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Home My WebLink About1995-06-20; City Council; 13201 Exhibit 3; 1995-96 Operating & CIP Budgets Preliminary Report~ ___._ --- ' City Clerk i--- -____ CITY OF CARLSBAD, CALIFORNIA I I 1 I I 1 I 1 1 I E E I I I I 1 I E 1995-96 PRELIMINARY BUDGET TABLE OF CONTENTS OPERATING BUDGET 1995-96 Operating Budget Overview ................................. Projected Fund Balances Revenue Estimates ............................................. Pe rsonne I Allocations General Government Citycouncil City Manager ................................................. City Clerk ................................................... City Attorney Finance ..................................................... Cash Management ............................................. Purchasing Human Resources .............................................. Worker’s Compensation .......................................... General Liability ................................................ Health Insurance ............................................... Information Systems ............................................ Miscellaneous Non-Departmental Public Safetv Police Department Summary ...................................... Administration Operations .................................................. Investigations Vice/Narcotics Juvenile Diversion ............................................. ! Property and Evidence .......................................... ! Technical Services ! D.A.R.E. .................................................... ! Communications Center ......................................... i Police Records 1 Crime Prevention .............................................. 1 Reserve Officers .............................................. 1 Traffic 1 Fire Department Summary. ....................................... I Administration.. .............................................. t Suppression t Prevention.. ................................................. t Emergency Medical Services ...................................... t Weed Abatement.. ............................................ : Disaster Preparedness : ......................................... Budget Expenditure Schedule ..................................... ........................................... ................................................. ................................................ ................................................... .................................... ................................................ I ................................................. ................................................ ! ............................................. ................................................ ..................................................... ................................................. .......................................... TABLE OF CONTENTS Page Two Developmental Services Community Development Administration ............................. 73 Geographic Information System .................................... 74 Economic Development ......................................... 75 Planning Commission ........................................... 78 Land Use Planning ............................................. 79 Growth Management ........................................... 80 Historic Preservation ........................................... 81 Building Inspection ............................................. 82 Library Department Summary ..................................... 83 .................................................. Engineering 76 Library/Culture Administration 84 Circulation 85 Reference Services 86 ................................................ .................................................. ............................................ Genealogy/Local History ......................................... 87 Centro de Informaci6n .......................................... 88 Collection Development & Acquisitions .............................. 91 ............................................. ............................................. Children’s Services 89 Technical Services 90 Media Services 92 Adult Learning 93 LaCosta Branch .............................................. 94 Cultural Arts 95 Sistercity ................................................... 97 California Library Service Act (CLSA) ................................ 98 Public Library Fund (PLF) ......................................... 99 ............................................... ................................................ ................................................. .......................................... 100 Audiovisual Insurance Community Services Community Services Department Summary ........................... Administration ............................................... 102 Park Operations .............................................. 104 Recreation Operations ......................................... 106 Recreation Fee Supported ....................................... 107 Recreation . Aquatics .......................................... 108 Recreation . Agua Hedionda Lagoon ................................ 110 111 Senior Programs ............................................. 113 Senior Nutrition ............................................. Street Maintenance ........................................... 114 Major Street maintenance ....................................... 116 Facilities Maintenance ......................................... 117 Traffic Signals ............................................... 118 Street Tree Maintenance ........................................ 119 Median Maintenance .......................................... 121 Street Lighting ............................................... 122 Buena Vista Creek Channel Maintenance ............................ 123 101 TABLE OF CONTENTS Page Three II 8 I 8 1 t 1 1 1 E I I. 8 1 8 I I Communitv Services (continued) Solid Waste Management ....................................... 1 Carlsbad Golf Course .......................................... 1 Vehicle Maintenance 1 Vehicle Replacement .......................................... 1 Housing and Redevelopment Department Summary ..................... 1 Redevelopment Operations ...................................... 1 Redevelopment Debt Service 1 ...................................... Low/Moderate Income Housing ................................... 1 Housing - Rental Assistance ..................................... 1 .......................................... Housing and Redevelopment Community Development Block Grant I Water and Sanitation .............................. Water and Sanitation Services Summary ............................ 1 Water Operations.. ........................................... 1 Water Reclamation ............................................ I Sanitation Services 1 ........................................... E CAPITAL IMPROVEMENT PROGRAM 1995-96 Capital Improvement Program Overview ...................... 1 Projected Fund Balances ........................................ 1. Revenue Estimates for 1995-96. .................................. 1 ! Budget Expenditure Schedule 1 ( Current & Future 1995-96 to Buildout Projects ........................ 1 ( Analysis of Available Balances 1' APPENDICES Capital Outlay Requests 1 I I Glossary ................................................... I! .................................... ................................... ........................................ Travel Requests .............................................. 1 I _---_________--- ..................... ------------- I----------- L,-l,,L,,,--------------- ................................ ~-------,---------------------------- I d I i I 8 8 1 1 1 H 1 1 II 2 I 1 I 1995-96 OPERATING BU I Overview The proposed 1995-96 operating budget for the City of Carlsbad totals $75.4 millic revenues for the year estimated at $74.3 million. General Fund revenue expenditures are balanced at $38.9 million. The budget message which follo! wmmarize the operating revenues, expenditures, an+ important issues facing tt in the forthcoming 1995-96 fiscal year. Discussion is focused on the General FI it contains discretionary revenues that fund the basic core of City services. This 1 not diminish the importance of the other operating funds, as they too contribute array of services available within Carlsbad. The beginning of the 1990’s marked a major change in the City of Carlsbad’s ecor and budgeting strategies. Throughout most of the 1980’s, the City had experiencing tremendous growth and a steadily increasing revenue stream. challenge at that time was to provide programs and services to keep up wi increasing demands from a growing population. Then, in 1990-91, the City began its revenues slow as a very deep recession took hold in California. Property tumbled, sales taxes dipped and development all but stopped throughout much State. The effect on Carlsbad’s revenues was dramatic especially in light of the c digit growth experienced in previous years. The State of California was also experiencing shortfalls in revenues during this tin chose to balance its budget with cities’ and other agencies’ revenues. During years 1993 and 1994, the State took over $2.5 million in property taxes from the 1 Carlsbad. This was a permanent reduction in revenues and one from which the Ci not yet recovered. As a result of the recession and the State’s raid on City func City has faced the constant dilemma of how to provide the high level of SE expected by its citizens with less and less available revenues. The 1994-95 fiscal year has brought some relief to the budget woes. Although pr taxes continue to lag, there has been a noticeable increase in development wt reflected in the development-related revenues. Also, the State has seen some pc changes in its revenues and, so far, there have been no further raids on City prc taxes or other revenues sources. However, even with the ending of the recession take the City many years to recover from the losses in the early 1990’s. As we enter fiscal year 1995-96, the City is still suffering from the effects of the fir! years of the decade. Revenues are beginning to recover but not fast enough to b to offset all the one-time sources used in the past to balance the budget - and sources are quickly disappearing. The City is continuing to utilize one-time re sources to balance the General Fund. In addition, the golf course payment is once scheduled to be paid from the General Fund balance rather than with OPE revenues. Unless there is significant growth in revenues over the next several yea1 1 e 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. Budgetary Policies An analysis of the local economy indicated that the City should expect minimal growth in revenues for 1995-96 compared to the original estimate for 1994-95, requiring expenditures to be held at current levels. In order to accomplish this goal, a base budget was established for each department which excluded any amounts carried over from previous years. Each department was given the direction to maintain the bottom- line total. In order to arrive at this goal, departments prepared their budgets within the following guidelines: b No new positions, programs or services unless specific revenue sources were indicated. 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. The managed hiring freeze will be maintained throughout the 1995-96 fiscal year. b b b b b b After budgets were submitted, the Finance Department reallocated assessments for Information Systems, Workers’ Compensation, Liability Insurance Self Insurance Funds and any adjustments to salary schedules. This approach excluded these costs from the base budget calculation, as the allocations varied significantly in some departments. The use of these guidelines resulted in a 1995-96 operating budget of $75.4 million, a decrease of $1.5 from the current 1994-95 budget. Fifteen (15) positions will not be funded in the 1995-96 budget, up from fourteen and one quarter (14.25) in the previous year. All of the unfunded positions are in General Fund programs. The Council Contingency account is budgeted at $550,000 which is down from the $1 to $2 million budgeted in pre-recessionary years. This account is available to the City Council to address unanticipated emergencies or unforseen program needs. 2 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 I I ESTl MATED 1995-96 DIFFERENCE % CH 38.9 (0.1 1 7.6 (0.2) 19.1 1.5 7.0 0.3 1.7 0.0 74.3 1.5 PROJECTED FUND 1994-95 PROPERTY TAX 10.9 SALES TAX 11 .o TRANSIENT OCCUPANCY TAX 3.1 DEVELOPMENT RELATED RMNUES 2.5 OTHER REVENUES 11.5 TOTAL GENERAL FUND REVENUE 39.0 I I ESTl MATED 1995-96 DIFFERENCE % CH 10.9 0.0 11.3 0.3 3.2 0.1 2.2 (0.3) 11.3 (0.2) 38.9 (0.1) - Throughout Carlsbad’s history, property taxes have always been the largest source of revenue for the General Fund. However, due to the permanent loss of property taxes to the State and the deflation of real estate values, property taxes are expected to fall to second place in the upcoming year. The $10.9 million projection for 1995-96 represents 28% of the total General Fund revenue and shows no increase from the 1994-95 estimate. Although property values seem to have stabilized from their downward movement over the past several years, no recovery of 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 fund. Sales taxes are estimated at $11.3 million for 1995-96, an increase of 3% or $300,000 over the projected 1 994-95 receipts. This estimate includes approximately $290,000 that is restricted to spending on public safety services under Proposition 172. Proposition 172 required that the 1 /2 cent increase in California sales taxes be deposited to newly created state and local public safety trust funds and allocated to local agencies to fund public safety services. . The next most significant General Fund revenue is the Transient Occupancy Tax which is estimated at $3.2 million for 1995-96, an increase of 3% over 1994-95 estimates. It appears that 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 expected to keep up the pace throughout 1995-96. The 1994-95 development related revenues, which include planning,’engineering and building department fees as well as construction permits and the license tax on new construction, are expected to come in approximately $870,000 higher than originally budgeted. The projections for 1995-96 show a 12% reduction in these revenues for a total combined revenue projection of $2.2 million. One other revenue source shows a significant decrease from the 1994-95 projection. lnterdepartment charges are expected to decrease by 17% or $357,000 from the 1994-95 estimate. These are amounts charged to other funds to pay for administrative services provided by the General Fund departments. A new cost allocation plan was done this year which is the basis for determining the amount charged. Due to the decreasing General Fund budget and the reorganization within some departments, the cost of administrative services charged to other departments in 1995-96 has declined. Special Revenue Fund revenues total $7.6 million which is $200,000 or 2.6% less than those projected for 1994-95. The types of functions supported within Special Revenue Funds include programs funded by specific revenue streams such as Section 8 Housing Assistance, Community Development Block Grants (CDBG), maintenance assessment districts, and Gas Tax street maintenance. The Special Revenue Fund accounting for most of the decrease in this category is the CDBG program. This program shows an decrease in revenues of $296,000 or 31 % from 1994-95 projections. This is due to the 1993-94 carryover of grant funding into the 1994-95 fiscal year. The CDBG program is 4 I 8 I 8 1 I I 1 8 I I I I 1 E I 1 I an expenditure-driven grant which means that the grant funds are not distributed after the expenditure has been incurred. Thus, it is common to receive the revem the year after the grant was actually awarded. Other changes occurring in the Special Revenue funds are seen in the mainter assessment districts. It is anticipated that there will be a rate increase in the Mc Maintenance assessment district this year resulting in an increase in the revem 1995-96 of $123,000 or 47%. The increase is needed to offset increasing costs additional mileage of medians being maintained. In addition, there may be a ch in the method of assessment for the other two maintenance assessment districts, ' and Street Lighting, causing the revenue projections to be slightly less than estin for 1994-95. The State laws governing maintenance assessment district require F noticing and hearings for any changes in the rates. Thus, information regarding . proposed adjustments will be presented to Council and the citizens as a separate rc Enterprise Fund revenue for 1995-96 is projected at $1 9.1 million, up $1.5 million or over 1994-95 estimates. Enterprise Funds are similar to a business in that rate charged to support the operations which supply the service. Examples of Carl enterprises include the water and sanitation services, and solid waste manageme Water Operations revenues show an increase of 11.2%, or $1.3 million, which re anticipated rate increases from the Metropolitan Water District and the County \ Authority for the water Carlsbad purchases for sale to users. A water rate stu currently underway and the results of the study will assist in determining the amoun nature of any necessary rate increases. Reclaimed water revenues are also projc to increase in 1995-96 by $245,000, the result of the possible water rate increasc increased sales. Sanitation operating revenues, at $4.7 million, are not expect( 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 inci of $300,000, or 4.5% over 1994-95 projections. Internal Service Funds provide sei within the City itself and include programs such as the self insurance funds for Woi Compensation and Liability Insurance, as well as Information Systems and Vc Maintenance. Departments pay for services provided by these funds. The Ini Service Fund demonstrating the largest revenue increase is the Information Sys fund, up $307,000 or 39%. The increase is necessary to cover the increased expc of the fund which are detailed later in this report. Redevelopment revenues are estimated at 1994-95 levels of $1.7 million. Th increment on property values has not exhibited any signs of growth over the past years, and is expected to remain unchanged for 1995-96. e 5 BUDGET FUND 1994-95 GENERAL FUND 39.4 SPECIAL REVENUE 9.8 ENTERPRISE 18.6 INTERNAL SERVICE 7.5 REDEVELOPMENT 1.6 TOTAL 76.9 BUDGET 1995-96 DIFFERENCE % CHANGE 38.9 (0.5) -1.3% 7.7 (2.1) -21.4% 19.5 0.9 4.8% 7.5 0.0 0.0% 12.5% 1.8 0.2 75.4 (1 -5) -2.0% I 1 I The support of General Fund programs through other funds saves the (2 Fund approximately $1.7 million in total. In the future, it may be neces: consider the General Fund as a source for funding these programs once No payment to the Golf Course fund has been included in the General budget for 1995-96. Rather, a transfer from the General Fund balance is pl in fiscal year 1994-95 in the amount of $600,000. This will prepay the G Fund obligation for the 1995-96 budget year. Capital outlay expenses totaling approximately $1 86,000 have been funded While the preceding strategies apply on a City-wide basis, there are measurable s level reductions which occur at the program level. In general, most programs anti extended response times to accomplish tasks as less staff and resources are ava No additional specific service level reductions are anticipated for the 1995-96 b year; however, previous cuts are expected to continue. These include closing the Complex for two weeks in December, and reductions to the water account in thc maintenance program which will affect the appearance of park areas. The Library Services program has eliminated photographic assistance to other departments i staff position has rotated to the reference service desk to fill in for an unfunded Lib1 The Library book budget remains at relatively low levels which will affect adult circL and reference materials. In addition to all the cuts necessitated by the recession and the State’s reallocat property taxes, the Library program has also had to absorb the costs of the Cen lnformacion program into its budget plan this year. This is a grant funded prc which was scheduled to last for five years. The middle of 1995-96 represen termination of the receipt of the grant funds, at which time General Funds will be to continue the program. Full year funding for the Centro de lnformacion has absorbed in the 1995-96 budget at an additional cost of approximately $30,000. Special Revenue Funds show a decrease in anticipated spending of approximatel) million, or 21% which is the result of reductions in a number of programs. Police Forfeiture expenditures declined due to one time spending which occurred in 19s In addition, Gas Tax spending is projected to decline as the 1994-95 budget cont: significant amount of funds carried over from the previous year to complete sche projects. The CDBG EntitlemenVRehab fund also shows a decrease due to the carr of grant funding from the 1993-94 fiscal year causing the 1994-95 fiscal year expend to be unusually high. The Street Lighting Maintenance Assessment District budget contains a decrea $346,000, or 33% and is due to the one-time costs to purchase street light fixtures SDG&E contained in the 1994-95 expenditure estimate. The only Special Revenue showing a significant increase is the Median Maintenance Assessment District wh higher by $106,000, or 39% as the result of additional medians to be maintainec b I I the budget. b 0 I 8 I I I 1 1 II i 1 I I 8 . 7 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 $250,000. 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 $121,000 and an increase in debt service of $262,000. The decrease in operations is the result of reduced lease payments, personnel costs and professional services. Lease payments are expected to drop by about $50,000 as the Agency is exercising its option to purchase one of the downtown parking lots, thereby eliminating the lease payments. Personnel costs are down as resources are shifted to other programs and a lower level of 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 well as interest on the bonds which were refunded in 1993-94. 8 I 8 8 1 I I I f I I I 8 1 I I I 8 1 1 Summary While 1995-96 represents a challenging year financially, the City will strive to mainta quality and variety of services which have come to be expected by the resident! businesses of Carlsbad. The 1995-96 budget projects a slow recovery resulting in increases to the forecasted revenues. Carlsbad’s budget still relies upon altc funding sources to insure that services continue to be available to the citizens, alth sometimes at reduced levels. These methods of balancing the budget are becc exhausted and will not necessarily be available in future years. The City is contir reviewing how it does business in order to operate more efficiently and produci However, without additional funding sources or stronger revenue growth in the futi will be necessary to reevaluate the City’s ability to offer all of its current programs \ its limited financial resources. 9 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1995-96 PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1,1995 REVENUES EXPENDITURES TRANSFERS JUNE 30,1996 1,115,400 150,000 57,120 1,208,280 HOUSING - SECTION 8 133,082 3,235,000 3,238,794 129,288 AUDIO-VISUAL INSURANCE 91,800 11 0,000 147,500 54,300 GAS TAX 2,924,600 1,350,000 1,467,900 2,806,700 TREE MAINTENANCE 41 5,720 533,200 531,290 41 7,630 MEDIAN MAINTENANCE 26,100 383,300 380,380 29,020 STREET LIGHTING 640,260 608,900 71 3,620 535,540 BUENA VISTACRK CHNL MNT 424,588 108,000 6,500 526,088 STATE GRANTS (LIBRARY) 197,700 229,000 293,200 133,500 SENIOR NUTRITION 6,090 195,900 200,998 992 CDBG ENTITLEMENT/REHAB 25,498 647,500 672,000 998 13,201,330 4,078,870 RECLAIMED WATER 360,300 1,208,700 1,203,300 365,700 SEWER OPERATIONS 3,643,500 4,672,500 4,493,260 3,822,740 SOLID WASTE MANAGEMENT 36,850 101,400 108,440 29'81 0 GOLF COURSE 600,000 0 470,000 130,000 4,104,000 13,176,200 1,245,900 755,020 1,114,500 886,420 LIABILIPISELF INSUR 1,735,900 1,004,990 1,065,360 1,675,530 HEALTH INSURANCE 1,201,700 1,805,000 1,950,000 1,056,700 VEHICLE MAINTENANCE (88,700) 1,335,000 1,291,000 (44,700) VEHICLE REPLACEMENT 3,325,200 990,000 1,093,500 3,221,700 INFORMATION SYSTEMS 625,600 1,088,500 1,070,080 (1 00,000) 544,020 OPERATIONS 7,190 78,100 523,960 450,000 11,330 DEBT SERVICE 905,960 1,275,000 1,077,600 (450,000) 653,360 LOW AND MOD INCOME HSNG 2,876,800 355,000 173,020 3,058,780 TOTAL OPERATING FUNDS $37,038,216 $74,251,210 $75,399,139 ($300,000) $35,590,287 I 10 CITY OF CARLSBAD OPERATING FUNDS I 1 8 1 I s I I I I I It I i 8 8 I 1 PROJECTED FUND BALANCES FOR FY 1994-95 UNRESERVED PRO JECTl BALANCI FUND JULY 1,1994 REVENUES EXPENDITURES TRANSFERS JUNE 30,l BALANCE ESTIMATED ESTIMATED FUND (800,l 10,457, 1,522,400 100,000 507,000 1,115,' HOUSING - SECTION 8 131,400 3,225,000 3,223,318 133,l AUDIO-VISUAL INSURANCE 121,800 1 15,000 145,000 91,< GAS TAX 2,811,600 1,360,000 1,247,000 2,924,f TREE MAINTENANCE 364,400 584,200 532,880 41 5,i MEDIAN MAINTENANCE 40,100 260,000 274,000 26,' STREET LIGHTING 986,800 660,000 1,006,540 640,; BUENA VISTA CRK CHNL MNT 31 2,700 1 15,000 3,112 424,t 197,i STATE GRANTS (LIBRARY) 260,400 207,500 SENIOR NUTRITION 2,200 195,300 270,200 191,410 e,( I CDBG ENTITLEMENT/REHAB 47,684 943,730 965,916 25,~ 3,635,600 1 1,851,100 11,382,700 4,104,( RECLAIMED WATER 131,800 963,500 735,000 360,: SEWER OPERATIONS 3,299,400 4,674,500 4,330,400 3,643,! 