HomeMy WebLinkAbout; ; 1991-1992 Budget & CIP; 1991-06-18FINANCE
CITY OF CARLSBAD • CALIFORNIA
1991-92
Operating Budget
CAPITAL IMPROVEMENT PROGRAM
1991-1992 toBUlLDOUT
CITY OF CARLSBAD. CALIFORNIA
1991 -92 OPERATING BUDGET
MAYOR
CLAUDE "BUDDY-LEWIS
CITY COUNCIL
ANN J. KULCHIN ERIC LARSON
MARGARET STANTON JULIE NYGAARD
CITY MANAGER
RAYMOND R. PATCHETT
FINANCIAL MANAGEMENT DIRECTOR
JAMES F. ELLIOTT
PREPARED BY THE FINANCE DEPARTMENT
fi
.m
s. •*»
li
CITY OF CARLSBAD, CALIFORNIA
1991-92 BUDGET
TABLE OF CONTENTS
TABLES
City Manager's Letter 1
GFOA Distinguished Budget Award 9
CSMFO Excellence in Operating Budgeting Award 10
CSMFO Excellence in Capital Budgeting Award 11
Projected Fund Balances for 1990-91 12
Projected Fund Balances for 1991-92 14
Expenditure Summary 16
Revenue Estimates 20
Personnel Allocations 27
Organization Chart 39
Graphics 40
Carlsbad Community Profile 44
Growth Management Plan 45
Budget Process 46
Accounting System 48
BUDGET DETAIL
GENERAL GOVERNMENT
City Council 49
City Manager 50
Public Information 51
City Clerk 52
City Attorney 53
Finance 54
Cash Management 55
Audit 56
Purchasing 57
Human Resources 58
Health Insurance 59
Research 60
Information Systems 61
Data Processing 63
Risk Management 64
Worker's Compensation 65
General Liability 66
Miscellaneous Non-Departmental 67
TABLE OF CONTENTS
Page Two
PUBLIC SAFETY
Police Department Summary 69
Administration 70
Operations 71
Investigations 72
Vice/Narcotics 73
Technical Services 74
D.A.R.E 75
Reserve Officers 76
Traffic 77
Fire Department Summary . 78
Administration 79
Suppression 80
Prevention 81
Emergency Medical Services .82
Weed Abatement 83
Disaster Preparedness 84
DEVELOPMENTAL SERVICES
Community Development Administration 85
Geographic Information System 86
Engineering Department Summary 87
Administration 88
Development 89
Municipal Projects 90
Transportation 91
Water Pollution Control 92
Planning Commission 93
Land Use Planning 94
Growth Management 95
Building Inspection 96
CULTURE AND RECREATION
Library Department Summary 97
Administration 98
Circulation 99
Reference Services 100
Genealogy/Local History 101
Children's Services 102
TABLE OF CONTENTS
Page Three
Technical Services 103
Collection Development & Acquisitions 104
Audiovisual Services 105
Media Services 106
Adult Learning , 107
La Costa Branch 108
Cultural Arts 109
Sister City 110
Audiovisual Insurance Ill
California Library Service Act (CLSA) 112
Public Library Fund (PLF) 113
Partnerships for Change 114
Parks and Recreation Department Summary 115
Administration 116
Commission 117
Operations 118
Tree Maintenance 120
Median Maintenance 121
Recreation Operations 122
Recreation Fee Supported 123
Aquatics 124
Recreation - Agua Hedionda Lagoon 125
Senior Commission 126
Senior Programs 127
Senior Grant 128
UTILITIES AND MAINTENANCE
Utilities and Maintenance Department Summary 129
Administration 130
Street Maintenance 132
Facilities Maintenance 134
Traffic Signals 135
Buena Vista Creek Channel Maintenance 136
Street Lighting 137
Sanitation Services 138
Water Services 139
Solid Waste Management 140
Fleet Operations 141
Vehicle Replacement 142
TABLE OF CONTENTS
Page Four
HOUSING AND REDEVELOPMENT
Housing and Redevelopment Department Summary 143
Historic Preservation 144
Housing Certificates and Voucher Programs 145
Portable Vouchers 146
Community Development Block Grant 147
Redevelopment 148
Affordable Housing 149
WATER DISTRICT
Carlsbad Water District Summary 151
Administration 152
Maintenance & Operations 153
Engineering 154
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Overview 155
Current & Future (1991-92 to Buildout) Projects Table 165
Capital Improvement Program Cash Flow 179
APPENDICES
Capital Outlay Requests 187
Travel Requests 189
Glossary 197
City of Carlsbad
Finance- Deoartment
December 10, 1991
TO: Honorable Mayor and City Council
FROM: City Manager
1991-92 OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM BUDGET
The City Council adopted the Operating Budget of $68.8 million on June 18, 1991, and the
Capital Improvement Program Budget of $50.6 million on December 10,1991. This results
in a total budget of $119.4 million for 1991-92.
The General Fund Operating budget is balanced, with current operating costs funded
through current revenues. The budget format once again presents service programs which
contain narrative statements addressing Work Programs, Work Activities and their resulting
Workload Measures or Performance Objectives. These narrative statements reflect the
types and levels of services that are occurring throughout the community. Carlsbad and
its citizens can be proud of the quality of the services delivered.
The beginning of the 1990-91 fiscal year presented an economic environment consistent
with our expectations. Major events during the year, however resulted in significant
impacts to the economy, and have influenced the outcome of the 1991-92 budget.
National, state, and local economies alike have recognized and must continue to face the
economic realities of a recession, the Gulf War, and new, more stringent government
regulations on the banking industry. All have contributed to decreased levels of retail
sales, construction activity and home resales, which drive the City's revenues. All of the
fund types in the budget, from the General Fund, which receives its resources from taxes
and fees, to those funds that operate as a true enterprise, are experiencing the results of
a slow economy. The flattening of revenues coming into Carlsbad has slowed the growth
of existing and new programs, resulting in the preparation of the tightest operating budget
in many years.
1200 Carlsbad Village Drive - Carlsbad, California 92008-1989 - (619) 434-2867
This letter will address the policies that were instrumental in formulating the Operating
Budget for 1991-92. A discussion of the estimated revenues, and the basic assumptions
made in developing them will follow. Next, the 1991-92 expenditures will be noted.
Budgetary Policies
The goal in preparing the City budget under any circumstance is to arrive at a balanced
budget, whereby current revenues support current expenses. In order to arrive at a
balanced state, policies were developed which took account of revenues as well as new
costs which needed to be absorbed in 1991-92. In the past, the City of Carlsbad has
generally relied on a steady growth in revenue to operate. As the 1991-92 budget was
prepared, it became apparent that the broader economy was having an impact on Carlsbad,
and that local revenues were depressed. General Fund revenues are projected to increase
by approximately 6% over the revenues for 1990-91. This increase reflects inflation only,
as opposed to true growth in resources.
Forces other than flat revenues have also influenced 1991-92 budget preparation. The
imposition of new fees and taxes levied by the state and federal governments has resulted
in new costs which needed to be absorbed by the City. First, the State balanced its 1990-
91 budget on the shoulders of Cities, by passing Senate Bill 2557. This bill allows counties
to levy charges for property tax administration, and booking fees. Property tax
administration fees of $90,000 have been included in the 91-92 budget, as have $254,000
for booking fees. Second, the Social Security Administration has imposed Social Security
taxes on all employees not presently covered by a pension plan. As a result, the City will
be paying these taxes on all part time employees, which has added $100,000 in expenses
to the 1991-92 budget.
The last major cost which was absorbed in the 1991-92 budget is full year expenses for the
Liability Insurance Premium. The City Council chose to purchase a Liability Insurance
premium in December, 1990. One-half of the costs were absorbed as coverage was
obtained for approximately one-half of the 1990-91 year. The cost for funding the
premium for a full year is now included in the budget and has increased liability insurance
expenses by $500,000.
In order to reach the goal of a balanced budget within the constraints of a slow economy
and the absorption of new costs, departments were directed to add no new programs or
positions. In fact, departments were asked to structure their 1991-92 budgets at or below
their 1990-91 budget levels. These steps in conjunction with deferring projects, especially
consultant related projects, as well as the purchase of capital outlay items, has resulted in
a balanced budget.
Revenue
The table below shows the operating revenues the City expects to receive for 1990-91 as
well as those projected for 1991-92. The first line shows General Fund revenue for which
the City has taken a conservative position in projecting for 1991-92 due to the high level
of uncertainty about the 1991-92 economy. General Fund revenues, those resources
received from taxes and fees, are expected to be increase by only $2.5 million or 5.7%.
This can be considered within the range of inflation, and no significant increases within
any single General Fund revenue source are projected.
The Special Revenue Fund revenues, as a whole, show an increase of 15% in anticipated
revenues. Special Revenue Funds include those programs funded by grants, such as the
Housing and Senior Nutrition programs, as well as special maintenance assessment
districts. The Street Tree and Median Maintenance Benefit Assessment Districts are the
programs which are instrumental in pushing up the Special Revenue Fund revenues. This
is due to the third and final year of implementing the maintenance district assessment
funding, resulting in the higher assessments needed to fully fund these programs.
The largest increase in revenues shown below, occurs within the Enterprise Funds. A fee
study was recently completed for the Sewer Fund which was the basis for the City Council's
implementation of a significant fee increase needed to support the Encina waste water
facility and the maintenance and depreciation of the entire City sewer system. The
increased fees are projected to bring in an additional 58% in Sewer Fund revenues.
Internal Service Funds reflect a projected 6.5% increase in revenues. This increase reflects
a near doubling in rates assessed to all programs for their share of Liability Insurance.
Redevelopment revenues are dependent on the area's Property Tax and their incremental
increases from the base year. These revenues are projected to increase by 14% in 1991-92.
REVENUE SUMMARY
BY FUNCITON
PROJECTED
FUND 1990-91
GENERAL FUND $41.1
SPECIAL REVENUE FUNDS 4.0
ENTERPRISE FUNDS 4.1
WATER DISTRICT 7.0
INTERNAL SERVICE FUNDS 5.8
REDEVELOPMENT 1.8
TOTAL OPERATING $63.8
ESTIMATED
1991-92
$43.6
4.7
5.4
5.7
6.2
2.1
$67.7
t DIFFERENCE AS%OF
1 PROJECTED
1 $2.5 5.7%
I 0.7 14.9%
1 1.3 24.1%
I -1.3 -22.8%
1 0.4 6.5%
1 0.3 14.3%
f $3.9 5.8%
.3
The only revenues which have decreased from the previous year are those for the Water
District. These revenues have dropped off by $1.3 million or 22.8%. This reduction is
due to the restricted use of water in response to the drought.
Let's take a closer look at General Fund revenues as they are of most interest. These
revenues are generated through sales and use taxes, and fees for services. These revenues
reflect the health of the broader regional economy with sales tax indicating consumer
confidence, the transient occupancy tax tracking the amount of discretionary income, and
the property tax showing the condition of the real estate markets within the City. The
relatively flat 1991-92 projections for these revenues indicate an economy keeping pace
with inflation with little to no actual growth. The combination of property tax, sales tax,
and transient occupancy tax generate 65% of the General Fund revenues.
The table below provides a summarized outlook of the major General Fund revenues.
Property tax, Carlsbad's largest single revenue source, is expected to increase by 9.0% in
1991-92, for a total of $14.6 million. Reduced property transactions and the higher
assessed values that result from that turnover, has slowed this revenue from its previous
double digit pace to the projected level. Sales tax revenues are projected to increase by
5% in 1991-92, for a total of $10.5 million. Carlsbad has also experienced double digit
increases in sales tax revenues in the past, however spending within the Plaza Camino Real
mall and Car Country has found this revenue increasing in recent months by an inflationary
rate only. The effect of the return of the Desert Storm troops to Camp Pendleton remains
an unknown factor in the sales tax revenue forecast. Travel to Carlsbad is also down, as
reflected in the projected transient occupancy tax. An increase of 3.1%, or $100,000, is
forecast for a total of $3 million. Although this increase reflects general inflation, the
travel industry has fallen below last years levels through 1990-91. This industry will have
to show a significant recovery to meet even this minimal growth projection.
SIGNIFICANT REVENUES TO THE GENERAL FUND
FUND SUMMARY
OPERATING
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
OTHER GENERAL FUND
TOTAL GENERAL FUND REVENUE
PROJECTED
1990-91
$13.4
10.0
3.2
14.5
$41.1
ESTIMATEC
1991-92
$14.6
10.5
3.3
15.2
$43.6
DIFFERENCE
$1.2
$0.5
$0.1
$0.7
$2.5
AS%OF
PROJECTED
9.0%
5.0%
3.1%
4.8%
6.1%
Development within Carlsbad has also slowed in concert with the general economy. As a
result, development revenues are again projected to be flat. Staff has consistently projected
a return to a more normal level of development as the Growth Management Program
matures. If the economy improves during 1991-92 we can look to greater development
revenues by year end.
One additional revenue source the City uses to support General Fund street maintenance
operations is State Gas Tax. These revenues will total $875,000 for 1991-92 based on the
states' allocation formula. The calculation of total funds available to support General Fund
Operations includes both General Fund revenues and the Gas Tax funds.
The City and the community alike need to be aware of the impact that the State's budget
balancing maneuvers may have upon the City. The State of California is facing a $14 to
$15 billion budget deficit for 1991-92. The size of this deficit and the depth of the
problems at the State level make it clear that the Governor will be looking to local
government for help in solving the dilemma. Should the State attack City revenues, service
level reductions will need to be implemented. The budget does not attempt to deal with
this contingency other than to recognize that there is a direct threat to our community.
Expenditures
As can be seen in the table on the following page, the City Operating Budget is down by
$2.5 million or 3.5% overall, and reflects the effort taken to compile a budget within the
existing economic constraints. The most dramatic decrease in expenditures is within the
Water District, down 25% or $1.8 million. The drought has resulted in the District
purchasing significantly less water for distribution to the users, thereby reducing their
expenditures for that commodity. Also down from the 1990-91 budget are the Internal
Service Fund expenditures at 4.8% or $300,000. The Data Processing program made
significant capital purchases during 1990-91, which will not be repeated in 1991-92, while
the Vehicle Replacement Program has reduced the amount which will be spent on vehicle
replacements during 1991-92. The Worker's Compensation Self Insurance Fund was
balanced by transferring $500,000 in contributions from the fund balances of the General
Fund, the Sewer Fund and the Water Fund. The Redevelopment Agency has a proposed
budget containing no increase over the 1990-91 year, and conformed to the same
budgetary guidelines as all other City programs.
Two budget categories contain increases in spending; Special Revenue Funds and
Enterprise Funds. Special Revenue Funds are up by $300,000 or 6.8% due to the
scheduled maintenance of the Buena Vista Creek Channel. Maintenance on the Channel
is scheduled to occur once every three years. The Enterprise Funds, as a group, show the
largest increase in expenditures, up $800,000 or 15%. While the Water Enterprise is down
by 16% due to the expiration of debt and a one time expenditure in 1990-91 for Base
Mapping, the Sanitation Fund has increased by 30%. The increase is due to more accurate
accounting for depreciation of the sewer lines.
OPERATING BUDGET SUMMARY
FUND SUMMARY
GENERAL
SPECIAL REVENUE FUNDS
ENTERPRISE
WATER DISTRICT
INTERNAL SERVICE
REDEVELOPMENT
TOTAL OPERATING
BUDGET
90-91
$45.9
4.4
5.4
7.3
6.3
2.0
$71.3
BUDGET
91-92
$44.4
4.7
6.2
5.5
6.0
2.0
$68.8
| DIFFERENCE
I ($1-5)
i $0.3
I $0.8
1 ($1-8)
1 ($0.3)
: $0.0
($2.5)
% CHANGE
-3.3%
6.8%
14.8%
-24.7%
-4.8%
0.0%
-3.5%
General Fund expenditures for 1991-92 are down $1.5 million or 3.3% from 1990-91
levels. The spending level proposed will match current revenue projections. Several
strategies were used to mold the General Fund spending plan into one which matches the
current revenues. First, there are no new positions or programs recommended. Second,
several departments have voluntarily agreed to operate during 1991-92 with less than full
staffing. Fourteen General Fund, full time, positions have been included in this year's
budget with zero funding. This second action has resulted in a budgetary
reduction/savings of approximately $600,000. Throughout the year, vacancies will be
monitored to ensure that this budget target is realized. Finally, two expense categories
have been modified in this year's effort to balance the budget. First, the Hosp Grove debt
repayment has been reduced by approximately $400,000. This one time savings is possible
through the application of remaining construction funds and earned interest to the payment
for 1991-92. Second, the allocation for the Calavera Hills Golf Course project has been
reduced by $340,000. This amount was advanced to the Golf Course Enterprise Fund from
the General Fund during 1990-91 in an effort to keep the design effort on schedule. Again,
this is a one time event that will not occur in the future.
Other budget balancing strategies included the deferral of capital outlay purchases.
General Fund capital outlay for 1991-92 totals $21,900, down $1.5 million or 98% from
1990-91 spending levels. Travel budgets were also closely reviewed resulting in a $50,000
or a 27% reduction from 1990-91 levels for these expenditures. Although reductions have
occurred throughout the budget, staff has allocated $2.0 million, or 4.5% of the General
Fund budget, to the Council Contingency Fund. These funds can be used by the Council
to pursue unanticipated projects, programs or emergencies.
With few exceptions, the budget before the City Council maintains the present service
levels. The most visible service level reductions occur within the Recreation programs.
Hours at the three community centers, Stagecoach, Calavera and Harding, have been
reduced during times of low participation; They will be closed for varying hours on
Saturdays, and on Sundays. The swimming pool will also reduce operational hours for all
seasons except Summer.
Capital Improvement Program
A complete discussion addressing the 1991-92 to buildout Capital Improvement Program
Budget begins on page 155 of this document. Specific issues outlining the Capital
Improvement Program revenues, expenditures and projects may be found there.
Summary
The 1991-92 Operating Budget sustains the high quality and variety of City services and
programs that are available to Carlsbad residents, and businesses. At the same time, the
budget is marked by the fiscal constraint of a sluggish economy. No new positions,
programs or services have been included.
In closing, I want to express my appreciation to the City Council, Department Heads and
staff who have contributed to the preparation of the 1991-92 budget. Special thanks to
the Finance Department and Debbie Neville, Senior Management Analyst, for the many
hours spent in the compilation of the budget. Carlsbad's award winning budget is
something of which we can all be proud. Thanks for a job well done.
RAYMOND R. PATCHETT
City Manager
m
m
m
m
m
m
p
m
m
in
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Carlsbad,
California
For the Fiscal Year Beginning
July 1, 1990
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, 1990.
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.
California Society of Municipal Finance Officers
Dedicated to the Professional Advancement of Municipal Financial Administration
Certificate of Award
for
EXCELLENCE IN BUDGETING
Presented to the
City of Cork 6 ad - Operating 'Budget
This certificate is issued in recognition of meeting professional standards and criteria in budgeting which
reflect a high level of quality in the annual budgeting process and in its relation to the underlying
accounting system through which the budget is implemented for the fiscal year 1990-91
Budget Committee-Chairman
'eBruary 22,1991
Date
Society President
February 22, 1991
Date
o 4^J
• 1 II 11 II II II i* il
)
it f i mm ii fi ii ii i * ii
i i i ' i i i i i l 1 t i i l i I I * i I I i i I i i i 1 i I i i • I i i §
California Society of Municipal Finance Officers
Dedicated to the Professional Advancement of Municipal Financial Administration
Certificate of Award
for
EXCELLENCE IN BUDGETING
Presented to the
City of Cork Bad- Capitat Improvement <PCan
This certificate is issued in recognition of meeting professional standards and criteria in budgeting which
reflect a high level of quality in the annual budgeting process and in its relation to the underlying
accounting system through which the budget is implemented for the fiscal year 1990-91
u u,. =
Budget Committee Chairman ^fflt3K*Ufgjm<^fjGf^f Society President
Date jS^KiMf^ii^Sfk' Date
FUND
CITY OF CALRSBAO
PROJECTED FUND BALANCES FOR FY 1990-91
PROJECTED
BALANCE ESTIMATED EST EXPEND/* FUND BALANCE
JULY 1,1990 REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 30, 1991
GENERAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
CDBQ - ENTITLEMENT
HOUSING - LOW & MOD/SEC8
AUDIO-VISUAL INSURANCE
BUENA VISTA CRK CHNL MNT
STREET LIGHTING
TREE MAINTENANCE
MEDIAN MAINTENANCE
STATE GRANTS
FEDERAL GRANTS (NEA)
SENIOR NUTRITION
NAT'L ENDOWMENT ARTS
DEBT SERVICE
LIBRARY BONDS
SEWER BONDS
HOSP GROVE DEBT SERVICE
ENTERPRISE
WATER MAINTENANCE
SEWER MAINTENANCE
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
LIABILITY SELF INSUR
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
HEALTH INSURANCE
DATA PROCESSING
WATER DISTRICT
WATER DISTRICT OPERATION
REDEVELOPMENT
OPERATIONS
LOW AND MOD INCOME HSNG
TAX INCRMNT BOND DEBT SER
12,447,194
51 ,079
4,454
115,358
99,337
108,723
381,481
1,893
1,269
263,458
(15,207)
9,554
16,692
102,493
794,821
2,320,044
0
377,057
1,081,849
(61,254)
812,701
993,989
613,939
2,824,300
(30,883)
1,126,209
1 ,297,021
41,130,000
234,000
60,100
1,817,000
67,000
104,700
612,600
395,400
117,600
180,000
41,500
228,050
0
22,700
126,900
1 ,765,000
2,265,000
32,900
760,000
785,000
581,200
1,142,000
857,800
1,625,000
778,000
6,478,200
80,000
420,000
1,528,000
41,214,618 (5,406,994)
113,347
49,861
2,069,732
104,000
1,500
747,194
587,367 174,401
156,055 57,658
168,000
24,300
153,050
11,586
22,276
122,626
369,333
1,702,110
3,374,512 560,487
101,000 70,000
971,748
520,000 485,000
1,163,319
591,110 160,000
1 ,455,000
1 ,053,425 32,200
7,137,100
658,882 919,203
0
1,132,400 (671,361)
0 6,955,582
171,732
14,693
(137,374)
62,337
21 1 ,923
246,887
(15,673)
20,472
275,458
1 ,993
84,554
(1 1 ,586)
17,116
106,767
369,333
857,711
1,771,019
1,900
190,309
1 ,628,049
(82,573)
1 ,239,391
1,163,989
370,714
2,165,400
309,438
1 ,546,209
1 ,021 ,260
12
CITY OF CALRSBAD
PROJECTED FUND BALANCES FOR FY 1990-91
PROJECTED
BALANCE ESTIMATED EST EXPEND/* FUND BALANCE
FUND JULY 1,1 990
CAPITAL PROJECTS
CAPITAL CONSTRUCTION
PUBLIC FACILITIES
ZONE 5 PARK FEE
PARK DEVELOPMENT
TRAFFIC IMPACT
BRIDGE & THOROUGHFARE
PLANNED LOCAL DRAINAGE
SEWER PROJECTS
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRNASNET/BIKE
GAS TAX
COUNTY GRANTS
GOLF COURSE
HOSP GROVE
PUBLIC ART (1% FUND)
ASSESSMENT DISTRICTS
LTR CREDIT/ZONE 19
FEDERAL GRANTS
REVENUE SHARING
STATE GRANTS
CDBG
WATER DISTRICT
WATER DIST MAJOR FACILITIES
WATER DIST PROJECT REPL
REDEVELOPMENT
CAPITAL PROJECTS - BONDS
CAPITAL PROJECTS - REDEV
TOTAL OPERATING FUNDS
2,287,389
9,978,973
1,259,200
1,812,847
2,799,013
2,673,885
2,031,663
10,646,275
282,729
495,432
0
2,214,879
266,829
367,639
265,853
147,470
1 ,299,989
(1 ,693,236)
222,256
50,250
(41,648)
6,535,000
2,824,300
3,679,830
427,114
25,737,571
REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 30, 1991
164,000
5,543,000
275,000
579,000
767,000
694,000
186,000
2,907,000
654,000
10,000
0
1,183,000
344,000
116,000
160,000
34,000
16,705,000
0
1 ,535,000
19,000
148,000
327,000
2,000,000
1,455,000
262,656
38,000
64,235,650
493,728
4,416,423
0
2,681,514
223,034
857,512
393,184
2,430,405
213,235
523,834
0
380,654
47
527,104
56,520
85,965
14,346,746
0
59,431
5,272
202,675
285,350
3,254,000
497,300
474,208
154,601
65,406,118
613,045
3,050,000
300,000
(560,487)
(1 ,093,424)
1,080,190
(369,333)
229,500
218,424
(217,842)
(3,250,073)
2,570,706
11,105,550
1,534,200
2,760,333
3,342,979
2,510,373
2,124,479
10,562,383
723,494
(18,402)
0
1 ,923,801
610,782
1 ,036,725
0
325,005
3,658,243
757
235,984
(4,425)
2
5,281 ,000
3,782,000
3,250,436
310,513
0 20,187,697
TOTAL CAPITAL FUNDS 50,833,931 36,105,656 32,562,742 3,250,073 0 57,626,918
TOTAL ALL FUNDS 76,571,502 100,341,306 97,968,860 0 0 77,814,615
13
FUND
CITY OF CALRSBAD
PROJECTED FUND BALANCES FOR FY 1991 -92
PROJECTED
BALANCE ESTIMATED EST EXPEND/ FUND BALANCE
JULY 1,1991 REVENUES CAPITAL APPROP TRANSFERS RESERVES JUNE 30, 1992
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
FEDERAL GRANTS (PFC)
SENIOR NUTRITION
NATL ENDOWMENT ARTS
DEBT SERVICE
LIBRARY BONDS
SEWER BONDS
ENTERPRISE
WATER MAINTENANCE
SEWER MAINTENANCE
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
LIABILITY SELF INSUR
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
HEALTH INSURANCE
DATA PROCESSING
WATER DISTRICT
WATER DISTRICT OPERATION
REDEVELOPMENT
OPERATIONS
LOW AND MOD INCOME HSNG
TAX INCREMNT BOND DEBT SV
6,955,582
171,732
14,693
(137,374)
62,337
246,687
211,923
(15,673)
20,472
275,458
1,993
84,554
(11,586)
17,116
106,767
857,71 1
1,771,019
1,900
190,309
1 ,628,049
(82,573)
1 ,239,391
1,163,989
370,714
2,165,400
309,438
1,546,209
1 ,021 ,260
43,570,000
234,000
75,200
2,105,006
67,500
840,000
104,500
569,400
236,500
207,600
43,830
231,913
9,308
21,502
1,782,000
3,561,000
31,200
351,800
606,225
1 ,095,000
1 ,273,600
913,400
1 ,440,700
826,800
7,203,000
50,000
430,000
1 ,590,000
44,430,243 416,000
0
84,306
2,057,214
65,674
787,299
300,000
568,491
235,227
175,700
42,330
177,278
0
26,424
128,269
1,580,062 (16,000)
4,577,897 (25,000)
31,000
1 ,000,000 500,000
1,000,000
1,308,587
190,587
1,743,179
751,414
7,408,295
760,323
95,215
1,133,328
6,511,339
405,732
5,587
(89,582)
64,163
299,588
16,423
(14,764)
21,745
307,358
3,493
139,189
(11,586)
0
0
1 ,043,649
729,122
2,100
351,800
296,534
1 ,723,049
(117,560)
1 ,962,204
861,510
446,100
1,960,105
(400,885)
1 ,880,994
1 ,477.932
14
1991 -92 CAPITAL PROJECTS
PROJECTED FUND BALANCES FOR FISCAL YEAR 1991 -92
FUND
CAPITAL CONSTRUCTION
PUBLIC FACILITIES
ZONE 5 PARK FEE
PARK DEVELOPMENT
TRAFFIC IMPACT
BRIDGE & THOROUGHFARE
PLANNED LOCAL DRAINAGE
SEWER PROJECTS
REDEVELOPMENT BONDS- TIB
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
GAS TAX
COUNTY GRANTS
GOLF COURSE
PUBLIC ART (1% FUND)
ASSESSMENT DISTRICTS
LTR CREDIT/FOOTE
LTR CREDIT/ZONE 19
AVIARA LOAN
FEDERAL GRANTS
STATE GRANTS
REVENUE SHARING
CDBG
SENIOR GRANT/TRUST
WATER DISTRICT
WATER DIST PROJECT REPL
WATER DIST MAJOR FACILITIES
WATER - STATE LOAN
COMMTY FACILITIES DISTRICT
CONSTRUCTION
DEBT SERVICE
REDEVELOPMENT
CAPITAL PROJECTS - BONDS
CAPITAL PROJECTS - REDEV
TOTAL OPERATING FUNDS
6/30/91
ENDING
BALANCE
2,806,306
11,105,550
1,534,200
2,760,333
3,342,979
2,510,373
2,124,479
10,562,383
723,494
(18,402)
0
1 ,923,801
610,782
1 ,036,725
325,005
3,658,243
757
(4,425)
235,984
2
3,782,000
5,281 .000
0
4,660,000
3,250,436
310,513
20,187,697
91-92
REVENUE
0
1,821,974
200,000
454,472
757,699
0
0
1,190,410
3,015,000
1 ,875,000
400,000
875,000
320,000
14,000,000
562
170,000
187,500
913,000
520,000
0
200,000
3,028
6,365,000
1 ,865,000
10,843,000
464,000
100,000
25,000
69,470,984
1990-91
CARRY-
FORWARD
2,304,478
6,240,987
0
32,268
1,441,014
190,638
1,188,760
3,730,069
2,603,354
261,765
2,049,681
0
118,437
399,891
652,930
284,952
3,235,165
0
0
0
0
551 ,743
193,729
550,200
0
0
0
NEW
APPROP
56,200
3,560,000
0
0
1,710,000
0
0
1,494,365
730,100
3,315,000
2,000,000
250,000
0
0
14,000,000
0
0
170,000
187,500
913,000
0
503,416
0
0
3,028
2,277,500
2,535,000
5,000,000
1 1 ,400,000
464,000
0
0
70,658,342
1991-92 FUND
TOTAL TRANSFER
APPROP.
2,360,678 42,255
9,800,987 (2,202,500)
0
32,268
3,151,014 (477,500)
190,638 (2,320,000)
1,188,760
5,224,434
3,576,765
4,049,681
250,000
118,437 (875,000)
399,891
14,652,930
284,952
3,235,165
170,000
187,500
913,000
0
1,055,159
193,729 (42,255)
550,200
3,028
0
2,277,500
2,535,000
0
11,400,000 5,000,000
464,000
0
0
0 875,000
ENDING
FUND
BALANCE
487,883
924,037
1,734,200
3,182,537
472,164
(265)
935,719
6,528,359
161,729
(2,193,083)
150,000
1,805,364
530,891
383,795
40,615
423,078
0
0
0
757
(539,584)
0
(350,198)
0
7,869,500
4,611,000
0
0
9,103,000
0
0
3,350,436
335,513
19,875,339
,
TOTAL CAPITAL FUNDS 62,522,518 46,565,645 26,030,061 50,569,109 68,265,716 (875,000)39,947,447
TOTAL ALL FUNDS 82,710,215 116,036,629 26,030,061 121,227,451 68,265,716 0 59,822,786
Mt
15
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991-92
DEPARTMENT
I GENERAL FUND
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 PRESERV COMM
BLOCK GRANT ADMIN
TOTAL DEVELOP SERVICES
1988-89
ACTUALS
'•"'
124,474
393,010
24,338
78,062
353,447
260,167
870,472
43,752
283,907
462,893
170,419
163,344
3,228,285
856,412
6,280,928
4,617,087
11,754,427
404,990
0
316,301
1 ,824,349
600,408
879,345
184,246
7,343
10,762
4,227,744
1989-90
ACTUALS
142,985
421,170
28,703
12,955
374,700
338,137
1,050,885
61,075
343,637
583,257
271,767
210,255
3,839,526
902,122
7,289,848
5,686,186
13,878,156
561 ,321
0
359,549
2,564,819
663,746
1,186,786
199,507
5,204
23,635
5,564,567
1990-91
ESTIMATED
EXPENDITURES
$155,637
465,368
40,807
36,882
650,604
413,417
1 ,223,564
74,447
376,993
1,056,110
484,459
266,944
5,245,232
1,148,338
9,052,563
6,407,950
16,608,851
653,836
213,150
0
2,155,060
1,131,400
2,123,436
296,260
4,919
23,000
6,601,061
TOTAL
1990-91
BUDGET
$156,136
543,744
45,500
36,600
690,188
417,835
1,285,915
79,556
388,068
1 ,068,857
509,901
264,816
5,487,116
1,135,675
9,241 ,376
6,602,560
16,979,611
660,612
255,000
0
2,445,856
1,266,089
2,195,226
331,600
10,800
23,379
7,188,562
1991-92
BUDGET
164,562
597,879
41,400
20,605
432,485
442,442
1 ,088,749
81,083
399,034
900,592
285,329
249,483
4,703,643
1,109,319
9,458,473
6,426,907
16,994,699
619,406
217,465
0
2,194,093
1,340,919
2,273,448
208,305
32,729
0
6,886,365
%INCR (DEC)
| 91 -92 BUDGET
I TO
1990-91 BUDGET
5.40%
9.96%
-9.01%
-43.70%
-37.34%
5.89%
1 -15.33%
1 1.92%
1 2.83%
1 -15.74%
1 -44.04%
I -5.79%
1 -14.28%
I C
I -2.32%
| 2.35%
| -2.66%
1 0.09%
1 -6.24%
| -14.72%
| -100.00%
| -10.29%
1 5.91%
1 3.56%
| -37.18%
| 203.05%
1 -100.00%
I -4.20%
m
m
m
m
m
n
ft
m
m
it
m
in
•it
PIn
•I
Pn
V
•ft
P
m
m
16
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991-92
DEPARTMENT
MAINTENANCE
UTILITIES ADMINISTRATION
STREET MAINTENANCE
FACILITIES MANAGEMENT
TRAFFIC SIGNAL MAINT
TOTAL MAINTENANCE
CULTURE/RECREATION
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
PARKS AND RECREATION
SENIOR CITIZENS PROG
TOTAL CULTURE/RECREATION
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY ASSISTANCE
AUDIT
DUES & SUBSCRIPTIONS
LEASES
CAPITAL IMPROVEMENT
ANIMAL REGULATION CONTRAC
HOSP GROVE PAYMENT
GOLF COURSE
PROPERTY TAX ADMIN FEE
STREET LIGHT COSTS (CITY)
TREE MAINT COSTS (CITY)
TOTAL NON- DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
DEPARTMENTAL SAVINGS
TOTAL GENERAL FUND
1988-89
ACTUALS
264,571
2,621,715
602,782
205,720
3,694,788
1,932,140
169,423
9,000
3,384,442
127,457
5,622,462
200,089
57,500
10,900
21,485
287,600
126,685
67,183
153,222
0
924,664
29,452,370
0
29,452,370
1989-90
ACTUALS
345,432
2,689,997
913,110
227,663
4,176,202
2,146,930
226,934
3,796
3,717,543
249,863
6,345,066
147,182
62,900
26,229
21,581
236,543
937,596
67,681
768,300
28,000
2,296,012
36,099,529
0
36,099,529
1990-91
ESTIMATED
EXPENDITURES
355,460
2,952,033
1,469,893
329,284
5,106,670
2,682,650
270,770
23,000
4,073,998
279,443
7,329,861
277,818
84,058
26,000
35,000
280,000
0
84,600
873,453
740,000
83,000
28,000
96,700
2,608,629
43,500,304
601,814
2,887,500
41,214,618
TOTAL
1990-91
BUDGET
360,074
3,009,748
1 ,503,073
325,054
5,197,949
2,732,956
266,055
23,000
4,169,235
325,571
7,516,817
277,818
84,058
35,000
35,000
300,000
0
84,670
876,585
1,080,190
0
28,000
96,700
2,898,021
45,268,076
601,814
45,869,890
1991-92
BUDGET
385,563
2,954,174
1,174,625
323,181
4,837,543
2,638,099
261 ,738
23,995
4,069,953
31 1 ,703
7,305,488
225,000
72,430
35,000
36,000
230,000
94,240
488,275
329,800
90,000
28,000
81,200
1 ,709,945
42,437,683
1 ,992,560
44,430,243
%INCR (DEC)
| 91 -92 BUDGET
I TO
1 1990-91 BUDGET
|:|
1 7.08%
1 -1.85%
| -21 .85%
| -0.58%
1 -6.93%
1 -3.47%
| -1.62%
| 4.33%
| -2.38%
1 -4.26%
1 -2.81%
1 -19.01%
1 -13.83%
| 0.00%
i 2.86%
| -23.33%
1 11.30%
| -44.30%
ij; -69.47%
| 0.00%
I -41 .00%
I -6.25%
1 231.09%
§ -3.14%
17
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991-92
DEPARTMENT
SPECIAL REVENUE FUNDS
HOUSING AUTHORITY
LIBRARY AUDIO VISUAL INS
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
TREE MAINTENANCE
MEDIAN MAINTENANCE
WATER DISTRICT
GAL LIB SERV ACT (CLSA)
PUBLIC LIBRARY FUND
PARTNERSHIPS FOR CHANGE
NAT'L ENDOWMENT ARTS
SENIOR NUTRITION GRANT
LIBRARY BONDS
SEWER BONDS
CDBG ENTITLEMENT
WATER ENTERPRISE
SANIT'N ENTRPRSE/ENCINA
SOLID WASTE ENTERPRISE
WORKERS COMP INS
LIABILTTY SELF INS
HEALTH & LIFE INSURANCE
FLEET OPERATIONS
VEHICLE DEPREC/REPLACE
DATA PROCESSING
REDEVELOPMENT
TAX INCREMENT BONDS
LOW AND MOD INCOME HSNG
POLICE ASSET FORFEITURE
TOTAL OTHER FUNDS
1988-89
ACTUALS
1,469,477
62,365
584,608
0
0
0
7,843,558
112,274
6,534
0
0
144,538
18,263
127,893
39,550
1,216,447
2,395,625
0
467,673
1,317,118
1,207,949
918,036
504,002
455,123
1,305,512
877,353
99,746
21,173,644
1989-90
ACTUALS
1,657,689
82,278
522,521
1,500
278,240
80,558
8,602,409
166,798
30,141
344
10,174
150,368
22,792
124,449
60,256
1,419,526
3,650,562
0
788,990
677,914
1,240,108
1,064,019
361,215
489,074
765,963
877,353
43,958
23,169,199
1990-91
ESTIMATED
EXPENDITURES
2,069,732
104,000
747,194
1,500
587,367
156,055
7,137,100
100,000
68,000
24,300
11,586
153,050
22,276
122,626
49,861
1,702,110
3,374,512
101,000
971 ,748
520,000
1 ,455,000
1,163,319
591,110
1 ,053,425
658,882
1,132,400
113,347
24,191,500
TOTAL
1990-91
BUDGET
2,090,006
108,000
767,608
0
652,404
172,975
7,265,379
100,842
93,423
43,176
11,586
158,420
22,526
122,626
61,632
1 ,870,726
3,446,669
101,000
794,500
1,168,237
1 ,494,854
1,163,319
591,110
1 ,058,099
870,458
1,132,400
0
25,361,975
1991-92
BUDGET
2,057,214
65,674
787,299
300,000
568,491
235,227
7,408,295
153,000
22,700
42,330
0
177,278
26,424
128,269
84,306
1 ,580,062
4,577,897
31,000
1 ,000,000
1 ,000,000
1,743,179
1 ,308,587
190,587
751,414
760,323
1,133,328
95,215
0
26,228,099
%INCR (DEC)
| 91 -92 BUDGET
1 T0
| 1990-91 BUDGET
| 44,430,243
1 -1.57%
| -39.19%
| 2.57%
| -12.86%
| 35.99%
| 1.97%
| 51 .72%
| -75.70%
| -1.96%
| 11.90%
| 17.30%
| 4.60%
I 36.79%
| -15.54?^
| 32.82%*"
| -69.31%
| 25.87%
I -14.40%
| 16.61%
| 12.49%
| -67.76%
| -28.98%
1 -12.65%
| 0.08%
1 3.42%
18
CITY OF CARLSBAD
BUDGET EXPENDITURE SCHEDULE BY FUND
EXPENDITURE SUMMARY 1988-89 TO 1991-92
DEPARTMENT
CAPITAL FUNDS
GENERAL CAPITAL CONST
PUBLIC FACILITY FEE
PARK IN LIEU
TRAFFIC IMPACT FEE
BRIDGE & THOROUGHFARE
PLANNED LOCAL DRAINAGE
SEWER CONSTRUCTION
TAX INCREMENT BONDS
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
GAS TAX
COUNTY GRANTS
GOLF COURSE/BONDS
HOSP GROVE
PUBLIC ART- 1%
ASSESSMENT DISTRICTS
LTR CREDIT/FOOTE
LTR CREDIT/ZONE 19
AVIARALOAN
FEDERAL GRANTS
REVENUE SHARING
REDEVELOPMENT PROJECTS
STATE GRANTS
COMMfTY DEVEL BLOCK GRANT:
SENIOR GRANT/TRUST
WATER PROJECTS
WATER DIST MAJOR FACILITY
WATER DIST PROJECT REPL
WATER - STATE LOAN
CMMTY FACILITIES DISTRICT
CONSTRUCTION (BONDS)
DEBT SERVICE
TOTAL CMMTY FACILITY DISTR
1988-89
ACTUALS
1,569,467
6,333,807
1,979,676
144,963
170,387
0
1 ,297,762
3,137,355
201,540
52,224
0
3,569,325
819,805
224,797
1 ,841 ,204
528,055
240,301
1989-90
ACTUALS
1,176,708
1,998,164
65,821
49,628
149,147
56
628,362
3,518,772
122,666
23,227
62
103,157
447,333
1,318,652
814,696
145,294
132,857
298,817
146,782
1990-91
ESTIMATED
EXPENDITURES
493,728
4,416,423
2,681,514
223,034
857,512
393,184
2,430,405
474,208
213,235
523,834
0
380,654
47
527,104
56,520
85,965
14,346,746
59,431
5,272
154,601
202,675
285,350
0
3,254,000
497,300
TOTAL
1990-91
BUDGET
2,644,384
10,650,409
2,713,782
1,664,048
1,048,150
1,581,944
5,317,186
3,072,389
475,000
2,574,515
0
499,092
399,938
1,180,033
56,520
370,510
17,581,912
55,389
199,000
423,934
754,418
723,700
117,500
5,969,752
4,759,514
1991-92
BUDGET
56,200
3,560,000
0
1,710,000
0
0
1 ,494,365
730,100
3,315,000
2,000,000
250,000
0
0
14,000,000
0
0
0
170,000
187,500
913,000
0
0
0
503,416
0
3,028
2,535,000
2,277,500
5,000,000
11,400,000
464,000
11,864,000
%INCR (DEC)
;: 91 -92 BUDGET
TO
1990-91 BUDGET
-97.87%
-66.57%
-100.00%
2.76%
-100.00%
-100.00%
| -71 .90%
1 -76.24%
1 597.89%
1 -22.32%
1 -100.00%
| -100.00%
iii 1086.41%
| -100.00%
||: -100.00%
l-l -100.00%
1 -100.00%
| -100.00%
1 -100.00%
| -33.27%
1 -100.00%
1 -57.54%
| -52.15%
TOTAL CAPITAL FUNDS 22,110,668 11,140,201 32,562,742 64,833,019 50,569,109 -22.00%
TOTAL OPERATING BUDGET 50,626,014 59,268,728 65,406,118 71,231,865 70,658,342 -0.81%
TOTAL BUDGET 72,736,682 70,408,929 97,968,860 136,064,884 121,227,451 -10.90%
19
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991-92
SOURCE OF FUNDS
GENERAL FUND
^ZWfSSmXSSfSfSS!ilSW#&##X&#Z<fZ&Z'Z>-Z-Z'.
