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Home My WebLink About1995-06-20; City Council; 13201 Exhibit 2; 1995-96 Operating & CIP Budget Reportm +@U\ City Clerk I GHhT 2 b/”J\yys I Fa A? I CITY OF CARLSBAD I CALIFORNIA I I 1 1 I I I I OPERATING I AND I CAPITAL., BUDGET I I I I 1 Carlsbad Village Stat1 1995 - 1996 I I I I 1 I I I I I 1 I 1 I I I CITY OF CARLSBE I CAPITAL IMPIROVEMENT PROGRA 1995-96 OPERATING BUDGET Ab MAY( CLAUDE "BUDDY1 LEVl CITY COUNC JULIE NYGAAF RAMONA FINN1 MAlT HA ANN J. KULCH CITY MANAC RAYMOND R. PATCHE - FINANCIAL MANAGEMENT DIRECT I JAMES F. EUlC PREPARED BY THE FINANCE DEPARTM FINANCE DIREC 'I USA HILDABRAND, C. CITY OF CARLSBAD, CALIFORNIA I I II 1 I 1 1 I I I 1 I 1 I I 1 I I 1995-96 BlJDGET i TABLE OF CONTENTS How the Budget Document is Organized ................................ Organization Chart .............................................. BUDGET OVERVIEW City Manager's Transmittal Letter .................................... Projected Fund Balances .......................................... 1 Carlsbad Statistical Information ..................................... 2 1995-96 Budget Highlights Personnel Allocations ............................................ 1 ......................................... I OPERATING BUDGET Overview 2 ................................................... 5 7 7 .............................................. Projected Fund Balances .......................................... Expenditure Schedule ........................................... , Revenue Estimates Departmental Summaries Genera I Government Summary ................................................. City Council City Manager Cityclerk ................................................. City Attorney Finance .................................................. 1 1 1 1 1 1 ............................................... .............................................. .............................................. Cash Management ........................................... ! Purchasing ................................................ ! Human Resources ............................................ Worker's Compensation ........................................ General Liability.. ! Health Insurance ! Information Systems .......................................... ! Miscellaneous Non-Departmental ( Public Safety Summary I Police Department Summary I Administration 1 Operations ................................................ 1 Investigations ' Vice/Narcotics .............................................. Juvenile Diversion ........................................... Property and Evidence Technical Services ........................................... I I ........................................... ............................................ ................................. ................................................. .................................... .............................................. .............................................. ........................................ TABLE OF CONTENTS Page Two Public Safetv (continued) D.A.R.E. .................................................. 71 Communications Center ....................................... 73 Police Records .............................................. 74 Crime Prevention ............................................ 75 Reserve Officers ............................................ 76 Fire Department Summary ..................................... 78 Administration .............................................. 79 Emergency Medical Services .................................... 82 Disaster Preparedness ........................................ 84 Traffic ................................................... 77 Suppression ............................................... 80 Prevention ................................................ 81 Weed Abatement ............................................ 83 Community DeveloDment Summary ................................................. 85 Administration .............................................. 86 Geographic Information System .................................. 87 Economic Development ....................................... 88 89 Engineering ................................................ Planning Commission ......................................... 91 Land Use Planning ........................................... 92 Growth Management ......................................... 93 Historic Preservation ......................................... 94 Building Inspection ........................................... 95 Librarv/Culture Summary ................................................. 97 Administration .............................................. 98 Circulation ................................................ 99 Reference Services ......................................... 100 Genealogy/Local History ...................................... 101 Centro de Informaci6n ....................................... 102 Children's Services ......................................... 103 Technical Services .......................................... 104 Collection Development & Acquisitions ........................... 105 Media Services ............................................ 106 Adult Learning ............................................. 107 LaCostaBranch ........................................... 108 Cultural Arts .............................................. 109 Sistercity ................................................ 111 California Library Service Act (CLSA) ............................. 112 Public Library Fund (PLF) ..................................... 113 Audiovisual Insurance ....................................... 114 TABLE OF CONTENTS Page Three I B I E 1 i 1 I 1 1 I I 1 1 1 II 1 I I Communitv Services Summary ................................................ 11 Administration 11 ............................................. Park Operations ............................................ 11 Recreation Operations ....................................... 11 Recreation - Aquatics ........................................ 1; Recreation - Agua Hedionda Lagoon ............................. 12 Senior Programs ........................................... 11 Street Maintenance ......................................... 12 Major Street Maintenance ..................................... 12 Traffic Signals ............................................. Street Tree Maintenance ..................................... 1C Street Lighting ............................................. 19 Buena Vista Creek Channel Maintenance .......................... 1C Carlsbad Golf Course ........................................ 14 Vehicle Maintenance ........................................ 14 Recreation Fee Supported 12 ..................................... Senior Nutrition 12 ........................................... Facilities Maintenance 12 1C Median Maintenance IC ....................................... ........................................ Solid Waste Management 1C ..................................... Vehicle Replacement 14 Housina and RedeveloPment Summary 14 ........................................ ................................................ Redevelopment Operations .................................... 14 Redevelopment Debt Service ................................... 14 Housing - Rental Assistance ................................... Community Development Block Grant ............................ 15 LowlModerate Income Housing 14 15 ................................. Water and Sanitation Summary ................................................ 15 Water Operations .......................................... 15 Water Reclamation 15 Sanitation Services ......................................... 15 ......................................... CAPITAL IMPROVEMENT PROGRAM Overview 15 Projected Fund Balances 17 .................................................. ........................................ Revenue Estimates ............................................ 17 Budget Expenditure Schedule .................................... 17 Analysis of Available Balances ................................... 18 Current & Future (1 995-96 to Buildout) Projects 17 Capital Improvement Program Glossary ............................. 19 ....................... TABLE OF CONTENTS Page Four APPEND1 CES Capital Outlay Requests ........................................ 195 Travel Requests .............................................. 197 Continuing Appropriations ....................................... 204 Gann Appropriations Limit ....................................... 206 Budget Process .............................................. 207 Accounting System and Budgetary Control ........................... 208 Glossary ................................................... 209 1 1 # HOW THE BUDGET DOCUMENT IS ORGANIZED The beginning of the budget document contains the City Manager's transmittal letter overview information. The overview information will provide the reader summary data on the operating budget and the capital improvement program as well as information on management issues. The Operating Budget section begins with an overview of the revenue assumptions and policies used to develop the budget. The overview is followed by tables providing c information on fund balances, expenditures, revenues and personnel allocations. the folloi sections are separated by general function such as Public Safety, Community Development General Government. Within these broad categories, the budget is organized on a departmc basis. Departments containing more than one program include a financial and descril summary. The summary page is followed by detailed program information. Some departm consist of one program only, and thus only one page is included for them. For each prog a financial history, along with the 1995-96 budget figures, is presented. Also included narrative statements identifying programs activities and their workload measures or petform; objectives. The Capital Improvement Program is located toward the back of the budget document. Incli is a discussion of the program as a whole, the revenue sources, project scheduling budgeted 1995-96 expenditures. The discussion is followed by a multi- page table outlinin capital projects. Ongoing projects are identified along with the amount of funds alrf appropriated, while future projects contain an identification of their estimated cost in the plar year of spending. An analysis of future revenues and cash balances concludes the present; of the CIP. The Appendices contain a table outlining 1995-96 Capital Outlay. Travel detail is presented I so that Council may review and approve these requests. Then a listing of the approprial carried forward into the 1995-96 budget are presented. The last section of the Appenc provides information on the Gann Limit, Budget Process and Accounting System and Budgt ' 4 # 1. i It 1 ' I Control. t I t I 1 I 1 i r--r -,------- ------- ..................... ------------- ------- L-,-------- L-~--~------------------ I I I I b,-l,,-------------------------- b,-----,---------------o---oo------- ii J 3 1 3 I 3 3 1 3 1 3 3 3 3 3 3 1 1 1 OKERYIEW 7 I. U - City of Carlsbac I 1 To the Honorable Mayor and City Council: 1 1995-96 BUDGET TRANSMllTAL I am pleased to submit to you the 1995-96 Operatirig and Capital Improvement Program Bud for the city of Carlsbad which total $98.6 million with projected revenues of $98.1 million. goal has been to prepare a comprehensive financial plan for all services, programs and ca projects to be undertaken by the City of Carlsbad in the upcoming year. The 1995-96 operc budget, at $75.4 million, accounts for 76% of the budgeted expenditures. The Ca Improvement Program (CIP) appropriations for 1995-96 total $23.2 million. The CIP not only forth the spending plans for the upcoming year but also projects revenues and expenditure all capital projects through buildout of the City. General Fund revenues are estimated at $37.8 miloion with expenditures scheduled to matct revenues. The General fund budget plan for 1995-96 does not contain any new prograr increased service levels due to continuing financial restraints. However, it does allocate suffic resources to maintain the high level of service currently being provided to our citizens. Tt a significant accomplishment considering the economic climate over the past several year The 1990’s brought about major changes in the Ci’s economics and budgeting stratq Throughout most of the 1980’s’ the Ci had been experiencing tremendous growth ai steadily increasing revenue stream. Then, beginning in 1990-91, the Cii saw its revenues I as a very deep recession took hold in California. Property values tumbled, sales taxes diF and development all but stopped throughout much of the State. The impact of the recessio the City’s finances was further magnified by the State of California’s budgetary problems. The State also experienced shortfalls in revenues during this time and chose to balano budget with cities’ and other agencies’ revenues. During fiscal years 1993 and 1994, the I took over $2.5 million in property taxes from the Ci of Carlsbad. This was a perma reduction in revenues to our Ci. A loss from which the Ci has not yet recovered. As a r( of the recession and the State’s raid on City fund!;, the Ci was faced with the dilemma of to provide the high level of services expected by its citizens with less available revenues. The 1994-95 fiscal year has brought some relief to the budget concerns. Although property t continue to lag, there has been a noticeable increase in development which is reflected ir development-related revenues. Also, the State has seen some positive changes in its revel and, so far, there have been no further raids on City property taxes or other revenue sour( As we enter fiscal year 1995-96, the effects from the first four years of the decade are impacting the Ci’s finances. Revenues are beginning to recover but not fast enough to be to offset all the onetime sources used in the pasU to balance the budget - and these sou I 1 I 1 t 1 1 1 I Q 1 1 I I 1 1200 Carlsbad Village Drive Carlsbad, California 92008-1989 * (619) 434-2 are quickly disappearing. The Ctty is continuing to utilize onetime revenue sources and reserves to balance the General Fund. Unless there is significant growth in revenues over the next several years, the City will continue to struggle each year to find the funds to pay for the high level of services its citizens have come to expect. In this difficult budget year the cooperation of all departments and City staff was critical to creating a successful operating plan and capital improvement program. This document is a reflection of the dedication and efforts of these members of Team Carlsbad. Their support is criiical 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 Carisbad. City Manager June 20, 1995 2 TOTAL REVENUES 1995-96 TAXES I 1 I 1 PEC TAXES,IMPACT FEES PERMITS AND FEES RDEPARTMENTAL TOTAL = $98.1 MILLION IN MILLIONS 'WHERE THE MONEY GOES ... TOTAL BUDGET 1995-96 PUBUC SAFETY COMM DEVELOPYE QENERAL OM CAPITAL PROJECTS OPERATING REVENUES 1995-96 PROPERTY TAXES $12.6 17% PERMITS NND FEES OTHER TAXES TOTAL = $74.3 MILLION I YlUKms operating revenue and represent 24% of the total with an estimate of $18.1 million for fiscal year 1995-96. Utility charges are the amounts paid by customers for water, re- claimed water and sanitation services. Intergovernmental revenues, at $4.3 million, include grants and rebates received from other governmental agencies. The largest of these is the Section 8 Housing program which provides assistance to low and mod- erate income families. PROPERTY TAX REVENUE GENERAL FUND 1995-96 Mlll~ 14 12 10 6 .______ .-. 8 4 2 0 88 87 88 89 90 91 92 D3 94 96. 911. Rmdnw revenues. This is down slightly from last year’s collections due mainly to the decline in interest rates between fiscal years. The City has not realized any loss of principal in its investments in spite of a declining market as it maintains a policy which limits the risk of such losses. Budaeted Exoenditures and can be divided into seven general pro- gram areas as shown in the chart on the following page. The operating budget totals $75.4 million BUDGETED EXPENDITURES 1995-96 PUBUC SAFOY 1 1 1 1 $181 21% CDMM DWPME ENERAL GOVT $88 0% UBRARY/CULNRE $32 4% COW $13.9 SEFMCE 10% D WITATION HWSNG hND a57 8% TOTAL = $75.4 MlUlON IN YlllKmS Library and Cultural programs have a bu of $3.2 million which is 2.8% less thar previous year. The budget reduction achieved without reducing the level of vice provided to the citizens. The til and Cultural programs are provided wide range of people and assist in education and cultural development. addition to running one of the most 1 plete libraries in San Diego County, the also provides numerous special prog such as adult literacy, a summer arts c joint powers agency (JPA) which operates the Encina wastewater plant. Carlsbad is participate in that JPA. Staffing In 1994-95, the City added a new three- quarter time position to it’s personnel cate- gories and began to report staffing levels in full-time equivalents. Thus, a three-quarter one of six north county agencies which time position would be reported as .75 rather than counted as a whole position. OPERATING BUDGET BY FUND TYPE 1995-96 ENfERPRlSE REDEVELOP 51 8 SPEC REVENUE $7 7 INERNAL SERVICE 57 5 GENEW U6.9 TOTAL = $75.4 MIWON In Mllllon~ PROJECTS BY MAJOR CATEGORY CAPITAL IMPROVEMENT PROGRAM WATER $5.1 22% 1. 1995-96 1 II 1 STREET PROJE INTERCHANGES $5.1 22% Total 95-98 CIP = $232 Mllllon $7.8 34% space acquisition and other infrastruc projects. The City is continually evaluc its outstanding debt as well as pote future issues to insure that interest cost: kept at a minimum and the uses of the I: funds are appropriate. The table on the next page identifies debt the City has issued, the outstan principal, the 1995-96 principal and intc payment and the scheduled year of pa Of the total debt outstanding, only million will be paid back with General * CITY OF CARLSBAD DEBT OUTSTANDING Outstanding 1995-96 Scheduled 8ond Name Fund Bond Issue at 6/30/95 P&l PayoffJFY Original Principal Payment Year of 1969 Parking Authority General $1,535,000 $1 25,000 $1 29,000 1996 1986 College Boulevard Assessment District Assessment District 9,570,250 6,955,000 897,108 2007 1988 Hosp Grove COP General 8,690,000 7,260,000 866,733 2009 1988 Palomar Airport Rd. Assessment District Assessment District 5,133,940 3,370,000 522,230 2004 1988 CMWD COP Water Enterprise 14,370,000 9,865,000 1,525,098 2004 1989 Encina JPA Sewer 1990 Alga Road 1993 Redevelopment Sewer Expansion Enterprise 12,689,800 12,125,388 1,108,730 201 5 Assessment District Assessment District 19,561,248 17,055,000 2,193,250 201 2 Tax Allocation Bonds Redevelopment 15,495,000 15,495.000 1,049.040 2024 TOTAL $88,545,238 $72,250,388 $8,291,189 In addition to the existing issues, the City is considering using debt to fund several new projects. These include the following: Maerkle Dam Linina and Coverinq: The 1995-96 CIP reflects a project cost of $7.8 million for the Maerkle Reservoir lining and covering. The issues. project is scheduled to be funded from two sources, water capital replacement funds ($4.5 Rancho Santa Fe Communitv Facilities District: million) and developer-paid major facility fees A Community Facilities District is being formed ($3.3 million). Sufficient water replacement to improve Rancho Santa Fe Road and Oliven- funds exist to fund the project; however, all hain Road. The streets will be widened to four available water major facility fees have been lanes within Carlsbad from the City of San earmarked for other projects. A bond issue of Marcos to the City of Encinitas. Bonds may be approximately $3 million will be required to fund issued to provide funds to construct the street the construction of the Maerkle Reservoir lining expansion in four phases, with the total con- and covering project which is anticipated to struction cost of approximately $40 million. The constructed in 1996. Water bond debt service City’s participation in this project is limited to $6 will be paid by developer major facility fees. million which will be provided by CFD No. 1. All other costs will be borne by the property own- Communitv Facilities District: In May, 1991, the ers. City implemented a Mello-Roos financing district, called Community Facilities District No. 1 (CFD). Approximately $1 09 million in Capital Projects will be financed using this mechanism. The South Carlsbad Library is scheduled for con- struction in 1997-98 using a CFD bond issue of approximately $1 1 million. This project will proceed following a thorough review of the City’s capability to fund its operation and other 8 B 1 i 1 1 1 1 4 1 1 1 1 1 I 1 1 I u Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf course in the industrial corridor. Funding for the development of the course may be provided through the use of COP’S or other City-issued debt to be repaid from revenue generated through the operation of the course. Various development options are being considered, thus, the amount and timing of any debt issue is unknown. GENERAL FUND The General Fund is the source of payment for most of the basic services provided by City government including police, fire, library and park operations, recreation program- ming and some street maintenance. The the depressed recession years. 1995-96 General Fund budget is balanced with its revenues and expenditures equaling Charges for services are estimated at $38.9 million. million and include ambulance fees, r ation fees and charges for enginec Revenues bv Cateaow planning and building inspection sen The General Fund gets its revenue from a Licenses and Permits include bus1 wide range of sources as illustrated in the license and construction permit reveni graph. $2 million. Both of these categorie: expected to decrease slightly in the up ing year as pent-up demand in the dev Property tax is the second largest sour revenue at $10.9 million or 28% of projected revenues. The City receives 17@ of every property tax dollar colle The remainder goes to the school disi the county and other various agencies Other taxes are estimated to generate million of which $3.2 million is the Trar Occupancy tax (TOT), also known a! hotel room tax. The current TOT rate is and is charged on each hotel/motel rental in Carlsbad. Of the top three collected by the City, this is the only which is set directly by the City Counc 3% increase is expected in the TOT nues as tourism is expected to pick up li GENERAL FUND ment industry subsides. 1995-96 Subventions consist mainly of Vehicl cense Fees which are estimated at million. These fees are collected b) CENSES L PERYrn Department of Motor Vehicles and ren QMER REVENUE to the City based on population. 1 increase is projected for this category r~ Eli COR EERYICES due to the recovering economy. Interest revenues represent the int earned on unexpended funds in the ge fund and several other city-controlled ft The General fund does not receive interest earned by the water or sewer 1 or by most other funds of the City. E tially all separate funds retain their interest earnings which are used to offsc costs of the services they provide. SumNllONs The largest source is sales taxes which are estimated at $11.3 million and account for nearly 30% of all General Fund revenue. The sales tax rate in San Diego is currently set at 7% of which the City receives 1%. Sales tax revenues for Carlsbad have been growing over the last several years and it is expected that 1995-96 revenues will be 3% higher than those of 1994-95. 9 GENERAL FUND OP ERATl N G 6 U DG ET 1995-96 PUBLIC SAFm CONTINGENCY ENERAL BOW NON-DEPARTMENTAL COMM DNELOPM 52.7 7u TOTAL = $38.9 MILLION m YNONS including benefits make up almost 70% of the General Find budget. Thus, in order to make significant reductions in the budget, personnel costs must decline. The City has eliminated over 40 positions since the beginning of the recession and there is no increase in positions allocated in the 1995-96 budget. GENERAL FUND REVENUES 15 YEAR COMPARISON The largest program is Public Safety at 41% of the total. The Public Safety programs in This at 18% of the total which consists of park, recreation and senior programming. Com- munity Development, also at 18% of the the General fund include most police and fire services provided to the citizens. category is followed by Community Services facility and street maintenance as well as nilli0lu 50 4 0 ............................................. - --.. ..._..._....-.. ._._____- ~ ___..-......._.__..-. .-- .------ --..-. ---------------- 1990’s ..--.--_.._.---. -.----.--- .---_.------- ------.--- 0:::::::::::::;:: 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95e96e FISCAL YEAR ENDED 1 I 1 I d t 0 Surplus funds of $250,000 in the work- er’s compensation fund will be trans- ferred into the General fund. 0 No golf course payment has been bud- geted. Rather the $600,000 payment was prepaid in 1994-95. 0 Budget was limited for capital outlay items. 0 Managed hiring freeze will remain in place during 1995-96. None of these actions required reductions in the current service levels; however, all reduc- tions made in previous years will continue. These include reduced watering of park areas, closing the swim complex for two weeks in December, less photographic assistance for the departments and fewer new books in the library. 8 1 I 1 1 I 1 1 1 I 1 I 1 11 GENERAL GOVERNMENT 11,391,303 (300,000) PUBLIC SAFETY 16,132,775 COMMUNITY DEVELOPMENT 6,832,369 LIB RARY/CULTURE 3,173,020 COMMUNITY SERVICES 13,286,558 HOUSING AND REDEVELOPMENT 5,685,374 WATER AND SANITATION 18,897,890 I TOTAL 37,038,216 74,251,210 75,399,289 (300,000) 35,590,137 CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 1995-96 75,472,620 23,846,950 23,213.673 300,000 76,405,897 1 994 -95 CONTl NU1 NG APPROPRI AT1 0 NS (31,108,350) 45,297,547 CIN OF CARLSBAD I 1 I 1 I I I TOTAL CITY MANAGER 8 8 0 1 1 I 1 I I 1 I I I 1 I PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1994-95 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1995-96 1994-95 1 1 TOTAL CITYCOUNCIL 1 1 0 1 1 ASSISTANT CITY MANAGER 1 1 FINANCIAL MANAGEMENT DIRECTOR 1 1 ASSISTANT TO CITY MANAGER 1 1 SENIOR MANAGEMENT ANALYST 1 1 SECRETARY TO CITY MANAGER 1 1 ADMINISTRATIVE SECRETARY 2 2 TREASURER'S ASSISTANT 0.75 0.75 TOTAL CITY TREASURER 0.75 0.75 0 1 0 -1 ASSISTANT CITY CLERK 1 1 MINUTES CLERK 1 1 ADMINISTRATIVE SECRETARY 1 0.6 -0.4 SENIOR OFFICE SPECIALIST 1 1 OFFICE SPECIALIST II 1 1 TOTAL CITY CLERK 6 4.6 -1.4 INFORMATION SYSTEMS DIRECTOR 0 1 1 INFORMATION SYSTEMS MANAGER 1 1 SYSTEMS ANALYST 1 1 PROGRAMMEWOPERATOR 1 1 NETWORK SPECIALIST II 1 1 ADMINISTRATIVE SECRETARY 0 0.4 0.4 TOTAL INFORMATION SYSTEMS 4 5.4 1.4 1 1 ASSISTANT CITY ATTORNEY 1 1 DEPUTY ClTYA7TORNEY 1 1 SECRETARY TO CITY AlTORNEY 1 1 ADMINISTRATIVE SECRETARY 1 1 TOTAL CITY ATTORNEY 5 5 0 FINANCE DIRECTOR 1 1 ASSISTANT FINANCE DIRECTOR 1 1 1 1 SENIOR MANAGEMENT ANALYST ACCOUNTING SUPERVISOR 2 2 ACCOUNTANT 4 4 ACCOUNTCLERK II 2 2 ACCOUNTING OFFICE ASSISTANT 1 1 AUDITOR 1 1 ADMINISTRATIVE SECRETARY 1 1 TOTAL FINANCE 14 14 0 13 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1994-95 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1995-96 1994-95 ADMINISTRATIVE SECRETARY 1 1 TOTAL RISK MANAGEMENT 2 2 0 PURCHASING OFFICER 1 1 SECRETARY 1 1 BUYER 2 2 MESSENGER 1 1 TOTAL PURCHASING 5 5 0 1 1 HUMAN RESOURCES MANAGER 2 2 HUMAN RESOURCES ASSISTANT 1 1 MANAGEMENT ANALYST 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST I1 1 1 TOTAL HUMAN RESOURCES 7 7 0 POLICE CHIEF 1 1 SENIOR MANAGEMENT ANALYST 1 1 ADM I N BTRATIVE SECRETARY 1 1 SECRETARY 3 3 POLICE CAPTAIN 2 2 POLICE LIEUTENANT 5 5 POLICE SERGEANT 10 10 SENIOR POLICE OFFICER 21 19 -2 POLICE OFFICER 41 43 2 COMMUNICATIONS SUPERVISOR 1 1 RECORDS SUPERVISOR 1 1 COMMUNICATION OPERATOR I1 13 13 POLICE RECORDS SPECIALIST I1 5 5 PUBLIC SAFETY SYSTEMS SPECIALIST 1 1 JUVENILE JUSTICE PROGRAM COORD ' 1 1 CRIME PREVENTION TECHNICIAN 1 1 POLICE SERVICES AIDE 2 2 TOTAL POUCE 110 110 0 14 CITY OF CARLSBAD I I I 1 1 I li m 8 I TOTAL BUILDING INSPECTION 11 11 0 I 8 1 I 1 1 I I 1 PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER (UNDER) ALLOCATED BUDGET ALLOCATED 1994-95 NUMBER 1995-96 1994-95 1 1 DIVISION CHIEF 2 2 FIRE BATTALION CHIEF 3 3 FIRE CAPTAIN 18 18 FIRE CAPTAIN SPECIALIST 1 1 FIRE ENGINEER 18 18 FIRE FIGHTER 9 9 PARAMEDIC-FIRE FIGHTER 21 21 FIRE PREVENTION OFFICER II 3 3 MANAGEMENT ANALYST 1 1 ADMINISTRATIVE SECRETARY 1 1 SECRETARY 1 1 TOTAL FIRE 79 79 0 RlNClPAL BUILDING INSPECTOR 1 I SENIOR BUILDING INSPECTOR 0 2 2 BUILDING INSPECTOR I1 5 2 -3 BUILDING INSPECTOR I 0 1 1 CODE ENFORCEMENT OFFICER II 1 1 CODE ENFORCEMENT OFFICER I 1 1 BUILDING TECHNICIAN I1 1 0 -1 BUILDING TECHNICIAN I 0 1 1 SENIOR OFFICE SPECIALIST 1 1 OFFICE SPECIALIST II 1 1 1 4 MUNICIPAL PROJECT MANAGER 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST I 1 1 TOTAL COMM DEV ADMINISTRATION 4 4 0 1 1 TOTAL ECONOMIC DEVELOPMENT ’ 1 1 0 GEOGRAPHIC INFO SYSTEM COORD 1 1 TOTAL GEOGRAPHIC INFORMATION 1 1 0 15 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1994-95 (UNDER) NUMBER 1995-96 1994-95 ALLOCATED BUDGET ALLOCATED ASSISTANT CITY ENGINEER 1 1 TRAFFIC ENGINEER 1 1 PRINCIPAL CIVIL ENGINEER 4 4 PRINCIPAL CONSTRUCTION INSPECTOR 1 1 SENIOR CONSTRUCTION INSPECTOR 2 2 SENIOR ENGINEERING INSPECTOWWD 2 2 CONSTRUCTION INSPECTOR II 4 3 -1 ASSOCIATE ENGINEER 12 12 ENGINEERING TECHNICIAN II 5 5 SENIOR MANAGEMENT ANALYST 1 1 MANAGEMENT ANALYST 1 1 MANAGEMENT ASSISTANT 1 2 1 ADMINISTRATIVE SECRETARY 1 1 SENIOR OFFICE SPECIALIST 4 4 TOTAL ENGINEERING 41 41 0 1 1 TOTAL GROWTH MANAGEMENT 1 1 0 1 1 ASSISTANT PLANNING DIRECTOR 1 '1 SENIOR MANAGEMENT ANALYST 1 1 PRINCIPAL PLANNER 2 2 SENIOR PLANNER 4 4 ASSOCIATE PLANNER 5 5 ASSISTANT PLANNER 2 2 PLANNING TECHNICIAN II 1 1 PLANNING TECHNICIAN I 1 1 GRAPHIC TECHNICIAN 1 1 ADMINISTRATIVE SECRETARY 1 1 SENIOR OFFICE SPECIALIST 3 3 TOTAL PLANNING 23 23 0 LIBRARY DIRECTOR 1 1 ASSISTANT LIBRARY DIRECTOR 1 1 MANAGEMENT ANALYST 1 1 GRAPHIC ARTIST 1 1 ACCOUNT CLERK II 1 1 SENIOR CIRCULATION SUPERVISOR 1 1 LIBRARY ASSISTANT II 8 8 LIBRARY ASSISTANT I 2.75 2.75 SENIOR LIBRARIAN 6 6 LIBRARIAN II 5 4 -1 LIBRARIAN I 0 1 1 MEDIA PROGRAM SPECIALIST 1 1 COMMUNITY LIBRARY SERVICES SUPERV 0.75 0.75 LIBRARY SERVICES SPECIALIST 1 1 ADMINISTR4TIVE SECRETARY 1 1 OFFICE SPECIALIST II 1 1 TOTAL LIBRARY 32.5 32.5 0 16 CITY OF CARLSBAD I 8 1 II 1 I 8 U 1 8 II 8 1 1 II 1 1: TOTAL SENIOR PROGRAM 3 3 0 1 1 PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1994-95 (UNDER) NIJMBER 1995-96 1994-95 ALLOCATED BUDGET ALLOCATED 1 1 COMMUNITY ARTS COORDINATOR 1 1 ADM I NlSTFWTlVE SECRETARY 1 1 TOTAL CULTURAL ARTS 3 3 0 ADMl NlSTRATlO N COMMUNITY SERVICES DIRECTOR 1 1 ADMlN SERVICES/PROJECTS MANAGER 1 1 SENIOR MANAGEMENT ANALYST 1 1 1 1 PARK DEVELOPMENT COORDINATOR ADMINISTRATIVE SECRETARY 2 2 SECRETARY 1 1 OFFICE SPECIALIST II 1 0.75 -0.25 -0.25 TOTAL ADMINISTRATION 8 7.75 PARK MAINTENANCE PARK SUPERINTENDENT 1 1 PARK SUPERVISOR 1 1 PARK MAINTENANCE WORKER 111 5 5 PARK MAINTENANCE WORKER II 10.75 9.75 -1 PARK MAINTENANCE SPECIALIST 1 1 TOTAL PARK MAINTENANCE 18.75 17.75 -1 TREE MAINTENANCE PARK SUPERVISOR 0.5 0.5 TREE TRIMMER LEADWORKER 2 2 TREE TRIMMER II 2 2 TREE TRIMMER I 1 1 TOTAL TREE MAINTENANCE 5.5 5.5 0 MEDIAN MAINTENANCE PARK SUPERVISOR 0.5 0.5 PARK MAINTENANCE WORKER II 1 1 PARK MAINTENANCE WORKER I 0 1 1 TOTAL MEDIAN MAINTENANCE 1.5 2.5 1 RECREATION RECREATION SUPERINTENDENT 1 1 RECREATION SUPERVISOR II 3 3 RECREATION SUPERVISOR I 2 3 1 RECREATION SPECIALIST I 1 0 -1 RECREATION ASSISTANT 2.25 2.25 AQUATIC SUPERVISOR 1 1 AQUATIC SPECIALIST 0.75 0.75 OFFICE SPECIALIST II 3 3 TOTAL RECREATION 14 14 0 SENIOR PROGRAM SITE MANAGER 1 1 SENIOR COORDINATOR 4 1 SECRETARY 1 1 17 CITYOF CARLSBAD PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND CLASSIFICATION REQUEST OVER 1994-95 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1995-96 1994-95 STREET MAINTENANCE STREET MAINTENANCE SUPERINTENDENT 1 1 STREET MAINTENANCE SUPERVISOR 2 2 STREET MAINTENANCE WORKER 111 6 6 STREFT MAINTENANCE WORKER I1 11 11 MAINTENANCE WORKER I 3 3 TOTAL STREET MAINTENANCE 23 23 0 STREET LIGHTING ADMIN COORDINATOR - SPECIAL DISTRICTS 1 1 SENIOR ELECTRICIAN 1 1 ELECTRICIAN 1 1 ENGINEERING TECHNICIAN II 1 1 TOTAL STREET LIGHTING 4 4 0 BUILDING MAINTENANCE BUILDING MAIM SUPERINTENDENT 1 1 BUILDING MAIN SUPERVISOR 1 1 SENIOR BUILDING MAlNT WORKER 1 1 BUILDING MAlNT WORKER I1 2 2 CUSTODIAN I1 1 1 CUSTODIAN 9 9 TOTAL BUILDING MAINTENANCE 15 15 0 SOLID WASTE MANAGEMENT ANALYST 0.75 0.75 TOTAL SOLID WASTE 0.75 0.75 0 VEHICLE MAINTENANCE FLEET SUPERINTENDENT 1 1 EQUIPMENT MECHANIC SUPERVISOR 1 1 EQUIPMENT MECHANIC I1 4 4 ACCOUNTING TECHNICIAN 1 1 OFFICE SPECIALIST I1 1 1 TOTAL FLEET OPERATIONS 8 8 0 TOTAL COMMUNITY SERVICES 101.5 101.25 -0.25 HOUSING & REDEVELOPMENT DIR 1 1 SENIOR MANAGEMENT ANALYST 2 2 MANAGEMENT ANALYST 1 1 HOUSING PROGRAM MANAGER 1 1 HOUSING SPECIALIST II 1 1 HOUSING SPECIALIST I 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST II 2 2 TOTAL HOUSING & REDEVELOPMENT 10 10 0 18 CITYOF CARLSBAD 8 1 II 1 I I I I 1 u I I I 1 TOTAL WATER ENTERPRISE 44 44 0 I 1 I 8 8 PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY D EPARTM EM AND CLASS I FIC AT10 N REQUEST OVER 1994-95 (UNDER) 1994-95 NUMBER ALLOCATED BUDGET ALLOCATED 1995-96 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 CONSTRUCTDN/MAINT SUPERVISOR 1 1 CONSTRUCTDN/MAINT WORKER I 3 3 ENGINEERING OFFICE ASSISTANT II 1 1 ACCOUNTING SUPERVISOR 1 1 ACCOUNTING TECHNICIAN 4 1 ACCOUNT CLERK II 1 1 ACCOUNT CLERK I 1 4 ENGINEERING TECHNICIAN 111 1 1 ENGINEERING SECRETARY 1 1 EQU I PM EM OPERATOR 1 1 FACILITY MAINT LEADWORKER 1 1 METER SERVICES WORKER 111 1 1 M€ER SERVICES WORKER II 3 3 METER SERVICES WORKER I 1 1 CROSS CONNECTION CONTROLTECH 1 1 SERVICE COORDINATOR 1 1 SR CONSTRUCTIONMAINT WORKER 1 1 SENIOR SYSTEMS OPERATOR 1 1 STOREKEEPER 1 1 WATER CONSERVATION SPECIALIST 1 1 SYSTEMS OPERATOR I1 4 4 VALVE TECHNICIAN 1 1 SENIOR VALVE TECHNICIAN 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST II 1 1 OFFICE SPECIALIST I 1 1 TOTAL WATER OPERATIONS 43 43 0 RECLAIMED WATER ENGINEERING TECHNICIAN II 1 1 TOTAL RECLAIMED WATER 1 1 0 MAINTENANCE SUPERINTENDENT 1 1 SANITATION SUPERVISOR 1 1 METER SERVICE WORKER II 2 2 UTILITY MAINTENANCE WORKER 111 2 2 UTILITY MAINTENANCE WORKER I1 3 3 UTILITY SYSTEM OPERATOR Ill 1 1 UTILITY SYSTEM OPERATOR II 1 1 OFFICE SPECIALIST I 1 1 TOTAL SANITATION 12 12 0 19 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND CLASSlFlCATiON REQUEST OVER (UNDER) 1994-95 NUMBER 1995-96 1994-95 ALLOCATED BUDGET ALLOCATED POLICE 0.99 0.99 0 PU RCHASI NG 0.5 0.5 0 HUMAN RESOURCES 0.07 0.24 0.17 GEOGRAPHIC INFO SYS 0 0.5 0.5 RISK MANAGEMENT 0.5 0.5 0 ENGINEERING 1 0 -1 PLANNING 0 1 1 BUILDING INSPECTION 0 0.1 3 0.13 LIBRARY 34.68 34.39 -0.29 PARK MAINTENANCE 2 2.5 0.5 TREE/MEDIAN/ST LGKT MAINTENANCE 2 2.3 0.3 RECREATION/AQUATICS 28.25 28.74 0.49 SENIORS 8.75 5.73 -3.02 CULTURAL ARTS 0.5 0.5 0 BUILDING MAINTENANCE 0.03 0.03 0 VEHICLE MAINTENANCE 0.5 0.5 0 20 1 1 1 I 1 1 m I u I I I 1 I I II CITY OF CARLSBAD Miscellaneous Statistical Information 1994-95 Date of Incorporation July 16, 1952 Type of City General Law Form of Government Council/Manager Area 42.19 sq. miles Population 68,064 Number of Street Lights 4,673 Miles of Streets 278 Fire Protection: Number of Stations 6 I Number of Firefighters & Officers 75 Police Protection: Number of Stations 1 Number of Sworn Police Officers 80 Municipal Water District: Number of Customers 17,115 Average Daily Consumption Miles of Lines and Mains 4,564 million gallo 325 I Miles of Sewers 113 Recreation and Culture: Number of Parks (Improved and Unimproved) Number of Pools 1 Number of Libraries 2 37 Area of Parks 421.88 acres Number of Volumes 219,130 I Total Number of Full Time City Employees 482 21 22 I I I I I I I I I I I I I I I I I 1995-96 OPERATING BUDGET OVERVl EW The 1995-96 operating budget for the City of Carlsbad totals $75.4 million with revenues foi year estimated at $74.3 million. General Fund revenues and expenditures are balanced at $ million. The budget message which follows will summarize the operating revenues, expenditi and important issues facing the City in the forthcoming 1995-96 fiscal year. Discussio focused on the General Fund as it contains discretionary revenues that fund the basic COI City services. This should not diminish the importance of the other operating funds, as the) contribute to the array of services available within Carlsbad. Budqetarv Policies An analysis of the local economy indicated that the City should expect minimal growl revenues for 1995-96 compared to the original estimate for 1994-95, requiring expenditure be held at current levels. In order to accomplish this goal, a base budget was establishec each department which excluded any amounts carried over from previous years. I department was given the direction to maintain the bottom-line total. In order to arrive a goal, departments prepared their budgets within the following guidelines: b b I No new positions, programs or services unless specific revenue sources were indica1 Budgets were required to absorb increases due to step increases and other inflationary increases. Assume no increase in fees or other charges for services. Increased costs were required to be offset by reductions elsewhere so that the bottom line would remain the same. Capital outlay needs could be addressed within the budget request. Maintain existing service levels; however, try to obtain cost reductions beyond the base budget. b The managed hiring freeze will be maintained throughout the 1995-96 fiscal year. After budgets were submitted, the Finance Department reallocated assessments for lnforrr Systems, Workers’ Compensation, Liability Insurance Self Insurance Funds and any adjustr to salary schedules. This approach excluded these costs from the base budget calculatic the allocations varied significantly in some departments. The use of these guidelines resulted in a 1995-96 operating budget of $75.4 million, a dec of $1.5 from the current 1994-95 budget. Fifteen (1 5) positions will not be funded in the 19 budget, up from fourteen and one quarter (14.25) in the previous year. All of the unfu positions are in General Fund programs. The Council Contingency account is budget $544,000 which is down from the $1 to $2 million budgeted in pre-recessionary years. account is available to the City Council to address unanticipated emergencies or unfo program needs. I b b b . 