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Home My WebLink About1996-06-18; City Council; 13705 Exhibit 2; OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM 1996-19979 I"2 +fD I +m-h$Tr2 I 1 I I I 1 I I 1 Ip I I AND i CAPITAL IMPRO 1 PROGRAM I 4996 m I997 I i b(h%+l&- Ed R n OPERATING BUDGET I LEE RAUTENKRll CITY CLERK 1 1 I I I 1 I 1 1 I 1 I I E 1 I I City of Carlsba 1996-97 Operating Budget an Capital Im provemen t P rog rai - - BVlaV! Claude "Buddy" Lew Citv Coun Julie Nygari Ramona Finni I Ann Kulch Matt Hi City Manac Raymond R. Patch F i n a n ci al Man aa e m e n t D i re(; James F. Ell - Prepared by the finance Departns Finance Direc Lisa Hildabrand, C.! CITY OF CARLSBAD, CALIFORNIA TABLE OF CONTENTS I I I 1E Organization Cha rt... ........................................................................................................... I I P I 1: 11 1996-97 BUDGET I How the Budget Document is Organized ............................................................................. BUDGET OVERVIEW City Manager's Transmittal Lettec ........................................................................................ Projected Fund Balances .................................................................................................. '1' 1996-97 Budget Highlights Personnel Allocations '1 Carlsbad Statistical Information.. :2 ................................................................................................. ....................................................................................................... ...................................................................................... 1 OPERATING BUDGET .......................................................................................................................... Overview .2 Projected Fund Balances .................................................................................................. :3 Expenditure Schedule ....................................................................................................... :3 Revenue Estimates ............................................................................................................ a4 Departmental Summaries General Government Summary.. .................................................................................................................... City Council City Manager ................................................................................................................ City Clerk ...................................................................................................................... * City Attorney ................................................................................................................... Finance ........................................................................................................................ b Cash Management ....................................................................................................... Purchasing.. ................................................................................................................. Worker's Compensation ............................................................................................... f General Liability ........................... : ............................................................................... f Information Systems .................................................................................................... t Summary ....................................................................................................................... ( Administration ............................................................................................................... I Operations .................................................................................................................... Volunteer Services.. ...................................................................................................... Investigations. ............................................................................................................... Vice/Narcotics ............................................................................................................... Juvenile Diversion ........................................................................................................... Property and Evidence.. ................................................................................................. Technical Services .......................................................................................................... L L 1 1 1 1 1 1 1 .................................................................................................................. Human Resources Health Insurance .......................................................................................................... t II Miscellaneous Non-Departmental ................................................................................ ( ....................................................................................................... ... Public Safety Police Department Summary ( 1 I I E ......................................................................................... TABLE OF CONTENTS Page Two Public Safety(continued) D.A.R.E ........................................................................................................................ 78 Communications Center ............................................................................................... 80 Police Records ............................................................................................................. 81 Crime Prevention ......................................................................................................... 82 Police School Resource Officers .................................................................................. 83 Reserve Officers .......................................................................................................... 84 Various Asset Forfeiture ............................................................................................... 86 Fire Department Summary ........................................................................................... 87 .. Traffic 85 Administration .............................................................................................................. 88 Suppression ................................................................................................................. 89 Prevention .................................................................................................................... 90 Emergency Medical Services ....................................................................................... 91 Weed Abatement ......................................................................................................... 92 Disaster Preparedness ................................................................................................. 93 Community Development Administration .............................................................................................................. 96 Economic Development ............................................................................................... 98 Engineering .................................................................................................................. 99 Planning Commission ................................................................................................ 101 Land Use Planning ..................................................................................................... 102 Growth Management ................................................................................................. 103 Historic Preservation., ................................................................................................ 105 Building Inspection ..................................................................................................... 106 Librandculture Summary .................................................................................................................... 107 Administration ............................................................................................................ 108 Adult Services ............................................................................................................ 109 Centro de lnformacion ............................................................................................... 112 Children's Services .................................................................................................... 113 Technical Services ..................................................................................................... 114 Collection Development & Acquisitions ...................................................................... 115 Media Services ........................................................................................................... 116 Adult Learning Program ............................................................................................. 117 La Costa Branch ........................................................................................................ 118 Cultural Arts ............................................................................................................... 119 Sister City ................................................................................................................... 121 California Library Service Act (CLSA ) ....................................................................... 122 Public Library Fund (PLF ) ......................................................................................... 123 Audiovisual Insurance ................................................................................................ 124 ........................................................................................................................... Summary ...................................................................................................................... 95 Geographic Information System ................................................................................... 97 Genealogy/Local History ............................................................................................ 111 .. TABLE OF CONTENTS I 1 I It t # I 1 I 1 E I t Page Three - Community Services Summary 12 Administration. 12:e Recreation Operations 1 X Recreation - Aquati cs... 13: Senior Programs Ifit Senior Nutrition 13 Senior Activities 13! Street Maintenance 141 Facilities Maintenance ................................................................................................ 14: Traffic Signals 14 Street Tree Maintenance ............................................................................................. 14 Median Maintenance.. 14 Street Lighting 14 Buena Vista Creek Channel Maintenance 14 Vehicle Maintenance l!j .................................................................................................................... ........................................................................................................... Park Operations ......................................................................................................... 12t Recreation Fee Supported ......................................................................................... 13' Recreation - Agua Hedionda Lagoon.. ....................................................................... 1 ?I! ............................................................................................... .............................................................................................. ......................................................................................................... ........................................................................................................... ......................................................................................................... .................................................................................................... Major Street Maintenance .......................................................................................... 14: ... ............................................................................................................ ................................................................................................. ............................................................................................................. .................................................................. Solid Waste Management ........................................................................................... l!jl Carlsbad Golf Course. ................................................................................................. l!j: Vehicle Replacement. ................................................................................................ 1 !j8 Redevelopment Operations. ...................................................................................... l!5 Redevelopment Debt Service .................................................................................... 1!3 Housing - Rental Assistance ...................................................................................... 16 Administration Housing Trust Fund ............................................................................ I6 .................................................................................................. Housinn and Redevelopment Summary .................................................................................................................... 1!5 Low/Moderate Income Housing l!5 Community Development Block Grant 16 Water and Sanitation Summary ..................................................................................................................... 115 Water Operations.. 115 Water Reclamation 17 Sanitation Services .................................................................................................... 1'7 .................................................................................. ....................................................................... ...................................................................................................... ..................................................................................................... CAPITAL IMPROVEMENT PROGRAM Overview. 17 Revenue Estimates I E Budget Expenditure Schedule I€ Glossary of Capital Project Funding Sources 2C m ........................................................................................................................ Projected Fund Balances. ............................................................................................... 1 € Current & Future ( 1996-97 to Buildout Projects ) ............................................................ 1 E Analysis of Available Balances ........................................................................................ 1 C ........................................................................................................... ......................................................................................... 1 1 I 1 ................................................................. TABLE OF CONTENTS Page Four APPENDICES Capital Outlay Requests ................................................................................................. 205 Travel Requests .............................................................................................................. 209 Continuing Appropriations ............................................................................................... 215 Gann Appropriations Limit .............................................................................................. 217 Budget Calendar ............................................................................................................. 218 Accounting Systems and Budgetary Control ................................................................... 219 Glossary .......................................................................................................................... 220 .. .. I I 1 II I I I I I I I I HOW THE BUDGET DOCUMENT IS ORGANIZED The beginning of the budget document contains the City Manager's transmittal letter atnc overview information. The overview information will provide summary data to the reade for both the operating budget and the capital improvement program, as well a: information on debt management issues. The Operating Budget section begins with an overview of the revenue assumptions aric the policies used to develop the budget. The overview is followed by tables providiri! detailed information on fund balances, expenditures, revenues, and personnc allocations. The following sections are separated by general function such as Publi Safety, Community Development, and General Government. Within these broa categories, the budget is organized on a departmental basis. Summaries, financial aril descriptive, are included for departments containing more than one program. Th summary page is followed by detailed program information. Sorne departments consii: of one program only, and thus only one page is included for them. For each program financial history, and the 1996-97 budget figures, is presented. Also included ar narrative statements describing program activities and associated workload measurle or performance objectives. The Capital Improvement Program (CIP) is located toward the back of the budgc document. Included is a discussion of the program as a whole, the revenue source: project scheduling, and budgeted 1996-97 expenditures. The discussion is followed t a multi-page table outlining all capital projects. Ongoing projects are identified alon with the amount of funds already appropriated, while future projects contain i identification of their estimated cost in the planned year of spending. An analysis future revenues and cash balances concludes the presentation of the CIP. The Appendices contain a detailed listing of the 1996-97 Capital Outlay items I department. Travel detail is presented next, so that Council1 may review and appro! these requests. Then a listing of the appropriations carried forward into the 1996-4 budget are presented. The last section of the Appendices provides information on t' Gann Limit, Budget Process, Accounting System and Budgetary Control, and Glossary. f c I I l i r-7------------- -------- ------ L-------,-- L--J,,L----,-,__-__------ L-~_-----__-_----___----------- ii I 3 3 3 1 I I I I 1 3 I I 1 I I I 3 ! 0 WR VIEW I I 1 1 1 I I 1 E To the Honorable Mayor and City Council: 4996-97 BUDGET TRANSMITTAL I am pleased to submit to you the 1996-97 Operating and Capital Improvement Pro! Budgets for the City of Carlsbad which total $106.1 million with projected revenues of $1 million. Our goal has been to prepare a comprehensive financial plan for all services, progr, and capital projects to be undertaken by the City of Carlsbad in the upcoming year. The 1 97 Operating budget, at $78.3 million, accounts for 74% of the budgeted expenditures. Capital Improvement Program (CIP) appropriations for 1996-97 total $27.8 million. The sets forth the spending plans for the upcoming year and forecasts the revenues expenditures for capital projects through the buildout of the City. The City's revenues are beginning to recover from the effects of the recession. Durinc recession, property values tumbled, sales taxes dipped, and development all but stc throughout much of the State. The impact of the recession on the City's finances was fc magnified by the State of California's budgetary problems and subsequent raid on City prc tax revenues. During fiscal years 1993 and 1994, the State took over $2.5 million in prc taxes from the City of Carlsbad. This was a permanent reduction in revenues to our Although property taxes continue to lag, there has been a noticeable increase in develor which is reflected in the development-related revenues. For the first time since the recession, the General Fund has had sufficient revenues to sup small increase in programs and service levels. The new programs and/or increases in s levels include the opening of Poinsettia Park, a reserve firefighter program, an increased s level in the delivery of advanced life support, and a new Gang Task Force detective. In ad the Asset Forfeiture Fund is funding a new program for School Resource Officers. Phase I of Poinsettia Park is expected to open by the end of calendar year 1996. The pc offer adult softball and soccer leagues. The fire department will begin a reserve fire program which may include up to 25 reservists. The reservists will work side-by-side w City's firefighters and perform the less-technical, non-emergency tasks. Other changes fire department will be seen in the upcoming year as they change the method of del advanced life support. By using an engine-based paramedic delivery system, tt department will be able to decrease the time it takes to provide advanced life support scene of an emergency. This alternate delivery of advanced life support has been part of program which will now be implemented City-wide. The police department is adding a police officer for assignment to the North County Gang Task Force. As a participant program the City will benefit from the resources of the entire task force to target I problems in Carlsbad. A new School Resource Officer program is budgeted in the Policr Forfeiture fund for the La Costa Canyon and Carlsbad High Schools. Two police offici maintain order in and around schools, deter crime through enforcement, and create r interaction among students, citizens, and educators. 1 I I 1 I 1200 Carlsbad Village Drive Carlsbad, CA 92008-1 989 (61 9) 434-2821 FAX (61 9) 72 1 1 While the 1996-97 budget does show some growth in programs and services for the first time in many years, the City has still not fully recovered from the effects of the recession. Assessed property values are still depressed resulting in reduced property tax revenues. Alternate revenue sources continue to fund some former General Fund programs. However, the economic outlook for Carlsbad is very positive. The Four Seasons resort at Aviara is expected to open in 1997 and Legoland, a theme park for children, has scheduled their opening for 1999. Another resort hotel and a community hotel are also expected to be developed along with Legoland. In addition, the industrial corridor along Palomar Airport Road has continued to grow and expand bringing in many new businesses to Carlsbad. All of these will contribute to the future economic health of the City. The cooperation of all departments and City staff was critical to creating a successful operating plan and capital improvement program. This document is a reflection of the dedication and efforts of all members of our team. Their support is critical to the City's ultimate success. We offer them all our thanks for a job well done. City Manager June 18,1996 2 I I 1 Q 1 1 I I 1 i I I I 1 1 I I 3 CITY OF CARLSBAD 1996-97 BUDGET HIGHLIGHTS WHERE THE MONEY COMES FROM.... WHERE THE MONEY GOES.... GENERAL GOVT CAWAL PROJWS $124 117% WBLC SAW DNELOFMENT HOUSING & CULNRV $58 55% SANITATON $192 181% RmNELOWM RECRWmN $167 157% a Revenue Proiections by Fund TEe The City’s revenues are divided into various funds. Each fund has been established because of some restriction on the use of resources received by that fund. The City’s five fund types are shown on the accompanying graph. The single largest revenue source is the General Fund, with estimated revenues of $41.3 million. General Fund revenues including property taxes, sales taxes, transient occupancy tax, and development-related fees. come from a variety of sources 1996-97 OPERATING REVENUES BY FUND TYPE r--1 $79.4 MILLION INTERNAL REDEVELOP SERVCE MENT ENTERRBE $8.3 In mi,,ions 1 I I 1 I 1 I I 1 1 I 1 E I 8 I I The next group of funds, with estimated revenues of $8.3 million, are the Special Revenue funds. Examples of funding resources include grants and specia’ assessments. Funds collected in the category of Special Revenue are legally restrictec to specified purposes. Internal Service fund revenues, projected to be $7.7 million, are derived from charge: to the City programs which benefit from the services rendered. The funds collectec must be used specifically to support the internal service. Examples of the City’: Internal Service funds include Health Insurance, Workers’ Compensation, and Vehiclr Maintenance. Redevelopment Agency revenues, estimated to be $1.7 million, come mainly fror property taxes collected within the redevelopment area. Again, funds collected withi’ the redevelopment area are applied narrowly, and must be used to repay the det incurred and administration of the Agency. Operating Expenditures by Fund Type The City’s budgeted operating expenditures total $78.3 million and are divided amon I the five fund types. I nte m a1 service Redevelopment ........................... ........................... ........................... ........................... ... ........................ .......... .. ............... Revenue General Fund expenditures total $41.3 million and will be discussed in detail in the n section. At $41.3 million the General Fund budget is balanced with revenues. Operating expenditures for Enterprise funds total $1 9.8 million. These expenditu are for the Carlsbad Municipal Water District, Sanitation and Solid Waste services, i the City’s municipal golf course. The budget for Special Revenue funds is $7.7 million. Some examples of the spe revenue funds are Police Asset Forfeiture, Housing Section 8, assessment distr and CDBG entitlementhehabilitation. Two new funds were added this year, the Se Trust Fund and the Housing Trust Fund. I 5 The Internal Service funds budget is $7.7 million. These expenditures are for Health Insurance, Workers’ Compensation, General Liability Self Insurance, Vehicle Maintenance and Replacement, and Information Systems. The budget for Redevelopment Agency funds is $1.8 million. Redevelopment Agency expenses include debt service, low and moderate income housing, and program administrative costs. Operating Expenditures bv Proqram Operating expenses are also totalled by program. At $78.3 million, the operating budget represents a decrease of $3.6 million compared to the 1995-96 budget. The graph below divides the operating budget into seven program areas. 1996-97 OPERATING EXPENDITURES $78.3 MILLION 20.0 18.0 16.0 14.0 12.0 m .E 10.0 5 8.0 6.0 4.0 2.0 0.0 c - - 0 Total funding allocated for general government services for 1996-97 is $12.4 million, a decrease of $654,000 from the 1995-96 budget. The category of general government includes City Council, administrative departments located at City Hall, non-departmental programs (such as community contributions and assessment services) and the following internal service funds: information systems, health insurance, general liability, and workers’ compensation. The general government category also includes the Council’s contingency account which is available to Council for emergencies or unforeseen program needs that arise during the year. The Contingency account this year is budgeted at $625,000, an increase from the $544,000 budgeted in 1995-96, but still significantly less than desired. Public Safety services are funded at $17.2 million and include all the police and fire programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire suppression, emergency medical services and disaster preparedness. The 1996-97 Public Safety budget includes the following new programs for police and fire: 6 I I i 1 I I 1 1 1 I 1 0 I 1 1 1 I 8 7 A fire fighter reserve program will augment current staffing, provide at- employment path, and expand community safety outreach programs. Alternate delivery for advanced life support will decrease the time it take: to deliver advanced life support to the scene of an emergency by includiq paramedidfirefighters on the fire engines. A school resource officer program will provide law enforcement and dete crime on high school campuses located within the City of Carlsbad. 0 Participation in the North County Gang Task Force will assist the City i, combating gang-related criminal activity in the City. Community Development, with a budget of $7 million, provides the services that guid and oversee the planning and development of Carlsbad as depicted in the City General Plan. The General Pian is the base document which expresses the goals an public policy relative to future land use. It acts as a "constitution" for development and the foundation upon which all land use decisions are based. Library and Cultural programs have a budget of $3.3 million which is 1% higher than tt previous year. The Library and Cultural programs are provided to a wide range of peop and assist in their education and cultural development. In addition to running one of ti most complete libraries in San Diego County, the City also provides numerous speci programs such as adult literacy, a summer arts camp for children and the award-winnii "Centro De lnformacion", an outreach program for Spanish-speaking adults ai I children. Community Services provide many services to the citizens of Carlsbad including park streets and facilities maintenance, solid waste management, and a variety of recreatiz programs. The budget for these programs totals $13.4 million of which $2 million devoted to keeping the City streets and facilities in good working order and $3.6 milli is used to operate the park facilities and recreation programs. Housing and Redevelopment activities support the redevelopment of Carlsbad's Villa Area and the creation of affordable housing within the Village Area and throughout City. The Housing and Redevelopment budget totals $5.8 million with the majority of funding coming from federal grants and property taxes collected on land within Village Area. The cost ffor Water and Sanitation services is expected to total $19.2 million for 1996-97 fiscal year. All of these expenses are paid by the customers using services. The City does not have any of its own water sources, thus, it purchases a its water from the San Diego County Water Authority. As such, the cost of the wate largely dictated by the prices set by that agency. Sanitation services are provii through a joint powers agency (JPA) which operates the Encina wastewater pli Carlsbad is one of six north county agencies which participate in that JPA. GENERAL FUND General Fund Revenues The majority of the General Fund revenues are derived from taxes, which equal $27.6 million or 66% of the total. The graph below illustrates the sources of revenue to the General Fund. 1996-97 GENERAL FUND REVENUES w $41.3 MILLION LICENSES& CHARGESFOR OTHER REVENUE SUBVENTIONS SERVICES PERMiTS TRANSIENT TAX SALES TAX $11 6 28% PROWIT/ TAX $11 0 27% TRANSFW TAX $03 1% In millions Sales taxes are the number one source of revenue for the General Fund. Sales taxes are estimated to bring in $1 1.6 million for the 1996-97 fiscal year which is 28% of the General Fund revenues. This is the second year that sales taxes have surpassed property taxes as the City's largest single source of revenue. Automobile and department store sales are significant contributors to the category of sales tax. Property taxes, at $1 1 .O million, account for 27% of General Fund revenues. Property tax revenues have been hard hit due to the decline in assessed property values and the loss of $2.5 million in annual property taxes to the State of California. Transient occupancy taxes, franchise taxes, and transfer taxes make up the remaining $5 million in tax revenues collected by the City. Other revenue sources in the General Fund are state subventions, licenses and permits, charges for services, interest, and other revenue. These categories total $13.7 million or 33% of the General Fund revenues. State subventions are revenues which are collected by the State and allocated to the City based on a formula. Examples of subventions include motor vehicle license tax and home owner's exemption. Subventions total $2.7 million or 7% of the General Fund revenues. Licenses and permits account for $2.5 million, or 6%, of the General Fund revenue and include construction permits and business licenses. Charges for services are estimated to be $3.8 million or 9% of the total. Charges for services include fees for engineering, planning, building, recreation, and property rentals. 