECRETARY TO C. ATTORNN 1 1 SECRETARY II 1 1 TOTAL CITY AlTORNN 5 5 0 FINANCE DIRECTOR 1 1 ASS I STANT FINANCE Dl RECTOR 1 1 SR MANAGEMENT ANALYST 1 1 ACCOUNTANT 4 4 ACCOUNTING SUPERVISOR 2 2 ACCOUNT CLERK I1 2 2 ACCOUNTING OFFICE ASSISTANT 1 1 AUDITOR 1 1 TREASURER'S ASSISTANT 0.75 0.75 SECRETARY II 1 1 TOTAL FINANCE 14.75 14.75 0 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95 BY DEPARTMENT AND CLASSIFCATION REQUEST OVER 1993-94 (UNDER) NUMBER 1994-95 1993-94 ALLOCATED BUDGET ALLOCATED RISK MANAGER 1 1 SECRETARY II 1 1 TOTAL RISK MANAGEMENT 2 2 0 1 1 SECRETARY I 1 1 BUYER 2 2 MESSENGER 1 1 TOTAL PURCHASING 5 5 0 1 1 COMPENSATION & BENEFITS MGR 1 1 0 EMPLOYMENT SERVICES MANAGER 1 1 0 HUMAN RESOURCES ANALYST 1 1 0 HUMAN RESOURCES ASSISTANT 1 1 SECRETARY II 1 1 CLERK TYPIST II 1 1 TOTAL HUMAN RESOURCES 7 7 0 ADMINISTRATION POLICE CHIEF 1 1 SENIOR MANAGEMENT ANALYST 0 1 1 MANAGEMENT ANALYST 1 0 -1 SECRETARY I I 1 1 SECRETARY I 3 3 POLICE CAPTAIN 2 2 POLICE LIEUTENANT 5 5 POLICE SERGEANT 10 10 SENIOR POLICE OFFICER 21 21 POLICE OFFICER 41 41 COMMUNICATIONS SUPERVISOR 1 1 RECORDS SUPERVISOR 1 1 COMMUNICATION OPERATOR II 13 12 -1 COMMUNICATION OPERATOR I 0 .1 1 POLICE RECORDS CLERK II 5 5 PROGRAMMEWOPERATOR 1 1 CRIME PREVENT TECH 1 1 POLICE SERVICES AIDE 1 1 TOTAL POLICE 108 108 0 22 I I I I I I I I I TOTAL BUILDING INSPECTION 11 11 0 I I TOTAL COMM DEV ADMINIST 5 5 0 I 8 I I I 1 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95 BY DEPARTMENT AND CUSSIFCATION REQUEST OVER * 1993-94 (UNDER) 8 ALLOCATED BUDGET ALLOCATED NUMBER 1994-95 1993-94 DIVISION CHIEF 0 2 2 FIRE BATTALION CHIEF 4 3 -1 FIRE CAPTAIN 18 18 FIRE CAPTAIN SPECIALIST 4 1 -3 FIRE ENGINEER 18 18 FIRE FIGHTER 9 9 PARAMEDIC-FIRE FIGHTER 21 21 MANAGEMENT ANALYST 0 1 1 SECRETARY II 1 1 SECRETARY I 1 1 FIRE PREVENTION OFFICER II 3 3 TOTAL FIRE 80 79 -1 1 1 BUILDING INSPECTOR II 5 5 CODE ENFORCEMENT OFFICER II 0 1 1 CODE ENFORCEMENT OFFICER I 2 1 -1 BUILDING TECHNICIAN II 1 1 WORD PROCESSOR II 0 1 1 PERMIT CLERK 2 1 -1 1 1 SENIOR MANAGEMENT ANALYST 1 1 MUNICIPAL PROJECT MANAGER 1 1 SECRETARY II 1 1 RECEPTIONIST/CASHIER 1 1 1 1 TOTAL G EO G RAPHlC INFORM AT10 N 1 1 0 CITY ENGINEER 1 1 ASSISTANT CITY ENGINEER 1 1 TRAFFIC ENGINEER 1 1 PRINCIPAL CIVIL ENGINEER 4 4 PRINCIPAL CONSTRUCTION INSPECTOR 1 1 SR CONSTRUCTION INSPECTOR 2 2 SR ENGINEERING INSPECTOWD 2 2 CONSTRUCTION INSPECTOR I1 4 4 ASSOCIATE ENGINEER 9.5 10 0.5 ASSISTANT ENGINEER 2 2 ENGINEERING TECHNICIAN I1 6 6 SR MANAGEMENT ANALYST 1 1 MANAGEMENT ASSISTANT 1 1 SECRETARY II 1 1 WORD PROCESS OPERATOR I1 4 4 TOTAL ADM INSTRATIO N 40.5 41 0.5 I 23 CITYOF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1993-94 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1994-95 1993-94 SR MANAGEMENT ANALYST 1 1 ASSOCIATE CIVIL ENGINEER 0.5 0 -0.5 TOTAL GROWTH MANAGEMENT 1.5 1 -0.5 1 1 ASSISTANT PLANNING DIRECTOR 1 1 SR MANAGEMENT ANALYST 1 1 PRINCIPAL PLANNER 2 2 SENIOR PLANNER 4 4 ASSOCIATE PLANNER 5 5 ASSISTANT PLANNER 2 2 PLANNING TECHNICIAN I 1 1 PLANNING TECHNICIAN II 1 1 GRAPHIC TECHNICIAN 1 1 SECRETARY II 1 1 WORD PROCESS OPERATOR If 3 3 TOTAL PLANNING 23 23 0 1 1 ASSISTANT LIBRARY DIRECTOR 1 1 MANAGEMENT ANALYST 1 1 SECRETARY II 1 1 GRAPHIC ARTIST 1 1 ACCOUNTCLERK II 1 1 SENIOR CIRCULATION SUPERVISOR 1 1 LIBRARY ASSISTANT II 8 8 LIBRARY ASSISTANT I 3.5 3.5 SENIOR LIBRARIAN 6 6 LIBRARIAN II 5 4 -1 LIBRARIAN I 0 1 1 MEDIA SERVICES MANAGER 1 1 CLERK TYPIST II 1 1 LIBRARY SERVICES SPECIALIST 1 1 TOTAL LIBRARY 32.5 32.5 0 ARTS MANAGER 1 1 COMMUNITY ARTS COORDINATOR 1 1 SECRETARY I I 1 1 TOTAL CULTURAL ARTS 3 3 0 24 1 I I I 1 1 1 I I I 1 I 1 I I 1 I I CITYOF CARLSBAD PERSONNEL ALLOCATIONS.FOR 1993-94 AND 1994-95 BY DEPARTMENT AND CLASSIFCATION REQUEST OVER 1993-94 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1994-95 1993-94 ADMINISTRATION COMMUNllY SERVICES DIRECTOR 0 1 1 PARKS AND RECREATION DIRECTOR 1 0 -1 UTI LtTl ES/MAI NTENANCE DIRECTOR 1 0 -1 ASSISTANT UTILITIES/MAINTENANCE DIR 1 0 -1 MANAGER OF RESEARCH 8 ANALYSIS 1 0 -1 SPECIAL PROJECTS MANAGER 0 1 1 SENIOR MANAGEMENT ANALYST 1 1 PARK DEVELOPMENT COORDINATOR 1 1 SECRETARY I1 2 2 SECRETARY I 1 1 CLERKTYPIST II 2 2 TOTAL ADMINISTRATION 11 9 -2 PARK MAINTENANCE PARK SUPERINTENDENT 1 1 PARK SUPERVISOR 1 1 PARK MAINTENANCE WORKER 111 5 5 PARK MAINTENANCE WORKER I1 10.75 10.75 PARK MAINTENANCE SPECIALIST 1 1 TOTAL PARK MAINTENANCE 18.75 18.75 0 TREE MAINTENANCE PARK SUPERVISOR 0.5 0.5 TREE TRIMMER LEADWORKER 2 2 TREE TRIMMER II 3 3 TOTAL TREE MAINTENANCE 5.5 5.5 0 MEDIAN MAINTENANCE PARK SUPERVISOR 0.5 0.5 PARK MAINTENANCE WORKER II 1 1 TOTAL MEDIAN MAINTENANCE 1.5 1.5 0 RECREATION CLERK TYPIST 3 3 RECREATION SPECIALIST I 1 1 RECREATION SUPERINTENDENT 1 1 RECREATION SUPERVISOR II 3 3 RECREATION SUPERVISOR I 2 2 INSTRUCTIONAL CLASS COORDINATOR 0.75 0.75 ADULT SPORTS COORDINATION 0.75 0.75 YOUTH SPORTS/SPECIAL EVENTS COORD 0.75 0.75 AQUATIC SUPERVISOR 1 1 POOL COORDINATOR 0.75 0.75 TOTAL RECREATION 14 14 0 SENIOR PROGRAM SENIOR COORDINATOR 1 1 SECRETARY I 1 1 SITE MANAGER 1 1 TOTAL SENIOR PROGRAM 3 3 0 I 25 CITYOF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95 BY DEPARTMENT AND CLASSIFCATION REQUEST OVER 1993-94 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1994-95 1993-94 STREET MAINTENANCE STREET MAINTENANCE SUPT 1 1 STREET MAINTENANCE SUPERV 2 2 STREET MAINTENANCE WORKER 111 6 6 STREET MAINTENANCE WORKER II 11 11 MAINTENANCE WORKER I 3 3 TOTAL STREET MAINTENANCE 23 23 0 STREET LIGHTING ELECT OPERATIONS SUPERVISOR 1 0 -1 ASSESSMENT DISTRICT SUPERVISOR 0 1 1 ELECTRICIAN II 1 2 1 ELECTRICIAN I 1 0 -1 ENGINEERING TECHNICIAN II 1 1 TOTAL STREET LIGHTING 4 4 0 BU lLDl N G MA1 NTENANC E BUILDING MAIM SUPT 1 1 BUILDING MAlNT SUPERV 1 1 SENIOR BUILDING MAlNT WORKER 1 1 BUILDING MAIM WORKER II 2 2 CUSTODIAN II 1 1 CUSTODIAN 9 9 TOTAL BUILDING MAINTENANCE 15 15 0 SOLID WASTE MANAGEMENT ANALYST 0.75 0.75 TOTAL SOLID WASTE 0.75 0.75 0 VEHICLE MAINTENANCE FLEET SUPERINTENDENT 1 1 EQUIPMENT MECHANIC SUPERVISOR 1 1 EQUIPMENT MECHANIC II 3 3 ACCOUNTING TECHNICIAN 0 1 1 ACCOUNT CLERK II 1 0 -1 TOTAL VEHICLE MAINTENANCE 6 6 0 TOTAL COMMUNITY SERVICES 102.5 100.5 -2 REDEVELOPMENT AGENCY HOUSING & REDEVELOPMENT DIR 1 1 SR MANAGEMENT ANALYST 2 2 MANAGEMENT ANALYST 2 2 HOUSING PROGRAM MANAGER 1 1 HOUSING SPECIALIST I 1 1 SECRETARY II 1 1 SECRETARY I 1 1 CLERK TYPIST II 1 1 TOTAL HOUSING & REDEVELOPMENT 10 10 0 26 I I I I B I I I I I 8 8 8 I I I I I CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1993-94 (UNDER) NUMBER 1994-95 1993-94 ALLOCATED BUDGET ALLOCATED WATER OPERATIONS GENERAL MANAGER 1 1 DISTRICT ENGINEER 1 1 ADM I NlSTRATlVE MANAGER 1 1 OPERATIONS SUPERINTENDENT 1 1 WATER MAINTENANCE SUPERVISOR 2 2 MANAGEMENT ANALYST 1 1 ASSOCIATE ENGINEER 3 3 CONSTRUCTDN/MAINT SUPERVISOR 1 1 CONSTRUCTDN/MAINT WORKER I 2 2 CONSTRUCTDN/MAIM WORKER II 1 1 ENGINEERING OFFICE ASSISTANT II 1 1 OPERATIONS OFFICE ASSISTANT II 1 1 ACCOUNTING SUPERVISOR 1 1 ACCOUNTING TECHNICIAN 1 1 ACCOUNT CLERK I 1 1 ACCOUNT CLERK II 1 1 ENGINEERING TECHNICIAN 111 1 1 ENGINEERING SECRETARY 1 1 EQUIPMENT OPERATOR 1 1 FACILITY MAIM LEADWORKER 1 1 METER SERVICES WORKER I 2 2 METER SERVICES WORKER II 2 2 METER SERVICES WORKER 111 1 1 CROSS CONNECTION CONTROLTECH 1 I RECEPTIONIST 1 0 -1 RECEPTlONlST/CASHlER 1 1 1 1 1 1 SECRETARY I I SERVICE COORDINATOR SR CONSTRUCTION/MAIM WORKER 1 1 SR SYSTEMS OPERATOR 1 1 STOREKEEPER 1 1 WATER CONSERVATION SPECIALIST 1 1 SYSTEMS OPERATOR II 4 4 VALVE TECHNICIAN 1 1 SR VALVE TECHNICIAN 1 1 TOTAL CMWD ADMINISTRATION 44 43 -1 RECLAIMED WATER ENGINEERING TECHNICIAN II 1 1 TOTAL CMWD - RECLAIMED WATER 1 1 0 I 27 CITYOF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95 BY DEPAFlTMENT AND CLASSIFCATION REQUEST OVER * 1993-94 (UNDER) NUMBER 1994-95 1993-94 ALLOCATED BUDGET ALLOCATED SANITATION MAINTENANCE SUPERINTENDENT 1 1 SANITATION SUPERVISOR 1 1 METER READEWREPAIRER I1 0 0 METER SERVICE WORKER I1 2 2 0 UTILITY MAIN WORKER II 3 3 UTILITY MAIN WORKER 111 2 2 UTILITY SYSTEM OPERATOR II 1 1 UTIW SYSTEM OPERATOR 111 1 1 RECEPTIONIST/CASHIER 0 1 1 TOTAL CMWD - SANITATION 11 12 1 TOTAL CMWD 56 56 0 0.50 0.50 0.00 HUMAN RESOURCES 0.00 0.07 0.07 RISK MANAGEMENT 0.00 0.50 0.50 ENGINEERING 0.25 1 .oo 0.75 LIBRARY 35.41 34.71 -0.70 PARK/TREE/MEDlAN MAIM 2.90 3.00 0.10 RECREATION/AQUATICS 29.61 28.31 -1.30 SENIORS 5.25 5.25 0.00 * NOTE: 1993-94 allocated personnel have been restated to reflect the newly created three-quarter time position. 28 I I I I I I I I I 1 I I I I I 1 1 I I I 1 I I I I I ~I General Governmen I I I I I I I I I I I I 1 I I I I I I I I I I ,7 I I I PROGRAM: CIN COUNCIL FUND: GENERAL I I I I 1 I I I I 1 1 I I 1 i I DEPARTMENT CITY COUNCIL ACCT NO. 001-1( 1 MAINTENANCE OPERATION WORK PROGRAM: As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the C operates. The Council has defined goals and objectives to guide the allocation of Ci resources to meet the nee of the community through the policy development process. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Meetinq Attendance: Prepare for and attend Council meetings, as well as various committee and community meetings. Respond to the needs and requests of the residents of Carlsbad, through personal contact and correspondence. 1. As the legislative body of the Ci, the Cour establishes the policies and regulatory ordinanc under which the Ci operates. The Council f defined goals and objectives to guide the allocatil of City resources to meet the needs of the comm nity through the policy development process. SIGNIFICANT CHANGES: i None. 29 PROGRAM: CITY MANAGER FUND: GENERAL DEPARTMENT: CITY MANAGER ACCT NO. 001-1020 MAINTENANCE OPERATION WORK PROGRAM: The City Manager is appointed by the City Council and is responsible for operation of all City services, the provision of timely and accurate information to the Council, making recommendations regarding new policies, implementing programs and policies. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Financial: Coordination of activities 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.) Policy Development: Assist Council in policy devel- 1. Provide accurate, timely information, develop opment. potential alternatives and professional recommenda- tions by staff. 1. Submit a balanced budget to the City Council. Provide quarterly fiscal updates to the Council. SIGNIFICANT CHANGES: None. 30 PROGRAM: CITY CLERK FUND: GENERAL I I I 1 1 1 I I I I i I I 1 8 i DEPARTMENT CITY CLERK ACCT NO. 001-10 I MAINTENANCE OPERATION WORK PROGRAM: The Ci Clerk’s Department is responsible for performance of duties as defined in the Government Code and tf Carlsbad Municipal Code. I PROGRAM ACTIVITIES: WORKLOAD MEASURES: CY11 992 CY11 993 Election Services: Selves as the Ci’s Election 1. Elections: Officer responsible for conducting the Municipal 1 General None Elections. Fair Political Practices Commission (FPPC) Fillnns: 1. Filings: Serves as Ci’s Filing Officer for all filings required by 58 Campaign 26 Campaign the Political Reform Act of 1974. This includes receipt Statements Statements and review of Campaign Statements and Statements of 346 Statementsof 344 Statementsc Economic Interest. Economic Economic Interest Interest Council Meetinq Record of Proceedinqs: Keeps an 1. Council Minutes: accurate record of proceedings of the legislative body 83 76 as required by the Government Code. Administrative Services: Maintains custody of Ci 1. Claims Filed: Seal; maintains City records which include filing of records and certification of copies; publishes ordi- nances and notices of public hearings; receives all claims filed. 43 56 1 42 161 2. Public Hearing Notices: 3. Ordinances Published: 33 47 Support Services: Provides staff support to the 1. Meetings Held: Secretary to the Public Improvement Corporation and 32 CMWD Board 17 CMWDBoarc Water Board and Recording Secretary to the Housing M H&RComm. 18 H&RComm. and Redevelopment Commission. 1 Parking Auth. 1 ParkingAuth. 1 Building Auth. 1 Building Auth. l Parking Authority and Building Authority. Serves as 49 Council 71 Council SIGNIFICANT CHANGES: Increased costs reflect November, 1994 election expenses. 31 PROGRAM: CITY ATORNEY FUND: GENERAL DEPARTMENT: CITY AITORNEY ACCT NO. 001-1210 MAINTENANCE OPERATION WORK PROGRAM: The City Attorney is the Chief Legal Officer of the City, responsible for providing legal advice and representation to the City Council and other City offices in order to provide services to the public as required or permitted by law. The Ci Attorney is also responsible for assisting in the administration and enforcement of laws, regulations and City programs. PROGRAM ACTIVITIES: The City Attorney provides quality legal services to the City Council, City Manager, and department heads, as well as to the Carlsbad Municipal Water District, Parking Authority, Housing Commission, and all other boards and commissions. This office drafts resolutions and ordinances, and reviews ordinances, contracts, bonds and other legal documents. SIGN I Fl CANT CHANGES: An Assistant City Attorney is expected to be engaged by June 1, 1994. Personnel expenses have increased due to full year funding of the vacant Assistant City Attorney position. This position was budgeted at 50% in 1993-94. 32 PROGRAM: FINANCE FUND: GENERAL I 8 I I 1 I 1 I I I I I I 1 I I 1 DEPARTMENT FINANCE ACCT NO. 001-12 1 MAINTENANCE OPERATION WORK PROGRAM: The Finance Department pays the bills and collects the revenue for the City, maintains accurate and timely financ records, and provides necessary information on financial status and forecasts to the Ci Manager and Ci Counc PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: BudCret Manaaement: Develop an annual budget 1. Prepare annual capital and operating budge identitying operating and capital programs and their which include program activity and output me costs for future years. sures or performance objective statements. Perform annual review of all Ci fees and prese recommendations for changes to Council. Monitor expenditures monthly to insure budgeta integrity. Assessment Distrlct/CFD Administration: Provide 1. Assist in evaluation and formation of new distric financial management of 191 3/15 Act Assessment and as requested. Issue bonds for initial capital projects when r( Mello-Roos Districts. quired. Provide day-to-day administration of CFD and i assessment districts as required by formatio documents and State law. Update and present results of fiscal impact anall sis of General Plan. 2. 3. 2. 3. Low-Ranae Financial Planning: Assist in providing long-range financial planning services, including long- range operating revenue and expense forecasts. Accounts Receivable: Bill and collect revenue for the City; including business license, parking citations, and emergency response billings. 1. 1. 2. 3. Establish business license field inspection systen Revise ordinance to base business license fee o prior year's actual receipts. Decrease outstanding recetvables through mor1 timely follow-up of delinquent accounts and use c collection agency. ' (continued) 33 PROGRAM: FINANCE PAGE TWO FUND: GENERAL DEPARTM E NT: F i NANCE ACCT NO. 001-1310 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Accounts Pavable: Assemble and pay the debts of the City, including payroll. Satisfy requirements of and pay invoices. taxing agencies. General Accounting and Reporting: Prepare and 1. Select and begin implementation of a new finan- maintain accurate financial records; including grants, cia1 information system. Provide City Management and Council with timely capital projects, enterprise funds, assessment districts, monthly financial reports. investments, and fixed assets. Audits: Reviews records of businesses in City that Audit 100 major retailers and businesses; 3 major support business license, sales taxes, franchise lees, hotels/motels; all major franchise fees. Perform 3 in-house internal control reviews. and TOT revenue. Perform compliance reviews and internal audits of City departments. SIGNIFICANT CHANGES: None. 1. Maintain turnaround time of 30 days to process 2. 1. 2. 34 1 I I I I t 8 D I I 1 I I i B I I 1 35 PROGRAM: CASH MANAGEMENT FUND: GENERAL DEPARTMENT CITY TREASURER ACCT NO. 001-1: MAINTENANCE OPERATION WORK PROGRAM: Perform the duties and responsibilities set forth in the California government Code and the Carlsbad Municipal COC PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Cash Manaqement: Develop cash flow projections as 1. Gather information regarding forecasted ca accurately as possible; maintain record of money receipts and disbursements from various City ai coming into the treasury; ensure appropriate balances external sources. 2. Receive information of actual daily cash deposf in various checking accounts; pay money on warrants transfer funds between various accounts to optimi signed by legally designated persons; arrange for cost- earned interest. effective banking relations (retail and custodial); arrange for a short-term borrowing program. 3. Develop request for bids for banking servicc evaluate bids and initiate action to award contra monitor adequacy of banking services; arrange 1 line of credit. Investment Manaqement: Provide professional 1. Determine amount, type, and term of investmer management of the City’s investment portfolio investing endeavor to invest all inactive funds at all times. 2. Solicit telephone bids from financial institi all inactive funds as directed by the City Council while tions/brokers; evaluate and effect investmer conforming to all state statutes governing the invest- ment of public funds. arrange for payment, delivery, and safekeeping I investments; inform unsuccessful bidders of tt investment made. 3. Arrange for collateraliation contracts as required Recordkeeping: Develop and maintain records for all 1. Maintain data base of cash projections, investment investments and investment income. Veri receipt and interest rates, and interest income. Reconci correctness of investments made. bank’s report of safekeeping with data base. 2. Maintain records to insure that all interest income i received when due. 3. Verify accuracy of confirmations with Investment made. 1 (continued) PROGRAM: CASH MANAGEMENT PAGE TWO FUND: GENERAL DEPARTMENT: CITY TREASURER ACCT NO. 001-1320 PROGRAM ACTlVlTl ES: 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 reports of investment activities, related to investment policy requirements. 3. Provide City Council with annual report reviewing past fiscal year and projecting portfolio performance for next fiscal year. 2. Develop from Investment data base information required for the annual audit and Annual Financial Report. Administrative Duties: Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee; develop and submit annually, or as required, a statement of investment policy to the City Council. 1. Act as the chairman of the Investment Review Committee. 2. Review the City's investment policy with the Invest- ment Review Committee; develop recommenda- tions to modify; ensure compliance with the Califor- nia Government Code. SIGN I FlCANT CHANGES: None. 36 PROGRAM: PURCHASING FUND: GENERAL 1 I 1 1 1 1 I I I I i R I B 1 I I 1 DEPARTMENT PURCHASING ACCT NO. 001-1 1 MAINTENANCE OPERATION WORK PROGRAM: The Purchasing Department procures goods, services and equipment to meet the needs of the City's departments i divisions. PROGRAM ACTlVlTI ES: PERFORMANCE OBJECTIVES: Bids and Quotations: Request bids, quotations and proposals for supplies, services and equipment. 1. Update and maintain formal bid and quotation fil 2. Prepare and maintainVendor's List by commoditi 3. Maintain the minority and women-owned business ProducVService and Public Works Contracts: 1. Track and renew annual product and service c( Provide administrative support and guidance for tracts. produWservice annual contracts and public works contracts. file. 2. Develop new annual contracts, as needed. 3. Maintain current Contractor's list by classificatioi 4. Develop and administer joint agency contracts. 1. Review usage of items, make adjustments on slo moving items. Add new items as needed, w emphasis on recycled products. 2. Update stores catalog semi-annually and distribc new catalog annually. 1. Review and adjust messenger route and service 2. Reduce overall postage costs for mail services. 1. Maintain inventory of surplus City property ai direct surplus property to requesting departments it becomes available. 2. Direct disposal of surplus and IosUunclaimed polic property as needed. Central Stores: Provide ordering, receiving, storing and delivery of office and special supplies. Messencler and Mail Service: Provide twice-daily inter-departmental mail service to Ci facilities, and daily pick-up, posting/delivery of U.S. Mail to City Hall. Surplus Property: Manage the transfer and disposal of City property and IosVunclaimed Police property. SIGNIFICANT CHANGES: None. 37 PROGRAM: HUMAN RESOURCES FUND: GENERAL DEPARTMENY: HUMAN RESOURCES ACCT NO. 001-1510 MAINTENANCE OPERATION WORK PROGFWM: Provide service to Ci 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 ACTlVlTl ES: PERFORMANCE OBJECTIVES: Ernplovrnent Services: Administer a merii personnel system, Affirmative Action Program, personnel guide- lines, training, new employee orientations, contempo- rary testing methods, effective employer/ employee relations, maintain an equitable classification system. Provide services in the area of employment focusing on continuing the City's proactive outreach efforts to attract and retain qualified minorities, women, veterans, and disabled applicants. Classification and Compensation: Continually review and maintain the City's compensation and classification system. 1. Conduct any recruitment with the objective of attracting well qualified applicants for available positions. 2. Continue to review the City's employment policies to insure that they are free from artificial barriers. 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. Ernplovee and Ornanizational Development: 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 benefits of employ- ment with the City of Carlsbad. SIGNIFICANT CHANGES: None. 38 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE 1 i I I 1 i I I I i 1 I 1 I i 8 I DEPARTMENT: HUMAN RESOURCES ACCT NO. 613-1! I MAINTENANCE OPERATION WORK PROGRAM: This fund is used to pay health insurance premiums to Northwestern National Life. I SIGNIFICANT CHANGES: None. 39 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTM ENY: IN FORMATION SYSTEMS ACCT NO. 001-1710 MAINTENANCE OPERATION WORK PROGRAM: The Information Systems Administration Division is responsible for reprographics, and records management activities, as well as providing staff support to the City Clerk, and minutes service for 18 City Boards, Commissions, and Committees. PROGRAM ACTIVITIES: WORKLOAD MEASURES: CY11 993 CY11 992 Duplication Equipment: Keep the City Hall copy 1. Copies: machine operational by provision of key operator servi- 720,327 814,860 ces, supplies, and current maintenance agreement. Records Manaoement Services: Maintain City 1. Entries Indexed: records in an identifiable and accessible manner in 765 953 order to fulfill public, legal, and historical requirements for preservation of information. Components of Records Management include the legislative indexing system, microfilming records which are vital to the City's operation, storage of historical documents, and destruction of obsolete records. Citv Clerk Staff Sumort Services: Assist public and City departments with requests for information; provide 71 Agendas 126 Agendas research services concerning Council action since Ci 556 Agenda Bills 604 Agenda Bills incorporation on 7-1 6-52; provide maintenance and 384 Resolutions 446 Resolutions quarterly supplement service for subscriptions to the 47 Ordinances 33 Ordinances Carlsbad Municipal Code; prepare and post agendas 251 Documents to in accordance with 'Brown Act" for Council, CMWD Recorder Recorder Board, and H&R Commission meetings; process, 182 Contracts 278 Contracts index, and file all Council Meeting documents (agenda Agreements Agreements bills, resolutions, ordinances); process documents to 101 Subscriptions to 101 Subscriptions to the Recorder; and process contracts and agreements. Municipal Code Municipal Code Minutes Service: Provide minutes for City Boards, 1. Minutes for 18 Minutes for 18 Commissions and Committees. Boards, Commissions, Boards, Commissions, 2. Storage: 122 boxes of files 121 boxes of files 10 micro boxes 10 micro boxes 1. Documents Processed: 338 Documents to and Committees. and Committees. SIGNIFICANT CHANGES: None. 40 PROGRAM: DATA PROCESSING FUND: INTERNAL SERVICE i i I I i 1 4 1 I I 1 I I I 1 I I DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640-1; 1 MAINTENANCE OPERATION WORK PROGRAM: Provide resources that will support departments in the performance of work tasks through automation a telecommunication services. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Computer Services: Maintain hardware and software on all City computers, including: two HP3000 mini computers (one used for general Ci applications utilized by all departments and another for cataloging and circulation by the Library); two HP UNlX work- stations used for the City's Geographic Information System (GIs); over 300 micro computers and the wide area network components linking these micro comput- ers; and backup support to the Safety Center for DEC mini computer running Computer Aided Dispatch and their micro computer network. Telecommunication Servlces: Maintain the voice and data telecommunications networks for all City facilities. This includes: all additions and modifications to over 350 communication circuits; approximately 500 phone instruments; and 730 voice mail boxes. New ARRllCatlOnS: Implement new and enhance existing applications and services according to user needs. This requires: analysis of the function being performed; determination of appropriate platform for compatibility; and research of available solutions. SIGNIFICANT CHANGES: None. 1. Ensure that all City computers remain operatio, with minimum downtime. 2. Guarantee availability of hardware maintenance all the City's mini computers, workstations, mic computers and the Ciide network. 3. Provide effective software support for standard C software and applications developed in-house. 