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
ESTIMATED
REVENUE
FY 1990-91
$13,900,000
10,808,000
3,600,000
750,000
410,000
18,000
29,486,000
1 ,084,484
875,000
800,000
100,000
2,859,484
CIGARETTE TAX 1 40,000
VEHICLE IN-LIEU 2,250,000
HOMEOWNERS PROP. TAX REIMS. 295,000
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
2,685,000
750,000
575,000
1,300,000
125,000
35,000
230,000
770,000
200,000
3,985,000
550,000
2,000,000
1 ,800,000
200,000
43,565,484
PROJECTED
REVENUE
FY 1990-91
$13,400,000
10,000,000
3,200,000
780,000
260,000
20,000
27,660,000
530,000
840,000
550,000
265,000
2,185,000
150,000
2,125,000
295,000
2,570,000
890,000
420,000
1,000,000
140,000
35,000
200,000
700,000
650,000
4,035,000
530,000
2,000,000
1 ,625,000
525,000
41,130,000
ESTIMATED
REVENUE
FY 1991 -92
$14,560,000
10,500,000
3,350,000
800,000
275,000
20,000
29,505,000
530,000
875,000
500,000
280,000
2,185,000
150,000
2,385,000
295,000
2,830,000
1,100,000
460,000
1 ,050,000
110,000
35,000
190,000
700,000
680,000
4,325,000
550,000
2,000,000
1 ,925,000
250,000
43,570,000
DIFFERENCE
$1,160,000
500,000
150,000
20,000
15,000
0
1 ,845,000
0
35,000
(50,000)
15,000
0
0
260,000
0
260,000
210,000
40,000
50,000
(30,000)
0
(10,000)
0
30,000
290,000
20,000
0
300,000
(275,000)
2,440,000
AS%
OF FY 90-91
PROJECTED
8.66%
5.00%
4.69%
2.56%
5.77%
0.00%
6.67%
0.00%
4.17%
-9.09%
5.66%
0.00%
0.00%
12.24%
0.00%
10.12%
23.60%
9.52%
5.00%
-21.43%
0.00%
-5.00%
0.00%
4.62%
7.19%
3.77%
0.00%
18.46%
-52.38%
5.93%
20
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991-92
SOURCE OF FUNDS
SPECIAL REVENUE FUNDS
:•:•:•:•^:vX•:•:•:•:•:<•^^^^^:-^x•:•:-:•:•:-:-:-:-:-:•:o:•:•x•:•:•x•^:•^:•x<•:•^:^•:•:•:•:•:•:•^:•:•:•:•^:•:•^:•:-
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
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
TOTAL
ESTIMATED PROJECTED
REVENUE REVENUE
FY 1990-91 FY 1990-91
65,000 60,100
150,000 225,000
8,000 9,000
158,000 234,000
1,000 17,000
1,650,000 1,800,000
1,651,000 1,817,000
6,000 3,000
70,000 64,000
76,000 67,000
4,000 10,600
27,000 27,000
570,000 570,000
5,000 5,000
606,000 612,600
2,500 3,700
295,705 295,000
96,700 96,700
394,905 395,400
0 1,500
116,100 116,100
116,100 117,600
ESTIMATED
REVENUE
FY 1991 -92
75,200
225,000
9,000
234,000
15,000
2,090,006
2,105,006
2,500
65,000
67,500
10,000
44,000
785,000
1,000
840,000
3,200
485,000
81,200
569,400
1,500
235,000
236,500
DIFFERENCE
15,100
0
0
0
(2,000)
290,006
288,006
(500)
1,000
500
(600)
17,000
215,000
(4,000)
227,400
(500)
190,000
(15,500)
174,000
0
118,900
118,900
AS%
OF FY 90-91
PROJECTED
25.12%
0.00%
0.00%
0.00%
-11.76%
16.11%
15.85%
-16.67%
1.56%
0.75%
-5.66%
62.96%
37.72%
-80.00%
37.12%
-13.51%
64.41%
-16.03%
44.01%
0.00%
102.41%
101.11%
21
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991-92
SOURCE OF FUNDS
BUENA VISTA CHANNEL
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS
INTEREST
GRANTS
TOTAL
FEDERAL GRANTS
INTEREST
GRANTS
TOTAL
SENIOR PROGRAMS
GRANTS .
DONATIONS
TOTAL
TOTAL SPECIAL REVENUE FUNDS
DEBT SERVICE FUNDS
LIBRARY BONDS
PROPERTY TAX
INTEREST
TOTAL
SEWER BONDS
PROPERTY TAX
INTEREST
TOTAL
TOTAL DEBT SERVICE FUNDS
ESTIMATED PROJECTED
REVENUE REVENUE
FY 1990-91 FY 1990-91
0 4,700
100,000 100,000
100,000 104,700
1 ,000 8,000
172,470 172,000
173,470 180,000
0 1,500
0 40,000
0 41,500
156,913 153,050
60,000 75,000
216,913 228,050
3,557,388 3,857,950
23,000 22,300
100 400
23,100 22,700
126,000 126,000
1,000 900
127,000 126,900
150,100 149,600
ESTIMATED
REVENUE
FY 1991 -92
4,500
100,000
104,500
5,000
202,600
207,600
1.500
42,330
43,830
156,913
75,000
231,913
4,715,449
9,008
300
9,308
20,502
1,000
21,502
30,810
AS%
OF FY 90-91
DIFFERENCE PROJECTED
(200)
0
(200)
(3,000)
30,600
27,600
0
2,330
2,330
3,863
0
3,863
857,499
(13,292)
(100)
(13,392)
(105,498)
100
(105,398)
(118,790)
-4.26%
0.00%
-0.19%
-37.50%
17.79%
15.33%
5.83%
5.61%
2.52%
0.00%
1.69%
22.23%
-59.61%
-25.00%
-59.00%
-83.73%
11.11%
-83.06%
-79.41%
22
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991-92
SOURCE OF FUNDS
ENTERPRISE FUNDS
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
SOLID WASTE MANAGEMENT
INTEREST
GRANTS
RECYCLING FEE
TOTAL
GOLF COURSE
INTEREST
CONTRIBUTIONS
TOTAL
TOTAL ENTERPRISE FUNDS
ESTIMATED PROJECTED
REVENUE REVENUE
FY 1990-91 FY 1990-91
S:
10,000
45,000
1,300,000
6,000
72,000
125,000
50,000
1,608,000
125,000
2,200,000
23,000
0
2,348,000
0
0
0
0
20,000
740,000
760,000
4,736,000
10,000
30,000
1,390,000
35,000
85,000
170,000
45,000
1 ,765,000
50,000
2,200,000
13,000
2,000
2,265,000
900
32,000
0
32,900
20,000
740,000
760,000
4,822,900
ESTIMATED
REVENUE
FY 1991-92
10,000
27,000
1,400,000
35,000
85,000
175,000
50,000
1 ,782,000
40,000
3,476,000
45,000
0
3,561 ,000
1,200
30,000
0
31,200
22,000
329,800
351,800
5,726,000
DIFFERENCE
0
(3,000)
10,000
0
0
5,000
5,000
17,000
(10,000)
1,276,000
32,000
(2,000)
1 ,296,000
300
(2,000)
0
(1,7001
2,000
(410,200)
(408,2001
905,100
AS%
OF FY 90-91
PROJECTED
0.00%
-10.00%
0.72%
0.00%
0.00%
2.94%
11.11%
0.96%
-20.00%
58.00%
246.15%
-100.00%
57.22%
33.33%
-6.25%
-5.17%
10.00%
-55.43%
-53.71%
18.77%
23
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991-92
ESTIMATED PROJECTED
REVENUE REVENUE
SOURCE OF FUNDS FY 1 990-91 FY 1 990-91
WATER DISTRICT FUNDS |i;
WATER OPERATIONS
WATER REVENUES
ENQ & OTHER SERVICES
MISCELLANEOUS REVENUE
INTEREST
TOTAL
WATER DIST PROJECT REPL
CAPITAL SURCHARGE
PROPERTY TAX
CITY CONTRIBUTIONS
INTEREST
TOTAL
WATER DIST MAJOR FACILITIES
MAJOR FACILITY CHARGE
INTEREST INCOME
TOTAL
TOTAL WATER DISTRICT
INTERNAL SERVICES FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
SERVICES
TOTAL
LIABILfTY SELF-INSURANCE
INTEREST
SERVICES
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
6,008,200
150,000
50,000
270,000
6,478,200
875,000
560,000
0
20,000
1 ,455,000
1 ,400,000
600,000
2,000,000
9,933,200
k
50,000
750,000
800,000
120,000
498,200
618,200
45,000
1 ,360,000
240,000
1 ,645,000
6,008,200
150,000
50,000
270,000
6,478,200
875,000
560,000
0
20,000
1 ,455,000
1 ,400,000
600,000
2,000,000
9,933,200
35,000
750,000
785,000
83,000
498,200
581,200
45,000
1 ,360,000
220,000
1,625,000
ESTIMATED
REVENUE
FY 1991 -92
6,781 ,000
107,000
24,000
291,000
7,203,000
1,015,000
700,000
4,300,000
350,000
6,365,000
1 ,496,000
369,000
1 ,865,000
15,433,000
30,000
576,225
606,225
95,000
1 ,000,000
1,095,000
70,000
1,130,700
240,000
1,440,700
DIFFERENCE
772,800
(43,000)
(26,000)
21,000
724,800
140,000
140,000
4,300,000
330,000
4,910,000
96,000
(231 ,000)
^135,000)
5,499,800
(5,000)
(173,775)
[178,775)
12,000
501,800
513,800
25,000
(229,300)
20,000
(184,300)
AS%
OF FY 90-91
PROJECTED
12.86%
-28.67%
-52.00%
7.78%
11.19%
16.00%
25.00%
1650.00%
337.46%
6.86%
-38.50%
-6.75%
55.37%
-14.29%
-23.17%
-22.77%
14.46%
100.72%
88.40%
55.56%
-16.86%
9.09%
-11.34%
24
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991-92
SOURCE OF FUNDS
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
SALE OF PROPERTY
TOTAL
DATA PROCESSING
INTEREST
CHARGES
TOTAL
ESTIMATED PROJECTED
REVENUE REVENUE
FY 1990-91 FY 1990-91
1,155,063
50,000
1 ,205,063
798,720
12,000
0
810,720
14,000
732,690
746,690
TOTAL INTERNAL SERVICE FUNDS 5,825,673
OTHER FUNDS
REDEVELOPMENT FUNDS
INTEREST
TOTAL
LOW AND MOD INCOME HSNG
INTEREST
TOTAL
REDEVELOPMENT DEBT SRV
BOND INTEREST
TOTAL
CAPITAL PROJECTS - BONDS
CAPTIAL PROJECTS - REDEV
TOTAL OTHER FUNDS
80,000
80,000
300,000
120,000
420,000
1 ,200,000
125,000
1 ,325,000
0
0
1 ,825,000
1,094,000
48,000
1,142,000
776,800
41,000
40,000
857,800
18,000
760,000
778,000
5,769,000
80,000
80,000
300,000
120,000
420,000
1 ,265,000
263,000
1 ,528,000
262,656
38,000
2,290,656
ESTIMATED
REVENUE
FY 1991 -92
1,223,600
50,000
1,273,600
833,400
40,000
40,000
913,400
18,000
808,800
826,800
6,155,725
115,000
50,000
360,000
70,000
430,000
1,440,000
150,000
1 ,590,000
100,000
25,000
2,070,000
AS%
OF FY 90-91
DIFFERENCE PROJECTED
129,600
2,000
131,600
56,600
(1,000)
0
55,600
0
48,800
48,800
386,725
35,000
35,000
60,000
(50,000)
10,000
175,000
(113,000)
62,000
(162,656)
(13,000)
107,000
11.85%
4.17%
11.52%
7.29%
-2.44%
0.00%
6.48%
0.00%
6.42%
6.27%
6.70%
43.75%
0
20.00%
-41 .67%
2.38%
13.83%
-42.97%
4.06%
-61 .93%
-34.21%
4.67%
25
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 1991-92
SOURCE OF FUNDS
CAPITAL FUNDS |
GENERAL CAPITAL CONSTR
PUBLIC FACILITY FEE
PARK IN LIEU
ZONE 5 PARK FEE
TRAFFIC IMPACT FEE
BRIDGE AND THOROUGHFARE
PLANNED LOCAL DRAINAGE
SEWER CONSTRUCTION
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
GAS TAX
COUNTY GRANTS
GOLF BONDS
HOSP GROVE
PUBLIC ART (1% FUND)
ASSESSMENT DISTRICTS
LTR CREDIT/FOOTE
LTR CREDIT/ZONE 19
AVIARA LOAN
FEDERAL GRANT
REVENUE SHARING
STATE GRANTS
CDBG
SENIOR GRANT/TRUST
COMMUNCTY FACILITIES DISTRICT
BONDS
TAX ASSESSMENTS
INTEREST
DEBT SERVICE
TOTAL CMMTY FCLTY DISTR
TOTAL
TOTAL OPERATING FUNDS
ESTIMATED
REVENUE
FY 1990-91
1,752,177
4,358,699
252,292
222,877
712,304
657,500
0
966,621-
1,053,000
1,875,000
0
935,000
300,000
8,000,000
14,050
187,500
0
2,400,000
246,528
0
0
0
0
0
23,933,548
66,012,845
PROJECTED
REVENUE
FY 1990-91
164,000
5,543,000
579,000
275,000
767,000
694,000
186,000
2,907,000
654,000
10,000
0
1,183,000
344,000
116,000
160,000
34,000
16,705,000
0
1,535,000
19,000
148,000
327,000
0
0
0
0
0
32,350,000
64,235,650
ESTIMATED
REVENUE
FY 1991 -92
0
1,821,974
454,472
200,000
757,699
0
0
1,190,410
3,015,000
1 ,875,000
400,000
875,000
320,000
14,000,000
0
562
0
170,000
187,500
913,000
0
0
520,000
200,000
3,028
2,255,000
8,422,000
166,000
464,000
11,307,000
38,210,645
69,470,984
DIFFERENCE
(164,000)
(3,721,026)
(124,528)
(75,000)
(9,301)
(694,000)
(186,000)
(1,716,590)
2,361,000
1 ,865,000
(308,000)
(24,000)
13,884,000
(33,438)
(16,705,000)
(1 ,535,000)
372,000
(127,000)
2,255,000
8,422,000
166,000
464,000
11,307,000
4,366,117
5,415,334
AS%
OF FY 90-91
PROJECTED
-67.13%
-21.51%
-27.27%
-1.21%
-100.00%
-100.00%
-59.05%
361.01%
-26.04%
11968.97%
-100.00%
251 .35%
-38.84%
100.00%
100.00%
100.00%
100.00%
100.00%
13.50%
8.43%
TOTAL CAPITAL FUNDS
GRAND TOTAL
27,388,548
$93,401 ,393
36,105,656
$100,341,306
46,565,645
$116,036,629
8,965,461
$14,380,795
24.83%
14.33%
26
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
|CiW COUNCIL
EXECUTIVE ASSISTANT
TOTAL CITY COUNCIL
ICrTY MANAGER
CITY MANAGER
ASSISTANT CITY MANAGER
FINANCIAL SERVICES MANAGER
ASSISTANT TO CITY MANAGER
SECRETARY TO C. MANAGER
SECRETARY I
CLERK TYPIST I
TOTAL CITY MANAGER
| 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
iCiiilfQRNEY
CITY ATTORNEY
ASSISTANT CITY ATTORNEY
DEPUTY CITY ATTORNEY
SECRETARY TO C. ATTORNEY
SECRETARY II
TOTAL CITY ATTORNEY
1
1
1
1
1
1
1
1
1
7
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
1
1
1
7
1
1
1
1
1
1-
6
2
1
1
1
5
11
1
1
1
1
1
5
0
0
0
0
0
0
27
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
IRNANCE
FINANCE DIRECTOR
ASSISTANT FINANCE DIRECTOR
SR MANAGEMENT ANALYST
ACCOUNTANT
ACCOUNTANT - WATER
ACOUNTING SUPERVISOR
ACCOUNT CLERK II
ACCOUNT CLERK II - WATER
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
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
iRESSABGltQFjleE:
MGR OF RESEARCH & ANALYSIS
SR MANAGEMENT ANALYST
SECRETARY I
TOTAL RESEARCH
1
1
1
3
0
2
4
0
2
1
1
1
17
1
1
2
1
1
2
1
1
6
1
1
1
1
1
1
1
1
8
I
1
2
1
4
1
1
1
3
1
2
2
1
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
-2
1
0
0
0
0
0
m
Hk
m
m
p
M
P
m
mm
28
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
IPOUCE i
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
POLICE RECORDS CLERK II
CRIME PREVENT TECH
SECRETARY I
TOTAL TECHNICAL SERVICES
DARE PROGRAM
POLICE OFFICER
TOTAL DARE PROGRAM
1
1
1
3
1
4
6
10
32
1
54
1
1
8
1
1
2
14
1
2
3
1
1
2
1
1
13
6
1
1
27
0
0
1
1
1
3
1
4
6
10
32
1
54
1
1
8
1
1
2
14
1
2
3
1
1
0
1
1
13
6
1
1
25
2
2
0
0
0
0
-2
-2
2
2
29
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION m
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
TRAFFIC
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
POLICE SERVICES AIDE
TOTAL TRAFFIC
TOTAL POLICE
IRRE I
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
[ BUILDING; INSPECTION I
PRINC BUILDING INSPECTOR
BUILDING INSPECTOR III
BUILDING INSPECTOR II
BUIDLING INSPECTOR I
CODE ENFORCEMENT OFFICER
CODE ENFORCEMENT OFFICER I
BUILDING TECHNICIAN II
TECHNICIAN I
PERMIT CLERK
TOTAL BUILDING INSPECTION
[GQMMlJEyi||QPME^
COMMUNITY DEVEL DIRECTOR
SENIOR MANAGEMENT ANALYST
SECRETARY II
CLERK TYPIST I
RECEPTIONIST/CASHIER
TOTAL COMM DEV ADMINIST
1
4
2
1
8
109
1
4
18
4
18
12
18
1
1
1
1
2
81
1
2
4
1
1
1
1
2
2
15
1
1
1
2
1
6
1
4
2
1
8
109
1
4
18
4
18
12
18
1
1
0
2
2
81
1
2
4
1
1
1
1
2
2
15
1
1
1
2
1
6
0
0
-1
1
0
0
0
*m
m
m
m
in
Pk
m
30 m
m
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
[ENGINEERING |
ADMINISTRATION
CITY ENGINEER
ASSOCIATE CIVIL 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
ENGINEERING INSPECTOR - WATER
SR ENGINEERING INSP - WATER
PERMIT CLERK
TOTAL MUNICIPAL PROJECTS
TRANSPORTATION
TRAFFIC ENGINEER
ASSOCIATE CIVIL ENGINEER
ASSISTANT CIVIL ENGINEER
TOTAL TRANSPORTATION
TOTAL ENGINEERING
1
0
1
1
2
3
1
9
1
2
7
2
3
1
16
1
2
4
2
1
2
5
0
0
1
18
1
2
1
4
47
1
0.5
1
1
2
3
1
9.5
1
2
7
2
3
1
16
1
2
4
2
1
2
5
1
1
1
20
1
2
1
4
49.5
0.5
0.5
0
1
1
2
0
2.5
31
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
(GROWTH MANAGEMENT
GROWTH MANAGEMENT MANAGER
SR MANAGEMENT ANALYST
ASSOCIATE CIVIL ENGINEER
SENIOR PLANNER
TOTAL GROWTH MANAGEMENT
[PLANNING
PLANNING DIRECTOR
ASSISTANT PLANNING DIRECTOR
SR 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
iilST0R|<j;PRESERVATlON
MANAGEMENT ANALYST
TOTAL HISTORIC PRESERVATION
[GEOGRAPHIC INFORMATION
1
1
1
1
4
1
1
2
2
4
7
3
1
1
1
1
1
2
27
0
0
GEOGRAPHIC INFO SYSTEM COORD 1
GEOGRAPHIC INFO SYSTEM TECH
TOTAL GEOGRAPHIC INFORMATION
1
2
1
1
0.5
1
3.5
1
1
2
2
4
7
3
1
1
1
1
1
2
27
0.5
0.5
1
1
2
-0.5
-0.5
0
0.5
0.5
0
1m
1I
m
f
fin
I
32
to
m
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
! LIBRARY I
LIBRARY ADMINISTRATION
LIBRARY DIRECTOR
ASSISTANT LIBRARY DIRECTOR
LIBRARIAN III
LIBRARY ASSISTANT II
SECRETARY II
MANAGEMENT ANALYST
GRAPHIC ARTIST
MESSENGER
ACCOUNT CLERK I
TOTAL ADMINISTRATION
CIRCULATION
LIBRARY ASSISTANT III
LIBRARY ASSISTANT II
LIBRARY ASSISTANT I
TOTAL CIRCULATION
REFERENCE SERVICES
LIBRARIAN III
LIBRARIAN II
LIBRARIAN I
LIBRARY ASSISTANT I
TOTAL REFERENCE
GENEAOLOGY/LOCAL HISTORY
LIBRARIAN III
TOTAL GENEAOLOGY
CHILDREN'S SERVICES
LIBRARIAN III
LIBRARIAN II
LIBRARY ASSISTANT II
TOTAL CHILDREN'S
TECHNICAL SERVICES
LIBRARIAN III
LIBRARIAN II
LIBRARY ASSISTANT II
LIBRARY ASSISTANT I
CLERK TYPIST II
TOTAL TECHNICAL
COLLECTION DEVELOPMENT
LIBRARIAN III
LIBRARY ASSISTANT II
TOTAL COLLECTION DEVEL
1
1
1
2
1
0
1
1
1
9
1
1
1
3
1
2
1
1
5
1
1
1
1
1
3
1
2
3
1
1
8
0
0
0
1
1
0
0
1
1
1
1
1
7
1
1
1
3
1
2
1
1
5
1
1
1
1
1
3
1
2
4
0
1
8
1
1
2
-1
-2
1
-2
0
0
0
0
1
-1
0
1
1
2
33
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
MEDIA SERVICES
AUDIO VISUAL SPECIALIST
TOTAL MEDIA
ADULT LEARNING
LIBRARIAN III
CLERK TYPIST II
TOTAL ADULT LEARNING
BRANCH
LIBRARY ASSISTANT III
LIBRARY ASSISTANT I
TOTAL BRANCH
TOTAL LIBRARY
ICULTURALARTS
ARTS MANAGER
COMMUNITY ARTS COORDINATOR
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 I
BUILDING MAINT CARPENTER
TOTAL PARK MAINTENANCE
TREE MAINTENANCE
PARK SUPERVISOR
TREE TRIMMER LEADWORKER
TREE TRIMMER II
TREE TRIMMER I
TOTAL TREE MAINTENANCE
1 1
1 1
1 1
1 1
2 2
1 " 1
1 1
2 2
34 34
1 1
1 1
1 1
3 3
1 1
1 1
1 1
1 1
1 1
5 5
1 1
1 1
5 5
9 9
4 4
1 1
21 21
0.5 0.5
2 2
2 2
2 2
6.5 6.5
0
0
0
0
0
0
0
0
mI
m
m
M•
p
*
i
34
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
MEDIAN MAINTENANCE
PARK SUPERVISOR
PARK MAINTENANCE WORKER I
TOTAL MEDIAN MAINTENANCE
RECREATION OPERATIONS
RECEPTIONIST/CASHIER
RECREATION SPECIALIST I
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 1
SITE MANAGER
TOTAL SENIOR PROGRAM
TOTAL PARKS & RECREATION
lUTtLlTIES/MAINTENANCe |
ADMINISTRATION
UTILITIES/MAINTENANCE DIR
ASST UTIL/MAINT DIR
SR MANAGEMENT ANALYST
SECRETARY II
CLERK TYPIST II
TOTAL ADMINISTRATION
0.5
1
1.5
3
1
4
1
1
3
1
2
8
1
1
1
1
1
3
50
1
1
1
1
1
5
0.5
1
1.5
3
1
4
1
1
3
1
2
8
1
1
1
1
1
3
50
1
1
1
1
1
5
0
0
0
0
0
0
0
35
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
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
SENIOR BUILDING MAINT WORKER
BUILDING MAINT CARP
BUILDING MAINT WORKER III
BUILDING MAINT WORKER I
CUSTODIAN II
CUSTODIAN
STREET MAINTENANCE WORKER II
TOTAL BUILDING MAINTENANCE
WATER
UTILITY MAINT SUPERINTENDENT
ACCOUNT CLERK II
ENGINEERING TECH II
UTILITY MAINT WORKER III
METER SHOP SUPERVISOR
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
0.3
1
2
5
14
3
25.3
1
1
1
3
1
1
0
2
0
0
1
9
1
15
0.5
0.5
0.3
1
1
5
1
9.3
0.5
0.5
0.4
1
1
2
1
1
1
8.4
0.3
1
2
6
13
3
25.3
1
1
1
3
1
1
1
0
1
1
1
9
0
15
0.5
0.5
0.3
1
1
5
1
9.3
0.5
0.5
0.4
1
1
2
1
1
1
8.4
0
0
1
-2
1
1
0
-1
0
0
0
f
m
m
m
m
I
36 ff
It
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
FLEET OPERATIONS
FLEET MAINTENANCE SUPERT
ACCOUNT CLERK II
EQUIPMENT MECHANIC II
EQUIPMENT MECHANIC I
EQUIPMENT MECHANIC SUPERVISOR
TOTAL FLEET OPERATIONS
TOTAL UTILITIES/MAINTENANCE
| HOUSING AND REDEVELOPMENT j
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT DIR
SR MANAGEMENT ANALYST
CLERK TYPIST II
SECRETARY II
TOTAL REDEVELOPMENT AGENCY
AFFORDABLE HOUSING
HOUSING & REDEVELOPMENT DIR
SR MANAGEMENT ANALYST
TOTAL AFFORDABLE HOUSING
HOUSING
SENIOR MANAGEMENT ANALYST
HOUSING SPECIALIST I
MANAGEMENT ANALYST
CLERK TYPIST II
TOTAL HOUSING
BLOCK GRANT
SR MANAGEMENT ANALYST
TOTAL BLOCK GRANT
TOTAL HOUSING & REDEVELOPMENT
JWATER DISTRICT |
GENERAL SERVCIES ADMIN
GENERAL MANAGER/DE
ADMINISTRATIVE MANAGER
ADMINISTRATIVE ANALYST
ACCOUNTANT
ACCOUNTING OFFICE ASSISTANT
ACCOUNT CLERK II
ACCOUNT CLERK I
WATER CONSERVATION SPECIALIST
EXECUTIVE SECRETARY
RECEPTIONIST
TOTAL GENERAL SERVICES ADMIN
1
1
3
1
1
7
73
1
2
1
1
5
0
0
0
1
1
1
1
4
1
1
10
1
1
1
1
1
0
0
1
1
1
8
1
1
3
1
1
7
73
0.5
1.5
1
1
4
0.5
0.5
1
1
1
1
1
4
0.5
0.5
9.5
1
1
1
0
0
1
1
1
1
1
8
0
0
-0.5
-0.5
0.5
0.5
1
0
-0.5
-0.5
0
-1
-1
1
1
0
37
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1990-91 AND 1991-92
BY DEPARTMENT AND CLASSIFICATION
1990-91 1991-92 REQUEST
NUMBER BUDGET OVER
ALLOCATED REQUEST (UNDER)
1990-91
ALLOCATED
OPERATIONS
SUPERINTENDENT
SYSTEMS OPERATION SUPERVISOR
CONSTRUCTION & MAINT SUPERV
SENIOR SYSTEMS OPERATOR
SERVICE COORDINATOR
STOREKEEPER
1
1
1
1
1
1
SRCONSTR& 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
DISTRICT ENGINEER
SR. ENGINEERING TECHNICIAN
SR. ENGINEERING INSPECTOR
ENGINEERING INSPECTOR
ENGINEERING TECHNICIAN
ENGINEERING SECRETARY
ENGINEERING OFFICE ASSISTANT
TOTAL ENGINEERING
TOTAL WATER DISTRICT
GRAND TOTAL
3
1
1
1
3
1
1
1
19
1
2
1
1
3
1
1
10
37
559
1
1
1
1
1
1
1
3
1
1
1
3
1
1
1
19
1
2
0
0
3
1
1
8
35
559
0
-1
-1
-2
-2
0.5
It
Hi
t
•i
+
t
fft
w
38
i i I i i i 1 i i i i I I i i I ! I f 1 i r I I i i i
CITY OF CARLSBAD ORGANIZATION CHART - 1991
CITY
CLERK
ASSISTANT
CITY MANAGER
Carlsbad MunicipalWater District
Human Resources
Information Systems
Library
Parka & Recreation
Utilities/Maintenance
ASSISTANT TO
CITY MANAGER
Research Office
FINANCIAL
MANAGEMENT
DIRECTOR
Finance
Purchasing
Risk Management
VOTERS
CITY
COUNCIL
CITY
MANAGER
FIRE
CITY
TREASURER
CITY 1
ATTORNEY 1
POLICE
COMMUNITY
DEVELOPMENT
DIRECTOR
Building
Engineering
Housing &
Redevelopment
Planning
CITY OF CARLSBAD
OPERATING REVENUE 1991-92
CITY OF CARLSBAD
OPERATING EXPENDITURES - 1991-92
BY MAJOR CATEGORY
Other Taxes
4.4 6.2%State Subventions
2.8 3.9%
Utilities
6.2 8.7%
LJcenses and Permits
2.2 31%
Other Special Fund
134 189%
Charges lor Services
43 6.1%
Water District
78 11.0%
Other General Fund
47 66%
Total Operating Revenues- $70.9
Values in Millions
Library
$3.2 4 5%
Public Works
$131 18
Public Saleiy
$159 22.5%
Redev & Housing
$4 1 5 8%Iner
$99 14.0%
Tolai Expenditures - $70 7
Values in Millions
Parks & Rec
$54 76%
Uhliiie;
$79 9"L
Water Dsmci
$7 4 105%
General GoV\
$4 7 6.6%
CITY OF CARLSBAD
ESTIMATED REVENUES 1991-92
Revenue Source Amount In Millions Percent
i I I
Sales Tax
Property Tax
Other Taxes
State Subventions
Licenses & Permits
Utilities
Water District
Other Spec Funds
Charges for Service
Other Gn'l Fundf"\.1%,JI Revenue
• II it II
$10.5
$14.6
$4.4
$2.8
$2.2
$6.2
$7.8
$13.4
$4.3
$4.7
$70.9
f 1 11
14.8%
20.6%
6.2%
3.9%
3.2%
8.7%
1 1 .0%
18.9%
6.1%
6.6%
100.0%
1 1 » f 1
O
I i
City Service
CITY OF CARLSBAD
Estimated Expenditures 1991-92
Total Expenditures
Amount in Millions
$70.7
Percent
Public Safety
Public Works
Utilities
Parks and Recreation
Library
Redevelopment & Housing
Water District
General Gov't
Other
$15.9
$13.1
$7.0
$5.4
$3.2
$4.1
$7.4
$4.7
$9.9
22.5%
18.5%
9.9%
7.6%
4.5%
5.8%
10.5%
6.7%
14.0%
* € I * I I i II
100.0%
GENERAL FUND
1991-92 PROJECTED REVENUES
TAXES
$29.5 68%
SUBVENTIONS
$2.8 6%
OTHER REVENUE
$2.2 5%
LICENSES & PERMITS
$2.2 5%
INTEREST
$2 5%
FINES & FORFEITURES
$0.6 1%
CHARGES FOR SERVICES
$4.3 10%
GENERAL FUND REVENUE SOURCES
The most significant discretionary source
of revenue is that generated for General
Fund expenditures. Estimates for 1991-
92 show that Taxes constitute the
largest single share of revenue at $29.5
million or 67.7% of the total. Included
are Property Tax, Sales Tax, and
Transient Occupancy Tax (TOT). The
next largest share of revenue is within
Licenses and Permits which includes
Construction Permits and Business
Licenses. Subventions consist of
Cigarette Tax and Vehicle In-Lieu.
