HomeMy WebLinkAbout1994-06-21; City Council; 12744 Exhibit 2; 1994-95 Operating Budget & CIPLee F u A6 \Z37wk City C
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I 1994-95
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City of Carlsbad
California
1 Operating and Capital Budget
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CITY OF CARLSBA 1
c 1994-95 OPERATING BUDGET AN 5 CAPITAL IMPROVEMENT PROGRA
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I MAY0 st CLAUDE "BUDDY" LEWI
I CITY COUNCi
MARGARET STANTO
ANN J. KULCHI I E NYGAAR 1 RAMONA FINNIL
CITY MANAGE
RAYMOND R. PATCHET
FINANCIAL MANAGEMENT BIRECTOl 8 JAMES F. ELLIOT
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PREPARED BY THE FINANCE DEPARTMl
FINANCE DIREC7 8 LISA HILDABRAND, C.
CITY OF CARLSBAD, CALIFORNIA
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1994-95 BUDGET
TABLE OF CONTENTS
Organization Cha .......................................................
Carlsbad Statistical Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
How the Budget Document is Organized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . 11 8, BUDGET OVERVIEW
City Manager’s Transmittal Letter . . . . . . . . . . . , . . , . . . . . . . . . . . . . . . . . , , , . . . . . . 1 Graphics .......................................................... 11
Debt Management Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . It Gann Appropriation Limit , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . , . . . . . . . . . .1 t
Projected Fund Balances for Operating Funds . . . . . . . . . . . . . . . . . . . . . , . . . . , . . . 2( Budget Expenditure Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . . . , . . . . . . 2:
Revenue Estimates for 1994-95 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2t
Personnel Allocations , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . . . 3’
OPERATING BUDGET DETAIL I General Government
City Council ........................................................ 3s City Manager ....................................................... 4C City Clerk .......................................................... 41 CityAttorney ....................................................... 42
Finance ........................................................... 42
Cash Management ................................................... 45
Purchasing ........................................................ 47
Human Resources ................................................... 4&
Healthlnsurance .................................................... 49
Information Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Data Processing . . . . . . . , . . . . . . . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . 51 Worker’s Compensation . . , . . . . , . . . . , . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 General Liability , , . . , . . . . , . . , , , . , , . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 CFD Administration . , . . . . . , . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Miscellaneous Non-Departmental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Public Safetv
Police Department Summary . , . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Administration ...................................................... 58
Operations ......................................................... 59 Investigations . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . . . . . . . . . 60 Vice/Narcotics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . 61 Property and Evidence ................................................ 62 Technical Services ................................................... 63
Reserve Officers . . . . . . . , . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
TABLE OF CONTENTS
Page Two
Public Safetv (continued)
Traffic ............................................................ 65 Juvenile Diversion ................................................... 66
D.A.R.E. ........................................................... 67
Administration ...................................................... 69 Suppression ....................................................... 70 Prevention ......................................................... 71
Weed Abatement .................................................... 73
Fire Department Summary ............................................. 68
Emergency Medical Services ........................................... 72
Disaster Preparedness ................................................ 74
Developmental Services
Community Development Administration .................................. 75 Geographic Information System ......................................... 76
Planning Commission ................................................ 79
Historic Preservation ................................................. 82
Building Inspection .................................................. 83
Engineering Department .............................................. 77
Land Use Planning .................................................. 80
Growth Management ................................................. 81
Libra rv/Cu It u r e
Library Department Summary ........................................... 85
Administration ...................................................... 86
Genealogy/Local History .............................................. 89 Centro de lnformacion ................................................ 90
Children’s Services .................................................. 91
Technical Sewices ................................................... 92 Collection Development & Acquisitions .................... i ............... 93
Mediaservices ..................................................... 94
Adult Learning ....................................................... 95 LaCosta Branch .................................................... 96
Cultural Arts ........................................................ 97
Sistercity ......................................................... 99
California Library Service Act (CLSA) 100
Public Library Fund (PLF) ............................................ 101
Audiovisuallnsurance ............................................... 102
Communitv Services
Circulation ......................................................... 87
ReferenceServices .................................................. 88
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Community Services Department Summary ............................... 103
Administration ..................................................... 104
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TABLE OF CONTENTS 1 Page Three
Communitv Services (continued)
Park Operations ir
Street Tree Maintenance ............................................. 11 E Median Maintenance 1 .
Recreation Operations 11
Recreation Feesupported ............................................ 11
Aquatics .......................................................... 11
Recreation - Agua Hedionda Lagoon 11 Senior Programs ................................................... 11
Senior Nutrition .................................................... 11
Street Maintenance ................................................. 11
Major Street Maintenance 1: Facilities Maintenance ............................................... 1:
Trafficsignals 1:
Street Lighting ..................................................... 1: Solid Waste Management ............................................ 1: Vehicle Maintenance 12 Vehicle Replacement ................................................ 12 Buena Vista Creek Channel Maintenance ................................. 12
Housing and Redevelopment
Housing and Redevelopment Department Summary ......................... 12
Housing - Rental Assistance 13
Mobilehome Administration ........................................... 13
Community Development Block Grant ................................... 13
Redevelopment Operations 13 Redevelopment Debt Service .......................................... 13
Low/Moderate Income Housing 13'
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Redevelopment Administration ......................................... 131
........................................ & Water District
Carlsbad Water District Summary ....................................... 13
Water Operations ................................................... 141 Water Reclamation ....... .-. ......................................... 14:
Sanitation Services ................................................. 14
CAPITAL IMPROVEMENT PROGRAM
1994-95 Capital Improvement Program ................................... 14!
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Revenue Estimates for 1994-95 15t
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Analysis of Available Balances 17'
Projected Fund Balances for Capital Funds ...............................
Budget Expenditure Schedule ......................................... 16(
Current & Future 1994-95 to Buildout Projects .............................
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TABLE OF CONTENTS Page Four
APPENDICES
Capital Outlay Requests .............................................. 179
Continuing Appropriations 1993-94 to 1994-95 ............................. 188
Accounting System and Budgetary Control ............................... 192
Travel Requests .................................................... 181
Budget Process .................................................... 190
Glossary ......................................................... 193
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CITY OF CARLSBAD
Miscellaneous Statistical Information
1994-95
Date of Incorporation
Type of City Form of Government Council/Manager
Area 42.1 9 sq. miles
Population 67,172
Number of Streets 4,516
Miles of Streets 238
Fire Protection:
July 16, 1952
General Law
Number of Stations 6
Number of Firefighters & Officers 72
Police Protection:
Number of Stations 1
Number of Sworn Police Officers 77
Municipal Water District:
Number of Customers 17,307
Average Daily Consumption
Miles of Lines and Mains
13.04 million gallons
325
Miles of Sewers 113
Recreation and Culture:
Number of Parks (improved and Unimproved) Area of Parks 326.88 acres 36
Number of Pools 1
Number of Libraries 2
Number of Volumes 207,711
Total Number of Full Time City Employees 523.75
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HOW THE BUDGET DOCUMENT IS ORGANIZED
The beginning of the budget document contains overview information which will pro\
the reader summary information. Included in the overview section is a budget transm
letter which outlines revenue assumptions and the policies used to develop the bud!
The letter is followed by several charts giving a graphic overview of the budge
revenues and expenditures. Next are tables providing detail information on fi
balances, expenditures, revenues and personnel allocations.
The Operating Budget is organized by general function such as Public Safety, Commu
Development and General Government. Within these broad categories, the budge
organized on a departmental basis. Departments containing more than one progr
include a financial and descriptive summary. The summary page is followed by deta
program information. Some departments consist of one program only, and thus only (
page is included for them. For each program, a financial history, along with the 1994
budget figures, is presented. Also included are narrative statements identifying progn
activities and their workload measures or performance objectives.
The Capital Improvement Program is located toward the back of the budget documl
Included is a discussion of the program as a whole, the revenue sources, pro
scheduling and budgeted 1994-95 expenditures. The discussion is followed by a m
page table outlining all capital projects. Ongoing projects are identified along with
amount of funds already appropriated, while future projects contain an identificatior
their estimated cost in the planned year of spending. An analysis of future revenues i
cash balances concludes the presentation of the CIP.
The Appendices contain a table outlining 1994-95 Capital Outlay. Travel detai
presented next, so that Council may review and approve these requests. Then a lis
of the appropriations carried forward into the 1994-95 budget are presented. The
section of the Appendices provides information on the Budget Process and Accoun
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I System and Budgetary Control.
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1 - City of Carlsbad
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1 June 21, 1994
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TO: HONORABLE MAYOR AND CITY COUNCIL r FROM: City Manager
I 1994-95 BUDGET
I am pleased to submit to you the 1994-95 Operating and Capital Improvement Prograr
Budgets for the City which total $122.9 million. Revenues for 1994-95 are projected i
$1 21.7 million. General Fund revenues total $37.8 million with expenditures schedule(
to match the revenues at $37.8 million. The budget message which follows will focus 01
operating revenues, expenditures, and important issues facing the City in the forthcomin!
1994-95 fiscal year. Discussion is focused on the General Fund as it contain
discretionary revenues that fund the basic core of City services. This should not diminisl
the importance of the other operating funds, as they too contribute to the array c
services available within Carlsbad. The Capital Budget is featured later in the budgc
document, in the section entitled Capital Improvement Program. It is mentioned i
several points within this letter in order to provide perspective to the City’s entire 1994-9
budget.
Overview
As the City of Carlsbad entered the 199O’s, budgeting and planning for program
became more challenging each year. The trial has been to match expenditures with ,
continuously declining revenue base. Not only has the weak economy played a part ii
reducing the City’s normally growth-oriented revenue stream, but the State of Californi
has persistently looked to cities for help in balancing their budget. The past three year
included preparing mid-year budgets resulting in an increased focus on the budge
dilemma. The result is a constant exercise of balancing expenditures with slippin!
revenues. As we enter 1994-95, we are faced with the issue of flat revenues in a climatl
of increasing expenses, and so begins a fifth year of budget reductions and adjustment
to service levels. In order to add perspective to the current year, it is interesting to loo1
back at the causes and effects that have led to our current position.
The following table provides an outline of the revenue trends that have impacted recer
budgets. It shows the original revenue estimates, and the amounts that have been lo$
both to the State budget as well as the recessionary economy. In all years, reduction
were made to the expenditure side of the budget to match the declining revenues
resulting in a gradual erosion of service levels and fund balances over time.
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t 1200 Carlsbad Village Drive Carlsbad, California 92008-1 989 (61 9) 434-284
HISTORY OF REVENUE LOSSES
(in millions)
Reductions Due to Recession
Reductions Due to State
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.
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 (12) 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. 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
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increases, have been given since January of 1992 to any City staff. With only slo\
growth projected for revenues in the foreseeable future, balancing the budget w
continue to be a challenge in the years to come.
Budaetarv Policies
An analysis of the City’s fiscal position for 1994-95 indicated that revenues would be fl:
and expenditures would again need to be reduced. In addition, the State’s 1993-9
budget actions continued to have an effect on Carlsbad. A one-time payment c
$400,000 was made to the City in 1993-94 to offset property taxes taken by the Stat(
As this was only a one-time payment, the 1994-95 budget had to absorb this loss (
revenue. It is also important to note that no allowances have been made in this budgt
for any reductions which may occur when the State adopts their 1994-95 budget.
In developing the 1994-95 budget, a base budget, which excluded any amounts Carrie
over from previous years, was established for each department with the direction t
reduce the bottom line total by 1.5%. In order to arrive at this goal, departmenl
prepared their budgets within the following guidelines:
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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.
b
b t b Wherever possible, maintain existing service levels.
b 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 M departments varied significantly.
The use of these guidelines resulted in a 1994-95 Operating Budget of $37.8 million,
decrease of $300,000 from the budget adopted in November 1993. The 1994-95 budgi
includes the elimination of three positions, and the unfunding of a total of fourteen an
one-quarter (1 4.25) positions. The Council Contingency account is budgeted at on
$333,000 down from between $1 million to $2 million in pre-recessionary years. Th
account is available to the City Council to address unanticipated emergencies (
unforseen program needs.
Revenue
The following table shows the total operating and capital revenues the City anticipati
receiving for 1993-94, as well as those estimated for 1994-95.
RMNUE SUMMARY
BY FUNCTION
SPECIAL RMNUE
ENTERPRlSE FUNDS
GRAND TOTAL
Revenue estimates indicate that the City will receive a total of $121.7 million, a $2S
million increase over the current year projections. The majority of the increase can I
attributed to the capital funds which contain an increase of $28.1 million over tl
projected 1993-94 revenues and will be discussed in the Capital Improvement Progra
section. Operating revenues are estimated at $71.8 million for 1994-95 which is $1
million greater that those projected for 1993-94.
General Fund revenues are of particular interest as these resources fund basic C
services such as Police, Fire, Library, Street Maintenance and Park and Recreatic
programs. These revenues also provide a representative picture of the local econor
The table below shows a summarized outlook for the major General Fund revenues.
SIGNIFICANT REVENUES TO THE GENERAL FUND
(In Millions)
SALES TAX
TOTAL GENERAL FUND REVENUE
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Although property tax losses to the State totaled $2.5 million over the past two years, thi: 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 Func
revenue. It 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 assessec
values as provided within Proposition 13.
Twenty-eight percent of the City's total revenues are generated by sales tax which is thc
second largest source of funds. Sales taxes are estimated at $10.6 million for 1994-95
an increase of 1 % or $1 00,000 over the projected 1993-94 receipts. It is anticipated tha
consumer spending will remain relatively flat in 1994-95.
The last significant General Fund revenue is the Transient Occupancy Tax which is
estimated at $3 million for 1994-95. Based on historical performance of this revenue, the
projection equals the amount expected to be received in 1993-94. It is anticipated thal
the slow economy will keep tourism and room rates at present levels.
Other 1994-95 revenue projections which show differences from the 1993-94 estimates
include franchise tax revenues. These revenues are anticipated to total $1.2 million for
1994-95, an increase of 9% or $1 00,000 over 1993-94. This increase is due primarily tc
the change in the tax rate from 3% to 5% for Daniels Cablevision during 1993-94.
Development within Carlsbad is expected to continue at its sluggish pace resulting in ar
increase of only $1 00,000 (6%) in estimated 1994-95 revenue for all the developmeni
related sources. Development related revenue includes planning fees, engineering fees,
building department fees, 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-lieu fees are expected to drop by $425,000, or 15%. This loss was anticipated
as the 1993-94 State budget provided for a one time payment within this revenue stream.
Second, interest revenue is down by $120,000, or 6.7%. This is due to a lower fund
balance which results as the General Fund pays off the parking bonds and funds the golf
course for 1993-94 and 1994-95.
Special Revenue Fund revenues total $7.2 million which is $400,000, or 5.9% greater than
those projected for 1993-94. The types of functions supported within Special Revenue
Funds include programs funded by grants such as Section 8 Housing Assistance,
Maintenance Assessment Districts, and Gas Tax Street Maintenance. The Special
Revenue Fund accounting for most of the increase in this category is the Section 8
Housing program with revenues up $389,000, or 12.9% 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 $18.2 million, up $500,000, or 2.8%
over 1993-94 estimates. Enterprise Funds are similar to a business in that rates are
charged to support the operations which supply the service. Examples of Carlsbad
Enterprises include the Water District, Sanitation Services, and Solid Waste Management.
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Water District revenues show an increase of 3.2%, or $387,000, which reflects
recommended rate increase spread between the per unit charge and the stand-I
charge. The increase would fund higher charges assessed by the Metropolitan Wal
District for the water Carlsbad purchases for sale to users. Water usage rates a
recommended to increase by $.03 per unit, combined with an increase to the stand-
charge of anywhere from $35 to $5.40 depending on the size of the installed meti
Sanitation Enterprise revenues at $4.7 million are not expected to increase in 19944
rates will remain stable.
Internal Service Funds show an estimated revenue of $6.8 million for 1994-95, an increa
of $300,000, or 4.6% over 1993-94 projections. Internal Service Funds provide servic
within the City itself and include programs such as the self insurance funds for Work1
Compensation and Liability Insurance, as well as Data Processing and Vehi
Maintenance. Departments pay for services provided by these funds. The lnteri
Service Fund demonstrating the largest revenue increase is the Liability Self-lnsurar
fund, up $198,000 or 23%, which is necessary to maintain adequate reserves that wt
utilized during 1993-94. Vehicle Replacement rates were decreased by $1 02,000,
9.6%, as the City instituted a broader criteria for replacing vehicles. Revenues for Vehi
Maintenance show an estimated increase of $1 14,000, or 9%. It is estimated that i
increase will place the fund balance in a positive position at the end of 1994-95.
Redevelopment revenues are estimated at 1993-94 levels of $1.8 million. The
increment on property values has not exhibited any signs of growth over the past thi
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 bell
Budgeted operating expenditures for 1994-95 total $71.8 million which represent!
decrease of $4.6 million, or 6% from the current 1993-94 budget, while capital exper
tures are up $31 million, or 154%.
BUDGET EXPENDTTURE SUMMARY
( In Millions)
GENERAL FUND
ENTERPRISE
SPECIAL RMNUE ($2.0) -22.0%
GRAND TOTAL
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The General Fund shows a $1.6 million, or 4.1% decrease from the current 1993-9
budget to the 1994-95 budget. Balancing the 1994-95 General Fund budget entailed th
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 newly unfunded
positions include three-quarters of a Police Captain, one-half 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 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 approximately $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-
b
b
b
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1 95 payment.
b 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 annually.
b Capital outlay expenses totaling approximately $1 00,000 have been funded
within the budget.
While the preceding strategies apply on a City-wide basis, there are measurable service
level reductions which occur at the program level. In general, most programs anticipate
extended response times to accomplish tasks as less staff and resources are available.
Service level reductions within the budget include closing the Swim Complex for two
weeks in December, and reductions to the water account in the park maintenance
program which will affect the appearance of park areas. The library Media Services
Program will eliminate photographic assistance to other departments as the staff position
is rotated to the reference service desk to fill in for a newly unfunded Librarian. The
Library book budget has been reduced by 10% and will affect adult circulating and
reference materials. In addition, Council has requested staff to look at possible fee
increases to cover the cost of certain recreation programs such as the Easter Egg Hunt,
Halloween Carnival and coastal clean-up.
Although the Library will implement several service level reductions as noted above, this
program has absorbed the costs of the Centro de lnformacion program into its budget
plan. This is a grant funded program which was scheduled to last for five years. The
middle of 1994-95 represents the termination of the receipt of the grant funds, at which
time General Funds will be used to continue the program. Full year funding for the
Centro de lnformacion will need to be absorbed in the 1995-96 budget, at an additional
cost of approximately $30,000.
Special Revenue Funds, show a decrease in anticipated spending of approximately $2
million, or 22% 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 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.
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Enterprise Funds, as a group, show a budget decrease of $300,000, or 1.6%, due main
to a reduction in the Water District’s budget. However, a more meaningful compariso
can be made between the 1993-94 estimated expenditures of $1 1.7 million and the 1991
95 budget of $12.5 million, an increase of 6.8% or $800,000. The majority of this increas
is related to the cost of purchasing water for sale to consumers.
Internal Service Funds show a decrease of approximately $400,000, or 5.4%. The large!
decrease is in liability self insurance, down $300,000, due to a large loss experienced i
1993-94. A decrease of $278,000, or 23%, in the Vehicle Replacement fund is due to a
unusually high budget in 1993-94. This occurred as the City began purchasin
replacement vehicles which had been deferred in prior years due to budget cuts. Th
budget for this fund normally fluctuates according to the vehicles recommended fc
replacement in any given year.
The budget for Workers Compensation Self Insurance is equal to that of 1993-94. I
addition, an operating transfer to the General Fund of $250,000 has been budgeted. TI-
action will reduce the Worker’s Compensation fund balance which is higher th:
necessary and help to offset Worker’s Compensation expenses in the General Fund.
The Redevelopment Agency budget has decreased for 1994-95 by $300,000. Tt
decrease is the result of reduced Miscellaneous Professional Services in the operatior
portion of the program due to funds that were carried over into the 1993-94 budget ye:
Debt service payments have also been reduced as a result of the refunding of the bonc
in 1993-94.
Summaw
While 1994-95 represents a challenging year financially, the City will strive to maintain tt
quality and variety of services which have come to be expected by the residents ar
businesses of Carlsbad. The 1994-95 budget projects a slow economy resulting in
minimal increase to the forecasted revenues. Carlsbad’s budget still relies upon alterna
funding sources to insure that services continue to be available to the citizens, althouc
sometimes at reduced levels. These methods of balancing budgets are becomir
exhausted and will not necessarily be available in future years. In addition, the City he
taken advantage of opportunities that have presented themselves by reorganizii
departments to operate more efficiently. Without these alternate funding sources
stronger revenue growth in the future, it will be necessary to reevaluate the City’s abil
to offer all of its current programs within its limited financial resources.
It is also important for the City and community alike to be aware of the impact that t
State’s budget balancing actions may have upon the City’s revenue base. The St:
continues to face shortfalls in its revenues and may be back again this year w
legislation which further reduces our revenues. While reductions to cities have not be
recommended by the Governor in his latest budget proposal, the Legislature will ha
their own proposals which may adversely impact cities. Carlsbad is still very much ’
risk” for budget reductions in the current and future years.
II
In this difficult budget year the cooperation of all departments and City staff was critical
to creating a successful operating plan. This document is a reflection of the dedication
and efforts of these members of Team Carlsbad. Their support is critical to the City’s
ultimate success. We offer them all our thanks for a job well done. This example of
teamwork will be repeated in the months and years to come as the State of California and
economic conditions continue to challenge the fiscal strength of the City of Carlsbad.
City Manager
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I CITY OF CARLSBAD
I WHERE THE MONEY COMES FROM
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Assessment Districts Fees/Chgs for Servcs
$106 148% $5 5 7.7%
Total Operating Revenues- $71.8 I Values in Millions
I WHERE THE MONEY IS SPENT
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1 Community Developm
Redevelopment & Hsn
General Government
-Water District/Sanlt'n
$18 1
Total Operating Expenditures - $71.8
Values in Millions
11
CITY OF CARLSBAD
Budget by Fund Type
1994-95
Internal Service General
Capital
$51.1 4296
Total Budget = $122.9 Million
General Fund internal Senn'ce Funds
The General Fund budget includes Services provided through the int
funding for Police, Fire, Street and Park service fund mechanism include
Maintenance, Recreation, Library and maintenance, data processing
Administration. Examples of funding worker's compensation insurance. T
resources include property tax, sales tax, services are provided to end users v1
vehicle license fees, charges for services are City programs. Funds are de
and interest earnings. These funds are from charges to the City programs \i
do not have a narrow definition of benefit ftom the services received.
restrictions and may be utilized for any funds collected must be used sped
legal governmental purpose. to support the internal service.
Special Revenue Funds Redevelopment
Programs funded through special Redevelopment Agency expc
revenue funds include Senior Nutrition, include those for debt service, lov
Housing Section 8 and various moderate income housing and prc
assessment districts. Examples of administrative costs. Resources ne
funding resources include grants and to fund the programs come mainly
special property tax assessments. The property taxes collected within
definition of what the expenditures may redevelopment area. Again,
encompass is very narrow and funds collected within the redevelopmen
collected are legally restricted to are applied narrowly, and must be
specified purposes. to repay the debt incurred
Enterbrise Funds
The Carlsbad Municipal Water District,
Sanitation and Solid Waste Services are
examples of the use of Enterprise Funds.
Funds are generated through chargesfor
services which must in turn be used to
provide the service for which they were
collected.
administration of the Agency.
Capital Funds
Examples of these funds induc
public facilities fees, transnet colk
and sewer fees. Capital projects ir
the library and City park constructic
water line installation and replact
These funds come from develope
other predesignated revenue SI
which must be used specifically t
12 pre-identified capital projects.
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GENERAL FUND
BUDGET REQUESTS BY FUNCTION ESTIMATED REVENUES
PUBUC SAFETY $155 41% WS TAXES
ADMINISTRATION PROPERR TAXES
CONTINGENCIES OTHER
1 $4 11% $11 3 30%
$03 1% $1 7 4%
LlBR
$2 7
MMUNITY SERVICES DEMLOPMENT $7 19%
$66 17% $44 12% SUBVENTIONS S20 7% $25 7%
Total Revenues = $37 8 Million Total Budget = $37 8 Million
BUDGETED EXPENDlTURES ESTIMATED REVENUES
The General Fund supports services The most significant discretionary soul
most commonly recognized as those that of revenues are those generated for '
are provided by the City. They include General Fund. These revenues pay
Police, Fire, Library, Planning and general city services described on *
Engineering services, as well as the left. Estimates for 1994-95 show t
others noted in the pie chart above. The Taxes make up the largest single shl
service accounting for the largest portion of revenue at $26.3 million or 70% of
of expenditures is Public Safety, Police total. Included are Property Tax, Sa
and Fire, at $15.5 million, or 41% of the Tax, and Transient Occupancy T
total. Due to a reorganization, the There are three slices consisting of
Community Services Department has each and includes Charges for Servic
been established. It includes park and at $2.8 million or 7% of the to
street maintenance, recreation, senior Charges are made for developm
programs, fleet maintenance and facility related services, recreation fees, a
maintenance. Other, at 4% of the total, ambulance fees. Other revenue at $:
includes the annual payment for Hosp million includes lnterdepartmen
Grove, Property Tax Administration Fees, Charges and Fines and Forfeiturc
Animal Regulation Contract and State Subventions consists primarily
Community Promotion. funds received from Vehicle in-Lieu a
totals $2.6 million. Interest is estimai
at $1.7 million for 1994-95 and
equivalent to 4% of the revenues.
II 13
cnv OF CARLSBAD
General Fund
Estimated Revenues
MILLIONS OF DOLURS
12
..........................................
.......................................... 69nims-w B .FY 1994-96 4 ..........................................
0 & 48 @ 9 @ +* &* & +%*
r 'f
.o d +d **Q*+4++-40+*@&+* Q4
&+ %e@ &8 %* +e 9
do 0." ++ 4% e P $ & 0 $
& * 4$
&eP
ProDertv Tax revenue is projected to State Subventions are expected
increase by 1.8% in 199495, or decrease from 1993-94 levels
$200,000. It was assumed that the base $400,000 as the one-time payment fr
would increase by nearly 2% as allowed the State will not occur in 1994-
under the provisions of Proposition 13. Estimates are based upon informal
It is not anticipated that there will be any received from the State Departmen1
significant increase in property Finance.
transactions.
Sales Tax is projected to increase by 1%
or $100,00Q. The increase is expected fees are estimated- to increase
as the economy begins to recover $1 00,000 as more applications
slightly from previous years. anticipated. Other development rek
revenues are expected to remain
Transient Occupancv Tax revenues show 1993-94 levels. Ambulance fees h
no increase. No new lodging facilities been increased by $20,000 due to
are open, nor are there any factors year use of the increased rates.
leading to increased tourism into
Carlsbad. Interest is projected to decrease f
1993-94 levels due to the use of f
Other Taxes include Franchise Tax and balance to pay off parking bonds
Transfer Tax. Franchise Taxes are fund the golf course for two years.
estimated to grow by $100,000 due to a
full year of collections based on the Other includes Interdepartme
increased franchise rate for Daniels Charges and Fines and Forfeitures w
cablevision. are projected at 1993-94 levels.
$250,000 increase in Other is showi
Licenses and Permits include the worker's compensation fund bak
construction permits, and business will be used to offset General F
licenses. There are no increases expenditures.
projected for these revenues.
