HomeMy WebLinkAbout; ; 1990-1991 Budget; 1990-07-01HERITAGE HALL
City of Carlsbad, California
Operating and Capital Budget J 990-9 J
CITY OF CARLSBAD, CALIFORNIA
1990-91 OPERATING BUDGET
AND
CAPITAL IMPROVEMENT PROGRAM
1990-91 TO BUILDOUT
MAYOR
CLAUDE "BUDDV'LEWIS
CITY COUNCIL
ANN J. KULCHIN ERIC LARSON
JOHN J. MAMAUX MARK V. PETTINE
CITY MANAGER
RAYMOND R. PATCHETT
FINANCE DIRECTOR
JAMES F. ELLIOTT
PREPARED BY THE FINANCE DEPARTMENT
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Carlsbad,
California
For the Fiscal Year Beginning
July 1, 1989
President Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award for Distinguished Budget Presentation to the City of Carlsbad for its
annual budget for the fiscal year beginning July 1, 1989.
In order to receive this award, a governmental unit must publish a budget document
that meets program criteria as a policy document, as an operations guide, as a financial
plan and as a communications medium.
The award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to GFOA to
determine its eligibility for another award.
CITY OF CARLSBAD, CALIFORNIA
1990-91 BUDGET
TABLE OF CONTENTS
TABLES
City Manager's Letter 1
Gann Appropriations Limit 11
Organization Chart 12
Graphs 13
Comparative Statement of Funds FY 89-90 17
Comparative Statement of funds FY 90-91 19
Expenditure Summary 21
Revenue Estimates 25
Personnel Allocations 31
Debt Management Issues 44
Growth Management PI an 45
Budget Process 46
Accounting System 48
Carlsbad Community Profile 49
BUDGET DETAIL
GENERAL GOVERNMENT
City Council 50
City Manager 51
Public Information 52
City Clerk 53
City Attorney 54
Finance 55
Cash Management 56
Audi t 57
Purchasi ng '. 58
Human Resources 59
Health Insurance 60
Information Systems 61
Data Processing 63
Risk Management 64
General Liability 65
Worker's Compensation 66
Research 67
PUBLIC SAFETY
Pol i ce Department Summary 68
Administration 69
Operations 70
Investigations 71
Vi ce/Narcotics 72
Technical Services 73
Reserve Officers 74
Traffic 75
TABLE OF CONTENTS
Page Two
Fire Department Summary 76
Administration 77
Suppression 78
Prevent! on 79
Emergency Medical Services 80
Weed Abatement 81
Disaster Preparedness 82
DEVELOPMENTAL SERVICES
Community Development Administration 84
Engineering Department Summary 85
Administration 86
Devel opment 87
Municipal Projects 88
Transportation 89
Water Pol 1 ution Control 90
Planning Commission 91
Land Use Planning 92
Geographic Information System 93
Growth Management 94
Building Inspection 95
Development Processing Services 96
CULTURE AND RECREATION
Li brary Department Summary 98
Administration 99
Circulation Services 100
Reference Services 101
Genealogy/Local History 102
Children's Services 103
Technical Services 104
Audiovisual Services 105
Media Services 106
Adul t Learning 107
La Costa Branch 108
Cul tural Arts 109
Sister City 110
Audiovisual Insurance Ill
California Library Service Act (CLSA) 112
Public Library Fund (PLF) 113
Parks and Recreation Department Summary 114
Administration 115
Commission 116
Operations 117
Recreation Operations 119
Recreation Fee Supported 120
Aquatics 121
Recreation - Agua Hedionda Lagoon 122
Tree Maintenance 123
Median Maintenance 124
Senior Commission 125
TABLE OF CONTENTS
Page Three
Senior Programs 126
Seni or Grant 127
OTHER
Utilities and Maintenance Department Summary 128
Administration 129
Street Maintenance 131
Facilities Maintenance 133
Traffic Signals 134
Buena Vista Creek Channel Maintenance 135
Street Lighting 136
Sanitation Services 137
Water Services'. 138
Fleet Operations 139
Vehicle Replacement 140
Housing and Redevelopment Department Summary 142
Housing Certificates and Voucher Programs 143
Portable Vouchers 144
Community Development Block Grant 145
Historic Preservation 147
Redevel opment 148
Mi seel 1 aneous Non Departmental 149
Carl sbad Water Di stri ct 150
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Overview 154
Current and Future (1990-91 to Buildout) Projects Table 160
CIP Cash Flow 173
APPENDICES
Capital Outlay Requests 182
Travel Requests 189
Glossary 198
Description of Funding Sources - CIP 200
City of Carlsbad
Office of the City Manager
June 19, 1990
TO: HONORABLE MAYOR and CITY COUNCIL
FROM: City Manager
1990-91 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS
It is with pleasure that I submit to you the 1990-91 Operating and Capital
Improvement Program Budgets, as adopted by the City Council on June 19, 1990.
The 1990-91 budget is based upon goals identified by the City Council in
February, 1990. Efforts to meet these goals and continue to provide quality
service to Carlsbad citizens are affirmed within the spending plan. Also shaping
the budget were the results of the Strategic Values Survey completed in 1988.
The most important value, identified by the City Council and City management
respondents, for the future success of Carlsbad was financial stability. A
balanced budget for 1990-91 is a major step in insuring financial stability now
and into the future. Another factor molding the budget is the City's continued
commitment to manage growth and accommodate the absorption of new capital
facilities.
Over the past five years the City has experienced a tremendous growth in the
amount of public facilities. The budgets within this time frame represent
efforts to meet Council goals and have developed their own unique character as
funds were allocated to operate the new facilities. In 1986-87, allocations were
made to absorb the staffing and operation of the Public Safety Center, Fire
Station #4 and Stagecoach Park. These efforts were continued into 1987-88 as
these facilities were entering their first full year of operation. Additionally,
the opening of Calavera Park late in 1987-88 required an allocation of resources.
It was also in this year that a new Paramedic Unit was established in southern
Carlsbad.
In 1988-89, funds were allocated to staffing and operating Fire Stations #5 and
#6, and continued operation of the expanding Calavera Park. New programs initi-
ated in 1988-89 included a Police Vice/Narcotic Unit, the first bond payment for
Hosp Grove and establishing funding for fire vehicle replacement. Character-
izing the 1989-90 budget was the cost absorption of full year staffing and
operation of Fire Stations #5 and #6 and Calavera Park Phase II. The Senior
Center was funded for ten months of operation. Also added were three positions
needed to maintain the facilities added in previous years. The Library began
120O Carlsbad Village Drive • Carlsbad, California 92OO8-1989 • (619) 434-2821
to receive funds for assembling the collection for the new Library. The 1989-
90 budget contained funds to begin a program of major building maintenance
projects and funding for full fleet replacement. During 1989-90, twelve
additional positions were added to the Engineering and Planning Departments.
The City Attorney's office received two positions during the year as did the
Human Resources Department.
The characteristic of the 1990-91 budget is the City's continued commitment to
excellent service levels. In many programs, the City has adequate revenue to
maintain current service levels. Sufficient resources are available to allow
for expansion in other programs. Program expansion is predicated upon the need
to respond to expected service levels as well as to continue to absorb the growth
in public facilities. Responding to these factors, the budget includes nine
new maintenance employees and eight new Police Officers. Resources are also
targeted to the development of the collection for the new Library for which four
new positions are included. These additions still permit the City to fully fund
the Liability and Worker's Compensation Self-Insurance funds, the increased costs
of salaries and benefits, and embark on the second year of the major building
maintenance and full fleet replacement programs.
Two significant changes are contained in this budget. First, the Water District
Operations and Capital Improvement Programs have been included in the budget.
This has occurred as the Special District is now a subsidiary of the City.
Second, the program budget pages themselves now contain either Performance
Objectives or Workload Measure statements. This addition will clarify the output
anticipated and provide a mechanism for measuring performance.
The General Fund budget is presented with ongoing expenses being identified
separately from those which can be considered one time expenses. Personnel and
Maintenance and Operation expenses are those considered perpetual, while the
purchase of capital outlay items can be considered one time expenses. The budget
constructed in this manner appears as in the summary below:
Personnel/Maintenance and Operation Expenses $42.4
Resources Available 42.5
Difference + .1
There are several one time expenses which are included in the budget. These
are funded through the use of the General Fund unappropriated balance. One time
expense items are identified below:
GIS Layering and Hardware 189,200
Major Building Maintenance 366,200
Worker's Compensation Reserve Funding 180,000
Capital Outlay 610.000
$1,345,400
GIS Layering entails integrating data into the Geographic Data Base. Once this
information is added to the data base, these layers can be considered complete
with no recurring costs. Hardware purchases are also considered one time
expenses. The Major Building Maintenance Program is entering its second year
in 1990-91. The most costly project included in the program this year is the
remodel of Fire Station #1, at $175,000. This, as well as other projects, are
not considered an ongoing cost, as projects are individually selected annually.
Funding the Worker's Compensation Reserve will result in a sound balance,
considered necessary in light of the new laws governing benefit payments. Again,
this is a single action item. Last, addition of the capital outlay items
identified in the General Fund will result in enhancements to the overall
efficiency and effectiveness of services rendered. An effort is being made to
provide technology in the form of computers and related equipment. There are
several pieces of equipment within the maintenance fields which will improve
efficiency. All of these items, once purchased, create no future financial
obligation on behalf of the City.
Appropriations/Expenditures
The combined 1990-91 budget totals $120.6 million, and may be broken down as
demonstrated in the Table below:
BUDGET SUMMARY
OPERATING AND CAPITAL
FUND SUMMARY
OPERATING
GENERAL
SPECIAL FUNDS
ENTERPRISE
WATER DISTRICT
INTERNAL SERVICE
REDEVELOPMENT
TOTAL OPERATING
CAPITAL
GRAND TOTAL
BUDGET
89-90
$38.6
3.2
5.2
7.3
5.4
1.7
61.4
62.9
$124.3
BUDGET
so-at
. $44,0
4.5
$.3
7.8
5,2
1,9
68.7
51.9
$120.6
INCREASE
(DECREASE)
$5.4
1.3
0.1
0.5
-0.2
0.2
7.3
-11.0
($3.7)
%
CHANGE
14.0%
40.6%
1.9%
6.8%
-3.7%
11.8%
11.9%
-17.5%
-3.0%
As indicated, the total budget is down 3% from 1989-90. This decrease is
primarily due to decrease in Capital Improvement Program expenditures. The
operating funds contain an increase of $7.3 million or 11.9%.
The General Fund shows an increase of $5.4 million or 14% over 1989-90. The
major factors contributing to the increase are: 1) staffing of 24 new positions,
2) full year funding for 16 positions added during 1989-90, and 3) the inclusion
of the scheduled salary'increases for Carlsbad City Employees Association and
management employees.
The largest single operating increase occurs within the Special Funds, up $1.3
million, or 40.6% over 1989-90. The majority of the increase can be attributed
to the implementation of three new Maintenance Assessment Districts. They ac-
count for a $925,000 increase in the Special Funds. The three Districts for
Tree, Median and Buena Vista Creek Maintenance were all established in accounting
documents during 1989-90. They are now shown within the budget for the first
time. Both Tree and Median Maintenance contain among them, three new employees.
The HUD Section 8 Housing Program accounts for a $392,000 increase over 1989-90.
Internal Service Funds are down due to the settlement of several major liability
issues which faced'the City in 1989-90. Most Internal Service Fund accounts are
experiencing increases ranging from a 12.5% increase in Fleet Operations to a
73.4% increase in Worker's Compensation. The Redevelopment Operating fund is
experiencing an 11.8% increase which is due to the larger debt payment scheduled
for 1990-91.
During 1989-90, the Water District became a subsidiary district of the City.
This occurred via a joint resolution on behalf of the Board of Directors of
Carlsbad Municipal Water District and the City Council. The Water District
budget is now included in the City's budget document. The operations portion
of the Water District budget is relatively stable at $7.8 million. Part of the
$500,000 increase can be attributed to the addition of four new positions. The
1990-91 budget also reflects and includes the Capital Improvement Program
projects on behalf of the Water District.
Although the Water District is now included within the Capital Improvement
Program, this element of the entire CIP budget shows a decrease of $11 million
or 17.5% from 1989-90. Project quantity or size can cause dramatic fluctuations
from year to year within a capital budget.
Revenue
The Table below indicates that total estimated revenues for 1990-91 are $109.4
million, up 34.7% from those projected for 1989-90. General Fund revenues
contain an estimated $4.4 million, or 11.8% increase for 1990-91. General Fund
revenue sources include Sales Tax, Property Tax and Fees for Services. A
significant increase in 1990-91 Special Fund revenues, up $400,000 or 12.5%
occurs as the new Maintenance Assessment Districts are now individually accounted
for. The $500,000 increase in estimated revenue for Internal Service Funds is
as a result of higher assessments being made to support the Health Insurance,
Data Processing and Worker's Compensation funds. All other operating revenues
contain revenue estimates reflecting the continuance of past trends. Capital
revenues show an estimated increase of $22.6 million, or 101.8%. The increase
can be attributed to a one time influx of funds for special projects.
REVENUE SUMMARY
BY FUNCTION
FUND
OPERATING
GENERAL FUND •
SPECIAL FUNDS
ENTERPRISE FUNDS
WATER DISTRICT
INTERNAL SERVICE FUNDS
REDEVELOPMENT
TOTAL OPERATING
CAPITAL
GRAND TOTAL
PROJECTED
1989-90
37.2
3.2
3.9
7.8
5.3
1.6
59.0
22.2
81.2
ESTIMATED
1 990-9 J
41,6
3.6
4.0
7,8
5,8
1,B
64.6
44,8
109.4
DIFFERENCE
$4.4
0.4
0.1
0.0
0.5
0.2
5.6
22.6
28.2
AS % OF
PROJECTED
11.8%
12.5%
2.6%
0.0%
9.4%
12.5%
9.5%
101.8%
34.7%
The following Table provides a break down of both the Capital Funds and the
General Fund. The Capital Funds can be broken down into two major categories:
growth related and all other. Growth generated fees contain a $1.3 million or
16% increase over 1989-90 estimates. The increase in these fees can be
attributed to a slight increase in projected growth rates. Other capital
revenues have increased by $21.3 million, or 151%. This is the result of two
major bond issues which are scheduled for 1990-91 and include the Golf Course
at $8.0 million and the Library at $10.5 million. Also included in this category
is an influx of developer funds totalling $2.85 million. These funds will be
used toward one specific project, the widening of Palomar Airport Road, east of
El Camino Real to Business Park Road.
GENERAL AND CAPITAL
FUND SUMMARY
OPERATING
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
OTHER GENERAL FUND
OTHER OPERATING
TOTAL OPERATING
CAPITAL
GROWTH GENERATED FEES
OTHER
TOTAL CAPITAL
TOTAL ALL REVENUE
PROJECTED
1989-90
$11.1
9.5
3.3
13.3
21.8
59.0
8.1
14.1
22.2
$81.2
ESTIMATED
1990-91
$12.4
11,0
3J
14,3
23.2
64.6
9.4
35.4
44.8
$109.4
DIFFERENCE
$1.3
1.5
0.4
1
1.4
5.6
1.3
21.3
22.6
$28.2
AS % OF
PROJECTED
11.7%
15.8%
12.1%
7.5%
6.4%
9.5%
16.0%
151.1%
101.8%
34.7%
The above Table also breaks down the General Fund into its most significant
revenue categories, taxes. Property tax is the largest single revenue source
for the City. It is estimated that it will increase by 11.7%, or $1.3 million
during 1990-91. Normal turnover rates in property are expected, with no
ownership changes in large parcels anticipated. Sales Tax revenues for 1990-91
have increased by $1.5 million, or 15.8% over the 1989-90 projected estimate.
It is anticipated that two to three new car dealerships will be completed and
begin operating during the year. Based upon past history, indications are that
Sales Tax revenues will follow recent trends identified. It is estimated that
the Transient Occupancy Tax will experience a 12.1%, or $400,000 increase over
1989-90 estimated revenues. The increase is due primarily to 1990-91 being the
first full year of the 10% tax rate being applied.
The City took a conservative position in projecting General Fund revenue for
1990-91. The City continues to experience a slow pace of growth as a result of
the implementation of the Growth Management Plan in 1987-88. This lackluster
activity supports the relatively flat revenue estimates forecast within
development related revenues. These revenues however, could experience an
increase should the master plans such as Aviara, Arroyo La Costa or other
developments proceed following resolution of the Growth Management Financing
issue.
Service Level Issues
A dependable revenue stream coupled with the Council's commitment to provide
excellent services in Carlsbad have allowed the City to maintain present service
levels. The 1990-91 budget also contains services which are enhanced and others
that are new. Service levels are best represented by addressing the 32 new
positions presented in this budget.
New Programs
•
Library - The City will be providing full service at the new Library in
1992. In order to best prepare for the Libraries' operation, staffing
began in 1989-90. Included in the 1990-91 budget are four additional
positions which will accommodate collection development activities for
the new Library.
Business License Enforcement - One position is included in order to
implement proactive enforcement of the City's Business License Ordinance.
This position will improve the City's revenue while equitably enforcing
the Business License Ordinance among all businesses in Carlsbad.
Valve Exercising - The Water District has included two employees needed
to implement a Valve Exercising Program. This preventative maintenance
program will increase safety and alleviate water flow interruptions.
GIS - The Geographic System will begin its second implementation phase
in 1990-91 with the purchase of computer hardware. The GIS is especially
critical for the monitoring required of the Growth Management Program.
Other capabilities include obtaining information on demographic patterns,
land use and emergency response. Two new employees are included to staff
the implementation and ongoing operation of the system.
Improved Programs
Public Safety - The Police Department contains six positions which
address improved safety programs. During 1990-91 the City will complete
the second and final phase of implementing the new beat in south
Carlsbad. Four Officers are allocated to this effort which will keep
emergency response times within the established goal of six minutes or
less. One Officer is included to expand the DARE program into the high
school. The need to interpret and analyze the vast amounts of data now
available through technological advances has compelled the inclusion of
a Management Analyst in the Police Department.
Maintenance - The addition of two Street Maintenance Workers will allow
for bi-annual refreshment of all pavement markings. This program
improvement will now meet the street striping goals established by
Council. Two Tree Trimmers will improve tree maintenance efforts. The
formal establishment of preventive maintenance will result in a seven
year trimming and health assessment cycle for each tree.
Maintenance of Existing Service Levels
Maintenance - Two Park Maintenance Workers will allow for service level
standards to be met at several new park areas requiring maintenance.
These positions will also allow for some improved service at high
visibility landscaped areas. Custodial services will retain their same
quality with the addition of two employees. One position will provide
lead supervision of Custodial staff while the other will provide service
to the Water District offices. Median maintenance within the Redevelop-
ment Area will be retained through the addition of one new Maintenance
Worker.
Police - The addition of one Police Officer within the Investigations
Program will keep up with present caseloads. Two Police Officers will
be added to patrol in an effort to retain constant beat staffing through
normally scheduled absences. This effort will allow for greater
flexibility in accomplishing special detail assignments.
Organizational - A total of three clerical positions are included in the
1990-91 budget. The Building Department is converting a full-time
temporary position to a regular position. The City Manager's office is
converting a regular part-time position to that of full-time. Service
levels will be maintained at their current status. One Office Assistant
in the Water District will provide clerical support where none has been
available. A Principal Civil Engineer is needed to provide professional
supervision of the capital project design and construction operation.
An Engineering Technician in the Water District is included in order to
keep up with demands for plan checking and inspection.
There are other significant features within the City's 1990-91 budget. The
financial commitment to continue the major building maintenance program has been
made. This includes remodeling Fire Station #1 and embarking on scheduled roof
maintenance. The Juvenile Division Program has been augmented to include 25
additional counseling hours. Human Resources contains additional funds for
training City staff and completing an Affirmative Action Plan.
City Fees
This year the Council will be reviewing City fees as part of the budget process.
The proposed budget is based on the existing fee schedule with no specific fee
increases. Staff has recommended a variety of fee increases which will generate
additional revenue if adopted. The fee schedules provided for Council
consideration are broken into two sections; Developer/Development Related Fees,
and General City Fees. This division is necessary because of the ways the law
treats various types of fees.
Developer fees fall under two basic restrictions. First, Article XIII B of the
Constitution of the State of California provides a definition of user fees. A
fee must bear a reasonable relationship to the cost of performing the service
received. Under the constitution, any amount in excess of the cost to provide
services is considered a tax. Proposition 62 limits the City's ability to
establish or increase general taxes without a vote of the electorate.
Second, development related fees (both operating and capital) are further
controlled by AB 1600 (Govt Code Section 66000 et seq.). Under these statutes
the Council may establish reasonable developer fees as long as there is a nexus
(connection) between the fee and the service performed. In the case of capital
fees, there must be a nexus between the fee and the benefit derived by the
developer from the project constructed with the fees paid. AB 1600 also imposes
a variety of controls on the retention of funds by the City, accounting and
budgeting.
These and other statutes establish'the process for implementing new developer
fees, utility fees and general City fees. The process recommended by the staff
is as follows:
o Review the proposed fee schedule with Council when the budget is
introduced in early June.
o Advertise a public hearing on fees at the same time as the public hearing
on the budget in late June.
o Adopt the proposed fee schedules or resolutions, and introduce ordinances
amending fees set by the municipal code at the time the budget is
adopted.
o All fees would become effective 60 days after adoption of resolutions
or ordinances.
The more general City fees are controlled by the wording of Article XIII B.
Although there are no statutes requiring public hearings or waiting periods for
these general fees, it may be prudent for the City to consider using the more
structured approach to setting fees in all areas. The adoption of sewer fees
must be done by ordinance rather than by resolution.
The fee schedules before the Council are based on the fee study and cost
allocation plan prepared for the City last year. In most cases staff is
recommending minor increases in development related operating fees to bring the
City closer to full cost recovery. In a few cases the fees charged will equal
the cost of services provided. Capital fees will remain unchanged in most cases.
The City Engineer currently has several fee studies underway. These will address
the Bridge & Thoroughfare Benefit District, Traffic Impact Fees, Sewer Connection
Fees, and Planned Local Drainage Fees. Also, the fee proposal includes a
revision of the Park In-Lieu fee system to allow an increase in these charges.
Council will receive each of these studies as they are completed.
In the area of general City fees, staff is recommending few changes at this time.
No change is proposed in recreation or aquatic fees, library fees, business
licenses or polices fees.
Water fees will increase by about 10% for 1990-91 under the current proposal.
The monthly charge for a single family residence will go from $5.00 to $5.50 per
month. This will amount to an annual increase of $6.00 for a single family
dwelling. Staff is recommending that the Council and Carlsbad Municipal Water
District Board direct staff to prepare a detailed water rate study during 1990-
91.
Sewer user fees are currently under review by the Utilities & Maintenance
Director. The consultants report will be available to the Council in late June
or early July. Sewer rates are expected to increase by as much as 35% to 40%
if the City wishes to properly fund current operating costs and depreciation on
the sewer system.
If the Council were to adopt all recommended fee increases the City would receive
an additional $100,00 to $150,000 in general fund revenue. Water revenue would
increase by about $100,000 for next fiscal year.
Conclusion
The compilation of the 1990-91 budget was indeed a challenge. Addressing service
levels and variations within them was the approach taken to formulate this
budget. The clear definition of Council goals resulted in the specific
allocation of available resources. Carlsbad is fortunate to have a dependable
revenue stream coupled with a commitment to excellence. The adoption of this
budget will give the citizens of Carlsbad the assurance that they are continuing
to receive quality services.
A thank you is extended to all departments and their staff efforts in compiling
program and budget information. A special thanks is extended to the Finance
Department and in particular, Debra Neville, Senior Management Analyst for an
excellent effort in coordinating the entire budget process.
R. PATCHETT
City Manager
(THIS PAGE INTENTIONALLY LEFT BLANK)
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10
GANN LIMIT - APPROPRIATIONS SUBJECT TO LIMIT
In 1979, Proposition 4, the "Gann" initiative, was passed. The purpose of this
law is to limit government spending by putting a cap on the total proceeds of
taxes that may be appropriated each year. This limit is increased each year
through a formula that takes into consideration changes in the Consumer Price
Index and state per-capita income. When a city reaches this limit, excess tax
revenue must be returned to the State or citizens through a process of refunds,
rebates, or other means that may be defined at that time. The Gann limit for
the City of Carlsbad has increased steadily since 1979 and still provides the
City with a comfortable operating margin. The spending limit for the City of
Carlsbad for 1990-91 is $42.8 million, with appropriations of "proceeds of taxes"
of only $36.3 million. This allows the City a margin of $6.6 million.
•m
CITY OF CARLSBAD
PROPOSITION 4 SPENDING LIMIT
VS. APPROPRIATION OF PROCEEDS OF TAXES
(Millions)
81 82 83 84 85 86 87
FISCAL YEAR
88 90 91
APPROP OF TAXES SPENDING LIMIT
11
CITY CLERK
N>
RSSISTRNT TO
CITY hflNRGER
Research Office
RSSISTRNT CITY MRNRGEF
Human Resources
Information Systems
Library
Parks & Recreation
Pure has i ng
Risk Management
Utilities/Maintenance
1
1
till i ii ii 11 §
CITY OF CflRLSBRD
Organization Chart
VOTERS
CITY COUNCIL
CITY MRNRGER
Financ e
Fire
Police
Carlsbad hunicipal
Hater District
r i 9m i / • i
CITY TREflSURER
CITY RTTORNEY
COMMUNITY DEVELOPhENT
DIRECTOR
BuiIding Inspec tion
Engineering
Housing/Redeve1opmen t
P1anning
fill 111
I t HI ftl A|tl t a
CITY OF CARLSBAD
OPERATING REVENUE 1990-91
CITY OF CARLSBAD
OPERATING EXPENDITURES - 1990-91
BY MAJOR CATEGORY BY MAJOR CATEGORY
PROPERTY TAX
S12.4 19%
OTHER TAXES
$4.8 7%
UTILITIES
S4.6 7%
LICENSES 8 PERMITS
$3 5*
OTHER
$14.8 23*TOTAL REVENUES - $64.7VALUES IN MILLION DOLLARS
STATE SUBVENTIONS
S2.7 4%
SALES TAX
S11 17%
WATER DISTRICT
S7.8 12%
CHGS FOR SERVICES
$3.6 6%
PUBLIC WORKS
$12.8 19%
LIBRARY
$3.2 5%
PUBLIC SAFETY
$15.1 22%
PARKS 8 REC
$5.3 8%
UTILITIES
$6 9%
WATER DISTRICT
$7.8 11%
REDEV 8 HOUSING ^-^__ -^ GENERAL GOV'T
$4.1 6% $4.6 7%OTHER
$9.8 14%
TOTAL EXPENDITURES - $68.7
VALUES IN MILLION DOLLARS
CITY OF CARLSBAD
ESTIMATED REVENUES 1990-91
REVENUE SOURCE AMOUNT IN MILLIONS^
SALES TAX
PROPERTY TAX
OTHER TAXES
CHARGES FOR SERVICES
STATE SUBVENTIONS
LICENSES & PERMITS
UTILITIES
WATER DISTRICT
OTHER
TOTAL REVENUE
1989-90
$11.0
12.4
4.8
3.6
2.7
3.0
4.6
7.8
14.8
$64.7
17
19
7
6
4
5
7
12
23
100%
CITY OF CARLSBAD
ESTIMATED EXPENDITURES 1990-91
CITY SERVICE AMOUNT IN MILLIONS
PUBLIC SAFETY
PUBLIC WORKS
UTILITIES
PARKS AND RECREATION
LIBRARY
REDEVELOPMENT & HOUSING
WATER DISTRICT
GENERAL GOVT
OTHER
15.1
12.8
6.0
5.3
3.2
4.1
7.8
4.6
9.8
22
19
9
8
5
6
1 1
6
14
TOTAL EXPENDITURES
1990-91
$68.7 100%
GENERAL FUND
1990-91 PROJECTED REVENUES
TAXES
$28.2 68%
SUBVENTIONS
$2.7 6%
FINES/FORFEITURE
$0.6 1%
LICENSES AND PERM
$3 7%
INTEREST
$1.2 3%
CHARGES FOR SERVICES
$3.6 9%
OTHER REVENUE
$2.3 6%
GENERAL FUND REVENUE SOURCES
The most significant discretionary
source of revenue is that generated
for General Fund expenditures. Esti-
mates for 1990-91 show that Taxes
the largest single share
at $28.2 million or 68% of
Included are Property
Tax, and Transient Occu-
(TOT). The next largest
is within Licenses
includes Construc-
constitute
of revenue
the total.
Tax, Sales
pancy Tax
share of revenue
and Permits which
tion Permits and Business Licenses.
Subventions consist of Cigarette Tax
and Vehicle In-Lieu. Other Revenue
includes interdepartmental services
proceeds as well as a one time pay-
ment for operations of Fire Station
#6.
TOTALS FOR EACH CATEGORY ABOVE ARE:
Pb
Taxes
Subventions
Other Revenue
Charges for Services
Interest
Licenses and Permits
Fines/Forfeiture
$28,193,000
2,665,000
2,315,000
3,645,000
1,250,000
2,975,000
550,000
m
14
GENERAL FUND REVENUE COMPARISON
1989-90 AND 1990-91
PROPERTY TAX
SALES TAX
TRANS OCCUPANCY TAX
OTHER TAXES -
LICENSES & PERMITS
STATE SUBVENTIONS -
CHARGES FOR SERVCS
INTEREST
FINES/FORFEITURES -
OTHER
FY 1989/90
FY 1990-91
02468 101214
MILLIONS OF DOLLARS
PROPERTY TAX revenues are projected
to increase by 11.7% in 1990-91 or
$1.3 million. The assumptions made
in this projection were that property
turnover would remain constant coup-
led with an average increase in
assessed value.
SALES TAX revenues were based upon
inflation plus the fact that two to
three new car dealerships will begin
operating in 1990-91.
TRANSIENT OCCUPANCY TAX shows an in-
creased projection based upon a full
year assessment of the 19% rate began
in January 1990.
OTHER TAXES include Franchise Tax,
Transfer Tax and Trailer Coach In-
Lieu. No major increases are pro-
jected within these taxes.
LICENSES AND PERMITS are estimated to
increase by $450,000 or 18%. Con-
struction Permits is the largest re-
venue within this category, and has
been increased based upon growth pro-
jections for 1990-91. Business li-
censes has increased due to the addi-
tion of a Business License Represen-
tative.
STATE SUBVENTIONS are projected upon
information received from the State
Department of Finance.
CHARGES FOR SERVICES will remain
relatively stable as the projections
for growth, upon which many charges
are based, do not contain any major
increase.
INTEREST earnings are expected to de-
crease as the size of the portfolio
decreases.
FINES/FORFEITURES contains no notable
changes.
OTHER includes the one time use of
developer funds collected to operate
Fire Station #6 as part of a develop-
ment agreement.
15
1990-91 GENERAL FUND
BUDGET REQUESTS BY FUNCTION
PUBLIC SAFETY
$16.2 37%
ADMINISTRATION
$4.6 10%
LIBRARY/PARKS
$7.3 17%
DEVELOPMENT
$6.8 15%
CONTINGENCIES
$1.7 4%
OTHER
$2.5 6%
MAINTENANCE
$4.9 11%
CITY GENERAL FUND OPERATIONS
The General Fund Supports services
most commonly recognized as those
being provided by the City. Revenues
which support the operations come
from taxes, charges for services, and
state subventions. The service which
constitutes the largest'expenditure
is that for public safety, Police,
Fire and Building Inspection, at 37%
of the total.
SPECIFIC DOLLAR AMOUNTS INCLUDE:
Administration
Public Safety
Community Development
Maintenance
Library/Parks
Non-Departmental
Contingencies
$4,629,346
16,186,857
6,781,190
4,886,187
7,338,534
2,489,513
1,700,000
p*»
16
CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1989-90
FUND
GENERAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
CDBG - ENTITLEMENT
HOUSING - LOW & MOD/SEC8
AUDIO-VISUAL INSURANCE
BUENA VISTA CRKCHNL MNT
STREET LIGHTING
TREE MAINTENANCE
MEDIAN MAINTENANCE
STATE GRANTS
SENIOR NUTRITION
DEBT SERVICE
LIBRARY BONDS
SEWER BONDS
CAPITAL PROJECTS
CAPITAL CONSTRUCTION
TRAFFIC IMPACT
PUBLIC FACILITIES
PARK DEVELOPMENT
ZONE 5 PARK FEE
PLANNED LOCAL DRAINAGE
BRIDGE & THOROUGHFARE
SEWER PROJECTS
REVENUE SHARING
FEDERAL GRANTS
CDBG
CULTURAL ARTS (1% FUND)
STATE GRANTS
COUNTY GRANTS
HOSP GROVE
TRANSNET
WATER PROJECTS
ASSESSMENT DISTRICTS
OTHER
GAS TAX
BALANCE
JULY1, 1989
6,359,390
26,569
461 ,903
10,741
107,812
275,499
332,128
9,554
11.592
98,422
2,615,013
1,997.817
7,008,607
1 ,084,290
686,821
1 ,851 ,568
1,897,563
7,122,422
352,392
(873,905)
5,013
127,494
764,620
629,722
0
117,500
2,286,982
1,255,924
PROJECTED
ESTIMATED EST EXPEND/ FUND BALANCE
REVENUES CAPITALAPPRO TRANSFERS RESERVES JUNE30, 1990
37,205,000
53,000
60,100
1,615,000
70,000
100,000
532,000
162,000
40.000
185,000
203,050
23.400
127,000
110,000
650,000
4,000,000
725.000
650,000
89,000
720,000
2.700,000
0
400,000
106,267
5,000
175,000
260.000
0
550,000
225,000
400,000
935,000
34,913,422 (564,800)
70,000
60,811
1,572,156
90,500
1,500
735,234
0
0
177,100
153,050
18,600
129,956
3,000.361 495.000
1 ,275.676
8,709,248
199,603
0
1,282,000
1,019,796
4,304,814
344,295
864,085
602,090
147,000 40,000
1 ,059,730
250,000
597,776
1,158,100
149,288
2.610.795
591,818
278,381
8.086,168
9,569
461,192
53,585
87,312
98,500
72.265
162,000
40,000
340,028
59,554
16,392
95,466
219,652
1,372,141
2,299.359
1,609,687
1,336.821
658.568
1 .597,767
5,517,608
8,097
(1,337,990)
(490,810)
25,494
(120.110)
10,000
31,946
(608.100)
193.212
76,187
1,912,543
17
FUND
CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1989-90
BALANCE ESTIMATED EST EXPEND/ FUND
JULY 1,1989 REVENUES CAPITAL APPRO TRANSFERS
PROJECTED
BALANCE
RESERVES JUNE 30, 1990
ENTERPRISE
WATER MAINTENANCE
SEWER MAINTENANCE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
LIABILITY SELF INSUR
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
HEALTH INSURANCE
DATA PROCESSING
WATER DISTRICT
WATER DIST PROJECT REPL
WATER DIST MAJOR FACILITIES
WATER DISTRICT OPERATION
REDEVELOPMENT
OPERATIONS
LOW AND MOD INCOME HSNG
TAX INCRMNT BOND DEBT SERV
CAPITAL PROJECTS - BONDS
CAPITAL PROJECTS
454,898
3.229,585
674,385
821.086
(132,528)
339.430
588,224
412,799
3,230,737
8,889.445
3.889,448
1.014,185
693.691
0
7,096,615
253,833
1,555,500
2,312,000
450,500
885,000
1,164,118
831 ,970
1 ,465,000
583.312
4,438.637
6,135,101
7,835,000
901,300
355,000
484,700
0
214,000
1.593,220
3,146,263
635,000
520,000
1,152,121
383,069
1 ,999,873
532,858
4,749,514
5,969,752
7,265,379
802.905
0
484,732
6,591,160
498,034 29,800
417,178
2,395,322
•
489,885
1,186,086
(120,531)
788,331
53,351
463,253
2,919,860
9,054.794
4,459,069
1,112,580
1,048,691
(32)
505.455
(401)
TOTAL OPERATING FUNDS 19,678,813 59,198,950 56,437,749 (564,800)0 21.875.214
TOTAL CAPITAL FUNDS
TOTAL ALL FUNDS
49,400,473
68,079,286
23,486,00$
82,686,955
46,253,316 564,800
102,691,065 0
0 26,791,730
0 48,666,994
18
CITY OF CARLSBAD
FUND
GENERAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
CDBG - ENTITLEMENT
HOUSING AUTHORITY
AUDIO-VISUAL INSURANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
TREE MAINTENANCE
MEDIAN MAINTENANCE
STATE GRANTS
SENIOR NUTRITION
PROJECTED FUND BALANCES FOR FY 1990-91
BALANCE ESTIMATED EST EXPEND/ FUND
JULY 1,1990 REVENUES CAPITAL APPRO TRANSFERS RESERVES
8,086.168
9,569
461,192
53.585
87.312
72,265
98.500
162,000
40.000
340,028
59.554
41,593,000
83.000
65,000
1.651,000
76,000
605.926
100,000
394.905
116,100
173,470
216,913
43,976,327 365,291
28,890 '
68.125 !
2.090,006
108.000
762,743
200,000 !
619,904 174,401 !
PROJECTED
BALANCE
JUNE 30, 1991
6.068,132
63.679
458.067
(385,421)
55,312
(84,552)
(1.500)
111,402
172,975 57,658 ' 40.783
172.470 341.028
158,234 118.233
DEBT SERVICE
LIBRARY BONDS
SEWER BONDS
CAPITAL PROJECTS
CAPITAL CONSTRUCTION
TRAFFIC IMPACT
PUBLIC FACILITIES
PARK DEVELOPMENT
ZONE 5 PARK FEE
PLANNED LOCAL DRAINAGE
BRIDGE & THOROUGHFARE
SEWER PROJECTS
REVENUE SHARING
FEDERAL GRANTS
CDBG
LIBRARY BONDS
GOLF BONDS
CULTURAL ARTS (1% FUND)
SDG&E
GAS TAX
STATE GRANTS
COUNTY GRANTS
BRIDGE REPLACEMENT
HOSP GROVE
TRANSNET
TRANSNET/HIGHWAY
DEVELOPER FUNDS
LTR CREDIT/ZONE 19
ASSESSMENT DISTRICTS
PORT DISTRICT
16,392
95,466
23,100
127,000
22,526
122,626
219,652
1,372,141
2,299,359
1 ,609,687
1,336,821
658.568
1,597,767
5,517,608
8,097
(1,337,990)
(490,810)
25,494
1,912,543
(120,110)
10,000
31,946
(608,100)
76,187
1,752,177
712,304
4,358,699
252,292
222,877
0
657,500
966,621
246,528
10,500,000
8,000,000
14,050
1,198,000
935,000
2,400,000
300,000
1,600,000
1,053,000
1,875,000
2,850.000
187,500
400,000
1,747,800
675,000
4,782,000
30.000
0
300,000
0
2,464.615
0
0
0
10,500.000
8,000,000
160,000
1,198,000
400,000
2,400,000
150,000
1,600,000
0
200,000
1,875,000
2,850,000
187,500
0
400,000
145,450
(935,000)
16,966
99,840
224,029
1,409,445
1.876,058
1,831,979
1,559.698
358.568
2,255,267
4,019,614
8,097
(1,337,990)
(244,282)
0
24,994
0
1,512,543
(120,110)
160,000
0
31,946
244,900
0
0
76,187
19
FUND
CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FY 1990-91
^
BALANCE ESTIMATED EST EXPEND/ FUND
JULY 1,1990 REVENUES CAPITAL APPRO TRANSFERS
PROJECTED
BALANCE
RESERVES JUNE 30, 1991
ENTERPRISE
WATER MAINTENANCE
SEWER MAINTENANCE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
LIABILITY SELF INSUR
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
HEALTH INSURANCE
DATA PROCESSING
WATER DISTRICT
WATER DIST PROJECT REPL
WATER DIST MAJOR FACILITIES
WATER DISTRICT OPERATION
REDEVELOPMENT
OPERATIONS
LOW AND MOD INCOME HSNG
TAX INCREMNT BOND DEBT SERV
CAPITAL PROJECTS - BONDS
CAPITAL PROJECTS
417,178
2,395,322
489,885
1,186,086
(120,531)
788.331
53.351
463,253
2,919,860
9,054,794
4.459,069
1,112,580
1.048,691
(32)
505,455
(401)
1,608,000
2,368,000
800,000
618,228
1,205,063
810,720
1,645.000
746,690
2,361,383
1,942,568
7,835,000
312,600
340,000
1,132,400
0
0
1 ,739,966
3,482,715
-
750,000
500,000
1,150,578
591.110 160.000
1,494,854
744,510 32.200
5,140,000
6,855,000
7,836,198
794,103
0
1,132,400
0
0
285,212
1,280,607
539,885
1,304,314
(66,046)
1.167,941
203,497
497,633
141,243
4,142,362
4.457,871
631,077
1,388,691
(32)
505,455
(401)
| TOTAL OPEHATINa FUNDS . 2tt$75414 64,647*11$ 6$f71p^J60 789,55$ 0 t$,W>619 1
(TOTAL CAPITAL FUNDS
TOTAL ALL FUNDS
26,598.668
48,473,782
44,785,409
109,432,614
S1,9J4,S1* {789.550}
120.634,175 0
O 13,679,602 j
0 37,272.221
EXPLANATION OF TRANSFERS
TO
GENERAL FUND
PUBLIC ART
VEHICLE REPLACEMENT
DATA PROCESSING
TREE MAINTENANCE
MEDIAN MAINTENANCE
FROM
GAS TAX
GN'LFUND
GN'LFUND
GN'LFUND
GN'LFUND
GN'LFUND
AMOUNT
935,000
145,450
160,000
32,200
174,401
57.658
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1987-88 TO 1990-91
DEPARTMENT
|:GgNERft!!!3NO j
GENERAL GOVERNMENT
CITY COUNCIL
CITY MANAGER
PUBLIC INFORMATION
CITY CLERK
INFORMATION SYSTEMS
CITY ATTORNEY
FINANCE
CITY TREASURER
PURCHASING
HUMAN RESOURCES
RESEARCH OFFICE
RISK MANAGEMENT
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
BUILDING INSPECTION
POLICE
FIRE
TOTAL PUBLIC SAFETY
PUBLIC WORKS
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
DEVELOP PROCESS SVCS
ENGINEERING
MUNICIPAL PROJECTS
PLANNING
GROWTH MANAGEMENT
HISTORIC PRESERVCOMM
BLOCK GRANT ADMIN
TOTAL DEVELOP SERVICES
1987-88
ACTUALS
117,228
276.494
21,161
45,985
283,387
224,798
461,560
(9.473)
242.055
389.163
180,999
173,062
2,406,419
767,061
5,597.996
3,761,787
10,126,844
242,634
372.075
1,123,521
478,451
860,804
62,469
0
56,725
3,196,679
1988-89 1989-90
ACTUALS ESTIMATED
EXPENDITURES
141,802
408,055
46,476
121.665
407,899
278.660
938,317
43,817
312.074
489,353
225,939
207,164
3,621.221
816.591
6,452,156
4,827.565
12,096,312
401 ,539
445,153
1,971.162
635,189
1 ,088,005
299,873
10,500
22,100
4.873.521
$140,037
396,577
30,000
29,000
371,332
331,352
1,036,664
63,160
366,085
598,192
277.396
250,822
3,890,617
850,095
7,259,381
4,907.006
13,016.482
557,397
456,828
2.359,832
622,447
1.294,897
254,220
10,659
24,456
5,580,736
TOTAL
1989-90
BUDGET
$133,278
424,870
38,200
28,200
420,658
355,334
1,087,916
53,502
375,544
571 .209
328,817
226,969
4,044,497
1,041,021
7,367,323
6,131,685
14,540,029
573,421
470,205
2,562,386
631,209
1,386,203
301,548
10,710
24,550
5.960,232
% I NCR (DEC)
90-91 BUDGET
1990-91 TO
BUDGET 9-90 BUDGET
$157,714
485,887
48,707
36,939
450,561
419,201
1,046,215
79,797
380,902
928,479
327,626
267,318
4,629,346
1,091,588
8.859,004
6,256,265
16,206,857
611,679
255,200
0
3,550,237
0
1,892,206
347,760
10,929
23,379
6.691 ,390
18.33%
14.36%
27.51%
30.99%
7.11%
17.97%
-3.83%
49.15%
1 .43%
62.55%
-0.36%
17.78%
14.46%
4.86%
20.25%
2.03%
1 1 .46%
6.67%
-100.00%
38.55%
-100.00%
36.50%
15.32%
2.04%
-4.77%
12.27%
21
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1987-88 TO 1990-91
DEPARTMENT
MAINTENANCE
UTILITIES ADMINISTRATION
STREET MAINTENANCE
FACILITIES MANAGEMENT
TRAFFIC SIGNAL MAINT
TOTAL MAINTENANCE
OTHER DEPARTMENTS
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
PARKS AND RECREATION
SENIOR CITIZENS PROG
TOTAL OTHER DEPARTMENTS
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY ASSISTANCE
AUDIT
DUES A SUBSCRIPTIONS
LEASES
CAPITAL IMPVTS
ANIMAL REGULATION CONT
HOSP GROVE PAYMENT
GOLF COURSE
DEBT ISSUANCE COSTS
STREET LIGHT COSTS (CITY
TREE MAINT COSTS (CITY)
TREE/MEDIAN IMPLEMENT
OTHER
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
1987-88
ACTUALS
43,024
2.441 ,604
516,696
216,686
3,218,010
1.770,401
139,220
0
2,973,984
116,015
4,999,620
200,000
46,500
34,292
18.567
70,106
31,036
52,073
0
0
24,500
(8,931)
468,143
24,415,715
0
24,415,715
1988-89 1989-90
ACTUALS ESTIMATED
EXPENDITURES
341,378
3,830,306
667,082
383,978
5,222.744
1.968,806
188,525
9.000
3,516,438
203,997
5,886.766
202,000
57,500
33.000
23,000
287,600
126.685
75,000
400,000
0
24,500
1 ,229,285
32,929,849
255.013
33,184,862
338.775
2,796.576
974,685
293.473
4.403,509
1,876,615
270,584
5,000
4.010.502
262.391
6.425,092
201,000
62,900
32.000
21,500
280,000
128.817
77,905
764.864
28,000
0
1 ,596,986
34,913,422
0
34,913,422
TOTAL
1989-90
BUDGET
343,315
2,945.454
1,077,451
294.373
4,660,593
2,187,902
260.308
11,750
3.972,066
309,054
6,741 ,080
202,000
62,900
34,500
21,581
273,419
128.817
77,905
759,567
0
28,000
239.547
667.000
2,495.236
38,441 ,667
231,682
38,673,349
%INCR (DEC)
90-91 BUDGET
1990-91 TO
BUDGET 9-90 BUDGET
355,584
2,799,103
1.402,967
328,533
4,886,187
2,717,492
245,640
19,000
4,054,239
321,163
7,357,534
225,000
84.058
35,000
35,000
300,000
0
84,670
876.585
740,000
0
28,000
96,700
0
0
2,505,013
42,276,327
1,700,000
43,976,327
3.57%
-4.97%
30.21%
11.60%
4.84%
24.21%
-5.63%
2.07%
3.92%
9.14%
1 1 .39%
33.64%
1 .45%
62.18%
9.72%
-100.00%
8.68%
15.41%
0.00%
0.39%
9.98%
633.76%
13.71%
22
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1987-88 TO 1990-91
DEPARTMENT
| SPECIAL REVENUE FUNDS \
HOUSING AUTHORITY
LIBRARY AUDIO VISUAL INS
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
TREE MAINTENANCE
MEDIAN MAINTENANCE
WATER DISTRICT
CAL LIB SERV ACT (CLSA)
PUBLIC LIBRARY FUND
SENIOR NUTRITION GRANT
LIBRARY BONDS
SEWER BONDS
CDBG ENTITLEMENT
WATER ENTERPRISE/BOND
SANIT'N ENTRPRSE/ENCINA
WORKERS COMP INS
LIABILITY SELF INS
HEALTH & LIFE INSURANCE
FLEET OPERATIONS
VEHICLE DEPREC/REPLACE
DATA PROCESSING
REDEVELOPMENT
TAX INCREMENT BONDS
POLICE ASSET FORFEITURE
BAD DEBT EXPENSE
TOTAL OTHER FUNDS
[TOTAL OPERATING BUDGET
1987-88
ACTUALS
1,462,305
72,840
556,113
180,613
56,569
122,592
19.421
123.381
0
1,218,911
1,021.615
402,957
854,504
999,602
693,482
172,441
282,276
498,108
307,888
11,401
246,234
9,303,253
33,718,968
1988-89 1989-90
ACTUALS ESTIMATED
EXPENDITURES
1,651.882
64,101
684,325
112,228
37,224
145,427
18.600
129.956
69,302
178,460
546,457
250,000
940,484
1 ,039.898
994,264
379,495
482,006
765,431
877,353
115,424
9,482,317
42,667,179
1,572,156
90,500
735,234
1,500
7,265,379
164,600
12,500
153,050
18,600
129,956
60,811
1,593.220
3,146,263
635,000
520.000
1,999,873
1,152,121
383,069
532,858
802,905
484.732
70,000
21,524,327
56,437,749.