Other Revenue includes
interdepartmental service proceeds.
Totals for each category above are:
Taxes
Subventions
Other Revenue
Charges for Services
Fines/Forfeiture
Interest
Licenses and Permits
$ 29,505,000
2,830,000
2,175,000
4,325,000
550,000
2,000,000
2,185,000
41
CITY OF CARLSBAD
1991-92 General Fund Budget
- Expenditures -
Public Safety
$15.9 35.8%
Maintenance
$4.8 10.8%
Parks & Recreation
$4.4 9.9%Library
$2.9 6.5%
Gn'I.Gov't.
$4.7 10.6%
Contingencies
$2 4.5%
Other
$1.7 3.8%
Community Development
$8 18.0%
Total General Fund Budget - $44.4
Values in Millions
CITY GENERAL FUND OPERATIONS
*to
IP
m
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 and Fire at
35.8% of the total.
Specific dollar amounts include:
General Government
Public Safety
Community Development
Maintenance
Library/Parks
Non-Departmental
Contingencies
$ 4,703,643
15,901,264
7,995,684
4,837,543
7,305,488
1,709,945
1,992,560
42
GENERAL FUND REVENUE COMPARISON
1990-91 AND 1991-92
PROPERTY TAX
SALES TAX
TRANS OCCUPANCY TAX
OTHER TAXES
LICENSES & PERMITS
STATE SUBVENTIONS
CHARGES FOR SERVCS
INTEREST
FINES/FORFEITURES
OTHER
T\
IFY 1990-91
IFY 1991-92
02468 10121416
MILLIONS OF DOLLAR
Property Tax revenue is projected to
increase by 8.7% in 1991-92, or $1.2
million. It was assumed that the base
would increase by 2% as allowed under
the provisions of Proposition 13. The
remainder of the increase is projected to
increase as a result of higher assessed
values on new residential units sold and
on the resale of existing property.
Sales Tax is projected to increase by 5%,
the estimated rate of inflation. No
growth is estimated as no new
establishments are anticipated.
Transient Occupancy Tax contains a
projected increase of nearly 5%. As with
sales tax, this increase reflects the
estimated inflation rate and no new
lodging facilities opening for business.
Other Taxes include Franchise Tax,
Transfer Tax and Trailer Coach In-Lieu.
The small average increase in projected
revenue among these sources, 2.8%,
accounts for inflation.
Licenses and Permits, as a group, contain
no projected increase and are estimated to
equal the 1990-91 revenues. Business
License Taxes are anticipated to increase
by 5% or $35,000, an amount which can
capture inflation. License Tax on new
construction contains a decline of 9%, or
$50,000, as it is anticipated that
construction of new units will fall below
1990-91 levels.
State Subventions show an increase of
10% or $260,000. Estimates are based
upon information received from the State
Department of Finance.
Charges for Services are projected to
increase by $290,000 or 7%. Increases
are estimated in Planning Fees as
development plans continue to be
reviewed on an active basis. Zone Plan
Fees show the largest decline in estimated
revenues as more plans are now complete.
Interest is anticipated to remain at 1990-
91 levels.
Fines/Forfeitures contain no notable
changes.
Other includes Interdepartmental Charges
which are up 18% or $300,000. The
increase is due to assessing the Water
District for appropriate services.
43
CARLSBAD COMMUNITY PROFILE
Date Incorporated July 16,1952
Form of Government Council/Manager
Area 42.2 Square Miles
Population 64,264
Net Assessed Valuation $5,474,063,206
Miles of Streets 238
Fire Protection:
Number of Stations
Number of firefighters
Police Protection:
Number of Stations
Number of sworn Police Officers
Municipal Water District:
Number of customers
Miles of lines and mains
Average Daily Consumption
Miles of Sewers
Recreation and Culture:
Number of parks (improved
and unimproved)
Area of parks
Pools
Number of libraries
Number of volumes
6
72
1
82
17,000
300
12.8 million gallons
103.7
36
326.88
1
2
200,481
Total number of regular City and
Water District employees 559
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 conformance
with the adopted performance standards, as development occurs. Unless each of
the eleven public facility standards have been met, no new development can occur.
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, 1991 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 a 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, Assistant to the 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 4, 1991 in order to overview and discuss
the. This meeting was followed by two public meetings held on June 10 and June 12,
1991, 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 91-92 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. This is followed by a table outlining 1991-92 Capital Outlay. 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
GENERAL GOVERNMENT
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
FINANCE & DEPARTMENTS
DISCUSS CONCERNS/ISSUES
FINANCE OFFICE ANALYZES
REQUESTS AND SUBMITS TO
CITY MANAGER'S OFFICE
RECOMMENDATIONS FROM
REVIEW SESSIONS
INCORPORATED INTO
PRELIMINARY BUDGET
CITY MANAGER'S TEAM MEETS
WITH INDIVIDUAL
DEPARTMENT HEADS
CITY COUNCIL REVIEWS
PRELIMINARY BUDGET
TWO PUBLIC MEETINGS
CITY COUNCIL CONDUCTS
PUBLIC HEARING
RECOMMENDATIONS FROM
PUBLIC HEARING
INCORPORATED IN
FINAL BUDGET
L 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
PROGRAM:
FUND:
DEPARTMENT:
CITY COUNCIL
GENERAL
CITY COUNCIL ACCT * 001-1010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 104,626
19.847
0
$ 124,473
1
1989-90
ACTUAL
$ 122,417
20,568
0
$ 142,985
1
1990-91
BUDGET
$ 122,036
28,100
6,000
$ 156,136
1
1991-92
BUDGET
$ 134,937
29,625
0
$ 164,562
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:PERFORMANCE OBJECTIVES:
Meeting Attendance; Prepare for and attend Council
.meetings, as well as various committee and
community meetings. Respond to the needs and
requests of the residents of Carlsbad, through
personal contact and correspondence.
1. As the legislative body of the City, the
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.
49
PROGRAM:
FUND:
DEPARTMENT:
CITY MANAGER
GENERAL
CITY MANAGER ACCT * 001-1020
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 340,780
48,682
8,547
$ 398,009
5
1989-90
ACTUAL
$ 357,609
48,227
15,334
$ 421,170
5
1990-91
BUDGET
$ 478,032
54,984
10,728
$ 543,744
7
1991-92
BUDGET
546,499
51,380
0
$ 597,879
7
WORK PROGRAM:
The City Manager is appointed by the City Council and is responsible for operation of all City services, the
provision of timely and accurate information to the Council, making recommendations regarding new policies
implementing programs and policies.
PROGRAM ACTIVITIES:
Financial; Coordination of activities with fiscal
impact to ensure sound financial practices and a
balanced revenue expenditure base.
Administration;
goals.
Assist Council in meeting annual
PERFORMANCE OBJECTIVES:
1. Submit a balanced budget to the City Council.
Provide quarterly fiscal updates to the
Counc iI.
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, and
response.)
Policy Development:
development.
Assist Council in policy 1. Provide accurate, timely information, develop
potential alternatives and professional
recommendations by staff.
SIGNIFICANT CHANGES:
Personnel costs have increased due to full year funding of the Financial Management Director. One Clerk Typist
position is allocated but not funded.
50
PROGRAM:
FUND:
DEPARTMENT:
PUBLIC INFORMATION
GENERAL
CITY MANAGER ACCT # 001-1021
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 1,948
22,391
0
$ 24,339
0
1989-90
ACTUAL
$ 155
28,548
0
$ 28.703
0
1990-91
BUDGET
% 0
44,127
1,373
$ 45,500
0
1991-92
BUDGET
$ 0
41,400
0
$ 41,400
0
WORK PROGRAM:
Provide information to the public regarding C.ity of Carlsbad services, events, activities and programs.
PROGRAM ACTIVITIES:
Publications: Development of newsletter items to
be included in Parks and Recreations brochure,
informational brochures regarding City services and
programs. Develop press releases informing the
public and news media of current actions by the
City of Carlsbad.
Responsiveness: Respond to telephone and personal
requests for information promptly and effectively.
Provide courteous and efficient service for
visitors at City Hall. Maintain central
information display in lobby of City Council/City
Manager's Offices.
PERFORMANCE OBJECTIVES:
1. Preparation of quarterly newsletter items for
publication in City of Carlsbad Parks &
Recreation brochure; develop FYI brochure about
special events.
1. Provide information to the public in a timely,
courteous and professional manner.
Appreciation Events: Development of invitations
and announcements for special events for members of
City Staff, Boards, commissions, Committees.
Enhance communication with employees and work
groups.
1. Develop invitations and announcements for
employee breakfast and Boards, Commissions and
Committee appreciation dinner.
SIGNIFICANT CHANGES:
None.
51
PROGRAM:
FUND:
DEPARTMENT:
CITY CLERK
GENERAL
CITY CLERK ACCT * 001-1030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 4,305
73,757
0
$ 78,062
0
1989-90
ACTUAL
$ 4,634
8,320
0
$ 12,955
0
1990-91
BUDGET
$ 6,600
30,000
0
S 36,600
0
1991-92
BUDGET
$ 7,105
13,500
0
$ 20,605
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 Conanssion (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.
WORKLOAD MEASURES:
CY/1989
1. Elections:
1 Special
1. F iIi ngs:
33 Campaign
Statements
115 Statements of
Economic
Interest
1 General
47 Campaign
Statements
247 Statements of
Economic
Interest
Council Meeting Record of Proceedings; Keeps an
accurate record of proceedings of the legislative
body as required by the Government Code.
1. Council Minutes:
65 62
Administrative Services: Maintains custody of City
Seal; maintains City records which include filing
of records and certification of copies; publishes
ordinances and notices of public hearings; receives
all claims filed.
1. Claims Filed:
113 105
2. Public Hearing Notices:
46 40
3. Ordinances Published:
46 44
P
Support Services: Provides staff support to the
Parking Authority and Building Authority. Serves
as Secretary to the Public Improvement Corporation
and Water Board and Recording Secretary to the
Housing and Redevelopment Commission.
1. Meetings Held:
15 47
SIGNIFICANT CHANGES:
Budgeted expenses are down for fiscal year 1991-92 as there are no elections anticipated.
52
•to
IP
to
PROGRAM:
FUND:
DEPARTMENT:
CITY ATTORNEY
GENERAL
CITY ATTORNEY ACCT * 001-1210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 231,356
28,305
507
$ 260,168
3
1989-90
ACTUAL
$ 295,476
35,969
6,692
$ 338,137
3
1990-91
BUDGET
$ 364,419
41,761
11,655
$ 417,835
5
1991-92
BUDGET
$ 391,257
51,185
0
$ 442,442
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 coining 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, Carlsbad Municipal Water District, Parking Authority,
Building Authority, Redevelopment Agency, City Manager, Department Heads and the City's Boards and Commissions.
Prosecute all violations of the municipal code and represent the City in litigation.
SIGNIFICANT CHANGES:
None.
53
PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE ACCT * 001-1310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 544,233
314,372
11,867
$ 870,472
15
1989-90
ACTUAL
$ 627,098
401,968
21,819
$ 1,050,885
16
1990-91
BUDGET
$ 730,582
540,633
14,700
$ 1,285,915
17
1991-92
BUDGET
$ 784,557
300,976
3,000
$ 1,088,749
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.
Budget Management; Develop an annual budget
identifying operating and capital programs and
their costs for future years.
Assessment District/CFD Administration: Provide
financial management of 1913/15 Act Assessment and
MeUo-Roos Districts.
Accounts Receivable: Bill and collect revenue for
the City; includes utilities, business license,
ambulance, parking citations, and emergency
response bi11i ngs.
Accounts Payable; Assembles and pays the debts of
the City, including payroll. Satisfies require-
ments of taxing agencies.
General Accounting: Prepares and maintains
accurate financial records; includes grants,
capital projects, enterprise funds, assessment
districts, investments, and fixed assets.
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.
PERFORMANCE OBJECTIVES:
1. Present results of fiscal impact analysis of
General Plan.
2. Update and report City's long-range financial
projections.
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.
1. Issue bonds for initial capital projects.
2. Establish CFD No. 1 tax rates.
3. Establish recording system for Alga Road
Assessment agreements.
1. Establish business license field inspection
system.
2. Revise ordinance to base business license fee
on prior year's actual receipts.
1. Maintain turnaround time of 30 days to process
and pay invoices.
1. Distribute monthly expenditure summary on 5th
working day of month.
2. Survey City departments to determine
departmental financial needs/requirements.
3. Provide City Manager and Council with timely
monthly financial reports.
1. Audit 40 major retailers and businesses; 3
major hotels/motels; all franchise fees.
2. Review Carlsbad Convention and Visitors Bureau
for compliance.
SIGNIFICANT CHANGES:
This program will be absorbing one Accountant and one Account Clerk from the Water District while giving two
Account Clerk's II to the Water District. One Account Clerk I position has no funds allocated. Maintenance
and Operation expenses are down due to the payment or completion in 1990-91 of one time projects, such as Hello
Roos consulting and the fiscal impact analysis of the General Plan.
54
PROGRAM:
FUND:
DEPARTMENT:
CASH MANAGEMENT
GENERAL
CITY TREASURER ACCT * 001-1320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 11,262
31,739
752
$ 43,753
0
1989-90
ACTUAL
$ 23,237
37,838
0
$ 61,075
0
1990-91
BUDGET
$ 27,306
52,250
0
$ 79,556
0
1991-92
BUDGET
$ 28,541
52,542
0
$ 81,083
0
WORK PROGRAM:
Perform the duties and responsibilities set forth in the California government Code and the Carlsbad Municipal
Code.
PROGRAM ACTIVITIES:
Cash Management: Develop cash flow projections as
accurately as possible; maintain record of money
coming into the treasury; ensure appropriate
balances in various checking accounts; pay money on
warrants signed by legally designated persons;
arrange for cost-effective banking relations;
arrange for a short-term borrowing program.
Investment Management: Provide professional
management of the City's investment portfolio
investing all idle funds as directed by the City
Council while conforming to all state statutes
governing the investment of public funds.
Recordkeeping: Develop and maintain records for
all investments and investment income. Verify
receipt and correctness of investments made.
Reporting: Develop and prepare monthly reports to
the City Council regarding investment activities;
develop investment data for the Annual Financial
Report.
Administrative Duties: Develop agenda, convene,
conduct, and record proceedings of the Investment
Review Committee; develop and submit annually, or
as required, a statement of investment policy to
the City Council.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Gather information regarding forecasted cash
receipts and disbursements from various City
and external sources.
2. Receive information of actual daily cash
deposits; transfer funds between various
checking accounts to ensure appropriate
balances for projected disbursements.
3. Develop request for bids for banking services;
evaluate bids and initiate action to award
contract; monitor adequacy of banking services;
arrange for line of credit.
1. Determine amount, type, and term of investment;
endeavor to invest all idle funds at all times.
2. Solicit telephone bids from financial
institutions/brokers; evaluate and effect
investment; arrange for payment, delivery, and
safekeeping of investments; inform unsuccessful
bidders of the investment made.
3. Arrange for col lateralization contracts as
required. '
1.
2.
3.
Maintain records to insure that all interest
income is received when due.
Maintain records to project investment income.
Verify accuracy
investments made.
of confirmations with
1. Provide City Council with timely monthly
reports of investment activities, related to
investment policy requirements.
2. Develop from investment data base information
required for the annual audit and Annual
Financial Report.
1. Act as the chairman of the Investment Review
Committee.
2. Review the City's investment policy with the
Investment Review Committee; develop
recommendations to modify; ensure compliance
with the California Government Code.
55
PROGRAM: AUDIT
FUND: GENERAL
DEPARTMENT: FINANCE ACCT * 001-1330
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
10,900
0
$ 10,900
0
1989-90
ACTUAL
$ 0
34,500
0
$ 34,500
0
1990-91
BUDGET
$ 0
35,000
0
$ 35,000
0
1991-92
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: PERFORMANCE OBJECTIVES:
Audit; Audit of City's financial records.1. Complete Audit and submit to Council and City
Manager by December 31, 1990.
SIGNIFICANT CHANGES:
None.
56
PROGRAM:
FUND:
DEPARTMENT:
PURCHASING
GENERAL
PURCHASING ACCT * 001-1410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 174,345
104.270
5,291
$ 283,906
5
1989-90
ACTUAL
$ 182,045
157,487
4,105
$ 343,637
5
1990-91
BUDGET
$ 218,875
161,732
7,461
$ 388,068
6
1991-92
BUDGET
$ 247,926
151,108
0
$ 399,034
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.
PERFORMANCE OBJECTIVES:
1. Update format bid and quotation files.
2. Prepare Vetklor's List by commodities.
Establish procedures for the certification of
minority and women-owned businesses.
3. Prioritize capital outlay items by quarters.
Public Works Contracts: Provide administrative and
clerical support for Public Works contracts.1. Process Public works contracts in timely
manner.
2. Update Contractor's list as prescribed by State
law.
3. Refine 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. Update/distrilbute stores catalog twice yearly.
Messenger Services; Provide twice-daily inter-
departmental mail service to City facilities.
1. Review and update messenger route and services.
2. Prepare Centralized Mail Service Report.
3. Continue bi-monthly mail memos to all
departments.
Surplus Property: Manage the transfer and disposal
of surplus City property and lost/unclaimed Police
property.
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.
57
PROGRAM:
FUND:
DEPARTMENT:
HUMAN RESOURCES
GENERAL
HUMAN RESOURCES ACCT * 001-1510
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 204.337
257,815
740
S 462,892
5
1989-90
ACTUAL
$ 267,217
310,184
5,856
$ 583,259
6
1990-91
BUDGET
$ 524,012
506,225
38,620
$ 1,068,857
8
1991-92
BUDGET
$ 457,390
443,202
0
$ 900,592
8
WORK PROGRAM:
Provide service to City departments, employees, and the public relative to their human resource needs; attract,
retain and develop competent and motivated workforce.
PROGRAM ACTIVITIES:
Employment Services; Provide services in the areas
of recruitment and selection focusing on continuing
proactive outreach efforts to attract qualified
minorities, women, veterans, and handicapped
applicants.
PERFORMANCE OBJECTIVES:
1. Conduct approximately 40 recruitment to attract
well qualified applicants for available
pos i t i ons.
2. Review City testing and screening procedures
to insure that they are free from artificial
barriers.
3. Update the City's Affirmative Action Plan
during 1st quarter FY91-92.
Classification and Compensation: Create new
classifications when appropriate and coordinate
reel ass if i cat ion studies. Conduct salary surveys
and administer pay plans for all City employees.2.
Respond to the classification needs of the
organization within 60 days.
Conduct all salary surveys in accordance with
established guidelines.
Benefits: Administer health, life, and retirement
plans for all eligible City employees.
1. Educate employees relative to their benefits.
2. Develop an attractive benefits package,
including research and design of a flexible
benefit program.
Employee and Organizational Development: Provide
services to the organization in the areas of
employee development and organizational
development.
1. Continue to provide additional training through
the Human Resource Management Seminar Series.
2. Conduct organizational training for all
employees on valuing diversity in the
workplace.
3. Begin to develop a new Employee Orientation
Program which provides for a better
understanding of the values, cultures,
functions, responsibilities, and benefits with
the City of Carlsbad.
SIGNIFICANT CHANGES:
One Clerk Typist position is allocated but not funded. Personnel costs are also down in 1991-92 due to a
litigated settlement made in 1990-91. Maintenance and Operation costs are down as there are less funds
allocated for various outside professional services and training.
58
ma*
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
DEPARTMENT: HUMAN RESOURCES ACCT * 613-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
S 0
1,207.949
0
$ 1,207,949
0
1989-90
ACTUAL
$ 0
1,240,108
0
$ 1,240,108
0
1990-91
BUDGET
S 0
1,494,854
0
$ 1,494,854
0
1991-92
BUDGET
$ 0
1,743,179
0
$ 1,743,179
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 $248,325 increase.
59
PROGRAM: RESEARCH
FUND: GENERAL
DEPARTMENT: RESEARCH ACCT * 001-1610
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 144,951
18.627
6,841
$ 170,419
4
1989-90
ACTUAL
$ 199,020
59,962
12,785
$ 271,767
4
1990-91
BUDGET
$ 221,386
281,465
7,050
$ 509,901
4
1991-92
BUDGET
$ 251,024
34,305
0
$ 285,329
4
WORK PROGRAM:
Provide the City Manager's Office with the necessary resources and information to assist the City Council in
making policy decisions, accomplishing their five-year vision statements, and annual goals.
PROGRAM ACTIVITIES:
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 high quality
computer generated graphics. Serve as demographic
resource. Coordinate development and updating of
Departmental and Council objectives. Monitor
Council follow-up requests, and guide the Child
Care Commission and Child Care Consultant.
WORKLOAD MEASURES:
II
m
m
m
Hi
1990-91
1. Number of public requests for
action reviewed:
1. Number of Demographics/Statistical
requests received:
2. Number of presentation graphics
designed:
200
100
300
Legislation; Monitor legislative activities in
Sacramento and Washington D.C. Prepare weekly
legislative status reports, review and respond to
legislation in accordance with legislative platform
and update legislative platform annually. Inform
City departments of legislation that may affect the
City and request input.
1. Number of legislative bills tracked: 150
2. Number of legislative letters written: 90
3 Number of legislative status reports
prepared: 38
SIGNIFICANT CHANGES:
Maintenance and Operation costs are down due to the ending of outside professional services required for
addressing the enlarged SDG&E facility. Also, funds for the Child Care Consultant were encumbered during
1990-91.
60 P
ttt
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
INFORMATION SYSTEMS ACCT * 001-1710
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 197,362
140,653
1,999
$ 340,014
5
1989-90
ACTUAL
$ 215,907
133,676
39,940
$ 389,523
6
1990-91
BUDGET
$ 282,524
144,479
263,185
$ 690,188
6
1991-92
BUDGET
$ 293,275
139,210
0
$ 432,485
6
WORK PROGRAM:
The Information Systems Administration Division is responsible for the maintenance and operation of tele-
communications, reprographics, and records management activities. The Division also provides staff support to
the City Clerk, and provides minutes for 14 City Boards, Commissions, and Committees.
PROGRAM ACTIVITIES:
Duplication Equipment: Keeps the City Hall copy
machine operational by provision of key operator
services, supplies, and current maintenance
agreement.
Telec ication Service:Maintains the
telecommunications and call processing network for
all City facilities, and approves and orders alt
additions and modifications to that network.
WORKLOAD MEASURES:
CY/1989
1. Copies:
836,882
1. 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
959,520
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
578 voice mail boxes
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.
1. Entries Indexed:
1,595
2. Pages Filmed:
63,702
3. Storage:
93 boxes of f iIes
5 micro boxes
1,769
3,278
113 boxes of files
6 micro boxes
Mr
-tM
City Clerk Staff Support Services: Assists public
and City departments with requests for information;
provides research services concerning Council
action since City incorporation on 7-16-52;
provides maintenance and quarterly supplement
service for subscriptions to the Carlsbad Municipal
Code; prepares and posts agendas in accordance with
"Brown Act" for City Council meetings; processes,
indexes, and files all Council Meeting documents
(agenda bills, resolutions, ordinances), documents
to the Recorder, and processes contracts and
agreements.
1. Documents Processed:
46 Agendas
618 Agenda Bills
449 Resolutions
71 Ordinances
574 Documents to
Recorder
349 Contracts
Agreements
91 Subscriptions to
Municipal Code
68 Agendas
528 Agenda Bills
455 Resolutions
44 Ordinances
448 Documents to
Recorder
205 Contracts
Agreements
97 Subscriptions to
Municipal Code
(continued)
61
PROGRAM:
FUND:
DEPARTMENT:
PAGE TWO
ADMINISTRATION
GENERAL
INFORMATION SYSTEMS
ACCT * 001-1710
PROGRAM ACTIVITIES:
Hinutes Service; Provide minutes for City Boards.
Commissions and Committees.
WORKLOAD MEASURES:
CY/1989
1- M'nut«s f°r UBoards. Commissions,
and Committees.
CY/1990
Minutes for 14
Boards, Commissions,
and Committees.
SIGNIFICANT CHANGES:
None.
m*
62
PROGRAM:
FUND:
DEPARTMENT:
DATA PROCESSING
INTERNAL SERVICE
INFORMATION SYSTEMS ACCT * 640-1720
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 136,407
318,716
0
$ 455,123
2
1989-90
ACTUAL
$ 190,617
298,457
0
$ 489,074
3
1990-91
BUDGET
$ 252,489
508,466
297,144
$ 1,058,099
5
1991-92
BUDGET
$ 278,643
462,971
18,100
$ 759,714
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 HP3000'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 online catalog and 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.
Workstations: Maintain all hardware and software
on the Unix workstation used for CIS.
Micro Conputers/Network: Maintain all hardware and
software for over 200 micro computers and the wide
area network linking City micro computers.
1. Ensure availability of hardware maintenance for
the City CIS workstations.
2. Provide software support for CIS and in-house
applications.
1. Ensure availability of hardware maintenance for
the City wide area network including file
servers, individual micro computers,
peripherals and bridges to remote sites.
2. Provide support for standard software and in-
house applications. Provide support necessary
for wide area network linking City micro
computers.
Mew Applications; Implement new applications and
enhance existing 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 for compatibility 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 the appropriate use of computers to
increase productivity and meet informational
needs of the City.
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down due to a reduced need for software maintenance and lower costs for
overhead costs.
63
PROGRAM:
FUND:
DEPARTMENT:
RISK MANAGEMENT
GENERAL
RISK MANAGEMENT ACCT * 001-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 94,405
67,439
1,500
S 163,344
2
1989-90
ACTUAL
$ 99,594
107,423
3.237
$ 210,254
2
1990-91
BUDGET
$ 108,316
156,500
0
$ 264,816
2
1991-92
BUDGET
$ 123,933
125,550
0
$ 249,483
2
WORK PROGRAM:
The Risk Management Department 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 implement a facility use liability insurance
program.
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 provide safety training programs to each
department.
2. To revise the Administrative Order and
Personnel Rules dealing with work related
injuries.
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.
Loss Prevention/Training; Provides direction,
programming and training for various City
departments in order to minimize the potential risk
of future losses.
Special Event/Facility Use Programs; Assist with
the administration of the Special Event/Facility
Use Programs in order to ensure compliance with
Council Policies established for the protection of
the participants, sponsors, spectators and City.
1. To Revise the procedure for processing claims
settlements.
1. To provide safety training programs for each
department.
1. To implement a special event liability
insurance program.
P.
»
IP
*»
p
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down as insurance premiums, for proposed earthquake insurance coverage
and collision coverage for vehicles, have been deferred.
64
PROGRAM:
FUND:
DEPARTMENT:
WORKER'S COMPENSATION
SELF-INSURANCE
RISK MANAGEMENT ACCT * 611-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
467,673
0
$ 467,673
0
1989-90
ACTUAL
$ 0
788,990
0
$ 788,990
0
1990-91
BUDGET
$ 0
794,500
0
* 794,500
0
1991-92
BUDGET
$ 0
1,000,000
0
$ 1,000,000
0
WORK PROGRAM:
The Worker's Compensation Self-Insurance Fund is a part of the City's Risk Management Program.
PROGRAM ACTIVITIES:
Worker's Coapensation Claims: The fund is utilized
to provide payment for medical, indemnity and
defense expenses incurred as the result of
occupational injuries and illnesses. It is also
utilized to pay for related administrative and
insurance expenses.
PERFORMANCE OBJECTIVES:
1. To provide safety training programs to each
department.
2. To revise the Administrative Order and
Personnel Rules dealing with work related
injuries.
3. To revise the procedure for processing claims
settlements.
SIGNIFICANT CHANGES:
Increased State mandated benefit payments have resulted in the 1991-92 increase shown.
65
PROGRAM: GENERAL LIABILITY
FUND: SELF-INSURANCE
DEPARTMENT: RISK MANAGEMENT ACCT * 612-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
1,317,118
0
$ 1,317,118
0
1989-90
ACTUAL
$ 0
677,914
0
$ 677,914
0
1990-91
BUDGET
$ 0
1,168,237
0
$ 1,168,237
0
1991-92
BUDGET
$ 0
1,000,000
0
$ 1,000,000
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. Revise the Facility Use Program.
2. Implement a Facility Use Liability Insurance
Program.
SIGNIFICANT CHANGES:
None.
66 m
to
PROGRAM:MISC. NON-DEPARTMENTAL ACCT # 001-VARIOUS
1988-89
ACTUAL
1989-90
ACTUAL
1990-91
BUDGET
1991-92
BUDGET
10-41-2993 Community Promotion 200,000 147,182 225,000 225,000
10-50-2930 Taxes (Chamber)89 1,000
10-50-2993 Community Contributions;
Big Bang Committee $ 8,500
Casa de Amparo 10,500
Hospice of the North Coast 3,500
Lifeline 10,000
North County Food Co-op 6,180
San Diego Aids Project 1,000
Women's Resource Center 17,500
YHCA Oz North Coast 15,750
57,500 62,900 84,058 72,430
19-67-1922 Hosp Grove Debt Service 153,222 768,300 876,585 488,275
19-90-2340 Leases (mandated & contractual)
City Hall $ 36,000
Parking Lots 174,000
Miscellaneous 20,000 106,106 236,500 300,000 230,000
19-90-2489 Animal Regulation Contract 67,183 67,681 84,670 94,240
19-90-2520 Dues and Subscriptions 21,485 21,581 35,000 36,000
19-90-2999 Contingencies (Budget request)1,500,000 1,700,000 1,700,000 2,000,000
62-10-2211 Street Lighting Assessment 24,500 28,000 28,000 28,000
67
68
PUBLIC SAFETY
PROGRAM: POLICE
FUND: GENERAL
DEPARTMENT: POLICE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 5,058.166
1,154,258
68,505
t 6,280,929
91
1989-90
ACTUAL
$ 5,778,860
1,412,487
98,502
$ 7,289,849
100
1990-91
BUDGET
$ 7,254,679
1,842,858
143,839
$ 9,241,376
109
1991-92
BUDGET
$ 7,326,432
2,120,041
12,000
$ 9,458,473
109
WORK PROGRAM:
To enhance the quality of life in the 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, and provide for a safe
environment for residents and visitors of Carlsbad.
PROGRAM ACTIVITIES:
Operations Division; Provide response to emergency
and non-emergency calls for service, proactive
patrol to deter crime, traffic services to enforce
laws and reduce accidents and services with
assistance of the Reserve Officer Program.
PERFORMANCE OBJECTIVES:
1.Maintain a six minute or less response time
City wide for Priority One Calls.
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 and
associated illegal activities.
•am
Technical Services Division: Provide support to
all divisions in the form of communications,
records, crime prevention, training and
recruitment, DARE program and technological
development.
Community Relations: Monitor community concerns
and needs, maintain positive relationship with
community, and develop programs responsive to
community needs.
1. Increase crime prevention activities in the
community including Neighborhood Watch and
community presentations.
2. Maintain 2 full-time DARE officers for drug
abuse education in elementary, junior high,
and high schools.
1. Refine and expand citizen survey program.
2. Continue positive relationship with media,
provide Business Liaison services, and expand
community relations activities.
3. Include community relations and input in
Department Strategic Plan.
4. Maintain Citizen "Ride-Along" program.
69
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
POLICE ACCT * 001-2110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 135,551
113,837
0
$ 249,388
2
1989-90
ACTUAL
$ 156,708
146,880
0
$ 303,588
2
1990-91
BUDGET
$ 226,621
258,993
0
$ 485,614
3
1991-92
BUDGET
$ 228,785
575,078
0
803,863
3
WORK PROGRAM:
Develop and administer functions and programs that support the City's and Police Department's Statement of
Values in a manner responsive to the City and its citizens. Provide leadership and support to department
divisions. Establish policies and long-range planning to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Programs: Develop and manage programs
which reduce crime, encourage citizen
participation, and improve community safety.
PERFORMANCE OBJECTIVES:
1. Provide staff members with program development
concepts.
2. Request and support personnel and program
additions as needed to meet goals of
department.
3. Assure department's budgetary responsibility.
Organizational Development: Assist staff with
individual and group development.
1. Enroll 10 staff members in "Investment in
Excellence" training.
Division Support; Provide support to department
divisions to assist with meeting goals.
1. Further develop resources for divisions such as
management information systems, statistical
analysis, and program management and analysis.
Leadership: Provide department staff with the
knowledge and training necessary to carry out the
department mission.
1. Maintain strong communications among staff and
divisions; reinforce department's and City's
Statement of Values.
SIGNIFICANT CHANGES:
None.
70
PROGRAM:
FUND:
DEPARTMENT:
OPERATIONS
GENERAL
POLICE ACCT * 001-2120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 2,638,579
416,827
15,668
$ 3,071,074
49
1989-90
ACTUAL
$ 3,027,552
527,562
76,388
$ 3,631,502
49
1990-91
BUDGET
$ 3,864,794
662,971
59,175
$ 4,586,940
54
1991-92
BUDGET
$ 3,870,970
616,580
0
$ 4,487,550
54
WORK PROGRAM:
Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to
the community. Enforce laws and ordinances, preserve the peace and provide for protection of life and property
through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Services: Respond to Calls for Service
for emergency and non-emergency services.
Investigation of crimes and enforcement of City
ordinances.
WORKLOAD MEASURES:
1988 1989 1990
1. Calls for Service:
57,498 61,965 63,738
Reporting; Respond to Calls for Service, and self-
initiate investigations of crimes and incidents.
1. Reports:
11,471 12,135 11,827
Response Times; Respond to Priority One
(emergency) Calls for Service as quick as possible.
1. Response Times:
5.2 min. 4.8 min. 4.8 min.
Preventative Patrol; Provide preventative patrol
to reduce the opportunity for crime. Patrol Time
vs. Activity Time measures free time to prevent
crime (Patrol Time) vs. time spent responding to
Calls for Service (Activity Time). Ratio can
indicate workloads.
1. Patrol Time vs. Activity Time:
51% v 49% 51% v 49% 47% v 53%
SIGNIFICANT CHANGES:
None.
71
PROGRAM:
FUND:
DEPARTMENT:
INVESTIGATIONS
GENERAL
POLICE ACCT * 001-2130
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 693,455
127,378
11,006
$ 831,839
10
1989-90
ACTUAL
$ 736,690
144,405
0
$ 881,094
10
1990-91
BUDGET
$ 967,349
231,933
24,768
$ 1,224,050
14
1991-92
BUDGET
$ 961,769
232,950
0
$ 1,194,719
14
P
to
WORK PROGRAM:
To provide follow up investigations leading to the identification and apprehension of persons responsible for
the commission of crimes. To provide coordination of the criminal justice process, to recover property and to
establish property and evidence processing procedures. To enforce and investigate juvenile offenses, and to
coordinate juvenile diversion/education groups and programs.
IP
m
m
m
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 1989
1. No. of Reports:
1503 1516
1. Clearance Rates:
49% 47%
25% 26%
1990
1729
49%
22%
Property Recovery: Property recovery rate is for
burglary, larceny theft and motor vehicle theft.
1. Property Clearances:
45%49%43%
Juvenile Diversion: The diversion of juveniles,
both delinquent and pre-delinquent, within and
prior to the criminal justice system for
rehabilitative opportunities.
1.Juveniles Diverted:
400 440 500
* 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
clearance).
SIGNIFICANT CHANGES:
None.
*
72
PROGRAM:
FUND:
DEPARTMENT:
VICE/NARCOTICS
GENERAL
POLICE ACCT * 001-2131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 96,734
4.198
13,178
$ 114,110
3
1989-90
ACTUAL
$ 211,951
25,886
12,999
S 250,836
3
1990-91
BUDGET
$ 244,603
30,900
3,500
$ 279,003
3
1991-92
BUDGET
$ 242,329
22,551
0
$ 264,880
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:
Drug Case Investigations: The investigation of
crimes related to the illegal use, distribution and
sales of drugs, prostitution, gambling and other
illicit activities.
Complaints Received;
complaints received.
The investigation of felony
WORKLOAD MEASURES
1989 1989
208 140
125 137
Felony Narcotics Arrests; The arrest of suspects
in felony narcotics violations.
96 71
Misdemeanor Drug Arrests: The arrest of
misdemeanor narcotics violations.
22 37
Search Warrants Served; The service of search
warrants related to local. Federal, and regional
drug violations.
30 24
SIGNIFICANT CHANGES:
None.
73
PROGRAM:
FUND:
DEPARTMENT:
TECHNICAL SERVICES
GENERAL
POLICE ACCT * 001-2140
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 1.070,001
444,082
2,708
$ 1,516,791
27
1989-90
ACTUAL
$ 1,194,836
496,159
6,162
$ 1,697,157
28
1990-91
BUDGET
$ 1,385,651
572,326
55,216
$ 2,013,193
27
1991-92
BUDGET
$ 1,346,788
542,023
12,000
$ 1,900,811
25
WORK PROGRAM:
Provide support to the police department in the form of police and fire emergency communications, training,
crime prevention, records maintenance, automated systems coordination and recruiting and personnel.