Charqes for Services are projected
increase by 4.4% or $120,000. Planr
14
CITY OF CARLSBAD
General Fund
Expend it u re H ist ory
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Actuals 18
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___-.-.-- ............................................ L -~~------~.---...-~~---.~....._______._._____________
-~~~-----------....----...~...____.___________.______
3 11 1~ ~~.~-~~~---...~...--..~~..-_________.._______________
-~.----..~......__________..____ a
~-.-~....~......._.________.____
E st i m ai
+!J <v P d *"' e 4a
Oe @ 4 GQ5 &' &&'
.+5 @= e&d Go e+d P- b+
This table shows the expenditures by Community Development, the third set 01
function or service program 0ver.a three bars, show spending decreases due tc 1 year period. The cross-hatched bars minimized reliance on contract service:
represent the adopted budget for 1994- as development has declined.
95 for each category. The chart u demonstrates that expenditures have The Administration and Librar)
been relatively stable with slight declines categories are relatively flat, and contair in most cases, which is due to the no significant changes to pas
continued efforts to reduce the budget. expenditure patterns. The decrease ir
the Other category reflects the remova
Public Safety shows a small decrease in of the Parking Bond payment, as that wi
the 1994-95 budget which is due to the be made from fund balance.
reorganization in the Fire Department and partial year unfunding- of two Annual Toial General Fund Expenditures
positions in the Police Department.
Community Services also shows a small Actual Expenditures
decrease in their budget, and occurs due 1993 $38,083,001
to a reorganization and consolidation of two departments. Two positions were Estimated Expenditures
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eliminated in this effort and four were 1994 $39,394,00
provided through contracts. I
I 15
DEBT MANAGEMENT ISSUES
As the City develops, the question of financing the necessary infrastructure become:
more and more pervasive. The past few years have seen the City meet new challenge:
in managing its resources and demanding that development contribute to the quality o
life for the residents of Carlsbad.
The use of debt has become a primary issue in the development of the Capitz
Improvement Program and the policies that implement the growth management program
Over the years, the City has issued millions of dollars of bonds and Certificates o
Participation (COP’S) to fund streets, buildings, sewer and water facilities, open spact
acquisition and other infrastructure projects. With bond interest rates at historically lov
levels, all outstanding issues were analyzed for possible refunding. The Redevelopmen
Tax Increment bonds were refunded in FY 1993-94 to take advantage of declining bonc
interest rates. The table below identifies the debt the City currently maintains, thf
outstanding principal, the 1994-95 principal and interest payment and the scheduled yea
of payoff.
CITY OF CARLSBAD
DEBT OUTSTANDING
tstanding 1994-95 Schedulec
Bond Name Fund Issue 6/30/94 &I P ayofflFY riginal Bond rincipal meni Year of
1969 Parking Authority General $1,535,000 $250,000 $1 37,000 1996
1981 Parking Authority General 1,500,000 825,000 166,000 2001
1986 College Boulevard Assessment
Assessment District District 9,570,250 7,290,000 898,350 2007
1988 Hosp Grove COP General 8,690,000 7,655,000 866,873 2009
1988 Palomar Airport Rd. Assessment
Assessment District District 5,133,940 3,630,000 525,695 2004
1988 CMWD COP Water Enterprise 14,370,000 10,640,000 1,526,248 2004
1989 Encina JPA Sewer
1990 Alga Road Assessment
1993 Redevelopment
Sewer Expansion Enterprise 1 2,689,800 12,415,170 1,108,498 201 5
Assessment District District 19,561,248 18,330,000 1,918,465 2012
Tax Allocation Bonds Redevelopmen? 15,495,000 15,495,000 81 5,340 2023
TOTAL $88,545,238 $76,530,170 $7,962,469
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In addition to these existing issues, the City is considering using debt to fund several ne\
projects. These include the following: I
Maerkle Dam Linina and Coverinq - The 1994-95 CIP reflects a project cost of $7.
million for the Maerkle Dam Lining and Covering. The project is scheduled to b
funded from two sources, water capital replacement funds ($4.5 million) an
developer-paid major facility fees ($3.3 million). Sufficient water replacement fund
exist to fund the project however all available water major facility fees have bee
earmarked for construction of the D Reservoir. A bond issue of approximatel
$3.2 million will be required to fund the construction of the Maerkle Dam Lining an
Covering project which is anticipated to begin in early 1995. Water bond det
service will be paid by developer major facility fees.
Community Facilities District - In May, 1991, the City implemented a Mello-Roc
financing district, called Community Facilities District No. 1 (CFD) . Approximate
$1 09 million in Capital Projects will be financed using this mechanism. The Sou
Carlsbad Library is scheduled for construction in 1996-97 using a CFD bond issi
of approximately $1 1 million. This project will proceed following a thorough revie
of the City’s capability to fund its operation.
Rancho Santa Fe Community Facilities District - A Community Facilities District
being formed to improve Rancho Santa Fe Road and Olivenhain Road. Tt
streets will be widened to four lanes within Carlsbad from the City of San Marc(
to the City of Encinitas. Bonds may be issued to provide funds to construct tk
street expansion in four phases, with the total construction cost of approximate
$40 million. The City’s participation in this project is limited to $6 million which \I
be provided by CFD No. 1. All other costs will be borne by the property ownei
Golf Course Construction - The City Council is considering the construction oi
public Golf Course. Funding could be provided through the use of COF
supported by a General Fund pledge and revenue generated through tl
operation of the course. This project is tentatively scheduled to begin in 19954
Progress on this project will depend on the Council making the finding tt
adequate funds are available within the General Fund to support this issue withc
interfering with operations, as well as the mitigation of environmental concerns
I 17
EXHIBIT /
CITY OF CARLSBAD
GAN N APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 1 1 4
creates a restriction on the amount of revenue which can be appropriated in any fisca
year. The revenues which are subject to the Limitation are those considered "proceed:
of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increasec
based on population growth and inflation.
The major change made by Proposition 11 1 allows the City to annually choose among
the following options for calculating its Gann Limit:
b
b
Growth in California per capita income, OR
Growth in non-residential assessed valuation due to new construction in thc
city,
AND
b
b
Population growth of Carlsbad, OR
Population growth within San Diego County.
The factors used to calculate the 1994-95 Limit were:
b
b
Population growth in San Diego County, AND
Growth in California per capita income.
The formula is outlined below:
1993-94 Expenditure Limit $1 00,119,169
% County Population Growth 1.01 42
Growth in California per capita income X 1.0071
Net Increase Factor 1.021 4
$1 02,261,801
$31,129,029
1994-95 Limit (1993-94 Limit X Factor)
Current Appropriation of Proceeds of Taxes
The spending limit for the City of Carlsbad for 1994-95 is $1 02,261,801 with appropria-
tions of "proceeds of taxes" of $31 ,1 29,029. The result of the calculation provides the City
with an operating margin of $71.1 million.
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CITY OF CARLSBAD I PROPOSITION 4 SPENDING LIMIT
VS. APPROPRIATION OF PROCEEDS OF TAXE
MILLIONS OF DOLLARS
1986 1987 1988 1989 1990 1991 1992 1993 1994 199 1 FISCAL YEAR
1 APPROP OF TAXES Dl SPENDING LIMIT
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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 JUNE30,1994
1,928,881 2owQo 197,820 1,931,061
HOUSING - SECTION 8 1 18,483 3,019,000 2,900,000 237,483
MOBILE HOME RENT CONTROL 60,000 16.000 44,000
AUDIO-VISUAL INSURANCE 1 18,640 95,000 113,000 100,640
GAS TAX 3,077,212 1,180,000 1,472,900 2,784,312
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 251,811 108,000 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 w000 103,873 46,599
CMMT'Y FACILITY DlSTR #1 ADMIN 20,000 106,000 125,190 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 86,000 138,874 5,578
1,320,298 771,600 776,536 1,315,362
LlABlLlTYSELF IMSUR 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 MAINTENANCE (37,578) 1,240,000 1,245,500 (43,078)
VEHICLE REPLACEMENT 3,0'16,356 1,066,000 932,287 3,150,069
DATA PROCESSING 51 8,727 71 0,000 752,285 476,442
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 82,519 2,653,650
TOTAL OPERATING FUNDS $32,374,631 $70,397,590 $69,670,796 $255,450 $23,972,738
TOTAL CAPITAL FUNDS $69,907,611 $21,837,950 $20,137,604 ($255,450) $71,352,507
GRAND TOTAL ALL FUNDS $102,282,242 $92,235,540 $89,808,400 $0 $95,325,245 I
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CITY OF CARLSBAD
OPEFIATING FUNDS
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PROJECTED FUND BALANCES FOR FY 1994-95
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1994 REVENUES MPENDINRES TRANSFERS JUNE 30,1995
(8OO.000)
7,407,167
1,931,061 21 0,000 200,580 1,940.481
HOUSING - SECTION 8 237,483 3,408,000 3,194,786 450,697
MOBILE HOME RENT CONTROL 4,000 19,000 25,000
AUDIO-VISUAL INSURANCE 100,640 95,000 146,500 49,140
GAS TAX 2,784,312 1,210,000 1,243,500 2,750.812
TREE MAINTENANCE 321,664 572,140 558,839 334,965
MEDIAN MAINTENANCE 25,977 255,000 274,360 6,617
STREET LlGKTiNG 91 3,213 682,000 724,736 870,477
BUENA VISTA CRK CHNL MNT 301,511 108,000 10,150 399,361
STATE GRAMS (LIBRARY) 183,222 205,000 264,100 124,122
SENIOR NUTRITION 9,803 193,000 196,906 5,897
CDBG - ENTITLEMENT 46,599 131,000 132,170 45,429
CMMT'Y FACILITY DlSTR #1 ADMIN 81 0 107,OOO 107,OOO 810
3,329,968 12,509,000 12,491,400 (50,000) 3,297,568
RECLAIMED WATER 22,995 958,OOO 1,010,400 (29,405)
SEWER OPERATIONS 1,641,549 4,661,900 4,574,600 (50,000) 1,678,849
SOLID WASTE MANAGEMENT 5,578 71,000 104,271 (27,693)
1,315,362 787,600 1,096,900 1,006,062
LlABlLlTYSELF INSUR 1,503,427 1,055,400 1,003,300 1,555,527
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
VEHICLE REPLACEMENT 3,150,069 964,100 940,500 3,173,669
DATA PROCESSING 476,442 772,600 754,000 (220,000) 275,042
OPERATIONS 44,656 96,000 =,goQ 528,300 32.056
DEBT SERVICE 1,730,430 1,338,000 933,840 (528,300) 1,606,290
LOW AND MOD INCOME HSNG 2,653,650 397,500 105,000 2,946,150
TOTAL OPERATING FUNDS $33,356,875 $71,795,840 $71,800,608 ($1,520,000) $30,232,107
$71,352,507 $49,a~,235 $51,097,237 $1,520,000 $71,674,505
($32,314,566
TOTAL CAPITAL FUNDS
1993-94 CONTINUING APPROPRIATIONS
$39,359,939
I $0 $1 01,906,812 1 GRAND TOTAL ALL FUNDS $104,709,382 $121,695,075 $122,897,845
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991 -92 TO 1994-95
%INCR (DE
1993-94
1991 -92 1992-93 ESTIMATED 1993-94
GENERAL GOVERNMENT
CITY COUNCIL 154,639 153,747 $165,948 $167,401
CITY MANAGER
CITY CLERK
CITY AlTORNEY
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
TOTAL PUBLIC SAFETY 15,647,116 15,341,749 15,714,374 15,848,156
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 INS PECTDN
TOTAL COMMUNITY DEVELOPMENT 7,258,593 6,648,159 6,399,602 6,984,364
LI BRARYiCULTURE
LIBRARY 2,473,398 2,316,029 2,451,220 2,460,876
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
TOTAL LIBRARY/CULTURE 2,750,266 2,554,864 2,695,450 2-71 3,739
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CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
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%INCR (Dl
1993-94
1991 -92 1992-93 ESTIMATED 1993-94
1,630,142 1,379,713 1,531,390 1,563,728
RECREATION 1,695,071 1,535,487 1,581,724 1,596,052
SENIOR PROGRAMS
2,400,618 1,781,753 1,348,586 1,424,542
FACILITIES MANAG EM EM 1,132,069 1,130,429
TRAFFIC SIGNAL MAIM
8,329,437 7,115,004 6,914,942 7,358,016
NON- DEPARTtvlENTAL
BEACH PARKING
COMMUNITY COMRIBUTIONS
HOSP GROVE PAYMENT
GOLF COURSE
AUDIT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS I OPERATING TRANSFERS OUT/MISC 156,806
STREET LIGHTCOSTS (CITY)
TREE MAIM COSTS (Clw
TOTAL NON- DEPARTMENTAL 1,785,734 2,669,327 2,148,060 2,258,789 1 SUBTOTAL GENERAL FUND 40,074,881 38,082,550 37,691,490 39,227,934
CONTINGENCIES
TOTAL GENERAL FUND 40,074,881 38,082,550 37,691,490 39,394,370
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CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991 -92 TO 1994-95
%INCR (DE
1993-94
1991 -92 1992-93 ESTIMATED 1993-94
HOUSING SECTION 8 2,114,752 2,529,978 2,900,000 2,916,832
MOBILE HOME RENT CONTROL
AUDIO VISUAL INSURANCE
GAS TAX 140,004 220,477 1,472,900 2,710,082
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
9,715,797 10,008,242 11,682,865 12,782,372
RECLAIMED WATER
4,059,425 4,028,391 4,298,544 4,541,461
W C Operatmg Transfer Out
LIABILTY SELF INSURANCE 603,308 1,183,895 1,244,804 1,291,052
HEALTH INSURANCE 1,650,l 16 1,824,547 1,950,000 1,950,000
VEHICLE MAINTENANCE 1,217,610 1,227,137 1,245,500 i ,320,520
VEHICLE REPLACEMENT
DEBT SERVICE 1,663,859 1,619,643 526,170 1,187,050
LOW AND MOD INCOME HSNG
I TOTAL OPERATING FUNDS $66,354,305 $66,897,922 $69,670,796 $76,396,270 $71,800,608 -6.02
24
I
I
1
1E
i
I
I
I
1 TOTAL LICENSES & PERMITS 1,724,000 1,650,000 1,650,000 0.00% 0
I
I
I
i
I
I
1
1
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
PROJECTED ESTIMATED AS % DIFFERENCE ACTUAL
REVENUES REVENUE REVENUE OF FY 93-94 1993-94 TO
1992-93 1993-94 1994-95 PROJECTED 1994-95 REVENUE SOURCE
TAXES
PROPERTY TAX $12,585,000 $11,100,000 $11,300,000 1.80% 200,000
SALES TAX 9,168,000 10,500,000 10,600,oOo 0.95% 1 00,000
TRANSIENT TAX 3,099,000 3,000,000 3,000,000 0.00% 0
FRANCHISE TAX =,000 1,100,000 1,200,000 9.09% 1 00,000
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
CONSTRU CTlO N PERM ITS 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 50,000 50,000 0 00% 0
OTHER LICENSES & PERMITS 276,000 300,000 3ocw(J 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 ~,~ 7 14% 20,000
TOTAL STATE SUBVENTIONS 2,702,000 3,055,000 2,650,000 -1 3.26% (405,000)
CHARGES FOR SERVICES
PLANNING FEES 603,000 400,000 500,000 25 00% 100,000
BUILDING DEFT. FEES 205,000 200,000 200,000 0 00% 0
ENGINEERING FEES 551,000 600,000 600,OOO 0 00% 0
AMBULANCE FEES 273,000 280,000 300,000 7.1 4% 20,000
RECREATION FEES 697,000 8w000 800,000 0.00% 0
OTHER CHARGES OR FEES 528,000 400,000 400,000 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 m,OOo 550,000 83.33% 250,000
a
TOTAL GENERAL FUND 39,709,000 37,605,000 37,850,000 0.65% 245,000
I 25
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,Ooo 150,Ooo 7.14% 10,000
INTEREST 104,600 ~,Ooo 60,OOo 0 00% 0
TOTAL 432,079 2QQOOo 210,000 5.00% 10,000
HOUSING - SECTION 8
INTEREST 7,170 8,000 8.000 0 00% 0
320,000 FEDERAL GRANT 2,432,798 2,890,000 3,210,000
OTHER 70,764 121,000 190,Ooo 57 02% 69,000
389,000 TOTAL 2,510,732 3,019,000 3,408,000
11.07%
12 89%
MOBILE HOME RENT CONTROL
TRANSFER FROM GENERAL FUND 0 6c4ooo 0 -100 00% (60,000)
TOTAL 0 60,000 0 -100 00% (60,000)
AUDIO-VISUAL INSURANCE
INTEREST 6,237 5,000 5,000 0 00% 0
INSURANCE FEES 75,642 w000 w000 0 00% 0
TOTAL 81,879 95,000 95,000 0 00% 0
GAS TAX
GAS TAX REVENUES 1,094,331 1,100,000 1,130,000 2 73% 30,000
INTEREST 200,058 80,000 80,000 0 00% 0
TOTAL 1,294,389 1,180,000 1,210,000 2 54% 30,000
TREE MAINTENANCE
INTEREST 19,040 6,OOo 6,000 0 00% 0
TREE MAfNTENANCE FEES 513,793 =Q,Ooo 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
M ISC REIMBURSEMENT 4,596
TOTAL 254,007 255,000 255,000 0.00% 0
26
1
I
1
I
I
I
I
I
I
I
4'
i
I
I
1
P
1
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 aooo 20,000 0.00% 0
INTERDEPARTMENTAL 57,000 6woo 50,000 - 16.67% (1 0,ooo)
STREET LIGHTING FEES 605,689 61 0,OOO 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% (10,ooo)
BUENA VISTA CREEK CHNL MAIM
I MEREST 18,007 8,000 8,000 0.00% 0
BUENA VISTA FEES 100,407 100,000 100,000 0.00% 0
TOTAL 118,414 108,000 108,000 0.00% 0
STATE GRANTS
INTEREST 14,200 15,000 5,000 -66.67% (10,000)
200,000 -20.00% (50,000) GRANTS 199,042 250,000
TOTAL 21 3,242 265,000 205,000 -22.64% (60,000)
SENIOR NUTRITION
0.00% 0 GRANTS
DONATIONS 74,533 90,000 90,000 0.00% 0
TOTAL 180,404 193,000 193,000 0.00% 0
105,871 103,000 103,000
CDBG ENTITLEMENT
GRANT REVENUE 66,000 90,000 11 0,000 22.22% 20,000
INTERDEPARTMENTAL 0 0 21,000 100.00% 21,000
TOTAL 66,000 90,000 131,000 1 00.00% 41,000
CMMTY FACILITIES DlSTR #1
ADMINISTRATIVE FEES 106,000 106,000 107,000 0.94% 1 ,m
TOTAL SPECIAL REVENUE FUNDS 6,575,907 6,835,140 7,176,140 4.99% 379,000
I 27
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF PI 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% 2oWoo
READY TO SERVE CHARGES 1,588,044 1,753,000 1,973,000 12.55% 220,OOO
NEW ACCOUNT CHARGES 44,596 70,500 w000 -29.08% W8500)
BACK-FLOW PROGRAM FEES 1,020 46,000 &,000 0.00% 0
PENALTY FEES 116,485 239,000 209,000 - 12.55% (3QwQ)
INTEREST 8 PORTFOLIO SERVICES 283,546 180,000 185,000 2.78% 5,000
ENGINEERING & PIAN CHECK FEES 77,478 27,000 66,000 144.44% 39,000
CONNECTION FEES 60,898 !=%000 45,000 -19.64% (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 3.19% 387,000 ~-
RECLAIMED WATER
WATER SALES 522,100 600,000 750,000 25.00% 150,000
READY-TO-SERVE CHARGE 0 8,OOO 8,000 0.00% 0
RECLAIMED WATER CREDITS 75,794 200,000 200,000 0.00% 0
INTEREST & PORTFOLIO SERVICES (5,277) 0 0 0.00% 0
MISCELIANEOUS RElMB EXPEND 0 700 0 - 100.00% (700)
TOTAL 592,617 808,700 958,000 18.46% 149,300
SANITATION OPERATIONS
SERVICE CHARGES 4,370,993 4,400,000 4,400,000 0.00% 0
LATERAL CONNECTIONS 11,897 2,500 2,500 0.00% 0
PRE-TREATMENT CHARGES 57,273 65,000 65,000 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 ,m -66.67% (Z000)
GRANTS 58,524 15,000 0 -100.00% (1 5,000)
RECYCLING FEE 67,558 w000 70,000 2.94% 2,000
TOTAL 126,912 86,000 71 ,000 - 17.44% (1 5,000)
TOTAL ENTERPRISE FUNDS 15,515,273 i7,67a,600 18,199,900 2.95% 521,300
28
1
I;
I
B
I
g
I
I
1
5
1
1 TOTAL 1.1 12,953 1,066,000 964,100 -9 56% (1 01,900)
1
1
I
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
WORKERS' COMP SELF-INSURANCE
INTEREST 103,365 80,000 m000 0.00% 0
INTERDEPARTMENTAL 623,013 61 1,600 627,600 2 62% 16,000
OTHER 49,652 w000 w000 0.00% 0 I TOTAL 776,030 771,600 787,600 2 07% 16,000
LIABILW 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 15% 198,400
HEALTH INSURANCE
INTEREST 101,846 65,000 65,000 0.00% 0
INTERDEPARTMENTAL i ,47a,087 1,400,000 1,400,000 0 00% 0
REIMBURSEMENTS 325,767 340,000 340,000 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% 11 3,600
MISCELLANEOUS 48,966 20,000 20,000 0 00% 0 1 TOTAL 1,300,743 1,240,000 1,353,600 9 16% 11 3,600
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 920,628 921 ,Ooo 819,100 -11 06% (1 01,900)
INTEREST 163,549 120,000 120,000 0 00% 0
SALE OF PROPERTY 28,776 25,000 25,000 0 00% 0
DATA PROCESSING
INTEREST 30,412 20,000 20,000 0 00% 0
INTERDEPARTMENTAL 453,742 690,000 752,600 9 07% 62,600
MISCELLANEOUS 16,310 L TOTAL 500,464 710,000 772,600 8 82% 62,600
TOTAL INTERNAL SERVICE FUNDS 6,569,758 6,449,600 6,738,300 4.48% 288,700
1 29
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF PI 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 36,600 0.00% 0
TOTAL 69,891 93,750 Q6,OOo 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 38,000 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
1 TOTAL OPERATING $70,380,630 $70,397,590 $71,795,840 1.99% $1,398,250
30
I
8
1
J TOTAL CITYCOUNCIL 1 1 0
U
II m
t
1
I
I
.I TOTAL CITY ATTORNEY 5 5 0
5
I
P
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER * 1993-94 (UNDER) I ALLOCATED BUDGET ALLOCATED
NUMBER 1994-95 1993-94
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
ADMINISTRATIVE SECRETARY 2 2
TOTAL CITY MANAGER 8 8 0
ADMl NlSTRATlO N
INFORMATION SYSTEMS DIRECTOR 1 1
ASSISTANT CITY CLERK 1 1
MINUTES CLERK 1 1
ADM I NlSTRATlVE SECRETARY 1 1
OFFICE SPECIALIST ii 1 1
1 1 SENIOR OFFICE SPECIALIST
TOTAL INFORMATION SYSTEMS 6 6 0
DATA PROCESSING
DATA PROCESSING MANAGER 1 1
PROG RAMM EWANALYST 1 1
PROGRAMMEWOPERATOR 1 1
MICRO COMPUTER SPECIALIST 1 1
TOTAL DATA PROCESSING 4 4 0
TOTAL INFORMATION SYSTEMS 10 10 0
1 1
ASSISTANT CITY ATTORNEY 1 1
DEPUTY CITY ATTORNEY 1 1
SECRETARY TO C. AlTORNEY 1 1
ADM I NlSTRATlVE SECRETARY 1 1
rj
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
ACCOUNTANT 4 4
ACCOUNTING SUPERVISOR 2 2
ACCOUNTCLERK II 2 2
ACCOUNTING OFFICE ASSISTANT 1 1
AU DIT0 R 1 1
TREASURER’S ASSISTANT 0.75 0.75
ADMINISTRATIVE SECRETARY 1 1
TOTAL FINANCE 14.75 14.75 0
n
I 31
CITY OF 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
ADM I NlSTRATlVE SECRETARY 1 1
TOTAL RISK MANAGEMEKT 2 2 0
1 1 PURCHASING 0
SECRETARY 1 1
BUYER 2 2
MESSENGER 1 1
TOTAL PURCHASING 5 5 0
1 1
1 1 0
1 1 0 COMPENSATION & BENEFITS MGR
EMPLOWEM SERVICES MANAGER
HUMAN RESOURCES ANALYST 1 1 0
HUMAN RESOURCES ASSISTANT 1 1
ADMl NlSTRATlVE SECRETARY 1 1
OFFICE SPECIALIST II 1 1 7 7 0 TOTAL HUMAN RESOURCES
ADM I NlSTRATlO N
SENIOR MANAGEMENT ANALYST
MANAGEMENT ANALYST
POLICE CHIEF 1 1
ADMINISTRATIVE SECRETARY 1 1
SECRETARY 3 3
POLICE CAPTAIN 2 2
POLICE LIEUTENANT 5 5
POLICE SERGEANT 10 10
SENIOR POLICE OFFICER 21 21
COMMUNICATIONS SUPERVISOR 1 1
RECORDS SUPERVtSOR 1 1
COMMUNICATION OPERATOR I1 13 12 -1
COMMUNICATION OPERATOR I 0 1 1
POLICE RECORDS SPECIALIST II 5 5
PROGRAMMEWOPERATOR 1 1
0 1 1
1 0 -1
POLICE OFFICER 41 41
1 1
1 1 CRIME PREVENT TECH
POLICE SERVICES AIDE
TOTAL POLICE 108 108 0
32
1
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I
I
I
1 a
I
I
1
I
si
8
I
I
i
t!
1. 33
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSlFlCATlON
REQUEST
OVER
1993-94 (UNDER) t 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 ia FIRE FIGHTER 9 9
PARAMEDIC-FIRE FIGHTER 21 21
MANAGEMENT ANALYST 0 1 1
ADMINISTRATIVE SECRETARY 1 1
SECRETARY 1 1 FIRE PREVENTION OFFICER II 3 3
TOTAL FIRE a0 79 -1
1 1
BUILDING INSPECTOR II 5 5
CODE ENFORCEMENT OFFICER II 0 1 1
CODE ENFORCEMENT OFFICER I 2 1 -1
BUILDING TECHNICLAN II 1 1
SENIOR OFFICE SPECIALIST 0 1 1
OFFICE SPECIALIST II 2 1 -1
TOTAL BUILDING INSPECTION 11 11 0
1 1
SENIOR MANAGEMENT ANALYST 1 1
MUNICIPAL PROJECT MANAGER 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST I 1 1
TOTAL COMM DEVADMINIST 5 5 0
1 1
TOTAL GEOGRAPHIC INFORMATION 1 1 0
CIM ENGINEER 1 1
ASSISTANT CIN 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 II 4 4
ASSOCIATE ENGINEER 9.5 10 0.5
ASSISTANT ENGINEER 2 2
ENGINEERING TECHNICIAN II 6 6
SR MANAGEMENT ANALYST 1 1
MANAGEMENT ASSISTANT 1 1
ADMINISTRATIVE SECRETARY 1 1
SENIOR OFFICE SPECIALIST 4 4
TOTAL ADMINISTRATION 40.5 41 0.5
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFCATION
REQUEST
OVER
(UNDER)
ALLOCATED BUDGET ALLOCATED
* 1993-94
NUMBER 1994-95 1993-94
ASSOClATE 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
ADMINISTRATIVE SECRETARY 1 1
SENIOR OFFICE SPECIALIST 3 3
TOTAL PLANNING 23 23 0
1 1
ASSISTANT LIBRARY DIRECTOR 1 1
MANAGEMENT ANALYST 1 1
ADMl NlSTRATl VE SECRETARY 1 1
GRAPHIC ARTIST 1 1
ACCOUNTCLERK II 1 1
SENIOR CIRCULATION SUPERVISOR 1 1
LIBRARY ASSISTANT II 8 a
LIBRARY ASSISTANT I 3.5 3.5
LIBRARIAN II 5 5
MEDIA SERVICES MANAGER 1 1
OFFICE SPECIALIST II 1 1
LIBRARY SERVICES SPECIALIST 1 1
TOTAL LIBRARY 32.5 32.5 0
ARTS MANAGER 1 1
COMMUNITY ARTS COORDINATOR 1 1
AD MI NlSTRATlVE SECRETARY 1 1
TOTAL CULTURAL ARTS 3 3 0
SENIOR LIBRARIAN 6 6
34
6
4
I
1
i
1 c
$.