TOTAL
1989-90
BUDGET
1,697,845
102,581
709,313
0
7,265,379
171,197
121,000
156,898
18,600
129,956
67,336
1,723,276
3,497.501
432,500
1.722,918
1,299,873
1,023,118
383,069
571,951
835,027
877,352
78.675
22,885,365
61,558,714
%l NCR (DEC)
90-91 BUDGET
1990-91 TO
BUDGET 9-90 BUDGET
2,090,006
108,000
762,743
200,000
619,904
172.975
7,836,198
100,000
72.470
158,234
22,526
122,626
68,125
1,739,966
3,482,715
750,000
500,000
1,494,854
1,150,578
591,110
744,510
794.103
1,132,400
28,890
24,742,933
68,719,260
23.10%
5.28%
7.53%
7.86%
-41.59%
-40.11%
0.85%
21.11%
-5.64%
1.17%
0.97%
-0.42%
73.41%
-70.98%
15.00%
12.46%
54.31%
30.17%
-4.90%
29.07%
-63.28%
8.12%
t1.63%|
23
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1987-88 TO 1990-91
DEPARTMENT
CAPITAL FUNDS \
GENERAL CAPITAL CONST
PUBLIC FACILITY FEE
PARKIN LIEU
HOSP GROVE
TRAFFIC IMPACT FEE
BRIDGE & THOROUGHFARE
PLANNED LOCAL DRAINAGE
REDEVELOPMENT
SEWER CONSTRUCTION
TAX INCREMENT BONDS
TRANSNET/HIGHWAY
SDG&E
GAS TAX
COUNTY GRANTS
BRIDGE REPLACEMENT
TRANSNET
LIBRARY BONDS
GOLF BONDS
PUBLIC ART- 1%
DEVELOPER FUNDS
LTR CREDIT/ZONE 19
ASSESSMENT DISTRICTS
PORT DISTRICT
STATE GRANTS
REVENUE SHARING
FEDERAL GRANTS
1987-88
ACTUALS
503,253
2,791,849
555,927
318,323
1,796,671
9,817
0
1,706,848
0
0
0
0
4,185,653
244,947
17,093
57,619
COMMITY DEVEL BLOCK GRANTS
WATER PROJECTS
WATER DIST MAJOR FACILITY
WATER DIST PROJECT REPL
OTHER
TOTAL CAPITAL FUNDS
0
12,188,000
1988-89
ACTUALS
1,477,129
6,333,807
1 ,979,676
52,224
144,963
170,387
0
984,113
7,989,155
9,494,252
0
0
3,569,325
476,005
607,907
1 ,683,890
240,301
35,203,134
1989-90
ESTIMATED
EXPENDITURES
3,000,361
8,709,248
199,603
597,776
1 .275,676
1,019,796
1,282,000
498,034
4,304,814
6,591,160
278,381
250.000
1,158,100
147,000
2,610,795
1,059,730
344.295
864,085
602,090
149.288
5,969,752
4,749,514
591.818
46,253.316
TOTAL
1989-90
BUDGET
4,277,889
12.895,458
3.145,734
650,000
1.707,921
1,190,182
162,000
984,113
7,989,155
9,494,252
24,691
5,516,425
771,076
607,907
1,683,890
5,969,752
4,759,514
591,818
62,421,777
%INCR(DEC)
90-91 BUDGET
1990-91 TO
BUDGET 9-90 BUDGET
1 ,747,800
4,782.000
30,000
0
675,000
0
300,000
0
2,464,615
0
1,875,000
1,198,000
400,000
150,000
1,600,000
200,000
10,500,000
8.000,000
160,000
2,850,000
187,500
0
400,000
2,400,000
0
0
6.855,000
5,140,000
0
51,914,915
-59.14%
-62.92%
-99.05%
-100.00%
-60.48%
-100.00%
85.19%
-100.00%
-69.15%
-100.00%
-100.00%
211.25%
-100.00%
-100.00%
14.83%
7.99%
-100.00%
-16.83%
TOTALBUOQET 45,906,96?77,870,313 102,691.068 123,980,491 120.634,175 -2,70%
24
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1990-91
SOURCE OF FUNDS
[<3£NERAL FUND ]
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
TRAILER COACH IN-LIEU
TOTAL TAXES
LICENSES AND PERMITS
CONSTRUCTION PERMITS
BUSINESS LICENSES
LICENSE TAX-CONSTRUCTION
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
STATE SUBVENTIONS
CIGARETTE TAX
VEHICLE IN-LIEU
HOMEOWNERS PROP. TAX REIMB.
TOTAL STATE SUBVENTIONS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
ZONE PLAN FEES
WEED CLEANING
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INTEREST
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ESTIMATED
REVENUE
FY 1989-90
$10,990,000
8,948,000
3,750,000
676,000
336,000
20,000
24,720,000
671,900
772,000
337,000
168,000
1,948,900
177.000
2,113,000
249.000
2.539,000
90,000
583,000
1,958,000
117.000
35,000
207,000
500,000
260,000
3,750,000
407,000
500,000
1 ,700,000
900.000
36,464,900
PROJECTED
REVENUE
FY 1989-90
$11,100,000
9,500,000
3,300,000
680.000
340,000
20,000
24.940,000
700.000
725,000
800,000
300,000
2,525,000
150,000
2,100,000
250,000
2,500.000
725,000
575,000
800,000
175,000
35,000
200,000
600,000
450,000
3,560,000
530.000
1,500,000
1,550,000
100,000
37,205,000
ESTIMATED AS %
REVENUE OF FY 88-89
FY 1990-91 DIFFERENCE PROJECTED
$12,400,000
11,000,000
3,700,000
700,000
375,000
18.000
28,193,000
1 ,000,000
875,000
800.000
300,000
2,975,000
130,000
2,250,000
275,000
2,655,000
750,000
575,000
800,000
30,000
35,000
230,000
750,000
475,000
3,645,000
550,000
1,250,000
1,800.000
525,000
41,593,000
$1,300,000
1,500,000
400,000
20,000
35,000
(2,000)
3,253,000
300,000
150,000
0
0
450,000
(20.000)
150,000
25,000
155,000
25,000
0
0
(145,000)
0
30,000
150,000
25,000
85,000
20,000
(250,000)
250,000
425,000
4,388.000
11.71%
15.79%
12.12%
2.94%
10.29%
-10.00%
13.04%
42.86%
20.69%
0.00%
0.00%
17.82%
-13.33%
7.14%
10.00%
6.20%
3.45%
0.00%
0.00%
-82.86%
0.00%
15.00%
25.00%
5.56%
2.39%
3.77%
-16.67%
16.13%
425.00%
1 1 .79%
25
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1990-91
SOURCE OF FUNDS
:$J>ecfAL REVENUE FUNDS
CDBG ADMINISTRATION
GRANT REVENUE
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
HOUSING
INTEREST
FEDERAL GRANT
TOTAL
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
DAMAGE REIMBURSEMENT
TOTAL
STREET TREE MAINTENANCE
INTEREST
STREET MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
TOTAL
BUENA VISTA CHANNEL
INTEREST
BUENA VISTA FEES
TOTAL
ESTIMATED PROJECTED
REVENUE REVENUE
FY 1989-90 FY 1989-90
65,000
30,000
1.000
31,000
1,000
1,650,000
1,651.000
5,000
60,000
65,000
4,000
28,000
478,000
1,000
511,000
2,000
160,000
162,000
0
40,000
40,000
100,000
100,000
60,100
50,000
3,000
53.000
15.000
1,600,000
1,615.000
6.000
64,000
70,000
13,000
24,000
490,000
5,000
532,000
2,000
160,000
162,000
0
40,000
40,000
100,000
100.000
ESTIMATED AS %
REVENUE OF FY 88-89
FY 1990-91 DIFFERENCE PROJECTED
65,000
75,000
8.000
83,000
1,000
1.650,000
1 ,651 ,000
6,000
70,000
76,000
4,000
27,000
569.926
5,000
605,926
2,500
295,705
96,700
394,905
0
116,100
116,100
100,000
100,000
4,900
25,000
5,000
30,000
(14,000)
50.000
36,000
0
6,000
6,000
(9,000)
3,000
79,926
0
73,926
500
135.705
96.700
232,905
0
76.100
76.100
0
0
8.15%
50.00%
166.67%
56.60%
-93.33%
3.13%
2.23%
0.00%
9.38%
8.57%
-69.23%
12.50%
16.31%
0.00%
13.90%
25.00%
84.82%
143.77%
190.25%
190.25%
0.00%
0.00%
26
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1990-91
ESTIMATED PROJECTED
REVENUE REVENUE
SOURCE OF FUNDS FY 1989-90 FY 1989-90
STATE GRANTS
INTEREST
GRANTS
TOTAL
SENIOR PROGRAMS
GRANTS
DONATIONS
TOTAL
TOTAL SPECIAL REVENUE FUNDS
1,000
289,400
290,400
95.000
50,000
145,000
3,060,400
10,000
175,000
185.000
153.050
50,000
203.050
3.020,150
ESTIMATED AS %
REVENUE OF FY 88-89
FY 1990-91 DIFFERENCE PROJECTED
1,000
172,470
173,470
156,913
60,000
216,913
3,482.314
(9,000)
(2.530)
(11,530)
3,863
10,000
13,863
462,164
-90.00%
-1.45%
-6.23%
2.52%
20.00%
6.83%
15.30%
llllllllpGE FUNDS ]
LIBRARY BONDS
PROPERTY TAX
INTEREST
TOTAL
SEWER BONDS
PROPERTY TAX
INTEREST
TOTAL
TOTAL DEBT SERVICE FUNDS
[ENTERPRISE FUNDS j
WATER MAINTENANCE
RECONNECT FEES
INTEREST
READY TO SERVE CHARGE
FIRE PROTECTION
METER CONNECTION FEES
LATE CHARGES
MISCELLANEOUS
TOTAL
SEWER MAINTENANCE
INTEREST
SERVICE CHARGES
LATERAL CONNECTIONS
MISCELLANEOUS
TOTAL
TOTAL ENTERPRISE FUNDS
23,000
100
23.100
126.000
1,000
127,000
150.100
8.000
10.000
1.254,000
5,000
60.000
150,000
30,000
1,517,000
140.000
2.163,000
23,000
0
2,326,000
3,843,000
23,000
400
23,400
126.000
1,000
127.000
150,400
10,000
45.000
1,250,000
5,500
65,000
125,000
55,000
1,555,500
145,000
2,150,000
15,000
2,000
2,312,000
3.867,500
23,000
100
23,100
126,000
1,000
127.000
150,100
10,000
45,000
1.300.000
6,000
72,000
125,000
50.000
1 ,608,000
125,000
2,220,000
23,000
0
2,368,000
3.976,000
0
(300)
(300)
0
0
0
(300)
0
0
50,000
500
7,000
0
(5.000)
52.500
(20,000)
70,000
8,000
(2,000)
56,000
108,500
0.00%
-75.00%
-1.28%
0.00%
0.00%
0.00%
-0.20%
0.00%
0.00%
4.00%
9.09%
10.77%
0.00%
-9.09%
3.38%
-13.79%
3.26%
53.33%
-100.00%
2.42%
2.81%
27
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1990-91
SOURCE OF FUNDS
wmrnmsmmmms
WATER OPERATIONS
WATER REVENUES
PROPERTY TAX
ENG & OTHER SERVICES
MISCELLANEOUS REVENUE
INTEREST
TOTAL
WATER DIST PROJECT REPL
CAPITAL SURCHARGE
CITY CONTRIBUTIONS
INTEREST
TOTAL
WATER DIST MAJOR FACILITIES
MAJOR FACILITY CHARGE
88 REFUNDING PROCEEDS
INTEREST INCOME
TOTAL
TOTAL WATER DISTRICT
INTERNAL SERVICES FUNDS
ESTIMATED PROJECTED
REVENUE REVENUE
FY 1989-90 FY 1989-90
6,700,000 6,700,000
575,000 575,000
190,000 190,000
98,000 98,000
272,000 272,000
7,835,000 7,835,000
967,600 967,600
3,244,885 3.244,885
226,152 226,152
4,438,637 4,438,637
1,200,770 1.200,770
4,312,070 4,312,070
622,261 622,261
6,135,101 6,135,101
18,408.738 18,408,738
WORKERS' COMP SELF-INSURANCE
INTEREST 80,000 50,000
SERVICES 402,490 400,500
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
SERVICES
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
482.490 450.500
160,000 145.000
739.927 740,000
899,927 885,000
15.000 40.000
1,300,000 1,205,000
240,000 220,000
1 ,555.000 1 ,465,000
ESTIMATED AS %
REVENUE OF FY 88-89
FY 1990-91 DIFFERENCE PROJECTED
6,790,000
575,000
120,000
40,000
310,000
7,835,000
1,002,578
1.155,115
203,690
2,361 ,383
1,308,732
0
633.836
1,942,568
12.138,951
50,000
750,000
800,000
120,000
498.228
618,228
45,000
1 .360,000
240,000
1,645,000
90,000
0
(70,000)
(58,000)
38,000
0
34,978
(2,089,770)
(22,462)
(2,077,254)
107,962
(4,312,070)
1 1 ,575
(4,192,533)
(6,269,787)
0
349,500
349,500
(25,000)
(241 ,772)
(266,772)
5,000
155,000
20,000
180,000
1 .34%
0.00%
-36.84%
-59.18%
13.97%
0.00%
3.61%
-64.40%
-9.93%
-46.80%
8.99%
-100.00%
1 .86%
-68.34%
-34.06%
0.00%
87.27%
77.58%
-17.24%
-32.67%
-30.14%
12.50%
12.86%
9.09%
12.29%
28
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1990-91
SOURCE OF FUNDS
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
TOTAL
DATA PROCESSING
INTEREST
CHARGES
TOTAL
ESTIMATED PROJECTED
REVENUE REVENUE
FY 1989-90 FY 1989-90
1,064,959 1,124,118
0 40.000
1,064,959 1.164,118
690,000 811,970
12,000 20,000
702,000 831 ,970
6,000 14,000
521,636 569,312
527,636 583,312
TOTAL INTERNAL SERVICE FUNDS 5,232,012 5,379.900
OTHER FUNDS
REDEVELOPMENT FUNDS
OPERATIONS
INTEREST
TOTAL
LOW AND MOD INCOME HSNG
INTEREST
TOTAL
TAX INCRMNT BOND DEBT SRV
BOND INTEREST
TOTAL
CAPITAL PROJECTS
TOTAL OTHER FUNDS
1,016.000 756,300
80,000 145,000
1,096,000 901,300
254,000 320.000
20.000 35,000
274,000 355.000
309,700 309,700
331,902 175,000
641,602 484,700
0 214,000
2,011,602 1.955.000
ESTIMATED AS %
REVENUE OF FY 88-89
FY 1990-91 DIFFERENCE PROJECTED
1.155,063
50,000
1,205,063
798,720
12,000
810,720
14,000
732,690
746,690
5,825.701
192,600
120,000
312,600
300,000
40,000
340,000
1 ,007,400
125,000
1,132,400
0
1 ,785,000
30.945
10.000
40,945
(13,250)
(8,000)
(21.250)
0
163,378
163,378
445,801
(563,700)
(25,000)
(588,700)
(20,000)
5,000
(15,000)
697,700
(50.000)
647,700
(214,000)
44,000
2.75%
25.00%
3.52%
-1 .63%
-40.00%
-2.55%
0.00%
28.70%
28.01%
8.29%
-74.53%
-17.24%
-65.32%
-6.25%
14.29%
-4.23%
225.28%
28 57%
133.63%
-100.00%
2.25%
29
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1990-91
SOURCE OF FUNDS
i^llilips ]
GENERAL CAPITAL CONSTR
PUBLIC FACILITY FEE
PARK IN LIEU
ZONE 5 PARK FEE
TRAFFIC IMPACT FEE
BRIDGE AND THOROUGHFARE
SEWER CONSTRUCTION
TRANSNET
TRANSNET/HIGHWAY
SDG&E
BRIDGE REPLACEMENT
LIBRARY BONDS
GOLF BONDS
PUBLIC ART (1% FUND)
FEDERAL GRANT
STATE GRANTS
COUNTY GRANTS
PLANNED LOCAL DRAINAGE
WATER PROJECTS
ASSESSMENT DISTRICTS
PORT DISTRICT
LTR CREDIT/ZONE 19
DEVELOPER FUNDS
GAS TAX
CDBG
TOTAL
TOTAL CAPITAL fUNOS
TOTAL OPERATING FUNDS
GRAND TOTAL
ESTIMATED
REVENUE
FY 1989-90
3,425,100
836,196
80.000
508,090
360,112
681.846
864.000
90,722
0
0
826,000
255,000
7,927,066
18,832,706
58,235,112
$77.097,818
PROJECTED
REVENUE
FY 1989-90
110.000
4,000,000
725,000
650,000
650,000
720,000
2,700,000
550,000
5,000
400,000
175,000
260.000
89,000
225,000
400,000
935,000
106.267
12,700,267
23,488,005
59,108,950
$82.686,955
ESTIMATED
REVENUE
FY 1990-91
1,752,177
4,358,699
252,292
222,877
712,304
657,500
966.621
1 ,053.000
1,875,000
1,198,000
1 ,600,000
10,500,000
8,000,000
14,050
0
2,400,000
300,000
400,000
187,500
2,850.000
935.000
246,528
40,481,548
44,785,499
64,647,115
$109,432.614
DIFFERENCE
1,642.177
358.699
(472,708)
(427,123)
62,304
(62.500)
(1 ,733,379)
503,000
1,875,000
1,198,000
1,600.000
10,500.000
9,050
(400,000)
2.225,000
40,000
(89,000)
(225,000)
(400,000)
2,850,000
0
140,261
19.193,781
12,659,994
5,498,165
$18,158,159
AS %
OF FY 88-89
PROJECTED
8.97%
-65.20%
-65.71%
9.59%
-8.68%
-64.20%
91.45%
-100.00%
1271.43%
-100.00%
0.00%
131.99%
151.13%
53,90%
9.29%
21.96%
30
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90
NUMBER
ALLOCATED
1990-91
BUDGET
REQUEST
REQUEST-
OVER
(UNDER)
1989-90
ALLOCATED
CITY COUNCIL
EXECUTIVE ASSISTANT
TOTAL CITY COUNCIL
CITY MANAGER
CITY MANAGER
ASSISTANT CITY MANAGER
ASSISTANT TO CITY MANAGER
SECRETARY TO C. MANAGER
SECRETARY I
CLERK TYPIST I
TOTAL CITY MANAGER
1
1
1
1
1
0
5
1
1
1
1
1
1
6
1
1
INFORMATION SYSTEMS
ADMINISTRATION
INFORMATION SYSTEMS DIRECTOR
ASSISTANT CITY CLERK '
STENO CLERK II
MINUTES CLERK
CLERK TYPIST II
SECRETARY II
TOTAL INFORMATION SYSTEMS
DATA PROCESSING
PROGRAMMER/OPERATOR
PROGRAMMER/ANALYST
MICRO COMPUTER SPECIALST
DATA PROCESSING MANAGER
TOTAL DATA PROCESSING
TOTAL INFORMATION SYSTEMS
CITY ATTORNEY
CITY ATTORNEY
ASSISTANT CITY ATTORNEY
DEPUTY CITY ATTORNEY
SECRETARY TO C. ATTORNEY
SECRETARY II
TOTAL CITY ATTORNEY
1
1
1
1
1
1
6
2
1
1
1
5
11
1
1
1
1
1
5
1
1
1
1
1
1
6
2
1
1
1
5
11
1
1
1
1
1
5
0
0
0
0
31
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
FINANCE
FINANCE DIRECTOR
ASSISTANT FINANCE DIRECTOR
SR MANAGEMENT ANALYST
ACCOUNTANT
ACOUNTING SUPERVISOR
ACCOUNT CLERK II
ACOUNT CLERK I
AUDITOR
BUSINESS LICENSE REPRESENTIVE
SECRETARY II
TOTAL FINANCE
RISK MANAGEMENT
RISK MANAGER
SECRETARY II
TOTAL RISK MANAGEMENT
PURCHASING
PURCHASING OFFICER
SECRETARY I
BUYER
STOREKEEPER
MESSENGER
TOTAL PURCHASING
HUMAN RESOURCES DIRECTOR
COMPENSATION & BENEFITS MGR
EMPLOYMENT SERVICES MANAGER
HUMAN RESOURCES ANALYST
HUMAN RESOURCES ASSISTANT
SECRETARY II
CLERK TYPIST II
COMPENSATION TECHNICIAN
TOTAL HUMAN RESOURCES
RESEARCH OFFICE
MGR OF RESEARCH & ANALYSIS
SR MANAGEMENT ANALYST
SECRETARY I
TOTAL RESEARCH
1
1
1
3
2
4
2
1
0
1
16
1
1
2
1
1
2
1
1
6
1
1
1
1
1
1
1
1
8
1
2
1
4
1
1
1
3
2
4
2
1
1
1
17
1
1
2
1
1 '
2
1
1
6
1
1
1
1
1
1
1
1
8
1
2
1
4
1
1
0
0
0
0
P
to
P
to
Pto
pif)
32
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
POLICE
ADMINISTRATION
POLICE CHIEF
MANAGEMENT ANALYST
SECRETARY II
TOTAL ADMINISTRATION
OPERATIONS
POLICE CAPTAIN
POLICE LIEUTENANT
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
POLICE SERVICES AIDE
TOTAL OPERATIONS
INVESTIGATIONS
POLICE LIEUTENANT
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
POLICE SERVICE AIDE
SECRETARY I
TOTAL INVESTIGATIONS
VICE NARCOTICS
POLICE SERGEANT
POLICE OFFICER
TOTAL VICE NARCOTICS
TECHNICAL SERVICES
POLICE CAPTAIN
POLICE SERGEANT
POLICE OFFICER
RECORDS & COMMUNIC SUPERV
SUPERVISING COMMUNICATOR
COMMUNICATION OPERATOR II
COMMUNICATION OPERATOR I
POLICE RECORDS CLERK II
POLICE RECORDS CLERK I
CRIME PREVENT TECH
SECRETARY I
TOTAL TECHNICAL SERVICES
1
0
1
2
1
4
6
5
31
2
49
1
1
8
0
0
0
10
1
2
3
1
1
1
1
1
9
4
2
4
1
3
28
1
1
1
3
1
4
6
8
34
1
54
1
1
8
1
1
2
14
1
2
3
1
1
2
1
1
13
0
6
0
1
1
27
1
1
3
3
-1
5
1
1
2
4
0
1
4
-4
4
-4
0
-2
-1
33
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
TRAFFIC
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
POLICE SERVICES AIDE
TOTAL TRAFFIC
TOTAL POLICE
FIRE
FIRE CHIEF
FIRE BATTALION CHIEF
FIRE CAPTAIN
FIRE CAPTAIN SPECIALIST
FIRE ENGINEER
FIRE FIGHTER
PARAMEDIC-FIRE FIGHTER
SECRETARY II
SECRETARY I
FIRE PREVENTION OFFICER I
FIRE PREVENTION OFFICER II
FIRE PREVENTION OFFICER III
TOTAL FIRE
PRINC BUILDING INSPECTOR
BUILDING INSPECTOR III
BUILDING INSPECTOR II
BUIDLING INSPECTOR I
SECRETARY II
CODE ENFORCEMENT OFFICER
CODE ENFORCEMENT OFFICER I
BUILDING TECHNICIAN II
TECHNICIAN I
PERMIT CLERK
TOTAL BUILDING INSPECTION
SKiifiiii^iNMliiii^iliiiif
COMMUNITY DEVEL DIRECTOR
SENIOR MANAGEMENT ANALYST
SECRETARY II
CLERK TYPIST I
PERMIT CLERK
RECEPTIONIST/CASHIER
TOTAL COMM DEV ADMINIST
1
4
2
1
8
100
1
4
18
4
18
12
18
1
1
1
1
2
81
1
2
4
1
0.25
1
1
0
0
0
10.25
*1
1
0.5
2
2
1
7.5
1
4
2
1
8
109
1
4
18
4
18
12
18
1
1
0
2
2
81
1
2
4
1
0.25
1
1
1
2
2
15.25
1
1
0.5
2
0
1
5.5
0
9
-1
1
0
1
2
2
5
-2
-2
p»
p
34
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
ENGINEERING
ADMINISTRATION
CITY ENGINEER
SR MANAGEMENT ANALYST
MANAGEMENT ANALYST
SECRETARY II
WORD PROCESS OPERATOR II
CLERK TYPIST II
TOTAL ADMINISTRATION
DEVELOPMENT
ASSISTANT CITY ENGINEER
PRINCIPAL CIVIL ENGINEER
ASSOCIATE CIVIL ENGINEER
ASSISTANT CIVIL ENGINEER
ENGINEERING TECHNICIAN II
TECHNICIAN I
TOTAL DEVELOPMENT
MUNICIPAL PROJECTS
MUNICIPAL PROJECT MANAGER
PRINCIPAL CIVIL ENGINEER
ASSOCIATE CIVIL ENGINEER
ENGINEERING TECHNICIAN II
PRINCIPAL CONSTRUCTION INSPECT
SR CONSTRUCTION INSPECTOR
CONSTRUCTION INSPECTOR
PERMIT CLERK
SECRETARY II
WORD PROCESS OPERATOR II
TOTAL MUNICIPAL PROJECTS
TRANSPORTATION
TRAFFIC ENGINEER
ASSOCIATE CIVIL ENGINEER
ASSISTANT CIVIL ENGINEER
TOTAL TRANSPORTATION
TOTAL ENGINEERING
1
1
1
1
2
1
7
1
1
7
1
2
0
12
1
1
4
2
1
2
5
0
1
1
18
1
2
1
4
41
1
1
1
2
3
1
9
1
2
7
2
3
1
16
1
2
4
2
1
2
5
1
0
0
18
1
2
1
4
47
1
1
2
1
1
1
1
4
1
1
-1
-1
0
0
6
35
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
GROWTH MANAGEMENT
GROWTH MANAGEMENT MANAGER
SECRETARY II
SR MANAGEMENT ANALYST
ASSOCIATE CIVIL ENGINEER
SENIOR PLANNER
TOTAL GROWTH MANAGEMENT
illllllING
PLANNING DIRECTOR
ASSISTANT PLANNING DIRECTOR
SR MANAGEMENT ANALYST
MANAGEMENT ANALYST
PRINCIPAL PLANNER
SENIOR PLANNER
ASSOCIATE PLANNER
ASSISTANT PLANNER
PLANNING TECHNICIAN I
PLANNING TECHNICIAN II
GRAPHIC TECHNICIAN
SECRETARY II
WORD PROCESS OPERATOR I
WORD PROCESS OPERATOR II
TOTAL PLANNING
GEOGRAPHIC INFORMATION
GEOGRAPHIC INFO SYSTEM COORD
GEOGRAPHIC INFO SYSTEM TECH
TOTAL GEOGRAPHIC INFORMATION
DEVELOPMENT PROCESS SERVICES
DEVEL PROCESS SERV MGR
PRINCIPAL CIVIL ENGINEER
ASSISTANT CIVIL ENGINEER
ENGINEERING TECHNICIAN II
TECHNICIAN I
ASSOCIATE PLANNER
PLANNING TECHNICIAN II
BUILDING TECHNICIAN II
TOTAL DEV PROCESS SERV
1
0.25
1
1
1
4.25
1
1
1
1
2
3
6
3
1
0
1
1
1
2
24
0
0
0
1
1
1
1
3
1
1
1
10
1
0.25
1
1
1
4.25
1
1
2
0
2
4
7
3
1
1
1
1
1
2
27
1
1
2
0
0
0
0
0
0
0
0
0
0
0
0
1
-1
0
1
1
0
0
1
0
0
0
0
3
1
1
2
-1
-1
-1
-1
-3
-1
-1
-1
-10
36
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
LIBRARY
LIBRARY DIRECTOR
ASSISTANT LIBRARY DIRECTOR
LIBRARIAN III - LITERACY
LIBRARIAN III
LIBRARIAN II
LIBRARIAN I
MEDIA SERVICES MANAGER
LIBRARY ASSISTANT III
LIBRARY ASSISTANT II
LIBRARY ASSISTANT I
CLERK TYPIST II
SECRETARY II
GRAPHIC ARTIST
MESSENGER
TOTAL LIBRARY
CULTURAL ARTS
ARTS MANAGER
MANAGEMENT ANALYST
SECRETARY I
TOTAL CULTURAL ARTS
PARKS AND RECREATION
ADMINISTRATION
PARKS & RECREATION DIRECTOR
SR MANAGEMENT ANALYST
PARK PLANNER
SECRETARY II
CLERK TYPIST II
TOTAL ADMINISTRATION
PARK MAINTENANCE
PARK SUPERINTENDENT
PARK SUPERVISOR
PARK MAINTENANCE WORKER III
PARK MAINTENANCE WORKER II
PARK MAINTENANCE WORKER 1
BUILDING MAINT CARPENTER
TOTAL PARK MAINTENANCE
1
1
1
5
1
3
1
2
6
3
3
1
1
0
29
1
1
1
3
1
1
1
1
1
5
1
1
5
9
2
1
19
1
1
1
5
2
3
1
2
6
4
4
1
1
1
33
1
1
1
3
1
1
1
1
1
5
1
1
5
9
4
1
21
1
1
1
1
4
0
0
2
2
37
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
TREE MAINTENANCE
PARK SUPERVISOR
TREE TRIMMER LEADWORKER
TREE TRIMMER II
TREE TRIMMER I
TOTAL TREE MAINTENANCE
MEDIAN MAINTENANCE
PARK SUPERVISOR
PARK MAINTENANCE WORKER I
TOTAL MEDIAN MAINTENANCE
RECREATION OPERATIONS
RECEPTIONIST/CASHIER
TOTAL RECREATION DERATIONS
RECREATION FEE SUPPORTED
RECREATION SUPERINTENDENT
PRINC RECREATION SUPERV
RECREATION SUPERVISOR II
RECREATION SUPERVISOR I
RECREATION SPECIALIST I
TOTAL RECR. FEE SUPPORTED
AQUATICS
AQUATIC SUPERVISOR
TOTAL AQUATICS
SENIOR PROGRAM
SR CITIZEN COORDINATOR
SECRETARY I
SITE MANAGER
TOTAL SENIOR PROGRAM
TOTAL PARKS & RECREATION
1
1
2
1
5
0
0
0
3
3
1
1
2
2
3
9
1
1
1
1
1
3
45
0.5
2
2
2
6.5
0.5
1
1.5
3
3
1
1
3
1
3
9
1
1
1
1
1
3
50
-0.5
1
1
1.5
0.5
1
1.5
0
1
-1
0
0
0
5
38
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91
NUMBER BUDGET
ALLOCATED REQUEST
REQUEST
OVER
(UNDER)
1989-90
ALLOCATED
UTiyTIES/MAlNTENANCe
ADMINISTRATION
UTILITIES/MAINTENANCE DIR
ASST UTIL/MAINT DIR
SR MANAGEMENT ANALYST
SECRETARY II
CLERK TYPIST II
TOTAL ADMINISTRATION
STREET MAINTENANCE
ENGINEERING TECHNICIAN II
STREET MAINTENANCE SUPT
STREET MAINTENANCE SUPERV
STREET MAINTENANCE WORKER III
STREET MAINTENANCE WORKER II
STREET MAINTENANCE WORKER I
TOTAL STREET MAINTENANCE
STREET LIGHTING
ELECTRICIAN II
ELECTRICIAN I
ELECT OPERATIONS SUPERVISOR
TOTAL STREET LIGHTING
BUILDING MAINTENANCE
BUILDING MAINT SUPT
BUILDING MAINT SUPERV
BUILDING MAINT CARP
CUSTODIAN II
CUSTODIAN
STREET MAINTENANCE WORKER II
TOTAL BUILDING MAINTENANCE
1
1
1
1
1
5
0.3
1
2
5
8
7
23.3
1
1
1
3
1
1
2
0
8
1
13
1
1
1
1
1
5
0.3
1
2
5
8
9
25.3
1
1
1
3
1
1
2
1
9
1
15
2
2
1
1
2
39
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
WATER
UTILITY MAINT SUPERINTENDENT
ACCOUNT CLERK II
ENGINEERING TECH II
UTILITY MAINT WORKER III
METER SHOP SUPERVISOR
METER READER III
METER READER II
METER READER I
TOTAL WATER
SANITATION
UTILITY MAINT SUPERINTENDENT
ACCOUNT CLERK II
ENGINEERING TECH II
SEWER MAINTENANCE SUPERV
UTILITY MAINT WORKER III
UTILITY MAINT WORKER II
MAINT WORKER I
UTILITY SYSTEM OPERATOR III
UTILITY SYSTEM OPERATOR II
TOTAL SANITATION
FLEET OPERATIONS
FLEET MAINTENANCE SUPERT
ACCOUNT CLERK II
EQUIPMENT MECHANIC II
EQUIPMENT MECHANIC I
EQUIPMENT SERVICE WORKER
EQUIPMENT MECHANIC SUPERVISOR
TOTAL FLEET OPERATIONS
TOTAL UTILITIES/MAINTENANCE
0.5
0.5
0.3
1
1
0
5
1
9.3
0.5
0.5
0.4
1
1
2
1
1
1
8.4
1
1
2
1
1
1
7
69
0.5
0.5
0.3
1
1
1
4
1
9.3
0.5
0.5
0.4
1
1
2
1
1
1
8.4
1
1
2
1
1
1
7
73
1
-1
0
0
0
0
4
m
m
P
*
40
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90
NUMBER
ALLOCATED
1990-91
BUDGET
REQUEST
REQUEST
OVER
(UNDER)
1989-90
ALLOCATED
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT DIR 1
SR MANAGEMENT ANALYST 2.5
CLERK TYPIST II 1
SECRETARY II 1
-0.5
TOTAL REDEVELOPMENT AGENCY 5.5 -0.5
HOUSING
SENIOR MANAGEMENT ANALYST
HOUSING SPECIALIST I
MANAGEMENT ANALYST
CLERK TYPIST II
TOTAL HOUSING
0.5
1
1
1
3.5
1
1
1
1
4
0.5
0.5
BLOCK GRANT
SR MANAGEMENT ANALYST
TOTAL BLOCK GRANT 1
TOTAL HOUSING & REDEVELOPMENT 10
1
10
0
0
WATER DISTRICT
GENERAL SERVCIES ADMIN
GENERAL MANAGER/DE
ADMINISTRATIVE MANAGER
ADMINISTRATIVE ANALYST
ACCOUNTANT
ACCOUNTING OFFICE ASSISTANT
EXECUTIVE SECRETARY
RECEPTIONIST
TOTAL GENERAL SERVICES ADMIN
0.6
1
1
-1
1
1
1
6.6
0.6
1
1
1
1
1
1
6.6 0
41
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1989-90 AND 1990-91
BY DEPARTMENT AND CLASSIFICATION
1989-90 1990-91 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1989-90
ALLOCATED
OPERATIONS
SUPERINTENDENT
SYSTEMS OPERATION SUPERVISOR
CONSTRUCTION & MAINT SUPERV
SENIOR SYSTEMS OPERATOR
SERVICE COORDINATOR
STOREKEEPER
1
1
1
1
1
1
SR CONSTR & MAINTENANCE WORKE 1
SYSTEMS OPERATOR II
SYSTEMS OPERATOR I
EQUIPMENT OPERATOR
FACILITY MAINT LEADWORKER
CONSTRUCTION MAINT WORKER
SENIOR VALVE TECHNICIAN
VALVE TECHNICIAN
OPERATIONS OFFICE ASSISTANT
TOTAL OPERATIONS
ENGINEERING
GENERAL MANAGER/DE
ENGINEERING MANAGER
SR. ENGINEERING TECHNICIAN
SR. ENGINEERING INSPECTOR
ENGINEERING INSPECTOR
ENGINEERING TECHNICIAN
ENGINEERING SECRETARY
ENGINEERING OFFICE ASSISTANT
TOTAL ENGINEERING
TOTAL WATER DISTRICT
GRANDTOTAL
3
1
1
1
3
0
0
0
16
0.4
1
2
1
1
2
1
1
9.4
32
524
1
1
1
1
1
1
1
3
1
1
1
3
1
1
1
19
0.4
1
2
1
1
3
1
1
10.4
36
554
1
1
1
3
1
1
4
32
pi
whi
42
(THIS PAGE INTENTIONALLY LEFT BLANK)
43
DEBT MANAGEMENT ISSUES
As the City continues to develop, the question of financing the necessary
infrastructure becomes more and more important. The past few years have seen
the City meet new challenges in managing its resources and demanding that
development contribute to the quality of life for the residents of Carlsbad.
The use of debt has become a primary issue in the development of the CIP and the
policies that implement the growth management program. During the last five
years, the City has issued $62.5 million in bonds and Certificates of Participa-
tion (COP's) to fund streets, buildings, open space acquisition and other infra-
structure projects. The table below identifies the debt the City currently
maintains, the outstanding principal, the 1990-91 payment and the scheduled year
of payoff.
CITY OF CARLSBAD
DEBT ISSUED
Bond Name Original Outstanding 1990-91 Scheduled Fund
Bond Issue Principal Payment Year of
at 6/30/90 Payoff
1 988 Hosp Grove COP $8,690,000 $8,690,000
1986 College Boulevard
Assessment District 9,570,250 9,045,000
1988 Palomar Airport Rd.
Assessment District 5,133,940 4,940,000
1988 Redevelopment
Tax Increment Bonds 12,000,000 12,000,000
1962 Sewer Bonds
(Series B) 1,000,000 190,000
1962 Sewer Bonds
(Series C) 447,000 50,000
1966 Library Bonds 295,000 45,000
1967 Building Authority 460.000 95,000
1969 Parking Authority 1,535,000 650,000
•
1981 Parking Authority 1,500,000 1,150,000
1989EncinaJPA
Sewer Expansion 27,136,128 27,136,128
1960 Waterworks
Revenue Bonds 767,000 65,000
1970 Waterworks
Revenue Bonds 1,225,000 100,000
$870,085 2008 General
Assessment
975,880 2006 District
Assessment
570,496 2003 District
1,132,352 2011 Redevelopment
General
95,220 1991 Obligation
General
26,406 1991 Obligation
General
22,026 1992. Obligation
34.800 1992 General
138,400 1995 General
167,000 2001 General
Sewer
844,451 2015 Enterprise
Water
66,259 1990 Enterprise
Water
103,000 1990 Enterprise
44
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 the standards for the availability of public services and facilities.
Standards for facilities are applied within the City as a whole, within the
City's four quadrants, and in the City's twenty-five community or growth manage-
ment zones.
The Growth Management Plan has established precise standards, as adopted by the
City Council 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 conforrnance
with the adopted performance standards, as development occurs. Unless each of
the eleven public facility standards have been met, no new development can occur.
The Growth Management Program impacts both the Operating Budget and the Capital
Improvement Program. As the Program was being developed, very little construc-
tion occurred which resulted in reductions in both operating and capital develop-
ment related revenues. Revenues can be expected to recover as standards are met
and reasonable levels of development begin to occur. The Growth Management Plan
directly affects the operating and capital budgets by requiring the construction
of facilities to meet standards and the subsequent operation of those facilities.
Facilities such as community centers, parks, and fire stations have been con-
structed under this program.
The Capital Improvement Program has been designed to specifically address areas
where facilities do not comply with the adopted performance standards, or are
projected to fall below standard within the next five years.
45
BUDGET PROCESS
The development of the operating and capital budgets began in January, 1990 with
input from all departments. Criteria for making funding requests were based upon
the need to maintain existing service levels which may have suffered due to
growth within the City. New programs were also encouraged in efforts to meet
City Council goals and objectives.
The budget proposals were received in the Finance Department in early February
at which time documents were reviewed for accuracy and consistency. A more
complete analysis of the budgets ensued, which entailed the application of the
established policies to the requests. Each department head was also interviewed
by the Budget Analyst. A written report summarizing the Analyst's findings was
prepared and distributed to appropriate department heads as well as to the City
Manager's budget team at the beginning of April. The team consisted of the City
Manager, Assistant City Manager, Community Development Director, Finance Director
and Budget Analyst, who met with department heads to review their budgets, the
analysis, and to receive any additional input. The budget recommended to the
City Council is the result of several meetings by the City Manager's team.
A City Council workshop was held on June 5, 1990 in order to overview and discuss
the. This meeting was followed by two public meetings held on June 11 and June
13, 1990, conducted by the Finance Department. The purpose of the meetings was
to reach out to the community and receive input on the proposed budget. The
final review of the budget occurred at the Public Hearing on June 19, wherein
the Council formally heard public comments, discussed pertinent issues and
adopted the budget.
HOW THE BUDGET DOCUMENT IS ORGANIZED
The operating budget is organized by general function such as Public Safety,
Community Development and General Government. Within these broad categories,
the budget is organized on a departmental basis. Departments containing more
than one program include a financial and brief descriptive summary. The summary
page is followed by detailed program information. Some departments consist of
one program only, and thus only one page is included for them. For each program,
financial history, along with the 90-91 budget figures, is presented. Also
included are narrative statements identifying program activities and their
workload measures or performance objectives.
Some programs may contain personnel costs yet not reflect a number of positions.
This occurs, for example, in the City Treasurer and City Clerk budgets. In these
cases, costs reflected are for part-time staff only, and are not considered in
the reporting method established.
The Water District is included in the budget, however no account numbers are
noted on the detail pages. The Water District will maintain its own accounts
and accounting system as in the past. This approach may change as the City and
District continue their merging process.
The Capital Improvement Program and its cash flow are located toward the back
of the budget. A table outlining 1990-91 Capital Outlay follows. Travel detail
is presented next, so that Council may review and approve these requests.
Accounting occurs on a fund basis and is described more thoroughly in the
following section.
46
THE BUDGET PROCESS
CITY COUNCIL GOALS
CITY MANAGER AND
DEPARTMENT HEADS
ESTABLISH PRIORITIES
FINANCE OFFICE DISTRIBUTES
BUDGET GUIDELINES
AND CALENDAR
DEPARTMENTS PREPARE AND
SUBMIT BUDGET PROPOSALS
RECOMMENDATIONS FROM
REVIEW SESSIONS
INCORPORATED INTO
PRELIMINARY BUDGET
FINANCE OFFICE ANALYZES
REQUESTS AND SUBMITS TO
CITY MANAGER'S OFFICE
FINANCE 8 DEPARTMENTS
DISCUSS CONCERNS/ISSUES
CITY MANAGER'S TEAM MEETS
Wl TH INDI VI DUAL
DEPARTMENT HEADS
CITY COUNCIL REVIEWS
PRELIMINARY BUDGET
RECOMMENDATIONS FROM
PUBLIC HEARING
INCORPORATED IN
FINAL BUDGET
CITY COUNCIL CONDUCTS
PUBLIC HEARING
TWO PUBLIC MEETINGS
CITY COUNCIL ADOPTS
FINAL BUDGET
47
ACCOUNTING SYSTEM AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1) The City is not one single entity. It is the total of many entities, each
with its separate function and legal restrictions on the use of resources.
In the private sector, a corporation may have many "subsidiaries" which make
up the parent corporation; in the public sector, a city government may have
a variety of "funds" that provide the basis for separately recording the
financial data related to a specific activity. A fund is an accounting en-
tity 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 City's accounting system operates on a modified accrual basis for all
governmental type funds. Governmental funds include the General, Special
Revenue, Debt Service and Capital Projects Funds. A modified accrual system
is one where (a) revenues are recorded when received in cash; (b) revenues
are accrued when they are both measurable and collectable within the account-
ing period or soon enough after the end of the period to pay liabilities of
the period; and (c) expenditures, other than interest or long-term debt, are
recorded when liabilities are incurred.