162,250 SOLID WASTE MANAGEMENT 69,300 129,800 GOLF COURSE 420,000 0 600,000 600,O 420,000 36,a 1,321,200 771,600 846,900 1,245,9 LIABILITY SELF INSUR 1,696,200 1,047,000 1,007,300 1,735,9 HEALTH INSURANCE 1,336,700 1,815,000 1,950,000 1,201,7 (88,7 VEHICLE MAINTENANCE VEHICLE REPLACEMENT 3,606,200 1,019,000 1,300,000 3,325,2 INFORMATION SYSTEMS 61 7,500 781,400 ?73,300 625,6 (85,700) 1,230,000 1,233,000 OPERATIONS 59,600 78,100 630,510 500,000 7,1 DEBT SERVICE 936,300 1,285,000 81 5,340 (500,000) 905,s LOW AND MOD INCOME HSNG 2,618,200 360,000 101,400 2,876,8 TOTAL OPERATING FUNDS $37,560,380 $72,763,730 $71,285,894 ($1,200,000) $37,038,2 11 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1992-93 TO 1995-96 %INCA (DEC) 1994 -95 GENERAL GOVERNMENT CITY COUNCIL CITY MANAGER CITY CLERK CITY AlTORN EY FINANCE CITYTREASURER PU RCHASl NG HUMAN RESOURCES RESEARCH OFFICE 159,883 INFORMATION SYSTEMS RISK MANAGEMENT 177,219 TOTAL GENERAL GOVERNMENT 3,753,447 3,668.058 PUBLIC SAFETY POLICE 8,591,026 8,760,470 FIRE 6,750,721 6,956,554 TOTAL PUBLIC SAFETY 15,341,749 15,747,024 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN 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 LI BRARYE U LTU RE LIBRARY 2,316,029 2,447,865 CULTURAL ARTS PROGRAM SISTER CITY PROGRAM TOTAL U BRARYEULTU RE 2,554,864 2,690,366 12 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE b I 8 I 8 I 1 I I 1 I I I 8 I It 1 1992-93 TO 1995-96 %INCR ( 1994-95 8 1992-93 1993-94 ESTIMATED PARK MAINTENANCE 1,445,853 1,583,524 RECREATION 1,535,487 1,594,578 SENIOR PROGRAMS STREET MAINTENANCE 1,809.753 1,378,169 FACl UTIES MA1 NTENAN CE 1,130,429 1,186,463 TRAFFIC SIGNAL MAINT TOTAL COMMUNITY SERVCIES 7,209,144 6,966,680 NON- DEPA RTMENTAL COMMUNITY PROMOTION BEACH PARKING COMMUNITY CONTRIBUTIONS HIRING CENTER HOSP GROVE PAYMENT AUDIT PROPERTYTAX ADMIN FEE ANIMAL REGULATION CONTRACT DUES &SUBSCRIPTIONS MISC/OPERATING TRANSFERS OUT 297,468 1,311,502 ASSESSMENT SERVICES BOND SERVICES GOLF COURSE 565,200 LEASES 130,500 TOTAL NON - DEPARTM ENTAL 2,575,187 2,832,736 I( SUBTOTAL GENERAL FUND 38,082,550 38,218,621 CONTINGENCIES TOTAL GENERALFUND 38,082,550 38,218,621 37,231.418 39,405,375 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPEN D ITURE SCHEDULE 1992-93 TO 1995-96 %INCR (DEC) 1994-95 94-95 BUD POLICE ASSET FORFEITURE HOUSING SECTION 8 2,529,978 2,796.680 AUDIO VISUAL INSURANCE GAS TAX 220,477 1,593,540 TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS (LIBRARY) SENIOR NUTRITION CDBG ENTlTLEMENT/REHAB 268,000 1,177,361 TOTAL SPECIAL REVENUE FUNDS 5,490,506 8,174,941 WATER OPERATIONS 10,008,242 1 I ,145,830 RECLAIM ED WATER SANITATION OPERATIONS 4,028,391 5.920,427 SOLID WASTE MANAGEMENT GOLF COURSE TOTAL ENTERPRISE FUNDS 14,873,362 17,814,176 WORKERS COMP SELF INSURANCE 639,500 W C Operating Transfer Out LIABILITY SELF INSURANCE 1,183,895 1,100,915 HEALTH INSURANCE 1,824,547 1,856,039 VEHICLE MAINTENANCE 1.227.137 1,267,294 VEHICLE REPLACEMENT INFORMATION SYSTEMS TOTAL INTERNAL SERVICE FUNDS 5,882,661 6,281,423 OPERATIONS DEBT SERVICE 1,619,643 1,091,749 LOW AND MOD INCOME HSNG TOTAL REDNELO PMENT 2,454,184 1.783,338 [TOTAL OPERATING FUNDS 66,783,263 72,272,498 71,535,894 76,948,657 75,399,139 -2.01% 14 CITY OF CARLSBAD OPERATING FUNDS I I 1 I 8 8 0 8 8 1 I 1 I 1 I I 1 REVENUE ESTIMATES FOR 1995-96 ACTUAL PROJECTED REVENUES TAXES PROPERTY TAX SALES TAX TRANSIENT TAX FRANCHISE TAX TRANSFER TAX 420, TOTAL TAXES 1.58% LICENSES AND PERMITS CONSTRUCTION PERMITS BUSINESS LICENSES LICENSE TAX-CONSTRUCTION OTHER LICENSES & PERMITS TOTAL LICENSES & PERMITS -9.44% (207,( STATE SUBVENTIONS VEHICLE IN-LIEU OTHER 8 TOTAL STATE SUBVENTIONS 5.63% 128,( CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES OTHER CHARGES OR FEES -5.35% (190,C TOTAL CHARGES FOR SERVICES I FINES AND FORFEITURES INTEREST INTERDEPARTMENTAL CHARGES OTHER REVENUE SOURCES 15 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1995-96 ACTUAL PROJECTED DIFFERENCE REVENUES POLICE ASSET FORFEITURE ASSET FORFEITURES INTEREST TOTAL HOUSING - SECTION 8 INTEREST FEDERAL GRANT OTHER TOTAL AUDIO-VISUAL INSURANCE INTEREST INSURANCE FEES TOTAL GAS TAX GAS TAX REVENUES INTEREST TOTAL TREE MAINTENANCE INTEREST TREE MAINTENANCE FEES I NTERDEPARTM ENTAL TOTAL MEDIAN MAINTENANCE INTEREST MEDIAN MAINTENANCE FEES MlSC REIMBURSEMENT TOTAL 16 CITY OF CARLSBAD OPERATING FUNDS I II 8 I I 8 I P I 8 8 1 I I I 1 t 1 REVENUE ESTIMATES FOR 1995-96 ACTUAL PROJECTED REVENUES INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES MlSC REIMBURSEMENT TOTAL -7.74% (51, BUENA VISTA CREEK CHNL MAINT INTEREST BUENA VISTA FEES TOTAL STATE GRANTS INTEREST GRANTS TOTAL SENIOR NUTRITION GRANTS DONATIONS TOTAL 0.31 % CDBG ENTITLEMENT/REHAB INTEREST GRANT REVENUE -31.39% (296, I TOTAL 17 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1995-96 ACTUAL PROJECTED DIFFERENCE WATER SALES 11.86% 1,067,000 READY TO SERVE CHARGES NEW ACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTY FEES INTEREST & PORTFOLIO SERVICES ENGINEERING & PLAN CHECK FEES CONNECTION FEES MISCELLANEOUS TOTAL 11.1 8% 1,325,100 RECLAIMED WATER WATER SALES READY-TO-SERVE CHARGE RECLAIMED WATER CREDITS INTEREST & PORTFOLIO SERVICES MISCELLANEOUS RElMB EXPEND TOTAL SANITATION OPERATIONS SERVICE CHARGES LATERAL CONNECTIONS PRE-TREATMENT CHARGES INTEREST & PORTFOLIO SERVICES MISCELLANEOUS TOTAL SOLID WASTE MANAGEMENT INTEREST & PORTFOLIO SERVICES GRANTS/REBATES RECYCLING FEE MISCELLANEOUS TOTAL . .. ... . .... 18 CITY OF CARLSBAD OPERATING FUNDS I I 1 8 I I I 1 I 8 1 I 8 ll i 1 1 I 8 REVENUE ESTIMATES FOR 1995-96 ACTUAL PROJECTED INTEREST & PORTFOLIO SERVICES INTERDEPARTMENTAL OTHER TOTAL -2.15% (16,: LlABl LrrY SELF- INSURANCE INTEREST & PORTFOLIO SERVICES INTERDEPARTMENTAL OTHER TOTAL -4.01% (42,l HEALTH INSURANCE INTEREST & PORTFOLIO SERVICES INTERDEPARTMENTAL RElM BU RS EMENTS TOTAL -0.55% (10) VEHICLE MAINTENANCE INTERDEPARTMENTAL MISCELLANEOUS TOTAL VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST SALE OF PROPERTY TOTAL -2.85% (29J INFORMATION SYSTEMS INTEREST & PORTFOLIO SERVICES INTERDEPARTMENTAL MISCELLANEOUS TOTAL 39.30% 307,' . . . . . . . . . . 19 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1995-96 ACTUAL PROJECTED DIFFERENCE REVENUES OPERATIONS RENTAL INCOME INTEREST & PORTFOLIO SERVICES MISCELLANEOUS TOTAL DEBT SERVICE TAX INCREMENT INTEREST & PORTFOLIO SERVICES TOTAL LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST & PORTFOLIO SERVICES MISCELLANEOUS TOTAL . .. 1 TOTAL OPERATING $73,907,108 $72,763,730 $74,251,210 2.04% $1,487,480 1 20 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 ~ :.. : .,.._ 2.. ., ., 2.. n . . . . .::.. ,:.:A:. . . . . .A. :.?A.. .A.: ..:.:.w CITY MANAGER 1 1 ASSISTANT CITYMANAGER .l f 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’ TOTAL CITY MANAGER 8 8 0 -1 1 0 ASSISTANT CITYCLERK 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 CllYAlTORNN 1 1 DEPUTY CITY A-ITORNEY 1 1 SECRETARY TO CITY ATTORNEY 1 1 ADMINISTRATIVE SECRETARY 1 1 TOTAL CITY ATTORNEY 5 5 0 . . . . . : : . . .,.,: .,. ., . . . . . . . . . . . . . ., .,. ix~~~~~:~~r~~~~~~~~ FINANCE DIRECTOR ASSISTANT FINANCE DIRECTOR SENIOR MANAGEMENT ANALYST ACCOUNTING SUPERVISOR ACCOUNTANT ACCOUNT CLERK II ACCOUNTING OFFICE ASSISTANT AUDITOR ‘TREASURER’S ASSISTANT ADMINISTRATIVE SECRETARY TOTAL FINANCE 1 1 1 2 4 2 1 1 0.75 1 1 1 2 4 2 1 1 0.75 1 i4.75 1 14.75 0 8 1 21 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 ADM I NlSTRATlVE SECRETARY 1 1 TOTAL RISK MANAGEMENT 2 2 0 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 11 1 1 TOTAL HUMAN RESOURCES 7 7 0 POLICE CHIEF 1 1 SENIOR MANAGEMENT ANALYST 1 1 ADMINISTRATIVE SECRETARY 1 1 SECRETARY 3 3 POLICE CAPTAIN 2 2 POLICE LIEUTENANT 5 5 POLICE SERGEANT 10 10 SENIOR POLICE OFFICER 21 19 -2 POLICE OFFICER 41 43 2 COMMUNICATIONS SUPERVISOR 1 1 RECORDS SUPERVISOR 1 1 COMMUNICATION OPERATOR /I 13 13 POLICE RECORDS SPECIALIST II 5 5 PROGRAMMER/OPERATOR 1 1 JUVENILE JUSTICE PROGRAM COORD 1 1 CRIME PREVENTION TECHNICIAN 1 1 POLICE SERVICES AIDE 2 2 TOTAL POLICE 110 110 0 22 1 I t 1 1 I il 8 1 II 1 I 8 I B 1 1 8 I 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 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 ADM INISTRATIVE SECRETARY 1 1 SECRETARY 1 1 TOTAL FIRE 79 79 0 1 1 SENIOR BUILDING INSPECTOR 0 2 2 BUILDING INSPECTOR II 5 2 -3 BUILDING INSPECTOR I 0 1 1 CODE ENFORCEMENT OFFICER II 1 1 CODE ENFORCEMENT OFFICER I 1 1 BUILDING TECHNICIAN II 1 0 -1 BUILDING TECHNICIAN I 0 1 1 SENIOR OFFICE SPECIALIST 1 1 OFFICE SPECIALIST II 1 1 TOTAL BUILDING INSPECTION 11 11 0 1 1 MUNICIPAL PROJECT MANAGER 1 1 ADM I NlSTRATlVE SECRETARY 1 1 OFFICE SPECIALIST I 1 1 TOTAL COMM DEV ADMINISTRATION 4 4 0 ECONOMIC DEVELOPMENT MANAGER 1 1 TOTAL ECONOMIC DEVELOPMENT 1 1 0 GEOGRAPHIC INFO SYSTEM COORD 1 1 TOTAL GEOGRAPHIC INFORMATION 1 1 0 23 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 CITY ENGINEER 1 1 ASSISTANT CITY ENGINEER 1 1 TRAFFIC ENGINEER 1 1 PRINCIPAL CIVIL ENGINEER 4 4 PRINCIPAL CONSTRUCTION INSPECTOR 1 1 SENIOR CONSTRUCTDN INSPECTOR 2 2 SENIOR ENGINEERING INSPECTOWD 2 2 CONSTRUCTION INSPECTOR I1 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 ENGiNEERlNG 41 41 0 1 1 TOTAL GROWTH MANAGEMENT 1 1 0 PLANNING DIRECTOR 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 24 I 1 t 1 1 I II 1 1 t 1 1 I I I I B 8 II 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 1 1 ASSISTANT LIBRARY DIRECTOR 1 1 MANAGEMENT ANALYST 1 1 GRAPHIC ARTIST 1 1 ACCOUNTCLERK I1 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 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST II 1 1 TOTAL LIBRARY 32.5 32.5 0 1 1 COMMUNITY ARTS COORDINATOR 1 1 ADMINISTRATIVE SECRETARY 1 1 TOTAL CULTURAL ARTS 3 3 0 ADMINISTRATION COMMUNITY SERVICES DIRECTOR 1 1 ADMIN SERVICES/PROJECTS MANAGER 1 1 SENIOR MANAGEMENT ANALYST 1 1 PARK DEVELOPMENT COORDINATOR 1 1 ADMINISTRATIVE SECRETARY 2 2 SECRETARY 1 1 OFFICE SPECIALIST II 1 0.75 -0.25 TOTAL AD MI NlSTRATlON a 7.75 -0.25 PARK MAINTENANCE PARK SUPERINTENDENT 1 1 PARK SUPERVISOR 1 1 PARK MAINTENANCE WORKER 111 5 5 PARK MAINTENANCE WORKER I1 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 25 CITYOF CARLSBAD PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND C LASS1 FICATIO N REQUEST OVER 1994-95 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1995-96 1994-95 MEDIAN MAINTENANCE PARK SUPERVISOR 0.5 0.5 PARK MAINTENANCE WORKER /I 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 1 1 SECRETARY 1 1 TOTAL SENIOR PROGRAM 3 3 0 STREET MAINTENANCE STREET MAINTENANCE SUPERINTENDENT 1 1 STREET MAINTENANCE SUPERVISOR 2 2 STREET MAINTENANCE WORKER 111 6 6 STREET MAINTENANCE WORKER II 11 11 MAINTENANCE WORKER I 3 3 TOTAL STREET MAINTENANCE 23 23 0 STREET LIGHTING ADMIN COORDINATOR - SPECIAL DISTRICTS 1 1 SENIOR ELECTRICIAN 1 1 ELECTRICIAN 1 1 ENGINEERING TECHNICIAN II 1 1 TOTAL STREET LIGHTING 4 4 0 BUILD1 NG MA1 NTENANCE BUILDING MAINT SUPERINTENDENT 1 1 BUILDING MAINT SUPERVISOR 1 1 SENIOR BUILDING MAlNT WORKER 1 1 BUILDING MAINT WORKER II 2 2 CUSTODIAN II 1 1 CUSTODIAN 9 9 TOTAL BUILDING MAINTENANCE 15 15 0 SOLID WASTE MANAGEMENT ANALYST 0.75 0.75 TOTAL SOLID WASTE 0.75 0.75 0 26 il I 1 8 1 I I I I II I I t 1 1 1 I I 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 VEHICLE MAINTENANCE FLEET SUPERINTENDENT 1 1 1 1 EQUIPMENT MECHANIC SUPERVISOR EQUIPMENT MECHANIC II 4 4 ACCOUNTING TECHNICIAN 1 1 OFFICE SPECIALIST II 1 1 TOTAL FLEET OPERATIONS 8 8 0 I 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 27 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 WATER OPERATIONS GENERAL MANAGER 1 1 DISTRICT ENGINEER 1 1 ADM I NlSTRATlVE MANAGER 1 1 OPERATIONS SUPERINTENDENT 1 1 WATER MAINTENANCE SUPERVISOR 2 2 MANAGEMENT ANALYST 1 1 ASSOCIATE ENGINEER 3 3 CONSTRUCTION/MAI NT SUPERVISOR 1 1 CONSTRUCTION/MAINT WORKER I 3 3 ENGINEERING OFFICE ASSISTANT II 1 1 ACCOUNTING SUPERVISOR 1 1 ACCOUNTING TECHNICIAN 1 1 ACCOUNT CLERK II 1 1 ACCOUNT CLERK I 1 1 ENGINEERING TECHNICIAN 111 1 1 ENGINEERING SECRETARY 1 1 EQUIPMENT OPERATOR 1 1 FACILITY MAINT LEADWORKER 1 1 METER SERVICES WORKER Ill 1 1 METER SERVICES WORKER II 3 3 METER SERVICES WORKER I 1 1 CROSS CONNECTION CONTROL TECH 1 1 SERVICE COORDINATOR 1 1 SR CONSTRUCTION/MAINT WORKER 1 1 SENIOR SYSTEMS OPERATOR 1 1 STOREKEEPER 1 1 WATER CONSERVATION SPECIALIST 1 1 SYSTEMS OPERATOR II 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 TECHNIC IAN I I 1 1 TOTAL RECLAIMED WATER 1 1 0 SANITATION MAINTENANCE SUPERINTENDENT 1 1 SANITATION SUPERVISOR 1 1 METER SERVICE WORKER II 2 2 UTILITY MAINTENANCE WORKER 111 2 2 UTILITY MAINTENANCE WORKER II 3 3 UTILITY SYSTEM OPERATOR 111 1 1 UTILITY SYSTEM OPERATOR II 1 1 OFFICE SPECIALIST I 1 1 TOTAL SANITATION 12 12 0 TOTAL CMWD 56 56 0 28 8 1 I 1 I 8 I 1 I I I 1 1 I 1 I 1 I I ClTYOF CARLSBAD PERSONNEL ALLOCATIONS FOR 1994-95 AND 1995-96 BY DEPARTMENT AND C LASS1 FIC AT1 0 N REQUEST OVER 1994-95 (UNDER) NUMBER ALLOCATED BUDGET ALLOCATED 1994-95 1995-96 0.99 0.99 0 PURCHASING 0.5 05 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 BUILD1 NG INSPECTION 0 0.13 0.1 3 LIBRARY 34.68 34.39 -0.29 PARK MAINTENANCE 2 2.5 0.5 TREE/MEDIAN/ST LGHT 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 29 30 PROGRAM: CITY COUNCIL FUND: GENERAL DEPARTMENT: CIN COUNCIL ACCT NO. 00 I 1 I I I I I I I MAINTENANCE OPERATION I WORK PROGRAM: As the legislative body of the City, the Council establishes the policies and regulatory ordinances undei the City operates. The Council has defined goals and objectives to guide the allocation of City resou meet the needs of the community through the policy development process. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Meeting Attendance: Prepare for and attend Council meetings, as well as various committee and community meetings. Respond to the needs and requests of the residents of Carlsbad, through personal contact and correspondence. 1. As the legislative body of the City, the ( establishes the policies and regulator nances under which the City operates Council has defined goals and object guide the allocation of City resources tl the needs of the community through the I development process. I SIGNIFICANT CHANGES: None. I I I I I I I 31 PROGRAM: CITY MANAGER FUND: GENERAL DEPARTMENT: CITY MANAGER ACCT NO. 001-1020 MAINTENANCE OPERATION WORK PROGRAM: The City Manager is appointed by the City Council and is responsible for operation of all City services, the provision of timely and accurate information to the Council, making recommendations regarding new policies, 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 Council. Provide quarterly fiscal updates to the Council. 1. Accomplish objectives set forth by each City department. Conduct the City in a professional and ethical manner and continue pursuing excellence based on the strategic values. Coor- dinate efforts to respond to requests for action. (Review, referral, and response.) Policv Development: Assist Council in policy development. 1. Provide accurate, timely information, develop potential policy alternatives and provide profes- sional recommendations to Council. SIGNIFICANT CHANGES: None. 32 PROGRAM: CIN CLERK FUND: GENERAL I I I I I 1 I I I I 1 I I I I 33 DEPARTMENT: CITY CLERK ACCT NO. 00 MAiNTENANCE OPERATION WORK PROGRAM: The City Clerk’s Department is responsible for performance of duties as defined in the Government Coi the Carlsbad Municipal Code, as well as for reprographics, records management activities, and the pri of minutes for 17 City Boards, Commissions, and Committees. WORKLOAD MEASURES: CY11 993 CYt1994 PROGRAM ACTIVITIES: Election Services: Serves as the City’s Election 1. Elections: Officer responsible for conducting the Municipal None 1 Geners I Elections. 1 Special Fair Political Practices Commission (FPPC) 1. Filings: Filings: Serves as City’s Filing Officer for all filings 26 Campaign 152 Campa required by the Political Reform Act of 1974. This Statements Statemi 328 Statemi includes receipt and review of Campaign State- 344 Statements ments and Statements of Economic Interest. of Economic of Ecov Interest Interest Council Meetinq Record of Proceedings: Keeps 1. Council Minutes: an accurate record of proceedings of the legislative 76 80 body as required by the Government Code. I 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 C claims filed. 56 50 2. Public Hearing Notices: 3. Ordinances Published: 47 32 SUPPO~~ 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 Industrial Development Authority. Also serves as 18 H&RComm. 13 H&RCc Recording Secretary to the Housing and Redevel- 1 Parking Auth. 1 Parking I opment Commission. 1 Building Auth. (continued) PROGRAM: CITY CLERK PAGE TWO FUND: GENERAL DEPARTMENT: CITY CLERK ACCT NO. 001-1030 PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: CY11 993 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 Agenda Bills 496 Agenda Bills City incorporation on 7-1 6-52; provide maintenance 384 Resolutions 391 Resolutions and quarterly supplement service for subscriptions 47 Ordinances 32 Ordinances to the Carlsbad Municipal Code; prepare and post 251 Documents to 250 Documents to agendas in accordance with "Brown Act" for Coun- Recorder Recorder cil, CMWD Board, and H&R Commission meetings; 182 Contracts 181 Contracts process, index, and file all Council Meeting docu- Agreements Agreements ments (agenda bills, resolutions, ordinances); 101 Subscriptions 93 Subscriptions process documents to the Recorder; and process to Municipal to Municipal 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,Commissions and Committees. and Committees. 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 Manaqement 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. 2. Storage: 122 boxes of files 131 boxes of files 10 micro boxes 10 micro boxes SIGNIFICANT CHANGES: The Information Systems Administration Division has been merged with the City Clerk Department. The decrease is due to the transfer of 1.4 positions to the Information Systems budget, and the fact that there will be no General Municipal Election held in this fiscal year. 34 I I I 1 I 1 I I I I 1 I I I 1 I 1 I 35 PROGRAM: CITY ATTORNEY FUND: GENERAL DEPARTMENT: CITY ATTORNEY ACCT NO. O( MAINTENANCE OPERATION WORK PROGRAM: The City Attorney is the Chief Legal Officer of the City, responsible for providing legal advice and represc to the City Council, Boards and Commissions, Carlsbad Municipal Water District, and other City offices i to provide services to the public as required or permitted by law. The City Attorney is also respons assisting in the administration and enforcement of laws, regulations and City programs. PROGRAM ACTIVITIES: The City Attorney provides quality legal services to the City Council, City Manager, and department he well as to the Carlsbad Municipal Water District, Parking Authority, Housing Commission, and all other and commissions. This office drafts resolutions and ordinances, and reviews ordinances, contracts, bor other legal documents. SIGN I FlCANT CHANGES: I None. PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE ACCT NO. 001-1310 MAINTENANCE OPERATION WORK PROGRAM: The Finance Department pays the expenses and collects the revenue for the City, maintains accurate and timely financial records, and provides necessary information on financial status and forecasts to the City Council, City Manager, all City departments and the public. In addition, the Finance Department is responsible for coordinating the annual budget process for both the operating budget and the capital improvement program and it participates in the creation and on-going administration of all new financing programs including fee programs and debt offerings. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Budwet Manawement: Develop an annual budget Prepare annual capital and operating budgets identifying operating and capital programs and their which include program activity and output costs for future years. measures or performance objectivestatements. Perform annual review of all City fees and pres- ent recommendations for changes to Council. Monitor and report on revenues and expendi- tures monthly to insure budgetary integrity. Assist in evaluation and formation of new dis- Issue bonds for initial capital projects when re- quired. Provide day-to-day administration of CFD and all assessment districts as required by forma- tion documents and State law. Update and present results of fiscal impact analysis of General Plan. Prepare ten year operating forecasts incor- porating various "what if" scenarios to be used in long range planning. 1. 2. 3. Assessment District/CFDAdministration: Provide financial management of 1911 and 1913/15 Act tri cts. Assessment and Mello-Roos Districts. 1. 2. 3. 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) 36 PROGRAM: FINANCE PAGl FUND: GENERAL DEPARTMENT: FINANCE ACCT NO. 00 I I 1 1 1 1 1 I I 1 I IE I I 1 1 I 1 I PROGRAM ACTIVITIES: 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 [ a more equitable tax system and to administrative burden. 2. Increase collection of receivables ti timely follow-up of delinquent accoun use of collection agency. Maintain turnaround time of 30 days to p and pay invoices. Reduce City-wide staff time for proces payables by 30%. Select and begin implementation of Provide City management and Coun timely monthly financial reports. 1. Audit 100 major retailers and busine major hotels/motels, and one major fra 2. Monitor sales tax audit contract to effectiveness. 3. Perform 3 in-house internal control rev Accounts Payable: Assemble and pay the debts of the City, including payroll. Satisfy requirements of taxing agencies. 1. 2. General Accountina and Reporting: 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. SIGNIFICANT CHANGES: None. 37 PROGRAM: CASH MANAGEMENT FUND: GENERAL DEPARTMENT: CITY TREASURER ACCT NO. 001 -1 320 MAINTENANCE OPERATION WORK PROGRAM: Perform the duties and responsibilities set forth in the California Government Code and the Carlsbad Municipal Code. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Cash Manaqement: Develop cash flow projections 1. Gather information regarding forecasted cash as accurately as possible; maintain record of receipts and disbursements from various City money coming into the treasury; ensure appropriate and external sources. balances in various checking accounts; pay money 2. Receive information of actual daily cash depos- on warrants signed by legally designated persons; its; transfer funds between various accounts to arrange for cost-effective banking relations (retail optimize earned interest. and custodial); arrange for a short-term borrowing program. 3. Develop request for bids for banking services; evaluate bids and initiate action to award con- tract; monitor adequacy of banking services; arrange for line of credit. Investment Management: 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 investment; endeavor to invest all inactive funds at all times. 2. Solicit telephone bids from financial institutions/ brokers; evaluate and effect investment; arrange for payment, delivery, and safekeeping of invest- ments; inform unsuccessful bidders of the invest- ment made. 3. Arrange for collateralization contracts as re- q u ired. Recordkeeping: Develop and maintain records for 1. Maintain data base of cash projections, invest- all investments and investment income. Verify ments, interest rates, and interest income. receipt and correctness of investments made. Reconcile bank’s report of safekeeping with data base. 2. Maintain records to insure that all interest in- come is received when due. 3. Verify accuracy of confirmations with investments made. (continued) 38 I E 1 I I 1 P li I 8 6 1 I I I I I I 39 PROGRAM: CASH MANAGEMENT PAC FUND: GENERAL DEPARTMENT: CITY TREASURER ACCT NO. 01 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Reportinq: Develop and prepare monthly and annual reports to the City Council regarding cash management and investment activities; develop investment data for the Annual Financial Report. 1. Provide City Council with timely monthly of investment activities, related to inv policy requirements. 2. Provide City Council with annual report re past fiscal year and projecting portfolio mance for next fiscal year. 3. Develop from investment data base info required for the annual audit and Annua cia1 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 Committee. 2. Review the City’s investment policy \r Investment Review Committee; develop mendations to modify; ensure complian the California Government Code. SIGNIFICANT CHANGES: 1 None. PROGRAM: PURCHASING FUND: GENERAL DEPARTMENT: PURCHASING ACCT NO. 001-1410 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: The Purchasing Department procures goods, services and equipment to meet the needs of the City’s departments and divisions. The Purchasing Department also is responsible for the mail and messenger service, records management and the disposal of surplus property. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Bids and Quotations: Request bids, quotations and proposals for supplies, services and equip- ment. 1. Update and maintain formal bid and quotation 2. Prepare and maintain Vendor’s List by commodi- 3. Maintain the minority and women-owned busi- files. ties. nesses file. Product/Service and Public Works Contracts: Provide administrative support and guidance for product/service annual contracts and public works contracts. 1. Track and renew annual product and service 2. Develop new annual contracts, as needed. 3. Maintain current Contractor’s list by classifica- 4. Develop and administer joint agency contracts. Central Stores: Provide ordering, receiving, 1. Review usage of items, make adjustments on storing and delivery of office and special supplies. slow-moving items. Add new items as needed, with emphasis on recycled products. 2. Update stores catalog semi-annually and distri- bute new catalog annually. contracts. tions. Messenqer and Mail Service: Provide twice-daily inter-departmental mail service to City facilities, and daily pick-up, posting/delivery of US. mail to City Hall. 1. Review and adjust messenger routeandservices. 2. Reduce overall postage costs for mail services, including pre-sort of first-class mail. (continued) 40 PROGRAM: PURCHASING PAGl FUND: GENERAL DEPARTMENT: PURCHASING ACCT NO. 00 I I I 1 D 1 I 1 I I I U 1 I II I 1 I PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Surplus Property: Manage the transfer and dis- posal of City property and lost/unclaimed Police property. 3. Maintain inventory of surplus City prope direct surplus property to requesting ments as it becomes available. 2. Direct disposal of surplus and lost/unc police property as needed. Records Manaqement: Manage the records 1. Review and update present policies an storage program for off-site storage. 2. Develop plan for reducing the number of r( cedures. necessary for retention. SIGN I FI CANT CHANGES: I None. 41 PROGRAM: HUMAN RESOURCES FUND: GENERAL DEPARTMENT: HUMAN RESOURCES ACCT NO. 001-1510 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Provide service to City departments for their human resources needs; administer personnel functions such as classification compensation, training, benefits, recruitment and selection; assist in attracting, developing, and retaining a competent and motivated work force. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Employment Services: Administer a merit 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 services 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- cants. Classification and Compensation: Continually review and maintain the City’s compensation and classification system. 1. Conduct any recruitment with the objective of attracting well qualified applicants for available positions. 2. Continue to review the City’s employment poli- cies to insure that they are free from artificial barriers. 1. Conduct periodic review of levels of established 2. Respond to the ongoing classification needs of compensation. the organization. Benefits: Administer and direct all the City’s comprehensive employee benefit programs. Update and modify programs as necessary. 1. Educate employees relative to their benefits. 2. Communicate and respond to questions and 3. interpret and implement legislation that affects inquiries relative to benefits. benefits. Emplovee and Organizational Development: 1. Continue to provide managerial and supervisory Provide services to the organization in the areas of training. 2. Provide training regarding the City of Carlsbad’s employee development and organizational develop- Drug Free Work Place, Nondiscrimination and ment. Anti-harassment policies. 3. Begin to develop employee programs which pro- vide for a better understanding of the values, functions, responsibilities, and benefits of employment with the City of Carlsbad. SIGN I FlCANT CHANGES: None. 42 PROGRAM: WORKERS’ COMPENSATION DEPARTMENT: RISK MANAGEMENT ACCT NO. 6’ I 1 I 1 I 1 I I li 1 I I E I 8 I 8 E FUND: SELF-INSURANCE MAINTENANCE OPERATION 8 WORK PROGRAM: The Workers’ Compensation Self-Insurance Fund is a part of the City’s Risk Management Program. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Workers’ Compensation Claims: The fund is 1. Continue to enhance communication utilized to provide payment for medical, indemnity employees, medical care providers an and defense expenses incurred as the result of party administrators. occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. SIGN I FICANT CHANGES: None. 43 PROGRAM: GENERAL LIABILITY FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT NO. 61 2-1 91 0 MAINTENANCE OPERATION WORK PROGRAM: The General Liability Self-Insurance Fund is part of the City’s Risk Management Program. 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- penses. SIGN1 Fl CANT CHANGES: Funding has been included for safety training which was previously provided by the Human Resources Department. 1. Provide necessary support to the City Attorney’s office and outside counsel. 44 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE I I I 1 E I I I 1 n D 1c I i I I DEPARTMENT: HUMAN RESOURCES ACCT NO. 61 MAINTENANCE OPERATION 1 WORK PROGRAM: This fund is used to pay health insurance premiums to Northwestern National Life. SIGNIFICANT CHANGES: I None. m 45 PROGRAM: INFORMATION SYSTEMS FUND: INTERNAL SERVICE DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640-1720 MAINTENANCE OPERATION WORK PROGRAM: Provide resources that will support departments in the performance of work tasks through automation and telecommunication services. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Computer Services: Maintain hardware and 1. Ensure that all City computers remain operation- software on all City computers, including: two al with minimum downtime. 2. Guarantee availability of hardware maintenance HP3000 mini computers (one used for general City for all the City’s mini computers, workstations, applications utilized by all departments and another micro computers and the Citywide network. 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 standard computers and the wide area network components City software and applications developed in- 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 1. Ensure that the City’s telecommunication net- and data telecommunications networks for all City work and it’s associated equipment remain facilities. This includes: all additions and modifica- 2. Provide necessary support for all telephone and 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. SIGNIFICANT CHANGES: operational with minimum downtime. data communication usage. 1. Meet the informational needs of the users. 2. Encourage the appropriate use of computers and communication technology to increase productivity. The General Fund Data Processing program has been absorbed partially into the City Clerk’s program and partially into this program. The Information Systems Director position and 40% of an Administrative Secretary are now funded by this program. In addition, all maintenance costs on the City’s telephone system have also been absorbed under this program. Capital costs are up due to City-wide network upgrades and 286 personal computer replacements. 46 I 1 1 I I 1 I 1 I I I 1 I I I I PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-PIP 1 992-93 1993-94 1994-95 1995-! ACTUAL ACTUAL BUDGET BUDGf 10-41 -2993 Community Promotion 246,205 222,702 243,902 205,0( I 10-50-2993 Community Contributions 75,000 75,000 77,300 75,0( 10-50-2490 Beach Parking 36,000 33,668 36,000 36,OC 10-51 -XXXX Hiring Center 76,498 76,967 80,000 80,OC 19-67-1922 Hosp Grove Debt Service 735,051 787,708 81 2,500 802,5C 19-90-2340 Leases (mandated & contractual) 130,500 0 0 0 19-90-2489 Animal Regulation Contract 168,224 1 10,868 125,000 140,001 19-90-2520 Dues and Subscriptions 26,008 20,973 23,000 25,001 1 19-90-2999 Contingencies (Budget request) 112,367 593,829 343,000 550,001 19-90-2198 Golf Course Contribution 565,200 0 0 0 19-90-2477 Property Tax Administration Fee 161,975 154,827 172,000 180,OOt 1 19-90-2921 Bond Service 8,185 5,432 6,500 6,50t 19-90-2479 Assessment Services 7,598 6,266 10,800 1 1,50( 1990-2471 Audit 41,275 26,823 69,754 40,OOt 47 48 PROGRAM: POLICE FUND: GEN ERAL/ASSET FORFEITURE I I DEPARTMENT: POLICE SU! 1 1 1 I a I I I I I I 1 1 I I MAINTENANCE OPERATION WORK PROGRAM: To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and wit framework of the United States Constitution to enforce the laws, preserve the peace, and provide for 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 community presentations. DARE program, and technological development. 1. Maintain a six minute or less response tirr wide for Priority One calls. I 1. Investigate and follow-up crimes and in1 reports. 1. Maintain crime prevention activities in the munity, including Neighborhood Watch 2. Maintain 2 full-time DARE officers for drug 5 education in elementary, junior high, and schools. Communitv Relations: Monitor community con- 1. Continue citizen survey program. cerns and needs, maintain positive relationship with community, and develop programs responsive to 2. Continue positive relationship with media, vide Business Liaison services, and ex1 community relations activities. I community needs. 3. Maintain Citizen "Ride-Along" program. SIGNIFICANT CHANGES: For 1995-96, separate divisions have been created for the Communications Center, Police Records, and C Prevention to better reflect functionality and enhance accountability. In addition, funding for personnel re1 to the DARE and Juvenile Diversion programs have been transferred back to the General Fund. 49 PROGRAM: ADM I N ISTRATION FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001 -21 10 MAINTENANCE OPERATION WORK PROGRAM: Develop and administer functions and programs that support the City’s and Police Department’s Statement of Values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Service Programs: grams which reduce crime, encourage citizen ment and problem analysis concepts. participation, and improve community safety. Develop and manage pro- 1. Provide staff members with program develop- 2. Request and support personnel and programs as needed to meet goals of the department. 3. Assure department’s budgetary responsibility. 1. Enroll five employees in “investment in Excel- Orqanizational Development: Assist staff with individual and group development. Division Support: Provide support to department divisions to assist with meeting goals. len ce” training . 1. Enhance resources for divisions such as mana- gement information systems, statistical analysis, and program management and analysis. Leadership: Provide department staff with the know-ledge and training necessary to carry out the department’s mission. ment of Values. 1, Enhance communications among staff and divi- sions; reinforce department’s and City’s State- SIGNIFICANT CHANGES: None. 50 PROGRAM: OPERATIONS FUND: GENERAL I I I 1 I I I I I t I I I I I 1 I DEPARTMENT: POLICE ACCT NO. 01 8 MAINTENANCE OPERATION I WORK PROGRAM: Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforce the community. Enforce laws and ordinances, preserve the peace and provide for protection of life and I: 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. Reports: Respond to calls for service. Take crime investigations of crimes and incidents. ResPonse Time: Respond to Priority One (emer- gency) calls for service in less than six minutes. 5.0 min. 4.9 min. 5.6 min. 1. Calls for Service: 64,813 60,446 54,078 1. Reports: reports, investigate crimes, and self initiate 10,755 10,116 9,355 1. Response Times: SIGN I FI CANT CHANGES: None. 51 PROGRAM: FUND: GENERAL I NVE ST1 GAT I 0 N S DEPARTMENT: POLICE ACCT NO. 001-2130 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: To provide follow up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. To provide coordination of the criminal justice process, to recover property and to process property and evidence. PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: 1992 - 1993 1994 Investigations: Investigate and follow-up on crime 1. No. of Reports: and incident reports. Case Closures: Clearance rates for FBI Index 1. Clearance Rates: crimes for: 1,455 1,217 1,530 Violent Crimes - includes homicide, rape, rob- 39% 39% 22% bery and aggravated assault.* and motor vehicle theft.* Property Crimes -includes burglary, larceny theft 12% 15% 9% Property 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 (exceptional clearance). 1. Property Recovery Rates: 48% 33% 30% SIGNIFICANT CHANGES: None. 52 PROGRAM: VICE/NARCOTICS FUND: GENERAL 1 1 1 I t I 1 1 I I I 8 B S I I 8 1 DEPARTMENT: POLICE ACCT NO. oa 1 MAINTENANCE OPERATION WORK PROGRAM: To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution o responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to ideni arrest those responsible for violations of laws concerning prostitution, gambling, liquor laws and other activities. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1992 1993 Felony and Misdemeanor Narcotics Arrests: The 1. Arrests: 131 149 arrest of suspects for felony and misdemeanor narcotics and other violations. Other Activities: Includes crime cases, citations, 1. Other: 285 119 juvenile contacts and field interviews. SIGNIFICANT CHANGES: None. 53 PROGRAM: JUVENILE DIVERSION FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2132 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: To provide juvenile diversion services and programs. PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: 1992 - 1993 - 1994 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. 294 31 9 245 SIGNIFICANT CHANGES: lncludestransfer of Personnel Program expenses previously funded through Asset Forfeiture back to the General Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. 54 PROGRAM: JUVENILE DIVERS ION FUND: ASSET FORFEITURE I 8 I t 8 1 i a 8 I I I 1 I I I I DEPARTMENT: POLICE ACCT NO. 1: t MAINTENANCE OPERATION WORK PROGRAM: To provide juvenile diversion services and programs. PROGRAM ACTIVITIES: WORKLOAD MEASURES: l! - 1992 1993 - 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 I opportunities. SIGNIFICANT CHANGES: Includes transfer of Personnel Program expenses previously funded through Asset Forfeiture back to the ( Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. 55 PROGRAM: PROPERTY AND EVIDENCE FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2133 MAINTENANCE OPERATION WORK PROGRAM: Responsible for processing, retention, disposal, and security of all property and evidence obtained or seized by Carlsbad Police. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Property and Evidence: Physically maintain and 1. Perform annual audit/inventory. accurately track all property and evidence. Disposal of Property: Return property to lawful owners; dispose of property according to law. 1. Dispose of all acquired property and evidence within three years. SIGNIFICANT CHANGES: None. 56 PROGRAM: TECHNICAL SERVICES FUND: GENERAL I I (I 1 1 I 1 I 1 1 DEPARTMENT: POLICE ACCT NO. O( 1 MAINTENANCE OPERATION WORK PROGRAM: Provide support to the Police Department in the form of training, automated systems coordination and pe recruitment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Trainincl & Personnel: Coordinate all department 1. Increased on-site training to be con training, recruit new employees, organize testing through use of satellite and interactive vid programs and conduct P.O.S.T. mandated pre- formats. 2. Recruit personnel to maintain staffing le\ employ men t investigations. Information Systems: Maintain and develop the 1. Develop and upgrade program for th department's automated programs such as CAD, system and the microcomputer network. ARJIS, and the microcomputer network. 1 SIGNIFICANT CHANGES: For the 1995-96 budget year, separate divisions have been created for the Communications Center, Records, and Crime Prevention to better reflect functionality and enhance accountability. I I I I I 1 8 57 PROGRAM: D.A. R. E. FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2141 PERSONNEL 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. SIGNIFICANT CHANGES: Includes transfer of Personnel Program expenses previouslyfunded through Asset Forfeiture back to the General Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. 58 PROGRAM: D.A. R. E. FUND: ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. li 1 1 1 1 i 1 MAINTENANCE OPERATION I WORK PROGRAM: t Assist elementary, junior high, and high school students in recognizing and resisting the pressures exe them to experiment with drugs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Student Education: Provide drug abuse preven- 1. Reach 3,000 - 4,000 students per ye: tion instruction to all Carlsbad Unified School elementary schools, 1 junior high school District schools including elementary, junior high and high schools. Communitv Education: Assist schools and par- ents with drug abuse prevention programs. 1 8 t 8 I B I 1 I 1 high school. 1. Attend parent-teacher meetings, provide shops for parents and teachers, and part in various community and school activitie I SIGN I FlCANT CHANGES: Includes transfer of Personnel Program expenses previouslyfunded through Asset Forfeiture back to the G Fund. Maintenance and Operation expenses remain Asset Forfeiture funded. 59 PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2142 MAINTENANCE OPERATION WORK PROGRAM: Provide Police and Fire Communications, including answering calls for service and dispatching, appropriate 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: 1992 1993 - 1994 64,813 60,446 54,078 SIGNIFICANT CHANGES: This new budget program transfers all expenses associated with the Communications Center previously budgeted in Technical Services and places them in a separate account to better reflect functionality and enhance accountability. 60 PROGRAM: POLICE RECORDS FUND: GENERAL 8 1 1 E I 8 1: I 8 1 8 1 1 D I 1 I DEPARTMENT: POLICE ACCT NO. O( MAINTENANCE OPERATION I WORK PROGRAM: Provide processing, filing and maintenance of all department official records. Responsible for data er the ARJIS system and for statewide reporting of crime information. Responsible for public reception, infoi 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: 1992 1993 - 1994 10,755 10,116 9,355 - I SIGNIFICANT CHANGES: This new budget program transfers all expenses associated with Police Records previously budgi Technical Services and places them in a separate account to better reflect functionality and er accountability. 61 PROGRAM: CRIME PREVENTION FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2144 MAINTENANCE OPERATION WORK PROGRAM: Present crime prevention and neighborhood watch programs throughout the City, Assist in community relations programs and oversee the False Alarm program. PROGRAM ACTIVITIES: WORKLOAD MEASURES: - 1992 - 1993 - 1994 Programs: Conduct community displays and 1. Number of Programs: programs. nla nla 153 2. Number of Displays: nfa nf a 11 3. Number of Neighborhood Watch Programs: n/a nla 54 SIGNIFICANT CHANGES: This new budget program transfers all expenses associated with crime prevention previously budgeted in Technical Services and places them in a separate account to better reflect functionality and enhance accountability . 62 PROGRAM: RESERVE OFFICERS FUND: GENERAL 1 I 8 i I I 1 8 I 8 1 1 1 I B II I I DEPARTMENT: POLICE ACCT NO. O( 1 MAINTENANCE OPERATION WORK PROGRAM: To provide support for patrol and traffic functions through the assistance of Reserve Police Officer vo 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 F Spring Faires as well as other community t 2. Assist Vice/Narcotics Unit with serving warrants and with special operations. 3. Provide assistance to detectives and officers with follow-up and special investig SIGNIFICANT CHANGES: None. 63 PROGRAM: TRAFFIC FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2160 MAINTENANCE OPERATION WORK PROGRAM: To provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. To provide accident investigation and traffic safety programs to make the streets and highways safer. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 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- traffic accidents in order to provide targeted traffic enforcement. 765 777 71 5 1. Number of Hit and Run Investigations: gations to document location, time, and cause of 62 76 119 2. Hit and Run Cases Cleared: 58% 95% 95% SIGNIFICANT CHANGES: None. 64 PROGRAM: FIRE FUND: GENERAL I 8 1 I 1 I 1 8 I I 1 I 8 I 1 I I I DEPARTMENT: FIRE SUN 1 MAINTENANCE OPERATION WORK PROGRAM: To maintain and improve an environment in which people can live healthfully and move about safely, 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 The Fire Department coordinates with other City departments and external agencies for disaster plannins providing for emergency care and a framework to assist in an orderly recovery after the emergency. SIGNIFICANT CHANGES: None. 65 PROGRAM: FUND: GENERAL AD M I N I ST RAT ION DEPARTMENT: FIRE ACCT NO. 001-2210 PERSONNEL MAINTENANCE OPERATION 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 for all 2. Facilitate team building programs for all mem- 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 under the Growth Manage- ment Program toward scheduling the relocation of Fire Stations Three and Six. 2. Participate in the San Diego County Unified Disaster Council and Hazardous Materials Re- sponse, Joint Powers Authorities. 3. Coordinate departmental information systems. 4. Participate in regional planning activities. SIGN I FI CANT CHANGES: None. 66 PROGRAM: FIRE SUPPRESSION FUND: GENERAL I 1 il 1 1 t I I 1 I 1 I I I 8 I DEPARTMENT: FIRE ACCT NO. o( I MAINTENANCE OPERATION WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly 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 f: at a high level of readiness. 2. Maintain an average response time of 5 IT or less to Priority 1 fire and medical Ci 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 per on a monthly basis. 2. Continue to develop and review standard ( ing procedures conforming to national 1 guidelines. Service: Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness. 1. Engine companies to participate in public c tion programs, special community even1 code enforcement inspections on an i basis. SIGNIFICANT CHANGES: B None. 67 PROGRAM: FIRE PREVENTION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2230 MAINTENANCE OPERATION WORK PROGRAM: Manage the potential for fire loss in the community by applying sound fire protection engineering standards to new construction, conducting fire code enforcement inspections, and providing community education programs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Fire Protection Enqineerinq: 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 plans for buildings and fire protection systems. 2. Conduct approximately 1,500 fire and life safety inspections and systems performance tests in newly constructed or improved buildings. Fire Code Enforcement: Conduct code enforce- 1. Fire Prevention Bureau staff and engine ment inspections in existing commercial and manu- company personnel to inspect 900 commercial facturing buildings. and manufacturing buildings to assure confor- mance with fire and life safety standards. 2. Provide quarterly inspection training for engine company personnel. 3. Develop and publish an inspection reference manual for use by engine company personnel. Education: Provide informative fire safety pro- 1. Provide informative programs for the public grams for the public. during Fire Prevention Week, at community events and neighborhood meetings. 2. Conduct fire safety programs in elementary schools. SIGNIFICANT CHANGES: None. 68 . PROGRAM: EMERGENCY MEDICAL SERVICES I I 1 1 I I FUND: GENERAL DEPARTMENT: FIRE ACCT NO. CM MAINTENANCE OPERATION I WORK PROGRAM: I County agencies. Provide paramedic level emergency medical care to the City, meeting or exceeding the guidelines of St# PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Response Levels: Maintain a high and safe level of safety services throughout the City. 1. Operate two paramedic ambulances, n the San Diego County criteria for paramec care. 2. Evaluate alternate delivery systems for treatment and transport. I 8 I I 8 I I I I I I Training: 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 Sta County regulatory agencies quarterly. 2. Provide technical training to all personne monthly basis. 3. Operate a Quality Improvement Program medical calls for service. SIGNIFICANT CHANGES: None. 69 PROGRAM: WEED ABATEMENT FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2250 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: Manage the threat of wildland fire by means of selective abatement of hazards on unimproved parcels and open space. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Hazard Identification: Identify property on which fire hazards exist and serve abatement notices to owners. 