HomeMy WebLinkAbout1996-06-18; City Council; 13705 Exhibit 1; 1996-97 OPERATING BUDGET AND 1996-97 TO BUILDOUT CAPITAL IMPROVEMENT PROGRAM PRELIMINARYI
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CITY OF CARLSBAD. CALIFORNIA
?ABLE OF CONTENTS
1996-97 BUDGET
Organization Chart .............................................................................................................. i
OPERATING BUDGET
Overview ............................................................................................................................. 1
Projected Fund Balances 10 Expen'diture Schedule ....................................................................................................... 12 Revenue Estimates ........................................................................................................... 15
Personnel Allocations 21
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....................................................................................................... 1 Departmental Summaries
. General Government Summary ...................................................................................................................... 30
City Council .................................................................................................................. 31
City Manager 32 City Clerk ..................................................................................................................... 33 City Attorney ................................................................................................................. 35 Finance 36
Cash Management ...................................................................................................... 38
Human Resources ....................................................................................................... 42
General Liability. ........................................................................................................... 45 Health Insurance .......................................................................................................... 46 Information Systems 47 Miscellaneous Non-Departmental ................................................................................ 49
Public Safety Summary ...................................................................................................................... 50
Police Department Summary ........................................................................................ 51
Administration 52 Operations ................................................................................................................... 53
Volunteer Services ....................................................................................................... 54
Investigations -55 Vice/Narcotics .............................................................................................................. 56
Juvenile Diversion ........................................................................................................ 57 Property and Evidence ................................................................................................. 59
Technical Services 60
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Purchasing ................................................................................................................... 40
Worker's Compensation ............................................................................................... 44 ..
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TABLE OF CONTENTS
Page Two
Public Safety (continued) D.A.R.E ......................................................................................................................... 61
Communications Center ................................................................................................ 63 Police Records .............................................................................................................. 64 Crime Prevention .......................................................................................................... 65 Police School Resource Officers ................................................................................... 66
Reserve Officers ........................................................................................................... 67 Traffic ............................................................................................................................ 68
Fire Department Summary ............................................................................................ 69 . Administration .............................................................................................................. 70 Suppression ................................................................................................................. 71 Prevention .................................................................................................................... 72
Emergency Medical Services ....................................................................................... 73
Weed Abatement ......................................................................................................... 74
Disaster Preparedness ................................................................................................. 75
Communitv Development Summary ...................................................................................................................... 76 Administration .............................................................................................................. 77 Geographic Information System ................................................................................... 78
Economic Development ............................................................................................... 79
Engineering .................................................................................................................. 80
Planning Commission .................................................................................................. 82
Land Use Planning ....................................................................................................... 83 Growth Management ................................................................................................... 84 Historic Preservation .................................................................................................... 86
Building Inspection ....................................................................................................... 87
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LibrarvlCulture Summary ...................................................................................................................... 88 Administration .............................................................................................................. 89
Adult Services .............................................................................................................. 90 Genealogy/Local History .............................................................................................. 92 Centro de Informacion .................................................................................................. 93
Children's Services ...................................................................................................... 94
Technical Services ....................................................................................................... 95 Collection Development & Acquisitions ........................................................................ 96
Media Services ............................................................................................................. 97
Adult Learning Program ............................................................................................... 98 La Costa Branch .......................................................................................................... 99 Cultural Arts ............................................................................................................... 100
Sister City ...................................................... : ............................................................ 102 California Library Service Act GLSA) ......................................................................... 103 Public Library Fund (PLF) ........................................................................................... 104 Audiovisual Insurance ................................................................................................. 105
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TABLE OF CONTENTS I Page Three
Communitv Services
Administration 107
Recreation Operations ............................................................................................... 111 Recreation Fee Supported ................................................. : ........................................ 112 Recreation - Aquatics ................................................................................................. 114
Recreation - Agua Hedionda Lagoon ......................................................................... 116 Senior Programs ........................................................................................................ 117 .
Senior Nutrition 119 Senior Activities .......................................................................................................... 120 Street Maintenance .................................................................................................... 121
Major Street Maintenance .......................................................................................... 123
Facilities Maintenance ................................................................................................ 124 Traffic Signals ............................................................................................................ 125
Street Tree Maintenance 126 Median Maintenance ................................................................................................... 128
Street Lighting ............................................................................................................ 129 Buena Vista Creek Channel Maintenance ................................................................. 130 Solid Waste Management 131 Carisbad Golf Course ................................................................................................. 133 Vehicle Maintenance .................................................................................................. 134
Vehicle Replacement 135
Housing and Redevelopment
Summary 136
Summary .................................................................................................................... 106
Park Operations ......................................................................................................... 109
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Redevelopment Operations ....................................................................................... A37 Redevelopment Debt Service. .................................................................................... 139
Low/Moderate Income Housing .................................................................................. 140
Housing - Rental Assistance 142 Administration Housing Trust Fund ............................................................................ 143 Community Development Block Grant ....................................................................... 145
Water and Sanitation Summary .................................................................................................................... 148 Water Operations 149 Water Reclamation .................................................................................................... 151
Sanitation Services .................................................................................................... 152
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CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................... 154
Projected Fund Balances ................................................................................................ 163
Revenue Estimates ......................................................................................................... 165 Budget Expenditure Schedule ........................................................................................ 167
Analysis of Available Balances ....................................................................................... 180
Current & Future (1995-96 toBuildout) Projects 168 ..............................................................
TABLE OF CONTENTS
Page Four
APPENDICES
Capital Outlay Requests 188
Glossary .......................................................................................................................... 198
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Travel Requests .............................................................................................................. 192
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Budgetary Policies
An analysis of the local economy indicated that the City should expect minimal growth
in revenues for 1996-97 compared to projections for fiscal year 1995-96. This required
expenditures to be contained with only small increases for new programs or services.
In order to accomplish this goal, a base budget was established for each department
which excluded any amounts carried over from previous years and was increased for
certain known factors. 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:
3 Departments were provided a base budget figure. The base budget was an
approximation of the adopted budget for each department from fiscal year 1995-96,
excluding capital outlay and adjusted as detailed below.
3 Base budget figures were adjusted for increases due to step increases, approved
salary increases, and revised assessments for lnformatiori Systems, Workers’
Compensation, Liability Self Insurance, Vehicle Maintenance and Vehicle
Rep la cement Funds .
3 Increased costs were required to be offset by reductions elsewhere so that the
adjusted base figure would remain the same.
> New programs or increases in service levels could be proposed if requested as part
of Council’s goal-setting process or mandated at the federal, state, or local level.
3 No increase in fees or other charges for services were assumed.
> Capital outlay requests were submitted along with the departmental budgets but
were considered outside of the adjusted base figure.
3 Departments were encouraged to use the most effective and efficient service
delivery methods within the base budget.
The use of these guidelines resulted in a 1996-97 operating budget of $78.2 million, a
decrease of $3.7 million from the current 1995-96 budget. Eleven (1 1) positions will not
be funded in the 1996-97 budget, down from fifteen in the previous year. All of the
unfunded positions are in General Fund programs. The Council Contingency account
is budgeted at $685,000 which is up from the $544,000 budgeted in the 1995-96
adopted budget, but still below the $1 to $2 million budgeted in pre-recessionary years.
This account is available to the City Council to address unanticipated emergencies or
unforeseen program needs.
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SlGNlFlCANT REVENUES
TO THE GENERAL FUND
(In Millions)
PROJECTED ESTIMATED
FUND 1995-96 1996-97 DIFFERENCE YO CHANC
PROPERTY TAX 10 9 11 0 01 09
SALES TAX 11 3 11 6 03 27
TRANSIENT OCCUPANCY TAX 32 34 02 62
DEVELOPMENT RELATED REVENUES 26 27 01 38
ALL OTHER REVENUES 11 7 12 6 09 77
TOTAL GENERAL FUND REVENUE 39 7 41 3 16 41
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 fell from a high of
approximately $13.5 million in 1991-92 to an estimated $1 1 million for fiscal year 1996-
97. Property taxes represent 27% of the total General Fund revenue and show a small
increase from the 1995-96 estimate. Although property values seem to have stabilized
from their downward movement over the past several years, no appreciable recovery of
property values has occurred and future recovery is expected to be very slow.
Sales tax is now the single largest revenue source to the General Fund representing
28% of the fund. Sales taxes are estimated at $1 1.6 million for 1996-97, an increase of
2.7% or $300,000 over the projected 1995-96 receipts. Th,is estimate includes
approximately $31 0,000 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 $3.4 million for 1996-97, an increase of 6.2% over 1995-96 estimates.
Tourism receipts in Carlsbad have been on the upswing in 1995-96 and are expected to
continue their growth through 1996-97. This growth follows three years of relatively flat
revenues and is consistent with many other cities in San Diego County.
Development within Carlsbad saw a sudden upward turn in 1994-95 with growth in
revenues of 65% over the previous year. This level of development has been sustained
for the most part throughout 1995-96 and is expected to continue in 1996-97. The
1995-96 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 $400,000 higher than originally
budgeted. The projections for 1996-97 show a 3.8% increase in these revenues for a
total combined revenue projection of $2.7 million.
All other revenues include franchise taxes, transfer taxes, vehicle license fees,
ambulance fees, recreation fees, and other charges and fees. Also incorporated into
this category is a reimbursement from the Public Employees, Retirement System
(PERS) for overpayments in previous years amounting to $775,0130 and a transfer into
the General fund from the General Liability fund of $100,000 due to lower than
expected claims.
Special Revenue Fund revenues total $8.3 million which is $200,000 or 2.5% more than
those projected for 1995-96. 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 increase in this category is the Senior Trust Fund. This is the first year that
the Senior Trust Fund is included in the budget as it was previously shown as an
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agency fund. This special revenue fund was established to account for donations a
programs for the senior citizens of Carlsbad.
Enterprise Fund revenue for 1996-97 is projected at $20.4 million, up $700,000 or 3.t
over 1995-96 projections. Enterprise Funds are similar to a business in that rates i
charged to support the operations which supply the service. Examples of Carlsb
enterprises include the water and sanitation services, and sofid waste management.
Water Operations revenues show an increase of 1.6%, or $212,000, based on
anticipated increase in water sales of 500 acre feet . A water rate study is currer
underway and the results of the study will assist in determining the amount and nati
of any necessary rate increases. Reclaimed water revenues are also projected
increase in 1996-97 by $50,000. Sanitation operating revenues, at $4.9 million, i
essentially equal to the 1995-96 projections.
The revenues to the Golf course enterprise fund show an increase of $450,000 wh
represents the proposed transfer of funds from the General fund. These amounts i
needed to pay the taxes, assessments and maintenance costs on the land purchas
for the future municipal golf course. All necessary land has been purchased a
development planning is underway. The payments to support this project had be
made from the General fund balance in previous years rather than from operati
revenues due to financial constraints.
Internal Service Funds show an estimated revenue of $7.7 million for 1996-97,
increase of $700,000, or 10% over 1995-96 projections. Internal Service Funds provi
services within the City itself and include programs such as the self insurance funds
Workers' Compensation and Liability Insurance, as well as Information Systems a
Vehicle Maintenance. Departments pay for services provided by these funds. T
Internal Service Fund demonstrating the largest revenue increase is the Hea
Insurance fund, up $407,000 or 23.4%. The increase is largely attributed to 1
inclusion of the amounts paid under the Kaiser insurance plan whereas in previc
years, only the Northwestern insurance expenses were included. The increase can
seen both in the revenues and the expenditures. All other revenues to the fund hz
remained stable. Information systems revenues have also increased due to increas
in the services provided to the departments.
Redevelopment revenues are estimated at 1995-96 levels of $1.7 million. The i
increment on property values has not exhibited any signs of growth over the past thr
years, and is expected to remain unchanged for 1996-97.
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BUDGET EXPENDITURE SUMMARY
(In Millions}
BUDGET BUDGET
FUND 1995-96 1996-97 DIFFERENCE % CHANGE
GENERAL FUND 41.4 41.3 (0.1) ' -0.2%
SPECIAL REVENUE 10.4 7.6 (2.8) -26.9%
ENTERPRISE 19.6 19.8 0.2 1 .O%
INTERNAL SERVICE 8.7 7.7 (1.0) -1 1.5%
REDEVELOPMENT 1.8 1.8 0.0 0.0%
TOTAL 81.9 78.2 (3.7) -4.5%
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I New Programs and Increased Service Levels
For the first time since the recession, the General fund has had sufficient revenue5
support a small increase in programs and services levels. The following new progra
and/or increased service levels are recommended by the City Manager and
included in the budget figures.
Poinsettia Park
Funding has been included for the ongoing maintenance of Poinsettia Park. 1
majority of the maintenance expenses are for water, electricity, and contract
services. Phase 1 of the park is expected to open by the end of the 1996 calendar YE
Expenses for the operation of adult softball and soccer leagues at Poinsettia Park
also included. The expenditures for the Adult Sports Programs will be offset by te
registration fees.
Reserve Firefighter Proqram
A reserve firefighter program is being proposed to augment the current staffing, provi
an employment path, and expand community safety outreach programs. The fundinc
for uniforms and personal protective equipment. It is envisioned that the resei
program would include up to 25 reservists who would work side-by-side with the Cit
firefighters and perform the less-technical, non-emergency tasks.
Gang Task Force Detective
An additional senior police officer is budgeted and recommended for assignment to 1
North County Gang Task Force. This detective would expand the City’s capability
dealing with gang-related problems in North County. As a participant in the No
County Task Force, the resources of the entire task force would be available to the C
to target specific problems in Carlsbad.
Alternate Delivery of Advanced Life Support
Alternate delivery of Advanced Life Support (ALS) is budgeted to decrease the timc
takes to deliver ALS to the scene through an engine-based paramedic delivery syste
Currently the Fire department has three ALS equipped engines and two ambulance
The budget proposes converting to six ALS equipped engines and reclassifying three
the nine firefighter positions to paramedic/firefighters.
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Special Revenue Funds show a decrease in anticipated spending of approximately
$2.8 million, or 27% which is the net result of significant reductions in two programs
offset by increases in others. Gas Tax spending is projected to diecline by $2.5 million
as the 1995-96 budget contains a large amount of funds carried over from the previous
years to complete scheduled projects. In addition, the 1996-97 budget proposes
funding $1.1 million for the street overlay program with TransNet money rather than
with Gas Tax funds.
The Street Lighting Maintenance Assessment District budget contains a decrease of
$350,000, or 33% and is due to the one-time costs to purchase street light fixtures from
SDG&E contained in the 1995-96 expenditure estimate. The only Special Revenue
fund showing a significant increase is the Police Asset Forfeiture fund. The Police
Asset Forfeiture fund includes a new program for School Resource Officers.
New Proaram - A School Resource Officer program is included for La Costa Canyon
and Carlsbad high schools. The goals of this program are to maintain order in and
around schools, to deter crime through enforcement, and to create positive interaction
among students, citizens, and educators. The program would consist of two police
officers, one assigned to each high school for the nine-month school year. The two
positions will be jointly funded with both the school districts for the nine-month period.
Two new funds appear in the budget under the category of Special Revenue Funds.
These are the Senior Trust Fund and the Housing Trust Fund. The Senior Trust Fund
will track the transactions and donations for the Senior program. The Housing Trust
Fund reflects the administrative costs associated with the lnclusionary Housing
program.
Enterprise Funds show a budget increase of $200,000, or I%, 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.
Internal Service Funds show a budget decrease of $1 million. The largest change is in
the Vehicle Replacement fund which shows a decrease of $831,000. The decrease is
the result of an unusually high budget over the last two years. 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 acclording to the vehicles
recommended for replacement in any given year.
The budget for Workers' Compensation Self Insurance has decreased by $260,000 or
23%. The 1995-96 budget includes an operating transfer into the General Fund which
is not budgeted for 1996-97.
The Redevelopment Agency budget has decreased for 1996-97 bly $47,000, mainly the
result of a decrease in the administrative costs charged to the Low and Moderate
Income Housing budget.
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Summary
While the 1996-97 budget does show some growth in programs and services for
first time in many years, the City nas still not fully recovered from the effects of
recession. Revenues have stabilized and are beginning to grow slowly although onc
the largest sources, property taxes, has remained stagnant. In order to maintain
high level of services expected by the citizens, the City has continued to use alterni
revenue sources to finance some General fund programs. As revenues grow they \
need to absorb these programs thus hindering the ability of the City to add services
the future.
However, the economic outlook for Carlsbad is very positive. The Four Seasons res
at Aviara is expected to open in 1997 and Legoland, a theme park for childrer; 1
scheduled their opening for 1999. Another resort hotel and a community hotel are a
expected to be developed along with Legoland. In addition, the industrial corric
along Palomar Airport Road has continued to grow and expand bringing in many n
businesses to Carlsbad. All of these will contribute to the future economic health of 1
City.
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CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1995-96
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1995 REVENUES EXPENDITURES TRANSFERS JUNE 30,1996
GENERAL FUND 12,877,307 39,663,000 39,431,813 13,108,494
SPECIAL REVENUE I
POLICE ASSET FORFEITURE 1,255,900 150,000 457,902 947,998
HOUSING - SECTION 8 144,600 3,235,000 3,238,094 141,506
AUDIO-VISUAL INSURANCE 82,500 11 0,000 143,500 49,000
GAS TAX 3,366,600 1,350,000 1,469,500 3,247,100
TREE MAINTENANCE 447,400 533,200 51 5,003 465,597
MEDIAN MAINTENANCE 31,300 383,300 337,710 76,890
STREET LIGHTING 1,145,000 645,400 555,423 1.234,977
BUENA VISTA CRK CHNL MNT 430,800 120,000 4,500 546,300
STATE GRANTS (LIBRARY) 321,600 229,000 284,200 266,400
SENIOR NUTRITION 0 195,900 196,583 (683)
CDBG ENTlTLEMENTlREHAB 25,660 647,500 672,001 1,159
SENIOR TRUST 0 0 0 0
HOUSING TRUST 835,034 500,000 0 1,335,034
ENTERPRISE
8,330,772
RECLAIMED WATER 362,900 1,400,076 1,183,033 579,943
SEWER OPERATIONS 5,201,000 4,934,900 4,096,232 6,039,668
SOLID WASTE MANAGEMENT 126,500 106,000 143.615 88.885
GOLF COURSE 420,000 50,000 470,000 0
WATER OPERATIONS 8,042,000 13,229,600 12,940,828
INTERNAL SERVICE I
WORKERS COMP SELF INSUR 862,736 754,970 956,600 661,106
LIABILITY SELF INSUR* 1,881,438 1,064,710 717,960 2,228,188
HEALTH INSURANCE 1,615,580 1,740,400 1,832,832 1,523,148
VEHICLE MAINTENANCE (87,415) 1,335,000 1,304,300 (56,715)
VEHICLE REPLACEMENT 3,981,872 990,000 1,093,500 3.878,372
INFORMATION SYSTEMS 569,625 1,088,500 1,260,190 397,935
REDEVELOPMENT
OPERATIONS 56,800 11 3,300 589,800 (419,700)
DEBT SERVICE 1,537,337 1,275,000 1,049,100 1.763,237
LOW AND MOD INCOME HSNG 677,924 357,000 173,420 861,504
TOTAL OPERATING FUNDS $4621 1,998 $76,201,756 $75,117,639 %TGq
* Balances are less the expected reserves
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CITY OF CARLSBAD
OPERATING FUNDS I
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PROJECTED FUND BALANCES FOR FY 1996-97
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE 1 FUND JULY 1,1996 REVENUES EXPENDITURES TRANSFERS JUNE 30,1997
GENERAL FUND i 3.1 08,494 41,339.aoo 41,330,556 13,117,738
12,427,738
(690,000) APPROPRIATION FROM FUND BALANCE
SPECIAL REVENUE 1
POLICE ASSET FORFEITURE 947,998 150,000 552,728 545,270
148,420 HOUSING - SECTION a 141,506 3,252,000 3,245,086
AUDIO-VISUAL INSURANCE 49,000 11 0,000 105,500 53,500
GAS TAX 3,247.1 00 1,425,000 408,ooo 4,264,100
TREE MAINTENANCE 465,597 534,200 539,678 460,119
MEDIAN MAINTENANCE 76,890 400,400 360,605 I 16,685
STREET LIGHTING 1,234,977 645,000 712,885 1,167,092
BUENA VISTA CRK CHNL MNT 546,300 105,000 304,500 346,800
STATE GRANTS (LIBRARY) 266,400 235,000 341,200 160,200
SENIOR NUTRITION (683) i 87,292 187,292 (683)
CDBG ENTlTLEMENnREHAB 1,159 647,500 672,000 (23,341 )
SENIOR TRUST FUND 0 112,000 112,000 0
HOUSING TRUST FUND 7.335,034 500,000 108,599 1,726,435
ENTERPRISE
WATER OPERATIONS 8,330,772 13,441,300 13,354,612 8,417,460
SEWER OPERATIONS 6,039,668 4,933,500 4,550,210 6,422,958
SOLID WASTE MANAGEMENT 88,885 86,000 115,496 59,389
RECLAIMED WATER 579,943 I .450,028 1,269,770 760,201
I GOLF COURSE 0 500,000 475,000 25,000
INTERNAL SERVICE 1
WORKERS COMP SELF INSUR 661.1 06 754,730 864,900 550,936
LIABILITY SELF INSUR 2,228,188 1,060,710 1,117,160 2,171,738
HEALTH INSURANCE 1,523,148 2,147,165 2,145,500 1,524.81 3
VEHICLE MAINTENANCE (56,715) 1,331,450 1,337,600 (62,865)
4,038,472 VEHICLE REPLACEMENT 3,878,372 1,148,600 988,500
INFORMATION SYSTEMS 397,935 1,203,900 1,199,760 402,075
REDEVELOPMENT
OPERATIONS (41 9,700) 11 3,300 567,362 (873,762)
LOW AND MOD INCOME HSNG 861,504 355,000 128,641 1,087,863
TOTAL OPERATING FUNDS $47,296 1 i 5 579 41 8,875 $78,169,840 $0 $47,855,150
DEBT SERVICE 1,763,237 1.250,OOO 1,074,700 1,938,537
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FISCAL YEAR 1993-94 THROUGH 1996-97
1995-96
1993-94 1994-95 ESTIMATED 1995-96
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
GENERAL FUND 1
GENERAL GOVERNMENT
CITY COUNCIL 160.164 163,272 171,190 172,489
CITY MANAGER 744,963 779,608 778,390 801,219
CITY CLERK 409.956 424,536 345,000 443,862
CITY ATTORNEY 370,109 450.286 486,194 519,341
1,004,020 1,128.466 FINANCE 993,163 968.880
CITY TREASURER 79,595 65.376 97,020 115,134
PURCHASING 338,909 333.807 367,221 369,119
HUMAN RESOURCES 571,196 698,617 978,114 984,738
TOTAL GENERAL GOVERNMENT 3,668,055 3,884,382 4,227,149 4,534,368
PUBLIC SAFETY
POLICE 8,760,470 8,696,676 9,242,899 9,320,985
FIRE 6,986,556 6,793,846 6,896,304 6,973,948
TOTAL PUBLIC SAFETY 15,747,026 15,490,522 16,139,203 16,294,933
COMMUNITY DEVELOPMENT
COMMUNITY DEVELADMIN 546,406 564,594 574,000 615,700
GEOGRAPHIC INFORMATION 132,124 136,477 189,185 231,838
ECONOMIC DEVELOPMENT 27,060 66,811 112,140 170.1 02
ENGINEERING 3,004,240 3,027,248 3,060,753 3,281,239
PLANNING 1,793,682 1,776,213 1,890,945 2,095,334
GROWTH MANAGEMENT 107,377 71,435 73,860 78,597
HISTORIC PRESERV COMM 399 1,602 3.000 3,000
BUILDING INSPECTION 702,467 733,692 880 007 886,238
TOTAL COMMUNITY DEVELOPMENT 6,313,756 6,378.072 6,783,890 7,362,048
LI BRARYlCULTURE
LIBRARY 2,447,865 2,398,418 2.465.105 2,505,974
CULTURAL ARTS PROGRAM 225,650 244,588 252,377 265,663
SISTER CITY PROGRAM 8.426 9,926 6.650 6,650
TOTAL LIBRARY/CULTURE 2,681,941 2,652,932 2,724,132 2.778.287
%INCR (DEC)
95-96 BUD
1996-97 TO
BUDGET 96-97 BUD
170,390 -1.2%
819.765 2.3%
352,200 -20.7%
517,888 -03%
1,099,350 -2.6%
114,770. -0.3%
368.850 -0.1 %
880,415 -10.6%
4,323,628 -4.6%
9,692,211 4.0%
6.970.462 0.0%
16,652,673 2.3%
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597,900 -2.9%
183,705 -20.8%
1251 20 -26 4%
3,140,088 -4.3%
2,031,694 -3 0%
79,060 0.6%
3,000 0.0%
836,334 -5 6%
6.996.901 -5 0%
2,551,352 1.8%
261,972 -1.4%
6,800 2.3%
2.820.124 1.5%
FISCAL YEAR 1993-94 THROUGH 1996-97
1995-96
1993-94 1994-95 ESTIMATED 1995-96 1996-97
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET
COMMUNITY SERVICES
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1
1
E
I
I
1
COMMUNITY SERVICES ADMIN 7 16,950 641,190 605,205 619,604 641,380
PARK MAINTENANCE 1,583,521 1.535.183 1.576.856 1.616.1 39 1,893,805
RECREATION 1,627,035 1,654,529 1.608.730 1,628,970 1,679,563
SENIOR PROGRAMS 228,591 232,804 246,630 248,539 273,733
FACILITIES MAINTENANCE 1,186,464 1,116,823 1,464,745 1,167,800
Major Facility Maintenance (Transfer) 0 0 212,600
STREET MAINTENANCE 1,350,169 1,504,024 1,434,635 1,492,384 1,524,964
1,423,650
~
TRAFFIC SIGNAL MAINT 278,405 286,163 299,408 331,889 310,735
7,704,580 TOTAL COMMUNITY SERVCIES 6,971,135 6,970,716 7,195,114 7,402,270
NON-DEPARTMENTAL
21 1,150 COMMUNITY PROMOTION (CCVB) 222.702 215,847 21 1,150 242,663
BEACH PARKING 33,668 36,000 36,000 36,000 36,000
COMMUNITY CONTRIBUTIONS 75,000 101,300 75,000 75,000 75,000
HIRING CENTER 76,967 64,378 80,000 80,000 80,000
HOSP GROVE PAYMENT 787,708 798,443 793,080 802.500 797,500
AUDIT 26,823 26,430 40,000 71,416 42,000
PROPERTY TAX ADMIN FEE 154,827 162,152 180.000 180,000 185,000
ANIMAL REGULATION CONTRACT 110,868 11 9,056 i4e.000 140,000 154,000
DUES & SUBSCRIPTIONS 20,973 23,167 25,000 25.000 30,000
MlSClOPERATlNG TRANSFERS OUT 1,311,502 2.1 10,770 764,095 808.345 0
ASSESSMENT SERVICES 6,266 6,998 11,500 20.525 50,000
BOND SERVICES 5,432 4,961 6,500 6,500 7,000
. GOLF COURSE TRANSFER 0 0 0 0 470,000
2,832,736 3,665,542 2,362,325 2,487,949 2,137,650 TOTAL NON-DEPARTMENTAL
39,431,813 40,859,855 40,645,556 SUBTOTAL GENERAL FUND 38,214,650 35.046.166
%INCR (D
95-96 f
TO
96-97 f
3
17
2
IC
L
-2 0
100
-6.
4
--
-- --
-1 3
0
0
0
-0
-4 1
2
10.
20.
-1 00.
143.
7.
0.
-1 4.