3) The proprietary fund types (the Water Utility and Sewer Enterprise Funds and
the Internal Service Funds) use the accrual method of accounting. Revenues
and expenses are recorded when earned and incurred, respectively.
4) Internal controls exist within the accounting system to ensure safety of
assets from misappropriation, unauthorized use or disposition, and to main-
tain the accuracy of financial record keeping. These internal controls must
be established consistent with sound management practices based on the cost/
benefit of the controls imposed. The cost of a control should not be exces-
sive in relation to its benefit as viewed by City management. The internal
controls in existence within the City's system are sufficient to ensure, in
all material aspects, both the safety of the City's assets and the accuracy
of the financial record keeping system.
5) Budgetary control is maintained through monthly reports on all revenue and
expenditure accounts as well as special reports summarizing the financial
position of the City. The City Council has authority to control the budget
through adoption of a formal budget at the beginning of each year and by
amending the budget as necessary through the year. Expenditures should net
exceed budgeted figures. All appropriations expire at the year end unless
specifically carried into the new fiscal year by council actions. The
Carlsbad Municipal Code requires that the Financial Director annually prepare
a budget for the City Manager showing estimated revenues and expenditures.
48
CARLSBAD COMMUNITY PROFILE
Date Incorporated July 16, 1952
Form of Government Council/Manager
Area 39.7 Square Miles
Population 63,000
Net Assessed Valuation $4,203,469,146
Miles of Streets 199
Fire Protection:
Number of Stations 6
Number of firefighters 67
Police Protection:
Number of Stations 1
Number of sworn Police Officers 81
Municipal Water District:
Number of customers 15,584
Miles of lines and mains 219
Miles of Sewers 102
Recreation and Culture:
Number of parks (improved
and unimproved) 37
Area of parks 329.11 acres
Pools 1
Number of libraries 1
Number of volumes 196,313
Total number of regular City employees 556
49
GENERAL GOVERNMENT
PROGRAM:
FUND:
DEPARTMENT:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCT #001-1010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 95,901
28,489
0
$ 124,390
1
1988-89
ACTUAL
$ 104,626
19,847
0
$ 124,474
1
1989-90
BUDGET
$ 114,537
29,300
10,559
$ 154,396
1
1990-91
BUDGET
$ 122,036
29,678
6,000
$ 157,714
1
WORK PROGRAM:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which
the City operates. The Council has defined goals and objectives to guide the allocation of City resources to
meet the needs of the community through the policy development process.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
Meeting Attendance: Prepare for and attend Council
meetings, as well as various committee and
community meetings. Respond to the needs and
requests of the residents of Carlsbad, through
personal contact and correspondence.
1. As the legislative body of the City, the Council
establishes the policies and regulatory
ordinances under which the City operates. The
Council has defined goals and objectives to guide
the allocation of City resources to meet the
needs of the community through the policy
development process.
SIGNIFICANT CHANGES:
None.
50
PROGRAM:
FUND:
DEPARTMENT:
CITY MANAGER
GENERAL
CITY MANAGER ACCT # 001-1020
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 255.124
28,852
2,614
$ 286,590
5
1988-89
ACTUAL
$ 340,780
43,682
8,547
$ 393 , 009
5
1989-90
BUDGET
$ 373,234
60,750
14,869
$ 448,853
5
1990-91
BUDGET
$ 423,032
56,930
5,925
$ 485,887
6
WORK PROGRAM:
The City Manager is appointed by the City Council and is responsible for operation of City services, providing
timely, accurate information to the Council, recommending and implementing programs and policies.
PROGRAM ACTIVITIES:
Financial: Coordinate budget activities and ensure
sound financial practices and a balanced revenue
expenditure base.
Administration: Assist Council in meeting annual
goals.
PERFORMANCE OBJECTIVES:
Policy Development:
making role.
Assist Council in policy
•
m
1. Accomplish objectives set forth by each City
department. Conduct the City in a professional
and ethical manner and continue pursuing
excellence based on the strategic values.
Coordinate efforts to respond to requests for
action. (Review, referral, respond.)
1. Provide accurate, timely information, develop
potential alternatives and professional
recommendations by staff.
SIGNIFICANT CHANGES:
A full time Clerk Typist II is new to this program. This will help accomplish the goal of providing top quality
services for the public. This position replaces the use of part time assistance for a fiscal impact of $9,000.
P
to
P
P
P
Ik
51
PROGRAM:
FUND:
DEPARTMENT:
PUBLIC INFORMATION
GENERAL
CITY MANAGER ACCT # 001-1021
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 141
18,035
2,984
$ 21,160
0
1988-89
ACTUAL
$ 1,948
22,391
0
$ 24,339
0
1989-90
BUDGET
$ 0
38,200
0
$ 38,200
0
1990-91
BUDGET
$ 0
48,707
0
$ 48,707
0
WORK PROGRAM:
Provide information to Carlsbad public regarding City Services, events, actions and programs.
PROGRAM ACTIVITIES:
Publications; Development of newsletter items to
be included in parks and recreations brochure,
informational brochures regarding City services,
news releases informing the public and news media
of current actions by the City.
Information Requests: Respond to telephone
requests for information and serve visitors at City
Hall. Continue to maintain information display at
City Hall.
Presentations: Produce Mayor's Annual State of
City Video address and 4 Quadrant meetings for
Cable TV and other audio visual presentations as
needed.
Employee Events: Funds in this account are
utilized for announcement of special events.
Communications with employees and work groups are
enhanced.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Quarterly newsletter items to be published in
Parks & Recreation brochure; FYI brochure
published for special events. Make Facility
Finder available to all City facilities.
52
PROGRAM:
FUND:
DEPARTMENT:
CITY CLERK
GENERAL
CITY CLERK ACCT # 001-1030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 4,238
41,747
0
$ 45,985
0
1988-89
ACTUAL
$ 4,305
73,757
0
$ 78,062
0
1989-90
BUDGET
$ 4,200
24,000
0
$ 28,200
0
1990-91
BUDGET
$ 6,600
30,339
0
$ 36,939
0
WORK PROGRAM:
The City Clerk's department is responsible for performance of duties as defined in the Government Code and the
Carlsbad Municipal Code.
PROGRAM ACTIVITIES:
Election Services: Serves as the City's Election
Officer responsible for conducting the Municipal
Elections.
Fair Political Practices Commission (FPPC) Filings:
Serves as City's Filing Officer for all filings
required by the Political Reform Act of 1974. This
includes receipt and review of Campaign Statements
and Statements of Economic Interest which are
received, reviewed and processed in accordance with
FPPC requirements.
Council Meeting Record of Proceedings: Keeps an
accurate record of proceedings of the legislative
body as required by the Government Code.
Administrative Services: Maintains custody of City
Seal; maintains City records which includes
indexing, filing, and certification of copies;
publishes ordinances and notices of public
hearings; receives all claims filed; prepares
agendas; maintains Municipal Code; processes
contract and subdivision bonds; and processes all
documents requiring recordation.
WORKLOAD MEASURES:
CY/1988
1. Elections:
1 Special
1 General
1. Filings:
39 Campaign
Statements
114 Statements of
Economic
Interest
1 Special
33 Campaign
Statements
115 Statements of
Economic
Interest
1. Council Minutes:
54 65
1. Claims Filed:
118 113
2. Public Hearing Notices:
42 46
3. Ordinances Published:
48 48
I
Support Services: Provides staff support services
to the Parking Authority and Building Authority.
Serves as Secretary to the Public Improvement
Corporation and the Carlsbad Municipal Water
District; and Recording Secretary to the Housing
and Redevelopment Commission.
1. Meetings Held:
11 15
SIGNIFICANT CHANGES:
Budgeted expenses are up for fiscal year 1990-91 as a General Municipal Election will occur in November, 1990.
The City Clerk's salary was increased on 7/25/89 to $550 per month.
53
PROGRAM:
FUND:
DEPARTMENT:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCT # 001-1210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 210,513
24,424
5,459
$ 240,396
3
1988-89
ACTUAL
$ 231,356
28,305
€07
$ 260,168
3
1989-90
BUDGET
$ 302,514
42,855
9,965
$ 355,334
5
1990-91
BUDGET
$ 364,419
42,382
12,400
$ 419,201
5
WORK PROGRAM:
The City Attorney is the Chief Legal Officer of the City and is responsible for advising the City Council on
all legal matters coming before it. The City Attorney provides administrative direction and control of the
Office of the City Attorney. The City Attorney assists the City's administrators in accomplishing the goals
and objectives of the City Council in the legally most appropriate and expeditious way.
PROGRAM ACTIVITIES:
To provide quality legal services to the City Council, Parking Authority, Building Authority, Housing Authority,
Redevelopment Agency, City Manager, Department Heads and the City's Boards and Commissions.
SIGNIFICANT CHANGES:
The 1990-91 budget reflects full year costs for the Deputy City Attorney and Secretary I authorized by Council
during 1989-90.
54
PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE ACCT * 001-1310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 535,050
156,048
6,237
$ 699,335
15
1988-89
ACTUAL
$ 544,233
314,372
11,867
$ 870,472
15
1989-90
BUDGET
$ 649,988
422,928
15,000
$ 1,087,916
16
1990-91
BUDGET
$ 730,582
300,933
14,700
$ 1,046,215
17
WORK PROGRAM:
The Finance Department pays the bills and collects the revenue for the City, maintains accurate and timely
financial records, and provides necessary information on financial status and forecasts to the City Manager and
City Council.
PROGRAM ACTIVITIES:
Financial Management Administration: Provide long-
range financial planning services, including the
funding of growth management related facilities,
long-range operating revenue and expense forecasts.
PERFORMANCE OBJECTIVES:
1. Complete fiscal impact analysis of General Plan.
2. Complete creation of City-wide Mello-Roos
district.
3. Prepare the City's long-range financial plan.
Budget Management: Develop a document annually
identifying operating and capital programs and
their costs for future years.
1. Prepare annual capital and operating budgets
which include program activity and output
measures or performance objective statements.
2. Monitor expenditures monthly to insure budgetary
integrity.
Accounts Receivable: Bill and collect revenue for
the City. Includes utilities, business license,
ambulance, parking citations, and emergency
response billings.
1. Initiate business license field inspection
system.
2. Revise ordinance to base business license fee on
prior year's actual receipts.
Accounts Payable: Assembles and pays the debts of
the City, including payroll. Satisfies require-
ments of taxing agencies.
1. Maintain turnaround time of 30 days to process
and pay invoices.
2. Review payments to determine if delayed payments
would maximize interest and not affect credit
worthiness.
General Accounting: Prepares and maintains
accurate financial records; includes grants,
capital projects, enterprise funds, assessment
districts, investments, and fixed assets.
1. Distribute monthly expenditure summary on 5th
working day of month.
2. Survey City departments to determine departmental
needs/requirements from Finance Department.
3. Provide City Manager and Council with timely
monthly financial reports.
Audits: Reviews records of businesses in City that
support business license, sales taxes, franchise
fees, and TOT revenue. Perform compliance reviews
and internal audits of City departments.
SIGNIFICANT CHANGES:
1. Audit 40 major retailers and businesses; 3 major
hotels/motels.
2. Audit all franchise fees.
3. Review Carlsbad Convention and Visitors Bureau
for compliance.
One additional Business License Representative is included in this budget. This position will perform Business
License field inspections, education, and follow-ups for compliance. Estimated revenues generated by this
program are $100,000. Expenses are down from 1989-90 due to one time expenditures for the citywide financing
plan in 1989-90.
55
PROGRAM:
FUND:
DEPARTMENT:
CASH MANAGEMENT
GENERAL
CITY TREASURER ACCT * 001-1320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 6,902
21,311
0
$ 28,213
0
1988-89
ACTUAL
$ 11,262
31,739
752
$ 43,753
0
1989-90
BUDGET
$ 20,002
33,500
0
$ 53,502
0
1990-91
BUDGET
$ 27,306
52,491
0
$ 79,797
0
WORK PROGRAM:
Provide professional management of the City's funds with particular emphasis on security, liquidity, and yield
of the portfolios.
PROGRAM ACTIVITIES:
Cash Management: Forecasts and tracks cash flow in
the City to maximize investment return.
PERFORMANCE OBJECTIVES:
1. Maintain portfolio's high yield without
compromising security and liquidity.
SIGNIFICANT CHANGES:
None.
56
PROGRAM: AUDIT
FUND: GENERAL
DEPARTMENT: FINANCE ACCT # 001-1330
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
37,735
0
$ 37,735
0
1988-89
ACTUAL
$ 0
10,900
0
$ 10,900
0
1989-90
BUDGET
$ 0
34,500
0
$ 34,500
0
1990-91
BUDGET
$ 0
35,000
0
$ 35,000
0
WORK PROGRAM:
Complete City-wide financial audit under the requirements of Federal Circular A-102.
PROGRAM ACTIVITIES:
Audit: Audit of City's financial records.
PERFORMANCE OBJECTIVES:
1. Complete Audit and submit to Council and City
Manager by December 31, 1990.
SIGNIFICANT CHANGES:
None.
57
PROGRAM:
FUND:
DEPARTMENT:
PURCHASING
GENERAL
PURCHASING ACCT # 001-1410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 161,358
87,003
5,574
$ 253,935
5
1988-89
ACTUAL
$ 174,345
104,270
5,291
$ 283,906
5
1989-90
BUDGET
$ 200,681
169,480
5,254
$ 375,415
6
1990-91
BUDGET
$ 227,875
152,227
800
$ 380,902
6
WORK PROGRAM:
The Purchasing Department procures goods, services and equipment to meet the specialized needs of the City
departments and divisions.
PROGRAM ACTIVITIES:
Bids and Quotations: Request bids and quotations
for items and services; process Purchase Orders.
Public Works Contracts: Provide administrative and
clerical support for public works contracts.
PERFORMANCE OBJECTIVES:
1. Update formal bid and quotation files.
2. Prepare Vendor's List by commodities; identify
minority and women-owned businesses.
3. Prioritize capital outlay items by quarters.
1. Process Public works contracts in timely manner.
2. Update Contractor's list as prescribed by State
law.
3. Prepare clerical procedures for processing Public
Works contracts.
Central Stores: Provide ordering, receiving,
storing and delivery of office supplies.
1. Review usage of items, make adjustments on slow-
moving items. Add new items as requested.
2. Extend emergency hours by one hour. New hours:
8:00 - 10:00 a.m. Monday - Friday.
Messenger Services: Provide twice-daily inter-
departmental mail service to City facilities.
Surplus Property; Manage the transfer and disposal
of surplus City property and lost/unclaimed Police
property.
1. Review and update messenger route and services.
2. Prepare Centralized Mail Service Report.
3. Distribute bi-monthly mail memos to all
departments.
1. Inventory surplus City property quarterly.
2. Arrange storage of surplus City property.
3. Supervise disposal of surplus and lost/unclaimed
Police property.
SIGNIFICANT CHANGES:
None.
58
PROGRAM:
FUND:
DEPARTMENT:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES ACCT # 001-1510
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 212.331
190,570
6,622
$ 409,523
5
1988-89
ACTUAL
$ 204.337
257,815
740
$ 462,892
6
1989-90
BUDGET
$ 278,885
285,124
7,200
$ 571,209
6
1990-91
BUDGET
$ 388,325
491,154
4,000
$ 883,479
8
WORK PROGRAM:
Provide service to City departments, employees, and the public relative to their human resource needs;
administer personnel functions and develop, maintain, and retain a competent and motivated workforce.
PROGRAM ACTIVITIES:
Recruitment: Recruit and select Fire, Police,
Miscellaneous and Management employees. The
selection process includes testing physical
standards, psychological evaluations and background
investigations.
PERFORMANCE OBJECTIVES:
1. Conduct 40 - 50 recruitments to attract well
qualified applicants for available positions.
2. Actively recruit and promote ethnic minorities,
women, and the handicapped.
3. Reduce unnecessary turn-around time, from time of
department request until employee hired.
Classification/Compensation/Benefits: Create new
classifications and coordinate reclassification
studies. Conduct salary surveys and administer pay
plans for all City employees. Administer health,
life, dental, and vision insurance for all regular
City employees.
1. Be responsive to the classification needs of the
organization in a timely manner.
2. Conduct all salary surveys in accordance with
established guidelines.
3. Continue to investigate cost-containing measures
with City insurance program.
Employee Relations: Meet and confer with CPMA,
CPOA, CCEA, and CFA and provide ongoing
communication with each association.
1. Deal effectively with each employee group to
provide for harmonious relations between each
group in the City.
2. Provide for regular meetings with each group to
improve communications.
SIGNIFICANT CHANGES:
The budget increase reflects full year funding for two new positions added in May 1989-90.
59
PROGRAM:
FUND:
DEPARTMENT:
HEALTH INSURANCE
INTERNAL SERVICE
HUMAN RESOURCES ACCT # 613-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
999,602
0
$ 999,602
0
1988-89
ACTUAL
$ 0
1,207,949
0
$ 1,207,949
0
1989-90
BUDGET
$ 0
1,299,873
0
$ 1,299,873
0
1990-91
BUDGET
$ 0
1,494,854
0
$ 1,494,854
0
WORK PROGRAM:
This fund is used to pay health insurance premiums to Northwestern National Life.
SIGNIFICANT CHANGES:
Escalated premium costs as well as an ever growing work force have resulted in the $194,981 increase.
60
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
INFORMATION SYSTEMS ACCT * 001-1710
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 180,975
91,443
3,605
$ 276,023
5
1988-89
ACTUAL
$ 197,362
140,653
1,999
$ 340,014
6
1989-90
BUDGET
$ 230,270
160,213
30,175
$ 420,658
6
1990-91
BUDGET
$ 282,524
156,237
11,800
$ 450,561
6
WORK PROGRAM:
Information Systems Administration is responsible for the maintenance and operation of tele- communications,
reprographics, and records management activities. The Division provides staff support to the City Clerk, and
provides minutes for 14 City Boards, Commissions, and Committees. The Data Processing program is also overseen.
PROGRAM ACTIVITIES:
Duplication Equipment: Keep the City Hall copy
machine operational by provision of key operator
services, supplies, and current maintenance
agreement.
WORKLOAD MEASURES:
CY/1988 CY
1. Copies:
1,005,771 836,882
m
m
Telecommunication Service: Maintains the
telecommunication network for all City facilities,
and approves and orders all additions and
modifications to that network.
1. 42 outgoing trunks
400 incoming DID lines
7 La Jolla FX lines
5 WATS lines
62 OPX lines
395 Instruments
81 Additional circuits
and phone lines
47 outgoing trunks
500 incoming DID lines
7 La Jolla FX lines
5 WATS lines
74 OPX lines
450 Instruments
120 Additional circuits
and phone lines
I
m
Records Management Services: Maintains City
records in an identifiable and accessible manner in
order to fulfill public, legal, and historical
requirements for preservation of information.
Components of Records Management include the
legislative indexing system, microfilming records
which are vital to the City's operation, storage of
historical documents, and destruction of obsolete
records.
Entries Indexed:
1,164
Pages Filmed:
10,318
Storage:
43 boxes of files
3 micro boxes
1,595
63,702
93 boxes of files
5 micro boxes
P
III
P
Ml
City Clerk Staff Support Services: Assist public
and City departments with requests for information;
provide research services concerning Council action
since City incorporation on 7-16-52; provide
maintenance and quarterly supplement service for
subscriptions to the Carlsbad Municipal Code;
prepare and post agendas in accordance with
requirements of the "Brown Act" for City Council
meetings; process, index, and file all Council
Meeting documents (agenda bills, resolutions,
ordinances), documents to the Recorder, and process
contracts and agreements.
1. Documents Processed:
68 Agendas
543 Agenda Bills
439 Resolutions
50 Ordinances
919 Documents to
Recorder
196 Contracts
Agreements
74 Subscriptions to
Municipal Code
46 Agendas
618 Agenda Bills
449 Resolutions
71 Ordinances
574 Documents to
Recorder
349 Contracts
Agreements
91 Subscriptions to
Municipal Code
(continued)
61
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: INFORMATION SYSTEMS
PAGE TWO ACCT * 001-1710
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY/1988 CY/1989
Minutes Preparation: Provide minutes for City 1. Minutes for 11 Minutes for 14
Boards, Commissions and Committees. Boards, Commissions, Boards, Commissions,
and Committees. and Committees.
SIGNIFICANT CHANGES:
None.
62
PROGRAM:
FUND:
DEPARTMENT:
DATA PROCESSING
INTERNAL SERVICE
INFORMATION SYSTEMS ACCT * 640-1720
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 88,253
194,023
0
$ 282,276
2
1988-89
ACTUAL
$ 136,407
318,716
0
$ 455,123
3
1989-90
BUDGET
$ 224,796
337,030
110,125
$ 671,951
5
1990-91
BUDGET
$ 252,489
470,021
22,000
$ 744,510
5
WORK PROGRAM:
Provide resources that will support departments in the performance of work tasks through automation.
PROGRAM ACTIVITIES:
Mini Computers: Maintain all hardware and software
on two HPSOOO's and one DEC VAX. One HP3000 is a
general use computer for many applications and all
departments. The other HP3000 is used solely by
the Library for circulation. Computer Aided
Dispatch is the primary application on the DEC VAX
at the Safety Center.
PERFORMANCE OBJECTIVES:
1. Ensure that the City's three mini computers
remain operational with minimum downtime.
2. Provide necessary support for all software
applications.
Micro Computers: Maintain all hardware and
software for over 140 micro computers, including
MS-DOS and Macintosh.
1. Ensure availability of hardware maintenance for
all micro computers and peripherals.
2. Provide support for standard software and
applications developed in-house.
New Applications: Implement new applications
according to the Information Systems Long Range
Plan and user needs. This requires an analysis of
the function being automated, determining the
appropriate hardware platform and market research
for available solutions to meet that analysis.
Actual implementation may involve the purchase of
hardware and software or developing the application
in-house.
1. Meet the objectives of the long range plan and
the needs of the users.
2. Encourage use of computers to increase
productivity and better meet informational
needs of the City.
m
m
SIGNIFICANT CHANGES:
Budget increases have occurred in the equipment maintenance, software maintenance and computer software
accounts. These increases reflect charges for hardware and software maintenance existing with the Library and
Safety Center mini computers and the acquisition of new software.
A budget increase has also occurred in the depreciation account. This increase is due to the addition of the
Library and Safety Center mini computers. Depreciation expense for these computers has not been accrued in
the past.
HI
m
m
63
PROGRAM:
FUND:
DEPARTMENT:
RISK MANAGEMENT
GENERAL
RISK MANAGEMENT ACCT # 001-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 77,977
91,824
3,735
$ 173,536
2
1988-89
ACTUAL
$ 94,405
67,439
1,500
$ 163,344
2
1989-90
BUDGET
$ 103,674
120,045
3,250
$ 226,969
2
1990-91
BUDGET
$ 108,316
159,002
0
$ 267,318
2
WORK PROGRAM:
The Risk Management Program administers the Insurance/Self-Insurance Program, directs the Loss Prevention/
Training Program, and controls the administration of the Claims Management Program.
PROGRAM ACTIVITIES:
Insurance/Self-Insurance: Directs the marketing,
renewal, planning and funding of the insured and
self-funded portions of the program; administers
the worker's compensation and general liability
self-insurance funds.
PERFORMANCE OBJECTIVES:
1. To reduce the level of risk exposure by
continuing to search for sources of coverage
through traditional markets and any other
available sources.
Claims Management: Directs and administers the
Claims Management Program for worker's compen-
sation, property, casualty and general liability by
utilizing a combination of in-house servicing and
third party contract administration.
1. To write Requests for Proposals (RFP's) to hire
a Third Party Administrator for worker's
compensation and general liability.
2. To revise the Administrative Order and Personnel
Rules dealing with work related injuries to bring
them into compliance with the new State
Regulations.
Litigation Management: Works in conjunction with
the City Attorney's Office and outside counsel to
monitor, control and resolve litigated matters in
the areas of worker's compensation, property,
casualty and general liability.
1. To establish a computerized history of all
insurance coverages and to prepare an efficient
storage system for all original documents.
Loss Prevention/Training: Provides direction,
programming and training for various City
departments in order to minimize the potential risk
of future losses.
1. To increase the number and improve the quality of
safety training programs provided to employees by
preparing and implementing a program plan.
Special Events: Assist with the administration of
the Special Event Program in order to ensure
compliance with Council Policies established for
the protection of the participants, sponsors,
spectators and City.
1. To remake the Special Event Policy into a
Facility Use Policy which will complement the
Special Event Ordinance and conform to available
insurance coverages.
SIGNIFICANT CHANGES:
None.
64
PROGRAM:
FUND:
DEPARTMENT:
GENERAL LIABILITY
SELF-INSURANCE
RISK MANAGEMENT ACCT * 612-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
854.504
0
$ 854,504
0
1988-89
ACTUAL
$ 0
1,142,118
0
$ 1,142,118
0
1989-90
BUDGET
$ 0
1,722,918
0
$ 1,722,918
0
1990-91
BUDGET
$ 0
500.000
0
$ 500.000
0
WORK PROGRAM:
The General Liability Self-Insurance Fund is part of the City's Risk Management Program.
PROGRAM ACTIVITIES:
General Liability Claims: The fund is utilized to
provide payment for settlements, costs and defense
expenses incurred as the result of general liabili-
ty claims made against the City. It is also util-
ized to pay for related administration and in-
surance expenses.
PERFORMANCE OBJECTIVES:
1. To reduce the level of risk exposure by continu-
ing to search for sources of coverage through
traditional markets and any other available
sources.
m
m
SIGNIFICANT CHANGES:
Expenses are down due to the payment of large claims during 1989-90.
p
*
m
m
65
PROGRAM:
FUND:
DEPARTMENT:
WORKER'S COMPENSATION
SELF-INSURANCE
RISK MANAGEMENT ACCT * 611-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
402.957
0
$ 402,957
0
1988-89
ACTUAL
$ 0
467.673
0
$ 467,673
0
1989-90
BUDGET
$ 0
432,500
0
$ 432,500
0
1990-91
BUDGET
$ 0
750,000
0
$ 750,000
0
WORK PROGRAM:
The Worker's Compensation Self-Insurance Fund is a part of the City's Risk Management Program.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Worker's 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 administration and
insurance expenses.
1. To increase the quantity and improve the quality
of safety training programs provided to employees
by preparing and implementing a program plan.
SIGNIFICANT CHANGES:
Increased costs are the result of additional funds needed to maintain a prudent level of the Estimated Claims
Payable portion of this fund. Anticipated insurance settlements have also caused this fund to increase costs.
66
PROGRAM: RESEARCH
FUND: GENERAL
DEPARTMENT: RESEARCH ACCT * 001-1610
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 161,585
19,415
0
$ 181,000
4
1988-89
ACTUAL
$ 144,951
18,627
6,841
$ 170,419
4
1989-90
BUDGET
$ 220,744
95,287
12,786
$ 328,817
4
1990-91
BUDGET
$ 221,386
98,890
2,050
$ 322,626
4
WORK PROGRAM:
Provide the City Manager's Office with the necessary resources and information to assist the City Council
making policy decisions, accomplishing their five year vision statement, and annual goals.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
1990-91*
Council Support: Respond promptly to City Council
requests, prepare agenda bills, research informa-
tion for Council reference to use at presentations
to the public, track all follow-up action requested
by Council and keep City Manager informed of
status.
Public Requests for Action: Respond to all public
requests for action, refer to appropriate
department for response and follow-up with
notification and results.
City Manager Staff Support: Conduct research and
analysis for City Manager, prepare staff reports,
make recommendations, coordinate with other
departments for input. Develop quality computer
generated graphics. Serve as demographic resource.
Coordinate the development and updating of
Departmental and Council objectives. Serve as
liaison to U.S. Census Bureau-, monitor Council
follow-up requests, and guide the Child Care
Commission and Child Care Consultant.
1. Number of public requests for
action reviewed: 200
1. Number of Demographics/Statistical
requests received: 50
2. Number of presentation graphics
designed: 135
e
IP
Legislation: Monitor legislative activities in
Sacramento and Washington D.C. Prepare legislative
status reports, review and respond to legislation
in accordance with legislative platform, inform
departments of legislation in progress and request
input, serve as lead agency for San Diego
Legislative Coalition.
1. Number of legislative bills tracked:
2. Number of legislative status reports
prepared:
* Projected
135
35
SIGNIFICANT CHANGES:
None.~i^£f$'
67
PUBLIC SAFETY
PROGRAM: POLICE
FUND: GENERAL
DEPARTMENT: POLICE SUMMARY
urn
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 4,587,064
986,371
24,560
$ 5,597,995
91
1988-89
ACTUAL
$ 5,058,166
1,154,258
68,505
$ 6,280,929
100
1989-90
BUDGET
$ 5,741,616
1,525,852
99,855
$ 7,367,323
100
1990-91
BUDGET
$ 6,871,423
1,850,893
136,688
$ 8,859,004
109
WORK PROGRAM:
To enhance the quality of life int he City of Carlsbad by working cooperatively with the public ad within the
framework of the United States Constitution to enforce the laws, preserve the peace, reduce fear and provide
for a safe environment.
PROGRAM ACTIVITIES:
Patrol Division: Provide response to emergency and
non-emergency calls for service, proactive patrol
to deter crime, traffic services to enforce traffic
laws and reduce accidents and provide services with
assistance of the Reserve Officer Program.
PERFORMANCE OBJECTIVES:
1. Maintain a six minute or less response time City
wide by City Council goal.
Investigations Division: Provide follow-up and
investigation of crimes, diversion of juvenile
offenders, enforcement of vice/narcotics violations
and prepare court cases for prosecution.
1. Increase Vice/Narcotics enforcement throughout
the community to reduce substance abuse.
Technical Services Division: Provide support to
all divisions in the form of communications,
records, crime prevention, training and
recruitment, DARE program and technological
development.
1. Develop a high school level DARE program and
improve crime prevention activities in the
community.
68
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
POLICE ACCT * 001-2110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 134,553
59,048
0
$ 193,601
2
1988-89
ACTUAL
$ 135,551
113,837
0
$ 249,388
2
1989-90
BUDGET
$ 148,493
160,776
0
$ 309,269
2
1990-91
BUDGET
$ 211,533
290,203
7,690
509.426
3
WORK PROGRAM:
To administer and develop service delivery programs of the department, to provide leadership in the form of
mission, values and goals and objectives. To establish policies and directives in the attainment of management
goals and to develop planning concepts for future operations.
PROGRAM ACTIVITIES:
Leadership: Provide department staff with the
knowledge and management training necessary to
carry out the department mission.
PERFORMANCE OBJECTIVES:
1. Provide Investment in Excellence training to 20
staff members.
P
m
Organizational Development: Develop staff in the
planning for future program development and service
delivery programs.
Service Programs: Encourage and develop programs
to reduce crime, encourage citizen participation
and improve community safety.
1. Provide strategic planning concepts through
training and development.
1. Develop hispanic version of Neighborhood Watch
newsletter.
2. Enforce the "Second Call" ordinance.
3. Develop False Alarm ordinance.
I
SIGNIFICANT CHANGES:
The addition of a Senior Management Analyst will enable the Police administration program to conduct program
and project management coordination and further develop management goals and objectives. Maintenance and
Operation costs have increased due to the transfer of Heat and Light, and Water accounts for the Safety Center
to this program.
69
PROGRAM:
FUND:
DEPARTMENT:
OPERATIONS
GENERAL
POLICE ACCT # 001-2120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 2,606,049
350,148
7,218
$ 2,963,415
44
1988-89
ACTUAL
$ 2,638,579
416,827
15,668
$ 3,071,074
49
1989-90
BUDGET
$ 2,980,832
517,881
76,773
$ 3,575,486
49
1990-91
BUDGET
$ 3,637,664
656,990
62,600
$ 4,357,254
54
WORK PROGRAM:
Provide emergency services, called for services, 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:
Called for Services: Respond to called for
services for emergency and non-emergency services.
Investigation of crimes and enforcement of City
ordinances.
WORKLOAD MEASURES:
1987 1988 1989
Calls Responded To:
52,547 57,498 61,965
Reporting: Respond to calls for service, and self-
initiate investigations of crimes and incidents.
Reports:
10,998 11,471 12,135
Response Times: Respond to Priority One calls for
service (emergency) as quick as possible.
Response Times:
6.4 5.2 4.8
Preventative Patrol: Provide preventative patrol
to reduce the opportunity for crime. Patrol vs.
Activity Time measures free time (patrol) to
prevent crime vs. time spent responding to calls
for service (activity). Ratios can indicate
workloads.
Patrol vs. Activity:
N/A 51% v 49%51% v 49%
SIGNIFICANT CHANGES:
Six new Police Officers are included in the budget. Four of the officers will complete the second and final
phase of implementing the beat in South Carlsbad. The remaining two positions will be used to staff each beat
with six officers. This effort will allow for full staffing during vacations, sick time, disability leave and
other absences. The six officer per beat configuration will also allow the Patrol Officers more proactive
enforcement time. Personnel costs also reflect the transfer of one Police Services Aide to the Investigations
Program. The budget also includes the reallocation of three Police Officer positions to Senior Police Officer
positions.
70
PROGRAM:
FUND:
DEPARTMENT:
INVESTIGATIONS
GENERAL
POLICE ACCT * 001-2130
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 584,659
155,066
4,822
$ 744,547
10
1988-89
ACTUAL
$ 693,455
127,378
11,006
$ 831,839
10
1989-90
BUDGET
$ 679,102
167,059
0
$ 848,161
10
1990-91
BUDGET
$ 920,974
231,140
35,043
$ 1,187,157
14
WORK PROGRAM:
To provide follow up investigations leading to the identification and apprehension of persons responsible for
the commission of crimes. Provide coordination of the criminal justice process, to recover property and to
establish property and evidence processing procedures. Enforce and reduce the proliferation of illegal drugs
in the comnunity and to provide for juvenile intervention programs.
PROGRAM ACTIVITIES:
Investigations: Investigate and follow-up on crime
and incident reports.
Case Closures:
offenses for:
Clearance rate for FBI Index
Violent Crimes (includes homicide, rape,
robbery and aggravated assault).*
Property Crimes (includes burglary, larceny
theft and motor vehicle theft).*
WORKLOAD MEASURES:
1988
No. of Reports:
Clearance Rates:
1503
49%
25%
1989
1516
47%
26%
Property Recovery: Property recovery rate (in-
cludes burglary, larceny theft and motor vehicle
theft).
Property Clearances:
45%49%
Juvenile Diversion: Number of juveniles diverted
from the criminal justice process into rehabili-
tative opportunities.
Juveniles Diverted:
400 440
* Note: This rate is the proportion of crime
cases cleared by charging a suspect or
by identification of an offender who
cannot be arrested (exceptional means).
SIGNIFICANT CHANGES:
One new Police Officer is included in this budget. The new Detective position is targeted to work juvenile
offenses, FBI Indexed offenses to include crimes of violence and property crimes, and new legislatively mandated
investigative activities. The fiscal impact of adding this position is $170,000. One Police Service Aide has
been transferred into this budget from Technical Services, and is working in Property and Evidence. Two
Secretary positions have also been transferred into this budget to improve functional supervision and
responsibility. The Juvenile Division program has expanded its services by 25 hours per week.
71
PROGRAM:
FUND:
DEPARTMENT:
VICE/NARCOTICS
GENERAL
POLICE ACCT * 001-2131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 96.734
4,198
13,178
$ 114,110
3
1989-90
BUDGET
$ 202,859
29,900
13,403
$ 246,162
3
1990-91
BUDGET
$ 232,003
30.900
10,215
$ 273,118
3
WORK PROGRAM:
To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of
those responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to
identify and arrest those responsible for violations of laws concerning prostitution, gambling, liquor laws and
other illegal activities.
PROGRAM ACTIVITIES:WORKLOAD MEASURES
1989
Drug Case Investigations: The investigation of
crimes relating to the illegal use, distribution
and sales of drugs, prostitution, gambling and
other illicit activities.
208
Complaints Received: The investigation of citizen
complaints received.
125
Felony Narcotics Arrests: The arrest of felony
suspects in narcotics violations.
96
Misdemeanor Drug Arrests:
narcotics violations.
The arrest of lessor 22
Search Warrants Served: The service of search
warrants related to local. Federal, and regional
drug violations.
30
SIGNIFICANT CHANGES:
None.
72
PROGRAM:
FUND:
DEPARTMENT:
TECHNICAL SERVICES
GENERAL
POLICE ACCT # 001-2140
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 926,334
381,778
12,520
$ 1,320,632
27
1988-89
ACTUAL
$ 1,070,001
444,082
2,708
$ 1.516,791
28
1989-90
BUDGET
$ 1,269,467
569,806
6,979
$ 1,846,252
28
1990-91
BUDGET
$ 1,335,251
558,219
21,140
$ 1,914,610
27
WORK PROGRAM:
Provide support to the police department in the form of training, crime prevention. Drug Abuse Resistance
Education, communications records and personnel services.
PROGRAM ACTIVITIES:
Communications: Provide emergency communications
to police, fire and emergency medical units.
PERFORMANCE OBJECTIVES:
1. Maintain a 6 minute or less response time for
priority one calls for service.
2. Maintain a 5 minute or less response time for
fire emergency calls.
Training: Provide Training to assist officers in
performing their duties in a safe manner.
1. Develop defensive driving course.
2. Provide Officer Survival Training to select
officers.
DARE Program: Develop the DARE program at the high
school level, providing expanded services to all
schools.
1. Establish high school level program.
Crime Prevention: Provide prevention services to
the community to assist in reducing victimization,
and fear of crime.
1. Expand services to include Neighborhood Watch
Newsletter distribution in Spanish.
2. Establish Business Alert Program, citywide.
Technological Development: Establish procedures
for development of technology department wide.
1. Establish a technology committee to oversee and
report on technological development.
Records: Develop improved reporting procedures
throughout the department.1. Develop report release guidelines.
2. Establish Records Manual of Procedures.
SIGNIFICANT CHANGES:
One new Police Officer is included in this program. This position will work on the DARE program and assist in
developing a junior high and high school program. The fiscal impact is $60,000, half of which will be
financially supported by the School District. Two Secretaries have been transferred out of this program. These
positions are now located in the Investigations Program which results in budget concurrence with their
assignments.
73
PROGRAM:
FUND:
DEPARTMENT:
RESERVE OFFICERS
GENERAL
POLICE ACCT # 001-2150
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
6,992
0
$ 6,992
0
1988-89
ACTUAL
$ 10
4,844
0
$ 4,854
0
1989-90
BUDGET
$ 0
10,000
0
$ 10,000
0
1990-91
BUDGET
$ 4,375
5,625
0
$ 10,000
0
WORK PROGRAM:
To provide support for patrol and traffic functions through the assistance of volunteer services of the Reserve
Officer Program.
PROGRAM ACTIVITIES:
Patrol: Provide assistance to the patrol function
by assignment as "second officers" in the beat
patrol cars.
PERFORMANCE OBJECTIVES:
1. Provide three beat patrol coverage per week.
2. Provide special detail assistance at Fall and
Spring Faires.
SIGNIFICANT CHANGES:
Personnel expenditures, newly detailed this year, are for uniform allowance for the Reserve Officers.
74
PROGRAM: TRAFFIC
FUND: GENERAL
DEPARTMENT: POLICE ACCT # 001-2160
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 335,469
33.339
0
$ 368,808
7
1988-89
ACTUAL
$ 423,836
43,092
25,945
$ 492,873
8
1989-90
BUDGET
$ 460,863
70,430
2,700
$ 533,993
8
1990-91
BUDGET
$ 529,623
77,816
0
$ 607,439
8
WORK PROGRAM:
To provide traffic enforcement as a means of reducing accidents and hazardous violations in the community. To
provide accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES:
Enforcement Profile: Maintain a high profile of
traffic enforcement in order to reduce traffic
collisions Citywide.
Accident Investigation: Provide accident
investigations to document where, when and
causation of traffic accidents in order to provide
enforcement targeting.
WORKLOAD MEASURES:
1987 1988 1989
Enforcement Index:
Accidents:
9.4 10.9 12.5
921 997 927
SIGNIFICANT CHANGES:
None.
75
PROGRAM: FIRE
FUND: GENERAL
DEPARTMENT: FIRE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 3,299,978
422,858
38,951
$ 3,761,787
63
1988-89
ACTUAL
$ 3,913,978
651,005
52,105
$ 4,617,088
81
1989-90
BUDGET
$ 5,050,538
856,562
224,585
$ 6,131,685
81
1990-91
BUDGET
$ 5,222,967
986,298
47,000
$ 6,256,265
81
WORK PROGRAM:
To maintain and improve an environment in which people can live healthfully, move about safely, feeling
confident that they and their property are protected from the hazards of fire or other emergencies.
PROGRAM ACTIVITIES:
To accomplish this program, the Fire Department provides a trained firefighting and emergency medical force.
The Fire Department coordinates with other City departments and external agencies for disaster planning, thus
providing for emergency care and a framework to assist in an orderly recovery after the emergency.
76
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
FIRE ACCT # 001-2210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 119.323
44.526
0
$ 163,849
2
1988-89
ACTUAL
$ 134,512
69,926
10,302
$ 214.740
2
1989-90
BUDGET
$ 158,483
117,786
0
$ 276,269
2
1990-91
BUDGET
$ 263,313
235,953
12,000
$ 511,266
3
WORK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination: Provide program direction and
planning for all divisions.
PERFORMANCE OBJECTIVES:
1. Design and implement a customer service program.
2. Design and implement a supervisors training
program for all Fire Captains.
3. Facilitate team building programs for all members
of the management team.
4. Facilitate the remodeling of Fire Stations One
and Two, thus
conditions.
improving employee working
Planning: Provide a planning interface with other
City departments and regional agencies in order to
facilitate improved fire services.
1. Monitor development in the northeast quadrant
under the Growth Management Program toward
scheduling the relocation of Fire Station Three.
2. Participate in the San Diego County Unified
Disaster Council and Hazardous Materials
Response, Joint Powers Authorities.
3. Study the costs and feasibility of joining with
other agencies in a 800 mhz dispatch radio
system.
SIGNIFICANT CHANGES:
A Battalion Chief has been transferred into this program in order to budgetarily reflect duties performed.
77
PROGRAM:
FUND:
DEPARTMENT:
FIRE SUPPRESSION
GENERAL
FIRE ACCT * 001-2220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 2.413,065
190,344
17,351
$ 2,620,760
44
1988-89
ACTUAL
$ 2,919,294
363,732
27,977
$ 3,311,003
60
1989-90
BUDGET
$ 3,806,501
462,578
207,476
$ 4,476,555
60
1990-91
BUDGET
$ 3,824,639
462,750
22,300
$ 4,309,689
59
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Response Levels: Maintain a high and safe level of
safety services throughout the City.
PERFORMANCE OBJECTIVES:
1. Maintain a five minute or less response time to
fire and emergency calls for service 90% of the
time City wide.
Training: Provide all safety personnel appropriate
training in order to enhance their personal safety
and also enhancing the services provided to the
citizens.
1. Conduct an annual physical fitness appraisal
program.
2. Provide technical training to all shift personnel
on a monthly basis.
3. Develop standard operating procedures conforming
to national safety guidelines.
4. Certify all probationary firefighters as State
Firefighters I by the end of their probationary
year.
Service: Safety Services will maintain a positive
community profile of service, friendliness, and
responsiveness.
1. Engine companies will participate in public
education programs and code enforcement
inspections.
2. Engine companies will participate in special
community events.
SIGNIFICANT CHANGES:
A Battalion Chief was transferred out of this program in order to budgetarily reflect duties performed.
78
PROGRAM:
FUND:
DEPARTMENT:
FIRE PREVENTION
GENERAL
FIRE ACCT # 001-2230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 186,886
23,818
3.159
$ 213,863
5.5
1988-89
ACTUAL
$ 226,196
45,719
4,981
$ 276,896
6
1989-90
BUDGET
$ 302,528
54,805
14,709
$ 372,042
6
1990-91
BUDGET
$ 312,553
54,045
0
$ 366,598
6 i
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:
Enforcement and Engineering: Provide code
enforcement occupancy inspections in existing
public buildings and those under construction.
PERFORMANCE OBJECTIVES:
1. Perform 260 inspections in high risk occupancies.
2. Conduct fire inspections in all City buildings.
3. Perform code compliance reviews on an anticipated
1,000 construction plan submittals.
4. Perform 1,300 new construction and follow-up
inspections.
m
m
Education: Conduct and participate in informative
programs for the general public on disaster
preparedness and fire safety.
SIGNIFICANT CHANGES:
None.
1. Conduct fire safety education programs for 2nd
and 4th grades in all schools.
2. Conduct two earthquake and disaster preparedness
programs for the general public.
3. Mail fire safety information to the general
public monthly.
P
*
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79
PROGRAM:
FUND:
DEPARTMENT:
EMERGENCY MEDICAL SERVICES
GENERAL
FIRE ACCT # 001-2240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 507,443
96,027
18,441
$ 621,911
10
1988-89
ACTUAL
$ 564,101
104,614
3,845
$ 672,560
12
1989-90
BUDGET
$ 700,668
110.373
1,500
$ 812.541
12
1990-91
BUDGET
$ 733,615
114,550
2,000
$ 850,165
12
WORK PROGRAM:
Provide paramedic level ambulance care throughout the City, meeting or exceeding the guidelines of State and
County agencies.
PROGRAM ACTIVITIES:
Response Levels: Maintain a high and safe level of
safety services throughout the City.
PERFORMANCE OBJECTIVES:
1. Operate two paramedic ambulances meeting the San
Diego County criteria for paramedic level
Training: Provide all safety personnel appropriate
training in order to enhance their personal safety
and also enhancing the services provided to the
citizens.
1. Make Spanish language training tapes available to
all personnel.
2. Audit paramedic requirements set by State and
County regulatory agencies.
3. Conduct an annual physical fitness appraisal
program.
4. Provide technical training to all personnel on a
monthly basis.
•m
SIGNIFICANT CHANGES:
None.
80
PROGRAM:
FUND:
DEPARTMENT:
WEED ABATEMENT
GENERAL
FIRE ACCT # 001-2250
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 100
33,388
0
$ 33,488
0.5
1988-89
ACTUAL
$ 308
25,979
0
$ 26,287
0
1989-90
BUDGET
$ 0
51,920
0
$ 51,920
0
1990-91
BUDGET
$ 0
50,000
0
$ 50,000
0
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program.