1. Identify all vacant parcels in hazardous condi- 2. Obtain Council declaration of Public Nuisance. 3. Mail notices to property owners. 1. Inspect all properties noticed. 2. Abate hazards not cleared by property owners. 3. Manage contractor performance and payments. 4. Obtain Council approval for enrollment of costs. 5. Submit abatement charges to County Auditor for tion. Hazard Abatement: Assure abatement of hazards identified. recovery by property tax billing. 1. Secure mitigation grant from FEMA. 2. Obtainother agency approvals of mitigation plan. 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. Hosp Grove Hazard Mitigation: Perform wildland hazard abatement on City owned property located in Hosp Grove. SIGNIFICANT CHANGES: Addition of Hosp Grove Hazard Mitigation Plan. 70 PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL I I I I I I I I 1 I I 1 DEPARTMENT: FIRE ACCT NO. Ot I MAINTENANCE OPERATION I WORK PROGRAM: To enhance the City’s ability to manage large scale emergencies and disasters by improving the erne plan, distributing emergency management responsibilities, and conducting training exercises. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Improvement of Emergency Plan: 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 1 3. Obtain Council approval. 4. Submit to State OES for review and filing 5. Re-format checklists and SOP guides. 1. Select Emergency Management Adminis 2. Provide training for team members. 3. Distribute administrative responsibilities. review. I Distribute Emergency Management Administra- tive Responsibilities: Appoint four members of Team (EMAT) members. different City departments to share the administra- tive responsibilities. Train City Employees: Train EOC staff, field 1. Conduct table top exercises for EOC staf 2. Provide emergency preparedness manu2 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. home use. 1. Develop training plan. 2. Train the trainers. 3. Conduct community training for two qua( 4. Provide training to neighborhood groups I request. I SIGNIFICANT CHANGES: None. I I 71 72 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT I I I I I 1 I 1 I I I I 1 I I I I ACCT NO. O( MAINTENANCE OPERATION I WORK PROGRAM: Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Geographic lnfor Systems and Housing and Redevelopment Departments in the implementation and fulfillment of the1 programs. Support and assist the City Manager, City Council and various City Boards and Commi! Provide a high level of communication and service to the community, service organizations, develope 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-depai tal goals and objectives. 2. Coordinate the activities of all Community opment departments at the Developmer cessing Counter. 3. Provide support and direction to all Comn Development Departmentsinvolved with acl ment of the City’s affordable housing, g management and economic development! 1. Conduct periodic meetings and workshc assist Community Development staff and vi Commissions in understanding the develor process, and pertinent laws and regulatio. 2. Encourage departmental and interdepartrr meetings which allow Community Develop staff to participate in problem identificatior resolution. 3. Act as a liaison between community orgc tions and City staff in initiating and impleme programs which provide social benefit ti local population. Communication: Facilitate increased communica- tion between City departments, the community and outside agencies. SIGNIFICANT CHANGES: 1 None. 73 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3020 MAINTENANCE OPERATION WORK PROGRAM: Continue to develop the parcel based Geographic Information System, and provide all City departments with GIS processing services. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: System Development: Continue to work with user departments to determine and plan out the use of the GIS for more effective and efficient use of geographic data. user groups. 1. Meet on a regular basis with GIS User Commit- tee to develop requirements for GIS users, and to disseminate information on GIS concepts to Database Development: Complete the develop- ment of the Citywide basemap with street center- lines and address information. data. 1. Conduct conversion activities focused on creat- ing complete coverage for the City basemap 2. Conduct a comprehensive review and edit of resulting data to insure completeness and accu- racy. Database Maintenance: Maintain the parcel 1. Keep the parcel basemap up to date with regard basemap and streetmap for changes in parcel to parcel boundary changes, splits, subdivisions, boundaries and/or assessor parcel numbers and etc. streets. Application Development: Complete the develop- ment of a basemap maintenance and development review application which will use the PERMITS development monitoring software and data base and the GIS to maintain the City basemap and monitor growth. SIGN I Fl CANT CHANGES: None. 1. Conduct acomprehensive design ofthe required functions of the maintenance applications. 2. Program the functions required into a package of software routines which will enable permit clerks to access, query and enter data into the system. 74 PROGRAM: ECONOMIC DEVELOPMENT FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. O( I I I 1 I 1 I 1 I 1 I E s I 1 I i I I MAINTENANCE OPERATION WORK PROGRAM: Plan, organize and direct, and coordinate implementation of the City’s comprehensive Economic Develc Program. Develop and evaluate economic development programs which attract new industry, busine investments to the City. Assist existing businesses and industry with growth and expansion needs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Strategic Plan: Develop and implement afive year strategic plan in accordance with City policies. 1. Coordinate development and review of year Economic Development Strategic PI; the City Council, City Manager, and departments and divisions. 2. Make advisory recommendations to th Council regarding implementation c Economic Development Strategic Plan. 3. Provide recommendations, as necessary City Council regarding policy issues whicl business growth and development. Communication: Establish and maintain communi- cation and cooperative relationships with business leaders, potential developers, organizations, private and public agencies, and the general public to promote and facilitate the implementation and execution of the Economic Development Strategic Plan. Chamber of Commerce, the San 1. Conduct Carlsbad Industrial Roundtable Fc 2. Present information on the City’s Eco Development Strategic Plan and progran variety of individuals and groups. 3. Work closely with the brokerage commun Economic Development Corporation and groups to enlist support, resolve issues coordinate and promote economic develo in the City. 4. Facilitate communication between City d ments, business, and private industry to pn business opportunities in the City and as expediting projects. SIGNIFICANT CHANGES: The Economic Development Program budget has been expanded to include afull-time staff position whic transferred from Community Development Administration. 75 PROGRAM: ENGINEERING FUND: GENERAL DEPARTMENT: ENGINEERING ACCT NO. 001 -31 10 MAINTENANCE OPERATION WORK PROGRAM: The Engineering Division provides engineering services to the public and other City departments regarding the preparation and processing of designs and construction documents. The department is also responsible for ensuring that development and public improvements are properlydesigned and constructed without jeopardizing public safety or the well being of the community. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: ADMINISTRATION Coordination Function: Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives. Administrative and Clerical Support Function: Provide administrative and clerical support to all other divisions. Management Reportinq System Function: Ensure that Management Reporting System is accurately maintained and generates all reports on schedule. Record Keeping 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 within 6 hensive engineering input to the Planning Depart- months (without EIR) or 12 months (with EIR). ment for all Land Use Development applications Process small projects within 3 months. 2. Maintain turnaround time for application com- within statutory time limits and divisional goals. pleteness review of 20 days. 1. Establish program and quarterly review process to ensure all management objectives are com- pleted within established timeframe. 1. Continue cross-training program for all depart- ment clerical staff during the 1995-96 fiscal year. 1. Develop reporting systems for managing pro- jects, setting fee schedules and development permit processing. Engineering 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 30 days for first plancheck and 14 days for subsequent planchecks. 2. Complete economic development planchecks in 21 days for first plancheck and 10 days for subsequent checks. (continued) 76 PROGRAM: ENGINEERING PAG FUND: GENERAL DEPARTMENT: ENGINEERING ACCT NO. OC I I I f I 1 1 1 1 1 I I I 1 I I 1 1 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 Investiaations: Review, analyze and report on a wide variety of traffic issues, concerns, complaints and inquiries, 1. Return all phone messages within 24 hc 2. Provide complete engineering coverage counter and make initial contact with all customers within 5 minutes of their arriv 1. Complete investigations within a timely r (2-4 weeks). Follow up on recommendati issuing work orders, proposals for CIP co ation or developer obligations. Continuincr Operations: Maintain up-to-date 1. Update speed surveys prior to expiration record of collision reports, speed surveys, traffic accordance with vehicle code; log, pin i counts and assist in maintaining optimum traffic collision reports within two weeks of re signal operations. them; conduct traffic counts on an as-r basis; and respond to traffic signal problt 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 and inspection of the City’s Capital Improvement Program. Provide safe, efficient, and economical inspection services for all projects within the City through a combined and comprehensive inspection 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 1. Complete reviews in a timely manner to rr department goals for plancheck service: vide immediate response to inter-dep: projects. Direct the design and construc public projects. Provide support and assi to clients and City departments through a ( nated Capital Program. 1. Complete inspections in a timely manner 1 quality control. SIGN I FI CANT CHANGES: A vacant Construction Inspector I1 position has been eliminated and a Management Assistant position has added to assist in various administrative and technical duties. . 77 PROGRAM: PLANNING COMMISSION FUND: GENERAL DEPARTMENT: PLANNING ACCT NO. 001-3220 MAINTENANCE OPERATION WORK PROGRAM: Advise the City Council on all matters relating to land use, growth management, and implementation of the City’s General Plan. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implementation of the General Plan: Review all development projects and long-range planning pro- grams for compliance with the General Plan. 1. Make advisory recommendations to the City Council regarding implementation and updating of the General Plan. 2. When needed, provide recommendations to the Council regarding policy issues that affect long- range planning for the City. Review of Development Proiects: Review and 1. Provide timely recommendations to the City approve/deny development projects brought before Council when the Planning Department has Commission, in compliance with all City zoning, completed its review of a development project sub-division and environmental ordinances. Pro- for compliance with the General Plan and all vide recommendations to the City Council on zoning, subdivision and environmental ordinan- projects requiring Council approval. ces. 2. Provide a forum for public input into the review of development projects. 3. Provide clear, concise findings to the City Coun- cil to support the recommendations of the Com- mission. Implementation of Growth Manaaement Plan: Review projects for compliance with Growth Man- agement Plan. pleted detailed review. 1. Provide reports to the City Council on the Local Facilities Management Plans once staff has com- 2. Review annual Capital Improvement Program (CIP) for consistency with Growth Management Plan. SIGNIFICANT CHANGES: None. 78 PROGRAM: LAND USE PLANNING FUND: GENERAL I 1 8 8 1 I I I I 1 I I DE PART M E NT: PLAN N I N G ACCT NO. OC I MAINTENANCE OPERATION 1 WORK PROGRAM: Implement the goals and policies of the City’s General Plan and ensure that all development projects t 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 U 2. Prepare annual report regarding progi General Plan. 1 implementing General Plan. Review of Development Proiects: Provide techni- cat 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 proj the City. 2. Continue to review project processing dures to establish more efficient system: 3. Implementation of updated Zone Code. 1. Continue processing the Carlsbad Ranch 2. Complete Master Plan for the Barrio. 3. Continue to address issues related to ( gered speciedhabitat management. Implementation of Growth Mananement Plan: Provide assistance to the Growth Management Division in ensuring that all development complies with the performance standards of the Growth 1. Provide on-going support to the Growth Mi ment Division for technical review of all Facilities Management Plans. 2. Assist in on-going monitoring activiti Growth Management. I Management Plan. I SIGN I FI CANT CHANGES: None. 1 1 79 PROGRAM: GROWTH MANAGEMENT FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3240 MAINTENANCE OPERATION WORK PROGRAM: Implement, monitor and update the City’s Growth Management Program. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Preparation and Implementation of Local Facili- ties Manaqement 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. Monitorinq: 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 with Finance Department on Mello-Roos District, Zone Financing Plans, Fiscal Impact of the General Plan, and the Capital improvement Program. Public Information: Provide Growth Management information to the public and staff. 1. Review and process Local Facilities Management 2. Process amendment to Zone 13 (Carlsbad Plans for Zones 10, 17, 23, and 25. Ranch) Local Facilities Management Plan. 1. Distribute monthly status report. 1. Process Financing Plans for Zones 14, 15, and 18. 1. Meet regularly with Planning and Engineering staff to answer questions on implementation of Growth Management requirements. SIGNIFICANT CHANGES: None. 80 . PROGRAM: H 1 ST OR IC PRESERVATION I 1 1 E li 1 E 1 ! 1 II I 1 I 8 FUND: GENERAL I DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 01 1 MAINTENANCE OPERATION WORK PROGRAM: To provide for the protection, preservation, recognition and enhancement of the City’s existing and cor heritage. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Historic Preservation Education: Participate in 1. Continue to distribute the informational I and promote public education pertaining to historic areas and sites. vation brochure. Develop community activities and progr 2. 1 promote historic preservation. Plaque Program: Recognize historic sites by 1. The Historic Preservation Commission H identifying various sites with numbered plaques that uate criteria for identification of historic ! will eventually be part of a historical tour. be considered for the plaque program Review of Environmental Documents: Review the The Historic Preservation Commission I EIR Cultural Resource Reports. in an advisory capacity to staff in the re\ development plans affecting historic res( as required by CEQA. 1. SIGNIFICANT CHANGES: I: None. 81 PROGRAM: BUILDING INSPECTION FUND: GENERAL DEPARTMENT: BUILDING INSPECTION ACCT NO. 001 -361 0 MAINTENANCE OPERATION WORK PROGRAM: Provide support to the public through timely response to citizen inquiries, the issuance of building permits, field inspections, plancheck services, and enforcing City codes and regulations. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Building 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 hours. 2. Provide cross-training for field inspectors and front office personnel to improve technical expertise at the counter and flexibility for counter staff coverage. 3. Maintain Building Department coverage of the front counter at all times. 4. Respond to citizen inquiries as they occur. 5. Continue to provide development assistance to new and expanding businesses through the City’s Business Assistance Program. 6. Review processing procedures and front counter operations to improve efficiency and customer service, and quality control. Buildins Inspection: Provide field inspection and code enforcement for all building construction and non-conforming uses. 1. Provide opportunities to attend technical semi- nars and training for all inspection personnel to enhance their knowledge of construction and related codes. 2. Conduct field inspection of residential, commer- cial and industrial projects ensuring compliance with the City’s adopted building codes. 3. Respond to citizen inquiries in a timely manner. 4. Conduct pre-construction meetings with con- 5. Complete the development of an improved Code 6. Provide proactive code enforcement of City tractors to clarify requirements. Enforcement record keeping system. standards, codes, and ordinances. SIGN I FI CANT CHANGES: None. 82 PROGRAM: LIBRARY FUND: VARIOUS 1 i DEPARTMENT: LIBRARY SUI 8 I I 1 1 1. I I I I 1 I I I I 1 MAINTENANCE OPERATION 1 WORK PROGRAM: The Carlsbad City Library provides educational, informational, and recreational services for all con residents; provides both print and non-print resources that respond to the interests and needs of a population; provides convenient access and adequate space for users and resources; and promotes i awareness of the library and its services. The library contributes to the enrichment of Carlsbad’s citi; supporting lifelong learning and the pursuit of knowledge. SIGNIFICANT CHANGES: The Centro program, which reaches out to Hispanic families in Carlsbad’s downtown neighborhood, i? fully incorporated into the library budget after five years of federal grant funding. 83 PROGRAM: ADM IN STRATI ON FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 0014010 MAINTENANCE OPERATION WORK PROGRAM: Provide leadership for the library and its ten divisions; plan for the growth of resources and facilities; manage all budget and fiscal matters; and coordinate relations with local and State government, the Library Board, the ‘ Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Budpet Preparation and Fund Accounting: 1. Refine automated fund accounting and on-order Prepare department budget; process invoices, information. 2. Monitor and distribute up-to-date account bal- warrants and requisitions; monitor expenditures; maintain fiscal records. Stratepic 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 two 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 Management: 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. SIGNIFICANT CHANGES: None. a4 PROGRAM: CIRCULATION SERVICES FUND: GENERAL I I I t 1 1 I 1 i I I I I I I I I DEPARTMENT: LIBRARY ACCT NO. o( 1 MAINTENANCE OPERATION WORK PROGRAM: The Circulation Division assists the public with check-in and check-out of library materials, both print ai print; maintains patron records; registers new borrowers; responds to in-person and telephoned circ questions; directs calls to appropriate divisions; shelves adult books and AV materials; recruits and sur volunteers; delivers and returns both print and non-print items for homebound patrons; registers pati Braille Institute Library; and circulates Braille talking books and talking book machines. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991-92 1992-93 199( General Circulation: Check-out and check-in all 1. 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 items from Branch, Centro, and Main libraries; process and track incomplete and overdue items; rent audiovisu- al equipment. Patron Maintenance: 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,d 11,158 10,807 1 O,! 2. Patron Modifications: 27,576 26,008 29,l 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,f SIGNIFICANT CHANGES: 1 None. 85 PROGRAM: REFERENCE SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4022 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 1993-94 --- General Reference Services: Respond to in- 1. 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. Interlibrary Loan: Send to and receive from other libraries requests for books, microfilm, and photo- copies. 1,498 1,720 - 1,457 Periodicals: Manage a collection of 503 maga- 1. Periodical Requests: zines and 45 newspapers, and related backfiles. Online Services: Provide public instruction in the 1. Online Searches: use of self-service computer data bases. Continue to index the Carlsbad Journa//Sun and Blade- Citizen using computer software. 68,083 75,345 79,844 1. Interlibrary Loans: 60,793 74,964 79,102 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 INTERNET for refer- ence services. 3. Offer public access to the INTERNET by the end of 1995. SIGNIFICANT CHANGES: None. 86 . PROGRAM: G EN EALOGY/LOCAL HISTORY I I 1 1 I 1 I I I I 1 I I I 8 1 FUND: GENERAL ACCT NO. M 1 DEPARTMENT: LIBRARY 1 MAINTENANCE OPERATION 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 ca of 42,000 volumes. It is a collection of excellence that draws researchers from all over Southern Cali1 PROGRAM ACT WIT1 ES: 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. a PERFORMANCE OBJECTIVES: 2. Process 14,000 inquiries. 3. Plan and hold orientations for visiting gr Coordination with NSDCGS: The North San Diego County Genealogical Society has acted as a support group for this collection for 17 years. This division will coordinate with and assist NSDCGS with fund raisers, acquisition of materials, program planning, and training of researchers. SIGNIFICANT CHANGES: None. 1. Develop bimonthly training classes for 2. Plan and assist with six major fund raise 3. Advise a NSDCGS committee on selec materials for proper collection developm ning genealogists. 87 PROGRAM: CENTRO DE INFORMACION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4024 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: The Centro de lnformacion 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 Centro de Informacion 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. Proqramming: 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. SIGNIFICANT 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. Individual Patron Visits: 5,170 10,138 17,761 1,400 2,452 4,199 * 8 months only: Nov. 1991 - June 1992 88 PROGRAM: CHILDREN’S SERVICES FUND: GENERAL I I 1 I I I I I I I 8 1 I I I 8 I DEPARTMENT: LIBRARY ACCT NO. 01 MAINTENANCE OPERATION WORK PROGRAM: The Children’s Library serves children from preschool through Junior High and introduces young peopl wonders of reading. The Division provides library skills classes, group tours, reading incentive prograr activities that educate or encourage creativity. The Division also assists teachers and adult stud education, child development and children’s literature. 1 PROGRAM ACTIVITIES: WORKLOAD MEASURES: General Reference Services: Respond to in- 1. Reference Questions: person and telephone questions, provide reader’s 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. 1991 -92 1992-93 1993-94 --- advisory, library skills instruction, group tours, and 26,628 21,120 22,293 200,685 230,034 232,939 7,638* 7,511 8,945 * Programs now held in library where spac attendance. Registration now required. PERFORMANCE OBJECTIVES: 1. Visit all Carlsbad schools and present pra at least once a year. 2. Present at least 12 children’s progran month. I SIGNIFICANT CHANGES: None. 89 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: WOR KLOAD M EASU R ES: 1991 -92 1992-93 1993-94 -- Processing: Catalogs and processes both pur- chased items and gifts. Repairs damaged materials and arranges for binding and rebinding. 18,452 16,903 17,567 1. Items Cataloged and Processed: 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: 11,836 12,941 10,507 PERFORMANCE OBJECTIVES: 1. To ensure system availability (up time) at least 2. To conduct two training sessions for staff follow- Circulation System 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. SIGN I FI CANT CHANGES: None. 90 PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. OC I 8 1 1 1 I 8 I I I I I 1 I I 1 I 1 MAINTENANCE OPERATION I WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and mol materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Planning: Develop plans for the collection of materials. opment profiles. Budgeting: Prepare division and library-wide 1. Track material accounts by major subjec materials budgets; monitor expenditures for depart- ment and materials. Coordinate Selection of Materials: Coordinate selection and ordering of print and non-print materi- als. SIGN I FI CANT CHANGES: None. 1. Review and update the library’s collectior 2. Track vendor discounts. 