1. Ensure that the City's telecommunication netwc and it's associated equipment remain operatior with minimum downtime. 2. Provide necessary support for all telephone a~ data communication usage. 1. Meet the informational needs of the users. 2. Encourage the appropriate use of computers a communication technology to increase productivi II 41 PROGRAM: RISK MANAGEMENT FUND: GENERAL DEPARTMENT RISK MANAGEMENT ACCT NO. 001-1910 MAtNTENAMCE OPERATION WORK PROGRAM: The Risk Management Department administers the Insurance/Self-Insurance Program, directs the Loss Prevention/ Training Program, and controls the administration of the Claims Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: lnsurance/Setf-Insurance: Directs the marketing, renewal, planning and funding of the insured and self- funded portions of the program; administers the markets and any other available sources. worker’s compensation and general liability self-insur- ance funds. Claims Manaqement: Directs and administers the Claims Management Program for worker’s compen- sation, property, casualty and general liability by trators. utilizing a combination of in-house servicing and third party contract administration. Lithation Manaqement: Works in conjunction with the City Attorney’s Office and outside counsel to monitor, control and resolve litigated matters in the areas of worker’s compensation, property, casualty and general liability. Loss Prevention/Trainlng: Provides direction, pro- gramming and training for various City departments in order to minimize the potential risk of future losses. 1. Reduce the level of risk exposure by continuing to search for sources of coverage through traditional 1. Continue to enhance communication with employ- ees, medical care providers and third party adminis- 1. Provide necessary support to City Attorney‘s off ice and outside counsel. 1. Support Loss Prevention Commktee with updates on regulations and proposals for new loss preven- tion programs. 2. Ensure OSHA training requirements are met by helping departments establish a calendar system for annual safety training. Soecial Event/FacllW Use Proqrams: Assist with the administration of the Special Event/Facility Use Pro- grams in order to ensure compliance with Council Policies established for the protection of the partici- pants, sponsors, spectators and Ci. SIGNIFICANT CHANGES: Administrative expenses for the Workers’ Compensation Self-Insurance fund and the General Liability Self-Insurance fund were moved to these funds beginning in 1993-94. This allowed these expenses to be allocated to the departments as part of the Internal Service fund charging procedure. 1. Revise the Special Events policy to complement the Special Events Ordinance. 42 PROGRAM: WORKERS’ COMPENSATION FUND: SELF-INSURANCE 1 I I I I i 1 8 R i I B I I I 1 8 DEPARTMENT: RISK MANAGEMENT ACCT NO. 611-1 1 MAINTENANCE OPERATION WORK PROGRAM: The Workers’ Compensation Self-Insurance Fund is a part of the Ci’s Risk Management Program. 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Workers’ Compensation Claims: The fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. SIGNIFICANT CHANGES: None. 1. Continue to enhance communication with empl ees, medical care providers and third party admir trators. 43 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 Liabilftv Claims: The fund is utilized to provide payment for settlements, costs and defense expenses incurred as the result of general liability claims made against the City. It is also utilized to pay for related administration and insurance expenses. 1. Provide necessary support to City Attorney's office and outside counsel. SIGNIFICANT CHANGES: Personnel costs have increased due to the addition of one half of a full-time equivalent position. Maintenance and operation costs are down due to the payment of a large settlement in 1993-94. 44 PROGRAM: ADMINISTRATION FUND: 1 1 i B I I 1 i I i I II i 1 COMMUNITY FACILITIES DISTRICT NO. 1 i DEPARTMENT: FINANCE ACCT NO. 430-1 I MAINTENANCE OPERATION WORK PROGRAM: The Finance Department is responsible for administration of Community Facilities District (CFD) No. 1. The C encompasses over 900 parcels and is expected to double as land moves through the development process. Func is provided by property owners within the CFD. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Debt Manaclemew Issue and manage any debt necessary for construction of capital projects funded by the CFD. 1. Provide financial disclosure statements. 2. Issue bonds for capital projects as required. 3. Monitor cash requirements for current and fut 4. Calculate and maintain reserve for arbitrage. 1. Establish annual special tax rates for UndeVelOF land and taxes paid at building permit issuance 2. Submit special taxes for County property tax rc and monitor delinquencies. 3. Place and remove tax liens. 1. Prepare annual cash flow analyses for current a 2. Prepare budget scheduling capital projects forfutr 1. Provide Council with necessary information a documents to annex developing property into CF 2. Coordinate with Community Development on la use changes and parcel segregations. 3. Provide CFD costs and information to propel owners, escrow companies, and developers. debt. Taxation: Establish and collect special taxes. CaDltal Proiects Budqet: Develop annual budget for CFD capital projects. future years. I years. Land Use Coordinatlon: Annex developing property and provide accurate financial information on changing land use designations. 8 SIGN I FlCANT CHANGES: None. 45 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS 1991 -92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET BUDGET 10-41-2993 Community Promotion 194,634 246,205 261,604 202,000 10-50-2993 Community Contributions 80,530 75,000 75,000 75,000 10-50-2490 Beach Parking 18,000 36,m 39,668 36,000 001-1051 Hiring Center 65, 000 76,498 80,000 80,000 19-67-1922 Hosp Grove Debt Service 305,970 735,051 81 3,600 812,500 19-90-2340 Leases (mandated & contractual) 210,000 130,500 87,000 0 19-90-2489 Animal Regulation Contract 82,037 168,224 112,000 125,000 19-90-2520 Dues and Subscriptions 23,742 26,008 29,400 23,000 19-90-2999 Contingencies (Budget request) 2,000,000 112,367 593,829 343,000 62-1 0-221 1 Street Lighting Assessment 28,000 28,000 28,000 28,000 161-4122 Tree Maintenance Assessment 81,297 66,140 66,140 66,140 19-90-2198 Golf Course Contribution 329,800 565,200 0 0 19-90-2477 Property Tax Administration Fee 165,828 161,975 190,322 185,000 19-90-2479 Bond Service 10,215 15,783 18,400 17,300 & 2921 1990-2471 Audit 33,875 4 1,275 68,255 40,000 001-3030 Economic Development 0 18,403 31,597 48,m 46 I I I I 1 I I I I I I I I I I [ I I 1 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I PROGRAM: POLICE FUND: GENERAUASSET FORFEITURE I I I I I I I I I I I 1 I I I I I I 47 DEPARTMENT: POLICE SUMW MAINTENANCE OPERATION I WORK PROGFWM: To enhance the quality of lie in the Ci of Carisbad by working cooperatively with the public and within the framew of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe environment residents and visitors of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: ODeratlons Division: Provide response to emergency and non-emergency calls for service, proactive patrol to deter crime, traffic services to enforce laws and reduce accidents, and services with assistance of the Reserve Officer Program. investiqations Division: Provide follow-up and 1. Investigate and follow-up crimes and incidc investigation of crimes, diversion of juvenile offenders, enforcement of viceharcotics violations and prepare court cases for prosecution. Technical Services Division: Provide support to all divisions in the form of communications, records, crime prevention, training and recruitment, the DARE program, and technological development. 1. Maintain a six minute or less response time C wide for Priority One calls. reports. 1. Maintain crime prevention activities in the comm nity including Neighborhood Watch and commun pres e nt at i o n s . 2. Maintain 2 full-time DARE officers for drug abu education In elementary, junior high, and hi! schools. Communfty Relations: Monitor community concerns and needs, maintain positive relationship with commu- nity, and develop programs responsive to community needs. 1. Continue citizen survey program and conduct foc 2. Continue positive relationship with media, provii Business Uaison services, and expand commun relations activities. group interview. 3. Maintain Citizen 'Ride-Along" program. SIGNIFICANT CHANGES: None. PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT POLICE ACCT NO. 001-2110 MAINTENANCE OPERATION WORK PROGRAM: Develop and administer functions and programs that support the Ci's and Police Department's Statement of Values in a manner responsive to the Ci and its citizens. Provide leadership and support to department divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Service Prorrrams: Develop and manage programs which reduce crime, encourage citizen participation, and improve community safety. 1. Provide staff members with program development and problem analysis concepts. 2. Request and support personnel and programs as needed to meet goals of the department. 3. Assure department's budgetary responsibility. 1. Enroll 5 employees in 'Investment in Excellence" Orrranizational Development: Assist staff with indivi- dual and group development. training. Division Support: Provide support to department divisions to assist with meeting goals. 1. Enhance resources for divisions such as manage- ment information systems, statistical anatysis, and program management and analysis. 1. Enhance communications among staff and divi- sions; reinforce department's and City's Statement Leadership: Provide department staff with the know- ledge and training necessary to carry out the depart- ment's mission. of Values. SIGNIFICANT CHANGES: None. 48 PROGRAM: OPERATIONS FUND: GENERAL I I I 1 1 I I I I I I I I I I I DEPARTMENT: POLICE ACCT NO. 001-2 I MAINTENANCE OPERATION WORK PROGRAM: Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to community. Enforce laws and ordinances, preserve the peace and provide for protection of life and propew throi proactive programs of enforcement and prevention. I PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1991 - 1992 - 1993 Calls for Service: Respond to calls for service for emergency and non-emergency services. Investigate 1, Calls for Service: crimes and enforce City ordinances. 71,360 64,813 m,446 Reports: Respond to calls for service. Take crime 1. Reports: reports, investigate crimes, and self initiate investiga- tions of crimes and incidents. Response Time: Respond to Priorii One (emer- 1. Response Times: gency) calls for service in less than six minutes. 12,030 10,755 10,116 4.9 min. 4.8 min. 5.0 min. I SIGNIFICANT CHANGES: None. 49 PROGRAM: INVESTIGATIONS FUND: GENERAL DEPARTMENT POLICE ACCT NO. 001-2130 M AlNTE N ANCE 0 P E RAT1 0 N WORK PROGRAM: To provide follow up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. To provide coordination of the criminal justice process, to recover property and to process property and evidence. To enforce and investigate juvenile offenses, and to provide juvenile diversion services and programs. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993 - 1992 - 1991 - investiqatlons: Investigate and follow-up on crime 1. No. of Reports: and incident reports. Case Closures: Clearance rates for FBI Index crimes for: 1,614 1,455 1,217 1. Clearance Rates: Violent Crimes - includes homicide, rape, robbery 39% 39% 39% and aggravated assault.* Property Crimes - includes burglary, larceny theft 18% 12% 15% and motor vehicle theft.* Property Recovery: Dollar value of property recov- 1. Property Recovery Rates: ered as a percentage of dollar value of all property stolen. 33% 48% 33% Juvenile Diversion: The diversion of juveniles, both 1. Juveniles Diverted: delinquent and pre-delinquent, within and prior to the criminal justice system for rehabilitative opportunities. N/A** 294 319 * This rate is the proportion of crime cases cleared by charging a suspect or by identification of an offender who cannot be arrested (exceptional clearance). ** N/A due to implementation of new recordkeeping system. Numbers previously given were not comparable. SIGNIFICANT CHANGES: Expenses for property and evidence activities have been transferred from this program to its own account. This has resulted in a budget reduction within Investigations. 50 PROGRAM: VICE/NARCOTICS FUND: GENERAL I I U I I I U I U i I U I 1 I I I I DEPARTMENT: POLICE ACCT NO. 0014 MAINTENANCE OPERATION WORK PROGRAM: To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of th responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to identify and ar those responsible for violations of laws concerning prostitution, gambling, liquor laws and other illegal activities. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1991 - 1992 - 19 Felony and Misdemeanor Narcotics Arrests: The 1. Arrests: 50 43 arrest of suspects for felony and misdemeanor narco- tics violations. Other Activities: Includes crime cases, citations, 1. Other: 58 60 5 I juvenile contacts and field interviews. SIGNIFICANT CHANGES: I None. 51 PROGRAM: PROPERTY AND EVIDENCE FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2133 MAINTENANCE OPERATION WORK PROGRAM: Responsible for processing, retention, disposal, and security of all property and evidence obtained or seized by Carlsbad Police. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Propertv and Evidence: Physically maintain and 1. Perform annual auditlinventory. accurately track all property and evidence. Disposal of Property: Return property to lawful within three years. owners; dispose of property according to law. SIGNIFICANT CHANGES: This new program transfers the maintenance and operation expenses previously budgeted in Investigations, Operations, and Asset Forfeiture, and places them all in one program to more accurately reflect functionality. 1. Dispose of all acquired property and evidence 52 PROGRAM: TECHNICAL SERVICES FUND: GENERAL I 1 I I I 1 I I I I I I I B I I I DEPARTMENT POLICE ACCT NO. 0014 I MAINTENANCE OPERATION WORK PROGRAM: Provide support to the Police Department in the form of police and fire emergency communications, training, CI prevention, records maintenance, automated systems coordination and recruitment personnel. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Communications: Provide routine and emergency communications service to police, fire and emergency medical programs. Crime Prevention: Present crime prevention and neighborhood watch programs throughout the City. Assist in community relations programs and Oversee the False Alarm program. Traininq & Personnel: Coordinate all depaflment 1. Increased on-site training to be conducted throi training, recruit new employees, organize testing use of satellite and interactive video disk forma programs and conduct P.O.S.T. mandated pre-employ- Records: Provides processing, filing and maintenance 1993 of all department official records. Responsible for data of crime information. Responsible for public reception, 12,030 10,755 10,116 information and fingerprinting. Information Svstems: Maintain and develop the department's automated programs such as CAD, ARJIS, and the microcomputer network. 1. Conduct research and development on impro systems. 1. Work with patrol diislon to improve participatioi employees. I ment investigations. 1. Number of reports: entry into the ARJIS system and for statewide reporting - - 1992 - 1991 1. Develop and upgrade program for the CAD systc SIGNIFICANT CHANGES: None. 53 OPROGRAM: RESERVE OFFICERS FUND: GENERAL DEPARTMENT POLICE ACCT NO. 001-2150 MAINTENANCE OPERATION WORK PROGRAM: To provide support for patrol and traffic functions through the assistance of Reserve Police Officer volunteer services. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Patrol and Traffic: Provide assistance to the patrol and traffic functions as well as other divisions within the department by assignment as transport, cover or working with officers. 1. Provide special detail assistance at the Fall and Spring Faires as well as other community events. 2. Assist Vice/Narcotics Unit with serving search warrants and with special operations. 3. Provide assistance to detectives and traffic officers with follow-up and special investigations. SIGN1 FlCANT CHANGES: None. 54 I I I 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 458,790 $ 492,408 $ 537,040 $ 518,480 MAINTENANCE OPERATION 97,350 110,350 108,841 115,481 CAPITAL OUTLAY 2,002 0 4,253 0 GRAND TOTAL $ 558,142 $ 603,078 $ 650,134 $ 633,961 PROGRAM: JUVENILE DIVERS ION FUND: POLICE ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. 121-2132 MAINTENANCE OPERATION WORK PROGRAM: To provide juvenile diversion services and programs. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1991 - 1992 - 1993 Juvenile Diversion: The diversion of juveniles, both delinquent and predelinquent, within and prior to the criminal justice system for rehabilitative opportunities. 1. Number of Juvenile participants: N/A* 294 319 * NIA due to implementation of recordkeeping system. Numbers previously given were not comparable. SIGNIFICANT CHANGES: None. 56 PROGRAM: D.A.R.E. FUND: POLICE ASSET FORFEITURE I 1 1 I i 1 I 1 I I I 1 I I I I 1 I DEPARTMENT: POLICE ACCT NO. 121-2 1 MAINTENANCE OPERATION WORK PROGRAM: Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on th to experiment with drugs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Student Education: Provide drug abuse prevention instruction to all Carlsbad Unified School District schools including elementary, junior high and high schools. Community Education: Assist schools and parents with drug abuse prevention programs. 1. Reach 3,000 - 4,000 students per year at 9 elem tary schools, 1 junior high school, and 1 h school. 1. Attend parent-teacher meetings, provide workshc for parents and teachers, and participate in varic community and school activities. SIGNIFICANT CHANGES: None. 57 PROGRAM: FIRE FUND: GENERAL DEPARTMENT: FIRE SUMMARY MAINTENANCE OPERATION WORK PROGRAM: To maintain and improve an environment in which people can live healthfully and move about safely, feeling confident that they and their property are protected from the hazards of fire or other emergencies. PROGRAM ACTIVITIES: To accomplish this program, the Fire Department provides a trained firefighting and emergency medical force. The Fire Department coordinates with other City departments and external agencies for disaster planning, thus providing for emergency care and a framework to assist in an orderly recovery after the emergency. SIGNIFICANT CHANGES: The departure of two Battalion Chiefs has provided an opportunity to reorganize the department. One Battalion Chief position has been eliminated and one has been replaced with a Management Analyst, which is unfunded. The two remaining Battalion Chiefs have been retitled to Division Chief. Three existing Platoon Coordinator positions have been reclassified to Battalion Chief. 58 PROGRAM: ADMINISTRATION FUND: GENERAL I I 1 1 I I II I I I I 1 DEPARTMENT: FIRE ACCT NO. 001-2: MA1 NTEN AN CE 0 P E RATIO N I 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 F 2. Facilitate team building programs for all members 3. Facilitate the remodeling of Fire Stations One, thi the management team. improving employee working conditions. Planning: Provide a planning interface with other City departments and regional agencies in order to facilitate improved fire services. 1. Monitor development under the Growth Manag ment Program toward scheduling the relocation Fire Station Three and Six. 2. Participate in the San Diego County Unified Disast Council and Hazardous Materials Response, Joi Powers Authorities. 3. Coordinate departmental information systems. 4. Participate in regional planning activities. I SIGNIFICANT CHANGES: Personnel costs are down due to the elimination of one Battalion Chief position. A Management Analyst has replace this position and is unfunded. I 1 I I 1 59 PROGRAM: FIRE SUPPRESSION FUND: GENERAL DEPARTMENT FIRE ACCT NO. 001-2220 MAINTENANCE OPERATION WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained personnel. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Response Levels: Maintain a high and safe level of safety services throughout the City. 1. Maintain fire apparatus, equipment and facilities at a high level of readiness. 2. Maintain an average response time of 5 minutes or less to Priority 1 fire and medical calls for service. 1. Provide technical training to all shift personnel on a monthly basis. 2. Continue to develop and review standard operating procedures conforming to national safety guidelines. 1. Engine companies to participate in public education programs, special community events and code enforcement inspections on an annual basis. Training: Provide all safety personnel appropriate training in order to enhance their personal safety as well as enhancing the services provided to the citizens. Service: Operations personnel will maintain a positive community profile of service, friendliness, and respon- siveness. SIGNIFICANT CHANGES: Personnel costs include the reclassification of three Platoon Coordinators to Battalion Chiefs. 60 PROGRAM: FIRE PREVENTION FUND: GENERAL 1 I I 1 I I I I I 1 I 1 i il 1 I I DEPARTMENT FIRE ACCT NO. 001-2; I MAINTENANCE OPERATION WORK PROGRAM: Manage the potential for fire loss in the community through fire code enforcement and public education activiies wh increase citizen awareness of fire and life safety practices. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Enforcement and Enqineering: Provide code en- 1. Provide training and administrative support 1 forcement occupancy inspections in existing public engine company code enforcement activity. 2. Conduct fire inspections in all City buildings a buildings and those under construction. high-risk occupancies annually. 3. Perform code compliance reviews on an anticipati 700 construction plan submittals. 4. Perform 1,OOO new construction and follow-i inspections. Education: Conduct and participate in informative programs for the general public on disaster prepared- ness and fire safety. private. 1. Conduct fire safety education programs for 2nd ai 4th grades in all schools within the Ci, public ar 2. Provide community safety educational progran which foster self-help and reliance in preparing f and in the handling of emergencies. 3. Provide fire safety education programs during fi prevention week and at various commun'Q event I SIGNIFICANT CHANGES: None. 61 PROGRAM: EMERGENCY MEDICAL SERVICES FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2240 MAINTENANCE OPERATION WORK PROGRAM: Provide paramedic level emergency medical care to the City, meeting or exceeding the guidelines of State and County agencies. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Response Levels: Maintain a high and safe level of safety services throughout the City. Training: Provide all safety personnel appropriate training in order to enhance their personal safety while also enhancing the services provided to the citizens. 1. Operate two paramedic ambulances, meeting the San Diego County criieria for paramedic level care. 1. Audit paramedic requirements set by State and 2. Provide technical training to all personnel on a 3. Implement a Quality Assurance Program for all County regulatory agencies quarterly. monthly basis. medical calls for service. SIGNIFICANT CHANGES: None. 62 PROGRAM: WEED ABATEMENT FUND: GENERAL I I 1 I 1 1 I I 1 I 1 I i 1 1 1 I DEPARTMENT FIRE ACCT NO. 001-2 MAINTENANCE OPERATION I WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective abatement progra 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 900-1100 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 Ju and July. 3. Manage contractor performance and paymc system. 4. Obtain City Council approval to place abatemc costs onto individuals property tax roll in July. 5. Submit charges lo County Auditor for recovery property tax billing by August. Hazard Abatement: Assure abatement of hazards on property identified in program activity 1. SIGN I FICANT CHANGES: None. i 63 PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2260 MAINTENANCE OPERATION WORK PROGRAM: To exercise and improve coordination plans that enable Carlsbad to effectively utilize it's resources in responding to, and recovering from natural or manmade disasters. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Traininq and Education: Conduct classroom and simulation training sessions for all key City staff mem- bers. Inter-Aqency Planning: Continue the involvement of other agencies in the planning process providing coordinated disaster responses. coordination with City plans. 1. Conduct training and exercises with Ci Emergency Operations Center staff on disaster preparedness. 1. Represent the City of Carlsbad in planning for SIGNIFICANT CHANGES: Personnel costs have been reduced due to the elimination of the Battalion Chief position, which is included in the department reorganization. This program will be managed by the Fire Prevention Division. 64 I I I Community Development PROGRAM: ADMINISTRATION FUND: GENERAL I I I I I I I I I I I I I I I I I I DEPARTMENT: COM M U N IN DEVELOPMENT ACCT NO. 001-2 I MAINTENANCE OPERATION WORK PROGRAM: Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Geographic Information Systc and Housing and Redevelopment Departments in the implementation and futfillment of their work programs. Sup and assist the City Manager, City Council and various City Boards and Commissions. Provide a high leve communication and service to the community, service organizations, developers and other agencies. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination: Coordinate, guide, and direct all 1. Continue quarterly review of all inter-departme Community Development Departments in accompli- goals and objectives. 2. Coordinate the activities of all Community Devel shing Ci Council goals and objectives. ment departments at the Development Procesz Counter. 