8 I 1 I I 8 I I 1 I 1 I I I II 8 I 9 Other revenue sources include interdepartmental charges, fines and forkitures, and reimbursements. Other revenue sources total $3.4 million or 8% of the General Func revenue. Interest earned on funds held and invested by the City represents totals $1.: million or 3% of the total revenues. General fund Expenditures The single largest fund in the budget is the General Fund, which provides the basic core of City services. General Fund expenditures are balanced with the revenues at $41.: million reflecting a $73,000 decrease from the 1995-96 budget. The following grapl depicts the allocations to the seven functional areas within the General Fund. 1 I 1996-97 OPERATING BUDGET e General Public Cornm. Library/ Comm. Nan- Contingent Gov't Safety Develop- Culture Senices Department ment al The category of General Government contains the administrative departments of City such as the City Council, the City Attorney, City Clerk, City Manager's offi Finance, Purchasing, and Human Resources. General Government expenditures 1996-97 are $4.4 million, which is $176,000 less than the 1995-96 budget. The Public Safety budget totals $16.7 million or 40% of the General Fund. The pu safety budget is 2% higher than the 1995-96 budget and reflects the new progrz such as the engine-based paramedic delivery system (or Alternate Delivery of Advan Life Support), the fire reserve program, and a new police officer to participate in North County Gang Task Force. The Community Development budget of $7 million represents 17% of the General F and is 5% lower than the 1995-96 budget. Much of the decrease in expenditures is to projects which were completed in fiscal year 1995-96 and will not continue into I! 97. The LibraryEulture budget is essentially the same as the 1995-96 budget at $2.8 million. Library/Culture expenditures are 7% of the General Fund budget. The Community Services budget is $7.7 million which is an increase of 4% from the 1995-96 budget. The increase in budget for the Community Services department is due to the Parks division which will be in charge of the ongoing maintenance of the new Poinsettia Park. The budget for non-departmental expenditures totals $2.1 million which is 5% of the General Fund budget. The non-departmental budget includes the golf course transfer, the Hosp Grove payment, property tax administration fees, the animal regulation contract, community promotion, and other specific contracts and fees. As previously mentioned the Council contingency account is budgeted at $625,000 which is $81,000 more than the 1995-96 adopted budget. In total the contingency account amounts to 1.5% of the General Fund expenditures. Balancing the Budqet City revenues are beginning to grow slowly and stabilize. While the 1996-97 budget does show some growth in programs and services, the City has still not fully recovered from the effects of the recession. The following strategies were some of those utilized to balance the 1996-97 General Fund budget. No funds have been budgeted for eleven (11) positions, all of which are currently vacant. Four unfunded positions are in engineering, two are in community services, four are in the library, and one in fire. Alternate funding sources are being used to support former General Fund programs. Police asset forfeiture funds are supporting all non-personnel costs for the DARE and Juvenile Diversion programs, as well as the costs of the school resource officers, a new program this year. Major street maintenance and repair programs are supported through the Gas Tax and TransNet funds The budget for capital outlay items was limited. 0 0 Staffinq The 1996-97 budget includes a total of 526.5 permanent positions (both full time and X- time positions) and 84.2 part-time positions (in full-time equivalents). Eleven positions remain unfunded in the 1996-97 budget This means that the budgeted work force for fiscal year 1996-97 is 515.5 permanent positions and 84.2 part-time. The City’s policy is to staff at a level that will meet the ongoing service demands of the various departments. 10 I 1 1 I I I I CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad Capital Improvement Program (CIP) is a long-range planninc document which identifies current year projects as well as future capital needs anc sources of revenue. These funds are used for the construction of municipal facilities roads, traffic signals and parks. The Capital Improvement Program for 1996-97 totalc $27.8 million. Some of the notable capital projects included in the 1996-97 budget arc described below. 0 The Carlsbad Boulevard Shore Protection seawall is funded with a state and federz grant and is scheduled to receive a $3.3 million appropriation in 1996-97. Interstate 5 interchange construction includes a $4.3 million appropriation for the L Costa Avenue interchange and $500,000 for the Cannon Road Interchange. Th 1996-97 appropriation for these projects is from Community Facilities District No. 1. The Olivenhain Road widening project is scheduled for an additional $1.7 millic appropriation and Rancho Santa Fe Road will receive an additional $0.9 million fro the proposed Community Facilities District No. 2 funds. The Maerkle Dam Lining project will receive its final scheduled appropriation of $2 0 0 1 I million. I Wastewater Facility capital improvements. 0 Sewer funding of $3.7 million reflects Carlsbad's share of the funding for the Encii 0 Civic projects total $0.9 of the 1996-97 capital appropriation and include updati, the design plans for the South Carlsbad Library, the Financial Information Syste public art for the Interstate 5 Interchanges, and ADA modifications at varic locations. 8 1 I 1 II I 8 1 I1 Debt Manaqement Issues As the City develops, the question of financing the necessary infrastructure becorn more and more pervasive. The use of debt has always been a primary issue in development of the Capital Improvement Program and the policies to implement growth management program. Over the years, the City has issued millions of dollars of bonds and Certificates Participation (COP'S) to fund streets, buildings, sewer and water facilities, open sp acquisition and other infrastructure projects. The City is continually evaluating outstanding debt as well as poUential future issues to insure that interest costs are k at a minimum and the uses of the bond funds are appropriate. The table on the next page identifies the debt the City has issued, the outstanc principal, the 1996-97 principal and interest payment and the scheduled year of pal Of the total debt outstanding, only $6.9 million will be paid back with General F I monies. City of Carlsbad Debt Outstanding Outstanding 1996-97 Fi Original Principal Payment Pa) Bond Name Fund Bond Issue at 6130196 P&l I 1986 College Boulevard Assessment District Assessment District $ 9,570,250 $ 6,570,000 $ 896,425 2 1988 Hosp Grove Certificates of Participation General $ 8,690,000 $ 6,945,000 $ 859,795 2 1988 Palomar Airport Road Assessment District Assessment District $ 5,133,940 $ 3,095,000 $ 522,097 2( 1988 CMWD Certificates of Participation Water Enterprise $ 14,370,000 $ 9,040,000 $1,524,823 2( 1989 Encina JPA Sewer Expansion Sewer Enterprise $ 12,689,800 $ 11,816,666 $1,107,542 2( 1990 Alga Road Assessment District Assessment District $ 19,561,248 $15,775,000 $1,728,282 2C 1993 Redevelopment Tax Allocation Bonds Redevelopment $ 15,495,000 $15,225,000 $1,046,177 20 Totals $ 85,510,238 $68,466,666 $7,685,141 Annual debt service payments from the General Fund average approximately $900,000. The remaining debt will be repaid from water and sewer revenues and from property owners benefiting from the improvements built with bond proceeds. In addition to the existing issues, the City is considering using debt to fund several new projects. These include the following: Communitv Facilities District: In May, 1991, the City implemented a Mello-Roos financing district, called Community Facilities District No. 1 (CFD). Approximately $1 09 million in Capital Projects will be financed using this mechanism. The South Carlsbad Library is scheduled for construction in 1997-98. Available CFD cash balances will be used to pay for the construction costs, and if necessary, a bond will be issued in the approximate amount of $1.5 million. This project will proceed following a thorough review of the City's capability to fund its operation and other issues. Rancho Santa Fe Communitv Facilities District: A Community Facilities District is being formed to improve Rancho Santa Fe Road and Olivenhain Road. The streets will be widened to four lanes within Carlsbad from the City of San Marcos to the City of Encinitas. Bonds may be issued to provide funds to construct the street expansion in four phases, with the total construction cost of approximately $35 million. The City's participation in this project is limited to $6 million which will be provided by CFD No. 1. All other costs will be borne by the property owners. 12 1 I I I I I 1 I 1 1 P I I 1 I 1 I I Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf course in the industrial corridor. Funding for the development of the course may bc provided through the use of COP'S or other City-issued debt to be repaid from revenuc generated through the operation of the course. Various development options are bein$ considered, thus, the amount and timing of any debt issue is unknown. The following pages will provide further detail by program and department for the revenues, expenditures, staffing, and capital projects approved for fiscal year 1996-97. 1 13 PROJECTED PROJECTED JULY 1, 1996 REVENUES BUDGET TRANSFERS JUNE 30,1997 BALANCE BALANCE ESTIMATED ADOPTED FUND PROGRAM AREA OPERATING BUDGET General Government Public Safety $17,215,401 Community Development $6,996,901 Library/Culture $3,271,824 Community Services $1 3,36 1,106 Housing and Redevelopment $5,778,388 Water and Sanitation $19,179,472 $12,448,628 ($690,000) SUBTOTAL OPERATING $47,296,115 $79,418,875 $78,251,720 ($690,000) $47,773,270 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 1996-97 1995-96 Continuing Appropriations $92,027,358 $26,591,540 $27,802,618 $690,000 $91,506,280 ($29,172,770) $62,333,510 TOTAL OPERATING AND CAPITAL $139,323,473 $106,010,415 $106,054,338 $0 $110,106,780 PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE PROGRAM AREA JULY 1,1995 REVENUES EXPENDITURES TRANSFERS JUNE 30,1996 OPERATING BUDGET General Government $1 1,357,056 Public Safety $16,597,105 $6,783,890 Community Development LibrarylCulture $3,151,832 Community Services $1 3,285,248 Housing and Redevelopment $5,722,415 $1 8,220,093 Water and Sanitation $75,117,639 $0 $47,296,115 TOTAL $46,211,998 $76,201,756 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 1995-96 $77,296,837 $30,007,155 $15,276,634 $0 $92,027,358 TOTAL OPERATING AND CAPITAL $123,508,835 $106,208,911 $90,394,273 $0 $139,323,473 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 I 1 I 1 I I 1 I I 1 I I I 1 I 1 OVER 1995-96 (UNDER) ALLOCATED BUDGET ALLOCATED 1995-96 NUMBER 1996-97 1 1 1 1 0 EXECUTIVE ASSISTANT TOTAL CITY COUNCIL 1 1 1 1 1 1 1 1 1 1 1 1 2 2 8 8 0 CITY MANAGER ASSISTANT CITY MANAGER FINANCIAL MANAGEMENT DIRECTOR ASSISTANT TO CITY MANAGER SENIOR MANAGEMENT ANALYST SECRETARY TO CITY MANAGER ADMINISTRATIVE SECRETARY TOTAL CITY MANAGER 1 1 1 1 0.6 0.6 2 2 0 0 ASSISTANT CITY CLERK MINUTES CLERK ADMINISTRATIVE SECRETARY SENIOR OFFICE SPECIALIST OFFICE SPECIALIST II TOTAL CITY CLERK 4.6 4.6 0 1 1 1 1 1 1 1 1 1 1 0.4 0.4 5.4 5.4 0 INFORMATION SYSTEMS MANAGER SYSTEMS ANALYST PROGRAMMEWOPERATOR NETWORK SPECIALIST II ADMINISTRATIVE SECRETARY 8 TOTAL INFORMATION SYSTEMS 1 1 1 1 1 1 1 1 1 1 5 5 0 CITY ATTORNEY ASSISTANT CITY ATTORNEY DEPUTY CITY ATTORNEY SECRETARY TO CITY ATTORNEY ADMINISTRATIVE SECRETARY TOTAL CITY ATTORNEY 1 15 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 BY DEPARTMENT AND CLASSIFICATION OVER 1995-96 (UNDER) ALLOCATED BUDGET ALLOCATED 1995-96 NUMBER 1996-97 FINANCE DIRECTOR 1 1 ASSISTANT FINANCE DIRECTOR 1 1 SENIOR MANAGEMENT ANALYST 1 1 ACCOUNTING SUPERVISOR 2 2 SENIOR ACCOUNTANT 1 1 ACCOUNTANT 4 4 ACCOUNT CLERK I1 2 2 ACCOUNTING OFFICE ASSISTANT 1 1 ADMINISTRATIVE SECRETARY 1 1 TOTAL FINANCE 14 14 0 1 1 ADMINISTRATIVE SECRETARY 1 1 HOURLY FULL TIME EQUIVALENTS 0.5 0.5 TOTAL RISK MANAGEMENT 2.5 2.5 0 PURCHASING OFFICER 1 1 SECRETARY 1 I BUYER 2 2 MESSENGER 1 1 HOURLY FULL TIME EQUIVALENTS 0.5 0.5 TOTAL PURCHASING 5.5 55 0 HUMAN RESOURCES DIRECTOR 1 1 HUMANRESOURCESMANAGER 2 2 HUMAN RESOURCES ASSISTANT 1 1 MANAGEMENT ANALYST 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST II 1 1 HOURLY FULL TIME EQUIVALENTS 0.24 0.5 0.26 TOTAL HUMAN RESOURCES 7.24 7.5 0.26 POLICE CHIEF 1 1 SENIOR MANAGEMENT ANALYST 1 1 ADM I NlSTRATlVE 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 II 13 13 POLICE RECORDS SPECIALIST II 5 5 PUBLIC SAFETY SYSTEMS SPECIALIST 1 1 JUVENILE JUSTICE PROGRAM COORD 1 1 CRIME PREVENTION TECHNICIAN 1 1 POLICE SERVICES AIDE 2 2 HOURLY FULL TIME EQUIVALENTS 0.99 0.64 -0.35 TOTAL POLICE 110.99 11 3.64 2.65 16 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 I I I I I I I 1 I I I I I 8 I I OVER (UNDER) ALLOCATED BUDGET ALLOCATED 1995-96 NUMBER 1996-97 1995-96 2 2 3 3 18 18 1 1 18 18 9 6 -3 21 24 3 3 3 1 1 1 1 1 1 DIVISION CHIEF FIRE BATTALION CHIEF FIRE CAPTAIN FIRE CAPTAIN SPECIALIST FIRE ENGINEER FIRE FIGHTER FIRE PREVENTION OFFICER II MANAGEMENT ANALYST ADMINISTRATIVE SECRETARY SECRETARY I TOTAL FIRE PARAMEDIC-FIRE FIGHTER 79 79 0 1 1 2 2 2 3 1 1 0 -1 1 1 1 1 0 1 1 1 0 -1 SENIOR BUILDING INSPECTOR BUILDING INSPECTOR II BUILDING INSPECTOR I CODE ENFORCEMENT OFFICER II CODE ENFORCEMENT OFFICER I BUILDING TECHNICIAN II BUILDING TECHNICIAN I SENIOR OFFICE SPECIALIST 1 1 OFFICE SPECIALIST II 1 1 0.13 1 0.87 11 .I3 12 0.87 HOURLY FULL TIME EQUIVALENTS TOTAL BUILDING INSPECTION COMMUNITY DEVELOPMENT DIRECTOR 1 1 MUNICIPAL PROJECT MANAGER 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST I 1 1 4 4 0 TOTAL COMM DEV ADMINISTRATION TOTAL ECONOMIC D 1 1 GEOGRAPHIC INFO SYSTEM COORD HOURLY FULL TIME EQUIVALENTS 0.5 0.5 1 TOTAL GEOGRAPHIC INFORMATION 1.5 1.5 0 I 17 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 OVER 1995-96 (UNDER) ALLOCATED BUDGET ALLOCATED 1995-96 NUMBER 1996-97 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 INSPECTORNVD 2 2 CONSTRUCTION INSPECTOR II 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 1 1 TOTAL GROWTH MANAGEMENT 1 1 0 PLANNING DIRECTOR 1 1 ASSISTANT PLANNING DIRECTOR 1 1 SENIOR MANAGEMENT ANALYST 1 1 PRINCIPAL PLANNER 2 2 SENIOR PLANNER 4 4 ASSOCIATE PLANNER 7 7 ASSISTANT PLANNER 0 0 PLANNING TECHNICIAN I1 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 18 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 I B 1 I I II 1 I I I I I I D I I 19 OVER 1995-96 (UNDER) 1995-96 I NUMBER 1996-97 1 1 1 1 1 1 0 0 1 1 1 1 8 8 2.75 2.75 6 6 4 4 1 1 1 1 0.75 0.75 1 1 1 1 1 1 ASSISTANT LIBRARY DIRECTOR MANAGEMENT ANALYST GRAPHIC ARTIST ACCOUNT CLERK II ACCOUNTING TECHNICIAN SENIOR CIRCULATION SUPERVISOR LIBRARY ASSISTANT II LIBRARY ASSISTANT I SENIOR LIBRARIAN LIBRARIAN II LIBRARIAN I MEDIA PROGRAM SPECIALIST COMMUNITY LIBRARY SERVICES SUPERV LIBRARY SERVICES SPECIALIST ADMINISTRATIVE SECRETARY OFFICE SPECIALIST II HOURLY FULL TIME EQUIVALENTS TOTAL LIBRARY 33.89 34 0.1 1 66.50 0.11 66.39 1 1 1 1 1 1 COMMUNITY ARTS COORDINATOR ADMINISTRATIVE SECRETARY HOURLY FULL TIME EQUIVALENTS TOTAL CULTURAL ARTS 0.5 0.74 0.24 3.5 3.74 0.24 m ADMINISTRATION COMMUNITY SERVICES DIRECTOR ADMlN SERVlCESlPROJECTS MANAGER SENIOR MANAGEMENT ANALYST PARK DEVELOPMENT COORDINATOR ADMINISTRATIVE SECRETARY SECRETARY OFFICE SPECIALIST II TOTAL ADMINISTRATION PARK MAINTENANCE PARK SUPERINTENDENT PARK SUPERVISOR PARK MAINTENANCE WORKER 111 PARK MAINTENANCE WORKER I1 PARK MAINTENANCE SPECIALIST HOURLY FULL TIME EQUIVALENTS 1 1 1 1 1 1 1 1 2 2 1 1 0 75 0.75 7.75 7.75 0 1 1 1 1 5 5 9.75 9.75 1 1 2.5 4.3 1.8 20.25 22.05 1 .a I TOTAL PARK MAINTENANCE CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 OVER 1995-96 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1996-97 1995-96 TREE MAINTENANCE PARK SUPERVISOR 0.5 0.5 TREE TRIMMER LEADWORKER 2 2 TREE TRIMMER I1 2 2 TREE TRIMMER I 1 1 TOTAL TREE MAINTENANCE 7 7 0 HOURLY FULL TIME EQUIVALENTS 1.5 1.5 MEDIAN MAINTENANCE PARK SUPERVISOR 0.5 0.5 PARK MAINTENANCE WORKER II 1 1 PARK MAINTENANCE WORKER I 1 1 HOURLY FULL TIME EQUIVALENTS 0.8 1 0.2 TOTAL MEDIAN MAINTENANCE 3.3 3.5 0.2 RECREATION SUPERINTENDENT 1 1 RECREATION SUPERVISOR I1 3 3 RECREATION SUPERVISOR I 3 3 RECREATION SPECIALIST I 0 0 AQUATIC SUPERVISOR 1 1 OFFICE SPECIALIST I1 3 3 RECREATION RECREATION ASSISTANT 2.25 2.25 AQUATIC SPECIALIST 0.75 0.75 HOURLY FULL TIME EQUIVALENTS 28.74 30.78 2.04 TOTAL RECREATION 42.74 44.78 2.04 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 STREFT MAINTENANCE SUPERINTENDENT 1 1 STREET MAINTENANCE SUPERVISOR 2 2 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 ADMIN COORDINATOR - SPECIAL DISTRICTS 1 1 SENIOR ELECTRICIAN 1 1 ELECTRICIAN 1 1 ENGINEERING TECHNICIAN I1 1 1 HOURLY FULL TIME EQUIVALENTS 0 0 TOTAL STREET LIGHTING 4 4 0 STREET MAINTENANCE WORKER 111 6 6 STREET LIGHTING 20 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 I I I I 1 I 1 I I 1 I I I I II I I, I 21 OVER (UNDER) ALLOCATED BUDGET ALLOCATED 1995-96 1996-97 1995-96 NUMBER FACILITIES MAINTENANCE BUILDING MAINT SUPERINTENDENT BUILDING MAINT SUPERVISOR SENIOR BUILDING MAINT WORKER BUILDING MAINT WORKER II CUSTODIAN II CUSTODIAN HOURLY FULL TIME EQUIVALENTS TOTAL BUILDING MAINTENANCE SOLID WASTE MANAGEMENT ANALYST TOTAL SOLID WASTE VEHICLE MAINTENANCE FLEET SUPERINTENDENT EQUIPMENT MECHANIC SUPERVISOR EQUIPMENT MECHANIC II ACCOUNTING TECHNICIAN OFFICE SPECIALIST II HOURLY FULL TIME EQUIVALENTS 1 1 1 1 1 1 2 2 1 1 9 9 0.03 0.03 15.03 15.03 0 0.75 0 75 0.75 0.75 0 1 1 1 1 4 4 1 1 1 1 0.5 0.5 8.5 8.5 0 , TOTAL FLEET OPERATIONS 141.05 143.03 1.98 TOTAL COMMUNITY SERVICES 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 HOUSING & REDEVELOPMENT DIR SENIOR MANAGEMENT ANALYST HOUSING ASSISTANT MANAGEMENT ANALYST HOUSING PROGRAM MANAGER HOUSING SPECIALIST II HOUSING SPECIALIST I ADMINISTRATIVE SECRETARY OFFICE SPECIALIST II 10 10 0 I TOTAL HOUSING & REDEVELOPMENT CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 OVER 1995-96 (UNDER) ALLOCATED BUDGET ALLOCATED 1995-96 NUMBER 1996-97 (WATER ENTERPRISE WATER OPERATIONS GENERAL MANAGER 1 I 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 CONSTRUCTlONlMAlNT SUPERVISOR 1 1 CONSTRUCTlONhlAlNT WORKER II 1 1 ENGINEERING OFFICE ASSISTANT II 1 1 ACCOUNTING SUPERVISOR 1 1 ACCOUNTING TECHNICIAN 1 1 ACCOUNT CLERK II I 1 ACCOUNT CLERK I 1 1 ENGINEERING TECHNICIAN I 1 1 ENGINEERING TECHNICIAN 111 1 1 ENGINEERING SECRETARY 1 1 EQUIPMENT OPERATOR 1 1 FACILITY MAINT LEADWORKER 1 1 METER SERVICES WORKER 111 1 1 METER SERVICES WORKER II 3 3 METER SERVICES WORKER I 1 1 CROSS CONNECTION CONTROL TECH 1 1 SR CONSTRUCTlONlMAlNT WORKER 1 1 SENIOR SYSTEMS OPERATOR 1 1 STOREKEEPER 1 1 WATER CONSERVATION SPECIALIST 1 1 SYSTEMS OPERATOR II 4 4 UTILITY WORKER I 2 2 VALVE TECHNICIAN 1 1 VALVE MAINTENANCE WORKER 1 1 SENIOR VALVE TECHNICIAN 0 0 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST I 2 2 TOTAL WATER OPERATIONS 43 43 0 RECLAIMED WATER ENGINEERING TECHNICIAN II 1 1 TOTAL RECLAIMED WATER 1 1 0 TOTAL WATER ENTERPRISE 44 44 0 22 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 I I I 1 I 1 I 1 P I 1 1 I I I i, OVER (UNDER) 1995-96 I NUMBER 1996-97 1995-96 SANITATION SUPERVISOR 2 2 METER SERVICE WORKER I1 2 2 UTILITY MAINTENANCE WORKER 111 3 3 UTILITY MAINTENANCE WORKER II 1 1 SANITATION SYSTEMS OPERATOR 111 1 1 SANITATION SYSTEMS OPERATOR II 1 1 OFFICE SPECIALIST II 12 0 12 I TOTAL SANITATION Full Time Personnel 3/4 Time Personnel in Full Time Equivalents Hourly Full Time Equivalent Personnel I 23 CITY OF CARLSBAD Miscellaneous Statistical Information 1995-96 Date of Incorporation July 16, 1952 Type of City General Law Form of Government Council/Manager Area 42.19 sq. miles Population (as of the 1/1/96 census) Assessed Valuation $6,099,860,572 68,221 Number of Street Lights 4,744 Miles of Streets 227 Fire Protection: Number of Stations 6 Number of Firefighters & Officers 75 Police Protection: Number of Stations I Number of Sworn Police Officers 80 Municipal Water District: Number of Customers 56,000 Number of Water Connections 17,600 Average Daily Consumption Miles of Lines and Mains 12.78 million gallons 325 Miles of Sewers 115 Recreation and Culture: Number of Parks (Improved and Special Use Areas) Area of Parks (Including Open Space) Number of Pools 1 Number of Libraries 2 Number of Volumes 225,000 34 433 acres Total Number of Full Time City Employees 51 9 24 1 D 1 I I I 1 1 I I I I I I: I I 1996-97 OPERATING BUD Overview The 1996-97 operating budgeU for the City of Carlsbad totals $78.3 million revenues for the year estimated at $79.4 million. General Fund revenues expenditures are balanced at $41.3 million. The budget message which follow summarize the operating revenues, expenditures, and important issues facing thc in the forthcoming 1996-97 fiscal year. Discussion is focused on the General Func contains discretionary revenues that fund the basic core of City services. This s not diminish the importance of the other operating funds, as they too contribute * array of services available within Carlsbad. The beginning of the 1990's marked a major change in the City of Carls economics and budgeting strategies. Throughout most of the 1980'~~ the City hac' experiencing tremendous growth and a steadily increasing revenue stream. challenge at that time was to provide programs and services to keep up wi increasing demands from a growing population. In 1990-91, the City began to I revenues slow as a very deep recession took hold in California. Property j tumbled, sales taxes dipped and development all but stopped throughout much State. The effect on Carlsbad's revenues was dramatic, especially in light of the c digit growth experienced in previous years. The State of California was also experiencing shortfalls in revenues during this tin- chose to balance its budget with cities' and other agencies' revenues. During years 1993 and 1994, the State took over $2.5 million in property taxes from the ( Carlsbad. This was a permanent reduction in revenues and one from which th has not yet recovered. As a result of the recession and the State's raid on City the City has faced the constant dilemma of how to provide the high Bevel of se expected by its citizens with less and less available revenues. The last two fiscal years have brought some relief to the budget woes. Alt property taxes continue to lag, there has been a noticeable increase in develoi which is reflected in the development-related revenues. Also, the State has seen positive changes in its revenues and, so far, there have been no further raids c property taxes or other revenues sources. recession, it will take the City many years to recover from the losses in the early ' As we enter fiscal year 1996-97, the City's operating revenues are beginning to re but not fast enough to be able to offset all the one-time sources used in the I balance the budget. There has not been any significant growth in total revenues General Fund for many years. This has challenged the City each year to find ml to balance the needs of the current programs with the available revenue stream. li I However, even with the ending 25 Budqetary Policies An analysis of the local economy at the beginning of the budget process 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: P 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. P Base budget figures were adjusted for increases due to step increases, approved salary increases, and revised assessments for Information Systems, Workers’ Compensation, Liability Self Insurance, Vehicle Maintenance and Vehicle Rep lace m e n t Funds . P 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. P No increase in fees or other charges for services were assumed. P Capital outlay requests were submitted along with the departmental budgets but were considered outside of the adjusted base figure. P 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 $78.3 million, a decrease of $3.6 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 $625,030 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. 26 I 8 1 B I SIGNIFICANT REVENUES TO THE GENERAL FUND (In Millions) PROJECTED ESTIMATED FUND 1995-96 1996-97 DIFFERENCE % C PROPERTY TAX 10.9 11.0 0.1 TRANSIENT OCCUPANCY TAX 3.2 3.4 0.2 DEVELOPMENT RELATED REVENUES 2.6 2.7 0.1 ALL OTHER REVENUES 11.7 12.6 0.9 SALES TAX 11.3 11.6 0.3 TOTAL GENERAL FUND REVENUE 39.7 41.3 1.6 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. This estimate includes approximately $31 0,000 that is restricted to spending on public safety services under Proposition 172. Proposition 172 required that the 112 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 $775,000 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 agency fund. This special revenue fund was established to account for donations and programs for the senior citizens of Carlsbad. 28 Enterprise Fund revenue for 1996-97 is projected at $20.4 million, up $700,000 or over 1995-96 projections. Enterprise Funds are similar to a business in that rate charged to support the operations which supply the service. Examples of Car enterprises include the water and sanitation services, and solid waste managemen Water Operations revenues show an increase of 1.6%, or $212,000, based ( anticipated increase in water sales of 500 acre feet . A water rate study is cur underway and the results of the study will assist in determining the amount and r of any necessary rate increases. Reclaimed water revenues are also projecl increase in 1996-97 by $50,000. Sanitation operating revenues, at $4.9 millioi essentially equal to the 1995-96 projections. The revenues to the Golf course enterprise fund show an increase of $450,000 represents the proposed transfer of funds from the General fund. These amoun needed to pay the taxes, assessments and maintenance costs on the land purc for the future municipal golf course. All necessary land has been purchase development planning is underway. The payments to support this project had made from the General fund balance in previous years rather than from ope revenues due to financial constraints. Internal Service Funds show an estimated revenue of $7.7 million for 1996-! increase of $700,000, or 10% over 1995-96 projections. Internal Service Funds F services within the City itself and include programs such as the self insurance fur Workers' Compensation and Liability Insurance, as well as Information Systerr Vehicle Maintenance. Departments pay for services provided by these funds Internal Service Fund demonstrating the largest revenue increase is the Insurance fund, up $407,000 or 23.4%. The increase is largely attributed inclusion of the amounts paid under the Kaiser insurance plan whereas in pr years, only the Northwestern insurance expenses were included. The increase seen both in the revenues and the expenditures. All other revenues to the fun1 remained stable. Information systems revenues have also increased due to inc in the services provided to the departments. Redevelopment revenues are estimated at 1995-96 levels of $1.7 million. T increment on property values has not exhibited any signs of growth over the pas years, and is expected to remain unchanged for 1996-97. P I I 1 I 1 I B I I 8 1 1 I 1 II, B I 29 BUDGET BUDGET FUND 1995-96 1996-97 GENERAL FUND 41.4 41.3 SPECIAL REVENUE 10.4 7.7 ENTERPRISE 19.6 19.8 INTERNAL SERVICE 8.7 7.7 RED EVE LOPM ENT 1.8 1.8 TOTAL 81.9 78.3 DIFFERENCE % CHANGE (0.1) -0.2% (2.7) -26.0% 0.2 1 .O% (1 .O) -1 1.5% 0.0 0.0% (3.6) -4.4% I I I I I I 1 1 I 1 1 I I I 1 1 New Programs and Increased Service Levels For the first time since the recession, the General fund has had sufficient reveni support a small increase in programs and services levels. The following new pro! and/or increased service levels are included in the 1996-97 budget figures. Poinsettia Park Funding has been included for the ongoing maintenance of Poinsettia Park. majority of the maintenance expenses are for water, electricity, and contr services. Phase I of the park is expected to open by the end of the 1996 calendar Expenses for the operation of adult softball and soccer leagues at Poinsettia Pa also included. The expenditures for the Adult Sports Programs will be offset by registration fees. Reserve Firefighter Program A reserve firefighter program will be implemented to augment the current st provide an employment path, and expand community safety outreach programs funding is for uniforms and personal protective equipment. The reserve progra include up to 25 reservists who will work side-by-side with the City’s firefightei perform the less-technical, non-emergency tasks. Gang Task Force Detective An additional senior police officer is budgeted for assignment to the North County Task Force. This detective will expand the City’s capability in dealing with gang-r problems in North County. As a participant in the North County Task Forc resources of the entire task force will be available to the City to target specific prc m 1 in Carlsbad. Alternate Delivery of Advanced Life Support An alternate method of delivering Advanced Life Support (ALS) will be implemer 1996-97. The new method will decrease the time it takes to deliver ALS to the sc an accident by placing a fully-trained paramedic on each fire engine. Currently tt- department has three ALS equipped engines and two ambulances. The City WI convert to six ALS equipped engines and reclassify three of the nine firefighter PC to paramed idfirefig hters. I 31 Other Funds Special Revenue Funds show a decrease in anticipated spending of approximately $2.7 million, or 26% which is the net result of significant reductions in two programs offset by increases in others. Gas Tax spending is projected to decline by $2.4 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 Program in Asset Forfeiture - 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 will 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 according 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 by $47,000, mainly the result of a decrease in the administrative costs charged to the Low and Moderate Income Housing budget. 32 I I I 1 I I 1 I B I 1 I 1 I 1. I I 33 1 Summary While the 1996-97 budget does show some growth in programs and services f first time in many years, the City has still not fully recovered from the effects recession. Revenues have stabilized and are beginning to grow slowly although ( the largest sources, property taxes, has -remained stagnant. In order to mainta high level of services expected by the citizens, the City has continued to use altt revenue sources to finance some General fund programs. As revenues grow thi need to absorb these programs thus hindering the ability of the City to add servi the future. However, the economic outlook for Carlsbad is very positive. The Four Seasons at Aviara is expected to open in 1997 and Legoland, a theme park ffor childre scheduled their opening for 1999. Another resort hotel and a community hotel ai expected to be developed along with Legoland. In addition, the industrial corridor Palomar Airport Road has continued to grow and expand bringing in man’ businesses to Carlsbad. All of these will contribute to the future economic health I City. 