PROGRAM ACTIVITIES:
iications; Provide routine and emergency
communications service to police, fire and
emergency medical programs.
PERFORMANCE OBJECTIVES:
1. Provide Emergency Medical Update training to
appropriate personnel.
Crime Prevention; Presents crime prevention and
neighborhood watch programs throughout the City.
Assists in community relations programs and
oversees the False Alarm program.
1.Produce an Hispanic version of the Neighborhood
Uatch Newsletter.
Training & Personnel; Coordinates all training
department wide, provides recruiting services, sets
up testing programs and completes P.O.S.T. mandated
pre- employment investigations. Assists in
coordinating public meetings and special programs.
1. Improve pre-employment investigations by
developing contractual services.
Records; Provides processing, filing and
maintenance of all department official records.
Responsible for data entry into the ARJIS program
and for statewide reporting of crime information.
Public reception and assistance program is also a
vital program.
1. Improve the coordination and use of the CASS to
improve department operations/computer
application programs.
SIGNIFICANT CHANGES:
Two DARE program positions and expenses have been transferred out of the Technical Services Program to its own
program.
74
PROGRAM: D.A.R.E.
FUND: GENERAL
DEPARTMENT: POLICE ACCT * 001-2141
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
$ 0
0
0
S 0
0
1990-91
BUDGET
$ 0
0
0
$ 0
0
1991-92
BUDGET
$ 121,733
13,619
0
$ 135,352
2
WORK PROGRAM:
Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on
them to experiment with drugs.
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Studetn Education: Provide drug abuse prevention
instruction to all Carlsbad area schools including
elementary, junior high and high schools.
1. Reach 3,000 - 4,000 students per year at 9
elementary schools, 1 junior high school, and
1 high school.
Community Education; Assist schools and parents
with drug abuse prevention programs.1. Attend parent-teacher meetings, provide
workshops for parents and teachers, and
participate in various community and school
activities.
SIGNIFICANT CHANGES:
The DARE program personnel and expenses have been transferred out of Technical Services into the new DARE
account.
75
PROGRAM:
FUND:
DEPARTMENT:
RESERVE OFFICERS
GENERAL
POLICE ACCT # 001-2150
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 10
4,844
0
$ 4,854
0
1989-90
ACTUAL
$ 1,750
3,428
799
$ 5,977
0
1990-91
BUDGET
$ 4,375
8,938
0
$ 13,313
0
1991-92
BUDGET
$ 4,500
8,400
0
$ 12,900
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 and Traffic: Provide assistance to the
patrol and traffic functions by assignment as cover
officers.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Provide four beat patrol coverage per week.
2. Provide special detail assistance at Fall and
Spring Faires and other community events.
3. Assist traffic commercial vehicle enforcement
team one day per month.
76
PROGRAM: TRAFFIC
FUND: GENERAL
DEPARTMENT: POLICE ACCT * 001-2160
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 423,836
43,092
25.945
$ 492,873
8
1989-90
ACTUAL
$ 449,373
68,167
2,154
$ 519,694
8
1990-91
BUDGET
$ 561,286
76,797
1,180
S 639,263
8
1991-92
BUDGET
$ 549,558
108,840
0
$ 658,398
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 Cityuide.
WORKLOAD MEASURES:
1988 1989 1990
1.Enforcement Index: measures the ratio of
hazardous citations to total collisions.
10.9 10.9 13.8
2. Number of Injury Accidents:
997 927 875
Accident Investigation: Conduct accident
investigations to document location, time, and
cause of traffic accidents in order to provide
targeted traffic enforcement.
1. Number of Hit and Run Investigations: measures
those accident investigations that are Hit and
Run.
n/a n/a 103
SIGNIFICANT CHANGES:
None.
77
PROGRAM: FIRE
FUND: GENERAL
DEPARTMENT: FIRE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 3,913,978
651,005
52,105
$ 4,617,088
63
1989-90
ACTUAL
$ 4,772,767
693,834
219,586
$ 5,686,187
81
1990-91
BUDGET
$ 5,554,468
970,559
77,533
$ 6,602,560
81
1991-92
BUDGET
$ 5,652,348
774,559
0
$ 6,426,907
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.
78
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
FIRE ACCT * 001-2210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 134,512
69,926
10,302
$ 214,740
2
1989-90
ACTUAL
$ 157,220
77,923
0
$ 235,143
2
1990-91
BUDGET
$ 281,265
170,688
12,000
$ 463,953
2
1991-92
BUDGET
$ 280,331
142,091
0
$ 422,422
3
WORK PROGRAM:
The administrative division coordinates the overall operation of the Fire Department.
PERFORMANCE OBJECTIVES:PROGRAM ACTIVITIES:
Coordination; Provide program direction and
planning for all divisions.
1. Implement a customer service program by
September.
2. Continue a supervisory training seminars 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 improving employee working
conditions.
Planning; Provide a planning interface with other
City departments and regional agencies in order to
facilitate improved fire services.
1. Monitor development in the north and southeast
quadrants under the Growth Management Program
toward scheduling the relocation of Fire
Station Three and Six.
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:
None.
79
PROGRAM:
FUND:
DEPARTMENT:
FIRE SUPPRESSION
GENERAL
FIRE ACCT * 001-2220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 2,919.294
363,732
27,977
$ 3,311,003
44
1989-90
ACTUAL
$ 3,513,908
380,545
204,854
$ 4,099,307
60
1990-91
BUDGET
$ 4,070,207
496.852
51,649
$ 4,618,708
60
1991-92
BUDGET
$ 4,134,382
366,040
0
$ 4,500,422
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 Citywide.
Training; Provide all safety personnel appropriate
training in order to enhance their personal safety
and also enhancing the services provided to the
citizens.
Conduct an annual physical fitness appraisal
program for all personnel.
Provide technical training to all shift
personnel on a monthly basis.
Develop standard operating procedures
conforming to national safety guidelines by the
4th quarter.
Certify all probationary firefighters as State
Firefighters I by the end of their probationary
year.
Service: Operations personnel will maintain a
positive community profile of service,
friendliness, and responsiveness.
Engine companies will participate in public
education programs and code enforcement
inspections on an annual basis.
Engine companies will participate in special
community events as needed.
SIGNIFICANT CHANGES:
None.
80
PROGRAM:
FUND:
DEPARTMENT:
FIRE PREVENTION
GENERAL
FIRE ACCT * 001-2230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-889
ACTUAL
$ 226. 196
45,719
4,981
$ 276,896
5.5
1989-90
ACTUAL
$ 270,672
30,557
14,732
$ 315,961
6
1990-91
BUDGET
$ 328,381
62,479
0
$ 390,860
6
1991-92
BUDGET
$ 336,063
50,600
0
S 386,663
6
WORK PROGRAM:
Manage the potential, for fire toss 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
annually.
3. Perform code compliance reviews on an
anticipated 1,000 construction plan submit tats.
4. Perform 1,300 new construction and follow-up
inspections.
5. Computerize management of fire inspections by
the second quarter.
Education; Conduct and participate in informative
programs for the general public on disaster
preparedness and fire safety.
1. Conduct fire safety education programs for 2nd
and 4th grades in all schools within the City,
public and private.
2. Provide community safety educational programs
which foster self-help and reliance in
preparing for and in the handling of
emergencies.
3. Mail fire safety information to the general
public bi-monthly.
SIGNIFICANT CHANGES:
None.
81
PROGRAM:
FUND:
DEPARTMENT:
EMERGENCY MEDICAL SERVICES
GENERAL
FIRE ACCT * 001-2240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 564,101
104,614
3,845
$ 672,560
10
1989-90
ACTUAL
$ 749,505
106,540
0
$ 856,045
12
1990-91
BUDGET
$ 778,865
116,616
2,000
$ 897,481
12
1991-92
BUDGET
$ 805,006
113,078
0
$ 918,084
12
WORK PROGRAM:
Provide paramedic level ambulance care to 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
care.
Training; Provide all safety personnel appropriate
training in order to enhance their personal safety
and also enhancing the services provided to the
citizens.
1. Audit paramedic requirements set by State and
County regulatory agencies quarterly.
2. Conduct an annual physical fitness appraisal
program for all personnel.
3. Provide technical training to all personnel on
a monthly basis.
SIGNIFICANT CHANGES:
None.
82
PROGRAM:
FUND:
DEPARTMENT:
WEED ABATEMENT
GENERAL
FIRE ACCT * 001-2250
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 308
25,979
0
S 26,287
0.5
1989-90
ACTUAL
$ 0
41,627
0
S 41,627
0
1990-91
BUDGET
$ 0
54,924
0
$ 54,924
0
1991-92
BUDGET
$ 0
33,350
0
$ 33,350
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.
PERFORMANCE OBJECTIVES:
1. Select 900-1100 parcels for clearance.
2. Obtain City Council approval for abatement.
3. Mail notices to property owners in May.
Hazard Abatement; Assure abatement of hazards on
property identified in activity 1.
1. Inspect all property noticed.
2. Clean all property not abated by owners in June
and July.
3. Manage contractor performance and payment
system.
4. Obtain City Council approval to place abatement
costs onto individuals property tax roll in
July.
5. Submit charges to County Auditor for recovery
by property tax billing by August.
SIGNIFICANT CHANGES:
None.
83
PROGRAM:
FUND:
DEPARTMENT:
DISASTER PREPAREDNESS
GENERAL
FIRE ACCT * 001-2260
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 69,567
41,035
5,000
$ 115,602
1
1989-90
ACTUAL
$ 81,462
56,642
0
$ 138,104
1
1990-91
BUDGET
$ 95,750
69,000
11,884
$ 176,634
1
1991-92
BUDGET
96,566
69,400
0
$ 165,966
1
WORK PROGRAM:
To exercise and improve coordination plans that enable Carlsbad to effectively utilize it's resources in
responding to, and recovering from natural or manmade disasters.
PROGRAM ACTIVITIES:
Training and Education: Conduct classroom and
simulation training sessions for all key City staff
members.
PERFORMANCE OBJECTIVES:
1. Conduct training and exercises with City
Emergency Operations Center staff on disaster
preparedness.
2. Work with amateur radio groups on improving the
Emergency Operations Center communications
capabilities.
3.Provide training to City employees pertaining
to their role as Disaster Service Workers.
Inter-Agency Planning; Continue the involvement of
other agencies in the planning process providing
coordination with City plans.
3.
Continue participation as an active member of
the San Diego County Unified Disaster Council.
Continue work with the school districts in
emergency preparedness activities and in
coordinating with the City's emergency plan.
Work with the media on promoting earthquake
preparedness public service announcements.
SIGNIFICANT CHANGES:
None.
84
COMMUNITY DEVELOPMENT
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
COMMUNITY DEVELOPMENT ACCT # 001-3010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 184,056
220,934
0
$ 404,990
7
1989-90
ACTUAL
$ 221,187
331,990
8,144
$ 561,321
7
1990-91
BUDGET
$ 249,477
401,235
9,900
( 660,612
5
1991-92
BUDGET
$ 272,316
347,090
0
$ 619,406
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. Continue 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 periodic workshops to assist Community
Development staff and Commissions in under-
standing procedures, laws & communications.
System Implementation: Successfully implement
Community Development Permit Tracking and Geo Base
System.
SIGNIFICANT CHANGES:
One Clerk Typist position is allocated but unfunded.
1. Coordinate systems development, structure and
database management for the Geo Base Mapping
and Permit Tracking System.
2. Coordinate training of data base users.
85
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT * 001-3020
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
S 0
0
0
$ 0
0
1990-91
BUDGET
$ 90,000
165,200
0
$ 255,200
2
1991-92
BUDGET
$ 90,515
126,950
0
$ 217,465
2
m
m
p
m
m
m
WORK PROGRAM:
Continue the development of a Geographic Information System (CARGIS), a parcel-based data base, with layers of
data dealing with Parcels, Street Networks, Administrative Districts, Facilities Inventories, Environmental
Conditions, and Special Purpose layers of information.
PROGRAM ACTIVITIES:
System Development:
Develop and direct the use of a city-wide,
comprehensive Geographic Information System.
PERFORMANCE OBJECTIVES:
1. Continue to work with a Steering Committee,
comprised of the major user departments, in the
development of implementation strategies.
2. Establish a base map with multiple layers of
data. Have the ability to perform basic
exercises, December 1991.
3. Work with major user departments to train their
staff to use the CIS, and refine the
departmental data.
SIGNIFICANT CHANGES:
None.
86 P
H
PROGRAM:
FUND:
DEPARTMENT:
ENGINEERING
GENERAL
ENGINEERING SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 1,465,669
2,006,059
24,550
$ 3,496,278
33
1989-90
ACTUAL
$ 1,849,604
3,149,355
40,472
$ 5,039,431
17
1990-91
BUDGET
$ 2,603,443
3,074,335
53,340
$ 5,807,814
41
1991-92
BUDGET
$ 2,736,786
2,965,927
0
$ 5,702,713
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.
This Department also monitors the City's interest in the Joint Powers Agreement with the Encina Uastewater
Facility.
87
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
ENGINEERING ACCT * 001-3110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 1,032,910
781 ,358
10,081
$ 1,824,349
24
1989-90
ACTUAL
$ 1,351,689
1,181,373
31,757
$ 2,564,819
7
1990-91
BUDGET
$ 413,088
819,380
33,889
$ 1,343,053
9
1991-92
BUDGET
$ 482,750
624,592
0
$ 1,107,342
9.5
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 Function; 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 Function;
Provides administrative and clerical support to all
other divisions.
1.Completion of desk manuals for all positions in
Administrative Division.
2. Complete cross training program for all
department clerical staff during the 1991-92
fiscal year.
Management Reporting System Function: 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 Function; Provide accurate records
filed in a standardized and efficient manner.
1. Complete review, reorganization and
microfilming of appropriate Engineering files
during 1991-92 fiscal year.
SIGNIFICANT CHANGES:
One half of an Associate Civil Engineer position is transferred in from Growth Management. Maintenance and
Operation costs have been reduced due to less reliance on outside contract services.
88
PROGRAM:
FUND:
DEPARTMENT:
DEVELOPMENT
GENERAL
ENGINEERING ACCT * 001-3120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
* 0
0
1989-90
ACTUAL
$ 0
0
0
$ 0
0
1990-91
BUDGET
$ 916,872
0
5,100
$ 921,972
16
1991-92
BUDGET
$ 846,348
0
0
$ 846,348
16
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
comprehensive engineering input to the Planning
Department for all Land Use Development
applications within statutory time limits and
divisional goals for hours expended per project.
During the 1989-90 fiscal year, Land Use
Development Review received 274 new applications,
rejected 115 applications, and approved 184
applications. In the first six months of 1990-91,
there were 127 new applications, 42 were rejected,
and 130 were approved.
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 reviews expending no more than 66 man
hours (Master Plan), 71 man hours (Major
Project), 20 man hours (Minor Project), or 6.5
hours (Misc. Project).
Engineering Plancheck: Process all engineering
development plans and maps in a professional
manner maintaining a high quality and meeting
production goals.
During 1989-90 fiscal year. Engineering Plancheck
received 327 new drawings with 1297 sheets for
checking and completed 321 drawings with 1980
sheets. During the first six months of 1990-91
there were 167 new drawings with 880 sheets and
150 completed with 482 sheets.
5.
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.
Process 150 plan sheets per month per
planchecker.
Maintain an average turnaround time of 14 days
for all planchecks.
Reduce the number of continuing planchecks to
a minimum.
Complete Plancheck Procedures Manual.
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:
One Assistant Civil Engineer position and one Engineering Technician II position are allocated but not
funded.
89
PROGRAM:
FUND:
DEPARTMENT:
MUNICIPAL PROJECTS
GENERAL
ENGINEERING ACCT * 001-3130
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 432,759
153,181
14,469
$ 600,409
9
1989-90
ACTUAL
$ 497,915
157,116
8,715
$ 663,746
10
1990-91
BUDGET
$ 1,018,582
235,782
11,725
$ 1,266,089
18
1991-92
BUDGET
$ 1,167,285
173,634
0
$ 1,340,919
20
HI
HI
I
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.
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.
Construction and Inspection; Provide a thorough 1. complete the Operations Inspection Manual and
inspection of all projects through the application establish a comprehensive, integrated inspec-
of clear, concise and uniform construction manage- tion program for all public and private
merit practices and policies. Assist in construe- projects within the City,
tion quality control.
During the 1989-90 fiscal year, Inspection issued
220 new Right of Way Permits and finaled 94.
During the first six months of 1990-91, 99 new
Permits were issued and 86 were finaled.
SIGNIFICANT CHANGES:
Two positions, a Senior Engineering Inspector and an Engineering Inspector, have been transferred into this
program from the Water District as part of the consolidation with the City. One Senior Construction Inspector
position is allocated but not funded. Maintenance and Operation expenses are down as there will be less
reliance on consultant inspectors.
m
KM
v
m
P
Hi
m
90
PROGRAM:
FUND:
DEPARTMENT:
TRANSPORTATION
GENERAL
ENGINEERING ACCT # 001-3140
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
S 0
0
1989-90
ACTUAL
$ 0
0
0
$ 0
0
1990-91
BUDGET
$ 254,901
0
2,626
$ 257,527
4
1991-92
BUDGET
$ 240,403
0
0
$ 240,403
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.
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.
PERFORMANCE OBJECTIVES:
1. Complete complaint and accident history
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 (45
days for small projects, 60 days for medium
projects and 90 days for large projects).
Provide immediate response to inter-department
needs and concerns.
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.
1. Complete interrogatory requests to meet
schedule of the attorney and dates set in the
lawsuit.
Special Projects; Initiate projects that will
improve efficiency in traffic operations and
traffic safety.
1. Complete sidewalk inventory and traffic signal
priority list update projects.
SIGNIFICANT CHANGES:
None.
91
PROGRAM: WATER POLLUTION CONTROL
FUND: SANITATION ENTERPRISE
DEPARTMENT: ENGINEERING ACCT * 511-6120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
1,071,520
0
$ 1,071,520
0
1989-90
ACTUAL
$ 0
1,810,866
0
$ 1,810,866
0
1990-91
BUDGET
% 0
2.019,173
0
$ 2,019,173
0
1991-92
BUDGET
$ 0
2,167,701
0
$ 2,167,701
0
WORK PROGRAM:
Provide City of Carlsbad financial support to Encina Uastewater Facility. This facility treats effluent to
secondary (BOX solids removed) to meet standards of the California Ocean Plan.
SIGNIFICANT CHANGES:
None.
92
PROGRAM:
FUND:
DEPARTMENT:
PLANNING COMMISSION
GENERAL
PLANNING ACCT * 001-3220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 8.404
15.582
0
$ 23,986
0
1989-90
ACTUAL
$ 12,761
16,144
0
$ 28,905
0
1990-91
BUDGET
S 16,800
16,500
0
$ 33,300
0
1991-92
BUDGET
$ 18,950
17,000
0
$ 35,950
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. Hake 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.
93
PROGRAM: LAND USE
FUND: GENERAL
DEPARTMENT: PLANNING ACCT * 001-3230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 630,231
221,077
4,050
S 855,358
16
1989-90
ACTUAL
$ 815,545
316,804
25,532
$ 1,157,881
24
1990-91
BUDGET
$ 1,313,788
763,838
84,300
$ 2,161,926
27
1991-92
BUDGET
$ 1,382,646
854,852
0
J 2,237,498
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. Conduct a comprehensive update of the General
Plan and a long range plan for periodic review
and update - March - December, 1991.
2. Complete studies and implement recommendations
of Open Space Committee Report - December, 1991.
3. Work on Housing Element Revision/Housing Task
Force - July, 1991.
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.
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. Organize review of application submittals.
2. Ensure timely processing/Review of projects in
the City.
1. Complete North Beach Planning Study - June,
1991.
2. Finish work with Planning Commission Height
Subcommittees and process applicable code
amendments - July, 1991.
a
m
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.
3.
Assist in on-going monitoring system for Growth
Management.
Prepare annual report on
Growth Management Program.
implementation of
p
li
SIGNIFICANT CHANGES:
One Senior Planner position and one Assistant Planner position are allocated but not funded,
however, show an increase due to inadequate funding for all staff in 1990-91.
Personnel costs.m
a
94
PROGRAM:
FUND:
DEPARTMENT:
GROWTH MANAGEMENT
GENERAL
COMMUNITY DEVELOPMENT ACCT * 001-3240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 140,538
39,108
4,600
$ 184,246
4
1989-90
ACTUAL
S 175,523
13,671
10,313
$ 199,507
4.25
1990-91
BUDGET
$ 245,400
78,200
8,000
$ 331,600
4
1991-92
BUDGET
$ 170,405
37,900
0
$ 208,305
3.5
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 Faci I i ties Management
Plans for Zones 13, 16, 20(A), 21, 23, and 25.
Monitoring: Monitor the growth activity in the
City and assess the impacts on public facilities
for each of the eleven public facilities.
1. Distribute monthly status report.
2. Update project monitoring map weekly.
3. Complete and adopt Comprehensive Annual
Monitoring Report and update once.
Coordination with Finance Department: Work with
Finance Department on Mello-Roos District, Zone
Financing Plans, Fiscal Impact of the General Plan,
and the Capital Improvement Program.
1. Process Financing Plans for Zones 7, 11, 12,
and 20.
Public Information: Provide Growth Management
information to the public and staff.
Meet regularly with Planning and Engineering
staff to answer questions on implementation of
Growth Management requirements. Keep Growth
Management Notebook up to date.
SIGNIFICANT CHANGES:
One half of an Associate Civil Engineer has been transferred to Engineering Administration.
Management Manager position is allocated but not funded.
The Growth
95
PROGRAM:
FUND:
DEPARTMENT:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCT * 001-3610
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 447,478
406,809
2,125
$ 856,412
10
1989-90
ACTUAL
$ 458,100
423,084
20,938
$ 902,122
10
1990-91
BUDGET
$ 648,628
453,247
33,800
$ 1,135,675
15
1991-92
BUDGET
$ 672,835
436,484
0
$ 1,109,319
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.
SIGNIFICANT CHANGES:
One Technician I is allocated but not funded.
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.
96
CULTURE AND RECREATION
PROGRAM:
FUND:
DEPARTMENT:
LIBRARY
GENERAL
LIBRARY SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 1,432,968
806,292
26,145
$ 2,265,405
0
1989-90
ACTUAL
$ 1,630,403
885,072
86,219
* 2,601,694
34
1990-91
BUDGET
$ 2,044,035
1,169,852
114,808
$ 3,328,695
34
1991-92
BUDGET
$ 2,127,192
1,062,644
45,250
$ 3,235,086
34
WORK PROGRAM:
The Carlsbad City Library provides educational, informational, and recreational services for all community
residents; provides both print and non-print materials that respond to the interests and needs of a diverse
population; provides convenient access and adequate space for users and resources; and promotes a broad
awareness of the library and its services throughout the community. The library contributes to the enrichment
of Carlsbad's citizens by supporting lifelong learning and the pursuit of knowledge.
97
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
LIBRARY ACCT f 001-4010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 301 ,370
158,783
0
$ 460,153
7
1989-90
ACTUAL
$ 288,620
156,043
30,798
$ 475,461
6
1990-91
BUDGET
$ 406,812
281,509
13,450
$ 701,771
9
1991-92
BUDGET
$ 364,102
242,440
0
$ 606,542
7
WORK PROGRAM:
Provide management and leadership for the library and its ten divisions; plan for the growth resources,
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
department 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. Monitor and distribute to all divisions up-to-
date account balances.
1. Work with building consultant and architects to
design and construct a new library in south
Carlsbad.
2. Develop new staff plans.
Community Relations: Manage programs, exhibits,
graphic arts and all external public relations.
Work closely with local media to promote the
library and its services.
Sponsor two programs and arrange four exhibits
per month.
Produce flyers, newsletters, and other graphic
arts support to the library and other
departments.
Reports and Grants: Prepare all department level
reports for internal use as well as for the Library
Board, City management, and the State Library.
1. Prepare detailed statistics on library use and
activities.
2. Write reports for State and local distribution.
3. Manage grants for special programs supported by
State and Federal funding.
Internal Hanageaent; 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. Supervise the library's ten operational
divisions.
2. Manage the use of facilities and resources.
3. Develop policies and procedures governing all
library operations.
SIGNIFICANT CHANGES:
Two positions, one Librarian III and one Library Assistant II, have been transferred into the new Collection
Development program. One Messenger position is allocated but not funded.
98
PROGRAM:
FUND:
DEPARTMENT:
CIRCULATION SERVICES
GENERAL
LIBRARY ACCT * 001-4021
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 164,494
80,715
0
$ 245,209
1
1989-90
ACTUAL
$ 172,366
18,041
0
$ 190,407
2
1990-91
BUDGET
$ 198,437
4,930
2,750
$ 206,117
2
1991-92
BUDGET
$ 297,925
5,900
0
$ 303,825
3
WORK PROGRAM:
The Circulation Division handles the check-in and check-out of library materials, both print and non-print;
maintains patron records; registers new borrowers and supervises the reshelving of adult books and AV material.
PROGRAM ACTIVITIES:
General Circulation; Check-out and check-in all
print and non-print materials; sort incoming
materials in preparation for shelving; open, close,
and maintain the book drops.
Patron Maintenance: Process delinquencies and
accounts for fines and fees collected; handle
registrations and re-registrations for all library
users.
WORKLOAD MEASURES:
1987-88 1988-89 1989-90
1. Circulation Totals:
808,141 840,494 894,655
2. Video Circulation:
115,825 138,549 140,593
1. Library Cards Processed:
10,982 12,907 12,798
Reserves and Deliveries: Handle reserve notices 1.
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 2.
other libraries.
Patron Modification:
57,850 51,572 37,894
Reserve Notices Processed:
5,384 8,667 9,162
SIGNIFICANT CHANGES:
The Audio Visual program has been merged into this program, resulting in the transfer in of one Library
Assistant position.
99
PROGRAM:
FUND:
DEPARTMENT:
REFERENCE SERVICES
GENERAL
LIBRARY ACCT * 001-4022
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 239,592
145,858
7,730
$ 393,180
5
1989-90
ACTUAL
$ 280,860
167,844
0
$ 448,704
5
1990-91
BUDGET
S 287,681
137,659
3,400
$ 428,740
5
1991-92
BUDGET
$ 298,932
140,400
0
$ 439,332
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.
Inter!ibrarv Loan; Send to and receive from other
libraries requests for books, microfilm, and
photocopies.
WORKLOAD MEASURES:
1987-88 1988-89 1989-90
1. Reference Questions:
61,589 66,394 71,806
1. Interlibrary Loans:
5,815 5,419 5,310
Periodicals: Manage a collection of 685 magazines
and 52 newspapers, and related backfiles.
1. Periodical Requests:
36,050 38,336 47,278
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.
1. Online Searches Paid:
380 272*196*
Decrease in paid searches due to CD-ROM self-
service data base usage. (Added 2 more data
bases for public.)
SIGNIFICANT CHANGES:
None.
100
PROGRAM:
FUND:
DEPARTMENT:
GENEALOGY/LOCAL HISTORY
GENERAL
LIBRARY ACCT * 001-4023
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
S 0
0
0
$ 0
0
1990-91
BUDGET
$ 70.752
12,700
1,500
$ 84,952
1
1991-92
BUDGET
$ 75,283
20,500
0
$ 95,783
1
WORK PROGRAM:
The Genealogy/Local History Division began as a separate operation with FY 199091. It now provides information
service, instructional assistance, and research services to the public. The Division Head manages the
selection, classification and organization of a collection of 27,000 volumes. It is a collection of excellence
that draws researchers from all over Southern California.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephone reference requests; provide library
instruction and tours; give talks to visiting
southern California genealogical groups.
Coordination with MSOCGS: The North San Diego
County Genealogical Society has acted as a support
group for this collection for 15 years. This
division will coordinate with and assist NSDCGS
with fund raisers, acquisition of materials,
program planning and training of researchers.
WORKLOAD MEASURES:
1. Register 9,000 researchers.
2. Process 13,000 inquiries.
3. Plan and hold orientations for visiting groups.
1. Develop bi-monthly training classes for
beginning genealogists.
2. Plan and assist with fix major fund raisers.
3. Advise a NSDCGS committee on selection of
materials for proper collection development.
SIGNIFICANT CHANGES:
Subscriptions for this program were previously paid for out of the Reference Services program.
101
PROGRAM:
FUND:
DEPARTMENT:
CHILDREN'S SERVICES
GENERAL
LIBRARY ACCT * 001-4030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 117.105
24.315
0
$ 141,420
2
1989-90
ACTUAL
$ 133,369
28,874
0
S 162,243
2
1990-91
BUDGET
$ 179,962
33,051
912
$ 213,925
3
1991-92
BUDGET
$ 150,962
34,550
0
$ 185,512
3
WORK PROGRAM:
To serve children from preschool through Junior High, the children's library strives to introduce young people
to the wonders of reading; provides library skills classes, group tours, reading incentive programs, and
activities that educate or encourage creativity. The division also assists teachers and adult students in
education, child development and children's literature courses.
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. There was an
unusual peak last year due to the area libraries
being closed, but the trend is upward.
WORKLOAD MEASURES:
1987-88 1988-89
1. Reference Questions:
22,476 29,643
1. Circulation:
123.283 169,369
1989-90
30,844
154,376
IP
•m
Program Activities and Special Services: Summer 1 •
Reading Club; special holiday and seasonal events.
Annual short story contest, spelling bee, pet show,
and educational and cultural enrichment programs. 2.
Regular storyhour and story reading programs to
introduce children to literature and encourage
creativity.
Programs:
332
Attendance:
18,210
351
21,227
238
20,566
SIGNIFICANT CHANGES:
One Librarian II position is allocated but not funded.
m
m
102
•i
m
m
PROGRAM:
FUND:
DEPARTMENT:
TECHNICAL SERVICES
GENERAL
LIBRARY ACCT * 001-4040
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 255,783
106,126
6,637
$ 368,546
7
1989-90
ACTUAL
$ 269,047
107,851
8.977
$ 385,875
8
1990-91
BUDGET
$ 328,845
99,429
0
$ 428,274
8
1991-92
BUDGET
$ 317,265
96,800
0
$ 414,065
8
WORK PROGRAM:
The Technical Services Division catalogs and prepares all library materials for public use; maintains the
library's online database; and manages the library's automated circulation system, online catalog, and related
automated operations.
PROGRAM ACTIVITIES:
Processing; The division catalogs and processes
both purchased items and gifts. The division also
repairs damaged materials and arranges for binding
and rebinding.
WORKLOAD MEASURES:
1987-88 1988-89 1989-90
1. Items Cataloged and Processed:
12,455 13,695 15,644
2. Items Sent for Binding:
1,838 2,689 3,045
Database Maintenance; The division adds new items
to the online database and deletes information for
lost or discarded materials.
1. Items Withdrawn:
3,520 8,063 8,947
Circulation Svstea and Online Catalog:The
division operates the library's INLEX 3000 System,
including all software related activities.
To ensure system availability (uptime) at least
98X of hours the library is open; to schedule
training sessions for staff at least quarterly;
and to add dial-up capability for the public in
FY 1991-92.
SIGNIFICANT CHANGES:
One Clerk Typist II position is allocated but not funded.
103
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT * 001-4041
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
S 0
0
0
S 0
0
1990-91
BUDGET
$ 0
0
0
$ 0
0
1991-92
BUDGET
$ 90,106
18,700
0
$ 108,806
2
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for the library. Allocate and monitor
all materials budgets for the library. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES:
Planning; Develop plans for the collection of
materials.
PERFORMANCE OBJECTIVES:
1. Plan collection development for two libraries
in the new system.
Budgeting: Prepare departmental and library-wide
materials budgets; monitor expenditures for
department and materials.
1. Automate fund accounting.
2. Detail material accounts by major subject.
Coordinate Selection of Materials: Coordinate with
committee of 16 selectors who have differing
subject area responsibilities. Includes both print
and non-print materials.
1. Develop policies and procedures for allocating
and ordering of $400,000 materials budget.
2. Coordinate selection and ordering of print and
non-print materials in regular operating
budget.
SIGNIFICANT CHANGES:
This new program is staffed by the transfer of one Librarian III and one Library Assistant II from Library
Administration.
104
PROGRAM:
FUND:
DEPARTMENT:
AUDIOVISUAL SERVICES
GENERAL
LIBRARY ACCT * 001-4050
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 87,996
15,732
0
$ 103,728
2
1989-90
ACTUAL
$ 80,938
18,205
0
$ 99,143
2
1990-91
BUDGET
$ 79,420
18,985
0
$ 98,405
1
1991-92
BUDGET
$ 0
0
0
$ 0
0
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.
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.
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
2. Audio Materials Purchased:
360 430
385
486
1. Production of Catalog Database Updates and
Selected Media Graphics:
16 26 66
SIGNIFICANT CHANGES:
This program is being absorbed within the Circulation Services Program.
105
PROGRAM:
FUND:
DEPARTMENT:
MEDIA SERVICES
GENERAL
LIBRARY ACCT f 001-4052
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 58,040
23,414
776
$ 82,230
1
1989-90
ACTUAL
$ 58,192
23,771
0
$ 81,963
1
1990-91
BUDGET
$ 62,262
34,367
1,333
$ 97,962
1
1991-92
BUDGET
$ 69,635
23,500
0
$ 93,135
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 shows, and 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:
1987-88:
1988-89:
1989-90:
120
138
175
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. Maintain a comprehensive data based image
organization system.
2. Plan for management & organization of
media/graphic services.
3. Input image index data and file material.
Media Production Development: Provide audio,
video, and photographic media services for the
preservation and documentation of such locally
significant information as oral history, historical
photos/documents, and displays/exhibits of City
activities.
1. Create City related media productions, in
support of City goals and objectives.
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 a student internship program to help
produce City related videos.
SIGNIFICANT CHANGES:
None.
106
PROGRAM:
FUND:
DEPARTMENT:
ADULT LEARNING PROGRAM
GENERAL
LIBRARY ACCT * 001-4060
star
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
S 80,604
16,788
0
$ 97,392
2
1990-91
BUDGET
$ 85,166
29,925
12,578
$ 127,669
2
1991-92
BUDGET
$ 83,757
26,980
0
$ 110,737
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.
WORKLOAD MEASURES:
1987-88 1988-89
1. Learners Instructed:
147 158
2. Tutors Trained:
89 88
3. Tutors Instructing:
128 132
154
96
134
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.
1. Potential Learner Inquiries:
141 146 159
2. Potential Learners Referred Elsewhere:
151 136 147
3. Potential Volunteer Inquiries:
247 248 274
4. Potential Volunteers Referred Elsewhere:
69 84 60
Library Adult Learners Collection; The Program
develops and maintains a library collection of over
1,800 volumes, appropriate for adult interests and
written at lower reading levels.
1. Items Circulated:
1,966 2,893 3,168
SIGNIFICANT CHANGES:
None.
107
PROGRAM:
FUND:
DEPARTMENT:
LA COSTA BRANCH
GENERAL
LIBRARY ACCT * 001-4070
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 119,367
978
0
S 120,345
2
1989-90
ACTUAL
$ 154,356
0
0
$ 154,356
2
1990-91
BUDGET
$ 176,484
126,400
3,500
$ 306,384
2
1991-92
BUDGET
$ 191,262
89,100
0
$ 280,362
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.
WORKLOAD MEASURES:
1987-88 1988-89 1989-90
1. Reference Questions:
9,719 9,796 11,792
Circulation: Circulate print and non-print
materials to children and adults, handle patron
registration, collect fees and fines and track
overdue items.
1. Circulation:
138,448 148,669 174,259
Collection Development: Evaluate the branch
collection, select and order print and non-print
materials.
1.Total Volumes:
25,561 28,698 32,012
Programing; Plan, schedule and develop programs
for adults and children.
1. Program Attendance:
6,734 9,796 8,099
Library Management: 1) Manage branch library,
staff, collection, and facility; 2) Maintain
awareness of community.
SIGNIFICANT CHANGES:
None.
1. Schedule and supervise staff.
2. Hire and train new staff.
3. Prepare monthly narrative and statistical
reports.
4. Actively maintain a current topical print and
non-print media collection.
5. Maintain a safe and efficient facility.
6. Survey the needs of and interact with members
of the community.
108
PROGRAM:
FUND:
DEPARTMENT:
CULTURAL ARTS
GENERAL
LIBRARY ACCT f 001-4210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 89,221
77,476
2,725
$ 169,422
2
1989-90
ACTUAL
$ 112,051
107,047
7,835
S 226,934
2
1990-91
BUDGET
$ 143,520
119,035
3,500
$ 266,055
3
1991-92
BUDGET
$ 158,438
103,300
0
$ 261,738
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.
Develop the Arts Program: Continue to develop the
Arts Program (and the arts in Carlsbad), through
strategic planning, education, technical assistance
and grants.
Provide Cultural Facilities and Support Regional
Facilities;
Community and External Relations: Maintain close
contact with arts organizations, civic clubs, City
departments and the Arts Associates.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Art in Public Places - coordinate temporary
exhibition, Summer 1991, and permanent
installations.
2. Sponsor a minimum of 2 artists in the
community/performances and provide educational
opportunities in arts and culture for all
citizens.
3. Increase summer jazz concerts to 12 in four
quadrants, sponsor September Pops Concert and
July Make-A-Circus performance.
1. 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 1992.
2. Provide arts education resources to schools and
community with printed materials and staff
development workshops.
3. Continue planning with task forces and
implement recommendations in cultural plan
according to established priorities.