3. Provide support and direction to all Commu Development Departments involved with achie ment of the City's affordable housing, gro management and economic development goals 1. Conduct periodic meetings and workshops to as: Community Development staff andvarious Comn sions in understanding the development proce and pertinent laws and regulations. 2. Encourage departmental and interdepaemer meetings which allow Community Developments to participate in problem identification and resc tions. 3. Act as a liaison between community organizatic and City staff in initiating and implementing F grams which provide social benefit to the lo population. Communication: Facilitate increased communication between City departments, the community and outside agencies. SIGNIFICANT CHANGES: None. 65 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3020 MAINTENANCE OPERATION WORK PROGRAM: Continue to develop the parcel based Geographic Information System, and provide all City departments with GIS processing services. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: System Development: Continue to work with user departments to determine and plan out the use of the GIS for more effective and efficient use of geographic data. Database Development: Complete the development of the Citywide basemap with 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. Keep the parcel basemap up to date with regard to parcel boundary changes, splits, subdivisions, etc. 1. Conduct a comprehensive deslgn 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. Database Maintenance: Maintain the parcel basemap for changes in parcel boundaries and/or assessor parcel numbers. Application Development: Complete the development of a basemap maintenance and development review application which will use the PERMITS development monitoring software and data base and the GIS to maintain the City basemap and monitor growth. SIGNIFICANT CHANGES: None. 66 PROGRAM: ENGINEERING FUND: GENERAL I I I I I I I I 1 I I 1 I I 1 I I DEPARTMENT: ENGINEERING ACCT NO. 0013 I MAINTENANCE OPERATION WORK PROGRAM: The Engineering Division provides engineering services to the public and other City departments regarding preparation and processing of designs and construction documents. The department is also responsible for ensui that development and public improvements are properly designed and constructed without jeopardizing public sa or the well being of the community. PROGRAM ACTUVITIES: PERFORMANCE OBJECTIVES: ADMINISTRATION Coordination Function: Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives. Administrative and Clerical SUPPO~~ Function: 1. Complete cross training program for all departml Provides administrative and clerical support to all other divisions. ManaQement Reportinq Svstem Function: Ensure that Management Reporting System is accurately main- tained and generates all reports on schedule. Record Keepinn Function: Provide accurate records filed in a standardized and efficient manner. DEVELOPMENT Land Use Development Review: Provide comprehen- sive engineering input to the Planning Department for all Land Use Development applications within statutory time limits and divisional goals. 1. Establish program and quarterly review proces: ensure all management objectives are compla within established timeframe. clerical staff during the 1994-95 fiscal year. 1. Develop reporting systems for managing projec setting fee schedules and development per processing. 1. Review and revise filing procedures. 1. Process all complete applications within 6 mow (without EIR) or 12 months (with EIR). Proa small projects within 3 months. 2. Maintain turnaround time for application complei ness review of 20 days. 1. Maintain an average turnaround time of 20 days 1 all planchecks. 2. Reduce the number of continuing planchecks to minimum. Ensineerins Plancheck: Process all engineering development plans and maps in a professional manner maintaining a high quality and meeting production I goals. (continued) 67 PROGRAM: ENGINEERING PAGE TWO FUND: GENERAL DEPARTMENT: ENGINEERING ACCT NO. 001-3110 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 Investicrations: Review, analyze and report on a wide 1. Complete investigations within a timely manner (2-4 variety of traffic issues, concerns, complaints and weeks). Follow-up on recommendations by issuing inquiries. work orders, proposals for C.I.P. consideration or developer obligations. 1. Update speed surveys prior to expiration and in accordance with vehicle code; log, pin and file collision reports within two weeks of receiving them; conduct traffic counts on an as-needed basis; and respond to traffic signal problems on a same-day basis. 1. Answer all phone calls within 24 hours. 2. Provide complete engineering coverage of front counter and make initial contact with all citizen/ customers within 5 minutes. Continuino Operations: Maintain up-to-date record of collision reports, speed surveys, traffic counts and assist in maintaining optimum traffic signal operations. Proiect Reviews: Review traffic control plans, signing 1. Complete reviews in a timely manner to maintain and stripping plans and traffic signal plans. Review department goals for plancheck services. Provide project submittals for good transportation planning immediate response to inter-department needs and concepts. Provide inter-department coordination on concerns. various issues on an as-needed basis. Coordination: Coordinate the design, construction, 1. Thoroughly and efficiently scope all capital projects. and inspection of the City's Capital Projects Program. Direct the design and construction of public pro- Provide safe, efficient, and economical inspection jects. Provide support and assistance to clients and services for all projects within the City through a City departments through a coordinated Capital 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 control. 1. Complete inspections in a timely manner. SIGN I FICANT CHANGES: Personnel costs have increased due to the transfer of one-half Associate Engineer from Growth Management to this program. Three positions will remain unfunded in Phis budget and include Principal Civil Engineer -Traffic, Construction Inspector II, and Associate Engineer. Maintenance and operation expenses are down due to reduced consultant plancheck services. 68 PROGRAM: PLANNING COMMISSION FUND: GENERAL I I I 1 I I I I 1 I I I I 1 I I I DEPARTMENT PLANNING ACCT NO. 0014 I MAINTENANCE OPERATION WORK PROGRAM: Advise the City Council on all matters relating to land use, growth management, and implementation of the CI General Plan. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implementation of the General Plan: Review all development projects and long-range planning pro- regarding implementation and updating of grams for compliance with the General Plan. 2. When needed, provide recommendations to 1. Make advisory recommendations to the Ci Cou General Plan. Council regarding policy issues that affect 101 range planning for the Ci. Review of Development Proiects: Review and 1. Provide timely recommendations to the City Coui approve/deny development projects brought before when the Planning Department has completed Commission, in compliance with all Ci zoning, sub- review of a development project for compliance u division and environmental ordinances. Provide the General Plan and all zoning, subdivision i recommendations to the Ci Council on projects environmental ordinances. requiring Council approval. 2. Provide a forum for public input into the review development projects. 3. Provide clear, concise findings to the Ci Coui to support the recommendations of the Comn sion. lmolementation of Growth Manawment Plan: 1. Provide reports to the Ci Council on the Lo Review projects for compliance with Growth Manage- Facilities Management Plans once staff has cc ment Plan. pleted detailed review. 2. Review annual Capital Improvement Program (Cl for consistency with Growth Management Plan. SIGN I FICANT CHANGES: I None. 69 PROGRAM: LAND USE FUND: GENERAL DEPARTMENT: PLANNING ACCT NO. 001-3230 MAINTENANCE OPERATION WORK PROGRAM: Implement the goals and policies of the City’s General Plan and ensure that all development projects comply with all City zoning, subdivision, environmental ordinances and the Growth Management ordinance. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implementation of General Plan: Ensure that all new planning programs and development projects comply with the General Plan Revise General Plan as needed, to be consistent with all recently adopted land use regulations and programs. Update elements as needed. Review of Development Proiects: Provide technical in a timely and efficient manner regarding the compli- ance of all development proposals wrth the City’s zoning, subdivision and environmental ordinances. Update development standards as needed. 1. Implement programs contained in the Updated 2. Contlnue to implement the monitoring programs General Plan. contained in the updated Housing Element. 1. Ensure timely processing/review of projects in the 2. Continue to review project processing procedures 3. Continue to prepare updating of the Zone Code. support to the Planning Commission and City Council Clty. to establish more efficient systems. Policv Review: Provide advice to the City Council and 1. Process the Carlsbad Ranch Specific Plan. Planning Commission regarding all policy matters 2. Complete Master Plan for the Barrio. relating to land use and long-range planning in the City. Provide staff support to citizen’s committees and 3. Continue to address issues related to endangered task forces as directed. Implementation of Growth Manaqement Plan: 1. Provide on-going support to the Growth Manage- Provide assistance to the Growth Management Division ment Division for technical review of all Local in ensuring that all development complies with the Facilities Management Plans. performance standards of the Growth Management 2. Assist in on-going monitoring activities for Growth Plan. Management. speciedhabitat management. SIGNIFICANT CHANGES: Maintenance and operation costs are down due to the completion of the General Plan update. 70 PROGRAM: GROWTH MANAGEMENT FUND: GENERAL I I I I I I I 1 I 1 I 1 I I 1 I DEPARTMENT COMMUNITY DEVELOPMENT ACCT NO. 0013: I MAINTENANCE OPERATION WORK PROGRAM: Implement, monitor and update the Ci's Growth Management Program. 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Preparation and Implementation of Local Facilities Manaqement Plans: Work with other City Depart- ments, properly owners and their consukants to complete the Local Facilities Management Plans for those zones where a plan has not been adopted and to implement the provisions of adopted plans, includ- ing Financing Plans and amendments where neces- sary. Monitoring: Monitor the growth activity In the Ci and assess the impacts on public facilities for each of the eleven public facilities. Coordination with Finance Department: Work with Finance Department on Mello-Roos District, Zone and 24. Financing Plans, Fiscal Impact of the General Plan, and 1. Review and process Local Facilities Managemc Plans for Zones 10, 17, =(A), and 25. 1. Distribute monthly status report. 2. Complete and adopt Comprehensive Annual Mo toring Report and update once. 1. Process Financing Plans for Zones 9, 14, 15, 1 I the Capital Improvement Program. Public Information: Provide Growth Management information to the public and staff. 1. Meet regularly with Planning and Engineering Sti to answer questions on implementation of Grow Management requirements. Keep Growth Manag ment Notebook up to date. SIGN I FlCANT CHANGES: One half of an Associate Engineer position has been transferred to Engineering. 71 PROGRAM: HISTORIC PRESERVATION FUND: GENERAL DEPARTMENT COMMUNITY DEVELOPMENT ACCT NO. 001-3411 MAINTENANCE OPERATION WORK PROGRAM: To provide for the protection, preservation, recognition and enhancement of the Ci’s existing and continuing heritage. PROGRAM ACYIVITI ES: PERFORMANCE OBJECTIVES: Documentation and Review of Sites: Research, 1. Maintain and update the Historic Resource Inven- photos and video recording of potential historic sites tory. Identify and recommend the historic designation within the City. of various historic sites. Continue to distribute the informational preserva- tion brochure. 2. Historic Preservation Education: Participation in and the promotion of public education pertaining to historic areas and sites. Plaque Proqram: Recognize historic sites by identi- 1. The Historic Preservation Commission will eval- fying various sites with numbered plaques that will uate criteria for identification of historic sites to be eventually be part of a historical tour. considered for the plaque program. Review of Environmental Documents: Review of EIR The Historic Preservation Commission will act in Cuttural Resource Reports. an advisory capacity to staff in the review of development plans affecting historic resources as required by CEQA. 1. 1. SIGNIFICANT CHANGES: None. 72 PROGRAM: FUND: GENERAL B U I LDI NG I NSP ECTl ON I i 1 I I 1 I I I I 1 I I I I SI I 1 73 DEPARTM ENT: BU I LDl NG INS PECTlO N ACCT NO. 001-3 MAINTENANCE OPERATION I WORK PROGRAM: Provide support to the public through timely response to citizen inquiries, the issuance of building permits, f inspections, plancheck services, and enforcing City codes and regulations. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Buildinq Services: Ensure all Building related ques- tions are answered in a timely and pleasant manner. Process all plans, maintaining a superior quality review. Issue all building permits. 1. Answer all phone inquiries within 24 hours. 2. Provide cross-training opportunities in the area! field inspection and development processing opc tions for all department personnel. 3. Maintain Building Department coverage of Development Processing counter at all times. 4. Respond to citizen inquiries and submittals as tt occur. Buildinq Inspection: 1. Provide opportunities to attend both in-house i code enforcement for all building construction and outside technical seminars and training for non-conforming uses. inspection personnel in order to enhance tt knowledge of building construction and rela codes. 2. Conduct field inspections for residential, commerl and industrial projects ensuring compliance with Uniform Building, Mechanical, Electrical, Plumbi etc. Codes, as adopted by the City of Carlsbad 3. Respond to citizen inquiries and complaints ii timely manner. 4. Conduct pre-construction meetings with build contractors in order to clarify requirements i avoid future construction problems. 5. Assist the Finance Department in identifying lo1 businesses operating without the approprii licenses. 6. Develop and implement an improved Code Enforc ment recordkeeping system. 7. Identify code violations and work with propf owners/code violators to bring the violation ii compliance with City codes and ordinances. Provide field inspection and SIGNIFICANT CHANGES: Maintenance and operation expenses are down due to anticioated valiimP rm-h lrtinn nf plan checks performed. I I I I I I I 1 I I I 1 1. ;I I I I I I I I I I I I I I 1 I 1 I I I I I I 1- I I I I I I I I I I I I I I I PROGRAM: LIBRARY FUND: VAR I 0 US DEPARTMENT: LIBRARY SUMW I I I B I 1 1 1 I 1 I I I 1 I I I D MAINTENANCE OPERATION I WORK PROGRAM: The Carlsbad City Library provides educational, informational, and recreational services for all community resider provides both print and non-print resources that respond to the interests and needs of a diverse population; provic convenient access and adequate space for users and resources; and promotes a broad awareness of the library i its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and pursuit of knowledge. 74 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4010 MAINTENANCE OPERATION WORK PROGRAM: Provide leadership for the library and its ten divisions; plan for the growth of resources and facilities; manage all budget and fiscal matters; and coordinates relations with local and State government, the Library Board, the Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Budaet Preparation and Fund Accounting: Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; maintain fiscal records. Strateaic Planninq: Develop long-range plans for new and expanded library services, resources, and facilities to meet current and future needs. Cornmunltv Relations: Manage programs, exhibits, graphic arts, and all external public relations. 1. Refine automated fund accounting and on-order 2. Monitor and distribute up-to-date account balances 1. Develop Strategic Plan for the library for 1994-98 by information. to all divisions. the end of 1994. 1. Work closely with local media to promote the library. 2. Sponsor at least one adult program and two exhibits 3. Produce flyers, newsletters, and other graphics for 4. In cooperation with the Friends of the Library, raise per month. the library and other City departments. at least $20,000 through book sales. Reports and Grants: Handle grants and reports at local and State levels. 1. Prepare detailed monthly statistics on library use. 2. Wriie annual reports for State and local use. 3. Manage grants supported by State and Federal funding. Internal Manaqement Provide leadership for the library's divisions and for the Cultural Arts office. 1. Supervise the library's ten divisions, 2. Manage use of facilities and resources. 3. Develop policies and procedures for all library 4. By the end of 1994, complete a basic remodel of operations. the main library to meet ADA standards. SIGNIFICANT CHANGES: One Management Analyst and one Graphic Artist remain unfunded in this budget. Maintenance and operation costs are down as heat and light exDenses have been transferred to the California Library Services Act (CLSA) grant fund. 75 PROGRAM: FUND: GENERAL C I RC U LATlO N S E RVlCES I I I 1 I I I I I I D I I I I I 1 DEPARTMENT LIBRARY ACCT NO. 0014 I MAINTENANCE OPERATION WORK PROGRAM: The Circulation Division assists the public with check-in and check-out of library materials, both print and non-pr maintains patron records; registers new borrowers; responds to in-person and telephoned circulation questions; dire calls to appropriate divisions; shelves adult books and AV materials; recruits and supervises volunteers; delivers 5 returns both print and non-print items for homebound patrons; registers patrons for Braille lnstiiute Library; i circulates Braille talking books and talking book machines. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1990-91 1991-92 1992-93 General Circulation: Check-out and check-in all print 1. Circulation Totals: and non-print materials; phone and in-person material renewals; sort incoming materials in preparation for shelving; shelve all adult library materials; open, close, and maintain video and book drops; process and repair damaged audiovisual items from Branch and Main libraries; process and track incomplete and overdue items; rent audiovisual equipment. Patron Malntenance: Process delinquencies; collect 1. Library Cards Processed: fines and fees; register and issue cards to all library users; modify or delete patron records. 10,650 11,158 10,807 30,766 27,576 26,008 717,869 786,731 763,662 2. Patron Modifications: Reserves and Deliveries: Handle reserve notices for materials placed on hold; maintain a hold shelf for of materials to and from other libraries. 1. Reserve Notices Processed: distribution of reserved items; sort and route deliveries 6,607 9,411 10,632 I SIGNIFICANT CHANGES: One Library Assistant I continues to be unfunded in this budget. 76 PROGRAM: REFERENCE SERVICES FUND: GENERAL DEPARTMENT LIBRARY ACCT NO. 0014022 MAINTENANCE OPERATION WORK PROGRAM: The Reference Division assists the public with information needs; provides instruction in the use of resources: and performs specialized research services for local business, government and the public. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1990-91 1991-92 1992-93 General Reference Services: Respond to in-person 1. Reference Questions: and telephoned reference questions; place holds on instruction classes and tours; select new and replace- ment materials: give book talks for community groups. Interlibrary Loan: Send to and receive from other 1. Interlibrary Loans: libraries requests for books, microfilm, and photo- copies. 1,756 1,498 1,720 Periodicals: Manage a collection of 624 magazines 1. Periodical Requests: and 48 newspapers, and related backfiles. Online Services: Offer fee-based computer searches 1. Online Searches Paid: for the general public. Provide public instruction in the index the Carlsbad JourndlSun using computer soft- ware. books, audio and video materials; provide library 64,282 68,083 75,345 48,852 60,793 74,964 use of setf-service computer data bases. Continue to 189 99 O* Did not offer fee-based searching in 1992-93. PERFORMANCE OBJECTIVE: 1. Add new CD-ROM products for general public use. 2. Investigate the use of the INTERNET for reference services, with the future objective of offering public access to the INTERNET. SIGNIFICANT CHANGES: Personnel costs are down due to the unfunding of one Librarian I, while one Library Assistant continues to be unfunded, 77 PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL 1 I I 1 1 i I 8 1 D 1 I I 1 1 DEPARTMENT: LIBRARY ACCT NO. 001-4 I MAINTENANCE OPERATION WORK PROGRAM: The Genealogy/Local History Division provides information service, instructional assistance, and research service: the public. The Division Head manages the selection, classification, and organization of a collection of 38,OOO volurr It is a collection of excellence that draws researchers from all over Southern California. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: General Reference Services: Respond to in-person 1. Register 10,000 researchers. and telephone reference requests; provide library instruction and tours; give talks to visiting Southern 1 2. Process 14,000 inquiries. 3. Plan and hold orientations for visiting groups. I California groups. Coordination with NSDCGS: The North San Diego County Genealogical Society has acted as a support group for this collection for 16 years. This division will coordinate with and assist NSDCGS with fund raisers, acquisition of materials, program planning, and training of researchers. 1. Develop bi-monthly training classes for beginni 2. Plan and assist with six major fund raisers. 3. Advise a NSDCGS committee on selection materials for proper collection development. genealogists. I SIGNIFICANT CHANGES: None. 78 I PROGRAM: CENTRO DE INFORMACIC~N FUND: GENERAL DEPARTMENB: LIBRARY ACCT NO. 0014024 MAINTENANCE OPERATION WORK PROGRAM: The Centro de Informaci6n meets the information needs of Spanish-speaking adults and children, especially in Barrio Carlsbad. Bilingual staff introduce neighborhood residents to library services, which include print and non-print Spanish-language and bilingual materials, educational programming for adults and children, and information and referral services. The Centro de Informaci6n staff are actively involved in the community and work in partnership with schools and other community agencies to enable Spanish-speakers to become active and successful participants in this society. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1990-91 1991-92* 1992-93 Outreach: The Centro de Informaci6n is an active 1. Individual Patron Visits: partner in community activities and offers a welcoming and culturally sensitive environment that enables Spanish-speaking residents to make use of public library services. Prosramminq: The Centro de Informaci6n responds 1. Program Attendance: to community information and educational needs by providing a variety of adult and children's programs and providing a site for neighborhood group meetings. - 5,170 10,138 I 1,400 2,452 * 8 months only: Nov. 1991 - June 1992 SIGNIFICANT CHANGES: This program has been previously funded through a State grant. Grant funds are scheduled to decrease in 1994-95 and in order to continue the program, the General Fund will be used. Maintenance and operation expenses will be supported through the grant through 1994-95. 79 PROGRAM: FUND: GENERAL CH I LD R EN’S S E RVI C ES I I 1 I 1 1 I 1 1 8 i B c 1 t I 1 DEPARTMENT LIBRARY ACCT NO. 0014 I MAINTENANCE OPERATION WORK PROGRAM: The Children’s Library serves children from preschool through Junior High and introduces young people to the wond of reading. The Division provides library skills classes, group tours, reading incentive programs, and activities t educate or encourage creativity. The Division also assists teachers and adult students in education, child developrn and children’s literature. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1990-91 1991-92 1992-93 --- General Reference Servlces: Respond to in-person 1. Reference Questions: and telephone questions, provide reader’s advisory, library skills instruction, group tours, and class visits. 21,828 26,628 21,120 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- 190,791 200,685 230,034 ingly heavy demand on the collection due to limited hours and closures at other libraries. Proaram Actlvfties: Includes Summer Reading Club, 1. Program Attendance: special holiday and seasonal events, annual short story contest, spelling bee, pet show, and cultural enrich- 10,134* 7,638* 7,511 ment programs. Introduces children to literature and * Programs now held in library where space lim encourages creativity. Cooperative programs with the attendance. Registration now required. Centro provide muki-cultural experiences. PERFORMANCE OBJECTIVES: 1. Visit Carlsbad schools and present programs least twice a month. 2. Present at least 12 children’s programs per mom SIGN 1 FlCANT CHANGES: I None. 80 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT LIBRARY ACCT NO. 001-4040 MAINTENANCE OPERATION WORK PROGRAM: Technical Services Division catalogs and prepares library materials for public use; maintains the library’s online database; and manages the library’s automated circulation system, online catalog, and related automated operations. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Processing: Catalogs and processes both purchased 1. Items Cataloged and Processed: items and gifts. Repairs damaged materials and arranges for binding and rebinding. 