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 82,500 110,000 143,500 49,000 GAS TAX 3,366,600 1,350,000 1,469,500 3,247,100 TREE MAINTENANCE 447,400 533,200 515,003 465,597 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 4,500 546,300 266,400 STATE GRANTS (LIBRARY) 321,600 229,000 284,200 SENIOR NUTRITION 0 195,900 196,583 (683) CDBG ENTlTLEMENnREHAB 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 1 WATER OPERATIONS 8,042,000 13,229,600 12,940,828 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 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 1.61 5,580 1,740,400 1,832,832 1,523,148 VEHICLE MAINTENANCE (87,415) 1,335,000 1,304,300 (56,7 1 5) 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 I OPERATIONS 56,800 11 3,300 589,800 450,000 30,300 DEBT SERVICE 1,537,337 1,275,000 1,049,100 (450,000) 1,313,237 LOW AND MOD INCOME HSNG 677,924 357,000 173,420 861,504 TOTAL OPERATING FUNDS $46,211,998 $76,201,756 $75,117,639 $0 $47,296,115 * Balances are less the expected reserves 34 CITY OF CARLSBAD OPERATING FUNDS 1 I I I I I 1 I 1 I 1 I 1 I 1 I 35 PROJECTED FUND BALANCES FOR FY 1996-97 PROJECTED BALANCE PROJECTED BALANCE ESTIMATED ESTIMATED FUND 1 FUND JULY 1,1996 REVENUES EXPENDITURES TRANSFERS JUNE 30,1997 GENERAL FUND 13,108,494 41,339,800 41,330,556 13,117,738 APPROPRIATION FROM FUND BALANCE (690,000) 12,427,738 SPECIAL REVENUE I POLICE ASSET FORFEITURE 947,998 150,000 552,728 545,270 HOUSING - SECTION 8 141,506 3,252,000 3,245,086 * 148,420 AUDIO-VISUAL INSURANCE 49,000 1 1 0,000 105,500 53,500 4,189,100 GAS TAX 3,247,100 1,425,000 TREE MAINTENANCE 465,597 534,200 539,678 460,119 MEDIAN MAINTENANCE 76,890 400,400 380,605 96,685 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) 266,400 235,000 341,200 160,200 483,000 SENIOR NUTRITION (683) 187,292 187,292 (683) CDBG ENTITLEMENT/REHAB 1,159 647,500 654,000 (5.341) SENIOR TRUST FUND 0 112.000 112,000 0 HOUSING TRUST FUND 1,335,034 500,000 108,599 1,726,435 ENTERPRISE WATER OPERATIONS 8,330,772 13,441,300 13,359,492 8,412,580 RECLAIMED WATER 579,943 1,450,028 1,269,770 760,201 SEWER OPERATIONS 6,039,668 4,933,500 4,550,210 6,422,958 SOLID WASTE MANAGEMENT 88,885 86,000 11 5,496 59,389 1 GOLF COURSE 0 500,000 475,000 25,000 INTERNAL SERVICE I WORKER'S COMP SELF INSUR 661,106 754,730 864,900 550,936 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 1,524,813 VEHICLE MAINTENANCE (56,715) 1,331,450 1,337,600 (62,865) 4,038,472 VEHICLE REPLACEMENT i INFORMATION SYSTEMS 397,935 1,203,900 1,199,760 402,075 3,878,372 1,148,600 988,500 REDEVELOPMENT OPERATIONS 30,300 11 3,300 567,362 430,000 6,238 DEBT SERVICE 1,313,237 1,250,000 1,074,700 (430,000) 1,058,537 LOW AND MOD INCOME HSNG 861,504 355,000 128,641 1,087,863 TOTAL OPERATING FUNDS $47,296,115 $79,418,875 $78,251,720 $0 $47,773,270 FISCAL YEAR 1993-94 THROUGH 1996-97 1995-96 1993-94 1994-95 ESTIMATED 1995-96 1996-97 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET GENERAL FUND GENERAL GOVERNMENT CITY COUNCIL 160,164 163,272 171,190 172,489 170,390 CITY MANAGER 744,963 779,608 778,390 801.219 854.765 CITY CLERK 409,956 424.536 345,000 443.862 352,200 CITY ATTORNEY 370,109 450.286 486.194 519,341 517,888 FINANCE 993.163 968.880 1,004,020 1,128,466 1,099,350 CITY TREASURER 79,595 65,376 97,020 I 1 5,134 114,770 PURCHASING 338,909 333,807 367.221 369,119 368,850 HUMAN RESOURCES 571,196 698,617 978,114 984.738 880,415 TOTAL GENERAL GOVERNMENT 3,668,055 3,884,382 4.227,149 4,534,368 4,358,626 PUBLIC SAFETY POLICE 8,760,470 8,696,676 9,242,899 9,320,985 9,692,211 6,896,304 6,973,948 6,970,462 FIRE 6,986,556 6,793,846 TOTAL PUBLIC SAFETY 15,747,026 15,490,522 16,139,203 16,294,933 16,662,673 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN 546,406 564,594 574,000 61 5,700 597,900 GEOGRAPHIC INFORMATION 132,124 136,477 189,185 231,838 183,705 ECONOMIC DEVELOPMENT 27,060 66.81 1 112,140 170,102 125,120 ENGINEERING 3,004,240 3,027,248 3,060,753 3,281.239 3,140.088 PLANNING 1,793.682 1,776,213 1,890.945 2,095,334 2,031,694 GROWTH MANAGEMENT 107,377 71,435 73,860 78,597 79,060 HISTORIC PRESERV COMM 399 1,602 3,000 3,000 3,000 BUILDING INSPECTION 702,467 733,692 8 8 0 ~ 0 0 7 886.238 836,334 6,996,901 TOTAL COMMUNITY DEVELOPMENT 6,313,756 6,378,072 6,783,890 7,362,048 YoINCR (DEC) 95-96 BUD TO 96-97 BUD -1.2% 6.7% -20.7% -0.3% -2.6% -0.3% -0.1 % -10.6% -3.9% 4.0% 0.0% 2.3% -2.9% -20.8% -26.4% -4.3% -3.0% 0.6% 0.0% -5.6% -5.0% FISCAL YEAR 1993-94 THROUGH 1996-97 1995-96 1993-94 1994-95 ESTIMATED 1995-96 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET COMMUNITY SERVICES I I I 1 t 1 1 I I I COMMUNllY SERVICES ADMIN 716,950 641,190 605,205 619,604 PARK MAINTENANCE 1,583,521 1,535.183 1,576,856 1,616,139 RECREATION 1,627,035 1,654,529 1,608.730 1,628,970 SENIOR PROGRAMS 228,591 232,804 246,630 248,539 STREET MAINTENANCE 1,350,169 1,504,024 1,434,635 1,492,384 FACILITIES MAINTENANCE 1,186,464 1,116,823 1,464,745 1,423,650 Major Facility Maintenance (Transfer) 0 0 TRAFFIC SIGNAL MAlNT 278.405 286,163 299,408 331,889 6,971,135 6,970,716 7,195,114 7,402,270 TOTAL COMMUNITY SERVCIES NON-DEPARTMENTAL COMMUNITY PROMOTION (CCVB) 222,702 215.847 211,150 242,663 BEACH PARKING 33,668 36,000 36,000 36,000 COMMUNITY CONTRIBUTIONS 75,000 101,300 75,000 75,000 HIRING CENTER 76,967 64,378 80,000 80,000 HOSP GROVE PAYMENT 792,024 798,443 793,080 802,500 AUDIT 26,823 26,430 40,000 71,416 PROPERTY TAX ADMIN FEE 154,827 162,152 180,000 180,000 ANIMAL REGULATION CONTRACT 110,868 119,096 140,000 140,000 DUES & SUBSCRIPTIONS 20,973 23,167 25,000 25,000 MlSC I TRANSFERS OUT 678,867 1,317,321 764,095 808,345 ASSESSMENT SERVICES 6,266 6,998 11,500 20,525 BOND SERVICES 5,432 4,961 6,500 6,500 GOLF COURSE TRANSFER 0 1,800,000 0 0 2,204,417 4,676,093 2,362,325 2,487,949 1 SUBTOTAL GENERAL FUND 37,586,331 40,052,717 39,431,813 40,859,855 TOTAL NON-DEPARTMENTAL %INCF 95- --- 1996-97 96- BUDGET 641,300 1,893,805 1,699,533 273,733 1,524,964 1 .I 67.800 212,600 310,735 7,724,550 - - - 211.150 36,000 75,000 80,000 797,500 42,000 185,000 154,000 30,000 0 50,000 7,000 470,000 2,137,650 - --- - --- - 40,705,526 FISCAL YEAR 1993-94 THROUGH 1996-97 1995-96 1993-94 1994-95 ESTIMATED 1995-96 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS 1 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 154.21 5 3,111 4,500 6,500 STATE GRANTS (LIBRARY) 313,138 284,083 284,200 301,160 SENIOR NUTRITION 189,757 194,514 196,583 196,846 CDBG ENTITLEMENT/REHAB 1,177,361 533,751 672.00 1 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 1 WATER OPERATIONS 11,875,831 11,854,051 12,940,828 13,243,259 1,238,738 RECLAIMED WATER 637,860 836.573 1,183,033 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 40251 8 470,000 470,000 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 ,I 25,590 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 1,211,752 1,304,300 1,309,009 VEHICLE REPLACEMENT 542,631 664,594 1,093,500 1,819,316 INFORMATION SYSTEMS 725,300 744.848 1,260.1 90 1,294,747 8,664,502 TOTAL INTERNAL SERVICE FUNDS 6,281.428 5,785,661 7,165,382 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 TOTAL REDEVELOPMENT 1,783,339 2,037,601 1,812,320 1,818.414 TOTAL OPERATING FUNDS 70,526,644 72,147,843 75,117,639 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% 483,000 -83.0% 539,678 1.9% 380,605 -0.2% 712.885 -32.9% 304,500 4584.6% 341,200 13.3% 187.292 -4.9% 654,000 -42.7% 112,000 100.0% 108,599 100.0% 7.727,073 -25.5% 13,359,492 0.9% 2.5% 1,269,770 4,550,210 0.3% 115,496 -24.3% 475,000 1.1% 19.769.968 0.6% 864,900 -23.2% 1,117,160 3.9% 2,145,500 5.1% 1,337,600 2.2% 988,500 -45.7% 1,199,760 -7.3% -1 1.7% 7,653,420 567,362 0.5% 1,074,700 -0.3% 128.641 -27.0% 1,770,703 -2.6% 78.251.720 -4.4% I 1 I 1 I I 1 I I I 1 I I 1 I 1 I I I 39 - - -- -- REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1994-95 1995-96 GENERAL FUND I TAXES PROPERTY TAX $1 0,889,368 $1 0,900,000 SALES TAX 11,399,568 11,300,000 TRANSIENT TAX 3,252,270 3,200,000 FRANCHISE TAX 1,399.1 51 1,430,000 TRANSFER TAX 235,455 250,000 TOTAL TAXES 27,175,812 27,080,000 LICENSES AND PERMITS CONSTRUCTION PERMITS 644,131 700,000 BUSINESS LICENSES 1,245,830 1,400,000 LICENSE TAX-CONSTRUCTION 113,118 50,000 OTHER LICENSES & PERMITS 389,191 390,000 TOTAL LICENSES & PERMITS 2,392,270 2,540,000 STATE SUBVENTIONS VEHICLE IN-LIEU 2.385,855 2,400,000 OTHER 234,045 200.000 TOTAL STATE SUBVENTIONS 2,619,900 2,600,000 CHARGES FOR SERVICES PLANNING FEES 803,352 550.000 BUILDING DEPT. FEES 482,904 460,000 ENGINEERING FEES 936,072 800,000 AMBULANCE FEES 353.016 310,000 RECREATION FEES 706,559 700,000 PROPERTY RENTALS 164,076 175,000 OTHER CHARGES OR FEES 532,686 48o.000 TOTAL CHARGES FOR SERVICES 3,978,665 3,475,000 FINES AND FORFEITURES 263,411 240,000 1,311,791 1,200,000 INTEREST INTERDEPARTMENTAL CHARGES 2,303,335 1,800,000 OTHER REVENUE SOURCES 1,210,585 728,000 TOTAL GENERAL FUND 41,255,769 39,663,000 FOR 1996-97 ESTIMATED AS % DIFFERENCE 1995-96 TO OF FY 95-96 REVENUE 1996-97 PROJECTED 1996-97 $11,000,000 0.9% 100,000 11,610,000 2.7% 31 0,000 3,350,000 4.7% 150,000 1,460,000 2.1 % 30,000 260,000 4.0% 10,000 27,680,000 2.2% 600,000 650,000 -7.1% (50,000) 1,400,000 0.0% 0 75,000 50.0% 25,000 385,000 -1.3% (5,000) 2,510,000 -1.2% (30,000) 2,450,000 2.1% 50,000 210.000 5.0% 10,000 2,660,000 2.3% 60,000 700,000 27.3% 150,000 450,000 -2.2% (1 0,000) 800,000 0.0% 0 340,000 9.7% 30,000 745,300 6.5% 45,300 160,000 -8.6% (15,000) 600,000 25.0% 120,000 3,795,300 9.2% 320,300 270,000 12.5% 30,000 8.3% 100,000 1,300,000 1,800,000 0.0% 0 1,324,500 81.9% 596,500 41,339,800 4.2% 1,676,800 ACTUAL PROJECTED REVENUE REVENUE I REVENUE SOURCE 1994-95 1995-96 I I 1 I 1 I 1 I I SPECIAL REVENUE FUNDS POLICE ASSET FORFEITURE m 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 TOTAL 3,036,227 3,235,000 AUDIO-VISUAL INSURANCE INTEREST 4,633 5,000 INSURANCE FEES 102,395 105,000 TOTAL 107,028 110,000 GAS TAX GAS TAX REVENUES 1,199,829 1,200,000 INTEREST 171,876 150,000 TOTAL 1,371,705 1,350,000 TREE MAINTENANCE INTEREST 22,716 15,000 TREE MAINTENANCE FEES 497,705 452,000 INTERDEPARTMENTAL 66,143 66,200 ESTIMATED AS % DIFFE REVENUE OF FY 95-96 1995 1996-97 PROJECTED I91 90,000 0.0% 0.0% 60,000 0.0% 150,000 -- -- -- 8,000 0.0% 3,054,000 0.6% 0.0% 3,252,000 0.5% -- 190,000 5,000 0.0% 0.0% 0.0% -- 105,000 110,000 -- -- 1,225,000 2.1% 39.3% 5.6% -- 200,000 1,425,000 -- -- 10,000 -33.3% 458,000 '1.3% 0.0% -- - 66,200 REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1994-95 1995-96 STREET LIGHTING INTEREST 58.792 50,000 INTERDEPARTMENTAL 60,000 40,000 STREET LIGHTING FEES 618,349 550,400 MlSC REIMBURSEMENT 10,340 5,000 TOTAL 747,481 645,400 BUENA VISTA CREEK CHNL MAINT INTEREST 21,237 20,000 BUENA VISTA FEES 99,997 100,000 TOTAL 121,234 120.000 STATE GRANTS INTEREST 14,034 6,000 GRANTS 331,273 223,000 TOTAL 345,307 229,000 SENIOR NUTRITION GRANTS 106,083 109,900 DONATIONS 86.275 86,000 TOTAL 192.358 195,900 CDBG ENTITLEMENT/REHAB INTEREST 862 500 GRANT REVENUE 1.71 0,815 647,000 TOTAL 1,711,677 647,500 SENIOR TRUST FUND INTEREST 0 0 DONATIONS 0 0 TOTAL 0 0 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 FOR 1996-97 ESTIMATED AS % DIFFERENCE REVENUE OF PI 95-96 1995-96 TO 1996-97 PROJECTED 1996-97 50,000 0.0% 0 40,000 0.0% 0 550,000 -0.1 % (400) 5,000 0.0% 0 645,000 -0.1% (400) 5,000 -75.0% (1 5,000) 100,000 0.0% 0 105,000 -12.5% (1 5,000) 10,000 66.7% 4,000 225,000 0.9% 2,000 235,000 2.6% 6,000 11 0,427 0.5% 527 76,865 -10.6% (9,135) 187,292 -4.4% (8,608) 500 0.0% 0 647,000 0.0% 0 647,500 0.0% 0 0 0.0% 0 112,000 100.0% 112,000 112,000 100.0% 112,000 45,000 0.0% 0 455,000 0.0% 0 0.0% 0 500,000 8,303,392 2.5% 204,092 REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE 1 I REVENUE SOURCE 1994-95 1995-96 I I I I 1 I I 1 I I s I I B I ENTERPRISE FUNDS 1 WATER OPERATIONS WATER SALES 9,854,107 9,843,400 READY TO SERVE CHARGES 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 TOTAL 13,480,859 13,229,600 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 RElMB EXPEND 0 500 TOTAL 1,005,568 1,400,076 SANITATION OPERATIONS SERVICE CHARGES 4,589,710 4,587,400 LATERAL CONNECTIONS 9,365 13,000 PRE-TREATMENT CHARGES 77,106 72,000 INTEREST & PORTFOLIO SERVICES 254,266 260,000 MISCELLANEOUS 52,163 2,500 4,982,610 4,934,900 TOTAL SOLID WASTE MANAGEMENT INTEREST & PORTFOLIO SERVICES 6,240 5,000 GRANTSIREBATES 0 0 RECYCLING FEE 0 96,000 MISCELLANEOUS 167,291 5,000 1 TOTAL 173,531 106,000 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 43 FOR 1996-97 ESTIMATED AS % DIFFEI REVENUE OF FY 95-86 1995- 1996-97 PROJECTED 1991 - 10,098,000 2.6% -0.5% 50,000 -39.5% 47,000 -12.0% 208,400 8.1% 2,400,000 460,000 0.0% 69,000 9.9% 72,000 1 .O% -29.7% 36,900 13,441,300 -- 1.6% -- 1,036,728 a.3~~ 31,200 35.7% 355,600 12.2% 26,000 0.0% 0.0% 3.6% -- 500 1,450,028 -- 4,590,000 0.1% 5,000 -6'1.5% 76,000 !5.6% 260,000 0.0% 13.0% 13.0% -- - 2,500 4,933,500 -- - -- - 5,000 0.0% 0 0.0% 81,000 -15.6% -100.0% 86,000 -18.9% -- - 0 == = 25,000 -!jO.O% 100.0% 900.0% -- - 475,000 500,000 -- - -- - 3.5% -- -- 20,410,828 REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1994-95 1995-96 INTERNAL SERVICE FUNDS WORKERS' COMP SELF-INSURANCE 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 INSURANCE 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 VEHlCLE MAINTENANCE INTERDEPARTMENTAL 1,216,125 1,320,000 MISCELLANEOUS 15,080 15,000 TOTAL 1,231,205 1,335,000 VEHICLE REPLACEMENT INTERDEPARTMENTAL 786,225 835,000 INTEREST 181,902 130,000 SALE OF PROPERN 51,980 25,000 TOTAL 1,020,107 990,000 INFORMATION SYSTEMS INEREST & PORTFOLIO SERVICES 606 20,000 INTERDEPARTMENTAL 772,540 1,068,500 MISCELLANEOUS 27,009 0 TOTAL 800,155 1,088,500 TOTAL INTERNAL SERVICE FUNDS 6,707,272 6,973,580 FOR 1996-97 ESTIMATED AS % DIFFERENCE REVENUE OF FY 95-96 1995-96 TO 1996-97 PROJECTED 1996-97 80,000 0.0% 0 614,730 0.0% (240) 60,000 0.0% 0 754,730 0.0% (240) 130,000 0.0% 0 920,710 0.0% 0 10,000 -28.6% (4.000) 1,060,710 -0.4% (4.000) 88,165 33.4% 22,065 26.8% 359,500 357,000 7.6% 25,200 2,147,165 23.4% 406,765 1,702,000 1,301,450 -1.4% (18,550) 30,000 100.0% 15.000 1,331,450 -0.3% (3.550) 973,600 16.6% 138,600 130,000 0.0% 0 45,000 80.0% 20,000 1,148,600 16.0% 156,600 20,000 0.0% 0 1 ,I 83,900 10.8% 11 5,400 0 0.0% 0 1,203,900 10.6% 115,400 7,646,555 9.7% 672,975 ACTUAL PROJECTED REVENUE REVENUE I REVENUE SOURCE 1994-95 1995-96 I I I I I 1 I 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 LOW AND MOD INCOME HSNG TAX INCREMENT 289,739 300,000 INTEREST & PORTFOLIO SERVICES 49,577 55,000 MISCELLANEOUS 174 2,000 1 TOTAL 339,490 357,000 1,603,406 1,745,300 TOTAL REDEVELOPMENT FUNDS ESTIMATED AS % DIFFEF REVENUE OF FY 95-96 19954 1996-97 PROJECTED 199f 40,000 0 0% 71,300 0 0% 0 0 0% 0 0% 0 0% -- 2,000 113,300 -- -- 1,200,000 0 0% -33 3% -2 0% -- 50,000 1,250,000 -- -- 300,000 0 0% 55,000 0 0% -100 0% -0 6% -- 0 355,000 -- -- 1,718,300 -1 6% -- -- b i - J 3 1 3 1 3 1 3 1 1 1 3 3 3 3 0 0 a 0 GENERAL GOVERRrlMENT ~ ~ I 1 I I I I I I IE I 1. I I I I I 1 I I 47 PROGRAM: GENERAL GOVERNMENT FUND: VARIOUS DEPARTMENT: VARIOUS E c MAINTENANCE OPERATION CONTINGENCY CAPITAL OUTLAY 1993-94 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 141,112 $ 140,286 $ 145,709 $ 140,610 MA1 NTE NAN CE OPE RAT1 ON 19,052 22,986 26,780 29,780 CAPITAL OUTLAY GRAND TOTAL $ 160,164 $ 163,272 $ 172,489 $ 170,390 FULL TIME POSITIONS HOURLY/FTE POSITIONS 0 0 0 0 1 .oo 1 .oo I .oo 1 .oo 0.00 0.00 0.00 I 1 1 I I I I I I 1 1 1 1 I u I II 49 PROGRAM: CITY MANAGER FUND: GENERAL DEPARTMENT: CITY MANAGER ACCT NO MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: The City Manager is appointed by the City Council and is responsible for operation of all City services, thi of timely and accurate information to the Council, making recommendations regarding new pol implementing programs and policies. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES Financial: Coordination of activities with fiscal 1. Submit a balanced budget to the Citj impact to ensure sound financial practices and a Provide quarterly fiscal updates to the balanced revenue expenditure base. Administration: Assist Council in meeting annual I. Accomplish objectives set forth by goals. department. Conduct the City in a p and ethical manner and continue excellence based on the strategic Coordinate efforts to respond to re action. (Review, referral, and responsi Policy Development: Assist Council in policy devel- 1. Provide accurate, timely infor matior opment. potential policy alternatives and I professional recommendations to Cour SIGNIFICANT CHANGES: Includes funding in the amount of $35,000 for lobbyist services to be provided on a yearly confract loasis. PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLYIFTE POSITIONS 1993-94 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET BUDGET $ 317,556 $ 315,821 $ 218,662 $ 215,500 86,215 108,715 130,700 136,700 6,185 0 94,500 0 $ 409,956 $ 424,536 $ 443,862 $ 352,200 6.00 6.00 4.60 4.60 0.00 0.00 0.00 I 1 I 1 I I 1 I 1 1 I I I 1 I I 1 I II 51 PROGRAM: CITY CLERK PAGE ' DEPARTMENT: CITY CLERK ACCT NO. 001 FUND: GENERAL PROGRAM ACTIVITIES: WORKLOAD MEASURES:: -- CY11 994 - CY/ Support Services: Assist public and City departments with requests for information; provide research services 1. Documents Processed: concerning Council action since City incorporation on 7- 16-52; provide maintenance and quarterly supplement service for subscriptions to the Carlsbad Municipal Code; 496 Agenda prepare and post agendas in accordance with "Brown Act" for Council, CMWD Board, and H&R Commission 391 Resolutions meetings; process, index, and file all Council Meeting documents (agenda bills, resolutions, ordinances); 32 Ordinances process documents to the Recorder; and process contracts and agreements. 250 Documents to Recorder 72 Agendas Bills 181 Contracts Agreement: 93 Subscriptioi to Municipa Code Minutes Service: Provide minutes for City Boards, 1. Minutes for 17 Minutes .For 17 Commissions and Committees. Boards, Commissions, Boards, Gommis: and Committees. and Committees. 1. Copies: Duplication Equipment: Keep the City Hall copy ces, supplies, and current maintenance agreement. Records Management Services: Maintain City records 1. Entries indexed: in an identifiable and accessible manner in order to fulfill public, legal, and historical requirements for preservation of information. Components of Records Management 131 boxes of file include the legislative indexing system, microfilming records which are vital to the City's operation, storage of historical documents, and destruction of obsolete records. machine operational by provision of key operator servi- 546,434 5E 856 2. Storage: 10 micro boxes SIGNIFICANT CHANGES: The increase is due to the inclusion of funds for the General Municipal Election in November, 1996 inclusion of funds for microfilming services. PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HO U RLYIFTE POSITIONS 1993-94 1994-95 1995-96 1996-91 BUDGET BUDGE1 $ 319,288 $ 399,332 $ 438,894 $ 439,10€ 45,425 45,996 80,447 62,58C 5,396 4,958 0 16,20C $ 370,109 $ 450,286 $ 519,341 $ 517,88€ 5.00 5.00 5.00 5.0C ACTUAL ACTUAL 0.00, 0.00, 0.oc 1 1 I 1 I I I 8 I 1 I I 8 I 1 1 I 53 PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE ACCT NC MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: The Finance Department pays the expenses and collects the revenue for the City, maintains accurate financial records, and provides necessary information on financial status and forecasts to the City Cc Manager, all City departments and the public. In addition, the Finance Department is responsible for c the annual budget process for both the operating budget and the capital improvement program and it pal the creation and on-going administration of all new financing programs including fee programs and debt oi PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES Budnet Manaqement: Develop an annual budget 1. Prepare annual capital and operatir identifying operating and capital programs and their which include program activity a costs for future years. measures or performance objective st; 2. Perform annual review of all City present recommendations far cb Council. 3. Monitor and report on rever expenditures monthly to insure integrity. Assessment DistricWCFD Administration: Provide financial management of 1911 and 1913/15 Act Assessment and Mello-Roos Districts. 1. Assist in evaluation and formatio districts. required. Monitor contracts for day-to-day admit CFD and all assessment districts as I formation documents and State law. 2. Issue bonds for initial capital proj 3. Lonq-Ranqe Financial Planninq: Assist in providing long-range financial planning services, including long-range operating revenue and expense 1. Update and present results of fis forecasts. analysis of General Plan. 2. Prepare ten year operating incorporating various "what if" sceni used in long range planning. I (continued) PROGRAM: FINANCE PAGE TWO FUND: GENERAL DEPARTMENT: FINANCE ACCT NO. 001-1310 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 staff 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 the business license information system. The business license information system cost will be offset by payment from the State under the mandated costs program. 54 I 1 I 8 u i I I I 1 I I 4 1 I i 1 I I 55 PROGRAM: CASH MANAGEMENT FUND: GENERAL DEPARTMENT: CITY TREASURER ACCT NC MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Perform the duties and responsibilities set forth in the California Government Code and the Carlsbac Code. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVE5 Cash Management: Develop cash flow projections 1. Gather information regarding forec: as accurately as possible; maintain record of receipts receipts and disbursemenls from v 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 cas1 signed by legally designated person as well as meet transfer funds between various biweekly payroll; project for debt service payments accounts to optimize earned interest. and ensure sufficient liquidity; arrange for cost- effective banking relations (retail and custodial); 3. Encourage, set up and perliorm wire ti arrange for a short-term borrowing program if large dollar disbursements to bet necessary. Perform all City wires. inactive cash available for investment. Develop request for bids for bankin evaluate bids and initiate action contract; monitor adequacy and cost services; arrange for line of credit. 4. Investment Management: Provide professional 1. Endeavor to invest all inactive ,funds i management of the City's investment portfolio determine amount, type, and term of investing all inactive funds as directed by the City to best complement the City's portfol Council while conforming to all state statutes compliance with the Invesi.meni. Policy governing the investment of public funds. Ensure safety and liquidity of all cash funds and investment accounts. 2. Solicit telephone bids froin financial brokers: evaluate and effect investme for payment, delivery, and safel investments; inform unsuccessful bid investment made. 3. Arrange for collateralization cor required. (con tin ued) PROGRAM: CASH MANAGEMENT PAGE TWO FUND: GENERAL DEPARTMENT: CITY TREASURER ACCT NO. 001-1320 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 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 bank’s 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 and 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 investment 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 portfolio 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 investment policy with the Investment Review Committee; develop recommendations to modify; ensure compliance with the California Government Code. SIGNIFICANT CHANGES: None. 56 PROGRAM: PURCHASING FUND: GENERAL DEPARTMENT: PURCHASING ACCT NO I 8 I B 1 4 I 1 B 1 I 1 I I 1 57 MAINTENANCE OPERATION CAPITAL OUTLAY I WORK PROGRAM: The Purchasing Department procures goods, services and equipment to meet the needs of the City's de divisions. The Purchasing Department also is responsible for the mail and messenger servicle, record: and the disposal of surplus property. The City Council goal for Administration is a government that ean and respect of its citizens by providing services in a responsive, open and effective manner. Tt 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 qL proposals for supplies, services and equipment. Prepare and maintain Vendor's List by Maintain the minority and women-own1 file. 2. 3. ProductlService and Public Works Contracts: 1. Track and renew annual product Provide administrative support and guidance for contracts. product/service annual contracts and public works contracts. 2. Develop new annual contracts, as neet Maintain current Contractor's list by CIS Develop and administer joint agency CI Central Stores: Provide ordering, receiving, storing 1. Review usage of items, meke adjustn and delivery of oftice and special supplies. Add new iterns as 1 3. 4. moving items. emphasis on recycled products. 2. Update stores catalog semi-annually new catalog annually. Messenger and Mail Service: Provide twice-daily 1. Act as liaison in Postal Service chanc inter-departmental mail service to City facilities, and Staff to requirements to improve delive daily pick-up, posting/delivery of U.S. mail to City Hall. 2, Review inter-departmental servic 1 necessary adjustments. 3. Reduce overall postage costs for encouraging the use of pre-sort of first I (continued) rgOGRAM: PURCHASING PAGE TWO 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 dire( surplus property to requesting departments as becomes available. Direct disposal of surplus and losffunclaimed polic property as needed. Review and update present policies and procedures. Develop plan for reducing the number of record$ necessary for retention. 2. Records Management: Manage the records storage program for off-site storage. Provide records management guidance to City Departments. 1. 2. SIGN IF CANT CHANGES : None. 58 PROGRAM: HUMAN RESOURCES FUND: GENERAL I 1 I I I I I 8 1 1 I i 1 1 I 1 1 DEPARTMENT: HUMAN RESOURCES ACCT NO I MA1 NTENANCE OPERATI ON WORK PROGRAM: Provide professional services to the City, as an organization, in support of human resource developmc resource management, and the human resource environment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES Organizational Team & EmDloyee DeveloDment To support City Council’s Goal V: to enhance 1. Continue to provide managerial and 5 professional growth, performance and excellence by training. providing continuing education for all Council Members Commissioners and highly educated and Provide training regarding the City’s trained employees. Provide services to the Workplace, Nondiscrimination, a organization in the areas of: harassment policies, and the newly Dept. of Transportation IIrugl’Alcoh Oraanizational Development: to assure healthy and Policy. effective working relationships and help groups effectively initiate and manage change. 3. Develop employee developmeni progr provide for a better understanding of TraininR & Development: to effectively identify and function, responsibilities, and bc 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 planning process and the implements 2. 1 strategic initiatives. 5. Continue providing ”CityFit Development” training efforts, iiicludin training, technical training, and var training programs. 6. To achieve Council Goal VI: Providc program for Board, Commission and members on values, ethics, roles, ai procedures. (continued) 59 HUMAN RESOURCES Page Two PROGRAM: FUND: GENERAL DEPARTMENT: HUMAN RESOURCES ACCT NO. 001-1510 Human Resource Planninn and OrqanizationlJob 1. Continue to function as a resource to Desiqn: Provide services to the organization in the departments as they assess operational staffing areas of: needs. .. Human Resource Planning: to determine the organization’s major human resource needs, 2. Continue to assist departments in reviewing strategies and philosophies. Orqanization/Job 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 HRIS 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 Staffinq: 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. minoriiies, women, veterans, and disabled applicants. 6. Conduct recruitments with the objective of Pelformance Plannina and Appraisal Svstems: 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 Emplover-Emplovee Relations: assure healthy and barriers. effective relations between the City of Carlsbad, as an employer, and its employees. Emplovee 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. 60 I I I - 8 I I 1 I 1 I 1 I 1 1 I I 1 I PROGRAM: WORKERS' COMPENSATION FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT NO. 61 1 MAINTENANCE OPERATION WORK PROGRAM: The Workers' Compensation Self-Insurance Fund is a part of the City's Risk Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Workers' Compensation Claims: The fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. 1. Continue to enhance communication' employees, medical care providers an party administrators. SIGNIFICANT CHANGES: 1 None. 61 PROGRAM: GENERAL LIA BI LlTY FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT NO. 612-1910 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. 1. Provide necessary support to the City Attorney's office and outside counsel. SIGNIFICANT CHANGES: The City's liability coverage premium increased. 62 I I 1 1 I 1 1 1 1 1 I I 1 I 1 I I PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE DEPARTMENT: HUMAN RESOURCES ACCT NO. 613- MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: 1 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. I 63 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: Computer Services: Maintain hardware and PERFORMANCE OBJECTIVES: software on all City computers. These include: Ensure that all City computers remain operation- ’Two HP3000 mini computers. One used for al with minimum downtime. general City applications utilized by all departments and another used for cataloging and circulation by the Guarantee availability of hardware maintenance Library. for all the City’s mini computers, workstations, ’ One HP9000 UNlX server used for the Financial micro computers and the Citywide network. Information System and other general City used applications. 3. Provide effective software support for standard ’ Two HP720 UNlX workstations used for the City’s City software and applications developed in- house. Geographic Information System (GIS) ’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 es. This includes all additions and modifica- tions to: 1. Ensure that the City’s telecommunication network and it‘s associated equipment remain operational ’ PBX and voice mail systems. ’ Over 350 communication circuits. with minimum downtime. ’ Approximately 500 phone instruments. Provide necessary support for all telephone and data communication usage. ’ 780 voice mail boxes. Meet the informational needs of the users and New Systems: Continue deployment of the Financial encourage the appropriate use of computers and Information System and associated applications. communication technology to increase Implement new and enhance existing applications productivity and enhance communication. 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. 1. 2. 2. 1. 64 PROGRAM: INFORMATION SYSTEMS Page 1 FUND: INTERNAL SERVICE U I I I 1 1 I I I 1 I I 1 I 1 I I DEPARTMENT: INFORMATION SYSTEMS AGCT NO. 640- I SIGNIFICANT 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 I 65 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 -xxM Hiring Center 76,967 64,378 80,000 80,000 1967-1 922 Hosp Grove Debt Service 792,024 798,443 802,500 797,500 1990-2489 Animal Regulation Contract 110,868 119,096 140,000 154,000 1990-2520 Dues and Subscriptions 20,973 23,167 25,000 30,000 1990-21 98 Golf Course Contribution 0 1,800,000 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) 593,829 343,000 544,000 625,030 TOTAL $2,119,379 $3,701,772 $2,223,604 $2,762,680 66 PUBLIC SMEW I 1 I I[ I 1 I I 1 I 1 I I I I 1 1 1 PROGRAM: PUBLIC SAFETY FUND: VARl OU S DEPARTMENT: VARIOUS sun MAINTENANCE OPERATION CAPITAL OUTLAY I 67 PROGRAM: POLICE FUND: GENERAUASSET FORFEITURE DEPARTMENT: POLICE SUMMARY MAINTENANCE OPERATION CAPITAL OUT GRAND TOTAL 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, 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. wide for Priority One calls. and community presentations. Maintain 2 full-time DARE officers for drug abuse education in elementary, junior high, and high schools. 2. Community Relations: Monitor community concerns and needs, maintain positive relationship with community, and develop programs responsive to community needs. 1. Continue citizen survey program. 2. Continue positive relationship with media, pro- vide B usiness Liaison services, and ex pa nd community relations activities. 3. Maintain Citizen "Ride-Along" program. 68 I I I I i 1 I I I I c 1 1 I I I PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: POLICE ACCT NO. oa MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Develop and administer functions and programs that support the City's and Police Department's Statement c in a manner responsive to the City and its citizens. Provide leadership and support to clepartment di 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 which reduce crime, encourage citizen participation, and improve community safety. ment and problem analysis concepts. Request and support personnel and pro! needed to meet goals of the department 3. Assure department's budgetary responsi 2. 