-- -- --
-0. --
FISCAL YEAR 1993-94 THROUGH 1996-97
1995-96
1993-94 1994-95 ESTIMATED 1995-96
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE 604,628 425,156 457,902 491,316
HOUSING SECTION 8 2,796,679 3,023,020 3,238.094 3,266,600
AUDIO VISUAL INSURANCE 93,327 146,256 143,500 149,491
GAS TAX 1,593,540 816,674 1,469,500 2,837,856
TREE MAINTENANCE 546,742 ~ 503,530 515.003 529,747
MEDIAN MAINTENANCE 277,490 279,718 337,710 381.552
STREET LIGHTING 528,069 589,281 555,423 1,062,763
BUENA VISTA CRK CHNL MNT 1 54.2 1 5 3,111 4,500 6,500
STATE GRANTS (LIBRARY) 31 3,138 284,083 284,200 301,160
SENIOR NUTRITION 189,757 194,514 196,583 196,846
CDBG ENTITLEMENTIREHAB 1,177,361 533.751 672,001 1,141,768
SENIOR TRUST FUND ____ _._. _.._ ____
HOUSING TRUST FUND ____ ___ ____ -.-_
TOTAL SPECIAL REVENUE FUNDS 8,274,946 6,799,094 7.874.416 10,365,599
ENTERPRISE FUNDS I
WATER OPERATIONS 11,875,831 11,854,051 12,940.828 13,243,259
RECLAIMED WATER 637,860 836,573 1,183,033 1,238,738
SANITATION OPERATIONS 3,974,627 4,262,927 4,096,232 4,538,126
SOLID WASTE MANAGEMENT 112,282 116,701 143.615 152,652
GOLF COURSE 0 402.518 470 000 470.000
TOTAL ENTERPRISE FUNDS 16,600,600 17,472,770 18,833.708 19,642,775
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE 789.247 1,050,204 956,600 1,125.590
LIABILITY SELF INSURANCE 1,100,916 282,270 717,960 1,074,840
HEALTH INSURANCE 1,856,038 1,831,993 1,832.832 2,041 000
VEHICLE MAINTENANCE 1,267,296 1.21 1,752 1.304.300 1,309,009
VEHICLE REPLACEMENT 542,631 664,594 1,093,500 1,819,316
INFORMATION SYSTEMS 725,300 744,848 1,260,190 1,294,747
TOTAL INTERNAL SERVICE FUNDS 6,281,428 5,785,661 7,165,382 8,664,502
REDEVELOPMENT
OPERATIONS 590,094 601.575 589,800 564,671
DEBT SERVICE 1,091,749 1,368,296 1,049,100 1,077,600
LOW AND MOD INCOME HSNG 101,496 67,730 173,420 176,143
1,818,414 TOTAL REDEVELOPMENT 1,783,339 2,037,601 1,812,320
TOTAL OPERATING FUNDS 71,154,963 71,141,292 75.1 17.639 81,895.145
%INCR (DEC)
95-96 BUD
1996-97 TO
BUDGET 96-97 BUD
552,728 12.5%
3,245,086 -0.7%
105,500 -29.4%
408,000 -85.6%
539,678 1 :9?h
360,605 -5.5%
712,885 -32.9%
304,500 4584.6%
341,200 13 3%
187,292 -4.9%
672,000 -41.1%
112.000 100.0%
108,599 100.0%
7,650.073 -26 2%
13,354,612 0.8%
1,269,770 2.5%
4,550,210 0.3%
115,496 -24.3?4
475,000 11%
19,765,088 0.6%
864,900 -23.2%
3.9% 1,117,160
2,145,500 5.1%
1,337,600 2.2%
988,500 -45.7%
1,199,760 -7.3%
7,653,420 -1 1.7%
567,362 0.5%
1,074.700 -0.3%
128,641 -27.0%
-2.6% 1,770,703
78,769,840 -4.5%
CITY OF CARLSBAD
OPERATING FUNDS
I
I
1
I
1
I
6
1
I
1
I
1
I
I
E
I
I
1
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED DlFFERlEI
TAXES
PROPERTY TAX $10,889,366
SALES TAX 11,399,566
TRANSIENT TAX 3,252,270
FRANCHISE TAX 1,399,151
TRANSFER TAX
TOTAL TAXES 27.1 75,812
LICENSESAND PERMITS
CONSTRUCTION PERMITS
BUSINESS LICENSES 1,245,630
LICENSE TAX-CONSTRUCTION 113,118
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS 2,392,270
STATE SUBVENTIONS
VEHICLE IN-LIEU 2,385.855
OTHER 234,045
TOTAL STATE SUBVENTIONS 2,619,900
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES 482.904
ENGINEERING FEES 936,072
AMBULANCE FEES 353,016
RECREATION FEES 706,559
PROPERTY RENTALS
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES 3.978.665
FINES AND FORFEITURES
INTEREST 1,311,791
INTERDEPARTMENTAL CHARGES 2,303,335
OTHER REVENUE SOURCES 1,210,565 n
-
15
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1994-95 1995-96
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES 93.898 90,000
INTEREST 64,720 60,000
158,618 150,000 TOTAL
HOUSING - SECTION 8
INTEREST 14 131 8,000
FEDERAL GRANT 2,836.422 3,037,000
OTHER 185,674 190,000
3,036,227 3,235,000 TOTAL
AUDIO-VISUAL INSURANCE
INTEREST 4,633 5,000
INSURANCE FEES 102,395 105,000
107,028 11 0,000 TOTAL
GAS TAX
GAS TAX REVENUES 1,199,829 1,200,000
INTEREST 171.876 150,000
1,371,705 1,350,000 TOTAL
TREE MAINTENANCE
INTEREST 22,716 15,000
TREE MAINTENANCE FEES 497,705 452,000
INTERDEPARTMENTAL 66,143 66,200
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 95-96 1995-96 TO
1996-97 PROJECTED 1996-97
90,000 0.0% 0
60,000 0.0% 0
150,000 0.0% -0
_-
- -
8,000 0.0% 0
3,054,000 0.6% 17,000
190,000 0.0% 0
3,252,000 0.5% 17,000
-
- -
5,000 0.0% 0
105,000 0.0% 0
11 0,000 0.0% 0
1-
,_. -
1,225,000 2.1% 25,000
200,000 33.3% 50,000
1,425,000 5.6% 75,000
.-
- -
10,000 -33.3% (5,000)
458,000 1.3% 6,000
0.0% 0 - 66,200
TOTAL 1 71 1,677 647,500
SENIOR TRUST FUND
INTEREST 0 0
DONATIONS 0 0
TOTAL 0 0
I
I
1
1
HOUSING TRUST FUND
INTEREST 0 45,000
INCLUSIONARY HOUSING FEES 0 455,000
TOTAL 0 500,000
TOTAL SPECIAL REVENUE FUNDS 8,649.164 8,099,300
-
- - 647,500 0.0%
0 0.0%
112,000 100.0%
112,000 100.0%
1
1
- - -
45.000 0.0%
- - 455,000 0.0%
500,000 0.0% - -
' - - 8,303,392 2.5%
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1994-95 1995-96
ENTERPRISE FUNDS 1
WATER OPERATIONS
WATER SALES 9,854,107 9,843,400
READYTOSERVECHARGES 2,461,107 2,410,800
NEW ACCOUNT CHARGES 78,470 82,600
BACK-FLOW PROGRAM FEES 56,263 53,400
PENALTY FEES 247,900 192.800
INTEREST & PORTFOLIO SERVICES 435,082 460,000
ENGINEERING & PLAN CHECK FEES 36,203 62,800
CONNECTION FEES 62,035 71,300
MISCELLANEOUS 249,692 52,500
13,480,859 13,229,600 TOTAL
RECLAIMED WATER
WATER SALES 720,471 1,033,576
READY-TO-SERVE CHARGE 11.856 23,000
RECLAIMED WATER CREDITS 247,269 317,000
INTEREST & PORTFOLIO SERVICES 25,972 26,000
MISCELLANEOUS REIMB EXPEND 0 500
1,005,566 1,400,076 TOTAL
SANITATION OPERATIONS
SERVICE CHARGES 4,589,710 4,587,400
LATERAL CONNECTIONS 9,365 13,000
PRE-TREATMENT CHARGES 77,106 72,000
INTEREST 8 PORTFOLIO SERVICES 254,266 260,000
MISCELLANEOUS 52,163 2,500
TOTAL 4,982,610 4,934,900
SOLID WASTE MANAGEMENT
INTEREST & PORTFOLIO SERVICES 6,240 5,000
GRANTSIREBATES 0 0
RECYCLING FEE 0 96,000
MISCELLANEOUS 167,291 5,000
173,531 106,000 TOTAL
GOLF COURSE
INTEREST 109,308 50,000
TRANSFER FROM GENERAL FUND 1,800.000 0
1,909,308 50.000 TOTAL
TOTAL ENTERPRISE FUNDS 21,551,876 19,720,576
18
FOR 1996-97
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 95-96 1995-96 TO
1996-97 PROJECTED 1996-97
10,098,000 2.6% 254,600
2,400,000 -0.5% (10,800)
50,000 -39.5% (32,600)
47,000 -12.0% (6,400)
208,400 8.1% ' 15,600
460,000 0.0% 0
69,000 9.9% 6,200
72,000 1.0% 700
36,900 -29.7% (1 5,600)
13,441,300 1.6% 21 1,700
- ~- _-
1,036,728 0.3% 3,152
31,200 35.7% 8,200
355,600 12.2% 38,600
26,000 0.0% 0
500 0.0% 0
1,450,028 3.6% 49,952
-
- -
4,590,000 0.1% 2,600
5,000 -61.5% (8,000)
76,000 5.6% 4,000
260,000 0.0% 0
2,500 0.0% 0
4,933,500 0.0% (1,400)
.-
- -
5,000 0.0% 0
0 0.0% 0
81,000 -15.6% (15,000)
0 -100.0% (5,000)
86,000 -18.9% (20,000)
-
- -
25,000 -50.0% (25,000)
475,000 100.0% 475,000
500,000 900.0% 450,000
-
- -
20,410,828 3.5% 690,252
ACTUAL PROJECTED
REVENUE REVENUE 1 REVENUE SOURCE 1994-95 1995-96
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF-INSURANCE
I
R u
B
1
I
I
INTEREST & PORTFOLIO SERVICES 90,744 80,000
INTERDEPARTMENTAL 626,809 614,970
OTHER 109,432 60,000
TOTAL 826,985 754,970
LIABILITY SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES 128,205 130,000
INTERDEPARTMENTAL 943,701 920,710
OTHER 13,857 14,000
TOTAL 1,085.763 1,064,710
HEALTH INSUFANCE
INTEREST & PORTFOLIO SERVICES 84,992 66,100
INTERDEPARTMENTAL 1,335,131 1,342,500
REIMBURSEMENTS 322,934 331.800
TOTAL 1,743,057 1,740,400
ESTIMATED AS % DIFFER13
REVENUE OF FY 95-96 1995-96
1996.9 - 1996-97 PROJECTED
80,000 0.0%
614,730 0.0%
60,000 0.0%
754,730 0.0%
-
- -
130,000 0.0%
920,710 0.0%
10,000 -28.6% - - - 1,060,710 -0.4%
88.165 33.4%
1,702,000 26.8% 3
I 357,000 7.6%
i 2,147.165 23.4%
-
4 - -
REVENUE ESTIMATES FOR 1996-97 I
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,216,125 1,320,000 1,301,450
MISCELLANEOUS 15,080 15,000 30,000
I
I
8
1
1
E
1
TOTAL 1,231,205 1,335,000 1,331,450
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 786.225 835,000 973,600
INTEREST 181,902 130,000 130,000
SALE OF PROPERTY 51,980 25,000 45,000
TOTAL 1,020.1 07 990,000 1,148.600
INFORMATION SYSTEMS
INTEREST & PORTFOLIO SERVICES 606 20,000 20,000
INTERDEPARTMENTAL 772,540 1,068.500 1,183,900
MISCELLANEOUS 27,009 0 0
TOTAL 800.155 1.088,500 1,203,900
TOTAL INTERNAL SERVICE FUNDS 6,707,272 6,973,580 7,646,555
-1.4% '(
- 100.0%
-0.3% - -
16.6% 1
0.0%
80.0%
15.0%
-
1 - -
0.0%
10.8% 1
- 0.0%
10.6% 1 - -
E - - 9.7%
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1994-95 1995-96
REDEVELOPMENT FUNDS
OPERATiONS
RENTAL INCOME 39,177 40,000
ADMINISTRATIVE FEES 36,616 71,300
INTEREST & PORTFOLIO SERVICES (10,281) 0
MISCELLANEOUS 2.229 2,000
TOTAL 67,741 113,300
DEBT SERVICE
TAX INCREMENT 1,158 957 1,200,000
INTEREST & PORTFOLIO SERVICES 117,218 75,000
TOTAL 1,276,175 1,275,000
LOWAND MOD INCOME HSNG
TAX INCREMENT 289,739 300,000
INTEREST & PORTFOLIO SERVICES 49,577 55,000
MISCELLANEOUS 174 2,000
TOTAL 339,490 357,000
TOTAL REDEVELOPMENT FUNDS 1,683,406 1,745,300
AS % DIFFERENCE ESTIMATED
1995-96 TO REVENUE OF FY 95-96
1996-97 PROJECTED 1996-97
40,000 0 0% 0
71,300 0 0% 0
0 0 0% -0
2,000 0 0% 0
11 3.300 0 0% 0
- - -
1,200,000 0 0% 0
50 000 -33 3% (25,000)
1,250,000 -2 0% (25,000)
-
.- -
300,000 0 0% 0
55,000 0 0% 0
0 -1 00 0% (2.000)
355,000 -0 6% (2,000)
- - ~_.
1718.300 -1 6% (27,000)
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
I
I
1
1
I
I
II
1
I
I
I
I
1
I
1
I:
I
I
1
REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
1995-96 NUMBER BUDGET
lClTY COUNCIL I
EXECUTIVE ASSISTANT 1 1
TOTAL CITY COUNCIL 1 1 0
[CITY MANAGER I
CITY MANAGER 1 1
ASSISTANT CITY MANAGER 1 1
FINANCIAL MANAGEMENT DIRECTOR 1 1
ASSISTANT TO CITY MANAGER 1 1
SENIOR MANAGEMENT ANALYST 1 1
SECRETARY TO CITY MANAGER 1 1
ADMINISTRATIVE SECRETARY 2 2
TOTAL CITY MANAGER 8 8 0
I CITY TREASURER i
ASSISTANT TO THE TREASURER 0 75 0 75
TOTAL CITY TREASURER 0 75 0 75 0
]CITY ClERK
INFORMATION SYSTEMS DIRECTOR 0 0
ASSISTANT CITY CLERK 1 1
MINUTES CLERK 1 1
ADMINISTRATIVE SECRETARY 06 06
SENIOR OFFICE SPECIALIST 2 2
OFFICE SPECIALIST II 0 0
TOTAL CITY CLERK 46 46 0
(INFORMATION SYSTEMS I
INFORMATION SYSTEMS DIRECTOR 1 1
INFORMATION SYSTEMS MANAGER 1 1
SYSTEMS ANALYST 1 1
PROGRAMMEWOPERATOR 1 1
NETWORK SPECIALIST I1 1 1
ADM I N I STRAT WE SECRETARY 04 04
TOTAL INFORMATION SYSTEMS 54 54 0
]CITY ATTORNEY 1 CITY ATTORNEY 1 1
ASSISTANT CITY ATTORNEY 1 1
DEPUTY CITY ATTORNEY 1 1
SECRETARY TO CITY ATTORNEY 1 1
ADMINISTRATIVE SECRETARY 1 1
TOTAL CITY ATTORNEY 5 5 0
21
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
1995-96 NUMBER BUDGET
I FINANCE 1
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 1
SENIOR MANAGEMENT ANALYST 1 1
ACCOUNTING SUPERVISOR 2 2
ACCOUNTANT 5 5
ACCOUNT CLERK II 2 2
ACCOUNTING OFFICE ASSISTANT 1 1
ADMINISTRATIVE SECRETARY 1 1
TOTAL FINANCE 14 14 0
[RISK MANAGEMENT I
RISK MANAGER 1 1
ADMINISTRATIVE SECRETARY 1 1
HOURLY FULL TIME EQUIVALENTS 05 05
TOTAL RISK MANAGEMENT 25 25 0
PURCHASING I
PURCHASING OFFICER 1 1
SECRETARY 1 1
BUYER 2 2
MESSENGER 1 1
HOURLY FULL TIME EQUIVALENTS 05 05
TOTAL PURCHASING 55 55 0
[HUMAN RESOURCES I
HUMAN RESOURCES DIRECTOR 1 1
HUMANRESOURCESMANAGER 2 2
HUMAN RESOURCES ASSISTANT 1 1
MANAGEMENT ANALYST 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST 11 1 1
HOURLY FULL TIME EQUIVALENTS 0 24 05 0 26
TOTAL HUMAN RESOURCES 7 24 75 0 26
IPOLICE I
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 19 21 2
POLICE OFFICER 43 44 1
COMMUNICATIONS SUPERVISOR 1 1
RECORDS SUPERVISOR 1 1
COMMUNICATION OPERATOR I1 13 13
POLICE RECORDS SPECIALIST II 5 5
PUBLIC SAFETY SYSTEMS SPECIALIST 1 1
JUVENILE JUSTICE PROGRAM COORD 1 1
CRIME PREVENTION TECHNICIAN 1 I
POLICE SERVICES AIDE 2 2
HOURLY FULL TIME EQUIVALENTS 0 99 0 64 -0 35
TOTAL POLICE 11099 11364 2 65
22
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
I
I
I
I
8
B
I
I
1
I
I
I
1
I
i TOTAL GEOGRAPHIC INFORMATION 15 15 0
I
I
I
I
REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
NUMBER BUDGET 1995-96
IFIRE 1 FIRE CHIEF 1 1
DIVISION CHIEF 2 2
FIRE BATTALION CHIEF 3 3
FIRE CAPTAIN 18 18
FIRE CAPTAIN SPECIALIST 1 1
FIRE ENGINEER 18 18
FIRE FIGHTER 9 9
PARAMEDIC-FIRE FIGHTER 21 21
FIRE PREVENTION OFFICER II 3 3
MANAGEMENT ANALYST 1 1
ADMINISTRATIVE SECRETARY 1 1
SECRETARY 1 1
TOTAL FIRE 79 79 0
IBUILDING INSPECTION
PRINCIPAL BUILDING INSPECTOR 1 1
SENIOR BUILDING INSPECTOR 2 2
BUILDING INSPECTOR I1 2 3 1
BUILDING INSPECTOR I 1 0 -1
CODE ENFORCEMENT OFFICER I1 1 I
CODE ENFORCEMENT OFFICER I 1 1
BUILDING TECHNICIAN II 0 1 1
BUILDING TECHNICIAN I 1 0 -1
SENIOR OFFICE SPECIALIST 1 1
OFFICE SPECIALIST II 1 1
HOURLY FULL TIME EQUIVALENTS 0 13 1 0 87
TOTAL BUILDING INSPECTION 11 13 12 0 87
ICOMM DEVELOPMENT ADMlNtSTRATlON
COMMUNITY DEVELOPMENT DIRECTOR 1 1
MUNICIPAL PROJECT MANAGER 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST I 1 1
TOTAL COMM DEV ADMINISTRATION 4 4 0
IECONOMIC DEVELOPMENT 1
ECONOMIC DEVELOPMENT MANAGER 1 1
TOTAL ECONOMIC DEVELOPMENT 1 1 0
IGEOGRAPHiC INFORMATION
GEOGRAPHIC INFO SYSTEM COORD 1 1
HOURLY FULL TIME EQUIVALENTS 05 05
23
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
NUMBER BUDGET 1995-96
]ENGINEERING I
CITY ENGINEER 1 1
ASSISTANT CITY ENGINEER 1 1
TRAFFIC ENGINEER 1 1
PRINCIPAL CIVIL ENGINEER 4 4
PRINCIPAL CONSTRUCTION INSPECTOR 1 1
SENIOR CONSTRUCTION INSPECTOR 2 2
SENIOR ENGINEERING INSPECTOWWD 2 2
CONSTRUCTION INSPECTOR I1 3 3
ASSOCIATE ENGINEER 12 12
ENGINEERING TECHNICIAN II 5 5
SENIOR MANAGEMENT ANALYST 1 1
MANAGEMENT ANALYST 1 1
MANAGEMENT ASSISTANT 2 2
ADMINISTRATIVE SECRETARY 1 1
SENIOR OFFICE SPECIALIST 4 4
TOTAL ENGINEERING 41 41 0
~GROWH MANAGEMENT I
SENIOR MANAGEMENT ANALYST 1 1
TOTAL GROWTH MANAGEMENT 1 1 0
PLANNING I
PLANNING DIRECTOR 1 1
ASSISTANT PLANNING DIRECTOR 1 1
SENIOR MANAGEMENT ANALYST 1 1
PRINCIPAL PLANNER 2 2
SENIOR PLANNER 4 4
ASSOCIATE PLANNER 7 7
ASSISTANT PLANNER 0 0
PLANNING TECHNICIAN II 1 3 2
PLANNING TECHNICIAN I 1 0 -1
GRAPHIC TECHNICIAN 1 0 -1
ADMINISTRATIVE SECRETARY 1 1
SENIOR OFFICE SPECIALIST 3 3
HOURLY FULL TIME EQUIVALENTS 1 1
TOTAL PLANNING 24 24 0
24
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
B
II.
1
I
I
1
I
I
li
i
1
1
I
1
I
I
1
1
REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
NUMBER BUDGET 1995-96
ill BRARY 1 LIBRARY Dl RECTOR 1 1
ASSISTANT LIBRARY DIRECTOR 1 1
MANAGEMENT ANALYST 1 1
GRAPHIC ARTIST 1 1
ACCOUNT CLERK I1 0 0
ACCOUNTING TECHNICIAN 1 1
SENIOR CIRCULATION SUPERVISOR 1 1
LIBRARY ASSISTANT I1 8 8
LIBRARY ASSISTANT I 2 75 2 75
SENIOR LIBRARIAN 6 6
LIBRARIAN I1 4 4
LIBRARIAN I 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 11 1 1
HOURLY FULL TIME EQUIVALENTS 33 89 34 0 11
TOTAL LIBRARY 66 39 66 50 0 11
CULTURAL ARTS I
ARTS MANAGER 1 1
COMMUNITY ARTS COORDINATOR 1 1
ADMINISTRATIVE SECRETARY 1 1
HOURLY FULL TIME EQUIVALENTS 05 0 74 0 24
TOTAL CULTURAL ARTS 35 3 74 0 24
[COMMUNITY SERVICES I
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR 1 1
ADMlN SERVlCESlPROJECTS MANAGER 1 1
SENIOR MANAGEMENT ANALYST 1 1
PARK DEVELOPMENT COORDINATOR 1 1
ADMINISTRATIVE SECRETARY 2 2
SECRETARY 1 1
OFFICE SPECIALIST I1 0 75 0 75
TOTAL ADMINISTRATION 7 75 7 75 0
PARK MAINTENANCE
PARK SUPERINTENDENT 1 1
PARK SUPERVISOR I 1
PARK MAINTENANCE WORKER 111 5 5
PARK MAINTENANCE WORKER I1 9 75 9 75
PARK MAINTENANCE SPECIALIST 1 1
HOURLY FULL TIME EQUIVALENTS 25 43 18
TOTAL PARK MAINTENANCE 20 25 22 05 18
I 25
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
NUMBER BUDGET 1995-96
TREE MAINTENANCE
PARK SUPERVISOR 05 05
TREE TRIMMER LEADWORKER 2 2
TREE TRIMMER II 2 2
TREE TRIMMER I 1 1
HOURLY FULL TIME EQUIVALENTS 15 15
TOTAL TREE MAINTENANCE 7 7 0
MEDIAN MAINTENANCE
PARK SUPERVISOR 05 05
PARK MAINTENANCE WORKER II 1 1
PARK MAINTENANCE WORKER I 1 1
HOURLY FULL TIME EQUIVALENTS 08 05 -c 3
TOTAL MEDIAN MAINTENANCE 33 3 -0 3
RECREATION
RECREATION SUPERINTENDENT 1 1
RECREATION SUPERVISOR I! 3 3
RECREATION SUPERVISOR I 3 3
RECREATION SPECIALIST I 0 0
RECREATION ASSISTANT 2 25 2 25
AQUATIC SUPERVISOR 1 1
AQUATIC SPECIALIST 0 75 0 75
OFFICE SPECIALIST II 3 3
HOURLY FULL TIME EQUIVALENTS 28 74 29 45 0 71
TOTAL RECREATION 42 74 43 45 0 71
SENIOR PROGRAM
SITE MANAGER 1 1
SENIOR COORDINATOR 1 1
SECRETARY 1 1
HOURLY FULL TIME EQUIVALENTS 5 73 5 67 -0 06
TOTAL SENIOR PROGRAM 8 73 8 67 -0 06
STREET MAINTENANCE
STREET MAINTENANCE SUPERINTENDENT 1 1
STREET MAINTENANCE SUPERVISOR 2 2
STREET MAINTENANCE WORKER Ill 6 6
STREET MAINTENANCE WORKER II 11 11
MAINTENANCE WORKER I 3 0 -3
HOURLY FULL TIME EQUIVALENTS 0 1 1
TOTAL STREET MAINTENANCE 23 21 -2
STREET LIGHTING
ADMIN COORDINATOR - SPECIAL DISTRICTS 1 1
SENIOR ELECTRICIAN 1 1
ELECTRICIAN 1 1
ENGINEERING TECHNICIAN It 1 1
HOURLY FULL TIME EQUIVALENTS 0 0
TOTAL STREET LIGHTING 4 4 0
26
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
1
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1
1
I
1
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1
1
I
1
1
REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
1995-96 NUMBER BUDGET
BUILDING MAINTENANCE
BUILDING MAINT SUPERINTENDENT 1 1
BUILDING MAINT SUPERVISOR 1 1
SENIOR BUILDING MAINT WORKER 1 1
BUILDING MAINT WORKER II 2 2 CUSTODIAN II 1 1 CUSTODIAN 9 9
TOTAL BUILDING MAINTENANCE 15 03 15 03 0
MANAGEMENT ANALYST 0 75 0 75
TOTAL SOLID WASTE 0 75 0 75 0
FLEET SUPERINTENDENT 1 1 EQUIPMENT MECHANIC SUPERVISOR 1 1
EQUIPMENT MECHANIC II 4 4
ACCOUNTING TECHNICIAN 1 1
OFFICE SPECIALIST II 1 1
TOTAL FLEET OPERATIONS 85 85 0
HOURLY FULL TIME EQUIVALENTS 0 03 0 03
SOLID WASTE
VEHICLE MAINTENANCE
HOURLY FULL TIME EQUIVALENTS 05 05
TOTAL COMMUNITY SERVICES 141 05 141 2 0 15
/HOUSING AND REDEVELOPMENT
HOUSING & REDEVELOPMENT DIR 1 1
SENIOR MANAGEMENT ANALYST 2 2
HOUSING ASSISTANT 1 1
MANAGEMENT ANALYST 1 1
HOUSINGPROGRAMMANAGER 1 1
HOUSING SPECIALIST II 1 1
HOUSING SPECIALIST I 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST II 1 1
TOTAL HOUSING & REDEVELOPMENT 10 10 0
I 27
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
REQUEST
OVER
1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
1995-96
1995-96 NUMBER BUDGET
WATER ENTERPRISE 1
WATER OPERATIONS
GENERAL MANAGER 1 1
DISTRICT ENGINEER 1 1
ADMINISTRATIVE MANAGER 1 1
OPERATIONS SUPERINTENDENT 1 1
WATER MAINTENANCE SUPERVISOR 2 2
MANAGEMENT ANALYST 1 1
ASSOCIATE ENGINEER 3 3
CONSTRUCTlONhlAlNT SUPERVISOR 1 1
CONSTRUCTIONhlAlNT WORKER I 2 2
CONSTRUCTlONhlAlNT WORKER II 1 1
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 I1 4 4
VALVE TECHNICIAN I 1
VALVE MAINTENANCE WORKER 1 1
SENIOR VALVE TECHNICIAN 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST I 2 2
TOTAL WATER OPERATIONS 44 44 0
RECLAIMED WATER
ENGINEERING TECHNICIAN I1 1 1
TOTAL RECLAIMED WATER 1 1 0
TOTAL WATER ENTERPRISE 45 45 0
28
CITY OF CARLSBAD
BY DEPARTMENT AND CLASSIFICATION
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
1
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REQUEST
OVER
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
1995-96 NUMBER BUDGET
ISANITATION ENTERPRISE 1
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 II 1 1
TOTAL SANITATION 12 12 0
I 605 55 609 83 4 28 GRAND TOTAL LABOR FORCE
29
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PROGRAM: GENERAL GOVERNMENT
FUND: VARlO US
DEPARTMENT: VARIOUS SUMN
MAINTENANCE OPERATION I CONTINGENCY
30
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ 141,112 $ 140,286 $ 145,709 $ 140,610
19,052 22,986 26,780 29,780
0 0 0 0
$ 160,164 $ 163,272 $ 172,489 $ 170,390
1 .oo 1 .oo 1 .ooa 1 .oo
0.00 0.001 0.00
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PROGRAM: CITY MANAGER
FUND: GENERAL
DEPARTMENT: CITY MANAGER ACCT NO. 001-’
MAINTENANCE OPERATION I CAPITAL OUTLAY
I WORK PROGRAM:
The City Manager is appointed by the City Council and is responsible for operation of all City services, the provi
of timely and accurate information to the Council, making recommendations regarding new policies,
implementing programs and policies.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Financial: Coordination of activities with fiscal 1. Submit a balanced budget to the City Cour
impact to ensure sound financial practices and a Provide quarterly fiscal updates to the Counc
balanced revenue expenditure base.
Administration: Assist Council in meeting annual I. Accomplish objectives set forth by each
goals. department. Conduct the City in a profess1
and ethical manner and continue purs
excellence based on the strategic valuc
Coordinate efforts to respond to requests
action. (Review, referral, and response.)
Policv Development: Assist Council in policy devel- 1. Provide accurate, timely information, dev
opment. potential policy alternatives and prc
professional recommendations to Council.
SIGNIFICANT CHANGES:
None.
32
1993-94 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 317,556 $ 315,821 $ 218,662 $ 215,500
MAINTENANCE OPERATION 86,215 108,715 130,700 136,700
CAPITAL OUTLAY 6,1 85 0 94,500 0
GRAND TOTAL $ 409,956 $ 424,536 $ 443,862 $ 352,200 r
CITY CLERK PAGE T PROGRAM:
FUND: GENERAL
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DEPARTMENT: CITY CLERK ACCT NO. 001-1
1 PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY/1994 w
SURPO~~ Services: Assist public and City departments
with requests for information; provide research services 1. Documents Processed:
concerning Council action since C.@ incorporation on 72 Agendas 8 7-16-52; provide maintenance and quarterly
supplement service for subscriptions to the Carlsbad 496 Agenda 55
Municipal Code; prepare and post agendas in Bills accordance with “Brown Aci!’ for Council, CMWD 391 Resolutions39: Board, and H8R Commission meetings; process,
index, and file all Council Meeting documents (agenda 32 Ordinances 4 bills, resolutions, ordinances); process documents to
the Recorder; and process contracts and agreements. 250 Documents 3C
181 Contracts 20
to Recxder
Agreements
93 Subscriptions I
to Municipal
Code
Minutes Service: Provide minutes for Cty Boards, 1. Miwtes for 17 Minutes for 17
Commissions and Committees. Boards, Commissions, Boards, Comrnissiolr
and Committees. and Committees.