23 PROJECTED FUND 1994-95 GENERAL FUND 39.0 SPECIAL REVENUE 7.8 ENTERPRISE 17.6 INTERNAL SERVICE 6.7 REDEVELOPMENT 1.7 TOTAL 72.8 ESTIMATED 1995-96 DIFFERENCE % CHANGE 38.9 (0.1 ) -0.3% 7.6 (0.2) -2.6% 19.1 1.5 8.5% 7.0 0.3 4.5% 1.7 0.0 0.0% 74.3 1.5 2.1 % I I 1 I I I I I I I 1 I II I I I I Fund revenue and shows no increase from the 1994-95 estimate. Although property values I to have stabilized from their downward movement over the past several years, no recovc property values is expected in 1995-96 and future recovery is expected to be very slow. Sales tax is now the largest revenue source to the General Fund representing 29% of the Sales taxes are estimated at $1 1.3 million for 1995-96, an increase of 3% or $300,000 ovc projected 1994-95 receipts. This estimate includes approximately $290,000 that is restrict spending on public safety services under Proposition 172. Proposition 172 required that th cent increase in California sales taxes be deposited to newly created state and local public E trust funds and allocated to local agencies to fund public safety services. The next most significant General Fund revenue is the Transient Occupancy Tax whi estimated at $3.2 million for 1995-96, an increase of 3% over 1994-95 estimates. It appear: travel to Carlsbad is on the upswing after three years of relatively flat revenues. Development within Carlsbad saw a sudden upward turn in 1994-95 although it is not expc to keep up the pace throughout 1995-96. The 1994-95 development related revenues, i include planning, engineering and building department fees as well as construction permit! the license tax on new construction, are expected to come in approximately $870,000 higher originally budgeted. The projections for 1995-96 show a 12% reduction in these revenues total combined revenue projection of $2.2 million. One other revenue source shows a significant decrease from the 1994-95 projec Interdepartment charges are expected to decrease by 17% or $357,000 from the 19! estimate. These are amounts charged to other funds to pay for administrative services pro’ by the General Fund departments. A new cost allocation plan was done this year which i basis for determining the amount charged. Due to the decreasing General Fund budget ar reorganization within some departments, the cost of administrative services charged to departments in 1995-96 has declined. Special Revenue Fund revenues total $7.6 million which is $200,000 or 2.6% less than projected for 1994-95. The types of functions supported within Special Revenue Funds in programs funded by specific revenue streams such as Section 8 Housing Assistance, Comn Development Block Grants (CDBG), maintenance assessment districts, and Gas Tax maintenance. The Special Revenue Fund accounting for most of the decrease in this cat1 is the CDBG program. This program shows an decrease in revenues of $296,000 or 31% 1994-95 projections. This is due to the 1993-94 carryover of grant funding into the 1994-95 year. The CDBG program is an expenditure-driven grant which means that the grant func not distributed until after the expenditure has been incurred. Thus, it is common to recei\ revenues in the year after the grant was actually awarded. Other changes occurring in the Special Revenue funds are seen in the maintenance asses! districts. It is anticipated that there will be a rate increase in the Median Maintenance asses! district this year resulting in an increase in the revenue for 1995-96 of $123,000 or 47%. increase is needed to offset increasing costs and additional mileage of medians maintained. In addition, there may be a change in the method of assessment for the otht maintenance assessment districts, Trees and Street Lighting, causing the revenue projectic be slightly less than estimated for 1994-95. The State laws governing maintenance asses! I I 25 district require public noticing and hearings for any changes in the rates. Thus, information regarding these proposed adjustments will be presented to Council and the citizens as a separate report. Enterprise Fund revenue for 1995-96 is projected at $19.1 million, up $1.5 million or 8.5% over 1994-95 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 and sanitation services, and solid waste management. Water Operations revenues show an increase of 11.2%, or $1.3 million, which reflects anticipated rate increases from the Metropolitan Water District and the County Water Authority for the water Carlsbad purchases for sale to users. A water rate study is currently underway and the results of the study will assist in determining the amount and nature of any necessary rate increases. Reclaimed water revenues are also projected to increase in 1995-96 by $245,000, the result of the possible water rate increase and increased sales. Sanitation operating revenues, at $4.7 million, are not expected to increase in 1995-96 as rates are expected to remain stable. Internal Service Funds show an estimated revenue of $7 million for 1995-96, an increase of $300,000, or 4.5% over 1994-95 projections. Internal Service Funds provide services within the City itself and include programs such as the self insurance funds for Workers’ compensation and Liability Insurance, as well as Information Systems and Vehicle Maintenance. Departments pay for services provided by these funds. The Internal Service Fund demonstrating the largest revenue increase is the Information Systems fund, up $307,000 or 39%. The increase is necessary to cover the increased expenses of the fund which are detailed later in this report. Redevelopment revenues are estimated at 1994-95 levels of $1.7 million. The tax increment on property values has not exhibited any signs of growth over the past three years, and is expected to remain unchanged for 1995-96. Expenditures City operating expenditures for 1995-96 total $75.4 million which represents a decrease of $1.5 million, or 2% from the current 1994-95 budget as shown in the table below. BUDGET EXPENDITURE SUMMARY (In Millions) SPECIAL REVENUE 26 I I D D I 1 I I 1 I I I I 1 I 1 I D General Fund expenditures show a $500,000, or 1.3% decrease, from the current 1994-95 bi to the 1995-96 budget. Balancing the 1995-96 General Fund budget entailed the use of va strategies which are profiled below. F Fifteen (1 5) positions are not funded, an increase of three quarters (.75) of a position 1994-95 levels. The unfunded positions are vacant and represent no layoffs of exi staff. The unfunded positions now include six (6) positions in the Library, foL positions in Engineering, four (4) positions in Community Services, and a manage analyst in the Fire department. Four of the unfunded positions represent a chanc contracted services and monies once used for staffing the positions have been transfl to an operating account. There are no immediate cost savings on these posii however it is anticipated that in future years economies will result. The other elever positions represent a savings of approximately $550,000 a year. This is the fourth year that alternate funding sources have been used to support : former General Fund programs. Police Asset Forfeiture funds are supportin maintenance and operation costs of the DARE and Juvenile Diversion programs major street maintenance and repair programs are supported through the Gas revenues. In addition, another $200,000 which represents five (5) positions in z maintenance, has been shifted from the General Fund to the Gas Tax fund for 199 This will cause expenses in the Gas Tax fund to exceed annual revenue approximately $1 00,000 resulting in the drawdown of the fund balance. Also buds is a $250,000 transfer to the General Fund from the Workers’ Compensation fund bak The support of General Fund programs through other funds saves the General I approximately $1.7 million in total. In the future, it may be necessary to conside 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 budgc 1995-96. Rather, a transfer from the General Fund balance is planned in fiscal year 1 95 in the amount of $600,000. This will prepay the General Fund obligation for the 1 96 budget year. Capital outlay expenses totaling approximately $1 86,000 have been funded withii budget. F 1 b b While the preceding strategies apply on a City-wide basis, there are measurable service reductions which occur at the program level. In general, most programs anticipate extei response times to accomplish tasks as less staff and resources are available. No addit specific service level reductions are anticipated for the 1995-96 budget year; however, pre! cuts are expected to continue. These include closing the Swim Complex for two wee December, and reductions to the water account in the park maintenance program whicl affect the appearance of park areas. The Library Media Services program has red photographic assistance to other departments as the staff position has rotated to the refer service desk to fill in for an unfunded Librarian. The Library book budget remains at rela low levels which will affect adult circulating and reference materials. In addition to all the cuts necessitated by the recession and the State’s reallocation of pro taxes, the Library program has also had to absorb the costs of the Centro de Inform: program into its budget plan this year. This is a grant funded program which was schedull 27 last for five years. The middle of 1995-96 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 Informacion.has been 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 $2.1 million, or 21% which is the result of reductions in a number of programs. Police Asset Forfeiture expenditures declined due to one time spending which occurred in 1994-95. In addition, Gas Tax spending is projected to decline as the 1994-95 budget contains a significant amount of funds carried over from the previous year to complete scheduled projects. The CDBG Entitlement/Rehab fund also shows a decrease due to the carryover of grant funding from the 1993-94 fiscal year causing the 1994-95 fiscal year expenditures to be unusually high. The Street Lighting Maintenance Assessment District budget contains a decrease of $346,000, or 33% and is due to the one-time costs to purchase street light fixtures from SDG&E contained in the 1994-95 expenditure estimate. The only Special Revenue fund showing a significant increase is the Median Maintenance Assessment District which is higher by $1 06,000, or 39% as the result of additional medians to be maintained and increased costs. Staff is presently reviewing service levels, delivery requirements and the appropriate assessments and a rate increase for the Median Maintenance Assessment District is expected to be recommended during the upcoming year. Enterprise Funds show a budget increase of $900,000, or 4.8%, due mainly to increased purchased water costs in both the Water Operations and the Reclaimed Water funds. It is anticipated that there will be higher demand for water due to new development as well as an increase in the cost of purchased water from the City’s suppliers, the County Water Authority and the Metropolitan Water District. Internal Service Funds, taken together, reflect essentially no change from the previous year; however, there are some significant swings within the funds that make up this group. The largest change is in the Information Systems fund which shows an increase of $278,000. The majority of the increase is due to absorption of the General Fund Information Systems division. Personnel, as well as maintenance costs related to the telephone and voice-mail systems, were transferred to the Information Systems Internal Service fund. Adding to the increase are additional capital outlay requests to provide upgrades to the City-wide network and to replace a number of outdated microcomputers. Moving in the opposite direction is the Vehicle Replacement fund with an decrease of $250,000 or 19%. The decrease is the result of an unusually high budget in 1994-95. This occurred as the City has been catching up on purchases which were delayed due to budget cuts in previous years. The budget for this fund normally fluctuates according to the vehicles recommended for replacement in any given year. The budget for Workers’ Compensation Self Insurance has fluctuated very little from that of 1994- 95 and, once again, includes an operating transfer to the General Fund of $256,000. This action will reduce the Workers’ Compensation fund balance which is higher than necessary and help to offset Workers’ Compensation expenses in the General Fund. The Redevelopment Agency budget has increased for 1995-96 by $200,000, mainly the result of a decrease in operations of $1 21,000 and an increase in debt service of $262,000. The decrease 28 8 I I I 1 I 1 1 1 I I I I I 1 I 1 in operations is the result of reduced lease payments, personnel costs and professional sen Lease payments are expected to drop by about $50,000 as the Agency IS exercising its o to purchase one of the downtown parking lots, thereby eliminating the lease paym Personnel costs are down as resources are shifted to other programs and a lower lee professional services is expected to be needed in the upcoming year. Debt service payments will increase as the Agency begins to pay back principal as wt interest on the bonds which were refunded in 1993-94. Summary While 1995-96 represents a challenging year financially, the City will strive to maintain the q and variety of services which have come to be expected by the residents and business Carlsbad. The 1995-96 budget projects a slow recovery resulting in small increases tc forecasted revenues. Carlsbad’s budget still relies upon alternate funding sources to insurc services continue to be available to the citizens, although sometimes at reduced levels. 1 methods of balancing the budget are becoming exhausted and will not necessarily be ava in future years. The City is continually reviewing how it does business in order to operate efficiently and productively. However, without additional funding sources or stronger rev growth in the future, it will be necessary to reevaluate the City’s ability to offer all of its GL programs within its limited financial resources. ’ 1 29 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1994-95 UNRESERVED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1.1994 REVENUES EXPENDITURES TRANSFERS JUNE30, 1995 I GENERAL FUND 11,296,596 38,992.000 37,231,418 (1,800,000) 11,257,178 (800,000) 10,457 ,I 78 POLICE ASSET FORFEITURE 1,522,400 100,000 507,000 1,115,400 HOUSING - SECTION 8 131,400 3,225,000 3,223,318 133,082 AUDIO-VISUAL INSURANCE 121,800 115.000 145,000 91,800 GAS TAX 2,811,600 1,360,000 1,247,000 2.924.600 TREE MAINTENANCE 364,400 584,200 532,880 415,720 MEDIAN MAINTENANCE 40,100 260,000 274,000 26,100 STREET LIGHTING 986.800 660,000 1,006,540 640,260 BUENAVISTA CRK CHNL MNT 312.700 115,000 3,112 424,588 197,700 STATE GRANTS (LIBRARY) 260.400 207,500 SENIOR NUTRITION 2,200 195,300 191.410 6,090 CDBG ENTITLEMENT/REHAB 47.684 943,730 965.91 6 25,498 270,200 ENTERPRISE c WATER OPERATIONS 3,635,600 4 1,851,100 11,382,700 4,104,000 RECLAIMED WATER 131,800 963.500 735.000 360,300 SEWER OPERATIONS 3299,400 4,674,500 4,330,400 3,643,500 SOLID WASTE MANAGEMENT 69.300 129,800 162,250 36.850 GOLF COURSE 420,000 0 420,000 600,000 600.000 1,321,200 771,600 846.900 1,245,900 LIABILITY SELF INSUR 1,696,200 1.047,000 1,007.300 1.735.900 HEALTH INSURANCE 1,336,700 1,815,000 1,950,000 1,201,700 VEHICLE MAINTENANCE (85,700) 1.230.000 1.233.000 (88,700) VEHICLE REPLACEMENT 3.606.200 1,019,000 1,300,000 3,325,200 INFORMATION SYSTEMS 617,500 781,400 773,300 625,600 59,600 78,100 630,510 500,000 7,190 DEBT SERVICE 936,300 1,285,000 815.340 (500.Oo) 905,960 LOW AND MOD INCOME HSNG 2,618.200 360.000 701,400 2,876,800 TOTAL OPERATING FUNDS $37,560.380 $72,763,730 $71,285,894 ($1,200,000) $37.038.216 1 30 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE SolNCR (DEC) 1994 -95 94-95 BUD __ GENERAL GOVERNMENT CITY COUNCIL CITY MANAGER CITY CLERK CITY ATTORNEY FINANCE CITY TREASURER PURCHASING HUMAN RESOURCES RESEARCH OFFICE 159.883 INFORMATION SYSTEMS RISK MANAGEMENT 177.21 9 TOTAL GENERAL GOVERNMENT 3,753,447 3,668,058 PUBLIC SAFETY POLICE 8,591.028 8,760,470 FIRE 6,750.721 6,986,554 TOTAL PUBLIC SAFETY 15,341,749 15,747,024 COMMUNITY DEVELOPMENT COMMUNITY DEVELADMIN GEOGRAPHIC INFORMATION ECONOMIC DEVELOPMENT ENGINEERING 3,374.023 3.004.240 PLANNING 1,807,556 1,793,683 GROWTH MANAGEMENT HISTORIC PRESERV COMM BUILDING INSPECTION TOTAL COMMUNITY DEVELOPMENT 6,648,159 6.313.757 LIBRARY/CULTURE LIBRARY 2,316,029 2,447.665 2,406,670 2,480,264 2,475,040 -0.2% SISTER CITY PROGRAM 8.993 8,828 10,200 11,500 250,480 1 6.8ml -4:::: CULTURAL ARTS PROGRAM 229,842 234,075 231.500 248,301 TOTAL LIBRARYICULTURE 2,554.864 2,690,366 2,648,370 2,740,085 2,732.320 -0.3% 32 1994 -95 1992 -93 1993 -94 ESTIMATED 1994-95 1 1995-96 DEPARTMENT ACTUALS ACTUALS MPENDITURES BUDGET 1 BUDGET COMMUNITY SERVlC ES 1 1 I 1 I I I I I I 1 COMMUNITY SERVICES ADMlN 793,905 716,951 629,900 645,65 2 612,870 PARK MAINTENANCE 1,445,853 1,583,524 1,457,100 1,588,842 1,584,860 1,584,790 RECREATION 1,535,487 1,594,578 1,572,350 1,617,095 SENIOR PROGRAMS 217,793 228.591 239,OO 0 245,092 245.800 1,459,620 STREET MAINTENANCE 1,009,753 1,378,169 1,534,800 1,629,092 1,238,040 1.292.800 1,377521 FACILITIES MAINTENANCE 1,130,429 1,186,463 TRAFFIC SIGNAL MAINT 275,924 278,404 308,300 348,550 296,950 7,022,930 1 TOTAL COMMUNITY SERVCIES 7,209,144 6,966,680 7,034.250 7,451,844 NON- DEPARTMENTAL COMMUNITY PROMOTION (CCVB) 246,205 222,702 205.000 243,902 21 1,150 BEACH PARKING 36,000 33,668 36,000 36,000 36,000 COMMUNllY CONTRIBUTIONS 75,000 75.000 77,300 77.300 75,000 HIRING CENTER 76,498 76.967 80,000 80,000 80,000 HOSP GROVE PAYMENT 735,051 787,708 802,000 812.500 802.500 AUDIT 41,275 26,823 40,000 69,754 40,000 180,000 PROPERTY TAX ADMIN FEE 161,975 154,827 170.000 ANIMAL REGULATION CONTRACT 168,224 110,868 125,000 125,000 140.000 DUES & SUBSCRIPTIONS =,m 20,973 23.000 23.000 25,000 MlSClOPERATlNG TRANSFERS OUT 297.468 1.31 1,502 385,953 385,953 0 ASSESSMENT SERVICES 7.598 6.266 8,500 10,800 11,500 GOLF COURSE 565,200 0 0 0 0 LEASES 130,500 0 0 0 0 172.000 BOND SERVICES 8,185 5,432 6.000 6,500 6,500 1,807,650 TOTAL NON - DEPARTMENTAL 2,575,187 2.832.736 1,958,753 2,042.709 SUBTOTAL GENERAL FUND 38,082.550 38,218.621 37,231,418 39,255,554 38.310.637 CONTINGENCIES 0 0 0 149.821 544,000 39,405,375 38,854,637 TOTAL GENERAL FUND 38,082,550 38,218,621 37,231,418 %IN 94 95 __ - - - - - __ - ____~ 1994 -95 1995-96 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 1992-93 1993-94 ESTIMATED 1994 -95 SPECIAL REVENUE FUNDS I POLICE ASSET FORFEITURE 392,997 604.62 8 507,000 507,702 57,120 HOUSING SECTION 8 2,529.978 2,796,680 3.223.31 8 3,229,027 3,238.794 AUDIO VISUAL INSURANCE 49,411 93,326 145.000 168,265 147,500 GAS TAX 220,477 1,593,540 1,247.000 2,344,544 1.467.900 TREE MAINTENANCE 536,165 546,738 532,880 558.839 531,290 MEDIAN MAINTENANCE 236.802 277,490 274,OO 0 274,360 380.38 0 STREET LIGHTING 591,575 528.069 1,006,540 1,059,488 713.620 BUENA VISTA CRK CHNL MNT 198,105 54,215 3,112 14,689 6,500 STATE GRANTS (LIBRARY) 286,593 313,138 270.200 356.396 293,200 SENIOR N UTRlTlO N 180,403 189.756 191,410 197,361 200,998 CDBG ENTITLEMENT/REHAB 268.000 1,177,361 965,916 1,148.71 2 672,000 TOTAL SPECIAL REVENUE FUNDS 5.490.506 8,174,941 8.366,376 9,859,383 7,709,302 WATER OPERATIONS 1 0,008,242 11 ,145,830 11,382,700 1 2,537,874 13,201,330 RECLAIMED WATER 683,007 635,535 735,000 840,660 1,203,300 SANITATION OPERATIONS 4.028.391 5,920,427 4,330,400 4,672,977 4,493,260 SOLID WASTE MANAGEMENT 153,722 112.264 162,250 121,271 108,440 GOLF COURSE 0 0 420,000 420,000 470,000 TOTAL ENTERPRISE FUNDS 14,873.352 17.814.1 76 17,030,350 18,592,782 19,476,330 NTERNAL SERVICE FUNDS WORKERS COMP SELF INSURANCE 639.500 789,247 846.900 852,144 864,500 W C Operating Transfer Out 0 0 250.000 250.000 250.000 LIABILITY SELF INSURANCE 1.183.895 1,100,915 1,007.300 1.01 4,890 1,065,350 HEALTH INSURANCE 1,824,547 1,856,039 1,950,000 1,962,045 1.950.000 VEHICLE MAINTENANCE 1,227,137 1,267.294 1.233.000 1.31 1,575 1,291,000 1,093.500 VEHICLE REPLACEMENT 324.509 542.630 1,300,000 1,343.25 1 INFORMATION SYSTEMS 683,073 725.298 773,300 792,243 %INCR (DEC) 94-95 BUD TO 95-96 BUD -88 7% 0 3% -12 3% -37.4% -4 9% 38.6% -32.6% -55.7% -17.7% 1.8% -41.5% -21.8% 5.3% 43.1 % -3.8% -10.6% 11.9% 4.8% 1.4% 0.0% 5.0% -0.6% -1.5% - 1 B.5% 35.1% li 1 1 1 1 1 I I I 1 I I I 1 i 1 IC 1 1 35 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS Yo DIFFERENCE REVENUES REVENUE REVENUE OF FY 94-95 1994 -95 TO REVENUE SOURCE 1993 -94 1994-95 1995 -96 PROJECTED 1995 -96 - GENERAL FUND I I TAXES I PROPERTY TAX $11,123,765 $10,900.000 I $10,900,000 0 0% 0 SALES TAX 10,840,115 10,990,000 11,290,000 2 7% 300,OO 0 TRANSIENT TAX 3,153.084 3,100,000 3,200,000 3 2% 100.000 FRANCHISE TAX 1,183,310 1,340,000 1,360.000 15% 20,000 TRANSFER TAX 210,731 220,000 220,000 0.0% 0 TOTAL TAXES 26,511,005 26,550,000 26,970,000 1 6% 420.000 LICENSES AND PERMITS CONSTRUCTION PERMITS 365,57 1 550.000 400,000 -27.3% (150.000) 3.1% 38.m BUSINESS LICENSES LICENSE TAX- CONSTRUCTION 44,496 75.000 50.ooo -33 3% (25,000) OTHER LICENSES & PERMITS 318,381 355.000 285.000 - 19.7% (70,000) 1,093,827 1.212.000 1.250,000 TOTAL LICENSES & PERMITS 1.822.275 2,192.000 1,985,000 -9.4% (207,000) STATE SUBVENTIONS VEHICLE IN-LIEU 2,628,592 2,073,000 2,200.000 6.1% 127,000 OTHER 233,887 199.000 200.000 0.5% 1 .ooo TOTAL STATE SUBVENTIONS 2,862.479 2,272,000 2.400.000 5.6% 128,000 CHARGES FOR SERVICES PLANNING FEES 459,509 721,000 725,000 0.6% 4,000 BUILDING DEPT. FEES 275,156 434.000 375.000 -13.6% (59,000) ENGINEERING FEES 656,108 743,000 600.000 -19.3% (143,000) AMBULANCE FEES 342,829 339.000 350.000 3.2% 11.000 RECREATION FEES 747,043 770,000 775,000 0.7% 5,000 OTHER CHARGES OR FEES 589.159 543.000 535,000 -1.5% (8,oOo) TOTAL CHARGES FOR SERVICES 3,069,804 3,550,000 3,360,000 -5.4% (190,000) FINES AND FORFEITURES 231,454 244,000 - 1.6% (4,000) 240,000 INTEREST 1,465,717 1,177.000 1.200,000 2.0% 23.000 INTERDEPARTMENTAL CHARGES 2,393,576 2,157,000 1,800.000 -16.6% (357,000) OTHER REVENUE SOURCES 407,155 850,000 900.000 5.9% ~.000 TOTAL GENERAL FUND 38.763.465 38,992,000 38,855.000 -0.4% (137.000) 36 ACTUAL PROJECTED ESTIMATED REVENUES REVENUE REVENUE 1995 -96 REVENUE SOURCE 1993-94 1994 -95 30,500 28.000 INTEREST 50,222 32,000 i INTERDEPARTMENTAL 74,297 28,000 STREET LIGHTING FEES 618,104 600,000 550,400 MlSC REIMBURSEMENT 525 0 0 TOTAL 743,148 660,000 608.90 0 ~ STREET LIGHTING BUENA VISTA CREEK CHNL MAINT INTEREST 15,473 15,000 8,000 BUENA VISTA FEES 99,626 100,000 100,000 TOTAL 115,099 115,000 108,000 STATE GRANTS INTEREST 14,554 7,500 6,000 GRANTS 289.190 200,000 223,000 TOTAL 303,744 207.500 229.000 SENIOR NUTRITION GRANTS 105,354 1 10.400 109,900 DONATIONS 86,556 w900 86,000 TOTAL 191.91 0 195,300 195.900 CDBG ENTTTLEMENT/REHAB INTEREST 944 700 500 GRANT REVENUE 1,151,152 943.030 647,000 TOTAL 1,152.096 943.730 647,500 TOTAL SPECIAL REVENUE FUNDS 7,789,226 7,765.730 7,550,800 AS ?a DIFFERENCE OF FY 94-95 1994-95 TO 1995 -96 PROJECTED -4 7% (1,500) 0.0% 0 -8.3% (49,600) 0.0% 0 -7.7% (51,100) -46.7% (7.000) 0.0% 0 -6.1% (7,ooo) -20.0% (1.500) 11.5% 23,000 10.4% 21,500 -0.5% (500) 1.3% 1,100 0.3% 600 -28.6% (=) -31.4% (296,030) -31.4% (296,230) -2.8% (214.930) REVENUE EST1 MATES - ACTUAL PROJECTED ESTIMATED REVENUES REVENUE RNENUE 1 REVENUE SOURCE 1993 -94 1994-95 , 1995-96 , 1 I’ 1 ENTERPRISE FUNDS WATER OPERATIONS 8 1 I li 8 1 I 1 1 1 I i il WATER SALES 9,952,785 9,000,000 10,067,000 READY TO SERVE CHARGES 1,972,049 2,100,000 2,440 ,oo 0 NEW ACCOUNT CHARGES 76,140 64,000 50,000 BACK-FLOW PROGRAM FEES 47,322 48,500 46,000 PENALTY FEES 262.71 7 250.000 283,300 INTEREST & PORTFOLIO SERVICES 260.856 260.000 200.000 ENGINEERING & PIAN CHECK FEES 47.084 49,100 26.500 CONNECTION FEES 54.079 58.600 40.000 MISCELLANEOUS 187.023 20,900 23.400 TOTAL 12,860,054 11,851.100 13.176.200 RECLAIMED WATER WATER SALES 665,431 700,000 888.700 READY-TO-SERVE CHARGE 8,783 8,000 8,700 RECLAIMED WATER CREDITS 215,642 240,000 304,800 INTEREST & PORTFOLIO SERVICES 12,826 15.000 6,000 MISCELLANEOUS RElMB EXPEND 650 500 500 TOTAL 903,333 963,500 1,206,700 SANITATION OPERATIONS SERVICE CHARGES 4,708,689 4,400,000 4.400.000 LATERAL CONNECTIONS 10,000 9,OOO Q,OOO PRE-TREATMENT CHARGES 75,313 65,000 83.000 INTEREST & PORTFOLIO SERVICES 181,902 200,000 200.000 525 500 500 MISCELLANEOUS TOTAL 4.976,429 4,674,500 4.672.500 SOLID WASTE MANAGEMENT INTEREST & PORTFOLIO SERVICES 4,061 5.000 5.OOO GRANTSIREBATES 27,727 32,400 0 RECYCLING FEE 0 92,000 96.OOO MISCELLANEOUS 91,004 400 400 TOTAL 122,792 129,800 101,400 TOTAL ENTERPRISE FUNDS 18,862,608 17.61 8,900 19,158,800 AS % DIFFEREN( OF FY 94-95 1994-95 T PROJECTED 1995-96 11.9% 1,067,C 16.2% 340,C -21 9% (14,C -5.2% (2,: 13.3% 33,: -23 1% (60,C -46.0% (Z,f -31.7% (18.f 12.0% 2,f 11.2% 1,325.1 27.0% 188,i 8.8% i 27.0% 64,e 0.0% (9.C 0.0% 25.5% 245.2 0.0% 0.0% -3.1% (2,( 0.0% 0.0% -0.0% (2A 0.0% -100.0% (32,‘ 4.4% 4s 0.0% -21.9% (28.d 8.7% 1,539,! CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED AS % DIFFERENCE REVENUES REVENUE OF FY 94-95 1994-95 TO PROJECTED 1995-96 WORKERS’ COMP SELF-INSURANCE INTEREST & PORTFOLIO SERVICES 0.0% 0 INTERDEPARTMENTAL 0.6% 3,420 OTHER -25 0% TOTAL -2.2% (16,580) (20,000) LIABILITY SELF-INSURANCE INTEREST & PORTFOLIO SERVICES -21 .l% (2O.oOo) INTERDEPARTMENTAL -2.3% (22.010) OTHER 0.0% 0 TOTAL -40% (42.010) HEALTH INSURANCE INTEREST & PORTFOLIO SERVICES - 13.3% (4O.OOO) INTERDEPARTMENTAL 1,366,158 0.0% 0 REIMBURSEMENTS 0.0% 0 TOTAL 1,806,334 -0.6% (10,OOOy VEHICLE MAINTENANCE INTERDEPARTMENTAL 8.2% 100,000 MISCEWNEOUS 50.0% 5.000 TOTAL 1,300,743 8.5% 105.000 VEHICLE REPLACEMENT INTERDEPARTMENTAL 2.0% 16,006 INTEREST -18.8% (30.OOO) SALE OF PROPERTY -37.5% (15,000) TOTAL -2.9% (29.ooo). INFORMATION SYSTEMS INTEREST & PORTFOLIO SERVICES 0.0% 0 INTERDEPARTMENTAL 707.41 8 752,600 1,068,500 42.0% 315.900 MISCELLANEOUS 0 8.800 0 0.0% TOTAL 742,143 781.400 1,088,500 39.3% 307.100 TOTAL INTERNAL SERVICE FUNDS 6,660,677 6,664,000 6,978.51 0 4.7% 314,510 L 40 ACTUAL PROJECTED ESTIMATED REVENUES REVENUE REVENUE REVENUE SOURCE 1993 -94 1994-95 I ~ 1995-96 I I 1 I I 3 I I II 0 RENTAL INCOME 37,426 40,000 ~ 40,000 INTEREST & PORTFOLIO SERVICES 5,683 01 MISCELLANEOUS 57,372 38,100 38,100 TOTAL 100,48 1 78,100 78,100 ~ LRE DEVELOPMENT FUN DSi OPERATIONS DEBT SERVICE TAX INCREMENT 1,288.269 1,200,000 1,200,000 INTEREST & PORTFOLIO SERVICES 61,392 85,000 75,000 TOTAL 1,349,661 1,285,000 1,275,000 LOW AND MOD INCOME HSNG TAX INCREMENT 322.067 300.000 300,000 INTEREST & PORTFOLIO SERVICES 58,761 60,000 55,000 MISCELLANEOUS 162 0 0 TOTAL 380,990 360.000 355,000 i TOTAL REDEVELOPMENT FUNDS 1,831,133 1,723,100 1,708,100 AS % DIFFERENC OF FY 94-95 1994-95 TI PROJECTED 1995 -96 0.0% 0.0% 0.0% 0.0% 0.0% -11.8% (10,O -0.8% (10.0 0.0% -8.3% (5.0 0.0% -1.4% (5.0 -0.9% (15.0 42 GENER?U GOVERNMENT d PROGRAM: GENERAL GOVERNMENT FUND: VARIOUS I I I 1 I: I I I I I I I I I I 1 I I ' DEPARTMENT: VARIOUS SUMM MAINTENANCE OPERATION CONTINGENCY GRAND TOTAL 43 PROGRAM: CITY COUNCIL FUND: GENERAL DEPARTMENT: CITY COUNCIL ACCT NO. 001-1010 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the needs of the community through the policy development process. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Meetina Attendance: Prepare for and attend 1. As the legislative body of the City, the Council Council meetings, as well as various committee and establishes the policies and regulatory ordi- community meetings. Respond to the needs and nances under which the City operates. The requests of the residents of Carlsbad, through Council has defined goals and objectives to personal contact and correspondence. guide the allocation of City resources to meet the needs of the community through the policy development process. SIGN I FlCANT CHANGES: None. 44 PROGRAM: CITY MANAGER FUND: GENERAL I I 1 1 I 1 I I I I I DEPARTMENT: CITY MANAGER ACCT NO. 001- MAINTENANCE OPERATION CAPITAL OUTLAY I WORK PROGRAM: The City Manager is appointed by the City Council and is responsible for operation of all City services provision of timely and accurate information to the Council, making recommendations regarding new pol and 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 goals. 1. Submit a balanced budget to the City COI Provide quarterly fiscal updates to the COL 1. Accomplish objectives set forth by each department. Conduct the City in a profess and ethical manner and continue pur! excellence based on the strategic values. ( dinate efforts to respond to requests for ai (Review, referral, and response.) Policy Development: Assist Council in policy development. 1. Provide accurate, timely information, de potential policy alternatives and provide pl 8 sional recommendations to Council. I SIGNIFICANT CHANGES: None. m I 1 I I 45 PROGRAM: CITY CLERK FUND: GENERAL DEPARTMENT: CITY CLERK ACCT NO. 001-1030 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: The City Clerk’s Department is responsible for performance of duties as defined in the Government Code and the Carlsbad Municipal Code, as well as for reprographics, records management activities, and the provision of minutes for 17 City Boards, Commissions, and Committees. PROGRAM ACT WIT1 ES: WORKLOAD MEASURES: CY11 993 CY11 994 Election Services: Serves as the City’s Election 1. Elections: Officer responsible for conducting the Municipal None 1 General Elections. 1 Special Fair Political Practices Commission (FPPC) 1. Filings: Filinss: Serves as City’s Filing Officer for all filings 26 Campaign 152 Campaign required by the Political Reform Act of 1974. This Statements Statements includes receipt and review of Campaign State- 344 Statements 328 Statements ments and Statements of Economic Interest. of Economic of Economic Interest Interest Council Meetinq Record of Proceedings: Keeps 1. Council Minutes: body as required by the Government Code. an accurate record of proceedings of the legislative 76 80 Administrative Services: Maintains custody of City 1. Claims Filed: Seal; maintains City records which include filing of 161 136 records and certification of copies; publishes ordi- nances and notices of public hearings; receives all claims filed. 56 50 2. Public Hearing Notices: 3. Ordinances Published: 47 32 Su~port Services: Provides staff support to the 1. Meetings Held: Parking Authority. Serves as Secretary to the 71 Council 80 Council Public Improvement Corporation, Water Board, and 17 CMWD Board 24 CMWD Board Industrial Development Authority. Also serves as 18 H&RComm. 13 H&RComm. Recording Secretary to the Housing and Redevel- 1 Parking Auth. 1 Parking Auth. opment Commission. 