1. Coordinate selection and ordering of a 10,000 new print and non-print materials 91 PROGRAM: MEDIA SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 0014052 MAINTENANCE OPERATION WORK PROGRAM: Media Services provides a wide range of professional media production services in support of all City departments and their communications needs. Services include photographic, video, audio, publication illustration, sync-slide shows, and developing and maintaining locally relevant stock image collections. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Public Information Media: Produce City related photographic, video, and audio information for dis- tribution to newspapers, magazines, local publica- tions, radio, TV stations. lmaqe Research & Development: Develop and maintain a fully indexed City image retrieval and storage system for slides, prints, negatives, video, and audio. Media Production Development: Provide audio, video, and photographic media services for the 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. SIGNIFICANT 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. 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. 92 - PROGRAM: ADULT LEARNING PROGRAM I I 1 I I I 1 I 1 I i I I I I 1[ FUND: GENERAL I DEPARTMENT: LIB WARY ACCT NO. 01 8 MAINTENANCE OPERATION WORK PROGRAM: The Adult Learning Program is the library’s adult literacy service. The program provides free, rnultidirnf learning experiences that enable English-speaking adults to develop basic literary skills for independent learning and decision making. The program provides literary services that support positive self-esteem application of new literacy skills in daily life, at work, and in the community. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1991 -92 1992-93 1993-94 --- Individual Assessment and Planning: The pro- 1. Learners Assessed for Skills at Entry: gram conducts a thorough assessment of each adult learner’s literacy skills and develops an appropriate individual learning plan. 70 72 68 Literacv Skill Development: The program 1. Matches of Learners with Tutors (one-to provides a variety of learning experiences- including one-to-one tutoring, computer-assisted instruction, and small-group study-which are 2. Learners Studying: appropriate for each adult learner’s skill needs in basic reading, writing, math, critical thinking, and general knowledge. 84 106 82 145 136 133 3. Volunteer Tutors Instructing: 131 128 113 4. Instructional Hours Completed: 3,689 4,847 4,505 SIGN I FlCANT CHANGES: I None. 93 PROGRAM: LA COSTA BRANCH FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4070 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 ACTlVlTl ES: WORKLOAD MEASURES: -- 1 991 -92 1 992-93 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. Programming: 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 Management: Manage Branch Library, 1. Schedule and supervise staff. staff, volunteers, collection, and facility. Maintain awareness of community. 2. Hire and train new staff. 3. Prepare monthly narrative and non-print media collection. 4. Actively maintain a current topical print and non- print media collection. 5. Maintain a safe and efficient facility. 6. Survey the needs of and interact with the mem- bers of the community. SIGNIFICANT CHANGES: None. 94 PROGRAM: CULTURAL ARTS FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. O[ I I I I I 1 I I I i II u I B I I II i MAINTENANCE OPERATION WORK PROGRAM: Implement the goals and policies of the City’s General Plan to plan, develop and promote the visi performing arts and create a climate which encourages cultural and artistic development in Carlsbad. 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implement Arts Prourams: 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 artwc - 1-5 corridor - landscape/art proposal - Complete site inventory 2. Provide educational opportunities and events for all citizens: - Visiting Artists Series (two artists/art gr community residencies) - Festejando a las Madrecitas - Provide arts programming in the : when possible - Four week artdreading summer cam1 3. Continue performing arts programming: - Jazz concerts (nine concerts in threc rants) - Labor Day Weekend concert Program. 4. Coordinate YES TO ART, Youth at R Develop the Arts: Continue to develop the Arts Program through strategic planning, education, grants and active pursuit of private funding. 1. Develop and strengthen the arts organi and provide cultural opportunities with allocations ($1 3,000). 2. Implement and incorporate task force into the Cultural Plan according to the lished priorities and available funding. 3. Submit grant applications to State and I funding agencies when applicable and i local funding support for appropriate prc 1. Facilitate development of cultural facilities Support Cultural Facilities: lined in the Cultural Plan. (continued) 95 PROGRAM: CULTURAL ARTS PAGE TWO FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4210 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Communitv and External Relations: Maintain close contact with arts organizations, civic clubs, City departments and the Arts Associates. 1. Information Services: Produce a monthly news- letter/calendar, send information to artists and others on opportunities for development. Pro- vide resource information to the schools and produce ARTS BRAG. 2. Meet regularly with the Chamber of Commerce’s Education Committee, Tourism Advisory Council, Arts Associates, and other arts/civic organiza- tions. SIGNIFICANT CHANGES: None. 96 PROGRAM: SISTER CITY FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. o( 8 I 1 3 I 1 I I I I 8 I I i 1 I I 8 MAINTENANCE OPERATION 1 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Proararn Coordination: Coordinate Sister City Pro- gram. 1. Arrange and conduct visits by one (1) I delegation and various othervisiting dele$ 2. Coordinate ongoing arts and culture ex( projects. 3. Coordinate committee programs includir raisers, festivals, and scholarship exchan grams. SIGN I FI CANT CHANGES: One-third of the Sister City budget has been incorporated into the Cultural Arts budget to better reflect sp patterns. 97 PROGRAM: FUND: STATE GRANT CALIFORNIA LIBRARY SERVICES ACT (CLSA) DEPARTMENT: LIBRARY ACCT NO. 180-8101 MAINTENANCE OPERATION WORK PROGRAM: Projected reimbursements and unappropriated carryover from the California State Library to the City for loans of materials to non-residents. Payment is based on a reciprocal usage formula. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Administration: Reimbursements and carryover are used to assist in the cost of library operations. 1. State 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. 98 . PROGRAM: PUBLIC LIBRARY FUND (PLF) 1 1 I I I 1 I I I I i i I 1 I I I I ACCT NO. It FUND: STATE GRANT DEPARTMENT: LIBRARY MAINTENANCE OPERATION WORK PROGRAM: The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions pi they meet the maintenance of effort requirement (no cuts in general fund support from the previous fisc; PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Various Special Proiects I 1. Grant funds will be used primarily as of General Fund. Water and bindery accoL offset for 1995-96. SIGNIFICANT CHANGES: None. 99 PROGRAM: AUDIOVISUAL INSURANCE FUND: AV 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 ACTlVlTl ES: PERFORMANCE OBJECTIVES: Collection Development: Evaluate, select, and order new and replacement audiovisual materials. 1. Select, order, and process at least 2,000 new audiovisual materials and at least 800 new video- tapes. SIGNIFICANT CHANGES: None. 100 I I 1 I I I I I II I 1 1 i I I I I I 101 PROGRAM: COMMUNITY SERVICES FUND: VARIOUS DEPARTMENT: COMMUNITY SERVICES SUI MAINTENANCE OPERATION WORK PROGRAM: Beginning in 1994 the City of Carlsbad formed a Community Services Department in an effort to bette human resources throughout the organization and to provide more effective and efficient service to citi the community. The Community Services Department combines the services of the former Utiliti Maintenance Department and Parks and Recreation Department, including Senior Programs. The City of Carlsbad’s Community Services Department receives guidance and support from the City Ma office and City Council. In addition, the Department and the City Council rely upon the recommendatior advisory capacity from the Parks and Recreation Commission and the Senior Commission as they review relative to each Commission’s field of expertise. Divisions and Programs which constitute the Community Services Department are: b Parks Operations b Fleet Operations b Recreation Operation b Solid Waste Management b Fee Supported Recreation b Assessment Funding Programs b Aquatics e Street Tree Maintenance b Agua Hedionda Lagoon e Median Maintenance b Senior Programs b Facilities Management e Buena Vista Channel b Street Maintenance b Carlsbad Golf Course I e Street Lighting PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -41 10 MAINTENANCE OPERATION WORK PROGRAM: To provide guidance, direction and administrative support for the future planning and current operation of park and recreational facilities, senior facilities and programming, street maintenance, solid waste management, 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 Carlsbad 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. Budget Management: Coordinate the preparation I. Prepare departmental budget. of all division budgets and ensure that all budgets comply with City policies, procedures, and Council goals and objectives. 2. Track personnel evaluation to ensure timely 3. Monitor 1,000 hour limit for part-time staff. completion. 2. Monitor and evaluate expenditures and revenue enhancement opportunities; maintain fiscal records. 3. Coordinate departmental purchases. 1. Manage contracts in a timely manner. 2. Prepare contracts pertaining to community services, including refuse collection, recycling, graffiti control, tree trimming, median mainte- nance, street sweeping, and recreational pro- gram classes contracts. Contract Services: Implement, supervise and coordinate contractually provided services. (continued) 102 PROGRAM: ADM IN I STRATI 0 N PAG FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. OC I I I 1 I I I I I 1 I I I I I I 1 I I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Trainina 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 request$ 2. Distribute current safety information to c 3. Conduct regular safety meetings and 4. Conduct quarterly staff meetings for supe 5. Conduct informational staff meetings employees a minimum of once per year Park Acquisition and Development: Ensure ade- 1. Monitor and implement existing park quate park acquisition and development in order to ments. 2. Coordinate park development plans b meet the park performance standards as identified City departments, park development arc in the Growth Management Program. Provide commissions, and community residents additional park enhancement development projects where appropriate. 3. Coordinate development plans for the PC Park site. ees. tions. Maintain Contemporary Park Facilities and 1. Prepare and present relevant issuesfor cc Recreation/Senior Proqrams ation by the Parks and Recreation Comi and Senior Commission at monthly me€ 2. Provide staff support for Commission SI mittees addressing park and open spacc and recreation and senior programs. 3. Provide staff support for developmer municipal golf course. Franchise Administration: Maintain the most beneficial agreements for the City. 1. Update and improve all City franchises t mize the service and return to the City. SIGN I FI CANT CHANGES: This fiscal year, allocation of salaries for specific positions have been proportionately distributed to Asse Funding programs to more adequately reflect actual time spent performing work-related responsibilitie Office Specialist I1 position has been transferred to the Fleet Division and the remaining Office Spe position has been reduced to 3/4 time. 103 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 ACTlVlTl ES: 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. ao 75 75 2. Landscape Acreage Maintained: 128 128 128 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) 104 PROGRAM: PARK OPERATIONS PAG FUND: GENERAL I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 00141; 1 I I 1 11 11 1: I E I 1 I I 11 I I I 1 I PROGRAM ACTlVlTl ES: Court/Field/Tot Lot Maintenance (continued): WORKLOAD MEASURES : 1993-94 1994-95 1995-91 --- 4. Basketball Courts Maintained: 11 11 1 5. Soccer Fields Maintained: lrriqation Maintenance: Maintain all landscape 1. Irrigation Measures/No. of Controllers: 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- 2. Irrigation Measures/No. of Valves: trouble shooting and now minimal data 1,066 1,066 1 ,lo( 1. Number of Acres: activities to City owned open space and areas of 452 452 45; 1 ment. Miscellaneous Maintenance/Repair and Special Request: 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. s SIGN I FlCANT CHANGES: This year the Parks Division has the added maintenance responsibility for the new north beach area batt- and Aviara Oaks fields. 105 PROGRAM: RECREATION OPERATIONS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0014131 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. 106 . PROGRAM: RECREATION FEE SUPPORTED N I I I 1 I 1 1 I I I I I 1 I 1 1 FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0 MAINTENANCE OPERATION WORK PROGRAM: The Recreation Fee Supported budget section provides comprehensive opportunitiesfor meeting the ne interests of the community through fee-supported programs on a 60% self-sustaining basis. PROGRAM ACTIVITIES: 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 qualified contract instructors at various sites in Carlsbad. Daytrippers: Offers both one day and multi-day 1. Daytrippers: trips for adults. A trained Tour Guide assists those on the trip to enjoy social and cultural events in Southern California. Sports Programs: Provides a variety of seasonal 1. Youth Sports/Camps: # teams 80 89 sports, coaching, and competition including adult # participants 1,500 1,600 slow-pitch softball, basketball, track and field, and volleyball. # spectators 11,200 11,500 # conducted 950 1,130 # enrolled 13,000 13,400 # trips conducted 37 36 # participants 1,270 965 2. Adult Sports: # teams 288 276 # participants 4,340 4,220 1 # spectators 30,000 30,000 Special EventslAfter-School Proarams: Offers a 1. Special Events: variety of special events for youth, teens and adults 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 a high percentage of Recreation Division programs including youth basketball, Triathlon and special events. SIGNIFICANT CHANGES: # events 20 20 # participants 10,260 1 1,410 # volunteers 61 0 630 # hours 6,050 6,250 I None. 107 PROGRAM: RECREATION - AQUATICS DEPARTMENT: COM M U N IN SERVICES ACCT NO. 0014133 FUND: GENERAL MAINTENANCE OPERATION 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 ACTlVlTl ES: WORKLOAD MEASURES: Projected 1992-93* 1993-94 1994-95 --- LessonsPraininq: Provi nstruction in swimming 1. Instructional Lessons: skills for all ages and a es; provide education and training to the general public and City employ- ees in first-aid, cardiopulmonary resuscitation (CPR), and basic rescue skills; serve as a North County certification/training site for men and wom- en who wish to qualify for employment at Carlsbad Swim Complex or similar pools. Fun and Fitness: Provide opportunities for recrea- tional swimming and fitness lap swimming. Lane/Hours 2,103 1,861 2,000 Classes Conducted 193 21 2 235 Participation: Resident 1,139 1,245 1,300 Non-Resident 371 276 300 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 183 245 240 Participation 1,209 1,444 1,400 Competitive Swim Proqrams: Provide opportuni- ties for competitive swim instruction and coached workouts for youth and adults as a contract service; coordinate and schedule high school use of the pool for boys’ and girls’ swim teams and water polo activities. 1. Carlsbad Swim Master: Lane/Hours 3,929 4,360 4,200 Participation 10,899 12,601 12,350 2. North Coast Aauatics: Lane/Hours 4,115 5,173 5,000 Participation 12,062 13,959 13,000 (continued) 108 PROGRAM: RECREATION - AQUATICS PAG FUND: GENERAL DEPARTMENT: COM M U NlTY SERVICES ACCT NO. O( I I I 1 f 1 I’ 8 i 1 I 1 I I I 1 1 I PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: Proje 3. Carlsbad HinhSchoolSwim &Water Polo Lane/Hours 2,458 2,602 2 1 Participation 4,513 6,075 6 1992-93* 1993-94 199 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 have resulted ir week closure during the month of December and a reduction of hourly operation for an additional tw period during December. 109 PROGRAM: FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4134 RECREATION - AGUA HEDIONDA LAGOON 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 ACTIVITIES: WORKLOAD M EASU R ES: --~ 1992-93 1993-94 1994-95 Permits: Issue annual lagoon use permits. Verify 1. Applications: 455 440 420 340 350 and monitor DMV registration. Observe and docu- 2. Annual Permits: 350 ment boating traffic and use activity. 3. Daily Permits: 93 81 70 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 FlCANT CHANGES: None. 110 PROGRAM: SENIOR PROGRAMS FUND: GENERAL I I I I I 1 I U 1 I i I I R 1 I 1 DEPARTMENT: COMM U NlN SERVICES ACCT NO. 01 I MAINTENANCE OPERATION WORK PROGRAM: Provide a broad range of activities/services designed to address the many needs and varied inti Carlsbad’s older adults. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Personal Assistance: Plan, coordinate and sched- ule activities/services intended to assist Seniors in maintain independent lifestyles. 1. Schedule a no cost/low cost health SCI intended to educate Seniors and detect p health risks (Le., skin cancer, glaucoma, tes, blood pressure, hearing, etc.). 2. Arrange for the ongoing provision of p management services (legal assistanc preparation, insurance counseling, p counseling, and drivers training). 3. Provide information and referral on othc munity services and resources available 1 adults. 4. Increase Seniors’ exposure and knowle services/programs which foster their in1 dence, such as utilizing public transpo utilizing the library’s computerized car( logue, 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 1 attractions. 2. Offer a wide variety of opportunities for d with diverse interests (i.e., classes in at- cise, and languages; lectures in financiz ning, travel, etc.; and dances, discussion 5 1 and cards and games). (continued) 111 PROGRAM: SENIOR PROGRAMS PAGE TWO FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4142 PROGRAM ACTlVlTl 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: crease revenues. Develop a strategy to in- 1. Where feasible, develop a reasonable fee struc- ture for activities which require administrative support 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. 112 . PROGRAM: SENIORS I I I I 1 1 8 8 1 t 1 I I It I I FUND: SENIOR NUTRITION DEPARTMENT: COMMUNITY SERVICES ACCT NO. 181-8118 THRU 11 E MAINTENANCE OPERATION 1 WORK PROGRAM: Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 6 of age and older. PROGRAM ACTIVITIES: WORKLOAD MEASURES: -- 1993-94 1994-95 1 Noon Lunch: Provide a nutritionally balanced noon 1. Hot Meals: 35,396 35,396 : 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 ' 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 li appointments, and shopping. SIGN I FlCANT CHANGES: None. 113 PROGRAM: STREET MAINTENANCE FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5110/6210 MAINTENANCE OPERATION WORK PROGRAM: The Street Maintenance Division’s major program is Street and Roadside Maintenance, scheduled to provide maximum safety for traffic and pedestrians who travel throughout the City of Carlsbad. This area of responsibility encompasses a variety of different maintenance activities. These activities are categorized into seven (7) maintenance programs described below: PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Roadside Maintenance: Roadside Maintenance 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). Drainage System Maintenance: Maintain, clean 1. Annually schedulethecleaning 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 of 20,105 lineal feet of open drainage channel. Work will be scheduled from August through October. Street Sweepinq 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) 114 PROGRAM: STREET MAINTENANCE PAG FUND: GENERAL I I I 1 8 E I 1 I I I E I I 8 I 1 DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-51' PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: City Sian Maintenance (continued): 3. Timely response to Traffic Engineerin orders. 4. Annually conduct visual and reflectivity 1 1,449 warning and 3,159 regulatory s insure proper and safe signage througt I City. 5. Maintain all traffic control devices u construction, repair and emergencies. 1. Several methods of asphalt repair appl are used to apply 4,000 tons of asphalt a (funded by Gas Tax): Skin Patching, Uti Repair, Leveling with Asphalt, and Base R 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. Traffic Safety Pavement Striping Program: 1. Annually refresh striping on 225 pass rr Ensure proper delineation and direction for safe "prime" roadways, 166 pass miles on passage on City streets. Maintain and refresh all roadways, 128 pass miles on "secondap line strips, crosswalks, pavement messages, col- ways, and 53 pass miles on "residentia ored curb and City facilities parking areas. Re- ways. 2. Annually refresh 189 crosswalks, in1 spond to Traffic Engineering work orders and special requests from various City departments. 3. Annually refresh 3,000 pavement markin 4. Annually refresh 15,000 linear feet out of 5. Refresh City facilities parking areas, as n 6. Respond in a timely manner to work orde Traffic Engineering and special reques various City Departments. school crossings. linear feet colored curbs. Miscellaneous Maintenance and Repair Program: Monitor unscheduled work activities that the Street Division performs annually; this program accounts 1. Emergency response, citizen's complaints patrol, safety and training, special eveni seawall cleaning. I for 6,600 staff hours. SIGNIFICANT CHANGES: Five street maintenance positions have been shifted to the Gas Tax fund in order to better utilize thc available from gas tax revenues. 115 PROGRAM: MAJOR STREET MAINTENANCE FUND: GAS TAX DEPARTMENT: COMMUNITY SERVICES ACCT NO. 15261 10 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 11,175 curb miles of Carlsbad streets. 1. Sweep all residential streets one time per month. 2. Sweep all downtown village streets one time per 3. Sweep all commercial and major arterial streets week. one time per month. Cement Repairs: 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. Annually repair and replace 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 FICANT 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. 116 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL I t I 1 1 I 1 I I I 1 I I t I I I DEPARTMENT: COMM UN IN SERVICES ACCT NO. o( MAINTENANCE OPERATION WORK PROGRAM: Maintain City facilities to provide safe and attractive buildings for the City to conduct its business and PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: 0 services to the community. 1985-86* 1994-95 1995-96 Building 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 liability. 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-Ho 83,822 246,176 184,447 2. Total Custodial Space Maintained (Contr 14,058 23,875 85,700 Contract Maintenance: Prepare and administer contracts for all building maintenance services (i.e. HVAC, plumbing, electrical), construction projects, and custodial services. Propertv Manaqement: Negotiate, prepare and 1. Total Leased Space: administer acquisition and reserve leases by City. Act as liaison with property owners to ensure 1. Total Custodial Space Maintained (Other ’ 21,108 63,581 63,581 n/a 19,680 19,680 * Base Year - Prior to City Facilities Expansi I facilities meet City requirements. SIGNIFICANT CHANGES: Two Custodian positions were unfunded last year and contract services expanded to include the comi centers. Major building maintenance projects included in the 1995-96 budget are: continuation I rehabilitation program ($60,000), implementation of carpet replacement program ($30,000), and Carrillo F paint restoration ($10,000) for a total of $100,000. 117 PROGRAM: TRAFFIC SIGNALS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -541 0 MAINTENANCE OPERATION WORK PROGRAM: Coordinate maintenance program for 64 signalized intersections at the beginning of FY 1995-96. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 1995-96* Operations: Perform plan 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. CalTrans Owned and Maintained Signals: 7 9 9 3. City Owned and CalTrans Maintained: 4 4 4 4. Total Signals within the City: 72 77 84 Administration: Administer traffic signal mainte- nance agreement. * Projected SIGNIFICANT CHANGES: None. 118 . PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT I 8 I I I I I E 8 I I t I I I 1 I I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1( MAINTENANCE OPERATION WORM PROGRAM: The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open spacc and trees at all City facilities. PROGRAM ACTIVITIES: WORKLOAD MEASURES: l! 1. No. of Work Orders/Citizen Requests Com 529 586 1992-93 1993-94 - 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 50+ 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: 129 67 Contractual Tree Maintenance: Provides an on going program for contracting, administering and overseeing Street Tree maintenance program beyond the scope of this division. Weed Abatement: This program involves the treat- ment of undeveloped right-of-way and open space areas for weed growth removal. The activities include herbicide application, and cultural practices to eliminate weed growth. How Grove Maintenance: Program currently in- volves quarterly maintenance of Hosp Grove. Work consists of clean-up, recruiting volunteer and grant assistance and removing hazardous trees. 1. No. of Trees Pruned: 125 121 1. No. of Right-of-way Miles Treated/Mainta 55 55 2. No. Gallons of Mixed Herbicide Applied: 1,950 2,400 2, 1. No. of Probation Hours: 0 0 2. No. of Volunteer/CCC Hours: 0 0 3. No. of Regular Hours: 48 1,600 I m (continued) 119 PROGRAM: STREET TREE MAINTENANCE PAGE TWO DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161-4122 FUND: MAINTENANCE ASSESSMENT PROGRAM ACTIVITIES: Miscellaneous Maintenance: Currently the Tree division performs 600 hours of miscellaneous work consisting of installation of Christmas decorations, flags and banners for Spring/Fall Faire, Christmas Tree recycling, assistance with Spring clean-up, various work for other departments and assistance with community volunteer programs. SIGN1 FlCANT CHANGES: A reduction in the Trees budget is due to a change in the allocation of administrative services to reflect changing workloads. 120 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT 1 I 1 1 1 I I D I I I 1 I i I I I I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1f MAINTENANCE OPERATION 1 WORK PROGRAM: Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment Lanl improvement areas. PROGRAM ACTlVlTl ES: WORKLOAD MEASURES: 1993-94 1994-95 1995-1 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 1. Acres Maintained: going program for contracting, administering and overseeing median maintenance for 20+ 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, pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance, and related duties with the Street- cape improvements. 1. Acres Maintained: 47 48 50 26 32 42 1. Acres Maintained: 7.5 8 10 SIGN1 FICANT CHANGES: Increased budget reflects additional water, contractual costs and irrigation maintenance for all new r properties. The new areas of responsibility include the following: 1) 1-5 interchange at Palomar Airpol and Poinsettia, 2) Tamarack Streetscape, 3) Completion of Carlsbad Village Drive Streetscape, 4) El C Real new medians south of Faraday and at La Costa Resort, 5) Palomar Airport Road Improvements ec west of El Camino Real, and 6) El Camino Real between College and Kelly Drive. In addition, an incrc personnel reflects the allocation of administrative costs to this program. 121 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161 -621 0 MAINTENANCE OPERATION WORK PROGRAM: Update and maintain City street lighting system. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 1995-96* Maintenance and Operations: 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- tems. 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: 663 681 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 49 1 772 * 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 from construction. 122 PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT 1 I I 1 I 1 II I I t 1 I I I li I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 11 MAINTENANCE OPERATION I WORK PROGRAM: The Buena Vista Channel Maintenance District was created to ensure that adequate monies would be cc to administer and maintain the Buena Vista Creek from Jefferson to South Vista Way. Property owr assessed annually an accumulated total of $100,000. The monies are placed in a fund to cover the c major dredging of the Creek, which could occur every four years. I PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Administration: Administer the Buena Vista Chan- ne1 Maintenance District. 1. Process annual City Council resolution tc the annual Benefit Assessment for the Vista Channel Maintenance District. 2. Monitor the progress and scope of wc the contractor in coordination with the Qceanside. 8 SIGNIFICANT CHANGES: The Community Services Department will continue the administration of the assessment district, howe Engineering Department will now manage the operations program including all related maintenance co and required environmental clearances/permits. 123 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 520-6410 MAINTENANCE OPERATION 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- 1. Ensure compliance with mandates of SRRE and tion and Recycling Element (SRRE) and Household HHWE by timely implementation of programs. 2. Prepare annual Solid Waste Enterprise Fund Hazardous Waste Element (HHWE). Coordinate Budget. activities with County-wide Technical Advisory Committee. Prepare and submit reports and documents as required. 3. Review/comment on relevant legislation and regulations. 4. Attend meetings as necessary. 1. Provide staff support to regional groups as 2. Review and update the refuse/recyclables 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. Reviewhpdate Municipal Code. 5. Attend meetings as necessary. 1. Research and apply for appropriate grant oppor- tunities. 2. Coordinate and monitor recycling programs in conjunction with the City’s hauler. 3. Implement office paper recycling to Carlsbad businesses in accordance with County Technical Assistance Program Grant guidelines. 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. Recycling/Diversion: Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional recycling meetings and coordinate City efforts with other agencies. (continued) 124 PROGRAM: SOLID WASTE MANAGEMENT PAGt 1 DEPARTMENT: COMMUNITY SERVICES ACCT NO. 521 i FUND: SOLID WASTE ENTERPRISE I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 4. Serve as liaison to outside agencies, Cil and public on recycling issues. 5. Evaluate and implement new recycling/di\ programs as appropriate, i.e., mixed collection. Recvclinq/Diversion (continuedl 1 I 1 I I 8. R I e 0 I I I I t 6. Keep abreast of recycling trends. 1. Administer and monitor the Yard Waste ( 2. Keep abreast of composting 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 Wasfeh’nc times per year 2. Prepare correspondence, press release$ brochures for all new solid waste prograr 3. Continue recycling and anti-litter presentati schools and community groups. 4. Prepare Spanish language materials. 5. Develop and distribute household haza 6. Coordinate efforts with hauler and/or Composting: 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. 1 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 Recvcling: Coordinate the recycling pro- gram of materials collected at City facilities. 1. Monitor in-house recycling program. 2. Add materials to in-house recycling progri appropriate. Litter: Provide for litter collection services in 1. Fund the Honor Camp Crews which will COI conjunction with the Streets division. to be administered by the Streets division Recvclinn Market Development: Support efforts to develop local markets for recycled materials. Represent City on North County Recycling Market Development Zone. SIGNIFICANT CHANGES : - 1. Attend meetings as necessary. 2. Keep abreast of market trends. The three-quarter position was not filled until late in 1994-95 resulting in the use of temporary services. 1995-96 budget reflects full salary for the position. 125 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 ACTIVITIES: 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 Property: 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 of 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 designdbuilds or a private company designs/builds/operates). 1. 2. 3. Process RFQ. 4. Developer selection. (continued) 126 PROGRAM: CARLSBAD GOLF COURSE PAG FUND: ENTERPRISE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 57 I I 8 1 1 I 1 0 8 I I I I I I I 8 I PROGRAM ACTIVlTl ES: PERFORMANCE OBJECTIVES: Proiect Processing: Begin environmental process- ing through USF&W, CDF&G, Coastal Commission. 1. 2. 3. Preparation, review and analysis of prc golf course plan*. Retain environmental consultant and F EIR. Applications to Resource Agencies fr mits*. A portion or all of these objectives n performed by the private developer. * SIGNIFICANT CHANGES: Land was purchased for the golf course in 1994-95. Operating expenses now include amounts for payr assessment district charges and land management. 1 127 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5210 MAINTENANCE OPERATION WORK PROGRAM: Fleet Operations is a rental agency within the City which provides vehicles and equipment to the various departments. Fees developed on a cost recovery basis generate revenues to operate this division. The rental fleet is comprised of 215 vehicles and 129 other pieces of equipment. PROGRAM ACTIVITIES: WORKLOAD M EASU RES: FY 93/94 FY 94/95 FY 95/96 lactual) lestimate) lproiected) 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: 5. Vendor Repairs: 6. Emergency Road Repairs: 650 750 670 260 280 250 76 40 30 Auto Parts: Secure needed items for the mainte- nance and repair of the fleet through cooperative buying with other cities or through State Net Dis- count; provide a perpetual inventory and automati- 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- 203,218 230,000 230,000 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. SIGN I Fl CANT CHANGES: 1. Parts Items in Inventory: 2. Dollar Amount in Inventory: 14,772 16,000 16,500 1. 2. Gallons of Fuel Used - City: Gallons of Fuel Used - Other: 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. 128 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE I I I 1 1 I I 1 I 8 I I I 8 1 8 I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 62 MAINTENANCE OPERATION I WORK PROGRAM: Accumulate funds on a routine basis for the orderly replacement of the motorized rental fleet. This incluc determination of the economic life of individual units, the development of proper specifications to suit needs, the outfitting of units before being placed into service, and replaced units being prepared for i PROGRAM ACTIVITIES: WORKLOAD M EASU RES: FY93/94 N 94/95 FY 95 jactual) jestimatel lproiec Fund Maintenance: Calculate future acquisition 1. Vehicleslequipment acquired: costs for units in the rental fleet and establish an average replacement charge by vehicle class. Specification Writing: Write specifications for the 1. Vehicles/equipment disposed: purchase of replacement units combining the needs of the users and economic reality of the City. Purchase and Disposal: In a cooperative effort 1. Total Units in Fleet: with the Purchasing Department buy replacement units after bid assessment and arrange for the auction of old units. 22 65 21 32 59 21 338 344 344 I SIGN I FI CANT CHANGES: None. 129 130 0 t i I 1 1 I i I 1 1 1 I 1 B I I I I PROGRAM: HOUSING AND REDEVELOPMENT FUND: VARIOUS DEPARTMENT: HOUSING AND REDEVELOPMENT sun PERSONNEL MAINTENANCE OPERATION 131 PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810-3410 MAINTENANCE OPERATION WORK PROGRAM: To redefine and develop innovative programs that promote and increase economic development and revitalize the Redevelopment Project Area. PROGRAM 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 Commission. 3. Coordinate with City Planning Department on efforts to implement Master Plan and Implemen- tation Strategy. Development of Downtown Villaqe 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 m: 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 Improve- ment and Alternative Signage Design Assistance Program. (continued) 132 PROGRAM: REDEVELOPMENT OPERATIONS PAG FUND: REDEVELOPMENT AGENCY 8 DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 81 II 1 PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Redevelopment Proiect Area Economic Develop- ment (continued): 3. Continue targeted outreach to new bus and developers, and encourage at least t new businesses to locate into the dol Village area. 4. Design and begin construction on the Rc Street Beautification Project; Carlsbad Drive to Walnut Avenue. 1 II I t Community Awareness and Public Relations Pro- 1. Continue community awareness and ram: Continue community awareness and public relations activities on behalf of the Red relations activities. ment Agency with the Carlsbad Village Bl Association. 2. Continue community awareness and relations activities with the County and N development of a Village Transit Cente I the Village area. I SIGNIFICANT CHANGES: 0.25 FTE Senior Management Analyst, 0.50 RE Administrative Secretary and 0.25 Office Specialist transferred out of this budget as their time will need to be spent more on various Housing project! upcoming year. In addition, annual property lease payments are reduced by $52,200 due to the A! purchase of a previously leased public parking lot site. I 8 il 1 1 I I 8 8 1 133 PROGRAM: REDEVELOPMENT DEBT SERVICE FUND: REDEVELOPMENT DEBT SERVICE DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 814-1965/3410 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 ACTlVlTl ES: 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. Propertv Tax Administration Charges: Process payment to San Diego County for administration and collection of property taxes on behalf of Agen- cy. 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. 134 PROGRAM: LOW/MODERATE INCOME HOUSING FUND: REDEVELOP M ENT AGENCY 1 I 8 1 1 I I 1 II I I 1 I R 8 I 1 I DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 8' MAINTEN AN CE 0 PERATION t WORK PROGRAM: To develop innovative programs that will promote and develop projects to increase the number of affl housing units throughout the City of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Affordable Housing Proiect Processinu 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 d community. Affordable Housing Projects Coordination: Assist in structure and implementation of affordable housing projects. with interested developers. 1. Identify possible projects. 2. Conduct initial general information met 3. Conduct preliminary reviews in coordinatic 4. Process formal Application from develop 5. Prepare agendas and reports as appropr review by the City's Planning Comm Housing Commission and/or City Council, ing L? Redevelopment Commission. Planning Department. Affordable Housing Education Program: Direct 1. Provideaffordable housing updatesfor prt educational programs for citizens, businesses and tion at quarterly City Council Quadrant Me 2. Attend training workshops and seminars government agencies interested in affordable housing. 3. Conduct general information meeting interested citizens. (continued) 135 PROGRAM: LOW/MODERATE INCOME HOUSING PAGE TWO DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 813-3420 FUND: REDEVELOPMENT AGENCY PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: First Time Home Buver Prowam: Continue ad- 1. Continue administration of the City’s participation rn i n istrati on and development of program. in the Regional Mortgage Credit Certificate 2. Develop and implement a Secondary Financing (MCC) Program to assist ten families. Program. SIGNIFICANT 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. 136 ' PROGRAM: RENTAL ASSISTANCE 8 8 1 1 I 1 I 8 II I 8 I I B I 1 1 FUND: HUD SECTION 8 HOUSING 1 DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 131-331 MAINTENANCE OPERATION WORK PROGRAM: Provide access for very low income persons to adequate housing within an affordable rental rangi Carlsbad Housing Authority is committed to provide decent, safe and sanitary housing to those ident very-low income in the categories of elderly, handicapped and disabled, and "families" as defined unc Department of Housing and Urban Development (HUD) criteria. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES Section 8 Rental Assistance Program: Continue 1. Intake: Take applications from waiting administration of HUD Voucher and Certificate qualify applicants for Voucher or Ce Rental Assistance Programs. rental assistance program. 2. Certifications: Process waiting list tc Vouchers and Certificates 100% leased- 3. Inspections: Ensure that housing unit! meet HUD housing quality standards. 4. Recertifications: Continue annual proce: existing tenants to ensure their complian housing program criteria. 1. Administer outreach and participant SE activities. 2. Conduct participant orientation and assessments. 3. Establish Contracts of Participation to goals to be achieved by participants. 4. Assist participants with supportive . providers. 5 Develop and implement a FSS Revolvin! Program to provide financial assistar participants to remove those barriers to e ment, education and/or self-sufficiency exist due to immediate and temporary finance. Family Self-Sufficiencv Proqram: Continue administration of HUD-mandated Family Self Suffi- ciency (FSS) Program for existing Section 8 Rental Assistance participants. SIGN I Fl CANT CHANGES: 8 None. 137 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT/REHABILITATlON ACCT NO. DEPARTMENT: HOUSING AND REDEVELOPMENT 135-351 0/391-1821 THRU 3799 MAINTENANCE OPERATION GRAND TOTAL WORK PROGRAM: To develop and monitor a program of projects/services which benefit low-to-moderate income households within the community. PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES: Proiect Development: Ensure the development of projects/services which meet the guidelines set forth for CDBG funding by the U.S. Department of Housing and Urban Development (HUD). 1. Conduct public meetings/hearings to solicit and approve proposed projects for CDBG program. 2. Prepare guidelines that assist the public and staff to develop viable projects that meet HUD criteria. 3. Meet with citizens, community groups, consul- tants, contractors and other City staff members to develop projects. Proiect Monitoring: 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 Fl CANT CHANGES: 0.25 FTE Administrative Secretary position was transferred into this budget. 138 WATER AND SANITATION i PROGRAM: WATER AND SANITATION SERVICES FUND: VARIOUS I I DEPARTMENT: WATER DISTRICT su 1 8 I I I I B I I I I I I I 1 I 1 1 MAINTENANCE OPERATION 139 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 501-6310 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: To provide potable water and service to the customers of the City and District. This program provides administration, billing, meter reading, operations, maintenance, engineering, public information and water conservation. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination with Other Departments and Agen- m: 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 Programs: 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, City Council, Committees, Commissions and other agencies. 3. Continue school programs in conjunction with San Diego County Water Authority and Metropolitan Water District. 4. Maintain awareness of Carlsbad Water Ethic through activities during Water Awareness Month, public appearances at community and school fairs, and distribution of information. Engineering: Develop and continuously update 1. Update District Atlas sheets as needed. 2. Maintain plan check turn around time of 10 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) 140 . PROGRAM: WATER OPERATIONS PAGl FUND: WATER ENTERPRISE DEPARTMENT: WATER Dl STR ICT ACCT NO. 50 I 1 I I I 8 I I I 1 1 I I I I I 1 I I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: System Maintenance and Repair: Perform com- plete preventative maintenance on the water facili- 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 Reading: Perform monthly reading of more than 17,500 meters. Water Billing: Maintain a high level of customer service while continuing to get water bills out on time. Implement water billing upgrade equipment to increase efficiency and customer service. SIGNIFICANT CHANGES: 1. Maintain all valves and other appurtenan 2. Repair all leaks with minimal shut down ti 24 hours notice. 1. Maintenance of 800 meters per month. 1. Produce and mail monthly bills to over 2. Process over 17,000 payments per mont customers. A new line item, MWD/CWA Ready-to-Serve charge, has been added to reflect a new charge that assessed to the Water District by the Metropolitan Water District and the Water Authority. 141 PROGRAM: WATER RECLAMATION FUND: RECLAMATION ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 502-6310 MAINTENANCE OPERATION WORK PROGRAM: To maintain one pump station, one 1.25 million gallon reservoir, 7 miles of reclaimed water lines, and 60 reclaimed water meters. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Pump Station Maintenance: Preventive mainte- 1. Continuefrequencyof preventive maintenance to nance of one (1) lift station. Lift station will be 2. Convert to automated preventive maintenance 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. Engineering: Develop and continuously update 1. 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. System 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. 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. 142 PROGRAM: SANITATION SERVICES FUND: SANITATION ENTERPRISE I 1 I 1 I I I I I I I I I I I I I I DEPARTMENT: WATER DISTRICT ACCT NO. 51 PERSONNEL MAINTENANCE OPERATION WORK PROGRAM: To maintain approximately 11 3 miles of City owned sanitary sewer collection mains, 36 miles of sewer laterals, 13 City owned lift stations, and the payment for operation of Encina Waste Water Treatment F 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 presiure cleaning of mains to eliminate stoppages. Two (2) staff members are required to perform this task. 1. Continue frequency of preventive mainten 2. Convert to automated preventive mainti assure continuous operation. system. 1. Schedule preventive maintenance as pri 2. Condition rating of televised mains to by lV inspection and records. and prioritize critical pipes. Engineering: Develop and continuously update 1. Update atlas sheets as needed on comf 2. Maintain plan check turn around time at 1 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. improvement projects designed by outside engi- neers. System Maintenance and ReDair: 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 for trackin! sizes and depths of mains are needed for a preven- problems. Identify sources of inflow and tive maintenance program. N inspections of sewer tion. Streamline annual cleaning and ins mains to identify problem areas. Two (2) staff record keeping. Continue 6 year rehab 1. Daily, weekly, monthly preventive mainten 2. Clean all stop up lines with minimal dama ensure operation of all facilities. 