Duplication Equipment: Keep the City Hall copy 1. Copies:
machine operational by provision of key operator servi- 546,434 554,66’
ces, supplies, and current maintenance agrment.
Records Manaqement Services: Maintain City 1. Entries Indexed:
records in an identifiable and accessible manner in 856 1,06! order to fulfill public, legal, and historical requirements 2. Storage:
for preservation of information. Components of 131 boxes of files 13;
Records Management include the legislative indexing
operation, storage of historical documents, and boxes
system, microfilming records which are vital to the Citfs 10 micro IC I destruction of obsolete records.
SIGNIFICANT CHANGES :
The increase is due to the inclusion of funds for the General Municipal Election in November, 1996 a
the inclusion of funds for microfilming services.
34
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 319,288 $ 399,332 $ 438,894 $ 439,108
MA1 NTENANCE OPERATION 45,425 45,996 80,447 ' 62,580
CAPITAL OUTLAY 5,396 4,958 0 16,200
GRAND TOTAL $ 370,109 $ 450,286 $ 519,341 $ 517,888
FULL TIME POSITIONS 5.00 5.00 5.001 5.00
- HOURLYFTE POSITIONS 0.001 0.001 0.00
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PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE ACCT NO. 001-
MAINTENANCE OPERATION I CAPITAL OUTLAY
1 WORK PROGRAM:
The Finance Department pays the expenses and collects ti..; revenue for the City, maintains accurate and ti
financial records, and provides necessary information on financial status and forecasts to the City Council,
Manager all City departments and the public. In addition, the Finance Department is responsible for coordin
the annual budget process for both the operating budget and the capital improvement program and it participati
the creation and on-going administration of all new financing programs including fee programs and debt offerings
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Budget Management: Develop an annual budget 1. Prepare annual capital and operating buc
identifying operating and capital programs and their which include program activity and 01
costs for future years. measures or performance objective statemer
2. Perform annual review of all City fees
present recommendations for changes
Council.
3. Monitor and report on revenues
expenditures monthly to insure budgi
integrity.
Assessment DistrictlCFO Administration: Provide
financial management of 1912 and 1913/15 Act
Assessment and Mello-Roos Districts. 1. Assist in evaluation and formation of
districts.
2. Issue bonds for initial capital projects Y
required.
Monitor contracts for day-to-day administratic
Long-Range Financial Planning: Assist in CFD and all assessment districts as require
providing long-range financial planning services, formation documents and State law.
including long-range operating revenue and expense
forecasts.
3.
1. Update and present results of fiscal irr
analysis of General Plan.
2. Prepare ten year operating fore(
incorporating various “what if‘ scenarios tc
used in long range planning. II (continued)
36
PROGRAM: FINANCE PAGE TWO
FUND: GENERAL
DEPARTMENT: FINANCE ACCT NO. 001 -1 31 0
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Accounts Receivable: Bill and collect revenue for 1. Review methods for administration of the
the City: including business license, parking citations,
and emergency response billings.
business license tax to streamline the system.
Increase collection of receivables through timely
follow-up of delinquent accounts and use of
collection agency. .
2.
Accounts Payable: Assemble and pay the debts of
the City, including payroll. Satisfy requirements of and pay invoices.
taxing agencies.
1. Maintain turnaround time of 30 days to process
2. Reduce City-wide si:aff time for processing of
payables by 30%.
General Accounting and Reporting: Prepare and 1. Implement the first phases of the new financial
maintain accurate financial records; including grants,
capital projects, enterprise funds, assessment
districts, investments, fixed assets, and agency 2. Provide City management and Council with
funds. timely monthly financial reports.
information system.
1. Implement new business license inventory
system to identify businesses operating without a
license and bring them into compliance.
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. 2. Monitor sales tax audit contract to ensure
effectiveness.
3. Perform in-house internal control reviews as
needed.
SIGNIFICANT CHANGES:
Funding has been included for contracting out the ambulance billing and :ne business license information system.
The business license information system cost will be offset by payment from the State under the mandated costs
program.
37
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PROGRAM: CASH MANAGEMENT
FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 001-’
u MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Perform the duties and responsib
Code.
es set forth in the California Government Code and the Carlsbad Munil
1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Cash Manaqement: Develop cash flow projections I. Gather information regarding forecasted c
as accurately as possible; maintain record of receipts
and disbursements into the Treasury; ensure and external sources.
appropriate balances in the general checking
account; ensure sufficient cash to pay warrants 2. Receive and track actual daily cash depc
signed by legally designated person as well as meet transfer funds between various investr
biweekly payroll; project for debt service payments
and ensure sufficient liquidity; arrange for cost-
effective banking relations (retail and custodial); 3. Encourage, set up and perform wire transfer
arrange for a short-term borrowing program if large dollar disbursements to better prc necessary. Perform all City wires.
receipts and disbursements from various
accounts to optimize earned interest.
inactive cash available for investment.
Develop request for bids for banking serv
evaluate bids and initiate action to a\
contract; monitor adequacy and cost of ban
services; arrange for line of credit.
4.
Investment Manaqement: Provide professional 1. Endeavor to invest all inactive funds at all til
management of the City’s investment portfolio determine amount, type, and term of investr
investing all inactive funds as directed by the City to best complement the City’s portfolio ens1
Council while conforming to all state statutes compliance with the Investment Policy.
governing the investment of public funds. Ensure
safety and liquidity of all cash funds and investment
accounts.
2. Solicit telephone bids from financial instituti
brokers; evaluate and effect investment; arri
for payment, delivery, and safekeeping
investments; inform unsuccessful bidders oi
investment made.
3. Arrange for collateralization contracts
required.
(continued)
38
I
PROGRAM: CASH MANAGEMENT PAGE TWO
FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 001-1320
PROGRAM ACTIVITIES: PERFORMANCE CIBJECTIVES:
Recordkeeping: Develop and maintain records for 1. Maintain data base of cash projections,
all investments and investment income. Verify investments, interest rates, interest income,
receipt and correctness of investments made. transactions and market values. Reconcile
banks monthly report of safekeeping with data
compiled throughout ,the period.
2. Calculate interest income to be received and
ensure payment is accurate and timely.
3. Verify accuracy of transfer and trade
confirmations with investments made.
Reporting: Develop and prepare monthly and 1. Provide City Council with timely monthly reports
annual reports to the City Council regarding cash of investment activities, related to investment
management and investment activities; develop policy requirements. Additionally, disclose other
investment data for the Annual Financial Report. pertinent information that could potentially
threaten the safety arid liquidity of the investment
portfolio.
Provide City Council with annual report reviewing
past fiscal year and projecting portfolio
performance for next fiscal year.
Develop from investrnent data base information
required for the annual audit and Annual
Financial Report.
2.
3.
Administrative Duties: Develop agenda, convene, 1. Treasurer will act as the chairman of the
conduct, and record proceedings of the Investment Investment Review Committee.
Review Committee; develop and submit annually, or
as required, a statement of investment policy to the Present to the Investment Review Committee at
City Council. Maintain and ensure compliance with least quarterly, a porlfolio review, current market
Treasury Department Internal Controls. overview, and cash [management status. Seek
the opinions of the group on any miscellaneous
issues.
2.
3. Review the City’s iiivestment policy with the
Investment Review Committee; develop
recommendations to modify; ensure compliance
with the California Government Code.
SIGNIFICANT CHANGES:
None.
39
PROGRAM: PURCHASING
FUND: GENERAL
DEPARTMENT: PURCHASING ACCT NO. 001-'
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MAINTENANCE OPERATION li CAPITAL OUTLAY
1 WORK PROGRAM:
The Purchasing Department procures goods, services and equipment to meet the needs of the City's departmc
divisions. The Purchasing Department also is responsible for the mail and messenger service, records man:
and the disposal of surplus property. The City Council goal for Administration is a government that earns the
and respect of its citizens by providing services in a responsive, open and effective manner. The Pui
Department has the following objectives to meet this goal.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Bids and Quotations: Request bids, quotations and 1. Update and maintain formal bid and quotatioi
proposals for supplies, services and equipment.
Prepare and maintain Vendor's List by comm
Maintain the minority and women-owned but
2.
3. 1 file.
ProducffService and Public Works Contracts: 1. Track and renew annual product and
Provide administrative support and guidance for contracts.
productkervice annual contracts and public works
contracts. 2. Develop new annual contracts, as needed.
3.
4.
Maintain current Contractor's list by classific:
Develop and administer joint agency contrac'
Central Stores: Provide ordering, receiving, storing 1 Review usage of items, make adjustments (
and delivery of office and special supplies. moving items. Add new items as needc
emphasis on recycled products.
Update stores catalog semi-annually and c
new catalog annually.
2.
Messenqer and Mail Service: Provide twice-daily 1. Act as liaison in Postal Service changes. P
inter-departmental mail service to City facilities, and Staff to requirements to improve deliverabilio
daily pick-up, posting/delivery of U.S. mail to City
Hall. 2. Review inter-departmental services,
necessary adjustments.
3. Reduce overall postage costs for mail 5
encouraging the use of pre-sort of first-class
(continued)
40
r muu wivi . r utxbnnaiiwu rAbE IWU
FUND: GENERAL
DEPARTMENT: PURCHASING ACCT NO. 001-1410
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Surplus Property: Manage the transfer and disposal
of City property and losffunclaimed Police property.
1. Maintain inventory of surplus City property and direc
surplus property to requesting departments as I
becomes available.
Direct disposal of surplus and lost/unclaimed policc
property as needed.
Review and update present policies and procedures
Develop plan for reducing the number of record:
necessary for retention.
2.
Records Manaqernent: Manage the records storage
program for off-site storage. Provide records
management guidance to City Departments.
1.
2.
SIGNIFICANT CHANGES:
None
41
PRQGRAM: HUMAN RESOURCES
FUND: GENERAL
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I DEPARTMENT: HUMAN RESOURCES ACCT NO. 001-'
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide professional services to the City, as an organization, in support of human resource development, hu
resource management, and the human resource environment.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Organizational Team & Employee Development To support City Council's Goal V: to enhance 1. Continue to provide managerial and supervi
professional growth, performance and excellence by training.
providing continuing edilcation for all Council Members Commissioners and highly educated and Provide training regarding the City's Drug1
trained employees. Provide services to the Workplace, Nondiscrimination, and i
organization in the areas of. harassment policies, ana the newly mand
Dept. of Transportation DruglAlcohol Te:
Policy. Organizational Development: to assure healthy and
effective working relationships and help groups
effectively initiate and manage change. Develop employee development programs w
provide for a better understanding of the val
Traininq & Development: to effectively identify and function, responsibilities, and benefits
develop the key competencies that enable individuals employment with the City of Carlsbad.
and teams to perform effectively in current or future areas of responsibility. 4. Participate in the organization's strai
planning process and the implementation of
strategic initiatives.
2.
3.
5. Continue providing "CityFit Emplc
Development" training efforts, including facili
training, technical training, and various c
training programs.
6. To achieve Council Goal VI: Provide a trai
program for Board, Commission and Comrn
members on values, ethics, roles, and met
procedures.
(continued) 1 42
PROGRAM: HUMAN RESOURCES Page Two
FUND: GENERAL
DEPARTMENT: HUMAN RESOURCES ACCT NO. 001-1510
Human Resource Planninq and OrganizationlJob 1. Continue to function as a resource to
Design: Provide services to the organization in the departments as they assess operational staffing
areas of: needs.
Human Resource Planninq: to determine the organization’s major human resource needs, 2. Continue to assist departments in reviewing
strategies and philosophies.
OrganizationIJob Design: to define how tasks, 3. Continue to assist departments and individuals in
authority and systems will be organized and assessing career management processes.
integrated across organizational units and in
individual jobs.
organizational structure and task allocation.
Human Resources Service: Administer a full 1. Redesign and develop an HRlS in conjunction
spectrum of Human Resource systems, including: with the new Financial Information system for
City-wide access to employee data. m: assuring an effective Human Resources Information System (computerized database) and 2. Conduct periodic review of levels of established
record keeping structure. compensation.
Compensation and Benefits: continually review and 3. Respond to the ongoing classification needs of
maintain the City’s compensation system, and the organization.
administer and direct the City’s comprehensive employee benefit programs, including updating and 4. Educate, communicate and respond to
modifying programs as necessary. employees’ questions and inquiries regarding benefits.
Selection and Staffing: provide services in the area of employment to ensure a qualified and competitive Interpret and implement programs in compliance
workforce, focusing on continuing the City’s proactive with legislation that affect Human Resource
outreach efforts to attract and retain qualified Services.
minorities, women, veterans, and disabled applicants. 6. Conduct recruitments with the objective of
Performance Planning and Appraisal Systems: attracting well qualified applicants for available
assuring individual and organizational goals are positions.
linked, and that what individuals do every day supports the organizational goals. 7. Continue to review the City’s employment
policies to ensure that they are free from artificial
Employer-Employee Relations: assure healthy and barriers.
effective relations between the City of Carlsbad, as
an employer, and its employees.
Employee Assistance: provide personal problem-
solvinglcounseling to individual employees relative to
employment issues.
5.
SIGNIFICANT CHANGES:
Funding has increased for organizational training for continued implementation of the CityFit facilitator training and
strategic planning initiatives. Education expense increased to cover tuition reimbursement costs at accredited
universities.
43
, PROGRAM: WORKERS' COMPENSATION
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FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT NO. 61 I-'
MAINTENANCE OPERATION
CAPITAL OUTLAY
b WORK PROGRAM:
The Workers' Compensation Self-Insurance Fund is a part of the City's Risk Management Program.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Workers' Compensation Claims: The fund is 1. Continue to enhance communications
utilized to provide payment for medical, indemnity employees, medical care providers and
2nd defense expenses incurred as the result of party administrators.
occupational injuries and illnesses. It is also utilized
to pay for related administrative and insurance I expenses.
SIGNIFICANT CHANGES:
None.
44
PROGRAM: GENERAL LIABILITY
FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT NO. 61 2-1 91 0
MAINTENANCE OPERATION
CAPITAL OUTLAY
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 expenses
I Provide necessary support to the City Attorney's
office and outside counsel
SIGNIFICANT CHANGES:
The City's liability coverage premium increased
45
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
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DEPARTMENT: HUMAN RESOURCES .ACCT NO. 613-
MAINTENANCE OPERATION B CAPITAL OUTLAY
WORK PROGRAM:
This fund is used to pay health insurance premiums to Northwestern National Life.
SIGNIFICANT CHANGES:
Starting in FY 1996-97 all Kaiser expenses and revenues are recorded in the Health Insurance fund.
46
PROGRAM: INFORMATION SYSTEMS
FUND: INTERNAL SERVICE
DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640-1720
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide resources that will support departments in the performance of work tasks through computer automation and
telecommunication services. Strive to increase citizen access to City services through the use of technology.
PROGRAM ACTIVITIES:
Support Services:
software on all City computers. These include:
’Two HP3000 mini computers. One used for al with minimum dowintime.
general City applications utilized by all departments
and another used for cataloging and circulation by the
Library.
’One HP9000 UNIX server used for the Financial
Information System and other general City used applications. 3 Provide effective solmare support for standard ’ Two HP720 UNlX workstations used for the City’s City software and applications developed in- Geographic Information System (GIS) house. ’ Over 300 micro computers and the wide area
network components linking these micro computers.
’Backup support to the Safety Center for a DEC
mini computer running Computer Aided Dispatch and
their micro computer network.
Telecommunication Services: Maintain the voice
and data telecommunications networks for all City
facilities. This includes all additions and modifica-
tions to: ’ PBX and voice mail systems. ’ Over 350 communication circuits ’ Approximately 500 phone instruments. ’ 780 voice mail boxes.
New Systems: Continue deployment of the Financial
Information System and associated applications.
Implement new and enhance existing applications
and services according to user needs, which requires
an analysis of the function being performed,
determination of appropriate platform for compatibility
and research of available solutions.
- Computer Services: Maintain hardware and PERFORMANCE OBJECTIVES:
1. Ensure that all City computers remain operation-
2. Guarantee availability of hardware maintenance
for all the City’s rniiii computers, workstations,
micro computers and the Citywide network.
I. Ensure that the City’s telecommunication network
and it’s associated equipment remain operational
with minimum downtime.
Provide necessary support for all telephone and
data communication usage.
Meet the informatiortal needs of the users and
encourage the appropriate use of computers and
communication technofogy to increase
productivity and enhance communication.
2.
1.
47
PROGRAM: INFORMATION SYSTEMS Page '
FUND: INTERNAL SERVICE
I
4 DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640
1 SlGNiFlCANT CHANGES:
Maintenance and Operation expenses are up due to the increased maintenance costs of the new Fin;
information System and significant software upgrades to the city wide micro-computer network Funding is inc
for a pilot program on the Internet. i
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PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
1041 -2993 Community Promotion $222,702 $215,847 $242,663 $21 1,150
(Carlsbad Convention
and Visitor's Bureau)
1050-2993 Community Contributions 75,000 - 101,300 75,000 75,000 _.
1050-2490 Beach Parking 33,668 36,000 36,000 36,000
1051-XXXX Hiring Center 76,967 64,378 80,000 80,000
1967-1 922 Hosp Grove Debt Service 787,708 798,443 802,500 797,500
1990-2489 Animal Regulation Contract 11 0,868 1 19,096 140,000 154,000
1990-2520 Dues and Subscriptions 20,973 23,167 25,000 30,000
1990-21 98 Golf Course Contribution 0 0 0 470,000
1990-2477 Property Tax Administration Fee 154,827 162,152 180,000 185,000
1990-2921 Bond Service 5,432 4,961 6,500 7,000
1990-2479 Assessment Services 6,266 6,998 20,525 50,000
1990-2471 Audit 26,823 26,430 71,416 42,000
1990-2999 Contingencies (Budget request) 593,829 343,000 544,000 685,000
TOTAL $2,115,063 $1,901,772 $2,223,604 $2,822,650
49
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PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
DEPARTMENT: VARIOUS SUMM
MAINTENANCE OPERATION
50
PROGRAM: POLICE
FUND: GENERAUASSET FORFEITURE
DEPARTMENT: POLICE SUMMARY
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and within the
framework of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe
environment for residents and visitors of Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Operations Division: Provide response to 1. Maintain a six minute or less response time City
emergency and non-emergency calls for service, wide for Priority One calls.
proactive patrol to deter crime, traffic services to
enforce laws and reduce accidents, and services with
assistance of the Reserve Officer Program.
Investigations Division: Provide follow-up and 1. Investigate and follow-up crimes and incident
investigation of crimes, diversion of juvenile reports.
offenders, enforcement of viceharcotics violations
and prepare court cases for prosecution.
Technical Services Division: Provide support to all 1. Maintain crime prevention activities in the
divisions in the form of communications, records, community, including Neighborhood Watch
crime prevention, training and recruitment, the DARE
program, and technological development.
and
community presentations.
Maintain 2 full-time DARE officers for drug abuse
education in elementary, junior high, and high
schools.
2
1 Continue citizen survey program.
2.
Community Relations: Monitor community
concerns and needs, maintain positive relationship
with community, and develop programs responsive to
community needs.
Continue positive relationship with media, pro-
vide Business Liaison services, and ex pa nd
community relations activities.
3. Maintain Citizen "Ride-Along'' program.
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PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001 -:
MAINTENANCE OPERATION
I WORK PROGRAM:
Develop and administer functions and programs that support the City’s and Police Department‘s Statement of Va
in a manner responsive to the City and its citizens. Provide leadership and support to delpartment divisic
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Service Programs: Develop and manage programs 1. Provide staff members with program devc
which reduce crime, encourage citizen participation,
and improve community safety.
ment and problem analysis concepts.
Request and support personnel and program
needed to meet goals of the department.
3. Assure department‘s budgetary responsibility
Organizational Development: Assist staff with 1. Enroll five employees in “Investment in E
individual and group development.
Division Support: Provide support to department 1. Enhance resources for divisions such
divisions to assist with meeting goals. management information systems, statis
2.
lence” training.
analysis, and program management
analysis.
Leadership: Provide department staff with the know-
ledge and training necessary to carry out the 1. Enhance communications among staff
department‘s mission. divisions; reinforce department‘s and C
Statement of Values.
SIGNIFICANT CHANGES:
None.
52
PROGRAM: OPERATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2120
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to the
community. Enforce laws and ordinances, preserve the peace and provide for protection of life and property through
proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1993 1994 1995
1. Calls for Service: Calls for Service: Respond to calls for service for
emergency and non-emergency services. Investigate 60,446 54,078 55,127
crimes and enforce City ordinances
1. Reports:
Reports: Respond to calls for service. Take crime 10,116 9,355 9,389 reports, investigate crimes, and self initiate
investigations of crimes and incidents. 1. Response Times:
Response Time: Respond to Priority One (emer- 4.9 min. 5.6 min. 5.6 min.
gency) calls for service in less than six minutes.
SIGNIFICANT CHANGES :
None.
53
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PROGRAM: VOLUNTEER SERVICES
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-:
MAINTENANCE OPERATION I CAPITAL OUTLAY
WORK PROGRAM:
To provide support for the members of the Police department and to enhance community safety and security thrc
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES
Senior Volunteer Patrol Program
I education and crime prevention.
1. Conduct crime prevention pa'irols.
2. Assist with traffic control.
3. Assist with special events.
4. Assist crime prevention Unit.
5. Provide visitations for home-bound.
In-House Volunteer Program 1. Provide general clerical assistance.
2. Provide assistance with special assignments I projects.
SIGN I FI CANT CHANGES :
This program's start-up expenses were funded through asset forfeiture.
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PROGRAM: INVESTIGATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2130
MAINTENANCE OPERATION
CAPITAL OUTLAY
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 ACTIVITIES: WORKLOAD MEASURES: 1993 1994 1995
1 No. of Reports: Investigations: Investigate and follow-up on crime
and incident reports. 1,217 1,530 1,546
Case Closures: Clearance rates for FBI Index
crimes for:
1. Clearance Rates:
39% 2:2% 43% Violent Crimes - includes homicide, rape, robbery
and aggravated assault.*
Property Crimes - includes burglary, larceny theft
and motor vehicle theft.*
15% 9% 13%
1. Property Recovery Rates:
33% 30% 33% Property Recovery: Dollar value of property
recovered 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 identification of an
offender who cannot be arrested (exceptional
clearance).
SIGNIFICANT CHANGES:
One additional police officer is included for the North County Gang Task Force.
55
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PROGRAM: VIC E/NARCOTICS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001 -:
MA1 NTENANC E 0 P ERATl ON i CAPITAL OUTLAY
I WORK PROGRAM:
To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of tl
responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to identify
arrest those responsible for violations of laws concerning prostitution, gambling, liquor laws and other ill
- activities.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1993 -- 1994 1995 -
Felony and Misdemeanor Narcotics Arrests: The 1. Arrests, 143 149 112
arrest of suspects for felony and misdemeanor
narcotics and other violations.
Other Activities:
juvenile contacts and field interviews.
1. Other: 119 82 22 1
Includes crime cases, citations,
I SIGNIFICANT CHANGES:
Includes search warrant overtime expenses, previously included in the asset forfeiture fund, per the Federal a 1 forfeiture guidelines.
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PROGRAM: JUVENILE DIVERSION
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2132
MAINTENANCE OPERATION
WORK PROGRAM:
To provide juvenile diversion services and programs.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1993 1994 1995
Juvenile Diversion: The diversion of juveniles, both
delinquent and pre-delinquent, within and prior to the 319 245 218 criminal justice system for rehabilitative opportunities
1. Number of Juvenile participants:
SIG Nl FlCANT CHANGES:
-- No significant changes. Maintenance and Operation expenses remain funded through A!jset Forfeiture
57
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PROGRAM: JUVENILE DIVERSION
FUND: ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 121-:
MAINTENANCE OPERATION E CAPITAL OUTLAY
a
I WORK PROGRAM:
To provide juvenile diversion services and programs.
PROGRAM ACTIVITIES: WORKLOAD MEASURES: I
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1993 1994 - 1995
Juvenile Diversion: The diversion of juveniles, both
delinquent and pre-delinquent, within and prior to the
criminal justice system for rehabilitative opportunities.
1. Number of Juvenile participants:
31 9 245 21 8
SlGNlFICANT CHANGES:
The GUIDE Greater Understanding Lhrough Intervention, Diversion, & Education) Program has increased 50'
accommodate increased service demands.
58
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2133
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Responsible for processing, retention, disposal, and security of all property and evidence obtained or seized by
Carlsbad Police.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Property and Evidence: Physically maintain and 1 Perform annual audiuinventory.
accurately track all property and evidence.
1. Dispose of all acquired property and evidence
Disposal of Property: Return property to lawful within three years.
owners; dispose of property according to law.
SIGNIFICANT CHANGES:
None.
59
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
DEPARTMENT: POLICE
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ACCT NO. 001 -2
MAINTENANCE OPERATION
CAPITAL OUTLAY
1 WORK PROGRAM:
Provide support to the Police Department in the form of training, automated systems coordination and perso
recruitment.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Training & Personnel: Coordinate all department 1. Increased on-site training to be condu
training, recruit new employees, organize testing through use of satellite and iriteractive video
programs and conduct P.O.S.T. mandated pre- formats. employment investigations. I 2. Recruit personnel to maintain staffing levels.
information Systems:
department's automated programs such as CAD, 1. Develop and upgrade' program for the ( ARJIS, and the microcomputer network.
Maintain and develop the
system and the microcomputer network.
SIGNIFICANT CHANGES:
None.
60
PROGRAM: D.A.R.E.
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2141
MA1 NTENANCE 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 prevention Reach 3,000 - 4,000 students per year at 9
instruction to all Carlsbad Unified School District elementary schools, 1 junior high school, and 1
schools including elementary, junior high and high high school. schools.
Community Education: Assist schools and parents 1. Attend parent-teacher meetings, provide
with drug abuse prevention programs. workshops for parents and teachers, and
participate in various community and school
activities.
1.
SIGNIFICANT CHANGES:
None.
61
PROGRAM: D.A.R.E.
FUND: ASSET FORFEITURE
1
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DEPARTMENT: POLICE ACCT NO. 121-;
MAINTENANCE OPERATION I CAPITAL OUTLAY
E WORK PROGRAM:
Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on t
to experiment with drugs.
~ PROGMM ACTIVITIES: PERFORMANCE 0BJEC:TIVES:
Student Education: Provide drug abuse prevention 1 Reach 3,000 - 4,000 students per year i
instruction to all Carlsbad Unified School District elementary schools, 1 junior high school, ai
schools including elementary, junior high and high
schools.
Community Education: Assist schools and parents 1, Attend parent-teacher meetings, pro
with drug abuse prevention programs. workshops for parents and teachers,
participate in various corninunity and sc
activities.
high school.
1 SIGNIFICANT CHANGES:
None.
I 62
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 1. Calls for Service:
communications service to police, fire and emergency
medical programs. 1993 1994 1995
60,446 54,078 55,127
SIGN I FlCANT CHANG ES :
None.
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PROGRAM: POLICE RECORDS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 0014
MAINTENANCE OPERATION 1 CAPITAL OUTLAY
WORK PROGRAM:
Provide processing, filing and maintenance of all department official records. Responsible for data entry intc
ARJIS system and for statewide reporting of crime information. Responsible for public reception, information
fingerprinting.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Records: Process Police records including arrests, 1. Number of Reports:
crime cases, citations, traffic collisions, and incident
reports. I! 1993 1994 -
10,116 9,355 9
SIGNIFICANT CHANGES:
None.
64
PROGRAM: CRIME PREVENTION
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2144
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Help to improve the quality of life for Carlsbad citizens by providing crime prevention information and help reduce the
fear of crime through education.
PROGRAM ACTIVITIES:
Programs: Target community groups including seniors and crime victims for education. Activities include
community forums, community surveys, media, newsletters, and direct mailings.
Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
security. Programs include: Neighborhood Watch, rape prevention, personal safety, home and commercial
environmental design, vehicle theft and burglary prevention, children’s programs, senior’s programs, fraud
prevention, violence prevention, and drug abuse prevention
SIGNIFICANT CHANGES:
Maintenance and Operation expenses include the estimated payment to an alarm management company. The City
receives offsetting alarm fee revenues.
65
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: ASSET FORFEITURE
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DEPARTMENT: POLICE ACCT NO. 121-
MAINTENANCE OPERATION
CAPITAL OUTLAY
I WORK PROGRAM:
Maintain order in and around schools to deter crime through enforcement and to create positive interaction an
students, citizens, and educators.
PROGRAM ACTIVITIES:
Maintain order: Enforce laws on school campuses located within the City of Carlsbad.
Education: Educate staff and students regarding
laws pertaining to schools, child abuse, and law enforcement in general.
SlGNlFlCANT CHANGES:
The Sct ool Resource Officers are a new program. Two full-time officers will be assigned to the La Costa Carlsbac I high schools to maintain order in and around the schools.
66
PROGRAM: RESERVE OFFICERS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2150
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To provide support for patrol and traffic functions through the Reserve Police Officer volunteer program.
PROGRAM ACTIVITIES: PERFORMANCE CIBJECTIVES:
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. 2. Provide service to spring and fall faires,
Octoberfest, marathon, and other special events.
3. Provide assistance to detectives and traffic
officers with follow-up and special investigations.
Assist with local and regional DUI enforcement
activities.
1. Provide special detail assistance to all divisions
of the Police department.
4.
WORKLOAD MEASURES:
1 Number of hours of service contributed by
1995
3,700
Reserve Officers:
--
SIGNIFICANT CHANGES:
None.
67
PROGRAM: TRAFFIC
FUND: GENERAL
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DEPARTMENT: POLICE ACCT NO. 001 -:
MAINTENANCE OPERATION
li WORK PROGRAM:
To provide traffic enforcement as a means of reducing collisions and hazardous violations in the community.
provide accident investigation and traffic safety programs to make the streets and highways safer.