1 Building Auth. 46 PROGRAM: CITY CLERK PAGE I I I II I 1 1 I I I 1 8 I I I I I I FUND: GENERAL I DEPARTMENT: CITY CLERK ACCT NO. 001. PROGRAM ACTIVITIES: WORKLOAD MEASURES: CYt1993 CY11 994 Support Services: Assist public and City depart- 1. Documents Processed: ments with requests for information; provide re- 71 Agendas 72 Agendas search services concerning Council action since 556 AgendaBills 496 Agenda City incorporation on 7-1 6-52; provide maintenance 384 Resolutions 391 Resolutic and quarterly supplement service for subscriptions 47 Ordinances 32 Ordinanc to the Carlsbad Municipal Code; prepare and post 251 Documents to 250 Documei agendas in accordance with "Brown Act" for Coun- Recorder Recorde cil, CMWD Board, and H&R Commission meetings; 182 Contracts 181 Contract process, index, and file all Council Meeting docu- Agreements Agreemc ments (agenda bills, resolutions, ordinances); 101 Subscriptions 93 Subscrip process documents to the Recorder; and process to Municipal to Munici contracts and agreements. Code Code Minutes Service: Provide minutes for City Boards, 1. Minutes for 18 Minutes for 17 Commissions and Committees. Boards, Commissions, Boards,Commis! and committees. and Committee: Duplication Equipment: Keep the City Hall copy 1. Copies: machine operational by provision of key operator 720,327 546,434 services, supplies, and current maintenance agree- ment. Records Manaaement Services: Maintain City 1. Entries indexed: records in an identifiable and accessible manner in 765 856 order to fulfill public, legal, and historical require- ments for preservation of information. Components of Records Management include the legislative indexing system, microfilming records which are vital to the City's operation, storage of historical documents, and destruction of obsolete records. SIGNIFICANT CHANGES: The information Systems Administration Division has been merged with the City Clerk Department. decrease is due to the transfer of 1.4 positions to the Information Systems budget, and the fact that therc be no General Municipal Election held in this fiscal year. 2. Storage: 122 boxes of files 131 boxes of 10 micro boxes 10 micro bo 47 PROGRAM: CITY ATTORNEY FUND: GENERAL DEPARTMENT: CIN ATTORNEY ACCT NO. 001 -1 21 0 MAINTENANCE OPERATION WORK PROGRAM: The City Attorney is the Chief Legal Officer of the City, responsible for providing legal advice and representation to the City Council, Boards and Commissions, Carlsbad Municipal Water District, and other City offices in order to provide services to the public as required or permitted by law. The City Attorney is also responsible for assisting in the administration and enforcement of laws, regulations and City programs. PROGRAM ACTlVlTl ES: The City Attorney provides quality legal services to the City Council, City Manager, and department heads, as well as to the Carlsbad Municipal Water District, Parking Authority, Housing Commission, and all other boards and commissions. This office drafts resolutions and ordinances, and reviews ordinances, contracts, bonds and other legal documents. SIGN I FI CANT CHANGES: None. 48 PROGRAM: FINANCE FUND: GENERAL I I I 1 I I I DEPARTMENT: FINANCE ACCT NO. 001- MAINTENANCE OPERATION CAPITAL OUTLAY 1 WORK PROGRAM: The Finance Department pays the expenses and collects the revenue for the City, maintains accurate and t financial records, and provides necessary information on financial status and forecasts to the City Council Manager, all City departments and the public. In addition, the Finance Department is responsibl coordinating the annual budget process for both the operating budget and the capital improvement pro and it participates in the creation and on-going administration of all new financing programs includin I programs and debt offerings. I PROG RAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Budqet Manaqement: Develop an annual budget identifying operating and capital programs and their costs for future years. 1. Prepare annual capital and operating buc which include program activity and o measures or performance objective statem Perform annual review of all City fees and ent recommendations for changes to Co Monitor and report on revenues and exp tures monthly to insure budgetary integr 1. Assist in evaluation and formation of nev tricts. 2. Issue bonds for initial capital projects whl quired. 3. Provide day-to-day administration of CFI all assessment districts as required by f tion documents and State law. Update and present results of fiscal ir analysis of General Plan. Prepare ten year operating forecasts porating various "what if" scenarios to be in long range planning. 2. 3. I 1 I 1 I i I I I Assessment DistrictKFD Administration: Provide financial management of 1911 and 1913/15 Act Assessment and Mello-Roos Districts. Lona-Range Financial Planninq: Assist in provid- ing long-range financial planning services, including long-range operating revenue and expense fore- casts. 1. 2. (continued) 49 PROGRAM: FINANCE PAGE TWO FUND: GENERAL DEPARTMENT: FINANCE ACCT NO. 001-1310 PROGRAM ACTUVITIES: PERFORMANCE OBJECTIVES: Accounts Receivable: Bill and collect revenue for the City; including business license, parking cita- tions, and emergency response billings. 1. Revise business license ordinance to provide a more equitable tax system and to reduce administrative burden. 2. Increase collection of receivables through timely follow-up of delinquent accounts and use of collection agency. Maintain turnaround time of 30 days to process and pay invoices. Reduce City-wide staff time for processing of payables by 30%. Select and begin implementation of a new Provide City management and Council with timely monthly financial reports. 1. Audit 100 major retailers and businesses, 3 major hotels/motels, and one major franchise. 2. Monitor sales tax audit contract to ensure effectiveness. 3. Perform 3 in-house internal control reviews. Accounts Payable: Assemble and pay the debts of the City, including payroll. Satisfy requirements of taxing agencies. 1. 2. General Accounting and Reportinq: Prepare and maintain accurate financial records; including financial information system. grants, capital projects, enterprise funds, assess- ment districts, investments, fixed assets, and agen- cy funds. Audits: Reviews records of businesses in City that support business license, franchise fees, sales taxes and TOT revenue. Perform compliance reviews and internal audits of City departments. 1. 2. SIGN I FI CANT CHANGES: None. 50 PROGRAM: CASH MANAGEMENT FUND: GENERAL 1 I I I I I DEPARTMENT: CITY TREASURER ACCT NO. 001- MAINTENANCE OPERATION WORK PROGRAM: I Perform the duties and responsibilities set forth in the California Government Code and the Carlsbad Mun Code. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Cash Manaqement: Develop cash flow projections as accurately as possible; maintain record of receipts and disbursements from various money coming into the treasury; ensure appropriate and external sources. 2. Receive information of actual daily cash de balances in various checking accounts; pay money its; transfer funds between various accour on warrants signed by legally designated persons; optimize earned interest. arrange for cost-effective banking relations (retail and custodial); arrange for a short-term borrowing 3. Develop request for bids for banking sen program. evaluate bids and initiate action to award tract; monitor adequacy of banking sen arrange for line of credit. 1. Gather information regarding forecasted I I I I I I I IC I I Investment Mananement: Provide professional management of the City's investment portfolio investing all inactive funds as directed by the City Council while conforming to all state statutes governing the investment of public funds. 1. Determine amount, type, and term of investr endeavor to invest all inactive funds at all ti 2. Solicit telephone bids from financial institui brokers; evaluate and effect investment; arr for payment, delivery, and safekeeping of in ments; inform unsuccessful bidders of the in ment made. 3. Arrange for collateralization contracts a quired. ' Recordkeepinq: Develop and maintain records for 1. Maintain data base of cash projections, ir all investments and investment income. Verify ments, interest rates, and interest inc receipt and correctness of investments made. Reconcile bank's report of safekeeping witt base. 2. Maintain records to insure that all intere come is received when due. 3. Veriiaccuracy of confirmations with investr made. (continued) 51 PROGRAM: CASH MANAGEMENT PAGE TWO FUND: GENERAL DEPARTMENT: CITY TREASURER ACCT NO. 001 -1 320 PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Reporting: Develop and prepare monthly and annual reports to the City Council regarding cash management and investment activities; develop policy requirements. investment data for the Annual Financial Report. 1. Provide City Council with timely monthly reports of investment activities, related to investment 2. Provide City Council with annual report reviewing past fiscal year and projecting portfolio perfor- mance for next fiscal year. 3. Develop from investment data base information required for the annual audit and Annual Finan- cial Report. Administrative Duties: Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee; develop and submit annually, or as required, a statement of investment policy to the City Council. 1. Act as the chairman of the Investment Review Committee. 2. Review the City’s investment policy with the Investment Review Committee; develop recom- mendations to modify; ensure compliance with the California Government Code. SIGNIFICANT CHANGES: None. 52 PROGRAM: PURCHASING FUND: GENERAL I 1 I I 1 I I 1 I 1 I I I I I I I I DEPARTMENT: PURCHASING ACCT NO. 0010 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The Purchasing Department procures goods, services and equipment to meet the needs of the 1 departments and divisions. The Purchasing Department also is responsible for the mail and messenger se records management and the disposal of surplus property. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Bids and Quotations: Request bids, quotations and proposals for supplies, services and equip- ment. 1. Update and maintain formal bid and quoi 2. Prepare and maintain Vendor’s List by comi 3. Maintain the minority and women-owned files. ties. nesses file. Product/Service and Public Works Contracts: Provide administrative support and guidance for producVservice annual contracts and public works contracts. 1. Track and renew annual product and SE 2. Develop new annual contracts, as needed 3. Maintain current Contractor’s list by clas 4. Develop and administer joint agency conti Central Stores: Provide ordering, receiving, 1. Review usage of items, make adjustmew storing and delivery of office and special supplies. slow-moving items. Add new items as net with emphasis on recycled products. 2. Update stores catalog semi-annually and I contracts. tions. I bute new catalog annually. Messenaer and Mail Service: Provide twice-daily inter-departmental mail service to City facilities, and daily pick-up, posting/delivery of U.S. mail to City Hall. 1. Review and adjust messenger routeandsen 2. Reduce overall postage costs for mail sen including pre-sort of first-class mail. (continued) 53 PROGRAM: PURCHASING PAGE TWO FUND: GENERAL DEPARTMENT: PURCHASING ACCT NO. 001-1410 PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Surplus Property: Manage the transfer and dis- posal of City property and lost/unclairned Police property. 1. Maintain inventory of surplus City property and direct surplus property to requesting depart- ments as it becomes available. 2. Direct disposal of surplus and lost/unclaimed police property as needed. Records Mananement: Manage the records 1. Review and update present policies and pro- storage program for off-site storage. 2. Develop plan for reducing the number of records cedures. necessary for retention. SIGNIFICANT CHANGES: None. 54 PROGRAM: HUMAN RESOURCES FUND: GENERAL I I I I I I I I I I I I I I I I I I DEPARTMENT: HUMAN RESOURCES ACCT NO. 001.’ MAINTENANCE OPERATION WORK PROGRAM: Provide service to City departments for their human resources needs; administer personnel functions su classification compensation, training, benefits, recruitment and selection; assist in attracting, developing retaining a competent and motivated work force. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Emplovment Services: Administer a merit person- ne1 system, Affirmative Action Program, personnel guidelines, training, new employee orientations, contemporary testing methods, effective employer/ employee relations; maintain an equitable classifica- tion system. Provide senn’ces in the area of em- ployment focusing on continuing the City’s proac- tive outreach efforts to attract and retain qualified minorities, women, veterans, and disabled appli- 1. Conduct any recruitment with the objeci attracting well qualified applicants for avi positions. 2. Continue to review the City’s employmen cies to insure that they are free from ai barriers. I cants. Classification and Compensation: Continually review and maintain the City’s compensation and classification system. 1. Conduct periodic review of levels of estab 2. Respond to the ongoing classification ne compensation. the organization. Benefits: I. Educate employees relative to their bene comprehensive employee benefit programs. 2. Communicate and respond to question Update and modify programs as necessary. 3. Interpret and implement legislation that Administer and direct all the City’s inquiries relative to benefits. benefits. Emplovee and Orqaninational Development: 1. Continue to provide managerial and supe Provide services to the organization in the areas of training. employee development and organizational develop- 2. Provide training regarding the City of Car ment. Drug Free Work Place, Nondiscriminatic Anti-harassment policies. 3. Begin to develop employee programs whi vide for a better understanding of the functions, responsibilities, and bene employment with the City of Carlsbad. SIGN IF1 CANT CHANGES: None. 55 PROGRAM: WORKERS’ COMPENSATION FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT NO. 611-1910 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: The Workers’ Compensation Self-Insurance Fund is a part of the City’s Risk Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Workers’ Compensation Claims: The fund is 1. Continue to enhance communications with utilized to provide payment for medical, indemnity employees, medical care providers and third and defense expenses incurred as the result of patty administrators. occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. SIGNIFICANT CHANGES: None. 56 PROGRAM : GENERAL LIABILITY FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT NO. 612 I I I I I D 1 I I I I D I 1 I I I MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The General Liability Self-Insurance Fund is part of the City's Risk Management Program. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: General Liability Claims: The fund is utilized to provide payment for settlements, costs and defense expenses incurred as the result of general liability claims made against the City. It is also utilized to pay for related administration and insurance ex- 1. Provide necessary support to the City Attc office and outside counsel. I penses. SIGNIFICANT CHANGES: Funding has been included for safety training which was previously provided by the Human Res1 Department. I 57 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE DEPARTMENT: HUMAN RESOURCES ACCT NO. 613-1910 MAINTENANCE OPERATION WORK PROGRAM: This fund is used to pay health insurance premiums to Northwestern National Life. SIGNIFICANT CHANGES: None. I 58 PROGRAM: INFORMATION SYSTEMS FUND: INTERNAL SERVICE I I I 1 1 ’ DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640- MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: I Provide resources that will support departments in the performance of work tasks through automatior telecommunication services. 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Computer Services: Maintain hardware and 1 ~ Ensure that all City computers remain oper software on all City computers, including: two al with minimum downtime. 2. Guarantee availability of hardware mainter HP3000 mini computers (one used for general City for all the City’s mini computers, worksta applications utilized by all departments and another micro computers and the Citywide networ for cataloging and circulation by the Library); two HP UNlX work-stations used for the City’s Geo- graphic Information System (GIs); over 300 micro 3. Provide effective software support for star computers and the wide area network components City software and applications develope linking these micro computers: and back-up sup- house. port to the Safety Center for DEC mini computer running Computer Aided Dispatch and their micro computer network. Telecommunication Services: Maintain the voice and data telecommunications networks for all City facilities. This includeq: all additions and modifica- tions to over 350 communication circuits; approxi- mately 500 phone instruments; and 730 voice mail boxes. New Applications: 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. s 1 1 I I I I I I I u 1 ~ Ensure that the City’s telecommunicatior work and it’s associated equipment rc operational with minimum downtime. 2. Provide necessary support for all telephon data communication usage. 1. Meet the informational needs of the users 2. Encourage the appropriate use of coml and communication technology to inc productivity. SI GNl Fl CANT CHANGES: The General Fund Data Processing program has been absorbed partially into the City Clerk‘s prograi partially into this program. The Information Systems Director position and 40% of an Administrative Sec are now funded by this program. In addition, all maintenance costs on the City’s telephone system hav been absorbed under this program. Capital costs are up due to City-wide network upgrades and 286 pe computer replacements. 59 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS 1992-93 1993-94 1994-95 1995-96 ACTUAL ACTUAL BUDGET BUDGET 1041 -2993 Community Promotion $246,205 $222,702 $243,902 $21 1,150 (Carlsbad Convention and Visitor’s Bureau) 1050-2993 Community Contributions 75,000 75,000 77,300 75,000 1050-2490 Beach Parking 36,000 33,668 36,000 36,000 1051 -XXXX Hiring Center 76,498 76,967 80,000 80,000 1967-1922 Hosp Grove Debt Service 735,051 787,708 81 2,500 802,500 1990-2340 Leases (mandated & contractual) 130,500 0 0 0 1990-2489 Animal Regulation Contract 168,224 1 10,868 125,000 140,000 1990-2520 Dues and Subscriptions 26,008 20,973 23,000 25,000 1990-21 98 Golf Course Contribution 565,200 0 0 0 1990-2477 Property Tax Administration Fee 161,975 154,827 172,000 180,000 1990-2921 Bond Service 8,185 5,432 6,500 6,500 1990-2479 Assessment Services 7,598 6,266 10,800 11,500 1990-2471 Audit 41,275 26,823 69,754 40,000 1990-2999 Contingencies (Budget request) 1 12,367 593.829 343,000 544,000 TOTAL $2,390,086 $2,115,063 $1,999,756 $2,151,650 60 J 3 1 3 3 1 ipuBLlcsAFETy 1 3 3 I I I I \ I I I I I PROGRAM: PUBLIC SAFETY FUND: VAR IOU S DEPARTMENT: VARIOUS SUMN 1 I I I I I I 1 I I I 8 , 1 1 I 1 I I 1 MAINTENANCE OPERATION 61 PROGRAM: POLICE FUND: GENERAL/ASSET FORFEITURE DEPARTMENT: POLICE SUMMARY MAINTENANCE OPERATION WORK PROGRAM: To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and within the framework of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe environment for residents and visitors of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Operations Division: Provide response to emer- gency and non-emergency calls for service, proac- tive patrol to deter crime, traffic services to enforce laws and reduce accidents, and services with assistance of the Reserve Officer Program. lnvestiqations Division: Provide follow-up and investigation of crimes, diversion of juvenile offend- ers, 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 City wide for Priority One calls. 1. Investigate and follow-up crimes and incident reports. 1. Maintain crime prevention activities in the com- munity , including Neighborhood Watch and com m u n ity presentations. 2. Maintain 2 full-time DARE officers for drug abuse education in elementary, junior high, and high schools. Communitv Relations: Monitor Community con- 1. Continue citizen survey program. cerns and needs, maintain positive relationship with community, and develop programs responsive to community needs. 2. Continue positive relationship with media, pro- vide Business Liaison services, and expand Community relations activities. 3. Maintain Citizen "Ride-Along" program. SIGNIFICANT CHANGES: For 1995-96, separate divisions have been created for the Communications Center, Police Records, and Crime Prevention to better reflect functionality and enhance accountability. In addition, funding for personnel related to the DARE and Juvenile Diversion programs have been transferred back to the General Fund. 62 PROGRAM: ADMINISTRATION FUND: GENERAL 1 1 I 1 I 1. E I 1 I I DEPARTMENT: POLICE ACCT NO. 001- I MAINTENANCE OPERATION I WORK PROGRAM: Develop and administer functions and programs that support the City's and Police Department's Statemf Values in a manner responsive to the City and its citizens. Provide leadership and support to depart1 divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Service Programs: Develop and manage pro- grams which reduce crime, encourage citizen ment and problem analysis concepts. participation, and improve community safety. 1. Provide staff members with program dew 2. Request and support personnel and progr as needed to meet goals of the departmen 3. Assure department's budgetary responsibil 1. Enroll five employees in "Investment in E: Orqanizational Development: Assist staff with individual and group development. Division Support: Provide support to department divisions to assist with meeting goals. lence" training. 1. Enhance resources for divisions such as mi gement information systems, statistical anal) and program management and analysis. 1. Enhance communications among staff and I sions; reinforce department's and City's Si Leadership: Provide department staff with the know-ledge and training necessary to carry out the 1 department's mission. ment of Values. I SIGNIFICANT CHANGES: None. 1 I 8 1 63 PROGRAM: OPERATIONS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2120 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to the community. Enforce laws and ordinances, preserve the peace and provide for protection of life and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1992 - 1993 - 1994 Calls for Service: Respond to calls for service for emergency and non-emergency services. Investi- gate crimes and enforce City ordinances. 64,813 60,446 54,078 ReDorts: Respond to calls for service. Take crime reports, investigate crimes, and self initiate investigations of crimes and incidents. Response Time: Respond to Priority One (emer- gency) calls for service in less than six minutes. 1. Calls for Service: 1. Reports: 10,755 10,116 9,355 1. Response Times: 5.0 min. 4.9 min. 5.6 min. SIGN I FI CANT CHANGES: None. 64 PROGRAM: INVESTIGATIONS FUND: GENERAL 1 I I B 1 I 1 1 I I I 1 1 I 1 I DEPARTMENT: POLICE ACCT NO. 001 MAINTENANCE OPERATION I WORK PROGRAM: To provide follow up investigations leading to the identification and apprehension of persons responsible 1 commission of crimes. To provide coordination of the criminal justice process, to recover property a process property and evidence. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Investiaations: Investigate and follow-up on crime 1. No. of Reports: 1994 1 and incident reports. 1,455 1,217 1.530 - 1992 1993 - Case Closures: Clearance rates for FBI Index 1. Clearance Rates: crimes for: Violent Crimes - includes homicide, rape, rob- 39% 39% 22% bery and aggravated assault.* 12% 15% 9% Property Crimes -includes burglary, larceny theft and motor vehidle theft.* Propertv Recovery. Dollar value of property recov- ered as a percentage of dollar value of all property stolen. * This rate is the 'proportion of crime cases cleared by charging a suspect or by identi- fication of an offender who cannot be arrested 1. Property Recovery Rates: 48% 33% 30% 1 (exceptional clearance). SIGNIFICANT CHANGES: None. 65 PROGRAM: VICE/NARCOTICS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2131 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of those responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to identify and arrest those responsible for violations of laws concerning prostitution, gambling, liquor laws and other illegal activities. PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: - 1992 1993 - 1994 - Felonv and Misdemeanor Narcotics Arrests: The 1. Arrests: 131 149 149 arrest of suspects for felony and misdemeanor narcotics and other violations. Other Activities: Includes crime cases, citations, 1. Other: 285 119 82 juvenile contacts and field interviews. SIGN I FI CANT CHANGES: None. 66 PROGRAM: JUVENILE DIVERSION FUND: GENERAL 1 8 E I 1 1 1 1 1 II 1 t B 1 4 I ' DEPARTMENT: POLICE ACCT NO. 001-. MAINTENANCE OPERATION B WORK PROGRAM: To provide juvenile diversion services and programs. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1992 1993 - 196 Juvenile Diversion: The diversion of juveniles, 1. Number of Juvenile participants: both delinquent and pre-delinquent, within and prior to the criminal justice system for rehabilitative 294 31 9 24 1 opportunities. SIGNIFICANT CHANGES: Includes transfer of Personnel Program expenses previously funded through Asset Forfeiture back to the Gc Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. 67 PROGRAM: d UVEN ILE DIVERSION FUND: ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. 121-2132 MAINTENANCE OPERATION WORK PROGRAM: To provide juvenile diversion services and programs. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1994 - 1993 - 1992 - Juvenile Diversion: The diversion of juveniles, 1. Number of Juvenile participants: both delinquent and pre-delinquent, within and prior to the criminal justice system for rehabilitative opportunities. SIGNIFICANT CHANGES: Includes transfer of Personnel Program expenses previouslyfunded through Asset Forfeiture back to the Genml Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. 294 31 9 245 68 PROGRAM: PROPERTY AND EVIDENCE FUND: GENERAL t # 1 1 1 1 DEPARTMENT: POLICE ACCT NO. 001-: MAINTENANCE OPERATION ' WORK PROGRAM: 1 by Carlsbad Police. Responsible for processing, retention, disposal, and security of all property and evidence obtained or s PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Propertv and Evidence: Physically maintain and 1. Perform annual audithnventory. accurately track all property and evidence. Disposal of Property: Return property to lawful owners; dispose of property according to law. SIGNIFICANT CHANGES: None. 8 1 1 1 I 1 1cr 1 I .I t 1. Dispose of all acquired property and evic within three years. 69 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2140 MAINTENANCE OPERATION PITAL OUTLAY WORK PROGRAM: Provide support to the Police Department in the form of training, automated systems coordination and personnel recruitment. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Traininq & Personnel: Coordinate all department training, recruit new employees, organize testing programs and conduct P.O.S.T. mandated pre- employment investigations. Information Svstems: Maintain and develop the department’s automated programs such as CAD, ARJIS, and the microcomputer network. SIGNIFICANT CHANGES: For the 1995-96 budget year, separate divisions have been created for the Communications Center, Police Records, and Crime Prevention to better reflect functionality and enhance accountability. 1. Increased on-site training to be conducted through use of satellite and interactive video disk formats. 2. Recruit personnel to maintain staffing levels. 1. Develop and upgrade program for the CAD system and the microcomputer network. 78 PROGRAM: D.A. R. E. FUND: GENERAL I I I i I I 1 DEPARTMENT: POLICE ACCT NO. 001- 1 MAINTENANCE OPERATION CAPITAL OUTLAY 1 WORK PROGRAM: Assist elementary, junior high, and high school students in recognizing and resisting the pressures exert6 them to experiment with drugs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Student Education: Provide drug abuse preven- 1. Reach 3,000 - 4,000 students per year tion instruction to all Carlsbad Unified School elementary schools, 1 junior high school, i District schools including elementary, junior high and high schools. Communitv Education: Assist schools and par- ents with drug abuse prevention programs. ' high school. 1. Attend parent-teacher meetings, provide \I shops for parents and teachers, and partic in various community and school activities 1 I SIGN I FI CANT CHANGES: Includes transfer of Personnel Program expenses previouslyfunded through Asset Forfeiture back to the Ge Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. I 1 1 8 I I I 71 PROGRAM: D.A. R. E. FUND: ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. 121-2141 MAINTENANCE OPERATION WORK PROGRAM: Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on them to experiment with drugs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Student Education: Provide drug abuse preven- 1. Reach 3,000 - 4,000 students per year at 9 tion instruction to all Carlsbad Unified School elementary schools, 1 junior high school, and 1 District schools including elementary, junior high and high schools. Communitv Education: Assist schools and par- ents with drug abuse prevention programs. high school. 1. Attend parent-teacher meetings, provide work- shops for parents and teachers, and participate in various community and school activities. SIGN I FI CANT CHANGES: Includes transfer of Personnel Program expenses previouslyfunded through Asset Forfeiture back to the General Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. 72 PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001 u I I I I I I I 8 I II I 1 I I 1 I I I MAINTENANCE OPERATION WORK PROGRAM: Provide Police and Fire Communications, including answering calls for service and dispatching, appr emergency personnel. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Communications: Provide routine and emergency communications service to police, fire and emer- gency medical programs. 1. Calls for Service: 1994 64,813 60,446 54,078 1992 - 1993 - - SIGNIFICANT CHANGES: This new budget program transfers all expenses associated with the Communications Center prf budgeted in Technical Services and places them in a separate account to better reflect functions enhance accountability. 93 PROGRAM: POLICE RECORDS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2143 MAINTENANCE OPERATION WORK PROGRAM: Provide processing, filing and maintenance of all department official records. Responsible for data entry into the ARJIS system and for statewide reporting of crime information. Responsible for public reception, information and fingerprinting. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Records: Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports. 1. Number of Reports: 1 994 - 1993 - 10,755 10,116 9,355 1992 - SIGNIFICANT CHANGES: This new budget program transfers all expenses associated with Police Records previously budgeted in Technical Services and places them in a separate account to better reflect functionality and enhance accountability. 74 PROGRAM: CRIME PREVENTION FUND: GENERAL I I I I I I I I I I I I I I 1 I I DEPARTMENT: POLICE ACCT NO. 001- I MAINTENANCE OPERATION 1 WORK PROGRAM: Present crime prevention and neighborhood watch programs throughout the City. Assist in community rek programs and oversee the False Alarm program. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1992 - n/a n/a nla n/a nla n/a 1993 Programs: Conduct community displays and 1. Number of Programs: programs. 2. Number of Displays: 3. Number of Neighborhood Watch Program SIGN I FI CANT CHANGES: This new budget program transfers all expenses associated with crime prevention previously budget Technical Services and places them in a separate account to better reflect functionality and ent accountability. 75 PROGRAM: RESERVE OFFICERS FUND: GENERAL I DEPARTMENT: POLICE ACCT NO. 001-2750 MAINTENANCE OPERATION WORK PROGRAM: To provide support for patrol and traffic functions through the assistance of Reserve Police Officer volunteer services. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Patrol and Traffic: Provide assistance to the patrol and traffic functions as well as other divisions within the department by assignment as transport, cover or working with officers. 1. Provide special detail assistance at the Fall and Spring Faires as well as other community events. 2. Assist Vice/Narcotics Unit with serving search warrants and with special operations. 3. Provide assistance to detectives and traffic officers with follow-up and special investigations. SIGNIFICANT CHANGES: None. 76 PROGRAM: TRAFFIC FUND: GENERAL I I 1 I I I I I I I I I 1 1 1 I I DEPARTMENT: POLICE ACCT NO. 001 MAINTENANCE OPERATION CAPITAL OUTLAY I WORK PROGRAM: To provide traffic enforcement as a means of reducing collisions and hazardous violations in the commi To provide accident investigation and traffic safety programs to make the streets and highways safer. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992 1993 1994 --- Enforcement Profile: Maintain a high profile of 1. Total Collisions: traffic enforcement in order to reduce traffic colli- sions Citywide. Accident Investiqation: Conduct accident investi- gations to document location, time, and cause of traffic accidents in order to provide targeted traffic enforcement. 765 777 71 5 1 o Number of Hit and Run Investigations: 62 76 119 I 2. Hit and Run Cases Cleared: 58% 95% 95% SIGNIFICANT CHANGES: None. 77 PROGRAM: FIRE FUND: GENERAL DEPARTMENT: FIRE SUMMARY MAINTENANCE OPERATION WORK PROGRAM: To maintain and improve an environment in which people can live healthfully and move about safely, feeling confident that they and their property are protected from the hazards of fire or other emergencies. PROGRAM ACTIVITIES: To accomplish this program, the Fire Department provides a trained firefighting and emergency medical force. The Fire Department coordinates with other City departments and external agencies for disaster planning, thus providing for emergency care and a framework to assisf in an orderly recovery after the emergency. SIGNIFICANT CHANGES: None. 70 PROGRAM: ADMl N STRATI ON FUND: GENERAL I I I I I I 1 I I 1 I I I I I I I DEPARTMENT: FIRE ACCT NO. 001- I MAINTENANCE OPERATION I WORK PROGRAM: The administrative division coordinates the overall operation of the Fire Department. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Coordination: Provide program direction and planning for all divisions. 1. Continue supervisory training seminars i 2. Facilitate team building programs for all Fire Captains. bers of the management team. Planning: Provide a planning interface with other City departments and regional agencies in order to facilitate improved fire services. 1. Monitor development underthe Growth Ma ment Program toward scheduling the reloc of Fire Stations Three and Six. 2. Participate in the San Diego County U Disaster Council and Hazardous Material sponse, Joint Powers Authorities. 3. Coordinate departmental information systc 4. Pardicipate in regional planning activities. SIGNIFICANT CHANGES: None. 79 PROGRAM: FIRE SUPPRESSION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2220 PERSONNEL 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. Training: Provide all safety personnel appropriate training in order to enhance their personal safety as well as enhancing the services provided to the citizens. 1. Provide technical training to all shift personnel on a monthly basis. 2. Continue to develop and review standard operat- ing procedures conforming to national safety guidelines. Service: Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness. 1. Engine companies to participate in public educa- tion programs, special community events and code enforcement inspections on an annual basis. SIGNIFICANT CHANGES: None. 80 PROGRAM: FIRE PREVENTION FUND: GENERAL 1 1 1 1 1 I 1 I I 1 I DEPARTMENT: FIRE ACCT NO. 001- MAINTENANCE OPERATION CAPITAL OUTLAY I WORK PROGRAM: Manage the potential for fire loss in the community by applying sound fire protection engineering standar new construction, conducting fire code enforcement inspections, and providing community education progi PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: I Fire Protection Enqineering: Review construction plans and conduct inspections and field perfor- mance tests to assure that newly constructed buildings conform to fire and life safety standards. 