PROGRAM ACTIVITIES:
Hazard Identification: Identify and serve notice
to owners of properties on which fire hazards exist
or are likely to exist.
Hazard Abatement: Assure abatement of hazards on
property identified in activity 1.
PERFORMANCE OBJECTIVES:
1. Select 900-1100 parcels.
2. Obtain City Council approval for abatement.
3. Mail notices to property owners.
1. Inspect all property noticed.
2. Clean all property not abated by owners.
3. Manage contractor performance and payment system.
4. Obtain City Council approval to place abatement
costs onto individuals property tax roll.
5. Submit charges to County Auditor for recovery by
property tax billing.
P
*
SIGNIFICANT CHANGES:
None.
81
PROGRAM:
FUND:
DEPARTMENT:
DISASTER PREPAREDNESS
GENERAL
FIRE ACCT # 001-2260
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS'
1987-88
ACTUAL
$ 73,161
34.755
0
$ 107,916
1
1988-89
ACTUAL
$ 69,567
41,035
5,000
$ 115,602
1
1989-90
BUDGET
$ 82,358
59,100
900
$ 142,358
1
1990-91
BUDGET
88,847
69,000
10,700
$ 168,547
1
WORK PROGRAM:
To exercise and improve plans that enable Carlsbad to effectively utilize it's resources in responding to, and
recovering from natural or manmade disasters.
PROGRAM ACTIVITIES:
Planning; Within the General Plan, work with City
departments on resources management and
improvements to their standard operating
procedures.
PERFORMANCE OBJECTIVES:
1. Continue training for each section of the
emergency organization.
2. Develop, print and distribute handbook explaining
role of City employees as disaster service
workers.
3. Participate in the State of
Earthquake Preparedness Month.
California's
Training and Education: Conduct classroom and
simulation training sessions for all key City staff
members.
1. Provide a refresher class in radiological
monitoring for care and shelter personnel.
2. Conduct a regional emergency management training
session at the Public Safety Center.
Inter Agency Planning: Involve school districts in
the planning process and provide coordination with
City plans.
1. Meet with school officials and offer training on
preparedness subjects such as: search and
rescue, fire extinguishers and basic first aid.
SIGNIFICANT CHANGES:
None.
82
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83
COMMUNITY DEVELOPMENT
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCT * 001-3010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 196,480
87,552
1,480
$ 285,512
7
1988-89
ACTUAL
$ 184,056
220,934
0
$ 404,990
7
1989-90
BUDGET
$ 294,941
268,980
9,500
$ 573,421
7.5
1990-91
BUDGET
$ 272,477
333,202
6,000
$ 611,679
5.5
WORK PROGRAM:
Coordinate and direct Building, Engineering, Planning and Redevelopment departments in the implementation and
accomplishment of their work programs. Support and assist the City Manager, City Council and City Commissions.
Provide a high level of communication and service to the community, service groups, developers and other
agencies.
PROGRAM ACTIVITIES:
Coordination: Coordinate and direct all Community
Development Departments to ensure accomplishment of
City Council goals and objectives.
PERFORMANCE OBJECTIVES:
1. Initiate a quarterly review of all inter-
department goals and objectives.
2. Ensure coordination between all Community
Development groups at the Development Processing
Counter.
Communication: Enhance inter-department
communication within Community Development group
and other departments.
1. Provide the City Manager with a Community
Development Weekly Status Report.
2. Schedule Community Development Group policy and
Procedures meetings and Las Palmas Operational
meetings.
3. Conduct semi annual workshop to assist in
Community Development Group staff and
Commissions.
System Implementation: Successfully 'implement
Community Development Permit Tracking and Geo Base
System.
1. Coordinate systems development structure and
database management for the Geo Base Mapping and
Permit Tracking System.
2. Coordinate training of data .base users.
SIGNIFICANT CHANGES:
The transfer of two (2) Permit Clerk positions has reduced staffing in this program. These positions were
transferred to Municipal Projects and Building Inspection, the departments in which they are currently
supervised.
84
PROGRAM:
FUND:
DEPARTMENT:
ENGINEERING
GENERAL
ENGINEERING SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 1,361,387
1,411,947
21,608
$ 2,794,942
33
1988-89
ACTUAL
$ 1,465,669
2,006,059
24,550
$ 3,496,278
17
1989r90
BUDGET
$ 1,955,180
3,344,126
39,836
$ 5,339,142
41
1990-91
BUDGET
$ 2,571,153
2,946,817
51,440
$ 5,569,410
47
WORK PROGRAM:
The Engineering Department provides engineering services to the public and other City departments regarding the
preparation and processing of designs and construction documents. The department is also responsible for
ensuring that development and public improvements are properly designed and constructed without jeopardizing
public safety or the well being of the community.•I
Mi
--m
p
pit
P
*
pi
85
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
ENGINEERING ACCT * 001-3110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 983,807
451,463
10,332
$ 1,445,602
24
1988-89
ACTUAL
$ 1,032,910
781.358
10,081
$ 1,824,349
7
1989-90
BUDGET
$ 349,598
1,156.671
31,116
$ 1,537.385
7
1990-91
BUDGET
$ 400,388
701,368
30,715
$ 1,132,471
9
WORK PROGRAM:
The Administrative Division is responsible for coordinating and directing other departmental divisions to ensure
accomplishment of City Council goals and objectives. The division also provides administrative and clerical
support to all other divisions in the Department.
PROGRAM ACTIVITIES:
Coordination: Coordinate and direct all divisions
to ensure accomplishment of City Council goals and
objectives.
PERFORMANCE OBJECTIVES:
1. Establish program and quarterly review process to
ensure all management objectives are completed
within established timeframe.
Administrative and Clerical Support: Provides
administrative and clerical support to all other
divisions.
1. Completion of desk manuals for all positions in
Administrative Division.
Management Reporting System: Ensure that
Management Reporting System is accurately
maintained and generates all reports on schedule.
1. Generate and distribute Management Reports during
the second week of each month.
Record Keeping: Provide accurate records filed in
a standardized and efficient manner.1. Evaluate and refine filing systems in the
Engineering Department.
SIGNIFICANT CHANGES:
The costs for Personnel and Capital Outlay within the Engineering Department have been broken down into four
programs this year. The four programs are Administration, Development, Transportation, and Municipal Projects,
the latter of which has been operational in past years. All Maintenance and Operation costs for the Administra-
tion, Development and Transportation programs are contained in this budget. One Secretary and one Word
Processing Operator have been transferred into Administration from Municipal Projects so that the positions ar
budgetarily reflected in the program where supervision occurs.
86
PROGRAM:
FUND:
DEPARTMENT:
DEVELOPMENT
GENERAL
ENGINEERING ACCT # 001-3120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0 -
$ 0
0
1988-89
ACTUAL
$ 0
0
0
$ 0
' 0
1989-90
BUDGET
$ 1,153.101
0
0
$ 1,153.101
20
1990-91
BUDGET
$ 916,872
0
5,100
$ 921,972
16
m
WORK PROGRAM:
The Development Program assists developers and the public with questions regarding development. The
division also provides valuable engineering input into the development review process and provides
engineering plancheck services for the review of all street, storm drainage, sewer, and grading plans as
well as subdivision mapping.
PROGRAM ACTIVITIES:
Land Use Development Review: Provide timely and
comprehensive engineering input to the Planning
Department for all Land Use Development
applications.
Engineering Plancheck: Process all engineering
development plans and maps in a professional
manner maintaining a high quality and minimum
turnaround time.
PERFORMANCE OBJECTIVES:
1. Process all complete applications within 6
months (without EIR) or 12 months (with EIR).
Process small projects within 3 months.
2. Maintain turnaround time for application
completeness review of 20 days.
3. Complete update on Land Use Review procedures
with emphasis on timely review of
transportation and circulation issues.
1. Reduce overall plancheck time (time which
plans are within City possession) to 45 days
for small projects, 60 days for medium
projects and 90 days for large projects.
2. Revise grading ordinance to streamline
processing and to provide expedited review of
finish site grading plans.
3. Complete conversion of consultant planchecks
to staff plancheckers without loss of quality
or plancheck consistency.
M
P
Developmental Services: To ensure all Engineering
questions related to land development are answered
in a timely and friendly manner.
1. Answer all phone calls within 24 hours.
2. Provide complete engineering coverage of front
counter and make initial contact with all
citizen/customers within 5 minutes.
SIGNIFICANT CHANGES:
The dissolution of the Development Processing Services Program has resulted in the absorption of four
positions in this budget. Personnel costs have increased due to full year funding of six employees added
during 1989-90. A net decrease is realized as the construction inspection activities have been transferred
to Municipal Projects. Eight employees are associated with construction inspection.
87
PROGRAM:
FUND:
DEPARTMENT:
MUNICIPAL PROJECTS
GENERAL
ENGINEERING ACCT # 001-3130
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 377,580
89,594
11,276
$ 478,450
9
1988-89
ACTUAL
$ 432,759
153,181
14,469
$ 600,409
10
1989-90
BUDGET
$ 452,481
170,008
8,720
$ 631,209
10
1990-91
BUDGET
$ 998,992
226,276
13,125
$ 1,238,393
18
WORK PROGRAM:
Implement the design and construction of Capital Projects following their funding appropriation by the City
Council and assist other departments in the areas of project planning, cost estimating and contract
administration. Ensure that all grading operations, work in the public right-of-way and public improvements
construction is carried out according to standards and approved plans.
PROGRAM ACTIVITIES:
Coordination: Coordinate the design, construction,
and inspection of the City's Capital Projects
Program. Provide safe, efficient, and economical
inspection services for all projects within the
City through a combined and comprehensive
inspection program.
Construction and Inspection: Provide a thorough
inspection of all projects through the application
of clear, concise and uniform construction manage-
ment practices and policies. Assist in construc-
tion quality control.
PERFORMANCE OBJECTIVES:
1. Thoroughly and efficiently scope all capital
projects. Direct the design and construction of
public projects. Provide support and assistance
to clients and City departments through a
coordinated Capital Program.
1. Complete the Operations Inspection Manual and
establish a comprehensive, integrated inspection
program for all public and private projects
within the City.
SIGNIFICANT CHANGES:
Eight positions associated with inspection activities have been transferred into this Division. Two clerical
positions have been transferred out to Engineering. One Permit Clerk has also been transferred into this
Division from Community Development Administration which results in the budget complying with the actual
supervision of the position. One new Principal Civil Engineer is included in this budget. The position will
provide technical supervision of the Engineers associated with capital project design and construction. The
fiscal impact of the new position is $80,000.
88
PROGRAM:
FUND:
DEPARTMENT:
TRANSPORTATION
GENERAL
ENGINEERING ACCT * 001-3140
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
BUDGET
$ 101,900
0
0
$ 101,900
4
1990-91
BUDGET
$ 254,901
0
2,500
$ 257,401
4
WORK PROGRAM:
The Transportation Division is responsible for traffic safety and transportation planning issues to maintain
a safe and efficient transportation system throughout Carlsbad in accordance with department goals and
objectives. The division provides technical support to other City departments and divisions within the
Engineering Department. A significant amount of time is devoted to citizen concerns and complaints.m
m
PROGRAM ACTIVITIES:
Investigations; Review, analyze and report on a
wide variety of traffic issues, concerns,
complaints and inquiries.
Continuing Operations: Maintain up to date record
of collision reports, speed surveys, traffic counts
and assist in maintaining optimum traffic signal
operations.
Project Reviews: Review traffic control plans,
signing and striping plans and traffic signal
plans. Review project submittals for good
transportation planning concepts. Provide inter-
department coordination on various issues on an as-
needed basis.
Litigation Support: Provide records and documenta-
tion of files in the division at the request of the
Risk Manager and/or City Attorney in matters
involving litigation against the City.
Special Projects: Initiate projects that will
improve efficiency in traffic operations and
traffic safety. .
PERFORMANCE OBJECTIVES:
1. Complete investigations within a timely manner
(2-4 weeks). Follow-up on recommendations by
issuing work orders, proposals for C.I.P.
consideration or developer obligations.
1. Update speed surveys prior to expiration and in
accordance with vehicle code, log, pin and file
collision reports within two weeks of receiving
them, conduct traffic counts on an as needed
basis and respond to traffic signal problems on
a same day basis.
1. Complete reviews in a timely manner to maintain
department goals for plancheck services. Provide
immediate response to inter-department needs and
concerns.
1. Complete interrogatory requests to meet schedule
of the attorney and dates set in the lawsuit.
1. Complete projects in a timely manner to meet pre-
determined schedules and department goals.
P
H
SIGNIFICANT CHANGES:
None.
89
PROGRAM:
FUND:
DEPARTMENT:
WATER POLLUTION CONTROL
SANITATION ENTERPRISE
ENGINEERING ACCT # 511-6120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
870.890
0
$ 870,890
0
1988-89
ACTUAL
$ 0
1,071,520
0
$ 1,071,520
0
1989-90
BUDGET
$ 0
2,017,447
0
$ 2,017,447
0
1990-91
BUDGET
$ 0
2,019,173
0
$ 2,019,173
0
WORK PROGRAM:
Provide City of Carlsbad financial support to Encina Wastewater Facility. This facility treats effluent to
secondary (80% solids removed) to meet standards of the California Ocean Plan.
SIGNIFICANT CHANGES:
None.
90
PROGRAM:
FUND:
DEPARTMENT:
PLANNING COMMISSION
GENERAL
PLANNING ACCT # 001-3220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 8,307
10,082
0
$ 18,389
0
1988-89
ACTUAL
$ 8,404
15,582
0
$ 23,986
0
1989-90
BUDGET
$ 8,694
15,500
0
$ 24,194
0
1990-91
BUDGET
$ 16,800
16,500
0
$ 33,300
0
WORK PROGRAM:
Advise the City Council on all matters relating to land use, growth management, and implementation of the City's
General Plan.
PROGRAM ACTIVITIES:
Implementation of the General Plan: Review all
development projects for compliance with the
General Plan.
PERFORMANCE OBJECTIVES:
1. Make advisory recommendations to the City Council
regarding implementation and updating of the
General Plan.
2. When needed, provide recommendations to the
Council regarding policy issues that affect long-
range planning for the City.
Review of Development Projects: Review and
approve/deny development projects brought before
commission, in compliance with all City zoning,
sub-division and environmental ordinances. Provide
recommendations to the City Council on projects
requiring Council approval.
1. Provide timely recommendations to the City
Council when the Planning Department has
completed its review of a development project for
compliance with the General Plan and all zoning,
subdivision and environmental ordinances.
2. Provide a forum for public input into the review
of development projects.
3. Provide clear, concise findings to the City
Council to support the recommendations of the
Commission.
Implementation of Growth Management Plan: Review
projects for compliance with Growth Management
Plan.
1. Provide reports to the City Council on the Local
Facilities Management Plans once Planning
Department has completed detailed review.
2. Review annual Capital Improvement Program (CIP)
for consistency with Growth Management Plan.
SIGNIFICANT CHANGES:
None.
91
PROGRAM: LAND USE
FUND: GENERAL
DEPARTMENT: PLANNING ACCT * 001-3230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 598,234
216,048
28,132
$ 842,414
16
1988-89
ACTUAL
$ 630,231
221,077
4,050
$ 855,358
24
1989-90
BUDGET
$ 1,022,335
302,357
37,317
$ 1,362,009
24
1990-91
BUDGET
$ 1,325,004
498,602
35,300
$ 1,858,906
27
WORK PROGRAM:
Implement the goals and policies of the City's General Plan and the Growth Management Ordinance and ensure that
all development projects comply with all City zoning, subdivision and environmental ordinances.
PROGRAM ACTIVITIES:
Implementation of General Plan: Ensure that all
new planning programs and development projects
comply with the General Plan. Revise General Plan,
as needed to be consistent with all recently
adopted land use regulations and programs. Update
the Housing element and other elements as needed.
PERFORMANCE OBJECTIVES:
1. Develop Program for Citizen Input on Updated
General Plan and a long range plan for periodic
review and update - August, 1990.
2. Complete studies and implement recommendations of
Open Space Committee Report - December, 1990.
3. Work on Housing Element Revision/Housing Task
Force - December, 1990.
Review of Development Projects: Provide technical
support to the Planning Commission and City Council
in a timely and efficient manner regarding the
compliance of all development proposals with the
City's zoning, subdivision and environmental
ordinances. Update development standards as
needed.
1. Organize review of application submittals.
2. Complete review of Arroyo La Costa Master Plan.
3. Ensure timely processing/Review of projects which
enhance economic viability of the City.
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 City. Provide staff support to
citizen's committees and task forces as directed.
1. Complete North Beach Planning Study - October,
1990.
2. Finish work with 1989 Planning Commission
Subcommittees:
A. Height - August, 1990
B. Project Quality Control - September,
1990
Implementation of Growth Management Plan: Provide
assistance to the Growth Management Division in
ensuring that all development complies with the
performance standards of the Growth Management
Plan.
1. Provide on-going support to the Growth Management
Division' for technical review of all Local
Facilities Management Plans.
2. Assist in on-going monitoring system for Growth
Management.
3. Prepare annual report on implementation of Growth
Management Program.
SIGNIFICANT CHANGES:
The Planning Department budget shows a gain of three additional employees. These are existing employees who
were previously budget under DPS. Personnel costs are also up due to full year funding for six positions added
during 1989-90. The Housing Element, Noise Element and Public Safety Element of the General Plan are scheduled
for review and update during FY 90-91. They have not been updated since 1973. Additionally a Council approved
Open Space Study to address the overall financing/acquisition program and Open Space Management Plan will be
undertaken.
92
PROGRAM:
FUND:
DEPARTMENT:
GEOGRAPHIC INFORMATION SYSTEM
GENERAL
GEOGRAPHIC INFORMATION SYSTEM ACCT * 001-UNDETERMINED
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0.
$ 0
0
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
BUDGET
$ 0
0
0
$ 0
0
1990-91
BUDGET
$ 80,000
182,900
0
$ 262,900
2
WORK PROGRAM:
Develop and implement a Geographic Information System (GIS), a parcel-based data collection and retrieval
technology. Layers of data will contain information on parcels, street networks, administrative districts,
facilities inventories, environmental conditions, and special purpose uses.
PROGRAM ACTIVITIES:
Hiring GIS Coordinator:
Purchase of Hardware/Software:
PERFORMANCE OBJECTIVES:
1. Advertise extensively for recruitment
Coordinator.
2. Screen and hire best candidate.
of
1. Determine platform on which system will operate.
2. Purchase hardware and install ARC/INFO and
NETWORK software.
3. Two weeks of training and ESRI in Redlands for
GIS Coordinator and Info Systems representative.
System Development: *• wltn Steering Conriittee, develop implementation
strategy, in conjunction with major user
departments.
2. Evaluate in-house data and determine sources of
data available in County.
3. Perform pilot project, using guidelines developed
by Steering Committee
SIGNIFICANT CHANGES:
This is a new program which will be developed and implemented during 1990-91. Staffing costs include funding
for 2 positions on a partial year basis. Capital outlay and other one time installation costs will be funded
through the Capital Improvement Program. The General Fund will absorb some one time start-up costs, as well
as ongoing expenses.
93
PROGRAM:
FUND:
DEPARTMENT:
GROWTH MANAGEMENT
GENERAL
COMMUNITY DEVELOPMENT ACCT # 001-3240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 60,892
762
815
$ 62,469
4
1988-89
ACTUAL
$ 140,538
39,108
4,600
$ 184,246
4.25
1989-90
BUDGET
$ 240,414
49,400
11,734
$ 301,548
4.25
1990-91
BUDGET
$ 266,600
81,160
0
$ 347,760
4.25
WORK PROGRAM:
Implement, monitor and update the City's Growth Management Program.
PROGRAM ACTIVITIES:
Preparation of Local Facilities Management Plans:
Work with property owners and their consultants in
each of the City's Local Facilities Management
Zones in order to complete the second phase of
growth management, which is the preparation of a
specific Local Facilities Management Plan.
PERFORMANCE OBJECTIVES:
1. Review and process Local Facilities Management
Plans for Zones 12(A), 13, 15, 16, 18, 20(A), 21,
23, and 25.
2. Distribute monthly status report.
3. Update project monitoring map weekly.
4. Complete and adopt Comp. Annual Monitoring Report
and update once.
5. Complete and adopt Annual Traffic Monitoring
Report.
6. Complete update of Sewer Master Plan to provide
monitoring of sewer adequacy.
Monitoring: Monitor the growth activity in the
City and assess the impacts on public facilities
for each of the eleven public facilities.
Capital Improvement Program Preparation: Assist in
the preparation of the City's annual Capital
Improvement Program by providing development
projections.
Public Information: Provide information to the
public over the phone or in person and speak at
different local service organizations.
SIGNIFICANT CHANGES:
None.
94
m
PROGRAM:
FUND:
DEPARTMENT:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCT * 001-3610
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 417,473
347,024
11,319
$ 775,816
10
1988-89
ACTUAL
$ 447,478
406,809
2,125
$ 856,412
10
1989-90
BUDGET
$ 501,081
518,990
20,950 .
$ 1,041,021
10
1990-91
BUDGET
$ 671,044
404,044
16,500
$ 1,091,588
15
WORK PROGRAM:
Provide public support through response to inquiries, issuance of building permits, field inspections and
plancheck services. Ensure all plans, codes and public safety issues conform to local, State and Federal
standards.
PROGRAM ACTIVITIES:
Building Services: Ensure all Building related
questions are answered in a timely and pleasant
manner. Process all plans, maintaining a high
quality review. Issue all building permits.
PERFORMANCE OBJECTIVES:
1. Answer all phone inquiries within 24 hours.
2. Maintain Building Department coverage of the
Development Processing counter at all times.
3. Respond to citizen inquiries and submittals as
they occur.
Building Inspection: Provide field inspection and
code enforcement for all building construction and
non-conforming uses.
1. Conduct field inspections for residential,
commercial and industrial projects ensuring
compliance with the Uniform Building Code,
Mechanical Code, National Electrical Code etc.,
as adopted by the City of Carlsbad.
2. Respond to citizen complaints and concerns.
3. Conduct Pre-Construction meetings with building
contractors in order to clarify requirements and
avoid future construction problems.
4. Provide technical training for all inspection
personnel, to enhance their knowledge of
building codes and building construction.
SIGNIFICANT CHANGES:
One new position of Permit Clerk is included in this budget. This position will replace a position which has
been filled on a full time, temporary basis for the past three years. The fiscal impact of this operational
change is an increased amount of $2,000.
Personnel costs have also increased due to the transfer of three employees from the Development Processing
Services program. This will allow for supervisory and budgetary conformance. One Permit Clerk is also being
transferred in from Community Development Administration.
Maintenance and Operation costs are down due to less anticipated need for consultant plan check services.
95
PROGRAM:
FUND:
DEPARTMENT:
DEVELOPMENT PROCESSING SERVICES
GENERAL
DEVELOPMENT PROCESSING SERVICES ACCT # 001-3620
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 335.240
32,997
3,839
$ 372,076
10
1988-89
ACTUAL
$ 284,743
30,165
1,394
$ 316,302
10
1989-90
BUDGET
$ 424,155
45,200
850
$ 470,205
10
1990-91
BUDGET
$ 0
0
0
$ 0
0
WORK PROGRAM:
The Development Processing Services Division is the central agency for public inquiries, ministerial and
discretionary permit issuance to serve as a "one stop" service.
PROGRAM ACTIVITIES:
Public Assistance: Assist the public at the
Development Processing Services (DPS) counter and
answer telephone inquiries.
Processing: Perform building plan checks and field
inspections. Assign addresses, issue building
permits and conduct final approvals.
PERFORMANCE OBJECTIVES:
1. Continue to provide timely assistance to the
public on an as needed basis.
1. Process all building plans from within the
department assigned.
SIGNIFICANT CHANGES:
This program is being dissolved budgetarily, however it will continue to operate as a service. Staff is being
transferred into appropriate departments. This will result in supervisory responsibility corresponding with
budgeted expenditures. Four staff members will be absorbed in the Engineering budget, three in Planning, and
three in Building Inspection.
96
m
m
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J
97
CULTURE AND RECREATION
PROGRAM: LIBRARY
FUND: GENERAL
DEPARTMENT: LIBRARY SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 1,302,510
803,259
114,361
$ 2,220,130
29
1988-89
ACTUAL
$ 1,474,458
821,297
28,485
$ 2.324,240
32
1989-90
BUDGET
$ 1,760,099
986,342
105,500
$ 2,851,941
32
1990-91
BUDGET
$ 2,036,466
1,125,966
100,170
$ 3,262,602
36
WORK PROGRAM:
The Carlsbad City Library's overall work program is to provide educational, informational, and recreational
services for all community residents; to provide both print and non-print materials that respond to the
interests of a diverse population; to provide convenient access and adequate space for users and resources; and
to develop a broad awareness of the Library and its services. The Library contributes to the enrichment of the
community by supporting lifelong learning and the pursuit of knowledge.
98
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
LIBRARY ACCT # 001-4010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 263,401
157,497
16,207
$ 437,105
7
1988-89
ACTUAL
$ 301,370
158,783
0
$ 460,153
6
1989-90
BUDGET
$ 294,997
179,833
29,900
$ 504,730
5
1990-91
BUDGET
$ 416,712
289,236
13,650
$ 719,598
8
WORK PROGRAM:
Provide management and leadership for the library and its ten divisions; plan for the growth of collections,
facilities, and finances; and coordinate relationships with local and State government, the Library Board,
Friends of the Library, and the Serra Cooperative Library System.
PROGRAM ACTIVITIES:
Budget Preparation and Fund Accounting: Prepare
departmental budget; process invoices, warrants and
requisitions; monitor expenditures; and maintain
fiscal records.
Strategic Planning: Develop long range plans for
new and expanded library services, resources, and
facilities to meet current and future needs.
PERFORMANCE OBJECTIVES:
1. Automate fund accounting.
2. Detail material accounts by major subjects.
1. Plan for a new division of outreach services.
2. Plan collection development for two libraries in
'new system.
Pi
Programs and Exhibits: Arrange for adult programs
and exhibits of interest to the general community.
1. Sponsor at least two programs per month.
2. Sponsor at least five exhibits of arts, crafts,
or collectibles per month.
External Relations: Maintain close contact and
coordination with City management, other City
departments, the news media, Friends of the
Library, and other libraries.
1. Produce flyers, newsletters, and other graphic
arts support to the library and to other City
departments.
2. Write and disseminate to local and regional news
media articles on significant library activities
and events.
Internal Management: Supervise 10 library
divisions; manage the use of facilities and
resources; develop policies and procedures
governing all library operations; and coordinate
building maintenance needs.
1. Apply for State and Federal grants to help fund
new library construction and renovation.
2. Prepare detailed statistics and reports on
library use for State and local government.
3. Formalize internal staff training procedures.
4. Improve internal security and safety of equipment
and resources by upgrading fire protection sys-
tem, bracing bookstacks, and securing electronic
hardware.
SIGNIFICANT CHANGES:
Two new positions are included in this program, a Messenger and a Library Assistant I. The Messenger is an
acceleration in working hours from part time to full time for a fiscal impact of $25,000. The new Library
Assistant I has a fiscal impact of $41,600 and will work with the Librarian III being transferred in from Audio
Visual Services. These two positions will be dedicated to collection development for the new Library.
Increased costs for Data Processing in support of the new computer have added to the maintenance and operation
expenses.
m
99
PROGRAM:
FUND:
DEPARTMENT:
CIRCULATION SERVICES
GENERAL
LIBRARY ACCT # 001-4021
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 153,423
78,756
0
$ 232,179
1
1988-89
ACTUAL
$ 164,494
80,715
0
$ 245,209
2
1989-90
BUDGET
$ 187,456
15,410
0
$ 202,866
2
1990-91
BUDGET
$ 198,437
4,930
2,050
$ 205,417
2
WORK PROGRAM:
The Circulation Division handles the check in and check out of library materials, both print and some non-
print; maintains patron records; registers all new borrowers; and supervises the reshelving of adult books on
a daily basis.
PROGRAM ACTIVITIES:
General Circulation: Check out and check in all
print and some non-print materials; sort incoming
materials in preparation for shelving; open, close,
and maintain the book drop.
Patron Maintenance: Process delinquencies and
accounts for fines and fees collected; handle
registrations and re-registrations for all library
users.
WORKLOAD MEASURES:
1986-87 1987-88 1988-89
1. Circulation Totals:
704,259 808,141 840,494
1. Library Cards Processed:
10,000 14,000
Reserve and Deliveries: Handle reserve notices for
materials placed on hold; maintain a hold shelf for
distribution of items reserved; and receive, sort,
and route deliveries of materials to and from other
libraries.
1. Reserve Notices Processed:
3,421 8,959 10,536
SIGNIFICANT CHANGES:
Main library circulating adult fiction and non-fiction book budget continues to be funded with CLSA funds.
100
PROGRAM:
FUND:
DEPARTMENT:
REFERENCE SERVICES
GENERAL
LIBRARY ACCT # 001-4022
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 191,111
91,660
4,240
$ 287,011
5
1988-89
ACTUAL
$ 239,592
145,858
7,730
$ 393,180
5
1989-90
BUDGET
$ 267,067
133,398
0
$ 400,465
5
1990-91
BUDGET
$ 287,681
137,300
2,700
$ 427,681
5
WORK PROGRAM:
The Reference Division assists the public with information needs; provides instruction in the use of resources;
and performs specialized research services for local business, government, and the public.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephoned reference questions; place holds on
books; provide library instruction and tours;
select new materials; give book talks for community
groups.
Interlibrary Loans: Send to and receive from other
libraries requests for books, microfilm, and
photocopies. Delivery handled by mail,
telefacsimile, and system van.
WORKLOAD MEASURES:
1986-87 1987-88 1988-89
1. Reference Questions:
52,242 61,589 66,394
1. Interlibrary Loans:
2,622 3.159 3,402 mm
Periodicals: Manage a collection of 509 magazines
and 49 newspapers, and related backfiles. Handle
requests from the public to retrieve back issues.
1. Periodical Requests:
28,786 36,050 38,336
Online Services; Provide ready reference and in-
depth data base searches for the general public as
well as instruction in the use of self-service
computer data bases. Individual searches using
multiple data bases average about 2 hours per
request and are a fee-based service generating over
$4,000 per year.
1. Online Searches Paid:
353 380 272*
Decrease in paid searches due to CD-ROM self-
service data base usage.
SIGNIFICANT CHANGES:
None.
101
PROGRAM:
FUND:
DEPARTMENT:
GENEALOGY/LOCAL HISTORY
GENERAL
LIBRARY ACCT # 001-4033
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
BUDGET
$ 0
0
0
$ 0
0
1990-91
BUDGET
$ 64,752
13,000
1,200
$ 78,952
1
WORK PROGRAM:
This program will provide information service, instructional assistance and limited research services, and
manage the Genealogy/Local History collection of 24,000 volumes. This collection, by far the most outstanding
in the County, results from extreme local interest in this field, and from many generous gifts of money and
material.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephone reference requests; provide library
instruction and tours; give talks to neighboring
genealogical societies.
WORKLOAD MEASURES:
1. It is estimated that this division will provide
library service to about 15,000 persons per year.
2. Answer approximately 7,500 reference questions.
Interlibrary Loans: Request and receive books,
microforms, and photocopies from other libraries.1. Process approximately 1,500 inter!ibrary loan
items.
Coordination with NSDC6S: The North San Diego
County Genealogical Society has acted as a support
group (like the Friends of the Library) for this
collection for 15 years. This division will
coordinate with and assist that group with their
fund raisers, acquisition of materials, program
planning, and training of researchers.
1. Conduct approximately 25 tours of the collection.
NOTE: No statistics for previous fiscal years
were recorded.
SIGNIFICANT CHANGES:
A Librarian III is transferred from the Technical Services program in order to staff this new division.
Financial support for this newly identified program was previously contained int eh Reference Services program.
102
PROGRAM:
FUND:
DEPARTMENT:
CHILDREN'S SERVICES
GENERAL
LIBRARY ACCT # 001-4030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 105,403
22,361
3,604
$ 128,570
2
1988-89
ACTUAL
$ 117,105
24,315
0
$ 141,420
2
1989-90
BUDGET
$ 127,907
29,896
1,000
$ 158,803
2
1990-91
BUDGET
$ 179,962
31,805
0
$ 211,767
3
it
m
WORK PROGRAM:
To serve children from preschool through Junior High, the children's library introduces young people to the
wonders of reading; provides library skills classes, group tours, reading incentive programs, and activities
that educate or encourage creativity.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephone questions, provide readers advisory,
library skills instruction and group tours.
Collection Development: Select new materials, both
print and non-print, and provide collection
maintenance and stack organization.
Program Activities and Special Services: Annual
Summer Reading Club; special holiday and seasonal
events which include short story contest, pet show,
spelling bee, drawing contests, and cultural en-
richment programs.
WORKLOAD MEASURES:
1986-87 1987-88
1. Reference Questions:
11,494 22,476 29,643
1.
1.
2.
Circulation:
108,292 123,283
Programs:
252 332
Attendance:
11.311 18,210
169,369
351
21,227
SIGNIFICANT CHANGES:
A Librarian II has been added to this program to develop children's collections for the new library system.
The fiscal impact of the position is $47,000.
103
PROGRAM:
FUND:
DEPARTMENT:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCT # 001-4040
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 255,783
106,126
6,637
$ 368,564
7
1988-89
ACTUAL
$ 269,047
107,851
8,977
$ 385,875
8
1989-90
BUDGET
$ 328,845
99,429
0
$ 428,274
8
1990-91
BUDGET
$ 336,070
111,400
14,400
$ 461,870
8
WORK PROGRAM:
The Technical Services Division orders, receives, catalogs, and prepares all library materials for public use;
maintains the library's online database and card catalogs; and manages the library's automated circulation
system, online catalog, and related automated operations.
PROGRAM ACTIVITIES:
Acquisitions: The division orders and receives
books and audiovisual materials.
WORKLOAD MEASURES:
1986-87 1987-88 1988-89
1. Items Ordered (est.):
12,000 12,500 13,000
Processing; The division catalogs and processes
both purchased items and gifts. The division also
repairs damaged materials and arranges for binding
and rebinding.
1. Items Cataloged:
12,789 12,455 13,695
2. Items Sent for Binding:
2.492 1,838 2,689
Database Maintenance; The division adds new items
to the online database and deletes information for
lost or discarded materials.
1. Items Added (est.):
12,900 12,800 14,000
2. Items Withdrawn:
4,330 3,520 8,063
Circulation System: The division operates the
library's INLEX 3000 System, including operation of
the mini computer, production of statistical
reports, installation of new software releases, and
handles training.
1. To ensure system availability (uptime) at
least 98% of hours library is open.
2. Schedule staff training sessions at least
quarterly.
3. Install all new releases within one week of
availability.
SIGNIFICANT CHANGES:
A Clerk Typist II is a new position in this program, and is needed to process materials for the new library.
The fiscal impact is $37,000. A Librarian III is being transferred out to the new Genealogy Program.
104
PROGRAM:
FUND:
DEPARTMENT:
AUDIOVISUAL SERVICES
GENERAL
LIBRARY ACCT # 001-4050
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 101.284
14,028
716
$ 116,028
2
1988-89
ACTUAL
$ 87,996
15,732
0
$ 103,728
2
1989-90
BUDGET
$ 130,482
17,530
0
$ 148,012
2
1990-91
BUDGET
$ 79,420
18,800
0
$ 98,220
1
WORK PROGRAM:
The Audiovisual Services Division provides the public with AV information, referrals and the loan of AV
materials and equipment.
PROGRAM ACTIVITIES:
AV Public Services: Includes check-out and in of
videotapes/films, AV equipment and the collection
of insurance and fees.
Interlibrary Loan: Sending and receiving requests
for films and videotapes.
AV Collection Development: Selection, purchase and
receipt of new AV materials, preparation of video
for circulation and maintenance of video, compact
disk, record and cassette collections.
WORKLOAD MEASURES:
1986-87 1987-88 1988-89
1. Videotape/Film Circulation:
95,106 115,825 138,549
2. Equipment Circulation:
1,014 1,107 723
3. Insurance and Fees:
57,800 69,158 65,280
1. Items Loaned to Other Libraries:
584 373 328
2. Items Borrowed from Other Libraries:
457 311 324
1. Video Tapes Purchased:
812 427 385
2. Audio Materials Purchased:
360 430 486
AV Reference and Information: Collection of
reference materials to assist with AV related
inquiries, development of a local AV information
database, preparation of selected lists, catalogs
and promotional materials.
1. Production of Catalog Database Updates and
Selected Media Graphics:
16 26 66
SIGNIFICANT CHANGES:
The reduction in staffing is due to a Librarian III being transferred to Administration, Collection Development
activity.
105
PROGRAM:
FUND:
DEPARTMENT:
MEDIA SERVICES
GENERAL
LIBRARY ACCT # 001-4052
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 50,706
25,323
0
$ 76,029
1
1988-89
ACTUAL
$ 58,040
23,414
776
$ 82,230
1
1989-90
BUDGET
$ 57,605
28,000
0
$ 85,605
1
1990-91
BUDGET
$ 62,262
31,500
700
$ 9464625
1
WORK PROGRAM:
Media Services provides a wide range of professional media production services in support of all the City
departments' communications needs. Services include photographic, video, audio, publication illustration, sync-
slide show;s, developing and maintaining locally relevant stock image collections.
PROGRAM ACTIVITIES:
Public Information Media: Produce City related
photographic, video and audio information for dis-
tribution to newspapers, magazines, local publi-
cations, radio, TV stations and other inter-city
uses.
PERFORMANCE OBJECTIVES:
1. Number of Media Projects Produced:
1986-87:
1987-88:
1988-89:
90
120
138
Image Research & Development: Develop and maintain
a fully indexed City image retrieval and storage
system for slides, prints, negatives, video, audio,
etc. (27,000 slides and 7,200 prints).
1. Research a comprehensive data based organization
system.
2. Arrange system programming.
3. Input index data and file material.
Media Production Development: Provide audio,
video, photographic media services for the
preservation and documentation of such locally
significant information as oral history, historical
photos/documents and displays/exhibits.
1. Generate related media productions.
2. Participate in local and regional civic and
service organizations for the purpose of
generating media productions.
Video Production Service Expansion: Broaden
services supplied by expanding into professional
quality video productions.
1. Develop electronic news gathering and
production video services.
2. Develop student video internship program.
post
SIGNIFICANT CHANGES:
None.
106
PROGRAM:
FUND:
DEPARTMENT:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCT * 001-4060
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 28,226
13,280
0
$ 41,506
2
1989-90
BUDGET
$ 76,134
19,209
0
$ 95,343
2
1990-91
BUDGET
$ 84,166
28,975
0
$ 113,141
2
WORK PROGRAM:
The Adult Learning Program is the library's adult literacy service. It provides individual tutoring for
English-speaking adults who need to improve their basic reading, writing and math skills in order to function
effectively in daily life, achieve personal goals and take advantage of society's opportunities.
PROGRAM ACTIVITIES:
Tutoring; The program provides free one-to-one
tutoring for 80-100 adults who need to improve
their basic reading, writing and math skills.
Staff develops an individual study plan for the
learner, using a variety of methods and materials.
The program trains and supports volunteer tutors.
In-service trainings and individual counseling on
materials, methods and social service needs of
learners are also provided. Learners' needs and
progress are monitored.
Community Awareness and Referrals: The program
increases community awareness and involvement in
literacy through use of the local media, public
speaking, and the cooperative public relations
strategies of the San Diego County Literacy Net-
work. The program also interacts with social and
health service agencies, service clubs, businesses,
educational institutions, and other literacy pro-
grams to receive referrals and to refer learners
and volunteers whose needs cannot be met by the
program (i.e., live in other geographic area).
Library Adult Learners Collection: The program
develops and maintains a library collection of over
1,800 volumes of texts, fiction and nonfiction
appropriate for adult interests and written at
lower reading levels. Adult learners are intro-
duced to the library through the collection and are
enabled to use the library for lifelong learning.
WORKLOAD MEASURES:
1986-87 1987-88 1988-89
1. Learners Instructed:
121 147 158
2. Tutors Trained:
80 89 88
1. Potential Learner Inquiries:
146 141 146
2. Potential Learners Referred Elsewhere:
145 151 136
3. Potential Volunteers Referred Elsewhere:
193 69 84
1. Items Circulated:
2,029 1,966 2,893
SIGNIFICANT CHANGES:
None.
107
PROGRAM:
FUND:
DEPARTMENT:
LA COSTA BRANCH
GENERAL
LIBRARY ACCT # 001-4070
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 99,790
21.832
1,001
$ 122,623
2
1988-89
ACTUAL
$ 119,367
978
0
$ 120,345
2
1989-90
BUDGET
$ 163,804
0
0
$ 163,804
2
1990-91
BUDGET
$ 176,484
126,400
3,500
$ 306,384
2
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 adults and the preparation of exhibits and displays.
PROGRAM ACTIVITIES:
Reference: Assist patrons in using the library,
answer reference questions, reserve specific titles
and request materials from other libraries.
Circulation: . Circulate print and non-print
materials to children and adults, handle patron
registration, collect fees and fines and track
overdue items.
WORKLOAD MEASURES:
1986-87 1987-88
1. Reference Questions:
8,368 9,719
1. Circulation:
118,189 138,448
1988-89
9,796
148,669
Collection Development; Evaluate the branch
collection, select and order print and non-print
materials.
1. Volumes Added:
20,859 25,561 28,698
Programing: Plan, schedule and develop programs
for adults and children.
1. Program Attendance:
9,143 6,734 9,796
Library Management: 1) manage branch library
staff, collection and facility; 2) maintain
awareness of community.
1. Schedule and supervise staff.
2. Hire and train new staff.
narrative and statistical3. Prepare monthly
reports.
4. Actively maintain a current and topical print and
non-print media collection.
5. Maintain a safe and efficient facility.
6. Survey the needs of and interact with members of
the community.
SIGNIFICANT CHANGES:
In FY 1989-90 all branch maintenance and operation expenses were funded by the CLSA State Grant. In FY 1990-
91 the branch maintenance and operation will be funded by the General Fund. The CLSA Grant will be used to
purchase books for new library system.
108
PROGRAM:
FUND:
DEPARTMENT:
CULTURAL ARTS
GENERAL
LIBRARY ACCT # 001-4210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 81,609
57,611
0
$ 139,220
2
1988-89
ACTUAL
$ 89,221
77,476
2,725
$ 169,422
2
1989-90
BUDGET
$ 125,802
130,906
3,600
$ 260,308
3
1990-91
BUDGET
$ 143,520
97,620
4,500
$ 245,640
3
WORK PROGRAM:
Implement the goals and policies of the City's General Plan to plan, develop and promote the visual
performing arts and to create a climate which encourages cultural and artistic development in Carlsbad.
and
PROGRAM ACTIVITIES:
Implement Arts Programs: Provide a variety of
quality cultural programs to all ages and segments
of the City. Includes coordinating summer jazz
concerts, summer Pops Concert and Make-a-Circus
event.
Develop the Arts Program: Continue to develop the
Arts Program (and the arts in Carlsbad).
Fundraislng; Encourage the contribution of gifts
and funds for arts and culture.
Implement Growth Management Plan: Provide cultural
facilities as identified in the Growth Management
Plan.
PERFORMANCE OBJECTIVES:
1. Art in Public Places - temporary exhibition,
Spring 1991, and coordinate permanent
installations.
2. A minimum of 2 artists in the community/perform-
ances at the Cultural Arts Center, one Fall, one
Spring and one possible Winter.
3. Educational opportunities in arts and culture
for all citizens. Showcase for artists. Spring
1991, artists in residence (see above).
4. Information Services: Produce a monthly
calendar and quarterly newsletter, send
information on events and arts organizations to
the press, and send information to artists on
opportunities for development. Answer inquiries
by telephone.
1. Finalize "Cultural Carlsbad - A Cultural Plan
for the 1990's", request approval of plan from
the Arts Commission and City Council and begin
steps to implement the plan, September, 1990.
2. Develop the Art in Public Places Program by
revising and approving guidelines and
implementing the approved process, completed by
December, 1990.
3. Develop and strengthen the arts organizations
and cultural opportunities for Carlsbad Citizens
with technical assistance and grants allocation
program. $20,000 to be allocated in grants,
January, 1991.
1. Submit grant applications to State and Federal
funding agencies when applicable.
2. Request project support from individuals,
business and foundations when applicable.
Target to fund $3,000 for Make a Circus; funding
will be sought for special projects.
3. Bring informative speakers to educate the
public.
1. Plan for cultural facilities incorporated in
the new library and the Elm Street Library.
SIGNIFICANT CHANGES:
Expenses have decreased as the one time cost for preparing the Cultural Plan occured in 1989-90.
109
PROGRAM:
FUND:
DEPARTMENT:
SISTER CITY
GENERAL
LIBRARY ACCT * 001-4220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
BUDGET
$ 6,500
5,250
0
$ 11,750
0
1990-91
BUDGET
$ 7,000
12,000
0
$ 19,000
0
WORK PROGRAM:
Coordinate activities pertinent to maintain a Sister City relationship with the City of Futtsu, Japan.
PROGRAM ACTIVITIES:
Program Coordination: Coordinate Sister City
Program.
PERFORMANCE OBJECTIVES:
1. Staff the Sister City Committees.
2. Arrange for Futtsu delegations/visits.
3. Coordinate programs established by the Sister
City Committees.
SIGNIFICANT CHANGES:
Fiscal year 1990-91 will be the first full year of the Sister City Committees existence. A part time Clerk
Typist is now funded for the full year. Travel funds budgeted, $6,000, will allow travel for four to Futtsu.
110
PROGRAM:
FUND:
DEPARTMENT:
AUDIOVISUAL INSURANCE
AV INSURANCE
LIBRARY ACCT # 141-4051
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
72,840
0
$ 72,840
0
1988-89
ACTUAL
$ 0
56,175
6,189
$ 62,364
0
1989-90
BUDGET
$ 0
94,081
8,500
$ 102,581
0
1990-91
BUDGET
$ 0
108,000
0
$ 108,000
0
WORK PROGRAM:
Special revenue fund to support video/film tape collection replacement and related supplies.
PROGRAM ACTIVITIES:
Collection Development: Evaluating, selecting and
ordering videotapes for existing and new South
Carlsbad library.