24 hour notice. I members are required to perform this operation. program. SIGN I FlCANT CHANGES: None. 143 144 I I I I I I I ) I I 1 1 I I I I I I 1995-96 CAPITAL IMPROVEMENT PRO( INTRODUCTION The City of Carlsbad Capital Improvement Program (CIP) is a planning document incorporates the current budget for capital projects with future planned revenue expenditures. The 1995-96 Capital Improvement Program totals $22.8 million, a decrease million from the 1994-95 adopted budget of $51 million. Projected revenues for the l! program total $24.1 million and are down by $25.8 million from the 1994-95 estimates. The 96 revenues and expenditures are lower because of Port of Los Angeles funds received in 95 for the Batiquitos Lagoon Enhancement project. Carlsbad’s revenues are showing signs of economic recovery, with the most noti1 improvement in revenues related to the building industry. development revenues have increased significantly from last year. Current year capital re\ collected as the result of new residential and commercial/industriaI development are near1 the 1994-95 CIP estimates. The 1995-96 budget was prepared with cautious optimism. PI continue to be built in phases over several years while other projects are deferred to future This report and the accompanying CIP documents and schedules reflect the actions ta 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 bc the amount of funds that can be spent on projects and the amount of growth has bc apparent. For the past few years, development slowed and revenues also declined. revenues in turn impacted project schedules which were established using the i management standards as guidelines. Pending development projects were evalua determine what revenues might be generated for the capital budget. Interwoven into this fc are fiscal constraints which have become important to the scheduling of projects. Where fa were previously scheduled to meet maximum population expectations, the philosophy has I to one where phasing of projects will more closely match incremental growth demands a meet growth management standards. Further, developers may be required to finance desi! construction costs in cases where facility availability fails to meet growth management stan The growth management plan used by the City needs to be viewed with flexibility, alon financial impacts external to the City, such as the general economy. A discussion of the Growth Management Plan can be found at the end of this report. FUTURE CAPITAL IMPROVEMENTS Revenues Revenues for Capital Projects from now until buildout total $400 million and may be segrt into three major categories: 1) fees generated by development in Carlsbad, 2) Comi Facilities District special taxes, and 3) other sources including grants, bond issues, deprel replacement reserves, and letters of credit. The pie chart on the following page provic overview of each funding source for projected revenues which support the CIP projects. I Both operating and II e 145 FUNDING SOURCES CAPITAL IMPROVEMENT PROGRAM 1995-96 TO BUILDOUT ‘ DEVELOPMENT SEWER MFF $38.8 PUBUC FACILITY FEE $53.4 10% 13% WATERMFF $44.6 PARK FEES $28.2 TRAFFIC IMPACT $21.4 PLD AREAS $18.0 WATISEW REPL $48.9 CFD 12 $27.9 OTHER s26.449( CFD 7% 7x OTHER Total Revenues = $400.3 Mllllon 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/industriaI 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 AssurnDtions 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/industrial 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: 146 I I I I Hesidential Non-Hesidential Year Units Square Feet 95-96 222 245,000 96-97 321 246,000 97 - 98 51 2 209,000 98 - 99 584 264,000 99 - 2000 635 368,000 Years 5-10 4,166 3,386,000 Years 11 -2030 17,427 16,636,000 Total Future 23,867 21,354,000 Revenue projections used to calculate development fees were made using the growth assumptions identified on the previous page. The following information delineates how those assumptions were applied to development fees to predict future revenues. 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/industriaI 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 to buildout outlines approximately 160 future projects at a total cost of almost $408 million. The pie chart shown on the following page indicates that the largest expenditure category is for street projects at $1 07.5 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 3.5 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 Carlsbad 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. 148 I 1 I I I 1 I 1 I 1 I I I 1 I 1 I 1 1 PROJECT ALLOCATION CAPITAL IMPROVEMENT PROGRAM 1995-96 to Buildout PARKS TRAFFIC SIGNALS $78.5 19% LoAN a REPAYMENTS $16.6 4% CIVIC $54.9 13% DRAINAGE $20.5 5% 1-5 INTERCHANGES $48.7 12% STREET PROJECTS $107.5 26% Total CIP to Bulldout = $407.8 Mllllon Sewer projects represent the third highest level of expenditures at $64.5 million and inch repayment of bonds for the expansion of the Encina Wastewater Facility, construction of tt Carlsbad trunk line, and parallel ocean outfall. Civic Projects total $54.9 million and incluc projects as the south Carlsbad Library, new City Hall, and expansion of the existing Cole Water projects total $48.7 million and include Maerkle Dam lining and cover, reclaim potable pipelines, and repayment of loans for water projects. Interfund loans and sct- repayments total $16.6 million and include repayment of the Aka Mira (Poinsettia Par purchase, Cannon Road, and various water projects. The smallest expenditure categoi traffic signals, at $3.1 million. Specific timing and cost estimates for all capital proje identified in the Current and Future (1995-96 to Buildout) Projects table following the ns Project construction is reliant upon capital and operating fund availability as well as r established growth management standards for facilities. Wherever recommended scheduling changes occurred, they were based upon a thorough review of the Management Plan in unison with revenue projections. For the past few years selected pi street projects have been phased and deferred in order to balance CIP expenditurc projected revenues. Following is a discussion of some of the major projects to be devc b South Carlsbad Library - Funding for building the new library in south Carls currently available utilizing Community Facilities District No. 1 revenues. Construl the library was postponed to 1996-97, with opening expected in Spring of 1999, projections of insufficient operating funds for the next few years. The Cole lil scheduled to be remodeled upon completion of the south Carlsbad library. 149 b Golf Course - The City selected a site in the industrial corridor for a municipal golf course during 1994-95. The site consists of 250 acres of vacant land directly south of the future Veterans Memorial Park. After completion of the land acquisition, the City will move forward with development plans. Funds were transferred from the general fund to acquire land for the golf course. Streets - The timing for improvements to Palomar Airport Road from El Camino Real 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. lnterchanaes - 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 ballfield, 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 b b 150 I I I I I I li I 1 t I 1 I I I I I 0 1995-96 CAPITAL IMPROVEMENT PROJECTS The 1995-96 CIP identifies 40 projectswhich are budgeted at $22.8 million. These projr categorized as shown below. Appropriations of approximately $31.2 million for ongoing projects which remain unspent at the end of FY 1994-95 will be added to the new 1995 appropriations. A sum of $54 million will then comprise the 1995-96 total CIP appropri: PROJECTS BY MAJOR CATEGORY CAPITAL IMPROVEMENT PROGRAM 1995-96 WATER INTERCHANGES STREET PROJECT 1 '$5.2 23% Total 95-96 CIP = $22.8 Million Street Proiects Street construction projects are 34% of the total 1995-96 expenditures at $7.7 million. The appropriation for a street project is Carlsbad Boulevard Shore Protection seawall \I additional $4 million appropriated from anticipated federal and state grants. Rancho Sz Road is also receiving an additional $1.6 million appropriation from the planned Cor Facilities District No. 2 funds. Rancho Santa Fe Road is scheduled for construction in F As housing units are built in this area, developers will fund the project. Other street appropriations include Olivenhain Road widening which utilizes funds from En the neighboring city to the south, preliminary design work on Palomar Airport Road betv Camino Real and Camino Vida Roble, and various street and sidewalk upgrades. 1-5 lnterchanaes Interchange construction activities total $5.2 million, 23% of the total 1995-96 CIP. LE Avenue, Poinsettia Lane, and Cannon Road 1-5 interchanges are scheduled for approp using Community Facilities District No. 1 and Traffic Impact funds. The Poinsettia Lane is currently under construction and scheduled for completion in late 1995 at a total cost million. 151 Civic Proiects Civic projects total 2% of the 1995-96 expenditures at $542,000. Funding is budgeted for upgrading city facilities to comply with the Americans with Disabilities Act and additional funding will be appropriated from Information Systems reserves for the Financial Information System. The system will replace and enhance existing software and computer equipment for citywide information processing. 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 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 and Traffic Sianals The Other category in the pie chart includes park projects and traffic signals. Several existing parks received appropriations to bring the City into compliance with the Americans with Disabilities Act. The Federal law requires City 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 Real and Olivenhain Road. Unfunded Proiects The City has identified $9.7 million in projects for which there is currently no source of funding. These projects are listed at the end of the Current and Future (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 qualify for future funding. As funding or critical need is determined, a project may move into the Capital Improvement Program. 152 I I 1 I I I 1 I i I I 8 I I I 1 I 1 SUMMARY While several projects continue to be phased due to lack of available capital and operating significant progress has been made on the traffic circulation projects. The I-5/Palomar I road interchange was completed and the second interchange at Poinsettia Lane i underway. The realignment and widening of Palomar Airport Road east of El Camino Re completed in late 1994. Southbound Carlsbad Boulevard bridge over Batiquitos Lag( scheduled for completion in May 1995. Restoration to the wetlands at Batiquitos Lagoon began in 1994-95, the culmination of s years of design, planning and obtaining state and federal agency approvals. The threl wetland restoration project will dredge the lagoon and restore fish and wildlife habitat. A cl and offshore jetties will be constructed to restore full tidal flushing and nesting areas for v species of birds will be built. The $30 million project is completely funded by the Port Angeles as mitigation for its recent expansion. Utilizing a low interest state loan, Phase I of the reclaimed water capital program has completed. Reservoir conversion and construction of water lines and pump stations alloi distribution of 2.75 million gallons of reclaimed water to meet current and near future I needs. Review of the CIP finds that all projects identified in the 1994-95 CIP continue to be inch 1995-96. For the past few years, there have been some significant project scheduling ch as the effects of the slow economy are felt on Carlsbad’s revenue stream. Lack of fun( caused the City to rethink how it can accomplish building its capital projects. General philosophy has been to build quality capital facilities which meet, and at times exceed, { management standards whenever economically beneficial. This philosophy worked when { and related revenues were substantial. Practices such as phasing projects over a pel years, and timing projects when funds are available, have now been implemented. The C continue to provide quality capital facilities which m’eet the needs of Carlsbad’s citizens 1995-96 to Buildout Capital Improvement Program reflects this goal. 153 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. 154 1 I 1 II I I 1 I 4 1 I I I I 1 I 1 I CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set foi 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, 191 effective date of the law. AB 1600 contains four general requirements: b A "nexus" or connection must be established between a development project or c project and the public improvement being financed with the fee. All AB 160 adopted by the City have met the nexus test. For example, Traffic Impact, Brids Thoroughfare District and Drainage Sewer Benefit Area fees were all established AB 1600. The fee must be segregated from the General Fund. Carlsbad segregates all funds not only from the General Fund but also each classification of fee as well. Fees collected by a city or county must be spent or committed to a project withir year period. Funds are viewed to be committed if they are programmed to be sp a specific project(s). If the money is not spent, findings must be made describi continuing need for that money each fiscal year after the five years has expired. TI of Carlsbad commits the revenues from these fees through its Capital lmprov 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 Cit 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 ti refunds are due because the City's Capital Improvement Program commits all Af fees to projects to be constructed both in the current year and in the future. b b b 1 155 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND 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 314,000 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 10,552,446 ZONE 5,13,16 PARKFEE 0 1,888,000 0 0 1,888,000 PILAREA1 NW 1,728,340 82,000 0 0 1,810,340 PILAREA2 NE 506,450 20,000 0 0 526,450 PILAREA3 SW 204,501 29,000 0 0 233,501 PIL AREA 4 SE 742,229 37,000 0 0 779,229 LEllERS OF CREDIT 0 0 0 0 0 TRAFFIC IMPACT FEE 2,055,908 325,000 604,890 0 1,776,018 TRANSNET/LOCAL 521,088 15,000 1 14,359 0 421,729 TRANSNET/HIGMAY 275,449 1,000 144,139 0 132,310 TRANSNET/BIKE 6,531 0 6,402 0 129 TRANSNET/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 DISTRICTS 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 23,762 SDG &E 0 0 0 0 0 PLANNED LOCAL DRAINAGE 3,259,300 85,000 342,686 1 15,000 2,886,6 1 4 SEWER CONNECTION 11,007,204 935,000 236,698 0 11,705,506 SEWER REPMCEMENT 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 3,438,054 WATER - REPLACEMENT 7,729,611 2,620,000 737,363 244,200 9,368,048 TAX INCREMENT BOND 2,004,325 190,000 3,900 0 2,190,425 AFFORDABLE HOUSING 239,760 0 0 0 239,760 OTHER 849,772 1,003,828 961,893 0 891,707 I TOTAL CAPITAL FUNDS 69,045,172 23,476,172 13,893,324 3,750,400 74,877,620 1 156 I 1 I CIW OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1995-96 JULY 1,1995 1994 - 95 1995 - 96 Jl PROJECTED ESTIMATED CONTINUING NEW TOTALCIP P FUND BALANCE REVENUES APPROPR. APPROPR. APPROPR. ' GENERAL CAPITAL CONST. 2,827,994 1,053,319 3,556,098 309,500 3,865,598 GOLF COURSE 659,558 0 440,853 200,000 640,853 fi PUBLIC FACILITIES FEE 10,552,446 684,362 5,548,682 580,000 6,128,682 PUBLIC ART 236,000 3,095 121,220 0 121,220 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 PILAREA3 SW 233,501 13,650 0 0 0 PIL AREA4 SE 779,229 19,110 0 0 0 LElTERS OF CREDIT 0 0 0 0 0 N TRAFFIC IMPACT FEE 1,776,018 309,945 1,164,663 419,000 1,583,663 TRANSNET/LOCAL 421,729 0 108,992 100,000 208,992 TRANSNETIHI GHWAY 132,310 400,000 462,819 0 462,819 TRANSNETISTP 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 DISTRICTS 1,399,658 0 1,237,097 0 1,237,097 10,870,670 3,874,747 1,891,840 5,107,000 6,998,840 2,840,459 605,000 1,482,743 1,642,000 3,124,743 CFD #3 FEDERAL GRANTS 23,762 3,768,000 1,783,430 2,000,000 3,783,430 PLANNED LOCAL DRAIN'G 2,886,614 264,732 119,959 1,000,000 1,119,959 SEWER CONNECTION 11,705,506 1,134,421 383,403 1,673,700 2,057,103 I SEWER REPLACEMENT 5,350,760 1,100,000 530,688 1,100,000 1,630,688 WATER - RECLAIMED WATER 313,973 170,000 0 225,000 225,000 WATER - MAJOR FACILITY 3,438,054 3,996,23 1 2,454,087 4,278,957 6,733,044 WATER - REPLACEMENT 9,368,048 2,025,000 6,520,113 444,016 6,964,129 1 TAx iNcREMENT BOND 2,190,425 0 1,827,100 0 1,827,100 AFFORDABLE HOUSING 239,760 0 0 0 0 OTHER 891,707 1,800,000 809,222 1,700,000 2,509,222 I 1 TOTAL CwiTAL FUNDS 74,877,620 24,146,950 31,198,350 22,831,173 54,029,523 I PlLAREA2 NE 526,450 0 0 0 0 I TRANSNET/BIKE 129 0 0 0 0 1 :E; 1 SDG&E 0 0 0 0 0 0 0 0 0 1 I I I I 157 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. 374,27 1 970,364 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 PARKFEE 25,820 94,639 1,888,000 98,100 PILAREA1 NW 47,247 94,594 82,000 33,396 PILAREA2 NE 37,559 28,462 20,000 0 PIL AREA 3 SW 75,016 10,781 29,000 13,650 PI L AREA 4 SE 90,736 39,132 37,000 19,110 LElTERS 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 TRANSNET/H I GHWAY 2,257,794 15,427 1,000 400,000 TRANS NET/BI KE 0 373,964 0 0 TRANS NET/STP 0 255,862 11,000 0 TDA 37,073 51 2,989 5,000 270,400 STATE GRANTS 85,690 91 6,396 125,221 2,332,000 COUNTY GRANTS 217,138 21 2,305 232,000 191,442 ASSESSMENT DISTRICTS 160,985 76,417 0 0 CFD #1 2,993,587 3,016,253 5,325,000 3,874,747 CFD #2 0 2,427,995 380,000 605,000 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 918,603 976,197 935,000 1,134,421 WATER - RECLAIMED WATER 0 942,840 1,506,000 170,000 WATER - MAJOR FAClLrrY 1,025,568 876,179 2,405,000 3,996,231 WATER - REPLACEMENT 2,345,586 2,304,313 2,620,000 2,025,000 TAX INCREMENT BOND 84,974 119,137 190,000 0 AFFORDABLE HOUSING 0 0 0 0 OTHER 0 1,245,651 1,003,828 1,800,000 I TOTAL CAPITAL FUNDS 12,776,013 22,070,899 23,476,172 24,146,950 I SEWER REPLACEMENT 0 4,067,123 1,785,000 1,100,000 (1) INCLUDES INTERFUND LOANS OR TRANSFERS. 158 I I 1 CITY OF CARLSBAD CAPITAL FUNDS DETAIL REVENUE ESTIMATES FOR FY 1995-96 FUND OR DEVELOPER LOAN OR DEPRECIATION FUND FEES TAXES GRANTS OTHER BONDISSUE TRANSFER F 1 GENERAL CAPITAL CONST. 753,319 300,000 GOLF COURSE PUBLIC FACILITIES FEE 684,362 1 ZONE 5,13,16 PARKFEE 98,100 PILAREAl NW 33,396 PIL AREA 2 NE 0 PILAREA3 SW 13,650 LETTERS OF CREDIT TRAFFIC IMPACT FEE 309,945 TRANS NET/H I GHWAY 400,000 TRANSNET/BI KE TDA 270,400 STATE GRANTS 2,332,000 ASSESSMENT DISTRICTS CFD #1 45,747 3,179,000 650,000 CFD #2 605,000 1 CFD#3 FEDERAL GRANTS 3,768,000 SDG & E PLANNED LOCAL DRAIN’G 264,732 I SEWER CONNECTION 1,084,421 50,000 1 WATER - MAJOR FACILITY 996,231 3,000,000 I AFFORDABLE HOUSING PUBLIC ART 3,095 I PILAREA4 SE 19,110 I TRANSNET/LOCAL 6 TRANSNET/STP 1 COUNTYGRANTS 191,442 SEWER REPLACEMENT 1 ,100,000 WATER - RECLAIMED WATER 170,000 WATER - REPLACEMENT 725,000 1,300,000 TAX INCREMENT BOND OTHER 1,700,000 100,000 TOTAL 4,154,694 4,304,000 7.21 1.842 2,503,319 3,000,000 2,973.095 I 1 1 I I I 159 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 11,647 794,356 861,334 PUBLIC FACILITIES FEE 1,549,809 798,606 575,330 ZONE 5,13 & 16 PARKFEE 0 0 0 PILAREA1 NW 0 0 0 PILAREA2 NE 0 0 0 PIL AREA 3 SW 0 0 0 PILAREA4 SE 0 0 0 LETERS OF CREDIT 0 0 0 TRAFFIC IMPACT FEE 313,938 959,097 604,890 TRANSNET/LOCAL 583,659 51,044 114,359 TRANSNET/H I GHWAY 895,513 1,109,800 144,139 TRANSNET/BIKE 27,162 340,27 1 6,402 TRANS NET/STP 0 18,000 0 IDA 31,397 389,483 158,205 STATE GRANTS 36,762 910,039 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 1 63,288 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 OTHER 307,627 1,164,344 961,893 I TOTAL CAPITAL FUNDS 9,409,333 15,718,250 13,893,324 WATER - RECLAIMED WATER 405,732 1,470,983 1,172,342 AFFORDABLE HOUSING 68,681 114,721 0 1994-95 1995 -96 1995-96 CONTINUING NEW TOTAL CII APPROPR. APPROPR. APPROPF 3,556,098 309,500 3,865,f 121,220 0 121,; 440,853 200,000 640,f 5,548,682 580,000 6,128,€ 0 0 0 0 0 0 0 0 0 0 0 0 1,164,663 41 9,000 1,583,6 462,819 0 462,8 108,992 100,000 208,9 0 0 0 0 353,000 2,000 355,O 402,341 2,000,000 2,402,3 0 50,000 50,O 1,237,097 0 1,237,O 1,891,840 5,107,000 6,998,8 1,482,743 1,642,000 3,124,7 0 0 0 0 1,783,430 2,000,000 3,783,4 1 19,959 1,000,000 1,119,9 383,403 1,673,700 2,057,ll 530,688 1,100,000 1,630,6 0 225,000 2259 2,454,087 4,278,957 6,733,O 6,520,113 444,016 6,964,l 1,827,100 0 1,827,li 809,222 1,700,000 2,509,2 31,198,350 22.831.173 54,029.5: 0 0 - 5+ 08 9:: zg 3 m I I II Q I 24 I k5 I 5!: -$ 1 48 I %E I S? ?d I 83 6; 1 Ek 05 1 I i I 1 1 I1 m0 SE :E w > aN WI >g a q & $% a8 mm m ga $A g3 $! 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ZEO2O3P3+ 02 +ot?l-2$k a F I ~~~~m~-,~~ua ~2.:~~z,ga> i? 5b nrdizo ZopugkLJ;: atunu,2uu2 g O~~ma~a~um J 30 uz a I- 5 E. 8 E- !- g g 8 8 g 8 g % 8 8% 8 E- E 8 0 ~~E~mgwo$Lo"xgm-~gg ggg I 2zzr22-.- m 6R a NN m- (D g Q) z a n W I - z 2ik v) a, 8w a, f,f ~25a QLn u Qeap962$3%: w w"azrrOg5~20$h,z2g 2 ~~~~mnanmm5~~zz~~p Ww>a ~nnE$~ J05aaa~ ~z-1m~qg~gaoooo~~~~Z$ z~~~~~g,aIIIIIIrII13 zg$a>2z<Zi?i?9999aaaa La-1+=nuszuuuuLuuuLu+ ,osa, zmmmmmmzzzz$ zs$qo~~~5666666$6660 ~aowxSS~m+++++++++++ l-z ri - Z_OQC v) z$aag 2 ;X: ~m>a oozw,, w+t-p, 0 + -@os gwztn p xawow~o~~~ zxzo nzw-l- na~m~I%~,a~~~zgggg~~ (ny)y)+*mmm 20 dma>u in< FWZO" u;;+f$:::gggz$E 170 i I I 8 l I 1 1 I 8 I 1 1 D 1 1 1 1 I CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAllABLE BALANCES CURRENT YEAR 1994-95 BEGINNING EST. ENDIN AVAILABLE 94-95 OTHER EXP+ENC 95-96 AVAILAE FUND BAL7/1/94 REVENUE EXPEND. 3/30/95 CARRY FWD BAL7/1, GENERAL CAPITAL CONST. 3,382,822 1,216,123 0 1,770,951 3,556,098 (7s PUBLIC ART 314,000 20,OOO 0 98,000 121,220 llr GOLF COURSE 2,002,392 1,250,000 1,731,500 861,334 440,853 21 I PUBLIC FACILITIES FEE 9,592,776 1,535,000 0 575,330 5,548,682 5,OO: ZONE 5,13,16 PARKFEE 0 1,888,000 0 0 0 1,881 PILAREA1 NW 1,728,340 82,000 0 0 0 1,81( PILAREA2 NE 506,450 20,000 0 0 0 52 PILAREA3 SW 204,501 29,000 0 0 0 23: PIL AREA4 SE 742,229 37,000 0 0 0 77s LETTERS OF CREDIT 0 0 0 0 0 TRAFFIC IMPACT FEE 2,055,908 325,000 0 604,890 1,164,663 61 1 TRANSNET/LOCAL 521,088 15,000 0 114,359 108,992 31 2 TRANSNET/HI GHWAY 275,449 1,000 0 144,139 462,819 (33C TRANSNET/BIKE 6,531 0 0 6,402 0 TRANSNET/STP 237,862 1 1,000 0 0 0 248 TDA 249,805 5,000 0 158,205 353,000 (256 STATE GRANTS 21,345 125,221 o 53,489 402,341 (309 COUNTY GRANTS 843,981 232,000 0 0 0 1,075 ASSESS ME NT DISTRICTS 1,656,647 0 0 256,989 1,237,097 164 CFD #1 8,480,645 5,325,000 135,300 2,799,675 1,891,840 8,978 CFD #2 2,646,147 380,000 22,400 163,288 1,482,743 1,357 CFD #3 0 50,000 50,000 0 0 FEDERAL GRANTS 0 400,000 0 376,238 1,783,430 (1,755 SDG 81 E 0 0 0 0 0 PLANNED LOCAL DRAIN’G 3,259,300 85,000 115,000 342,686 119,959 2,766 SEWER CONNECTION 11,007,204 935,000 0 236,698 383,403 11,322 SEWER REPLACEMENT 3,946,064 1,785,000 0 380,304 530,688 4,82C WATER - RECLAIMED WATER 150,315 1,506,000 170,000 1,172,342 0 31 8 WATER - MAJOR FACILITY 4,389,903 2,405,000 1,282,000 2,074,849 2,454,087 982 WATER - REPLACEMENT 7,729,611 2,620,000 244,200 737,363 6,520,113 2,847 TAX INCREMENT BOND 2,004,325 190,000 0 3,900 1,827,100 363 AFFORDABLE HOUSING 239,760 0 0 0 0 239 OTHER 849,772 1,003,828 0 961,893 809,222 82 TOTAL 69,045,172 23,476,172 3,750,400 13,893,324 31,198,350 43,679 171 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT )YEAR 1 1995-96 I BEGINNING FUND BAL 7/1/95 * REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. (728,104) 1,053,319 309,500 15,715 PUBLIC ART 1 14,780 3,095 0 1 17,875 GOLF COURSE 21 8,705 0 200,000 18,705 PUBLIC FACILITIES FEE 5,003,764 684,362 580,000 5,108,126 ZONE 5,13,16 PARKFEE 1,888,000 98,100 0 1,986,100 PILAREA1 NW 1,810,340 33,396 0 1,843,736 PIL AREA 2 NE 526,450 0 0 526,450 PlLAREA3 SW 233,50 1 13,650 0 247,151 PILAREA4 SE 779,229 19,110 0 798,339 LEERS OF CREDIT 0 0 0 0 TRAFFIC IMPACT FEE 61 1,355 309,945 41 9,000 502,300 TRANSNETILOCAL 31 2,737 0 100,000 21 2,737 TRANS NETIHI GHWAY (330,509) 400,000 0 69,491 TRANSNET/BI KE 129 0 0 129 TRANSNETISTP 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 1,075,981 191,442 50,000 1,217,423 ASSESSMENT DISTRICTS 162,561 0 0 162,561 CFD #1 8,978,830 3,874,747 5,107,000 7,746,577 CFD #2 1,357,716 605,000 1,642,000 320,716 CFD #3 0 0 0 0 FEDERAL GRANTS (1,759,668) 3,768,000 2,000,000 8,332 SDG & E 0 0 0 0 PLANNED LOCAL DRAIN’G 2,766,655 264,732 1,000,000 2,031,387 SEWER CONNECTION 1 1,322,103 1,134,421 1,673,700 10,782,824 SEWER REPLACEMENT 4,820,072 1,100,000 1,100,000 4,820,072 WATER - RECLAIMED WATER 313,973 170,000 225,000 258,973 WATER - MAJOR FACILKY 983,967 3,996,231 4,278,957 701,241 WATER - REPLACEMENT 2,847,935 2,025,000 444,016 4,428,919 TAX INCREMENT BOND 363,325 0 0 363,325 AFFORDABLE HOUSING 239,760 0 0 239,760 OTHER 82,485 1,800,OOO 1,700,000 182,485 TOTAL 43,679,270 24,146,950 Z.831,173 44,995,047 172 1 I 1 8 I I I I 8 I I i i II II I I 1 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAllABLE BALANCES i 1995 TO BUILDOUT )YEAR 2 1996-97 1 BEGINNING FUND BAL 7/1/96 REVENUE EXPENDITURES EN GENERAL CAPITAL CONST. 15,715 105,000 120,000 PUBLIC ART 117,875 1,200 0 1 l! GOLF COURSE 18,705 0 0 1t PUBLIC FACILITIES FEE 5,108,126 914,185 385,000 5,63; PILAREAl NW 1,843,736 54,648 0 1,891 ZONE 5,13,16 PARKFEE 1,986,100 98,258 0 2,08r PILAREA2 NE 526,450 27,300 0 55: PILAREA3 SW 247,151 81,900 0 3% PILAREA4 SE 798,339 19,110 0 81 i LETERS OF CREDIT 0 375,000 0 37: TRAFFIC IMPACT FEE 502,300 249,276 44,000 701 TRANSNET/LOCAL 21 2,737 100,000 300,000 1: TRANSNET/HI GHWAY 69,491 239,000 239,000 6: TRANSNET/BI KE 129 0 0 TRANSNET/STP 248,862 0 0 241 TDA 12,000 0 0 1: STATE GRANTS 22,736 0 0 2: COUNTY GRANTS 1,217,423 201,014 0 1,411 ASSESSMENT DISTRICTS 162,561 0 0 16: CFD #1 7,746,577 1 5,443,631 16,420,000 6,77( CFD #2 320,716 1,180,000 91 2,000 58t CFD #3 0 0 0 FEDERAL GRANTS 8,332 0 0 l SDG&E 0 700,000 700,000 PLANNED LOCALDRAIN’G 2,031,387 207,066 0 2,23t . SEWER REPLACEMENT 4,820,072 1,100,000 776,000 5,lV SEWER CONNECTION 10,782,824 765,600 3,284,000 8,261 WATER - RECLAIMED WATER 258,973 235,000 490,000 WATER - REPLACEMENT 4,428,919 2,025,000 1,083,972 5,36< TAX INCREMENT BOND 363,325 0 0 36: AFFORDABLE HOUSING 239,760 0 0 23: OTHER 182,485 767,000 767,000 18: TOTAL 44,995.047 25,861,344 27,086,823 43,76( WATER - MAJOR FACILITY 701,241 972,156 1,565,851 1 0; 173 CIlY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAIWBLE BALANCES 1995 TO BUILDOUT )YEAR 3 1997-98 1 BEGINNING FUND BAL 7/1/97 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 71 5 630,000 200,000 430,715 PUBLIC ART 119,075 2,000 0 121,075 GOLF COURSE 18,705 0 0 18,705 1,331,985 4,102,000 2,867,296 PUBLIC FACILITIES FEE 5,637,311 ZONE 5,13,16 PARK FEE 2,084,358 83,760 0 2,168,118 PILAREA1 NW 1,898,384 75,900 0 1,974,284 PILAREA2 NE 553,750 68,250 0 622,000 PILAREA3 SW 329,051 193,830 281,000 241,881 PILAREA4 SE 81 7,449 30,576 0 848,025 LElTERS OF CREDIT 375,000 0 375,000 0 TRAFFIC IMPACT FEE 707,576 1,326,816 1,954,000 80,392 TRANS NETJLOCAL 12,737 900,000 900,000 12,737 TRANS NET/H I GWAY 69,491 0 0 69,491 TRANSNET/BlKE 129 0 0 129 248,862 TRANS NET/STP 248,862 0 0 TDA 12,000 0 0 12,000 STATE GRANTS 22,736 0 0 22,736 COUNTY GRANTS 1,418,437 21 1,065 1,592,500 37,002 ASSESSMENT DISTRICTS 162,561 0 0 162,561 CFD #1 6,770,208 3,568,535 6,000,000 4,338,743 CFD #2 588,716 1,475,000 0 2,063,716 CFD #3 0 0 0 0 FEDERAL GRANTS 8,332 0 0 8,332 SDG&E 0 550,000 550,000 0 PLANNED LOCALDRAIN'G 2,238,453 1763 13 0 2,414,966 SEWER CONNECTION 8,264,424 1,841,134 3,484,800 6,620,758 SEWER REPLACEMENT 5,144,072 1,100,000 525,000 5,719,072 WATER - RECLAIMED WATER 3,973 1,045,000 1,045,000 3,973 WATER - MAJOR FACILITY 107,546 3,100,787 2,843,985 364,348 WATER - REPLACEMENT 5,369,947 2,025,000 5,018,997 2,375,950 TAX INCREMENT BOND 363,325 0 0 363,325 AFFORDABLE HOUSING 239,760 0 0 239,760 182,485 OTHER 182,485 70,000 70,000 TOTAL 43,769,568 19,806,151 28,942,282 34,633,437 '1 74 1 1 I 1 I I I I I I I B I i I 1 I 1 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1 1995 TO BUILDOUT )YEAR 4 1998-99 I BEGINNING FUND BAL 711 198 REVENUE EXPENDITURES EN GENERAL CAPITAL CONST. 