6
I
1
E
#
1
E
E
5
I s 35
CITYOF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1993-94 (UNDER)
NUMBER 1994-95 1993-94
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR 1 1
UTILITIES/MAINTENANCE DIRECTOR 1 0 -1
ASSISTANT UTI LIT1 ES/MAI NTENANCE Dl R 1 0 -1
ADMIN SERVICES/PROJECTS MANAG EA 1 1
SENIOR MANAGEMENT ANALYST 1 1
PARK DEVELOPMENT COORDINATOR 1 1
ADMINISTRATIVE SECRETARY 2 2
SECRETARY 1 1
SENIOR OFFICE SPECIALIST 2 2
TOTAL ADM I NlSTRATlON 11 9 -2
PARK MAINTENANCE
PARK SUPERINTENDENT 1 1
PARK SUPERVISOR 1 1
PARK MAINTENANCE WORKER 111 5 5
PARK MAINTENANCE WORKER II 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
OFFICE SPECIALIST II 3 3
RECREATION SPECIALIST I 1 1
RECREATION SUPERINTENDENT 1 1
RECREATION SUPERVISOR 11 3 3
RECREATION SUPERVISOR I 2 2
INSTRUCTIONAL CLASS COORDINATOR 0.75 0.75
ADULT SPORTS COORDINATDN 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 1 1
SITE MANAGER 1 1
TOTAL SENIOR PROGRAM 3 3 0
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
STREET MAINTENANCE STREET MAINTENANCE SUF'T 1 1
STREET MAINTENANCE SUPERV 2 2
STREET MAINTENANCE WORKER II 11 11
MAINTENANCE WORKER I 3 3
TOTAL STREET MAINTENANCE 23 23 0
STREET MAINTENANCE WORKER Ill 6 6
STREET LIGHTING ADMIN COORDINATOR - SPECIAL DISTRICTS 1 1
ELECTRICIAN II 1 2 1
ELECTRICIAN I 1 0 -1
ENGINEERING TECHNICIAN II 1 1
TOTAL STREET LtGHTlNG 4 4 0
BUILDING MAINT SUPT 1 1
BUILDING MAINT SUPERV 1 1
SENIOR BUILDING MAINT WORKER 1 1
BUILDING MAlNT WORKER II 2 2
CUSTODIAN I1 1 1
CUSTODIAN 9 9
TOTAL BUILDING MAINTENANCE 15 15 0
BU lLDl NG MA1 NTENANC E
SOLID WASTE MANAGEMENT ANALYST 0.75 0.75
TOTAL SOLID WASTE 0.75 0.75 0
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
VEHICLE MAINTENANCE
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
ADMINISTRATIVE SECRETARY 1 1 SECRETARY 1 1
OFFICE SPECIALIST II 1 1
TOTAL HOUSING & REDEVELOPMENT 10 10 0
36
1
1
I
1
1
1 a
1
I
I
1’ s
8
I
s,
.I
I r
B 37
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
ADMINISTRATIVE MANAGER 1 1
OPERATIONS SUPERINTENDENT 1 1
WATER MAINTENANCE SUPERVISOR 2 2
MANAGEMENT ANALYST 1 1
ASSOCIATE ENGINEER 3 3
CONSTRUCTION/MAINT SUPERVISOR 1 1
CONSTRUCTDN/MAINT WORKER I 2 2
CONSTRUCTION/MAINT WORKER II 1 1
ENGINEERING OFFICE ASSISTANT II 1 1
OPERATIONS OFFICE ASSISTANT II 1 1
ACCOUNTING SUPERVISOR 1 1
ACCOUNTING TECHNICIAN 1 1
ACCOUNTCLERK I 1 1
ACCOUNT CLERK II 1 1
ENGINEERING TECHNICIAN 111 1 1
ENGINEERING SECRETARY 1 1
EQUIPMENT OPERATOR 1 1
FACILITY MAINT 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 1
OFFICE SPECIALIST I 2 1 -1
ADMINISTRATIVE SECRETARY 1 1
SERVICE COORDINATOR 1 1
SR CONSTRUCTION/MAINT WORKER 1 1
SR SYSTEMS OPERATOR 1 1
STOREKEEPER 1 1
WATER CONSERVATION S PEClALlST 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
CITY OF 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
SANITATION
MAINTENANCE SUPERINTENDENT 1 1
SANITATION SUPERVISOR 1 1
METER READEWREPAIRER II 0 0
METER SERVICE WORKER II 2 2 0
UTILITY MAIM WORKER II 3 3
UTILITY MAIM WORKER 111 2 2
UTILITY SYSTEM OPERATOR II 1 1
UTILITY SYSTEM OPERATOR Ill 1 1
OFFICE SPECIALIST I 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 1.00 0.75
LIBRARY 35.41 34.71 -0.70
PARWREUMEDIAN MAINT 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.
38
PROGRAM: CITY COUNCIL
FUND: GENERAL
B
0
8
i
I DEPARTMENT: CITY COUNCIL ACCT NO. 001-1011
B MAINTENANCE OPERATION
@ WORK PROGRAM:
I As the legislative body of the Ci, the Council establishes the policies and regulatory ordinances under which the Ci
operates. The Council has defined goals and objectives to guide the allocation of Ci resources to meet the need
of the community through the policy development process.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Meetina 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 Counc
establishes the policies and regulatory ordinance
under which the Ci operates. The Council ha
defined goals and objectives to guide the allocatioi
of Ci resources to meet the needs of the commL
nity through the policy development process.
m
8
8
T
1
t
1
I
T
1 39
SIGNIFICANT CHANGES: 1 None.
PROGRAM: CITY MANAGER
FUND: GENERAL
DEPARTMENT: CITY MANAGER ACCT NO. 001-1020
MAINTENANCE OPERATION
WORK PROGRAM:
The Ci Manager is appointed by the Ci Council and is responsible for operation of all Ci 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 Ci depart-
goals. ment. Conduct the City in a professional and
ethical manner and continue pursuing excellence
based on the strategic values. Coordinate efforts to
respond to requests for action. (Review, referral,
and response.)
1. Submit a balanced budget to the Ci Council.
Provide quarterly fiscal updates to the Council.
Policy Development: Assist Council in policy devel- 1. Provide accurate, timely information, develop
opment. potential atternatives and professional recommenda-
tions by staff.
SIGN I FI CANT CHANGES:
None.
40
PROGRAM: CITY CLERK
FUND: GENERAL
E
R
6,
1
8
1
t
li
I
5
6 DEPARTMENT: CITY CLERK ACCT NO. 001-1030
8 MAINTENANCE OPERATION
WORK PROGRAM:
The City Clerk’s Department is responsible for performance of duties as defined in the Government Code and tk
Carlsbad Municipal Code. 8 PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY11 992 CY11 993
Election Services: Serves as the Ci’s Election 1. Elections:
Officer responsible for conducting the Municipal 1 General None Elections.
Fair Political Practices Commission (FPPC) Fillnqs: 1. Filings:
Serves as City’s Filing Officer for all filings required by 58 Campaign 26 Campaign the Political Reform Act d 1974. This includes receipt Statements Statements I and review of Campaign Statements and Statements of 346 Statementsof 344 Statememc
Economic Interest. Economic Economic
Interest Interest
Council Meetlnp Record of Proceedinqs: Keeps an 1. Council Minutes:
accurate record of proceedings of the legislative body 83 76 as required by the Government Code.
Admlnistrative Services: Maintains custody of City 1. Claims Filed: Seal; maintains Ci 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: t 33 47
Support Services: Provides staff support to the 1. Meetings Held: 8 Parking Authority and Building Authority. Serves as 49 Council
Secretaty to the Public Improvement Corporation and 32 CMWDBoard 17 CMWDBoar
Water Board and Recording Secretary to the Housing 20 M&RComm. 18 H&RComr g and Redevelopment Commission. 1 Parking Auth. 1 ParkingAul
1 Building Auth. 1 BuildingAu ’ SIGNIFICANT CHANGES:
71 Council
Increased costs reflect November, 1994 election expenses. I 41
PROGRAM: CITY ATTORNEY
FUND: GENERAL
DEPARTMENT CITY ATTORNEY ACCT NO. 001-1210
MAINTENANCE OPERATION
WORK PROGRAM:
The City Attorney is the Chief Legal Officer of the City, responsible for providing legal advice and representation to the Ci Council and other Ci 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 Ci Attorney provides quality legal services to the City Council, Ci Manager, and department heads, as well as
to the Carlsbad Municipal Water District, Parking Authorii, Housing Commission, and all other boards and
commissions. This office drafts resolutions and ordinances, and reviews ordinances, contracts, bonds and other legal
documents.
SIGNIFICANT CHANGES:
An Assistant Ci Attorney is expected to be engaged by June 1, 1994. Personnel expenses have increased due to
full year funding of the vacant Assistant Ci Attorney position. This position was budgeted at 50% in 1993-94.
42
PROGRAM: FINANCE
FUND: GENERAL
8
il
I
1
I
1
3
1
I
d
8 a
1
I
8 I 43
4 DEPARTMENT FINANCE ACCT NO. 001-131
f MAIMTENANCE OPERATION
8 WORK PROGRAM:
The Finance Department pays the bills and collects the revenue for the City, maintains accurate and timety financii
records, and provides necessary information on financial status and forecasts to the Ci Manager and Ci Councl
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Budqet Manaqement: Develop an annual budget 1. Prepare annual capital and operating budget!
identifying operating and capital programs and their which include program activity and output mea costs for future years. sures or performance objective statements.
Perform annual review of all City fees and presen
recommendations for changes to Council.
Monitor expenditures monthly to insure budgetan
integrii.
Assessment District/CFD Administration: Provide 1. Assist In evaluation and formation of new district!
financial management of 191 3/15 Act Assessment and as requested.
Mello-Roos Districts. Issue bonds for initial capital projects when re.
quired.
Provide day-today administration of CFD and al assessment districts as required by formatior
documents and State law.
Update and present results of fiscal impact ana.
sis of General Plan.
2.
3.
2.
3.
Lona-Ranae Financial Planninq: 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 system.
Revise ordinance to base business license fee or priir year’s actual receipts.
Decrease outstanding receivables through more
timety follow-up of delinquent accounts and use of
collection agency.
(continued)
PROGRAM: FINANCE PAGE TWO
FUND: GENERAL
DEPARTMENT FINANCE ACCT NO. 001-1310
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Accounts Payable: Assemble and pay the debts of
the Cii, 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.
Audlts: Reviews records of businesses in City that Audit 100 major reiailers and businesses; 3 major
support business license, sales taxes, franchise fees, 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.
1. Maintain turnaround time of 30 days to process
2.
1.
2.
SIGNIFICANT CHANGES:
None.
44
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
I
t
8
1
t DEPARTMENT CITY TREASURER ACCT NO. W1-132(
t MAINTENANCE OPERATION
R WORK PROGRAM:
E PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Perform the duties and responsibilities set forth in the California government We and the Carlsbad Municipal Code.
Cash Mananement: Develop cash flow projections as 1. Gather information regarding forecasted cast
accurately as possible; maintain record of money receipts and disbursements from various City anc
coming into the treasury; ensure appropriate balances external sources.
2. Receive information of actual daily cash deposits in various checking accounts; pay money on warrants
transfer funds between various accounts to optimuc 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 services;
evaluate bids and initiate action to award contract;
monitor adequacy of banking services; arrange for
line of credit.
1
t
1 s
&
1:
R
1
I
1
I
Investment Manaclement: Provide professional 1. Determine amount, type, and term of investment;
management of the City’s investment portfolio investing endeavor to invest all inactive funds at all times.
2. Solicit telephone bids from financial institu. all inactive funds as directed by the Ci Council while
tionsbrokers; evaluate and effect investment; conforming t0 all state statutes governing the invest-
arrange for payment, delivery, and safekeeping oi ment of public funds.
investments; inform unsuccessful bidders of the
investment made.
3. Arrange for collateraliiation contracts as required.
1. Maintain data base of cash projections, investments,
interest rates, and interest income. Reconcile
bank’s re@ of safekeeping with data base.
2. Maintain records to insure that all interest incMe is
received when due.
3. Veri@ accuracy of confirmations with inv-
made.
Recordkeeplng: Develop and maintain records for all
investments and investment income. Verify receipt and
correctness of investments made.
(continued)
45
PROGRAM: CASH MANAGEMENT PAGE TWO FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 001-1320
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Reporting: Develop and prepare monthly and annual
reports to the Ci 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 activiiies, 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.
1. Act as the chairman of the Investment Review
Committee.
2. Review the Ci's investment policy with the Invest-
mem Review Committee; develop recommenda-
tions to modify; ensure compliance with the Califor-
nia Government Code.
Administrative Duties: Develop agenda, convene,
conduct, and record proceedings of the Investment
Review Committee; develop and submit annualty, or as
required, a statement of investment policy to the City
Council.
SIGNIFICANT CHANGES:
None.
46
PROGRAM: PURCHASING
FUND: GENERAL
I
I
1
1
&
]I
8
1
I
t
I
.I
e
1
1 47
n DEPARTMENT PURCHASING ACCT NO. 001-141(
1 MAINTENANCE OPERATION
WORK PROGRAM:
The Purchasing Department procures goods, services and equipment to meet the needs of the Cis departments an
divisions. B PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Bids and Quotations: Request bids, quotations and
proposals for supplies, services and equipment.
1. Update and maintain formal bid and quotation file!
2. Prepare and maintain Vendor's List by commoditie!
3. Maintain the minority and women-owned businesse
file.
Product/Service and Public Works Contracts: 1. Track and renew annual product and service cor
Provide administrative support and guidance for tracts.
productlservice annual contracts and public works
contracts. 2. Develop new annual contracts, as needed.
3. Maintain current Contractor's list by classification!
4. Develop and administer joint agency contracts.
1. Review usage of items, make adjustments on slow
moving items. Add new items as needed, wil
emphasis on recycled products.
2. Update stores catalog semiannually and distribul
new catalog annually.
.
Central Stores: Provide ordering, receiving, storing
and delivery of office and special supplies.
Messenger and Mall Servlce: Provide twicedaily
interdepartmental mail service to City facilities, and
daily pick-up, posting/delivery of U.S. M&I to Ci Hall.
Surplus Propem. Manage the transfer and disposal
of City property and lost/unclaimed Police property.
1. Review and adjust messenger route and service!
2. Reduce overall postage costs for mail services.
1. Maintain inventory of surplus Ci property ar
direct surplus property to requesting departments i
il becomes available.
2. Dired disposal of surplus and Wunclaimed potic
property as needed. 1 SIGNIFICANT CHANGES:
None.
PROGRAM: HUMAN RESOURCES
FUND: GENERAL DEPARTMENT: HUMAN RESOURCES ACCT NO. 001-1510
MAINTENANCE OPERATION
WORK PROGRAM:
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 ACTIVITIES: PERFORMANCE OBJECTIVES:
Employment Services: Administer a meriit personnel 1. Conduct any recruitment with the objective of
system, Affirmative Action Program, personnel guide- attracting well qualified applicants for available
lines, training, new employee orientations, contempo- positions.
2. Continue to review the City’s empioyment policies rary testing methods, effective employer/ employee
to insure that they are free from artificial barriers. 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: Continualty review
and maintain the City’s compensation and classification
system.
1. Conduct all salary surveys in accordance with
established compensation policies and guidelines.
2. Respond to the ongoing classification needs of the
organization.
Benefits: Administer and direct all the City’s compre-
hensive employee benefit programs. Update and
modify programs as necessary.
1. Educate employees relative to their benefits.
2. Communicate and respond to questions and inqui-
3. interpret and implement legislation that affects
des relative to benefis.
benefits.
Employee and Organizational DeveioRment: 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 Ci of Carlsbad.
SIGNIFICANT CHANGES:
None.
48
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
s
I
8
1
I
li
I
I
1
1
1
8
a s
&
1
I DEPARTMENT HUMAN RESOURCES ACCT NO. 613-191
1 MAINTENANCE OPERATION
WORK PROGRAM:
This fund is used to pay health insurance premiums to Northwestern National Me. I SIGNIFICANT CHANGES:
None.
49
PROGRAM: ADMINISTRATION
FUND: GENERAL DEPARTMENT: INFORMATION SYSTEMS ACCT NO. W1-?710
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 Ci Clerk, and minutes senrice for 18 Ci Boards, Commissions, and
Committees.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY11 993 CY11 992
Duplicatfon Equipment: Keep the Ci Hall copy 1. Copies:
machine operational by provision of key operator servi- 720,327 814,860
ces, supplies, and current maintenance agreement.
Records Manaqement 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 Ci's operation, storage of historical documents, and
destruction of obsolete records.
CW Clerk Staff Support Services: Assist public and
Ci departments with requests for information; provide 71 Agendas 126 Agendas
research setvices concerning Council action since City 556 Agenda Bills 604 Agenda Bills
incorporation on 7-16-52; 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 Documentsto 338 Documentsto
Recorder in accordance with 'Brown Act' for Council, CMWD
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 CI 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
I. Documents Processed:
Recorder
and Committees. and Committees.
SIGNIFICANT CHANGES:
None.
50
PROGRAM: DATA PROCESSING
FUND: INTERNAL SERVICE
c
c
II
1
II
b
@ DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640-172
i MAINTENANCE OPERATION
@ WORK PROGRAM:
Provide resources that will support departments in the performance of work tasks through automation an(
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 City applications
utilized by all departments and another for cataloging
and circulation by the Library); two HP UNIX work-
stations used for the Ci'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.
Telecommunlcatlon Servlces: Maintain the voice and
data telecommunications networks for all Ci facilities.
This includes: all additions and modifications to over
350 communication circuits; approximately 500 phone
instruments; and 730 voice mail boxes.
New Appllcations: 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.
1. Ensure that all Ci computers remain operationz
with minimum downtime.
2. Guarantee availability of hardware maintenance fa
all the Ci's mini computers, workstations, micrc
computers and the Ciide network.
3. Provide effective software support for standard 0
software and applications developed in-house.
m
a
1. Ensure that the City's telecommunication networC
and it's associated equipment remain operationa
with minimum downtime.
2. Provide necessary support for all telephone anc
data communication usage.
1. Meet the informational needs of the users.
2. Encourage the appropriate use of computers anc
communication technology to increase productivity
n
8
i
I s
1
B
SIGN I FI CANT CHANGES:
None.
t 51
1991-92
ACTUAL
PERSONNEL $ 30,668
MAINTENANCE OPERATION 706,408
CAPITAL OUTLAY 0
GRAND TOTAL $ 737,076
1992-93 1993-94 199495
ACTUAL BUDGET BUDGET
$ 64,792 $ 70,836 $ 70,900
=,m 776,000 776,000
0 0 0
$ 704,292 $ 846,836 $ 846,900
PROGRAM: GENERAL LIABILITY I
z
I
I
c
I
I
8
1
8
8
I
1
II
I
FUND: SELF-INSURANCE @ DEPARTMENT: RISK MANAGEMENT ACCT NO. 612-191
I MAINTENANCE OPERATION
WORK PROGRAM:
The Risk Management Department administers the Insurance/Setf-Insurance Program, directs the Loss Preventior
Training Program, and controls the administration of the Claims Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Insurance/Setf-Insurance: Directs the marketing, 1. Reduce the level of risk exposure by continuing tc
renewal, planning and funding of the insured and self- search for sources of coverage through traditiona
funded portions of the program; administers the markets and any other available sources.
general liability self-insurance fund.
General LiabllitV Clalms Manaqement: Directs and
administers the Claims Management Program for
property, casuaHy and general liability by utilizing a
combination of in-house servicing and third party
contract administration. 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 adminis-
trative and insurance expenses.
LRiqation ManaQement: Works in conjunction with
the City Attorney's office and outside counsel to
monitor, control and resolve litigated matters in the
areas of property, casualty and general liability.
Loss PrevenPion/lralnlng: Provides direction, pro-
gramming and training for various City departments in
order to minimize the potential risk of future losses.
1. Continue to enhance communications with employ
ees, medical care providers and third pafly adminis
trators.
1. Provide necessary support to the Ci Attorney's
office and outside counsel.
1. Support Loss Prevention Committee 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.
1. Revise the Special Event policy to complement the
8
Special Event/Facillty Use Proqrams: Assist with the
administration of the Special EvenUFaciliies Use Special Events Ordinance.
Programs in order to ensure compliance with Council
policies established for the protection of the partici-
pants, sponsors, spectators and Ci.
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. 1
53
PROGRAM: ADM I NISTRATION
FUND: COMMUNITY FACILITIES DISTRICT NO. 1
DEPARTMENT: FINANCE ACCT NO. 430-1340
MAINTENANCE OPERATION
WORK PROGRAM:
The Finance Department is responsible for administration of Community Facilities District (CFD) No. 1. The CFD
encompasses over 900 parcels and is expected to double as land moves through the development process. Funding
is provided by property Owners within the CFD.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Debt Management: 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 future
4. Calculate and maintain reserve for arbitrage.
1. Establish annual special tax rates for undeveloped
iand and taxes paid at building permit issuance.
2. Submit special taxes for County property tax rolls
and monitor delinquencies.
3. Place and remove tax liens.
1. Prepare annual cash flow analyses for current and
2. Prepare budget scheduling capital projectsfor future
debt.
Taxation: Establish and collect special taxes.
Capital Projects BudBet: Develop annual budget for CFD capital projects. Mure years.
years.
1. Provide Council with necessary information and
documents to annex developing property into CFD.
2. Coordinate with Community Development on lanc
use changes and parcel segregations.
3. Provide CFD costs and information to propen
owners, escrow companies, and developers.
Land Use Coordination: Annex developing property
and provide accurate financial information on changing
land use designations.
SIGNIFICANT CHANGES:
None.
!j4
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
I
I
II
8 1050-2490 Beach Parking 18,000 36,000 39,668 =,000 1 oo1-1051 Hiring Center 65,000 76,498 ~,oo 80,000
& 19-90-230 Leases (mandated & contractual) 21 0,000 1~,500 87,000 0
I 19-90-2999 Contingencies (Budget request) 2,00(J,OOo 1 12,367 593,829 343,OOo
I 19-90-2198 Golf Course Contribution 329,800 565,200 0 0
1991-92 1992-93 1993-94 1994-95 I ACTUAL ACTUAL BUDGET BUDGET
1041-2993 Community Promotion 194,634 246,205 261,604 205,000
1030-2993 Community Contributions 80,530 75,000 75,000 75,000
19-67-1922 Hosp Grove Debt Service 305,970 735,051 81 3,600 812,500
1 19-90-2489 Animal Regulation Contract 82,037 168,224 112,000 125,000
19-90-2520 Dues and Subscriptions 23,742 26,008 am 23,000
1 62-10-221 1 Street Lighting Assessment =,000 28,000 a000 28,000
1 19-90-2477 Property Tax Administration fee 165,828 161,975 190,322 185,OOO
I
I 001-3030 Economic Development 0 18,403 31,597 48,000
I
8 s
8
I 55
161-4122 Tree Maintenance Assessment 81,297 66,140 66,140 66,140
19-90-2479 Bond Service 10,215 15,783 18,400 17,300
& 2921
1990-2471 Audit 33,875 41,275 68,255 40,000
t y/f -
56
PROGRAM: POLICE
FUND: GENERAYASSET FORFEITURE
I
I
8
I
ct
1 s
I m
1
I
1
D DEPARTMENT: POLICE SUMMAR
1 MAINTENANCE OPERATION
WORK PROGRAM:
To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and within the framewoi
of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe environment fc
residents and visitors of Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
i
Operations 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.
Investillations Division: Provide follow-up and 1. Investigate and follow-up crimes and incidei
investigation of crimes, diversion of juvenile offenders,
enforcement of vice/narcotics 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 Cii
wide for Priori One calls.
reports.
1. Maintain crime prevention activities in the cornmi
nity including Neighborhood Watch and communl
presentations.
2. Maintain 2 full-time DARE officers for drug abus
education in elementary, junior high, and hig
schools.
Community 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 focL group interview.
2. Continue positive relationship with media, provic
Business Liaison services, and expand communir
relations activities.
3. Maintain Citizen 'Ride-Along' program. a
I SIGNIFICANT CHANGES:
None. 8
I 57
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2110
MAlNTfZNANCE 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 City and its citizens. Provide leadership and support to department divisions. Establish
policies and long-range plans to meet department goals and Ci needs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Servlce Proclrams: Develop and manage programs
which reduce crime, encourage citizen participation, and improve comrnun'i 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" Orqanizatlonal Development: Assist staff with indivi-
dual and group development. training.
Division Support:
divisions to assist with meeting goals.
Leadershie: Provide department staff with the know-
ledge and training necessary to carry out the depart-
ment's mission. of Values.
SIGN I FlCANY CHANGES:
Provide support to department 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 Ci's Statement
None.
58
PROGRAM: OPERATIONS
FUND: GENERAL
I
8 s
ci
I
I
1
8
DEPARTMENT POLICE ACCT NO. 001-212c
I MAINTENANCE OPERATION
WORK PROGRAM:
Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to thc
community. Enforce laws and ordinances, preserve the peace and provide for protection of life and property througl
proactive programs of enforcement and prevention. I
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1993 - 1991 - 1992 -
60,446
Calls for Service: Respond to calls for service for
emergency and non-emergency services. Investigate
crimes and enforce City ordinances.
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 Priority One (emer- 1. Response Times:
gency) calls for service in less than six minutes.
1. Calls for Service:
71,360 64,813 I
12,030 10,755 10,116
4.8 min. 5.0 min. 4.9 min. I
1 SIGNIFICANT CHANGES:
None. I
1
1
I
1
I 59
PROGRAM: INVESTIGATIONS
FUND: GENERAL
DEPARTMENT: POLfCE ACCT NO. 001-2130
MAINTENANCE OPERATION
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:
1992 - 1993 - 1991 -
Investigations: 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 assauk*
Property Crimes - includes burglary, larceny theft 18% 12% 15%
and motor vehicle theft.*
Propem Recovery: Dollar value of propety recov- 1. Property Recovery Rates: ered as a percentage of dollar value of all property
stolen.
Juvenile Dhrersion: The diversion of juveniles, both 1. Juveniles Diverted:
delinquent and pre-delinquent, within and prior to the
criminal justice system for rehabilitative opportunities.
* 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).
33% 48% 33%
NIA** 294 319
** N/A due to implementation of new recordkeeping
system. Numbers previousty given were nol
comparable.