1. Review approximately 600 construction plai buildings and fire protection systems. 2. Conduct approximately 1,500 fire and life z inspections and systems performance Be: newly constructed or improved buildings. Fire Code Enforcement: Conduct code enforce- 1. Fire Prevention Bureau staff and el ment inspections in existing commercial and manu- company personnel to inspect 900 comm facturing buildings. and manufacturing buildings to assure cc mance with fire and life safety standards. 2. Provide quarterly inspection training for er company personnel. 3. Develop and publish an inspection refei manual for use by engine company perso 1. Provide informative programs for the F during Fire Prevention Week, at communii events and neighborhood meetings. 2. Conduct fire safety programs in elemc Education: Provide informative fire safety pro- I grams for the public. I schools. SIGNIFICANT CHANGES: None. I B I I 81 PROGRAM: FUND: GENERAL EM ERG EN CY M ED I CAL SERVl CES DEPARTMENT: FIRE ACCT NO. 001-2240 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Provide paramedic level emergency medical care to the City, meeting or exceeding the guidelines of State and County agencies. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Response Levels: Maintain a high and safe level of safety services throughout the City. 1. Operate two paramedic ambulances, meeting the San Diego County criteriafor paramedic level care. 2. Evaluate alternate delivery systems for patient treatment and transport. Traininq: Provide all safety personnel appropriate training in order to enhance their personal safety while also enhancing the services provided to the citizens. 1. Audit paramedic requirements set by State and 2. Provide technical training to all personnel on a 3. Operate a Quality improvement Program for all County regulatory agencies quarterly. monthly basis. medical calls for service. SIGN I FlCANT CHANGES: None. 82 PROGRAM: WEED ABATEMENT FUND: GENERAL 1 R 1 I I 1- 1 1 1 n t I 1 I 1 1 DEPARTMENT: FIRE ACCT NO. 001 PERSONNEL I MAINTENANCE OPERATION I WORK PROGRAM: Manage the threat of wildland fire by means of selective abatement of hazards on unimproved parcels anc space. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Hazard Identification: Identify property on which fire hazards exist and serve abatement notices to owners. 1. Identify all vacant parcels in hazardous ( 2. Obtain Council declaration of Public Nuis 3. Mail notices to property owners. 1. Inspect all properties noticed. 2. Abate hazards not cleared by property ov 3. Manage contractor performance and payr 4. Obtain Council approval for enrollment of 5. Submit abatement charges to County Aud tion. Hazard Abatement: Assure abatement of hazards I identified. recovery by property tax billing. 1. Secure mitigation grant from FEMA. 2. Obtainother agency approvals of mitigatio 3. Obtain Council approval of plan. 4. Select contractor(s). 5. Supervise abatement work. 6. Manage payments and reimbursements. 7. Report progress to OES and Council. HOSR Grove Hazard Mitiqation: Perform wildland hazard abatement on City owned property located in Hosp Grove. SIGNIFICANT CHANGES: Addition of Hosp Grove Hazard Mitigation Plan. 83 PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2260 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: To enhance the City’s ability to manage large scale emergencies and disasters by improving the emergency plan, distributing emergency management responsibilities, and conducting training exercises. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Improvement of EmernencyPlan: Modify portions of existing plan which do not conform to Standard- ized Emergency Management System (SEMS) and re-format to facilitate use by EOC personnel. 1. Modify plan to conform to SEMS. 2. Submit to Operational Area Coordinator for 3. Obtain Council approval. 4. Submit to State OES for review and filing. 5. Re-format checklists and SOP guides. 1. Select Emergency Management Administrative 2. Provide training for team members. 3. Distribute administrative responsibilities. review. Distribute Emerqencv Manacrement Administra- tive Responsibilities: Appoint four members of Team (EMAT) members. different City departments to share the administra- tive responsibilities. Train City Emdovees: Train EOC staff, field 1. Conduct table top exercises for EOC staff. personnel and other employees in the standard operating procedures of the plan. Train Citizens: Provide emergency preparedness training for citizens that promotes self reliance and responsibility for individual welfare. 2. Provide emergency preparedness manuals for home use. 1. Develop training plan. 2. Train the trainers. 3. Conduct community training for two quadrants. 4. Provide training to neighborhood groups upon request. SIGNIFICANT CHANGES: None. 84 0 3 D 0 0 0 0 0 0 0 0 0 U 0 COMMUNITY DEVELOPMENT n n n n n PROGRAM: COMMUNITY DEVELOPMENT FUND: VAR I 0 U S DEPARTMENT: VARIOUS I I I 8 8 8 I I I I I 8 1 t 1 8 I 1 1 SUMM MAINTENANCE OPERATION 85 PROGRAM: FUND: GENERAL ADM l Nl STRATI ON DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3010 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Geographic Information Systems and Housing and Redevelopment Departments in the implementation and fulfillment of their work programs. Support and assist the City Manager, City Council and various City Boards and Commissions. Provide a high level of communication and service to the community, service organizations, developers and other agencies. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination: Coordinate, guide, and direct all community Development Departments in accompli- shing City Council goals and objectives. 1. Continue quarterly review of all inter-departmen- tal goals and objectives. 2. Coordinate the activities of all community Devel- opment departments at the Development Pro- cessing Counter. 3. Provide support and direction to all Community Development Departments involved with achieve- ment of the City’s affordable housing, growth management and economic development goals. 1. Conduct periodic meetings and workshops to assist community Development staff and various Commissions in understanding the development process, and pertinent laws and regulations. 2. Encourage departmental and interdepartmental meetings which allow Community Development staff to participate in problem identification and resolution. 3. Act as a liaison between community organiza- tions and City staff in initiating and implementing programs which provide social benefit to the local population. Communication: Facilitate increased communica- tion between City departments, the community and outside agencies. SIGN l Fl CANT CHANGES: None. 86 PROGRAM: FUND: GENERAL GEOGRAPHIC IN FOR MATlON SYSTEM 1 I 8 1 I 1 DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-: MAINTENANCE OPERATION CAPITAL OUTLAY I WORK PROGRAM: 1 GIS processing services. Continue to develop the parcel based Geographic Information System, and provide all City department: PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Svstem Development: Continue to work with user departments to determine and plan out the use of the GIS for more effective and efficient use of 1. Meet on a regular basis with GIS User COI tee to develop requirements for GIS users to disseminate information on GIS concel I 8 1 I I I I I I 8 geographic data. user groups. Database Development: Complete the develop- ment of the Citywide basemap with street center- lines and address information. data. 1. Conduct conversion activities focused on I ing complete coverage for the City bas1 2. Conduct a comprehensive review and el resulting data to insure completeness and 4 racy. Database Maintenance: Maintain the parcel 1. Keep the parcel basemap up to date with rt basemap and streetmap for changes in parcel to parcel boundary changes, splits, subdivi. boundaries and/or assessor parcel numbers and etc. streets. Application Development: Complete the develop- rnenf of a basemap maintenance and development review application which will use the PERMITS development monitoring software and data base and the GISto maintain the City basemap and 1. Conduct acomprehensive design ofthe re( functions of the maintenance applications 2. Program the functions required into a pack software routines which will enable permit to access, query and enter data into the s) 1 monitor growth. SIGN I FI CANT CHANGES: None. 07 1992-93 1993-94 ACTUAL ACTUAL PERSONNEL $ O$ MAINTENANCE 0 PERATION 0 27,060 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 0 $ 27,060 FULL TIME POStTlONS 01 0 1994-95 1995-96 BUDGET BUDGET O$ 0 $ 79,940 84,000 52,700 0 0 $ 84,000 $ 132,640 I 1 PROGRAM: ENGINEERING FUND: GENERAL 1 I i 1 I @ 8 DEPARTMENT: ENGINEERING ACCT NO. 001- MA1 NTENAN CE 0 P ERATlO N CAPITAL OUTLAY WORK PROGRAM: The Engineering Division provides engineering services to the public and other City departments regardin preparation and processing of designs and construction documents. The department is also responsib ensuring that development and public improvementsare properly designed and constructed without jeoparc public safety or the well being of the community. I ' ADMINISTRATION l Goals and Objectives. pleted within established timeframe. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination Function: Coordinate and direct all divisions to ensure accomplishment of City Council 1. Establish program and quarterly review prc to ensure all management objectives are Administrative and Clerical Support Function: Provide administrative and clerical support to all other divisions. Manasement Reportins System Function: Ensure that Management Reporting System is accurately maintained and generates all reports on schedule. Record KeePina Function: Provide accurate 1. Review and revise filing procedures. records filed in a standardized and efficient manner. DEVELOPMENT Land Use DeveloPment Review: Provide compre- 1. Process all complete applications wit hensive engineering input to the Planning Depart- months (without EIR) or 12 months (with ment for all Land Use Development applications Process small projects within 3 months. 2. Maintain turnaround time for application within statutory time limits and divisional goals. pleteness review of 20 days. 1. Continue cross-training program for all dl ment clerical staff during the 1995-96 fiscal I 1 8 1 1 1 i 1. Develop reporting systems for managins jects, setting fee schedules and develol permit processing. 8 Enaineerina 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 3 for first plancheck and 14 days for subst planchecks. 2. Complete economic development planchc 21 days for first plancheck and 10 d~ subsequent checks. 8 (continued) 89 PROGRAM: ENGINEERING PAGE TWO FUND: GENERAL DEPARTMENT: ENGINEERING ACCT NO. 001 -31 10 PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Developmental Services: To ensure all Engineer- ing questions related to land development are answered in a timely and friendly manner. TRANSPORTATION AND CAPITAL PROJECTS Investiqations: Review, analyze and report on a wide variety of traffic issues, concerns, complaints and inquiries. 1. Return all phone messages within 24 hours. 2. Provide complete engineering coverage of front counter and make initial contact with all citizen/ customers within 5 minutes of their arrival. 1. Complete investigations within a timely manner (2-4 weeks). Follow up on recommendations by issuing work orders, proposals for CIP consider- ation or developer obligations. Continuinq Operations: Maintain up-to-date 1. Update speed surveys prior to expiration and in record of collision reports, speed surveys, traffic accordance with vehicle code; log, pin and file counts and assist in maintaining optimum traffic collision reports within two weeks of receiving signal operations. them; conduct traffic counts on an as-needed basis; and respond to traffic signal problems on a same-day basis. Proiect Reviews: Review traffic control plans, signing and stripping plans and traffic signal plans. Review project submittals for good transportation planning concepts. Provide inter-department needs and concerns. coordination on various issues on an as-needed basis. Coordination: Coordinate the design, construction, 1. Thoroughly and efficiently scope all capital and inspection of the City’s Capital Improvement projects. Direct the design and construction of Program. Provide safe, efficient, and economical public projects. Provide support and assistance inspection services for all projects within the City to clients and City departments through a coordi- through a combined and comprehensive inspection nated Capital Program. program. Construction and Inspection: Provide a thorough inspection of all projects through the application of clear, concise, and uniform construction manage- ment practices and policies. Assist in construction quality control. SIGN I Fl CANT CHANGES: A vacant Construction Inspector II position has been eliminated and a Management Assistant position has been added to assist in various administrative and technical duties. 1. Complete reviews in a timely manner to maintain department goals for plancheck services. Pro- vide immediate response to inter-department 1. Complete inspections in a timely manner. 90 PROGRAM: PLANNING COMMISSION FUND: GENERAL I I I 1 1 t DEPARTMENT: PLAN NlNG ACCT NO. 001- PERSONNEL MAINTENANCE OPERATION I WORK PROGRAM: I General Plan. Advise the City Council on all matters relating to land use, growth management, and implementation of the 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implementation of the General Plan: Review all development projects and long-range planning pro- grams for compliance with the General Plan. 1. Make advisory recommendations to the Council regarding implementation and upd of the General Plan. 2. When needed, provide recommendations Council regarding policy issues that affect range planning for the City. i 8 I R li 1 1 8 I i Review of Development Proiects: Review and 1. Provide timely recommendations to the approve/deny development projects brought before Council when the Planning Depattmen Commission, in compliance with all City zoning, completed its review of a development p sub-division and environmental ordinances. Pro- for compliance with the General Plan ai vide recommendations to the City Council on zoning, subdivision and environmental orc projects requiring Council approval. ces. 2. Provide a forum for public input into the r of development projects. 3. Provide clear, concise findings to the City ( cil to support the recommendations of the mission. Implementation of Growth Manaqement Plan: Review projects for compliance with Growth Man- agement Plan. pleted detailed review. 1. Provide reports to the City Council on the Facilities Management Plans once staff ha: 2. Review annual Capital Improvement Prc (CIP) for consistency with Growth Manag Plan. SIGN I FI CANT CHANGES: I None. 91 PROGRAM: LAND USE PLANNING FUND: GENERAL DEPARTMENT: PLANNING ACCT NO. 001-3230 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Implement the goals and policies of the City’s General Plan and ensure that all development projects comply with all City zoning, subdivision, environmental ordinances and the Growth Management ordinance. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implementation of General Plan: Ensure that all new planning programs and development projects comply with the General Plan. 1. Implement programs contained in the Updated 2. Prepare annual report regarding progress in General Plan. implementing General Plan. Review of Development Projects: Provide techni- cal support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all development proposals with the City’s zoning, subdivision and environmental ordinances. Update development standards as needed. Policv Review: Provide advice to the City Council and Planning Commission regarding all policy fic Plan. matters relating to land use and long-range plan- ning in the City. Provide staff support to citizens’ committees and task forces as directed. 1. Ensure timely processing/review of projects in 2. Continue to review project processing proce- 3. Implementation of updated Zone Code. the City. dures to establish more efficient systems. 1. Continue processing the Carlsbad Ranch Speci- 2. Complete Master Plan for the Barrio. 3. Continue to address issues related to endan- gered species/habitat management. implementation of Growth Manaqement Plan: Provide assistance to the Growth Management Division in ensuring that all development complies with the petformance standards of the Growth Management Plan. 1. Provide on-going support to the Growth Manage- ment Division for technical review of all Local Facilities Management Plans. 2. Assist in on-going monitoring activities for Growth Management. SIGN I FlCANT CHANGES: None. 92 PROGRAM: GROWTH MANAGEMENT FUND: GENERAL II I D 8 I 1 I I I DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001- MAINTENANCE OPERATION CAPITAL OUTLAY ' WORK PROGRAM: Implement, monitor and update the City's Growth Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Preparation and Implementation of Local Facili- ties Manaclement Plans: Work with other City Departments, 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, including Financing Plans and amendments where necessary. Monitoring: Monitor the growth activity in the City and assess the impacts on public facilities for each of the eleven public facilities. Coordination with Finance Department: Work Zone Financing Plans, Fiscal Impact of the General Pian, and the Capital Improvement Program. Public Information: Provide Growth Management information to the public and staff. 1. Review and process Local Facilities Manage Plans for Zones 10, 17, 23, and 25. 2. Process amendment to Zone 13 (Carl Ranch) Local Facilities Management Plan. 1 1. Distribute monthly status report. 1 1 with Finance Department on Mello-Roos District, 18. 1. Process Financing Plans for Zones 14, 15 1. Meet regularly with Planning and Engint staff to answer questions on implementat Growth Management requirements. 1 I 1 1 1 I SIGN I FlCANT CHANGES: None. 93 PROGRAM: FUND: GENERAL H I STOR I C PRESERVATION DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3411 MAINTENANCE OPERATION WORK PROGRAM: To provide for the protection, preservation, recognition and enhancement of the City’s existing and continuing heritage. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Historic Preservation Education: Participate in 1. Continue to distribute the informational preser- and promote public education pertaining to historic areas and sites. vation brochure. Develop community activities and programs to promote historic preservation. 2. Plaque Program: Recognize historic sites by 1. The Historic Preservation Commission will eval- identifying various sites with numbered plaques that uate criteria for identification of historic sites to will eventually be part of a historical tour. be considered for the plaque program. Review of Environmental Documents: Review the The Historic Preservation Commission will act EIR Cultural Resource Reports. in an advisory capacity to staff in the review of development plans affecting historic resources as required by CEQA. 1. SIGNIFICANT CHANGES: None. 94 PROGRAM: FUND: GENERAL B U I LD I N G I N S P ECTlO N I I I I 1 R I I I I I I I I I I I DEPARTMENT: BUILDING INSPECTION ACCT NO. 001- MAINTENANCE OPERATION WORK PROGRAM: Provide support to the public through timely response to citizen inquiries, the issuance of building permits inspections, plancheck services, and enforcing City codes and regulations. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Buildins Services: Ensure all building related questions 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 hour5 2. Provide cross-training for field inspectors front office personnel to improve tect expertise at the counter and flexibility for co staff coverage. 3. Maintain Building Department coverage c front counter at all times. 4. Respond to citizen inquiries as they occui 5. Continue to provide development assistar new and expanding businesses througl City’s Business Assistance Program. 6. Review processing procedures and front cc operations to improve efficiency and cus service, and quality control. ’ Building Inspection: Provide field inspection and code enforcement for all building construction and non-conforming uses. 1. Provide opportunities to attend technical nars and training for all inspection person enhance their knowledge of constructior related codes. 2. Conduct field inspection of residential, cor cia1 and industrial projects ensuring comp with the City’s adopted building codes. 3. Respond to citizen inquiries in a timely m 4. Conduct pre-construction meetings witt tractors to clarify requirements. 5. Complete the development of an improved Enforcement record keeping system. 6. Provide proactive code enforcement c standards, codes, and ordinances. SIGN I FI CANT CHANGES: None. 95 96 if) PROGRAM: LIBRARY/CULTU RE FUND: VAR I QU S I I DEPARTMENT: LIBRARY SUM1 I I I I I B I I I I I I 1 I I I MAINTENANCE OPERATION I WORK PROGRAM: The Carlsbad City Library provides educational, informational, and recreational services for all comf residents; provides both print and non-print resources that respond to the interests and needs of a d population; provides convenient access and adequate space for users and resources; and promotes a awareness of the library and its services. The library contributes to the enrichment of Carlsbad’s citize supporting lifelong learning and the pursuit of knowledge. SIGNIFICANT CHANGES: The Centro program, which reaches out to Hispanic families in Carlsbad’s downtown neighborhood, is fully incorporated into the library budget after five years of federal grant funding. 97 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 801 -401 0 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide leadership for the library and its ten divisions; plan for the growth of resources and facilities; manage all budget and fiscal matters; and coordinate relations with local and State government, the Library Board, the Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTBVlTl ES: PERFORMANCE OBJECTIVES:: Budqet Preparation and Fund Accounting: 1. Refine automated fund accounting and en-order Prepare department budget; process invoices, information. 2. Monitor and distribute up-to-date account bal- warrants and requisitions; monitor expenditures; maintain fiscal records. Strateqic Planning: Develop long-range plans for facilities to meet current and future needs. Comrnunitv Relations: Manage programs, exhib- its, graphic arts, and all external public relations. ances to all divisions. 1. Complete Strategic Plan for the library for 1995- new and expanded library services, resources, and 99. 1. Work closely with local media to promote the 2. Sponsor at least one adult program and Rwo 3. Produce flyers, newsletters, and other graphics 4. In cooperation with the Friends of the Library, library. exhibits per month. for the library and other City departments. raise at least $20,000 through book sales. Reports and Grants: Handle grants and reports at local and State levels. 1. Prepare detailed monthly statistics on library use. 2. Write annual reports for State and local use. 3. Manage grants supported by State and Federal funding. Internal Manaqement: Provide leadership for the library’s divisions and for the Cultural Arts office. 1. Supervise the library’s ten divisions. 2. Manage use of facilities and resources. 3. Develop policies and procedures for all library operations. SIG Nl Fl CANT CHANGES: None. 98 PROGRAM: CIRCULATION SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 681 I I I I I I I I I I I I I I I I I I MAINTENANCE OPERATION I WORK PROGRAM: The Circulation Division assists the public with check-in and checkout of library materials, both print am print; maintains patron records; registers new borrowers; responds to in-person and telephoned circi questions; directs calls to appropriate divisions; shelves adult books and AV materials; recruits and supe volunteers; delivers and returns both print and non-print items for homebound patrons; registers patro Braille Institute Library; and circulates Braille talking books and talking book machines. PRQG RAM ACTIVITIES: WORKLOAD MEASURES: 1991 -92 1 992-93 19934 General Circulation: Check-out and check-in all 1 D Circulation Totals: print and non-print materials; phone and in-person material renewals; sort incoming materials in prepa- ration for shelving; shelve all adult library materials; open, close, and maintain video and book drops; process and repair damaged audiovisual itemsfrom Branch, Centro, and Main libraries; process and track incomplete and overdue items; rent audiovisu- al equipment. Patron MaintenaRCe: Process delinquencies; 1. Library Cards Processed: collect fines and fees; register and issue cards to all library users; modify or delete patron records. 786,731 763,662 800,4 11,158 10,809 1 a9 2. Patron Modifications: 27,576 26,008 29,O Reserves and Deliveries: Handle reserve notices 1. Reserve Notices Processed: for materials placed on hold; maintain a hold shelf for distribution of reserved items; sort and route deliveries of materials to and from other libraries. 9,411 10,632 11,6 SIGN I FIGANT CHANGES: None. 99 PROGRAM: REFERENCE SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 0014022 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: The Reference Division assists the public with information needs; provides instruction in the use of resources; and performs specialized research services for local business, government and the public. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991 -92 1992-93 1 993-94 --- General Reference Services: Respond to in- I. Reference Questions: person and telephoned reference questions; place holds on books, audio and video materials; provide library instruction classes and tours; select new and replacement materials; give book talks for commu- nity groups. Interlibraw Loan: Send to and receive from other libraries requests for books, microfilm, and photo- copies. Periodicals: Manage a collection of 503 maga- 1. Periodical Requests: zines and 45 newspapers, and related backfiles. Online Services: Provide public instruction in the use of self-service computer data bases. Continue to index the Carlsbad Journal/Sun and Blade- Citizen using computer software. 68,083 75,345 79,844 4. Interlibrary Loans: 1,498 1,720 4,457 60,793 74,964 79,102 1 o Online Searches: 99 200 375* * Did not. offer fee-based searching in 1993-94. PERFORMANCE OBJECTIVE: 1 ~ Add new CD-ROM products for general public use. 2. Investigate the use of the INTERNI3 for refer- ence services. 3. Offer public access to the INTERNET by the end of 1995. SIGN I FICANT CHANGES: None. 100 PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL I I I I I I ! I I I I I I I I I I DEPARTMENT: LIBRARY ACCT NO. 001 MAINTENANCE OPERATION I WORK PROGRAM: The Genealogy/Local History Division provides information service, instructional assistance, and re! services to the public. The Division Head manages the selection, classification, and organization of a coll of 42,000 volumes. It is a collection of excellence that draws researchers from all over Southern Califs PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: General Reference Services: Respond to in- 1. Register 10,000 researchers. person and telephone reference requests; provide library instruction and tours; give talks to visiting Southern California groups. 2. Process 14,000 inquiries. 3. Plan and hold orientations for visiting gro Coordination with NSDCGS: The Nopth San 1. Develop bi-monthly training classes for 1 Biego County Genealogical Society has acted as a 2. Plan and assist with six major fund raiser, support group for this collection for 17 years. This division will coordinate with and assist NSDCGS with fund raisers, acquisition of materials, program 3. Advise a NSDCGS committee on selecl planning, and training of researchers. materials for proper collection developrm SIGN il FICANT CHANGES: ning genealogists. I None. 101 PROGRAM: CENTRO DE INFQRMACION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4024 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: The Centro de Inforrnacion meets the information needs of Spanish-speaking adults and children, especially in Barrio Carlsbad. Bilingual staff introduce neighborhood residents to library services, which include print and non-print Spanish-language and bilingual materials, educational programming for adults and children, and information and referral services. The Centro de lnformacion 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: 1991 -92* 1992-93 1993-94 Outreach: The Centre de lnformacion is an active partner in community activities and offers a welcom- ing and culturally sensitive environment that en- ables Spanish-speaking residents to make use of public library services. Programming: The Centro de lnformacion re- 1. Program Attendance: sponds to community information and educational needs by providing a variety of adult and children’s programs and providing a site for neighborhood group meetings. 1. Individual Patron Visits: 5,170 40,138 17,761 1,400 2,452 4,199 * 8 months only: Nov. 1991 - dune 1992 SIGN I FI CANT CHANGES: This program has been previously funded through a State grant. Grant funds are scheduled to terminate in September 1995 and in order to continue the program, the General Fund will be used. 1 02 PROGRAM: CHILDREN’S SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001 I I I I I I I I I I I I I I 1 1 1 I I MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The Children’s Library serves children korn preschool through Junior High and introduces young people wonders of reading. The Division provides library skills classes, group tours, reading incentive program activities that educate or encourage creativity. The Division also assists teachers and adult studs education, child development and children’s literature. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991 -92 1992-93 1993-94 --- General Reference Services: Respond to in- 1. Reference Questions: person and telephone questions, provide reader’s advisory, library skills instruction, group tours, and class visits. Collection Development: Select new materials, 1. Children’s Circulation: both print and non-print, and provide collection maintenance and stack organization. There has been an increasingly heavy demand on collection activities due to limited hours and closures at other libraries. Program Activities: includes Summer Reading 1. Program Attendance: Club, special holiday and seasonal events, annual short story contest, spelling bee, pet show, and cultural enrichment programs. Introduces children to literature and encourages creativity. Cooperative programs with the Centro provide multi-cultural experiences. 26,628 21,428 22,293 200,685 230,034 232,939 7,638* 7,511 8,945 * Programs now held in library where spac attendance. Registration ROW required. PERFORMANCE OBJECTIVES: 1 o Visit all Carlsbad schools and present prc at least once a year. 2. Present at least 12 children’s prograr month. SIGNIFICANT CHANGES: None. 103 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4040 PERSONNEL 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: WQR KLBAB MEASURES: 1991 -92 1992-93 1 993-94 -- Processinq: Catalogs and processes both pur- chased items and gifts. Repairs damaged materials and arranges for binding and rebinding. 1. Items Cataloged and Processed: 18,452 16,903 17,567 2. Items Handled Binding: 2,199 2,277 2,346 Database Maintenance: Adds new items to the online database and deletes information for lost or discarded materials. 1. Items Added to Database 18,452 16,903 17,567 2. Items Withdrawn: 1 1,836 12,941 10,589 PERFORMANCE OBJECTIVES: 1. Yo ensure system availability (up time) at least 2. To conduct two training sessions for staff follow- Circulation Svstem and Online Catalog: Oper- ates the library’s INLEX 3000 System, including all software related activities, writes instructions, and trains staff on new features. 99% of hours the library is open. ing INLEX software updates. SIGNIFICANT CHANGES: None. 184 PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS FUND: GENERAL I I I I I I I I I I I I I 1 I I I I DEPARTMENT: LIBRARY ACCT NO. 001 MAINTENANCE OPERATION I WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and mon materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Planning: materials. opment profiles. Budqetinq: Prepare division and library-wide 1. Track material accounts by major subject materials budgets; monitor expenditures for depart- ment and materials. Coordinate Selection of Materials: Coordinate selection and ordering of print and non-print materi- ais. SlGNlFlCANT CHANGES: None. Develop plans for the collection of 1. Review and update the library’s collection 2. Track vendor discounts. I. Coordinate selection and ordering of ai 10,000 new print and non-print materials. 185 PROGRAM: MEDIA SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4052 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 publica- tions, radio, N stations. Image 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 preservation and documentation of such locally significant information as oral history, historical pho- tos/documents, and exhibits of special City activi- ties. Reference Support: Help fill in for vacant refer- ence position. 1. Produce at least 150 media projects in 1995-96. 1. Maintain and update a data-based image system 2. Input image index data and file retrieval to for 27,000 slides and 7,000 prints. automate system. 1. Create at least 150 City related media produc- tions in support of City goals and objectives. 2. Participate in local and regional civic organi- zations for the purpose of generating media productions. 1. Provide about 10 hours per week of support for reference desk at branch. SIGN I FI CANT CHANGES: To provide for the unfunded position in reference, the Media Services Manager will reduce services to other City departments. This will provide time for the Media Services Manager to assist with professional reference duties. 106 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL I I I I I I 1 1 I 1 I I I I I I I DEPARTMENT: LIBRARY ACCT NO. 001. MAINTENANCE OPERATION I WORK PROGRAM: The Adult Learning Program is the library’s adult literacy service. The program provides free, multidimen learning experiences that enable English-speaking adults to develop basic literary skills for independent lil learning and decision making. The program provides literary services that support positive self-esteem ai application of new literacy skills in daily life, at work, and in the community. I PROGRAM ACTIIVITIES: WORKLOAD MEASURES: 1991 -92 1992-93 4993-94 --- Individual Assessment and Planniqg: The pro- I. Learners Assessed for §kills at Entry: gram conducts a thorough assessment of each adult learner’s literacy skills and develops an appropriate individual learning plan. 7Q 72 68 Literacy Skill Develomnent: The program 1. Matches of Learners with Tutors (one-to-c provides a variety of learning experiences- including one-to-one tutoring, computer-assisted instruction, and small-group study-which are appropriate for each adult learner’s skill needs in basic reading, writing, math, critical thinking, and general knowledge. a4 1 Q6 82 2. Learners Studying: 1 45 4 36 133 3. Volunteer Tutors Instructing: 134 128 113 4. Instructional Hours Completed: 3,689 4,847 4,505 SIGN I FICANT CHANGES: None. 1 09 PROGRAM: LA COSTA BRANCH FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001407Q 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 monthly changes in exhibits and displays. PROGRAM ACTIVITIES: WOR KLOAB MEASURES: 1991 -92 1992-93 1993-94* -- Reference: Assist patrons in using the library, 1. Reference Questions: answer reference questions, reserve specific titles and request materials from other libraries. Circulation: Circulate print and non-print materials 1. Circulation: to children and adults, handle patron registration, collect fees and fines and track overdue items. Collection Development: Evaluate the Branch 1. Total Items in Collection: collection, select print and non-print materials. Proqramming: Plan, schedule and develop pro- 1. Program Attendance: grams for children. Conduct classroom visits and tours. 