- PROGRAM ACTIVITIES: WORKLOAD MEASURES:
a
1993 -- 1994 - 1995
Enforcement Profile: Maintain a high profile of 1. Total Collisions: traffic enforcement in order to reduce traffic collisions Citywide. 777 7’1 5 786
Accident Investiqation: Conduct accident investiga-
tions to document location, time, and cause of traffic
accidents in order to provide targeted traffic enforce-
ment. 2. Hit and Run Cases Cleared:
s
1
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1
I
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1
1. Number of Hit and Run Investigations:
76 149 105
95% 95% 94%
SIGNIFICANT CHANGES: 1 None.
I 68
PROGRAM: FIRE
FUND: GENERAL
DEPARTMENT: FIRE SUMMARY
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To maintain a high and safe level of Fire and Paramedic services, maintain the highest standards for courteous service and responsiveness, provide educational opportunities to the public and provide equipment and training to department personnel that will enhance their safety as well as the services provided to the public.
PROGRAM ACTIVITIES:
To accomplish this program, the Fire Department provides a force trained and equipped to provide firefighting,
emergency medical, rescue, fire prevention and disaster preparedness and response services The Fire Department coordinates with other City departments and external agencies in an effort to optimize the use of resources in emergency response and disaster planning.
69
PROGRAM: ADMINISTRATION
FUND: GENERAL
1 s
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DEPARTMENT: FIRE ACCT NO. 001-
MAINTENANCE OPERATION
CAPITAL OUTLAY e
1 WO'RK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PRCIGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
-- Cooridination: Provide program direction and 1, Continue supervisory training seminars fo
planning for all divisions. Fire Captains.
2. Facilitate team building programs for
members of the management team.
Facilitate the remodeling of lire station one,
improving employee working conditions.
3.
1, Monitor development under the Gr
Management Program toward scheduling
relocation of Fire Stations 3 and 6. Planning: Provide a planning interface with other
City departments and regional agencies in order to
facilit,ste improved fire services. 2 Participate in the San Diego County Ur
Disaster Council and Hazardous Mate
Response, Joint Powers Authorities.
3. Coordinate departmental infarmation systems
4. Participate in regional planning activities.
II SIGNIFICANT CHANGES:
None.
70
PROGRAM: FIRE SUPPRESSION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2220
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equripment and properly trained
personnel.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Response Levels: Maintain a high and safe level 1. Maintain fire apparatus, equipment and fac
of safety services throughout the City. at a high level of readiness.
Maintain an average response time of 5 minutes
or less to Priority 1 fire and medical calls for
service.
2.
Training: Provide all safety personnel appropriate 1. Provide technical training to all shifi personnel on
training in order to enhance their personal safety as
well as enhancing the sewices provided to the citizens. 1. Continue to develop and review standard
operating procedures conforming to national
safety guidelines.
a monthly basis.
Service: Operations personnel will maintain a 2. Engine companies to participate in public educa-
tion programs, special community events and positive community profile of service, friendliness, code enforcement inspections on an annual and responsiveness. basis.
SIGN IF CANT CHANGES :
Funding is included to purchase uniforms and personal protective equipment for a reserve firefighter program.
71
PROGRAM: FIRE PREVENTlON
FUND: GENERAL
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DEF’ARTMENT: FIRE ACCT NO. 001-:
ITENANCE OPERATION
Ir WOIRK PROGRAM:
Manage the potential for fire loss in the community through fire code enforcement and public educ:
activities which increase citizen awareness of fire and life safety practices.
PROG RAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Enforcement and Enaineering: Provide code 1. Provide training and administrative suppor
enforcement occupancy inspections in existing public
buildings and those under construction.
engine company code enforcement agency.
Conduct fire inspections in all city buildings
high-risk occupancies annuallly.
2.
3. Perform code compliancle reviews on
anticipated 700 construction plan submittals.
4. Perform 1,000 new construction and follol
inspections.
-- Education: Conduct and participate in informative 1. Conduct fire safety educaticln programs for
programs for the general public on disaster and 4th grades in all schools within the I preparedness and fire safety. public and private.
2. Provide community safety educational progr
which foster self-help and reliance in prep;
for and in the handling of emlergencies.
Provide fire safety education programs durini
prevention week and at various comm
events.
3.
SllGNlFlCANT CHANGES:
Due to the staff reorganization, the Fire Marshal will assume the functional responsibilities of the Dis
Preparedness Program.
8 72
PROGRAM: EMERGENCY MEDICAL SERVICES
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001 -2240
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide paramedic level emergency medical care to the City, meeting or exceeding the guidelines of State and
County agencies.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Response Levels: Maintain a high and safe level of 1. Provide paramedic service meeting the San safety services throughout the City. Diego County criteria %or paramedic level care.
Training: Provide all safety personnel appropriate 1. Audit paramedic requirements set by State and training in order to enhance their personal safety
while also enhancing the services provided to the
citizens. 2. Provide technical training to all personnel on a
County regulatory agencies quarterly.
monthly basis.
Operate a Quality Improvement Program for all
medical calls for service
3.
SIGNIFICANT CHANGES:
Proposes changing to an engine-based paramedic delivery system rather than the current ambulance-based Mobile
Intensive Care (MICU) Advanced Life Support (ALS) delivery system.
73
PROGRAM: WEED ABATEMENT
FUND: GENERAL
8
1
1
1
I
8
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8
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DEPARTMENT: FIRE ACCT NO. 001-2
TENANCE OPERATION
m
li WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of an selective abater
program.
PERFORMANCE OBJECTIVES: PROGRAM ACTlVlTl ES :
1.
2.
3.
Select 900-1 100 parcels for clearance.
Obtain City Council approval for abatement.
Mail notices to property owners in May.
1. Hazard Identification: Identify and serve notice
to owners of properties on which fire hazards
exist or are likely o exist.
2. Hazard Abatement: Assure abatement of
hazards on property identified in activity 1. 1. Inspect all property noticed.
2. Clean all property not abated by owners in .
and July.
3 Manage contractor performance and payr
m
e system.
Obtain City Council approval to piace abater
costs onto individuals properly tax roll in July
Submit charges to county auditor for recover
property tax biliing by August.
4.
5. 1
1
B
I
15 74
I
SlGlNlFlCANT CHANGES:
None.
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001 -2260
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To exercise and improve coordination plans that enable Carlsbad to effectively utilize it’s resources in responding to,
and recovering from natural or manmade disasters.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Training and Education: Conduct classroom and 1. Conduct training and exercises with City
simulation training sessions for all key City staff Emergency Operations Center staff on disaster
members. plan elements.
Inter-Agency Planning: Continue the involvement
of other agencies in the planning process providing
coordination with city plans.
SIGNIFICANT CHANGES:
None.
75
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
DEF’ARTM ENT: VA Rl OUS
1
8
I
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8
8
I
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8
D
II
1
I
1
I
SUMM
MAINTENANCE OPERATION 1 CAPITAL OUTLAY
76
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3010
MAINTENANCE OPERATION
CAPITAL OUTLAY
~
WORK PROGRAM:
Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Geographic Information
Systems and Housing and Redevelopment Departments in the implementation and fulfillment of their work programs
Support and assist the City Manager, City Council and various City Boards and Commissions Provide a high level
of communication and service to the community, service organizations, developers and other agencies
.
PROGRAM ACTIVITIES: PERFORMANCE CIBJECTIVES:
Coordination: Coordinate, guide, and direct all 1 Continue quarterly review of all inter-
Community Development Departments in accompli-
shing City Council goals and objectives
departmental goals and objectives
2 Coordinate the activities of all Community
Development departments at the Development
Processing Counter
Provide support and direction to all Community
Development Departments involved with
achievement of the City's affordable housing,
growth management and economic development
goals
3
Comrn unication : Facilitate increased 1 Conduct periodic meetings and workshops to
communication between City departments, the assist Community Development staff and various
community and outside agencies Commissions in understanding the development
process, and pertinent laws and regulations
2 Encourage departmental and interdepartmental
meetings which allow Community Development
staff to participate in problem identification and
resolution
3 Act as a liaison between community
organizations and City staff in initiating and
implementing programs which provide social
benefit to the local population
SIGN I FICANT CHANGES :
None
77
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
I
II
;I
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001 -
ITENANCE OPERATION
m
B ITAL OUTLAY
B
I
8
I
I
N
I
1
B
4
t
1
WOIRK PROGRAM:
Continue to maintain the Geographic Information System (GIS) data base, and appropriate data layers, provid
City departments with geographic information processing services, and provide direct access to the GI$
Comniunity Development staff. 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
&&m Development: Continue to work with user 1. Meet on a regular basis with GIS I
departments to determine and plan out the USE' of the Committee to develop requirements for
GIS for more effective and efficient use of geosgraphic users. Disseminate information on GIS concc
data. and acquire information on user needs thro
direct contact with departmerit staff.
Database Development: Add the following data 1 Complete the automation of all assessn
layers to the GIs: districts, fee benefit areas arid the boundarie
1) Administrative unit data to the GIS database, CFD No. 1.
iricluding CFD boundaries, fee benefit areas,
assessment districts. 2 Complete the automation of all major stn
stream courses and drainage basins.
Sewer and water facility date from the Cerlsbad Complete the acquisition and import of SE
Municipal Water District and water facilities data from the Carls
Municipal Water District.
2) Various natural resource information including courses and drainage basins in the City.
3) 3.
Database Maintenance: Maintain the parcel
baseniap and streetmap for changes in parcel 1. Maintain the parcel and street centei
boundaries and/or assessor parcel numbers and basemap to reflect all changes in I
streets. ownership, parcel subdivsionkplits.
2 Maintain the vegetation baaemap to reflect
changes to the natural land cover fi
developmenVmitigation measures.
8 S I6 Irl I FIC ANT C HANG ES :
None.
78
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
H'OURLYFTE POSITJONS
1993-94 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET BUDGE1
$ -$ -$ 80,652 $ 80,82C
27,060 66,811 89,450 44,30C
0 0 0 C
$ 27,060 $ 66,811 $ 170,102 $ 125,12C
0.001 1.00 v 1 0.00
PROGRAM:
FUNID: GENERAL
ENGl N EE R1 NG
I
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8
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1
DEPARTM ENT: E NGl N EERl NG ACCT NO. 001-3
TENANCE OPERATION
WORK PROGRAM:
. - The Engineerjng Division provides. engineering services to the public and other City departments by preparing i
processing design and construction documents. The department is also responsible for ensuring that development i
public improvements are properly designed and constructed without jeopardizing public safety or fne well being of
community.
City Council Goals and Objectives: The Engineering department budget has been structured to provide
resouces needed to achieve the goals and objectives set forth by the City Council. These goals and objectives wil
accom,plished through ongoing programs to maximize customer service, ensure quallty projects, and foster econo
development.
PROGRAM ACTIVITOES: PERFORMANCE OBJECTIVES:
- ADMIIJISTRATION 1. Maintain review process to ensure all managen
objectives are completed within established t Coordination Function: Coordinate and dirtict all frame. divisioris to ensure accomplishment of City Gouncil
Goals and Objectives.
Adrnirristrative and Clerical Support Fund:&:
Providli administrative and clerical support to ail other
divisions.
- Manaqement Reportina Svstem Function: Ensures
that Management Reporting System is accurately maintained and generates all reports on schedule.
Record Keepina Function: Provides accurate
records filed in a standardized and efficient manner.
- DEVEILOPMENT - Land Use Development Review: Provides
comprehensive engineering input to the Plranning
Department for all Land Use Development applications
within statutory time limits and divisional goals.
Enainieering Plancheck: Process all' engineering
development plans and maps in a professional manner
maintaining high quality and meeting production goals.
1. Continue to provide services in an accurate
timely manner.
Develop reporting systems for managing proje
setting fee schedules and development pel
processing.
Review and revise filing procedures.
1.
1.
I. Complete 65% of land use reviews within fourtc
(14) days of assignment. Complete land I
review condEions for 90% of all PIP applicatic
within thirty (30) days of submittal of comp
application.
Complete 90% of I" checks within thirty (30) d:
Complete 90% of all other chlecks within fourtc
(14) days. Complete 90% of Ist checks
economic development projects within twenty4 (21) days. Complete 90% of all other econo development planchecks within ten (10) d:
1.
(continued)
80
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAL
DEPARTMENT: ENGINEERING ACCT NO. 001-3110
PROGRAM ACTIVITIES: PERFORMANCEOBJECTIVES:
Developmental Services: Ensures all Engineering 1. Return all phone messages within 24 hours. questions related to land development are answered in
a timely and friendly manner.
TRANSPORTATION AND CAPITAL PROJECTS
Investigations: Reviews, analyzes and reports on a 1. Complete investigations within a timely manner 12-
wide Mriety of traffic issues, concerns, complaints and Follow up on recommendations by
inquiries. issuing work orders, proposals for CIP
Continuina Operations: Maintains up-to-date 1. Update speed surveys prior to expiration and in
records of collision reports, speed surveys, traffic accordance with vehicle code; log, pin and file
counts and assists in maintaining optimum traffic signal collision reports within two weeks of receiving
operations. them; conduct traffic counts on an as-needed
basis; and respond to traffic signal problems on a
same-day basis.
Proiect Reviews: Reviews traffic control plans, 1. Complete reviews in a timely manner to maintain
signing and stripping plans and traffic signal plans. department goals for plancheck services. Provide
Reviews project submittals for good transportation immediate response to interdepartment needs planning concepts. Provides interdepartment and concerns.
coordination on various issues on an as-needed basis.
Coordination: Coordinates the design, construction, 1. Thoroughly and efficiently scope all capital
and inspection of the CQ's Capital Improvement projects. Direct the design and construction of
Program. Provides safe, efficient, and economical public projects. Provide support and assistance to inspection services for all projects within the Ctty clients and City departments through a
through a combined and comprehensive inspection coordinated Capital Program.
program.
<- .Coastruction and Inspection: .Provides a thorough
inspection of all projects through the application of
clear, concise, and uniform construction management
practices and policies. Assists in construction quality
control.
.Provide complete-.engineerhg coverage of .frant counter and make initial contact with all. citizen/
customers within 5 minutes of their arrival.
4 weeks).
consideration or developer obligations.
1. Complete inspections in a timely manner.
SIGNIFICANT CHANGES:
Four positions will remain unfunded in this budget and include Principal CMl Engineer-Traffic, Engineering Tech II, and
two Associate Engineers. Maintenance and operation expenses have increased to cover expenses associated with the
Federally mandated Storm Water Program (NPDES).
81
1
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PROGRAM: PLAN N IN G CONI M I S S IO N
FUND: GENERAL
DE PA RTM EN T : PLAN N I N G ACCT NO. 001-
VTENANCE OPERATION
ITAL OUTLAY
WQIRK PROGRAM:
Advise the City Council on all matters relating to land use, growth management, and implementation of the (
General Plan.
PROGRAM ACTIVITIES: PER FO RMAN C E 0 B J ECTIVES :
wmentation of the General Plan: Review all 1 Make advisory recommendations to the
development projects and long-range planning Council regarding implementation and upd( progr,sms for compliance vd t5 the General Plan. of the General Plan.
When needed, provide recommendations tc
Council regarding policy issues that affect I
range planning for the City.
2.
Review of Development Projects: Review and 1. Provide timely recommendations to the
approve/deny development projects brought before Council when the Pianning Department
Comrnission, in compliance with all City zoning, sub- completed its review of a development projec
division and environmental ordinances. Provide compliance with the General Plan and all 201
recommendations to the City Council on projects subdivision and environmental ordinances
requiring Council approval.
2. Provide a forum for public input into the revie
development projects.
3. Provide clear, concise findings to the
Council to support the recoinmendations oi
Cornmission.
wmentation of Growth Management &: 1. Provide reports to the City Council on the 1
Review projects for compliance with Growth Facilities Management Plains once staff
Management Plan. completed detailed review.
2. Review annual Capital Improvement Pro(
(CIP) for consistency with Growth Managei
Plahn.
S IG IN I Fl CANT CHAN G ES :
None.
82
1993-94 7 994-95
ACTUAL ACTUAL
101,981 $ 65,891
TENANCE OPERATION 5,396 5,544
I
8 ITAL OUTLAY 0 0
I 107,377 $ 71,435
0.00
1.501 1-00
1995-96
BUDGET
71,4417 $
7,180 , $
!$ 78,!F$
01.00 EE:
PROGRAM: GROWTH MANAGEMENT/HABITAT MANAGEMENT Page Two
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3240
SIGNIFICANT CHANGES:
The program has been renamed Growth ManagemenUHabitat Management to reflect the fact that the habitat
management function has become an additional, ongoing part of the workload .of this program, with a significant
commitment of resources. A significant portion of the Senior Management Analyst’s time .is devoted to habitat
management, and it is anticipated that this will continue for the foreseeable future. Cost recovery will be pursued
from both private and public sources to offset the City’s past and ongoing expenses in this area. For FY 1996-97,
the Travel and Training/Education budgets have been increased to reflect the increased needs related to Habitat
Management.
85
1993-94
ACTUAL
MA1 INTE NAN C E OPE RAT1 0 N 399
1
i CAF'ITAL OUTLAY 0
I 399
0.00
ACTUAL 'I 994-95 ~"~~~$ 1995-96 B:
-$ -$
' 1,602 3,1300
0
$ 1,602 $ 3,Im-r
0.00
0.00
1993-94
ACTUAL
PERSONNEL $ 501,374
MAINTENANCE OPERATION 194,501
CAPITAL OUTLAY 6,592
GRAND TOTAL $ 702,467
.I
1994-95 1995-96 1996-9;
ACTUAL BUDGET BUDGE1
$ 508,096 $ 589,181 $ 602,89(
225,596 290,057 233,441
0 7,000 (
$ 733,692 $ 886,238 $ 836,331
I I .ou 1 I .uo FULL TIME POSITIONS 1 I .eo/ - 11..0(
HOURLYlFTE POSITIONS o.oot 0.001 0.131 1 .O(
P RC)G RAM :
FUND: VA Rl OU S
LI BRARYK U LTlJ RE
I
I
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I
I
I
I
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1
I
31
I
1
I
1
1
1
I
DE F'ARTM E NT : LI BRA RY SUMM
ITENANCE OPERATION
I WORK PROGRAM:
The Carlsbad City Library provides educational, informational, and recreational services for all commuriity resid1
provides both print and non-print resources that respond to the interests aiid needs of a diverse populaiion; pro\
convenient access and adequate space for users and resources; and promotes a broad awareness of the library
its seivices. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning anc
pursuit of knowledge.
-
88
1993-94 1994-95
ACTUAL ACTUAL
PERSONNEL $ 311,712 $ 310,540
249.816 187,220 MAINTENANCE OPERATION
CAPITAL OUTLAY 0 9,782
GRAND TOTAL $ 561,528 $ 507,542
FULL TIME POSITIONS 6.00 6.00
HOURLY/FTE POS1TlS)NS 0.00 2.75
1995-96 1996-97
BUDGET BUDGET
$ 318,360 $ 297,300
204,659 21 5,292
0 0
$ 523,019 $ 512,592
6.00 6.00
2.491 1.46
P RC)G RAM : ADULT SERVICES
FUNID: GENERAL
DE P’A RTM E N T : LIBRARY
I
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1 z
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8
1
1
ACCT NO. 001-r
1 4TENANCE OPERATION
ITAL OUTLAY
WORK PROGRAM:
Librarians assist the public with information needs, provide instruction in the use of resources and perform resel
for loc.al business, government, and the public.
Clerks help the public with check out and check in of library materials, registration of borrowers; sendingi reserve
over clue notices.
Page:; sort and shelve books, straighten stacks, service book drops.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
____ 1992-93 - 1993-94 ___-- 1994-95 Reference Services: Respond to in-person and telephoned reference questions; provide library 1. Reference Questions.
instruction classes and tours; select new and 75,345 79,844 88,310 replacement materials; give book talks for community
groups. NIA Nil4 515
Interlibrary Loan: Send to and receive from other 1. Interlibrary Loans:
libraries requests for books, microfilm, and photo- 1,720 1,457 1,527 copie:;.
-- Periodicals: Manage a collection of 622 magazines 1. Periodical Requests.
and 51 newspapers, and related backfiles.
2. Classes, tours, book talks
74,964 79,102 74,368
1. Computer Searches: Computer Services: Provide public instruction in the
index the Carisbad Joumal/Sun and The North
County Times, Carisbad Edition using computer
software.
-- Circulation: check out and check in all print and non
print materials; renew materials; sort and shelve
returned materials; track overdue and lost items; rent
audiovisual equipment.
Patron Maintenance: Register and issue cards to all
library users; collect fines and fees. 17,969 20,130 20,599
use of self-service computer data bases. Continue to 220 375* 343
1, Circulation totals:
763,662 800,411 821,02!8
1. New registrations:
*Did not offer fee-based searching in 19934
90
PROGRAM: ADULT SERVICES Page Two
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001 -4022
PERFORMANCE OBJECTIVE:
1.
2.
3.
4.
5.
Update CD-Rom products for general public use.
Develop library applications of the Internet.
Offer public access to the Internet by the end of 1996.
Cross train Adult services staff.
Operate Information Desk five hours per day.
SIGNIFICANT CHANGES:
Circulation and Reference merged into new Adult Services Division.
91
PROGRAM: G ENEALOGY/LC)CAL HISTORY
FUND: GENERAL
I
1
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1
1
1
1
I
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1
I
I DEPARTMENT: LIBRARY ACCT NIO. 001-r
79,528 $ 79,855 $
TENANCE OPERATION
TAL OUTLAY
--
--
WORK PROGRAM:
The GenealogylLocal History Division provides, information service, instructional assistance, and research serv
to the public. The Division Head manages the selection, classification, and organization of a collection of 45
volumes It is a collection of excellence that draws researchers from all over Southern California. E
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
General Reference Services: Respond to in-person 1. Register 11,000 researchers.
and telephone reference requests; provide library
instruction and tours; give talks to visiting Southern
California groups.
2. Process 15,000 inquiries.
3 Plan and hold orientations for visiting groups.
Coordination with NSDCGS: The North San Diego 1. Develop bi-monthly training classes ‘for begin1
County Genealogical Society has acted as a support
group for this collection for 20 years This division
will coordinate with and assist NSDCGS with fund
raisers, acquisition of materials, program planning,
and training of researchers.
genealogists.
2. Plan and assist with six major- fund raisers.
3 Advise a NSDCGS committee on selectior
materials for proper collectiori developnnent.
SIGNIFICANT CHANGES: 1 None.
I 92
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
'PERSONNEL $ - $ 20,743 $ 53,440 $ 54,050
MAINTENANCE OPERATION 0 0 6,990 5,490
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $- - $ 20,743 $ 60,430 $ 59,540
FULL TIME POSITIONS 0.00 0.75 ~ ~~ ~~ ~~ 0.751 0.75
HOURLY/FTE POSITIONS 0.001 0.721 0.96
PROGRAM: CHILDREN'S SERVICES
FUNID: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-1
I
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1
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1
I
I 94
1
4TENANCE OPERATION
ITAL OUTLAY
E WORK PROGRAM:
The Children's Library serves children from preschool through Senior High and introduces young people tc
wonders of reading. The Division provides reference and reader's advisory services library skills classes, g
tours, reading incentive programs, and activities that educate or encourage creativity The Division also as
teachers and adult students in education, child development and children's literature. - I P ROG RAM ACTlV I TI ES : WORKLOAD MEASURES:
1992-93 1993-94 1995-96 ~ - -- General Reference Services: Respond to in-person
and telephone questions, provide reader's advisory,
library skills instruction, group tours, and class visits
Collelction Development: Select new materials,
both print and non-print, and provide collection
maintienance 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
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 1. Visit all Carlsbad schools and present progra
experiences.
2. Present at least 12 children's programs
1 Reference Questions:
21,120 22,293 24,034
1. Children's Circulation:
230,034 232,939 221,552
1 Program Attendance
7.51 1 8,945 9,505
PERFORMANCE QBJECTIVES:
at least once a year.
1 month.
SIGlNlFlCANT CHANGES:
None.
PERSONNEL
MA1 NTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94 1994-95 1995-96 1996-9;
ACTUAL ACTUAL BUDGET BUDGE1
$ 353,644 $ 314,576 $ 322,434 $ 318,99(
64,136 57,470 54,369 41,06[
0 2,355 0 6,15(
$ 417,780 $ 374,401 $ 376,803 $ 366,20(
7.00 7.00 7.00 7.0(
1.48 1.481 1.4E
PRC)G RAM : COLLECTiON DEVELOPMENT AND ACQUISITIONSI
I
1
1
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II
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1
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FUNID: GENERAL
D E P'ARTM EN T : LI BRA RY ACCT NO. 001 d
TENANCE OPERATION I ITAL OUTLAY
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for the library.
materials budgets. Order and receive all print and non-print materials.
The activities and performance objectives of the Collection Development and Acquisitions departments relate to
Council Goal IV: Support regional park, recreation, library, and cultural facilities and services.
Allocate and monito
PRCIGMM ACTIVITIES: PERFORMANCE OBJECTIVES :
Planning: Develop plans for the collection of 1. Review and update the library's collec
materials. development profiles.
Budgeting: Prepare division and library-wide 1. Track material accounts by rriajor subjects.
materials budgets, monitor expenditures for 2. Track vendor discounts. department and materials.
Coordinate Selection of Materials: Coordinate
seleclion and ordering of print and non-print
materials
1. Coordiiiate selection and ordering of at I
10,000 new print and non-print materials.
S IG IU I F ICANT C HANG ES : I None
1 96
PERSONNEL
MA1 NTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1993-94 1994-95 1995-96 1996-9;
ACTUAL ACTUAL BUDGET BUDGE1
$ 69,989 $ 70,223 $ 72,984 $ 72,20(
18,136 '8; 883 8,420 8,50(
0 0 0 3,50(
$ 88,125 $ 79,106 $ 81,404 $ 84,20(
1 .oo 4 .oo 1.00 ' 1 .O(
0.47 0.44 0.4<
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
1
1
1
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8
1
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1
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I:
DE F’A RTM E NT: LIBRARY ACCT NO. 001 4
TENANCE OPERATION 8 ITAL OUTLAY
WORK PROGRAM:
Council Goal II: Proved a variety of quality recreational programs and facilities, within its fiscal resources, t
Carlsbad residents and other participants
The Adult Learning Program is the library’s adult literacy service The program provides free, mullidimensi
learning experiences that enable English-speaking adults to develop basic literary skills for independent life
learning and decision making. The program provides literary services that support positive self-esteem and
application of new literacy skills in daily life, ai work, and in the community.
I
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1992-93 1993-94 1995-96 - - --
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.
72 68 69
1 Matches of Learners with Tutors (one-to-one)
106 82 139 Literacy Skill Development: The program provides
a variety of learning experiences including one-to-one
tutoring, computer-assisted instruction, and smail- 2. Learners Studying.
group study which are appropriate for each adult
learner’s skill needs in basic reading, writing, math,
critical thinking, and general knowledge. 3. Volunteer Tutors Instructing.
136 133 134
128 113 97
4. Instructional Hours Completed:
4,847 4,505 4,985
IC SIGNIFICANT CHANGES:
None.
98
I
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYlFTE POSITIONS
1993-94 ' 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGE1
$ 206,947 $ 227,025 $ 243,389 $ 245,00(
2,783 58,399 60,040 63,04(
0 2,035 0 c
$ ?09,730 $ 287,459 $ 303,429 $ 308,04(
2.00 2.75 2.751 2.7:
6.75 6.501 6.8f
r KUb RAM :
FUND: GENERAL
CULTURAL ARTS
DE PA RTM E NT : L I BRA RY ACCT NO. 001 -42
1
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ENANCE OPERATION
WORK PROGRAM:
Implement the goals and policies of the City Council and General Plan to plan, develop and promote the visuz
performing arts and create a climate which encourages cultural and artistic development in Carlsbad. I PROGRAM ACTIVITIES: PERFORMANCE OBJEC:TIVE,S:
Implement Arts Programs: Provide a variety of 1 Art in Public Places Program:
quality cultural programs, including all forms of visual
and performing arts to all Carlsbad residents.
- -
- Complete site inventory -
- Barrio Streetscape
Temporary exhibit of local artist's artw
1-5 corridor - landscapeldesign concep
Develop sculpture garden at 2955 Elm
2. Provide educational opportunities and f
Visiting Artists Series (two arlists/art gi
in community residencies)
Provide arts programming in the schoc
when possible
Four week arts/reading summer camp
events for all citizens: -
- Festejando a las Madrecitas -
-
3. Continue performing arts programming: -
- One international multicultural festival.
4. Coordinate YES TO ART, Youth at Risk
Jazz concerts (nine ccmerts in three
quadrants)
Program.
Develop and strengthen the arts organizations
provide cultural opportunities with g
allocations ($1 3,000).
Implement and incorporate task force reports
the Cultural Plan according to the establi
priorities and available funding.
5
Develop Funding Sources: Actively pursue the
contribution of gifts and funds for the Arts. 1.
2. Submit grant applications to State and Fei
funding agencies when applicable and rec
local funding support for appropriate projects.
Produce a summer concerts program. 3.
(continued)
100
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001 -421 0
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Support the acquisition and development of cultural
facilities.
1.
2. Hold one training workshop.
3.
Complete Arts Office strategic plan.
Continue to search for temporary amphitheater,
theater and visual art display space.
Provide arts facilities, opportunities and information 1. Information Services: Produce a monthly news-
through partnerships with schools and the business letterkalendar, send information to artists and
community. others on opportunities for development. Provide
resource information to the schools and produce
ARTS BRAG.
Meet regularly with the Chamber of Commerce's
Education Committee, Tourism Advisory Council,
Arts Associates, and other artslcivic organizations.