16,641 18,452 16,903 2. Items Handled Binding: 2,585 2,199 2,2n 1990-91 1991-92 1992-93 Database Maintenance: Adds new items to the online database and deletes information for lost or discarded materials. 16,641 18,452 16,903 14,645 1 1,836 12,941 PERFORMANCE OBJECTIVES: 1. To ensure system availability (up time) at least 99% 2. To conduct two training sessions for staff following 1. Items Added to Database 2. Items Wahdrawn: Circulation Svstem and Online Catalog: Operates the library’s INLEX 3000 System, including all software related activities, writes instructions, and trains staff on new features. of hours the library is open. INLEX software updates. SIGNIFICANT CHANGES: None. 81 PROGRAM: COLLECTION DEVELOPMENT AND ACQUlSlTlONS FUND: GENERAL 1 i I 1 I I 1 1 1 II I I 8 I 1 1 t DEPARTMENT: L1 B RARY ACCT NO. 001-4 MAINTENANCE OPERATION WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all materi budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Planning: Develop plans for the collection of mater- Budqetlnq: Prepare division and library-wide materials budgets; monitor expenditures for department and materials. Coordinate Selection of Materials: Coordinate selection and ordering of print and non-print materials. 1. Review and update the library’s collection develc 1. Track material accounts by major subjects. 2. Track vendor discounts. 1. Coordinate selection and ordering of at least 10,Ol new print and non-print materials. 2. Product a list of new videos each month for ti public. 1 ials. ment profiles for the reference collection. SIGNIFICANT CHANGES: 8 None. 82 PROGRAM: MEDIA SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4052 MAENTENANCE OPERATION WORK PROGRAM: Media Services provides a wide range of professional media production services in support of all City departments and their communications needs. Services include photographic, video, audio, publication illustration, sync-slide shows, and developing and maintaining locally relevant stock image collections. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Public Information Media: Produce City related 1. Produce at least 150 media projects in 1994-95. photographic, video, and audio information for dis- tribution to newspapers, magazines, local publications, radio, N stations. lmaae Research 81 Development: Develop and 1. Maintain and update a data-based image system for maintain a fully indexed City image retrieval and 27,000 slides and 7,000 prints. 2. Input image index data and file retrieval to automate storage system for slides, prints, negatives, video, and audio. Media Production Development: Provide audio, video, and photographic media services for the preser- vation and documentation of such locally significant information as oral history, historical photos/docu- ments, and exhibits of special City activities. Reference Support: Help fill in for vacant reference position. interlibrary loan activities. system. 1. Create at least 150 Ci related media productions in support of City goals and objectives. 2. Participate in local and regional civic organizations for the purpose of generating media productions. 1. Provide about 10 hours per week of support for SIGNIFICANT CHANGES: To provide support for the unfunded position in reference, the Media Services Manager will reduce services to other Ci departments. This will provide time for the Media Services Manager to assist with interlibrary loan activities. Maintenance and operation expenses have been reduced for supplies. This will reduce media availability to other City departments. 83 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL I 1 I I I I 1 1 1 1 1 1 B I I 1 I 1 DEPARTMENT: LIBRARY ACCT NO. 0014 i MAINTENANCE OPERATION WORK PROGRAM: The AduQ Learning Program is the library's adult literacy service. lt provides individual tutoring for English-speakii adults who need to improve their basic reading, wriiing and math skills in order to function effectively in daily li achieve personal goals, and participate fully in society. PROGRAM ACTIVITIES: WORKLOAD MEASURES: --- 1990-91 1991-92 1992-93 Tutorinq: The program provides free one-to-one 1. Learners Instructed: tutoring and computer-assisted instruction for English- speaking adults who need to improve their basic reading, writing and math skills. Staff develops and 2. Tutors Trained: monitors an individual study plan for the learner. The program trains and supports volunteer tutors, tutor trainers, and office staff. 3. Tutors Instructing: 152 145 136 101 77 56 143 131 128 4. Volunteer Hours Contributed: 10,985 11,047 12,846 Cornmunltv 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. 1 57 116 140 2. Potential Learners Referred Elsewhere: 174 140 118 3. Potential Volunteer Inquiries: 296 246 244 Llbrarv Adult Learners Collection: The program 1. Items Circulated: develops and maintains a library collection of over 1,800 volumes, appropriate for adult interests and wriien at lower reading levels, to support tutoring and encourage library use by new readers. 3,818 3,784 3,538* In May 1993, loan period for tutors changed from weeks to 3 months, resulting in fewer renewals an lower circulation figures. SIGNIFICANT CHANGES: The elimination of rental costs has reduced maintenance and operation costs. This program is intended to relocd to an exjsting Ci property. 84 PROGRAM: LA COSTA BRANCH FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4070 MAINTENANCE OPEFIATION WORK PROGRAM: The Branch Library provides services for South Carlsbad. These services include print and non-print materials, reference services, special programs for children and monthly changes in exhibits and displays. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1990-91 1991-92 1992-93 Reference: Assist patrons in using the library, answer reference questions, reserve specific titles and request materials from other libraries. Circulation: Circulate print and non-print materials to 1. Circulation: children and adults, handle patron registration, collect fees and fines and track overdue items. Collection Development: Evaluate the Branch collec- tion, select print and non-print materials. Proqramming: Plan, schedule and develop programs 1. Program Attendance: for children. Conduct classroom visits and tours. 1. Reference Questions: 16,533 26,104 28,354 203,550 229,482 235,473 1. Total items in Collection: 33,372 39,140 41,449 5,465 1,140* 571 * Figures reflect the loss of Children's staff hours and Branch meeting room. Library Manaqement: Manage Branch Library, staff, volunteers, collection, and facility. Maintain awareness of communtty. PERFORMANCE OBJECTIVES: 1. Schedule and supervise staff. 2. Hire and train new staff. 3. Prepare monthly narrative and non-print media collection. 4. Actively maintain a current topical print and non- print media collection. 5. Maintain a safe and efficient facility. 6. Survey the needs of and interact with the members of the community. SIGN1 Fl CANT CHANGES: Personnel costs have increased due to an exchange of part time hours for one three-quarter time employee. Maintenance and operation costs have increased due to the transfer of property rental expenses from the CLSA grant fund to the General Fund. 85 PROGRAM: CULTURAL ARTS FUND: GENERAL I I 1 I 1 I 1 I 1 i i I I 1 I I I I DEPARTMENT LIBRARY ACCT NO. 0014; MAINTENANCE OPERATION WORK PROGRAM: Implement the goals and policies of the City’s General Plan to plan, develop and promote the visual and performi arts and create a climate which encourages cultural and artistic development in Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: implement Arts Proarams: Provide avariety of quality cultural programs, including all forms of visual and performing arts to all Carlsbad residents. 1. Art in Public Places Program: - Rotating exhibit of local artists’s artwork - Artwork for 13 interchanges - Place permanent artwork in Maxton Brown pa 2. Provide educational opportunities and family even for all citizens: - Visiting Artists Series (two artists/art groups community residencies) - Festejando a las Madrecitas - Provide arts programming in the schools whc possible - Two week artdreading summer camp 3. Continue performing arts programming: - Jazz concerts (nine concerts in three quadrant - Three Classics Unlimited Concerts - Labor Day Weekend concert 1. Develop and strengthen the arts organizations an provide cuttural opportunities with grants allocatior (S 1 3,000). 2. Implement and incorporate task force reports int the Cultural Plan according to the establishs priorities and available funding. 3. Submit grant applications to State and Feder, funding agencies when applicable and request loc, funding support for appropriate projects. 1. Facilitate development of cultural facilities as oui Develop the Arts: Continue to develop the Arts Program through strategic planning, education, grants and active pursuit of priiate funding. Support Cultural Facilities: 1 lined in the Cultural Pian. 86 PROGRAM: CULTURAL ARTS PAGE TWO DEPARTMENT: LI BRARY ACCT NO. 001-4210 FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Communfty and External Relations: Maintain close 1. Information Services: Produce a monthly news- contact with arts organizations, civic clubs, City depatt- letter/calendar, send information to artists and ments and the Arts Associates. others on opportunities for development. Present workshops on funding, promotions and develop- ment opportunities. Provide resource information to the schools. 2. Meet regularly with the Chamber of Commerce's Education Committee, Tourism Advisory Council, Arts Associates, and other arts/civic organizations. SIGN I FICANT CHANGES: None. a7 PROGRAM: SISTER CITY FUND: GENERAL 8 i 8 1 I 1 1 I 1 D I 1 8 il I I I DEPARTMENT LIBRARY ACCT NO. 001-4 I MAINTENANCE OPERATION WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Prowam Coordination: Coordinate Sister City Pro- gram. 1. Arrange and conduct visits by one (1) stud( delegation (5/95) and various other visiting deleg tions. 2. Coordinate ongoing arts and culture exchan projects. 3. Coordinate committee programs including fur raisers, festivals, and scholarship exchange pr II grams. SIGNIFICANT CHANGES: None. 88 PROGRAM: FUND: STATE GRANT CALIFORNIA LIBRARY SERVICES ACT (CLSA) DEPARTMENT: LIBRARY ACCT NO. 180-8101 MAINTENANCE OPERATION WORK PROGRAM: Projected reimbursements and unappropriated carryover from the California State Library to the City for loans of materials to non-residents. Payment is based on a reciprocal usage formula PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Administration: Reimbursements and carryover are used to assist in the cost of library operations. 1. State grant funds will be used to pay for part of the Branch operating budget as well as to offset Gener- a1 Fund by covering the purchase of all adult fiction and non-fiction and the main library heat and light account. SIGNIFICANT CHANGES: The budget has decreased in order to more closely spend at projected revenue levels. 89 PROGRAM: PUBLIC LIBRARY FUND (PLF) FUND: STATE GRANT 1 i i 1 1 R 1 1 8 i 1 1 I 1 I 8 1 I DEPARTMENT: LIBRARY ACCT NO. 180-8' I MAINTENANCE OPERATION WORK PROGRAM: The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions provided tF meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal year). Althou Carlsbad did not qualify for this grant in 1992-93, there is an unappropriated fund balance still available. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Various SPecial Proiects 1. Grant funds will be used primarily as offsets General Fund or as transfers from other grant func Included are transfers of Branch rent from the CL: grant, the bindery budget from Technical Servicc and the water account and membership in the Sei Library System from Administration. SIGNIFICANT CHANGES: The budget has decreased in order to more closely spend at projected revenue levels. 90 PROGRAM: AUDIOVISUAL INSURANCE FUND: AV INSURANCE DEPARTMENT: LIBRARY ACCT NO. 1414051 MAINTENANCE OPERATION WORK PROGRAM: Special revenue fund to support library audiovisual collection development, replacement and related supplies, processing, and equipment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Collection DeVelODment: Evaluate, select, and order new and replacement audiovisual materials. 1. Select, order, and process at least 2,OOO new audiovisual materials and at least 800 new video- tapes. SIGN I FlCANT CHANGES: Increased budget will purchase additional audio visual materials. 91 I 1 i I I I I s ! 1 I I I I I I 8 I I B 1 ~ I I I li I I rrrl Community Services I I I ! I 1 I I I I I I I I I l I I I PROGRAM: COMMUNITY SERVICES FUND: VARlO U S DEPARTMENT COMMUNITY SERVICES SUMW I I I 1 I I I I I I I I I I I I I I I MAINTENANCE OPERATION WORK PROGRAM: Beginning in 1994 the Ci of Carlsbad formed a Community Services Department in an effort to better utilize hum resources throughout the organization and to provide more effective and efficient service to citizens of the communi The Community Services Department combines the services of the former Utilities and Maintenance Department a Parks and Recreation Department, including Senior Programs. The City of Carlsbad's Community Services Department receives guidance and support from the City Manager's offi and City Council. In addition, the Department and the Ci Council rely upon the recommendations In an advisc capacity from the Parks and Recreation Commission and the Senior Commission as they review issues relative to ea Commission's field of expertise. The Division's which constitute the Community Services Department are: e Parks Operations Flee! Operations e Recreation Operation e Solid Waste Management e Fee Supported Recreation Assessment Funding Programs e Aquatics Street Tree Maintenance h Agua Hedionda Lagoon 9 Median Maintenance & Senior Programs Street Lighting e Facilities Management . Buena Vista Channel e Street Maintenance 92 PROGRAM: ADMINI STRATION FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4110 MAINTENANCE OPERATION WORK PROGRAM: To provide guidance, direction and administrative support for the future planning and current operation of park and recreational facilities, senior facilities and programming, street maintenance, solid waste management, Ci-wide facilities management, fleet operations and assessment funding programs for street trees, median maintenance, street lighting and the Buena Vista Channel, Provide staff support to the Parks and Recreation Commission, Senior Commission and Carlsbad Community Television Foundation. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Operations: Plan, organize and direct community service programs. Develop and implement procedures and policies for efficient operation of the department. 1. Maintain timely processing of work orders and special project requests. 2. Conduct surveys and perform research and statisti- cal analysis on administrative, personnel and operational matters. Personnel Services: Recommend and process 1. Process personnel requests. personnel appointments, promotions, and disciplinary actions. Provide on-going support to management and miscellaneous employees. Implement the services of contractual, part-time, court release, juvenile diver- sion, County probation, and conservation corps where appropriate. Budqet Manaqement: Coordinate the preparation of 1. Prepare departmental budget. all division budgets and ensure that all budgets comply with City policies, procedures, and Council goals and objectives. 2. Track personnel evaluation to ensure timely comple- 3. Monitor 1,OOO hour limit for part-time staff. tion. 2. Monitor and evaluate expenditures and revenue enhancement opportunities; maintain fiscal records. 3. Coordinate departmental purchases. 1. Manage contracts in a timely manner. 2. Prepare contracts pertaining to community services, including refuse collection, recycling, graffiti control, tree trimming, median maintenance, street sweep- ing, ahd recreational program classes contracts. Contract Services: Implement, supervise and coordi- nate contractually provided services. Training and Safety: Provide training in work related areas, and motivate employees to enhance their job skills and overall knowledge of department and Ci- wide activities. 1. Review and process all training requests. 2. Distribute current safety information to employees. 3. Conduct regular safety meetings and inspections. (continued) 93 PROGRAM: ADM I NlSTRATlON PAGE r FUND: GENERAL I I I I 1 I 1 I I I I I I 1 I I I 94 D EPARTM ENT: COM M U N ITY SERVICES ACCT NO. 001-4 I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordinatlon with Other Departments and Aqencies: Coordinate activities with other City departments and wit outside agencies. 1. Coordinate current and future operations v appropriate Ci departments. 2. Represent City and department by attending cc mun*Ry, County, State, professional and tr: meetings. 1. Present written and oral reports to City Managc office, Council, committees, commissions, and CI 2. Research and prepare grant applications as apF Reports and Statistical Analvsls: Prepare wriien and oral reports and presentations. Prepare, implement and track grant applications. Research appropriate groups. issues and prepare Agenda Bills, Resolutions and Ordinances for Ci Council action. Community Responsiveness: Respond to all citiien inquiries in an expeditious manner. Prepare correspon- dence as necessary to implement corrective action. Real Property Management: Ensure that all ease- ments, leases, property acquisitions and sales/revenue activities are administered appropriately. priate. 1, Handle responses to citizen inquiries and conceri 1. Process leases, deed transfers, appraisals a 2. Process Agenda Bills and Resolutions for Cour correspondence accordingly. action. Park Acquisition and Development: Ensure ade- quate park acquisition and development in order to meet the park performance standards as identified in the Growth Management Program. Provide additional park enhancement development projects where appro- priate. 1. Monitor and implement existing park agreement 2. Coordinate park development plans between C departments, park development architects, commi sions, and community residents. 3. Coordinate development plans for the Poinset Park site. 4. Implement the Northwest Quadrant Park Enhanc ment projects as directed by Ci Council. 5. Monitor the proposed County-Wide Assessment f Regional Parks and Open Space (AB 2007). 6. Initiate development planning for Carrillo Ranc Monitor Proposition 18O/CALPAW initiative. 7. Initiate Phase I development of Aviara Oaks active play fields through Roberti-Z'Berg Grant. 1. Prepare and present relevant issues for conside ation by the Parks and Recreation Commission an Senior Commission at monthly meetings. 2. Provide stalf support for Commission subcommi tees addressing park and open space issues an recreation and senior programs. 3. Provide staff support for development of a munici pal golf course. 1 Maintain Contemporary Park Facilities and Recre- ation/Senlor Proqrams SIGNIFICANT CHANGES: The decreased personnel budget reflects the elimination of both the Utilities and Maintenance Director and the Assistar Director positions, however cost savings were recognized in 1993-94 when the Assistant position was unfunded. PROGRAM: PARK OPERATIONS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4121 MAINTENANCE OPERATION WORK PROGRAM: Maintain, preserve and enhance 240+ acres of park facilities, school athletic fields, beach accesses, and landscapes at various civic facilities. Manage over 600 acres of open space/undeveloped areas and provide services to other departments as well as community groups. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95 Turf and Landscape Maintenance: Direct manage- 1. Turf Acres Maintained: ment of 75+ acres of turf and 128+ acres of land- scaping. Duties include mowing, fertilization, renova- tion, replanting, trimming, pesticide application, raking leaveddebris, turf sweeping, weeding, cultivation edging, aerating, reseeding, irrigation programming and equipment maintenance. 75 75 75 2. Landscape Acreage Maintained: 126 128 128 3. Picnic Area: 17 17 17 Bathroom Maintenance/Litter Control/Picnic Area Services: Inspect, maintain, clean, paint and repair 11 separate rest room facilities (as well as 7 portable and plumbing repairs make up the duties of this activity. Also associated with this activity is lier are cleaned 2 times weekly to remove all litter and service all trash receptacles. Court/FieldrTot Lot Malntenance: Maintain 25 tennis courts (19 lighted), 11 basketball courts, and 20 softbalVbasebal1 fields. All athletic courts are cleaned/inspected on a bi-weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspec- tions/repairs, and playing surface inspections. In addition, this activity includes bi-weekly maintenance of all tot lots in the City. This includes sand rakinglev- eling, sand rototilling and play equipment inspection, repair and the necessary documentation of such 4. Basketball Courts Maintained: actions. 1. Rest Stations Maintained: (Permanent) 11 11 11 units) 2 times per week. Clean, restock, sanitize, paint (Portable) 7 7 7 control. All parks, beach accesses and beach areas 350 362 362 2. Trash Receptacles Serviced: 1. Tennis Courts Maintained: 19 19 19 2. Ballfields Maintained: 20 20 20 3. Tot Lots Maintained: 9 9 9 11 11 11 5. Soccer Fields Maintained: 11 11 11 (continued) 95 PROGRAM: PARK OPERATIONS PAGE n FUND: GENERAL DEPARTMENT: COMM U N IN SERVICES ACCT NO. 001-4' I I I I I 1 I I I I I 1 I I I I I 1 PROGRAM ACTIVITIES: WORKLOAD MEASURES: irrlaation Maintenance: Maintain all landscape 1. Irrigation Measures/No. of Controllers: irrigation systems of City facilities. This includes programming over 85 different controllers with over 1,050 valves. Duties include replacement, repair trouble shooting and now minimal data entrylprogram- Open Space Maintenance: Provide maintenance 1. Number of Acres: activities to City owned open space and areas of additional maintenance responsibilities. Duties include trash removal, clean up and weed abatement. Miscellaneous Maintenance/Repair and Special Reauest: These activities, which are difficut to mea- sure, include repair and upgrading to park structures, facilities, play equipment and fencing, and the installa- tion 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 comrnuni- ly for turf installation, sculpture installations, various redevelopment requests and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities. 1992-93 1993-94 1994-95 --- 85 85 85 2. Irrigation Measures/No. of Valves: ming via the centralized irrigation system. 1,058 1,066 1,066 450 452 452 SIGNIFICANT CHANGES: None. 1 96 I 1991-92 1992-93 ACTUAL ACTUAL PERSONNEL $ 242,199 $ 321,414 MAINTENANCE OPE RAT1 0 N 146,935 214,751 CAPITAL OUTLAY 89,662 0 1993-94 1994-95 BUDGET BUDGET $ 347,026 $ 345,881 227,720 212,958 0 0 1 I I I I 1 I I I I I I I I I I I PROGRAM: STREET TREE MAINTENANCE PAGE T' FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1614' 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. SIGNIFICANT CHANGES: I None. I 98 PROGRAM: MEDIAN MAINTENANCE FUND: MA1 NTENANCE ASSESSMENT DEPARTMENP: COMMUNITY SERVICES ACCT NO. 1614123 MAINTENANCE OPERATION WORK PROGWAM: Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment Landscape improvement areas. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95 Medians: Maintain on a weekly basis 44+ acres of landscaped medians. Maintenance includes trash pick- up, weed control, pruning, planting, pesticide applica- tion, removals, replanting, and irrigation repaidadjust- ment. Contractual Median Maintenance: Provide an on 1. Acres Maintained: going program for contracting, administering and 25 26 32 overseeing median maintenance for 20+ acres of City medians. Redevelopment Landscape: Maintain approximately 6.5 acres of high maintenance areas including planter boxes, downtown fountain, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesti- cide/fertilizer application, irrigation repair/adjustrnent, parking lot sweeping, fountain maintenance, and related duties with the Redevelopment Streetscape improvements. 1. Acres Maintained: 47 47 48 1. Acres Maintained: 6.5 7.5 a SIGN I FlCANT CHANGES: Anticipate a lower quality appearance of medians due to the same budget which will be absorbing additional acreage. New medians include Tamarack at Jefferson, and El Camino Real at La Costa Resort entrance. 99 PROGRAM: RECREATION OPERATIONS FUND: GENERAL I I 1 I I 1 1 1 I I I 1 1 I I 1 1 00 DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4' I MAINTENANCE OPERATION 1 WORK PROGRAM: Recreation Operations provides administrative support for the Recreation Division and for operating each of the thri Community Centers and other City and school facilities used by the Department, the City and the public for recreatior use and meetings. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991-92 1992-93 1993-94 Information and Enrollment Service: Clerk Typists 1. Reservations Processed: meet and talk with the public to provide information on Recreation Division services, including programs and facilities. They enroll participants in-person, by phone and by mail-in registration for classes, adult excursions, special events, and sports leagues, and collect and ac- count for revenue, preparing deposits and delivering 3. Revenue: them to City Hall. Facilities Operation Service: Recreation Specialist, 1. No. of Fields Maintained: Facilities - Schedules use of parks, meeting rooms, athletic fields, tennis courts, and assignslsupervises Facility Attendants. Facility Attendants assist in show- ing sites, complete applications, perform set-up and take-down of tables and chairs for meetings, open and close buildings, and perform general clean-up and 3,100 2,855 3,000 2. No. of Facility Users: 740,900 636,390 640,OOO $74,761 $84,832 $9O,OOO 27 27 27 I minor maintenance. SIGNIFICANT CHANGES: None. PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL DEPARTMENP: COMMUNITY SERVICES ACCT NO. 001-4132 MAINTENANCE OPEfWTION 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 6096 self-sustaining basis. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991-92 1992-93 1993-94 --- 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. Davtrippers: Offers both one day and multi-day trips 1. Daytrippers: for adutts. A trained Tour Guide assists those on the trip to enjoy social and cultural events in Southern California and other western states. Sports Proqrarns: Provides a variety of seasonal 1. Youth Sports/Camps: sports, coaching, and competition including adult slow- pitch softball, basketball, track and field, and volleyball. These programs attract an increasing number of spectators. # conducted 950 950 1,175 # enrolled 15,180 13,000 15,000 # trips conducted 49 37 35 # participants 1,060 1,270 980 # teams 60 80 90 # participants 1,320 1,500 1,800 #spw.%tors 10,100 11,200 11,500 2. Adult Sports: # teams 320 288 276 #spectators 27,000 30,000 30,OOO # piuticipants 4,600 4,340 4,200 Special Events/After-School Proqrams: 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: Staffing changes incfude an exchange of part-time hours for three, three-quarter time employees. Maintenance and operation reductions include the elimination of several special events including Easter egg hunts, coastal clean-up, and Halloween Carnival. # events 11 11 20 # participants 10,100 10,260 14,594 2. Community Volunteers: # volunteers 600 61 0 690 # hours 6,000 6,050 7,000 101 PROGRAM: AQUATICS FUND: GENERAL I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0014 I I I I I I 1 I I I I 1 I D I I I 1 MAINTENANCE OPERATION WORK PROGRAM: Aquatics provides for the operation of an attractive and safe swim complex that offers a comprehensive program instruction, competition, and recreational swimming on 49% setf-sustaining basis. PROGRAM ACTlVlTlES: WORKLOAD MEASURES: 1991-92 1992-93* 1993-94 --- LessonsTTrainInq: Provide instruction in swimming 1. Instructional Lessons: skills for all ages and abilities; provide education and training to the general public and City employees in first-aid, cardiopulmonary resuscitation (CPR), and basic rescue skills; serve as a North County certifica- tionhaining site for men and women who wish to qualify for employment at Carlsbad Swim Complex or similar pools. Fun and Fitness: Provide opportunities for recrea- tional swimming and fitness lap swimming. Land/Hours 1,951 2,103 2,140 Classes 206 193 195 Conducted Participation: 1,390 1,139 1,140 Resident 371 370 Non-Resident 389 1. Recreation and Lap Swim: 12,391 12,514 12,515 Youth 6,317 8,987 7,800 Adult 8,651 7,855 7,800 Season Pass 15,685 14,643 14,500 Lane/Hours Daily Admissions: 2. Aqua X: Lane/Hours 253 183 185 1,300 Participation 1,572 1,209 Competitive Swim Proqrams: Provide opportunities for competitive swim instruction and coached workouts for youth and adults as a contract service; coordinate and schedule high school use of the pool for boys’ and girls’ swim teams and water polo activities. 1. Carlsbad Swim Master: LanelHours 5,278 3,929 5,000 Participation 13,867 10,899 12,500 2. North Coast Aquatics: Lane/Hours 5,987 4,115 5,000 Participation 17,796 12,062 14,000 3. Carlsbad Hinh School Swim & Water Polo Teams Lane/Hours 2,122 2,458 2,450 4,750 4,513 4,510 Participation * Due lo repairs, pool closed 2 months. SIGNIFICANT CHANGES: Staffing changes include an exchange of part time hours for one, three-quarter time employee. Budget reductions ir this program will result in the closure of the Swim Complex for two weeks in December. I 02 PROGRAM: DEPARTMENT COMMUNITY SERVICES ACCT NO. 001-4134 RECREATION - AGUA HEDIONDA LAGOON FUND: GENERAL MAINTENANCE OPERATION WORK PROGRAM: Provides for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or eliminates hazards and liabilrty 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 MEASURES: Permits: tssue annual lagoon use permits. Verify and 7. Applications: 540 520 450 1991-92 1992-93 1993-94 2. Annual Permits: 451 369 425 3. Daily Permits: 93 115 125 monitor DMV registration. Observe and document boating traffic and use activity. 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. Maintenance: Remove debris and hazards from the water surface, shoreline and public accesses, maintain patrol boat, motor, trailer, and associated equipment. # Power Boats: 2,347 2,323 2,500 # Jet Skis: 1,339 1,477 1,500 SIGNIFICANT CHANGES: None. 103 PROGRAM: SENIOR PROGRAMS FUND: GENERAL I I I 1 I I I I 1 1 I I i B I I 1 DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-41 MAINTENANCE OPERATION I WORK PROGRAM: Provide a broad range of activities/services designed to anticipate and respond to the needs and interest of Carlsba older adults. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Personal Assistance: Plan, coordinate and schedule 1. Schedule a no cost/low cost heatth screeni activities/services intended to assist Seniors in main- intended to educate Seniors and detect poteni tain independent lifestyles. health risks (skin cancer, glaucoma, diabetes, blol pressure, hearing, etc.). 2. Arrange for the ongoing provision of persoi management services (legal assistance, tax prepa tion, insurance counseling, personal counselir and drivers training). 3. Provide information and referral on other commur services and resources available to older adults 4. Increase Seniors’ exposure and knowledge services/programs which foster their independenc such as how to utilize public transportation, how utilize the library’s computerized card catalogue, el Recreation Opportunities: Plan, coordinate, and 1. Offer a minimum of 12 day trips annually to loc schedule a variety of recreational opportunities to attractions. 2. Offer a wide variety of opportunities for Seniors WI address the varied interests of the older population. diverse interests (classes, i.e., art, exercise, la guages; lectures, i.e., financial planning, trav informational, etc.; dances, discussion grour cards and games). I (continued) 104 PROGRAM: SENIOR PROGRAMS PAGE TWO DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4142 FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Social Interaction: Provide an environment and opportunity for to address the varied interests of the older population. 1. Encourage the development of groups of people sharing similar interests (i.e., anglers, stamp collec- tors, coin collectors, billiards). 2. Provide volunteer opportunities where Seniors' can provide a service to their community while meeting new people, etc.. 3. Maintain the 'open" atmosphere of the lounge where people can drop in to chat and have a cup of coffee. 1. Where feasible develop a reasonable fee structure for activiiies which require administrative support previously offered but were at no cost. 2. Develop a 'profit sharing" plan whereby the Senior Center receives a portion of all fees collected from programs/activiiies where a fee is collected. 3. Develop and implement a marketing strategy to increase after hours rental of the Senior Center. increase Revenues: Develop a strategy to increase revenues. SIGNIFICANT CHANGES: None. 105 PROGRAM: SENIORS FUND: SENIOR NUTRITION 1 1 I I I I 1 1 il I I I 1 I I 1 1 DEPARTMENT COMMUNITY SERVICES ACCT NO. 181-8118 MRU 181-8' I MAINTENANCE OPERATION WORK PROGRAM: Contract with the Area Agency on Aging to provide nutrition and transpottation assistance to persons 60 years of a and older. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Noon Lunch: Provide a nutriiionally balanced noon 1. Hot Meals: 35,000 35,396 35,3! 1992-93 1993-94 19944 --- lunch for persons 60 years of age or older. Home Meals: Deliver a hot meal and sandwich to 1. Hot Meals: 11,OOO 10,695 12,24 homebound persons 60 years of age or older in Carlsbad. Transportation: Provide transportation for Carlsbad 1. One Way Trips: 8,000 8,000 6,OC Seniors to the lunch program, medical appointments, and shopping. SIGN1 FICANT CHANGES: I None. 1 06 PROGRAM: STREET MAINTENANCE FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-51 10 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 responsibility encompasses a variety of different maintenance activities. These activities are categorized into seven (7) maintenance programs described below: PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Roadside Maintenance: Roadside Maintenance 1. The County Honor Camp crew 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 City 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 the Safety Center, accumulated from City construc- tion and repair crews, to the County dump; recycle concrete and asphatt. 4. Repaii 15,000 square feet of curb, gutter and side- walk (trip hazards) to minimize liability claims (funded by Gas Tax). Drainaqe Svstem 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 through 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 through October. 3. Supervise contract to maintain BuenaVista Channel. 1. Maintain and repair, as needed, the 6,900 signs 2. Fabricate and install 1,300 traffic, street name and 3. Timely response to Traffic Engineering work orders. City Siqn Maintenance: Fabricate, install and rnain- tain all traffic street name and special signs throughout the City. Respond to Traffic Engineering work orders and special sign requests. Conduct visual and retro- reflectometer once a year in conjunction with the Division's Safety Inspection Program. throughout the City. special order signs. (continued) 107 I I I I I 1 I 8 I I 1 1 1 B ! I I PROGRAM: STREET MAINTENANCE PAGE n FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5' 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: City Siqn Maintenance (continued) 4. Annually conduct visual and reflectivity tests 1,449 warning and 3,159 regulatory signs to ins proper and safe signage throughout the City. 5. Maintain all traffic control devices used for consti tion, repair and emergencies. 1. Several methods of asphalt repair applications i used to apply 4,000 tons of asphak annually (fur ed by Gas Tax): Skin Patching, Utility Cut Rep, Leveling with Asphalt, and Base Replacement 1. Refresh striping on 225 pass miles on "prin roadways, 166 pass miles on "major' roadways, 1 pass miles on 'secondary' roadways, and 53 p: miles on 'residential" roadways. 2. Refresh 189 crosswalks, including school crossinc 3. Refresh 3,000 pavement markings. 4. Refresh 15,000 linear feet out of 35,349 linear fl 5. Refresh Ci facilities parking areas, as needed. 6. Respond in a timely manner to work orders frc Traffic Engineering and special requests frc various City Departments. 1. Emergency response, citizen's complaints, st01 Road Surface Maintenance: Maintain 555 lane miles of paved roadways throughout the City. This mainte- nance program insures that the City's road system is properly maintained and safe for travel. Traffic Safety Pavement Strioinq Proqram: Ensure proper delineation and direction for safe passage on City streets. Maintain and refresh all line strips, cross- walks, pavement messages, colored curb and City facilities parking areas. Respond to Traffic Engineering work orders and special requests from various City departments. colored curbs. Miscellaneous Maintenance and Repair Program: Monitor unscheduled work activities that the Street Division performs annually; this program accounts for 6,600 staff hours. Maior Rehabilitation Contract Proqram: Direct and Annual Goal Funded b oversee the five (5) maintenance and rehabilitation contracts listed. patrol, safety and training, special events. 1. Street Sweeping: 2. Chip Seal: 3. AC Overlay: 4. Curb, Gutter & Sidewalk Replacement: Sweep 11,125 curb miles Chip 35 lane miles Resurface 15 lane miles Replace 4,578 lin. ft. curbs and 8,340 sq. ft. sidewalks Bi-annually clean the Buena Vi Buena Vista Drainage Channel Channel Maint. Dis Gas Tax Gas Tax Gas Tax Gas Tax 5. Buena Vista Channel Maintenance: SIGN I FlCANT CHANGES: Expenses have increased due to decreased use of Gas Tax funds to support street maintenance. All personn expenses have been transferred into this account. Two Maintenance Worker positions have been unfunded. lnstea funds from these positions will be used to contract for services. 1 108 PROGRAM: MAJOR STREET MAINTENANCE FUND: GAS TAX DEPARTMENT: COMMUNITY SERVICES ACCT NO. 152-5110 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide safe and efficient streets for vehicular and pedestrian traffic that travels throughout the Ci of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Street Sweeping: Sweep 11,175 curb miles of Carlsbad streets. 1. Sweep all residential streets one time per month. 2. Sweep all downtown village streets one time per 3. Sweep all commercial and major arterial streets one 1. 4,500 linear feet of curb and gutter per year. 2. 8,300 square feet of sidewalk per year. 1. Chip Seal: Chip 35 lane miles 2. AC Overlay: Resurface 15 lane miles 3. Slurry Seal: Seal 54 lane miles. week. time per month. Cement Repairs: Annually repair and replace broken and raised curbs, gutters and sidewalks. Overlav - Chip Seal - Slurry Seal: Extend pavement life and provide a smooth and safe driving surface. The condition and age of the existing pavement determines which type of maintenance is required. SlGNlFfCANT CHANGES: Maintenance and operation budget reductions Shown are due to funds that were appropriated in 1992-93 and not spent. These funds were carried forward into 1993-94 to be used for overlay, chip seal, and sluriy seal activities. Personnel expenses have been transferred to the General Fund portion of this program. 109 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL I 1 1 I 1 1 1 1 1 8 1 1 1 I D II 1 I DEPARTMENT COMMUNITY SERVICES ACCT NO. 001-5 1 MAINTENANCE OPERATION WORK PROGRAM: Maintain Ci facilities to provide safe and attractive buildings for the Ci to conduct its business and provide servic to the community. PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95 Bulldinq Maintenance: Perform repairs and alter- ations as required to maintain and operate City facilities at a professional level. Perform emergency repairs to eliminate hazards or unsanitary conditions and to reduce liability. Remodel and/or renovate City facilities to accommodate programmatic changes for City Departments. Provide assistance in the relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services: Provide professional level custo- dial services for all Ci Facilities by utilizing Ci staff in the major buildings and contract services in the smaller buildings. 1. Total Building Space Maintained (Sq. Ft.): 332,528 333,632 333,632 1. Total Custodial Space Maintained (In-House): 246,176 246,176 246,176 2. Total Custodial Space Maintained (Contract): 22,771 23,875 23,875 Contract Maintenance: Prepare and administer 1. Total Custodial Space Maintained (Other): contracts for all building maintenance services (Le. HVAC, plumbing, electrical) , construction projects, and custodial services. Propem Manaqement: Negotiate, prepare and 1. Total Leased Space: as liaison with property owners to ensure facilities meet City requirements. SIGN I FlCANT CHANGES: Two Custodian positions have been unfunded. Instead, funds from these positions will be used to contract for service Major building maintenance projects included in the 1994-95 budget are: Ci Hall re-roofing of north and south wing ($90,000), miscellaneous roof repairs ($lO,OOO), Ci-wide asbestos abatement ($20,000), and the installation of centr heating in the Scout House ($3,000), for a total of $123,000. 63,581 63,581 63,581 administer acquisition and reserve leases by Ci. Act 18,576 19,680 19,680 110 PROGRAM: TRAFFIC SIGNALS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5410 MAINTENANCE OPERATION WORK PROGRAM: Coordinate maintenance program for 70 signalized intersections by the end of FY 94-95. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95* Operations: Perform plan checking and field moni- toring during construction of new traffic signals for conformance with City and CalTrans standards. Coor- dinate with Traffic Engineer on signal timing adjust- ments. Coordinate Underground Service Alert mark- outs for all existing signal systems. Maintenance: Perform monthly check of Opticoms (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs if necessary. 2. CalTrans Owned and Maintained Signals: 1. City Owned and Maintained Signals: 59 61 62 5 7 9 3. City Owned and CalTrans Maintained: 2 2 4 4. Total Signals within the City: 66 70 75 Adminlstratlon: Administer traffic signal maintenance agreement. SIGNIFICANT CHANGES: Maintenance and operation reductions are the resutl of reduced energy costs. This reduction was possible due to a recent Public Utilities Commission decision to reduce rates for non-peak usage. Projected 111 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT DEPARTMENT COMMUNITY SERVICES ACCT'NO. 161-6: I I I 1 I 1 i i I 1 1 8 1 I 1 I 1 I 112 i MAINTENANCE OPERATION WORK PROGRAM: Update and maintain City street lighting system. PROGRAM ACTlVlTI ES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95 Maintenance and Operations: Oversee the mainte- 1. SDG&E owned and maintained street lights: nance and operation of the City Street lighting system. Coordinate between citizens and SDG&E for the maintenance of utility owned street lights within the City. Coordinate between developers and SDG&E for energizing new lighting systems. Provide expertise to City inspectors during inspection of lighting systems. 3. Total Street Lights: Coordinate Underground Service Alert markouts for various City departments and perform markouts for street light and traffic signal systems. Maintain as-built 4. Total Street Light Repairs: records of City, street light system for future mainte- nance. Perform routine night surveillance. Incorporate street light numbering system. Check proposed 5. Total Electrical Markouts: improvement plans for conformance with City stan- dards regarding street light, storm drain, and traffic signal systems. Coordinate with Planning, Engineering, and Engineer's of work to ensure that departmental needs are met. Administration: Prepare annual audit of City's street lighting assessment. Administer Buena Vista Channel Maintenance assessment district and Lighting and Landscaping District No. 1. Continue mapping and updating expenditure and reassessments for the lighting and landscaping district. Perform preliminary acquisition procedures for the SDG&E owned and maintained street lighting system. SIGN I FI CANT CHANGES: The maintenance and operation budget has increased in anticipation of the acquisition of the SDG&E light foctures These expenses are expected to occur only in 1994-95. The increased budget is offset by a reduction in energy costs This reduction was possible due to a recent Public Utilities Commission decision to reduce rates for non-peak usage 660 686 0 2. City owned and maintained street lights: 3,829 3,851 4,611 4,516 4,537 4,611 524 386 667 1,975 1,167 1,926 6. Total Emergency Traffic Signal Repairs: 669 274 620 * Projected PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 162-5910 MAINTENANCE OPERATION WORK PROGRAM: The maintenance of the Buena Vista Channel. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1990-91 1991-92 Administration: Administer the Buena Vista Channel Maintenance District. Operations: Prepare and administer permits through 1. Square feet of channel cleaned: the Department of Fish and Game. Coordinate with the County of San Diego for growth control within the Channel. SIG NI FICANT CHANGES: The budget reduction is possible, as the Channel is cleaned once every three years. Cleaning is not scheduled in 1994- 95. 0 0 113 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE I I I 1 I I I i I 1 i 1 i I i 1 I DEPARTMENT COMMUNITY SERVICES ACCT NO. 520-6 1 MAINTENANCE OPERATION WORK PROGRAM: The Solid Waste Division of the Utilities and Maintenance Department is responsible for planning, developii coordinating, implementing, administering, monitoring, and updating the Ci’s Solid Waste Management Progran PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: AB 939 Implement components of Source Reduction and Recycling Element (SRRE) and Household Haz- ardous Waste Element (HHWE). Coordinate activities with County-wide Technical Advisory Committee. necessary. Prepare and administer consultant contracts as re- quired. Refuse: Ensure disposal of refuse generation in Carlsbad. Coordinate activities with Solid Waste sary. Commission, North County Cities Coalition for Solid Waste Issues, and North County Solid Waste Manage- ment Agency. Prepare and administer the refuse collection contract. Review reports from refuse con- tractor. 1. Ensure compliance with mandates of SRRE a HHWE by timely implementation of programs, eitt utilizing in-house staff or consultant services, 2. Attend meetings as necessary. 1. Provide staff support to regional groups as necz 2. Process renewal of the refuse collection contra Review and update as necessary. Prepare RFP a related documents or renegotiate contract, i required. 3. Attend meetings as necessary. 4. Review Solid Waste Services Rate Structure. 1. Research and apply for appropriate grant opportur 2. Coordinate all recycling programs in conjunctic with the Ci’s hauler. 3. Implement office paper recycling to Carlsb: businesses in accordance with County Technic Assistance Program Grant guidelines. 4. Serve as liaison to outside agencies, City staff, an public on recycling issues. 5. Implement new recycling/diversion programs a appropriate, Le., mixed paper collection. 6. Keep abreast of recycling trends. 1 Recvclinq: Prepare and administer recycling contract. Prepare State and County grant applications. Attend ties. regional recycling meetings and coordinate Ci efforts with other agencies. (continued) 114 PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO DEPARTMENT: COMMUNITY SERVICES ACCT NO. 520-6410 FUND: SOLID WASTE ENTERPRISE PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Compostinq: Administer yard waste pick-up program. 1. Administer the Yard Waste Collection Program. 2. Keep abreast of cornposting trends. 1. Evaluate feasibility of siting permanent household hazardous waste collection facility in Carlsbad. 2. Coordinate collection events with County staff. 3. Ensure staff support for collection events. 4. Attend meetings as necessary. Household Hazardous Waste: Provide for safe collection and disposal of household hazardous waste. Public Information: Develop public information 1. Produce solid waste newsletter Wastelines two materials related to solid waste program. Develop times per year 2. Prepare correspondence, press releases, and school and community group programs. brochures for all new solid waste programs. 3. Continue recycling and anti-litter presentations to schools and community groups. 4. Prepare Spanish language materials. 5. Develop and distribute household hazardous waste educational materials. In-House Recvclfnq: Coordinate the recycling pro- gram of materials collected at City facilities. 1. Audit in-house waste stream, and analyze for areas 2. Add materials to in-house recycling program as of potential reduction and/or recycling. appropriate. M: Provide for litter collection services in conjunc- tion with the Streets division. SIGNIFICANT CHANGES: Personnel costs have increased due to an exchange of part-time hours for one, three-quarter time employee. Maintenance and operation costs have been reduced due to a one time expenditure in 1993-94 for the office paper recycling program. Additionally, the newsletter will be published two times per year rather than four, and Joint Powers Authority consultant has been let go. 1. Fund the Honor Camp Crews which will continue to be administered by the Streets division. 115 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5: I I I I I I I I I I I I I I I I I 1 MAINTENANCE OPERATION WORK PROGRAM: Fleet Operations is a rental agency within the Ci which provides vehicles and equipment to the various departmer Fees developed on a cost recovery basis generate revenues to operate this division. The rental fleet is comprised 214 vehicles and 137 other pieces of equipment. PROGRAM ACTIVITIES: WORKLOAD MEASURES: NW93 FY93f94 -94195 IActuaQ Estimate) LProiected) Repair and Maintenance: Provide routine preventive 1. Preventive Maintenance: maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. 702 600 600 2. B.I.T. Inspections: 3. Smog Inspections: 4. Shop Repairs: 64 72 72 120 100 120 858 700 700 5. Vendor Repairs: 302 270 290 6. Emergency Road Repairs: 99 90 100 Auto Parts: Secure the needed items for the mainte- nance and repair of the fleet through cooperative buying with other cities or through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the automated management system. Fuel and 011: Secure the necessary stocks of fuel and lubricating oils through cooperative buying contracts with other agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels and lubri- cating oils to the Carlsbad Unified School District and R.F. Dickson & Co.; monitor fuel tanks in accordance with State and County regulations. SIGN I FlCANT CHANGES: None. 1. Parts Items in Inventory: 2. Dollar Amount in Inventory: 16,779 11,500 11,500 $62,434 $63,OOo $63,000 1. Gallons of Fuel Used - Ci: Gallons of Fuel Used - Other: 215,201 216,000 216,000 2. 19,420 25,000 25,000 ' 116 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5220 MAINTENANCE OPERATION 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 outfitting of units before being placed into setvice, and replaced units being prepared for auction. PROGRAM ACTIVITIES: WORKLOAD MEASURES: FY 92/93 FY 93/94 FY 94/95 JActuaQ lEstimata IProiected) Fund Maintenance: Calculate future acquisition costs 1. Vehicleslequipment acquired: for units in the rental fleet and establish an average replacement charge by vehicle class. Specification Writing: Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. Purchase and Disposal: In a cooperative effort with 1. Vehicleslequipment disposed: the Purchasing Department buy replacement units after bid assessment and arrange for the auction of old units. 