26,104 28,354 27,137 229,482 235,473 237,334 39,140 41,449 43,903 1,140 571 871 * Library closed 3 weeks to relocate. PERFORMANCE OBJECTIVES: Library Manaqement: Manage Branch Library, 1. Schedule and supewise staff. staff, volunteers, collection, and facility. Maintain awareness of community. 2. Hire and train new staff. 3. Prepare monthly narrative and nsn-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 mem- bers of the community. SIGN IF1 CANT CHANGES: None. 108 PROGRAM: CULTURAL ARTS FUND: GENERAL I I I I i 1 1 1 I I I I 1 1 I I I I DEPARTMENT: LIBRARY ACCT NO. 061% MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Implement the goals and policies of the City’s General Plan to plan, develop and promote the visua performing arts and create a climate which encourages cultural and artistic development in Carlsbad. 1 PROGRAM ACTIVITIES: PERFQRMANCE OBJECTWES: Implement Arts Programs: Celebrate the Arts Office 10th anniversary by providing a variety of quality cultural programs, including all forms of visual and performing arts to all Carlsbad residents. 1. Art in Public Places Program: - Rotating exhibit of local artists’s aPtworl - 1-5 corridor - Iandscape/ad proposal - Complete site inventory 2. Provide educational opportunities and i events for all citizens: D Visiting Artists Series (two artists/aft grot community residencies) - Festejando a las Madreeitas - Provide arts programming in the sc when possible - Four week arts/reading summer camp - Jazz concerks (nine concerts in three I rants) - Labor Day Weekend concert Program. 3. Continue performing arts programming: 4. Coordinate YES TO ART, Youth at Ris Develop the Asts: Continue to develop the Arts Program through strategic planning, education, grants and active pursuit of private funding. 1. Develop and strengthen the arts OPganiZi and provide cultural opportunities with { allocations ($1 3,000). 2. Implement and incorporate task force rc into the Cultural Plan according to the g lished priorities and available funding. 3. Submit grant applications to State and FI funding agencies when applicable and re local funding support for appropriate proji 1. Facilitate development of cultural facilities E Support Cultural Facilities: lined in the Cultural Plan. (continued) 109 PROGRAM: CULTURAL ARTS PAGE TWO DEPARTMENT: LIBRARY ACCT NO. 001-4210 FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Community and External Relations: Maintain close contact with arts organizations, civic clubs, City departments and the Arts Associates. 1. Information Services: Produce a monthly news- letter/calendar, send information to artists and others on opportunities for development. Pro- vide resource information to the schools and produce ARTS BRAG. 2. Meet regularly with the Chamber of Commerce’s Education Committee, Tourism Advisory Council, Arts Associates, and other arts/civic organiza- tions. SIGN I FlCANf CHANGES: None. 110 PROGRAM: SISTER CITY FUND: GENERAL I I I 1 I I I I I 1 I I I 1 1 I 1 1 DEPARTMENT: LIBRARY ACCT NO. 001% MAINTENANCE OPEWTION I WORK PROGRAM: Coordinate Sister City relationship with the City of Fultsu, Japan and Karlovy Vary, Czechoslovakia. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Program Coordination: Coordinate Sister City Pro- gram. 1. Arrange and conduct visits by one (1) st delegation and various othervisiting delege 2. Coordinate ongoing arts and culture exct projects. 3. Coordinate committee programs including raisers, festivals, and scholarship exchang grams. Sit3 N%F%CANT CHANGES: Bne-third of the Sister City budget has been incorporated into the Cultural Arts budget to better reflect spe patterns. 111 PROGRAM: FUND: STATE GRANT CALIFORNIA LIBRARY SERVICES ACT (CLSA) DEPARTMENT: LIBRARY ACCT NO. 180-8101 MAINTENANCE OPERATION WORK PROGRAM: Projected reimbursements and unappropriated carryover from the California State Library to the City for loans of materials to non-residents. Payment is based on a reciprocal usage formula. PRBG RAM ACT lVlTl ES: Administration: Reimbursements and carryover are used to assist in the cost of library operations. PERFORMANCE OBJECTIVES: 1. State revenue funds will be used to pay for part of the Branch operating budget as well as to offset General Fund by covering the purchase of all adult fiction and non-fiction, the main library heat and light accounts, and telephones.. SIGNIFICANT CHANGES: The budget has increased by about 15% to match current and projected increases in revenues as well as continued availability of fund balances. 1 I2 PROGRAM: PUBLIC LIBRARY FUND (PLF) FUND: STATE GRANT I I I I I I 1 1 1 I 1 1 1 1 1 I I I DEPARTMENT: LIBRARY ACCT NO. 180- PERSONNEL MAINTENANCE OPERATION 1 WORK PROGRAM: The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions pro they meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal PERFORMANCE OBJECTIVES: PROGRAM ACT IIVITI ES: Various Special Proiects 4. Grant funds will be used primarily as offs General Fund. Water and bindery accoun offset for 1995-96. SlGNlFlCANT CHANGES: None. 113 PROGRAM: FUND: AV INSURANCE AU Dl OW SUAL INSURANCE DEPARTMENT: LIBRARY ACCT NO. 141-4051 MAINTENANCE OPERATION WORK PROGRAM: Special revenue fund to support library audiovisual collection development, replacement and related supplies, processing, and equipment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Collection Development: Evaluate, select, and order new and replacement audiovisual materials. 1. Select, order, and process at least 2,000 new audiovisual materials and at least 800 new video- tapes. SIGN I FICANT CHANGES: None. 114 J 3 3 I I J I 1 I 3 1 I 3 I 1 1 3 1 I f&GGEGq PROGRAM: COMMUNITY SERVICES FUND: VARIOUS I 1 DEPARTMENT: VARIOUS SUMb I I I I I I I l I I I I I I PERSONNEL I MAINTENANCE OPERATION I WORK PROGRAM: Beginning in 1994 the City of Carlsbad formed a Community Services Department in an effort to better I human resources throughout the organization and to provide more effective and efficient service to citizc the community. The Community Services Department combines the services of the former Utilities Maintenance Department and Parks and Recreation Department, including Senior Programs. The Clty of Carlsbad’s Community Sewices Department receives guidance and support from the City Mans office and City Council. In addition, the Department and the City Council rely upon the recommendations advisory capacity from the Parks and Recreation Commission and the Senior Commission as they review i! relative to each Commission’s field of expertise. Divisions and Programs which constitute the Community Services Depaftment are: t Parks Operations t Fleet Operations B. Recreation Operation b Solid Waste Management b Fee Supported Recreation w Aquatics b Agua Hedionda Lagoon e Median Maintenance @ Senior Programs B. Facilities Management e Buena Vista Channel B. Assessment Funding Programs e Street Tree Maintenance e Street Lighting I b Street Maintenance b Carlsbad Golf Course 115 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4118 MA1 NTENANCE 0 P E RAT1 0 N CAPITAL OUTLAY WORK PROGMM: 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, City- 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 Carisbad Community Television Foundation. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Operations: Plan, organize and direct community service programs. Develop and implement proce- special project requests. dures and policies for efficient operation of the department. 1. Maintain timely processing of work orders and 2. Conduct surveys and perform research and statistical analysis on administrative, personnel and operational matters. Personnel Services: Recommend and process 1. Process personnel requests. personnel appointments, promotions, and disciplin- ary actions. Provide on-going support to manage- ment and miscellaneous employees. Implement the services of contractual, part-time, court release, juvenile diversion, County probation, and conserva- tion corps where appropriate. Budnet Mananernent: Coordinate the preparation of all division budgets and ensure that all budgets comply with City policies, procedures, and Council goals and objectives. records. 2. Track personnel evaluation to ensure timely 3. Monitor 7,000 hour limit for part-time staff. completion. 1. Prepare departmental budget. 2. Monitor and evaluate expenditures and revenue enhancement opportunities; maintain fiscal 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 mainte- nance, street sweeping, and recreational pro- gram classes contracts. Contract Services: Implement, supervise and coordinate contractually provided services. (continued) 116 PROGRAM: AD M I N I ST RAT1 O N PAGE I I I I I I I 1 I li I I I I I I FUND: GENERAL I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Praininq 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 em 3. Conduct regular safety meetings and in: 4. Conduct quarterly staff meetingsfor superv 5. Conduct informational staff meetings fc employees a minimum of once per year. ees. tions. I I Park Acquisition and Development: Ensure ade- quate park acquisition and development in order to meet the park performance standards as identified in the Growth Management Program. Provide additional park enhancement development projects where appropriate. 1. Monitor and implement existing park a ments. 2. Coordinate park development plans bel City departments, park development arch commissions, and community residents. 3. Coordinate development plans for the Poir Park site. Maintain Conterneorarv Bark Facilities and 1 a Prepare and present relevant issuesfor con RecreationEenior Proqrarns ation by the Parks and Recreation Comm and Senior Commission at monthly meeti 2. Provide staff support for Commission sut mittees addressing park and open space i and recreation and senior programs. 3. Provide staff support for development municipal golf course. Franchise Administration: Maintain the most beneficial agreements for the City. 4. Update and improve all City franchises to mize the service and return to the City. %IGNlF%CANT CHANGES: This fiscal year, allocation of salaries for specific positions have been proportionately distributed to Asses Funding programs to more adequately reflect actual time spent performing work-related responsibilities Office Specialist II position has been transferred to the Fleet Division and the remaining Office Spec position has been reduced to 3/4 time. 117 PROGRAM: PARK OPERATIONS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4121/4122 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 ACPWITIES: WORKLOAD MEASURES: 1993-94 1994-95 1995-96 --- Turf and Landscape Maintenance: Direct 1. Turf Acres Maintained: management of 80+ acres of turf and 128+ acres of landscaping. Duties include mowing, fertilization, renovation, replanting, trimming, pesticide applica- tion, raking leaveddebris, turf sweeping, weeding, cultivation edging, aerating, reseeding, irrigation programming and equipment maintenance. 75 75 $0 2. Landscape Acreage Maintained: 1 28 128 I28 3. Picnic Area: 17 17 17 Bathroom Maintenance/LitterControl/PicnicArea Services: Inspect, maintain, clean, paint and repair 12 separate rest room facilities (as well as 7 porta- tize, paint and plumbing repairs make up the duties of this activity. Also associated with this activity is areas are cleaned 2 times weekly to remove all litter and service all trash receptacles. Court/Field/Tot Lot Maintenance: Maintain 25 1. Tennis Courts Maintained: tennis courts (19 lighted), 11 basketball courts, and 22 softball/baseball fields. All athletic courts are cleaned/inspected on a bi-weekly basis. Duties in- volve washing down, sweeping off, blowing off, fence inspections/repairs, and playing surface inspections. In addition, this activity includes bi- weekly maintenance of all tot lots in the City. This includes sand raking/leveling, sand rototilling and play equipment inspection, repair and the neces- sary documentation of such actions. 1. Rest Stations Maintained: 11 12 (Permanent) 11 ble units) 2 times per week. Clean, restock, sani- (Portable) 7 7 7 litter control. All parks, beach accesses and beach 362 362 375 2. Trash Receptacles Serviced: 19 19 19 2. Ballfields Maintained: 20 20 22 3. Tot Lots Maintained: 9 9 9 (continued) 118 PAGl DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-412 I I I 1 I I 1 I I 1 1 I I I 1 I I 1 PROGRAM: PARK OPERATIONS FUND: GENERAL PROGRAM ACTIVITIES: WORKLOAD MEASURES: Court/Field/Tot Lot Maintenance (continued): 1993-94 1994-95 1995-96 --- 4. Basketball Courts Maintained: 11 11 1' 5. Soccer Fields Maintained: 11 11 1: Irriqation Maintenance: Maintain all landscape irrigation systems of City facilities. This includes 85 85 8; programming over 82 different controllers with over 1,100 valves. Duties include replacement, repair entry/programming via the centralized irrigation system. Open Space Maintenance: Provide maintenance additional maintenance responsibilities. Duties include trash removal, clean up and weed abate- ment. Miscellaneous Maintenance/Repair and Special Reauest: These activities, which are difficult to measure, include repair and upgrading to park structures, facilities, play equipment and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals, trash enclosures, concrete work, and painting projects. These additional activities also include special projects and requests by the community for turf installation, sculpture installations, various redevelopment requests and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities. 1 . Irrigation Measures/No. of Controllers: 2. Irrigation Measures/No. of Valves: trouble shooting and now minimal data 1,066 1,066 1,l O( I 1. Number of Acres: activities to City owned open space and areas of 452 452 45 SIGNIFICANT CHANGES: This year the Parks Division has the added maintenance responsibility for the new north beach area bat 1 and Aviara Oaks fields. 119 PROGRAM: RECREATION OPERATIONS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4131 MAINTENANCE OPERATION WORK PROGRAM: Recreation Operations provides administrative support for the Recreation Division and for operating each of the three Community Centers and other City and school facilities used by the Department, the City and the public for recreational use and meetings. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95 --- Information and Enrollment Service: Office 1. Reservations Processed: Specialists meet and talk with the public to provide information on Recreation Division services, includ- ing 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 account for reve- 3. Revenue: nue, preparing deposits and delivering them to City Hall. Facilities Operation Service: The Recreation 1. Number of Fields Maintained: Supervisor schedules facilities, use of parks, meet- ing rooms, athletic fields, tennis courts, and assigns/supervises Facility Attendants. Facility Attendants assist in showing sites, complete appli- cations, perform set-up and take-down of tables and chairs for meetings, open and close buildings, and perform general clean-up and minor mainte- nance. 2,855 2,910 2,870 2. Number of Facility Users: 636,390 589,230 590,000 $84,830 $83,200 $81,500 27 27 26 SIGNIFICANT CHANGES: None. 120 PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL I I I I I I P I 1 I I I 1 I I U I IC BEPARTM ENT: COMMUNITY SERVICES ACCT NO. 061 MAINTENANCE OPERATION WORK PROGRAM: The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the neec interests of the community through fee-supported programs on a 60% self-sustaining basis. PROG RAM ACT lVlTl ES: WORKLOAD MEASURES: 1992-93 1993-94 1: --- instructional Classes: Provides year round class- 1. Enrichment Classes: es for all ages, preschool to seniors, taught by # conducted 950 1,130 qualified contract instructors at various sites in # enrolled 13,000 13,400 1 Carlsbad. Bavtriopers: Offers both one day and mulfi-day trips for adults. A trained Tour Guide assists those # trips conducted 37 36 on the trip to enjoy social and cultural events in # participants 1,270 965 Southern California. Sports Proqrams: Provides a variety of seasonal 1. Youth Sports/Camps: slow-pitch softball, basketball, track and field, and # participants 1,500 1,600 volleyball. 1. Daytrippen: sports, coaching, and competition including adult # teams 80 89 i# spectators 1 1,200 1 1,500 . 2. Adult Sports: # teams 288 276 # participants 4,340 4,220 I # spectators 30,000 30,000 Special Events/After-School Proqrams: Offers a 1. Special Events: # participants 1 0,260 1 1,410 including Easter Egg Hunts, Halloween Carnivals, Camps, Triathlon and golf clinics. The "Kids Club," an after-school special activities program, is con- 2. Community Volunteers: ducted at Pine School. Volunteers are included in # volunteers 61 0 630 a high percentage of Recreation Division programs # hours 6,050 6,250 including youth basketball, Triathlon and special events. SIGN I FI CANT CHANGES: variety of special events for youth, teens and adults # events 20 20 None. 121 PROGRAM: RECREATION - AQUATICS DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0014133 FUND: GENERAL MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Aquatics provides for the operation of an attractive and safe swim complex that offers a comprehensive program of instruction, competition, and recreational swimming on 49% self-sustaining basis. PROGRAM ACT WIT1 ES: WOR KLOAD MEASURE§ E Projected --- 1992-93* 1993-94 1994-95 Lessonsflraining: Provide instruction in swimming Lane/Hours 2,103 1,861 2,000 skills for all ages and abilities; provide education and training to the general public and City employ- Classes ees in first-aid, cardiopulmonary resuscitation Conducted 193 21 2 235 Participation: (CPR), and basic rescue skills; serve as a North County certification/training site for men and wom- Resident 1,139 4,245 1,300 en who wish to qualify for employment at Carlsbad Non-Resident 371 276 300 Swim Complex or similar pools. Fun and Fitness: Provide opportunities for recrea- tional swimming and fitness lap swimming. 1. Instructional Lessons: 1. Recreation and Lap Swim: Lane/Hours 12,514 13,159 13,160 Daily Admissions: Youth 8,987 6,686 6,700 Adult 7,855 6,563 7,000 Season Pass 14,643 17,899 17,800 2. Aqua X: Lane/Hours 1 83 245 240 Participation 1,209 1,444 1,400 Competitive Swim Proorarns: Provide opportuni- ties for competitive swim instruction and coached Lane/Hours 3,929 4,360 4,200 Participation 10,899 12,601 12,350 workouts for youth and adults as a contract service; coordinate and schedule high school use of the pool for boys’ and girls’ swim teams and water polo activities. 1. Carlsbad Swim Master: 2. North Coast Aauatics: Lane/Hours 4,115 5,173 5,000 Participation 12,062 13,959 13,000 (continued) 122 PROGRAM: RECREATION - AQUATICS PAGE I 1 I 1 I I I I I I I 1 I 1 I I FUND: GENERAL ' DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001- PROGRAM ACTIVITIES: WORKLOAD MEASURES: Project( 3. CarlsbadHiahSchoolSwim &Water Poloi~ Lane/Hours 2,458 2,602 2,6( 1 Participation 4,513 6,875 6,8( 1992-93* 1993-94 19944 --- Competitive Swim Programs (continued): * Due to repairs, pool closed 2 months. SIGNIFICANT CHANGES: The cumulative effect of past budget reductions remain in effect. Primarily those impacts Rave resulted in week closure during the month of December and a reduction of hourly operation for an additional Wws period during December. m 1 23 PROGRAM: DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4134 RECREATION - AGUA HEDIONDA LAGOON FUND: GENERAL PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Provides for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or eliminates hazards and 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 ACTBVlTl ES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95 --- Permits: Issue annual lagoon use permits. Verify 1, Applications: 455 440 420 2. Annual Permits: 350 340 350 and monitor DMV registration. Observe and docu- ment boating traffic and use activity. 3. Daily Permits: 93 81 90 Education and Enforcement: Provide education 1. Patrol Contacts & regarding boating laws and special conditions on Observation: 3,840 3,390 3,500 the lagoon. Enforce and ensure compliance with boating and lagoon use laws. Effectively respond to vessel emergencies, accidents or injuries and requests for aid. Place and maintain regulatory buoys and signs. Maintenance: Remove debris and hazards from the water surface, shoreline and public accesses, maintain patrol boat, motor, trailer, and associated equipment. SIGN I FI CANT CHANGES: None. 124 PROGRAM: SENIOR PROGRAMS FUND: GENERAL 1 I I I 1 1 I I 1 I D I I I 1 I I I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001. MAINTENANCE OPERATION 1 WORK PROGRAM: Provide a broad range of activities/services designed ‘to address the many needs and varied inter Garisbad’s older adults. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Personal Assistance: Plan, coordinate and sched- ule activities/services intended to assist Seniors in maintain independent lifestyles. 4. Schedule a no cost/low cost health scre intended to educate Seniors and detect ps health risks (Le., skin cancer, glaucoma, ( tes, blood pressure, hearing, etc.). 2. Arrange for the ongoing provision of pel management services (legal assistanct preparation, insurance counseling, pel counseling, and drivers training). 3. Provide information and referral on other munlty services and resources available to adults. 4. Increase Seniors’ exposure and knowlec services/programs which foster their ind dence, such as utilizing public transpoi utilizing the library’s computerized card iogue, etc. Recreation Opportunities: Plan, coordinate, and schedule a variety of recreational opportunities to address the varied interests of the older population. 1. Offer a minimum of 12 day trips annually t attractions. 2. Offer a wide variety of opportunities for S with diverse interests (Le., classes in art cise, and ianguages; lectures in financia ning, travel, etc.; and dances, discussion g and cards and games). (continued) 125 PROGRAM: SENIOR PROGRAMS PAGE TWO FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4142 PROGRAM ACTlVlfl ES: PERFORMANCE OBJECTIVES: Social Interaction: Provide an environment and opportunity for older people to meet and interact with their peers. 1. Encourage the development of groups of people sharing similar interests (Le., books, writing, billiards, and current events). 2. Provide volunteer opportunities where Seniors' can provide a service to their community while meeting new people. 3. Maintain the "open" atmosphere of the lounge where people can drop in to chat and have a cup of coffee. increase Revenues: Develop a strategy to in- crease revenues. 1. Where feasible, develop a reasonable fee struc- ture for activities which require administrative suppot? that were previously offered at no cost. 2. Develop a "profit 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. SIGNIFICANT CHANGES: None. 126 PROGRAM: SENIORS FUND: SENIOR NUTRITION 1 I I I 1 1 I I I I 1 I 1 1 I I I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 181-8118 THRU 181. MAINTENANCE OPERATION 1 WORK PROGRAM: Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 of age and older. WORKLOAD MEASURES: PROGRAM ACTIVITIES: -- 1993-94 1994-95 B Noon Lunch: Provide a nutritionally balanced noon 1. Hot Meals: 35,396 35,396 3! lunch for persons 60 years of age or older. Home Meals: Deliver a hot meal and sandwich to 1. Hot Meals: 10,695 12,243 1 homebound persons 60 years of age or older in Carlsbad. Transportation: Provide transportation for 1. One Way Trips: 8,000 6,000 Carlsbad Seniors to the lunch program, medical I appointments, and shopping. SI G 19 I FI CANT CHANGES: None. 1 27 PROGRAM: STREET MAINTENANCE FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5110/6210 MAINTENANCE OPERATION CAPITAL OUTLAY 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 Ctty of Carlsbad. This area of responsibility encompasses a variety of different maintenance activities. These activities are categorized into seven (7) maintenance programs described below: PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Roadside Maintenance: Roadside Maintenance activities consist of litter pick-up, debris hauling, sidewalk repair and guardrail maintenance. 1. The County Honor Camp crew will pick up over 300 cubic yards of litter from City right-of-way. This program is supervised by City staff (funded by Solid Waste). 2. Continue maintenance and repair of 25,263 lineal feet of guardrail as needed. 3. Recycle concrete and asphalt. 4. Repair 15,000 square feet of curb, gutter and sidewalk (trip hazards) to minimize liability claims (funded by Gas Tax). Drainaqe System Maintenance: Maintain, clean 1 ~ Annuallyschedulethecleaning and maintenance and repair the City’s drainage system. 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 sf 20,105 lineal feet of open drainage channel. Work will be scheduled from August through October. Street Sweeaing 1. Sweep 11,125 curb miles or 575 miles of public roadways (funded in Gas Tax budget). City Sign Maintenance: Fabricate, install and maintain all traffic street name and special signs throughout the City. Respond to Traffic Engineer- ing work orders and special sign requests. Con- duct visual and retro-reflectometer once a year in conjunction with the Division’s Safety inspection Program. 1. Maintain and repair, as needed, the 6,900 signs 2. Fabricate and install 1,300 traffic, street name throughout the City. and special order signs. (continued) 128 PROGRAM: STREET MAINTENANCE PAGE I 1 I I I 1 1 I I I D 1 I I 1 FUND: GENERAL I DEPARTMENT: COMMUNITY SERVICES ACCT NO. QQ1-5110, PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 3. Timely response to Traffic Engineering orders. 4. Annually conduct visual and reflectivity te: 1,449 warning and 3,159 regulatory sig insure proper and safe signage throughoi City Sign Maintenance (continued): I City. 5. Maintain all traffic control devices use construction, repair and emergencies. 1. Several methods of asphalt repair applic: are used to apply 4,000 tons of asphalt an. (funded by Gas Tax): Skin Patching, Utili Repair, Leveling with Asphalt, and Base Re, ment Road Surface Maintenance: Maintain 555 lane miles of paved roadways throughout the City. This maintenance program insures that the City's road system is properly maintained and safe for travel. 1 Traffic Safety Pavement Stripinn Program: 1. Annually refresh striping on 225 pass mil Ensure proper delineation and direction for safe "prime" roadways, 166 pass miles on "I passage on City streets. Maintain and refresh all roadways, 128 pass miles on "secondary" line strips, crosswalks, pavement messages, col- ways, and 53 pass miles on "residential" ored curb and City facilities parking areas. Re- ways. 2. Annually refresh 189 crosswalks, incl spond to Traffic Engineering work orders and special requests from various City departments. 3. Annually refresh 3,000 pavement marking 4. Annually refresh 15,000 linear feet out of 3 5. Refresh City facilities parking areas, as ne 6. Respond in a timely manner to work order! Traffic Engineering and special requests various City Departments. school crossings. linear feet colored curbs. Miscellaneous Maintenanec? and Repair Prooram: Monitor unscheduled work activities that the Street Division performs annually; this program accounts 1. Emergencyresponse, citizen's complaints patrol, safety and training, special event seawall cleaning. l for 6,600 staff hours. SlGNiFlCANT CHANGES: Five street maintenance positions have been shifted to the Gas Tax fund in order to better utilize the available from gas tax revenues. 1 29 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 City of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Street Sweeping: Sweep 41,175 curb miles of Carlsbad streets. 1. Sweep all residential streets one time per month. 2. Sweep all downtown village streets one time per 3. Sweep all commercial and major arterial streets week. one time per month. Cement Repairs: Annually repair and replace broken and raised curbs, gutters and sidewalks. Overlav - Chip Seal .. Slurry Seal: Extend pave- ment life and provide a smooth and safe driving surface. The condition and age of the existing pavement 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. SIGN I FI CANT CHANGES: Administration and inspection of rehabilitation contracts have been shifted to the Engineering Department. In addition, five (5) street maintenance positions have been transferred to this program from the General Fund Street Maintenance program. 130 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5320 MAINTENANCE OPERATION WORK PROGRAM: - -- Maintain City facilities to provide safe and attractive buildings for the City to conduct its business and provide services to the community. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1985-86* 1994-95 1995-96 Buiidinq Maintenance: Perform repairs and alter- ations as required to maintain and operate City facilities at a professional level. Perform emergency repairs to eliminate hazards or unsanitary condi- tions and to reduce liabillty. Remodel and/or renovate City facilities to accommodate program- matic 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 me- chanical systems, roofing and painting. Custodial Services: Provide professional level custodial services for all City Facilities by utilizing City staff in the major buildings and contract servic- es in the smaller buildings. 1. Total Building Space Maintained (Sq. Ft.): 118,989 333,632 333,728 1. Total Custodial Space Maintained (In-House): 83,822 246,176 184,447 2. Total Custodial Space Maintained (Contract): 14.058 23,875 85,700 Contract Maintenance: Prepare and administer contracts for all building maintenance services (Le. HVAC, plumbing, electrical), construction projects, and custodial services. ProDertv 'Management: Negotiate, prepare and 1. Total Leased Space: administer acquisition and reserve leases by City. Act as liaison with property owners to ensure facilities meet City requirements. 1. Total Custodial Space Maintained (Other): 21,108 63,581 63,581 n/a 19,680 19,680 * Base Year - Prior to City Facilities Expansion SIGN I FI CANT CHANGES: Two Custodian positions were unfunded last year and contract services expanded to include the community centers. Major building maintenance projects included in the 1995-96 budget are: continuation of roof rehabilitation program ($60,000), implementation of carpet replacement program ($30,000), and Carrillo Rancho paint restoration ($1 0,000) for a total of $1 00,000. 131 PROGRAM: TRAFFIC SIGNALS FUND: GENERAL DEPARTMENT: COM MU N IN SERVICES ACCT NO. 001-5410 MAINTENANCE OPERATION WORK PROGRAM: Coordinate maintenance program for 64 signalized intersections at the beginning of FY 1995-96. PROGRAM ACTIVITIES: WORKLOAD M EASU W ES: 1993-94 1994-95 1995-96* Operations: Perform ptan checking and field moni- toring during construction of new traffic signals for conformance with City and CalTrans standards. Coordinate with Traffic Engineer on signal timing adjustments. Coordinate Underground Service Alert mark-outs for all existing signal systems. Maintenance: Perform monthly check of Opticoms (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs if necessary. 1. City Owned and Maintained Signals: 61 64 71 2. CaiTrans Owned and Maintained Signals: 7 9 9 3. Ci Owned and CalTrans Maintained: 4 4 4 4. Total Signals within the City: 72 77 84 Administration: Administer traffic signal mainte- nance agreement. * Projected SIGN I FI CANT CHANGES: None. 132 PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT 1 i I I I I I I 1 B’ I I 1 I I I I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161- MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: 1 The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space i and trees at all City facilities. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1 9s 1992-93 1993-94 - 1 * No. of Work Orders/Citizen Requests Cornpl 529 586 C Street Trees: The Division Program provides main- tenance for over 21,000 trees on City right-of-ways. The maintenance consists of pruning, planting, removal and root pruning. The division annually responds to 500+ Street Tree work order/requests, removes 50a trees, and plants over 100 trees. . 2. No. of Trees Trimmed: 685 720 3. No. of Trees Removed: 86 30 4. No. of Trees Planted: 1 29 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 cultural practices 1. No. of Trees Pruned: 125 121 1. No. of Right-of-way Miles Treated/Maintai 55 55 2. No. Gallons of Mixed Herbicide Applied: 1,950 2,400 2, m to eliminate weed growth. HOSR Grove Maintenance: Program currently in- consists of clean-up, recruiting volunteer and grant assistance and removing hazardous trees. 1. No. of Probation Hours: volves quarterly maintenance of Hosp Grove. Work 0 0 2. No. of VolunteedCCC Hours: 0 Q 3. No. of Regular Hours: 48 1,600 (continued) 133 PROGRAM: STREET TREE MAINTENANCE PAGE TWO FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161-4122 PROGRAM ACTIVITIES: Miscellaneous Maintenance: Currently the Tree division performs 600 hours of miscellaneous work consisting of installation of Christmas decorations, flags and banners for Spring/Fall Faire, Christmas Tree recycling, assistance with Spring clean-up, various work for other departments and assistance with community volunteer programs. SIGNIFICANT CHANGES: A reduction in the Trees budget is due to a change in the allocation of administrative services to reflect changing workloads. 134 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT 1 I I 1 I I I I I I I 1 1 1 I I 1 ' DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161. MAINTENANCE OPERATION I WORK PROGRAM: Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment Landi improvement areas. WORKLOAD MEASURES: PROGRAM ACTIVITIES: 1993-94 1994-95 1995-9f -- Medians: Maintain on a weekly basis 47+ acres of landscaped medians. Maintenance includes trash pick-up, weed control, pruning, planting, pesticide application, removals, replanting, and irrigation re- pair/adjustment Contractual Median Maintenance: Provide an on overseeing median maintenance for 2Q+ acres of City medians. Streetscape Maintenance: Maintain approximately 6.5 acres of high maintenance areas including planter boxes, downtown fountain, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticidefiertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance, and related duties with the Street- cape improvements. 