4. Submit grant applications to State and Federal
funding agencies when applicable and request
funding support locally appropriate projects.
1. Develop decent/volunteer programs with Arts
Associates for gallery.
2. Continue to develop cultural facilities as
outlined in the cultural plan.
1. Information Services: Produce a monthly
calendar and quarterly newsletter, send
information on events and arts organizations to
the press, and send information to artists,
schools and others on opportunities for
development. Answer inquiries by telephone.
2. Meet regularly with Arts Associates, arts
organizations, Convention & Visitors Bureau and
other arts/civic organizations.
3. Plan two or more breakfasts with Carlsbad
Economic Enhancement Committee.
None.
109
PROGRAM:
FUND:
DEPARTMENT:
SISTER CITY
GENERAL
LIBRARY ACCT * 001-4220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
S 0
0
0
$ 0
0
1990-91
BUDGET
$ 5,450
17,550
0
$ 23,000
0
1991-92
BUDGET
$ 7,995
16,000
0
$ 23,995
0
WORK PROGRAM:
Coordinate activities pertinent to maintain a Sister City relationship with the City of Futtsu, Japan.
PROGRAM ACTIVITIES:
Program Coordination;
Program.
Coordinate Sister City
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Arrange and conduct visits by one (1) official
adult delegation (11/91) and one (1) official
student delegation (4/29) and various other
visiting delegations.
2. Arrange and conduct visits to Futtsu by one
(1) official adult delegation (4/92) and one
(1) official student delegation (6/92).
3. Coordinate ongoing student art exchange
projects.
4. Coordinate cultural exchange visit by Futtsu
Dance Troupe.
5. Coordinate Committee programs including
fundraisers, festivals, and scholarship
exchange programs.
110
PROGRAM:
FUND:
DEPARTMENT:
AUDIOVISUAL INSURANCE
AV INSURANCE
LIBRARY ACCT * 141-4051
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
t 0
56,175
6,189
$ 62,364
0
1989-90
ACTUAL
% 0
73,810
8.468
$ 82,278
0
1990-91
BUDGET
$ 0
108,000
0
$ 108,000
0
1991-92
BUDGET
$ 0
65,674
0
$ 65,674
0
WORK PROGRAM:
Special revenue fund to support video/film tape collection replacement and related supplies.
WORKLOAD MEASURES:
1987-88 1988-89 1989-90
PROGRAM ACTIVITIES:
Collection Development: Evaluating, selecting and
ordering videotapes for existing and new South
Carlsbad library.
Replacement; Replace lost or damaged items as
needed to maintain quality of collection.
Technical Processing; Arrange and monitor
necessary cataloging/processing services for
videotapes from outside vendor.
1. Number of Videotapes Added to New Library:
2,000 2,500 1,200
2. Number of Videotapes Added to Existing Library
Collection:
381 308 499
1. To catalog and process the entire backlog of
videotapes for new library system.
SIGNIFICANT CHANGES:
The 1991-92 budget is down from 1990-91, as the fund balance will not be applied to the 1991-92 operation
expenses.
Ill
PROGRAM:
FUND:
DEPARTMENT:
CALIFORNIA LIBRARY SERVICES ACT (CLSA)
STATE GRANT
LIBRARY ACCT * 180-8101
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
S 0
112,274
0
$ 112,274
0
1989-90
ACTUAL
$ 0
166,798
0
J 166,798
0
1990-91
BUDGET
$ 0
100,842
0
$ 100,842
0
1991-92
BUDGET
$ 0
110,000
0
$ 110,000
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 main library.
Offsets general fund.
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
1988-89
ACTUAL
$ 0
4,446
2,088
$ 6,534
0
1989-90
ACTUAL
$ 0
0
30,141
$ 30,141
0
1990-91
BUDGET
$ 0
22,058
71,365
$ 93,423
0
1991-92
BUDGET
$ 0
48,000
45,250
$ 93,250
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 (no cuts in general fund support from the previous
fiscal year).
PROGRAM ACTIVITIES:
Acquisition and Implementation: Automation pro-
jects are slated for use of these funds.
PERFORMANCE OBJECTIVES:
1. Purchase added terminals for on-line public
access catalog.
2. Transfer operations to an automated
acquisitions system.
3. Upgrade computer memory to handle expanded data
base and added terminals.
4. Purchase automated acquisitions system.
SIGNIFICANT CHANGES:
None.
113
PROGRAM:
FUND:
DEPARTMENT:
PARTNERSHIPS FOR CHANGE (PFC)
FEDERAL GRANT
LIBRARY ACCT * 190-8206
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
S 0
0
1989-90
ACTUAL
t 0
0
0
S 0
0
1990-91
BUDGET
$ 19.244
23,412
520
$ 43,176
5
1991-92
BUDGET
$ 21,530
20,800
0
$ 42,330
8
WORK PROGRAM:
Partnerships for Change is a Federal grant administered by the California State Library and designed to improve
library services to diverse ethnic populations. In Carlsbad this population has been identified as Hispanics,
particularly families residing in the downtown neighborhood.
PROGRAM ACTIVITIES:
Establish Information Center: Funds for the first
year of a five year cycle will be used to establish
an information center (Centre de Informacion) in
Carlsbad's downtown Hispanic neighborhood.
PERFORMANCE OBJECTIVES:
1. Recruit three (3) part-time bilingual staff.
2. Locate and prepare a rent-free facility for the
informacion center that can be open at least 20
hours per week.
3. Coordinate all activities with a community
based advisory committee and coalition network.
4. Plan for and begin to administer a wide range
of new information services for Hispanic
families.
5. Improve Spanish language services and resources
at the main library (signage, bilingual staff,
collections, staff training).
^>•(*•
SIGNIFICANT CHANGES:
None.
Ml
'**
114
PROGRAM:
FUND:
DEPARTMENT:
PARKS AND RECREATION
GENERAL
PARKS AND RECREATION SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 1,709,308
1,439,719
64,732
$ 3,213,759
46
1989-90
ACTUAL
$ 2,240,818
2,006,248
160,820
$ 4,407,886
50
1990-91
BUDGET
$ 2,885,788
2,297,571
295,246
$ 5,520,723
50
1991-92
BUDGET
$ 3,034,130
2,327,572
1,000
$ 5,362,702
50
WORK PROGRAM:
The City of Carlsbad's Parks and Recreation Department receives guidance and support from the City Manager's
office, the Parks and Recreation and Senior Commissions, and the City Council. The department is ultimately
responsible for providing the current operation and future development of park sites, facilities and
recreational programs for Carlsbad residents, employees and tourists in an effort to provide optimum leisure
opportunities within the community.
•at
115
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
PARKS AND RECREATION ACCT * 001-4110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 223,664
223.714
1,065
$ 448.443
5
1989-90
ACTUAL
$ 280,053
222,733
4,753
$ 507,539
5
1990-91
BUDGET
$ 315,935
172,136
7,332
$ 495,403
5
1991-92
BUDGET
$ 337,506
255,955
0
$ 593,461
5
WORK PROGRAM:
To provide guidance, direction and 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. In addition, provide
park enhancement development projects where
appropriate.
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.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Monitor and implement existing park development
agreements.
2. Coordinate park development plans between
various City departments, park development
architects, commissions, and community
residents.
3. Coordinate the development of Larwin Park.
4. Prepare conceptual development plans for the
Alta Mira park site.
5. Implement the northwest quadrant park
enhancement projects through identification in
the C.I.P. Budget.
1. Prepare and present relevant issues for
consideration by the Parks and Recreation
Commission at monthly meetings.
2. Provide staff assistance for the adoption of
the Parks and Recreation Element by the
Planning Commission and City Council.
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 and trail feasibility studies.
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/ rehabili-
tation projects.
Increased budget in Maintenance and Operation represents cost of liability insurance premium.
116
PROGRAM:
FUND:
DEPARTMENT:
COMMISSION
GENERAL
PARKS AND RECREATION ACCT * 001-4111
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
583
0
J 583
0
1989-90
ACTUAL
$ 0
953
0
$ 953
0
1990-91
BUDGET
$ 0
1,700
0
$ 1,700
0
1991-92
BUDGET
$ 0
1,500
0
$ 1,500
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:
Connission 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 parks and recreation
issues necessitating Council direction.
Review Community Issues: Establish appropriate
subcommittees and/or provide Commission
representation to address and evaluate specific
areas requiring in depth review of relative
community issues.
1. Provide Commission representation on the Open
Space Committee.
2. Represent the Parks and Recreation Commission
on the Subcommittee to examine a Citywide
cultural facilities program.
3. Represent the Parks and Recreation Commission
on the Carrillo Ranch Rehabilitation and
Structure Stabilization Committee.
4. Provide Commission representation on the Golf
Course Steering 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.
117
PROGRAM:
FUND:
DEPARTMENT:
OPERATIONS
GENERAL
PARKS AND RECREATION ACCT * 001-4121
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 644,860
619,724
45,603
$ 1,310,187
19
1989-90
ACTUAL
$ 702,825
810,541
98.812
$ 1,612.178
19
1990-91
BUDGET
$ 888,036
895,751
97,400
$ 1,881,187
21
1991-92
BUDGET
$ 945,084
823,745
0
$ 1,768,829
21
WORK PROGRAM:
Maintain, preserve and enhance 230+ acres of park facilities, school athletic fields, and landscapes at civic
facilities. Manage over 400 acres of open space and provide services to other departments and community groups
with special projects.
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.
Bathrooa Maintenance/Litter Control; Inspect,
maintain, clean, paint and repair 11 separate rest
room facilities (as well as 6 portable units) on a
5 times per week basis. Clean, restock, sanitize,
paint and plumbing repairs make up the duties of
this activity. Clean all parks, beach accesses and
beach areas 4 times weekly to remove all litter and
service all trash receptacles.
WORKLOAD MEASURES:
1988-89 1989-90 1990-91
1. Turf Acres Maintained:
56 74 75
2. Landscape Acres Maintained:
65 124 126
1. Rest Stations Maintained:
11 11 11
2. Trash Receptacles Services:
126 152 158
Court/Field/Tot Lot Maintenance: Maintain 25
tennis courts (19 lighted), 11 basket-ball courts,
and 13 Softball/baseball fields. All athletic
courts are cleaned/inspected on a weekly basis and
include washing down, sweeping off, blowing off,
fence inspections/repairs, and playing surface
inspections. Weekly maintenance of all tot lots
which includes sand raking/1eveI ing, sand roto-
tilling and play equipment inspection, repair and
necessary documentation of such actions.
Irrigation Maintenance; Maintain all landscape
irrigation systems at City facilities. This
includes over 84 different controllers with over
1,050 valves. Duties include replacement, repair
trouble shooting and now minimal data entry/
programming to the proposed centralized irrigation
system.
1. Tennis Courts Maintained:
17 19 19
2. Ballfields Maintained:
15 20 20
3. Tot Lots Maintained:
799
1. Irrigation Measures/No, of Controllers:
72 80 84
2. Irrigation Measures/No, of Valves:
950 1,000 1,050
(continued)
118
PROGRAM: OPERATIONS
FUND: GENERAL
DEPARTMENT: PARKS AND RECREATION
PAGE TWO ACCT * 001-4121
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
1988-89 1989-90 1990-91
Open Space Maintenance; Provide maintenance ^ No- Of ACres:activities to City owned open space and areas of
additional maintenance responsibilities. Duties 331 ^Qg 433
include trash removal, clean up and weed abatement.
Miscellaneous Maintenance/Repair and Special
Request; These activities 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. Additional activities also
include special projects such as "Pops Symphony"
turf installation, sculpture installations,
redevelopment requests and community garden needs.
The Total amount of time spent on these activities
amounts to approximately 12X of Parks Maintenance
activities.
SIGNIFICANT CHANGES:
Maintenance and Operation costs are down due to various reductions made in supplies, services and utilities.
119
PROGRAM:
FUND:
DEPARTMENT:
TREE MAINTENANCE
MAINTENANCE ASSESSMENT
PARKS AND RECREATION ACCT * 161-4122
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
S 136,890
111,100
30,250
$ 278,240
5
1990-91
BUDGET
$ 283,301
213,603
155,500
$ 652,404
6.5
1991-92
BUDGET
$ 302,081
266,410
0
$ 568,491
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; The Division Program provides
maintenance for over 25,000 trees on City right-of-
ways. The maintenance consists of pruning,
planting, removal and root pruning. The division
annually responds to 600+ Street Tree work order/
requests, removes 50+ trees, and plants over 100+
trees.
WORKLOAD MEASURES:
1988-89 1989-90 1990-91
1. No. of Work Orders/Citizen Requests Completed:
401 543
No. of Trees Trimmed:
517 623
No. of Trees Removed:
50 54
No. of Trees Planted:
87 108
561
614
43
997
Contractual Tree Maintenance; Provides an on going
program for contracting, administering and over-
seeing Street Tree maintenance program beyond the
scope of this division.
1. No. of Trees Pruned:
47 63 82
Weed Abatement; This program involves the
treatment of undeveloped right-of-way and open
space areas for weed growth removal. The
activities include herbicide application, and cul-
tural practices to eliminate weed growth.
1. No. of Right-of-Way Miles Treated/Maintained:
94 100 89
2. No. Gallons of Mixed Herbicide Applied:
4,500 4,800 3,200
Hosp Grove Maintenance; Program currently involves 1.
quarterly maintenance of Hosp Grove. Work consists
of clean-up, recruiting volunteer and grant
assistance and removing hazardous trees. 2.
Miscellaneous Maintenance; Currently the Tree 1.
division performs 600 hours of miscellaneous work
consisting of installation of Christmas
decorations, flags and banners for Spring/Fa 11 2.
Faire, Christmas Tree recyclings, assistance with
Spring clean-up, various work for other departments
and assistance with community volunteer programs. 3.
SIGNIFICANT CHANGES:
No. of Probation Hours:
180 360 324
No. of Volunteer/CCC Hours:
520 290 330
No. of Regular Hours:
110 90 72
No. of Votunteer/CCC Hours:
160 520 290
No. of Regular Hours:
68 110 90
Maintenance and Operation costs are higher in order to complete a tree inventory and place the data into a
computer program.
120
PROGRAM:
FUND:
DEPARTMENT:
MEDIAN MAINTENANCE
MAINTENANCE ASSESSMENT
PARKS AND RECREATION ACCT * 161-4123
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
* 0
0
1989-90
ACTUAL
J 59,356
32,402
8,800
$ 80,558
0
1990-91
BUDGET
$ 81,685
91,290
0
$ 172,975
1.5
1991-92
BUDGET
S 84,043
151,184
0
$ 235,227
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
repair/adjustment.
WORKLOAD MEASURES:
1988-89 1989-90
1. Acres Maintained:
35 45
1990-91
46
Contractual Median Maintenance; Provide an on
going program for contracting, administering and
overseeing median maintenance for 33+ acres of City
medians.
Redevelopment Landscape; Maintain approximately
5.5 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:
0
1. Acres Maintained:
3.1 4.5
23
5.5
SIGNIFICANT CHANGES:
Maintenance and Operation costs are up as vehicles and their maintenance associated with this program have been
accurately identified and placed.
121
PROGRAM:
FUND:
DEPARTMENT:
RECREATION OPERATIONS
GENERAL
PARKS AND RECREATION ACCT * 001-4131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 130,973
89,509
11,874
$ 232.356
2
1989-90
ACTUAL
$ 210,420
76,546
15,658
$ 302,624
3
1990-91
BUDGET
$ 276,279
91,820
22,181
$ 390.280
4
1991-92
BUDGET
289,819
82,086
0
$ 371,905
4
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.
WORKLOAD MEASURES:
1988-89 1989-90 1990-91
1. Reservations Processed:
2,387 2,884 3,000
2. Mo. of Facility Users:
691,727 697,011 720,000
Facilities Operation Service: Recreation
Specialist - Facilities. Schedules use of parks,
meeting rooms, athletic fields, tennis courts, and
assigns/supervises Facility Attendants. Facility
Attendants assist in showing sites, completing use
applications, perform set-up and take-down of
tables and chairs for meetings, open and close
buildings, and perform general clean-up and minor
maintenance.
1. No. of Fields Maintained:
27 27 27
SIGNIFICANT CHANGES:
None.
122
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: PARKS AND RECREATION ACCT f 001-4132
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 475,324
403,430
0
$ 878,754
9
1989-90
ACTUAL
$ 517,916
430,718
0
$ 948,634
9
1990-91
BUDGET
S 622,382
483,037
0
$ 1,105,419
8
1991-92
BUDGET
% 630,862
412,910
0
$ 1,043,772
8
WORK PROGRAM:
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and
interests of the community through fee-supported programs on a 60% 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 in
Carlsbad.
Daytripoers: Offers both one day and multi-day
trips for adults. A trained Tour Guide assists
those on the trip to enjoy social and cultural
events in Southern California and other western
States.
Sports Programs: Provides a variety of seasonal
sports, coaching and competition including adult
slow-pitch Softball, basketball, track and field,
soccer, and volleyball. These programs attract an
increasing number of spectators.
WORKLOAD MEASURES:
88-89
1. Enrichment Classes:
89-90 90-91
1.
1.
2.
3.
# conducted
# enrolled
Dayt rippers:
# trips conducted
# participants
Youth Sports:
# teams
M participants
# spectators
Adult Sports:
# teams
# participants
# spectators
Special Events:
# events
# participants
890
12,128
53
1,368
41
782
5,775
276
4,890
15,900
23
4,247
741
12,420
53
752
45
899
6,810
350
4,998
28,600
18
10,963
755
12,955
60
850
50
1,000
8,000
375
5,255
30,000
18
13,000
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down due to reductions made for instructors, excursion leaders and sports
officials.
123
PROGRAM:
FUND:
DEPARTMENT:
AQUATICS
GENERAL
PARKS AND RECREATION ACCT * 001-4133
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 120,529
64,888
3,115
$ 188,532
1
1989-90
ACTUAL
$ 141,206
93.846
0
$ 235,052
1
1990-91
BUDGET
$ 180,159
76,988
4,000
$ 261,147
1
1991-92
BUDGET
$ 178,304
71,550
0
$ 249,854
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 SMI mming on 45X 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, fire and Swim
Complex personnel in emergencies such as chlorine
leaks, spinal injury, and deep water rescues.
Fun and Fitness; Provide opportunities for
recreational swimming and fitness lap swimming,
seven days a week, all year.
WORKLOAD MEASURES:
88-89
1.
2.
2.
89-90 90-91
Instructional Lessons:
Hours 1,430
Classes
Conducted 230
Participation:
Resident 1,227
Non-Resident 434
1,430
220
1,245
595
Carlsbad High School Lessons:
Hours 131 68
Participation 1,400 1,020
Recreation and Lap Swim:
Hours 1,440
Daily Admissions:
Youth 2,780
Adult 11,130
Season Pass 13,910
Aqua X:
Hours 239
Participation 1,880
2,200
2,910
11,635
12,500
250
2,035
1,430
230
1,250
590
0
0
2,590
2,950
11,700
13,000
250
2,040
Competitive Swi» 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.
Carlsbad Swim Master;
Hours 740 825 825
Participation 9,065 11,060 11,200
North Coast Aquatics:
Hours* 685 6,056 6,150
Participation 7,170 13,650 13,700
Carlsbad High School Swim & Water Polo Teams:
Hours* 239 2,204 2,200
Participation 3,525 4,600 4,600
These 89-90 figures show a significant
increase, as the method of calculating time was
changed July 1, 1989, and is now based on the
hours-per-lane of use.
SIGNIFICANT CHANGES:
None. •
124
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON
FUND: GENERAL
DEPARTMENT: PARKS AND RECREATION ACCT * 001-4134
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 16,561
10,886
0
$ 27,447
0
1989-90
ACTUAL
$ 23,699
4,008
0
$ 27,707
0
1990-91
BUDGET
$ 32,000
9,406
0
$ 41,406
0
1991-92
BUDGET
$ 32,618
8,014
0
$ 40,632
0
WORK PROGRAM:
Provide for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or
eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provides a
communications link with dispatch during the seasonal heavy use period of six to nine months on the water.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
1988-89 1989-90 1990-91
Pernits/Insurance: Issue annual lagoon use
permits. Verify and monitor required insurance and
registration. Observe and document boating traffic
and use activity.
1. Applications:
619 588
2. Annual Permits:
550 560
3. Daily Permits:
135 150
600
570
155
Education and Enforcement; Provide education
regarding boating laws and special conditions on
the lagoon. Enforce and ensure compliance with
boating and lagoon use laws. Effectively respond
to vessel emergencies, accidents or injuries and
requests for aid. Place and maintain regulatory
buoys and signs.
1. Patrol Contacts/Observation:
No. of Power Boats:
5,082 5,000
No. of Jet Skis:
614 600
5,500
700
Maintenance; Remove debris and hazards from the
water surface, shoreline and public accesses,
maintain patrol boat, motor, , trailer, and
associated equipment.
SIGNIFICANT CHANGES:
None.
125
PROGRAM:
FUND:
DEPARTMENT:
SENIOR COMMISSION
GENERAL
PARKS AND RECREATION ACCT * 001-4141
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
307
0
$ 307
0
1989-90
ACTUAL
$ 0
122
0
$ 122
0
1990-91
BUDGET
S 0
500
0
S 500
0
1991-92
BUDGET
S 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, and provides recommendations to City staff on Senior programs and operation
of the Senior Center facility.
PROGRAM ACTIVITIES:
Monthly Meetings: Conduct monthly meetings.
Volunteers; Continue to develop innovative ways to
recruit, utilize, and acknowledge volunteers.
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.
3. Develop specific goals and objectives for
future development of the Senior Program.
1. Hold annual Volunteer Recognition Celebration.
2. Expand Volunteer program.
in
Ml
SIGNIFICANT CHANGES:
None.
ID
126
PROGRAM:
FUND:
DEPARTMENT:
SENIOR PROGRAMS
GENERAL
PARKS AND RECREATION ACCT * 001-4142
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 97,397
26,678
3,075
$ 127,150
2
1989-90
ACTUAL
$ 128,872
118,322
2,547
$ 249,741
2
1990-91
BUDGET
$ 166,504
149,734
8,833
$ 325,071
2
1991-92
BUDGET
$ 180,940
130,313
0
$ 311,253
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. 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 8 day trips to local
attractions.
2. Schedule social dances at the Senior Center and
offer ballroom dancing.
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.
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.
SIGNIFICANT CHANGES:
None.
1. Plan and coordinate Gerico's 5th Annual Golf
Tournament to benefit the Senior Program.
2. Plan and coordinate Gerico's 4th 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.
127
PROGRAM:
FUND:
DEPARTMENT:
SENIORS
SENIOR GRANT
PARKS AND RECREATION ACCT * 181-8118 THRU
181-8120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
$ 39,581
104,957
0
$ 144,538
1
1990-91
BUDGET
$ 39,507
118,913
0
$ 158,420
1
1991-92
BUDGET
$ 52,873
123,405
1,000
$ 177,278
1
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 Moon Lunch: Provide a nutritionally balanced
noon lunch for persons 60+.
Hone Heats: Deliver a hot meal and sandwich to
homebound persons 60 years of age or older in
Carlsbad.
PERFORMANCE OBJECTIVES:
FY 88-89 FY 89-90 FY 90-91
1. Hot Meals: 29,755 33,874 35,000
1. Hot Meals:9,731 9,754 11,000
Transportation; Provide transportation for
Carlsbad Seniors to the lunch program, medical
appointments and shopping.
1. One Way Trips:6,665 6,700 6,900
SIGNIFICANT CHANGES:
None.
128
UTILITIES AND MAINTENANCE
PROGRAM: UTILITIES AND MAINTENANCE
FUND: GENERAL
DEPARTMENT: UTILITIES AND MAINTENANCE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 2.241,849
5,886,405
94,142
$ 8,222,396
64
1989-90
ACTUAL
$ 2,616,033
6,593,783
174,861
$ 9,384,677
66.2
1990-91
BUDGET
$ 3,160,848
6,895,687
959,414
$11,015,949
69.2
1991-92
BUDGET
$ 3,447,972
7,655,502
341,800
$11,445,274
73.2
129
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
UTILITIES AND MAINTENANCE ACCT * 001-6010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 209,233
54,515
823
$ 264,571
4
1989-90
ACTUAL
$ 291,173
49,153
5,106
$ 345,432
5
1990-91
BUDGET
$ 295,829
58,688
5,557
$ 360,074
5
1991-92
BUDGET
$ 327,279
58,284
0
$ 385,563
5
WORK PROGRAM:
The Administration Division provides administrative, managerial and technical support to the Street Maintenance,
Fleet Operations, Facilities Management, and Utilities Divisions of the Utilities and Maintenance Department.
In addition, the Administration Division administers the City's Real Property Management, Recycling and Solid
Waste Programs, as well as oversee the Cable Television franchise, and staff the Community Television
Foundation.
PROGRAM ACTIVITIES:
Operations; Plan, organize and direct public
services programs. Develop procedures and policies
for efficient operation of department.
Personnel Management: Recommend and process
personnel appointments, promotions and disciplinary
actions. Provide on-going support to management
and miscellaneous employees.
Budget Management; Coordinate the preparation of
all Departmental Budgets, to ensure that all
budgets comply with City policies and procedures.
Contract Services; Supervise and coordinate
contractually provided services.
Training and Safety: Provide training in work
related areas, and motivate employees to enhance
their job skills.
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.
1. Process personnel requisitions.
2. Track personnel evaluation to ensure timely
completion.
3. Establish standards and expectations for
employee performances.
4. Review all personnel issues with Supervisor.
Prepare departmental budgets.
Monitor expenditures and maintain fiscal
records.
Process invoices, purchase requisitions and
requests for payment.
Prepare and submit, department payroll to
Finance within required time frame.
1. Process all RFP's, Notices to Proceed, and
other documents pertaining to contracts in a
timely manner.
2. Prepare and process contracts.
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.
(continued)
130
PROGRAM:
FUND:
DEPARTMENT:
PAGE TWO
ADMINISTRATION
GENERAL
UTILITIES AND MAINTENANCE
ACCT * 001-6010
PROGRAM ACTIVITIES:
Coordination m'th Other Departments and Agencies;
Coordinate activities with other City departments
and divisions, and with outside agencies.
Reports and Statistics; Prepare written and oral
reports. Prepare grant applications.
Community Services; Respond to all citizen
inquiries expeditiously.
Real Property Management: Ensure that all leases,
property acquisitions and sales activities are
handled appropriately.
Graffiti Abatement: Ensure that all noted graffiti
within City jurisdiction, as well as the sea wall
are maintained on a regular basis.
Budget Management: Coordinate the preparation of
all Departmental Budgets, and to ensure that all
budgets comply with City policies and procedures.
Contract Services; Supervise
contractually provided services.
and coordinate
Training and Safety; Provide training in work
related areas, and motivate employees to enhance
their job skills.
PERFORMANCE OBJECTIVES:
1. Represent City and Department by attending
County and area meetings and conferences.
2. Facilitate communication between Department and
other City departments.
1. Prepare staff reports.
2. Present both written and oral reports to City
Manager, City Council, Committees, Commissions
and other agencies.
3. Prepare grant applications as appropriate.
1. Receive, record and disseminate citizen
inquiries.
2. Maintain and facilitate communication with
Division managers to insure that all citizen
inquiries are being responded to within a 3 day
turn-around period.
1. Process leases, appraisals and correspondence
within one day of receipt.
2. Prepare agenda bills and resolutions as
appropriate.
3. Research and analyze alt data pertinent to
property management.
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 - 48 hours.
1. Prepare departmental budgets.
2. Monitor expenditures and maintain fiscal
records.
3. Process invoices, purchase requisitions and
requests for payment.
4. Prepare and submit department payroll to
Finance within required time frame.
1. Process all contracts, RFP's, Letters of
Acceptance, 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.
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.
SIGNIFICANT CHANGES:
None.131
PROGRAM:
FUND:
DEPARTMENT:
STREET MAINTENANCE
GENERAL
UTILITIES AND MAINTENANCE ACCT # 001-5110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 731.192
1,871,206
19,317
$ 2,621,715
23
1989-90
ACTUAL
$ 837,935
1,704,395
147,667
$ 2,689,997
23
1990-91
BUDGET
$ 990,758
1,865,484
153,506
$ 3,009,748
25
1991-92
BUDGET
$ 1,075,194
1,877,780
1,200
$ 2,954,174
25
WORK PROGRAM:
The Street Maintenance Division's major program is street and roadside maintenance, scheduled to provide maximum
safety for traffic and pedestrians who travel throughout the City of Carlsbad. This area of responsibility
encompasses a variety of different maintenance activities. These activities are categorized into seven (7)
maintenance programs described below:
PROGRAM ACTIVITIES:
Roadside Maintenance; Roadside Maintenance
activities consist of litter pick-up, debris
hauling, Annual Citywide 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. Street Division staff along with the County
Honor Camp and Juvenile Diversion program will
pick up over 1,200 cubic yards of litter from
City right-of-ways.
2. Continue maintenance and repair, as needed, of
25,263 lineal feet of guardrail.
3. Remove and haul 2,500 cubic yards of debris
from Reservoir #2, 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.
Collect 4,000 cubic yards of debris during the
Annual Citywide Clean-Up program.
Schedule the annual cleaning and maintenance of
3,169 catch basins. Work will be completed
from August - October to insure proper flow and
run-off during Winter storms.
Schedule the annual cleaning of 20,105 lineal
feet of drainage channel. Work will be sche-
duled from August - October.
Maintain and repair, as needed, the 6,286 signs
throughout the City.
Fabricate and install 1,300 traffic, street
name and special order signs.
Quick response to Traffic Engineering work
orders.
Annually conduct visual and retro-ref lectometer
tests on 1,449 warning and 3,159 regulatory
signs to insure proper and safe signage
throughout the City.
Maintain all traffic control devices used for
construction, repair and emergencies.
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)
132
PROGRAM:
FUND:
DEPARTMENT:
PAGE TWO
STREET MAINTENANCE
GENERAL
UTILITIES AND MAINTENANCE
ACCT * 001-5110
PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES:
Traffic Safety Pavement Striping Program: To en-
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.
Miscellaneous Maintenance and Repair Prograa:
Monitor un-scheduled work activities that the
Street Division performs annually; this program
accounts for 6,600 staff hours.
1. Annually refresh striping on 225 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 linear feet out of
35,349 linear 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.
1. Emergency response, citizens' complaints, storm
patrol, safety and training and special events.
Major Rehabilitation Contract Program: Direct and
oversee the (7) maintenance and rehabilitation
contracts listed.
Contract:
1. Street Sweeping
2. Chip Seal
3. AC Overlay
4. Curb, Gutter &
Sidewalk Replace
5. Graffiti Coating
6. Buena Vista Channel
Maintenance
Annual Goals:
Sweep 8,430 curb miles
Chip 20 lane miles
Resurface 10 lane miles
4,578 I in. ft. curbs;
8,340 sq. ft. sidewalks
Coat & maintain
Annually Clean the Buena
Vista Drainage Channel
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down due to deferring some asphalt repair applications.
133
PROGRAM:
FUND:
DEPARTMENT:
FACILITIES MAINTENANCE
GENERAL
UTILITIES AND MAINTENANCE ACCT f 001-5320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 321 ,486
269,969
11,327
$ 602,782
10
1989-90
ACTUAL
$ 421,073
483,690
8,346
$ 913,109
10
1990-91
BUDGET
$ 564,270
888,303
50,500
$ 1,503,073
15
1991-92
BUDGET
$ 592,485
576,440
5,700
$ 1,174,625
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:
1988-89 1989-90 1990-91 1991-92
1. Total Building Space Maintained (Sq. Ft.):
268,194 323,402 325,245 325,245
1. Total Custodial Space Maintained (In-House):
210,900 242,600 244,443 244,443
2. Total Custodial Space Maintained (Contract):
19,886 21,494 21,494 21,494
Contract Maintenance: Prepare and administer
contracts for all building maintenance services
(i.e. HVAC, plumbing, electrical), construction
projects, and custodial services.
1. Total Custodial Space Maintained (Other):
37,408 59,308 59,308 57,308
SIGNIFICANT CHANGES:
Maintenance and Operation expenses are down due to funding several major building maintenance projects in 1990-
91 that will not be recurring in 1991-92. Also, several projects are being deferred in 1991-92. Projects
slated for completion in 1991-92 include:
1. Asbestos Survey $ 14,800
2. Install Emergency Lighting, Stagecoach,
Calavera, Harding 5,500
3. New HVAC at Holiday House 6,500
4. Air conditioner economizers at Las PaImas 12,000
5. Refinish floors at Stagecoach & Calavera 10,000
6. Second year roof repair/replacement program 51.200
TOTAL $100,000
134
PROGRAM: TRAFFIC SIGNALS
FUND: GENERAL
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 001-5410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 18,828
179,723
7,169
$ 205,720
1
1989-90
ACTUAL
$ 3,240
218,035
6,387
$ 227,662
0.3
1990-91
BUDGET
$ 9,351
310,553
5,150
$ 325,054
0.3
1991-92
BUDGET
$ 17.524
305,657
0
$ 323,181
0.3
WORK PROGRAM:
Coordinate maintenance program for 69 signalized intersections by the end of FY 91-92.
PROGRAM ACTIVITIES:
Operations; Perform plan checking and field
monitoring during construction of new traffic
signals for conformance with City and CalTrans
standards. Coordinate with Traffic Engineer on
signal timing adjustments. Coordinate Underground
Service Alert markouts for all existing signal
systems.
Maintenance: Perform monthly check of Opticorns
(emergency preempt equipment) now installed at all
signalized intersections and coordinate repairs if
necessary.
WORKLOAD MEASURES:
FY 88-89 FY 89-90 FY 90-91
1. City Owned & Maintained Signals:
47 52 55
2. CalTrans Owned & Maintained Signals:
255
3. City Owned & CalTrans Maintained:
002
4. Total Signals in City:
49 57 62
Administration: Administer traffic signal
maintenance contracts.
SIGNIFICANT CHANGES:
Personnel expenses are up due to the funding of benefits from this program. They were previously funded from
Sanitation Maintenance.
135
PROGRAM: BUENA VISTA CREEK CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 162-5910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
* 0
0
0
$ 0
0
1989-90
ACTUAL
S 0
1,500
0
S 1,500
0
1990-91
BUDGET
$ 0
0
0
$ 0
0
1991-92
BUDGET
$ 0
300,000
0
$ 300,000
0
WORK PROGRAM:
The maintenance of the Buena Vista Creek Channel.
PROGRAM ACTIVITIES:WORKLOAD MEASURES:
1989-90 1990-91
1. Square feet of channel cleaned:
0 0
Administration: Administer the Buena Vista Creek
Channel Maintenance District.
Operations; Prepare and administer a maintenance
contract to provide an effective, consistent means
of clearing the channel.
SIGNIFICANT CHANGES:
This District levies assessments of $100,000 annually to generate funds to clean Buena Vista Creek Channel every
three years. The 1991-92 budget appropriates funds collected in 1989-90, 1990-91 ($200,000) and funds to be
collected in 1991-92 ($100,000) to finance the cost of channel cleaning in 1991-92. Work will be performed
by private contract.
136
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 161-6210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 125.900
403,202
55,506
$ 584.608
3
1989-90
ACTUAL
$ 128,847
386,319
7,355
S 522,521
3
1990-91
BUDGET
S 144,929
622,679
0
$ 767,608
3
1991-92
BUDGET
$ 170,696
616,603
0
$ 787,299
3
WORK PROGRAM:
Update and maintain 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
markouts for City's street lighting systems.
WORKLOAD MEASURES:
1989-90 1990-91 1991-92
1. SDG&E owned and maintained street lights:
720 733 733
2. City owned and maintained street lights:
3,566 3,769 3,920
3. Total Electrical Markouts:
1,080 1,210 1,380
Maintenance: Provide electrical maintenance for
various City departments and emergency traffic
signal repairs.
1. Total Emergency Traffic Signal Repairs
Performed:
180 209 234
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.
137
PROGRAM:
FUND:
DEPARTMENT:
SANITATION SERVICES
SANITATION ENTERPRISE
UTILITIES AND MAINTENANCE ACCT * 511-6110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 285,527
1,038,578
0
$ 1,324,105
7.5
1989-90
ACTUAL
$ 335,505
1,504,191
0
$ 1,839,696
8.4
1990-91
BUDGET
$ 416,342
1,006,154
5,000
$ 1,427,496
8.4
1991-92
BUDGET
$ 419,564
1,881,132
109,500
$ 2,410,196
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 the maintenance of Calavera Treatment Plant facility.
PROGRAM ACTIVITIES:
PUBP Station Maintenance; Preventive maintenance
of 13 sewer lift stations. Lift stations are
checked twice daily to clean, lube, inspect and
repair any malfunctioning pumps or associated
equipment. Because of safety factors and location
of these stations, two (2) staff are required to
perform this operation under normal conditions.
PERFORMANCE OBJECTIVES:
1. Continue frequency of preventive maintenance to
assure continuous operation.
2. Convert to automated preventive maintenance
system.
Main Cleaning: High pressure cleaning of mains to
eliminate stoppages. Two (2) staff members are
required to perform this task.
1. Schedule preventive maintenance as prioritized
by TV inspection and records.
2. Convert to automated preventive maintenance
system.
TV Inspection and Records; Records of lateral
locations, sizes and depths of mains are needed for
a preventative maintenance program. TV inspections
of sewer mains to identify problem areas. Two (2)
staff members are required to perform this
operation.
1. Maintain pipeline inventory.
2. Condition rating of televised lines to identify
and prioritize critical pipes.
3. Automate television inspection for tracking
sewer problems. Identifying sources of inflow
and infiltration. Streamlining annual cleaning
and inspection record keeping. Continue 6 year
rehabilitation program.