SIGNIFICANT CHANGES:
Expenses for property and evidence activities have been transferred from this program to its Own account. This has
resutied in a budget reduction within Investigations.
60
PROGRAM: VICEINARCOTICS
FUND: GENERAL
I
4
c
1
8 DEPARTMENT POLICE ACCT NO. 001-213'
1 MAINTENANCE OPERATION
1 WORK PROGRAM:
I To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of those responsible for the us, distribution, sales and proliferation of illegal drugs in the community and to identify and arre3
those responsible for violations of laws concerning prostitution, gambling, liquor laws and other illegal activities.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
- 1991 - 1992 - 1993
Felonv and Misdemeanor Narcotics Arrests: The 1. Arrests: 50 43 50 arrest of suspects for felony and misdemeanor narco-
tics violations.
8
8
I
I
B
1
I
1
I
1
I
Other ActlvRles: Includes crime cases, citations, 1. Other: 58 60 90 juvenile contacts and field interviews.
SIGNIFICANT CHANGES:
None.
61
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 ta lawful within three years.
owners; dispose of property according to law.
1. Dispose of all acquired property and evidence
SIG NI FlCANT 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 accuratety reflect functionality.
62
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
II
I
I
1
1
1
1
8
I
8
@
1
I
1
1
8
I DEPARTMENT POLICE ACCT NO. 001-2140
8 MAINTENANCE OPERATION
WORK PROGRAM:
Provide support to the Police Department in the form of police and fire emergency communications, training, Crimi
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.
Crlme Prevention: Present crime prevention and
neighborhood watch programs throughout the Ci.
Assist in community relations programs and oversee
the False Alarm program.
Trainincl 8 Personnel: Coordinate all department 1. Increased on-site training to be conducted throus
training, recruit new employees, organize testing use of satellite and interactive video disk formats
programs and conduct P.O.S.T. mandated pre-employ-
1. Conduct research and development on improver systems.
1. Work with patrol division to improve participation c
employees.
I ment investigations.
Records: Provides processing, filing and maintenance
1993 of all department official records. Responsible for data
entry into the ANIS system and for statewide reporting of crime information. Responsible for public reception, 12,030 10,755 10,116
information and fingerprinting.
Information Systems: Maintain and develop the
department’s automated programs such as CAD,
ARJIS, and the microcomputer network.
1. Number of reports:
1991 - 1992 - -
1. Develop and upgrade program for the CAD syster
SIGN I FICANT CHANGES:
None.
63
PROGRAM: RESERVE OFFICERS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-215(
MAINTENANCE OPERATION
WORK PROGRAM:
To provide support for patrol and traffic functions through the assistance of Reserve Police Officer volunteer services.
PROGRAM ACTlVlTl ES: 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 anc
Spring Faires as well as other community events.
2. Assist Vice/Narcotics Unit with sewing searct
warrants and with special operations.
3. Provide assistance to detectives and traffic officers
with follow-up and special investigations.
SIGN I FlCANY CHANGES:
None.
64
P’ROG RAM : TRAFFIC
1:
I
I
I
I
8
I
I
I
II
1
1
I
I
I FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-216C
8. MAINTENANCE OPERATION
8 WORK PROGRAM:
To provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Tc
provide accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1991 1992 1993 ---
Enforcement Proflle: Maintain a high profile of traffic
enforcement in order to reduce traffic collisions City-
wide.
Accident Investimtion: Conduct accident investiga-
tions to document location, time, and cause of traffic
accidents in order to provide targeted traffic enforce-
ment.
1. Total Collisions:
974 765 775
1. Number of Hit and Run Investigations:
53 62 76
2. Hit and Run Cases Cleared:
64% 58% 95%
SIGN I FlCAMT CHANGES: I None.
I 65
PROGRAM: JUVENILE DIVERSION
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
Juvenlle Diversion: The diversion of juveniles, both 1. Number of Juvenile participants:
delinquent and pre-delinquent, within and prior to the
criminal justice system for rehabilitative opportunities. N/A* 294 319
N/A due to implementation of recordkeeping system.
Numbers previously given were not comparable.
SIGNIFICANT CHANGES:
None.
66
PROGRAM: D.A.R.E.
FUND: POLICE ASSET FORFEITURE
I
I
u
1
I
1
I
I
1
I
I
I
1
I
B
I
D DEPARTMENT: POLICE ACCT NO. 121-2141
1 MAINTENANCE OPERATION
I WORK PROGRAM:
Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on ther
to experiment with drugs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Student Education: Provide drug abuse prevention 1. Reach 3,000 - 4,000 students per year at 9 elemer
instruction to all Carlsbad Unified School District tary schools, 1 junior high school, and 1 hig
schools including elementary, junior high and high
schools.
Communitv Education: Assist schools and parents
with drug abuse prevention programs.
school.
1. Attend parent-teacher meetings, provide workshop
for parents and teachers, and participate in variou
community and school activities.
SIGNIFICANT CHANGES:
None.
67
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 deparlments and external agencies for disaster planning, thus providing for
emergency care and a framework to assist in an orderly recovery after the emergency.
SIGN IFICANT 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.
68
PROGFWM: ADM I N ISTRATION
FUND: GENERAL
I
1
1
D
I
1
1
I
I
I
I
1
8
I
I
I DEPARTMENT: FIRE ACCT NO. 001-22
I MA1 NTEN AN CE 0 PERATIO N
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, tP
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 Mana
ment Program toward scheduling the relocatior
Fire Station Three and Six.
2. Participate in the San Diego County Unified Disa:
Council and Hazardous Materials Response, Jc
Powers Authorities.
3. Coordinate departmental information systems.
4. Par&icipate in regional planning activiiies.
I SIGNIFICANT CHANGES:
Personnel costs are down due to the elimination of one Battalion Chief position. A Management Analyst has replac
this position and is unfunded.
I 69
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.
70
PROGRAM: FIRE PREVENTION
FUND: GENERAL
I
1
1
1
@
1
a
I
1
I
I
I
I
I
I DEPARTMENT FIRE ACCT NO. 001-223
1 MAINTENANCE OPERATION
WORK PROGRAM:
Manage the potential for fire loss in the community through fire code enforcement and public education activities whicl
increase citizen awareness of fire and life safety practices.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Enforcement and Englneerinq: Provide code en- 1. Provide training and administrative support fc
forcement occupancy inspections in existing public
2. Conduct ffire inspections in all City buildings an1 buildings and those under construction.
3. Perform code compliance reviews on an anticipate1
4. Perform 1,OOO new construction and foliow-u,
engine company code enforcement activity.
high-risk occupancies annually.
700 construction pian submittals.
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 an
4th grades in all schools within the City, public an
2. Provide community safety educational program
which foster self-help and reliance in preparing fc
and in the handling of emergencies.
3. Provide fire safety education programs during fin
prevention week and at various community events
1
I
SIGNIFICANT CHANGES:
None.
I 71
PROGRAM: EMERGENCY MEDICAL SERVICES
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2240
MAINTENANCE OPERATION
WORK PROGRAM:
Provide paramedic level emergency medical care to the Ci, meeting or exceeding the guidelines of State and County
agencies.
PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES:
Response Levels: Maintain a high and safe level of
safety services throughout the City.
Traininq: 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 criteria 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 quarterty.
monthly basis.
medical calls for service.
SIGNIFICANT CHANGES:
None.
72
PROGRAM: WEED ABATEMENT
FUND: GENERAL
I
I
I
1
I
1
8
1
I
i
I
1
I
I
I
8 73
I DEPARTMENT: FIRE ACCT NO. 001-22!
I MAINTENANCE OPERATION
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective abatement progran ' PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Hazard Identffication: Identify and serve notice to
owners of properties on which fire hazards exist or are
likely to exist.
1. Select 900-1 100 parcels for clearance.
2. Obtain City Council approval for abatement.
3. Mail notices to property owners in May.
1. Inspect all property noticed.
2. Clean all property not abated by Owners in JUI
and July.
3. Manage contractor performance and payme
system.
4. Obtain Ci Council approval to place abateme
costs onto individuals property tax roll in July.
5. Submit charges to County Auditor for recovery I
property tax billing by August.
Hazard Abatement: Assure abatement of hazards on
property identified in program activity 1.
SIGNIFICANT CHANGES:
None.
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:
Tratnlna and Education: Conduct classroom and
simulation training sessions for all key City staff mem- bers.
Inter-Aaency 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 City Emergency
Operations Center staff on disaster preparedness.
1. Represent the Ci of Carlsbad in planning for
SIGN IFlCANB 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.
74
PROGRAM: ADMINISTRATION
FUND: GENERAL
I
I
I
I
1
1
1
I
I
I
I
I
I
I
1
I
I DEPARTMENT COMMUNITY DEVELOPMENT ACCT NO. 001301
I; MAINTENANCE OPERATION
WORK PROGRAM:
Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Geographic Information Systen
and Housing and Redevelopment Departments in the implementation and fulfillment of their work programs. Suppc
and assist the Ci Manager, Ci Council and various City Boards and Commissions. Provide a high level
communication and service to the community, service organizations, developers and other agencies.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Coordination: Coordinate, guide, and direct all 1. Continue quarteriy review of all inter-departmen
Community Development Departments in accompli- goals and objectives.
2. Coordinate the activities of all Community Devela shing Ci Council goals and objectives.
ment departments at the Development Processii
Counter.
3. Provide support and direction to all Commun
Development Departments involved with achieb
ment of the Ci's affordable housing, grow
management and economic development goals.
1. Conduct periodic meetings and workshops to ass
Community Development staff and various Comm
sions in understanding the development proce!
and pertinent laws and regulations.
2. Encourage departmental and interdepartmen
meetings which allow Community Development st
to participate in problem identification and reso
tions.
3. Act as a liaison between community organkatio
and Ci staff in initiating and implementing pi
grams which provide social benefit Po the la
population.
Communlcatlon: Facilitate increased communication
between Ci departments, the community and outside
agencies.
SIGNIFICANT CHANGES: I None.
75
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 Ci 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 Ci 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.
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.
1. Conduct a comprehensive design of the required
functions of the maintenance applications.
2. Program the functions required into a package of
software routines which will enable permit clerks to
access, query and enter data into the system.
SIGNIFICANT CHANGES:
None.
76
PROGRAM: ENGINEERING
FUND: GENERAL
I
I
I
I
I
I
1
I
I
6 z
I
I
I
I
I
I
I DEPARTMENT ENGINEERING ACCT NO. 001311
I MAINTENANCE OPERATION
WORK PROGRAM:
The Engineering Division provides engineering services to the public and other Ci departments regarding 11
preparation and processing of designs and construction documents. The department is also responsible for ensurii
that development and public improvements are properly designed and constructed without jeopardizing public safc
or the well being of the community.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
ADMINISTRATION
Coordinatlon Function: Coordinate and direct all
divisions to ensure accomplishment of Cii Council
Goals and Objectives.
Administrative and Clerical Support Function: 1. Complete cross training program for all departms
Provides administrative and clerical support to all other
divisions.
Manaaement Reportins System Function: Ensure
that Management Reponing System is accurately main-
tained and generates all reports on schedule.
Record Keepinq Function: Provide accurate records
filed in a standardized and efficient manner.
DEVELOPMENT
Land Use Development Review: Provide comprehen-
sive engineering input to the Planning Department for
all Land Use Development applications within statutory
time limits and divisional goals.
1. Establish program and quarterly review process
ensure all management objectives are completi
within established timeframe.
clerical staff during the 1994-95 fiscal year. .
1. Develop reporting systems for managing projec
setting fee schedules and development perr
processing.
1. Review and revise filing procedures.
1. Process all complete applications within 6 mort
(without EIR) or 12 months (with EIR). Prm
small projects within 3 months.
2. Maintain turnaround time for application compls
ness review of 20 days.
Engineerlna Plancheck: Process all engineering
development plans and maps in a professional manner
maintaining a high quality and meeting production
goals.
1. Maintain an average turnaround time of 20 days
2. Reduce the number of continuing pianchecks tc
all planchecks.
minimum.
(continued)
77
PROGRAM: ENGINEERING PAGE TWO
DEPARTMENT: ENGINEERING ACCT NO. 001-3110
FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Developmental Services: To ensure all Engineering
questions related to land development are answered in
a timely and friendly manner.
TRANSPORTATION AND CAPITAL PROJECTS
Investlastlons: Review, analyze and report on a wide
variety of traffic issues, concerns, complaints and
inquiries.
Contlnulnq Operstlons: Maintain upto-date record of
collision reports, speed surveys, traffic counts and
assist in maintaining optimum traffic signal operations.
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.
1. Complete investigations within a timely manner (24
weeks). Follow-up on recommendations by issuing
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.
Prolect 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 interdepartment needs and
concepts. Provide interdepartment coordination on concerns.
various issues on an as-needed basis.
Coordination: Coordinate the design, construction, 1. Thoroughly and efficientty 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 Ci through a Ci departments through a coordinated Capital
combined and comprehensive inspection program. Program.
Construction and Inspectlon: 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.
SIGNIFICANT CHANGES:
Personnel costs have increased due to the transfer of one-haif Associate Engineer from Growth Management to this
program. Three positions will remain unfunded in this 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.
78
PROGRAM: PLANNING COMMISSION
FUND: GENERAL
1
I
I
I
I
I
T
0
I
I
I
1
I
I
I
I 79
1 DEPARTMENT PLANNING ACCT NO. 001322
E MAINTENANCE OPERATION
WORK PROGRAM:
Advise the Ci Council on all matters relating to land use, growth management, and implementation of the C$
General Plan.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
lmplementatlon of the General Plan: Review all 1. Make advisory recommendations to the Ci Cour
development projects and long-range planning pro- regarding implementation and updating of t
grams for compliance with the General Plan. General Plan.
2. When needed, provide recommendations to t
Council regarding policy Issues that affect lor
range planning for the Ci.
Revlew of Development Proiects: Review and 1. Provide timely recommendations to the City Cour
approve/deny development projects brought before when the Planning Department has completed
Commission, in compliance with all Ci zoning, sub- review d a development project for compliance H
division and environmental ordinances. Provide the General Plan and all zoning, subdivision a
recommendations to the Ci Council on projects envlronrnental ordinances.
2. Provide a forum for public input into the review requiring Council approval.
development projects.
3. Provide clear, concise findings to the City Cour
to support the recommendations of the Comn
sion.
Implementation of Growth Mananement Plan: 1. Provide reports to the Ci Council on the LC
Review projects for compliance with Growth Manage- Facilities Management Plans once staff has c(
ment Plan. pleted detailed review.
2. Review annual Capital Improvement Program (C
for consistency with Growth Management Plan.
SIGNIFICANT CHANGES: ti None.
1991 -92
ACTUAL
PERSONNEL $ 1,353,696
MAINTENANCE OPERATION 728,45 1
CAPITAL OUTLAY 0.
GRAND TOTAL $ 2,082,420
FULL TIME POSITIONS 27
HOURLY/FTE POSITIONS - I
1992-93 1993-94 1994-95
ACTUAL BUDGET BUDGET
$ 1,354,749 $ 1,380,607 $ 1,424,113
426,536 529,063 427,092
0 13,500 0
$ 1,781,285 $ 1,923,170 $ 1,851,205
23 23 23
0 - 0
PROGRAM: GROWTH MANAGEMENT
FUND: GENERAL
1
1
I
1
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II
I
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I
1
I
I DEPARTMENT COMMUNITY DEVELOPMENT ACCT NO. 001-3241
8 MAINTENANCE OPERATION
WORK PROGRAM:
Implement, monitor and update the City's Growth Management Program. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Preparation and Implementation of Local FacllRles
Manaqement Plans: Work with other City Depart-
ments, property owners and their consultants to
complete the Local Facilities Management Plans for
those zones where a plan has not been adopted and
to implement the provisions of adopted plans, includ-
ing Financing Plans and amendments where neces-
wry.
Monttorinq: Monitor the growth activity in the City and assess the impacts on public facilities for each of the
eleven public facilities.
Coordlnatioor wRh Finance Department: Work with
Finance Department on Mello-Roos District, Zone
Financing Plans, Fiscal Impact of the General Plan, and ' the Capital Improvement Program.
Public Information: Provide Growth Management
information to the public and staff.
1. Review and process Local Facilities Managemel
Plans for Zones 10, 17, 2O(A), and 25.
i 1. Distribute monthly status report.
2. Complete and adopt Comprehensive Annual Mor
toring Report and update once.
1. Process Financing Plans for Zones 9, 14, 15, 1
and 24.
1. Meet regularly with Planning and Engineering stz
to answer questions on implementation of Grow
Management requirements. Keep Growth Manag
men! Notebook up to date.
SIGNIFICANT CHANGES:
One half of an Associate Engineer position has been transferred to Engineering.
81
PROGRAM:
FUND: GENERAL
HISTORIC PRES E RVATlO N
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 ACTIVITIES: PERFORMANCE OBJECTIVES:
Documentation and Revlew of Sites: Research, 1. Maintain and update the Historic Resource Inven-
tory.
Identify and recommend the historic designation within the City.
of various historic sites.
Continue to distribute the Informational preserva-
tion brochure.
photos and video recording of potential historic sites
2.
Historic Preservation Education: Participation in and
the promotion of public education pertaining to historic
areas and sites.
Plaque Program: 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
Cultural 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.
82
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
1
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I
1
I
4
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1
1
1
I
1
J
II
1
1%
1
I a3
DEPARTMENT: BUILDING INSPECTION ACCT NO. 001-3t
MA1 NTENANCE OPERATION
WORK PROGRAM:
Provide support to the public through timely response to citizen inquiries, the issuance of building permits, f
inspections, plancheck services, and enforcing Clty codes and regulations.
PROGRAM ACTOVITIES: PERFORMANCE OBJECTIVES:
Building 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 opt
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 ti
occur.
Buildinq Inspection: Provide field inspection and
code enforcement for all building construction and
non-conforming uses.
1. Provide opportunities to attend both in-house i
outside technical seminars and training for
inspection personnel in order to enhance ti
knowledge of building construction and rela
codes.
2. Conduct field inspections for residential, commer
and industrial projects ensuring compliance with
Uniform Building, Mechanical, Electrical, Plumb1
etc. Codes, as adopted by the City of Carlsbac
3. Respond to citizen inquiries and complaints i
timely manner.
4. Conduct pre-construction meetings with builc
contractors in order to clarify requirements i
avoid future construction problems.
5. Assist the Finance Department in identifying IC
businesses operating without the appropr
licenses.
6. Develop and implement an improved Code Enfoi
ment recordkeeping system.
7. Identify code violations and work with prop
ownerslcode violators to bring the violation
compliance with City codes and ordinances.
SIGNIFICANT CHANGES:
Maintenance and operation expenses are down due to anticipated volume reduction of plan checks performed.
' rt- -
84
PROGRAM: LIBRARY
FUND: VARIOUS
1
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1
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1 DEPARTMENT LIBRARY SUMMAR
MAINTENANCE OPERATION
WORK PROGRAM:
The Carlsbad Cii Library provides educational, informational, and recreational services for all community resident
provides both print and non-print resources that respond to the interests and needs of a diverse population; providi
convenient access and adequate space for users and resources; and promotes a broad awareness of the library ar
its services. The library contributes to the enrichment of Carlsbad’s citizens by supporting lifelong learning and ti
pursuit of knowledge.
85
PROGRAM: FUND: GENERAL
AD M I N I STRATI 0 N
DEPARTMENT: LIBRARY ACCT NO. W14010
MAINTENANCE OPERATION
WORK PROGRAM:
Provide leadership for the library and its ten divisions; plan for the growth of resourcBs 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 Sera Cooperative Library System.
PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES:
Budget Preparation and Fund Accountlnq: Prepare
department budget; process invoices, warrants and
requisitions; monitor expenditures; maintain fiscal
records.
Strateglc Planning: Develop long-range plans for new
and expanded library services, resources, and facilities
to meet current and future needs.
Community Relations: Manage programs, exhibits,
graphic arts, and all external public relations.
1. Refine automated fund accounting and on-order
2. Monitor and distribute upto-date account balances
information.
to all divisions.
1. Develop Strategic Plan for the library for 1994-98 by
the end of 1994.
1. Work closely with local media to promote the lihrary.
2. Sponsor ai least one adult program and two exhibas
3. Produce fiyers, 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 $2O,OOO through book sales.
Reports and Grants: Handle grants and reports at
local and State levels. 1. Prepare detailed monthly statistics on library use.
2. Write annual reports for State and local use.
3. Manage grants supported by State and Federal
funding.
Internal Management:
library's divisions and for the Cultural Arts Mice.
Provide feadership for the 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, light, and water expenses have been transferred to the California Library Services Act (CLSA) grant
fund.
86
PROGRAM: CIRCULATION SERVICES
FUND: GENERAL
8
3.
1
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8
1E
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' DEPARTMENT: LIBRARY ACCT NO. 001-402
I MAINTENANCE OPERATION
WORK PROGRAM:
The Circulation Division assists the public with check-in and check-out of library materials, both print and non-prii
maintains patron records; registers new borrowers; responds to in-person and telephoned circulation questions; direc
calls to appropriate divisions; shelves adutt books and AV materials; recruits and supervises volunteers; delivers ai
returns both print and non-print items for homebound patrons; registers patrons for Braille Institute Library; ai
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 item; rent audiovisual equipment.
Patron Maintenance: Process delinquencies; collect 1. Library Cards Processed: fines and fees; register and issue cards to all library
users; modify or delete patron records.
717,869 786,731 763,662
10,650 11,158 10,807
2. Patron Modifications:
30,766 27,576 26,008
Reserves and Deliveries: Handle reserve notices for 1. Reserve Notices Processed:
materials placed on hold; maintain a hold sheff for
distribution of reserved items; sort and route deliveries
of materials to and from other libraries.
6,607 9,411 10,632 1
SIGNIFICANT CHANGES:
One tibray Assistant I continues to be unfunded in this budget.
1 87
PROGRAM: REFERENCE SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4U22
MA1 NTEN AN CE OPE RATION
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.
lnterlibrarv Loan: Send to and receive from other 1. Interlibrary Loans: libraries requests for books, microfilm, and photo-
books, audio and video materials; provide library 64,282 68,083 75,345
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
use of self-service computer data bases. Continue to
index the Carlsbad JourndISun using computer soft-
ware.
48,852 60,793 74,964
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.
SIGN I FICANT CHANGES:
Personnel costs are down due to the unfunding of one Librarian I, while one tibrary Assistant continues to be unfunded.
88
PROGRAM: GE N EALOGY/LOCAL HISTORY
FUND: GENERAL
B
1
1
J
@
I
i
DEPARTMENT: LIBRARY ACCT NO. 001902:
b MAINTENANCE OPERATION
WORK PROGRAM:
The Genealogy/Local History Division provides information service, instructional assistance, and research services
the public. The Division Head manages the selection, classification, and organization of a collection of 38,000 volume
It is a collection of excellence that draws researchers from all over Southern California. J
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 2. Process 14,000 inquiries.
3. Plan and hold orientations for visiting groups. I California groups. ' County Genealogical Society has acted as a support genealogists. Coordination with NSDCGS: The North San Diego
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-monthty 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. I
E
I a
E
P
B
1 SIGN I FICANT CHANGES:
None.
a9
PROGRAM: CENTRO DE INFORMACI~N
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014024
MAINTENANCE OPERATION
WORK PROGRAM:
The Centro de Informaci6n meets the information needs of Spanish-speaking adults and children, especialiy 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.
Programming: 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
- 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.
90
PROGRAM:
FUND: GENERAL
CH I LDREN ’S S ERVlC ES
I
1
I
1
I
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1
I
1
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1
#
6
I
I
g DEPARTMENT: LIBRARY ACCT NO. 001-4030
T MAINTENANCE OPERATION
WORK PROGRAM:
The Children’s Library serves children from preschool through Junior High and introduces young people to the wonder
of reading. The Division provides library skills classes, group tours, reading incentive programs, and activities thi
educate or encourage creativity. The Division also assists teachers and aduP students in education, child developmer
and children’s literature.
PROGRAM ACTIVITIES: W 0 R KLOAD M EAS U RES:
1990-91 1991-92 1992-93 ---
General Reference Services: Respond to in-person 1. Reference Questions:
and telephone questions, provide reader’s advisory,
library skills Instruction, group tours, and class visits.
Collection Development: Select new materials, both 1. Children’s Circulation:
print and non-print, and provide collection maintenance
and stack ofganbation. There has been an increas-
ingly heavy demand on the collection due to limited
hours and closures at other libraries.
Prosram Activities: Includes Summer Reading Club, 1. Program Attendance:
special holiday and seasonal events, annual short story
contest, spelling bee, pet show, and cultural enrich-
ment programs. introduces children to literature and
encourages creativii. Cooperative programs with the Centro provide mulIi-cuPtural experiences.
21,828 26,628 21,120
190,791 200,685 230,034
10,134* 7,638* 7,54 1
1 PERFORMANCE OBJECTIVES:
* Programs now held in library where space lim
attendance. Registration now required.
1. Visit Carlsbad schools and present programs least twice a month.
2. Present at least 12 children’s programs per mon
SIGN I FICANT CHANGES: J. None.
91
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
DEPARTMENT LIBRARY ACCT NO. 0014040
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
items and gifts. Repairs damaged materials and arranges for binding and rebinding. 16,641 18,452 16,903
1990-91 1991-92 1992-93
1. Items Cataloged and Processed:
2. Items Handled Binding:
2,585 2,199 2,277
Database Maintenance: Adds new items to the online
database and deletes information for lost or discarded materials. 16,641 18,452 16,903
1. Items Added to Database
2. Items Withdrawn:
14,645 11,836 12,941
PERFORMANCE OBJECTIVE§:
1. To ensure system availabilily (up time) at least 99%
2. To conduct two training sessions for staff following
Circulation System and Online Cataloq: Operates
the library’s INLEX 3OOO System, including all software
related activiiies, writes instructions, and trains daff on
new features.
of hours the library is open.
INLW software updates.
SIGNIFICANT CHANGE§:
None.
92
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERAL
I
#
I
I
3
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1E
1
I
]I
II
B
1
8
I
4
I
@ DEPARTMENT: LIBRARY ACCT NO. 001-404
8 MAINTENANCE OPERATION
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all materia
budgets. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Planning: Develop plans for the collection of mater-
ials.
Budqeting: Prepare division and library-wide materials
budgets; monitor expenditures for department and materials.
Coordinate Selection of Materials: Coordinate 1. Coordinate selection and ordering of at least l0,O
selection and ordering of print and non-print materials. new print and non-print materials.
2. Product a list of new videos each month for 1
public.
1. Review and update the library’s collection develo
ment profiles for the reference collection.
1. Track material accounts by major subjects.
2. Track vendor discounts.
SIGN1 FICANT CHANGES:
None.
93
PROGRAM: MEDIA SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 0014052
MAINTENANCE 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
photographic, video, and audio information for dis-
tribution to newspapers, magazines, local publications,
radio, TV stations.
lmaqe Research & Development: Develop and
maintain a fully indexed City image retrieval and
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.
1. Produce at least 150 media projects in 1994-95.
1. Maintain and update a data-based image system for
2. Input image index data and file retrieval to automate
27,000 slides and 7,000 prints.
system.
1. Create at least 150 City related media productions
in support of Ci 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 tho Media Services Manager to assist with interlibrary ioan activities.
Maintenance and operation expenses have been reduced for supplies. This will reduce media availability to other Ci
departments.
94
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
I
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1 DEPARTMENT LIBRARY ACCT NO. 0014060
1. MAINTENANCE OPERATION
B WORK PROGRAM:
The Adult Learning Program is the library’s adult literacy service. It provides individual tutoring for English-speakin!
adults who need to improve their basic reading, writing and math skills in order to function effectively in daily lis
achieve personal goals, and participate fully in society.