1. Acres Maintained: 47 48 50 1. Acres Maintained: going program for contracting, administering and 26 32 42 1. Acres Maintained: 7.5 8 16 SIGN I Fl CANT CHANGES: Increased budget reflects additional water, contractual costs and irrigation maintenance for all new f properties. The new areas of responsibility include the following: 1) 1-5 interchange at Palomar Airpor and Poinsettia, 2) Tamarack Streetscape, 3) Completion of Carlsbad Wage Drive Streetscape, 4) El C Real new medians south of Faraday and at La Costa Resort, 5) Palomar Airport Road Improvements ez west of El Camino Real, and 6) El Camino Real between College and Kelly Drive In addition, an incrg personnel reflects the allocation of administrative costs to this program. 1 35 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161-6210 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Update and maintain City street lighting system. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 199!5-96* Maintenance and Owrations: Oversee the 1. SDG&E owned and maintained street lights: maintenance and operation of the City Street lighting system. Coordinate between citizens and SDG&E for the maintenance of utility owned street lights within the City. Coordinate between develop- ers and SDG&E for energizing new lighting sys- terns. Provide expertise to City inspectors during 3. Total Street Lights: inspection of lighting systems. Coordinate Under- ground Service Alert markouts for various City departments and perform markouts for street light and traffic signal systems. Maintain as-built records of City street light system for future maintenance. Perform routine night surveillance. incorporate 5. Total Electrical Markouts: street light numbering system. Check proposed improvement plans for conformance with City stan- dards regarding street light, storm drain, and traffic signal systems. Coordinate with Planning, Engi- neering, and Engineer’s of work to ensure that departmental needs are met. Administration: Prepare annual audit of City’s street lighting assessment. Administer Buena Vista Channel Maintenance assessment district and Lighting and Landscaping District No. 1. Continue mapping and updating expenditure and reassess- ments for the lighting and landscaping district. Perform preliminary acquisition procedures for the SDG&E owned and maintained street lighting system. SIGNIFICANT CHANGES: 663 68 1 0 2. City owned and maintained street lights: 3,922 3,964 4,877 4,605 4,645 4,877 4. Total Street Light Repairs: 753 494 779 1,785 1,347 2,120 6. Total Emergency Traffic Signal Repairs: 538 491 772 * Projected Operational costs have decreased due to energy savings resulting from purchase of SDG&E street lights, and to better facility location laws and steeper penalties resulting in fewer incidents of underground service damage 136 from construction. PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT I i 1 E I 1 I I I I I I I I I I I DEPARTMENT: COM MU NlN SERVICES ACCT NO. 162- MAINTENANCE OPERATION I WORK PROGRAM: The Buena Vista Channel Maintenance District was created to ensure that adequate monies would be coil to administer and maintain the Buena Vista Creek from Jefferson to South Vista Way. Property owne assessed annually an accumulated total of $100,000. The monies are placed in a fund to cover the cc major dredging of the Creek, which could occur every four years. I PROGRAM ACTlVlPl ES: PERFORMANCE OBJECTIVES: Administration: Administer the Buena Vista Chan- ne1 Maintenance District. I. Process annual City Council resolution to the annual Benefit Assessment for the f Vista Channel Maintenance District. 2. Monitor the progress and scope sf worl the contractor in coordination with the < Oceanside. SIGN I FICANT CHANGES: The Community Sewices Department will continue the administration of the assessment district, howev Engineering Department will now manage the operations program including all related maintenance cor and required environmental clearances/permits. 139 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 520-6410 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The Solid Waste Division of the Community Services 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 Reduc- tion and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with County-wide Technical Advisory Committee. Prepare and submit reports and documents as required. 1. Ensure compliance with mandates of SRRE and HHWE by timely implementation of programs. 2. Prepare annual Solid Waste Enterprise Fund Budget. 3. Review/comrnent on relevant legislation and regulations. 4. Attend meetings as necessary. 1. Provide staff support to regional groups as 2. Review and update the refusehecyclables collection contract as necessary. Prepare RFP and related documents or renegotiate contract, as required. 3. Review Solid Waste Services Rate Structure and establish rates annually. 4. Review/update Municipal Code. 5. Attend meetings as necessary. Refuse: Ensure collection and disposal of refuse generated in Carlsbad. Coordinate activities with necessary. regional groups. Prepare and administer the re- fuse/recyclables collection contract. Review reports from refuse contractor. Recvclina/Diversion: Prepare and administer 1. Research and apply for appropriate grant oppor- recycling contract. Prepare State and County grant tunities. 2. Coordinate and monitor recycling programs in applications. Attend regional recycling meetings conjunction with the City’s hauler. and coordinate City efiorts with other agencies. 3. Implement office paper recycling to Carlsbad businesses in accordance with County Technical Assistance Program Grant guidelines. (continued) 138 PROGRAM: SOLID WASTE MANAGEMENT PAGE 1 DEPARTMENT: COMMUNITY SERVICES ACCP NO. 520 1 FUND: SOLID WASTE ENTERPRISE I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 4. Serve as liaison to outside agencies, City and public on recycling issues. 5. Evaluate and implement new recycling/dive programs as appropriate, Le., mixed j collection. Recvclinq/Diversion (continued) D I II I I 1 1 I I 1 I 1 I I I I 6. Keep abreast of recycling trends. 1. Administer and monitor the Yard Waste C 2. Keep abreast of compssting trends. 1. If required, develop household hazardous 2. Coordinate collection events with County s 3. Ensure staff support for collection events. 4. Attend meetings as necessary. 1. Produce solid waste newsletter Wasbelilac times per year 2. Prepare correspondence, press release.! brochures for all new solid waste prsgfan 3. Continue recycling and anti-litter present& schools and community groups. 4. Prepare Spanish language materials. 5. Develop and distribute household haze 6. Coordinate efforts with hauler and/or Cornpostinq: Administer yard waste pick-up pro- gram. tion Program. Household Hazardous Waste: Provide for safe collection and disposal of household hazardous waste. collection program. appropriate. Public Information: Develop public information materials related to solid waste program. Develop school and community group programs. waste educational materials. agencies when feasible. In-House Reeyelinq: Coordinate the recycling pro- gram of materials collected at City facilities. 1. Monitor in-house recycling program. 2. Add materials to in-house recycling prog appropriate. Litter: Provide for litter collection sewices in conjunction with the Streets division. Recvelinq Market Development: Support efforts to develop local markets for recycled materials. Represent City on North County Recycling Market Development Zone. 1. Fund the Honor Camp Crews which will ce to be administered by the Streets divisis - 1. Attend meetings as necessary. 2. Keep abreast of market trends. SIGNIFICANT CHANGES: The three-quarter position was not filled until late in 1994-95 resulting in the use of temporary sewice 1995-96 budget reflects full salary for the position. 1 39 PROGRAM: CARLSBAD GOLF COURSE FUND: ENTERPRISE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 572-1890 WORK PROGRAM: Develop and oversee operation of a municipal golf course. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Develop Land Management Plan: Maintain the 1. Enact "Land Management Plan": proposed golf course property to retain the viability of the project development. habitat. a. Prevent further encroachment of existing b. Identify and eliminate insignificant patches of habitat. c. Remove unprotected and insignificant native vegetation form project footprint. Secure Propertv: Purchase required land for 1. Negotiate and purchase remaining parcels project. within golf course site (Chevron and Koll ac- quired in 1994-95). Funds have been appro- priated in the 1995-96 Capital Improvement Program. Proiect Analysis: Determine project constraints 1. Retain biologist to map out areas sf the site and opportunities and guidelines for design. that must be preserved and those that are developable. Identify and resolve any land use issues related to this site or adjacent properties. Outline development options with pros and cons for Project Team and Steering Committee recommendations and Council concurrence. Develop RFP for private developers" 2. Determine Development Plan: Analyze and seek concurrence from the Council on how to develop the project (whether City designs/builds or a private company designs/builds/operates). 1. 2. 3. Process RFQ. 4. Developer selection. (continued) 140 PROGRAM: CARLSBAD GOLF COURSE PAGE 1 1 FUND: ENTERPRISE I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 572- ' PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Prsiect Processing: Begin environmental process- ing through USF&W, CDF&G, Coastal Commission. 1. Preparation, review and analysis of propc golf course plan*. 2. Retain environmental consultant and prc EIR. 3. Applications to Resource Agencies for rnits*. A portion or all of these objectives ma performed by the private developer. I I 1 I I I 1 I I I 1 I I I I * SIGNIFICANT CHANGES: Land was purchased for the golf course in 1994-95. Operating expenses now include amounts for paymc assessment district charges and land management. I 141 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5210 MAINTENANCE OPERATION CAPITAL OUTLAY 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 215 vehicles and 129 other pieces of equipment. PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: w 93194 FY 94/95 w 95/96 factual) lestimatel @roiected) Repair and Maintenance: Provide routine preven- 1. Preventive Maintenance: tive maintenance and repairs for the fleet; inspect 51 6 600 500 2. B.I.T. Inspections: vehicles required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as necessary; make road calls 68 68 68 for units disabled in the field. 3. Smog Inspections: 93 88 93 4. Shop Repairs: ti. Vendor Repairs: 6. Emergency Road Repairs: 650 750 670 260 280 250 76 40 30 Auto Parts: Secure needed items for the rnainte- 14,772 16,000 16,500 nance and repair of the fleet through cooperative buying with other cities or through State Net Dis- count; provide a perpetual inventory and autornati- cally reorder quantities through the automated $69,436 $69,000 $70,000 management system. Fuel and Oil: Secure the necessary fuel and lubri- cating oil stocks through cooperative buying con- 203,218 230,000 238,000 tracts with other agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels 25,934 21,000 21,000 and lubricating oils to the Carlsbad Unified School District and R.F. Dickson & Co.; monitor fuel tanks in accordance with State and County regulations. 1. Parts Items in Inventory: 2. Dollar Amount in Inventory: 1. 2. Gallons of Fuel Used - City: Gallons of Fuel Used - Other: SIGNIFICANT CHANGES: Maintenance and operations has decreased due to reductions in required maintenance on newer equipment. One Office Specialist II was transferred into this division from Community Services Administration. 1 42 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE M I I I I I I I I 1 I I I I I I I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620- MAINTENANCE OPEWATION I WORK PROGRAM: Accumulate funds on a routine basis for the orderly replacement of the motorized rental fleet. This includi determination of the economic life of individual umits, the development of proper specifications to suit I needs, the outfitting of units before being placed into service, and replaced units being prepared for ai PROGRAM ACTIVITIES: WORKLOAD MEASURES: w93/94 N94l95 r/95/! lactuall lestimate) Iproiecti Fund Maintenance: Calculate future acquisition 1 o Vehicieslequiprnent acquired: costs for units in the rental fleet and establish an average replacement charge by vehicle class. Specification Writing: Write specifications for the 1. Vehicledequipment disposed: purchase of replacement units combining the needs of the users and economic reality of the City. Purchase and Disposal: In a cooperative effort units after bid assessment and arrange for the auction of old units. 22 65 24 32 59 26 1. Total Units in Fleet: with the Purchasing Department buy replacement 338 344 a44 I SIGNIFICANT CHANGES: None. 143 144 1 HOUSING AND REDEVELOPMENT - PROGRAM: HOUSING AND REDEVELOPMENT FUND: VAR I OU S I I 5 I I I I I I I I I I I I I I I I DEPARTMENT: HOUSING AND REDEVELOPMENT SUMh MAINTENANCE OPEFATION 145 PROGRAM: REDEVELOPMENT OPERATIONS FUND: RED EVELQ P M ENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810-3410 PERSONNEL MA1 NTENAN CE 0 PERATION WORK PROGRAM: To redefine and develop innovative programs that promote and increase economic development and revitalize the Redevelopment Project Area. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Redevelopment Master Plan: Complete develop- ment of Redevelopment Project Area Master Plan. 1. Complete work on final document of Master Plan and Implementation Strategy. 2. Present completed Master Plan and Implemen- tation Strategy document to the City Housing and Redevelopment Cornmission. 3. Coordinate with City Planning Department on efforts to implement Master Plan and Implemen- tation Strategy. Development of Downtown Villa~e Area Parking Policy: Develop and implement a Parking Evalua- tion and Fee Assessment Study for development of a new downtown Village Area parking policy. 1. Develop study guidelines and criteria. 2. Select and hire study consultant. 3. Analyze study results for preparation of a new downtown Village area parking policy. 4. Present proposed parking policy to the Housing and Redevelopment Commission for review/ adoption. Redevelopment Proiect Area Economic Develop- 1. Continue to assess feasibility, acquire land a: Continue economic development activities. and/or solicit developer interest in producing at least two (2) new development projects which add to the economic vitality of the Redevelop- ment Project Area. 2. Implement a Village Business Facade lmprove- ment and Alternative Signage Design Assistance Program a (continued) 146 PROGRAM: REDEVELOPMENT OPERATIONS PAGE 1 FUND: REDEVELOPMENT AGENCY I DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810- I PROGRAM ACPlVlTl ES: PERFORMANCE OBJECTIVES: Redevelopment Proiect Area Economic Develop- ment (continuedl: 3. Continue targeted outreach to new busint and developers, and encourage at least thrc new businesses to locate into the dowr Village area. 4. Design and begin construction on the Roo! Street Beautification Project; Carlsbad V Drive to Walnut Avenue. I 1 I I I I I I I i I I 1 I 1 Cornmunitv Awareness and Public Relations Pro- 1. Continue community awareness and F pram: Continue community awareness and public relations activities on behalf of the Redek ment Agency with the Carlsbad Village Bus relations activities. Association. 2. Continue community awareness and 1 relations activities with the County and NC' development of a Village Transit Center the Village area. I SIGN l Fl CANT CHANGES: 0.25 RE Senior Management Analyst, 0.50 RE Administrative Secretary and 0.25 Office Specialist II transferred out of this budget as their time will need to be spent more on various Housing projects I upcoming year. In addition, annual property lease payments are reduced by $52,200 due to the Age purchase of a previously leased public parking lot site. 1 47 PROGRAM: REDEVELOPMENT DEBT SERVICE FUND: REDEVELOPMENT DEBT SERVICE DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 814-1965/3410 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: To make annual interest payments on the 1993 Tax Allocation Bonds along with other charges and payments using bond proceeds as required of the Redevelopment Agency during FY 1995-96. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Bond Interest Payments: Process payments on principal and interest amounts due. 1. Complete payments on bond interest principal amounts in a timely fashion as required under issuance criteria. Property Tax Administration Charcles: Process payment to Sen Diego County for administration and collection of property taxes on behalf of Agen- CY e 1. Complete payment to County of San Diego in accordance with billing invoice from County. SIGNIFICANT CHANGES: Entire debt service to be paid from tax increment in 1995-96; paid from capitalized interest in 1994-95. 148 PROGRAM: LOW/MODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY I I I I I 1 I I I I 1 I 1 I 1 I I ACCT NO. 813- I DEPARTMENT: HOUSING AND REDEVELOPMENT MAINTENANCE OPERATION I WORK PROGRAM: To develop innovative programs that will promote and develop projects to increase the number of affor housing units throughout the City of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Affordable Housincr Proiect Procesdnq Proce- dures: Continue development of affordable housing project processing procedures. 1. Identify areas for improvement. 2. Coordinate solutions with City staff. 3. Communicate new procedure clearly to de community. Affordable Housinq Pfoiects Coordination: Assist in structure and implementation of affordable housing projects. with interested developers. 1. Identify possible projects. 2. Conduct initial general information meet 3. Conduct preliminary reviews in coordinatio 4. Process formal Application from develope 5. Prepare agendas and reports as appropriz review by the City's Planning Commi Housing Commission and/or City Council/ ing & Redevelopment Commission. 1. Provide affordable housing updatesfor pre tion at quarterly City Council Quadrant Mec 2. Attend training workshops and seminars. 3. Conduct general information meetings Planning Department. Aff srdable Herssinq Education Proqram: Direct educational programs for citizens, businesses and government agencies interested in affordable housing. interested citizens. (continued) 1 49 PROGRAM: LOW/MODERATE INCOME HOUSING PAGE TWO FUND: REDEVELOPMENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 813-3420 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: First Time Home Buyer Procrram: Continue ad- 1 . Continue administration of the City’s participation ministration and development of program. in the Regional Mortgage Credit Certificate 2. Develop and implement a Secondary Financing (MCC) Program to assist ten families. Program. SIGN I FI CANT CHANGES: 0.25 FTE Senior Management Analyst and 0.50 FTE Administrative Secretary were transferred into this budget to better reflect their expected work loads. Additional funds are also included in this year’s budget for the following: 1) One-quarter share of the total for Housing and Redevelopment Department office space rental and leases of various office equipment; 2) Program Administrator to monitor affordable housing rental projects, and; 3) payment to the County of San Diego for the City’s share of administrative costs associated with the San Diego Regional Mortgage Credit Certificate First Time Home Buyer Program. 150 PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING I I I 1 I 1 I I I I 1 I I I I 1 I 1 DEPARTMENT: HOU SI N G AND REDEVELOPM ENT ACCT NO. 131-3310/: MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide access for very low income persons to adequate housing within an affordable rental range. Carlsbad Housing Authority is committed to provide decent, safe and sanitary housing to those identifi very-low income in the categories of elderly, handicapped and disabled, and 'Yamilies" as defined unde Department of Housing and Urban Development (HUD) criteria. PROGRAM ACT lVlf l ES: PERFORMANCE QBdECT1MES Section 8 Rental Assistance Program: Continue 1. Intake: Take applications from waiting I administration of HUD Voucher and Certificate qualrfy applicants for Voucher or Cert Rental Assistance Programs. rental assistance program. 2. Certifications: Process waiting list Po Vouchers and Certificates 100% leased-i 3. Inspections: Ensure that housing units meet HUD housing quality standards. 4. Recertifications: Continue annual proces! existing tenants to ensure their complianc I housing program criteria. Familv Self-Sufficienev Proearam: Continue 1. Administer outreach and participant sel administration of HUD-mandated Family Self Suffi- ciency (FSS) Program for existing Section 8 Rental Assistance participants. activities. 2. Conduct participant orientation and assessments. 3. Establish Contracts of Participation tO ( goals to be achieved by pataicipants. 4. Assist participants with supportive .c providers. 5 Develop and implement a FSS Wevolvin! Program to provide financial assistar participants to remove those barriers to ei ment, education and/or self-sufficiency exist due to immediate and temporary finance. SIGN I FI CANT CHANGES: None. 151 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEM ENT/REHABI LITATION ACCT NO. DEPARTMENT: HOUSING AND REDEVELOPMENT 135-3510/391-1821 THRU 3799 MAINTENANCE OPERATION WORK PROGRAM: To develop and monitor a program of projects/services which benefit low-to-moderate income households within the community. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Proiect DeveloRment: 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 HUB criteria. 3. Meet with citizens, community groups, consul- tants, contractors and other City staff members to develop projects. Proiect Monitorinq: Ensure that project/service meets the requirements for the CDBG program. 1. Monitor service implementation and/or construc- tion, and maintain records for Federal wage compliance and other HUD regulations. 2. Approve and coordinate work payment releases. 3. Process contract amendments and agreements 4. Audit non-profit organizations receiving CDBG funds from the City. Residential Rehabilitation Proqram: Implement Residential Rehabilitation Program in cooperation with the County of San Diego. 1. Advertise and promote availability of program; maintain program "interest list." 2. Coordinate with County of San Diego and bank on processing of appropriate program loans to assist six (6) very low and low income qualified families with the rehabilitation of their homes. 3. Monitor service implementation and/or rehabilita- tion activities and maintain records for compli- ance with federal regulations. 4. Approve and coordinate work payment releases. 5. Audit County of San Diego. SIGN I FI CANT CHANGES: 0.25 FTE Administrative Secretary position was transferred into this budget. 152 WATER AND SANITATION i PROGRAM: WATER AND SANITATION SERVICES FUND: VARl OU S I I I 1 I 1 I I 1 I I I I II I I I I I DEPARTMENT: WATER DISTRICT SUMn MAINTENANCE OPERATION 153 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 501-6310 MAINTENANCE OPERATION WORK PROGRAM: To provide potable water and service to the customers of the City and District. This program provides administration, billing, meter reading, operations, maintenance, engineering, public information and water conservation. PROGRAM ACTBVITIES: PERFORMANCE OBJECTIVES: Coordination with Other Departments and Aaen- - cies: Work with San Diego County Water Authority, and other outside agencies and groups that are involved with water. Coordinate with other City Departments and Divisions. Keep current on Federal and State Legislative issues as they pertain to the water supply. Reports and Proqrams: Prepare reports for the Board. Develop and implement public information campaigns and school education programs. Continue with current conservation programs and develop others in accordance with Best Manage- ment Practices. 1. Represent City and Departments by attending County and area meetings and conferences. 2. Facilitate communications between department and other City departments. 1. Prepare staff reports. 2. Present both written and oral reports to City Ma- nager, Clay Council, Committees, Commissions and other agencies. 3. Continue school programs in conjunction with San Diego County Water Authority and Metropolitan Water District. 4. Maintain awareness of Carlsbad Water Ethic through activities during Water Awareness Month, public appearances at community and school fairs, and distribution of information. Ennineerinq: Develop and continuously update 1. Update District Atlas sheets as needed. 2. Maintain plan check turn around time of 18 days. the computer based mapping system. Review and correct plans for new development. Prepare plans and specifications for projects to replace old water 3. Thoroughly and efficiently scope all capital lines and other facilities. Administer major capital projects. Design major design projects in-house. improvement projects designed by outside engi- neers. (continued) 154 PROGRAM: WATER OPERATIONS PAGE FUND: WATER ENTERPRISE I 1 I I I 1 I li I I I I I I I I I DEPARTMENT: WATER DISTRICT ACCP NO. 581. I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: System Maintenance and RePair: Perform com- plete preventative maintenance on the water faciii- ties to prevent a major water outage. This includes maintaining valves, pumps, reservoirs, and teleme- tering facilities. Repair all leaks immediately to reduce water loss, and perform the repair with a minimum of water service disruption. Meter Reheling: Perform monthly reading of more than 17,500 meters. Water Billinq: Maintain a high level of customer service while continuing to get water bills out on time. Implement water billing upgrade equipment to increase efficiency and customer service. SIGN IF1 CANT CHANGES: A new line item, MWDICWA Ready-to-Serve charge, has been added to reflect a new charge that H assessed to the Water District by the Metropolitan Water District and the Water Authority. 1. Maintain all valves and other appurtenancc 2. Repair all leaks with minimal shut down tim 24 hours notice. I. Maintenance of 800 meters per month. 1. Produce and mail monthly bills to over 1 2. Process over 17,000 payments per montb customers. ' 155 PROGRAM: WATER RECLAMATION FUND: RECLAMATION ENTERPRISE DEPARTMENT: WATER BlSTRlCT 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 80 reclaimed water meters. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Pump Station Maintenance: Preventive mainte- nance of one (1) lift station. Lift station will be checked twice daily to clean, lube, inspect and repair any malfunctioning 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. Enaineering: Develop and continuously update 1 a Enter the as-built sheets onto the computer. 2. Maintain plan check turn around time at 10 days. the computer based mapping system. Review and correct plans for new development. Administer major capital improvement projects designed by 3. Thoroughly and efficiently scope all capital consultant engineers. projects. Design projects in-house. Svstem Maintenance and Repair: Perform com- plete 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. SIGNIFICANT CHANGES: The budget has increased to accommodate the payment on the State Water Resources Board loan which funded a significant portion of Phase I of the Reclaimed Water Master Plan. In addition, a new contract with the Leucadia County Sanitation District added to the supply of reclaimed water for sale to our customers. 1. Continuefrequency of preventive maintenance to 2. Convert to automated preventive maintenance assure continuous operation. system. 1. Daily, weekly, monthly preventive maintenance to 2. Repair all leaks with minimal damages on 24 ensure operation of all facilities. hour notice. 156 PROGRAM: SANITATION SERVICES FUND: SAN ITATl ON ENTERPRISE I 1 I 1 I I II I I 1 I I I I I I I I DEPARTMENT: WATER DISTRICT ACCT NO. 5118 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: To maintain approximately 143 miles of City Owned sanitary sewer collection mains, 36 miles of Sewer st laterals, 13 City owned lift stations, and the payment for operation of Encina Waste Water Treatment pl PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Pump Station Maintenance: Preventive mainte- nance of 13 sewer lift stations. Lift stations are checked twice daily to clean, lube, inspect and repair any malfunctioning 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 required to perform this task. 1. Continue frequency of preventive maintena 2. Convert to automated preventive maintei assure continuous operation. system. 1. Schedule preventive maintenance as prio 2. Condition rating of televised mains to ic by TV inspection and records. , and prioritize critical pipes. Ennineerinq: Develop and continuously update 1. Update atlas sheets as needed on cornpr 2. Maintain plan check turn around time at 10 the computer based mapping system. Review and correct plans for new development. Prepare plans and specifications for projects to replace old sewer 3. Thoroughly and efficiently scope all ( lines and other facilities. Administer major capital projects. Design major design projects in-h improvement projects designed by outside engi- neers. Svstern Maintenance and Repair: Perform com- plete preventive maintenance on the sewer facilities to prevent a major sewer stoppage. This includes maintaining lined, sewer manholes, and telemeter- ing facilities. Repair all leaks immediately to reduce sewer outages. TV Inspection and Records: Records of lateral 1. Automate television inspection fortracking sizes and depths of mains are needed for a preven- problems. Identify sources of inflow and tive maintenance program. lV inspections of sewer tion. Streamline annual cleaning and insg: mains to identify problem areas. Two (2) staff record keeping. Continue 6 year rehabi 1. Daily, weekly, monthly preventive maintenz 2. Clean all stop up lines with minimal damag ensure operation of all facilities. 24 hour notice. I members are required to perform this operation. program. SIGNIFICANT CHANGES: None. 757 k 158 I I 1 I I I 1 I I I I I I I I I I I 1995-96 CAPITAL IMPROVEMENT PROGRAM INTRODUCTION The City of Carlsbad Capital Improvement Program (CIP) is a planning document m incorporates the current budget for capital projects with future planned revenues expenditures. The 1995-96 Capital Improvement Program totals $23.2 million, a decrease oi million from the 1994-95 adopted budget of $51 million. Projected revenues for the 199 program total $24.1 million and are down by $25.8 million from the 1994-95 estimates. The 1 96 revenues and expenditures are lower because of Port of Los Angeles funds received in 3 95 for the Batiquitos Lagoon Enhancement project. Carlsbad’s revenues are showing signs of economic recovery, with the most noticc improvement in revenues related to the building industry. Both operating and ci development revenues have increased significantly from last year. Current year capital reve collected as the result of new residential and commercial/industriaI development are nearly. the 1994-95 CIP estimates. The 1995-96 budget was prepared with cautious optimism. Pro continue to be built in phases over several years while other projects are deferred to future y This report and the accompanying CIP documents and schedules reflect the actions takt address the issue of funding availability weighed against the demand for facilities and the ( ability to assume operational costs for new facilities. As the City continues to monitor growth in conjunction with revenues, the correlation bet\ the amount of funds that can be spent on projects and the amount of growth has bec apparent. For the past few years, development slowed and revenues also declined. L revenues in turn impacted project schedules which were established using the gr management standards as guidelines. Pending development projects were evaluate determine what revenues might be generated for the capital budget. Interwoven into this for are fiscal constraints which have become important to the scheduling of projects. Where fac were previously scheduled to meet maximum population expectations, the philosophy has st to one where phasing of projects will more closely match incremental growth demands ani meet growth management standards. Further, developers may be required to finance desigr construction costs in cases where facility availability fails to meet growth management stand The growth management plan used by the City needs to be viewed with flexibility, along financial impacts external to the City, such as the general economy. A discussion of the ( Growth Management Pian can be found at the end of this report. ln addition, a glossa Capital Project funding sources is available at the end of this section. FUTURE CAPITAL IMPROVEMENTS Revenues Revenues for Capital Projects from now until buildout total $400 million and may be segrei into three major categories: 1) fees generated by development in Carlsbad, 2) Comrr Facilities District special taxes, and 3) other sources including grants, bond issues, deprec replacement reserves, and letters of credit. The pie chart on the following page providc overview of each funding source for projected revenues which support the CIP projects. I 159 FUNDING SOURCES CAPITAL IMPROVEMENT PROGRAM 1995-96 TO BUILDOUT DEVELOPMENT SEWER YFF $398.8 PUBUC FACILITY FEE 13.4 1 0% 13% WATERHFF $44.6 PARKFEES $183 rn TRAFFIC IMPACT $21.4 5% PW AREAS $18.0 WATBEW REPL W.9 12% RANSNIZ $16.2 CFDM U7.0 myn*z6A'% CFD 7?4 QTHER Total Rovenum = $400.3 Million Approximately 50% of all CIP revenues are received as a result of development, and are dependent upon assumptions made about the City's annual growth in dwelling units and commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu fees (PIL), Planned Local Drainage (PLD) fees, Water Major Facility Fees (MFF), and Sewer Connection charges. Community Facilities District revenues comprise 26% of the total, with planned receipts correlating to project scheduling and development in the City. The remaining 24% of revenues are related to the receipt of grants, the County sales tax program (Transnet), San Diego Gas & Electric funding, sewer and water replacement revenues generated by user fees, and other miscellaneous sources. Growth Assumptions Several assumptions about the rate and type of growth were made in order to project the revenues which result from development. Growth assumptions were made using the Growth Management projections, which continue to change along with the economic climate. Residential and non-residential development information was compiled by the Planning and Engineering Departments, and the Finance Department overlaid the economic forecast. Residential projections are higher than earlier growth estimates to reflect development currently anticipated. Residential development for 1994-95 was projected conservatively at 130 building permits; current estimates approach 650 units by the end of the year. This rate of growth is not expected to continue into next year as 222 units are projected for the 1995-96 fiscal year. Development estimates over the next 5 years have been raised slightly with 2,274 residential units projected compared to 1,984 for the same period in last year's CIP. Non-residential development projections remain conservative. However, vacancy rates for commercial/industriaI buildings declined to 5.9% in 1994, down from 19% in 1992. Large free- standing buildings are especially scarce as their vacancy rate dipped to 3.9% in 1994. A wait- and-see attitude has been adopted on whether the lower vacancy rates will translate into increased industrial/commerciaI development in the near future. 