4. Inspect newly constructed lines prior to
acceptance. Verify lateral locations.
Establish annual cleaning schedules.
Prioritize long term repair. Rehabilitation
and replacement alternatives.
5. Convert to automated preventive maintenance
system.
5ener Lateral Installation/Repairs: Installation 1. visual inspections (excavations) are made
of sewer service laterals not installed under de- Hjthin two (2) weeks after problem recurrence
velopment contracts. Repairs which require visual within a six month period,
inspection are made when records show recurring
problems at same location. Because of equipment
and safety factors involved in excavating to depths
between 5' and 18', three (3) staff members are
required on site at all times.
Calavera Treatment Plant Facility; Daily operation
and maintenance of facility to insure equipment is
operational when additional sewage treatment is
needed.
SIGNIFICANT CHANGES:
Increased expenses for Maintenance and Operation are due to fully expensing the depreciation of sewer lines.
Capital Outlay consists of two major improvements to Foxe's Lift Station, a variable speed pump and a
communicator bar screen.
138
1. Daily, weekly, monthly preventive maintenance
to ensure operation of equipment.
PROGRAM:
FUND:
DEPARTMENT:
WATER SERVICES
WATER ENTERPRISE
WATER DISTRICT ACCT * 501-6310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 301,459
895,819
0
$ 1,197,278
8.5
1989-90
ACTUAL
$ 330,502
1,089,024
0
$ 1,419,526
9.5
1990-91
BUDGET
$ 406,255
1,174,712
119,500
$ 1,700,467
9.5
1991-92
BUDGET
$ 453,892
1,099,870
26,300
* 1,580,062
9.5
WORK PROGRAM:
Provide retail potable and reclaimed water service to residents and property owners within the City service area.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Heter Reading and Maintenance; Perform monthly
reading of more than 17,500 meters for billing
purposes and maintain meter locations for
accessibility and water loss prevention. 378 staff
hours per month performing reading meters and 335
staff hours performing maintenance during fiscal
year 1991-92.
Bacfcflow Prograa: 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. Approximately 3000 devices are or will
be under our jurisdiction, which require 480 staff
hours per month for administration, test devices
and maintain records. This number will increase
with City Growth.
Customer Services; Respond to approximately 790
requests/complaints per month, initiated from
Finance and U/M Administration offices, requiring
240 staff hours monthly.
Men Meter Installation/Utilities Inspection; New
service water meter installations require an
average of 38 staff hours per month. Approximately
37 staff hours required for utilities inspection
for occupancy.
Meter Exchange Program; Systematically remove
1,000 old inaccurate meters from system and replace
with new meters.
1. Read Meters:
2. Maintenance:
FY 90-91
Units/Month Year-
End Projection
16,788 meters
744 items
1. Backflow:238 devices
certified
1. Customer
Service: 755 requests
1. Install
Meters: 54 meters
2. Inspections: 54 meters
1. Exchange
Meters:
FY 91-92
Units/Month
Projection
17,499 meters
774 items
258 devices
certified
122 meters
787 requests
56 meters
56 meters
127 meters
SIGNIFICANT CHANGES:
None.
139
PROGRAM:
FUND:
DEPARTMENT:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
UTILITIES AND MAINTENANCE ACCT * 520-6410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
$ 0
0
0
$ 0
0
1990-91
BUDGET
$ 3,000
98,000
0
$ 101,000
0
1991-92
BUDGET
$ 0
31,000
0
$ 31,000
0
PROGRAM ACTIVITIES:
AB 939. The California Integrated Waste Management
Act of 1989; Prepare Source Reduction and
Recycling Element to include programs, objectives
and implementation schedule for meeting diversion
goals.
WORKLOAD MEASURES:
1. Complete Source Reduction and Recycling Element
by the deadline established by the Waste
Management Board.
2. Complete Household Hazardous Waste Element by
deadline established by the Waste Management
Board.
3. Begin implementation of programs required to
meet diversion goals.
Solid Waste Manag nt: Conduct research and
analysis of solid waste related issues.
4.
Coordinate regional solid waste planning
through continued participation in the AB 939
Technical Advisory Committee.
Facilitate the transition to integrated waste
management by coordinating all aspects of solid
waste management.
Contract with County Honor Camp Crews for
litter control
Conduct at least one household hazardous waste
collection event.
SIGNIFICANT CHANGES:
Budgeted funds will be used to hire a consultant to develop the programs required of Assembly Bill 939. Once
developed and identified, program elements, and corresponding fees to be charged to implement them, will be
brought back to the City Council.
140
PROGRAM: FLEET OPERATIONS
FUND: INTERNAL SERVICE
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 620-5210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 248,224
669,391
0
$ 917,615
7
1989-90
ACTUAL
$ 267,758
796,261
0
$ 1,064,019
7
1990-91
BUDGET
$ 330,114
831,114
2,091
$ 1,163,319
7
1991-92
BUDGET
$ 391,338
882,249
35,000
$ 1,308,587
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 220 vehicles and 134 other pieces of equipment.
PROGRAM ACTIVITIES:
Repair and Maintenance; Provide routine pre-
ventative maintenance and repairs for the fleet;
inspect vehicles required for the Biannual
Inspection of Terminals (BIT), repair and smog
programs; sublet repairs to vendors as necessary;
make 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 through 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 Municipal Water
District; monitor fuel tanks in accordance with
State and County regulations.
WORKLOAD MEASURES:
1989-90
(actual)
1990-91
(estimate)
1. Preventive Maintenance:
576 646
2. B.I.T. Inspections:
3. Smog Inspections:
40
4. Shop Repairs:
1,266
5. Vendor Repairs:
264
56
120
968
442
6. Emergency Road Repairs:
164 160
1. Parts Items in Inventory:
412 1,100
2. Dollar Amount in Inventory:
$53,297 $58,007
1. Gallons of Fuel Used - City:
205,343 212,142
2. Gallons of Fuel Used - Other:
30,807 32,948
1991-92
(projected)
700
60
90
1,150
350
152
1,200
$55,000
222,800
34,600
SIGNIFICANT CHANGES:
None.
141
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 620-5220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
504,002
0
$ 504,002
0
1989-90
ACTUAL
$ 0
361,215
0
$ 361,215
0
1990-91
BUDGET
$ 0
40,000
618,110
$ 658,110
0
1991-92
BUDGET
$ 0
26,487
164,100
$ 190,587
0
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
user 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.
WORKLOAD MEASURES:
1989-90
(actual)
1990-91
(estimate)
1991-92
(projected)
1.Vehicles/equipment acquired:
42 35 32
Specification Writing: Write specifications for
the purchase of replacement units combining the
needs of the users and economic reality of the
City.
Purchase and Disposal; In a cooperative effort
with the Purchasing Department buy replacement
units after bid assessment and arrange for the
auction of old units.
1. Vehicles/equipment disposed:
29 25 30
2. Total Units in Rental Fleet:
331 354 370
SIGNIFICANT CHANGES:
The budget presently identifies nine police patrol vehicles for replacement. The vehicle replacement program
will be including more vehicles for purchase during 1991-92 following further analysis.
142
HOUSING AND REDEVELOPMENT
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: GENERAL
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 270,209
1,933.763
601,837
$ 2,805,809
8
1989-90
ACTUAL
$ 374,925
2,060,125
150,299
$ 2,585,349
10
1990-91
BUDGET
$ 506,498
2,498,707
27,691
$ 3,032,896
10
1991-92
BUDGET
$ 538,499
2,393,298
2,775
$ 2,934,572
10
143
PROGRAM:
FUND:
DEPARTMENT:
HISTORIC PRESERVATION
GENERAL
HOUSING AND REDEVELOPMENT ACCT * 001-3411
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 2,269
5,073
0
$ 7,342
0
1989-90
ACTUAL
$ 0
4,614
590
$ 5,204
0
1990-91
BUDGET
$ 0
7,789
3,011
S 10,800
0
1991-92
BUDGET
$ 26,629
6,100
0
$ 32,729
.5
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. Maintain and update the Historic Resource
Inventory.
2. 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.
Plaque Prograa: Procedures to recognize historic
sites by identifying various sites with numbered
plaques that will eventually be part of a
historical tour.
1. The Historic Preservation Commission will
develop procedures and criteria for
identification of historic sites to be labeled
with numbered plaques.
Review of Environmental Doctments; Review of EIR
Cultural Resource Reports.
1. The Historic Preservation Commission will act
in an advisory capacity to staff in the review
of development plans affecting historic
resources.
SIGNIFICANT CHANGES:
One half of a Senior Management Analyst has been transferred in from Redevelopment. The expanding list of
identified historical sites city-wide requires the first recognized staffing for this program.
144
PROGRAM: CERTIFICATES
FUND: HOUSING
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 131-3330
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 113.670
1,241.404
0
$ 1,355,074
4
1989-90
ACTUAL
* 131,623
1,363.785
7,812
$ 1,503,220
3.5
1990-91
BUDGET
$ 165,857
1,700,109
0
$ 1,865,966
4
1991-92
BUDGET
$ 179,180
1,574,406
0
$ 1,753,586
4
PROGRAM: VOUCHER
FUND: HOUSING
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 131-3310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
114,403
0
$ 114,403
0
1989-90
ACTUAL
$ 0
138,030
0
$ 138,030
0
1990-91
BUDGET
$ 0
118,340
0
$ 118,340
0
1991-92
BUDGET
$ 0
208,808
0
$ 208,808
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.
Inspection; Ensure that housing used meets HUD
housing quality standards for tenants.
Certification; Process the waiting list to keep
the certificates and vouchers 98X to 100% leased-
up.
Recertification; Continuous annual processing of
existing tenants to insure their compliance with
the program.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
Estimated Projected
FY 90/91 FY 91/92
1.
1.
2.
1.
2.
1.
2.
New Applications
Recertif i cat ion
Inspections/
Rei inspections:
Move- in/Move- out
Inspections:
Vouchers Issued:
Hard-to-Place
Families:
Recertif icat ions:
Recent i f i cat i ons
(interim - i .e..
change of income
status):
419
275
84
72
16
203
85
625
413
126
105
24
281
125
145
PROGRAM: PORTABLE VOUCHERS
FUND: HOUSING
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT f 131-3320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
% 0
0
0
$ 0
0
1989-90
ACTUAL
$ 0
16,439
0
$ 16,439
0
1990-91
BUDGET
$ 0
103,700
2,000
$ 105,700
0
1991-92
BUDGET
$ 0
94,820
0
$ 94,820
0
WORK PROGRAM:
This is part of the Section 8 Program to receive portable (mobile) vouchers/certificates from other Public
Housing Authorities.
PROGRAM ACTIVITIES:
Portable Voucher/Certificate Processing; Receive
and process out-of-town vouchers and certificates.
WORKLOAD MEASURES:
1. Out-of-Town
Vouchers/Cert i f i cates:
Projected FY
1990/91
18
SIGNIFICANT CHANGES:
None.
146
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: COMMUNITY DEVELOPMENT BLOCK GRANT
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 391-3510
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 6,358
17,120
0
$ 23,478
1
1989-90
ACTUAL
$ 0
22,285
1,350
$ 23,635
0
1990-91
BUDGET
$ 52,139
9,493
0
S 61,632
1
1991-92
BUDGET
$ 57,575
26,731
0
$ 84,306
.5
WORK PROGRAM:
To develop and monitor a program of projects/services which benefit low/moderate income households within the
community.
PROGRAM ACTIVITIES:
Project Development: Ensure the development of
projects/services which meet the guidelines set
forth for CDBG funding by the U.S. Department of
HUD.
PERFORMANCE OBJECTIVES:
1. Conduct public meetings/hearings to solicit
and approve proposed projects for CDBG
program.
2. Prepare guidelines that assist the public and
staff to develop viable projects that meet HUD
criteria.
3. Meet with citizens, community groups,
consultants, contractors and other City staff
members to develop projects.
Project Monitoring; Ensure that project/service
meets the requirements set forth within the federal
regulations for the CDBG program.
1. Monitor service implementation and/or
construction, and maintain records for Federal
wage compliance and other HUD regulations.
2. Approve and coordinate work payment releases.
3. Process contract amendments and
agreements.
4. Audit non-profit organizations receiving CDBG
funds from the City.
SIGNIFICANT CHANGES:
None.
147
PROGRAM:
FUND:
DEPARTMENT:
REDEVELOPMENT
REDEVELOPMENT
HOUSING AND REDEVELOPMENT ACCT * 810-3410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 147,912
555,763
601,837
$ 1,305,512
3
1989-90
ACTUAL
$ 243,302
514,972
140,547
$ 898,821
5.5
1990-91
BUDGET
$ 288,502
559,276
22,680
$ 870,458
5
1991-92
BUDGET
$ 275,115
482,433
2,775
$ 760,323
4.5
WORK PROGRAM:
To redefine and develop innovative programs that promote and increase economic development, affordable housing,
and the revitalization of the current, and any proposed, redevelopment areas.
PROGRAM ACTIVITIES:
RedeveIoonent Master Plan: Coordinate and prepare
the Village Area Redevelopment Project Area Master
Plan study.
Redevelopment Project Area Survey: Establish new
Redevelopment Project Area.
PERFORMANCE OBJECTIVES:
1. Review and develop scope of work.
2. Prepare and distribute consultant RFP's.
3. Retain consultants.
4. Develop plan of work and proceed.
5. Complete process and adopt Master Plan.
1. Review and develop scope of work.
2. Prepare and distribute consultant RFP's.
3. Retain consultant.
4. Develop plan of work and proceed.
Affordable Housing Prograa: Implement Program to
meet SANDAG Affordable Housing Goal. Develop
program to achieve City of Carlsbad SANDAG
Fairshare Affordable Housing requirement consistent
with Housing Element of General Plan.
Downtown Redevelopment Project Area:
economic enhancement of Project Area.
Encourage
SIGNIFICANT CHANGES:
1. Housing Task Force:
a) Coordinate the timely execution of
committee duties.
b) Assist in developing tools to induce
developers to provide affordable units in
the City.
2. Affordable Housing Units:
a) Develop program to inform public and
recruit developers to provide 200 units
of affordable low and very low income
housing units.
b) Implement recruitment program.
c) Negotiate and execute development
agreements for 200 affordable units.
1. Review vacant, under-productive and non-
conforming land uses within project areas.
2. Produce brochure with this information and
distribute.
3. Meet with interested parties and obtain
commitments from 5-10% to do a project that
will increase tax increment revenue.
4. Parking Assessment District:
a) Retain consultant.
b) Study needs.
c) Prepare plan to provide parking.
d) Review and adopt plan.
P
•b
One half of Senior Management Analyst has been transferred out of this program into Historic Preservation.
148
PROGRAM: AFFORDABLE HOUSING
FUND: REDEVELOPMENT
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT # 810-3420
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 0
0
0
$ 0
0
1989-90
ACTUAL
$ 0
0
0
$ 0
0
1990-91
BUDGET
$ 0
0
0
$ 0
0
1991-92
BUDGET
$ 73,700
23,400
0
$ 97,100
1
WORK PROGRAM:
To develop and implement innovative programs that will encourage and increase the number of available affordable
housing units within the City of Carlsbad.
PROGRAM ACTIVITIES:
Affordable Housing Program; Implement Program to
meet SANDAG Affordable Housing Goal. Develop
program to achieve City of Carlsbad SANDAG
Fairshare Affordable Housing requirement consistent
with Housing Element of General Plan.
PERFORMANCE OBJECTIVES:
timely execution of
Housing Task Force:
a) Coordinate the
committee duties.
b) Assist in developing tools to induce
developers to provide affordable units in
the City.
Affordable Housing Units:
a) Develop program to inform public and
recruit developers to provide 200 units of
affordable low and very low income housing
units.
b) Implement recruitment program.
c) Negotiate and execute development
agreements for 200 affordable units.
SIGNIFICANT CHANGES:
Newly developed budget.
149
m
m
IP
m
m
m
150
WATER DISTRICT
PROGRAM:
FUND:
DEPARTMENT:
WATER SUMMARY
GENERAL
WATER SUMMARY SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 1,492,248
4,696,764
146,368
$ 6,335,380
28
1989-90
ACTUAL
$ 1,607,527
5,565,813
262,891
$ 7,436,231
31
1990-91
BUDGET
$ 1,996,398
5,428,050
158,750
$ 7,583,198
35
1991-92
BUDGET
$ 1,842,951
5,235,244
330,100
$ 7,408,295
35
151
PROGRAM: ADMINISTRATION
FUND: WATER DISTRICT
DEPARTMENT: CARLSBAD WATER DISTRICT ACCT # 504-6310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 241,666
4,431,334
60,639
$ 4,733,639
5.0
1989-90
ACTUAL
$ 245,385
5,346,014
37,117
$ 5,628,516
6.6
1990-91
BUDGET
$ 394,942
5,169,350
40,000
$ 5,604,292
6.6
1991-92
BUDGET
$ 442,545
3,796,992
13,500
$ 4,253,037
6.6
WORK PROGRAM:
Perform the administrative tasks necessary to provide Carlsbad with a water supply of sufficient quantity to
meet the demands required for health, safety and welfare purposes. In addition, ensure that the available
supplies are used as efficiently as possible.
PROGRAM ACTIVITIES:
Unifying the Agencies; Implement the plan to provide a smooth transition between the District and the City.
Drought Planning; Implement the Drought Response Plan for 1991, which is designed to reduce per capita demands
throughout the District's service area.
Water Conservation: Meet all applicable water conservation targets, thus reducing the potential penalties that
may be assessed by the San Diego County Water Authority.
Legislation; Have involvement in Federal and State legislative issues as they pertain to the water supply.
SIGNIFICANT CHANGES:
The water billing function will be directed and operated by the District which implements the plan to meld both
the City and the District. An account Clerk II and an Account Clerk I will be transferred to the Water
District, while an Accountant and an Account Clerk II will be transferred to the City Finance Department.
152
PROGRAM: MAINTENANCE AND OPERATIONS
FUND: WATER DISTRICT
DEPARTMENT: CARLSBAD WATER DISTRICT ACCT * 504-6320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 782,727
245,866
79,812
$ 1,108,407
16
1989-90
ACTUAL
$ 827,684
212,106
181,157
$ 1,220,947
16
1990-91
BUDGET
$ 1,003,978
251,200
110,750
$ 1,365,978
19
1991-92
BUDGET
$ 1,400,406
1,438,252
316,600
$ 3,155,258
28.4
WORK PROGRAM:
Provide Engineering Services for construction of the potable and reclaimed water system. Provide Carlsbad with
a water supply of sufficient quantity and pressure that meets all applicable Federal, State and local quality
standards.
PROGRAM ACTIVITIES:
Reclaimed Water; Provide reclaimed water to the Phase I list of users as specified in the District's Water
Reclamation Master Plan.
Plan Check: Review and correct plans for new development in a two-week turnaround period.
Happing: Develop and continuously update the computer based mapping system.
Design; Reduce project costs by completing in-house design on various capital projects.
System Maintenance: Maintain all water facilities at a level to ensure safe and efficient operations.
System Repair; Repair all leaks immediately to reduce water loss, and.perform the repair with a minimum of
water service disruption.
Safety: Eliminate work related injuries and accidents.
SIGNIFICANT CHANGES:
Two Inspectors will be transferred to the City's Municipal Projects program to implement the melding of the
Water District with the City. Maintenance and operation costs have increased due to the representation of
depreciation expenses as a budgeted item for the first time.
153
PROGRAM: ENGINEERING
FUND: WATER DISTRICT
DEPARTMENT: CARLSBAD WATER DISTRICT
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
POSITIONS
1988-89
ACTUAL
$ 467,853
19,564
5,917
$ 493,334
7.0
1989-90
ACTUAL
$ 534,458
7,693
44,617
$ 586,768
8.4
1990-91
BUDGET
$ 597,478
7,500
8,000
$ 612,978
9.4
1991-93
BUDGET
$ -0-
-0-
-0-
$ -0-
-0-
WORK PROGRAM:
Provide engineering services for construction of the potable and reclaimed water system.
PROGRAM ACTIVITIES:
None
SIGNIFICANT CHANGES:
This program has been integrated into one entitled Maintenance and Operations.
154
CAPITAL IMPROVEMENT
PROGRAM
1991-92 Capital Improvement Program
Introduction
The Capital Improvement Program for 1991-92 totals $50.1 million, which is nearly
identical to the 1990-91 adopted budget of $51.5 million. This represents a decrease of
$.4 million or 1.6%. Projected revenues for the 91-92 program total $46.3 million.and are
up by $3.2 million or 7.4% over the 1990-91 budget. Although total revenues for 1991-92
are up, weak economic conditions nationally and locally as well as dramatically declining
construction levels have resulted in reduced development related revenues. Revenues
collected as the result of new residential and commercial/industrial development occur are
down by $5.9 million or 92.2%. This has resulted in modifications to the scheduling of
projects. This report and the accompanying CIP documents reflect the actions taken to
address the issue of funding availability weighed against the demand for facilities, and
growth.
As the City continues to monitor growth in conjunction with revenues, it has become
apparent that there is a correlation between the amount of funds that can be spent on
projects, and the amount of growth. If development subsides, so too do revenues, which
in turn impacts expenditures schedules. Most expenditure schedules were established using
the Growth Management standards as guidelines. Interwoven into this formula are fiscal
constraints which are becoming more important. This year, lack of available funds has
forced some projects to be recommended for phasing, and reflects a change in philosophy.
Previously, the City chose to build facilities to meet maximum population expectations.
Now, the philosophy is shifting to one where phasing of projects will more closely match
the incremental growth demands. Further, in cases where facility availability fails to meet
growth management standards, developers may be required to finance design and
construction costs. As growth revenues decline, the expenditures too must be altered
accordingly. The Growth Management system used by the City needs to be viewed with
flexibility, as well as in concurrence with other external issues, including the general
economy.
Several other steps were taken in formulating the 1991-92 CIP. First, cost estimates for
all projects were reviewed by the Engineering Department resulting in significantly higher
budget figures for park projects. The new cost estimate for park development is $135,000
per acre, up from $115,000 per acre. Second, in August, 1991, the Planning Commission
reviewed all projects new to the 1991-92 CIP for General Plan consistency. All projects
were found to comply with the General Plan. Third, the 1991-92 CIP now included the
Community Facilities District projects and revenues. Although the projects themselves are
not new, the funding sources have been modified to reflect the use of the CFD. The first
projects which will utilize CFD funds are the Library and the 1-5 Interchanges. Fourth,
Traffic Impact Fee projects have been revised to reflect the projects identified in the study
presented to Council in October, 1991. Fifth, Sewer projects have also been revised to
reflect the projects contained in the recently adopted Sewer Master Plan. The CIP
accurately shows Carlsbad's share of the Encina Wastewater Facility's capital program
budget.
155
The fiscal resources, and the assumptions used in projecting those resources, as well as
specific expenditures will be addressed separately. Also addressed will be issues facing the
CIP in general.
Revenue
Revenues for Capital Projects may be broken down into three major categories as follows:
1) fees generated by development in Carlsbad, 2) the Community Facilities District and 3)
other sources including grants, bond issues, and letters of credit. The pie chart below
provides an overview of the estimated revenues which are projected to support the CIP
projects. Approximately 38% of all CIP revenues are received as a result of development,
and are dependent upon assumptions made about the City's growth in dwelling units and
commercial/industrial square feet each year. These revenues include the Public Facilities
Fee (PFF), Traffic Impact Fee (TIF), Park-In-Lieu (PIL), and Sewer Construction revenues.
Community Facilities District revenues occupy 43% of the total and are based on schedules
included in the Engineering Report. The remaining 19% of revenues are related to the
receipt of grants, the county sales tax program (Transnet), the issuance of bonds, and the
Water District's Capital Surcharge.
FUNDING SOURCES
CAPITAL IMPROVEMENT PROGRAM
1991-92 TO BUILDOUT
MAJOR FACILITY FEi
$49 7 9%
CAPITAL SURCHARGE
$35 I 6%
TRANS NET
$41 7%
0'HER
|342 6%
SEWER
£48 5 9%TRAFFIC IMPACT
$24 5 4%
PUBLIC FACILITY FEE
$715 '3%
PARK-IN-LIEU
$183 3%
;MNT Y FAOL DISTR
$245 7 43%
Total R«v«nu«« . $389 Million
Several assumptions about the rate and type of growth were made in order to project those
revenues which rely upon development. Growth assumptions were compiled using the
projections used in the Growth Management Program, which continue to change along
with the economic climate. For example, this year residential and non-residential growth
rates have been reduced from earlier projections to reflect the volumes of growth
anticipated in a weak economy. The table on the following page compares the number of
residential units used for projecting for the 1991-92 CIP revenues with the number of units
used in the 1990-91 CIP. As can be seen, the number of residential units projected for
1991-92 has been decreased by 373, while in 1992-93 a decrease of 180 is shown. The
156
changes shown reflect more current information as gleaned from a greater quantity of
completed zone plans, as well as the weak economy. The total number of residential units
projected at buildout is 52,477, while the total remaining to be built from this point
forward is 23,839.
1991-92CIP
Growth Assumptions
Year
91-92
92-93
93-94
94-95
95-96
Years 5- 10
Year* - 2001 +
90-91 Total
No. Units
Resid
899
1488
1408
1371
N/A
1 ,378
995
91 -92 Total
No. Units
Resid
526
1,308
1,356
1,350
1,248
1,246
1,088
OHf. 90-91
to 91 -92
(373)
(180)
(52)
(21)
(130)
93
Total Sq.Ft.
Comm/lnd
.000.000
,000,000
,000,000
,000,000
,000,000
1 ,000,000
1,000,000
The line chart below further demonstrates the growth and development patterns which
have occurred and are projected to occur in Carlsbad. As can be seen, the development
rates fell dramatically in 1987-88 and have not yet recovered. Current Growth
Management projections show a slight recovery in 1992-93.
CITY OF CARLSBAD
RATE OF RESIDENTIAL DEVELOPMENT
PERMITS ISSUED
UNITS
3000
2500
2000-
1500-
1000-
500-
YEARS 1 TO S Of CIP
85 86 87 88 89 90 91 92 93 94 95 96
FISCAL YEAR
— DWELLING UNITS
157
Non-residential growth patterns and projections were also reviewed, and modified. The
current assumption is that there will be approximately 1 million square feet of non-
residential building space added each year until buildout. This assumption is based upon
recent history showing that approximately 1 million square feet of commercial/industrial
has been added per year.
There is some uncertainty as to the likelihood that the levels of growth projected will occur,
Staff has recognized that the economy is languishing and has reduced the growth estimates
over what has been previously projected. Should the economy continue its decline and
impact growth as it has, the assumptions outlined here may still be too optimistic. When
using the Growth Management forecast identified above adequate revenues are projected.
However, dramatic changes in project scheduling will need to occur if development does
not soon recover from its slump. The line chart below demonstrates the effect of reduced
development on the PFF, a growth related revenue. As can be seen, lower levels of
residential and commercial/industrial square foot development results in dramatically
reduced revenues.
PFF ENDING BALANCE
Growth Management vs.
Economy
Millions
Virilbl* projection* not nud«
lor thU Umo p*rlo«.
91-92 92-93 93-94 94-95 95-96
Fiscal Year
— Growth Management *• Estimate 4*1 -°- Estimate *2
The mix of attached and detached residential units is assumed to be 55% and 45%
respectively. This is the same ratio as has been applied in the past and continues to be the
anticipated mix of residential development. The building permit valuation used for
computing public facilities fees was $89,500 per attached dwelling unit, and $153,000 per
detached dwelling unit. The mix of commercial and industrial is assumed to be 40% and
60% respectively. The commercial category also includes office development.
In order to calculate estimated revenues for the Traffic Impact Fee (TIF), the number of
average daily trips had to be computed for each type of use. An attached dwelling unit
158
was assigned eight trips per day, and a detached unit ten trips per day, based on data used
in developing the TIP. Each residential trip was valued at $77.00. The trips-per-day value
for commercial/industrial was averaged 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 commercial/industrial trip was
established at $63.00.
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.
Park in Lieu revenue projections have increased by 45% throughout the life of the CIP.
This is the result of applying the new fees which were implemented in May, 1991.
This is the first year that the Community Facilities District (CFD) funding mechanism has
been incorporated into the CIP. The implementation of the CFD has reduced the total
amount of PFF, and TIF, and BTD revenues projected, as projects which were previously
funded from these sources will now be funded through the CFD. Revenues for the PFF,
and TIF have been reduced accordingly, and the fund balance for the BTD has been
transferred to the CFD.
159
Expenditures
The 1991-92 to buildout CIP outlines a total of 185 projects at a total cost of $414.7
million. The pie chart below indicates that the largest segment of expenditures are within
the Parks category at $94.2 million or 23%. Included are park projects within all
quadrants of Carlsbad as well as Veteran's Memorial Park. Other major park projects
include the Golf Course, Larwin Park, Alta Mira Park, Alga Norte Park, and a community
park in Zone 19. Park project expenditures are followed in dollar value by Water projects
which total $83.7 million, and include new and replacement pipelines and reservoir
maintenance. Major street projects in the CIP are the widening of the railroad overpasses
at Poinsettia Boulevard, and Palomar Airport Road, La Costa Boulevard widening, and the
extension of Faraday Boulevard. The smallest expenditure category for projects is Traffic
Signals, at $3.3 million or 1%. Specific timing and cost estimates for projects are identified
in the table immediately following.
CAPITAL IMPROVEMENT PROGRAM
PROJECT ALLOCATION 1991-92 TO BUILDOUT
PARKS
TRAFFIC SIGNALS ^95 2 23%
$3.3 1% ^^ ^^ CIVIC
$60.7 15%
SEWER
$58.4 14%I "s^xxxxxx/xxxxxxi
1-5 INTERCHANGES
$34 5 8%
WATER
$83.7 20% STREET PROJECTS
$789 19%
Total CIP to Buildout - Ml4.7 Million
Specific phasing of projects is reliant upon fund availability as well as efforts taken to meet
established growth management standards for facilities. Wherever recommended project
scheduling changes occurred, they were based upon a thorough review of the Growth
Management Plan, in unison with revenue projections. In order to balance the first five
years of the CIP in conjunction with the decline in projected revenues, selected park and
street projects have been phased and deferred. All of these altered projects are funded by
the PFF, which is now balanced as a result of the timing changes. The altered projects and
related issues are identified on the following page.
160
Southeast Quadrant Parks
Alga Norte Park - Construction for this park is now scheduled for the 1996-2001
time period. In the 1990-91 CIP, Alga Norte park was scheduled for phased
construction in 1991-92, and in 1992-93. Under of provisions of the existing parks
agreement, and to comply with the growth management standards, this park needs
to be completed in 1993-94. Staff is presently working with the developer to
accomplish the more imminent deadline.
Carrillo Ranch Park - The scheduling for this park has not been altered from that
shown in the 1990-91 CIP. Construction is shown in 1994-95. Carrillo Ranch
however, faces the same development related issues that are encountered with Alga
Norte Park. Access to the area will not be established until development occurs,
and it is now estimated that this will occur until sometime later than 1994-95. It
may be necessary to defer this park in the future should these issues continue to
exist.
Southwest Quadrant Parks
Alta Mira Park - The construction of Alta Mira park has now been phased into two
segments. The prior year CIP showed the construction of all 42 acres in 1992-93.
Due to funding constraints, construction will be phased, providing $4.0 million of
funds in 1992-93 and $3.0 million in 1995-96. Initial design for this park will be
completed by May, 1992 which will result in more accurate cost estimates for each
phase, as well as the amenities to be built at each stage.
Zone 19 Park - Developer funds of $1,875,000 are available through a letter of
credit and can be used to construct the first phase, 15 acres, of Zone 19 Park. The
CIP shows construction of Zone 19 Park for 1992-93, which is one year earlier than
was shown in the 1990-91 CIP. Lack of development in the area, and access to the
park site are still issues which need to be addressed before embarking on this
project.
Streets
Palomar Airport Road Railroad Bridge - This project also includes the intersection
realignment of Palomar Airport Road and Carlsbad Boulevard. Instead of funding
the entire project cost of $4.0 million in 1995-96, $1.0 million will be funded in
that year, with the remaining $3.0 million occurring in the 1996-2001 time period.
The City can expect to undertake the project in 1996-97.
Poinsettia Lane Railroad Bridge Widening - This project was scheduled in 1995-96
at $2.0 million, and was pushed back into the 1996-2001 time period.
161
1991-92 Projects
The 1991-92 CIP identifies 44 projects which have been budgeted at a total cost of $50.1
million. The chart below shows that Park projects occupy one third of the total 1991-92
expenditures at $16.9 million. Twenty five percent or $12.3 million of the budget is
allocated to Civic projects. Sewer projects account for the least amount of expenditures
at $1.5 million or 3%. Following is a detailed explanation of the significant 1991-92 CIP
projects by category.
CAPITAL IMPROVEMENT PROGRAM
1991-92 PROJECTS BY MAJOR CATEGORY
civic
PARKS ^^^<,Y777777^ $123 25%
$169 34%
1-5 INTERCHANGES
$34 7%
SEWER _ , ^
$153% ^ ^-^ STREET PROJECTS
WATER ' $62 12%
$9 8 20%
Total 91-03 CIP • SS0.1 Million
Civic Projects
The significant projects scheduled for 1991-92 appropriation include the expenditure
of CFD funds toward the South Carlsbad Library at $11.2 million. Design funds of
$136,000 for the Cole Library Remodel are also budgeted in 1991-92.
Park Projects
The construction of the Golf Course is identified for 1991-92 to be funded with a
$14 million bond issue. The repayment of the debt is considered an operating
expense, and does not appear within the CIP. It should be noted that the General
Fund contribution to the Golf Course is limited to between $700,000 and $800,000
annually. Additional debt service expenses will need to be met through the Golf
Course Enterprise Fund, and the appropriate setting of user fees. Larwin Park at
$2.5 million is the one City park scheduled for a 1991-92 appropriation. Initial
design plans for this park are under review.
162
Sewer Projects
The CIP reflects Carlsbad's share of funding the Encina Budget. Included is
$844,000 in funds to repay the debt for the Phase IV Expansion, and $488,000 for
the Solids Management Program. An additional $475,000 is scheduled in the 1991-
92 budget for the Home Plant Lift Station project.
Water Projects
The largest 1991-92 Water District project is budgeted at $3.5 million for a pipeline
along Palomar Airport Road, from El Camino Real to Rancho Santa Fe Road. There
are also eleven Water District projects that are identified for funding through a state
loan program center around the use of reclaimed water. To date there is no
mechanism in place to repay the loan. This is the second year that Water District
projects have been included in the CIP. The projects and the accounting used for
them now fully conforms to the City's method for representing capital projects.
Traffic Signals
There are no traffic signals requiring appropriation in 1991-92.
Street Projects
A total of $5.8 million in new appropriations is scheduled for street projects. The
largest expense is for the widening of Palomar Airport Road from El Camino Real
to Business Park Drive at $2.3 million. Funds are coming from Transnet/Local, a
segment of the Proposition A Sales Tax program. The intersection improvement at
El Camino Real and Palomar Airport Road is also scheduled for 91-92 at $2.0
million to be funded by TIF and Transnet/Local. The remaining significant expense
is an appropriation of $730,000 to the Streetscape Phase V with bond fund interest
earnings offsetting project costs.
1-5 Interchanges
The I-5/Palomar Airport Road Overpass is budgeted for $2.2 million during 1991-
92. This will begin the project which has the remaining $10.8 million needed to
complete the Interchange in 1992-93 from the CFD. A loan from Transnet will
allow the City the accelerate the project timing. CFD funds will be used to repay
the loan.
163
Outstanding Issues
There are two issues which became apparent as steps were taken to formulate the
recommended CIP. These are outlined below.
1. Unfunded Projects - There continues to be is a list of projects identified, that
have no specific funding source. These projects may be pursued as funding
becomes available.
Included on the unfunded list are eleven Public Art Projects. Historically,
funding for these projects is arrived at by applying 1% of the GCC project
costs to Art. As there are few GCC projects planned within the 1991-92 CIP,
funding for public art is scarce. Council may wish to consider establishing
a policy which would require that 1% of the total project cost be allocated
to art. This would eliminate a duplicate process for each project as well as
broaden the potential funding sources to the PFF, CFD and TIP.
2. Water District Fund Balances - The Capital Surcharge fund which is used to
replaced existing out-of-date or worn infrastructure, shows a negative
balance beginning in 1992-93, and continuing through the 2001+ time
frame. Water District staff are presently investigating the possible issuance
of debt in order to remedy the problem. Should debt be given further
consideration, staff will need to review the water rate structure and establish
the nature of the debt to be issued.
Summary
Review of the CIP finds that all projects identified in the 1990-91 CIP continue to be
included. There is concern however, over the economy and the impact it will have on City
revenues. Lack of funds has caused the City to rethink how it can accomplish its capital
projects. Generally the philosophy has been to build quality capital facilities which meet,
and at times exceed, growth management standards whenever economically beneficial.
This philosophy worked when growth and related revenues were substantial. The lack of
funds now facing the City has resulted in the need to rethink capital projects. Concepts
such as phasing projects over a period of years, and timing them when funds are available
need to become more prominent. As the new philosophy emerges, the City can still expect
to provide quality capital facilities which meet the need of Carlsbad's citizens. The 1991-
92 CIP reflects these concepts, in that staff has recommended the phasing of some park and
street projects until such time as projected revenues become available.
Should the economy fail to recover within the next year, the City will need to continue its
efforts in effectively timing projects to match revenues. This could result in dramatic
deferrals of some projects in the CIP schedule.