WORKLOAD MEASURES: PROGRAM ACTIVITIES:
1998-91 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 n 56
143 131 1 28
4. Volunteer Hours Contributed:
10,985 11,047 12,846
Community Awareness and Referrals: The program 1. Potential Learner Inquiries:
increases community awareness and involvement in
literacy through use of the local media, public speak-
ing, and the cooperative strategies of the San Diego
Coumy Literacy.
1 57 116 140
2. Potential Learners Referred Elsewhere:
1 74 140 118
3. Potential Volunteer Inquiries:
296 246 244
Library Adult Learners Collectlon: 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.
SIGN I FICANT CHANGES:
3,818 3,784 3,538* B In May 1993, loan period for tutors changed from
weeks to 3 months, resulting in fewer renewals ar
lower circulation figures.
4 None.
95
PROGRAM: LA COSTA BRANCH
FUND: GENERAL
DEPARTMENT LIBRARY ACCT NO. 0014070
MAINTENANCE OPERATION
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 monthty 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.
Collectlon Development: Evaluate the Branch collec-
tion, select print and non-print materials.
Programminq: Plan, schedule and develop programs 1. Program Attendance:
for children. Conduct classroom visits and tours.
1. Reference Questions:
16,533 26,104 28,354
203,550 229,482 235,4173
1. Total ttems 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 Management: Manage Branch Library, staff,
volunteers, collection, and facility. Maintain awareness
of community.
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. SIGNIFICANT CHANGES:
Personnel costs have increased due to an exchange of part time hours for one threequarter time employee.
Maintenance and operation costs have increased due to the transfer of DroDertv rental expenses from the CLSA grant
fund to the General Fund.
96
PROGRAM: CULTURAL ARTS
FUND: GENERAL
1
8
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u DEPARTMENT: LIBRARY ACCT NO. 001421
1. MANTENANCE OPERATION
WORK PROGRAM:
Implement the goals and policies of the City's General Plan to plan, develop and promote the visual and performin
arts and create a climate which encourages cultural and artistic development in Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Implement Arts Pronrams: 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 mork - Artwork for 1-5 interchanges - Place permanent artwork in Maxton Brown par
2. Provide educational opportunities and family even
for all citizens: - Visiting Artists Series (two artistslart groups
community residencies) - Festejando a las Madrecitas - Provide arts programming in the schools whc
possible - Two week artslreading summer camp
3. Continue performing arts programming: - Jazz concerts (nine conceits in three quadrant - Three Classics Unlimited concerts - Labor Day Weekend concert
Develop the Arts: Continue to develop the Arts
Program through strategic planning, education, grants
and active pursuit of private funding. - ($13,000).
1. Develop and strengthen the arts organizations ar
provide cultural opportunities with grants allocatior
2. Implement and incorporate task force reports inl
the Cultural Plan according to the establish6
prioriiies and available funding.
3. Submit grant applications to State and Feder
funding agencies when applicable and request loc
funding support for appropriate projects.
lined in the Cultural Plan.
8 Support Cultural Facilities: 1. Facilitate development of cultural faciiiies 8s OL
97
PROGRAM: CULTURAL ARTS PAGE TWO
DEPARTMENT LIBRARY ACCT NO. 001-4210
FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Comrnunlty and External Relations: Maintain close 1. Information Services: Produce a monthly news-
contact with arts organizations, civic clubs, Ci depart- 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.
98
PROGRAM: SISTER CITY
FUND: GENERAL
B
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11
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8
1
1
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8 DEPARTMENT LIBRARY ACCT NO. 00142
b MAINTENANCE OPERATION
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Proaram Coordinatlon: Coordinate Sister City Pro-
gram.
1. Arrange and conduct visits by one (1) studc
delegation (5/95) and various other visiting delef
tions.
2. Coordinate ongoing aFts and culture exchanl
projects.
3. Coordinate committee programs including fu
raisers, festivals, and scholarship exchange PI
grams.
SIGNIFICANT CHANGES:
None.
99
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 CaMomia State Library to the City for loans of
materials to non-residents. Payment is based on a reciprocal usage formula
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Admlnlstration: 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-
al 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.
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PROGRAM: PUBLIC LIBRARY FUND (PLF)
FUND: STATE GRANT
DEPARTMENT: LIBRARY ACCT NO. 1W11
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MAINTENANCE OPERATION
WORK PROGRAM:
The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions provided thc meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal year). Akhoy
Carlsbad did not qualify for this grant in 1992-93, there is an unappropriated fund balance still available.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Various Soeciai 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:
None.
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PROGRAM: AUDIOVISUAL INSURANCE
FUND: AV INSURANCE
DEPARTMENT: LIBRARY ACCT NO. f41-4051
MAINTENANCE OPERATION
WORK PROGRAM:
Special revenue fund to support library audiovisual collection development, replacement and related supplies,
processing, and equipment.
PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES:
Collection Development: Evaluate, select, and order
new and replacement audiovisual materials.
1. Select, order, and process at least 2,000 new
audiovisual materials and at least 800 new video-
tapes.
SIGNIFICANT CHANGES:
Increased budget will purchase additional audio visual materials.
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PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
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u DEPARTMENT: COMMUNITY SERVICES SUMMARY
T MAINTENANCE OPERATION
WORK PROGRAM:
Beginning in 1994 the City of Carlsbad formed a Community Services Department in an effort to better utilize humar
resources throughout the organization and to provide more effective and efficient service to citizens of the community
The Community Services Department combines the services of the former Utilities and Maintenance Department ant
Parks and Recreation Department, including Senior Programs.
The Ci of Carlsbad's Community Services Department receives guidance and support from the City Manager's offiu
and Ci Council. In addition, the Department and the City Council rely upon the recommendations in an advisor!
capacity from the Parks and Recreation Commission and the Senior Commission as they review issues relative to eacl
Commission's field of expertise.
The Division's which constitute the Community Services Department are:
b Parks Operations Fleet Operations
b Recreation Operation b Solid Waste Management
w Fee Supported Recreation w Assessment Funding Programs
b Aquatics Street Tree Maintenance
w Agua Hedionda Lagoon Median Maintenance
w Senior Programs Street Lighting
b Facilities Management Buena Vista Channel
b Street Maintenance
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PROGRAM: ADM IN ISTRATION
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:
Operatlons: 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 ongoing 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.
Budcjet 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 weep
ing, and recreational program classes contracts.
Contract Services: Implement, supervise and coordi-
nate contractualiy provided services.
Tralnfncl and Safety: Provide training in work related
areas, and motivate employees to enhance their job
skills and overall knowledge of department and City-
wide activities.
1. Review and process all training requests.
2. Distribute current safety information to employees.
3. Conduct regular safety meetings and inspections.
(continued)
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PROGRAM: ADMINISTRATION PAGE lWC 1 DEPARTMENT: COM MUNlN SERVICES ACCT NO. 001411C
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PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
. Coordlnatlon with Other Departments and AQenCleS: 1. Coordinate current and future operations witt
appropriate City departments.
2. Represent Ci and department by attending com
munity, County, State, professional and trad
meetings.
1. Present wriien and oral reports to City Manager’
office, Council, committees, commissions, and civi
2. Research and prepare grant applications as apprc
Coordinate activities with other City departments and
wit outside agencies.
Reports and Statlstlcal Analysis: Prepare written and
oral reports and presentations. Prepare, implement
and track grant applications. Research appropriate groups.
issues and prepare Agenda Bills, Resolutions and
Ordinances for City Council action.
Communfnr Responsiveness: Respond to all citiien
inquiries in an expeditious manner. Prepare correspon-
dence as necessary to implement corrective action.
Real Property Manaaement: Ensure that all ease- 1. Process leases, deed transfers, appraisals an
ments, leases, property acquisitions and sales/revenue
2. Process Agenda Bills and Resolutions for Counc activities are administered appropriately.
priate.
1. Handle responses to citiien inquiries and concern:
correspondence accordingly.
action.
Park Acaulsltion and Development: Ensure ade-
quae 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 agreements
2. Coordinate park development plans between Ci
departments, park development architects, commi
sions, and community residents.
3. Coordinate development plans for the Poinsett
Park site.
4. Implement the Northwest Quadrant Park Enhanc
ment projects as directed by City Council.
5. Monitor the proposed County-Wide Assessment 1
Regional Parks and Open Space (AB 2007).
6. initiate development planning for Carriilo Ranc
Monitor Proposition 18O/CALpAW initiative.
7. initiate Phase I development of Aviara Oaks activ
play fields through Roberti-Z’Berg Grant.
1. Prepare and present relevant issues for considc
ation by the Parks and Recreation Commission ai
Senior Commission at monthly meetings.
2. Provide staff support for Commission subcomm
tees addressing park and open space issues 5u
recreation and senior programs.
3. Provide staff support for development of a mun
Maintaln Contemporary Park Facllltles and Recre ation/Senior Procrrams
pal golf course.
SIGNIFICANT CHANGES:
The decreased personnel budget reflects the elimination of both the Utilities and Maintenance Director and the Assist4
Director positions, however cost savings were recognized in 1993-94 when the Assistant position was unfunded. a
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PROGRAM: PARK OPERATIONS
FUND: GENERAL
DEPARTMENT COMMUNITY SERVICES ACCT NO. 0014121
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
leaves/debris, turf sweeping, weeding, cuttivation
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 Malntemance/Lltter Control/Plcnic Area
Servlces: 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 adivi is lier
are cleaned 2 times weekly to remove all litter and
service all trash receptacles.
Court/Field/Tot Lot Maintenance: Maintain 25 tennis 1. Tennis Courts Maintained:
courts (19 lighted), 11 basketball courts, and 20
softbaIVbasebal1 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 raking/lev-
eling, sand rototilling and play equipment inspection,
repair and the necessary documentation of such 4. Basketball Courts Maintained:
actions.
1. Rest Stations Maintained:
11 11 (Permanent) 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:
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)
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PROGRAM: PARK OPERATIONS PAGE TWO 1 DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4121
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PROGRAM ACTIVITIES: WORKLOAD MEASURES
1992-93 1993-94 1994-95
lrrlaatlon Maintenance: Maintain dl landscape 1. Irrigation Measures/No. of Controllers: irrigation systems of Ci facilities. This includes
programming over 85 different controllers with over
1,050 valves. Duties include replacement, repair 2. Irrigation Measures/No. of Valves: trouble shooting and now minimal data entry/program-
ming via the centralized irrigation system.
Ooen Space Maintenance: Provide maintenance 1. Number of Acres: activities to Ci owned open space and areas of
additional maintenance responsibilities. Duties include
trash removal, clean up and weed abatement.
Miscellaneous Malntenance/RePalr and Speclal
Request: These activities, which are difficult 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 communi-
ty 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
85 85 85
1,058 1,066 1,066
450 452 452
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SIGN I FlCANT CHANGES:
None.
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PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT COMMUNITY SERVICES ACCT NO. 161-4122
MAINTENANCE OPERATION
WORK PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space areas, and trees
at all Ci facilities.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1991 -92 1992-93 1993-94
1. No. of Work Orders/Ciiizen Requests Completed: Street Trees: The Division Program provides main-
tenance for over 21,000 trees on City right4-ways.
The maintenance consists of pruning, planting, removal
and root pruning. The division annually responds to 500+ Street Tree work order/requests, removes 50+
trees, and plants over 100 trees.
544 529 586
2. No. of Trees Trimmed:
505 685 720
3. No. of Trees Removed:
75 86 30
4. No. of Trees Planted:
900 129 67
Contractual Tree Maintenance; Provides an on going
program for contracting, administering and overseeing
Street Tree maintenance program beyond the scope of
this division.
Weed Abatement: This program involves the treat-
ment of undeveloped right-of-way and open space
areas for weed growth removal. The activities include
herbicide application, and cuttural practices to eliminate
weed growth.
HOSR Grove Maintenance: Program currently in-
volves quarterly maintenance of Hosp Grove. Work
consists of clean-up, recruiting volunteer and grant
assistance and removing hazardous trees.
1. No. of Trees Pruned:
85 125 121
1. No. of Right-of-way Miles Treated/Maintained:
60 55 55
2. No. Gallons of Mixed Herbicide Applied:
2,200 1,950 2,400
1. No. of Probation Hours:
270 0 0
2. No. of Volunteer/CCC Hours:
0 0 0
3. No. of Regular Hours:
602 48 1,600 (continued)
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PROGRAM: STREET TREE MAINTENANCE PAGE TWO n DEPARTMENT COMMUNITY SERVICES ACCT NO. 1614122
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FUND: MAINTENANCE ASSESSMENT
PROGRAM ACTIVITIES:
Miscellaneous Maintenance: Currently the Tree
division performs 600 hours of miscellaneous work
consisting of installation of Christmas decorations,
flags and banners for SprindFall Faire, Christmas Tree
recycling, assistance with Spring clean-up, various work for other departments and assistance with com-
munity volunteer programs.
SIGNIFICANT CHANGES:
None.
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PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNIN SERVICES ACCT NO. 1614123
MAINTENANCE OPERATION
WORK PROGRAM:
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 repair/adjust-
ment.
Contractual Median Maintenance: Provide an on 1. Acres Maintained:
going program for contracting, administering and
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 6.5 7.5 8
parking lots. Maintenance activities consist of litter
control, weed control, pruning, planting, pesti-
cide/fertilizer application, irrigation repair/adjustment,
parking lot sweeping, fountain maintenance, and
related duties with the Redevelopment Streetscape
improvements.
1. Acres Maintained:
47 47 48
25 26 32
1. Acres Maintained:
SIG Nl Fl CANT CHANGES:
Anticipate a lower quality appearance of medians due to the same budget which will be absorbing addaional acreage.
New medians include Tamarack at Jefferson, and El Camino Real at La Costa Resort entrance.
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PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
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I MAINTENANCE OPERATION
WORK PROGRAM:
Recreation Operations provides administrative support for the Recreation Division and for operating each of the thl
Community Centers and other City and school facilities used by the Department, the City and the public for recreatio
use and meetings.
PROGRAM ACTIVITIES: W 0 RKLOAD M EAS U RES :
1991-92 1992-93 1993-94
Informatton 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 Ci Hall.
Facilities Operation Service: Recreation Specialist, 1. No. of Fields Maintained:
Facilities - Schedules use of parks, meeting rooms,
athletic fields, tennis courts, and assigns/supenrises
Facility Attendants. Facility Attendants assist in show-
ing sites, complete applications, perform set-up and
takedown of tables and chairs for meetings, open and close buildings, and perform general clean-up and
minor maintenance.
3,100 2,855 3,000
740,900 636,390 640,000
2. No. of Facility Users:
$74,761 $84,832 $90,O00
27 27 27
SIGNIFICANT CHANGES:
None.
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PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4132
MAINTENANCE OPERATION
WORK PROGRAM:
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and
interests of the community through fee-supported programs on a 60% self-sustaining basis.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
--- 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.
Daytrippers: Offers both one day and multi-day trips 1. Daytrippers: for adults A trained Tour Guide assists those on the
trip to enjoy social and cuttural events in Southern
California and other western states.
Sports Proqrams: 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.
950 950 1,175 # conducted
# enrolled 15,180 13,000 15,000
# trips conducted 49 37 35
980 # participants 1,060 1,270
60 80 90 # teams
1,500 1,800 # participants 1,320
# spectators 10,100 11,200 11,500
2. Adult Sports:
# teams 320 288 276
# participants 4,600 4,340 4,200
# spectators 27,000 30,000 30,000
Special EventslAfter-School Prowrams: 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.
11 11 20 # events
# participants 10,100 10,260 14,594
2. Community Volunteers:
600 61 0 690 # volunteers
# hours 6,000 6,050 7,000
SIGNIFICANT CHANGES:
Staffing changes include an exchange of part-time hours for three, three-quarter time employees.
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PROGRAM: AQUATICS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001413
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MAINTENANCE OPERATION
WORK PROGRAM:
Aquatics provides for the operation of an attractive and safe wim complex that offers a comprehensive program
Instruction, competition, and recreational swimming on 49% self-sustaining basis.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
--- 1991-92 1992-93* 1993-94
LessondTraining: Provide instruction in swimming 1. Instructional Lessons:
skills for all ages and abilities; provide education and Land/Hours 1,951 2,103 2,140 training to the general public and City employees in
basic rescue skills; s8Ne as a North County certifica-
qualify for employment at Carlsbad Swim Complex or
similar pools.
Fun and Fitness: Provide opportunities for recrea-
tional swimming and fitness lap swimming.
Classes
Participation:
first-aid, cardiopulmonary resuscitation (CPR), and Conducted 206 193 195
tionhraining site for men and women who wish to Resident 1,390 1,139 1,140
Non-Resident 389 371 370
1. Recreation and Lap Swim:
Lane/Hours 12,391 12,514 12,515
Daily Admissions:
Youth 6,317 8,987 7,800
Adutt 8,651 7,855 7,800
Season Pass 15,685 14,643 14,500
2. Aqua X:
Lane/Hours 253 183 185
Participation 1,572 1,209 1,300
1. Carlsbad Swim Master: ComDetlthre Swim Programs: Provide opportunities
for competitive swim instruction and coached workouts
for youth and adutts as a contract service; coordinate
and schedule high school use of the pool for boys'
and girls' swim teams and water polo activities.
Laneklours 5,278 3,929 5,000 Participation 13,867 10,899 12,500
2. North Coast Aquatics:
LanelHours 5,987 4,115 5,00(
Participation 17,796 12,062 14,00(
3. Carlsbad Hiah School Swim & Water Polo Tea
Participation 4,750 4,513 4,51(
Lane/Hours 2,122 2,458 2,w
Due to repairs, pool closed 2 months.
SIGNIFICANT CHANGES:
Staffing changes include an exchange of part time hours for one, threequarter time 8mplOyee. Budget reductior
this program will result in the closure of the Swim Complex for two weeks in December.
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PROGRAM:
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4134
RECREATION - AGUA HEDIONDA LAGOON
MA1 WEN AN CE 0 P ERATI 0 N
WORK PROGRAM:
Provides for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or
eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provides a communications
link with dispatch during the seasonal heavy use period of six to nine months on the water.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Permtts: Issue annual lagoon use permits. Verify and 1. Applications: 540 520 450
1991-92 1992-93 1993-94
369 425 2. Annual Permits: 451
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. Effectivety 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.
SI G N I FI CAN T CHANGES :
This budget has been reduced because, effective January 1,1995, patrol of Agua Hedionda Lagoon will no longer be
provided by the Crty.
# Power Boats: 2,347 2,323 2,500
1,339 1,477 1,500 # Jet Skis:
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PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
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WORK PROGRAM:
Provide a broad range of activities/services designed to anticipate and respond to the needs and interest of Carlsbac
dder adults.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Personal Assistance: Plan, coordinate and schedule 1. Schedule a no Costnow cost health screenil
activiiies/services intended to assist Seniors in main- intended to educate Seniors and detect potent
tain independent liiestyles. health risks (skin cancer, glaucoma, diabetes, bloc
pressure, hearing, etc.).
2. Arrange for the ongoing provision of persor
management services (legal assistance, tax prepa
tion, insurance counseling, personal counselir
and driers training).
3. Provide information and referral on other mmmur
services and resources available to older adutts
4. Increase Seniors’ exposure and knowledge
services/programs which foster their independeni
such as how to utilize public transportation, how
utilize the library’s computerized card catalogue, E
1. Offer a minimum of 12 day trips annually to lo
attractions.
2. Offer a wide variety of opportunities for Seniors H
diverse interests (classes, i.e., art, exercise, I;
guages; lectures, i.e., financial planning, tra
informational, etc.; dances, discussion groui
Recreation Opportunities: Pian, coordinate, and
schedule a variety of recreational opportunities to
address the varied interests of the older population.
8 cards and games).
(continued)
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PROGRAM: SENIOR PROGRAMS PAGE TWO
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0014142
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 activities which require administrative support
previously offered but were at no cost.
2. Develop a 'profii sharing' plan whereby the Senior
Center receives a portion of all fees collected from
programs/activities 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.
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PROGRAM: SENIORS
FUND: SENIOR NUTRITION
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1 MAlNTrNANCE OPERATION
WORK PROGRAM:
Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 years of a
and older.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Noon Lunch: Provide a nutritionally balanced noon 1. Hot Meals: 35,000 35,396 35,3!
1992-93 1993-94 1994-! ---
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
Carls bad.
Transportation: Provide transportation for Carlsbad 1. One Way Trips: 8,000 8,000 6,a Seniors to the lunch program, medical appointments,
and shopping.
SIGNIFICANT CHANGES: I None.
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PROGRAM: STREET MA1 NTENANCE
FUND: GENERAL
DEPARTMENT COM M UN IlY SERVICES ACCT NO. 001-5110
MAINTENANCE OPERATION
WORK PROGRAM:
The Street Maintenance Division's major program is Street and Roadside Maintenance, scheduled to provide maximum
safety for traffic and pedestrians who travel throughout the City of Carlsbad. This area of responsibility encompasses
a variety of different maintenance activities. These activaies 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 mer 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 Ci 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 con'struc-
tion and repair crews, to the County dump; recycle
concrete and asphatt.
4. Repair 15,000 square feet of curb, gutter and side-
walk (trip hazards) to minimize liability claims
(funded by Gas Tax).
Drainane System Maintenance: Maintain, clean and
repair the Ci's drainage system.
1. Annualiy 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 Buena Vista Channel.
1. Maintain and repair, as needed, the 6,900 signs
2. Fabricate and install 1,300 traffic, street name and
3. Timeiy response to Traffic Engineering work orders.
Citv SiRn Maintenance: Fabricate, install and main- tain all traffic street name and special signs throughout
the Ci. Respond to Traffic Engineering work orders
and special sign requests. Conduct visual and retro-
reflectometer once a year in conjunction with the
Division's Safety Inspection Program.
throughout the Ci.
special order signs.
(continued)
118
I PROGRAM: STREET MAINTENANCE PAGE TW(
FUND: GENERAL u DEPARTMENT COMMUNITY SERVICES ACCT NO. 001-511
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
City Slan Maintenance (continued) 4. Annually conduct visual and reflectivity tests 0
1,449 warning and 3,159 regulatory signs to insur
proper and safe signage throughout the City.
5. Maintain all traffic control devices used for construc
tion, repair and emergencies.
1. Several methods of asphalt repair applications a1
used to appty 4,000 tons of asphalt annually (tunc
ed by Gas Tax): Skin Patching, Utirity Cut Repai
Leveling with Asphalt, and Base Replacement
1. Refresh striping on 225 pass miles on 'primc
roadways, 166 pass miles on 'major" roadways, 12
pass miles on 'secondary' roadways, and 53 par
miles on "residential' roadways.
2. Refresh la crosswalks, including school crossing
3. Refresh 3,000 pavement markings.
4. Refresh 15,000 linear feet out of 35,349 linear fe
5. Refresh Ci facilities parking areas, as needed.
6. Respond in a timely manner to work orders fra
Traffic Engineering and special requests fra
various City Departments.
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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 Safetv Pavement Strlpinq Program: Ensure
proper delineation and direction for safe passage on
Ci 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 Proqram: Monitor unscheduled work activities that the Street
Division performs annually; this program accounts for
6,600 staff hours.
Maior Rehabilitation Contract Program: Direct and Annual Goal Funded b
oversee the five (5) maintenance and rehabilitation
contracts listed. Sweep 11,125 curb miles Gas Tax
Gas Tax
Gas Tax
1. Emergency response, citizen's complaints, st01
patrol, safety and training, special events.
1. Street Sweeping:
2. Chip Seal:
3. AC Overlay:
4. Curb, Gutter & Sidewalk Replacement:
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Chip 35 lane miles
Resurface 15 lane miles
Replace 4,578 lin. ft. curbs
and 8,340 sq. ft. sidewalks Gas Tax
Bi-annualty clean the Buena Vi Buena Vista Drainage Channel . Channel Maint. Di.
5. Buena Vista Channel Maintenance:
SIGNIFICANT CHANGES:
Expenses have increased due to decreased use of Gas Tax funds to support street maintenance. All person
expenses have been transferred into this account. Two Maintenance Worker positions have been unfunded. lnste
funds from these positions will be used to contract for services.
119
PROGRAM: MAJOR STREET MAINTENANCE
FUND: GAS TAX
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 152-5110
MAINTENANCE OPERATION
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 1. Sweep all residential streets one time per month.
Carlsbad streets. 2. Sweep all downtown village streets one time per
3. Sweep all commercial and major arterial streets one
week.
time per month.
Cement Repairs: Annually repair and replace broken
and raised curbs, gutters and sidewalks.
Overlay - Chip Seal - Slurry Seal: Extend pavsment
life and provide a smooth and safe driving surface.
The condition and age of the existing pavsment
determines which type of maintenance is required.
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.
SIGNIFICANT 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 slurry seal activities. Personnel expenses have been transferred to the General Fund portion of this program.
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PROGRAM:, IF ACILITI ES MAINTENANCE
FUND: GENERAL
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I DEPARTMENT COMMUNITY SERVICES ACCT NO. M1-532
1 MAINTENANCE OPERATION
WORK PROGRAM:
Maintain City facilities to provide safe and attractive buildings for the Ci to conduct its business and provide servic
to the community.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1W-93 1993-94 1994-95
Building Malntenance: Perform repairs and atter-
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 Ci 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 Cg staff 246,176 246,176 246,176 in the major buildings and contract services in the
smaller buildings.
1. Total Building Space Maintained (Sq. Ft.):
332,528 333,632 333,632 e
1. Total Custodial Space Maintained (in-House):
2. Total Custodial Space Maintained (Contract):
22,771 23,875 23,875
Contract Maintenance: Prepare and administer
contracts for all building maintenance services (i.e.
HVAC, plumbing, electrical), construction projects, and
custodial services.
Property Manaqement: Negotiate, prepare and 1. Total Leased Space:
administer acquisition and reserve leases by City. Act
as liaison with property owners to ensure facilities meet
Ci requirements.
1. Total Custodial Space Maintained (Other):
63,581 63,581 63,581
18,576 19,680 19,680
SIGNIFICANT CHANGES:
Two Custodian positions have been unfunded. Instead, fundsfrom these positions will be used to contract for servic
Major building maintenance projects included in the 1994-95 budget are: City Hall re-roofing of north and south wir
($90,000), miscellaneous roof repairs ($lO,OOO), City-wide asbestos abatement ($2O,OOO), and the installation of cen
heating in the Scout House ($3,OOO), for a total of $123,000.
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PROGRAM: TRAFFIC SIGNALS
FUND: GENERAL
DEPARTMENT COMMUNITY SERVICES ACCT NO. 0015410
MAINTENANCE OPERATJON
WORK PROGRAM:
Coordinate maintenance program for 70 signalized intersections by the end of N 94-95.
PROGRAM ACTlVlTl ES: 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 Rdjust-
ments. Coordinate Underground Service Alert mark-
outs for all existing signal systems.
Maintenance: Perform monthly check of Oplicoms 1. City Owned and Maintained Signals:
(emergency preempt equipment) now installed at all
signalized intersections and coordinate repairs if
necessary. 2. CalTrans 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
Administration: Administer traffic signal maintenance
agreement.
SIGNIFICANT CHANGES:
Maintenance and operation reductions are the result of reduced energy costs. This reduction was possible due to a
recent Public Utilities Commission decision to reduce rates for non-peak usage.
Projected
1 22
PROGRAM: STREET LIGHTING
FUND: MA1 NTENANCE ASSESSMENT
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MAINTENANCE OPERATION
WORK PROGRAM:
Update and maintain City street lighting system.