160 I I I I I I 1 I I I I I I I I I I I I The following table shows the number sf residential units used for projecting 1995-96 to bui CIP revenues. The total number of residential units projected at buildout is 54,000, approximately 24,000 remaining to be built from this point forward. Projections in square ft non-residential construction are shown in the table. 1995-96 CIP Growth Assumptions The line graph below further demonstrates .actual and projected growth and develop patterns occurring in Carlsbad. Development rates fell dramatically in 1987-88 due ti implementation of the Growth Management Plan, and a spike in development occurred in 95. Over 50% of the 650 residential units projected for the current year are the result affordable housing apartment complex in the southwest quadrant of Carlsbad. The overall shows an increase in residential development, with 222 units forecast in 1995-96. RATE OF RESIDENTIAL DEVELOPMENT Permits Issued UNITS 100Q 000 600 400 200 0 88 89 90 91 92 93 '84 95 96 97 98 992000 FISCAL YEAR -DWELLING UNsPS Revenue projections used to calculate development fees were made using the g assumptions identified above. The following information delineates how those assumption: applied to development fees to predict future revenues. 161 Calculation of Future Fees The mix of attached and detached residential units was assumed to be 40% and 60% respectively. This is a change from the ratio applied last year and reflects the anticipated mix of residential development shown in current plans for each Local Facilities Management Zone. The building permit valuation used for computing Public Facilities fees was $89,500 per attached dwelling unit, and $153,000 per detached dwelling unit. The mix of commercial and industrial development is assumed to be 40% and 60%, respectively, with office space included in the commercial category. A blended building permit valuation of $38 per square foot of construction was used to calculate non-residential Public Facilities fees. In order to calculate estimated revenues for Traffic Impact fees (TIF), the number of average daily trips was computed for each type of use. An attached dwelling unit was assigned eight trips per day and a detached unit ten trips per day. Each residential trip was valued at the current TIF fee of $84. The trips-per-day value for commercial and industrial buildings was averaged at 17 trips per 1,000 square feet of development, although the actual volume of trips generated by commercial/industrial building can vary widely depending on the ultimate land use. The value assigned to each commercial/industriaI trip was $34, the current TIF fee. This is the fifth year that Community Facilities District (CFD) No. 1 revenues have 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. Two additional community facilities districts are included in the 1995-96 CIP. CFD No. 2 which is proposed to fund Rancho Santa Fe Road and Olivenhain Road has not yet been formally established, however an interim fee program is in place. Preliminary plans have just begun for CFD No. 3 to fund roads through the Carlsbad Ranch area of Zone 13. Expenditures The CIP for 1995-96 Po buildout outlines approximately 160 future projects at a total cost of $408 million. The pie chart shown on the following page indicates that the largest expenditure category is for street projects at $1 09.6 million or 26% of the total. Included are the construction and widening of arterials and roadways as well as the widening of some existing streets, such as the widening of La Costa Avenue, Cannon Road construction, and additional improvements to Palomar Airport Road. Construction of additional seawall protection for Carlsbad Boulevard is also included. Freeway interchange projects totaling $1 1.2 million for Cannon Road, La Costa Avenue, and Poinsettia Lane are also scheduled for construction. The second largest expenditure category is for park projects totaling $78.5 million, or 19% of the total planned capital expenditures. Park projects include development of acreage within all quadrants of Cat-lsbad and remaining land acquisition for a municipal golf course. Major park projects include Poinsettia Park, Veterans Memorial Park, Larwin Park, Leo Carrillo Park and community centers in the northwest and southwest quadrants. 1 62 1 I I I I I $189.6 27% 1 I I I I I I I I I PROJECT ALLOCATION CAPITAL IMPROVEMENT PROGRAM 1995-96 to Buildout PARKS TRAFRC SIGNALS $78.5 19% LQAN ' REPAYMEPlTS $16.6 4% m.9 13% $3.3 1% CIVIC SEWER $64.5 16% DRAINAQE $20.5 5% 1-5 INTERCHANGES $119 3% WAVER - $48.9 12% STREET PROJECTS Total CIP to Buildout = $408 Mlllion Sewer projects represent the third highest level of expenditures at $645 million and includ repayment of bonds for the expansion of the Encina Wastewater Facility, construction of the Carlsbad trunk line, and parallel ocean outfall. Civic Projects total $54.9 million and include projects as the south Carlsbad Library, new City Hall, and expansion of the existing Cole Lit Water projects total $48.9 million and include Maerkle Dam lining and cover, reclaimed potable pipelines, and repayment of loans for water projects. Interfund loans and sehec repayments total $16.6 million and include repayment of the Alta Mira (Poinsettia Park) purchase, Cannon Road, and various water projects. The smallest expenditure category traffic signals, at $3.3 million. Specific timing and cost estimates for all capital projeci identified in the Current and Future (1995-96 to Buildout) Projects table following the narr Project construction is reliant upon capita! and operating fund availability as well as rn~ established growth management standards for facilities. Wherever recommended p scheduling changes occurred, they were based upon a thorough review of the G Management Plan in unison with revenue projections. For the past few years selected par' street projects have been phased and deferred in order to balance CIP expenditures projected revenues. Following is a discussion of some of the major projects to be develc b South Carlsbad Libraw - Funding for building the new library in south Carlsb currently available utilizing Community Facilities District No. 1 revenues. Construct the library was postponed to 1997-98, with opening expected in Spring of 2000, c projections of insufficient operating funds for the next few years. The Cole libri scheduled to be remodeled upon completion of the south Carlsbad library. Golf Course .. The City selected a site in the industrial corridor for a municipal golf c during 1994-95. The site consists of 250 acres of vacant land directly south of the Veterans Memorial Park. After completion of the land acquisition,. the City will forward with development plans. Funds were transferred from the genera! fund to ac land for the golf course. \ I I b I 163 b Streets - The timing for improvements to Palomar Airport Road from El Camino Weal to Camino Vida Roble and associated medians moved up in the 1995-96 CIP. Construction will begin in 1997-98, a change from 2000-05, with preliminary design work beginning in 1995-96. The project will complete street improvements to the major arterial from Interstate 5 to Carlsbad’s eastern border. Seawall - Utilizing anticipated federal and state grants, construction of the seawall along Carlsbad Boulevard will provide additional shore protection along the City’s coastline. The project will extend the current seawall at the Agua Hedionda Lagoon to protect the roadway from impacts created by excessive storms or high wave action on the Pacific Ocean. Interchanges - The Interstate 5 interchange at La Costa Avenue will begin construction in 1995-96, a year earlier than originally scheduled. The La Costa Avenue interchange is the third in a series of interchange expansions to improve circulation at critical connection points to City streets. Poinsettia Park - Funds for the first phase of Poinsettia Park were appropriated in the 1992-93 CIP, however declining operating revenues have delayed the project. Construction of phase I is now scheduled for late 1995 with the remaining phases scheduled for 2000+. The first phase of Poinsettia Park will include a ballfieid, soccer field, tot lot, restroom and snack bar facilities, and a parking lot. Interfund Loans - When capital projects are needed in advance of available funds, loans are made from other capital funds which have available reserves. Examples in the 1995- 96 CIP include Maerkle Dam lining and covering, Cannon Road, and Palomar Airport Road between El Camino Real and Camino Vida Roble. The loan is repaid when the borrowing fund builds up sufficient funds. For example, the Palomar Airport Road improvements will be funded by San Diego County. Per an agreement, County funds are forwarded to the City each year, with $1.1 million accumulated for the project to date. Since the County’s final payment is scheduled for 2002 and road construction planned in 1997-98, TransNet Local funds will be borrowed and repaid as County payments are made. b b b t 164 I E I I I 1995-96 I $5.1 22% I I 1 1. I I I 1 I I I 1995-96 CAPITAL IMPROVEMENT PROJECTS The 1995-96 CIP identifies 40 projects which are budgeted at $23.2 million. These project: categorized as shown below. Appropriations of approximately $31.1 million for ongoing ci projects which remain unspent at the end of FY 1994-95 will be added to the new 1995-96 appropriations. A sum of $54.3 million will then comprise the 1995-96 total CIP appropria PRQJECTS BY MAJOR CATEGORY CAPITAL IMPROVEMENT PROGRAM WATER STFiE€T PROJE -5 INTERCHANGES $7.8 34% $5.1 22% I Total 95-96 CIP = $23.2 Million Street Proiects Street construction projects are 34% ofthe total 1995-96 expenditures at $7.8 million. The la appropriation for a street project is Carlsbad Boulevard Shore Protection seawall wit additional $4 million appropriated from anticipated federal and state grants. Rancho San Road is also receiving an additional $1.6 million appropriation from the planned Comm Facilities District No. 2 funds. Rancho Santa Fe Road is scheduled for construction in phi As housing units are built in this area, developers will fund the project. Other street appropriations include Olivenhain Road widening which utilizes funds from Eneii the neighboring city to the south, preliminary design work on Palomar Airport Road betwe Camino Real and Camino Vida Roble, and various street and sidewalk upgrades. 1-5 lnterchanaes Interchange construction activities total $5.1 million, 22% of the total 199596 CIP. La C Avenue, Poinsettia bane, and Cannon Road 1-5 interchanges are scheduled for appropria using Community Facilities District No. 1 and Traffic Impact funds. The Poinsettia Lane pi is currently under construction and scheduled for completion in late 1995 at a total 'cost 01 million. Civic Proiects Civic projects total 2% of the 1995-96 expenditures at $549,500. Funding is budgete upgrading city facilities to comply with the Americans with Disabilities Act and additional fui will be appropriated from information Systems reserves for the Financial Information System system will replace and enhance existing software and computer equipment for e@ information processing. I 165 Sewer Proiects Sewer funding of $2.8 million reflects Carlsbad’s share of funding the Encina Wastewater Facility capital improvements, including funds to repay the debt for its recent expansion. Funding for sewer access hole rehabilitation, sewer line replacement programs, and lift station upgrades are also included. Water Proiects The water category, which includes reclaimed water, is 22% of the total 1995-96 CIP and shows appropriations of $5.1 million. The Maerkle Dam Lining project will receive its final scheduled appropriation of $2.9 million. This $9 million project will need to be built through the issuance of bonds and interfund water loans since sufficient funds are not available to complete the lining project on a pay-as-you-go basis. Most of the remaining allocation of water funds pays for debt service on previous potable and reclaimed water projects. Parks, Traffic Siqnals, and Drainage Proiects The Other category in the pie chart includes park and drainage projects and traffic signals. Several existing parks receive appropriations to bring the City into compliance with the Americans with Disabilities Act, The Federal law requires Clty facilities, including playgrounds, to be accessible to all persons. Three traffic signals are scheduled for construction next year. Two signals will replace existing stop signs and one signal will upgrade an existing signal at the intersection of El Camino Weal and Olivenhain Road. Cannon Road storm drains and desiltation basin drainage improvements will receive funding for design and construction. Unfunded Proiects The City has identified $9.7 million in projects for which there is currently no source sf funding. These projects are listed at the end of the Current and Future (1995-96 to Buildout) Projects schedule. One project, the Poinsettia Shores Soundwall, was added to this year’s CIP at the request of a Carlsbad citizen. Traffic signals, added in 1994-95 as a result of the Traffic Signal Safety study, all quallfy for future funding. As funding or critical need is determined, a project may move into the Capital Improvement Program. SUMMARY While several projects continue to be phased due to lack sf available capital and operating funds, significant progress has been made on the traffic circulation projects. The I-5/Pelomar Airport road interchange was completed and the second interchange at Poinsettia Lane is well underway. The realignment and widening of Palomar Airport Road east of El Camino Real was completed in late 1994. Southbound Carlsbad Boulevard bridge over Batiquitos Lagoon is scheduled for completion in May 1995. Restoration to the wetlands at Batiquitos Lagoon began in 1994-95, the culmination sf several years of design, planning and obtaining state and federal agency approvals. The three year wetland restoration project will dredge the lagoon and restore fish and wildlife habitat. A channel and offshore jetties will be constructed to restore full tidal flushing and nesting areas for various species of birds will be built. The $30 million project is completely funded by the Port sf bos Angeles as mitigation for its recent expansion. 166 1 I 1. 1 Utilizing a low interest state loan, Phase I of the reclaimed water capital program has t completed. Reservoir conversion and construction of water lines and pump stations allow ( distribution of 2.75 million gallons of reclaimed water to meet current and near future n needs. Review of the CIP finds that all projects identified in the 1994-95 CIP continue to be include 1995-96. For the past few years, there have been some significant project scheduling chai as the effects sf the slow economy are felt on Carlsbad’s revenue stream. Lack of fund: caused the City to rethink how it can accomplish building its capital projects. Generally philosophy has been to build quality capital facilities which meet, and at times exceed, gr management standards whenever economically beneficial. This philosophy worked when gr and related revenues were substantial. Practices such as phasing projects over a peric years, and timing projects when funds are available, have now been implemented. The Cit continue to provide quality capital facilities which meet the needs of Carlsbad’s citizens. 1995-96 to Buildout Capital Improvement Program reflects this goal. I I 1 I I 1 I I I I 1 I I I I 1 67 GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established in an effort to regulate development within the City by linking residential, commercial, and industrial development directly to standards for availability of public services and facilities. Standards for facilities are applied to the City as a whole, within each of the City’s four quadrants, and in the City’s twenty-five community or growth management zones. The Growth Management Plan adopted by the City Council has established precise standards for eleven public facilities. Standards must be met at all times as growth occurs. Facilities for which standards have been established are as follows: - City Administrative - Library - Wastewater Treatment - Parks - Circulation - Drainage - Fire - Open Space - Schools - Sewer Collection - Water Distribution The Plan requires that appropriate public facilities be available, in conformance with the adopted performance standards, as development occurs. Unless each of the eleven public facility standards have been met, no new development can occur. Where facilities were previously scheduled to meet maximum population expectations, projects are now phased to more closely match incremental growth demands. The Growth Management Plan impacts both the operating budget and the Capital Improvement Program. As the Growth Management Plan was being developed, very little construction occurred which resulted in reductions in both operating and capital development related revenues. Revenues were expected to recover as standards were met and reasonable levels of development began to occur. The Growth Management Plan directly affects the operating and capital budgets by requiring the construction of facilities and subsequent operation of those facilities to meet the standards. Facilities such as community centers, parks, and fire stations have been constructed under this program. The Capital Improvement Program has been designed to specifically address areas where facilities do not comply with the adopted performance standards. With the adoption of the 1995- 96 CIP, compliance with the Growth Management Plan is assured. 1 68 1 1 1 I I SI 1. 1 1 I I 1 I I I I I I 1 CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forti process a city or county must follow to establish developer fees to finance public facilities. legislation applies to fees established, increased, or imposed on or after January 1, 1988 effective date of the law. AB 1600 contains four general requirements: b A "nexus" or connection must be established between a development project or cia project and the public improvement being financed with the fee. All AB 6600 adopted by the City have met the nexus test. For example, Traffic Impact, Bridge Thoroughfare District and Drainage Sewer Benefit Area fees were all established u AB 1600. The fee must be segregated from the General Fund. Carlsbad segregates all ci funds not only from the General Fund but also each classification sf fee as well. Fees collected by a city or county must be spent or committed to a project within year period. Funds are viewed to be committed if they are programmed to be spe a specific project(s). If the money is not spent, findings must be made describin continuing need for that money each fiscal year after the five years has expired. Tht of Carlsbad commits the revenues from these fees through its Capital lmprowe Program budget. This budget, which is adopted by the City Council, sets forth the ( Capital expenditure program from the current year to projected build out of the City. 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 tin refunds are due because the City's Capital Improvement Program commits all AB fees to projects to be constructed both in the current year and in the future. b b B 169 - CITY OF CARLSBAD CAPITAL FUNDS PROJECTEDFUND BALANCES FOR FY 1994-95 JULY 1,1994 ESTIMATED ESTIMATED JUNE 30,1995 UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED FUND BALANCE REVENUES EXPENDITURES & OTHER BALANCE GENERAL CAPITAL CONST. 3,382,822 1,216,123 1,770,951 0 2,827,994 PUBLIC ART 3 14,000 20,000 98,000 0 236,000 GOLF COURSE 2,002,392 1,250,000 861,334 1,731,500 659,558 PUBLIC FACILITIES FEE 9,592,776 1,535,000 575,330 0 4 0,552,446 PIL AREA 1 NW 1,728,340 82,000 0 0 1,810,340 PIL AREA 2 NE 506,450 20,000 0 0 526,450 PIL AREA 3 SW 204 ,50 1 29,000 0 0 23330 1 PIL AREA 4 SE 742,229 37,000 0 0 779,229 LETTERS OF CREDIT 0 0 0 0 0 TRAFFIC IMPACT FEE 2,055,908 325,000 604,890 0 1,776,048 TRANSNETLOCAL 521,088 15,OOO 114,359 0 421,729 TRANSNET/HI GHWAY 275,449 1,000 144,139 Q 1 32,3 1 0 TRANSNETBIKE 633 1 0 6,402 0 129 TRANSN ET/STP 237,862 11,000 0 0 248,862 TDA 249,805 5,000 158,205 0 96,600 STATE GRANTS 21,345 125,221 53,489 0 93,077 COUNTY GRANTS 843,981 232,000 0 0 1,075,981 ASSESSMENT DfSTRlCTS 1,656,647 0 256,989 0 1,399,658 CFD #1 8,480,645 5,325,000 2,799,675 135,300 10,870,670 CFD #2 2,646,147 380,000 163,288 22,400 2,840,459 CFD #3 0 50,000 0 50,000 0 FEDERAL GRANTS 0 400,000 376,238 0 23,962 SDG & E 0 0 0 0 0 PLANNED LOCAL DRAINAGE 3,259,300 85,000 342,686 115,000 2,886,614 SEWER CONNECTION 1 1,007,204 935,000 236,698 0 1 4,705,506 SEWER REPLACEMENT 3,946,064 1,785,000 380,304 0 5,350,760 WATER - RECLAIMED 150,315 1,506,000 1,172,342 170,000 313,973 WATER - MAJOR FACILITY 4,389,903 2,405,000 2,074,849 1,282,000 3,438,654 WATER - REPWCEMENT 7,729,611 2,620,000 737,363 244*200 9,368,048 TAX INCREMENT BOND 2,004,325 190,000 3,900 0 2,196,425 AFFORDABLE HOUSING 239,760 595,000 0 0 834,760 OTHER 849,772 1,003,828 961,893 0 891,707 I TOTAL CAPITAL FUNDS 69,045,172 24,071,172 13,893,324 3,750,400 75,472,620 1 ZONE 5,13,16 PARKFEE 0 1,888,000 0 0 1,888,000 170 I I i 1 1 PILAREA2NE 526,450 0 0 0 0 1 TRANSNET/BlKE 129 0 0 0 Q 1 :;E:; CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1995-96 JULY 1,1995 1994 - 95 1995-96 I PROJECTED ESTl MATED CONTINUING NEW TQTAL CIP FUND BALANCE REVENUES APPROPR. APPROPR. APPROPR. GENERAL CAPITAL CONST. 2,827,994 1,053,319 3,556,098 309,500 3,865,598 PUBLIC ART 236,000 3,095 121,220 7,500 128,720 GOLF COURSE 659,558 0 440,853 200,000 640,853 1 PUBLIC FACILITIES FEE 10,552,446 684,362 5,548,682 785 ,000 6,253,682 ZONE 5,13,16 PARKFEE 1,888,000 98,100 0 0 0 PIL AREA 1 NW 1,810,340 33,396 0 0 0 BIL AREA 3 SW 233,501 13,650 0 0 0 PIL AREA 4 SE 979,229 19,110 0 0 0 LETTERS OF CREDIT 0 0 0 0 0 ' TRAFFIC IMPACT FEE 1,776,018 309,945 1,464,663 449,080 4,583,663 TRANSNET/LOCAL 421,929 0 1 08,992 100,000 208,992 TRANSNETIHIGHWAY 132,310 400,000 462,819 0 462,819 TRAN SN ET/STP 248,862 0 0 0 0 TDA 96,600 270,400 353,000 2,000 355,000 I STATEGRANTS 93,077 2,332,000 402,341 2,000,000 2,402,341 COUNTY GRANTS 1,075,981 191,442 0 50,000 50,000 ASSESSMENT Dl STRICTS 1,399,658 0 1,237,097 0 1,237,097 18,870,670 3,874,747 1,891,840 5,107,000 6,998,840 2,840,459 605,OOQ 1,482,743 1,642,000 3,124,743 0 0 0 0 m EGEllGRANTS 23,762 3,768,000 1,783,430 2,000,OOQ 3,783,430 0 0 8 0 0 PLANNED LOCAL DRAIN'G 2,886,614 264,732 9 19,959 1,800,000 4 ,I 19,959 SEWER CONNECTION 4 1,785,506 1 ,I 34,421 343,403 1,723,700 2,067,103 I SEWER REPLACEMENT 5,350,760 1 , 1 00,000 530,688 1 ,100,000 1,630,688 WATER - MAJOR FACILITY 3,438,054 3,996,231 2,429,687 4,378,957 6,808,044 WATER - REPLACEMENT 9,368,048 2,Q25,000 6,495,113 544,016 7,039,129 ! TAX INCREMENT BOND 2,190,425 0 I ,827,900 0 1,827,% 00 OTHER 891,707 1,800,000 809,222 1,700,000 2,509,222 1 I TOTAL cApiTAL FUNDS 75,472,620 24,146,950 31,108,350 23,213,673 54,322,023 CFD #3 WATER - RECLAIMED WATER 313,973 170,000 0 225,000 225,000 AFFORDABLE HOUSING 834,760 0 0 0 0 I I 1 1 1 191 CITY OF CARLSBAD CAPITAL FUNDS REVENUE ESTIMATES FOR 1995-96 1992-93 1993-94 1994-95 (1) 1995-96 (1) ACTUAL ACTUAL ESTIMATED ESTIMATED FUND REVENUES REVENUES REVENUE REVENUE GENERAL CAPITAL CONST. 374,271 970,364 1,216,123 1,053,319 PUBLIC ART 16,999 16,922 20,000 3,095 GOLF COURSE 643,566 105,934 1,250,000 0 PUBLIC FACILITIES FEE 885,943 1,524,573 1,535,000 684,362 ZONE 5,13 & 16 PARK FEE 25,820 94,639 1,888,000 98,100 PIL AREA 1 NW 47,247 94,594 82,000 33,396 PIL AREA 2 NE 37,559 28,462 20,000 0 PIL AREA 3 SW 75,016 10,781 29,000 43,650 PIL AREA 4 SE 90,736 39,132 37,000 19,110 LETTERS OF CREDIT 0 0 0 0 TRAFFIC IMPACT FEE 244,478 326,558 325,000 309,945 TRANSNET/LOCAL 42,844 147,848 15,000 0 TRANSNETD I KE 0 373,964 0 0 TRAN SN ET/STP 0 255,862 11,000 0 TDA 37,073 5 12,989 5,000 270,400 STATE GRANTS 85,690 916,396 125,221 2,332,000 COUNTY GRANTS 217,138 21 2,305 232,000 191,442 CFD #I 2,993,587 3,016,253 5,325,000 3,874,749 CFD #2 0 2,427,995 380,000 6Q5,OOO CFD #3 0 0 50,000 0 FEDERAL GRANTS 0 0 400,000 3,768,000 SDG&E 0 0 0 0 PLANNED LOCAL DRAIN’G 164,536 372,044 85,000 264,732 SEWER CONNECTION 9 18,603 976,197 935,000 1 ,I 34,421 WATER - RECLAIMED WATER 0 942,840 1,506,000 170,000 WATER - MAJOR FACILITY 1,025,568 876,179 2,405,000 3,996,231 WATER - REPLACEMENT 2,345,586 2,304,313 2,620,000 2,025,006 TAX INCREMENT BOND 84,974 149,137 190,000 0 AFFORDABLE HOUSING 0 0 595,000 0 OTHER 0 1,245,651 1,003,828 1,800,000 TRANSNET/HIGHWAY 2,257,794 15,427 1,000 400,000 ASSESSMENT DlSTRlCTS 1 60,985 76,417 0 0 SEWER REPLACEMENT 0 4,067,123 1,785,000 1,100,000 [TOTAL CAPITAL FUNDS 12,776,013 22,070,899 24,071,172 24,146,950 I (1) INCLUDES INTERFUND LOANS OR TRANSFERS. 1 72 I I I CITY OF CARLSBAD CAPITAL FUNDS DETAILREVENUE ESTIMATES FOR FY 1995-96 FUND OR DWELOPER LOAN OR DEPRECIATION GENERAL CAPITAL CONST. 753,319 300,000 I PUBLICART 3,095 GOLF COURSE PUBLIC FACILITIES FEE 684,362 1 ZONE 5,13,16 PARK FEE 98,100 PIL AREA 1 NW 33,396 PIL AREA 2 NE 0 1 PILAREA3SW 13,650 PIL AREA4 SE 19,110 LETTERS OF CREDIT TRAFFIC IMPACT FEE 309,945 1 TRANSNETLOCAL TRANSN ET/HI GHWAY 400,000 TRANSNET/BI KE 1 TRANSNET/STP TDA 270,400 STATE GRANTS 2,332,000 I COUNTYGRANTS 191,442 ASSESSMENT DISTRICTS CFD #1 45,747 3,179,000 650,000 i CFD#2 605,000 CFD #3 FEDERAL GRANTS 3,768,000 SDG & E I PLANNED LOCAL DRAIN'G 264,732 SEWER CONNECTION 1,084,421 50,000 SEWER REPLACEMENT 1 ,100,000 1 WATER - RECLAIMED WATER 170,000 WATER - MAJOR FACILITY 996,231 3,000,000 WATER - REPLACEMENT 725,000 1,300,006 g TAX INCREMENT BOND AFFORDABLE HOUSING FUND FEES TAXES GRANTS OTHER BONDISSUE TRANSFER F OTHER 1,700,000 1 00,oo(D 4.154.694 4,304.000 7.21 1.842 2.503.319 3.000.000 2,973.095 I ToTAL I I 1 I I 1 73 1992-93 1993-94 1994-95 (1) FUND ACTUAL ACTUAL ESTIMATED GENERAL CAPITAL CONST. 472,030 753,895 1,770,951 PUBLIC ART 15,740 19,980 98,000 GOLF COURSE 1 1,647 794,356 861,334 PUBLIC FACILITIES FEE 1,549,809 798,606 575,330 ZONE 5,13 & 16 PARK FEE 0 0 0 PILAREAl NW 0 0 0 PIL AREA 2 NE 0 0 0 PIL AREA 3 SW 0 0 0 PIL AREA 4 SE 0 0 0 LElTERS OF CREDIT 0 0 0 TRAFFIC IMPACTFEE 31 3,938 959,097 604,890 TRAN SN ETLOCAL 583,659 51,044 114,359 TRANSN ET/H I GH WAY 895,513 1,109,800 144,139 TRANSNETD I KE 27,162 340,271 6,402 TFIANSNET/STP 0 18,000 0 TDA 31,397 389,483 158,205 STATE GRANTS 36,762 91 0,039 53,489 COUNTY GRANTS 118 399,773 0 ASSESSMENT DISTRICTS 199,426 49,279 256,989 CFD #1 2,465,333 1,487,413 2,799,675 CFD #2 0 85,969 163,288 CFD #3 0 0 0 FEDERAL GRANTS 0 0 376,238 SDG&E 0 0 0 PLANNED LOCAL DRAIN'G 0 0 342,686 SEWER CONNECTION 431,628 36,006 236,698 SEWER REPLACEMENT 0 0 380,304 WATER - MAJOR FACILITY 568,860 1,033,925 2,074,849 WATER - REPLACEMENT 861,091 1,544,870 737,363 TAX INCREMENT BOND 163,180 2,186,396 3,900 AFFORDABLE HOUSING 0 0 0 OTHER 307,627 1,164,344 961,893 I TOTAL CAPITAL FUNDS 9,340,652 15,603,529 13,893,324 WATER - RECLAIMED WATER 405,732 1,470,983 1,172,342 1994 -95 1995 -96 1995-96 CONTINUING NEW TOTAL CIP APPROPR. 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(728,104) 1,053,319 309,500 1 PUBLIC ART 114,780 3,095 7,500 11 GOLF COURSE 218,705 0 200,000 1 PUBLIC FACILITIES FEE 5,003,764 684,362 705,000 4,91 ZONE5,13,16 PARKFEE 1,888,000 98,100 0 1,91 PILAREAl NW 1,810,340 33,396 0 1,84 PIL AREA 2 NE 526,450 0 0 5, PIL AREA 3 SW 233,501 13,650 0 28 PIL AREA 4 SE 779,229 19,110 0 7! LETTERS OF CREDIT 0 0 0 TRAFFIC IMPACT FEE 61 1,355 309,945 4 19,000 51 TRANSNETLOCAL 31 2,737 0 100,000 2 TRANSNET/HIGHWAY (330,509) 400,000 0 ( TRAN SN ET/B I KE 129 0 0 TRANSNET/STP 248,862 0 0 24 TDA (256,400) 270,400 2,000 STATE GRANTS (309,264) 2,332,000 2,000,000 COUNTY GRANTS 1,075,981 191,442 50,000 192 ASSESSMENT DISTRICTS 162,561 0 0 1( CFD #1 8,978,830 3,874,747 5,107,000 - 7,7 CFD #2 1,357,716 605,000 1,642,000 3 CFD #3 0 0 0 FEDERAL GRANTS (1,759,668) 3,768,008 2,000,000 SDG & E 0 0 0 PLANNED LOCAL DRAIN'G 2,766,655 264,732 1,000,000 210 SEWER CONNECTION 11,362,103 1,134,421 1,723,700 10,7 SEWER REPLACEMENT 4,820,072 1,100,000 1,100,000 43 WATER - RECLAIMED WATER 313,973 1 70,000 225,000 2 WATER - MAJOR FACILITY 1,008,967 3,996,231 4,378,957 6 WATER - REPLACEMENT 2,872,935 2,025,000 544,016 413 TAX INCREMENT BOND 363,325 0 0 3 AFFORDABLE HOUSING 83,760 0 0 8 OTHER 82,485 1,800,000 1,700,000 1 TOTAL 44,364.270 24,146,950 23,213,673 45.2 BEGINNING I 1 * BALANCE INCORPORATES $31.1 MILLION FOR 1994-95 CONTINUING APPROPRIATIONS. 185 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT )YEAR 2 1996-97 1 BEGINNING FUND BAL 711 196 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 15,715 105,000 120,000 715 PUBLIC ART 110,375 1,200 0 1 11,575 GOLF COURSE 18,705 0 0 18,705 PUBLIC FACILITIES FEE 4,983,126 914,185 385,000 5,512,311 ZONE 5,13,16 PARK FEE 1,986,100 98,258 0 2,084,358 PILAREA1 NW 1,843,736 54,648 0 1,898,384 PIL AREA 2 NE 526,450 27,300 0 553,750 PIL AREA 3 SW 247,151 81,900 0 329,051 PIL AREA 4 SE 798,339 19,110 0 817,449 LElTERS OF CREDIT 0 375,000 0 375,000 TRAFFIC IMPACT FEE 502,300 249,276 44,000 707,576 TRANSNETLOCAL 212,737 100,000 300,000 1 2,737 TRANSNET/HIGHWAY 69,491 239,000 239,000 69,491 TRANSNETBIKE 129 0 0 129 TRANSNET/STF' 248,862 0 0 248,862 TDA 1 2,000 0 0 12,000 STATE GRANTS 22,736 0 0 22,736 COUNTY GRANTS 1,217,423 201,014 0 1,418,437 ASSESSMENT DISTRICTS 162,561 0 0 162,561 CFD #1 7,746,577 15,443,631 5,220,000 17,970,208 CFD #2 320,716 1,180,000 912,000 588,716 CFD #3 0 0 0 0 FEDERAL GRANTS 8,332 0 0 8,332 SDG&E 0 700,000 700,000 0 PLANNED LOCAL DRAIN'G 2,031,387 207,066 0 2,238,453 SEWER CONNECTION 10,772,824 765,600 3,284,000 8,254,424 SEWER REPLACEMENT 4,820,072 1 ,100,000 776,000 5,144,072 WATER - RECLAIMED WATER 258,973 235,000 490,000 3,973 WATER - MAJOR FACILITY 626,241 972,156 1,565,851 32,546 WATER - REPLACEMENT 4,353,919 2,025,000 1,083,972 5,294,947 TAX INCREMENT BOND 363,325 0 0 363,325 834,760 AFFORDABLE H 0 USING 834,760 0 0 182,485 OTHER 182,485 767,000 767,000 TOTAL 45,297.547 25,861.344 15,886,823 55.272,068 186 I 1 II I R I I I 1 I I I I I TOTAL 55,272,068 19.806.151 40.017.282 35,c I I I I I CITY OF CARLSBAD CAPITAL I MPROVEMENTPROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT )YEAR 3 1997-98 FUND BAL 711 /97 REVENUE EXPENDITURES Et! GENERAL CAPITAL CONST. 715 630,000 200,000 43 PUBLIC ART 1 11,575 2,000 0 1‘ GOLF COURSE 18,705 0 0 PUBLIC FACILITIES FEE 5,512,311 1,331,985 3,977,000 2,8t ZONE 5,13,16 PARK FEE 2,084,358 83,760 0 2,lt PIL AREA 1 NW 1,898,384 75,900 0 1,9; PIL AREA 2 NE 553,750 68,250 0 6; PIL AREA 3 SW 329,051 4 93,830 281,000 2d PIL AREA 4 SE 817,449 30,576 0 81 TRAFFIC IMPACTFEE 707,576 1,326,816 1,954,000 1 TRANSNET/LOCAL 12,737 900,000 900,000 TRANSNET/HIGHWAY 69,491 0 0 f TRANSNETBI KE 129 0 0 TRANSNET/STP 248,862 0 0 2 TDA 12,000 0 0 STATE GRANTS 22,736 0 0 COUNTY GRANTS 1,4 18,437 21 4 ,065 1,592,500 ASSESSMENT DISTRICTS 162,561 0 0 4 CFD #1 17,970,208 3,568,535 17,200,000 4,3 CFD #2 588,716 1,475,000 0 2,o CFD #3 0 0 0 FEDERAL GRANTS 8,332 0 0 SDG&E 0 550,000 550,000 SEWER CONNECTION 8,254,424 1,841 ,I 34 3,484,800 6,6 SEWER REPLACEMENT 5,144,072 1,100,000 525,000 5,7 WATER - RECLAIMED WATER 3,973 1,045,000 1,045,000 WATER - MAJOR FACILITY 32346 3,100,787 2,843,985 z WATER - REPLACEMENT 5,294,947 2,025,000 5,018,997 2,? TAX INCREMENT BOND 363,325 0 0 . AFFORDABLE HOUSING 834,760 0 0 E OTHER 182,485 70,000 70,000 1 I BEGINNING LElTERS OF CREDIT 375,000 0 375,000 PLANNED LOCAL DRAIN’G 2,238,453 1763 13 0 2,4 1 87 CITY OF CARLSBAD CAPITAL IMPROVEMENTPROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT IYEAR 4 1998-99 1 BEGINNING FUND BAL 711 198 RWENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 430,715 0 150,000 280,715 PUBLIC ART 113,575 1,500 0 115,075 GOLF COURSE 18,705 0 0 18,705 PUBLIC FACILITIES FEE 2,867,296 1,536,481 220,000 4,183,777 ZONE 5,13,16 PARK FEE 2,168,118 105,478 0 2,273,596 PIL AREA 1 NW 1,974,284 83,490 0 2,057,774 PIL AREA 2 NE 622,000 68,250 0 690,250 PIL AREA 3 SW 241,881 227,955 0 469,836 PIL AREA 4 SE 848,025 30,576 0 878,601 LETTERS OF CREDIT 0 0 0 0 TRAFFIC IMPACTFEE 80,392 382,202 44,000 4 18,594 TRANSNET/LOCAL 12,737 700,000 700,000 12,737 TRANSN ET/H I G HWAY 69,491 0 0 69,491 TRANSNET/BIKE 129 0 0 129 TRAN SN ET/STP 248,862 0 0 248,862 TDA 12,000 0 0 12,000 STATE GRANTS 22,736 0 0 22,736 COUNTY GRANTS 37,002 221,618 200,000 58,620 162,561 CFD #1 4,338,743 2,708,857 0 7,047,600 1,770,000 0 3,833,716 CFD #2 2,063,716 CFD #3 0 0 0 0 FEDERAL GRANTS 8,332 0 0 8,332 SDG&E 0 350,000 350,000 0 PLANNED LOCAL DRAIN’G 2,414,966 222,280 0 2,637,246 SEWER CONNECTION 6,610,758 1,929,039 3,828,400 4,711,397 SEWER REPLACEMENT 5,719,072 1,100,000 523,000 6,296,072 WATER - MAJOR FACILITY 289,348 1,618,181 1,833,478 74,051 WATER - REPLACEMENT 2,300,950 2,025,000 944,020 3,381,930 TAX INCREMENT BOND 363,325 0 0 363,325 AFFORDABLE HOUSING 834,760 0 0 834,760 OTHER 182,485 0 0 182,485 TOTAL 35,060,937 15,250,907 8,962,898 41,348.946 ASSESSMENT DISTRICTS 162,561 0 0 WATER - RECLAIMED WATER 3,973 170,000 170,000 3,973 188 1 I I I 1 I I 1 I I 1 3 I I I R I I CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT )YEAR 5 1999-2000 I BEGINNING FUND BAL 711 f99 RNENUE EXPENDITURES EF GENERAL CAPITAL CONST. 