2.
3. Provide arts programming in schools when
possible.
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PROGRAM: SISTER CITY
FUND: GENERAL
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DEPARTMENT: LIBRARY ACCT NO. 001 -
JTENANCE OPERATION
ITAL OUTLAY
WOIRK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia.
PROGRAM ACTIVITIES: PEWFORMANGE OBJECTIVES:
program Coordination: Coordinate Sister City Pro- 1. Arrange and conduct visits by one (1) stuc gram. Actively pursues the contribution of funds for
Sister City program
delegation and others as needed.
Coordinate ongoing arts ana culture exchi
p roj e ct s .
2
Fund Raising: Actively pursues the contribution of 1. Coordinate committee programs iricluding
funds for Sister City Program. raisers, festivals, and scholarship exchange
grams and raise funds for such programs, I raise funds for such progr,
SlGlNlFlCANT CHANGES:
One-third of the Sister City budget has been incorporated into the Cultural Arts budget to better reflect sper I patterns.
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITiONS
HOURLY/FTE POSITIONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ -$ -$ -3
254,207 186,234 268,160 288,20C
0 0 0 C
$ 254,207 $ 186,234 $ 268,160 $ 288,20C
0.00 0.00 0 00 0.oc
0.00 0.oc
PROGRAM: PUBLIC LIBRARY FUND (PLF)
FUND: STATE GRANT
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ACCT NO. 180- I DEPARTMENT: LIBRARY
TENANCE OPERATION 1 [TAL OUTLAY
WOIRK PROGRAM:
The California Public Library Fund Act provides an annual per capita grant to public library jurisdrctions provided
meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal year).
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
=us Special Proiects
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1 Grant funds will be used primarily as offse
General Fund. Water and bindery accounts
offset for 1995-97.
SlGlNlFlCANT CHANGES:
None
I 1 04
1993-94
ACTUAL
PERSONNEL $
MAINTENANCE OPERATION 91,085
CAPITAL OUTLAY 2,242
GRAND TOTAL $ 93,327
FULL TIME POSITIONS 0.00
1994-95 1995-96 1996-97
ACTUAL BUDGET BUDGET
-$ -$ -$
146,256 149,49 1 105,500
0 0 0
$ 146,256 $ 149,491 $ 105,500
0.00 0.00 0.00
HOURLY/FTE POSlJIONS 1 0.00 0.00 0.00
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
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DE F' A RTM E N T : VA RI 0 US SUMM
ITENANCE OPERATION
WORK PROGRAM:
Since the merging of two major departments in 1994 (Parks and Recreation/Senior Programs
&Maintenance), the resultant Community Services Department continues to achieve operational SUCCE
Although the department's delivery of service to the Carlsbad resident, business owner, commercial iindustry,
tourislhisitor has remained uninterrupted, it's effectiveness and efficiency continues to mature and improve. F
an internal organizational perspective, the Community Services Department also strives to work procluctively
other City departments to the end that all customer services provided in Carlsbad meet the highesi standar
excellence
The clperational success of this department comes as a result of it's work programs and ability to consistt
perform program activities and accomplish performance objectives in order to achieve the goals which Carlsb
City Council has established for Recreation and Public Works. They are'
-- GOALS:
Recreational Goals: Public VVorks Goals:
1. Provide a variety of quality recreational programs 1. Provide a high level of maintenance
and facilities within fiscal resources to all infrastrixture.
Carlsbad residents and other participants. 2. Maintain safe and efficient circulation and u
2. Pursue the contribution of gifts and funds for systerrs
Historical, Senior and RecreationaVOpen Space
pirograms. 3. Promote cost effective solid waste inanager programs through recycling, source reduc
composting, solid waste transfer, and other
traditional programs.
Cooperate with other cities and agencies in
provision of solid waste management and sl
drain pollution education.
Maintain a clean city through the removal of
3 Support the acquisitions and development of
regional parks and recreational facilities.
Continue to provide recreational fac
eiicouraging opportunities through partnerships
with schools and the business community.
4. 4.
5. 4 and graffiti.
106
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4110
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Administer operations of the Community Services Department in a manner which focuses upon achieving the established City C
goals for Public Works and CulturaVRecreationaI. Accordingly, this Divisions function is io provide guidance, direction
administrative support for the future planning and current operation of park and recreation facilities, senior facilities and program
street maintenance, solid waste management, City-wide facilities management, fleet operations and assessment funding progra
street trees, median maintenance, street lighting and the Buena Vista Channel. Provide staff support to the Parks and Reci
Commission, Senior Commission and Carlsbad Community Television Foundation.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Operations: Plan, organize and direct community service
programs. Develop and implement procedures and policies
for efficient operation of the department.
1. Maintain timely processing of work orders and s
project requests and address citizen concerns.
2. Conduct surveys and perform research and sta
analysis on administrative, personnel and oper,
matters.
Personnel Services: Recommend and process personnel 1. Process personnel requests.
appointments, promotions, and disciplinary actions. Provide
on-going support to management and miscellaneous 2. Track personnel evaluation to ensure timely complei
employees. Implement the services of contractual, part-time,
court release, juvenile diversion, County probation, and 3. Monitor 1,000 hour limit for part-time staff.
conservation corps where appropriate.
Budqet Management: Coordinate the preparation of all 1. Prepare departmental budget.
division budgets and ensure that all budgets comply with City
policies, procedures, and Council goals and objectives. 2. Monitor and evaluate expenditures and re
enhancement opportunities; maintain fiscal records.
3. Coordinate departmental purchases.
4. Maintain self sustaining percentages for recre
programming.
Contract Services: Implement, supervise and coordinate 1. Manage contracts in a timely manner.
contractually provided services.
2. Prepare contracts pertaining to community se
including refuse collection, recycling, graffiti contrc
trimming, median maintenance, street sweepinc
recreational program classes contracts.
(continued)
107
1 Fp;tw;::RAnb: ADMINISTRATION PAGE lrW0
DEPARTMIENT: COMMUNITY SERVICES ACCT NO. 001 41 10
GENERAL
PROGWIIII ACTIVITIES: PERFORMANCE OBJECTIVEES:
Training and Safety: Provide training in work reiated areas,
and motivate employees to enhance their job skills and overall
knowledge of department and City-wide activities.
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1. Develop a Strategic Plan for the Commu
Department.
2. Review and process all training requests.
3. Distribute current safety information to emplc
4. Conduct regular safety meetings and inspeci
5. Conduct quarterly staff meetings for supervis
6. Conduct informational staff meetings for all
minimum of once per year.
Park Acquisition and Development: Ensure adequate park 1. Monitor and implement existing park agreemi
2. Coordinate park developrnent plans b acquisition and development in order to meet the park
departments, park development architects, 1
performance standards as identified in the Growth
and community residents. Management Program. Provide additional park enhancement
development projects where appropriate.
Coordinate development plaris for the Poinsc
Coordinate Master Plan prociws for Carrillo F
3.
4.
Maintain Contemporary Park Facilities and Recre- 1. Prepare and present relevant issues for cor
ationlsenior F’rograms: the Pisrks and Recreation Commission
Cornmission at monthly meetings.
2. Provide staff support for Commission SI
adaressing park and open space issues a
and senior programs.
Provide staff support for development of a n
course.
3.
Benefit Assessments: Provide administration guidance and 1. Maintain efficient, cost-effective loperatior
direction for all special districts. Assessment Districts.
- Street Lighting District - Median Maintenance
- Street Tree Maintenance - Buena Vista Channel
Solid Waste: Support the City Manager’s Office in seeking
the most cost-effective disposal of refuse.
1. Corisistently analyze and evaluate the most
means to dispose of solid waste and to r
diversion efforts in meeting AB 939 goals.
Franchise Administration: Maintain the most beneficial 1. To IJpdate and improve all City franchises to r
agreements for the City. service and return to the City
I SIGBJIFICA.NT CHANGES:
None.
108
PROGRAM: PARK OPERATIONS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 4121141 22
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Maintain, preserve and enhance 280+ acres of park fac es, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of 8 Community Parks and 26 Special Use Areas. Manage
over 600 acres of open spacelundeveloped areas and provide services to other departrnents as well as community
groups.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1994-95 1995-96 1996-97 -____-
I. Turf Acres Maintained: Turf and Landscape Maintenance: Direct manage-
ing. Duties include mowing, fertilization, renovation,
replanting, trimming, pesticide application, raking
edging, aerating, reseeding, irrigation programming
and equipment maintenance.
ment of 92+ acres of turf and 144+ acres of landscap- 75 80 90
leavesldebris, turf sweeping, weeding, cultivation 1 28 128 133
2. Landscape Acreage Maintained:
3. Picnic Area:
17 17 19
Bathroom Maintenanceltitter ControllPicnic Area Services: Inspect, maintain, clean, paint and repair (Permanent) 11 12 13
units) 3 times per week. Clean, restock, sanitize,
paint and plumbing repairs make up the duties of this
activity. Also associated with this activity is litter
control. All parks, beach accesses and beach areas
are cleaned 3 times weekly to remove all litter and
service all trash receptacles.
1. Rest Stations Maintained:
13 separate rest room facilities (as well as 7 portable (Portable) 7 7 7
2. Trash Receptacles Serviced:
362 375 408
1. Tennis Courts Maintained:
2. Ballfields Maintained:
3. Tot Lots Maintained:
4. Basketball courts maintained:
Court/Field/Tot Lot Maintenance: Maintain 25 19 19 21
basis. Duties involve washing down, sweeping off, 9 9 10
surface inspections. In addition, this activity includes 11 1 'I 12
tennis courts (21 lighted), 13 basketball courts, 16
soccer fields, and 23 softballlbaseball fields. All 20 22 23 athletic courts are cleanedlinspected on a bi-weekly
blowing off, fence inspectionslrepairs, and playing
bi-weekly maintenance of all tot lots in the City. This
includes sand raking/leveling, sand rototilling and
play equipment inspection, repair and the necessary 11 12 14 documentation of such actions.
5. Soccer fields maintained.
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PROGRAM: PARK OPERATUONS PAGE 7
DEF’ARTMENT: COMMUNITY SERVICES ACCT NO. OC~l-4~Zlh
FUNID: GENERAL
PRCIGRAM ACTIVITIES: WORKLOAD MEASURES:
irrigation systems of City facilities. This includes 85 87 93
mtion Maintenance: Maintain all landscape 1. Irrigation measuresho. of controllers;:
programming over 93 different controllers with over
1,240 valves. Duties inctude replacement, repair 1,066 1,100 1,240
trouble shooting and now data entry/programming via
the centralized irrigation system.
Open Space Maintenance: Provide maintenance 1. Number of acres:
activities to City owned open space and areas of 452 457 470
additional maintenance responsibilities. Duties
include trash removal, clean up and weed abatement.
Misce!llaneous MaintenancelRepair and Special
Requiest: These activities, which are difficult to mea-
sure, 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 th;e 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.
2. Irrigation measuresho. of valves:
SIGNIFICANT CHANGES:
Includes funding for:
the on-going maintenance of Poinsettia Park;
upgraded maintenance in the downtown area;
landscape maintenance for the newly improved bridge/off ramp at 1-5 and Poinsettia;
te.nnislbasketball court maintenance program (including resurfacing 8 ,tennis courts and 2 basketball courts);
upgraded maintenance at the Safety Center; and
revisions to the Stagecoach Park Streambed/pond. I
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0014131
MAINTENANCE OPERATION
CAPITAL OUTLAY
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:
1993-94 1 994-95 1 995-96 --~
1 Reservations Processed:
2. Number of Facility IJsers:
3. Revenue:
Information and Enrollment Service: Office
Specialists meet and talk with the public to provide
information on Recreation Division services, including
programs and facilities. They enroll participants in-
person, by phone and by mail-in registration for
classes, adult excursions, special events, and sports
leagues, and collect and account for revenue,
preparing deposits and delivering them to City Hall.
2,910 2,870 2,800
589,230 590,000 622,000
$83,820 $81,500 $90,700
1. Number of Fields Maintained: Facilities Operation Service: The Recreation
Supervisor schedules facilities, use of parks, meeting
rooms, athletic fields, tennis courts, and
assignskupervises 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 maintenance.
SIGNIFICANT CHANGES:
None.
27 26 26
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PROGRAM: RECREATION FEE SUPPORTED
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DEPART'MENT: COMMUNITY SERVICES ACCT NO. 001 41 32
--
--
CAPITAL OUTLAY
WORK PROGRAM:
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and inter
community through fee-supported programs on a 60% self-sustaining basis.
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WORKLOAD MEASURES:
Estimal I PROGRAM ACTIVITIES:
1993-94 1994-95 1s - -- -
Instructional Classes: Provides year round classes for all Enrichment Classes:
instructors at various sites in Carlsbad. # enrolled 13,400 11,516 1: ages, pre-school to seniors, taught by qualified contract # conducted 1,130 1,175 1,
Daytrippers!: Offers both one day and multi-day trips for Daytrippers:
adults. A trained Tour Guide assists those on the trip to #trips conducted 37 32 2<
enjoy social and cultural events in Southern California # participants 1,270 814 7'
Sports Programs: Provides a variety of seasonal sports, Youth SportslCamps
coaching, <and competition including adult slow-pitch #teams 80 90 95 softball, basketball, track and field, and volleyball. # Participants 1,500 1,760 2,
# spectators 11,200 11,500 I1
Adult Sports:
# teams 288 265 2E
# participants 4,340 3,29'1 3,;
# spectators 30,000 27,000 27
Special EventslAfterSchool Programs: Offers a variety Special Events:
Easter Egg Hunts, Halloween Carnivals, Triathlon, camps, # participants 10,260 12,900 12
and golf clinics. The "Stay N' Play," an after-school special
activities program, is conducted at Pine School. Volunteers # volunteers 61 0 630 64
are included in a high percentage of Recreation Division # hours 6,050 6,200 6,
programs including youth basketball, Triathlon and special
events.
of special events for youth, teens and adults including # events 20 17 2:
Community Volunteers:
(continued)
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PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0014132
SI G N I Fl CANT IMPACT:
includes funding for the operation of adult softball and soccer at Poinsettia Park. Team registration fees will offset the expensc
The Summer Arts Camp is included, with tuition revenue equal to expenses.
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PROGRAN1: RECREATION - AQUATICS
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DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4133
MAINTENANCE OPERATION
I WORK PROGRAM:
Aquatics provides for the operation of an attractive and safe Swim Complex that offers a compreherisive program c
competition, and recreational swimming on 50% self-sustaining basis.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
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Es - 1993-94 -- 1994-95 - 1s
LessonsKrainh: Provide instruction in swimming skills for
all ages and abilities; provide education and training to the
cardiopulmonairy resuscitation (CPR), and basic rescue skills; Classes Conducted: 212 2241
serve as a North County certification/training site for men and
1. Instructional Lessons:
general public and City employees in first-aid, LaneIHours : 1,861 1,805 1,
women who wish to qualify for employment at Carlsbad Swim -Resident 1,245 1,370 1,
Complex or similar pools. -Non-IResident 276 208
Participation:
Fun and Fitn-: Provide opportunities for recreational 1. Recreation and Lap Swim:
swimming and fitness lap swimming. 13,159 12,8414 1: LaneIHours:
Daily Admissions:
Youth 6,686 6,546 t
Adult 6,563 6,839 I
Season1 Pass Admissions
17,899 18,095 It
2. AquaX:
LaneIHours 245 230
Participation 1,444 1,251
Competitive !Swim Prorrrams: Provide opportunities for
competitive swim instruction and coached workouts for youth
and adults as 81 contract service; coordinate and schedule high LandHours 4,360 3,776
school use of the pool for boys' and girls' swim teams and Participation 12,601 11,7217 1'
water polo activities.
1. Carlsbad Swim Master:
2. Norlh Coast Aquatics:
LanelHours 5,173 4,3416
Participation 13,959 12,666 1;
Msbad H.S. (P.E., Swim & Water Polo Teal
1
3.
4. LaneIHours 2,602 2,389 1
5. Participation 6,875 5,260 f
(continued)
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PROGRAM: RECREATION - AQUATICS PAGE TWO
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -4133
FUND: GENERAL
SIGNIFICANT CHANGES:
The service levels and number of facility use hours remain the same as in FY 95-96. Increased supply expenses fc
annual cost of the sanitizer and pH control chemicals.
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P ROG RAM : RECREATION - AGUA HEDlONDA LAGOON
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FUNID: GENERAL
DEP'ARTMENT: COMMUNITY SERVICES ACCT NO. 001.d
ITENANCE OPERATION
TAL OUTLAY
-- --
I WORK PROGRAM:
Provides for safe and enjoyable use of Agua Hedionda Lagoon by the public, prevents accidents and minimize
eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provick
communications link with dispatch during the seasonal heavy use period of SIX to nine months on1 the water.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1993-94 1994-95 1995-1 < - -- -- -- Permlits: Issue annual lagoon use permits Verify
and monitor DMV registration Observe a;d docu-
ment boating traffic and use activity 1 Applications: 440 440 420
2 Annual Permits: 340 272 2!
1. Patrol ContactsIObservation: Education and Enforcement: Provide education
regarding boating laws and special conditions on the
lagoon. Enforce and ensure compliance with boating
and lagoon use laws Effectively respond to vessel
emergencies, accidents or injuries and requests for
aid. Place and maintain regulatory buoys and signs.
Maintenance: Remove debris and hazards from the
water surface, shoreline and public accesses,
maintain patrol boat, motor, trailer, and associated
equipment.
3,390 3,390 3,500
Revenue. - 16,'130 20,280
-~
SlGlUlFlCANT CHANGES:
None
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYFTE POSITIONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ 170,472 $ 174,655 $ 183,179 $ 181,619
58,119 58,149 65,360 923 14
0 0 0 0
$ 228,591 $ 232,804 $ 248,539 $ 273,733
2.00 2.00 2.00 2.00
3.50 3.50 3.58 3.50
PROGRAM: SENIOR PROGRAMS PAGE T\rl
FUNID: GENERAL
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SENIOR PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Social Interaction: continued. 3 Maintain the open atmosphere of the IOU
where people can drop in to chat andi have a
of coffee.
Increase Revenues: Develop a strategy to increase 1. Where feasible, develop a reasonable fee strui: for actiiieslprograms previously oflered ai: revenues. cost.
2. Pursue cash donations to Senior Citizen 'Ti
Fund" to assist with cost for special events i
special equipment.
SIGNIFICANT CHANGES:
Participation in both the Noon Lunch and Home Meals programs has declined with a resulting decline in donatii
received. This decreass impacts the money that is available to support these programs The General Fund is r
burdened with costs p-jdiously supported in part by the Grant (i e , vehicle maintenance, replacement, etc ).
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ 53,555 $ 52,506 $ 58,308 $ 61,630
135,317 137,199 138,538 125,662
885 4,809 0 0
$ 189,757 $ 194,514 $ 196,846 $ 187,292
FULL TIME POSITIONS I 1 .oo, 1 .oo
HOURLYlFTE POSITIONS 1 5.251 5.25
1 .oo, 1 .oo
2.151 2.17
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL. TIME POSITIONS
~ HOURLYIFTE POSITIONS
#
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1993-94 1994-95 1995-96 1 !3’
$ ACTUAL -$ ACTUAL -$ B U DG EIT ~~~‘
$- -$ -$
0 0
0 0
-q-!’bE == 0.00 0 001 o-cqzz-
0 00 0 001 0.00
1993-94
ACTUAL
PERSONNEL $ 795,157
MAINTENANCE OPERATION 54 5,97 1
CAPITAL OUTLAY 9,041
GRAND TOTAL $ 1,350,169
FULL TIME POSITIONS 17.70
HOURLYlFTE POSITIONS 0.00
1994-95 1995-96 1996-97
ACTUAL I3UDGET BUDGET
$ 958,019 $ 838,324 $ 798,447
524,204 650,772 700,867
25,650
$ 1,504,024 $ 1,492,384 $ 1,524,964
23.00 18.00 15.00
0.00 0.00 1 .oo
21,801 3,288
PROGRAM: STREET MAINTENANCE PAGE 1
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FUNID: GENERAL I DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0011 -51 1 OiM
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
CitySign Maintenance (continued): 4. Annually conduct visual and reflectivity test:
1,449 warning and 3,159 regulatory sign
insure proper and safe signage throughout
City.
5. Maintain all traffic control devices used
construction, repair and emergencies.
Several methods of asphalt repair applicsl
are used to apply 4,000 tons of asphalt ann
(funded by Gas Tax): skin patching, utility
repair, leveling with asphalt, and I
replacement
1. 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: Ensure
proper delineation and direction for safe passage on
City streets. Maintain and refresh' all line strips,
crosswalks, pavement messages, colored curb and
City facilities parking areas. Respond to Traffic
Engineering work orders and special requests from
various City departments.
1. Annually refresh striping on 225 pass mile:
"prime" roadways, 166 pass miles on "rn
roadways, 128 pass miles on "secortc
roadways, and 53 pass miles on "residei
roadways.
2. Annually refresh 189 crosswalks, inclu
school crossings.
Annually refresh 3,000 pavement markings.
Annually refresh 15,000 linear feet out of 35
linear feet colored curbs.
Refresh City facilities parking areas, as need
Respond in a timely manner to work orders
Tra.Kic Engineering and special requests
various City Departments.
Emergency response, citizen's complaints, s
patrol, safety and training, special events,
seawall cleaning.
3.
4.
5.
6.
Miscellaneous Maintenance and Repair Program:
Monit'or unscheduled work activities that the Street
Division performs annually; this program accounts for
6,600 staff hours. 1 .
SIGNIFICANT CHANGES:
Removing three Maintenance Worker I positions. Adding part-time staff and contract labor.
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURlY/FTE POSITIONS ~ ~~.
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ 225,839 $ 2,537 $ 212,175 $ 215,000
1,367,701 796,876 2,625,68 1 193,000
0 17,261 0 0
$ 1,593,540 $ 816,674 $ 2,837,856 $ 408,000
0.00 5.00 5.00 5 30
0.00 0.00 0.00 0.00 ~ ~~~__ ~ ~-
PROGRAM: FACILUTIES MAINTENANCE
FUND: GENERAL
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DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -!
1 !3
BU [
5 54
ITENANCE OPERATION 82
1
F 1,313
--
--
-- --
-- ~-
--
WOlRK PROGRAM:
businjess and provide services to the community.
Maintain City facilities to provide safe, attractive buildings for the City to condu
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Estimate
Building Maintenance: Perform repairs and - - --
alterations as required to maintain and operate City 1 Total Building Space Maintained (Sq. IFt.): facilities at a professional level. Perform emergency
repairs to eliminate hazards or unsanitary conditions 118,989 333,632 333,728 and to reduce liability. Remodel and/or renovate City
facilities to accommodate programmatic changes for
City Departments. Provide assistance in the
relocation of staff andlor office furnishings as
required. Implement and manage a preventative
maintenance program for major mechanical systems,
roofing and painting.
Custodial Services: Provide professional level
staff in the major buildings and contract services in
the srnaller buildings.
1985-86* 1994-95 1995-96
1. Total Custodial Space Maintained (In-louse):
custodial services for all City Facilities by utilizing City 83,822 246,176 184,447
2. Total Custodial Space Maintained
(Contract):
14,059 23,875 85,700
1, Total Custodial Space Maintained (Other): Conti-act Maintenance: Prepare and administer
contracts for all building maintenance services (Le
HVAC, plumbing, electrical), construction projects,
and custodial services
Propcsrty Management: Negotiate, prepare and . NIA 19,680 19,680 administer acquisition and revenue leases by City
Act as liaison with property owners to ensure facilities
21,108 63,581 63,581
1. Total Leased Space:
* Base Year - Prior to City Facilities Expansion 1 meet City requirements.
SIGNIFICANT CHANGES:
Major building maintenance expenses have been transferred into the Capital Improvement Program ((;I
Expeiwes include a transfer of funding into the CIP.
124
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITION5
HOURLY/FTE POSITIONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ 18,599 $ 19,459 $ 20,826 $ 20,310
266,704 31 1,063 290,425
0 0 0 0
$ 278,405 $ 286,163 $ 331,889 $ 310,735
0.50 0.50 0.501 0.50
259,806
0.00 0.00 0.001 0.00
PERSON N EL
MA1 NTENAN CE OPE RATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
P
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1993-94 1994-95 1995-96 19!
$ ACTUAL 346,212 $ ACTUAL 317,776 $ BUDGET 315,368 1...
$ 546,742 $ 503,530 $ 529,74vmT
200,530 178,146 214,379 22
0 7,608
-- --
- 630 5 50 5.QO
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
SIGNIFICANT CHANGES:
None
127
PERSONNEL
MAINTENANCE OPERATION
CAP1 TAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS c si
11
lt
1993-94 1994-95 1995-96 19s
$ ACTUAL 84,813 $ ACTUAL 77,531 $ BUDGET 131,442 ~~~
192,677 202,187 227,110
0 0 23,000
$ 277490 $ 279,718 $ 381,5521; 3Ei( J-----=
~- ~- 150 1 50 2.9.-
1 00 0 50 0 80
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOU RLY/FTE POSIT1 ONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ 172,987 $ 180,143 $ 189,719 $ 218,300
355,082 409,138 552,504 494,585
0 0 320,540 0
!§ 528,069 !§ 589,281 $ 1,062,763 $ 712,885
3.50 3.50 4.00 4.00 o.oos 0.00, 0.00 0.00
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
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DEPARTMENT: COMMUNITY SERVICES E\CCT NIO. 162-!
PER:
MA1 NTENANCE OPERATION
CAPITAL OUTLAY I
WOfZK PROGRAM: The Buena Vista channel Maintenance District was created to ensure that adeqi
monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to South Vista LZ,
Property owners are assess annually an accumulated total of $100,000. The monies are placed in a fund to I:(
the costs of major dredging of the creek, which could occur every four years.
at
PROGRAM ACTIVITIES:
Administration - Communih Services Dept.:
Administer the Buena Vista Channel Maintenance
Assessment District.
Operations - Engineering Dept
Monitoring and periodic clearing of the overgrowth
and silt within the channel area.
SIGNIFICANT CHANGES:
The niext channel cleaning is currently projected to take place in July, 1996. The City Engineering department
process all necessary environmental clearance/permits Work will be performed by a private con tractor.
1 130
1993-94
ACTUAL
PERSONNEL $ 20,484
MAINTENANCE OPERATION 91,798
CAPITAL OUTLAY 0
GRAND TOTAL $ 112,282
FULL TIME POSITIONS 0.00
HOURLY/FTE POSITIONS 0.75
1994-95 1995-96 1996-97
ACTUAL BUDGET BUDGET
$ 9,350 $ 71,041 $ 67,896
107,351 80,611 47,600
0 1,000 0
$ 116,701 $ 152,652 $ 115,496
0.75, 1.201 1.20
0.001 0.001 0.00
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PROGRAM: SOLID WASTE MANAGEMENT PAGE 1 FUNID: SOLID WASTE ENTERPRISE
DEF'ARTMENT: COMMUNITY SERVICES
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Recycclina/Diversion (continued)
ACCT NO. 5204 ai
4.
5.
Serve as liaison to outside ,agencies, City !
and public on recycling issues.
Evaluate and implement new recycling/divsi
programs as appropriate, Le., rnixed p
co I I ecti o n ,
Keep abreast of recycling trends. 6.
1.
2.
Administer and monitor the Yard Waste Cc
Keep abreast of composting trends.
Composting: Administer yard waste pick-up program. tion Program.
Houslehold Hazardous Waste: Provide for safe 1. If required, develop househadd hazardous \N
collection and disposal of household hazardous collection program.
waste. 2. Coordinate collection events with County :
as appropriate.
Ensure staff support for collection events. 3.
4. Attend meetings as necessary.
1. Produce solid waste newsletter Waste/ine.s
Public Information: Develop public information times per year
materials related to solid waste program. Develop 2. Prepare correspondence, press releases, schoo'l and community group programs. brochures for all new solid waste programs.
3. Continue recycling and anti-litter presentatior
schools and community groups.
4. Prepare Spanish language materials.
5. Develop and distribute household hazairc
6. Coordinate efforts with hauler and/or c
waste educational materials. 11 agencies when feasible.
1. Monitor in-house recycling program.
In-House Recycling: Coordinate the recycling 2. Add materials to in-house recycling progran program of materials collected at City facilities. appropriate.
Prepare annual report of recycled product U!ji 3.
1. Fund the Honor Camp Crews; which will corit
Litter: Provide for litter collection services in to be administered by the Streets division. conjunction with the Streets division.
Recyclina Market Development: Support efforts to 1. Attend meetings as necessary.
develop local markets for recycled materials. 2. Keep abreast of market trends. Represent City on North County Recycling Market
Development Zone.
SIGI\IIFICANT CHANGES: I None.
132
1993-94 1994-95
ACTUAL ACTUAL
PERSONNEL $ -$
MAINTENANCE OPERATION 0 402,518
CAPITAL OUTLAY 0 0
GRAND TOTAL $ - $ 402,518
1995-96 1996-97
BUDGET BUDGET
-$ -$
470,000 475,000
0 0
$ 470,000 $ 475,000
FULL TIME POSITIONS $ -$ -. $ -, $
HOURLYlFTE POSITIONS 0.00 0.001 0.ooj 0.00
i PERSONINEL
!I CAPITAL OUTLAY
MAINTENANCE OPERATION
--
GI?:AND-OTAL
HC~URLY,'FTE POSITIONS I ~ , FifiiE -- POSITiONS
1993-94 1994-95 1995-96 19964:
ACTUAL 'ACTUAL BUDGET BUDGE
$ 358,701 $ 367,621 $ 447,266 $ 432,901
895,548 844,131 860,554 873,201
13,047 11,699 1,189 31,501
$ 1,267,296 $ 1,223,451 $ 1,309,009 $ 1,337,66
8.6 6.00~ 8.00 8.00
0.00 0.00~ 0.50 0.51 ---
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5220
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City’s motorized rental fleet
with a value of $5,000 or greater. This includes the determination of the economic life of individual units
set forth in Administrative Order No. 3, the development of proper specifications to suit users’ needs, the
outfitting of new units before being placed into service and preparing replaced units for sale at auction or
to interested public agencies or special districts. The replacing of units enable the City to meet clean air
requirements of the San Diego Basin and ensures a more cost effective fleet.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
FY 93/94 FY 94/95 FY 95/96
(actual) {estimate) (proiected)
1. Vehicies/equipment acquired: Fund Maintenance: Calculate future acquisition
costs for units in the rental fleet and establish an
average replacement charge by unit class.