WORKLOAD MEASURES: PROGRAM ACTIVITIES:
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
Ci. Coordinate Ween developers and SDG&E for
energizing new lighting systems. Provide expertise to Ci inspectors during inspection of lighting systems.
Coordinate Underground Service Alert markouts for
various Ci departments and perform markouts for
street light and traffic signal systems. Maintain as-built
records 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 Ci 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.
Adrnfnlstratfon: Prepare annual audit of City's street
lighting assessment. Administer Buena Vista Channel
Maintenance assessment district and Lighting and
Landscaping DisUrict 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.
660 686 0
2. City owned and maintained street lights:
3,829 3,851 4,611
3. Total Street Lights:
4,516 4,537 4,611
4. Total Street Light Repairs:
524 386 667
1,975 1,167 1,926
6. Total Emergency Traffic Signal Repairs:
669 274 620
Projected
SIGNIFICANT CHANGES:
The maintenance and operation budget has increased in anticipation of the acquisition of the SDG&E light fiiur
These expenses are expected to occur only in 1994-95. The increased budget is offset by a reduction in energy co!
This reduction was possible due to a recent Public Utilities Commission decision to reduce rates for non-peak usa
1 23
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 520-6410
MA1 NTENANCE 0 P ERATlO N
WORK PROGRAM:
The Solid Waste Division of the Utilities and Maintenance Department is responsible for planning, developing,
coordinating, implementing, administering, monitoring, and updating the City's Solid Waste Management Program.
PROGRAM ACTIVITIES: 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 =ry.
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 and
HHWE by timely implementation of programs, either
utilizing in-house staff or consultant services, if
2. Attend meetings as necessary.
1. Provide staff support to regional groups as neces-
2. Process renewal of the refuse collection contract.
Review and update as necessary. Prepare RFP and
related documents or renegotiate contract, as
required.
3. Attend meetings as necessary.
4. Review Solid Waste Services Rate Structure.
1. Research and appty for appropriate grant opportuni-
2. Coordinate all recycling programs in conjunction
with the City's hauler.
3. Implement office paper recycling to Carlsbad
businesses in accordance with County Technical
Assistance Program Grant guidelines.
4. Serve as liaison to outside agencies, Ci staff, and
public on recycling issues.
5. Implement new recycling/diversion programs as
appropriate, i.e., mixed paper collection.
6. Keep abreast of recycling trends.
Rewcllng: Prepare and administer recycling contract. Prepare State and County grant applications. Attend ties.
regional recycling meetings and coordinate City efforts
with other agencies.
(continued)
1 24
PROGRAM: SOLID WASTE MANAGEMENT PAGE TW(
DEPARTMENT COMMUNITY SERVICES ACCT NO. 5-1
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PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Compostlng: Administer yard waste pick-up program. 1. Administer the Yard Waste Collection Program.
2. Keep abreast of composting trends.
1. Evaluate feasibility of siting permanent househd
hazardous waste collection facility in Carlsbad.
2 Coordinate collection events with County staff.
3. Ensure staff support for collection events.
4. Attend meetings as necessaty.
Household Hazardous Waste: Provide for safe
collection and disposal of household hazardous waste.
Public Information: Develop public information 1. Produce solid waste newsletter Wastelines t~
materials related to solid waste program. Develop times per year
2. Prepare correspondence, press releases, ar school and community group programs.
brochures for all new solid waste programs.
3. Continue recycling and anti-litter presentations 1
schools and community groups.
4. Prepare Spanish language materials.
5. Develop and distribute household hazardous was
educational materials.
1. Audit in-house waste stream, and analyze for are:
2. Add materials to in-house recycling program i
In-House Recvcling: Coordinate the recycling pro-
gram of materials collected at Ci facilities. of potential reduction and/or recycling.
appropriate.
w: Provide for litter collection services in conjunc-
tion with the Streets division.
1. Fund the Honor Camp Crews which will continue
be administered by the Streets division.
SIGNIFICANT CHANGES:
Personnel costs have increased due to an exchange of part-time hours for one, three-quarter time employe
Maintenance and operation costs have been reduced due to a one time expenditure in 1993-94 for the office pap
recycling program. Additionally, the newsletter will be published two times per year rather than four, and Joint Powe
Authorii consultant has been let go.
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PROGRAM: VEHICLE MAINTENANc;~
FUND: INTERNAL SERVICE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5210
MAINTENANCE OPERATION
WORK PROGRAM:
Fleet Operations is a rental agency within the City which provides vehicles and equipment to the various departments. Fees developed on a cost recovery basis generate revenues to operate this division. The rental fleet is comprised of
214 vehictes and 137 other pieces of equipment.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
FYm3 FY93194 N94195
IActuaQ /Estimate) LProiectecQ
Repair and Malntenance: 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:
64 72 72
3. Smog Inspections:
120 100 120
4. Shop Repairs:
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 automaticalty reorder
quantities through the automated management ystem.
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.
1. Parts hems in Inventory:
16,779 11,500 11,500
662,434 $63,OOo $63,ooo
2 Dollar Amount in Inventory:
1. Gallons of Fuel Used - City:
215,201 216,000 216,000
2. Gallons of Fuel Used - Other:
19,420 25,000 25,000
SIGN I FlCANT CHANGES:
None.
126
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
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MAINTENANCE OPERATION
WORK PROGRAM:
Accumulate funds on a routine basis for the orderly replacement of the motorized rental fleet. This includes 1
determination of the economic Ma of individual units, the development of proper specifications to suit users' needs, 1
ouffiing of units before being placed into service, and replaced units being prepared for auction.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
FYw3 FY93194 FY94/95
{Actuan JEstimate) JProiected)
Fund Maintenance: Calculate future acquisition costs 1. Vehicles/equipment acquired:
for units in the rental fleet and establish an average
replacement charge by vehicle class.
Specfficatlon 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. Vehicles/equipment disposed:
the Purchasing Department buy replacement units after
bid assessment and arrange for the auction of old
units. 2. Total Units in Fleet:
4a* 54 21
39# 47 21
348 355 355
* Includes 34 CMWD units added to Fleet
# includes 16 misc. equipment deleted (obsolete:
SIGNIFICANT CHANGES:
None.
127
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 162-5910
MAINTENANCE OPERATION
WORK PROGRAM:
The Buena Vista Channel Maintenance District was created to ensure that adequate monies would be collected to
administer and maintain the Buena Vista Creek from Jefferson to South Vista Way. Property owners are assessed
annually an accumulated total of $1OO,OOO. The monies are placed in a fund to cover the costs of major dredging of
the Creek, which could occur every four years.
PROGRAM ACTIVITIES: EN0 RKLOAD 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.
0 0
SIGNIFICANT CHANGES:
The budget reduction is possible, as the Channel is dredged once every four years. Dredging is not scheduled in 1994-
95.
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PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VAR IO US I DEPARTMENT: HOUSING AND REDEVELOPMENT
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PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 1314310/20/30
MAINTENANCE OPERATION
WORK PROGRAM:
Provide access for very low income persons to adequate housing within an affordable rental range. The Carlsbad
Housing Authority 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 ACTlVlTl ES: 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.
Familv Self-Sufficiency Proqrarn: 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 accessibilrty to the FSS
program.
SIGN I FICANT 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.
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PROGRAM:
FUND: MOBILEHOME RENT CONTROL
MOB I LEH OM E ADMINISTRATION I
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I DEPARTMENT HOUSING AND REDEVELOPMENT ACCT NO. lS-34'
MAINTENANCE OPERATION
WORK PROGRAM:
To study the feasibility of having a City Mobilehome Park Rent Control Program and, if appropriate, develop a
implement an administrative plan.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
!Mobliehome Park Fair Market Rental Study: Com- lplete a fair market rental study of existing City mobile-
lhome parks.
1. Complete work with consultants on review
mobilehome park fair market rental study.
2. Make appropriate recommendation(s) to the C
Council with regards to the mobilehome park i
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 Ci Council which will establish a City mobile-
home park rent control program.
Mobilehome Park Rent Control Administrative Plan:
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 plan cons tent with City mobilehome park rent control 01
nances.
2. Present proposed program, including an admir
trative budget, to Ci Council for review a
adoption.
3. Develop community awareness and public rE
tions activiiies to inform mobilehome park lai
owners and residents of program criteria
SIGN I FlCANT CHANGES:
None.
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PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 391351013550
MAINTENANCE OPERATION
WORK PROGRAM:
To develop and monitor a program of projectslservices which benefii low-to-moderate income households within the
community.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Proiect Development: 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 City staff members to develop
projects.
Proiect Monitorlnq: 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-profi organizations receiving CDBG funds
from the City.
Residential Rehabllitation Proqtam: Implement 1. Advertise and promote availability of program;
Residential Rehabilitation Program in cooperation with maintain program 'interest list.'
2. Coordinate with County of San Diego and bank on the County of San Diego.
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
activiiies and maintain records for compliance with
federal regulations.
4. Approve and coordinate work payment releases.
5. Audit County of San Diego.
(continued)
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IPROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TW I DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 381-3510/35!
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IPROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
jRealonal Mortaaae Credit Certificate First-Time
IHome Bwer Proaram: Develop and implement a San Diego. Regional Mortgage Credit Certificate (MCC) First-Time
IHome Buyer Program in cooperation with other partici-
lpating cities and Uhe County of San Diego.
1. Submit MCC allocation request to the County
2. Advertise availability of program for lenders, re
estate agencies and interested first-time hon
buyers.
3. Assist ten (10) families in the first-time purchase
an owner-occupied single family home.
SIGNiFICANT CHANGES:
None.
133
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810-3410
MAINTENANCE OPERATION
WORK PR06RAM:
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 Alternative Signage Design
Assistance Program.
3. Continue targeted outreach to new businesses and
developers, and encourage new businesses to locate in the downtown Village Area
Communh Awareness and Public Relations Pro- m: Continue community awareness and public relations activities.
1. Continue community awareness and public relations
activiies 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.
SIGNIFICANT CHANGES:
Maintenance and operation reductions are the result of temporary help having not been included.
134
PROGRAM: REDEVELOPMENT DEBT SERVICE
FUND: REDEVELOPMENT DEBT SERVICE
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1 MAINTENANCE OPERATION
WORK PROGRAM:
To make annual interest payments on the 1993 Tax Allocation Bonds along with other charges and payments usin
bond proceeds as required of the Redevelopment Agency during FY 1994-95.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Bond Interest Payments: Process payments on 1. Complete payments on bond interest amounts in
timely fashion as required under issuance criieria
1. Complete payment to County of San Diego
accordance with billing invoice from County.
I interest amounts due.
Property Tax Administration Charges: Process
payment to San 0iego 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.
1. Complete payment to County as required by Sti
mandate under special payment criteria; second
two-year obligation. ' SIGNIFICANT CHANGE§:
The bond payment has been reduced due to the debt refunding in 1993-94.
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PROGRAM: REDEVELOPMENT ADMINISTRATION
FUND: 1993 TAX ALLOCATION BONDS
DEPARTMENV: 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 Pian: Complete development
of Redevelopment Project Area Master Plan.
1. Complete work with consuttants 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 City Planning Department on
efforts to implement Master Plan and Implementa-
tion Strategy.
Facade Improvement and Atternatlve Simaqe 1. Develop/design program criteria and administrative
Desisn Assistance Proqram: Provide financial and implementation procedures.
consultant services to assist downtown Village mer- 2. Recruit, select and hire independent consultant to chants and business owners with design of advertising act as architectural designer in assistance to
program participants. signs and structural improvements to building facades.
3. Develop public relations and outreach programs to
advertise the availability of programs.
SIGNIFICANT CHANGES:
None.
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PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
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I MAINTENANCE OPERATION
WORK PROGRAM:
To develop innovative programs that will promote and develop projects to increase the number of affordable housin
units throughout the Ci of Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 1 Affordable Housinn Program: Implement program to
meet affordable housing goals.
1. Develop and implement new affordable housir
project processing procedures:
a) identii areas for improvement
b) coordinate solutions with Ci staff
c) communicate new procedure clearly 1
2. Provide administrative support to the Housir
3. Identify possible projects.
4. Assist in structure and implementation of affordab
housing projects.
5. Direct educational programs for citizens, busine:
and government agencies interested in affordab
develop community
Commission.
1 housing.
SIGNIFICANT CHANGES:
None.
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PROGRAM: WATER AND SANITATION SERVICES
FUND: VARlO US
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I DEPARTMENT: WATER DISTRICT SUMMAF
I MAINTENANCE OPERATION
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J
1991-92 1992-93 1993-94 1 994-95
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 1,990,134 $ 1,779,100 $ 2,262,558 $ 2,411,200
MAINTENANCE OPERATION 7,546,714 8,215,343 10,472,128 10,052,700
CAPITAL OUTLAY 178,949 13,799 47,686 n,=
GRAND TOTAL $ 9,715,797 $ 10,008,242 $ 12,782,372 $ 12,491,400
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PROGRAM: WATER OPERATIONS PAGE TW' I DEPARTMENT: WATER DlSTRlCT ACCT NO. 501431
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PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
-stern Malntenance and ReDalr: 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 immediatety to reduce water loss,
and perform the repair with a minimum of water service
1. Maintain all valves and other appurtenances.
2. Repair all leaks with minimal shut down time, on Z
hours notice.
I disruption.
Meter Readlnq: 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. Maintenance of 800 meters per month.
1. Redesign water bill into an easy-to-read form:
2. Purchase and implement water billing syste
while providing more information.
equipment upgrades.
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SIGNIFICANT CHANGES:
One Receptionist Cashier position has been transferred to Sanitation Services in order to more accurately reflect tl
cost center for which duties are performed. I
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PROGRAM: WATER RECLAMATION
FUND: RECLAMATION ENTERPRISE
DEPARTMENT: WATER DISTRICT ACCT NO. 502-6310
MAINTENANCE OPERATION
WORK PROGRAM:
To maintain one pump station, one 1.25 million gallon reservoir, 7 miles of reclaimed water lines, and 60 reclaimed water
meters.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Pump Station Maintenance: Preventive maintenance
of one (1) lift station. Lift station will be checked twice
daily to clean, lube, inspect and repair any malfunc-
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.
Englneerfng: Develop and continuously update the
computer based mapping system. Review and correct
plans for new development. Administer major capital
improvement projects designed by consuttant engi- neers. Design projects in-house.
System 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-buik 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.
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PROGRAM:
FUND:
SA N ITATI ON S ERVl CES
SAN ITATI 0 N ENTER P R I S E
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MAINTENANCE OPERATION
WORK PROGRAM: I To maintain approximately 113 miles of City owned sanitary sewer collection mains, 36 miles of sewer service laterals
13 City owned lifl stations, and the payment for operation of Encina Waste Water Treatment plant. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Pump Station Malntenance: Preventive maintenance
of 13 sewer lift stations. Lift stations are checked twice
daily to clean, lube, inspect and repair any malfunc-
tioning pumps or associated equipment. Because of
safety factors and location of these stations, two (2)
staff are required to perform this operation under
normal conditions.
Main Cleaning: High pressure cleaning of mains to
eliminate stoppages. Two (2) staff members are TV inspection and records.
required to perform this task.
1. Continue frequency of preventive maintenance t
2. Convert to automated preventive maintenanc
assure continuous operation.
system. I
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1. Schedule preventive maintenance as prioritized t
2. Condition rating of televised mains to identify an
prioritize criiical 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.
System 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 telemetering facili-
ties. Repair all leaks immediately to reduce sewer
outages.
Bv Inspection end Records: Records of lateral sues
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.
1. Enter the existing atlas sheets onto the computer.
2. Maintain plan check turn around time at 10 days.
3. Thoroughly and efficiently scope all capital project
Design major design projects in-house.
1. Daily, weekly, monthly preventive maintenance
2. Clean all stop up lines with minimal damages, on :
ensure operation of all facilities.
hour notice.
1. Automate television inspection for tracking sew
problems. Identify sources of inflow and infiltratic
Streamline annual cleaning and inspection reco
keeping. Continue 6 year rehabilitation program
SIGNIFICANT CHANGES:
One Receptionist Cashier position has been transferred to Sanitation from Water Operations in order to more accuratt
reflect the cast center for which duties are performed.
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1994-95 CAPITAL IMPROVEMENT PROGRAM
lntrod uction
The City of Carlsbad Capital Improvement Program (CIP) is a planning document whict
incorporates the current budget for capital projects with future planned revenues anc
expenditures. The 1994-95 Capital Improvement Program totals $51 million, an increasc
of $25 million over the 1993-94 adopted budget of $26.4 million. Projected revenues fo
the 1994-95 program total $49.9 million and are up by $28.1 million from the 1993-94
estimates. The increase is due primarily to funds the City will receive from the Port of Lo:
Angeles for the Batiquitos Lagoon Enhancement Project.
Weak economic conditions continue to prevail and are most evident in revenue:
generated by the construction industry. Current year revenues collected as the result c
new residential and commercial/industrial development are nearly identical to 1 993-94
projections. In the 1994-95 budget, projects continue to be built in phases over severi
years while some are deferred to future years. This report and the accompanying CI
documents reflect the actions taken to address the issue of funding availability weighe
against the demand for facilities, and the City's ability to assume operational costs fc
new facilities.
As the City continues to monitor growth in conjunction with revenues, the correlatio
between the amount of funds that can be spent on projects and the amount of growt
has become apparent. If development subsides, revenues also decline. Lower revenue
in turn impact project schedules which were established using the growth managemer
standards as guidelines. Again this year, pending development projects were evaluate
to determine what revenues might be generated for the capital budget. Interwoven.ini
this formula are fiscal constraints which have become important to the scheduling I
projects. Previously, the City chose to build facilities to meet maximum populatic
expectations. The philosophy has shifted to one where phasing of projects will mol
closely match the incremental growth demands while still meeting the growth rnanagc
ment standards. Further, in cases where facility availability fails to meet grow'
management standards, developers may be required to finance design and constructic
costs. The growth management system used by the City needs to be viewed wi'
flexibility, as well as other external issues, including the general economy.
Revenue
Revenues for Capital Projects from now until buildout total $502 million and may t
segregated into three major categories: 1) fees generated by development in Carlsba
2) Community Facilities District special taxes, and 3) other sources including grants, bor
issues, depreciation replacement reserves, and letters of credit. The pie chart on tl
following page provides an overview of the estimated revenues which are projected
support the CIP projects.
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FUNDING SOURCES
CAPITAL IMPROVEMENT PROGRAM
1994-95 TO BUILDOUT
REPLACEMENT TRANSNET
$50.6 10% $18.3 4% OTHER
PARK FEES
PUBLIC FACILITY FEE
$23.3 5% s4s.s 10%
$55.9 11%
Tatal Rovonuo8 = $502.2 Million
Approximately 44% of all CIP revenues are received as a result of development, and a
dependent upon assumptions made about the City’s growth in dwelling units ar
commercial/industriaI square feet each year. These revenues include the Public Facilitii
Fee (PFF), Traffic Impact Fee (TIF), Park-In-Lieu (PIL), Planned Local Drainage (PLI
Fees, Water Major Facility Fees, and Sewer Connection revenues. Community Facilitii
District revenues occupy 24% of the total with resources coming in as a result of proje
scheduling and development in the City. The remaining 32% of revenues are related
the receipt of grants, the County sales tax program (Transnet), San Diego Gas & Elect1
funding, sewer and water replacement funds, and other miscellaneous sources.
Growth Ass u m D tio ns
Several assumptions about the rate and type of growth were made in order to project tt
revenues which rely upon development. Growth assumptions were compiled using tt
projections used in the Growth Management Program, which continue to change alor
with the economic climate. Residential and non-residential development information wi
compiled by the Planning and Engineering Departments, while the Finance Departme
overlaid the economic forecast.
This year residential and non-residential growth projections have been reduced frc
earlier estimates to reflect the rate of growth anticipated in a weak economy. T
following table shows the number of residential units used for projecting the 1994-95 C
revenues. The total number of residential units projected at buildout is 54,000, w
approximately 25,000 remaining to be built from this point forward. Projections for squ:
feet of non-residential construction are also listed in the table on the following page.
146
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1994 - 95 CIP Growth Assumptions
1 Years 5 - 10 *
* Figures shown reflect averages for these time periods.
The line chart below further demonstrates the growth and development patterns wI
have occurred and are projected for Carlsbad. As can be seen, the development ri
fell dramatically in 1987-88, due to the implementation of the Growth Management I
and have continued to decline since that point. Permits issued for fiscal year 199:
total 168 residential units through June 1. Conservative growth estimates project
residential units in 1994-95.
RATE OF RESIDENTIAL DEVELOPMENT
Permits issued
UNITS
YEARS 1 TO 5 OF CIP
87 88 89 90 91 92 93 94 95 96 97 98 98
FISCAL YEAR
I DWELLING UNITS
Revenue projections for developing fees were made using the growth assuml
identified on the previous page and show similar weaknesses. This continues to
in changes to project scheduling that occur as development remains low. 1 Calculation of Future Fees
The mix of attached and detached residential units is assumed to be 25% ani I respectively. This is a change from the ratio applied in the past and reflec
t 147
anticipated mix of residential development shown in current plans for each Local Facilitie:
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. Thc
mix of commercial and industrial is assumed to be 40% and 60% respectively, with thc
commercial category including office development. A blended building permit valuatior
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 oi
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 usec
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/industriaI develop-
ment can vary widely depending an 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 o
over $500 million. The pie chart shown on the following page indicates that the larges
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 Carlsbac
Boulevard bridge over the Batiquitos Lagoon. Interchange improvements at Poinsettiz
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 capita
expenditures, Park projects include development of acreage within all quadrants oi
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 Northwesl
and Southwest Quadrants.
148
PROJECT ALLOCATION
CAPITAL IMPROVEMENT PROGRAM
1994-95 to Buildout
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PARKS LOAN & REPAYMENTS
$30.2 6% CIVIC
Q5.7 17%
$98.8 20%
TRAFFIC SIGNALS
$3.4 1%
SEWER DRAINAGE
$78.4 16% 40.4 4%
1-6 INTERCHANGES
$13.5 3% WATER EET PROJECTS
$49.7 10% $120.7 24%
Total CIP to Buildout = $500.8 Yilllon
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 lagc
project. Sewer projects total $78.4 million and include the repayment of bonds for
expansion of the Encina Wastewater Facility, the construction of the Vista Carlsbad tn
line, and parallel ocean outfall. Water projects total $49.7 million, 10% of the total, i
include Maerkle Dam lining and cover, reclaimed and potable pipelines, and repaym
of debt for water projects. lnterfund loans and scheduled repayments total $30 mill
and include repayment of Aka Mira land purchase, Vista Carlsbad sewer trunk line, i
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
table immediately following the narrative.
Specific phasing of projects is reliant upon fund availability as well as efforts taker
meet established growth management standards for facilities. Wherever recommenc
project scheduling changes occurred, they were based upon a thorough review of
Growth Management Plan, in unison with revenue projections. In order to balance
first five years of the CIP with projected revenues, selected park and street projects h
been phased and deferred. Altered projects were funded by either TIF, PFF, or Cf 0, i
expenditures are timed to match anticipated revenues. Following is a discussion of thr
projects and other issues.
b South Carlsbad Librarv - Funding for the new library in south Carlsbad is avail:
utilizing Community Facilities District No. 1 revenues. However, construction Of
library is now postponed to 1996-97 due to inadequate operating fund projectii
for the next few years. The Cole library will be remodeled upon completion of
south Carlsbad library.
Golf Course - The City continues to explore feasible alternative sites for a munic
golf course. The previous site at Lake Calavera faced significant environme
constraints and is no longer under consideration as a golf course site. Func
the golf course continues, with $1.2 million general fund reserve payrr
scheduled for FY 1994-95.
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b Streets - Several major street projects were deferred in the 1994-95 CIP: Cannc
Road and Hidden Valley Road to Faraday moved from 1995-96 to 1999-20C
design of Carlsbad Boulevard medians will begin but construction is deferred
1999-2004. Improvement of the El Camino Real medians moved from 1998-201
to 2004+.
Poinsettia Park - Funds for the first phase of Poinsettia Park were appropriated
the 1992-93 CIP, however declining operating revenues delayed the projei
Construction of phase I is now scheduled for mid-1 995 with the remaining phasl
built in 1999+. The first phase of Poinsettia Park will include two ballfields, 01
soccer field, a tot lot, restroom facilities, and a parking lot.
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1994-95 Proiects
The 1994-95 CIP identifies 35 projects which are budgeted at $51.1 million. The!
projects are categorized as shown below. Appropriations of $32 million for on-goir
capital projects remaining unspent at the end of W 1993-94 will be added to the ne
1994-95 CIP appropriations. A sum of $83 million will then comprise the 1994-95 total C
appropriation.
PROJECTS BY MAJOR CATEGORY
CAPITAL IMPROVEMENT PROGRAM
1994-95
CIVIC (INCLUDES BAllQUlTOS LAGOON SOMIL)
$30.9 60%
1-5 INTERCHANGES
$1.8 4%
TREET PROJECTS
OTHER $5.3 10% SEW
$2.0 4% WATER bzo 496
$9.1 18%
Total 94-95 CIP = $51 Million
Civic Proiects
Civic projects occupy 60% of the total 1994-95 expenditures at $30.9 million. The mo
significant project scheduled for 1 994-95 is the Batiquitos Lagoon Enhancement projec
This $30 million project includes dredging of the lagoon to achieve full tidal flushing ar
the construction of nesting areas for various species of birds. The Port of Los Angelc
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. Tt.
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system will replace and enhance existing software and computer equipment for citywid information processing. I 1-5 lnterchanqes
The interchange at Poinsettia and 1-5 is scheduled for a $1.8 million appropriation in 199k
95 using Community Facilities District No. 1 funds. In 1995-96, an additional appropriz tion of $3 million for this project is planned, bringing the project total cost to $9.2 millior I Street Proiects
Street construction activities total $5.3 million, 10% of the total 1994-95 CIP. The large:
appropriation for a street project is for Rancho Santa Fe and Olivenhain Roads at $1.
million, utilizing planned Community Facilities District No. 2 funds. As housing units ar
built in this area, developers will fund the project which is scheduled for construction i phases. Other street appropriations include south-bound Carlsbad Boulevard bridge i
Batiquitos Lagoon, design work for Cannon Road 1-5 to Faraday, and various street an
sidewalk upgrades. Also included are the San Diego Gas & Electric undergrounding (
utilities scheduled for next year, as well as conceptual designing of Carrillo Ranch.
Parks, Traffic Signals, Loans
The Other category in the pie chart includes park projects, traffic signals, and loan
Several existing parks received appropriations to bring the City into compliance with tt
Americans with Disabilities Act. The Federal law requires City facilities, includir
playgrounds, to be accessible to all persons. The construction of ballfields at Aviai Oaks School will also commence this year.
One traffic signal, located at Alga Road and El Fuerte, is scheduled for construction ne
year. Included in the other category is an interfund water loan for the D Reservoir ar
Maerkle Dam projects.
Water Proiects
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 I2
year, will need to be built through the issuance of bonds and interfund water loar Sufficient funds are not available to complete these projects on a pay as you go bas
Sewer Proiects
Sewer funding of $2 million reflects Carlsbad's share of funding the Encina Wastewai
Treatment Facility capital improvements, including funds to repay the debt for the Pha
IV Expansion. Funding for sewer access hole rehabilitation and sewer line replaceme programs are also included.
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Unfunded Proiects
The City has identified $1 1.7 million in projects for which there is currently no source 01
funding. These projects are listed at the end of the Current and Future (1994-95 tc
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 I-5/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 Real 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 projec
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 capita
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. Practice5
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 capita
facilities which meet the needs of Carlsbad's citizens. The 1994-95 CIP reflects these
approaches.