1 Organizational Development: Assist staff with 1. Enroll five employees in "Investment individual and group development. Division Support: Provide support to department 1. Enhance resources for divisions divisions to assist with meeting goals. management information systems, lence" training. analysis, and program1 managem analysis. Leadershie: Provide department staff with the know- ledge and training necessary to carry out the 1. Enhance communications among $ department's mission. divisions; reinforce department's ai Statement of Values. SIGNIFICANT CHANGES: None. I 69 PROGRAM: OPERATIONS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2120 MA1 NTENANCE OPERATI ON 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. Reports: Respond to calls for service. Take crime reports, investigate crimes, and self initiate investigations of crimes and incidents. Response Time: Respond to Priority One (emer- 4.9 min. 5.6 min. 5.6 min. gency) calls for service in less than six minutes. 1. Reports: 10,116 9,355 9,389 1. Response Times: SIGNIFICANT CHANGES: None. 70 I 1 I I 1 1 I, I 1 I I I E I u I: PROGRAM: VOLUNTEER SERVICES FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 01 MAINTENANCE OPERATION WORK PROGRAM: To provide support for the members of the Police department and to enhance community saffety and securit), PROGRAM ACTIVITIES: PERFORMANCE OBJEXTIVES Senior Volunteer Patrol Pronram 1 education and crime prevention. 1. Conduct crime prevention patrolls. 2. Assist with traffic control. 3. Assist with special events. 4. Assist crime prevention unit. 5. Provide visitations for hame-bound. 1. Provide general clerical assistance. 2. In-House Volunteer Pronram Provide assistance with special1 assignn I projects. SIGNIFICANT CHANGES : This program’s start-up expenses were funded through asset forfeiture. I 71 PROGRAM: INVESTIGATIONS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2130 MA1 NTENANCE 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: InvestiQations: Investigate and follow-up on crime and incident reports. Case Closures: Clearance rates for FBI Index crimes for: 1,217 1,530 1,546 1. Clearance Rates: Violent Crimes - includes homicide, rape, robbery 39% 22% 43% and aggravated assault.' Property Crimes - includes burglary, larceny theft 15% 9% 13% and motor vehicle theft.' 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 cffender who cannot be arrested (exceptional clearance). S IG Nl Fl CANT CHANGES : One additional police officer is included for the North County Gang Task Force. 72 I I 1 E I i 1 1 I 1 I I: II 1 I I PROGRAM: VICE/NARCOTICS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001- MA1 NTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of 1 responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to identifq arrest those responsible for violations of laws concerning prostitution, gambling, liquor laws and1 other i activities. PROGRAM ACTIVITIES: WORKLOAD MEASURES;: - 1993 - 1994 1995 Felony and Misdemeanor Narcotics Arrests: The 1. Arrests: 149 149 112 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, SIGN IF I CA NT CHANGES : Includes search warrant overtime expenses, previously included in the asset forfeiture fund, per the Federal i I forfeiture guidelines. I 73 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 criminal justice system for rehabilitative opportunities. 1. Number of Juvenile participants: delinquent and pre-delinquent, within and prior to the 31 9 245 218 SIGN IF ICANT CHANGES: No significant changes. Maintenance and Operation expenses remain funded through Asset Forfeiture. 74 I i I I I II 4 I I 1 I I I I I I 1 I PROGRAM: JUVENILE DIVERS ION FUND: ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. 1 MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: To provide juvenile diversion services and programs. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 'I 995 1993 1994 -- 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 SIGN IF I CANT CHANGES : The GUIDE Greater Understanding Ihrough Intervention, Diversion, & Education) Program has increase1 accommodate increased service demands. 75 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 auditlinventory. 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. SIGN I Fl CANT CHANGES : None. 76 4 1 I I I I 1 I I 1 I I I 1; I I I I 77 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT: POLICE ACCT NO. OC MAINTENANCE OPERATION WORK PROGRAM: Provide support to the Police Department in the form of training, automated systems coordination and pt a recruitment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Traininq 8, Personnel: Coordinate all department 1. Increased on-site training to be cc training, recruit new employees, organize testing through use of satellite andl inteiractive vi programs and conduct P.O.S.T. mandated pre- formats. employment investigations. 2. Recruit personnel to maintain staffing lev Information Svstems: department's automated programs such as CAD, 1. Develop and upgrade program for tl ARJIS, and the microcomputer network. system and the microcomputer network. Maintain and develop the SIGNIFICANT CHANGES: None. PROGRAM: D.A.R.E. FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2141 MA1 NTENANCE OP ERATl ON CAPITAL OUTLAY 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. Cornmunitv 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. 713 I 1 1 I I I 1 a 1 I I 1 I 1 II E II 79 PROGRAM: D.A.R.E. FUND: ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. 1 MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted I to experiment with drugs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Student Education: Provide drug abuse prevention 1. Reach 3,000 - 4,000 students per yt instruction to all Carlsbad Unified School District elementary schools, 1 junior hiigh schoc schools including elementary, junior high and high schools. Community Education: Assist schools and parents 1. Attend parent-teacher meetings, with drug abuse prevention programs. workshops for parents and teache participate in various community anc activities. high school. SIGNIFICANT CHANGES: None. PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2142 MAINTENANCE OPERATION CAPITAL OUTLAY 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 SIGNIFICANT CHANGES: None. 80 I I I 1 1 I 1: I I i I 1 8 I 1 I I PROGRAM: POLICE RECORDS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 0 MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Provide processing, filing and maintenance of all department official records. Responsible for data entry ARJlS system and for statewide reporting of crime information. Responsible for public reception, inform< fingerprinting. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:: Records: Process Police records including arrests, I. Number of Reports: crime cases, citations, traffic collisions, and incident reports. 1994 1993 .- 10,116 9,355 - SIGNIFICANT CHANGES: None. 1 81 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: 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. 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. Target community groups including seniors and crime victims for education. Activities include Programs include: SIGNIFICANT CHANGES: Maintenance and Operation expenses include the estimated payment to an alarm management company. The City receives offsetting alarm fee revenues. 82 I I I I I I 1 I I I I 1 1 4 I PROGRAM: POLICE SCHOOL RESOURCE OFFICERS FUND: ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. 1, MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Maintain order in and around schools to deter crime through enforcement and to create positive interactioi I 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. SIGNIFICANT CHANGES: The School Resource Officers are a new program. Two full-time officers will be assigned) to the La C Carlsbad high schools to maintain order in and around the schools. I II 03 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 OBJECTIVES: Patrol and Traffic: Provide assistance to the patrol and traffic functions as well as other divisions within the department by assignment as transport, cover or working with officers. 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. 84 I 8 I I I I I 1 I I I 8 1 1 1 1 PROGRAM: TRAFFIC FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 0 MAINTENANCE OPERATION WORK PROGRAM: To provide traffic enforcement as a means of reducing collisions and hazardous violations in the b commu provide accident investigation and traffic safety programs to make the streets and highways safer. I PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1994 - 19< - 1993 -- Enforcement Profile: Maintain a high profile of 1. Total Collisions: traffic enforcement in order to reduce traffic collisions Citywide. Accident Investiqation: Conduct accident investiga- accidents in order to provide targeted traffic enforce- ment. 2. Hit and Run Cases Cleared: 777 715 7 1. Number of Hit and Run Iiivestig i3 t Ions: tions to document location, time, and cause of traffic 76 119 I 95% 95% 9 SIGNIFICANT CHANGES: I None. I 85 PROGRAM: VARlO US FUND: ASSET FORFEITURE DEPARTMENT: POLICE ACCT NO. 121 -VARIOUS MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be used to supplant existing budgets. Increase in maintenance and operation includes additional $25,000 for Vice/Narcotics "Buy Fund and $10,000 for upgrades to ARJIS software. Capital outlay detailed further in appendix. 86 I I I I I 1 I 1 i I I I I 1 I I I 87 PROGRAM: FIRE FUND: GENERAL DEPARTMENT: FIRE sun MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: To maintain a high and safe level of Fire and Paramedic services, maintain the highest standards for c service and responsiveness, provide educational opportunities to the public and provide equipmeint and tr department personnel that will enhance their safety as well as the services provided to the public. I PROGRAM ACTIVITIES: To accomplish this program, the Fire Department provides a force trained and equipped to provide fire emergency medical, rescue, fire prevention and disaster preparedness and response services. The Fire Dei coordinates with other City departments and external agencies in an effort to optimize the USE: of resa emergency response and disaster planning. 1 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2210 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The administrative division coordinates the overall operation of the Fire Department. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination: Provide program direction and 1. Continue supervisory training seminars for all planning for all divisions. Fire Captains. 2. Facilitate team building programs for all members of the management team. Facilitate the remodeling of fire station one, thus improving employee working conditions. 3. 1. Monitor development under the Growth Management Program toward scheduling the relocation of Fire Stations 3 and 6. Planninq: Provide a planning interface with other City departments and regional agencies in order to facilitate improved fire services. 2. Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response, Joint Powers Authorities. 3. Coordinate departmental information systems. 4. Participate in regional planning activities. SIGNIFICANT CHANGES: None. 88 I 1 I 1 1 I I I I i I I 1 1 1 1 PROGRAM: FIRE SUPPRESSION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. O( MAINTENANCE OPERATION WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properl) I personnel. PROGRAM ACTIVITIES: PERFORMANCE OBJEXTIVES: Response Levels: Maintain a high and safe level 1. Maintain fire apparatus, equipment and of safety services throughout the City. at a high level of readiness. Maintain an average response time of 5 or less to Priority 1 fire and medical service. 2. Training: Provide all safety personnel appropriate 1. Provide technical training to all shift pers training in order to enhance their personal safety as well as enhancing the services provided to the citizens. 1. Continue to develop and review a monthly basis. operating procedures ccinforrning to safety guidelines. Service: Operations personnel will maintain a 2. Engine companies to participate in pub1 tion programs, special community ev positive community profile of service, fri'endliness, code enforcement inspections on ai and responsiveness. I basis. SIGNIFICANT CHANGES: Funding is included to purchase uniforms and personal protective equipment for a reserve firefighter prograi I 89 PROGRAM: FIRE PREVENTION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2230 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Manage the potential for fire loss in the community through fire code enforcement and public education activities which increase citizen awareness of fire and life safety practices. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Enforcement and Engineering: Provide code 1. Provide training and administrative support for enforcement occupancy inspections in existing public buildings and those under construction. engine company code enforcement agency. Conduct fire inspections in all city buildings and high-risk occupancies annually. 2. 3. Perform code compliance reviews on an anticipated 700 construction plan submittals.. Perform 1,000 new construction and follow-up inspections. 4. Education: Conduct and participate in informative 1. Conduct fire safety education programs for 2nd programs for the general public on disaster and 4th grades in all schools within the city, preparedness and fire safety. public and private. Provide community safety educational programs which foster self-help and reliance in preparing for and in the handling of emergencies. Provide fire safety education programs during fire prevention week and at various community events. 2. 3. SIGNIFICANT CHANGES: Due to the staff reorganization, the Fire Marshal will assume the functional responsibilities of the Disaster Preparedness Program. 90 I 1 I I 8 1 I I 1 I I I I i I I I 91 PROGRAM: EMERGENCY MEDICAL SERVICES FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 01 MAINTENANCE OPERATION I ITA1 OUTLAY WORK PROGRAM: Provide paramedic level emergency medical care to the City, meeting or exceeding the guidelines of S I County agencies. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVIES: Response Levels: Maintain a high and safe level of 1. Provide paramedic service meeting safety services throughout the City. Diego County criteria for paramedic level Training: Provide all safety personnel appropriate I. Audit paramedic requirements set by S training in order to enhance their personal safety while also enhancing the services provided to the citizens. 2. Provide technical training to all1 person County regulatory agencies quarterly. monthly basis. Operate a Quality Improviemerit Progra medical calls for service. 3. SIGNIFICANT CHANGES: Proposes changing to an engine-based paramedic delivery system rather than the current ambulance-bas1 Intensive Care (MICU) Advanced Life Support (ALS) delivery system. PROGRAM: WEED ABATEMENT FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001 -2250 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of an selective abatement program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 1. 2. 3. Select 900-1 I00 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 June and July. 3. Manage contractor performance and payment system. Obtain City Council approval to place abatement costs onto individuals property tax roll in July. Submit charges to county auditor for recovery by property tax billing by August. 4. 5. SIGNIFICANT CHANGES: None. 92 I B I 1 I I 1 I I I I I I I 1 I I PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 0 MAINTENANCE OPERATION WORK PROGMM: To exercise and improve coordination plans that enable Carlsbad to effectively utilize it's resoiirces in respo and recovering from natural or manmade disasters. I PROGRAM ACTIVITIES: PERFORMANCE OBJEXTIVES: Traininq and Education: Conduct classroom and 1. Conduct training and exercises w simulation training sessions for all key City staff Emergency Operations Center staff on members. plan elements. Inter-Aqency Planning: Continue the involvement of other agencies in the planning process providing coordination with city plans. SIGNIFICANT CHANGES: None. I 93 c L d I 3 3 3 3 1 I 1 3 1 1 1 1 1 1 1 1 3 COMMUNITYDEVELOPMENT I I I I 1 I 1 I I I I 1 I 1 a 1 I R I 95 PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS DEPARTMENT: VARIOUS S MA1 NTENANCE OPERATION CAPITAL OUTLAY PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001 -301 0 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 OBJECTIVES: 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. Communication: 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. SIGNIFICANT CHANGES: None. 96 I I I I I I I I 1 I I I I I I t I I I 97 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Continue to maintain the Geographic Information System (GIS) data base, and appropriaie data layers, F City departments with geographic information processing services, and provide direct ixcess to thc Community Development staff. PROGRAM ACTlVlTl ES : PERFORMANCE OBJECTIVES: System Development: Continue to work with user 1. Meet on a regular basis with C departments to determine and plan out the use of the Committee to develop requirements GIS for more effective and efficient use of geographic users. Disseminate information on GIS data. and acquire information on user need direct contact with department staff. Database Development: Add the following data 1. Complete the automation of all as layers to the GIs: districts, fee benefit areas and the boui 1) Administrative unit data to the GIS database, CFD No. 1. including CFD boundaries, fee benefit areas,. assessment districts. 2. Complete the automation of all majc 2) Various natural resource information including courses and drainage basins in1 the City stream courses and drainage basins. 3) Sewer and water facility date from the Carlsbad 3. Complete the acquisition and import Municipal Water District. and water facilities data from the Municipal Water District. Database Maintenance: Maintain the parcel basemap and streetmap for changes in parcel 1. Maintain the parcel and street boundaries andlor assessor parcel numbers and basemap to reflect all clhanges streets. ownership, parcel subdivsionlslplits. 2. Maintain the vegetation lbaseimap to changes to the natural land coi developmenffmitigation mi, 'asures. SIGNIFICANT CHANGES: None. PROGRAM: ECONOMIC DEVELOPMENT FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001 -3030 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Plan, organize and direct, and coordinate implementation of the City's comprehensive Economic Development Program. Develop and evaluate economic development programs which attract new industry, business and investments to the City. Assist existing businesses and industry with growth and expansion needs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Strategic Plan: Develop and implement a five year 1. Make advisory recommendations to the City strategic plan in accordance with City policies. Council regarding implementation of the Economic Development Strategic Plan. Provide recommendations, as necessary, to the City Council regarding policy issues which affect business growth and development. 2. Communication: Establish and maintain 1. Conduct Carlsbad Industrial Roundtable Forums. communication and cooperative relationships with business leaders, potential developers, organizations, 2. Present information on the City's Economic private and public agencies, and the general public to Development Strategic Plan and programs to a promote and facilitate the implementation and variety of individuals and groups. execution of the Economic Development Strategic Plan. 3. Work closely with the brokerage community, the Chamber of Commerce, the San Diego Economic Development Corporation and other groups to enlist support, resolve issues, plan, coordinate and promote economic development in the City. 4. Facilitate communication between City department, business, and private industry to promote business opportunities in the City and assist in expediting projects. SIGNIFICANT CHANGES: None. 98 I I I I I I I I I I 1 I I I I 1 I I I 99 PROGRAM: ENGINEERING FUND: GENERAL DEPARTMENT: ENGINEERING ACCT NO MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The Engineering Division provides engineering services to the public and other City departments by prep processing design and construction documents. The department is also responsible for ensuring that develor public improvements are properly designed and constructed without jeopardizing public safety or the well be community. City Council Goals and Objectives: The Engineering department budget has been structured lo provide the needed to achieve the goals and objectives set forth by the City Council. These goals and objectives w'ill be acc through ongoing programs to maximize customer service, ensure quality projects, and foster ecoriornic developme PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 1. Maintain review process to ensure all ma ADMINISTRATION Coordination Function: Coordinate and direct all objectives are completed within establi! divisions to ensure accomplishment of City Council frame. Goals and Objectives. Administrative and Clerical Support Function: Provide administrative and clerical support to all other divisions. timely manner. Management Reportinn System Function: Ensures that Management Reporting System is accurately 1. Develop reporting systerns for managing maintained and generates all reports on schedule. setting fee schedules anld developme processing. Record Keeping Function: Provides accurate records filed in a standardized and efficient manner. Review and revise filing procedures. DEVELOPMENT Complete 65% of land use reviews withii Provides Land Use Development Review: comprehensive engineering input to the Planning (14) days of assignment. Complete land i Department for all Land Use Development applications conditions for 90% of all PIP applicatic within statutory time limits and divisional goals. thirty (30) days of submittal of complete ap Engineering Plancheck: Process all engineering 1. Complete 90% of 1'' checks within thirty ( development plans and maps in a professional manner Complete 90% of all other checks withii maintaining high quality and meeting production goals. (14) days. Complete 90% of In cI economic development projects within t (21) days. Complete 90% of ,all other development planchecks within ten (' 1. Continue to provide services in an acc 1. 1. (continued) PROGRAM: ENGINEERING PAGE TWO FUND: GENERAL DEPARTMENT: ENGINEERING ACCT NO. 001-3110 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Developmental Services: Ensures all Engineering 1. Retum all phone messages within 24 hours. questions related to land development are answered in a Provide complete engineering coverage of front timely and friendly manner. counter and make initial contact with all citizen/ customers within 5 minutes of their arrival. TRANSPORTATION AND CAPITAL PROJECTS Investiqations: Reviews, analyzes and reports on a 1. Complete investigations within a timely manner (2-4 wide variety of traffic issues, concerns, complaints and weeks). Follow up on recommendations by issuing inquiries. work orders, proposals for CIP consideration or developer obligations. Continuing Operations: Maintains up-to-date records 1. Update speed surveys prior to expiration and in of collision reports, speed surveys, traffic counts and accordance with vehicle code; log, pin and file assists in maintaining optimum traffic signal operations. collision reports within two weeks of receiving them; conduct traffic counts on an as-needed basis; and respond to traffic signal problems on a same-day basis. Project Reviews: Reviews traffic control plans, signing and stripping plans and traffic signal plans. Reviews Complete reviews in a timely manner to maintain project submittals for good transportation planning department goals for plancheck services. Provide concepts. Provides inter-department coordination on immediate response to inter-department needs and various issues on an as-needed basis. Coordination: Coordinates the design, construction, and inspection of the City's Capital Improvement 1. Thoroughly and efficiently scope all capital projects. Program. Provides safe, efficient, and economical Direct the design and construction of public inspection services for all projects within the City through projects. Provide support and assistance to clients a combined and comprehensive inspection program. and City departments through a coordinated Capital Program. Construction 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. 1. concerns. 1. Complete inspections in a timely manner. SIGNIFICANT CHANGES: Four positions will remain unfunded in this budget and include Principal Civil 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). 100 I I I I 1 I 1 I 1 R I I I I 1 I PROGRAM: PLANNING COMMISSION FUND: GENERAL DEPARTMENT: PLANNING ACCT NO. MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Advise the City Council on all matters relating to land use, growth management, and implementation of General Plan. PROGRAM ACTIVITIES: PERFORMANCE OBJEC'TIVES: Implementation of the General Plan: Review all 1. Make advisory recommendations to development projects and long-range planning Council regarding implementation and programs for compliance with the General Plan. I of the General Plan. 2. When needed, provide recommendatic Council regarding policy issues that ai range planning for the City. Review of Development Projects: Review and 1. Provide timely recommendations to approveldeny development projects brought before Council when the Planning Depart1 Commission, in compliance with all City zoning, sub- completed its review of a (development division and environmental ordinances. Provide compliance with the General Plan and i recommendations to the City Council on projects subdivision and environmental ordinanc requiring Council approval. Provide a forum for public input into the development projects. 2. 3. Provide clear, concise findings to Council to support the recomimendatic Commission. Implementation of Growth Manaaement Plan: 1. Provide reports to the City Council on Review projects for compliance with Growth Facilities Management Plans; once Management Plan. completed detailed review. 2. Review annual Capital Improvement (CIP) for consistency witlh Growth Ma Plan. SIGNIFICANT CHANGES: I None. I 101 PROGRAM: LAND USE PLANNING FUND: GENERAL DEPARTMENT: PLANNING ACCT NO. 001-3230 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Implement the goals and policies of the City’s General Plan and ensure that all development projects comply with all City zoning, subdivision, environmental ordinances and the Growth Management ordinance. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implementation of General Plan: Ensure that all 1. Implement programs contained in the Updated new planning programs and development projects General Plan. comply with the General Plan. 2. Prepare annual report regarding progress in implementing General Plan. Review of DeveloDment Projects: Provide 1. Ensure timely processing/review of projects in technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all development 2. Continue to review project processing proce- proposals with the City’s zoning, subdivision and dures to establish more efficient systems. environmental ordinances. Update development standards as needed. Policy Review: Provide advice to the City Council and Planning Commission regarding all policy matters relating to land use and long-range planning in the 2. Continue to address issues related to City. Provide staff support to citizens’ committees and task forces as directed. the City. 1. Continue processing projects within the Carlsbad Ranch Specific Plan. endangered specieslhabitat management. 1. Provide on going support to the Growth Implementation of Growth Manaqement Plan: Management Division for technical review of all Provide assistance to the Growth Management Local Facilities Management Plans. Division in ensuring that all development complies with the performance standards of the Growth 2. Assist in on-going monitoring activities for Management Plan. Growth Management. SIGNIFICANT CHANGES: None. 7 02 I I I I I I 1 I 1 It I 1 1 D 1 1 PROGRAM: GROWTH MANAGEMENTlHABlTAT MANAGEMEINT FUND: GENERAL DEPARTMENT: COMMUNIN DEVELOPMENT ACCT NO. MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: 1 Implement, monitor and update the City's Growth Management Program. PROGRAM ACTIVITIES: PERFORMANCE OWJEC'TIVES: Preparation and Implementation of Local 1. Review and process Local Facilities Manaiqernent Plans: Work with other City Management Plans for Zone!; IO, 17 Departments, property owners and their consultants when property owners are ready to proc to complete the Local Facilities Management Plans for those zones where a plan has not been adopted and to implement the provisions of adopted plans, including Financing Plans and amendments where necessary. Monitoring: Monitor the growth activity in the City and assess the impacts on public facilities for each of the eleven public facilities. Coordination with Finance Department: Work with Finance Department on Mello-Roos District, Zone Financing Plans, Fiscal Impact of the General Plan, and the Capital Improvement Program. Public Information: Provide Growth Management information to the public and staff. 1. Distribute monthly status report. 1. Process Financing Plans for ;!ones 14 18 when property owners are ready to F 1. Meet regularly with Planning and En staff to answer questions; on implemei Growth Management requirements. Initiate Federalistate permitting for mun course. 1. Inter-Citv Departments Work with other City departments to facilitate the most cost efficient mitigation for habitat impacts of City capital projects. 2. Provide technical support to En department in permitting for Cannc Reaches 1 and 2. Adopt formal guidelines for processin permits for coastal sage scrub. Coordinate processing of 4(d) permits f projects in accordance with adopted gui I. Compliance: Assist property owners in complying with Federal and State permit requirements. 2. 1 I 103 PROGRAM: GROWTH MANAGEMENTIHABITAT MANAGEMENT Page Two FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3240 SIGNIFICANT CHANGES: The program has been renamed Growth ManagementlHabitat 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. 104 I I I I I I I 1 1 k I I I I I I PROGRAM: HISTORIC PRESERVATION FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. MAINTENANCE OPERATION WORK PROGRAM: To provide for the protection, preservation, recognition and enhancement of the City’s existing and c I heritage. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Historic Preservation Education: Participate in and 1. Continue to distribute the info promote public education pertaining to historic areas and sites. preservation brochure. Develop community activities and pro! promote historic preservatiion. 2. Plaque Proqram: Recognize historic sites by 1. The Historic Preservation Commiss identifying various sites with numbered plaques that evaluate criteria for identiiicatkm of histl will eventually be part of a historical tour. to be considered for the plaque program Review of Environmental Documents: Review the 1. The Historic Preservation Commission \i EIR Cultural Resource Reports. an advisory capacity to staff in the r development plans affecting historic rl as required by CEQA. SIGN I Fl CANT CHANGES : 1 None. 1 105 PROGRAM: BUILDING INSPECTION FUND: GENERAL DEPARTMENT: BUILDING INSPECTION ACCT NO. 001-3610 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Fulfill City Council Goal VIII: To maintain safe City standards by improving the overall quality of field inspection and project processing. And to provide support to the public through timely response to citizen inquires, issuing building permits, providing plan check services, and enforcing City Codes and ordinances. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Building Services: Ensure all building related 1. Answer all phone inquiries within 24 hours. questions are answered in a timely and pleasant manner. Process all plans, maintaining a superior 2. Provide cross-training for field inspectors and quality review. Issue all building permits. front office personnel to improve technical expertise at the counter and flexibility for counter staff coverage. 