430,715 0 150,000 281 PUBLIC ART 121,075 1,500 0 12 GOLF COURSE 18,705 0 0 11 PUBLIC FACILITIES FEE 2,867,296 1,536,481 1,795,000 2,601 ZONE 5,13,16 PARKFEE 2,168,118 105,478 0 2,27: PILAREA1 NW 1,974,284 83,490 0 2,05 PIL AREA 2 NE 622,000 68,250 0 691 PIL AREA3 SW 241,881 227,955 0 46! PlLAREA4 SE 848,025 30,576 0 871 LElTERS OF CREDIT 0 0 0 TRAFFIC IMPACT FEE 80,392 382,202 44,000 41 1 TRANS NET/LOCAL 12,737 700,000 700,000 1: TRANSNETIH IGHWAY 69,491 0 0 6! TRANSNETIBI KE 129 0 0 TRANSNETISTP 248,862 0 0 24 TDA 12,000 0 0 1 STATE GRANTS 22,736 0 0 2 COUNTY GRANTS 37,002 221,618 200,000 51 ASSESSMENT DISTRICTS 162,561 0 0 16 CFD #1 4,338,743 2,708,857 0 7,04 CFD #2 2,063,716 1,770,000 0 3,83 CFD #3 0 0 0 FEDERAL GRANTS 8,332 0 0 I SDG&E 0 350,000 350,000 PLANNED LOCALDRAIN'G 2,414,966 222,280 0 2,63 SEWER CONNECTION 6,620,758 1,929,039 3,828,400 4,72 SEWER REPLACEMENT 5,719,072 1,100,000 523,000 6,m WATER - RECLAIMED WATER 3,973 170,000 170,000 WATER - MAJOR FACILITY 364,348 1,618,181 1,833,478 14 WATER - REPLACEMENT 2,375,950 2,025,000 944,020 3,451 TAX INCREMENT BOND 363,325 0 0 36 AFFORDABLE HOUSING 239,760 0 0 23 OTHER 182,485 0 0 18 TOTAL 3,633,437 15,250,907 10,537,898 39.34 175 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1995 TO BUILDOUT LYEAR 5 1999-2000 1 BEGINNING FUND BAL 7/1/99 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 280,7 1 5 0 0 280,715 PUBLIC ART 122,575 0 0 122,575 GOLF COURSE 18,705 0 0 18,705 PUBLIC FACILITIES FEE 2,608,777 2,126,871 3,375,000 1,360,648 ZONE 5,13,16 PARK FEE 2,273,596 147,200 0 2,420,796 PILAREA1 NW 2,057,774 83,490 0 2,141,264 PILAREA2 NE 690,250 72,345 0 762,595 PILAREA3 SW 469,836 234,780 0 704,616 PILAREA4 SE 878,601 30,576 0 909,177 LEllERS OF CREDIT 0 0 0 0 TRAFFIC IMPACT FEE 418,594 446,161 794,000 70,755 TRANS NETILOCAL 12,737 600,000 600,000 12,737 TRANSNETIHIGHWAY 69,491 0 0 69,491 TRANSNET/BI KE 129 0 0 129 TRANSNETtSTP 248,862 0 0 248,862 TDA 12,000 0 0 12,000 STATE GRANTS 22,736 0 0 22,736 COUNTY GRANTS 58,620 232,700 200,000 91,320 0 162,561 ASSESSMENT DISTRICTS 162,561 0 CFD #1 7,047,600 3,281,520 0 10,329,120 CFD #2 3,833,7 1 6 2,183,000 0 6,016,716 CFD #3 0 0 0 0 FEDERAL GRANTS 8,332 0 0 8,332 SDG&E 0 0 0 0 PLANNED LOCAL DRAIN'G 2,637,246 310,204 0 2,947,450 SEWER CONNECTION 4,721,397 1,982,306 2,038,200 4,665,503 SEWER REPLACEMENT 6,296,072 1,100,000 530,000 6,866,072 WATER - RECIJIMED WATER 3,973 170,000 170,000 3,973 WATER - MAJOR FACILITY 149,051 2,626,249 2,703,808 71,492 WATER - REPLACEMENT 3,456,930 2,025,000 1,185,964 4,295,966 TAX INCREMENT BOND 363,325 0 0 363,325 . 239,760 AFFORDABLE HOUSING 239,760 0 0 OTHER 182,485 0 0 182,485 TOTAL 39,346,446 17,652,402 11,596,972 45,401,876 176 I I I D I I I I I I I 1 I 1 8 I I I CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1 1995 TO BUILDOUT )YEAR 6-10 2000-2005 1 BEGINNING FUND BAL 7/1/2000 REVENUE EWE N DlTUFlES EN[ GENERAL CAP RAL CONST. 280,715 1,550,000 0 1,830 PUBLIC ART 122,575 0 0 12Z GOLF COURSE 18,705 0 0 ia PUBLIC FACILITIES FEE 1,360,648 12,001,613 12,250,000 1,112 ZONE 5,13,16 PARKFEE 2,420,796 1,354,536 700,000 3,075 PILAREA1 NW 2,141,264 894,102 2,380,000 655 PILAREA2 NE 762,595 720,720 0 1,483 PlLAREA3 SW 704,616 1,629,810 1,550,000 784 LETERS OF CREDIT 0 250,000 250,000 PlLAREA4 SE 909,177 191,100 0 1,100 TRAFFIC IMPACT FEE 70,755 3,236,475 3,300,000 7 TRANSNET/LOCAL 12,737 6,000,000 6,000,000 12 TRANSNET/H I GHWAY 69,491 2,611,000 2,611,000 69 TRANSNET/BIKE 129 0 0 TRANSNET/STF' 248,862 0 0 248 TDA 12,000 0 0 12 STATE GRANTS 22,736 0 0 22 COUNTY GRANTS 91,320 463,315 200,000 354 ASSESS ME NT DISTRICTS 162,561 0 0 162 CFD #1 10,329,120 33,160,842 43,480,000 9 CFD #2 6,016,716 17,766,000 12,332,000 1 i ,450 CFD #3 0 0 0 FEDERAL GRANTS 8,332 0 0 a SDG&E 0 0 0 PLANNED LOCAL DRAIN'G 2,947,450 2,854,497 3,500,000 2,301 SEWER CONNECTION 4,665,503 7,889,559 6,360,300 6,194 SEWER REPLACEMENT 6,866,072 5,500,000 2,650,000 9,716 WATER - RECLAIMED WATER 3,973 850,000 850,000 3 WATER - MAJOR FAClLrrY 71,492 12,779,702 11,635,148 1,216 WATER - REPLACEMENT 4,295,966 12,625,000 1,572,362 15,348 TAX INCREMENT BOND 363,325 0 0 363 AFFORDABLE HOUSING 239,760 0 0 239 OTHER 182,485 3,619,000 3,619,000 185 TOTAL 45,401,876 127,947,271 1 15,239,810 58,109 177 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 ENDING GENERAL CAPITAL CONST. 1,830,715 3,000,000 0 4,830,715 GOLF COURSE 18,705 0 0 18,705 PUBLIC FACILITIES FEE 1,112,261 34,762,664 35,871,265 3,660 PILAREAl NW 655,366 4,081,902 4,725,000 12,268 PIL AREA 2 NE 1,483,315 4,944,030 6,425,000 2,345 PlLAREA3 SW 784,426 5,099,640 5,880,000 4,066 PILAREA4 SE 1,100,277 602,893 1,700,000 3,170 TRAFFIC IMPACT FEE 7,230 15,456,097 15,489,000 (25,673) TRANSNETtLOCAL 12,737 3,700,000 3,700,000 12,737 TRANSNET/HIGHWAY 69,491 0 0 69,491 TFIANSNET/BlKE 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 COUND GRANTS 354,635 0 0 354,635 ASSESSMENT DISTRICTS 162,561 0 0 162,561 CFD #1 9,962 15,500,000 15,500,000 9,962 CFD #2 1 1,450,716 2,888,300 14,339,000 16 CFD #3 0 0 0 0 FEDERAL GRANTS 8,332 0 0 8,332 SDG&E 0 0 0 0 PLANNED LOCAL DFIAIN'G 2,301,947 14,022,708 16,225,000 99,655 SEWER CONNECTION 6,194,762 23,213,944 29,391,500 17,206 SEWER REPLACEMENT 9,716,072 5,000,000 8,810,000 5,906,072 WATER - MAJOR FAClLrrY 1,216,046 13,237,936 14,423,750 30,232 WATER - REPLACEMENT 15,348,604 10,100,000 2,038,000 23,410,604 TAX INCREMENT BOND 363,325 0 0 363,325 AFFORDABLE HOUSING 239,760 0 0 239,760 OTHER 182,485 0 0 182,485 TOTAL 58,109,337 169,601,766 191,585,015 36.1 26,088 PUBLIC ART 122,575 0 0 122,575 ZONE 5,13,16 PARK FEE 3,075,332 6,654,152 9,730,000 (516) LETIERS OF CREDIT 0 3,687,500 3,687,500 0 WATER - RECLAIMED WATER 3,973 3,650,000 3,650,000 3,973 '1 78 I I I I I I I 1 I I I I I I I I I I CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES I 1995 TO BUILDOUT GRAND TOTALS ALL YEARS BEGINNING TOTAL TOTAL FUND BALANCE RMNUE EXPENDITURES EN1 GENERAL CAPITAL CONST. c/28,104) 6,338,319 779,500 4,83( PUBLIC ART 1 14,780 7,795 0 12: GOLF COURSE 21 8,705 0 200,000 1t ZONE 5,13,16 PARKFEE 1,888,000 8,541,484 10,430,000 PILAREAl NW 1,810,340 5,306,928 7,105,000 1: PUBLIC FACILITIES FEE 5,003,764 53,358,161 58,358,265 . PIL AREA 2 NE 526,450 5,900,895 6,425,000 PILAREA3 SW 23330 1 7,481,565 7,711,000 PILAREA4 SE 779,229 923,94 1 1,700,000 LETTERS OF CREDIT 0 4,312,500 4,312,500 I 1 TRAFFIC IMPACT FEE 61 1,355 21,406,972 22,044,000 (2 TRANS NET/LOCAL 31 2,737 12,000,000 12,300,000 1: TRANSNET/HIGHWAY (330,509) 3,250,000 2,850,000 6: TRANSNET/BI KE 129 0 0 TRANSNET/STP 248,862 0 0 24t TDA (256,400) 270,400 2,000 1: STATE GRANTS (309,264) 2,332,000 2,000,000 2: COUNTY GRANTS 1,075,981 1,521,154 2,242,500 3s ASSESSMENT DISTRICTS 162,561 0 0 162 CFD #1 8,978,830 77,538,132 86,507,000 s CFD #2 1,357,716 27,867,300 29,225,000 CFD #3 0 0 0 FEDERAL GRANTS (1,759,668) 3,768,000 2,000,000 t SDG&E 0 1,600,000 1,600,000 PLANNED LOCAL DRAIN'G 2,766,655 18,058,000 20,725,000 9: SMR CONNECTION 1 1,322,103 38,756,003 50,060,900 ti SEWER REPLACEMENT 4,820,072 16,000,000 14,914,000 5,9oc WATER - RECLAIMED WATER 31 3,973 6,290,000 6,600,000 WATER - MAJOR FACILITY 983,967 38,331,242 39,284,977 3( WATER - REPLACEMENT 2,847,935 32,850,000 12,287,331 23,41( TAX INCREMENT BOND 363,325 0 0 36: AFFORDABLE HOUSING 239,760 0 0 23: OTHER 82,485 6,256,000 6,156,000 18: TOTAL 43,679,270 400,266,791 407,819,973 36.122 . 179 180 I I I I I I I I I I I 1 I I 1 I CITY OF CARLSBAD I CAPITAL OUTLAY ITEMS 1995-96 ACCT NO DEPARTMENT ITEM DESCRIPTION QTY ( 001 -2210 FIRE ADMINISTRATION Micro Computers (Replacement) Various 1 Facsimile Server and Scanner Laser Jet Printer 1 1 Subtotal - Fire Administration 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 Monitor/Defibrillator (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 -41 32 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 COMMUNITY SERVICES \TOTAL GENERAL FUND 131 -3310 SECllON 8 HOUSING Plain Paper Laser Facsimile Machine (Replacement) 1 810-3410 REDEVELOPMENT AGENCY TOTAL SECTION 8 HOUSING & REDEVELOPMENT AGENCY 161-4123 MEDIAN MAINTENANCE Mid-see Utility Truck 1 Micro Computers (Replacement) 2 Standard Register Payment Processor Auto-feeder Laptop Computer - Telemetry Control DDI Pro CAD Pentium Computer System Gas Detectors (Confined Space Use) Chlorine Residual Analyzer (Maerkle Pump Station) Ventilator (Confined Space Use) 1 Large Meter Tester (Meter Stop) Emergency 125 KW Power Generator and Trailer Telemetry Equipment (Replacements) 2 TOTAL MEDIAN MAINTENANCE 501 -6310 WATER DISTRICT 1 1 1 1 4 1 1 1 Ink Jet Color Printer TOTAL WATER DISTRICT I 181 an/ OF CARLSBAD CAPITAL OUTLAY ITEMS 1995-96 ACCT No DEPARTMENT ITEM DESCRIPTION QTY COST 51 1-61 10 SANITATION Telemetry Base Unit and Equipment Various 15,W Flow Meter (Fox Pump Station) 1 7,W Spare Pump (Villas, Gateshead, Woodstock Lift Stations) 1 3w Emergency 125 KW Power Generator 1 45,w Chain Flail Attachment (Jet Vac Truck) 1 1,20( Low Voltage Color Mini Camera (Sewer Laterals) 1 14,70( Pump (Fox Lift Station - Replacement) 1 6,m Emergency Alarm Call Box (Replacement) 2 6,40( Pump lmpeliar (La Costa Pump Station - Replacement) 1 2,60( TOTAL SANITATION 101,70( 620-5220 VEHICLE REPLACEMENT Police Patrol Vehicle 8 150,000 Pickup Truck - 1E Ton 3 63,000 Pickup Truck - 3/4 Ton, 4x4 1 24,000 Dump Truck - Five cubic yard 1 50,000 Skiploader 2 160,000 Large Riding Mower 2 40,000 Brush Mower 1 20,000 Mobile lntensbe Care Unit (F429 - Replacement) 1 110,000 Type 1 Structural Fire Engine (F013 - Replacement) 1 280,000 Type 3 Brush Fire Engine (F061 - Replacement) 1 170,000 TOTAL VEHICLE REPLACEMENT 1,067,000 640-1720 INFORMATION SYSTEMS Ethernet Switching (various Sites) 2 15,500 Router (Harding Center WAN) 1 2,400 Micro Computer (Info. Sys. -' Replacement) 3 8,700 MicroComputer (City Wide - Replacernen9 24 60,000 File Server (City Hall - Replacement) 1 18,000 Micro Computer, Macintosh (Replacement) .7 21,600 131,500 Hardware Upgrades Various 5,300 TOTAL INFORM AT10 N SYSTEMS 810-3410 REDEVELOPMENT AGENCY Laser Jet Printer 1 1,700 TOTAL REDEVELOPMENT AGENCY 1,700 /TOTAL SPECIAL FUNDS $1,438,700 TOTAL ALL FUNDS $1,624.760 1 132 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I 1 1 I I I I I I I I I I 1 ACCT NO DEPARTMENT TRAVEL DESCRIPTDN DESTl NATION Mayors and Council Legislative Conference (4) League of California Quarterly Dinners (1 5) League of CA Cities Policy Committee Meetings (6) National League of Cities Conference (2) Meetings with Legislators in State & Federal Capitals Miscellaneous Travel and Meeting Expenses Sacramento San Diego County Sacramento/San Jose Washington DC SacramentoNash DC Various I TOTAL CITY COUNCIL 001 -1020 CITY MANAGER League of CA Ciies Annual Conference (3) San Francisco CCMA/MMASC Meetings (4) San Diego CSMFO Annual Conference Burban k CSMFO Monthly Meetings Various League of CA Cities City 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 TOTAL CITY MANAGER 001 -1030 CITY CLERK Miscellaneous Travel and Meeting Expenses Various TOTAL CITY CLERK 001-1210 CITY ATTORNEY League of CA Cities Annual Conference Long Beach League of CA Cities City Attorneys’ Meeting League of CA Cities Seminar National Institute of Municipal Law Officers SD County Ci Attorneys’ Association (3) N. San Diego Legal Secretaries Association Meetings Miscellaneous Travel and Meeting Expenses Unknown Unknown Chicago, IL Palm Springs N. County Various I TOTAL CITY ATTORNEY 001-1310 FINANCE League and CSMFO Conference Attendance Various Ventura S. California San Diego Various CA Municipal Business Tax Conference CA Municipal Business Tax Meetings Local Chapter CSMFO and CWlG Meetings Miscellaneous Travel and Meeting Expenses I TOTAL FINANCE Unknown 001 -1320 CITY TREASURER CMTA Training Seminars (2) Muni Treasurer’s Assn of US &Canada - ’96 Annual Confernc’eSpokane, WA Muni Treasurer’s Assn of US &Canada - ‘97 Annual Confernc’eMobile, AL IAlF Briefing sacramento Miscellaneous Travel and Meeting Expenses Various 1 TOTAL CITY TREASURER 183 CITY OF: CARLSBAD TRAVEL REQUESTS 1995-96 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTl NATION ( 001 -1410 PURCHASING Monthly CA Association of Public Purchasing Officers SD County Annual CAPPO Conference SD County Supepisor's Academics for Eluyers Various Registration for Miscellaneous Workshops Various Miscellaneous Travel and Meeting Expenses Various TOTAL PURCHASING 001 -1510 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'/Sheriff's Association International Association of Chiefs of Police FBI National Academy Associates League of CA Cities Annual Conference Law Enforcement Exec Development Seminar (Note: Sponsored and paid for by the FBI.) Miscellaneous Travel and Meeting Expenses S.D. County Miami, FL Las Vegas, NV San Francisco Quantico, VA Various SUBTOTAL POLICE ADMIN. 001 -2120 POLICE OPERATIONS Court Mileage Reimbursements S.D. County FBI National Academy Quantico, VA SUBTOTAL OPERATIONS 001 -21 30 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various (incl. out of state) SUBTOTAL I NVESTIGATDNS 001 -21 31 POLICE VICE/NARCOTICS Miscellaneous Travel and Meeting Expenses Various (incl. out of state) TOTAL POLICE VICE/NARCOTICS Miscellaneous Travel and Meeting Expenses S.D. County 001 -2160 POLICE TRAFFIC SUBTOTAL POLICE TRAFFIC TOTAL POUCE I 001 -2210 FIRE ADMINISTRATION California Fire Chiefs' Association Conference California Fire Chiefs' Quarterly Meetings League of CA Cies - Adminpech Advisory Comm. International Assoc. of Fire Chiefs' Annual Conference National Fire Academy E.F.O. Symposium San Diego County Fire Chiefs Monthly Meetings N. California S. California San Jose Kentucky, TN Emmitsburg, MD S.D. County SUBTOTAL FIRE ADMIN 001 -2220 FIRE SUPPRESSION California Fire Training Officers Workshop (4) San Jose Southern California Fire Equipment Research Meetings (2) California Regional Training CMcers Classes Clark Co., NV 8 Phoenix, AZ S. California SUBTOTAL FIRE SUPPRESSION 184 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I I I 1 I I 1 I I I I I I 1 I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTlNATlON 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) Pacific Grove S. California S.D. County SUBTOTAL FIRE PREVENTK 001 -2240 FIRE EMERGENCY MEDICAL Regional One-Day Emergency Medical Seminars S. California S. California S. California 1 SUBTOTAL EMERGNC’Y ME E.M.S. Continuing Education Seminars CA Fire Chiefs’ Assn E.M.S. Section Meetings 001 -2260 DISASTER PREPAREDNESS Emergency Management Planning (EMAT members) Emmittsburg, MD Regional Meetings &Workshops for EMAT members Juvenile Firesetter Intervention Training Workshop (2) Community Education Training Workshop (4) S. California S. California S. California SUBTOTAL DISASTER PREP TOTAL FIRE I 001 -4041 COMMUNITY DEVEL ADMlN CALBO Conference Industry Hills League of CA Cities Annual Conference ICBO Annual Business Meeting Miscellaneous Travel and Meeting Expenses Sen Francisco Las Vegas, NV Various SUBTOTAL COMM DEVEL A[ 1 SUBTOTAL GEO. INFO. SYS 001 -3030 ECONOMIC DEVELOPMENT League of California Cities San Francisco Palm Springs 001 -3020 GEOGRAPHIC INFO. SYSTEM ERSllGlS User Conference 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 DEVI 001 -31 10 ENGINEERING League of CA Cities - Public Works Conference Unknown Management Seminars San Diego California Construction Law San Diego Shoreline Erosion (CSBPA) San Diego Beach Erosion Committee (CSBPA) Los Angeles Professional Engineering Conferences (ASCE) San Diego Traffic Seminars Local APWA Seminar Local Miscellaneous Travel and Meeting Expenses Various 1 SUBTOTAL ENGINEERING 185 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 ACCT NO DEPARTMENT TRAVEL DESCRIPTION D EST1 NATl ON 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 001 -3240 GROWTH MANAGEMENT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GROWTH MGMT. 001 -3610 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL BUILDING INSPCT” 001 -341 1 HISTORIC PRESERVATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL HISTORIC PRSRVT” TOTAL COMMUNITY DEVELOPMENT 1 001 -4010 LIBRARY ADMINISTRATION California Library Association Annual Conference Santa Clara San Francisco Sacramento Various League of CA Cities Annual Conference California Library Association Legislative Day Miscellaneous Travel and Meeting Expenses SUBTOTAL LIBRARY ADMIN. 001 -4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CIRCULATION 001-4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY 001 -4024 LIBRARY CENTRO Conference - Books in Spanish for Young Readers San Diego SUBTOTAL CENTRO 001 -4030 LIBRARY CHILDREN’S SERRA Meetings - Travel and Meeting Expenses Various SUBTOTAL CHILDREN’S 001 -4040 TECHNICAL SERVICES INLM Users Group Annual Conference M onterey California Library Association Training Workshops Various SUBTOTAL TECH SERVICES 001 -4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL COLLECTION DN. 001 -4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various SUBTOTAL MEDIA SERVICES 001 -4060 ADULT LEARNING SD Council on Literacy Annual Tutor Conference San Diego SUBTOTAL ADULT LEARNING 001-4210 CULTURALARTS NAIAA Annual Conference St. Louis, Mo. League of CA Cities Commuriity Services Board Meetings San Francisco/Los Angeles SUBTOTAL CULTURAL ARTS 186 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I I I 1 1 I 1 I I I 1 I I ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTl NATION 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 I SUBTOTAL COMMV SVCS 001 -4121 PARK OPERATIONS CA Parks & Recreation Society Conference San Diego Various Seminars for Turf and Landscape Maintenance Pacific Southwest Maintenance Management School Local Lake Arrowhead SUBTOTAL PARK OPERATIC 001 -4131 RECREATION OPERATIONS Miscellaneous Travel and Meeting Expenses San Diego/Orange Coi SUBTOTAL RECREATON OF Personal Mileage Reimbursement Expense Various 001 -4133 AQUATICS Personal Mileage Reimbursement Expense Various SUBTOTAL AQUATICS 001 -4142 SENIOR PROGRAM Personal Mileage Reimbursement Expense Various SUBTOTALSENIOR PROGFU ’ 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 Diego/Los Angeles Los Angeles SUBTOTAL FACILITIES MAIN APWA Meetings and Courses IRWA Meetings and Courses IES Meetings and Courses Safety Training (OSHA - electrical codes) 001 -5410 TRAFFIC SIGNALS ITS and IMSATraining Various SUBTOTALTRAFFIC SIGNAL TOTAL COMMUNITY SERVICES I [TOTAL GENERAL FUND 131 -3310 SECTION 8 HOUSING Hearing Officer - Miscellaneous Travel & Meetings Local 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 1 TOTAL TREE MAINTENANCE 187 1 CITY Of: CARLSBAD TRAVEL REQUESTS 1995-96 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION ( 161 -4123 MEDIAN MAINTENANCE SeminarsAVorks hops for Landscape Maintenance Various TOTAL MEDIAN MAINTENANCE 161 -6210 STREET LIGHTING Miscellaneous IES and ITS Seminars and Meetings So. California Cal-SIA Annual Meeting Monterey Safety Training; various seminars Various TOTAL STREET LIGHTING 180-81 01 BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses Various TOTAL BRANCH (CLSA) 181 -8120 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 PlanlReport 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 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 AWWA Spring ’96 Conference (1) Redding AWWA Engineering CAD Conference Chicago, IL ADA Conference Monterey San Diego Water Works Meetings San Diego P ti M Meetings Local Muni Mgmt Ass’t of So Cal Local Miscellaneous Seminars, Mileage Expenses Various SUBTOTAL WATER DISTRICT 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 520-641 0 SOLID WASTE Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SOLID WASTE MGMT TOTAL WATER I 612-1910 RISK MANAGEMENT PARSAC Board of Directors Meetings Various TOTAL RISK MANAGEMENT 620-5210 FLEET OPERATIONS California Fire Mechanics Academy (1 week) Stockton ASE Certification Classes (4) TOTAL FLEET OPERATIONS PARMA Conference Monterey San Diego 188 CITY OF CARLSBAD TRAVEL REQUESTS 1995-96 I I I I I I i ACCT NO DEPARTMENT TRAVEL DESCRl PTlON D EST1 NATION 640-1720 INFORMATION SYSTEMS ERSl Arc Info Users Conference So. California Permit Users Conference (3 days) Government Technology Conference Sacramento Out of Town Travel for Training Miscellaneous Travel and Meeting Expenses Wsalia Local Various I TOTAL INFORMATION SYSTEMS 81 0-341 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 REDEVELOPMEI 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) SUBTOTAL LOW/MODERATI I TOTAL REDEVELOPMENT I TOTAL SPECIAL FUNDS 1 1 GRAND TOTAL TRAVEL I I I 1 I I I I 1 189 GLOSSARY APPROPRIATION - A specific amount of money authorized by the City Council for an approved work program or individual project. ASSESSED VALUATION - A dollar value placed on real estate or other property by San Diego County as a basis for levying property taxes. BALANCED BUDGET - A budget in which planned expenditures do not exceed planned funds available. BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund from the 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 investment, plus interest, by a specified future date. BUDGET - An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds which can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. CAPITAL IMPROVEMENT PROGRAM - A mu1 ti-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsi- bility of the City between the present to buildout. CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobiles, computer terminals, and office furniture, which appear in the Operating Budget. COST ALLOCATION - A method used to charge General Fund costs to special revenue programs, such 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 include the Pol ice Department, Library Department, and Personnel Department. ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has not yet occurred. ENTERPRISE FUND - A fund type established to account for the total costs of selected governmental facilities and services which are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. EXPENDITURE - The actual spending of funds set aside by appropriation for identified goods and services. - FEE - A general term used for any charge levied by government for providing a service or permitting an activity. . 190 I I 1’ 1 I I i I 1 I 8 i 1 1 I I 1 I 1 FISCAL YEAR - A twelve-month period of time designated as the budget J Carlsbad’s fiscal year is July 1 to June, 30. - FUND - A set of inter-related accounts to record revenues and expendii 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 expenditures are not legally restricted for use. Examples of depart! operating within the General Fund include Fire, Parks and Recreation and the Manager’s Office. GRANT - Contributions of cash or other assets from another governmental a! to be used or expended for a specified purpose, activity, or facility. GROWTH MANAGEMENT PLAN - A comprehensive approach to land use planning inst controlled and managed growth within the City, while providing designated pi faci 1 i ties. GROWTH MANAGEMENT STANDARDS - Standards for acceptable service levels which been established for eleven public facility categories. INTERFUND TRANSFERS - Payments from one fund to another fund, primarily for or services provided. INTERNAL SERVICE FUND - A fund which provides services to all City departmc and bills the various other funds for services rendered. Examples of Intt Service Funds include Fleet Maintenance, Data Processing, and Worl Compensation Insurance. MAINTENANCE AND OPERATION - A general category used for classifying expendi for materials, supplies and services which are normally used within and f year. OPERATING BUDGET - The annual appropriation of funds for on-going program c which include salaries, benefits, maintenance, operation, and capital o i terns. OPERATING COSTS - Estimated expenses which can be expected to occur followin construction of a Capital Improvement Project. PERSONNEL - Costs associated with providing the staff necessary to provid desired levels of services. REVENUES - Amount of funds received from the collection of taxes, fees, per1 licenses, interest, and grants during the fiscal year. SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted b City, State, or Federal Government as the method to which they may be spe Included are both salary and benefit costs. 191