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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 with
the City by linking residential, commercial, and industrial development directly to tt-
standards for the availability of public services and facilities. Standards for facilities ai
applied within the City as a whole, within the City's four quadrants, and in the City
twenty-five community or growth management zones.
The Growth Management Plan has established precise standards, as adopted by the Ci
Council for eleven public facilities. Standards must be met at all times as growth occur
Facilities for which standards have been established are as follows:
- City Administrative - Library - Wastewater Treatment - Parks - Circulation - Drainage - Fire - Open Space - Schools - Sewer Collection I - Water Distribution
The Plan requires that appropriate public facilities be available, in conformance with tt
adopted performance standards, as development occurs. Unless each of the elevf
public facility standards have been met, no new development can occur. Previous
facilities were scheduled to meet maximum population expectations. Now projects a
phased to more closely match incremental growth demands.
The Growth Management Program impacts both the Operating Budget and the Capii
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 ti
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 t
adoption of the 1994-95 CIP, compliance with the Growth Management Plan is assurc
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CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
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:
F 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.
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CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1993-94
JULY 1,1993 ESTIMATED ESTIMATED JUNE 30,199~
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE FUND PROJECTED
GENERAL CAPITAL CONST 2,885,102 891,450 563,011 0 293,550 3,507,09'
PUBLIC ART 308,821 20,000 1 18,000 0 0 210,82'
GOLF COURSE 1,912,703 100,000 25,785 0 0 1,986,91
PUBLIC FACILITIES FEE 8,866,809 900,000 961,793 0 0 8,805,Ol
ZONE 5 PARK FEE 1,622,130 50,000 0 0 0 1,672,13
PILAREA 1 NW 1,633,746 55,000 0 0 0 1,688,74
PILAREA 2 NE 477,989 10,000 0 0 0 487,98
PILAREA 3 SW 193,720 5,000 0 0 0 198,72
PtL AREA 4 SE 703,097 15,000 0 0 0 71 8,09
LETTERS OF CREDIT 0 0 0 0 0
TRAFFIC IMPACT FEE 2,688,447 225,000 772,031 0 0 2,141,41
TRANSNET/LOCAL 424,284 130,000 21,668 0 0 532,6 1
TRANSNET/HIGHWAY 1,369,822 15,000 592,252 0 0 792,578
TRANSNET/BIKE (27,162) 371,000 343,337 0 0 50
TRANSNET/STP 0 167,000 0 0 0 167,OO
TDA 126,299 480,000 387,302 0 0 21 8,99
STATE GRANTS 14,988 985,300 9 1 4,495 0 0 85,79
COUNTY GRANTS 1,031,449 195,000 399,773 0 0 826,671
ENCINNNO CO TRANSIT 0 622,000 78,716 0 0 543,28
0 1,593,44 ASSESSMENT D I STRl CTS 1,726,946 25,000 158,498 0
CFD #1 8,009,872 2,600,000 1,663,379 128,000 0 8,818,49
CFD #2 0 1,490,500 84,314 0 o 1,406,ia
CDBG 0 1,500,000 1,011,391 0 0 488,60
FEDERAL GRANTS 0 0 9,100 0 0 (9,lO
SDGG 0 0 0 0 0
PLANNED LOCAL DRAIN'G 2,887,256 290,000 0 0 0 3,177,25
SEWER CONNECTION 11,177,7!9 605,000 61,632 1,110,700 0 10,610,38
89,066 0 0 4,144,43 SEWER REPLACEMENT 3,098,500 1,135,000
WATER - RECLAIMED WAl (506,314) 515,000 1,562,639 0 1,225,000 (328,95
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) 8,045,60
0 1,341,lO REDEV-LOW & MOD 0 2,540,700 1,199,592 0
TAX INCREMENT BOND 2,742,254 2,430,000 2,198,121 0 (549,000) 2,425,13
BATIQUITOS 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,X
FUND BALANCE REVENUES EXPENDITURES & OTHER TRANSFERS BALANCE
156
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1 GENERAL CAPITAL CONST 3,507,091 0 2,989,354 500,450 3,489,804 0
1 PUBLIC FACILITIES FEE 8,805,016 41 4,387 5,359,262 660,000 6,019,262 0
N 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
8 TRANSN€f/BIKE 50 1 0 0 0 0 0
I COUNTYGRANTS 826,676 182,326 0 0 0 0
8 CFD#1 8,818,493 3,107,000 2,837,265 1,833,000 4,670,265 0
i: ;F:LGRANTS (9,100) 2,200,000 1 89,848 2,000,000 2,189,848 0
I SEWER CONNECTION 10,610,387 179,934 275,625 1,477,410 1,753,035 0
i B BATlQUlTOS LAGOON 0 30,000,000 0 30,000,000 30,000,000 0
II
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CITY QF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1994-95
JULY1,1994 1993 - 94 1994 - 95 (1) Jl
PROJECTED ESTIMATED CONTINUING NEW TOTAL CIP FUND F
FUND BALANCE REVENUES APPROPR. APPROPR APPROPR. TRANSFERS
PUBLIC ART 21 0,821 5,005 121,220 0 121,220 0
GOLF COURSE 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
PIL AREA 3 SW 198,720 66,413 0 0 0 0
PIL AREA 4 SE 718,097 17,903 0 0 0 0
LETTERS OF CREDIT 0 0 0 0 0 0
TRANSNET/LOCAL 532,616 700,000 1,105,249 120,000 1,225,249 0
TFANSNET/HIGHWAY 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
STATE GRANTS 85,793 193,416 254,642 0 254,642 0
ENCINNNO CO TRANSIT 543,284 207,000 543,284 207,000 750,284 0
ASSESSMENT DISTRICTS 1,593,448 0 1,384,865 0 1,384,865 0
CFD #2 I ,406,186 885,000 147,306 1,500,380 1,647,686 0
CDBG 488,609 0 485,874 0 485,874 0
0 900,000 0 900,000 900,000 0
PLANNED LOCAL DRAIN’G 3,177,256 26,031 21 9,959 0 21 9,959 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 - MAJOR FACILITY 4,203,150 5,118,773 4,680,484 4,595,297 9,275,781 0
WATER - REPLACEMENT 8,045,602 2,050,000 2,8303 12 6,005,700 8,836,212 0
REDEV-LOW &MOD 1,341,108 0 800,408 0 800,408 0
TAX INCREMENT BOND 2,425,133 0 2,188,001 0 2,188,001 0
OTHER 852,373 17,000 852,373 337,000 1,189,373 320,000
TOTAL CAPITAL FUNDS 71,352,507 49,899,235 32,314,566 51,097,237 83,411,803 1,520,000
(1) 1994-95 NEW CIP APPROPRIATIONS PLUS 1993-94 CONTINUING APPROPRIATIONS.
I 157
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 60,537 643,566 100,000 1,200,000
PUBLIC FACILITIES FEE 81 1,215 885,943 900,000 41 4,387
ZONE 5 PARK FEE 62,279 25,820 50,000 52,000
PILAREA 1 NW 251,782 47,247 55,000 9,630
PlL AREA 2 NE 41,408 37,559 10,000 0
PILAREA 3 SW 43,970 75,016 5,000 66,413
PIL AREA 4 SE 188,020 90,736 15,000 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
TRANSNET/HIG HWAY 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 GRANTS 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
SDGBE 0 0 0 900,000
PLANNED LOCAL DRAIN’G 670,163 164,536 290,000 26,03 1
SEWER CONNECTION 1,011,319 918,603 605,000 179,934
SEWER REPLACEMENT 0 0 1,135,000 1,100,000
WATER - RECLAIMED WAl 0 0 1,740,000 1,885,000
WATER - MAJOR FACILITY 989,437 1,025,568 750,000 5,118,773
WATER - REPLACEMENT 1,840,177 2,345,586 1,495,000 2,050,000
REDEV-LOW 8 MOD 53,512 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 j
(1) INCLUDES INTERFUND LOANS OR TRANSFERS.
158
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CITY OF CARLSBAD
CAPITAL FUNDS
DETAIL REVENUE ESTIMATES FOR FY 1994-95
FUND OR
DEVELOPER LOAN OR DEPRECIATION
FUND FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER TOTb
GENERAL CAPITAL CONST.
PUBLIC ART 5,005 5
GOLF COURSE 1,200,000 1,20c
ZONE 5 PARK FEE 52,000 52
PILAREA 1 NW 9,630 9
PILAREA 2 NE 0
PIL AREA 3 SW 66,413 66
PIL AREA 4 SE 17,903 17
LETERS OF CREDIT 0
TRAFFIC IMPACT FEE 104,417 104
TRANSNET/LOCAL 700,000 700
TRANS NET/HI G HWAY 300,000 300
TRANSNET/BIKE E Tf?ANSNET/STP
TDA 178,000 178
STATE GRANTS 193,416 193
COUNTYGRANTS 182,326 18::
ENCINA/NO CO TRANSIT 207,000 20;
PUBLIC FACILITIES FEE 414,387 41 4
ASSESSMENT DISTRICTS
CFD #1 756,400 1,700,600 650,000 3,lO;
CFD #2 885,000 88:
CDBG
FEDERAL GRANTS 2,200,000 2,20(
SDGE 900,000 90(
PLANNED LOCAL DRAIN’G 26,031 2f
SEWER CONNECTION 179,934 17:
SWER REPLACEMENT 1,100,000 1 ,lo(
WATER - RECLAIMED WATER 1,885,000 1,88!
WATER - MAJOR FACILIlY 418,773 4,700,000 5,llt
WATER - REPLACEMENT 750,000 1,300,000 2,05(
TAX INCREMENT BOND
BATIQUITOS LAGOON 30,000,000 30,00(
OTHER 17,000 320,000 33 I TOTAL CAPITAL FUNDS 2,930,888 3,450,600 3,403,742 31,124,000 6,585,000 3,925,005 51,41
REDEV-LOW & MOD
I, 159
1991-1992 TO 1994-1995
1991 -92 1992-93 1993-94 (1)
FUND ACTUAL ACTUAL ESTIMATED
GENEML CAPITAL CONST 384,613 472,030 563,011
PUBLIC ART 29,811 15,740 11 8,000
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
PILAREA 2 NE 0 0 0
PILAREA 3 SW 4,976 0 0
PILAREA 4 SE 3,253 0 0
LETTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 173,543 31 3,938 772,031
TRANSNET/LOCAL 9,420 583,659 21,668
TRANSNET/HIGHWAY 931,761 895,513 592,252
TRANS N ET/STP 0 0 0
TDA 26,578 31,397 387,302
STATE GRANTS 381,271 36,762 914,495
COUNTY GRANTS 0 118 399,773
TRANSNET/BI KE 0 27,162 343,337
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
FEDERAL GRANTS 0 0 9,100
SDGE 0 0 0
PLANNED LOCAL DRAIN'G 58,294 0 0
SEWER CONNECTION 1,614,083 431,628 61,632
SEWER REPLACEMENT 0 0 89,066
WATER - RECLAIMED WAl 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
TAX INCREMENT BOND 568,045 163,180 2,198,121
BATIQUITOS LAGOON
CDBG 313,479 122,924 1,011,391
0 0 01 OTHER 0 307 , 627 1,153,305 [ TOTAL CAPITAL FUNDS 11,837,178 9,363,338 17 , 370,214
1993-94 1994-95 1994-95
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
2,989,354 500,450 3,489,804
121,220 0 121,220
467,647 0 467,647
5,359,262 660,000 6,019,262
0 0 0
0 0 0
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1,576,119 344,000 1,920,119
1,105,249 120,000 1,225,249
1,061,910 0 1,061,910
0 0 0
336,398 60,000 396,398
254,642 254,642 0
0 0 0
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 1,647,686
189,848 2,000,000 2,189,848
0 0 a
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0 900,000 900,000 1 219,959 0 21 9,959
275,625 1,477,410 1,753,035 j 222,883 557,000 779,883
1,384,078 0 1,384,07f
4,680,484 4,595,297 9,275,781
2,830,512 6,005,700 8,836,212
800,408 0 800,40€
2,188,001 0 2,188,001
0 30,000,000 30,000,OOC
852,373 337,000 1,189,372 i i 32,314,566 51,097,237 83,411,802
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CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
YEAR 1 1994-95 I BEGINNING
FUND BAL 7/1/94 * REVENUE EXPENDITURES ENDIN
GENERAL CAPITAL CONST. 517,737 0 500,450 17,2t
PUBLIC ART 89,601 5,005 0 94,6(
GOLF COURSE 1,519,271 1,200,000 0 2,719,21
PUBLIC FACILITIES FEE 3,445,754 414,388 660,000 3,200,ld
1,724,l: ZONE 5 PARK FEE 1,672,130 52,000 0
PILAREA 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(
LElTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 565,297 104,417 344,000 325,7'
TRANSNET/LOCAL (572,633) 700,000 1 20,000 7,3f
TRAN SN ET/H I GH WAY (269,340) 300,000 0 30,6f
TRANSNET/BI KE 50 1 0 0 5(
TRANSNET/STP 167,000 0 0 1 67,0(
TDA (1 17,401) 178,000 60,000 5s
STATE GRANTS (1 68,849) 193,416 0 243
COUNTY GRANTS 826,676 182,326 0 1,009,0(
ENCINNNO CO TRANSIT 0 207,000 207,000
ASSESSMENT D I STRlCTS 208,583 0 0 208,51
CFD #1 5,981,228 3,107,000 1,833,000 7,255 '2:
CFD #2 1,258,880 885,000 1,500,380 643,5(
CDBG 2,735 0 0 2,7:
FEDERAL GRANTS (1 98,sm) 2,200,000 2,000,000 1 ,O!
SDG&E 0 900,000 900,000
PLANNED LOCAL DRAIN'G 2,957,297 26,03 1 0 2,983,3:
SEWER CONNECTION 10,334,762 1 79,934 1,477,410 9,037,21
SEWER REPLACEMENT 3,921,551 1,100,000 557,000 4,464,5!
WATER - RECLAIMED WATER (1,713,031) 1,885,000 0 171,9(
WATER - MAJOR FACILITY (477,334) 5,i 18,773 4,595,297 46,14
WATER - REPLACEMENT 5,215,090 2,050,000 6,005,700 1,259,3!
REDN-LOW & MODERATE 540,700 0 0 540,71
TAX INCREMENT BOND 237,132 0 0 237,l:
BATlQUlTOS LAGOON 0 30,000,000 30,000,000
OTHER 0 337,000 337,000
TOTAL 39,037,941 51,419,235 51,097,237 39.359,9:
* BALANCE INCORPORATES $32.3 MILLION FOR 1993-94 CONTINUING APPROPRIATIONS
1. 171
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAllABLE BALANCES
1994 TO BUILDOUT
[YEAR 2 1995-96 I
BEGINNING
FUND BAL 711 195 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 17,287 180,000 192,500 4,787
PUBLIC ART 94,606 1,925 0 96,531
GOLF COURSE 2,719,271 14,600,000 14,000,000 3,319,271
PUBLIC FACILITIES FEE 3,200,142 591,032 705,000 3,086,174
ZONE 5 PARK FEE 1,724,130 56,000 0 1,780,130
PILAREA 1 NW 1,698,376 35,310 0 1,733,686
PIL AREA 2 NE 487,989 0 0 487,989
PIL AREA 3 SW 265,133 66,413 0 331,545
PIL AREA 4 SE 736,000 32,860 0 768,859
LETTERS OF CREDIT 0 250,000 0 250,000
TRAFFIC IMPACT FEE 325,714 142,225 319,000 148,939
TRANSNET/LOCAL 7,367 100,000 100,000 7,367
TRANSNET/HIGHWAY 30,660 0 0 30,660
TRANSNETIBI KE 50 1 0 0 50 1
TRAN SN ET/ST P 167,000 0 0 167,000
TDA 599 0 0 599
STATE GRANTS 24,567 0 0 24,567
COUNTY GRANTS 1,009,002 191,442 0 1,200,444
ENCINNNO CO TRANSIT 0 0 0 .o
ASSESSMENT DISTRICTS 208,583 0 0 208,583
CFD #1 7,255,228 3,110,000 3,913,000 6,452,228
CFD #2 643,500 1,180,000 1,642,000 181,500
CDBG 2,735 0 0 2,735
FEDERAL GRANTS 1,052 0 0 1,052
SDG&E 0 700,000 700,000 0
PLANNED LOCAL DRAIN'G 2,983,328 59,664 1,000,000 2,042,993
SEWER CONNECTION 9,037,286 250,256 1,237,700 8,049,042
SEWER REPLACEMENT 4.,464,551 1,100,000 587,000 4,977,551
WATER - RECLAIMED WATER 171,9fB 0 0 171,969
WATER - MAJOR FACILITY 46,142 1,590,187 1,581,081 55,248
WATER - REPLACEMENT 1,259,390 2,050,000 1,944,016 1,365,374
REDW-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 39,359.939 26,287,314 27,921,297 37,725,955
172
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CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
IYEAR 3 1996-97 1 BEGINNING
FUND BAL 711 196 REVENUE EXPENDITURES ENDlNl
GENERAL CAPITAL CONST. 4,787 630,000 1 20,000 514,787
PUBLIC ART 96,53 1 1,200 0 97,731 @ GOLFCOURSE 3,319,271 600,000 0 3,919,271
PUBLIC FACILITIES FEE 3,086,174 776,932 385,000 3,478,lOf
ZONE 5 PARK FEE 1,780,130 100,000 0 1,880,IX
PILAREA 1 NW 1,733,686 57,780 0 1,791,4ff
PIL AREA 2 NE 487,989 0 0 487,98!
PIL AREA 4 SE 768,859 32,860 0 801,71!
PIL AREA 3 SW 331,545 66,413 0 397,951 @ LETTERS OF CREDIT 250,000 2,000,000 250,000 2,000,001
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TRAFFIC IMPACT FEE 148,939 203,649 44,000 308,581
TRANSN ETILOCAL 7,367 300,000 300,000 7,s 1 TRANSNET/HIGHWAY 30,660 470,000 500,000 661
TRANSNETIBIKE 501 0 0 50
TRANSNET/STP 167,000 0 0 167,001
TDA 599 0 0 59'
STATE GRANTS 24,567 0 0 24,56
COUNTY GRANTS 1,200,444 201,014 0 1,401,451
ENCINA/NO CO TRANSIT 0 0 0 I D ASSESSMENT DISTRICTS 208,583 0 0 208,58:
CFD #1 6,452,228 15,210,000 13,750,000 7,912,221
CFD #2 181,500 1,475,000 91 2,000 744,501
CDBG 2,735 0 0 2,73
FEDERAL GRANTS 1,052 0 0 1,05
SDG&E 0 550,000 550,000 I
PLANNED LOCAL DRAIN'G 2,042,993 89,119 0 2,132,11 ' SEWER CONNECTION 8,049,842 410,998 1,204,600 7,256,244
SEWER REPLACEMENT 4,977,551 1,100,000 524,000 5,553,55
WATER - RECLAIMED WATER 171,969 0 0 171,96
WATER - MAJOR FACILITY 55,248 1,786,134 1,580,850 260,53
REDEV-LOW & MODERATE 540,700 0 0 !540,7C
TAX INCREMENT BOND 237,132 0 0 237,13
BATlQUlTOS LAGOON 0 0 0
OTHER 0 550,000 550,000
TOTAL 37,725.955 28,661,098 22,254,422 44.13263
WATER - REPLACEMENT 1,365,374 2,050,000 1,583,972 i,a31,40
173
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
IYEAR 4 1997-98 I
BEGINNING
FUND BAL 7/1/97 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 514,787 0 150,000 364,787
PUBLIC ART 97,731 1,500 0 99,231
GOLF COURSE 3,919,271 600,000 0 4,519,271
PUBLIC FACILITIES FEE 3,478,106 1,289,996 2,477,000 2,291,102
ZONE 5 PARK FEE ‘I ,880,130 106,575 0 1,986,705
PILAREA 1 NW ‘I ,79 1,466 86,670 0 1,878,136
PIL AREA 2 NE 487,989 72,188 0 560,177
PIL AREA 3 SW 397,958 161,700 281,000 278,658
PIL AREA 4 SE 801,719 46,200 0 847,9 19
LETTERS OF CREDIT 2,000,000 375,000 2,375,000 0
TRAFFIC IMPACTFEE 308,588 2,317,254 2,054,000 571,842
TRANSNET/LOCAL 7,367 2,310,000 2,310,000 7,367
TRANSNET/H I GHWAY 660 0 0 660
TRANSNETBIKE 50 1 0 0 501
TRAN SN ET/STP 167,000 0 0 167,000
TDA 599 0 0 599
STATE GRANTS 24,567 0 0 24,567
COUNTY GRANTS .I ,401,458 21 1,065 0 1,612,523
ENCINNNO CO TRANSIT 0 0 0 0
ASSESSMENT DISTRICTS 208,583 0 0 208,583
CFD #1 7,912,228 3,850,000 11,750,000 12,228
CFD #2 744,500 1,770,000 0 2,514,500
CDBG 2,735 0 0 2,735
FEDERAL GRANTS 1,052 0 0 1,052
PLANNED LOCAL DRAIN’G 2,132,111 234,100 0 2,366,211
SEWER CONNECTION 7,256,240 675,423 2,957,800 4,973,863
SEWER REPLACEMENT 5,553,551 1,100,000 524,000 6,129,551
WATER - RECLAIMED WATER 171,969 0 0 171,969
WATER - MAJOR FACILITY 260,532 2,882,034 2,858,985 283,581
WATER - REPLACEMENT ‘I ,831,402 2,050,000 3,843,997 37,405
REDEV-LOW & MODERATE 540,700 0 0 540,700
TAX INCREMENT BOND 237,132 0 0 237,132
BATlQUlTOS LAGOON 0 0 0 0
OTHER 0 0 0 0
TOTAL 44,132,631 20.489,704 31,931,782 32,690,553
SDG&E 0 350,000 350,000 0
1 74
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CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
IYEAR 5 1998-99 I
BEGINNING
ENDINC
GENERAL CAPITAL CONST. 364,787 0 150,000 214,787
PUBLIC ART 99,231 1,500 0 100,731
GOLF COURSE 4,519,271 0 0 4,519,271
2,291,102 1,584,594 1,795,000 2,080,69: PUBLIC FACILITIES FEE
ZONE 5 PARK FEE 1,986,705 181,683 0 2,168,38t
PILAREA 1 NW 1,878,136 128,400 0 2,006,534
PIL AREA 2 NE 560,177 72,188 0 632,36r
PIL AREA 3 SW 278,658 199,238 0 477,89:
PIL AREA 4 SE 847,9 19 46,200 0 894,l l!
LETTERS OF CREDIT 0 0 0 (
TRAFFIC IMPACT FEE 571,842 403,828 544,000 431,66$
TRANSNETILOCAL 7,367 700,000 700,000 7,36;
TRANSN ET/H I GH WAY 660 0 0 66(
TRANSNET/BI KE 50 1 0 0 50'
TRAN SN ET/STP 167,000 0 0 1 67 ,OM
TDA 599 0 0 59: ' STATEGRANTS 24,567 0 0 24,56
COUNTY GRANTS 1,612,523 221,618 0 1,834,14'
ASSESSMENT DISTRICTS 208,583 0 0 208,58:
CFD #I 12,228 5,395,000 0 5,407,221
CFD #2 2,514,500 2,183,000 0 4,697,50(
CDBG 2,735 0 0 2,73!
FEDERAL GRANTS 1,052 0 0 1,05:
SDG&E 0 0 0 (
0 2,661,52 PLANNED LOCAL DRAIN'G 2,366,211 295,309
SEWER CONNECTION 4,973,863 887,152 3,894,400 1,966,61!
SEWER REPLACEMENT 6,129,551 1,100,000 524,000 6,705,55
WATER - RECLAIMED WATER 171,969 0 0 171,96!
WATER - REPLACEMENT 37,405 2,050,000 1,444,020 643,38!
REDEV-LOW & MODERATE 540,700 0 0 540,701
TAX INCREMENT BOND 237,132 0 0 237,13
0 0 0 (
I
TOTAL 32.690.553 18,244.364 11,129.897 39,805,021
FUND BAL 7/1/98 REVENUE EXPENDITURES
ENCINNNO CO TRANSIT 0 0 0 (
WATER - MAJOR FACILITY 283,581 2,794,656 2,078,477 999,76( ' BATlQUlTOS LAGOON
OTHER 0 0 0
175
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
)YEAR 6-10 1999-20031
BEGINNING
FUND BAL 7/1/99 REVENUE EXPENDITURES ENDING
1,500,000 264,787 GENERAL CAPITAL CONST. 214,787 1,550,000
11 5,731
GOLF COURSE 4,519,271 0 0 43 1 9,271
PUBLIC FACILITIES FEE :2,080,695 12,302,714 14,425,000 (41,591)
ZONE 5 PARK FEE 2,168,388 1,178,000 700,000 2,646,388
PILAREA 1 NW 2,006,536 874,725 2,380,000 501,261
PIL AREA 2 NE 632,364 577,500 0 1,209,864
PIL AREA 3 SW 477,895 1,423,538 1,550,000 351,433
PIL AREA 4 SE 894,119 231,000 0 1,125,119
LETTERS OF CREDIT 0 0 0 0
TRAFFIC IMPACTFEE 431,669 2,721,458 2,840,000 313,127
TRANSNET/LOCAL 7,367 6,300,000 6,300,000 7,367
TRANS N ET/H I GHWAY 660 3,100,000 3,100,000 660
TRANSNET/BI 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
COUNTY GRANTS 1,834,141 696,015 2,242,500 287,656
ENClNA/NO CO TRANSIT 0 0 0 0
ASSESSMENT DISTRICTS 208,583 0 0 208,583
CFD #1 5,407,228 39,600,000 43,400,000 1,607,228
CFD #2 4,697,500 20,466,000 15,032,000 10,131,500
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 2,661,521 2,216,496 3,500,000 1,378,017
SEWER CONNECTION 1,966,615 9,530,222 11,458,200 38,637
SEWER REPLACEMENT G,705,551 5,500,000 6,486,000 5,7 1 9,551
WATER - RECLAIMED WATER 171,969 0 0 171,969
WATER - MAJOR FACILITY 999,760 10,847,629 1 1,114,576 732,813
WATER - REPLACEMENT 643,385 7,500,000 1,713,681 6,429,704
REDW-LOW & MODERATE 540,700 0 0 540,700
TAX INCREMENT BOND 237,132 0 0 237,132
BATlQUlTOS 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
PUBLIC ART 100,731 15,000 0
176
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3 LETTERS OF CREDIT 0 1,687,500 1,687,500 I
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CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
12004 + I
BEGINNING
FUND BAL 7/1/2004 REVENUE EXPENDITURES ENDtNC
GENERAL CAPITAL CONST. 264,787 4,500,000 0 4,764,787
1 15,731 PUBLIC ART 1 15,731 0 0
GOLF COURSE 4,519,271 0 0 431 9,271
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
PIL AREA 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 1,89!