Specification Writing: Write specifications for
the purchase of replacement units combining the
needs of the users and economic reality of the
City.
Purchase and Disposal: In partnership with
the Purchasing Department, buy replacement
units through the public bid process or in
cooperation with other public agencies through
cooperative purchasing programs. Arrange for
the public auction of replaced units or sell them
to other interested public agencies or special
districts.
22 58 23
1. Vehicles/equipment disposed:
32 40 25
1. Total Units in Fleet:
338 356 353
SIGNIFICANT CHANGES:
None.
135
PROG FWM :
FUNID: VARlO U S
HOUSING AND REDEVELOPMENT
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--
4TENANCE OPERATION 11 ITAL OUTLAY
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PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810-3410
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK 'PROGRAM:
In support of Council Goal VI: Enrich and revitalize the Redevelopment Area for the benefit and enjoyment of the entire
community. The Redevelopment Agency will redefine and develop innovative programs that promote and increase
economic development and revitalize the Redevelopment Project Area.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Redevelopment Master Pian: Implement 1. Complete work on final document of Master Plan
Redevelopment Project Area Master Plan. and Implementation Strategy.
2. Facilitate new development projects.
3. Process four (4) Facadelsignage Improvement
Grants.
4. Implement new permitting process and process 20
permits
5. Implement property acquisition strategy.
6. Coordinate with City Planning Department on
efforts to implement Master Plan and Implementation Strategy.
Conduct Parking-ln-Lieu Fee Study and implement new Parking Policy.
Monitor Village Commuter Rail Station.
Acquire or assist in acquiring site for one (1) upscale infill residential development.
10. Obtain communty support for conceptual plans for
the Roosevett Street Beautification Proiect; CVD to Walnut Avenue.
7.
8.
9.
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PROGRAM: REDEVELOPMENT OPERATIONS PAGE T\pJ 1 FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810914
PROGRBM ACTIVITIES: PERFORMANCE OBJECTIVES:
_I_ Communitu’ Awareness and Public Relations 1. Continue community awareness and pub Proara,m: Continue community awareness and public relations activities on behalf of the Redevelopme
relations activities. Agency with the Carisbad Village Busirde Association.
2. Continue community awareness and pub
reiatians actiiies with the County and NCTD I
development of a Village Transit Center within t,
Village area.
SIGNIFICANT CHANGES:
!Funds are included in this years budget to implement various programs within the new Village Master Plan and Desi5
Iblanual. Additional funds are included in this years budget for a Parking Utilization Study, and the new ‘Busine! Retention B Recruitment Program” for the Village area. One of the Senior Management Analyst positions assigned
this program was reduced to a Management analyst position. I
138
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
H OU RLY/FTE POSIT! ONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ -$ -$ -$
1,091,749 1,368,296 1,077,600 1,074,700
0 0 0 0
$ 1,091,749 $ 1,368,296 $ 1,077,600 $ 1,074,70(
0.001 0.00 0.00 0.oc
0.001 0.00 0.00 0.oc
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
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ACTUAL 1993-94 ACTUAL 1994-95 BUDGET r;
$ 101,496 $ 67,730 $ 176,14313;
1.00 1 .oo 1.7 -
$ 89,824 $ 47,785 $ 130,359
11,672 19,945 45,784
0 0
-
HOURLY!FTE POSITIONS 0 00 L 1 o.oo( 0.0
PROGRAM: LOW/MODERATE INCOME HOUSING PAGE TWO
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 81 3-3420
PERFORMANCE OBJECTIVES:
3. Conduct general information meetings with
PROGRAM ACTIVITIES:
Affordable HousinG Education Program:
(continued) interested citizens.
First Time Home Buyer Program: Continue ad-
ministration and development of program. 1. Continue administration of the City's participation
in the Regional Mortgage Credit Certificate
IMCC) Program to assist fifteen families.
Develop and implement a Secondary Financing
Program.
2.
SIGNIFICANT CHANGES:
0.25 FTE Housing 8, Redevelopment Director, 0.25 FTE Sr. Management Analyst, and 0.25 FTE Management
Analyst positions were transferred out of this budget as more of their time will need to be spent on project activities
supported by the Housing Trust Fund.
141
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 1313310/2a
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1 'ENANCE OPERATION
VW0R.K F'ROGRAM:
In support of Council Goal VII; To provide mked housing cit)uride and community development services far econonnic segments of the population, as outlined in the Housing Element and the Consolidated plan. The Rei
Assistance Program will provide access for very low income persons to adequate housing within i3n affordable rei
range. The City of Carlsbad Housing Authority is committed to provide decent, safe and sanitary housing to thc
identified as very-low income in the categories of elderly, handicapped and disable, and "families" as <defined under 1J
Department of Housing and Urban Development (HUD) criteria.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES
Section 8 Rental Assistance Program: Continue 1. Intake: Take applications from waiting list
. administration of HUD Voucher and Certificate Rental qualify applicants for Voucher or Certificate rei
Assistance Programs. assistance program
2. Certifications: Process waiting list to keep Vou
ers and Certificates 100% leased-up.
3. Inspections: Ensure that housing units used rn
HUD housing quality standards.
4. Recertifications: Continue annual processing
existing tenants to ensure their compliance v
housing program criteria.
1. Administer outreach and participant selec1
activities.
2. Conduct participant orientation and nt?c
assessments.
3. Establish Contracts of Participation to outline gc
to be achieved by participants.
4. Assist participants with suppoitfwe sen
providers.
5. Develop and implement a FSS Revofving I..(
Program to provide financial assistance
participants to remove those barriers to empl ment, education and/or self-sufficiency which e
due to immediate and temporary lack of financ
Family SelfSufficiencv Proqram: Continue
administration of HUD-mandated Family Self
Sufficiency (FSS) Program for existing Section 8 Rental
Assistance participants.
SIGNIFICANT CHANGES:
None.
142
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYlFTE POSITIONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ -$ -$ - $ 45,199
0 0 0 63,400
0 0 0 0
$ -$ -$ - $ 108,599
0.00 0.00 0.001 0.75
0.00 0.001 0.00
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PROGRAM: ADMlN ISTRATION PAGE T\
FUND: HOUSING TRUST FUND
DEPT: HOUSING AND REDEVELOPMENT ACCT NIO. 133.1
SIGNIFICANT CHANGES:
The newly budgeted Housing Trust Fund supports the activities of the lnclusionary Housing Program. It IS sf2
with 0 25 FTE Management Analyst, 0.25 FIE Senior Management Analyst and 0 25 FTE Housing
Redevelopment Director.
li 144
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTlTLEMENTlREHABlLlTATlON ACCT NO.
DEPARTMENT: HOUSING AND REDEVELOPMENT 135-3510/391-1821 THRU 3799
MAINTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
In support of Council Goal VII: To develop and monitor a program of projectslservices which benefit low/moderate
income households within the community. The Community Development Block Grant Program will provide mixed
housing citywide and community development services for all economic segments of the population, as outlined in
the Housing Element and the Consolidated plan.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Project Development: Ensure the development of 1. Conduct public meetingdhearings to solicit and
projectslservices which meet the guidelines set forth
for CDBG funding by the U.S. Department of Housing
and Urban Development (HUD).
approve proposed projects for CDBG program.
Prepare guidelines that assist the public and staff
to develop viable projects that meet HUD criteria.
3. Meet with citizens, community groups,
consultants, contractors and other City staff
members to develop projects.
2.
Project Monitoring: Ensure that projecffservice meets the requirements for the CDBG program. 1. Monitor service implementation and/or
construction, and maintain records for Federal
wage compliance and other HUD regulations.
Approve and coordinate work payment releases.
Process contract amendments and agreements.
2.
3.
4. Audit non-profit organizations receiving CDBG
funds from the City.
Residential Rehabilitation Program: Administer 1. Advertise and promote availability of program;
Residential Rehabilitation Program in cooperation maintain program “interest list.”
with the County of San Diego.
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
rehabilitation activities and maintain records for
compliance with federal regulations.
Approve and coordinate work payment releases.
Audit County of San Diego.
4.
5.
(continued)
145
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE 71
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FUND: CDBG ENTlTLEMENTlREHABlLlTATlON ACCl
DEPARTMENT: HOUSING AND REDEVELOPMENT 135-3510/391-1821 THRLI
SIGNIFICANT CHANGES:
0 25 FTE Management Analyst was transferred out of this budget as their time will need to be spent on prop
support of Housing Trust Fund activities
146
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PROGRAM: WATER AND SANITATION SERVECES
FUND: VA RI 0 US
DEF’ARTMENT: WATER DISTRICT SUMM
TENANCE OPERATION I ITAL OUTLAY
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYKTE POSITIONS
1993-94 1994-95 1995-96 1996-97
ACTUAL ACTUAL BUDGET BUDGET
$ 1,977,526 $ 2,052,240 $ 2,382,453 $ 2,236,010
9,770,835 9,764,653 10,7403 12 11,071,542
127,470 37,158 120,694 47,060
$ 11,875,831 $ 11,854,051 $ 13,243,259 $ 13,354,612
44.00 43.001 43.00. 44.00
0.00 0.0ol 0.0ol 0.00
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PROGRAM: WATER OPERATIONS PAGE Tlf
FUND: WATER ENTERPRISE
DEPARTMENT: WATER DISTRICT ACCT NO. 501-6
PROGRAM ACTIVITIES: PERFCIRMANCE OBJECTIVES:
Water Storage & Supply: Promote measure which 1. Install lining and cover for Maerkle Raservoir.
increase water storage and supply while improving
water quality, and promoting the Carlsbad Water 2. Cont nue water conservation programs; 1J
Ethic which encourages water conservation by all Toilet Rek
customer. CominerciallResidential/lnstitutional Sur
Public Institution Retrofit, Large Turf A
Irrigation Assistance, Protector del Agua
Plant master software program.
3. Publish and mail quarterly “Waterline” newsls
4. Continue water education programs for I elemmtary school grade levels.
5. Coorclinate and participate in special events, I
public information programs.
Prepare and implement the response plan fclr
annual San Diego County Water Authc
Aqueduct Shutdown and Temporary VVi
Shomge maintenance activities.
6.
7. Develop seawatedgroundwater desalina
program.
8. Prepare Water Resources Manager
Development Plan.
SIGCIIIFICANT CHANGES:
Purchased water from the Metropolitan Water District and the San Dkgo County Water Authority is expectec
increase by $328,000, or 4.5%, over fiscal year 1995-96. An additional 500 acre feet of water is anticipated tx
purchased in fiscal 1996-97, for a total of 15,C.:,O acre feet.
A 50
PROGRAM: WATER RECLAMATION
FUND: RECLAMATION ENTERPRISE
DEPARTMENT: WATER DISTRICT ACCT NO. 502-6310
MA1 NTENANCE OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To operate and maintain one pump station, two 1 25 million gallon reservoirs, 15 miles of reclaimed water lines, and
60 reclaimed water meters
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
infrastructure Maintenance Provide a high level of 1 Continue inspection and maintenance program of
maintenance for infrastructure water storage
2 Continue valve maintenance and fire hydrant
maintenance prograins
Continue annual inspection and maintenance of
all District pressure regulating stations
3
Circulation and Utility Systems Maintain safe and 1 Update water, sewer and reclaimed water facility
efficient circulation and utility systems maps
2 Develop scanned record drawing retrieval
system
Update water, sewer and reclaimed water master 3
Interagency Coordination plans
1 Develop Phase II
SIGNIFICANT CHANGES:
This program includes maintenance and operations costs for one additional reclaimed water storage tank (“D” Tank
Reservoir)
151
P ROG f3A M :
FUND: SANITATION ENTERPRISE
SANITATION SERVICES
I
E DEPARTMENT: WATER DISTRICT ACCT NO. 51 1-
39,449 $ 614,684 $ 6:
TENANCE OPERATION
ITAL OUTLAY
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WOIRK PROGRAM:
To operate and maintain approximately 115 miles of City-owned sanitary sewer collection mains, 14,000 ‘SI
seivice connections equaling 40 miles of sewer laterals, 13 City-owned lift stations, and the payment for operatic E Encina Wastewater Treatment plant.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Circulation and Utility Systems: Maintain safe and
efficient circulation and utility systems. 1. Continue multi-year sewer rehabilitation proc
to reduce infiltration and treatment IC(
Insituform” approximately 2,000 ft. of !sc 1 collection mains.
2. Limit discharge of non-permitted grease
sewer system; identify sources of grc
discliarges to reduce sewer main maintenaric
Updgte water, sewer and reclaimed water fa
maps.
Update water, sewer and reclaimed water mi
plans
Design and construct safety improvements
repairs to two sewage lift stations to bring UI
safeey code.
3
4.
5
6. Coni inue sewer television manhole inspec
program
Coraiinue multi-year installation of supervrs
con:*olled and data acquisition system
saniiation pump stations.
7.
SlGlrllFKXNT CHANGES:
None.
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1996-97 PROPOS€D CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital Improvement Program (CIP) is a planning document WI
incorporates the current budget for capital projects with future planned revenues
expenditures. The 1996-97 proposed Capital Improvement Program totals $27.8 million
increase of $4.6 million from the 1995-96 adopted budget of $23.2 million. Projected reveii
for the 1996-97 program total $27.3 million, slightly higher than the 1995-96 estimates.
Carlsbad's revenues have shown signs of economic recwery since 1994-95, with the 11
noticeable increase in revenues related to the building industry. Capital development reven
collected as the result of new residential and commerc:ial/industrial development are 2
higher than the 1995-96 CIP estimates. The 1995-96 budget was prepared with cauti
optimism. Projects continue to be built in phases and future projects are evaluated to en:
adequate funding will be available. This report and the accompanying CIP documents l
schedules reflect the actions taken to address the issue of funding availability weighed aga
the demand for facilities and the City's ability to assume operational costs for new facilities.
As the City continues to monitor growth in conjunction with revenues, the correlation betvul
the amount of funds that can be spent on projects and the amount of growth has becc
apparent. Although development revenues are on the rke as compared to a few years i
growth projections and project scheduling still reflect conservatism. Lower revenues in p
years have impacted project schedules which were establ lshed using the growth managerr
standards as guidelines. Pending development projects were evaluated to determine 'VI
revenues might be generated for the capital budget. Interwoven into this formula are fi:
constraints which have become important to the scheduling of projects. Where facilities \h
previously scheduled to meet maximum population expectations, the philosophy has shiftec
one where phasing of projects will more closely match incremental growth demands andl
meet growth management standards. Further, developers may be required to finance des
and construction costs if the availability of facilities fails to meet growth managerr
standards.
The growth management plan used by the City needs to be viewed with flexibility, along \
financial impacts external to the City, such as the general economy. A discussion of the Cr
Growth Management Plan can be found at the end of this report. In addition, a glossal-)
Capital Project funding sources is available at the end of this section.
FUTURE CAPITAL IMPROVEMENTS
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1 Revenues
Revenues for Capital Projects from now until buildout total $388 million and may be segrega
into three major categories: 1) fees generated by development in Carlsbad, 2) special did
fees and taxes (Community Facilities District special taxes and Bridge & Thoroughfare fw
and 3) other sources including grants, bond issues, depreciation replacement reserves, i
letters of credit. Approximately 48% of all capital revenues are received as a result
development, and are dependent upon assumptions mace about the City's annual growtt
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dwelling units and commercialhndustrial 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 and Bridge & Thoroughfare District revenues comprise 30% of the
total. The remaining 22% of revenues are related to federal & state grants, the County sales
tax program (Transnet), San Diego Gas & Electric funding, sewer and water replacement
revenues generated by user fees, and various other sources.
Funding Sources
Total Revenue = $388 million
Other
22%
Development
48%
im&&
Growth Assumptions
Several assumptions about the rate and type of growth were made in order to project the
revenues which result from development. Growth assumptions were made and continue to
change in correlation 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 development for 1995-96 was conservatively projected at 222 building permits,
however, recent estimates anticipate over 400 units by the end of the year. This rate of growth
is expected to decrease slightly in 1996-97 with 320 units projected. Residential development
projections for the next 5 years varied only slightly from the estimates used in preparing last
year’s CIP.
Non-residential development projections for the next 5 years nearly doubled when compared to
the 1995-96 projections for the same period because of the inclusion of the Carlsbad Ranch
projects. The projects include the Leg0 Family Park, a community hotel site, a Resort site with
golf course, the Gemological Institute of America, a research and development business park,
and a specialty retail center. The Carlsbad Ranch Specific Plan was not approved until January
1996, and therefore omitted from last year’s future development estimates.
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The following table shows the number of residential units used in calculating estimz
revenues for 1996-97 and subsequent years to buildout. The total number of residential Iu projected at buildout is 54,000, with approximately 23,000 remaining to be built from this 12
forward. Non-residential construction estimates are shown in projected square feet.
1996-97 CIP Growth Assumptions
Residential Non-Residential
Year Units Square Feet
96-97 320 540,000
97-98 466 580,000
98-99 638 1,057,000
99-2000 707 653,000
637 450,000 2000-01
Years 6-10 3,985 3,606,000
Years 1 1-2030 16,588 12,932,000
Total Future 23,335 19,818,000
Development rates fell dramatically in 1987-88 due to the implementation of the Grs
Management Plan. In 1994-95 development increased dramatically, in part due to
affordable housing apartment complex in the southwest quadrant of Carlsbad. The out
trend shows development continuing at an increased rate and projected developrr
increasing to 650 to 700 units per year for the next 10 year;.
The revenue projections of the proposed Capital Improtement Program reflect the gro
assumptions identified above. The following information delineates how those assumpti
were applied to predict future development revenues.
Calculation of Future Fees
The mix of multi-family and single-family residential units was assumed to be 40% and E
respectively and reflects the anticipated mix of residential development shown in current pI
for each Local Facilities Management Zone. The building permit valuation used for compu
Public Facilities fees was $89,500 per multi-family dwelling unit, and $1 53,000 per single-fa
dwelling unit. The mix of commercial and industrial development is assumed to be 40%
60%, respectively, with office space included in the commercial category. A blended buillc
permit valuation of $38 per square foot of construction was used to calculate non-reside1
Public Facilities fees.
In order to calculate estimated revenues for Traffic Impact fees (TIF), the number of aver
daily trips was computed for each type of use. A multi-family residential dwelling unit \
assigned eight trips per day and a single-family unit was assigned ten trips per day. ff
residential trip was valued at the current TIF fee of $84. The trips-per-day value for commei
and industrial buildings was averaged at 25 trips per 1,000 square feet of developni
although the actual volume of trips generated by commerc iaMndustria1 building can vary wic
depending on the ultimate land use. The value assigned 113 each commercial/industrial trip 1
$34, the current TIF fee.
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The implementation of CFD No. 1 in 1991 has reduced the total arnount of PFF and TIF
revenues projected, as some projects previously funded from these sources are now funded
through the CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain
Road, but has not yet been formally established. An interim fee program is in place to enable
development to proceed within this proposed district. CFD No. 3 is proposed to fund roads
through the Carlsbad Ranch area of Zone 13 and is still in the formation stage.
There are two proposed Bridge & Thoroughfare Fee Districts (BTD No. 2 and BTD No. 3) for
which associated revenue and expenditure estimates have been incorporated into the proposed
CIP schedules. BTD No. 2 (Cannon Road West) is proposed to fund portions of Cannon Road
from Interstate 5 to El Camino Real. BTD No. 3 (Poinsettia Lane - Alga Road) is proposed to
finance the construction of the following two major arterial roadways: Poinsettia Lane between
Alga Road and El Camino Real and Alga Road between Palomar Airport Road and Poinsettia
Lane. Several reimbursement or prepayment agreements are in place so that developers can
construct portions of the roadways in advance of formal adoption of the fee program, and thus,
proceed with their development projects.
Expenditures
The proposed CIP for 1996-97 to buildout outlines approximately 185 future projects at a total
cost of $406 million. The largest expenditure category is for street and interchange projects at
$1 17 million or 29% of the total. Included are the construction of arterials and roadways as well
as the widening of some existing streets such as La Costa Avenue. The easterly extension of
Cannon Road began in 1995-96 and will continue for the next few years. Over $3 million of
federal and state grant funds were approved for the construction of additional seawall protection
for Carlsbad Boulevard, scheduled for 1996-97. The contract for the La Costa Avenue
interchange project has been awarded and construction is scheduled to begin mid 1996.
The second largest expenditure category is for park projects totaling $76 million, or 19% of the
total planned capital expenditures. Park projects include development of acreage within all
quadrants of Carlsbad including Poinsettia Park, Veterans Memorial Park, Larwin Park, Leo
Carrillo Park and community centers in the northwest and southwest quadrants.
Civic projects represent the third largest level of expenditures at $64 million (l6%), and include
construction of the South Carlsbad Library and a new City Hall, the expansion of the existing
Cole Library, various Americans with Disabilities Act projects, and the new Financial Information
System and telecommunications equipment. Sewer projects totaling $60 million (1 5%) include
the repayment of bonds for the expansion of the Encina Wastewater Facility, construction of the
Vista-Carlsbad trunk line, and parallel ocean outfall. Water projects total $42 million (1 0%) and
include the final phase of Maerkle Dam lining and cover, reclaimed and potable pipelines, and
repayment of loans for water projects. Interfund loans of $6.4 million are planned as well as all
future repayments which total $1 1.4 million. Included are the repayment of loans for the Alta
Mira (Poinsettia Park) land purchase, Cannon Road construction, and various water projects.
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The 1996-97 proposed capital expenditure plan includes the addition of a new categc
Facilities Maintenance, which includes major facility maintenance projects previously accouin
for in an operating fund. Examples of these projects included re-roofing, painting, repair i
refurbishment of various city facilities. Facility Maintenance is the smallest expendlt
category totaling $2 million, followed by traffic signal projects at $3 million. Specific timing i
cost estimates for all capital projects are identified in the Current and Future (1996-97
Buildout) Projects schedule following the narrative.
Project construction is reliant upon the availability of capital and operating funds in additialr
established growth management standards requirements for facilities. Wherever pro.
scheduling changes were proposed, compliance with the Growth Management Plan i
funding availability were evaluated. For the past few years, selected park and street proje
have been scheduled in phases to defer costs and balance CIP expenditures with projec
revenues. Following is a discussion of some of the major projects to be developed. I
0 South Carlsbad Libraw - Funding for the new South Carlsbad Library is curre
available utilizing Community Facilities District No. 1 revenues, which include a bc
issue in the 1997-98 time period. The construction of the libraiy has been on hold si1
the recession and is now scheduled for 1997-93, with opening expected in Sprins
2000. The Cole Library is scheduled to close and undergo extensive remodeling 111
the completion and opening of the new library. The financial impact of operating b
libraries continues to be a topic of discussicln, and timing changes may
recommended as the financial outlook becomes more clear. I
0 Carlsbad Municipal Golf Course - The City recently completed the final land acquisii
for its 250 acre golf course to be constructed in the industrial corridor directly soutt
the future Veterans Memorial Park. Selection of the development team and the in
design phase is planned for 1996-97.
0 Streets - A significant timing change is proposed 93r the construction of Cannon Ftc
West from 1-5 to El Camino Real. Most of this project was previously scheduled
construction after the year 2000, but has since been moved up to the year 1998-991.
order to meet the funding challenges presented by this proposed scheduling changt
loan from available Gas Tax and lntermodal SI, rface Trarisportation Efficiency
(ISTEA) - Surface Transportation Program (STP) funds is scheduled. Certain n
essential elements in the first phase from Veteran’s Memorial Park, through the secc
phase to El Camino Real (curb, gutter, sidewalk, landscape) are scheduled for a Ii
date after sufficient revenues have been collected.
Seawall - Utilizing anticipated federal and state grants, construction of the seawall all
Carlsbad Boulevard will provide additional shore protection along the City’s coastlir
The project will extend the current seawall at the Agua Hedioinda Lagoon to protect
roadway from damage caused by excessive storms or high wave action on the Pat
Ocean.
0
0 Interchanges - The Interstate 5 interchange at La Costa Averiue will begin construc
in mid 1996. The La Costa Avenue interchange is the third in a series of intercha
expansions to improve circulation at critical connection points to City streets. I
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e Poinsettia Park - Funds for the first phase of Poinsettia Park were appropriated in the
1992-93 CIP, however declining operating revenues delayed the project until 1995-96.
Phase I of Poinsettia Park includes one lighted multi-purpose baseball/softball field and
one lighted soccer field, three lighted tennis courts, a children's play area, a picnic area,
a trail system, parking, and a restroom/snackbar. The remaining phases are scheduled
beyond the year 2000.
e lnterfund Loans - When capital projects are needed in advance of available funds, loans
are made from other capital funds which have available reserves. The loan is repaid
when the borrowing fund builds up sufficient funds. All future loans and repayments of
this type are listed at the end of the proposed project schedule.
1996-97 CAPITAL IMPROVEMENT PROJECTS
There are approximately 40 capital projects totaling $27.8 million scheduled for 1996-97. These
projects are categorized as shown below. Appropriations of approximately $29.2 million for
ongoing capital projects which remain unspent at the end of FY 1995-96 will be added to the
new 1996-97 CIP appropriations for a total 1996-97 CIP appropriation of $57 million.
Street Proiects
Street construction projects are 38% of the total 1996-97 expenditures at $10.4 million. The
largest appropriation is $3.3 million for the Carlsbad Boulevard Shore Protection seawall funded
with a state and federal grant. The Olivenhain Road Widening project is scheduled for an
additional $1.7 million appropriation and Rancho Santa Fe Road will receive an additional $0.9
million from Community Facilities District No. 2 funds. The initial construction phase of Cannon
Road West is planned at a cost of $1.5 million and the utility undergraunding and street light
replacement at Chestnut and Monroe will cost approximately $1 .O million.
1-5 lnterchanaes
Interchange construction includes a $4.3 million appropriation for La Costa Avenue and
$500,000 for the Cannon Road interchange. The 1996-97 appropriation for these interchange
projects is from CFD No. 1.
Civic Proiects
Civic projects total 3% or $880,000 of the 1996-97 capital appropriation. Other projects in this
category include updating the design plans for the South Carlsbad Library, the Financial
Information System, public art for the Interstate 5 interchanges, and ADA modifications at
various locations throughout the City.
Sewer Proiects
Sewer funding of $3.7 million reflects Carlsbad's share of funding the Encina Wastewater
Facility capital improvements, including funds to repay the debt for its recent expansion and
funds for the construction of the Vista Carlsbad Trunk Line.
Water Proiects
The water category, including reclaimed water, is 22% of the total 1996-97 CIP with
appropriations of $6.1 million. The Maerkle Dam Lining project will receive its final scheduled
appropriation of $2.9 million. Another $1.7 million is scheduled for debt service payments on
previous potable and reclaimed water projects.
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Parks, Traffic Signals, and Drainage Proiects
Other categories in the proposed CIP include park, drainage, and traffic signal projects. I+
appropriations for park projects are comprised mainly of miscellaneous repair and upgr
projects plus $300,000 for design costs of the Carlsbad Municipal Golf Course. The tr:
signals to receive funding in 1996-97 are located at Cannon Road and El Camino Real, Carri
Road and Paseo Del Norte, and Cannon Road and the 1-5 interchange. The South Carlsl
Village Storm Drain, a $4.7 million drainage project is funded from the City's TransnetlLc
balance, and is scheduled to receive $940,000 to begin construction in 1996-97, with
remainder programmed in the following year.
Unfunded Projects
The City has identified $6.3 million in projects for which there is currently no source of fundii
These projects are listed at the end of the Current and Future (1996-97 to Buildout) Projc
schedule. Four traffic signals were added to this year's unfunded list, and will be evaluated
at a time to determine funding priority. Each of these traffic signal projects is included in
City's 1996 Traffic Signal Qualification List.
SUMMARY
While some projects continue to be phased due to lack of available capital and operating fun
significant progress continues to be made on the traffic cxculation projects. The Interstat]
and Poinsettia Lane interchange project is complete and the La Costa interchange projec
about to begin. The South Carlsbad Boulevard bridge at '3atiquitos 'Lagoon was complete(
May 1995, and construction of the northbound Carlsbad Boulevard bridge began in Aug
1995 and was completed in May 1996.
Restoration to the wetlands at Batiquitos Lagoon began irr 1994-95, ,the culmination of sew
years of design, planning and obtaining state and federal agency approvals. The three y
wetland restoration project will dredge the lagoon and restore fish and wildlife habitat
channel and offshore jetties will be constructed to restore full tidal flusliing and nesting areas
various species of birds will be built. The $30 million project is funded by the Port of I
Angeles as mitigation for its recent expansion and is almosl complete.