3. Maintain Building Department coverage of the front counter at all times. Respond to citizen inquiries as they occur. Continue to provide development assistance to new and expanding businesses through the City's Business Assistance Program. Continue to review processing procedures and front counter operations to improve efficiency and customer service, and quality control. 4. 5. 6. Building Inspection: Provide field inspection and 1. Provide "next day" building inspections. code enforcement for all building construction and non-conforming uses. 2. Conduct field inspections of all construction projects to ensure compliance with the City's adopted Codes. Respond to citizen inquiries in a timely manner. Provide opportunities for inspection personnel to attend training seminars. Continue to improve Code Enforcement tracking system. 3. 4. 5. SIGNIFICANT CHANGES: None. 106 LIBMY G CULTUE - I I I I 1 I I 1 1 1 1 1 I 1 1 I 1 PROGRAM: FUND: VARIOUS DEPARTMENT: LIBRARY st LI BRA RY/C U LTU RE MAINTENANCE OPERATION 1 CAPITAL OUTLAY WORK PROGRAM: The Carlsbad City Library provides educational, informational, and recreational services for all community ri provides both print and non-print resources that respond to the interests and needs of a diverse population; convenient access and adequate space for users and resources; and promotes a broad awareness of the lit its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learninc pursuit of knowledge. I 107 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4010 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide leadership for the library and its nine divisions; plan for the growth of resources and facilities; manage all budget and fiscal matters; and coordinate relations with local and State government, the Library Board, the Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Budget Preparation: Prepare department budget; 1. Monitor and distrubute account balances to all process invoices, warrants and requisitions; monitor division. expenditures; maintain fiscal records. Refine automated fund accounting and on-order information. 2. Strateclic Planning: Continue strategic planning 1. Develop detailed action plans for strategic process to meet library’s long-range goals through the year 2000. Community Relations: Manage programs, exhibits, 1. Work closely with local media to promote the graphic arts, and all external public relations. library. Sponsor at least one adult program and two exhibits per month. Produce flyers, newsletters, and other graphics for the library and other City departments. In cooperation with the Friends of the Library, raise at least $25,000 through book and magazine sales. 1. Prepare detailed monthly statistics on library use. 2. Write annual reports for State and local use. 3. Manage grants supported by State and local funding. objectives. 2. 3. 4. Reports and Grants: Handle grants and reports at local and State levels. Internal Manaqement: Provide leadership for the 1. Supervise the library’s 9 division. library’s divisions and for the Cultural Arts office. 2. Manage facilities and resources. 3. Develop policies and procedures for all library operations. SIGNIFICANT CHANGES: None. 108 I 1 I 1 1 1 1 1 1 I I I I 1 1 I 109 PROGRAM: ADULT SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACGT NO. t MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Librarians assist the public with information needs, provide instruction in the use of resources and perform for local business, government, and the public. Clerks help the public with check out and check in of library materials, registration of borrowers; sending res over due notices. Pages sort and shelve books, straighten stacks, service book drops. I I PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 'I 994-95 - --- -- Reference Services: Respond to in-person and telephoned reference questions; provide library 1. Reference Questions: 75,345 79,1344 88,310 instruction classes and tours; select new and replacement materials; give book talks for community groups. NIA NIA 56 Interlibrary Loan: Send to and receive from other 1. Interlibrary Loans: libraries requests for books, microfilm, and photo- 1,720 1,457 1,527 copies. 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 JournaVSun and The North County Times, Carfsbad 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 *Did not offer fee-based searching in I! use of self-service computer data bases. Continue to 220 375* 343 1. Circulation totals: 763,662 800,4'11 821,02E 1. New registrations: PROGRAM: ADULT SERVICES Page Two FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001 -4022 PERFORMANCE OBJECTIVE: 1. 2. 3. 4. 5. Update CD-Rorn 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. SIGN IF ICANT CHANGES : Circulation and Reference merged into new Adult Services Division. 110 I I 1 1 I I I I I 1 1 1 I I I I I 1 111 PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 1 MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: The Genealogy/Local History Division provides information service, instructional assistance, and research to the public. The Division Head manages the selection, classification, and organization of a collection c volumes. It is a collection of excellence that draws researchers from all over Southern California. PROGRAM ACTIVITIES: PERFORMANCE OBJEICTIVES: General Reference Services: Respond to in-person 1. Register 11,000 researcheTs. and telephone reference requests; provide library instruction and tours; give talks to visiting Southern Ca I iforn ia groups . 2. Process 15,000 inquiries. 3. Plan and hold orientations for visiting gra Coordination with NSDCGS: The North San Diego 1. Develop bi-monthly training classes for b 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 rnajor fund raisei 3. Advise a NSDCGS committee on self materials for proper collection dsvelopmf SIGN I Fl CANT CHANGES : None. PROGRAM: CENTRO DE INFORMACION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001 -4024 MAINTENANCE OPERATION WORK PROGRAM: The Centro de Informacion meets the information needs of Spanish-speaking adults and children, especially in Barrio Carlsbad. Bilingual staff introduce neighborhood residents to library services, which include print and non- print Spanish-language and bilingual materials, educational programming for adults and children, and information and referral services. The Centro de lnformacion staff are actively involved in the community and work in partnership with schools and other community agencies to enable Spanish-speakers to become active and successful participants in this society. The Centro de lnformacion contributes to the following Council Goals: Goal II - Goal V - Provide public online access to the library’s automated catalog at the Centro. The Centro will present at least one adult and four children’s bilingual programs per month. Centro staff will visit adult schools at least quarterly. Conduct at least 20 school class tours per school year at the Main, Branch, and Centro. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 1994-95 Outreach: The Centro de Informacion is an active partner in community activities and offers a 1. Individual Patron Visits: welcoming and culturally sensitive environment that enables Spanish-speaking residents to make use of public library services. Proqramming: The Centro de Informacion responds to community information and educational needs by 2,452 4,199 4,391 providing a variety of adult and children’s programs and providing a site for neighborhood group meetings. 10,138 17,761 23,021 1. Program Attendance: SIGNIFICANT CHANGES: None. 112 I 1 I I I 1 I 1 I I I I I I I 1 PROGRAM: FUND: GENERAL CHILDREN'S S E RVlC ES DEPARTMENT: LIBRARY ACCT NO. I MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: The Children's Library serves children from preschool through Senior High and introduces young peop wonders of reading. The Division provides reference and reader's advisory services library skills classc tours, reading incentive programs, and activities that educate or encourage creativity. The Division als teachers and adult students in education, child development and children's literature. PROGRAM ACTIVITIES: WORKLOAD MEASWR!ES: 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. Collection Development: Select new materials, both print and non-print, and provide collection maintenance and stack organization. There has been an increasingly heavy demand on collection activities due to limited hours and closures at other libraries. Program Activities: Includes Summer Reading 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 pr experiences. 2. Present at least 12 children's progr I. Reference Questions: 21,120 22,%9:3 24,034 1. Children's Circulation: 230,034 232,93!3 221,552 1. Program Attendance: 7,511 8,945 9,505 PERFORMANCE OBJECTIVES: at least once a year. month. 1 SIGNIFICANT CHANGES: None. I 113 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001 4040 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Technical Services Division catalogs and prepares library materials for public use; maintains the library's online database; and manages the library's automated circulation system, online catalog, and related automated operations. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 1995-96 --- Processing: Catalogs and processes both purchased items and gifts. Repairs damaged 1. Items Cataloged and Processed: materials and arranges for binding and rebinding. 16,903 17,567 17,270 2. Items Handled Binding: 2,277 2,346 1,911 1. Items Added to Database: Database Maintenance: Adds new items to the online database and deletes information for lost or discarded materials. 16,903 17,567 17,270 2. Items Withdrawn: 12,941 10,507 9,974 PERFORMANCE OBJECTIVES: Circulation System and Online Catalog: Operates the library's INLEX 3000 System, including all software related activities, writes instructions, and trains staff on new features. 1. To ensure system availability (up time) at least 99% of hours the library is open. 2. To conduct two training sessions for staff following INLEX software updates. SIGNIFICANT CHANGES: None. 114 I 1 I 1 I I 1 I I I I I I 1 i 1 1 PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIC)I\IS FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. ( MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and m materials budgets. Order and receive all print and non-print materials. The activities and performance objectives of the Collection Development and Acquisitions departments rela Council Goal IV: Support regional park, recreation, library, and cultural facilities and services. 1 PROGRAM ACTIVITIES: PERFORMANCE 0B.JECTIVES: Planning: Develop plans for the collection of 1. Review and update 'the library's c materials. development profiles. Budaeting: Prepare division and library-wide 1. Track material accounts by major subjec materials budgets; monitor expenditures for department and materials. Coordinate Selection of Materials: Coordinate selection and ordering of print and non-print materials. SIGNIFICANT CHANGES: 2. Track vendor discounts. 1. Coordinate selection and ordering of 10,000 new print and non-print rnaterials 1 None. 115 PROGRAM: MEDIA SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4052 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Media Services provides a wide range of professional media production services in support of the library as well as all City departments and their communications needs. Services include photographic, video, audio, publication illustration, sync-slide shows, and developing and maintaining locally relevant stock image collections. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Public Information Media: Produce City related 1. Produce at least 150 media projects in 1996-97. photographic, video, and audio information for distribution to newspapers, magazines, local publications, radio, N stations. Image Research i3 Development: Develop and 1. Maintain and update a data-based image system maintain a fully indexed City image retrieval and for 27,000 slides and 7,000 prints. storage system for slides, prints, negatives, video, and audio. 2. Research input image index data and automated systems for storage and retrieval. 1. Create at least 150 City related media Media Production Development: Provide audio, productions in support of City goals and video, and photographic media services for the objectives. preservation and documentation of such locally significant information as oral history, historical 2. Participate in local and regional civic photosldocuments, and exhibits of special City organizations for the purpose of generating activities. media productions. Reference Support: Help fill in for vacant reference position. 1. Provide over 10 hours per week of support for reference desk at branch, and other library related duties. S IG NI Fl CANT CHANG ES : Phase I of capital outlay purchase to enable migration toward digital photo imaging storage and retrieval system. 116 I 1 I 1 I I I I I I I I I I I I I PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. MAINTENANCE QPERATION CAPITAL OUTLAY WORK PROGRAM: Council Goal II: Proved a variety of quality recreational programs and facilities, within its fiscal1 resourc Carlsbad residents and other participants. The Adult Learning Program is the library's adult literacy service. The program provides free, multidin learning experiences that enable English-speaking adults to develop basic literary skills for independen learning and decision making. The program provides literary services that support positive self-esteem application of new literacy skills in daily life, at work, and in the community. PROGRAM ACTIVITIES: WORKLOAD MEASLIRES:: 1992-93 1993-94 1995-96 - -- .- Individual Assessment and Planning: The pro- I. Learners Assessed for Skills at Entry: gram conducts a thorough assessment of each adult learner's literacy skills and develops an appropriate 72 68 69 I individual learning plan. 1. Matches of Learners with lutors (one-to. 1 06 82 139 Literacy Skill Development: The program provides a variety of learning experiences including one-to-one tutoring, computer-assisted instruction, and small- 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 Instruciing: 1 36 13:3 134 128 113 97 4. Instructional Hours Completed: 4,847 4,50!5 4,985 SIGNIFICANT CHANGES: I None. 117 PROGRAM: LA COSTA BRANCH FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4070 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The Branch Library provides services for South Carlsbad. These services include print and non-print materials, reference services, special programs for children and monthly changes in exhibits and displays. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1992-93 1993-94 1995-96 --- I. Reference Questions: Reference: Assist patrons in using the library, answer reference questions, reserve specific titles 28,354 27,137 26,545 and request materials from other libraries. Circulation: Circulate print and non-print materials 1. Circulation: to children and adults, handle patron registration, 235,473 237,334 262,926 collect fees and fines and track overdue items. Collection Development: Evaluate the Branch collection, select print and non-print materials. 1. Total Items in Collection: 41,449 43,903 49,619 Programming: Plan, schedule and develop 1. Program Attendance: programs for children. Conduct classroom visits and tours. 571 871 2,525 Library Management: Manage Branch Library, staff, PERFORMANCE OBJECTIVES: volunteers, collection, and facility. Maintain awareness of community. 1. Schedule and supervise staff. 2. 3. Hire and train new staff. Prepare monthly narrative and non-print media collection. 4. Actively maintain a current topical print and non- print media collection. Maintain a safe and efficient facility. 5. 6. Survey the needs of and interact with the members of the community. SIGNIFICANT CHANGES: None. 118 PROGRAM: CULTURAL ARTS FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. OC I 1 I I 1 I I I 1 I 1 I I I I I 1 I 119 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Implement the goals and policies of the City Council and General Plan to plan, develop and promote the performing arts and create a climate which encourages cultural and artistic development in Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Implement Arts Proarams: 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 invenitory - Temporary exhibit cd lo~al artist's 1-5 corridor - IandscapeMesign co Develop sculpture garden at 2955 5 - Barrio Streetscape 2. Provide educational opportunities ai Visiting Artists Series (two artists/ in community residencies) Provide arts programming in the : when possible Four week artdreading summer c events for all citizens: - - Festejando a las Madrecitas - - 3. Continue performing arts programming: - Jazz concerts (nine conc:erts in th quadrants) - One international multicultural fesi 4. Coordinate YES TO ART, Youth at Program. Develop and strengthen the arts organiz: provide cultural opportunities witt' allocations ($1 3,000). Implement and incorporate task force re the Cultural Plan according to the e priorities and available funding. Submit grant applications to State an( funding agencies when applicable an( local funding support for appropriate proje Produce a summer concerts program. 5. Develop Funding Sources: Actively pursue the contribution of gifts and funds for the Arts. 1. 2. 3. (continued) PKUtiKAM: GUL I UKAL AK I3 PAGE TWO 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. 120 I I I I I I I I I I I I I I I I I PROGRAM: SISTER CITY FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 1 MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Program Coordination: Coordinate Sister City Pro- 1. Arrange and conduct visits by one (1) gram. Actively pursues the contribution of funds for Sister City program delegation and others as needed. Coordinate ongoing arts ,and culture e projects. 2. Fund Raising: Actively pursues the contribution of 1. Coordinate committee progranis incluc funds for Sister City Program. raisers, festivals, and scholarship exchz grams and raise funds for suc:h progrz raise funds for such p SIGNIFICANT CHANGES: One-third of the Sister City budget has been incorporated into the Cultural Arts budget to better reflect patterns. I 121 PROGRAM: FUND: STATE GRANT CALIFORNIA LIBRARY SERVl C ES ACT (C LSA) DEPARTMENT: LIBRARY ACCT NO. 180-8101 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Projected reimbursements and unappropriated carryover from the California State Library to the City for loans of materials to non-residents. Payment is based on a reciprocal usage formula. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Administration: Reimbursements and carryover are used to assist in the cost of library operations. 1. State revenue funds will be used to pay for part of the Branch operating budget as well as to offset General Fund by covering the purchase of all adult fiction and non-fiction, the main library heat and light accounts, and telephones.. SIGNIFICANT CHANGES: The budget has increased by about 10% to match current and projected increases in revenues as well as continued availability of fund balances. 122 I I 1 I I I IC I 1 I I I B I I I 1 PROGRAM: PUBLIC LIBRARY FUND (PLF) FUND: STATE GRANT DEPARTMENT: LIBRARY ACCT NO. MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions prov meet the maintenance of effort requirement (no cuts in general fund support from the previous fiscal year). PROGRAM ACTIVITIES: PERFORMANCE OBJEICTIVES: Grant funds will be used primarily as ( General Fund. Water and bindery accc Various Special Projects 1. 1 offset for 1996-97. SIGNIFICANT CHANGES: None. I 123 PROGRAM: FUND: AV INSURANCE A U D IOVlS UAL INSURANCE DEPARTMENT: LIBRARY ACCT NO. 141-4051 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Special revenue fund to support library audiovisual collection development, replacement and related supplies, processing, and equipment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Collection Development: Evaluate, select, and 1. Select, order, and process at least 2,000 new order new and replacement audiovisual materials. audiovisual materials and at least 800 new videotapes. SIGNIFICANT CHANGES: None. 124 COMMUNITYSER VICES PROGRAM: COMMUNIN SERVICES FUND: VARlO US DEPARTMENT: VARIOUS su 1 I I 1 B I 4 I i I I I I I 1 I MA1 NTENAN CE OPERATI ON CAPITAL OUTLAY WORK PROGRAM: Since the merging of two major departments in 1994 (Parks and Recreation/Senior Prograi UtilitieslMaintenance), the resultant Community Services Department continues to achieve operational SI Although the department's delivery of service to the Carlsbad resident, business owner, commercial indu: tourisVvisitor has remained uninterrupted, it's effectiveness and efficiency continues to mature and improvi an internal organizational perspective, the Community Services Department also strives to work producth other City departments to the end that all customer services provided in Carlsbad meet the highest sta excellence. The operational success of this department comes as a result of it's work programs and ability to con perform program activities and accomplish performance objectives in order to achieve the goals which C: City Council has established for Recreation and Public Works. They are: I GOALS: Recreational Goals: Public Works Goals: 1. Provide a variety of quality recreational programs 1. Provide a high level of rnaintena Maintain safe and efficient circulation a systems. and facilities within fiscal resources to all infrastructure. Carlsbad residents and other participants. Pursue the contribution of gifts and funds for Historical, Senior and RecreationaVOpen Space programs. 3. Promote cost effective solid waste man programs through recycling, source rt cornposting, solid waste transfer, and o traditional programs. 2. 2. 3. Support the acquisitions and development of 4. Continue to provide recreational facilities while 4. Cooperate with other cities and agencit provision of solid waste management ai drain pollution education. Maintain a clean city through the removi regional parks and recreational facilities. encouraging opportunities through partnerships with schools and the business community. 5. t and graffiti. On subsequent pages, detailed information is provided relative to each division's operation, work program, activities, performance objectives, and/or workload measures. These are the means by which the depi goals, as well as those of the City Council, are met. I 125 PKUGKAM: AUMlNlY I'RATION FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -41 10 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Administer operations of the Community Services Department in a manner which focuses upon achieving the established City Cou goals for Public Works and Cultural/Recreational. Accordingly, this Divisions function is to provide guidance, direction, , administrative support for the future planning and current operation of park and recreation facilities, senior facilities and programm street maintenance, solid waste management, City-wide facilities management, fleet operations and assessment funding programs street trees, median maintenance, street lighting and the Buena Vista Channel. Provide staff support to the Parks and Recrea 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 spec project requests and address citizen concerns. 2. Conduct surveys and perform research and statisti analysis on administrative, personnel and operatio 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 completion 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. Budget 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 reveni enhancement opportunities; maintain fiscal records. 3. Coordinate departmental purchases. 4. Maintain self sustaining percentages for recreatior programming. Contract Services: Implement, supervise and coordinate 1. Manage contracts in a timely manner. contractually provided services. 2. Prepare contracts pertaining to community service including refuse collection, recycling, graffiti control, tre trimming, median maintenance, street sweeping, an recreational program classes contracts. (continued) 126 ADMINISTRATION PAGE TWO 1 ;:;;yM: GENERAL DEPARTMENT: COMMUNITY SERVICES ACClr NO. 001 -41 10 PROGRAM ACTIVITIES: PERFORMANCE OBJEECTIVES: I .I I I 1 I I I 1 I I 1 1 1 I Training and Safety: Provide training in work related areas, and motivate employees to enhance their job skills and overall knawledge of department and City-wide activities. 1. Develop a Strategic Plan for the Cor Department. 2. Review and process all training requests 3. Distribute current safety information to er 4. Conduct regular safety meetings and ins 5. Conduct quarterly staff meetings for supt 6. Conduct informational stafr meetings fo minimum of once per year. Park Acquisition and Development: Ensure adequate park 1. Monitor and implement existing park agrc 2. Coordinate park development planr acquisition and development in order to meet the park departments, park development architec performance standards as identified in the Growth and community residents. Management Program. Provide additional park enhancement development projects where appropriate. Coordinate development plans for the PC Coordinate Master Plan process for Carr 3. 4. 1 Maintain Contemporary Park Facilities and Recre- 1. Prepare and present relevant issues foi ationlsenior Programs: the Parks and Recreation (Commis: Commission at monthly meetings. 2. Provide staff support for' Commissioi addressing park and operi space issue and senior programs. Provide staff support for development o course. - 3. Benefit Assessments: Provide administration guidance and 1. Maintain efficient, cost-effective oper direction for all special districts. Assessment Districts. - Street Lighting District - Median Maintenance - Street Tree Maintenance I - Buena Vista Channel Sollid Waste: Support the City Manager's Office in seeking the most cost-effective disposal of refuse. 1. Consistently analyze and evaluate the I means to dispose of solid waste and diversion efforts in meeting AB 939 goal! Frainchise Administration: Maintain the most beneficial 1. To update and improve all City franchise agreements for the City. service and return to the City. S lGNl Fl CANT CHANGES : None. 1 127 PROGRAM: PARK OPERATIONS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4121/4122 MA1 NTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Maintain, preserve and enhance 280+ acres of park facilities, 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 space/undeveloped areas and provide services to other departments 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 leaveddebris, turf sweeping, weeding, cultivation 128 128 133 edging, aerating, reseeding, irrigation programming and equipment maintenance. ment of 92+ acres of turf and 144+ acres of landscap- 75 80 90 2. Landscape Acreage Maintained: 3. Picnic Area: 17 17 19 Bathroom MaintenancelLitter ControllPicnic Area 1. Rest Stations Maintained: Services: Inspect, m 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. CourVFieldflot Lot Maintenance: Maintain 25 tennis courts (21 lighted), 13 basketball courts, 16 soccer fields, and 23 softball/baseball fields. All athletic courts are cleaned/inspected on a bi-weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspections/repairs, and playing surface inspections. In addition, this activity includes bi-weekly maintenance of all tot lots in the City. This includes sand rakinglleveling, sand rototilling and play equipment inspection, repair and the necessary documentation of such actions. 13 separate rest room s (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: 19 19 21 20 22 23 9 9 10 I1 11 12 5. Soccer fields maintained. 11 12 14 128 l I 1 I 8 I I I I 1 I E B I 1 I I PROGRAM: PARK OPERATIONS PAG FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACC'T NOI. 0014: PROGRAM ACTIVITIES: WORKLOAD MEASURIES: irrigation systems of City facilities. This includes 85 87' 93 e Irrigation Maintenance: Maintain all landscape 1. Irrigation measuresho. of omtrollers: programming over 93 different controllers with over 1,240 valves. Duties include replacement, repair 1,066 1,100 124 trouble shooting and now data entrylprogramming 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. Miscellaneous MaintenancelRepair and Special Request: These activities, which are difficult to rnea- 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 the community for turf installation, sculpture installations, various redevelopment requests and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities. 2. Irrigation measuresho. of valves: SIGNIFICANT CHANGES: Includes funding for: 0 0 0 0 0 the on-going maintenance of Poinsettia Park; upgraded maintenance in the downtown area; landscape maintenance for the newly improved bridgeloff ramp at 1-5 and Poinsettia; tennislbasketball court maintenance program (including resurfacing 8 tennis courts and 2 baske?tball cou upgraded maintenance at the Safety Center; and revisions to the Stagecoach Park Streambedlpond. 1 129 PROGRAM: RECREATION OPERATIONS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4131 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 1994-95 1995-96 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. 1. Reservations Processed: 2. Number of Facility Users: 3. Revenue: 2,910 2,870 2,800 589,230 590,000 622,000 $83,820 $81,500 $90,700 1. Number of Fields Maintained: : The Recreation res, 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. 27 26 26 SIGN I FI CAN T CHANGES : None. 130 I PROGRAM: RECREATION FEE SUPPORTED I FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-413 WORK PROGRAM: The Recreation Fee Supported budget section provides comprehensive opportunities for meeting this needs and i community through fee-supported programs on a 60% self-sustaining basis. I 1 I I 8 I B 1 I I 1 WORKLOAD MEASURES: Esi B PROGRAM ACTIVITIES: 1993-94: 1994-95 Instructional Classes: Provides year round classes for all Enrichment Classes: ages, pre-school to seniors, taught by qualified contract # conducted 1,130 1,175 instructors at various sites in Carlsbad. # enrolled 13,400 11,516 Claytrippers: Offers both one day and multi-day trips for Daytrippers: enjoy social and cultural events in Southern California. # participants 1,270 €114 adults. A trained Tour Guide assists those on the trip to # trips conducted 37 32 Sports Programs: Provides a variety of seasonal sports, Youth SportslCamps softball, basketball, track and field, and volleyball. # participants 1,500 'I ,760 c:oaching, and competition including adult slow-pitch #teams 80 90 # spectators 11,200 'I 1,500 Adult Sports: #teams 288 265 # participants 4,340 3,291 # spectators 30,000 27,000 Special Events/AfterSchool Proarams: Offers a variety Special Events: of special events for youth, teens and adults including # events 20 'I 7 Easter Egg Hunts, Halloween Carnivals, Triathlon, camps, # participants 10,260 1 1,900 ;and golf clinics. The "Stay N' Play," an after-school special activities program, is conducted at Pine School. Volunteers # volunteers 61 0 I530 are included in a high percentage of Recreation Division # hours 6,050 6,200 programs including youth basketball, Triathlon and special events. Community Volunteers: (continued) I 131 PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -41 32 SIGNIFICANT IMPACT: Includes funding for the operation of adult softball and soccer at Poinsettia Park. Team registration fees will offset the expenses The Summer Arts Camp is included, with tuition revenue equal to expenses. Additional funding of $10,970 is included fc gymnasium attendants at Stagecoach and Calavera Community Center gymnasiums. The part time gym attendants increase thl hourly FTE positions by 0.75. 132 8 PROGRAM: RECREATION - AQUATICS DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -41 33 B FUND: GENERAL MAINTENANCE OPERATION WORK PROGRAM: I I I E 1 I I B 1 1 1 I Aquatics provides for the operation of an attractive and safe Swim Complex that offers a comprehensive progrz competition, and recreational swimming on 50% self-sustaining basis. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 ~ -- Lessonsnraining: Provide instruction in swimming skills for all ages and abilities; provide education and training to the general public and City employees in first-aid, LanelHours : 1,861 1,805 cardiopulmonary resuscitation (CPR), and basic rescue skills; Classes Conducted: 212 224 serve as a North County certificationltraining site for men and women who wish to qualify for employment at Carlsbad Swim -Resident 1,245 T ,370 Complex or similar pools. -Non-Resident 276 208 Furl and Fitness: Provide opportunities for recreational 1. Recreation and Lap Swim: Gmming and fitness lap swimming. 