WORKLOAD MEASURES:
1986-87 1987-88 1988-89
1. Number of Videotapes Added to New Library:
0 2,000 2.500
2. Number of Videotapes Added to Existing Library
Collection:
784 381 308
Replacement: Replace lost or damaged items as
needed to maintain quality of collection.
1. Number of Videotapes Replaced:
28 46 77
Technical Processing: Arrange and monitor
necessary cataloging/processing services for
videotapes from outside vendor.
1. To catalog and process 3,000 videotapes for new
library system.
SIGNIFICANT CHANGES:
Cataloging will be purchased from an outside vendor for all new videos purchased for new and existing libraries.
Ill
PROGRAM:
FUND:.
DEPARTMENT:
CALIFORNIA LIBRARY SERVICES ACT (CLSA)
STATE GRANT
LIBRARY ACCT # 180-8101
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
120,626
59,987
$ 180,613
0
1988-89
ACTUAL
$ 0
112,274
0
$ 112,274
0
1989-90
BUDGET
$ 0
168,400
0
$ 168,400
0
1990-91
BUDGET
$ 0
100,000
0
$ 100,000
0
WORK PROGRAM:
Projected reimbursements 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:
Administration: Reimbursement funds are used to
assist in the cost of library operations.
PERFORMANCE OBJECTIVES:
1. Funds will be used to purchase adult fiction and
non-fiction books for the ongoing needs of the
existing library system.
SIGNIFICANT CHANGES:
None.
112
PROGRAM:
FUND:
DEPARTMENT:
PUBLIC LIBRARY FUND (PLF)
STATE GRANT
LIBRARY ACCT # 180-8110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
34,599
21,969
$ 56,568
0
1988-89
ACTUAL
$ 0
4,446
2,088
$ 6,534
0
1989-90
BUDGET
$ 0
58,500
62,500
$ 121,000
0
1990-91
BUDGET
$ 0
15,000
57,470
$ 72,470
0
WORK PROGRAM:
The California Public Library Fund Act provides an annual per capita grant to public library jurisdictions
provided they meet the maintenance of effort requirement.
PROGRAM ACTIVITIES:
Acquisition and Implementation: Automation pro-
jects are slated for use of these funds.
PERFORMANCE OBJECTIVES:
1. Purchase terminals for on-line public access
catalog.
2. Purchase microfiche catalog to serve as backup to
on-line catalog.
3. Transfer operations to an automated acquisitions
system.
4. Upgrade mini-computer to handle added terminals
for the on-line catalog.
5. Upgrade computer memory to handle expanded data
base.
SIGNIFICANT CHANGES:
None.
113
PROGRAM:
FUND:
DEPARTMENT:
PARKS AND RECREATION
GENERAL
PARKS AND RECREATION SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 1,749,821
1,417,458
65,529
$ 3,232,808
39
1988-89
ACTUAL
$ 1,946,119
1,633,655
76,663
$ 3,656,437
46
1989-90
BUDGET
$ 2,382,090
2,162.721
175,531
$ 4,720,342
46
1990-91
BUDGET
$ 2,899,936
2,216,958
223,300
$ 5,340,194
51
WORK PROGRAM:
Provide quality park facilities and recreational programming for the citizens of Carlsbad. Insure adequacy of
park facilities for future populations as it relates to the Growth Management Plan.
114
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
PARKS AND RECREATION ACCT * 001-4110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 206,596
118,276
2,751
$ 327,623
5
1988-89
ACTUAL
$ 223,664
223,714
1,065
$ 448,443
5
1989-90
BUDGET
$ 279,696
237,600
3,000
$ 520,296
5
1990-91
BUDGET
$ 315,935
122,762
0
$ 438,697
5
WORK PROGRAM:
To provide administrative support for the future planning and current operation of park and recreational
facilities and programming.
PROGRAM ACTIVITIES:
Park Acquisition and Development: Ensure adequate
park acquisition and development in order to meet
the park performance standards as identified in the
Growth Management program.
Maintain Contemporary Park Facilities and
Recreation Programs: Provide administrative
support to the City Council, City Manager's Office,
Parks and Recreation Commission, and various
committees dealing with park and/or recreational
issues.
Departmental Administrative Support: Provide
secretarial support and administrative guidance to
departmental divisions including park maintenance,
street tree and median maintenance, recreation
operations, fee supported operations, aquatics,
Agua Hedionda Lagoon and senior programs.
PERFORMANCE OBJECTIVES:
1. Monitor existing park development agreements.
2. Coordinate park development plans between
various City departments, development
consultants and community residents.
3. Secure acquisition of parkland in the southwest
quadrant.
1. Prepare and present relevant issues for
consideration by the Parks and Recreation
Commission at monthly meetings.
2. Provide staff support to the Commission
subcommittee' addressing N.W. quadrant park
enhancement issues.
3. Provide staff support to the golf course
Technical Advisory/Steering Committee for the
development of a municipal golf course.
4. Provide staff support to the Parks and
Recreation subcommittee members addressing open
space issues.
1. Direct and administer daily operations of the
department in an effort to meet the annual park
and recreation goals and objectives as
established by the City Council.
2. Prepare departmental reports and brochures,
establish procedures, and develop guidelines as
they pertain to the overall operation of the
department.
3. Prepare and present community park and
recreation issues of concern to the Parks and
Recreation Commission and City Council.
4. Acquire and administer available grant funds for
a variety of park development/rehabilitation
projects.
SIGNIFICANT CHANGES:
None.
115
PROGRAM:
FUND:
DEPARTMENT:
COMMISSION
GENERAL
PARKS AND RECREATION ACCT # 001-4111
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
752
0
$ 752
0
1988-89
ACTUAL
$ 0
583
0
$ 583
0
1989-90
BUDGET
$ 0
1,300
0
$ 1,300
0
1990-91
BUDGET
$ 0
1,700
0
$ 1,700
0
WORK PROGRAM:
Provide recommendations in an advisory capacity to the City Council on matters pertaining to the current
operations and future planning of park facilities and recreational programming. Provide recommendations to City
staff in an effort to ensure effective/efficient operation of the Parks and Recreation Department.
PROGRAM ACTIVITIES:
Commission Meetings: Hold Park and Recreation
Commission meetings once monthly to address
relevant issues as they pertain to the community.
PERFORMANCE OBJECTIVES:
1. Review, discuss, and recommend action on park and
recreational issues based upon staff and
community input, Council policy, and Parks and
Recreation Element Goals and Objectives.
2. In an advisory capacity, recommend appropriate
action on issues necessitating Counci1 direction.
Review Community Issues: Establish appropriate
subcommittees and/or provide Commission
representation to address and evaluate specific
areas requiring indepth review of relative
community issues.
1. Address issues related to a Northwest Quadrant
Park Enhancement program.
2. Address issues with the Open Space Executive
Committee relevant to recommendations made by the
Citizens Committee to study open space.
3. Represent the Parks and Recreation Commission on
the subcommittee to examine a Citywide cultural
facilities program.
4. Represent the Parks and Recreation Commission on
the Carrillo Ranch Rehabilitation and Structure
Stabilization Committee.
Education: Continually improve Commission
credibility and effectiveness in formulating
recommendations on community concerns.
1. Provide and attend annual Parks and Recreation
Commission Workshop.
2. Meet and confer with appropriate City staff
regarding issues of discussion.
3. Provide and attend tours of community park sites,
recreation programs, and special events.
4. Maintain executive membership in California Park
and Recreation Society.
SIGNIFICANT CHANGES:
None.
116
PROGRAM:
FUND:
DEPARTMENT:
OPERATIONS
GENERAL
PARKS AND RECREATION ACCT # 001-4121
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 638,074
525,336
26,546
$ 1,189,596
19
1988-89
ACTUAL
$ 644,860
619,724
45,603
$ 1,310,187
19
1989-90
BUDGET
$ 748,548
858,022
99,500
$ 1,706,070
19
1990-91
BUDGET
$ 904,336
876,784
86,000
$ 1,867,120
21
WORK PROGRAM:
Provide maintenance to over 230 acres of community park, special use areas, and school sites, as well as
landscape maintenance at all civic facilities/property. Manage over 400 acres of open space. The division is
also called upon to complete various special projects for various City departments and community efforts
throughout the year.
PROGRAM ACTIVITIES:
Turf and Landscape Management: Direct management
of 74+ acres of turf and 124+ acres of landscaping.
Duties include mowing, fertilization, renovation,
replanting, trimming, herbicide application,
raking, lawn sweeping, weeding, cultivation,
edging, aerating, reseeding, irrigation management
and equipment preventative maintenance.
Bathroom Maintenance/Litter Control: Inspect,
maintain, clean, paint and repair 11 separate rest
room facilities (as well as 6 portable units) on a
daily basis. Activities include cleaning,
restocking, sanitizing, painting and plumbing
repairs. Litter control includes cleaning all
parks, beach accesses and beach areas 4 times
weekly to remove all litter and service all trash
receptacles.
Court/Field/Tot Lot Maintenance: Inspect, maintain
and clean 27 tennis courts (19 lighted), 11 basket-
ball courts, and 13 Softball/baseball fields on a
weekly basis. Duties involve washing down,
sweeping off, blowing off, fence inspections/
repairs, and playing surface inspections. In
addition, this activity includes weekly maintenance
of all Tot lots in the City. This includes, sand
raking/level ing, sand rototilling and play equip-
ment inspection, repair and documentation of such
actions.
Irrigation Maintenance; Maintain all landscape
irrigation systems of City facilities. This
includes over 80 different controllers with over
1,000 valves. Duties include replacement, repair
trouble shooting and data entry/ programming to the
proposed centralized irrigation system.
WORKLOAD MEASURES:
1988-89
74
1988-87 1987-88
1. Turf Acres Maintained:
40 56
2. Landscape Acres Maintained:
50+ 65 124
1. Rest Stations Maintained:
7 11 11
2. Trash Receptacles Services:
98 126 "152
1. Tennis Courts Maintained:
15 17 19
2. Ballfields Maintained:
12 15 20
3. Tot Lots Maintained:
679
1. No. of Controllers:
60 72 80
2. No. of Valves:
90C 950 1,000
to
m
m
m
m
m
(continued)
117
PROGRAM:
FUND:
DEPARTMENT:
PAGE TWO
OPERATIONS
GENERAL
PARKS AND RECREATION
ACCT # 001-4121
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
1986-87 1987-88
Open Space Maintenance: Provide maintenance 1. No. of Acres:
activities to City owned open space and areas of
additional maintenance responsibilities. Duties 326 381 408
include trash removal, clean up and weed abatement.
Miscellaneous Maintenance/Repair and Special
Request: These activities which are difficult to
measure and include repair to park structures, play
equipment and fencing. Installation of play
equipment, bleachers, drinking fountains, soccer
goals, trash enclosures, concrete work, and
painting projects. These additional activities
also include special projects such as "Pops
Symphony" turf installation, sculpture
installations, redevelopment request and community
garden needs. The Total amount of time spent on
these activities amounts to approximately 12 % of
Parks Maintenance activities.
SIGNIFICANT CHANGES:
Two new Park Maintenance Workers I positions are included in this budget and will allow the program to keep up
with the increasing acreage and facilities as well as provide a higher level of service. The fiscal impact
of adding these two positions is $60,000.
118
PROGRAM:
FUND:
DEPARTMENT:
RECREATION OPERATIONS
GENERAL
PARKS AND RECREATION ACCT # 001-4131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 133.693
107,353
30,447
$ 271,493
2
1988-89
ACTUAL
$ 130,973
89,509
11,874
$ 232,356
3
1989-90
BUDGET
$ 206,994
77,687
16,300
$ 300,981
3
1990-91
BUDGET
$ 247,663
82,700
2,300
$ 332,663
3
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:
Information and Enrollment Service: Receptionist
Cashiers meet and talk with the public to provide
information on Recreation Division services in-
cluding programs and facilities; enroll partici-
pants; in-person, by phone, by mail-in registration
for classes, adult excursions, special events, and
sports leagues; collect and account for revenue,
prepare deposit and deliver to City Hall.
Facilities Operation Service: Facility Attendants
assist in showing sites, completing use applica-
tions, perform set-up and take-down of tables and
chairs for meetings, open and close buildings, and
perform general clean-up and minor interior
furnishings maintenance. Recreation Specialist-
Field Maintenance coordinates the field maintenance
work performed by the Recreation Division at all
City and school athletic fields.
SIGNIFICANT CHANGES:
Increased personnel costs will allow for expanded hours of operation at the Safety Center, Calavera, and
Stagecoach Centers. Additional part-time Facility Attendants are included to accommodate the increasing use
of these sites by the public.
WORKLOAD MEASURES:
1987-88 1988-89
1. Reservations Processed:
2,197 2,387
2. No. of Facility Users:
691,727 600,085
1. No. of Fields Maintained:
14 27
m
m
119
PROGRAM:
FUND:
DEPARTMENT:
RECREATION FEE SUPPORTED
GENERAL
PARKS AND RECREATION ACCT # 001-4132
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 370,434
371.340
0
$ 741.774
9
1988-89
ACTUAL
$ 475,324
403.430
0
$ 878,754
9
1989-90
BUDGET
$ 562,629
445,448
700
$ 1,008,777
9
1990-91
BUDGET
$ 638,230
485,700
0
$ 1,123,930
9
WORK PROGRAM:
The Recreation Fee Supported Program provides comprehensive opportunities for meeting the needs and interests
of the community through fee-supported classes, trips, leagues, and special events on a self-sustaining basis.
PROGRAM ACTIVITIES:
Instructional Classes: Provides year round classes
for all ages, preschool to seniors, taught by
qualified contract instructors, at various sites
throughout Carlsbad.
WORKLOAD MEASURES:
1987-88
1. Classes
# of conducted 827
# of participants 6,834
1988-89
890
12,128
Davtrippers: Offers both one day and multi-day
excursions for adults with a trained Tour Leader to
enjoy social and cultural events in the western
States.
1. Daytrippers:
# of excursions 59
I of participants 1,402
53
1,368
Sports Programs and Special Events: Provides a
variety of seasonal sports, instructional and
competitive programs including adult slow-pitch
softball, basketball, soccer, volleyball, and track
and field. Offers special events for youth and
adults including Triathlon, Easter egg hunts, body
surfing contest, Halloween carnivals, golf clinics,
grass volleyball tournaments and track and field
clinics and meets.
1. Sports Program:
# of youth teams 32
# of youth participants 606
# of adult teams 216
i of adult participants 4,100
2. Special Events:
# of events conducted 18
# of participants 5,313
41
782
276
4,890
23
4,247
SIGNIFICANT CHANGES:
Increased personnel costs reflect additional part time hours needed to accommodate more usage of recreation
opportunities. Expansion of existing services occurs in athletic field maintenance, scorekeeping for a $12,000
fiscal impact. A new youth program is included at $15,000 to address recreation needs of junior and high school
age youth.
120
PROGRAM:
FUND:
DEPARTMENT:
AQUATICS
GENERAL
PARKS AND RECREATION ACCT # 001-4133
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 111,118
75,881
5,102
$ 192,101
1
1988-89
ACTUAL
$ 120,529
64,888
3,115
$ 188,532
1
1989-90
BUDGET
$ 155,583
85,194
0
$ 240,777
1
1990-91
BUDGET
$ 180,159
79.720
4,000
$ 263,879
1
WORK PROGRAM:
Aquatics provides for the operation of an attractive and safe swim complex that offers a comprehensive program
of instruction, competition, and recreational swimming on 45% self-sustaining basis.
PROGRAM ACTIVITIES:
Lessons/Training; Provide instruction in swimming
skills for all ages and abilities; provide educa-
tion and training to the general public and City
employees in first-aid, cardiopulmonary resuscita-
tion (CPR), and basic rescue skills; serve as a
North County certification/training site for men
and women who wish to qualify for employment at
Carlsbad Swim Complex or similar pools; coordinate
training opportunities for police and fire and Swim
Complex personnel in emergencies such as chlorine
leaks, spinal injury, and deep water rescues.
Fun and Fitness Programs: Provide opportunities
for recreational swimming and fitness lap swimming,
year round.
WORKLOAD MEASURES:
1987-88
1.330
215
1,200
350
1. Instructional Programs:
Hours
Classes Conducted
Participation: R
NR
2. Aqua X:
Hours 345
Participation 3,480
1. Recreation and Lap Swim:
Hours of Operation 1,750
Daily Admissions: Youth 2,515
Adult 10,070
Season Pass Admissions 16,730
1988-89
1,430
230
1,227
434
239
1,880
1,440
2,780
11,130
13,910
Competitive Swim Programs: Provide opportunities
for competitive swim instruction and coached
workouts for youth and adults as a contract
service; coordinate and schedule high school use of
the pool for boys' and girls' swim teams and water
polo activities.
Facility and Equipment Maintenance Programs: Train
and supervise part-time pool staff to perform
custodial and minor maintenance tasks at the Swim
Complex to comply with the State mandated health
and safety standards; coordinate preventative
maintenance program, maintain and operate pool
filtration, circulation, chemical control and
heating equipment in keeping with industry
standards.
1. Contractual Programs:
Carlsbad Swim Master:
Hours 1,045 740
Participation 9,925 9,065
North Coast Aquatics:
Hours 860 685
Participation 11,430 7,170
Csbd Unified School Dist.:
Phys. Ed. Lessons:
Hours 220 131
Participation 2,400 1,400
Competitive Programs:
Hours 271 239
Participation 3,305 3,525
NOTE: 1988-89 figures reflect a 3-month closure
due to renovation project.
SIGNIFICANT CHANGES:
Personnel costs have increased with the addition of new part time hours, lifeguard services are included to
increase safety and reduce liability for competitive swim programs. A summer Cashier/Receptionist is included
to provide consistent revenue accounting and program registration.
121
PROGRAM:
FUND:
DEPARTMENT:
RECREATION - AGUA HEDIONDA LAGOON
GENERAL
PARKS AND RECREATION ACCT # 001-4134
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 14,880
8,490
0
$ 23,370
0
1988-89
ACTUAL
$ 16,561
10,886
0
$ 27,447
0
1989-90
BUDGET
$ 27,308
7,538
0
$ 34,846
0
1990-91
BUDGET
$ 32,000
9,250
0
$ 41,250
0
WORK PROGRAM:
Provide for safe and enjoyable use of Agua Hedionda Lagoon. Prevent accidents and minimize or eliminate hazards
and liability. Respond effectively to emergencies. This is a year-round program with high seasonal activity
in late Spring and Summer.
PROGRAM ACTIVITIES:
Permits/Insurance: Issue annual lagoon use
permits. Verify and monitor required insurance and
registration. Observe and document boating traffic
and use activity.
WORKLOAD MEASURES:
1987-88 1988-89
1.
1989-90
Applications:
579
Annual Permits:
530
Daily Permits:
179
Observed Power
N/A
N/A
619
550
135
Vessels:
5,082
614
588
560
150
5,000
600
Education and Enforcement: Provide education
regarding boating laws and special conditions on
the lagoon. Enforce and ensure compliance with
boating and lagoon use laws. Effectively respond
to vessel emergencies, accidents or injuries, and
request for aid. Place and maintain regulatory
buoys and signs.
Maintenance: Remove debris and hazards from the
water surface, shoreline, and public access.
Maintain patrol boat, motor, trailer, and
associated equipment.
SIGNIFICANT CHANGES:
No significant changes. Personnel costs include expenses for part time supervision of the lagoon and for use
permit issuance.
122
PROGRAM:
FUND:
DEPARTMENT:
TREE MAINTENANCE
MAINTENANCE ASSESSMENT
PARKS AND RECREATION ACCT * 161-4122
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS •
1987-88
ACTUAL
$ 176,800
70,332
0
$ 241,132
5
1988-89
ACTUAL
$ 197,230
88,979
11,931
$ 298,140
5
1989-90
BUDGET
$ 214,646
178,197
48,500
$ 441,343
5
1990-91
BUDGET
$ 283,301
211,103
125,500
$ 619,904
6.5
WORK PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space areas,
and trees at all City facilities.
PROGRAM ACTIVITIES:
Street Trees: Provide maintenance for over 25,000
trees on City right-of-ways. Maintenance consists
of pruning, planting, removal and root pruning.
Annually respond to 600+ Street Tree work order/
requests, remove 50+ trees, and plant 100+ trees.
Contractual Tree Maintenance: Provide an on going
program for contracting, administering and over-
seeing Street Tree maintenance program beyond the
scope of this division.
Weed Abatement: Treatment of undeveloped right-of-
way and open space areas for weed growth remova1.
Activities include herbicide application, and cul-
tural practices to eliminate weed growth.
Hosp Grove Maintenance: Quarterly maintenance of
Hosp Grove consisting of clean-up, recruiting vol-
unteer and grant assistance and removing hazardous
trees.
Miscellaneous Maintenance: Performs 600 hours of
miscellaneous work consisting of installation of
Christmas decorations, flags and banners for
Spring/Fall Faire, Christmas tree recyclings,
assistance with Spring clean-up, various work for
other departments and assistance with community
volunteer programs.
WORKLOAD MEASURES:
1986-87 1987-88 1988-89
1. No. of Right-of-Way Miles Treated/Maintained:
90 94 100
2. No. of Gallons of Mixed Herbicide Applied:
4,000 4,500 4,800
1. No. of Probation Hours:
0 180 360
2. No. of Volunteer/CCC Hours:
160 520 290
3. No. of Regular Hours:
68 110 90
1. No. of Right-of-Way Miles Treated/Maintained:
90 94 100
2. No. of Gallons of Mixed Herbicide Applied:
4,000 4,500 4,800
1. No. of Probation Hours:
0 180 360
2. No. of Volunteer/CCC Hours:
160 520 290
3. No. of Regular Hours:
68 110 90
m
to
P
it
SIGNIFICANT CHANGES:
Two new Tree Trimmers are included in the effort to fully implement the Maintenance Assessment Program. These
positions will restore the Preventative Maintenance Program to pruning every tree on a 5 to 7 year cycle. The
majority of capital outlay expenses are needed to equip the new crew with a boom truck and chipper unit. The
Park Supervisor is being split between Tree and Median maintenance, resulting in a .5 loss of a position. This
is the second year of the three year implementation phasing for Tree Maintenance. General Fund support is
equivalent to 1/3 of the assessable costs, or $174,401. An additional $86,200 of the total is also General
Fund support, and covers costs for areas maintained that are not in the assessable boundaries. Included are
maintenance for trees at City facilities, parks and Hosp Grove. Of this total budget, $86,200 will be services
for other departments, which will be funded by the General Fund. These are costs for City Hall tree
maintenance, park tree maintenance, Hosp Grove and tree maintenance at City facilities. In addition, as per
City Council action, Resolution 189-174 the Assessment District is to be offset by 1/3 funding from the General
Fund. General Fund monies required to offset this budget by 1/3 will equal $182,464.
123
PROGRAM:
FUND:
DEPARTMENT:
MEDIAN MAINTENANCE
MAINTENANCE ASSESSMENT
PARKS AND RECREATION ACCT # 161-4123
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
BUDGET
$ 0
0
0
$ o
0
1990-91
BUDGET
$ 81,685
91,290
0
$ 172,975
1.5
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment Landscape
improvement areas.
PROGRAM ACTIVITIES:
Medians: Maintain on a weekly basis 44+ acres of
landscaped medians. Maintenance includes; trash
pick-up, weed control, pruning, planting, pesticide
application, removals, replanting, and irrigation
repa i r/adjustment.
WORKLOAD MEASURES:
1986-87 1987-88
1. Acres Maintained:
27 35 45
Redevelopment Landscape: Maintain approximately
4.5 acres of high maintenance acres including
planter boxes, downtown fountain, landscape
pockets, and parking lots. Maintenance activities
consist of: litter control, weed control, pruning,
planting, pesticide/fertilizer application,
irrigation repair/adjustment, parking lot sweeping,
fountain maintenance, and related duties with the
Redevelopment Streetscape improvements.
1. Acres Maintained:
2.2 3.1 4.5
SIGNIFICANT CHANGES:
One new position is included, a Park Maintenance Worker I. This position will provide landscape maintenance
in the redevelopment area. Duties have been previously accomplished with part time help. The net fiscal impact
is $10,000. One half of a Park Supervisor has been transferred into this program from Tree Maintenance.
All Medians outside the redevelopment area will be maintained through a contract service.
This is the second year of the three year implementation phasing for Median Maintenance. General Fund support
is equivalent to 1/3 of the assessable costs, $57,658.
Note: This budget is also to be supported (1/3) by General Fund. The amount of money to be generated from
the General Fund will be $50,423. The remaining funds will be provided by Assessment District funds and
Redevelopment cost allocation.
124
PROGRAM:
FUND:
DEPARTMENT:
SENIOR COMMISSION
GENERAL
PARKS AND RECREATION ACCT # 001-4141
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
187
0
$ 187
0
1988-89
ACTUAL
$ 0
307
0
$ 307
0
1989-90
BUDGET
$ 0
500
0
$ 500
0
1990-91
BUDGET
$ 0
500
0
$ 500
0
WORK PROGRAM:
The Carlsbad Senior Commission makes recommendations and advises the City Council on the special needs and
concerns of Seniors in Carlsbad.
PROGRAM ACTIVITIES:
Monthly Meetings: Conduct monthly meetings.
PERFORMANCE OBJECTIVES:
1. Discuss issues pertinent to the development of
the Carlsbad Senior Program.
2. Advise City Council on pertinent Senior Program
issues which necessitate Council action.
Volunteers: Continue to develop innovative ways to
recruit, utilize, and acknowledge volunteers.
1. Hold annual Volunteer Recognition Celebration.
2. Expand Volunteers in Schools Program to other
schools in Carlsbad.
SIGNIFICANT CHANGES:
None.
J
125
PROGRAM:
FUND:
DEPARTMENT:
SENIOR PROGRAMS
GENERAL
PARKS AND RECREATION ACCT # 001-4142
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 60,170
54,975
683
$ 115,828
2
1988-89
ACTUAL
$ 97,397
26,678
3,075
$ 127,150
2
1989-90
BUDGET
$ 138,089
165,328
5,137
$ 308,554
2
1990-91
BUDGET
$ 166,504
148,659
5,500
$ 320,663
2
WORK PROGRAM:
Provide an organized comprehensive service system benefitting the quality of life for Seniors in Carlsbad.
PROGRAM ACTIVITIES:
Personal Assistance: Coordinate and plan free tax
assistance, insurance counseling, legal aid, blood
pressure and other health screening services to be
provided monthly at the Senior Center.
PERFORMANCE OBJECTIVES:
1. Coordinate special health screenings (i.e., skin
cancer) on a quarterly basis.
2. Increase availability of legal services.
3. Coordinate and encourage attendance in seminars
which will assist Seniors in obtaining
information on issues of concern (i.e.,
insurance, finances, and health).
Recreational Activities: Coordinate and plan
recreational opportunities for Seniors: i.e.,
fishing trips, dances, and a variety of local low
cost day excursions.
1. Provide a minimum of 4 fishing trips and 6 day
trips in FY 90-91.
2. Schedule social dances at the Senior Center;
evaluate responsiveness for continuation on a
monthly basis.
Classes: Provide classes of interest to Seniors
such as exercise, dance, crafts, etc.
1. Provide social interaction among senior
participants while enhancing general health, well
being, and self-esteem.
2. Maximize use of the Senior Center in providing a
variety of classes of interest to the senior
population through utilization of community
resources (i.e., community colleges, local
merchant and service groups).
3. Actively recruit volunteers to provide
instruction on art, needlecrafts, bridge, etc.
Fund Raising: Pursue a variety of fund raising
efforts, donations, and grant applications to
offset the costs of programs provided through the
Senior Center.
1. Plan and coordinate Gerico's 4th Annual Golf
Tournament to benefit the Senior Program.
2. Plan and coordinate Gerico's 3rd Annual Dinner to
benefit the Senior Center.
3. Actively pursue donations from individuals,
community groups, and corporate entities in an
effort to offset the City's cost of funding
Senior Programs.
SIGNIFICANT CHANGES:
None.
126
PROGRAM:
FUND:
DEPARTMENT:
SENIORS
SENIOR GRANT
PARKS AND RECREATION ACCT # 181-8119 THRU
181-8120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 38,056
84.536
0
$ 122.592
1
1988-89
ACTUAL
$ 39,581
104,957
0
$ 144.538
2
1989-90
BUDGET
$ 48,597
105,907
2,394
$ 156,898
2
1990-91
BUDGET
$ 50,123
106,790
0
$ 156,913
2
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:
Hot Noon Lunch: Provide a nutritionally balanced
noon lunch for persons 60+.
PERFORMANCE OBJECTIVES:
1. Hot Meals:
Projected
FY 87-88 FY 88-89 FY 89-90
27,827 29,755 32,800
Home Heals; Deliver a hot meal and sandwich to
homebound persons 60 years of age or older in
Carlsbad.
1. Hot Meals:9,158 9,731 9,200
Transportat i on: Provide transportation for
Carlsbad Seniors to the lunch program, medical
appointments and shopping.
1. One Way Trips:5,981 6,665 6,600
SIGNIFICANT CHANGES:
None.
127
UTILITIES AND MAINTENANCE
PROGRAM:
FUND:
DEPARTMENT:
UTILITIES AND MAINTENANCE
GENERAL
UTILITIES AND MAINTENANCE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 2.096,780
4,737,561
53,884
$ 6,888,225
64
1988-89
ACTUAL
$ 2,241,849
5,956,759
112,374
$ 8,310,982
66.2
1989-90
BUDGET
$ 2,787,689
6,268,015
868,396
$ 9,924,100
69.2
1990-91
BUDGET
$ 3,150,918
6,787,409
685,610-
$10,623,937
73.2
128
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
UTILITIES AND MAINTENANCE
WORK PROGRAM:
ACCT # 001-6010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 168,419
40.916
3,398
$ 212,733
4
1988-89
ACTUAL
$ 209,233
54,515
823
$ 264,571
5
1989-90
BUDGET
$ 287,568
49,747
6,000
$ 343,315
5
1990-91
BUDGET
$ 295,829
59,755
0
$ 355,584
5
The Utilities Administration Division provides administrative, managerial and technical support to the Streets,
Sanitation, Street Lighting, Fleet Operations, Facilities Management (mechanical and building), and Traffic
Signal Maintenance Divisions of the Utilities and Maintenance Department. In addition, the Administration
Division administers the City's Real Property Management, Graffiti Control, Recycling and Solid Waste Programs,
as well as oversees the Cable Television franchise.
PROGRAM ACTIVITIES:
Operations: Plan, organize and direct public
services programs. Develop procedures and policies
for efficient operation of department.
PERFORMANCE OBJECTIVES:
1. Maintain timely processing of work orders and
special project requests.
2. Maintain efficient work planning, scheduling and
processing of departmental program activities.
3. Conduct surveys and perform research and
statistical analysis on administrative, personnel
and operational matters.
4. Initiate development of a department-wide cost
accounting system.
Personne1 Management: Recommend and process
personnel appointments, promotions and disciplinary
actions. Provide on-going support to management
and miscellaneous employees.
Budget Management: Provide assistance in the
preparation of all Departmental Budgets, and ensure
that all budgets comply with the City policies and
procedures in accounts; maintain fiscal records.
1. Process personnel requisitions at time of
notification.
2. Track personnel evaluations to ensure timely
completion.
3. Establish standards and expectations for employee
performances.
4. Review all personnel issues with Supervisor.
1. Prepare departmental budgets.
2. Monitor expenditures and maintain fiscal records.
3. Process invoices, purchase requisitions and
request for payments.
4. Prepare and submit department payroll to Finance
within required time frame.
Contract Services; Supervise and coordinate
contractually provided services.
1. Process all contracts, RFPs, Letters of Accept-
ance, Notices to Proceed, and other documents
pertaining to contracts in a timely manner.
2. Prepare refuse collection, recycling, graffiti
control and all other contracts pertaining to
department.
Training and Safety: Provide training in work
related areas, and motivate employees to enhance
their job skills.
1. Process all training requests and registrations
in a timely manner.
2. Distribute current safety information to
employees.
3. Brief all management personnel of any changes to
safety rules and regulations, and hold monthly
safety inspections.
(continued)
129
PROGRAM:
FUND:
DEPARTMENT:
PAGE TWO
ADMINISTRATION
GENERAL
UTILITIES AND MAINTENANCE
ACCT * 001-6010
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Coordination with Other Departments and Agencies:
Coordinate maintenance service programs with other
City departments and divisions, and with outside
agencies.
1. Represent City and Department by attending County
and area meetings and conferences.
2. Facilitate communication between Department and
other City departments.
Reports and Statistics: Prepare written and oral
reports. Prepare grand applications.
1. Prepare staff reports.
2. Present both written and oral reports to City
Manager, City Council, Committees, Commissions
and other agencies.
3. Maintain complete files of funding involved in
grants/loans.
Community Services: Respond to all citizen
inquiries expeditiously.
1. Receive, record and disseminate citizen
inquiries.
2. Maintain and facilitate communication with Divi-
sion Managers to insure that all citizen in-
quiries are being responded to within a 3 day
turn-around period.
Real Property Management: Ensure that all leases,
property acquisitions and sales activities are
handled appropriately.
1. Process leases, appraisals and correspondence
within one day of receipt.
2. Process agenda bills, resolutions and other
material needed for City Council meeting.
3. Research and analyze all data pertinent to
property management.
Graffiti Abatement: Ensure that all noted graffiti
within City jurisdiction, as well as the sea wall
are maintained on a regular basis.
1. Report all graffiti complaints to appropriate
division and process any correspondence
pertaining to the reported graffiti.
2. Monitor Graffiti Abatement activities to ensure
removal within 24 to 48 hours.
Solid Waste Management: Manage City-wide solid
waste planning and operations.
1. Develop and implement Integrated Waste Management
Plan elements.
2. Administer $4.0 million annual solid waste and
recyclables collection program.
3. Coordinate Litter Control Program.
SIGNIFICANT CHANGES:
None.
130
PROGRAM:
FUND:
DEPARTMENT:
STREET MAINTENANCE
GENERAL
UTILITIES AND MAINTENANCE ACCT # 001-5110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 713,049
1.703.590
24,964
$ 2,441,603
23
1988-89
ACTUAL
$ 731,192
1,871,206
19,317
$ 2,621,715
23
1989-90
BUDGET
$ 840,924
1,915,930
188,600
$ 2,945,454
23
1990-91
BUDGET
$ 990,758
1,723,845
84,500
$ 2,799,103
25
WORK PROGRAM:
Maintain city wide streets and roadsides,
throughout the City of Carlsbad.
Provide maximum safety for traffic and pedestrians who travel
PROGRAM ACTIVITIES:
Roadside Maintenance: Roadside Maintenance
activities consists of litter pick-up, debris
hauling, Spring Clean-Up Program, sidewalk repair
and guardrail maintenance.
Drainage System Maintenance: Maintain, clean and
repair the City's drainage system.
City Sign Maintenance: Fabricate, install and
maintain all traffic, street name and special signs
throughout the City. Respond to Traffic Engineer-
ing work orders and special sign requests. Conduct
visual and retro-reflectometer tests on all regula-
tory and warning signs once a year in conjunction
with the Division's Safety Inspection Program.
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.
PERFORMANCE OBJECTIVES:
1. Pick-up over 1,200 cubic yards of litter off the
City's right-of-ways.
2. Continue maintenance and repair, as needed, of
25,263 lineal feet of guardrail.
3. Remove and haul from reservoir #2, 2,500 cubic
yards of debris, accumulated from City
Construction and repair crews, to the County
dump.
4. Repair 15,000 square feet of curb, gutter and
sidewalk (trip hazards) to minimize liability
claims.
5. Collect 4,000 cubic yards of debris during the
annual week-long Spring Clean-Up Program.
1. Annually schedule the cleaning and maintenance of
3,069 catch basins. Work will be completed from
August - October to insure proper flow and run-
off during Winter storms.
2. Annually schedule the cleaning of 20,105 lineal
feet of drainage channel. Work will be sche-
duled from August - October.
1. Maintain and repair, as needed, the 6,086 signs
throughout the City.
2. Fabricate and install 1,300 traffic, street name
and special order signs.
Quick response to Traffic
orders.
Engineering work
4. Annually conduct visual and retro-reflectometer
tests on 1,449 warning and 3,159 regulatory signs
to insure proper and safe signage throughout the
City,
5. Maintain all traffic control devices used for
construction, repair and emergencies.
1. Several methods of asphalt repair applications
are used to apply the 4,000 tons of asphalt
annually.
a) Skin Patching
b) Utility Cut Repair
c) Leveling with Asphalt
d) Base Replacement
(continued)
131
PROGRAM:
FUND:
DEPARTMENT:
PAGE TWO
STREET MAINTENANCE
GENERAL
UTILITIES AND MAINTENANCE
ACCT # 001-5110
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Traffic Safety Pavement Striping Program; To in-
sure proper delineation and direction for safe
passage on City streets. The Street Maintenance
Division maintains and refreshes 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: 218 pass miles
"Prime" Roadways; 166 pass miles "Major"
Roadways; 128 pass miles "Secondary" Roadways;
53 pass miles "Residential" Roadways.
2. Annually refresh 189 crosswalks.
3. Annually refresh 6,010 pavement markings.
4. Annually refresh 17,675 lineal feet out of 35,349
lineal feet of colored curbs.
5. Refresh City facilities parking areas, as needed.
6. Respond in a timely manner to work orders from
Traffic Engineering and special requests from
various City departments.
Misc. Maintenance and Repair Program: Monitor un-
scheduled work activities that the Street Division
performs annually; this program accounts for 6,600
staff hours.
1. Emergency response; citizens complaints; storm
patrol; safety and training; special events.
Major Rehabilitation Contract Program: Direct and
oversee the (7) maintenance arid rehabilitation
contracts listed.
Contract:
1. Street Sweeping
2. Slurry Seal
3. Chip Seal
4. AC Overlay
5. Curb, Gutter &
Sidewalk Replace
6. Graffiti Coating
7. Buena Vista Channel
Maintenance
Annual Goals:
Sweep 8,430 curb miles
Slurry 73 lane miles
Chip 25 lane miles
Resurface 15 lane miles
4,578 lin. ft. curbs &
8,340 sq. ft. sidewalks
Coat & Maintain 80,000
square feet surface
Annually Clean the Buena
Vista Drainage Channel
SIGNIFICANT CHANGES:
The addition of two Maintenance Worker's I to exclusively refresh crosswalks, stop bars, pavement messages and
colored curbs.
132
PROGRAM:
FUND:
DEPARTMENT:
FACILITIES MAINTENANCE
GENERAL
UTILITIES AND MAINTENANCE ACCT * 001-5320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 259,797
251.378
5,521
$ 516,696
10
1988-89
ACTUAL
$ 321,486
269,969
11,327
$ 602,782
10
1989-90
BUDGET
$ 470,896
597,305
9,250
$ 1,077,451
13
1990-91
BUDGET
$ 564,270
788,197
50,000
$ 1,444,283
15
WORK PROGRAM:
Maintain City facilities to provide safe and attractive buildings for the City to conduct its business and
provide services to the community.
PROGRAM ACTIVITIES:
Building Maintenance: Perform repairs and
alterations as required to maintain and operate
City facilities at a professional level. Perform
emergency repairs to eliminate hazards or unsani-
tary conditions and to reduce liability. Remodel
and/or renovate City facilities to accommodate pro-
grammatic 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 mechan-
ical systems, roofing and painting.
Custodial Services: Provide professional level
custodial services for all City Facilities by
utilizing City staff in the major buildings and
contract services in the smaller buildings.
WORKLOAD MEASURES:
1987-88 1988-89 1989-90 1990-91
Total Building Space Maintained (Sq. Ft.):
243,102 273,102 323,102 323,102
Total Custodial Space Maintained (In-House):
195,060 212,460 240,760 240,760
Contract Maintenance; Prepare and administer
contracts for all building maintenance services
(i.e. HVAC, plumbing, electrical), construction
projects, and custodial services.
SIGNIFICANT CHANGES:
Total Custodial Space Maintained (Contract):
19,526 19,526 19,526 19,526
Total Custodial Space Maintained (Other):
28,516 41,116 62,816 62,816
P
Ml
Two new positions are included in the budget. The addition of the Water District Headquarters has resulted in
one new Custodian. The fiscal impact of adding this position is minimal, as most costs will be reimbursed by
the Water District. A Custodian II is included in order to provide a lead worker for the custodial function.
The increase in City facilities and the decentralization of staff which has compelled this position. The fiscal
impact of adding the Custodian II is $28,500. Maintenance and Operation costs have increased due to increased
funding for Major Building Maintenance. This is due primarily to the inclusion of $175,000 to remodel Fire
Station #1 and first year implementation of a five-year roof repair/replacement program. Fire Station #1 is
the oldest of the City's five (5) fire stations and is in dire need of refurbishment. The roof repair program
is based on a recent survey of all City facilities which identified numerous roofs that require immediate
attention. Other projects for 1990-91 are detailed below. These funds are made available through the use of
General Fund Surplus.
1. Renovate Fire Station #1
2. First year roof repair/replacement program
3. Install Seismic bracing for Library shelving
4. Install exhaust system in Fire Station #3 & 4 to eliminate gas/diesel fumes
5. Renovate Levante Community Center
6. Re-plaster swimming pool at Swim Complex
7. Re-level Scout House
8. Replace damaged, unsightly linoleum floors at Fire Station #3
9. Exterior & interior painting and carpet replacement of Swim Complex
10. Replace warped locker doors at Fire Station #4
11. Enlarge Trash enclosure at Calavera Community Center
12. Install covered storage area to protect supplies at Stagecoach
13. Provide electrical service to Gazebos at Stagecoach
TOTAL
133
$175,000
50,000
5,000
8,000
11,500
60.000
10,000
2,300
9,100
1,200
2,500
16,500
10.100
361,200
PROGRAM:
FUND:
DEPARTMENT:
TRAFFIC SIGNALS
GENERAL
UTILITIES AND MAINTENANCE ACCT # 001-5410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 31,369
174,523
10.794
$ 216,686
1
1988-89
ACTUAL
$ 18,828
179,723
7,169
$ 205,720
0.3
1989-90
BUDGET
$ 8,400
277,799
8,174
$ 294,373
0.3
1990-91
BUDGET
$ 8,851
319,682
0
$ 328,533
0.3
WORK PROGRAM:
Coordinate maintenance program for signalized intersections.
WORKLOAD MEASURES:PROGRAM ACTIVITIES:
Administration: Administer traffic signal
maintenance contracts.
Operations: Perform plan checking and field
monitoring during construction of new traffic
signals for conformance with City/CalTrans
standards. Coordinate with Traffic Engineer on
signal timing adjustments. Direct underground
service alert markouts for all existing signal
systems previous to construction within the City.
Maintenance: Perform monthly check of opticoms
(emergency preempt equipment) now installed at all
signalized intersections, coordinate repairs if
necessary.
SIGNIFICANT CHANGES:
Increased costs will accommodate 9 new signals anticipated during 1990-91.
FY 88-89
City Owned & Main-
tained Signals 47
CalTrans Owned &
Maintained Signals 2
Total Signals in
City 49
52
5
57
59
5
64
134
PROGRAM: BUENA VISTA CREEK CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT # 162-5910
PERSONNEL
MAINTENANCE OPERATION
.CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89 .
ACTUAL
$ 0
0
0
$ 0
0
1989-90
BUDGET
$ 0
0
0
$ 0
0
1990-91
BUDGET
$ 0
200,000
0
$ 200,000
0
WORK PROGRAM:
The maintenance of the Buena Vista Creek Channel.
PROGRAM ACTIVITIES:
Administration; Administer the Buena Vista Creek Channel Maintenance District.
Operations; Provide an effective, consistent means of clearing the channel.
SIGNIFICANT CHANGES:
This is a newly established Assessment District designed to maintain and clear the Buena Vista Creek Channel.
mm
135
PROGRAM:
FUND:
DEPARTMENT:
STREET LIGHTING
MAINTENANCE ASSESSMENT
UTILITIES AND MAINTENANCE ACCT # 161-6210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 107,939
438,967
9,207
$ 556,113
3
1988-89
ACTUAL
$ 125,900
403,202
55,506
$ 584,608
3
1989-90
BUDGET
$ 127,468
574,495
7,350
$ 709,313
3
1990-91
BUDGET
$ 137,929
624,814
0
$ 762,743
3
WORK PROGRAM:
Update and maintenance of City street lighting system.
PROGRAM ACTIVITIES:
Operations: Operate and maintain City owned street
lights. Coordinate energizing procedures for new
street lighting within the City with SDG&E. Assist
City inspectors in inspection of new lighting sys-
tems. Coordinate underground service alert and
markouts for City's street lighting systems.
WORKLOAD MEASURES:
1988-89 1989-90 1990-91
1. SDG&E Lights 720 720 720
2. City Lights 3.528 3.753 4.015
TOTAL 4,248 4.473 4,735
3. Total Electrical Markouts:
960 1,080 1,210
Maintenance: Provide electrical maintenance for
various City departments and emergency traffic
signal repairs.
1. Total Emergency Traffic Signal Repairs Performed
by Electricians:
110 180 209
2. Building Maintenance and Parks & Rec. Work
Orders:
112 180 200
Administration: Administer City lighting and
landscaping assessment district: Prepare annual
audit of City's street lighting assessment.
Continue updating and mapping expenditures and re-
assessments for the district. Perform acquisition
procedures for SDG&E owned and maintained street
lights.
SIGNIFICANT CHANGES:
None.
136
PROGRAM:
FUND:
DEPARTMENT:
SANITATION SERVICES
SANITATION ENTERPRISE
UTILITIES AND MAINTENANCE ACCT # 511-6110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 238,927
648.165
0
$ _ 887.092
7.5
1988-89
ACTUAL
$ 285,527
1,108,932
0
$ 1,394,459
8.4
1989-90
BUDGET
$ 372,022
947,669
160.363
$ 1.480,054
8.4
1990-91
BUDGET
$ 416,342
1,047,200
0
$ 1,463,542
8.4
WORK PROGRAM:
To maintain approximately 102 miles of City-owned sanitary sewer collection mains, 36 miles of sewer service
laterals, 13 City-owned lift stations and maintenance of Calavera Treatment Plant facility.
PROGRAM ACTIVITIES:
Pump Station Maintenance: Preventative maintenance
of 13 sewer lift stations. Lift stations are
checked twice daily to clean, lube, inspect and
repair any malfunctioning pumps or associated
equipment. Due to safety factors, as well as the
location of these stations, two (2) staff are
required to perform this operation under normal
conditions.