280,715 0 0 2E PUBLIC ART 115,075 0 0 11 GOLF COURSE 18,705 0 0 1 PUBLIC FACILITIES FEE 4,183,777 2,126,871 4,950,000 1,3€ PILAREA1 NW 2,057,774 83,490 0 2,ld ZONE 5,13,16 PARKFEE 2,273,596 147,200 0 2,4: PIL AREA 2 NE 690,250 72,345 0 71 PIL AREA 3 SW 469,836 234,780 0 71 PIL AREA 4 SE 878,601 30,576 0 91 LETTERS OF CREDIT 0 0 0 TRAFFIC IMPACT FEE 4 18,594 446,161 794,000 TRANSNETLOCAL 1 2,737 600,000 600,000 TRANSNET/HIGHWAY 69,491 0 0 1 TRANSN ET/B I KE 129 0 0 TRANSN ET/STP 248,862 0 0 21 TDA 12,000 0 0 STATE GRANTS 22,736 0 0 COUNTY GRANTS 58,620 232,700 200,000 ! ASSESSMENT DISTRICTS 162,561 0 0 1( CFD #l 7,047,600 3,281,520 0 10,3: CFD #2 3,833,716 2,183,000 0 60 CFD #3 0 0 0 FEDERAL GRANTS 8,332 0 0 SDG&E 0 0 0 PLANNED LOCAL DRAIN’G 2,637,246 310,204 0 2,9 SEWER CONNECTION 4,711,397 1,982,306 2,038,200 4,6 SEWER REPLACEMENT 6,296,072 4 ,100,000 530,000 63 WATER - RECLAIMED WATER 3,973 170,000 170,000 2,703,808 WATER - MAJOR FACILITY 74,051 2,626,249 WATER - REPLACEMENT 3,381,930 2,025,000 1 , 1 85,964 42 TAX INCREMENT BOND 363,325 0 0 3 AFFORDABLE HOUSING 834,760 0 0 8 OTHER 182,485 0 0 1 1 TOTAL 41.348.946 17.652.402 13,171,972 45.8 , 189 CITY OF CARLSBAD CAPITAL IMPROVEMENTPROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT )YEAR 6- 10 2000-2005 I BEGINNING FUND BAL 7/1 12000 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 280,715 1,550,000 0 1,830,715 PUBLIC ART 115,075 0 0 115,075 GOLF COURSE 18,705 0 0 18,705 PUBLIC FACILITIES FEE 1,360,648 12,001,613 12,250,000 1,112,261 ZONE 5,13,16 PARK FEE 2,420,796 1,354,536 700,000 3,075,332 2,141,264 894,102 2,380,000 655,366 PIL AREA 1 NW PIL AREA 2 NE 762,595 720,720 0 1,483,315 PIL AREA 3 SW 704,616 1,629,810 1,550,000 784,426 PIL AREA 4 SE 909,177 191,100 0 1,100,277 LETTERS OF CREDIT 0 250,000 250,000 0 TRAFFIC IMPACT FEE 70,755 3,236,475 3,300,000 7,230 TRANSNET/LOCAL 1 2,737 6,000,000 6,000,000 1 2,737 TFWNSNET/HI GHWAY 69,491 2,611,000 2,611,000 69,491 TRANSN ET/B I KE 129 0 0 129 TRANSNET/STP 248,862 0 0 248,862 TDA 12,000 0 0 12,000 STATE GRANTS 22,736 0 0 22,736 COUNTY GRANTS 91,320 463,315 200,000 354,635 ASSESSMENT DISTRICTS 162,561 0 0 162,561 CFD #1 10,329,120 33,160,842 43,480,000 9,962 CFD #2 6,016,716 17,766,000 12,332,000 11,450,716 CFD #3 0 0 0 0 FEDERAL GRANTS 8,332 0 0 8,332 SDG&E 0 0 0 0 PLANNED LOCAL DRAIN’G 2,947,450 2,854,497 3,500,000 2,301,947 SEWER CONNECTION 4,655,503 7,889,559 6,360,300 6,184,762 SEWER REPLACEMENT 6,866,072 5,500,000 2,650,000 9,716,072 WATER - RECLAIMED WATER 3,973 850,000 850,000 3,973 WATER - MAJOR FACILITY (3,508) 12,779,702 11,635,148 1,141,046 WATER - REPLACEMENT 4,220,966 12,625,000 1,572,362 15,273,604 TAX INCREMENT BOND 363,325 0 0 363,325 AFFORDABLE HOUSING 834,760 0 0 834,760 OTHER 182,485 3,619,000 3,619,000 182,485 TOTAL 45,829,376 127.947.271 115,239,810 58,536,837 190 I I I I I 1 I I I I I I I I I I I I I CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT 12005 to Buildout, 1 BEGINNING FUND BAL 7/1/2005 REVENUE EXPENDITURES El GENERAL CAPITAL CONST. 1,830,715 3,000,000 0 4,8: PUBLIC ART 115,075 0 0 1 GOLF COURSE 18,705 0 0 PUBLIC FACILITIES FEE 1,112,261 34,762,664 35,871,265 ZONE5,13,16 PARKFEE 3,075,332 6,654,152 9,730,000 PILAREAl NW 655,366 4,081,902 4,725,000 PIL AREA 2 NE 1,483,315 4,944,030 6,425,000 PIL AREA 3 SW 784,426 5,099,640 5,880,000 PIL AREA 4 SE 1,100,277 602,893 1,700,000 LETTERS OF CREDIT 0 3,687,500 3,687,500 TRAFFIC IMPACT FEE 7,230 15,456,097 15,489,000 ( TRANSNETLOCAL 12,737 3,700,000 3,700,000 TRANSNET/HIGHWAY 69,491 0 0 TRANSNET/BI KE 129 0 0 TRAN SN ET/STP 248,862 0 0 2 TDA 12,000 0 0 STATE GRANTS 22,736 0 0 COUNTY GRANTS 354,635 0 0 3 ASSESSMENT DISTRICTS 162,561 0 0 1 CFD #1 9,962 15,500,000 15,500,000 CFD #2 1 1,450,716 2,888,300 1 4,339,000 CFD #3 0 0 0 FEDERAL GRANTS 8,332 0 0 SDG&E 0 0 0 PLANNED LOCAL DRAIN’G 2,301,947 14,022,708 16,225,000 SEWER CONNECTION 6,184,762 23,213,944 29,391,500 WATER - RECLAIMED WATER 3,973 3,650,000 3,650,000 WATER - REPLACEMENT 1 5,273,604 10,100,000 2,038,000 23,3 SEWER REPLACEMENT 9,716,072 5,000,000 8,810,000 5 19 WATER - MAJOR FACILITY 1,141,046 43,237,936 14,423,750 { TAX INCREMENT BOND 363,325 0 0 3 AFFORDABLE HOUSING 834,760 0- 0 f OTHER 182,485 0 0 TOTAL 58.536.837 169,601,766 191.585.01 5 36.! 191 CITY OF CARLSBAD CAPITAL IMPROVEMENTPROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT GRAND TOTALS ALL YEARS BEGINNING TOTAL TOTAL FUND BALANCE REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. (728,104) 6,338,319 779,500 4,830'71 5 PUBLIC ART 114,780 7,795 7,500 115,075 GOLF COURSE 2 1 8,705 0 200,000 18,705 PUBLIC FACILITIES FEE 5,003,764 53,358 , 1 61 58,358,265 3,660 ZONE 5,13,16 PARK FEE 1,888,000 8,541,484 10,430,000 (51 6) PILAREAl NW 1,810,340 5,306,928 7,105,000 12,268 PIL AREA 2 NE 526,450 5,900,895 6,425,000 2,345 PIL AREA 3 SW 233,501 7,481,565 7,711,000 4,066 PIL AREA 4 SE 779,229 923,941 1,700,000 3,170 LElTERS OF CREDIT 0 4,312,500 4,312,500 0 TRAFFIC IMPACT FEE 61 1,355 21,406,972 22,044,000 (25,673) TRANSNET/LOCAL 3 12,737 12,000,000 12,300,000 12,737 TRANSN ET/H I GHWAY (330,509) 3,250,000 2,850,000 69,491 TRANSNETBIKE 129 0 0 129 TRANSN ET/STP 248,862 0 0 248,862 TDA (256,400) 270,400 2,000 12,000 STATE GRANTS (309,264) 2,332,000 2,000,000 22,736 COUNTY GRANTS 1,075,981 1,521,154 2,242,500 354,635 ASSESSMENT DISTRICTS 162,561 0 0 162,561 CFD #1 8,978,830 77,5341 32 86,507,000 9,962 CFD #2 1,357,716 27,867,300 29,225,000 16 CFD #3 0 0 0 0 FEDERAL GRANTS (1,759,668) 3,768,000 2,000,000 8,332 SDG&E 0 1,600,000 1,600,000 0 PLANNED LOCAL DRAIN'G 2,766,655 18,058,000 20,725,000 99,655 SEWER CONNECTION 1 1,362,103 38,756,003 50,110,900 7,206 SEWER REPLACEMENT 4,820,072 16,000,000 14,914,000 5,906,072 WATER - RECLAIMED WATER 3 13,973 6,290,000 6,600,000 3,973 WATER - MAJOR FACfLlTY 1,008,967 38,331,242 39,384,977 (44,768) WATER - REPLACEMENT 2,872,935 32,850,000 12,387,331 23,335,604 TAX INCREMENT BOND 363,325 0 0 363,325 0 834,760 AFFORDABLE HOUSING 834,760 0 OTHER 82,485 6,256,000 6,156,000 182,485 TOTAL 44,364.270 400.266,791 408,077.473 36,553.588 192 I I I GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES Affordable Housing - Developer fees in lieu of constructing Affordable Housing. Assessments Districts (ASMT DlST) - Capital projects financed by the issuance of Assessr District bonds. Projects include street construction and improvements to Alga Road, Car Road, Palomar Airport Road and College Boulevard. BR & TH Dist - Bridge and Thoroughfare District No. 2 developer fees to partially fund Car I 1 Road improvements. 1 1 CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds projects, 1-5 interchanges, and road segments. CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund wide and other improvements to Rancho Santa Fe Road. CFD #3 - Road circulation and other improvements within Carlsbad Ranch will be funded the proposed CFD. Countv Grants (COUNTY) - County contributions partially fund Palomar Airport I improvements adjacent to McClellan/Palomar Airport. Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail and the planned Carlsbad Boulevard Shore Protection project. Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways ( of the State of California. General CaDital Const. (GCC) - General Capital Construction funds, created through transfers from the City’s General Fund, are used to fund various municipal capital projects - - The Golf Course Enterprise Fund is used to pay for acquisition of land construction of the City’s proposed Municipal Golf Course. Letters of Credit (UC) - Letters of Credit from developers help to finance various development projects. Other - Contributions from other agencies such as the Port of Los Angeles or nearby cities projects including the Batiquitos Lagoon Enhancement and several street improvements. B and Thoroughfare District and Gas Tax capital projects are summarized in schedules undc Other category. Planned Local Drainaae (PLD) - Drainage facilities necessitated by growth are paid developer Planned Local Drainage Fees. Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund facilities, park development, streets, traffic signals, and other facilities. ,I I I B 1 I I I 1 I I I 193 Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE. Public Art (PUB ART) - The General Fund contributes 1 % of General Capital Construction (GCC) project appropriations to fund Public Art projects. SDG&E - San Diego Gas & Electric Company installs underground utilities within the City boundaries. Sewer Connection (SEW CONN) - Development fees include Sewer Connection charges for expansion of sewer lines and facilities. Sewer Replacement (SEW REPL) - Sewer Replacement is part of sewer user fees and pays for repair and replacement of the City’s existing sewer system. State Grants (ST GRNQ - State Grants include State and Local Transportation Funds for various street improvements and funding for the Carlsbad Boulevard Shore Protection seawall. Tax Increment Bond (REDVL BONDS) - Property taxes generated by higher assessed valuation in the Redevelopment project area repay Tax Increment Bonds which were used for land acquisition and project construction in the downtown Village district. TM - City street and bicycle projects receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees nlF) - Developer Traffic Impact Fees are used for various street construction and improvement projects. TransNet TTRNSNT/BIKE, /HWY, /LOCAL) - Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange, and local road improvement projects. Water - Maior Facilitv (MFC) - Development fees include Major Facility Fees used to fund expansion of water lines and various water projects. Water - Replacement (REPLCMT) - Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing water lines and facilities. Water - Reclaimed Water (RECLM WATER) - A State loan provided funding for construction of Reclaimed Water projects. The loan is being repaid from reclaimed water user charges. Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management Zones 5, 13, and 16 fund Park projects in the City’s industrial corridor along Palomar Airport Road. 194 I I I 1 I 1 I I I 1 I I 1 1 3 3 1 1 I lAppENDIcEsrl CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1995-96 I I I 8 I II I I I I I I I 1 1 1 I I ACCT NO DEPARTMENT ITEM DESCRIPTION QTY co 001 -2210 FIRE ADMINISTRAllON Micro Computers (Replacement) Various Facsimile Server and Scanner 1 Laser Jet Printer 1 Subtotal - Fire Administratian 001 -2220 FIRE SUPPRESSION Hi 8 Video Camera with Splash Housing 1 AMKUS Rescue Equipment 1 Front Loading Industrial Washing Machine 1 Various Self Contained Breathing Apparatus System Subtotal - Fire Suppression 001 -2240 FIRE EMERGENCY MEDICAL Lifepak 10 MonitodDefibrillator (Replacement) 1 TOTAL FIRE 001 -3020 G.I.S. Ink Jet Plotter 1 Micro Computer (Replacement) 1 TOTAL GIs 001 -4210 CULTURAL ARTS Laser Jet Printer 1 TOTAL CULTURAL ARTS 001 -4132 FEE SUPPORTED Gymnastics Workout Mat (Replacement) 1 ' 001-4133 AQUATICS Swim Complex Chemical Controller 1 001 -5320 FACILITIES MAINTENANCE Emergency 20 KW Power Generator (Fire Station #1 - 1 Replacement) TOTAL COMMUNIN SERVICES I TOTAL GENERAL FUND 1 131-3310 SECTION 8 HOUSING Plain Paper Laser Facsimile Machine (Replacement) 1 810-3410 REDEVELOPMENT AGENCY TOTAL SECTION 8 HOUSING 8 REDEVELOPMENT AGENCY 161 -4123 MEDlAN MAINTENANCE Mid-size Utiliiy Truck 1 501 -6310 WATER DISTRICT Micro Computers (Replacement) 2 TOTAL MEDIAN MAINTENANCE Standard Register Payment Processor Auto-feeder 1 Laptop Computer - Telemetry Control 1 DDI Pro CAD Pentium Computer System 1 Ink Jet Color Printer 1 Gas Detectors (Confined Space Use) 4 Chlorine Residual Analyzer (Maerkle Pwnp Station) 1 Ventilator (Confined Space Use) 1 Large Meter Tester (Meter Stop) 1 Emergency 125 KW Power Generator and Trailer 1 Telemetry Equipment (Replacements) 2 TOTAL WATER DISTRICT 195 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1995-96 ACCT NO DEPARTMENT ITEM DESCRlPTlON QTY COST 51 1-61 10 SANITATION Telemetry Base Unit and Equipment Various 15,000 Spare Pump (Villas, Gateshead, Woodstock Lift Stations) 1 3,800 Flow Meter (Fox Pump Station) 1 7,000 Emergency 125 KW Power Generator 1 45,000 Chain Flail Attachment (Jet Vac Truck) 1 1.200 Low Voltage Color Mini Camera (Sewer Laterals) 1 14,700 Pump (Fox Lift Station - Replacement) 1 6,000 Emergency Alarm Call Box (Replacement) 2 6,400 Pump lmpellar (La Costa Pump Station - Replacement) 1 2,600 TOTAL SANITATION 101.700 620-5220 VEHICLE REPLACEMENT Police Patrol Vehicle 8 150,000 PickupTruck - 1R Ton 3 ~,000 Pickup Truck - 314 Ton, 4x4 1 24,000 Dump Truck - Five cubic yard 1 50,m Skiploader 2 160,000 Large Riding Mower 2 40,000 Brush Mower 1 2Q000 Mobile Intensbe Care Unit (F429 - Replacement) 1 110,000 Type 1 Structural Fire Engine (F013 - Replacement) 1 280,000 Type 3 Brush Fire Engine (FO61 - Replacement) 1 170,000 TOTAL VEHICLE REPLACEMENT 1,067,000 640-1720 INFORMATION SYSTWS Ethernet Switching (Various Sies) 2 15,500 Router (Harding Center WAN) 1 2,400 Hardware Upgrades Various 5,300 MicroComputer (City Wide - Replacement) 24 m000 Micro Computer, Maclntosh (Replacement) 7 21,600 810-3410 REDEVELOPMENT AGENCY Laser Jet Printer 1 1,700 Micro Computer (Info. Sys. -- Replacement) 3 8,700 File Server (City Hall - Replacement) 1 18,000 TOTAL INFORMATION SYSTEMS 131,500 TOTAL REDEVELOPMENT AGENCY 1,700 I TOTAL SPECIAL FUNDS $1,438,700 I TOTAL ALL FUNDS $1.624.760 196 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I I I ACCT NO DEPARTMENT TRAVEL DESCRI PTlON DESTl NATION San Francisco Sacramento San Diego County SacramentolSan Jose Washington DC Sacrarnento/Wash DC Various League of CA Cies Annual Conference (3) Mayors and Council Legislative Conference (4) League of California Quarterly Dinners (15) League of CA Cies Policy Committee Meetings (6) National League of Cities Conference (2) Meetings with Legislators in State & Federal Capitals Miscellaneous Travel and Meeting Expenses I TOTAL CITY COUNCIL , 001 -1020 CITY MANAGER League of CA Cies Annual Conference (3) San Francisco CCMAfMMASC Meetings (4) San Diego Burbank CSMFO Annual Conference CSMFO Monthly Meetings Various League of CA Cies Cii Managers Conference (3) San Diego League of CA Cities Financial Mgmt Seminar Monterey ICMA Annual Conference Denver, CO Legislative Trips to State Capital (6 trips) Sacramento Legislators Meetings with Council Members Washington, DC Miscellaneous Travel and Meeting Expenses Various I I TOTAL CITY MANAGER 1 001 -1030 CITY CLERK TOTAL CITY CLERK 1 001-1210 CIlYAlTORNEY Miscellaneous Travel and Meeting Expenses Various Long Beach Unknown Unknown Chicago, IL Palm Springs N. County Various League of CA Cies Annual Conference League of CA Cies Ci Attorneys' Meeting League of CA Cies Seminar National institute of Municipal Law Officers SO County Ci Attorneys' Association (3) N. San Diego Legal Secretaries Association Meetings Miscellaneous Travel and Meeting Expenses 1 I TOTAL CITY ATTORNEY I 001-1310 FINANCE League and CSMFO Conference Attendance Various Ventura S. California San Diego Various 1 TOTAL FINANCE CA Municipal Business Tax Conference CA Municipal Business Tax Meetings Local Chapter CSMFO and CWlG Meetings Miscellaneous Travel and Meeting Expenses Unknown 00 1 - 1 320 CITY TREASURER CMTA Training Seminars (2) Muni Treasurer's Assn of US 81 Canada - '96 Annual Confernc'eSpokane, WA Muni Treasurer's Assn of US & Canada - '97 Annual Confernc'eMobile, AL LAlF Briefing Sacramento Miscellaneous Travel and Meeting Expenses I 1 I 1 Various I TOTAL CITY TREASURER 1 97 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION cc 001 -1410 PURCHASING Monthly CA Association of Public Purchasing Officers SD County Annual CAPPO Conference SD County Supe.rvisor's Academics for Buyers Various Registration for Miscellaneous Workshops Various Miscellaneous Travel and Meeting Expenses Various TOTAL PURCHASING $' 001 -1 51 0 HUMAN RESOURCES CALPELRA Annual Conference (2) Monterey, CA PRIMA Annual Conference (2) Unknown Miscellaneous Professional and Community Meetings Miscellaneous Travel and Meeting Expenses Local Various TOTAL HUMAN RESOURCES $: 001 -21 10 POLICE ADMINISTRATION California Police Chiefs' Association Conference Santa Barbara S.D. County Police Chiefs'lSheriff's Association S.D. County 1 International Association of Chiefs of Police Miami, FL FBI National Academy Associates Las Vegas, NV League of CA Cities Annual Conference San Francisco Law Enforcement Exec Development Seminar Quantico, VA (Note: Sponsored and paid for by the FBI.) Miscellaneous Travel and Meeting Expenses Various SUBTOTAL POLICE ADMIIV. 9 001 -2120 POLICE OPERATIONS Court Mileage Reimbursements S.D. County FBI National Academy Quantico, VA SUBTOTAL OPERATIONS 9 001 -2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various (incl. out of state) SUBTOTAL I NVESTl GATIO NS $ 001 -21 31 POLICE VICUNARCOTICS Miscellaneous Travel and Meeting Expenses Various (incl. out of state) TOTAL POLICE VICUNARCOTICS $ 001 -21 60 POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses S.D. County SUBTOTAL POLICE TRAFFIC TOTAL POUCE $1' 001 -2210 FIRE ADMINISTRATION California Fire Chiefs' Association Conference N. California S. California San Jose Kentucky, TN Emmitsburg, MD S.D. County California Fire Chiefs' Quarterly Meetings League of CA Cies - Adminflech Advisory Comm. International Assoc. of Fire Chiefs' Annual Conference National Fire Academy E.F.O. Symposium San Diego County Fire Chiefs Monthly Meetings SUBTOTAL FIRE ADMIN 4 001 -2220 FIRE SUPPRESSION California Fire Training Officers Workshop (4) San Jose Southern California Fire Equipment Research Meetings (2) California Regional Training Officers Classes Clark Co., NV & Phoenix, AZ S. California SUBTOTAL FIRE SUPPRESSION 4 198 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I I I I 1 I I KoKALF1RE I 1 I I I I 1 i 1 DESTINATION Pacific Grove S. California S.D. County ACCT NO DEPARTMENT TRAVEL DESCRIPTION 001 -2230 FIRE PREVENTION CA Fire Chiefs' Fire Prevention Officers' Training Workshop San Luis Obispo St. Fire Academy, Fire Sprinkler Design &Calculation CA Fire Chiefs' Fire Prevention Section Meetings (6) Fire Prev./Community Education Meetings & Workshops (20) SUBTOTAL FIRE PREVENTION S. California S. California S. California 001 -2240 FIRE EMERGENCY MEDICAL Regional One-Day Emergency Medical Seminars E.M.S. Continuing Education Seminars CA Fire Chiefs' Assn E.M.S. Section Meetings I SUBTOTAL EMERGNC'Y MEDC Emmittsburg, MD S. California S. California S. California 001 -2260 DISASTER PREPAREDNESS Emergency Management Planning (EMAT members) Regional Meetings &Workshops for EMAT members Juvenile Firesetter Intervention Training Workshop (2) Community Education Training Workshop (4) SUBTOTAL DISASTER PREP. 001 -4041 COMMUNrrY DEVEL ADMIN CALBO Conference Industry Hills League of CA Cies Annual Conference ICBO Annual Business Meeting Miscellaneous Travel and Meeting Expenses San Francisco Las Vegas, NV Various SUBTOTAL COMM DEVEL AD\ 001 -3020 GEOGRAPHIC INFO. SYSTEM ERSl/GIS User Conference Palm Springs SUBTOTALGEO. INFO. SYS San Francisco I 001 -3030 ECONOMIC DEVELOPMENT League of California Cities CALED Conference (4) Unknown Miscellaneous - In State Various Miscellaneous - Out of State Various Miscellaneous - Local Various Miscellaneous Conference Registration Various Miscellaneous Business Assistance Team Training Various SUBTOTAL ECONOMIC DEVEI 001 -34 10 ENGINEERING League of CA Cities - Public Works Conference Unknown Management Seminars San Diego Sari Diego California Construction Law San Diego Shoreline Erosion (CSBPA) Beach Erosion Committee (CSBPA) Los Angeles San Diego Professional Engineering Conferences (ASCE) Traffic Seminars Local APWA Seminar Local Miscellaneous Travel and Meeting Expenses Various I SUBTOTAL ENG I NEERl NG 199 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION cc 001 -3220 PLANNING COMMISSION Planning Commission Institute S. California SUBTOTAL PLANNING COMM. 001 -3230 PLANNING American Planning Association State Conference No. California Miscellaneous Travel and Meeting Expenses Various SUBTOTAL PLANNING 9 001 -3240 GROWTH MANAGEMENT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GROWTH MGMT. 001 -361 0 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL BUILDING INSPCT" 4 001 -341 1 HISTORIC PRESERVATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL HISTORIC PRSRVT" TOTAL COMMUNITY DEVELOPMENT $2 Santa Clara San Francisco Sacramento Various 001 -4010 LIBRARY ADMINISTRATION California Library Association Annual Conference League of CA Cities Annual Conference California Library Association Legislative Day Miscellaneous Travel and Meeting Expenses SUBTOTAL LIBRARY ADMIN. 5 001 -4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CIRCULATION 001 -4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY San Diego SUBTOTAL CENTRO 001 -4024 LIBRARY CENTRO Conference - Books in Spanish for Young Readers 001 -4030 LIBRARY CHILDREN'S SERRA Meetings - Travel and Meeting Expenses Various SUBTOTAL CHILDREN'S 001 -4040 TECHNICAL SERVICES INLM Users Group Annual Conference Monterey California Library Association Training Workshops Various SUBTOTAL TECH SERVICES 001 -4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL COLLECTION DEV. 001 -4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various SUBTOTAL MEDIA SERVICES 001 -4060 ADULT LEARNING SD Council on Literacy Annual Tutor Conference San Diego SUBTOTAL ADULT LEARNING 001-4210 CULTURAL ARTS NALAA Annual Conference St Louis, Mo. League of CA Cies Community Services Board Meetings San Francisco/Los Angeles SUBTOTAL CULTURAL ARTS 200 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I 8 I I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION 001 -4220 SISTER CITY Southern California Sister Cities Regional Conference S. California SUBTOTAL SISTER CITY TOTAL LIBRARY 001 -41 10 COMMUNITY SERVICES ADM CA Park and Recreation Society Annual Conference San Diego NATO Officers &Advisors Conference Albuquerque, NM Miscellaneous Travel and Meeting Expenses Various Personal mileage reimbursement expense Various 1 SUBTOTALCOMMTYSVCS AC I 001 -4121 PARK OPERATIONS CA Parks & Recreation Society Conference Various Seminars for Turf and Landscape Maintenance Pacific Southwest Maintenance Management School San Diego Local Lake Arrowhead SUBTOTAL PARK OPERATION! 001 -4131 RECREATION OPERATIONS Miscellaneous Travel and Meeting Expenses San Diego/Orange Count SUBTOTAL RECREATON OPEf Personal Mileage Reimbursement Expense Various I I I I I I I 8 001 -4133 AQUATICS Personal Mileage Reimbursement Expense Various SUBTOTAL AQUATICS 001 -4142 SENIOR PROGRAM Personal Mileage Reimbursement Expense Various SUBTOTAL SENIOR PROGRAh, 001 -5110 STREET MAINTENANCE Maintenance Superintendents’ Conference Visalia Various Safety Training So. California SUBTOTAL STREET MAINT 001 -5320 FACILITIES MAINTENANCE IFMA Meetings and Courses San DiegdLos Angeles San Diego/Los Angeles San Diego/Los Angeles San DiegofLos Angeles Los Angeles APWA Meetings and Courses IRWA Meetings and Courses IES Meetings and Courses Safety Training (OSHA - electrical codes) SUBTOTAL FACILITIES MAIM 001 -5410 TRAFFIC SIGNALS ITS and IMSATraining Various SUBTOTAL TRAFFIC SIGNALS TOTAL COMMUNITY SERVICES 1 I TOTAL GENERAL FUND Hearing Officer - Miscellaneous Travel & Meetings NAHRO Quarterly Training Workshops HAEDA Quarterly Information Meetings Mileage Reimbursement - Unit Inspections, other City Business Local Los Angeles Los Angeles I TOTAL SECTION 8 HOUSING 161 -4122 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses So. California I TOTAL TREE MAINTENANCE 201 1 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CC 161 -4123 MEDIAN MAINTENANCE Seminars/Works hops for Landscape Maintenance Various TOTAL MEDIAN MAINTENANCE 161 -6210 STREET LIGHTING Miscellaneous IES and ITS Seminars and Meetings So. California Cat-SLA Annual Meeting Monterey Safety Training; various seminars Various TOTAL STREET LIGHTING s 180-8101 BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses Various TOTAL BRANCH (CLSA) 181 -81 20 SENIOR GRANT Home Delivered Meals Mileage Reimbursement San Diego TOTAL SENIOR GRANT 391 -3510 BLOCK GRANT Regional Quarterly CDBG Administrators' Meetings Local Affordable Housing Program Development Meetings Los Angeles Consolidated Plan/Report Training Los Angeles Grantee Performance Report Training Los Angeles Community Housing Resource Board Monthly Meetings San Diego Fair Housing Training San Francisco Personal Mileage Reimbursement Expense Local TOTAL BLOCK GRANT s 501 -631 0 WATER DISTRICT ACWA Fall '95 Conference (2) Palm Springs ACWA Spring '96 Conference (2) Monterey AWWA Fall '95 Conference (1) Santa Clara AWA Spring '96 Conference (1) Redding AWA Engineering CAD Conference Chicago, IL ADA Conference Monterey San Diego Water Works Meetings San Diego Local P & M Meetings Local Muni Mgrnt Ass't of So Cal Miscellaneous Seminars, Mileage Expenses Various SUBTOTAL WATER DISTRICT 9 502-6310 RECLAIMED WATER Miscellaneous Seminars, Mileage Expenses Various SUBTOTAL WATER RECLAMT" $ 51 1-61 10 SANITATION California Water Pollution Control Association Sacramento Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SANITATION $ 520-6410 SOLID WASTE Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SOLID WASTE MGMT TOTAL WATER $1 1 612-1910 RISK MANAGEMENT PARSAC Board of Directors Meetings Various PARMA Conference Monterey TOTAL RISK MANAGEMENT s: 620-5210 FLEET OPERATIONS California Fire Mechanics Academy (1 week) Stockton ASE Certification Classes (4) TOTAL FLEW OPERATIONS San Diego 202 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I I 1 I I I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION 640-1720 INFORMATION SYSTEMS ERSl Arc Info Users Conference So. California Permit Users Conference (3 days) Government Technology Conference Sacramento Miscellaneous Travel and Meeting Expenses Visalia Local Various Out of Town Travel for Training I TOTAL INFORMATION SYSTEMS 810-341 0 REDEVELOPMENT OPERTN'S CA Redevelopment Association Annual Conference (3) Los Angeles Pacific SW Regional Council Professional Develpn't Conference San Diego AutoCAD LT Training (3) Local Personal Mileage Reimbursement Expense Local SUBTOTAL REDEVELOPMENT 1 813-3420 LOW/MODERATE HOUSING Nonprofit Fed. for Hsg/Comm Dev. Annual Conference San Diego San Diego Sacramento San Francisco San Francisco San Diego Tax Credit Conference - Nat'l Counc of St Hsng Agc's California Housing & Community Develmnt Dept Mtgs Affordable Housing Advisory Council Meetings California Coastal Commission Hearing Building Industry Association Annual Conference (3) I SUBTOTAL LOW/MODERATE 1 TOTAL REDEVELOPMENT I TOTAL SPECIAL FUNDS I 1 GRAND TOTAL TRAVEL I I I 1 I B I 8 I 203 CONTINUING APPROPRIATIONS 1994-95 TO 1995-96 DEPARTMENT/PURPOSE ACCOUNT # AMOUNT Citv Manaaer State of City Video 001 -1 020-2479 $ 8,000 City Picnic Supplies 001 -1 020-2660 4,000 Finance Cost Allocation Plan/Fee Study 001 -1 31 0-2479 12,000 Software - Ambulance & False Alarm Billing 001 -1 31 0-2673 8,000 Citv Clerk PBX Upgrades - Supplies 001 -1 030-2220 5,500 PBX Upgrades - Capital Equipment 001 -1 030-3900 92,500 Purchase Police Dog 001 -21 20-3900 6,700 Police - Fire Cal-OSHA Training/Equipment 001 -2220-2660 10,000 Hosp Grove Fire Hazard Abatement 001 -2250-2489 15,000 Enclineerinq BEC Sand Survey Program 001 -31 10-2479 12,000 SanDAG Traffic/Circulation Model 001-31 10-2479 25,000 Traffic Signal Design 001 -3 1 1 0-2479 5,000 Facilities Maintenance City Hall & CSD Telephone and Major Building Maintenance 001 -5320-2462 1 59,200 Computer Work Order System 001 -5320-2673 5,680 Computer Line Installation 001 -51 10-2489 20,000 Street Maintenance Brush Removal from Cannon Lake 001 -51 10-2489 10,000 Handrail Repair on Carlsbad Blvd. 001 -51 1 0-2489 4,755 Traffic Signal Projects 001 -541 0-241 4 10,350 SUBTOTAL - GENERAL FUND $41 3,685 204 1 I 1 I I I I I I I I I I I I I DEPARTMENT/PURPOSE ACCOUNT # ANYO Police Asset Forfeiture Capital equipment and special 121 -xxxx-xxxx $115 I supplies (available balance) Communitv Development Block Grant Various community projects 391 -XXXX-XXXX $58: (available balance) Gas Tax Cement Replacement, Chip Seal, Slurry Seal & Overlay 152-51 1 0-241 1 /2412 1,33; Street Light Repairs 1 61 -621 0-241 3 < Street Liahtina & Landscapina District I Assessment District Attorney Fees 161 -621 0-2474 i Library A Risk Manaaement Fleet Maintenance Library CSLA 180-81 01 -2671 ( Insurance Manual Revisions 61 2-1 91 0-2479 Two Replacement Backhoes 620-5220-3900 121 Replacement Heavy Rescue Engine 620-5220-3900 10 Replacement Fire Engine 620-5220-3900 251 Data Processing Software Upgrades and Safety Center Computer System Network Management Software 640-1 720-2673 1 I Upgrade 640-1 720-3900 SUBTOTAL - OTHER FUNDS $2,54 GRAND TOTAL - ALL FUNDS $2.95 205 CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 11 1 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to the Limitation are those considered "proceeds of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. The major change made by Proposition 111 allows the City to annually choose among the following options for calculating its Gann Limit: b b b b Population growth of Carlsbad, OR Population growth within San Diego County AND Growth in California per capita income, OR Growth in non-residential assessed valuation due to new construction in the City, The factors used to calculate the 1995-96 Limit were: b b Population growth in San Diego County, AND Growth in California per capita income. The formula is outlined below: 1994-95 Expenditure Limit $1 02,261,801 % County Population Growth 1.01 33 Growth in California per capita income X 1.0472 Net Increase Factor 1.061 2 1995-96 Limit (1 994-95 Limit X Factor) $1 0851 5,993 Current Appropriation of Proceeds of Taxes $28,537,854 The spending limit for the City of Carlsbad for 1995-96 is $1 08.5 million with appropriations of "proceeds of taxes" of $28.5 million. The result of the calculation provides the City with an operating margin of $80 million. CITY OF CARLSBAD PROPOSITION 4 SPENDING LIMIT VS. APPROPRIATION OF PROCEEDS OF TAXES MILLIONS OF DOWRS _______-. __.____- 01 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 FISCAL YEAR 0 APPROP OF TAXES SPENDING UMIT 206 I I BUDGET PROCESS The development of the Operating and Capital Budgets began in February 1995 with input 1 all departments. Budget proposals were received in the Finance Department in late Februa which time documents were reviewed for accuracy and consistency. A more complete anal of the budgets ensued, which entailed the application of the established policies to the requc The City Manager’s budget team conducted their review sf the budget in March and April, I! The team consisted of the City Manager, Assistant City Manager, Assistant to the City Mana Community Development Director, Financial Management Director, Finance Director and Buc Analyst. The budget recommended to the City Council is the result of many meetings of the Manager’s team. A City Council workshop was held on May 16, 1995 to overview and discuss the propc Capital Improvement Program. A second workshop was held on June 6, 1995 to review discuss the operating budget and revised fee schedule. These meetings were followed I public forum held on June 12, 1995 in which the public was invited to an informal presenti by the Finance department with opportunity to ask questions and comment on the 199 Budget. The final review of the budget occurred at the Public Hearing on June 20 whereir Council formally heard public comments, discussed pertinent issues and adopted the bud and fee revisions. ’ 1 I I 1 I I I 1 I I I I I I I I 207 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 restriction on the use of resources received by that fund. This report includes the transactions of all entities over which the City Council of the City of Carlsbad has authority (as defined by the Governmental Accounting Standards Board). The City's accounting system operates on a modified accrual basis for all governmental type funds. Governmental funds include the General, Special Revenue, Debt Service and Capital Projects Funds. A modified accrual system is one where (a) revenues are recognized when they are both measurable and collectable within the accounting period or soon enough after the end of the period to pay liabilities of the period; and (b) expenditures, other than principal and interest on long-term debt, are recorded when liabilities are incurred. The proprietary fund types (the Enterprise Funds and the Internal Service Funds) use the accrual method of accounting. Revenues are recognized in the period earned and expenses are recognized in the period incurred. Internal controls exist within the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established consistent with sound management practices based on the cost/benefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by City management. The internal controls in existence within the City's system are sufficient to ensure, in all material aspects, both the safety of the City's assets and the accuracy of the financial record keeping system. Budgetary control is maintained through monthly reports on all revenue and expenditure accounts as well as special reports summarizing the financial position of the City. The City Council has authority to control the budget through adoption of a formal budget at the beginning of each year and by amending the budget as necessary through the year. Expenditures should not exceed budgeted figures. All appropriations expire at the year end unless specifically carried into the new fiscal year by council actions. The Carlsbad Municipal Code requires that the Financial Management Director annually prepare a budget for the City Manager showing estimated revenues and expenditures. 2) 3) 4) 5) 208 I I I GLOSSARY Approtxiation: A specific amount of money authorized by the City Council for an approved w program or individual project. Assessed Valuation: A dollar value placed on real estate or other property by San Diego Cot as a basis for levying property taxes. Balanced Budslet: A budget in which planned expenditures do not exceed planned fu I I available. I I Beqinninq/Endinq Fund Balance: Unencumbered resources available in a fund from prior/current year after payment of the prior/current year expenses. Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investrr plus interest, by a specified future date. Budqet: An annual financial plan that identifies revenues, types and levels of services tc provided, and the amount of funds which can be spent. Carlsbad’s Operating Buc encompasses one fiscal year, as does the Capital Improvement Program appropriation. CaDital Improvement Program: A multi-year financial plan containing proposed constructia physical assets such as park, street, sewerage, and recreation facilities. This program identified all projects which are the responsibility of the City between the present to buildol Carsital Outlav: Equipment (fixed assets) with a value $500 or more and with an estimated u: life of more than one year, such as automobiles, and office furniture, which appear in Operating Budget. Cost Allocation: A method used to charge General Fund overhead costs to other funds, ! as enterprise funds and internal service funds. Debt Service: The payment of principal and interest on borrowed funds such as bonds. Department: An organizational unit comprised of programs or divisions. Examples includt Police Department, Library Department, and Human Resources Department. Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet OCCUI Enterwise Fund: A fund type established to account for the total costs of selected governmc facilities and services which are operated similar to private enterprises. These program! entirely self-supported, and include the Water and Sanitation Departments. ExDenditure: The actual spending of funds set aside by appropriation for identified good: services. - Fee: A general term used for any charge levied by government for providing a servic permitting an activity. I I I I I 1 I 1 I I I I 209 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, Community Services, 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 Manaqement Plan: A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. Growth Management Standards: Standards for acceptable service levels which have been established for eleven public facility categories. lnterfund 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, Information Systems, 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 the fiscal year. Operatinq Budget: The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Operatinq Costs: Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project. Personnel: Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. Special Revenue Funds: A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent. 21 0