1. Instructional Lessons: Participation: 13,159 12,844 LanelHours: Daily Admissions: Youth 6,686 6,546 Adult 6,563 6,839 Season Pass Admissions 17,899 '18,095 2. AouaX: LanelHours 245 230 Participation 1,444 1,251 Competitive Swim Programs: Provide opportunities for competitive swim instruction and coached workouts for youth and adults as a contract service; coordinate and schedule high LanelHours 4,360 3,776 school use of the pool for boys' and girls' swim teams and Participation 12,601 'I 1,727 water polo activities. 1. Carlsbad Swim Master: 2. North Coast Aquatics: LanelHours 5,173 4,346 Participation 13,959 '12,666 3. Carlsbad H.S. (P.E.. Swim &Water Polo 4. LanelHours 2,602 2,389 5. Participation 6,875 5,260 (continued) I 133 PROGRAM: RECREATION - AQUATICS PAGE TWO DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 -41 33 FUND: GENERAL SIGNIFICANT CHANGES: The service levels and number of facility use hours remain the same as in FY 95-96. Increased supply expenses for annual cost of the sanitizer and pH control chemicals. Additional funding of $9,000 is included to extend the hours operation of the swim complex. The additional funding will open the pool on Sunday’s during the school year for recreat and lap swimming and open the pool for an additional three weeks in December. The additional part time staffing requir to extend the swim complex hours increases the hourly FTE positions by 0.58. 134 RECREATION - AGUA HEDIONDA LAGOON I R I I I I I 1 1 1 I 1 1 1 1 R 1 PROGRAM: FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES Accr NO. oa MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Provides for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minin eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provides a commun link with dispatch during the seasonal heavy use period of six to nine months on the water. I PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 1995 - -. - Permits: Issue annual lagoon use pemits. Venfy and boating traffic and use activity. monitor DMV registration. Observe and document 1. Applications: 440 440 2. Annual Permits: 340 272 3. Daily Permits 81 101 Education and Enforcement: Provide education 1. Patrol Contacts/Observation: regarding boating laws and special conditions on the lagoon. Enforce and ensure compliance with boating 3,390 3,390 and lagoon use laws. Effectively respond to vessel emergencies, accidents or injuries and requests for aid. Revenue: - I6,130 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. I SIGNIFICANT CHANGES: None. 135 PROGRAM: SENIOR PROGRAMS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001 4142 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide a broad range of activities/services designed to address the many needs and varied interest of Carlsbad's older adults. SENIOR PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Personal Assistance: Plan, coordinate and sched- 1. Schedule a no cost/low cost health screening ule activities/services intended to assist Seniors in intended to educate Seniors and detect potential maintaining independent lifestyles. health risks: skin cancer, glaucoma, podiatry, Blood pressure, hearing, etc. Arrange for the ongoing provision of personal management services (legal assistance, tax preparation, insurance counseling, personal counseling, and drivers training). Provide information and referral on other com- munity services and resources available to older adults. Increase Seniors' exposure and knowledge of services/programs which foster their indepen- dence. Offer a minimum of 12 day trips annually to local attractions. Offer a wide variety of opportunities for Seniors with diverse interests (i.e., classes in art, exer- cise, and languages; lectures in financial plan- ning, travel, etc.; and dances, discussion groups, and cards and games). 2. 3. 4. Recreation Opportunities: Plan, coordinate, and schedule a variety of recreational opportunities to address the varied interests of the older population. 1. 2. Social Interaction: Provide an environment and 1. Encourage the development of groups of people opportunity for older people to meet and interact with sharing similar interests (i.e., P. C. Users, books their peers. writing, billiards, and current events. 2. Provide volunteer opportunities where Seniors can provide a service to their community while meeting new people, etc. 136 I I I 1 I 1 I U 1 I I I I 1 I I I 1 1 PROGRAM: SENIOR PROGRAMS PAGE FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0 SENIOR PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Social Interaction: continued. 3. Maintain the open atmosphere of the where people can drop in to chat and hai of coffee. Increase Revenues: Develop a strategy to increase 1. Where feasible, develop a reasona revenues. structure for activitieslprograms pr offered at no cost. Pursue cash donations to Senior Citize Fund” to assist with cost for special eve special equipment. 2. SIGNIFICANT CHANGES: Participation in both the Noon Lunch and Home Meals programs has declined with a resulting decline in d received. This decrease impacts the money that is available to support these programs. The General Fun burdened with costs previously supported in part by the Grant (Le., vehicle maintenance, replacement, etc.). 137 PROGRAM: SENIORS FUND: SENIOR NUTRITION DEPARTMENT: COMMUNITY SERVICES ACCT NO. 181-8118THRU 181-8120 MA1 NTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Contract with the Area Agency on Aging to provide nutrition and transportation assistance to persons 60 years of age and older. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Estimated 1993-94 1994-95 1995-96 --- Noon Lunch: Provide a nutritionally balanced noon I. 1.Hot Meals: lunch for persons 60 years of age or older. 35,396 35,396 32,000 Home Meals: Deliver a hot meal and sandwich to homebound persons 60 years of age or older in Carlsbad. 10,695 12,243 10,800 Transportation: Provide transportation for Carlsbad Seniors to the lunch program, medical appointments, and shopping. 8,000 6,000 6,000 2. Hot Meals: 1 .One Way Trips: SIGNIFICANT CHANGES: Participation in both the Noon Lunch and Home Meals programs has declined with a resulting decline in donations received. This decrease impacts the money that is available to support these programs. The General Fund is now burdened with costs previously supported in part by the Grant (i.e., vehicle maintenance, replacement, etc.). 138 I 1 1 I I U U I I 1 I I I 1 1 U I PROGRAM: SENIOR ACTIVITIES FUND: SENIOR TRUST FUND DEPARTMENT: COMMUNIN SERVICES ACCT NO. 182-921 MA1 NTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Continue to raise funds to support activitieslprograms at the Carlsbad Senior Center. SIG NI FlCANT CHANGES : This is the first year this fund has been included in the budget. It was previously shown as an agency fund. 1 139 PROGRAM: STREET MAINTENANCE FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5110/6210 MA1 NTENANC E OPERATION CAPITAL OUTLAY WORK PROGRAM: The Street Maintenance Division's major program is Street and Roadside Maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to insure safe and efficient circulation and utility systems. (CITY COUNCIL GOALS IIIPUBLIC WORKS) This area of responsibility encompasses a variety of different maintenance activities. categorized into six (6) maintenance programs described below: PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Roadside Maintenance: Roadside Maintenance 1. The County Honor Camp crew will pick up over activities consist of litter pick-up, debris hauling, 300 cubic yards of litter from City right-of-way. sidewalk repair and guardrail maintenance. This program is supervised by City staff (funded by Solid Waste). 2. Continue maintenance and repair of 25,263 lineal feet of guardrail as needed. 3. Recycle concrete and asphalt. 4. Repair 15,000 square feet of curb, gutter and sidewalk (trip hazards) to minimize liability claims (funded by Gas Tax). These activities are Drainaqe System Maintenance: Maintain, clean, 1. Annually schedule the cleaning and maintenance and repair the City's drainage system. of 3,200 catch basins. Work will be completed from August through October to ensure proper flow and run-off during winter storms. Schedule annual cleaning of 20,105 lineal feet of open drainage channel. Work will be scheduled from August through October. 2. Street Sweeping: 1. Sweep 585 curb miles of public roadways Citv Sign Maintenance: Fabricate, install and maintain all traffic street name and special signs throughout the City. Respond to Traffic Engineering throughout the City. work orders and special sign requests. Conduct visual and retro-reflectometer once a year in special order signs. conjunction with the Division's Safety Inspection Program. 3. Timely response to Traffic Engineering work (funded in Gas Tax budget). Maintain and repair, as needed, the 7,000 signs Fabricate and install 600 traffic, street name and 1. 2. orders. (continued) 7 40 PROGRAM: STREET MAINTENANCE PAC I I 1 R I 1 I 1 1 R I 1 I I 1 I FUND: GENERAL 1 DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-51 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 4. Annually conduct visual and reflectivity 1,449 warning and 3,159 regulatory : insure proper and safe signage througl City. City Sign Maintenance (continued): 5. Maintain all traffic control devices u construction, repair and emergencies. Several methods of asphalt repair app are used to apply 4,000 tons of asphalt (funded by Gas Tax): skin patching, u repair, leveling with asphalt, anc 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 I "prime" roadways, 166 pass miles on roadways, 128 pass miles on "sec roadways, and 53 pass miles on "res roadways. 2. Annually refresh 189 crosswalks, i school crossings. 3. Annually refresh 3,000 pavement markin! 4. Annually refresh 15,000 linear feet out o linear feet colored curbs. Refresh City facilities parking areas, as n Respond in a timely manner to work ord Traffic Engineering and special reque! various City Departments. 1 5. 6. Miscellaneous Maintenance and Repair Program: Monitor unscheduled work activities that the Street Division performs annually; this program accounts for 6,600 staff hours. 1 . Emergency response, citizen's complaini patrol, safety and training, special eve seawall cleaning. SIGNIFICANT CHANGES: Removing three Maintenance Worker I positions. Adding part-time staff and contract labor. 1 141 PROGRAM: MAJOR STREET MAINTENANCE FUND: GAS TAX DEPARTMENT: COMMUNITY SERVICES ACCT NO. 152-31 10151 10 MAINTENANCE OPERATION WORK PROGRAM: Provide a high level of maintenance for infrastructure and maintain safe and efficient circulation and utility systems. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Street Sweeping: Sweep 585 curb miles of 1. Sweep all residential streets once each month. Carlsbad streets. 2. Sweep all downtown village streets twice each week. Sweep all commercial and major arterial streets once per month. 3. Cement Repairs: Annually repair and replace 1. 250 linear feet of curb and gutter per year. broken and raised curbs, gutters and sidewalks. 2. 25,000 square feet of sidewalk per year. Asphalt Repairs: Extend life of streets and provide 1. Leveling with asphalt. a smooth and safe driving surface. 2. Base replacement. 3. Skin patching. 4. Repair utility cuts. 5. Crack fill. SIGNIFICANT CHANGES: Costs for the street overlay program now financed by TransNet funds. Remaining expenses are for street maintenance projects. Street sweeping services are being expanded from once a month to twice per month in fiscal year 1996-97. The additional funding for increased street sweeping services is $75,000. 142 I 1 I I I I I 1 I I I I I I 1 1 I PROGRAM: FUND: GENERAL FACl LIT1 ES MA1 NTENAN C E DEPARTMENT: COMMUNIN SERVICES ACCT NO. 0 MA1 NTENAN CE OPERATI ON CAPITAL OUTLAY WORK PROGRAM: business and provide services to the community. Maintain City facilities to provide safe, attractive buildings for the City to COI 1 PROGRAM ACTIVITIES: WORKLOAD MEASURES: Estimate alterations as required to maintain and operate City I. Total Building Space Maintained (Sq. Ft.): facilities at a professional level. Perform emergency repairs to eliminate hazards or unsanitary conditions 1 18,989 333,632 333,728 and to reduce liability. Remodel and/or renovate City facilities to accommodate programmatic changes for City Departments. Provide assistance in the relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services: Provide professional level custodial services for all City Facilities by utilizing City 83,822 246,176 184,447 staff in the major buildings and contract services in the smaller buildings. Buildinq Maintenance: Perform repairs and --- 1985-86* 1994-95 1995-96 1. Total Custodial Space Maintained (In-Hous 2. Total Custodial Space Maintained (Contract): 14,059 23,875 85,700 1. Total Custodial Space Maintained (Other Contract Maintenance: Prepare and administer contracts for all building maintenance services (Le. HVAC, plumbing, electrical), construction projects, and custodial services. Property Management: Negotiate, prepare and N/A 19,680 19,680 administer acquisition and revenue leases by City. Act as liaison with property owners to ensure facilities meet City requirements. 21,108 63,581 63,581 1. Total Leased Space: * Base Year - Prior to City Facilities Expansio SIGNIFICANT CHANGES: Major building maintenance expenses have been transferred into the Capital Improvement Program Expenses include a transfer of funding into the CIP. I 143 PROGRAM: TRAFFIC SIGNALS FUND: GENERAL DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5410 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Meet the following Council goals through maintenance of the City’s traffic signal system: Goal I - Provide a high level of maintenance for infrastructure. Goal 11 - Maintain safe and efficient circulation and utility systems. Goal 111 - Maintain a clean city through the removal of litter and graffiti. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Operations: Perform plan checking and field moni-toring during construction of new traffic signals for conformance with City and CalTrans standards. Coordinate with Traffic Engineer on signal timing adjustments. Coordinate Underground Service Alert mark-outs for all existing signal systems. 1993-94 1994-95 1995-96* Maintenance: Perform monthly check of Opticoms (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs if necessary. City Owned and Maintained Signals: CalTrans Owned and Maintained Signals: City Owned and CalTrans Maintained: 61 64 65 7 9 9 4 4 7 Total Signals within the City: 72 77 81 Administration: Administer traffic signal maintenance agreement. SIGNIFICANT CHANGES: None. 144 I I I I I I I I I I I I I I I I PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1 m MAINTENANCE OPERATION WORK PROGRAM: The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space ar( trees at all City facilities. I PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 195 Street Trees: The Division Program provides main- No. of Work OrderslCitizen Requests Co tenance for over 21,000 trees on City right-of-ways. The maintenance consists of pruning, planting, 586 550 567 removal and root pruning. The division annually 2. No. of Trees Trimmed: responds to 500+ Street Tree work orderlrequests, removes 50+ trees, and plants over 100 trees. 720 700 715 --- I. 3. No. of Trees Removed: 4. No. of Trees Planted: 30 213 35 67 3!3 52 Contractual Tree Maintenance: Provides an on going program for contracting, administering and the scope of this division. Weed Abatement: This program involves the treat- ment of undeveloped right-of-way and open space 55 55 55 areas for weed growth removal. The activities include herbicide application, and cultural practices to eliminate weed growth. 2,400 2,250 2,6 Hosp Grove Maintenance: Program currently in- volves quarterly maintenance of Hosp Grove. Work assistance and removing hazardous trees. 1. No. of Trees Pruned: overseeing Street Tree maintenance program beyond 121 88 95 1. No. of Right-of-way Miles TreatedlMaintai 2. No. Gallons of Mixed Herbicide Applied: I. No. of Probation Hours: consists of clean-up, recruiting volunteer and grant 0 0 0 2. No. of VolunteerlCCC Hours: 0 0 0 3. No. of Regular Hours: 1,600 800 12 (continued) I 145 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. 146 I I I 1 I li I I I I I I I I I I PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1 MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment La I improvement areas. PROGRAM ACTIVITIES: WORKLOAD MEASURES: Medians: Maintain on a weekly basis 44+ acres of Estimate landscaped medians. Maintenance includes trash pick-up, weed control, pruning, planting, pesticide application, removals, replanting, and irrigation 1. Acres Maintained: repaidadjustment. 47 413 48 Contractual Median Maintenance: Provide an on going program for contracting, administering and overseeing median maintenance for 20+ acres of City medians. Streetscape Maintenance: Maintain approximately 6.5 acres of high maintenance areas including planter boxes, downtown fountain, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, 7.5 E, 8 pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance, and related duties with the Street-cape improvements. - 1993-94 -- 1994-95 - I995-96 1. Acres Maintained: 26 34 35. 1. Acres Maintained: SIGNIFICANT CHANGES: Additional funding in the amount of $20,000 has been included to upgrade the median maintenanci I 147 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161 -621 0 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Meet the following Council goals by maintaining a safe, modern street lighting system: Goal I - Provides a high level of maintenance for infrastructure. Goal II - Maintains safe and efficient circulation and utility systems. PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 1995-96 --- Maintenance and Operations: Oversee the maintenance and operations of the City Street lighting system. Coordinate between citizens and SDG&E for the maintenance of utility owned street lights within 663 68 1 678 the City. Coordinate between developers and 2. City owned and maintained street lights: 3,922 3,992 4,066 SDG&E for energizing new lighting systems. Provide expertise to City inspectors during inspection of lighting systems. Coordinate Underground Service 3. Total Street Lights: Alert markouts for various City departments and perform markouts for street light and traffic signal systems. Maintain as-built records of City street light system for future maintenance. Perform routine night surveillance. Incorporate street light numbering system. Check proposed improvement plans for 5. Total Electrical Markouts: conformance with City standards regarding street light, storm drain, and traffic signal systems. Coordinate with Planning, Engineering, and 6. Total Emergency Traffic Signal Repairs: Engineer's of work to ensure that departmental needs are met. Administration: Prepare annual audit of City's street lighting assessment. Administer Buena Vista Channel Maintenance assessment district and Lighting and Landscaping District No. 1. Continue mapping and updating expenditure and reassessments for the lighting and landscaping district. Perform preliminary acquisition procedures for the SDG&E owned and maintained street lighting system. 1. SDG&E owned and maintained street lights: 4,605 4,673 4,744 4. Total Street Light Repairs: 753 891 51 1 1,785 2,152 1,704 538 642 255 SIGNIFICANT CHANGES: None. 148 I I I I I 1 1 I I I I I d 1 I I PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT DEPARTMENT: COMMUNITY SERVICES ACCT NO. 1 MAINTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: The Buena Vista channel Maintenance District was created to ensure that a monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to South Visi Property owners are assess annually an accumulated total of $100,000. The monies are placed in a fund the costs of major dredging of the creek, which could occur every four years. I PROGRAM ACTIVITIES: Administration - Community Services Dept.: Administer the Buena Vista Channel Maintenance Assessment District. ODerations - Engineering Dept. Monitoring and periodic clearing of the overgrowth and silt within the channel area. SIGNIFICANT CHANGES: The next channel cleaning is currently projected to take place in July, 1996. The City Engineering depart process all necessary environmental clearance/permits. Work will be performed by a private contractor. I 149 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 520-641 0 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: The Solid Waste Division of the Community Services Department promotes cost effective solid waste management programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: AB 939: Implement components of Source Reduc- 1. Ensure compliance with mandates of SRRE and tion and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with County-wide Technical Advisory 2. Prepare annual Solid Waste Enterprise Fund Committee. Prepare and submit reports and Budget. documents as required. HHWE by timely implementation of programs. 3. Review/comment on relevant legislation and regulations. 4. Attend meetings as necessary. Refuse: Ensure collection and disposal of refuse 1. Review and update the refuse/recyclables generated in Carlsbad. Coordinate activities with collection contract as necessary. Prepare RFP regional groups. Prepare and administer the re- and related documents or renegotiate contract, fuse/recyclables collection contract. Review reports as required. from refuse contractor. 2. Review Solid Waste Services Rate Structure and establish rates annually. 3. Reviewhpdate Municipal Code. 4. Attend meetings as necessary. RecvclinqlDiversion: Prepare and administer 1. Research and apply for appropriate grant recycling contract. Prepare State and County grant opportunities. applications. Attend regional recycling meetings and coordinate City efforts with other agencies. 2. Coordinate and monitor recycling programs in conjunction with the City's hauler. 3. Implement office paper recycling to Carlsbad businesses in accordance with County Technical Assistance Program Grant guidelines. (continued) 150 PAC I I I I I I I I I I I I I I I I PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 5 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 4. 5. Serve as liaison to outside agencies, C and public on recycling issues. Evaluate and implement new recyclinglc programs as appropriate, i.e., mixec collection. Keep abreast of recycling trends. RecyclinglDiversion (continued) 6. 1. 2. Administer and monitor the Yard Waste tion Program. Keep abreast of composting trends. Composting: Administer yard waste pick-up program. Household Hazardous Waste: Provide for safe 1. If required, develop household hazardoi collection and disposal of household hazardous collection program. waste. 2. Coordinate collection events with Cour as appropriate. Ensure staff support for collection events 3. 4. Attend meetings as necessary. 1. Produce solid waste newsletter Wasfell Public Information: Develop public information times per year materials related to solid waste program. Develop 2. Prepare correspondence, press releas school and community group programs. brochures for all new solid waste progran 3. Continue recycling and anti-litter present schools and community groups. 4. Prepare Spanish language materials. 5. Develop and distribute household hz 6. Coordinate efforts with hauler andlc waste educational materials. I agencies when feasible. 1. Monitor in-house recycling program. In-House Recvcling: Coordinate the recycling 2. Add materials to in-house recycling pro program of materials collected at City facilities. appropriate. Prepare annual report of recycled produc 3. 1. Fund the Honor Camp Crews which will &: Provide for litter collection services in to be administered by the Streets divisioi conjunction with the Streets division. Recycling 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. I SIGNIFICANT CHANGES: None. I 151 PROGRAM: CARLSBAD GOLF COURSE FUND: ENTERPRISE DEPARTMENT: COMMUNITY SERVICE ACCT NO. 572-1 890 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: Community Services, Park Development, will assist the "Project Oversight Committee" in developing a municipal golf course. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Continue Land Manaqement Plan: Maintain the 1. "Land Management Program": proposed golf course property to retain the viability of the project development. habitat. a. Prevent further encroachment of existing b. identify and eliminate insignificant patches of habitat. c. Remove unprotected and insignificant native vegetation form project footprint. Develop Contract: 1. Negotiate long term agreement for design, construction and operation of the golf course. Develop a scope of work for commercial uses on the golf course. Develop Golf Related Commercial Concepts: 1. Proiect Processing: Begin environmental *I. Preparation, review and analysis of proposed processing through USF&W, CDF&G, Coastal golf course plan Commission. 2. Retain environmental consultant and process EIR. *3. Applications to Resource Agencies for permit. Significant Changes : Land was purchased for the golf course in 1994-95. Operating expenses now include amounts for payment of assessment district charges and land management. *A portion or all of these objectives may be performed by the private developer. 152 I PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE 1 DEPARTMENT: COMMUNITY SERVICES ACCT NO. 620-5 MAINTENANCE OPERATION Fleet Operations is an internal service fund within the City which provides continuous repair and maintenance se owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system ba: milelhour charge by class of vehicle generate revenues to operate this division. The program involves all face repair, maintenance and parts, ensures that adequate supplies of fuel and oil are available to operating [: maintains a City owned and operated vehicle wash, administers the collection and disposal of hazardous waste City department, and oversees the collection of used oil and batteries from citizens of Carlsbad and dispose! accordance with County and State regulations. The fleet is comprised of 225 vehicles and 128 other pieces of ec I I B PROGRAM ACTIVITIES: WORKLOAD MEASURES: FY 93/94 FY 94/95 FY 95/96 {actual) lestimate) (proiectec Repair and Maintenance: Provide routine preventive maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (B.1.T). 516 632 700 and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. 1. Preventive Maintenance: 2. B.I.T. Inspections: 3. Smog Inspections: 4. Shop Repairs: 5. Vendor Repairs: 6. Emergency Road Repairs: I 1 II I 4 II 1 68 72 72 93 86 90 650 790 850 260 21 5 280 76 41 60 Auto Parts: Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or through State Net Discount; provide a 14,772 19,159 9,61 perpetual inventory and automatically reorder quantities $69,436 $72,513 $55 through the automated management system. Fuel and Oil: Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies; maintain sufficient stock on hand for 2. Gallons of Fuel Used Other: emergencies; continue to supply fuels and lubricating oils 25,934 26,485 26,' to the Carlsbad Unified School District and R.F. Dickson & Co.; monitor fuel tanks in accordance with State and County regulations. 1. Parts Items in Inventory: 2. Dollar Amount in Inventor$ I. Gallons of Fuel Used City: 203,218 215,179 222 I IC SUGNlFlCANT CHANGES: I 153 None. 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) [oroiected) 1. Vehicles/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 1 SIGNIFICANT CHANGES: None. 154 HOUSINGAnTD JZEDEVELOPMENT 1 I I I I I 1 I 1 1 1 1 I I I I I 1 1 A 55 PROGRAM: HOUSING AND REDEVELOPMENT FUND: VARlO US DEPARTMENT: HOUSING AND REDEVELOPMENT su MAINTENANCE OPERATION CAPITAL OUTLAY 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 Plan: 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. Implement new permitting process and process 20 permits 4. 5. Implement property acquisition strategy. 6. Coordinate with City Planning Department on efforts to implement Master Plan and Implementation Strategy. 7. Conduct Parking-In-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. 8. 9. IO. Obtain community support for conceptual plans for the Roosevelt Street Beautification Proiect; CVD to Walnut Avenue. 4 56 I I I I I I I I 1 B 1 I I 1 1 I I I 157 PROGRAM: REDEVELOPMENT OPERATlONS PAGE FUND: REDEVELOPMENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. a PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Community Awareness and Public Relations 1. Continue community awareness anc Prowam: Continue community awareness and relations activities on behalf public relations activities. Redevelopment Agency with the I Village Business Association. 2. Continue community awareness anc relations activities with the County and F development of a Village Transit Centc the Village area. I SIGNIFICANT CHANGES: Funds are included in this years budget to implement various programs within the new Village Master f Design Manual. Additional funds are included in this years budget for a Parking Utilization Study, and "Business Retention & Recruitment Program" for the Village area. One of the Senior Management Analyst I assigned to this program was reduced to a Management analyst position. PROGRAM: REDEVELOPMENT DEBT SERVICE FUND: REDEVELOPMENT DEBT SERVICE DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 814-196513410 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: To make annual interest payments on the 1993 Tax Allocation Bonds along with other charges and payments using bond proceeds as required of the Redevelopment Agency during FY 1996-97. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Bond Interest Payments: Process payments on 1. Complete payments on bond interest principal principal and interest amounts due. amounts in a timely fashion as required under issuance criteria. Property Tax Administration Charqes: Process 1. Complete payment to County of San Diego in payment to San Diego County for administration and collection of property taxes on behalf of Agency. accordance with billing invoice from County. SIGN I FlCANT CHANGES : None. 158 I I 1 I 1 I I I I I I I 1 1 1 I PROGRAM: LOW/MODEMTE INCOME HOUSING FUND: REDEVELOPMENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 8' MA1 NTENANCE OPERATION I CAPITAL OUTLAY WORK PROGRAM: In support of Council Goal VII: To provide mixed housing citywide and community development service economic segments of the population, as outlined in the Housing Element and the Consolidated plan. The 1 Income Housing Program will develop innovative programs that will promote and develop projects lo incrc number of affordable housing units throughout the City of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Affordable Housing Proiect Processing 1. Identify areas for improvement. Procedures: Continue development of affordable housing project processing procedures. 2. Coordinate solutions with City staff. 3. Communicate new procedure clearly to community. Affordable Housing Projects Coordination: Assist in structure and implementation of affordable housing projects. 1. Identify possible projects. 2. Conduct initial general information mi with interested developers. Conduct preliminary reviews in coordina Planning Department. 4. Process formal Application from develop 5. Develop and implement Rental Reh: 3. Program. Affordable Housing Education Program: Direct educational programs for citizens, businesses and 1. Provide affordable housing upds government agencies interested in affordable presentation at quarterly City Council f housing. Meetings. Attend training workshops and seminars 2. I (continued) I 159 PROGRAM: LOW/MODERATE INCOME HOUSING PAGE TWO FUND: REDEVELOPMENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 813-3420 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Affordable Housing Education Program: (continued) 3. Conduct general information meetings with 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 Mortgaqe Credit Certificate {MCC) Program to assist fifteen families. Develop and implement a Secondary Financing Proqram. 2. SIGNIFICANT CHANGES: 0.25 FTE Housing ti 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. 