TV Inspection and Records: Records of lateral
locations, size and depths of mains are needed for
a preventative maintenance program. TV inspections
of sewer mains.
PERFORMANCE OBJECTIVES:
1. Inventory each piece of equipment and frequency
of preventive maintenance to assure continuous
operation.
2. Convert to automated preventive maintenance
system.
1. Complete pipeline inventory.
2. Condition rating of televised lines to identify
and prioritize critical pipes.
3. Secure contract services to perform inspection of
sewer lines, identification of sources of inflow
and infiltration, streamline annual cleaning and
inspection recordkeeping.
4. Convert to automated preventative maintenance
system.
Main Cleaning; High pressure cleaning of mains to
eliminate stoppages.
1. Perform preventive maintenance based upon
priorities developed through the utilization of
TV inspection and records.
2. Convert to automated preventative maintenance
system.
Sewer Lateral Installation/Repairs: Installation
of sewer service laterals not installed under de-
velopment contracts. Repairs which require visual
inspection are made when records show recurring
problem at same location. Because of equipment and
safety factors involved ;in excavating to depths
between 5' and 18', three (3) staff are required on
site at all times.
Calavera Treatment Plant; Daily maintenance of
facility to insure equipment is operational when
additional sewage treatment is needed.
1. Visual inspections (excavations) are made within
two (2) weeks after problem reoccurrence within
a six month period.
1. Perform daily, weekly, monthly preventative
maintenance to assure operation of equipment.
SIGNIFICANT CHANGES:
In order to establish a maintenance management system, greater emphasis must be placed on identifying problem
areas before they become major failures. Elimination of extraneous flows (infiltration and inflows) is of
growing concern because of increased volumes of treated discharges. The 'Federal Clean Water Act' Public Law
92-500, acknowledged that the 'Integrity of a Collection System' is directly related to the effectiveness of
the treatment facility. TV inspection services facilitates the prioritization of long term repairs,
rehabilitation and replacement, thereby mitigating the occurrence of major pipe failures as a means of
identifying and correcting these problems.
137
PROGRAM:
FUND:
DEPARTMENT:
WATER SERVICES
WATER ENTERPRISE
UTILITIES AND MAINTENANCE ACCT # 501-6310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 336.659
854,720
0
$ 1,191,379
8.5
1988-89
ACTUAL
$ 301,459
895,819
0
$ 1,197,278
9.5
1989-90
BUDGET
$ 373,926
1,161,519
132,508
$ 1,663,329
9.5
1990-91
BUDGET
$ 406,825
1,163,452
0
$ 1,569,707
9.5
WORK PROGRAM:
Provide retail potable and reclaimed water service to residents and property owners within the City service area.
PROGRAM ACTIVITIES:
Meter Reading and Maintenance: Perform monthly
reading of meters for billing purposes. Maintain
meter locations for accessibility and water loss
prevention.
WORKLOAD MEASURES:
Read Meters:
Maintenance:
FY 89-90
Units/Month Year-
End Pro.iection
17,100 meters
715 maint. items
FY 90-91
Units/Month
Pro.iection
18,500 meters
770 maint. items
Backflow Program: Maintain records of annual test
on backflow devices installed on all commercial,
industrial, agricultural and multi-residential
services per City of Carlsbad Ordinance NS-62 in
compliance with California Administrative Code
Title 17.
Backflow:166 devices
certified
220 devices
certified
Customer Services: Respond to citizen requests and Customer
complaints received by Finance and U/M Administra- Service:
tion offices.
740 requests 799 requests
New Meter Installation/Utilities Inspection:
Install and inspect new service water meters.
Approximately 100 staff hours required for
utilities inspection for occupancy.
Install
Meters: 92 meters 124 meters
Inspections: 112 inspections 157 inspections
Meter Exchange Program: Remove old, inaccurate Exchange
meters from system and replace with new meters. Meters:1,000 meters 1,000 meters
SIGNIFICANT CHANGES:
None.
138
PROGRAM:
FUND:
DEPARTMENT:
FLEET OPERATIONS
INTERNAL SERVICE
UTILITIES AND MAINTENANCE ACCT # 620-5210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 240,621
452.861
0
$ 693,482
7
1988-89
ACTUAL
$ 248,224
669,391
18,232
$ 935,847
7
1989-90
BUDGET
$ 306,485
704,333
12,300
»
$ 1,023,118
7
1990-91
BUDGET
$ 330,114
820,464
0
$ 1,150,578
7
WORK PROGRAM:
Fleet Operations is a rental agency within the City which provides vehicles and equipment to the various
departments. Fees developed on a cost recovery basis generate revenues to operate this division. The rental
fleet is comprised of 208 vehicles and 133 other pieces of equipment.
PROGRAM ACTIVITIES:
Repair and Maintenance: Provide routine pre-
ventative maintenance and repairs for the fleet;
sublet repairs to vendors as necessary; make repair
road calls for units disabled in the field.
Auto Parts: Secure the needed items for the
maintenance and repair of the fleet through
cooperative buying with other cities or through
State Net Discount; provide a perpetual inventory
and automatic reorder quantities throughout the
automated management system.
Fuel and Oil: Secure the necessary stocks of fuel
and lubricating oils through cooperative buying
contracts with other agencies; maintain sufficient
stock on hand for emergencies; continue to supply
fuels and lubricating oils to the Carlsbad Unified
School District and the Carlsbad Water District.
WORKLOAD MEASURES:
1988-89 1989-90* 1990-91
Prev. Mnt. Inspections performed:1
607
Shop Repairs:
1,549
Vendor Repairs:
325
600
1,320
252
Emergency Road Repairs:
216 168
645
1,500
260
170
1.
2.
Parts Items in Inventory:
n/a 5,500 5,700
Dollar Amount in Inventory:
n/a $42,300 $44,000
1. Gallons of Fuel used - City:
206,897 226,000 250,000
2. Gallons of Fuel used - Other:
24,750 30,000 50,000
k
Pit
Hazardous Waste Removal: Provide contracts with
licensed vendors for the removal of routinely
generated hazardous wastes within the City; provide
for other hazardous and toxic waste removal as
necessary; pay State and County permits, licenses
and taxes.
1. Pounds of Hazardous Waste Removed:
5,300 16,900 20,000
2. Dollar Amount Fees, Licenses, etc:
n/a 4,100 4,800
3. Dollar Amount H/W Removal:
n/a 15.000 20.000
m
m
SIGNIFICANT CHANGES:
70 miscellaneous units dropped from fleet.
Increased maintenance and operation costs are the result of more accident repairs being performed, a larger
fleet, and fulfilling more department requests for specialized installations.
139
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT # 620-5220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
172.441
0
$ 172,441
0
1988-89
ACTUAL
$ 0
504,002
0
$ 504,002
0
1989-90
BUDGET
$ 0
39,218
343,851
$ 383,069
0
1990-91
BUDGET
$ 0
40,000
551,110
$ 591,110
0
-tea
WORK PROGRAM:
Accumulate funds on a routine basis for the orderly replacement of the motorized rental fleet. This includes
the determination of the economic life of individual units, the development of proper specifications to suit
users' needs, the outfitting of units before being placed into service, and replaced units being prepared for
auction.
PROGRAM ACTIVITIES:
Fund Maintenance: Calculate future acquisition
costs for units in the rental fleet and establish
an average replacement charge by vehicle class.
Specification Writing: Write specifications for
the purchase of replacement units combining the
needs of the users and economic reality of the
City.
WORKLOAD MEASURES:
1988-89 1989-90
Vehicles acquired:
33 34
Vehicles disposed:
24 25
1990-91
28
26
Purchase and Disposal: In a cooperative effort
with the Purchasing Department buy replacement
units after bid assessment and arrange for the
auction of old units.
SIGNIFICANT CHANGES:
None.
Total Units in Rental Fleet:
388* 338 350
* includes 70 units of small miscellaneous equip-
ment which were dropped from the rental fleet in
FY 89/90.
140
(THIS PAGE INTENTIONALLY LEFT BLANK) %
m
I
I
9fa
b
W
^--$
" m
141
HOUSING AND REDEVELOPMENT
PROGRAM:
FUND:
DEPARTMENT:
HOUSING AND REDEVELOPMENT
GENERAL
HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 332,891
257,638
9,705
$ 600,234
8
1988-89
ACTUAL
$ 306,395
1,937,127
2,130
$ 2,245,652
10
1989-90
BUDGET
$ 404,013
2,161,976
19,251
$ 2,585,240
10
1990-91
BUDGET
$ 519,444
2,540,621
9,000
$ 3,069,065
10
142
PROGRAM:
FUND:
DEPARTMENT:
CERTIFICATES
HOUSING
HOUSING AND REDEVELOPMENT ACCT * 131-3330
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 130,992
1,226.452
1,460
$ 1,358,904
4
1988-89
ACTUAL
$ 113,670
1,241,404
0
$ 1,355,074
3.5
1989-90
BUDGET
$ 126,976
1,424,243
8.241
$ 1,559,460
3.5
1990-91
BUDGET
$ 185,926
1,634,503
0
$ 1,820,429
4
PROGRAM: VOUCHER
FUND: HOUSING
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 131-3310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
102,088
1.313
$ 103,401
0
1988-89
ACTUAL
$ 0
114,403
0
$ 114,403
0
1989-90
BUDGET
$ 0
114,385
0
$ 114,385
0
1990-91
BUDGET
$ 0
151,300
0
$ 153,300
0
WORK PROGRAM:
Provide access for very low Income persons to adequate housing within an affordable rental range. The Housing
Authority is committed to provide decent, safe and sanitary housing to those included as very-low income in the
categories of elderly, handicapped and disabled, and families.
PROGRAM ACTIVITIES:
Intake: Take applications for waiting lists to
qualify for Housing certificates or vouchers.
WORKLOAD MEASURES:
1. New Applications (i.e.,
established waiting list):
Projected
FY 90/91
600
Inspection: Ensure that the housing used meets HUD
housing quality standards for tenants.
1. Recertification Inspections/
Re inspect ions:
2. Move-in/Move-out Inspections:
459
115
Certification: Process the waiting list to keep
the certificates and vouchers 95%+ leased-up.
1. New Certificates:
2. Hard-to-Place Families:
70
30
RecertifIcation: Continuous annual processing of
existing tenants to insure their compliance with
the program.
1. Recertifications:
2. Recertifications (Interim)
(i.e., change of income status):
353
60
SIGNIFICANT CHANGES:
None.
143
PROGRAM:
FUND:
DEPARTMENT:
PORTABLE VOUCHERS
HOUSING
HOUSING AND REDEVELOPMENT ACCT * 131-3320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
f
0
0
$ o
0
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
BUDGET
$ 0
24,000
0
$ 24,000
0
1990-91
BUDGET
$ 0
103,700
2,000
$ 105,700
0
WORK PROGRAM:
As part of Section 8 Voucher Program to receive portable (mobile) vouchers from other Public Housing
Authorities.
PROGRAM ACTIVITIES:
Portable Voucher Processing; Receive and process
out-of-town vouchers.
WORKLOAD MEASURES:
Out-of-Town
Vouchers
Projected FY
1990/91
10
SIGNIFICANT CHANGES:
None.
144
PROGRAM:
FUND:
DEPARTMENT:
COMMUNITY DEVELOPMENT BLOCK GRANT
GENERAL
HOUSING AND REDEVELOPMENT ACCT # 001-3510
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 39,083
17,641
0
$ 56,724
1
1988-89
ACTUAL
$ 6,358
17,120
0
$ 23,478
0
1989-90
BUDGET
$ 0
23,200
1,350
$ 24,550
0
1990-91
BUDGET
$ 0
23,379
0
$ 23,379
0
WORK PROGRAM:
To provide public facilities and other types of assistance to low and moderate income neighborhoods.
PROGRAM ACTIVITIES:
Project Development: Coordinate project develop-
ment with consultants, contractors and other staff
members.
Project Monitoring: Monitor progress of projects
and insure compliance with Federal regulations.
PERFORMANCE OBJECTIVES:
1. Prepare RFP's for consultant services.
2. Select and recommend consultants based on
response to requests.
3. Develop and implement consultant agreements and
project timelines.
1. Conduct on-site monitoring of progress of
construction.
2. Insure consultant compliance with Federal wage
and other HUO regulations.
3. Prepare progress of work payment releases.
4. Process contract amendments and agreements
through the County of San Diego.
SIGNIFICANT CHANGES:
General Fund support for this program is being phased out. This is occurring in conjunction with the City
becoming an Entitlement Agency. No General Fund support will be required in 1991-92.
145
PROGRAM:
FUND:
DEPARTMENT:
COMMUNITY DEVELOPMENT BLOCK GRANT
ENTITLEMENT
HOUSING AND REDEVELOPMENT ACCT # 302-3510
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 36.186
3,364
0
$ 39,550
1
1989-90
BUDGET
$ 39,000
27,736
600
$ 67,336
1
1990-91
BUDGET
$ 52,766
15,359
0
$ 68,125
1
WORK PROGRAM:
To provide public facilities and other types of assistance to low and moderate income neighborhoods.
PROGRAM ACTIVITIES:
Project Development: Ensure the development of
projects that meet HUD requirements of benefit to
low, and low/moderate income persons.
PERFORMANCE OBJECTIVES:
1. Conduct two (2) public meetings to solicit
project proposals.
2. Prepare guidelines that help the public and staff
develop viable projects that meet HUD criteria.
3. Meet with consultants, contractors and other
staff members to develop projects.
Project Monitoring: Ensure that project construc-
tion meets HUD regulations.
1. Conduct on-site monitoring during project
construction, maintain records for Federal wage
compliance and other HUD regulations.
2. Prepare progress of work payment releases.
3. Process contract amendments and agreements.
Low Interest Loan Program: Administer low interest
loan programs to assist low income families with
home improvements and repairs.
1. Provide staff support to Rehabilitation Loan
Conmittee.
2. Review, process, and monitor low interest loans.
SIGNIFICANT CHANGES:
None.
146
PROGRAM:
FUND:
DEPARTMENT:
HISTORIC PRESERVATION
GENERAL
HOUSING AND REDEVELOPMENT ACCT # 001-3411
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 0
0
0
$ 0
0
1988-89
ACTUAL
$ 2.269
5,073
0
$ 7,342
0
1989-90
BUDGET
$ 0
10,110
600
$ 10,710
0
1990-91
BUDGET
$ 0
10,929
0
$ 10,929
0
WORK PROGRAM:
To provide for the protection, preservation, recognition and enhancement of the City's existing and continuing
heritage.
PROGRAM ACTIVITIES:
Documentation and Review of Sites: Research,
photos and video recording of potential historic
sites within the City.
PERFORMANCE OBJECTIVES:
1. Hire consultant to do professional survey of
historic sites.
2. Maintain and update the Historic Resource
Inventory.
3. Identify and recommend the historic designation
of various historic sites.
Historic Preservation Education: Participation in
and the promotion of public education pertaining to
historic areas and sites.
1. Develop and publish a quarterly preservation
newsletter.
2. Develop and distribute an informational
preservation brochure.
3. Develop and implement a Carlsbad Founder's Day.
Grant Administration: Administer current grants
for historic preservation and seek new grant funds.
1. Coordinate the construction phase of Carrillo
Ranch Stabilization Grant.
2. Research and recommend source of new grants.
Plague Program: Procedures to recognize various
sites by identifying various sites with numbered
plaques that will eventually be part of a
historical tour.
1. The Historic Preservation Commission wi 11 develop
procedures and criteria for identification of
historic sites to be labeled with numbered
plaques.
SIGNIFICANT CHANGES:
None.
147
PROGRAM: REDEVELOPMENT
FUND: REDEVELOPMENT
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 810-3410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 162,816
311,407
6,932
$ 481,155
3
1988-89
ACTUAL
$ 147,912
555,763
2,130
$ 705,805
5.5
1989-90
BUDGET
$ 238,037
538,302
8,460
$ 784,799
5.5
1990-91
BUDGET
$ 280,752
601,451
7,000
$ 889,203
5
WORK PROGRAM:
To develop, preserve and enhance the existing character and economic foundation of the Village area and
surrounding community.
PROGRAM ACTIVITIES:
Project Development: Coordinate and implement
capital improvement projects and development
activities for economic development.
PERFORMANCE OBJECTIVES:
1. Continue with major Streetscape program for
Carlsbad Boulevard/Carlsbad Village Drive by
completing the Sculpture Park and beginning
improvements on Carlsbad Village Drive.
2. Develop work scope, guidelines and RFP for
Redevelopment Master Plan; hire and work with
consultant on Master Plan preparation.
3. Coordinate project development with consultants,
contractors and other staff members.
Private Development Projects: Ensure quality
private development projects that conform to City
codes and ordinances.
1. Meet with developers to assist in project
development in conformance with the Design Manual
and other ordinances.
2. Work with Master Plan Committee and consultant to
develop appropriate land uses for private
development.
Community Program and Public Relations: Plan,
coordinate and facilitate community activities for
the benefit and enjoyment of the community.
1. Develop, plan and participate in the Carlsbad
5000, the Carlsbad Day BBQ, the fireworks program
and the Tree Lighting Program. Develop new
events, groundbreakings and dedications.
2. Continue public information program through
development of flyers, advertising and
activities.
SIGNIFICANT CHANGES:
None.
148
PROGRAM:MISC. NON-DEPARTMENTAL ACCT # 001 -VARIOUS
10-41-2993 Community Promotion
10-50-2930 Taxes (Chamber)
10-50-2993 Community Contributions:
Women's Resource Center $
YMCA Oz North Coast
Lifeline
Casa de Amparo
North County Food Co-op
Big Bang Committee
Hospice of the North Coast
San Diego Aids Project
YMCA Magdalena- Encinitas
(one time building
fund contribution)
1987-88 1988-89
ACTUAL ACTUAL
200,000 200,000
0 89
17,500
15,750
10,395
13,335
6,300
5,000
3,150
1 ,000
10,000 45,500 57,500
1989-90 1990-91
BUDGET BUDGET
200,000 200,000
200,000 1,000
62,900 84,058
19-67-1922 Hosp Grove Debt Service
19-90-2340 Leases (mandated & contractual)
City Hall $ 36,000
Parking Lots 174,000
Oceanside Parking Lots 70,000
Miscellaneous 20,000
19-90-2489 Animal Regulation Contract
19-90-2520 Dues and Subscriptions
19-90-2925 Debt Insurance Costs
19-90-2999 Contingencies (Budget request)
62-10-2211 Street Lighting Assessment
308,187 759,567 876,585
70,106
52,073
18,567
35,364
2,226,831
24,500
70,000
67,183
21,485
0
1,500,000
24,500
273,419
77,905
21,581
0
1,700,000
28,000
300,000
84,670
35,000
0
1,700,000
28,000
D
149
WATER DISTRICT
PROGRAM:
FUND:
DEPARTMENT:
WATER DISTRIBUTION
WATER DISTRICT
CARLSBAD WATER DISTRICT
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 1.264,625
3,521.341
11,362,258
$16,148,224
28.4
1988-89
ACTUAL
$ 1,298,986
4,189,000
14,601,877
$20,089,863
31
1989-90
BUDGET
$ 801,967
3,078,691
5,902,880
$ 9,783,538
31
1990-91
BUDGET
$ 1,996,398
5,428,050
12,035.750
$ 19,460,198
35
WORK PROGRAM:
Provide all services required for the acquisition, storage and distribution of the potable and reclaimed water
supplies to consumers within the District's service area.
150
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
WATER DISTRICT
CARLSBAD WATER DISTRICT
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 269,996
3,310,741
0
$ 3,589,737
6.0
1988-89
ACTUAL
$ 241,964
3,950,500
59,500
$ 4,251,964
6.6
1989-90
BUDGET
$ 148,506
2,978,631
34,000
$ 3,127,137
6.6
1990-91
BUDGET
$ 394,942
5,169,350
40,000
$ 5,604,292
6.6
WORK PROGRAM:
Monitor the activities of the District to ensure compliance with all of the District's administrative policies.
These activities include accounting, cash management and public education.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Accounting: Conduct the accounts payable/
receivable, payroll, and cash management functions
of the District.
Risk Management: Administer property and liability
insurance policies through the Association of
California Agencies/Joint Powers Insurance
Authority, including claims settlement.
Public Education: Provide a wide variety of
programs and assistance including customer
newsletters, water conservation materials, and
educational programs within Carlsbad schools.
1. Maintain an investment portfolio that meets the
District's cash flow needs, and outperforms the
return of U.S. Treasury securities.
1. Do not exceed the average years's expenses for
• property and liability insurance claims ($2,500/
year).
1. Develop a public education program that includes
various activities throughout the year, not only
during the summer months.
m
m
E
P
SIGNIFICANT CHANGES:
None.I
P
fc
P
151
PROGRAM: ENGINEERING
FUND: MATER DISTRICT
DEPARTMENT: CARLSBAD WATER DISTRICT
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 404,806
29.000
13,100
$ 446,906
7.4
1988-89
ACTUAL
$ 404,437
24,500
5,025
$ 433,962
8.4
1989-90
BUDGET
$ 250,955
6,000
44,000
$ 300,955
8.4
1990-91
BUDGET
$ 597,478
7,500
8,000
$ 612,978
9.4
WORK PROGRAM:
Perform the complete range of in-house engineering services. Primary responsibilities are plan checking,
inspection, mapping and some facility design.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Plan Checking: Review and correct plans submitted
for developments within the District's service area
to ensure compatibility with approved
specifications.
1. Maintain a two week turnaround time for plan
checking of private developments.
Mapping: Develop computer-based mapping system.1. Create a mapping book of the potable water system
for use by Operations personnel.
SIGNIFICANT CHANGES:
None.
152
PROGRAM:
FUND:
DEPARTMENT:
OPERATIONS
WATER DISTRICT
CARLSBAD WATER DISTRICT
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1987-88
ACTUAL
$ 589,823
181,600
142,200
$ 917,773
15
1988-89
ACTUAL
$ 652,585
214,000
192,975
$ 1,023,060
16
1989-90
BUDGET
$ 402,506
94,060
110,750
$ 607,316
16
1990-91
BUDGET
$ 1,003,978
251,200
110,750
$ 1,365,928
19
WORK PROGRAM:
Conduct all activities associated with the operations and maintenance of the water system.
PROGRAM ACTIVITIES:
Operations: Continuously monitor and adjust
facilities within the District's distribution
system to ensure availability of an adequate water
supply that meets all applicable standards.
Construct ion/Ha1ntenance: Repair existing and
install new facilities with the least amount of
water-service disruption.
Safety: Training employees and making available
materials, supplies and training necessary to
provide a safe working environment for all.
PERFORMANCE OBJECTIVES:
1. Respond and investigate all customer complaints
normally within two hours and not more than one
working day.
1. Provide water service where disruptions do not
normally exceed more than eight.hours.
1. Reduce worker's compensation claims from the
previous year (3).
SIGNIFICANT CHANGES:
Improving reliability of the water distribution system with the creation of a valve maintenance program.
153
CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT PROGRAM
Revenue
The assumption used to generate estimated revenues for both the 1988-89 and 1989-
90 CIP have again been used for 1990-91. Both growth management standards and
the availability of funds have played a major role in determining project timing.
Approximately 90% of the City's capital program is funded by development fees,
which makes the assumptions used for revenue forecasting particularly salient.
The key assumptions used in the growth/revenue model are described below.
Residential and commercial/industrial growth were both phased over the remaining
23 year period of the model. It is assumed that 26,256 additional residential
housing units will be built between now and buildout. This figure is higher by
536 units than what was projected during the 1989-90 budget cycle. The
completion of more zone plans since the model was developed has resulted in a
more accurate picture of Carlsbad's growth rates.
The Table below demonstrates the estimates used for residential growth:
Year
1990 - 91
1991 - 92
1992 - 93
1993 - 94
1994 - 95
1994 - 99
1999 +
Number
of Units
696
899
1,488
1,408
1,371
1,376 avg.
995 avg.
Commercial/
Industrial Sq. Ft,
1
1.1 million
1.2
6
1.9
1..9
1.8 avg.
1.4 avg.
The mix of attached and detached residential units is assumed to be 55% and 45%
respectively. The building permit valuation used for computing public facilities
fees was $89,500 per attached dwelling unit, and $153,000 per detached dwelling
unit. The Line Chart below shows that for 1989-90, residential development will
be lower than estimated. Estimates for 1990-91 anticipate a higher volume of
residential development.
CITY OF CARLSBAD
RATE OF RESIDENTIAL DEVELOPMENT
PERMITS ISSUED
3000
2500-
2000
1600
1000
500-
YEAR8 1 TO 8 OF CIP
85 66 B7 88 89 90 91 92
FISCAL YEAR
93 94 95
• ACTUAL • ESTIMATE
154
At buildout the City will have about 46.7 million square feet of commercial/
industrial development. This figure is 6.1 million square feet higher than what
was projected last year. Again, more zone plans have been completed resulting
in a better projection for growth. Completed zone plans also indicate that more
commercial/industrial development will be occurring earlier. The previous model
placed approximately half of this development in the twenty fifth year. The
Table on the previous page demonstrates the rates of commercial/industrial growth
which are projected as Carlsbad develops. The mix of commercial and industrial
was assumed to be 40% and 60% respectively, with a buildout permit valuation of
$38.00 per square foot. The Commercial category also includes office
development.
In order to calculate estimated revenues for the Traffic Impact Fee (TIP) and
Bridge and Thoroughfare Benefit District (BTD), the number of average daily
trips had to be computed for each type of use. An attached dwelling unit was
assigned eight trips per day and a detached unit ten trips per day based on data
used in developing the TIF and BTD fees. Each trip was valued at $63.00 for the
TIF and $53.00 for the BTD. A further assumption that 40% of the remaining
development would occur in the La Costa area, and 60% in the rest of the City
was used. The trips-per-day value for commercial/industrial were averaged to
arrive at 17 trips per 1,000 square feet of development. The volume of trips
generated by commercial/industrial development can vary widely depending on the
ultimate land use. The value of each trip was $22.00 for the BTD and $17.00 for
the TIF based on an average cost per trip.
Sewer fees were calculated by assessing each residential unit (EDU) $1,675.
Commercial was assessed $1,675 for each 1,800 square feet of development and
industrial was assessed $1,675 for each 3,400 square feet based on the City's
procedure for calculating EDU's for non-residential uses.
Growth generated revenues yield $9.1 million dollars or 22% of the total CIP
for 1990-91, while anticipated bond issues and other revenues yield $33.2 million
or 78%. At buildout, total CIP revenues will reach $416 million. Development
related fees will total $309 million or 74%, while other revenues will provide
about $107 million, or 26%. The Chart below shows that the largest funding
source for the CIP is supported by the Public Facilities Fee. This fee will
generate $154 million, 40% of all estimated revenue. Park-in-lieu, Bridge and
Thoroughfare, Traffic Impact and Sewer Fees generate the remaining growth related
revenues at $98 million, or 24%. The Transportation Sales Tax Program, now
referred to as Transnet and operated by SANDAG, will generate the remaining 11%
of total estimated revenues.
FUNDING SOURCES
CAPITAL IMPROVEMENT PROGRAM
1990-91 TO BUILDOUT
PUBLIC FACILITY FEE
$154.2 40%
PARK-IN-LIEU
$10.4 3%
CAPITAL SURCHAR
$21.5 6%
TRAFFIC IMPACT ISB»»w"m»s»' I ,$24.5 6% X T-^_ IIP^ \/ MAJOR FACILITY FEE\. I ' KM*—- i/ $28 5
BRIDGE/THOROUGHFARE ^' ' -^
$22.3 6%
SEWER
$41 11%
155
Capital Expenditures
The 1990-91 to Buildout Capital Improvement Program outlines 184 projects at a
cost of $397.5 million. The quantity of projects has increased by 41 over those
scheduled during 1989-90. Accordingly, the total cost for scheduled projects
has increased by $97.5 million over the 1989-90 figure. Twenty-five of the
projects, valued at $42.0 million, reflect the inclusion of Water District
endeavors. Six additional projects, at a cost of $2.3 million, can be attributed
to utility ungrounding efforts. Also new to this year's CIP is the inclusion
of a City Golf Course. The Golf Course will be constructed with bond proceeds
for which there is an offsetting revenue of $8 million. The Golf Course bonds
will be repaid through transfers from the General Fund at a rate of $850,000 per
year for 20 years for a total of $17 million. Another factor contributing to
the increased cost of the CIP is the inclusion of the receipt of Library
construction bonds at $10.5 million. The repayment of Library construction bonds
has previously been reflected in prior year CIP's and continues to be shown.
The Library construction bonds will be repaid with PFF proceeds at the rate of
$1.2 million per year for 24 years for a total cost of $28.8 million.
Other newly identified projects appearing in the 1990-91 CIP include the
replacement of the Carlsbad Boulevard Bridge at Batiquitos Lagoon, $2 million,
and Carlsbad Shore Protection, $3.2 million. Revised cost estimates for the
previously identified 1-5 freeway interchanges at La Costa Avenue, Poinsettia,
and Palomar Airport Road have added $10.8 million in expenditures. Two Park
projects have been modified to include a 50 meter Swimming Pool at Alga Norte
Park, $2.3 million, and a Tennis Complex at Alta Mira, $1.3 million. All of
these factors contribute to the increased projected costs for Capital Improvement
projects.
CAPITAL IMPROVEMENT PROGRAM
PROJECT ALLOCATION 1990-91 TO BUILDOUT
PARKS
$112.6 28%
DRAINAGE
$0.5 0%
TRAFFIC SIGNALS
$4 1%
SEWER
$55 14%
CIVIC
$78.2 19%
-5 INTERCHANGES
$44.6 11%
WATER
$42 10%STREET PROJECTS
$64.5 16%
156
CAPITAL IMPROVEMENT PROGRAM
1990-91 PROJECTS BY MAJOR CATEGORY
PARKS
$9.6 19%
DRAINAGE
$0.3 1%
SEWER
$2.5 5%
CIVIC
$11.1 22%
WATER
$12 24%
TRAFFIC SIGNALS
$0.3 1%
I-5 INTERCHANGES
$0.5 1%
STREET PROJECTS
$14 28%
HI
1990-91 Pro.iects
Comparing expenditures on an annual basis finds that FY 1990-91 projected costs
are $43.3 higher than those elaborated in 1989-90. During 1989-90 there were
no significantly large projects, while in 1990 there are several. A total of
55 projects are slated to receive funds in 1990-91.
Civic Pro.iects
The significant Civic Projects during 1990-91 include the City's scheduled
receipt of $10.5 million in bonds to begin construction of the Library. Public
art projects, funded by the 1% for the Arts Fund are slated to receive $160,000
in appropriations.
Park Pro.iects
The most significant Park project scheduled is the construction of the Golf
Course to be funded by "$8 million in bonds. Alta Mira Park and the Tennis
Complex to be located there is scheduled to receive $1.5 million to begin design
work on the site. Design work will also begin on Macario Canyon Park, $200,000
and Zone 19 Park, $187,500, and Larwin Park, $290,000.
ii
j
157
Sewer Projects
Sewer expenditures total $2.6 million with significant funds going toward the
Solids Management Program, $1.3 million and the Treatment Plant Expansion
payment, $845,000.
Water District Projects
Approximately one fourth of the total forecast buildout project costs within the
Water District are scheduled for 1990-91, $120 million. The Maerkle Reservoir
is slated for $3.0 million in appropriations, while "D" Reservoir Expansion I
is slated for $2.9 million. Ten pipelines are scheduled for appropriation, the
largest of which is the College to Maerkle Reservoir line at approximately $1.4
million. These projects are funded with a combination of a development related
fee and a Capital Surcharge Assessment on water rates.
Traffic Signals
Two new traffic signals are identified for appropriation for 1990-91. Included
are Carlsbad Boulevard and State Street, $100,000, and Poinsettia and Paseo del
Norte, $125,000.
Street Projects
A total of $14 million is identified for Street Projects. State and Special
District funds will be used for the construction of the Carlsbad Boulevard Bridge
at Batiquitos Lagoon, a $2 million project. A State Grant will fund the majority
of the Carlsbad Shore Protection project at $3.2 million. A combination of
Transnet Highway (Proposition A) and developer funds will be used to widen the
south side of Palomar Airport Road east of El Camino Real to Business Park Drive
at $4.5 million. The last project within this category containing a significant
cost factor is the widening of Tamarack from Jefferson to Carlsbad Boulevard,
$1.9 million. PFF funds will be used for this project.
Capital Fund Balances
Within the Capital Funds, fund balances have an important role in the City's
ability to fund the desired CIP within the standards of the Growth Management
Program. In this year's program, funding has been successfully provided for the
majority of all projects using a combination of current revenue and fund
balances. Some decisions remain to be made related to fees and providing support
to projects of general City benefit that presently have no funding source. In
some cases the CIP reflects future negative fund balances. In these cases the
City must work with developers to eliminate the shortfall or halt development
until adequate funding can be found for key projects.
In order to alleviate the shortfall in PFF funds identified in the 1988-89 CIP,
one Park project has been rescheduled. The construction of Larwin Park has been
pushed back by one year to 1992-93. This scheduling change coupled with revised
growth rates reduces this shortfall to $724,000 in 1991-92. This amount is
presently no cause for alarm and may easily be pushed to a positive figure should
growth patterns change.
158
The Sewer Construction Fund shows a negative balance beginning in 1990-91. This
deficit is directly related to the debt financing costs for the Encina Plant
expansion.
The Bridge and Thoroughfare District (BTD) contains a negative balance sometime
in the 2000+ period that can be attributed to the increased cost estimates used
for the three interchanges scheduled. The use of loans from Transnet funds
however, will provide the City the opportunity to construct the three free-way
interchanges earlier than the normal cash flow would permit. The City is
currently dealing with the BTD funding problems by considering several
alternatives which include Mello-Roos Community Facility Districts, 1913/1915
Act Assessment Districts, fee adjustments, as well as General Fund loans to the
capital funds.
Planned Local Drainage funds in some areas contain negative balances. These
result from the City's effort to identify all possible projects in the drainage
zones. Since revenues within this fund are difficult to estimate, and projects
will not be pursued by the City until sufficient funds are available, developers
will be required to install any improvements not funded by existing cash-in-
hand.
Operating Costs
The construction of major capital projects affects the City's operating costs.
Parks, libraries, traffic signals and streets must all be funded from the City's
General Fund revenue stream. The City is beginning to absorb costs for the south
Carlsbad library through implementation of the collection development procedures.
The full impact of the new library's operation will not be absorbed until 1992.
Several parks projects are projected to begin operating in 1992. During that
year, the City will need to make a commitment to operating these facilities.
In order to continue to expand into the new public facilities, recent analysis
of operating revenues and expenditures indicates that the City must continue to
evaluate fee structures and project scheduling.
159
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT
NO.
3296
3264
3258
3258
3304
3304
3304
3343
3289
3302
3302
3727
3736
b736
3266
3244
3735
3335
3336
3337
PROJECT TITLE
CIVIC PROJECTS
BAT I QU 1 70S LAGOON EIR/EIS
BATIOUITOS LAGOON ENHANCE PROJ
BUENA VISTA LAGOON ISLAND RESTORATION
BUENA VISTA LAGOON ISLAND RESTORATION
BV LAGOON VISITATION AREA
BV LAGOON VISITATION AREA
BV LAGOON VISITATION AREA
CARLSBAD VILLAGE DR. STREET SIGNS
CITY HALL
COMPUTER NETWORK
FIRE STA # 3 - RELOCATION
FIRE STA #1 & #2 REMODEL
FIRE STA #6 & APPARATUS
FIRE STA #6 8, APPARATUS
GIRLS CLUB PLANS t ARCHITECTURE
HISTORICAL RESOURCE SURVEY-13TH YEAR
HISTORICAL RESOURCE SURVEY-13TH YEAR
LAS PALHAS PURCHASE
LIBRARY REMODEL - N CARLSBAD
LIBRARY - FOR BUILDOUT POPULATION
LIBRARY - RENOVATE COLE LIBRARY
LIBRARY - S CARLSBAD/LAND, DESIGN, CONSTRUCTION
LIBRARY - S CARLSBAD/CONSTRUCTION BONDS
LIBRARY - S CARLSBAD/DEBT REPAYMENT
PAINT-A-THON PROG-13TH YEAR
PUBLIC ART - LIBRARY - S CARLSBAD
PUBLIC ART - JEFFERSON STREET PARK
PUBLIC ART - TEMPORARY SCULPTURE EXHIBITION
PUBLIC ART - RENOVATION OF EXISTING LIBRARY
FUNDING
SOURCE
GN'L FUND
GN'L FUND
ST GRNT
ST GRNT
GCC
ST GRNT
WATER
REDEV
PFF
GCC
PFF
REV SH
PFF
GCC
CDBG
CDBG
ST GRNT
PFF
PFF
PFF
PFF
PFF
LIB BONDS
PFF
CDBG
X ARTS
X ARTS
X ARTS
X ARTS
PRIOR EXPND'S
t ENCUMBRC'S
39,965
27,802
18,406
100,331
3,712
6,100
23,039
472,440
115,000
4,930
4,930
586,455
59,741
39
17,500
BALANCE
FORWARD
9,725
22,198
3,842
1,258
200,393
26,288
31,788
136,900
201,961
77,560
10,000
30,070
8,070
163,545
3,746,259
10,000
49,961
75,000
2,500
TOTAL YEAR 1
APPROP 1990-91
49,690
50,000
22,248
101,589
200,393
30,000
31,788
143,000
23,100,000
292,800 292,800
451,000
225,000
550,000
115,000
10,000
35,000
13,000
2,500,000 250,000
4,000,000
5,060,000
500,000
4,006,000 200,000
10,500,000 10,500,000
28,800,000
10,000
170,000 50,000
75,000
95,000 25,000
10,000
YEAR 2 YEAR 3 YEAR 4 YEAR 5
1991-92 1992-93 1993-94 1994-95 1995-2000 2000 +
23,100,000
451,000
250,000 250,000 250,000 250,000 500,000
4,000,000
5,060,000
500,000
1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 18,000,000
70,000
25,000 25,000
10,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT
NO.
3737
3292
3292
3711
3712
3346
3003
3236
3293
3338
3294
3224
3224
PROJECT TITLE
PUBLIC ART - 1-5 INTERCHANGES
PUBLIC ART - SEAWALL
PUBLIC ART - GOLF COURSE
PUBLIC ART - LARWIN PARK
PUBLIC RESTROOMS-13TH YEAR
RECORDS MANAGEMENT SYSTEM
RECORDS MANAGEMENT SYSTEM
REHABILITATION - COMMERCIAL
REHABILITATION - RESIDENTIAL
STREETSCAPE PHASE V-SCULPT PK
SANTA FE DEPOT
UTILITIES/MAINTENANCE/WAREHOUSE FACILITY
SUBTOTAL CIVIC PROJECTS
DRAINAGE PROJECTS
ELM AVE STORM DRAIN (STREETSCAPE)
STORM DRAIN DESILTATION BASIN/CANNON RD BH.BG
STORM DRAIN HIGHLAND DR NORTH - AB
STORM DRAIN MASTER PLAN
STORM DRAIN JAMES DR - BB
STORM DRAIN JAMES DR - BB
SUBTOTAL DRAINAGE PROJECTS
FUNDING PI
SOURCE &
% ARTS
X ARTS
X ARTS
X ARTS
CDBG
GCC
REV SH
CDBG
CDBG
REDVL BONDS
CDBG
PFF
TIB
PLD-9
PLD-3
GCC
GCC
PLD-7
IIOR EXPND'S
ENCUMBRC'S
6,350
36,775
150,000
57,792
103,062
1,834,369
41
246,752
791
247,584
BALANCE
FORWARD
23,650
3,225
60,000
30,000
692,208
15,000
142,304
5,773,705
500,000
1,119,959
137,209
162,000
1,919,168
TOTAL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
APPROP 1990-91 1991-92 1992-93 1993-94 1994-95 1995-2000 2000 +
30,000 30,000
30,000 30,000
75,000 37,500 37,500
25,000 25,000
30,000
40,000
150,000
60,000
30,000
750,000
15,000
3,695.366 3,450,000
86,076,874 11,402,800 2,082,500 1,522,500 1,901,000 1,450,000 9,950,000 50,160,000
500,000
1,120,000
162,000 162,000
246,752
138,000
462,000 300,000
2,628,752 300,000 162,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT FUNDING PRIOR EXPND'S BALANCE TOTAL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
NO. PROJECT TITLE SOURCE & ENCUMBRC'S FORWARD APPROP 1990-91 1991-92 1992-93 1993-94 1994-95
PARK PROJECTS
3198 ADVANCE PLANNING - PARK DESIGN
ZONE 5 PARK FACILITY
NORTHEAST QUADRANT PARKS
3342 GOLF COURSE DEVELOPMENT
GOLF COURSE CONSTRUCTION BONDS
GOLF COURSE DEBT REPAYMENT
LARUIN PARK - NE QUAD/22.3 ACRES
3107 MACAR10 - NE QUAD
PARK RESTORATION/ACQUISITION
NORTHWEST QUADRANT PARKS
WHALE WATCH FENCE REPLACEMENT
CANNON LAKE PARK - NW QUAD/6.7 ACRES
COMMUNITY CENTER - NW QUADRANT
3314 HOLIDAY PARK IMPROVEMENTS
3107 MACARIO
3729 MAGEE PARK - BANDSHELL/STAGE
3730 MAXTON BROUN PARK IMPROVEMENTS
MAXTON BROUN PARK IMPROVEMENTS
PARK RESTORATION/ACQUISITION
SITE ACQUISITION - NU QUAD/7 AC
DEVELOP 7 ACRES
VALLEY JR HIGH SCHOOL RENOVATION
SOUTHEAST QUADRANT PARKS
ALGA NORTE DEVELOP 19.48 AC
ALGA NORTE DEVELOP 15.52 ACRES
ALGA NORTE COMMUNITY FACILITY & 50M POOL
PIL 37,485
ZONE 5
GCF 24,436
GOLF BONDS
GCC
PFF
PFF 206
PIL-NE
GCC
PFF
PFF
PIL-NW 20,253
PFF
CDBG
CDBG
GCC
PIL-NW
PIL-NU
PFF
GCC
LC/BCED
PFF
PFF
7,515 45,000
8,120,000 2,000,000
718,564 743,000
8,000,000 8,000,000
17,000,000 850,000 850,000 850,000 850,000 4,250,000
2,790,000 290,000 2,500,000
99,794 7,150,000 50,000 3,500,000
3,525,430
155,000 155,000
840,000 840,000
2,250,000
79,792 130,045 30,000
7,050,000 50,000 3,500,000
20,000 20,000
10,000 10,000
30,000 30,000
1,387,767
2,380,000 2,380,000
875,000 875,000
170,000 170,000
2,241,265 2,241,265
1,950,000 400,000 750,000
4,500,000
6,120,000
9,350,000
3,500,000
3,525,430
2,250,000
3,500,000
1,387,767
800,000
4,500,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BU1LOOUT) PROJECTS
PROJECT
NO. PROJECT TITLE
ALGA NORTE - REPAY BCED FOR DEVEL COSTS
3306 CARRILLO RANCH STABILIZATION
LEO CARRILLO-10.2 ACRES DEVEL t RESTORE
LEO CARRILLO - 8.5 ACRES (TO BE DEDICATED)
LEO CARRILLO DEVELOP 8.5 ACRES
3107 MACARIO
PARK RESTORATION/ACQUISITION
SOUTHWEST QUADRANT PARKS
3295 ALTA MIRA LAND PURCHASE 10 ACRES
ALTA MIRA DEVELOPMENT 32 ACRES
ALTA MIRA DEVELOPMENT 10 ACRES
ALTA MIRA TENNIS CENTER
ALTA MIRA COMMUNITY CENTER
ALTA MIRA LOAN REPAYMENT TO PFF
ALTA MIRA REPAY SAMMIS (6.05 ACRES)
3107 MACARIO
)_1 SPECIAL USE AREA DEVELOP 4 ACRES
ON ZONE 19 COMMUNITY PARK (15 ACRES)
W 3248 ZONE 19 COMMUNITY CENTER
ZONE 19 COMMUNITY PARK (9.25 ACRES)
ZONE 19 COMMUNITY PARK (REPAY LTR OF CREDIT)
SUBTOTAL PARK PROJECTS
FUNDING PRIOR EXPND'S
SOURCE I ENCUMBRC'S
PFF
ST GRNT 73,846
PFF
PFF
PFF
PIL-SE
PIL-SW 1,828,357
PFF
PFF
PFF
PFF
PIL-SW
PIL-SW
PFF
PFF
L/C
PFF 609
PFF
PFF
1,985,192
BALANCE TOTAL YEAR 1 YEAR 2
FORWARD APPROP 1990-91 1991-92
2,241,265
416,154 490,000
2,250,000
1,100,000
7,050,000 50,000
1,992,840
971,644 2,800,001
5,100,000 1,260,000 3,840,000
1,200,000
1,260,000 252,000 1,008,000
2,225,000
734,000
544,500
7,050,000 50,000
500,000
1,875,000 187,500
189,391 2,225,000
1,063,750
1,875,000
2,512,854 114,938,863 10,574,500 10,839,265
YEAR 3 YEAR 4 YEAR 5
1992-93 1993-94 1994-95 1995-2000 2000 +
317,500 317,500 1,587,500 18,765
250,000 2,000,000
1,100,000
3,500,000 3,500,000
1,992,840
1,200,000
2,225,000
734,000
544,500
3,500,000 3,500,000
500,000
1,687,500
2,035,000
1,063,750
375,000 1,500,000
2,334,000 4,305,000 5,547,500 26,152,500 50,688,052
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT
NO.