2. Total Units in Fleet: 48* 54 21 39# 47 21 348 355 355 * includes 34 CMWD units added to Fleet # includes 16 misc. equipment deleted (obsolete) SIGNIFICANT CHANGES: None. 117 I I Housing and Rede velopmei I I I I I I I I D I I 1 I I I I I I PROGRAM: HOUSING AND REDEVELOPMENT FUND: VAR I 0 US DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMP MAINTENANCE OPERATION I 118 PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING DEPARTMENT HOUSING AND REDEVELOPMENT ACCT NO. 131 -331 0/20/30 MAINTENANCE OPERATION WORK PROGRAM: Provide access for very low income persons to adequate housing within an affordable rental range. The Carlsbad Housing Authorii is committed to provide decent, safe and sanitary housing to those identified as very-low income in the categories of elderly, handicapped and disabled, and "families" as defined under U.S. Department of Housing and Urban Development (HUD) criteria. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES Section 8 Rental Assistance Proqram: Continue 1. Intake: Take applications from waiting list to qualify administration of HUD Voucher and Certificate Rental applicants for Voucher or Certificate rental assis- Assistance Programs. tance program. 2. Certifications: Process waiting list to keep Vouch- ers and Certificates 100% leased-up. 3. Inspections: Ensure that housing units used meet HUD housing quality standards. 4. Recertifications: Continue annual processing of existing tenants to ensure their compliance with housing program criieria Family Self-Sufficiencv Proqram: Develop and 1. Develop program and administrative plan consis- implement HUD mandated Family Self Sufficiency tent with HUD criteria. 2. Recruit, select and hire independent consultant to (FSS) Program for existing Section 8 Rental Assistance act as program administrator/case manager. participants. 3. Develop community awareness and public relations programs to promote accessibility to the FSS program. SIGN I FI CANT CHANGES: The maintenance and operation budget has increased with the addition of 30 units for a full year, and also due to higher administration allocations. 119 I I I 1 I I 1 I I I I I I I I I I 120 PROGRAM: MOBILEHOME ADMINISTRATION FUND: MOBILEHOME RENT CONTROL DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 1323 MAINTENANCE OPERATION I WORK PROGRAM: To study the feasibility of having a City Mobilehome Park Rent Control Program and, if appropriate, develop i implement an administrative plan. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Mobilehome Park Fair Market Rental Study: Com- 1. Complete work with consultants on review plete a fair market rental study of existing City mobile- mobilehome park fair market rental study. 2. Make appropriate recommendation(s) to the C home parks. Council with regards to the mobilehome park 1 market rental study. 1. Prepare appropriate documents for review a adoption by the Ci Council. Mobilehome Park Rent Control Ordinance: Prepare a mobilehome park rent control ordinance for adoption by the City Council which will establish a City mobile- home park rent control program. Mobilehome Park Red Control Administrative Pian: To develop and implement a mobilehome park rent control administrative plan for administration of the City's rent control program. 1. Develop program and administrative pian cons tent with City mobilehome park rent control or1 nances. 2. Presont proposed program, including an admin trative budget, to Ci Council for review a adoption. 3. Develop community awareness and public re tions activities to inform mobilehome park Ian Owners and residents of program criteria SIGNIFICANT CHANGES: I None. PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 391-3510/3550 MAINTENANCE OPERATION WORK PROGRAM: To develop and monitor a program of projects/services which benefit low-to-moderate income households within the community. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Proiect DeveloDment: Ensure the development of projects/services which meet the guidelines set forth for CDBG funding by the U.S. Department of Housing and Urban Development (HUD). 1. Conduct public meetings/hearings to solicit and approve proposed projects for CDBG program. 2. Prepare guidelines that assist the public and staff to develop viable projects that meet HUD criteria. 3. Meet with citizens, community groups, consultants, contractors and other Cii staff members to develop projects. Proiect Monftorlnq: Ensure that projectlservice meets the requirements for the CDBG program. 1. Monitor service implementation and/or construction, and maintain records for Federal wage compliance and other HUD regulations. 2. Approve and coordinate work payment releases. 3. Process contract amendments and agreements. 4. Audit non-profit organizations receiving CDBG funds Residential Rehabilitation ProQram: Implement 1. Advertise and promote availability of program; Residential Rehabilitation Program in cooperation with maintain program 'interest list." the County of San Diego. 2. Coordinate with County of San Diego and bank on processing of appropriate program loans to assist ten (10) very low and low income qualified families with the rehabilitation of their homes. 3. Monitor service implementation and/or rehabilitation activities and maintain records for compliance with federal regulations. from the City. 4. Approve and coordinate work payment releases. 5. Audit County of San Diego. (continued) 121 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE n FUND: CDBG ENTITLEMENT I I I I I I I I I I I I 1 I I 1 I 122 DEPARTMENT HOUSING AND REDEVELOPMENT ACCT NO. 3913510/3! I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Reoional Mortoase Credit Certtficate First-Time Home Buyer Prooram: Develop and implement a San Diego. Regional Mortgage Credit Certificate (MCC) First-Time Home Buyer Program in cooperation with other partici- pating cities and the County of San Diego. 1. Submlt MCC allocation request to the County 2. Advertise availability of program for lenders, I estate agencies and interested first-time hc buyers. 3. Assist ten (10) families in the first-time purchasc an owner-occupied single family home. SIGNIFICANT CHANGES: I None. > PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810-3410 MAINTENANCE OPERATION WORK PROGRAM: To redefine and develop innovative programs that promote and increase economic development and revitalize the redevelopment Project Area. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Redevelopment Master Plan: Complete development of Redevelopment Project Area Master Plan. 1. Complete work with consultants on draft document of Master Plan and Implementation Strategy. 2. Present completed draft Master Plan and Implemen- tation Strategy document to the City Housing and Redevelopment Commission. 3. Coordinate with City Planning Department on efforts to implement Master Plan and Implementation Strategy. Redevelopment Proiect Area Economic Develop - ment: Continue economic development activities. 1. Identify and aSsess feasibility of implementing at least two new development projects which add to the economic vitality of the Redevelopment Project Area. 2. Develop and implement a Village Business Facade Improvement and Atternative Signage Design Assistance Program. 3. Continue targeted outreach to new businesses and developers, and encourage new businesses to locate in the downtown Village Area 1. Continue community awareness and public relations activities on behalf of the Redevelopment Agency with the Carlsbad Village Business Association. 2. Continue community awareness and public relations activities with the County and NCTD on develop ment of a Village Transit Center within the Village Area. Communitv Awareness and Public Relations Pro- gram: Continue community awareness and public relations activities. SIGNIFICANT CHANGES: Maintenance and operation reductions are the resutt of temporary help having not been included. 123 1 I I 1 1 1 I 1 I I I I I I I I PROGRAM: REDEVELOPMENT DEBT SERVICE FUND: REDEVELOPMENT DEBT SERVICE DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 814-1965/3 MAINTENANCE OPERATION WORK PROGRAM: To make annual interest payments on the 1993 Tax Allocation Bonds along with other charges and payments usi bond proceeds as required of the Redevelopment Agency during FY 1994-95. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Bond Interest Payments: Process payments on interest amounts due. Prooerhr Tax Administration Charcles: Process payment to San Diego County for administration and collection of property taxes on behalf of Agency. Special Payment to ERAF: Process special payment to the County’s Education Revenue Augmentation Fund (ERAF) as required by State. SIGN I Fl CANT CHANGES: The bond payment has been reduced due to the debt refunding in 1993-94. 1. Complete payments on bond interest amounts ir timely fashion as required under issuance criierii 1. Complete payment to County of San Diego accordance with billing invoice from County. 1. Complete payment to County as required by St; mandate under special payment criteria; second two-year obligation. I 1 124 PROGRAM: REDEVELOPMENT ADMINISTRATION FUND: 1993 TAX ALLOCATION BONDS DEPARTMENB: HOUSING AND REDEVELOPMENT ACCT NO. 8153430 MAINTENANCE OPERATION WORK PROGRAM: To administer use of bond proceeds for the development and implementation of Ci Housing and Redevelopment Commission approved programs that promote and enhance economic development in the Village Redevelopment Project Area. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Redevelopment Master Plan: Complete development of Redevelopment Project Area Master Plan. 1. Complete work with consultants on draft document of Master Plan and Implementation Strategy. 2. Present completed draft Master Plan and Imple- mentation Strategy document to the Ci Housing and Redevelopment Commission. 3. Coordinate with Ci Planning Department on efforts to implement Master Plan and Implementa- tion Strategy. Facade Improvement and Alternative Signaqe 1, Develop/design program criteria and administrative Design Assistance Proqram: Provide financia[ and implementation procedures. consultant services to assist downtown Village mer- 2. Recruit, select and hire independent consuttant to chants and business owners with design of advertising act as architectural designer in assistance to signs and structural improvements to building facades. program participants. 3. Develop public relations and outreach programs to advertise the availability of programs. SIGNIFICANT CHANGES: None. 125 9-3 t 7 :SgIDNWH3 lNV3lr(lN' *6u!snoq elqepJO#E U! pePeJeyr! sap~e6e luauwe~o6 pm ssau!snq 'SUGqp JOJ SUEJ60Jd @uo!P3npe PaJ!a 'Q *s~a[oid 6u!snoq elqF?pJO# 40 uo!~weureidcu! PUE eJnDt'lJE U! Is!SSV 'p *sDe!oJd eiq!ssod &wepi '8 'uo!ss~uJluo~ 6U!SnOH 041 01 uoddns 0A!pJlS!U!Wpe 0p!AOJd 'Z ~unwuo3 dolehep 01 fileel3 eJtlpe30Jd M8U 8p23!UfiUJWO3 (3 #W 43 4UM SlJO!lnlOS eEu!PJW3 (q WaWeAOJdW! JOl SaJE &Wepi (e :SeJnpWOJd 6u!ssa%Jd pe[OJd qeo6 6u!snoy 8lCppJOge 1; 01 WeJ60Jd WaWaldWl :WEibOJd bUlSnOH a(qepJf 6u!sno~j elqepJo#E Meu weweldw! PUB dolama '1 :S31\1133I'80 33NVNkIOdWd :S3lllAll3V VuVt(901 'PeqslJe3 40 43 e41 lnoq6no~yi 6 6u!snoy elqepJop p Jequnu 041 eSeOJ3U! 01 sDe!oJd doleAap pUe aiOUOJd ll!M ltaq1 SWBJ60Jd ~YPAOULJ! dO[aheF 4NWIDOt4d XkIC N011W13d0 33NtlN31NIVYV ugana ugana 1vm3v lVTU3V S6-966 1 p6-€66 1 E6-266 C 26-1661 OZWCL8 'ON 133V lN3Nd013h3a3t( QNV ONlSnOH :lN3NlkIVd3 A3N30V lN3Nd013A3~3kl :aNr ONlSnOH 3NO3NI 31W3aOvU/MOl :YUvkIIDot I I 1 I I I I I I I I I 1 1 I I I I I 1 1 I I I I E I I I I 1 I 1 ~ ~ ~ I I I I I l I I I I I I I I I I I I I I I I I ~ I I ~ I I I I I I 1 I I I l I I I 1 1 1 1 B 1 i I PROGRAM: WATER AND SANITATION SERVICES FUND: VARl OU S DEPARTMENT WATER DISTRICT SUMM MAINTENANCE OPERATION i 127 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE D EPARTM ENP: WATER Dl STRl CT ACCT NO. 5016310 MAINTENANCE OPERATION WORK PROGRAM: To provide potable water and service to the customers of the City and District. This program provides administration, billing, meter reading, operations, maintenance, engineering, public information and water conservation. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination with Other Departments and Aqencies: 1. Represent Ci and Departments by attending Work with San Diego County Water Authority, and 2. Facilitate communications between department and other outside agencies and groups that are involved with water. Coordinate with other City Departments and Divisions. Keep current on Federal and State Legislative issues as they pertain to the water supply. Reports and Proqrams: Prepare reports for the Board. Develop and implement public information campaigns and school education programs. Continue with current conservation programs and develop others in accordance with Best Management Practices. County and area meetings and conferences. other City departments. 1. Prepare staff reports. 2. Present both written and oral reports to City Ma- nager, City Council, Committees, Commissions and other agencies. 3. Continue school programs in conjunction with San Diego County Water Authority and Metropolitan Water District. 4. Maintain awareness of Carlsbad Water Ethic through activiiies during Water Awareness Month, public appearances at community and school fairs, and distribution of information. Englneerinq: 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. 1. Update 55 District Atlas sheets. 2. Maintain plan check turn around time of 10 days. 3. Thoroughly and efficiently scope all capital projects. Design major design projects in-house. (continued) 128 1 1. 1 1 I 1 I I 1 I I I I 1 I I I 8 PROGRAM: WATER OPERATIONS 'PAGE T DEPARTMENT WATER DISTRICT ACCT NO. 501-6 FUND: WATER ENTERPRISE PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: System Maintenance and Repair: Perform complete preventative maintenance on the water facilities to prevent a major water outage. This includes maintain- ing valves, pumps, reservoirs, and telemetering facili- ties. Repair all leaks immediately to reduce water loss, and perform the repair with a minimum of water service disruption. Meter Reading: Perform monthly reading of more than 17,500 meters. Water Billing: Maintain a high level of customer service while continuing to get water bills out on time. Implement water billing upgrade equipment to increase efficiency and customer service. 1. Maintain all valves and other appurtenances. 2. Repair all leaks with minimal shut down time, or hours notice. 1. Maintenance of 800 meters per month. 1. Redesign water bill into an easy-to-read forn 2. Purchase and implement water billing sysi while providing more information. equipment upgrades. SIGNIFICANT CHANGES: One Receptionist Cashier position has been transferred to Sanitation Services in order to more accurately reflect 1 cost center for which duties are performed. 1 129 PROGRAM: WATER RECLAMATION FUND: RECLAMATION ENTERPRISE DEPARTMENT WATER DISTRICT ACCT NO. 5M-6310 MAINTENANCE OPERATION WORK PROGRAM: To maintain one pump station, one 1.25 million gallon reservoir, 7 miles of reclaimed water lines, and 60 reclaimed water meters. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Pump Station Maintenance: Preventive maintenance of one (1) lift station. Lift station will be checked Nice daily to clean, lube, inspect and repair any matfunc- tioning pumps or associated equipment. Because of safety factors and location of this station, two (2) staff are required to perform this operation under normal conditions. Enaineerinq: Develop and continuously update the computer based mapping system. Review and correct plans for new development. Administer major capital improvement projects designed by consultant engi- neers. Design projects in-house. SVstem Maintenance and Repair: Perform complete preventive maintenance on the facilities to prevent a major outage. This includes maintaining control valves, reservoir, and air releases. Repair all leaks immediately to reduce reclaimed water costs. 1. Continue frequency of preventive maintenance to 2. Convert to automated preventive maintenance assure continuous operation. system. 1. Enter the as-built sheets onto the computer. 2. Maintain plan check turn around time at 10 days. 3. Thoroughly and efficiently scope all capital projects. 1. Daily, weekly, monthly preventive maintenance to 2. Repair all leaks with minimal damages on 24 hour ensure operation of all facilities. notice. SIGNIFICANT CHANGES: The maintenance and operation budget has increased due to the first repayment scheduled on the State loan provided to finance reclaimed water projects. 130 PROGRAM: FUND: SAN ITATl ON ENTERPRISE S AN lTATl0 N SERVICES i I 1 u II 1 I i I I I i I D I I DEPARTMENT WATER DISTRICT ACCT NO. 5114 MNTENANCE OPERATION WORK PROGRAM: To maintain approximately 113 miles of City owned sanitary sewer collection mains, 36 miles of sewer service late1 13 City owned lift stations, and the payment for operation of Encina Waste Water Treatment plant. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Pump Station Maintenance: Preventive maintenance of 13 sewer lift stations. Li stations are checked twice daily to clean, lube, inspect and repair any matfunc- tioning pumps or associated equipment. Because of safety factors and location of these stations, two (2) staff are required to perform this operation under 1. Continue frequency of preventive maintenanc 2. Convert to automated preventive maintena assure continuous operation. system. 8 normal conditions. Main Cleanlnq: High pressure cleaning of mains to eliminate stoppages. Two (2) staff members are required to perform this task. 1. Schedule preventive maintenance as prioritized 2. Condition rating of televised mains to identify i 1. Enter the existing atlas sheets onto the computr 2. Maintain plan check turn around time at 10 day 3. Thoroughly and efficiently scope all capital proje lV inspection and records. prioritize critical pipes. Enqineering: 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 sewer lines and other facilities. Administer major capital improvement projects designed by outside engineers. Svstem Maintenance and Repair: Perform complete preventive maintenance on the sewer facilities to prevent a major sewer stoppage. This includes main- taining lined, sewer manholes, and teiemetering facili- ties. Repair all leaks immediately to reduce sewer outages. N Inspection and Records: Records of lateral sizes and depths of mains are needed for a preventive maintenance program. TV inspections of sewer mains to identify problem areas. Two (2) staff members are required to perform this operation. Design major design projects in-house. 1. Daity, weekly, monthty preventive maintenance 2. Clean all stop up lines with minimal damages, or ensure operation of all facilities. hour notice. 1. Automate television inspection for tracking sei problems. Identify sources of inflow and infiltratii Streamline annual cleaning and inspection rea keeping. Continue 6 year rehabilitation progran 1 SIGNIFICANT CHANGES: One Receptionist Cashier position has been transferred to Sanitation from Water Operations in order to more accurai reflect the cost center for which duties are performed. 1 131 I I Capital Improvement Pro, I I I 1 I li i 1 I 1 1 I I 1 i i I I 1994-95 CAPITAL IMPROVEMENT PROGRAM Introduction The City of Carlsbad Capital Improvement Program (CIP) is a planning document wt- incorporates the current budget for capital projects with future planned revenues i expenditures. The 1994-95 Capital Improvement Program totals $51 million, an increi of $25 million over the 1993-94 adopted budget of $26.4 million. Projected revenues the 1994-95 program total $51 million and are up by $1 7 million from the 1993-94 buds The increase is due primarily to funds the City will receive from the Port of Los Ange for the Batiquitos Lagoon Enhancement Project. Weak economic conditions continue to prevail and are most evident in revem generated by the construction industry. Current year revenues collected as the resull new residential and commercial/industriaI development are nearly identical to 1 993- projections. In the 1994-95 budget, projects continue to be built in phases over sew years while some are deferred to future years. This report and the accompanying ( documents reflect the actions taken to address the issue of funding availability weigh against the demand for facilities, and the City’s ability to assume operational costs i new facilities. As the City continues to monitor growth in conjunction with revenues, the correlatil between the amount of funds that can be spent on projects and the amount of gro\n has become apparent. If development subsides, revenues also decline. Lower revenu in turn impact project schedules which were established using the growth manageme standards as guidelines. Again this year, pending development projects were evaluatc to determine what revenues might be generated for the capital budget. Interwoven if this formula are fiscal constraints which have become important to the scheduling projects. Previously, the City chose to build facilities to meet maximum populatir expectations. The philosophy has shifted to one where phasing of projects will mo closely match the incremental growth demands. Further, in cases where facility availabili fails to meet growth management standards, developers may be required to financ design and construction costs. The growth management system used by the City nee( to be viewed with flexibility, as well as other external issues, including the gener economy. Revenue Revenues for Capital Projects from now until buildout may be segregated into three majl categories: I) fees generated by development in Carlsbad, 2) Community Facilitit District special taxes, and 3) other sources including grants, bond issues, depreciatia replacement reserves, and letters of credit. The pie chart on the following page provide an overview of the estimated revenues which are projected to support the CIP project! I 132 FUNDING SOURCES CAPITAL IMPROVEMENT PROGRAM 1994-95 TO BUILDOUT TRAFFIC IUPACT PUBLIC FAClLlT" FEE $23 3 5% OTHER PARK- I N- LI EU $36 0 7% WATER $794 16% Total ~ovonuor = $502.2 Million Approximately 52% of all CIP revenues are received as a result of development, and are dependent upon assumptions made about the City's growth in dwelling units and commercial/industriaI square feet each year. These revenues include the Public Facilities Fee (PFF), Traffic Impact Fee (TIF), Park-In-Lieu (PIL), Planned Local Drainage (PLD) Fees, Water Major Facility Fees, and Sewer Connection revenues. Community Facilities District revenues occupy 24% of the total with resources coming in as a result of project scheduling and development in the City. The remaining 24% of revenues are related to the receipt of grants, the County sales tax program (Transnet), San Diego Gas & Electric funding, sewer and water replacement funds, and other miscellaneous sources. Growth AssumDtions Several assumptions about the rate and type of growth were made in order to project the revenues which rely upon development. Growth assumptions were compiled using the projections used in the Growth Management Program, which continue to change along with the economic climate. Residential and non-residential development information was compiled by the Planning and Engineering Departments, while the Finance Department overlaid the economic forecast. This year residential and non-residential growth projections have been reduced from earlier estimates to reflect the rate of growth anticipated in a weak economy. The following table shows the number of residential units used for projecting the 1994-95 CIP revenues. The total number of residential units projected at buildout is 54,000, with approximately 25,000 remaining to be built from this point fonnrard. Projections for square feet of non-residential construction are also listed in the table on the following page. 133 I I i I I B 1 I 1 I 1 D 1 I I I I I 134 Years 5 - 10 * Figures shown reflect annual averages for these time periods. The line chart below further demonstrates the growth and development patterns whl have occurred and are projected for Carlsbad. As can be seen, the development rai fefi dramatically in 1987-88, due to the implementation of the Growth Management PI and have continued to decline since that point. Permits issued for fiscal year 1993. total 168 residential units through June 1. Conservative growth estimates project 1 residential units in 1994-95. RATE OF RESIDENTIAL DEVELOPMENT Permits Issued UNITS 2500 1 2000 - 1500 - 1000 - 500 - oz YEARS 1 TO 5 OF CIP 87 88 89 90 91 92 93 94 95 96 97 98 98 B FISCAL YEAR - DWELLING UNITS Revenue projections for developing fees were made using the growth assumptio identified on the previous page and show similar weaknesses. This continues to res in changes to project scheduling that occur as development remains low. Calculation of Future Fees The mix of attached and detached residential units is assumed to be 25% and 75 respectively. This is a change from the ratio applied in the past and reflects tk anticipated mix of residential development shown in current plans for each Local Facilities Management Zone. The building permit valuation used for computing public facilities fees was $89,500 per attached dwelling unit, and $153,000 per detached dwelling unit. The mix of commercial and industrial is assumed to be 40% and 60% respectively, with the commercial category including office development. A blended building permit valuation of $38 per square foot of construction was used to calculate non-residential public facilities fees. In order to calculate estimated revenues for the Traffic Impact Fee (TIF), the number of average daily trips was computed for each type of use. An attached dwelling unit was assigned eight trips per day, and a detached unit ten trips per day, based on data used in developing the TIF. Each residential trip was valued at the current TIF fee of $83. The trips-per-day value for commercial/industriaI was averaged at 17 trips per 1,000 square feet of development. The volume of trips generated by commercial/industrial develop- ment can vary widely depending on the ultimate land use. The value of each commer- cial/industrial trip was established at the current TIF fee of $33. This is the fourth year that the Community Facilities District No. 1 (CFD No. 1) funding mechanism has been incorporated into the CIP. The implementation of CFD No. 1 in 1991 has reduced the total amount of PFF and TIF revenues projected, as some projects previously funded from these sources will now be funded through the CFD. A second Community Facilities District to fund Rancho Santa Fe and Olivenhain Roads is included in the 1994-95 CIP. CFD No. 2 has not yet been formally established, however an interim fee program is in place. Expenditures The 1994-95 to buildout CIP outlines approximately 160 future projects at a total cost of over $500 million. The pie chart shown on the following page indicates that the largest segment of expenditures is for street expenditures at $120.7 million or 24% of the total. Included are the construction and widening of arterials and roadways as well as the widening of some existing streets. Examples include the widening of La Costa Avenue, Rancho Santa Fe and Olivenhain roads, and reconstruction of the south-bound Carlsbad Boulevard bridge over the Batiquitos Lagoon. Interchange improvements at Poinsettia Boulevard and La Costa Avenue totaling $13.5 million are scheduled for the next four years. The second largest category is for parks at $99 million or 20% of the total planned capital expenditures. Park projects include development of acreage within all quadrants of Carlsbad as well as Veteran’s Memorial Park. Major park projects include Poinsettia Park, the Golf Course, Larwin Park, Alga Norte Park, and community parks in the Northwest and Southwest Quadrants. 