160 1 1 I I 1 I I 1 I 1 1 I I I 1 I PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 131-33 1 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: In support of Council Goal VII; To provide mixed housing citywide and community development services for all t segments of the population, as outlined in the Housing Element and the Consolidated plan The Rental Assistance will provide access for very low income persons to adequate housing within an affordable rental range. The City of Housing Authority is committed to provide decent, safe and sanitary housing to those identified as very-low incor categories of elderly, handicapped and disable, and "families" as defined under U. S. Department of Housing ai Development (H UD) 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 applicants for Voucher or Certificatc Assistance Programs. assistance program. 2. Certifications: Process waiting list to keep ' and Certificates 100% leased-up. Inspections: Ensure that housing units u: HUD housing quality standards. 4. Recertifications: Continue annual proce existing tenants to ensure their complia housing program criteria. activities. 3. Family Self-Suffciency Program: Continue 1. Administer outreach and participant administration of HUD-mandated Family Self Sufficiency (FSS) Program for existing Section 8 Rental Assistance participants. 2. Conduct participant orientation and assessments. Establish Contracts of Participation to out to be achieved by participants. 4. Assist participants with supportive service I 5. Develop and implement a FSS Revolv Program to provide financial assisi participants to remove those barriers tc ment, education andlor self-sufficiency w due to immediate and temporary lack of fin 3. SIGNIFICANT CHANGES: I None. 1 161 PROGRAM: ADMINISTRATION FUND: HOUSING TRUST FUND DEPT: HOUSING AND REDEVELOPMENT ACCT NO. 133-1 990 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: In support of Council Goal VII; To 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. The Housing Trust fund will support innovative programs that will promote and develop projects to increase the number of affordable housing units throughout the City of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES Affordable Housing Proiect Coordination and 1. Assist in the development of 134 units through Development: Assist in the processing and start of construction. development of affordable housing projects. 2. Coordinate project processing with other City departments. 3. Inform developers of inclusionary housing obligations and assist in the development of compliance strategies. 4. Develop and evaluate financial assistance strategies. Perform staff liaison functions to the Housing Commission. 5. 6. Process Affordable Housing Agreements. Develop and implement Housing Element: 1. Develop and implement a Homeownership Program and Policies: Develop and administer first Secondary Financing Program. time homebuyer and rental rehabilitation programs. 2. Administer a Mortgage Credit Certificate program. 3. Identify, evaluate and assist selected rental rehabilitation projects. Affordable Housinq Education Program: Direct educational programs for citizens, businesses and 1. Provide affordable housing updates for government agencies interested in affordable presentation at quarterly City Council Quadrant housing. meetings. 2. 3. (continued) 162 Attend training workshops and seminars. Conduct general information meetings with interested citizens. I 1 I 1 I I I I I 1 1 1 1 I I I II PROGRAM: ADMINISTRATION PAGE FUND: HOUSING TRUST FUND DEPT: HOUSING AND REDEVELOPMENT ACCT NO. 1 SIGNIFICANT CHANGES: The newly budgeted Housing Trust Fund supports the activities of the lnclusionary Housing Program. It i with 0.25 FTE Management Analyst, 0.25 FTE Senior Management Analyst and 0.25 FTE Hous I Redevelopment Director. 1 163 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 projects/services 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 project/service meets the requirements for the CDBG program. 1. Monitor service implementation andlor construction, and maintain records for Federal wage compliance and other HUD regulations. 2. Approve and coordinate work payment releases. 3. Process contract amendments and agreements. 4. Audit non-profit organizations receiving CDSG funds from the City. Residential Rehabilitation Proqram: Administer I. 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. 4. Approve and coordinate work payment releases. 5. Audit County of San Diego. (continued) 1 64 I I 1 1 I I I I I I 1 I I I I 1 I 1 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE FUND: CDBG ENTITLEMENT/REHABILlTATlON A( DEPARTMENT: HOUSING AND REDEVELOPMENT 135-3510i'391-1821 THI SIGNIFICANT CHANGES : 0.25 FTE Management Analyst was transferred out of this budget as their time will need to be spent on pr support of Housing Trust Fund activities. I 165 166 WATER ND SNITATION I I I I I I I I I I I I I I I I I I I PROGRAM: WATER AND SANITATION SERVICES FUND: VARIOUS DEPARTMENT: WATER DISTRICT su MAINTENANCE OPERATION CAPITAL OUTLAY 167 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 501 -631 0 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: To provide water and service to 56,000 City/District customers; operate and maintain 300 miles of transmission and distribution pipelines, 11 reservoirs totaling 51.5 million gallons of storage capacity and Maerkle Reservoir with a capacity of 600 acre feet (or 195 million gallons), 17,600 water meters, 2,700 fire hydrants and to administer billing, meter reading, engineering, public information and water conservation activities. 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 programs. Continue annual inspection and maintenance of all District pressure regulating stations. Update water, sewer and reclaimed water facility maps. 3. Circulation and Utility Systems: Maintain safe and efficient circulation and utility systems. 1. 2. Develop scanned record drawing retrieval system. Update water, sewer and reclaimed water master plans. Continue process of retrofitting three-inch and larger meters to accommodate test equipment and verify meter reading accuracy. Implement large meter testing program. Continue development of pilot program. Continue with installation of confined space signs in all fire protection vaults. 3. 4. 5. 6. 7. 8. Install touch-read meter systems in all fire protection vaults. (continued) 168 I I m 1 I I I i I I 1 I I 1 8 I I I PROGRAM: WATER OPERATIONS PAGE FUND: WATER ENTERPRISE DEPARTIMENT: WATER DISTRICT ACCT NO. ! PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Water Storage 8 Supply: Promote measure which 1. Install lining and cover for Maerkle Rese increase water storage and supply while improving water quality, and promoting the Carlsbad Water 2. Continue water conservation program! Ethic which encourages water conservation by all customer. Commercial/Residential/lnstitutional Toilet Public Institution Retrofit, Large Tur Irrigation Assistance, Protector del A! Plantmaster software program. 3. Publish and mail quarterly "Waterline" ne 4. Continue water education programs 1 elementaty school grade levels. 5. Coordinate and participate in special ev public information programs. Prepare and implement the response pla annual San Diego County Water / Aqueduct Shutdown and Temporaty Shortage maintenance activities. 6. 7. Develop seawatertgroundwater des( program. 8. Prepare Water Resources Man; Development Plan. SIGNIFICANT CHANGES: Purchased water from the Metropolitan Water District and the San Diego County Water Authority is expt increase by !6328,000, or 4.5%, over fiscal year 1995-96. An additional 500 acre feet of water is anticipate purchased in fiscal 1996-97, for a total of 15,000 acre feet. Additional funding in the amount of $4,880 is i for travel ancl conference registration fees for the Carlsbad Municipal Water District Board members. 169 PROGRAM: WATER RECLAMATION FUND: RECLAMATION ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 502-6310 MAINTENANCE 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 programs. Continue annual inspection and maintenance of all District pressure regulating stations. Update water, sewer and reclaimed water facility maps. 3. Circulation and Utility Systems: Maintain safe and efficient circulation and utility systems. I. 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). 170 PROGRAM: SANITATION SERVICES FUND: I 1 I I I I I 1 I I I B I I I I SA N I TAT1 ON ENTER P RI S E DEPARTMENT: WATER DISTRICT ACCT NO. 5 MAINTENANCE OPERATION CAPITAL OUTLAY WORK PROGRAM: To operate and maintain approximately 115 miles of City-owned sanitary sewer collection mains, 14,OO service connections equaling 40 miles of sewer laterals, 13 City-owned lift stations, and the payment for ope Encina Wastewater Treatment plant. PROGRAM ACTIVITIES: PERFORMANCE OBJECTBVES: Circulation and Utility Systems: Maintain safe and efficient circulation and utility systems. 1. Continue multi-year sewer rehabilitation to reduce infiltration and treatment Insituform” approximately 2,000 ft. o collection mains. 2. Limit discharge of non-permitted grez sewer system; identify sources of discharges to reduce sewer main maintei Update water, sewer and reclaimed watc 3. I maps. 4. Update water, sewer and reclaimed wate plans. Design and construct safety improveme repairs to two sewage lift stations to brii safety code. 5. 6. Continue sewer television manhole in n program. Continue multi-year installation of sup1 controlled and data acquisition sys‘ sanitation pump stations. 7. SIGNIFICANT CHANGES: I None. 171 L 1 1 1996-97 CAPITAL IMPROVEMENT PROGRAM I INTRODUCTION The City of Carlsbad Capital Improvement Program (CIP) is a planning documen incorporates the current budget for capital projects with future planned revenu expenditures. The 1996-97 Capital Improvement Program totals $27.8 million, an incr $4.6 million from the 1995-96 adopted budget of $23.2 million. Projected revenues 1996-97 program total $27.3 million, slightly higher than the 1995-96 estimates. Carlsbad's revenues have shown signs of economic recovery since 1994-95, with tk noticeable increase in revenues related to the building industry. Capital development rc collected as the result of new residential and commercial/industriaI development a higher than the 1995-96 CIP estimates. The 1995-96 budget was prepared with c optimism. Projects continue to be built in phases and future projects are evaluated to adequate funding will be available. This report and the accompanying CIP documer schedules reflect the actions taken to address the issue of funding availability weighed the demand for facilities and the City's ability to assume operational costs for new facilitic As the City continues to monitor growth in conjunction with revenues, the correlation b the amoulnt of funds that can be spent on projects and the amount of growth has I: apparent. Although development revenues are on the rise as compared to a few yea growth projections and project scheduling still reflect conservatism. Lower revenues years have impacted project schedules which were established using the growth manal standards as guidelines. Pending development projects were evaluated to determin revenues might be generated for the capital budget. Interwoven into this formula ar constraints which have become important to the scheduling of projects. Where facilitic previously scheduled to meet maximum population expectations, the philosophy has st one where phasing of projects will more closely match incremental growth demands i meet growth management standards. Further, developers may be required to finance and construction costs if the availability of facilities fails to meet growth manal standards. The growlh management plan used by the City needs to be viewed with flexibility, alo financial irnpacts external to the City, such as the general economy. A discussion of tht Growth Management Plan can be found at the end of this report. In addition, a glos Capital Project funding sources is available at the end of this section. FUTURE CAPITAL IMPROVEMENTS Revenues Revenues for Capital Projects from now until buildout total $388 million and may be segr into three major categories: 1) fees generated by development in Carlsbad, 2) special fees and 'taxes (Community Facilities District special taxes and Bridge & Thoroughfarc and 3) other sources including grants, bond issues, depreciation replacement reserve! letters of credit. Approximately 48% of all capital revenues are received as a re development, and are dependent upon assumptions made about the City's annual grc 1 1 I II I 1 II 1 I I I I 1 I I I 1 73 dwelling units and commercial/industriaI square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu fees (PIL), Planned Local Drainage (PLD) fees, Water Major Facility Fees (MFF), and Sewer Connection charges. Community Facilities District 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 = $388 million Other Special 22% Districts 30% Development 48% Growth Assumptions Several assumptions about the rate and type of growth were made in order to project the revenues which result from development. Growth assumptions were made and continue to change in correlation with the economic climate. Residential and non-residential development information was compiled by the Planning and Engineering Departments, and the Finance Department overlaid the economic forecast. Residential development for 1995-96 was conservatively projected at 222 building permits, however, recent estimates anticipate over 400 units by the end of the year. This rate of growth is expected to decrease slightly in 1996-97 with 320 units projected. Residential development projections for the next 5 years varied only slightly from the estimates used in preparing last year’s CIP. Non-residential development projections for the next 5 years nearly doubled when compared to the 1995-96 projections for the same period because of the inclusion of the Carlsbad Ranch projects. The projects include the Leg0 Family Park, a community hotel site, a Resort site with golf course, the Gemological Institute of America, a research and development business park, and a specialty retail center. The Carlsbad Ranch Specific Plan was not approved until January 1996, and therefore omitted from last year’s future development estimates. 1 74 I I c t 1 1 1 I I II t I I I I 1 I The following table shows the number of residential units used in calculating e$ revenues for 1996-97 and subsequent years to buildout. The total number of resident projected at buildout is 54,000, with approximately 23,000 remaining to be built from tt- forward. INon-residential construction estimates are shown in projected square feet. 1. 1996-97 CIP Growth Assumptions Residential Non-Residential Year Units Square Feet 320 540,000 466 580,000 638 1,057,000 99-2000 701 653,000 2000-01 637 450,000 Years 6-10 3,985 3,606,000 Years 1 1-2030 16,588 12,932,000 23,335 19,818,000 Total Future 96-97 97-98 98-99 Development rates fell dramatically in 1987-88 due to the implementation of the Management Plan. In 1994-95 development increased dramatically, in part due affordable housing apartment complex in the southwest quadrant of Carlsbad. The trend shows development continuing at an increased rate and projected devel increasing to 650 to 700 units per year for the next IO years. The revenue projections of the proposed Capital Improvement Program reflect the assumptions identified above. The following information delineates how those assui 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% ai respectively and reflects the anticipated mix of residential development shown in currer for each L.ocal Facilities Management Zone. The building permit valuation used for cor Public Facilities fees was $89,500 per multi-family dwelling unit, and $1 53,000 per singlc dwelling uinit. The mix of commercial and industrial development is assumed to be 4C 60%, respectively, with office space included in the commercial category. A blended t permit valuation of $38 per square foot of construction was used to calculate non-res Public Facilities fees. In order to calculate estimated revenues for Traffic Impact fees (TIF), the number of a daily trips was computed for each type of use. A multi-family residential dwelling UI assigned eight trips per day and a single-family unit was assigned ten trips per day. residential trip was valued at the current TIF fee of $84. The trips-per-day value for com and industrial buildings was averaged at 25 trips per 1,000 square feet of devela although the actual volume of trips generated by commerciaVindustriaI building can vary depending on the ultimate land use. The value assigned to each commercial/industriaI t $34, the current TIF fee. I 175 The implementation of CFD No. 1 in 1991 has reduced the total amount of PFF and TIF revenues projected, as some projects previously funded from these sources 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. Expend it ures The 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 (16%), 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 (10%) and include the final phase of Maerkle Dam lining and cover, reclaimed and potable pipelines, and repayment of loans for water projects. lnterfund 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. 1 76 I I I I: I 1 I I I 1 ll I I 1 I I The 1996-97 capital expenditure plan includes the addition of a new category, F Maintenance, which includes major facility maintenance projects previously accounted f operating fund. Examples of these projects included re-roofing, painting, rep; refurbishment of various city facilities. Facility Maintenance is the smallest expc category totaling $2 million, followed by traffic signal projects at $3 million. Specific tim cost estimates for all capital projects are identified in the Current and Future (199 Buildout) Projects schedule following the narrative. Project construction is reliant upon the availability of capital and operating funds in ad( established growth management standards requirements for facilities. Wherever scheduling changes were proposed, compliance with the Growth Management PI. funding availability were evaluated. For the past few years, selected park and street f have been scheduled in phases to defer costs and balance CIP expenditures with pr revenues. Following is a discussion of some of the major projects to be developed. 0 _. South Carlsbad Librarv - Funding for the new South Carlsbad Library is cl available utilizing Community Facilities District No. 1 revenues, which include issue in the 1997-98 time period. The construction of the library has been on hol the recession and is now scheduled for 1997-98, with opening expected in Sf 2000. The Cole Library is scheduled to close and undergo extensive remodelin the completion and opening of the new library. The financial impact of operatir libraries continues to be a topic of discussion, and timing changes r~ recommended as the financial outlook becomes more clear. 1 0 Carlsbad Municipal Golf Course - The City recently completed the final land acq ?& its 250 acre golf course to be constructed in the industrial corridor directly SI the future Veterans Memorial Park. Selection of the development team and thc design phase is planned for 1996-97. -- Streets - A significant timing change is reflected for the construction of Cannor West from 1-5 to El Camino Real. Most of this project was previously schedu coristruction after the year 2000, but has since been moved up to the year 1998- order to meet the funding challenges presented by this scheduling change, a loa available Gas Tax and lntermodal Surface Transportation Efficiency Act (Is' Suirface Transportation Program (STP) funds is scheduled. Certain non-e: elements in the first phase from Veteran's Memorial Park, through the second pt El Camino Real (curb, gutter, sidewalk, landscape) are scheduled for a later dai sufficient revenues have been collected. 0 0 -- Seawall - Utilizing anticipated federal and stale grants, construction of the seawal Carlsbad Boulevard will provide additional shore protection along the City's coal The project will extend the current seawall at the Agua Hedionda Lagoon to protc roaldway from damage caused by excessive storms or high wave acltion on the Ocean. 0 _. Interchanaes - The Interstate 5 interchange at La Costa Avenue will begin const in inid 1996. The La Costa Avenue interchange is the third in a series of interc expansions to improve circulation at critical connection points to City streets. I I 177 0 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. 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 project schedule. e 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 undergrounding and street light replacement at Chestnut and Monroe will cost approximately $1 .O million. 1-5 Interchanges 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. 178 I I D I I I 1; I I u I E B I a I Parks, Traffic Signals, and Drainage Proiects Other categories in the CIP include park, drainage, and traffic signal project! appropriations for park projects are comprised mainly of miscellaneous repair and I projects plus $300,000 for design costs of the Carlsbad Municipal Golf Course. Th signals to receive funding in 1996-97 are located at Cannon Road and El Camino Real, Road and Paseo Del Norte, and Cannon Road and the 1-5 interchange. The South C Village Storm Drain, a $4.7 million drainage project is funded from the City's Transn balance, and is scheduled to receive $940,000 to begin construction in 1996-97, I 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 fi These projects are listed at the end of the Current and Future (1996-97 to Buildout) I schedule. Four traffic signals were added to this year's unfunded list, and will be evalua at a time to determine funding priority. Each of these traffic signal projects is includei City's 1996 Traffic Signal Qualification List. SUMMARY While some projects continue to be phased due to lack of available capital and operatinf significant progress continues to be made on the traffic circulation projects. The Inter and Poinsettia Lane interchange project is complete and the La Costa interchange pr about to begin. The South Carlsbad Boulevard bridge at Batiquitos Lagoon was eompl May 19951, and construction of the northbound Carlsbad Boulevard bridge began in 1995 and was completed in May 1996. Restoration to the wetlands at BaZiquitos Lagoon began in 1994-95, the culmination of years of design, planning and obtaining state and federal agency approvals. The thrf wetland restoration project will dredge the lagoon and restore fish and wildlife habi channel and offshore jetties will be constructed to restore full tidal flushing and nesting at various species of birds will be built. The $30 million project is funded by the Port Angeles as mitigation for its recent expansion and is almost complete. For the past few years, there have been some significant project scheduling changes effects of the slow economy were felt on Carlsbad's revenue stream. Lack of funds has ( the City to rethink how it can accomplish building its capital projects. Generally, the philc has been to build quality capital facilities which meet, and at times exceed, growth manag standards whenever economically beneficial. Practices such as phasing projects over a of years to match funding availability as well as maximizing the use of available balance been implemented in order to continue to provide quality capital facilities which meet the of Carlsbad's citizens. The 1996-97 to Buildout Capital Improvement Program reflects thi 1 1 I 179 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. 180 I 1 I 1 1 1 I 1 1 1 1 1 I 1 1 I I CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set fc process a city or county must follow to establish developer fees to finance public facilitie legislation applies to fees established, increased, or imposed on or after January 1, I< effective date of the law. AB 1600 contains four general requirements: P A "nexus" or connection must be established between a development project or project and the public improvement being financed with the fee. All AB 16 adopted by the City have met the nexus test. For example, Traffic Impact, Bric Thoroughfare District and Drainage Sewer Benefit Area fees were all establishe AEI 1600. The fee must be segregated from the General Fund. Carlsbad segregates al furids 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 withi year period. Funds are viewed to be committed if they are programmed to be si a specific project(s). If the money is not spent, findings must be made descrit continuing need for that money each fiscal year after the five years has expire City of Carlsbad commits the revenues from these fees through its Capital lmpro Program budget. This budget, which is adopted by the City Council, sets forth th Capital expenditure program from the current year to projected build out of the Ci. 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 tt no refunds are due because the City's Capital Improvement Program commits 1600 fees to projects to be constructed both in the current year and in the future. > P > I I 181 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1995-96 JULY 1, 1995 EST1 MATED ESTIMATED JUNE 30, 1996 UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED FUND BALANCE REVENUES EXPENDITURES & OTHER BALANCE 3,810,651 PUBLIC ART 336,562 12,304 1 13,076 0 235,790 GOLF COURSE 1,172,682 21,533 368,269 0 825,946 PUBLIC FACILITIES FEE 11,350,573 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 0 2,003,738 PILAREA 1 NW 1,830,541 173,197 0 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 TRANSNEnLOCAL 449,557 12,217 21,437 0 440,337 TRANSN ET/H I G HWAY 176,820 493,896 21,946 0 648,770 TRANSNET/BIKE 1,843 1,223 3,066 0 0 TRANS N ET/STP 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 1,300,069 162,237 14,803,118 CFD #I 10,706,620 6,365,259 2,106,524 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 POINSETTIA BTD #3 0 1,233,548 0 0 1,233,548 FEDERAL GRANTS 318 1,203,094 634,586 0 568,826 SDG & E 0 0 0 0 0 PLANNED LOCAL DRAIN'G 3,457,374 430,395 14,733 0 3,873,036 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 I 934 1 876 WATER - RECLAIMED WATER 823,797 209,656 336,979 170,000 526,474 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 I GENERAL CAPITAL CONST. 2,863,268 2,177,564 1,230,181 0 ASSESSMENT DISTRICTS 1,619,713 890,908 950,874 0 1,559,747 182 I 1 I I I PILAREAI NW 2,003,738 9 1,260 0 0 1 LETTERS OF CRIEDIT 0 0 0 0 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1996-97 JULY 1,1996 1995 - 96 1996 - 97 NEW TOTAL CIF PROJECTED ESTIMATED CONTINUING APPROPR GENERAL CAPITAL CONST. 3,810,651 947,600 3,747,208 1,008,600 4,755,81 u GOLFCOURSE 825,946 0 268,106 300,000 568,Il PUBLIC FACILITIES FEE 9,731,041 1,115,442 1,581,139 470,000 2,051 ,I FUND BALANCE REVENUES APPROPR. APPROPR. PUBLIC ART 235,790 1,050 118,644 5,000 123,6( ZONE 5,13,16 PARK FEE 2,261,481 212,000 0 0 PIL AREA 2 NE 753,082 0 0 0 PIL AREA 3 SW 264,852 68,250 0 0 PIL AREA 4 SE 860,413 109,200 0 0 TRAFFIC IMPACT FEE 2,156,962 449,553 1,587,333 69,000 1,656,3 TRANSNETILOCAL 440,337 2,106,320 207,849 2,306,320 2,514,11 u TRANSNET/HlGHIWAY 648,770 739,000 526,715 739,000 1,265,7 TRANSNETlBlKE 0 0 0 0 TRANSNET/STP 1 ,I 41 ,I 04 0 0 0 486,624 0 428,619 0 428,6 1 HLGRANTS 608,727 1,335,000 256,020 1,335,000 1,591 ,O: COUNTY GRANTS 1,300,069 201,014 49,628 0 49,6: ASSESSMENT DISTRICTS 1,559,747 0 1 ,I 99,760 0 4,199,7( I CFD#I 14,803,118 5,248,958 3,457,529 5,730,000 9,187,5: CFD #2 3,893,434 664,500 2,024,071 912,000 2,936,O CANNON ROAD \NEST BTD#2 558,890 144,345 0 0 B POINSETTIA BTO #3 1,233,548 1,800,000 0 0 U I c I 8 FEDERAL GRANTS 568,826 2,000,000 325,789 2,000,000 2,325,71 SDG & E 0 850,000 0 850,000 850,0( PLANNED LOCAL. DRAIN'G 3,873,036 260,642 1,205,226 0 1,205,2: 1 SEWER CONNECTION 13,866,718 2,368,888 917,894 3,467,500 4,385,3! SEWER REPLACEMENT 6,934,876 1,200,000 1,584,091 215,000 I ,799,0! WATER - RECLAIMED WATER 526,474 255,000 98,021 680,000 778,O: WATER - MAJOR FACILITY 4,367,738 1,811,518 1,579,893 4,574,226 6,154,l' WATER - REPLACEMENT 8,664,776 1,825,000 6,018,691 1,433,972 7,452.66 REDEVELOPMENT BONDS 2,206,013 0 1,164,378 0 I, 164.3; OTHER 1,440,577 1,477,000 826,166 1,707,000 2,533,16 I [TOTAL 92,027,358 27,281,540 29,172,770 27,802,618 56,975,3( I 183 CITY OF CARLSBAD CAPITAL FUNDS REVENUE ESTIMATES FOR 1996-97 1993-94 1994-95 1995-96 (1 ) 1996-97 (1) ACTUAL EST1 MATED ESTIMATED ACTUAL 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 ,I 15,442 ZONE 5,13 8 16 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 TRANSNET/LOCAL 147,848 22,535 12,217 2,106,320 TRANSNET/H IGHWAY 15,427 9,667 493,896 739,000 TRANSNEnBlKE 373,964 1,351 1,223 0 TRANS N ET/STP 255,862 43,438 859,804 0 TDA 512,989 5,604 378,444 0 STATE GRANTS 916,396 642,181 400,702 1,335,000 COUNTY GRANTS 212,305 232,37 1 224,089 201,014 6,365,259 5,248,958 CFD #I 3,016,253 6,433,487 CFD #2 2,427,995 573,940 1,559,692 664,500 CANNON ROAD WEST BTD#2 0 101,163 492,727 144,345 POINSETTIA BTD#3 0 0 1,233,548 1,800,000 SDG&E 0 0 0 850,000 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 WATER - RECLAIMED WATER 942,840 40,606 209,656 255,000 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 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 ASSESSMENT DISTRICTS 76,417 160,693 890,908 0 FEDERAL GRANTS 0 1 ,I 80,179 1,203,094 2,000,000 SEWER REPLACEMENT 4,067,123 81 1,481 1,324,753 1,200,000 REDEVELOPMENT BONDS 119,137 501,656 97,251 0 (1) INCLUDES INTERFUND LOANS OR TRANSFERS. I 84 I E I I CITY OF CARLSBAD CAPITAL FUNDS DETAIL REVENUE ESTIMATES FOR FY 1996 - 97 FUND OR DEVELOPER LOAN OR DEPRECIATIC FUND FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER GENERAL CAPITAL CONST. 45,000 902,6C PUBLIC ART 1 ,OE 1 GOLFCOURSE 1 ,I 15,442 I PILAREAI NW 91,260 PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE 212,000 PIL AREA 2 NE PIL AREA 3 SW 68,250 1 PILAREA4SE 109,200 LETTERS OF CREDIT TRAFFIC IMPACT FESE 449,553 b TRANSNET/LOCAL 2,106,320 TRANSNETIHIGHWAY 739,000 TRANSNET/BIKE 1 TRANSNET/STP I ASSESSMENT DlSTlRlCTS CFD #I 136,502 4,278,456 600,000 234,000 CFD #2 664,500 ' CANNON ROAD WEST BTD#2 144,345 POlNSElTlA BTD #3 1,800,000 TDA STATE GRANTS 1,335,000 COUNTY GRANTS 201,014 I :=&:GRANTS 2,000,000 850,000 @ SEWER CONNECTICIN 768,888 1,600,000 1 WATER - MAJOR FACILITY 1 ,a I ,518 600,000 PLANNED LOCAL DFWN'G 260,642 SEWER REPLACEMENT 1,200,00( WATER - RECLAIMED WATER 255,00( WATER - REPLACEMENT 725,000 1,100,00( TAX INCREMENT BOND 7,000 1,470,000 # :E: 7,032,100 7,855,776 4,136,014 4,199,000 600,000 3,458,65( 1 R I 8 7 85 1993-1994 TO 1996-1997 1993-94 1994-95 1995-96 (1) FUND ACTUAL ACTUAL EST1 MATED GENERAL CAPITAL CONST. 753,895 2,075,369 1,230,181 PUBLIC ART 19,980 0 1 13,076 GOLF COURSE 794,356 402,518 368,269 PUBLIC FACILITIES FEE 798,606 509,117 4,027,704 ZONE 5,13 8 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) TRANSNEnLOCAL 51,044 94,066 21,437 TRANSNETMIGHWAY 1 ,I 09,800 108,296 21,946 TRANSNETlBlKE 340,271 3,336 3,066 TRANSNET/STP 18,000 0 0 TDA 389,483 107,849 44,114 STATE GRANTS 91 0,039 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 BTD#2 0 0 0 POINSETTIA BTD#3 0 0 0 FEDERAL GRANTS 0 1,179,861 634,586 SDG&E 0 0 0 PLANNED LOCAL DRAING 0 457,678 14,733 SEWER CONNECTION 36,006 2,527,89 1 102,801 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 20,642,425 13,365,028 1996-97 1996-97 1995-96 CONTINUING NEW TOTAL CIP APPROPR. APPROPR. 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EZ &?JG r P~~~~~~Bgg~~a999~~4~g"~ az 1$111111,,, zs~Jd~o3$uugd$d6~6$$$$~ ~QOWI-.I~~+++~~~I-I-CI-CCI-~+ 198 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES I I I I I I I 1 I I I I I I 1 I 1 I 199 1 1996-97 TO BUILDOUT CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1996-97 TO BUILDOUT 200 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES I I I i I I I I I I I I I I I I I I I 201 1996-97 TO BUILDOUT WATER - RECLAIMED WATER WATER - MAJOR FACILITY WATER - REPLACEMENT REDEVELOPMENT BONDS OTHER TOTAL ALL FUNDS 28,453 3,846,000 1,246,000 2,628,453 3,955,209 5,432,329 9,233,750 153,788 7,400,470 13,800,000 2,038,000 19,162,470 1,041,635 0 0 1,041,635 384,411 1,000,000 0 1,384,411 59,042,888 168,019,758 182,490,459 44,572,187 I I I I I I I 1 B [-?Y OF CAPITAL PROJECT FUNDING SOURCES Assessments Districts (ASMT DlST) - Capital projects financed by the issuance of Asse District bonds. Projects include street construction and improvements to Alga Road, F Airport Road and College Boulevard, Carlsbad Ranch, and La Costa Downs. BR & TH Dist -(BTD #2 and #3) Bridge and Thoroughfare District No. 2 developer 1 partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 3 de\ fees to partially fund the Poinsettia Lane and Alga Road street construction project. CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) func projects, 1-5 interchanges, and road segments. CFD #2 - 'The proposed City of Carlsbad Community Facilities District No. 2 will fund wi and other improvements to Rancho Santa Fe Road. County Grants (COUNTY) - County contributions partially fund Palomar Airport improvements adjacent to McClellan/Palomar Airport. Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coast Trail and the planned Carlsbad Boulevard Shore Protection project. Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways of the State of California. General Capital Const. (GCC) - General Capital Construction funds, created througl transfers from the City's General Fund, are used to fund various municipal capital projects Golf Course (GCF) - The Golf Course Enterprise Fund is used to pay for acquisition of tar construction of the City's proposed Municipal Golf Course. Letters of Credit (LE) - Letters of Credit from developers help to finance various 1 I I development projects. I Other - Contributions from other agencies such as the Port of Los Angeles or nearby citie projects including the Batiquitos Lagoon Enhancement and several street improvements. Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisitioi development. PIL fees are segregated by quadrant to fund park projects: PII- Area 1 NV Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE. Planned Local Drainaqe (PLD) - Drainage facilities necessitated by growth are paid developer f'lanned Local Drainage Fees. Public Faclilities Fees (PFF) - Public Facilities Fees are charged to developers to func facilities, park development, streets, traffic signals, and other facilities. Public Art (m - The General Fund contributes 1% of General Capital Constri (GCC) project appropriations to fund Public Art projects. SDG&E - San Diego Gas & Electric Company installs underground utilities within the boundaries. I li I I 1 I 203 Sewer Connection (SEW CONN) - Development fees include Sewer Connection charges for expansion of sewer lines and facilities. Sewer Replacement (SEW REPL) - Sewer Replacement is part of sewer user fees and pays for repair and replacement of the City's existing sewer system. State Grants (ST GRNT) - State Grants include State and Local Transportation Funds for various street improvements and funding for the Carlsbad Boulevard Shore Protection seawall. Tax Increment Bond (REDVL BONDS) - Property taxes generated by higher assessed valuation in the Redevelopment project area repay Tax Increment Bonds which were used for land acquisition and project construction in the downtown Village district. TDA - City street and bicycle projects receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street construction and improvement projects. TransNet (TRNSNT/BIKE, /HW, /LOCAL, /STP) - Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange, and local road improvement projects. Water - Maior Facility (MFC) - Development fees include Major Facility Fees used to fund expansion of water lines and various water projects. Water - Replacement (REPLCMT) - Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing water lines and facilities. Water - Reclaimed Water (RECL WATER) - A State loan provided funding for construction of Reclaimed Water projects. The loan is being repaid from reclaimed water user charges. Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management Zones 5, 13, and 16 fund Park projects in the City's industrial corridor along Palomar Airport Road. 204 L APPENDICES CITY OF CARLSBAD I CAPITAL OUTLAY ITEMS 1996-97 ACCT NO DEPAGTMENT ITEM DESCRIPTION QTY COST 001-1020 CITY NIANAGER Systems Furniture 4 23,300 Subtotal City Manager 23,300 I I 6 8 I I I I i I 1 I I 001-1210 CITY ATTORNEY Pioneer CD Changer 1 1,200 Office Furniture 3 15,000 i Subtotal City Attorney 16,200 TOTAL GENERAL GOVERNMENT $39,500 001-2130 POLICE INVESTIGATIONS Vehicle for the Gang Task Force Detective 1 20,000 Radio for the Gang Task Force Detective 1 1,800 I Subtotal Police Investigations 21,800 TOTAL POLICE DEIPARTMENT $21,800 001-221 0 FIRE ADMINISTRATION Computer hardware and software (replacemen Vanous 41,250 Subtotal Fire Administration 41,250 001-2220 FIRE SUPPRESSION Commercial clothes dryer 1 2,100 Unifire blower 2 3,000 Subtotal Fire Suppression 5,100 001-2240 FIRE E!MERGENCY MEDICAL Lifepak 11 monitor/defibnllator 2 32,000 I Subtotal Fire Emergency Medical 44,000 TOTAL FIRE $90,351 Lifepak 10 monitor/defibnllator 1 12,000 0014022 LIBRARY - ADULT SERVICES Pnnter (replacement) 1 1,10( Laser scanners (replacement) 7 9,001 Fax machine (replacement) 1 2,50( Subtotal Library Adult Services 12,601 0014040 TECH SERVICES Pentium workstations 2 6,151 I Subtotal Tech Services 6,15( 001-4052 MEDIA SERVICES Nikor lens and filter 2 3,351 Camera connect zoom bracket 1 14! Subtotal Media Services 3,501 TOTAL LIBRARY $22,25 001-4210 CULTURAL ARTS Xerox machine 1 7.x TOTAL CULTURAL ARTS $7,5C 0014121 PARKS OPERATIONS Mower - tri-plex 1 28,0( Netting for batting cage 3,0( Subtotal Parks Operations 31 ,O[ 1 205 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1996-97 ACCT NO DEPARTMENT ITEM DESCRIPTION QTY cos 001-4131 RECREATION OPERATIONS Storage container (28' x 8' x 9') 1 1,89C Tractor for ballfield maintenance 1 10,ooc Permanent fencing - Calavera Comm. Center 1 1,lOC Subtotal Recreation Operations 12,990 001 41 33 AQUATICS Diving board 1 2,500 Computer, monitor, printer, cash drawer 1 4,200 Subtotal Aquatics 6,700 001-51 10 STREET MAINTENANCE Diesel vibratory rammer 1 8,600 Masonry brick 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 8273,740 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 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 Replacement computers 10 28,000 Printers (replacement) 2 3,000 Desktop publishing computer and scanner 1 6,300 (replacement) 6 Lap top computers 6 17,500 ARJIS Network security and firewall 30,000 PC upgrades for ARJIS 15,000 System upgrades for ARJIS 5,000 Subtotal Technical Services 104,800 206 CITY OF CARLSBAD I CAPITAL OUTLAY ITEMS 1996-97 ACCT NO DEPAFlTMENT ITEM DESCRIPTION QTY cos1 121-2144 CRIME PREVENTION Teleminder cnme and info notification system 12,000 Subtotal Crime Prevention 12,000 121-2145 SCHOOL RESOURCE PROGRAM Vehicle for two police officers 1 20,000 Police packagelradio 1 3,500 Subtotal School Resource Program 23,500 121-2160 DlSAS TER PREPAREDNESS Auto Cite 20,000 LED radar boardltrailer 16,000 Laserkoftware for traffic 4,000 Subtotal Disaster Preparedness 40,000 $272,000 I 1 IE B 1 t I 1 I 1 I I I I I I 1c TOTAL ASSET FOF!FEITURE 81 0-3410 REDEVELOPMENT AGENCY Tables for the conference room 3,000 TOTAL REDEVELOPMENT AGENCY $3,00( 501-6310 WATER OPERATIONS New Pentium PC's 4 14,56( Hardware upgrades 1 17,00( Chlonne residual analyzers 2 6,00( Sewer plug 1 1,50( Chlonne Pump and Motor 1 2,70( Chlonne injector 1 1,30( Tnm Chlonne Pump and motor 1 1,50( Telemetry equipment 1 2,50[ TOTAL WATER DISTRICT $47,06( 51 1-61 10 SANITATION Pump impeller w/wear kit - home plant 1 2,00( Vibration analysis meter 1 2,00( RPM meter 1 1,50( Heat sensing meter 1 1,50( Gas detectors 2 5,00( Electrical panel enclosure for Villas lift station 1 1,50( TOTAL SANITATION $13,50 612-1910 RISK MANAGEMENT Desktop computer 1 3,OO TOTAL RISK MANIAGEMENT $3,00 620-5210 VEHICLE MAINTENANCE On-the-car brake lathe 1 4,50 Above ground two posted truck lift 1 25.00 Snap-on portable diagnostic scanner 1 2,oo TOTAL VEHICLE MAINTENANCE $31 ,so I 207 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1996-97 ACCT NO DEPARTMENT ITEM DESCRIPTION CITY cos1 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 36,000 620-5220 VEHICLE REPLACEMENT Police patrol vehicles 6 Police full-size motorcycle 1 12,000 Aerial boom truck 1 110,000 Water tanker truck 1 60,000 Large brush chipper 1 12,000 112 ton pickup trucks 6 144,000 314 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 $912,000 640-1720 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. file server upgrades 7,400 Computer/telephone for "help" desk 5,400 Network expansion 5 14,000 $1 10,100 TOTAL INFORMATION SYSTEMS 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. 208 CITY OF CARLSBAD I I I E 1 1 1 1 1 i I I I 1 1 1 I I TRAVEL REQUESTS 1996-97 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION co 001-1010 CITY COUNCIL League of CA Crties Annual Conference (3) Anaheim Mayor and Council Legislative Conference (4) League of California Quarterly Dinners (15) League of CA Crties Policy Comm Meetings (6) National League of Cties Conference (2) Meetings wlth Legislators in St & Fed Capitals Miscellaneous Travel and Meeting Expenses Sacramento San Diego County SUBTOTAL CITY COUNCIL 001-1020 CITY MANAGER League of CA Crties Clty Mgr's Conference (2) Monterey League of CA Crties Annual Conference (3) Anaheim League of CA Crties Financial Mgmt Seminar San Diego CCMNMMASC Meetings (4) San Diego CSMFO Annual Conference Oakland CSMFO Monthly Meetings ICMA Annual Conference Legislative Tnps to State Capital (6 tnps) Legislators Meetings wlth Council Members Miscellaneous Travel and Meeting Expenses Vanous Innovations Group Meetings Varigus SUBTOTAL CITY MANAGER 001-1030 CrrY CLERK CCAC Annual Conference Northern Callfomia League of CA Crties Election Law Seminar Miscellaneous Travel and Meeting Expenses Monterey Vanous SUBTOTAL CITY CLERK 001-1210 CITY ATTORNEY League of CA Crties Annual Conference (2) Anaheim League of CA Crties Cty Attorneys' Meeting (2) Callfomia Water Agencies Seminar (1) SD lmpenal Cnty Cty Attorney's Assoc Meetings National lnstltute of Municipal Law Officers SD County Cty Attorneys' Association (3) N San Diego Legal Secretaries Assoc Meetings Miscellaneous Travel and Meeting Expenses Northem California Sacramento N County Various SUBTOTAL CITY ATTORNEY 001-1310 FINANCE League Conference Attendance San Diego CSMFO Conference (2) N Callfomia CA Municipal Business Tax Conference CA Municipal Business Tax Meetings Local Chapter CSMFO and CWlG Meetings GFOA Adv lnstrtute Miscellaneous Travel and Meeting Expenses California Vanous Vanous SUBTOTAL FINANCE 001-1320 CITYTREASUREF! CMTA Training Seminars (2) Unknown Sacramento Muni Treasurets Assn of US & Canada -Ann COnf LAlF Briefing Sacramento Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CITY TREASURER Monthly CA Assn of Public Pruchasing Officers SDCounty . Miscellaneous Travel and Meeting Expenses 001-1410 PURCHASING Vanous SUBTOTAL PURCHASING I 209 CITY OF CARLSBAD TRAVEL REQUESTS 1996-97 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CC 001-1510 HUMAN RESOURCES CALPELRA Annual Conference (2) Monterey, CA Organizational Development Network Conference Unknown Misc Professional and Cornmuntty Meetings Miscellaneous Travel and Meeting Expenses Local Various SUBTOTAL HUMAN RESOURCES 001-2110 POLICE ADMINISTRATION Caltfomia Police Chiefs Association Conference Modesto S D County Police Chiefs'/SherlfPs Association International Association of Chiefs of Police FBI National Academy Associates League of CA Cities Annual Conference Cal Chiefs Training Committee Meetings Miscellaneous Travel and Meeting Expenses Various Various SUBTOTAL POLICE ADMIN 001-2120 POLICE OPERATIONS Court Mileage Reimbursements FBI National Academy TOTAL INVESTIGATIONS 001-2160 POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses S D County SUBTOTAL POLICE TRAFFIC 001-2210 FIRE ADMINISTRATION Caltfornia Fire Chiefs Association Conference N Caltfomia S Callfomia California Fire Chiefs Quarterly Meetings League of CA CtieS - AdminiTech Advisory Comm International Assoc. of Fire Chiefs Annual Conference Int'l Assc of Fire Chiefs' Accredrtation Self Assess Wkshp (2) San Diego County Fire Chiefs Monthly Meetings SUBTOTAL FIRE ADMIN 3. 001-2220 FIRE SUPPRESSION California Fire Training Officers Workshop (4) San Jose 1 ,! Calrfornia State Fire Academy Courses i e Southern Calf Fire Equip Research Meetings (2) NFPA Standards Task Force Meeting Unknown 4 Callfomia Regional Training Officers Classes S California 5 SUBTOTAL FIRE SUPPRESSION 3J 001-2230 FIRE PREVENTION CA Fire Chiefs' Fire Prevention Officers' Tmg Wrkshp San Luis Obispo c ST Fire Academy, Fire Prevention Paclfic Grove 2 Fire Academy, Fire Investigation Pawfic Grove E So CA Fire Chiefs' Fire Prevention Section Meetings (6) Fire 8 Llfe SafetyBate Building CodeTrtle 19.24 Training Fire Prev Comm Ed Meetings 8 Workshops (20) S Caltfornia S Caltfornia S D County 1 4 3 SUBTOTAL FIRE PREVENTION 2,3\ 001-2240 FIRE EMERGENCY MEDICAL Regional 1 Day Emergency Medical Seminars S Callfomia 8( E M S Continuing Education Seminars S Caltfomia 61 SUBTOTAL EMERGNC'Y MEDC'L 1,4( 210 CITY OF CARLSBAD TRAVEL REQUESTS 1996-97 I I 1 I I 1 1 1 1 1 I I 1 1 1 I I I I 21 1 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION co 001-2260 DISASTER PREPAI Emergency Mgmt Planning (Emergency Program Mgr) Regional Mtgs B Workshops for EMAT members Juvenile Firesetter lntewention Training Workshop (2) Communrty Education Training Workshop (4) S Callfomia S Callfornia S Callfornia SUBTOTAL DISASTER PREP. 001-3010 COMMUNllY DEVEL ADMIN League of CA Cities Annual Conference Anaheim Miscellaneous Travel and Meeting Expenses Various SUBTOTAL COMM DEVEL ADMIN 001-3020 GEOGRAPHIC INFO SYSTEM ERSllGlS User Conference Palm Springs Advanced Ardlnfo GIS Software Training Arc Macm Language Training Class Redlands Redlands SUBTOTAL GEO INFO SYS 001-3030 ECONOMIC DEVELOPMENT League of Callfornia Clties Anaheim CALED Conference (4) Unknown Miscellaneous - In State Miscellaneous - Out of State Miscellaneous - LocaVSo Callfomia Various Miscellaneous Conference Registration Various SUBTOTAL ECONOMIC DEVEL 001-3110 ENGINEERING League of CA Clties - Public Works Conference Unknown San Diego Management Seminars Callfomia Construction Law San Diego Shoreline Erosion (CSBPA) San Diego Beach Erosion CommMee (CSBPA) Los Angeles Professional Engineering Conferences (ASCE) San Diego Traffic Seminars San Diego APWA Seminar San Diego Miscellaneous Travel and Meeting Expenses Vanous SUBTOTAL ENGINEERING 001-3220 PLANNING COMMISSION Planning Commission lnstltute N Callfomia SUBTOTAL PLANNING COMM. 001-3230 PLANNING American Planning Association Slate Conference No Callfomia Miscellaneous Travel and Meeting Expenses Various SUBTOTAL PLANNING 001-3240 GROWTH MANAGEMENT Miscellaneous Travel and Meeting Expenses Vanous SUBTOTAL GROWTH MGMT 001-3610 BUILDING INSPECTION Annual Business Metting of the CA Building Officials Sacramento Miscellaneous Travel and Meeting Expenses Vanous SUBTOTAL BUILDING INSPCTN 001-341 I HISTORIC PRESERVATION Miscellaneous Travel and Meeting Expenses Vanous SUBTOTAL HISTORIC PRSRVTN CITY OF CARLSBAD TRAVEL REQUESTS 1996-97 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION CO' 001-4010 LIBRARY ADMINISTRATION Caltfornia Library Association Annual Conference Sacfamento American Library Association Annual Conference League of CA Crties Annual Conference California Library Association Legislative Day Miscellaneous Travel and Meeting Expenses San Francisco Anaheim Sacramento Various SUBTOTAL LIBRARY ADMIN 2 001-4022 ADULT SERVICES Miscellaneous Travel and Meeting Expenses Various SUBTOTAL ADULT SERVICES 0014023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY 001-4030 LIBRARY CHILDREN'S SERRA Mtgs -Travel and Meeting Expenses San Diego County SUBTOTAL CHILDREN'S 001-4040 TECHNICAL SERVICES INLEX Users Group Annual Conference Monterey California Library Association Training Workshops Various SUBTOTAL TECH SERVICES Sacramento Vanous 001-4041 COLLECTION DEVELOPMENT Annual CLA Conference Miscellaneous Travel and Meeting Expenses SUBTOTAL COLLECTION DEV 001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various SUBTOTAL MEDIA SERVICES San Diego Los Angeles 001-4060 ADULT LEARNING SD Council on Llteracy Annual Tutor Conference Annual Orton Dyslexia Society of CA Lteracy Conference SUBTOTAL ADULT LEARNING 1 001-4210 CULTURAL ARTS League of CA Cities Comm Svcs Board Meetings San Franasco/Los Angeles 1 ,2 Miscellaneous Travel and Meeting Expenses Various 1 SUBTOTAL CULTURAL ARTS 1,3 001-4220 SISTER CITY So Cal Sister Cities Regional Conference S California 4 SUBTOTAL SISTER CITY 4 00141 10 COMMUNITY SERVICES ADM CA Park and Recreation Society Annual Conference Sacramento 6 7 9( NATO Officers & Advisors Conference National Recreation B Park Association American Association of Landscape Archrtects Personal mileage reimbursement expense Various 1.2t SUBTOTAL COMMTY SVCS ADM 3.5 001-4121 PARK OPERATIONS CA Parks & Recreation Conference Sacramento 5( U C Park B Recreation Administrators lnstrtute Monterey 5( SUBTOTAL PARK OPERATIONS 1 .O( 0014131 RECREATION OPERATIONS Personal mileage reimbursement expense Vanous 1.2t SUBTOTAL RECREATON OPER 1,2( Los Angeles 212 CITY OF CARLSBAD I I I I I I I I I t I II 1 1 I I I I TRAVEL REQUESTS 1996-97 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION co 0014133 AQUATICS Personal mileage reimbursement expense Various SUBTOTAL AQUATICS 0014142 SENIOR PROGRAh Personal mileage reimbursement expense Various SUBTOTAL SENIOR PROGRAM 001-51 10 STREET MAINTENANCE Maintenance Supenntendent's Conference Ventura SUBTOTAL STREET MAINT 001 -5320 FACILITIES MAINTIENANCE IFMA MeetingslCourses San Diego APWA MeetingslCourses San Diego IRWA MeetingslCourses San Diego IES MeetingslCourses San Diego/Los Angeles Safety Training (OSHA - electncal codes) Los Angeles SUBTOTAL FACILITIES MAINT 001-5410 TRAFFIC SIGNALS ITS and IMSA Training Various SUBTOTAL TRAFFIC SIGNALS TOTAL GENERAL FUND ss 131-331Ol3 SECTION 8 HOUSING Hearings Officer - Misc Travel & Meetings Local Los Angeles Los Angeles Unknown NAHRO Quarterly Training Workshops HAEDA Quarterly Information Meetings NAHRO Annual Training and Workshop Facillties and Unlt Inspections Local SUBTOTAL SECTION 8 HOUSING 1 SUBTOTAL TREE MAINTENANCE So Caltfomia 16141 22 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses 1614123 MEDIAN MAINTENANCE SeminarsNVorkshops for Landscape Maintenance Various SUBTOTAL MEDIAN MAINT 161-6210 STREET LIGHTING Misc IES and ITS Seminars and Meetings So Caltfornia Monterey Cal-SLA Annual Meeting Safety Training, vanous seminars So Caltfornia SUBTOTAL STREET LIGHTING 1808101 BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses Various SUBTOTAL BRANCH (CLSA) Miscellaneous Travel and Meeting Expenses San Diego 181-8119 SENIOR GRANT SUBTOTAL SENIOR GRANT 391-3510 BLOCK GRANT Regional CDBG Administrators Meetings San Diego Affordable Housing Program Training Meetings Los Angeles Consolidated PlanlReport Training Los Angeles SUBTOTAL BLOCK GRANT 21 3 CITY OF CARLSBAD TRAVEL REQUESTS 1996-97 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION cc 501-6310 WATER DISTRICT ACWA Fall '96 Conference (3) San Diego ACWA Spring '97 Conference (3) AWA Fall '96 Conference (3) Palm Springs AWWA Spring '97 Conference (3) San Jose ADA Conference Monierey San Diego Water Works Meetings Local P & M Meetings Local Miscellaneous Seminars, Mileage Expenses Various SUBTOTAL WATER DISTRICT ! 502-6310 RECLAIMED WATER Miscellaneous Seminars, Safety Training, Mileage Expenses Various SUBTOTAL RECLAIMED WATER 51 1-6110 SANITATION California Water Environment Assoc Conference Los Angeles Windows95 and Office95 Training Local Miscellaneous Seminars, Mileage Expenses Various SUBTOTAL SANITATION 4 520-6410 SOLID WASTE Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SOLID WASTE MGMT 612-1910 RISK MANAGEMENT PARSAC Board of Directors Meetings Various 1 PARMA Conference Monte r e y 1 SUBTOTAL RISK MANAGEMENT 2 620-5210 FLEET OPERATIONS California Fire Mechanics Academy (1 week) Unknown AS€ Certification Classes (4) San Diego SUBTOTAL FLEET OPERATIONS 6401720 INFORMATION SYSTEMS ERSl Arc Info Users Conference lnterop 97 Network Technologies Conference Netware Users Conference Orange County Permlt Users Conference Visalia ! Government Technology Conference Sacramento < Out of Town Travel for Training Miscellaneous Travel and Meeting Expenses Various 1 ,$ SUBTOTAL INFO SYSTEMS 5,: HP World '96 Conference Anaheim I Local 8 81 0-341 0 REDEVELOPMENT CA Redevelopment Association Annual Conference Los Angeles Pacttic SW Regional Council Profess Devepm't Conf AutoCAD LT Training (3) Local Personal Car Mileage to Clty Facilities Local 2 SUBTOTAL REDEVELOPMENT 3 San Diego 813-3420 LOW/MODERATE HOUSING Nonprofit Fed for HsglComm Dev Annual Conference San Diego Tax Credlt Conference - Nat'l Counc of St Hsng Agc's California Housing & CommunRy Develmnt Dept Mtgs San Francisco 5 Affordable Housing Advisory Council Meetings San Francisco 71 California Coastal Commission Heanng San Francisco 4 Summer Conference of National NAHRO Housing Development Workshop-Nat'l Dev Council San Francisco 5 Building Industry Assoc Annual Conference (3) San Francisco 5 Los Angeles San Diego SUBTOTAL LOWlMODERATE 2,75 TOTAL SPECIAL FUNDS $29,61 GRAND TOTAL TRAVEL $129.45 214 I I I 1 I I I I I I 1 I I I I I CONTINUING APPROPRIATIONS 1995-96 TO 1996-97 AMOUNT State of City Video 001-1 020-2479 $6,500 City Picnic Supplies 001 -1 020-2660 3,600 Office furniture 001-1 020-2551 5,000 ACCOUNT NO. DEPARTMENTlPURPOSE City Clerk Telecommuriications Upgrade - Supplies 001-1 030-2220 4,000 Telecommuriications Upgrade - Equipment 001-1 030-3900 17,940 Community Assistam Community Contributions 001-1050-2993 75,000 City Attorney Defense costs 001 -1 21 0-2474 I 1,000 Finance CAP Software 001-1 31 0-2673 10,000 Cost Allocation Plan/Fee Study 001-1 31 0-2479 40,000 Police County Booking Fees 001-21 10-2477 50,000 Annual Ammo Purchase 001 -21 20-2640 7,600 Communitv Develolpment Training Clalsses and Consultants 001-3010-2479 10,000 Enqineering SANDAG Traffic Circulation Model 001-31 10-2479 25,000 NPDES Program 001-31 10-2479 25,000 NPDES Dry Weather Testing 001-31 10-2479 21,075 Beach Erosion Monitoring 001-31 10-2479 23,535 t Appraiser for Cannon Road Mitigation 00131 10-2479 5,000 Library Library Materials 001 -4030-267 1 2,200 Presentation Projector 001 -4052-3900 20,000 Library Due!; and Subscriptions 001-4022-2520 13,200 Facilities Maintenance Various Majlor Building Maintenance Projects 001 -5320-2462 140,820 1 Subtotal General IFund $516,470 I 21 5 CONTINUING APPROPRIATIONS 1995-96 TO 1996-97 ACCOUNT NO. AMOUNT DEPARTMENTlPURPOSE Police Asset Forfeiture Capital Equipment and Special Supplies 121 -xxxx-xxxx $199,900 (available balance) Audio-Visual Insurance Audio-Visual Materials 141-4051 -2672 10,975 Community Development Block Grant Various Community Projects 391 -XXXX-XXXX 454,980 (available balance) Libraw Library CLSA 180-81 01-2671 11,400 Library CLSA 180-8101-2520 405 Library - Supplies 180-XXXX-XXXX 21,268 (available balance) 190-xxxx-xxxx (available balance) Federal Grants 122,750 Habitat Management, Fire Hazard Mitigation Water Operations Commercial, Industrial, & Institutional Survey Program 501-6310-2691 1,700 Emergency 125KW Power Generator wnrailer 501 -63 10-3900 60,000 Sewer Maintenance Sewer T.V. Contract 51 1-61 10-2489 35,000 Emergency 125KW Power Generator & Flow Meter 51 1-61 10-3900 52,000 Community Services Improve Drainage, Maintain Property 572-1 890-2490 1 1,500 Fleet Maintenance Hazardous Waste Disposal 620-52 10-2493 20,000 Information Systems Inter-facility Telephone and Data Communication Lines 640-1 720-2220 21,000 Outside Service to Design Xerox Laser Printer Forms 1,800 Capital for Upgrade of City Wide Telephone Systems 72,000 Subtotal Other Funds 1,096,678 Grand Total $1,613,148 640-1 720-2479 640-1 720-3900 216 1 B 1 CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 1 1'1 creatc a restriction on the amount of revenue which can be appropriated in any fiscal year. Tt revenues which are subject to the Limitation are those considered "proceeds of taxes." Tt basis for calculating the Limit began in fiscal year 1978-79 and is increased based on populatic The major change made by Proposition 111 allows the City to annually choose among tt following options for calculating itsGann Limit: -- I growth and inflation. 1 k Population growth of Carlsbad,OR k P P Population growth within San Diego County,AND Growth in California per capita income, OR Growth in non-residential assessed valuation due to new construction in the City. I I I I I I I I I 1 I D I The factors used to calculate the 1996-97 Limit were: P > Population growth in Carlsbad, AND Growfh in California per capita income. The formula is outlined below: 1995-96 Expenditure Limit $1 06,720,792 % Carlsbad Population Growth 1.0262 Growth in California per capita income X 1.0467 Net Increase Factor 1.0741 $1 14,628,803 $30,203,968 1996-97 Limit (1 995-96 Limit X Factor) Current Appropriation of Proceeds of Taxes The spending limit for the City of Carlsbad for 1996-97 is $114.6 million with appropriations "proceeds of taxes" of $30.2 million. The result of the calculation provides the City with i operating margin of $84.4 million. I CITY OF CARLSBAD PROPOSITION 4 SPENDING LIMIT VERSUS APPROPRIATION OF PROCEEDS OF TAXES (IN MILLIONS) $125 $100 $75 $50 $25 $0 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 FISCALYEAR E3SPENDlNG LIMIT OAPPROP OF TAXES 217 71 CIP project submittals. FEBRUARY 0 Departments submit CIP requests to Engineering. Operating budget preparation manual is distributed to departments. MARC H/APRI L Draft CIP is submitted to Department Heads. Departments submit Operating budget requests to Finance. Finance department analyzes and compiles the budget submittals. Preliminary revenue estimates and budget documents are submitted to City Manager. City Manager and Leadership Team conduct budget reviews. f 1 1 I 1 I I I I 1 1 I I i 1 i 1 1 -- 1 ACCOUNTING SYSTEMS AND BUDGETARY CONTROL The City’s accounting system is designed around a few basic principles. 1) The City is not one single entity. It is the total of many entities, each with its separate function and legal restrictions on the use of resources. In the private sector, ii corporation may have many “subsidiaries” which make up the parent corporation; in the public sector, a city government may have a variety of “funds” that provide the basis for separately recording the financial data related to a specific entity. A fund is an accounting entity with a complete set of self-balancing accounting records. Each fund has been established because of some restriction on the use of resources received by that fund. This report includes the transactions of all entities over which the City Council of the City of Carlsbad has authority (as defined by the Governmental Accounting Standards Board.) 2) The Cit!y’s accounting system operates on a modified accrual basis for all governmental type funds. Governmental funds include the General, Special Revenue, Debt Service, and Capital Projects Funds. A modified accrual system is one where (a) revenues are recognized when they are both measurable and collectablle within the accounting period, or soon enough after the end of the pleriod to pay liabilities of the period; and (b) expenditures, other than principal and intlerest on long-term debt, are recorded when liabilities are incurred. 3) The proprietary fund types (the Enterprise Funds and the Internal Service Funds) use the accrual method of accounting. Revenues are recognized in the period earned alnd expenses are recognized in the period incurred. 4) Internal controls exist within the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established calnsistent with soiind management practices based on the cosvbenefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by City management. The internal controls in existence within the City’s system iire sufficient to ensure, in all material aspects, both the safety of the City’s assets aind the accuracy of the financial record keeping system. B 5) Budgetairy control is maintained through monthly reports on all revenue and expenditure accounts as well as special reports summarizing the financial position of the City. The City Council has authority to control the budget through adoption of a formal budget at the beginning of each year and by amending the budget as necessairy through the year. Expenditures should not exceed budgeted figures. All appropriations expire at the year end unless specifically carried into the new fiscal year by Council actions. The Carlsbad Municipal Code requires that the Finalncial Management Director annually prepare the budget for the City Manager showing estimated revenues and expenditures. 21 9 [GLOSSARY Appropriation: A specific amount of money authorized by the City Council for an approved wor program or individual project. Assessed Valuation: A dollar value placed on real estate or other property by San Dieg County as a basis for levying property taxes. Balanced Budget: A budget in which planned expenditures do not exceed planned fund available. Beginning/Ending Fund Balance: Unencumbered resources available in a fund from tht prior/current year after payment of the priorkurrent year expenses. Bond: A certificate of debt issued by an entity, guaranteeing payment of the oilgina investment, plus interest, by a specified future date. Budget: An annual financial plan that identifies revenues, types and levels of services to bc provided, and the amount of funds which can be spent. Carlsbad's Operating Budge encompasses one fiscal year, as does the Capital Improvement Program appropriation. Capital Improvement Program: A multi-year financial plan containing proposed construction o physical assets such as park, street, sewerage, and recreation facilities. This program ha5 identified all projects which are the responsibility of the City between the present to buildout. Capital Outlay: Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobiles, and office furniture, which appear in the Operating Budget. Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as enterprise funds and internal service funds. Debt Service: The payment of principal and interest on borrowed funds such as bonds. Department: An organizational unit comprised of programs or divisions. Examples include the Police Department, Library Department, and Human Resources Department. Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred. Enterprise Fund: A fund type established to account for the total costs of selected governmental facilities and services which are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. Expenditure: The actual spending of funds set aside by appropriation for identified goods and services. Fee: A general term used for any charge levied by government for providing a service or permitting an activity. 220 I I I 'I 1 1 I I I I I I 1 I 1 I 1 I 221 Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbatl's fisc; year is July, 1 to June, 30. Fund: A set of inter-related accounts to record revenues and expenditures associated with 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 expenditure.; c are nc legally restricted for use. Examples of departments operating within the General Fiuncl includ Fire, Community Services, and the City Manager's Office. Grant: Contributions of cash or other assets from another governmental agency to be used c expended for a specified purpose, activity or facility. Growth Management Plan: A comprehensive approach to land use planning insuring controlle and managed growth within the City, while providing designated public facilities. Growth Manaqement Standards: Standards for acceptable service levels which have bee established for eleven public facility categories. Interfund Transfim: Payments from one fund to another fund, primarily for work or service provided. Internal Service Fund: A fund which provides services to all City departments, and bills thl various other funds for services rendered. Examples of Internal Service Funds include Flee Maintenance, Information Systems, and Workers' Compensation Insurance. Maintenance arid Operation: materials, supplies and services which are normally used within the fiscal year. Operating Budget: The annual appropriation of funds for on-going program costs, whicl include salaries, benefits, maintenance, operation, and capital outlay items. Operating Cost!z: Estimated expenses which can be expected to occur following thc construction of a Capital Improvement Project. Personnel: Cosl:s associated with providing the staff necessary to provide the desired levels c services. Included are both salary and benefit costs. Revenues: Amount of funds received from the collection of taxes, fees, permit!;, liicenses 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. I A general category used for classifying expenditures fa 222