FUNDING PRIOR EXPND'S
PROJECT TITLE SOURCE &ENCUMBRC'S
BALANCE
FORWARD
TOTAL YEAR 1 YEAR 2
APPROP 1990-91 1991-92
YEAR 3 YEAR 4 YEAR 5
1992-93 1993-94 1994-95 1995-2000 2000 +
SEWER PROJECTS
3298
3250
3201
3303
3322
3299
3249
3182
3251
3262
3324
3252
3252
ENCINA WATER POLLUTION CONTROL FACILITY
PARALLEL OCEAN OUTFALL
SOLIDS MANAGEMENT PROGRAM
TREATMENT PLANT EXPANSION
BUILDING IMPROVEMENTS
CAL HILLS WATER RECLAMATION PLANT
INTERCEPTOR SYSTEM & LIFT STATIONS
AGUA HEDIONDA LIFT STATION
BUENA VISTA LIFT STATION
BUENA/SAN MARCOS INTECEPTOR
HOME PLANT LIFT STATION & FORCE MAIN
NORTH BAT I QUIT OS LIFT STATION & FORCE MAIN
CANNON RD; S AGUA HEDIONDA INTERCEPTOR
VISTA CARLSBAD TRUNK LINE
REACH VC-14
REACHES VC-11, 13 & 15
SEWER LINE UPGRADES
CITY MAINTENANCE FACILITY
SEWER MASTER PLAN PHASE II
MONITORING PROGRAM
BASE MAPPING SYSTEM
BASE MAPPING SYSTEM
SUBTOTAL SEWER PROJECTS
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
SEW
WATER
1,585,285
49,448
1,053,991
14,609
79,109
581,410
9,026
55,730
175
67,500
67,500
3,563,783
850,000
111,744
80,000
852,776
542,391
1,177,968
240,974
1,170
39,825
50,000
50,000
3,996,848
9,685,000
7,488,000 1,275,000 1,275,000
28,721,413 845,000 845,000
539,000 25,000 165,000
2,682,448
1,525,735
162,000
1,372,000
1,000,000 132,615
999,000 167,000
2,783,000
1,759,378
990,000
1,250,000
250,000
500,000
56,900
600,000 20,000 20,000
117,500
117,500
62,598,874 2,464,615 2,305,000
9,685,000
1,000,000 3,088,000
982,000 1,118,300 1,118,000 5,591,600 16,636,228
349,000
2,633,000
360,000
82,000
500,000 872,000
832,000
2,161,500
990,000
1,250,000
500,000
20,000 20,000 100,000 380,000
1,851,000 1,138,300 1,118,000 18,698,600 27,462,728
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT
NO. PROJECT TITLE
WATER PROJECTS
RESERVOIRS
MAERKLE RESERVOIR
MAERKLE RESERVOIR
EVANS POINT RESREVOIR
"D" RESERVIOR EXPANSION 1
SANTA FE III RESERVOIR
LA COSTA II
"D" RESERVIOR EXPANSION II
LONG TERM STORAGE
LONG TERM STORAGE
PIPELINES
EL CAMINO REAL/CHESTNUT - MARRON
EL CAMINO REAL/CHESTNUT - MARRON
COLLEGE - MAERKLE RESERVOIR
,_ COLLEGE - MAERKLE RESERVOIR
gj EL CAMINO REAL/CHESTNUT - TAMARACK
EL CAMINO REAL/S. OF CAMINO VIDA ROBLE
JEFFERSON, HOPE & HOME, ARBUCKLE
LOCUST & HARRISON
CHERRY ST
EL CAMINO REAL & PAR - PR RELOCATION
COLLEGE BLVD PR STATION
LA COSTA PIPELINE REPLACEMENT
PALOMAR AIRPORT
1-5 POINSETTIA CROSSING
PALOMAR AIRPORT RD. E. OF EL CAMINO REAL
PALOMAR AIRPORT RD . E. OF EL CAMINO REAL
16" TO MAERKLE RESERVOIR
FUNDING PRIOR EXPND'S
SOURCE t ENCUHBRC'S
MFC 1,955,880
CS 3,477,120
MFC
MFC 112,000
MFC
MFC
MFC
MFC
CS
MFC
CS
MFC
CS
CS
MFC
CS
CS
CS
CS
MFC
CS
MFC
MFC
MFC
CS
MFC
BALANCE TOTAL
FORWARD APPROP
5,040,000
8,960,000
1,200,000
3,000,000
4,500,000
600,000
4,000,000
4,160,000
3,840,000
952,000
448,000
1,360,000
640,000
900,000
500,000
500,000
122,000
60,000
500,000
75,000
50,000
31,340
481,261
2,131,871
2,048,269
467,751
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
1990-91 1991-92 1992-93 1993-94 1994-95 1995-2000 2000 +
1,080,000 2,004,120
1,920,000 3,562,880
600,000 600,000
2,888,000
4,500,000
600,000
4,000,000
4,160,000
3,840,000
952,000
448,000
1,360,000
640,000
900,000
500,000
500,000
122,000
60,000
500,000
75,000
50,000
31,340
481,261
2,131,871
2,048,269
467,751
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT
NO. PROJECT TITLE
•EL CAM1NO REAL TO ELLERY RESERVOIR
EL CAM I NO REAL 3 RANCHO CARSLBAD TP
1-5 & POINSETTIA RR CROSSING
WATER OPERATIONS
COGENERATION STATION
SUBTOTAL WATER PROJECTS
TRAFFIC SIGNAL PROJECTS
TRAF SIG - ALGA/EL FUERTE
TRAF SIG - ALGA/MELROSE
TRAF SIG - CANNON/AVENIDA ENCINAS
TRAF SIG - CANNON/COLLEGE
TRAF SIG - CANNON/ FARADAY
^ TRAF SIG - CANNON/I -5
0^ TRAF SIG - CANNON/PASEO DEL NORTE
TRAF SIG - CARLSBAD BL/CHESTNUT
TRAF SIG - CARLSBAD BL/AVENIDA ENCINAS
3332 TRAF SIG - CARLSBAD BL/PINE
TRAF SIG - CARLSBAD BL/STATE
TRAF SIG - CARRILLO/EL FUERTE
TRAF SIG - CARRILLO/MELROSE
3333 TRAF SIG - LITES-CEREZO +CB BLVD
3318 TRAF SIG - CHESTNUT/MONROE
TRAF SIG - CHESTNUT/PIO PICO
3255 TRAF SIG - COLLEGE/ECR
TRAF SIG - COLLEGE/ELM
3339 TRAF SIG - COLLEGE/FARADAY '
FUNDING PRIOR EXPND'S
SOURCE 4 ENCUMBRC'S-
MFC
MFC
MFC
CS
5,545,000
PFF
PFF
PFF
PFF
PFF
PFF
PFF
GCC
PFF
PFF 3,464
PFF
PFF
PFF
GCC 5,477
GCC 3,395
GCC
PFF 15
PFF
PFF 96,794
BALANCE TOTAL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FORWARD APPROP 1990-91 1991-92 1992-93 1993-94 1994-95 1995-2000 2000 +
41,132 41,132
95,013 95,013
280,900 280,900
600,000 600,000
47,584,537 11,995,000 631,340 1,081,261 8,000,000 20,331,936
125,000 125,000
110,000 110,000
110,000 110,000
125,000 125,000
110,000 110,000
200,000 200,000
110,000 110,000
110,000 110,000
110,000 110,000
101,536 105,000
100,000 100,000
125,000 125,000
125,000 125,000
69,523 75,000
96,605 100,000
110,000 110,000
89,985 115,000 25,000
110,000 110,000
28,206 125,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT
NO.
3256
3317
3274
3275
3276
3277
3278
3273
I
3345
3281
3282
3283
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
TRAF SIG -
PROJECT TITLE
COLLEGE/LAKE CALAVERA
COLLEGE/PAR
COLLEGE/POINSETTIA
EL CAMINO REAL/CALLE BARCELONA
EL CAMINO REAL/CANNON
EL CAMINO REAL/CARRILLO
EL CAMINO REAL/COSTA DEL MAR
EL CAMINO REAL/OLIVENHAIN
EL CAMINO REAL/RANCHO CARLSBAD
ELK/HIGHLAND
ELM/JEFFERSON
ELM/ROOSEVELT
ELM/TAMARACK
GRAND/JEFFERSON
GRAND/ROOSEVELT
INTERCONNECT ELM AVE - 12 SIG
MELROSE/LA COSTA
MELROSE/RANCHO SF (S)
CAMINO DE LOS COCHES/LA COSTA
PALOMAR AIRPORT ROAD/HIDDEN VALLEY
PALOMAR AIRPORT ROAD/MELROSE
PAR /PAL OAKS WAY
PASEO DEL N/CAMINO DE LAS ONDAS
POINSETTIA/BATIOUITOS LAGOON
POINSETTIA/PASEO DEL NORTE
TAMARACK/ADAMS
TAMARACK/GARF1ELD
TAMARACK/HIGHLAND
TAMARACK/ 1-5
TYPE 170 CONTROLLERS
YARROU/CAMINO VIDA ROBLE
FUNDING
SOURCE
PFF
PFF
PFF
PFF
PFF
PFF
GCC
PFF
GCC
PFF
PFF
PFF
PFF
PFF
PFF
PFF
PFF
PFF
PFF
PFF
PFF
GCC
PFF
PFF
PFF
GCC
PFF
PFF
PFF
GCC
PFF
PRIOR EXPNO'S
t ENCUMBRC'S
6,161
66,215
84,732
769
384
549
549
280
80,745
174,799
55,108
BALANCE
FORWARD
103,839
33,785
25,268
99,231
99,616
99,451
99,451
114,720
15,000
19,255
5,201
4,892
TOTAL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
APPROP 1990-91 1991-92 1992-93 1993-94 1994-95 1995-2000 2000 +
100,000 100,000
110,000
125,000 125,000
110,000 110,000
125,000 125,000
125,000 125,000
110,000 110,000
125,000 125,000
100,000
110,000
100,000
100,000
110,000 110,000
100,000
100,000
115,000
110,000 110,000
110,000 110,000
110,000 110,000
125,000 125,000
125,000 125,000
15,000
110,000 110,000
110,000 110,000
125,000 125,000
100,000 '
110,000 110,000
110,000 110.000
180,000
60,000
100,000 100,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
00
PROJECT
NO.
3305
3738
3223
3184
3184
3307
3265
3265
3265
3205
3205
3205
3205
3188
3325
3166
3166
PROJECT TITLE
TRAF SIG MOD - EL CAMINO REAL/TAMARACK
SUBTOTAL TRAFFIC SIGNAL PROJECTS
STREET PROJECTS
ADAMS STREET DESIGN
ALGA RD (ASSESSMENT DISTRICT)
ALLEY IMPROVEMENTS-IS™ YEAR
AVENIDA ENCINAS ASSMENT DIST
CANNON RD (1-5 TO FARADAY)
CANNON RD (1-5 TO FARADAY) ASSMT DISTRICT
CANNON RD (1-5 TO FARADAY) ASSMT DISTRICT
CARLSBAD BL BRIDGE (SB) 3 BATIOU1TOS LAGOON
CARLSBAD BL BRIDGE (SB) 3 BATIOUITOS LAGOON
CARLSBAD BL MEDIAN (TAMARACK TO PINE)
CARLSBAD BL SHORE PROTECTION
CARLSBAD BL SHORE PROTECTION
CARLSBAD BL SIDEWALK (PINE TO TAMARACK)
CARLSBAD BL SIDEWALK (PINE TO TAMARACK)
CARLSBAD BL SIDEWALK (PINE TO TAMARACK)
CARLSBAD BL WIDEN - AG HED/CANNON
CARLSBAD BL WIDEN - AG HED/CANNON
CARLSBAD BL WIDEN - AG HED/CANNON
CARLSBAD BL WIDEN - AG HED/CANNON
COLLEGE BL ASSMT DIST/ S ECR
ECR MEDIANS
EL CAMINO REAL WIDENING (FARADAY TO PAR)
EL CAMINO REAL WIDENING (FARADAY TO PAR)
FARADAY (CANNON TO KOLL PROP)
FUNDING
SOURCE
PFF
GCC
ASMT DIST
CDBG
ASHT DIST
TRNSNT/HWY
DVLPR FUND!
PFF
BR RPLC
PORT DIST
PFF
ST GRNT
GCC
ST GRNT
GCC
REDEV
FED GRNT
GAS TAX
GCC
WATER
ASMT DIST
PFF
GAS TAX
SD COUNTY
PFF
PRIOR EXPND'S
I ENCUMBRC'S
579,436
250,456
136,112
i 332,462
278,609
14,951
568,168
1,747,125
228,462
1,014,133
94,562
8,565,374
3,535
48,083
BALANCE
FORWARD
1,105,564
7,987
35,000
15,888
39,893
300,000
799
40,180
22,562
84,838
1,129,538
496,465
252,417
250,000
TOTAL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
APPROP 1990-91 1991-92 1992-93 1993-94 1994-95 1995-2000 2000 +
105,000 105,000
5,670,000 330,000 690,000 555,000 110,000 110,000 1,595,000 595,000
80,000 80,000
258,443
35,000
152,000
3,450,000 3,450,000
372,355
4,050,000 405,000 405,000 2,025,000 1,215,000
1,600,000 1,600,000
400,000 400,000
1,200,000 1,200,000
2,700,000 2,400,000
800,000 800,000
278,609
15,750
608,348
1,747,125
251,024
1,098,971
94,562
9,694,912
2,200,000 1,700,000
300,500
400,000 150,000
3,500,000 3,500,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDCUT) PROJECTS
PROJECT
NO.
3739
3166
•>,
3
3156
3319
3215
3215
PROJECT TITLE
HANDICAP RAMPS
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
INTSEC IMPVT
JEFFERSON ST
JEFFERSON ST
LA COSTA AVE
LA COSTA AVE
LA COSTA AVE
- CANNON RD 3 CARLSBAD BL
- CANNON RD 3 1-5 N BOUND
- CANNON RD 3 1-5 S BOUND
- CANNON RD 3 PASEO DEL NORTE
- CARLSBAD BL 3 POINSETTIA LN
- EL CAMINO REAL 3 COLLEGE BL
- EL CAMINO REAL 3 FARADAY AVE
- EL CAMINO REAL 3 LA COSTA AVE
- EL CAMINO REAL 3 MARRON RD
- EL CAMINO REAL 3 OLIVENHAIN
- EL CAMINO REAL 3 OLIVENHAIN RD
- EL CAMINO REAL 3 PALOMAR AIRPRT RD
- EL CAMINO REAL 3 POINSETIA LN
- EL CAMINO REAL 3 TAMARACK
- ELM AVE 3 1-5 N BOUND
- ELM AVE 3 1-5 S BOUND
- ELM AVE 3 TAMARACK AVE
- ECR 3 TAMARACK - REPAY FOOTE
- MELROSE OR 3 PAR
- PAR 3 COLLEGE BL
- PAR 3 EL FUERTE
- PAR 3 PASEO DEL NORTE
- POINSETTIA LN 3 PASEO DEL NORTE
- RANCHO SANTA FE 3 LA COSTA AVE
- RANCHO SANTA FE 3 OLIVENHAIN RD
PATH
- 1-5 TO MARRON
IMPROVEMENTS
INTERSECTION - W LEG
INTERSECTION - U LEG
FUNDING PRIOR EXPND'S
SOURCE t ENCUMBRC'S
CDBG 83
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
L/C FOOTE
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
ST GRNT 43,124
PFF
GCC 18,755
TIF 883,843
GCC 50,000
BALANCE TOTAL YEAR 1
FORWARD APPROP 1990-91
46,717 46,800
300,000
400,000
400,000
100,000
265,000
60,000
405,000
400,000
500,000
250,000
500,000
950,000 500,000
150,000
170,000
150,000
400,000
170,000
170,000
350,000
400,000
100,000
150,000
350,000
300,000
200,000
51,876 95,000
2,000,000
17,245 36,000
430,157 1,314,000
50,000
YEAR 2 YEAR 3 YEAR 4 YEAR 5
1991-92 1992-93 1993-94 1994-95 1995-2000 2000 +
300,000
400,000
400,000
100,000
265,000
60,000
405,000
400,000
500,000
250,000
500,000
450,000
150,000
170,000
150,000
400,000
170,000
170,000
350,000
400,000
100,000
150,000
350,000
300,000
200,000
2,000,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BU1LDOUT) PROJECTS
PROJECT
NO.
3308
3308
3254
3204
3316
3731
3151
3151
3151
3341
3286
3286
3291
3190
3315
3327
PROJECT TITLE
MARRON/MONROE INTERSECTION EXPANSION
MARRON/MONROE INTERSECTION EXPANSION
MISCELLANEOUS STREET PROJECTS
MISCELLANEOUS TRAFFIC SIGNAL UPGRADES
MISCELLANEOUS (I.E. GUARD RAILS & OPEN DITCHES)
MISCELLANEOUS - TRAFFIC MONITORING PROGRAM
OAK STREET IMPROVEMENTS STATE/ROOSEVELT
PAR ASSMT DIST (COLLEGE TO PASEO DEL NORTE)
PAR ASSMT DIST (COLLEGE TO PASEO DEL NORTE)
PAR ASSMT DIST (COLLEGE TO PASEO DEL NORTE)
PAR - EL CAMINO REAL TO BUSINESS PARK DR
PAR - EL CAMINO REAL TO BUSINESS PARK DR
PAR BETWEEN CAMINO VIDA ROBLE & EL CAMINO REAL
PAR BETWEEN CAMINO VIDA ROBLE & EL CAMINO REAL
PAR (W OF ECR, MEDIAN)
PARKING LAND ACQUISITION & FACILITIES
PAR(RR BRIDGE WIDEN & C'BAD BL INTERSEQASMT DST
POINSETTIA RR BRIDGE WIDENING
RANCHO SANTA FE RD ASMT DIST
RSF RD INTERIM ROADWAY IMPROVEMENTS
RD SEGMT IMPVT - AVENIDA ENCINAS S OF PAR
RD SEGMT IMPVT - CARLSBAD BL CANNON TO PAR
RD SEGMT IMPVT - ECR WIDENING 3 VARIOUS LOCATIONS
RD SEGMT IMPVT - ELM AVE - PONTIAC DR/E VICTORIA
RD SEGMT IMPVT - HIGHLAND - TAMARACK TO PARK DR
RD SEGMT IMPVT - LA COSTA AV - 1-5 TO ECR
RD SEGMT IMPVT - LEUCADIA BL ECR WESTERLY
RD SEGMT IMPVT - OLIVENHA1N RD ECR TO RCHO SNT FE
RD SEGMT IMPVT - POINSETTIA 1-5 TO BATQUITOS
RD SEGMT IMPVT - RCHO SNT FE MELROSE TO LA COSTA
RD SEGMT IMPVT - PARK DR. TAMARACK TO HILLSIDE DR
FUNDING
SOURCE
HOSP BOND
PROP A
GCC
TIF
PFF
TIF
COBG
ASMT DIST
GCC
PFF
TRNSNT/HWY
DVLPR FUNDS
SD COUNTY
GCC
PFF
TIB
PFF
PFF
GCC
GCC
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
TIF
PRIOR EXPND'S
& ENCUMBRC'S
59,172
6,231
98
60,033
4,343,079
110,868
2,762,886
129
1,489
749,729
18,070
371,090
BALANCE
FORWARD
590,828
44,100
78,769
324,902
149,731
270,000
4,090
678,204
524,871
78,511
200,271
62,430
57,622
650,000
TOTAL YEAR 1 YEAR 2
APPROP 1990-91 1991-92
650,000
44,100
85,000
500,000
1,500,000 100,000 100,000
964,764 75,000 40,000
270,000
4,343,079
114,958
3,441,090
2,150,000 1,625,000
2,850,000 2,850,000
2,500,000
80,000
500,000
950,000
4,000,000
2,000,000
80,500
428,712
700,000
900,000 100,000
1,000,000
1,050,000
375,000
5,000,000
3,500,000
1,900,000
620,000
1,300,000
265,000
YEAR 3 YEAR 4 YEAR 5
1992-93 1993-94 1994-95 1995-2000 2000 +
225,000 275,000
100,000 100,000 100,000 375,000 300,000
40,000 40,000 40,000 200,000 320,000
2,500,000
500,000
4,000,000
2,000,000
700,000
800,000
350,000
1,050,000
375,000
5,000,000
3,500,000
1,900,000
620,000
1,300,000
265,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BURDOUT) PROJECTS
PROJECT
NO.
3732
3328
3001
3288
3288
3329
3347
3203
3330
PROJECT TITLE
SIDEWALK CURB GUTTER 3GRAND JEFFERSON/MADISON
SIDEWALK PROG DESIGN & PLAN
SIDEWALK PROG DESIGN & PLAN (LACUNA)
STATE ST/CARLSBAD BL INTERSECTION
STREETSCAPE - ELM & CLSBD BLVD
STREETSCAPE - ELM & CARLSBAD BL
STREET AND ROAD PROJECTS
STREETSCAPE PHASE V-ELM AVE
TAMARACK (JEFFERSON TO CARLSBAD BL)
UNDERGROUND UTILITY DISTRICT NO. 11
STREETLIGHT REPLACEMENT - CARLSBAD BL & OTHERS
UNDERGROUND UTILITY DISTRICT NO. 12
STREETLIGHT REPLACEMENT - LACUNA DR
UNDERGROUND UTILITY DISTRICT NO. 13
UNDERGROUND UTILITY DISTRICT NO. 14
VALLEY STREET IMPROVEMENTS (DESIGN)
SUBTOTAL STREET PROJECTS
FUNDING
SOURCE
CDBG
GCC
REDEV
GCC
GCC
TIB
TRNSNET
TIB
PFF
SDG&E
GCC
SDG&E
GCC
SDG&E
SDG&E
GCC
PRIOR EXPND'S BALANCE
t ENCUMBRC'S FORWARD
10,000
400,000
61,952 188,048
56,275
3,031,609 18,391
64,000
208,050 1,431,950
33,214 66,786
13,863 26,137
26,109,399 9,197,478
TOTAL
APPROP
10,000
400,000
250,000
90,000
56,275
3,050,000
64,000
1,640,000
4,000,000
278,000
85,000
920,000
45,000
395,000
550,000
40,000
102,354,877
YEAR 1 YEAR 2
1990-91 1991-92
90,000
1,900,000
278,000
85,000
920,000
45,000
395,000
13,998,000 4,155,000
YEAR 3 YEAR 4 YEAR 5
1992-93 1993-94 1994-95 1995-2000 2000 +
2,000,000
550,000
690,000 8,045,000 545,000 9,280,000 30,335,000
======================================== =======s====== =========
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1990-91 TO BUILDOUT) PROJECTS
PROJECT
NO.PROJECT TITLE
FUNDING PRIOR EXPND'.S
SOURCE i ENCUMBRC'S
BALANCE
FORWARD
TOTAL
APPROP
YEAR 1
1990-91
YEAR 2
1991-92
YEAR 3
1992-93
YEAR 4
1993-94
YEAR 5
1994-95 1995-2000 2000 +
BRIDGE & THOROUGHFARE PROJECTS
3219
3268
3268
3269
1-5/LA COSTA AVE INTERCHANGE
I-5/LA COSTA AVE INTERCHANGE
1-5/LA COSTA AVE INTERCHANGE - REPAY
I-5/PALOMAR AIRPORT RD INTERCHANGE
I-5/PALOMAR AIRPORT RD INTERCHANGE
I-5/PALOMAR AIRPORT RD INTERCHANGE
I-5/PALOMAR AIRPORT RD INTERCHANGE -
I-5/POINSETTIA INTERCHANGE
BTD
TRNSNET
TRANSNET BTD
TRNSNET
BTD
TRNSNT/HUY
REPAY TRNSNET BTD
BTD
116,233
161,801
191,326
283,849
525,000
238,199
208,674
3,400,082 3,000,000
6,100,000 6,100,000
6,100,000
9,685,000 200,000 8,960,000
400,000
1,100,000 250,000 850,000
9,685,000
9,850,000
6,100,000
9,685,000
9,450,000
SUBTOTAL BRIDGE t THOROUGHFARE PROJECTS 469,360 1,255,722 46,320,082 450,000 9,810,000 9,100,000 9,450,000 15,785,000
GRAND TOTAL ALL PROJECTS
UNFUNDED PROJECTS
BUENA VISTA WAY/PIO PICO TO HIGHLAND
SIDEWALK PROG DESIGN & PLAN
STORM DRAIN ATSSF RIGHT OF WAY - BA
STORM DRAIN LACUNA & MADISON - AA-2, AA-3
STORM DRAIN -E SIDE EL CAMINO REAL - BC
SUNNY CREEK DESILTATION BASIN - BL
TRAF SIS - ALGA S CAZADERO
TRAF SIG - LA COSTA/CADENCIA
TRAF SIG - LA COSTA/PIRAEUS
TRAF SIG - LA COSTA/ROMERIA
TRAF SIG - POINSETT1A/I-5
VALLEY STREET IMPROVEMENTS
CARLSBAD BLVD SIDEWALK AT BUENA VISTA LAGOON
LAND PURCHASE - RESERVOIR
FUND
GCC
GCC
GCC
GCC
GCC
PLD-13
GCC
GCC
GCC
GCC
GCC
GCC
GCC
GCC
$40,334,123 $25,761,339*468,172,859 $51,514,915 $30,513,105 $17,133,761 $15,499,300 $16,770,500 $95,620,036 $175,025,780
TOTAL COST
250,000
2,600,000
2,500,000
488,000
348,000
66,240
100,000
100,000
100,000
100,000
200,000 .
600,000
80,000
760,000
TOTAL ALL UNFUNDED PROJECTS $8,292,240
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
YEAR 1 1990-91
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIP
BTD
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SD COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP GROVE
PUBLIC ART
ASSESSMENT DISTRICTS
PORT DISTRICT
DEVELOPER FUNDS
LTR CREDIT FOOTE
LTR CREDIT BCED
LETTER CREDIT/ZONE 19
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
TOTAL
BEGINNING
BAL 7/1/90
219,652
2,299.359
1,336,821
1,208,485
357,175
(187,362)
231,389
1,692,228
1,597,767
482,753
31,007
(12,672)
157,480
5,517,608
505,455
(608,100)
1,912,543
10,000
4,540,886
31,946
25,494
76,187
(1,337,990)
8,097
(120,110)
59,376
9,054,795
2,909,859
32,000,128
REVENUE
1,752,177
4,358,699
222,877
103,056
20,340
128,896
712,304
657,500
1,295,272
1,053,000
1,875,000
400,000
300,000
1,600,000
10,500,000
8,000,000
14,550
400,000
2,850,000
170,000
187,500
2,400,000
1,942,568
2,157,693
43,101,432
EXPENDITURES
1,747,800
4,782,000
30,000
675,000
300,000
2,464,615
200,000
1,875,000
1,198,000
150,000
1,600,000
10,500,000
8,000,000
160,000
400,000
2,850,000
187,500
2,400,000
6,855,000
5,140,000
51,514,915
ENDING
224,029
1,876,058
1,559,698
1,281,541
377,515
(187,362)
360,285
1,729,532
2,255,267
482,753
31,007
(312,672)
157,480
(757,619)
505,455
244,900
(798,000)
1,912,543
160,000
4,540,886
31,946
(119,956)
76,187
170,000
(1,337,990)
8,097
(244,200)
(120,110)
59,376
4,142,363
(72,448)
18,236,561
173
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
YEAR 2 1991-92
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NU
PIL AREA 2 NE
PIL AREA 3 SU
PIL AREA 4 SE
TIF
BTD
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SD COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP GROVE
PUBLIC ART
ASSESSMENT DISTRICTS
PORT DISTRICT
DEVELOPER FUNDS
LTR CREDIT FOOTE
LTR CREDIT BCED
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/91 REVENUE EXPENDITURES
224,029 960,000
1,876,058 5,277,680 10,378,000
1,559,698 234,904
1,281,541 103,056
377,515 51,528
(187,362) 33,900
360,285 84,800
1,729,532 843,506 40,000
2,255,267 755,275
482,753
31,007
(312,672)
157,480
(757,619) 1,678,807 2,305,000
505,455
244,900 1,142,000 8,960,000
850,000 4,300,000
(798,000) 395,000
1,912,543
160,000 157,500
4,540,886
31 -,946
(119,956) 9,100 132,500
76,187
170,000 170,000
2,241,265 2,241,265
(1,337,990)
8,097
(244,200)
(120,110)
59,376
4,142,363 2,102,238 631,340
(72,448) 1,076,434
ENDING
(735,971)
(3,224,262)
1,794,602
1,384,597
429,043
(153,462)
445,085
2,533,038
3,010,542
482,753
31,007
(312,672)
157,480
(1,383,812)
505,455
(7,573,100)
(3,450,000)
(1,193,000)
1,912,543
317,500
4,540,886
31,946
(243,356)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
5,613,261
1,003,986
TOTAL 18,236,561 16,641,993 30,513,105 4,365,449
174
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
YEAR 3 1992-93
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NU
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIF
BTD
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SD COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP GROVE
PUBLIC ART
ASSESSMENT DISTRICTS
PORT DISTRICT
DEVELOPER FUNDS
LTR CREDIT FOOTE
LTR CREDIT BCED
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/92
(735,971)
(3,224,262)
1,794,602
1,384,597
429,043
(153,462)
445,085
2,533,038
3,010,542
482,753
31,007
(312,672)
157,480
(1,383,812)
505,455
(7,573,100)
(3,450,000)
(1,193,000)
1,912,543
317,500
4,540,886
31,946
(243,356)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
5,613,261
1,003,986
REVENUE EXPENDITURES ENDING
960,000 (1,695,971)
8,169,911 2,745,000 2,200,649
328,621 2,123,223
187,806 1,572,403
190,518 619,561
106,446 734,000 (781,016)
84,800 529,885
1,286,750 40,000 3,779,788
1,151,657 3,000,000 1,162,199
482,753
31,007
(312,672)
157,480
2,944,806 1,851,000 (290,006)
505,455
1,215,000 6,100,000 (12,458,100)
(3,450,000)
550,000 (1,743,000)
1,912,543
165,375 482,875
4,540,886
31,946
72,500 (315,856)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
2,116,091 1,081,261 6,648,091
1,171,048 2,175,034
TOTAL 4,365,449 19,118,829 17,133,761 6,350,517
175
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
YEAR 4 1993-94
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NU
PR AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIF
BTD
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SO COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP GROVE
PUBLIC ART
ASSESSMENT DISTRICTS
PORT DISTRICT
DEVELOPER FUNDS
LTR CREDIT FOOTE
LTR CREDIT BCED
LTR CREDIT/ZONE 19
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/93
<1, 695. 971)
2,200,649
2,123,223
1,572,403
619,561
(781,016)
529,885
3,779,788
1,162,199
482,753
31,007
(312,672)
157,480
(290,006)
505,455
(12,458,100)
(3,450,000)
(1,743,000)
1,912,543
482,875
4,540,886
31,946
(315,856)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
6,648,091
2,175,034
REVENUE EXPENDITURES ENDING
960,000 (2,655,971)
8,882,932 4,173,500 6,910,081
379,499 2,502,722
187,806 1,760,209
179,670 799,231
73,224 (707,792)
106,000 635,885
1,337.842 5,040,000 77,630
1,235,471 2,397,670
482,753
31,007
(312,672)
157,480
3,089,567 1,138,300 1,661,261
505,455
1,317,000 (11,141,100)
(3,450,000)
(1,743,000)
1,912,543
173,650 2,500,000 (1,843,475)
4,540,886
• 31,946
(315,856)
76,187
1,687,500 1,687,500
(1,337,990)
8,097
(244,200)
(120,110)
59,376
2,093,963 8,742,054
1,272,557 4,268,997
TOTAL 6,350,517 22,016,681 15,499,300 13,689,304
176
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
YEAR 5 1994-95
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIF
BTD
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SD COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP GROVE
PUBLIC ART
ASSESSMENT DISTRICTS
PORT DISTRICT
DEVELOPER FUNDS
LTR CREDIT FOOTE
LTR CREDIT BCED
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/94
(2,655,971)
6,910,081
2,502,722
1,760,209
799,231
(707,792)
635,885
77,630
2,397,670
482,753
31,007
(312,672)
157,480
1,661,261
505,455
(11,141,100)
(3,450,000)
(1,743,000)
1,912,543
(1,843,475)
4,540,886
31,946
(315,856)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
8,742,054
4,268,997
REVENUE EXPENDITURES ENDING
850,000 (3,505,971)
8,142,409 4,382,500 10,669,990
372,341 2,875,062
155,262 2,380,000 (464,529)
176,280 975,511
100,344 (607,448)
106,000 741,885
1,306,752 40,000 1,344,382
1,206,981 3,604,651
482,753
31,007
(312,672)
157,480
3,003,690 1,118,000 3,546,951
505,455
1,427,000 (9,714,100)
(3,450,000)
(1,743,000)
1,912,543
182,350 (1,661,125)
4,540,886
31,946
(315,856)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
2,161,870 4,160,000 6,743,924
1,092,335 3,840,000 1,521,332
TOTAL 13,689,304 19,433,614 16,770,500 16,352,417
177
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
YEAR 6-10 1995-2000
BEGINNING
FUND BAL 7/1/95 REVENUE EXPENDITURES ENDING
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NU
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIF
BTD
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SO COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP GROVE
PUBLIC ART
ASSESSMENT DISTRICTS
PORT DISTRICT
DEVELOPER FUNDS
LTR CREDIT FOOTE
LTR CREDIT BCED
LTR CREDIT/ZONE 19
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
(3,505,971)
10,669,990 40,325,353
2,875,062 1,788,431
(464,529) 515,280
975,511 881,400
(607,448) 694,950
741,885 538,480
1,344,382 6,441,525
3,604,651 5,911,495
482,753
31,007
(312,672)
157,480
3,546,951 14,822,645
505,455
(9,714,100) 9,039,000
(3,450,000)
(1,743,000)
1,912,543
(1,661,125) 1,058,000
4,540,886
31,946
(315,856)
76,187
1,875,000
(1,337,990)
8,097
(244,200)
(120,110)
59,376
6,743,924 10,802,071
1,521,332 6,783,068
4,250,000 (7,755,971)
36,347,500 14,647,843
2,000,000 2,663,494
50,751
1,856,911
87,502
1,280,365
4,380,000 3,405,907
9,450,000 66,146
482,753
162,000 (130,993)
(312,672)
157,480
18,698,600 (329,004)
505,455
(675,100)
(3,450,000)
(1,743,000)
1,912,543
(603,125)
4,540,886
31,946
(315,856)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
14,120,787 3,425,208
6,211,149 2,093,251
TOTAL 16,352,417 101,476,698 95,620,036 20,334,080
178
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
2000
FUND B,
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NU
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIF
BTO
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SO COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP GROVE
PUBLIC ART
DEVELOPER FUNDS
ASSESSMENT DISTRICTS
PORT DISTRICT
LTR CREDIT FOOTE
LTR CREDIT BCED
LTR CREDTI/ZONE 19
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
AL 7/1/2000
(7,755,971)
14,647,843
2,663,494
50,751
1,856,911
87,502
1,280,365
3,405,907
66,146
482,753
(130,993)
(312,672)
157,480
(329,004)
505,455
(675,100)
(3,450,000)
(1,743,000)
1,912,543
(603,125)
4,540,886
31,946
(315,856)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
3,425,208
2,093,251
REVENUE EXPENDITURES ENDING
9,350,000 (17,105,971)
78,995,978 94,437,515 (793,694)
3,454,611 6,120,000 (1,895)
1,337,016 1,387,767
1,844,160 3,525,430 175,641
1,630,590 544,500 1,173,592
766,592 1,992,840 54,117
12,592,201 14,420,000 1,578,108
11,349,570 15,785,000 (4,369,284)
482,753
(130,993)
(312,672)
157,480
28,217,289 27,462,728 425,557
505,455
24,079,000 23,403,900
(3,450,000)
(1,743,000)
1,912,543
613,125 10,000
4,540,886
31,946
(315,856)
76,187
(1,337,990)
8,097
(244,200)
(120,110)
59,376
28,462,717 31,887,925
21,526,656 23,619,907
TOTAL 20,334,080 214,869,505 175,025,780 60,177,805
179
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1990 TO BUILDOUT
GRAND TOTALS ALL YEARS
FUND BEGINNING BAL
TOTAL TOTAL
REVENUE EXPENDITURES ENDING
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NU
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIF
BTD
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
PLD - 13
SEWER CONST
TAX INC BONDS
TRANSNET/PROP A
TRANSNET/HIGHWAY
SDG&E
GAS TAX
SD COUNTY
BRIDGE REPLACEMENT
WATER CONSTRUCTION
LIBRARY BONDS
GOLF BONDS
HOSP BOND
PUBLIC ART
ASSESSMENT DISTRICTS
PORT DISTRICT
DEVELOPER FUNDS
LTR CREDIT FOOTE
LTR CREDIT BCED
LTR CREDIT/ZONE 19
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT
STATE GRANTS
CDBG
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
TOTAL
219,652
2,299,359
1,336,821
1,208,485
357,175
(187,362)
231,389
1,692,228
1,597,767
482,753
31,007
(12,672)
157,480
5,517,608
505,455
(608,100)
1,912,543
10,000
4,540,886
31,946
25,494
76,187
(1,337,990)
8,097
59,376
9,054,795
2,909,859
32,120,238
1,752,177
154,152,962
6,781,284
2,589,282
3,343,896
2,639,454
1,815,568
24,520,880
22,267,949
55,052,076
39,272,000
2,725,000
400,000
2,650,000
1,600,000
10,500,000
8,000,000
23,650
400,000
2,850,000
170,000
2,241,265
1,875,000
9,100
2,400,000
49,681,518
35,079,791
434,792,852
19,077,800
157,246,015
8,120,000
3,797,767
3,525,430
1,278,500
1,992,840
24,635,000
28,235,000
162,000
300,000
55,038,243
15,260,000
6,175,000
2,143,000
2,650,000
1,600,000
10,500,000
8,000,000
365,000
400,000
2,850,000
170,000
2,241,265
1,875,000
205,000
2,400,000
26,848,388
15,191,149
402,282,397
(17,105,971)
(793,694)
(1,895)
175,641
1,173,592
54,117
1,578,108
(4,369,284)
482,753
(130,993)
(312,672)
157,480
5,531,441
505,455
23,403,900
(3,450,000)
(1,743,000)
1,912,543
10,000
4,540,886
31,946
(315,856)
76,187
(1,533,890)
8,097
59,376
31,887,925
22,798,501
64,630,693
180
(THIS PAGE INTENTIONALLY LEFT BLANK)
181
APPENDICES AND
SUPPLEMENTARY MATERIALS
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1990-91
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
l;siNiiiJliii6l!il
001-1010 CITY COUNCIL
TOTAL CITY COUNCIL
001-1020 CITY MANAGER
TOTAL CITY MANAGER
001-1210 CITY ATTORNEY
TOTAL CITY ATTORNEY
001-1310 FINANCE
TOTAL FINANCE
001-1410 PURCHASING
TOTAL PURCHASING
001-1510 HUMAN RESOURCES
TOTAL HUMAN RESOURCES
001-1610 RESEARCH
TOTAL RESEARCH
001-1710 INFORMATION SYSTEMS
TOTAL INFORMATION SYSTEMS
001-2110 POLICE ADMINISTRATION
TOTAL POLICE ADMINISTRATION
COMPUTER AND PRINTER
COLOR TELEVISION MONITOR AND VCR STAND
CHAIRS AND BOOKCASES
COMPAQ 286E DESKPRO MODEL 40
COMPUTER FURNITURE
COMPUTER TERMINAL
HP LASER JET PRINTER
SPACE SAVER FILE SYSTEM
84" FILE CABINET
CASH REGISTER
DESK TOP LASER OR DOT MATRIX PRINTER
TYPEWRITER
FILE CABINET - 5 DRAWER LATERAL
5 DRAWER LATERAL FILE CABINET
CHAIR
DESK
HORIZONTAL FILING CABINET/4 DRAWERS
CHAIR
DESK
LASER PRINTER
MICRO COMPUTERS WITH AUX. EQUIP.
LASERWRITER IINTX
MACINTOSH IICXWITH AUX. EQUIP.
RGB MONITOR
1
1
1
1
1
1
2
1
1
1
1
4
1
1
1
1
1
1
3
1
1
1
6,000
6,000
1,500
1,000
2,425
1,000
5,925
2,400
2,000
8,000
12,400
2,200
10,000
1,500
1,000
14,700
800
800
4,000
4,000
500
700
850
2,050
650
800
2,000
8,350
1 1 ,800
3,290
3,675
725
7,690
182
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1990-91
ACCT NO
001-2120
DEPARTMENT
POLICE OPERATIONS
ITEM DESCRIPTION
LIGHT BARS
MACINTOSH SE/30 WITH AUX. EQUIP.
MOBILE RADIOS
PATROL CARS - EQUIPPED
PORTABLE RADIOS
UNITROL RADIO CONTROL
QTY
4
1
3
2
11
1
TOTAL POLICE OPERATIONS
001-2130 POLICE INVESTIGATIONS 25" COLOR TV MONITOR
DESKTOP 386 WITH AUX. EQUIP.
ELECTROSTATIC DUST PRINT LIFTER
MACINTOSH SE-30 WITH AUX. EQUIP.
PORTABLE RADIOS
VEHICLE FOR NEW INVESTIGATOR
1
1
1
3
2
1
TOTAL POLICE INVESTIGATIONS
001-2131 VICE/NARCOTICS EMERGENCY EQUIP. FOR V/C VEHICLES
LASERWRITER PRINTER
MACINTOSH SE-30 WITH AUX. EQUIP.
PORTABLE VHS CAMCORDER
3
1
1
1
TOTAL POLICE VICE/NARCOTICS UNIT
001-2140 POLICE TECHNICAL SERVICES IBM 3278 TERMINALS
IBM CONTROLLER
IBM PRINTER
LASERWRITER II
MACINTOSH SE-30 WITH AUX. EQUIP.
STAR CONTROLLER - BRIDGE
4
1
1
1
2
1
TOTAL POLICE TECHNICAL SERVICES
001-2210 FIRE ADMIN
TOTAL FIRE ADMINISTRATION
001-2220 FIRE SUPPRESSION
MACINTOSH COMPUTER UPGRADE KITS
2.5" PLAYPIPE WITH TIPS
CHAIN SAW
FOAM NOZZLE
GAS POWERED SMOKE EJECTOR
HYDRAULIC EXPANDER
LIGHTBAR WITH TRAFFIC PREEMPTION LIGHT
REFRIGERATOR
RESCUE SAW
RESERVE FOAM NOZZLE
VHF PORTABLE RADIO
6
6
1
6
1
1
1
1
1
2
5
TOTAL FIRE SUPPRESSION
001 -2240 FIRE EMERGENCY MEDICAL SER
TOTAL FIRE EMERGENCY PREPAREDNESS
AUTOVENT 2000 OX. POWERED AUTO. RESUSCITAT 2
COST
2,000
3,425
9,000
38,000
9,675
500
62,600
700
6,300
1,000
10,275
1,768
15,000
35,043
2,000
3,290
3,425
1,500
10,215
3,500
2,500
2,000
3,290
6,850
3,000
21,140
12,000
12,000
3,000
700
5,100
2,000
1,600
1,500
1,500
1,000
1,400
4,500
22,300
2,000
2,000
183
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1990-91
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
001 -2260 FIRE DISASTER PREPAREDNESS 8MM VIDEO CAMERA
COLOR SPACE III MACINTOSH COMP. VIDEO BOARD
DIGITAL STILL CAMERA
DIGITAL STILL CAMERA COMPUTER INTERFACE
LOW BAND BASE STATION RADIO
1
1
1
1
1
TOTAL FIRE DISASTER PREPAREDNESS
001-3010 COMMUNITY DEVELOPMENT
TOTAL COMMUNITY DEVELOPMENT
001-3110 ENGINEERING ADMIN
DESKTOP 386 OPTION WITH AUX. EQUIP.
80 MB TAPE BACKUP
DESKTOP 386 110 MB DRIVE
DESKTOP 386 4 MB MEMORY EXTENSION
DESKTOP 386 MONITOR AND AUX. EQUIP.
DESKTOP 386 WITH COLOR VGA
LAPTOP 286 WITH AUX. EQUIP.
OVERHEAD COMPUTER DISPLAY
OVERHEAD PROJECTOR PORTABLE
XEROX 501 8 WITH FEEDER OPTION
1
1
2
4
1
1
1
1
1
TOTAL ENGINEERING ADMINISTRATION
001-3120 ENGINEERING DEVELOPMENT COLOR VGA MONITOR
LAPTOP 286 WITH AUX. EQUIP.
1
1
TOTAL ENGINEERING DEVELOPMENT
001-3130 MUNICIPAL PROJECTS DESK & CHAIR
DESKTOP 386 WITH AUX. EQUIP.
IBM WHEELWRITER 6 TYPEWRITER
1
2
1
TOTAL MUNICIPAL PROJECTS
001-3140 ENGINEERING TRANSPORTATION
TOTAL ENGINEERING TRANSPORTATION
001-3230 PLANNING - LAND USE
DESKTOP 386 WITH AUX. EQUIP.
16MM SLIDE PROJECTOR WITH CARRYING CASE
DESKS
KROY LETTERING MACHINE
PERSONAL COMPUTERS - LAP TOP W/AUX. EQUIP.
PERSONAL COMPUTERS
1
1
2
1
2
6
TOTAL PLANNING - LAND USE
1,300
2,000
900
500
6,000
10,700
6,000
6,000
1,000
2,900
1,240
10,500
2,850
4,600
1,200
600
5.825
30,715
500
4,600
5,100
1,325
10,800
1,000
13,125
2,500
2,500
800
1,500
1,800
9,200
22,000
35,300
184
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1990-91
ACCT NO DEPARTMENT
001-3610 BUILDING INSPECTION
TOTAL BUILDING INSPECTION
001-4010 LIBRARY ADMIN
TOTAL LIBRARY ADMINISTRATION
TOTAL LIBRARY - CIRCULATION SERVICES
001 -4022 LIBRARY - REFERENCE SER
TOTAL LIBRARY - REFERENCE SERVICES
TOTAL LIBRARY - GENEAOLOGY
001 -4040 LIBRARY - TECHNICAL SER
TOTAL LIBRARY - TECHNICAL SERVICES
001 -4052 LIBRARY - MEDIA SERVICES
TOTAL LIBRARY - MEDIA SERVICES
001 -4070 LIBRARY - LA COSTA BRANCH
TOTAL LIBRARY - LA COSTA BRANCH
ITEM DESCRIPTION
MICROFICHE READER PRINTER
VEHICLE RADIO
DESK
DESKPRO 386 COMPUTER WITH AUX. EQUIP.
EPSON PRINTER
FLAT FILES - 17 DRAWER
MINOLTA RP-503 MICROFICHE READER-PRINTER
DESKTOP CPU
DUAL DRIVE CD-ROM PLAYER
MICROFICHE CABINET
TABLES
COMPUTER TABLES
DESK
DESKPRO 386 COMPUTER WITH AUX. EQUIP.