164
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AMD FUTURE (1991-92 TO BUILOOUT) PROJECTS
PROJECT
HO.
3742
3296
3264
3350
3343
3743
3289
3266
3244
3244
h- 3370
ON
Ui
3735
3352
3336
3354
3335
3353
3711
3712
3741
5346
PROJECT TITLE
CIVIC PROJECTS
AFFORDABLE HOUSING LAND ACQUISITION
BAT10UITOS LAGOON E1R/EIS
BATIOUITOS LAGOON ENHANCE PROJ
BATIOUITOS LAGOON FINAL DESIGN PHASE
CARLSBAD VILLAGE DR. STREET SIGNS
CITr HALL
FAIR HOUSING SURVEY
FIRE SIA « 3 - RELOCATION
FIRE STA f1 t *2 REMODEL
FIRE STA ill t »2 REMODEL
FIRE STA *6 (PERMANENT)
LAS PALMAS PUBCHASE
LIBRARY -EXPAND COLE LIBRARY
LIBRARY -EXPAND COLE LIBRARY
LIBRARY - S CARLSBAD/LAND, DESIGN, CONST
LIBRARY - S CARLSBAD/CONSTRUCTION
LIBRARY - S CARLSBAD/LIBRARY COLLECTION
LIBRARY - S CARLSBAD/TEC AND SHELVING
LIBRARY - REMODEL COLE LIBRARY
PAINT-A-THON PROG-13TH YEAR
PUBLIC ART - 1-5 INTERCHANGES
PUBLIC ART - JEFFERSON STREET PARC
PUBLIC ART - LARUIN PARK
PUBLIC ART - LIBRARY - S CARLSBAD
PUBLIC ART - SEAUALL
REHABILITATION COMMERCIAL
REHABILITATION - RESIDENTIAL
ROOSEVELT STREET PARKING LOT
SAN DIEGO SERVICE CENTER FOR THE BLIND
STRfETSCAPE PHASE IV SCULPT Pit
FUNDING
SOURCE
COBG
GCC
GCC
GCC
REDEV
CFD
COBG
PFF
REV SN
GCC
PFF
PfF
PFF
CFD
PFF
CFD
PFF
PFF
PFF
CDBG
X ARTS
X ARTS
X ARTS
X ARTS
X ARTS
COBG
COBG
REDEV
COBG
GCC
PRIOR EXPNO'S
1 ENQJHBRC'S
65, 968
31.912
26,872
143,000
31,271
820,984
5,645,326
1,835
17,523
23,123
156,835
30,000
34,628
BALANCE
FORWARD
147,144
n,i28
47,000
10,000
193,729
65.980
398,165
3,095
30,000
75,000
1,877
13,165
60,000
30,000
40,000
TOTAL YEAR 1 YEAR 2 TEAR 5 TEAR * YEAR 5
APPROP 1991-92 1992-93 1995-94 1994-95 1995-96 1996-2001 2001 *
147,144
65.968
51,912
100,000
190,000
25,100.000 25,100,000
10,000
450,000 40,000 410,000
51,271
195,729
450,000 40,000 410,000
2.547,984 235,000 235,000 235,000 235,000 235.000 552,000
12.660.000 12,660,000
4,000,000 4,000,000
5,645,526
11,265,980 11,200,000
400,000
650,000 650,000
1,750,000 175,000 1,575,000
20,616
50,000
75,000
25,000
170,000
50,000
60,000
50,000
656,250 656,250
40,000
54,628
CUT OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AMD FUTURE (1991-92 TO BUIIDOUT? PROJECTS
PROJECT
HO.
3346
3236
UK,
3236
3293
3338
3224
3198
ion
3344
PROJECT TITLE
STREETSCAPE PHASE IV-SOILPT PK
CITT MAINTENANCE FACILITY
UTILI TIES/MA I NTENANCE/UARENOUSE FACILITY
UTIUT1ES/MAINTENANCE/UAREHOUSE FACILITY
SUBTOTAL CIVIC PROJECTS
DRAINAGE PROJECTS
BUENA VISTA CHANNEL REPAIR
CARLSBAD VILLAGE OR STORM DRAIN (STRSCP)
STORM DRAIN DESILTATION BASIN/CANNCM RO
STORM DRAIN JAMES OR - BB
SUBTOTAL DRAINAGE PROJECTS
PARK PROJECTS
ADVANCE PLANNING • PARK DESIGN
10HC 5 PARK FACILITY
NORTHEAST QUADRANT PARKS
GOLF COURSE DEVELOPMENT
GOLF COURSE CONSTRUCTION BONDS (
LARUIN PARC - NE OUAO/22.J ACRES
VETERAN'S MEMORIAL PARK - NE QUAD
PARK RESTORATION/ACQUISITION
FUNDING PR! OB EXPNO'S
SOURCE I ENCUMBRC'S
REDVL BONDS 658,637
SEW
CFD
PFF 142,304
5.830,218
GCC
Til
PLD-9 41
PLD-7 462,000
462, Ml
PIL 43,490
ZONE 5
GCF 1,157,713
iOLF BONOS
PFF 278,971
CFD
PIL-NE
IALANCE TOTAL YEAR 1
FCWUAUO APPROP 1991-92
218,163 876,800
500,000
3,700,000
142,304
1,406,44* 67,879,912 12,260,000
50,000 50,000
500,000 500,000
1,119,959 1.120,000
462,000
1,619,959 2,132,000 50,000
1.510 45,000
6.705,015
125,477 1,283,190
14,000,000 14,000,000
11,029 2,790,000 2,500,000
J. 500, 000
6,642,696
YEAR 2 TEA* 3 YEAR 4 YEAR 5
1992-9J 1993-94 1994-95 1995-96 1996-2001 2001 »
500,000
3,700,000
315,000 2,630,000 235,000 891,250 27,652,000 16,660,000
2,000,000 4,705,015
1,750,000 1,750.000
6,642.696
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AMD FUTURE (1991-92 TO BUILDOUT) PROJECTS
PROJECT
NO.
3355
3314
33K
3730
3356
3357
3306
PROJECT TITLE
NORTHWEST QUADRANT PARKS
UHAIE UATCH FENCE REPLACEMENT
CANNON LAKE PARK - NU QUAD/6.7 ACRES
COMMUNITY CENTER - NU QUADRANT
HOLIDAY PARK IMPROVEMENTS
HOLIDAY PARK IMPROVEMENTS
VERERAN'S MEMORIAL PARK - NV QUAD
HOSP GROVE IMPROVEMENTS
MAXTON BROUN PARK IMPROVEMENTS
MAXTON BROUN PARK IMPROVEMENTS
PARK RESTORATION/ACQUISITION
SITE ACQUISITION - NW OUAD/7 AC
DEVELOP 7 ACRES
SR. BARBEOUE FACILITY
SR. BARBEOUE FACILITY
SR. BARBEOUE FACILITY
VALLEY JR HIGH SCHOOL RENOVATION
SOUTHEAST QUADRANT PARKS
ALGA NORTE DEVELOP 19.48 AC
ALGA NORTE DEVELOP 15.52 ACRES
ALGA NORTE COMMUNITY FACILITY
ALGA NORTE - REPAY BCED FOR DEVEL COSTS
CARRILLO RANCH STABILIZATION
LEO CARRILLO-10.2 ACRES DEVEL t RESTORE
LEO CARRILLO - 8.5 ACRES (TO BE DEDICATED)
LEO CARRIILO DEVELOP 8.5 ACRES
VETERAN'S MEMORIAL PARK • SE QUAD
PARK RESTORATION/ACQUISITION
FUNDING PRIOR EXPND'S
SOURCE I ENCUMBRC'S
GCC 4,414
PFF
PFF
GCC 5,615
PIL-NU 128,985
CFD
ST GRNT
COBG 7.974
GCC 232
PIL-NU
PIL-NU
PFF
ST GRNT
SR GRNT
GCC
GCC 13,933
LC/BCED
PFF
PFF
PFF
ST GRNT 161,312
PFF
PFF
CFD
PIL-SE
BALANCE TOTAL YEAR 1
FORUARD APPROP 1991-92
150,586 155,000
900,000
3.000,000
4,385 10,000
1,060 110,045
3,500,000
172,000 172,000
22,026 50,000
29,768 30,000
3,6*7,969
2,380,000
875,000
21,416 21,416
3,028 3,028
6,200 6,200
6,067 20,000
2,241,265
2,100,000
3,000,000
2,241,265
328,688 490,000
2,250.000
1,150,000
3,500,000
2,770,618
YEAR 2 TEAR 3 TEAR 4 TEAR 5
1992-93 1993-94 1994-95 1995-96 1996-2001 2001 »
900,000
3,000,000
1,750,000 1,750,000
3,6*7,969
2,380,000
875,000
2,241,265
1,300,000 800,000
3,000.000
1,587.500 653.765
250,000 2,000,000
1,150,000
1,750.000 1,750,000
2.770,618
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AMD FUTURE (1991-92 TO BUILOOUT) PROJECTS
PROJECT
NO. PROJECT TITLE
SOUTHWEST QUADRANT PARKS
3295 ALTA MIRA LAND PURCHASE 30 ACRES
3348 ALTA MIRA DEVELOPMENT - PHASE 1 (42 ACRE
ALTA MIRA COMMUNITY CENTER - PHASE II
ALTA MIRA LOAN REPAYMENT TO PFF
ALTA MIRA REPAY SAMMIS (6.05 ACRES)
VETERAN'S MEMORIAL PARK - SW
SPECIAL USE AREA DEVELOP 4 ACRES
ZONE 19 COMMUNITY PARK (15 ACRES)
3248 ZONE 19 COMMUNITY CENTER
ZONE 19 COMMUNITY PARK (9.25 ACRES)
ZONE 19 COMMUNITY PARK (REPAY L/C)
PARK RESTORATION/ACQUISITION
SUBTOTAL PARK PROJECTS
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
PARALLEL OCEAN OUTFALL
3?98 SOLIDS MANAGEMENT PROGRAM
3250 TREATMENT PLANI EXPANSION • PHASE IV
TREATMENT PLANT EXPANSION - PHASE IV - B
PHASE V EXPANSION
DISINFECTION FACILITIES
3359 BUILDING IMPROVEMENTS
INTERCEPTOR SYSTEM I LIFT STATIONS
3303 AGUA HEOIONDA LIFT STATION
3322 BUENA VISTA LIFT STATION
FUNDING PRIOR EXPNO'S
SOURCE t ENCUMBRC'S
PIL-SW 4.426,093
PFF 2,162
PFF
PIL-SW
PH-SW
CFD
PFF
L/C
PFF 1,571
PFF
PFF
PH-SW
6.232,445
SEW
SEW 1,021,611
SEW 1,585,590
SEW 1,266,700
SEW
SEW
SEW 24,997
SEW 457,836
SEW 1,271
BALANCE TOTAL YEAR 1 YEAR 2 YEAR 3
FORWARO APPROP 1991-92 1992-93 1993-94
23,907 4,450,000
1,509,838 8,422,000 4,110,000
3,000,000
714,000
544,500
J, 500, 000
540,000
1,875,000 187.500 1,687,500
188,429 3,190,000
1.250,000
1,725,000
4,785.976
2,402,770 103,806,183 14,890,144 5,797,500 250,000
9,422,440 17,024 335,616 121,600
134,419 11,765.776 488,346 16,440 97,280
14,410 1,600,000
27,136.100 844,000 982,000 1,118,300
5,200,000
1,614,475 125,735
822,792 24,995 515,200 257,600
16,218 834,054
78,729 162,000
YEAR 4 YEAR 5
1994 95 1995-96 1996-2001 2001 *
3,000,000
3,000,000
73*, 000
544,500
1,750,000 1,750,000
540,000
3,000,000
1,250,000
525,750 1,199,250
*, 785, 976
2,000,000 12,380,000 13,708,015 M.US, 289
182,400 8,964,000
2,383,360 2,371,200 5,253,120
1.118,300 1,118,000 5,591,800 15,097,000
5,200,000
1,488.740
360,000
82,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AMD FUTURE (1991-92 TO BUIIDOUT) PROJECTS
PROJECT
NO. PROJECT TITLE
HOLLY BRAE SEWER LINE
3299 HOME PLANT LIFT STATION ( FORCE MAIN
3182 VISTA CARLSBAD TRUNK LINE
REACH VC-14
REACHES VC-11, 13 1 15
3324 MONITORING PROGRAM
3252 BASE MAPPING SYSTEM
752 BASE MAPPING SYSTEM
SUBTOTAL SEUtR PROJECTS
WATER PROJECTS
384 ZONE TO POINSETTIA
384 ZONE TO POINSETTIA
550 ZONE TO POINSETTIA
550 ZONE TO POINSETTIA
580 ZONE SECONDARY SUPPLY
680 ZONE SUPPLY
BA noun os OR
CAMINO HILLS 3 FARADAY
CAMINO VIDA ROflLE TO "0" RESERVOIR
CANNON RD - EL CAMINO REAL TO COLLEGE
CANNON - CAR COUNTRY TO PAIOMAR AIRPORT
CANNON - COUEGE TO OCEANSIDE
CANNON - COLLEGE TO OCEANSIDE
CARILLO WAY
CARLD8AD VILLAGE OR - CELINDA TO DONNA
CARLSBAD BLVD - MONZAHO TO ENCINA
CARLSBAD BLVD - MONZANO TO ENCINA
CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT
FUNDING PRIOR EXPNO'S
SOURCE I ENCUMBRC'S
SEW 6.426
SEW 46,002
SEW 585.213
SEW
SEW
SEW 13,156
SEW 67,500
WATER 67,500
5,143,802
MFC
CS
MFC
CS
MFC
MFC
MFC
MFC
MFC
MFC
MFC
MFC
CS
MFC
MFC
MFC
CS
MFC
BALANCE TOTAL
FORWARD APPROP
218,574 225,000
953,998 1,100,000
1,174,134 1,759,347
990,000
1,250.000
46,844 600,000
50,000 117,500
50.000 117,500
2,737.326 66,289,184
187,500
809,375
118,125
531,875
640,625
1,381,250
943,750
434.375
400,000
930,000
2,266,250
1,167,813
187,500
402,500
230,000
156,250
187,500
656,250
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
1991-92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 »
100,000
990,000
1,250,000
20.000 20,000 20.000 20,000 20,000 100,000 3*0,000
1,494,365 1,869,256 1,7*0,515 5,192,800 3,509.200 7,181,800 17,420,120
187,500
809,375
118,125
531,875
MO, 625
1,381,250
150,000 793,750
434,375
400,000
930,000
2,266,250
1,167,813
187.500
402,500
230,000
156,250
187,500
656,250
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1991-92 TO BUIIOOUT) PROJECTS
PROJECT
NO, PROJECT TITLE
CARRIUO WAY - EL FUERTE TO El CAMINO RE
COLLEGE BLVD EXTENSION a EL CAMINO REAL
3382 COLLEGE BLVO PR STATION
COLLEGE NORTH TO OCEANSIDE
COLLEGE ROU - ALGA TO BATIOUITOS
COLLEGE - 33" TO CANNON
COLLEGE - CANNON TO TAP
!77 COLLEGE - MAERKLE RESERVOIR
J377 COLLEGE - MAERKLE RESERVOIR
COLLEGE - POINSETTIA TO PALOMAR AIRPORT
3376 0 RESERVOIR 1
3376 0 RESERVOIR 1
DOUNTOUN REHABILITATION
E RESERVOIR TO CAR COUNTRY
EAST OF "E" RESERVOIR
3325 El CAMINO REAL - CHESTNUT TO MARRON
3325 El CAMINO REAL - CHESTNUT TO MARRON
,_ 3378 EL CAMINO REAL - CHESTNUT TO TAMARACK
-~l 3378 El CAMINO REAL - CHESTNUT TO TAMARACK
° 3379 EL CAMINO REAL - S OF CMNO VIDA ROBLE
EL CAMINO REAL 3 COLLEGE
EL FUERTE AVE - N OF LOKER
El FUERTE - ALGA TO CARRIUO
EL FUERTE - CARRIUO TO PAIOMAR AIRPORT
EL FUERTE - FARADAY TO MAERKLE
FARADAY TO CANNON RD
FARADAY - EL FUERTE TO ORION
15 a NAVIGATION CIRCLE
JEFFERSON - PIO PICO TO MAY CO
FUNDING PRIOR EXPNO'S
SOURCE t ENCUMSRC'S
MFC
MFC
MFC
CS
MFC
MFC
MFC
MFC
CS
MFC
MFC Ml, WO
CS 139, 420
CS 296.325
MFC
CS
MFC 568,305
cs m,320
MFC 1,445
CS 98*
MFC
MFC
MFC
MFC
MFC
MFC
MFC
MFC
MFC
MFC
BALANCE
FORVARO
75,000
t. 360,000
640,000
297,660
121,580
203,675
583,695
274.680
465,416
316,796
500.000
TOTAL
APPROP
2,260,9M
183,375
75.000
512.500
1,622.500
842.188
1,355,000
1,360,000
640,000
1.235.938
3.195,000
1,305,000
1,600,000
345,000
534,375
952,000
448,000
466,861
317,780
500.000
497,750
743,750
1,669,688
1,025.000
1,650,000
887,500
1.009,688
740,625
267,375
YEAR 1 TEAR 2 TEAR 3 TEAR 4 YEAR 5
,99, -92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 *
2,260,938
183,375
512,500
1,622,500
842,188
1,355,000
1,235,938
2,556,000
1,044.000
550,000 550,000
345,000
534,375
497,750
743,750
1,669,688
1,025,000
1.650,000
887,500
1,009,688
740,625
267.375
cm OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AKO FUTURE (1991-92 TO BU1LOOUT) PROJECTS
PROJECT
NO.
3383
3380
3375
3381
3381
_,
^
PROJECT TITLE
KELLY OR - "E" RESERVOIR TO CANNON
LA COSTA PIPELINE REPLACEMENT
LOCUST t HARRISON
LONG TERM STORAGE
LONG TERM STORAGE
MAERKLE DAM LINING-COVER
MAERKLE DAM LINING-COVER
MAERKLE PUMP STATION t CHLORAMINATION
MAERKLE PUMP STATION t CHLORAMINATION
MAERKLE RESERVOIR TO EL CAMINO REAL
MAERKLE RESERVOIR TO EL CAMINO REAL
MARRON DO - AVENIDA ANITA TO PR STATION
MARRON RD - PR STATION TO OCEANSIDE
PALOMAR AIRPORT NORTH OF OVENS
PALOMAR AIRPORT ROAD FROM ECR TO SANTE F
PALOMAR AIRPORT ROAD FROM ECR TO SANTE F
PALOMAR AIRPORT ROAD » YARROW
POINSETTIA • EL CAMINO REAL TO "0"
PONSETTIA - PASEO DEL NORTE TO CARLSBAD
PR STATION
PR STATION RELOCATION
RECLAIMED WATER AG i 1-5 ONSITE PIPING
RECLAIMED WATER - AG t 1-5 PIPELINES
RECLAIMED WATER - AG t 1-5 PUMPING STA'S
RECLAIMED WATER AG 1 1-5 RESERVOIR
RECLAIMED WATER - AVIARA PIPELINE
RECLAIMED WATER - AVIARA PUMP STA - ECR
FUNDING PRIOR EXPNO'S BALANCE
SOURCE t ENCUMBRC'S FORWARD
MFC
CS 50,000
CS 122,000
MFC
CS
MFC
CS
MFC 10,426 1,189,574
CS 15,640 1,784,360
MFC
CS
MFC
CS
MFC
MFC 65 249,935
CS 66 249,93*
CS
MFC
MFC
MFC
MFC
ST LOAN
ST LOAN
ST LOAN
ST LOAN
ST LOAN
ST LOAN
TOTAL
APPROP
887,500
50,000
122,000
5,584,800
8,077,200
4,860,000
7,290,000
1,555,000
2,002,500
111,080
2,552,670
1,510,625
675,000
89,844
2.000.000
2,000,000
175,000
1,587,500
452,815
512,500
512,500
100,000
550,000
500,000
700,000
600,000
800,000
YEAR 1 YEAR 2 TEAR 5 YEAR 4
1991-92 1992-95 1995-94 1994-95
887,500
100,000 4,760,000
150,000 7,140,000
155,000
202,500
111,080
2,552,670
89,844
1,750,000
1,750,000
175,000
100,000
550,000
500.000
700,000
600,000
800,000
YEAR 5
1995-96 1996-2001 2001 »
5,584,800
8,077,200
1,510,625
675,000
1,587,500
452,815
512,500
512,500
Cltr OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1991-92 TO BUILDOUT) PROJECTS
PROJECT
NO.
5569
3152
3341
5255
59
5256
PROJECT TITLE
RECLAIMED WATER - GAfNER IMPROVEMENTS
RECLAIMED WATER • 1-5 PIPING
RECLAIMED WATER - 1-5 3 PAR BRIDGE
RECLAIMED WATER - NAHR RESERVOIR IMPVTS
SOUTH OF CAMINO VIDA ROBLE
"0" II RESERVOIR
"D" RESERVOIR TO PALOMAR OAKS
SUBTOTAL WATER PROJECTS
TRAFFIC SIGNAL PROJECTS
TRAF SIG ALGA/EL FUERTE
TRAF SIG ALGA
TRAF SIG - ALGA/MELROSE
TRAF SIG - CANNON/AVENIDA ENCINAS
TRAF SIG - CANNON/COLLEGE
TRAF SIG - CANNON/FARADAY
TRAF SIG - CANNON/ IS
TRAF SIG - CANNON/PASEO DEL NORTE
TRAF SIG • CARLSBAD Bl/AVENIDA ENCINAS
TRAF SIG - CARLSBAD 8L/PINE
TRAF SIG - CARLSBAD Bl/STATE
TRAF SIG - CARRILLO/EL FUERTE
TRAF SIG - CARRILLO/MELROSE
TSAF SIG - COLLEGE/ECR
TRAf SIG - COLLEGE/CARLSBAD VILLAGE DR.
TRAF SIG - COLLEGE/FARADAY
TRAF SIG - COLLEGE/LAKE CALAVERA
1RAF SIG - COLLEGE/PAR
IRAF SIG - COLLEGE/POINSETTIA
FUNDING PRIOR EXPNO'S
SOURCE 1 ENCUHBRC'S
ST LOAN
ST LOAN
ST LOAN
ST LOAN
MFC
MFC
MFC
1,347,336
PFF
ASMT OIST
PFF
PFF
PFF
PFF
PFF
PFF
PFF
PFF 77,509
PFF 2.225
PFF
PFF
PFF 15
PFF
PFF 119,645
PFF
PFF 3,734
PFF
BALANCE TOTAL TEAR 1 TEAR 2 TEAR 3 TEA* 4
FORWARD APPROP 1991-92 1992-93 1993-9* 1994-95
50,000 50,000
300,000 300,000
150,000 150,000
950,000 950,000
143,750 143,750
5,312,500 1.042.500
618,750 618,750
8,484.305 93,540,426 9,812.500 19,516,344 6,102,375 7,930,876
125,000 125,000
805,000 805,000
110,000
110,000
125,000
110,000
200,000 200,000
110,000 110,000
110,000
27,491 105,000
97,775 100,000
125,000
125,000
89,985 115,000 25,000
110.000 110,000
28,680 148.325
100.000
82,941 86,675
125,000
TEAR 5
1995-96 1996-2001 2001 *
4,250,000
31,398,252 8.948,438
110,000
110,000
125,000
110,000
110,000
125.000
125,000
100,000
125,000
cur of CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1991-92 TO BUIIDOUT) PROJECTS
PROJECT
MO. PROJECT TITLE
TRAF SIG - El CAMINO REAL/CAllE BARCEION
TRAF SIG - El CAMINO REAL/CANNON
TRAF SIG - EL CAMINO REAL/CARRILLO
TRAF SIG - EL CAMINO REAL/01 IVENHAIN
3275 TRAF SIG - CARLSBAD VILLAGE DRIVE/JEFFER
3276 TRAF SIG - CALRSBAD VILLAGE DRIVE/ROOSEV
TRAF SIG - CARLSBAD VILLAGE DRIVE/TAMARA
">n TRAF SIG - GRAND/JEFFERSON
78 TRAF SIG - GRAND/ROOSEVHT
3273 TRAF SIG - 1NTRCNECT - 12 SIGNALS
TRAF SIG - MEIROSE/IA COSTA
TRAF SIG - MEIROSE/RANCHO SF (S)
TRAF SIG - CAMINO DE LOS COCHES/LA COSTA
TRAF SIG - PAIOMAR AIRPORT ROAD/HIDDEN V
TRAF SIG - PAIOMAR AIRPORT ROAO/MEIROSE
3345 TRAF SIG - PAR /PAL OAKS MAT
TRAF SIG - PASEO DEL N/CAMINO DE LAS OHO
TRAF SIG - POINSETTIA/BATIOUITOS DR.
3362 TRAF SIG - POINSETT IA/PASEO DEL NORTE
TRAF SIG • TAMARACK/GARFIELD
TRAF SIG • TAMARACK/HIGHLAND
3?83 TRAF SIG - TTPE 170 CONTROLLERS
TRAF SIG - TARROU/CAMINO VIDA RO8LE
3363 TRAF SIG MOD - EL CAMINO REAL/TAMARACK
SUBTOTAL TRAFFIC SIGNAL PROJECTS
STREET PROJECTS
3364 ADAMS STREET DESIGN
3305 ALGA RD (ASSESSMENT DISTRICT)
FUNDING PRIOR EXPNO'S
SOURCE I ENCUMBRC'S
PFF
PFF
PFF
PFF
PFF 769
PFF 384
PFF
PFF 628
PFF 628
PFF 280
PFF
PFf
PFF
PFF
PFF
GCC 2,349
PFF
PFF
PFF
PFF
PFF
GCC 51,608
PFF
PFF 15.356
275,130
GCC 229
ASMT DIST 14,751.940
•AUNCt TOTAL TEAR 1 TEAK 2 TEAR 3 TEAR 4 TEAR 5
FORWARD APPKOP 1991 92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 »
110.000 110.000
125,000 125,000
125.000 125,000
125.000 125,000
99.231 100.000
99,616 100,000
110,000 110,000
99,372 100,000
99,372 100,000
114,720 115,000
110,000 110,000
110,000 110,000
110,000 110,000
125,000 125,000
125,000 125,000
12,651 15.000
110,000 110,000
110,000 110,000
125,000 125,000
110,000 110,000
110,000 110.000
8.392 60,000
100.000 100,000
89,644 105,000
1,879,870 5,480.000 150,000 640,000 345,000 1,595,000 595,000
79,771 80,000
883,024 15,634,964
CITY OF CARLSBAD
CAPltAl IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1991-92 TO BURDOUT) PROJECTS
PROJECT
NO.
3738
3184
3184
^
3307
3307
3205
3205
3205
3205
^ 3188
~-J 3325
"^
PROJECT TITLE
ALGA ROAD MIMOSA TO El CAMINO REAL
ALLEY IMPROVEMENTS- 13TH YEAR
AVENIDA ENCINAS - ENCINA WWTP FRONTAGE
AVENIDA ENCINAS - S OF PALOHAR AIRPORT R
CANNON RD (1-5 TO FARADAY)
CANNON RO (1-5 TO FARADAY) ASSMT DISTRIC
CANNON RO (1-5 TO FARADAY)
CANNON RD a 1-5
CANNON ROAD - 1-5 TO PASEO DEL NORTE
CARLSBAD BL CANNON TO MANZANO
CARLSBAD BL MEDIAN (TAMARACK TO PINE)
CARLSBAD BL SHORE PROTECTION
CARLSBAD BL SHORE PROTECTION
CARLSBAD Bl WIDEN - AC HED/CANNON
CARLSBAD Bl WIDEN AC NED/CANNON
CARLSBAD Bl WIDEN - AG HED/CANNON
CARLSBAD Bl WIDEN - AG HED/CANNON
CARLSBAD VILLAGE DR - PONTIAC DR TO S OF
COLLEGE Bl ASSMT DIST/ S ECR
ECR MEDIANS
ECR MEDIANS
FUNDING
SOURCE
Tlf
CDBG
TIF
TIF
TRNSNT/HWY
ASMT DIST
CFD
TIF
TIF
TIF
PFF
GCC
ST GRNT
FED GRNT
GAS TAX
GCC
WATER
TIF
ASMT DIST
PFF
GAS TAX
ECR MEDIANS WATER DISTR
3327
3166
3166
3166
3166
EL CAMINO REAL WIDENING (TAMARACK TO CHE
EL CAMINO REAL WIOENING (FARADAY TO PAR)
El CAMINO REAL WIDENING (FARADAY TO PAR)
EL CAMINO REAL a PALONAR AIRPORT RD
TIF
GAS TAX
SO COUNTY
TIF
PRIOR EXPND'S
1 ENCUMBRC'S
33,328
386,385
5,584
150,977
1.528,701
610.149
960,019
94,562
8,577.303
500.000
71.337
531.084
157,838
294,723
110
262
EL CAMINO REAL WIDENING (FARADAY TO PAR)TRNSNT/LOCL
EL CAMJNO REAL WIDENING - LA COSTA AVT T
El CAMINO REAL a ALGA RD
El CAMINO REAL 8 CAMINO VIDA ROBLE
EL CAMINO REAL a CANNON ROAD
EL CAMINO RfAL a CARLSBAD VILLAGE DR
Tlf
Tlf
Tlf
Tlf
TIF
BALANCt TOTAL YEAR 1 YEAR 2
FORWARD APPROP 1991-92 1992-93
300,000 300,000
1.672 35,000
622,000
525,000
3.450,000
25.752 412.137
3,950,000
1,750.000
435,000
107,416 2,113.000
1,200.000
800,000 800,000
149,023 300,000
1.528,701
610,149
960,019
94,562
1,360,000
942,697 9.520,000
2.200.000
31,663 103,000
531,084
242,162 1,510,000
5,777 300,500
399,890 400,000
499,738 1,750.000 1,250,000
715,000 715,000
450,000
250,000
320,000
130,000
320,000
YEAH 3 YEAR 4 YEAR 5
1993-94 1994-95 1995-96 1996-200? 2001 «
622,000
525,000
3,450,000
3,950,000
1,750,000
435,000
2,000,000
1,200,000
1,360,000
1,700,000
1, HO, 000
450,000
250,000
320,000
130,000
320,000
CITY OF CARLSBAD
CAPITAL IMPHOVEMENT PROGRAM
CURRENT AND FUTURE (1991-92 TO BUILDOUT) PROJECTS
PROJFCT
HO.
3739
3156
1215
3215
3215
3316
3731
3151
3151
3151
3286
3286
3341
3341
3341
(291
3291
PROJECT TITLE
EL CAM) NO REAL a FARADAY AVENUE
EL CAMINO REAL 3 TAMARACK
EL CAMINO REAL 3 TAMARACK - REPAY FOOTE
FARADAY AVE 3 ORION STREET
FARADAY (CANNON TO KOLL PROP)
HANDICAP RAMPS
JEFFERSON ST PATH
JEFFERSON ST • 1-5 TO MARRON
LA COSTA AVE INTERSECTION - U LEG
LA COSTA AVE INTERSECTION - U LEG
LA COSTA AVE • 1-5 TO EL CAMINO REAL
LEUCADIA BL - FM EXISTING TO EL CAMINO R
LOCAL ROAD DRAINAGE PROGRAM
MEL ROSE DR 3 ALGA ROAD
MISCELLANEOUS - TRAFFIC MONITORING PROCR
OAK STREET IMPROVEMENTS STATE/ROOSEVELT
OLIVENHAIN RD 1 RANCHO SANTA FE RD (PORT
PALOMAR AIRPORT ROAD 3 COLLEGE BLVD
PALOMAR AIRPORT ROAD 3 PASEO DEL NORTE
PAR ASSKT DIST (COLLEGE TO PASEO DEL NOR
PAR ASSWT OIST (COLLEGE TO PASEO DEL NOR
PAR ASSHT DIST (COLLEGE TO PASEO DEL NOR
FUNDING PRIOR EXPNO'S
SOURCE 1 ENCUMSRC'S
TIF
L/C FOOTE
TIF
TIF
CFO
COBG
ST GRNT
PFF
GCC
TIF
CFD
CFD
TRNSNT/IOCL
TIF
TIF
COBG
CFD
TIF
TIF
ASM! DIST
GCC
PFF
36,081
47, 95*
48,490
950,579
203,909
28,178
4,327,575
111,098
2,829,876
BAIANCE
FORWARD
6,945
47,066
364,931
80,855
198,712
168,655
3,860
611,214
PAR BETWEEN CAMINO VIDA ROBLE t EL CAMINTRNSNT/LOCL
PAR BETWEEN CAMINO VIDA ROBLE t ECR • RE
PAR (U OF ECR, MEDIAN)
SO COUNTY
PFF
PAR - EL CAMINO REAL TO BUSINESS PARK DRIRNSNT/LOCL
PAR - EL CAMINO REAL TO BUSINESS PARK ORTRNSNT/HWY
PAR - EL CAMINO REAL TO BUSINESS PARK DR
PARKING LAND ACQUISITION ( FACILITIES
PARKING LAND ACQUISITION t FACILITIES
PAR(RR BRIDGE WIDEN t C'BAD BL INTERSEC)
P01NSETTIA LN - 1-5 TO BMIOUITOS LN
ST GRNT
REDEV
TIB
PFF
TIF
373,487
110
852,071
1,776,515
51.890
97,929
TOTAL YEAR 1
APPROP 1991-92
3,
2,
6,
3,
4,
6,
4,
3.
2,
1.
2,
2,
4,
1,
710
170
170
100
500
45
95
000
48
950
564
500
300
480
964
226
000
160
525
496
114
441
195
950
500
500
150
510
52
950
000
870
,000
,000 170,000
,000
,000
,000
,026
,000
,000
,490
.579
,931
,000
,000
,000
,764 40,000
,890
,000
,000
,000
,228
,958
,090
,000
,000
,000
,000 2,300,000
,000
,000 310,000
,000
.000
,000
,000 120,000
YEAR 2 TEAR 3 YEAR I TEAR 5
1992-93 1993-94 1994-95 1995-96 1996-2001 2001 «
710,000
170,000
100,000
3,500,000
2,000,000
6,000,000
3,500,000
4,300,000
480,000
40,000 40,000 40,000 40,000 200,000 280,000
6,000,000
160,000
525,000
2,195.000
1,950,000
500,000
1,000,000 3,000,000
1,750,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1991-92 TO BUHDOUT) PROJECTS
PROJECT
HO.
3190
3190
in?