PIL AREA 3 SW 351,433 9,068,194 9,400,000 19,621
PIL AREA 4 SE 1,125,119 1,782,916 2,900,000 8,03:
TRAFFIC IMPACTFEE 313,127 17,449,141 17,253,000 509,261
TRANSNETILOCAL 7,367 4,000,000 4,000,000 7,36
TRANSNETIHI GHWAY 660 0 0 661
TRANSNET/BI KE 50 1 0 0 50
TRAN SN ET/ST P 167,000 0 0 167,001
TDA 599 0 0 59‘ ’ STATE GRANTS 24,567 0 0 24,56
COUNTY GRANTS 287,656 0 0 287,65
ENCINNNO CO TRANSIT 0 0 0 I
ASSESSMENT D I STRl CTS 208,583 0 0 208,58:
CFD #1 1,607,228 16,562,000 17,500,000 669,22
CFD #2 10,131,500 8,033,750 17,339,000 826,251
CDBG 2,735 0 0 2,73
FEDERAL GRANTS 1,052 0 0 1,05
SDG&E 0 0 0 (
PLANNED LOCAL DRAIN’G 1,378,017 15,847,064 16,225,000 1,000,08
SEWER CONNECTION 38,637 43,951,505 43,576,196 413,94
WATER - RECLAIMED WATER 171,969 0 0 171,9E
WATER - MAJOR FACILITY 732,813 22,975,744 19,745,007 3,963,55
16,067,06 WATER - REPLACEMENT 6,429,704 1 1,800,000 2,162,644
REDEV-LOW & MODERATE 540,700 a, 0 540,7C
TAX INCREMENT BOND 237,132 a, 0 237,13
OTHER 0 0 0
TOTAL 38,693,359 225123,458 223,184,612
SEWER REPLACEMENT 5,719,551 10,000,000 9,860,000 5,8593
40,632.20
177
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
GRAND TOTALS ALL YEARS
BEGINNING TOTAL TOTAL
FUND BALANCE REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 517,737 6,860,000 2,612,950 4,764,787
PUBLIC ART 89,601 26,130 0 1 15,731
GOLF COURSE 1,519,271 17,000,000 14,000,000 4,519,271
PUBLIC FACILITIES FEE 3,445,754 56,273,735 59,518,265 201,224
ZONE 5 PARK FEE 1,672,130 9,499,451 1 1 ,150,000 21,581
PILAREA 1 NW 'I ,688,746 6,501,855 8,170,000 20,601
PIL AREA 2 NE 487,989 5,738,906 6,225,000 1,895
PIL AREA 3 SW 198,720 1 1,051,906 11,231,000 19,626
PIL AREA 4 SE 718,097 2,189,938 2,900,000 8,035
TRAFFIC IMPACT FEE 565,297 23,341,971 23,398,000 509,268
TRANSNET/LOCAL (572,633) 14,410,000 13,830,000 7,367
TRANSNET/HIGHWAY (269,340) 3,870,000 3,600,000 660
TRANSNET/BIKE 50 1 0 0 50 1
TRAN SN ET/ST P 167,000 0 0 167,000
STATE GRANTS (1 68,849) 193,416 0 24,567
COUNTY GRANTS 826,676 1,703,480 2,242,500 287,656
ENCINNNO CO TRANSIT 0 207,000 207,000 .o
ASSESSMENT DISTRICTS 208,583 0 0 208,583
CFD #1 5,981,228 86,834,000 92,146,000 669,228
CFD #2 'I ,258,880 35,992,750 36,425,380 826,250
CDBG 2,735 0 0 2,735
FEDERAL GRANTS (198,948) 2,200,000 2,000,000 1,052
LEITERS OF CREDIT 0 4,312,500 4,312,500 0
TDA (1 17,401) 178,000 60,000 599
SDG&E 0 2,500,000 2,500,000 0
PLANNED LOCAL DRAIN'G 2,957,297 18,767,784 20,725,000 1,000,081
SEWER CONNECTION 10,334,762 55,885,490 65,806,306 413,946
SEWER REPLACEMENT 3,921,551 21,000,000 19,062,000 5,859,551
WATER - RECLAIMED WATER ('I ,713,031) 1,885,000 0 171,969
WATER - MAJOR FACILITY (477,334) 47,995,157 43,554,273 3,963,550
WATER - REPLACEMENT 5,215,090 29,550,000 18,698,030 16,067,060
REDEV-LOW & MODERATE 540,700 0 0 540,700
TAX INCREMENT BOND 237,132 0 0 237,132
BATIQUITOS LAGOON 0 30,000,000 30,000,000 0
OTHER 0 6,287,000 6,287,000 0
TOTAL 39,037,941 502,255,469 500.661,204 40,632,206
178
CITY OF CARLSBAD
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CAPITAL OUTLAY ITEMS 1994-95
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST GENERAL j
001 -2220 FIRE SUPPRESSION High Pressure Rescue Air Bag 1 1
Confined Space Rescue Equipment 1 1(
AMKUS Rescue Equipment 1 t
Diesel Exhaust System for Stations #I, #3 and #4 3 z
TOTAL FIRE SUPPRESSION 9:
1( 001 -2240 EMERGENCY MEDICAL Lifepak 10 MonitorDefibrillator (Replacement) 1
TOTAL EMERGENCY MEDICAL I(
001 -4210 CULTURAL ARTS Triple Speed CD ROM 1
-
1 TOTAL CULTURAL ARTS
001-5110 STREET MAINTENANCE Fork Lift 1 1(
TOTAL STREET MAINTENANCE 1'
001 -5320 FACILITIES MAINTENANCE Portable Welder 1
Floor Slip Tester 1
Amprobe 1
19" Buffer 1
19' Vacuum 1
Two- Way Radio 2
TOTAL FACILITIES MAINTENANCE 1
\TOTAL GENERAL FUND $llt
SPECIAL FUNDS I
131 -3310 SECTION 8 HOUSING Lateral Fde Cabinet 2
1
1
486SX Computer with Color Monitor (Replacement)
10' Color Monitor with Build-in VCR
Computer Modem 2
TOTAL SECTION 8 HOUSING
181 -8119 SENIOR GRANT Laser Printer Series IV 1
TOTAL SENIOR GRANT
I
391 -3510 CDBG 486 SX - 25 Computer with 14" Color Monitor (Replacement) 1 1 TOTAL CDBG
501 -6310 WATER DISTRICT Color 486/33 Laptop Computer for SCADA System 1 I
486 33 Personal Computer (Replacement) 1
Hach Ern00 Colorimeter 1
Telemetry Parts for Maerkle & Ellery kservoirs 1
Pipe Locator 1
Trash Pump 1 d
Mocrofilm Reader & Printer (Shared w/ Reclaimed & Sanit'n) 1 *: TOTAL WATER DISTRICT
502-6310 Reclaimed Water
TOTAL RECLAIMED WATER
Mocrofilm Reader & Printer (Shared with Water & Sanit'n)
179
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1994-95
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
51 1-61 10 SANITATION Flow Meter - Home Plant 1 10,m
Spare Pump for Lift Stations 1 150
Airless Spray Gun 1 2.00
Electric Sewer Router 1 2.50
486/33 Personal Computer (Replacement) 1 2,50
Ventilator for Confined Spaces 1 1 ,00
Mocrofilm Reader & Printer (Shared w/ Reclaimed & Water) 3,oo TOTAL SANITATION 22,50
1
620-5210 FLEET MAINTENANCE Gasboy 1000 System (Replacement) 1 12,oo
TOTAL FLEET MAINTENANCE 12,w
620-5220 VEHICLE REPLACEMENT Police Patrol Vehicle 8 144,00(
Police Motorcycle 1 9,001
Pick - up - Compact 2 20,001
Pick-up - 1/2Ton 1 15,001
Pick-up - 3/4 Ton 1 16,OC
Truck - Special Paint (Carry Fwd $1 7,000 from 1993-94) 1 125,OO
Backhoe 2 120,oo
Mower, Riding Large 1 20,oc
Mobile Intensive Care Unit 1 95,OC
Fire Truck (Rescue) 100,oc
Fire Truck 1 250,w
TOTAL U/M - VEHICLE REPLACEMENT 914,OO
640-1720 DATA PROCESSING Hard Drive & Controller for Las Palmas File Server 1 430
4mb Memory Upgrades for 386 Computers 1 1 .w
File Server Replacement - CMWD 1 7.50
3COM Netbuilder Bridge for City Hall 1 w TOTAL DATA PROCESSING 29,50
810-3410 REDEVELOPMENT AGENCY
Lateral File 2 lJJ
TOTAL REDEVELOPMENT AGENCY 1,40
/TOTAL SPECIAL FUNDS $1,018.23
I TOTAL ALL FUNDS $1.136.68
180
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
I
I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
League of California Cities Annual Conference (3)
Mayors and Council Legislative Conference (4)
League of California Quarterly Dinners (1 5)
League of California Cities Policy Committee Meetings (5)
National League of Cities Conference (2)
Meetings with Legislators in State & Federal Capitals
Miscellaneous Travel and Meeting Expenses
Long Beach
Sacramento
San Diego
Various
Wash DC
Wash DClSacto
Various
1
1
B
I
I
I
SUBTOTAL CITY COUNCIL
League of CA Cities Annual Conference
CSMFO Annual Conference
CSMFO Monthly Meetings Various
League of CA Cities City Mgr’s Meetings (2)
League of CA Cities Financial Mgmt Seminar
ICMA Annual Conference (2)
Legislative Trips to State Capital (6 trips)
Accompany Council Members - Meetings w/ Legislators
Miscellaneous Travel and Meeting Expenses
Long Beach
San Luis Obispo
001 - 1020 CITY MANAGER
San Francisco
Monterey
Chicago, IL
Sacramento
Washington, DC
Various
SUBTOTAL CITY MANAGER I 001-1030 CITYCLERK Miscellaneous Travel and Meeting Expenses Various
I 001-1210 ClTYAlTORNN
SUBTOTAL CITY CLERK
League of CA Cities Annual Conference
League of CA Cities City Attorneys’ Meeting
League of CA Cities Seminar
San Diego County City Attorney’s Association (3)
N. San Diego Legal Secretaries Assoc Meetings
Miscellaneous Travel and Meeting Expenses
Long Beach
N. California
Unknown
Palm Springs
N. County
Various
I
1
1
I
8
li
I
I
SUBTOTAL CITY AlTORNEY
001-1310 FINANCE League and CSMFO Conference Attendance Various
Ventura
S California
San Diego
Various
SUBTOTAL FINANCE
CA Municipal Business Tax Conference
CA Municipal Business Tax Meetings
Local Chapter CSMFO and CWlG Meetings
Miscellaneous Travel and Meeting Expenses
001 -1320 CITYTREASURER Training Seminars by CA Municipal Treasurers Association Unknown
Annual Conference - Municipal Treas Assc of US & Canada
LAlF Briefing
Miscellaneous Travel and Meeting Expenses
Dearborn, MI
Sacramento
Various
SUBTOTAL CITYTREASURER
181
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
ACCT NO DEPARTMENT TRAVEL DESCRIPTION D EST1 NATION
001-1410 PURCHASING Monthly Calif Association of Public Pruchasing Officers Various
Various Miscellaneous Travel and Meeting Expenses
SUBTOTAL PURC HAS1 NG
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
Do1 -1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL IN FORMATION SYSTEMS
001 -21 10 POLICE ADMINISTRATION California Police Chiefs Association Conference
SC County Police Chiefs'/Sheriffs Association
CPOA 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 POLICE OPERATIONS Mileage for Personal Cars for Transport to Court San Diego Co.
FBI National Academy Quantico, VA
SUBTOTAL OPERATIONS
001 -2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL INVEST1 GATIONS
001 -21 31 POLICE VICYNARCOTICS Miscellaneous Travel and Meeting Expenses Various
TOTAL POLICE VICE/NARCOTICS
001 -2160 POLICETWFFIC 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 ADMINISTRATION
182
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
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8
1
1
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ACCT NO DEPARTMENT TRAVEL DESCRIPTION D EST1 NATION
001 -2220 FIRE SUPPRESSION 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 (Hmat 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
SUBTOTAL EMERGENCY MEDIC1
San Diego
S. California
Emmittsburg, MD
001 -2260 DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings
California Office of Emergency Services Seminars
FEMA Emergency Mgmt Act Training (funded by FEMA)
Community Education Training Asilomar, CA 1 SUBTOTAL DISASTER PREPAREE
Unknown
Long Beach
Oakland
Various
001 -3010 COMMUNITY DEVEL ADMlN CALBO Conference
Leauge of CA Cities Annual Conference
League of CA Cities HCED Meetings (6/year)
Miscellaneous Travel and Meeting Expenses I SUBTOTAL COMM DNEL ADMIN
001 -3020 GEOGRAPHIC INFO. SYSTEM ERSl Training Conference Redlands
ERSI/GIS Conference kPalm Springs
SUBTOTAL GEOGRAPHIC INFO. I
001 -3030 ECONOMIC DEVELOPMENT International Travel - London, UWBillund, Denmark Various
Out of State Various
In State Various
SUBTOTAL ECONOMIC DNEL g 001 -3110 ENGINEERING League of CA Cities - Public Works Conference N. California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL ENGINEERING
001 -3220 PLANNING COMMISSION Planning Commission Institute CentraL California
SUBTOTAL PLANNING COMMW
S. California
Various
001 -3230 PLANNING American Planning Association State Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL PLANNING
183
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
ACCT NO DEPARTMENT TRAVEL DESCRIPTION D EST1 NATION
001 -3240 GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various
SUBTOTALGROWTH MGMT
001 -3610 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL BUILDING INSPCTN
001 -341 1 HISTORIC PRESERVATION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL HISTORIC PRSRVI"
001 -401 0 LIBRARY ADMINISTRATION California Library Association Annual Conference Anaheim
League of CA Cities Annual conference
League of CA Cities Library Executive Comm Meetings
Miscellaneous Travel and Meeting Expenses
Long Beach
Various
Various
SUBTOTAL LIBRARY ADMIN
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
Carlsbad 001 -4030 LIBRARY CHILDREN'S Local Travel for ProgramslMtgslSchool Visits
SUBTOTAL CHILDREN'S
001 -4040 TECHNICAL SERVICES INLEX Users Group (1) Monterey
SUBTOTAL TECH SERVICES
001 -4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL COLLECTION DN.
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 FranciscoILos Angeles
001 -4210 CULTURAL ARTS
SUBTOTAL CULTRUAL ARTS
001 -4220 SISTER CITY Southern California Sister Cities Regional Conference So. California
SUBTOTAL SISTER CITY
184
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
I
8
I
1
I
I
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8
E ACCTNO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
001 -41 10 COMMUNITY SERVICES ADM CA Park and Recreabon Society Annual Conference San Jose
Miscellaneous Travel and Meetrng Expenses various
SUBTOTALCOMM’TY SVCS ADM
001 -41 21 PARK OPERATIONS CA Parks & Recreatron Society Conference (1) San Jose
SUBTOTAL PARK OPERATIONS
001 -41 31 RECREATION OPERATIONS Miscellaneous Travel and Meebng Expenses various
SUBTOTAL RECREATON 0PRT”Z
001 -4133 AQUATICS Miscellaneous Travel and Meetrng Expenses Various
SUBTOTAL AQUATICS u 001 -41 42 SENIOR PROGPAM America1 Society on Aging Conference Atlanta, GA
various Miscellaneous Travel and Meeting Expenses
SUBTOTAL SENIOR PROGRAM
001 -5320 FACILITIES MAINTENANCE IFMA Meetings San Diego
APWA Meetmgs San Diego
IRWA Meetings San Diego
IES Meetings San Diego
SUBTOTAL FACILITIES MGMT
001 -5410 TRAFFIC SIGNALS Institute of Traffic Safety Seminars various
IMSA Traffic Signal Training & Certrfication Various I SUBTOTAL TRAFFIC SIGNALS I I TOTAL GENERAL FUND
SPECIAL FUNDS
131 -3330/ HOUSING CERTIFICATES Hearings Officer Travel & Meetrngs Local
NAHRO Quarterly Tratning Workshops
HAEDA Quarterly lnforrnatron Meebngs
Monthly Mileage Reimbursement for Inspecbons
Personal Car Mileage to Crty Facihes
Los Angeles
Los Angeles
Local
Local
3310 HOUSINGVOUCHERS Ii
SUBTOTAL HOUSING CERTIFICA’
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161 -41 22 STREET TREE MAINTENANCE Miscellaneous Travel and Meebng Expenses Various
SUBTOTAL TREE MAINTENANCE
161-4123 MEDIAN MAINTENANCE Miscellaneous Travel and Meebng Expenses various
SUBTOTAL MEDIAN MAINT
161 -6210 STREET LIGHTING Misc IES and ITS Seminars and Meetings various
SUBTOTAL STREET LIGHTING
185
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
ACCT NO DEPARTMENT TRAVEL DESCRIPTION D EST1 NATION
180-8101 BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL BRANCH (CLSA)
181 -8120 SENIOR GRANT California Association of Nutrution Directors (1) Sacramento, CA
Home Delivered Meals Mileage Reimbursement San Diego
SUBTOTALSR GRAM
391 -351 0 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
Los Angeles
LOCal Miscellaneous Travel and Meeting Expenses
SUBTOTAL BLOCK GRANT
501 -6310 WATER DISTRICT Ass'n of Water Agencies CA/NEV - 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
Miscelianeous Travel and Meeting Expenses
San Diego
Various
SUBTOTAL WATER RECLAIMATION
51 1-61 10 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
ERSl Arc info Users Conference
Permit Users Conference (3 days)
lnterop Conference (3 days)
Out of Town Travel for Training
Miscellaneous Travel and Meeting Expenses
Palm Springs
Visalia
Las Vegas, NV
Los Angeles
Various
640-1720 DATA PROCESSING
SUBTOTAL DATA PROCESSING
186
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
I
I
1
B
1
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION
Building Industry of San Diego Annual Conference (4)
CA Redevelopment Association Annual Conference
Pacific SW Regional Council Profess Deveprn’t Conf
Affordable Housing Advisory Council Qtrly Meetings
Personal Car Mileage to City Facilities
San Diego
Los Angeles
San Diego
San Francisco
Local
810-341 0 REDEVELOPMENT
SUBTOTAL REDEVELOPMENT
81 3-3420 LOW/MODERATE 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/MOD ERA1
TOTAL SPECIAL FUNDS I,
1 I Gwuw TOTAL TRAVEL
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1
8
I
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1
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1 187
CONTINUING APPROPRIATIONS
1993-94 TO 1994-95
DEPARTMENT/PURPOSE ACCOUNT # AMOUNT
Citv Manaaer City Picnic Supplies 001 -1 020-2660 $ 2,850 State of City Video 001 -1 020-2479 6,900
Legal Software/CD Rom 001 -1 21 0-3900 4,250
Software - Ambulance & False
Citv Attorney
Finance
Alarm Billing 001 -1 31 0-2673 10,000
City Fitness Program 001 -1 51 0-2982 22,200
Human Resources Materials for Fitness Program 001 -1 51 0-2479 7,500
City Fitness Program 001 -1 51 0-2984 4,200
City Fitness Program 001 -1 51 0-2985 14,700
Legal Services 001 -1 51 0-2974 56,000
Police Purchase Police Dog 001 -21 20-3900 10,770
Timekeeping Software 001 -21 30-2673 5,000
NPDES Storm Drain Testing 001 -31 10-2479 35,000
Consultants - Implement General Plan 001 -3230-2477 30,000
Enaineerinq
Planning
Habitat Management Plan - Phase IV 001 -3230-2479 100,000
Park Maintenance Hosp Grove Fire Prevention 001 -41 21 -2490 5,000
Accessories for New Vehicles 001 -41 21 -3900 10,000
Desks, Chairs, Files 001 -41 31 -2550 1,800
Special Events Supplies 001 -41 31 -2660 1,500
Recreation
Printing Press 001 -41 32-3900 22,000
Major Building Maintenance 001 -5320-2462 1 19,500
Facilities Manaaement
Computer Work Order System 001 -5320-2673 5,680
Capital Equipment 001 -5320-3900 8,000
Budaetarv Savinas Various 15,950
SUBTOTAL -
GENERAL FUND 498,800
I a8
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8
1
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1
1
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DEPARTMENT/PURPOSE ACCOUNT # AMOUN
Police Asset Forfeiture
Capital equipment and special 121 -xxxx-~ 200,oo
supplies (available balance)
Gas Tax
Chip Seal, Slurry Seal 8t Overlay 865,OO
Cement Replacement 152-51 10-241 1 180,OO
1 52-51 1 0-241 2
I Library Partnership for Change Grant 1 90-821 2-XXXX moo
Library Literacy Grant 180-81 41 -xxxX 4,m
Library LSCA - ADA Compliance 190-821 3-XXXX 25,OO
(available balance)
(available balance)
(available balance)
Sanitation Relocation Construction Supplies 51 1-61 10-261 0 7,50 Relocation Office Furniture 51 1-61 10-2551 9,80
Relocation Capital Equipment 51 1-61 1 0-3900 28,OO
Fleet Maintenance
Replacement Paint Truck 620-5220-3900 i7,oa
80,oa Replacement M.I.C.U. 620-5220-3900
Word Perfect Upgrade and Network Management Software 640-1 720-2673 6,5C
Computer Aided Dispatch Upgrade 640-1 720-3900 4010C
Data Processing
SUBTOTAL -
OTHER FUNDS 1,492,80
GRAND TOTAL -
ALL FUNDS 1,991,60
RedeveloDment Aaencv
Master Plan and Facade Improvement Program 81 53430-2479 moc
Water District
Water Conservation Rebates (Toilets) 501 -631 0-2691 17,OC Printing 501 -631 0-2540 1,oc
18 OC A
189
BUDGET PROCESS
The development of the Operating and Capital Budgets began in February, 1994 with
input from all departments. Budget proposals were received in the Finance Department
in late February at which time documents were reviewed for accuracy and consistency.
A more complete analysis of the budgets ensued, which entailed the application of the
established policies to the requests. The City Manager’s budget team conducted their
review of the budget in March and April, 1994. The team consisted of the City Manager,
Assistant City Manager, Assistant to the City Manager, Community Development Director,
Financial Management Director, Finance Director and Budget Analyst. The budget
recommended to the City Council is the result of several meetings of the City Manager’s
team.
A City Council workshop was held on June 14, 1994 in order to overview and discuss the
proposed Operating Budget, the Capital Improvement Program and the revised fee
schedule. This meeting was followed by one public meeting held on June 16, 1994,
which was conducted by the Finance Department. The purpose of the meeting was to
reach out to the community and receive input on the proposed budget. The final review
of the budget occurred at the Public Hearing on June 21, wherein the Council formally
heard public comments, discussed pertinent issues and adopted the budget and fee
schedule.
190
FINANCE & DEPARTMEN1
pp DISCUSS CONCERNS/ISSL
INCORPORATED INTO
PRELIMINARY BUDGET I,
CITY MANAGER'S TEAM MEETS
WITH INDIVIDUAL
DEPARTMENT HEADS
I 1 CITY COUNCIL CONDUCTS
PUBLIC HEARING
RECOMMENDATIONS FROM
PUBLIC HEARING
INCORPORATED IN
FINAL BUDGET
I
I CITY COUNCIL
I ~
ADOPTS FINAL BUDGET
ACCOUNTING SYSTEM AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1) The City is not one single entity. It is the total of many entities, each with its
separate function and legal restrictions on the use of resources. In the private
sector, a corporation may have many "subsidiaries" which make up the parent
corporation; in the public sector, a city government may have a variety of "funds"
that provide the basis for separately recording the financial data related to a
specific activity. A fund is an accounting entity with a complete set of self-
balancing accounting records. Each fund has been established because of some
restridion on the use of resources received by that fund. This report includes the
transactions of all entities over which the City Council of the City of Carlsbad has
authority (as defined by the Governmental Accounting Standards Board).
The City's accounting system operates on a modified accrual basis for al
governmental type funds. Governmental funds include the General, Specia
Revenue, Debt Service and Capital Projects Funds. A modified accrual system is
one where (a) revenues are recognized when they are both measurable anc
collectable within the accounting period or soon enough after the end of the
period to pay liabilities of the period; and (b) expenditures, other than principal
and interest on long-term debt, are recorded when liabilities are incurred.
The proprietary fund types (the Enterprise Funds and the Internal Service Funds)
use the accrual method of accounting. Revenues are recognized in the period
earned and expenses are recognized in the period incurred.
Internal controls exist within the accounting system to ensure safety of assets from
misappropriation, unauthorized use or disposition, and to maintain the accuracg
of financial record keeping. These internal controls must be established consisten
with sound management practices based on the cost/benefit of the control:
imposed. The cost of a control should not be excessive in relation to its benefi
as viewed by City management. The internal controls in existence within the City':
system are sufficient to ensure, in all material aspects, both the safety of the City':
assets and the accuracy of the financial record keeping system.
Budgetary control is maintained through monthly reports on all revenue anc
expenditure accounts as well as special reports summarizing the financial positior
of the City. The City Council has authority to control the budget through adoptior
of a formal budget at the beginning of each year and by amending the budget a:
necessary through the year. Expenditures should not exceed budgeted figures
All appropriations expire at the year end unless specifically carried into the nev
fiscal year by council actions. The Carisbad Municipal Code requires that thc
Financial Management Director annually prepare a budget for the City Manage
showing estimated revenues and expenditures.
2)
3)
4)
5)
192
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GLOSSARY
APPROPRIATION - A specific amount of money authorized by the City Council for i approved work program or individual project.
ASSESSED VALUATION - A dollar value placed on real estate or other property t San Diego County as a basis for levying property taxes.
BALANCED BUDGET - A budget in which planned expenditures do not exceed plannc funds available.
BEGINNING/ENDING FUND BALANCE - Unencumbered resources avail able in a fund frc the prior/current year after payment of the prior/current year expenses.
- BOND - A certificate of debt issued by an entity, guaranteeing payment of tt original investment, plus interest, by a specified future date.
BUDGET - An annual financial plan that identifies revenues, types and levels c services to be provided, and the amount of funds which can be spent. Carlsbad’ Operating Budget encompasses one f i scal year, as does the Capital Improvemer Program appropriation.
CAPITAL IMPROVEMENT PROGRAM - A mu1 ti -year financial plan containing proposc construction of physical assets such as park, street, sewerage, and recreatic facilities. This program has identified all projects which are the responsi bility of the City between the present to buildout.
CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobile! computer terminals, and office furniture, which appear in the Operating Budge1
COST ALLOCATION - A method used to charge General Fund costs to special revent programs, such as enterprise funds, and internal service funds.
DEBT SERVICE - The payment of principal and interest on borrowed funds such i bonds.
DEPARTMENT - An organizational unit comprised of programs or divisions. Examplt include the Pol ice Department, Library Department, and Personnel Department.
ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has nc
ENTERPRISE FUND - A fund type established to account for the total costs ( selected governmental facilities and services which are operated similar 1 private enterprises. These programs are entirely self-supported, and include tl Water and Sanitation Departments.
EXPENDITURE - The actual spending of funds set aside by appropriation fc identified goods and services.
- FEE - A general term used for any charge levied by government for providing service or permitting an activity.
4
1 yet occurred.
193
FISCAL YEAR - A twelve-month period of time designated as the budget year. Carlsbad’s fiscal year is July 1 to June, 30.
- FUND - A set of inter-related accounts to record revenues and expenditures associated with a specific purpose.
FUND BALANCE - The amount of financial resources available for use. GENERAL FUND - The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General Fund include Fire, Parks and Recreation and the City Manager’s Office.
GRANT - Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity, or facility.
GROWTH MANAGEMENT PLAN - A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated publ ic facilities.
GROWTH MANAGEMENT STANDARDS - Standards for acceptable service levels which have been established for eleven publ ic facility categories.
INTERFUND TRANSFERS - Payments from one fund to another fund, primarily for work or services provided .
INTERNAL SERVICE FUND - A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Data Processing, and Worker’s Compensation Insurance.
MAINTENANCE AND OPERATION - A general category used for 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.
194