EPSON PRINTER
OCLC M386/1 6 WORKSTATION W/MONOCHROME MO
STEELCASE CHAIRS
100 MB HARD DRIVE COMPUTER EXPANSION
SHELVING
QTY
1
1
1
1
1
1
1
1
1
1
2
2
1
1
1
1
8
1
1
COST
16,000
500
16,500
650
4,000
750
2,000
6.250
13,650
2,050
2,050
1,500
1.200
2,700
1,200
1,200
1,000
550
4,000
750
4,500
3JQQ
14,400
700
700
3,500
3,500
185
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1990-91
ACCT NO DEPARTMENT
001 -41 21 PARKS OPERATIONS
TOTAL PARKS OPERATIONS
TOTAL RECREATION OPERATIONS
TOTAL RECREATION AQUATICS
001 -41 42 SENIOR PROGRAM
TOTAL SENIOR PROGRAM
001 -421 0 CULTURAL ARTS
TOTAL CULTURAL ARTS
001-5110 STREET MAINTENANCE
TOTAL STREET MAINTENANCE
001 -5320 FACILITIES MANAGEMENT
TOTAL FACILITIES MANAGEMENT
ITEM DESCRIPTION
FERTILIZER SPREADER
MICRO COMPUTER - DESK TOP 386
POWER RAKE/SEEDER (WALK BEHIND)
RENOVATOR/SEEDER (P.T.O. OPERATED)
SATELLITE & CONTROL UNIT
SOCCER GOALS
SOFTWARE - SPECIALIZED IRRIGATION SYSTEM
TRENCHER
TURF SWEEPER - HIGHLIFT
UTILITY TURF VEHICLE
ELECTRIC OVEN/RANGE
KITCHEN UNIT
MAXI-SWEEP POOL VACUUM SYSTEM
DESK TOP 286 MICRO COMPUTER WITH AUX. EQUIP.
COMPAQ LAP-TOP COMPUTER WITH AUX. EQUIP.
ANAGRAPH COLOR COMBO & SCANNER W/PLOTTER
BOB CAT
HIGH PRESSURE STEAM CLEANER
PIONJAR
HYDRAULIC LIFT
PORTABLE GENERATOR
VIDEO CAMERAS
VIDEO PROJECTION SYSTEM
WIRELESS MICROPHONES
QTY
1
1
1
1
6
3
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
1
COST
2,600
6,000
4,000
5,000
9,600
6,000
15,000
1,800
15,000
6.000
71,000
600
1.700
2,300
4.000
4,000
5.500
5,500
4,500
4,500
32,000
42,500
5,000
5,000
84,500
5,000
2,000
22,500
18,000
3,000
50,500
T^OJlliSENJERftlillOND 61 1 Tl 03
;$|i|3Al;i|lilS(|S;:|
1 31 -331 0 HOUSING - VOUCHERS
TOTAL HOUSING - VOUCHERS
1 31 -3330 HOUSING - PORTABLE
TOTAL HOUSING - PORTABLE
LATERAL FILES
LATERAL FILE
2
2
2,000
2,000
2,000
2,000
186
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1990-91
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
1 61 -41 22 TREE MAINTENANCE
TOTAL TREE MAINTENANCE
180-8110 PUBLIC LIBRARY GRANT
TOTAL PUBLIC LIBRARY GRANT
620-5220 U/M - VEHICLE REPLACEMENT
TOTAL U/M - VEHICLE REPLACEMENT
640-1720 INFORMATION SYSTEMS - DP
TOTAL INFORMATION SYSTEMS - DP
810-3410 REDEVELOPMENT
TOTAL REDEVELOPMENT
BOOM/DUMP TRUCK
CHIPPER/BRUSH
HYDRAULIC CUTTING TOOLS
RADIO - 2 WAY
ROOT CUTTER
HP 58 ATP (24 PORTS)
HP 58 MB MEMORY UPGRADE
HP COMPUTER TERMINALS
INLEX ACQUISITIONS MODULE
INLEX INVENTORY CONTROL MODULE
INLEX PORTABLE WAND SCANNER KIT
MICROFICHE CATALOG
BATALLION CHIEF'S SEDAN
COMPRESSOR TRUCK
DUMP TRUCK 1 TON
DUMP TRUCK 5 CY
FULL SIZE SEDAN
INTERMEDIATE SIZE SEDAN
PARAMEDIC UNIT
PICK-UP TRUCK 3/4 TON
PICK-UP TRUCK COMPACT
POLICE PATROL VEHICLE
RIDING MOWER
VAN FULL SIZE WITH LIFT
100 MB HARD DRIVE
2MB PC MEMORY UPGRADE
ATP PORTS FOR HP3000
DESKTOP COMPUTER WITH AUX. EQUIP.
LAPTOP COMPUTER WITH AUX. EQUIP.
MUX CABINET
OVERHEAD COLOR LCD
COMPAQ DESKPRO/COLOR MONITOR
DESK
EPSON PRINTER
EXECUTIVE CHAIR
LATERAL FILE
1
1
1
1
3
1
20
1
1
1
1
2
1
1
1
4
1
1
3
3
7
3
1
1
1
12
1
1
1
1
1
1
1
1
1
90,000
22,000
3,100
700
9,700
125,500
12,000
1,875
20,000
11,000
3,000
1,595
8,000
57,470
35,400
68,400
15,360
38,000
56,000
12,000
65,000
36,750
30,000
123,900
48,000
40,000
568,810
700
500
6,500
4,000
4,500
1,300
4,500
22,000
4,000
650
750
675
925
7,000
187
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1990-91
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
WATER DISTRICT
GENERAL SERVICES
TOTAL GENERAL SERVICES
WATER DISTRICT OPERATIONS
TOTAL WATER DISTRICT OPERATIONS
WATER DISTRICT ENGINEERING
TOTAL WATER DISTRICT ENGINEERING
JTQTALSPECIAL FUNDS
COMPUTER UPGRADES - SOFTWARE & HARDWARE
PORTABLE TV, VCR AND SCREEN FOR NEW BUILDING
MISC OFFICE FURNISHINGS FOR NEW BUILDING
MICROFICHE READER/PRINTER 1
3/4 TON 4X4 UTILITY TRUCK 1
1 TON FLATBED TRUCK 1
ELECTRIC VALVE OPERATOR 1
20 CFM (GAS) AIR COMPRESSOR 1
9 KW ELECTRIC GENERATOR 1
ARROW BOARD SIGN TRAILER 1
CONCRETE CUTTING SAW 1
2" TRASH PUMP WITH ACCESSORIES 1
OSCILLO SCOPE 1
FREQUENCY COUNTER 1
V-75 CHLORINATOR (PORTABLE) 1
CHLORINE VACUUM REGULATOR 1
CHLORINE LEAK DETTECTOR 1
ACID PROTECTIVE SUITS 2
AIR TANKS FOR S.C.B.A. 2
ADDT'L MULIT POWER DISTRIBUTION 1
COMPUTER HARDWARE 1
WAREHOUSE UPGRADES 1
LASER JET PRINTER 1
TYPEWRITER - REPLACEMENT 1
MISC OFFICE FURNISHINGS FOR NEW BUILDING
10,000
5,000
10,000
15,000
40,000
19,000
17,000
4,000
2,500
4,500
4,500
6,000
2,500
2,500
2,000
1,750
750
1,750
2,800
700
7,500
6,000
25,000
110,750
2,000
1,000
5,000
8,000
943,530
[TOTAL ALL .FUNDS 1,554,633
188
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COS"
001-1010 CITY COUNCIL LEAGUE OF CA CITIES ANNUAL CONFERENCE (3)
MAYORS AND COUNCIL LEGISLATIVE CONFERENCE (5)
LCC POLICY COMMITTEE MEETINGS (5)
NATIONAL LEAGUE OF CITIES CONGRESS (2)
MEETINGS WITH LEGISLATORS (4)
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
001-1020 CITYMANAGER LEAGUE OF CA CITIES ANNUAL CONFERENCE (3)
LEAGUE OF CA CITIES CITY MANAGER WORKSHOP
LEAGUE OF CA CITIES COUNCIL-MANAGER WORKSHOP
ICMA ANNUAL CONFERENCE
NATIONAL LEAGUE OF CITIES
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
001-1021 PUBLIC INFORMATION UNITED WAY MEETINGS
001-1030 CITY CLERK CITY CLERK'S ASSOC OF CA CONFERENCE
CEPO CONFERENCE
INT'L INSTITUTE OF MUNICIPAL CLERKS CONFERENCE
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
001-1210 CITY ATTORNEY LEAGUE OF CA CITIES ANNUAL CONFERENCE
LEAGUE OF CA CITIES CITY ATTORNEYS MEETING
LEAGUE OF CA CITIES CITY CONTINUING EDUCATION
NAT'L INSTITUTE OF MUNIC. LAW OFFICERS
SAN DIEGO COUNTY CITY ATTORNEYS ASSOCIATION
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
001-1310 FINANCE CA SOCIETY OF MUNI FINANCE OFFICERS ANNUAL CONFERENCE
LEAGUE OF CA CITIES FINANCIAL MGMT SEMINAR
CA MUNICIPAL BUSINESS TAX CONFERENCE
CSMFO MEETINGS
CA MUNICIPAL BUSINESS TAX MEETINGS
LOCAL CHAPTER CSMFO MEETINGS
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
001-1320 CITY TREASURER CA MUNICIPAL TREASURERS ASSOCIATION ANNUAL MEETING
LEAGUE OF CA CITIES FINANCIAL MGMT SEMINAR
CMTA MONTHLY MEETINGS
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
ANAHEIM
SACRAMENTO
VARIOUS
UNKNOWN
WASH DC & SACTO
VARIOUS
SUBTOTAL CITY COUNCIL
ANAHEIM
MONTEREY
S LAKE TAHOE
FT WORTH, TX
WASHINGTON DC
VARIOUS
SUBTOTAL CITY MANAGER
SAN DIEGO
SUBTOTAL PUBLIC INFORMATION
NORTH CA
SANTA BARBARA
GRND RAPIDS, Ml
VARIOUS
SUBTOTAL CITY CLERK
ANAHEIM
S CALIFORNIA
LOS ANGELES
BOSTON, MA
SAN DIEGO
VARIOUS
SUBTOTAL CITY ATTORNEY
N CALIFORNIA
N CALIFORNIA
FRESNO
SACRAMENTO
S CALIFORNIA
SAN DIEGO
VARIOUS
SUBTOTAL FINANCE
N CALIFORNIA
N CALIFORNIA
SAN DIEGO
VARIOUS
1,500
1 .200
1,500
2,000
4,000
2,800
13.000
1,000
1,000
1.500
2.000
1,500
1.500
8,500
100
100
500
1,000
1,50"
3
3,300
500
1,200
250
1,450
750
745
4,895
1,300
1,300
700
600
150
400
4,850
9,300
700
700
30"
'*•
SUBTOTAL CITY TREASURER 2,000
189
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
001-1410
001-1510
001-1610
001-1710
001-1910
001-2110
001-2120
001-2130
PURCHASING CA ASSOC OF PUBLIC PURCHASING OFFICERS ANNUAL MEETING
MONTHLY CAPPO AND PURCHASING MGMT ASSOC MEETINGS
REGIONAL PURCHASING AND PUBLIC WORKS WORKSHOPS
HUMAN RESOURCES MISCELLANEOUS TRAVEL AND MEETING EXPENSES
CALPELRA ANNUAL CONFERENCE
PRIMA ANNUAL CONFERENCE
LEAGUE OF CA CITIES EMPLOYER/EMPLOYEE CONFERENCE
ANERICAN MANAGEMENT ASSN HUMAN RESOURCES CONFERENCE
RESEARCH OFFICE MMASC MONTHLY MEETINGS AND ANNUAL CONFERENCE
LEAGUE OF CALIFORNIA LEGISLATIVE TRIP
LEAGUE LEGISLATIVE FELLOWSHIP PROGRAM
LEAGUE OF CALIFORNIA CITIES MEETINGS
MEETINGS WITH LEGISLATORS IN SACRAMENTO
MEETINGS WITH SDQ&E / ENERGY COMMISSION
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
INFORMATION SYSTEMS MISCELLANEOUS TRAVEL AND MEETING EXPENSES
RISK M ANAGEM ENT CALIFORNIA MANUFACTURERS ASSOCIATION ANNUAL CONFERENCE
PUBLIC AGENCY RISK MGRS ASSOC ANNUAL CONFERENCE
POLICE ADMINISTRATION CA PEACE OFFICERS ASSOC ANNUAL CONFERENCE
CALIFORNIA POLICE CHIEFS ASSOCIATION CONFERENCE
LEAGUE OF CA CITIES ANNUAL CONFERENCE
CALIF PEACE OFFICERS ASSOC TRAINING CONFERENCE
SENIOR MANAGEMENT INSTITUTE - POLICE FOUNDATION
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
POLICE OPERATIONS ANNUAL FBI NATIONAL ACADEMY CONFERENCE
MILEAGE FOR PERSONAL CARS FOR TRASNPORT TO COURT
POLICE INVESTIGATIONS 1 8TH NATIONAL CONFERENCE ON JUVENILE JUSTICE
HOMICIDE INVESTIGATORS ANNUAL SEMINAR
NORTH COUNTY INVESTIGATORS BREAKFAST MEETINGS
ANNUAL BURGLARY INVESTIGATORS SEMINAL
MISC TRAVEL AND MEETING EXPENSES & IMMED RESPONSE
OAKLAND, CA
SAN DIEGO
VARIOUS
SUBTOTAL PURCHASING
VARIOUS
SAN FRANCISCO
SAN FRANCISCO
LOS ANGELES
LOS ANGELES
SUBTOTAL PERSONNEL
S CALIFORNIA
SACRAMENTO
SACRAMENTO
UNKNOWN
SACRAMENTO
VARIOUS
VARIOUS
SUBTOTAL RESEARCH OFFICE
VARIOUS
SUBTOTAL INFORMATION SYSTEMS
MONTEREY
PALM SPRINGS
SUBTOTAL RISK MANAGEMENT
S CALIFORNIA
S CALIFORNIA
ANAHEIM
N CALIFORNIA
BOSTON, MA
VARIOUS
SUBTOTAL POLICE ADMINISTRATION
LAKE TAHOE
S CALIFORNIA
SUBTOTAL POLICE OPERATIONS
NEW ORLEANS, LA
SAN FRANCISCO
N COUNTY
UNKNOWN
VARIOUS
SUBTOTAL POLICE INVESTIGATIONS
1,200
400
400
2,000
1,650
600
600
300
300
3,450
700
200
1.200
500
1,400
6,000
600
10,600
1,000
1,000
1,200
1,000
2,200
600
600
600
600
N;C
500
2,900
600
1,200
1,800
600
1,000
400
500
1,500
4.000
190
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COS"
001-2131
001-2140
001-2150
001-2160
001-2210
001-2220
001-2230
POLICE VICE/NARCOTICS MISC TRAVEL AND MEETING EXPENSES & IMMED RESPONSE
CALIFORNIA NARCOTICS OFFICER'S ASSOCIATION CONFERENCE
POLICE TECHNICAL SERVIC MISCELLANEOUS TRAVEL AND MEETING EXPENSES
POLICE RESERVES RESERVE OFFICER COORDINATOR'S ANNUAL MEETING
MONTHLY RESERVE COORDINATOR'S MEETING
POLICE TRAFFIC MISCELLANEOUS TRAVEL AND MEETING EXPENSES
FIRE ADMINISTRATION CALIFORNIA FIRE CHIEFS CONFERENCE
CALIFORNIA FIRE CHIEFS QUARTERLY MEETINGS
SAN DIEGO COUNTY FIRE CHIEFS MONTHLY MEETINGS
CALIFORNIA FIRE SERVICES STATE TRAINING ASSOC
INTERNATIONAL FIRE CHIEFS ANNUAL CONFERENCE
MISCELLANEOUS COMPUTER SEMINARS (2)
FIRE SUPPRESSION CALIFORNIA STATE FIRE ACADEMY COURSES (20 ATTENDEES)
CALIFORNIA FIRE TRAINING OFFICERS WORKSHOP (6 ATTENDEES)
SAN DIEGO TRAINING OFFICERS REGIONAL FIRE ACADEMY
SAN DIEGO COUNTY FIRE CHIEFS AND TRAINING OFFICERS
S AREA FIRE RESEARCH CONFERENCE
FIRE PREVENITON STATE FIRE ACADEMY TRAINING (2)
STATE FIRE ACADEMY TRAINING (4)
ANNUAL NORTWSOUTH FIRE PREVENT OFFICERS MEETING
CA FIRE ALARM ASSOC AND FIRE PREVENTION OFFICER
BUILDING AND FIRE CODE SEMINARS (10)
S CA FIRE CHIEFS, PREVENTION OFFICERS MEETINGS
S CA PREVENTION OFFICERS COMMITTEE MEETINGS
COUNTY FIRE PREVENTION OFFICERS MEETINGS
VARIOUS
ORANGE COUNTY
TOTAL POLICE VICE/NARCOTICS
VARIOUS
SUBTOTAL POLICE TECHNICAL SERV
N CALIFORNIA
VARIOUS
SUBTOTAL POLICE RESERVES
VARIOUS
SUBTOTAL POLICE TRAFFIC
PALM SPRINGS
S CALIFORNIA
SD COUNTY
FRESNO
ORLANDO, FL
LA&SF
SUBTOTAL FIRE ADMINISTRATION
PACIFIC GROVE
SAN JOSE
SAN DIEGO
SAN DIEGO
LAS VEGAS, NV
SUBTOTAL FIRE SUPPRESSION
WEST COVINA
PACIFIC GROVE
SAN LUIS OBISPO
PALM SPRINGS
SAN DIEGO
LOS ANGELES
LOS ANGELES
SAN DIEGO
SUBTOTAL FIRE PREVENTION
2,000
2,000
4,000
3,000
3,000
1,000
600
1,600
100
100
800
400
400
600
1,600
1,200
5.0C"-
6,000
3.000
1,000
200
900
11,100
400
1,200
250
150
400
150
250
200
3,000
EMERGENCY MEDICAL EMERGENCY MEDICAL TECH I INSTRUCTOR TRAINING (2)
REGIONAL MEETINGS FOR PARAMEDIC COORDINATOR
EMERGENCY MEDICAL SERVICES TODAY (4)
S CALIFORNIA FIRE CHEIFS E.M.S.
PARAMEDIC CONTINUING EDUCATION SEMINARS
SACRAMENTO 1,000
SAN DIEGO 500
SOUTH WEST, U.S. 1,600
LOS ANGELES 200
S CALIF w
SUBTOTAL EMERGENCY MEDICAL 3,8^
191
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
001-2260 DISASTER PREPAREDNESS
001-3010 COMMUNITY DEVEL ADMIN
001-3110 ENGINEERING ADMIN
001-3130 MUNICIPAL PROJECTS
00 1 -35 1 0 CDBG/URBAN COUNTY
001-3220 PLANNING COMMISSION
001-3230 PLANNING
NOT YET GEOGRAPHIC INFO
ESTABLISHED
DISASTER PREPAREDNESS COORDINATION MEETINGS
CALIFORNIA OFFICE OF EMERGENCY SERVICES SEMINARS
CALIFORNIA SPECIALIZED TRAINING INSTITUTE
LEAGUE OF CA CITIES ANNUAL CONFERENCE
INTERNATIONAL CONFERENCE OF BUILDING OFFICIALS
CALIFORNIA BUILDING OFFICIALS ANNUAL BUSINESS MTG
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
LEAGUE OF CA CITIES ANNUAL CONFERENCE
PUBLIC WORKS OFFICER INSTITUTE (2)
REGIONAL AMERICAN PUBLIC WORKS ASSOCIATION MEETINGS
INSTITUTE OF TRANSPORTATION ENGINEERS SEMINARS
CARLSBAD CHAMBER MEETINGS FOR VARIOUS STAFF
DRAINAGE SEMINARS
SUBDIVISION MAP ACT SEMINARS
AMERICAN PUBLIC WORKS ASSOC MONTHLY MEETINGS
MISCELLANEOUS SEMINARS FOR DIVISION STAFF
COASTAL SOCIETY CONFERENCE
CALIFORNIA SHORE AND BEACH CONFERENCE
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
PLANNING COMMISSION INSTITUTE
LEAGUE OF CA CITIES ANNUAL CONFERENCE
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
AMERICAN PLANNING ASSOCIATION STATE CONFERENCE
AMERICAN PLANNING ASSOCIATION NATIONAL CONFERENCE
LEAGUE OF CA CITIES ANNUAL CONFERENCE
ASSOCIATION OF ENVIRONMENTAL PROFESSIONALS
URISA ANNUAL CONFERENCE
SIERRA USERS GROUP MEETING
GIS USERS GROUP
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
ARC/INFO TRAINING (2 @ 2 WEEKS EACH)
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
SAN DIEGO
S CALIFORNIA
SAN LUIS OBISPO
SUBTOTAL DISASTER PREPAREDNESS
ANAHEIM
DENVER, CO
MONTEREY
VARIOUS
SUBTOTAL COMM DEVEL ADMIN
ANAHEIM
N CALIFORNIA
SAN DIEGO
VARIOUS
CARLSBAD
VARIOUS
VARIOUS
SUBTOTAL ENGINEERING
SAN DIEGO
VARIOUS
SAN ANTONIO, TX
S CALIFORNIA
SUBTOTAL MUNICIPAL PROJECTS
VARIOUS
SUBTOTAL CDBG/URBAN COUNTY
N CALIFORNIA
ANAHEIM
VARIOUS
SUBTOTAL PLANNING COMMISSION
S CALIFORNIA
EAST COAST
ANAHEIM
S CALIFORNIA
S CALIFORNIA
N CALIFORNIA
PALM SPRINGS
VARIOUS
SUBTOTAL PLANNING
REDLANDS, CA
VARIOUS
SUBTOTAL GEOGRAPHIC INFO
100
250
400
750
900
1,700
800
500
3.900
300
800
300
1.000
500
500
500
3.900
600
2,000
1,500
1,500
5,600
200
200
5,500
600
400
6,500
500
2,000
600
600
400
300
1,000
6,600
12,000
5,000
3,000
8,000
192
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COS"
001-3240
001-3610
001-3411
001-4010
001-4021
001-4022
001-4023
001-4030
001-4040
001-4050
GROWTH MANAGEMENT TRAVEL ASSOCIATED WITH 8 GROWTH MANAGEMENT SEMINARS
BUILDING INSPECTION MISCELLANEOUS TRAVEL AND MEETING EXPENSES
INT'L ASSOCIATION OF PLUMBING AND MECHANICAL OFFICALS
HISTORIC PRESERVATION MISCELLANEOUS TRAVEL AND MEETING EXPENSES
STATE PRESERVATION CONFERENCE
STATE HISTORIC PRESERVATION CONFERENCE GRANT ALLOCATION
LIBRARY ADMINISTRATION PUBLIC LIBRARY ASSN ANNUAL CONFERENCE
CALIFORNIA LIBRARY ASSN ANNUAL MEETING
LEAGUE OF CA CITIES ANNUAL CONFERENCE
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
LEAGUE OF CA CITIES EXECUTIVE COMMITTEE MEETINGS
LIBRARY CIRCULATION MISCELLANEOUS TRAVEL AND MEETING EXPENSES
LIBRARY REFERENCE SERRA LIBRARY SYSTEM SEMINARS AND MEETINGS
CALIFORNIA LIBRARY ASSN SEMINARS AND ON-LINE USERS GROUP
CALIFORNIA LIBRARY ASSN ANNUAL CONFERENCE
PUBLIC LIBRARY ASSN ANNUAL CONFERENCE
LIBRARY GENEALOGY MISCELLANEOUS TRAVEL AND MEETING EXPENSES
LIBRARY CHILDREN'S LOCAL TRAVEL TO FACILITIES FOR STORYHOUR .SUMMER READING
SERRA CHILDREN'S SERVICES COMMITTEE MEETINGS
PALOMAR CHAPTER CLA QUATERLY MEETINGS
CALIFORNIA LIBRARY ASSN ANNUAL CONFERENCE
CHILDRENS LIBRARIAN ASSOCIATION CONFERENCE
CALIFORNIA READING ASSOCIATION
PUBLIC LIBRARY ASSN ANNUAL CONFERENCE
TECHNICAL SERVICES SERRA TECHNICAL AND AUTOMATION REVIEW COM M ITTEE
CALIFORNIA LIBRARY ASSN ANNUAL CONFERENCE
CALIFORNIA LIBRARY ASSOCIATION TECHNICAL SERVICES CHAPTER
INLEX USERS GROUP
PUBLIC LIBRARY ASSN ANNUAL CONFERENCE
AUDIO VISUAL MISCELLANEOUS TRAVEL AND MEETING EXPENSES
S CALIFORNIA
SUBTOTAL GROWTH MANAGEMENT
VARIOUS
BOISE, ID
SUBTOTAL BUILDING INSPECTION
VARIOUS
UNKNOWN
UNKNOWN
SUBTOTAL HISTORIC PRESERVATION
SAN DIEGO
SAN DIEGO
ANAHEIM
VARIOUS
VARIOUS
SUBTOTAL LIBRARY ADMINISTRATION
VARIOUS
SUBTOTAL LIBRARY CIRCULATION
VARIOUS
VARIOUS
SAN DIEGO
SAN DIEGO
SUBTOTAL LIBRARY REFERENCE
VARIOUS
SUBTOTAL LIBRARY GENEALOGY
CARLSBAD
SAN DIEGO
SAN DIEGO
SAN DIEGO
SANTA CLARA
ANAHEIM
SAN DIEGO
SUBTOTAL LIBRARY CHILDREN'S
SAN DIEGO
SAN DIEGO
S CALIFORNIA
MONTEREY
SAN DIEGO
SUBTOTAL TECHNICAL SERVICES
VARIOUS
SUBTOTAL AUDIO VISUAL
2,000
2,000
2,000
1,100
3,100
200
1,800
200
2,200
500
400
300
400
400
2,000
200
200
3i
300
400
400
1,400
500
500
50
125
80
100
650
100
200
1,305
150
350
200
1,000
30f
2,0,
300
300
193
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
001-4052
001-4060
001-4070
001-4210
001-4220
001-4110
001-4111
001-4121
161-4122
161-4123
001-4131
MEDIA SERVICES MISCELLANEOUS TRAVEL AND MEETING EXPENSES
ADULT LEARNING CALIFORNIA LITERACY STATE CONFERENCE
CALIFORNIA LIBRARY ASSN ANNUAL CONFERENCE
PUBLIC LIBRARY ASSN ANNUAL CONFERENCE
BRANCH SERRA SYSTEM COMMITTEE MEEINNGS AND WORKSHOPS
CULTURAL ARTS NATIONAL ASSOCIATION OF LOCAL ARTS AGENCIES
CALIFORNIA FEDERATION FOR THE ARTS
LEAGUE OF CA CITIES EXECUTIVE COMMITTEE
LEAGUE OF CA CITIES ANNUAL CONFERENCE
CALIFORNIA ASSEMBLY OF LOCAL ARTS AGENCIES
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
SISTER CITY SISTER CITY TRAVEL DELEGATIONS
PARKS & REC ADMIN PARKS & RECR ADMINISTRATORS INSTITUTE
CALIFORNIA PARK AND RECREATION SOCIETY ANNUAL CONFERENCE
AMERICAN SOCIETY OF LANDSCAPE ARCHITECTS ANNUAL CONF
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
PARKS & REC COMMISSION CALIFORNIA PARK AND RECREATION SOCIETY ANNUAL CONFERENCE
ADDITIONAL WORKSHOPS, CONFERENCES, ETC.
PARK OPERATIONS PARK AND RECREATION SOCIETY CONFERENCE
NATIONAL PARK & RECREATION PARK PLANNING & MAINT SCHOOL
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
TREE MAINTENANCE STREET TREE SEMINARS AND PROFESSIONAL MEETINGS
MEDIAN MAINTENANCE LANDSCAPE SEMINARS
RECREATION OPERATIONS CALIFORNIA PARK AND RECREATION SOCIETY ANNUAL CONFERENCE
LOCAL ONE DAY WORKSHOPS IN SAN DIEGO AND ORANGE COUNTIES
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
VARIOUS
SUBTOTAL MEDIA SERVICES
UNKNOWN
SAN DIEGO
SAN DIEGO
SUBTOTAL ADULT LEARNING
SAN DIEGO
SUBTOTAL BRANCH
COLUMBUS, OHIO
SACRAMENTO
SACTO & SF
ANAHEIM
SACTO & SF
VARIOUS
SUBTOTAL CULTRUAL ARTS
FUTTSU, JAPAN
SUBTOTAL SISTER CITY
ASILOMAR
SANTA CLARA
SANTA BARBARA
VARIOUS
SUBTOTAL PARKS AND RECR ADMIN
SANTA CLARA
VARIOUS
SUBTOTAL PARKS AND RECR COMM
SANTA CLARA
CO SPRINGS, CO
VARIOUS
SUBTOTAL PARK OPERATIONS
VARIOUS
SUBTOTAL TREE MAINTENANCE
VARIOUS
SUBTOTAL MEDIAN MAINTENANCE
ANAHEIM
S CALIFORNIA
VARIOUS
SUBTOTAL RECREATON OPERATIONS
600
600
800
100
100
1,000
SOO
500
700
200
350
350
600
400
2,600
6,000
6,000
750
750
550
1,300
3,350
500
200
700
820
1,030
450
2,300
700
700
250
250
200
750
1,850
2,800
194
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT
001-4133 AQUATICS
001-4134 AGUA HEDIONDA LAGOON
001-4141 SENIOR COMMISSION
001-4142 SENIOR PROGRAM
001-5110 STREET MAINTENANCE
001-5320 FACILITIES MANAGEMENT
001-5410 TRAFFIC SIGNAL MAINT
TRAVEL DESCRIPTION
LOCAL PROFESSIONAL MEETINGS & SD COUNTY AQUATIC COUNCIL
NAT'L PARK AND RECREATION ASSN AQUATIC MANAGEMENT SCHOOL
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
BASIC AND ADVANCED BOATING SAFETY
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
AMERICAN SOCIETY ON AGING CONFERENCE
N COUNTY SENIOR DIRECTOR'S MEETINGS
AREA AGENCY ON AGING MEETINGS
CONGRESSMAN PACKARD'S SENIOR ADVISORY MEETINGS
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
MAINTENANCE SUPERINTENDENT ASSOCIATION MEETINGS
MAINTENANCE SUPERINTENDENT CONFERENCE
TRAFFIC CONTROL SUPERVISORS ASSOCIATION
QUARTERLY STATE BOARD MEETING OF TCSA
MEALS FOR MONTHLY TCSA MEETINGS
BUILDING MAINTENANCE WORKSHOP
TECHNICAL & PROFESSIONAL MANAGEMENT SKILLS SEMINAR
COMPUTER TRAINING SEMINAR
BASIC HVAC MAINTENANCE SEMINAR
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
CALIFORNIA TRAFFIC SIGNAL ASSOCIATION
DESTINATION
S CALIFORNIA
LAKE ARROWHEAD
VARIOUS
SUBTOTAL AQUATICS
SAN DIEGO
VARIOUS
SUBTOTAL AGUA HEDIONDA LAGOON
VARIOUS
SUBTOTAL SENIOR COMMISSION
NEW ORLEANS, LA
SAN DIEGO
SAN DIEGO
SAN DIEGO
VARIOUS
SUBTOTAL SENIOR PROGRAM
SAN DIEGO
UNKNOWN
VISALIA
VARIOUS
CARLSBAD
SUBTOTAL STREET MAINTENANCE
LOS ANGELES
SAN DIEGO
SAN DIEGO
SAN DIEGO
VARIOUS
SUBTOTAL FACILITIES MANAGEMENT
VARIOUS
SUBTOTAL TRAFFIC SIGNAL MAINT
CO?
90
275
135
500
100
50
150
100
100
1,270
90
180
40
420
2,000
220
560
300
2,060
200
200
200
500
300
1,400
1,500
1.500
195
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO
001-6010
302-3510
511-6110
620-5210
131-3330
161-6210
181-8119
181-8120
501-6310
DEPARTMENT TRAVEL DESCRIPTION
U & M ADMINSfTRATION LEAGUE OF CA CITIES ANNUAL CONFERENCE
MMASC CONFERENCE
SAN DIEGO WATER GROUP
A.P.W.A.
A.P.W.A. NATIONAL CONFERENCE
MAINTENANCE SUPERINTENDENT ASSOCIATION
SOLID WASTE MANAGEMENT WORKSHOP
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
BLOCK GRANT(ENTITLEMEN HUD/CDBG TRAINING (3 SESSIONS, 3 DAYS EACH)
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
NAHRO TRAINING MEETING
SANITATION SOLID WASTE MANAGEMENT WORKSHOP
WATER POLLUTION CONTROL ASSOCIATION MEETINGS
WATER RECLAMATION SYMPOSIUM
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
FLEET OPERATIONS MISCELLANEOUS TRAVEL AND MEETING EXPENSES
HOUSING CERTIFICATE HAEDA QUARTERLY MEETINGS
HUD & NAHRO SECTION 8 TRAINING
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
STREET LIGHTING MEETINGS REGARDING STREET LIGHT OPERATIONS AND MAINT
SENIOR GRANT CALIFORNIA ASSOC OF NUTRITION DIRECTORS
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
SENIOR GRANT MILEAGE FOR DELIVERY OF MEALS TO HOMEBOUND
WATER SERVICES MAINTENANCE SUPERINTENDENTS MEETINGS
SAN DIEGO WATER GROUP MEETINGS
SAN DIEGO WATER RECLAMATION MEETINGS
WATER RECLAMATION SYMPOSIUM
CROSS CONNECTION MEETINGS AND SEMINARS
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
DESTINATION
ANAHEIM
LOS ANGELES
SAN DIEGO
SAN DIEGO
ST LOUIS, MS
SAN DIEGO
LOS ANGELES
VARIOUS
SUBTOTAL UTILITIES/MAINT ADMIN
LOS ANGELES
VARIOUS
SACRAMENTO
SUBTOTAL BLOCK GRANT (ENTITLE)
LOS ANGELES
SAN DIEGO
SAN DIEGO
VARIOUS
SUBTOTAL SANITATION
VARIOUS
SUBTOTAL FLEET OPERATIONS
LOS ANGELES
SACTO & LA
VARIOUS
SUBTOTAL HOUSING CERTIFICATE
VARIOUS
SUBTOTAL STREET LIGHTING
SACRAMENTO
VARIOUS
CARLSBAD
SAN DIEGO
VARIOUS
SAN DIEGO
LAJOLLA
SAN DIEGO
VARIOUS
SUBTOTAL WATER SERVICES
COST
500
500
100
175
1,680
120
200
350
3,625
1,350
150
700
2,200
400
300
100
400
1,200
500
500
200
3,000
300
3,500
1,000
1,000
700
763
1,463
700
700
300
300
200
400
600
300
2,100
196
CITY OF CARLSBAD
TRAVEL REQUESTS 1990-91
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COS
640-1720 DATA PROCESSING SIERRA USERS GROUP
COMDEX CONFERENCE
ARC/INFO CONFERENCE (GIS USERS)
GOVERNMENT TECHNOLOGY CONFERENCE
MACWORLD EXPOSITION ANNUAL CONFERENCE
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
810-3410 REDEVELOPMENT COMMUNITY REDEVELOPMENT AGENCIES ASSOCIATION
NATL ASSN OF HOUSING AND REDEVELOPMENT OFFICIALS
CALIFORNIA ASSOCIATION FOR LOCAL ECONOMIC DEVELOPMENT
INTERNATIONAL DOWNTOWN EXECUTIVES SAN DIEGO ASSOCIATION
CALIFORNIA HOUSING DEVELOPMENT
MISCELLANEOUS TRAVEL AND MEETING EXPENSES
WATER DISTRICT
GENERAL SERVCIES
WATER COMMISSION ASSOCIATION OF CALIFORNIA WATER AGENCIES SPRING CONFERENCE
ASSOCIATION OF CALIFORNIA WATER AGENCIES FALL CONFERENCE
ASSOCIATION OF CALIFORNIA WATER AGENCIES COMMITTEE MTGS
AMERICAN WATER WORKS ASSOCIATION - FALL CONFERENCE
STAFF ASSOCIATION OF CALIFORNIA WATER AGENCIES SPRING CONFERENCE
ASSOCIATION OF CALIFORNIA WATER AGENCIES FALL CONFERENCE
AMERICAN WATER WORKS ASSOCIATION - SPRING CONFERENCE
AMERICAN WATER WORKS ASSOCIATION - FALL CONFERENCE
AMERICAN WATERWORKS ASSOCIATION - DISTRIBUTION SYMPOSIUM
NATIONAL WATER RESOURCES ASSOCIATION - ANNUAL CONFERENCE
ASSOCIATION OF WATER RECLAMATION AGENCIES
CALIFORNIA WATER POLLUTION CONTROL ASSOCIATION
GOVERNMENT FINANCE OFFICERS ASSOCIATION - NAT'L CONFERENCE
GRAND TOTAL TRAVEL
CALIFORNIA
LAS VEGAS, NV
PALM SPRINGS
SACRAMENTO
SAN FRANCISCO
VARIOUS
SUBTOTAL DATA PROCESSING
SAN FRANCISCO
LOS ANGELES
LOS ANGELES
SAN DIEGO
LOS ANGELES
VARIOUS
SUBTOTAL REDEVELOPMENT
S CALIF
N CALIF
CALIFORNIA
WESTERN US
S CALIF
N CALIF
WESTERN US
WESTERN US
WESTERN US
UNKNOWN
CALIFORNIA
CALIFORNIA
UNKNOWN
SUBTOTAL GENERAL SERVICES
400
800
500
600
1,100
4,000
7,400
1,150
1,050
400
400
500
500
4,000
3,000
5,000
2.000
2,00"
700
1,000
2,100
2,800
2,000
2,000
2,000
2,000
2,500
29,100
241, 793
197
GLOSSARY
APPROPRIATION - A specific amount of money authorized by the City Council for
an approved work program or individual project.
ASSESSED VALUATION - A dollar value placed on real estate or other property by
San Diego County as a basis for levying property taxes.
BALANCED BUDGET - A budget in which planned expenditures do not exceed planned
funds available.
BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund from
the prior/current year after payment of the prior/current year expenses.
BOND - A certificate of debt issued by an entity, guaranteeing payment of the
original investment, plus interest, by a specified future date.
BUDGET - An annual financial plan that identifies revenues, types and levels of
services to be provided, and the amount of funds which can be spent. Carlsbad's
Operating Budget encompasses one fiscal year, as does the Capital Improvement
Program appropriation.
CAPITAL IMPROVEMENT PROGRAM - A multi-year financial plan containing proposed
construction of physical assets such as park, street, sewerage, and recreation
facilities. This program has identified all projects which are the responsi-
bility of the City between the present to buildout.
CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more
and with an estimated useful life of more than one year, such as automobiles,
computer terminals, and office furniture, which appear in the Operating Budget.
COST ALLOCATION - A method used to charge General Fund costs to special revenue
programs, such as enterprise funds, and internal service funds.
DEBT SERVICE - The payment of principal and interest on borrowed funds such as
bonds.
DEPARTMENT - An organizational unit comprised of programs or divisions. Examples
include the Police Department, Library Department, and Personnel Department.
ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has not
yet occurred.
ENTERPRISE FUND - A fund type established to account for the total costs of
selected governmental facilities and services which are operated similar to
private enterprises. These programs are entirely self-supported, and include
the Water and Sanitation Departments.
EXPENDITURE - The actual spending of funds set aside by appropriation for
identified goods and services.
FEE - A general term used for any charge levied by government for providing a
service or permitting an activity.
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FISCAL YEAR - A twelve-month period of time designated as the budget year.
Carlsbad's fiscal year is July 1 to June, 30.
FUND - A set of inter-related accounts to record revenues and expenditures
associated with a specific purpose.
FUND BALANCE - The amount of financial resources available for use.
GENERAL FUND - The primary fund used by the City for which revenues and
expenditures are not legally restricted for use. Examples of departments
operating within the General Fund include Fire, Parks and Recreation and the City
Manager's Office.
GRANT - Contributions of cash or other assets from another governmental agency
to be used or expended for a specified purpose, activity, or facility.
GROWTH MANAGEMENT PLAN - A comprehensive approach to land use planning insuring
controlled and managed growth within the City, while providing designated public
facilities.
GROWTH MANAGEMENT STANDARDS - Standards for acceptable service levels which have
been established for eleven public facility categories.
INTERFUND TRANSFERS - Payments from one fund to another fund, primarily for work
or services provided.
INTERNAL SERVICE FUND - A fund which provides services to all City departments,
and bills the various other funds for services rendered. Examples of Internal
Service Funds include Fleet Maintenance, Data Processing, and Worker's
Compensation Insurance.
MAINTENANCE AND OPERATION - A general category used for classifying expenditures
for materials, supplies and services which are normally used within and fiscal
year.
OPERATING BUDGET - The annual appropriation of funds for on-going program costs,
which include salaries, benefits, maintenance, operation, and capital outlay
items.
OPERATING COSTS - Estimated expenses which can be expected to occur following
the construction of a Capital Improvement Project.
PERSONNEL - Costs associated with providing the staff necessary to provide the
desired levels of services. Included are both salary and benefit costs.
REVENUES - Amount of funds received from the collection of taxes, fees, permits,
licenses, interest, and grants during the fiscal year.
SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted by
the City, State, or Federal Government as the method to which they may be spent.
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DESCRIPTION OF FUNDING SOURCES
FOR CAPITAL IMPROVEMENT PROGRAM
PUBLIC FACILITIES FEES - The public facilities fee was developed to pay for a wide
variety of infrastructure improvements that will be required to serve new
development. The concept behind the fee is that these improvements are only
necessary because of new development and population increase related to that
development. The cost of these improvements should therefore be born by the
development community, not the existing taxpayer. The present PFF fee is 3.5% of
building permit valuation-, collected at time of building permit. A specific list
of projects to be funded from this source has been approved by Council.
TRAFFIC IMPACT FEES - The traffic impact fee is similar in concept to the public
facility fee however, the scope of projects funded is limited to circulation
concerns and the fee is based on the number of average daily trips generated by
various types of land use. Single family residential units are assumed to
generate 10 trips per day, while multiple family units generate 8 trips per day.
Commercial and industrial trip generations vary widely, however an average was
computed and used at 17 trips per day. Fees are collected at time of building
permit issuance. A specific list of projects to be funded from this source has
been approved by Council.
BRIDGE AND THOROUGHFARE BENEFIT DISTRICT - The City's Bridge and Thoroughfare
Benefit District was created under Section 66484 of the Government Code. Three
interchanges along the 1-5 corridor are to be funded from this source:
Palomar Airport Road
Poinsettia Lane
La Costa Avenue
The underlying concept of this district is that a specific area of Carlsbad
benefits from the improvement of these interchanges. Further, the improvement of
these interchanges would be unnecessary if it were not for development occurring
in the benefit district area. The fee is based on average daily trips in a manner
similar to traffic impact fees. Fees are payable at time of building permit
issuance.
PARK-IN-LIEU FEES - The City's park-in-lieu or park development fee is assessed
under provisions of the Subdivision Map Act which allows the City to require the
dedication of land, or the payment of a fee in lieu of land to be used for the
purchase (or development) of park property. The City Council has established
clear park standards, described in the Growth Management Program, that specify
total park acreage by quadrant. Fees are paid at the time of building permit
issuance, although an agreement to pay fees is required at the time of final map
approval.
PLANNED LOCAL DRAINAGE FEES - The Master Drainage Plan developed in 1980
established the concept of drainage zones or areas. Within each drainage area, a
fee is charged to new development to offset the cost of storm drain improvements
within that area. The 1980 Drainage Plan set up 13 drainage areas and specified
improvements to be made within each. The fee charged to new development varies
widely from one area to the next depending on the extent of drainage improvements
needed and the potential development within each area. The fee is payable at time
of final map approval.
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SEWER CONSTRUCTION FEES - The sewer construction fee is collected from all types
of development based on the number of equivalent dwelling units (EDU's) required
by each user. A single family dwelling is assigned a value of 1 EDU. A formula
has been established for computing the number of EDU's for each type of use based
on square footage, seating capacity, type of industry and other factors. The
sewer system improvements to be paid for from this source are discussed in the
City's Sewer Master Plan. Fees are payable at time of building permit.
TAX INCREMENT BONDS - The Carlsbad Redevelopment Agency has the authority to issue
bonds to pay for public improvements which will be repaid from tax revenue
received by the Agency. The size of the bond issue is dependent on the amount of
tax revenue received. No additional tax is paid by properties within the
redevelopment area. The total property tax paid by a property owner is limited by
the State Constitution. The Agency receives its revenue from its ability to
collect the full amount of taxes paid by all new development (above a base figure
established by the County), rather than sharing this tax growth with other
agencies.
WATER FUNDS - The City's Water Enterprise Fund charges a user fee for providing
water services to residents and businesses in Carlsbad. This fee includes a very
small amount to fund capital improvements. Under a 1982 agreement with Costa Real
Water District, the City no longer is required to construct major water system
improvements.
GENERAL CAPITAL CONSTRUCTION FUND - The General Capital Construction Fund is
supported by the transfer of any year-end surplus that may exist in the City's
General Fund. For this reason it is considered to be general purpose funds that
may be used to finance any capital project. There is no dependable way to
forecast transfers into this fund since future surpluses are dependent on the
City's ability to match costs with revenues. Any use of these funds is controlled
by Proposition H limitations which state that any expenditure of $1 million or
more on a single capital project requires voter approval.
PROPOSITION A - TRANSPORTATION SALES TAX PROGRAM - Proposition A revenues are
received as a result of a 1/2 cent sales tax throughout San Diego County.
Allocations are determined by the San Diego Association of Governments acting as
the San Diego County Regional transportation commission. Annual allocations to
each jurisdiction are based upon weighed factors of population (2/3) and the miles
of roadway maintained (1/3). Funds may be used in any of three ways: 1) To
rehabilitate and repair existing roadways, 2) To reduce congestion and improve
safety, and 3) To construct needed facilities.
ZONE 5 PARK FEE - The Local Facilities Management Plan for Zone 5 has identified a
need for park facilities which do not currently exist. Specific projects have not
yet been identified. The fee is assessed at a rate of 40 cents per square foot on
all development permits issued within Zone 5.
MAJOR FACILITIES CHARGE - A fee paid by new development to finance the
construction of new projects, as well as the enlargement of existing potable water
facilities.
CAPITAL SURCHARGE - A portion of the retail water rate to fund the replacement of
existing potable water facilities.
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