3328
1001
J366
3367
3368
3347
3288
3288
3203
FUNDING PRIOR EXPND'S
PROJECT TITLE
POINSETIIA RR BRIDGE WIDENING
RANl-HO SANTA FE RO ASMT DIST
RANCHO SANTA FE RD ASMT DIST
SOURCE t
PFF
ASMT DIST
GCC
SIDEWALK CURB GUTTER 8GRANO JEFFERSON/MA COBG
STREET/SIDEWALK UPGRADES
STREET/SIDEWALK UPGRADES
SIDEWALK PROG DESIGN t PLAN
SIDEWALK PROG DESIGN t PLAN (LACUNA)
STATE ST/CARLSBAD BL INTERSECTION
STREETLIGHT REPLACEMENT - CARLSBAD BL I
STREETLIGHT REPLACEMENT • LACUNA DR
STREETSCAPE PHASE V - CARLSBAD VILLAGE D
STREETSCAPE - CARLSBAD VILLAGE DR I CARL
STREETSCAPE • CARLSBAD VILLAGE DR 1 CLSB
TAMARACK (JEFFERSON TO CARLSBAD BL)
UNDERGROUND UTILIU DISTRICT NO. U
UNDERGROUND UTILITY DISTRICT NO. 15
SUBTOTAL STREET PROJECTS
TRNSNT/LOCL
TIF
GCC
REDEV
CCC
GCC
CCC
TIB
TIB
GCC
PFF
SOGtE
SOGiE
ENCUMBRC'S
98,2*1
18,147
3,711
76,016
539
48,518
321,193
3,004,793
56,275
H9.615
42,242,967
BALANCE
FORWARD
24,759
62,553
26,289
400,000
173,98*
89,461
36,482
45,000
1,237,207
1,850.385
11,523,073
TOTAL TEAR 1 YEAR 2 TEAK 3 YEAR * YEAR 5
APPROP 1991-92 1992-93 1993-9* 1994-95 1995-96 1996-2001 2001 »
2,000,000 2,000,000
123.000
80,500
50,000
6,000,000 300,000 300.000 300,000 500,000 300,000 1,500,000 3,000,000
6,000,000 300,000 300,000 300,000 300,000 300,000 1, 500, 000 3,000,000
400,000
250,000
90,000
85,000
45,000
2.288,500 HO. 100
3,004,793
56,2.75
2.000,000
395,000 395,000
550,000 550,000
132,698,140 6,235,100 1,355,000 14,940.000 9,590,000 7,285,000 19,057,000 20,690,000
BRIDGE I THOROUGHFARE PROJECTS
3219
3219
3268
3268
3268
S268
3268
3269
3269
1 5/LA COSTA Art INTERCHANGE
1-5/LA COSTA AVE INTERCHANGE
l-5/PALOHAR AIRPORT RD INTERCHANGE
1 5/PALOHAR AIRPORT RD INTERCHANGE
l-5/PALOHAR AIRPORT RD INTERCHANGE
l-5/PALOHAR AIRPORT RD INTERCHANGE
l-5/PALOMAR AIRPORT RD INTERCHANGE
l-5/POINSETIIA INTERCHANGE
1 5/POINSETTIA INTERCHANGE
BTD
CFD
TRNSNT/LOCL
TRNSNT/HWY
TRNSNT/BUE
BTD
CFD
CFD
BID
424,887
275,000
444,818
363,928
55,113
200,000
25,182
36,072
424,887
9,555.115 9,500,000
475,000
2,000,000 2,000.000
250,000 250.000
444,818
11,060,182 200,000 10,835,000
9,886,072 9,850,000
363,928
CUT OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE C1991-92 TO BUILDOUT) PROJECTS
pROJECI FUNDING PRIOR EXPNO'S
NO. PROJECT TITLE SOURCE t ENCUMBRC'S
3?69 l-5/POINSETTIA INTERCHANGE AVIARA
3?69 l-5/POINSETTIA INTERCHANGE -REPAY AVIARA CFD
SUBTOTAL BRIDGE t THOROUGHFARE PROJECTS 1,508,633
GRAND TOTAL ALL PROJECTS 65,042,592
UNFUNDED PROJECTS FUND
ALGA ROAD MEDIANS
HOLIDAY PARK IRRIGATION RENOVATION
STORK DRAIN HIGHLAND OR NORTH - AB
STORM DRAIN LACUNA t KADI SO* - AA-2, AA-3
STORM DRAIN -E SIDE EL CAMINO REAL - BC
STORM DRAIN - MADISON STREET
STORM DRAIN - STATE ST. CHESTNUT AVE t MISC
TRAF S1G • ALGA 1 CAZADERO
TRAP SIG - LA COSTA/CADENCIA
TRAF SIG - CARLSBAD BL/CHESTNUT
LAND PURCHASE - RECLAIMED WATER SITE
CARLSBAD BLVD SHORE PROTECTION
PUBLIC ART - ALGA NORTE PARK
PUBLIC ART - ALTA MIRA PARK
PUBUC ART - CARRHLO RANCH
PUBLIC ART - COLE LIBRARY
PUBLIC ART - FIRE STATION »3
PUBLIC ART - CJXF COURSE
PUBLIC ART • RENOVATION OF EXISTING LIBRARY
BALANCE TOTAL YEAR I YEAR 2 YEAR 3 YEAR 4 YEAR 5
FORWARD APPROP 1991-92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 »
913,000 913,000
913,000 913.000
314,367 36,286,000 3,363,000 20,335,000 10,763,000
30.370,114 508,111,845 50,105,109 49,318,100 37,065.890 25,093,676 24,065,450 100,592,067 128,458,847
YEAR 1 YEAR 2 YEAR 3 YEAI 4 YEAR 5
TOTAL COST 1991-92 1992-93 1993-94 1994-95 1995-96 1996-2001 2001 «
485,000
95,000
162,000
488,000
348,000
125,000
150,000
100,000
100,000
110,000
760,000
3,200,000
42,000
75,600
33,500
10,000
4.500
87,500
10,000
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1991-92 TO BU1LDOUT) PROJECTS
PROJECT
NO.PROJECT TITLE
FUNDING PRIOR EXPND'S
SOURCE & ENCUMBRC'S
BALANCE
FORWARD
TOTAL
APPROP
TEAR 1
1991-92
YEAR 2
1992-93
YEAR 3
1993-94
YEAR «
1994-95
YEAR 5
1995-96 1996-2001 2001 +
3349
PUBLIC ART - TRANSIT STA a CARLSBAD VILLAGE
PUBLIC ART - TRANSIT STA 3 POINSETTIA LANE
PUBLIC ART - WHALE UATCH FENCE
PUBLIC ART - ZONE 19 PARK
CARLSBAD BL BRIDGE (SB) 3 BAT1QUITOS LAGOON
ALGA NORTE 50M SUIHHING POOL
20,000
20,000
1,500
29,400
2,000,000 (Funded through state grant when funds become available.)
3,000,000
TOTAL ALL UNFUNDED PROJECTS *11,457,000
CAPITAL IMPROVEMENT PROGRAM
CASH FLOU
1992 TO BUILDOUT
YEAR 1 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
TIP
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
SEWER CONST
TRANSNET/BIKE
TRANSNET/HIGHUAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SD COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z19
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CDBG
SENIOR GRANT/TRUST
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-STATE LOAN
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/91
502,084
2,661,618
1,534,200
1,431,805
392,736
516,960
386,374
1,424,223
543,887
26,968
16,072
349,096
6,832,314
(2,069,001)
647,082
1,745,587
210,383
383,601
41,038
422,767
647,082
(556,408)
(550,200)
5,053,144
9,054,795
2,909,859
REVENUE
1,821,974
200,000
118,312
141,460
91,820
102,880
757,699
1,190,410
400,000
1,875,000
3,015,000
320,000
14,000,000
562
187,500
170,000
913,000
100,000
520,000
3,028
6,346,856
5,000,000
1,942,568
2,157,693
EXPENDITURES
56,200
3,560,000
1,710,000
1,494,365
250,000
2,000,000
3,315,000
14,000,000
187,500
170,000
913,000
730,100
503,416
3,028
11,400,000
5,000,000
2,535,000
2,277,500
ENDING
445,884
923,592
1,734,200
1,550,117
534,196
608,780
489,254
471,922
543,887
26,968
16,072
349,096
6,528,359
150,000
(2,194,001)
347,082
1,745,587
530,383
383,601
41,600
422,767
16,982
(539,824)
(550,200)
8,462,363
2,790,052
TOTAL 34,558,066 41,375,762 50,105,109 25,828,719
179
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO SUILDOUT
YEAR 2 1992-93
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TIF
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
SEWER CONST
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SD COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z19
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CDBG
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/92
445,884
923,592
1,734,200
1,550,117
534,196
608,780
489,254
471,922
543,887
26,968
16,072
349,096
6,528,359
150,000
(2,194,001)
347,082
1,745,587
530,383
383,601
41,600
422,767
16,982
(539,824)
(550,200)
8,462,363
2,790,052
REVENUE EXPENDITURES
3,502,492 4,575,000
200,000
356,222
372,940
328,444
102,880
1,100,678 640,000
2,498,585 1,869,256
850,000
436,000 300,000
395,000 395,000
157,500
1,687,500 1,687,500
2,241,265
20,335,000 20,335,000
2,102,238 9,253,594
1,076,434 10,262,750
ENDING
445,884
(148,916)
1,934,200
1,906,339
907,136
937,225
592,134
932,600
543,887
26,968
16,072
349,096
7,157,688
150,000
(1,344,001)
483,082
1,745,587
687,883
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
1,311,007
(6,396,264)
TOTAL 25,828,719 37,743,178 49,318,100 14,253,798
180
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO BUILDOUT
YEAR 3 1993-94
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SU
PIL AREA 4 SE
TIF
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
SEWER CONST
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SO COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CDBG
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/93
445,884
(148,916)
1,934,200
1,906,339
907,136
937,225
592,134
932,600
543,887
26,968
16,072
349,096
7,157,688
150,000
(1,344,001)
483,082
1,745,587
687,883
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
1,311,007
(6,396,264)
REVENUE EXPENDITURES
3,605,644 3,520,000
200,000
356,222
334,360
331,325
102,880
1,121,731 2,090,000
2,444,985 1,740,515
1,045,000
349,000 300,000
550,000 550,000
165,375
22,763,000 22,763,000
2,116,091 3,219,705
1,171,048 2,882,670
ENDING
445,884
(63,272)
2,134,200
2,262,561
1,241,496
1,268,550
695,014
(35,669)
543,887
26,968
16,072
349,096
7,862,158
150,000
(299,001)
532.082
1,745,587
853,258
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
207,393
(8,107,886)
TOTAL 14,253,798 36,656,661 37,065,890 13,844,569
181
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO BUILDOUT
YEAR 4 1994-95
FUND I
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NW
PR AREA 2 NE
PIL AREA 3 SU
PIL AREA 4 SE
TIF
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
SEWER CONST
TRANSNET/BIKE
TRANSNET/HIGHUAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SO COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z19
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CD8G
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
SAL 7/1/94 REVENUE EXPENDITURES
445,884
(63,272) 4,132,750 3,080,000
2,134,200 200,000
2,262,561 297,066
1,241,496 334,360
1,268,550 357,045
695,014 102,880
(35,669) 1,119,099 340,000
543,887
26,968
16,072
349,096
7,862,158 2,434,935 5,192,800
150,000
(299,001) 1,135,000
532,082 378,000 4,600,000
1,745,587
853,258 173,650
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
3,950,000 3,950,000
207,393 2,093,963 7,396,501
(8,107,886) 1,272,557 534,375
ENDING
445,884
989,478
2,334,200
2,559,627
1,575,856
1,625,595
797,894
743,430
543,887
26,968
16,072
349,096
5,104,293
150,000
835,999
(3,689,918)
1,745,587
1,026,908
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
(5,095,145)
(7,369,704)
TOTAL 13,844,569 17,981,305 25,093,676 6,732,198
sssssxssssssssssssssassssssss
182
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO BUILDOUT
YEAR 5 1995-96
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SU
PIL AREA 4 SE
TIF
PLD - OTHER
PLO - 3
PLD - 7
PLD - 9
SEWER CONST
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SD COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z19
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CDBG
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
TOTAL
=====S5SSS===S=== = ====:
BEGINNING
BAL 7/1/95
445,884
989,478
2,334,200
2,559,627
1,575,856
1,625,595
797,894
743,430
543,887
26,968
16,072
349,096
5,104,293
150,000
835,999
(3,689,918)
1,745,587
1,026,908
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
(5,095,145)
(7,369,704)
6,732,198
REVENUE EXPENDITURES
3,373,552 4,235,000
200,000
191,614 2,380,000
334,360
357,045
102,880
1,074,363 340,000
2,264,085 3,509,200
1,230,000 3,450,000
410,000 2,495,000
182,350
656,250 656,250
7,000,000 7,000,000
2,161,870
1,092,335
20,630,704 24,065,450
ENDING
445,884
128,030
2,534,200
371,241
1,910,216
1,982,640
900,774
1,477,793
543,887
26,968
16,072
349,096
3,859,178
150,000
(1,384,001)
(5,774,918)
1,745,587
1,209,258
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550.200)
(2,933,275)
(6,277,369)
3,297,452
183
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO BUILDOUT
YEAR 6-10 1996-2001
FUND
GCC
PFF
ZONE 5 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SU
PIL AREA 4 SE
TIF
PLD - OTHER
PLD - 3
PLD - 7
PLD • 9
SEWER CONST
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SO COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z19
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CDBG
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
BAL 7/1/96 REVENUE E
445,884
128,030 16,719,479
2,534,200 1,000,000
371,241 958,070
1,910,216 1,661,512
1,982,640 1,656,625
900,774 564,554
1,477,793 5,341,551
543,887
26,968
16,072
349,096
3,859,178 11,307,025
150,000
(1,384,001) 4,350,000
(5,774,918) 1,450,000
1,745,587
1,209,258 1,058,000
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
30,300,000
(2,933,275) 10,802,071
(6,277,369) 6,783,068
•XPENDITURES ENDING
445,884
15,135,250 1,712,259
2,000,000 1,534,200
1,329,311
3,571,728
1,278,500 2,360,765
1,465,328
7,107,000 (287,656)
543,887
26,968
16,072
349,096
7,681,800 7,484,403
150,000
2,965,999
1,500,000 (5,824,918)
1,745,587
1,950,000 317,258
383,601
41,600
422,767
2,241,265
16,982
(539,824)
(550,200)
30,300,000
22,621,052 (14,752,256)
8,777,200 (8,271,501)
TOTAL 3,297,452 93,951,955 100,592,067 (3,342,660)
184
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 TO BUILDOUT
2001
FUND E
GCC
PFF
ZONE 5 PARK FEE
PR AREA 1 NU
PIL AREA 2 NE
PIL AREA 3 SU
PIL AREA 4 SE
TIF
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
SEWER CONST
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SO COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z1
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CDBG
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
BEGINNING
IAL 7/1/2001
445,884
1,712,259
1,534,200
1.329,311
3,571,728
2,360,765
1.465,328
(287,656)
543,887
26,968
16,072
349,096
7,484,403
150,000
2,965,999
(5,824.918)
1,745,587
317,258
383,601
41,600
422,767
19
16.982
(539,824)
(550,200)
(14,752,256)
(8,271,501)
REVENUE EXPENDITURES
38,478,327 32,748,015
3,170,815 4,705,015
2,318,658 3,647,969
3,070,968 6,642,696
2,425,211 4,785,976
1,305,290 2,770,618
13,970.393 9,290,000
26,435,530 37,420.120
18,060,000
6,020,000 3,000,000
613,125
14,500,000 14,500,000
28,462,717 8,273,438
21,526,656 675,000
ENDING
445,884
7,442,571
0
(0)
4.392,737
543,887
26.968
16,072
349,096
(3,500,187)
150,000
21,025,999
(2,804,918)
1,745,587
930,383
383,601
41,600
422,767
16,982
(539,824)
(550,200)
5,437,023
12,580,155
TOTAL (3,342,660) 180,357,690 128,458,847 48,556,183
185
CAPITAL IMPROVEMENT PROGRAM
CASH FLOW
1992 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 SU
PIL AREA 4 SE
TIF
PLD - OTHER
PLD - 3
PLD - 7
PLD - 9
SEWER CONST
TRANSNET/8IKE
TRANSNET/HIGHUAY
TRANSNET/LOCAL
SDG&E
GAS TAX
SO COUNTY
GOLF BONDS
PUBLIC ART
ASSESSMENT DISTRICTS
LETTER OF CREDIT - Z19
LTR CREDIT FOOTE
LTR CREDIT BCED
AVIARA LOAN
FEDERAL GRANTS
REDEVELOPMENT
TAX INCREMENT BOND
STATE GRANTS
CDBG
SENIOR GRANT/TRUST
CMMTY FACILITY DISTR
WATER DISTRICT FUNDS
-STATE LOAN
-MAJOR FACILITY FEE
-CAPITAL SURCHARGE
502,084
2,661,618
1,534,200
1,431,805
392,736
516,960
386,374
1.424,223
543,887
26,968
16,072
349,096
6,832,314
(2,069,001)
647,082
1,745,587
210,383
41,038
422,767
647,082
(556,408)
(550,200)
5,053,144
9,054,795
2,909,859
71,634,218
5,170,815
4,596,164
6,249,960
5,547,516
2,384,244
24,485,514
48,575,555
400,000
28,545,000
12,058,000
945,000
2,670,000
14,000,000
562
1,875,000
170,000
2,241,265
913,000
100,000
520,000
3,028
105,194,856
5,000,000
49,681,518
35,079,791
56,200
66,853,265
6,705,015
6,027,969
6,642,696
6,064,476
2,770,618
21,517,000
58,908,056
250,000
5,450,000
15,510,000
945,000
1,950,000
14,000,000
1,875,000
170,000
2,241,265
913,000
656,250
730,100
503,416
3,028
110,248,000
5,000,000
53,299,290
25,409,495
445,884
7,442,571
0
(0)
4,392,737
543,887
26,968
16,072
349,096
(3,500,187)
150,000
21,025,999
(2,804,918)
1,745,587
930,383
41,600
422,767
(656,250)
16,982
(539,824)
(550,200)
5,437,023
12,580,155
TOTAL 34,174,465 428,041,006 414,699,139 47,516,332
186
APPENDICES AND
SUPPLEMENTARY MATERIALS
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1991-92
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
[GENERAL FUND]
001-1310 FINANCE
TOTAL FINANCE
001-2140 POLICE TECHNICAL SERVICES
TOTAL POLICE TECHNICAL SERVICES
001 -5110 STREET MAINTENANCE
TOTAL STREET MAINTENANCE
001-5320 FACILITIES MANAGEMENT
TOTAL FACILITIES MANAGEMENT
ITOTAL GENERAL FUND
1 80-81 1 0 PUBLIC LIBRARY GRANT
TOTAL PUBLIC LIBRARY GRANT
511-6110 SANITATION
TOTAL SANITATION
620-5210 U/M - FLEET OPERATIONS
TOTAL U/M - FLEET OPERATIONS
620-5220 U/M - VEHICLE REPLACEMENT
TOTAL U/M - VEHICLE REPLACEMENT
Desktop 286 Computer
UPS Emergency Radio System
Jackhammer 90 Ibs.
Carpet Soil Extractor
Power Snake
Vacuum
Inlex Terminals
OCLC Workstation & Monitor
DeskJet 500 Printer
Inlex Inventory Control Portable Module
Laptop computer
Flat Files
Microfiche Cabinet
Film Readers
Telephone Alarm Units
Variable Speed Pump
Hydraulic Comminutor Bar Screen
Hydraulic Press 25 Ton H-Frame
Bar 90 Engine Analyzer
Oil Filter Crusher
Freon Recovery Station
10 Ton Air/Hydraulic Jack
Police Patrol Vehicle
1
2
1
1
1
1
2
1
1
1
1
1
1
2
2
1
1
1
1
1
1
1
9
3.000
3,000
12.000
12,000
1,200
1,200
3,000
2,000
700
5,700
$21 ,900
1,600
4,000
500
6,300
4,500
3.000
1,100
1,700
22,700
3,000
40,000
65,000
1,500
109,500
20,000
4,000
3,500
1.800
29,300
164,100
164,100
187
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1991-92
ACCT NO DEPARTMENT
640-1 720 INFORMATION SYSTEMS - DP
TOTAL INFORMATION SYSTEMS - DP
810-3410 REDEVELOPMENT
TOTAL REDEVELOPMENT
WATER DISTRICT
GENERAL SERVICES
TOTAL GENERAL SERVICES
WATER DISTRICT OPERATIONS
TOTAL WATER DISTRICT OPERATIONS
WATER DISTRICT ENGINEERING
TOTAL WATER DISTRICT ENGINEERING
[TOTAL SPECIAL FUNDS
ITEM DESCRIPTION
Network 300 MB Hard Drive
Network FAX
Novell Async Communications Server
Color 386N Computer
Lap Top Computer
Cash Register - Water Billing
Miscellaneous Office Furnishings
Vehicle Replace - 1/2 Ton Compact
Vehicle Replace - 5 Yard Dump Truck
Fence Maerkle I Reservoir
Fence Maerkle II Reservoir - N Prop Line
Fence La Costa Low Reservoir
Refence Kelly Vault
Electric Power to Camino De Las Ondas
Telemetry
Safety Equipment - Gas Detectors
Sound Level Meter
Safety Post Vault Access
3* Submersible Pump - Maerkle Reservoir
Chlorine Leak Detector
Chlorine V-75 Chlorinator
Chlorine Vacuum Regulator
Chlorine Pumps
Pneumatic Calibration Equipment
Portable Volt Recorder
FM Radios for District Vehicles
Desk Top 396 Computer
Warehouse, Office Upgrades - Furniture
Upgrade Valve Operator Machine
HVAC for Telemetry Room
500 Gallon Water Tank - Trailer Mounted
Xerox Machine
Platform Forklift
Office Furniture
Desk Top Computer
QTY COST
2 4,800
1 1,200
1 5.400
11,400
1 2,775
2,775
1 6,000
1 2,500
5,000
13,500
3 51 ,000
1 36,000
90,000
13,500
6,300
2,100
4,000
33,500
4,000
1,000
2,400
3,500
2,100
2,100
1,200
1,900
3,200
950
8,000
1 6,000
10,000
1,500
7,500
7,500
1 7,500
1 850
307,600
3,000
1 6,000
9,000
$669,875
ITOTAL ALL FUNDS $691,775
188
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
!6ENgfiAL**UMO
001-1010 CITY COUNCIL League of California Cities Annual Conference (3)
Mayors and Council Legislative Conference (4)
League of California Quarterly Dinners (15)
San Francisco
Sacramento
San Diego
League of California Cities Policy Committee Meetings (5) Various
National League of Cities Conference (2)Washington D
Meetings with Legislators in State & Federal Capitals Wash DC/Sacr
001-1020 CITY MANAGER
001-1030 CITY CLERK
001-1210 CITY ATTORNEY
Miscellaneous Travel and Meeting Expenses
League of CA Cities Annual Conference (2)
League of CA Cities City Mgr's Meetings (1)
ICMA Annual Conference (1)
National League of Cities (1)
Miscellaneous Travel and Meeting Expenses
City Clerk's Association of California Conference
Miscellaneous Travel and Meeting Expenses
League of CA Cities Annual Conference
League of CA Cities City Attorneys Meeting
Various
SUBTOTAL CITY COUNCIL
San Francisco
Palm Springs
Boston, MA
Washington D
Various
SUBTOTAL CITY MANAGER
Cen. California
Various
SUBTOTAL CITY CLERK
San Francisco
S California
League of CA Cities Continuing Education Seminar (2) Los Angeles
001-1310 FINANCE
001-1320 CITY TREASURER
001-1410 PURCHASING '
Nat's Institute of Municipal Law Officers
San Diego County City Attorney's Association (3)
Miscellaneous Travel and Meeting Expenses
Arizona
San Diego
Various
SUBTOTAL CITY ATTORNEY
CA Society of Muni Finance Officers Annual Conference (2) N California
League of CA Cities Financial Mgmt Seminar (2) N California
CA Municipal Business Tax Conference
GFOA Class on Intermediate Gov't Accounting
CA Municipal Business Tax Meetings
Local Chapter CSMFO Meetings
Mileage - Business License Inspections
Miscellaneous Travel and Meeting Expenses
CMTA Monthly Meetings
Municipal Treasurers Annual Conference
Miscellaneous Travel and Meeting Expenses
Regional and Local Public Works Workshops
Ventura
Out of State
S California
San Diego
Carlsbad .
Various
SUBTOTAL FINANCE
San Diego
Knoxville. TN
Various
SUBTOTAL CITY TREASURER
SUBTOTAL PURCHASING
2,100
2.000
750
2,500
2.000
3,000
950
13,300
1,400
800
2,000
2.300
2,000
8,500
500
300
800
700
700
500
1,000
1.470
800
5,170
1.300
1,300
500
1,000
150
400
1,300
1,600
7,550
300
1.300
600
2,200
800
800
189
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
001-1510 HUMAN RESOURCES Miscellaneous Travel and Meeting Expenses
CALPELRA Annual Conference (1)
PRIMA Annual Conference
League of CA Cities Employer/Employee Conference
Various 1,950
San Francisco 500
San Francisco 500
Los Angeles 300
001-1610
001-1710
001-1910
001-2120
001-2120
001-2130
001-2131
001-2140
001-2160
001-2210
RESEARCH OFFICE MMASC Annual Conference
League of CA Cities Legislative Briefings
League Legislative Fellowship Program
Meetings with Legislators in Sacramento
Miscellaneous Travel and Meeting Expenses
INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses
SUBTOTAL HUMAN RESOURCES
S California
Los Angeles
Sacramento
Sacramento
Various
SUBTOTAL RESEARCH OFFICE
Various
SUBTOTAL INFORMATION SYST
RISK MANAGEMENT California Manufacturers Association Annual Conference Monterey
Public Agency Risk Mgr's Ass'n Annual Conference Monterey
Local Seminars and Conferences Various
POLICE ADMINISTRATION California Police Chiefs Association Conference
Miscellaneous Travel and Meeting Expenses
POLICE OPERATIONS Mileage for Personal Cars for Transport to Court
FBI National Academy
POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses
POLICE VICE/NARCOTICS Miscellaneous Travel and Meeting Expenses
POLICE TECHNICAL SERVICE Miscellaneous Travel and Meeting Expenses
POLICE TRAFFIC Miscellaneous Travel and Meeting Expenses
SUBTOTAL RISK MANAGEMENT
N California
Various
SUBTOTAL POLICE ADMIN
San Diego Co.
Quantico, VA
SUBTOTAL OPERATIONS
Various
SUBTOTAL INVESTIGATIONS
Various
TOTAL POLICE VICE/NARCOTIC
Various
SUBTOTAL POLICE TECHNICAL
Various
SUBTOTAL POLICE TRAFFIC
FIRE ADMINISTRATION California Fire Chiefs Conference Sacramento
California Fire Chiefs Quarterly Meeting S. California
San Diego County Fire Chiefs Monthly Meetings S.D. County
California Fire Services State Training Annual Conference San Jose, CA
SUBTOTAL FIRE ADMINISTRATI
3.250
250
200
800
1,000
1,800
4,050
1,000
1,000
800
800
400
2,000
600
500
1,100
1.200
1,470
2,670
1,500
1,500
2,000
2,000
3,000
3,000
100
100
800
400
400
600
2,200
190
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO
001-2220
001-2230
001-2240
001-2260
001-3010
001-3020
001-3110
001-3130
DEPARTMENT TRAVEL DESCRIPTION DESTINATION
FIRE SUPPRESSION California State Rre Academy Courses (8 Attendees) Pacific Grove
California Fire Training Officers Workshop (6 Attendees) San Jose
California Regional Training Officers Courses S. California
San Diego County Fire Chiefs and Training Officers San Diego
FIRE PREVENITON State Fire Academy Training (2)
California Rre Chiefs/Fire Marshals Conference
Regional Fire Prevention Officer Meetings
Western Rre Chiefs Conference
EMERGENCY MEDICAL Regional Emergency Medical Seminars
Regional Meetings for Paramedic Coordinator
Southern California Fire Chiefs E.M.S.
Paramedic Continuing Education Seminars
DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings
California Office of Emergency Services Seminars
California Specialized Training Institute
SUBTOTAL FIRE SUPPRESSION
Pacific Grove
San Luis Obisp
S. California
Portland, OR
SUBTOTAL FIRE PREVENTION
S. California
San Diego
Los Angeles
S. California
SUBTOTAL EMERGENCY MEDIC
San Diego
S. California
San Luis Obisp
SUBTOTAL DISASTER PREPARE
COMMUNITY DEVEL ADMIN League of CA Cities Annual Conference San Francisco
California Building Officials Annual Business Meeting Long Beach
Miscellaneous Travel and Meeting Expenses Various
GEOGRAPHIC INFO. SYSTEM ARC/INFO Supplemental Training (2)
Annual GIS Users Group
Annual URISA Meeting
Miscellaneous Meetings and Seminars
ENGINEERING ADMIN American Public Works Assn's National Convention
Public Works Officer Institute (2)
Monthly American Public Works Ass'n Meetings
Institute of Transportation Engineers
Carlsbad Chamber Meetings for Various Staff
Drainage Seminars
Subdivision Map Act Seminars
MUNICIPAL PROJECTS American Public Works Ass'n Monthly Meetings
Miscellaneous Seminars for Division Staff
SUBTOTAL COMM DEVEL ADMIN
Redlands
Palm Springs
So. California
Various
SUBTOTAL GEOGRAPHIC INFO.
San Francisco
S California
San Diego
Various
Carlsbad
Various
Various
SUBTOTAL ENGINEERING
San Diego
Various
SUBTOTAL MUNICIPAL PROJEC
COST
2,400
3,000
2,100
300
7,800
600
200
300
1,400
2,500
600
500
200
800
2,100
80
220
400
700
700
800
600
2,100
1,500
550
300
3,150
5,500
900
600
300
1,000
400
400
400
4,000
600
2,000
2,600
191
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO
001-3220
001-3230
001-3240
001-3610
001-3411
001-4010
001-4021
001-4022
001-4023
001-4030
001-4040
DEPARTMENT TRAVEL DESCRIPTION DESTINATION
PLANNING COMMISSION Planning Commission Institute S California
League of CA Cities Annual Conference (Chair) San Francisco
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL PLANNING COMMISS
PLANNING American Planning Association State Conference N California
American Planning Association National Conference Mid-America
League of CA Cities Annual Conference San Francisco
Association of Environmental Professionals N California
Sierra Users Group Meeting N California
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL PLANNING
GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various
SUBTOTAL GROWTH MGMT
BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses Various
Int'l Association of Plumbing and Mechanical Officials Col Sprngs, C
SUBTOTAL BUILDING INSPECT!
HISTORIC PRESERVATION State Preservation Conference (4) Santa Barbara
California Preservation Foundation Workshops Various
SUBTOTAL HISTORIC PRSRVTN
LIBRARY ADMINISTRATION American Library Association Annual Conference San Francisco
League of CA Cities Annual Conference San Francisco
League of CA Cities Executive Committee Meetings Various
California Library Association Annual meeting Oakland
Miscellaneous Travel and Meeting Expenses • Various
SUBTOTAL LIBRARY ADMIN
LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL CIRCULATION
LIBRARY REFERENCE Serra Library System Seminars and Meetings (6) Various
California Library Assn Seminars and On-Line Users Group Various
SUBTOTAL REFERENCE
LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL GENEALOGY
LIBRARY CHILDREN'S Local Travel to Facilities for Programs/Mtgs/School Visits Carlsbad
Serra Children's Services Committee Meetings San Diego Co.
SUBTOTAL CHILDREN'S
TECHNICAL SERVICES Serra Technical and Automation Review Committee San Diego Co.
Serra Audiovisual Cataloger's Workshop San Diego Co.
INLEX Users Group (2) Monterey
SUBTOTAL TECH SERVICES
COST
3,000
700
900
4.600
700
1,600
700
700
300
6,600
10,600
1,000
1,000
1,500
1,100
2.600
1,500
500
2,000
800
700
500
700
200
2,900
200
200
200
200
400
200
200
50
200
250
100
100
1.100
1,300
192
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
001-4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Oakland
SUBTOTAL COLLECTION DEV.
200
200
001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL MEDIA SERVICES
300
300
001-4060 ADULT LEARNING
001-4110 PARKS & REC ADMIN
Miscellaneous Seminars and Literacy Network Meetings Various
SUBTOTAL ADULT LEARNING
Parks & Recreation Administrators Institute
California Park and Recreation Society Annual Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL PARKS & REC ADM
200
200
001-4070 BRANCH
001-4210 CULTURAL ARTS
001-4220 SISTER CITY
Miscellaneous Travel and Meeting Expenses
National Association of Local Arts Agencies
California Federation for the Arts
League of CA Cities Executive Committee Meetings
California Assembly of Local Arts Agencies
Miscellaneous Travel and Meeting Expenses
Various
SUBTOTAL BRANCH
Tuscon. AZ
Sacramento
L.A./San Fran.
L.A./San Fran.
Various
SUBTOTAL CULTRUAL ARTS
Official Delegation Visit Futtsu, Japan
Southern California Sister Cities Regional Conference So. California
SUBTOTAL SISTER CITY
200
200
600
300
600
300
200
2,000
5,500
500
6.000
Asilomar 800
Long Beach 650
Various 910
2,360
001-4121 PARK OPERATIONS California Park and Recreation Society Annual Conference
National Park & Recreation Park Plannin & Maint School
Miscellaneous Travel and Meeting Expenses
Long Beach 150
Lake Arrowhea 600
Various 250
SUBTOTAL PARK OPERATIONS 1,000
001-4131 RECREATION OPERATIONS California Park and Recreation Society Annual Conference
Miscellaneous Travel and Meeting Expenses
Long Beach
Various
SUBTOTAL RECREATON OPRT
200
1,300
1,500
001-4133 AQUATICS Local Professional Meetings & SD County Aquatic Council
Miscellaneous Travel and Meeting Expenses
S California
Various
SUBTOTAL AQUATICS
130
120
250
001-4141 SENIOR COMMISSION Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL SENIOR-COMMSS'N
50
50
193
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT
001-4142 SENIOR PROGRAM
001-5110 STREET MAINTENANCE
001-5410 TRAFFIC SIGNAL MAINT
001-6010 U & M ADMINSITRATION
TOTAL GENERAL FUND
iSPEClAL FUNDS
161-4122 STREET TREE MAINTENANCE
161-4123 MEDIAN MAINTENANCE
TRAVEL DESCRIPTION
America) Society on Aging Conference
N County Senior Director's Meetings
Area Agency on Aging Meetings
Congressman Packards' Senior Advisory Meetings
Maintenance Superintendent Conference
Traffic Control Supervisors Association Conference
Miscellaneous Travel and Meeting Expenses
Miscellaneous Technical Training
Miscellaneous Travel and Meeting Expenses
DESTINATION
San Diego
San Diego
San Diego
San Diego
SUBTOTAL SENIOR PROGRAM
San Diego
Fresno
Various
SUBTOTAL STREET MAINT
Various
SUBTOTAL FACILITIES MGMT
Various
SUBTOTAL TRAFFIC SIGNAL MN
APWA National Conference San Francisco
APWA Monthly Meetings Local
Maintenance Superintendent Association Conference San Diego
Maintenance Superintendent Association Monthly Meetings Los Angeles
MMASC Annual Conference Local
Miscellaneous Travel and Meeting Expenses Various
SUBTOTAL U&M ADMIN
COST
365
90
180
40
675
600
600
300
1,500
800
800
700
700
800
400
200
180
500
1,600
3,680
135,855 |
Miscellaneous Travel and Meeting Expenses
Landscape Seminars
391-3510 BLOCK GRANT(ENTITLEMENT) Miscellaneous Travel and Meeting Expenses
511-6110 SANITATION
620-5210 FLEET OPERATIONS
WPCA National Conference
Water Pollution Control Association Meetings
Water Reclamation Symposium
San Diego Water Reclamation Quarterly Meetings
Miscellaneous Travel and Meeting Expenses
Various
SUBTOTAL TREE MAINTENANCE
Various
SUBTOTAL MEDIAN MAINT
Local
SUBTOTAL BLOCK GRANT
Los Angeles
San Diego
San Diego
San Diego
Various
SUBTOTAL SANITATION
Annual Fire Chief's Association Mechanics Academy Orange County
SUBTOTAL FLEET OPERATIONS
1,000
1,000
500
500
200
200
600
300
100
200
300
1,500
500
500
MM
m
mm
P
m
m
m
m
m
P
m
194 a
m
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
131-3310 HOUSING VOUCHERS
161-6210 STREET LIGHTING
181-8119 SENIOR GRANT
190-8206 PARTNERSHIP FOR CHANGE
501-6310 WATER SERVICES
520-6410 SOLID WASTE MANAGMENT
640-1720 DATA PROCESSING
810-3410 REDEVELOPMENT
810-3420 AFFORDABLE HOUSING
Misc. Travel and Meeting Expenses for Hearing Officer Various 150
NAHRO Quarterly Training Workshops Unknown 250
HAEDA Quarterly Information Meetings Unknown 250
Section 8 Program Training Unknown 2,400
Monthly Mileage Reimbursement for Inspections Local 360
Personal Car Mileage to City Facilities Local 250
Meetings regarding Street Light Operations and
California Assoc of Nutrition Directors
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Maintenance Superintendents Meetings
San Diego Water Group Meetings
Cross Connection Meetings and Seminars
AWWA National Conference
Miscellaneous Travel and Meeting Expenses
Solid Waste Management Conference
AB 929 Technical Advisory Committee Meetings
Miscellaneous Travel and Meeting Expenses
Sierra Users Group Annual Conference
ARC/lnfo Annual Conference (GIS Users)
Government Technology Annual Conference
MacWorld Exposition Annual Conference
Networld Annual Conference
Cognos Users Annual Conference
Interex Annual Conference
San Diego Netware Users Conference
Miscellaneous Travel and Meeting Expenses
SUBTOTAL HOUSING VOUCHER 3,660
Maint. Various 1,000
SUBTOTAL STREET LIGHTING 1,000
Sacramento 700
Various 1,463
SUBTOTAL SR GRANT 2,163
Various 300
SUBTOTAL PRTNR FOR CHANG 300
San Diego 300
San Diego Co. 300
Otay 600
Long Beach 400
Various 300
SUBTOTAL WATER SERVICES 1 ,900
Unknown 500
Local 200
Various 100
SUBTOTAL SOLID WASTE MGMT 800
California 500
Palm Springs 550
Sacramento 650
San Francisco 800
Dallas, TX 1 ,600
Anaheim 1 ,000
San Diego 500
San Diego 500
Various 2,000
SUBTOTAL DATA PROCESSING 8,100
Community Redevelopment Agencies Annual Conference Unknown 1 ,150
California Association for Local Economic Development Unknown 400
California Housing Development Los Angeles 500
Meetings with Carlsbad Civic Organizations Local 500
Personal Car Mileage to City Facilities Local 350
Miscellaneous Travel and Meeting Expenses Various 1.400
Affordable Housing Seminars
SUBTOTAL REDEVELOPMENT 4,300
Unknown 500
SUBTOTAL AFFORDABLE HSNG 500
195
CITY OF CARLSBAD
TRAVEL REQUESTS 1991-92
ACCTNO DEPARTMENT TRAVEL DESCRIPTION
WATER DISTRICT Ass'n of California Water Agencies - Spring Conference
Ass'n of California Water Agencies - Fall Conference
Ass'n of California Water Agencies - Meetings/Workshops
Conserv '91
American Water Works Ass'n - Fall Conference
American Water Works Ass'n - Spring Conference
American Water Works Ass'n Workshops
National Water Resources Ass'n Conference
California Water Pollution Control Ass'n
Ass'n of Water Reclamation Agencies
Teleproducts S.C.A.D.A. School
Teleproducts Electronics School (Telemetry)
DESTINATION
S Calif
N Calif
California
Western States
S Calif
Western States
Western States
Western States
Unknown
Western States
S Calif
S Calif
SUBTOTAL GENERAL SERVICES
TOTAL SPECIAL FUNDS
COST
3,500
5,000
3,000
2,500
2,000
2.500
2,500
1,000
1,000
1,000
2,500
2,500
29.000
55.423
GRAND TOTAL TRAVEL 191.278
m
m
m
Mf
m
m
H:\LIBRARY\FINANCE\123DATA\92TRAV
m
m
m
m
196 m
m
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 responsibility of the City between the
present to buildout.
CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more
and with an estimated useful life of more than one year, such as automobiles, 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.
197
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.
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.
198