For the past few years, there have been some significant: project scheduling changes as
effects of the slow economy were felt on Carlsbad's revenue stream. Lack of funds has cau:
the City to rethink how it can accomplish building its capital projects. Generally, the philosoy
has been to build quality capital facilities which meet, and at times exceed, growth managerni
standards whenever economically beneficial. Practices su :h as phasing projects over a per
of years to match funding availability as well as maximizing the USE! of available balances t1:
been implemented in order to continue to provide quality capital facilities which meet the ncx
of Carlsbads citizens. The 1996-97 to Buildout Capital Improvement Program reflects this gc
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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, and new standards met as increased levels of
development began to occur. The Growth Management Plan directly affects the operating and
capital budgets by requiring the construction and operation of 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
1996-97 CIP, compliance with the Growth Management Plan is assured.
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I CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth
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, 1989,
effective date of the law. AB 1600 contains four general requirements:
> A "nexus" or connection must be established between a development project or clas
project and the public improvement being financed with the fee. All AB 1600 f
adopted by the City have met the nexus test. For example, 'Traffic Impact, Bridge
Thoroughfare District and Drainage Sewer Benefit Area fees were all established ur
AB 1600.
The fee must be segregated from the General Fund. Carlsbad segregates all call
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 within a
year period. Funds are viewed to be committed if 1 hey are programmed to be sperrl
a specific project(s). If the money is not spent, findings must be made describing
continuing need for that money each fiscal year alter the five years has expired. '
City of Carlsbad commits the revenues from these fees through its Capital Improverr
Program budget. This budget, which is adopted by the City Council, sets forth the C:I
Capital expenditure program from the current year to projected build out of the City. '
expenditure plan is updated annually as part of the City's budget process.
Refunds must be made only if the City cannot make the required findings. At this t
no refunds are due because the City's Capital Improvement Program commits all
1600 fees to projects to be con structed both in the current year and in the future.
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CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR Fy 1995-96
JULY 1, 1995 ESTIMATED ESTIMATED JUNE 30,1996
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES & OTHER BALANCE
GENERAL CAPITAL CONST. 2,863,268 2,177,564 1,230,181 0 3,810,651
PUBLIC ART 336,562 12,304 11 3,076 0 235,790
GOLF COURSE 1,172,682 21,533 368,269 0 825,946
PUBLIC FACILITIES FEE 1 1,350,573 2,408,172 4,027,704 0 9,731,041
ZONE 5,13,16 PARK FEE 1,940,278 321,203 0 0 2,261,481
PILAREA 1 NW 1,830,541 173,197 0 0 2,003,738
PIL AREA 2 NE 537,800 215,282 0 0 753,082
PIL AREA 3 SW 240,567 24,285 0 0 264,852
PIL AREA 4 SE 791,061 69,352 0 0 860,413
LETTERS OF CREDIT 0 0 0 0 0
TRAFFIC IMPACT FEE 1,352,063 71 1,041 (93,858) 0 2,156,962
TRANSNET/LOCAL 449,557 12,217 21,437 0 440,337
TRANSNET/H IGHWAY 176,820 493,896 21,946 0 648,770
TRANSNET/BIKE 1,843 1,223 3,066 0 0
TRANSNETISTP 281,300 859,804 0 0 1,141,104
TDA 152,294 378,444 44,114 0 486,624
STATE GRANTS 581,657 400,702 373,632 0 608,727
COUNTY GRANTS 1,076,352 224,089 372 0 1,300,069
ASSESSMENT DISTRICTS 1,619,713 890,908 950,874 0 1,559,747
CFD #I 10,706,620 6,365,259 2,106,524 162,237 14,803,118
CFD #2 3,043,835 1,559,692 690,740 19,353 3,893,434
CANNON ROAD WEST BTD#2 101,163 492,727 0 35,000 558,890
POlNSElTlA BTD #3 0 1,233,548 0 0 1,233,548
FEDERAL GRANTS 31 8 1,203,094 634,586 0 568,826
SDG & E 0 0 0 0 0
3,873,036 PLANNED LOCAL DRAIN'G 3,457,374 430,395 14,733 0
SEWER CONNECTION 11,786.999 2,182,520 102,801 0 13,866,718
SEWER REPLACEMENT 5,620,972 1,324,753 10,849 0 6,934,876
526,474 WATER - RECLAIMED WATER 823,797 209,656 336,979
WATER - MAJOR FACILITY 4,469,876 2,229,131 1,050,269 1,281,000 4,367,738
WATER - REPLACEMENT 7,480,936 1,978,913 551,057 244,016 8,664,776
REDEVELOPMENT BONDS 2,112,562 97,251 3,800 0 2,206,013
OTHER 937,454 1,305,000 801,877 0 1,440,577
TOTAL 77.296,837 30,007,155 13,365,028 1,911,606 92,027,358
170,000
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CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1996-97
JULY 1, 1996 1995 - 96 1996 - 97 .JI
PROJECTED ESTIMATED CONTlNUlNG NEW TOTALCIP F
- FUND BALANCE REVENUES APPROPR APPROF'R APPROPR. 1- GE NERAL CAPITAL CONST 3,810,651 947,600 3,747,208 1,008,600 4,755,808
PL BLlC ART 235,790 1,050 118,644 5,000 123,644
825,946 0 268,106 300,000 568,106
9,731,041 1,115,442 1,581,139 470,000 2,051,139
2,261,481 212,000 0 0 0
PILAREA 1 NW 2,003,738 91,260 0 0 0
PI1 AREA 3 SW 264,852 68,250 0 0 0
PI1 AREA 4 SE 860,413 109,200 0 0 0
TRAFFIC IMPACT FEE 2,156,962 449,553 1,587,333 69,000 1,656,333
TRANSNETILOCAL 440.337 2,106,320 207,849 2,306,320 2,514,169
1,265,715 TRANSNET/HIGHWAY 648,770 739,000 526,715 739,000
TRANSNET/BIKE 0 0 0 0 0
TD 4 486,624 0 428,619 0 428,619
ST4TE GRANTS 608,727 1,335,000 256,020 1,335,000 1,591,020 u CCUNTY GRANTS 1,300,069 201,014 49,628 0 49,628
ASSESSMENT DISTRICTS 1.559-747 0 1,199,760 0 1,199,760
CFD #I 14,803,118 5 248,958 3,457,529 5 730,000 9,187,529
CFD #2 3,893,434 664,500 2,024,071 91 2,000 2,936,071
I E:~CC~~KLS FEE m PI1 AREA2NE 753,082 0 0 0 0
8 LETTERS OF CREDIT 0 0 0 0 0
1 TR4NSNETKTP 1,141,104 0 0 0 0
I CANNON ROAD WEST BTD#2 558,890 144,345 0 0
ZCNE 5,13, 36 PARK FEE
POINSETTIA BTD #3 1,233,548 I ,aoo.ooo 0 0 0 8 !=::&?GRANTS 568,826 2,000,000 325,789 2,000,000 . 2,325,789
0 850,000 0 850,000 850,000
PLANNED LOCAL DRAIN'G 3,873,036 260,642 1,205,226 0 1,205,226 , SENER CONNECTION 13,866,718 2,368,888 917,894 3,467,500 4,385,394
SENER REPLACEMENT 6,934,876 1,200 000 1,584,091 21 5,000 1,799,091
WF TER - RECLAIMED WATER 526,474 255,000 98,021 680,000 778,02 1
6,154,119 WP TER - MAJOR FACILITY 4,367,738 I ,ai I ,518 1,579,893 4 574,226
WPTER - REPLACEMENT 8,664,776 1,825,000 6,018,691 1,433,972 7,452,663
REDEVELOPMENT BONDS 2,206,013 0 1,164,378 0 1,164,378
OTHER 1,440,577 1,477,000 826,166 1 707,000 2,533,166
92,027,358 27,281,540 29,172,770 27 802,618 56,975 388 - -
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CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1996-97
1993-94 1994-95 1995-96 (1) 1 996-97 (1 )
ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE
GENERAL CAPITAL CONST 970,364 1,010,273 2,177,564 947,600
PUBLIC ART 16,922 17,457 12,304 1,050
GOLF COURSE 105,934 109,308 21,533 0
PUBLIC FACILITIES FEE 1,524,573 2,266,914 2,408,172 1,115,442
ZONE 5,13 &I6 PARK FEE 94,639 1,940,278 321,203 212,000
PILAREA 1 NW 94,594 102,202 173,197 91,260
PIL AREA 2 NE 28,462 31,349 21 5,282 0
PIL AREA 3 SW 10,781 36,066 24,285 68,250
PIL AREA 4 SE 39,132 48,832 69,352 109,200
LElTERS OF CREDIT 0 0 0 0
TRAFFIC IMPACT FEE 326,558 481,029 71 1,041 449,553
TRANSNETILOCAL 147,848 22,535 12,217 2,106,320
TRANSNET/H I G HWAY 15,427 9,667 493,896 739,000
TRANSNET/BIKE 373,964 1,351 1,223 0
TRANSNETISTP 255,862 43,438 859,804 0
TDA 512,989 5,604 378,444 0
STATE GRANTS 916,396 642,18 1 400,702 1,335,000
COUNTY GRANTS 212,305 232,371 224,089 201,014
ASSESSMENT DISTRICTS 76,417 160 693 890,908 0
CFD #I 3 016,253 6,433,487 6,365,259 5,248,95a
CFD #2 2,427,995 573 940 1,559,692 664,500
492 727 144,345 CANNON ROAD WEST BTD#2 0 101 163
POINSETTIA BTD#3 0 0 1,233,548 1,800,000
FEDERAL GRANTS 0 1 ,I 80,179 1,203,094 2,000,000
850,000 SDG&E 0 0 0
PLANNED LOCAL DRAIN’G 372,044 655,752 430,395 260,642
SEWER CONNECTION 976,197 1,331,031 2,182,520 2,368,888
SEWER REPLACEMENT 4,067,123 811 481 1,324,753 1,200,000
255,000
WATER - MAJOR FACILITY 876,179 1,341,224 2,229,131 1,811,518
WATER - REPLACEMENT 2,304,313 1,231 779 1,978,913 1,825,000
REDEVELOPMENT BONDS 119,137 501,656 97,251 0
OTHER 1,245,651 436 484 1,305,000 1,477,000
TOTAL CAPITAL FUNDS 22,070,899 21,800,330 30,007,155 27,281,540 I
942,840 40,606 209,656 WATER - RECLAIMED WATER
(1) INCLUDES INTERFUND LOANS OR TRANSFERS
165
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CAPITAL FUNDS
DETAIL REVENUE ESTIMATES FOR FY 1996 - 97
FUND OR
DEVELOPER LOAN OR DEPRECIATION 1- GENERAL CAPITAL CONST. 45,ooi 902,600
F'UBLIC ART 1,050 I GOLF COURSE
F'UBLIC FACILITIES FEE 1 ,I 1 5,442
Z ONE 5,13,16 PARK FEE 21 2,000 E F'ILAREA I NW 91,260
F'IL AREA 2 NE
F'IL AREA 3 SW 68,250 4 FILAREA4SE 109,200
LETTERS OF CREDIT
TRAFFIC IMPACT FEE 449,553
T RANSNET/LOCAL 2,106,320 ' TRANSNETlHlGHWAY 739,000
T RANSNET/BIKE 1 ;'SNET/STP
STATE GWNTS
COUNTY GRANTS I ASSESSMENT DISTRICTS
C FD #I 136,502 4,278,456 234,000
C FD #2 664,500 I CANNON ROAD WEST BTD#2 144,345
POINSElTIA BTD #3 1,800,000
FEDERAL GRANTS I SDG&E 850,000
PLANNED LOCAL DRAIN'G 260,642
SEWER CONNECTION 768,888 1,600,000
VJATER - RECLAIMED WATER 255,000
VIATER - MAJOR FACILITY 1,211,518 600,000
TAX INCREMENT BOND
ClTHER 8 TOTAL -
OTHER BONDISSU TRANSFER R - FUND FEES TAXES
1 SEWER REPLACEMENT 1,200,000
1 VJATER - REPLACEMENT 725,000 1,100,000
I
1
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I
7,000 1,470,000 - 3,458,650 2 - - 600 El0 - - 7,032.100 7,855,776 4,199,000 -
166
1993-1994 TO 1996-1 997
1993-94 1994-95 1 995-96 (1 )
FUND ACTUAL ACTUAL ESTIMATED
GENERAL CAPITAL CONST. 753,895 2,075,369 1,230,181
PUBLIC ART 19,980 0 11 3,076
GOLF COURSE 794,356 402,518 368,269
PUBLIC FACILITIES FEE 798,606 509,117 4,027,704
ZONE 5,13 & 16 PARK FEE 0 0 0
PILAREA 1 NW 0 0 0
PIL AREA 2 NE 0 0 0
PIL AREA 3 SW 0 0 0
PIL AREA 4 SE 0 0 0
LETTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 959,097 1,184,874 (93,858)
TRANSNETILOCAL 51,044 94,066 21,437
TRANS N ET/H I GHWAY 1 ,I 09,800 108,296 21,946
TRANSNET/BlKE 340,271 3,336 3,066
TRANS N ETlSTP 18,000 0 0
TDA 389,483 107,849 44,114
STATE GRANTS 910,039 77,135 373,632
COUNTY GRANTS 399,773 0 372
ASSESSMENT DISTRICTS 49,279 170,662 950,874
CFD #I 1,487,413 4,207,512 2,106,524
CFD #2 85,969 176,252 690,740
CANNON ROAD WEST BTW2 0 0 0
POINSETTIA BTD#3 0 0 0
FEDERAL GRANTS 0 1 ,I 79,861 634,586
SDG&E 0 0 0
PLANNED LOCAL DRAIN'G 0 457,678 14,733
SEWER CONNECTION 36,006 2,527,891 102,801
SEWER REPLACEMENT 0 360,178 10,849
WATER - RECLAIMED WATER 1,470 983 1,142,457 336,979
WATER - MAJOR FACILITY 1,033,925 2,761,251 1,050,269
WATER - REPLACEMENT 1,544,870 845,176 551,057
REDEVELOPMENT BONDS 2,186,396 1,342,328 3,800
OTHER 1,164,344 908,619 801,877
TOTAL CAPITAL FUNDS 15,603,529 20,642,425 13,365,028
1995-96 1996-97 1996-E
CONTINU I NG NEW TOTAL 1
APPROPR APPROPR. APPRO1
4,755
11 8,644 5,000 12:
268,106 300,000 568
1,581,139 470,000 2,051
3,747,208 1,008,600
0 0
0 0
0 0
0 0
0 0
0 0
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207,849 2,306,320 2,511
526,715 739,000 1,26!
0 0
0 0
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256,020 1,335,000 1,59'
49,628 0 41
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3,457,529 5,730,000 9,18;
2,024,071 91 2,000 2,93f
0 0
0 0
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325,789 2,000,000 2,321
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1,205,226 0 1,201
917,894 3,467,500 4,385
1,79E 1,584,091 215,000
98,021 680,000 77E
1,579,893 4,574,226 6,15f
6,018,691 1,433,972 7,452
1,164,378 0 1,164
826,166 1,707,000 2,53'
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CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAIUBLE BbALANCES I 1996 TO BUILDOUT
YEAR 1 1996 - 97 1 BEG INN IN G
FUND BAL 7/1/96 t REVENUE EXPENDITURES - GENERAL CAPITAL CONST. 63,443 947,600 1,008,600
PUBLIC ART 117,146 1,050 5,000
GOLF COURSE 557,840 0 300,000
PUBLIC FACILITIES FEE 8,149,902 1,l 'I 5,442 470,080 8,;
ZONE 5,13,16 PARK FEE 2,261,481 2'1 2,000 0 2,r
PILAREA 1 NW 2,003,738 9 1,260 0 2,(
PIL AREA 2 NE 753,082 0 0 I
PIL AREA 3 SW 264,852 68,250 0
Pil, AREA 4 SE 860,413 1 C9,200 0
LETTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 569,629 44 9,553 69,000
TaANSNET/LOCAL 232,488 2,106,320 2,306,320
TWNSN ET/H IGHWAY 122,055 739,000 739,000
TRANSN ET/BI KE 0 0 0
TRAMSNET/STP 1,141,104 0 0 'I
58,005 0 0
352,707 1,3:15,000 1,335,000
TDA
STATE GRANTS
COUNTY GRANTS 1,250,441 201,014 0 I
ASSESSMENT DISTRICTS 359,987 0 0
CFD #1 11,345.589 5,248,958 5,730,000 10
CFD #2 1,869,363 6634,500 912,000 1
CANNON ROAD WEST BTDW 558,890 144,345 0
POlNSEITlA BTG #3 1,233,548 1,800,000 0 3
FEDERAL GRANTS 243,037 2,000,000 2,000,000
SDG & E 0 8!50,000 850,000
PLANNED LOCAL DRAIN'G 2,667,810 280,642 0 2
SMR CONNECTION 12,948,824 2,368,888 3,467,500 11
SEWER REPLACEMENT 5,350,785 1,200,000 215,800 E
1
WATER - RECLAIMED WATER 428,453 2 55,000 680,000
WATER - MAJOR FACILITY 2,787,845 1,811,518 4,574,226
WATER - REPLACEMENT 2,646,085 1,825,000 1,433,972
1,707,000 OTHER 614,411 1,477,000
REDEVELOPMENT BONDS 1,041,635 0 0
7 TOTAL 62,054,588 21,281,540 27,802,618 €Z - - - ..
180
CtTY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1996 TO BUILDOUT
YEAR 2 1997 - 98 1 BEGINNING
FUND BAL 7/1/96 REVENUE EXPENDITURES ENDIN
GENERAL CAPITAL CONST. 2,443 705,000 705,000 244
PUBLIC ART 113,196 0 0 1 1 3,191
GOLF COURSE 257,840 0 0 257,84
PUBLIC FACILITIES FEE 8,795,344 1,481,633 4,982,000 5,294 s 97
ZONE 5,13,16 PARK FEE 2,473,481 172,000 0 2,645,4€
PILAREA 1 NW 2,094,998 97,344 0 2,192,34
PIL AREA 2 NE 753,082 0 0 753,0€
PIL AREA 3 SW 333,102 180,180 281,000 232,2€
LEITERS OF CREDIT 0 375,000 375,000
TRAFFIC IMPACT FEE 950,182 1,539,231 2,029,000 460,41
TRANS N ET/LOCAL 32,488 4,960,000 4,960,000 32,42
TRANSN ET/HlGHWAY 122,055 680,000 680,000 122,o:
TRANSNET/BIKE 0 0 0
TRANSN ETJSTP 1,141,104 0 0 1,141,1(
IDA 58,005 0 0 58,0(
STATE GRANTS 352,707 0 0 352,7(
COUNN GRANTS 1,451,455 1,111,065 2,480,000 82,s'
ASSESSMENT DISTRICTS 359,987 0 0 359,9
PIL AREA 4 SE 969,613 109,200 0 i ,078,ai
CFD #1 10,864,547 6,549,283 17,410,000 33
CFD #2 1,621,863 623,500 0 2,245,31
CANNON ROAD WEST BTDW 703,235 50,000 421,000 332,2
POINSETTIA BTD #3 3,033,548 200,000 500,000 2,733,5
FEDERAL GRANTS 243,037 0 0 243,O
SDG&E 0 0 0
PLANNED LOCAL DRAIN'G 2,928,452 296,333 0 3,224,7
SEWER CONNECTION 11,850,212 1,857,925 3,201,800 1 0,506,3
SEWER REPLACEMENT . 6,335,785 1,200,000 81 8,000 6,717,7
WATER - RECLAIMED WATER 3,453 1,160,000 260,000 903,4
WATER - MAJOR FACILITY 25,137 2,494,771 2,458,985 60,9
WATER - REPLACEMENT 3,037,113 1,825,000 2,468,997 2,393,l
REDEVELOPMENT BONDS 1,041,635 0 0 1,041 ,e
OTHER 384,41 I 70,000 70,000 384,4
TOTAL 62,333,5 1 0 27,737,465 44,100,782 45,970,'
181
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CIM OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES 1 1996 TO BUILDOUT
YEAR 3 1998 - 99 I BEGlNNl NG
E - FUND BAL 7/1/97 REL'ENU E EXP EN DlTU RES
GENERAL CAPITAL CONST. 2,443 62!5,000 625,000
PUBLIC ART 113,196 0 0 1
GOLF COURSE 257,840 0 0 2
PUBLIC FACILITIES FEE 5,294,977 2,210,260 255,000 72
ZONE 5,13,16 PARK FEE 2,645,48 1 31 :2,000 0 2,s
PILAREA 1 NW 2,192,342 68,445 0 22
PIL AREA 2 NE 753,082 6i3,250 0 e
PIL AREA 3 SW 232,282 200,655 0 1
PIL. AREA 4 SE 1,078,813 1C1'3,200 0 1,'
LElTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 460,413 $€18,834 249,000 1 ,(
TRANSNET/LOCAL 32,488 3c10,000 300,000
TRANS N ET/H I GH WAY 122,055 1,431,000 1,431,000
TRANSNET/Bl KE 0 0 0
TRANSN ET/STP 1 ,141 , 1 04 0 1,000,OQO
TDA 58,005 0 0
STATE GRANTS 352,707 0 0
COUNTY GRANTS 82,520 221,618 200,000
ASSESSMENT DISTRICTS 359,987 0 0
CFD #l 3,830 5,283,627 3,090,000 4
CFD #2 2,245,363 747,594 0 2!,
CANNON ROAD WEST BTDW 332,235 2,050,000 2,264,000
POINSETTIA BTD #3 2,733,548 200,000 500,000 A,
FEDERAL GRANTS 243,037 0 0
SDG&E 0 0 0
PLANNED LOCAL DRAIN'G 3,224,785 306,764 0 3,
SEWER CONNECTION i 0,506,337 2,326,338 2,966,400 !3 I
SEWER REPLACEMENT . 6,717,785 1,2c10,000 540,000 '7
WATER - RECLAIMED WATER 903,453 1 Ei0,OOO 1,035,000
WATER - MAJOR FAClLlN 60,923 2,399,251 1,464,478
*I
9
WATER - REPLACEMENT 2,393,116 1 ,&2!5,000 1,734,020 2
REDEVELOPMENT BONDS 1,041,635 0 0 1
5i
OTHER 384,411 1,000,000 1,000,600 - 18,653,898 --- -' TOTAL 45,970,4 93 23,931 .a36
182
CllT OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1996 TO BUILDOUT
YEAR 4 1999 - 2000 1 BEGINNING
FUND BAL 7/1/98 REVENUE EXPENDITURES ENDIN(
GENERAL CAPITAL CONST. 2,443 660,000 660,000 2,442
113,19€ PUBLIC ART 113,196 0 0
GOLF COURSE 257,840 0 0 257,841:
PUBLIC FACILITIES FEE 7,250,237 2,477,009 4,950,000 4,777,246
ZONE 5,13,16 PARK FEE 2,957,481 152,000 0 3,109,481
PILAREA 1 NW 2,260,787 68,445 0 2,329,232
PIL AREA 2 NE 821,332 68,250 0 889,582
PIL AREA 3 SW 432,937 234,780 0 667,71i
PIL AREA 4 SE 1,188,013 150,150 0 1,338,16
LElTERS OF CREDIT 0 0 0 I
TRAFFIC IMPACT FEE 1,098,247 700,996 869,000 930,24
TRANSNET/LOCAL 32,488 300,000 300,000 32,48
TRANSNET/HIGHWAY 122,055 0 0 122,05
TRANSN ETIBI KE 0 0 0
141,lO TRANSNETISTP 141,104 0 0
TDA 58,005 0 0 58,OO
STATE GRANTS 352,707 0 0 352,70
COUNTY GRANTS 104,138 232,699 200,000 136,83
ASSESSMENT DISTRICTS 359,987 0 0 359,98
CFD #1 2,197,457 6,020,341 1 10,000 8,107,79
CFD #2 2,992,957 1,221,550 0 4,214,50
CANNON ROAD WEST BTW 1 18,235 50,000 0 168,23
POINSETTIA BTD #3 2,433,548 200,000 750,000 1,883,M
FEDERAL GRANTS 243,037 0 0 243,03
SDG&E 0 0 0
PLANNED LOCAL DRAIN'G 3,531,549 280,346 0 3,811,89
1,176,200 10,064,71 SEWER CONNECTION 9,866,275 1,374,642
SEWER REPLACEMENT . 7,377,785 1,200,000 530,000 8,047,7?
WATER - RECLAIMED WATER 28,453 160,000 160,000 28.4!
WATER - MAJOR FACfLITY 995,696 2,218,728 2,418,808 7956'
WATER - REPLACEMENT 2,484,096 1,825,000 2,385,964 1,923,l:
REDEVELOPMENT BONDS 1,041,635 0 0 1,041,6:
OTHER 384,411 0 0 384,4
TOTAL 51,248, I31 19,594,936 14,509,972 56,333,0!
183
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CITY OF CARLSBAD
CAPITAL IMPROVEMENT P'ROGRAM I 1996 TO BUILDOUT
ANALYSIS OF AVAILABLE BALANCES
YEAR 5 2000 - 2001 I BEG! NNI NG
FUND BAL 711199 RRiENUE EXPENDITURES
GENERAL CAPITAL CONST 2,443 Sa'0,OOO 620,000
PUBLIC ART 113,196 0 0
GOLF COURSE 257,840 0 0
PUBLIC FACILITIES FEE 4,777,246 1,788,219 100,000 6,#
ZONE 5,13,16 PARK FEE 3,109,481 152,000 700,000 2,
PILAREA 1 NW 2,329,232 68,445 0 2,
PIL AREA 2 NE 889,582 68,250 0
PIL AREA 3 SW 667,717 241,605 0
PfL AREA 4 SE 1,338,163 1 !io, 1 50 0 1,
LETTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 930,243 556,870 144,000 1,
TRANSNETILOCAL 32,488 400,000 400,000
- TRANSN ET/H IG H WAY 122,055 0 0
TPANSNET/BlKE 0 0 0
TRANSN ET/STP 141,104 0 0
TDA 58,305 0 0
STATE GRANTS 352,707 0 0
COUNTY GRANTS 136,837 244,334 200,000
ASSESSMENT DISTRICTS 359,987 0 0
CFD #l 8,107,798 5,lEE 020 110,000 1 :3
CFD #2 4,214,507 1,119,050 0 5
CANNON ROAD WEST BTD#2 468,235 1 S,5,400 0
POINSETTIA BTD #3 1,883,548 200,000 1,750,000
FEDERAL GRANTS 243,037 0 0
SDGBE 0 7C)O,OOO 700,000
PLANNED LOCAL DRAIN'G 3,811,895 234,839 0 4
SEWER CONNECTION 10,064,717 1,12!4,010 1,809,200 '3
SEWER REPLACEMENT 8,047,785 ~,200,000 540,000 18
WATER - MAJOR FACILITY 795,616 1,898,399 1,414,596 1
WATER - REPLACEMENT 1,923,132 1,8:!5,000 839,852 2
REDWELOPMENT BONDS 1,041,635 0 0 1
si OTHER 384,411 0
WATER - RECLAIMED WATER 28,453 1 Ci0,OOO 160,600
0
9,487,648 - - TOTAL 56,333,095 18,0(j1.591
_I
1 84
ClTy OF CARLSBAD
CAPffAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAllABLE BALANCES
1996 TO BUILDOUT
YEAR 6-10 2001 - 2006 I BEGINNING
FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDiN(
PUBLIC ART 113,196 0 0 113,19(
GOLF COURSE 257,840 0 0 257,84(
PUBLIC FACILITIES FEE 6,465,465 11,734,124 11,805,OOO 6,394,58
ZONE 5,13,16 PARK FEE 2,561,481 890,143 3,000,000 451,62
2,397,677 468,468 2,380,000 486,14
957,832 922,740 0 1,880,57
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW 909,322 1,347,255 1,550,OQO 706,57
PIL AREA 4 SE 1,488,313 926,835 0 2,415,14
LETERS OF CREDIT 0 250,000 250,000
TRAFFIC IMPACT FEE 1,343,113 3,862,820 3,670,000 1,5359:
TRAN SN ET/LOCAL 32,488 2,000,000 2,000,000 32,4t
TRANS N ET/H I GH WAY 122,055 0 0 122,0!
TRANSNETlBlKE 0 0 0
TRAN SN ETlSTP 141,104 0 0 141,1(
TDA 58,005 0 0 58,0(
STATE GRANTS 352,707 0 0 352,7(
COUNTY GRANTS 181,171 218,982 300,000 100,l'
ASSESSMENT DISTRICTS 359,987 0 0 359,9
CFD #l 13,162,818 30,946,802 40,550,000 3,559,6
CFD #2 5,333,557 8,979,220 12,332,000 1,980,7
CANNON ROAD WEST BTW 31 3,635 727,000 0 1,040,6
POlNSEITlA BTD #3 333,548 2,200,000 2,500,000 33.5
FEDERAL GRANTS 243,037 0 0 243,O
SDG8E 0 900,000 900,000
PLANNED LOCAL DRAIN'G 4,046,734 2,225,556 0 6,272.;
SEWER CONNECTION 9,379,527 7,60938 1 11,354,656 5,634,L
SEWER REPLACEMENT - 8,707,785 6,000,000 2,650,000 12,057,;
WATER - RECLAIMED WATER 28,453 800,000 800,000 28,~
WATER - MAJOR FACILIN 1,279,419 12,526,042 9,850,252 3,955,;
WATER - REPLACEMENT 2,908,280 5,225,000 732,810 7,400,~
REDEVELOPMENT BONDS 1,041,635 0 0 1,041 ,(
OTHER 384,411 0 0 384,
GENERAL CAPITAL CONST. 2,443 2,350,000 2,350,000 2,44:
TOTAL 64,907,038 103,110,568 108,974,718 59,042.