135 CAPITAL IMPROVEMENT PROGRAM Project Allocation 1994 -95 to Buildout I I I I I I 1 I I I I I I I I I I 1 PARKS LOAN 8 REPAYMENTS $988 x)% $30 2 6% CIVIC 57 17% TFAFFIC SIGNALS $34 1% SWER DRAl NAGE $204 4% $784 16% 1-5 INTERCHAN REET PROJECTS $135 3% $49 7 10% $1 20 7 24% TOW CIP to Btdldout = $500.8 Million Civic Projects represent the third highest level of expenditures at $85.7 million and inch such projects as the South Carlsbad Library, new City Hall, and the Batiquitos Lago project. Sewer projects total $78.4 million and include the repayment of bonds for t expansion of the Encina Wastewater Facility, the construction of the Vista Carlsbad tru line, and parallel ocean outfall. Water projects total $49.7 million, 10% of the total, a include Maerkle Dam lining and cover, reclaimed and potable pipelines, and repaymt of debt for water projects. lnterfund loans and scheduled repayments total $50 milli and include repayment of Aka Mira land purchase, Vista Carlsbad sewer trunk line, a various water projects. The smallest expenditure category for projects is traffic sign; at $3.4 million or 1%. Specific timing and cost estimates for projects are identified in 1 table immediately following the narrative. Specific phasing of projects is reliant upon fund availability as well as efforts taken meet established growth management standards for facilities. Wherever recommend project scheduling changes occurred, they were based upon a thorough review of I Growth Management Plan, in unison with revenue projections. In order to balance 1 first five years of the CIP with projected revenues, selected park and street projects he been phased and deferred. Altered projects were funded by either TIF, PFF, or CFD, a expenditures are timed to match anticipated revenues. Following is a discussion of thc projects and other issues. b South Carlsbad Library - Funding for the new library in south Carlsbad is availal utilizing Community Facilities District No. 1 revenues. However, construction of 1 library is now postponed to 1996-97 due to inadequate operating fund projectic for the next few years. The Cole library will be remodeled upon completion of 1 south Carlsbad library. Golf Course - The City continues to explore feasible alternative sites for a municil golf course. The previous site at Lake Calavera faced significant environmer constraints and is no longer under consideration as a golf course site. Fundi the golf course continues, with $1.2 million general fund reserve paymc scheduled for FY 1994-95. b I 136 b Streets - Several major street projects were deferred in the 1994-95 CIP: Cannon Road and Hidden Valley Road to Faraday moved from 199596 to 1999-2004; design of Carlsbad Boulevard medians will begin but construction is deferred to 1999-2004. Improvement of the El Camino Real medians moved from 1998-2003 to 2004+. Poinsettia Park - Funds for the first phase of Poinsettia Park were appropriated in the 1992-93 CIP, however declining operating revenues delayed the project. Construction of phase I is now scheduled for mid-1 995 with the remaining phases built in 1999+. The first phase of Poinsettia Park will include two ballfields, one soccer field, a tot lot, restroom facilities, and a parking lot. b 1994-95 Proiects The 1994-95 CIP identifies 35 projeds which are budgeted at $51 million. These projects are categorized as shown below. Appropriations of $32 million for on-going capital projects remaining unspent at the end of FY 1993-94 will be added to the new 1994-95 CIP appropriations. A sum of $83 million will then comprise the 1994-95 total CIP appropriation. CAPITAL IMPROVEMENT PROGRAM 1994-95 PROJECTS BY MAJOR CATEGORY CIVIC (INCLUDES BATIWITOS LAGOON S30MIL) $309 61% 1-5 INTERCHANGES $18 4% TREET PROJECTS SE $53 10% $2 $9 1 18% Total 84-95 CIP I $51 Yllll~n Civic Proiects Civic projects occupy 61% of the total 1994-95 expenditures at $30.9 million. The most significant project scheduled for 1 994-95 is the Batiquitos Lagoon Enhancement project. This $30 million project includes dredging of the lagoon to achieve full tidal flushing and the construction of nesting areas for various species of birds. The Port of Los Angeles is funding the project as mitigation For recent construction at the Los Angeles Port. Additional funding for the Financial Information System is also budgeted for 1994-95. The 137 I I I I I I I 1 I I I I I system wilf replace and enhance existing software and computer equipment for cityw information processing. I 1-5 Interchancres The interchange at Poinsettia and 1-5 is scheduled for a $1.8 million appropriation in 19 95 using Community Facilities District No. 1 funds. In 1995-96, an additional approp tion of $3 million for this project is planned, bringing the project total cost to $9.2 milk Street Proiects Street construction activities total $5.3 million, 10% of the total 1994-95 CIP. The largl appropriation for a street project is for Rancho Santa Fe and Olivenhain Roads at $ million, utilizing planned Community Facilities District No. 2 funds. As housing units i built in this area, developers will fund the project which is scheduled for constructior phases. Other street appropriations include south-bound Carlsbad Boulevard bridge Batiquitos Lagoon, design work for Cannon Road 1-5 to Faraday, and various street a sidewalk upgrades. Also included are the San Diego Gas & Electric undergrounding utilities scheduled for next year. I Parks, Traffic Sianals, Loans The Other category in the pie chart includes park projects, traffic signals, and loar Several existing parks received appropriations to bring the City into compliance with t Americans with Disabilities Act. The Federal law requires City facilities, includii playgrounds, to be accessible to all persons. The construction of ballfields at AviE Oaks School will also commence this year. One traffic signal, located at Alga Road and El Fuerte, is scheduled for construction nc year. Included in the other category is an interfund water loan for the D Reservoir ar Maerkle Dam projects. I Water Proiects I Water appropriations of $9.1 million comprise 18% of the 1994-95 CIP funding. TI Maerkle Dam Lining project will receive its final scheduled appropriation with $7 millic in funds. This project, in conjunction with the D Reservoir project which was funded la year, will need to be built through the issuance of bonds and interfund water loan Sufficient funds are not available to complete these projects on a pay as you go bas] I Sewer Proiects Sewer funding of $2 million reflects Carlsbad’s share of funding the Encina Wastewatc Treatment Facility capital improvements, including funds to repay the debt for the Phas IV Expansion. Funding for sewer access hole rehabilitation and sewer line replacemei programs are also included. I 138 Unfunded Proiects The City has identified $1 1.7 million in projects for which there is currently no source of funding. These projects are listed at the end of the Current and Future (1994-95 to Buildout) Projects schedule. Several traffic signals were added this year as a result of the Traffic Signal Safety study. As funding becomes available, a project may move into the Capital Improvement Program. Summary While many projects continue to be deferred due to lack of available funds, significant progress has been made on the traffic circulation projects started in 1992-93 and 1993- 94. The M/Palomar Airport road interchange was completed, as was the final phase of Streetscape along Carlsbad Village Drive. The realignment and widening of Palomar Airport Road east of El Camino Rea! is scheduled for completion in late 1994. Review of the CIP finds that all projects identified in the 1993-94 CIP continue to be included in 1994-95. For the past few years, there have been some significant project scheduling changes as the effects of the slow economy are felt on Carlsbad’s revenue stream. Lack of funds has caused the City to rethink how it can accomplish its capital projects. Generally the philosophy has been to build quality capital facilities which meet, and at times exceed, growth management standards whenever economically beneficial. This philosophy worked when growth and related revenues were substantial. Practices such as phasing projects over a period of years, and timing projects when funds are available, have now been implemented. The City will continue to provide quality capital facilities which meet the needs of Carlsbad’s citizens. The 1994-95 CIP reflects these approaches. 139 I I I I I I I I I I I I I I I I GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens Carlsbad in 1986. The plan was established in an effort to regulate development wit1 the City by linking residential, commercial, and industrial development directly to 1 standards for the availability of public services and facilities. Standards for facilities i applied within the City as a whole, within the City’s four quadrants, and in the Cit twenty-five community or growth management zones. The Growth Management Plan has established precise standards, as adopted by the C Council for eleven public facilities. Standards must be met at all times as growth occu Facilities for which standards have been established are as follows: I - 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 t adopted performance standards, as development occurs. Unless each of the elev public facility standards have been met, no new development can occur. Previous facilities were scheduled to meet maximum population expectations. Now projects b phased to more closely match incremental growth demands. The Growth Management Program impacts both the Operating Budget and the Cap? Improvement Program. As the Program was being developed, very little constructic occurred which resulted in reductions in both operating and capital development relatt revenues. Revenues can be expected to recover as standards are met and reasonat levels of development begin to occur. The Growth Management Plan directly affects tl Operating and Capital Budgets by requiring the construction of facilities to me standards and the subsequent operation of those facilities. Facilities such as commun centers, parks, and fire stations have been constructed under this program. The Capital Improvement Program has been designed to specifically address are; where facilities do not comply with the adopted performance standards. With tl adoption of the 1994-95 CIP, compliance with the Growth Management Plan is assure1 I I 140 CALIFORNIA ASSEMBLY BILL 1600 (AB 16001 In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the process a city or county must follow to establish developer fees to finance public facilities. This legislation applies to fees established, increased, or imposed on or after January 1, 1989, the effective date of the law. AB 1600 contains four general require- ments: b A "nexus" or connection must be established between a development project or class of project and the public improvement being financed with the fee. All AB 1600 fees adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area Fees were all established under AB 1600. The fee must be segregated from the General Fund. Carlsbad segregates all capital funds not only from the General Fund but each classification of fee as well. Fees collected by a city or county must be spent or committed to a project within a five year period. Funds are viewed to be committed if they are programmed to be spent on a specific project(s). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad commits the revenues from these fees through its Capital Improvement Program budget. This budget, which is adopted by the City Council, sets forth the City's Capital expenditure program from the current year to projected build out of the City. The expenditure plan is updated annually as part of the City's budget process. Refunds must be made only if the City cannot make the required findings. At this time no refunds are due because the City's Capital improvement Program commits all AB 1600 fees to projects to be constructed both in the current year and in the future. b b b 141 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1993-94 JULY 1,1993 ESTIMATED ESTIMATED JUNE 30,lW UNRESERVED ESTIMATED CAPITAL DEBT SERVICE FUND PROJECTEC FUND BALANCE REVENUES EXPENDIIURES & OTHER TRANSFERS BALANCE GENERAL CAPITAL CONST. 2,885,102 891,450 563,011 0 293,550 3,507,O PUBLIC ART 308,821 20,000 1 18,000 0 0 210,8 GOLF COURSE 1,912,703 100,000 25,785 0 0 1,986,9 PUBLIC FACILITIES FEE 8,866,809 900,000 961,793 0 0 8,805,O ZONE 5 PARK FEE 1,622,130 50,000 0 0 0 1,672,1> PILAREA 1 NW 1,633,746 55,000 0 0 0 1,688,7< PIL AREA 2 NE 477,989 1 0,000 0 0 0 487,91 PILAREA 3 SW 193,720 5,000 0 0 0 198,7: PIL AREA 4 SE 703,097 15,000 0 0 0 718,0! WERS OF CREDIT 0 0 0 0 0 TRAFFIC IMPACT FEE 2,688,447 225,000 772,031 0 0 2,141,4 TRANS NET/LOCAL 424,284 130,000 21,668 0 0 532,6 TRANSNET/HIGHWAY 1,369,822 15,000 592,252 0 0 792,5 TRANSNETETP 0 167,000 0 0 0 167,0( TDA 126,299 480,000 387,302 0 0 21 8,9! STATE GRANTS 1 4,988 985,300 91 4,495 0 0 85,7! COUNTY GRANTS 1,031,449 195,000 399,773 0 0 826,6; ENCINNNO CO TRANSIT 0 622,000 78,716 0 0 543,21 CFD #1 8,009,872 2,600,000 1,663,379 128,000 0 8,818,4$ CFD #2 0 1,490,500 84,314 0 0 1,406,lt CDBG 0 1,500,000 1,011,391 0 0 488,6( SDGE 0 0 0 0 0 PLANNED LOCAL DRAIN’G 2,887,256 290,000 0 0 0 3,177,2f SEWER BONDS 0 0 0 0 0 SEWER CONNECTION 11,177,719 605,000 61,632 1,110,700 0 10,610,3€ SEWER REPLACEMENT 3,098,500 1,135,000 89,066 0 0 4,144,4: WATER - RECLAIMED WATER (506,314) 515,000 1,562,639 0 1,225,000 (328,E WATER - MAJOR FACILITY 5,936,929 750,000 1,199,679 1,284,100 0 4,203,15 WATER - REPLACEMENT 8,596,527 2,720,000 1,801,335 244,590 (1,225,000) 8,045,6C REDEV-LOW & MOD 0 2,540,700 1,199,592 0 0 1,341,lC TAX INCREMENT BOND 2,742,254 2,430,000 2,198,121 0 (549,000) 2,425,15 BATlQUlTOS LAGOON 0 0 0 0 0 OTHER 2,005,678 0 1,153,305 0 0 852,37 [TOTAL CAPITAL FUNDS 69,907,611 21,837,950 17,370,214 2,767,390 (255,450) 71,352,50 TRANSNET/BIKE (27,162) 371,000 343,337 0 0 5( ASSESSMENT DISTRICTS 1,726,946 25,000 158,498 0 0 l,593,4r FEDERAL GRANTS 0 0 9,100 0 0 (9,1( 1 42 CITY OF CARLSBAD CAPITAL FUNDS I I I GENERAL CAPITAL CONST 3,507,091 0 2,989,354 500,450 3,489,804 0 I ~GS~S:T~ES FEE 8,805,016 414,387 5,359,262 535,000 5,894,262 0 I PILAREA2NE 487,989 0 0 0 0 0 I TRAFFIC IMPACT FEE 2,141,416 104,417 1,576,119 344,000 1,920,119 0 I TRANSNET/BIKE 501 0 0 0 0 0 I STATEGRANTS 85,793 193,416 254,642 0 254,642 0 1 ASSESSMENT DISTRICTS 1,593,448 0 1,384,865 0 1,384,865 0 I I SEWERBONDS 0 0 0 0 0 0 I WATER - MAJOR FAClLlN 4,203,150 5,118,773 4,680,484 4,595,297 9,275,781 0 I TAX INCREMENT BOND 2,425,133 0 2,188,001 0 2,188,001 0 I I I I I 143 PROJECTED FUND BALANCES FOR FY 1994-95 JULY 1,1994 1993 - 94 1994 - 95 (1) PROJECTED ESTIMATED CONTINUING NEW TOTAL C I P FUND FUND BALANCE REVENUES APPROPRIATION APPROP. APPROPR. TRANSFERS PUBLIC ART 21 0,821 5,005 121,220 0 121,220 0 1,986,918 0 467,647 0 467,647 1,200,000 ZONE 5 PARK FEE 1,672,130 52,000 0 0 0 0 PILAREA 1 NW 1,688,746 9,630 0 0 0 0 PILAREA 3 SW 198,720 66,413 0 0 0 0 PILAREA 4 SE 718,097 17,903 0 0 0 0 LElTERS OF CREDIT 0 0 0 0 0 0 TRANSNETILOCAL 532,616 700,000 1,105,249 120,000 1,225,249 0 TRANS NET/H I G H WAY 792,570 300,000 1,061,910 0 1,061,910 0 TRANSNET/STP 167,000 0 0 0 0 0 TDA 21 8,997 178,000 336,398 60,000 396,398 0 COUNTY GRANTS 826,676 182,326 0 0 0 0 ENCINNNO CO TRANSIT 543,284 207,000 543,284 207,000 750,284 0 CFD #1 8,818,493 3,107,000 2,837,265 1,833,000 4,670,265 0 CFD #2 1,406,186 885,000 147,306 1,500,380 1,647,686 0 CDBG 488,609 0 485,874 0 485,874 0 FEDERAL GRANTS (9,100) 2,200,000 189,848 2,000,000 2,189,848 0 SDGE 0 900,000 0 900,000 900,000 0 PLANNED LOCALDRAIN’G 3,177,256 26,031 21 9,959 0 219,959 0 SEWER CONNECTION 10,610,387 1 79,934 275,625 1,477,410 1,753,035 0 SEWER REPLACEMENT 4,144,434 1,100,000 222,883 557,000 779,883 0 WATER-RECLAIM WATER (328,953) 1,885,000 1,384,078 0 1,384,078 0 WATER - REPLACEMENT 8,045,602 2,050,000 2,830,512 6,005,700 8,836,212 0 REDEV-LOW & MOD 1,341,108 0 800,408 0 800,408 0 BATIQUITOS LAGOON 0 30,000,000 0 30,000,000 30,000,000 0 OTHER 1 852,373 852,373 337 000 1 189 373 320,000 B \TOTAL CAPiTAL FUNDS 71,352,507 49,899,235 32,314,566 50,972,237 83,286,803 1,520,000 (1) 1994-95 NEW CIP APPROPRIATIONS PLUS 1993-94 CONTINUING APPROPRIATIONS. CITY OF CARLSBAD CAPITAL FUNDS REVENUE ESTIMATES FOR 1994-95 1991-92 1992-93 1993-94 (1) 1994-95 (1) ACTUAL ACTUAL ESTIMATED ESTIMATED FUND REVENUES REVENUES REVENUE REVENUE GENERAL CAPITAL CONST. 264,651 374,271 1,185,000 0 PUBLIC ART 17,108 16,999 20,000 5,005 GOLF COURSE 60,537 643,566 1 00,000 1,200,000 PUBLIC FACILITIES FEE 81 1,215 885,943 900,000 414,387 ZONE 5 PARK FEE 62,279 25,820 50,000 52,000 PILAREA 1 NW 25 1,782 47,247 55,000 9,630 PIL AREA 2 NE 41,408 37,559 10,000 0 PIL AREA 3 SW 43,970 75,016 5,000 66,413 PIL AREA 4 SE 188,OM 90,736 1 5,000 17,903 LElTERS OF CREDIT 0 0 0 0 TRAFFIC IMPACT FEE 382,443 244,478 225,000 104,417 TRANSNET/LOCAL 42,737 42,844 130,000 700,000 TRANSNETIHIGHWAY 1,172,549 2,257,794 15,000 300,000 TRANSNET/BIKE 0 0 371,000 0 TRANSNET/STP 0 0 167,000 0 TDA 26,578 37,073 480,000 178,000 STATE GRAMS 267,615 85,690 985,300 193,416 COUNTY GRANTS 208,370 217,138 195,000 182,326 ENCINNNO CO TRANSIT 0 0 622,000 207,000 ASSESSMENT DISTRICTS 1,000,011 160,985 25,000 0 CFD #1 2,753,788 2,993,587 2,600,000 3,107,000 CFD #2 0 0 1,490,500 885,000 CDBG 313,479 122,924 1,500,000 0 FEDERAL GRANTS 0 0 0 2,200,000 SDGW 0 0 0 900,000 PLANNED LOCAL DRAIN’G 670,163 164,536 290,000 26,031 SEWER BONDS 0 0 0 0 SEWER CONNECTION 1,011,319 918,603 605,000 179,934 SEWER REPLACEMENT 0 0 1,135,000 1,100,000 WATER - RECLAIMED WATER 0 0 1,740,000 1,885,000 WATER - MAJOR FACILITY 989,437 1,025,568 750,000 5,118,773 WATER - REPLACEMEM 1,840,177 2,345,586 1,495,000 2,050,000 REDEV-LOW & MOD 5331 2 0 2,540,700 0 TAX INCREMENT BOND 138,070 84,974 1,881,000 0 BATlQUlTOS LAGOON 0 0 0 30,000,000 OTHER 0 0 0 337,000 [TOTAL CAPITAL FUNDS 12,611,218 12,898,937 21,582,500 51,419,235 I (1) INCLUDES INTERFUND LOANS OR TRANSFERS. 144 CITY OF CARLSBAD CAPITAL FUNDS I I 1 1 GOLFCOURSE 1,200,000 I LElTERS OF CREDIT 0 DETAIL REVENUE ESTIMATES FOR FY 1994-95 FUND OR DEVELOPER LOAN OR DEPRECIATION FUND FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER GENERAL CAPITAL CONST. PUBLIC ART 5,005 PUBLIC FACILITIES FEE 414,387 ZONE 5 PARK FEE 52,000 1 PILAREA1 NW 9,630 PIL AREA 2 NE 0 PILAREA 3 SW 66,413 PILAREA 4 SE 17,903 TRAFFIC IMPACT FEE 104,417 TRANSNET/LOCAL 700,000 1 TRANSNET/HIGHWAY 300,000 TRANSNET/BIKE TRANSNETISTP 178,000 I ~sY:TEGRANTS 193,416 COUNTY GRANTS 182,326 ENCINNNO CO TRANSIT 207,000 I ASSESSMENT DISTRICTS CFD #1 756,400 1,700,600 650,000 CFD #2 885,000 I CDBG FEDERAL GRANTS 2,200,000 SDG&E 900,000 PLANNED LOCAL DRAING 26,031 SEWER CONNECTION 179,934 SEWER REPLACEMENT 1,100,000 1 SEWERBONDS I WATER - RECLAIMED WATER 1,885,000 WATER - MAJOR FACILITY 418,773 4,700,000 WATER - REPLACEMENT 750,000 1,300,000 1 TAX INCREMENT BOND m I TOTAL CAPITAL FUNDS 2,930,888 3,450,600 3,403,742 31,124,000 6,585,000 3,925,005 5 REDEV-LOW & MOD BATIQUITOS LAGOON 30,000,000 3 OTHER 17,000 320,000 I I 1 1 1 145 1991-1992 TO 1994-1995 1991 -92 1992-93 1993-94 (1) FUND ACTUAL ACTUAL ESTIMATED GENERAL CAPITAL CONST. 384,613 472,030 563,011 PUBLIC ART 29,811 15,740 118,000 GOLF COURSE 147,850 11,647 25,785 PUBLIC FACILITIES FEE 1,549,523 1,549,809 961,793 ZONE 5 PARK FEE 0 0 0 PILAREA 1 NW 0 0 0 PIL AREA 2 NE 0 0 0 PIL AREA 3 SW 4,976 0 0 PILAREA 4 SE 3,253 0 0 LElTERS OF CREDIT 0 0 0 TRAFFIC IMPACT FEE 173,543 313,938 772,031 TRANSNET/LOCAL 9,420 583,659 21,668 TRANSNET/HIGHWAY 931,761 895,513 592,252 TRANSNET/BIKE 0 27,162 343,337 TRANSNET/STP 0 0 0 TDA 26,578 31,397 387,302 STATE GRANTS 381,271 36,762 914,495 COUW GRANTS 0 118 399,773 ENCINNNO CO TRANSIT 0 0 78,716 ASSESSMENT DISTRICTS 360,829 199,426 158,498 CFD #1 871,035 2,296,4 14 1,663,379 CFD #2 0 0 84,314 CDBG 313,479 122,924 1,011,391 FEDERAL GRANTS 0 0 9,100 SDGS 0 0 0 PLANNED LOCAL DRAIN’G 58,294 0 0 SEWER BONDS 0 0 0 SEWER CONNECTION 1,614,083 431,628 61,632 SEWER REPLACEMENT 0 0 89,066 WATER - RECLAIMED WATER 73,855 405,732 1,562,639 WATER - MAJOR FACILITY 2,668,093 568,860 1,199,679 WATER - REPLACEMENT 988,416 861,091 1,801,335 REDEV-LOW & MOD 678,450 68,681 1,199,592 BATIQUITOS LAGOON 0 0 0 OTHER 0 307,627 1,153,305 TOTAL CAPITAL FUNDS 1 1,837,178 9,363,338 17,370,214 TAX INCREMENT BOND 568,045 163,180 2,198,121 (1) 1993-94 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES. 1993-94 1994-95 1994-95 CONTINUING NEW TOTAL CIP APPROPR. APPROPR. APPROPRIATIO 2,989,354 500,450 3,489,ao 121,220 0 121,22 467,647 0 467,64 5,359,262 535.000 5,894,26 0 0 0 0 I 0 0 I 0 0 ( 0 0 ( 0 0 t 1,576,119 344,000 1,920,llE 1,105,249 120,000 1,225,24S 1,061,910 0 l,061,91C 0 0 C 0 0 C 336,398 60,000 396,39€ 254,642 0 254,642 0 0 C 543,284 207,000 750,284 1,384,865 0 1,384,865 2,837,265 1,833,000 4,670,265 147,306 1,500,380 1,647,6% 485,874 0 485,874 189,848 2,000,000 2,189,848 0 900,000 900,000 21 9,959 0 219,959 0 0 0 275,625 1,477,410 1,753,035 222,883 557,000 779,883 1,384,078 0 1,384,078 4,680,484 4,595,297 9,275,781 2,830,512 6,005,700 8,836,212 800,408 0 800,408 0 30,000,000 30,000,000 852,373 337,000 1,189,373 32.31 4,566 50,972.237 83,286,803 2,188,001 0 2,188,001 - $4 5 m - zg A? i I I I 1 g4 q $! g? q ip! 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Q 8E 8. * --_- c v- --_ I E 0 $ (9 m --_- 0 iY --_ 0 h & 0 I2 --_- 0 h 0 0 5 f t 3 p1 0 0 g 6 zi88ziEzi8zi8 3. 8-Q-@g$EJ-gg- I?. a391LkLoU. ~ya++uLs 2 Sag i I m-5 1 "X N W- -- m- E- a lu 3 Y v) t- 0 6ZF E2 4 L6 sgsa azE 'yg 8 B !2e$w2Bpp +$+93k j w 0 *b+mzE13;$ rs;EWa& gz Q5! a d!%~~~~+, nFi+ wsz+u E d w Klg.1 14yu:g3 p :g s z:fm$s#g; g i ao~~agep~~ g 0 a $8"!ii$a m m a 2 LU$E%!P~~Q:E Ok;-iquau +ybezOugm a -Iana~0~%#2 9 Q .... gn %? 4 P - PF +3 2 E 5g Id L!!; ln gz -1 b 2% r act. p8 5 kg k!g x n a= k 1 ow nu QS! 5 g~~~.~.ggggggggg~g~.~~. a3 %PI ~~gq~"~"8""""""" .-:.-22:=22~ Yi? 20 0% kg I CE q 8 -z n c C r % Bo n+ 3 18 c a+ d3 GG G te .- 9 e P JI Lz .- 0 z ? 0 2 # f a s $ 25 ?E fzQU 595 F=$ 0, aoU6 F+>3 wya ZJgp rl OQaoqu pJv q ais)oz 00 Egesgrggss$Qe a5 ~nasugwid;s~~&j~ -wFOa aaaa + Wzsn G ogwmP~~Q~ae;~e;wo zdi~x~~~ooo64444v~ 8 ZP 02 IIIIIIIIII~ aaoox4BmEEEEEEEEEEP 8 2% g g om ~~wow20$,o +E 2, +- az nm$hJSJF&qEEp wsawP~g9995zz$~9B n1 =w::qgggggggggg< s:$&&%%%%%%%%u%3 r- CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1994 TO BUILDOUT IYEAR 1 1994-95 I BEGINNING FUND BAL 7/1 I94 * REVENUE EXf'ENDITURES ENDlh GENERAL CAPITAL CONST. 517,737 0 500,450 17,2f PUBLIC ART 89,601 5,005 0 94,6( GOLF COURSE 1,519,271 1,200,000 0 2,719,2i PUBLIC FACILITIES FEE 3,445,754 414,388 535,000 3,325,lL ZONE 5 PARK FEE 1,672,130 52,000 0 1,724,l: PIL AREA 1 NW 1,688,746 9,630 0 l,698,3i PIL AREA 2 NE 487,989 0 0 487,9t PIL AREA 3 SW 198,720 66,413 0 265,l: PIL AREA 4 SE 718,097 17,903 0 736,0( LRTERS OF CREDIT 0 0 0 TRAFFIC IMPACTFEE 565,297 104,417 344,000 325,71 TRAN SN ET/LOCAL (572,633) 700,000 120,000 7 ,3€ TRAN SNET/H I GHWAY (269,340) 300,000 0 30,6C TRANSN ET/BI KE 50 1 0 0 5c TRANSNET/STP 1 67,000 0 0 167,OC TDA (1 17,401) 178,000 60,000 5s STATE GRANTS (168,849) 193,416 0 24,5€ COUNTY GRANTS 826,676 182,326 0 1,009,oc ENCINA/NO CO TRANSIT 0 207,000 207,000 ASSESSMENT DISTRICTS 208,583 0 0 2083 CFD #1 5,981,228 3,107,000 1,833,000 7,255,22 CFD #2 1,258,880 885,000 1,500,380 643,5C CDBG 2,735 0 0 2,73 FEDERAL GRANTS (198,948) 2,200,000 2,000,000 1,05 SDG&E 0 900,000 900,000 PLANNED LOCAL DRAIN'G 2,957,297 26,031 0 2,983,32 SEWER BONDS 0 0 0 SEWER CONNECTION 10,334,762 179,934 1,477,410 9,037,2a SEWER REPLACEMENT 3,921,551 1,100,000 557,000 4,464,55 WATER - RECLAIMED WATER (1,713,031) 1,885,000 0 171,96 WATER - MAJOR FACILITY (477,334) 5,118,773 4,595,297 46,14 WATER - REPLACEMENT 5,215,090 2,050,000 6,005,700 1,259,39 REDEV-LOW & MODERATE 540,700 0 0 540'70 TAX INCREMENT BOND 237,132 0 0 237,13 BATlQUlTOS LAGOON 0 30,000,000 30,000,000 OTHER 0 337,000 337,000 TOTAL 39,037.94 1 51,419,235 50.972.237 39,484.93 * BALANCE INCORPORATES $32.3 MILLION FOR 1993-94 CONTINUING APPROPRIATIONS. 157 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1994 TO BUILDOUT I I I I I 1 I I I I I 1 1 I I 1 il I IYEAR 2 1995-96 I BEGINNING FUND BAL 711 195 REVENUE EXPENDITURES ENDIN PUBLIC ART 94,606 1,925 0 96,5S GOLF COURSE 2,719,271 14,600,000 14,000,000 3,319,27 ZONE 5 PARK FEE 1,724,130 56,000 0 1,780,131 PILAREA 1 NW 1,698,376 35,310 0 1,733,6& PIL AREA 2 NE 487,989 0 0 487,98 PIL AREA 3 SW 265,133 66,413 0 331,54 PIL AREA 4 SE 736,000 32,860 0 768,851 LETTERS OF CREDIT 0 250,000 0 250,001 TRAFFIC IMPACT FEE 325,714 142,225 319,000 148,93 TRANSN ET/LOCAL 7,367 100,000 100,000 7,36 TRANSNET/HIGHWAY 30,660 0 0 30,66 TRANSNETIBI KE 50 1 0 0 50 TRANSNET/STP 1 67,000 0 0 167,OO TDA 599 0 0 591 STATE GRANTS 24,567 0 0 24,56; COUNTY GRANTS 1,009,002 191,442 0 1,200,44 ENCINA/NO CO TRANSIT 0 0 0 ( ASS E SS M E NT D I STRl CTS 208,583 0 0 208,58: CFD #1 7,255,228 3,110,000 3,913,000 6,452,221 CFD #2 643,500 1,180,000 1,642,000 181,50( CDBG 2,735 0 0 2,73! FEDERAL GRANTS 1,052 0 0 1,05: SDG&E 0 700,000 700,000 ( PLANNED LOCAL DRAIN’G 2,983,328 59,664 1,000,000 2,042,99: SEWER BONDS 0 0 0 ( SEWER CONNECTION 9,037,286 250,256 1,237,700 8,049,842 SEWER REPLACEMENT 4,464,551 1,100,000 587,000 4,977,551 WATER - RECLAIMED WATER 171,969 0 0 171,969 WATER - REPLACEMENT 1,259,390 2,050,000 1,944,016 1,365,374 REDN-LOW & MODERATE 540,700 0 0 540,700 TAX INCREMENT BOND 237,132 0 0 237 , 1 32 BATIQUITOS LAGOON 0 0 0 0 OTHER 0 0 0 0 TOTAL 39,484,939 26.287.314 27,921,297 37.850.955 GENERAL CAPITAL CONST. 