7 85
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CrrY OF CARLSBAD
CAPITAL IMPROVEMENT P'ROGRAM
ANALYSIS OF AVAILABLE I3ALANCES i 1996 TO BUILDOUT
2006 to Buildout 1 BEGINNING
FUND BAL 7/1/2005 REVENUE - EXPENDITURES
GENERAL CAPITAL CONST. 2,443 2,0i)0,000 1,560,000
PUBLIC ART 113,196 0 0
GOLF COURSE 257,840 0 0
PUBLIC FACILITIES FEE 6,394,589 30,305,774 35,871,265
ZONE 5,13,16 PARK FEE 451,624 2,9'14,599 3,330,000
PILAREA 1 NW 486,145 4,3'16,598 4,725,000
PIL AREA 2 NE 1,880,572 4,770,675 6,650,000
PIL AREA 3 SW 706,577 3,4;!4,785 4,130,000
PIL AREA 4 SE 2,415,148 1,9'16,460 4,300,000
LEWERS OF CREDIT 0 3,687,500 3,687,500
TRAFFIC IMPACT FEE 1,535,933 1 5,8I)7,123 9,145,000 t3
TRANSNET/LOCAL 32,488 3,3OO,OOO 3,300,000
TRANS N ET/H I GHWAY 122,055 0 0
TRANSN ET/BI KE 0 0 0
TRAN SN ET/STP 141,104 1,000,000 0 1
TDA 58,005 0 0
STATE GRANTS 352,707 0 0
COUNTY GRANTS 100,153 0 0
ASSESSMENT DISTRICTS 359,987 0 0
CFD #1 3,559,620 13,8!56,619 17,040,800
CFD #2 1,980,777 13,278,139 14,339,800
CANNON ROAD WEST BTW 1,040,635 2,035,600 3,000,000
POINSElTIA BTD #3 33,548 7,600,000 7,600,000
FEDERAL GRANTS 243,037 0 0
SDG&E 0 0 0
PLANNED LOCAL DRAIN'G 6,272,290 14,3366,368 19,725,000
SEWER CONNECTION 5,634,452 17,501,189 22,746,W
SEWER REPLACEMENT - 12,057,785 1,800,000 8,823,000 E
WATER - RECLAIMED WATER 28,453 3,846,000 1,246,000 i
WATER - MAJOR FACILITY 3,955,209 5,4-.32,329 9,233,750
WATER - REPLACEMENT 7,400,470 13,h00,000 2,038,000 1E
REDEVELOPMENT BONDS 1,041,635 0 0 1
OTHER 384,411 1,0~30,000 0 4 - TOTAL 59,042,888 168, dl 9,758 182,490,1159 41 -
186
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1996 TO BUILDOUT
[GRAND TOTALS ALL YEARS
GENERAL CAPITAL CONST. 63,443 7,907,600 7,528,600 442,44:
I BEGiNNlNG TOTAL TOTAL
FUND BALANCE REVENUE EXPENDITURES ENDIN1
PUBLIC ART 117,146 1,050 5,000 113,19(
GOLF COURSE 557,840 0 300,000 257,841
829,09; PUBLIC FACILITIES FEE 8,149,902 5 1 , 1 1 2,46 1 58,433,265
ZONE 5,13,16 PARK FEE 2,261,481 4,804,742 7,030,000 36,22
PIL AREA 1 NW 2,003,738 5,179,005 7,105,000 77,74
PIL AREA 2 NE 753,082 5,898,165 6,650,000 1,24
PIL AREA 3 SW 264,852 5,697,510 5,961,000 1,36
PIL AREA 4 SE 860,413 3,471,195 4,300,000 31,60
LETTERS OF CREDIT 0 4,312,500 4,3 12,500
TRAFFIC IMPACT FEE 569,629 23,893,427 16,175,000 8,288,05
TRANSN ETILOCAL 232,488 13,366,320 13,566,320 32,48
TRANS N ET/H I GH WAY 122,055 2,850,000 2,850,000 122,05
TRANSNETIBI KE 0 0 0
TRANSNET/STP 1,141,104 1,000,000 1,000,000 1,141,1(
TDA 58,005 0 0 58,0(
STATE GRANTS 352,707 1,335,000 1,335,000 352,7(
COUNTY GRANTS 1,250,441 2,229,712 3,380,000 100,1!
ASSESSMENT DISTRICTS 359,987 0 0 359,91
CFD #1 11,345,589 73,070,650 84,040,000 376,2:
CFD #2 1,869,363 26,633,553 27,583,000 919,9
CANNON ROAD WEST BTD#2 558,890 5,202,345 5,685,000 76,2:
POINSETTIA BTD #3. 1,233,548 12,400,000 13,600,000 333
FEDERAL GRANTS 243,037 2,000,000 2,000,000 243,O
SDG8E 0 2,450,000 2,450,000
PLANNED LOCAL DRAIN'G 2,667,810 17,940,848 19,725,000 883,e
SEWER CONNECTION 12,948,824 34,162,573 46,722,700 388$
SEWER REPLACEMENT . 5,350,785 13,800,000 14,116,000 5,034,7
WATER - RECLAfMED WATER 428,453 6,541,000 4,341,000 2,628,4
WATER - MAJOR FACILITY 2,787,845 28,781,038 31,415,095 153,7
WATER - REPLACEMENT 2,646,085 28,150,000 11,633,615 19,162,d
REDEVELOPMENT BONDS 1,041,635 0 0 1,041.1
OTHER 614,411 3,547,000 2,777,000 1,384,d
TOTAL 62,854,588 387,737,694 406,020,095 44,572,
187
CITY OF CARLSBAD I CAPITAL OUTLAY ITEMS 19'96-97
ITEM DESCREPTION QTY C( -_ ACCT NO DEPARTMENT
GENERAL FUND 1
001-1020 CITY MANAGER Systems Furniture 4 23,:
Subtotal City Manager 23,:
.i:
1
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II
8
I
1
1
001-1210 CITY ATTORNEY Pioneer Juke Box 1 1 ,:
3 15,( 1 Subtotal City Attorney-- 16,; - Office Furniture
TOTAL GENERAL GOVERNMENT $397
001-2130 POLICE INVESTIGATIONS Vehicle for the Gang Task Force Detective 1 20 0
1,8 Radio for the Gang Task Foi ce Detective
Subtotal Poiice Investigations 21 ,8 - 1
TOTAL POLICE DEPARTMENT $21,;
Computer hardware and soflware (replacemen Vanous 41,2
Subtotal Fire Administration 41,;
- 001-2210 FIRE ADMINISTRATION
004-2220 FIRE SUPPRESSION Commercial clothes dryer 1 2,1
2 3,O
Subtotal Fire Suppressiori 51
002-2240 FIRE EMERGENCY MEDICAL Lifepak 11 monitor/defibrillator 2 32,O
1 12,o
- Unifire blower
- Lifepak 10 monitorldefibrillator
Subtotal Fire EmergenciMedical 44,i
$90,; I. I ..- I
TOTAL FIRE
001-4022 LIBRARY - ADULT SERVICES Printer (replacement) 1 1,1(
Fax machine (replacement) 1 2,5(
9,m Laser scanners (replacement) I Subtotal Library Adult Services 12,16(
6,1! II Subtotal Tech Services 6,1!
001-4052 MEDIA SERVICES Nikor lens and filter 2 3,3!
14
Subtotal Media Services 3,'5l
$22,.;5
001-4210 CULTURAL ARTS Xerox machine 1 7,5c
- 7 -
- 2 - 001-4040 TECH SERVICES Pentium workstations
- 1 - Camera connect zoom bracket 1
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1
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TOTAL LIBRARY
I $7,!5 -. I I
I TOTAL CULTURAL ARTS
001-4121 PARKS OPERATIONS Mower - tn-plex 1 28,OC
3,oc Netting for batting cage
. Subtotal Parks Operation;; 31,(: -
188
~II I ur bnnLaDnu
CAPITAL OUTLAY ITEMS 1996-97
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
001-4131 RECREATION OPERATIONS Storage container (28 x 8 x 9) 1 1,890
Tractor for ballfield maintenance 1 10,000
Permanent fencing - Calavera Comm Center 1 1,100
Subtotal Recreation Operations 12,990
001-4133 AQUATICS Diving board 1 2,500
Computer, monitor, pnnter, cash drawer 1 4,200
Subtotal Aquatics 6,700
001-51 10 STREET MAINTENANCE Diesel vibratory rammer 1 8,600
Masonry bnck saw 1 1,300
Portable gasoline generator 1 2,750
Portable airless paint spraying unit 1 7,000
Truck-mounted hydraulic post puller 1 3,500
Truck-mounted arrow board 1 2,500
Subtotal Street Maintenance 25,650
001 -5320 FACILITIES MAINTENANCE P A system (replace at Safety center) 1 16,000
Subtotal Facilities Maintenance 16,000
TOTAL COMMUNITY SERVICES $92,340
TOTAL GENERAL FUND $273,740
SPECIAL FUNDS I
ASSET FORFEITURE
121-2120 POLICE OPERATIONS Patrol laptop computers (replacement) 3 10,500
Canine bite suit 1 1,500
New canine 6,000
Portable hand-held video cameras for Patrol 2 2,400
Subtotal Police Operations 20,400
121-2121 POLICE VOLUNTEERS Portable radios 3,000
Subtotal Police Volunteers 3,000
121-2130 POLICE INVESTIGATIONS Heavy-duty document shredder (replacement) 1 1,700
12 Macintosh Computers 12 33,600
Video installation for interview room 7,500
Subtotal Police Investigations 42,800
121-2131 POLICE VICE NARCOTICS Mobile radios for Vice Narcotics 2 3,500
22,000
Subtotal Vice Narcotics 25,500
New vehicle for Vice Narcotics
121-2140 TECHNICAL SERVICES Macintosh computers (replacement) 10 28,000
Pnnters (replacement) 2 3,000
Desktop publishing computer and scanner 1 6,300
6 Lap top computers 6 17,500
ARJlS Network security and firewall 30,000
PC upgrades for ARJlS 15,000
System upgrades for IBMs for ARJlS 5,000
Subtotal Technical Services 104,800
(replacement)
189
CITY OF CARLSBAD I CAPITAL OUTLAY ITEMS 1996-97
ACCT NO DEPARTMENT lTEM DESCRIPTION QTY c:c - -
121-2 I44 CRIME PREVENTION Teleminder cnrne and info notification system 12;
Subtotal Cnme Prevention 12; I
1
1
1
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B
1
1
B
1
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8
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121-2 145 SCHOOL RESOURCE PROGRAM Vehicle for two police officers 1 20,c
3,6
Subtotal School Resource Program 23,:
121-2 160 DISASTER PREPAREDNESS Auto Cite 20 c
LED radar boardltrailer 16 0
40 Laserlsofbare for traffic
Subtotal Disaster Preparedness 40 'ii
$272,;
- Police packagelradio 1
-
- -- TOTAL ASSET FORFEITURE -
- -
810-34 10 REDEVELOPMENT AGENCY Tables for the conference room 3,O
Y $33
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TOT9L REDEVELOPMENT AGENCY
Y
501-6210 WATER OPERATIONS New Pentium PC's 4 14,5i
Hardware upgrades 1 17,Ot
Chlorine residual analyzers 2 6,Ot
Sewer plug I 1,5(
Chlonne Pump and Motor 1 2,7(
Chlonne injector 1 1,3(
Trim Chlonne Pump and motor 1 1,5(
Telemetry equipment 1 2,5( - $47,1G
I
TOTAL. WATER DISTRICT _. -- -
511-6110 SANITATION Pump impeller w/wear kit - home plant 1 2,0[
Vibration analysis meter 1 2,lX
RPM meter 1 1,50
Heat sensing meter 1 1 ,!50
Gas detectors 2 5,110
Electrical panel enclosure for Villas lift station 1 1 ,!SO
Y $335
1
TOTAL SANITATION - -- - -
612-1910 RISK MANAGEMENT Desktop computer 1 3,OO - $35
I I
TOTAL RISK MANAGEMENT
II-
620-52 10 VEHICLE MAINTENANCE On-the-car brake lathe 1 4,!jO
Above ground two posted truck lift 1 25,001
2,00(
$3l,!iOl I
Snap-on portable diagnostic scanner 1 -
I I
TOTAL VEHICLE MAINTENANCE -
190
bli I "I YnI\LYYmY
CAPITAL OUTLAY ITEMS 1996-97
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
620-5220 VEHICLE REPLACEMENT Police patrol vehicles 6 150,000
Police full size sedan 1 24,000
Police dog units, utility vehicles 2 50,000
Police off-road motorcycles 2 16,000
Utility vehicle 1 24,000
Intermediate sedans 2 36,000
Aenal boom truck 1 110,000
Large brush chipper 1 12,000
112 ton pickup trucks 6 244,000
3/4 ton pickup trucks 2 50,000
Trailer-mounted air compressors 2 25,000
Large utility trailers 2 36,000
10 cu yard dump 1 75,000
Roller 1 38,000
Concrete saw 1 10,000
Large riding mower 2 40,000
TOTAL VEHICLE REPLACEMENT $91 2,000
Police krll-size motorcycle 1 12,000
Water tanker truck 1 60,000
640-1720 INFORMATION SYSTEMS HP LaserJet II replacement 25 45,700
Meridian CD Towers 2 14,400
CMWD server replacement* 1 8,100
Communication server 15,100
Misc tile server upgrades 7,400
Computer/telephone for "help" desk 5,400
Network expansion 5 14,000
TOTAL INFORMATION SYSTEMS $l?O,l00
TOTAL SPECIAL FUNDS $1,392,160
TOTAL ALL FUNDS $1,665,900
*Total cost for the CMWD server replacement is $16,100 $8 000 will be paid for from the depreciation account
191
TRAVEL REQUESTS 1996-97
1996-97
TRAVEL
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION REQUEST
001-1510 HUMAN RESOURCES CALPELRA Annual Conference (2) Monterey CA 900
Misc Professional and Communtty Meetings Local 2,000
Organizational Development Network Conference Unknown 800
Miscellaneous Travel and Meeting Expenses Various 600
SUBTOTAL HUMAN RESOURCES 4,300
001-21 10 POLICE ADMINISTRATION California Police Chiefs Association Conference Modesto 500
S D County Police Chiefs'lSherfls Association S D County 420
International Association of Chiefs of Police 700
FBI National Academy Associates 400
League of CA Ckies Annual Conference 500
Cal Chiefs Training CommMee Meetings Various 500
Miscellaneous Travel and Meeting Expenses Various 500
SUBTOTAL POLICE ADMIN 3,520
001-2120 POLICE OPERATIONS Court Mileage Reimbursements
FBI National Academy
SUBTOTAL OPERATIONS 3,800
001-2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various (incl out of state) 3,800
SUBTOTAL INVESTIGATIONS 3,800
001-2131 POLICE VICE/NARCOTICS Miscellaneous Travel and Meeting Expenses Vanous (mcl out of state) 2,300
TOTAL POLICE VICElNARCOTlCS 2.300
001-2160 POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses S D County 50
SUBTOTAL POLICE TRAFFIC 50
500
300
800
500
900
200
SUBTOTAL FIRE ADMIN 3,200
N California
S California
San Jose
Kansas Cky. MO
001-2210 FIRE ADMINISTRATION California Fire Chiefs Association Conference
California Fire Chiefs Quarterly Meetings
League of CA Ckies - Adminflech Advisory Cornrn
International Assoc of Fire Chiefs Annual Conference
Int'l Assc of Fire Chiefs' Accredltation Self Assess Wkshp (2) Unknown (out of stale)
S D County San Diego County Fire Chiefs Monthly Meetings
001-2220 FIRE SUPPRESSION Calfomia Fire Training Officers Workshop (4) San Jose 1,500
710 Caltfornia State Fire Academy Courses
Southern Calf Fire Equip Research Meetings (2) 690
NFPA Standards Task Force Meeting Unknown 400
Caltfornia Regional Training Officers Classes S California 500
SUBTOTAL FIRE SUPPRESSION 3,800
Pacific Grove
Clark Co , NV & Phoenix, A2
001-2230 FIRE PREVENTION CA Fire Chiefs Fire Prevention Officers' Tmg Wrkshp San Luis Obispo 500
ST Fire Academy, Fire Prevention Pacific Grove 350
500
180
400
370
SUBTOTAL FIRE PREVENTION 2,300
Fire Academy, Fire Investigation
So CA Fire Chiefs' Fire Prevention Section Meetings (6)
Fire & Ltfe Safety/State Building CodeTrtle 19 24 Training
Fire Prev lComm Ed Meetings & Workshops (20)
Pacfic Grove
S Callfornia
S California
S D County
001-2240 FIRE EMERGENCY MEDICAL Regronal 1 Day Emergency Medical Seminars S Californm 800
600
SUBTOTAL EMERGNC'Y MEDC'L 1,400
S California E M S Continuing Education Seminars
193
CITY OF CARLSBAD
TRAVEL REQUESTS 1996-97
1
7
ACCT NO CIEPARTMENT TRAVEL DESCRIPTION DESTINATION Rl
001-2260 CIISASTER PREPAREDNESS Emergency Mgmt Planning (EMAT members) Emmctsburg, MD
San Luis Obispo
S California
S California
S California
1
l
1.
I
D
I
I
I
B
1
@
1
1
1
I
I
I
1
Emergency Mgmt Planning (Emergency Program Mgr)
Regional Mtgs 8 Workshops for EMAT members
Juvenile Firesetter Intervention Training Workshop (2)
Community Education Training Workshop (4)
SUBTOTAL DISASTER PREP
-- 001-3010 COMMUNITY DEVEL ADMIN League of CA Cities Annual Conference Anaheim
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL COMM DEVEL ADMIN
001-3020 CtEOGRAPHIC INFO SYSTEM ERSllGlS User Conference Palm Springs
Advanced Arcilnfo GIS Soflware Training
Arc Macro Language Training Class
Recllands
Recllands -
SUBTOTAL GEO INFO SYS
- 001-3030 ECONOMIC DEVELOPMENT League of California Cities Anaheim
CALEC Conference (4) Unknown
Miscellaneous - In Slate Various
Miscellaneous - Out of State Varrous
Miscellaneous - LocallSo California Various
Miscellaneous Conference Registration Various
SUBTOTAL ECONOMIC DEVEL
001-31 10 ENGINEERING League of CA Cdies -Public Works Conference Unknown
Management Seminars San Diego
California Construction Law San Diego
Shoreline Erosion (CSBPA) San Diego
ios Angeles Beach Erosion Committee (CSBPA)
Professional Engineering Conferences (ASCE) Sal Diego
Traffic Seminars San Diego
APWA Seminar San Diego
Miscellaneous Travel and Meeting Expenses - Various
SUBTOTAL ENGINEERING
- - 001-3220 PANNING COMMISSION Planning Commission Institute N California
SUBTOTAL PLANNING COMM - No California
Various
001-3230 P-ANNING American Planning Association State Conterence
- Miscellaneous Travel and Meeting Expenses
SUBTOTAL PLANNING - - 001-3240 GROWTH MANAGEMENT Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GROWTH MGMT
- 001-3610 B JlLDlNG INSPECTION Annual Business Metting of the CA Building Officials Sacramento
- Miscellaneous Trave' and Meeting Expenses Various
SUBTOTAL BUILDING INSPCTN - - 001-341 1 H STORIC PRESERVATION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL HISTORIC PRSRVTN
--- --
194
-
TRAVEL REQUESTS 1996-97
1996-97
TRAVEL
ACCTNO DEPARTMENT TRAVEL DESCRIPTION DESTINATION REQUEST
001-4010 LIBRARY ADMINISTRATION California Library Association Annual Conference Sacramento 600
American Library Association Annual Conference San Francisco 800
League of CA Cdies Annual Conference Anaheim 600
California Library Association Legislative Day Sacramento 200
Miscellaneous Travel and Meeting Expenses Various 200
SUBTOTAL LIBRARY ADMlN 2 600
001-4022 ADULT SERVICES Miscellaneous Travel and Meeting Expenses Various 100
SUBTOTAL ADULT SERVICES 100
001-4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various 100
SUBTOTAL GENEALOGY 100
001-4030 LIBRARY CHILDREN'S SERRA Mtgs - Travel and Meeting Expenses San Diego County 100
SUBTOTAL CHILDREN'S 100
001-4040 TECHNICAL SERVICES INLEX Users Group Annual Conference Monterey 550
California Libra? Association Training Workshops Various 0
SUBTOTAL TECH SERVICES 550
001-4041 COLLECTION DEVELOPMENT Annual CIA Conference Sacramento 80
Miscellaneous Travel and Meeting Expenses Various 50
SUBTOTAL COLLECTION DEV 130
001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various 200
SUBTOTAL MEDIA SERVICES 200
001-4060 ADULT LEARNING SD Council on Lrteracy Annual Tutor Conference San Diego 20
60
SUBTOTAL ADULT LEARNING 100
Annual Orton Dyslexia Society of CA Literacy Conference Los Angeles
001-4210 CULTURAL ARTS League of CA Clties Comm Svcs Board Meetings San FranciscdLos Angeles 1 200
Miscellaneous Travel and Meeting Expenses Various 100
SUBTOTAL CULTURAL ARTS 1 300
400
SUBTOTAL SISTER CITY 400
S California 001-4220 SISTER CITY So Cal Sister Cities Regional Conference
650 CA Park and Recreation Society Annual Conference
NATO Officers & Advisors Conference Las Vegas, NV 750
Sacramento 001-41 10 COMMUNITY SERVICES ADM
National Recreation & Park Association Kansas City, MO 900
0 American Association of Landscape Architects
Personal mileage reimbursement expense Various 1260
3 560
Los Angeles
SUBTOTAL COMM'TY SVCS ADM
001-4121 PARK OPERATIONS CA Parks & Recreation Conference Sacramento 500
U C Park & Recreation Administrators lnstdute Monterey 500
SUBTOTAL PARK OPERATIONS 1,000
001-4131 RECREATION OPERATIONS Personal mileage reimbursement expense Various 1.2oc
SUBTOTAL RECREATON OPER 1,2pc
195
LI I Y Uk LAKLSBAU
TRAVEL REQUESTS 1996-97
I!
-rF
I
I
1
1
i
I
1
I
1
I
1
It
1
8
I
1
I
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION RE
001-4133 AQUATICS Personal mileage reimbursement expense Various
SUBTOTAL AQUATICS
- 001-4142 SENIOR PROGRAM American Society on Aging Conference
Personal mileage reimbursement expense
SUBTOTAL SENIOR PROGRAM - --
001-51 10 S--REET MAINTENANCE Maintenance Superintendent's Conference Ventura
SUBTOTAL STREET MAINT
001-5320 FACILITIES MAINTENANCE IFMA MeetingslCourses San Diego
APWA Meetings/Courses San Diego
IRWA Meetings/Courses San Diego
IES Meetings/Courses San DiegolLos Angeles
Safety Training (OSHA - electrical codes) Los Angeles
SUBTOTAL FACILITIES MAINT
001-5410 TRAFFIC SIGNALS ITS and IMSA Training Various
SUBTOTAL TRAFFIC SIGNALS
- I-GENE~ZAL FUND I ISPECIAL FUNDS 1
131-331013 SfiCTlON 8 HOUSING Hearings Officer - Misc Travel 8 Meetings Local
Los Angeles
I os Angeles
Unknown
NAHRO Quarterly Training Workshops
HAEDA Quarterly Information Meetings
Facilities and Unit Inspections Local
NAHRO Annual Training and Workshop
SUBTOTAL SECTION 8 HOUSING
161-4122 YREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses So Caltfomia
SUBTOTAL TREE MAINTENANCE
- 161-4123 MEDIAN MAINTENANCE SeminarsNUorkshops for Landscape Maintenance Warious
SUBTOTAL MEDIAN MAINT
161-6210 KREET LIGHTING Misc IES and ITS Seminars and Meetings So California
Cal-SLA Annual Meeting Monterey
Safety Training various seminars So California
SUBTOTAL STREET LIGHTING
_. 180-8101 BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL BRANCH (CLSA)
181-8119 SlINlOR GRANT Miscellaneous Travel and Meeting Expenses San Diego
SUBTOTAL SENIOR GRANT
-
391-3510 BLOCK GRANT Regional CDBG Administrators Meetings San Diego
Monthly Communrty Housing Resource Board (CHRB) San Diego
Affordable Housing Program Training Meetings Los Angeles
Consolidated Plan/Report Training Los Angeles
Labor Standards Training Los Angeles
Los Angeles Environmental Review Training
CFR Training Los Angeles
Personal Car Mileage to Clty Facilities Local
SUBTOTAL BLOCK GRANT
196
TRAVEL REQUESTS 1996-97
1996-97
TRAVEL
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION REQUEST
501-6310 WATER DISTRICT ACWA Fall '96 Conference (2) San Diego 20c
AWA Fall '96 Conference (1) Palm Springs 75c
AWA Spring '97 Conference (1) San Jose 44C
San Diego Water Works Meetings Local 1 .ooc
P & M Meetings Local 20c
ACWA Spring '97 Conference (2) Lake Tahoe, NV 1.30C
ADA Conference Monterey 60C
Miscellaneous Seminars Mileage Expenses Various 1 40C
SUBTOTAL WATER DISTRICT 5.89C
502-6310 RECLAIMED WATER Miscellaneous Seminars. Safety Training, Mileage Expenses Various 1 ooc
SUBTOTAL RECLAIMED WATER 1 ooc
511-61 10 SANITATION Callfomia Water Environment Assoc Conference Los Angeles 3 ooc
Windows95 and Office95 Training Local 0
Miscellaneous Seminars Mileage Expenses Various 1000
SUBTOTAL SANITATION 4 000
520-6410 SOLID WASTE Mrswllaneous Travel and Meeting Expenses Various 900
SUBTOTAL SOLID WASTE MGMT 900
612-1910 RISK MANAGEMENT PARSAC Board of Directors Meetings Various 1 500
PARMA Conference Monterey 1 000
SUBTOTAL RISK MANAGEMENT 2 500
620-5210 FLEET OPERATIONS California Fire Mechanics Academy (1 week) Unknown 550
ASE Certification Classes (4) San Diego 50
SUBTOTAL FLEET OPERATIONS 600
640-1720 INFORMATION SYSTEMS ERSl Arc Info Users Conference Palm Springs 400
lnterop 97 Network Technologies Conference Las Vegas, NV 700
Netware Users Conference Orange County 100
Permtt Users Conference Visalia 500
Government Technology Conference Sacramento. 650
HP World '96 Conference Anaheim 500
Out of Town Travel for Training Local 500
Miscellaneous Travel and Meeting Expenses Various 1900
SUBTOTAL INFO SYSTEMS 5 250
810 3410 REDEVELOPMENT CA Redevelopment Association Annual Conference Los Angeles 100
Paclfic SW Regional Council Profess Devepm't Conf San Diego 0
AutoCAD LT Training (3) Local 0
Personal Car Mileage to Cky Facilities Local 200
SUBTOTAL REDEVELOPMENT 300
813-3420 LOW/MODERATE HOUSING Nonprofit Fed for Hsg/Comrn Dev Annual Conference San Diego 30
Tax Credlt Conference - Nat'l Counc of St Hsng Agc's 500
California Housing & Communky Develmnt Dept Mtgs San Francisco 500
Affordable Housing Advisory Council Meetings San Francisco 700
California Coastal Commission Hearing San Francisco 470
Summer Conference of National NAHRO Los Angeles 50
500
San Francisco
Housing Development WorkshopNat'l Dev Council San Francisco
Building Industry Assoc Annual Conference (3) San Diego 0
SUBTOTAL LOW/MODERATE 2 750
TOTAL SPECIAL FUNDS $26,940
GRAND TOTAL TRAVEL $126,770
197
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1
I
1
I
1
1
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G LO!jSARY
Appropriation: A specific amount of money authorized by the City Council for an approved w
progr8am or individual project.
Assessed Valuation: A dollar value placed on real estate or other property by San Die
Coun*ty as a basis for levying property taxes.
Balanced Budget: A budget in which planned expenditures do not exceed planned fur
available.
Beginning/Endins Fund Balance: Unencumbered resources available in a fund from 1
prior/c:urrent year after payment of the priorkurrent year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the origii
inveslment, plus interest, by a specified future date.
Budget: An annual financial plan that identifies revenues, types and levels of services to
provided, and the amount of funds which can be spent. Carlsbad's Operating Buds
encornpasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program: A multi-year financial plan containing proposed construction
physical assets such as park, street, sewerage, and recreation facilities. This program h
identified ali projects which are the res: snsibility of the City between the present to buiiaout.
Capital Outlay: Equipment (fixed assets) with a value $500 or more and with an estimatt
useful life of more than one year, such as automobdes, and office furniture, which appear in t I Operating Budget.
I Cost Allocation: A method used to charge General Fund overhead costs to other funds, su
as enlerprise 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 tt
Police Department, Library Department, and Human Resources Department.
Encurnbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterjirise Fund: A fund type established to account for the total costs of select6
governmental facilities and services which are operated similar to private enterprises. The!
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation1 for identified goods iar
services.
&: A general term used for any charge levied by government far providing a service i
permiiting an activity.
I
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198
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July, 1 to June, 30.
Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Community Services, and the City Manager's Office.
Grant: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth Manaqement Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Management Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
lnterfund Transfers: Payments from one fund to another fund, primarily for work or services
provided.
' Internal Service Fund: A fund which provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service Funds include Fleet
Maintenance, Information Systems, and Worker's Compensation Insurance.
Maintenance and Operation: A general category used for classifying expenditures for
materials, supplies and services which are normally used within the fiscal year.
Ooerating Budqet:
include salaries, benefits, maintenance, operation, and capital outlay items.
Operatinq Costs: Estimated expenses which can be expected to occur following the
construction of a Capital Improvement Project.
Personnel: Costs associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses,
interest, and grants during the fiscal year.
Special Revenue Funds: A fund which collects revenues that are restricted by the City, State,
or Federal Government as the method to which they may be spent.
The annual appropriation of funds for on-going program costs, which
199