17,287 180,000 192,500 4,78 PUBLIC FACILITIES FEE 3,325,142 59 1,032 705,000 3,211,17< WATER - MAJOR FACILITY 46,142 1,590,187 1,581,081 55,248 8 I58 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAIIABLE BALANCES 1994 TO BUILDOUT IYEAR 3 1996-97 1 BEGINNING FUND BAL 711 196 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 4,787 630,000 120,000 514,787 PUBLIC ART 96,531 1,200 0 97,73 1 GOLF COURSE 3,319,271 600,000 0 3,919,271 PUBLIC FACILITIES FEE , 3,211,174 776,932 510,000 3,478,106 ZONE 5 PARK FEE 1,780,130 100,000 0 1,880,130 PILAREA 1 NW 1,733,686 57,780 0 1,79 1,466 PIL AREA 2 NE 487,989 0 0 487,989 PIL AREA 3 SW 331,545 66,413 0 397,958 801,719 PIL AREA 4 SE 768,859 32,860 0 LETTERS OF CREDIT 250,000 2,000,000 250,000 2,000,000 TRAFFIC IMPACT FEE 148,939 203,649 44,000 308,588 TRAN SN ET/LOCAL 7,367 300,000 300,000 7,367 TRANSNETjHIGHWAY 30,660 470,000 500,000 660 TRANSNET/BIKE 50 1 0 0 501 TRANSNET/STP 167,000 0 0 167,000 TDA 599 0 0 599 STATE GRANTS 24,567 0 0 24,567 COUNTY GRANTS 1,200,444 201,014 0 1,401,458 ENCINNNO CO TRANSIT 0 0 0 0 ASSESSMENT DISTRICTS 208,583 0 0 208,583 CFD #1 6,452,228 15,210,000 13,750,000 7,912,228 CFD #2 181,500 1,475,000 912,000 744,500 CDBG 2,735 0 0 2,735 FEDERAL GRANTS 1,052 0 0 1,052 SDG&E 0 550,000 550,000 0 PLANNED LOCAL DRAIN’G 2,042,993 89,119 0 2,132,111 SEWER BONDS 0 0 0 0 SEWER CONNECTION 8,049,842 41 0,998 1,204,600 7,256,240 SEWER REP LAC EM ENT 4,977,551 1,100,000 524,000 5,553,551 WATER - RECLAIMED WATER 171,969 0 0 171,969 WATER - MAJOR FACILITY 55,248 1,786,134 1,580,850 260,532 WATER - REPLACEMENT 1,365,374 2,050,000 1,583,972 1,831,402 REDEV-LOW & MODERATE 540,700 0 0 540,700 TAX INCREMENT BOND 237,132 0 0 237,132 BATlQUlTOS LAGOON 0 0 0 0 TOTAL 37.850.955 28,661,098 22,379,422 44,132,631 OTHER 0 550,000 550,000 0 159 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1994 TO BUILDOUT I I I I I 1 8 I I t I 1 1 I I 1 E 1 IYEAR 4 1997-98 i BEGINNING FUND BAL 7/1/97 REVENUE EXPENDITURES ENDlh GENERAL CAPITAL CONST. 51 4,787 0 150,000 364,71 PUBLIC ART 97,731 1,500 0 99,2: GOLF COURSE 3,919,271 600,000 0 4,519,27 ZONE 5 PARK FEE 1,880,130 1 06,575 0 l,986,7C PILAREA 1 NW 1,791,466 86,670 0 1,878,12 PIL AREA 2 NE 487,989 72,188 0 560,17 PIL AREA 3 SW 397,958 161,700 28 1,000 278,6E PIL AREA 4 SE 801,719 46,200 0 847,91 LElTERS OF CREDIT 2,000,000 375,000 2,375,000 TRAFFIC IMPACT FEE 308,588 2,317,254 2,054,000 571,84 TRANSNETIHI GH WAY 660 0 0 66 TRANSNET/STP 167,000 0 0 167,OC TDA 599 0 0 59 STATE GRANTS 24,567 0 0 24,56 COUNTY GRANTS 1,401,458 21 1,065 0 1,612,52 ENCINNNO CO TRANSIT 0 0 0 I ASSESSMENT DISTRICTS 208,583 0 0 208,58 CFD #1 7,912,228 3,850,000 11,750,000 12,22 CFD #2 744,500 1,770,000 0 2,514,50 CDBG 2,735 0 0 2,73 FEDERAL GRANTS 1,052 0 0 1,05 SDG&E 0 350,000 350,000 I PLANNED LOCAL DRAIN'G 2,132,111 234,100 0 2,366,21 SEWER BONDS 0 0 0 I SEWER CONNECTION 7,256,240 675,423 2,957,800 4,973,86 SEWER REPLACEMENT 5,553,551 1,100,000 524,000 6,129,551 WATER - RECLAIMED WATER 171,969 0 0 171,96 WATER - MAJOR FACILITY 260,532 2,882,034 2,858,985 283,58' WATER - REPIACEMENT 1,831,402 2,050,000 3,843,997 37,40! REDEV-LOW & MODERATE 540,700 0 0 540,70( TAX INCREMENT BOND 237,132 0 0 237,13: BATIQUITOS LAGOON 0 0 0 ( OTHER 0 0 0 ( TOTAL 44,132,631 20,489.704 31,931,782 32.690.55: PUBLIC FACILITIES FEE 3,478,106 1,289,996 2,477,000 2,291,lC TRANSNET/LOCAL 7,367 2,310,000 2,310,000 7,36 TRANSNET/BIKE 50 1 0 0 50 I 160 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1994 TO BUILDOUT [YEAR 5 1998-99 I BEGINNING FUND BAL 711 I98 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 364,787 0 150,000 21 4,787 100,731 PUBLIC ART 99,231 1,500 0 GOLF COURSE 4,519,271 0 0 4,519,271 PUBLIC FACILITIES FEE 2,291,102 1,584,594 1,795,000 2,080,695 ZONE 5 PARK FEE 1,986,705 181,683 0 2,168,388 PILAREA 1 NW 1,878,136 128,400 0 2,006,536 PIL AREA 2 NE 560,177 72,188 0 632,364 PIL AREA 3 SW 278,658 199,238 0 477,895 PIL AREA 4 SE 847,919 46,200 0 894,119 LETTERS OF CREDIT 0 0 0 0 TRAFFIC IMPACT FEE 571,842 403,828 544,000 431,669 TRANSN ET/LOCAL 7,367 700,000 700,000 7,367 TRANSN ET/HIGHWAY 660 0 0 660 TRANSN ET/B I KE 50 1 0 0 50 1 TRANSN ET/STP 167,000 0 0 167,000 TDA 599 0 0 599 STATE GRANTS 24,567 0 0 24,567 1,612,523 221,618 0 1,834,141 COUNTY GRANTS ENCINA/NO CO TRANSIT 0 0 0 0 ASSESSMENT D I STRl CTS 208,583 0 0 208,583 CFD #1 12,228 5,395,000 0 5,407,228 CFD #2 2,514,500 2,183,000 0 4,697,500 CDBG 2,735 0 0 2,735 FEDERAL GRANTS 1,052 0 0 1,052 SDG&E 0 0 0 0 PLANNED LOCAL DRAIN’G 2,366,211 295,309 0 2,661,521 SEWER BONDS 0 0 0 0 SEWER CONNECTION 4,973,863 887,152 3,894,400 1,966,615 SEWER REPLACEMENT 6,129,551 1,100,000 524,000 6,705,551 WATER - RECLAIMED WATER 171,969 0 0 171,969 WATER - REPLACEMENT 37,405 2,050,000 1,444,020 643,385 REDN-LOW & MODERATE 540,700 0 0 540,700 0 237,132 TAX INCREMENT BOND 237,132 0 BATlQUlTOS LAGOON 0 0 0 0 OTHER 0 0 0 0 TOTAL 32,690,553 18,244.364 1 1.1 29.897 39,805,020 WATER - MAJOR FACILITY 283,581 2,794,656 2,078,477 999,760 161 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1994 TO BUILDOUT I I II 1 i il 8 I 1 I 1 I 1 I 1 I 1 I IYEAR 6-10 1999-2004 GENERAL CAPITAL CONST. 214,787 1,550,000 1,500,000 264,7a BEGINNING FUND BAL 7/1/99 REVENUE EXPENDITURES ENDIN PUBLIC ART 100,731 15,000 0 1 1573 GOLF COURSE 4,519,271 0 0 4,519,27 PUBLIC FACILITIES FEE 2,080,695 12,302,714 14,425,000 (41 39 ZONE 5 PARK FEE 2,168,388 1,178,000 700,000 2,646,38; PILAREA 1 NW 2,006,536 874,725 2,380,000 501,26 PIL AREA 2 NE 632,364 577,500 0 1,209,86 PIL AREA 3 SW 477,895 1,423,538 1,550,000 351,43: PIL AREA 4 SE 894,119 231,000 0 1,125,l l! LETTERS OF CREDIT 0 0 0 ( TRAFFIC IMPACT FEE 431,669 2,721,458 2,840,000 313,12 TRAN SNET/LOCAL 7,367 6,300,000 6,300,000 7,36 TRANSNET/HIGHWAY 660 3,100,000 3,100,000 661 TRANSNET/BI KE 501 0 0 50 TRANSNETISTP 167,OoO 0 0 1 67 ,Oo( TDA 599 0 0 59s STATE GRANTS 24,567 0 0 24,561 COUNTY GRANTS 1,834,141 696,015 2,242,500 287,65€ ENCINA/NO CO TRANSIT 0 0 0 C ASSESSMENT DISTRICTS 208,583 0 0 208,5E CFD #1 5,407,228 39,600,000 43,400,000 l,607,2Z CFD #2 4,697,500 20,466,000 15,032,000 l0,131,5OC CDBG 2,735 0 0 2,73f FEDERAL GRANTS 1,052 0 0 1,OZ SDG&E 0 0 0 c PLANNED LOCAL DRAIN’G 2,661,521 2,216,496 3,500,000 1,378,017 SEWER BONDS 0 0 0 c SEWER CONNECTION 1,966,615 9,530,222 11,458,200 38,634 SEWER REPLACEMENT 6,705,551 5,500,000 6,486,000 5,719,551 WATER - RECLAIMED WATER 171,969 0 0 171,969 WATER - MAJOR FACILIlY 999,760 10,847,629 1 1 , 1 1 4,576 732,813 WATER - REPLACEMENT 643,385 7,500,000 1,713,681 6,429,704 REDN-LOW & MODERATE 540,700 0 0 540,700 TAX INCREMENT BOND 237,132 0 0 237,132 BATIQUITOS LAGOON 0 0 0 0 OTHER 0 5,400,000 5,400,000 0 TOTAL 39,805,020 132,030,296 133.141.957 38.693.359 I 1 62 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1994 TO BUILDOUT 12004 + 1 BEGINNING FUND BAL 711 12004 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 264,787 4,500,000 0 4,764,787 PUBLIC ART 1 15,731 0 0 1 15,731 GOLF COURSE 431 9,271 0 0 4,519,271 PUBLIC FACILITIES FEE (41,591) 39,314,080 39,071,265 201,224 ZONE 5 PARK FEE 2,646,388 7,825,194 10,450,000 21,581 PILAREA 1 NW 501,261 5,309,340 ’ 5,790,000 20,601 PIL AREA 2 NE 1,209,864 5,017,031 6,225,000 1,895 PIL AREA 3 SW 351,433 9,068,194 9,400,000 19,626 PIL AREA 4 SE 1,125,119 1,782,916 2,900,000 8,035 TRAFFIC IMPACT FEE 313,127 1 7,449,141 17,253,000 509,268 TRANSNET/LOCAL 7,367 4,000,000 4,000,000 7,367 TRANSNET/HIGHWAY 660 0 0 660 TRANSNET/BIKE 501 0 0 50 1 TRANSNET/STP 167,000 0 0 167,000 TDA 599 0 0 599 STATE GRANTS 24,567 0 0 24,567 COUNTY GRANTS 287,656 0 0 287,656 ENCINNNO CO TRANSIT 0 0 0 0 ASSESSMENT D I STRl CTS 208,583 0 0 208,583 CFD #1 1,607,228 16,562,000 17,500,000 669,228 CFD #2 1 0,13 1,500 8,033,750 17,339,000 826,250 CDBG 2,735 0 0 2,735 FEDERAL GRANTS 1,052 0 0 1,052 SDG&E 0 0 0 0 PLANNED LOCAL DRAIN’G 1,378,017 15,847,064 16,225,000 1,000,081 SEWER BONDS 0 0 0 0 SEWER CONNECTION 38,637 43,951,505 43,576,196 413,946 SEWER REPLACEMENT 5,719,551 10,000,000 9,860,000 5,859,551 WATER - RECLAIMED WATER 171,969 0 0 171,969 WATER - MAJOR FACILITY 732,813 22,975,744 19,745,007 3,963,550 WATER - REPLACEMENT 6,429,704 1 1,800,000 2,162,644 16,067,060 REDEV-LOW & MODERATE 540,700 0 0 540,700 TAX INCREMENT BOND 237,132 0 0 237,132 BATIQUITOS LAGOON 0 0 0 0 OTHER 0 0 0 0 TOTAL 38,693,359 225.1 23,458 223,184.61 2 40,632,206 LE3TERS OF CREDIT 0 1,687,500 1,687,500 0 163 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1994 TO BUILDOUT I I 1 4 I I I I I 1 I I II I I I It 1 i 164 1 GRAND TOTALS ALL YEAR BEGINNING TOTAL TOTAL FUND BALANCE REVENUE EXPENDITURES ENDlN GENERAL CAPITAL CONST. 517,737 6,860,000 2,612,950 4,764,7t PUBLIC ART 89,601 26,130 0 11 5,7: GOLF COURSE 1,519,271 17,000,000 14,000,000 4,519,27 ZONE 5 PARK FEE 1,672,130 9,499,451 11,150,000 21,58 PILAREA 1 NW 1,688,746 6,501,855 8,170,000 M,60 PIL AREA 2 NE 487,989 5,738,906 6,225,000 1,89 PIL AREA 3 SW 198,720 1 1,051,906 1 1,231,000 19,62 PIL AREA 4 SE 71 8,097 2,189,938 2,900,000 8,03 LElTERS OF CREDIT 0 4,312,500 4,312,500 TRAFFIC IMPACT FEE 565,297 23,341,971 23,398,000 509,26 TRANSN ET/LOCAL (572,633) 14,410,000 13,830,000 7,36 TRANSNET/HIGHWAY (269,340) 3,870,000 3,600,000 66 TRANSNET/BI KE 50 1 0 0 50 TRANSNET/STP 167,000 0 0 167,OO TDA (1 17,401) 1 78,000 60,000 59! STATE GRANTS (168,849) 193,416 0 24,56 COUNTY GRANTS 826,676 1,703,480 2,242,500 287,68 ENCINNNO CO TRANSIT 0 207,000 207,000 ( ASSESSMENT DISTRICTS 208,583 0 0 208,58: CFD #1 5,981,228 86,834,000 92,146,000 669,221 CFD #2 1,258,880 35,992,750 36,425,380 826,25( CDBG 2,735 0 0 2,73! FEDERAL GRANTS (198,948) 2,200,000 2,000,000 1 ,OS SDG&E 0 2,500,000 2,500,000 ( PLANNED LOCAL DRAIN'G 2,957,297 18,767,784 20,725,000 1,000,08' SEWER BONDS 0 0 0 ( SEWER CONNECTION 10,334,762 55,885,490 65,806,306 413,944 SEWER REPLACEMENT 3,921,551 21,000,000 1 9,062,000 5,859,551 WATER - RECLAIMED WATER (1,713,031) 1,885,000 0 171,969 WATER - MAJOR FACILITY (477,334) 47,995,157 43,554,273 3,963,55(! WATER - REPLACEMENT 5,215,090 29,550,000 18,698,030 16,067,06C REDEV-LOW & MODERATE 540,700 0 0 540,70(: TAX INCREMENT BOND 237,132 0 0 237,132 PUBLIC FACILITIES FEE 3,445,754 56,273,735 59,518,265 201,22 BATlQUlTOS LAGOON 0 30,000,000 30,000,000 a OTHER 0 6,287,000 6,287,000 a TOTAL 39.037.94 1 502,255,469 500.661204 40,632,206 I i I I I I I I ~ I ~ 1 I 1 I I I 1 I I i 8 1 I I I I i I 1 I 1 I I B ~ 1 I i I 1 I I u 1 I I I I I i I I I I I I I I I I I I I 1 I i I 8 B 1 1 I i u 19 Vacuum 1 1 I i l I I I 1 1 CITY OF CARLSBAD I CAPITAL OUTLAY ITEMS 1993-94 ACCT NO DEPARTMENT ITEM DESCRIPTION QlY COS I GENERAL] 001 -2220 FIRE SUPPRESSDN High Pressure Rescue Air Bag 1 Confined Space Rescue Equipment 1 1 AMKUS Rescue Equipment 1 Diesel Exhaust System for Stations #I, #3 and #4 3 z TOTAL FIRE SUPPRESSION 9 1 001 -2240 EMERGENCY MEDICAL Lifepak 10 Monitor/Defibrillator (Replacement) 1 1 001 -4210 CULTURAL ARTS Triple Speed CD ROM 1 - TOTAL EM ERG ENCY M EDlCAL TOTAL CULTURAL ARBS 001 -51 10 STREET MAINTENANCE Fork Lift 1 I TOTAL STREET MAINTENANCE 1 001 -5320 FACILITIES MAINTENANCE Portable Welder 1 Floor Slip Tester 1 Amprobe 1 19" Buffer 1 Two-way Radio 2 TOTAL FACILITIES MAINTENANCE d \TOTAL GENERAL FUND $111 131 -3310 SECTION 8 HOUSING Lateral File Cabinet 2 1 1 486SX Computer with Color Monitor (Replacement) 10' Color Monitor with Build-in VCR Computer Modem 2 TOTAL SECTION 8 HOUSING 1 181-8119 SENIOR GRANT Laser Printer Series IV 1 1 TOTAL SENIOR GRANT 1 391 -3510 CDBG 486 SX - 25 Computer with 14" Color Monitor (Replacement) 1 1 TOTAL CDBG 1 501 -6310 WATER DISTRICT Color 486133 Laptop Computer for SCADA System 1 5 486.33 Personal Computer (Replacement) 1 2 Hach ErPW Colorimeter 1 1 Telemetry Parts for Maerkle & Ellery Reservoirs 1 7 Pipe Locator 1 3 Trash Pump 1 4 Mocrofilrn Reader 8 Printer (Shared w/ Reclaimed & Sanit'n) 3 TOTAL WATER DISTRICT 27 502-631 0 Reclaimed Water Mocrofilrn Reader & Printer (Shared with Water & Sanit'n) 3 TOTAL RECLAIMED WATER 3 1 1 165 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1993-94 ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST 51 1-61 10 SANITATION Flow Meter - Home Plant 1 10,000 Spare Pump for Lift Stations 1 1,500 Airless Spray Gun 1 2,000 Electric Sewer Router 1 2,500 486133 Personal Computer (Replacement) 1 2,500 Ventilator for Confined Spaces 1 1 ,000 Mocrofilm Reader & Printer (Shared w/ Reclaimed & Water) 3,ooo TOTAL SANITATION 22,500 620-5210 FLEET MAINTENANCE Gasboy 1000 System (Replacement) 1 12,000 TOTAL FLEET MAINTENANCE 12,000 620-5220 VEHICLE REPLACEMENT Police Patrol Vehicle 8 144,000 Police Motorcycle 1 9,000 Pick - up - Compact 2 200 1 Pick-up - 1/2 Ton 1 15,000 Pick-up - 3/4 Ton 1 16,000 Truck - Special Paint (Carry Fwd $17.000 from 1993-94) 1 125,000 Backhoe 2 120,Ooo Mower, Riding Large 1 20.OOo Mobile Intensive Care Unit 1 95,000 Fire Truck (Rescue) 100,000 Fire Truck 1 250,000 TOTAL U/M - VEHICLE REPLACEMENT 914,000 640- 1720 DATA PROCESSING Hard Drive & Controller for Las Palmas File Server 1 4,500 4mb Memory Upgrades for 386 Computers 1 1,500 File Server Replacement - CMWD 1 7,500 3COM Netbuilder Bridge for City Hall 1 16,000 TOTAL DATA PROCESSING a500 810-3410 REDEVELOPMENT AGENCY Lateral File 2 1.400 TOTAL REDEVELOPMENT AGENCY 1,400 :TOTAL SPECIAL FUNDS $1.01 8,230 ] TOTAL ALL FUNDS $1,136,680 1 166 GENERAL FUND CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTDN DESTINATION 001 - 141 0 PURCHASING Monthly Calif Association of Public Pruchasing Officers Various Various Miscellaneous Travel and Meeting Expenses SUBTOTAL PURCHASING 001 -1510 HUMAN RESOURCES CALPELRA Annual Conference (2) Unknown PRIMA Annual Conference (2) Unknown Int'l Facilitators Conference Investment in Excellence Miscellaneous Travel and Meeting Expenses Seattle, WA Various SUBTOTAL HUMAN RESOURCES 001-1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL INFORMATION SYSTEMS 001 -21 10 POLICE ADMINISTRATION California Police Chiefs Association Conference SC County Police Chiefs'/Sheriis Association CWA Training Conference Gun Control Committee Meetings League of CA Cities Annual Conference Miscellaneous Travel and Meeting Expenses SD County Long Beach Various SUBTOTAL POLICE ADMIN 001 -2120 POLICEOPERATIONS Mileage for Personal Cars for Transport to Court San Diego Co. FBI National Academy Quantico, VA SUBTOTAL OPERATIONS 001 -2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL INVESTIGATIONS 001 -2131 POLICE VICE/NARCOTICS Miscellaneous Travel and Meeting Expenses Various TOTAL POLICE VlCE/NARCOTlCS 001 -2160 POLICETRAFFIC Miscellaneous Travel and Meeting Expenses Various SUBTOTAL POLICE TRAFFIC 001-2210 FIRE ADMINISTRATION California Fire Chiefs Association Conference N. California S. California N. & S. California S.D. County California Fire Chiefs Quarterly Meetings League of CA Cities - Admin & Tech Advisory Comm San Diego County Fire Chiefs Monthly Meetings SUBTOTAL FIRE ADMINISTFWTION 168 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 I I I 1 I 1 1 t 1 (I I li 1 1 t ACCT NO DEPARTMENT TRAVEL DESCRiPTDN DESTINATION 001 -2220 FIRE SUPPRESSKIN California State Fire Academy Courses (1 2 Attendees) Pacific Grove California Fire Training Officers Workshop (4 Attendees) Southern Area Fire Equip Research Meetings (2) San Jose Las Vegas, NV & Phoenix, AZ California CAMEO (Haanat Incident Software) Training National Fire Academy Emmitsburg, MD SUBTOTAL FIRE SUPPRESSION 001 -2230 FIRE PREVENTION Regional Fire Prevention Officer Meetings S. California SUBTOTAL FIRE PREVENTION 001 -2240 FIRE EMERGENCY MEDICAL Regional 1 Day Seminars S. California S. California Paramedic Continuing Education Seminars 8 SUBTOTAL EMERGENCY MEDICA 001 -2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego California Office of Emergency Sewkes Seminars FEMA Emergency Mgmt Act Training (funded by FEMA) Community Education Training Asilomar, CA S. California Emmittsburg, MD 8 SUBTOTAL DISASTER PREPARED1 001 -3010 COMMUNIN DEVEL ADMIN CALBO Conference Unknown Leauge of CA Cities Annual Conference League of CA Cies HCED Meetings (6/year) Miscellaneous Travel and Meeting Expenses Long Beach Oakland Various SUBTOTAL COMM DEVEL ADMIN 001 -3020 GEOGRAPHIC INFO. SYSTEM ERSl Training Conference Redlands ERSI/GIS Conference kPalm Springs SUBTOTAL GEOGRAPHIC INFO. S' 001 -3030 ECONOMIC DEVELOPMENT International Travel - London, UWBillund, Denmark Various Out of State Various In State Various SUBTOTAL ECONOMIC DEVEL 001 -31 10 ENGINEERING League of CA Cies - Public Works Conference N. California Miscellaneous Travel and Meeting Expenses Various SUBTOTAL ENGINEERING 001 -3220 PLANNING COMMISSION Planning Commission InstiMe CentraL California SUBTOTAL PLANNING COMMlSSlC American Planning Association State Conference Miscellaneous Travel and Meeting Expenses S. California Various , 001-3230 PLANNING SUBTOTAL PLANNING 1 169 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIF'TDN DESTINATION 001 -3240 GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various SUBTOTAL GROWTH MGMT 001 -3610 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL BUILDING INSPCTN 001 -341 I HISTORIC PRESERVATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL HISTORIC PRSRVT" 001 -4010 LIBRARY ADMINISTRATION California Library Association Annual Conference Anaheim League of CA Cities Annual conference League of CA Cities Library Executive Cornm Meetings Miscellaneous Travel and Meeting Expenses Long Beach Various Various SU BTOTAL LIBRARY ADM IN 001 -4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CIRCULATION 001 -4022 LIBRARY REFERENCE Serra Library System Seminars and Meetings Various SUBTOTAL REFERENCE 001 -4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY 001 -4030 LIBRARY CHILDREN'S Local Travel for Programs/Mtgs/School Visits Carlsbad SUBTOTAL CHILDREN'S 001 -4040 TECHNICAL SERVICES INLM 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 CA Assembly of Local Arts Agencies Conference League of CA Cities Executive Committee Meetings San Jose San Francisco/Los Angeles 001-4210 CULTURALARTS SUBTOTAL CULTRUAL ARTS 001 -4220 SISTER CITY Southern California Sister Cities Regional Conference So. California SUBTOTAL SISTER CITY 170 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 I 1 I: R 8 I i 1 1 t I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION 001 -41 10 COMMUNITY SERVICES ADM San Jose Various CA Park and Recreation Society Annual Conference Miscellaneous Travel and Meeting Expenses SUBTOTAL COMM'TY SVCS ADM 001 -4121 PARK OPERATIONS CA Parks 8 Recreation Society Conference (1) San Jose SUBTOTAL PARK OPERATIONS 001 -4131 RECREATION OPERATIONS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL RECREATON OPRT'NS 001 -41 33 AQUATICS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL AQUATICS 001 -4142 SENIOR PROGRAM Americal Society on Aging Conference Atlanta, GA Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SENIOR PROGRAM 001 -5320 FACILITIES MAINTENANCE IFMA Meetings San Diego APWA Meetings San Diego IRWA Meetings San Diego IES Meetings San Diego SUBTOTAL FACILITIES MGMT 001 -541 0 TRAFFIC SIGNALS Institute of Traffic Safety Seminars various IMSA Traffic Signal Training & Certification Various SUBTOTAL TRAFFIC SIGNALS 8 \TOTAL GENERAL FUND 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 City Facilities 1 I 1 8 1 SUBTOTAL HOUSING CERTlFlCATt 161 -4122 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Various SUBTOTAL TREE MAINTENANCE 161 -4123 MEDIAN MAINTENANCE Miscellaneous Travel and Meeting Expenses Various SUBTOTAL MEDIAN MAINT 161 -6210 STREET LIGHTING Misc IES and ITS Seminars and Meetings Various SUBTOTAL STREET LIGHTING 1 171 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTDN DESTINATION 180-8101 BRANCH (CLSA) Miscellaneous Travel and Meethg Expenses Various SUBTOTAL BRANCH (CLSA) 181 -8120 SENIOR GRANT California Association of Nutrution Directors (1) Sacramento, CA Home Delivered Meals Mileage Reimbursement San Diego SUBTOTAL SR GRANT 391 -3510 BLOCK GRANT Regional Qtrly CDBG Administrators Meetings Local Finance Officers Assoc Training Affordable Housing Porgram Develpmt Meeintgs Comprehensive Hsng Affordability Strategy Training Grantee Performance Report Training San Diego Los Angeles Los Angeles 10s Angeles Local Miscellaneous Travel and Meeting Expenses SUBTOTAL BLOCK GRANT 501 -6310 WATER DISTRICT Ass'n of Water Agencies CA/NN - Spring Conference (3) Fresno ACWA Fall '94 Conference (3) ACWA Spring '95 Conference (3) Water Education Foundation Tour (4) San Diego Water Group Meetings Miscellaneous Travel and Meeting Expenses Monterey S. Lake Tahoe N California San Diego Various SUBTOTAL GENERAL SERVICES 502-6310 RECLAIMED WATER Water Reuse Meetings Various SD Water Reclamation Quarterly Meeting Water Reuse Conference Unknown Miscellaneous Travel and Meeting Expenses San Diego Various SUBTOTAL WATER RECLAIMATION 511 -6110 SANITATION California Water Pollution Control Association (3) Palm Springs Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SANITATION 520-6410 SOLID WASTE Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SOLID WASTE MGMT 612-1910 RISK MANAGEMENT PARSAC Board of Directors Meetings Various PARMA Conference Monterey SUBTOTAL RISK MANAGEMENT 640-1720 DATA PROCESSING ERSl Arc Info Users Conference Palm Springs Permit Users Conference (3 days) lnterop Conference (3 days) Out of Town Travel for Training Miscellaneous Travel and Meeting Expenses Visalia Las Vega, NV Los Angeles Various SUBTOTAL DATA PROCESSING 1 72 CITY OF CAFiLSBAD II I 1 R I ! 8 1 1 1 8 1 1 1 I 8 1 TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION 810-3410 REDEVELOPMENT Building Industry of San Diego Annual Conference (4) San Diego CA Redevelopment Association Annual Conference Pacific SW Regional Council Profess Devepm't Conf Affordable Housing Advisory Council Qtrly Meetings Los Angeles San Diego San Francisco Local Personal Car Mileage to City Facilities SUBTOTAL REDEVELOPMENT 813-3420 LOW/MODEI?ATE HOUSING California Costal Commission Hearings San Francisco Tax Credit Conference - Nat'l Counc of St Hsng Agc's California Housing & Community Develmnt Dept Mtgs San Diego Sacramento SUBTOTAL LO/MODERA TOTAL SPECIAL FUNDS 1 IcirU" TOTAL TRAVEL II 1 73 I I I II 1 1 I I 1 I 1 I i 1 I I I GLOSSARY APPROPRIATION - A specific amount of money authorized by the City Council for approved work program or individual project. ASSESSED VALUATION - A dollar value placed on real estate or other property San Diego County as a basis for levying property taxes. BALANCED BUDGET - A budget in which planned expenditures do not exceed plann funds available. BEGINNING/ENDING FUND BALANCE - Unencumbered resources avai 1 ab1 e in a fund fr the prior/current year after payment of the prior/current year expenses. - BOND - A certificate of debt issued by an entity, guaranteeing payment of t original investment, plus interest, by a specified future date. BUDGET - An annual financial plan that identifies revenues, types and levels services to be provided, and the amount of funds which can be spent. Carlsbad Operating Budget encompasses one fiscal year, as does the Capital Improveme Program appropriation. CAPITAL IMPROVEMENT PROGRAM - A mu1 ti -year f i nanci a1 pl an contai n i ng proposc construction of physical assets such as park, street, sewerage, and recreatic facilities. This program has identified all projects which are the respons bility of the City between the present to buildout. CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobile! computer terminals, and office furniture, which appear in the Operating Budgei COST ALLOCATION - A method used to charge General Fund costs to special reveni programs, such as enterprise funds, and internal service funds. DEBT SERVICE - The payment of principal and interest on borrowed funds such a bonds. DEPARTMENT - An organizational unit comprised of programs or divisions. Example include the Pol ice Department, Library Department, and Personnel Department. ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has nc yet occurred. ENTERPRISE FUND - A fund type established to account for the total costs c selected governmental facilities and services which are operated similar t private enterprises. These programs are entirely self-supported, and include tt Water and Sanitation Departments. EXPENDITURE - The actual spending of funds set aside by appropriation fo identified goods and services. - FEE - A general term used for any charge levied by government for providing service or permitting an activity. 1 4 e 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 1 egal ly restricted for use. Examples of departments operating within the General Fund include Fire, Parks and Recreation and the City Manager’s Office. GRANT - Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity, or facility. GROWTH MANAGEMENT PLAN - A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. GROWTH MANAGEMENT STANDARDS - Standards for acceptable service level s which have been established for eleven public facility categories. INTERFUND TRANSFERS - Payments from one fund to another fund, primarily for work or services provided. INTERNAL SERVICE FUND - A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Data Processing, and Worker‘s Compensation Insurance. MAINTENANCE AND OPERATION - A general category used for classifying expenditures for materials, supplies and services which are normally used within and fiscal year. OPERATING BUDGET - The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay i tems . OPERATING COSTS - Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project. PERSONNEL - Costs associated with providing the staff necessary to provide the desired levels of services. REVENUES - Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent. Included are both salary and benefit costs. 175